Transcription
I'll give you the classic example where procurement wouldn't have allowed an innovation to happen. The first iteration of the iPhone.
Basically, you had to take a charger to work with you. Okay? It was never going to make it through the day. Now, anybody who'd set up a standard list of procurement balance scorecards would have made one of the requirements a 20-hour battery life. Well, you know, cuz Nokia, you know, Blackberry, they all had 20, 24, 36-hour battery life. The battery life of the first iPhone was an abomination, right?
People loved all the other facets, basically the usability and the attractiveness, the emotional facet so much. They were totally prepared to do a workaround. They'd carry one of those charging bricks or they just go into the office and as soon as they got in because, you know, the thing was for 30% off your train journey, they'd plug the bloody thing into their desk. You see?
And so most innovation involves basically the discovery of value in an area that's been underquantified.