- “3 Horizons of Growth,” 141
- 5G rollout, acceleration, 41
- A/B testing, 178–179
- Acquisitions, making, 91
- Action, readiness, 195, 206
- Adaptive-learning product, 178
- ADI, competitive advantage, 37
- Adoption chain, 83f
- Advocates
- allies/ambassadors/angels, coalition, 183
- relationship, formalization, 186
- AGC
- diversification, 9, 15, 113
- success, achievement, 118
- Airbnb, disruptiveness, 4
- Alibaba, impact, 4
- Allen, Paul, 109
- Allies/advocates/ambassadors/angels, coalition, 183
- Amazon, 4, 15
- cloud commoditization, 129
- dominance, 7
- ideas
- creation/encouragement, 61–62
- criteria, 47–48
- one-way doors/two-way doors, differences, 202
- Press Release/Frequently Asked Questions (PR/FAQ) approach, 11, 61–62, 116–117
- rebel alliance, 189
- Amazon Web Services (AWS), impact, 5
- Ambassadors
- allies/advocates/angels, coalition, 183
- recruitment, 186
- Ambidextrous management, 169–170
- Ambidextrous organizations, 7, 14–15, 107
- autonomy/access, 111f
- relationships, 108f
- structure
- usage, 112–113
- versions, 112–113
- Ambition, 39–40
- Analog Devices, 8, 15, 36
- Condition-based Monitoring (CbM), 101
- business, leading, 56
- real-time, valuation, 64–66
- engineers, freedom, 40
- Innovating for Humanity, 38
- innovation, 40
- Internet of Things, hunting zone identification, 45
- manufacturing facilities, leverage, 98
- new rules, 42
- priority, change, 41
- reviews, 140–141
- Analog Garage, creation, 8
- Angels, 186–187
- allies/advocates/ambassadors, coalition, 183
- role, 187–188
- Apollo program, opposition, 30–31
- Apple
- foundations, 101
- innovation, 7
- Artificial intelligence (AI)
- adoption, 45
- capabilities, 117
- engine, usage, 129
- impact, 5, 37
- Asher, Hank, 93
- Aspiration, 36–39
- Assets
- assembly, 89
- combination, 92–94
- leverage, 25
- recombination, 200
- reframing, 201–202
- selection, 101–102
- types, 91–92
- Audi Business Innovation (ABI), venture co-optation, 185
- Audi, innovation units, 8–9
- AXA
- building blocks integration, 96–97
- entry point, 101–102
- scaling strategies, 97t
- Balance sheet assets, company usage, 149
- Banga, Ajay, 8, 36, 39
- Bernhardt, Bettina, 185
- Best Buy, elderly care services, 8, 99–100
- Best Buy Health, 99–101, 100f
- “Beyond Silicon” strategy, 37, 44, 53, 56
- Bezos, Jeff (new ideas), 61
- Bipolar organization, 170
- BITS, 185
- Blank, Steve, 73
- Blockbuster, Netflix (impact), 5
- Bloom Energy, disruptiveness, 4
- Boasberg, Tom, 195, 197–198
- Bondili, Balaji, 24, 35, 71–72, 208
- assumptions test, 79
- challenge, 84, 89–90, 177
- corporate innovation/growth initiative, 186–187
- learn (business design stage), 81–84
- learning cycles, 75
- performance, 139
- proof, 78–79
- scaling capability, 90, 104
- trigger point, external event, 103–104
- BonjourDocteur (AXA), launch, 96, 102
- Bosch, 9, 23
- Accelerator Program, 62–63, 118
- Corporate Accelerator Program, 113, 116–117, 139
- customer interview method, 63
- Both/And Leadership Challenge, 198–202, 201t
- Bottom-up (ambidextrous organization version), 113, 115–118
- Box.com, 177
- Boyle, Robert, 74
- Brandstetter, Andreas, 28–32, 36, 208
- Brownfield opportunity, 54
- BT Vision, creation, 207–208
- Business
- experience, 135–136
- experiments (Business Experiments), 73–75, 201–202
- system, exploration, 127
- Business Design, 77t
- Cadence (Feedforward Management System element), 142
- Capabilities
- asset type, 91–92, 95
- expansion, 96
- scaling, path sketch, 99–100
- Capacity
- asset type, 91–92, 95
- scaling, path sketch, 99–100
- Capital allocation, 202–203
- Career risk, Corporate Explorers concern, 152
- Carlin, Kevin, 44, 54, 56, 60
- customer problem, 158
- customer value map, 65
- ideation, cessation, 69
- learning cycles, 75
- leverage, 98
- outside-in work, 68–69
- technical capabilities, 101
- Carvalho, Sara, 23, 62–63, 113
- Casper, disruptiveness, 4
- CbM. See Condition-based Monitoring
- CEOs
- boundaries, 44–45
- connections, making, 48
- Corporate Explorer instruction, 192
- mistakes, 42
- CFOs, Corporate Explorer instruction, 192
- Change, Corporate Explorer lead, 175
- Change Logic, 18
- Cherrisk (insurance products), 23–27, 98, 146, 177
- investor support, 31–32
- Kurtisz pitch story, 182
- Kurtisz self-initiation, 33
- launch, 32–33, 47
- ChoicePoint
- access, 102
- LN acquisition, 94–95, 99
- ChotuKool, usage, 58–61, 64
- Christensen, Clay, 3, 4
- Circuit City, problems, 99–100
- Cisco, spin-along, 147–148
- Cloudflare, 109
- Cloud, onset, 6
- CLUE, operation, 94
- Colin, revenue, 190–191
- Commitments
- balancing (learning), incubation (usage), 200
- competition, 197–199
- Communication, unblocking, 141
- Companies
- advantages (factor), 46, 47
- resources/capabilities, leverage, 6
- response, struggle, 4–5
- Compensation, absence, 148–149
- Compensation plans
- adaptation, 147
- Corporate Explorer benefit, 153
- Competition, 132
- CompUSA, problems, 99–100
- Condition-based Monitoring (CbM), 56, 64–67, 101
- Confirmation bias, 57
- Cordova, Susana, 195
- Core businesses
- data, interaction, 179
- leverage, 112
- short-term results, 14
- system, 159–160
- operating structures/routines, 160
- Core, growth, 110
- Core professional competence/identity, preservation, 160
- Corning, ideas (pursuit), 47–48
- Corporate advantage, creation, 5–6
- Corporate entrepreneurs, 17–18
- Corporate Explorer, 17–18
- accountability, 128
- action, 21
- admiration, 35
- autonomy, 107–108
- consensus seeker, absence, 16
- dependency management, 176–177
- disruptiveness, 160
- ecosystem map, 83–84
- emergence, 116–117
- executive attention, allocation, 128
- experimentation, usage, 71
- external hiring, 191
- framework, 214f
- funding decision, 203
- hypotheses, recording, 74
- hypothesis (experimentation cycle), usage, 75–78
- idea, strategic ambition (link), 49
- incentivization, mechanism, 118
- insight, 22–23
- internal hiring, 190
- jobs, exit, 188–189
- leadership capabilities, 206
- motivation, 153
- orientation, 12
- passion, 209–210
- relationships, 2f
- resource consultation, 51
- rewards, 148–149
- risk/reward, 145
- self-identity, venture (relationship), 143
- success, 36
- ambidextrous organization, usage, 112–113
- thinking big, 39
- uncertainty management, 72–73
- ventures, leading, 24–25
- Corporate functions, 133–135
- Corporate innovation, 186–187
- Corporate-led programs, placement, 116
- Corporate stock options/cash bonuses, vesting (trigger), 150–151
- Courage, 207–208
- COVID-19, impact, 3, 97, 103–104
- Creator's Code, The (Wilkinson), 23–24
- Critical assumption matrix, 79f
- Crow-based business model, 161
- Crowdsourcing, usage, 78–79
- Customer
- asset type, 91–92, 95
- commitment, 201
- context, 181
- Corporate Explorer orientation, 12
- customer-led innovation, 57
- discovery approach, 58, 60–64
- discovery practices, 61f
- high-value customer problems, 64–67
- journey, 65–66
- problems, 46–48, 181
- scaling, path sketch, 99–100
- selection, 76
- value map
- analysis, 67
- creation (Carlin), 65, 65f
- value, transformation, 66f
- Daimler, Lab 1886 (cessation), 121
- Data set connections, 93
- David, Matt, 208
- Debenhams, problems, 5
- Decide (experimentation cycle), 75, 85–86
- Decision-making group (Feedforward Management System element), 142
- Deloitte, 127
- client access, 98–99
- expertise, access, 71–72
- learn (business design stage), 81–84
- options, 84
- partners, motivation, 82
- Pixel, 18, 24, 72
- Business Design hypotheses, 77t
- third-party freelance talent, adoption, 104
- Denver Public Schools Vision, 196
- Dependencies, Corporate Explorer management, 176–177
- Digital business, scaling, 98
- Digital natives, 5–6
- Digital work practices, 179
- Discipline, adoption, 61
- Disruption, 3–5
- assets, usage, 5
- pace, acceleration, 4
- Disruptive innovation, leading, 3–4
- Disruptive solutions, 67
- Disruptive technology, spin-in/acquisition, 111–112
- Disruptive ventures, building (ideation), 54
- Doctopsy, acquisition, 102
- Double helix, 175
- Eastern Bank, Eastern Labs creation, 97–98
- Ecosystem
- adoption, 77
- Internal Ecosystem, 179, 184t
- map, 83–84
- problems, 82–83
- Edwards, Tracy, 30–31
- Either/or choice, reframing, 200
- Emerging Business Opportunity (EBO) program, 11–17, 76, 90–91, 113, 131, 179
- Emerging Growth Initiative (EGI), 117–118, 119f, 123, 133
- EMI, problems, 4–5, 166–169
- Emotion, 36–39
- Enterprise view (Feedforward Management System element), 142
- Entry point, selection, 101
- Error control systems, 138–139
- Evidence
- following, 85–86
- objectivity, 85
- Executive attention, 128, 139, 140–143
- Experiment
- cycles, 74f
- discussion, safe space, 140–141
- running, 84–85
- Experimentation
- business experiments, 73–75
- cycles, 75
- usage, 71
- Exploration, impact, 157
- Extended teams, 129
- External hires, social network (absence), 189
- Fail fast culture, 73
- Fast-Works methodology, 159
- Feedback
- control, 137–138
- systems, 138–139
- measures, 169
- metrics, 138f
- sessions, organization (fishbowl format), 141
- team feedback sessions, 143
- Feedforward
- FinTech revolution, 39
- Fisher, George, 162–163
- Flees, Lori, 120
- Focused (ambidextrous organization version), 112–115
- Franchises, defense, 4
- Future Organization, 177–179
- model, nonadoption (consequences), 178
- Gates, Bill, 109
- Geek Squad, leverage, 100–101
- General Electric (GE)
- customers, payoff, 158
- lean startup methodology, usage, 12
- problems, 9
- General Electric Digital (GE Digital), 169
- efforts, undermining, 16–17
- leading, 157
- General Motors (GM), Sell Only Zero Tailpipe Emissions Vehicles vision, 38
- Gig economy drivers, 80
- Global innovation industry, 10
- Go Big
- investments, 166
- risk aversion, 165–166
- Godrej & Boyce, products, 58–60
- Good failures, celebration, 152
- Google, 4
- cloud commoditization, 129
- dominance, 7, 114
- Stadia gaming platform, discontinuation, 9
- X-teams, 151
- GreatCall, acquisition, 100–101
- Great Fire of London, 22
- Greenfield, 54
- Group think, 61
- Grove, Andy, 11
- Growth initiative, 186–187
- Grupo Cisneros, 190
- H4D, partnership, 96
- Harreld, Bruce, 43, 205
- Hastings, Reed, 183
- Havas, 111–112, 208
- Havas Worldwide, digital platform usage, 161
- Heraclitus, 209
- Hewlett, Bill, 109
- High-performance computing cluster (HPCC), usage, 93–95
- High-value customer problems, 64–67, 76
- Corporate Explorers knowledge, 67
- Huang, Jensen, 8, 18, 36, 39
- Human resource (HR) teams, setup, 134–135
- Hunting zones, 44–48
- exploration, 47, 53
- relationships, 46f
- Hybrid teams, 129–130
- Hypothesis (experimentation cycle), 75–78, 77t
- discussion, safe space, 140–141
- IBM, 152
- businesses, incubation, 15–16
- Emerging Business Opportunity (EBO), usage, 11–17, 76, 91, 113, 131, 179
- Life Sciences, 16, 25, 90–91, 131, 153
- social movement, 42–43
- storytelling, 180–181
- Thinkpad story, 180, 183
- Ideas
- addiction, 56–58
- emergence, 197
- generation, 67–69
- Ideation, 10–11, 17, 51, 53
- business design questions, 76
- cessation, 69
- immersive experience, 62
- outputs, 74–75
- relationship, 55f
- techniques, 68–69
- Imaginarium, controversy, 196–197
- Immelt, Jeff, 9, 16–17, 157–159, 169–171
- Immersive experience, 62
- Incubation, 11–13, 17, 51, 69
- experimentation, usage, 71
- focus (questions), 76–77
- learning speed, 137
- relationship, 55f
- Industrial Internet of Things, 147
- Informational technology (IT)
- services, 129
- team, importance, 134
- Information (generation), incubation (impact), 86
- Innovation, 3
- assumption, 80
- capability, launching, 190–191
- Corporate Explorer lead, 175
- corporate innovation, understanding, 1
- customer-led innovation, 57
- ecosystem, 118
- excitement, 197
- rule breaking, 41
- solution, 181
- strategic ambition, usage, 9–10
- techniques, 18–19
- Innovation disciplines, 7, 10–14, 51
- Innovator's Dilemma, The (Christensen), 3
- Insider, outsider (contrast), 188–191
- Integration teams
- Intel Corporation, 8
- Black Hole, 8, 39
- Emerging Growth Initiative (EGI), 117–118, 119f, 123, 133
- employee-led model, 118
- ProShare, failure, 11
- success, 164–165
- Tick, Tock approach, 165
- Internal Ecosystem, 179
- Internet of Things (IoT)
- Analog Devices hunting zone identification, 45
- functionality, design, 54
- hunting zone, exploration, 53
- opportunities, 60
- Intrapreneurs, 17–18
- Intuit, lean startup methodology (usage), 12
- Investment decision-making group, usage, 141, 206
- Investor support, 27–29
- I Quit Original Smoking (IQOS), PMI approach, 81
- Iterate (experimentation cycle), 75, 84–85
- iTunes, adoption (acceleration), 101
- Jobs, Steve, 109
- Joly, Hubert, 8
- Jones, David, 161–162
- Kahneman, Daniel, 85, 164
- Kelsey, Mark, 97, 113–114, 123
- Key performance indicators (KPIs), 138–139, 169
- Kindl, Wolfgang, 29, 31, 208
- Kodak, problems, 5, 162–163
- Kong, Victor, 190
- Kovac, Carol, 16, 25, 43, 91–92, 131, 153
- advocates, relationship (formalization), 186
- Krzanich, Brian, 165
- Kurtisz, Krisztian, 1, 9, 21–23, 56
- business construction, 190
- earning, 146
- idea, development, 186–187
- industry challenge, 35
- investment case, 30–33
- learning cycles, 75
- pitch story, 182
- purpose/regard, 23–29
- risk taking, 33
- scaling capability, 90
- senior leadership team, usage, 33–34
- UNIQA leverage, 98
- vision, pitch, 29
- Laffley, A.G., 169–170
- Leadership, 7, 15–17, 155, 195
- Both/And Leadership Challenge, 198–202, 201t
- relationships, 156f
- Lead indicators (Feedforward Management System element), 142
- Lean agile methodologies, 158–159
- Lean startup
- business incubation, 89
- methodology, 12
- Learn (experimentation cycle), 75, 81–84
- Legacy databases, integration, 94
- Legacy mindset, change, 179
- Lemonade.com, 26, 146
- Levin, Dan, 177
- LexisNexis (LN), 128
- customer base, enhancement/expansion, 95
- launch, 92
- leadership, 93–94
- pre-fill functionality, usage, 94
- Risk Analytics, 94, 98, 152
- Risk Solutions, 6, 15, 18, 35, 153
- Logic, 36–39
- Long-term incentives/bonus plans, creation, 147, 150–151
- Losing, fear, 73
- Loss, aversion, 164
- Lu, Qi (interaction), 110
- Lyft
- disruptiveness, 4
- partnership, 101
- Machine learning, 37
- Maestro Health, acquisition, 102
- Manifestos, writing, 48–49
- Market
- attractiveness, 46
- dynamics, observation, 135–136
- opportunities, exploration, 202
- Mastercard
- idea programs, 124
- Labs, revenue potential, 39
- Mastercard, War on Cash, 8, 36, 38, 39
- Maximize-comfort approach, 204
- Megatrend (factor), 46, 47
- Mercedes, 1886 innovation lab (problems), 9
- Microsoft, reinvention, 5–6, 15
- Minimum viable offering (MVO), 80, 133
- Minimum viable product (MVP), 80
- Ministories, generation, 192–193
- Mirror, approach (usage), 204–206
- Montalvo, Tony, 41–42
- Moshe, Sagi Ben, 117–118, 133
- Motivation, 145–147
- Mozilla, Firefox OS creation, 57, 123, 165–166
- M-PESA, usage, 62
- Musk, Elon, 23–24
- National Security Agency, lean startup methodology (usage), 12
- NEC Corporation
- Business Innovation Unit, 9, 15, 117
- global R&D Labs, impact, 68
- goal/ambition, 117, 123
- NEC X, startup accelerator, 68
- Netflix, initiation, 183
- New context (Feedforward Management System element), 142
- Nokia
- disruption, assessment, 14
- problems, 4
- Nvidia, 18, 36
- market leadership, 45
- threat, 5, 8
- value, increase, 40
- Observer status, learning, 63–64
- Obstacles, overcoming, 171–172
- Office 365 team responsibilities, 110
- Open investigator, Corporate Explorer role, 60–61
- Operating expenses, control, 149
- Organizations
- exploration, 109
- future organization, 177–179
- Outcomes, focus, 64
- Outside-in feedback, 57
- Outsider, insider (contrast), 188–191
- Packard, Dave, 109
- Passion, 209–210
- Paths, buildout, 102
- Patterson, Gavin, 207–208
- Peck, Jim, 35, 92–93, 152, 153, 208
- acquisitions, 94, 98
- assets, assembly, 95
- disruptive plan, 94
- Performance
- data, 191–192
- lead indicators, 139
- optimization loop, impact, 138–139
- Personal risk, replication, 147, 151–152
- Pfizer, 166
- adoption chain barrier, 83
- Phillip Morris International (PMI), minimalism approach, 80–81
- Pixel, 75
- advancement, 18, 24, 72
- advantages, 74
- Business Design, 77
- challenge, 177
- expert crowd, 95
- hypotheses, 77–78
- incubation, 76, 89–90
- premise, 82
- results, generation, 78–79
- sale, Deloitte partner motivation, 82
- Polaroid, 5, 14, 162
- Predix, 170
- Prince, Matt, 109–110
- Problem, components (separation), 200
- Procter & Gamble (P&G)
- lean startup methodology, usage, 12
- research packaging, 63–64
- Productive tension, 202–204
- Corporate Explorer creation, 204
- maintenance, 198
- zone, 203f, 204
- Professional identity, preservation, 161–163
- Profit and loss (P&L), 116, 184
- Progress, measurement (learning), 139
- ProShare, failure, 11
- Prozes, Andy, 208
- Public records, value, 92–93
- Qare, partnership, 96
- Quality/quantity, impact, 78
- Radical innovation, pursuit, 169–170
- Rebel alliance, 189
- Recency bias, 60–61
- Reconnections, 200
- Reed Business Information (RBI), problems, 113–114, 121–122, 127
- Reputation manager, 191–193
- Research and development (R&D)
- investment, 203
- teams, idea development, 67
- Resource allocation, 135–137
- Resource bottleneck, 129
- Ries, Eric, 73
- Risk
- aversion, 165–166, 197
- avoidance/minimization, 160, 163–166
- balanced view, 163–164
- coding, 198
- Risk/reward gap, closing (strategies), 146–147
- Robbins, Chuck, 148
- Roche, Vince, 8, 36–40, 140
- ambition, 41–42, 53, 56
- engineers, engagement, 37
- investment idea, 69
- reviews, 140–141
- senior business leadership attention, 43–44
- strategic leadership forum (SLF), 43–44
- Roku, product spin-out, 112
- Ruh, Bill, 16–17, 157–160, 163
- appointment, 170–171
- digital strategy, 169–170
- Safe places, 140–142
- Sakensa, Asheesh, 100
- Sales team
- asset, leverage, 132
- integration, 132–133
- SanusX, 47
- SAP By Design, launch, 132–133
- Scale, 89
- Scaling, 12–13, 51, 86, 195
- assets, 92f
- capability, 104
- initiation, 102–103
- learning speed, 137
- paths, 98–102
- acquisitions funding, 136–137
- gaps, 93
- relationship, 55f
- strategies, 97t
- Schultz, Howard, 24
- Scientific methods, application, 13
- Seisint, LN acquisition, 93–94, 98, 102
- Self-diagnosis, encouragement, 205
- Senior business leadership, Roche attention, 43–44
- Senior leaders, engagement (cadence), 187–188
- Senior team, Corporate Explorer mirror, 205
- Shackleton, Ernest, 30–31
- Shadow stock, usage, 147, 148–149, 151
- Shannon, Claude, 85
- Sharing economy, 44
- Shark tank competition, 33
- Shield Tablet/Shield Portable, discontinuation, 45
- Short-term focus, assumptions, 197–198
- Short-term gain, optimization, 160
- Short-term optimization, 166–169
- Silvercar, 185
- Single-threaded teams, 116
- Six-Sigma, adoption, 158–159
- Skills challenge, 132
- Sky TV, diversification, 207–208
- Smart Motor Sensor, self-installation, 44
- Social movement, 42–44
- Social network
- absence, 189
- leadership, 183–188
- SoFi, disruptiveness, 4
- Solution development, customer discovery approach, 58
- Solution trap, 58–60
- SpaceX, 24
- Make Humans Multiplanetary, 38
- Spin-along, 147–148
- Spin-out, 107–108
- Sponsors, winning, 29
- Spotify, 22–23
- Sprint teams, 129
- formation, 53–54
- setup, 131
- Stage gate process, 10
- Stanley Black & Decker, team co-habitation, 63
- Story, specificity, 182
- Storytellers, 180–183
- Strategic ambition, 1, 7–10, 35
- connection, forging, 187
- impact, 39–42
- manifesto, 48–49
- Strategic control, 77
- Strategic innovation, 112
- Strategic leadership forum (SLF) series, 43
- Success
- examples, 127–128
- secret, 115
- shortcut, absence, 91
- Sunderraman, Gopalan, 58–59
- Teaching, reinvention, 195–196
- Team feedback sessions, 143
- Team members, self-selection, 131
- Technology base, leveraging, 199–200
- Tesla, 24
- Test (experimentation cycle), 75, 78–81
- Test Motors, domain knowledge, 101
- Third-party crowdsourcing vendors, usage, 73–74
- Tick, Tock approach, 165
- Top-down (ambidextrous organization version), 113, 118–121
- Trigger points, 91–92, 102–104
- Two-pizza teams, 11, 116, 121, 131
- Two-sided software platforms, 44
- Tytocare, partnership, 100–101
- Uber, 185
- business model, 79–80
- disruptiveness, 3, 4
- Ubercab SMS text message code, 80
- Uncertainty
- environment, 134–135
- management, 30–34, 72–73
- predictions, 136
- reduction, 86
- UNIQA Insurance, 1, 9, 21–24
- business assets, availability, 25
- business capability, leverage, 98
- business construction, 190
- customer base/expertise, 26–27
- employees, Cherrisk team (joining), 151
- management board, pitch, 187
- market change, 26
- products, design/sales, 32
- SanusX, 47
- Value destruction, 132–133
- Value map analysis, 67
- Value proposition/capture, 76
- Venture capital (VC)
- firms, idea appraisal, 28
- funds, return on investment (Morgan Stanley report), 90
- Venture model, 147–148
- Ventures
- building, 89
- ideas, generation, 53
- leadership, 195
- lifecycle, 193
- reputation, Corporate Explorer management, 143
- resources, allocation, 137
- scaling, 195
- status, third-party appraisal, 205–206
- strategy, 97
- support, 140
- Verwaayen, Ben, 42
- Victors & Spoils (V&S), 111–112, 161–162
- Visa, competition, 39
- VMware, impact, 148
- Walmart
- InHome Delivery, 120
- Intelligent Retail Lab, 120
- Store 8, founding, 118, 120
- Walton, Sam, 118, 120
- Warby Parker, disruptiveness, 4
- Welch, Jack, 158
- Whitehead-Bust, Alyssa, 195
- Wilkinson, Amy, 23–24
- Winsor, John, 161–162
- Wisdom of crowds, usage, 24
- Wozniak, Steve, 109
- Xerox Parc (Palo Alto Research Center), tech laboratories, 32
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