Two years ago Nokia had a global smartphone market share of around 29%. That number has fallen to around 3% today, despite the smartphone market more than doubling over the same period. Nokia’s CEO, Stephen Elop, bet the family silver on a Windows-based strategy and gave it two years to pay off. Well, two years have passed and sales of 4.4 million Lumia’s have disappointed analysts and markets, and likely him.
But it’s not all bad news. In the same period Nokia sold almost 80 million ‘dumb phones’, down on the previous year but clearly a market where they remain strong. What are the chances Nokia will drop it’s Windows strategy and put everything into lower-end devices for emerging markets? The Asha is doing pretty well there, and may be it’s saviour. Telecom TV have a great analysis of Nokia’s options – “Is Asha the future for Nokia?” – which you can read here.
Big tech companies have made embarrasing U-turns before. In 2011 Hewlett Packard announced it was going to sell its PC and tablet manufacturing units only to change it’s mind later. And last summer Apple decided its withdrawal from the EPEAT environmental ratings scheme was probably not all that clever and decided it wasn’t going to leave after all.
Nokia look like two businesses at the moment. At the high end of the mobile market they’re clearly struggling with little to cheer about. At the low to medium end they’re in a totally different position. Overall, Nokia are struggling, and it’s sad to see. If they’re to survive they may need to be brave. Perhaps a U-turn is what they need. And if they decide they need one, they won’t have been alone.
“Two weeks ago, I was staying at a working dairy farm sixty kilometers north of Bogotá, Colombia. I was fiddling around with my iPad when one of the kids that worked in the stables came up to me and started staring at it. He couldn’t have been more than six years old, and I’d bet dollars to donuts that he had never used a computer or even a cellular telephone before (Colombia has many attractions. The vast pool of illiterate poor is not one of them)
Curious, I handed him the device and a very small miracle happened. He started using it. I mean, really using it. Almost instantly, he was sliding around, opening and closing applications, playing a pinball game I had downloaded. All without a single word of instruction from me”
Two questions scream out at me when I read this. Firstly, what would happen if Apple turned a fraction of its attention to ICT4D? And secondly, why don’t Apple work in ICT4D? In a sector where so many tools and solutions seem to fail because they’re too complex, poorly designed, unusable or inappropriate, who better to show us how it should be done than the masters of usability and design?
The answer to the second question is a little easier to answer than the first. As Walter Isaacson pointed out in his recent biography, Steve Jobs felt he could contribute more to the world by ‘simply’ making brilliant products. He seemed to have little time for philanthropy, at least publicly, and his laser focus meant he saw almost everything other than Apple’s mission as a distraction. Ironically, had he decided to give away some of his ballooning wealth, he’d most likely have funded programmes working in nutrition and vegetarianism, not technology, according to Mark Vermilion (who Steve Jobs hired back in 1986 to run the Steven P. Jobs Foundation, which he was destined to shut down a year later).
Had Steve Jobs decided to pursue his Foundation, and had he decided to fund technology-based initiatives in the developing world, how well might he have done, and what might Apple have been able to contribute to our discipline?
Here’s five initial thoughts on where an Apple approach to ICT4D might be different – or problematic.
1. Consult the user
One of the central tenets of ICT4D is to consult the user before designing or building anything. In business, at least, Apple don’t do this. They certainly didn’t speak to Colombian farm children, yet they managed to intuitively build something that worked for the six year old Michael Noer met. As Steve Jobs famously said:
Our job is to figure out what users are going to want before they do. People don’t know what they want until you show it to them. That’s why I never rely on market research. Our task is to read things that are not yet on the page
An Apple ICT4D project would unlikely spend much time, if any, speaking with the target audience, an approach entirely at odds with the one we champion right now.
2. Customer vs. beneficiary
Apple would see people as customers, and they’d be carrying out what they’d see as a commercial transaction with them. This approach would mean they’d have to build something the customer wanted, and that worked (and worked well). Since it would have to sell, if successful it would by default be financially sustainable. Part of the problem with the largely subsidised ICT4D “give away technology” model is that no-one is ultimately accountable if things don’t work out, and regular business rules do not apply.
3. Open vs. closed
The ICT4D community is entrenched in an open source mindset, almost to the extent that closed solutions are scorned upon. Steve Jobs was a strong believer in controlling all aspects of the user experience, all the way from hardware through to software. To him, closed systems were better “integrated” and open systems “fragmented”:
What is best for the customer – integrated versus fragmented? We think this is a huge strength of our system versus Google’s. When selling to people who want their devices to just work, we think integrated wins every time. We are committed to the integrated approach. We are confident it will triumph over Google’s fragmented approach
There is no evidence in ICT4D, I don’t believe, which points towards more success for open solutions vs. closed (however you define success), yet open remains dominant. An early Apple success might give us pause for thought.
4. Time for the field
Although Paul Polak doesn’t work in ICT4D, he is one the biggest proponents of “getting out into the field to understand the needs of your customer”. In his long career he’s interviewed over 3,000 people earning a dollar or less a day to better understand their needs – and the market opportunity. In this short video he talks about the process of spending time in rural villages, talking in depth with villagers, and identifying opportunities for transformative impact.
Apple wouldn’t see the need to do this because they wouldn’t consider the needs of dollar-a-day customers as being any different to anyone else. They’d consider their intuitive design and user interface to be non-culturally specific. People, everywhere, want simple-to-use technologies that just work, regardless of who they are.
5. Appropriate technology
Apple’s product line hardly fits into the appropriate technology model – they’re expensive, power-hungry and the devices are reliant on a computer (via iTunes) as their central controlling “hub”. The systems are also closed, blocking any chance of local innovation around the platform. How Apple tackle this – yet maintain their standards of excellence in design and usability – would probably turn out to be their biggest challenge.
Although it hasn’t happened yet, a post-Steve Jobs Apple might yet develop a philanthropic streak. If they did they could easily turn to their friends at frog design (now branded Frog) for help. Frog, who worked closely with them in the early days of the Macintosh range, have recently worked with a number of ICT4D initiatives and organisations, including Project Masiluleke and UNICEF.
Apple have already reinvented the music and publishing industries. With the talent, capital and resources available I’d bet my bottom dollar on them reinventing ICT4D if they chose to. Steve Jobs liked to “live at the intersection of the humanities and technology”, and that’s exactly the place where ICT4D needs to be.
I couldn’t figure out last night, when I woke at 2am, why Twitter was over capacity. A few minutes later I got the answer. Steve Jobs had passed away. A quick visit to the BBC website confirmed the news. Ashton Kutcher (of all people) seemed to sum the mood up well:
Steve Jobs gave an address to students at Stanford University in June 2005. These seven quotes are the highlights for me, and give us a glimpse of the man – what drove him, what made him tick, his passion for what he did, and how he saw his place in the world.
Steve Jobs. 1955 – 2011.
“You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life”
“I didn’t see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life”
“Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle”
“When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something”
“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart”
“Death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away”
“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary”
Last week at the Rutberg Summit in London – an event dominated by senior mobile industry executives – one of the more interesting topics for me was differentiation. How will the new Microsoft/Nokia relationship impact the mobile OS ecosystem? What does the proliferation of Android mean to the many handset manufacturers bundling it with their phones? In a world being increasingly dominated by just a small number of mobile operating systems, how does one smartphone manufacturer differentiate themselves from the next?
Of course, the operating system on a phone is just one part of it. Not only is our choice of OS becoming increasingly limited, so is our choice of “look”.
Take this image – a small cross-section of the handsets on the market today. We’re almost at the stage where you can have any smartphone you like, as long as it looks like one of these. Spot the difference? Not much.
This week, Apple took out another law suit – this time against Samsung – accusing it of stealing/borrowing/using its iPhone design for it’s latest range of phones. (Apple also claim the Galaxy is a little too close to looking like an iPad). The Register has a good article on all of this.
If being a consumer really is all about choice, then there’s certainly less of that today than there used to be. It will be interesting to see where all this goes – court battles included – and where the growing tension between innovation and differentiation ultimately takes us.
The answer to the second question is a little easier to answer than the first. As Walter Isaacson pointed out in his recent 
