“Apple The Outlier” by Rich Karlgaard (Forbes.com, 21 October 2009). In response to Mr. Kalgaard’s blog post the following comment (below) was submitted. Maybe you’ll find it entertaining, so it’s also being shared here.

While I didn’t read every comment in detail, with all due respect, I think the essential point has been missed… When it has been more successful, Apple has been the tortoise. There are plenty of cases of Apple and/or Jobs falling on their face. How many of you are using a Next computer :)

On the other hand, where Apple has done really well, is when it slows down while others rush in. The ipod and the iphone both being great examples. Neither were new ideas. What they were were still developing ideas done a bit better and more importantly, rolled out *after* “the tipping point”. Apple doesn’t feel the need to be first to market, they’d rather get it more right their first time. They’ve come to realize the value in learning from others’ mistakes.  If there is an irony, it’s that Apple really isn’t a technolgy company (i.e., technology for technology’s sake). They understand that they are a solutions and services company, and that’s what they focus on providing.

When they get it right, Apple doesn’t waste resources trying to get to the tipping point, they let others do their bidding. In the meantime they’re using their resources (time and people) to build a better mouse trap as well as come up with the marketing spin to make it look new and exciting. I am not trying to belittle the iphone, I am only suggesting it is not the cure for cancer.

There is no doubt, Apple is a great outfit. But the reasons for that success are too often wrong and/or overstated. They have a great formula – look how their growth and market share has nudged up year by year (i.e., like a tortoise) – and at the moment it’s working quite well for them. But a smart competitor could duplicate their formula quite easily. Provided that competitor isn’t blinded by the hype, or fearful of a beast that isn’t even there.

“Strategy Is Not Enough” by By Richard Brennan (BaselineMag.com, 11 November 2009). Please put aside the IT slant of the article for a moment and lend Mr. Brennan your eye. Also, for those who are not sports fanatics, please pardon his football analogy.

While the best football organizations have a clear strategy, they also have the capabilities to execute on that strategy. You can’t be a passing team without the ability to throw, catch and block. Even if you have the best quarterback in the league, without the other skills to complement him, you are not going to win many games. It is the identification of a clear strategy (we are going to be a passing team); the identification of key capabilities required to execute that strategy (block, catch, throw); and the tactics or plays with which to develop those capabilities that lead to success.

The key idea here is right. The right strategy; for the right team; using the right tools; at the right time; being managed in the right way. Contrary to popular belief, none of these operate in a vacuum. There is more to success than a brilliant strategy and/or raw talent.

On the other hand, those who understand the holistic nature of these challenges, as well as the need for ongoing and relentless motivation, are the ones who hold the trophy and drink the champagne. To stick with the sports analogy — the journey to success is an iron man marathon, not a 50 yard dash. Yes, there are times when a sprint is necessary. We have all been there. Just don’t be fooled into thinking that such an approach is the rule. It is the exception.

A “hail Mary pass” may create a lot of excitement for a few minutes, but a single play rarely wins the Super Bowl. Neither will a single (IT) project that’s not backed by capabilities drive business success. Having the right capabilities in place is what wins in both football (and IT).