The music industry is a complex adaptive system (CAS). The industry is full of autonomous agents who have good and bad relationships with each other. Behaviours and reactive consequences can build on each other. Media writers and industry analysts are also agents who are easily attracted to big events. Their comments and opinions add to the pile and fuel momentum. However the momentum is non–linear. Interest in the topic will eventually fall off as pundits tire and move on or a feverish pitch continues. Alternatively a CAS phenomenon called a tipping point occurs. The music industry then changes. It might be small or a huge paradigm shift. It can’t be predicted; it will just emerge . In complexity jargon, the the system doesn’t evolve but co-evolves. It’s asymmetrical – in other words, there is no reset or UNDO button to go back prior to the event.
While I might have an opinion about Apple buying Beats, I’m more interested in observing music industry behaviour. Here’s one perspective. I’ll use complexity language and apply the Cynefin Framework.
1. Apple is applying Abductive thinking and playing a hunch.
“Let’s buy Beats because the deal might open up some cool serendipitous opportunities. We can also generate some free publicity and let others promote us, and have fun keeping people guessing. Yeh, it may be a downer if they write we’re nuts. But on the upside they are helping us by driving the competition crazy.”
2. Apple is probing the music industry by conducting a safe-to-fail experiment.
“It’s only $3.2B so we can use some loose change in our pockets. Beats is pulling in $1B annual revenue so really it’s no big big risk.”
3. Apple will monitor agent behaviour and observe what emerges.
“Let’s see what the media guys say.
“Let’s read about researchers guessing what we’re doing.”
“Let’s watch the business analysts tear their hair out trying to figure out a business case with a positive NPV. Hah! If they only knew a business case is folly in the Complex domain since predictability is impossible. That’s why we’re playing a hunch which may or may not be another game changer for us.”
4. If the Apple/Beats deal starts going sour, dampen or shut down the experiment.
“Let’s have our people on alert to detect unintended negative consequences. We can dampen the impact by introducing new information and watch the response. If we feel it’s not worth saving, we’ll cut our losses. The benefits gained will be what we learn from the experiment.”
5. If the Apple/Beats deal takes off, accelerate and search for new behaviour patterns to exploit.
“The key agents in the CAS to watch are the consumers. Observing what they buy is easy. What’s more important is monitoring what they don’t buy. We want to discover where they are heading and what the is strange attractor. It might be how consumers like to stream music, how they like to listen to music (why only ears?), or simply cool headphones are fashion statements.”
6. Build product/service solutions that exploit this new pattern opportunity.
“Once we discover and understand the new consumer want, be prepared to move quickly. Let’s ensure our iTunes Radio people are in the loop as well as the AppleTV and iWatch gangs. Marketing should be ready to use the Freemium business model. We’ll offer the new music service for free to create barriers of entry to block competitors who can’t afford to play the new game. It will be similar to our free medical/safety alert service we’ll offer with the iWatch. Free for Basic and then hook ’em with the gotta-have Premium.”
7. Move from the Complex domain to the Complicated Domain to establish order and stability.
“As soon as we’re pretty certain our Betas are viable, we’ll put our engineering and marketing teams on it to release Version 1. We’ll also start thinking about Version 2. As before, we’ll dispense with ineffective external consumer focus groups. We’ll give every employee the product/service and gather narrative (i.e., stories) about their experiences. After all, employees are consumers and if it’s not great for us, then it won’t be great for the public.
Besides learning from ourselves, let’s use our Human Sensor network to cast a wide net on emerging new technologies and ideas. Who knows, we might find another Beats out there we can buy to get Version 2 earlier to market.”
Fantasy? Fiction? The outcomes may be guesses but the Probe, Sense, Respond process in the Cynefin Complex Domain isn’t.