< p > Stefan Olander is the head of the digital sports department of Nike, which has been built for 3 years. Under his leadership, engineers are trying to install embedded sensors on a pair of Nike sports a target= "_blank" href= "//m.pmae.cn/" > shoes < /a >. When the product manager is wearing shoes, the sensor can measure the pressure generated by shoes hitting the ground.

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< p > and these data can also be uploaded to iPhone phone by wireless.

And all this seemingly crazy behavior is the style of < a href= "//m.pmae.cn/news/index_x.asp > Nike < /a > every process of innovation stands out from numerous attempts and numerous failures.

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In 2012, P's laboratory has undergone two divisions. The first is the $150 Sports Wristband Fuelband. It can measure all the calories consumed by people in a day's exercise. This is the most obvious symbol of Nike's power input in the digital field. The other innovation is Flyknit, a technology of lightweight shoe VAT, which is a rethink of Nike's manufacturing process. It also makes shoes more environmentally friendly while reducing the weight of shoes, and, of course, reduces the long-term cost of production. Nike

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It is rare to achieve one of these innovations within a year, especially for a large enterprise with 44000 employees. But Nike CEO Mark Parker knows that a company can not rely solely on celebrity endorsements, but also needs other things to defeat Adidas and new and old rivals such as Jawbone and Fitbit. P

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< p > in the view of fast company, there are 4 factors that have achieved the innovation myth of < a href= "//m.pmae.cn/news/index_x.asp" > Nike < /a >.

First of all, once you want to invent breakthroughs, you will invest completely.

For example, for Flyknit, the company has built a brand new production process, and it has changed the company's supply chain.

Secondly, to predict the evolution of products, Nike will maintain its advanced thinking.

After the release of Fuelband, Nike has thought of doing an eye that monitors the temples and understands the physical condition of athletes.

Once again, Nike is good at working with partners. In Parker's view, in a rapidly reacting world, a company does not have to develop all its own technologies.

So the Nike group will cooperate with more industrial design companies.

Finally, establish a culture of sports in the whole company.

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