{"version":"1.0","provider_name":"Technology and Operations Management","provider_url":"https:\/\/d3.harvard.edu\/platform-rctom","author_name":"vertigo","author_url":"https:\/\/d3.harvard.edu\/platform-rctom\/author\/vertigo\/","title":"Xiaomi: Fueled by Open Innovation - Technology and Operations Management","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"JbU8CxoZVw\"><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/xiaomi-fueled-by-open-innovation\/\">Xiaomi: Fueled by Open Innovation<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/xiaomi-fueled-by-open-innovation\/embed\/#?secret=JbU8CxoZVw\" width=\"600\" height=\"338\" title=\"&#8220;Xiaomi: Fueled by Open Innovation&#8221; &#8212; Technology and Operations Management\" data-secret=\"JbU8CxoZVw\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/\/# sourceURL=https:\/\/d3.harvard.edu\/platform-rctom\/wp-includes\/js\/wp-embed.min.js\n\/* ]]> *\/\n<\/script>\n","thumbnail_url":"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2018\/11\/wq5RnB7Q.png","thumbnail_width":800,"thumbnail_height":450,"description":"\u201cWe must curb the tendency for greed and win absolute trust from consumers. So we\u2019re now deliberating, I think we may write this into the company charter, that we will not, in perpetuity, exceed a certain number of percentage points in profit on our hardware. Our target is just this one or two percentage points. We want all consumers who buy our products not to hesitate.\u201d Lei Jun, CEO and Founder, Xiaomi [12]"}