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Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney
Apple II, banking crisis, British Empire, Dynabook, global supply chain, interchangeable parts, Jony Ive, race to the bottom, RFID, side project, Silicon Valley, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, the built environment, thinkpad, Tim Cook: Apple
So the British design school/art school vibe informs how Jony Ive interacts with service design, multimedia aspects, the packaging [and] the publicity.”10 Culture and history have a place in the mix of art and craft to which Jony Ive was exposed in the 1980s. At the time, the nation transformed itself from a semisocialist state with strong trade unions into a fully capitalist one on Reagan’s model. There was a lot of youth revolt. Young Brits embraced punk, which encouraged experimentation, unconventionality and daring. It’s possible to read some of that independence into Jony Ive’s later approach. “In America, on the other hand,” Milton explained, “designers are very much serving what industry wants. In Britain, there is more of the culture of the garden shed, the home lab, the ad hoc and experimental quality. And Jony Ive interacts in such a way . . .
Apple’s service process is exquisitely refined for their own products.”13 Apple, as one of the world’s richest and most powerful companies, has clearly taken a leadership role in manufacturing. If their commitment to their global workforce and to environmental concerns remains less certain, it’s clear that Jony Ive will have a voice in shaping those policies into the foreseeable future. CHAPTER 13 Apple’s MVP [Jony Ive] has more operational power than anyone else at Apple except me. There’s no one who can tell him what to do, or to butt out. That’s the way I set it up. —STEVE JOBS Steve Jobs had surgery for a pancreatic tumor in July 2004. As he was recovering from his first bout with cancer, he asked to see two people. One was his wife, Laurene Powell Jobs; the other was Jony Ive. After nearly eight years of working together almost daily, Jony and Jobs had a special and intimate relationship. The pair had been nearly inseparable, attending many of the same meetings, eating lunch together and spending afternoons at the studio going over future projects.
Frog design’s Snow White aesthetic was so influential it set the design language for a generation of computers. When Jony Ive joined Apple in 1992, the design team was slowly trying to move away from Snow White which had dominated the ‘80s. The Domesticated Mac was one of Jony Ive’s first speculative designs for Apple. It was an attempt to design a computer for the home, not an office environment. Another of Jony’s early major projects, the Twentieth Anniversary Mac was Apple’s first flatscreen computer. It was also designed for the home, not the office, but bungled pricing and marketing doomed it. The eMate was Apple’s first translucent product. Jony felt that translucency made a product less mysterious and more accessible. Jony Ive (left) with his former boss Jon Rubinstein, head of engineering, with some multicolored iMacs, the first product to bring fashion to computers.
Becoming Steve Jobs: The Evolution of a Reckless Upstart Into a Visionary Leader by Brent Schlender, Rick Tetzeli
Albert Einstein, Apple II, Apple's 1984 Super Bowl advert, Bill Gates: Altair 8800, Byte Shop, computer age, corporate governance, El Camino Real, Isaac Newton, Jony Ive, market design, McMansion, Menlo Park, Paul Terrell, popular electronics, QWERTY keyboard, Ronald Reagan, Sand Hill Road, side project, Silicon Valley, Silicon Valley startup, skunkworks, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, Tim Cook: Apple, Wall-E, Watson beat the top human players on Jeopardy!, Whole Earth Catalog
“The reason you sugarcoat things is that you don’t want anyone to think you’re an asshole. So, that’s vanity,” explains Jony Ive, a crisply articulate Brit with the muscled frame of a boxer and a tendency to hunch forward over a table as he leans in to speak to you. As design chief, Ive was on the receiving end of Steve’s blunt criticisms as much as anyone. Whenever he felt abused, he would tell himself that someone who sugarcoats his true opinions “might not really even be all that concerned about the other person’s feelings. He just doesn’t want to appear to be a jerk. But if he really cared about the work he would be less vain, and would talk directly about the work. That’s the way Steve was. That’s why he’d say ‘That’s shit!’ But then the next day or the day after, he also would just as likely come back saying, ‘Jony, I’ve been thinking a lot about what you showed me, and I think it’s very interesting after all.
Aside from snippets from my own encounters with Jobs, most of the quotations in this chapter were drawn from interviews with Lee Clow on October 14, 2013; Jon Rubinstein on July 25, 2012; Avie Tevanian on November 12, 2012; Rubinstein and Tevanian together on October 12, 2012; Jony Ive on June 10, 2014; Bill Gates on June 16, 2012; and Mike Slade on July 23, 2012. The financial numbers and headcount statistics and other numerical information in this chapter came primarily from Apple’s SEC filings reporting its financial results for 1996 through 2000, so we are not citing them here individually. The notorious quote from Michael Dell suggesting that Jobs should simply liquidate Apple came during a Q and A session at the Gartner Symposium and ITxpo97 in Orlando, Florida, on October 6, 1997, http://news.cnet.com/Dell-Apple-should-close-shop/2100-1001_3-203937.html. Background information about Dieter Rams, the design genius who was the primary inspiration of Jony Ive, Apple’s head of design, came from the website of the German furniture design company Vitsœ, https://www.vitsoe.com/us/about/dieter-rams and https://www.vitsoe.com/us/about/good-design.
We benefitted from lengthy interviews with key current and former executives at Apple, including CEO Tim Cook, senior vice president of design Jony Ive, senior vice president of Internet software and services Eddy Cue, vice president of corporate communications Katie Cotton, and Tony Fadell, the founder of Nest Labs, which is now a subsidiary of Google. We also relied upon Apple press releases and SEC filings and court records about the stock option controversy. Aside from snippets from my own encounters with Jobs, most of the direct quotations in this chapter were drawn from interviews with Eddy Cue on April 29, 2014; Fred Anderson on August 8, 2012; Avie Tevanian on October 11, 2012; Tim Cook on April 30, 2014; Jon Rubinstein on July 25, 2012; Jony Ive on May 6, 2014, and June 10, 2014; John Doerr on May 7, 2014; Jean-Louis Gassée on October 17, 2012; and Marc Andreessen on May 7, 2014.
Dogfight: How Apple and Google Went to War and Started a Revolution by Fred Vogelstein
Apple II, cloud computing, disintermediation, don't be evil, Dynabook, Firefox, Google Chrome, Google Glasses, Googley, Jony Ive, Mark Zuckerberg, Peter Thiel, pre–internet, Silicon Valley, Silicon Valley startup, Skype, software patent, spectrum auction, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Tim Cook: Apple, web application
“So I argued with Steve for a couple of months and finally sent him an email on November seventh, 2004,” Bell said. “I said, ‘Steve, I know you don’t want to do a phone, but here’s why we should do it: [Design director Jony Ive] has some really cool designs for future iPods that no one has seen. We ought to take one of those, put some Apple software around it, and make a phone out of it ourselves instead of putting our stuff on other people’s phones.’ He calls me back about an hour later and we talk for two hours, and he finally says, ‘Okay, I think we should go do it.’ So Steve and I and Jony [Ive] and Sakoman had lunch three or four days later and kicked off the iPhone project.” It wasn’t just Bell’s persistence and Ive’s designs that helped convince Jobs. Sakoman came to lunch having already done some early engineering work about what it might take to build a phone.
Even people within the iPhone project itself couldn’t talk to one another. Engineers designing the iPhone’s electronics weren’t allowed to see the software it would run. When they needed software to test the electronics, they were given proxy code, not the real thing. If you were working on the software, you used a simulator to test hardware performance. And no one outside Jobs’s inner circle was allowed into chief designer Jony Ive’s wing on the first floor of Building 2. The security surrounding Ive’s prototypes was so tight that employees believed the badge reader called security if you tried to badge in and weren’t authorized. “It was weird, because it wasn’t like you could avoid going by it. It was right off the lobby, behind a big metal door. Every now and then you’d see the door open and you’d try to look in and see, but you never tried to do more than that,” said an engineer whose first job out of college was working on the iPhone.
Even his fans admit that before he left, he had become a cliché of a difficult boss—someone who takes credit for underlings’ good work, but is swift to blame them for his own screwups. When Jobs was alive, Forstall drove colleagues mad with his sanctimonious “Steve wouldn’t like that” critique, and he made no secret of his seeing himself as the eventual Apple CEO. In 2011, Bloomberg Businessweek reported that chief designer Jony Ive and head of technology Bob Mansfield were so suspicious of Forstall they refused to meet with him unless CEO Tim Cook was present too. I’ve heard that was true for iTunes boss Eddy Cue as well. It wasn’t shocking to see Jobs play two executives off against each other; he was well-known for his Machiavellian side. But what was surprising was that Jobs let the fight go on so long and affect so many people at Apple.
Apple II, British Empire, Claude Shannon: information theory, en.wikipedia.org, indoor plumbing, Internet Archive, Jeff Bezos, Jony Ive, Kevin Kelly, Sand Hill Road, Saturday Night Live, Silicon Valley, social web, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, technology bubble, Thomas L Friedman
While Steve Jobs has consistently presented the development of the iPod as a team effort, he has publicly singled out the company's industrial design ninja as the guy responsible for the look and visual integration of the device. This is Jonathan Ive. Known within the company as Jony, Ive has continually made design history and put enough Apple hardware into the Museum of Modern Art's design collection to make MOM A an informal annex of the Apple Store. The iPod represents the apex of the partnership between Ive and Jobs. In some quarters people be- Cool lieve him to be the father of the iPod. (U2 s Bono caUing him "Jony iPod" helped that one along.) That's inaccurate, but it is fair to say that his vision fixed its look. Jony Ive is a burly guy in his late thirties but appears younger. He's bulky under a loose T-shirt, hair shaved a few nanos short of a dome. Once he speaks, it's clear that he is more aesthete than hooligan.
The iPod was the boldest step yet toward whiteness, an effort directed to the heart of visual simplicity and minimalism, with perhaps a yearning toward invisibility. "Right from the very first time, we were thinking about the product, wed seen this as stainless steel and white," Ive explained. "It is just so ... so brutally simple. It's not just a color. Supposedly neutral—but just an unmistakable, shocking neutral." The Perfect Thing 98 It's almost as if Jony Ive, a London-born industrial artist, were channeling Ishmael, the narrator of Herman Melville's fabled novel. "In many natural objects, whiteness refiningly enhances beauty, as if imparting some special virtue of its own," Melville wrote in Moby-Dick. Ishmael is driven to solve "the incantation of this whiteness," a journey that leads him to ask whether white "by its indefinitiveness . . . shadows forth the heartless voids of immensities of the universe, and thus stabs us from behind with the thought of annihilation, when beholding the white depths of the milky way."
What we can do is bring it to the mass market." I got a glimpse into the star-crossed nature of the relationship between Apple and HP on the very day the companies announced the deal. When I'd asked Fiorina who would decide the color of the, um, hPod, she'd responded instantly, "We do." In fact, she promised that HP would sell a blue iPod, which was quite a departure from the shocking neutrality that Apple's design guru Jony Ive had established as a trademark look for the device. But a few hours after my conversation with Fiorina at the Las Vegas Convention Center, I was on the phone with Steve Jobs. Steve, I asked, does this deal allow HP to determine the color of the iPods it'll sell? "We'll see," he said with the gravity of an executioner. When the HP iPod came out half a year later, it was the same bright white as the Apple version.
Airbnb, Amazon Web Services, barriers to entry, Black Swan, business intelligence, call centre, crowdsourcing, en.wikipedia.org, game design, Google Glasses, Google Hangouts, Google X / Alphabet X, iterative process, Jeff Bezos, Jony Ive, Kickstarter, knowledge worker, Lean Startup, loose coupling, Mark Zuckerberg, minimum viable product, move fast and break things, Network effects, Oculus Rift, Paul Graham, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, social graph, software as a service, software is eating the world, Steve Jobs, Steven Levy, Y Combinator
Flipboard.com, 9 December 2010, inside.flipboard.com/2010/12/09/apple-picks-flipboard-as-app-of-the-year/. 5 ‘Gartner Says Worldwide Traditional PC, Tablet, Ultramobile and Mobile Phone Shipments On Pace to Grow 7.6 Percent in 2014’, article on Gartner.com, 7 January 2014, www.gartner.com/newsroom/id/2645115. 6 ‘Android Fragmentation Visualized’, report on OpenSignal.com, August 2012, opensignal.com/reports/fragmentation.php. 7 Juli Clover, ‘iOS 7 Now on 73% of Devices, but Adoption Rates “Much Slower” Than iOS 6’, article on MacRumors.com, 18 October 2013, www.macrumors.com/2013/10/18/ios-7-now-on-73-of-devices-but-adoption-rates-much-slower-than-ios-6/. 8 ‘Android Fragmentation Visualized’, August 2012, op. cit. Chapter 8: App Version 0.1 1 Anthony Wing Kosner, ‘Jony Ives’ (No Longer So) Secret Design Weapon’, article on Forbes.com, 30 November 2013, www.forbes.com/sites/anthonykosner/2013/11/30/jony-ives-no-longer-so-secret-design-weapon/. 2 ‘SFMOMA Presents Less and More: The Design Ethos of Dieter Rams’, press release, 29 June 2011, www.sfmoma.org/about/press/press_exhibitions/releases/880. 3 Brian Suthoff, ‘First Impressions Matter! 26% of Apps Downloaded in 2010 Were Used Just Once’, blog post on Localytics.com, 31 January 2011, www.localytics.com/blog/2011/first-impressions-matter-26-percent-ofapps-downloaded-used-just-once/.
Great Design Good Design is as little design as possible – less, but better – because it concentrates on the essential aspects, and the products are not burdened with non-essentials. Back to purity, back to simplicity. – Dieter Rams Dieter Rams is one of great pioneers of industrial design. For decades he worked at Braun and pioneered state-of-the-art radios, audio equipment, cameras and furniture. He has been exalted by many as the leader of ‘minimalist, intuitive design’. Apple’s lead designer, Jony Ive, is one of many who have been massively influenced by his style.1 Rams is celebrated for his 10 principles of good design2 – something that is critical today. Keep these principles in mind as you design your app. According to Rams good design: • Is innovative • Makes a product useful • Is aesthetic • Makes a product understandable • Is unobtrusive • Is honest • Is long-lasting • Is thorough down to the last detail • Is environmentally friendly • Has as little design as possible.
The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, Chris Yeh
People think career development means moving up the ladder, but moving from side to side can be just as valuable. We want to help people develop different skill sets that can help them and us.” Here in Silicon Valley, Cisco’s Talent Connection program, which helps current employees find new opportunities within Cisco, increased employees’ satisfaction with career development by almost 20 percent.3 Foundational Jony Ive at Apple. Fred Smith at FedEx. Ginni Rometty at IBM. These are people whose lives are fundamentally intertwined with their companies. These are people on a Foundational tour of duty. Exceptional alignment of employer and employee is the hallmark of a Foundational tour. (We’ll discuss the concept of alignment in more detail in chapter 3.) If an employee sees working at the company as his last job, and the company wants the employee to stay until he retires, he is on a Foundational tour of duty.
The Self-Made Billionaire Effect: How Extreme Producers Create Massive Value by John Sviokla, Mitch Cohen
Cass Sunstein, Colonization of Mars, Daniel Kahneman / Amos Tversky, Elon Musk, Frederick Winslow Taylor, game design, global supply chain, James Dyson, Jeff Bezos, John Harrison: Longitude, Jony Ive, loss aversion, Mark Zuckerberg, market design, paper trading, RAND corporation, randomized controlled trial, Richard Thaler, risk tolerance, self-driving car, Silicon Valley, smart meter, Steve Ballmer, Steve Jobs, Steve Wozniak, Tony Hsieh, Toyota Production System, young professional
While these partnerships are necessary, the exact makeup of the Producer-Performer pair may change depending on the skills needed to take advantage of an opportunity. As Mark Cuban attests, the complement he needed for MicroSolutions was Martin Woodall, but the Broadcast.com dream team included Todd Wagner. Bill Gates started out with Paul Allen, but he also had a long-term Producer-Performer partnership with Steve Ballmer, during which Microsoft created most of its value. Jobs and Wozniak created the iconic computer maker, but Jobs and Jony Ive, Apple’s chief designer, were the team behind the beauty and sensibility of the iMac, the iPod, the iPhone, and the iPad. John Paul DeJoria and Paul Mitchell founded John Paul Mitchell Systems, but years later DeJoria started another venture with his friend Martin Crowley, a talented architect who went bankrupt trying to make a business designing buildings.8 DeJoria pointed him in a different direction and set him up as an architecture buyer supplying materials from Mexico for high-end renovations.
The Narcissist Next Door by Jeffrey Kluger
Albert Einstein, Apple's 1984 Super Bowl advert, Bernie Madoff, Columbine, delayed gratification, Donald Trump, Elon Musk, impulse control, Jony Ive, meta analysis, meta-analysis, Plutocrats, plutocrats, Ponzi scheme, QWERTY keyboard, Ralph Nader, Ronald Reagan, Schrödinger's Cat, Stephen Hawking, Steve Jobs, the scientific method, theory of mind, Triangle Shirtwaist Factory, Walter Mischel
Jobs’s misbehavior went beyond the abusive language that could be excused—almost—as simply the outbursts of a wildly creative man. He bore grudges (one of the only complaints about the original iPad was that it wouldn’t run Adobe Flash Player, a senseless omission, except that Jobs resented Adobe for once refusing to write software for the iMac); he behaved pettily, once storming out of a five-star hotel in London, calling close friend and Apple designer Jony Ive, who was staying in the hotel, too, and had gone to pains to make the booking, with the petulant announcement “I hate my room. It’s a piece of shit, let’s go.” He even exhibited a sadistic streak, once asking a job candidate, “How old were you when you lost your virginity? How many times have you taken LSD?” When the understandably flustered applicant went on too long in one of his answers, Jobs mocked him.
Equal Is Unfair: America's Misguided Fight Against Income Inequality by Don Watkins, Yaron Brook
3D printing, Affordable Care Act / Obamacare, Apple II, barriers to entry, Berlin Wall, Bernie Madoff, blue-collar work, business process, Capital in the Twenty-First Century by Thomas Piketty, Cass Sunstein, collective bargaining, colonial exploitation, corporate governance, correlation does not imply causation, Credit Default Swap, crony capitalism, David Brooks, deskilling, Edward Glaeser, Elon Musk, en.wikipedia.org, financial deregulation, immigration reform, income inequality, indoor plumbing, inventory management, invisible hand, Isaac Newton, Jeff Bezos, Jony Ive, laissez-faire capitalism, Louis Pasteur, low skilled workers, means of production, minimum wage unemployment, Naomi Klein, new economy, obamacare, Peter Singer: altruism, Peter Thiel, profit motive, rent control, Ronald Reagan, Silicon Valley, Skype, statistical model, Steve Jobs, Steve Wozniak, The Spirit Level, too big to fail, trickle-down economics, Uber for X, urban renewal, War on Poverty, women in the workforce, working poor
Labor, for lack of a better term, is what carries out the vision of entrepreneurs and the plans of managers, using the resources supplied by capitalists. It includes pilots, restaurant hostesses, car salesmen, coal miners, construction workers, TV writers, and accountants, among thousands of other examples. It stretches from unskilled workers performing manual labor to roles that require every bit as much thought as that required of a company’s leaders. At Apple, for instance, one of the key workers was Jony Ive, head of the design team. By the time Jobs returned in 1997, Ive was ready to quit, frustrated that Apple had long ago abandoned its commitment to great products. Jobs assured him it was a new day. Jobs would later describe Ive as “a spiritual partner.” Both men shared a deep commitment to creating products that were simple and elegant, with thought given to every aspect of their design. “What I really despise,” says Ive, “is when I sense some carelessness in a product.”
23andMe, 3D printing, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, airport security, Albert Einstein, algorithmic trading, artificial general intelligence, augmented reality, autonomous vehicles, Baxter: Rethink Robotics, Bill Joy: nanobots, bitcoin, Black Swan, blockchain, borderless world, Brian Krebs, business process, butterfly effect, call centre, Chelsea Manning, cloud computing, cognitive dissonance, computer vision, connected car, corporate governance, crowdsourcing, cryptocurrency, data acquisition, data is the new oil, Dean Kamen, disintermediation, don't be evil, double helix, Downton Abbey, Edward Snowden, Elon Musk, Erik Brynjolfsson, Filter Bubble, Firefox, Flash crash, future of work, game design, Google Chrome, Google Earth, Google Glasses, Gordon Gekko, high net worth, High speed trading, hive mind, Howard Rheingold, hypertext link, illegal immigration, impulse control, industrial robot, Internet of things, Jaron Lanier, Jeff Bezos, job automation, John Harrison: Longitude, Jony Ive, Julian Assange, Kevin Kelly, Khan Academy, Kickstarter, knowledge worker, Kuwabatake Sanjuro: assassination market, Law of Accelerating Returns, Lean Startup, license plate recognition, litecoin, M-Pesa, Mark Zuckerberg, Marshall McLuhan, Menlo Park, mobile money, more computing power than Apollo, move fast and break things, Nate Silver, national security letter, natural language processing, obamacare, Occupy movement, Oculus Rift, offshore financial centre, optical character recognition, pattern recognition, personalized medicine, Peter H. Diamandis: Planetary Resources, Peter Thiel, pre–internet, RAND corporation, ransomware, Ray Kurzweil, refrigerator car, RFID, ride hailing / ride sharing, Rodney Brooks, Satoshi Nakamoto, Second Machine Age, security theater, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, Skype, smart cities, smart grid, smart meter, Snapchat, social graph, software as a service, speech recognition, stealth mode startup, Stephen Hawking, Steve Jobs, Steve Wozniak, strong AI, Stuxnet, supply-chain management, technological singularity, telepresence, telepresence robot, Tesla Model S, The Wisdom of Crowds, Tim Cook: Apple, trade route, uranium enrichment, Wall-E, Watson beat the top human players on Jeopardy!, Wave and Pay, We are Anonymous. We are Legion, web application, WikiLeaks, Y Combinator, zero day
Think of the design of an iPhone 6, an Eames lounge chair, a Ferrari 458 Italia, or a Leica T camera—products that are meant to delight. Not only are these tools functional, but they are beautiful, created by people who had a close and deep understanding of their customers and their needs. When one watched Steve Jobs onstage describe his latest products, there was no doubt that each and every one was imbued with the love of its creators. So where’s the Steve Jobs of security? What might Apple’s chief designer, Jony Ive, bring to the problem of our growing cyber insecurity? What would his firewall or antivirus program look like? Thus far, we have no idea, and that is a huge problem. It is a problem because when security features are not designed well, people simply don’t use them. Moreover, poor design can lead the human users down pathways that actually make them less secure. Why would people write down their passwords on Post-it notes and stick them on their computers?
The Stack: On Software and Sovereignty by Benjamin H. Bratton
1960s counterculture, 3D printing, 4chan, Ada Lovelace, additive manufacturing, airport security, Alan Turing: On Computable Numbers, with an Application to the Entscheidungsproblem, algorithmic trading, Amazon Mechanical Turk, Amazon Web Services, augmented reality, autonomous vehicles, Berlin Wall, bioinformatics, bitcoin, blockchain, Buckminster Fuller, Burning Man, call centre, carbon footprint, carbon-based life, Cass Sunstein, Celebration, Florida, charter city, clean water, cloud computing, connected car, corporate governance, crowdsourcing, cryptocurrency, dark matter, David Graeber, deglobalization, dematerialisation, disintermediation, distributed generation, don't be evil, Douglas Engelbart, Edward Snowden, Elon Musk, en.wikipedia.org, Eratosthenes, ethereum blockchain, facts on the ground, Flash crash, Frank Gehry, Frederick Winslow Taylor, future of work, Georg Cantor, gig economy, global supply chain, Google Earth, Google Glasses, Guggenheim Bilbao, High speed trading, Hyperloop, illegal immigration, industrial robot, information retrieval, intermodal, Internet of things, invisible hand, Jacob Appelbaum, Jaron Lanier, Jony Ive, Julian Assange, Khan Academy, linked data, Mark Zuckerberg, market fundamentalism, Marshall McLuhan, Masdar, McMansion, means of production, megacity, megastructure, Menlo Park, Minecraft, Monroe Doctrine, Network effects, new economy, offshore financial centre, oil shale / tar sands, packet switching, PageRank, pattern recognition, peak oil, performance metric, personalized medicine, Peter Thiel, phenotype, place-making, planetary scale, RAND corporation, recommendation engine, reserve currency, RFID, Sand Hill Road, self-driving car, semantic web, sharing economy, Silicon Valley, Silicon Valley ideology, Slavoj Žižek, smart cities, smart grid, smart meter, social graph, software studies, South China Sea, sovereign wealth fund, special economic zone, spectrum auction, Startup school, statistical arbitrage, Steve Jobs, Steven Levy, Stewart Brand, Stuxnet, Superbowl ad, supply-chain management, supply-chain management software, TaskRabbit, the built environment, The Chicago School, the scientific method, Torches of Freedom, transaction costs, Turing complete, Turing machine, Turing test, universal basic income, urban planning, Vernor Vinge, Washington Consensus, web application, WikiLeaks, working poor, Y Combinator
Apple's initial forays into massive User-centric Cloud services have a spotty track record (think MobileMe), while its audience-centric Cloud services (such as iTunes) bend whole industries toward them and generate fabulous profits. Still, it is at the level of the operating system that Apple's model platform logic coheres, and it is through premium hardware that it is guaranteed. As usually credited to Jony Ive's talent and Steve Jobs's perfectionism, Apple's physical objects ground the Cloud as something you can and want to touch and accompany you. This “design” adds dramatically to profit margin per device and underpins other channels of involvement and lock-in, pushing User experience of The Stack toward dictates of affect, flattening and cajoling the megastructure to “just work.” Beyond individual touch, the physicality and tactility of Apple's platform are also available as architectural immersion in the global footprint of Apple Stores, where an ideal Apple culture is performed by teams of ideal Apple Users, the youngish, intelligent, helpful, at-ease store staff.