Tim Cook: Apple

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pages: 464 words: 155,696

Becoming Steve Jobs: The Evolution of a Reckless Upstart Into a Visionary Leader by Brent Schlender, Rick Tetzeli

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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

Anderson still keeps two mementos from his retirement in his office at venture capital firm Elevation Partners: a plaque from Steve calling him “The World’s Greatest CFO” and a commissioned caricature portrait signed by all his closest coworkers, including Steve. Jon Rubinstein and Avie Tevanian were the next members of the “Save Apple” team to depart. Ruby and Avie had been a buddy act of sorts, managing the hardware and software sides of Apple’s whole widget. Says Ruby, “There’s as much of the turnaround team’s DNA in Apple as there is of Steve’s, and you can still see it today.” They had been involved in every key decision at Apple since 1997. And before they left they helped pull off a move that they’d been talking about with Steve and with Tim Cook for years—switching the microprocessors that powered every Apple personal computer from the PowerPC chip to one made by Intel. The primary buyers of the PowerPC chip were IBM and Apple. This was a customer base that paled next to Intel’s enormous market for Windows PCs and servers—millions of units a year for the PowerPC versus hundreds and hundreds of millions for Intel.

He just sat there and had been talking to her for a half an hour. He didn’t talk to anybody else.” THE LAST MEMORIAL service occurred at the Apple campus in Cupertino, on October 20. Nearly ten thousand people gathered on the lawn within the ellipse formed by the campus’s main buildings. Every Apple retail outlet around the globe had been closed for the occasion, with the store employees gathered to watch video of the event streamed live to them over Apple’s virtual network. Tim Cook was the first speaker. Coldplay and Norah Jones, whose music had been featured in Apple television advertisements, played short sets for the crowd. But two speakers provided the highlights: Jony Ive and Bill Campbell, the Apple board member who had been a close adviser of Steve for many, many years. “Steve changed,” said Campbell. “Yes, he had been charismatic and passionate and brilliant.

To avoid the litigation that would naturally arise from Apple abrogating the contracts, the company had to pay the clonemakers to disappear quietly. The most successful of these was Power Computing, which had commandeered a 10 percent share of the market for MacOS-compatible computers. Apple paid $110 million in cash and stock to acquire the company and hire some of its engineers. Out went the inventory. Tim Cook became a new member of the team in March 1998 when he was hired away from Compaq—where he had been called “the Attila the Hun of inventory”—to be Apple’s chief of operations. Cook was a wiry bird of a southerner, thin and bookish-looking despite his athleticism—he biked and ran long distances regularly. Cook spoke quietly, with a soft Alabama drawl, but he may have been the toughest executive at Apple. Cook’s work drew no public attention, but it was crucial to trimming the company.

 

pages: 275 words: 84,418

Dogfight: How Apple and Google Went to War and Started a Revolution by Fred Vogelstein

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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

Android’s share of the mobile phone and tablet markets: “Android Captures Record 80 Percent Share of Global Smartphone Shipments in Q2 2013,” Strategy Analytics press release, 8/1/2013; “Small Tablets Drive Big Share Gains for Android,” Canalys press release, 8/1/2013. Apple was also taking heat: Charles Duhigg and Keith Bradsher, “How the US Lost Out on iPhone Work,” New York Times, 1/21/2012; Duhigg and Bradsher, “In China, Human Costs Are Built into an iPad,” New York Times, 1/25/2012; Mark Gurman, “Tim Cook Responds to Claims of Factory Worker Mistreatment: ‘We Care About Every Worker in Our Supply Chain,’” 9to5mac.com, 1/26/2012; “Here’s Apple CEO Tim Cook’s Apology Letter in China” (Digits blog), Wall Street Journal, 4/1/2013. But perhaps the most notable example: Jessica Lessin, “An Apple Exit over Maps,” Wall Street Journal, 10/29/2012; Liz Gannes, “Google Maps for iPhone Had 10 Million Downloads in 48 Hours,” AllThingsD.com, 12/17/2012. Apple’s Tim Cook knows all the challenges: Ina Fried, “Apple’s Tim Cook: The Full D11 Interview,” Tim Cook interviewed by Walt Mossberg and Kara Swisher (video), AllThingsD.com, 5/29/2013, available at www.allthingsd.com/20130529/apples-tim-cook-the-full-d11-interview-video.

Indeed, the best phone ads of 2012 and 2013 came from Samsung, Google’s biggest Android phone maker. After Apple unveiled the iPhone 5, Samsung pounced with a barrage of TV spots that amusingly depicted iPhone users as misguided elitists waiting in line for a phone that was inferior in every way to the Galaxy S III. Apple was also taking heat for the way it was making its phones. The New York Times, in a handful of long articles about the “iEconomy,” presented evidence that Apple was making its iPhones and iPads in Asian sweatshops, forcing CEO Tim Cook to acknowledge Apple could do more to make its contractors provide safer workplaces. A year later he was apologizing to Chinese customers for Apple’s unresponsiveness to customer service and technical support issues. But perhaps the most notable example of Jobs’s absence was the public relations disaster surrounding Apple’s new mapping application.

What wasn’t symbolic were the scores of angry investors left in the wake of Apple’s plunging stock price. For four years Apple shares had been some of the best-performing of all time, rising nearly tenfold from about $80 in 2008. But investors who bought Apple shares in the fall of 2012—believing, as many did, that its stock was headed to $1,000 a share—watched their investment lose 40 percent of its value while the rest of the stock market was up around 15 percent. Jobs never discussed Apple’s stock price with investors. He rarely even met with them. But by early 2013 the shareholders refused to be ignored, forcing CEO Tim Cook to pledge more than $100 billion in dividends and stock buybacks. Indeed, when Page made his remarks, the innovation gap between Apple and Google for dominance of the mobile Internet looked downright stark.

 

pages: 363 words: 94,139

Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney

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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

Larry Elliott, “Better Design Requires Better Product,” http://www.guardian.co.uk/business/2005/nov/21/politics.economicpolicy, November 20, 2005. 22. Ibid. 23. Jonny Evans, “Apple Design Chief Jonathan Ive Collects CBE,”Macworld, http://www.macworld.co.uk/mac/news/?newsid=16510, November 17, 2006. 24. Marcus Fairs, ICON, http://www.iconeye.com/read-previous-issues/icon-004-|-july/august-2003/jonathan-ive-|-icon-004-|-july/august-2003, July /August 2003. 25. Dick Powell, “At the Core of Apple,” Innovate, issue 6, Summer 2009, http://www.innovation.rca.ac.uk/cms/files/Innovate6.pdf 26. Phil Schiller, Apple v. Samsung trial testimony. 27. Isaacson, Steve Jobs, Kindle Edition. 28. Apple Press info, “Tim Cook Named COO of Apple,” http://www.apple.com/pr/library/2005/10/14Tim-Cook-Named-COO-of-Apple.html, October 14, 2005. 29. Interview with Jon Rubinstein, October 2012 30.

Interview with Phil Gray, January 2013. 10. Apple WWDC 2010—iPhone 4 Introduction, 2010, video, http://www.youtube.com/watch?v=z__jxoczNWc. 11. Apple Press info, “Apple Announces Changes to Increase Collaboration Across Hardware, Software & Services,” http://www.apple.com/pr/library/2012/10/29Apple-Announces-Changes-to-Increase-Collaboration-Across-Hardware-Software-Services.html, October 29, 2012. 12. Mark Gurman, “Tim Cook Emails Employees, Thanks Scott Forstall, Says Bob Mansfield to Stay On for Two Years,” http://9to5mac.com/2012/10/29/tim-cook-emails-employees-thanks-scott-forstall-says-bob-mansfield-to-stay-on-for-two-years/, October 29, 2012. 13. Nick Wingfield and Nick Bilton, “Apple Shake-Up Could Lead to Design Shift,” New York Times, http://www.nytimes.com/2012/11/01/technology/apple-shake-up-could-mean-end-to-real-world-images-in-software.html, October 31, 2012. 14.

Shane Richmond, “Jonathan Ive Interview: Simplicity Isn’t Simple,” Telegraph, http://www.telegraph.co.uk/technology/apple/9283706/Jonathan-Ive-interview-simplicity-isnt-simple.html, May 23, 2012. 15. Apple 2013 Worldwide Developers Conference, keynote video: http://www.youtube.com/watch?v=qzUH9PJA1Ro, June 10, 2013. 16. Interview with Sally Grisedale, February 2013. 17. Interview with Larry Barbera, June 2013. 18. Alex Schleifer, “The Age of the User Interface,” http://saydaily.com/2013/02/design-really-is-everything-now.html, February 15, 2013. 19. Josh Tyrangiel, “Tim Cook’s Freshman Year: The Apple CEO Speaks,” Bloomberg Businessweek, http://www.businessweek.com/articles/2012-12-06/tim-cooks-freshman-year-the-apple-ceo-speaks, December 6, 2012. 20. Isaacson, Steve Jobs, Kindle edition. 21. Ibid. 22.

 

pages: 515 words: 132,295

Makers and Takers: The Rise of Finance and the Fall of American Business by Rana Foroohar

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3D printing, accounting loophole / creative accounting, additive manufacturing, Airbnb, algorithmic trading, Asian financial crisis, asset allocation, bank run, Basel III, bonus culture, Bretton Woods, British Empire, call centre, Capital in the Twenty-First Century by Thomas Piketty, Carmen Reinhart, carried interest, centralized clearinghouse, clean water, collateralized debt obligation, corporate governance, corporate social responsibility, credit crunch, Credit Default Swap, credit default swaps / collateralized debt obligations, crony capitalism, crowdsourcing, David Graeber, deskilling, Detroit bankruptcy, diversification, Double Irish / Dutch Sandwich, Emanuel Derman, Eugene Fama: efficient market hypothesis, financial deregulation, financial intermediation, Frederick Winslow Taylor, George Akerlof, gig economy, Goldman Sachs: Vampire Squid, Gordon Gekko, greed is good, High speed trading, Home mortgage interest deduction, housing crisis, Howard Rheingold, Hyman Minsky, income inequality, index fund, interest rate derivative, interest rate swap, Internet of things, invisible hand, joint-stock company, joint-stock limited liability company, Kenneth Rogoff, knowledge economy, labor-force participation, labour mobility, London Whale, Long Term Capital Management, manufacturing employment, market design, Martin Wolf, moral hazard, mortgage debt, mortgage tax deduction, new economy, non-tariff barriers, offshore financial centre, oil shock, passive investing, pensions crisis, Ponzi scheme, principal–agent problem, quantitative easing, quantitative trading / quantitative finance, race to the bottom, Ralph Nader, Rana Plaza, RAND corporation, random walk, rent control, Robert Shiller, Robert Shiller, Ronald Reagan, Second Machine Age, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, Snapchat, sovereign wealth fund, Steve Jobs, technology bubble, The Chicago School, The Spirit Level, The Wealth of Nations by Adam Smith, Tim Cook: Apple, Tobin tax, too big to fail, trickle-down economics, Tyler Cowen: Great Stagnation, Vanguard fund

He does dead-on imitations of everyone from the Kansas oil tycoon who tried to give him the boot in his early days as an options dealer (“Cahhhl, I love yah, but I gotta leave yah—mah cousin’s in this business now”) to the aristocrat whom Icahn helped unload a block of Texaco shares when his cash was tight (“So I say, ‘Sir Robert, I hear you got some problems,’ and he says, ‘Quite correct, quite correct,’ ” Icahn mocks with a perfect lockjaw), to the trophy wife who complains about people on welfare while entertaining at her Hamptons megamansion, to his own mother. But when I once asked him to do Apple CEO Tim Cook, he declined. “Nah, I can’t do Cook. I can only do crazies.”1 Of course, some people say Cook is crazy to listen to Icahn, who has spent the last several years trying to persuade him to give back more and more of Apple’s $200 billion cash hoard to investors in the form of massive share buybacks, instead of investing it back in R&D or product development. This had the effect of pushing up the price of Apple’s stock while conveniently increasing the value of Icahn’s $7 billion in Apple holdings along with those of all the other Apple investors. In April 2015, Icahn’s efforts paid off, bigger than even he could have imagined. Flush with revenues from iPhone sales in China, Apple increased its dividend by 10.6 percent, the largest bump-up for a nonfinancial firm in history, and announced the most massive corporate payout ever: between 2015 and 2017, it would hand back more than $200 billion in the form of dividends and share buybacks to investors like Icahn.

Securities and Exchange Commission, Definitive Proxy Statement, Schedule 14A, Apple Inc., January 9, 2015. 3. Matt Levine, “Apple Bonds and Endless Mortgage Suits,” Bloomberg View, June 5, 2015; Ahmed and Childs, “Apple Is the New PIMCO and Tim Cook Is the New King of Bonds.” 4. Interview with OFR economists and analysts for this book. 5. William Lazonick, Mariana Mazzucato, and Oner Tulum, “Apple’s Changing Business Model: What Should the World’s Richest Company Do with All Those Profits?” Accounting Forum 37, no. 4 (2013): 249–67. 6. Edward N. Wolff, “Household Wealth Trends in the United States, 1962–2013: What Happened Over the Great Recession?” National Bureau of Economic Research, Working Paper No. 20733 (December 2014), 56; Apple, Inc., “Apple Expands Capital Return Program to $200 Billion,” press release, April 27, 2015. 7.

In the spring of 2013, Jobs’s successor as CEO of Apple Inc., Tim Cook, decided the company needed to borrow $17 billion. Yes, borrow. Never mind that Apple was the world’s most valuable corporation, that it had sold more than a billion devices so far, and that it already had $145 billion sitting in the bank, with another $3 billion in profits flowing in every month. So, why borrow? It was not because the company was a little short, obviously, or because it couldn’t put its hands on any of its cash. The reason, rather, was that Apple’s financial masters had determined borrowing was the better, more cost-effective way to obtain the funds. Whatever a loan might normally cost, it would cost Apple far less, thanks to a low-interest bond offering available only to blue-chip companies. Even better, Apple would not actually have to touch its bank accounts, which aren’t held someplace down the street like yours or mine.

 

pages: 390 words: 114,538

Digital Wars: Apple, Google, Microsoft and the Battle for the Internet by Charles Arthur

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AltaVista, Build a better mousetrap, Burning Man, cloud computing, credit crunch, crowdsourcing, disintermediation, don't be evil, en.wikipedia.org, Firefox, gravity well, Jeff Bezos, John Gruber, Mark Zuckerberg, Menlo Park, Network effects, PageRank, pre–internet, Robert X Cringely, Silicon Valley, Silicon Valley startup, skunkworks, Skype, slashdot, Snapchat, software patent, speech recognition, stealth mode startup, Steve Ballmer, Steve Jobs, the scientific method, Tim Cook: Apple, upwardly mobile

The latter was the case with the town of Mildura, in the Australian Outback, which was shown miles from its correct location; Australian police issued a warning to people not to use Apple’s Maps to find it lest they die of heatstroke in the arid land. (The error was tracked down to a difference in the official Australian gazetteer, which gives place locations, between ‘Mildura’, the town, and ‘Mildura Rural City’, the nominal centre of a 22,000 square kilometre area including the town. Apple had used the latter. It was corrected within days.) A week after the release, and with Apple’s maps a laughing stock, Tim Cook – who had now been in unquestioned charge of Apple for a year – surprised the media with an effusive apology posted on the website. Maps ‘fell short’ and he was ‘extremely sorry for the frustration’ users had experienced. He outlined what Apple had wanted to bring – ‘turn-by-turn directions, voice integration, [3D views] and vector-based maps.

The message – problem in one batch, not many calls, same material, concerned users should buy a case – became the only one that Apple would put out. There was no off-the-record nudge and wink, no backroom briefing. Apple had its message and stuck to it. Later in October, during Apple’s quarterly results, chief operating officer Tim Cook was asked about the scratching issue. He sang from exactly the same hymn sheet: ‘We’ve had very, very few calls from customers,’ he said. ‘We don’t believe it’s a widespread issue. It’s made of the same material as the fourth-generation iPods. For customers who have concerns we suggest they use cases now on the market.’ There it was: batch, not many calls, material, case. Cook noted that, a month after its release, supply of nanos was ‘still far short of demand’. The reaction to the media storm – whether teacup-sized or not – is interesting. Apple wasn’t paralysed by size (a problem that sometimes afflicts Microsoft when trying to respond to questions).

Though he had popped up a few times through the year in public – launching the iPad 2, introducing the next version of iOS, finally in June lobbying Cupertino town council over Apple’s proposed new headquarters – paparazzi photos in August had suggested he was losing muscle mass rapidly to cancer. Yet he would not be hurried; once again he managed the moment perfectly, releasing a statement to the board later that month saying that ‘I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple’s CEO, I would be the first to let you know. Unfortunately, that day has come.’ He ‘strongly recommended’ that the board ‘execute our succession plan and name Tim Cook as CEO of Apple’. That Apple had a succession plan came as a surprise to analysts and shareholders who had repeatedly asked the company to specify what, if any, plans there were if Jobs were to fall under a bus, and been rebuffed.

 

pages: 383 words: 81,118

Matchmakers: The New Economics of Multisided Platforms by David S. Evans, Richard Schmalensee

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Airbnb, big-box store, business process, cashless society, Deng Xiaoping, if you build it, they will come, Internet Archive, invention of movable type, invention of the printing press, invention of the telegraph, invention of the telephone, Jean Tirole, Lyft, M-Pesa, market friction, market microstructure, mobile money, multi-sided market, Network effects, Productivity paradox, profit maximization, purchasing power parity, ride hailing / ride sharing, sharing economy, Silicon Valley, Snapchat, Steve Jobs, Tim Cook: Apple, transaction costs, two-sided market, Uber for X, Victor Gruen, winner-take-all economy

A year after launch, out of 100 users, about 17 had ever tried it and out of those 17 just 5 used it when they could.20 Over the course of the year more people got the new iPhone model so that more people in total had Apple Pay set up on their phones and used it when they could. The number of people who probably had Apple Pay on their phones increased from roughly 2.7 million in November 2014 to 11.7 million in October 2015.21 As a result, the likelihood that an American adult would use Apple Pay at a terminal that accepted Apple Pay increased from 0.7 percent in November 2014 to 1.8 percent in October 2015.22 When it planned Apple Pay, the company had reasons to believe that more retailers would have the slick NFC terminals that Tim Cook showed at the September 2014 announcement. The payment card networks in the United States had told merchants that to reduce fraud, they had to install terminals that took “chip-and-pin” cards in addition to mag-stripe cards.

And so far, the prospect of taking Apple Pay has not resulted in a rapid movement toward making NFC terminals available at the point of sale. Although hard data is not available, the fraction of retail sales that takes place at terminals that can take Apple Pay was probably somewhere around 10 percent in October 2015. Apple Pay accounted for about 1.8 percent of the value of transactions at those terminals that month. It therefore accounted for about .18 percent—18 out of 10,000—of all card-based transactions at retail stores after a year. Apple Pay Diagnosis, One Year In It was apparent in the two back-to-back videos that Tim Cook showed on September 9, 2014, that Apple would face challenges in igniting its new mobile payment service. The first video suggested that there was a significant friction paying with plastic cards at the point of sale. The woman in the video had to dig into her pocketbook to find her card.

Chapter 10 Fizzle or Sizzle Making Smart Bets on New Matchmakers Forty-three minutes into the Apple live event, on September 9, 2014, after introducing the new iPhone 6, Tim Cook announced he was going to talk about an “entirely new category of service” for Apple.1 A thick wallet with cash and cards sticking out appeared on the screen behind him. “Our vision is to replace this.” According to Cook, people in the United States “scramble” for their cards about 200 million times a day, and they “go through what is a fairly antiquated payment process.” A video showed a woman paying for some clothes. She fumbled for her plastic card in her pocketbook, presented it to the clerk, who then asked for identification. The clerk swiped the mag-stripe card through a clunky-looking terminal. Apple’s CEO noted that the widely used mag-stripe card was based on a fifty-year old technology, wasn’t secure, and was easy to lose.2 Cook then unveiled Apple Pay.

 

pages: 252 words: 72,473

Weapons of Math Destruction: How Big Data Increases Inequality and Threatens Democracy by Cathy O'Neil

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Affordable Care Act / Obamacare, Bernie Madoff, big data - Walmart - Pop Tarts, call centre, carried interest, cloud computing, collateralized debt obligation, correlation does not imply causation, Credit Default Swap, credit default swaps / collateralized debt obligations, crowdsourcing, Emanuel Derman, housing crisis, illegal immigration, Internet of things, late fees, medical bankruptcy, Moneyball by Michael Lewis explains big data, new economy, obamacare, Occupy movement, offshore financial centre, payday loans, peer-to-peer lending, Peter Thiel, Ponzi scheme, prediction markets, price discrimination, quantitative hedge fund, Ralph Nader, RAND corporation, recommendation engine, Sharpe ratio, statistical model, Tim Cook: Apple, too big to fail, Unsafe at Any Speed, Upton Sinclair, Watson beat the top human players on Jeopardy!, working poor

“In terms of business competitiveness”: Businessweek Archives, “Same Sex Benefits: Where IBM Goes, Others May Follow,” Bloomberg Business, October 6, 1996, www.​bloomberg.​com/​bw/​stories/​1996-​10-​06/same-​sex-​benefits-​where-​ibm-​goes-​others-​may-​follow. a gay man, Tim Cook: Timothy Donald Cook, “Tim Cook Speaks Up,” Bloomberg Business, October 30, 2014, www.​bloomberg.​com/​news/​articles/​2014-​10-​30/​tim-​cook-​speaks-​up. Apple, the most valuable company: Verne Kopytoff, “Apple: The First $700 Billion Company,” Fortune, February 10, 2015, http://​fortune.​com/​2015/​02/​10/​apple-​the-​first-​700-​billion-​company/. In 1907 alone, 3,242 miners died: MSHA, “Coal Fatalities for 1900 Through 2014,” US Department of Labor, accessed January 9, 2016, www.​msha.​gov/​stats/​centurystats/​coalstats.​asp. drew up such an oath: Emanuel Derman and Paul Wilmott, “The Financial Modeler’s Manifesto,” January 7, 2009, www.​uio.​no/​studier/​emner/​sv/​oekonomi/​ECON4135/​h09/​under​visning​smateriale/​Financial​ModelersManifesto.​pdf.

If we think about human resources policies at IBM and other companies as algorithms, they codified discrimination for decades. The move to equalize benefits nudged them toward fairness. Since then, gays and lesbians have registered impressive progress in many domains. This progress is uneven, of course. Many gay, lesbian, and transgender Americans are still victims of prejudice, violence, and WMDs. This is especially true among poor and minority populations. Still, as I write this, a gay man, Tim Cook, is the chief executive of Apple, the most valuable company on earth. And if he so chooses, he has the constitutional right to marry a man. Now that we’ve seen how corporations can move decisively to right a wrong in their hiring algorithms, why can’t they make similar adjustments to the mathematical models wreaking havoc on our society, the WMDs? Unfortunately, there’s a glaring difference. Gay rights benefited in many ways from market forces.

But with the Internet, people across the earth have produced quadrillions of words about our lives and work, our shopping, and our friendships. By doing this, we have unwittingly built the greatest-ever training corpus for natural-language machines. As we turned from paper to e-mail and social networks, machines could study our words, compare them to others, and gather something about their context. The progress has been fast and dramatic. As late as 2011, Apple underwhelmed most of techdom with its natural-language “personal assistant,” Siri. The technology was conversant only in certain areas, and it made laughable mistakes. Most people I know found it near useless. But now I hear people talking to their phones all the time, asking for the weather report, sports scores, or directions. Somewhere between 2008 and 2015, give or take, the linguistic skills of algorithms advanced from pre-K to middle school, and for some applications much higher.

 

pages: 190 words: 53,409

Success and Luck: Good Fortune and the Myth of Meritocracy by Robert H. Frank

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2013 Report for America's Infrastructure - American Society of Civil Engineers - 19 March 2013, Amazon Mechanical Turk, American Society of Civil Engineers: Report Card, attribution theory, availability heuristic, Branko Milanovic, Capital in the Twenty-First Century by Thomas Piketty, carried interest, Daniel Kahneman / Amos Tversky, David Brooks, deliberate practice, en.wikipedia.org, endowment effect, experimental subject, framing effect, full employment, hindsight bias, If something cannot go on forever, it will stop, income inequality, invisible hand, labor-force participation, labour mobility, lake wobegon effect, loss aversion, minimum wage unemployment, Network effects, Report Card for America’s Infrastructure, Richard Thaler, Rod Stewart played at Stephen Schwarzman birthday party, Ronald Reagan, Rory Sutherland, side project, sovereign wealth fund, Steve Jobs, The Wealth of Nations by Adam Smith, Tim Cook: Apple, ultimatum game, Vincenzo Peruggia: Mona Lisa, winner-take-all economy

Frank, Thomas Gilovich, and Dennis Regan, “The Evolution of One-Shot Cooperation,” Ethology and Sociobiology 14 (July 1993): 247–56. 7. Adam Smith, The Wealth of Nations, part 4, section 3, Library of Economics and Liberty, http://www.econlib.org/library/Smith/smWN.html. 8. Adam Satariano, Peter Burrows, and Brad Stone, “Scott Forstall, the Sorcerer’s Apprentice at Apple,” Bloomberg Business, October 12, 2011, http://www.bloomberg.com/bw/magazine/scott-forstall-the-sorcerers-apprentice-at-apple-10122011.html. 9. Jay Yarrow, “Tim Cook: Why I Fired Scott Forstall,” Business Insider, December 6, 2012, http://www.businessinsider.com/tim-cook-why-i-fired-scott-forstall-2012–12. 10. Robert D. Putnam, Our Kids: The American Dream in Crisis, New York: Simon and Shuster, 2015. 11. M. A. Fox, B. A. Connolly, and T. D. Snyder, “Youth Indicators 2005: Trends in the Well-Being of American Youth,” Washington, DC, US Department of Education, National Center for Education Statistics, table 21, http://nces.ed.gov/pubs2005/2005050.pdf. 12.

According to Bloomberg Business, some associates described him off the record as someone who “routinely takes credit for collaborative successes, deflects blame for mistakes.”8 When Forstall was dismissed in October 2012, Apple CEO Tim Cook explained that the move was necessary to preserve the company’s collaborative culture.9 Does willingness to acknowledge the contributions of others—to admit that your success stemmed in part from what others did—affect your attractiveness as a teammate? My experience with former Fed chairman Ben Bernanke, with whom I had the privilege of coauthoring an introductory economics textbook, suggests that it does. Ben is by far the most successful economist I’ve ever worked with closely. In addition to his tenure as chair at the Fed, he served as editor of the prestigious American Economic Review and was for many years the chairman of Princeton’s highly ranked department of economics.

Perceptions that someone is “too ambitious” may sometimes be rooted in jealousy or envy, but unusually ambitious individuals can threaten team cohesion even in the absence of such emotions. Many believe, for example, that former Apple senior vice president Scott Forstall was discharged from his post for that reason. Forstall had been the chief architect of the iOS operating system that powers the iPhone and iPad, whose meteoric sales growth made Apple the most profitable company in history. He had been the longtime protégé of Apple cofounder Steve Jobs, was universally acknowledged as an extraordinary engineering talent, and was sometimes mentioned as a potential future Apple CEO. Yet few press accounts of him during his heyday at the company failed to mention that he was unusually ambitious. According to Bloomberg Business, some associates described him off the record as someone who “routinely takes credit for collaborative successes, deflects blame for mistakes.”8 When Forstall was dismissed in October 2012, Apple CEO Tim Cook explained that the move was necessary to preserve the company’s collaborative culture.9 Does willingness to acknowledge the contributions of others—to admit that your success stemmed in part from what others did—affect your attractiveness as a teammate?

 

pages: 382 words: 92,138

The Entrepreneurial State: Debunking Public vs. Private Sector Myths by Mariana Mazzucato

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Apple II, banking crisis, barriers to entry, Bretton Woods, California gold rush, call centre, carbon footprint, Carmen Reinhart, cleantech, computer age, credit crunch, David Ricardo: comparative advantage, demand response, deskilling, energy security, energy transition, eurozone crisis, everywhere but in the productivity statistics, Financial Instability Hypothesis, full employment, Growth in a Time of Debt, Hyman Minsky, incomplete markets, information retrieval, invisible hand, Joseph Schumpeter, Kenneth Rogoff, knowledge economy, knowledge worker, natural language processing, new economy, offshore financial centre, popular electronics, profit maximization, Ralph Nader, renewable energy credits, rent-seeking, ride hailing / ride sharing, risk tolerance, shareholder value, Silicon Valley, Silicon Valley ideology, smart grid, Steve Jobs, Steve Wozniak, The Wealth of Nations by Adam Smith, Tim Cook: Apple, too big to fail, total factor productivity, trickle-down economics, Washington Consensus, William Shockley: the traitorous eight

Studies in Comparative International Development 32, nos. 3–4: 208–32. Liedtke, M. 2012. ‘Apple Cash: CEO Tim Cook Says Company Has More Than It Needs’. Huffington Post, 23 February. Available online at http://www.huffingtonpost.com/2012/02/23/apple-cash-ceo-tim-cook_n_1297897.html?view=print&comm_ref=false (accessed 19 July 2012). Lim, B. and S. Rabinovitch. 2010. ‘China Mulls $1.5 Trillion Strategic Industries Boost: Sources’. Reuters, 3 December. Available online at http://www.reuters.com/article/2010/12/03/us-china-economy-investmentidUSTRE6B16U920101203 (accessed 24 July 2012). Linden, G., K. L. Kraemer and J. Dedrick. 2009. ‘Who Captures Value in a Global Innovation Network? The Case of Apple’s iPod’. Communications of the ACM 52, no. 3: 140–44. Liu, C. 2011. ‘China Uses Feed-In Tariff to Build Domestic Solar Market’.

Borrowing the method that Shapiro used, one could factor that the top 9 Apple executives are expected to earn the same amount of money as roughly 17,600 of the company’s US retail employees did in 2011 (64 per cent of the total) and 15,000 (55 per cent of the total) in 2012 (Shapiro 2012).2 When Apple’s CEO, Tim Cook, announced in February 2012 that the company has more cash ($98 billion) than it currently needs to sustain its operations, many analysts and shareholders expected Apple to return a portion of its record-high cash to its shareholders (Liedtke 2012). The top executives were intrigued by the question of what to do with the excess sitting cash, since the company had not been distributing dividends or repurchasing its own stocks during Steve Jobs’ tenure. As many have predicted, Apple has recently announced a 3-year dividend and share repurchase plan that would divert slightly less than half of the company’s current cash stock ($45 billion) to its shareholders (Dowling 2012).

Economic Journal 49, no. 193 (March): 14–33. Hart, J. and M. Borrus. 1992. ‘Display’s the Thing: The Real Stakes in the Conflict over High Resolution Displays’. Berkeley Roundtable on the International Economy (BRIE) Working Paper no. 52. Available online at http://brie.berkeley.edu/publications/WP%2052.pdf (accessed 24 January 2013). Haslam, K. 2012. ‘Tim Cook’s Disastrous First Appointment as CEO’. Macworld, 30 October. Available online at http://www.macworld.co.uk/apple-business/news/?newsid=3407940&pagtype=allchandate (accessed 22 January 2013). Henderson, J. 2004. ‘UT Professor, 81, Is Mired in Patent Lawsuit’. Houston Chronicle, 5 June. Available online at http://www.chron.com/default/article/UT-professor-81-is-mired-in-patent-lawsuit-1662323.php (accessed 11 February 2013). Henderson, N. and M. Schrage. 1984.

 

pages: 421 words: 110,406

Platform Revolution: How Networked Markets Are Transforming the Economy--And How to Make Them Work for You by Sangeet Paul Choudary, Marshall W. van Alstyne, Geoffrey G. Parker

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3D printing, Affordable Care Act / Obamacare, Airbnb, Amazon Mechanical Turk, Amazon Web Services, Andrei Shleifer, Apple's 1984 Super Bowl advert, autonomous vehicles, barriers to entry, big data - Walmart - Pop Tarts, bitcoin, blockchain, business process, buy low sell high, chief data officer, clean water, cloud computing, connected car, corporate governance, crowdsourcing, data acquisition, data is the new oil, discounted cash flows, disintermediation, Edward Glaeser, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, financial innovation, Haber-Bosch Process, High speed trading, Internet of things, inventory management, invisible hand, Jean Tirole, Jeff Bezos, jimmy wales, Khan Academy, Kickstarter, Lean Startup, Lyft, market design, multi-sided market, Network effects, new economy, payday loans, peer-to-peer lending, Peter Thiel, pets.com, pre–internet, price mechanism, recommendation engine, RFID, Richard Stallman, ride hailing / ride sharing, Ronald Coase, Satoshi Nakamoto, self-driving car, shareholder value, sharing economy, side project, Silicon Valley, Skype, smart contracts, smart grid, Snapchat, software is eating the world, Steve Jobs, TaskRabbit, The Chicago School, the payments system, Tim Cook: Apple, transaction costs, two-sided market, Uber and Lyft, Uber for X, winner-take-all economy, Zipcar

Charles Duhigg, “How Companies Learn Your Secrets,” New York Times, February 16, 2012, http://www.nytimes.com/2012/02/19/magazine/shopping-habits.html?pagewanted=all. 18. Wade Roush, “The Story of Siri, from Birth at SRI to Acquisition by Apple—Virtual Personal Assistants Go Mobile,” xconomy, June 14, 2010, http://www.xconomy.com/san-francisco/2010/06/14/the-story-of-siri-from-birth-at-sri-to-acquisition-by-apple-virtual-personal-assistants-go-mobile/?single_page=true. 19. “A letter from Tim Cook on Maps,” Apple, http://www.apple.com/letter-from-tim-cook-on-maps/. 20. Amadeo, “Google’s Iron Grip on Android.” CHAPTER 8: GOVERNANCE 1. Josh Dzieza, “Keurig’s Attempt to DRM Its Coffee Cups Totally Backfired,” The Verge, February 5, 2015, http://www.theverge .com/2015/2/5/7986327/keurigs-attempt-to-drm-its-coffee-cups-totally-backfired. 2.

The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!), and even stranded unwary travelers in an Australian desert a full seventy kilometers from the town they expected to find there. iPhone users erupted in howls of protest, the media had a field day lampooning Apple’s misstep, and CEO Tim Cook had to issue a public apology.19 Apple accepted the bad publicity, likely reasoning that it could quickly improve its mapping service to an acceptable quality level—and this is essentially what has happened. The iPhone platform is no longer dependent on Google for mapping technology, and Apple has control over the mapping application as a source of significant value. Second, if particular functionality is reinvented by a number of extension developers and gains widespread acceptance by platform users, the manager of the platform should acquire the functionality and make it available through an open API.

In 2012, Google Maps had become the premier provider of mapping services and location data for mobile phone users. It was a popular feature on Apple’s iPhone. However, with more consumer activity moving to mobile devices and becoming increasingly integrated with location data, Apple realized that Google Maps was becoming a significant threat to the long-term profitability of its mobile platform. There was a real possibility that Google could make its mapping technology into a separate platform, offering valuable customer connections and geographic data to merchants, and siphoning this potential revenue source away from Apple. Apple’s decision to create its own mapping app to compete with Google Maps made sound strategic sense—despite the fact that the initial service was so poorly designed that it caused Apple significant public embarrassment. The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!)

 

pages: 598 words: 134,339

Data and Goliath: The Hidden Battles to Collect Your Data and Control Your World by Bruce Schneier

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23andMe, Airbnb, airport security, AltaVista, Anne Wojcicki, augmented reality, Benjamin Mako Hill, Black Swan, Brewster Kahle, Brian Krebs, call centre, Cass Sunstein, Chelsea Manning, citizen journalism, cloud computing, congestion charging, disintermediation, Edward Snowden, experimental subject, failed state, fault tolerance, Ferguson, Missouri, Filter Bubble, Firefox, friendly fire, Google Chrome, Google Glasses, hindsight bias, informal economy, Internet Archive, Internet of things, Jacob Appelbaum, Jaron Lanier, Julian Assange, Kevin Kelly, license plate recognition, linked data, Lyft, Mark Zuckerberg, Nash equilibrium, Nate Silver, national security letter, Network effects, Occupy movement, payday loans, pre–internet, price discrimination, profit motive, race to the bottom, RAND corporation, recommendation engine, RFID, self-driving car, Silicon Valley, Skype, smart cities, smart grid, Snapchat, social graph, software as a service, South China Sea, stealth mode startup, Steven Levy, Stuxnet, TaskRabbit, telemarketer, Tim Cook: Apple, transaction costs, Uber and Lyft, urban planning, WikiLeaks, zero day

Google has done much the same: Associated Press (2 Apr 2013), “Timeline: A look at developments linked to Google privacy concerns,” CTV News, http://www.ctvnews.ca/sci-tech/timeline-a-look-at-developments-linked-to-google-privacy-concerns-1.1220927. Apple is somewhat of an exception: Rich Mogull (25 Jun 2014), “Why Apple really cares about your privacy,” Macworld, http://www.macworld.com/article/2366921/why-apple-really-cares-about-your-privacy.html. It uses iTunes purchase information: Charles Arthur (18 Sep 2014), “Apple’s Tim Cook attacks Google and Facebook over privacy flaws,” Guardian, http://www.theguardian.com/technology/2014/sep/18/apple-tim-cook-google-facebook-privacy-surveillance. It’s very big business for Amazon: Jay Greene (18 Mar 2014), “Amazon easing into $1 billion sideline business: ad sales,” Union Bulletin, http://union-bulletin.com/news/2014/mar/18/amazon-easing-1b-sideline-business-ad-sales.

The UK wants similar access: Guardian (19 Sep 2014), “Former UK ambassador to the United States given data-access role,” Guardian, http://www.theguardian.com/technology/2014/sep/19/sir-nigel-shienwald-data-access-role-david-cameron. Apple’s business model protects: Rich Mogull (25 Jun 2014), “Why Apple really cares about your privacy,” Macworld, http://www.macworld.com/article/2366921/why-apple-really-cares-about-your-privacy.html. Charles Arthur (18 Sep 2014), “Apple’s Tim Cook attacks Google and Facebook over privacy flaws,” Guardian, http://www.theguardian.com/technology/2014/sep/18/apple-tim-cook-google-facebook-privacy-surveillance. Do you trust a company: European countries allow for far more permissive government access than the US does. Cyrus Farivar (13 Oct 2013), “Europe won’t save you: Why e-mail is probably safer in the US,” Ars Technica, http://arstechnica.com/tech-policy/2013/10/europe-wont-save-you-why-e-mail-is-probably-safer-in-the-us.

threatened massive fine to force Yahoo to release data,” Washington Post, http://www.washingtonpost.com/business/technology/us-threatened-massive-fine-to-force-yahoo-to-release-data/2014/09/11/38a7f69e-39e8-11e4-9c9f-ebb47272e40e_story.html. companies are employing “warrant canaries”: Cyrus Farivar (5 Nov 2013), “Apple takes strong privacy stance in new report, publishes rare ‘warrant canary,’” Ars Technica, http://arstechnica.com/tech-policy/2013/11/apple-takes-strong-privacy-stance-in-new-report-publishes-rare-warrant-canary. valiant and clever effort: In fact, Apple’s canary disappeared in the report following the one where it debuted. No one is sure what it means. Jeff John Roberts (18 Sep 2014), “Apple’s ‘warrant canary’ disappears, suggesting new Patriot Act demands,” Gigaom, https://gigaom.com/2014/09/18/apples-warrant-canary-disappears-suggesting-new-patriot-act-demands. many companies are stepping up: The Electronic Frontier Foundation is keeping a scorecard.

 

pages: 56 words: 16,788

The New Kingmakers by Stephen O'Grady

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Amazon Web Services, barriers to entry, cloud computing, correlation does not imply causation, crowdsourcing, DevOps, Jeff Bezos, Khan Academy, Kickstarter, Mark Zuckerberg, Netflix Prize, Paul Graham, Silicon Valley, Skype, software as a service, software is eating the world, Steve Ballmer, Steve Jobs, Tim Cook: Apple, Y Combinator

Even its forgotten desktop business is showing steady if unspectacular growth. There are many factors contributing to Apple’s remarkable success, from the brilliance of the late Steve Jobs to the supply chain sophistication of current CEO Tim Cook. And of course, Apple’s success is itself fueling more success. In the tablet market, for example, would-be competitors face not only the daunting task of countering Apple’s unparalleled hardware and software design abilities, but the economies of scale that allow Apple to buy components more cheaply than anyone else. The perfect storm of Apple’s success is such that some analysts are forecasting that it could become the world’s first trillion-dollar company. Lost in the shuffle has been the role of developers in Apple’s success. But while the crucial role played by Apple’s developers in the company’s success might be lost on the mainstream media, it is not lost on Apple itself.

Here are five businesses that, in at least one area, understood the importance of developers and engaged appropriately. Apple In August 2011, a month after reporting record earnings, Apple surpassed Exxon as the world’s biggest company by market capitalization. This benchmark was reached in part because of fluctuations in oil price that affected Exxon’s valuation, but there’s little debate that Apple is ascendant. By virtually any metric, Steve Jobs’s second tenure at Apple has turned into one of the most successful in history, in any industry. Seamlessly moving from hit product to hit product, the Apple of 2012 looks nothing like the Apple of the late nineties, when Dell CEO Michael Dell famously suggested that Apple should be shut down, to “give the money back to the shareholders.” It is no longer the leader in smartphone shipments, but according to independent analyst Horace Dediu, Apple regularly collects two-thirds of the industry’s total available mobile phone profits.

An iPhone or iPad user contemplating a switch would have to evaluate whether they can get all of the same applications on a competitive platform, then decide whether they’re willing to purchase the commercial apps a second time for a different platform. Apple has, with its success, created a virtuous cycle that will continue to reward it for years to come. Developers are attracted to its platform because of the size of the market…those developers create thousands of new applications…the new applications give consumers thousands of additional reasons to buy Apple devices rather than the competition…and those new Apple customers give even more developers reason to favor Apple. Apple not only profits from this virtuous cycle, it benefits from ever-increasing economies of scale, realizing lower component costs than competitors. None of which would be possible without the developers Apple has recruited and, generally, retained. Amazon Web Services The company that started the cloud computing craze was founded in 1994 as a bookstore.

 

Everydata: The Misinformation Hidden in the Little Data You Consume Every Day by John H. Johnson

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Affordable Care Act / Obamacare, Black Swan, business intelligence, Carmen Reinhart, cognitive bias, correlation does not imply causation, Daniel Kahneman / Amos Tversky, Donald Trump, en.wikipedia.org, Kenneth Rogoff, labor-force participation, lake wobegon effect, Long Term Capital Management, Mercator projection, Mercator projection distort size, especially Greenland and Africa, meta analysis, meta-analysis, Nate Silver, obamacare, p-value, PageRank, pattern recognition, randomized controlled trial, risk-adjusted returns, Ronald Reagan, statistical model, The Signal and the Noise by Nate Silver, Tim Cook: Apple, wikimedia commons, Yogi Berra

Nathan Yau, “Fox News Makes the Best Pie Chart. Ever,” Flowing Data website, accessed August 4, 2015. http://flowingdata.com/2009/11/26/­fox-​­news-​­makes-​ ­the-​­best-​­pie-​­chart-​­ever/. The pie chart was aired on Fox Chicago, and the source was given as Opinion Dynamics. 221158 i-xiv 1-210 r4ga.indd  179 2/8/16  5:58:50 PM 180 Notes 12. David Yanofsky, “The Chart Tim Cook Doesn’t Want You to See,” Quartz website, September 10, 2013, http://qz.com/122921/­the-​­chart-​­tim-​­cook-​­doesnt -​­want-​­you‑to‑see/. 13. For a stunning look at how data can be captured, check out www.­dear -​­data.­com—“a ­year-​­long, analog data drawing project” by two extremely talented information designers: Giorgia Lupi and Stefanie Posavec, “Dear Data,” accessed June 7, 2015, http://www.­dear-​­data.com/. 14. “American Time Use,” Bureau of Labor Statistics website, http://data.bls .gov/­cgi-​­bin/surveymost?

Weighting can be a valid statistical tool if done ­correctly—​­but you need to know if, and how, it’s happening in order to be a smart consumer of data. 5. Finally, identify outliers, and understand the impact they can have on your average. Some outliers are perfectly valid parts of the data set. Other times, it makes sense to exclude extreme examples in order to get a fair answer to the question you’re asking. One bad apple can spoil the bunch, as they say. Not every outlier is a bad ­apple—​­but an outlier can skew your results in a way you need to be aware of.46 221158 i-xiv 1-210 r4ga.indd  44 2/8/16  5:58:50 PM 4 Are You Smarter Than an ­iPhone-​­Using, ­R adiohead-​­Loving Republican? Understanding Correlation Versus Causation A s any ­self-​­respecting parent will tell you, there’s a lot of pressure to make sure little Susie and Johnny are smarter than their classmates.

For example, Starbucks chief creative officer and president of Global Innovation and Evolution Fresh Retail (and former director of real estate) Arthur Rubinfeld has written an entire book on how everyday franchisees can learn the lessons of Starbucks with respect to site selection; his secrets include looking for oil stains in the parking lot (a sign that there’s lots of traffic).18 Maybe a Starbucks location is more likely to have sidewalks, and people like living where there are sidewalks. Maybe every time a Starbucks opens, an Apple Store opens next ­door—​­and that’s what is driving the rise in real estate prices. We don’t know. And that’s the point. Omitted Variables All of these ­factors—​­town centers, sidewalks, Apple ­Stores—​­are possible omitted variables. An omitted variable is one of the primary reasons why correlation doesn’t equal causation. Remember when we talked about bivariate ­relationships—​ ­relationships between two variables? The problem is that often there are more than two variables. You have a relationship between two variables (also known as dependence), but there’s actually a third variable that matters as well.

 

pages: 124 words: 39,011

Beyond Outrage: Expanded Edition: What Has Gone Wrong With Our Economy and Our Democracy, and How to Fix It by Robert B. Reich

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2013 Report for America's Infrastructure - American Society of Civil Engineers - 19 March 2013, affirmative action, banking crisis, carried interest, collateralized debt obligation, collective bargaining, Credit Default Swap, credit default swaps / collateralized debt obligations, desegregation, full employment, Home mortgage interest deduction, job automation, Mahatma Gandhi, minimum wage unemployment, new economy, Occupy movement, offshore financial centre, Plutocrats, plutocrats, Ponzi scheme, race to the bottom, Ronald Reagan, single-payer health, special drawing rights, The Wealth of Nations by Adam Smith, Tim Cook: Apple, too big to fail, trickle-down economics, women in the workforce, working poor

Even though the rate of unemployment has begun to fall, jobs still remain scarce, and the pay of the bottom 90 percent continues to drop, adjusted for inflation. But CEO pay is still rising through the stratosphere. Among the CEOs who took in more than $50 million in 2011 were Qualcomm’s Paul Jacobs ($50.6 million), JCPenney’s Ron Johnson ($51.5 million), Starbucks’s Howard Schultz ($68.8 million), Tyco International’s Ed Breen ($68.9 million), and Apple’s Tim Cook ($378 million). The titans of Wall Street are doing even better. The super-rich are not investing in jobs and growth. They’re putting their bonanza into U.S. Treasury bills or investing it in Brazil or South Asia or anywhere else it can reap the highest return. The American economy is in trouble because so much income and wealth have been going to the top that the rest of us no longer have the purchasing power to keep the economy going.

According to the Commerce Department, American-based global corporations added 2.4 million workers abroad in the first decade of this century while cutting their American workforce by 2.9 million. Between 2009 and 2011, the thirty-five biggest U.S. companies added 113,000 American jobs but almost three times that many jobs (333,000) abroad, according to a survey by The Wall Street Journal. Nearly 60 percent of their revenue growth came from outside the United States. Apple employs 43,000 people in the United States but contracts with over 700,000 workers abroad. It makes iPhones in China both because wages are low there and because Apple’s Chinese contractor can quickly mobilize workers from company dormitories at almost any hour of the day or night. American companies aren’t creating just routine jobs overseas. They’re also creating good high-tech jobs there and doing more of their research and development abroad. The share of research and development spending going to their foreign subsidiaries rose from 9 percent in 1989 to almost 16 percent in 2009.

The rest involved agricultural commodities that don’t require much U.S. labor (because American agribusiness is highly automated) and chemical and high-tech goods that are even less labor-intensive. American corporations signed up for deals with China involving energy and aviation manufacturing, but much of the work would be done in China. American companies don’t care, as long as the deals help their bottom lines. An Apple executive told The New York Times, “We don’t have an obligation to solve America’s problems. Our only obligation is making the best product possible.” He might have added, and showing profits big enough to continually increase our share price. If Apple or any other big American company can make a product best and cheapest in China or anywhere else, then that’s where it’ll do it. I don’t blame the companies. American corporations are in business to make profits and boost their share value, not to create good American jobs.

 

pages: 128 words: 38,187

The New Prophets of Capital by Nicole Aschoff

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3D printing, affirmative action, Affordable Care Act / Obamacare, Airbnb, Bretton Woods, clean water, collective bargaining, crony capitalism, feminist movement, follow your passion, Food sovereignty, glass ceiling, global supply chain, global value chain, helicopter parent, hiring and firing, income inequality, Khan Academy, late capitalism, Lyft, Mark Zuckerberg, means of production, performance metric, profit motive, rent-seeking, Ronald Reagan, Rosa Parks, school vouchers, shareholder value, sharing economy, Silicon Valley, Slavoj Žižek, structural adjustment programs, Thomas L Friedman, Tim Cook: Apple, urban renewal, women in the workforce, working poor

They can see how much every person in the company, including Mackey himself, makes. And, while the salaries of US corporate executives have skyrocketed over the past two decades, the company has restrained executive pay to nineteen times the average pay of all team members ($18 an hour for full-time, permanent employees). By comparison, in 2011 Apple’s Tim Cook took home $378 million in salary, stock, and other benefits, which was 6,258 times the pay of an average Apple employee. How can Whole Foods do all these things and remain profitable in the cutthroat food industry, where most food retailers make profits of pennies on the dollar? Although Whole Foods saw a temporary dip in profits following the 2008 financial crisis, Mackey attributes the long-term prosperity of the company to its conscious growth model.

 

pages: 202 words: 59,883

Age of Context: Mobile, Sensors, Data and the Future of Privacy by Robert Scoble, Shel Israel

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Albert Einstein, Apple II, augmented reality, call centre, Chelsea Manning, cloud computing, connected car, Edward Snowden, Elon Musk, factory automation, Filter Bubble, Google Earth, Google Glasses, Internet of things, job automation, Kickstarter, Mars Rover, Menlo Park, New Urbanism, PageRank, pattern recognition, RFID, ride hailing / ride sharing, Saturday Night Live, self-driving car, sensor fusion, Silicon Valley, Skype, smart grid, social graph, speech recognition, Steve Jobs, Steve Wozniak, Steven Levy, Tesla Model S, Tim Cook: Apple, urban planning, Zipcar

Soon they will become even more integral and they will be inextricable from life itself in the Age of Context. Location In September 2012, Apple launched its own mobile maps. It took very little time for the public to realize that they were so awful as to be comedic. But the humor got lost if you were using them to find your way along a snowy road late at night. Apple Maps somehow managed to erase famous landmarks from their sites in the world’s major cities; others were relocated under bodies of water. Drivers reported that turn-by-turn voice directions were misguiding them, occasionally urging them to take abrupt turns mid-span on suspension bridges. The maps were so flawed that CEO Tim Cook soon publicly apologized, encouraging customers to use competing products, including Google Maps. It was a head-scratcher.

Some pointed to a bitter and public divorce between Apple and Google. Steve Jobs had considered Google Android to be a direct rip-off of Apple’s iOS operating system. Could Apple Maps have simply been a crudely devised and poorly executed act of revenge against a powerful former ally? We think not. In our view, Apple made a huge mistake, but it was strategically motivated and not part of a petty Silicon Valley vendetta. Although Google and Apple historically had lots of good reasons to be allies, they were destined to become the rivals they now are. In the past, tech companies were pretty much divided between hardware and software, so an alliance between world leaders in each of the two categories was formidable, to say the least. Apple was clearly the pacesetter in world-changing mobile hardware.

To remain a leader, Apple and Google each needed to vie for online time, for alliances with third-party developers and to provide platforms that make those apps valuable. For Google that meant having its own operating system; for Apple it meant having maps because it saw the unquestionable value of location-based services. For Apple, and many companies, mobile apps are the secret sauce of the Age of Context; mobile mapping is the most strategic of all categories. Caterina Fake, CEO and founder of Findery, a location-based platform, explains it best in a statement that is simultaneously obvious and profound: “Without location, there is no context.” And for Apple, without context there will be no leadership. So Apple and Google divorced. Today Android and iOS compete for mobile operating system dominance, and thus Apple had little choice but to develop its own maps. Its big mistake was not in the play, but in being unprepared for the enormous challenges they faced on an unrealistically short timeline and then blindly plowing forward.

 

pages: 184 words: 53,625

Future Perfect: The Case for Progress in a Networked Age by Steven Johnson

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airport security, algorithmic trading, banking crisis, barriers to entry, Bernie Sanders, call centre, Captain Sullenberger Hudson, Cass Sunstein, cognitive dissonance, credit crunch, crowdsourcing, dark matter, Dava Sobel, David Brooks, future of journalism, hive mind, Howard Rheingold, HyperCard, Jane Jacobs, John Gruber, John Harrison: Longitude, Kevin Kelly, Kickstarter, lone genius, Mark Zuckerberg, meta analysis, meta-analysis, Naomi Klein, Nate Silver, Occupy movement, packet switching, Peter Thiel, planetary scale, pre–internet, RAND corporation, risk tolerance, shareholder value, Silicon Valley, Silicon Valley startup, social graph, Steve Jobs, Steven Pinker, Stewart Brand, The Death and Life of Great American Cities, Tim Cook: Apple, urban planning, WikiLeaks, working poor, X Prize

Tech critics such as Scott Rosenberg and Andrew Leonard at Salon wrote tens of thousands of words on the latest developments at Apple. (I wrote a few thousand myself at the online magazine I had founded, FEED.) Sometime around then, Apple launched its first official website; now I could get breaking news about the company directly from the source, the second they announced it. If my nineteen-year-old self could time-travel to the present day, he would no doubt be amazed by all the Apple technology—the iPhones and MacBook Airs—but I think he would be just as amazed by the sheer volume and diversity of the information about Apple available now. In the old days, it might have taken months for details from a John Sculley keynote to make it to the College Hill Bookstore; now the lag is seconds, with dozens of people live-blogging every passing phrase from a Steve Jobs or Tim Cook speech. There are 8,000-word dissections of each new release of OS X at the technological site Ars Technica, written with attention to detail and technical sophistication that far exceed anything a traditional newspaper would ever attempt.

I made my monthly pilgrimages to College Hill because I was interested in the Mac, which was, it should be said, a niche interest in 1987, though not that much of a niche. Apple was one of the world’s largest creators of personal computers, and by far the most innovative. But if you wanted to find out news about the Mac—new machines from Apple, the latest word on the upcoming System 7 or HyperCard, or any new releases from the thousands of software developers or peripheral manufacturers—if you wanted to keep up with any of this, there was just about one channel available to you, as a college student in Providence, Rhode Island. You read Macworld. Even then, even if you staked out the College Hill Bookstore, waiting for issues hot off the press, you were still getting the news a month or two late, given the long lead times of a print magazine back then. Yes, if Apple had a major product announcement, or fired Steve Jobs, it would make it into The New York Times or The Wall Street Journal the next day.

Decentralization, peer-to-peer networks, gateways, platform stacks—the principles that Baran, Davies, Cerf, Kahn, and others hit upon together in the 1960s and 1970s provided a brilliant solution to the problem of sharing information on a planetary scale. Tellingly, the solution ultimately outperformed any rival approaches developed by the marketplace. Billions of dollars were spent by private companies trying to build global networks based on proprietary standards: AOL, CompuServe, Prodigy, Microsoft, Apple, and many others made epic efforts to become mainstream consumer networks in the late 1980s and early 1990s. They were all defeated by a set of networking standards—TCP/IP, the e-mail protocols of POP and SMTP, and the Web standards of HTML and HTTP—that were effectively public property: collectively developed and owned by no one, or by everyone. This was the stunning coda to Hayek’s career: he won a Nobel Prize by explaining how markets shared information much more effectively than centralized states, but when it came time to build a global system for sharing information, the ultimate solution came from outside the marketplace.

 

pages: 497 words: 144,283

Connectography: Mapping the Future of Global Civilization by Parag Khanna

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1919 Motor Transport Corps convoy, 2013 Report for America's Infrastructure - American Society of Civil Engineers - 19 March 2013, 3D printing, 9 dash line, additive manufacturing, Admiral Zheng, affirmative action, agricultural Revolution, Airbnb, Albert Einstein, amateurs talk tactics, professionals talk logistics, Amazon Mechanical Turk, Asian financial crisis, asset allocation, autonomous vehicles, banking crisis, Basel III, Berlin Wall, bitcoin, Black Swan, blockchain, borderless world, Boycotts of Israel, Branko Milanovic, BRICs, British Empire, business intelligence, call centre, capital controls, charter city, clean water, cloud computing, collateralized debt obligation, complexity theory, corporate governance, corporate social responsibility, credit crunch, crony capitalism, crowdsourcing, cryptocurrency, cuban missile crisis, data is the new oil, David Ricardo: comparative advantage, deglobalization, deindustrialization, dematerialisation, Deng Xiaoping, Detroit bankruptcy, diversification, Doha Development Round, edge city, Edward Snowden, Elon Musk, energy security, ethereum blockchain, European colonialism, eurozone crisis, failed state, Fall of the Berlin Wall, family office, Ferguson, Missouri, financial innovation, financial repression, forward guidance, global supply chain, global value chain, global village, Google Earth, Hernando de Soto, high net worth, Hyperloop, ice-free Arctic, if you build it, they will come, illegal immigration, income inequality, income per capita, industrial robot, informal economy, Infrastructure as a Service, interest rate swap, Internet of things, Isaac Newton, Jane Jacobs, Jaron Lanier, John von Neumann, Julian Assange, Just-in-time delivery, Kevin Kelly, Khyber Pass, Kibera, Kickstarter, labour market flexibility, labour mobility, LNG terminal, low cost carrier, manufacturing employment, mass affluent, megacity, Mercator projection, microcredit, mittelstand, Monroe Doctrine, mutually assured destruction, New Economic Geography, new economy, New Urbanism, offshore financial centre, oil rush, oil shale / tar sands, oil shock, openstreetmap, out of africa, Panamax, Peace of Westphalia, peak oil, Peter Thiel, Plutocrats, plutocrats, post-oil, post-Panamax, private military company, purchasing power parity, QWERTY keyboard, race to the bottom, Rana Plaza, rent-seeking, reserve currency, Robert Gordon, Robert Shiller, Robert Shiller, Ronald Coase, Scramble for Africa, Second Machine Age, sharing economy, Shenzhen was a fishing village, Silicon Valley, Silicon Valley startup, six sigma, Skype, smart cities, Smart Cities: Big Data, Civic Hackers, and the Quest for a New Utopia, South China Sea, South Sea Bubble, sovereign wealth fund, special economic zone, spice trade, Stuxnet, supply-chain management, sustainable-tourism, TaskRabbit, telepresence, the built environment, Tim Cook: Apple, trade route, transaction costs, UNCLOS, uranium enrichment, urban planning, urban sprawl, WikiLeaks, young professional, zero day

Even what looks like de-globalization is actually still globalization. Apple is a perfect example of these complex realities. The Berkeley economist Enrico Moretti estimates that Apple is substantially responsible for sixty thousand jobs in Silicon Valley, only twelve thousand of which are employees in its Cupertino headquarters. “In Silicon Valley,” Moretti claims, “high-tech jobs are the cause of local prosperity, and the doctors, lawyers, roofers and yoga teachers are the effect.”2 What appears a thriving community is primarily the result of corporate innovation and global growth—not public investment. Apple is now taking its passive provision of goods a step further by strategically relaunching the production of one iMac line in Texas. As the CEO, Tim Cook, said in December 2013, “I don’t think we have a responsibility to create a certain kind of job.

In early 2015, the trading house Itochu made the largest Japanese foreign investment ever in China, buying (together with Thailand’s CP Group) a 10 percent stake in CITIC, one of China’s oldest and most respected conglomerates. CHAPTER 7: THE GREAT SUPPLY CHAIN WAR 1. Interview with author, July 18, 2015. 2. Enrico Moretti, The New Geography of Jobs (Houghton Mifflin Harcourt, 2012). 3. Josh Tyrangiel, “Tim Cook’s Freshman Year: The Apple CEO Speaks,” Bloomberg Businessweek, Dec. 6, 2012. 4. However, additive manufacturing and the sharing economy together do cause tremendous domestic dislocation. The construction sector is not tradable, but it can increasingly be automated as entire homes are designed, printed, and assembled out of 3-D printing kits, displacing contractors and builders across America and Europe. 5.

The more connectivity we have, the more such companies can make their mastery of it their competitive advantage. Even Silicon Valley’s technology companies increasingly make their products—and keep their money—in the cloud. There are fewer than five countries in the world whose GDP is larger than the more than $200 billion of liquid cash Apple Inc. holds in securities worldwide, meaning Apple could buy many countries’ combined output (minus their debt). Having sold almost two billion products to over one billion people, Apple not only has more money but also occupies greater mind share than most nations. Countries run by supply chains, cities that run themselves, communities that know no borders, and companies with more power than governments—all are evidence of the shift toward a new kind of pluralistic world system. The ranks of such global authorities that belong on our maps of connectivity are rapidly growing, a reminder that the map itself is never finished in a world of constant change.

 

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Ctrl Alt Delete: Reboot Your Business. Reboot Your Life. Your Future Depends on It. by Mitch Joel

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3D printing, Amazon Web Services, augmented reality, call centre, clockwatching, cloud computing, Firefox, future of work, ghettoisation, Google Chrome, Google Glasses, Google Hangouts, Khan Academy, Kickstarter, Kodak vs Instagram, Lean Startup, Mark Zuckerberg, Network effects, new economy, Occupy movement, place-making, prediction markets, pre–internet, recommendation engine, Richard Florida, risk tolerance, self-driving car, Silicon Valley, Silicon Valley startup, Skype, social graph, social web, Steve Jobs, Steve Wozniak, Thomas L Friedman, Tim Cook: Apple, Tony Hsieh, WikiLeaks

And what this data indicates is that the one-screen world is not a possible trend but an inevitability that has already taken place, and that the growth continues at an exponential pace. When Apple CEO Tim Cook took to the stage at the Yerba Buena Center for the Arts on March 7, 2012, many people were waiting to see both how Cook would handle the first major release from Apple in a post–Steve Jobs world and what the rumored iPad would be capable of, as the iPad 2 was still selling well. Beyond a smooth performance and a new iPad that featured Retina Display with a faster computer processor (dual-core A5X processor with quad-core graphics, thank you very much), few picked up on the staggering data point that Cook enlightened us all with. Apple sold over fifteen million iPads in the first quarter of 2012. That was more than any PC maker’s total computer sales during the same quarter (including companies like HP, Lenovo, Dell, and Acer). In 2011, Apple had sold close to 175 million iPads, when all PC manufacturers combined shipped nearly 300 million PCs during that same year.

The company never pulled the trigger on their e-commerce project, and now they’re busy scrambling for “likes” on Facebook and are selling their products through the handful of big-box retailers left. Ironically, other, scrappier startups have disrupted this traditional retail model with digital-only brands that are capturing the imagination (and money) of consumers all over the world. WHAT APPLE KNOWS. What happened prior to 2001 that made Apple go into the retail business? Whenever the topic of Apple and the Apple retail experience (aka Apple Store) is brought up, many media pundits roll their eyes as if the success of these sparse and crisp stores is some kind of anomaly in business lore. It’s not. Apple came to a conclusion in the 1990s that many businesses have yet to wake up to. They knew that if potential customers walked into a traditional consumer electronics goods store and became inundated with a massive selection of computers and laptops, they would, instinctively, defer to the first sales associate they could wrestle down.

No one knows the value of simplicity and the power that it brings better than Ron Johnson. Prior to becoming the CEO of JCPenney, Johnson was the senior vice president of retail operations at Apple. In short, he led the concept of both the Apple retail stores and the Genius Bar. His record at Apple is pristine. Within two years of the first store opening, the retail operation of Apple surpassed a billion dollars in annual sales (beating the record held by The Gap). Globally, Apple now has over three hundred stores, and their expansion plans continue to be as aggressive as their product launches. In November 2011, Johnson left Apple to lead JCPenney through this time of purgatory and reboot. His first big and bold moves made news as the 110-year-old company not only struggles to remain relevant but fights within the constraints of the traditional retail world—a place where being an anchor store at a highly coveted shopping mall was the difference between success and failure.

 

pages: 223 words: 63,484

Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality by Scott Belsky

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centralized clearinghouse, index card, lone genius, market bubble, Merlin Mann, New Journalism, Results Only Work Environment, rolodex, side project, Silicon Valley, Steve Jobs, Steve Wozniak, supply-chain management, Tim Cook: Apple, Tony Hsieh, young professional

A Doer will push the Incrementalist into more of a Dreamer mode when necessary, while a Dreamer brings out the Incrementalist’s impatience and organizational Doer-like tendencies. As we examine the history of spectacular creations and the leaders behind these accomplishments, some obvious examples of Doers, Dreamers, and Incrementalists stand out. Bill Bowerman, the former track coach who developed Nike’s running shoes, partnered with Phil Knight to transform his vision into a business. In the leadership of Apple, one might call Jonathan Ive (chief designer), Tim Cook (chief operating officer), and Steve Jobs (chief executive officer) Dreamer, Doer, and Incrementalist, respectively. In the world of fashion, the Dreamer Calvin Klein had Barry Schwartz, Ralph Lauren had Roger Farah, and Marc Jacobs had Robert Duffy—three fashion visionaries paired with a world-class Doer as a partner. And so, there is no ideal category. The Doers, Dreamers, and Incrementalists all have their own strengths and limitations.

You don’t need to set aside three actual rooms, but you do need a period of scrutiny in your creative process. You also don’t want to create too much structure around when you can and cannot generate new ideas. However, you must be willing to kill ideas liberally—for the sake of fully pursuing others. In a rare interview in BusinessWeek on Apple’s system for innovation, CEO Steve Jobs explained that, in fact, there is no system at Apple—and that spontaneity is a crucial element for innovation, so long as it is paired with the ability to say no without hesitation: Apple is a very disciplined company, and we have great processes. But that’s not what it’s about. Process makes you more efficient. But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem.

At the same time, many of us don’t really associate such tasks with creativity and ideas. Since 2004, AMR Research, a leading authority on supply chain research that serves numerous Fortune 500 companies, has published an annual list of the twenty-five companies with the best supply chain management. You might be surprised to learn that Apple debuted on the list at No. 2 in 2007, and overtook companies such as Anheuser-Busch, Wal-Mart, Procter & Gamble, and Toyota to take the No. 1 slot in 2008. Why would Apple, a company known for new ideas and its ability to “think different,” also be one of the most organized companies on the planet? The answer is that—like it or not—organization is a major force for making ideas happen. Organization is just as important as ideas when it comes to making an impact. Consider the following equation: CREATIVITY X ORGANIZATION = IMPACT If the impact of our ideas is, in fact, largely determined by our ability to stay organized, then we would observe that those with tons of creativity but little to no organization yield, on average, nothing.

 

pages: 271 words: 77,448

Humans Are Underrated: What High Achievers Know That Brilliant Machines Never Will by Geoff Colvin

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Ada Lovelace, autonomous vehicles, Baxter: Rethink Robotics, Black Swan, call centre, capital asset pricing model, computer age, corporate governance, deskilling, en.wikipedia.org, Freestyle chess, future of work, Google Glasses, Grace Hopper, industrial robot, interchangeable parts, job automation, knowledge worker, low skilled workers, meta analysis, meta-analysis, Narrative Science, new economy, rising living standards, self-driving car, sentiment analysis, Silicon Valley, Skype, Steve Jobs, Steve Wozniak, Steven Levy, Steven Pinker, theory of mind, Tim Cook: Apple, transaction costs

Emma E. A. Cohen, Robin Ejsmond-Frey, Nicola Knight, R. I. M. Dunbar, “Rowers’ High: Behavioural Synchrony Is Correlated with Elevated Pain Thresholds,” Biology Letters 15, September 2009, doi:10.1098/rsbl.2009.0670. Nonetheless, by the time Jobs stepped down as CEO in August 2011 . . . See biographies at www.apple.com for the tenures as of August 2011 of Eddy Cue (twenty-two years), Phil Schiller (fourteen years), Jonathan Ive (nineteen years), Scott Forstall (nineteen years), and Tim Cook (thirteen years). To see how wrong things can go . . . “Why Teams Don’t Work: An interview with J. Richard Hackman by Diane Coutu,” Harvard Business Review, May 2009. Dr. John Noseworthy, CEO of the Mayo Clinic, told me about the considerable lengths to which he has gone . . . Personal interview with John Noseworthy, 4 December 2012.

Exhibit A was Apple’s top team under Steve Jobs. The conventional view of Apple’s success is that it derived from Jobs’s genius and dictatorial management, but Jobs knew that wasn’t nearly enough. He worked extraordinarily hard to assemble and keep a highly effective top team, which is an extremely difficult feat in a successful company. As the company prospers, other firms try to lure away its executives, usually with higher-level, higher-paying, more highly visible roles, and the temptation can be overwhelming. Nonetheless, by the time Jobs stepped down as CEO in August 2011, the six-executive inner circle he had assembled had been working as a team for thirteen years, meeting together for hours every week. This is virtually unheard of and appears to be unique among companies of Apple’s size and success.

Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas.’” It all has to happen in person. That’s why Jobs famously designed the Pixar headquarters the way he did. Pixar is the animation studio that Jobs initially funded and eventually ran in the years before he returned to Apple and for several years thereafter. It’s arguably the most successful film studio ever, since it has never produced a flop. The Toy Story films, Finding Nemo, the Cars films—of the fourteen features it had produced through 2013, every one was a major financial winner. Jobs wanted to keep it that way, so he insisted that Pixar’s new headquarters be designed around a central atrium; he then placed the café, mailboxes, conference rooms, and other elements so as to force people to criss-cross it.

 

pages: 302 words: 74,878

A Curious Mind: The Secret to a Bigger Life by Brian Grazer, Charles Fishman

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4chan, Airbnb, Albert Einstein, Apple II, Asperger Syndrome, Bonfire of the Vanities, en.wikipedia.org, game design, Google Chrome, Howard Zinn, Isaac Newton, Jeff Bezos, Kickstarter, out of africa, RAND corporation, Ronald Reagan, Silicon Valley, stem cell, Steve Jobs, Steve Wozniak, the scientific method, Tim Cook: Apple

Simpson Jared Cohen: director of Google Ideas Joel Cohen: population specialist, mathematical biologist Kat Cohen: university admissions counselor, author of The Truth About Getting In William Colby: CIA director, 1973–1976 Elizabeth Baron Cole: nutritionist Jim Collins: management consultant, expert on business and management, author of Good to Great Robert Collins: neurologist, former chairman of neurology at UCLA School of Medicine Sean Combs: musician, music producer, fashion designer, entrepreneur Richard Conniff: author who specializes in human and animal behavior Tim Cook: CEO of Apple, Inc. Tatiana Cooley-Marquardt: repeat winner of USA Memory Championship Anderson Cooper: journalist, author, TV personality, anchor of CNN’s Anderson Cooper 360 Norman Cousins: medical guru, author of Anatomy of an Illness: As Perceived by the Patient Jacques Cousteau: oceanographer, pioneered marine conservation Chris W. Cox: chief lobbyist for the National Rifle Association Steve Coz: former editor of National Enquirer Donald Cram: professor of chemistry at UCLA, Nobel laureate in chemistry Jim Cramer: investor, author, TV personality, host of CNBC’s Mad Money Clyde Cronkhite: criminal justice expert, former police chief of Santa Ana, former deputy police chief of Los Angeles Mark Cuban: investor, owner of the NBA’s Dallas Mavericks Heidi Siegmund Cuda: journalist, former music critic for the Los Angeles Times Thomas Cummings: leading expert in designing high-performing organizations and strategic change at USC Marshall School of Business Fred Cuny: disaster relief specialist Mario Cuomo: governor of New York, 1983–1994 Alan Dershowitz: attorney, constitutional scholar, professor emeritus at Harvard Law School Donny Deutsch: advertising executive, TV personality Jared Diamond: evolutionary biologist, author, professor at UCLA, winner of the Pulitzer Prize Alfred “Fred” DiSipio: record promoter investigated during payola scandal DMX: musician, actor Thomas R.

Williams: former police chief of Los Angeles Marianne Williamson: spiritual teacher, New Age guru Ian Wilmut: embryologist, led the team of researchers who first successfully cloned a mammal (a sheep named Dolly) E. O. Wilson: biologist, author, professor emeritus at Harvard University, two-time winner of the Pulitzer Prize Oprah Winfrey: founder and chairwoman of the Oprah Winfrey Network, actress, author George C. Wolfe: playwright, theater director, two-time winner of the Tony Award Steve Wozniak: cofounder of Apple Inc., designer of Apple I and Apple II computers, inventor John D. Wren: president and CEO of marketing and communications company Omnicom Will Wright: game designer, creator of Sim City and The Sims Steve Wynn: businessman, Las Vegas casino magnate Gideon Yago: writer, former correspondent for MTV News Eitan Yardeni: teacher and spiritual counselor at the Kabbalah Centre Daniel Yergin: economist, author of The Prize: The Epic Quest for Oil, Money and Power, winner of the Pulitzer Prize Dan York: chief content officer at DirecTV, former president of content and advertising sales, AT&T Michael W.

News & World Report, winner of the Pulitzer Prize for investigative reporting Jack Healey: human rights activist, former executive director of Amnesty International USA Thomas Heaton: seismologist, professor at California Institute of Technology, contributed to the development of earthquake early warning systems Peter Herbst: journalist, former editor of Premiere and New York magazines Danette Herman: talent executive for Academy Awards Seymour Hersh: investigative reporter, author, winner of the Pulitzer Prize for uncovering the My Lai massacre and its cover-up during the Vietnam War Dave Hickey: art and cultural critic who has written for Harper’s, Rolling Stone, and Vanity Fair Jim Hightower: progressive political activist, radio talk-show host Tommy Hilfiger: fashion designer, founder of lifestyle brand Christopher Hitchens: journalist and author who was a critic of politics and religion David Hockney: artist and major contributor to the Pop art movement in the 1960s Nancy Irwin: hypnotherapist Chris Isaak: musician, actor Michael Jackson: singer, songwriter, his 1982 album Thriller is the bestselling album of all time LeBron James: NBA basketball player Mort Janklow: literary agent, founder and chairman of the literary agency Janklow & Nesbit Associates Jay Z: musician, music producer, fashion designer, entrepreneur Wyclef Jean: musician, actor James Jebbia: CEO of the Supreme clothing brand Harry J. Jerison: paleoneurologist, professor emeritus at UCLA Steve Jobs: cofounder and former CEO of Apple Inc., cofounder and former CEO of Pixar Betsey Johnson: fashion designer Jamie Johnson: documentary filmmaker who directed Born Rich, heir to Johnson & Johnson fortune Larry C. Johnson: former analyst for the CIA, security and terrorism consultant Robert L. Johnson: businessman, media magnate, cofounder and former chairman of BET Sheila Johnson: cofounder of BET, first African American woman to be an owner/partner in three professional sports teams Steve Johnson: media theorist, popular science author, cocreated online magazine FEED Jackie Joyner-Kersee: Olympic gold medalist, track star Paul Kagame: president of Rwanda Michiko Kakutani: book critic for the New York Times, winner of the Pulitzer Prize for criticism Sam Hall Kaplan: former architecture critic for the Los Angeles Times Masoud Karkehabadi: wunderkind who graduated from college at age thirteen Patrick Keefe: author, staff writer for the New Yorker Gershon Kekst: founder of the corporate communications company Kekst and Co.

 

pages: 677 words: 206,548

Future Crimes: Everything Is Connected, Everyone Is Vulnerable and What We Can Do About It by Marc Goodman

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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

In short, it’s high time to encrypt the Internet to help protect the privacy and security of our digital communications and computer data. Though modern computer operating systems, including those from both Microsoft and Apple, come with free hard disk encryption tools built in, they are not turned on by default, and only a small minority of companies and a tiny percentage of consumers encrypt the data on their laptops or desktops. In fact, most consumers have no idea these security protocols even exist. In the wake of the celebrity iCloud hacking fiasco of 2014, Apple’s chief executive, Tim Cook, acknowledged the company had to do more to ratchet up customers’ awareness of cyber-security matters. I thoroughly agree. In September 2014, Apple announced that its latest iPhone would encrypt all data on the device when a password was set, a move Google vowed to match with its forthcoming Android mobile phone operating system.

In September 2014, Apple announced that its latest iPhone would encrypt all data on the device when a password was set, a move Google vowed to match with its forthcoming Android mobile phone operating system. These are important steps forward in minimizing smartphone security risks, but given that 40 percent of users don’t even use a password on their mobile phones at all, Tim Cook was right: much more education and awareness are needed. Taking a Byte out of Cyber Crime: Education Is Essential Civilization is in a race between education and catastrophe. H. G. WELLS We have a literacy problem in the United States and around the world, and it’s not the one most think of. It is the problem of technical literacy. In a world replete with gadgets, algorithms, computers, wearables, RFID chips, and smart phones, only a minute portion of the general population has any idea how these objects actually work. Whether it’s Crime, Inc. or the NSA, those who know how to code will hold power over those who don’t in the same way that those who could not read and write in the last centuries found their opportunities limited.

While much less common, malicious apps have also been found in Apple’s App Store. Although the Apple iOS ecosystem is tightly regulated and controlled, many users find the environment too stifling. When they initially purchase their products, iPhone users cannot customize their keyboards, change their default browsers, manage files locally, or add widgets to their home screens—all features standard in Android. To get around these limitations, many users “jailbreak” their iOS devices, using specialized software to hack their own mobiles in order to obtain root administrative access to phones and control over features locked down by Apple. Jailbreaking an iOS device allows users to gain access to thousands of software programs not officially approved by Apple. Nearly ten million iOS devices have been jailbroken, and their users have turned to third-party app stores like Cydia to download their apps.

 

pages: 385 words: 101,761

Creative Intelligence: Harnessing the Power to Create, Connect, and Inspire by Bruce Nussbaum

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3D printing, Airbnb, Albert Einstein, Berlin Wall, Black Swan, clean water, collapse of Lehman Brothers, Credit Default Swap, crony capitalism, crowdsourcing, Danny Hillis, declining real wages, demographic dividend, Elon Musk, en.wikipedia.org, Eugene Fama: efficient market hypothesis, Fall of the Berlin Wall, follow your passion, game design, housing crisis, Hyman Minsky, industrial robot, invisible hand, James Dyson, Jane Jacobs, Jeff Bezos, jimmy wales, John Gruber, Joseph Schumpeter, Kickstarter, lone genius, manufacturing employment, Mark Zuckerberg, Martin Wolf, new economy, Paul Graham, Peter Thiel, race to the bottom, reshoring, Richard Florida, Ronald Reagan, shareholder value, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, six sigma, Skype, Steve Ballmer, Steve Jobs, Steve Wozniak, supply-chain management, Tesla Model S, The Chicago School, The Design of Experiments, the High Line, The Myth of the Rational Market, thinkpad, Tim Cook: Apple, too big to fail, tulip mania, We are the 99%, Y Combinator, young professional, Zipcar

Each app allows consumers to “personalize” their access to Apple and interaction with other users. And the recent addition of Siri adds a new sense (voice) to touch and vision, re-creating a part of that face-to-face dimension so important in Benjamin’s account of ritual aura. What Apple has done (and what Google and Facebook are trying to do) is involve the individual customer and wider community in an open-ended process of creating. But, of course, a company cannot live on what it’s already created alone. It has to continually maintain the aura of its products to keep the company going and support its creativity. We have recently seen a spate of what seemed to be innovative companies fail in maintaining that aura in their products, and there is no guarantee that Apple will succeed despite Jobs’s assurances that his successor, Tim Cook, understands the need to have goals that transcend simply making a profit.

But the technology of our time—their improved features and lowered costs, their ability to make us all creators and not just passive users—can, in fact, connect people in ways that the films or photographs of seven decades ago could not. As with many of the Creative Intelligence competencies, the road leads back to Apple. Consumers call Apple products “cool” and “easy to use,” and more sophisticated business analysts applaud Apple’s “ecosystem” of integrated software and hardware. But none of those qualities alone explains why we feel the way we do about Apple products; it’s impossible to discuss Apple products without mentioning how they feel in the hand, look to the eye, and connect to our deep emotions. The story of how Apple began creating beautiful, easy-to-use products should be required reading for anyone interested in creating something that’s not just useful but meaningful. WHEN STEVE JOBS RETURNED TO Apple in 1997, after twelve years in exile, he bet the company and his future on a radical new idea: an easy-to-use, stand-alone PC that looked unlike any other computer before it—translucent, colorful, fun.

; http://designmuseum.org/exhibitions/ online/jonathan-ive-on-apple/imac-1998, accessed September 5, 2012; Janet Abrams, “Radical Craft/The Second Art Center Design Conference,” http://www.core77.com/reactor/ 04.06_artcenter.asp, accessed September 5, 2012. 187 Ive then spent yet more: Burrows, “Who Is Jonathan Ive?” 188 They also designed a beautiful: Neil Hughes, “Book Details Apple’s ‘Packaging Room,’ Steve Jobs’ Interest in Advanced Cameras,” Apple Insider, January 24, 2012, accessed September 5, 2012, http://www.appleinsider.com/ articles/12/01/24/book_details_apples_packaging_ room_interests_in_advanced_cameras_.html; Yonu Heisler, “Inside Apple’s Secret Packaging Room,” Network World, January 24, 2012, accessed September 5, 2012, http://www.networkworld.com/community/ blog/inside-apples-secret-packaging-room. 188 The iMac’s launch in 1998: http://www.youtube.com/watch?v=0BHPtoTctDY, accessed September 5, 2012; http://designmuseum.org/design/jonathan-ive, accessed September 5, 2012; John Webb, “10 Success Principles of Apple’s Innovation Master Jonathan Ive,” Innovation Excellence, April 30, 2012, accessed September 5, 2012, http://www.innovationexcellence.com/blog/2012/ 04/30/10-success-principles-of-apples-innovation-master-jonathan-ive/. 188 In a 2006 interview with Peter Burrows: Burrows, “Who Is Jonathan Ive?”

 

pages: 382 words: 120,064

Bank 3.0: Why Banking Is No Longer Somewhere You Go but Something You Do by Brett King

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3D printing, additive manufacturing, Albert Einstein, Amazon Web Services, Any sufficiently advanced technology is indistinguishable from magic, asset-backed security, augmented reality, barriers to entry, bitcoin, bounce rate, business intelligence, business process, business process outsourcing, call centre, capital controls, citizen journalism, Clayton Christensen, cloud computing, credit crunch, crowdsourcing, disintermediation, en.wikipedia.org, George Gilder, Google Glasses, high net worth, I think there is a world market for maybe five computers, Infrastructure as a Service, invention of the printing press, Jeff Bezos, jimmy wales, London Interbank Offered Rate, M-Pesa, Mark Zuckerberg, mass affluent, microcredit, mobile money, more computing power than Apollo, Northern Rock, Occupy movement, optical character recognition, performance metric, platform as a service, QWERTY keyboard, Ray Kurzweil, recommendation engine, RFID, risk tolerance, self-driving car, Skype, speech recognition, stem cell, telepresence, Tim Cook: Apple, transaction costs, underbanked, web application

Figure 1.2: Technology adoption rates over the last 100 years Ultimately new technologies and initiatives such as the iPod and Facebook are now being adopted by consumers en masse in a period measuring months, not years. To illustrate this shift, Apple sold more iOS devices in 2011 alone than all the Macs it had ever sold in the 28 years prior. “This 55m [iPads sold to-date] is something no one would have guessed. Including us. To put it in context, it took us 22 years to sell 55 million Macs. It took us about 5 years to sell 22 million iPods, and it took us about 3 years to sell that many iPhones. And so, this thing is, as you said, it’s on a trajectory that’s off the charts . . .” —Tim Cook, Apple CEO during February 2012 reporting call Apple then sold more iPhone 4S devices in fiscal Q1 of 2012 than in the preceding 12 months. As we become more used to technology and innovation, it is taking us less time to adopt these technologies in our lives, and this further encourages innovation and thus increases the impact on business (which has less time to adapt).

However, the meet-and-greet component is important in providing a strong initial service offering, an appearance as a brand with the wish to engage the customer. Genius Bars and Pods Apple has been famous for its “genius bar” concept built into its Apple Stores. As per Apple’s own description, the Genius Bar gives high-touch technical support to Apple customers: “When you have questions or need hands-on technical support for your Mac, iPad, iPod, Apple TV, or iPhone, you can get friendly, expert advice at the Genius Bar in any Apple Retail Store. The Genius Bar is home to our resident Geniuses. Trained by Apple, they have extensive knowledge of Apple products and can answer all your technical questions. In fact, Geniuses can take care of everything from troubleshooting problems to actual repairs.”12 Banks are trying to replicate this concept by turning to having specialist advisors roam the floor, ready to engage in a wide range of technical and product discussions.

Does the most excellent “store” experience drive them back to the store repeatedly over time? No. The average Apple Store makes approximately $34m in revenue annually, with $8.3m in operating income. However, if you examine the 10-K filing for Apple, revenue is split almost 50/50 between online and device-based store sales, and its retail presence split between resellers and its own stores.6 Since the Apple “App Store” opened on 10 July 2008, Apple has booked close to $6 billion in revenue just on apps.7 Cyber Monday is used as the benchmark for US online and mobile retail sales, and figures show that iPhones and iPads account for 7–10 per cent of all online sales activity on those days.8 What we know from all the data is this: Customers might start their relationship with Apple in-store, but they don’t have to, and increasingly they’re actually choosing not to.

 

pages: 686 words: 201,972

Drink: A Cultural History of Alcohol by Iain Gately

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barriers to entry, British Empire, California gold rush, delayed gratification, Deng Xiaoping, Edward Lloyd's coffeehouse, Fellow of the Royal Society, Gordon Gekko, greed is good, Haight Ashbury, Hernando de Soto, imperial preference, invisible hand, joint-stock company, Louis Pasteur, megacity, music of the spheres, Peace of Westphalia, refrigerator car, Ronald Reagan, South Sea Bubble, spice trade, strikebreaker, the scientific method, Tim Cook: Apple, trade route, traveling salesman, Upton Sinclair, V2 rocket, working poor

., p. 65. 356 “From that December day in 1913”: Kobler, p. 201. 357 “comparatively few alcoholics”: John Barleycorn, or Alcoholic Memoirs (1913), Jack London, Signet Classics edition, New York, 1990, p. 17. 357 “let me warm by their fires”: Ibid., p. 36. 358 “talked with great voices”: Ibid., p. 37. 358 “All the no-saying and no-preaching”: Ibid., p. 115. 358 “The trouble I had with the stuff ”: Ibid., p. 202. 358 “The only rational thing”: Ibid., p. 115. 27 IN THE CHALK TRENCHES OF CHAMPAGNE 360 “the individual man is in all cases free”: “Rum in the Trenches,” Tim Cook, Legion Magazine, Defence Today, September/October 2002. 360 “It surprises me when”: Memoirs of an Infantry Officer, Siegfried Sassoon, Faber and Faber, London, 1997, p. 18. 360 “Under the spell of ”: Cook. 361 “to take the taste of dead men”: Ibid. 361 “The gas was phosgene”: Williams, p. 187. 361 “the ‘No Rum Division’”: Sassoon, p. 122. 361 “estaminets”: Her Privates We, Frederic Manning (1929), Serpent’s Tail edition, London, 1999. 362 “We have the right to get”: Under Fire, Henri Barbusse (1916), Penguin Classics edition, Trans.

Among the number of common brewers was Captain Robert Sedgwick, perhaps the first man to grow rich out of brewing in America. In 1637 he “set up a brew house at his great charge, & very commodious for this part of the countrey.” The drinks list in New England was supplemented by cider, whose manufacture grew to be a cottage industry, analogous to ale brewing in medieval England. Indeed, the drink came to be identified with the place—fermented apple juice 16 was more American than apple pie. The first orchard in Massachusetts was planted in 1623 by William Blaxton—an eccentric clergyman, who for a number of years was the only English resident of Boston—on his farm on Beacon Hill. Cider orchards were also planted in Virginia and in New Amsterdam, an American settlement founded by the Dutch, in imitation of their English Protestant cousins. The pilgrims had planned their colony while in Holland and had sent there for their families and friends once they had established a modus vivendi in New England, so that the Dutch had as good a picture of their progress as the English.

Once they had possession of Manhattan, the Dutch completed their fort, whose southern limit was marked by Wall Street, and laid out farms. They were as fond of their booze as the English, and in 1632 their West India Company built a brewery on a lane that became known as “Brouwers Straet.” They also planted vineyards, gathered wild hops from the woods, and Peter Stuyvesant, who became governor in 1647, cultivated cider apple trees imported from Holland on his farm in what is now the Bowery district of Manhattan. As had been the case with other European settlers in North America, the Dutch noted that the Indians with whom they traded for land and furs had no prior acquaintance with alcoholic drinks. In his Description of the New Netherlands (c. 1642) Adriaen van der Donck observed that while the local tribes drank fresh grape juice, “They never make wine or beer.