Steve Jobs

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Revolution in the Valley: The Insanely Great Story of How the Mac Was Made by Andy Hertzfeld

Apple II, Apple's 1984 Super Bowl advert, HyperCard, John Markoff, Mitch Kapor, Paul Graham, side project, Silicon Valley, skunkworks, Steve Jobs, Steve Wozniak

He was instrumental in convincing Burrell to switch from the 6809 to the 68000 microprocessor, which turned Jef’s research project into the future of Apple. A year and a half later, in December 1981, he had to leave the project to return to finish his M.D./Ph.D. degree, but he eventually returned to Apple in the summer of 1984. He left Apple to co-found NeXT with Steve Jobs in September 1985, and after a seven-year stint at Sun and year and a half at Eazel, he returned to Apple as a vice president of software technology in January 2002. Steve Wozniak Steve Wozniak co-founded Apple Computer with Steve Jobs in 1976. His brilliant design for the hardware and software of the Apple II created the foundation for Apple’s initial success. While he didn’t work directly on the original Macintosh, his engineering genius, impeccable integrity and playful sense of humor were a primary inspiration for the Macintosh team.

He was also instrumental at convincing the Mac team to adopt the Sony 3.5“ disc drive. He left Apple in September 1985 to co-found NeXT with Steve Jobs. He is currently working at Apple again. Donn Denman Donn started at Apple in July 1979 to work on BASIC for the Apple III and joined the Macintosh team in September 1981 to write the first BASIC interpreter for the Macintosh. He also wrote some of the initial desk accessories, including the Notepad and the Clock. Later, Donn was one of the authors of Apple’s end-user scripting environment, AppleScript. He currently works at the Open Source Application Foundation. Chris Espinosa Chris grew up at Apple, starting work there as employee number #8 in 1976 when he was 14 years old, getting paid $3.00 an hour to write BASIC demo programs after school in Steve Job’s garage. He has worked there ever since, except for a brief period when he left Apple to attend UC Berkeley.

The Apple II was simultaneously a work of art and the fulfillment of a dream, shared by Apple’s employees and customers. Its unique spirit was picked up and echoed back by third-party developers, who sprung out of nowhere with innovative applications. Making the transition from an ardent Apple II hobbyist to an Apple employee was like ascending Mount Olympus, walking among the gods, working alongside my heroes. The early team at Apple was full of amazing individuals, people like Steve Wozniak, Rod Holt, and Mike Markkula. It was a privilege to get to know them and learn the company mythology firsthand. Apple’s other co-founder, Steve Jobs, had no shortage of vision or ambition. Flush with the rapidly growing success of the Apple II, Apple initiated two new projects in the fall of 1978 (codenamed Sara and Lisa), which were aimed beyond the hobbyist market.

pages: 915 words: 232,883

Steve Jobs by Walter Isaacson

air freight, Albert Einstein, Apple II, Apple's 1984 Super Bowl advert, big-box store, Bob Noyce, Buckminster Fuller, Byte Shop, centre right, Clayton Christensen, cloud computing, commoditize, computer age, computer vision, corporate governance, death of newspapers, don't be evil, Douglas Engelbart, Dynabook, El Camino Real, Electric Kool-Aid Acid Test, fixed income, game design, Golden Gate Park, Hacker Ethic, hiring and firing, Jeff Bezos, Johannes Kepler, John Markoff, Jony Ive, lateral thinking, Mark Zuckerberg, Menlo Park, Mitch Kapor, Mother of all demos, Paul Terrell, profit maximization, publish or perish, Richard Feynman, Robert Metcalfe, Robert X Cringely, Ronald Reagan, Silicon Valley, skunkworks, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, supply-chain management, thinkpad, Tim Cook: Apple, Wall-E, Whole Earth Catalog

Wood, Stone, Steel, Glass: Interviews with Ron Johnson, Steve Jobs. U.S. Patent Office, D478999, Aug. 26, 2003, US2004/0006939, Jan. 15, 2004; Gary Allen, “About Me,” CHAPTER 30: THE DIGITAL HUB Connecting the Dots: Interviews with Lee Clow, Jony Ive, Steve Jobs. Sheff; Steve Jobs, Macworld keynote address, Jan. 9, 2001. FireWire: Interviews with Steve Jobs, Phil Schiller, Jon Rubinstein. Steve Jobs, Macworld keynote address, Jan. 9, 2001; Joshua Quittner, “Apple’s New Core,” Time, Jan. 14, 2002; Mike Evangelist, “Steve Jobs, the Genuine Article,” Writer’s Block Live, Oct. 7, 2005; Farhad Manjoo, “Invincible Apple,” Fast Company, July 1, 2010; email from Phil Schiller. iTunes: Interviews with Steve Jobs, Phil Schiller, Jon Rubinstein, Tony Fadell. Brent Schlender, “How Big Can Apple Get,” Fortune, Feb. 21, 2005; Bill Kincaid, “The True Story of SoundJam,”; Levy, The Perfect Thing, 49–60; Knopper, 167; Lev Grossman, “How Apple Does It,” Time, Oct. 17, 2005; Markoff, xix.

Mark Gikas, “Why Consumer Reports Can’t Recommend the iPhone4,” Consumer Reports, July 12, 2010; Michael Wolff, “Is There Anything That Can Trip Up Steve Jobs?” and, July 19, 2010; Scott Adams, “High Ground Maneuver,”, July 19, 2010. Here Comes the Sun: Interviews with Steve Jobs, Eddy Cue, James Vincent. CHAPTER 40: TO INFINITY The iPad 2: Interviews with Larry Ellison, Steve Jobs, Laurene Powell. Steve Jobs, speech, iPad 2 launch event, Mar. 2, 2011. iCloud: Interviews with Steve Jobs, Eddy Cue. Steve Jobs, keynote address, Worldwide Developers Conference, June 6, 2011; Walt Mossberg, “Apple’s Mobile Me Is Far Too Flawed to Be Reliable,” Wall Street Journal, July 23, 2008; Adam Lashinsky, “Inside Apple,” Fortune, May 23, 2011; Richard Waters, “Apple Races to Keep Users Firmly Wrapped in Its Cloud,” Financial Times, June 9, 2011. A New Campus: Interviews with Steve Jobs, Steve Wozniak, Ann Bowers.

Gorilla Glass: Interviews with Wendell Weeks, John Seeley Brown, Steve Jobs. The Design: Interviews with Jony Ive, Steve Jobs, Tony Fadell. Fred Vogelstein, “The Untold Story,” Wired, Jan. 9, 2008. The Launch: Interviews with John Huey, Nicholas Negroponte. Lev Grossman, “Apple’s New Calling,” Time, Jan. 22, 2007; Steve Jobs, speech, Macworld, Jan. 9, 2007; John Markoff, “Apple Introduces Innovative Cellphone,” New York Times, Jan. 10, 2007; John Heilemann, “Steve Jobs in a Box,” New York, June 17, 2007; Janko Roettgers, “Alan Kay: With the Tablet, Apple Will Rule the World,” GigaOM, Jan. 26, 2010. CHAPTER 37: ROUND TWO The Battles of 2008: Interviews with Steve Jobs, Kathryn Smith, Bill Campbell, Art Levinson, Al Gore, John Huey, Andy Serwer, Laurene Powell, Doug Morris, Jimmy Iovine. Peter Elkind, “The Trouble with Steve Jobs,” Fortune, Mar. 5, 2008; Joe Nocera, “Apple’s Culture of Secrecy,” New York Times, July 26, 2008; Steve Jobs, letter to the Apple community, Jan. 5 and Jan. 14, 2009; Doron Levin, “Steve Jobs Went to Switzerland in Search of Cancer Treatment,”, Jan. 18, 2011; Yukari Kanea and Joann Lublin, “On Apple’s Board, Fewer Independent Voices,” Wall Street Journal, Mar. 24, 2010; Micki Maynard (Micheline Maynard), Twitter post, 2:45 p.m., Jan. 18, 2011; Ryan Chittum, “The Dead Source Who Keeps on Giving,” Columbia Journalism Review, Jan. 18, 2011.

pages: 363 words: 94,139

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

Apple II, banking crisis, British Empire, Chuck Templeton: OpenTable:, Computer Numeric Control, Dynabook, global supply chain, interchangeable parts, John Markoff, Jony Ive, Kickstarter, race to the bottom, RFID, side project, Silicon Valley, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, the built environment, thinkpad, Tim Cook: Apple

Rachel Metz, “Behind Apple’s Products is Longtime Designer Ive,” Associated Press,, updated 8/26/2011. 39. Isaacon, Steve Jobs, Kindle edition. 40. Interview with Jon Rubinstein, October 2012. CHAPTER 5 Jobs Returns to Apple 1. Walter Isaacson, Steve Jobs (Simon & Schuster, 2011), Kindle edition. 2. Steve Jobs at Apple’s Worldwide Developers Conference 1998, video, 3. Apple 10K Annual Report 1998:; and Apple 10K Annual Report 1995: 4. Isaacson, Steve Jobs, Kindle edition. 5. Ibid. 6. Rob Walker, “The Guts of a New Machine” New York Times,, November 30, 2003. 7.

Interview with Roy Askeland, July 2013. 28. Interview with Paul Dunn, July 2013. 29. Isaacson, Steve Jobs, Kindle edition. 30. Dike Blair, “Bondi Blue,” Interview with Jonathan Ive for Purple #2, Winter 98/99, 268–75. 31. Isaacson, Steve Jobs, Kindle edition. 32. Benj Edwards, “The Forgotten eMate 300—15 Years Later,” originally in Macweek, December 21, 2012. 33. Interview with Doug Satzger, January 2013. 34. Isaacson, Steve Jobs, Kindle edition. 35. Apple brochure from 1977, noted in Walter Isaacson, Steve Jobs. 36. David Kirkpatrick, reporter associate Tyler Maroney, “The Second Coming of Apple Through a Magical Fusion of Man—Steve Jobs—and Company, Apple Is Becoming Itself Again: The Little Anticompany That Could,” Fortune,, November 9, 1988. 37.

Leander Kahney, Inside Steve’s Brain, expanded edition (Portfolio, 2009), 96. 31. Joel West, “Apple Computer: The iCEO Seizes the Internet,”, October 20, 2002. 32. Adam Lashinsky, “Tim Cook: The Genius Behind Steve,” Fortune,, August 24, 2011. 33. Interview with Doug Satzger, January 2013. 34. Walter Isaacson, Steve Jobs, Kindle edition 35. Ibid. CHAPTER 10 The iPhone 1. Walter Isaacson, Steve Jobs (Simon & Schuster) Kindle Edition. 2. Ibid. 3. Ibid. 4. John Paczkowski, “Apple CEO Steve Jobs Live at D8,”, June 1, 2010. 5. Scott Forstall, Apple v. Samsung trial testimony. 6. Ibid. 7. Kevin Rose, “Matt Rogers: Founder of Nest Labs interview,” Foundation 21, 2012, video,

pages: 244 words: 66,599

Insanely Great: The Life and Times of Macintosh, the Computer That Changed Everything by Steven Levy

Apple II, Apple's 1984 Super Bowl advert, computer age, conceptual framework, Douglas Engelbart, Douglas Engelbart, Dynabook, Howard Rheingold, HyperCard, information retrieval, information trail, John Markoff, Kickstarter, knowledge worker, Marshall McLuhan, Mitch Kapor, Mother of all demos, Productivity paradox, QWERTY keyboard, rolodex, Silicon Valley, skunkworks, speech recognition, Steve Jobs, Steve Wozniak, Steven Levy, Ted Nelson, the medium is the message, Vannevar Bush

As a consequence of the company's success, Apple very quickly had to shift from a garage mentality to the mindset of a budding corporation--one valued, at the time of the PARC visit, at over a billion dollars. It filled several low-slung office buildings in Cupertino, and had hundreds of employees. Though the Apple II was wonderful for its time, Apple's leaders realized that the company needed new products to remain competitive. They began work on-the Apple III, a machine roughly as powerful as IBM's personal computer would be. But Steve Jobs had an idea for something even more special-Lisa, a computer that would leapfrog Apple's technology, surpassing not only the Apple II, but Apple III as well. This jump would also vault Apple a generation or so past anything that its competitors were preparing. Begun when Steve Wozniak, at Steve Jobs's request, sketched its architecture on a napkin, Lisa had, in less than a year, evolved to a computer based on the powerful Motorola 68000 microprocessor chip, and was engineered to handle more complicated applications, even running several at the same time, a trick called "multitasking."

To those of us who recalled the rhetoric surrounding Macintosh's introduction-Steve Jobs claiming outright that "IBM is out to crush Apple" -this shift was straight out of Orwell's 1984, when the three global superpowers would shift alliances on a dime. Apple joining with IBM was like Luke Skywalker strolling off into the sunset with Darth Vader. When Apple's profits dipped in 1993, Sculley wound up leaving his post as Apple's leader. The company's board of directors now considered him too much a visionary, an excessively starry-eyed technophile, to make the hard decisions necessary to shepherd Apple through the 1990s. Sculley was permitted to retain the title of chairman, but no longer had a direct role in the company's operations-exactly the fate of Steve Jobs in 1985. The irony was inescapable: originally hired to anchor Jobs's dreamy fantasies, John Sculley apparently departed because his technological seduction had become too complete-he was running Apple too much like Steve Jobs had and, like Jobs, he was gone within months-still attempting to make a dent in the universe but no longer at Apple.

Ultimately, adopting Lisa technology would make Macintosh more the computer that he would like to own. But the chief proponent of this shift was Steve Jobs, whose disruptiveness had emboldened the engineers and executives on the Lisa project to bounce him off, with the blessings of Apple's chairman and president. Despite Raskin's efforts, Jobs came across the Book of Macintosh, and was so impressed with Raskin's vision about a computer being as easy to use as a home appliance that it became part of Jobs's standard spiel for years thereafter. Jobs began to insinuate himself into the skunkworks project behind the Good Earth, and Raskin's pure vision was as good as gone. "It was clear that Macintosh was the most interesting thing at Apple-and Steve Jobs took it over," said Raskin. The takeover proceeded by increments. Steve Jobs was not a technical wizard, but he thoroughly understood the mindset of the people who were.

pages: 464 words: 155,696

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

Albert Einstein, Apple II, Apple's 1984 Super Bowl advert, Bill Gates: Altair 8800, Bob Noyce, Byte Shop, Charles Lindbergh, computer age, corporate governance, El Camino Real, Isaac Newton, John Markoff, Jony Ive, Kickstarter, Marc Andreessen, market design, McMansion, Menlo Park, Paul Terrell, popular electronics, QWERTY keyboard, Ronald Reagan, Sand Hill Road, side project, Silicon Valley, Silicon Valley startup, skunkworks, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, Tim Cook: Apple, Wall-E, Watson beat the top human players on Jeopardy!, Whole Earth Catalog

.:; The Ralston White Retreat: The Seva Foundation: Smithsonian Institution’s “Oral and Video Histories” Steve Jobs interview on April 20, 1995: Steve Jobs addressing MacWorld Boston, August 6, 1997: Steve Jobs open letter “Thoughts on Flash,” explaining his reasoning for not allowing Adobe Corp.’s Flash media player software on the Apple iPhone: U.S. Bureau of Economic Affairs, Annual Industry Accounts 1976–2012, Vitsœ:; Other Cupertino City Council video archive of Steve Jobs’s presentation of plans for a new Apple headquarters, June 7, 2011,

Wozniak, Stephen, and Gina Smith. iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-founded Apple, and Had Fun Doing It. New York: W. W. Norton & Company, 2007. Young, Jeffrey S. Steve Jobs: The Journey Is the Reward. New York: Scott Foresman Trade, 1987. Articles by the Author Schlender, Brenton R. “Jobs, Perot Become Unlikely Partners in Apple Founder’s New Concern.” Wall Street Journal, February 2, 1987. ———. “Next Project: Apple Era Behind Him, Steve Jobs Tries Again, Using a New System.” Wall Street Journal, October 13, 1988. ———. “How Steve Jobs Linked Up with IBM.” Fortune, October 9, 1989. ———. “The Future of the PC: Steve Jobs and Bill Gates Talk About Tomorrow.” Fortune, August 26, 1991. ———. “What Bill Gates Really Wants.” Fortune, January 16, 1995. ———. “Steve Jobs’ Amazing Movie Adventure.” Fortune, September 18, 1995. ———.

Fortune, November 9, 1998. ———. “Apple’s One-Dollar-a-Year Man.” Fortune, January 24, 2000. ———. “Steve JobsApple Gets Way Cooler.” Fortune, January 24, 2000. ———. “Steve Jobs: Graying Prince of a Shrinking Kingdom.” Fortune, May 14, 2001. ———. “Pixar’s Fun House.” Fortune, July 23, 2001. ———. “Apple’s 21st Century Walkman.” Fortune, November 12, 2001. ———. “Apple’s Bumper Crop.” Fortune, February 3, 2003. ———. “What Does Steve Jobs Want?” Fortune, February 23, 2004. ———. “Incredible: The Man Who Built Pixar’s Innovation Machine.” Fortune, November 15, 2004. ———. “How Big Can Apple Get?” Fortune, February 21, 2005. ———. “Pixar’s Magic Man.” Fortune, May 17, 2006. ———. “Steve and Me: A Journalist Reminisces.” Fortune, October 25, 2011. ———. “The Lost Steve Jobs Tapes.” Fast Company, May 2012.

pages: 611 words: 188,732

Valley of Genius: The Uncensored History of Silicon Valley (As Told by the Hackers, Founders, and Freaks Who Made It Boom) by Adam Fisher

Airbnb, Albert Einstein, AltaVista, Apple II, Apple's 1984 Super Bowl advert, augmented reality, autonomous vehicles, Bob Noyce, Brownian motion, Buckminster Fuller, Burning Man, Byte Shop, cognitive dissonance, disintermediation, don't be evil, Donald Trump, Douglas Engelbart, Dynabook, Elon Musk, frictionless, glass ceiling, Hacker Ethic, Howard Rheingold, HyperCard, hypertext link, index card, informal economy, information retrieval, Jaron Lanier, Jeff Bezos, Jeff Rulifson, John Markoff, Jony Ive, Kevin Kelly, Kickstarter, knowledge worker, life extension, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, Maui Hawaii, Menlo Park, Metcalfe’s law, Mother of all demos, move fast and break things, move fast and break things, Network effects, new economy, nuclear winter, PageRank, Paul Buchheit, paypal mafia, peer-to-peer, Peter Thiel,, pez dispenser, popular electronics, random walk, risk tolerance, Robert Metcalfe, rolodex, self-driving car, side project, Silicon Valley, Silicon Valley startup, skunkworks, Skype, social graph, social web, South of Market, San Francisco, Startup school, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, Ted Nelson, telerobotics, The Hackers Conference, the new new thing, Tim Cook: Apple, tulip mania, V2 rocket, Whole Earth Catalog, Whole Earth Review, Y Combinator

Last in the computer marketplace, Jobs was the first to realize that the whole of the consumer electronics industry was ripe for plunder. Apple was back, Steve Jobs was calling the shots, and this time it really would be different. Larry Ellison: Back in mid-’95 Steve was finishing up Toy Story at Pixar and running NeXT, the computer company he founded after he left Apple. Apple was in severe distress. It had gone steadily downhill during the ten years of Steve’s absence. The problems were now so serious that people were wondering if Apple would survive. It was all too painful to watch and stand by and do nothing. Trip Hawkins: At that period of time in the nineties, they really seemed like they were up the creek without a paddle. Michael Dhuey: What was keeping Apple alive was the Apple II. Luckily the Apple, because of its education market, kept selling year after year.

Robert Woodhead is the programmer behind Wizardry, a version of Dungeons and Dragons played on the Apple II computer. Kristina Woolsey was the director of Atari Research after the first director, Alan Kay, left for Apple. Later she, too, went to Apple in order to run Apple’s research project in multimedia. Steve Wozniak, aka Woz, was the technical genius behind the Apple II, the everyman machine that launched the personal computer revolution in 1977. At the time the two Steves—Jobs and Woz—were close friends. But by the time Jobs passed away the two were so estranged that Woz skipped Jobs’s memorial service. Richard Saul Wurman founded the TED festival in 1984 after noticing a convergence in the fields of technology, entertainment, and design. The first festival had Steve Jobs demoing the Macintosh, Nicholas Negroponte talking about the future, and a 3-D graphics presentation from the proto-Pixar team at Lucasfilm.

Dustin Moskovitz’s quotes were taken from a keynote address given to the Alliance of Youth Movements Summit in December 2008, and from David Kirkpatrick’s authoritative history, The Facebook Effect. David Choe’s comments were made on The Howard Stern Show in March 2016. Steve Jobs made his remarks to his biographer, Walter Isaacson. The interview was aired on 60 Minutes soon after Jobs died in 2011. Purple People Eater Phil Schiller, Scott Forstall, and Christopher Stringer testified under oath in the Apple v. Samsung case in August 2012. Steve Jobs’s comments were made onstage at the All Things D conference in June 2010. Matt Rogers’s quotes were made to Kevin Rose in episode 21 of “Foundation,” Rose’s series of video interviews with technology moguls. Eddy Cue’s quote is borrowed from Brent Schlender and Rick Tetzeli’s Becoming Steve Jobs, the Steve Jobs biography. Twttr Noah Glass’s comment was made during a talk at the Berkeley School of Journalism in March 2005.

pages: 297 words: 89,820

The Perfect Thing: How the iPod Shuffles Commerce, Culture, and Coolness by Steven Levy

Apple II, British Empire, Claude Shannon: information theory,, indoor plumbing, Internet Archive, Jeff Bezos, John Markoff, Joi Ito, Jony Ive, Kevin Kelly, Sand Hill Road, Saturday Night Live, Silicon Valley, social web, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, technology bubble, Thomas L Friedman

There have been five biographies of Steve Jobs to date, and every single one feasts on his dark side and tries to reapportion the credit for his successes. By and large, their tone is condescending. One book, called Accidental Millionaire, concludes with an account of his 1985 ouster from the company, flatly stating that Apple "was facing a brighter future without him." Randall Stross's Steve Jobs and the NeXT Big Thing, an account of Jobs's venture between his two terms at Apple, takes delight in the failure of the NeXT computer—a flop later mitigated by the computer's significant impact. (The NeXT legacy can be seen not only in the current Macintosh operating system but in the World Wide Web itself, which was created on a NeXT box.) In The Second Coming of Steve Jobs, Alan Deutschman paints him as an intolerable schmuck and awful Apple manager who makes the boss in the television series The Office look like Peter Drucker; reading the book, you could only conclude that no company could succeed with Jobs at the helm.

But in early 2000, when the PJB was shown at the Consumer Electronics Show, Apple Computer was late for its date with destiny. And who knows how or when Steve Jobs would have made his move were it not for a fateful, and painful, encounter with a longtime software partner of Apple's, a company called Adobe. Jobs once walked me back along the chain of events that had led to iPod. Square one, he told me, was Fire Wire, the name of a means of quickly moving masses of digital information from one gadget to another. (The technology is also known as iLink.) Apple had invented it in the early nineties, but the first to exploit it were Japanese electronics companies, which put it into their camcorders. "But nobody, including Apple, put it on a computer," says Jobs. That changed in 1999, when Apple came up with the iMac DV, an upgrade to the new iMac the company had introduced earlier.

Many people blogged about their iPods—what they were listening to on the 'pod, what color they had chosen for their boyfriend, how they slept with the iPod under their pillow, and how pissed they were that they had bought a new Podcast iPod just before Apple released a newer, cooler iteration. ("iPod" was, in fact, the most popular "tag," or category, in the massive blog search engine Technorati.) Among Apple fans and tech watchers, blogs were often the launching pad for strange iPod-related multimedia expression: miniessays, love letters, and borderline psychotic object worship. People would design exotic "fantasy" iPods. In the days before a Steve Jobs presentation, the blogosphere would be abuzz with swooning speculations about what he might be unveiling. Though cynics sometimes debunked the phenomenon by charging that Apple actually seeded this rumor mill itself to crank up the buzz level to full blast, there is every indication that Steve Jobs wasn't happy about these speculations, especially when the predictions— in some cases, apparently arrived at with the connivance of inside leakers—came close to the mark.

pages: 416 words: 129,308

The One Device: The Secret History of the iPhone by Brian Merchant

Airbnb, animal electricity, Apple II, Apple's 1984 Super Bowl advert, citizen journalism, Claude Shannon: information theory, computer vision, conceptual framework, Douglas Engelbart, Dynabook, Edward Snowden, Elon Musk, Ford paid five dollars a day, Frank Gehry, global supply chain, Google Earth, Google Hangouts, Internet of things, Jacquard loom, John Gruber, John Markoff, Jony Ive, Lyft, M-Pesa, MITM: man-in-the-middle, more computing power than Apollo, Mother of all demos, natural language processing, new economy, New Journalism, Norbert Wiener, offshore financial centre, oil shock, pattern recognition, peak oil, pirate software, profit motive, QWERTY keyboard, ride hailing / ride sharing, rolodex, Silicon Valley, Silicon Valley startup, skunkworks, Skype, Snapchat, special economic zone, speech recognition, stealth mode startup, Stephen Hawking, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Tim Cook: Apple, Turing test, uber lyft, Upton Sinclair, Vannevar Bush, zero day

As with the previous roman numbered sections, most of chapters iii and iV were sourced from interviews with original iPhone team members and anonymous Apple employees, previous research and reportage, and court- and FOIA-obtained documents. Among Apple personnel interviewed on the record were Bas Ording, Imran Chaudhri, Richard Williamson, Tony Fadell, Henri Lamiraux, Greg Christie, Nitin Ganatra, Andy Grignon, David Tupman, Evan Doll, Abigail Brody, Brian Huppi, Joshua Strickon, and Tom Gruber. Quotes were drawn from the Apple/Samsung trial of 2012, when Phil Schiller and Scott Forstall took the stand. Books that provided extraordinarily useful detail, research, and background were Dogfight, by Fred Vogelstein; Steve Jobs, by Walter Isaacson; Becoming Steve Jobs, by Brent Schlender; Inside Apple, by Adam Lashinsky; and Jony Ive, by Leander Kahney. Quotes attributed to Jony Ive, Steve Jobs, Mike Bell, and Douglas Satzger were drawn from those sources.

“He seemed like one of these guys that had lots of interaction experience,” Huppi says, “and I was like, he’d be perfect for this brainstorming group.” When Joshua Strickon arrived at Apple in 2003, the company was pocked by uncertainty all over again. The iMac had won accolades and steadied sales, but the tech bubble had burst; profits had fallen, and Apple was losing money for the first time since Jobs’s return. The iPod had yet to take off, and the rank and file were anxious. “When I got there,” Strickon says, “the stock price was like fourteen dollars and no one had had a raise in who knows how long.” Apple placed him in a windowless office with malfunctioning hardware. “They had given me a laptop and a desktop,” he says, “and the machines were crashing all the time.” Meanwhile, the Cupertino campus teemed with Apple “fanatics,” a number of whom made no secret of their Steve Jobs idolatry. “Apple is kind of a weird place,” he says. “You’ve got people dressing like Steve.”

He was trying to figure out how he might pursue a deal that would let Apple retain control over the design of its phone. He considered having Apple buy its own bandwidth and become its own mobile virtual network operator, or MVNO. An executive at Cingular, meanwhile, began to cobble together an alternative deal Jobs might actually embrace: Give Cingular exclusivity, and we’ll give you complete freedom over the device. Fix What You Hate From Steve Jobs to Jony Ive to Tony Fadell to Apple’s engineers, designers, and managers, there’s one part of the iPhone mythology that everyone tends to agree on: Before the iPhone, everyone at Apple thought cell phones “sucked.” They were “terrible.” Just “pieces of junk.” We’ve already seen how Jobs felt about phones that dropped calls. “Apple is best when it’s fixing the things that people hate,” Greg Christie tells me.

The Code: Silicon Valley and the Remaking of America by Margaret O'Mara

"side hustle", A Declaration of the Independence of Cyberspace, accounting loophole / creative accounting, affirmative action, Airbnb, AltaVista, Amazon Web Services, Apple II, Apple's 1984 Super Bowl advert, autonomous vehicles, back-to-the-land, barriers to entry, Ben Horowitz, Berlin Wall, Bob Noyce, Buckminster Fuller, Burning Man, business climate, Byte Shop, California gold rush, carried interest, clean water, cleantech, cloud computing, cognitive dissonance, commoditize, computer age, continuous integration, cuban missile crisis, Danny Hillis, DARPA: Urban Challenge, deindustrialization, different worldview, don't be evil, Donald Trump, Doomsday Clock, Douglas Engelbart, Dynabook, Edward Snowden, El Camino Real, Elon Musk,, Erik Brynjolfsson, Frank Gehry, George Gilder, gig economy, Googley, Hacker Ethic, high net worth, Hush-A-Phone, immigration reform, income inequality, informal economy, information retrieval, invention of movable type, invisible hand, Isaac Newton, Jeff Bezos, Joan Didion, job automation, job-hopping, John Markoff, Julian Assange, Kitchen Debate, knowledge economy, knowledge worker, Lyft, Marc Andreessen, Mark Zuckerberg, market bubble, mass immigration, means of production, mega-rich, Menlo Park, Mikhail Gorbachev, millennium bug, Mitch Kapor, Mother of all demos, move fast and break things, move fast and break things, mutually assured destruction, new economy, Norbert Wiener, old-boy network, pattern recognition, Paul Graham, Paul Terrell, paypal mafia, Peter Thiel,, pirate software, popular electronics, pre–internet, Ralph Nader, RAND corporation, Richard Florida, ride hailing / ride sharing, risk tolerance, Robert Metcalfe, Ronald Reagan, Sand Hill Road, Second Machine Age, self-driving car, shareholder value, side project, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, skunkworks, Snapchat, social graph, software is eating the world, speech recognition, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, supercomputer in your pocket, technoutopianism, Ted Nelson, the market place, the new new thing, There's no reason for any individual to have a computer in his home - Ken Olsen, Thomas L Friedman, Tim Cook: Apple, transcontinental railway, Uber and Lyft, uber lyft, Unsafe at Any Speed, upwardly mobile, Vannevar Bush, War on Poverty, We wanted flying cars, instead we got 140 characters, Whole Earth Catalog, WikiLeaks, William Shockley: the traitorous eight, Y Combinator, Y2K

Alan Maltun, “Students Beg to Stay After School to Use Computers”; David Einstein, “Bellflower Paces Area Schools in Computer Field”; Bob Williams, “Computer Parade Uneven,” The Los Angeles Times, December 11, 1983, SB1. 30. Andrew Emil Gansky, “Myths and Legends of the Anti-Corporation: A History of Apple, Inc., 1976–1997,” PhD dissertation, The University of Texas at Austin, 2017; Watters, “How Steve Jobs Brought the Apple II to the Classroom”; Harry McCracken, “The Apple Story is an Education Story: A Steve Jobs Triumph Missing from the Movie,” The 74, October 15, 2015,, archived at 31. Natasha Singer, “How Google Took Over the Classroom,” The New York Times, May 14, 2017, 1. 32. “’82 House Freshmen Eschew Partisanship and Posturing,” The Washington Post, December 26, 1982, A1; Zschau, “Tax Policy Initiatives to Promote High Technology,” May 13, 1983, Box 51, FF Capital Gains 1, Ed Zschau Papers, HH. 33.

“Mobile Fact Sheet,” Pew Research Center, February 5, 2018,, archived at 10. Horace Dediu, “The iOS Economy, Updated,” Asymco blog, January 8, 2018,, archived at 11. Bruce Newman, “Steve Jobs, Apple Co-Founder,” San Jose Mercury News, October 5, 2011. 12. “Remembering Steve,”,, archived at; Maria L. LaGanga, “Steve Jobs’ death saddens Apple workers and fans,” The Los Angeles Times, October 6, 2011. 13. “Steve Jobs’ Memorial Service: 6 Highlights,” The Week, October 25, 2011. 14. “What Happened to the Future?” Founders Fund,, archived at 15. Adam Lashinsky, “Amazon’s Jeff Bezos: The Ultimate Disrupter,” Fortune (December 2012); Jeff Bezos, “1997 Letter to Shareholders,” Investor Relations, 16.

“A bad review from Rosen was the kiss of death.”24 Happily for McKenna, Ben Rosen reserved his five-star reviews for Apple. One of the semiconductor guys that Rosen had gotten to know through his conferences was Mike Markkula, and one of the first things that Markkula did once he joined Apple was to introduce Rosen to Steve Jobs and to the Apple II. Rosen was immediately hooked, lugging the machine Markkula had given him between home and work, because the Morgan Stanley IT department refused to buy him one. He soon became, in his words, “the self-anointed evangelist of personal computers in general and Apple in particular.”25 Rosen brought his Apple II along when he visited his investor clients. He provided demonstrations to visiting financial journalists, earning Apple—and Rosen—valuable publicity among business readers. “Apple for Ben Rosen,” read a headline in an August 1979 edition of Forbes magazine, atop an article that showed how the analyst used an Apple II to do his job.

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Fire in the Valley: The Birth and Death of the Personal Computer by Michael Swaine, Paul Freiberger

1960s counterculture, Amazon Web Services, Apple II, barriers to entry, Bill Gates: Altair 8800, Byte Shop, cloud computing, commoditize, computer vision, Douglas Engelbart, Douglas Engelbart, Dynabook, Google Chrome, I think there is a world market for maybe five computers, Internet of things, Isaac Newton, Jaron Lanier, job automation, John Markoff, John von Neumann, Jony Ive, Loma Prieta earthquake, Marc Andreessen, Menlo Park, Mitch Kapor, Mother of all demos, Paul Terrell, popular electronics, Richard Stallman, Robert Metcalfe, Silicon Valley, Silicon Valley startup, stealth mode startup, Steve Ballmer, Steve Jobs, Steve Wozniak, Stewart Brand, Ted Nelson, Tim Cook: Apple, urban sprawl, Watson beat the top human players on Jeopardy!, Whole Earth Catalog

As for the change in Apple’s public image… Three weeks after the announcement, Amelio took the stage for his keynote address at the Macworld Expo in San Francisco, the biggest Macintosh event of the year, the place where Apple often laid out its plans for the coming year. The room was jammed, and attendees had to find sitting or standing room in the aisles. The word was out that Apple had bought NeXT and that Steve Jobs was back, but little more was known. The news was dramatic, but the unknowns were even more of a draw. Amelio laid out the essence of the plan plainly: Apple would produce a new operating system, based very closely on NeXTSTEP, to run on its PowerPC hardware. NeXTSTEP, the operating system of Steve Jobs’s company, was Apple’s future. Then he introduced Steve Jobs. The crowd jumped to its feet and applauded wildly.

Meanwhile, Oracle’s unpredictable founder Larry Ellison, now a member of the Silicon Valley billionaire boys’ club, was stirring things up by hinting that he would buy Apple and let his good friend Steve Jobs run it. Jobs gave no credence to Ellison’s hints, and no one took Ellison too seriously, but Jobs did at one point call Del Yocam, Apple’s COO from the company’s best days and now CEO of a restructured and renamed Borland (to Inprise), to bend Yocam’s ear about their running Apple together. But no one really took Ellison seriously. So when Apple’s decision was announced hours after it was made, it caught the industry completely by surprise. Apple would acquire NeXT Inc., lock, stock, and barrel, and use its technology to build a next-generation operating system for its computers. Apparently when Hancock had said that not everyone talking to Apple was talking to the press, she was talking about Steve Jobs. And while his staff had made the initial contact with Apple, it was predictably Jobs himself who shut out Be Labs and closed the deal.

Mike Markkula took over for Scotty as president of Apple, a position he believed to be a temporary one, and at age 26 Steve Jobs became chairman of the board. Apple was now investing millions of dollars in research and development to create a product that would stun the world. It wanted to prove that it had learned the lessons of the Apple III, that Apple could indeed introduce a new product successfully. By the fall of 1981, rumors abounded in the trade journals about new products Apple was developing. The rumors were wrong, though not even Apple realized it at the time. Apple would indeed unveil a computer that stunned the world, but its roots lay elsewhere, with the work of a brilliant engineer a few miles up the road and a technology over a decade old and still unknown to most of the world. Shooting for the Moon When you have nothing to lose, you can shoot for the moon.

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

Apple II, Ben Horowitz, cloud computing, commoditize, disintermediation, don't be evil, Dynabook, Firefox, Google Chrome, Google Glasses, Googley, John Markoff, Jony Ive, Marc Andreessen, 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, zero-sum game

Jobs did little to hide: Jason Snell, “Jobs Speaks: The Complete Transcript,” Macworld, 10/18/2010. Because of the iPod: Apple press release, 4/9/2007. Jobs said he never saw: Kara Swisher, “Full D8 Interview Video: Apple CEO Steve Jobs,” Steve Jobs interviewed by Kara Swisher and Walt Mossberg (video),, 6/7/2010, available at Apple’s three-year head start: “Apple Says App Store Has Made Developers over $1 Billion,”, 6/10/2010. 7. The iPad Changes Everything—Again Starting in 2010 Jobs had: “Apple’s Diabolical Plan to Screw Your iPhone,”, 1/20/2011. “It turns out”: Beth Callaghan, “Steve Jobs’s Appearances at D, the Full Video Sessions,”, 10/5/2011. He laid out his new invention: See Steve Jobs’s iPad keynote address, 1/27/2010, available at

It’s hard to imagine: “iPhone,” Wikipedia; cross-checked with Apple financial statements. Publicly, Jobs continued his: Kara Swisher, “Blast from D Past: Apple’s Steve Jobs at D2 in 2004,”, 5/10/2010. The tension between the partners: Frank Rose, “Battle for the Soul of the MP3 Phone,” Wired, 11/2005. Jobs successfully pinned the Rokr screwup: “iPod Sales per Quarter,” Wikipedia; cross-checked with Apple financial statements; Peter Burrows, “Working with Steve Jobs,” Bloomberg Businessweek, 10/12/2011. Disney, on whose board: “Disney Teams with Sprint to Offer National Wireless Service for Families,” Disney news release, 7/6/2005. Cingular wasn’t just playing defense: “iPod Sales per Quarter,” Wikipedia; cross-checked with Apple financial statements. No one had ever put: Christine Erickson, “The Touching History of Touchscreen Tech,”, 11/9/2012; Andrew Cunningham, “How Today’s Touchscreen Tech Put the World at Our Fingertips,”, 4/17/2013; Bent Stumpe and Christine Sutton, “The First Capacitative Touch Screens at CERN,” CERN Courier, 3/31/2010; “Touchscreen Articles in Phones,”, 8/26/2008; Bill Buxton, “Multi-Touch Systems That I Have Known and Loved,”, 1/12/2007.

Levy wrote about: Steven Levy, “A Hungry Crowd Smells iPhone, and Pounces,” Newsweek, 12/22/2007. Looking back, the iPhone launch: These two paragraphs come from Apple financial statements and various news reports and reviews widely available at the time. It generates $4.5 billion: “Apple’s CEO Discusses F2Q13 Results—Earnings Call Transcript,”, 4/23/2013. After the unveiling, when: John Markoff, “Steve Jobs Walks the Tightrope Again,” New York Times, 1/12/2007. Apple helped create and then took: This comes from the testimony of Phil Schiller, Apple Senior Vice President of Worldwide Marketing, at the Apple v. Samsung trial, 8/3/2012. University Avenue and Kipling Street: The new Apple store in Palo Alto is at Florence Street and University Avenue. 4. I Thought We Were Friends the Android team’s initial worries: Information for the following two paragraphs comes from trial testimony and exhibits in the Oracle v.

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Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda

1960s counterculture, anti-pattern, Apple's 1984 Super Bowl advert, bash_history, Charles Lindbergh, conceptual framework, Donald Knuth,, HyperCard, Kickstarter, Lao Tzu, premature optimization, profit motive, QWERTY keyboard, Richard Feynman, Richard Stallman, Robert X Cringely, Silicon Valley, Steve Ballmer, Steve Jobs, Steven Levy, zero-sum game

. , From Book to Script: Finding the Story. New Line Productions, Inc., 2002. “What does ‘execution dependent’ mean?” Accessed November 16, 2017. 10. At This Point 1. Apple Newsroom, “Steve Jobs Resigns as CEO of Apple,” August 24, 2011. Accessed November 16, 2017. Apple Newsroom, “Letter from Steve Jobs,” August 24, 2011. Accessed November 16, 2017. Apple Newsroom, “Apple Media Advisory,” October 5, 2011. Accessed November 16, 2017. Index The index that appeared in the print version of this title does not match the pages in your e-book. Please use the search function on your e-reading device to search for terms of interest.

If there’s a unique magic in Apple’s products, it’s in the software, and I’ll tell you how we created some of the most important software in the company’s history. When I joined Apple in 2001, desktop and laptop computers were still the company’s main products, and while the colorful iMac had been a notable success in reestablishing Apple as a design leader in high technology—Steve Jobs had been back for four years following his eleven-year exile—the company still sat below 5 percent share in a market dominated by Microsoft Windows. Apple certainly had its core enthusiasts at that time, and they were passionate about its products, but to everyone else, the Mac was a computer they might have used in college but forgot about when they became adults and got jobs. Four months after I started at Apple, things started to change.

About six weeks later, Steve resigned from his position as CEO of Apple. About six weeks after that, he was gone.1 Epilogue For many years, working at Apple gave me financial stability, acceptance from a group of talented colleagues, and a worldwide reach for my software. Steve Jobs provided his single-minded focus on making great products, and his vision motivated me. Everything clicked. In this book, I’ve spent much time discussing the lessons I learned during my Apple career. The biggest lesson I learned as I wrote this book is how a group of people and the culture they create are one and the same. After Steve died, the Apple software development culture started to change. As time passed and other coworkers came and went, the culture changed more. By my last day at Apple in 2017, few of the people I’ve mentioned in this book remained at the company, and more than anything, I missed collaborating with them as we had in the stories I’ve told.

pages: 390 words: 114,538

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

activist fund / activist shareholder / activist investor, AltaVista, Build a better mousetrap, Burning Man, cloud computing, commoditize, credit crunch, crowdsourcing, disintermediation, don't be evil,, 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 new new thing, the scientific method, Tim Cook: Apple, turn-by-turn navigation, upwardly mobile

Notes Chapter One 1998 1 Ken Auletta (2009) Googled: The end of the world as we know it, Virgin Books, London. 2 3 4 5 Alan Deutschman (2000) The Second Coming of Steve Jobs, Broadway Books, New York. 6 7 8 9 10 11 12 13 14 15 Chapter Two Microsoft antitrust 1 Private e-mail. 2 Private e-mail.

Among those also targeted for Microsoft’s arm-twisting via Windows to try to crush other products in different fields, the trial heard, were Intel, Sun Microsystems, Real Networks, IBM – which was denied an OEM licence for Windows 95 until a quarter of an hour before its official launch, and so missed out on huge swathes of PC sales – and Apple. In particular, Apple was offered a deal: stop developing its own systems for playing music and films on Windows, and let Microsoft handle them using its DirectX system. If it did, Microsoft would stop putting obstacles in the way of Apple’s QuickTime on Windows. Steve Jobs, who was at the meeting in June 1998, rejected the idea because it would limit the ability for third parties to develop content that would run on Windows PCs and Apple machines. (In retrospect, that decision may be one of the most significant to Apple’s later success that Jobs ever made, since it meant that Microsoft could not control how Apple-encoded music was played on Windows.) Internet Explorer was the focus of the trial, though: the number of Microsoft staff working on it had grown from a handful in early 1995 to more than a thousand in 1999.

In 1998 Microsoft was crushing yet another upstart – Netscape, which had had the temerity to suggest that the browser could become the basis for doing work anywhere, so that Windows itself would become irrelevant; all you’d need would be a computer that could run a browser, and you’d be able to do everything for which you presently needed a PC. Steve Jobs and Apple Microsoft had reached the pinnacle by besting Apple – the company co-founded by Steve Jobs, a charming, brilliant, tempestuous, iconoclastic, unique businessman who had been thrown out of it in 1985 but returned, triumphantly, at the end of 1996 when another company he had set up, NeXT Computer, was bought by the then ailing Apple, which was bleeding cash. He forced out the incumbent chief executive in July 1997 and became ‘interim’ chief executive that September – at which point the company had made a loss of a billion dollars for the financial year.

pages: 615 words: 168,775

Troublemakers: Silicon Valley's Coming of Age by Leslie Berlin

AltaVista, Apple II, Asilomar, Asilomar Conference on Recombinant DNA, beat the dealer, Bill Gates: Altair 8800, Bob Noyce, Byte Shop, Clayton Christensen, cloud computing, computer age, discovery of DNA, don't be evil, Donald Knuth, double helix, Douglas Engelbart, Douglas Engelbart, Dynabook, Edward Thorp, El Camino Real, fear of failure, Fellow of the Royal Society, financial independence, game design, Haight Ashbury, hiring and firing, industrial robot, informal economy, Internet of things, inventory management, John Markoff, Kickstarter, Kitchen Debate, Leonard Kleinrock, manufacturing employment, Mark Zuckerberg, Menlo Park, Minecraft, Mother of all demos, packet switching, Ralph Nader, Robert Metcalfe, rolodex, Ronald Reagan, Sand Hill Road, Silicon Valley, Silicon Valley startup, Snapchat, software as a service, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, Ted Nelson, union organizing, upwardly mobile, William Shockley: the traitorous eight, women in the workforce

Harriet Stix, “A UC Berkeley Degree Is Now the Apple of Steve Wozniak’s Eye,” Los Angeles Times, May 14, 1986. 18. Marilyn Chase, “Technical Flaws Plague Apple’s New Computer,” Wall Street Journal, April 15, 1981. Apple III prices ranged from $4,300 to nearly $8,000, compared to the Apple II systems at about half the cost. 19. Apple fixed the problems and brought the Apple III back in late 1981—“Let me re-introduce myself,” one advertisement began—but not much software was written for the machine, and it was not anywhere near as popular as the Apple II. (Sales were around 1,000 per month versus the Apple II’s 15,000.) By one estimate (Brent Schlender and Rick Tetzeli, Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader [New York: Crown Business, 2015]: 72), before the Apple III was discontinued in 1984, only 120,000 had been sold.

Robert J. Samuelson, “Steve Jobs and Apple Pie,” Newsweek, Oct. 7, 1985. 12. Markkula’s description of his internal reaction to Jobs’s request as “Whoopee! No problem at all!” Markkula, interview by author, May 3, 2016. 13. John Sculley, quoted in Regis McKenna’s notes on January 11, 1985, board meeting, reproduced in Regis McKenna, “ ‘The Journey Is the Reward’: My Thoughts on Steve Jobs and 35 Years of Being Inside/Outside Apple,” unpublished manuscript, revision of Jan. 29, 2012, RM. 14. Regis McKenna, notebook entry, n.d., but likely April 10 or 11, 1985, RM. 15. Steve Jobs, quoted in Regis McKenna’s notes on January 11, 1985, board meeting, reproduced in Regis McKenna, “ ‘The Journey Is the Reward’: My Thoughts on Steve Jobs and 35 Years of Being Inside/Outside Apple,” unpublished manuscript, revision of Jan. 29, 2012, RM. 16.

He did in 1979, when Apple launched the Apple Education Foundation, setting aside $250,000 (and later far more money) to support and advance new methods and techniques of learning through the use of small computers. The Apple Education Fund would help teach a generation of students about computers—and ideally yield future sales for Apple. “Upwardly-mobile parents and students in the future are expected to buy . . . the brand that was used in school,” a confidential Apple document explained.28 Within two years of the Apple Education Foundation’s launch, more educational software had been developed for the Apple II than for any other personal computer. In 1982, under a program called “The Kids Can’t Wait,” spearheaded by Steve Jobs, Apple donated some nine thousand Apple IIs worth $21 million to schools in California.VIII That donation, of course, led to tax write-offs for Apple, even more educational software being written for the machine, and more students who would leave for college and, as Markkula put it, “say ‘I want an Apple II’ ” when it came time to buy a computer.29 By 1983, after the foundation had made grants totaling more than $750,000, 73 percent of high schools and 84 percent of colleges that owned computers owned Apples.

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The Four: How Amazon, Apple, Facebook, and Google Divided and Conquered the World by Scott Galloway

activist fund / activist shareholder / activist investor, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Amazon Web Services, Apple II, autonomous vehicles, barriers to entry, Ben Horowitz, Bernie Sanders, big-box store, Bob Noyce, Brewster Kahle, business intelligence, California gold rush, cloud computing, commoditize, cuban missile crisis, David Brooks, disintermediation, don't be evil, Donald Trump, Elon Musk, follow your passion, future of journalism, future of work, global supply chain, Google Earth, Google Glasses, Google X / Alphabet X, Internet Archive, invisible hand, Jeff Bezos, Jony Ive, Khan Academy, longitudinal study, Lyft, Mark Zuckerberg, meta analysis, meta-analysis, Network effects, new economy, obamacare, Oculus Rift, offshore financial centre, passive income, Peter Thiel, profit motive, race to the bottom, RAND corporation, ride hailing / ride sharing, risk tolerance, Robert Mercer, Robert Shiller, Robert Shiller, Search for Extraterrestrial Intelligence, self-driving car, sentiment analysis, shareholder value, Silicon Valley, Snapchat, software is eating the world, speech recognition, Stephen Hawking, Steve Ballmer, Steve Jobs, Steve Wozniak, Stewart Brand, supercomputer in your pocket, Tesla Model S, Tim Cook: Apple, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, undersea cable, Whole Earth Catalog, winner-take-all economy, working poor, young professional

I believe the world would be a better place had LS&Co. registered Apple-like success, as the Haas family (who own LS&Co.) is what you hope all business owners would be: modest, committed to the community, and generous. Steve Jobs brought Drexler onto Apple’s board of directors in 1999, soon after his return to Apple—and two years later Apple launched its first brick-and-mortar store in Tyson’s Corner, Virginia.30 Apple’s stores were glitzier than Gap stores. Most experts yawned. Brick and mortar, they said, was the past. The internet was the future. As if Steve Jobs, of all people, didn’t understand that. It’s difficult to remember now, but when Apple made that move back then, most people figured the company was wrong; that Apple was a company lurching toward irrelevance; and that by opening fancy stores it was positioning itself for luxury with the equivalent of a walker.

That set the stage for the masterpiece—the iPhone—that had Apple fanatics all over the world camping out in front of electronics stores. And finally, the sublime iPad. The unsung hero of Apple’s success is Napster founder Shawn Fanning, who scared the music industry into the arms of Apple, and who set about partnering with them similar to the way a vampire partners with a blood bag. Could Apple have maintained this pace into the current decade had Steve Jobs survived his illness? Probably. Because for all of his less than savory traits, he accomplished one important thing: he turned Apple, after the risk-averse years under John Sculley, into a company—arguably the biggest company ever—that made taking risks its first option. Unlike every other Fortune 500 CEO, Steve Jobs punished careful thinking, and history recorded the results. Steve Jobs—not Bob Noyce at Intel or David Packard at HP—became the first person to found a company and then make it the most valuable company in the world.

In sum, young Democrats were on Apple’s side, and old Republicans, government.3 That wasn’t what you might expect from either side, the former being for expanding the power of big government, and the latter for protecting the prerogatives of big business. But Apple, and the other horsemen, play by a different set of rules. Put another way, anybody who matters in the consumer world is for Apple. Young Democrats (millennials with college degrees) didn’t just inherit the Earth, they conquered it, led by engineering grads from MIT and Harvard dropouts. They are growing their income, spending it irrationally, as young people do, and have a facility with technology that makes them influential and important to business.4 They sided with Apple, as the firm embodies their own maverick, antiestablishment, progressive ideals—and conveniently ignored the fact that Steve Jobs gave nothing to charity, almost exclusively hired middle-aged white guys, and was an awful person. It didn’t matter, because Apple is cool. Even more, Apple is an innovator.

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Samsung Rising: The Inside Story of the South Korean Giant That Set Out to Beat Apple and Conquer Tech by Geoffrey Cain

Apple's 1984 Super Bowl advert, Asian financial crisis, autonomous vehicles, Berlin Wall, business intelligence, cloud computing, corporate governance, creative destruction, don't be evil, Donald Trump, double helix, Dynabook, Elon Musk, fear of failure, Internet of things, John Markoff, Jony Ive, Kickstarter, Mahatma Gandhi, Mark Zuckerberg, megacity, Mikhail Gorbachev, Nelson Mandela, patent troll, rolodex, shareholder value, Silicon Valley, Silicon Valley startup, Skype, Steve Jobs, Superbowl ad, Tim Cook: Apple, too big to fail, WikiLeaks, wikimedia commons

Samsung, however, won legal victories: Charles Arthur, “Samsung Galaxy Tab ‘Does Not Copy Apple’s Designs,’ ” The Guardian, October 18, 2012,​technology/​2012/​oct/​18/​samsung-galaxy-tab-apple-ipad; Associated Press, “Samsung Wins Korean Battle in Apple Patent War,” August 24, 2012,​news/​business/​samsung-wins-korean-battle-in-apple-patent-war-1.1153862; Mari Saito and Maki Shiraki, “Samsung Triumphs Over Apple in Japan Patent Case,” Reuters, August 31, 2012,​article/​us-apple-samsung-japan/​samsung-wins-over-apple-in-japan-patent-case-idINBRE87U05R20120831. Steve Jobs was an admirer of Sony: Leander Kahney, “Steve Jobs’ Sony Envy [Sculley Interview],” Cult of Mac, October 14, 2010,​63316/​steve-jobs-sony-envy-sculley-interview/. Apple designers borrowed: Christina Bonnington, “Apple v. Samsung: 5 Surprising Reveals in Latest Court Documents,” Wired, July 27, 2012,​2012/​07/​apple-reveals-for-monday-trial/. “We are going to patent it all”: Fred Vogelstein, Dogfight: How Apple and Google Went to War and Started a Revolution (New York: Sarah Crichton Books, 2013), p. 172. calling their larger phones “Hummers”: Chris Ziegler, “Apple’s Steve Jobs: ‘No One’s Going to Buy’ a Big Phone,” Engadget, July 16, 2010,​2010/​07/​16/​jobs-no-ones-going-to-buy-a-big-phone/.

But that didn’t deter Jobs: Alan Kay, “American Computer Pioneer Alan Kay’s Concept, the Dynabook, Was Published in 1972. How Come Steve Jobs and Apple iPad Get the Credit for Tablet Invention?” Quora, April 21, 2019,​American-computer-pioneer-Alan-Kay-s-concept-the-Dynabook-was-published-in-1972-How-come-Steve-Jobs-and-Apple-iPad-get-the-credit-for-tablet-invention/​answer/​Alan-Kay-11. would need to be portable: Jay Elliot, interview by the author, January 9, 2014. Jobs disembarked at the grimy: Jay Elliot, interview by the author, January 9, 2014. Samsung began supplying Apple: Frank Rose, West of Eden: The End of Innocence at Apple Computer (New York: Stuyvesant Street Press, 1989), p. 163. “Steve was boasting”: Jay Elliot, interview by the author, January 9, 2014.

It came in four variations: Kat Hannaford, “Samsung Galaxy S Known as Vibrant, Captivate and Fascinate with US Carriers,” Gizmodo, June 28, 2010,​samsung-galaxy-s-known-as-vibrant-captivate-and-fascin-5574325. “thermonuclear war”: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), p. 512. wary of endangering the relationship: Poornima Gupta, Miyoung Kim, and Dan Levine, “How the Apple-Samsung War Is Completely Different Than Any Other Tech Rivalry in History,” Reuters, February 10, 2013,​apple-and-samsung-2013-2. Apple drafted a proposal to license: “Samsung-Apple Licensing Discussion” (Defendant’s Exhibit No. 586.001), Apple vs. Samsung Electronics, case no. 11-1846 (U.S. District Court, Northern District of California, San Jose Division, 2011). It demanded $2.5 billion in damages: Ashby Jones, “Apple’s Pretrial Salvo,” The Wall Street Journal, July 25, 2012,​articles/​SB10000872396390443295404577547352281567654.

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

3D printing, Airbnb, Albert Einstein, Berlin Wall, Black Swan, Chuck Templeton: OpenTable:, clean water, collapse of Lehman Brothers, creative destruction, Credit Default Swap, crony capitalism, crowdsourcing, Danny Hillis, declining real wages, demographic dividend, disruptive innovation, Elon Musk,, 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, John Markoff, Joseph Schumpeter, Kickstarter, lone genius, longitudinal study, manufacturing employment, Marc Andreessen, Mark Zuckerberg, Martin Wolf, new economy, Paul Graham, Peter Thiel, QR code, 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

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.

; online/jonathan-ive-on-apple/imac-1998, accessed September 5, 2012; Janet Abrams, “Radical Craft/The Second Art Center Design Conference,” 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, 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, blog/inside-apples-secret-packaging-room. 188 The iMac’s launch in 1998:

It’s no accident that when he launched his company, Steve Jobs followed the Sony model of a consumer-friendly technology company. He knew that it was always tempting for technology companies to frame themselves from the engineer’s point of view, not the consumer’s. Over time, Jobs would fight his engineers constantly to keep Apple products easy to use. No one has reframed the story of personal technology quite like Steve Jobs. With every new product, he further moved the focus away from engineered functionality and toward user experience. His contributions transformed not only the personal computer market, but the entire field of design. Jobs, who framed his very role in his own terms, thinking of himself as a designer, not an engineer, was able to see a completely original relationship between people and technology. Apple under Jobs transformed entire industries and the way we interact with products on a personal level.

To Pixar and Beyond by Lawrence Levy

computerized trading, index card, Loma Prieta earthquake, risk tolerance, Sand Hill Road, Silicon Valley, Silicon Valley startup, spice trade, Steve Jobs, Wall-E

It was a clear and cool fall day in San Bruno, California, near the San Francisco airport. I picked up the phone, not knowing who it might be. The last thing I expected was to speak to a celebrity. “Hi, is this Lawrence?” “Yes, it’s me.” “This is Steve Jobs,” the voice on the other end of the line said. “I saw your picture in a magazine a few years ago and thought we’d work together someday.” Even in those days, when the downfall of Steve Jobs was a favorite topic around Silicon Valley eateries, a call from him was enough to stop me in my tracks. Maybe he wasn’t as hot as he had been before his unceremonious departure from Apple ten years earlier, but our industry had never had a more charismatic figure. I couldn’t help but feel a spurt of excitement at realizing not only that he knew who I was, but that he had actually called me.

Classification: LCC PN1998.3.L4673 A32016 (print) | LCC PN1998.3.L4673 (ebook) | DDC 791.4302/3092—dc23 LC record available at COVER DESIGN BY BRIAN MOORE eISBN 978-0-544-73419-7 v1.1016 For Hillary, Jason, Sarah, and Jenna Prologue “Hey, Steve, you up for a walk?” I asked over the phone. It was the fall of 2005. Steve Jobs and I had asked each other that question countless times over the past ten years. But this time was different. Steve had turned fifty earlier that year and the burden of cancer and surgery was taking its toll. For a while now we had kept our talks and walks light. Steve had enough on his hands at Apple. In the past year he had introduced a new line of iPods, including the brand-new iPod shuffle and iPod nano that continued to usher in a new era of music listening. Today, though, I had something specific on my mind. I was on Pixar’s board of directors, having previously served as Pixar’s chief financial officer and a member of its Office of the President.

Moreover, Steve Jobs may have been Silicon Valley’s most visible celebrity, but that made it all the more glaring that he had not had a hit in a long time—a very long time. His last two products before being stripped of all responsibilities at Apple in 1985—the Lisa and the original Macintosh computers—had both been commercial disasters, and the NeXT Computer was regarded by many observers as the triumph of hubris over practicality. It had been heralded as a technological marvel, but it had been unable to compete with the likes of Sun Microsystems and Silicon Graphics that sold less expensive, more compatible machines. More and more, Jobs was looking like yesterday’s news. When I told friends and colleagues that I was meeting Steve Jobs about Pixar, the most common response was “Why would you want to do that?” Still, I was intrigued, and there would be no harm in a meeting. I followed up by calling Steve’s office to arrange a time.

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Little Bets: How Breakthrough Ideas Emerge From Small Discoveries by Peter Sims

Amazon Web Services, Black Swan, Clayton Christensen, complexity theory, David Heinemeier Hansson, deliberate practice, discovery of penicillin, endowment effect, fear of failure, Frank Gehry, Guggenheim Bilbao, Jeff Bezos, knowledge economy, lateral thinking, Lean Startup, longitudinal study, loss aversion, meta analysis, meta-analysis, PageRank, Richard Florida, Richard Thaler, Ruby on Rails, Silicon Valley, statistical model, Steve Ballmer, Steve Jobs, Steve Wozniak, theory of mind, Toyota Production System, urban planning, Wall-E

The surprising story of Pixar’s development from a struggling startup without a viable business plan into one of the most successful movie makers ever beautifully illustrates both the value of building means as well as an affordable losses mentality. Pixar was a computer hardware company when Steve Jobs bought it in 1986. Before purchasing Pixar, Jobs had been forced out of Apple in 1985 by his hand-picked CEO successor, John Scully, following frequent clashes. Scully wanted Jobs to focus exclusively on products, while Jobs wanted to take Apple back over from Scully. After Scully caught wind of an attempted coup by Jobs when Scully was on a trip to Asia, he stripped Jobs of his responsibilities. Jobs then left Apple, bought Pixar, and started another computer company, called Next Computer. Both Pixar and Next struggled, and the open question was whether Steve Jobs was just another one-hit wonder. Jobs had had a clear initial vision for Next: to provide computer workstations to the education market.

by Bronwyn Fryer, Harvard Business Review blog, September 28, 2009, which can be found at: Jeff Bezos quote from: “Institutional Yes: The HBR Interview with Jeff Bezos,” by Julia Kirby and Thomas Stewart, Harvard Business Review, October 2007. Apple and Steve Jobs: Inside Steve’s Brain, by Leander Kahney, Portfolio (2008), 190–197. “Steve Jobs: The Next Insanely Great Thing,” by Gary Wolf, Wired, March 2002. Steve Jobs calligraphy example taken from his 2005 Stanford Commencement speech. James Chanos reference: Interview with Chanos. Jerry Seinfeld: Drawn from The Comedian (DVD), Directed by Christian Charles, with Jerry Seinfeld (2002). John Legend and Kevin Brereton: Interviews with Legend and Brereton. Status quo bias and loss aversion: Origin of status quo bias terminology and research: “Status Quo Bias in Decision Making,” by William Samuelson and Richard Zeckhauser, Journal of Risk and Uncertainty, vol. 1, 1988, 7–59.

CHAPTER 3 Failing Quickly to Learn Fast Being rigorous about spotting flaws and continuing to push toward excellence is essential to creative achievement. After all, Chris Rock, the Pixar filmmakers, Frank Gehry, Steve Jobs, and Colonel Casey Haskins are all perfectionists and yet they accept, even welcome, failure as they develop new ideas and strategies. Rock won’t appear on national television without perfecting his act, while Gehry was for years frustrated by the imperfections he noticed while watching performances at Disney Hall (he’s past that now). Steve Jobs will famously refuse to release a new Apple product, or product enclosure even, until it’s as close to perfect as possible. Yet none of them allow perfectionism to paralyze their creative processes, at least not for long. Depending on the form it takes, perfectionism is not necessarily a block to creativity.

pages: 199 words: 56,243

Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell by Eric Schmidt, Jonathan Rosenberg, Alan Eagle

Apple's 1984 Super Bowl advert, augmented reality, Ben Horowitz, cloud computing, El Camino Real, Erik Brynjolfsson, fear of failure, Jeff Bezos, longitudinal study, Marc Andreessen, Mark Zuckerberg, Menlo Park, meta analysis, meta-analysis, Sand Hill Road, shareholder value, Silicon Valley, speech recognition, Steve Ballmer, Steve Jobs, Tim Cook: Apple

.* Although he did not know it at the time, he was about to enter the third chapter of his career, a return to coaching full-time, but not on a football field. When Steve Jobs was forced out of Apple in 1985, Bill Campbell was one of the few leaders at the company who fought against the move. Dave Kinser, an Apple colleague of Bill’s at the time, recalls Bill saying that “we’ve got to keep Steve in the company. He’s way too talented to just let him leave!” Steve remembered that loyalty. When he returned to Apple and became its CEO in 1997, and most of the board members stepped down, Steve named Bill as one of the new directors.* (Bill served on the Apple board until 2014.) Steve and Bill became close friends, speaking frequently and spending many Sunday afternoons walking around their Palo Alto neighborhood discussing all sorts of topics.

It wasn’t even a product. It was a man. His name was Bill Campbell, and he wasn’t a hacker. He was a football coach turned sales guy. Yet somehow, Bill had become so influential that he went on a weekly Sunday walk with Steve Jobs, and the Google founders said they wouldn’t have made it without him. Bill’s name sounded familiar, but I couldn’t place it. Eventually it hit me: I recognized him from a case I had taught a few times on a management dilemma at Apple in the mid-1980s, when a brave, bright young manager named Donna Dubinsky challenged a distribution plan from Steve Jobs himself. Bill Campbell was Donna’s boss’s boss, and he dished out exactly the kind of tough love you’d expect from a football coach: he tore her proposal apart, pushed her to come up with something stronger, and then stood up for her.

You need to project humility, a selflessness, that projects that you care about the company and about people.” He was concerned that people he worked with would mistake charisma for leadership, which was somewhat surprising coming from a man who worked closely with Steve Jobs—the poster child for a charismatic business leader—for nearly three decades. But Bill believed that Jobs wasn’t a great leader during his first stint at Apple, which ended when John Sculley and the board removed him from the company in 1985. When Jobs returned to Apple as CEO in 1997, after Apple had purchased his company NeXT, Bill saw that Steve had changed. “He had always been charismatic, passionate, and brilliant. But when he returned, I watched him become a great manager. He was detailed in everything. Product of course, but also in the way he ran the finance organization, the sales organization, what he did with operations and logistics.

pages: 255 words: 68,829

How PowerPoint Makes You Stupid by Franck Frommer

Albert Einstein, business continuity plan, cuban missile crisis, dematerialisation, hypertext link, invention of writing, inventory management, invisible hand, Just-in-time delivery, knowledge worker, Marshall McLuhan, means of production, new economy, oil shock, Ronald Reagan, Silicon Valley, Steve Jobs, Steve Wozniak, union organizing

The most famous of these gatherings is the Macworld Conference Expo that takes place in January every year. Apple presents its earnings, its plans, and its new software and hardware. The “Mac family” waits like impatient fans for Steve Notes, the boss’s presentation.16 Over the years, these annual meetings have become highly codified ceremonies, the staging of which Steve Jobs has brought to a high polish. Helped by increasingly inventive technology, the entertainer of the early days turned into a guru able to convert millions of the faithful into purchasers of his latest technological gadgets. Boston, January 1997, Macworld Conference Expo: it is a historic moment. As the mythical brand is running out of steam—not only are the numbers down, but the notoriety and the originality of Apple are under severe strain—Steve Jobs, then president of Pixar,17 returns after ten years away.

First standing ovation. The presentation follows a well-tried plan: brief slide on earnings—better to be quick; they’re bad—then Steve Jobs, armed with his remote, the essential tool of Steve Notes, briefly recounts his time at Pixar, then follows with three quotations that appear on the screen. “Apple has become irrelevant.” “Apple can’t execute anything.”18 “Apple’s culture is anarchy; you can’t manage it.” Jobs’s entire presentation is based on these three negative judgments. The procedure is clever; it enables him to build, practically in real time, Apple’s new strategy on the basis of criticisms made of it and to bring out the value of the innovative products and services intended to contradict these received ideas. Jobs’s first trick is to rely on the audience’s taste for numbers. The use of a number as image or emblem is an indication of his way of using a mere item of management information as an element of communication: quantity thus becomes a sign of quality.19 The number of units sold, hard-drive capacity, prices, market share—all become icons of Apple’s success over the years, powerful elements of memory.

Exhibiting technology in this way has a twofold advantage: it is useful for staging, and it heightens the value of the product. In addition, this mastery is accented by Steve Jobs in the role of demiurge, directing each element of the spectacle with his remote, which he uses like a magic wand with authority and precision. After the film, the speaker takes the floor again, using another basic tool of presentation: interaction with the public, usually in the form of questions and answers. What are Apple’s main strengths? “Its 25 million worldwide users, meaning you!” Another ovation. The audience is happy; it has become the hero of the presentation. Being able to connect with the audience is one of the keys to a successful PowerPoint presentation. Steve Jobs goes further, seeking complicity, connivance, even identification. A skillful stage manager, the head of Apple creates a new surprise. After playing around with the names of operating systems: Tempo, Allegro, and Requiem, alluding to the firm’s sad financial state, he commits the irreparable by bringing the fox into the henhouse—the sworn enemy, Bill Gates, the boss of Microsoft, creator of Windows and copier of Apple.20 It seems implausible.

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The Innovators: How a Group of Inventors, Hackers, Geniuses and Geeks Created the Digital Revolution by Walter Isaacson

1960s counterculture, Ada Lovelace, AI winter, Alan Turing: On Computable Numbers, with an Application to the Entscheidungsproblem, Albert Einstein, AltaVista, Apple II, augmented reality, back-to-the-land, beat the dealer, Bill Gates: Altair 8800, bitcoin, Bob Noyce, Buckminster Fuller, Byte Shop,, call centre, citizen journalism, Claude Shannon: information theory, Clayton Christensen, commoditize, computer age, crowdsourcing, cryptocurrency, Debian, desegregation, Donald Davies, Douglas Engelbart, Douglas Engelbart, Douglas Hofstadter, Dynabook, El Camino Real, Electric Kool-Aid Acid Test,, Firefox, Google Glasses, Grace Hopper, Gödel, Escher, Bach, Hacker Ethic, Haight Ashbury, Howard Rheingold, Hush-A-Phone, HyperCard, hypertext link, index card, Internet Archive, Jacquard loom, Jaron Lanier, Jeff Bezos, jimmy wales, John Markoff, John von Neumann, Joseph-Marie Jacquard, Leonard Kleinrock, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Mitch Kapor, Mother of all demos, new economy, New Journalism, Norbert Wiener, Norman Macrae, packet switching, PageRank, Paul Terrell, pirate software, popular electronics, pre–internet, RAND corporation, Ray Kurzweil, RFC: Request For Comment, Richard Feynman, Richard Stallman, Robert Metcalfe, Rubik’s Cube, Sand Hill Road, Saturday Night Live, self-driving car, Silicon Valley, Silicon Valley startup, Skype, slashdot, speech recognition, Steve Ballmer, Steve Crocker, Steve Jobs, Steve Wozniak, Steven Levy, Steven Pinker, Stewart Brand, technological singularity, technoutopianism, Ted Nelson, The Coming Technological Singularity, The Nature of the Firm, The Wisdom of Crowds, Turing complete, Turing machine, Turing test, Vannevar Bush, Vernor Vinge, Von Neumann architecture, Watson beat the top human players on Jeopardy!, Whole Earth Catalog, Whole Earth Review, wikimedia commons, William Shockley: the traitorous eight

Hardware hackers such as Wozniak ceded primacy to software coders such as Gates. With the Apple II and then, more notably, the Macintosh in 1984, Apple pioneered the practice of creating machines that users were not supposed to open and fiddle with their innards. The Apple II also established a doctrine that would become a religious creed for Steve Jobs: his company’s hardware was tightly integrated with its operating system software. He was a perfectionist who liked to control the user experience end to end. He didn’t want to let you buy an Apple machine and run someone else’s clunky operating system on it, nor buy Apple’s operating system and put it on someone else’s junky hardware. That integrated model did not become standard practice. The launch of the Apple II woke up the big computer companies, most notably IBM, and prompted an alternative to emerge.

But growth began to taper off, largely because Commodore’s computer sales were slumping in the face of new competition from Apple and others. “We have to take control of our destiny,” Kimsey told Case.29 It was clear that for Quantum to succeed, it had to create its Link online services for other computer makers, most notably Apple. With the tenacity that came with his patient personality, Case targeted the executives at Apple. Even after its brilliantly controlling cofounder Steve Jobs had been forced out of the company, at least for the time being, Apple was difficult to partner with. So Case moved across the country to Cupertino and took an apartment near Apple’s headquarters. From there he waged his siege. There were many possible units within Apple he could try to conquer, and he was eventually able to get a little desk inside the company.

Bill Gates and Paul Allen interview, by Brent Schlender, Fortune, Oct. 2, 1995. 106. Bill Gates interview, conducted by David Bunnell, PC magazine, Feb. 1, 1982. 107. Isaacson, Steve Jobs, 135. 108. Isaacson, Steve Jobs, 94. 109. Author’s interview with Steve Jobs. 110. Steve Jobs presentation, Jan. 1984, 111. Isaacson, Steve Jobs, 173. 112. Author’s interview with Andy Hertzfeld. 113. Author’s interviews with Steve Jobs and Bill Gates. 114. Andy Hertzfeld, Revolution in the Valley (O’Reilly Media, 2005), 191. See also Andy Hertzfeld, 115. Author’s interviews with Steve Jobs and Bill Gates. 116. Author’s interview with Steve Jobs. 117. In addition to the sources cited below, this section is based on my interview with Richard Stallman; Richard Stallman, essays and philosophy, on; Sam Williams, with revisions by Richard M.

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How to Turn Down a Billion Dollars: The Snapchat Story by Billy Gallagher

Airbnb, Albert Einstein, Amazon Web Services, Apple's 1984 Super Bowl advert, augmented reality, Bernie Sanders, Black Swan, citizen journalism, Clayton Christensen, computer vision, disruptive innovation, Donald Trump, El Camino Real, Elon Musk, Frank Gehry, Google Glasses, Hyperloop, information asymmetry, Jeff Bezos,, Lean Startup, Long Term Capital Management, Mark Zuckerberg, Menlo Park, minimum viable product, Nelson Mandela, Oculus Rift, paypal mafia, Peter Thiel, QR code, Sand Hill Road, Saturday Night Live, side project, Silicon Valley, Silicon Valley startup, Snapchat, social graph, sorting algorithm, speech recognition, stealth mode startup, Steve Jobs, too big to fail, Y Combinator, young professional

Snapchat investors and advisors, afraid of irritating Evan, have often been unwilling to speak publicly about even basic things like how the company differentiates itself and what its mission is. Evan is hardly the first tech founder to be secretive. Some of the industry’s most revered leaders like Steve Jobs and Jeff Bezos are known for their intense corporate secrecy. As much as Evan has had a rivalry with Mark Zuckerberg, he has also been empowered by Zuckerberg, who blazed the trail for him. Steve Jobs was not the CEO of Apple until his second stint with the company; Google’s investors demanded they bring in Eric Schmidt as a more professional CEO than cofounders Larry Page and Sergey Brin. But Zuckerberg’s overwhelming success and maturation from immature genius into visionary CEO caused a shift in Silicon Valley to strongly favor founders as CEOs.

Live From New York: The Complete, Uncensored History of Saturday Night Live as Told by Its Stars, Writers, and Guests. New York: Little, Brown and Company, 2016. Moritz. Michael. Return to the Little Kingdom: How Apple and Steve Jobs Changed the World. New York: Overlook Press, 2009. Reis, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Business, 2011. Roose, Kevin. Young Money: Inside the Hidden World of Wall Street’s Post-Crash Recruits. New York: Grand Central Publishing, 2014. Rose, Todd. The End of Average: How We Succeed in a World That Values Sameness. New York: HarperOne, 2016. Schlender, Brent, and Rick Tetzeli. Becoming Steve Jobs. New York: Crown Business, 2015. Sorkin, Andrew Ross. Too Big to Fail: The Inside Story of How Wall Street and Washington Fought to Save the Financial System—and Themselves.

All of these social networks developed their own cultures and aesthetics as we used each one in different ways, determined by the early primary use-case and the stage in our lives during which we joined them. By the time Reggie had his epiphany, the tech world was embracing front-facing cameras. On October 14, 2011, Apple released the iPhone 4S, its second phone with a front-facing camera (making the iPhone 4, also with a front-facing camera, more affordable). Apple’s front-facing cameras were mostly for its video chat feature, FaceTime, but were starting to be used for photographs as well. Technology and art were converging as the iPhone created amateur photographers of everyone. Evan wanted to build Snapchat as an art and technology company, modeled after two of his heroes, Edwin Land and Steve Jobs. Jobs had also considered Land a personal hero and someone he modeled his career after. There is an obvious connection between the three visionaries. Land created the first truly portable, instant camera in Polaroid, enabling people to snap a photo then almost instantly view it.

pages: 559 words: 157,112

Dealers of Lightning by Michael A. Hiltzik

Apple II, Apple's 1984 Super Bowl advert, beat the dealer, Bill Duvall, Bill Gates: Altair 8800, business cycle, computer age, creative destruction, Douglas Engelbart, Dynabook, Edward Thorp, El Camino Real, index card, Jeff Rulifson, John Markoff, Joseph Schumpeter, Marshall McLuhan, Menlo Park, oil shock, popular electronics, Robert Metcalfe, Ronald Reagan, Silicon Valley, speech recognition, Steve Ballmer, Steve Crocker, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, the medium is the message, Vannevar Bush, Whole Earth Catalog, zero-sum game

To take the most obvious questions first: There were two separate demonstrations, not one, and the second covered all the most secret material. They occurred in December 1979. The computer was almost surely an Alto and the principal demonstrators were Goldberg, Tesler, Dan Ingalls, and Diana Merry. Steve Jobs was initially skeptical of what PARC might have to offer but allowed his engineers to convince him otherwise. As for Jobs’s acuity, he later admitted that he was shown three mind-bending innovations at PARC, but the first one was so dazzling it blinded him to the significance of the second and third. Perhaps most important, the Steve Jobs demo was not a random event or a stroke of luck for Apple, as it has sometimes been portrayed. Apple’s engineers knew what they were after. They had taken great pains to plan for the moment, and they arrived at PARC fully prepared to ask the right questions and interpret the answers.

Whether Microsoft itself will be the “Microsoft of the nineties,” in Steve Jobs’s phrase, will not be known until well after the turn of the millennium. Another dubious assumption is that Xerox, simply by dint of its size and marketing savvy, should have been well up to the demands of commercializing the Alto, Ethernet, and dozens of other orphaned PARC innovations. This argument is most often expressed as a question: “If little Apple could sell personal computers, why couldn’t big Xerox?” The answer, of course, is that Apple was able to market the PCnot in spite of its small size, but because of it. Commercializing a radical new technology often means betting the company on the outcome. In 1981 this had decidedly different meanings for Xerox and Apple. Xerox employed 125,000 workers, Apple forty. Virtually Xerox’s entire workforce was focused on selling one type of product: the office copier.

Larry Tesler, fed up by his fruitless quest to interest Xerox in the Notetaker, was awaiting only a sign of when and where he should go. That sign appeared one day in 1979, when a Silicon Valley legend in the making walked through PARC’s front door. CHAPTER 23 Steve Jobs Gets His Show and Tell Thus we come to Steven P. Jobs. The Apple Computer cofounder’s visit to PARC, from which he reputedly spirited off the ideas that later made the Apple Macintosh famous, is one of the foundation legends of personal computing, as replete with drama and consequence as the story of David and Goliath or the fable of the mouse and the lion with an injured paw. It holds enough material to serve the mythmaking of not one corporation but two, Xerox and Apple. If one seeks proof of its importance, one need look no further than the fact that to this date no two people involved in the episode recollect it quite the same way.

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

"Robert Solow", Apple II, banking crisis, barriers to entry, Bretton Woods, business cycle, California gold rush, call centre, carbon footprint, Carmen Reinhart, cleantech, computer age, creative destruction, credit crunch, David Ricardo: comparative advantage, demand response, deskilling, endogenous growth, energy security, energy transition, eurozone crisis, everywhere but in the productivity statistics, Financial Instability Hypothesis, full employment, G4S, Growth in a Time of Debt, Hyman Minsky, incomplete markets, information retrieval, intangible asset, invisible hand, Joseph Schumpeter, Kenneth Rogoff, Kickstarter, knowledge economy, knowledge worker, natural language processing, new economy, offshore financial centre, Philip Mirowski, 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

While the products owe their beautiful design and slick integration to the genius of Jobs and his large team, nearly every state-of-the-art technology found in the iPod, iPhone and iPad is an often overlooked and ignored achievement of the research efforts and funding support of the government and military. Only about a decade ago Apple was best known for its innovative personal computer design and production. Established on 1 April 1976 in Cupertino, California by Steve Jobs, Steve Wozniak and Ronald Wayne, Apple was incorporated in 1977 by Jobs and Wozniak to sell the Apple I personal computer.1 The company was originally named Apple Computer, Inc. and for 30 years focused on the production of personal computers. On 9 January 2007, the company announced it was removing the ‘Computer’ from its name, reflecting its shift in focus from personal computers to consumer electronics. This same year, Apple launched the iPhone and iPod Touch featuring its new mobile operating system, iOS, which is now used in other Apple products such as the iPad and Apple TV. Drawing on many of the technological capabilities of earlier generations of the iPod, the iPhone (and iPod Touch) featured a revolutionary multi-touch screen with a virtual keyboard as part of its new operating system.

The success and popularity of Apple’s new products was quickly reflected in the company’s revenues. In 2011, Apple’s revenue ($76.4 billion) was so big that it surpassed the US government’s operating cash balance ($73.7 billion) according to the latest figures from the US Treasury Department available at that time (BBC 2012). This surge in Apple’s revenues was quickly translated into better market valuations and increased popularity of shares of Apple stock listed on the NASDAQ. As shown in Figure 11, Apple’s stock price has increased from $8/ share to $700/share since the iPod was first introduced by Steve Jobs on 23 October 2001. The launch of iOS products in 2007 enabled the company to secure a place among the most valuable companies in the US.3 Figure 11. Apple stock prices between 1990 and 20124 Figure 12. Productive R&D or free lunch?

Chapter 5 THE STATE BEHIND THE iPHONE Stay hungry, stay foolish Steve Jobs (2005) In his now well-known Stanford University commencement address, delivered on 12 June 2005, Steve Jobs, then CEO of Apple Computer and Pixar Animation Studios, encouraged the graduating class to be innovative by ‘pursuing what you love’ and ‘staying foolish’. The speech has been cited worldwide as it epitomizes the culture of the ‘knowledge’ economy, whereby what are deemed important for innovation are not just large R&D labs but also a ‘culture’ of innovation and the ability of key players to change the ‘rules of the game’. By emphasizing the ‘foolish’ part of innovation, Jobs highlights the fact that underlying the success of a company like Apple – at the heart of the Silicon Valley revolution – is not (just) the experience and technical expertise of its staff, but (also) their ability to be a bit ‘crazy’, take risks and give ‘design’ as much importance as hardcore technology.

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The Self-Made Billionaire Effect: How Extreme Producers Create Massive Value by John Sviokla, Mitch Cohen

business cycle, Cass Sunstein, Colonization of Mars, corporate raider, Daniel Kahneman / Amos Tversky, Elon Musk, Frederick Winslow Taylor, game design, global supply chain, James Dyson, Jeff Bezos, John Harrison: Longitude, Jony Ive, loss aversion, Mark Zuckerberg, market design, old-boy network, paper trading, RAND corporation, randomized controlled trial, Richard Thaler, risk tolerance, self-driving car, Silicon Valley, smart meter, Steve Ballmer, Steve Jobs, Steve Wozniak, Tony Hsieh, Toyota Production System, young professional

He has since founded Vatera Healthcare Partners, a health venture capital firm, and Arisaph Pharmaceuticals, a biotech discovery firm. Steve Jobs 1955–2011, United States Apple Computer, Pixar Jobs was a game designer at Atari when he, Steve Wozniak, and Ronald Wayne launched Apple Computer in 1976 to market a personal computer Wozniak had invented. The first Apple PCs proved a huge success, but later products floundered. Infighting led to Jobs’s 1985 ouster. He founded NeXT Computer and bought the Pixar animation studio from George Lucas. Pixar’s 1995 IPO made Jobs a billionaire. Two years later, Apple bought NeXT and reinstated Jobs as CEO, ushering in an era of tremendous innovation and growth driven by the iPod, iPhone, and iPad. Steve Jobs died of pancreatic cancer in 2011. Kirk Kerkorian b. 1917, United States International Leisure, MGM/United Artists, MGM Resorts International A flight instructor as a young man, Kirk Kerkorian then risked his life flying mosquito bombers for the Canadian Royal Air Force during World War II.

Compare Boone Pickens’s resiliency to the hesitancy that affected Ron Wayne, an original partner in Apple Computer. Wayne had started a slot machine business that failed, swallowing $50,000 of savings. After that failure he went to work at Atari, where he met Steve Jobs. When Jobs later asked Wayne to join Apple Computer as a third partner to balance and adjudicate between Jobs and the engineering wunderkind Steve Wozniak, Wayne was initially enthusiastic. But then it became clear that they were going to structure the nascent Apple Computer as a partnership. Wayne, who was significantly older than his partners, was worried about the personal liability he would incur if all the borrowing and spending Jobs was doing to manufacture the Apple I at volume did not pan out. The fear overcame him and a few days after they filed the business paperwork he pulled out.33 HOW EXECUTIVES CAN LEARN TO REVERSE THE RISK EQUATION Producers aren’t knocked out of the entrepreneurial game by defeats—even those that seem entirely devastating.

The key lesson here is that Producers become skilled in the same way that top musicians get to Carnegie Hall—practice accumulated over many years. Such acumen explains how Dietrich Mateschitz was able, as an unknown businessman, to persuade the young Formula 1 driver Gerhard Berger to walk around with a bottle of Red Bull in his hand without having an official endorsement contract. It explains how Steve Jobs—the same man who had been ousted ten years earlier—was able to persuade the leaders of Apple not only to buy NeXT, a company with little in the way of unique technology, but also to reinstate him as Apple’s CEO. And it offers some insight into the history of the Time Warner Center, the jewel in the crown of Stephen Ross’s Related Companies portfolio.14 Redevelopment projects require a strong, name-brand tenant to anchor the deal. For that role Stephen Ross, the billionaire developer of New York’s Time Warner Center, approached Dick Parsons, the CEO of Time Warner, whose offices had been in the Rockefeller Center area of New York’s midtown.

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Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries by Safi Bahcall

accounting loophole / creative accounting, Albert Einstein, Apple II, Apple's 1984 Super Bowl advert, Astronomia nova, British Empire, Cass Sunstein, Charles Lindbergh, Clayton Christensen, cognitive bias, creative destruction, disruptive innovation, diversified portfolio, double helix, Douglas Engelbart, Douglas Engelbart, Edmond Halley, Gary Taubes, hypertext link, invisible hand, Isaac Newton, Johannes Kepler, Jony Ive, knowledge economy, lone genius, Louis Pasteur, Mark Zuckerberg, Menlo Park, Mother of all demos, Murray Gell-Mann, PageRank, Peter Thiel, Philip Mirowski, Pierre-Simon Laplace, prediction markets, pre–internet, Ralph Waldo Emerson, RAND corporation, random walk, Richard Feynman, Richard Thaler, side project, Silicon Valley, six sigma, Solar eclipse in 1919, stem cell, Steve Jobs, Steve Wozniak, the scientific method, The Wealth of Nations by Adam Smith, The Wisdom of Crowds, Tim Cook: Apple, tulip mania, Wall-E, wikimedia commons, yield management

A Forbes article stated, “There are very few miracle workers in the business world, and it is now clear that Steve Jobs is not one of them.” WHEN MOSES DOUBLES DOWN The facts of Jobs’s forced exit from Apple in 1985, and his path to the mess at NeXT, have been well laid out. In 1975, Steve Wozniak combined a microprocessor, keyboard, and screen into one of the earliest personal computers. Jobs convinced Wozniak to quit his job and start a company. After some initial success with their Apple I and II, however, competitors quickly passed Apple by. In 1980, Atari and Radio Shack (TRS-80) sold roughly seven times as many computers as Apple. By 1983, Commodore dominated the market, with the IBM PC, launched only two years earlier, a close second. Apple’s share had dropped to less than 10 percent and was shrinking rapidly. Apple’s attempts to win back the spotlight with the Apple III and the Lisa, projects led by Jobs until he lost interest (in one case) or was kicked off (in the other), flopped.

The less-famous history of an ultra-famous icon captures one person’s evolution toward this balance. During Steve Jobs’s first stint at Apple, he called his loonshot group working on the Mac “pirates” or “artists” (he saw himself, of course, as the ultimate pirate-artist). Jobs dismissed the group working on the Apple II franchise as “regular Navy.” The hostility he created between the two groups, by lionizing the artists and belittling the soldiers, was so great that the street between their two buildings was known as the DMZ—the demilitarized zone. The hostility undermined both products. Steve Wozniak, Apple’s cofounder along with Jobs, who was working on the Apple II franchise, left, along with other critical employees; the Mac launch failed commercially; Apple faced severe financial pressure; Jobs was exiled; and John Sculley took over (eventually rescuing the Mac and restoring financial stability).

It not only developed four of the most important cancer drugs of the past twenty years but it also overcame the nearly impossible manufacturing challenges of growing them from live organisms, in a lab, to deliver to millions of patients around the world. The company translated that scientific and manufacturing expertise into products generating over $10 billion in annual sales. It did so, in large part, by balancing loonshots and franchises extraordinarily well. In April 2000, three years after Steve Jobs returned to Apple, he invited Art Levinson to join his new board of directors. After Jobs passed away in 2011, Levinson replaced him as chairman of Apple. RESCUE OPERATIONS The well-told story of Jobs’s return to Apple and its subsequent rise to the most valuable company in the world is a remarkable example of nurturing loonshots, in a race against time, to rescue a franchise in crisis. But it should be, by now, a familiar example. Vannevar Bush arrived in Washington to rescue a franchise lagging far behind in a technology race, just months before the start of a world war.

pages: 325 words: 110,330

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull, Amy Wallace

Albert Einstein, business climate, buy low sell high, complexity theory, fear of failure, Golden Gate Park, iterative process, Johannes Kepler, Menlo Park, rolodex, Rubik’s Cube, Sand Hill Road, Silicon Valley, Silicon Valley startup, Steve Jobs, Wall-E

To this day, I am thankful that the deal went south. Because it paved the way for Steve Jobs. I first met Steve in February of 1985, when he was the director of Apple Computer, Inc. Our meeting had been arranged by Apple’s chief scientist, Alan Kay, who knew that Alvy and I were looking for investors to take our graphics division off George’s hands. Alan had been at the U of U with me and at Xerox PARC with Alvy, and he told Steve that he should visit us if he wanted to see the cutting edge in computer graphics. We met in a conference room with a white board and a large table surrounded by chairs—not that Steve stayed seated for very long. Within minutes, he was standing at the white board, drawing us a chart of Apple’s revenues. I remember his assertiveness. There was no small talk. Instead, there were questions.

As he spoke, it became clear to us that his goal was not to build an animation studio; his goal was to build the next generation of home computers to compete with Apple. This wasn’t merely a deviation from our vision, it was the total abandonment of it, so we politely declined. We returned to the task of trying to find a buyer. Time was running out. Months passed. As we approached the one-year anniversary of our unveiling of The Adventures of André and Wally B., our anxiety—the kind that builds when survival is at stake and saviors are in short supply—was showing on our faces. Still, we had fortune on our side—or, at least, geography. The 1985 SIGGRAPH conference was being held in San Francisco, right up the 101 freeway from Silicon Valley. We had a booth on the trade show floor where we showcased our Pixar Image Computer. Steve Jobs dropped by on the first afternoon. Immediately, I sensed a change.

After we signed our names, Steve pulled Alvy and me aside, put his arms around us and said, “Whatever happens, we have to be loyal to each other.” I took that as an expression of his still-bruised feelings in the wake of his ouster from Apple, but I never forgot it. The gestation had been trying, but the feisty little company called Pixar had been born. CHAPTER 3 A DEFINING GOAL There is nothing quite like ignorance combined with a driving need to succeed to force rapid learning. I know this from firsthand experience. In 1986, I became the president of a new hardware company whose main business was selling the Pixar Image Computer. The only problem was, I had no idea what I was doing. From the outside, Pixar probably looked like your typical Silicon Valley startup. On the inside, however, we were anything but. Steve Jobs had never manufactured or marketed a high-end machine before, so he had neither the experience nor the intuition about how to do so.

pages: 345 words: 92,849

Equal Is Unfair: America's Misguided Fight Against Income Inequality by Don Watkins, Yaron Brook

3D printing, Affordable Care Act / Obamacare, Apple II, barriers to entry, Berlin Wall, Bernie Madoff, blue-collar work, business process, Capital in the Twenty-First Century by Thomas Piketty, Cass Sunstein, collective bargaining, colonial exploitation, corporate governance, correlation does not imply causation, creative destruction, Credit Default Swap, crony capitalism, David Brooks, deskilling, Edward Glaeser, Elon Musk,, financial deregulation, immigration reform, income inequality, indoor plumbing, inventory management, invisible hand, Isaac Newton, Jeff Bezos, Jony Ive, laissez-faire capitalism, Louis Pasteur, low skilled workers, means of production, minimum wage unemployment, Naomi Klein, new economy, obamacare, Peter Singer: altruism, Peter Thiel, profit motive, rent control, Ronald Reagan, Silicon Valley, Skype, statistical model, Steve Jobs, Steve Wozniak, The Spirit Level, too big to fail, trickle-down economics, Uber for X, urban renewal, War on Poverty, wealth creators, women in the workforce, working poor, zero-sum game

The top manager—the CEO—takes the widest perspective and the most long-range time frame. In Apple’s case, Steve Jobs would eventually come to play this role as well. Jobs had been forced to resign from the company he helped to create in 1985, but after a string of bad managers put Apple on the brink of bankruptcy, he returned to the company in 1997 and assumed the position, first, of interim CEO, and then of CEO. Many people at the time thought Apple was done for, its market share torn to shreds by Microsoft. Jobs disagreed. In Jobs’s view, Apple had been destroyed by its previous leaders’ “bringing in corrupt people and corrupt values” and abandoning its commitment to “making great products.”12 To save Apple, Jobs would enact vast changes on both fronts. As biographer Walter Isaacson explains, “Jobs immediately put people he trusted into the top ranks at Apple” and, at the same time, worked “to stop the hemorrhaging of [existing] top Apple employees.”13 As for the products, Jobs started by diagnosing the problem: “The products suck!

“National Inventors Hall of Fame,” Ohio History Central, (accessed August 31, 2015). 10. Quoted in Sean Rossman, “Apple’s ‘The Woz’ Talks Jobs, Entrepreneurship,” Tallahassee Democrat, November 6, 2014, (accessed April 13, 2015). 11. Quoted in Alec Hogg, “Apple’s ‘Other’ Steve—Wozniak on Jobs, Starting a Business, Changing the World, and Staying Hungry, Staying Foolish,”, February 17, 2014, (accessed April 13, 2015). 12. Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), p. 295. 13. Ibid., pp. 308, 318. 14. Ibid., p. 317. 15. Ibid., p. 337. 16.

,” Cato Journal 5, no. 1, (Spring/Summer 1985), (accessed May 31, 2015). 70. See Don Watkins, RooseveltCare: How Social Security Is Sabotaging the Land of Self-Reliance (Irvine, CA: Ayn Rand Institute Press, 2014), and Marvin Olasky, The Tragedy of American Compassion (Washington, DC: Regnery, 1992). Chapter 6 1. Jay Yarow and Kamelia Angelova, “CHART OF THE DAY: Apple’s Incredible Run under Steve Jobs,” Business Insider, August 25, 2011, (accessed May 28, 2015). 2. JPL, “A Look at Berkshire Hathaway’s Annual Market Returns from 1968–2007,”, April 2, 2008, (accessed May 28, 2015); “Berkshire Hathaway Inc.

pages: 261 words: 79,883

Start With Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek

Apple II, Apple's 1984 Super Bowl advert, Black Swan, business cycle, commoditize, hiring and firing, John Markoff, low cost airline, Nick Leeson, RAND corporation, risk tolerance, Ronald Reagan, shareholder value, Steve Ballmer, Steve Jobs, Steve Wozniak, The Wisdom of Crowds, trade route

The reason I use Apple so extensively throughout this book is that Apple is so disciplined in HOW they do things and so consistent in WHAT they do that, love them or hate them, we all have a sense of their WHY. We know what they believe. Most of us didn’t read books about them. We don’t personally know Steve Jobs. We haven’t spent time roaming the halls of Apple’s headquarters to get to know their culture. The clarity we have for what Apple believes comes from one place and one place only: Apple. People don’t buy WHAT you do, they buy WHY you do it, and Apple says and does only the things they believe. If WHAT you do doesn’t prove what you believe, then no one will know what your WHY is and you’ll be forced to compete on price, service, quality, features and benefits; the stuff of commodities. Apple has a clear and loud megaphone and is exceptionally good at communicating its story. The Celery Test In order to improve HOW and WHAT we do, we constantly look to what others are doing.

Such a departure as Gates’s is not without precedent among companies with equally visionary leaders. Steve Jobs, the physical embodiment of the rabble-rousing revolutionary, a man who also personifies his company’s WHY, left Apple in 1985 after a legendary power struggle with Apple’s president, John Sculley, and the Apple board of directors. The impact on Apple was profound. Originally hired by Jobs in 1983, Sculley was a perfectly capable executive with a proven track record. He know WHAT to do and HOW to do things. He was considered one of the most talented marketing executives around, having risen quickly through the ranks of PepsiCo. At Pepsi, he created the wildly successful Pepsi Challenge taste test advertising campaign, leading Pepsi to overtake Coca-Cola for the first time. But the problem was, Sculley was a bad fit at Apple. He ran the company as a business and was not there to lead the cause.

AT&T was the only one to agree to this new model, and so another revolution was ignited. Apple’s keen aptitude for innovation is born out of its WHY and, save for the years Jobs was missing, it has never changed since the company was founded. Industries holding on to legacy business models should be forewarned; you could be next. If Apple stays true to their WHY, the television and movie industries will likely be next. Apple’s ability to do what they do has nothing to do with industry expertise. All computer and technology companies have open access to talent and resources and are just as qualified to produce all the products Apple does. It has to do with a purpose, cause or belief that started many years ago with a couple of idealists in Cupertino, California. “I want to put a ding in the universe,” as Steve Jobs put it. And that’s exactly what Apple does in the industries in which it competes.

pages: 532 words: 139,706

Googled: The End of the World as We Know It by Ken Auletta

23andMe, AltaVista, Anne Wojcicki, Apple's 1984 Super Bowl advert, Ben Horowitz, bioinformatics, Burning Man, carbon footprint, citizen journalism, Clayton Christensen, cloud computing, Colonization of Mars, commoditize, corporate social responsibility, creative destruction, death of newspapers, disintermediation, don't be evil, facts on the ground, Firefox, Frank Gehry, Google Earth, hypertext link, Innovator's Dilemma, Internet Archive, invention of the telephone, Jeff Bezos, jimmy wales, John Markoff, Kevin Kelly, knowledge worker, Long Term Capital Management, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Network effects, new economy, Nicholas Carr, PageRank, Paul Buchheit, Peter Thiel, Ralph Waldo Emerson, Richard Feynman, Sand Hill Road, Saturday Night Live, semantic web, sharing economy, Silicon Valley, Skype, slashdot, social graph, spectrum auction, stealth mode startup, Stephen Hawking, Steve Ballmer, Steve Jobs, strikebreaker, telemarketer, the scientific method, The Wisdom of Crowds, Upton Sinclair, X Prize, yield management, zero-sum game

Most disruptive of all, Coach Campbell, the colead director at Apple and almost a brother to Steve Jobs, has told friends he would regretfully choose to sever his ties to Google. Tensions between Apple and Google were simmering. By the end of 2009, it was likely they would come to a boil. PART FOUR Googled CHAPTER FIFTEEN Googled Media companies can be divided into two broad categories: the few who create waves, and the many who ride them—or drown. The elite companies that generate waves are rare, the wave riders common. A company can be successful—Cisco, Dell, Oracle—yet not fundamentally alter the behavior of consumers or other companies. Dell’s approach to efficiently making computers was an innovation, not a disrupter; it did not alter the way consumers behave. Steve Jobs and Apple are wave makers; companies like Dell—or Quincy Smith’s CBS and Irwin Gotlieb’s GroupM—attempt to ride the wave; newspapers crash into them.

“What I learned from coaching,” he said, “is that if your guys are not as big and fast as the other guys, you’re fucked!” Campbell’s boldness appealed to the ever-rebellious Steve Jobs. The two men bonded. By 1984, said Campbell, “Sculley and Jobs were going at each other already.” Although Jobs had recruited Sculley to bring professional management to Apple, he came to think he was more interested in marketing, including marketing himself, than in Apple products; Sculley believed Jobs wanted an acolyte, not a CEO. Nevertheless, Campbell earned the rare distinction of being able to both befriend Jobs and command Sculley’s respect. Before Sculley succeeded in pushing Jobs out of Apple in 1985, Campbell warned him it would be a huge mistake. Tensions flared between Campbell and Sculley, and in 1987 Campbell was put in charge of Apple’s Claris software division, with the intention of spinning it off as a private company with Campbell at the helm.

The company was an early pioneer in pen computing—too early, it seemed, and when the market didn’t respond, Campbell unloaded the Go Corporation on AT&T, in 1993. He next became CEO of Intuit when Doerr suggested to founder Scott Cook that Campbell would be a great partner. Four years later, he moved up to chairman of the board. On the eve of Steve Jobs’s return to Apple in 1997, he asked Campbell to join his board. Today Campbell serves as a mentor to some of the Valley’s most successful entrepreneurs, from Marc Andreessen to Steve Jobs, whom he walks and talks with most weekends in Palo Alto, where they are neighbors. He estimates that he spends about 10 percent of his time on Apple business, about 35 percent on Intuit business, an equal amount at Google, about 10 percent as chairman of the board of Columbia University, and the remainder on assorted activities. He said he has donated his Google stock to the foundation he established to make charitable gifts to his hometown, among others.

pages: 327 words: 102,322

Losing the Signal: The Spectacular Rise and Fall of BlackBerry by Jacquie McNish, Sean Silcoff

Albert Einstein, Clayton Christensen, corporate governance, diversified portfolio, indoor plumbing, Iridium satellite, patent troll, QWERTY keyboard, rolodex, Silicon Valley, Silicon Valley startup, skunkworks, Skype, Stephen Hawking, Steve Ballmer, Steve Jobs, the new new thing

Rubin’s Dream touch-screen phone was moved into the fast lane.5 Fred Vogelstein summed up iPhone’s impact that day in his book Dogfight with a quote by Google engineer Chris DeSalvo: “We’re going to have to start over.” 6 Mike Lazaridis was home on his treadmill when he saw a TV report about Apple’s news. He soon forgot about exercise. There was Steve Jobs waving a small glass object, downloading music, videos, and maps from the Internet onto a phone. “How did they do that?” Lazaridis wondered. His curiosity turned to disbelief when Sigman took the stage to announce Cingular’s deal to sell Apple’s phone. What was its parent, AT&T, thinking? “It’s going to collapse the network,” he thought. The next day Lazaridis grabbed Balsillie at the office and pulled him in front of a computer. “Jim, I want you to watch this,” he said, linking to a Webcast of the iPhone unveiling. “They put a full Web browser on that thing. The carriers aren’t letting us put a full browser on our products.” Balsillie’s first thought was RIM was losing AT&T as a customer. “Apple’s got a better deal,” Balsillie said.

The device would be called PlayBook. But Apple once again set the agenda when Steve Jobs unveiled its tablet in late January 2010. With its ten-inch multitouch screen, familiar features including iTunes, a full browser, and lots of apps, plus an electronic reader, all wrapped in an elegant and accessible design, the Apple iPad would become one of the fastest-selling electronic devices ever when it hit the market that April. One of the iPad’s strengths was that it looked like a larger iPod or iPhone, complete with the all-glass screen and a single home button, but it was better suited to applications that called for a larger screen, including games, watching movies, and reading. By offering an instantly accessible and familiar user experience, Apple broke the computing industry’s decades-old tablet curse.

Meanwhile, with few mobile developers working on Adobe AIR, the PlayBook’s app deficiency was glaring.17 Steve Jobs added insult to injury in mid-October when he said during an Apple earnings call that he couldn’t foresee RIM catching up to Apple because it had to venture into the “unfamiliar territory of trying to become a software platform company. I think it’s going to be a challenge for them to create a competitive platform and to convince developers to create apps for yet a third software platform.”18 Balsillie was starting to worry that PlayBook was “half-baked,” but he did what he had always done: talked up the product like it was the best device ever made. In public, Balsillie went on about how great Flash was and dismissed the “appification” of the Web, suggesting Apple relied so heavily on mobile apps because its browser wasn’t able to deliver an adequate Internet experience without Adobe.19 Some observers thought Balsillie was losing it, but he was just making the best of a bad hand, says Patrick Spence.

pages: 410 words: 101,260

Originals: How Non-Conformists Move the World by Adam Grant

Albert Einstein, Apple's 1984 Super Bowl advert, availability heuristic, barriers to entry, business process, business process outsourcing, Cass Sunstein, clean water, cognitive dissonance, creative destruction, cuban missile crisis, Daniel Kahneman / Amos Tversky, Dean Kamen, double helix, Elon Musk, fear of failure, Firefox, George Santayana, Ignaz Semmelweis: hand washing, Jeff Bezos, job satisfaction, job-hopping, Joseph Schumpeter, Kickstarter, Lean Startup, Louis Pasteur, Mahatma Gandhi, Mark Zuckerberg, meta analysis, meta-analysis, minimum viable product, Nelson Mandela, Network effects, pattern recognition, Paul Graham, Peter Thiel, Ralph Waldo Emerson, random walk, risk tolerance, Rosa Parks, Saturday Night Live, Silicon Valley, Skype, Steve Jobs, Steve Wozniak, Steven Pinker, The Wisdom of Crowds, women in the workforce

But what happens when voice falls on deaf ears? The Road Not Taken Donna Dubinsky was just shy of thirty, and it was the most hectic time of her life. As Apple’s distribution and sales manager in 1985, she was working virtually nonstop from morning until bedtime, maniacally focused on shipping computers to keep up with explosive demand. Suddenly, Steve Jobs proposed eliminating all six U.S. warehouses, dropping their inventory, and moving to a just-in-time production system in which computers would be assembled upon order and overnighted by FedEx. Dubinsky thought this was a colossal mistake, one that could put the company’s entire future in jeopardy. “In my mind, Apple being successful depended on distribution being successful,” she says. For a while, she ignored the issue, thinking it would go away. When it didn’t, she started making her case.

She had earned status before exercising power, so she had idiosyncrasy credits to cash in. From the outside, the prospect of speaking up against Steve Jobs might seem a losing battle. But given his disagreeable tendencies, Jobs was exactly the kind of person who could be confronted. Dubinsky knew that Jobs respected those who stood up to him and was open to new ways of doing things. And she wasn’t speaking up for herself; she was advocating for Apple. By virtue of her willingness to challenge an idea she viewed as wrong, Dubinsky landed a promotion. She was not alone. Starting in 1981, the Macintosh team had begun granting an annual award to one person who challenged Jobs—and Jobs promoted every one of them to run a major division of Apple. Comparing Carmen Medina’s and Donna Dubinsky’s experiences raises fundamental questions about the best way to handle dissatisfaction.

black women defy categories: Robert W. Livingston, Ashleigh Shelby Rosette, and Ella F. Washington, “Can an Agentic Black Woman Get Ahead? The Impact of Race and Interpersonal Dominance on Perceptions of Female Leaders,” Psychological Science 23 (2012): 354–58. “Apple being successful depended on”: Personal interview with Donna Dubinsky, June 20, 2014; Todd D. Jick and Mary Gentile, “Donna Dubinsky and Apple Computer, Inc. (A),” Harvard Business School, Case 9-486-083, December 11, 1995. Jobs promoted every one of them: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2013). “Voice feeds” : Albert O. Hirschman, Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States (Cambridge, MA: Harvard University Press, 1970). the mistakes we regret: Thomas Gilovich and Victoria Husted Medvec, “The Temporal Pattern to the Experience of Regret,” Journal of Personality and Social Psychology 67 (1994): 357–65, and “The Experience of Regret: What, When, and Why,” Psychological Review 102 (1995): 379–95. 4: Fools Rush In “Never put off till tomorrow”: Quote Investigator, January 17, 2013,

pages: 413 words: 119,587

Machines of Loving Grace: The Quest for Common Ground Between Humans and Robots by John Markoff

"Robert Solow", A Declaration of the Independence of Cyberspace, AI winter, airport security, Apple II, artificial general intelligence, Asilomar, augmented reality, autonomous vehicles, basic income, Baxter: Rethink Robotics, Bill Duvall, bioinformatics, Brewster Kahle, Burning Man, call centre, cellular automata, Chris Urmson, Claude Shannon: information theory, Clayton Christensen, clean water, cloud computing, collective bargaining, computer age, computer vision, crowdsourcing, Danny Hillis, DARPA: Urban Challenge, data acquisition, Dean Kamen, deskilling, don't be evil, Douglas Engelbart, Douglas Engelbart, Douglas Hofstadter, Dynabook, Edward Snowden, Elon Musk, Erik Brynjolfsson, factory automation, From Mathematics to the Technologies of Life and Death, future of work, Galaxy Zoo, Google Glasses, Google X / Alphabet X, Grace Hopper, Gunnar Myrdal, Gödel, Escher, Bach, Hacker Ethic, haute couture, hive mind, hypertext link, indoor plumbing, industrial robot, information retrieval, Internet Archive, Internet of things, invention of the wheel, Jacques de Vaucanson, Jaron Lanier, Jeff Bezos, job automation, John Conway, John Markoff, John Maynard Keynes: Economic Possibilities for our Grandchildren, John Maynard Keynes: technological unemployment, John von Neumann, Kevin Kelly, knowledge worker, Kodak vs Instagram, labor-force participation, loose coupling, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, medical residency, Menlo Park, Mitch Kapor, Mother of all demos, natural language processing, new economy, Norbert Wiener, PageRank, pattern recognition, pre–internet, RAND corporation, Ray Kurzweil, Richard Stallman, Robert Gordon, Rodney Brooks, Sand Hill Road, Second Machine Age, self-driving car, semantic web, shareholder value, side project, Silicon Valley, Silicon Valley startup, Singularitarianism, skunkworks, Skype, social software, speech recognition, stealth mode startup, Stephen Hawking, Steve Ballmer, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, strong AI, superintelligent machines, technological singularity, Ted Nelson, telemarketer, telepresence, telepresence robot, Tenerife airport disaster, The Coming Technological Singularity, the medium is the message, Thorstein Veblen, Turing test, Vannevar Bush, Vernor Vinge, Watson beat the top human players on Jeopardy!, Whole Earth Catalog, William Shockley: the traitorous eight, zero-sum game

Instead, the Knowledge Navigator envisioned a natural conversation with an intelligent machine that both recognized and synthesized human speech. Brought to Apple as chief executive during the personal computing boom, Sculley started his tenure in 1983 with a well-chronicled romance with Apple’s cofounder Steve Jobs. Later, when the company’s growth stalled in the face of competition from IBM and others, Sculley fought Jobs for control of the company, and won. However, in 1986, Jobs launched a new computer company, NeXT. Jobs wanted to make beautiful workstations for college students and faculty researchers. That placed pressure on Sculley to demonstrate that Apple could still innovate without its original visionary. Sculley turned to Alan Kay, who had left Xerox PARC first to create Atari Labs and then came to Apple, for guidance on the future of the computer market. Kay’s conversations with Apple’s chief executive were summarized in a final chapter in Sculley’s autobiographical Odyssey.

When originally completed, it served as a research and development center, but as Apple scaled down after Sculley left in 1993, it became a fortress for an increasingly besieged company. When Steve Jobs returned, first as “iCEO” in 1997, there were many noticeable changes including a dramatic improvement in the cafeteria food. The fine silver that had marked the executive suite during the brief era when semiconductor chief Gilbert Amelio ran the company also disappeared. As his health declined during a battle with pancreatic cancer in 2011, Steve Jobs came back for one last chapter at Apple. He had taken his third medical leave, but he was still the guiding force at the company. He had stopped driving and so he would come to Apple’s corporate headquarters with the aid of a chauffeur. He was bone-thin and in meetings he would mention his health problems, although never directly acknowledging the battle was with cancer.

One of the most enduring bits of Silicon Valley lore recalls how Steve Jobs recruited Pepsi CEO John Sculley to Apple by asking him if he wanted to spend the rest of his life selling sugar water. Though some might consider it naive, the Valley’s ethos is about changing the world. That is at the heart of the concept of “scale,” which is very much a common denominator in motivating the region’s programmers, hardware hackers, and venture capitalists. It is not enough to make a profit, or to create something that is beautiful. It has to have an impact. It has to be something that goes under 95 percent of the world’s Christmas trees, or offers clean water or electricity to billions of people. Google’s chief executive Larry Page took the Steve Jobs approach in recruiting Sebastian Thrun. Thrun was a fast-rising academic who had spent a sabbatical year at Stanford in 2001, which opened his eyes to the world that Silicon Valley offered beyond the walls of academia.

pages: 286 words: 87,401

Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies by Reid Hoffman, Chris Yeh

activist fund / activist shareholder / activist investor, Airbnb, Amazon Web Services, autonomous vehicles, bitcoin, blockchain, Bob Noyce, business intelligence, Chuck Templeton: OpenTable:, cloud computing, crowdsourcing, cryptocurrency, Daniel Kahneman / Amos Tversky, database schema, discounted cash flows, Elon Musk, Firefox, forensic accounting, George Gilder, global pandemic, Google Hangouts, Google X / Alphabet X, hydraulic fracturing, Hyperloop, inventory management, Isaac Newton, Jeff Bezos, Joi Ito, Khan Academy, late fees, Lean Startup, Lyft, M-Pesa, Marc Andreessen, margin call, Mark Zuckerberg, minimum viable product, move fast and break things, move fast and break things, Network effects, Oculus Rift, oil shale / tar sands, Paul Buchheit, Paul Graham, Peter Thiel, pre–internet, recommendation engine, ride hailing / ride sharing, Sam Altman, Sand Hill Road, Saturday Night Live, self-driving car, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, Skype, smart grid, social graph, software as a service, software is eating the world, speech recognition, stem cell, Steve Jobs, subscription business, Tesla Model S, thinkpad, transaction costs, transport as a service, Travis Kalanick, Uber for X, uber lyft, web application, winner-take-all economy, Y Combinator, yellow journalism

We’ll examine both of these key moves in greater detail later in the book, with Facebook’s shift to mobile featured in our analysis of Facebook’s business model, and Facebook’s hiring of Sheryl Sandberg in the section on the key transition from contributors to managers to executives. Apple illustrates how this overlap looks over multiple decades. In its storied history, Apple went through complete scaling cycles for the Apple II, the Macintosh, the iMac, and the iPod (with the cycle for the iPhone still under way). It’s worth noting that Apple failed to launch any blitzscalable products after the Apple II and the Mac until Steve Jobs returned and launched the iMac, iPod, and iPhone. It was part of Steve’s rare genius that time and time again he was able to pick the right product for Apple to blitzscale, even without slowing down for a period of classic start-up growth to gather feedback from the market. The scaling curve applies to every blitzscaler, regardless of industry or geography. The same multiple S-curve graph that describes Facebook or Apple also describes Tencent, which launched with QQ, then added a second curve for WeChat after QQ reached maturity in 2010.

Many of Google’s services are strong enough to succeed on their own, but this means that they are succeeding in spite of, rather than because of, multithreading. In contrast, Apple’s highly centralized approach allows it to produce highly integrated and polished products, but, as a result, it restricts itself to a much smaller product line. Of course, this is intentional; Steve Jobs always wanted to run as close to single-threaded as possible to maintain Apple’s unity of purpose. One of the first things Steve did when he returned to Apple as CEO in 1997 was to reduce the company’s product line from dozens to a simple two-by-two matrix: consumer desktop, pro desktop, consumer laptop, and pro laptop. “Deciding what not to do is as important as deciding what to do,” he told his biographer Walter Isaacson. Another famous Steve story involves an Apple strategy off-site where Apple’s top one hundred people worked for a day to reduce Apple’s strategy to ten key priorities, at which point Steve crossed off the bottom seven items and said, “We can only do three.”

and “Who’s responsible?” If the company doesn’t realize the root cause, the most common (and unhelpful) response is to call for changing the CEO or the executive team—the VP of sales is particularly vulnerable because he or she often takes the blame for the slowdown—or both. How many times does replacing the CEO actually reignite massive growth? The only good example we can think of is what Steve Jobs did at Apple. So if you have a Steve Jobs waiting in the wings, go ahead and switch CEOs. Otherwise, it probably won’t help. Consider what happened to two blitzscalers who ran out of headroom—Groupon and Twitter. Groupon was one of the fastest-growing companies of all time, thanks to its leadership position in the rapidly-emerging daily deals market. Unfortunately, the daily deals market suddenly stopped growing.

pages: 781 words: 226,928

Commodore: A Company on the Edge by Brian Bagnall

Apple II, belly landing, Bill Gates: Altair 8800, Byte Shop, Claude Shannon: information theory, computer age, Douglas Engelbart, Douglas Engelbart, Firefox, game design, index card, inventory management, Isaac Newton, low skilled workers, Menlo Park, packet switching, pink-collar, popular electronics, prediction markets, pre–internet, QWERTY keyboard, Robert Metcalfe, Robert X Cringely, Silicon Valley, special economic zone, Steve Jobs, Steve Wozniak, Ted Nelson

Of the two founders, Steve Jobs was easy to sell to the public. “Steve [Jobs] is a very, very charismatic guy,” recalls Leonard Tramiel. However, the mediocre sales of the Apple I computer, a period before Markkula and McKenna, testifies to his lack of results compared to other kit computers. “It’s really easy to get carried away with what he is saying, but as far as actually producing sales and making money and selling machines, Commodore did a far better job than Apple.” Although Steve Jobs was a natural, Steve Wozniak lacked a compelling persona. “If you were to read the literature during that time, you will discover that [McKenna] probably took Woz to two places and then dumped him because Woz just didn’t come across as smart and interesting,” recalls Peddle. In May 1977, Apple moved into their first company headquarters in Palo Alto, close to Commodore.

Although there were disagreements, Wozniak and Jobs were still willing to sell, as long as the price was right. According to Wozniak, “We went to Commodore and talked primarily with Andre Sousan. Steve Jobs was trying to talk Commodore into buying the Apple II for a large amount, like hundreds of thousands of dollars. … Steve Jobs also wanted Commodore to hire us along with the proposed deal. The deal was never on paper and never concrete, as to how much.” “The discussions never got beyond a meeting with Jack and Steve,” says Peddle. “Jack’s view was that Steve wanted much too much for the company and in the fall of 1976 he was right. I remember him laughing about Steve Jobs and his view of his company’s position.” Tramiel was willing to purchase Apple, but he wanted the lowest price possible. To do that, he put pressure on Jobs by refusing his initial offer. “Basically Jack decided to go along with it, but he tried to squeeze Steve,” explains Peddle.

“We were so broke we could not bootstrap the company without that money,” says Peddle. * * * At Apple, chairman Mike Markkula had already invested $250,000 of his own cash in the fledgling company. He began transforming Apple into a professional company. “Mike Markkula is a marketing genius,” says Peddle, who credits Markkula over Steve Jobs with Apple’s initial success. “He was the guy that was tying the company together and he brought in Regis [McKenna].” Regis McKenna, a former Intel advertising executive, was responsible for Apple’s early advertising. “Regis hit on this great idea of making these two guys in the garage and how wonderful they were,” explains Peddle. “Mike Markkula and Regis McKenna created the Apple legend in a very careful, controlled, PR way.” Without the two former Intel executives promoting Apple, Jobs and Wozniak did not stand out from other computer hobbyists of the time.

pages: 315 words: 99,065

The Virgin Way: Everything I Know About Leadership by Richard Branson

barriers to entry, call centre, carbon footprint, Celtic Tiger, clean water, collective bargaining, Costa Concordia, Donald Trump, Elon Musk, friendly fire, glass ceiling, illegal immigration, index card, inflight wifi, Lao Tzu, low cost airline, low cost carrier, M-Pesa, Mahatma Gandhi, Mark Zuckerberg, Nelson Mandela, Northern Rock, profit motive, Ralph Waldo Emerson, Ronald Reagan, shareholder value, Silicon Valley, stem cell, Steve Jobs, Tesla Model S, trade route, zero-sum game

As I recall, I ended up doing what I should really have done in the first place and went somewhere else for a curry. It did stick with me, however, that to take their show on the road, even a megabrand like McDonald’s can, on occasion, be forced to ‘think outside the bun’. APPLE SEEDS SALES Another brand that is anything but typical in its approach to every element of doing business is Apple. Steve Jobs’ fanaticism for product design and detail was (and still is) seamlessly visible all the way from technical form and function to packaging to the Apple Stores. And boy, has it ever paid off – there is nothing remotely ‘average’ about an Apple Store. I find the shopping experience there to be a disarming cross between visiting an art gallery and some form of an electronics exhibition that has been stripped of everything but the coolest and best the business has to offer.

By coincidence, right around the time that Virgin Produced, our entertainment division, was about to release the movie Jobs, which tells the story of Steve Jobs and the early years of Apple, I had dinner with a fascinating group of business leaders that included Twitter CEO Dick Costolo, Nest’s Tony Fadell, Mike McCue of Flipboard and Dave Morin of the social network Path. As someone who is a regular user of Flipboard and, for reasons I cannot begin to explain, has millions of followers on Twitter, this was a mindboggling group and they didn’t disappoint – they all had great stories to share. Then I learned that Messrs Fadell and Morin had both worked at Apple earlier in their careers, and so couldn’t resist the urge to cajole them into sharing a few insider impressions on Steve Jobs, who despite his well-documented character flaws – several of which are evident in the movie – is still one of the leaders I most admire.

It falls to management at every level in the pyramid to foster an on-going, openly collaborative culture that sustains and facilitates that same ‘early-stage’ kind of energy and freedom of expression. This means as few walls as possible – real and imaginary. It also calls for leaders that are out there getting their hands dirty every day. Steve Jobs put it perfectly when he said to his biographer Walter Isaacson, ‘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.’ MEET ME IN THE PIAZZA Collaboration should have been Steve Jobs’ middle name as he was forever going to amazing ends to foster it – and not just at Apple. When he created Pixar, home to Toy Story, Monsters Inc. and many other animated classics, he went to great lengths to make unplanned collaboration part of the company’s foundations – literally!

pages: 56 words: 16,788

The New Kingmakers by Stephen O'Grady

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

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.

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.

But you have known for awhile that I have been really impressed with your work. What led 42Floors to this decision? In their own words, “The very best can’t be hired. They must be courted.” For perhaps the first time in the history of the industry, people are worth more than the code they produce, a valuation supported by logic. Steve Jobs believed that an elite talent was 25 times more valuable to Apple than an average alternative. For Jobs, this was critical to Apple’s resurgence: That’s probably…certainly the secret to my success. It’s that we’ve gone to exceptional lengths to hire the best people. Facebook CEO Mark Zuckerberg agrees, saying in a 2010 interview: Someone who is exceptional in their role is not just a little better than someone who is pretty good. They are 100 times better.

pages: 380 words: 118,675

The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone

airport security, Amazon Mechanical Turk, Amazon Web Services, bank run, Bernie Madoff, big-box store, Black Swan, book scanning, Brewster Kahle, buy and hold, call centre, centre right, Chuck Templeton: OpenTable:, Clayton Christensen, cloud computing, collapse of Lehman Brothers, crowdsourcing, cuban missile crisis, Danny Hillis, Douglas Hofstadter, Elon Musk, facts on the ground, game design, housing crisis, invention of movable type, inventory management, James Dyson, Jeff Bezos, John Markoff, Kevin Kelly, Kodak vs Instagram, late fees, loose coupling, low skilled workers, Maui Hawaii, Menlo Park, Network effects, new economy, optical character recognition,, Ponzi scheme, quantitative hedge fund, recommendation engine, Renaissance Technologies, RFID, Rodney Brooks, search inside the book, shareholder value, Silicon Valley, Silicon Valley startup, six sigma, skunkworks, Skype, statistical arbitrage, Steve Ballmer, Steve Jobs, Steven Levy, Stewart Brand, Thomas L Friedman, Tony Hsieh, Whole Earth Catalog, why are manhole covers round?, zero-sum game

Over his years at the helm of Apple, Steve Jobs usually reviled those former colleagues who had defected from his company and abandoned its righteous mission. Though Diego Piacentini left Apple for a startup that Jobs had incredulously dismissed as just a retailer, the two remained unusually cordial, perhaps because Piacentini had given Apple six months to find his replacement as head of European operations. Jobs would occasionally contact Piacentini when he needed something from Amazon, and in early 2003, Piacentini e-mailed his former boss with a request of his own. Amazon wanted to make Apple a proposal. Piacentini brought Neil Roseman and H. B. Siegel, the technologist who’d started the company’s fledgling digital-media group, to the meeting that spring on Apple’s campus in Cupertino. The Amazon executives did not expect to meet with Jobs himself and were surprised when Apple’s cofounder greeted them personally and spent several hours with them that day.

In trying to loosen Amazon’s grip on the e-book market, the publishers and Apple created a significant new problem for themselves. A day after the standoff with Macmillan, according to court documents, Amazon sent a white paper to the Federal Trade Commission and the U.S. Department of Justice laying out the chain of events and its suspicion that the publishers and Apple were engaged in an illegal conspiracy to fix e-book prices. Many publishing executives suspect that Amazon played a major role in provoking the legal brouhaha that resulted. But antitrust investigators likely didn’t need much nudging. Incredibly, even though Steve Jobs passed away in the fall of 2011, his earlier comments dug the legal hole deeper for Apple and the five agency publishers. In the biography Steve Jobs, Walter Isaacson quoted Jobs as saying, “Amazon screwed it up… Before Apple even got on the scene, some booksellers were starting to withhold books from Amazon.

He’s out of his mind, so brilliant about what he does.”11 Regardless, Campbell concluded Galli was unnaturally focused on issues of compensation and on perks like private planes, and he saw that employees were loyal to Bezos. He sagely recommended to the board members that they stick with their founder. Galli says that the final decision to leave Amazon was his own. Before he joined the company, he had read the book Odyssey: Pepsi to Apple, by John Sculley, who had joined Apple as CEO in the mid-1980s and then ousted Steve Jobs in a boardroom coup. “Before I went out there, I promised myself and my family that I would never do to Jeff what Sculley did to Steve Jobs,” Galli says. “I just felt like Jeff was falling in love more and more with his vision and what the company could be. I could anticipate it was not going to work. He wanted to have a more hands-on role. I’m just not a great number two. It’s not in my DNA.” In July of 2000, Galli left Amazon for the top job at a startup called VerticalNet, which perished soon after in the dot-com bust.

pages: 276 words: 78,094

Design for Hackers: Reverse Engineering Beauty by David Kadavy

Airbnb, complexity theory,, Firefox, Isaac Newton, John Gruber, Paul Graham, Ruby on Rails, semantic web, Silicon Valley, Silicon Valley startup, Steve Jobs, TaskRabbit, web application, wikimedia commons, Y Combinator

Services such as AirBNB (, TaskRabbit (, and oDesk ( all provide solutions that are more tailored to the needs of their specific vertical markets and incorporate much more attractive visual design. There is no better example of a company that enjoys a heavier advantage thanks to its design than Apple. In 1997, Steve Jobs – upon returning to the company after a 12-year absence – discovered the under-appreciated design laboratory of Jonathan Ives. Since then, Apple has released innovative products with great design time and time again, enjoying tremendous success. It’s grown to be the largest tech company in the world, at as much as 100 times its own size in 1997. Apple has accomplished this success by releasing one great product after another, but it owes its growth to one product above all others: the iPod. Before the iPod, contact with the elegance of Apple’s design was reserved for its relatively small group of extremely dedicated followers. It was as if they all had one great hammer that everyone else thought was “too expensive.”

Music has been around forever. It will always be around,” Steve Jobs said as he introduced the iPod in 2001. People had been listening to music on their computers for a few years at that time, but the portable digital player market was just emerging. Many of the players that were on the market at the time of the iPod’s introduction were bulky, difficult to transfer music to, and had interfaces that were “unbelievably awful,” as Steve Jobs put it. Apple had an opportunity to get one of its products into the hands of consumers more easily than it could a personal computer, and it seized that opportunity with the iPod. Since the introduction of the iPod, 300 million iPods have been sold and the iTunes Store has sold over 10 billion songs (at an 88 percent market share in 2006). Apple showed consumers what great products it made and, through building that trust, started to sell more personal computers, with its market share tripling.

Figure 3-13 Graffiti in Pompeii clearly shows the influence of the brush. Gastev ( The height of Roman typography The influence of the brush even found its way into lettering carved in marble, such as in the base of Trajan’s Column, which is considered the height of Roman typography. Though there is subtlety in the lettering that, as Apple CEO Steve Jobs has said of calligraphy, is “beautiful in a way that science can’t capture,” the general “skeleton” of the letters is based upon the square, the triangle, and the circle (see Figure 3-14). Figure 3-14 The theoretical underpinnings of Roman capitals: the square, the circle, and the triangle. The spaces within and between the letters also are carefully considered, to maintain an even texture and allow the letterforms themselves to shine through.

pages: 304 words: 93,494

Hatching Twitter by Nick Bilton

4chan, Airbus A320, Burning Man, friendly fire, index card, Jeff Bezos, John Markoff, Kevin Kelly, Kickstarter, Mahatma Gandhi, Mark Zuckerberg,, rolodex, Ruby on Rails, Saturday Night Live, side project, Silicon Valley, Skype, social web, Steve Ballmer, Steve Jobs, Steven Levy, technology bubble, traveling salesman, US Airways Flight 1549, WikiLeaks

But worse than the anarchy inside was the fact that Apple Computer had recently torn a hole in the hull of the company. On a Tuesday morning several months earlier, Odeo employees had gathered around their computers to watch Steve Jobs, the venerable CEO of Apple, announce the latest iPod. But stunned silence had enveloped them when Jobs declared that Apple was adding podcasts to iTunes. At the end of the announcements, the tech giant sent a brief press release across the news wires with the ominous headline, APPLE TAKES PODCASTING MAINSTREAM. In that brief moment podcasting, which had been the entire company thesis for Odeo, had become a simple add-on for Apple. Ev had known almost immediately that this was a fatal blow for Odeo. How could they beat Apple, which owned iTunes, the biggest music service in the world, at podcasting?

It wasn’t a grand master plan by Jack to copy Jobs. Rather it was dozens of little plans that added up to a re-creation. In many respects it was Steve Jobs who helped create Jack Dorsey. Jobs was notorious for denying access to reporters. He had trained the media to behave exactly how he wanted them to—when he spoke, they listened, which was his best magic trick of all. So when he took a leave from Apple after falling ill in 2009, the media went in search of the next Steve Jobs. Jack walked like that duck, used the same quotes as that duck, wore the same glasses, had the same principles, and the same astounding theories on design as that duck. He even listened to the Beatles! But for Jack, cultivating Steve Jobs 2.0 wasn’t just about creating an aura of visionary; it also had the unintended consequence of lighting a fire that Jack had been trying to start since he had been ousted from Twitter.

He referred to “rounding the edges” in design meetings, a term Jobs began using in 1981 when he designed the Macintosh operation system. He set up the same weekly schedule for product meetings at Square that Jobs had commanded at Apple. And he started using Jobs quotes in his own speeches. Then Jack started hiring former Apple employees at Square. But their interviews were different from those of other candidates. “Did you have the opportunity to work with Steve Jobs?” Jack would ask. “Can you tell me a little about his management style?” During discussions with former Apple employees who had been hired at Square, Jack heard that Jobs didn’t consider himself a CEO but rather an “editor.” At some point Jack started referring to himself as “the editor, not just the CEO” of Square. During one talk to employees, he announced: “I’ve often spoken to the editorial nature of what I think my job is.

pages: 359 words: 110,488

Bad Blood: Secrets and Lies in a Silicon Valley Startup by John Carreyrou

Affordable Care Act / Obamacare, bioinformatics, corporate governance, Donald Trump, El Camino Real, Elon Musk, Google Chrome, John Markoff, Jony Ive, Kickstarter, Marc Andreessen, Mark Zuckerberg, Mars Rover, medical malpractice, Menlo Park, obamacare, Ponzi scheme, ride hailing / ride sharing, Right to Buy, Sand Hill Road, side project, Silicon Valley, Silicon Valley startup, stealth mode startup, Steve Jobs, supply-chain management, Travis Kalanick, ubercab

This was not a finished product and no one should be under the impression that it was, Tony thought. | THREE | Apple Envy For a young entrepreneur building a business in the heart of Silicon Valley, it was hard to escape the shadow of Steve Jobs. By 2007, Apple’s founder had cemented his legend in the technology world and in American society at large by bringing the computer maker back from the ashes with the iMac, the iPod, and the iTunes music store. In January of that year, he unveiled his latest and biggest stroke of genius, the iPhone, before a rapturous audience at the Macworld conference in San Francisco. To anyone who spent time with Elizabeth, it was clear that she worshipped Jobs and Apple. She liked to call Theranos’s blood-testing system “the iPod of health care” and predicted that, like Apple’s ubiquitous products, it would someday be in every household in the country.

Their eagerness to please was on display when news broke that Steve Jobs had died on the evening of October 5, 2011. Elizabeth and Sunny wanted to pay Jobs a tribute by flying an Apple flag at half-mast on the grounds of the Hillview Avenue building. The next morning, Jeff Blickman, a tall redhead who’d played varsity baseball at Duke, volunteered for the mission. He couldn’t locate any suitable Apple flag for sale, so Blickman had one custom made out of vinyl. It featured the famous Apple logo in white against a black background. The store he went to took a while to make it. Blickman didn’t return with it until late in the day. In the meantime, work at the company came to a standstill as Elizabeth and Sunny moped around the office, consumed by the hunt for the Apple flag. Greg had been aware of Elizabeth’s fascination with Jobs.

., No. 1-07-cv-093-047, California Superior Court in Santa Clara, complaint filed on August 27, 2007, 12–14. The technique was not new: Anthony K. Campbell, “Rainbow Makers,” Chemistry World, June 1, 2003. 3. APPLE ENVY In January of that year: John Markoff, “Apple Introduces Innovative Cellphone,” New York Times, January 9, 2007. One of them was Ana Arriola: Ana used to be a man named George. She transitioned from male to female after she worked at Theranos. “We have lost sight of our business objective”: Email with the subject line “IT” sent by Justin Maxwell to Ana Arriola in the early morning hours of September 20, 2007. Avie was one of Steve Jobs’s oldest: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), 259, 300, 308. On her way out: Email sent by Ana Arriola to Elizabeth Holmes and Tara Lencioni at 2:57 p.m.

pages: 265 words: 70,788

The Wide Lens: What Successful Innovators See That Others Miss by Ron Adner

barriers to entry, call centre, Clayton Christensen, inventory management, iterative process, Jeff Bezos, Lean Startup, M-Pesa, minimum viable product, mobile money, new economy, RAND corporation, RFID, smart grid, smart meter, spectrum auction, Steve Ballmer, Steve Jobs, Steven Levy, supply-chain management, Tim Cook: Apple, transaction costs, July 12, 2002, 210 iPod, boasting 100 million customers: Steven Levy, “Why We Went Nuts About the iPhone,” Newsweek, July 16, 2007. 210 Apple’s stock shot up 44 percent: Matt Krantz, “iPhone Powers up Apple’s Shares,” USA Today, June 28, 2007. 211 “four times the number of PCs that ship every year”: Morris, “Steve Jobs Speaks Out.” 211 Ericsson released the R380: Dave Conabree, “Ericsson Introduces the New R380e,” Mobile Magazine, September 25, 2001. 211 Palm followed up with its version: Sascha Segan, “Kyocera Launches First Smartphone in Years,” PC Magazine, March 23, 2010,,2817,2361664,00.asp#fbid=C81SVwKJIvh. 211 “one more entrant into an already very busy space”: “RIM Co-CEO Doesn’t See Threat from Apple’s iPhone,” InformationWeek, February 12, 2007. 212 the phone was exclusively available from only one carrier: In a handful of markets regulators ruled the exclusivity arrangement illegal. 212 “The bigger problem is the AT&T network”: David Pogue, “The iPhone Matches Most of Its Hype,” New York Times, June 27, 2007. 212 priced at a mere $99 in 2007: Kim Hart, “Rivals Ready for iPhone’s Entrance; Pricey Gadget May Alter Wireless Field,” Washington Post, June 24, 2007. 212 “cause irreparable damage to the iPhone’s software”: Apple, press release, September 24, 2007. 213 “I say I like our strategy”: Steve Ballmer interviewed on CNBC, January 17, 2007. 213 They ran out of the older model six weeks before the July 2008 launch: Tom Krazit, “The iPhone, One Year Later,”, June 26, 2008, 213 60 percent went to buyers who already owned at least one iPod: Apple COO Tim Cook’s comments at Goldman Sachs Technology and Internet Conference, cited in JPMorgan analyst report, “Strolling Through the Apple Orchard: The Good, the Bad and the Ugly Scenarios,” March 4, 2008. 215 the average iPhone user paid AT&T $2,000: Jenna Wortham, “Customers Angered as iPhones Overload AT&T,” New York Times, September 2, 2009. 215 as high as $18 per user per month: Tom Krazit, “Piper Jaffray: AT&T Paying Apple $18 per iPhone, Per Month,”, October 24, 2007, 216 Apple announced its 10 billionth app download:, “iTunes Store Tops 10 Billion Songs Sold,” February 25, 2010, Accessed October 20, 2011. 219 financial analysts, technology blogs, and the mainstream media were already obsessed: James Quinn, “Apple’s ‘Tablet’ to rival Amazon’s Kindle,” Daily Telegraph (London), May 22, 2009. 219 “Apple’s latest billion-dollar jackpot”: David Smith, “Steve Jobs’ New Trick: The Apple Tablet,” Observer, August 23, 2009. 219 “2010 Could be the Year of the Tablet”: Nick Bilton, “2010 Could be the Year of the Tablet,” New York Times, December 28, 2009. 219 “already 75 million people who know how to use this”: Joshua Topolosky, “Live from the Apple ‘Latest Creation’ Event,”, January 27, 2010. 219 all committed to providing books for the device: Ibid. 219 daily version of the paper specially tailored for iPad users: Andy Brett, “The New York Times Introduces an iPad App,” TechCrunch, April 1, 2010,

Without the extensive access to MP3s and broadband, the value proposition could not come together. The iPod Wins, Three Years Late The MP3 player market did eventually consolidate around a dominant product, Apple’s iPod. But the iPod, launched in late 2001—three years after the MPMan—was anything but a first mover. How can we understand the iPod’s success despite its delayed entry? In 1997, the late Steve Jobs returned to Apple, the company he had co-founded as a college dropout, as interim CEO. As the Internet bubble grew, Apple was hungry for growth. Only a sliver of computer users had embraced its Mac offering. In 2001, Jobs noted: “Apple has about 5 percent market share today. Most of the other 95 percent of computer buyers don’t even consider us.” Jobs was a pioneer of the convergence of digital and media. It is inconceivable that digital music was not on his radar.

No less distinctive than its products, but far less understood, has been Apple’s approach to innovating its ecosystems. And while Apple’s ability to create its MVE and then stage its expansion has been exceptional, my own view is that it is Apple’s mastery of the principle of ecosystem carryover that has propelled it so far ahead of its rivals. Its hidden point of differentiation has not been in its elegant products but rather in its approach to leveraging its advantage from one ecosystem into the next—a feat it has repeated as it extended its reach from MP3 players to smartphones to, most recently, tablet devices. How long its unique success will last is unclear. But its approach is timeless. iPod: Staged Expansion While the 1990s were rocky for former Apple CEO Steve Jobs, in the new century it seemed he could do no wrong.

pages: 59 words: 15,958

Anything You Want: 40 Lessons for a New Kind of Entrepreneur by Derek Sivers

business process, Silicon Valley, Steve Jobs

When you sign up to run a marathon, you don’t want a taxi to take you to the finish line. The day Steve Jobs dissed me in a keynote In May 2003, Apple invited me to their headquarters to discuss getting CD Baby’s catalog into the iTunes Music Store. iTunes had just launched two weeks before, with only some music from the major labels. Many of us in the music biz—especially those who had seen companies like eMusic use this exact same model for years without much success—were not sure this idea was going to work. I flew to Cupertino, California, thinking I’d be meeting with one of Apple’s marketing or tech people. When I arrived, I found out that about a hundred people from small record labels and distributors had also been invited. We all went into a little presentation room, not knowing what to expect. Then out came Steve Jobs. Whoa! Wow. He was in full persuasive presentation mode—trying to convince all of us to give Apple our entire catalog of music, talking about iTunes’ success so far, and all the reasons we should work with Apple.

Since the summer of 2003, all musicians everywhere have been able to sell all their music in almost every outlet online. Do you realize how amazing that is? But there was one problem. iTunes wasn’t getting back to us. Yahoo!, Rhapsody, Napster, and the rest were all up and running. But iTunes wasn’t returning our signed contract. Was it because I had posted my meeting notes? Had I pissed off Steve Jobs? Nobody at Apple would say anything. It had been months. My musicians were getting impatient and angry. I gave optimistic apologies, but I was starting to get worried, too. A month later, Steve Jobs did a special worldwide simulcast keynote speech about iTunes. People had been criticizing iTunes for having less music than the competition. They had 400,000 songs, while Rhapsody and Napster had more than 2 million songs. (More than 500,000 of those were from CD Baby.) Four minutes in, he said something that made my pounding heart sink to my burning stomach: “This number could have easily been much higher, if we wanted to let in every song.

Care about your customers more than about yourself Act like you don’t need the money Don’t punish everyone for one person’s mistake A real person, a lot like you You should feel pain when you’re unclear The most successful e-mail I ever wrote Little things make all the difference It’s OK to be casual Naive quitting Prepare to double It’s about being, not having The day Steve Jobs dissed me in a keynote My $3.3 million mistake Delegate or die: The self-employment trap Make it anything you want Trust, but verify Delegate, but don’t abdicate How I knew I was done Why I gave my company to charity You make your perfect world Contact me anytime Acknowledgments Dedicated entirely to Seth Godin. This book only exists because of his encouragement.

pages: 383 words: 81,118

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

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

See Jay Yarow, “Google Is Reportedly Trying to Get a Bigger Slice of Android App Revenue,” Business Insider, June 28, 2013,; Vogelstein, Dogfight, 121. 42. Isaacson, Steve Jobs, 500–502. 43. Arnold Kim, “Steve Jobs Announces Third Party SDK for iPhone for February 2008,” MacRumors, October 17, 2007,; Apple Hot News (archived October 18, 2007), “Third Party Applications on the iPhone,” Internet Archive Wayback Machine, 44. Nielsen Informate, “International Smartphone Mobility Report,” March 2015, Application time usage is estimated as total smartphone time usage, less time spent on calls, messaging, chat, VoIP, and web browsing. 45.

Based on the consistent iPhone interface, carriers did not seem to be allowed to block Apple apps or features, and they couldn’t install their own apps. Exclusivity didn’t come cheap for Apple in the United States. Since AT&T’s share of US mobile connections in the second quarter of 2007 was only 26.2 percent, the iPhone wasn’t available to 73.8 percent of subscribers unless they switched carriers.32 The iPhone was thus a single-sided business when Apple made the first iPhone available on June 29, 2007. Apple made the handset, the operating system, and most of the apps. It just needed to get the subscribers of the mobile carriers, the ones it did exclusive deals with, to buy its new phone. Herding Cats Larry Page was as worried about the mobile phone as Steve Jobs, but for a different reason.33 Google made its money serving ads on the web that people accessed from desktop computers.

He couldn’t get the company to approve a mobile phone app because it would cannibalize its thirty-year-old legacy technology.25 The Symbian experience showed Apple and Google that just starting a two-sided platform and securing customers on both sides wouldn’t be enough. The platform would also have to nurture a healthy ecosystem around it. Symbian couldn’t do that. If anything, Symbian contributed to making its ecosystem more dysfunctional. In 2005, when Apple and Google started looking into how to reduce the frictions in the mobile phone business, it wasn’t obvious what sort of platform they should build or how they should go about nurturing a healthy ecosystem around it. Maybe One Side Is Enough Steve Jobs, having created a highly successful music business around the iPod, was worried: “The device that can eat our lunch is the cell phone.”26 People wouldn’t need iPods if handset makers built music players into them.

pages: 197 words: 60,477

So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love by Cal Newport

Apple II, bounce rate, business cycle, Byte Shop, Cal Newport, capital controls, cleantech, Community Supported Agriculture, deliberate practice, financial independence, follow your passion, Frank Gehry, information asymmetry, job satisfaction, job-hopping, knowledge worker, Mason jar, medical residency, new economy, passive income, Paul Terrell, popular electronics, renewable energy credits, Results Only Work Environment, Richard Bolles, Richard Feynman, rolodex, Sand Hill Road, side project, Silicon Valley, Skype, Steve Jobs, Steve Wozniak, web application, winner-take-all economy

It was around the time I was transitioning from graduate school that I started to pull on these threads, eventually leading to my complete rejection of the passion hypothesis and kicking off my quest to find out what really matters for creating work you love. Rule #1 is dedicated to laying out my argument against passion, as this insight—that “follow your passion” is bad advice—provides the foundation for everything that follows. Perhaps the best place to start is where we began, with the real story of Steve Jobs and the founding of Apple Computer. Do What Steve Jobs Did, Not What He Said If you had met a young Steve Jobs in the years leading up to his founding of Apple Computer, you wouldn’t have pegged him as someone who was passionate about starting a technology company. Jobs had attended Reed College, a prestigious liberal arts enclave in Oregon, where he grew his hair long and took to walking barefoot. Unlike other technology visionaries of his era, Jobs wasn’t particularly interested in either business or electronics as a student.

Jobs jumped at the opportunity to make an even larger amount of money and began scrounging together start-up capital. It was in this unexpected windfall that Apple Computer was born. As Young emphasizes, “Their plans were circumspect and small-time. They weren’t dreaming of taking over the world.” The Messy Lessons of Jobs I shared the details of Steve Jobs’s story, because when it comes to finding fulfilling work, the details matter. If a young Steve Jobs had taken his own advice and decided to only pursue work he loved, we would probably find him today as one of the Los Altos Zen Center’s most popular teachers. But he didn’t follow this simple advice. Apple Computer was decidedly not born out of passion, but instead was the result of a lucky break—a “small-time” scheme that unexpectedly took off. I don’t doubt that Jobs eventually grew passionate about his work: If you’ve watched one of his famous keynote addresses, you’ve seen a man who obviously loved what he did.

In exploring this question, it helps to get specific. In Rule #1, I provided several examples of people who had great jobs and love (or loved) what they do—so we can draw from there. Among others, I introduced Apple founder Steve Jobs, radio host Ira Glass, and master surfboard shaper Al Merrick. Using this trio as our running example, I can now ask what it is specifically about these three careers that makes them so compelling? Here are the answers that I came up with: TRAITS THAT DEFINE GREAT WORK Creativity: Ira Glass, for example, is pushing the boundaries of radio, and winning armfuls of awards in the process. Impact: From the Apple II to the iPhone, Steve Jobs has changed the way we live our lives in the digital age. Control: No one tells Al Merrick when to wake up or what to wear. He’s not expected in an office from nine to five.

pages: 260 words: 76,223

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

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, Marc Andreessen, Mark Zuckerberg, Network effects, new economy, Occupy movement, place-making, prediction markets, pre–internet, QR code, 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, white picket fence, WikiLeaks, zero-sum game

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 new office space also allows people to go off and get the work done. Even in open environments, remember that headphones are the new DO NOT DISTURB sign. Lesson #3—Create more collisions. Apple’s new campus (which is due to be completed in 2016) will cover close to three million square feet and hold up to thirteen thousand Apple employees. The headquarters (based in Cupertino, California) will also house its own power plant and over six thousand trees. The design has been called a “spaceship,” and reading the Steve Jobs biography by Walter Isaacson tells us there’s a powerful reason for its circular shape: Steve Jobs loved moments of collision. The biography tells the tale of Pixar’s headquarters where the bathrooms were something of a hike for the majority of employees. Pregnant women were known to complain and were said to speak in hushed tones about Jobs’s lack of compassion, when—in reality—Jobs just wanted people to collide and spark conversations (yes, even on the way to the bathroom).

Whether or not it is perceived as successful by both Wall Street and consumers is less important than the philosophy that Johnson—an individual who helped build the Apple retail experience—is bestowing on us mere mortals. What we’re learning from Johnson and the JCPenney experience is that simple is not obvious. It takes work, and it’s not always going to work on the first try. To date, JCPenney continues to struggle as it unravels the layers of complexity to define a simpler approach to business and their consumers. Instead of shrugging and concluding that JCPenney has failed, we could also take this lesson and apply it to our lives: Simple is not easy, and it will take some time and effort to strip away the decades of complexity that the majority of us have created for our businesses and how we approach them. SIMPLIFY OR DIE. Steve Jobs often lamented that Apple “thinks a lot about how products should be made to look pure and seamless.”

pages: 185 words: 43,609

Zero to One: Notes on Startups, or How to Build the Future by Peter Thiel, Blake Masters

Airbnb, Albert Einstein, Andrew Wiles, Andy Kessler, Berlin Wall, cleantech, cloud computing, crony capitalism, discounted cash flows, diversified portfolio, don't be evil, Elon Musk, eurozone crisis, income inequality, Jeff Bezos, Lean Startup, life extension, lone genius, Long Term Capital Management, Lyft, Marc Andreessen, Mark Zuckerberg, minimum viable product, Nate Silver, Network effects, new economy, paypal mafia, Peter Thiel,, profit motive, Ralph Waldo Emerson, Ray Kurzweil, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, Singularitarianism, software is eating the world, Steve Jobs, strong AI, Ted Kaczynski, Tesla Model S, uber lyft, Vilfredo Pareto, working poor

Today’s strongest tech brand is Apple: the attractive looks and carefully chosen materials of products like the iPhone and MacBook, the Apple Stores’ sleek minimalist design and close control over the consumer experience, the omnipresent advertising campaigns, the price positioning as a maker of premium goods, and the lingering nimbus of Steve Jobs’s personal charisma all contribute to a perception that Apple offers products so good as to constitute a category of their own. Many have tried to learn from Apple’s success: paid advertising, branded stores, luxurious materials, playful keynote speeches, high prices, and even minimalist design are all susceptible to imitation. But these techniques for polishing the surface don’t work without a strong underlying substance. Apple has a complex suite of proprietary technologies, both in hardware (like superior touchscreen materials) and software (like touchscreen interfaces purpose-designed for specific materials).

THE RETURN OF THE KING Just as the legal attack on Microsoft was ending Bill Gates’s dominance, Steve Jobs’s return to Apple demonstrated the irreplaceable value of a company’s founder. In some ways, Steve Jobs and Bill Gates were opposites. Jobs was an artist, preferred closed systems, and spent his time thinking about great products above all else; Gates was a businessman, kept his products open, and wanted to run the world. But both were insider/outsiders, and both pushed the companies they started to achievements that nobody else would have been able to match. A college dropout who walked around barefoot and refused to shower, Jobs was also the insider of his own personality cult. He could act charismatic or crazy, perhaps according to his mood or perhaps according to his calculations; it’s hard to believe that such weird practices as apple-only diets weren’t part of a larger strategy.

Grossman and David Gahr/Getty Images 14.5: Jim Morrison, Elektra Records and CBS via Getty Images 14.5: Kurt Cobain, Frank Micelotta/Stringer/Getty Images 14.5: Amy Winehouse, flickr user teakwood, used under CC BY-SA 14.6: Howard Hughes, Bettmann/CORBIS 14.6: magazine cover, TIME, a division of Time Inc. 14.7: Bill Gates, Doug Wilson/CORBIS 14.7: magazine cover, Newsweek 14.8: Steve Jobs, 1984, Norman Seeff 14.8: Steve Jobs, 2004, Contour by Getty Images Index Page numbers in italics refer to illustrations. Abound Solar Accenture advertising, 3.1, 11.1, 11.2, 11.3 Afghanistan Airbnb airline industry Allen, Paul Amazon, 2.1, 5.1, 5.2, 6.1, 12.1 Amundsen, Roald Andreessen, Horowitz Andreessen, Marc Anna Karenina (Tolstoy) antitrust Apollo Program Apple, 4.1, 5.1, 5.2, 6.1, 14.1 branding of monopoly profits of Aristotle Army Corps of Engineers AT&T Aztecs Baby Boomers Bacon, Francis Bangladesh Barnes & Noble Beijing Bell Labs Berlin Wall Better Place Bezos, Jeff, 5.1, 6.1 big data Bill of Rights, U.S.

The Naked Presenter: Delivering Powerful Presentations With or Without Slides by Garr Reynolds

deliberate practice, fear of failure, Hans Rosling, index card, Mahatma Gandhi, Maui Hawaii, Richard Feynman, Silicon Valley, Steve Jobs

eBook <WoweBook.Com> Know your audience When I was working at Apple in Cupertino, California, I received an email forwarded from Steve Jobs’s office. The email was from the leader of a user group whose organization had received a presentation from one of Apple’s field engineers the day before. The user group leader was not happy with the presentation and decided to let the CEO of the firm know of his displeasure. My job was to investigate the problem and smooth things over with the user group. According to the leader of the group, the engineer obviously had deep knowledge of what he was talking about. The material, however, was deeply technical and of little interest to the majority of the audience members. While the group was very interested in technology— especially the latest Apple technology—they were mostly interested in how to use the tools and how they can do useful things to improve their creativity or productivity at work and at home.

What Sierra means is that when you present information in a conversational way, the listeners’ brains think they are in a conversation and that they have to hold up their end of the conversation by paying attention. Conversations, after all, are not one way. Admitting that it is a bit of a generalization, Sierra says, “If you’re using formal language in a lecture, learning book (or marketing message, for that Chapter 5 Sustain with Pace and Participation 147 Wow! eBook <WoweBook.Com> Presentation Tips from a Steve Jobs Keynote Apple’s Steve Jobs is a good example of someone who presents with the help of multimedia in an engaging style. It’s true that he has great products to talk about, but he is also incredibly skilled at presenting those products. Great content is a necessary condition, but it is not sufficient. Jobs has both solid content and excellent delivery skills. Given his fame and exciting, Photo credit: Gail Murphy sexy products, you may think that his presentations are relatively easy to pull off.

During this time I realized that my prepared talk—as good as I thought it was—was not going to be a good fit for this particular group. I was disappointed, but was determined to push ahead with my presentation. After all, I was from Apple and people expect a kind of “mini-me” version of a Steve Jobs presentation, don’t they? Still, somehow the projector-and-computer accompaniment did not feel right for the context. Chapter 5 Sustain with Pace and Participation 141 Wow! eBook <WoweBook.Com> At the moment I was introduced, I called an audible and changed my plan: I put down the remote control and pulled up a stool and sat down in the center, close to the front row, and proceeded to have what amounted to a fireside chat about Apple, user groups, the group’s needs, their complaints, and so on. I listened as much as I talked during the hour. As I thought, the questions were quite different from the material I had prepared.

pages: 252 words: 74,167

Thinking Machines: The Inside Story of Artificial Intelligence and Our Race to Build the Future by Luke Dormehl

Ada Lovelace, agricultural Revolution, AI winter, Albert Einstein, Alexey Pajitnov wrote Tetris, algorithmic trading, Amazon Mechanical Turk, Apple II, artificial general intelligence, Automated Insights, autonomous vehicles, book scanning, borderless world, call centre, cellular automata, Claude Shannon: information theory, cloud computing, computer vision, correlation does not imply causation, crowdsourcing, drone strike, Elon Musk, Flash crash, friendly AI, game design, global village, Google X / Alphabet X, hive mind, industrial robot, information retrieval, Internet of things, iterative process, Jaron Lanier, John Markoff, John Maynard Keynes: Economic Possibilities for our Grandchildren, John Maynard Keynes: technological unemployment, John von Neumann, Kickstarter, Kodak vs Instagram, Law of Accelerating Returns, life extension, Loebner Prize, Marc Andreessen, Mark Zuckerberg, Menlo Park, natural language processing, Norbert Wiener, out of africa, PageRank, pattern recognition, Ray Kurzweil, recommendation engine, remote working, RFID, self-driving car, Silicon Valley, Skype, smart cities, Smart Cities: Big Data, Civic Hackers, and the Quest for a New Utopia, social intelligence, speech recognition, Stephen Hawking, Steve Jobs, Steve Wozniak, Steven Pinker, strong AI, superintelligent machines, technological singularity, The Coming Technological Singularity, The Future of Employment, Tim Cook: Apple, too big to fail, Turing machine, Turing test, Vernor Vinge, Watson beat the top human players on Jeopardy!

It could, for instance, pull concert data from StubHub, movie reviews from Rotten Tomatoes, restaurant data from Yelp, and order taxis through TaxiMagic. In April 2010, Apple acquired the company for an amount reported to be around $200 million. Under the guidance of Steve Jobs (one of the last projects he was heavily involved with before stepping down as Apple’s CEO as his health worsened), several modifications were made to Siri. Much as Apple had done thirty years earlier with its graphical user interface, Jobs played up the friendliness and accessibility of the AI assistant. He insisted on giving it spoken responses – which the original Siri app had not had – and got rid of the ability to type requests as well as just ask them, so as not to complicate the experience of using it. Apple also removed the bad language, and gave Siri the ability to pull information from Apple’s native iOS apps. Early Siri reviews were very positive when the iPhone 4s launched in 2011.

My movie title-generating bot would be prolific, but it would simply reverse the problem a lot of screenwriters have. Instead of not having enough ideas to choose from, suddenly we have far too many. It’s still a data problem, just an inverse one. What makes someone creative is the ability to recognise that they are on the right lines with a certain idea. Shortly after he returned to Apple in 1997, Steve Jobs described innovation as the ability to say no to 1,000 possible ideas. ‘You have to pick carefully,’ he said. ‘I’m actually as proud of the things we haven’t done as the things I have done.’ Steve Jobs eventually led Apple to create iTunes, the iPod, the iPhone and the iPad, but before he did this he said no to dozens of other products the company had been working on in his absence. Fortunately, machines are getting better at this task, too. So long as we’re able to tell them what we’re looking for, they are able to create new imaginative solutions – even if means outperforming humans to do so.

Today, many of these advances evoke a nostalgic sense of technological progress. In all their ‘bigger, taller, heavier’ grandeur, they speak to the final days of an age that was, unbeknownst to attendees of the fair, coming to a close. The Age of Industry was on its way out, to be superseded by the personal computer-driven Age of Information. For those children born in 1964 and after, digits would replace rivets in their engineering dreams. Apple’s Steve Jobs was only nine years old at the time of the New York World’s Fair. Google’s co-founders, Larry Page and Sergey Brin, would not be born for close to another decade; Facebook’s Mark Zuckerberg for another ten years after that. As it turned out, the most forward-looking section of Flushing Meadows Corona Park turned out to be the exhibit belonging to International Business Machines Corporation, better known as IBM.

pages: 165 words: 47,193

The End of Work: Why Your Passion Can Become Your Job by John Tamny

Albert Einstein, Andy Kessler, asset allocation, barriers to entry, basic income, Bernie Sanders, cloud computing, commoditize, David Ricardo: comparative advantage, Downton Abbey, future of work, George Gilder, haute cuisine, income inequality, Jeff Bezos, knowledge economy, Mark Zuckerberg, Peter Thiel, profit motive, Saturday Night Live, Silicon Valley, Stephen Hawking, Steve Ballmer, Steve Jobs, There's no reason for any individual to have a computer in his home - Ken Olsen, trickle-down economics, universal basic income, upwardly mobile, Yogi Berra

But when its CEO, Ken Olson, was asked about the personal desktop computer that rival IBM was readying for the market, he responded that “there is no reason for any individual to have a computer in their home.”40 At the time, Harvard dropout Bill Gates’s obscure startup, Microsoft, had thirty-eight employees.41 Gates plainly didn’t agree with Olson about the future of the personal computer, and neither did his eventual rival Steve Jobs, the Reed College dropout who founded Apple Computer in 1977.42 Four years later, Apple went public in the most oversubscribed initial public offering since 1956,43 turning three hundred Apple employees into millionaires. Not long after Apple went public, a pre-med student at the University of Texas named Michael Dell started PCs Limited out of his dorm room. Lacking funds to take on a lot of inventory, Dell hit on the idea of selling computers over the phone so he wouldn’t have to commit capital to equipment until he had actual orders.44 It’s a safe bet that most of those new Apple millionaires, like the tycoons at Apple’s competitors, had gone to college. But had they studied computer science? It’s highly unlikely.

.,” Marie Claire, September 2016. 29.Julie Cresswell, “Young and in Love, With Lipstick and Eyeliner,” New York Times, November 23, 2017. 30.Ibid. 31.Ibid. 32.Ibid. Chapter Nine: Why We Need People with Money to Burn 1.Warren Brookes, The Economy in Mind (New York: Universe Books, 1982), p. 77. 2.Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), 407. 3.Ibid., 157. 4.David McCullough, The Wright Brothers (New York: Simon & Schuster, 2015), 34. 5.Ibid., 108. 6.Konstantin Kakaes, “New Directions,” Wall Street Journal, June 25–26, 2016. 7.Isaacson, Steve Jobs, 339. 8.Dawn Kawamoto, Ben Heskett, and Mike Ricciuti, “Microsoft to invest $150 million in Apple,” CNET, August 6, 1997. 9.Alexis Tsotsis, “Uber Gets $32 Million From Menlo Ventures, Jeff Bezos, and Goldman Sachs,” Tech Crunch, December 7, 2011. 10.Source: Forbes, 11.Peter Thiel with Blake Masters, Zero to One (New York: Crown Business, 2014), 84. 12.Noam Cohen, “Technology’s Trumpian Visions,” New York Times, July 27, 2016. 13.Enrico Moretti, The New Geography of Jobs (New York: Houghton Mifflin, 2012), 37. 14.Ibid., 13. 15.Ibid., 168. 16.Ibid., 52. 17.Ibid., 60. 18.Ibid., 62. 19.Michael Freeman, ESPN: The Uncensored History (Lanham, Md.: Taylor Trade Publishing, 2000), 58. 20.Ibid., 59. 21.Ibid. 22.Ibid., 7. 23.Ibid., 77. 24.Thomas Kessner, Capital City: New York City and the Men Behind Its Rise to Economic Dominance, 1860–1900 (New York: Simon & Schuster, 2003). 25.T.

The Washington Post once confidently asserted, “It is a fact that man can’t fly.”4 Thank goodness the Wright Brothers not only ignored the naysayers but also had enough revenue from their bicycle shop to invest the considerable sum of one thousand dollars in their seemingly impossible aviation project.5 When the venture capitalist Ed Tuck set his mind to making GPS technology available to the general public, his search for investors led to eighty-six rejections before he found someone to help him bring Magellan GPS systems to market.6 But consider the unseen. How many advances have never seen the light of day because the wealth to back them wasn’t available? It’s hard to believe, now that Apple is the most valuable company on Earth, but when Steve Jobs returned from exile in 1997 to run the company he had co-founded, it was “less than ninety days from being insolvent.”7 Bill Gates, one of the world’s richest men, invested $150 million in Jobs’s return to Apple.8 How many more investments might Gates have made, how many more world-changing companies might he have saved, how many more global problems might his foundation have solved with the billions that he and Microsoft have handed over in taxes over the years? Amazon’s billionaire founder, Jeff Bezos, was part of an investor group that placed $32 million with the start-up Uber back in 2011.9 Uber, itself a direct result of previous investment-driven advances in smartphones and GPS, now employs tens of thousands around the world.

The Man Behind the Microchip: Robert Noyce and the Invention of Silicon Valley by Leslie Berlin

Apple II, Bob Noyce, business cycle, collective bargaining, computer age, George Gilder, informal economy, John Markoff, Kickstarter, laissez-faire capitalism, low skilled workers, means of production, Menlo Park, Murray Gell-Mann, open economy, Richard Feynman, Ronald Reagan, Sand Hill Road, Silicon Valley, Silicon Valley startup, Steve Jobs, Steve Wozniak, union organizing, War on Poverty, women in the workforce, Yom Kippur War

Small entrepreneurs depend totally: Robert Noyce, Testimony before Congress, Telecommunications and Finance Subcommittee of the House Energy and Commerce Committee, High Definition Television: Hearing Before the House Telecommunications and Finance Subcommittee of the House Energy and Commerce Committee, 13 Sept., 1989. Apple founding: Mike Markkula, interview by author; Steve Jobs, interview by author; Michael Moritz, The Little Kingdom: The Private Story of Apple Computer (New York: William Morrow and Co., 1984). Nothing else was in Intel’s interest: Mike Markkula, interview by author. Even a supplier-customer relationship between Intel and Apple failed to materialize. Wozniak had originally chosen a Motorola processor for Apple machines, and even though Markkula says he and Grove met several times to discuss whether a switch to an Intel chip was warranted, “the timing was never right,” and so Apple stayed with Motorola. Jobs at McKenna dinner: Ann Bowers, interview by author. Not very appealing: Arthur Rock quoted in “HBS [Harvard Business School] Working Knowledge,”

Not very appealing: Arthur Rock quoted in “HBS [Harvard Business School] Working Knowledge,” special_reports_donedeals Noyce and Jobs Seabee accident: Steve Jobs, interview by author. Remember personal things: Steve Jobs, interview by author. Apple Computer IPO: Apple Computer prospectus, 12 Dec. 1980. On Tandem: Smith, “Silicon Valley Spirit”; “The fall of an American Icon,” Business Week, 5 Feb. 1996. Compaq acquisition of Tandem: David Lazarus, “Compaq Boosts High End with Tandem Deal,” Inc., 23 June 1997. On Atari: nolan_bushnell.html On Genentech: Timeline and Investors Fact Sheet at, accessed 24 Aug. 2004. More than 3,000 small firms: Lenny Siegel, Testimony Prepared for the Subcommittee on Science, Research, and Technology of the House Committee on Science and Technology and the Task Force on Education and Employment of the House Budget Committee, 16 June 1983, PSC.

They are the most challenging, irreverent bunch around.”45 The chairman’s comments appeared in an issue of Time whose cover featured a soft-focus picture of Apple Computer co-founder Steve Jobs under the headline, “Striking it Rich: America’s Risk Takers.” Jobs was 26 years old and worth nearly $150 million. He was the most visible member of a new generation of electronics entrepreneurs—young men (a new generation, but the dominance of men remained a constant) building companies whose products relied on semiconductor technology. Noyce once said that “small entrepreneurs depend totally upon the infrastructure that is— has been—established . . . so that they can use those tools, those techniques, and go off and do something specialized.” This certainly was true of Apple Computer, which was financed by men associated with Fairchild and Intel and staffed with many people from Hewlett-Packard and Intel.46 Apple had gotten its start in 1976, when 19-year-old Jobs convinced his friend Steve Wozniak, who had developed a personal computer in his garage, to start a business with him.

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The Participation Revolution: How to Ride the Waves of Change in a Terrifyingly Turbulent World by Neil Gibb

Airbnb, Albert Einstein, blockchain, Buckminster Fuller, call centre, carbon footprint, Clayton Christensen, collapse of Lehman Brothers, corporate social responsibility, creative destruction, crowdsourcing, disruptive innovation, Donald Trump, gig economy, iterative process, job automation, Joseph Schumpeter, Khan Academy, Kibera, Kodak vs Instagram, Mark Zuckerberg, Menlo Park, Minecraft, Network effects, new economy, performance metric, ride hailing / ride sharing, shareholder value, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, Steve Jobs, the scientific method, Thomas Kuhn: the structure of scientific revolutions, trade route, urban renewal

So, in what many analysts at the time thought was an act of desperation, Apple’s board made a decision to buy NeXT, the company that Steve Jobs had set up after he was ousted from Apple back in 1985. Acquiring NeXT gave Apple a much-needed new operating system to work with – and a really good one at that. But far more crucially…it also gave it Steve Jobs. While Apple’s engineers were tasked with the job of modifying NeXT’s OS to work with its drab grey boxes, Jobs was given the job of turning the company around. And this is when he did something that would set Apple on course to become the most innovative, influential, and valuable company of the 21st century – and in so doing, pave the way for a generation of new companies that would soon start to transform the way the world worked. Decked out in his now famous black turtleneck and wearing a pair of alarmingly short shorts, Jobs addressed Apple’s employees.

Ask anyone who works in a call centre what it is like to deal with customers and you will hear some pretty grim tales. Trust and loyalty have hit an all-time low. Bright, savvy customers like Jay know how to get a good deal. If she were thinking and acting like a normal customer, Apple would be toast. But she isn’t. Jay’s behaviour mirrors that of the Manchester United supporters on the terraces at Old Trafford. Jay isn’t an Apple customer, she is an Apple fan – which means she has a totally different relationship with the brand. This is what Apple – and particularly Steve Jobs, when he was at the helm – has known for years, and what Nokia totally missed when they opened their concept store. Apple doesn’t have customers, it has fans. And you don’t get fans simply by opening a flashy store. If you look at the relationship governments, political parties, and many other public service organisations now have with those they allegedly serve, you see the same increasingly acrimonious relationship as conventional businesses are having with customers.

It is certainly true that Steve Jobs started Apple is his parents’ garage, but Jobs and Wozniak developed their ideas and products out in the world of their users in the Homebrew Computer Club in Menlo Park. Their first products were focused on the same social mission that 20 years later would generate the App Store: the means to enable those who were out to change the world, the group of nerds, hackers, hobbyists, and geeks who would go on to build Silicon Valley. Purpose is the root cause of performance in the new economy. And it needs a certain kind of rebel leadership to inspire people to join a cause. The word “inspiration” has its roots in the phrase “to breathe life into”. It also has the same root as the word “spiritual”. Steve Jobs engaged at a very deep and personal level. He called Apple “the largest start-up in the world” for a good reason.

pages: 293 words: 78,439

Dual Transformation: How to Reposition Today's Business While Creating the Future by Scott D. Anthony, Mark W. Johnson

activist fund / activist shareholder / activist investor, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Amazon Web Services, autonomous vehicles, barriers to entry, Ben Horowitz, blockchain, business process, business process outsourcing, call centre, Clayton Christensen, cloud computing, commoditize, corporate governance, creative destruction, crowdsourcing, death of newspapers, disintermediation, disruptive innovation, distributed ledger, diversified portfolio, Internet of things, invention of hypertext, inventory management, Jeff Bezos, job automation, job satisfaction, Joseph Schumpeter, Kickstarter, late fees, Lean Startup, Lyft, M-Pesa, Marc Andreessen, Mark Zuckerberg, Minecraft, obamacare, Parag Khanna, Paul Graham, peer-to-peer lending, pez dispenser, recommendation engine, self-driving car, shareholder value, side project, Silicon Valley, Skype, software as a service, software is eating the world, Steve Jobs, the market place, the scientific method, Thomas Kuhn: the structure of scientific revolutions, transfer pricing, uber lyft, Watson beat the top human players on Jeopardy!, Y Combinator, Zipcar

Be Willing to Wave Good-Bye to the Past We haven’t spent much time in this book detailing perhaps the most iconic transformations of the 1990s (IBM) and early 2000s (Apple). Both examples are well documented and indeed are powerful examples of dual transformation. And in both cases transformation A involved jettisoning key parts of the historic core business. In IBM’s case, over the past two decades, beyond substantial investments to create a services arm, the company exited the hard disk drive, printer, and personal computer markets. Apple cofounder Steve Jobs was known as a creation maestro, but his first set of actions when he returned to Apple in the late 1990s wasn’t to create; it was to destroy. He consolidated Apple’s complicated product portfolio to four products. The resulting simplicity created organizational capacity to invest in the resulting wave of transformation Bs (iPod, iPhone, etc.).

But the result of the collaboration was a compromised product that flopped in the market. Commercials, hilarious in retrospect, touted the fact that Rokr was the first handset that integrated Apple’s iTunes music software. Popular artists like Madonna and the Red Hot Chili Peppers poured into a phone booth and the voice-over intoned, “One hundred tunes in your pocket, baby.” One hundred tunes. Wow. It was clear from the beginning that then-Apple CEO Steve Jobs was ambivalent about the partnership. Just two weeks after the commercial launch, Jobs noted publicly, “We see it as something we can learn from. It was a way to put our toe in the water.” Apple had also filed a number of patents that would enable it to create a simple, elegant phone, such as its 2004 filing (granted in 2010) for a “capacitive touchscreen.” It also was rumored to be releasing a version of its iPod music player with a screen that allowed it to play videos.

In what turned out to be a prescient interview with CBC in April 2008, RIM’s co-CEO, Jim Balsillie, said, “I don’t look up too much or down too much. The great fun is doing what you do every day. I’m sort of a poster child for not sort of doing anything but what we do every day . . . We’re a very poorly diversified portfolio. It either goes to the moon or crashes to the Earth.” And crash both Nokia and RIM did. In January 2007 Steve Jobs announced, and in June Apple launched, the iPhone. Dubbed the “Jesus phone” by worshippers, the phone created a media firestorm and immediately started showing up in the hands of celebrities. In November, Google, along with a range of handset manufacturers, formed the Open Handset Alliance, powered by Google’s Android operating system. Android’s origins trace to a $50 million acquisition Google made in 2005 of a young startup that had hot technologies as well as Andy Rubin, a noted talent in the wireless space.

pages: 386 words: 91,913

The Elements of Power: Gadgets, Guns, and the Struggle for a Sustainable Future in the Rare Metal Age by David S. Abraham

3D printing, Airbus A320, carbon footprint, clean water, cleantech, commoditize, Deng Xiaoping, Elon Musk,, glass ceiling, global supply chain, information retrieval, Intergovernmental Panel on Climate Change (IPCC), Internet of things, new economy, oil shale / tar sands, oil shock, reshoring, Robert Metcalfe, Ronald Reagan, Silicon Valley, South China Sea, Steve Ballmer, Steve Jobs, telemarketer, Tesla Model S, thinkpad, upwardly mobile, uranium enrichment, WikiLeaks, Y2K

Paul Kedrosky, “The Jesus Phone,” Wall Street Journal, June 29, 2007,; Brian Lam, “The Pope Says Worship Not False Idols: Save Us, Oh True Jesus Phone,” Gizmodo, December 26, 2006, 3. Fred Vogelstein, “And Then Steve Said, ‘Let There Be an iPhone,’ ” New York Times, October 6, 2013,; Steve Jobs, “Steve Jobs: Complete Transcript of Steve Jobs, Macworld Conference and Expo, January 9, 2007,” Genius, January 9, 2007, 4. Helen Walters, “A Sputnik Moment for STEM Education: Ainissa Ramirez at TED2012,” TED Blog, March 2, 2012, accessed November 2, 2014, 5. T. E. Graedel, E.

It’s not hyperbole to state that the fate of the planet and our ability to live a sustainable future in which technology can freely flow to the billions who do not yet have access depends on our understanding and production of rare metals and our avoidance of conflict over them. I Metals, Metals Everywhere Microsoft CEO Steve Ballmer was incredulous. “There’s no chance that the iPhone is going to get any significant market share. No chance,” Ballmer prophesied during a CEO Forum before Steve Jobs released the iPhone in June 2007. But, by the end of the first week of sales, most storeroom shelves were bare; Apple and its AT&T partner sold hundreds of thousands of phones. The company was fast on its way to taking more than 20 percent of the smartphone market within just a few months.1 To those who waited in line outside Apple stores for a day or two to snap up the first phones—or paid others hundreds of dollars to wait for them—the iPhone was a revolution, the stuff of dreams. Although smartphones had been out for a few years, Jobs’s phone, they believed, was set to be the smartest.

Geological Survey Scientific Investigations Report 2012–5215” (Reston, VA, 2012), available at 10. Walter Isaacson, Steve Jobs (New York: Simon and Schuster, 2011). 11. C. Hagelüken, R. Drielsmann, and K. Ven den Broeck, “Availability of Metals and Materials,” in Precious Materials Handbook, Ulla Sehrt and Matthias Grehl, 10–35 (Hanau-Wolfgang, Germany: Umicore AG, 2012). 12. Michael Wolff, “Michael Wolff: Uber Invades the World,” USA-Today, June 14, 2014,; Brian Lam, “The Life of Steve Jobs,” Gizmodo, August 24, 2011, 13. Michael Feroli, “Economics Web Note,” Morgan Markets, J.P. Morgan, September 10, 2014,

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One Click: Jeff Bezos and the Rise of by Richard L. Brandt

Amazon Web Services, automated trading system, big-box store, call centre, cloud computing, Dynabook, Elon Musk, inventory management, Jeff Bezos, Kevin Kelly, Kickstarter, Marc Andreessen, new economy, science of happiness, search inside the book, Silicon Valley, Silicon Valley startup, skunkworks, software patent, Steve Jobs, Stewart Brand, Tony Hsieh, Whole Earth Catalog, Y2K

Frox was developing “revolutionary” home entertainment systems, including the much-publicized Frox wand, a one-button universal remote. Frox had attracted engineers from Lucasfilm, Droidworks, Xerox PARC, Sun Microsystems, and Apple Computer. But Frox didn’t have the design flair of Steve Jobs. Kaphan lasted about three years, the company lasted twenty. In 1992 Kaphan joined Kaleida Labs, a joint venture between Apple and IBM, which created a digital multimedia player for computers, and wanted to create a similar program for television set-top boxes. Founded in 1991, it was folded into Apple in 1995. In the spring of 1994, just about the time Bezos was looking for an idea that he could turn into a good Web-based business, Herb and Shel were doing the same thing. But the pair felt that they knew what their previous start-ups had lacked.

And manufacturing and delivering electronic books is much, much cheaper than manufacturing and delivering the paper kind. But it took another brilliant entrepreneur to give him the idea. Except for Web services, Bezos sold only physical goods in Amazon’s first decade. Then, on March 4, 2003, Apple’s Steve Jobs demonstrated that some physical products were unnecessary. The music CD was simply a way of delivering the real product, the music itself. But music can be digitized and shipped over the Internet without the cost of the physical CD or the expense of mailing. The iTunes music store was born. Sometime in 2004 Bezos had an Amazon executive approach Gregg Zehr, a hardware developer who had worked at Apple and at palmOne, which created the Palm personal digital assistant. The executive asked Zehr to start a new company in order to create a new electronic book reader for Amazon. Zehr reportedly asked why he should be interested.

Bezos had to give in to Sargent’s demands and within another week had restored Macmillan’s books to the site. This was, no doubt, due partly to the fact that Steve Jobs had already agreed to the agency model, which could have given Apple better access to e-books from placated publishers. On the other hand, in October 2010 Amazon offered to pay royalties of 70 percent to authors who self-publish through the Kindle store, compared to 25 percent from most publishers. For now, the Kindle still leads the market for e-book readers at its current price. Research company ChangeWave estimated that the Kindle had the largest share of the market in early 2011, at 47 percent. Apple’s iPad (which does much more than just read books and is more expensive) had a 32 percent share. The Sony Reader and the Barnes & Noble Nook were laggards, with just 5 percent and 4 percent of the market, respectively.

A People’s History of Computing in the United States by Joy Lisi Rankin

activist fund / activist shareholder / activist investor, Albert Einstein, Apple II, Bill Gates: Altair 8800, computer age, corporate social responsibility, Douglas Engelbart, Douglas Engelbart, Grace Hopper, Hacker Ethic, Howard Rheingold, Howard Zinn, Jeff Bezos, John Markoff, John von Neumann, Mark Zuckerberg, Menlo Park, Mother of all demos, Network effects, Norbert Wiener, pink-collar, profit motive, RAND corporation, Silicon Valley, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, Ted Nelson, the market place, urban planning, Whole Earth Catalog, wikimedia commons

Much has been written about how Xerox failed to market the Alto, as well as many of the other innovations that PARC researchers created during the 1970s.99 The legend especially focuses on how PARC welcomed Steve Jobs to its campus in 1979, and how Jobs took the idea of a mouse, win­dows, and icons for Apple’s Lisa and Macintosh computers. The technology journalist Steve Levy cemented the trajectory from Engelbart to PARC to Apple with his 1994 book Insanely ­Great: The Life and Times of Macintosh, the Computer PLATO Builds a Plasma Screen 191 That Changed Every­thing. Levy characterized Engelbart’s 1968 per­ for­mance as “the ­mother of all demos,” and wrote that “the next leap ­toward Macintosh would originate only a few miles from Engelbart’s lab . . . ​k nown to computer-­heads everywhere as PARC. It would become famous, but not quite in the way its parent com­pany intended.”100 Apple strug­gled during the mid-1990s, only to stage a dramatic comeback with the return of Steve Jobs in 1997, the release of the iMac in 1998, and the introduction of the iPod in 2001.

Increasingly, ­people would have to purchase computers and software (now, devices and apps) for their personal and social computing. BASIC also figures prominently in the history of Apple. Steve Wozniak produced his own “Integer BASIC” for his homemade computer, built around MOS Technology’s 6502 micropro­cessor chip; he shared Integer BASIC , and he even published programs in Dr. Dobb’s Journal.29 When Wozniak’s high school chum Steve Jobs saw the computer, he proposed they team up to assem­ble and sell them. They named the computer Apple, and soon began working on a new version, the Apple II. Although Apple declared its philosophy 238 A ­People’s History of Computing in the United States was “to provide software for our machines ­f ree or at minimal cost,” Apple sought (aggressively) to sell its hardware.30 ­W hether they w ­ ere called home computers, hobby computers, microcomputers, or personal computers, they ­were consumer products, purveyed by Steve Jobs.

MECC ­people reflected on their “awareness and appreciation” of computing, just as they praised the social aspects of their network, the rich “people-­ to-­ people contact.”34 Networked computing via time-­sharing thrived in Minnesota, having been motivated by a desire to equally serve citizens across the state, to provide the “same opportunities in computing . . . ​to a rural resident as to anyone in the suburbs or Twin Cities.”35 Just as DEC had spurred sales of its time-­sharing minicomputer systems by making them attractive to students and educators, Apple also targeted schools in the late 1970s. Steve Jobs ­later explained that “schools buying Apple IIs” was “one of the t­ hings that built Apple IIs.”36 Indeed, a MECC staff member who had attended a conference in California reported to his colleagues in Minnesota about the amazing Apple II computer he had seen, and MECC soon arranged to buy over five hundred of them from Jobs and Wozniak.37 MECC led the nation in placing microcomputers in its classrooms, and Apple gained an early and large share of the educational computing market; moreover, the long-­ ago decision to implement Dartmouth Time-­Sharing with BASIC at UHigh in Minneapolis had impor­tant ramifications all ­these years l­ater.38 MECC and its constituent members (such as TIES and MERITSS [Minnesota Educational 240 A ­People’s History of Computing in the United States Regional Interactive Time-­Sharing System]) had been building a library of applications and games—­w ritten in BASIC —­since the 1960s.

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Smartcuts: How Hackers, Innovators, and Icons Accelerate Success by Shane Snow

3D printing, Airbnb, Albert Einstein, attribution theory, augmented reality, barriers to entry, conceptual framework, correlation does not imply causation, David Heinemeier Hansson, deliberate practice, disruptive innovation, Elon Musk, Fellow of the Royal Society, Filter Bubble, Google X / Alphabet X, hive mind, index card, index fund, Isaac Newton, job satisfaction, Khan Academy, Kickstarter, lateral thinking, Law of Accelerating Returns, Lean Startup, Mahatma Gandhi, meta analysis, meta-analysis, pattern recognition, Peter Thiel, popular electronics, Ray Kurzweil, Richard Florida, Ronald Reagan, Ruby on Rails, Saturday Night Live, self-driving car, side project, Silicon Valley, Steve Jobs, superconnector

Alexander George, “The Best Portable Bluetooth Speaker,” TheWirecutter, November 4, 2013, (accessed February 17, 2014). 163 “Now that I do know it”: Arthur Conan Doyle, A Study in Scarlet (1887). 163 closet was filled with dozens: Anyone who saw Steve Jobs on stage knows the outfit: black turtleneck, blue jeans. Walter Isaacson explains the backstory in his biography: Walter Isaacson, Steve Jobs (Simon and Schuster, 2011). 163 “You’ll see I wear only gray or blue suits”: Michael Lewis, “Obama’s Way,” Vanity Fair, October 2012. 164 making lots of tiny choices depletes: Kathleen D. Vohs, Brandon J. Schmeichel, Noelle M. Nelson, Roy F. Baumeister, Jean M. Twenge, and Dianne M. Tice, “Making Choices Impairs Subsequent Self-Control: A Limited-Resource Account of Decision Making, Self-Regulation, and Active Initiative,” Journal of Personality and Social Psychology 94, no. 5 (2008): 883–98. 164 doubled Apple’s mouse market share: Neil Hughes and Kasper Jade, “Magic Mouse Helps Apple Double Share of Market in 8 Weeks,” Apple Insider (blog), December 29, 2009, 164 “1,000 songs in your pocket”: “Apple Press Info,” Apple, (accessed February 17, 2014). 167 kids who are tenaciously: Focused kids win spelling bees over kids with higher IQs, according to Angela Lee Duckworth, Teri A.

Tice, “Making Choices Impairs Subsequent Self-Control: A Limited-Resource Account of Decision Making, Self-Regulation, and Active Initiative,” Journal of Personality and Social Psychology 94, no. 5 (2008): 883–98. 164 doubled Apple’s mouse market share: Neil Hughes and Kasper Jade, “Magic Mouse Helps Apple Double Share of Market in 8 Weeks,” Apple Insider (blog), December 29, 2009, 164 “1,000 songs in your pocket”: “Apple Press Info,” Apple, (accessed February 17, 2014). 167 kids who are tenaciously: Focused kids win spelling bees over kids with higher IQs, according to Angela Lee Duckworth, Teri A. Kirby, Eli Tsukayama, Heather Berstein, and K. Anders Ericsson, “Deliberate Practice Spells Success: Why Grittier Competitors Triumph at the National Spelling Bee,” Social Psychological and Personality Science 2, no. 2 (2010): 174–81. 167 simplicity as “the ultimate sophistication”: This quote is attributed to Leonardo da Vinci, though the attribution has never been validated by an original source. According to Walter Isaacson, Steve Jobs was fond of the quote and it was an early Apple slogan.

That’s why so many busy and powerful people practice mind-clearing meditation and stick to rigid daily routines: to minimize distractions and maximize good decision making. Simplification is why Steve Jobs’s Magic Mouse doubled Apple’s mouse market share overnight. With zero buttons (the whole thing is a button, actually) and a touchscreen glass top, the mouse is both pretty and intuitive—a huge departure from the conventional “innovative” mouse arms race, which amounted to adding more bulk and more buttons. Similarly, Apple’s iPod won the MP3 player war with breakthrough simplicity, both in physical design and how the company explained it. While other companies touted “4 Gigabytes and a 0.5 Gigahertz processor!” Apple simply said, “1,000 songs in your pocket.” Constraints like that in Jane Chen’s “Design for Extreme Affordability” challenge are often the forcing functions that lead to breakthrough innovation.

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The Master Switch: The Rise and Fall of Information Empires by Tim Wu

accounting loophole / creative accounting, Alfred Russel Wallace, Apple II, barriers to entry, British Empire, Burning Man, business cycle, Cass Sunstein, Clayton Christensen, commoditize, corporate raider, creative destruction, disruptive innovation, don't be evil, Douglas Engelbart, Douglas Engelbart, Howard Rheingold, Hush-A-Phone, informal economy, intermodal, Internet Archive, invention of movable type, invention of the telephone, invisible hand, Jane Jacobs, John Markoff, Joseph Schumpeter, Menlo Park, open economy, packet switching, PageRank, profit motive, road to serfdom, Robert Bork, Robert Metcalfe, Ronald Coase, sexual politics, shareholder value, Silicon Valley, Skype, Steve Jobs, Steve Wozniak, Telecommunications Act of 1996, The Chicago School, The Death and Life of Great American Cities, the market place, The Wisdom of Crowds, too big to fail, Upton Sinclair, urban planning, zero-sum game

After it was launched in the late eighties, early-nineties Windows ran off with the market Apple had pioneered, based mostly on ideas that had been Apple’s to begin with. The victory of PCs and Windows over Apple was viewed by many as the defining parable of the decade; its moral was “open beats closed.” It suggested that Wozniak had been right from the beginning. But by then Steve Jobs had been gone for years, having been forced out of Apple in 1985 in a boardroom coup. Yet even in his absence Jobs would never agree about the superiority of openness, maintaining all the while that closed had simply not yet been perfected. A decade after his expulsion, back at the helm of the company he founded, Steve Jobs would try yet again to prove he had been the true prophet. JUST WHAT IS GOOGLE? In 1902, the New York Telephone Company opened the world’s first school for “telephone girls.”

He wanted it that way. The Apple II was my machine, and the Mac was his.” Apple’s origins were pure Steve Wozniak, but as everyone knows, it was the other founder, Steve Jobs, whose ideas made Apple what it is today. Jobs maintained the early image that he and Wozniak created, but beginning with the Macintosh in the 1980s, and accelerating through the age of the iPod, iPhone, and iPad, he led Apple computers on a fundamentally different track. Jobs is a man who would seem as much at home in Victorian England as behind the counter of a sushi bar: he is an apostle of perfectibility and believes in a single best way of performing any task and presenting the results. As one might expect, his ideas embody an aesthetic philosophy as much as a sense of functionality, which is why Apple’s products look so good while working so well.

One particularly interesting history of Wozniak and Jobs’s initial meeting and development of what would eventually become Apple, as well as the reinvention of the company in recent years with the development of popular modern Apple technology, may be found in Michael Moritz, Return to the Little Kingdom: Steve Jobs, the Creation of Apple, and How It Changed the World (New York: Overlook, 2009). Other descriptions of the early history of Apple include Roy A. Allen, A History of the Personal Computer: The People and the Technology (London, Ontario: Allen Publishing, 2001), 36. 6. This quote, as well as much of the Wozniakcentric information in this chapter, is drawn from Steve Wozniak’s autobiography, iWoz—Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It (New York: W. W. Norton, 2006), 103. 7. Wozniak said this at his talk at Columbia University on September 28, 2006. 8.

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Move Fast and Break Things: How Facebook, Google, and Amazon Cornered Culture and Undermined Democracy by Jonathan Taplin

1960s counterculture, affirmative action, Affordable Care Act / Obamacare, Airbnb, Amazon Mechanical Turk, American Legislative Exchange Council, Apple's 1984 Super Bowl advert, back-to-the-land, barriers to entry, basic income, battle of ideas, big data - Walmart - Pop Tarts, bitcoin, Brewster Kahle, Buckminster Fuller, Burning Man, Clayton Christensen, commoditize, creative destruction, crony capitalism, crowdsourcing, data is the new oil, David Brooks, David Graeber, don't be evil, Donald Trump, Douglas Engelbart, Douglas Engelbart, Dynabook, Edward Snowden, Elon Musk, equal pay for equal work, Erik Brynjolfsson, future of journalism, future of work, George Akerlof, George Gilder, Google bus, Hacker Ethic, Howard Rheingold, income inequality, informal economy, information asymmetry, information retrieval, Internet Archive, Internet of things, invisible hand, Jaron Lanier, Jeff Bezos, job automation, John Markoff, John Maynard Keynes: technological unemployment, John von Neumann, Joseph Schumpeter, Kevin Kelly, Kickstarter, labor-force participation, life extension, Marc Andreessen, Mark Zuckerberg, Menlo Park, Metcalfe’s law, Mother of all demos, move fast and break things, move fast and break things, natural language processing, Network effects, new economy, Norbert Wiener, offshore financial centre, packet switching, Paul Graham, paypal mafia, Peter Thiel, plutocrats, Plutocrats, pre–internet, Ray Kurzweil, recommendation engine, rent-seeking, revision control, Robert Bork, Robert Gordon, Robert Metcalfe, Ronald Reagan, Ross Ulbricht, Sam Altman, Sand Hill Road, secular stagnation, self-driving car, sharing economy, Silicon Valley, Silicon Valley ideology, smart grid, Snapchat, software is eating the world, Steve Jobs, Stewart Brand, technoutopianism, The Chicago School, The Market for Lemons, The Rise and Fall of American Growth, Tim Cook: Apple, trade route, transfer pricing, Travis Kalanick, trickle-down economics, Tyler Cowen: Great Stagnation, universal basic income, unpaid internship, We wanted flying cars, instead we got 140 characters, web application, Whole Earth Catalog, winner-take-all economy, women in the workforce, Y Combinator

What was the chance that any of the PARC stuff could ever be sold through the Xerox channels? Zero.” So the decision was made to try to partner with Apple. Almost every version of the story of Steve Jobs visiting PARC for a demonstration in December of 1979 is wrong. It is usually said to epitomize the complete failure on Xerox’s part to understand what they had invented. A bit of background: Apple had successfully launched the Apple II computer in April of 1977. It was an instant hit, and between September of 1977 and September of 1980, yearly sales grew from $775,000 to $118 million, an average annual growth rate of 533 percent. But Jobs refused to sit still. He had heard about the Xerox Alto and had worked out a deal with Xerox in which he would sell them perhaps as much as 5 percent of Apple in return for a licensing agreement to all the PARC technology. But in a true sign of how dysfunctional Xerox management was, it did not inform the PARC executives of the pending stock transaction.

The revolution began in the moral precepts of the counterculture: decentralize control and harmonize people. The earliest networks—like the Whole Earth ’Lectronic Link (WELL), organized by Stewart Brand, the founder of The Whole Earth Catalog—grew directly out of 1960s counterculture. Brand had helped novelist Ken Kesey organize the Acid Tests—epic be-ins where thousands of hippies ingested LSD and danced to the music of a new band, the Grateful Dead. Steve Jobs, founder of Apple Computer, Inc., dropped acid as well. “Jobs explained,” wrote John Markoff in his book What the Dormouse Said, “that he still believed that taking LSD was one of the two or three most important things he had done in his life, and he said he felt that because people he knew well had not tried psychedelics, there were things about him they couldn’t understand.” Brand, Kesey, and Jobs envisioned a new kind of network that was truly “bottom-up.”

In 1985, after the debut of the Macintosh, Microsoft quickly introduced Windows, an operating system that totally mimicked the Macintosh. Whatever advantage Apple had was quickly extinguished, and Steve Jobs was forced out of the company. Jobs immediately set out for revenge on his old company by building a new computer called NeXT. Not long after that, a twenty-nine-year-old English engineer, Tim Berners-Lee, took up a position at the Conseil Européen pour la Recherche Nucléaire (CERN). The Internet at this point was purely an academic research network linking physicists around the world and allowing them to share research documents, and CERN was the largest European node of the network. Finding documents was getting increasingly dicey as the network got more popular, so Berners-Lee began to work on the concept of hypertext as a way for researchers to link directly to other documents in their references.

pages: 392 words: 108,745

Talk to Me: How Voice Computing Will Transform the Way We Live, Work, and Think by James Vlahos

Albert Einstein, AltaVista, Amazon Mechanical Turk, Amazon Web Services, augmented reality, Automated Insights, autonomous vehicles, Chuck Templeton: OpenTable:, cloud computing, computer age, Donald Trump, Elon Musk, information retrieval, Internet of things, Jacques de Vaucanson, Jeff Bezos, lateral thinking, Loebner Prize, Machine translation of "The spirit is willing, but the flesh is weak." to Russian and back, Mark Zuckerberg, Menlo Park, natural language processing, PageRank, pattern recognition, Ponzi scheme, randomized controlled trial, Ray Kurzweil, Ronald Reagan, Rubik’s Cube, self-driving car, sentiment analysis, Silicon Valley, Skype, Snapchat, speech recognition, statistical model, Steve Jobs, Steve Wozniak, Steven Levy, Turing test, Watson beat the top human players on Jeopardy!

Titans 39 Decades before he founded Amazon: Amazon CEO Jeff Bezos on how he got a role in Star Trek Beyond, posted to YouTube on October 23, 2016, 39 “build space hotels”: Luisa Yanez, “Jeff Bezos: A rocket launched from Miami’s Palmetto High,” Miami Herald, August 5, 2013, 40 After the discussion with Hart: Greg Hart, interview with author, April 27, 2018. 41 “If we could build it”: this and subsequent quotes from Greg Hart come from interview with author, April 27, 2018. 41 “We think it [the project] is critical to Amazon’s success”: this and subsequent quotes from Al Lindsay, unless otherwise identified, come from interview with author, April 4, 2018. 42 Rohit Prasad, a scientist whom Amazon hired: Rohit Prasad, interview with author, April 2, 2018. 44 Bezos was reportedly aiming for the stars: Joshua Brustein, “The Real Story of How Amazon Built the Echo,” Bloomberg Businessweek, April 19, 2016, 44 “hero feature”: Prasad, interview with author. 44 An article in Bloomberg Businessweek : Brustein, “The Real Story of How Amazon Built the Echo.” 45 “Amazon just surprised everyone”: Chris Welch, “Amazon just surprised everyone with a crazy speaker that talks to you,” The Verge, November 6, 2014, 45 “Don’t laugh at or ignore”: Mike Elgan, “Why Amazon Echo is the future of every home,” Computerworld, November 8, 2014, 45 “the happiest person in the world”: this and other quotes from Adam Cheyer, unless otherwise indicated, come from interviews with author, April 19 and 23, 2018. 45 “Apple’s digital assistant was delivered”: Farhad Manjoo, “Siri Is a Gimmick and a Tease,” Slate, November 15, 2012, 46 Steve Wozniak, one of the original cofounders of Apple: Bryan Fitzgerald, “‘Woz’ gallops in to a horse’s rescue,” Albany Times Union, June 13, 2012, 46 Even Jack in the Box ran an ad: Yukari Iwatani Kane, Haunted Empire: Apple After Steve Jobs (New York: HarperCollins, 2014), 154. 46 Years later, some people who had worked: Aaron Tilley and Kevin McLaughlin, “The Seven-Year Itch: How Apple’s Marriage to Siri Turned Sour,” The Information, March 14, 2018, 48 “artificially-intelligent orphan”: Bosker, “Siri Rising.” 48 “Siri’s various teams morphed”: Tilley and McLaughlin, “The Seven-Year Itch.” 48 John Burkey, who was part: John Burkey, interview with author, June 19, 2018. 49 “it’s really the first time in history”: Megan Garber, “Sorry, Siri: How Google Is Planning to Be Your New Personal Assistant,” The Atlantic, April 29, 2013, 49 “We are not shipping”: Dan Farber, “Microsoft’s Bing seeks enlightenment with Satori,” CNET, July 30, 2013, 50 CNN Tech ran an emblematic headline: Adrian Covert, “Meet Cortana, Microsoft’s Siri,” CNN Tech, April 2, 2014, 50 “feels like a potent mashup of Google Now’s worldliness”: Chris Velazco, “Living with Cortana, Windows 10’s thoughtful, flaky assistant,” Engadget, July 30, 2015, 50 “arrogant disdain followed by panic”: Burkey, interview with author. 51 “I’ll start teaching it”: Mark Zuckerberg, “Building Jarvis,” Facebook blog, December 19, 2016, 51 Zuckerberg might have to say a command: Daniel Terdiman, “At Home With Mark Zuckerberg And Jarvis, The AI Assistant He Built For His Family,” Fast Company, December 19, 2016, 51 One lucky user who tested M: Alex Kantrowitz, “Facebook Reveals The Secrets Behind ‘M,’ Its Artificial Intelligence Bot,” BuzzFeed, November 19, 2015, 52 “an experiment to see what people would ask”: Kemal El Moujahid, interview with author, September 29, 2017. 54 “just the tip of the iceberg”: Mark Bergen, “Jeff Bezos says more than 1,000 people are working on Amazon Echo and Alexa,” Recode, May 31, 2016, 59 “When you speak”: Robert Hoffer, interview with author, April 30, 2018. 4.

This slice of campus life, which plays like a cut scene from the Woody Allen sci-fi farce, Sleeper, was the future as envisioned in a concept video from Apple in 1987. The dapper assistant was called the Knowledge Navigator, and Apple didn’t have an actual product like it or even anything close. But on October 4, 2011, the video’s depiction of a talking AI assistant abruptly seemed like something else: a realistic prediction. On that day in October, journalists and other guests filled Apple’s Town Hall auditorium for an event that the company called “Let’s Talk iPhone.” Scott Forstall, who had led the design of the iPhone’s operating system, stepped onto the stage. His face boyish and clean-shaven, he looked more like a high school track coach than a powerful and abrasive figure who had been described in the press as a “mini-Steve Jobs.” Forstall, however, was not the star of the show. That honor went to a new artificially intelligent creation that Apple was revealing to the world.

Kittlaus was heading out of the door of Siri’s offices when his iPhone started to ring. He swiped at the little slider on the screen to answer the call, but for some reason it took seven tries before it worked. This little fail was ironic given who was phoning. “Hi,” the caller said. “Is this Dag?” “Yeah,” Kittlaus replied. “This is Steve Jobs.” “Really?” said Kittlaus, who had received no forewarning that the Apple CEO was going to call. He turned toward a colleague standing nearby and mouthed, It’s Steve Jobs! No way! his colleague mouthed back. Jobs came straight to the point, according to Kittlaus’s account. “We love what you are doing,” Jobs said. “Can you come over to my house tomorrow?” Kittlaus got directions and asked if he could bring along his cofounders. (“We would have killed him if he hadn’t,” Cheyer says.)

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How to Be the Startup Hero: A Guide and Textbook for Entrepreneurs and Aspiring Entrepreneurs by Tim Draper

3D printing, Airbnb, Apple's 1984 Super Bowl advert, augmented reality, autonomous vehicles, basic income, Berlin Wall, bitcoin, blockchain, Buckminster Fuller, business climate, carried interest, connected car, crowdsourcing, cryptocurrency, Deng Xiaoping, discounted cash flows, disintermediation, Donald Trump, Elon Musk, Ethereum, ethereum blockchain, family office, fiat currency, frictionless, frictionless market, high net worth, hiring and firing, Jeff Bezos, Kickstarter, low earth orbit, Lyft, Mahatma Gandhi, Mark Zuckerberg, Menlo Park, Metcalfe's law, Metcalfe’s law, Mikhail Gorbachev, Minecraft, Moneyball by Michael Lewis explains big data, Nelson Mandela, Network effects, peer-to-peer, Peter Thiel, pez dispenser, Ralph Waldo Emerson, risk tolerance, Robert Metcalfe, Ronald Reagan, Rosa Parks, Sand Hill Road, school choice, school vouchers, self-driving car, sharing economy, short selling, Silicon Valley, Skype, smart contracts, Snapchat, sovereign wealth fund, stealth mode startup, stem cell, Steve Jobs, Tesla Model S, Uber for X, uber lyft, universal basic income, women in the workforce, Y Combinator, zero-sum game

People don’t say, “Hotmail me” or “Bing it,” but they could have if the marketing departments at those companies had done some thinking about making their companies’ services into a verb. As you go through your daily routine, try to think about all the companies that touch you and whether they are verbs. Marketing is 20% hard facts and 80% human brain. When Steve Jobs introduced the iPod, there were 40 other music storage devices on the market and some with four times as much memory. But Apple dominated the market. Why? Because Steve Jobs understood the human side of commerce. He understood that by creating a story behind the product, by making it “cool” or “hip” to have an iPod and making it fun and easy to use, it didn’t matter if the product was not quite as powerful or as fast or as cheap as the competition, because he knew that he could capture the customer’s emotion, mind, spirit and ego.

Lisa Gansky You have to understand your own personal DNA. Don't do things because I do them or Steve Jobs or Mark Cuban tried it. You need to know your personal brand and stay true to it. Gary Vaynerchuk A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well. Jeff Bezos My Brand Logo. Your logo should mean something. The initial logo for Draper Associates, designed by my cousin, Phyllis Merikallio, was a blue globe in front of a black triangle. I liked this for a lot of reasons. The triangle represented “change” and the globe represented “the world,” so together these images said, “Change the world.” Apple’s logo was a rainbow-colored apple, which was both eye catching and meant that the products were for everyone. Nike’s logo was a simple black “swoosh,” which implied that Nike shoes would make you active, maybe even a better athlete, and a faster runner.

“Awesome” was Scott’s trademark word, and he regularly said, “the networked computer is inevitable.” His employees started chanting the same mantras and they even took on his fashion sense, wearing the same t-shirts and jeans that he did. He encouraged a very casual tone among his employees so that they knew that he just wanted them to get the job done (not to wait on protocol) and they responded accordingly. Steve Jobs created the meme of calling his employees “evangelists” so Apple employees would take on his religious fervor for the company. Many even wore jeans and black turtlenecks to emulate the great man. Bill Gates prided himself on his high IQ, so everyone at Microsoft was focused on being smart. Some employees even wore glasses that looked like the ones Bill wore whether they had a vision problem or not. Being a great leader forces you to think about how you live your life, because you will see others trying to emulate you.

pages: 465 words: 109,653

Free Ride by Robert Levine

A Declaration of the Independence of Cyberspace, Anne Wojcicki, book scanning, borderless world, Buckminster Fuller, citizen journalism, commoditize, correlation does not imply causation, creative destruction, crowdsourcing, death of newspapers, Edward Lloyd's coffeehouse, Electric Kool-Aid Acid Test, Firefox, future of journalism, Googley, Hacker Ethic, informal economy, Jaron Lanier, Joi Ito, Julian Assange,, Kevin Kelly, linear programming, Marc Andreessen, Mitch Kapor, moral panic, offshore financial centre,, publish or perish, race to the bottom, Saturday Night Live, Silicon Valley, Silicon Valley startup, Skype, spectrum auction, Steve Jobs, Steven Levy, Stewart Brand, subscription business, Telecommunications Act of 1996, Whole Earth Catalog, WikiLeaks

In the grand narrative of the music business collapse, the labels were rescued from their own incompetence by Steve Jobs’s iTunes music store, which made piracy a marginal problem. Apple certainly pushed the labels into doing something they were unable to do themselves, and its iTunes Store has become the biggest music retailer in the United States. But legitimate online music stores like Apple’s have hardly stopped piracy: more music is downloaded illegally than legally, according to the NPD Group.82 (Not all of those songs represent lost sales, of course, but surely some must.) And, like the industry’s attempts to turn file sharing into a legitimate business, the real story of Apple’s effect on the music business is more complicated than most people realize. In October 2001, Apple was a second-tier technology company that controlled about 3 percent of the personal computer market and was slowly regaining its relevance with high-design candy-colored Macs.83 When it introduced the $400 iPod just as the economy slowed, consumers didn’t exactly line up in front of Apple stores (of which there were only a few at the time anyway).

HOW TECHNOLOGY COULD TURN THE PAGE ON PUBLISHING On January 28, 2010, John Sargent Jr. and Brian Napack, the chief executive and the president of Macmillan Publishers, flew to Seattle to give some news they knew the online retailer wouldn’t like. A couple of days before, Macmillan had made a deal to sell its titles in Apple’s iBookstore, just as Steve Jobs was set to introduce the company’s new iPad. Rather than sell titles to Apple on a wholesale basis and let the company set a retail price, as it did with Amazon and other bookstores, Macmillan would set the price for its digital books itself and give Apple a 30 percent commission for selling them to consumers. Apple had also made similar deals with four of the other five major U.S. publishers. But Amazon wanted to set book prices as well. Since Amazon started selling downloadable e-books in the fall of 2007, it had priced best sellers at $9.99—usually $2.00 or $3.00 less than the wholesale price it paid publishers—in order to drive demand for its Kindle digital reading device.

Ask most people what humbled the mighty major labels and you’ll hear the same answers: they failed to negotiate with Napster, missed their chance to turn file sharing into a legitimate business, and got saved by Apple’s iTunes Store when Steve Jobs dragged them, kicking and screaming, into the digital age. This makes for a compelling narrative about how a college student revolutionized a calcified business that didn’t give consumers what they wanted. But while the labels certainly moved too slowly, the real story is far more complex. The labels did negotiate with Napster, even as they fought in public, and each side walked away from talks at different times. Even if they had made a deal, a legal version of Napster would have faced competition from second-generation file-sharing services like Grokster and Kazaa, which would have offered for free what Napster charged for. And while Apple gave the labels a workable digital business model, its iTunes Store also replaced sales of $15 albums with ninety-nine-cent songs.

pages: 270 words: 79,992

The End of Big: How the Internet Makes David the New Goliath by Nicco Mele

4chan, A Declaration of the Independence of Cyberspace, Airbnb, Amazon Web Services, Any sufficiently advanced technology is indistinguishable from magic, Apple's 1984 Super Bowl advert, barriers to entry, Berlin Wall, big-box store, bitcoin, business climate, call centre, Cass Sunstein, centralized clearinghouse, Chelsea Manning, citizen journalism, cloud computing, collaborative consumption, collaborative editing, commoditize, creative destruction, crony capitalism, cross-subsidies, crowdsourcing, David Brooks, death of newspapers, disruptive innovation, Donald Trump, Douglas Engelbart, Douglas Engelbart,, Exxon Valdez, Fall of the Berlin Wall, Filter Bubble, Firefox, global supply chain, Google Chrome, Gordon Gekko, Hacker Ethic, Jaron Lanier, Jeff Bezos, jimmy wales, John Markoff, Julian Assange, Kevin Kelly, Khan Academy, Kickstarter, Lean Startup, Mark Zuckerberg, minimum viable product, Mitch Kapor, Mohammed Bouazizi, Mother of all demos, Narrative Science, new economy, Occupy movement, old-boy network, peer-to-peer, period drama, Peter Thiel, pirate software, publication bias, Robert Metcalfe, Ronald Reagan, Ronald Reagan: Tear down this wall, sharing economy, Silicon Valley, Skype, social web, Steve Jobs, Steve Wozniak, Stewart Brand, Stuxnet, Ted Nelson, Telecommunications Act of 1996, telemarketer, The Wisdom of Crowds, transaction costs, uranium enrichment, Whole Earth Catalog, WikiLeaks, Zipcar

A liberationist ethic also became entrenched in the overt marketing of personal computing devices, most famously in a classic television commercial, Apple’s 1984 spot. Following the rousing success of Apple’s first two home computer models, Steve Jobs wanted to do something big to roll out its third model, the Macintosh personal computer. He hired Ridley Scott, who two years earlier had directed the sci-fi classic Bladerunner, to make the commercial.18 The result was a powerful and intense ad that referenced the dystopian future of George Orwell’s classic novel 1984. In the ad, a young woman breaks into a large auditorium where a crowd of mindless automatons sit listening to a giant screen of a speaking man, presumably Big Brother. The woman, representing the Macintosh (she has a sketch of the Mac on her tank top), smashes the screen. The advertisement closes with the text, “On January 24th, Apple Computer will introduce Macintosh.

The quotation is taken from his essay “We Owe It All to the Hippies,” Time, 1 Mar. 1995. 13. 14. 15. 16. 17. John Markoff, What the Dormouse Said: How the Sixties Counterculture Shaped the Personal Computer Industry (New York: Penguin, 1996). 18. 19. 20. Adelia Cellini, “The Story Behind Apple’s ‘1984’ TV Commercial: Big Brother at 20.” MacWorld 21, no. 1 (2004): 18. 21.

Therefore, I am less sympathetic to hackers when they use their newfound power arrogantly and non-constructively.”5 Indeed, in our arrogance and optimism, we nerds haven’t considered the impact of our designs, nor have we thought through the potential for chaos, destabilization, fascism, and other ills. We’ve simply subjected the world to our designs, leaving everyone else to live with the consequences, whether or not we like them. Technology seems value-neutral, yet it isn’t. It has its own worldview, one the rest of us adopt without consideration because of the convenience and fun of our communications devices. People worship Steve Jobs and his legendary leadership of Apple, and they consume Apple products such as the iPhone and iPad with delight and intensity—yet these products and indeed the vision of Jobs are reorganizing our world from top to bottom. The nerds who brought you today’s three most dominant communications technologies—the personal computer, the Internet, and mobile phones—were in different ways self-consciously hostile to established authority and self-consciously alert to the vast promise and potential of individual human beings.

pages: 307 words: 90,634

Insane Mode: How Elon Musk's Tesla Sparked an Electric Revolution to End the Age of Oil by Hamish McKenzie

Airbnb, Albert Einstein, augmented reality, autonomous vehicles, barriers to entry, basic income, Bay Area Rapid Transit, Ben Horowitz, business climate, car-free, carbon footprint, Chris Urmson, Clayton Christensen, cleantech, Colonization of Mars, connected car, crony capitalism, Deng Xiaoping, disruptive innovation, Donald Trump, Elon Musk, Google Glasses, Hyperloop, Internet of things, Jeff Bezos, John Markoff, low earth orbit, Lyft, Marc Andreessen, margin call, Mark Zuckerberg, megacity, Menlo Park, Nikolai Kondratiev, oil shale / tar sands, paypal mafia, Peter Thiel, ride hailing / ride sharing, Ronald Reagan, self-driving car, Shenzhen was a fishing village, short selling, side project, Silicon Valley, Silicon Valley startup, Snapchat, South China Sea, special economic zone, stealth mode startup, Steve Jobs, Tesla Model S, Tim Cook: Apple, Uber and Lyft, uber lyft, universal basic income, urban planning, urban sprawl, Zipcar

And Byton has nabbed a handful of former Tesla highfliers, including erstwhile senior manager of vehicle engineering Paul Thomas, former director of supply-chain manufacturing Mark Duchesne, and former director of vehicle purchasing Stephen Ivsan. Then there’s Apple. “They have hired people we’ve fired,” Musk told the German newspaper Handelsblatt in September 2015. Rumors that Apple was working on an electric car project had emerged that February, when an Apple employee allegedly e-mailed Business Insider to say that the Cupertino company was working on a project that would “give Tesla a run for its money.” Former Tesla people had been joining the company in droves. Musk had his own view of the situation. “We always jokingly call Apple the ‘Tesla Graveyard,’” he said. “If you don’t make it at Tesla, you go work at Apple. I’m not kidding.” Steve Jobs had floated the idea of making a car in several discussions in 2008, according to former Apple vice president Tony Fadell, who went on to start the smart-devices company Nest, which was eventually acquired by Google (and which he left in 2016).

Perhaps more important than the electric-car-friendly regulatory environment, however, is California’s entrepreneurial mind-set. On September 23, 1997, Steve Jobs walked onstage to applause at a meeting of Apple executives and managers. He had returned to the company two months earlier as interim CEO and was determined to make changes. Dressed in sandals, shorts, and a black mock turtleneck with which the world would later become familiar, he looked relaxed, even though he had been up until 3:00 A.M. working on an ad campaign that he hoped would revive Apple’s brand. The brand had suffered from neglect since he left the company in 1985. Jobs didn’t mention it in the meeting, but the brand wasn’t all that was suffering at Apple. By 1997, the company had just 4 percent of the personal computer market and that year stood to lose more than a billion dollars.

We’d already carved up mountains, paved over swamplands, and invented garages to cater to our four-wheeled wonder wagons, so giving up on them now hardly seemed realistic. After a multitude of commenters disabused me of my car-free fantasy, I breathed a sigh of concession and moved on. It was about then that I discovered Tesla. I had joined Pando in April 2012, a few months after Steve Jobs, the cofounder and CEO of Apple, died, and I found a tech world still grieving the loss of its superstar. The industry was bereft of a figure who could command the world’s attention with the twitch of a stage-managed eyebrow, a man who could send the media into conniptions with an addendum to a slide show. Silicon Valley was frantically searching for one more thing, but results had been mixed. The iPhone was by then status quo and the Great Innovators of the Valley had turned their attention to photo-sharing apps and ad optimization.

pages: 807 words: 154,435

Radical Uncertainty: Decision-Making for an Unknowable Future by Mervyn King, John Kay

"Robert Solow", Airbus A320, Albert Einstein, Albert Michelson, algorithmic trading, Antoine Gombaud: Chevalier de Méré, Arthur Eddington, autonomous vehicles, availability heuristic, banking crisis, Barry Marshall: ulcers, battle of ideas, Benoit Mandelbrot, bitcoin, Black Swan, Bonfire of the Vanities, Brownian motion, business cycle, business process, capital asset pricing model, central bank independence, collapse of Lehman Brothers, correlation does not imply causation, credit crunch, cryptocurrency, cuban missile crisis, Daniel Kahneman / Amos Tversky, David Ricardo: comparative advantage, demographic transition, discounted cash flows, disruptive innovation, diversification, diversified portfolio, Donald Trump, easy for humans, difficult for computers, Edmond Halley, Edward Lloyd's coffeehouse, Edward Thorp, Elon Musk, Ethereum, Eugene Fama: efficient market hypothesis, experimental economics, experimental subject, fear of failure, feminist movement, financial deregulation, George Akerlof, germ theory of disease, Hans Rosling, Ignaz Semmelweis: hand washing, income per capita, incomplete markets, inflation targeting, information asymmetry, invention of the wheel, invisible hand, Jeff Bezos, Johannes Kepler, John Maynard Keynes: Economic Possibilities for our Grandchildren, John Snow's cholera map, John von Neumann, Kenneth Arrow, Long Term Capital Management, loss aversion, Louis Pasteur, mandelbrot fractal, market bubble, market fundamentalism, Moneyball by Michael Lewis explains big data, Nash equilibrium, Nate Silver, new economy, Nick Leeson, Northern Rock, oil shock, Paul Samuelson, peak oil, Peter Thiel, Philip Mirowski, Pierre-Simon Laplace, popular electronics, price mechanism, probability theory / Blaise Pascal / Pierre de Fermat, quantitative trading / quantitative finance, railway mania, RAND corporation, rent-seeking, Richard Feynman, Richard Thaler, risk tolerance, risk-adjusted returns, Robert Shiller, Robert Shiller, Ronald Coase, sealed-bid auction, shareholder value, Silicon Valley, Simon Kuznets, Socratic dialogue, South Sea Bubble, spectrum auction, Steve Ballmer, Steve Jobs, Steve Wozniak, Tacoma Narrows Bridge, Thales and the olive presses, Thales of Miletus, The Chicago School, the map is not the territory, The Market for Lemons, The Nature of the Firm, The Signal and the Noise by Nate Silver, The Wealth of Nations by Adam Smith, The Wisdom of Crowds, Thomas Bayes, Thomas Davenport, Thomas Malthus, Toyota Production System, transaction costs, ultimatum game, urban planning, value at risk, World Values Survey, Yom Kippur War, zero-sum game

Apple machines were more fun. But you could access these capabilities only by buying Apple’s integrated software and hardware. Apple’s determination to maintain its proprietary system failed in the face of widespread adoption of the more open standard of the IBM PC: Windows, a combination of Apple’s graphical user interface with Microsoft’s ubiquitous MS-DOS, swept the world, and almost swept Apple from that world. By the mid-1990s, Apple was on the edge of bankruptcy, its market share falling, its innovations failing. But 1997 was the year of the Second Coming of Steve Jobs (he had been forced out of the company a decade earlier by the board). The return of Jobs to the company he had founded twenty years earlier enthused the dwindling band of Apple devotees, but few in the business world had high expectations.

MS-DOS (powering Windows 3.1) was everywhere. Meanwhile, Steve Jobs and Steve Wozniak began assembling Apple machines in 1976 in Jobs’s garage, now designated a historic site. 18 Although Gates and Microsoft had understood that ease of use was as important as technical sophistication to commercial success, Jobs extended this vision further and conceived a computer that you could use without understanding anything about computers. To achieve this goal, Jobs drew on another invention from Xerox Parc – the graphical user interface. Apple machines had screens with icons which created the appearance of a desktop, and friendly aids such as a mouse and trash bin – innovations that seemed like gimmicks to the nerds who then predominated among computer users, but which opened computing to a much wider audience. Apple machines were more fun.

It led to his hair-raising exploits in the Boer War, his enthusiasm for disastrous policies such as the Gallipoli expedition, and his persistent, unsuccessful resort to the gaming tables. And excessive self-confidence can be a dangerous trait in a political leader. But in the right circumstances – those of 1940 – Churchill’s optimism and confidence were vital. Steve Jobs similarly failed to conform to the conventional depiction of ‘rational’ behaviour under uncertainty. Just as Churchill became premier with no specific plan for how the war would develop, Jobs returned to Apple content to wait for ‘the next big thing’. Jobs’s biographer, Walter Isaacson, writes of his subject’s ‘reality distortion field’. The phrase was adopted from Star Trek by one of Apple’s first software designers, who identified his CEO’s approach as ‘a confounding melange of a charismatic rhetorical style, indomitable will, and eagerness to bend any fact to fit the purpose at hand’ – characteristics similar to those identified by Churchill’s biographers. 33 Strikingly, however, the first half of Isaacson’s book, which deals with the period prior to Jobs’s 1997 return to Apple, contains sixteen references to the ‘reality distortion field’, the remainder contains only three.

pages: 374 words: 89,725

A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas by Warren Berger

Airbnb, carbon footprint, Clayton Christensen, clean water, disruptive innovation, fear of failure, Google X / Alphabet X, Isaac Newton, Jeff Bezos, jimmy wales, Joi Ito, Kickstarter, late fees, Lean Startup, Mark Zuckerberg, minimum viable product, new economy, Paul Graham, Peter Thiel, Ray Kurzweil, self-driving car, sharing economy, side project, Silicon Valley, Silicon Valley startup, Stanford marshmallow experiment, Stephen Hawking, Steve Jobs, Steven Levy, Thomas L Friedman, Toyota Production System, Watson beat the top human players on Jeopardy!, Y Combinator, Zipcar

Martin’s Press, 2008). 6 A nice description of this phenomenon . . . Maura O’Neill, “Disruptive Innovation Often Comes from Unexpected Places,” Huffington Post, January 25, 2013. 7 the late cofounder of Apple, Steve Jobs . . . Jobs’s interest in shoshin and other Zen principles has been chronicled in a number of places, including Walter Isaacson’s biography Steve Jobs (New York: Simon and Schuster, 2011); as well as Daniel Burke, “Steve Jobs’ Private Spirituality Now an Open Book,” USA Today, November 2, 2011; and my own article for Fast Company, “What Zen Taught Steve Jobs (and Silicon Valley) about Innovation,” April 9, 2012, 8 a bit of ancient wisdom, brought to . . . As explained to me by Randy Komisar, in my interviews with him in the spring and fall of 2012.

But getting to the How of this was another matter; Nike was a sneaker company, not a digital-device maker. The company figured that the only way to pull off something as audacious as this was through a partnership with a tech company. Striking a collaborative deal with Steve Jobs and Apple wasn’t easy. (According to a press report, Jobs initially berated Nike chief executive9 Mark Parker for trying to expand into digital; stick to the sneakers was Jobs’s message, with a profanity or two thrown in.) But eventually, Nike won over Jobs and produced a hybrid product, Nike+, which wirelessly connected a Nike running shoe to an Apple iPod device, which was in turn connected to a website. A classic “smart recombination,” it enabled the runner to program music, track running and health data, communicate with other runners, find running partners, share tips, and so forth.

In the business world, for instance, as I interviewed corporate executives for my writing in Harvard Business Review and Fast Company, I found a great deal of interest in questioning. Many businesspeople seemed to be aware, on some level, of a link between questioning and innovation. They understood that great products, companies, even industries, often begin with a question. It’s well-known that Google, as described by its chairman, is a company that “runs on questions,”2 and that business stars such as the late Steve Jobs of Apple and Amazon’s Jeff Bezos made their mark by questioning everything. Yet, as I began to explore this subject within the business sector, I found few companies that actually encouraged questioning in any substantive way. There were no departments or training programs focused on questioning; no policies, guidelines, best practices. On the contrary, many companies—whether consciously or not—have established cultures that tend to discourage inquiry in the form of someone’s asking, for example, Why are we doing this particular thing in this particular way?

pages: 266 words: 87,411

The Slow Fix: Solve Problems, Work Smarter, and Live Better in a World Addicted to Speed by Carl Honore

Albert Einstein, Atul Gawande, Broken windows theory, call centre, Checklist Manifesto, clean water, clockwatching, cloud computing, crowdsourcing, Dava Sobel, delayed gratification, drone strike, Enrique Peñalosa, Erik Brynjolfsson, Ernest Rutherford, Exxon Valdez, fundamental attribution error, game design, income inequality, index card, invention of the printing press, invisible hand, Isaac Newton, Jeff Bezos, John Harrison: Longitude, lateral thinking, lone genius, medical malpractice, microcredit, Netflix Prize, planetary scale, Ralph Waldo Emerson, RAND corporation, shareholder value, Silicon Valley, Skype, stem cell, Steve Jobs, Steve Wozniak, the scientific method, The Wisdom of Crowds, ultimatum game, urban renewal, War on Poverty

“The vision and passion of a core creator is essential,” he says. Though Apple relies on collaboration and teamwork to forge its game-changing gadgets, it also encourages project leaders to act as “auteurs,” who lead from the front and stamp their personality all over the final product. Jonathan Ive was so central to designing the iMac, iPod and iPad that he is sometimes credited with inventing the devices. And then there was the auteur-in-chief, Steve Jobs. Friends and foes likened his knack for winning over people to a “reality distortion field.” His keynote speeches were hailed as master-classes in the art of persuasion. By the time he died in 2011, Jobs had achieved the kind of rock star status seldom granted to CEOs, with fans leaving flowers, messages and even apples with a bite taken out of them at Apple stores around the world. When it came to forging a Slow Fix for Bogotá, the city leaned heavily on two visionary mayors who served back-to-back terms starting in 1995.

Flaubert wrote 52 versions of it before finally hitting on the perfect arrangement of words. Like McNutt, his motto was: “The good God is in the detail.” Steve Jobs, founder and former CEO of Apple, took that creed to the level of obsessive compulsion. Towards the end of his life, as he lay dying in hospital, he burned through 67 nurses before settling on three that met his exacting standards. Even when heavily sedated, he tore an oxygen mask off his face to object to the way it looked. The pulmonologist was startled when Jobs demanded to see five other mask designs so he could pick the one he liked best. Yet what sounds like a rampant case of OCD helped turn Apple into one of the most successful companies in history. Deadlines came and went as Jobs drove his designers, engineers and marketers to get every detail just right.

A software engineer swaps ideas in the kitchen with, say, an interior designer, while at the printer a recruitment consultant discusses with a casting agent how to pitch a client. Like other ingredients of the Slow Fix, collaboration takes time. You have to find and marshal the right people, and then manage the creative collisions that ensue. But it works even in the fastest-moving sectors of the economy. Steve Jobs once observed that Apple’s revolutionary Macintosh computer “turned out so well because the people working on it were musicians, artists, poets and historians who also happened to be excellent computer scientists.” Nearly three decades later the company is still thrashing the competition with the same recipe. “It’s in Apple’s DNA that technology alone is not enough,” Jobs declared after the launch of the world-conquering iPad. “It’s technology married with liberal arts, married with the humanities, that yields us the results that make our heart sing.” Bottom line: the more people that come to your problem-solving party, and the more varied their backgrounds, the more likely it is that ideas will collide, combine and cross-pollinate to spawn the Promethean flashes of insight that pave the way for the best Slow Fixes.

pages: 744 words: 142,748

Exploding the Phone: The Untold Story of the Teenagers and Outlaws Who Hacked Ma Bell by Phil Lapsley

air freight, Apple II, Bill Gates: Altair 8800, Bob Noyce, card file, cuban missile crisis, dumpster diving, Hush-A-Phone, index card, Jason Scott:, John Markoff, Menlo Park, popular electronics, Richard Feynman, Saturday Night Live, Silicon Valley, Steve Jobs, Steve Wozniak, Steven Levy, the new new thing, the scientific method, undersea cable, urban renewal, wikimedia commons

According to Wozniak, Draper cracked some twenty WATS extenders by Charley’s brute-force dialing of codes while Draper was working at Apple. All this did not sit well with Steve Jobs and the other managers at Apple, who thought the Charley Board product was a bit too risky and, besides, they disliked Draper to begin with. Charley was shelved. Draper left Apple and moved from California to rural Pennsylvania to work at a friend’s company designing a product for the emerging cable television industry. He and his like-minded housemates quickly turned their house in the Poconos into a microcomputer laboratory—a Processor Technology SOL-20 microcomputer sat side by side with an Apple II. Wires spilled out from the guts of Draper’s Apple II, where a new and improved Charley Board connected his computer to the telephone line. Charley was immediately set to work scanning for numbers.

Every one needed hardware and software hackers to help them. Riches, or promises of riches, or maybe just a fun job that might pay the bills beckoned. In 1976 former phone phreaks Steve Jobs and Steve Wozniak were selling Apple I computers to their fellow hobbyists. “Jobs placed ads in hobbyist publications and they began selling Apples for the price of $666.66,” journalist Steven Levy wrote. “Anyone in Homebrew could take a look at the schematics for the design, Woz’s BASIC was given away free with the purchase of a piece of equipment that connected the computer to a cassette recorder.” The fully assembled and tested Apple II followed later that year. By 1977 microcomputers had begun to enter the mainstream. You could stroll down to your local Radio Shack and buy a TRS-80 microcomputer off the shelf, something absolutely unheard of just a year earlier.

Phone phreaking was one of the first big adventures I had in my life. And it made me want to have more of those adventures by designing more things like my blue box, weird things that worked in ways that people didn’t expect. For the rest of my life, that was the reason I kept doing project after project after project, usually with Steve Jobs. You could trace it right up to the Apple II computer. It was the start of wanting to constantly design things very, very well and get noticed for it. Steve and I were a team from that day on. He once said that Apple wouldn’t have existed without the blue box, and I agree. Today a lot of people are computer hackers and a lot of them just want to cause problems for others—they’re like vandals. I was not a vandal, I was just curious. But, boy, I wanted to find out what the limits of the telephone system were.

pages: 304 words: 82,395

Big Data: A Revolution That Will Transform How We Live, Work, and Think by Viktor Mayer-Schonberger, Kenneth Cukier

23andMe, Affordable Care Act / Obamacare, airport security, barriers to entry, Berlin Wall, big data - Walmart - Pop Tarts, Black Swan, book scanning, business intelligence, business process, call centre, cloud computing, computer age, correlation does not imply causation, dark matter, double entry bookkeeping, Eratosthenes, Erik Brynjolfsson, game design, IBM and the Holocaust, index card, informal economy, intangible asset, Internet of things, invention of the printing press, Jeff Bezos, Joi Ito, lifelogging, Louis Pasteur, Mark Zuckerberg, Menlo Park, Moneyball by Michael Lewis explains big data, Nate Silver, natural language processing, Netflix Prize, Network effects, obamacare, optical character recognition, PageRank, paypal mafia, performance metric, Peter Thiel, post-materialism, random walk, recommendation engine, self-driving car, sentiment analysis, Silicon Valley, Silicon Valley startup, smart grid, smart meter, social graph, speech recognition, Steve Jobs, Steven Levy, the scientific method, The Signal and the Noise by Nate Silver, The Wealth of Nations by Adam Smith, Thomas Davenport, Turing test, Watson beat the top human players on Jeopardy!

Working with a subset, rather than the whole, entails a tradeoff: the company can find what it is looking for faster and more cheaply, but it can’t answer questions that it didn’t consider in advance. Apple’s legendary chief executive Steve Jobs took a totally different approach in his fight against cancer. He became one of the first people in the world to have his entire DNA sequenced as well as that of his tumor. To do this, he paid a six-figure sum—many hundreds of times more than the price 23andMe charges. In return, he received not a sample, a mere set of markers, but a data file containing the entire genetic codes. In choosing medication for an average cancer patient, doctors have to hope that the patient’s DNA is sufficiently similar to that of patients who participated in the drug’s trials to work. However, Steve Jobs’s team of doctors could select therapies by how well they would work given his specific genetic makeup.

“When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. That data eventually becomes a crutch for every decision, paralyzing the company.” Brilliance doesn’t depend on data. Steve Jobs may have continually improved the Mac laptop over years on the basis of field reports, but he used his intuition, not data, to launch the iPod, iPhone, and iPad. He relied on his sixth sense. “It isn’t the consumers’ job to know what they want,” he famously said, when telling a reporter that Apple did no market research before releasing the iPad. In the book Seeing Like a State, the anthropologist James Scott of Yale University documents the ways in which governments, in their fetish for quantification and data, end up making people’s lives miserable rather than better.

. [>] Google’s hiring practices—See Douglas Edwards, I’m Feeling Lucky: The Confessions of Google Employee Number 59 (Houghton Mifflin Harcourt, 2011), p. 9. See also Steven Levy, In the Plex (Simon and Schuster, 2011), pp. 140–141. Ironically, Google’s co-founders wanted to hire Steve Jobs as CEO (despite his lack of a college degree); Levy, p. 80. Testing 41 gradations of blue—Laura M. Holson, “Putting a Bolder Face on Google,” New York Times, March 1, 2009 ( Google’s chief designer’s resignation—Quotation is excerpted (without ellipses for readability) from Doug Bowman, “Goodbye, Google,” blog post, March 20, 2009 ( [>] Jobs quotation—Steve Lohr, “Can Apple Find More Hits Without Its Tastemaker?” New York Times, January 18, 2011, p. B1 (

pages: 242 words: 68,019

Why Information Grows: The Evolution of Order, From Atoms to Economies by Cesar Hidalgo

"Robert Solow", Ada Lovelace, Albert Einstein, Arthur Eddington, assortative mating, business cycle, Claude Shannon: information theory, David Ricardo: comparative advantage, Douglas Hofstadter, Everything should be made as simple as possible, frictionless, frictionless market, George Akerlof, Gödel, Escher, Bach, income inequality, income per capita, industrial cluster, information asymmetry, invention of the telegraph, invisible hand, Isaac Newton, James Watt: steam engine, Jane Jacobs, job satisfaction, John von Neumann, Joi Ito, New Economic Geography, Norbert Wiener, p-value, Paul Samuelson, phenotype, price mechanism, Richard Florida, Ronald Coase, Rubik’s Cube, Silicon Valley, Simon Kuznets, Skype, statistical model, Steve Jobs, Steve Wozniak, Steven Pinker, The Market for Lemons, The Nature of the Firm, The Wealth of Nations by Adam Smith, total factor productivity, transaction costs, working-age population

While personal computers tend to have an identifiable brand, different firms design and manufacture different parts of a finished computer. Even Apple’s devices, which are proudly designed in California, contain parts—such as their displays—that are designed and manufactured by others, including Apple’s nemesis, Samsung.8 In fact, soon after Steve Jobs returned to Apple he begun to outsource the manufacturing of devices, relying heavily on technologies from other firms.9 The iPod was made possible by a small hard drive that was invented by Toshiba. The Gorilla Glass screen of the iPhone was the brainchild of Corning, a glass manufacturer in upstate New York. What is true for Apple products is also true for many other modern devices. In fact, no matter what brand your computer is, it is probably a salad of electronics: powered by a chip made by Intel or AMD; a hard drive made by Quantum, Samsung, Seagate, or Fujitsu; a memory made by Kingston, Corsair, or PNY; and a network card made by D-Link, TP-Link, or Netgear.

Silicon Valley’s knowledge and knowhow are not contained in a collection of perennially unemployed experts but rather in the experts working in firms that participate in the design and development of software and hardware. In fact, the histories of most firms in Silicon Valley are highly interwoven. Steve Jobs worked at Atari and Steve Wozniak worked at HP before starting Apple. As mentioned previously, Steve Jobs is also famously known for “borrowing” the ideas of a graphical user interface and object-oriented programming from Xerox PARC. If HP, Atari, and Xerox PARC had not been located in the valley, it is likely that the knowledge and knowhow needed to get Apple started would not have been there, either. Hence, industries that require subsets of the knowledge and knowhow needed in other industries represent essential stepping-stones in the process of industrial diversification.

So social institutions affect not only the size of the networks that people form but also their adaptability, and this helped Silicon Valley leave Route 128 in the dust.15 Silicon Valley’s porous boundaries and adaptability are exemplified in Steve Jobs’ famous visit to Xerox’s Palo Alto Research Center (Xerox PARC) in late 1979. It was there that Jobs learned about graphical user interfaces (GUIs) and object-oriented programming. Ultimately Apple, not Xerox, was the company that succeeded in commercializing these technologies. Intellectual property purists might complain about Apple and not Xerox profiting from these ideas, but a more pragmatic view holds that it was better for the long-term sustainability of Silicon Valley to have Apple (or anyone, for that matter) develop and commercialize ideas that otherwise could have died in the inboxes of Xerox’s managers or, worse, might have been commercialized by a company in a competing cluster.

pages: 370 words: 129,096

Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future by Ashlee Vance

addicted to oil, Burning Man, cleantech, digital map, El Camino Real, Elon Musk, global supply chain, Hyperloop, industrial robot, Jeff Bezos, Kickstarter, low earth orbit, Mark Zuckerberg, Maui Hawaii, Menlo Park, Mercator projection, money market fund, multiplanetary species, optical character recognition, orbital mechanics / astrodynamics, paypal mafia, performance metric, Peter Thiel, pre–internet, risk tolerance, Ronald Reagan, Sand Hill Road, self-driving car, side project, Silicon Valley, Silicon Valley startup, Steve Jobs, technoutopianism, Tesla Model S, transaction costs, Tyler Cowen: Great Stagnation, We wanted flying cars, instead we got 140 characters, X Prize

The cosmetic issues, though, were minor compared to a tumultuous set of internal circumstances, revealed in detail here for the first time, that threatened to bankrupt the company once again. Musk had hired George Blankenship, a former Apple executive, to run its stores and service-center operations. At Apple, Blankenship worked just a couple of doors down from Steve Jobs and received credit for building much of the Apple Store strategy. When Tesla first hired Blankenship, the press and public were atwitter, anticipating that’d he do something spectacular and at odds with the traditions of the automotive industry. Blankenship did some of that. He expanded Tesla’s number of stores throughout the world and imbued them with that Apple Store vibe. Along with showcasing the Model S, the Tesla stores sold hoodies and hats and had areas in the back where kids would find crayons and Tesla coloring books.

About twenty Tesla engineers jumped in prototype vehicles and formed a convoy that followed Musk around Palo Alto and Stanford. *At some point from late 2007 to 2008, Musk also tried to hire Tony Fadell, an executive at Apple who is credited with bringing the iPod and iPhone to life. Fadell remembered being recruited for the CEO job at Tesla, while Musk remembered it more as a chief operating officer type of position. “Elon and I had multiple discussions about me joining as Tesla’s CEO, and he even went to the lengths of staging a surprise party for me when I was going to visit their offices,” Fadell said. Steve Jobs caught wind of these meetings and turned on the charm to keep Fadell. “He was sure nice to me for a while,” Fadell said. A couple of years later, Fadell left Apple to found Nest, a maker of smart-home devices, which Google then acquired in 2014. *It took a couple of years, from about 2007 to 2009, for the Energy Department application to morph into the actual possibility of a loan from the government.

His once-beleaguered companies were succeeding at unprecedented things. SpaceX flew a supply capsule to the International Space Station and brought it safely back to Earth. Tesla Motors delivered the Model S, a beautiful, all-electric sedan that took the automotive industry’s breath away and slapped Detroit sober. These two feats elevated Musk to the rarest heights among business titans. Only Steve Jobs could claim similar achievements in two such different industries, sometimes putting out a new Apple product and a blockbuster Pixar movie in the same year. And yet, Musk was not done. He was also the chairman and largest shareholder of SolarCity, a booming solar energy company poised to file for an initial public offering. Musk had somehow delivered the biggest advances the space, automotive, and energy industries had seen in decades in what felt like one fell swoop.

pages: 468 words: 233,091

Founders at Work: Stories of Startups' Early Days by Jessica Livingston

8-hour work day, affirmative action, AltaVista, Apple II, Brewster Kahle, business cycle, business process, Byte Shop, Danny Hillis, David Heinemeier Hansson, don't be evil, fear of failure, financial independence, Firefox, full text search, game design, Googley, HyperCard, illegal immigration, Internet Archive, Jeff Bezos, Joi Ito,, Larry Wall, Maui Hawaii, Menlo Park, Mitch Kapor, nuclear winter, Paul Buchheit, Paul Graham, Peter Thiel, Richard Feynman, Robert Metcalfe, Ruby on Rails, Sam Altman, Sand Hill Road, side project, Silicon Valley, slashdot, social software, software patent, South of Market, San Francisco, Startup school, stealth mode startup, Steve Ballmer, Steve Jobs, Steve Wozniak, web application, Y Combinator

Little did he know that I was actually up all night writing a business plan, not partying. C H A P T 3 E R Steve Wozniak Cofounder, Apple Computer If any one person can be said to have set off the personal computer revolution, it might be Steve Wozniak. He designed the machine that crystallized what a desktop computer was: the Apple II. Wozniak and Steve Jobs founded Apple Computer in 1976. Between Wozniak’s technical ability and Jobs’s mesmerizing energy, they were a powerful team. Woz first showed off his home-built computer, the Apple I, at Silicon Valley’s Homebrew Computer Club in 1976. After Jobs landed a contract with the Byte Shop, a local computer store, for 100 preassembled machines, Apple was launched on a rapid ascent. Woz soon followed with the machine that made the company: the Apple II. He single-handedly designed all its hardware and software—an extraordinary feat even for the time.

We called back Steve Jobs and he said, “Great! Sell me your company.” We said, “Steve, we’re not for sale.” He said, “Well, all right.” And basically he helped construct a proposal for how we would license him this software. We agreed on a royalty per printer. We also closed a deal shortly after that with Digital Equipment. We began developing the laser printer for Apple, which eventually became the LaserWriter. We signed an agreement with Apple in December 1983, roughly a year after we went into business (we incorporated in December 1982). Unlike any startups that I’m aware of, we turned a profit within our first 12 months, as a result of that contract with Apple. So it’s a very atypical story. Steve did a prepayment on royalties to make sure we had the resources to stay in business, and Apple also bought a little less than 20 percent of the company, 286 Founders at Work which quintupled the value of the original investors’ money.

Up until that time, all text on computer displays were bitmaps that were handcrafted. We wanted to be able to demonstrate that you could use the same technology on the screen that you used on the printed page. Apple had actually been working on that for a while. Their technology was called TrueType. We were trying to market our solution to Apple, not with a lot of success. By then Steve Jobs had left. He’d been the primary Adobe champion inside Apple. Now Jean-Louis Gassée had taken over the product side of the business, and for whatever reason, Jean-Louis and Adobe never got along. So we were beginning to really have a problem with Apple. They were getting tired of paying us royalties for the LaserWriter; they thought that they shouldn’t have to pay anymore. We decided that one way to deal with that would be to convince Microsoft that they should adopt our technology for Windows.

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The Content Trap: A Strategist's Guide to Digital Change by Bharat Anand

Airbnb, Benjamin Mako Hill, Bernie Sanders, Clayton Christensen, cloud computing, commoditize, correlation does not imply causation, creative destruction, crowdsourcing, death of newspapers, disruptive innovation, Donald Trump, Google Glasses, Google X / Alphabet X, information asymmetry, Internet of things, inventory management, Jean Tirole, Jeff Bezos, John Markoff, Just-in-time delivery, Khan Academy, Kickstarter, late fees, Mark Zuckerberg, market design, Minecraft, multi-sided market, Network effects, post-work, price discrimination, publish or perish, QR code, recommendation engine, ride hailing / ride sharing, selection bias, self-driving car, shareholder value, Shenzhen was a fishing village, Silicon Valley, Silicon Valley startup, Skype, social graph, social web, special economic zone, Stephen Hawking, Steve Jobs, Steven Levy, Thomas L Friedman, transaction costs, two-sided market, ubercab, WikiLeaks, winner-take-all economy, zero-sum game

and a market share of 3 percent Dennis Sellers, “Mac OS Global Market Share Shows Promise,” Macworld, January 9, 2002, accessed March 30, 2016,​article/​1002940/​marketshare.html . “insanely great” This is how Steve Jobs famously referred to the Macintosh at its launch event in 1984, and subsequently to many new products; see also Jessie Hartland, Steve Jobs: Insanely Great (New York: Schwartz & Wade, 2015); Billboard Staff, “Steve Jobs: A Collection of His Classic Quotes,” Billboard , last modified October 5, 2011. the iPod wasn’t the first Daryl Deino, “Five Portable Mp3 Players That Arrived Before the iPod,” , May 25, 2013, accessed June 7, 2016,​list/​five-portable-mp3-players-that-arrived-before-the-ipod . Between 2002 and 2013 more than ten billion songs “iTunes Store Tops 10 Billion Songs Sold,” Apple press information,, February 25, 2010, accessed June 7, 2016,​pr/​library/​2010/​02/​25iTunes-Store-Tops-10-Billion-Songs-Sold.html.

Apple and Complements The analysis in this and the next section has benefited greatly from numerous conversations with Felix Oberholzer-Gee, and David Yoffie, over the years. An Inconvenient Truth The information about Apple in this section and the rest of this book draws in large part on David Yoffie and Mary Kwak, “Apple Computer—1999,” HBS No. 799-108 (Boston: Harvard Business Publishing, rev. May 24, 1999); David Yoffie and Michael Slind, “Apple Computer: 2006,” HBS No. 706-496 (Boston: Harvard Business Publishing, rev. May 30, 2007); David Yoffie and Penelope Rossano, “Apple Inc. in 2012,” HBS No. 712-490 (Boston: Harvard Business Publishing, rev. August 14, 2012); David Yoffie and Eric Baldwin, “Apple Inc. in 2015,” HBS No. 715-456 (Boston: Harvard Business Publishing, rev. October 28, 2015); Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011); Adam Lashinsky, Inside Apple: How America’s Most Admired—and Secretive—Company Really Works (New York: Business Plus, 2012); company annual reports; and public sources of information that are listed where relevant.

To understand how profound the consequences of these differences are, look no further than Apple—and its checkered history. Figure 5: Traditional Versus Networked Products DIRECT VERSUS INDIRECT NETWORKS: AND, WHEN STEVE JOBS FAILED Ask anyone about Apple’s unprecedented successes—its “i-triumphs”—of the past decade and you’ll hear about superb products, beautiful designs, and cool marketing. The same formula is generally considered key in media markets and many other businesses, from cars to clothes and hotels. But Apple had followed this formula for the better part of two decades in its battle with Microsoft for global leadership in personal computers—and lost. Starting with the 1984 launch of the Mac, Apple went head-to-head against PCs running Microsoft’s operating system. Macs were consistently regarded as easier to use, more stable, and cooler than machines from IBM, Hewlett-Packard, and Dell.

The Buddha and the Badass: The Secret Spiritual Art of Succeeding at Work by Vishen Lakhiani

Buckminster Fuller, Burning Man, call centre, Colonization of Mars, crowdsourcing, deliberate practice, Elon Musk, fundamental attribution error, future of work, Google Glasses, Google X / Alphabet X, iterative process, Jeff Bezos, meta analysis, meta-analysis, microbiome, performance metric, Peter Thiel, profit motive, Ralph Waldo Emerson, Silicon Valley, Silicon Valley startup, skunkworks, Skype, Steve Jobs, Steven Levy, web application, white picket fence

The destruction of the environment, the rise of nationalism, the health and obesity crisis, the fact that millions of people lack basic necessities like water or a decent education. Or even just making people’s lives better through good design, great products, and useful services. There is a famous story that shows how Steve Jobs used this tactic to motivate Apple engineers to speed up the start time of an early Mac. In his article “Saving Lives,” published in 1983, Andy Hertzfeld, one of the computer scientists on the original development team during the 1980s, writes: One of the things that bothered Steve Jobs the most was the time that it took to boot when the Mac was first powered on. It could take a couple of minutes, or even more, to test memory, initialize the operating system, and load the Finder. One afternoon, Steve came up with an original way to motivate us to make it faster.

Others crave joining their missions, their companies, their teams. If these types of workers are in an organization, they move with fluidity and ease, nailing projects with a smile on their face. Getting the coveted raises and promotions. Many of them are able to handle multiple projects at once. Juggling dual roles and responsibilities while making each project thrive, much like Steve Jobs juggled the roles of being a leader at both Pixar and Apple. Yet the forces of overwhelm dare not touch them. These superstar workers are often able to get in the zone at ease, displaying remarkable focus and creativity. And producing great work at dizzying speeds, like how Elton John released four albums in a single year and became responsible for 5 percent of all the music sold globally that year. They are often also masters of relationships, forging close ties with their teams, their vendors, and everyone around them.

Yet most businesses forget this. And most founders forget the importance of their own values. They bury them out of modesty or a desire to appeal to the status quo. But remember this: In most cases anyone can imitate your business. But nobody can imitate your business if it’s built based on YOUR STORY. When your values infuse your business, you’ve given a special life to your creation. Steve Jobs infused Apple with values of aesthetics in an era when personal computers were ugly. Oprah infused her talk shows with the values of love and healing in an era when talk shows were using scandal and family gossip to gain viewers. If you’re a founder or leader, you of all people can’t ignore that you have deeply held personal foundational values that are driving you. You’ve got to become aware of them and how they’re animating you, or else, as Carl Jung said, “Until you make the unconscious conscious, it will direct your life and you will call it fate.”

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Disrupted: My Misadventure in the Start-Up Bubble by Dan Lyons

activist fund / activist shareholder / activist investor, Airbnb, Ben Horowitz, Bernie Madoff, bitcoin, call centre, cleantech, cloud computing, corporate governance, disruptive innovation, dumpster diving, fear of failure, Filter Bubble, Golden Gate Park, Google Glasses, Googley, Gordon Gekko, hiring and firing, Jeff Bezos, Lean Startup, Lyft, Marc Andreessen, Mark Zuckerberg, Menlo Park, minimum viable product, new economy, Paul Graham, pre–internet, quantitative easing, ride hailing / ride sharing, Rosa Parks, Sand Hill Road, sharing economy, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, Skype, Snapchat, software as a service, South of Market, San Francisco, Stanford prison experiment, Steve Ballmer, Steve Jobs, Steve Wozniak, telemarketer, tulip mania, uber lyft, Y Combinator, éminence grise

In their mind, HubSpot belongs to them, not to these interlopers and outsiders who are now storming into the place and writing memos and telling everybody how they should be doing their jobs. Many of these people have never worked anywhere else. A lot of them aren’t very good. But here, they’re in charge. And I’m stuck working under them. Eight The Bozo Explosion Apple CEO Steve Jobs used to talk about a phenomenon called a “bozo explosion,” by which a company’s mediocre early hires rise up through the ranks and end up running departments. The bozos now must hire other people, and of course they prefer to hire bozos. As Guy Kawasaki, who worked with Jobs at Apple, puts it: “B players hire C players, so they can feel superior to them, and C players hire D players.” That’s the bozo explosion, and that’s what I believe has happened at HubSpot in the course of the last seven years. “How weird are you, on a scale from one to ten?”

I didn’t know anything about computers, but nobody else did, either. The personal computer was still a relatively new thing. We were getting in on the ground floor of what would become a huge new market. In the 1980s Silicon Valley technology companies were boring places where engineers worked in drab office parks writing software or designing semiconductors and circuit boards and network routers. There weren’t any celebrities, other than Steve Jobs at Apple, and even he wasn’t such a big deal back then. In the early 1990s the Internet era began, and Silicon Valley changed. The new companies were flimsy, based on hype and grandiose rhetoric and the promise of making a fortune overnight. The dotcom boom of the late 1990s was followed by the dotcom bust, and then came a period when Silicon Valley felt like a ghost town. Slowly, a new generation of Internet-related companies arose, and while this second boom wasn’t a direct copy of the first one, there were some worrisome similarities, chief among them the fact that none of these companies seemed to be generating a profit.

“Success,” Shah says, striding back and forth across a stage, with his head down, stroking his beard, as if impersonating a professor, “is making those who believed in you look brilliant.” Then he will pause, as if he has just said something incredibly profound and wants to give you a moment to let it sink in. Then he repeats the line, and a ballroom full of marketing people cheer. But when I meet them together it occurs to me that their different personalities are probably why their partnership works. There’s a yin-and-yang quality, like the one between Steve Jobs and Steve Wozniak, the co-founders of Apple. Halligan is the Jobs figure, the corporate visionary, the guy who thinks about sales and marketing. Shah is like Woz, the nerdy software programmer. Shah is wearing scruffy jeans and a rumpled T-shirt, his usual attire. He has dark hair and a dark beard, flecked with gray. Halligan wears jeans, and a sports jacket over a button-down oxford shirt. His hair is gray, as gray as my own, in fact, and he wears the same kind of chunky horn-rimmed glasses that I do.

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Americana: A 400-Year History of American Capitalism by Bhu Srinivasan

activist fund / activist shareholder / activist investor, American ideology, Apple II, Apple's 1984 Super Bowl advert, bank run, barriers to entry, Berlin Wall, blue-collar work, Bob Noyce, Bonfire of the Vanities, British Empire, business cycle, buy and hold, California gold rush, Charles Lindbergh, collective bargaining, commoditize, corporate raider, cuban missile crisis, Deng Xiaoping, diversification, diversified portfolio, Douglas Engelbart, financial innovation, fixed income, Ford paid five dollars a day, global supply chain, Gordon Gekko, Haight Ashbury, hypertext link, income inequality, invisible hand, James Watt: steam engine, Jane Jacobs, Jeff Bezos, John Markoff, joint-stock company, joint-stock limited liability company, Kickstarter, laissez-faire capitalism, Louis Pasteur, Marc Andreessen, Menlo Park, mortgage debt, mutually assured destruction, Norman Mailer, oil rush, peer-to-peer,, popular electronics, profit motive, race to the bottom, refrigerator car, risk/return, Ronald Reagan, Sand Hill Road, self-driving car, shareholder value, side project, Silicon Valley, Silicon Valley startup, Steve Ballmer, Steve Jobs, Steve Wozniak, strikebreaker, Ted Nelson, The Death and Life of Great American Cities, the new new thing, The Predators' Ball, The Wealth of Nations by Adam Smith, trade route, transcontinental railway, traveling salesman, Upton Sinclair, Vannevar Bush, Works Progress Administration, zero-sum game

“Just One More Bubble”: “If You Can Make It in Silicon Valley, You Can Make It . . . in Silicon Valley Again,” New York Times, June 5, 2005. Chapter 35: Mobile from George Lucas: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), 240. Tim Berners-Lee attributed: Tim Berners-Lee, Weaving the Web: The Original Design and Ultimate Destiny of the World Wide Web (San Francisco, Harper, 1999), 22–23. making Jobs a billionaire: John Markoff, “Apple Computer Co-Founder Strikes Gold with New Stock,” New York Times, November 30, 1995. Apple agreed to buy: Isaacson, Steve Jobs, 301. lose over $1 billion: Apple Computer Inc., Annual Report (Washington DC: Securities and Exchange Commission, 1997). $150 million from Microsoft: Michele Matassa Flores and Thomas W. Haines, “Microsoft, Apple Join Forces: Disbelief, Boos Greet Today’s Stunning Announcement at Macworld Expo,” Seattle Times, August 6, 1997.

Haines, “Microsoft, Apple Join Forces: Disbelief, Boos Greet Today’s Stunning Announcement at Macworld Expo,” Seattle Times, August 6, 1997. “I’d shut it down”: John Markoff, “Michael Dell Should Eat His Words, Apple Chief Suggests,” New York Times, January 16, 2006. $8 billion to $5.3 billion and its first store: Apple Computer Inc., 2001 Annual Report (Washington DC: Securities and Exchange Commission, 2001). introduced the iPod: Ibid. Napster was forced: Richard Nieva, “Ashes to Ashes, Peer to Peer: An Oral History of Napster,” Fortune, September 5, 2013. individual songs via Apple: Isaacson, Steve Jobs, 402–3. $7.7 billion versus $7.4 billion and eighty million hands: Apple Computer Inc., 2007 Annual Report (Washington DC: Securities and Exchange Commission, 2007). Jobs took the stage and “Every once in a while”: Steve Jobs, Keynote presentation of the iPhone at Macworld, San Francisco, January 9, 2007.

fifty units for $500: Ibid., 66–67. Henry Ford couldn’t identify: Steven Watts, The People’s Tycoon: Henry Ford and the American Century (New York: Vintage, 2006), 268. $28 million sale: Kaplan, Silicon Boys and Their Valley of Dreams, 90. a young marketing veteran: Isaacson, Steve Jobs, 76–77. equal to those of Jobs and Wozniak: Apple Computer, Inc., Initial Public Offering Prospectus (New York: Morgan Stanley, December 12, 1980). Apple sold 570 units . . . : Ibid. worth $250 million: Isaacson, Steve Jobs, 104. Japan didn’t completely dominate: Reid, Chip, 158–60. “disk operating system”: Manes and Andrews, Gates, 155. the same software: Michael Dell, Direct from Dell (New York: Harper Collins, 2000), 30. raised $1 million and on track to generate $15 million: Manes and Andrews, Gates, 165, 176.

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Computer: A History of the Information Machine by Martin Campbell-Kelly, William Aspray, Nathan L. Ensmenger, Jeffrey R. Yost

Ada Lovelace, air freight, Alan Turing: On Computable Numbers, with an Application to the Entscheidungsproblem, Apple's 1984 Super Bowl advert, barriers to entry, Bill Gates: Altair 8800, borderless world, Buckminster Fuller, Build a better mousetrap, Byte Shop, card file, cashless society, cloud computing, combinatorial explosion, computer age, deskilling, don't be evil, Donald Davies, Douglas Engelbart, Douglas Engelbart, Dynabook, fault tolerance, Fellow of the Royal Society, financial independence, Frederick Winslow Taylor, game design, garden city movement, Grace Hopper, informal economy, interchangeable parts, invention of the wheel, Jacquard loom, Jeff Bezos, jimmy wales, John Markoff, John von Neumann, Kickstarter, light touch regulation, linked data, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Mitch Kapor, natural language processing, Network effects, New Journalism, Norbert Wiener, Occupy movement, optical character recognition, packet switching, PageRank, pattern recognition, Pierre-Simon Laplace, pirate software, popular electronics, prediction markets, pre–internet, QWERTY keyboard, RAND corporation, Robert X Cringely, Silicon Valley, Silicon Valley startup, Steve Jobs, Steven Levy, Stewart Brand, Ted Nelson, the market place, Turing machine, Vannevar Bush, Von Neumann architecture, Whole Earth Catalog, William Shockley: the traitorous eight, women in the workforce, young professional

Microsoft, which came late to the PDA/smartphone platform business by licensing Windows-based mobile operating systems, had some success in the enterprise market before smartphones became consumer oriented and the touchscreen-based Apple iOS and Android systems rose to dominance. While Apple’s Macintosh was a technical success at its launch in 1984, it helped Microsoft far more than Apple itself (by showing the dominant operating-system company the way to a user-friendly graphics-based operating system). Apple Computer was struggling as a company in the mid-1980s, and co-founder and Macintosh team leader Steve Jobs lost a boardroom battle, was isolated from Apple’s management, and elected to resign from the firm. In 1985 Jobs formed NeXT, a computer platform development company focused on the educational and business markets. NeXT acquired the small computer graphics division of Lucasfilms, which it later spun-off as Pixar—the IPO made Jobs a billionaire.

Within months of its initial launch at the beginning of 1975, the Altair 8800 had itself been eclipsed by dozens of new models produced by firms such as Applied Computer Technology, IMSAI, North Star, Cromemco, and Vector. THE RISE OF APPLE COMPUTER Most of the new computer firms fell almost as quickly as they rose, and only a few survived beyond the mid-1980s. Apple Computer was the rare exception in that it made it into the Fortune 500 and achieved long-term global success. Its initial trajectory, however, was quite typical of the early hobbyist start-ups. Apple was founded by two young computer hobbyists, Stephen Wozniak and Steve Jobs. Wozniak grew up in Cupertino, California, in the heart of the booming West Coast electronics industry. Like many of the children in the area, he lived and breathed electronics. Wozniak took to electronics almost as soon as he could think abstractly; he was a talented hands-on engineer, lacking any desire for a deeper, academic understanding.

Despite being a failure in commercial terms, the Xerox Star presented a vision that would transform the way people worked on computers in the 1980s. STEVE JOBS AND THE MACINTOSH In December 1979 Steve Jobs was invited to visit Xerox PARC. When he made his visit, the network of prototype Alto computers had just begun to demonstrate Xerox’s office-of-the-future concept, and he was in awe of what he saw. Larry Tesler, who demonstrated the machines, recalled Jobs demanding, “Why isn’t Xerox marketing this? . . . You could blow everybody away!” This was of course just what Xerox intended to do with the Xerox Star, which was then under development. Returning to Apple’s headquarters at Cupertino, Jobs convinced his colleagues that the company’s next computer would have to look like the machine he had seen at Xerox PARC.

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The End of Nice: How to Be Human in a World Run by Robots (Kindle Single) by Richard Newton

3D printing, Black Swan, British Empire, Buckminster Fuller, Clayton Christensen, crowdsourcing, deliberate practice, disruptive innovation, fear of failure, Filter Bubble, future of work, Google Glasses, Isaac Newton, James Dyson, Jaron Lanier, Jeff Bezos, job automation, lateral thinking, Lean Startup, low skilled workers, Mark Zuckerberg, move fast and break things, move fast and break things, Paul Erdős, Paul Graham, recommendation engine, rising living standards, Robert Shiller, Robert Shiller, Silicon Valley, Silicon Valley startup, skunkworks, social intelligence, Steve Ballmer, Steve Jobs, Y Combinator

But the stubbornness was essential to allowing him to sell his ideas to partners and investors who may not have shared his vision. He told Forbes magazine: “If there were moments I was stubborn in my life it was because I was really… REALLY believing in something that I wanted to see become a reality and every now and then people around me didn’t totally get it.” Selling and persuasion. That’s what it takes to put your vision into someone else’s head. At Apple they had a name for it. The Reality Distortion Field was the label they gave Steve Jobs’ pressure-selling charisma and its effect on those around him. You’ll have noticed something else about the list of successes a few paragraphs earlier. It’s how often they failed. And that’s the corollary of trying to innovate (or deviate) from the norm. It’s what the McKinsey boss pointed out when he said winners fail more but they keep getting off their ass.

This is an opportunity to be happier people living larger lives. It’s about being Captain Jack Sparrow rather than Commander James Norrington. It’s about crafting a life in the woods with Robin Hood rather than inside the castle with the Sheriff of Nottingham’s henchmen, joining Princess Leia’s rebels not Vader’s idiot stormtroopers. It’s about having a gleeful laugh and a gleam in your eye and learning the life-grabbing, Anti-Nice behaviour of Steve Jobs, Picasso, Peter Pan, Muhammad Ali and Houdini. In The Pirates of the Caribbean, James Norrington is the essentially decent, noble, honourable, and duty-driven Royal Navy captain whose decisions (and therefore whose life) is led according to rules made by the Admiralty in London. He sacrifices his personal happiness to do the “right” thing. But the “right” thing turns out to be the “wrong” thing when the rules bump into real life.

This way of life is called Anti-Nice because this behaviour demands a deliberate effort to go against the grain. To move against the forceful tide of our conditioning. It’s to be liberated from an attitude designed for different days. The choice in the end is a stark one: to be a servant to the Machine or a servant to your own creative potential. It’s what you call a “no-brainer”. …And one more thing, as Steve Jobs would say. At the same time as the Machine forces us into the corner where we can only work in ways it cannot, we are increasingly aware of the need to find satisfaction from our labour. Our ancestors worked to live: to provide a roof to live under and to put bread and water on the table. But now we, for all our financial hardships in recent years, are living an abundant life. We swim in a sea of non-essential consumer products and time-sucking socially-shared content.

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Bold: How to Go Big, Create Wealth and Impact the World by Peter H. Diamandis, Steven Kotler

3D printing, additive manufacturing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, augmented reality, autonomous vehicles, Charles Lindbergh, cloud computing, creative destruction, crowdsourcing, Daniel Kahneman / Amos Tversky, dematerialisation, deskilling, disruptive innovation, Elon Musk,, Exxon Valdez, fear of failure, Firefox, Galaxy Zoo, Google Glasses, Google Hangouts, gravity well, ImageNet competition, industrial robot, Internet of things, Jeff Bezos, John Harrison: Longitude, John Markoff, Jono Bacon, Just-in-time delivery, Kickstarter, Kodak vs Instagram, Law of Accelerating Returns, Lean Startup, life extension, loss aversion, Louis Pasteur, low earth orbit, Mahatma Gandhi, Marc Andreessen, Mark Zuckerberg, Mars Rover, meta analysis, meta-analysis, microbiome, minimum viable product, move fast and break things, Narrative Science, Netflix Prize, Network effects, Oculus Rift, optical character recognition, packet switching, PageRank, pattern recognition, performance metric, Peter H. Diamandis: Planetary Resources, Peter Thiel, pre–internet, Ray Kurzweil, recommendation engine, Richard Feynman, ride hailing / ride sharing, risk tolerance, rolodex, self-driving car, sentiment analysis, shareholder value, Silicon Valley, Silicon Valley startup, skunkworks, Skype, smart grid, stem cell, Stephen Hawking, Steve Jobs, Steven Levy, Stewart Brand, superconnector, technoutopianism, telepresence, telepresence robot, Turing test, urban renewal, web application, X Prize, Y Combinator, zero-sum game

These planes helped the United States win the cold war, of course, but their bigger impact was organizational: for the next half a century, whenever a company wanted to go bold, skunk was often the way innovation got done. Everyone from Raytheon and DuPont to Walmart and Nordstrom has gotten in on the skunk game. In the early 1980s, to offer another example, Apple cofounder Steve Jobs leased a building behind the Good Earth restaurant in Silicon Valley, stocked it with twenty brilliant designers, and created his own skunk works to build the first Macintosh computer.3 The division was set apart from Apple’s normal R&D department and led by Jobs himself. When people asked him why they needed this new facility, Jobs liked to say: “It is better to be a pirate than join the Navy.” The question is why. When it comes to fostering bold innovation, why is it better to be a pirate? Why does the skunk methodology consistently foster such great results?

#2: WHEN GIVEN A CHOICE—TAKE BOTH! We’re taught that when you are given a choice you have to choose only one option. But why choose? All through graduate school I was told to either go to school or start a company. It was binary or bust. But not for me. In my case, the answer was both and then some. I started three companies while in graduate school. I started eight more before I was forty. Steve Jobs juggled both Apple and Pixar. Elon Musk runs three multibillion-dollar successes: Tesla Motors, SpaceX, and SolarCity. Branson, well, alongside his Virgin Management group, has started over five hundred companies, including eight billion-dollar companies in eight different industries. This multiple-choice approach—if properly managed—can create tremendous momentum. Ideas cross-pollinate. Networks expand.

v=G-0KJF3uLP8. 31 “About Blue Origin,” Blue Origin, July 2014, 32 Alistair Barr, “Amazon testing delivery by drone, CEO Bezos Says,” USA Today, December 2, 2013, referencing a 60 Minutes interview with Jeff Bezos, 33 Jay Yarow, “Jeff Bezos’ Shareholder Letter Is Out,” Business Insider, April 10, 2014, 34 “Larry Page Biography,” Academy of Achievement, January 21, 2011, 35 Marcus Wohlsen, “Google Without Larry Page Would Not Be Like Apple Without Steve Jobs,” Wired, October 18, 2013, 36 Google Inc., 2012, Form 10-K 2012, retrieved from SEC Edgar website: 37 Larry Page, “Beyond Today—Larry Page—Zeitgeist 2012,” Google Zeitgeist, Zeitgeist Minds, May 22, 2012, 38 Matt Ridley, The Rational Optimist: How Prosperity Evolves (New York: HarperCollins, 2010). 39 Larry Page, “Google I/O 2013: Keynote,” Google I/O 2013, Google Developers, May 15, 2013,

pages: 706 words: 202,591

Facebook: The Inside Story by Steven Levy

active measures, Airbnb, Airbus A320, Amazon Mechanical Turk, Apple's 1984 Super Bowl advert, augmented reality, Ben Horowitz, blockchain, Burning Man, business intelligence, cloud computing, computer vision, crowdsourcing, cryptocurrency, don't be evil, Donald Trump, East Village, Edward Snowden, El Camino Real, Elon Musk, Firefox, Frank Gehry, glass ceiling, indoor plumbing, Jeff Bezos, John Markoff, Jony Ive, Kevin Kelly, Kickstarter, Lyft, Mahatma Gandhi, Marc Andreessen, Mark Zuckerberg, Menlo Park, Metcalfe’s law, MITM: man-in-the-middle, move fast and break things, move fast and break things, natural language processing, Network effects, Oculus Rift, PageRank, Paul Buchheit, paypal mafia, Peter Thiel,, post-work, Ray Kurzweil, recommendation engine, Robert Mercer, Robert Metcalfe, rolodex, Sam Altman, Sand Hill Road, self-driving car, sexual politics, Shoshana Zuboff, side project, Silicon Valley, Silicon Valley startup, slashdot, Snapchat, social graph, social software, South of Market, San Francisco, Startup school, Steve Ballmer, Steve Jobs, Steven Levy, Steven Pinker, Tim Cook: Apple, web application, WikiLeaks, women in the workforce, Y Combinator, Y2K

* * * • • • THERE WAS MORE than the usual move-fast imperative for Facebook to introduce its platform in a hurry. That January, Apple CEO Steve Jobs, to astonishment and acclaim, had introduced the iPhone. The announcement had created a frenzy, and people marked their calendars for the time in June when they would actually be able to buy one. In theory, the iPhone would not provide competition for Facebook’s platform. Steve Jobs had brushed off criticism that Apple was not allowing software developers to write applications directly to its operating system. In any case, Apple wanted nothing to do with social networks. But Facebook was wary of Jobs’s intent to close the iPhone to software developers. As a student of Jobs, Dave Morin had seen Apple go to market with a strictly focused product that later took on new powers, hitting competitors with a delayed punch.

It was a workshop for the way people would live with one another in the future. Zuckerberg and Moskovitz urged Morin to join Facebook, but it was hard to leave Apple’s beautiful headquarters for a start-up crazytown in downtown Palo Alto. Once Moskovitz and Ezra Callahan visited Morin at Apple’s sprawling Infinite Loop campus. “This place is pretty nice,” they told him. “But one day we’ll be bigger.” Really? Morin thought. Come on! Morin tried to get his bosses at Apple excited about Facebook. His dream was for Apple to make a social operating system. Instead of organizing your system around files, why not around people? Maybe Apple could buy Facebook, as the basis of this new system. The matter came before CEO Steve Jobs. No go. Jobs was open to buying companies, but why join forces with a college-only site of a few million people when MySpace had fifty million?

But Platform was to be Facebook’s symbolic ascension to the top of the tech food chain, a signal that Mark Zuckerberg’s dorm-room slouchers were graduating from the Crimson to the big-boy business pages. In brainstorming the event, Morin had a single template in mind: Steve Jobs’s celebrated Apple keynotes. To produce the graphics for Mark’s speech, Facebook used Ryan Spratt, who had worked so much on Jobs’s slides that Apple eventually gave him an office. To help conceptualize the message, Morin tapped Stone Yamashita Partners, a consultancy with extensive Apple experience. All of this would require something that Mark Zuckerberg had never done: keynoting a glitzy public event. Zuckerberg, of course, couldn’t be expected to match the glib elegance of Steve Jobs. “He’s an amazing communicator now, but in that time period he was still learning,” says Morin, perhaps overly kind in his current assessment. For Zuckerberg, the stress of speaking triggered unusual amounts of perspiration.

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Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, and Cheaper Than Yours (And What to Do About It) by Salim Ismail, Yuri van Geest

23andMe, 3D printing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, augmented reality, autonomous vehicles, Baxter: Rethink Robotics, Ben Horowitz, bioinformatics, bitcoin, Black Swan, blockchain, Burning Man, business intelligence, business process, call centre, chief data officer, Chris Wanstrath, Clayton Christensen, clean water, cloud computing, cognitive bias, collaborative consumption, collaborative economy, commoditize, corporate social responsibility, cross-subsidies, crowdsourcing, cryptocurrency, dark matter, Dean Kamen, dematerialisation, discounted cash flows, disruptive innovation, distributed ledger, Edward Snowden, Elon Musk,, Ethereum, ethereum blockchain, game design, Google Glasses, Google Hangouts, Google X / Alphabet X, gravity well, hiring and firing, Hyperloop, industrial robot, Innovator's Dilemma, intangible asset, Internet of things, Iridium satellite, Isaac Newton, Jeff Bezos, Joi Ito, Kevin Kelly, Kickstarter, knowledge worker, Kodak vs Instagram, Law of Accelerating Returns, Lean Startup, life extension, lifelogging, loose coupling, loss aversion, low earth orbit, Lyft, Marc Andreessen, Mark Zuckerberg, market design, means of production, minimum viable product, natural language processing, Netflix Prize, NetJets, Network effects, new economy, Oculus Rift, offshore financial centre, PageRank, pattern recognition, Paul Graham, paypal mafia, peer-to-peer, peer-to-peer model, Peter H. Diamandis: Planetary Resources, Peter Thiel, prediction markets, profit motive, publish or perish, Ray Kurzweil, recommendation engine, RFID, ride hailing / ride sharing, risk tolerance, Ronald Coase, Second Machine Age, self-driving car, sharing economy, Silicon Valley, skunkworks, Skype, smart contracts, Snapchat, social software, software is eating the world, speech recognition, stealth mode startup, Stephen Hawking, Steve Jobs, subscription business, supply-chain management, TaskRabbit, telepresence, telepresence robot, Tony Hsieh, transaction costs, Travis Kalanick, Tyler Cowen: Great Stagnation, uber lyft, urban planning, WikiLeaks, winner-take-all economy, X Prize, Y Combinator, zero-sum game

There are, however, a few corporate rock stars, the most famous of which is Apple. Apple’s army of millions of true believers, who line up to buy its products, create blogs about the company and products, place Apple stickers in the back windows of cars, and vociferously defend the company against heretics and apostates, is a paradigmatic example of a lively, complex and powerful corporate community. Obviously, creating such a community requires a great product and a compelling vision. But it also demands a fair amount of time. It took eight years after the introduction of the Macintosh for Apple Computer to become a phenomenon, and another sixteen years for the company to reach its status as a cultural icon. Exponential Organizations don’t have that amount of time. Nor are they likely to have a charismatic leader like Steve Jobs. Instead, they must move quickly and systematically, using proven techniques and tools.

Founded in June 2010 and focused on low-end Android smartphones, the company sold twenty million handsets in 2013, recording annual revenues of more than $5 billion. Lei Jun, one of the founders, is seen as a Chinese Steve Jobs. That’s not just because he’s been heavily inspired by Apple’s design, marketing and supply chain management, but also because of Xiaomi’s intense focus on performance, quality and customer experience—characteristics that Lei Jun wants to make available to everyone at affordable prices. Xiaomi offers a curated Apple smartphone experience with the software development, speed and processes of Google Android, all at a low price. The company currently outsells Apple in China and is closing in on Samsung. Its products are available in four Asian countries and the company plans to expand to ten more emerging markets, including India and Brazil.

The explosive transition from film to digital photography is now occurring in several accelerating technologies. We are information-enabling everything. An information-enabled environment delivers fundamentally disruptive opportunities. Even traditional industries are ripe for disruption. CHAPTER TWO A Tale of Two Companies In one of the most iconic moments in modern business history, Steve Jobs rocked the world in January 2007 with his announcement of the Apple iPhone, which debuted six months later. Literally everything in high tech changed that day—indeed, you might even call it a Singularity—as all existing strategies in consumer electronics were instantly rendered obsolete. At that moment, the entire future of the digital world had to be reconsidered. Two months later, Finnish mobile phone giant Nokia spent a staggering $8.1 billion to buy Navteq, a navigation and road-mapping company.

pages: 190 words: 62,941

Wild Ride: Inside Uber's Quest for World Domination by Adam Lashinsky

"side hustle", Airbnb, always be closing, Amazon Web Services, autonomous vehicles, Ayatollah Khomeini, business process, Chuck Templeton: OpenTable:, cognitive dissonance, corporate governance, DARPA: Urban Challenge, Donald Trump, Elon Musk, gig economy, Golden Gate Park, Google X / Alphabet X, information retrieval, Jeff Bezos, Lyft, Marc Andreessen, Mark Zuckerberg, megacity, Menlo Park, new economy, pattern recognition, price mechanism, ride hailing / ride sharing, Sand Hill Road, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, South of Market, San Francisco, sovereign wealth fund, statistical model, Steve Jobs, TaskRabbit, Tony Hsieh, transportation-network company, Travis Kalanick, turn-by-turn navigation, Uber and Lyft, Uber for X, uber lyft, ubercab, young professional

But first Kalanick explains that he wants to give me a tour of Uber’s offices. Like other hands-on CEOs before him, Kalanick views his company’s offices not only as a reflection of the company’s values and aspirations, but as an extension of his own personality. Steve Jobs was the same way. Six months before his death he sat down on a couch next to me in his Palo Alto living room and proudly showed me a bound book of architectural drawings for the new Apple corporate campus he wouldn’t live to see. Months later he personally worked with an arborist to pick the apricot trees for the project. Kalanick, a few years younger than Jobs was when he returned to Apple for his second and final run, was communicating that to understand Uber’s work space was to understand Uber itself. It was also clear that divining Uber was the key to knowing the true nature of Travis Kalanick.

He may have spent the bulk of his twenties and into his thirties with his nose pressed up against the glass, desperately seeking to get inside. But the place he sought entry into is an unreal world, as removed as one can be from the pedestrian life of Uzbek hacks in Queens. Indeed, though Kalanick blanches at acknowledging any influences, obsessing over the “kerning” of a logo is exactly what Steve Jobs did at Apple. And he was revered for it. Kalanick never met Jobs, but everyone in Silicon Valley can recite the lines from the hymnal of how Jobs wouldn’t rest until every font, typeface, and finely beveled edge had reached perfection. The Apple CEO was a master at instilling cognitive dissonance, persuading customers to overlook (usually fixable) defects in his products as well as the troubling working conditions of the contractors who made them. Similarly, Amazon’s Jeff Bezos gets away with jerking around just about everyone—suppliers, employees, shippers, other merchants—so long as he delivers the lowest prices to customers.

All the same, Kalanick was present nearly at the creation of Uber, and he supplied the critical insight that transformed someone else’s idea from merely interesting to undeniably groundbreaking. He has been Uber’s iron-fisted, omnipresent CEO from the time it first gained traction and began expanding beyond San Francisco. As a result, Uber has become as identified with Kalanick as Microsoft, Apple, and Facebook are with Bill Gates, Steve Jobs, and Mark Zuckerberg, respectively. Whether or not Uber becomes as powerful and highly valued as these enduring technology-industry titans, its CEO already has become an object of fascination and, for many, repulsion. In the short period that Uber went from an idea to the biggest of the so-called unicorns—privately held start-ups valued at more than $1 billion, once a rarity—Kalanick became world famous for his ruthlessness, lack of empathy, and willingness to flout anybody else’s rules.

pages: 344 words: 104,077

Superminds: The Surprising Power of People and Computers Thinking Together by Thomas W. Malone

agricultural Revolution, Airbnb, Albert Einstein, Amazon Mechanical Turk, Apple's 1984 Super Bowl advert, Asperger Syndrome, Baxter: Rethink Robotics, bitcoin, blockchain, business process, call centre, clean water, creative destruction, crowdsourcing, Donald Trump, Douglas Engelbart, Douglas Engelbart, drone strike, Elon Musk,, Erik Brynjolfsson, experimental economics, Exxon Valdez, future of work, Galaxy Zoo, gig economy, happiness index / gross national happiness, industrial robot, Internet of things, invention of the telegraph, inventory management, invisible hand, Jeff Rulifson, jimmy wales, job automation, John Markoff, Joi Ito, Joseph Schumpeter, Kenneth Arrow, knowledge worker, longitudinal study, Lyft, Marshall McLuhan, Occupy movement, Pareto efficiency, pattern recognition, prediction markets, price mechanism, Ray Kurzweil, Rodney Brooks, Ronald Coase, Second Machine Age, self-driving car, Silicon Valley, slashdot, social intelligence, Stephen Hawking, Steve Jobs, Steven Pinker, Stewart Brand, technological singularity, The Nature of the Firm, The Wealth of Nations by Adam Smith, The Wisdom of Crowds, theory of mind, Tim Cook: Apple, transaction costs, Travis Kalanick, Uber for X, uber lyft, Vernor Vinge, Vilfredo Pareto, Watson beat the top human players on Jeopardy!

So at least in the sense of being aware of and responsive to its environment, I think we would have to conclude that Apple is indeed conscious. Self-Awareness Apple is certainly aware of many aspects of itself and its corporate identity. From financial statements to market-share data, it constantly monitors many measures of its own performance. Apple executives (especially the late Steve Jobs) have not been shy about sharing Apple’s self-image as a company that makes “insanely great” products, and Apple’s advertising and public relations efforts are remarkably sophisticated and effective in reporting to the world at least some aspects of how Apple sees itself. I will probably never forget, for instance, Apple’s iconic “1984” Super Bowl commercial, which I showed to the first class I ever taught at MIT, in February 1984.

To speculate even further, I think that if I were Apple, I would have experienced something like deep sadness or pain when Steve Jobs died. Of course, many of the individual people in Apple grieved for the person they had known so well. But maybe Apple itself felt something like the pain and disorientation you might feel if you lost a leg or had a heart transplant. Of course, we’ll never know for sure what it’s like to be Apple. But it seems to me pretty shortsighted—and perhaps just plain prejudiced against nonhuman entities—to claim that Apple couldn’t have some kinds of conscious experiences that are in some ways similar to those we humans have. Thus in this sense, too, Apple may be conscious. In summary, therefore, the supermind called Apple is certainly aware, self-aware, goal-directed, and integrated in complex—not just trivial—ways.

In this commercial, a young female athlete smashes a huge television screen on which a Big Brother–like figure is addressing a crowd of soulless drones. The commercial ends by announcing the Apple Macintosh and saying that this new computer is why the year 1984 won’t be like the dystopian novel 1984. Most people interpreted the commercial as symbolizing how the countercultural ethos of Apple and its new computer would destroy IBM’s dominance of the computer industry, and that self-image—the one Apple portrayed to the world—helped propel its growth in the following decades. Perhaps one of the most sophisticated ways Apple is self-aware is exemplified by Apple University, led by Joel Podolny, former dean of the Yale School of Management. The goal of this secretive internal training facility is to teach Apple managers the company’s proprietary way of managing, which Steve Jobs felt was quite different from what is taught in traditional MBA programs.

pages: 280 words: 82,355

Extreme Teams: Why Pixar, Netflix, AirBnB, and Other Cutting-Edge Companies Succeed Where Most Fail by Robert Bruce Shaw, James Foster, Brilliance Audio

Airbnb, augmented reality, call centre, cloud computing, deliberate practice, Elon Musk, future of work, inventory management, Jeff Bezos, job satisfaction, Jony Ive, loose coupling, meta analysis, meta-analysis, nuclear winter, Paul Graham, peer-to-peer, peer-to-peer model, performance metric, Peter Thiel, sharing economy, Silicon Valley, social intelligence, Steve Jobs, Tony Hsieh

Other factors are important to the extent that they support or hinder a team’s ability to achieve a desired outcome. In particular, the relationships among team members either enable results when a team “gels” or, on the other extreme, hinder results when factions within the group undermine its ability to operate at a high level. Relationships, from this point of view, are a means to an end—and are not on par with the need to deliver results. The chief designer at Apple, Jony Ives, tells a story about Steve Jobs that illustrates this point.36 Jobs believed that a key to his success was staffing his teams with highly talented people. His role as a leader was then to push them to achieve more than they thought possible. At one point, Jobs was unhappy with the product that Ives and his team were developing. Consistent with his reputation, Jobs was tough on the team in pointing out the product’s flaws.

The leaders of these firms, however, realize that their long-term success requires more than groundbreaking products and services. They need their companies, as companies, to be equally innovative—workplaces that are challenging commonly accepted ways of operating. They understand that their legacies will be based not on the products they create but on their ability to build creative and agile organizations that endure over time. Steve Jobs will always be recognized for his innovative products but the true test of his leadership will be if Apple can continue to innovate and grow for the next 50 years. Does the company he created have the people, cultures, and processes needed to do so? At this point, the jury is still out. There is another motive that drives many of these leaders to create new types of organizations—a motive more personal and self-centered. They need to work in companies that fit their values and personalities—places they want to go to after getting up each morning and stay at when working late into the night.

See Hackman, Leading Teams: Setting the Stage for Great Performances (Boston: Harvard Business Press, 2002), 30. 34Amanda Little, “An Interview with Patagonia Founder Yvon Chouinard,” Grist, October 23, 2004. 35Megan Hustad, “Whole Foods’ John Mackey: Self-Awareness on Aisle 5?” Fortune, March 8, 2013. 36Ian Parker, “How an Industrial Designer Became Apple’s Greatest Product,” February 23, 2015. 37Jay Yarow, “Jony Ive: This Is the Most Important Thing I Learned from Steve Jobs,” Business Insider, October 10, 2014. 38Robert Putnam, Bowling Alone: The Collapse and Revival of American Community (New York: Simon & Schuster, 2001). 39There is a great deal of research on the impact of social cohesion on performance. See D. J. Beal et al., “Cohesion and Performance in Groups: A Meta-Analytic Clarification of Construct Relation,” Journal of Applied Psychology 88 (2003), 989–1004; S.

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The Future of the Internet: And How to Stop It by Jonathan Zittrain

A Declaration of the Independence of Cyberspace, Amazon Mechanical Turk, Andy Kessler, barriers to entry, book scanning, Brewster Kahle, Burning Man,, call centre, Cass Sunstein, citizen journalism, Clayton Christensen, clean water, commoditize, corporate governance, Daniel Kahneman / Amos Tversky, disruptive innovation, distributed generation,, Firefox, game design, Hacker Ethic, Howard Rheingold, Hush-A-Phone, illegal immigration, index card, informal economy, Internet Archive, jimmy wales, John Markoff, license plate recognition, loose coupling, mail merge, national security letter, old-boy network, packet switching, peer-to-peer, post-materialism, pre–internet, price discrimination, profit maximization, Ralph Nader, RFC: Request For Comment, RFID, Richard Stallman, Richard Thaler, risk tolerance, Robert Bork, Robert X Cringely, SETI@home, Silicon Valley, Skype, slashdot, software patent, Steve Ballmer, Steve Jobs, Ted Nelson, Telecommunications Act of 1996, The Nature of the Firm, The Wisdom of Crowds, web application, wikimedia commons, zero-sum game

Rather than a platform that invites innovation, the iPhone comes preprogrammed. You are not allowed to add programs to the all-in-one device that Steve Jobs sells you. Its functionality is locked in, though Apple can change it through remote updates. Indeed, to those who managed to tinker with the code to enable the iPhone to support more or different applications,4 Apple threatened (and then delivered on the threat) to transform the iPhone into an iBrick.5 The machine was not to be generative beyond the innovations that Apple (and its exclusive carrier, AT&T) wanted. Whereas the world would innovate for the Apple II, only Apple would innovate for the iPhone. (A promised software development kit may allow others to program the iPhone with Apple’s permission.) Jobs was not shy about these restrictions baked into the iPhone. As he said at its launch: We define everything that is on the phone….

They are Ryan Budish, Tim Hwang, Blair Kaminsky, Sarah Kmball, Jon Novotny, Elisabeth Oppenheimer, Elizabeth Stark, Sarah Tierney, and Sally Walkerman. Notes INTRODUCTION 1. Steve Jobs, CEO, Apple, Macworld San Francisco 2007 Keynote Address, Jan. 9, 2007, available at 2. David H. Ahl, The First West Coast Computer Faire, in 3 THE BEST OF CREATIVE COMPUTING 98 (David Ahl & Burchenal Green Eds., 1980), available at 3. See Tom Hormby, VisiCalc and the Rise of the Apple II, ORCHARD, Sept. 26, 2006, 4. See, e.g., ModMyiFone, Main Page, (as of Sept. 30, 2007, 16:17 GMT) (containing code and instructions for modifications). 5. See Posting of Saul Hansell to N.Y. Times Bits Blog, Saul Hansell, Steve Jobs Girds for the Long iPhone War, (Sept. 27, 2007, 19:01); Jane Wake-field, Apple iPhone Warning Proves True, BBC NEWS, Sept. 28, 2007, 6.

It can be accessed through the author’s website at 978-0-14-195181-2 Contents Introduction Part I The Rise and Stall of the Generative Net 1 Battle of the Boxes 2 Battle of the Networks 3 Cybersecurity and the Generative Dilemma Part II After the Stall 4 The Generative Pattern 5 Tethered Appliances, Software as Service, and Perfect Enforcement 6 The Lessons of Wikipedia Part III Solutions 7 Stopping the Future of the Internet: Stability on a Generative Net 8 Strategies for a Generative Future 9 Meeting the Risks of Generativity: Privacy 2.0 Conclusion Acknowledgments Notes Index Introduction On January 9, 2007, Steve Jobs introduced the iPhone to an eager audience crammed into San Francisco’s Moscone Center.1 A beautiful and brilliantly engineered device, the iPhone blended three products into one: an iPod, with the highest-quality screen Apple had ever produced; a phone, with cleverly integrated functionality, such as voice-mail that came wrapped as separately accessible messages; and a device to access the Internet, with a smart and elegant browser, and with built-in map, weather, stock, and e-mail capabilities. It was a technical and design triumph for Jobs, bringing the company into a market with an extraordinary potential for growth, and pushing the industry to a new level of competition in ways to connect us to each other and to the Web. This was not the first time Steve Jobs had launched a revolution.

pages: 472 words: 117,093

Machine, Platform, Crowd: Harnessing Our Digital Future by Andrew McAfee, Erik Brynjolfsson

"Robert Solow", 3D printing, additive manufacturing, AI winter, Airbnb, airline deregulation, airport security, Albert Einstein, Amazon Mechanical Turk, Amazon Web Services, artificial general intelligence, augmented reality, autonomous vehicles, backtesting, barriers to entry, bitcoin, blockchain, British Empire, business cycle, business process, carbon footprint, Cass Sunstein, centralized clearinghouse, Chris Urmson, cloud computing, cognitive bias, commoditize, complexity theory, computer age, creative destruction, crony capitalism, crowdsourcing, cryptocurrency, Daniel Kahneman / Amos Tversky, Dean Kamen, discovery of DNA, disintermediation, disruptive innovation, distributed ledger, double helix, Elon Musk,, Erik Brynjolfsson, Ethereum, ethereum blockchain, everywhere but in the productivity statistics, family office, fiat currency, financial innovation, George Akerlof, global supply chain, Hernando de Soto, hive mind, information asymmetry, Internet of things, inventory management, iterative process, Jean Tirole, Jeff Bezos, jimmy wales, John Markoff, joint-stock company, Joseph Schumpeter, Kickstarter, law of one price, longitudinal study, Lyft, Machine translation of "The spirit is willing, but the flesh is weak." to Russian and back, Marc Andreessen, Mark Zuckerberg, meta analysis, meta-analysis, Mitch Kapor, moral hazard, multi-sided market, Myron Scholes, natural language processing, Network effects, new economy, Norbert Wiener, Oculus Rift, PageRank, pattern recognition, peer-to-peer lending, performance metric, plutocrats, Plutocrats, precision agriculture, prediction markets, pre–internet, price stability, principal–agent problem, Ray Kurzweil, Renaissance Technologies, Richard Stallman, ride hailing / ride sharing, risk tolerance, Ronald Coase, Satoshi Nakamoto, Second Machine Age, self-driving car, sharing economy, Silicon Valley, Skype, slashdot, smart contracts, Snapchat, speech recognition, statistical model, Steve Ballmer, Steve Jobs, Steven Pinker, supply-chain management, TaskRabbit, Ted Nelson, The Market for Lemons, The Nature of the Firm, Thomas Davenport, Thomas L Friedman, too big to fail, transaction costs, transportation-network company, traveling salesman, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, ubercab, Watson beat the top human players on Jeopardy!, winner-take-all economy, yield management, zero day

Chapter 7 PAYING COMPLEMENTS, AND OTHER SMART STRATEGIES 151 “$500? Fully subsidized? With a plan?”: “Ballmer Laughs at iPhone,” YouTube, September 18, 2007, 2:22, 152 “When [the iPhone] first came out in early 2007”: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), 501. 152 “You don’t want your phone to be like a PC”: John Markoff, “Phone Shows Apple’s Impact on Consumer Products,” New York Times, January 11, 2007, 162 Steve Jobs made a “nine-digit” acquisition offer: Victoria Barret, “Dropbox: The Inside Story of Tech’s Hottest Startup,” Forbes, October 18, 2011, 162 84% of total revenue for Facebook: Facebook, “Facebook Reports Third Quarter 2016 Results,” November 2, 2016, 163 “grand slam”: Apple, “iPhone App Store Downloads Top 10 Million in First Weekend,” July 14, 2008, 164 $6 billion: Daisuke Wakabayashi, “Apple’s App Store Sales Hit $20 Billion, Signs of Slower Growth Emerge,” Wall Street Journal, January 6, 2016, 165 “Jobs soon figured out”: Isaacson, Steve Jobs, 501. 165 Facebook’s offer to publish: Henry Mance, “UK Newspapers: Rewriting the Story,” Financial Times, February 9, 2016, 166 “we only have the faintest idea”: Peter Rojas, “Google Buys Cellphone Software Company,” Engadget, August 17, 2005, 166 “best deal ever”: Owen Thomas, “Google Exec: Android Was ‘Best Deal Ever,’ ” VentureBeat, October 27, 2010, 166 Android founder Andy Rubin: Victor H., “Did You Know Samsung Could Buy Android First, but Laughed It Out of Court?”

v=eywi0h_Y5_U. 152 “When [the iPhone] first came out in early 2007”: Walter Isaacson, Steve Jobs (New York: Simon & Schuster, 2011), 501. 152 “You don’t want your phone to be like a PC”: John Markoff, “Phone Shows Apple’s Impact on Consumer Products,” New York Times, January 11, 2007, 162 Steve Jobs made a “nine-digit” acquisition offer: Victoria Barret, “Dropbox: The Inside Story of Tech’s Hottest Startup,” Forbes, October 18, 2011, 162 84% of total revenue for Facebook: Facebook, “Facebook Reports Third Quarter 2016 Results,” November 2, 2016, 163 “grand slam”: Apple, “iPhone App Store Downloads Top 10 Million in First Weekend,” July 14, 2008, 164 $6 billion: Daisuke Wakabayashi, “Apple’s App Store Sales Hit $20 Billion, Signs of Slower Growth Emerge,” Wall Street Journal, January 6, 2016, 165 “Jobs soon figured out”: Isaacson, Steve Jobs, 501. 165 Facebook’s offer to publish: Henry Mance, “UK Newspapers: Rewriting the Story,” Financial Times, February 9, 2016, 166 “we only have the faintest idea”: Peter Rojas, “Google Buys Cellphone Software Company,” Engadget, August 17, 2005, 166 “best deal ever”: Owen Thomas, “Google Exec: Android Was ‘Best Deal Ever,’ ” VentureBeat, October 27, 2010, 166 Android founder Andy Rubin: Victor H., “Did You Know Samsung Could Buy Android First, but Laughed It Out of Court?”

US Copyright Royalty Judges, “In the Matter of Digital Performance Right in Sound Recordings and Ephemeral Recordings: Determination of Rates and Terms,” Docket No. 2005-1 CRB DTRA, accessed March 1, 2017, CHAPTER 7 PAYING COMPLEMENTS, AND OTHER SMART STRATEGIES The curious task of economics is to demonstrate to men how little they really know about what they imagine they can design. — Friedrich von Hayek, 1988 IN 2007, STEVE JOBS WAS IN THE MIDDLE OF WHAT WAS PERHAPS the greatest tenure as a CEO in US corporate history. But throughout that year, his failure to fully appreciate a basic insight from economics threatened to stall his company’s momentum. How Steve Jobs Nearly Blew It Early in 2007, Apple introduced the iPhone, a product that deserves the label “iconic.” Its groundbreaking design and novel features, including multitouch screen, powerful mobile Internet browser, accelerometer, and GPS made it an instant hit, with rapturous reviews and sales of over 6 million handsets in its first year.

Design of Business: Why Design Thinking Is the Next Competitive Advantage by Roger L. Martin

asset allocation, Buckminster Fuller, business process, Frank Gehry, global supply chain, high net worth, Innovator's Dilemma, Isaac Newton, mobile money, QWERTY keyboard, Ralph Waldo Emerson, risk tolerance, six sigma, Steve Ballmer, Steve Jobs, supply-chain management, Wall-E, winner-take-all economy

What is important is the protection of validity and the promotion of design thinking. A fine example of successful CEO behavior between the two extremes is Steve Jobs, cofounder and returned CEO of Apple. Jobs has a long-standing reputation as a visionary designer. He was the cocreator of the Apple II, the forerunner of the Apple Macintosh, and after he left Apple in 1985, the company fell into a succession of disastrous strategies and fratricidal politics. Since his triumphant return as CEO in 1997, Apple has produced a string of design hits including the iMac series, the iPod, and the iPhone. Given his reputation and track record, most people would assume that Jobs functions as Apple’s analogue to Laliberté and Lazaridis, chief designer as well as the company’s leading advocate of validity. But in actual fact, Jobs operates as more of a hybrid.

This is essentially the design of a business that will bring the abductively created insight to fruition. Without that, all the observation and imagination will have no meaningful payoff. The master of configuration is Steve Jobs, who created an activity system for the iPod, including iTunes and Apple stores. The system made iPod a compelling product, exceedingly hard to replicate and highly profitable. (See figure 7-2.) For a manager, the configuration step is to ask how your insight and new solution fit into the larger scheme of the business in which you operate. The activity system you create may relate only to your department or project. But even within that limited sphere, you can build a model to test and verify. FIGURE 7-2 Apple’s iPod activity system Source: Apple Activity System developed and copyright by Heather Fraser and Mark Leung, 2008. Experiences To be a better design thinker, consciously use your experiences to deepen your mastery and nurture your originality.

James Hackett of Steelcase acquired the design firm IDEO to infuse design thinking across the entire Steelcase organization. 5 Between the extremes represented by Laliberté and Lazaridis at one end and Hackett and Lafley at the other, there are numerous intermediate alternatives. Steve Jobs, for instance, cofounder and returned CEO of Apple Inc., is probably the CEO most widely viewed as a design thinker, thanks to elegant, customer-pleasing products like the Macintosh, iMac, iPod, and iPhone, among many others. But he is not the solitary design genius of popular imagination. It was Apple’s designers, led by Jonathan Ive, who realized those innovative products. Jobs played a different, equally crucial role: he created an organization that placed “insanely great” design at the top of its hierarchy of values, and he gave the green light to spend the resources necessary to make lasting successes of his designers’ innovations.

pages: 280 words: 71,268

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World With OKRs by John Doerr

Albert Einstein, Bob Noyce, cloud computing, collaborative editing, commoditize, crowdsourcing, Firefox, Frederick Winslow Taylor, Google Chrome, Google Earth, Google X / Alphabet X, Haight Ashbury, Jeff Bezos, job satisfaction, Khan Academy, knowledge worker, Menlo Park, meta analysis, meta-analysis, PageRank, Paul Buchheit, Ray Kurzweil, risk tolerance, self-driving car, side project, Silicon Valley, Silicon Valley startup, Skype, Steve Jobs, Steven Levy, subscription business, web application, Yogi Berra, éminence grise

The Coach was the éminence grise at Google’s Monday executive staff meetings—our unofficial chairman of the board, if you want to know the truth. At the same time, he served as lead outside director on Apple’s board, which for anyone else might have presented a conflict. It drove Steve Jobs crazy, especially after Android emerged to challenge the iPhone. Steve harangued Bill forever to choose Apple and leave Google, but the Coach refused: “Steve, I’m not helping Google with their technology. I can’t even spell HTML. I’m just helping them be a better business every day.” When Steve persisted, the Coach said, “Don’t make me choose. You are not going to like the choice I’m going to make.” And Steve backed down because the Coach was his one true confidant. ( He “kept Steve Jobs going,” as Eric Schmidt told Forbes . Bill was Steve’s “mentor, his friend. He was the protector, the inspiration.

Both of us understood that our loyalty—to the relationship, to the team—outweighed any differences. Bill was still at Intuit when I recruited him for the board at Netscape. Soon he was my first call whenever I backed a new entrepreneur. It became our MO: Kleiner invests, Doerr sponsors, Doerr calls Campbell, Campbell coaches the team. We ran that game plan again and again. In 1997, Steve Jobs returned to Apple in the most amazing nonhostile takeover of a public company ever, without putting up a penny. Steve asked for the resignations of all but one of Apple’s directors, and then he called Bill Campbell to join his new board. The Coach refused to be paid for this work; he was giving back to the Valley that had done so much for him. When a few companies prevailed upon him to accept stock, he funneled the proceeds into his philanthropic organization. In 2001, after helping persuade Google’s founders to hire Eric Schmidt as CEO, I advised Eric that he needed Bill as his coach.

Key result: Increase average lap speed by 2 percent. Key result: Reduce average pit stop time by one second. Objective: Win the Indy 500. Key result: Increase average lap speed by 2 percent. Key result: Test at wind tunnel ten times. Key result: Reduce average pit stop time by one second. Key result: Reduce pit stop errors by 50 percent. Key result: Practice pit stops one hour per day. Less Is More As Steve Jobs understood, “Innovation means saying no to one thousand things.” In most cases, the ideal number of quarterly OKRs will range between three and five. It may be tempting to usher more objectives inside the velvet rope, but it’s generally a mistake. Too many objectives can blur our focus on what counts, or distract us into chasing the next shiny thing. At MyFitnessPal, the health and fitness app, “We were putting too much down,” says CEO Mike Lee.

pages: 362 words: 83,464

The New Class Conflict by Joel Kotkin

2013 Report for America's Infrastructure - American Society of Civil Engineers - 19 March 2013, affirmative action, Affordable Care Act / Obamacare, American Society of Civil Engineers: Report Card, Bob Noyce, California gold rush, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, creative destruction, crony capitalism, David Graeber, deindustrialization, don't be evil, Downton Abbey, Edward Glaeser, Elon Musk, energy security, falling living standards, future of work, Gini coefficient, Google bus, housing crisis, income inequality, informal economy, Internet of things, Jane Jacobs, Jaron Lanier, Jeff Bezos, job automation, John Markoff, John von Neumann, Joseph Schumpeter, Kevin Kelly, labor-force participation, low-wage service sector, Marc Andreessen, Mark Zuckerberg, mass affluent, McJob, McMansion, medical bankruptcy, Nate Silver, New Economic Geography, new economy, New Urbanism, obamacare, offshore financial centre, Paul Buchheit, payday loans, Peter Calthorpe, plutocrats, Plutocrats, post-industrial society, RAND corporation, Ray Kurzweil, rent control, rent-seeking, Report Card for America’s Infrastructure, Richard Florida, Silicon Valley, Silicon Valley ideology, Steve Jobs, technoutopianism, The Death and Life of Great American Cities, Thomas L Friedman, too big to fail, transcontinental railway, trickle-down economics, Tyler Cowen: Great Stagnation, upwardly mobile, urban planning, urban sprawl, War on Poverty, women in the workforce, working poor, young professional

Hamilton Nolan, “Hubris, High Socks, and other Habits of the Most Powerful People in the World,” Gawker, December 13, 2012,; Chris Benner, “Win the Lottery or Organize: Traditional and non-Traditional Labor Organizing in Silicon Valley,” Berkeley Planning Journal, Volume 12, 1997/1998, December 8, 1997; Jack Ewing, “Amazon’s Labor Relations Under Scrutiny in Germany,” New York Times, March 4, 2013; Brad Stone, “Amazon May Get Its First Labor Union in the U.S.,” Bloomberg Businessweek, December 17, 2013, 126. Tian Luo and Amar Mann, “Survival and Growth of Silicon Valley High-tech Businesses Born in 2000,” Monthly Labor Review, September 2011, pp. 16–31. 127. Timothy Noah, “Steve Jobs, Jobs-Creator,” New Republic (blog), October 6, 2011, 128. John Markoff, “Silicon Valley Reacts to Economy With a New Approach,” New York Times, April 21, 2001; Robert D. Hof, “Venture Capital’s Liquidators,” Bloomberg Businessweek, December 03, 2008, 129. Paul Abrahams, “End of Second California Gold Rush Leaves the Valley in Shock,” Financial Times, May 9, 2001. 130.

Such thinking, notes the leftist economist Thomas Piketty, has been used in the contemporary setting to “justify the extreme inequalities and to defend the privileges of the winners.”27 This self-regard has been reinforced by public perception.28 In 2011, over 72 percent of Americans had positive feelings about the computer industry, as opposed to a mere 30 percent for banking and 20 percent for oil and gas.29 Even during the Occupy protests in 2012, few criticisms were hurled by the “screwed generation” at tech titans. Indeed, when Steve Jobs, a .000001 percenter worth $7 billion and a rugged capitalist of the classic type, passed away, protestors openly mourned his demise.30 Unlike the grandees of Wall Street or the energy industry, the tech Oligarchs have so far experienced relatively little of the criticism commonly directed at Wall Street or energy executives for their huge compensation levels. They, it appears, are different even than the other rich.

Even more pronounced were their differences with their rivals in Europe and Asia, who were trapped by rigid corporate structures.43 What they relied on were not long established ties, notes analyst Anna Lee Saxenian, but “the social and technical networks” that provided funding and the critical pool of expertise.44 This networked system, which included a large number of specialized firms, was also markedly more supportive of younger entrepreneurs, among them the then twenty-something Steve Jobs. This helped consolidate the Valley’s supremacy over its traditional rival, the greater Boston area. By 1990, the Valley accounted for 39 of the nation’s fastest growing electronics companies, compared to just four along Boston’s Route 128. Over the ensuing decade, Valley firms, largely through the application of software, also overcame what had once been considered insurmountable competition from Japan.45 The great hope promised by this emerging, post-industrial information economy was perhaps best stated by futurist Alvin Toffler.

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Brotopia: Breaking Up the Boys' Club of Silicon Valley by Emily Chang

23andMe, 4chan, Ada Lovelace, affirmative action, Airbnb, Apple II, augmented reality, autonomous vehicles, barriers to entry, Bernie Sanders, Burning Man, California gold rush, Chuck Templeton: OpenTable:, David Brooks, Donald Trump, Elon Musk, equal pay for equal work, Ferguson, Missouri, game design, gender pay gap, Google Glasses, Google X / Alphabet X, Grace Hopper, high net worth, Hyperloop, Jeff Bezos, job satisfaction, Khan Academy, Lyft, Marc Andreessen, Mark Zuckerberg, Maui Hawaii, Menlo Park, meta analysis, meta-analysis, microservices, paypal mafia, Peter Thiel, post-work, pull request, ride hailing / ride sharing, rolodex, Saturday Night Live, shareholder value, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, Steve Jobs, Steve Wozniak, Steven Levy, subscription business, Tim Cook: Apple, Travis Kalanick, uber lyft, women in the workforce

That year was the high point for the percentage of women earning degrees in computer science. As the number of overall computer science degrees picked back up leading into the dot-com boom, more men than women were filling those coveted seats. In fact, the percentage of women in the field would dramatically decline for the next two and a half decades. APPLE UPSETS THE NERD CART As women were leaving the tech world, a new type of tech hero was taking center stage. In 1976, Apple was co-founded by Steve Wozniak, your typical nerd, and Steve Jobs, who was not your typical nerd at all. Jobs exuded a style and confidence heretofore unseen in the computer industry. He had few technical skills—Wozniak handled all that—yet Jobs was a never-before-seen kind of tech rock star. He proved you could rise on the strength of other skills, such as conviction, product vision, marketing genius, and a willingness to take risks.

Page’s reasons were never clearly spelled out, but insiders report that over the years Mayer had become a sharply polarizing figure whose colleagues either loved her or couldn’t stand her. Mayer often had a strict vision she would try to implement, and it often rubbed people the wrong way. Of course, being prickly and uncompromising has been a lauded attribute for male leaders in tech. “Steve Jobs had a very top-down thing going on for him, and that worked for Apple,” Laura Holmes said. “Did it work better for Apple because he was a man? I don’t know, so it’s kind of hard to say.” In June 2012, about a year after she was moved out of the inner circle, Mayer arranged a meeting with Sergey Brin. The quirky Google co-founder wheeled into her office on Rollerblades (twenty minutes late, in typical Brin fashion), and Mayer told him the news: she was leaving Google to become CEO of Yahoo.

It matters that there isn’t enough of a track record of entrepreneurs to fund,” she told me. “Everyone is looking for the next Bill Gates, Steve Jobs, Mark Zuckerberg. There’s pattern matching that goes on there, and they don’t look like you and they don’t look like me.” The absence of women in tech has real effects. “The best technology and the best products are built by people who have really diverse perspectives,” Marissa Mayer, the former Yahoo CEO, told me. “And I do think women and men have diverse perspectives.” The unfortunate truth is that right now men’s voices dominate and we see the results. Popular products from the tech boom—including violent and sexist video games that a generation of children has become addicted to—are designed with little to no input from women. Apple’s first version of its highly touted health application could track your blood-alcohol level but not menstruation.

pages: 486 words: 132,784

Inventors at Work: The Minds and Motivation Behind Modern Inventions by Brett Stern

Apple II, augmented reality, autonomous vehicles, bioinformatics, Build a better mousetrap, business process, cloud computing, computer vision, cyber-physical system, distributed generation, game design, Grace Hopper, Richard Feynman, Silicon Valley, skunkworks, Skype, smart transportation, speech recognition, statistical model, stealth mode startup, Steve Jobs, Steve Wozniak, the market place, Yogi Berra

Calvert: These are the things that an inventor really needs to learn and work out before taking that big step of sending a patent application to the USPTO—hopefully as the prelude to starting up their own business. 1 2 CHAPTER 23 Steve Wozniak Co-Founder Apple Computer A Silicon Valley icon and philanthropist for more than thirty years, Steve Wozniak helped shape the computing industry with his design of Apple’s first line of products, the Apple I and II, and influenced the popular Macintosh. In 1976, Wozniak and Steve Jobs founded Apple Computer Inc. with Wozniak’s Apple I personal computer. The following year he introduced his Apple II personal computer, featuring a central processing unit, a keyboard, color graphics, and a floppy disk drive. The Apple II was integral to launching the personal computer industry. Wozniak is named sole inventor on the US patent for “microcomputer for use with video display.”

His bestselling autobiography—iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It—was published in 2006 (W. W. Norton). His television appearances include Kathy Griffin: My Life on the D-List, Dancing with the Stars, and The Big Bang Theory. Brett Stern: You talk about having an engineering side and a human side. Any thoughts on what the difference is, and how you define those sides? Steve Wozniak: I talk about the difference between the engineering side and the human side in two different senses. One is the general sense of developing technology products. If you look at Apple history, you’ll find out that the most important thing that made Apple great—and made Steve Jobs such a great person—was our focus on understanding the users more than understanding the technology.

So this high school teacher had strict procedures and he had stockrooms full of parts that he had gotten companies to donate. He spent a lot of his own time to make his class great. He contacted companies and found engineers who would let students like myself go in and work on projects such as programming a computer to control streetlights. When Steve Jobs and I were first starting Apple, we went to the world’s first computer trade show out in Atlantic City, called PC ’76. We were just introducing the Apple I, even though we had the Apple II designed and working. There were a bunch of little companies with two young kids like us—with no money and ideas that maybe these microprocessors could make the start of a business. It was the garage-style entrepreneurship that you see nowadays with kids going into writing apps for iPhones and the like.

pages: 245 words: 83,272

Artificial Unintelligence: How Computers Misunderstand the World by Meredith Broussard

1960s counterculture, A Declaration of the Independence of Cyberspace, Ada Lovelace, AI winter, Airbnb, Amazon Web Services, autonomous vehicles, availability heuristic, barriers to entry, Bernie Sanders, bitcoin, Buckminster Fuller, Chris Urmson, Clayton Christensen, cloud computing, cognitive bias, complexity theory, computer vision, crowdsourcing, Danny Hillis, DARPA: Urban Challenge, digital map, disruptive innovation, Donald Trump, Douglas Engelbart, easy for humans, difficult for computers, Electric Kool-Aid Acid Test, Elon Musk, Firefox, gig economy, global supply chain, Google Glasses, Google X / Alphabet X, Hacker Ethic, Jaron Lanier, Jeff Bezos, John von Neumann, Joi Ito, Joseph-Marie Jacquard, life extension, Lyft, Mark Zuckerberg, mass incarceration, Minecraft, minimum viable product, Mother of all demos, move fast and break things, move fast and break things, Nate Silver, natural language processing, PageRank, payday loans, paypal mafia, performance metric, Peter Thiel, price discrimination, Ray Kurzweil, ride hailing / ride sharing, Ross Ulbricht, Saturday Night Live, school choice, self-driving car, Silicon Valley, speech recognition, statistical model, Steve Jobs, Steven Levy, Stewart Brand, Tesla Model S, the High Line, The Signal and the Noise by Nate Silver, theory of mind, Travis Kalanick, Turing test, Uber for X, uber lyft, Watson beat the top human players on Jeopardy!, Whole Earth Catalog, women in the workforce

“Algorithmic Accountability: Journalistic Investigation of Computational Power Structures.” Digital Journalism 3, no. 3 (November 7, 2014) 398–415. Donn, Jeff. “Eric Trump Foundation Flouts Charity Standards.” AP News, December 23, 2016. Dormehl, Luke. “Why John Sculley Doesn’t Wear an Apple Watch (and Regrets Booting Steve Jobs).” Cult of Mac, February 19, 2016. Dougherty, Conor. “Google Photos Mistakenly Labels Black People ‘Gorillas.’” New York Times, July 1, 2015. Dreyfus, Hubert L. What Computers Still Can’t Do: A Critique of Artificial Reason. Cambridge, MA: MIT Press, 1992. Duncan, Arne.

Everybody in tech knew Minsky, and everyone relied on him. Steve Jobs famously got the idea for a computer with a mouse and a GUI from Alan Kay and his team at Xerox PARC. When Jobs left Apple in 1985 and John Sculley took over, Kay told Sculley they needed to go out and find sources of new technology. They weren’t going to be able to turn to PARC for Apple’s next big move, Kay said. “That led to us spending a lot of time on the East Coast, at the Media Lab in MIT, where we worked with people like Marvin Minsky and Seymour Papert,” Sculley said in a 2016 interview.7 “A lot of that technology we ended up putting into a concept video Alan and I produced, called ‘Knowledge Navigator.’ That predicted that computers were going to become our personal assistants, which is what’s happening right now,” with voice assistant technology like Apple’s Siri, Amazon’s Alexa, and Microsoft’s Cortana.

Martinez, “‘Drone Slayer’ Claims Victory in Court.” 3. Vincent, “Twitter Taught Microsoft’s AI Chatbot to Be a Racist Asshole in Less than a Day.” 4. Plautz, “Hitchhiking Robot Decapitated in Philadelphia.” 5. Unless otherwise indicated, quotes from Minsky in this section are taken from Minsky, “Web of Stories Interview.” 6. Brand, The Media Lab; Levy, Hackers. 7. Dormehl, “Why John Sculley Doesn’t Wear an Apple Watch (and Regrets Booting Steve Jobs).” 8. Lewis, “Rise of the Fembots”; LaFrance, “Why Do So Many Digital Assistants Have Feminine Names?” 9. Hillis, “Radioactive Skeleton in Marvin Minsky’s Closet.” 10. Alba, “Chicago Uber Driver Charged with Sexual Abuse of Passenger”; Fowler, “Reflecting on One Very, Very Strange Year at Uber”; Isaac, “How Uber Deceives the Authorities Worldwide.” 11. Copeland, “Summing Up Alan Turing.” 12. 

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Zucked: Waking Up to the Facebook Catastrophe by Roger McNamee

4chan, Albert Einstein, algorithmic trading, AltaVista, Amazon Web Services, barriers to entry, Bernie Sanders, Boycotts of Israel, Cass Sunstein, cloud computing, computer age, cross-subsidies, data is the new oil, Donald Trump, Douglas Engelbart, Douglas Engelbart, Electric Kool-Aid Acid Test, Elon Musk, Filter Bubble, game design, income inequality, Internet of things, Jaron Lanier, Jeff Bezos, John Markoff, laissez-faire capitalism, Lean Startup, light touch regulation, Lyft, Marc Andreessen, Mark Zuckerberg, market bubble, Menlo Park, Metcalfe’s law, minimum viable product, Mother of all demos, move fast and break things, move fast and break things, Network effects, paypal mafia, Peter Thiel,, post-work, profit maximization, profit motive, race to the bottom, recommendation engine, Robert Mercer, Ronald Reagan, Sand Hill Road, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, social graph, software is eating the world, Stephen Hawking, Steve Jobs, Steven Levy, Stewart Brand, The Chicago School, Tim Cook: Apple, two-sided market, Uber and Lyft, Uber for X, uber lyft, Upton Sinclair, WikiLeaks, Yom Kippur War

During that time, Apple shipped the first iPod. I thought it was a sign of good things to come and reached out to Steve Jobs to see if he would be interested in recapitalizing Apple. At the time, Apple’s share price was about twelve dollars per share, which, thanks to stock splits, is equivalent to a bit more than one dollar per share today. The company had more than twelve dollars in cash per share, which meant investors were attributing zero value to Apple’s business. Most of the management options had been issued at forty dollars per share, so they were effectively worthless. If Silver Lake did a recapitalization, we could reset the options and align interests between management and shareholders. Apple had lost most of its market share in PCs, but thanks to the iPod and iMac computers, Apple had an opportunity to reinvent itself in the consumer market.

Hatching Twitter: A True Story of Money, Power, Friendship, and Betrayal, by Nick Bilton (New York, Portfolio, 2013), is worth reading because of Twitter’s outsized influence on journalists, an influence out of proportion with the skills of Twitter’s leadership. No study of Silicon Valley would be complete without a focus on Steve Jobs. Walter Isaacson’s biography Steve Jobs (New York: Simon & Schuster, 2011) was a bestseller. I was lucky enough to know Steve Jobs. We were not close, but I knew Steve for a long time and had several opportunities to work with him. I experienced the best and the worst. Above all, I respect beyond measure all the amazing products created on Steve’s watch. This bibliographic essay includes only the books that helped me prepare to write Zucked. There are other fine books on these topics.

It is part of a larger philosophical approach, human-driven technology, which advocates returning technology to the role of being a tool to serve user needs rather than one that exploits users and makes them less capable. With its focus on user interface issues, humane design is a subset of human-driven technology, which also incorporates things like privacy, data security, and applications functionality. We used to take human-driven technology for granted. It was the philosophical foundation for Steve Jobs’s description of computers as a “bicycle for the mind,” a tool that creates value through exercise as well as fun. Jobs thought computers should make humans more capable, not displace or exploit them. Every successful tech product used to fit the Jobs model, and many still do. Personal computers still empower the workers who use them. There should be a version of social media that is human-driven.

pages: 519 words: 142,646

Track Changes by Matthew G. Kirschenbaum

active measures, Apple II, Apple's 1984 Super Bowl advert, Bill Gates: Altair 8800, Buckminster Fuller, commoditize, computer age, corporate governance, David Brooks, dematerialisation, Donald Knuth, Douglas Hofstadter, Dynabook, East Village,, feminist movement, forensic accounting, future of work, Google Earth, Gödel, Escher, Bach, Haight Ashbury, HyperCard, Jason Scott:, Joan Didion, John Markoff, John von Neumann, Kickstarter, low earth orbit, mail merge, Marshall McLuhan, Mother of all demos, New Journalism, Norman Mailer, pattern recognition, pink-collar, popular electronics, RAND corporation, rolodex, Ronald Reagan, self-driving car, Shoshana Zuboff, Silicon Valley, social web, Stephen Hawking, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, technoutopianism, Ted Nelson, text mining, thinkpad, Turing complete, Vannevar Bush, Whole Earth Catalog, Y2K, Year of Magical Thinking

Lindgren never did write a novel, and died in 1992. However that plainly joyous note, composed after an apparently sleepless night spent exploring the system, testifies to just how powerful such a prospect must have seemed. The Altos remained in use at Xerox PARC throughout the 1970s. Steve Jobs’s famous pilgrimage to PARC wasn’t to come until December 1979. It would be another half decade before the Alto’s most important design features, including the bitmapped display, windows, and the mouse, were brought to market as Apple’s first Macintosh computer in early 1984. (Xerox did attempt to introduce a graphical computer system incorporating some of Alto’s capabilities in 1981; called the Xerox Star, it was marketed to businesses rather than to personal users, was expensive, and had to compete with dedicated word processing systems; thus it was never a commercial success.)

Jerry Pournelle set the tone in his Byte magazine column: “The Macintosh is a wonderful toy; but it’s not very much more.”42 Most damningly, the MacWrite software that shipped with the original 128K Mac—for a full year the only word processing software generally available for the system—had severe limitations: it would crash if a document exceeded about eight pages, which was fine for light office work but obviously a nonstarter for serious long-form writing.43 And yet the Mac was anything but another office computer. On the contrary, its design, deeply informed by Steve Jobs’s aesthetic convictions, was intended to wrest computers from their associations with the uninspiring office setting for once and for all.44 Besides MacWrite, it also shipped with a graphics program called MacPaint. Here Macintosh came into its own: Computers, which initially were imagined as instruments for performing numeric calculations and then began storing and manipulating text, now could do the same with pictures. It was no coincidence that the first digitally produced comic book, Peter Gillis and Mike Saenz’s Shatter, which appeared later that same year, was designed on a 128K Mac and printed with Apple’s dot-matrix Imagewriter (that name too is telling).45 In language reminiscent of first reactions to word processing, Gillis commented, “By writing and drawing electronically we could control and manipulate every aspect of what we had done, easily.

The best overview of Xerox PARC’s history and associated innovations is Michael A. Hiltzik, Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age (New York: Harper, 1999). 16. This episode (and Apple’s subsequent development of the technologies) is recounted in detail in Steven Levy, Insanely Great: The Life and Times of Macintosh, the Computer That Changed Everything (New York: Penguin, 1994), 77–103. For video of Tesler describing the demo in 2011, see Philip Elmer-DeWitt, Fortune, August 24, 2014, embedded YouTube video, 17. Michael Shrayer was an Altair owner for whom the blinking LEDs were simply not satisfactory—he quickly managed to make the computer the centerpiece of his own TV Typewriter unit, and a year later released what is generally regarded as the first word processing program for a microcomputer, Electric Pencil.

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Buyology by Martin Lindstrom

anti-work, Berlin Wall, Daniel Kahneman / Amos Tversky, Kickstarter, Mikhail Gorbachev, Pepto Bismol, Saturday Night Live, Steve Jobs, Steven Pinker

Ritual, superstition, religion—whether we’re aware of it or not, all these factors contribute to what we think about when we buy. In fact, as the results of our brain-scan study would show, the most successful products are the ones that have the most in common with religion. Take Apple, for example, one of the most popular—and profitable—brands around. I’ll never forget the Apple Macromedia conference I attended in the mid-nineties. Sitting in a packed convention center in San Francisco among ten thousand cheering fans, I was surprised when Steve Jobs, the founder and CEO, ambled out onstage, wearing his usual monkish turtleneck, and announced that Apple was going to discontinue its Newton brand of handheld computers. Jobs then dramatically hurled a Newton into a garbage can a few feet away to punctuate his decision. Newton was done. Cooked. In fury and desperation, the man next to me pulled out his own Newton, threw it to the floor, and began furiously stomping on it.

But what exactly is it in our brains that makes some products so much more memorable and appealing than others? Well, we’re about to take a look at one of the most fascinating brain discoveries of recent times, one that plays an enormous role in why we’re attracted to the things we are. The place: Parma, Italy. The unwitting codiscoverers of this phenomenon? A species of monkey known as the macaque. 3 I’LL HAVE WHAT SHE’S HAVING Mirror Neurons at Work IN 2004, STEVE JOBS, CEO, chairman, and co-founder of Apple, was strolling along Madison Avenue in New York City when he noticed something strange, and gratifying. Hip white earphones (remember, back then most earphones came in basic boring black). Looping and snaking out of people’s ears, dangling down across their chests, peeking out of pockets and purses and backpacks. They were everywhere. “It was, like, on every block, there was someone with white headphones, and I thought, ‘Oh, my God, it’s starting to happen,’” Jobs, who’d recently launched his company’s immensely successful iPod, was quoted as saying.1 You could term the popularity of the iPod (and its ubiquitous, iconic white headphones) a fad.

“It involves interior exploration, quests for a transcendent goal, overcoming barriers and 08/08/2009 10:45 43 of 83 file:///D:/000004/Buy__ology.html physical or spiritual healing.”3 Go Steelers. Most religions also have a clear vision. By that I mean that they are unambiguous in their mission, whether it’s to reach a certain state of grace or achieve a spiritual goal. And of course, most companies have unambiguous missions as well. Steve Jobs’s vision for Apple dates back to the mid-1980s when he said, “Man is the creator of change in this world. As such he should be above systems and structures, and not subordinate to them.” Twenty years and a few million iPods later, the company still pursues this vision, and will doubtlessly continue to do so twenty years from now. Or think about high-end audio and video product maker Bang & Olufsen’s mission statement, “Courage to constantly question the ordinary in search of surprising, long-lasting experiences,” or IBM’s mandate, “Solutions for a Small Planet.”

pages: 538 words: 147,612

All the Money in the World by Peter W. Bernstein

Albert Einstein, anti-communist, Berlin Wall, Bill Gates: Altair 8800, call centre, Charles Lindbergh, corporate governance, corporate raider, creative destruction, currency peg, David Brooks, Donald Trump, estate planning, family office, financial innovation, George Gilder, high net worth, invisible hand, Irwin Jacobs: Qualcomm, Jeff Bezos, job automation, job-hopping, John Markoff, Long Term Capital Management, Marc Andreessen, Martin Wolf, Maui Hawaii, means of production, mega-rich, Menlo Park, Mikhail Gorbachev, new economy, Norman Mailer, PageRank, Peter Singer: altruism, pez dispenser, popular electronics, Renaissance Technologies, Rod Stewart played at Stephen Schwarzman birthday party, Ronald Reagan, Sand Hill Road, school vouchers, Search for Extraterrestrial Intelligence, shareholder value, Silicon Valley, Silicon Valley startup, stem cell, Stephen Hawking, Steve Ballmer, Steve Jobs, Steve Wozniak, the new new thing, Thorstein Veblen, too big to fail, traveling salesman, urban planning, wealth creators, William Shockley: the traitorous eight, women in the workforce

In his 1989 book The Alexander Complex: The Dreams That Drive the Great Businessmen, Michael Meyer examined the lives of six empire builders, including five Forbes 400 members—Steve Jobs, Ross Perot, biotech billionaire Robert Swanson, Ted Turner, and the late shipping magnate Daniel Ludwig—to try to divine what drove them to spectacular success. They “live in the grip of a vision38,” concludes Meyer. “Work and career take on the quality of a mission, a pursuit of some Holy Grail. And because they are talented and convinced they can change the world, they often do.” Meyer refers to Apple founder39 Steve Jobs, for one, as a “visionary monster,” and other accounts seem to bear that out. In The Silicon Boys, for example, David Kaplan recounts a telling anecdote about Jobs. Jobs and his buddy Steve Wozniak famously founded Apple Computer in 1976, when both were in their early twenties. As the company grew, stories of Jobs’s abrasive personality and propensity for tantrum-throwing swirled around Silicon Valley.

The high-tech landscape was changing fast in 1980. Apple Computer, a three-year-old start-up2 founded by a couple of hippies from northern California, Steve Jobs and Stephen Wozniak, was in the process of racking up $139 million in sales. Later that year, Apple would go public with the most successful stock offering since that of the Ford Motor Company in 1956. An impatient IBM3 wanted to break into the burgeoning personal-computer market, and it was going into overdrive to take advantage of a new sixteen-bit microprocessor chip developed by Intel, a company founded by Gordon E. Moore (2006 net worth: $3.4 billion) and the now-deceased Robert Noyce (also a member of the Forbes 400 list before his death in 1990). The new 8088 chip made it possible to support 256 times more memory than the previous eight-bit chip. Prior to Apple’s astounding success and before the arrival of the 8088 chip, personal computers were viewed as gadgets for hobbyists.

Then, in 1963, Sobrato and Berg went into business together as commercial developers (they have since parted ways) and began building industrial buildings and office buildings. Their tenants included companies such as Cisco and Apple. Property values rose so fast that they never had to depend upon investors to realize their gains. Instead, they were able to finance new projects by borrowing against their equity. Without the high-tech boom, Sobrato might have been just another prosperous businessman. “A lot of it is focus,”32 he says. “I have always worked hard at whatever I did. But I was certainly in the right place at the right time.” By the mid-1970s, California, fueled by Silicon Valley development and the new start-up capital pouring in, had become a magnet for entrepreneurs and iconoclasts of all stripes. Before he started Apple Computer33, Steve Jobs had dropped out of college, tried LSD, lived in a commune, and traveled to India on a spiritual quest.

pages: 254 words: 76,064

Whiplash: How to Survive Our Faster Future by Joi Ito, Jeff Howe

3D printing, Albert Michelson, Amazon Web Services, artificial general intelligence, basic income, Bernie Sanders, bitcoin, Black Swan, blockchain, Burning Man, buy low sell high, Claude Shannon: information theory, cloud computing, Computer Numeric Control, conceptual framework, crowdsourcing, cryptocurrency, data acquisition, disruptive innovation, Donald Trump, double helix, Edward Snowden, Elon Musk, Ferguson, Missouri, fiat currency, financial innovation, Flash crash, frictionless, game design, Gerolamo Cardano, informal economy, interchangeable parts, Internet Archive, Internet of things, Isaac Newton, Jeff Bezos, John Harrison: Longitude, Joi Ito, Khan Academy, Kickstarter, Mark Zuckerberg, microbiome, Nate Silver, Network effects, neurotypical, Oculus Rift, pattern recognition, peer-to-peer, pirate software, pre–internet, prisoner's dilemma, Productivity paradox, race to the bottom, RAND corporation, random walk, Ray Kurzweil, Ronald Coase, Ross Ulbricht, Satoshi Nakamoto, self-driving car, SETI@home, side project, Silicon Valley, Silicon Valley startup, Simon Singh, Singularitarianism, Skype, slashdot, smart contracts, Steve Ballmer, Steve Jobs, Steven Levy, Stewart Brand, Stuxnet, supply-chain management, technological singularity, technoutopianism, The Nature of the Firm, the scientific method, The Signal and the Noise by Nate Silver, There's no reason for any individual to have a computer in his home - Ken Olsen, Thomas Kuhn: the structure of scientific revolutions, universal basic income, unpaid internship, uranium enrichment, urban planning, WikiLeaks

.: Island Press, 2012), 3. 38 Oxford Advanced Learner’s Dictionary, 39 The Media Lab’s website includes a comprehensive overview of the Lab’s funding model, current research, and history. 40 Olivia Vanni. “An Ex-Apple CEO on MIT, Marketing & Why We Can’t Stop Talking About Steve Jobs,” April 8, 2016. 41 To select just a few biologically inspired projects at the Media Lab as of May 2016, Kevin Esvelt’s Sculpting Evolution group is studying gene drives and ecological engineering; Neri Oxman’s Mediated Matter group is experimenting with microfluidics and 3D-printing living materials; and Hiroshi Ishii’s Tangible Media group has created a fabric with “living nanoactuators” that use bacteria to open or close vents in the material in response to the wearer’s body temperature. 42 Malcolm Gladwell. “Creation Myth: Xerox PARC, Apple, and the Truth about Innovation.” New Yorker, May 16, 2011,

.: Krause Publications, 2007), 155. 22 Henry Ford, My Life and Work (New York: Doubleday, 1922), 73. 23 David Gartman, “Tough Guys and Pretty Boys: The Cultural Antagonisms of Engineering and Aesthetics in Automotive History,” Automobile in American Life and Society, accessed June 7, 2016, 24 Elizabeth B-N Sanders, “From User-Centered to Participatory Design Approaches,” Design and the Social Sciences: Making Connections, 2002, 1–8. 25 Quoted in Drew Hansen, “Myth Busted: Steve Jobs Did Listen to Customers,” Forbes, December 19, 2013, 26 Sanders, “From User-Centered to Participatory Design Approaches.” Conclusion 1 And the less said about the “blood-vomiting game” of 1835 the better. 2 Sensei’s Library, “Excellent Move,” last edited May 31, 2016, 3 That sounds unlikely, doesn’t it? And yet, it’s true.

The culture isn’t so much interdisciplinary as it is proudly “antidisciplinary”; the faculty and students more often than not aren’t just collaborating between disciplines, but are exploring the spaces between and beyond them as well. It is an approach that began with Lab cofounder Nicholas Negroponte. The Media Lab emerged from the Architecture Machine Group that Negroponte cofounded, in which architects at MIT used advanced graphical computers to experiment with computer-aided design and Negroponte (along with Steve Jobs, out in Silicon Valley) envisioned an age when computers would become personal devices. Negroponte also predicted a massive convergence that would jumble all of the disciplines together and connect arts and sciences together as well—the Media Lab’s academic program is called “Media Arts and Sciences.” Luckily for Negroponte and the Media Lab, the world was ready for this message and the Lab was able to launch a unique model in which a consortium of companies—many of them competitors—would fund the work and share all of the intellectual property.

pages: 270 words: 79,068

The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz

Airbnb, Ben Horowitz, business intelligence, cloud computing, financial independence, Google Glasses, hiring and firing, Isaac Newton, Jeff Bezos, Marc Andreessen, Mark Zuckerberg, move fast and break things, move fast and break things, new economy, nuclear winter, Peter Thiel, Productivity paradox, random walk, Ronald Reagan, Silicon Valley, six sigma, Steve Ballmer, Steve Jobs

At the time, Bill was in his sixties, with gray hair and a gruff voice, yet he had the energy of a twenty-year-old. He began his career as a college football coach and did not enter the business world until he was forty. Despite the late start, Bill eventually became the chairman and CEO of Intuit. Following that, he became a legend in high tech, mentoring great CEOs such as Steve Jobs of Apple, Jeff Bezos of Amazon, and Eric Schmidt of Google. Bill is extremely smart, super-charismatic, and elite operationally, but the key to his success goes beyond those attributes. In any situation—whether it’s the board of Apple, where he’s served for over a decade; the Columbia University Board of Trustees, where he is chairman; or the girls’ football team that he coaches—Bill is inevitably everybody’s favorite person. People offer many complex reasons for why Bill rates so highly. In my experience it’s pretty simple.

CAN A CEO BE BOTH? Can a CEO build the skill sets to lead in both peacetime and wartime? One could easily argue that I failed as a peacetime CEO but succeeded as a wartime one. John Chambers had a great run as peacetime CEO of Cisco but has struggled as Cisco has moved into war with Juniper, HP, and a range of new competitors. Steve Jobs, who employed a classical wartime management style, removed himself as CEO of Apple in the 1980s during their longest period of peace before coming back to Apple for a spectacular run more than a decade later, during their most intense war period. I believe that the answer is yes, but it’s hard. Mastering both wartime and peacetime skill sets means understanding the many rules of management and knowing when to follow them and when to violate them. Be aware that management books tend to be written by management consultants who study successful companies during their times of peace.

We look for three key traits: The ability to articulate the vision The right kind of ambition The ability to achieve the vision Let’s take these in order. THE ABILITY TO ARTICULATE THE VISION: THE STEVE JOBS ATTRIBUTE Can the leader articulate a vision that’s interesting, dynamic, and compelling? More important, can the leader do this when things fall apart? More specifically, when the company gets to a point when it does not make financial sense for any employee to continue working there, will the leader be able to articulate a vision that’s compelling enough to make people stay? I believe Jobs’s greatest achievement as a visionary leader was in getting so many super-talented people to continue following him at NeXT, long after the company lost its patina, and in getting the employees of Apple to buy into his vision when the company was weeks away from bankruptcy. It’s difficult to imagine any other leader being so compelling that he could accomplish these goals back-to-back, and this is why we call this one the Steve Jobs attribute.

pages: 282 words: 81,873

Live Work Work Work Die: A Journey Into the Savage Heart of Silicon Valley by Corey Pein

23andMe, 4chan, affirmative action, Affordable Care Act / Obamacare, Airbnb, Amazon Mechanical Turk, Anne Wojcicki, artificial general intelligence, bank run, barriers to entry, Benevolent Dictator For Life (BDFL), Bernie Sanders, bitcoin, Build a better mousetrap, California gold rush, cashless society, colonial rule, computer age, cryptocurrency, data is the new oil, disruptive innovation, Donald Trump, Douglas Hofstadter, Elon Musk, Extropian, gig economy, Google bus, Google Glasses, Google X / Alphabet X, hacker house, hive mind, illegal immigration, immigration reform, Internet of things, invisible hand, Isaac Newton, Jeff Bezos, job automation, Kevin Kelly, Khan Academy, Law of Accelerating Returns, Lean Startup, life extension, Lyft, Mahatma Gandhi, Marc Andreessen, Mark Zuckerberg, Menlo Park, minimum viable product, move fast and break things, move fast and break things, mutually assured destruction, obamacare, passive income, patent troll, Paul Graham, peer-to-peer lending, Peter H. Diamandis: Planetary Resources, Peter Thiel, platform as a service, plutocrats, Plutocrats, Ponzi scheme, post-work, Ray Kurzweil, regulatory arbitrage, rent control, RFID, Robert Mercer, rolodex, Ronald Reagan, Ross Ulbricht, Ruby on Rails, Sam Altman, Sand Hill Road, Scientific racism, self-driving car, sharing economy, side project, Silicon Valley, Silicon Valley startup, Singularitarianism, Skype, Snapchat, social software, software as a service, source of truth, South of Market, San Francisco, Startup school, stealth mode startup, Steve Jobs, Steve Wozniak, TaskRabbit, technological singularity, technoutopianism, telepresence, too big to fail, Travis Kalanick, tulip mania, Uber for X, uber lyft, ubercab, upwardly mobile, Vernor Vinge, X Prize, Y Combinator

Francis, the other guest, who was currently staying in the indoor bedroom, was an Englishman from Portsmouth, a town I knew. He was about to move to London to take a job with a startup that projected Web streams on walls at tech conferences. It sounded stupid, but I congratulated him all the same. This was his dream vacation in America—his “techie pilgrimage” around Silicon Valley. So far Francis had visited Steve Jobs’s old house; the garage where Apple cofounder Steve Wozniak built the first Apple computer; the Xerox PARC laboratory, where many modern features of consumer computers, such as the graphical user interface, had been invented with government support; the Hewlett-Packard campus; and the Googleplex, which was a stone’s throw from Jeannie’s place. Marveling at the many golden-hued wonders over every desiccated California hilltop, Francis saw signs of genius everywhere he looked.

First, by well-known, award-winning journalists who covered figures like Steve Jobs as though they were rock stars—and second, by “former trade journalists who … got in through the trade world, moved up the food chain, and were never trained in adversarial journalism. They don’t even know what it is.” Furthermore, most tech reporters understood that they could eventually make a fast and easy jump to a better-paying gig with a tech company if they played nice. “Part of the seduction is, if you just keep your head down and don’t cause any trouble, there’s some half-million-a-year, giant-paying job waiting for you,” Gregg says. “Look at Michael Moritz. He was a Silicon Valley reporter. Now he’s one of the richest people in the world.” Moritz came up at the same time as Gregg and wrote an important early eighties profile of Steve Jobs for Time magazine—and subsequently the first book about Apple’s history, titled The Little Kingdom.

The Startup Showcase on Lifograph’s website featured an app-based cannabis delivery service called Highspeed and an “employment-guaranteed degree program” called European Leadership University, based in Turkey. It cost $70 to be listed alongside these fine companies, inclusive of a custom-made pitch video. I passed. The Lifograph website also featured a number of blog posts, almost half of which were about Steve Jobs. One post was authored by Manny Fernandez, a small-time investor whom I would be pitching at the San Jose event. Manny did not waste his readers’ time by padding his Jobsian advice with an introductory paragraph. Instead, he plunged straight into a numbered list of tautologies. 1. BE A LEADER Steve Jobs was a college dropout, but he was a leader. He was able to rally up investors and employees to create an amazing product. Leadership is something you develop over time. You have to embrace the idea of being a leader, then get followers to support you.

pages: 302 words: 74,350

I Hate the Internet: A Novel by Jarett Kobek

Anne Wojcicki, Burning Man, disruptive innovation, East Village, Edward Snowden, Golden Gate Park, Google bus, Google Glasses, Google X / Alphabet X, immigration reform, indoor plumbing, informal economy, Jeff Bezos, liberation theology, Mark Zuckerberg, MITM: man-in-the-middle, Norman Mailer, nuclear winter, packet switching, PageRank, Peter Thiel, quantitative easing, Ray Kurzweil, rent control, Ronald Reagan, Silicon Valley, Steve Jobs, technological singularity, Triangle Shirtwaist Factory, union organizing, V2 rocket, Vernor Vinge, wage slave, Whole Earth Catalog

I know that everything on the Internet which we take as inevitable was engineered by nerds with a fondness for shitty novels. The reason why people harass teenagers into suicide is because a bunch of White dudes with no sense of the human experience decided that they would build anonymity into the Internet as a feature rather than a bug! You nerds have blood on your hands! “Fuck Steve Jobs and fuck your worship of Steve Jobs. Steve Jobs was no more than nothing! His only distinction was that, unlike every other awful CEO in tech, he had a mild sense of design. His jeans were rubbish! His turtle necks were awful! He owed seven percent of Disney! Apple was a company run by a bully surrounded by cultists so indoctrinated that they didn’t realize they were being bullied. In the end, all the sycophancy killed their god! The man’s death was the most public suicide since Marilyn Monroe or maybe Jesus Christ! I know, I know, I know.

Susan Wojcicki had wanted to be an artist and Susan Wojcicki was even more mysterious than Eric Schmidt. No one knew much about her, which reminded Christine of the Eleusinian Mysteries, shrouded in darkness. And there was good ol’ Steve Jobs, better known as Hades. And not just because he was dead and rotting in the dank recesses of the netherworld, doomed for an uncertain term to watch projected images of impoverished factories workers on the rocky walls of oblivion. Basically, Steve Jobs was Hades because Hades was a total unyielding dick. The defining aspect of Steve Jobs was the marriage of his innate dickishness with gauzy Bay Area entitlement. This blessed union birthed a blanket of darkness which settled over the Western world. Steve Jobs grew up reading The Whole Earth Catalog, a publication dedicated to the proposition that by spending your money in the right way, you could become the right kind of person.

This was the mantra of the post-WWII economy, an unspoken ideology that cut across the social classes. But because The Whole Earth Catalog emerged from the Bay Area after the death of several utopian ideals, the stench of its message was masked by patchouli, incense and paperback editions of gruel-thin Eastern spirituality. It was a new kind of marketing, geared towards the insecure bourgeois aspirant. Steve Jobs sucked it in and shit it out and transformed himself into Hades. The one god that can’t be escaped. His promise was simple: you have a choice. You can die ugly and unloved, or you can buy an overpriced computer or iPod and listen to early Bob Dylan and spin yourself off the wheel of Samsara. Your fundamental uncreativity will be masked by group membership. People will think you are interesting and beautiful and enlightened.

pages: 260 words: 67,823

Always Day One: How the Tech Titans Plan to Stay on Top Forever by Alex Kantrowitz

accounting loophole / creative accounting, Albert Einstein, AltaVista, Amazon Web Services, augmented reality, Automated Insights, autonomous vehicles, Bernie Sanders, Clayton Christensen, cloud computing, collective bargaining, computer vision, Donald Trump, drone strike, Elon Musk, Firefox, Google Chrome, hive mind, income inequality, Infrastructure as a Service, inventory management, iterative process, Jeff Bezos, job automation, Jony Ive, knowledge economy, Lyft, Mark Zuckerberg, Menlo Park, new economy, Peter Thiel, QR code, ride hailing / ride sharing, self-driving car, Silicon Valley, Skype, Snapchat, Steve Ballmer, Steve Jobs, Steve Wozniak, Tim Cook: Apple, uber lyft, wealth creators, zero-sum game

an iPhone 5c: Ng, Alfred. “FBI Asked Apple to Unlock iPhone Before Trying All Its Options.” CNET, March 27, 2018. not just one iPhone: Grossman, Lev. “Apple CEO Tim Cook: Inside His Fight with the FBI.” Time. Time Magazine, March 17, 2016. the side of privacy: Cook, Tim. “Customer Letter.” Apple. Accessed February 16, 2016. “To me, marketing is about values”: “Best Marketing Strategy Ever! Steve Jobs Think Different / Crazy Ones Speech (with Real Subtitles).” YouTube, April 21, 2013. as Oprah put it: Albergotti, Reed. “Apple’s ‘Show Time’ Event Puts the Spotlight on Subscription Services.”

And even if people buy the iPhone less frequently, we both agreed, Apple will be fine. “As a user, I’m kind of happy with where things are with Apple right now,” Wozniak said. “What if their sales and market share dropped in half? So what. They’re still a huge company; it’s not going to go away.” But Apple isn’t interested in coasting on the iPhone’s success. It wants to build a car. It wants HomePod and Siri to succeed. It has bigger plans for the Steve Jobs Theater than showing trailers for shows on Apple TV+, a service meant to make more money from iPhone users (“Because they’re in a billion pockets, y’all,” as Oprah put it). And it likely wants to do more things we don’t have any clue about. To live out these dreams, Apple will need a culture change. After talking over the Engineer’s Mindset with Wozniak, I asked him how Apple could be more inventive.

“So that really sucks.” In 1997, the year Apple’s famous “Think Different” ad campaign came out, Steve Jobs gave an internal talk about the way he sees marketing. “To me, marketing is about values,” he said. “This is a very complicated world, it’s a very noisy world. And we’re not going to get a chance to get people to remember much about us. No company is. And so we have to be really clear on what we want them to know about us. . . . Our customers want to know who is Apple and what is it that we stand for.” In that ad, Apple put forward a defiant message. “Here’s to the crazy ones, the rebels, the troublemakers, the ones who see things differently,” it said, as footage of Albert Einstein, Martin Luther King Jr., John Lennon, and Mohandas Gandhi rolled. Apple’s values were implied: it was among this group, a troublemaker and not a faceless corporation.

pages: 480 words: 123,979

Dawn of the New Everything: Encounters With Reality and Virtual Reality by Jaron Lanier

4chan, augmented reality, back-to-the-land, Buckminster Fuller, Burning Man, carbon footprint, cloud computing, collaborative editing, commoditize, cosmological constant, creative destruction, crowdsourcing, Donald Trump, Douglas Engelbart, Douglas Hofstadter, El Camino Real, Elon Musk, Firefox, game design, general-purpose programming language, gig economy, Google Glasses, Grace Hopper, Gödel, Escher, Bach, Hacker Ethic, Howard Rheingold, impulse control, information asymmetry, invisible hand, Jaron Lanier, John von Neumann, Kevin Kelly, Kickstarter, Kuiper Belt, lifelogging, mandelbrot fractal, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Minecraft, Mitch Kapor, Mother of all demos, Murray Gell-Mann, Netflix Prize, Network effects, new economy, Norbert Wiener, Oculus Rift, pattern recognition, Paul Erdős, profit motive, Ray Kurzweil, recommendation engine, Richard Feynman, Richard Stallman, Ronald Reagan, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, stem cell, Stephen Hawking, Steve Jobs, Steven Levy, Stewart Brand, technoutopianism, Ted Nelson, telemarketer, telepresence, telepresence robot, Thorstein Veblen, Turing test, Vernor Vinge, Whole Earth Catalog, Whole Earth Review, WikiLeaks, wikimedia commons

The way the Valley really worked was that a tiny number of unofficial, supersocial, superpowered women connected everyone, creating companies, even whole technological movements. Histories of Silicon Valley always mention captains of industry like Steve Jobs, as they should, but you never see the names of the women who probably did as much to design the place. Linda Stone, aka GNF of the North in the Little Hunan, later became a well-known executive at both Apple and Microsoft at different times, but she also had an outsized and intangible early influence on the evolution of Silicon Valley. A list of accomplishments doesn’t really capture her role. Linda got Apple into making “content,” in those days still distributed on compact disks (remember CD-ROMs?), and started Microsoft’s early efforts in VR. But the invisible story is that a lot of the hackers who ended up at one company or another, or on one project or another, were prodded into place by her.

Young was developing his 3-D design tool, Chuck was working on dynamics, Steve was working on user experience, Tom was building different kinds of trackers. We were excited about the reveal of the Macintosh from Apple, and managed to get a modest level of VR-related experience to sort-of work on the earliest version, though not in true 3-D, of course. Even though it had only just been introduced, and was supposed to be a deep secret beforehand, we’d actually been keeping up with the Mac’s development as it was happening. Steve Jobs would occasionally piss off one of his engineers severely enough to cause fleeting rebellions, so you’d see wire-wrapped prototypes casually exposed, tied on the backs of motorcycles when people were visiting the hut. Andy Herzfeld, who had written the Macintosh operating system, had just left Apple after the blowups there.1 He came to the hut and we built a mind-blowing Mac-based demo.

(The overall image might be shifted, tilted, and warped, for instance.) 6.   VR starts to feel good when certain perceived latencies get down to around 7 or 8 milliseconds. 7. 8.   A second generation came out that produced much smoother and finer data. 9. Chapter 14 1.   Apple famously fired Steve Jobs, and the whole Mac team quit. Then Apple almost died until he came back, and then it became the world’s most valuable company. This is why people like Mark Zuckerberg are shown such deference today. 2.   Patricof was one of the people who didn’t do well, ultimately, from VPL. I feel bad about it. What I hear is that he never invested in VR again. 3.   If it was ever true, it is no longer true today.

pages: 468 words: 124,573

How to Build a Billion Dollar App: Discover the Secrets of the Most Successful Entrepreneurs of Our Time by George Berkowski

Airbnb, Amazon Web Services, barriers to entry, Black Swan, business intelligence, call centre, crowdsourcing, disruptive innovation,, game design, Google Glasses, Google Hangouts, Google X / Alphabet X, iterative process, Jeff Bezos, Jony Ive, Kickstarter, knowledge worker, Lean Startup, loose coupling, Marc Andreessen, Mark Zuckerberg, minimum viable product, MITM: man-in-the-middle, move fast and break things, move fast and break things, Network effects, Oculus Rift, Paul Graham, QR code, Ruby on Rails, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, social graph, software as a service, software is eating the world, Steve Jobs, Steven Levy, Travis Kalanick, ubercab, Y Combinator

I’ll go through a brief history of how apps came about, and then explore three core reasons that allow apps to deliver a great mobile experience – things you’ll need to keep in mind when developing your own billion-dollar app. A brief history of the app The term ‘app’ has been around for a long time. An app (or application) and a software program are the same thing. Thanks to Apple, though, the word has been adopted by the mobile world, and means either a smartphone app or a tablet app. This wonderful app ecosystem almost didn’t happen at all, according to Walter Isaacson, the biographer of the famed Steve Jobs. When Apple was developing the iPhone, Jobs was initially not too enamoured with the idea that third-party developers should be able to create software to run directly on his beautiful, sleek device – and potentially mess it up. Instead, he wanted developers to create Web apps that could be used through the device’s mobile Safari Web browser.

While it is charging merchants 3.25 per cent for transactions6 (more than in the US and Canada), the rate is much lower than the 5 per cent PayPal is charging.7 Square’s association with the iPhone will also help it in Japan, where Apple’s smartphone is still beating out Android devices. The iPhone makes up 66 per cent of sales there, compared with Android’s 32 per cent share.8 It’s worth noting that Square supports a wide variety of Apple and Android smartphones and tablets, which means potential for faster expansion. Go East, Young Man China is an incredibly fascinating market – I had a chance to dip my toes in while at Hailo. A great friend of mine, Hugo Barra, is quickly becoming an expert. He left his post as head of product at Google’s Android in 2013 to move there and work for Xiaomi,9 a young but already billion-dollar mobile handset manufacturer led by CEO Lei Jun, affectionately known as the ‘Steve Jobs of China’. Hugo paints a fantastically interesting picture of China.10 • There are more than 618 million Internet users in the country – and that number has grown by an amazing 50 per cent from 2010 to 2013.11 • Chinese Internet companies boast massive user numbers (QQ – the chat service – has 500 million; QZone – the social-networking arm of QQ – has 600 million monthly active users; WeChat – a messaging app like WhatsApp – has about 270 million; MoMo – a social dating app where you talk to strangers who are near you – has 100 million users)

If you still need to fund growth, then you’re going to be able to raise it on attractive terms. Chapter 36 Unicorns do Exist Everything around you that you call life was made up by people that were no smarter than you, and you can change it, you can influence it, you can build your own things that other people can use. Steve Jobs uttered these poignant words in 1995 during an interview with the Santa Clara Valley Historical Association. Jobs’s personal journey was particularly trying. At the time, Apple was in turmoil, and Jobs would only return to Apple a year later in 1996. What Jobs says next in the interview is particularly powerful: … shake off this erroneous notion that life is there and you’re just going to live in it versus make your mark upon it. Once you learn that, you will never be the same again. That’s one of the key messages in this book.

pages: 239 words: 56,531

The Secret War Between Downloading and Uploading: Tales of the Computer as Culture Machine by Peter Lunenfeld

Albert Einstein, Andrew Keen, anti-globalists, Apple II, Berlin Wall, British Empire, Brownian motion, Buckminster Fuller, Burning Man, business cycle, butterfly effect, computer age, creative destruction, crowdsourcing, cuban missile crisis, Dissolution of the Soviet Union, don't be evil, Douglas Engelbart, Douglas Engelbart, Dynabook, East Village, Edward Lorenz: Chaos theory, Fall of the Berlin Wall, Francis Fukuyama: the end of history, Frank Gehry, Grace Hopper, gravity well, Guggenheim Bilbao, Honoré de Balzac, Howard Rheingold, invention of movable type, Isaac Newton, Jacquard loom, Jane Jacobs, Jeff Bezos, John Markoff, John von Neumann, Kickstarter, Mark Zuckerberg, Marshall McLuhan, Mercator projection, Metcalfe’s law, Mother of all demos, mutually assured destruction, Nelson Mandela, Network effects, new economy, Norbert Wiener, PageRank, pattern recognition, peer-to-peer, planetary scale, plutocrats, Plutocrats, post-materialism, Potemkin village, RFID, Richard Feynman, Richard Stallman, Robert Metcalfe, Robert X Cringely, Schrödinger's Cat, Search for Extraterrestrial Intelligence, SETI@home, Silicon Valley, Skype, social software, spaced repetition, Steve Ballmer, Steve Jobs, Steve Wozniak, Ted Nelson, the built environment, The Death and Life of Great American Cities, the medium is the message, Thomas L Friedman, Turing machine, Turing test, urban planning, urban renewal, Vannevar Bush, walkable city, Watson beat the top human players on Jeopardy!, William Shockley: the traitorous eight

And selling to the masses is one way to be remembered, at least in the United States. Selling to the masses is what Hustlers were born to do. The Hustlers: Steve Jobs and Bill Gates Who can afford to do professional work for nothing? —Bill Gates, 1976 Real artists ship. —Steve Jobs, 1983 162 HOW THE COMPUTER BECAME OUR CULTURE MACHINE If J.C.R. Licklider and Douglas Engelbart are obscure talismans even among the best-informed computer users, Steve Jobs and Bill Gates are iconic, triumphal nerds.20 Jobs at his height was perhaps the most intriguing businessperson in the world, and one of the few people to have built multibillion-dollar companies in two different industries, with Apple computers and Pixar animated films. Gates was the CEO of Microsoft, and as cab drivers from Calcutta to Cancún can tell you, for years the richest person in the world.

Gates has been admired for his strategy and condemned for his ruthlessness, but much like the Plutocrats before him, he was never defined by vision. Steve Jobs, the cofounder and CEO of Apple, on the other hand, has been known to create a “reality distortion effect” around himself because of the intensity of his vision for computing. He worked for early electronic games pioneer Atari in the late 1970s and visited Xerox PARC, where he saw the work infused with Engelbart and Kay’s Aquarian vision. This spirit resonated with Jobs, who at one point had taken a personal pilgrimage to India and lived in an ashram. But even more so, the meme of participation entered his head on those visits to PARC. The Apple II, released in 1977, was unique in having a graphics capability and a soundboard built in. Here was the first major computer for the masses, designed from the start as a multimedia machine. These Apple IIs became the de facto machines in classrooms around the country, and without a doubt prepared a generation of computer users for what was to come.

They are followed in turn by the Plutocrats— Thomas Watson Sr. and Thomas Watson Jr. of IBM—who make a business out of computing, centralizing the operations into top-down bureaucracies during the 1950s and 1960s. In reaction to the buttoned-down, all-business attitudes of the Plutocrats, the Aquarians of the 1960s and 1970s—people like Douglas Englebart and Alan Kay—expand on the more openended ideas of the Patriarchs, and develop the paradigm of visual, personalized, networked computing. In the 1980s and 1990s, the Hustlers—Microsoft’s Bill Gates and Apple’s Steve Jobs—commodify this personalized vision, putting a distinctive, “new economy” stamp on computing. Building on the installed base of all these users as the new millennium looms, the Hosts— World Wide Web inventor Tim Berners-Lee and open-source guru Linus Torvalds—link these disparate personal machines into a huge web, concentrating on communication as much as technology, pushing participation to the next level.

pages: 602 words: 177,874

Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations by Thomas L. Friedman

3D printing, additive manufacturing, affirmative action, Airbnb, AltaVista, Amazon Web Services, autonomous vehicles, Ayatollah Khomeini, barriers to entry, Berlin Wall, Bernie Sanders, bitcoin, blockchain, Bob Noyce, business cycle, business process, call centre, centre right, Chris Wanstrath, Clayton Christensen, clean water, cloud computing, corporate social responsibility, creative destruction, crowdsourcing, David Brooks, demand response, demographic dividend, demographic transition, Deng Xiaoping, Donald Trump, Erik Brynjolfsson, failed state, Fall of the Berlin Wall, Ferguson, Missouri, first square of the chessboard / second half of the chessboard, Flash crash, game design, gig economy, global pandemic, global supply chain, illegal immigration, immigration reform, income inequality, indoor plumbing, intangible asset, Intergovernmental Panel on Climate Change (IPCC), Internet of things, invention of the steam engine, inventory management, Irwin Jacobs: Qualcomm, Jeff Bezos, job automation, John Markoff, John von Neumann, Khan Academy, Kickstarter, knowledge economy, knowledge worker, land tenure, linear programming, Live Aid, low skilled workers, Lyft, Marc Andreessen, Mark Zuckerberg, mass immigration, Maui Hawaii, Menlo Park, Mikhail Gorbachev, mutually assured destruction, Nelson Mandela, pattern recognition, planetary scale, pull request, Ralph Waldo Emerson, ransomware, Ray Kurzweil, Richard Florida, ride hailing / ride sharing, Robert Gordon, Ronald Reagan, Second Machine Age, self-driving car, shareholder value, sharing economy, Silicon Valley, Skype, smart cities, South China Sea, Steve Jobs, supercomputer in your pocket, TaskRabbit, The Rise and Fall of American Growth, Thomas L Friedman, transaction costs, Transnistria, uber lyft, undersea cable, urban decay, urban planning, Watson beat the top human players on Jeopardy!, WikiLeaks, women in the workforce, Y2K, Yogi Berra, zero-sum game

The idea was to try to create a device that combined the Palm Pilot—at that time basically a combination calendar, Filofax, address book, and day planner, with note-taking capabilities and a wireless Web-based text browser—with a 3G cell phone. That way when you called up a phone number in the Palm Pilot address book, you could just click on it and the cell phone would dial it. And with the same device you could surf the Internet. Jacobs approached Apple to see if they were interested in partnering with Qualcomm on this, using the Apple Newton, their Palm competitor. But Apple—this was just before Steve Jobs came back—turned them down and eventually killed the Newton. So Jacobs went to Palm and together they ended up making the first “smartphone”—the Qualcomm pdQ 1900—in 1998. It was the first phone designed not just to relay text messages, but to combine digital wireless mobile broadband connectivity to the Internet with a touchscreen and an open operating system that eventually ran downloadable apps.

But Jacobs is quick to add that they were ahead of their time—and behind it. The early device they created was rather clunky: it had none of the easy user interfaces and beautiful design that Steve Jobs’s Apple iPhone would eventually offer in 2007, and it came out before there was the Internet bandwidth to do many things. So Qualcomm went back to concentrating on making everything inside the smartphone. Qualcomm gets its improvements by using software and hardware techniques to more densely pack and compress bits, and Jacobs believes it can improve further—maybe another thousandfold—before it reaches its limit. Most people think that they can watch Game of Thrones on their cell phone because Apple came out with a better phone. No, Apple gave you a larger screen and better display, but the reason it is not buffering is because Qualcomm and AT&T and others invested billions of dollars in making the wireless network and phones more efficient.

Otherwise, everyone who bought an iPhone was going to start experiencing dropped calls. AT&T’s reputation was on the line—and Jobs would not have been a happy camper if his beautiful phone kept dropping calls. To handle the problem, Stephenson turned to his chief of strategy, John Donovan, and Donovan enlisted Krish Prabhu, now president of AT&T Labs. Donovan picks up the story: “It’s 2006, and Apple is negotiating the service contracts for the iPhone. No one had even seen one. We decided to bet on Steve Jobs. When the phone first came out [in 2007] it had only Apple apps, and it was on a 2G network. So it had a very small straw, but it worked because people only wanted to do a few apps that came with the phone.” But then Jobs decided to open up the iPhone, as the venture capitalist John Doerr had suggested, to app developers everywhere. Hello, AT&T! Can you hear me now? “In 2008 and 2009, as the app store came on stream, the demand for data and voice just exploded—and we had the exclusive contract” to provide the bandwidth, said Donovan, “and no one anticipated the scale.

pages: 515 words: 132,295

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

accounting loophole / creative accounting, activist fund / activist shareholder / activist investor, additive manufacturing, Airbnb, algorithmic trading, Alvin Roth, Asian financial crisis, asset allocation, bank run, Basel III, bonus culture, Bretton Woods, British Empire, business cycle, buy and hold, call centre, Capital in the Twenty-First Century by Thomas Piketty, Carmen Reinhart, carried interest, centralized clearinghouse, clean water, collateralized debt obligation, commoditize, computerized trading, corporate governance, corporate raider, 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, information asymmetry, interest rate derivative, interest rate swap, Internet of things, invisible hand, John Markoff, joint-stock company, joint-stock limited liability company, Kenneth Rogoff, Kickstarter, knowledge economy, labor-force participation, London Whale, Long Term Capital Management, manufacturing employment, market design, Martin Wolf, money market fund, moral hazard, mortgage debt, mortgage tax deduction, new economy, non-tariff barriers, offshore financial centre, oil shock, passive investing, Paul Samuelson, 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, Satyajit Das, Second Machine Age, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, Snapchat, Social Responsibility of Business Is to Increase Its Profits, sovereign wealth fund, Steve Jobs, technology bubble, The Chicago School, the new new thing, 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, zero-sum game

This book is an attempt to start that conversation—to illustrate how takers came to dominate makers in our economy, and how we can change things for the better. It wasn’t the way Steve Jobs would have done it. 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.

The pressure for these changes has been building for some time. Witness Apple CEO Tim Cook’s 2013 testimony on Capitol Hill, where senators praised their favorite iGadgets while also accusing the world’s most valuable company of being one of its biggest tax avoiders, laying out how Apple jumped through loopholes to save some $44 billion of otherwise taxable income. As Senator Carl Levin, then chair of the Investigations Subcommittee, put it, Apple “sought the holy grail” of tax avoidance by funneling vast earnings to overseas subsidiaries. (Cook responded that Apple paid $6 billion in US corporate taxes the previous year.) Bottom line: when you have a lot of cash and can move much of it abroad easily, as the biggest tech companies do, everyone will start watching you more closely. As Steve Jobs once said, “It’s better to be a pirate than to join the navy.”

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. Rather, they are scattered in a variety of places around the globe, including offshore financial institutions. (The company is secretive about the details.) If that money were to return to the United States, Apple would have to pay hefty tax rates on it, something it has always studiously avoided, even though there is something a little off about a quintessentially American firm dodging a huge chunk of American taxes. So Apple borrowed the $17 billion. This was never the Steve Jobs way. Jobs focused relentlessly on creating irresistible, life-changing products, and was confident that money would follow.

pages: 428 words: 138,235

The Billionaire and the Mechanic: How Larry Ellison and a Car Mechanic Teamed Up to Win Sailing's Greatest Race, the Americas Cup, Twice by Julian Guthrie

Apple's 1984 Super Bowl advert, cloud computing, fear of failure, Ford paid five dollars a day, Loma Prieta earthquake, market bubble, Maui Hawaii, new economy,, Ronald Reagan, side project, Silicon Valley, software as a service, South of Market, San Francisco, Steve Jobs, white picket fence, Yogi Berra

When he tried to bring it up again his father gave him a cold stare. “Stick to what you know,” Jozo said. “Stick to radiators.” 5 Woodside, California Early Spring 2000 “I’M TALKING ABOUT GREATNESS, about taking a lever to the world and moving it,” Larry said, walking the grounds of his new Woodside property with his best friend Steve Jobs. “I’m not talking about moral perfection. I’m talking about people who changed the world the most during their lifetime.” Jobs, who had returned to Apple three years earlier, enjoyed the conversational volleying and placed Leonardo da Vinci and Gandhi as his top choices, with Gandhi in the lead. Leonardo, a great artist and inventor, lived in violent times and was a designer of tanks, battlements, ramparts, and an assortment of other military tools and castle fortifications.

Larry said he would happily talk with any of the sailors individually after the meeting. But he made himself clear. “It’s my decision. Chris is coming back to lead this team. He’s an exceptionally good tactician, and we need a good tactician. I know he’s intense. He’s also disciplined and decisive. He is the best sailor on this team. You can’t vote our best sailor off the team.” Sidelining Dickson, Larry said, was like the time in the 1980s when the Apple board replaced Steve Jobs with John Sculley. “How dumb was that?” Erkelens could see the level of dissension and unhappiness. It certainly wasn’t the Braveheart freedom speech Larry probably wanted, inspring his troops to pick up their swords and prepare for battle. Then another sailor raised his hand and said, “I thought we were here to have fun.” The room went silent. Erkelens smiled to himself. Early on, he had created a team mission statement.

Steve was finishing up Toy Story at Pixar and running NeXT, the computer company he founded after he left Apple. Apple was in severe distress. It had gone steadily downhill during the ten years of Steve’s absence. The problems were now so serious people were wondering if Apple would survive. It was too painful to watch and stand by and do nothing. So the purpose of that particular hike through the Santa Cruz Mountains on that particular day was to discuss taking control of Apple. My idea was simple: buy Apple and immediately make Steve CEO. I knew we could borrow the money. Apple wasn’t worth much back then. All Steve had to do was say yes. Steve favored a very different approach: persuade Apple to buy NeXT Computer. He’d join the Apple board, and over time, the board would recognize that Steve was the right guy to lead the company.

pages: 403 words: 87,035

The New Geography of Jobs by Enrico Moretti

assortative mating, Bill Gates: Altair 8800, business climate, call centre, cleantech, cloud computing, corporate raider, creative destruction, desegregation, Edward Glaeser, financial innovation, global village, hiring and firing, income inequality, industrial cluster, Jane Jacobs, Jeff Bezos, Joseph Schumpeter, knowledge economy, labor-force participation, low skilled workers, manufacturing employment, Mark Zuckerberg, mass immigration, medical residency, Menlo Park, new economy, peer-to-peer lending, Peter Thiel, Productivity paradox, Richard Florida, Sand Hill Road, Silicon Valley, Skype, special economic zone, Startup school, Steve Jobs, Steve Wozniak, thinkpad, Tyler Cowen: Great Stagnation, Wall-E, Y Combinator, zero-sum game

On top of that, the assembly and manufacture of many of the parts have moved abroad, just as we saw in the case of the iPhone. The first batch of two hundred Apple I computers was assembled by Steve Jobs and Steve Wozniak in Jobs’s famous garage in Los Altos in 1976. Production didn’t stray far for a few years. During the 1980s, Apple was manufacturing most of its Macs in a factory in Fremont, California. But in 1992 Apple shut down the factory and shifted production first to cheaper parts of California and Colorado, then to Ireland and Singapore. All other American companies followed the model. As James Fallows once put it, “Everyone in America has heard of Dell, Sony, Compaq, HP, Lenovo-IBM ThinkPad, Apple, NEC, Gateway, Toshiba. Almost no one has heard of Quanta, Compal, Inventec, Wistron, Asustek. Yet nearly 90 percent of laptops and notebooks sold under the famous brand names are actually made by one of these five companies in their factories in mainland China.”

Two of the jobs created by the multiplier effect are professional jobs—doctors and lawyers—while the other three benefit workers in nonprofessional occupations—waiters and store clerks. Take Apple, for example. It employs 12,000 workers in Cupertino. Through the multiplier effect, however, the company generates more than 60,000 additional service jobs in the entire metropolitan area, of which 36,000 are unskilled and 24,000 are skilled. Incredibly, this means that the main effect of Apple on the region’s employment is on jobs outside of high tech. (Incidentally, Apple is among Tim James’s clients: when Steve Jobs died, James was commissioned to make the family’s condolence book.) In essence, in Silicon Valley, high-tech jobs are the cause of local prosperity, and the doctors, lawyers, roofers, and yoga teachers are the effect.

Technically, what he does is called image-mastering engineering, which essentially consists of creating mathematical models of human color vision. It is a mix of color science, computer science, and mathematics. He starts with equations and ends up with the amazingly colorful stories that have made Pixar the industry leader. Pixar’s creative genes run deep. The studio was founded by the iconic Star Wars director George Lucas and then acquired by Apple’s Steve Jobs and later by Disney. Since the beginning, the company’s identity has been an intense dialogue between art and technology. At first the technological side was dominant. In its early years, Pixar was mostly a computer hardware company. Its Pixar Image Computer was designed to perform graphic design for hospitals and medical research facilities, but at $135,000 it was too expensive to become successful.

pages: 372 words: 89,876

The Connected Company by Dave Gray, Thomas Vander Wal

A Pattern Language, Albert Einstein, Amazon Mechanical Turk, Amazon Web Services, Atul Gawande, Berlin Wall, business cycle, business process, call centre, Clayton Christensen, commoditize, complexity theory, creative destruction, David Heinemeier Hansson, disruptive innovation,, factory automation, Googley, index card, industrial cluster, interchangeable parts, inventory management, Jeff Bezos, John Markoff, Kevin Kelly, loose coupling, low cost airline, market design, minimum viable product, more computing power than Apollo, profit maximization, Richard Florida, Ruby on Rails, self-driving car, shareholder value, side project, Silicon Valley, skunkworks, software as a service, South of Market, San Francisco, Steve Jobs, Steven Levy, Stewart Brand, The Wealth of Nations by Adam Smith, Tony Hsieh, Toyota Production System, Vanguard fund, web application, WikiLeaks, Zipcar

In 2001, Napster had already disrupted the music business, and there was no safe, easy, legitimate way to buy music online. While Apple’s Steve Jobs set out to recruit music companies and artists to offer their songs for sale on iTunes, Sony announced it would go forward with a proprietary format called Pressplay. Apple announced a rival technology called FairPlay. Both Pressplay and FairPlay protected the digital rights of any song bought online. But there was a critical difference. Sony’s Pressplay would only play authorized, protected files, but Apple’s FairPlay would protect files bought in their store, and also play any file in a user’s existing library. This made Apple’s platform more valuable, because users did not have to start from scratch to build a music library. In addition, Apple aggressively courted musicians and record labels, giving away all of the money from music sales to partners: record companies made 70 cents on every 99-cent purchase, with the rest split between artists and merchandising costs.

In a recent interview, Gary Starkweather, inventor of the laser printer and former Xerox PARC researcher, told Malcolm Gladwell: “They just could not seem to see that they were in the information business… Xerox had been infested by a bunch of spreadsheet experts who thought you could decide every product based on metrics. Unfortunately, creativity wasn’t on a metric.” Apple founder Steve Jobs paid a visit to Xerox PARC in 1979. He was inspired. Xerox PARC engineer Larry Tesler reported to Gladwell: “Jobs was pacing around the room, acting up the whole time. He was very excited. Then, when he began seeing the things I could do onscreen, he watched for about a minute and started jumping around the room, shouting, ‘Why aren’t you doing anything with this? This is the greatest thing. This is revolutionary!’” Jobs went back to Apple, and the rest is history. Xerox may have learned its lesson. Today, the company is focused on moving from being a copier company to a services company. Since 2006, revenue from services—such as outsourcing its customers’ document management and other business processes—has risen from 25% to almost 50%.

As resources accumulate, this constellation of capabilities and goals begins to coalesce into a working model, and possibly a new and innovative offering. The bottom line is that entrepreneurs focus on things that are within their direct control and try to make things happen. If life gives you lemons, you make lemonade. We have a tradition of making heroes out of entrepreneurs: people like Richard Branson of Virgin Media, Steve Jobs of Apple, and Jeff Bezos of Amazon. And indeed, they are amazing people. But they can also be intimidating. The deification of entrepreneurs can lead to a feeling of helplessness, the idea that we as individuals aren’t smart enough or visionary enough to pull it off. But the powerful message here is that anyone can be an entrepreneur. An entrepreneur isn’t a kind of person; it’s a method that anyone can follow.

pages: 417 words: 97,577

The Myth of Capitalism: Monopolies and the Death of Competition by Jonathan Tepper

Affordable Care Act / Obamacare, air freight, Airbnb, airline deregulation, bank run, barriers to entry, Berlin Wall, Bernie Sanders, big-box store, Bob Noyce, business cycle, Capital in the Twenty-First Century by Thomas Piketty, citizen journalism, Clayton Christensen, collapse of Lehman Brothers, collective bargaining, computer age, corporate raider, creative destruction, Credit Default Swap, crony capitalism, diversification, don't be evil, Donald Trump, Double Irish / Dutch Sandwich, Edward Snowden, Elon Musk,, eurozone crisis, Fall of the Berlin Wall, family office, financial innovation, full employment, German hyperinflation, gig economy, Gini coefficient, Goldman Sachs: Vampire Squid, Google bus, Google Chrome, Gordon Gekko, income inequality, index fund, Innovator's Dilemma, intangible asset, invisible hand, Jeff Bezos, John Nash: game theory, John von Neumann, Joseph Schumpeter, Kenneth Rogoff, late capitalism, London Interbank Offered Rate, low skilled workers, Mark Zuckerberg, Martin Wolf, means of production, merger arbitrage, Metcalfe's law, multi-sided market, mutually assured destruction, Nash equilibrium, Network effects, new economy, Northern Rock, offshore financial centre, passive investing, patent troll, Peter Thiel, plutocrats, Plutocrats, prediction markets, prisoner's dilemma, race to the bottom, rent-seeking, road to serfdom, Robert Bork, Ronald Reagan, Sam Peltzman, secular stagnation, shareholder value, Silicon Valley, Skype, Snapchat, Social Responsibility of Business Is to Increase Its Profits, Steve Jobs, The Chicago School, The Wealth of Nations by Adam Smith, Thomas Kuhn: the structure of scientific revolutions, too big to fail, undersea cable, Vanguard fund, very high income, wikimedia commons, William Shockley: the traitorous eight, zero-sum game

The list of Xerox's inventions is extraordinary: the graphical user interface, computer-generated bitmap images, WYSIWYG (What You See Is What You Get) text editors, object-oriented programming, Ethernet cables, and workstations for DARPAnet.54 Yet the company did little with these innovations. It took Steve Jobs and Apple to license them and bring products to the public. Likewise, AT&T and RCA were extremely innovative companies, but other companies ultimately developed their key technologies, such as the transistor. AT&T and RCA stuck to phones and radio, and became the antithesis of originality.55 There is a reason why big companies are so bad at implementing new ideas. Steve Jobs rarely recommended books, but he liked The Innovator's Dilemma by Clayton Christensen. His 1997 book was embraced by Silicon Valley and called one of the six best business books ever by The Economist.56 Christensen's theory was that because successful companies cannot disrupt themselves; they leave themselves vulnerable to competition from upstarts because they abandon the lower end of the market.

We often think in the U.S. that people or companies create success, but what Silicon Valley shows us is that often it's communities of people across a region.”3 If Noyce thought Shockley was God in the early 1950s, Steve Jobs idolized Noyce in the 1970s. When Apple was starting, Noyce was already a legend with Intel. “Bob Noyce took me under his wing,” Jobs said. “He tried to give me the lay of the land, give me a perspective that I could only partially understand.” Jobs continued, “You can't really understand what is going on now unless you understand what came before.”4 Although Jobs worshipped Noyce, he failed to give his own Apple employees the same freedoms that allowed Noyce's best innovations to flourish. In 2014 it came to light that Jobs had been preventing employees from moving to other companies. Silicon Valley was founded on freedom of mobility for workers, but the tech giants – Apple, Facebook, Google, Adobe and many others – were caught in “gentlemen's agreements” to not poach each other's employees.

Alex Tabarrok, “Non Compete Clauses Reduce Innovation,” June 9, 2014, 3. Mike McPhate, “California Today: Silicon Valley's Secret Sauce,” May 19, 2017, 4. 5. Jim Edwards, “Emails from Google's Eric Schmidt and Sergey Brin Show a Shady Agreement Not to Hire Apple Workers,” March 23, 2014, 6. Barry Levine, “4 Tech Companies Are Paying a $325M Fine for Their Illegal Non-compete Pact,” May 23, 2014, 7. Rachel Abrams, “Why Aren't Paychecks Growing? A Burger-Joint Clause Offers a Clue,” September 27, 2017, 8.

pages: 394 words: 118,929

Dreaming in Code: Two Dozen Programmers, Three Years, 4,732 Bugs, and One Quest for Transcendent Software by Scott Rosenberg

A Pattern Language, Benevolent Dictator For Life (BDFL), Berlin Wall,, call centre, collaborative editing, conceptual framework, continuous integration, Donald Knuth, Douglas Engelbart, Douglas Engelbart, Douglas Hofstadter, Dynabook,, Firefox, Ford paid five dollars a day, Francis Fukuyama: the end of history, George Santayana, Grace Hopper, Guido van Rossum, Gödel, Escher, Bach, Howard Rheingold, HyperCard, index card, Internet Archive, inventory management, Jaron Lanier, John Markoff, John von Neumann, knowledge worker, Larry Wall, life extension, Loma Prieta earthquake, Menlo Park, Merlin Mann, Mitch Kapor, new economy, Nicholas Carr, Norbert Wiener, pattern recognition, Paul Graham, Potemkin village, RAND corporation, Ray Kurzweil, Richard Stallman, Ronald Reagan, Ruby on Rails, semantic web, side project, Silicon Valley, Singularitarianism, slashdot, software studies, source of truth, South of Market, San Francisco, speech recognition, stealth mode startup, stem cell, Stephen Hawking, Steve Jobs, Stewart Brand, Ted Nelson, Therac-25, thinkpad, Turing test, VA Linux, Vannevar Bush, Vernor Vinge, web application, Whole Earth Catalog, Y2K

Totic and Montulli joined OSAF as volunteers around the same time that Kapor began to hire for other jobs, filling out the organization’s roster as it moved into the spotlight. The team was heavy with Apple alumni, who perhaps found in Kapor’s vision an echo of Steve Jobs’s change-the-world fervor. Taking on the job of Chandler’s product manager was Chi-Chao Lam, a veteran but still boyish Silicon Valley entrepreneur who had worked at Kaleida Labs, the ill-fated mid-1990s joint venture between IBM and Apple, then founded a pioneering Web-based advertising network. Pieter Hartsook, a longtime Macintosh trade journalist and industry analyst, signed on to handle OSAF’s marketing and PR. And two more programmers joined the coding crew: Jed Burgess, a recent Stanford computer science graduate, would work closely with John Anderson on the GUI. David McCusker, a programmer who had done stints at Apple and Netscape, was hired to work on Chandler’s approach to storing data.

OSAF certainly benefited from this timing: It was a bright light on a dark plain, and it beckoned to programmers looking for projects. Mitch Kapor had always figured that the organization would depend on both paid employees and altruistic volunteers, and in Andy Hertzfeld it already had one high-profile example of the latter. The flurry of OSAF news coverage that followed Gillmor’s column filled Kapor’s inbox with encouragement and offers of help. Steve Jobs called Kapor—it was the two men’s first conversation in a decade—inviting the OSAF team down to Apple to talk about how they might collaborate. Kapor took special note when Lou Montulli’s name turned up in the signature of an email to OSAF’s just-opened “dev” mailing list—a message suggesting that OSAF look again at Mozilla’s toolkit for building its user interface. Montulli and his pal Aleks Totic had seen the Slashdot article about OSAF; soon after, they got in touch with Kapor to talk about volunteering on Chandler.

David Surovell, an Apple veteran, would work on improving aspects of wxWidgets for Chandler, particularly on the Mac side. And Lisa Dusseault, a leader in the world of open source calendar standards, would share managing the growing crew of programmers with Katie Parlante. The number of meetings at which Kapor’s presence was required grew, and his audible exhalations at those meetings grew louder and more frequent. He would make a “T” for “time-out” sign with his hands. “Sorry. I’m experiencing buffer overflow,” he would confess, and every geek in the room understood what he meant: There’s more coming at me than I can handle. He wasn’t the sort of boss to lose his temper; that set him apart from most other tech industry titans (Bill Gates’s tantrums are the stuff of legend, and so are Steve Jobs’s). In my three years at OSAF, I heard him raise his voice only a handful of times, always followed by a swift apology.

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

3D printing, Affordable Care Act / Obamacare, Airbnb, Alvin Roth, 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 cycle, business process, buy low sell high, chief data officer, Chuck Templeton: OpenTable:, clean water, cloud computing, connected car, corporate governance, crowdsourcing, data acquisition, data is the new oil, digital map, discounted cash flows, disintermediation, Edward Glaeser, Elon Musk,, Erik Brynjolfsson, financial innovation, Haber-Bosch Process, High speed trading, information asymmetry, Internet of things, inventory management, invisible hand, Jean Tirole, Jeff Bezos, jimmy wales, John Markoff, Khan Academy, Kickstarter, Lean Startup, Lyft, Marc Andreessen, market design, Metcalfe’s law, multi-sided market, Network effects, new economy, payday loans, peer-to-peer lending, Peter Thiel,, pre–internet, price mechanism, recommendation engine, RFID, Richard Stallman, ride hailing / ride sharing, Robert Metcalfe, 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, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, winner-take-all economy, zero-sum game, Zipcar

Here’s an example of how the effort to limit multihoming plays out in the new world of strategy. Adobe Flash Player is a browser app that delivers Internet content to users, including audio/video playback and real-time game play. Flash could have been used by app developers on Apple’s iPhone operating system—but Apple prevented this by making its iOS incompatible with Flash and insisting that developers use similar tools created by Apple itself. Developers and users responded with dismay, and some observers called the policy an anti-competitive gambit that might be subject to governmental sanction under antitrust regulations. The furor grew so heated that, in 2010, Apple’s Steve Jobs felt compelled to defend the policy in an open letter—a highly unusual step for a CEO to take. In his “Thoughts on Flash,” Jobs argued that Flash was a closed system and technically inferior to other options, consuming excessive energy and otherwise delivering poor performance on mobile devices.

Ironically, while Microsoft stopped retail sales of XP in 2008 and of Vista in 2010, XP’s market share in 2015 was above 12 percent, while that of Vista was below 2 percent.10 By contrast, when Steve Jobs returned to the leadership of Apple in 1997 after his years developing the ambitious but unsuccessful NeXT computer, he made a crucial decision that honored the end-to-end principle and helped lead to Apple’s subsequent success. At NeXT, Jobs and his team had developed an elegant new operating system with a clean, layered architecture and a beautiful graphical interface. Now, planning a successor to Apple’s Mac OS 9 operating system, Jobs faced a hard choice: he could merge the NeXT and Mac OS 9 software code, thereby producing an operating system that would be compatible with both systems, or he could jettison Mac OS 9 in favor of NeXT’s clean architecture.

Students and faculty alike were dropping out of school to launch fledgling technology businesses. Inevitably, the market came crashing down. Beginning in March 2000, trillions of dollars’ worth of paper valuations vanished in a matter of months. Yet amid the rubble, certain companies survived. While Webvan and disappeared, Amazon and eBay survived and thrived. Steve Jobs, who had lost Apple to mistakes he made earlier, recovered, returned to Apple, and built it into a juggernaut. Eventually, the online world emerged from the depths of the 2000 downturn to become stronger than ever. Why were some Internet-based businesses successful while others were not? Were the differences a matter of random luck, or were deeper design principles at work? What are the rules of the new economics of networks? Geoff and Marshall set about trying to answer these questions.

pages: 279 words: 71,542

Digital Minimalism: Choosing a Focused Life in a Noisy World by Cal Newport

Burning Man, Cal Newport, Donald Trump, financial independence, game design, index fund, Jaron Lanier, Kevin Kelly, Kickstarter, lifelogging, longitudinal study, Mark Zuckerberg, Pepto Bismol, pre–internet, price discrimination, race to the bottom, ride hailing / ride sharing, Silicon Valley, Skype, Snapchat, Steve Jobs

In the spring of 2004, the people I knew who signed up for were almost certainly spending significantly more time playing Snood (a Tetris-style puzzle game that was inexplicably popular) than they were tweaking their profiles or poking their virtual friends. “It was interesting,” Julie summarized, “but it certainly didn’t seem like this was something on which we would spend any real amount of time.” Three years later, Apple released the iPhone, sparking the mobile revolution. What many forget, however, was that the original “revolution” promised by this device was also much more modest than the impact it eventually created. In our current moment, smartphones have reshaped people’s experience of the world by providing an always-present connection to a humming matrix of chatter and distraction. In January 2007, when Steve Jobs revealed the iPhone during his famous Macworld keynote, the vision was much less grandiose. One of the major selling points of the original iPhone was that it integrated your iPod with your cell phone, preventing you from having to carry around two separate devices in your pockets.

“This was supposed to be an iPod that made phone calls,” he confirmed. “Our core mission was playing music and making phone calls.” As Grignon then explained to me, Steve Jobs was initially dismissive of the idea that the iPhone would become more of a general-purpose mobile computer running a variety of different third-party applications. “The second we allow some knucklehead programmer to write some code that crashes it,” Jobs once told Grignon, “that will be when they want to call 911.” When the iPhone first shipped in 2007, there was no App Store, no social media notifications, no quick snapping of photos to Instagram, no reason to surreptitiously glance down a dozen times during a dinner—and this was absolutely fine with Steve Jobs, and the millions who bought their first smartphone during this period. As with the early Facebook adopters, few predicted how much our relationship with this shiny new tool would mutate in the years that followed

“You see how few things”: Marcus Aurelius, Meditations, trans. Gregory Hays (New York: Modern Library, 2003), 18. “The mass of men lead lives”: Thoreau, Walden, 4. They honestly think: Thoreau, Walden, 5. CHAPTER 1: A LOPSIDED ARMS RACE “It’s the best iPod we’ve ever made!”: “Steve Jobs iPhone 2007 Presentation (HD),” YouTube video, 51:18, recorded January 9, 2007, posted by Jonathan Turetta, May 13, 2013, “The killer app is making calls”: “Steve Jobs iPhone 2007.” “This was supposed to be an iPod”: Andy Grignon, phone interview by the author, September 7, 2017. “a moment can feel”: Laurence Scott, The Four-Dimensional Human: Ways of Being in the Digital World (New York: W. W. Norton, 2016), xvi. The tycoons of social media: “Social Media is the New Nicotine | Real Time with Bill Maher (HBO),” YouTube video, 4:54, posted May 12, 2017,

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Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us by Dan Lyons

Airbnb, Amazon Web Services, Apple II, augmented reality, autonomous vehicles, basic income, bitcoin, blockchain, business process, call centre, Clayton Christensen, clean water, collective bargaining, corporate governance, corporate social responsibility, creative destruction, cryptocurrency, David Heinemeier Hansson, Donald Trump, Elon Musk, Ethereum, ethereum blockchain, full employment, future of work, gig economy, Gordon Gekko, greed is good, hiring and firing, housing crisis, income inequality, informal economy, Jeff Bezos, job automation, job satisfaction, job-hopping, John Gruber, Joseph Schumpeter, Kevin Kelly, knowledge worker, Lean Startup, loose coupling, Lyft, Marc Andreessen, Mark Zuckerberg, McMansion, Menlo Park, Milgram experiment, minimum viable product, Mitch Kapor, move fast and break things, move fast and break things, new economy, Panopticon Jeremy Bentham, Paul Graham, paypal mafia, Peter Thiel, plutocrats, Plutocrats, precariat, RAND corporation, remote working, RFID, ride hailing / ride sharing, Ronald Reagan, Rubik’s Cube, Ruby on Rails, Sam Altman, Sand Hill Road, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, six sigma, Skype, Social Responsibility of Business Is to Increase Its Profits, software is eating the world, Stanford prison experiment, stem cell, Steve Jobs, Steve Wozniak, Stewart Brand, TaskRabbit, telemarketer, Tesla Model S, Thomas Davenport, Tony Hsieh, Toyota Production System, traveling salesman, Travis Kalanick, tulip mania, Uber and Lyft, Uber for X, uber lyft, universal basic income, web application, Whole Earth Catalog, Y Combinator, young professional

Some people in Silicon Valley don’t quite know what to make of Basecamp. Others seem downright irked by their culture. “They tell us we’re cute, we have a cute little lifestyle business,” Fried says. “Our employees have longer tenure with the company. Our people are happier. They spend time with their families. They get to enjoy the summer months. People tell me, ‘Steve Jobs could not have made Apple if he took Fridays off.’ Well, I’m not trying to make Apple. And I don’t care what Steve Jobs did.” In 2017, Fried and Hansson got into a prolonged Twitter debate with Keith Rabois, a well-known venture capitalist and minor Silicon Valley oligarch who insists workaholism is the only way to be successful. (To refresh your memory, Rabois is the guy who got in trouble at Stanford for shouting homophobic slurs. His other claim to fame is that in 2013 he resigned as chief operating officer at Square after being caught up in a sex scandal; he had encouraged his boyfriend to apply for a job at Square but never told anyone they were involved, and when they broke up, the boyfriend threatened to sue Rabois and Square for sexual harassment.)

By the 1970s, HP was a thriving organization that many in Silicon Valley (and beyond) wanted to emulate. Apple co-founder Steve Wozniak, who worked as an engineer at HP in the 1970s, later recalled: “We had such great camaraderie. We were so happy. Almost everyone spoke about it as the greatest company you could ever work for.” The 1970s brought another element to Silicon Valley—the idealistic values of the counterculture. “Power to the people” was the slogan of 1960s, and it was also the motto of the people who led the personal computer revolution in the 1970s. Instead of sharing a mainframe, which was controlled by Big Brother, everyone could have their own computer. This was an incredibly radical idea, with huge implications for society. Wozniak and his Apple co-founder Steve Jobs were long-haired hippie-hackers who built their first personal computers as members of the Homebrew Computer Club, a pack of amateur kit-computer hobbyists.

Previously, the kings of tech were the wizards who invented new products and built companies, like Hewlett and Packard, or Bill Gates at Microsoft, and Jobs and Wozniak at Apple. But now the power brokers include venture capitalists—like Marc Andreessen of Andreessen Horowitz, Peter Thiel of Clarium Capital and Founders Fund, and Reid Hoffman of Greylock Ventures. They don’t actually run tech companies. They’re just investors. Nevertheless, their profession is depicted as glamorous, and they rank among the biggest celebrities in Silicon Valley. Wired once lionized Andreessen on its cover, calling him “The Man Who Makes the Future.” Young guys moving west after college no longer hope to become the next Steve Jobs; they want to be the next Marc Andreessen. The Valley has become a casino, with VCs and angel investors blindly pumping money into every slot machine, hoping to hit a jackpot.

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Irresistible: The Rise of Addictive Technology and the Business of Keeping Us Hooked by Adam L. Alter

Alexey Pajitnov wrote Tetris, augmented reality, barriers to entry, call centre, Cass Sunstein, cognitive dissonance, Daniel Kahneman / Amos Tversky, easy for humans, difficult for computers,, experimental subject, game design, Google Glasses, IKEA effect, Inbox Zero, Kickstarter, loss aversion, Mark Zuckerberg, Menlo Park, mental accounting, meta analysis, meta-analysis, Oculus Rift, Richard Thaler, side project, Skype, Snapchat, Steve Jobs, telemarketer

And thanks, always, to my wife, Sara; my son, Sam; my parents, Ian and Jenny; Suzy and Mike; and my brother Dean. NOTES PROLOGUE: NEVER GET HIGH OR YOUR OWN SUPPLY At an Apple event: John D. Sutter and Doug Gross, “Apple Unveils the ‘Magical’ iPad,” CNN, January 28, 2010, Video of the event: EverySteveJobsVideo, “Steve Jobs Introduces Original iPad—Apple Special Event,” December 30, 2013, In late 2010, Jobs: This section of views from tech experts comes from: Nick Bilton, “Steve Jobs Was a Low-Tech Parent,” New York Times, September 11, 2014, Many experts both: These snippets come from interviews with, among others, game designers Bennett Foddy and Frank Lantz, exercise addiction experts Leslie Sim and Katherine Schreiber, and reSTART Internet addiction clinic founder Cosette Rae.

The Biology of Behavioral Addiction PART 2 THE INGREDIENTS OF BEHAVIORAL ADDICTION (OR, HOW TO ENGINEER AN ADDICTIVE EXPERIENCE) 4. Goals 5. Feedback 6. Progress 7. Escalation 8. Cliffhangers 9. Social Interaction PART 3 THE FUTURE OF BEHAVIORAL ADDICTION (AND SOME SOLUTIONS) 10. Nipping Addictions at Birth 11. Habits and Architecture 12. Gamification Epilogue Acknowledgments Notes Index Prologue: Never Get High on Your Own Supply At an Apple event in January 2010, Steve Jobs unveiled the iPad: What this device does is extraordinary . . . It offers the best way to browse the web; way better than a laptop and way better than a smartphone . . . It’s an incredible experience . . . It’s phenomenal for mail; it’s a dream to type on. For ninety minutes, Jobs explained why the iPad was the best way to look at photos, listen to music, take classes on iTunes U, browse Facebook, play games, and navigate thousands of apps.

Evan Williams, a founder of Blogger, Twitter, and Medium, bought hundreds of books for his two young sons, but refused to give them an iPad. And Lesley Gold, the founder of an analytics company, imposed a strict no-screen-time-during-the-week rule on her kids. She softened her stance only when they needed computers for schoolwork. Walter Isaacson, who ate dinner with the Jobs family while researching his biography of Steve Jobs, told Bilton that, “No one ever pulled out an iPad or computer. The kids did not seem addicted at all to devices.” It seemed as if the people producing tech products were following the cardinal rule of drug dealing: never get high on your own supply. This is unsettling. Why are the world’s greatest public technocrats also its greatest private technophobes? Can you imagine the outcry if religious leaders refused to let their children practice religion?

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Obliquity: Why Our Goals Are Best Achieved Indirectly by John Kay

Andrew Wiles, Asian financial crisis, Berlin Wall, bonus culture, British Empire, business process, Cass Sunstein, computer age, corporate raider, credit crunch, Daniel Kahneman / Amos Tversky, discounted cash flows, discovery of penicillin, diversification, Donald Trump, Fall of the Berlin Wall, financial innovation, Gordon Gekko, greed is good, invention of the telephone, invisible hand, Jane Jacobs, lateral thinking, Long Term Capital Management, Louis Pasteur, market fundamentalism, Myron Scholes, Nash equilibrium, pattern recognition, Paul Samuelson, purchasing power parity, RAND corporation, regulatory arbitrage, shareholder value, Simon Singh, Steve Jobs, Thales of Miletus, The Death and Life of Great American Cities, The Predators' Ball, The Wealth of Nations by Adam Smith, ultimatum game, urban planning, value at risk

We can pay our agents bonuses and fire them when they fail to meet our targets. That is what Lenin, the modernist architects and the business process reengineers believed. But they were wrong. The Soviet Union collapsed, the Pruitt-Igoe project was demolished and the people who transformed the business world were not the men who employed armies of reengineering consultants. The people who did transform the business world were those, like Google’s Sergey Brin and Apple’s Steve Jobs, who adopted a more oblique approach to business transformation. They chose to invent new businesses rather than reengineer old ones, they adapted and improvised endlessly and they carried employees and customers along with them on a wave of enthusiasm. Direct approaches make a distinction between means and ends that often does not exist in reality. To live life well we surely experience satisfaction and well-being, and a sense of well-being entails moments of pleasure and joy.

Stalin attempted to define artistic merit in terms of socialist realism. The Nazis denounced art that was not directly representational as decadent. The attempt to define the quality of artistic endeavor by predetermined rules had the effect—and the intention—of freezing creative innovation. In consequence, little work of enduring merit emerged.14 What is true of art is also true of other areas of human endeavor. What made Henry Ford or Walt Disney or Steve Jobs great businessmen was that they modified the rules by which their success, and the success of others in their industry, were measured. They changed our appreciation of what is good and bad in personal transport, in children’s entertainment, and in computing. They sold us products we had not imagined. What we mean today by a good means of personal transport is very different from what we would have meant by the same phrase a hundred and fifty years ago, as a result of people who conceived vehicles quite different from those that had already existed.

No one will be buried with the epitaph “He maximized shareholder value,” not just because the objective is an unworthy intermediate goal rather than a high-level objective but because, even with hindsight, no one can tell whether the goal of maximum shareholder value was achieved. If shareholder value was indeed maximized at ICI or Boeing, it was maximized obliquely. The epitaph on men such as Henry Ford, or Bill Allen, or Walt Disney, or Steve Jobs reads instead: “He built a great business, which made money for shareholders, gave rewarding employment and stimulated the development of suppliers and distributors by meeting customers’ needs that they had not known they had before these men developed products to satisfy them.” Approaching high-level objectives in an oblique manner, they achieved many supporting goals. Chapter 9 INTERACTION—Why the Outcome of What We Do Depends on How We Do It The British department store chain Marks & Spencer was long famous for the breadth of its staff welfare program.

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The Decline and Fall of IBM: End of an American Icon? by Robert X. Cringely

AltaVista, Bernie Madoff, business cycle, business process, cloud computing, commoditize, compound rate of return, corporate raider, full employment, if you build it, they will come, immigration reform, interchangeable parts, invention of the telephone, Khan Academy, knowledge worker, low skilled workers, Paul Graham, platform as a service, race to the bottom, remote working, Robert Metcalfe, Robert X Cringely, shareholder value, Silicon Valley, six sigma, software as a service, Steve Jobs, Toyota Production System, Watson beat the top human players on Jeopardy!, web application

And that’s ultimately the downfall of IBM. IBM has the best process people in the world. They just forgot about the content.” Steve Jobs had this exactly right when he said this in 1995, just two years after Gerstner came aboard to save IBM. The IPod and ITunes marked a Apple’s business started by people throughout Apple asking questions like “Why?” Apple was selling lots of iMac’s with CD burners. Why? People were ripping a lot of music. They were creating mixes of music, burning them on CDs for their personal CD players. Back in the 1990s portable music players were modestly popular items (especially the SONY Walkman) but they didn’t work very well. By asking a lot of questions Apple came up with the idea of the IPod and ITunes, a success that altered forever three industries—music, consumer electronics, and computers.

But then the average CEO tenure is also, what, four years? And that’s why big successful companies tend to roll over and die. Why IBM Can’t Change: What is IBM’s current answer to the question “Why?”? They don’t have an answer. They haven’t had one for decades. What would Steve Jobs say about IBM? Steve was hardly an ideal boss himself, but there’s no denying he knew how to effect corporate change in a way that kept Apple ahead of market trends and grew the company’s market cap by more than 500 times (50,000 percent!) during his tenure as CEO. I spoke with Steve about IBM in my film Steve Jobs: The Lost Interview and he put it in a very useful context for this chapter: “If you were a product person at IBM or Xerox—so you make a better copier or a better computer, so what? When you have a monopoly market share the company is not any more successful.

By asking a lot of questions Apple came up with the idea of the IPod and ITunes, a success that altered forever three industries—music, consumer electronics, and computers. Asking questions starts an important process in a business. It gets people to talk. It gets them to share ideas. It leads to brainstorming. When the collective intelligence of the employees of a company is focused on a problem or an idea, powerful things can happen. This has not happened in IBM for years. In the years that followed my video interview with Steve Jobs in 1995, IBM’s Global Services division became the cash engine of the corporation. But when other companies got into the IT outsourcing business IBM began to face serious competition. For a few years IBM resisted change, and tried to sell the IBM name and reputation. In a competitive market PRICE SELLS. In a competitive market price is more important than name and reputation. IBM, being a sales company, started lowering their price.

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