Posts tagged apple
“ iTunes is dead. But it’s still the big play. Microsoft became trapped in the Windows legacy and now, it appears, that Apple is becoming trapped into the iTunes legacy.”
“ We don’t do focus groups - that is the job of the designer. It’s unfair to ask people who don’t have a sense of the opportunities of tomorrow from the context of today to design.”
Jonathan Ive was interviewed by the Evening Standard.
On competitors’ failures:
Most of our competitors are interesting in doing something different, or want to appear new - I think those are completely the wrong goals. A product has to be genuinely better. This requires real discipline, and that’s what drives us - a sincere, genuine appetite to do something that is better. Committees just don’t work, and it’s not about price, schedule or a bizarre marketing goal to appear different - they are corporate goals with scant regard for people who use the product.
And on innovation and spending time on details:
It’s incredibly time consuming, you can spent months and months and months on a tiny detail - but unless you solve that tiny problem, you can’t solve this other, fundamental product.
You often feel there is no sense these can be solved, but you have faith. This is why these innovations are so hard - there are no points of reference.
Every additional interview with Ive further convinces me him and his team share the motivations of Benedictine Monks, who stole away from society to obsess over meticulously hand-written Bibles.
Siri responded to a man in China looking to pick up an iPad 3. Whoops.
Guess they’ll be in-store tomorrow. (Via MIC Gadget, via TUAW)
An Apple commissioned study by the Analysis Group (and their department of boring names) estimates that Apple has created roughly 514,000 jobs in the USA.
Half-a-million might seem large, but when you consider the infrastructure required to deliver $500 billion in value the estimate seems conservative.
If Mountain Lion’s AirPlay allowed me to use my TV as a wireless, non-mirrored display I would be all over this beta.
On Mountain Lion and the Lack of a Big Announcement
Sure, it’s surprising that Apple introduced Mountain Lion with private briefings rather than a formal Keynote. Perhaps this is the mark of a post-Steve Apple finding its footing. Or maybe the breadth of Apple’s coverage is growing beyond what a reasonable Keynote schedule will allow.
My guess? I think Apple knows it couldn’t hold a major press event where three of their top ten features are ports of iOS’s clunkiest implementations: action sheets, the notification drawer, and Game Center. And the rest aren’t exactly scene stealers. Can you imagine the news cycle that would follow if this was unveiled on stage?
Mountain Lion is a necessary update, but as news goes it’s for the wonks. Its significance is what it implies down the line, the suggestions it makes about how our mobile and desktop lives will meet.
Though I’m positive they’re holding back their best feature or two. Siri would be amazing and it makes sense that they’d hold it back until a new iPad launches so they can blanket their product line.
But my big prediction for Mountain Lion is this: it will be free.
“ When an Apple employee approached Pixar for a “Mac Tools Programming position,” a Pixar employee reportedly responded: “Only problem - we can’t poach from Apple.”
Court documents from the anti-poaching collusion trial involving Apple, Google, Adobe, Intel, Intuit, and others.
I know it isn’t comparable to factory conditions, but this evidence directly conflicts with Tim Cook’s email in response to worker issues, which states: “We are focused on educating workers about their rights, so they are empowered to speak up when they see unsafe conditions or unfair treatment.”
(Via The Verge)
Thoughts on Apple’s Textbook Announcement
iBooks has always struggled to find a unique market to help Apple turn it into a unique product. After today’s announcement, I think Apple’s finally found such a market in education.
Education checks all the boxes: it’s a market that feeds Apple’s funnel (students have been very good to Apple in the past, especially between Jobs), is sufficiently valuable (worth billions), and uniquely benefits from digital technology. The last point is especially important, so let’s break it down:
- Textbooks require frequent updates. In most fields print publishing is too slow. My physical anthropology courses had to heavily supplement textbooks as new discoveries refigured evolutionary charts every month. In the computer science field, publishers like O’Reilly have already switched to print-on-demand models to offset these effects. Electronic versions can be updated with relatively little effort, with no additional costs to the student.
- Education is interactive by definition. If you aren’t participating with a textbook in some way, you’re probably not learning. Lectures, quizzes, flashcards, study groups, and walkthroughs both surround and are embedded within textbooks. Novels may slightly slightly benefit from interactivity (a real world map to trace Ulysses, perhaps), but textbooks will benefit hugely as they’ve been demanding interactivity since before the computer. Further, they already rely on different ‘modes’ of engagement (reading, quizzing, reviewing, and indexing) better handled on a screen than on a page.
- Textbooks are expensive and yet their market is cash strapped. To me, the biggest announcements today were that Apple has partnered with 90% of the textbook industry, iBook textbooks start at $14.99 or less, and textbooks can be purchased by chapters. The iTunes equivalent to this would have been launching with every major label and charging $1.60 per album (iTunes did sell albums by tracks, like the chapters of textbooks, but the labels were not happy about it). When the iBooks textbook pricing was announced the auditorium audibly gasped. Do not underestimate the importance of these price points. Textbook purchasing is incredibly bureaucratic, political, and lobbied. Wooing professors is hard and courting the state governments whom purchase high school texts is near impossible. Only at an absurd price point, one which allows governments to significantly cut costs, could Apple succeed. But how did Apple convince a textbook old-school industry (pardon the pun) to hand them the keys to their business???
- Textbooks currently live within confined marketplaces. I think the reason textbook publishers embrace Apple is because iTunes U expands their marketplace beyond pricey college walls. Currently, a coup for textbook publishers is being listed in a 500 person seminar syllabus. iTunes U, with its 700 million downloads, changes the scale. Suddenly, every publisher will be creating content for popular, freely available classes with the hopes that tens of thousands of iTunes subscribers will purchase their wares without having to pay a $30,000 tuition entry fee. Further, such an ecosystem will lessen Apple’s dependence on these publishers: it’s not hard to imagine colleges creating their own textbooks for popular, free online classes to create a new flow of income.
This last point is major. Apple’s educational ecosystem, if successful, could redefine our college system. Free classes will be offered for free in hopes that students will pay $15 for an ebook. Personally, I can’t wait to audit a course from home with materials designed for the experience.
Sidenote: Remember Amazon’s tepid foray into textbooks, the Kindle DX? Heh.
“ Will Apple launch a sort of GarageBand for e-books? “That’s what we believe you’re about to see,” MacInnis told Ars (and our other sources agree). “Publishing something to ePub is very similar to publishing web content. Remember iWeb? That iWeb code didn’t just get flushed down the toilet—I think you’ll see some of [that code] repurposed.”
Ars Technica on Apple’s textbook event this week.
My hopes for this announcement, if it is a “GarageBand for eBooks”:
- It’s free
- It’s not just for text books
- It is able to tie into a boilerplate Newsstand app, allowing publishers to more easily layout periodical content in a standard way (the divergence between Newsstand apps is unnecessary and frustrating)
- Textbooks are published into a textbook ecosystem, with unified notes, book collections for courses managed by instructors, and interactive quizzes built into books allowing students to take short exams and instructors to grade easily from an iPad.
I think 2 will eventually pan out, but 3 is wishful thinking. 4 would be a game changer, but would require massive commitments from major universities to catch on. Teachers I know would like such an ecosystem (I would have liked it as a student), but it may be a hinderance to adoption and is probably best saved for later.
The New Grid
Figure 1
Upon returning to Apple in 1997, Jobs toured the company in an attempt to understand its products and how they fit together. He found a dozen versions of the Mac, each with a confusing name and built without perspective for what other teams were building. After many meetings, and many cut products, it all snapped into place. Isaacson writes:
“Stop!” he shouted at one big product strategy session. “This is crazy.” He grabbed a magic marker, padded to a whiteboard, and drew a horizontal and vertical line to make a four-squared chart. “Here’s what we need,” he continued. Atop the two columns he wrote “Consumer” and “Pro”; he labeled the two rows “Desktop” and “Portable.” Their job, he said, was to make four great products, one for each quadrant. “The room was in dumb silence,” Schiller recalled.
…
The result was that the Apple engineers and managers suddenly became sharply focused on just four areas. For the professional desktop quadrant, they would work on making the Power Macintosh G3. For the professional portable, there would be the PowerBook G3. For the consumer desktop, work would begin on what became the iMac. And for the consumer portable, they would focus on what would become the iBook. (pp. 337-338).
Figure 2
12 years later, The Grid held true. Along with ‘the computer as a hub for your digital life’, the Grid strategy helped lead Apple to become the 2nd largest company in the world.
The Grid’s brilliance is its simplicity and that it gives the Consumer equal billing with the Professional. Each quadrand was crucial and each product was to be taken seriously.
At the time, this tactic was radical. Companies like Dell and Compaq employed a trickle down strategy when it came to consumer PCs: features from enthusiast and professional models trickled down into consumer wares as they fell below a certain cost. This strategy hamstrung consumer efforts. Consumer innovation wasn’t synicated across additional product lines so it was seen as being less valuable.
With Job’s Grid, consumer machines were taken seriously. Design resources, technical innovations, and component procurement took place in all quadrants. With the Grid came a point of view: computing is for everyone, so we’ll design PCs for everyone. Besides building Better consumer machines, the Grid created two flows of innovation as each column was able to inform the other.
12 years later, this is the last revision of The Grid in its original form.
Figure 3
This is a projection, but one which seems unavoidable.
Apple stopped selling the MacBook last July, though it’s still available to educational institutes (a twilight if there ever was one). Without the MacBook in the consumer quadrant the Air, which never really fit within the original grid, shifts into the consumer spot. And it’s a nice1 fit: Air sales now make up 28% of Apple laptop sales, up from 8% prior to the shift.
As for the MacBook Pro, rumors and leaks are hinting at 15 inch MacBook Airs for the first quarter of 2012. While these sites wonder if these models are an addition to the Air line or a revision to the Pro model, it’s my belief that we’ll see a unification of the two lines shortly. The performance gap between the two products is closing quickly, optical drives are falling out of favor, and it’s clear Apple sees solid-state as the future of local storage.
Moving up, signs are pointing to the Mac Pro’s impending demise. We won’t delve too deeply into the ‘why’ here, as many have already discussed potential reasons for the line’s demise.
It’s easy to imagine Apple unifying the MacBook Pro and Air lines into a simple MacBook range, moving the iMac to a simple ‘Mac’ moniker, and keeping the Mini as a flexible computer for an aggregate of the niche audiences: developers, home theater hackers, and other technological Lewis & Clarks who explore potential futures prior to mass settlement.
Which leaves us with half a grid.
Which begs the question, why the sudden consolidation after more than a decade? In a nutshell, technological advances allowed us to offloaded components and cultural changes redefined the idea of a ‘professional’, both for products and people.
Computer components are being offloaded to external devices, both local and distant.
Locally, ports shrank and became faster. In the case of Thunderbolt, they became fast enough to externalize internal protocals and house fast, redundant storage externally. Apple even presents “External Thunderbolt Storage” as a configuration option when purchasing a Mac.
Distantly, near-constant broadband connections have made cloud capabilities conceivable. Cloud processing is just beginning in consumer devices: Amazon’s Silk browser handles much of it’s processing in Amazon’s server farms before routing the output to the Kindle Fire. Cloud storage is nearing a tipping point. With the launch of iTunes Match, it feels like my MacBook Air received a storage upgrade. It’s mediocre 128 GB internal storage suddenly feels roomy with most of my music library stashed in the cloud.
Once the kinks are worked out of iCloud backup on the iOS side, I’d wager we’d see similar implimentations on Macs. Future versions of Mac OS X will appear to have infinite storage, which will cache stale files in iCloud and keep local copies of recent items.
Redefining the idea of what it means to be ‘professional’, for devices or people, is a seperate post (or book!) in it of itself. Simply put, there are fewer ‘professionals’ and many, many more professional ‘consumers’.
To me, this idea became apparent only recently, but it coalesces several trends, including improved means of production for the masses2, crowdsourcing, and high unemployment. A perfect example of the dissolution of the ‘professional’ can be seen in CNN’s recent layoffs, which traded staff photographers for citizen journalists.
When computers can be improved by improving a central location and amateur computer users perform professional functions, we can expect the Grid to evolve into a single column of ‘production’ computing.
Figure 4
This is a take on the new normal. It’s imperfect, to be sure, but I think it captures the spirit of where we’re going. ‘Create’ and ‘Consume’ are soft categories here, much in the way that some worked Pros used iMacs and some Consumers used MacBook Pros. There are better words for these columns; drop me a line if you any come to you.
Each quadrant is a different interface for remote stuff: people, files, photos, writing, books, movies, code, companies, and so on. Assuming an omnipresent cloud suggests that device design innovation will take place in two areas: interface design and power, both consumption and storage. These are the main device-bound metrics, the ones we can’t offload to the cloud.
For some, the arrangement of the new Grid might seem obvious, but it contains a bit of genius similar to the original Grid: it takes mobile, lightweight computing seriously.
This viewpoint lead to the iPhone. Rather than wondering how to plus up a phone, Apple imagined a perfect palm computer. If this doesn’t sound disruptive, remember that at launch most saw the iPhone as an evolution of the iPod. Today it’s easier to see it as an evolution of the computer.
Like the old Grid, the new Grid contains a worldview. It takes for granted computing within a network context and treats mobile, lightweight devices as true computers. Further, the new Grid assumes that users have more deeply integrated technology into their lives.
Today we’re rarely without access to the internet and maintain disparate friendships with digital services. Last week, MG Siegler summed up how far we’ve come rather nicely: “What would Facebook look like in the 1980s? Scary as hell.”
MG’s right. In barely a decade we’ve integrated computers into our lives while devices have dispersed their components around the world. With these changes The Grid must adjust. Being a well-designed household appliance is no longer a noble goal for a computer. Given an always-on network context and an eagerly digital userbase, computers need to aim for so much more.
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Though this move creates some liguistic awkwardness: Apple is now selling a MacBook Pro and a MacBook Air, but not a MacBook. Initially, there was even a naming system that fit each component of The Grid, which Steve Jobs explained during the introduction of the iBook: “As you know we tend to start our consumer products with the prefix ‘i’ and our pro products with the prefix ‘Power.’ And we tend to end our desktops with ‘Mac’ and we tend to end our portables with ‘Book.’ Since we’re such logical folk, iBook is the name of this product.” ↩
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One could measure this a few ways for each medium, usually based on quality per dollar or quality-device penetration per population. An example of each would be megapixels per dollar and megapixels per person. I prefer the latter view, as it indicates actual adoption. ↩
