The company was obviously under tight constraints as to what they could do with the store (they would have loved to encase the whole thing in plexiglass probably), but from the looks of things, they did a marvelous job. There’s so little styling — the whole store is just tables and screens mostly — that it looks like the Apple Store not only belongs there, but that it’s been there forever, like Grand Central was designed with the Apple Store in mind. If you walk around Grand Central, not a lot of the other retail locations can say that, if any. (photo by katie sokoler)
Steve Silberman has a nice piece on Susan Kare, the woman who designed the original icons for the Macintosh, including a never-before-seen look at her initial sketches for some of them.
Inspired by the collaborative intelligence of her fellow software designers, Kare stayed on at Apple to craft the navigational elements for Mac’s GUI. Because an application for designing icons on screen hadn’t been coded yet, she went to the University Art supply store in Palo Alto and picked up a $2.50 sketchbook so she could begin playing around with forms and ideas. In the pages of this sketchbook, which hardly anyone but Kare has seen before now*, she created the casual prototypes of a new, radically user-friendly face of computing - each square of graph paper representing a pixel on the screen.
Why not the same thing [as Newsstand] for TV channels? We’re seeing the beginnings of this, with iPhone and iPad apps like HBO Go, Watch ESPN, and the aforementioned Bloomberg TV+. Letting each TV network do their own app allows them the flexibility that writing software provides. News networks can combine their written and video news into an integrated layout. Networks with contractual obligations to cable operators, like HBO and ESPN, can write code that requires users to log in to verify their status as an eligible subscriber.
This smells right to me…it’s a very Apple-y way of approaching the TV/movie problem. Rather than fight with the studios and networks over content sold through the iTunes Store (where the studios control the licensing rights), just provide a platform (iPhone + iPad + iTV + App Store) controlled by Apple and if the studios/networks want to reach those customers, they need to provide an app…with Apple taking a 30% cut of the App *and* content sales.
[Apple’s] devices have become increasingly simple and pared down, even as the power contained in them has increased. There is very little, if anything, extraneous on the Magic Trackpad or the MacBook Air. And of course the iPhones 4 and 4S are radically simple, yet well-constructed masterpieces of industrial design.
Yet, when it comes to stuff that isn’t hardware:
But no one laughs when Apple delivers a calendar application for the iPad that tries its hardest to look like a real-word desktop calendar pad, complete with fake leather and “torn” pages.
Still fewer have a chuckle when they see the new Address Book app on Mac OS X Lion, or the even more recent Find My Friends iPhone app.
These apps, and many more besides, all stem from a completely different, and I would say opposite aesthetic sensibility than the plain devices they run on.
They are an expression of purest kitsch, sentimentality, and ornamentation for its own sake. In Milan Kundera’s brilliant definition, kitsch is “the absolute denial of shit”. These are Disney-like apps, sinister in their mendacity.
This isn’t a recent thing either…look at the cheeseball themes and transitions in Keynote (many of them used by Jobs in his keynotes), some of the default system fonts, the emphasis in past keynotes on things like Mail.app themes, etc. Without too much effort, you could pull together many design examples from their currently shipping software that make it appear as though Apple doesn’t have a good aesthetic sense of design at all. But then you look at the general aesthetics of OSX and iOS…I don’t know, it’s really confusing how the same company, especially one that had such strong design leadership, could produce something as beautifully spare as iOS and something as cheesy as the Game Center app. (via ★thefoxisblack)
Dieter Rams’ 40 year stint at Braun until 1995 redefined the world of product design, taking pure modernism to the world of gadgets. He is the direct inspiration for much of Apple’s product design after Steve Jobs returned and in many aspects his work is more rigorous and more coherent than Apple’s.
Dan Lyons posted the notes of a long conversation he had with Steve Wozniak last week. Lots of Apple history and prehistory…I didn’t know, for instance, that Woz designed the Apple I before Jobs was involved.
I was highly regarded for my engineering skills. But I never wanted money. I would have been a bad person to run a company. I wanted to be a nice guy. I wanted to make friends with everybody. Yes I came up with the idea for the personal computer but I don’t want to be known as a guy who changed the world. I want to be known as an engineer who connected chips in a really efficient way or wrote code that is unbelievable. I want to be known as a great engineer. I’m thankful Steve Jobs was there. You need someone who has a spirit for the marketplace. Who has the spirit for who computers change humanity. I didn’t design the Apple II for a company. I designed it for myself, to show off. I look at all the recent Apple products, like the iPhone, the iPad, and even Pixar, and it was like everything Steve worked on had to be perfect. Because it was him. Every product he created was Steve Jobs.
And Woz is *still* an Apple employee! He makes $100 a week. (via stellar)
I am incredibly sad this morning. Why am I, why are we, feeling this so intensely? I have some thoughts about that but not for now. For now, I’m just going to share some of the things I’ve been reading and watching about Jobs. And after that, I think I’m done here for the day and will move on to spend some time building my little thing that I’m trying to make insanely great.
The 2005 Stanford Commencement Speech. For me, the speech is better in text than in video.
Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma - which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.
The iPhone announcement in 2007. I am with Dan Frommer on this one: this is Jobs at his absolute best. He was just so so excited about this thing that he and his team had created, so proud. His presentation is also a reminder of how revolutionary the iPhone was four years ago.
Steven Levy on Jobs. Levy covered Apple and Jobs extensively for many years; his obit is a good one.
Jobs usually had little interest in public self-analysis, but every so often he’d drop a clue to what made him tick. Once he recalled for me some of the long summers of his youth. I’m a big believer in boredom,” he told me. Boredom allows one to indulge in curiosity, he explained, and “out of curiosity comes everything.” The man who popularized personal computers and smartphones — machines that would draw our attention like a flame attracts gnats — worried about the future of boredom. “All the [technology] stuff is wonderful, but having nothing to do can be wonderful, too.”
I like to think that in the run-up to his final keynote, Steve made time for a long, peaceful walk. Somewhere beautiful, where there are no footpaths and the grass grows thick. Hand-in-hand with his wife and family, the sun warm on their backs, smiles on their faces, love in their hearts, at peace with their fate.
Moments after news broke about Steve Jobs’ death, a rainbow popped out of the Pixar campus (taken with my iPhone 4). Rest in peace, Steve, and thank you.
Jobs testing Photo Booth filters. Perhaps these aren’t the best photos ever taken of Steve Jobs, but they are among my favorites.
I have no way of knowing how Steve talked to his team during Apple’s darkest days in 1997 and 1998, when the company was on the brink and he was forced to turn to archrival Microsoft for a rescue. He certainly had a nasty, mercurial side to him, and I expect that, then and later, it emerged inside the company and in dealings with partners and vendors, who tell believable stories about how hard he was to deal with.
But I can honestly say that, in my many conversations with him, the dominant tone he struck was optimism and certainty, both for Apple and for the digital revolution as a whole. Even when he was telling me about his struggles to get the music industry to let him sell digital songs, or griping about competitors, at least in my presence, his tone was always marked by patience and a long-term view. This may have been for my benefit, knowing that I was a journalist, but it was striking nonetheless.
At times in our conversations, when I would criticize the decisions of record labels or phone carriers, he’d surprise me by forcefully disagreeing, explaining how the world looked from their point of view, how hard their jobs were in a time of digital disruption, and how they would come around.
This quality was on display when Apple opened its first retail store. It happened to be in the Washington, D.C., suburbs, near my home. He conducted a press tour for journalists, as proud of the store as a father is of his first child. I commented that, surely, there’d only be a few stores, and asked what Apple knew about retailing.
He looked at me like I was crazy, said there’d be many, many stores, and that the company had spent a year tweaking the layout of the stores, using a mockup at a secret location. I teased him by asking if he, personally, despite his hard duties as CEO, had approved tiny details like the translucency of the glass and the color of the wood.
Heartwarming/breaking: shortly following the news of Steve’s death, our daughter called me “dada” for the first time. It goes on.
The Computer That Changed My Life. Bryce Roberts shares the story of the first Apple computer he bought.
As I sat alone in my makeshift office in Sandy, UT I decided that I wanted to start fresh, all the way down to my operating system. It sounds funny now, but it was an important psychological move for me. I wanted the next level to look and feel different than what I’d experienced in the past in every possible way.
I fired up my Sony Viao and surfed over to Apple.com. I wasn’t an Apple fanboy. I’d never owned one of their machines. And that was the point.
I didn’t know if I would love it or even like it, but it was going to be different. And different was exactly how I wanted the next level to feel.
This is *exactly* why I bought an iBook in 2002 after a lifetime of Windows/DOS machines.
Brian Lam apologies to Steve Jobs for being an asshole. If you followed the whole Gizmodo/iPhone thing, this is worth a read.
I was on sabbatical when Jason got his hands on the iPhone prototype.
An hour after the story went live, the phone rang and the number was from Apple HQ. I figured it was someone from the PR team. It was not.
“Hi, this is Steve. I really want my phone back.”
He wasn’t demanding. He was asking. And he was charming and he was funny. I was half-naked, just getting back from surfing, but I managed to keep my shit together.
A common reaction to Apple’s announcement of the iPhone 4S yesterday was disappointment…Mat Honan’s post at Gizmodo for instance.
I was hoping for something bold and interesting looking. The iPhone 4 was just that when it shipped. So too were the original iPhone and the iPhone 3G. If I’m going to buy a new phone, of course I want it to look new. Because of course we care about having novel designs. If we didn’t we’d all be lugging around some 10-inch thick brick with a 12 day battery life.
Mat’s is an understandable reaction. After I upgraded my iPhone, Macbook Pro, and OS X all at once two years ago, I wrote about Apple’s upgrade problem:
From a superficial perspective, my old MBP and new MBP felt exactly the same…same OS, same desktop wallpaper, same Dock, all my same files in their same folders, etc. Same deal with the iPhone except moreso…the iPhone is almost entirely software and that was nearly identical. And re: Snow Leopard, I haven’t noticed any changes at all aside from the aforementioned absent plug-ins.
So, just having paid thousands of dollars for new hardware and software, I have what feels like my same old stuff.
Deep down, when I stop to think about it, I know (or have otherwise convinced myself) that these purchases were worth it and that Apple’s ease of upgrade works almost exactly how it should. But my gut tells me that I’ve been ripped off. The “newness” cognitive jolt humans get is almost entirely absent.
For me, yesterday’s event, Apple’s continued success in innovation *and* business, and the recent CEO change provided a different perspective: that Apple makes two very complementary types of products and we should be excited about both types.
The first type of product is the most familiar and is exemplified by Steve Jobs: Apple makes magical products that shape entire industries and modify social structures in significant ways. These are the bold strokes that combine technology with design in a way that’s almost artistic: Apple II, Macintosh, iPod, iPhone, and iPad. When they were introduced, these products were new and exciting and no one quite knew where those products were going to take us (Apple included). That’s what people want to see when they go to Apple events: Steve Jobs holding up a rainbow-hued unicorn that you can purchase for your very own.
The second type of product is less noticed and perhaps is best exemplified by Apple’s new CEO, Tim Cook: identify products and services that work, continually refine them, innovate at the margins (the addition of Siri to the iPhone 4S is a good example of this), build interconnecting ecosystems around them, and put processes and infrastructure in place to produce ever more of these items at lower cost and higher profit. The wheel has been invented; now we’ll perfect it. This is where Apple is at with the iPhone now, a conceptually solved problem: people know what they are, what they’re used for, and Apple’s gonna knuckle down and crank out ever better/faster/smarter versions of them in the future. Many of Apple’s current products are like this, better than they have ever been, more popular than they have ever been, but there’s nothing magical about them anymore: iPhone 4S, iPod, OS X, iMacs, Macbooks, etc.
The exciting thing about this second type of product, for investors and consumers alike, is Apple is now expert at capturing their lightning in a bottle. ‘Twas not always so…Apple wasn’t able to properly capitalize on the success of the Macintosh and it almost killed the company. What Tim Cook ultimately held up at Apple’s event yesterday is a promise: there won’t be a return to the Apple of the 1990s, when the mighty Macintosh devolved into a flaky, slow, and (adding insult to injury) expensive klunker and they couldn’t decide on a future direction for their operating system (remember Copland?). There will be an iPhone 5 in the future and it will be better than the iPhone 4S in significant & meaningful ways but it will also *just work*. And while that might be a bit boring to Apple event watchers, this interconnected web of products is the thing that makes the continued development of the new and magical products possible.
In 1987, Apple made a video showcasing a concept they called Knowledge Navigator:
The crazy thing is that the year in the video is 2011…and Apple announced something very much like Knowledge Navigator (Siri, a natural language voice assistant) at their event yesterday. (via waxy)
New Tumblr: Things Apple is Worth More Than. Such as: the GDP of Singapore, every single home in Atlanta, Georgia, and all the illegal drugs in the world.
There’s been a lot written about Steve Jobs in the past week, a lot of it worthy of reading, but one piece you probably didn’t see is David Galbraith’s piece on Jobs’ similarity to architect Norman Foster. The essay is a bit all over the place, which replicates the experience of talking to David in person, but it’s littered with insight and goodness (ditto).
The answer is what might be called the sand pile model and it operated at Apple and Fosters, the boss sits independently from the structural hierarchy, to some extent, and can descend at random on a specific element at will. The boss maintains control of the overall house style by cleaning up the edges at the same time as having a vision for the whole, like trying to maintain a sand pile by scooping up the bits that fall off as it erodes in the wind. This is the hidden secret of design firms or prolific artists, the ones where journalists or historians agonize whether a change in design means some new direction when it just means that there was a slip up in maintaining the sand pile.
And I love this paragraph, which integrates Foster, Jobs, the Soviet Union, Porsche, Andy Warhol, Lady Gaga, and even an unspoken Coca-Cola into an extended analogy:
Perfecting the model of selling design that is compatible with big business, Foster simultaneously grew one of the largest architecture practices in the world while still winning awards for design excellence. The secret was to design buildings like the limited edition, invite only Porsches that Foster drove and fellow Porsche drivers would commission them. Jobs went further, however, he managed to create products that were designed like Porsches and made them available to everyone, via High Tech that transcended stylistic elements. An Apple product really was high technology and its form followed function, it went beyond the Porsche analogy by being truly fit for purpose in a way that a Porsche couldn’t, being a car designed for a speed that you weren’t allowed to drive. Silicon Valley capitalism had arguably delivered what the Soviets had dreamed of and failed, modernism for the masses. An iPhone really is the best phone you can buy at any price. To paraphrase Andy Warhol: Lady Gaga uses an iPhone, and just think, you can have an iPhone too. An iPhone is an iPhone and no amount of money can get you a better phone. This was what American modernism was about.
I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple’s CEO, I would be the first to let you know. Unfortunately, that day has come.
I hereby resign as CEO of Apple. I would like to serve, if the Board sees fit, as Chairman of the Board, director and Apple employee.
This can’t be good news regarding his health. I hope I’m wrong. Good luck, Steve…you’ve been a great inspiration to me.
Matt Buchanan’s Unedited thoughts about technology better left unposted is like the sportswriter ‘nuggets from the drawer’-type column for tech writing. Seems like Facebook, Twitter, and Tumblr would have been low hanging fruit, what other tech companies are missing? On the other hand, there are 9 paragraphs and 4 of them relate to Apple in some way. Maybe this should have just been unedited thoughts about Apple better left unposted.
A lot of the suggestions were to be more like Microsoft and embrace the Windows platform. Apple, obviously, rejected that path and has benefitted greatly from doing so. It’s hard to remember now, but many people thought that Apple should drop their operating system and instead turn to making high end Windows PCs. I think we’re all glad they never went that route.
Not content to knock-off simple iPhones and iPads, some enterprising Chinese have built an entire fake Apple Store in Kunming, China. It’s an actual store selling actual products but is obviously not affiliated with Apple in any way.
Being the curious types that we are, we struck up some conversation with these salespeople who, hand to God, all genuinely think they work for Apple.
And as usual, the definitive review of any new version of OS X is John Siracusa’s for Ars Technica. This time around, it runs 19 pages. If that’s not to your liking, you can just download Lion right now from the Mac App Store for $30.
Two other misc Apple thoughts: 1) They appear to have discontinued the MacBook. There are Airs and Pros but no plain-old MacBooks. 2) Apple Inc, already among the largest companies in the world in terms of market cap, announced yesterday that the company’s “revenue [is] up 82 percent and profits [are] up 125 percent” over the same quarter last year. That level of growth in such a big company…that’s just astounding. And much of the revenue and profit are from products that didn’t exist even five years ago…the iPad alone was a ~$5 billion business in Q3 (for comparison, Google had $9 billion in total revenues in Q2). If that’s not unprecedented, it’s damn close.
From 1990, a NY Times article on a new factory built by Next, the company Steve Jobs started after he left Apple. The more you learn about Next, the more you realize just how much Next DNA there is in the current incarnation of Apple. The story of Apple’s second coming could easily be written as the triumph of Next. This section from the middle of the article articulates perfectly Apple’s current approach to manufacturing:
Indeed, critics of Mr. Jobs, who is 35 years old, say he is wasting his money by building a factory at this point. With the small number of machines he is building today, it would have been cheaper simply to contract with other companies to assemble the computers, they say.
But Dr. Piszczalski said the initial high investment in an automated factory may permit Next more control of its expenses while volumes are low.
And backers of Mr. Jobs note that he has a long-term strategy in which manufacturing makes sense. “Steve will be in business for the long pull,” said H. Ross Perot, one of Next’s investors. “He’s not in business for six months.”
Next’s products have yet to gain a significant share of the marketplace, but Mr. Jobs, who has a reputation for painstaking attention to detail and a passion for the importance of manufacturing, argues that by linking this flexible factory more closely than ever to Next’s research and development process, his company can gain a strategic advantage in the industry that will eventually pay off in larger sales.
In Mr. Jobs’s view, the factory testifies to the fact that the United States can still compete as both a low-cost and a world-class manufacturer when it sets its mind to the task.
Mr. Jobs said he modeled the factory after those of Japanese corporations like the Sony Corporation that have perfected a design-for-manufacturing strategy that transforms the factory floor into an extension of the company research and development center.
Update: Next made a documentary on how computers are made at the new factory.
That’s got to be a Hans Zimmer soundtrack, yes? (via @mgrdcm)
In the near term, companies making iPhone and iPad competitors are never going to beat Apple at their own game. Apple has supply chain advantages, a massive number of their customers’ credit card numbers (why do you think Jobs brings this up at every single Apple event…it’s important!), key patents, one-in-lifetime personnel like Steve Jobs and Jony Ive, solid relationships with key media companies, and an integrated ecosystem of stores, apps, applications, and hardware. They are an imposing competitor.
But Apple also has some weak spots which a canny competitor should be able to exploit to make compelling products that Apple won’t be able to duplicate or directly compete with.
1. Apple doesn’t do social well on a large scale. Ping? Game Center? Please. Social applications don’t seem to be in Apple’s DNA…their best applications are still single-player or 2/3/4-player. Someone should figure out how to leverage Facebook’s social graph to make the phone/app/gaming/music/video experience significantly better than on the iPhone/iPad and then partner exclusively with Facebook to make it happen. The Facebook Fone would be a massive hit if done right.
2. Apple can’t do the cloud either. Mobile Me has been around since January 2000 (when it was called iTools) and the service is still not as compelling as newcomer Dropbox. iPods, iPhones, and iPads are still very much tethered to plain-old desktop/laptop computers and iTunes…there’s an opportunity here for a better way.
3. iTunes is getting long in the tooth. The cloud and social are the two Apple weaknesses, but iTunes is showing its age and over the years has become a bloated collection of functionalities…music store, video store, app store, mobile device manager, “social” network, and, oh, by the way, you can also use it to play your music. Spotify, Pandora, and Rd.io point the way to a different approach.
4. I can’t remember if this is my own theory or I read about this on Daring Fireball or something, but the Apple products & services that Apple does well are the ones that Steve Jobs uses (or cares about) and the ones he doesn’t use/care about are less good (or just plain bad). Jobs uses Keynote and it’s very good…but I’m pretty sure Jobs never has had to schedule his own appointments with iCal so that program is less good. Cloud apps and social apps are at the top of this list for a reason…I just don’t think Jobs cares about those things. I mean, he cares, but there’s not a lot of passion there…they aren’t a priority for him so he doesn’t really know how to think about them and attack those problems.
And then there are a couple of Apple weaknesses that actually aren’t weaknesses at all:
1. Price. Everyone still thinks that Apple products are expensive, or, more to the point, overpriced. But no one else has made a compelling tablet for under $500 yet. And if you attack Apple on price, potential gothchas lurk: Apple is absurdly profitable and cash-rich; if they feel the need to compete with anyone on price in order to protect their business interests, they can do so with price cuts deep enough and long enough to drive most potential competitors out of business.
2. Openness and secrecy. Competitors should take a page from Apple’s playbook here and be open about stuff that will give you a competitive advantage and shut the hell up about everything else. Open is not always better.
He is 27 years old. He lives in Los Gates, Calif., and works 20 minutes away in Cupertino, a town of 34,000 that his company has so transformed that some San Franciscans, about 35 miles to the north, have taken to calling it Computertino. There is no doubt in any case that this is a company town, although the company, Apple, did not exist seven years ago. Now, Apple just closed its best year in business, racking up sales of $583 million. The company stock has a market value of $1.7 billion. Jobs, as founder of Apple, chairman of the board, media figurehead and all-purpose dynamo, owns about 7 million shares of that stock. His personal worth is on the balmy side of $210 million. But past the money, and the hype, and the fairy-tale success, Jobs has been the prime advanceman for the computer revolution. With his smooth sales pitch and a blind faith that would have been the envy of the early Christian martyrs, it is Steven Jobs, more than anyone, who kicked open the door and let the personal computer move in.
The article contains some really interesting stuff: perhaps the first mention of Jobs’ “reality-distortion field”, a prescient comment that Jobs “should be running Walt Disney”, and a description of Steve Wozniak as “a Steiff Teddy bear on a maintenance dose of marshmallows”.
The Daily Mail has a profile of Apple’s lead designer, Jony Ive…some bits in there that I hadn’t read before, including this strange anecdote about a bad meeting that may have led to Ive’s departure to Apple:
‘We lost a great talent,’ says Grinyer. ‘We virtually created our own consultancy, Tangerine, just so that we could employ Jony (as Ive prefers to be called). And if I had to put my finger on why and where we lost him it would have to have been one day at Ideal Standard in Hull.
‘Tangerine had a consultancy contract with the bathroom-fittings company to design a toilet. I was there when Jony made an excellent presentation to this guy who was wearing a red nose because it was Comic Relief day. This clown then decided to throw his weight around and pulled apart Jony’s design. It was ridiculous. Britain lost Jony Ive then and there.’
Since the introduction of the iPhone, Apple has ruled the December holidays. Under the tree, by the menorah, and around the Festivus pole has appeared a steady stream of iPods, iPhones, iTunes gift cards, iPod touches, and even MacBooks. Apple has sold tons of devices in the final quarter of the last three years and, with the iPad added to the lineup, will likely do so again this year.
But I think two companies who will do even better than Apple in December this year.
The first is Amazon**. The cheapest Kindle is now only $139 (and the one with free 3G is $50 more). They are going to sell a metric crapload of these things this Christmas. And even if they don’t, they’re going to sell 50 million metric shitloads of Kindle books because you don’t even need a Kindle to read Kindle books…Amazon has readers for the iPad (which is way better than Apple’s iBooks app IMO), iPhone, Android devices, Blackberry, WinPhone 7, Windows, and OS X. I never would have predicted it, but I am a firm convert to Kindle books…and I don’t even have a Kindle. The killer feature here is Amazon’s multi-platform support. I *love* reading books on the iPad at home but when I’m out and about, if I’ve got my iPhone in my pocket, I can read a book. The best book is the one that’s always with you.
This one is more of a guess, but the other company that will do well this holiday season is Microsoft. I know, right? But have you seen this Kinect thing? It’s an add-on for Xbox 360 that takes everything people loved about the Wii and Wii Fit and makes it easier, more natural, and more powerful. Basically you hook this bar up to your Xbox 360 and it tracks your motion around the room. You’re the controller. Here’s a snippet from David Pogue’s positive review:
The Wii, by tracking the position of its remote control, was amazing for its time (2006). It’s a natural for games in which you swing one hand — bowling, tennis, golf. But the Kinect blows open a whole universe of new, whole-body simulations — volleyball, obstacle courses, dancing, flying.
It doesn’t merely recognize that someone is there; it recognizes your face and body. In some games, you can jump in to take a buddy’s place; the game instantly notices the change and signs you in under your own name. If you leave the room, it pauses the game automatically.
There’s a crazy, magical, omigosh rush the first time you try the Kinect. It’s an experience you’ve never had before.
The ventilation stripes used on Apple products from 1984 to 1990 were part of a design language developed by Frog Design called Snow White.
The Snow White design language was an industrial design language developed by Frog Design, founded by Hartmut Esslinger. It was used by Apple Computer from 1984 to 1990. It is characterised by vertical and horizontal stripes acting as decoration and occasionally ventilation, as well as creating the illusion of the computer enclosure being smaller than it actually is.
I enjoyed this extensive interview with John Sculley about his time at Apple (he was CEO from 83-93) because of 1) his insight into Steve Jobs’ way of thinking, 2) his willingness to talk about his mistakes, and 3) his insights about business in general…he gives Jobs a lot of credit but Sculley is clearly no slouch. Some high points:
[Jobs] felt that the computer was going to change the world and it was going to become what he called “the bicycle for the mind.”
On the small size of teams actually building products:
Normally you will only see a handful of software engineers who are building an operating system. People think that it must be hundreds and hundreds working on an operating system. It really isn’t. It’s really just a small team of people. Think of it like the atelier of an artist.
Sculley was president of Pepsi before coming to Apple:
We did some research and we discovered that when people were going to serve soft drinks to a friend in their home, if they had Coca Cola in the fridge, they would go out to the kitchen, open the fridge, take out the Coke bottle, bring it out, put it on the table and pour a glass in front of their guests.
If it was a Pepsi, they would go out in to the kitchen, take it out of the fridge, open it, and pour it in a glass in the kitchen, and only bring the glass out. The point was people were embarrassed to have someone know that they were serving Pepsi. Maybe they would think it was Coke because Coke had a better perception. It was a better necktie. Steve was fascinated by that.
On why he should not have been hired as Apple’s CEO:
The reason why I said it was a mistake to have hired me as CEO was Steve always wanted to be CEO. It would have been much more honest if the board had said, “Let’s figure out a way for him to be CEO. You could focus on the stuff that you bring and he focuses on the stuff he brings.”
Remember, he was the chairman of the board, the largest shareholder and he ran the Macintosh division, so he was above me and below me.
After Jobs left, Sculley tried to run the company as Jobs would have:
All the design ideas were clearly Steve’s. The one who should really be given credit for all that stuff while I was there is really Steve. […] Unfortunately, I wasn’t as good at it as he was.
And finally, Sculley and Jobs probably haven’t spoken since Jobs left the company:
He won’t talk to me, so I don’t know.
Jobs is pulling a page from the Don Draper playbook here. In season two, Don tells mental hospital patient Peggy:
Peggy listen to me, get out of here and move forward. This never happened. It will shock you how much it never happened.
Maybe Jobs is still pissed at Sculley and holds a grudge or whatever, but it seems more likely that looking backwards is something that Jobs simply doesn’t do. Move forward, Steve.
Last week I complained about the New Yorker app costing $4.99 an issue even for print magazine subscribers. Magazine publishers, including the Conde Nast, are complaining about it as well…to Apple.
The launch highlights the mounting pressure on Apple Inc. to give publishers a way to sell their magazines more than one digital issue at a time. Executives from the New Yorker and its publisher, Conde Nast, say the true value of apps like the New Yorker’s can’t be realized until readers are allowed to purchase subscriptions.
“It is important to the New Yorker that we have offerings that allow long-term relationships with the consumers,” said Conde Nast President Bob Sauerberg. “Obviously, we don’t have that in place for the moment with Apple. We are very keen to do that.”
The other night, however, a very amazing thing happened. I downloaded an app called Color ID. It uses the iPhone’s camera, and speaks names of colors. It must use a table, because each color has an identifier made up of 6 hexadecimal digits. This puts the total at 16777216 colors, and I believe it. Some of them have very surreal names, such as Atomic Orange, Cosmic, Hippie Green, Opium, and Black-White. These names in combination with what feels like a rise in serotonin levels makes for a very psychedelic experience.
I have never experienced this before in my life. I can see some light and color, but just in blurs, and objects don’t really have a color, just light sources. When I first tried it at three o’clock in the morning, I couldn’t figure out why it just reported black. After realizing that the screen curtain also disables the camera, I turned it off, but it still have very dark colors. Then I remembered that you actually need light to see, and it probably couldn’t see much at night. I thought about light sources, and my interview I did for Get Lamp. First, I saw one of my beautiful salt lamps in its various shades of orange, another with its pink and rose colors, and the third kind in glowing pink and red.. I felt stunned.
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