Apple Iphone Quotes

At Apple, we never would have dreamed of doing that, and we never staged any A/ B tests for any of the software on the iPhone. When it came to choosing a color, we picked one. We used our good taste—and our knowledge of how to make software accessible to people with visual difficulties related to color perception—and we moved on.

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

You may have an iPhone, for example, but its microchips are made by Apple’s biggest competitor—the Korean electronics company Samsung.

Google, you fucking ripped off the iPhone, wholesale ripped us off. Grand theft. I will spend my last dying breath if I need to, and I will spend every penny of Apple’s $40 billion in the bank, to right this wrong. I’m going to destroy Android, because it’s a stolen product. I’m willing to go thermonuclear war on this. They are scared to death, because they know they are guilty. Outside of Search, Google’s products—Android, Google Docs—are shit.

Why do some products, like the iPhone, turn out as well as they do? I’m now ready to offer my complete answer. It comes in three parts.

The iPhone When we are at these early stages in design . . . often we’ll talk about the story for the product—we’re talking about perception. We’re talking about how you feel about the product, not in a physical sense, but in a perceptual sense. —JONY IVE

Jobs had a tougher time navigating the controversies over Apple’s desire to keep tight control over which apps could be downloaded onto the iPhone and iPad. Guarding against apps that contained viruses or violated the user’s privacy made sense; preventing apps that took users to other websites to buy subscriptions, rather than doing it through the iTunes Store, at least had a business rationale. But Jobs and his team went further: They decided to ban any app that defamed people, might be politically explosive, or was deemed by Apple’s censors to be pornographic.

Over the next five years, DARPA’s biohybrid programs advanced at an astonishing pace. Microprocessor technology was doubling in capacity every eighteen months. By June 29, 2007, when Apple rereleased its first-generation iPhone, Americans could now carry in their pockets more technology than NASA had when it sent astronauts to the moon.

By the end of 2010, Apple had sold ninety million iPhones, and it reaped more than half of the total profits generated in the global cell phone market.

Apple has a worldwide database of Wi-Fi passwords, including my home network’s, from people backing up their iPhones.

originated at the California research institute SRI International and was purchased by Apple in 2010, listened to what iPhone users were saying to it, tried to identify what they wanted,

study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than

From a book talk in Palo Alto for "The Perfectionists"; He pulled out his new iphone and told us that its Apple-designed chipset has 8 billion[!] transistors, and that someone at Intel told him that there are now more transistors in electronics than all the leaves on all the world's trees. Something like 15 quintillion of them!

In November, just over four months after shipping its first iPhone, Apple revealed that it would make available a software development kit for anyone who wanted to develop apps. “That’s when we knew Steve had finally come to see the light,” Gassée says. “Suddenly, that was all anyone was talking about in the Valley and in the VC community. Hundreds of little guys signed up, and the race was on. Then they announced the App Store. And then they released the iPhone 3G [the second version, which shipped in July 2008, and had better wireless and a faster microprocessor]. It was only then that the iPhone was truly finished, that it had all its basics, all its organs. It needed to grow, to muscle up, but it was complete as a child is complete.

Это самый дорогой телефон в мире, — говорил Стив Баллмер из Microsoft в интервью телеканалу CNBC. — При этом его целевой аудиторией не могут быть деловые люди, так как у него нет клавиатуры». В очередной раз компания Microsoft недооценила произведение Джобса. К концу 2010 года Apple продала 90 миллионов аппаратов iPhone, и на их долю пришлось больше половины общей суммы прибыли мирового рынка сотовых телефонов.

We saw this in late 2014 when Apple finally encrypted iPhone data; one after the other, law enforcement officials raised the specter of kidnappers and child predators. This is a common fearmongering assertion, but no one has pointed to any actual cases where this was an issue. Of the 3,576 major offenses for which warrants were granted for communications interception in 2013, exactly one involved kidnapping—and the victim wasn’t a child.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Our lawsuit is saying, “Google, you fucking ripped off the iPhone, wholesale ripped us off.” Grand theft. I will spend my last dying breath if I need to, and I will spend every penny of Apple’s $40 billion in the bank, to right this wrong. I’m going to destroy Android, because it’s a stolen product. I’m willing to go to thermonuclear war on this. They are scared to death, because they know they are guilty. Outside of Search, Google’s products—Android, Google Docs—are shit. A few days after this rant, Jobs got a call from Schmidt, who had resigned from the Apple board the previous summer. He suggested they

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations of our time.

Jobs’s intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless. But if he did not want to deal with something—a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options.

It was at that moment that Jobs launched a new grand strategy that would transform Apple—and with it the entire technology industry. The personal computer, instead of edging toward the sidelines, would become a “digital hub” that coordinated a variety of devices, from music players to video recorders to cameras. You’d link and sync all these devices with your computer, and it would manage your music, pictures, video, text, and all aspects of what Jobs dubbed your “digital lifestyle.” Apple would no longer be just a computer company—indeed it would drop that word from its name—but the Macintosh would be reinvigorated by becoming the hub for an astounding array of new gadgets, including the iPod and iPhone and iPad.

Isaacson’s biography can be read in several ways. It is on the one hand a history of the most exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations

As you’ll remember, the first generation of iPhones had a tendency to disconnect in the middle of calls. The obligatory antenna required in the phone did not deliver. It wasn’t until Apple fixed that problem that the iPhone moved from Apple baseline cult first generation adopters (its Genre experts) to middle managers abandoning their BlackBerrys. The core fanatics cut Apple some slack on the first iteration of the iPhone, but they didn’t evangelize to non-cult members until all of the bugs were out of it. It’s the very same thing for books. Win over the experts and keep banging away at the keyboard. When you’ve knocked out something extraordinary, the experts will beat down their neighbors’ doors to get them to read your book.

Isaacson’s biography can be read in several ways. It is on the one hand a history of the most exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations of our time.

When President Obama asked to meet with Steve Jobs, the late Apple boss, his first question was ‘how much would it cost to make the iPhone in the United States, instead of overseas?’ Jobs was characteristically blunt, asserting that ‘those jobs are never coming back’. In point of fact, it’s been estimated that making iPhones exclusively in the US would add around $65 to the cost of each phone – not an unaffordable cost, or an unthinkable drop in margin for Apple, if it meant bringing jobs back home.  But American workers aren’t going to be making iPhones anytime soon, because of the need for speed, and scale, in getting the product on to shelves around the world. When Apple assessed the global demand for the iPhone it estimated that it would need almost 9,000 engineers overseeing the production process to meet demand. Their analysts reported that it would take nine months to recruit that many engineers in the US – in China, it took 15 days. It’s these kind of tales that cause US conservative media outlets to graphically describe Asia as ‘eating the lunch’ off the tables of patriotic, if sleep-walking, American citizens. If Apple had chosen to go to India, instead of China, the costs may have been slightly higher, but the supply of suitably qualified engineers would have been just as plentiful. While China may be the world’s biggest manufacturing plant, India is set to lead the way in the industry that poses the biggest threat to western middle-class parents seeking to put their sons or daughters through college: knowledge.

Stanford commencement address; Andy Behrendt, “Apple Computer Mogul’s Roots Tied to Green Bay,” (Green Bay) Press Gazette, Dec. 4, 2005; Georgina Dickinson, “Dad Waits for Jobs to iPhone,” New York Post and The Sun (London), Aug. 27, 2011; Mohannad Al-Haj Ali, “Steve Jobs Has Roots in Syria,” Al Hayat, Jan. 16, 2011; Ulf Froitzheim, “Porträt Steve Jobs,” Unternehmen, Nov. 26, 2007. Silicon Valley: Interviews with Steve Jobs, Laurene Powell. Jobs, Smithsonian oral history; Moritz, 46; Berlin, 155–177; Malone, 21–22. School: Interview with Steve Jobs. Jobs, Smithsonian oral history; Sculley, 166; Malone, 11, 28, 72; Young, 25, 34–35; Young and Simon, 18; Moritz, 48, 73–74. Jobs’s address was originally 11161 Crist Drive, before the subdivision was incorporated into the town from the county.

The banking system we have today is a direct descendent of banking from the Middle Ages. The Medici family in Florence, Italy, arguably created the formal structure of the bank that we still retain today, after many developments. The paper currency we have today is an iteration on coins used before the first century. Today’s payments networks are iterations on the 12th century European network of the Knights Templar, who used to securely move money around for banks, royalty and wealthy aristocrats of the period. The debit cards we have today are iterations on the bank passbook that you might have owned if you had had a bank account in the year 1850. Apple Pay is itself an iteration on the debit card—effectively a tokenised version of the plastic artifact reproduced inside an iPhone. And bank branches? Well, they haven’t materially changed since the oldest bank in the world, Monte Dei Paschi de Sienna, opened their doors to the public 750 years ago.

Ive and Jobs have even obsessed over, and patented, the packaging for various Apple products. U.S. patent D558572, for example, granted on January 1, 2008, is for the iPod Nano box, with four drawings showing how the device is nestled in a cradle when the box is opened. Patent D596485, issued on July 21, 2009, is for the iPhone packaging, with its sturdy lid and little glossy plastic tray inside. Early on, Mike Markkula had taught Jobs to “impute”—to understand that people do judge a book by its cover—and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it’s an iPod Mini or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. “Steve and I spend a lot of time on the packaging,” said Ive. “I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

John Doerr, the legendary venture capitalist who backed Netscape, Google, and Amazon, doesn’t remember the exact day anymore; all he remembers is that it was shortly before Steve Jobs took the stage at the Moscone Center in San Francisco on January 9, 2007, to announce that Apple had reinvented the mobile phone. Doerr will never forget, though, the moment he first laid eyes on that phone. He and Jobs, his friend and neighbor, were watching a soccer match that Jobs’s daughter was playing in at a school near their homes in Palo Alto. As play dragged on, Jobs told Doerr that he wanted to show him something. “Steve reached into the top pocket of his jeans and pulled out the first iPhone,” Doerr recalled for me, “and he said, ‘John, this device nearly broke the company. It is the hardest thing we’ve ever done.’ So I asked for the specs. Steve said that it had five radios in different bands, it had so much processing power, so much RAM [random access memory], and so many gigabits of flash memory. I had never heard of so much flash memory in such a small device. He also said it had no buttons—it would use software to do everything—and that in one device ‘we will have the world’s best media player, world’s best telephone, and world’s best way to get to the Web—all three in one.’” Doerr immediately volunteered to start a fund that would support creation of applications for this device by third-party developers, but Jobs wasn’t interested at the time. He didn’t want outsiders messing with his elegant phone. Apple would do the apps. A year later, though, he changed his mind; that fund was launched, and the mobile phone app industry exploded. The moment that Steve Jobs introduced the iPhone turns out to have been a pivotal junction in the history of technology—and the world.

Spokane, for example, has a law prohibiting sitting and lying on the street. Unless you’re sitting and lying outside the Apple Store waiting for an iPhone 6, in which case it’s O.K.

Pop culture was repackaged with the iPhone in mind. Our news, information, and video feeds were reformatted to Apple’s specifications. In a Wired cover story, Nancy Miller dubbed the resulting shift as “snack culture.” She described the endless buffet of “music, television, games, movies, fashion: We now devour our pop culture the same way we enjoy candy and chips—in conveniently packaged bite-size nuggets made to be munched easily with increased frequency and maximum speed. This is snack culture—and boy, is it tasty (not to mention addictive).”[47] We are all grazers, sampling from a wide array of apps and inputs. Professor S. Craig Watkins notes how we are consuming less of more. Thanks to the iPhone, “we have evolved from a culture of instant gratification to one of constant gratification.

Apple introduces CarPlay for iPhone use in vehicles The CarPlay technology will be available in vehicles as early as this year. Photo: Bloomberg By Tom Lavell | 209 words Frankfurt: Apple Inc. on Monday said their new CarPlay technology will enable drivers use iPhone with voice commands or steering-wheel buttons, and will be available in vehicles as early as this year. Fiat SpA's Ferrari supercar division, Daimler AG's Mercedes-Benz luxury unit and Volvo Car Corp. will show customers the CarPlay system this week, with other auto producers introducing it later, Cupertino, California-based Apple said in a statement. CarPlay will be available as an update to the iOS 7 mobile software on iPhones, and works with the Siri voice-recognition feature. In-vehicle technology is the top selling point for 39% of car buyers, more than twice the 14% who cited traditional performance measures such as power and speed as their first consideration, consulting company Accenture Plc said in a study published in December. The US senate commerce committee chairman Jay Rockefeller, a West Virginia Democrat, vowed in February to pursue rules for in-vehicle use of mobile phones and Internet-linked entertainment systems unless carmakers and suppliers do more to limit disruptions to drivers' focus. "CarPlay lets drivers use their iPhone in the car with minimized distraction," Greg Joswiak, Apple's marketing vice president for the mobile device, said in Monday's statement, released in advance of the technology's debut at the Geneva International Motor Show this week. Bloomberg

Building a Better Battery Boyoun Kim By BRIAN X. CHEN and NICK BILTON SAN FRANCISCO — The next breakthrough smartphone, or maybe the one after that, might not have a traditional battery as its sole source of power. Instead, it could pull energy from the air or power itself through television, cellular or Wi-Fi signals. Engineers at Apple even tried for many years to build a smarter battery by adding solar charging to iPhones and iPods, a former Apple executive said. And they have continued to experiment with solar charging, two people who work at the company said. Batteries, long the poor cousin to computer chips in research-obsessed Silicon Valley, are now the rage. As tech companies push their businesses into making wearable devices like fitness bands, eyeglasses and smart watches, the limitations of battery technology have become the biggest obstacle to sales and greater profits. Consumers are unlikely to embrace a wristwatch computer like the one being worked on by Apple, or Google’s smart glasses, if they work only a few hours between charges and must be removed to be plugged in.

Get Much more Out of one's iPhone With Jailbreak apple iphone 3G Typically individuals prefer to department out and do things that their working system has not been designed to do. Whether or not the person want to set up a new working system that enables them to how to jailbreak iphone play nintendo video games or turn their cellphone into a remote security system, jail breaking an Iphone has many advantages that users can benefit from. When a person decides to jail break an iphone, one of many first issues that they may need to take into account is violating the warranty tips, since this will trigger the guarantee to be voided. Jailbreaking refers back to the hacking from the apple iphone, which permits users to setup third social gathering apps inside the gadget. All iphones are sure to a specific supplier when they are made. This varies with nation and location.The underside line could be that the patrons are restricted to this provider, also termed as confined right into a "jail". With the utilization of softwares like jailbreak iPhone 3G, one can cut up up this restriction, subsequently the phrase "jailbreaking". This was thought of as a criminality till modern conditions, but which has a contemporary courtroom ruling, It is removed from any longer a violation with the laws. You may as well jailbreak iphone by installing extensions which offers immediate reach to your system settings out of your iOS machine. In addition they ignore specific restrictions set by Apple and carriers and acquires packages that give you with more management concerning iOS expertise. Jailbraking frees iOS devices from Apple’s limitations and lets you install something you want. There are various purposes that doesn’t meet Apple requirements and carriers out activties that Apple wouldn’t allow your gadget to do for a number of reasons. After jailbreaing your iPhone, house owners can attain nearly limitless customization enabling better management of the phone’s settings like the color scheme and interface. This offers a resolution for iPhone restrictions permitting the iPhone to have the same customization like the Google’s working system (Android). Jailbreaking entails overcoming numerous sorts of iOS security elements simultaneously.

On top of all this was the growing customer dissatisfaction with the iPhone’s U.S. network operator, AT&T. AT&T had been unable to handle the explosion of traffic the iPhone caused on its network, and by 2010 its customers had become furious and vocal about it.

Before the iPod, iPhone, and iPad, Apple’s products had been primarily purchased by Apple fans, designers, and other discerning users willing to pay a big premium. Now Apple’s products had become mainstream.

In a strange way, Samsung was legitimized by Apple’s attacks. The iPhone maker deemed the competition from the Galaxy to be serious enough to challenge.

You should never be able to reverse engineer a company’s organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It’s you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be.

Finding a charger was so much easier because almost everyone had an iPhone. Thanks, Apple.

For instance, you can’t buy e-books through the Kindle app on your iPhone because Apple takes 30% of app-driven sales—a cut that would hurt Amazon’s already razor-thin margin.

Fanuc's computerized controls, used in more than half of the world's machine tools, give lathes, grinders, and milling machines the agility to turn metal into just about any manufactured product, from a titanium hip implant to the aluminum strut in the wing of a Boeing 747. Fanuc's Robodrill, an all-in-one machining center, is used to shape the shiny metal band that wraps around the iPhone. “They've got great clients like Apple,” Loeb says. “And with labor costs going up,” the automation industry “is an obvious area of growth.

Apple Notification Center Service with an External Display The Apple Notification Center Service (ANCS) function in iOS is the source of notifications displayed as a banner message along the top of the active screen (or in place of the entire active screen) for timely alerts (e.g., when you receive a text message, miss a call, or for a variety of other applications). For example, when you receive an incoming call, the ANCS temporarily replaces the active screen with the screen shown in Figure 9-5. Figure 9-5. A notification of a phone call on an iPhone When iOS 7 was introduced, Apple included a BLE interface to the ANCS to route similar alerts to BLE connected accessories — for example, a BLE-enabled watch.

Jean-Louis Gassée, Steve’s former Apple nemesis who had segued into venture capital, puts it bluntly: “The iPhone was crippled when it first came out.

Apple’s secret testers of the Watch say its biggest feature is saving time. Having to pull out your iPhone, unlock it and open an app if you receive a message or notification is surely the definition of a “first-world problem”.

Rubin and those on down had the additional frustration of watching Jobs, in their view, wrongly take credit for innovations that were not his or Apple’s. Jobs was an amazing innovator who had an unparalleled sense for when to release a product, how to design the hardware and the software, and how to make consumers lust after it. No one else comes close to his record of doing this again and again. It was genius. But he didn’t invent most of the technology in the iPhone. What made Jobs so successful is that he never wanted to be first at anything. Business and technology history is littered with inventors who never made a dime off their inventions. Jobs understood that a multiyear gap always exists between when something is discovered and when it becomes viable as a consumer product.

I'll start with a profit of money when I making iPhone applications. And I will be making iPhone applications when they owned a Mac computer. Somtlk Mac and PC when the Start a profit of some funds.

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You

For its part, Apple has chosen to say no repeatedly. It didn’t make a phone for years, often protesting—arguably disingenuously—that it didn’t want to be in the phone business. Apple actually started developing the iPad before the iPhone, but it switched gears out of a sense that the timing wasn’t right for a tablet. (The iPhone debuted in 2007; the iPad came three years later.)

Somewhere I read, if Apple is an school then Samsung is the brilliant student. In Indian market I can say that Micromax is the smartest student

I’m also not going to tell you how I learn from my kids. Fuck that. I’m the grown-up. They and, subsequently, you as you read this, are learning from me. I’ve got no beef with her as an actress, but when Amy Adams won her Golden Globe she did one of those actressy things that drive me insane. She thanked everybody: costars, agents, managers, and so on. Then at the end she thanked her obnoxiously named child, Aviana, a name that I’m pretty sure she took from the sparkling water she was drinking on set. This kid, by her own admission, was not old enough to understand what Mommy was saying. So why did she thank her? Because the little tyke had taught her how to “accept joy and let go of fear.” Her daughter was three. She probably only taught Amy how to have a Guatemalan chick take care of her while Mama was on set all day. My twins have taught me basically nothing except that kids are expensive and have no gratitude. I hate the parent-shaming crap that is so pervasive today. It’s like the guy who announces his wife is his best friend. He doesn’t mean it; he just does it to make the rest of us look like assholes. As I write this book, there is an Apple commercial showing how I can be closer with my kids through apps. It shows happy dads connecting with their progeny by using apps to map the stars, garden and take pictures of tidal pools. You know, shit that I never do with my kids because I’m too busy earning the money to buy them the iPhones they use to ignore me. Ads like this are just not realistic. The only thing I do with my phone is watch a little porn, then call my agent and yell at him to find me work so that my kids can enjoy all those app-tivities with the nanny. If this ad were at all realistic, if it looked in any way like my life, it would show the dad screaming at the mother to get the glass replaced on her broken iPhone and then he and the kids staring at their phones while ignoring each other.

There’s the potential that Tesla is setting itself up to capitalize on a situation like the one Apple found itself in when it first introduced the iPhone. Apple’s rivals spent the initial year after the iPhone’s release dismissing the product. Once it became clear Apple had a hit, the competitors had to catch up. Even with the device right in their hands, it took companies like HTC and Samsung years to produce anything comparable. Other once-great companies like Nokia and BlackBerry didn’t withstand the shock. If, and it’s a big if, Tesla’s Model 3 turned into a massive hit—the thing that everyone with enough money wanted because buying something else would just be paying for the past—then the rival automakers would be in a terrible bind. Most of the car companies dabbling in electric vehicles continue to buy bulky, off-the-shelf batteries rather than developing their own technology. No matter how much they wanted to respond to the Model 3, the automakers would need years to come up with a real challenger and even then they might not have a ready supply of batteries for their vehicles. “I think it is going to be a bit like that,” Musk said. “When will the first non-Tesla Gigafactory get built? Probably no sooner than six years from now. The big car companies are so derivative. They want to see it work somewhere else before they will approve the project and move forward. They’re probably more like seven years away. But I hope I’m wrong.” Musk

The app economy provides an example of a new job ecosystem. It only began in 2008 when Steve Jobs, the founder of Apple, let outside developers create applications for the iPhone. By mid-2015, the global app economy was expected to generate over $100 billion in revenues, surpassing the film industry, which has been in existence for over a century.

As much as we like to think of ourselves as rational creatures, we are not. If we were, no one would throw away their perfectly working iPhone 5s to go pick up the latest Apple toy. We largely make decisions based on emotions, then rationalize them later with logical arguments. So how can you incorporate emotion into your facts and data? Use a visual story.

2.2) El Mercado Externo Las tendencias que presentamos en el apartado anterior configuran un ambiente de grandes cambios. Los negocios se aceleran. A Apple le llevó 27 años vender 67 millones de sus computadoras Mac. Pero sólo cinco años para la misma cantidad de iPods, tres para el iPhone, y sólo dos para el iPad.[23]

get a sense of how powerful Musk’s work may end up being for the American economy, have a think about the dominant mechatronic machine of the past several years: the smartphone. Pre-iPhone, the United States was the laggard in the telecommunications industry. All of the exciting cell phones and mobile services were in Europe and Asia, while American consumers bumbled along with dated equipment. When the iPhone arrived in 2007, it changed everything. Apple’s device mimicked many of the functions of a computer and then added new abilities with its apps, sensors, and location awareness. Google charged to market with its Android software and related handsets, and the United States suddenly emerged as the driving force in the mobile industry. Smartphones were revolutionary because of the ways they allowed hardware, software, and services to work in unison. This was a mix that favored the skills of Silicon Valley. The rise of the smartphone led to a massive industrial boom in which Apple became the most valuable company in the country, and billions of its clever devices were spread all over the world.

Part of what makes credit cards work is that they simplify transactions for both buyers and sellers. Concentrating on just a few cards further simplifies matters on both sides of the market. Thus ever since the big shakeout, no new credit cards have joined the ranks of the majors; the barrier to market entry has proved to be too great. That said, in recent years the Internet revolution has opened the door to competition from wholly new directions—including new kinds of payment services, such as PayPal; an international network of automatic teller machines to challenge old standbys such as traveler’s checks; and maybe even new types of “virtual money” such as Bitcoin. As I write this in 2014, Apple has announced a new payment system on the latest iPhones, and we can reasonably expect that it and/or other new payment systems that make use of mobile devices will become commonplace.

Don't forget that the a apple on the back of your phone has a bite taken out of it —there is temptation at every turn.

Apple, the most successful firm selling a low-cost product at a premium price. The total material cost for the iPhone X is $370, a fraction of the $999 price tag.80 Put another way, Apple has the profit margin of Ferrari with the production volume of Toyota.

Apple reports that people unlock their iPhones an average of 80 times per day, and a 2016 study by customer-research firm Dscout found that people touched their phones an average of 2,617 times per day. Distracted has become the new default.

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Apple’s P-type loonshots, of course, transformed their industries: the iPod, the iPhone, and the iPad. But what ultimately made them so successful, aside from excellence in design and marketing (most, although not all, of the technologies inside had been invented by others), was an underlying S-type loonshot. It was a strategy that had been rejected by nearly all others in the industry: a closed ecosystem.

Apple’s P-type loonshots, of course, transformed their industries: the iPod, the iPhone, and the iPad. But what ultimately made them so successful, aside from excellence in design and marketing (most, although not all, of the technologies inside had been invented by others), was an underlying S-type loonshot. It was a strategy that had been rejected by nearly all others in the industry: a closed ecosystem. Many companies had tried, and failed, to impose a closed ecosystem on customers. IBM built a personal computer with a proprietary operating system called OS/2. Both the computer and the operating system disappeared. Analysts, observers, and industry experts concluded that a closed ecosystem could never work: customers wanted choice. Apple, while Jobs was exiled to NeXT, followed the advice of the analysts and experts. It opened its system, licensing out Macintosh software and architecture. Clones proliferated, just like Windows-based PCs. When Jobs returned to Apple, he insisted that the board agree to shut down the clones. It cost Apple over $100 million to cancel existing contracts at a time when it was desperately fighting bankruptcy. But that S-type loonshot, closing the ecosystem, drove the phenomenal rise of Apple’s products. The sex appeal of the new products lured customers in; the fence made it difficult to leave.

New product (or service) platforms combine various technologies, some of which are new and others that are existing. These product platforms can have many dimensions of change, such as changes in cost, quality, or performance, and can offer dramatically new and unique benefits. Examples of such platform products include the Sony Walkman, which developed a new technology, or the Apple iTunes that legally combined multiple technologies and products to create a blockbuster platform. These product platforms are less risky and cheaper to develop than revolutionary products but with more potential and differentiation than evolutionary advances. Steve Jobs was the master at this, having developed platform products like the iPod, the iPad, and the iPhone.

A complete ecosystem allows you to build a new business model that is often difficult for competitors to catch. By offering a complete line of products and services that customers seek, and with convenience and competitive prices, a complete ecosystem can make customers happier and keep them tied to your business. Perhaps the master of this strategy was Steve Jobs. His platforms included entire companies. At Pixar, he changed the old system of movie production by keeping the same team of creative and business types who developed endless hits. The company was the platform. At Apple, after his return, he built platforms for music (iPod), cell phones (iPhone), and computers (iPad). Apple’s operating system can also be considered a platform, since it can be used across Apple’s computers and phones.3

These arguments further distracted RIM from recalibrating its strategy and from monitoring the fringes of society, even as it was becoming clear that the iPhone was ushering in a new era of mobile connectivity. Rather than quickly adapting its beloved product for a new generation of mobile users, RIM continued tweaking and incrementally improving its existing BlackBerrys and their operating systems. But that first iPhone was in many ways a red herring. Apple swiftly made improvements to the phone and the operating system. Soon it became clear that the iPhone was never intended to compete against the BlackBerry. Apple had an entirely different vision for the future of smartphones—it saw the trend in single devices for all of life, not just business—and it would leapfrog RIM as a result.

Many in Hollywood view Disney as a soulless, creativity-killing machine that treats motion pictures like toothpaste and leaves no room for the next great talent, the next great idea, or the belief that films have any meaning beyond their contribution to the bottom line. By contrast, investors and MBAs are thrilled that Disney has figured out how to make more money, more consistently, from the film business than anyone ever has before. But actually, Disney isn’t in the movie business, at least as we previously understood it. It’s in the Disney brands business. Movies are meant to serve those brands. Not the other way around. Even some Disney executives admit in private that they feel more creatively limited in their jobs than they imagined possible when starting careers in Hollywood. But, as evidenced by box-office returns, Disney is undeniably giving people what they want. It’s also following the example of one of the men its CEO, Bob Iger, admired most in the world: Apple’s cofounder, Steve Jobs. Apple makes very few products, focuses obsessively on quality and detail, and once it launches something that consumers love, milks it endlessly. People wondering why there’s a new Star Wars movie every year could easily ask the same question about the modestly updated iPhone that launches each and every fall. Disney approaches movies much like Apple approaches consumer products. Nobody blames Apple for not coming out with a groundbreaking new gadget every year, and nobody blames it for coming out with new versions of its smartphone and tablet until consumers get sick of them. Microsoft for years tried being the “everything for everybody” company, and that didn’t work out well. So if Disney has abandoned whole categories of films that used to be part of every studio’s slates and certain people bemoan the loss, well, that’s simply not its problem.

Remember Apple’s old slogan: “There’s an app for that.” Apple knew early on that a large part of the value of the iPhone wasn’t just in the phone itself but rather in the new experiences that it enabled developers to build for users. The GitHub equivalent would be “There’s a repository for that.” If you’re looking for any kind of software project, chances are you’ll find it on GitHub.

2. Cooperate with Industry Incumbents Back in 2007, Google was in a precarious position. The company owned desktop search, but the mobile Internet was starting to take off. With the runaway early success of the iPhone, Google was worried that mobile would become Apple’s walled garden. Luckily, it wasn’t alone. Handset manufacturers and telecoms not named AT&T shared the same fear. So Google created the Open Handset Alliance, a group dedicated to advancing Google’s Android operating system. In essence, Google used a cooperative strategy. Rather than trying to build a network all on its own, it tapped into the existing sales channels of the companies in the Open Handset Alliance to spread Android to consumers.

I would like to believe that this is all a bunch of misunderstandings. After all, Twitter is relatively new, especially in company years. It’s been around only since 2006. In the old days, it wasn’t uncommon for a big tech company—say, Apple or Microsoft—to have a few hiccups along its road to success. Let’s remember that Apple almost went bankrupt two or three times before anyone ever knew what an iPhone was.

Intel sells more semiconductors in China than it sells in the United States. Boeing sells a quarter of all its planes in China. Apple depends on China for the manufacturing of all its iPhones. Wal-Mart and Home Depot depend on China for a vast array of products.

Of all the companies I know well, Apple did the best job of creating a great environment for people in a rock star phase. The company’s organizational design optimized for deep functional expertise. There were no “general managers.” There was no iPhone division. Instead, there were operating system engineers, camera experts, audiophiles, and glass gurus who came together around the iPhone. There were always people around who knew some functional aspect of the product more deeply than anyone else, and they were revered for it.

If you have an iPhone, Apple could have your address book, your calendar, your photos, your texts, all the music you listen to, all the places you go—and even how many steps it took to get there, since phones have a little gyroscope in them. Don’t have an iPhone? Then replace “Apple” with Google or Samsung or Verizon. Wear a FuelBand? Nike knows how well you sleep. An Xbox One? Microsoft knows your heart rate.1 A credit card? Buy something at a retailer, and your PII (personally identifiable information) attaches the UPC to your Guest ID in the CRM (customer relations management) software, which then starts working on what you’ll want next.

General Motors sells more cars in China than in the United States. Before the Trump trade war, up to 60 percent of U.S. soybean exports went to China, and Apple sold $40 billion a year of iPhones. China was also expected to become the biggest market for U.S. LNG.

growing crop of biometric tools—sleep measurement apps, fitness monitors, the thumbprint reader introduced on Apple’s iPhone 5S, the gene-sequencing service 23andme.com—means that corporations are set to know us at the physical, even genomic level. (“Your DNA will be your data,” says one particularly creepy HSBC ad spotted at JFK airport.)

iPhone sea inteligente y no estúpido debe su financiación a la investigación, tanto básica como aplicada, financiada por el Estado. Esto, por supuesto, no significa que Steve Jobs y su equipo no fuesen cruciales para el éxito de Apple, pero ignorar el lado «público» de la historia impedirá que nazcan las Apple del futuro.

apple's iphone came along, followed by google's android operating system. both companies offered not just snazzy products but successful platforms for developers. ecosystems of apps grew around them, while nokia's symbian operating system became, by comparison, hopelessly passé. by 2011, nokia was in free fall, never to recover.

Just four years after it launched, the iPhone accounted for half of Apple’s revenue.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This

It happened in 2006 when the company’s COO and soon-to-be CEO, Randall Stephenson, quietly struck a deal with Steve Jobs for AT&T to be the exclusive service provider in the United States for this new thing called the iPhone. Stephenson knew that this deal would stretch the capacity of AT&T’s networks, but he didn’t know the half of it. The iPhone came on so fast, and the need for capacity exploded so massively with the apps revolution, that AT&T found itself facing a monumental challenge. It had to enlarge its capacity, practically overnight, using the same basic line and wireless infrastructure it had in place. 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. Demand exploded a hundred thousand percent [over the next several years]. Imagine the Bay Bridge getting a hundred thousand percent more traffic. So we had a problem. We had a small straw that went from feeding a mouse to feeding an elephant and from a novelty device to a necessity” for everyone on the planet. Stephenson insisted AT&T offer unlimited data, text, and voice. The Europeans went the other way with more restrictive offerings. Bad move. They were left as roadkill by the stampede for unlimited data, text, and voice. Stephenson was right, but AT&T just had one problem—how to deliver on that promise of unlimited capacity without vastly expanding its infrastructure overnight, which was physically impossible. “Randall’s view was ‘never get in the way of demand,’” said Donovan. Accept it, embrace it, but figure out how to satisfy it fast before the brand gets killed by dropped calls. No one in the public knew this was going on, but it was a bet-the-business moment for AT&T, and Jobs was watching every step from Apple headquarters.

The first calls from an Apple phone were not, it turns out, made on the sleek touchscreen interface of the future but on a steampunk rotary dial.

Jobs would soon pit the iPod team against a Mac software team to refine and produce a product that was more specifically phone-like. The herculean task of squeezing Apple’s acclaimed operating system into a handheld phone would take another two years to complete. Executives would clash; some would quit. Programmers would spend years of their lives coding around the clock to get the iPhone ready to launch, scrambling their social lives, their marriages, and sometimes their health in the process.

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Jan was born in a small town outside of Kiev, Ukraine. He was an only child. His mother was a housewife, his father a construction manager. When Koum was sixteen, he and his mother immigrated to Mountain View, California, mainly to escape the anti-semitic environment of their homeland. Unfortunately, Jan’s father never made the trip. He got stuck in the Ukraine, where he eventually died years later. His mother swept the floors of a grocery store to make ends meet, but she was soon diagnosed with cancer. They barely survived off her disability insurance. It certainly wasn’t the most glamorous childhood, but he made it through. After college, Jan applied to work at Yahoo as an infrastructure engineer. He spent nine years building his skills at Yahoo, and then applied to work at Facebook. Unfortunately, he was rejected. In 2009, Jan bought an iPhone and realized there was an opportunity to build something on top of Apple’s burgeoning mobile platform. He began building an app that could send status updates between devices. It didn’t do very well at first, but then Apple released push notifications. All of the sudden, people started getting pinged when statuses were updated. And then people began pinging back and forth. Jan realized he had inadvertently created a messaging service. The app continued to grow, but Jan kept quiet. He didn’t care about headlines or marketing buzz. He just wanted to build something valuable, and do it well. By early 2011, his app had reached the top twenty in the U.S. app store. Two years later, in 2013, the app had 200 million users. And then it happened: In 2014, Jan’s company, WhatsApp, was acquired by Facebook―the company who had rejected him years earlier―for $19 billion. I’m not telling this story to insinuate that you should go build a billion-dollar company. The remarkable part of the story isn’t the payday, but the relentless hustle Jan demonstrated throughout his entire life. After surviving a tumultuous childhood, he practiced his craft and built iteratively. When had had a product that was working, he stayed quiet, which takes extreme discipline. More often than not, hustling isn’t fast or showy. Most of the time it’s slow and unglamorous―until it’s not. 

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In general, be it at startups or aggressive companies like Facebook, there should be a cultural bias for launching. The perfect is very often the enemy of the good, and as the Facebook poster screamed from every wall: DONE IS BETTER THAN PERFECT. Very few companies have died due to launching early; at worst, you’ll have a one time product embarrassment (as Apple did with the first version of its iPhone Maps app). However, countless companies have died by losing the nerve to ship, and freezing into a coma of second-guessing, hesitation, and internal indecision. As in life, so in business: maintain a bias for action over inaction.

There is no more potent reminder of the power of customer reaction than lines at the Apple store in the days leading up to a new product launch. And consider the reach of billions of email messages sent every year that are signed off with “Sent from my iPhone.

He once told a group of investors that “the iPhone was just below food and water on Maslow’s hierarchy of needs,” according to Sanford Bernstein research analyst Toni Sacconaghi, who witnessed the quip.

The hallmarks of the Apple product message are, as with so much at Apple, simplicity and clarity. Throughout its history, Apple has unveiled products and features that either didn’t previously exist in the industry or represented meaningful leaps forward. The simple design and capabilities of the first iPod and the groundbreaking multitouch expand-and-contract feature on the iPhone are two noteworthy examples.

The key, said Borchers, was highlighting exactly what made the iPhone stand out

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What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

También ha creado una plataforma de innovación, igual que el iPhone de Apple es una plataforma para desarrolladores de software independientes que construyen un negocio en torno a las aplicaciones propias que operan en el teléfono.

Ive’s dreamy insistence on a stainless-steel bezel for iPhones and industrial-grade glass for iPads, for instance, paid off in a way that managers worried about making a budget never could have achieved. If he were handcuffed to a spreadsheet, would Ive have insisted that the Italian marble being considered for Apple’s first Manhattan retail store be flown to Cupertino for him to inspect?

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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. Instead, his Channel Island Surfboards factory is located a block from the Santa Barbara beach, where Merrick still regularly spends time surfing.

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When the iPhone was launched in 2007, Apple did not yet have its App Store,