In the second part of our WWDC wrapup, we delve into the large-scale shift represented by iOS 7. Siri guides us on the journey from navigation to consumption in our latest AsymCar segment, and Horace examines what iWork for iCloud means.
In the first part of a post-WWDC “doubleheader”, we look back at AirShow and begin our dive into the keynote, with regard to Apples hardcore product Mac Pro, Mavericks, iTunes Radio, and examining discovery versus playback.
Questions for Tim Cook; a brief look at the grammar of the organization; Xbox One vs. the Spruce Goose and how to avoid knowing too much.
An update on Airshow, the state of Apple retail, and beginning dialogue on the open question of what is Google’s greatest weakness
A new theory of device-enabled presentations; the iTunes ARPU average revenue per user and its putative erosion; a definition of smart devices, the cycles of computing as a continuum.
Horace proposes a classification of analysts and their motives and how to think about the value of commentary. We delve into how Apple executives obtain and preserve authority and talk about the disruptive impact of Nintendo. Also a hint about a new Perspective presentation before WWDC.
The Apple Q1 financial performance review with a short look at the impact of warranties on gross margins. The growth question: why financial analysis cannot offer insights into new product creation, and why makers of things think different. Finally, a new installment into Asymcar: why the process of car making is over-integrated, over-serving, and over-concentrated.
We cover misleading headlines with respect to the iPhone at Verizon while questioning the ebb and flow of media tone on Apple news. We also dive deeper into Asymcar and how to think about car manufacturing. Finally, how to approach industry analysis regardless of your industry.
The best and brightest are usually put to work on optimisation, and asked to improve the way things work. ‘Can you make it better, faster, and stronger?’ They will then go forward and solve the inefficiencies, and that’s where 99% of most energy is spent on. But, at some point you run out of room to improve things, and that’s when you have step aside and ask, can we make it different?
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A report on Ùll with recollections from Don Metlon and Michael B. Johnson (Dr. Wave): what is a functional organization and why is that a thing of beauty? What do Pixar and Apple have in common? What is Horace’s favorite Pixar movie? Also a new mini-installment on “Asymcar”, what’s wrong with cars?