It's been a steady-state phenomena of Apple for years. A small executive team of senior vice presidents has presided over Apple ever since Steve Jobs returned to power. As the company has grown from $8B in annual revenues in 2004 to $182B in 2014, the size of the core executive team, where all the real power is, has not changed significantly. Today, Apple is suffering for it.
Apple is indeed an awesome and wealthy company, on track to become the first one valued at a trillion dollars. But the heritage of Apple is also concentrated power in a small executive team, and that means too much falls through the cracks.
Working for Apple is the experience of a lifetime. Most everyone who has had that privilege looks back with affection on the experience — if one ignores the reason for leaving. But a recent article, without having spoken to any former Apple employees, looks only at the downsides from a few whiners. It was a one sided, deceptive picture.
A question has been raised by one of TMO's readers whether Apple genuinely cares about its customers. In addition, do Apple customers occasionally have to overcome hurdles that Apple places in the way to productivity? John Martellaro ponders the question and provides an answer from his own experience.
Technology and software services are developing faster than most people can absorb them. As a result, there's a human tendency to focus on tried and true products and take only minor excursions when they're sufficiently mature and useful. That's what Apple keeps in mind but the competition often cannot afford to do.
Product lines tend to expand as the technology evolves. The user base grows to include people with new needs. Competition heats up. And so it's only logical that Apple would introduce, after this long hiatus in iPads, a model with a larger display than 9.7-inches. John Martellaro explains.
One could think of many reasons for Apple's early 2013 new product drought. In fact, John Martellaro has thought of 15 of them. Why must Tim Cook's theorized incompetence be the most popular? Is it perhaps because an off-the-cuff assessment of a CEO's character is easier than penetrating Apple's shroud of secrecy? Here's John's list of other reasons for the drought.
It'll be some time before Tim Cook is ready to step down as Apple's CEO, but John Martellaro, always thinking ahead, has some thoughts on the process for selecting the next Apple CEO. The analysis, in fact, applies to any corporation.
There was a time, during the PC Wars, when Apple customers had a special passion for Macs. It was derived from the industrial design of Macs and the OS, but propelled by the fact that businesses wanted to buy the cheapest PCs for their employees. Fast forward to now when every Apple competitor seems able to copy the iPhone and iPad. Where did all that Mac passion go?
What makes a product creepy? How do customers feel about Internet services versus things they can touch and hold? John Martellaro explores the creepy factor.
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