Events in human history seldom repeat exactly. The forces are too complex. What is certain, however, is that new stars in the human heavens are always bursting forth. We can't yet judge the current Apple CEO, Mr. Tim Cook, but we can be assured that new talents, new leaders are destined to emerge. That's just the way it is with human beings. We should be optimistic.
Apple, Google and other high technology companies are now poised to bring us into the Post-TV era. The delivery of TV content over the Internet is picking up steam, and these companies have the talent and money to reinvent our TV viewing experience. John Martellaro looks at the state-of-the-art and their prospects to disrupt traditional cable and satellite providers.
American business history is replete with companies that made their mark by building the best. And there was no end of competition, seeking to take their place. What tools do today's competitors have to fight Apple and how could a subtle lapse in attitude lead Apple astray? John Martellaro explores a dangerous scenario for Apple.
At first, some observers thought that Microsoft was on to something. Its Surface tablets, with attached keyboards, looked and worked nothing like a modern tablet. Perhaps Microsoft knew something important about business and steadfastly went its own way, refusing to copy Apple. Now, the situation with Microsoft's tablets is coming into focus. Samsung and Apple are dueling for the tablet future and Microsoft has flubbed, badly, clinging to past glories.
When we pined away for a new Mac Pro from Apple, we used the halo car metaphor to suggest that we wanted the best Mac that money could buy. It would be something that would be significantly better and faster than a prosumer iMac. But what we need to brace for now is the price.
There was a time when many observers thought about Apple changing the way consumers watch content on their HDTV. Over time, it's become clear that the content holders have an iron grip on content, and so the new question may be: what can we do with that big display that we haven't been doing? Something that Apple is uniquely suited to do.
In many endeavors these days, outsiders have a louder voice than the people doing the hard work. It's so bad that scientists have to take classes on public speaking. The same goes for Apple. The employeees inside of Apple, designing and selling great products that are snapped up immediately, are under a barrage of criticism by outsiders who boast loudly. John Martellaro explains some of the reactions to WWDC's Keynote.
There are varying perspectives on what the next Mac Pro should be like. But everyone seems to agree that it should look beautiful, be insanely fast, have stupendus graphics power, be customer upgradeable to ridiculous amounts of RAM, boot from an SSD and be cooled by liquid helium if necessary in order to run rings around any everyday iMac. A WWDC announcement would stun and stagger us.
Given the complexity of the high technology marketplace, changing demographics, new technologies, cutthroat competitors, and product design and positioning, it's a miracle that a CEO and his or her executive team can build and maintain a profitable, admired company. This week's Particle Debris looks at how difficult that really is.
We hear a lot about about CEO charisma and seat-of-the pants navigation of the modern tech industry challenges. However, are the forces in the modern marketplace too complex for one CEO or even a small team of executives to analyze successfully? There is a tool that can come to their aid that we know works. It helped the Allies win World War II.
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