Apple, at one time, had the gaming world in its very own clutches with the Apple TV. How did Apple hose that up? At iPad Insight author JHROGERSII, has written a two part essay (with #3 still coming) entitled:
- The Nintendo Switch: How Apple Had a Gaming Giant on the Mat and Let Them Get Back Up- Part One
- The Nintendo Switch: How Apple Had a Gaming Giant on the Mat and Let Them Get Back Up- Part Two
The articles mirror my own thinking about Apple and the Apple TV. First, Apple has never shown signs that they are immersed in the TV technology movement and have poured on the coals with Apple TV technology. The same thing seems to have happend with gaming. There was no obsession and no cut-throat competitive instincts with killer products ushered to market. As the author points out: “You have to actually give a crap about gaming to make an impact on it.”
However, despite the small amount of effort that Apple actually put into gaming, they never really cared enough about the category to own it, and their actions over time bear that out. Apple has made a habit of farming out innovation and the task of defining their own hardware to developers for a while now.
We saw this just a couple of years ago with Apple leaving it to devs to supply meaning and purpose for the original iPad Pro and the Apple Pencil. They also expected the same with the initial launch of the Apple Watch. In both cases, third-party apps weren’t enough to define these two different product categories. However, in both of these cases, Apple listened to user feedback, stepped in and took control, and ultimately changed course to adjust the product experience accordingly.
Unfortunately, they never took such action with gaming, and at this point, I’ve given up hope of that ever happening.
The author goes on to look at the mentality of purchasers of gaming apps, how belated support for a game controller was ignored by developers, and how the competition has seriously upped its own game and came back strong.
The Apple TV has had all the earmarks of a top-down management approach that dictated its limits and hamstrung the product managers.
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