Longreads Pick
“Everything at Apple is as much about perception as about reality,” the company’s former C.E.O. John Sculley said to me a few days after his old partner and rival, Steve Jobs, unveiled the alliance he had engineered with Microsoft. Since Sculley was deposed, in 1993, after running Apple for ten years, he has rarely spoken about the firm or about Jobs, and his tone was one of cynicism tinged with grudging respect. “The deal is good for Apple,” he said. “But it has nothing to do with technology or business and everything to do with what Steve is a master of—perception.
Like this:
Like Loading...
Published: Sep 8, 1997
Length: 20 minutes (5,075 words)
-->
“Bezos claims he doesn’t think defensively. ‘Everything we do is driven by seeing opportunity rather than being worried about defending,’ he says. Given Apple’s inroads into the media business, that’s hard to believe. Bezos is magnanimous toward Jobs. ‘On a personal level we have a tremendous amount of respect for Apple and Steve. I think that’s returned,’ he says. ‘Our cultures start in the same place. Both companies like to invent, both companies like to pioneer, both companies start with the customer and work backwards. There’s a like-mindedness.’ Pause. ‘Are two companies like Amazon and Apple occasionally going to step on each others toes? Yes.’”
“The Omnivore.” — Brad Stone, Bloomberg Businessweek
See more #longreads from Bloomberg Buisnessweek
Like this:
Like Loading...
Longreads Pick
Jeff Bezos is channeling Steve Jobs. It’s mid-September and the wiry billionaire founder of Amazon.com is at his brand new corporate headquarters in Seattle, in a building named “Day One South” after his conviction that 17-year-old Amazon is still in its infancy. Almost giddy with excitement, Bezos retrieves one by one the new crop of dirt-cheap Kindle e-readers—they start at $79—from a hidden perch on a chair tucked into a conference room table. When he’s done showing them off, he stands up, and, for an audience of a single journalist, announces, “Now, I’ve got one more thing to show you.” He waits a half-beat to make sure the reference to Jobs’ famous line from Apple presentations hasn’t been missed, then gives his notorious barking laugh. With that, Bezos pulls out the Kindle Fire, Amazon’s long-anticipated tablet computer—and the first credible response to the Apple iPad.
Like this:
Like Loading...
Published: Sep 28, 2011
Length: 16 minutes (4,239 words)
-->
Longreads Pick
Wash the apple before you bite into it, because that’s the way you were raised. Germs, pesticides, dirt, gunk, it doesn’t matter—just wash it. The fingerprints, too, go down the drain with the rest. It’s easy to forget that there are people who harvest our food. Sometimes, maybe, we are reminded of the seasons and the sun and the way of the apple tree, and if we multiply that by millions of apple trees, times millions of tomato plants, times all the other fruits and vegetables, we realize, holy potato chips, that’s a lot of picking. Without 1 million people on the ground, on ladders, in bushes—armies of pickers swooping in like bees—all the tilling, planting, and fertilizing of America’s $144 billion horticultural production is for naught. The fruit falls to the ground and rots.
Like this:
Like Loading...
Published: Sep 24, 2011
Length: 26 minutes (6,507 words)
-->
Longreads Pick
Tim Cook arrived at Apple in 1998 from Compaq Computer. He was a 16-year computer-industry veteran – he’d worked for IBM (IBM, Fortune 500) for 12 of those years – with a mandate to clean up the atrocious state of Apple’s manufacturing, distribution, and supply apparatus. One day back then, he convened a meeting with his team, and the discussion turned to a particular problem in Asia. “This is really bad,” Cook told the group. “Someone should be in China driving this.” Thirty minutes into that meeting Cook looked at Sabih Khan, a key operations executive, and abruptly asked, without a trace of emotion, “Why are you still here?”
Like this:
Like Loading...
Published: Nov 10, 2008
Length: 16 minutes (4,102 words)
-->
Longreads Pick
The following menu for a 1902 Christmas dinner party stands—as far as I know—as one of the most unusual ever printed. And also one of the least appetizing: “Apple Sauce. Borax. Soup. Borax. Turkey. Borax. Borax. Canned Stringed Beans. Sweet Potatoes. White Potatoes. Turnips. Borax. Chipped Beef. Cream Gravy. Cranberry Sauce. Celery. Pickles. Rice Pudding. Milk. Bread and Butter. Tea. Coffee. A Little Borax.” Unless, of course, one happens to enjoy meals spiced up by the taste of borax—a little metallic, sweet and unpleasant, or so they say—a preservative used to keep meat from rotting in the late nineteenth and early twentieth century.
Like this:
Like Loading...
Published: Jun 15, 2011
Length: 12 minutes (3,032 words)
-->
Longreads Pick
It starts at a very young age. The summer after third grade, my parents sent me to Jewish sleepaway camp. I was deeply homesick at first and cried a lot in my bunk bed, but by the end of the month I didn’t want to leave. So I went back, summer after summer—boarding the plane with a few other Jewish kids from my hometown of Youngstown, Ohio, and flying to Appleton, Wisconsin, with a stop-over at O’Hare, where a volunteer from Hadassah would meet us at the gate and try to keep us from the moo shu pork at Wok-N-Roll.
Like this:
Like Loading...
Published: Jun 14, 2011
Length: 14 minutes (3,624 words)
-->
Longreads Pick
One could also read ‘The Master Switch’ as a much bolder attempt to influence the future of the information economy, not just net neutrality. In the book and in recent public appearances, Wu has focused on the growing power of Apple, Facebook, and Twitter—not the usual contestants in net neutrality debates. He believes that some of these companies exhibit features of earlier information empires and may be hurting innovation. The separations principle is clearly meant to apply to them, and to the information industry as a whole, not just to network operators such as Comcast and Verizon. The merits and implications of Wu’s position, therefore, need to be assessed in a much broader context than net neutrality alone.
Like this:
Like Loading...
Published: Mar 2, 2011
Length: 15 minutes (3,799 words)
-->
USA Inc.: An Open Letter to Shareholders, by Mary Meeker
What you’ll see on the following pages is hard to misinterpret: We have big issues, but the U.S. is in sounder shape than Apple was in 1997, when it lost a billion dollars. That’s the year Steve Jobs returned as CEO and took extreme measures, including agreeing to make Internet Explorer the Mac’s default browser. Jobs also got Microsoft to buy $150 million in nonvoting Apple shares—a lifeline for a company that, according to Jobs himself, was 90 days from bankruptcy court. Apple is now the second most valuable company in the world.
By Mary Meeker, Businessweek
Like this:
Like Loading...
Longreads Pick
What you’ll see on the following pages is hard to misinterpret: We have big issues, but the U.S. is in sounder shape than Apple was in 1997, when it lost a billion dollars. That’s the year Steve Jobs returned as CEO and took extreme measures, including agreeing to make Internet Explorer the Mac’s default browser. Jobs also got Microsoft to buy $150 million in nonvoting Apple shares—a lifeline for a company that, according to Jobs himself, was 90 days from bankruptcy court. Apple is now the second most valuable company in the world.
Like this:
Like Loading...
Published: Feb 25, 2011
Length: 10 minutes (2,730 words)
-->
You must be logged in to post a comment.