“The key, said Borchers, was highlighting exactly what made the iPhone stand out” — Adam Lashinsky Copy Share Image
The cloud, for a while more of a metaphor than a giant business, is re-ordering all sorts of industries. — Adam Lashinsky Copy Share Image
Sony's Walkman far predated the iPod. Nokia ruled smartphones before Apple. — Adam Lashinsky Copy Share Image
No matter your interpretation of Apple's success with its Watch, it has become a leader - and it wasn't first to market. — Adam Lashinsky Copy Share Image
“The ethos at Apple was always about its uniqueness, and attention to detail is part of that ethos.” — Adam Lashinsky Copy Share Image
Apple is so secretive internally, they keep secrets from each other. — Adam Lashinsky Copy Share Image
“The goal of the Apple stores was to appeal to non-Macintosh customers,” — Adam Lashinsky Copy Share Image
“Many consumers don’t even notice UI, but the ease, elegance, and wit with which Apple users interact with their products is a… — Adam Lashinsky Copy Share Image
The iPod was once so important to Apple that the estimable journalist Steven Levy wrote an entire book about it. And then,… — Adam Lashinsky Copy Share Image
“Steve’s talked about the goal of Apple, and the goal of Apple is not to make money but to make really nice… — Adam Lashinsky Copy Share Image
“The way you end any discussion at Apple is: ‘It’s the right thing for the product.’ If you bring the data that… — Adam Lashinsky Copy Share Image
“Under Steve Jobs, only one executive “owned” a P&L, and that was the chief financial officer. By creating a system whereby only… — Adam Lashinsky Copy Share Image
Bernard Tyson, CEO of Kaiser Permanente, sees technology as an augmentation to current healing tools - but not a replacement for human… — Adam Lashinsky Copy Share Image
“Obsessing over details and bringing a Buddhist level of focus to a narrow assortment of offerings sets Apple apart from its competitors.” — Adam Lashinsky Copy Share Image
“He overtly thinks about the simplicity of Apple’s design and attention to detail. “We are primarily about building a really pure user… — Adam Lashinsky Copy Share Image
“Apple doesn’t own the saw, and it doesn’t own the company that owns the saw. It also doesn’t staff the factory where… — Adam Lashinsky Copy Share Image
Apple does a very good job of not letting its competitors know what it is working on, and Apple does a very… — Adam Lashinsky Copy Share Image
“Apple’s marketing and communications team works in a building just across from 1 Infinite Loop called M-3, the M standing for “Mariani… — Adam Lashinsky Copy Share Image
“it is the intimate interaction between the operating system and the hardware that allows us to do that.” Jobs was speaking at… — Adam Lashinsky Copy Share Image
What to do with a leading business that's challenged by a new technology wave without hurting an existing profit stream? The single… — Adam Lashinsky Copy Share Image
“Jobs also took a direct interest in where the ads ran. He favored TV shows that fit the sensibility of Apple’s perceived… — Adam Lashinsky Copy Share Image
“Once things really picked up, a virtuous halo effect took hold: Heavy promotions of iPods brought people into retail stores, where customers… — Adam Lashinsky Copy Share Image
“Apple’s brand czar, Hiroki Asai, is a quiet executive almost completely unknown to the general public. He studied printed design at California… — Adam Lashinsky Copy Share Image
“Logistics is in fact a key aspect of military planning, and Cook is responsible for Apple’s operational excellence. For example, when Apple… — Adam Lashinsky Copy Share Image
“Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its… — Adam Lashinsky Copy Share Image
“George Blankenship, a top executive of Apple’s retail initiative when it began, explained the very real link between storytelling and driving demand.” — Adam Lashinsky Copy Share Image
“He once told a group of investors that “the iPhone was just below food and water on Maslow’s hierarchy of needs,” according… — Adam Lashinsky Copy Share Image
“The reason you have committees is that you have divided responsibilities,” Jobs said. “We don’t. At Apple you can figure out exactly… — Adam Lashinsky Copy Share Image
Apple is a military-like command-and-control organization where people lower down in the organization manage up. They are constantly preparing their boss who… — Adam Lashinsky Copy Share Image
“Ive’s dreamy insistence on a stainless-steel bezel for iPhones and industrial-grade glass for iPads, for instance, paid off in a way that… — Adam Lashinsky Copy Share Image
“The hallmarks of the Apple product message are, as with so much at Apple, simplicity and clarity. Throughout its history, Apple has… — Adam Lashinsky Copy Share Image
“PC makers put crapware on their computers—antivirus software, subscription offers, and so on—precisely because the revenue is lucrative. Apple forgoes such opportunities… — Adam Lashinsky Copy Share Image
“A few years later Jobs rhapsodized about Land in an interview with Playboy. “Land was a troublemaker,” Jobs said. “He dropped out… — Adam Lashinsky Copy Share Image
“An unwillingness to stick a finger in the wind of customer requirements was one of Steve Jobs’s favorite tropes over the years.… — Adam Lashinsky Copy Share Image
“If you went back to the year 2000 and you looked at Apple, most people knew one thing about Apple products: They… — Adam Lashinsky Copy Share Image
“From Apple’s iconic “Think Different” campaign in 1997 featuring images of Gandhi and Einstein and Bob Dylan (and no Apple products) to… — Adam Lashinsky Copy Share Image
“Speaking of Jobs, Moritz writes: “He was unwilling to let product planning become burdened with analysis, focus groups, decision trees, the shifts… — Adam Lashinsky Copy Share Image
“How fast can we get people through the register? Well, let’s get rid of the register. Why do we even need a… — Adam Lashinsky Copy Share Image
“The reason you have committees is that you have divided responsibilities,” Jobs said. “We don’t. At Apple you can figure out exactly who is… — Adam Lashinsky Copy Share
Groceries, TV shows, and shoes are a few categories Amazon has been willing to hang onto for years. — Adam Lashinsky Copy Share
Amazon has suffered quarters-long profit droughts. Alphabet has given its investors agita over profligate spending on non-core products. Microsoft's growth - if not its… — Adam Lashinsky Copy Share
Chip maker Nvidia is the new old thing, an overnight success story years in the making that is having its moment and then some. — Adam Lashinsky Copy Share
“George Blankenship, a top executive of Apple’s retail initiative when it began, explained the very real link between storytelling and driving demand.” — Adam Lashinsky Copy Share
Apple is a military-like command-and-control organization where people lower down in the organization manage up. They are constantly preparing their boss who may be… — Adam Lashinsky Copy Share
“The trick with selling breakthrough products is to explain them clearly.” — Adam Lashinsky Copy Share
Roku collects money two ways: by selling hardware, which it calls 'players'; and by selling advertising and taking a cut of revenues from the… — Adam Lashinsky Copy Share
As the finish line for 2017 begins to come into focus, I'm beginning to wonder what an Uber turnaround would look like. — Adam Lashinsky Copy Share
“Ive’s dreamy insistence on a stainless-steel bezel for iPhones and industrial-grade glass for iPads, for instance, paid off in a way that managers worried… — Adam Lashinsky Copy Share
“I always considered part of my job was to keep the quality level of people in the organizations I work with very high. That’s… — Adam Lashinsky Copy Share
Chinese companies, in their well-capitalized, rapidly growing, and surprisingly lightly regulated markets, have become global innovation leaders. — Adam Lashinsky Copy Share
“PC makers put crapware on their computers—antivirus software, subscription offers, and so on—precisely because the revenue is lucrative. Apple forgoes such opportunities time and… — Adam Lashinsky Copy Share
Innovation has its limits, of course, and Salesforce has proved adept at supplementing its growth with acquisitions, a tool long available to older rivals… — Adam Lashinsky Copy Share
“Blankenship described Tesla’s version, an obvious homage to Apple marketing, regarding how to sell its $150,000-plus Roadster. “Zero to sixty in 3.7 seconds,” he… — Adam Lashinsky Copy Share
