Industry Breakthroughs
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Apple Strategy Teardown
Apple Strategy Teardown The maverick of personal computing is looking for its next big thing in spaces like healthcare, AR, and autonomous cars, all while keeping its lead in consumer hardware. With an uphill battle in AI, slowing growth in smartphones, and its fingers in so many pies, can Apple reinvent itself for a third time? In many ways, Apple remains a company made in the image of Steve Jobs: iconoclastic and fiercely product focused. But today, Apple is at a crossroads. Under CEO Tim Cook, Apple’s ability to seize on emerging technology raises many new questions. Primarily, what’s next for Apple? Looking for the next wave, Apple is clearly expanding into augmented reality and wearables with the Apple Watch AirPods wireless headphones. Though delayed, Apple’s HomePod speaker system is poised to expand Siri’s footprint into the home and serve as a competitor to Amazon’s blockbuster Echo device and accompanying virtual assistant Alexa. But the next “big one” — a success and growth driver on the scale of the iPhone — has not yet been determined. Will it be augmented reality, healthcare, wearables? Or something else entirely? Apple is famously secretive, and a cloud of hearsay and gossip surrounds the company’s every move. Apple is believed to be working on augmented reality headsets, connected car software, transformative healthcare devices and apps, as well as smart home tech, and new machine learning applications. We dug through Apple’s trove of patents, acquisitions, earnings calls, recent product releases, and organizational structure for concrete hints at how the company will approach its next self-reinvention. -
Meditative Story Transcript – Angela Ahrendts Click Here to Listen to The
Meditative Story Transcript – Angela Ahrendts Click here to listen to the full Meditative Story episode with Angela Ahrendts. ANGELA AHRENDTS: I stand mesmerized seeing this eagle soar and dive, soar and dive. At this moment it’s the strangest thing, an inner peace takes over me with each breath. I feel this sudden clarity, this deep confidence. An idea quickly builds inside of me: I am not a tree; I am not supposed to stay permanently fixed and rooted where I am. My three babies will fly the nest. They’ll be gone. The eagle is my sign in my storm. I am supposed to fly. ROAHN GUNATILLAKE: Angela Ahrendts is best known in the business world where as CEO of Burberry she turned the company around, and then stepped out of the number one position to help Apple reinvent its famous retail store environment. But the Meditative Story she shares today couldn’t be further from the high-flying worlds of fashion and technology – it’s about finding sanctuaries that we can turn to for clarity when new direction and new possibilities show up in our lives. In this series, we combine immersive first-person stories and breathtaking music with the science-backed benefits of mindfulness practice. From WaitWhat and Thrive Global, this is Meditative Story. I’m Rohan, and I’ll be your guide. The body relaxed. The body breathing. Your senses open. Your mind open. Meeting the world. AHRENDTS: With a blanket tucked beneath my arm, I head out into the backyard, basking in the warm afternoon light. -
Lookout! (V108)
Crossing the Digital Divide (v108) “Lookout!” by Joseph Feigon for the Observer Scott McNealy is an American businessman. He is most famous for co-founding the computer technology company Sun Microsystems in 1982 along with Vinod Khosla, Bill Joy and Andy Bechtolsheim. Oracle Corporation (Larry Ellison’s database client) purchased Sun Microsystems in 2010. Mr. McNealy was one of the relative success stories in the early days of the Internet. Sun Microsystems built exceptional servers, and was a market leader with their Unix operating system as well as their corporate support of the Open Source movement, including Linux. Sun ‘cuda been’ a contender. Lookout was McNealy's inverted name for Outlook, Microsoft's e-mail client. McNealy says you need to "look out" for trouble when using Outlook. McNealy frequently cites Outlook's well documented security problems. He says that to get the most functionality out of Outlook you'll also need Microsoft's Exchange Server. But the combination, and the Microsoft- only mail and calendaring protocol required to connect them (MAPI), is yet another example of how Microsoft locks businesses into proprietary technologies that eliminate choice and flexibility. Microsoft is still here, Sun Microsystems is not. Proprietary software continues to dominate the retail customer (Windows, anyone?), as well as many big companies. Those success stories in the Open Source space build applications on an Operating System (Linux, BSD, NetBSD, FreeBSD, etc.) that is open, meaning, free to you and me. Open, as in, anyone with the desire and/or ability can review each line of coding that makes things work. -
Apple Kicks Off Event; $1,000 Iphone Is Expected 12 September 2017, by Michael Liedtke and Barbara Ortutay
Apple kicks off event; $1,000 iPhone is expected 12 September 2017, by Michael Liedtke And Barbara Ortutay on him with joy instead of sadness." The souped-up "anniversary" iPhone, which would come a decade after Jobs unveiled the first version, could also cost twice what the original iPhone did. It would set a new price threshold for any smartphone intended to appeal to a mass market. WHAT A THOUSAND BUCKS WILL BUY Apple CEO Tim Cook kicks off the event for a new product announcement at the Steve Jobs Theater on the new Apple campus on Tuesday, Sept. 12, 2017, in Cupertino, Calif. (AP Photo/Marcio Jose Sanchez) Apple has kicked off a September product event at which it is expected to unveil a dramatically redesigned iPhone that could cost $1,000. With a photo of former Apple co-founder and CEO Steve It's the first product event Apple is holding at its Jobs projected in the background, Apple CEO Tim Cook new spaceship-like headquarters in Cupertino, kicks off the event for a new product announcement at California. Before getting to the new iPhone, the the Steve Jobs Theater on the new Apple campus, company unveiled a new Apple Watch model with Tuesday, Sept. 12, 2017, in Cupertino, Calif. (AP cellular service and an updated version of its Apple Photo/Marcio Jose Sanchez) TV streaming device. The event opened in a darkened auditorium, with only the audience's phones gleaming like stars, Various leaks have indicated the new phone will along with a message that said "Welcome to Steve feature a sharper display, a so-called OLED screen Jobs Theater." A voiceover from Jobs, Apple's co- that will extend from edge to edge of the device, founder who died in 2011, opened the event before thus eliminating the exterior gap, or "bezel," that CEO Tim Cook took stage. -
Operating RISC: UNIX Standards in the 1990S
Operating RISC: UNIX Standards in the 1990s This case was written by Will Mitchell and Paul Kritikos at the University of Michigan. The case is based on public sources. Some figures are based on case-writers' estimates. We appreciate comments from David Girouard, Robert E. Thomas and Michael Wolff. The note "Product Standards and Competitive Advantage" (Mitchell 1992) supplements this case. The latest International Computerquest Corporation analysis of the market for UNIX- based computers landed on three desks on the same morning. Noel Sharp, founder, chief executive officer, chief engineer and chief bottle washer for the Superbly Quick Architecture Workstation Company (SQAWC) in Mountain View, California hoped to see strong growth predicted for the market for systems designed to help architects improve their designs. In New York, Bo Thomas, senior strategist for the UNIX systems division of A Big Computer Company (ABCC), hoped that general commercial markets for UNIX-based computer systems would show strong growth, but feared that the company's traditional mainframe and mini-computer sales would suffer as a result. Airborne in the middle of the Atlantic, Jean-Helmut Morini-Stokes, senior engineer for the UNIX division of European Electronic National Industry (EENI), immediately looked to see if European companies would finally have an impact on the American market for UNIX-based systems. After looking for analysis concerning their own companies, all three managers checked the outlook for the alliances competing to establish a UNIX operating system standard. Although their companies were alike only in being fictional, the three managers faced the same product standards issues. How could they hasten the adoption of a UNIX standard? The market simply would not grow until computer buyers and application software developers could count on operating system stability. -
Fourth Edition
VOL IV JUNE 2018 MODERN GUIDE TO EQUALITY Advancing equality in the workplace SECTION MODERN GUIDE TO EQUALITY VOL IV introduction When it comes to parity, true progress doesn’t happen in a silo, or in one giant leap. Instead, it is the work of many, marching in concert towards the common goal of equality for all. You can see advancement in action everywhere you look, from the top levels of the business to your Twitter feed. A company alone has power; collectively, we have impact. Now, more than ever, it is important to stay informed, join the conversation, and take meaning- ful steps towards inclusivity. The Female Quotient is committed to advancing equality in the workplace by fostering collaboration, activating solutions for change, and creating measurements for accountability. In the fourth volume of the Modern Guide to Equality, we offer new insights about inclusivity and outline strategies to make parity a reality in the work- place. Within these pages, you will find research on trends and successes, strategies from business leaders, and solutions from some of the most innovative companies in the world. The issue also marks the release of the Modern Guide to Equality website — a living, breathing portal dedicated to helping organizations around the world work on the practice of equality. Powered by collaboration, we invite you to join the movement by uploading your case studies and expert insights to the site. We encourage you to use the Modern Guide to Equality as a playbook to achieve total equality health in your workplace. It outlines four key vitals — Parity, Advancement, Culture, and Leadership — that, when individually addressed and improved, transition ideas of inclusion into reality. -
The Rise & Development of Illumos
Fork Yeah! The Rise & Development of illumos Bryan Cantrill VP, Engineering [email protected] @bcantrill WTF is illumos? • An open source descendant of OpenSolaris • ...which itself was a branch of Solaris Nevada • ...which was the name of the release after Solaris 10 • ...and was open but is now closed • ...and is itself a descendant of Solaris 2.x • ...but it can all be called “SunOS 5.x” • ...but not “SunOS 4.x” — thatʼs different • Letʼs start at (or rather, near) the beginning... SunOS: A peopleʼs history • In the early 1990s, after a painful transition to Solaris, much of the SunOS 4.x engineering talent had left • Problems compounded by the adoption of an immature SCM, the Network Software Environment (NSE) • The engineers revolted: Larry McVoy developed a much simpler variant of NSE called NSElite (ancestor to git) • Using NSElite (and later, TeamWare), Roger Faulkner, Tim Marsland, Joe Kowalski and Jeff Bonwick led a sufficiently parallelized development effort to produce Solaris 2.3, “the first version that worked” • ...but with Solaris 2.4, management took over day-to- day operations of the release, and quality slipped again Solaris 2.5: Do or die • Solaris 2.5 absolutely had to get it right — Sun had new hardware, the UltraSPARC-I, that depended on it • To assure quality, the engineers “took over,” with Bonwick installed as the gatekeeper • Bonwick granted authority to “rip it out if itʼs broken" — an early BDFL model, and a template for later generations of engineering leadership • Solaris 2.5 shipped on schedule and at quality -
Targeting Plan for Attracting the Top Tech Companies to GM
Targeting Plan for Attracting the Top Tech Companies to GM Andrew Toolan, Head of Creative Digital and Tech, MIDAS September 2018 Contents Executive Summary……………………………………………………………………………………………………………….p1 Which Companies to Target ……………………………………………………………………………………………….p2 Top 21 Companies……………………………………………………………………………………………………………….p3 Type of Information Researched………………………………………………………………………………………….p4 Other Tech Targeting Campaigns……………………………………………………………………………………….p7 Planning Stages and Deadlines…..……………………………………………………………………………………….p9 Appendix: Company Profiles: GAFAM……………………………….………………………………………………………………….p10 Company Profiles: NATU…………………………….……………………………………………………………………….p31 Company Profiles: BAT…………………………….…………………………………………………………………………..p48 Company Profiles: Forbes 2018 List………………………………..…………………………………………………..p61 Executive Summary This paper sets out a plan for building more strategic relationships between Greater The new opportunities could come from innovation driven projects that address a company’s Manchester (GM) and the worlds largest tech companies. The aim is that closer collaboration focus, areas of interest and their challenges. It could also come via market opportunities by will ultimately lead to increased levels of partnerships, investment and job creation. partnering with GM and its various institutions on areas such as ‘digitisation and delivery of public services’. These opportunities will be positioned with the inward investment pitch but MIDAS have selected 21 companies that in 2018, were either the largest tech firms by market help GM stand out from our competitor locations by being more tailored to company needs. capitalisation, major brands or the key employers/job creators within their sector. In order to This Top 21 campaign will run in parallel (and compliment) other tech targeting campaigns develop a more strategic approach we need to get a better understanding of these such as the CDT Sub-Sector Campaign; NexGen Campaign and Emerging Tech/Data City companies in terms of their goals, challenges and areas of focus. -
Chapter One Behavioral Foundations Chapter
Chapter One Chapter One Behavioral Foundations The main objective of this chapter is for students to demonstrate that they can de- scribe 10 specific psychological phenomena that impact the judgments and choices that normal people make about decision tasks that feature risk. These phenomena areBehavioral divided into two groups: heuristics andFoundations biases, and framing effects. After completing this chapter students will be able to: The main objective of this chapter is for students to demonstrate that they can de- scribe1. Identify 10 specific key biases psychological that typically phenomenaarise when people that impact make thejudgments judgments about and risk. choices that2. Explain normal why people reliance make on heuristics,about decision while unavoidable,tasks that feature leaves risk. people These vulnerable phenomena to aremaking divided biased into two judgments. groups: heuristics and biases, and framing effects. After3. Recognize completing that this framing chapter effects students lead willpeople’s be able attitudes to: toward taking risk to be highly dependent on the circumstances in which they find themselves. 1. Identify key biases that typically arise when people make judgments about risk. 2. Explain why reliance on heuristics, while unavoidable, leaves people vulnerable to 1.1 TRADITIONAL makingCORPORATE biased judgments. FINANCIAL DECISIONS AND PSYCHOLOGICAL3. Recognize that TASKS framing effects lead people’s attitudes toward taking risk to be highly dependent on the circumstances in which they find themselves. -
Catch up on the First Edition
THE FUTURE OF 9 TOP DATABASE REAL-TIME THE GREAT REMOTE VIRTUAL EVENTS TRENDS FINANCIAL SERVICES WORK EXPERIMENT Q&As Tech Legend Scott McNealy Redis Creator Salvatore Sanfilippo FROM WD-40 TO ELON MUSK: PEOPLE AND PRODUCTS THAT ARE MORE THAN THEY SEEM THE POWER OF REDISCOVERY ISSUE 1 | FALL 2020 Open-source at global scale Developed in partnership with Redis Labs, Azure Cache for Redis delivers the same unmatched Redis Enterprise performance as a native Azure service with: Azure Cache • Support for Redis Modules and Redis on Flash • Active geo-replicated availability and failover • Industry-leading Azure security, reliability, and for Redis global scale And with unified billing and streamlined management through Azure, it’s simply the best Redis Enterprise experience on the cloud. Learn more—or join the preview today. ISSUE 1 Fall 2020 TABLE OF CONTENTS The Power of Rediscovery 2 Sometimes, things are more than they seem! Editor’s Note By Don Steinberg By Fredric Paul 3 Discoveries News and trends in data-driven business and technology. 5 Analyst Angle: Don’t Mark Down Markdown By Rachel Stephens 14 (RedMonk) 6 Founders Forum: Rediscovering Collaborative Work By Ofer Bengal (Redis Labs) 7 Founders Forum: Best Practices for 10 22 26 AI Serving Engines By Yiftach Shoolman (Redis Labs) The Future of Q&A with Salvatore How to Become a Virtual Events Sanfilippo Real-Time Financial Active Theory’s Nick On Redis, open source, Services Company 8 Mountford on what makes and more. Financial firms must deliver VC Vector: a great virtual event. By Fredric Paul instant experiences, high Rediscovering the By Fredric Paul availability, and virtually Value of Data unlimited scale. -
Who Silicon Valley Runs
Fall 2017 C-Suite Edition Who Runs Silicon Valley NUTANIX (NASDAQ: NTNX) is the latest SV150 IPO © 2017 Lonergan Partners. Who Runs Silicon Valley: C-Suite Edition(September, 2016) 1 of 1 SV150 Trends to Watch Continued double-digit losses in SV150 ranked com- panies due to acquisition (see page 5) • Intense public company acquisition activity impacting all sectors • Silicon Valley based IPO activity remains light in 2017 • Revenue cutoff for SV150 ranking has fallen by $43 million, many newly added companies below the 2015 revenue threshold Low CEO turnover in the SV150 (see pages 6-7) • More CEOs “acquired out” than replaced in 2016-17 • 2016 CEO replacement rate of only 8.7% versus 12.6% in the S&P500 • New SV150 CEO appointments often paired with exiting CEO appoint- ed as Chair Declines in (the small base of) female CEOs (see pages 8 and 24-26) • No new female SV150 CEOs in 2016-17 • Loss of several women SV150 CEOs due to acquisition • Only one female Founder-CEO in the SV150 Short tenures/rapid turnover in functional leadership roles (see pages 10-20) • One-third of functional heads new to their role since the start of 2016 • Median tenure for all functional roles in range of 2-3 years High levels of executive voting power (see pages 22-23) • Dual Class Stock Ownership companies provide opportunity for found- ers to retain high levels of control after the IPO • SV150 voting power of management much higher than in the S&P100 © 2017 Lonergan Partners. Who Runs Silicon Valley: C-Suite Edition 1 of 33 Who Runs Silicon Valley 2017 C-Suite Edition Mark Lonergan In our fourth annual review of leadership in the Silicon Valley, the funda- mental shift in the landscape of the Silicon Valley 150 (SV150) is the rapid disappearance of many established public companies, with so few new Silicon Valley IPOs taking their place. -
Sun Microsystems Case 5-16-99
UC Irvine Recent Work Title Sun Microsystems: Integrating its Own Enterprise Permalink https://escholarship.org/uc/item/3g90g2zb Authors Kraemer, Kenneth L Dedrick, Jason Publication Date 1999-08-01 eScholarship.org Powered by the California Digital Library University of California Sun Microsystems case 8-10-99 1 Sun Microsystems: Integrating its Own Enterprise Kenneth L. Kraemer and Jason Dedrick August, 1999 Sun Microsystems case 8-10-99 2 Table of Contents Executive Summary 3 I. INTRODUCTION 4 II. COMPETITIVE ENVIRONMENT 5 III. BUSINESS STRATEGY 8 IV. ORGANIZATION OF BUSINESS ACTIVITIES 11 V. INFORMATION TECHNOLOGY 16 IT organization 16 IT architecture 17 Business applications 19 IT infrastructure 20 Web-based applications 20 Value added of IT innovations 22 VI. FIRM PERFORMANCE 24 VII. CONCLUSIONS 27 References 30 List of Figures Figure 1 Sun's vision for the future of networked computing 31 Figure 2 Sun Microsystems' organization 12 Figure 3 Sun Microsystems' extended value chain 15 Figure 4 Sun's IT organization 16 Figure 5 Sun's IT applications along the value chain 21 Figure 6 Sun's profitability 26 Figure 7 Sun's market valuation 26 List of Tables Table 1 Worldwide workstation and server market shares, 1992 and 1997 6 Table 2 Worldwide Unix market shares, 1998 6 Table 3 Illustrative large Sun customers by industry segment 7 Table 4 Sun's SG&A as percent of revenue, 1993-1998 8 Table 5 Sun's IT resources 17 Table 6 Description of web-based applications by value chain segment 23 Table 7 Sun's comparison with industry performance 24 Table 8 Sun's financial performance, 1989-1998 25 Sun Microsystems case 8-10-99 3 Executive Summary Sun was originally a niche company making engineering workstations.