Haunted empire pdf

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Register Free To Download Files | File Name: Haunted Empire PDF. HAUNTED EMPIRE. Download: Haunted Empire. HAUNTED EMPIRE - In this site isn`t the. Based on over two hundred interviews with current and former executives, business partners, Apple watchers and others, Haunted Empire is an illuminating . Yukari Iwatani Kane, Haunted Empire: Apple after Steve Jobs, William Collins, , , pp. (ISBN. ). Apple fan boys are a class apart.

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You can download for you Harvests of Joy: At this, my teeth began to grind. Would it have "never happened with Steve"? This chapter immediately undermines itself by quoting Chistensen from saying that the iPhone would fail. He could spin plausible lines, and near-enough lies, and enthuse people into believing him.

In I wrote "Digital Wars" published , second edition - updated to February - imminent contrasting how Apple, Microsoft and Google's management and development style had helped or hindered their progress in search, digital music, smartphones, tablets and in the new edition China.

I haven't tried to count up how many interviews I carried out over the years leading up to it. It might be It might be less.

I'd never try to do a headcount, though. Doing so seems distinctly strange, to be honest; it's as though the writer is nudging us to put our faith into the sheer number. Never mind the quality, feel the width. Apple is - let's be clear - a difficult company to report on. Far more so than any other, it has a cult of secrecy, not only about when and what new or updated products it will launch, but also about its workings and internal interactions; you don't get documentaries taking you around Jonathan Ive's design labs.

Apple cultivates mystique, and prefers to let its devices do the talking. That's also why there's a ready market for books which try to lift the lid on what does go on there.

For which, I'd definitely recommend a short but highly worthwhile ebook, "Design Crazy" by Max Chafkin, which is entirely made up of interviews with former Apple staff and observers perhaps as many as - I didn't count and explaining how the company designs products, the fights that has sometimes caused, and how they are resolved.

It will tell you far more about Apple as it was and is than Kane's book. The problem is this: Steve Jobs was a compelling figure. There was nobody quite like him in technology because he had had the success with Apple in its early days and the failure with NeXT, his next startup , and returned to make Apple a success again, pulling it back by its shirttails as it teetered on the cliff of bankruptcy from which it was only 90 days away in when he rejoined. He could spin plausible lines, and near-enough lies, and enthuse people into believing him.

As a manager, he was by all accounts ruthless, charming and terrifying. His death has highlighted how none of the Apple executives quite has his ability to hold a stage and spin a story. This much is known.

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Tim Cook, picked by Jobs, often looks ill at ease on stage. He's regarded as a numbers guy, the man who helped pull Apple out of that nosedive in the late s he joined in and since then has grown it to be the only other company besides the gigantic conglomerate Samsung which can turn out more than 50m smartphones for sale in a single three-month period.

I read this book hoping to get a clearer picture of Cook. But as with many areas, the books fails to give that. We are treated to some quite routine biography about his upbringing in Alabama, from which we learn nothing useful save that he thinks you get ahead through hard work I'm guessing at least 10 interviews were spent on that.

He's tough on other executives and on suppliers.

Well, yes. I also found it puzzling that so much of the book - about the first 90 pages of a pager - were about the with-Jobs Apple, even including those s escapades. Isn't this well-known? Perhaps not, but while it offered a couple of little nuggets, it noticeably lacked insight into the design process, or indeed any process inside the company. Once Jobs dies, though, things fall apart.

Not Apple - the book. In passing, could I say that I really detest the use of the word "passing" for "death"? It just sounds mimsy, as though the writer is worried about upsetting an audience of maiden aunts.

People die. It's death. It's natural. There's no clear narrative structure; no portrait is painted. Kane jumps about all over the shop. Jobs dies, and we go to China, where Apple's "supply chain" which assembles iDevices mostly lies.

Then we're at Buckingham Palace and learning a little more about Jonathan Ive, the head of design, a linchpin in the company. Then we're pondering whether Siri, Apple's voice-driven "assistant", is a flop or a flier, and if so either way whose responsibility that was. Here's the problem with the latter chapter, which is quite typical of many: Did he OK that acquisition? He certainly used it before he died, though the phone using it hadn't been released.

Or not? Those interviews provide no answer - though there is the tantalizing nugget that the team behind Siri has an entire backstory worked out for it, which can in theory be teased out by asking the right questions. With Siri sort-of done, we jump - for no apparent reason - to Apple's patent battle with Samsung, which spilled over into courtrooms. Here, I feel Kane shows a lack of insight into the subtle complications of patents they're not all born equal; and Apple can't sue Google over features in the Android software, but can sue companies which sell physical things that embody Android software.

Again she doesn't answer how strongly Apple's executives post-Jobs feel about the whole patent thing. My impression, having talked to them since Jobs's death, is that they're just as determined to pursue the cases. People outside Apple may view that as quixotic, but inside they clearly don't. You wouldn't discover that from the book, though. Then we jump why? This chapter immediately undermines itself by quoting Chistensen from saying that the iPhone would fail.

Remind us - how did that play out again? Kane, however, tries to shore up her interviewee's position by saying that by "he was starting to look prescient as Apple's iPhone and iPad began to steadily lose market share to Android smartphones and tablets. At this, my teeth began to grind. So six years on, Christensen had been vindicated in his prediction quoted in the chapter that "the existing players in the industry are heavily motivated to beat [the iPhone]"?

Android phones weren't on sale when the iPhone arrived. Apple and Android, have swept away all the mobile OSs that existed then, and many of the companies that sold them: Nokia has dwindled, BlackBerry is on life support, Palm is gone, Windows Mobile is dead, and no mobile OS introduced since has had any significant impact on the market.

There's iOS, and there's Android, which looks and feels a lot like iOS, because the Android engineers in who were building a BlackBerry-alike watched Steve Jobs unveil the iPhone and realized they needed to change course damn fast, and - to their vast credit - did. And "market share"? The trouble with that metric is that it overlooks two things: I've written at length on why "market share" is a crude, often misleading metric.

Apple is selling more phones annually, and gaining in overall mobile market share - but it's losing smartphone market share because the smartphone market is growing. Apple has however got a giant chunk of mobile profits, so it can keep expanding while companies like HTC, Sony, LG and Motorola nurse losses and struggle. The same holds in tablets: It just won't compete for the wafer-thin profits if any at that price.

It'll stick with selling fewer tablets for more profit to people who want a premium device. If that's a company in trouble - well, we'd all like that problem. But if you don't understand that Apple doesn't care about market share in that way, you don't understand Apple at all. From Christensen we're off to China, again for no discernible reason - it tells us nothing about how Apple's executives and staff think about how their roles might have changed since Jobs's death - and then to a dull recap of the Apple-Samsung trial of summer lawyers' court arguments don't make good reading; they're just posturing and then to the launch of the iPhone 5 in September By this time, Kane has pretty much decided that because Apple's current lineup doesn't contain Steve Jobs, that it's a busted flush.

Unveiling the iPhone 5 in , Cook is wooden on stage. Schiller's touting of its larger screen compared to previous iPhones was - apparently - a jab at Samsung's Galaxy Note.

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I missed that reference myself, though I was watching the same presentation. And "[Schiller's] remark signaled Apple's increasing vulnerability". The iPhone 5 sold more than any previous iPhone. Vulnerability to what? I found the bizarre attribution of meaning to events which didn't seem to have meaning more and more intrusive.

'Haunted Empire': New Apple Book Fails To Explain The Company After Steve Jobs

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