Podcast appearances and mentions of Gil Amelio

15/11/24 - Gil Amelio, SSD Mac mini, Câmera CCTV Apple, iPhone mais seguro, Processo Apple UK, UE Apple Pencil, MacBook redesenhado em 2026, Apple Intelligence na Europa, Apple e Globalstar, https://www.doctorapple.com.br

Christina Warren (a.k.a. “Mary Brown”) returns to the show. Topics include Apple's new iOS 18.1 and MacOS 15.1 betas (featuring Apple Intelligence), a little reminiscing about Gil Amelio and Steve Jobs, and the bizarre saga of TUAW, resurrected as a zombie AI slopsite.

28/06/24 - Gil Amelio, PowerMac G5, App Store, iPhone 4, Reparo iPhone, Mercado Apple, Apple Watch 10, Mac 8Gb Ram, Robos montado iPhone, Uso de VR,  https://www.doctorapple.com.br

Free, ungated access to all 295+ episodes of “It's 5:05!” on your favorite podcast platforms: https://bit.ly/505-updates. You're welcome to

10/11/23 - Mac Test Drive, Gil Amelio, Jobs CEO, Updates, Bateria melhores em 2025, iPhone SE 4, Conteúdo Sensível, Eficiência M3, Siri e Barbara Streisand, https://www.doctorapple.com.br

07/07/23 - Gil Amelio, eMac, G4 Cube, MobileMe, Spotify, iPhone mais caro, apple watch parkinson, macbook 12 obsoleto, apple 3 trilhões, senha iphone, meu compartilhamento de fotos, https://www.doctorapple.com.br

30/06/23 - MacOS, LC 520, Gil Amelio, Lançamento iPhone, AppStore, iPhone 15, iCloud aumento, UE ler mensagens, videoconferencia, https://www.doctorapple.com.br

03/02/23 - Michael Spindler, Newton, Gil Amelio, Relatório Fiscal 1Q 2023, rumores iPhone 15, rumores iphone 16, apple sem chefe de design, emergencia salva mulheres no canada, apple interrompe produção de chip wifi, cade investiga apple, ipad dobravel em 2024, ceo intel reduz 25% salário, https://www.doctorapple.com.br

I want you to:be more productive,reduce your mistakes,shorten your learning curve,and elevate your success.If I am going to help you do these things, we must first look at what's hiding in your blind spot.Are you ready?Teamwork in Business is Highly Overrated.Teamwork is never the answer.Individual responsibility is the answer.A relay race is really just a series of individual runners, three of whom begin their efforts with an advantage, or a deficit, handed to them by the previous runner. If a runner increases that advantage or shortens that deficit, he or she was successful.When individuals are rewarded collectively, we create the illusion of a team.1: Individual responsibility brings out the best in us.2: You create a committee when you remove individual responsibility.3: Every bureaucracy begins as a well-intentioned committee.But we love to be members of a tribe. Being part of a team – a tribe – gives us a sense of identity, purpose, and adventure. These feelings help us to perform as individuals.Americans love football. But it isn't the teamwork that attracts us. It is the tribalism and the tribal leaders.Quarterbacks, running backs and receivers – the tribal leaders who score the most points – are paid a lot more money than the rest of the team. So why do coaches tell players that every member of the team is “equally important”? I can't help but hear the “Animal Farm' voice of George Orwell, his tongue about to punch a hole in his cheek,“All animals are created equal. But some animals are more equal than others.”The role of a tribal leader is to instill the values, beliefs, and culture of the tribe into each of its members and each of its fans.Tribal leaders are different from tribal managers.A Manager – a Coach – holds each individual responsible for delivering the outcome that he or she has been assigned.Steve Jobs did not invent the Apple computer. Steve Wozniak invented the Apple computer.Steve Wozniak and Steve Jobs were not a team. They were partners, each of whom had specific responsibilities.“Most inventors and engineers I've met are like me … they live in their heads. They're almost like artists. In fact, the very best of them are artists. And artists work best alone …. I'm going to give you some advice that might be hard to take. That advice is: Work alone… Not on a committee. Not on a team.” *That is Steve Wozniak's advice to you.“Nothing was ever created by two men. There are no good collaborations, whether in music, in art, in poetry, in mathematics, in philosophy… Once the miracle of creation has taken place, the group can build and extend it, but the group never invents anything. The preciousness lies in the lonely mind of a man.”– John Steinbeck, East of EdenWozniak was the first runner in a relay race. He handed the baton to Steve Jobs. When Jobs was forced to hand that baton to John Sculley in 1985, Scully stumbled and handed the baton to Michael Spindler who stumbled and handed it to Gil Amelio who fell on his face and left a 20-foot skid mark on the track.Steve Jobs returned to the company in 1996 and brought it back to life. After he died in 2011, tribal manager Tim Cook lifted Apple to a $1 trillion stock valuation, the first ever in history.Professor Scott Galloway made a piercing comment about the power of tribal leaders when he was interviewed by Christiane Amanpour,“As societies become wealthier and more educated, the reliance on a super-being and church attendance goes down, but they still look for idols. Into that void steps technology leaders because technology… …is the closest thing we have to magic. Our new Jesus Christ was Steve Jobs, and now Elon Musk has taken on that...

Jony Ive, the genius designer who helped redefine Apple's identity, has recently cut ties with the company. Here we learn about his origins and journey to Apple during the company's most chaotic era. See omnystudio.com/listener for privacy information.

08/07/22 - Jobs na União Soviética, Saída de Gil Amelio, G6 Cube, eMac, Antennagate, Chips diferentes em iPhone Pro, Alta de preços, Regulação segurança UE, Novo case AiPods Pro, Novos Apple Watches, iMac Pro, AiPods sem sensores, Honraria a Jobs, iOS 16 sem todas as funções, Novo Lockdown iPhone, UE abrindo comunicadores, https://www.doctorapple.com.br

01/07/22 - Gates propõe licenciar, prejuízo Gil Amelio, iPhone 15 anos, M2 Pro 3 nm, M2 temperatura, Airpods pro 2, produção iphone 14, novo homepod, modem 5G apple, bateria iphone 14, swissa contra abertura de privacidade, fcc contra tiktok, https://www.doctorapple.com.br

Given Apple's dominance in the high-tech world, it's hard to imagine that it was once a company that had cash flow problems, poor quality products, a bloated workforce, and a total lack of strategy. But that's essentially the kind of company that Gill Amelio said he took over as CEO in early 1996. By his own telling, Amelio cut costs, slashed staff, and tried to put the company back on a strategic course. But less than a year and a half later, in summer of 1997, Apple was still struggling and Amelio was forced out. The following spring he wrote a book about his 500 days at Apple, called On the Firing Line. And that's when I met him.

04/02/22 - CEO Spindler, Apple Newton, CEO Gil Amelio, iPhone na Verizon, macOS 12.2 drena bateria, empresa usando Pegasus, Lobby contra Side Loading, perda do facebook, patente vidro escuro apple, watchOS 8.4.1, macos 12.3 Beta bug dropbox e onedrive, one outlook, faceID com mascara, iOS 15.4 notificações de webapps, https://www.doctorapple.com.br

Communism and Nazism, once defeated, seem to be making a comeback in America today. In both cases, tyrant dictators believed the good of society in their minds overwhelmed any semblance of individual rights or liberty. The results were ugly, and everybody lost. By contrast, America was built on the notion of individual rights and liberty. The government is not supposed to be boss, but rather we the people are. Liberty and the people win! Unfortunately, our greed and complacency have allowed the weed of collectivism to take root and threaten the very liberties that make us great. Even America's board rooms are falling for it. Former Apple CEO Gil Amelio and tech entrepreneur Rod Martin join Kevin Freeman to discuss the challenges ahead and Economic War Room solutions that can protect our nation's future.  

Following its purchase of NeXT Inc in 1996, Apple started work on a modern operating system for the Macintosh based on NeXT's impressive software. However, software developers didn't want to rewrite their apps from scratch for the new system, and the finished product ended up only being a stepping stone to the final Mac OS X release. Hosted by Corbin Davenport, guest starring Cody Toombs. Follow on Twitter: https://twitter.com/TechTalesShow Follow on Mastodon/Fediverse: https://mas.to/@techtales Support on PayPal: https://tinyurl.com/techtalesdonate Sources: • “On the Firing Line: My 500 Days at Apple” by Gil Amelio and William L Simon • https://web.archive.org/web/19990116231607/http://product.info.apple.com/pr/press.releases/1997/q2/970107.pr.rel.macos.html • https://books.google.com/books?id=9zsEAAAAMBAJ&pg=PA15&dq=%22apple%22+%22Rhapsody%22&hl=en&sa=X&ved=2ahUKEwj51v-opozxAhURH80KHeenBL0Q6AEwAnoECAMQAg#v=onepage&q=%22apple%22%20%22Rhapsody%22&f=false • https://books.google.com/books?id=IKbZ7dEVokwC&pg=PT115&dq=%22apple%22+%22Rhapsody%22&hl=en&sa=X&ved=2ahUKEwj51v-opozxAhURH80KHeenBL0Q6AEwBHoECAwQAg#v=onepage&q=%22apple%22%20%22Rhapsody%22&f=false • https://money.cnn.com/1997/03/27/technology/apple/ • https://www.youtube.com/watch?v=ByXov_jO_OM • https://www.youtube.com/watch?v=gdYiqVzPjAc • https://wiki.preterhuman.net/Mac_OS_X_Server • http://toastytech.com/guis/osxsv.html

Apple tried again in 1995 to create a new operating system for the Macintosh, named 'Copland'. The new system aimed to bring new features and a modern core to the Mac platform, but the project was fraught with delays and bloat. Eventually, Apple executives began looking outside the company for the modern operating system it desperately needed. Hosted by Corbin Davenport, guest starring Cody Toombs. Follow on Twitter: https://twitter.com/TechTalesShow Follow on Mastodon/Fediverse: https://mas.to/@techtales Support on PayPal: https://tinyurl.com/techtalesdonate Sources: • "On the Firing Line: My 500 Days at Apple" by Gil Amelio and William L Simon • https://web.archive.org/web/20060618111545/http://bebox.nu/articles.php?s=articles%2F199701xx-PlanBe • https://guidebookgallery.org/articles/beyondwindows95 • http://preserve.mactech.com/articles/mactech/Vol.11/11.12/Dec95CrabbsApple/index.html • https://www.cnet.com/news/macs-new-os-7-years-in-the-making/ • http://preserve.mactech.com/articles/mactech/Vol.12/12.09/WWDC96Report/index.html • https://www.cnet.com/news/apple-a-failure-to-communicate/ • https://www.youtube.com/watch?v=SBRKzJMS6Uw • https://books.google.com/books?id=rrz6PIR7f0oC&pg=PT116#v=onepage&q&f=false • https://www.sfgate.com/business/article/Steve-Jobs-Confirms-Apple-Stock-Sale-2812791.php

Steve Jobs returned to Apple in 1996. At the time, most people had a digital camera, like the Canon Elph that was released that year and maybe a digital video camera and probably a computer and about 16% of Americans had a cell phone at the time. Some had a voice recorder, a Diskman, some in the audio world had a four track machine. Many had CD players and maybe even a laser disk player.  But all of this was changing. Small, cheap microprocessors were leading to more and more digital products. The MP3 was starting to trickle around after being patented in the US that year. Netflix would be founded the next year, as DVDs started to spring up around the world. Ricoh, Polaroid, Sony, and most other electronics makers released digital video cameras. There were early e-readers, personal digital assistants, and even research into digital video recorders that could record your favorite shows so you could watch them when you wanted. In other words we were just waking up to a new, digital lifestyle. But the industries were fragmented.  Jobs and the team continued the work begun under Gil Amelio to reduce the number of products down from 350 to about a dozen. They made products that were pretty and functional and revitalized Apple. But there was a strategy that had been coming together in their minds and it centered around digital media and the digital lifestyle. We take this for granted today, but mostly because Apple made it ubiquitous.  Apple saw the iMac as the centerpiece for a whole new strategy. But all this new type of media and the massive files needed a fast bus to carry all those bits. That had been created back in 1986 and slowly improved on one the next few years in the form of IEEE 1394, or Firewire. Apple started it - Toshiba, Sony, Panasonic, Hitachi, and others helped bring it to device they made. Firewire could connect 63 peripherals at 100 megabits, later increased to 200 and then 400 before increasing to 3200. Plenty fast enough to transfer those videos, songs, and whatever else we wanted. iMovie was the first of the applications that fit into the digital hub strategy. It was originally released in 1999 for the iMac DV, the first iMac to come with built-in firewire. I'd worked on Avid and SGI machines dedicated to video editing at the time but this was the first time I felt like I was actually able to edit video. It was simple, could import video straight from the camera, allow me to drag clips into a timeline and then add some rudimentary effects. Simple, clean, and with a product that looked cool. And here's the thing, within a year Apple made it free. One catch. You needed a Mac. This whole Digital Hub Strategy idea was coming together. Now as Steve Jobs would point out in a presentation about the Digital Hub Strategy at Macworld 2001, up to that point, personal computers had mainly been about productivity. Automating first the tasks of scientists, then with the advent of the spreadsheet and databases, moving into automating business and personal functions. A common theme in this podcast is that what drives computing is productivity, telemetry, and quality of life. The telemetry gains came with connecting humanity through the rise of the internet in the later 1990s. But these new digital devices were what was going to improve our quality of life. And for anyone that could get their hands on an iMac they were now doing so. But it still felt like a little bit of a closed ecosystem.  Apple released a tool for making DVDs in 2001 for the Mac G4, which came with a SuperDrive, or Apple's version of an optical drive that could read and write CDs and DVDs. iDVD gave us the ability to add menus, slideshows (later easily imported as Keynote presentations when that was released in 2003), images as backgrounds, and more. Now we could take those videos we made and make DVDs that we could pop into our DVD player and watch. Families all over the world could make their vacation look a little less like a bunch of kids fighting and a lot more like bliss. And for anyone that needed more, Apple had DVD Studio Pro - which many a film studio used to make the menus for movies for years. They knew video was going to be a thing because going back to the 90s, Jobs had tried to get Adobe to release Premiere for the iMac. But they'd turned him down, something he'd never forget. Instead, Jobs was able to sway Randy Ubillos to bring a product that a Macromedia board member had convinced him to work on called Key Grip, which they'd renamed to Final Cut. Apple acquired the source code and development team and released it as Final Cut Pro in 1999. And iMovie for the consumer and Final Cut Pro for the professional turned out to be a home run. But another piece of the puzzle was coming together at about the same time. Jeff Robbin, Bill Kincaid, and Dave Heller built a tool called SoundJam in 1998. They had worked on the failed Copeland project to build a new OS at Apple and afterwards, Robbin made a great old tool (that we might need again with the way extensions are going) called Conflict Catcher while Kincaid worked on the drivers for a MP3 player called the Diamond Rio. He saw these cool new MP3 things and tools like Winamp, which had been released in 1997, so decided to meet back up with Robbin for a new tool, which they called SoundJam and sold for $50.  Just so happens that I've never met anyone at Apple that didn't love music. Going back to Jobs and Wozniak. So of course they would want to do something in digital music. So in 2000, Apple acquired SoundJam and the team immediately got to work stripping out features that were unnecessary. They wanted a simple aesthetic. iMovie-esque, brushed metal, easy to use. That product was released in 2001 as iTunes. iTunes didn't change the way we consumed music.That revolution was already underway.  And that team didn't just add brushed metal to the rest of the operating system. It had begun with QuickTime in 1991 but it was iTunes through SoundJam that had sparked brushed metal.  SoundJam gave the Mac music visualizers as well. You know, those visuals on the screen that were generated by sound waves from music we were listening to. And while we didn't know it yet, would be the end of software coming in physical boxes. But something else big. There was another device coming in the digital hub strategy. iTunes became the de facto tool used to manage what songs would go on the iPod, released in 2001 as well. That's worthy of its own episode which we'll do soon.  You see, another aspect about SoundJam is that users could rip music off of CDs and into MP3s. The deep engineering work done to get the codec into the system survives here and there in the form of codecs accessible using APIs in the OS. And when combined with spotlight to find music it all became more powerful to build playlists, embed metadata, and listen more insightfully to growing music libraries. But Apple didn't want to just allow people to rip, find, sort, and listen to music. They also wanted to enable users to create music. So in 2002, Apple also acquired a company called Emagic. Emagic would become Logic Pro and Gerhard Lengeling would in 2004 release a much simpler audio engineering tool called Garage Band.  Digital video and video cameras were one thing. But cheap digital point and shoot cameras were everwhere all of a sudden. iPhoto was the next tool in the strategy, dropping in 2002 Here, we got a tool that could import all those photos from our cameras into a single library. Now called Photos, Apple gave us a taste of the machine learning to come by automatically finding faces in photos so we could easily make albums. Special services popped up to print books of our favorite photos. At the time most cameras had their own software to manage photos that had been developed as an after-thought. iPhoto was easy, worked with most cameras, and was very much not an after-thought.  Keynote came in 2003, making it easy to drop photos into a presentation and maybe even iDVD. Anyone who has seen a Steve Jobs presentation understands why Keynote had to happen and if you look at the difference between many a Power Point and Keynote presentation it makes sense why it's in a way a bridge between the making work better and doing so in ways we made home better.  That was the same year that Apple released the iTunes Music Store. This seemed like the final step in a move to get songs onto devices. Here, Jobs worked with music company executives to be able to sell music through iTunes - a strategy that would evolve over time to include podcasts, which the moves effectively created, news, and even apps - as explored on the episode on the App Store. And ushering in an era of creative single-purpose apps that drove down the cost and made so much functionality approachable for so many.  iTunes, iPhoto, and iMovie were made to live together in a consumer ecosystem. So in 2003, Apple reached that point in the digital hub strategy where they were able to take our digital life and wrap them up in a pretty bow. They called that product iLife - which was more a bundle of these services, along with iDVD and Garage Band. Now these apps are free but at the time the bundle would set you back a nice, easy, approachable $49.  All this content creation from the consumer to the prosumer to the professional workgroup meant we needed more and more storage. According to the codec, we could be running at hundreds of megabytes per second of content. So Apple licensed the StorNext File System in 2004 to rescue a company called ADIC and release a 64-bit clustered file system over fibre channel. Suddenly all that new high end creative content could be shared in larger and larger environments. We could finally have someone cutting a movie in Final Cut then hand it off to someone else to cut without unplugging a firewire drive to do it. Professional workflows in a pure-Apple ecosystem were a thing.  Now you just needed a way to distribute all this content. So iWeb in 2004, which allowed us to build websites quickly and bring all this creative content in. Sites could be hosted on MobileMe or files uploaded to a web host via FTP. Apple had dabbled in web services since the 80s with AppleLink then eWorld then iTools, .Mac, and MobileMe, the culmination of the evolutions of these services now referred to as iCloud.  And iCloud now syncs documents and more. Pages came in 2005, Numbers came in 2007, and they were bundled with Keynote to become Apple iWork, allowing for a competitor of sorts to Microsoft Office. Later made free and ported to iOS as well. iCloud is a half-hearted attempt at keeping these synchronized between all of our devices.  Apple had been attacking the creative space from the bottom with the tools in iLife but at the top as well. Competing with tools like Avid's Media Composer, which had been around for the Mac going back to 1989, Apple bundled the professional video products into a single suite called Final Cut Studio. Here, Final Cut Pro, Motion, DVD Studio Pro, Soundtrack Pro, Color (obtained when Apple acquired SiliconColor and renamed it from FinalTouch), Compressor, Cinema Tools, and Qmaster for distributing the processing power for the above tools came in one big old box. iMovie and Garage Band for the consumer market and Final Cut Studio and Logic for the prosumer to professional market. And suddenly I was running around the world deploying Xsan's into video shops, corporate taking head editing studios, and ad agencies Another place where this happened was with photos. Aperture was released in 2005 and  offered the professional photographer tools to manage their large collection of images. And that represented the final pieces of the strategy. It continued to evolve and get better over the years. But this was one of the last aspects of the Digital Hub Strategy.  Because there was a new strategy underway. That's the year Apple began the development of the iPhone. And this represents a shift in the strategy. Released in 2007, then followed up with the first iPad in 2010, we saw a shift from the growth of new products in the digital hub strategy to migrating them to the mobile platforms, making them stand-alone apps that could be sold on App Stores, integrated with iCloud, and killing off those that appealed to more specific needs in higher-end creative environments, like Aperture, which went ended in 2014, and integrating some into other products, like Color becoming a part of Final Cut Pro. But the income from those products has now been eclipsed by mobile devices. Because when we see the returns from one strategy begin to crest - you know, like when the entire creative industry loves you, it's time to move to another, bolder strategy. And that mobile strategy opened our eyes to always online (or frequently online) synchronization between products and integration with products, like we get with Handoff and other technologies today.  In 2009 Apple acquired a company called Lala, which would later be added to iCloud - but the impact to the Digital Hub Strategy was that it paved the way for iTunes Match, a  cloud service that allowed for syncing music from a local library to other Apple devices. It was a subscription and more of a stop-gap for moving people to a subscription to license music than a lasting stand-alone product. And other acquisitions would come over time and get woven in, such as Redmatia, Beats, and Swell.  Steve Jobs said exactly what Apple was going to do in 2001. In one of the most impressive implementations of a strategy, Apple had slowly introduced quality products that tactically ushered in a digital lifestyle since the late 90s and over the next few years. iMovie, iPhoto, iTunes, iDVD, iLife, and in a sign of the changing times - iPod, iPhone, iCloud. To signal the end of that era because it was by then ubiquitous. - then came the iPad. And the professional apps won over the creative industries. Until the strategy had been played out and Apple began laying the groundwork for the next strategy in 2005.  That mobile revolution was built in part on the creative influences of Apple. Tools that came after, like Instagram, made it even easier to take great photos, connect with friends in a way iWeb couldn't - because we got to the point where “there's an app for that”. And as the tools weren't needed, Apple cancelled some one-by-one, or even let Adobe Premiere eclipse Final Cut in many ways. Because you know, sales of the iMac DV were enough to warrant building the product on the Apple platform and eventually Adobe decided to do that. Apple built many of these because there was a need and there weren't great alternatives. Once there were great alternatives, Apple let those limited quantities of software engineers go work on other things they needed done. Like building frameworks to enable a new generation of engineers to build amazing tools for the platform! I've always considered the release of the iPad to be the end of era where Apple was introducing more and more software. From the increased services on the server platform to tools that do anything and everything. But 2010 is just when we could notice what Jobs was doing. In fact, looking at it, we can easily see that the strategy shifted about 5 years before that. Because Apple was busy ushering in the next revolution in computing.  So think about this. Take an Apple, a Microsoft, or a Google. The developers of nearly every single operating system we use today. What changes did they put in place 5 years ago that are just coming to fruition today. While the product lifecycles are annual releases now, that doesn't mean that when they have billions of devices out there that the strategies don't unfold much, much slower. You see, by peering into the evolutions over the past few years, we can see where they're taking computing in the next few years. Who did they acquire? What products will they release? What gaps does that create? How can we take those gaps and build products that get in front of them? This is where magic happens. Not when we're too early like a General Magic was. But when we're right on time. Unless we help set strategy upstream. Or, is it all chaos and not in the least bit predictable? Feel free to send me your thoughts! And thank you…

I often think of companies in relation to their contribution to the next evolution in the forking and merging of disciplines in computing that brought us to where we are today. Many companies have multiple contributions. Few have as many such contributions as Apple. But there was a time when they didn't seem so innovative.  This lost decade began about half way through the tenure of John Sculley and can be seen through the lens of the CEOs. There was Sculley, CEO from 1983 to 1993. Co-founders and spiritual centers of Apple, Steve Jobs and Steve Wozniak, left Apple in 1985. Jobs to create NeXT and Wozniak to jump into a variety of companies like making universal remotes, wireless GPS trackers, and and other adventures.  This meant Sculley was finally in a position to be fully in charge of Apple. His era would see sales 10x from $800 million to $8 billion. Operationally, he was one of the more adept at cash management, putting $2 billion in the bank by 1993. Suddenly the vision of Steve Jobs was paying off. That original Mac started to sell and grow markets. But during this time, first the IBM PC and then the clones, all powered by the Microsoft operating system, completely took the operating system market for personal computers. Apple had high margins yet struggled for relevance.  Under Sculley, Apple released HyperCard, funded a skunkworks team in General Magic, arguably the beginning of ubiquitous computing, and using many of those same ideas he backed the Newton, coining the term personal digital assistant. Under his leadership, Apple marketing sent 200,000 people home with a Mac to try it out. Put the device in the hands of the people is probably one of the more important lessons they still teach newcomers that work in Apple Stores.  Looking at the big financial picture it seems like Sculley did alright. But in Apple's fourth-quarter earnings call in 1993, they announced a 97 drop from the same time in 1992. This was also when a serious technical debt problem began to manifest itself.  The Mac operating system grew from the system those early pioneers built in 1984 to Macintosh System Software going from version 1 to version 7. But after annual releases leading to version 6, it took 3 years to develop system 7 and the direction to take with the operating system caused a schism in Apple engineering around what would happen once 7 shipped. Seems like most companies go through almost the exact same schism. Microsoft quietly grew NT to resolve their issues with Windows 3 and 95 until it finally became the thing in 2000. IBM had invested heavily into that same code, basically, with Warp - but wanted something new.  Something happened while Apple was building macOS 7. They lost Jean Lois Gasseé who had been head of development since Steve Jobs left. When Sculley gave everyone a copy of his memoir, Gasseé provided a copy of The Mythical Man-Month, from Fred Brooks' experience with the IBM System 360. It's unclear today if anyone read it. To me this is really the first big sign of trouble. Gassée left to build another OS, BeOS.  By the time macOS 7 was released, it was clear that the operating system was bloated, needed a massive object-oriented overhaul, and under Sculley the teams were split, with one team eventually getting spun off into its own company and then became a part of IBM to help with their OS woes. The team at Apple took 6 years to release the next operating system. Meanwhile, one of Sculley's most defining decisions was to avoid licensing the Macintosh operating system. Probably because it was just too big a mess to do so. And yet everyday users didn't notice all that much and most loved it.  But third party developers left. And that was at one of the most critical times in the history of personal computers because Microsoft was gaining a lot of developers for Windows 3.1 and released the wildly popular Windows 95.  The Mac accounted for most of the revenue of the company, but under Sculley the company dumped a lot of R&D money into the Newton. As with other big projects, the device took too long to ship and when it did, the early PDA market was a red ocean with inexpensive competitors. The Palm Pilot effectively ended up owning that pen computing market.  Sculley was a solid executive. And he played the part of visionary from time to time. But under his tenure Apple found operating system problems, rumors about Windows 95, developers leaving Apple behind for the Windows ecosystem, and whether those technical issues are on his lieutenants or him, the buck stocks there. The Windows clone industry led to PC price wars that caused Apple revenues to plummet. And so Markkula was off to find a new CEO.  Michael Spindler became the CEO from 1993 to 1996. The failure of the Newton and Copland operating systems are placed at his feet, even though they began in the previous regime. Markkula hired Digital Equipment and Intel veteran Spindler to assist in European operations and he rose to President of Apple Europe and then ran all international. He would become the only CEO to have no new Mac operating systems released in his tenure. Missed deadlines abound with Copland and then Tempo, which would become Mac OS 8.  And those aren't the only products that came out at the time. We also got the PowerCD, the Apple QuickTake digital camera, and the Apple Pippin. Bandai had begun trying to develop a video game system with a scaled down version of the Mac. The Apple Pippin realized Markkula's idea from when the Mac was first conceived as an Apple video game system.  There were a few important things that happened under Spindler though. First, Apple moved to the PowerPC architecture. Second, he decided to license the Macintosh operating system to companies wanting to clone the Macintosh. And he had discussions with IBM, Sun, and Philips to acquire Apple. Dwindling reserves, increasing debt. Something had to change and within three years, Spindler was gone. Gil Amelio was CEO from 1996 to 1997. He moved from the board while the CEO at National Semiconductor to CEO of Apple. He inherited a company short on cash and high on expenses. He quickly began pushing forward OS 8, cut a third of the staff, streamline operations, dumping some poor quality products, and releasing new products Apple needed to be competitive like the Apple Network Server.  He also tried to acquire BeOS for $200 million, which would have Brough Gassée back but instead acquired NeXT for $429 million. But despite the good trajectory he had the company on, the stock was still dropping, Apple continued to lose money, and an immovable force was back - now with another decade of experience launching two successful companies: NeXT and Pixar.  The end of the lost decade can be seen as the return of Steve Jobs. Apple didn't have an operating system. They were in a lurch soy-to-speak. I've seen or read it portrayed that Steve Jobs intended to take control of Apple. And I've seen it portrayed that he was happy digging up carrots in the back yard but came back because he was inspired by Johnny Ive. But I remember the feel around Apple changed when he showed back up on campus. As with other companies that dug themselves out of a lost decade, there was a renewed purpose. There was inspiration.  By 1997, one of the heroes of the personal computing revolution, Steve Jobs, was back. But not quite… He became interim CEO in 1997 and immediately turned his eye to making Apple profitable again. Over the past decade, the product line expanded to include a dozen models of the Mac. Anyone who's read Geoffrey Moore's Crossing the Chasm, Inside the Tornado, and Zone To Win knows this story all too well. We grow, we release new products, and then we eventually need to take a look at the portfolio and make some hard cuts.  Apple released the Macintosh II in 1987 then the Macintosh Portable in 1989 then the Iicx and II ci in 89 along with the Apple IIgs, the last of that series. By facing competition in different markets, we saw the LC line come along in 1990 and the Quadra in 1991, the same year three models of the PowerBook were released. Different printers, scanners, CD-Roms had come along by then and in 1993, we got a Macintosh TV, the Apple Newton, more models of the LC and by 1994 even more of those plus the QuickTake, Workgroup Server, the Pippin and by 1995 there were a dozen Performas, half a dozen Power Macintosh 6400s, the Apple Network Server and yet another versions of the Performa 6200 and we added the eMade and beige G3 in 1997. The SKU list was a mess. Cleaning that up took time but helped prepare Apple for a simpler sales process. Today we have a good, better, best with each device, with many a computer being build-to-order.  Jobs restructured the board, ending the long tenure of Mike Markkula, who'd been so impactful at each stage of the company so far. One of the forces behind the rise of the Apple computer and the Macintosh was about to change the world again, this time as the CEO. 

05/02/21 - CEO Gil Amelio, Lançamento Newton, iPhone na Verizon, iCloud instável, update macos big su 11.2, desbloquear com watch, acordo com Kia, apple 1 a venda, extensão icloud no chrome, big sur com problemas monitor externo, youtube não funcionará em apple tv 3, iphone 13 com lentes melhores, samsung smarttags, box drive não funciona no big sur m1, óculos de realidade aumentada Apple, https://www.doctorapple.com.br

Welcome back to Memory Protection! This month we wise up, buy some old macs and finally talk definitively about what we have for the last year been talking about only speculatively. We unearth more iMac ripoffs, talk about Microsoft more than normal and get our fingers stinky as we try out Mac OS 9 for the first time in almost 20 years. === Follow Up: WWDC Keynote Presenter History: * 1996 - Gil Amelio * 1997-2008 - Steve Jobs * 2009 - PowerPhil Schiller * 2010 - 2011 - Steve Jobs * 2012 - Current - Tim Cook Hot Cocoa: Microsoft Found To Be In Violation Of Sherman Antitrust Act MS abused its power as a monopoly Something Big Is Brewing For The WWDC Mac OS 9 News: OS 9.0.4 Released - available via the software update panel Lots of bugfixes People ran into trouble with software update Apparently you needed to update your software update control panel in order to get it to work - It doesn’t appear that the software update control panel update was available through software update. Apple Announces Press Conference With Matrox & Pinnacle Systems Matrox Announces Support For Macs They announce the Matrox RTMac Video Card - (I owned this -M) Apple acquires Astarte - which they will use to produce iDVD & DVD Studio Pro in the near future Astarte: Ancient Deity Netscape unveils Netscape 6.0 MS Rejects Web Standards Project Guidelines in upcoming Windows release of IE5.5 - Leaving the Mac version more Web Standards compliant - Zeldman is pissed A comparison of the differences among current web browsers Apple Q2 Earnings Reports - Net profit of $233 million Compared to $135 million last year Revenue was $1.94 billion up 27% from last year Apple made $75 million from the sale of ARM holding shares Hey look! Another iMac knockoff - the FishPC Quicktime is updated to 4.1.2, adds several new features Better streaming compatibility Windows 2000 compatibility No new channels The Sims is coming to Mac This is cool - Pocket EPC System Topics: Mac OS 9 First Impressions * These are the Macs we are using * The Macintosh Repository * NanoRaptor Twitter Account Recommendations: Josh: Game: The Legend of Zelda: Majora's Mask Matt: Game: Star Wars: Episode One Racer (For the SEGA Dreamcast)

1997 – Gil Amelio just was just removed as CEO of Apple. People were calling for Steve Jobs to return, but others thought that would be a bad investment. At a Garner Symposium, Michael Dell was asked what he would do with Apple. He came back in saying: “I’d shut it down and give the […]

5. osa | Apple Kultus | Dongle Museum Apple Kultus on podcast, kus Andres Kostiv Google disainisprintide agentuurist Futurist, Ahti Kaskpeit Marathon Studiost ning külalisena Gert Kasak Arvutimaailmast arutavad kõigest Apple universumis. Apple Kultus on Marathon Studios originaal produktsioon. Selle nädala Apple Kultuse saate teemad: APPLE UUDISED Apple eemaldas ajutiselt Apple kellas Walki Talkie toimimise, sealt avastatud turvaaugu, kuni see turvaauk ära parandatakse: https://www.macrumors.com/2019/07/11/apple-watch-walkie-talkie-eavesdropping-bug/ Uus 2019 a baasmudeli MacBook Pro 13 on 83% kiirem kui eelmine mudel: https://www.macrumors.com/2019/07/11/base-2019-13-inch-macbook-pro-benchmarks/ On lekkinud selle aasta iPhone renderdused, uus iPhone on nendel kujutatud kolme kaaameraga: https://www.macrumors.com/roundup/2019-iphones/ Uued 2019 aast iPhoneid tulevad 3D Touchi’ga ekraani asemel Haptic Toch ekraanidega: https://www.macrumors.com/2019/05/27/no-3d-touch-2019-iphones-removed-rumor/ Macbook eemaldati müügist kuna Macbook air pakub paremat omaduste combot: https://www.cnbc.com/2019/07/09/apple-discontinues-12-inch-macbook.html?recirc=taboolainternal TEHNOLOOGIA Belgia ringhääling: Google’i töötajad kuulavad nutikõlarite salvestusi: https://www.err.ee/960306/belgia-ringhaaling-google-i-tootajad-kuulavad-nutikolarite-salvestusi Kes tahab Windows 10 osta, siis siis saab seda teha TechPowerUp ja URCDKeys pakkumisega: https://www.techpowerup.com/257308/urcdkeys-summer-special-pricing-on-windows-10-pro-and-office-2019-plus-a-giveaway Nintendo Switch lite tuleb Sept: https://www.nintendo.com/switch/lite/ DNA test näitab kas oled hommikuinimene: https://www.engadget.com/2019/06/21/dna-test-morning-person/ APPLE AJALUGU Kes oli Gil Amelio? https://www.cultofmac.com/491038/today-apple-history-gil-amelio-exit/ Hea artikkel, kes soovib Apple ajaloost natukene rohkem teada saada: https://www.macworld.co.uk/feature/apple/history-of-apple-steve-jobs-mac-3606104/ Nike+iPod fitness tracker oli popp vidin: https://www.cultofmac.com/437845/today-in-apple-history-nikeipod-brings-fitness-tracking-to-your-pocket/ Kuulmiseni järgmisel korral!

We follow up on Sir Jony Ive's early innovations; Power Mac G4 Cube, Twentieth Anniversary Mac and USB (Hockey Puck) Mouse. Tim rememberers CADisplayLink. We also follow up on Apple's Design and Development Accelerator in Shanghai, a new scissor switch keyboard is coming for the MacBook Pro, and 4 major reasons why the MacBook Pro's suck. Apple discontinues the 12-inch MacBook and bumps up the MacBook Air with TueTone and adds TouchBar to the entry level MacBook Pro 13. Apple also cut SSD prices in half. The birthplace of the Mac & iPhone Flint Centre is to be demolished. Apple pushes a silent update to the Zoom apps. We discuss the 2015 MacBook Pro Battery Recall Program. 7-Eleven Japan shut down its mobile payment app. Face ID and Touch ID might be used to sign onto iCloud in iOS 13 Beta. Apple to ditch FaceID with through-screen Touch ID? Swift Property Wrappers by NSHipster. We also reminisce about Objective-C collections. Picks: Stranger Things-inspired retro trip to Windows 1.11, Apple’s Texas Hold’em game returns to the iPhone, SF Symbols Reference, TikTok, nil. SF Pro Rounded font from Apple.

February 27, 1998: Apple Newton is discontinued[/caption] 1998 – After Steve Jobs takes the role of Acting CEO (After the firing of Gil Amelio) he decides to trim some of the product fat. In result, the Apple Newton – it’s attempt at a PDA – was officially discontinued after 5 years.  But not all was […]

This week: The 2018 MacBook Pro is a beautiful machine, but it has some odd and painful flaws! Then: Quit or canned? Why is Angela Ahrendts leaving Apple? Plus: The saga of Gil Amelio, the CEO that saved Apple. This episode supported by Burrow sofas are designed for comfort, with supportive proprietary foam and a built-in USB charger so you never have to get up. Plus they're hand-crafted in North Carolina, and surprisingly affordable. Get $75 on your next sofa at burrow.com/cultcast. Our thanks to Linked In for supporting this episode. A business is only as strong as its people, and every hire matters… head to LinkedIn.com/cultcast and get a $50 credit toward your first job post. CultCloth will keep your iPhone X, Apple Watch, Mac and iPad sparkling clean, and for a limited time use code CULTCAST at checkout to score a free CleanCloth with any order at CultCloth.co. Thanks to Kevin McLeod for the music you hear on today’s episode. On the show this week @erfon / @lewiswallace / @lkahney 7 Painful Truths about the 2018 MacBook Pro Quit or canned? Why is Angela Ahrendts leaving Apple? [Opinion] When Apple fires an executive, the company is rarely straightforward about the situation. Apple never puts out a press release stating plainly that the executive was canned. So Tuesday’s unexpected announcement that Angela Ahrendts, Apple’s head of retail, is leaving in April led many to suspect she was fired. Most of the news stories about Ahrendts’ departure point out that it’s happening during the first-ever iPhone sales slump; The subtext is that she’s underperforming and has to go. Ryan Jones, an app developer with a popular Apple-centric Twitter feed, argues that Apple fired Ahrendts. His reasons: the timing of the announcement, coded language in the press release, and a claim that she was just four months from vesting stock. “Angela turned Apple Stores into a frustrating mess,” he wrote. “Service and buying are both slow and maddening.” No ‘gardening leave’ for Angela Ahrendts As noted by John Gruber, Vogue Business reporter Suzy Menke, who profiled Ahrendts just last week in a positive piece, quoted Ahrendts on Instagram saying the departing Apple leader misses her grown-up kids, who live in London. Ahrendts was based in the U.K. capital while CEO of Burberry and clearly misses the city The saga of Gil Amelio: the CEO that saved Apple Gil Amelio was Apple’s CEO for only 500 days, and in that time he rescued Apple from the brink of destruction. February 2, 1996: With disappointing Mac sales, the disastrous “clone Mac” strategy, and a failed Sun Microsystems merger to his name, Apple CEO Michael Spindler is asked to resign by the Apple board. Apple needs needs a miracle. In the last 4 years, they’ve lost over $230 million dollars. They turn to resurrection artist Gil Amelio, without whose leadership, Apple would probably not exist today. Microsoft is bringing Xbox Live to Android and iOS Microsoft is gearing up to release a software development kit (SDK) that will allow Android and iOS developers to integrate Xbox Live features into their games. The SDK will be officially confirmed by Microsoft next month, will also be available to Nintendo Switch developers. Microsoft’s SDK comes after Epic Games broke boundaries with cross-platform play inside Fortnite. The battle royale behemoth is the first title that allows players on all systems — including Xbox, Switch, mobile, and now even PlayStation — to play together. It also allows users to log in to a single account and sync progress between different devices.  

1997 – Apple Computer makes the acquisition of NeXT for $427 million. The OpenStep OS will be the base of Mac OS X. Steve Wozniak returns to Apple as an executive committee member. Gil Amelio – with Steve Jobs as his adviser – makes plans to restructure Apple. Finally, Bill Gates publicly states that he is very […]

Just six months after joining Apple, Sal Soghoian's job was already on the line. In July of 1997, then-CEO Gil Amelio had just been ousted and the company's stock was plummeting. To right the ship, Apple brought Steve Jobs back as the company's interim CEO. When Jobs took over, he went on a campaign to salvage Apple's remaining resources by hacking and slashing under-performing departments. The problem, Jobs said, was that Apple had lost its focus.

When we left the Steve Jobs story back on part three, Steve was at the lowest point of his life.   His big dream of creating the perfect computer Next was finished, and in an even crueler twist of fate, his other venture Pixar was in serious trouble too.    The lifeline that had been grabbed, when making the deal with Disney was slipping away from them.    Disney's Katzenberg had seen what the company had created, and quite simply hated Woody, Buzz Lightyear and all the other characters which we now see as classics.   And together with the majority of Disney's creative staff, he declared that the characters were unappealing jerks, the dialogues inappropriately cynical for a children's movie (while he was the one who pushed for such characteristics early in development) and finished.    Pixar was back to making TV commercials just so it could survive — but it was obvious it would disappear if the work did not start again.   Steve had lost Apple, lost Next, and ploughed a huge amount of money into Pixar with no sign of a return from his investments.   But Woody and Buzz had other ideas. Its not often that you can say that someone's life was literally saved by some old toys, but this was going to be the case with Steve Jobs.   John Lasseter and other Pixar employees worked very hard at the script that Disney previously hated. They knew that they were in the last chance saloon, so round the clock developed improved character traits in the toys that worked to make them instant classics, and in February 1994, they turned out a new, improved version that won Jeffrey Katzenberg's approval: production could resume.    Steve Jobs was not overwhelmed by this tiny success, and his desire to sell Pixar to outside investors never wavered. Even as late as the fall of 1994, Steve Jobs was actively pitching the company to anyone that he felt could help him regain his investment, even getting close to selling it to Apple's arch enemy Bill Gates.   Times were not good, but as many things turned out later for Steve, looking back and joining up his dots we can see clearly that it was a blessing that he failed to say goodby to the animation company.   In fact we could say that it was less of a blessing and more of an absolute saviour. . According to many people who with him at the time. The realisation that he had in fact tapped into something that was going to be far bigger than he or anyone could have realised came in New York central park in 1995.   There within the grass, trees, and open space of the big apples iconic recreational area, the movie studio had set up a gigantic tent with a movie screen showing previews of the two upcoming Disney films, Pocahontas, to be released in the summer, and Toy Story, for Thanksgiving 1995.   The watching audience in the tent loved what they were seeing, and watching their reaction more than the film Steve Jobs started to get back in action. The apathy that had seen him while away the hours with his daughter at home, was replaced by a vision of what might just be possible.    He realised, although it was true to say that he had kept his ideas firmly grasped to his chest, what he needed to do to get back on top and be seen as the earlier version of Steve Jobs once more.   The man who could do no wrong, with the midas touch to business.   But first he needed to see if the buzz around the two films could be translated into ticket sales.    Could the feeling of anticipation felt within the canvas tent be felt across the country, leading to seats being filled in cinemas across America and the world?   Well he didn't know, but he knew that he had things to do before he found out.   Steve Jobs started to get himself into position to maximize what could be achieved if the film was a hit. Getting more and more involved with the running of Pixars affairs, he made the bold move of removing Ed Catmull from his position as president and naming himself both president and CEO of Pixar   Not frightened by his previous recruitment fiascos, he also hired an outside CFO, Lawrence Levy, to give Pixar a respectable image to Wall Street. This would work wonders if he could force a move to take the company public. An idea that would have been laughed at just a few months earlier.   But now was a very different time, and PIXAR like a racehorse ready to explode from the gates and trounce the competition did just that.   When Toy Story finally came out on November 22, it wasn't just a hit, but it was a smash hit.    Audiences, across America flocked to see the Toy Buddy movie, and to say that Pixar and Disney were delighted was an understatement. It made $28 million in the Thanksgiving 3-day weekend alone, and eventually reached $160 million in US box-office receipts — an astonishing return for a production that cost just $27 million to get to market.   Steve Jobs had now got a successful company at the top of his resume once more.    And it is true in life, and certainly true in business, that success leads to success very quickly.    Most interested parties and investors only care about the recent track record, the hot streak that the incumbent could be seen travelling along at that moment.   Within a few weeks, Steve Jobs went from a tarnished ex-genius computer whizzkid, to seeing his face smiling confidently on the covers of business and industry magazines on every stand in America.   He was back, and in prime position, to create the largest and quickest influx of wealth he had ever experienced. Dwarfing the kind of financial figures he had enjoyed back in his highflying Apple days.   Back in the tent watching the movie pre-launch Steve Jobs had decided that he would take the company public. No one could see how this could have been possible with a failing company who hadn't made a profit in nine years, and instead had only see money go one way….the wrong way.   But Steve Jobs, felt strongly that he could ignore the naysayers, and meander his way through legal issues within the company that would stop this from occurring. He after all had a history of finding his way through the insurmountable difficulties that stop others in their tracks.   And this situation was no different.   He found the solution to the legal difficulties, and fair to say made more than a few enemies within the company in the process. His decision to focus the rewards on five individuals only, with himself taking the lion's share, alienated much of the company's loyal employees.    Most feeling that the company should recognise and reward their efforts to bring the film to a successful conclusion. Many threatened to leave upon hearing that new CFO Levy would find himself fantastically rewarded, when he had not done anything remotely significant in the short period he had been with PIXAR. This was a bitter pill to swallow.   But Steve Jobs didn't care a bit, and proved to the world that his vision was spot on, when on November 29th, one week after Toy Story was released, the company hit the stock exchange.   Such was the positive commentary about the film and the company, it was little surprise that the shares more than doubled from $22 to $49. It became the biggest IPO of the year. Steve Jobs had made it: he was now a billionaire, worth almost $1.5 billion.    He had made in one swoop ten times the money he had ever made at Apple in the early 1980s.    Steve Jobs was delighted, not just for himself, but he now had a company that had made $123 million, and wrote off all its debts in one go.    He was now in the driving seat once more.    And there is one thing certain about Steve Jobs, and that is his ability to gain momentum from a situation.   He went back to Disney, and instead of thanking them for their support, marketing and production experience, he re-negotiated the deal he had previously made.   Steve Jobs made it clear to them that unless a new contract was written, he would take his animation company to the other movie distributors once the three movie deal was concluded.   Disney could see what they had on their hands and agreed to every term Steve Jobs dicated.     The world was astonished.   They were not going to let the golden goose fly from their grasp.   Steve Jobs was on a roll and had a vision for himself that most certainly did not bear fruit.    To which we mean the company that he had started way back in the 70's Apple was not on his radar at all.   He had moved on, and separated himself completely from his past. Reinventing himself within a totally new industry   However, we can also see that sometimes in a person's life there are things occurring behind the scenes that can pull them in a direction that they just couldn't have foreseen.   And within the walls of Apple, they had no direction, the company was in crisis and losing money hand over fist.    The Macintosh which still brought in the bulk of the companies profits was in steep decline.    The operating system that a couple of years previously had been seen to be state of the art and cutting edge was now cumbersome and inoperable.   The desires for faster and more sophisticated computers had seen their competitors namely Microsoft pull away to claim the lion share of the market and dominate the sales of home pcs   Apple was desperate to restore their product to its former glories, they worked around the clock to bring to market an operating system that would fit the bill.    Fast, cheap, efficient to build and able to cope with the demands of every consumer in the world at that time.   They struggled, and after delay upon delay realised, that they needed to pursue other avenues.    The word on the street was Apple were rotting from the inside out. They were unable to operate efficiently and sales were declining in such spectacular fashion that their days were numbered.   How could they quickly change the fortunes of the Macintosh?    How could they find the operating system that would bring the company back from the dead?   They needed to look to what the world was doing and seek collaboration.   They needed outside help if the company had any chance of survival.   And not even the board of Apple would have considered Steve Jobs to be the collaborator that they required, and certainly not even the most optimistic dreamer would have dared imagine that he not only be that person, but would also save the company in such astonishing fashion.   If you recall in the previous episode of the Steve jobs join up dots biographies. Steve had worked after leaving Apple on building the pinnacle of sophistication into the computer world with his Next computer company.   So perfect and advanced was the system that he built, that the world was quite simply not ready for it. It had been too advanced for the development costs to be able to be transferred to the buying public.   But that of course did not mean that the system was not still valuable to the world, and most importantly Apple computers.   Hearing about the company's problems, some NeXT employees made a very bold decision.    They would contact Apple and inform them that they had an answer to their problems on hand.    A system that was built, tested and now able to be built at a much cheaper cost than previously.   The world was ready for the vision of perfection that had cost Steve Jobs, his business and his reputation.   When Jobs heard that the phone call had been made, his jaw dropped.    He was stunned that the idea had occurred, and even more so that the idea had been placed in front of his own struggling former love..Apple.   In December 1996, Steve Jobs, for the first time in over a decade drove to the headquarters of Apple and stepped through its doors, and in his hand he held the future of Apple Computers. The very advanced NeXTSTEP, regarded as one of the best software platforms on the planet.    Steve Jobs said, envisioning the finally widespread use of NeXTSTEP, was a dream he had struggled ten years to realize but had always wished to occur. Justifying his efforts and perfectionism.     In short time he convinced the board that they should part with $400,000,000 for sole use of the NeXSTEP, with also 1.5 million Apple shares and the appointment as “informal adviser” to CEO Gil Amelio coming his way too.   Steve Jobs had remarkably, through a series of fortunate events involving a film company that he had tried to rid himself, and an operating system that nobody wanted, returned home.   No longer in the family garage, but this time at the re-birth of Apple.   It would not be long until he was no longer the informal advisor but instead be restored as the CEO of Apple.   We will see in the last episode of the Steve Jobs story how he placed himself in the midst of a company that had lost direction, lost market share, and lost the belief of the world, but through the experience and dots that were now connecting Steve Jobs would be see forever as the world's greatest CEO

Some more discussion of the Leap. Morgan’s plans are foiled by the evil that is Microsoft copy protection. Barry’s views on #firstworldproblems. “Books happen in the time that they take.” The value of twenty minutes and the Twenty Minute Time Suck. Links: Comments on Episode 19 -- Amanda and Paul on the Leap Simon Cowell Offers Advice Frank McCourt Pomodoro Technique -- 25 minutes on, 5 minutes off The Unbreakable Kimmy Schmidt — "You can stand anything for 10 seconds." Freedom.app Instructions for blocking the internet on your router Inertia BookExpo: Where it’s been and where it will be WWDC Keynote On the Firing Line: My 500 Days at Apple by Gil Amelio & William L. Simon | Amazon | BN.com Teen Boat! by Dave Roman and John Green (not that John Green) | Amazon | BN.com | Indiebound Ravencliffe by Carol Goodman | Amazon | BN.com | iBooks | Indiebound Rate us on iTunes

David has an eye problem, Tim wonders what combo of over the counter drugs are safe, a bad Microphone makes recording difficult, and they both discuss almost ten years of Podcasting, with a special interview at the end of the show with ex-CEO of Apple Gil Amelio.

James and John discuss eBay Finds: iPod mini store display, Apple cycling jacket, and Santa and Elf Apple display. They talk about Gil Amelio's days as CEO of Apple Computer, and news includes Lion, new Macs, and KansasFest. To see all of the show notes and join our website, visit us at RetroMacCast.