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Dallas Cowboys' Dez Bryant faces 2nd lawsuit, for $615K
Cowboys receiver Dez Bryant faces a second lawsuit claiming he didn't pay for jewelry and game tickets and didn't repay loans.
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Brad Friedman and Desi Doyen: Green <b>News</b> Report: March 29, 2011 <b>...</b>
IN 'GREEN NEWS EXTRA' (see links below): UN report: Cities ignore climate change at their peril; Study: Freshwater Content of Upper Arctic Ocean Increased since 1990; China 'to overtake US on science' in two years; ...
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<b>News</b> Effects | HiLobrow
News videographer Dan Chung's footage of the tsunami devastation is moving, literally and morally. Shot on assignment for the Guardian, the work has attracted a good deal of attention—and no small amount of criticism, ...
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With the company’s future already clouded by Steve Jobs’ latest medical leave, the possibility of the iPad’s chief designer, Jonathan Ive, cashing out ups the uncertainty, Dan Lyons writes.
Is Apple losing its design guru?
When Apple CEO Steve Jobs announced in January that he would take a third medical leave, the biggest concern was the cloud of uncertainty that hovered over the company. Now that uncertainty has become an issue again, as rumors have started swirling that Apple might lose its chief designer, Jonathan Ive.
Apple's head designer Jonathan Ive poses for a portrait on January 27, 2010 in Cupertino, California. (Photo by Paul Harris / Newscom)
Reports in Ive’s native England suggest that the man who oversaw the design of the iPhone and iPad wants to spend more time in the U.K., putting him at odds with Apple’s board enough that he would consider leaving the company. Although Ive and Apple won’t comment, the scenario is plausible for two reasons: First, Ive is about to cash in options valued at $30 million that he was granted in 2008; and second, Ive has an especially close relationship with Jobs.
Whether Ive stays or goes, the brouhaha shows the challenges that Apple is increasingly likely to face given the questions about Jobs’ role in the coming months. One scenario being bandied about by Apple-watchers suggests Ive is making a power play to succeed Jobs; it seems just as likely, however, that he simply may not want to work at Apple if Jobs isn’t there.
Still others think the entire notion that Ive might leave is completely unfounded. But either way, the whole incident shows how the Jobs health situation is bringing more drama to a company that, until now, has been a model of tight-lipped discipline.
Apple’s products are famous for their sleek designs, and conventional wisdom holds that losing Ive would be a terrible blow to Apple—“Apple’s worst nightmare,” Britain’s Guardian called it. But the truth is, losing Ive may not be as big a deal as some Apple watchers think.
For one thing, Apple has loads of bench strength in every department, and because of its success it can attract just about anyone it wants.
“How much of this is Steve, how much is Jon, how much someone else? Steve always had an eye for design. The designer is only as good as the client,” says Jean-Louis Gassée.
For another, the real genius behind Apple’s designs might not be Ive—but rather Jobs.
That’s the educated guess of Jean-Louis Gassée, a former top executive at Apple and a longtime close watcher of the company who still has many connections there.
Gassée points out that Ive was already working at Apple when Jobs returned to the company in 1996. Ive joined the company in 1992, when Jobs was gone from the company, having been ousted by the board in 1985.
And before Jobs returned to Apple, Ive wasn’t exactly setting the world on fire. The first products that Ive designed under Jobs were the “Bondi Blue” iMac and the somewhat ugly iBook. Ive’s next products, the "desk lamp" Mac and the early metal laptops, were better looking, Gassée says.
I read an interesting article this morning that suggested Apple would change its mind and put Adobe’s Flash technology on its iOS devices within a year. I don’t think that’s going to happen.
In an open letter to users, Apple CEO Steve Jobs gave several reasons why he didn’t want Flash on the iPad, iPhone or iPod touch. They are: Flash isn’t open; the full web; reliability, security and performance; battery life; and touch.
Adobe began shipping Flash Player 10.1 for Mobile last June, but even Laptop magazine admitted that “Steve Jobs was right,” and that “Adobe’s offering seems like it’s too little, too late.” Granted, that report was from six months ago, but it still doesn’t bode well for the technology.
There is no doubt that Adobe is making advances with Flash on mobile devices, but I don’t believe future changes will be enough to get Apple to adopt the technology.
Jobs has been very clear that Apple supports HTML5, an open technology that is controlled by a standards committee, not one company. By building support for that technology into Webkit, Apple is ensuring that mobile Web browsers will be able to access what we’ve come to know as the “full web.”
Webkit is used by Google, Palm, Nokia and RIM, so it has a pretty solid base.
One of the arguments often bantered about when the discussion of the “full Web” comes up is video. There is no doubt that Flash made huge strides over the years in having sites like YouTube encode their videos in Flash. But that’s for the desktop.
As Jobs points out, almost all of this video is also available in H.264 format (a format Flash also supports), so it’s viewable on the iPhone, iPad and iPod touch.
“Add to this video from Vimeo, Netflix, Facebook, ABC, CBS, CNN, MSNBC, Fox News, ESPN, NPR, Time, The New York Times, The Wall Street Journal, Sports Illustrated, People, National Geographic, and many, many others. iPhone, iPod and iPad users aren’t missing much video,” wrote Jobs.
You may ask why other companies adopted Flash for their mobile devices when Apple won’t. That’s easy, they are looking for something they have that Apple doesn’t. Considering how hard it is for tablet makers to compete with Apple, any perceived advantage will work.
I’m not an Adobe hater—I know quite a few people that work at Adobe and I think they’ve done some amazing things over the years. Flash for mobile devices isn’t one of them.
Chris Dawson said he gives “Apple a year until they cave [and adopt Flash]. Android tablets will just be too cool and too useful for both entertainment and enterprise applications if they don’t.”
I have been using my iPhone for years and my iPad for one year. I honestly can’t remember the last time I went to a Web site that wouldn’t load because I didn’t have Flash installed. I can load videos from YouTube and a host of other sites too, no problem.
Apple has sold more than 160 million iOS devices and there are no screaming, angry hordes of users breaking down the doors at 1 Infinite Loop demanding Flash on their devices.
In order for Apple to change its mind and adopt Flash, the technology has to be proven to be indispensable and that it will benefit its users. Apple has proven just the opposite is true.
Editor’s Note: Jim Dalrymple has been writing about Apple for more than 15 years. You can follow him on Twitter @jdalrymple and on his Web site at The Loop.
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Ask yourself, what are my company’s core capabilities? If your answer is simply, restating the product you sell, you are most likely incoherent. The coherence premium is a high level strategy used by some of the largest (and most profitable) corporations in America. Companies that are “coherent” can define 3-6 capabilities internally that differentiate them within their industry, build a deep workable strategy focused on “winning,” and develop product portfolio based around their capabilities.
What makes the coherence premium such an interesting topic? The fact that companies who are “coherent” are healthier, more profitable and better set up for long-term growth. Coca-Cola, a poster child for coherence, (almost 100 on the Coherence Capabilities Score) sees on average 20% higher earnings before interest and taxes than profiled companies with a Coherence Capabilities Score of less than 20.
Take Wal-Mart for instance, they’ve aligned all of their capabilities:
- Aggressive vendor management
- Expert point-of-sale data analytics
- Superior logistics
- Rigorous working capital management
Simple, but to the point, Wal-Mart understands their internal capabilities, which stretch from logistics all the way to IT. Capabilities should be specific enough that they exact a point of where you stop competing and start excelling your industry. A more thorough example of a capability would be, “A company’s ability to use customer-data mining to develop new products.”
Benefits
- Strengthens a Companies Competitive Advantage
- Companies are Better Prepared For The Future
- Produces Efficiencies of Scale
- Aligns Strategic Intent and Day-To-Day Decision Making
Steps
1. Ways to Play- learn how your company provides value and the way you will face the market.
- Are we investing capabilities that matter to the way we play?
- Are we clear about the way we choose to create value in the marketplace?
2. Capabilities System -determine your 3-6 core capabilities.
- Have we defined how these capabilities work with our system?
- Do all of our businesses draw upon this superior system?
3. Build a Strategy For a Balanced Portfolio – Build your future growth and product initiates to maximize your core capabilities.
- Have we found our product and service “sweet spot”
- Are new products and acquisitions determined on the way the fit within our capabilities system?
Understanding your core capabilities and becoming coherent is not necessarily the easiest thing to do. Your capabilities should be assessed with a healthy mix of both internal and external information and careful thought. All of this is worth the hassle; coherent companies consistently reap more profits, are better prepped for the future and place themselves atop their industries by innovating.
Ask yourself, what are my company’s core capabilities? If your answer is simply, restating the product you sell, you are most likely incoherent. The coherence premium is a high level strategy used by some of the largest (and most profitable) corporations in America. Companies that are “coherent” can define 3-6 capabilities internally that differentiate them within their industry, build a deep workable strategy focused on “winning,” and develop product portfolio based around their capabilities.
What makes the coherence premium such an interesting topic? The fact that companies who are “coherent” are healthier, more profitable and better set up for long-term growth. Coca-Cola, a poster child for coherence, (almost 100 on the Coherence Capabilities Score) sees on average 20% higher earnings before interest and taxes than profiled companies with a Coherence Capabilities Score of less than 20.
Take Wal-Mart for instance, they’ve aligned all of their capabilities:
- Aggressive vendor management
- Expert point-of-sale data analytics
- Superior logistics
- Rigorous working capital management
Simple, but to the point, Wal-Mart understands their internal capabilities, which stretch from logistics all the way to IT. Capabilities should be specific enough that they exact a point of where you stop competing and start excelling your industry. A more thorough example of a capability would be, “A company’s ability to use customer-data mining to develop new products.”
Benefits
- Strengthens a Companies Competitive Advantage
- Companies are Better Prepared For The Future
- Produces Efficiencies of Scale
- Aligns Strategic Intent and Day-To-Day Decision Making
Steps
1. Ways to Play- learn how your company provides value and the way you will face the market.
- Are we investing capabilities that matter to the way we play?
- Are we clear about the way we choose to create value in the marketplace?
2. Capabilities System -determine your 3-6 core capabilities.
- Have we defined how these capabilities work with our system?
- Do all of our businesses draw upon this superior system?
3. Build a Strategy For a Balanced Portfolio – Build your future growth and product initiates to maximize your core capabilities.
- Have we found our product and service “sweet spot”
- Are new products and acquisitions determined on the way the fit within our capabilities system?
Understanding your core capabilities and becoming coherent is not necessarily the easiest thing to do. Your capabilities should be assessed with a healthy mix of both internal and external information and careful thought. All of this is worth the hassle; coherent companies consistently reap more profits, are better prepped for the future and place themselves atop their industries by innovating.
Small Business <b>News</b>: Social Media Brand
What is your social media brand? Do you have one? Sure, many small business owners and entreprene...
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Heavy Fire Afghanistan coming to Kinect Xbox 360 <b>News</b> - Page 1 <b>...</b>
Read our Xbox 360 news of Heavy Fire Afghanistan coming to Kinect.
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