iOS and iPadOS 15: MacStories Review // Worthwhile read for a lot of details about releases.

If you’ve been looking at Apple software releases for any time then you know “major”, “minor”, or “incremental” are all the wrong descriptors and upset me! 🙀 1/ macstories.net/stories/ios-an…
2/ What Apple does is “relentless execution” coupled with a “long-term and focused point of view”.

And they do that by releasing Every. Single. Year. At. The. Same. Time.

I guess after all this time, this fact is so taken for granted that we sometimes fail to appreciate it.
3/ This goes back to Apple history and failure to delivery the OS releases reliably. Of course everyone was failing to release software on time back then (even on mainframes). But Apple, much like Microsoft, teetered between betting too big and scrambling something out the door.
4/ At the same time, Jobs (and much of the Mac team, particularly people like Scott Forstall and years later Craig Federighi) delivered releases of this new OS on more of a schedule than most anyone else in the OS biz.

All while Apple was struggling with System 7.x and later.
5/ Once NeXT joined Apple and OS “merger” happened, not only did Apple have a modern OS, but release cadence was put in place.

Key point: the cadence was set by a calendar (a conference!) not by a feature list. Whole process oriented around gaining and maintaining momentum. Wikipedia release cadence of OS X
6/ Look at that timeline from 2001. Even if all they ever did was Mac, then that would be an insane accomplishment. The fact that they also replumbed the OS for Intel along the way and built the hardware was a bonus.
7/ THEN (by the way!) they took the OS and scaled it back and ported it to ARM to build…a phone. And they still released updates to the Mac.
8/ And also along the way they released a tablet, a TV set top box, and a watch. All built from the same OS.

So that’s what they’ve been doing.
9/ Power users and people that look to features struggle with this because they want a “big bang” every year. But that turns out to not be a good way to run a long-term software project or even what customers want.
10/ The benefit of “incremental” innovation COMBINED with a long-term view means that some features get added that sort of sneak up on customers. What looks small and weird early on can compound over time with more “incremental” and become big.
11/ Features like Face ID, Wallet, even iCloud itself, or maybe that little thing called the M1. all had “just a toy” or “incremental” or “not sure” reviews.

The problem is s/w projects that try to solve for the long term all at once can (and do) often fail to even launch.
12/ There are plenty of projects that do ongoing small adjustments. And of course there have been products that have fits and starts (or perhaps “odd/even”) approaches. But looking at those reviews you see the same thing—incremental releases!
13/ What matters more than anything to software is shipping AND having a long term view. You can’t just ship. You can’t just have a big vision. You have to know how to break your long term goals down and ship reliable “incremental” steps.
14/ So to review products using terms like incremental misses the huge leaps that happen right under our collective noses. And true to the reality, the number of “upgrade the hardware every year” customers isn’t the goal. Economically it can’t be.
15/ @jensenharris send me this video last night reminding us both of the incredible amount of cumulative change that “little incremental” updates bring. It is worth a watch. This only goes to 15.
16/ I too love features. But what I love more than features is when a company executes at the scale of 1 billion devices over more than 20 years. That’s learning by shipping.

I wrote about this whole topic once before. More here. ♻️ // END medium.learningbyshipping.com/apples-relentl…
PS/ It is easy to say “yeah but what about the power users or fans” and just remember a) those aren’t the largest base of customers and b) the biggest feature they get is a yearly release!!
PPS/ Press and insiders used to get frustrated w/me (or vice versa) over characterizing releases as major or minor. Windows had same issue macOS—changing the actual version number is a compat headache, only increasing the conspiracy. Wrote this for Win7. web.archive.org/web/2008090205… When we started planning the release, the first thing some m

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More from @stevesi

17 Sep
"A predominantly remote future will challenge the need for layer upon layer of bureaucracy in American work by rejecting the assumption that 'management' is the only way to grow" @edzitron theatlantic.com/ideas/archive/… // Don't agree w/generalized view of "manager bad"...thoughts 1/
2/ Company structure is not a law of nature. Rather it is a product of strategy (intentional or not). The past 100 years have seen different waves of structure from chaotic, centralized, scale, conglomerate, re-engineered, and more. Every one of those had bad managers. A truism:
3/ The pandemic has shown that at a fundamental level what companies should revisit is not "how many managers" or "remote work" but what does a modern product/service execution strategy look like?

IMO, that will drive "the great restructuring" that will happen.
Read 14 tweets
14 Sep
Study of Microsoft employees shows how remote work puts productivity and innovation at risk geekwire.com/2021/study-mic… via @GeekWire // This is a paper out from a large group of researchers at Microsoft (and others). I have many thoughts on this. 1/
2/ My intention is not to comment on research per se but on how it might be misapplied. Studies of electronic communication in orgs--have been put forth ever since MSFT introduced email. At best this is telemetry and at worst it can be used to imply causality.
3/ I have no doubt that this research accurately captures the flow of information using digital tools around the company for over 60K people. That's a huge amount of work and analysis. Kudos. The challenge from the outset is that it conflates that flow with "collaboration".
Read 26 tweets
9 Sep
With early success in a product there's often a strong desire (or rush) to "make it a platform". Having an app is great and making it a platform is better.

How Microsoft and Apple worked *together* to create Macintosh is a huge lesson on building a platform. 1/ Steve Jobs on cover of InfoWorld February 1984 "Apple B
2/ Apple saw the value of having VisiCalc on Apple ][ and IBM saw that for PCs with 1-2-3.

The common thread is that platforms benefitted from a third party betting their future business on the platform. It was existential for the platform to have companies doing that.
3/ Conversely, third parties came to realize that betting their business on a platform can create a stronger relationship--an influencer relationship--with the platform. Bill Gates saw that potential with Macintosh.
Read 12 tweets
8 Sep
I know it is difficult to believe, but there was a time when key tech leaders and influencers of the world were dead set against the graphical interface.

In 1985, less than a year after Macintosh was unveiled the naysayers were out in full force... 1/ The images in this thread are all from a scanned article. If
2/ About 2M Apple ][ had been sold in total. About 3.5M IBM PCs (8086). About 8M Atari, TRS-80, C64 all combined. This was early. ~20M computers sold, worldwide, total.

Dr Dobbs, InfoWorld, Byte magazines were supreme. We're in "Halt and Catch Fire" S1. Joe MacMillan reads IW.
3/ If a hobbyist magazine printed a story you didn't like you probably just ranted at your user group meeting thursday night.

If it really bugged you, then you'd write a letter to the editor. Maybe they would print it a few weeks later. Then a few thousand people would see it.
Read 8 tweets
6 Sep
Incompatible Files, Slipping, Office 97 RTM— new post in “Hardcore Software” …rdcoresoftware.learningbyshipping.com/p/045-incompat… // “Reviews” were a key part of the early days of the PC era. In the context of shipping Office 97, this post looks at how reviews were changing as the industry matured. 1/11
2/ From the earliest days through Windows 95, personal computer reviews were primarily done by “tech enthusiasts” and aimed at same. Basically hobbyists reviewed products for hobbyists. That was the industry. Here’s BYTE giving Office 97 ⭐️ ⭐️ ⭐️ ⭐️ ⭐️ across the board. Toward a More Productive Of...
3/ Such enthusiast outlets were our key constituency as most all sales were driven through retail channel and most retail customers were buying magazines like these by the pound (at the peak, an issue of BYTE or PCMag was hundreds of pages, mostly ads). So victory.
Read 11 tweets
1 Sep
"Making the Laptop Commonplace" - NY Times 1985. A great example of challenges in forecasting progress in technologies when improvements are happing at exponential rates. Article asks what happened to all those predictions from last year (!) that laptops would be a big deal? 1/ Image
2/ "People don't want to lug a computer with them to the beach or on a train to while away hours they would rather spend reading the sports or business section of the newspaper."

What if the laptop were the place to read those!
3/ "Right now laptops cost considerably more than the equivalent desktop computer."

What if the need to innovate in laptops not only made components smaller, but cheaper, and at the same time consume less energy? Then who wouldn't want a laptop *instead* of a desktop?
Read 8 tweets

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