Apple

“I got a couple of calls from Andy Rubin at the time, who I worked with at General Magic, working on Android before Android was bought by Google. And so that was really like, Steve, we should listen to this.”

“And we actually had, I'd bring it up and Steve was like, over my dead body. And so I still created a skunkworks program in the back.”

“Yeah, it was much smaller, and it had a market share of one percent or less, only in the US. It didn't have retail stores, it only had the Mac. There was really nothing else that Apple had at that time.”

“The iPhone was the greatest thing except for a phone, right? Cause the phone really sucked. Cause we were learning, right? By figuring out what to do with how to make good cameras even.”

“I think what happened was in general magic was, you know, trying to make, you know, when you look back on it, the iPhone, 15 years too early.”

“We were at 85% market share at the time, and the market kept growing and growing and growing.”

“Think about what Cisco did to all the networking companies. Think about what Amazon did in the cloud. Think what Apple did in terms of ease of use. That really is what now is going to do this industry if we do it right.”

“Like an iPhone would cost right now a few thousand dollars probably for the next three, four or five years, you know, each, if we didn't have China for now, and then eventually we could get cost down a lot more, but there's going to be like a huge disruption i…”

“Even if you look at your iPhone, there's about 150, 160 chips in that iPhone. Only three of them are advanced. Your processor, your memory, and the baseband from Qualcomm. That talks to the cell tower. Everything else, GPS, screen, power management, battery, a…”

“But then you have Apple come out with a paper that shows that if you do minor perturbations, you drop the reasoning score on these systems by like, 65%.”

“Apple is very command and control. I don't know how much you know about their culture, but almost all the decisions are made by executives, by long memos, written their way, all the way to the top”

“Well, the A players at PayPal, who would be massively successful there, are not the same players as the A players at Apple, who can be massively, so you actually get these areas of coherence and cultural identity”