Broadly speaking, Alphabet, Amazon, Apple, Meta, Microsoft, Nvidia, and Tesla are all “technology” companies. Looking more specifically, though, each company occupies fundamentally different categories of tech. Apple is a consumer computing hardware manufacturer. Its primary products are smartphones, laptops, desktop computers, and tablets. Other products that it makes, including the so-called “services,” are primarily accessories to or supportive of their consumer computing hardware: e.g., App Store, Apple Music, and iCloud. Apple’s specific product focus has remained unchanged since its founding as “Apple Computer Company.”

Meta has tried to pivot to the so-called “metaverse,” symbolically renaming the whole company from “Facebook” and continuing to pour $billions every year into the effort, yet with not much more return on investment than Apple’s own “spatial computing”, i.e., Vision Pro. And now Meta is trying to pivot to A.I., pouring a ton of money into that too, but with nothing much to show for it. We’re supposed to be impressed by Meta poaching individual Apple engineers with nine-figure pay packages, which in one sense is impressive, just not impressive in the sense of paying off for Meta. Perhaps it will pay off for Meta in the future. Or perhaps not. Meanwhile, Meta is still practically printing money at its old, core business: selling ads on social media

Jobs did not just make tech products willy-nilly, for no other reason than to maximize profit and stockholder returns. He was always focused specifically on consumer computing devices and platforms. That’s what he cared about, and where his experienced rested. When Jobs left Apple in the 1980s, what did he do? Again, he created a new personal computing platform, NeXT, a combination of hardware and operating system, just like the Apple II, Lisa, and Macintosh that came before. Jobs was innovating… on a theme, almost like a classical composer. Jobs was eventually able to return to Apple and become CEO precisely because Jobs made what Apple needed: a personal computer operating system, NeXTSTEP, which became Mac OS X.

It’s instructive to recall that the iPod, Apple’s second hit product under CEO Jobs after the iMac, was not only a consumer electronics device but also originally an accessory to the Mac.

I feel that McGee and other critics of Tim Cook fallaciously lump Apple in with other tech companies that are not Apple competitors. Tesla is not an Apple competitor. Neither are Nvidia or Meta, or for that matter, Amazon. You have to ask what makes Amazon a “tech” company. Amazon is primarily a retailer of physical goods. It sells those goods over the internet, which was novel in the 1990s but unremarkable today. I can order food online, but that doesn’t make the restaurant a tech company. If any product qualifies Amazon for the label, I’d say it would be Amazon Web Services. This is a business product, though, not a consumer product.

Why are we comparing Apple to Meta and Nvidia rather than to Samsung and Xiaomi on mobile, Lenovo and HP on desktop? Perhaps those markets have become saturated and don’t provide as much room for growth as other potential markets. So what? I get the impression that commentators complaining about Tim Cook’s lack of innovation simply want “growth,” unlimited growth, without any purpose behind that growth, technology without the intersection of the liberal arts, to use a metaphor from Steve Jobs, who always had a purpose, his innovation always oriented toward consumer computing hardware

We have been secretly, for the last 18 months, been designing a completely new user interface. And that user interface builds on Apple’s legacy and carries it into the next century. And we call that new user interface Aqua, because it’s liquid. One of the design goals was that when you saw it you wanted to lick it. But it’s important to remember that this part came several minutes after outlining Mac OS X’s underlying architecture. Jobs began talking about Mac OS X by stating its goals, then the architecture used to attain those goals, and then there was a mention of how the new OS looked.

Sure, a lot has changed in the technology landscape over the past twenty years, but the Mac OS X introduction in 2000 is almost disarming in how clearly and precisely focused it is. It is framed in such a way that you understand Jobs is talking about a new powerful tool. Sure, it also looks cool, but it feels as if it’s simply a consequence of a grander scheme. A tool can be powerful in itself, but making it attractive and user-friendly is a crucial extension of its power.

But over the years (and to be fair, this started to happen when Jobs was still CEO), I’ve noticed that, iteration after iteration, the focus of each introduction of a new version of Mac OS X shifted towards more superficial features and the general look of the system. As if users were more interested in stopping and admiring just how gorgeous Mac OS looks, rather than having a versatile, robust and reliable foundation with which to operate their computers and be productive.

What some geeks may be shocked to know is that most regular people don’t really care about these changes in the way an application or operating system looks. What matters to them is continuity and reliability. Again, this isn’t being change-averse. Regular users typically welcome change if it brings something interesting to the table and, most of all, if it improves functionality in meaningful ways. Like saving mouse clicks or making a multi-step workflow more intuitive and streamlined.

But making previous features or UI elements less discoverable because you want them to appear only when needed (and who decides when I need something out of the way? Maybe I like to see it all the time) — that’s not progress. It’s change for change’s sake. It’s rearranging the shelves in your supermarket in a way that seems cool and marketable to you but leaves your customers baffled and bewildered.

This yearly cycle forces Apple engineers — and worse, Apple designers — to come up with ‘new stuff’, and this diverts focus from fixing underlying bugs and UI friction that inevitably accumulate over time.

Microsoft may leave entire layers of legacy code in Windows, turning Windows into a mastodontic operating system with a clean surface and decades of baggage underneath. Apple has been cleaning and rearranging the surface for a while now, and has been getting rid of so much baggage that they went to the other extreme. They’ve thrown the baby out with the bathwater, and Mac OS’s user interface has become more brittle after all the changes and inconsistent applications of those Human Interface Guidelines that have informed good UI design in Apple software for so long.

Meanwhile the system hasn’t really gone anywhere. On mobile, iOS started out excitingly, and admittedly still seems to be moving in an evolving trajectory, but on the iPad’s front there has been a lot of wheel reinventing to make the device behave more like a traditional computer, instead of embarking both the device and its operating system in a journey of revolution and redefinition of the tablet experience in order to truly start a ‘Post-PC era’.

An operating system is something that shouldn’t be treated as an ‘app’, or as something people should stop and admire for its æsthetic elegance, or a product whose updates should be marketed as if it’s the next iPhone iteration. An operating system is something that needs a separate, tailored development cycle. Something that needs time so that you can devise an evolution plan about it; so that you can keep working on its robustness by correcting bugs that have been unaddressed for years, and present features that really improve workflows and productivity while building organically on what came before. This way, user-facing UI changes will look reasonable, predictable, intuitive, easily assimilable, and not just arbitrary, cosmetic, and of questionable usefulness.

Who decided these features should go in the WWDC keynote, with a promise they’d arrive in the coming year, when, at the time, they were in such an unfinished state they could not be demoed to the media even in a controlled environment? Three months later, who decided Apple should double down and advertise these features in a TV commercial, and promote them as a selling point of the iPhone 16 lineup — not just any products, but the very crown jewels of the company and the envy of the entire industry — when those features still remained in such an unfinished or perhaps even downright non-functional state that they still could not be demoed to the press? Not just couldn’t be shipped as beta software. Not just couldn’t be used by members of the press in a hands-on experience, but could not even be shown to work by Apple employees on Apple-controlled devices in an Apple-controlled environment? But yet they advertised them in a commercial for the iPhone 16, when it turns out they won’t ship, in the best case scenario, until months after the iPhone 17 lineup is unveiled?

“Can anyone tell me what MobileMe is supposed to do?” Having received a satisfactory answer, he continued, “So why the fuck doesn’t it do that?” For the next half-hour Jobs berated the group. “You’ve tarnished Apple’s reputation,” he told them. “You should hate each other for having let each other down.” The public humiliation particularly infuriated Jobs. Walt Mossberg, the influential Wall Street Journal gadget columnist, had panned MobileMe. “Mossberg, our friend, is no longer writing good things about us,” Jobs said. On the spot, Jobs named a new executive to run the group. Tim Cook should have already held a meeting like that to address and rectify this Siri and Apple Intelligence debacle. If such a meeting hasn’t yet occurred or doesn’t happen soon, then, I fear, that’s all she wrote. The ride is over. When mediocrity, excuses, and bullshit take root, they take over. A culture of excellence, accountability, and integrity cannot abide the acceptance of any of those things, and will quickly collapse upon itself with the acceptance of all three.

"Will it be different?" is the key question the regular people ask. They don't want there to be extra steps or new procedures. They sure as hell don't want the icons to look different or, God forbid, be moved to a new place.

These bright and capable people who will one day help you through knee replacement surgery all bought a Mac when they were college frehmen and then they never updated it. Almost all of them had the default programs still in the dock. They are regular users. You with all your fancy calendars, note taking apps and your customized terminal are an outlier. Never forget.

The majority of iPhone users and Mac owners have no idea what's coming though. They are going to wake up on Monday to an unwelcome notification that there is an update available. Many of them will ask their techie friends (like you) if there is a way to make the update notification go away. They will want to know if they have to install it.

Some of the topics I touch on: Why I believe Vision Pro may be an over-engineered “devkit” The genius & audacity behind some of Apple’s hardware decisions Gaze & pinch is an incredible UI superpower and major industry ah-ha moment Why the Vision Pro software/content story is so dull and unimaginative Why most people won’t use Vision Pro for watching TV/movies Apple’s bet in immersive video is a total game-changer for live sports Why I returned my Vision Pro… and my Top 10 wishlist to reconsider Apple’s VR debut is the best thing that ever happened to Oculus/Meta My unsolicited product advice to Meta for Quest Pro 2 and beyond

Apple really played it safe in the design of this first VR product by over-engineering it. For starters, Vision Pro ships with more sensors than what’s likely necessary to deliver Apple’s intended experience. This is typical in a first-generation product that’s been under development for so many years. It makes Vision Pro start to feel like a devkit.

A sensor party: 6 tracking cameras, 2 passthrough cameras, 2 depth sensors(plus 4 eye-tracking cameras not shown)

it’s easy to understand two particularly important decisions Apple made for the Vision Pro launch: Designing an incredible in-store Vision Pro demo experience, with the primary goal of getting as many people as possible to experience the magic of VR through Apple’s lenses — most of whom have no intention to even consider a $4,000 purchase. The demo is only secondarily focused on actually selling Vision Pro headsets. Launching an iconic woven strap that photographs beautifully even though this strap simply isn’t comfortable enough for the vast majority of head shapes. It’s easy to conclude that this decision paid off because nearly every bit of media coverage (including and especially third-party reviews on YouTube) uses the woven strap despite the fact that it’s less comfortable than the dual loop strap that’s “hidden in the box”.

Apple’s relentless and uncompromising hardware insanity is largely what made it possible for such a high-res display to exist in a VR headset, and it’s clear that this product couldn’t possibly have launched much sooner than 2024 for one simple limiting factor — the maturity of micro-OLED displays plus the existence of power-efficient chipsets that can deliver the heavy compute required to drive this kind of display (i.e. the M2).

Strong technologies capture the imaginations of technology enthusiasts. That is why many important technologies start out as weekend hobbies. Enthusiasts vote with their time, and, unlike most of the business world, have long-term horizons. They build from first principles, making full use of the available resources to design technologies as they ought to exist.

We can take nature’s superpowers and expand them across many more vectors that are interesting to humans: Across scale — far and near, binoculars, zoom, telescope, microscope Across wavelength — UV, IR, heatmaps, nightvision, wifi, magnetic fields, electrical and water currents Across time — view historical imagery, architectural, terrain, geological, and climate changes Across culture — experience the relevance of a place in books, movies, photography, paintings, and language Across space — travel immersively to other locations for tourism, business, and personal connections Across perspective — upside down, inside out, around corners, top down, wider, narrower, out of body Across interpretation — alter the visual and artistic interpretation of your environment, color-shifting, saturation, contrast, sharpness

Headset displays connect sensory extensions directly to your vision. Equipped with sensors that perceive beyond human capabilities, and access to the internet, they can provide information about your surroundings wherever you are. Until now, visual augmentation has been constrained by the tiny display on our phone. By virtue of being integrated with your your eyesight, headsets can open up new kinds of apps that feel more natural. Every app is a superpower. Sensory computing opens up new superpowers that we can borrow from nature. Animals, plants and other organisms can sense things that humans can’t

The first mass-market bicycle for the senses was Apple’s AirPods. Its noise cancellation and transparency mode replace and enhance your hearing. Earbuds are turning into ear computers that will become more easily programmable. This can enable many more kinds of hearing. For example, instantaneous translation may soon be a reality

For the past seven decades, computers have been designed to enhance what your brain can do — think and remember. New kinds of computers will enhance what your senses can do — see, hear, touch, smell, taste. The term spatial computing is emerging to encompass both augmented and virtual reality. I believe we are exploring an even broader paradigm: sensory computing. The phone was a keyhole for peering into this world, and now we’re opening the door.

What happens when put on a headset and open the “Math” app? How could seeing the world through math help you understand both better?

Advances in haptics may open up new kinds of tactile sensations. A kind of second skin, or softwear, if you will. Consider that Apple shipped a feature to help you find lost items that vibrates more strongly as you get closer. What other kinds of data could be translated into haptic feedback?

It may sound far-fetched, but converting olfactory patterns into visual patterns could open up some interesting applications. Perhaps a new kind of cooking experience? Or new medical applications that convert imperceptible scents into visible patterns?

Meta, today, has roughly the right price and is working forward to the right device: Apple has started with the right device and will work back to the right price. Meta is trying to catalyse an ecosystem while we wait for the right hardware - Apple is trying to catalyse an ecosystem while we wait for the right price.

one of the things I wondered before the event was how Apple would show a 3D experience in 2D. Meta shows either screenshots from within the system (with the low visual quality inherent in the spec you can make and sell for $500) or shots of someone wearing the headset and grinning - neither are satisfactory. Apple shows the person in the room, with the virtual stuff as though it was really there, because it looks as though it is.

For Meta, the device places you in ‘the metaverse’ and there could be many experiences within that. For Apple, this device itself doesn’t take you anywhere - it’s a screen and there could be five different ‘metaverse’ apps. This iPhone was a piece of glass that could be anything - this is trying to be a piece of glass that can show anything.

A lot of what Apple shows is possibility and experiment - it could be this, this or that, just as when Apple launched the watch it suggested it as fitness, social or fashion, and it turn out to work best for fitness (and is now a huge business).

Mark Zuckerberg, speaking to a Meta all-hands after Apple’s event, made the perfectly reasonable point that Apple hasn’t shown much that no-one had thought of before - there’s no ‘magic’ invention. Everyone already knows we need better screens, eye-tracking and hand-tracking, in a thin and light device.

It’s worth remembering that Meta isn’t in this to make a games device, nor really to sell devices per se - rather, the thesis is that if VR is the next platform, Meta has to make sure it isn’t controlled by a platform owner who can screw them, as Apple did with IDFA in 2021.

On the other hand, the Vision Pro is an argument that current devices just aren’t good enough to break out of the enthusiast and gaming market, incremental improvement isn’t good enough either, and you need a step change in capability.

Apple’s privacy positioning, of course, has new strategic value now that it’s selling a device you wear that’s covered in cameras

the genesis of the current wave of VR was the realisation a decade ago that the VR concepts of the 1990s would work now, and with nothing more than off-the-shelf smartphone components and gaming PCs, plus a bit more work. But ‘a bit more work’ turned out to be thirty or forty billion dollars from Meta and God only knows how much more from Apple - something over $100bn combined, almost certainly.

So it might be that a wearable screen of any kind, no matter how good, is just a staging post - the summit of a foothill on the way to the top of Everest. Maybe the real Reality device is glasses, or contact lenses projecting onto your retina, or some kind of neural connection, all of which might be a decade or decades away again, and the piece of glass in our pocket remains the right device all the way through.

I think the price and the challenge of category creation are tightly connected. Apple has decided that the capabilities of the Vision Pro are the minimum viable product - that it just isn’t worth making or selling a device without a screen so good you can’t see the pixels, pass-through where you can’t see any lag, perfect eye-tracking and perfect hand-tracking. Of course the rest of the industry would like to do that, and will in due course, but Apple has decided you must do that.

For VR, better screens are merely better, but for AR Apple thinks this this level of display system is a base below which you don’t have a product at all.

For Meta, the device places you in ‘the metaverse’ and there could be many experiences within that. For Apple, this device itself doesn’t take you anywhere - it’s a screen and there could be five different ‘metaverse’ apps. The iPhone was a piece of glass that could be anything - this is trying to be a piece of glass that can show anything.

This reminds me a little of when Meta tried to make a phone, and then a Home Screen for a phone, and Mark Zuckerberg said “your phone should be about people.” I thought “no, this is a computer, and there are many apps, some of which are about people and some of which are not.” Indeed there’s also an echo of telco thinking: on a feature phone, ‘internet stuff’ was one or two icons on your portable telephone, but on the iPhone the entire telephone was just one icon on your computer. On a Vision Pro, the ‘Meta Metaverse’ is one app amongst many. You have many apps and panels, which could be 2D or 3D, or could be spaces.

Betting against a first-generation Apple product is a bad trade — from infamous dismissals of the iPhone to disappointment with the original iPad. In fact, this is a reflection of Apple’s strategy: Start with a product that’s more an elegant proof-of-concept than a prime-time hit; rely on early adopters to provide enough runway for its engineers to keep iterating; and trust in unmatched capital, talent, brand equity, and staying power to morph a first-gen toy into a third-gen triumph

We are a long way from making three screens, a glass shield, and an array of supporting hardware light enough to wear for an extended period. Reviewers were (purposefully) allowed to wear the Vision Pro for less than half an hour, and nearly every one said comfort was declining even then. Avatar: The Way of Water is 3 hours and 12 minutes.

Meta’s singular strategic objective is to escape second-tier status and, like Apple and Alphabet, control its distribution. And its path to independence runs through Apple Park. Zuckerberg is spending the GDP of a small country to invent a new world, the metaverse, where Apple doesn’t own the roads or power stations. Vision Pro is insurance against the metaverse evolving into anything more than an incel panic room.

The only product category where VR makes difference is good VR games. Price is not limiting factor, the quality of VR experience is. Beat Saber is good and fun and physical exercise. Half Life: Alyx, is amazing. VR completely supercharges horror games, and scary stalking shooters. Want to fear of your life and get PTSD in the comfort of your home? You can do it. Games can connect people and provide physical exercise. If the 3rd iteration of Vision Pro is good for 2 hours of playing for $2000 Apple will kill the console market. Playstations no more. Apple is not a gaming company, but if Vision Pro becomes better and slightly cheaper, Apple becomes gaming company against its will.

Apple Vision is technically a VR device that experientially is an AR device, and it’s one of those solutions that, once you have experienced it, is so obviously the correct implementation that it’s hard to believe there was ever any other possible approach to the general concept of computerized glasses.

the Vision is taking that captured image, processing it, and displaying it in front of your eyes in around 4 milliseconds.

Real-time operating systems are used in embedded systems for applications with critical functionality, like a car, for example: it’s ok to have an infotainment system that sometimes hangs or even crashes, in exchange for more flexibility and capability, but the software that actually operates the vehicle has to be reliable and unfailingly fast. This is, in broad strokes, one way to think about how visionOS works: while the user experience is a time-sharing operating system that is indeed a variation of iOS, and runs on the M2 chip, there is a subsystem that primarily operates the R1 chip that is real-time; this means that even if visionOS hangs or crashes, the outside world is still rendered under that magic 12 milliseconds.

I’ll be honest: what this looked like to me was a divorced dad, alone at home with his Vision Pro, perhaps because his wife was irritated at the extent to which he got lost in his own virtual experience.

One thing I learned long ago is that people who prioritize design, UI, and UX in the software they prefer can empathize with and understand the choices made by people who prioritize other factors (e.g. raw feature count, or the ability to tinker with their software at the system level, or software being free-of-charge). But it doesn’t work the other way: most people who prioritize other things can’t fathom why anyone cares deeply about design/UI/UX because they don’t perceive it. Thus they chalk up iOS and native Mac-app enthusiasm to being hypnotized by marketing, Pied Piper style.

Those who see and value the artistic value in software and interface design have overwhelmingly wound up on iOS; those who don’t have wound up on Android. Of course there are exceptions. Of course there are iOS users and developers who are envious of Android’s more open nature. Of course there are Android users and developers who do see how crude the UIs are for that platform’s best-of-breed apps. But we’re left with two entirely different ecosystems with entirely different cultural values — nothing like (to re-use my example from yesterday) the Coke-vs.-Pepsi state of affairs in console gaming platforms.

The impact is particularly noticeable among Generation Z and millennials, the first generations to come of age with the possibility of knowing where their peers are at all times. It has changed how friends communicate with one another and blurred lines of privacy. Friends now, sometimes unwittingly yet obsessively, check one another’s locations and bypass whole conversations — about where somebody is, what they are doing or how their days are going — when socializing. All of that information can be gleaned from Find My.

Although Find My is not marketed as a social experience, sharing locations has become a test of sorts, much like being included on a close friends list on Instagram or on a private story on Snapchat can signal closer friendships.

With Find My, “you aren’t actively choosing to do something as you reach a certain location because you’re constantly sharing your location,” said Michael Saker, a senior lecturer in digital sociology at City, University of London. As a result, “there’s an intimacy that’s intertwined with that act,” he added. “There’s a verification of being friends.”

Mainframes were followed by PCs, and then the web, and then smartphones. Each of these new models started out looking limited and insignificant, but each of them unlocked a new market that was so much bigger that it pulled in all of the investment, innovation and company creation and so grew to overtake the old one. Meanwhile, the old models didn’t go away, and neither, mostly, did the companies that had been created by them. Mainframes are still a big business and so is IBM; PCs are still a big business and so is Microsoft. But they don’t set the agenda anymore - no-one is afraid of them.

We’ve spent the last few decades getting to the point that we can now give everyone on earth a cheap, reliable, easy-to-use pocket computer with access to a global information network. But so far, though over 4bn people have one of these things, we’ve only just scratched the surface of what we can do with them.

There’s an old saying that the first fifty years of the car industry were about creating car companies and working out what cars should look like, and the second fifty years were about what happened once everyone had a car - they were about McDonalds and Walmart, suburbs and the remaking of the world around the car, for good and of course bad. The innovation in cars became everything around the car. One could suggest the same today about smartphones - now the innovation comes from everything else that happens around them.