The Fruition and Over-Ripening of Apple Inc.
Published: Sunday, February 3, 2013
Updated: Sunday, February 3, 2013 21:02
The recent abrasion in stock value besetting the world’s most puissant electronics corporation should seem a mere symptom of the creeping undulating necrosis whose epicenter has commonly been ascribed to be the death of a great inspiration and director. Truly, former CEO Steve Jobs was an innovator of remarkable caliber, and people of such endowment often radiate social astuteness and business cunning – but the man’s conference and encounter with other ideas (none more noticeable than Jonathan Ive’s design affinity for sleek minimalism), produced a finite plan to utilize consumer potency as a means to fuel technological pioneering.
Formulated at the turn of the millennium, the original Apple Renaissance scheme called for an annual procession of progressive electronic products, including both an MP3 player and a touch screen tablet, as evidenced by iPad prototypes dating back to circa 2002, a mere few months following the first generation iPod’s release.
Steve Jobs had founded NeXT; the organization’s 1995 API was OPENSTEP, whose most distinguishing aspect was their GUI – a screen that heavily integrated and emphasized images over that of highly specialized jargon-teeming programming text. Save and print icons, clickable folders, clickable text – for the day, nothing short of revolutionary. Of his many endeavors, Jobs’ most widely reputed role is as the savior of Apple Inc., with his innovation collaborations producing socially and economically transforming products: the iPod, OS X (a wink of name as it is interpretable as an abbreviation of OPENSTEP as well as of operating system), MacBook, Apple TV, iPod Touch, and, most recently, the iPad. Throughout the decade, the reality of U.S. recession could not singe the idealist rise of Apple.
That is, until Steve Jobs was made cognizant of his terminal pancreatic tumor. The CEO saw that his finite plan was seeing its conclusion, and that his ailing meant that he had no more years in him to dream upon future enterprises for the company he had resurrected. Whatever nascent innovations that may have resided within his shrewd, gifted mind now remains lost to the ages. The remaining Apple board has demonstrated withered commitment to retaining its economic and innovative status of godliness; its days of audacious development seem numbered if not in whole passed. The iPad mini, a mere re-trimming of an already established device, was a product that Jobs allegedly dismissed as gratuitously redundant. Whether the future of Apple shall be a stumbling attrition or else a third revival rests on whether a director of force and finesse can assume Jobs’ lofty shoes. Rival electronic companies have taken a bite out of the business that had set the very precedents that they now all compete to fulfill and progress; the post-Jobs Apple must now struggle to win at the game they have made. Even should it fail, at least the company can be assured that it once showed the world what a single business, and one man’s resolute direction, can achieve.