Digitalization
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Conway's law is an adage named after computer programmer Melvin Conway , who introduced the idea in 1968: ...organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations. [ 1 ] Although sometimes construed as humorous, Conway's law was intended as a valid sociological observation. It is based on the reasoning that in order for two separate software modules to interface correctly, the designers and implementers of each module must communicate with each other. Therefore, the interface structure of a software system will reflect the social structure of the organization(s) that produced it. [ edit ] Examples of Conway's law
Conway's Law - Wikipedia, the free encyclopedia
Working At Apple
Otherwise, you might want to think twice. Google's perks and benefits seem to be better than Apple. And Microsoft's health benefits are supposedly amazing . Apple's don't seem to be anything special. Facebook employee Chad Little used to work for Apple. He detailed what Apple's internal corporate culture is like on Q&A site Quora .Former employees shed light on Apple's internal corporate culture
By Neil Hughes Published: 02:50 PM EST (11:50 AM PST) Former workers of Apple have offered a peek inside the company's secretive corporate culture, with a glimpse at employee mentality, security, and the difference between a project in which Steve Jobs is involved, and one without the chief executive's interest. Purported details about Apple have been shared by some ex-employees who have left the company on Q&A website Quora. As first reported by Silicon Alley Insider , current Facebook employee Chad Little and Mint.com employee Justin Maxwell offered a glimpse of their time spent at Apple. Little claimed that, like most companies, Apple has its fair share of red tape that can frustrate employees. But those issues go away and projects take on a "startup level urgency" when something is given the attention of company co-founder Jobs.
"Any software that does much of anything is going to have some kind of learning curve associated with it. " Agreed. and I have made it through the learning curve.
The Joel on Software Discussion Group (CLOSED) - Apple's internal development practices
Copyright © 2004 Ron Avitzur. Pacific Tech's Graphing Calculator has a long history. I began the work in 1985 while in school. That became Milo , and later became part of FrameMaker .
Graphing Calculator Story
Jonathan Ive on The Key to Apple's Success - BusinessWeek
Jonathan Ive isn’t prone to making wild proclamations about design, his boss, Steve Jobs , or Apple , the company at which he’s led the design team since 1996. Indeed, he’s not really one for speaking in public much at all. So it was with a sense of keen anticipation that a group of 700 or so Londoners descended on the Royal Geographical Society in posh South Kensington to hear Ive in conversation with Sir Christopher Frayling, rector of the Royal College of Art. During the hour-long chat, Ive touched on many themes and topics. The main takeaway for executives looking to try and copy Apple’s success?
Posted by: Helen Walters on August 11 There's been quite a flurry of excitement in the online media-sphere of late, after entrepreneur, CEO, some time journalist (and BusinessWeek columnist) Jason Calacanis published The Case Against Apple—in Five... Posted by: Helen Walters on July 08 Jonathan Ive isn't prone to making wild proclamations about design, his boss, Steve Jobs, or Apple, the company at which he's led the design team since 1996. Indeed, he's not...
Top Trends in Innovation Blog Apple Archives - BusinessWeek
Interesting presentation at SXSW from Michael Lopp, senior engineering manager at Apple, who tried to assess how Apple “gets” design when so many other companies try and fail. After describing Apple’s process of delivering consumers with a succession of presents (“really good ideas wrapped up in other really good ideas” — in other words, great software in fabulous hardware in beautiful packaging), he asked the question many have asked in their time: “How the f*ck do you do that?” (South by Southwest is at ease with its panelists speaking earthily.) Then he went into a few details: Pixel Perfect Mockups
Apple's design process - BusinessWeek
Stifling security marks Apple corporate culture | MacNN
Apple's security culture The level of secrecy in Apple's corporate culture is "super paranoid," say people with experience in the company. The issue has come into particular focus with news of a liver transplant performed on CEO Steve Jobs, which despite its relevance to workers and investors has been kept outside of public knowledge for two months. A senior official, typically said to be more open to talking with the media, has refused to disclose anything to the New York Times .
Applepeels
If you are a long-time reader of Applepeels, you might know that I have said many times over the years the experience of being an Apple employee depends a lot on what you are doing and the management team in charge of your division. Today I came across a presentation from RSA (Royal Society for the encouragement of Arts, Manufactures and Commerce) that talks about what really motivates people. Paying attention to some of the thoughts in the presentation would really help Apple fix a hidden weak spot in their culture and management philosophy.
Applepeels: The Apple Corporate Culture
For many years, the most challenging management task at Apple was keeping your employees from working themselves to death. I can remember leaving the office at eight or nine o'clock at night and having to remind very dedicated system engineers that they had families and lives outside of Apple. There have never been enough people at Apple to get the job done well as folks driven to be the best thought necessary.AMR praised Apple’s “embedded innovation, networked supply and demand shaping”. It also highlighted the company’s effective use of vertical integration as a strategy, in particular the purchase of chipmaker Intrinsity “acquired by Apple to ‘steal a march’ on competitors looking to enhance the performance of mobile devices”. In a feature exploring the secret behind Apple’s success , SM found the company’s ability to bring together two sides of the supply chain (digital and physical) efficiently and at increasingly low cost is a central plank to its rise to global dominance. Kevin O’Marah and Debra Hofman, the authors of the AMR report, noted that responsibility for the supply chain is moving to board level. “Twenty years ago, a typical product company had the supply chain reporting to manufacturing, with responsibility mainly for inbound materials management and outbound shipping.