InstitutionClaim Cited
Apple
After 1997, Steve Jobs and a functional leadership team rebuilt Apple around the coordinated design of hardware, software, services, and operations. The iPhone turned that product discipline into ecosystem government: the same center that protected a coherent experience also set terms for developers, supplier factories, repairers, advertisers, and rivals.
How can a company make complex technology feel coherent without turning coherence into unreviewable control over an ecosystem?