InstitutionClaim Cited
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?
InstitutionClaim Cited
The World Wide Web Consortium coordinates competing companies, experts, public participants, and implementers around open web standards. Its authority comes less from coercion than from credible process and adoption: consensus, implementation experience, review, formal objections, and patent commitments can keep the web larger than one vendor, while procedural complexity and unequal participation can still concentrate practical power.
How can rivals create shared technical rules without allowing any one implementation or institution to become the web's private governor?