The iPod

iPod

In the history of personal computing , the paradigm of development has largely been bifurcated into two approaches : the component-oriented gestalt approach and the vertically integrated 'end-to-end ' model

The Wall Street Journal 's Walter Mossberg asserts that this bifurcation is best exemplified by two companies : Microsoft and Apple . Microsoft exemplifies the component-oriented gestalt approach by being largely reliant on third party developers to produce programs and peripherals operating on a standardized platform (namely their Windows operating system . Apple exemplifies the vertically integrated `end-to-end ' model by retaining autocratic control of its

products : nuts , bolts , code and all

Mossberg contrasts the two by noting that Microsoft 's approach has resulted in a user experience that is hardly perfect but generously observes that it has permitted a variety of choice that allows users to get the job done . On the other hand , Apple 's approach to development has produced one that is places its customers in a choice-prohibitive experience that benefits greatly from a highly smoothened sense of integration between its products

Leander Kahney (2008 ) notes that Apple 's approach runs contrary to modern day Silicon Valley wisdom . He observes that it contrasts directly with one of this millenium 's digital darling , the Santa Clara-based Google Inc . Kahney asserts that where Google embraces open platforms and democratic notions of ingenuity , Apple operates on the old-fashioned traditions of secrecy and closed doors development

However , John Gruber (2008 ) argues that Kahney 's attempts to polarize Apple 's business practices against those of its competitors are rather flawed , pointing out how neither Google (and perhaps Microsoft as well nor Apple are particularly dogmatic about their company protocol Apple simply tries to do what 's best for Apple . The same goes for Google ' Gruber contends that dichotomous comparisons like the ones above distort the reality of Silicon Valley strategies in the service of snappier journalism

However much one quibbles over the particulars of Apple 's self-marketing and business practices , it is difficult to deny the impact that the iPod has had in their surprising return to media prominence

While the company had entered dire straits by the late 20th century struggling with a declining share of the desktop computing market several newsmakers predicted its swift death by the 21st century , citing the company 's continued closed doors policies such as its inability to outsource software and hardware development to other companies (Carlton , 1997 Kahney , 2008

In recent years , the company has rebounded to such a point as to be named one of the most innovative companies by The Boston Consulting Group (BCG , 2006 . Meanwhile , innovation consultant Larry Keeley of Doblin , Inc . has sung praises (TII Innovation Journal , 2007 ) of the very device that has catapulted Apple into the forefront of mainstream IT consciousness : the iPod , a portable digital music player launched in October 2001 as part of Apple 's 'digital hub strategy (Michaels , 2001 Schlender , 2001 ) in which digital multimedia devices are integrated as part of the desktop computing experience (Coursey , 2001

Since then , the company has...