> Apple has done a fantastic job (up until now) of introducing something that basically makes a "current at the time" product obsolete.
An interesting analogue at this time will be the iPad and the Macbook lineup now that they both use the same processor. It'll be interesting if they make one or the other obsolete or keep both going. (Yes, I realize there's all sorts of design tradeoffs between direct & indirect manipulation environments)
Personally I couldn't wait nor justify owning two devices - migrating to a Windows/Linux tablet after waiting so many years and invested into the mac platform for a decade.
I'm not really sure why nobody's built one yet except for the sheer complexity involved. But it certainly seems doable.
The iSH team did run into some friction with Apple over the fact that the built-in filesystem image is Alpine and thus includes a package manager, but apparently they were able to resolve that situation in a way that allowed them to keep `apk` in the built-in filesystem image: https://ish.app/blog/app-store-removal
What do you mean by this?
> To be explicit, making the bet to cannibalize your own market is one of the toughest any company can make. High risk, high reward.
In other words, it is considered a viable strategy, although also a risky one. The fact that it didn't pan out in this instance doesn't change that.
Agreed, knowing when to cannibalize your own market is one of the key inflection points.
Apple has done a fantastic job (up until now) of introducing something that basically makes a "current at the time" product obsolete.
Classic version was the iPhone when iPod was a household name. A more conservative company would figure out how to keep the iPod market extremely healthy, but in the end losing out on the whole pie. A lot of smaller/other instances as well.
> IBM made much more money on an AS/400 than a PS/2 model 95.
I wonder if someone high up in IBM made the same mistake for personal computing that Ballmer did with the iPhone - "There's no chance that the iPhone is going to get any significant market share. No chance..."
To be explicit, making the bet to cannibalize your own market is one of the toughest any company can make. High risk, high reward. It's so easy to point at the winners and forget the landscape that laid waste to the ones that lost.
But, being able to do it consistently is what makes a company multi-generational.