“With the tragic death of Steve Jobs, Apple has lost its ability to innovate.”

— Peter Cohan

6 Reasons Apple Is Still More Doomed Than You Think http://forbes.com/sites/petercohan/2015/01/28/6-reasons-apple-is-still-more-doomed-than-you-think in Forbes (28 January 2015)

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Peter Cohan2

American businessman

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“Steve Jobs is the Ronald McDonald of Apple, he is the face.”

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Can anyone replace Steve Jobs at Apple? http://telegraph.co.uk/technology/apple/4249095/Can-anyone-replace-Steve-Jobs-at-Apple.html in The Telegraph (15 January 2009)

“Steve Jobs was a true visionary who refused to listen to customers — believing that he knew better than they did about what they needed. He ruled with an iron fist and did not tolerate dissent of any type. … Apple may have peaked. … its last major innovation — the iPhone — was released in June 2007.”

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“The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.”

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2000s

“Despite all its bluster about innovation, Apple has become a copycat, and not even a good one.”

Daniel Lyons (1960) American writer

Viewpoint: Apple's iPhone launches no longer excite http://bbc.com/news/technology-19557497 in BBC News (11 September 2012)

“We are lucky that Steve Jobs has such a bad temper and doesn't care about China. If Apple were to spend the same effort on the Chinese consumer as we do, we would be in trouble.”

Liu Chuanzhi (1944) Chinese businessman

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“Microsoft fully understands it can't beat Apple, Amazon or Google by chasing them, but it can beat them if it both revisits its old embrace and extend strategy, and then pulls a Steve Jobs to change the market.”

Rob Enderle (1954) American financial analyst

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“I want to see the two CEOs of RIM and [Apple CEO Steve] Jobs working together. The thought of this ménage à trois is absolutely hilarious.”

Jean-Louis Gassée (1944) French businessman

globalandmail.com http://web.archive.org/web/20080706162404/http://www.theglobeandmail.com/servlet/story/RTGAM.20060602.wappleberry0603/BNStory/Business/home, Simon Avery, June 2006 <br class="br">Attributed

“Given that background, I was interested in what Steve Jobs might say about the future of Apple. His survival strategy for Apple, for all its skill and drama, was not going to propel Apple into the future. At that moment in time, Apple had less than 4 percent of the personal computer market. The de facto standard was Windows-Intel and there seemed to be no way for Apple to do more than just hang on to a tiny niche.
In the summer of 1998, I got an opportunity to talk with Jobs again. I said, "Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says that Apple cannot really push beyond a small niche position. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy?"”

Richard Rumelt (1942) American economist

He did not attack my argument. He didn’t agree with it, either. He just smiled and said, "I am going to wait for the next big thing."
Source: Good Strategy Bad Strategy, 2011, p. 14; Similar story in Rumelt (2007)

“The desktop computer industry is dead. Innovation has virtually ceased. Microsoft dominates with very little innovation. That's over. Apple lost. The desktop market has entered the dark ages, and it's going to be in the dark ages for the next 10 years, or certainly for the rest of this decade.”

Steve Jobs (1955–2011) American entrepreneur and co-founder of Apple Inc.

As quoted in "Steve Jobs: The Next Insanely Great Thing" in WIRED magazine (February 1996) http://www.wired.com/wired/archive/4.02/jobs_pr.html <br class="br">1990s

“Steve Jobs set Carly Fiorina up over a decade ago. He used compliments and empty promises to make sure HP never brought to market an iPod competitor and, while it isn't certain that HP would have been successful, had it been, Apple likely wouldn't be around today, and Fiorina lost her job partially as a result of that scam.”

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“With the tragic death of Steve Jobs, Apple has lost its ability to innovate.”

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Peter Cohan2

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