Yes, "stymied by commercial concerns" is a great way to put it. I get the feeling that many companies/managers don't have enough courage to make a different set of tradeoffs.
I’m imagining a typical business school 2-axis chart where one axis is “willingness to take and commit to risks vs unwillingness/noncommittal” and the other axis is “acts independently vs. reacts to commercial/competitive pressures”. I guess what I want to understand is why is Apple kind of all alone on that plot, where the rest of the industry are clustered together far away from them? What are the business processes that lead to their position? Can a company follow a playbook and change their culture and have similar results? Are there other examples?
A lot of our industry are so extremely risk averse, have tunnel vision trying to copy each others’ feature checkboxes, rush things to market to try to make money before they are fully baked, and then give up when they aren’t instant successes. Everyone seems to follow this playbook.
Most people don’t want to think about how to do something or care about optimizing it when they can get it done and not think further about it. But companies seems to want to put a lot of barriers into what I want to get done, like popups, complicated screens, ugly interfaces. For the majority of user workflows, Apple offers a simple, unobstrusive way to do them. Starlink routers are almost the same in that regard (the mobile app could use some work, and perhaps add a desktop interface)
My advice (as a user) is for to simplify the usual workflow to the point you only ask the few (0,1-3) indispensable questions, and then get out of the way. Further options can be buried inside Preferences and Settings. And then you perfect the apperance, ease of use, and general enjoyment of using the application/device.
In the end you need courage both to make it pleasant to use and to give it a big price.
It’s details like that, which set Apple apart.
The MacBook team had this whole presentation planned for him, a usual dog and pony show about better specs and batteries and whatnot. Instead he just put an iPhone and a MacBook on the table, “woke” them both up, and said “why can’t this (the MacBook) do that (the iPhone)?” End of meeting.
No other company has all these competencies at the same level.
That takes a very wide set of skills, to follow the series of discovered problems to be solved wherever they lead.
Other companies look at what parts are available, define a product from that, design have different teams build the different parts, each maximizing specs and reducing cost.
For the vast majority of already well defined products, the second path is the right one.
So that path is very familiar to every level of management at every corporation, and doing something completely different from the ground up isn’t easy or natural in that context.
For Apple, the other holistic discovery path is their mission.
Even “big” differences like being super vertical are a second level strategy for Apple, in service of being able to more easily follow problems to product definitions.
But even for Apple, that path is very risky. They have had a few half baked lemons in products that didn’t get as much discovery and attention as they needed.
Not that I'm bitter and jaded, as an engineer, or anything.