Art Diamond – Page 16 – artdiamondblog.com

In 10 Years after iPhone, Apple Added Almost 100,000 Jobs

Source of graph: online version of the WSJ article quoted and cited below.

(p. B1) SAN FRANCISCO–Since Apple Inc. launched the iPhone in June 2007, the smartphone revolution it unleashed has changed the way people work and socialize while reshaping industries from music to hotels.
It also has transformed the company in ways that co-founder Steve Jobs could hardly have foreseen.
Ten years later, the iPhone is one of the best-selling products in history, with about 1.3 billion sold, generating more than $800 billion in revenue. It skyrocketed Apple into the business stratosphere, unlocking new markets, spawning an enormous services business and helping turn Apple into the world’s most valuable publicly traded company.
. . .
(p. B8) . . . , Apple didn’t open the device to application developers until 2008, when it added the App Store and began taking 30% of each app purchase.
Since then, app sales have generated roughly $100 billion in gross revenue as Apple has registered more than 16 million app developers world-wide.
. . .
As sales surged, Apple staffed up. The company hired about 100,000 people in the 10-year span, bringing its global workforce to 116,000 from 18,000 in 2006. New workers were brought on to manage relationships with cellphone carriers, double the number of retail stores and maintain an increasingly complex supply chain.

Source of graph: online version of the WSJ article quoted and cited below.

For the full story, see:
Tripp Mickle. “‘How iPhone Decade Reshaped Apple.” The Wall Street Journal (Wednesday, June 21, 2017): B1 & B8.
(Note: ellipses added.)
(Note: the online version of the story has the date June 20, 2017, and has the title “Among the iPhone’s Biggest Transformations: Apple Itself.”)

Uncertainty on Future Government Policies Reduces Firm Investment

(p. A6) A shoe factory owner, Rafeeque Ahmed, says he has put expansion plans on hold until he has more confidence about New Delhi’s policy plans, particularly about minimum wages. The $16 million he was going to invest to boost his production capacity by 20% may now go to setting up facilities in Myanmar or Bangladesh.
“We are afraid to invest,” because the government could suddenly change policies and thus our costs, he said.

For the full story, see:
Anant Vijay Kala. “Uncertainty Dulls India’s Business Appetite.” The Wall Street Journal (Tuesday, November 7, 2017): A6.
(Note: the online version of the story has the date November 6, 2017, and has the title “Apple’s Market Cap Hits $1 Trillion.”)

Origin of “Round Up the Usual Suspects!” at End of Casablanca

(p. C5) David Thomson’s “Warner Bros: The Making of an American Movie Studio” is the latest in the exemplary Yale Jewish Lives series, which now stretches from Jacob the Patriarch to Jacob Wonskolasor, known to the world as Jack L. Warner (1892-1978).
. . .
Jack told Julie Garfinkle that “people are gonna find out you’re a Jew sooner or later, but better later.” Julie became John Garfield. I can’t resist adding that Jack approached Phil and Julie Epstein with the same advice. After turning him down they snuck into his office and stole a piece of stationery. To the newly arrived Don Taylor, a fellow Nittany Lion, they wrote, “All of us at Warner Bros are looking forward to your great career as an actor and to a long and fruitful relationship with you under your new name of Hyman Rabinowitz. Sincerely, Jack L. Warner.”
. . .
(p. C6) As this fine book progresses, Mr. Thomson turns his attention away from the brothers and their studio and onto individual actors and films. These form a remarkable series of critiques and vignettes–cranky, idiosyncratic, sometimes improbable, but always ingenious, and now and then inspiring.
. . .
Of course he has the most to say about “Casablanca,” much of it insightful and cogent. On the one hand, it’s an “adroit masquerade,” yet also part of what it was, and no less is, to be American: “Wry, fond of sentiment yet hardboiled, as if to say we’re Americans, we can take it and dish it out, we’re the best, tough and soft at the same time.” Thus did the qualities of this film, and others, pass “into the nervous system of the country,” making it what it remains to this day.
I am in a position to point out one of the few outright mistakes, not of judgment but of facts, in this book. Mr. Thomson naively accepts screenwriter Casey Robinson’s claim that he created the ending of “Casablanca.” The truth is that the ending was thought up at a red light on the corner of Sunset and Beverly Glen, when Phil and Julie turned to each other, as identical twins will, and cried out, “Round up the usual suspects!” By the time they reached Doheny they knew Maj. Strasser had to be shot and by the time they reached Burbank they knew who was going to get on the plane with whom.

For the full review, see:
Leslie Epstein. “The House That Jack Built; Warner Bros was the smartest, toughest studio, and Jack L. Warner its smart, tough driving wheel.” The Wall Street Journal (Saturday, Aug. 5, 2017): C5-C6.
(Note: ellipses added.)
(Note: the online version of the review has the date Aug. 4, 2017.)

The book under review, is:
Thomson, David. Warner Bros: The Making of an American Movie Studio. New Haven, CT: Yale University Press, 2017.

Steve Jobs’s Apple Is First U.S. Company Valued at $1 Trillion

(p. B1) Apple Inc. on Thursday [August 2, 2018] became the first U.S. company to surpass $1 trillion in market value, underscoring the iPhone maker’s explosive growth and its role in the technology industry’s ascent to the forefront of the global economy and markets.
. . .
Apple’s rise has been propelled by the sustained success of the iPhone developed under late co-founder Steve Jobs, a product visionary who helped revive the company from a death spiral in the late 1990s.

For the full story, see:
Tripp Mickle and Amrith Ramkumar. “Apple Value Surges to $1 Trillion.” The Wall Street Journal (Friday, August 3, 2018): B1 & B5.
(Note: ellipsis, and bracketed date, added.)
(Note: the online version of the story has the date Aug. 2, 2018, and has the title “Apple’s Market Cap Hits $1 Trillion.”)

“Entrepreneurs Are Often Driven by Personal Experiences”

(p. B5) Eczema entrepreneurs are often driven by personal experiences that they or their family members have had with the skin condition. Joe Paulo, for example, created Smiling Panda clothing after he had eczema as a teenager.
. . .
Mr. Paulo, 23, has already made some inroads with adults seeking relief with his Smiling Panda brand, which he started after getting eczema on his arms. The eczema appeared after he moved from California to Philadelphia in 2012 to attend college.
His eczema, he said, “got significantly worse” when he had to wear professional clothing during college internships. When even bedsheets began irritating his skin, he started researching the properties of different fibers and how clothing was made. He chose a bamboo-cotton blend for his clothing because bamboo is soft and cotton fibers allow a closer fit, he said. He began cutting and stitching his own shirts, with flat seams and no tags.
When he wore his shirts to bed, he said: “I went from having a really tough time falling asleep to having no trouble at all.”
“I thought there might be other working adults interested in this type of clothing, and that comfortable clothing would help them in the same way it helped me,” he said. He found a small manufacturer willing to make a batch of sizes for women and men. He chose Smiling Panda as the company name and started a website in February 2016.
. . .
Mr. Paulo said he did not know if the company would ever be profitable. “I like doing it because I feel like our products make a difference in our customers’ lives,” he said. “I know from personal experience how miserable clothing can be when you are itching from eczema.”

For the full story, see:
Elizabeth Olson. “Personal Stories Drive Start-Ups In Eczema Products.” The New York Times (Thursday, July 20, 2017): B5.
(Note: ellipses added.)
(Note: the online version of the story has the date July 19, 2017, and has the title “‘The Beginning of a Wave’: A.I. Tiptoes Into the Workplace.”)

More Job Security as Factory Work Requires More Technical Skills

(p. A3) A yearslong decline in the number of layoffs is providing a renewed level of job security to factory workers, who had seen their ranks thin since the late 1970s.
. . .
“We’ve become much more careful about letting people go,” said David Nicholson, chief executive of PVS Chemicals Inc., a Detroit manufacturer with 850 employees. “Most manufacturing jobs today are technology jobs. It takes a long time to train someone for that role, so you’re reluctant to let them go for what could be a short-term slowdown.”

For the full story, see:
Eric Morath. “Job Security Is a New Perk of Factory Employment.” The Wall Street Journals (Wednesday, July 11, 2018): A3.
(Notes: ellipsis added.)
(Note: the online version of the story has the date July 10, 2018, and has the title “Factory Workers’ New Perk: Job Security.”)

Disneyland Opened in “Confusion,” “Disorder,” and “Chaos”

(p. B11) On the mid-July day in 1955 when Disneyland opened in Anaheim, Calif., confusion reigned. More people stormed its grounds than expected, rides broke down, food and beverage supplies ran short, and a plumbers’ strike limited the number of working water fountains.
Out in the park that afternoon, amid the disorder, was Marty Sklar, a 21-year-old college junior who was editing the theme park’s 10-cent newspaper. At one point Fess Parker, in full costume as Disney’s television and big-screen Davy Crockett, complete with coonskin cap, approached him on horseback.
Spotting Mr. Sklar’s name tag, Mr. Parker called out for help.
“Marty,” he said, “get me out of here before this horse hurts someone!”
Disneyland recovered well from the early chaos. And Mr. Sklar went on to spend more than a half-century at the Walt Disney Company, as a close aide to Walt Disney himself and eventually as the principal creative executive of the company’s Imagineering unit, made up of the innovators who blend their imaginations and their technical expertise in devising every element of the company’s theme parks.
. . .
He soon became Mr. Disney’s chief ghostwriter for publicity materials, dedications, souvenir guides, speeches, slogans, presentations and short films, like the one that helped the company win approval to build Walt Disney World and Epcot in central Florida. He also collaborated with Walt and his brother, Roy, on Disney’s annual reports.
“It was pretty heady stuff for someone just closing in on his 30th birthday and only six or seven years out of college,” Mr. Sklar wrote in his autobiography, “Dream It! Do It: My Half-Century Creating Disney’s Magic Kingdoms” (2013).

For the full obituary, see:
Richard Sandomir. “Marty Sklar Dies at 83; Became Trusted Aide And Executive at Disney.” The New York Times (Friday, Aug. 4, 2017): B11.
(Note: ellipsis added.)
(Note: the online version of the obituary has the date Aug. 3, 2017, and has the title “Marty Sklar, Longtime Disney Aide and Executive, Dies at 83.”)

Sklar’s autobiography, mentioned above, is:
Sklar, Martin. Dream It! Do It!: My Half-Century Creating Disney’s Magic Kingdoms. Glendale, CA: Disney Editions, 2013.

Floating Nuclear Power Plants May Be Cheaper, Greener, and Safer

(p. B5) MURMANSK, Russia — Along the shore of Kola Bay in the far northwest of Russia lie bases for the country’s nuclear submarines and icebreakers. Low, rocky hills descend to an industrial waterfront of docks, cranes and railway tracks. Out on the bay, submarines have for decades stalked the azure waters, traveling between their port and the ocean depths.
Here, Russia is conducting an experiment with nuclear power, one that backers say is a leading-edge feat of engineering but that critics call reckless.
The country is unveiling a floating nuclear power plant.
Tied to a wharf in the city of Murmansk, the Akademik Lomonosov rocks gently in the waves. The buoyant facility, made of two miniature reactors of a type used previously on submarines, is for now the only one of its kind.
Moscow, while leading the trend, is far from alone in seeing potential in floating nuclear plants. Two state-backed companies in China are building such facilities, (p. B5) and American scientists have drawn up plans of their own. Proponents say they are cheaper, greener and, perhaps counterintuitively, safer. They envision a future when nuclear power stations bob off the coasts of major cities around the world.
“They are light-years ahead of us,” Jacopo Buongiorno, a professor of nuclear engineering at the Massachusetts Institute of Technology, said of the Russian floating power program.
Rosatom, the Russian state nuclear company, has exported nuclear technology for years, selling plants in China, India and a host of developing nations. But smaller reactors effectively placed on floats can be assembled more quickly, be put in a wider range of locations and respond more nimbly to fluctuating supply on power grids that increasingly rely on wind and solar.
The Russian design involves using submarine-style reactors loaded onto vessels, with a hatch near the bow to plug them into local electrical grids. The reactors will generate a combined 70 megawatts of electricity, or enough to power about 70,000 typical American homes. Rosatom plans to serially produce such floating nuclear plants, and is exploring various business plans, including retaining ownership of the reactors while selling the electricity they generate.

For the full story, see:
Andrew E. Kramer. “Drifting toward the Future.” The New York Times (Monday, Aug. 27, 2018): B1 & B5.
(Note: the online version of the story has the date Aug. 26, 2018, and has the title “The Nuclear Power Plant of the Future May Be Floating Near Russia.” The online version says that the title of the New York edition version was “Rocking the Nuclear Boat.”)

A.I. Frees Workers from Drudgery More Than It Eliminates Jobs

(p. B1) New software is automating mundane office tasks in operations like accounting, billing, payments and customer service. The programs can scan documents, enter numbers into spreadsheets, check the accuracy of customer records and make payments with a few automated computer keystrokes.
The technology is still in its infancy, but it will get better, learning as it goes. So far, often in pilot projects focused on menial tasks, artificial intelligence is freeing workers from drudgery far more often than it is eliminating jobs.
. . .
(p. B4) The recent research has examined jobs as bundles of tasks, some of which seem ripe for replacement and others not. So the technology’s immediate impact will resemble the experience to date with robotic software, changing work more than destroying jobs.

For the full story, see:
Lohr, Steve. “Menial Tasks Ease A.I.’s Way Into Workplace.” The New York Times (Monday, Aug. 6, 2018): B1 & B4.
(Note: ellipsis added.)
(Note: the online version of the story has the date Aug. 5, 2018, and has the title “‘The Beginning of a Wave’: A.I. Tiptoes Into the Workplace.”)

“Tesla Is His Baby”

(p. B5) “Tesla is his baby,” said Deepak Ahuja, Tesla’s chief financial officer. “He takes it extremely personally.”
. . .
In preparing the assembly lines, Mr. Musk became convinced that the process should be close to fully automated, using robots rather than humans whenever possible. Doing so, he believed, could make cars move through the factory at one meter per second, 10 to 20 times the speed of existing lines.
So Tesla built a factory with hundreds of robots, many programmed to perform tasks that humans could easily do. One robot, which Mr. Musk nicknamed the “flufferbot,” was designed to simply place a sound-dampening piece of fiberglass atop the battery pack.
But the flufferbot never really worked. It would fail to pick up the fiberglass, or put it in the wrong place, frequently delaying production. It was eventually replaced by factory workers.
Mr. Musk has accepted responsibility for some of these missteps, occasionally with humor. In late June, he wore a T-shirt depicting a robot that passes butter. It was an inside joke, lampooning the notion of technology for technology’s sake.
After the debacle, Mr. Musk tweeted: “Excessive automation at Tesla was a mistake. To be precise, my mistake. Humans are underrated.”
. . .
“He is absolutely working incredibly hard, but Elon has always worked incredibly hard,” said Mr. Ahuja, Tesla’s chief financial officer. “He’s very tough, too. He can eat glass.”
. . .
“I know that it has been a difficult year for him,” said Gwynne Shotwell, the SpaceX president and chief operating officer. “Not because he’s frowning or throwing things, but because I can tell he’s physically exhausted.”

For the full story, see:
David Gelles. “In Elon Musk’s World, Brakes Are for Cars, Not C.E.O.s.” The New York Times (Wednesday, Aug. 29, 2018): B1 & B5.
(Note: ellipses added.)
(Note: the online version of the story has the date Aug. 28, 2018, and has the title “MARSEILLE DISPATCH; Yes, There Is a French McDonald’s That Is Beloved (by Its Staff).”)

“Progress Isn’t Made by Looking in the Rearview Mirror”

(p. A9) Even in death, Donald Panoz defied convention. His family reported that Mr. Panoz, 83 years old, died of pancreatic cancer Sept. 11 [2018] at his home in Duluth, Ga., after he “enjoyed his last cigarette.”
The red-haired entrepreneur, an apostle of Ayn Rand, founded Elan Corp., which developed technology used in nicotine skin patches used to wean people from cigarettes.
. . .
“I never become hostage to anything I do,” he told the Atlanta paper. “Progress isn’t made by looking in the rearview mirror.”
. . .
His partner in founding Mylan, Milan “Mike” Puskar, once summed up Mr. Panoz this way: “There’s nothing college could have taught him. Don has vision, and you can’t teach vision. He’s not a technical person, but he’s a master salesman. He always wanted to know: Why not?”
Donald Eugene Panoz (pronounced PAY-nose) was born Feb. 13, 1935, in Alliance, Ohio, and grew up in West Virginia and Pittsburgh.
. . .
Mr. Panoz . . . moved his family to Ireland in 1969 to set up Elan, whose research projects included delivery of medicine via skin patches. He chose Ireland partly because it offered lower taxes and less red tape. Elan initially was known for reformulating medicines developed by other companies and later pursued research on drugs for multiple sclerosis and other diseases.
. . .
His business successes, he told the Scotsman newspaper in 2002, were “just about being able to recognize an opportunity.” He added: “We’ve had plenty of failures, too. We just don’t talk about them. It’s best to leave them behind.”
. . .
In line with his libertarian leanings, Mr. Panoz gave out copies of Ayn Rand’s “Atlas Shrugged” to his children and many others.

For the full obituary, see:
James R. Hagerty. “‘Restless Entrepreneur Founded Elan and Mylan.” The New York Times (Saturday, Sept. 29, 2018): A9.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the obituary has the date Sept. 28, 2018, and has the title “‘Don Panoz Hopped From Pharmaceuticals to Wine, Resorts and Race Cars; Entrepreneur helped found Mylan and built Elan before setting up a winery and resort in northern Georgia.” The passages above, after the word “mirror,” appear in the online, but not in the print, version of the obituary.)

The novel by Ayn Rand, mentioned above, is:
Rand, Ayn. Atlas Shrugged. New York: Random House, 1957.