Adam Lashinsky

Oh, Siri. Apple’s little voice-activated personal assistant in iOS can handle questions, give recommendations, and delegate requests, but does it really live up to expectations?

The folks in Cupertino like to roll out advertisements that show Siri capable of compiling individual preferences with personalized results, and even completing basic tasks like finding a nearby restaurant, but the software met very mixed reactions after it Beta-débuted on the iPhone 4S in October. Those who felt misled by Siri’s functionality depicted in commercials eventually sought reimbursement by filing a class action lawsuit against Apple earlier this year.

Fortune’s Adam Lashinsky wrote about how chief executive Tim Cook is changing Apple in an interesting piece this morning, but he also touched upon the contention surrounding Siri. He noted Apple’s future relies on the quality of its products, which holds true for any company, but then he pointed to the iOS-maker’s knowledge navigator:

“Those looking for deficiencies have found them in Siri, a less-than-perfect product that Apple released with the rare beta label in late 2011, a signal that the service shouldn’t be viewed as fully baked. Siri’s response time has been slow, meaning the servers and software powering it are inadequate. ‘People are embarrassed by Siri,’ says one former insider. ‘Steve would have lost his mind over Siri.'”

It is interesting that an unnamed insider claimed Jobs would “lose his mind” over Siri, especially because it is well-known the late CEO worked with former Siri founder and subsequent Apple Engineering Director Dag Kittlaus on the project. Kittlaus admitted last March at Network World that Jobs felt they “cracked it” in regards to Siri, which alludes to the chief’s satisfaction with the voice assistant and contrasts with the insider’s opinion.

The poll is after the break.

Expand
Expanding
Close

Apple pays utmost attention to the unforgettable experiences customers get from interacting with their thoughtfully designed product packaging, as evident in countless unboxing videos on the web. It is little surprise, then, that the company goes to great lengths to create lasting unboxing experiences.

With that said, of course the company has a dedicated “secret” room to test various packaging designs. It is somewhat akin to Jony Ive’s design bunker in that it is a place where many prototypes are being iterated exhaustively, per Apple’s famous penchant for perfection. Apple even has a number of patents, such as this filing outlining an active packaging for products that will allow Apple to change what is inside on the fly.

According to an excerpt from Adam Lashinsky’s upcoming book titled “Inside Apple: How America’s Most Admired – and Secretive – Company Really Works,” Apple agonizes over how its products are packaged as much as the hardware inside:

To fully grasp how seriously Apple executives sweat the small stuff, consider this: For months, a packaging designer was holed up in this room performing the most mundane of tasks – opening boxes.

According to the author, Apple once stuffed the room with hundreds of iPod box prototypes, testing each one of them until the company settled with the final design:

Expand
Expanding
Close

Fortune just published a long, fascinating excerpt from an upcoming book about Apple called “Inside Apple: How America’s Most Admired and Secretive Company Really Works“ by author Adam Lashinsky, Fortune’s senior editor-at-large. It reveals how far the company is willing to go to ensure its secretive culture. It also tells a tale of Apple’s organizational structure and what makes them tick. Interestingly, Lashinsky writes that Apple’s design guru Jonathan Ive is among the “untouchables,” corroborating claims laid out in the official Jobs biography book by Walter Isaacson. Apple’s late CEO told his biographer that he made sure nobody can touch his “spiritual partner” Ive at Apple. “That’s the way I set it up,” he told Isaacson. Speaking of Apple’s famous culture of secrecy and lack of corporate transparency (at Apple, everything is a secret!), Lashinsky writes it takes two basic forms —external and internal. Needles to say, many employees can hardly stomach security policies focused on preserving internal secrets:

Apple employees know something big is afoot when the carpenters appear in their office building. New walls are quickly erected. Doors are added and new security protocols put into place. Windows that once were transparent are now frosted. Other rooms have no windows at all. They are called lockdown rooms: No information goes in or out without a reason.

As you could imagine, this is “disconcerting” for employees. Organization charts are nowhere to be seen at Apple. There are no open doors as folks use badges to access areas that sometimes even their boss cannot. Only few people at Apple are allowed into Jonathan Ive’s industrial design bunker. People working on hot projects are required to sign “extra-special agreements acknowledging that you were working on a super-secret project and you wouldn’t talk about it to anyone – not your wife, not your kids.” Even former employees do not talk to press and some were reprimanded for talking too much. Apple goes to great lengths to prevent secrets from leaking and maintain discipline culminates with carefully orchestrated media events akin to a blockbuster Hollywood movie-opening weekend.

People working on launch events will be given watermarked paper copies of a booklet called Rules of the Road that details every milestone leading up to launch day. In the booklet is a legal statement whose message is clear: If this copy ends up in the wrong hands, the responsible party will be fired.

Expand
Expanding
Close