Russ Frushtick is a hero.¹

Tyler does a great job, as always:

Studio Neat:

Turn your MagSafe connector into a stationary dock for your iPhone. These bring-your-own-cable walnut docks create a lovey place to charge your iPhone and Apple Watch.

I’ve ordered one for my desk.

I plan on writing a full review of the iPhone 12 Pro, but wanted to share some impressions from my weekend with the new device.

• The design is fantastic. I went with the silver finish, so my phone has very shiny stainless steel sides. They do pick up fingerprints, but they wipe away easily. I love the look of stainless steel, and even though it will definitely pick up dings and scratches, I think it ages nicely.
• I hope we get years and years and years of flat-sided iPhones.
• On AT&T here in Memphis, I haven’t experienced ultra wideband 5G, but I managed to see 148 Mbps down and 26 Mbps up on regular 5G. Inside my home, however, 5G is slower than LTE.
• Again, on AT&T at least, the phone does show the “LTE” badge when using that network. I’ve heard from people that their phones always show 5G, even when clearly not reaching high speeds. Maybe it’s a Verizon thing?
• MagSafe charging is cool. The clear case is … not good. I’ll pick up a leather case when they become available but now that it is jeans weather in Memphis, I’m going caseless.
• The wide angle camera is better than the one on my 11 Pro, but it’s not wildly better. I initially thought I would order a 12 Pro Max for that jump in camera performance, but I decided I didn’t want to deal with the size.
• In low light, focusing does seem faster thanks to the LiDAR sensor on the back of the phone, but it’s not a night-and-day difference.

This phone is very good.

Turns out, the two phones are so similar inside that the iPhone 12 has plastic spacers where the Pro’s third camera and LiDAR sensors go.

Apple University Dean and Vice President Joel Podolny:

When Jobs arrived back at Apple, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. General managers ran the Macintosh products group, the information appliances division, and the server products division, among others. As is often the case with decentralized business units, managers were inclined to fight with one another, over transfer prices in particular. Believing that conventional management had stifled innovation, Jobs, in his first year returning as CEO, laid off the general managers of all the business units (in a single day), put the entire company under one P&L, and combined the disparate functional departments of the business units into one functional organization.

The adoption of a functional structure may have been unsurprising for a company of Apple’s size at the time. What is surprising—in fact, remarkable—is that Apple retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1998. Senior vice presidents are in charge of functions, not products. As was the case with Jobs before him, CEO Tim Cook occupies the only position on the organizational chart where the design, engineering, operations, marketing, and retail of any of Apple’s main products meet. In effect, besides the CEO, the company operates with no conventional general managers: people who control an entire process from product development through sales and are judged according to a P&L statement.

via MacRumors