I disagree.
Firstly, the CPU architecture is far less important than the software experience. For the first decade plus, Mac systems were significantly superior to the alternatives. Pricey, yes, but there really was no comparison. Many have argued that it wasn't until Windows 7 that there was a truly comparable user experience with ease of use and pleasure of use. (An option that I agree with.)
One could even give XP a pass here, but otherwise, yes, Windows 7 was a big step forward.
But since this topic is about hardware:
- Macs started with 68K Motorola. This architecture was very competent. The Quadra / 68040 variants were notably faster than their Intel counterparts.
The Macs on 68040s were absolutely powerhouses for their moment. The next step beyond were either by levelling up to NeXT or SGI.
Even so, there were only a few major applications being released for a time to run on POSIX-based OSes (even Adobe got into it for a brief time with UNIX versions like for FrameMaker). So for a time, Macs were the only/main game for running audio/video/imaging-oriented commercial software. It would take a while for companies as Adobe, Quark, and Digidesign to begin churning out ports of feature-parity software for Windows (which, for their own reasons, were glitchy initially and, when released, would not come out for many months following the Mac release).
- The PowerPC architecture was beast at the time it was released and for most of the the over 10 years that it was used. The majority of that time it outperformed Intel machines. Combined with the more pleasing and substantially easier to use Mac OS, PowerPC was a good thing.
It outperformed so long as Apple held up their end up the AIM alliance bargain. When Jobs came back, that alliance began fraying. Jobs chose favourites (Motorola for PPC7400, IBM for PPC970). This was the death knell for unified chip design and production by Motorola/Freescale and IBM. And yes, I do put this fraying at Jobs’s feet, as Jobs inherited the AIM alliance. As such, he treated it as his ginger-headed step-child.
- What killed the PowerPC wasn't that it was "the wrong horse" but that the FreeScale / IBM alliance had worn out. IBM was no longer interested in devoting engineering to PowerPC chips for desktops and laptops because at that point Apple was the only major buyer and there wasn't enough demand from Apple to warrant IBM's continued engineering and manufacturing investment. The architecture was entirely capable of continuing, but the lack of improved laptop capable PowerPC chips was a killer. This was all the result of business choices, not any inherent problems with the PowerPC architecture itself.
See above.
The alliance “wearing out” was on Apple. I conjecture had Apple, under Jobs, been as committed an even partner to the continued cultivation and joint collaboration between the three partners, the post-PPC750 roadmap would have followed a different path (whereby IBM and Motorola/Freescale would have worked together, tightly, on this portfolio… which they didn’t). I also don’t think there would have been a PPC74xx and PPC970 as we now know it, but something else entirely not at odds with one another’s design purposes.
- Apple could have switched to Intel *or* AMD. They chose Intel because of private deals offered by Intel that undercut AMD pricing.
Intel also had the longer track record, and for that, it came out of its extremely predictable journey from the 8088 to the i586/i686. They could, at that time, scale up production more readily and reliably than the younger, scrappier AMD. Jobs wanted predictable for his second act at Apple.
- The drop in Apple prices because of the switch to cheaper commodity Intel hardware, something Apple heavily promoted and used as additional justification for the switch, was short lived. It was only a few years before Apple prices were back to the previous premiums, further compounded when Apple made the choices to eliminate use upgradeable RAM and storage, a tactic they had used many years before to ensure higher profits.
Sort of, but not quite.
The premiums arose out of the brand cachet they hammered into place after the Jobs-Ive makeover of the products as fashionable to see (and be seen with), post-1998.
Prior to, that quote-unquote fashionable element was privy mostly to people who were intimately aware with Apple and Macintosh already. During those years, one could risk having others roll their eyes at you for walking into a meeting with, say, a PowerBook and not a Pentium-based laptop. The same went for those handling the first Palm Pilot, versus those holding a Newton Messenger, ca. 1996–97.
Few offices beyond advertising, marketing communications, and sound studios had all-Mac or hybridzed workspaces. The presenting of Apple Macintosh hardware was a statement of commitment for being an outlier. It’ß why the “Think different.” campaign resonated with existing Apple product users.
As brand cachet improved, post-bondi blue iMac; as the industrial design began to take on a look not seen elsewhere (the Titanium PowerBook G4 in January 2001 comes to mind here); and as the quality of product build began to improve steadily in a long arc between 1998 and about 2011, Apple could (and sort of had to) raise prices.
For a time, Apple were also packing in more in-built hardware features than could be found on other products at time of introduction (integral AirPort, fibre-optic-backlit keys, hall-effect sensors, hybrid S/PDIF-analogue input-output ports, and so on). They were also, at long last, building enterprise-level hardware support and were beginning to tout the research facility benefits of their hardware. The cost of water jet and laser-cutting a solid billet of aluminium, come full-hilt by the unibody MB/Ps of 2008 (but no doubt probably saw first use with the Xserve’s front bezel), was another such example of up-front manufacturing cost, the trade-off being product rigidity and robustness unparalleled for its time.
What Apple did after 2011 with their hardwre and products is also a story of an Apple without Jobs.
Cook and his team recognized, like the MBA (Master of Business Administration, not MacBook Air) and industrial engineer he was, how one could elevate those identifiable, perceptually robust elements of the product hardware to a premium/luxury item, but no longer had to sell the product within on the extensibility which had been a bedrock of computing hardware from the start. This is also where Apple could begin to cut corners without lowering pricing (touting as “thinness”, an idea first popularized by Jobs, but not in the same spirit of “thin and feature-rich”, where “feature-rich” allowed for parts replacement and repairability/serviceability).
Charging as much or more for less material was a first step toward the Cook era, as was the rolling out of an operating system without bothering to meet principal milestones of completeness/stability of OS X, much less earn revenue on end-user licensing for that OS, after elevating Craig Federighi to oversee Mac OS X development from 2011.
This upscaling of an Apple product as a personal luxury item revealed itself first by the time of iPhone 4’s industrial design in 2010, and then brought over in mid-2012 with the retina MBPs which, to a casual eye not familiar intimately with Apple’s product lineage, might have thought the rMBP was an evolutionary step up in the long road of “more features, continued interoperability/interchageability, and with less material.” But it wasn‘t. It was where Apple began to take lessons learnt from the first couple of MBAs which made them possible as entry-level products (like soldering of RAM to save on design/procurement cost) and to “back-grade” higher-end products with those lower-end, cost-trimming workarounds.
The rMBP was the realization of making more money on a Mac unit by offering even less, whilst still making the marketing persuasiveness that nothing was being pulled back (which, as marketing is about bending clarity and integrity in the service of keeping consumers at attention), despite the fact that several aspects were being back-graded without a respective drop in pricing. Once components within Apple products could no longer be back-graded, Apple began reaching into new revenue streams, several of which having nothing to do with hardware or operating system software.
And since about 2016, Apple have optimized that back-grading to about as far as they can across their entire hardware product line. Some of that back-grading was such a rollback on improving feature function (remember butterfly keys and too-thin MacBook Pros?) that the back-grading got set aside for proven scissor-key mechanisms and a current crop of portables whose form factor, superficially, echo the unibody-era MBPs of 2008–2016).
I think Cook was a useful, interim captain after Jobs stepped down. But Apple’s greatest hardware/software leaps forward came from the times when that piloting was led by someone who, frankly, was either disruptive (Jobs) or had a creative background in architecture and a track record for collaboration (Sculley).
I do think Cook is successful at one thing: extracting a maximum of profit and consumer brand devotion with the least to offer in terms of future-proofing that which Apple sell. Re-framing Apple as a luxury marque vis-à-vis a Cartier, Yves Satint-Laurent, or Maserati, but “let do it with tech”, was a Cook speciality. With that shift upward into luxury pricing and cachet comes a little less accessibility for consumers across all income levels. With introduction of Mac mini, MBA, iBook G3, and iPod shuffle, Apple at least attempted to offer something for everyone at a wider range of budgets. With the Performa line of the late Sculley era, Apple at least attempted the same, however ham-fisted it ended up being under Spindler.
This has been a response which turned into an essay. It’s one of my specialities around here.
I would say that looking at the history of Apple CPUs 1984-2005, they didn't back a series or wrong horses.
I mostly concur, save for the way Jobs mishandled the AIM alliance, post-1997.
He had no business picking favourites in that alliance by shutting out the other party in the process. Doing so only escalated strain in the partnership, stunted innovation in that initial, balanced alliance, and ultimately left Apple in the position of having to save face and fall to a Plan B. This frankly, may have always been Jobs’s plan, owing how he knew from 1997 how NeXTstep/OpenStep was always cross-platform-capable by core design of its POSIX bones; how the same could apply with Rhapsody; then with OS X; internally, could continue to be compiled for little-endian MIPS-based Intel (and probably AMD64) architecture; and finally, was ready-made for prime time come the 2005 Developer Transition Kit running on a Pentium 4 CPU.
Last edited: