Quotes from Adam Lashinsky

Apple is so secretive internally, they keep secrets from each other.

For years now, we've been hearing about how China is the great copycat nation, the manufacturer of designs drawn up in other countries, and then an imitator for its own products. That's been true, as the developing country followed a path that Japan and then Korea plowed before it.

Chip maker Nvidia is the new old thing, an overnight success story years in the making that is having its moment and then some.

Cannibalization is by far the most difficult feat any established, successful company can pull off.

Amazon has suffered quarters-long profit droughts. Alphabet has given its investors agita over profligate spending on non-core products. Microsoft's growth - if not its profit engine - stalled for years, causing its stock to idle, too.

Chinese companies, in their well-capitalized, rapidly growing, and surprisingly lightly regulated markets, have become global innovation leaders.

Amazon led with online bookselling, web services, and drones.

If you crave further confirmation that Silicon Valley is a magical place where magical thinking reigns, consider the tale of Roku, the video streaming company that filed to go public Friday, when alert people everywhere were headed out for a long weekend.

The creation of the 'Goldie Scholars' program is an acknowledgment that knowledge isn't enough.

Newfangled online sites like 'Business Insider' and 'Huffington Post' built businesses they later sold for hundreds of millions of dollars by ripping off the work of more talented journalists and then playing Google's digitally native games better than the old fogeys ever could.

Apple is a military-like command-and-control organization where people lower down in the organization manage up. They are constantly preparing their boss who may be preparing their boss and their boss for a presentation to the CEO or to the executive team.

I stopped using AIM years ago - I can't remember exactly when - and so its demise shouldn't mean much to me.

Dynamic pricing - charging more when goods and services are in high demand and short supply and less when the opposite is true - isn't new. Gasoline retailers, hoteliers, and airlines have been deploying the technique for years.

Should Ford succeed in equipping all its cars with information that gets communicated back to its servers, it will become a 'big data' company, a beyond-vehicles opportunity that is as promising as it is murky.

I confess that, like public figures from bygone days or an entertainer that hadn't been heard from in eons, I didn't know AIM, as we all called it, still existed at all.

If SoftBank can complete the tender offer it contemplates to buy a large stake in Uber, the company's bizarre governance war will be over for the time being, putting Uber back on par with other normal companies whose boards of directors dont fight publicly with each other.

Roku collects money two ways: by selling hardware, which it calls 'players'; and by selling advertising and taking a cut of revenues from the video publishers on its platform.

Groceries, TV shows, and shoes are a few categories Amazon has been willing to hang onto for years.

What to do with a leading business that's challenged by a new technology wave without hurting an existing profit stream? The single greatest example of recent memory is Apple's willingness to decimate iPod sales by incorporating all the category-defining product's features into a new gizmo, the iPhone.

ICG became a dot-com joke, a one-stock example of extreme hubris on the part of its management and the investment bankers and sell-side analysts who embarrassed themselves by pumping it up.

As the finish line for 2017 begins to come into focus, I'm beginning to wonder what an Uber turnaround would look like.

People tend to wonder when Alibaba will enter the U.S. market. But those people are asking the wrong question. Alibaba reckons that, in 2010, China and the U.S. had an equal number of online shoppers, about 140 million.

Amazon has a good record with customers, who are confident the retailer will give them the lowest price. Entering their home will be another thing altogether.

Salesforce employees are so immersed in the fervor over their offerings and their unique workplace that they are nearly incredulous to learn that few people beyond the legions of customers using Salesforce's product have the faintest idea what the company does.