> I fear that Apple’s leadership doesn’t realize quite how badly and deeply their software flaws have damaged their reputation, because if they realized it, the

> I fear that Apple’s leadership doesn’t realize quite how badly and deeply their software flaws have damaged their reputation, because if they realized it, they’d make serious changes that don’t appear to be happening. Instead, the opposite appears to be happening: the marketing-driven pace of rapid updates on multiple product lines seems to be expanding and accelerating. I've come to realize (or believe, rather) that very often, leadership is actually more aware of flaws than journalists and commentators think they are. It's hard to imagine that tens of thousands of really smart people within an organization haven't thought about these things themselves. If Apple or any other company isn't making serious changes, I don't think it's because their leadership is ignorant about something we know. More often than not, I think it's because they know something that we don't. Highly recommend reading Daniel Ellsberg's thoughts on Secrets: http://www.motherjones.com/kevin-drum/2010/02/daniel-ellsberg-limitations-knowledge http://www.motherjones.com/kevin-drum/2010/02/daniel-ellsber... > "First, you'll be exhilarated by some of this new information, and by having it all — so much! incredible! — suddenly available to you. But second, almost as fast, you will feel like a fool for having studied, written, talked about these subjects, criticized and analyzed decisions made by presidents for years without having known of the existence of all this information, which presidents and others had and you didn't, and which must have influenced their decisions in ways you couldn't even guess. In particular, you'll feel foolish for having literally rubbed shoulders for over a decade with some officials and consultants who did have access to all this information you didn't know about and didn't know they had, and you'll be stunned that they kept that secret from you so well."