快公司的这篇 feature 报道聚焦在三位高层如何看待苹果的变化，在外界眼里，尤其是中国媒体眼里，苹果正在衰退：
It’s 62 degrees in Cupertino, the sun is shining, the smell of cumin and garlic from the café’s chicken masala special fills the air, and the chatter among the couple hundred employees enjoying their lunch seems lively and bright. Nowhere is there any hint that “Apple is doomed,” as suggested by Forbes and other outlets, or that it is engaged in a “user-hostile and stupid” campaign against its customers (The Verge), led by CEO Tim Cook, a “boring old fart … a supply-chain supplicant” (culture critic Bob Lefsetz).
Under Cook’s leadership, Apple has come to seem quite fallible to many people. Its recent products have seemed far less than perfect, at least compared to the collective memory of its astonishing iPod–iPhone–iPad run from 2001 to 2010. There are the public embarrassments, like its 2012 introduction of Maps, or those 2014 videos of reviewers bending, and breaking, an iPhone 6 Plus. Apple Pay hasn’t become the standard for a cashless society, and the Apple Watch “is not the watch we expect from Apple,” according to John Gruber, editor of Daring Fireball, the preeminent Apple-centric website. Then there are the design flaws: Apple Music has been saddled with too many features, as if it were something designed by, God forbid, Microsoft; the lens on the back of the iPhone 6 extrudes; the new Apple TV has an illogical interface and confusing remote control.
但在苹果内部，由 Apple Map 引发的内部流程变化无形中塑造着这家公司，如果你不介意，完全可以把它当作一个「新苹果」：
“The most important thing is, Do you have the courage to admit that you’re wrong? And do you change?” Cook says. “The most important thing to me as a CEO is that we keep the courage.”
But the company did more than just throw numbers at the problem. Cook also forced his execs to re-examine, and change, the way they worked with development teams. Famous for being secretive, Apple opened up a bit. “We made significant changes to all of our development processes because of it,” says Cue, who now oversees Maps. “To all of us living in Cupertino, the maps for here were pretty darn good. Right? So [the problem] wasn’t obvious to us. We were never able to take it out to a large number of users to get that feedback. Now we do.”
As we’re saying our goodbyes, Cook and I stumble into discussing health care, and he perks up again. “We’ve gotten into the health arena and we started looking at wellness, that took us to pulling a string to thinking about research, pulling that string a little further took us to some patient-care stuff, and that pulled a string that’s taking us into some other stuff,” he says. "When you look at most of the solutions, whether it’s devices, or things coming up out of Big Pharma, first and foremost, they are done to get the reimbursement [from an insurance provider]. Not thinking about what helps the patient. So if you don’t care about reimbursement, which we have the privilege of doing, that may even make the smartphone market look small.