Bobspace

by Bob Walton

Bob Walton put WIRED and The New Yorker on the iPad, advised Adobe’s CTO, and loves making new products. Now he works at Facebook.

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This Bernie Bro is Ready for Hillary

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(This is my laptop. Anybody got a Hillary sticker for me?)

Tomorrow is my state’s primary. In California, Bernie Sanders – the candidate I’ve been supporting this election, the one I’ve donated money to, one of my favorite public servants ever – has a real chance to win. It would give his campaign a final, potent boost leading into the convention, where he plans to use the democratic party’s byzantine rules and processes to wrangle the delegates necessary for the nomination. This is his last big moment.

And I’m going to vote for Hillary Clinton instead of him. I want her to win; I want him to lose. And I want all of my Bernie Bros (and sisters) reading this to consider doing the same.

Here are the three reasons why:

 1. Hillary Clinton’s nomination best reflects the will of the people

Even if Bernie has a stellar turnout, it is a near statistical certainty that Hillary Clinton will

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Last Night I Inadvertently Menaced Michael Moore and We Had a Moment

My friend Julia works for the George Lucas Education Foundation and every now and then, she invites me to one of the mind blowing events that happen regularly at Skywalker Ranch. This one was a sneak preview of Michael Moore’s newest movie Where to Invade Next, followed by a Q&A with the man himself.

Without giving away its absolutely delightful premise, this is not a movie about war. It’s not even a bummer! It’s actually incredibly positive – Michael’s most optimistic movie, by far. And also my favorite. I can’t wait for you all to see it.

So we watch the movie and then Michael comes to the front for the Q&A. It starts out as a moderated affair, but quickly unhinges into the audience shouting funny things at him, and him saying funny stuff back, and all of us cracking up.

Michael: “My French in the movie was pretty good, right?” (Then, he said some ear-punishing, incomprehensible

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I drove some cars one day.

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Yesterday my girlfriend got me a present. For the price of a booked-kinda-at-the-last-minute flight to New York, you can drive a million dollars worth of supercar at this place called Club Sportiva in San Jose. It’s a pretty good deal.

I drove an Audi R8 V10 Spyder, Ferrari F430, Maserati MC, Mercedes SLS AMG, Nissan GT-R, and Porsche Cayman GTS. The drive took place on 50 miles of uncrowded, windy mountain road. Epic.

Before I give you my impressions, I’d like to point out up front that the VW GTI is a phenomenal car. Good power, handles well, luxurious inside, and beautiful. Most of the cars I drove are completely superlative in every way, but only a couple are meaningfully better than a GTI. There’s only so much fun you can have in a car, and only so many things you can do with leather and plastic to make it feel special inside.

And the GTI crushes this. It makes a great $30K

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The Apple Watch Form Factor Will (Probably) Never Change

Disclaimer: I have a couple of friends working on the Apple Watch. They don’t tell me anything, and I’m smart enough not to ask. This is my speculation.

Lots of people are talking about the prospect that the Apple Watch costs fancy watch prices, upwards of $10,000, and how that makes no sense for consumer electronics, which improve (and go obsolete) to the drumbeat of Moore’s law. So perhaps the watch will upgradable.

I think this is true. And I’d like to offer an idea to support it: Unlike phones, tablets, or computers, the Apple Watch is already at the ideal size. Or put another way, unlike those other devices, the size of the Apple Watch is entirely dictated by ergonomics, and not technology.

Here’s a more detailed breakdown:

First, the screen size: It’s mostly dictated by the size of the human wrist, and cultural customs around watch sizes. I think Apple’s two choices of watch

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Let me take care of that

I’m trying to do this new thing when I work with people: Rather than helping out with things, I try to take care of things.

Here’s what I mean:

Merely helping somebody with a thing keeps the responsibility diffused between you. You’re each on the hook for it – and more importantly – you’re each worrying about it.

Now, I’m trying to take the other person’s responsibility to zero. You stop worrying. I’ll take it off your list. Reverse delegation.

Let me take care of that.

This is a powerful way to work. It does a couple of cool things:

First, it forces me to reframe my work in terms of what I can take care of. Do I have the knowledge/skills/time to cross something off of our list? Can I break a project into smaller pieces that can be crossed off? It’s a very good mental heuristic for breaking up work, GTD-style.

It’s also a good hedge against laziness. I have half-assed demons that

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Apple’s New Environmentalism

Today’s keynote, full of incremental updates and already announced products, felt a little ho-hum. But, I think we saw something significant today. Apple is steering itself toward stark new reality:

The devices we already own are perfectly fine.

Moore’s law is slowing. The way consumers store data is nearing its permanent home in the cloud, and displays – like retina displays – are at their optimum density. With the exception of gaming1, serious computation gets done somewhere else.

For these reasons, Apple’s products are almost perfectly engineered to their purposes as lightweight internet terminals. As time goes on, each improvement is smaller in impact, and less essential.

Apple is 100% okay with this.

Think about it: We have mere weeks before the holiday shopping season starts and Apple didn’t update a single iPod. The iPad 2 remains in their lineup, reassuring buyers of iPads

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TL;DR: The Bob Walton Story

Hi everybody, I’m Bob. This is my obligatory first blog post. Just a few words about me and why I’m doing this. If my blog were a hardcover book, this would be the disposable jacket flap.

The creator of svbtle, Dustin Curtis, offered me a seat on his [kickass blogging platform](#), after I shared with him a critique of my then-employer, Adobe. It was called Why Adobe Din’t Make Instagram: A Comprehensive Guide.

It detailed the internal practices that produce the buggy, confusing Adobe experiences we all hate, and fail to produce simple and beautiful creative products like Paper or Instagram. I offered an explanation of why small companies are so well suited to make great products and large companies can seem incapable of it, despite ample resources.

That was more than two years ago.

I almost published it, but I felt like it was friendly fire. It seemed passive-aggressive to air all

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