He couldn't be more wrong. I've been in the biohealth field for 30 years, and rode the PC & Internet revolution with it. HC has always been in the cutting edge but what was and remains archaic was the medical records system, that was it. Nearly every facet of bioengineering, from implants to materials, require the latest and best. Testing is on par with MILSPEC but there is no formal specification except FDA regulation in the USA. Scully as CEO of Apple was marked by Apple's decline as a player and he is known as one of the worst CEO in history.
From Wikipedia:
The "Sculley Era" at Apple was characterized by market division and further subdivision, with a large number of models covering what critics called a too-finely subdivided range. Each production model was marketed under different names in each of several primary markets — home, education, and business; with time, each of these models generated upgrades and variations, which created unforeseen incompatibilities: keeping the operating system (The Macintosh System Software) compatible with all Macintosh models was a never-ending task. This strategy backfired, as it resulted in high engineering, manufacturing, and marketing costs, as well as market confusion. Buyers would look at similar machines in a store, each conceived for a particular market but usable elsewhere, and with comparable performance specifications, and become confused as to which product to buy. Too many products with similar specifications led to decreased profits, despite high gross margins.[citation needed]
Given his apparent inability to effectively manage Apple's product line, Apple's board ultimately forced Sculley out. He was replaced by Michael Spindler, who had been Chief Operating Officer.[18]
Another side effect of Sculley's tenure was the destruction of Apple's engineering department. As the company grew, mid- and low-level managers within the company found it fairly easy to gain funding for practically any project. Apple became filled with these projects, many of which had little commercial potential. When money tightened in the early 1990s, this resulted in a sweeping round of empire building, in which mid-level managers attempted to take over as many projects as possible in order to make their projects more difficult to discontinue. Between 1990 and 1995, very few products were successful, with the exception of Mac OS updates, while massive projects such as QuickDraw GX and PowerTalk were released in essentially unusable forms.[citation needed]
In the early 1990s, at enormous expense, Sculley led Apple to port its operating system to run on a new microprocessor, the PowerPC. Sculley later acknowledged this was his greatest mistake, indicating that he should instead have targeted the dominant Intel architecture.[19]
Although Sculley asserted Apple's most important goal was to crack the business PC market, during his ten years at the helm, Apple failed to address the key complaint of business buyers about the Macintosh operating system: poor system stability caused by a lack of memory protection and pre-emptive multitasking.[citation needed]
In 1987, Sculley made several famous predictions in a Playboy interview.[20] He predicted that the Soviet Union would land a man on Mars within the next 20 years and claimed that optical storage media such as the CD-ROM would revolutionize the use of personal computers. Some of his ideas for the Knowledge Navigator would eventually be fulfilled, not by Apple itself, but by the Internet and the World Wide Web during the 1990s.
Condé Nast Portfolio ranked Sculley as the 14th worst American CEO of all time.[21]
