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Do you remember the glory days of Apple as the underdog? From early scrapes with Microsoft, through years of struggling management, the triumphant return of Steve Jobs, and the iPod boom. For decades of its existence Apple had been, and held closely its title of, underdog. Microsoft, IBM, HP, Dell, and other “big players” in the personal computing arena held majority market share. Apple envied the position of those with more market share. Not because it was the creative underdog – but because it was greedy [1]. As a marketing strategy Apple cornered creatives. Offering software with particular affordances to a limited set of creative professionals, and emphasising lock-in. Little to no Apple software had been successful outside of Apple platforms, and barring iTunes, little has remained available on other operating systems. The prototyping of control, ownership and entitlement starts here with the Mac – and it has feste...