To me, the iPad is Disneyland.
I like Disneyland. It’s clean, safe, and efficient. There are lots of entertaining things to do. Kids can drive cars; adults can wear goofy hats with impunity. There’s a parade every afternoon, and an underground medical center in case you get sick.
All of this is possible because of central planning. Every restaurant and store on Disneyland’s Main Street is approved in advance by Disney. Every employee is vetted by Disney. Disneyland wouldn’t be Disneyland without central planning.
I like to visit Disneyland, but I wouldn’t want to live there.
There’s a reason the restaurants in Disneyland are bland and stodgy. It’s not just that centralized decision processes like Disney’s have trouble coping with creative, nimble, and edgy ideas. It’s also that customers know who’s in charge, so any bad dining experience will be blamed on Disney, making Disney wary of culinary innovation. In Disneyland the trains run on time, but they take you to a station just like the one you left.
I like living in a place where anybody can open a restaurant or store. I like living in a place where anybody can open a bookstore and sell whatever books they want. Here in New Jersey, the trains don’t always run on time, but they take you to lots of interesting places.
The richness of our cultural opportunities, and the creative dynamism of our economy, are only possible because of a lack of central planning. Even the best central planning process couldn’t hope to keep up with the flow of new ideas.
The same is true of Apple’s app store bureaucracy: there’s no way it can keep up with the flow of new ideas — no way it can offer the scope and variety of apps that a less controlled environment can provide. And like the restaurants of Disneyland, the apps in Apple’s store will be blander because customers will blame the central planner for anything offensive they might say.
But there’s a bigger problem with the argument offered by central planning fanboys. To see what it is, we need to look more carefully at why Disneyland succeeded when so many centrally planned economies failed so dismally.
What makes Disneyland different is that it is an island of central planning, embedded in a free society. This means that Disneyland can seek its suppliers, employees, and customers in a free economy, even while it centrally plans its internal operations. This can work well, as long as Disneyland doesn’t get too big — as long as it doesn’t try to absorb the free society around it.
The same is true of Apple and the iPad. The whole iPad ecosystem, from the hardware to Apple’s software to the third-party app software, is only possible because of the robust free-market structures that create and organize knowledge, and mobilize workers, in the technology industry. If Apple somehow managed to absorb the tech industry into its centrally planned model, the result would be akin to Disneyland absorbing all of America. That would be enough to frighten even the most rabid fanboy, but fortunately it’s not at all likely. The iPad, like Disneyland, will continue to be an island of central planning in a sea of decentralized innovation.
So, iPad users, enjoy your trip to Disneyland. I understand why you’re going there, and I might go there one day myself. But don’t forget: there’s a big exciting world outside, and you don’t want to miss it.
Article was originally published by Ed Felten.
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