Kyle Russell of TechCrunch theorizes that Workflow, an app for iOS power users that was recently acquired by Apple, is a hint at the future of Apple Watch apps:

Instead of providing an interface with options to pick from a menu or icons representing actions, Workflow on the Apple Watch has been stripped down to verbs. I want an Uber home, or to the next meeting in my calendar. I’m walking home and want to send an ETA to my roommates. Maybe I’m on BART and it’s just too tightly packed to read on my phone — no worries, I can pick a Pocket article to be read over the headphones plugged into the iPhone in my back pocket.

There are no gestures to remember or content to download to fill a feed. It’s the perfect application for the WatchKit app paradigm, with a single tap executing multiple instructions on the phone. And if, say, a destination or article needs to be picked, the pre-made workflows in the app’s gallery will serve up a few options that users are likely to choose.

Over the coming months, most developers will figure out that the best question to ask themselves when designing smart watch apps is, “What can I help users do with a single tap?” With cameras, LTE, GPS, screen size, and battery life keeping the smartphone relevant for the foreseeable future, developers should assume that users will always have a phone on them for any action that takes longer than raising your wrist, swiping once or twice, and tapping a button or two.

Another supporting argument for Apple breaking down traditional apps into its smallest, simplest actions to make more things possible on the wrist and with your voice.

If the 5.8" iPhone Pro rumors are to be true, I can see Apple embracing multi-tasking in the form of dockable widgets. Not to be confused with Android's split-screen apps that are literally apps chopped in half, but the ability to dock widget-versions of apps.

In theory, iOS 10's iMessage Stickers should be as popular as Line/WeChat stickers in Asia. In practice, iOS 10's sticker interface is too clunky. I expect a "Favorite Stickers" section and other improvements to encourage better engagement among iMessage users.

I see Apple's new Clips app as a hint for native third-party camera filters for iOS. It will allow third-party developers to create Snapchat-like filters that can be seamlessly added to — and removed from — photos/video directly from the Camera Roll.

I'll be surprised if Apple markets the next iPhone as "The 10th Anniversary iPhone." Surely they will highlight how the iPhone changed the world in the past 10 years, but I think they've learned from their costly mistakes of past "anniversary" products.

I think it will simply be called: iPhone Pro.

Seeing sketchy rumors that iPhone 8 may have an iris scanner like the Samsung Galaxy Note 7. I'm still having a hard time seeing how that it better than a fingerprint scanner under the touch screen.

But to Samsung's credit, the most interesting part of having both a fingerprint scanner and an iris scanner is the software aspect — two tiers of security and authentication. Works great for parents who need to protect access to certain data while giving their kids freedom to play games.

A more Apple solution would be to simply let different fingerprints unlock different things instead.

Haven't heard anything on Apple iBeacons or indoor mapping in a while, but those would be powerful building blocks for AR in the real world.

Jason Kottke, just after the original iPhone was announced in January 2007:

I guess we know why iPod development has seemed a little sluggish lately. When the Zune came out two months ago, it was thought that maybe Apple was falling behind, coasting on the fumes of an aging product line, and not innovating in the portable music player space anymore. I think the iPhone puts this discussion on the back burner for now. And the Zune? The supposed iPod-killer’s bullet ricocheted off of the iPhone’s smooth buttonless interface and is heading back in the wrong direction.

Sounds just like today, critics preaching a similar narrative: "The iPhone is boring, Apple can't innovate anymore."

Sam Gerstenzang talks about Apple's underrated release of mini computers, like the Pencil, AirPods, Apple Watch, and Touch Bar:

Apple is quietly getting very good at shipping very small computers that charge very rapidly, and thus can be unanchored ––unlike Google Home or Amazon Echo. Over time, as power and size requirements decrease, a direct internet connection might add value. But for now, Bluetooth allows a connection to your phone (which is still quite obviously and self-consciously a computer) and that’s enough. […]

Apple is unleashing its fourth revolution in typical Apple fashion but it is atypically quiet about it. Like with the Apple I, the Mac, and the iPhone, Apple has started with shipping a great product by creating technological innovation in service of a better product, and an entire industry learns.

Apple’s very small computers will unlock a supply chain revolution that will enable a whole wave of others to create their own very small computers, too. It won’t be called the Internet of Things. Just very small computers making very great Things.

Because Apple owns all of the important technologies in its products, Apple has a huge advantage over its competitors when it comes to the miniaturization of computers.

My favorite analysts are split on the idea of Apple buying Netflix. Here is one compelling case by Ben Thompson why Apple should pull the trigger:

The problem Apple has in premium video — and given that the company has been trying and failing to secure video content on its terms for years now, it definitely has a problem — is that its executives seem to have forgotten just how important the piracy leverage was to the iTunes Music Store’s success. This Wall Street Journal story from this past summer is one of many similar stories over the years detailing Apple’s take-it-or-leave-it approach to premium video content:

[Senior Vice President of Internet Software and Services Eddy] Cue is also known for a hard-nosed negotiating style. One cable-industry executive sums up Mr. Cue’s strategy as saying: “We’re Apple”…TV-channel owners “kept looking at the Apple guys like: ‘Do you have any idea how this industry works?’” one former Time Warner Cable executive says…Mr. Cue has said the TV industry overly complicated talks. “Time is on my side,” he has told some media executives.

Time may be on Apple’s side, but the bigger issue for Cue and Apple is that leverage is not; that belongs to the company that is actually threatening premium content makers: Netflix. Netflix is the “piracy” of video content, but unfortunately for Apple they are a real company capable of using the leverage they have acquired.

Ben's argument is all about leverage:

[…] Apple’s desire to be “the one place to access all of your television” implies the disintermediation of Netflix to just another content provider, right alongside its rival HBO and the far more desperate networks who lack any sort of customer relationship at all. It is directly counter to the strategy that has gotten Netflix this far — owning the customer relationship by delivering a superior customer experience — and while Apple may wish to pursue the same strategy, the company has no leverage to do so. Not only is the Apple TV just another black box that connects to your TV (that is also the most expensive), it also, conveniently for Netflix, has a (relatively) open app platform: Netflix can deliver their content on their terms on Apple’s hardware, and there isn’t much Apple can do about it.

The truth is that Apple’s executives seem stuck in the iPod/iTunes era, where selling 70% of all music players led to leverage over the music labels; with streaming content is available on any device at any time, which means that selling hardware isn’t a point of leverage. If Apple wants its usual ownership of end users it needs to buy its way in, and that means buying Netflix.

Since the iPod/iTunes era, Apple has always been about hardware-software-content to out-integrate its competitors. Netflix has always become a dominant player in video streaming and with Amazon touting its own hardware and streaming video content, Apple now has serious threats to its TV ambitions with no leverage.

As Ben argues, the only way Apple can compete is to buy leverage. And that means buying Netflix.