Rounding out the year, for our final book club session we read Apple in China. This book landed with unusual force for me, in part because it intersects so directly with my professional and personal life. I’ve spent my entire career in or adjacent to the semiconductor industry—in hardware design and development, electronic design automation, Infrastructure—where outsourcing, yield, and supply-chain orchestration are not abstract concepts but daily operational realities. My children are in a Mandarin Immersion school, a decision we made in part because of the years I spent watching how essential language and cultural fluency are to doing business across Taiwan and mainland China. With that backdrop this book became less a historical account than a parallel journey through an ecosystem I know well. Reading it now when I travel to China far less, but amid tariffs, export controls, and a rapidly shifting geopolitical climate, I found myself looking at the obvious choices made then through an evolving and more judgmental lens—especially as AI accelerates the stakes of global technological interdependence.
In the book Patrick McGee examines how Apple, once a quintessentially U.S.-based, design-driven company, came to rely almost entirely on China for manufacturing its most important products, particularly the iPhone. This evolution was not a simple story of cost-cutting or opportunistic outsourcing. Over decades, Apple invested hundreds of billions of dollars into Chinese manufacturing infrastructure, embedding itself so deeply that its operational success became inseparable from China’s industrial ecosystem. McGee argues persuasively that this investment didn’t just make Apple extraordinarily wealthy—it played a meaningful role in helping China build one of the most advanced manufacturing and technology systems in the world.
What gives the book its authority is the depth of reporting behind it. Drawing on more than 200 interviews with former Apple executives, engineers, manufacturing design specialists, and supply-chain insiders, McGee reconstructs the behind-the-scenes decisions that shaped Apple’s China strategy. What emerges is not a single dramatic turning point, but a series of rational, incremental choices—each defensible on their own—that collectively created profound long-term consequences for global technology, corporate risk, and geopolitics.
At the core of the narrative is what McGee frames as a Faustian bargain: speed and scale in exchange for dependency. Apple chose China because, at the time, only China could deliver the combination of labor availability, cost structure, responsiveness, and sheer manufacturing scale required to produce iPhones by the tens of millions. Over time, this led Apple to shutter or neglect much of its manufacturing footprint elsewhere. What began as a mutually beneficial partnership evolved into something far more entangled. Apple didn’t just manufacture in China; it became structurally dependent on Chinese suppliers, logistics networks, and political realities, which then meaningfully changed both at home and abroad.
Crucially, the book emphasizes that Apple didn’t merely outsource production—it transferred know-how. Apple engineers worked shoulder to shoulder with Chinese factory teams, co-inventing manufacturing processes, refining yields, and solving problems at breathtaking speed. In doing so, Apple helped cultivate not just factories, but skills, systems, and human capital. McGee makes the case that this transfer of tacit knowledge—far more than patents or blueprints—laid the groundwork for Chinese firms to climb the value chain and eventually compete globally. From that perspective, Apple’s supply chain becomes not just an operational asset, but a training ground.
The geopolitical implications of this evolution are where the book feels most urgent. McGee argues that by rooting its manufacturing and much of its business in an authoritarian state with rising global ambitions, Apple introduced systemic risks—not only to itself, but to global supply chains and U.S. technological leadership more broadly. In this telling, Apple’s rise is inseparable from China’s emergence as a global tech power. The book reframes Apple’s China strategy not just as a corporate success story, but as a geopolitical event with nation-scale ripple effects.
At the same time, Apple in China does not go unchallenged. Some critics view its framing as alarmist, arguing that it overstates the extent to which Apple “trained” China or underplays China’s own domestic policies, state planning, and broader economic forces. Others note that while Apple accelerated China’s rise, it was hardly the sole driver. McGee also touches on labor conditions and ethical compromises, revealing how profit motives sometimes eclipsed responsibility—adding another layer of moral complexity to decisions often justified as operational necessities.
For me, the book’s greatest strength lies in how it complicates the narrative of globalization. Outsourcing and global supply chains brought Apple extraordinary efficiency and profit—but they also diffused control, leverage, and long-term strategic autonomy. Decisions made in the name of convenience and cost optimization ended up shaping global politics, technology competition, and national security debates. Supply chains, the book makes clear, are not neutral. They are strategy.
Reading this now, with AI reshaping both demand and dependency across hardware, infrastructure, and energy, the lessons feel especially salient. As AI systems grow more resource-intensive and geopolitically sensitive, the risks McGee outlines—concentrated capability, opaque dependencies, and misaligned incentives—are no longer theoretical. They are actively unfolding.
Apple in China ultimately asks readers to confront uncomfortable truths: that corporate decisions can alter global power balances; that efficiency can mask fragility; and that ignoring geopolitics is itself a political choice. For anyone working in technology—or raising the next generation who will inherit its consequences—this book is less a warning siren than a long, steady alarm. It doesn’t offer easy solutions, but it makes one thing unmistakably clear: the systems we build to move faster and cheaper can also lock us into futures we never fully intended to choose, so buyer beware.