Depending on who you listen to, Apple is "back on track", "in control rather than out of control" and has just completed "one heck of a quarter".
And if you heeded 23 analysts' reports you'd have been expecting the company to report a fourth quarter loss of around $37 million.
So much for the so-called experts. In fact, the company defied everyone's portents of doom, gloom and further debilitating losses by conjuring up a smallish profit. Never mind the fact that revenues were down almost 25% on the fourth quarter last year, never mind the fact that it still lost $816 million during the year - it made a profit when no-one thought it would.
The credit has to go to Mr Turnaround, Gil Amelio, who joined the company in May from National Semiconductor where he had performed a similar feat.
Amelio has several things going for him - he's an outsider, and therefore not too hung up on Apple's past; he's got a track record; and he understands that being innovative and nothing else may win you awards, but doesn't keep you afloat.
But the hard work starts now. He's done the obvious stuff, such as reduce inventory and restructure the company, but he needs to tackle the less straightforward issues now the finances are apparently under control.
Like CJ in the Reginald Perrin series, Apple didn't get where it is today by being boring and safe. It got there by being bold, different ... risky.
(Yeah, and look where that got it!) It's got to reassert itself as an oxymoronic company, one that continues to innovate while not putting the willies up the financial community, its customers or partners.
Last week we reported on the first fruits of that strategy, under the headline 'Apple seeks pastures new in bid to shake off Mac shackles'.
This detailed the company's willingness to embrace rival operating systems and turn their popularity to its advantage. You may have heard of them - little-known environments such as NT, Solaris and AIX.
Elsewhere, Apple's direction needs greater definition and more clarity.
Where does it stand on the Internet, for example? While Microsoft blazes a trail with MSN, ActiveX and more tie-ups, partnerships and collaborations than you could shake a Department of Justice stick at, Apple appears to have been gawping from the sidelines.
Even in the Network Computer market (such as it is), Apple has a product, Pippin, that has made little impact and which seems to sum up its problems.
Clever little name, incompatible with anything anybody else is developing and in danger of ending up on the industry's white elephant stall.
But let's not detract from Amelio's short-term achievements. He wasn't expecting Apple to be profitable until early next year and, now that it is, his plans will carry more weight and credibility with those that matter.
He deserves to succeed, if only to keep some of the more noisome individuals in the industry on their toes.
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