Iomega’s Rev drives compete with portable hard drives from Seagate and Western Digital; EMC hopes to buy the company and turbocharge the brand. Image: Iomega

What happened to Iomega (IOM)?

It was a gravity-defying technology stock during its best run a decade ago. At its peak in 1996, the company’s nearly $6 billion valuation meant many investors were betting it would be the future of digital storage.

Iomega seemed to be at the right place at the right time; broadband connections and music downloads were not yet common, and few tech companies recognized that storage would be a growth market. Meanwhile Iomega’s proprietary Zip disks and Zip drives provided the capacity of a computer hard drive and the portability of a floppy disk, making it a snap to move chunky files like digital images or huge spreadsheets from one PC to another.

Xerox technology chief Sophie Vandebroek is placing bets on technologies to spur growth. Image: Xerox

Xerox (XRX) PARC has come a long way. A generation ago, the Palo Alto Research Center famously developed many of the technologies that led to modern PCs from folks like Apple (AAPL) and Dell (DELL), but never got them beyond the lab. Today the unit is determined to get its inventions out of the lab, even if it means sacrificing secrecy.

To underscore that point, the company’s normally secretive Silicon Valley researchers and their colleagues from around the world held an open house this week to show off surprising projects they’re developing. Among them: A blood scanner that uses a twist on laser printing technology to spot rogue cells, a type of paper that can be erased by ultraviolet light and reused, and a new hybrid plastic that’s partly made of corn and grass.

Microsoft stock has crept higher since it sank three months ago on word of its Yahoo bid.

Can Microsoft do it again?

Late last year, investors and analysts were wringing their hands over a tech stock collapse. With the economy starting to slow, investors punished a slew of big techs including Microsoft (MSFT), IBM (IBM) and Hewlett-Packard (HPQ). Not even hot-growth companies like Apple (AAPL) and Research in Motion (RIMM) were spared.

Then Microsoft reported earnings in January, and the sun came out: $6.5 billion in profit for the holiday quarter on sales of $16.4 billion. And best of all, the forecast was bright. “We actually feel very optimistic,” said Microsoft Chief Financial Officer Chris Liddell. “The next six months we feel very good about.”

The MacBook Air was a top-seller for Apple last quarter, helping to deliver the equivalent of a second holiday season. Image: Apple

iPod growth has stalled. The iPhone is basically doing as expected. So in Apple’s financial results, the real surprise was the MacBook Air.

This time, gadgets didn’t save the day for Apple (AAPL). Even after adding a pink iPod nano to its lineup in time for Valentine’s Day, the company sold just 100,000 more iPods in the first three months of this year than it did a year before. iPhone sales came in 26 percent (or 600,000 units) lower than the holiday quarter, which isn’t a great sign.

Hard drives and flash memory are increasingly vying for share in the storage market. Image: Sandisk, Samsung

Hard drive maker Seagate (STX) filed a patent suit against flash drive maker STEC (STEC) in federal court on Monday, firing the first shot in a new intellectual property battle between hard drive makers and providers of flash storage technology.

Seagate, the world’s largest hard drive maker, claims that STEC has violated four of its patents covering the way a storage device communicates with a computer. The suit was filed in the Northern District of California.

STEC said it believes Seagate’s lawsuit is “completely without merit and primarily motivated by competitive concerns rather than a desire to protect its intellectual property.” The company said it began building flash drives before Seagate won its patents. (STEC’s full statement is below.)

The HP Mini laptop is aimed at the education market, but it could appeal to road warriors as well. Image: HP

Pick up HP’s new $500 mini-laptop, and the first thing you notice is the aluminum casing. Though the thing weighs only about 2.5 pounds, what’s striking is how its sleek skin makes it feel solid and professional – not at all what you’d expect from a budget PC.

I’m in a suite at the Palace Hotel in San Francisco getting a first look at Hewlett-Packard’s (HPQ) latest machine, which the company hopes will help it steal share from Dell (DELL) and Apple (AAPL) in the education market. (Each of the three companies has just under 20 percent of the worldwide market.) HP’s development team, I’m told, consulted educators as they designed the 2133 Mini-Note, and as I turn the laptop over in my hands that comes through in little details.

Apple CEO Steve Jobs addresses the Cupertino City Council on April 18, 2006. Image: City of Cupertino

According to city maps, the site of Apple’s new campus will be bounded by Interstate 280, Wolfe Road, Pruneridge Avenue and Tantau Avenue. Image: City of Cupertino

Steve Jobs’s plans for a new Apple campus in its hometown of Cupertino, Calif., are taking a little longer than expected to become reality.

Two years ago this month, the Apple (AAPL) CEO made a surprise visit to a Cupertino City Council meeting to deliver big news: Apple had been looking for an additional site for its growing workforce, and considered leaving its longtime home. But the company managed to cobble together nine pieces of land about a mile from Apple’s current digs, and decided to stay in Cupertino after all, using both locations.

“We haven’t started designing anything yet,” Jobs said at the April 18, 2006 meeting. “It’ll take us, you know, three or four years to design it, get all the approvals and get it built.”

Apple can easily afford any building project. With nearly $19 billion on hand, it has the third largest cash reserves in the tech world, behind Cisco (CSCO) and Microsoft (MSFT). Even so, Jobs said two years ago that Apple paid more for the Cupertino site than it would have paid in other Silicon Valley cities, though he expected it will be worth it once Apple builds a second campus in Cupertino to accommodate between 3,000 and 3,500 people. “It’s going to cost us more than we’d like,” he said, “but hopefully in five years we’ll have forgotten about that and we’ll just have a second nice campus in Cupertino.”

An Apple spokesman pointed out that Chief Financial Officer Peter Oppenheimer said in an earnings call that month that Apple hoped to break ground “in a few years.” He also said that Apple would “hopefully complete a second campus in around four years,” according to a transcript.

Those timelines might have been ambitious. Two years after the announcement, Apple has not applied for permits to build on the site, confirmed Ciddy Wordell, a project manager for the city of Cupertino who is in charge of the North Vallco development area where the new Apple land is located. “They must go through a planning approval process, get a use permit and an architectural review,” Wordell said. “It might even involve a general plan change.”

Once all of that is done, it often takes about two years for a major construction project to be completed. So unless Apple gets its campus plans moving more quickly, it looks like the whole ordeal could drag on a bit longer than Jobs had hoped.

The iPod touch exemplifies Apple’s maturity. Image: Jon Fortt

Corporate birthdays aren’t often celebrated unless they’re multiples of five; but since Apple (AAPL) is so popular and its birthday falls on April Fool’s Day, it’s easier to remember.

So today, Apple turns 32. CEO Steve Jobs is fond of recounting how the company started in his parents’ garage, a location that was an obvious homage to Hewlett-Packard (HPQ), the original Silicon Valley startup. The company has done pretty well for itself since; it can boast more than $18 billion in cash, no debt, and more than $25 billion in annual sales. Co-founder Jobs, once pushed out of the company, returned 11 years ago to save it in epic style.

It is the rare company that manages to pass out of young adulthood while maintaining its aura of cool, and it hasn’t been an easy journey. The first decade of Apple’s life defined it as a prodigy, with its high-flying IPO and Mac-fueled dreams of changing the world. Its second decade was more sobering; in its teenage years Apple fell from its lofty perch, hobbled by poor management and erratic focus. It took a third decade of young adulthood for Apple to regain its footing and prove itself worthy of its early promise as it built on the success of the iPod and iTunes, and fastidiously stockpiled cash.

What next? Apple is now working to make sure it doesn’t repeat the mistakes of its teenage years. Rather than cling to a go-it-alone strategy as it did back then, today’s Apple has reached out to Intel (INTC) for its chips, to Microsoft (MSFT) for its enterprise e-mail software, and to multiple global wireless carriers including AT&T (T) for its iPhone service. The company is striving to maintain the artful control that made it a prodigy without falling victim to the hubris that nearly led to its demise.

And along the way, Jobs & Co. continue to spin one of the most fascinating tales in tech. Here’s to your health, Apple.

Michael Dell is still struggling to reclaim his company’s former glory, and the latest cutbacks show he still has a long way to go.

Dell (DELL) said Monday that it will close an Austin, Texas plant that makes desktop PCs. It’s just the latest step in a plan management laid out nearly a year ago, in which the company plans to shed 8,300 workers and save $3 billion in costs. The remarkable thing about Dell’s announcement isn’t the simple shuttering of a U.S. manufacturing facility – that sort of thing is happening across the country every day. It’s how precipitously Dell has fallen.

Devices like the Razr2 V8 haven’t done enough to raise Motorola’s profile and its revenues. Image: Motorola

CEO Greg Brown says splitting the company will improve Motorola’s focus. Image: Motorola

The year is 2010, and the Motorola brand is hot again. By aggressively retooling its design and manufacturing processes, the independent cell phone business has returned to profitability, grabbed back market share from Samsung and Sony Ericsson, and gained on Nokia (NOK) with low-cost handsets in developing markets like India and China.

Meanwhile, in its separate wireless equipment business, Motorola has outmaneuvered tech titan Cisco (CSCO) in the corporate market, and out-innovated both Cisco and Apple (AAPL) by reinventing set-top boxes that bring the Internet to the TV. Investors are thrilled, and they trace it all back to Motorola’s (MOT) breakup announcement in March 2008.

Sound like a fantasy?

Odds are, that’s all it is – and that’s the downside to the Schamburg, Ill., company’s announcement Wednesday that it will split itself in half in 2009. Though the news is probably music to the ears of activist investor Carl Icahn, who has been agitating for a breakup to boost Motorola’s flagging stock price, it’s difficult to see how two mini-Motos will be better positioned to compete with some of the best-managed competitors in the technology world.

Motorola CEO Greg Brown sees the spin-off differently. “I think it provides a clear sense of our intentions and direction,” Brown tells Fortune. “The independence, improved focus and alignment of individual organizations will facilitate and enable stronger performances.”

We’ve been here before, however. In previous slumps, Moto management hocked heirlooms like the automotive and semiconductor divisions in the name of raising money and gaining focus. Did it work? Well, if trimming divisions were the recipe for its success, Motorola would be thriving by now. Instead the firm has swung from a $3.6 billion profit in 2006 to a $49 million loss in 2007, and the stock is flirting with five-year lows. Motorola’s problem isn’t size – it’s discipline. “Every time they go back to the drawing board, they start talking about selling off businesses, splitting up the company,” says Shawn Campbell, of Campbell Asset Management, who has followed Motorola for years. “They’re running out of things to sell.”