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There are many factor that lead to the success of Steve jobs as below:
3) Take Responsibility End to End
There are many factor that lead to the success of Steve jobs as below:
3) Take Responsibility End to End
Jobs knew that the best way to achieve simplicity was to make sure that hardware, software, and peripheral devices were seamlessly integrated. An Apple ecosystem-an iPod connected to a Mac with iTunes software, for example-allowed devices to be simpler, syncing to be smoother, and glitches to be rarer. The more complex tasks, such as making new playlists, could be done on the computer, allowing the iPod to have fewer functions and buttons.
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| Apple Ecosystem |
Jobs and Apple took end-to-end responsibility for the user experience-something too few companies do. From the performance of the ARM microprocessor in the iPhone to the act of buying that phone in an Apple store, every aspect of the customer experience was tightly linked together. Both Microsoft in the 1980s and Google in the pass few years have taken a more open approach that allows their operating systems and software to be used by various hardware manufactures. That has sometimes proved the better business model. But Jobs fervently believed that it was a recipe for (to use his technical team) crappier products. "People are busy," he said. "They have other things to do than think about how to integrate their computers and devices."
Part of Jobs's compulsion to take responsibility for what he called "the whole widget" stemmed from his personality which was very controlling. But it was also driven by his passion for perfection and making elegant products. He got hives or worse when contemplating the use of great Apple software on another company's uninspired hardware, and he was equally allergic to the thought that unapproved apps or content might pollute the perfection of an Apple device. It was an approach that did not always maximize short-term profits but in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by delightful user experiences. Being in the Apple ecosystem could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the alter of openness or by letting a thousand flowers bloom. Sometimes it's nice to be in the hands of a control freak.
4) When Behind, Leapfrog
The mark of an innovation company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds itself behind. That happened when Jobs built the original iMac. He focused on making it useful for managing user's photos and videos, but it was left behind when dealing with music. people with PCs were downloading and swapping music and then ripping and burning their own CDs. The iMac's slot drive couldn't burn CDs. "I felt like a dope," he said. "i thought we had missed it."
But instead of merely catching up by upgrading the iMac's CD drive, he decided to create an integrated system that would transform the music industry. The result of was the combination of iTunes, the iTunes Store, and the iPod which allow users to buy, share, manage, store, and play music better than they could with any devices.
After the iPod became a huge success, Jobs spent little time relishing it. Instead he began to worry about what might endanger it. One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod sales by creating the iPhone. "If we don't cannibalize ourselves, someone else will" he said.
5) Put Products Before Profits
When Jobs and his small team designed the original Macintosh, in early 1980s, his injunction was to make it "insanely great." He never spoke of profit maximization or cost trade-offs. "Don't worry about the price, just specify the computer's abilities," he told the original team leader. At his first retreat with the Macintosh team, he began by writting a maxim on his whitebord:" Don't compromise." The machine that resulted cost too much and led to Jobs's ouster from Apple. But the Macintosh also "put a dent in the universe," as he said, by accelerating the home computer revolution. And in the long run he got the balance right: Focus on making the product great and the profits will follow.
When John Sculley, who ran Apple from 1983 to 1993, was a marketing and sales excutive from Pepsi. He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined. " I have my own theory about why decline happens at companies," Jobs tell the author: They make some great products but then the sales and marketing people take over the company, becaue they are the ones who can juice up profits." When the sales guys run the company, the product guys don't matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in which was my fault and it happened when Ballmer took over at Microsoft.
When Jobs returned, he shifted Apple's focus back to making innovative products: the sprightly iMac, the PowerBook and then the iPod, the iPhone, and the iPad. As he explained, "My passion has been to build an enduring company where people were motivated to make great products. Everythings else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It's a subtle difference, but it ends up meaning everything-the people you hire, who gets promoted, what you discuss in meetings.
6) Don't Be a Slave To Focus Group
When Jobs took his original Macintosh team on its first retreat, one member asked whether they should do some market research to see what customers wanted. "No," Jobs replied, "because customer don't know what they want until we've shown them." He invoked Henry Ford's line " If I'd asked customer what they wanted, they would have told me, 'A faster horse!'"
Caring deeply about what customers want is much different from continually asking them what they want; it requires intuition and instinct about the desires that have not yet formed. "Our task is to read things that are not yet on the page," Jobs explained. Instead of relying on market research, he honed his version of empathy-an intimate intuition about the desires of his customers. He developed his appreciation for intuition-feelings that are based on accumulated experiential wisdom-while he was studying Buddhism in India as a college dropout. "The people in the Indian countryside don't use their intellect like we do; they use their intuition instead," he recalled. "Intuition is a very powerful things-more powerful than intellect, in my opinion."
Sometimes that meant that jobs used a one-person focus group: himself. He made products that he and his friend wanted. For example, there were many portable music players around in 2000, but Jobs felt they were all lame and as a music fanatic he wanted a simple device that would allow him to carry a thousand songs in his pocket." We made the ipod for ourselves," he said, "and when you're doing something for yourself, or your best friend or family, you're not going to cheese out."
7) Engage Face-to-Face
Despite being a denizen of the digital world, or maybe because he knew all to well its potential to be isolating, Jobs was a strong believer in face-to-face meetings. "There's a temptation in our networked age to think that ideas can be developed by e-mail and iChat," he told the author. "That's crazy. Creativity comes from spontaneous meetings, from random discussion. You run into someone, you ask what they're doing, you say 'Wow', and soon you're cooking up all sorts of ideas.
He had the Pixar building designed to promote unplanned encounter and collaborations. "If a building doesn't encourage that, you'll lose a lot of innovation and the magic that's sparked by serendipity," he said. "So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see." The front doors and main stairs and corridors all led to the atrium; the cafe and the mailboxes were there; the conference rooms had windows that looked out onto it; and the 600-seat theater and two smaller screening rooms all spilled into it. "Steve's theory worked from day one", Lasseter recalls. "I kept running into people i hadn't seen for months. I've never seen a building that promoted collaboration and creativity as well as this one.
Jobs hated formal presentations, but he loved freewheeling face-to-face meetings. He gathered his executive team every week to kick around ideas without formal agenda, and he spent every Wednesday afternoon doing the same with his marketing and advertising team. Slide shows were banned. "I hate the way people use slide presentations instead of thinking," Jobs recalled."People would confront a problem by creating a presentation. I wanted them to engage , to hash things out at the table, rather than show a bunch of slides. People who know what they're talking about don't need Powerpoint."
8) Know Both the Big Picture and the Details
Jobs's passion was applied to issues both large and minuscale. Some CEOs are great at vision; others are managers who know that God in details. Jobs was both. Time Warner CEO Jeff Bewkes says that one of Jobs's salient traits was his ability and desire to envision overarching strategy while also focusing on the tiniest aspects of design. For example, in 2000 he came up with the grand vision that personal computer should become a "digital hub" for managing all of a user's music, videos, photos, and content, and thus got Apple into the personal-device business with the iPod and then the iPad. In 2010, he came up with the successor strategy- the "Hub" would move to the cloud -and Apple began building a huge server farm so that all a user's content could be uploaded and then seamlessly synced to other personal devices. But even as he was laying out these grand visions, he was fretting over the shape and color of the screws inside the iMac.
9) Impute
Jobs's early mentor Mike Markkula wrote him a memo in 1979 that urged three principles. The first two were"empathy" and "focus." The third was an awkward word, "impute," but it became one of Jobs's key doctrines. He knew that people form an opinion about a product or a company on the basis of how it is presented and packaged ," Mike tought me that people do judge a book by its cover," he told me.
When he was getting ready to ship the Macintosh in 1984, he obsessed over the colors and design of the box. similarly, he personally spent time designing and redesigning the jewellike boxes that cradle the iPod and the iPhone and listed himself on the patents for them. He and Ive believed that unpackaging was a ritual like theater and heralded the glory of the product. "When you open the box of an iPhone or iPad, we want that tactile experience to set the tone for how you perceive the product," Jobs said.
Sometimes Jobs used the design of a machine to "impute" a signal rather than to be merely functional. For example, when he was creating the new and playful iMac, after his return to Apple, he was shown a design by Ive that had a little recessed handle nestled in the top. It was more semiotic than useful. This was a desktop computer. Not many people were really going to carry it around. But Jobs and Ive realized that a lot of people were still intimidated by computers. If it had a handle, the new machine would seem friendly, deferential, and at one's service. The handle signaled permission to touch the iMac. The manufacturing team was opposed to the extra cost, but Jobs simply annouced, "No, we're doing this." He didn't even try to explain.
4) When Behind, Leapfrog
The mark of an innovation company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds itself behind. That happened when Jobs built the original iMac. He focused on making it useful for managing user's photos and videos, but it was left behind when dealing with music. people with PCs were downloading and swapping music and then ripping and burning their own CDs. The iMac's slot drive couldn't burn CDs. "I felt like a dope," he said. "i thought we had missed it."
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| The original iMac |
But instead of merely catching up by upgrading the iMac's CD drive, he decided to create an integrated system that would transform the music industry. The result of was the combination of iTunes, the iTunes Store, and the iPod which allow users to buy, share, manage, store, and play music better than they could with any devices.
After the iPod became a huge success, Jobs spent little time relishing it. Instead he began to worry about what might endanger it. One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod sales by creating the iPhone. "If we don't cannibalize ourselves, someone else will" he said.
5) Put Products Before Profits
When Jobs and his small team designed the original Macintosh, in early 1980s, his injunction was to make it "insanely great." He never spoke of profit maximization or cost trade-offs. "Don't worry about the price, just specify the computer's abilities," he told the original team leader. At his first retreat with the Macintosh team, he began by writting a maxim on his whitebord:" Don't compromise." The machine that resulted cost too much and led to Jobs's ouster from Apple. But the Macintosh also "put a dent in the universe," as he said, by accelerating the home computer revolution. And in the long run he got the balance right: Focus on making the product great and the profits will follow.
When John Sculley, who ran Apple from 1983 to 1993, was a marketing and sales excutive from Pepsi. He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined. " I have my own theory about why decline happens at companies," Jobs tell the author: They make some great products but then the sales and marketing people take over the company, becaue they are the ones who can juice up profits." When the sales guys run the company, the product guys don't matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in which was my fault and it happened when Ballmer took over at Microsoft.
When Jobs returned, he shifted Apple's focus back to making innovative products: the sprightly iMac, the PowerBook and then the iPod, the iPhone, and the iPad. As he explained, "My passion has been to build an enduring company where people were motivated to make great products. Everythings else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It's a subtle difference, but it ends up meaning everything-the people you hire, who gets promoted, what you discuss in meetings.
6) Don't Be a Slave To Focus Group
When Jobs took his original Macintosh team on its first retreat, one member asked whether they should do some market research to see what customers wanted. "No," Jobs replied, "because customer don't know what they want until we've shown them." He invoked Henry Ford's line " If I'd asked customer what they wanted, they would have told me, 'A faster horse!'"
Caring deeply about what customers want is much different from continually asking them what they want; it requires intuition and instinct about the desires that have not yet formed. "Our task is to read things that are not yet on the page," Jobs explained. Instead of relying on market research, he honed his version of empathy-an intimate intuition about the desires of his customers. He developed his appreciation for intuition-feelings that are based on accumulated experiential wisdom-while he was studying Buddhism in India as a college dropout. "The people in the Indian countryside don't use their intellect like we do; they use their intuition instead," he recalled. "Intuition is a very powerful things-more powerful than intellect, in my opinion."
Sometimes that meant that jobs used a one-person focus group: himself. He made products that he and his friend wanted. For example, there were many portable music players around in 2000, but Jobs felt they were all lame and as a music fanatic he wanted a simple device that would allow him to carry a thousand songs in his pocket." We made the ipod for ourselves," he said, "and when you're doing something for yourself, or your best friend or family, you're not going to cheese out."
7) Engage Face-to-Face
Despite being a denizen of the digital world, or maybe because he knew all to well its potential to be isolating, Jobs was a strong believer in face-to-face meetings. "There's a temptation in our networked age to think that ideas can be developed by e-mail and iChat," he told the author. "That's crazy. Creativity comes from spontaneous meetings, from random discussion. You run into someone, you ask what they're doing, you say 'Wow', and soon you're cooking up all sorts of ideas.
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| Steve Jobs Face-to-Face Meetings |
He had the Pixar building designed to promote unplanned encounter and collaborations. "If a building doesn't encourage that, you'll lose a lot of innovation and the magic that's sparked by serendipity," he said. "So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see." The front doors and main stairs and corridors all led to the atrium; the cafe and the mailboxes were there; the conference rooms had windows that looked out onto it; and the 600-seat theater and two smaller screening rooms all spilled into it. "Steve's theory worked from day one", Lasseter recalls. "I kept running into people i hadn't seen for months. I've never seen a building that promoted collaboration and creativity as well as this one.
Jobs hated formal presentations, but he loved freewheeling face-to-face meetings. He gathered his executive team every week to kick around ideas without formal agenda, and he spent every Wednesday afternoon doing the same with his marketing and advertising team. Slide shows were banned. "I hate the way people use slide presentations instead of thinking," Jobs recalled."People would confront a problem by creating a presentation. I wanted them to engage , to hash things out at the table, rather than show a bunch of slides. People who know what they're talking about don't need Powerpoint."
8) Know Both the Big Picture and the Details
Jobs's passion was applied to issues both large and minuscale. Some CEOs are great at vision; others are managers who know that God in details. Jobs was both. Time Warner CEO Jeff Bewkes says that one of Jobs's salient traits was his ability and desire to envision overarching strategy while also focusing on the tiniest aspects of design. For example, in 2000 he came up with the grand vision that personal computer should become a "digital hub" for managing all of a user's music, videos, photos, and content, and thus got Apple into the personal-device business with the iPod and then the iPad. In 2010, he came up with the successor strategy- the "Hub" would move to the cloud -and Apple began building a huge server farm so that all a user's content could be uploaded and then seamlessly synced to other personal devices. But even as he was laying out these grand visions, he was fretting over the shape and color of the screws inside the iMac.
9) Impute
Jobs's early mentor Mike Markkula wrote him a memo in 1979 that urged three principles. The first two were"empathy" and "focus." The third was an awkward word, "impute," but it became one of Jobs's key doctrines. He knew that people form an opinion about a product or a company on the basis of how it is presented and packaged ," Mike tought me that people do judge a book by its cover," he told me.
 |
| Memo of three principles |
When he was getting ready to ship the Macintosh in 1984, he obsessed over the colors and design of the box. similarly, he personally spent time designing and redesigning the jewellike boxes that cradle the iPod and the iPhone and listed himself on the patents for them. He and Ive believed that unpackaging was a ritual like theater and heralded the glory of the product. "When you open the box of an iPhone or iPad, we want that tactile experience to set the tone for how you perceive the product," Jobs said.
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