How much do you know about Steve Jobs
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During this time, from to , Jobs was involved in two big deals; the first of which was an investment. In , Jobs purchased a controlling stake in a company called Pixar from George Lucas. The second was a return to his old obsession with computers, founding NeXT to create high-end computers. Of these two deals, NeXT proved the most important, as it turned out Apple was looking to replace its operating system.
Apple bought NeXT in for its operating system, bringing Steve Jobs back to the first company he founded. The critical year in which Steve Jobs sold NeXT, the computer maker he had founded, to Apple, returning him to the company eleven years after he had been ousted. Apple had begun to flounder as cheap PCs running Windows flooded the market.
Jobs followed this up with a list of successes from the iPod in to the iPad in The years between saw Apple dominate the smartphone market with the iPhone, open up an e-commerce store with iTunes and launch branded retail outlets called, what else, the Apple Store. Starting with the iPod in , and then continuing with the iPhone and iPad over the next decade, Jobs rejuvenated the ailing Apple, putting it at the forefront of technology and communications.
It's impossible to sum up Jobs' career in a single article, but a few lessons stick out. First, innovation counts for a lot, but innovative products fail without proper marketing. Second, there are no straight paths to success.
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Personal Finance. Your Practice. Popular Courses. Login Newsletters. Business Leaders CEOs. Apple went public in with Jobs the blazing visionary and Wozniak the shy genius executing his vision.
Jobs returned to Apple in the late s and spent the years until his death in revamping the company, introducing the iPod, iPhone, and iPad, transforming technology and communication in the process. Compare Investment Accounts. The offers that appear in this table are from partnerships from which Investopedia receives compensation.
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- Steve Jobs - How Much Do You Know??
It's not enough that he wins. You have to lose. He's completely unreasonable", said one executive to Esquire 6. His negotiation skills proved crucial to Apple's success, including when negotiating with the major music labels before the launch of the iTunes Store, and with the carriers to prepare for iPhone. Woz speculated he acquired those skills with his dad who bought parts on car dealerships.
It's one of the areas where he will perhaps prove irreplaceable. Steve Jobs was often called the ultimate micro-manager. Indeed, in addition to the big roles described above, he also got involved with all parts of Apple — and no detail was too small not to matter to him. Here are three examples:.
Apple employees have hundreds do examples of such dedication some call it 'pain in the butt'. You can read some more on the Anecdotes page. Steve Jobs was Pixar's main investor for exactly twenty years, minus one week: he incorporated it on Feb 6, , and sold it to Disney on Jan 24, However, his involvement with the company varied greatly throughout his life. Until , he was mostly involved with NeXT, as an early employee recalled: "Steve was never involved in the day-to-day at Pixar [ There were large stretches of time, even in Richmond, where we never saw him around.
Someone spotted him up there one day driving around, trying to remember where our driveway entrance was. NeXT and, later, Apple, kept him pretty busy. In , he told Time "There's not a day that goes by that I don't do stuff for Pixar, even if I'm not physically there. And there's not a day that I'm at Pixar that I don't do stuff for Apple" 8 , which sums up his involvement with the animation studio quite well. He was mostly involved in major business decisions, such as the negotiation of deals with Disney or the building of the Emeryville campus although he became obsessed with that campus when it was built in After Pixar was acquired by Disney in , he became a prominent board member of the Walt Disney Company, but that didn't take him nearly as much time as being CEO of Pixar.
As explained above, Steve Jobs was told to let 'more experienced' managers run the company in his first tenure at Apple — which led to his resignation and the John Sculley debacle. That is not to say that he had no business sense at the time: in his book about Jobs, Jay Elliot recalls how he used to "dream of the time that Apple could slash its way through to a much simpler management structure, with fewer approval levels, fewer people needing to sign off on every decision. He used to tell me, 'Apple should be the kind of place where anybody can walk in and share his ideas with the CEO'.
The first priority for Steve when he came back was simplicity: "The organization is clean and simple to understand, and very accountable. Everything just got simpler. That's been one of my mantras -- focus and simplicity", he said in For each project, and every task in that project, there will be someone accountable, a so-called DRI directly responsible individual who will be congratulated or blamed depending on how he does.
On the executive level, Steve Jobs was very explicit that everyone's job was constantly on the line. In his book Inside Apple , Adam Lashinsky explained Steve's parable of "the VP and the janitor": he imagines his trash not being emptied for some time. When he confronts the janitor, he is told that the keys to the locks have been changed and the janitor can't do his job anymore. Then he says to the VP: "When you're the janitor, reasons matter.
General managers are even avoided, VPs being generally specialized engineers that have been promoted — with sometimes little to no business acumen. As for product teams, they have to remain small, with for example only two programmers in charge of Safari for iPad.http://yuzu-washoku.com/components/map8.php
The deadlines and the objectives assigned to those teams are in general very precise and in the relative short term. Again, it's all about results and execution: ideas have been debated and decisions taken by the ET earlier. As opposed to traditional product management, products don't pass from team to team: they are worked on in parallel, all at once, in some sort of organic process punctuated by cross-team meetings.
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All these business practices: the small teams, the lack of financial responsibility of executives, the very simple hierarchy, the organic development process, even the financial compensation stock options were put into place by Steve Jobs to keep a startup mentality at Apple. He even called the company "the world's biggest startup" in , proud of the fact that the company kept reinventing itself while its competitors failed to do so. In many ways, his management philosophy, the polar opposite of classical business training, was a total success.
Steve Jobs learned how important secrecy was for a technology company during the development of the Macintosh. The product was originally supposed to be out in , and Steve Jobs started talking about it around that time — but the release date kept slipping and slipping, until it was finally set in By then, Jobs had already leaked most of the revolutionary product's features to the press, and the surprise was much lessened.
He learned his lesson when he started NeXT two years later. The NeXT Cube was very late, too, but no one could tell, because no release date was ever pre-announced; and the media relayed the introduction a lot because the features of the Cube were a total surprise. Jobs has enforced this rule as strictly as he could during his second tenure at Apple. The company had become a the leakiest in Silicon Valley, and he made sure everyone understood this was over when he came back. It is fair to say he instilled a culture of fear to prevent Apple employees to talk about their work, on the outside, but oftentimes also among themselves.
The secrecy from outsiders has obvious motives, such as leaving competitors in the dark, not having to apologize for a late product, and of course the huge free publicity that come from both speculation and the sensational release of new products. Every employee knows this is worth millions of dollars, and that a leak would cost them their job and severe trials.
The Steve Jobs guide to manipulating people and getting what you want - Business Insider
Apple actually distills false information to some of its employees to track down the source of leaks, and supposedly keeps a special teams dedicated to just that: tracking leaks. It enforces these rules as hard as it can with all their business partners such as part suppliers or developers, who were sometimes asked to protect the secret beyond reason. Secrecy was enforced within the company, too, i. Apple is "the ultimate need to know culture", an environment where engineers are only told what they need to know to get their job done.
For example, the iPhone had been seen by about thirty people in the company before Steve Jobs released it in January The rationale is to further enforce the secrecy to outsiders, but also to avoid politics: "Below a certain level, it is difficult to play politics at Apple, because the average employee doesn't have enough information to get into the game.
Like a horse fitted with blinders, the Apple employee charges forward to the exclusion of all else", writes Adam Lashinsky in Inside Apple. Most employees working on Apple products would sooner or later be exposed to his feedback, either directly or through their boss after a Monday executive meeting, and this feedback would usually come in one of these three formats: "it's great", "it's not bad, but change this, this, and that" or, usually especially for the first time "it sucks", "it's shit", "this is a D" or some other qualifier along those lines.
This attitude was often heralded as proof that Steve Jobs was a 'jerk'. Yet how come Apple employees are so loyal, and the company so efficient, with a jerk at the top? Most colleagues of Jobs described him as 'brutally honest' and never willing to settle for anything than the absolute best. In other words, nothing was ever "good enough" — it had to be perfect. Even with Steve Jobs interacting with about a hundred employees, this attitude rippled through the whole company — also by fear. An ex-Apple employee writes: "when Steve was pissed off about something, it got fixed at a pace I've never seen then or since in my professional life.
I guess some people reacted that fast out of fear, but more directly, you would get used to refusing to accept anything but flawless execution. Indeed, most employees felt as if Steve Jobs was always behind them, watching their work and making sure it was up to Apple's standards: "You might go awhile without seeing him. But you are constantly aware of his presence.
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You are constantly aware that what you're doing will either please or displease him. I mean, he might not know who you are. But there's no question that he knows what you do.