KOHINOOR BUSINESS SCHOOL Subject: High performance leadership Project topic:Leadership qualities of steve jobbs(APPLE) Submitted to: Prof. dr.mukherjee
Group Members1) Vidita vanage roll no. 422) Vidur pandey roll no. 433) Vinay patel roll no. 444) Vishal thakkar roll no. 455) Vishmita vanage roll no. 46
Steve Jobs (February 24, 1955 – October 5, 2011) History Steve jobs (Steven Paul Jobs) was born in San Francisco on 24 February 1955,to two university students, Joanne Carole Schieble and Syrian born Abdulfattah "John"Jandali, who were both unmarried at the time. He was adopted at birth by Paul ReinholdJobs (1922–1993) and Clara Jobs (1924–1986). Claras maiden name was Hagopian.When asked about his "adoptive parents," Jobs replied emphatically that Paul and ClaraJobs "were my parents." He later stated in his authorized biography that they "were myparents 1,000%." His biological parents subsequently married (December 1955), had asecond child Mona Simpson in 1957, and divorced in 1962. The Jobs family moved from San Francisco to Mountain View, California whenSteve was five years old. Paul and Clara later adopted a daughter, Patti. Paul Jobs, amachinist for a company that made lasers, taught his son rudimentary electronics andhow to work with his hands. Clara was an accountant, who taught him to read before hewent to school. Clara Jobs had been a payroll clerk for Varian Associates, one of thefirst high-tech firms in what became known as Silicon Valley. Jobs attended Monta Loma Elementary, Mountain View, Cupertino Junior Highand Homestead High School in Cupertino, California. He frequented after-schoollectures at the Hewlett-Packard Company in Palo Alto, California, and was later hiredthere, working with Steve Wozniak as a summer employee. Following high schoolgraduation in 1972, Jobs enrolled at Reed College in Portland, Oregon. Although hedropped out after only one semester, he continued auditing classes at Reed, while
sleeping on the floor in friends rooms, returning Coke bottles for food money, andgetting weekly free meals at the local Hare Krishna temple. Jobs later said, "If I hadnever dropped in on that single calligraphy course in college, the Mac would have neverhad multiple typefaces or proportionally spaced fonts." In 1974, Jobs took a job as a technician at Atari, Inc. in Los Gatos, California.Atari offered $100 for each chip that was eliminated in the machine. Jobs had littleinterest in or knowledge of circuit board design and made a deal with Wozniak to splitthe fee evenly between them if Wozniak could minimize the number of chips. Much tothe amazement of Atari, Wozniak reduced the number of chips by 50, a design so tightthat it was impossible to reproduce on an assembly line. According to Wozniak, Jobstold Wozniak that Atari gave them only $700 (instead of the offered $5,000) and thatWozniaks share was thus $350. Wozniak did not learn about the bonus until ten yearslater, but said that had Jobs told him about it and said he needed the money, Wozniakwould have given it to him. In 1976, Wozniak invented the Apple I computer. Jobs,Wozniak, and Ronald Wayne founded Apple computer in the garage of Jobss parentsin order to sell it. They received funding from a then-semi-retired Intel product-marketingmanager and engineer Mike Markkula. In 1978, Apple recruited Mike Scott from National Semiconductor to serve asCEO for what turned out to be several turbulent years. In 1983, Jobs lured John Sculleyaway from Pepsi-Cola to serve as Apples CEO. In the early 1980s, Jobs was amongthe first to see the commercial potential of Xerox PARCs mouse-driven graphical userinterface, which led to the creation of the Apple Lisa. One year later, Apple employeeJef Raskin invented the Macintosh. Sculley learned that Jobs—believing Sculley to be"bad for Apple" and the wrong person to lead the company—had been attempting toorganize a boardroom coup, and on May 24, 1985, called a board meeting to resolvethe matter. Apples board of directors sided with Sculley and removed Jobs from his
managerial duties as head of the Macintosh division. Jobs resigned from Apple fivemonths later and founded NeXT Inc. the same year. After leaving Apple, Jobs founded NeXT Computer in 1985, with $7 million. Ayear later, Jobs was running out of money, and with no product on the horizon, heappealed for venture capital. The revised, second-generation NeXTcube was releasedin 1990, also. Jobs touted it as the first "interpersonal" computer that would replace thepersonal computer. The revised, second-generationNeXTcube was released in 1990, also. Jobs touted it as thefirst "interpersonal" computer that would replace the personalcomputer. The revised, second-generation NeXTcube wasreleased in 1990, also. Jobs touted it as the first"interpersonal" computer that would replace the personalcomputer. The first film produced by the partnership, Toy Story, with Jobs credited asexecutive producer, brought fame and critical acclaim to the studio when it was releasedin 1995. Over the next 15 years, under Pixars creative chief John Lasseter, thecompany produced box-office hits A Bugs Life (1998); Toy Story 2 (1999); Monsters,Inc. (2001); Finding Nemo (2003); The Incredibles (2004); Cars (2006); Ratatouille(2007); WALL-E (2008); Up (2009); and Toy Story 3 (2010). In the years 2003 and 2004, as Pixars contract with Disney was running out,Jobs and Disney chief executive Michael Eisner tried but failed to negotiate a newpartnership, and in early 2004, Jobs announced that Pixar would seek a new partner todistribute its films after its contract with Disney expired. In October 2005, Bob Igerreplaced Eisner at Disney, and Iger quickly worked to patch up relations with Jobs andPixar. On January 24, 2006, Jobs and Iger announced that Disney had agreed topurchase Pixar in an all-stock transaction worth $7.4 billion. When the deal closed, Jobsbecame The Walt Disney Companys largest single shareholder with approximatelyseven percent of the companys stock. Jobss holdings in Disney far exceeded those of
Eisner, who holds 1.7 percent, and of Disney family member Roy E. Disney, who untilhis 2009 death held about one percent of the companys stock and whose criticisms ofEisner — especially that he soured Disneys relationship with Pixar — acceleratedEisners ousting. Jobs joined the companys board of directors upon completion of themerger and also helped oversee Disney and Pixars combined animation businessesfrom a seat on a special six-person steering committee. With the purchase of NeXT, much of the companys technology found its way intoApple products, most notably NeXTSTEP, which evolved into Mac OS X. Under Jobssguidance, the company increased sales significantly with the introduction of the iMacand other new products; since then, appealing designs and powerful branding haveworked well for Apple. At the 2000 Macworld Expo, Jobs officially dropped the "interim"modifier from his title at Apple and became permanent CEO. On June 29, 2007, Appleentered the cellular phone business with the introduction of the iPhone, a multi-touchdisplay cell phone, which also included the features of an iPod and, with its own mobilebrowser, revolutionized the mobile browsing scene. While stimulating innovation, Jobsalso reminded his employees that "real artists ship". In August 2011, Jobs resigned asCEO of Apple, but remained with the company as chairman of the companys board.Hours after the announcement, Apple Inc. (AAPL) shares dropped five percent in after-hours trading. This relatively small drop, when considering the importance of Jobs toApple, was associated with the fact that his health had been in the news for severalyears, and he had been on medical leave since January 2011. It was believed,according to Forbes, that the impact would be felt in a negative way beyond Apple,including at The Walt Disney Company where Jobs served as director. In after-hourstrading on the day of the announcement, Walt Disney Co. (DIS) shares dropped1.5 percent. Apple Inc.
Apple Inc. (NASDAQ: AAPL) formerly Apple Computer, Inc. is an Americanmultinational corporation that designs and sells consumer electronics, computersoftware, and personal computers. The companys best-known hardware products arethe Macintosh line of computers, the iPod, the iPhone and the iPad. Its softwareincludes the Mac OS X operating system; the iTunes media browser; the iLife suite ofmultimedia and creativity software; the iWork suite of productivity software; Aperture, aprofessional photography package; Final Cut Studio, a suite of professional audio andfilm-industry software products; Logic Studio, a suite of music production tools; theSafari web browser; and iOS, a mobile operating system. As of July 2011, Apple has 357 retail stores in ten countries, and an online store.As of September 2011, it is the largest publicly traded company in the world by marketcapitalization, and the largest technology company in the world by revenue and profit.As of September 24, 2011, the company had 60,400 permanent full-time employeesand 2,900 temporary full-time employees worldwide; its worldwide annual sales totalled$65.23 billion, growing to $108.249 billion in 2011. Fortune magazine named Apple the most admired company in the United Statesin 2008, and in the world from 2008 to 2011. However, the company has receivedwidespread criticism for its contractors labor, and for its environmental and businesspractices. Established on April 1, 1976 in Cupertino, California, and incorporated January 3,1977, the company was named Apple Computer, Inc. for its first 30 years. The word"Computer" was removed from its name on January 9, 2007, as its traditional focus onpersonal computers shifted towards consumer electronics.
LEADERSHIP QUALITIES OF STEVE JOBSThe Management StyleIn an interview with Fortune, Steve Jobs (SJ) opened up about his management Style(In no particular order and a few other sources utilized): 1. SWOT analysis: As soon as you join/start a company as a CIO, make a list of strengths and weaknesses of yourself and your company on a piece of paper. Dont hesitate in throwing bad apples out of the company. 2. Spotting opportunities: “We all had cellphones. We just hated them, they were so awful to use.”
The lesson that can be learnt is that within IT we need to spot opportunities forimprovement. It is not enough, however, just to spot them, the onus is to spot them andthen to create an environment to leverage that opportunity and to make it happen. 3. Improve productivity: - “We figure out what we want. So you can’t go out and ask people, you know, what the next big [thing.] There’s a great quote by Henry Ford, right? He said, ‘If I’d have asked my customers what they wanted, they would have told me “A faster horse.”As a CIO, we need to ask ourselves, what can we do that will improve our customers orour own productivity? That could entail listening to your customers, horizon scanning orsimply taking action on something that you feel would help you, your team/and/orcustomers. 4. Business/IT Strategy: “We do no market research. We don’t hire consultants.”Sometimes it’s best to follow your instincts and to believe in yourself to do the rightthing. Paralysis by analysis is often the cause that many organisations cannot do well.It’s as Nike says, Just do it! 5. Competitive advantage:“It is the intimate interaction between the operating system and the hardware that allowsus to do that. That allows us to innovate at a much faster rate than if we had to wait for Microsoft, like Dell and HP and everybody else does.”
CIOs need to ask themselves how they can help the business through leveraging IT tocreate competitive advantage? I covered this a few weeks ago, in my post, Leveraging IT for Competitive Advantage – Myth or Reality?. Sometimes, it makes sense not toembrace open platforms, as Apple has created a significant competitive advantage, by keeping it’s hardware/software systems closed. CIOs need to make such decisions cautiously. 6. Succession planning and his reputation: “My job is to make the whole executive team good enough to be successors, so that’s what I try to do. My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects.” CIOs need to be facilitators and to bring people together working towards a commongoal. It is also important to have succession planning in order that the business hascontinuity in the unfortunate event of a CIO not being able to provide management. 7. Focus:“People think focus means saying yes to the thing you’ve got to focus on. But that’s notwhat it means at all. It means saying no to the hundred other good ideas that there are.You have to pick carefully.” A CIO needs to focus on the most important issues that are relevant to the businessand to shy away from the issues/projects that do not add value to the business but mayjust be a ‘nice have’ or appear to add value. Learn to say, ‘No’.
8. Talent acquisition: “They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple?” A CIO needs to trust their gut instinct, as one can only learn a certain amount in aninterview. I think, the strategic fit, is a very good measure. How will a new hire fit into theculture of the company? Will they enjoy it here? Have they worked in a similar culturebefore? The danger is that the culture could be so alien to the new hire, that they find itdifficult to adjust. 9. Know your business and innovate:“I put out an agenda — 80% is the same as it was the last week, and we just walk down it every single week.” The CIO and the entire IT department need to know how the business operates,preferably, as intricately as possible. It is that complete overview that will allowinnovative opportunities to present themselves. 10. Handling barriers and roadblocks: “And we pushed the reset button. We went through all of the zillions of models we’d made and ideas we’d had. And we ended up creating what you see here as the iPhone, which is dramatically better.” CIOs need to know when to intervene. For example, in many cases that could meanstopping projects altogether to take stock of current situations or to change the
direction. There is no shame in that as the project has to deliver the project’s coreobjective. 11. Customer conversion: “But if we put our store in a mall or on a street that they’re walking by, and we reduce that risk from a 20-minute drive to 20 footsteps, then they’re more likely to go in because there’s really no risk.” CIOs need to help the businesses by utilizing IT to create opportunities in attractingadditional customers. They need to ask themselves, “How can we assist in taking thebusiness to the consumer”? 12. When the going gets tough, investment in people always pays: “What I told our company was that we were just going to invest our way through the downturn, that we weren’t going to lay off people, that we’d taken a tremendous amount of effort to get them into Apple in the first place — the last thing we were going to do is lay them off.” I covered this, under mobility of management when I covered; can IT Managementfailure be caused by a deadly disease? Part II. CIOs need to understand the importanceof retaining and investing in people as one of the business’s most important assets isyet again confirmed by another business leader. This means that they need to stand bythat conviction and avoid losing people in economic downturns. 13. Successful innovation and success in general may be built on failure:
“Will this resonate and be something that you just can’t live without and love? We’ll see. I think it’s got a shot.” Apple has proved that failure can lead to success and continues to innovate byinvesting in many technologies. Some will inevitably fail while others such as the iPodand iPhone will be huge successes. Many businesses lack of innovation is due to theirfear of failures. 14. Earn respect: Steve Jobs can be a hard boss to work with but Jobs’ employees remain devoted. That’s because his autocracy is balanced by his famous charisma — he can make the task of designing a power supply feel like a mission from God. CIOs need to command respect from their employees and that is something that has to be earned! I want to conclude this part by finishing off with a quote that shows us that even withhis god like innovative powers, Steve Jobs remains human. “Steve proves that it’s OK tobe an asshole,” says Guy Kawasaki, Apple’s former chief evangelist. “I can’t relate tothe way he does things, but it’s not his problem. It’s mine. He just has a different OS.”As Geoffrey Moore, author of Crossing the Chasm said. “He’s at the absolute epicentredigitisation of life. He’s totally in the zone.”The Presentation StyleFor the second part, I am reproducing an article written by Carmine Gallo inBusinessWeek for his new book, The Presentation Secrets of Steve Jobs: How to BeInsanely Great in Front of Any Audience. For this book he watched hours of Jobs’
keynotes. Here he identifies the five elements of every presentation by the Apple CEO.CIOs can improve their presentations by using these five elements. 1. A headline. Steve Jobs positions every product with a headline that fits well within a 140- character Twitter post. For example, Jobs described the MacBook Air as “the world’s thinnest notebook.” That phrase appeared on his presentation slides, the Apple Web site, and Apple’s press releases at the same time. What is the one thing you want people to know about your product? This headline must be consistent in all of your marketing and presentation material. 2. A villain. In every classic story, the hero fights the villain. In 1984, the villain, according to Apple, was IBM (IBM). Before Jobs introduced the famous 1984 television ad to the Apple sales team for the first time, he told a story of how IBM was bent on dominating the computer industry. “IBM wants it all and is aiming its guns on its last obstacle to industry control: Apple.” Today, the “villain” in Apple’s narrative is played by Microsoft (MSFT). One can argue that the popular “I’m a Mac” television ads are hero/villain vignettes. This idea of conquering a shared enemy is a powerful motivator and turns customers into evangelists. 3. A simple slide. Apple products are easy to use because of the elimination of clutter. The same approach applies to the slides in a Steve Jobs presentation. They are strikingly
simple, visual, and yes, devoid of bullet points. Pictures are dominant. When Jobsintroduced the MacBook Air, no words could replace a photo of a hand pulling thenotebook computer out of an interoffice manila envelope. Think about it this way—the average PowerPoint slide has 40 words. In some presentations, Steve Jobs hasa total of seven words in 10 slides. And why are you cluttering up your slides withtoo many words?4. A demo.Neuroscientists have discovered that the brain gets bored easily. Steve Jobsdoesn’t give you time to lose interest. Ten minutes into a presentation he’s oftendemonstrating a new product or feature and having fun doing it. When he introducedthe iPhone at Macworld 2007, Jobs demonstrated how Google Maps (GOOG)worked on the device. He pulled up a list of Starbucks (SBUX) stores in the localarea and said, “Let’s call one.” When someone answered, Jobs said: “I’d like toorder 4,000 lattes to go, please. No, just kidding.”5. A holy smokes moment.Every Steve Jobs presentation has one moment that neuroscientists call an“emotionally charged event.” The emotionally charged event is the equivalent of amental post-it note that tells the brain, Remember this! For example, at Macworld2007, Jobs could have opened the presentation by telling the audience that Applewas unveiling a new mobile phone that also played music, games, and video.Instead he built up the drama. “Today, we are introducing three revolutionaryproducts. The first one is a widescreen iPod with touch controls. The second is arevolutionary mobile phone. And the third is a breakthrough Internet communicationsdevice…an iPod, a phone, an Internet communicator…an iPod, a phone, are you
getting it? These are not three devices. This is one device!” The audience erupted in cheers because it was so unexpected, and very entertaining. By the way, the holy smokes moment on Sept. 9 had nothing to do with a product. It was Steve Jobs himself appearing onstage for the first time after undergoing a liver transplant. 6. One more thing…sells dreams.Charismatic speakers like Steve Jobs are driven by a nearly messianic zeal to createnew experiences. When he launched the iPod in 2001, Jobs said, “In our own small waywe’re going to make the world a better place.” Where most people saw the iPod as amusic player, Jobs recognized its potential as a tool to enrich people’s lives. Cultivate asense of mission. Passion, emotion, and enthusiasm are grossly underestimatedingredients in professional business communications, and yet, passion and emotion willmotivate others. Steve Jobs once said that his goal was not to die the richest man in thecemetery. It was to go to bed at night thinking that he and his team had done somethingwonderful. Do something wonderful. Make your brand stand for something meaningful.