https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs
The Real Leadership Lessons of Steve Jobs
Walter Isaacson
From the April 2012 Issue
His saga is the entrepreneurial creation myth writ large: Steve Jobs cofounded Apple in his
parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997,
and by the time he died, in October 2011, had built it into the world’s most valuable company.
Along the way he helped to transform seven industries: personal computing, animated movies,
music, phones, tablet computing, retail stores, and digital publishing. He thus belongs in the
pantheon of America’s great innovators, along with Thomas Edison, Henry Ford, and Walt
Disney. None of these men was a saint, but long after their personalities are forgotten, history
will remember how they applied imagination to technology and business.
“The people who are crazy enough to think they can change the world are the ones who do.”
—Apple’s “Think Different” commercial, 1997
In the months since my biography of Jobs came out, countless commentators have tried to draw
management lessons from it. Some of those readers have been insightful, but I think that many of
them (especially those with no experience in entrepreneurship) fixate too much on the rough
edges of his personality. The essence of Jobs, I think, is that his personality was integral to his
way of doing business. He acted as if the normal rules didn’t apply to him, and the passion,
intensity, and extreme emotionalism he brought to everyday life were things he also poured into
the products he made. His petulance and impatience were part and parcel of his perfectionism.
One of the last times I saw him, after I had finished writing most of the book, I asked him again
about his tendency to be rough on people. “Look at the results,” he replied. “These are all smart
people I work with, and any of them could get a top job at another place if they were truly
feeling brutalized. But they don’t.” Then he paused for a few moments and said, almost
wistfully, “And we got some amazing things done.” Indeed, he and Apple had had a string of hits
over the past dozen years that was greater than that of any other innovative company in modern
times: iMac, iPod, iPod nano, iTunes Store, Apple Stores, MacBook, iPhone, iPad, App Store,
OS X Lion—not to mention every Pixar film. And as he battled his final illness, Jobs was
surrounded by an intensely loyal cadre of colleagues who had been inspired by him for years and
a very loving wife, sister, and four children.
So I think the real lessons from Steve Jobs have to be drawn from looking at what he actually
accomplished. I once asked him what he thought was his most important creation, thinking he
would answer the iPad or the Macintosh. Instead he said it was Apple the company. Making an
enduring company, he said, was both far harder and more important than making ...
Steve Jobs was a visionary leader who transformed multiple industries through his work at Apple. He had an unparalleled ability to focus on only the most important products and simplify user experiences. Jobs took personal responsibility for every aspect of Apple's integrated ecosystem of hardware, software, and services. His relentless focus on putting perfect products before profits led Apple to create innovative devices like the iMac, iPod, iPhone and iPad that delighted customers around the world.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to unnecessary additions or distractions.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your idea.
"Everyone wants to learn more about Steve Jobs, yet very few journalists have identified the core principles that
drive Jobs and his success. Until now, that is. My book The Innovation Secrets of Steve Jobs (McGraw-Hill, 2010)
reveals the 7 principles that are largely responsible for his breakthrough success; principles that have guided Jobs
throughout his career and, more important, principles you can adopt today to “think different” and reinvent your
company, product or service." Carmine Gallo, columnist, BusinessWeek.com.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to extra ideas and unnecessary complexity.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your ideas.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to extra ideas and unnecessary complexity.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your innovative ideas.
Innovate The Steve Jobs Way 7 Principlesphilforwork
The document summarizes 7 principles for innovation from Steve Jobs' career at Apple:
1. Do what you love - follow your passion rather than trying to please others or chase money. Jobs suggested finding something you're passionate about.
2. Put a dent in the universe - have a bold, specific, concise vision that inspires others and guides the company's direction. Jobs' vision of personal computers for everyone motivated the development of the Macintosh.
3. Kick start your brain - seek diverse experiences to stimulate creativity. Jobs explored many fields outside of technology for inspiration. Exposure to new ideas leads to connections that others may miss.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to unnecessary additions or distractions.
6) Create "insanely great" customer experiences.
7) Master messaging to effectively communicate ideas.
"Everyone wants to learn more about Steve Jobs, yet very few journalists have identified the core principles that
drive Jobs and his success. Until now, that is. My book The Innovation Secrets of Steve Jobs (McGraw-Hill, 2010)
reveals the 7 principles that are largely responsible for his breakthrough success; principles that have guided Jobs
throughout his career and, more important, principles you can adopt today to “think different” and reinvent your
company, product or service." Carmine Gallo, columnist, BusinessWeek.com.
Steve Jobs was a visionary leader who transformed multiple industries through his work at Apple. He had an unparalleled ability to focus on only the most important products and simplify user experiences. Jobs took personal responsibility for every aspect of Apple's integrated ecosystem of hardware, software, and services. His relentless focus on putting perfect products before profits led Apple to create innovative devices like the iMac, iPod, iPhone and iPad that delighted customers around the world.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to unnecessary additions or distractions.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your idea.
"Everyone wants to learn more about Steve Jobs, yet very few journalists have identified the core principles that
drive Jobs and his success. Until now, that is. My book The Innovation Secrets of Steve Jobs (McGraw-Hill, 2010)
reveals the 7 principles that are largely responsible for his breakthrough success; principles that have guided Jobs
throughout his career and, more important, principles you can adopt today to “think different” and reinvent your
company, product or service." Carmine Gallo, columnist, BusinessWeek.com.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to extra ideas and unnecessary complexity.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your ideas.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to extra ideas and unnecessary complexity.
6) Create "insanely great" customer experiences through simplicity.
7) Master messaging to effectively communicate your innovative ideas.
Innovate The Steve Jobs Way 7 Principlesphilforwork
The document summarizes 7 principles for innovation from Steve Jobs' career at Apple:
1. Do what you love - follow your passion rather than trying to please others or chase money. Jobs suggested finding something you're passionate about.
2. Put a dent in the universe - have a bold, specific, concise vision that inspires others and guides the company's direction. Jobs' vision of personal computers for everyone motivated the development of the Macintosh.
3. Kick start your brain - seek diverse experiences to stimulate creativity. Jobs explored many fields outside of technology for inspiration. Exposure to new ideas leads to connections that others may miss.
The document outlines 7 principles for innovation based on Steve Jobs' approach:
1) Do what you love and follow your passions.
2) Have a bold vision to "put a dent in the universe."
3) Seek diverse experiences to stimulate creativity and new ideas.
4) Sell dreams rather than products by understanding customers' aspirations.
5) Focus by saying "no" to unnecessary additions or distractions.
6) Create "insanely great" customer experiences.
7) Master messaging to effectively communicate ideas.
"Everyone wants to learn more about Steve Jobs, yet very few journalists have identified the core principles that
drive Jobs and his success. Until now, that is. My book The Innovation Secrets of Steve Jobs (McGraw-Hill, 2010)
reveals the 7 principles that are largely responsible for his breakthrough success; principles that have guided Jobs
throughout his career and, more important, principles you can adopt today to “think different” and reinvent your
company, product or service." Carmine Gallo, columnist, BusinessWeek.com.
Steve Jobs was one of history's most elite innovators who pioneered the development of the first personal computer and reinvented four industries. The document outlines 7 principles that guided Jobs' breakthrough success: 1) Do what you love, 2) Put a dent in the universe with a bold vision, 3) Kick-start your brain by seeking diverse experiences, 4) Sell dreams not products by understanding customer aspirations, 5) Say no to 1,000 things to focus on simplicity, 6) Create insanely great customer experiences, and 7) Master the message by being an extraordinary communicator and storyteller. These principles can help others emerge from recession stronger through inspiration and innovation.
Steve Jobs is considered one of the greatest innovators of our time due to his work founding Apple and pioneering new technologies like the personal computer, iPhone, and iPad. The document outlines 7 principles that were key to Jobs' success: 1) Do what you love through passion and intuition, 2) Have a vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than just products, 5) Focus by eliminating unnecessary things, 6) Create memorable customer experiences, and 7) Master persuasive communication of your message. These principles emphasize passion, vision, simplicity, and focusing on enriching people's lives rather than just moving products.
Steve Jobs pioneered innovation through 7 key principles: 1) Do what you love by following your passion, 2) Put a dent in the universe through visionary goals, 3) Kick start your brain by exploring diverse experiences, 4) Sell dreams rather than products by fulfilling customer aspirations, 5) Say no to 1,000 things to focus on simplicity, 6) Create insanely great experiences through excellent customer service, and 7) Master the message by skillful marketing communication. These principles guided Steve Jobs' entire career and can help others think differently to achieve breakthrough success.
The document summarizes 7 principles of innovation according to Steve Jobs: 1) Do what you love and follow your passion, 2) Have a bold vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than products by connecting with customers' hopes, 5) Focus by eliminating unnecessary things, 6) Create amazing customer experiences, 7) Master persuasive messaging to inspire others. These principles guided Jobs' career and breakthrough success at Apple.
The document summarizes 7 principles of innovation according to Steve Jobs: 1) Do what you love and follow your passion, 2) Have a bold vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than products by connecting with customers' hopes, 5) Focus by eliminating unnecessary things, 6) Create amazing customer experiences, 7) Master persuasive messaging to inspire others. These principles guided Jobs' career and breakthrough success at Apple.
Carmine Gallo’s book, The Innovation Secrets of Steve Jobs, reveals the 7 principles behind breakthrough success--principles that anyone can use to rethink, reinvent, and revitalize their career, brand, or business.
Summary from Carmine Gallo's book The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success .... you can purchase the book from
http://www.amazon.com/Innovation-Secrets-Steve-Jobs-Breakthrough/dp/007174875X
Apple Inc. is a technology company that sells innovative electronics products internationally. The company has experienced both successes and failures throughout its history but became the top brand globally due to product innovation. This case study provides a brief analysis of Apple's history, growth, structure, strengths, weaknesses, opportunities, and threats, including a simple SWOT analysis.
High Performance Leadership lessons from movies and from world's top leaders ...Kartik Mehta
High performance leadership lessons from Chak De India and a great movie Lagaan!
Leadership tips ans lifetime lessons from Dsteve jo bs hirubhai ambani and Steve jobs.
This document discusses 7 principles of innovation according to Steve Jobs:
1. Do what you love - Passion is essential for true innovation. Jobs followed his passions his whole career.
2. Put a dent in the universe - Have a bold vision to change the world and inspire others with that vision.
3. Kickstart your brain - Exposure to diverse experiences and thinking outside your industry can spark creativity.
4. Sell dreams, not products - Help customers fulfill their dreams and ambitions rather than focus on products.
5. Say no to 1,000 things - Focus on simplicity by eliminating clutter.
6. Create insanely great experiences - Provide a simple, seamless
As co-founder of Apple Inc. and chief exec for Pixar Animation Studios, Jobs likely touched all of our lives in some way or another. In fact, it would be pretty difficult to even imagine a world in which he never existed (think It's a Wonderful Life).
This presentation summarizes Steve Jobs' techniques for delivering captivating presentations. It discusses how Jobs spends significant time planning and rehearsing presentations. He focuses on telling a clear story through simple, visual-heavy slides devoid of words and bullet points. Jobs also aims to create emotionally charged "holy shit" moments that audiences will remember. The presentation emphasizes practicing delivery for many hours to build confidence and command of the audience.
The Presentation Secrets Of Steve Jobs Ivonne Kinser
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through many hours of practice over decades, Jobs improved his natural presence and delivery skills.
This presentation summarizes Steve Jobs' techniques for delivering captivating presentations. It discusses how Jobs spends significant time planning and rehearsing presentations. He focuses on telling a clear story through simple, visual-heavy slides devoid of words and bullet points. Jobs also aims to create emotionally charged "Holy Shit" moments that audiences will remember. He rehearses relentlessly to refine his natural and confident delivery style.
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through decades of practice and refinement, Jobs became a highly skilled presenter, but it was the result of extensive rehearsal and pursuit of excellence, not natural ability.
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through decades of practice and refinement, Jobs became a highly skilled presenter, but it was the result of extensive rehearsal and pursuit of excellence, not natural ability.
Steve Jobs is renowned for his captivating presentations. He spends extensive time rehearsing and refining his presentations, focusing on telling a story through simplicity and visuals rather than words. Jobs creates emotionally charged "holy shit" moments to make his ideas memorable. Through practice and refinement over decades, Jobs has improved his natural presence and ability to engage audiences.
“We’re here to put a dent in the universe,” said Steve Jobs, co-founder of Apple Computer and then chairman and CEO of Apple Inc. Today, all personal computers incorporate a version of the mouse-driven graphical user interface that Jobs perfected and popularized. The guiding spirit behind the Macintosh computer, iPod, iPad, iPhone and iTunes, Jobs is an American corporate legend. Few people worked more closely with him than Jay Elliot, a former senior vice president at Apple. In this business biography, written before Jobs died, Elliot and co-author William L. Simon detail
Jobs’s corporate achievements, his attention to product detail and his visionary leadership. Their revealing profile to those compelled by or curious about the genius of Jobs.
Jay Elliot, a former senior vice president of Apple, wrote this book about his experiences working with Steve Jobs and lessons from Jobs' leadership style. Elliot describes Jobs as a visionary entrepreneur with immense passion who transformed Apple and whole industries. The book provides anecdotes about Jobs' intense focus on product details and reinventing his vision over time, prioritizing talent over formal qualifications. Elliot aims to share lessons from Jobs' intuitive "iLeadership" approach to drive breakthroughs in any organization.
Seek4media: Will the Core of Apple Still Be Able to Think Differently Without...Seek4media
Steve Jobs was the driving force behind Apple's success and innovative culture. His perfectionism and control over every detail helped Apple create groundbreaking products like the iPod, iPhone, and iPad. However, without Jobs' leadership, it remains uncertain whether Apple can continue to thrive and think differently. The article compares Jobs to Walt Disney and other visionary founders, noting that while their companies stumbled initially after their departures, the clear visions they established helped guide their eventual revivals. For Apple to have long-term success without Jobs, it will need to maintain adherence to his vision and innovative spirit.
HW in teams of 3 studentsAn oil remanufacturing company uses c.docxwellesleyterresa
HW in teams of 3 students
An oil remanufacturing company uses clay in its manufacturing process. This clay comes into the plant in 80-pound bags stacked 40 per pallet and 50 pallets per boxcar. The railroad spur comes into the plant property but your plant does not have a rail car siding. Two car loads per year are used. The union and the company agreed that the part time workers would be hired for one week, twice a year at the rate of $7.5 per hour to unload these cars. You feel that this is a bad job and no one should have to work this hard. You look into this project
1
Why is this done?
We need the clay, and the railroad is by far the cheapest way to transport it
What: 80pounds bags of clay=160,000 pound boxcar load
Where: from the boxcar in our yard to the storeroom, 300ft away
Who: 2 temporary workers
When: one week, twice a year
How: Present method: manually unload the pallets off the boxcar then move these pallets into the storeroom with the fork truck we already own
2
How much could you spend improving this job?
We spend a week, twice a year with 2 temporary workers at $7.5
4 weeks* 40 hours per week*7.5per hour = $1,200
3
Questions:
Should the current method stays the same?
Are there other alternatives?
Is the current method the cheapest in the long run?
How would you justify an expenditure over $3,000
What do you think about cumulative trauma disorders and work-related injuries?
4
Write a report with the answers to your questions.
Include figures, tables, and other sources of information to help justify the project and also answer the questions. You can certainly use the textbook to help you.
Include in your report a list of references and of course cite all your sources of information.
This work MUST be done in teams of 3 people or 2. No individual assignment will be accepted.
5
Psychotherapy Interventions II
Case Conceptualization Exemplar
Case Conceptualization Exemplar (cont.)
Student Name:
Case Name/#: Case Study Exemplar: Linda
1. Problem identification and definition: [1–2 paragraphs]
[Primary and contributing concerns for the client]
· Client concerns: Cognitive abilities
· Client concerns: Feeling “anxious,” associated with being accepted by others
· Clinical concerns: Interpersonal isolation
· Clinical concerns: Self-devaluation, adequacy
· Clinical concerns: Depressive symptoms
2. Contextual considerations: [1–2 paragraphs]
[What ethical, legal, cultural, or other key considerations need to be considered with this client when creating a treatment plan?]
· Given no family, friends, or beliefs were identified as a support base, it would seem there are no resources on which Linda might rely.
· Given her sustained employment, attempts at effecting change, and self-referral, it seems as Linda may have the capacity for insight, ability to sustain, and motivation for change.
3. Diagnosis
Axis I: [Be sure to provide full title and code]
300.04
Dysthymic Disorder
Axis II:
V71.0 ...
More Related Content
Similar to httpshbr.org201204the-real-leadership-lessons-of-steve-j.docx
Steve Jobs was one of history's most elite innovators who pioneered the development of the first personal computer and reinvented four industries. The document outlines 7 principles that guided Jobs' breakthrough success: 1) Do what you love, 2) Put a dent in the universe with a bold vision, 3) Kick-start your brain by seeking diverse experiences, 4) Sell dreams not products by understanding customer aspirations, 5) Say no to 1,000 things to focus on simplicity, 6) Create insanely great customer experiences, and 7) Master the message by being an extraordinary communicator and storyteller. These principles can help others emerge from recession stronger through inspiration and innovation.
Steve Jobs is considered one of the greatest innovators of our time due to his work founding Apple and pioneering new technologies like the personal computer, iPhone, and iPad. The document outlines 7 principles that were key to Jobs' success: 1) Do what you love through passion and intuition, 2) Have a vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than just products, 5) Focus by eliminating unnecessary things, 6) Create memorable customer experiences, and 7) Master persuasive communication of your message. These principles emphasize passion, vision, simplicity, and focusing on enriching people's lives rather than just moving products.
Steve Jobs pioneered innovation through 7 key principles: 1) Do what you love by following your passion, 2) Put a dent in the universe through visionary goals, 3) Kick start your brain by exploring diverse experiences, 4) Sell dreams rather than products by fulfilling customer aspirations, 5) Say no to 1,000 things to focus on simplicity, 6) Create insanely great experiences through excellent customer service, and 7) Master the message by skillful marketing communication. These principles guided Steve Jobs' entire career and can help others think differently to achieve breakthrough success.
The document summarizes 7 principles of innovation according to Steve Jobs: 1) Do what you love and follow your passion, 2) Have a bold vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than products by connecting with customers' hopes, 5) Focus by eliminating unnecessary things, 6) Create amazing customer experiences, 7) Master persuasive messaging to inspire others. These principles guided Jobs' career and breakthrough success at Apple.
The document summarizes 7 principles of innovation according to Steve Jobs: 1) Do what you love and follow your passion, 2) Have a bold vision to change the world, 3) Stimulate creativity through diverse new experiences, 4) Sell dreams rather than products by connecting with customers' hopes, 5) Focus by eliminating unnecessary things, 6) Create amazing customer experiences, 7) Master persuasive messaging to inspire others. These principles guided Jobs' career and breakthrough success at Apple.
Carmine Gallo’s book, The Innovation Secrets of Steve Jobs, reveals the 7 principles behind breakthrough success--principles that anyone can use to rethink, reinvent, and revitalize their career, brand, or business.
Summary from Carmine Gallo's book The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success .... you can purchase the book from
http://www.amazon.com/Innovation-Secrets-Steve-Jobs-Breakthrough/dp/007174875X
Apple Inc. is a technology company that sells innovative electronics products internationally. The company has experienced both successes and failures throughout its history but became the top brand globally due to product innovation. This case study provides a brief analysis of Apple's history, growth, structure, strengths, weaknesses, opportunities, and threats, including a simple SWOT analysis.
High Performance Leadership lessons from movies and from world's top leaders ...Kartik Mehta
High performance leadership lessons from Chak De India and a great movie Lagaan!
Leadership tips ans lifetime lessons from Dsteve jo bs hirubhai ambani and Steve jobs.
This document discusses 7 principles of innovation according to Steve Jobs:
1. Do what you love - Passion is essential for true innovation. Jobs followed his passions his whole career.
2. Put a dent in the universe - Have a bold vision to change the world and inspire others with that vision.
3. Kickstart your brain - Exposure to diverse experiences and thinking outside your industry can spark creativity.
4. Sell dreams, not products - Help customers fulfill their dreams and ambitions rather than focus on products.
5. Say no to 1,000 things - Focus on simplicity by eliminating clutter.
6. Create insanely great experiences - Provide a simple, seamless
As co-founder of Apple Inc. and chief exec for Pixar Animation Studios, Jobs likely touched all of our lives in some way or another. In fact, it would be pretty difficult to even imagine a world in which he never existed (think It's a Wonderful Life).
This presentation summarizes Steve Jobs' techniques for delivering captivating presentations. It discusses how Jobs spends significant time planning and rehearsing presentations. He focuses on telling a clear story through simple, visual-heavy slides devoid of words and bullet points. Jobs also aims to create emotionally charged "holy shit" moments that audiences will remember. The presentation emphasizes practicing delivery for many hours to build confidence and command of the audience.
The Presentation Secrets Of Steve Jobs Ivonne Kinser
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through many hours of practice over decades, Jobs improved his natural presence and delivery skills.
This presentation summarizes Steve Jobs' techniques for delivering captivating presentations. It discusses how Jobs spends significant time planning and rehearsing presentations. He focuses on telling a clear story through simple, visual-heavy slides devoid of words and bullet points. Jobs also aims to create emotionally charged "Holy Shit" moments that audiences will remember. He rehearses relentlessly to refine his natural and confident delivery style.
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through decades of practice and refinement, Jobs became a highly skilled presenter, but it was the result of extensive rehearsal and pursuit of excellence, not natural ability.
Steve Jobs was a captivating presenter who spent significant time rehearsing and refining his presentations. He focused on telling a story through simplicity and visuals rather than words. Jobs also created emotionally charged "holy shit" moments to make his ideas memorable. Through decades of practice and refinement, Jobs became a highly skilled presenter, but it was the result of extensive rehearsal and pursuit of excellence, not natural ability.
Steve Jobs is renowned for his captivating presentations. He spends extensive time rehearsing and refining his presentations, focusing on telling a story through simplicity and visuals rather than words. Jobs creates emotionally charged "holy shit" moments to make his ideas memorable. Through practice and refinement over decades, Jobs has improved his natural presence and ability to engage audiences.
“We’re here to put a dent in the universe,” said Steve Jobs, co-founder of Apple Computer and then chairman and CEO of Apple Inc. Today, all personal computers incorporate a version of the mouse-driven graphical user interface that Jobs perfected and popularized. The guiding spirit behind the Macintosh computer, iPod, iPad, iPhone and iTunes, Jobs is an American corporate legend. Few people worked more closely with him than Jay Elliot, a former senior vice president at Apple. In this business biography, written before Jobs died, Elliot and co-author William L. Simon detail
Jobs’s corporate achievements, his attention to product detail and his visionary leadership. Their revealing profile to those compelled by or curious about the genius of Jobs.
Jay Elliot, a former senior vice president of Apple, wrote this book about his experiences working with Steve Jobs and lessons from Jobs' leadership style. Elliot describes Jobs as a visionary entrepreneur with immense passion who transformed Apple and whole industries. The book provides anecdotes about Jobs' intense focus on product details and reinventing his vision over time, prioritizing talent over formal qualifications. Elliot aims to share lessons from Jobs' intuitive "iLeadership" approach to drive breakthroughs in any organization.
Seek4media: Will the Core of Apple Still Be Able to Think Differently Without...Seek4media
Steve Jobs was the driving force behind Apple's success and innovative culture. His perfectionism and control over every detail helped Apple create groundbreaking products like the iPod, iPhone, and iPad. However, without Jobs' leadership, it remains uncertain whether Apple can continue to thrive and think differently. The article compares Jobs to Walt Disney and other visionary founders, noting that while their companies stumbled initially after their departures, the clear visions they established helped guide their eventual revivals. For Apple to have long-term success without Jobs, it will need to maintain adherence to his vision and innovative spirit.
Similar to httpshbr.org201204the-real-leadership-lessons-of-steve-j.docx (20)
HW in teams of 3 studentsAn oil remanufacturing company uses c.docxwellesleyterresa
HW in teams of 3 students
An oil remanufacturing company uses clay in its manufacturing process. This clay comes into the plant in 80-pound bags stacked 40 per pallet and 50 pallets per boxcar. The railroad spur comes into the plant property but your plant does not have a rail car siding. Two car loads per year are used. The union and the company agreed that the part time workers would be hired for one week, twice a year at the rate of $7.5 per hour to unload these cars. You feel that this is a bad job and no one should have to work this hard. You look into this project
1
Why is this done?
We need the clay, and the railroad is by far the cheapest way to transport it
What: 80pounds bags of clay=160,000 pound boxcar load
Where: from the boxcar in our yard to the storeroom, 300ft away
Who: 2 temporary workers
When: one week, twice a year
How: Present method: manually unload the pallets off the boxcar then move these pallets into the storeroom with the fork truck we already own
2
How much could you spend improving this job?
We spend a week, twice a year with 2 temporary workers at $7.5
4 weeks* 40 hours per week*7.5per hour = $1,200
3
Questions:
Should the current method stays the same?
Are there other alternatives?
Is the current method the cheapest in the long run?
How would you justify an expenditure over $3,000
What do you think about cumulative trauma disorders and work-related injuries?
4
Write a report with the answers to your questions.
Include figures, tables, and other sources of information to help justify the project and also answer the questions. You can certainly use the textbook to help you.
Include in your report a list of references and of course cite all your sources of information.
This work MUST be done in teams of 3 people or 2. No individual assignment will be accepted.
5
Psychotherapy Interventions II
Case Conceptualization Exemplar
Case Conceptualization Exemplar (cont.)
Student Name:
Case Name/#: Case Study Exemplar: Linda
1. Problem identification and definition: [1–2 paragraphs]
[Primary and contributing concerns for the client]
· Client concerns: Cognitive abilities
· Client concerns: Feeling “anxious,” associated with being accepted by others
· Clinical concerns: Interpersonal isolation
· Clinical concerns: Self-devaluation, adequacy
· Clinical concerns: Depressive symptoms
2. Contextual considerations: [1–2 paragraphs]
[What ethical, legal, cultural, or other key considerations need to be considered with this client when creating a treatment plan?]
· Given no family, friends, or beliefs were identified as a support base, it would seem there are no resources on which Linda might rely.
· Given her sustained employment, attempts at effecting change, and self-referral, it seems as Linda may have the capacity for insight, ability to sustain, and motivation for change.
3. Diagnosis
Axis I: [Be sure to provide full title and code]
300.04
Dysthymic Disorder
Axis II:
V71.0 ...
HW 5.docxAssignment 5 – Currency riskYou may do this assig.docxwellesleyterresa
HW 5.docx
Assignment 5 – Currency risk
You may do this assignment alone or with one other person. For each of your answers, be as specific as possible about all transactions and amounts involved.
All interest rates are stated as annual rates.
Part 1 Transaction risk
1 (10 points)
a. Select a foreign currency
b. Find the spot exchange rate for that currency
c. Select an amount between 150 million and 200 million
d. Select a number of months between 3 and 9
e. Select either payable or receivable. If you select payable, for the rest of the questions in this part of the assignment, assume a US firm is required to make a payment of the number selected in part c of the foreign currency from part a at the time selected in part d. If you select receivable, assume a US firm expects to receive a payment of the number of units selected in part c of the foreign currency from part a at the time selected in part d.
e. Describe the future payment (in $) from the above assumptions if the exchange rate remains the same as it is today.
2. (10 points) Explain how the firm can use leading or lagging to reduce the exchange rate risk created by this payment.
3. (20 points) Assume the US interest rate is 2% and the foreign interest rate is 5%, how can the firm hedge the transaction risk associated with the payment using a money market hedge?
4 (20 points)
a. How can the firm hedge the transaction risk associated with the payment using a forward market hedge?
b. If the forward price is 1% lower than the spot exchange rate (from 1b) and the actual exchange rate on the date the payment is due is 1% higher than the spot exchange rate, what will the dollar value of the amount the firm pays or receives on the due date be?
c. If the forward price is 2% higher than the spot exchange rate (from 1b) and the actual exchange rate on the date the payment is due is 1% higher than the spot exchange rate, what will the dollar value of the amount the firm pays or receives on the due date be?
5 (20 points)
a. How can the firm hedge the risk associated with the payment using a foreign currency option?
b. If the option’s strike price is equal to the spot exchange rate (from 1b) and the actual exchange rate on the payment is due is 2% lower than the spot market price, will the firm exercise the options and what will the dollar amount the firm pays or receives on the due date be?
c. If the option’s strike price is equal to the spot exchange rate (from 1b) and the actual exchange rate on the payment is due is 2% higher than the spot market price, will the firm exercise the options and what will the dollar amount the firm pays or receives on the due date be?
6. (10 points) How could the firm hedge the transaction risk associated with this payment by exposure netting or funds adjustment?
Part 2 Economic risk
1. (10 points) Obtain weekly stock prices for the last five years for a US company and a foreign company of your choice.
2. (10 points) Obtain exchange rates for three dif ...
HW#3 – Spring 20181. Giulia is traveling from Italy to China. .docxwellesleyterresa
The document contains instructions for several programming assignments involving object-oriented design principles in Java. Students are asked to:
1. Create a Student class with methods to add courses and compute GPA, and test it by making objects for two students.
2. Modify the Account class to add overloaded constructors, a withdraw method with fees, and tracking of open accounts.
3. Add functionality for closing accounts and consolidating accounts with the same name.
4. Add methods to transfer funds between accounts either through objects or directly between accounts.
This homework assignment is due on July 1st by 5:00 PM. The assignment is labeled "HW 2" indicating it is the second homework assignment of the course. Students must submit the completed homework by the specified due date and time.
HW 4 Gung Ho Commentary DUE Thursday, April 20 at 505 PM on.docxwellesleyterresa
HW 4: Gung Ho Commentary
DUE: Thursday, April 20 at 5:05 PM on Isidore (upload) and in class (hard copy)
Unlike watching a movie for entertainment, this assignment requires you to mindfully pay attention to how leadership is expressed, and how people from different cultures differ in their leadership styles. Specifically, use the guide below to (1) describe leaders, (2) analyze effective and ineffective leadership styles, and (3) provide suggestions for improving leadership in cross-cultural situations. Use the entire movie to inform your answers.
Read this viewing guide BEFORE you begin watching the movie. AFTER watching the movie, write down your observations and analysis pertaining to each of these questions.
Instructions
· Read through the questions in this worksheet
· Watch the movie “Gung Ho”
· Use this worksheet to write down your answers to each of the questions
1) Based on this movie, how would you describe the culture—values and beliefs about what is “right” and “wrong”—in Japanese companies?
2) Based on this movie, how would you describe the culture—values and beliefs about what is “right” and “wrong”—in American companies?
3) Drawing on your answers on questions 1 and 2, what would be an effective leadership style in Japanese organizations? Alternatively, what would be an effective leadership style in American organizations?
4) Gung Ho means working together in Chinese. What tactics did the leaders of this factory use to get workers from different cultures to work together?
5) How would you describe Hunt’s leadership style at the beginning of the movie? What about the end of the movie? Support your answers with specific examples from the movie.
6) How would you describe the leadership style of the executives at Assan Motors (such as Kazihiro and Saito)? Support your answers with specific examples from the movie.
HW
4:
Gung
Ho
Commentary
DUE:
Thursday,
April
20
at
5:05
PM
on
Isidore
(upload)
and
in
class
(hard
copy)
Unlike
watching
a
movie
for
entertainment,
this
assignment
requires
you
to
mindfully
pay
attention
to
how
leadership
is
expressed,
and
how
people
from
different
cultures
differ
in
their
leadership
styles.
Specifically,
use
the
guide
below
to
(1)
describe
leaders,
(2)
analyze
effective
and
ineffective
leadership
styles,
and
(3)
provide
suggestions
for
improving
leadership
in
cross-cultural
situations.
Use
the
entire
movie
to
inform
your
answers.
Read
this
viewing
guide
BEFORE
you
begin
watching
the
movie.
AFTER
watching
the
movie,
write
down
your
observations
and
analysis
pertaining
to
each
of
these
questions.
Instructions
·
Read
through
the
questions
in
this
worksheet
·
Watch
the
movie
“
Gung
Ho
”
·
Use
this
worksheet
to
write
down
your
answers
to
each
of
the
questions
...
HW 5 Math 405. Due beginning of class – Monday, 10 Oct 2016.docxwellesleyterresa
Romeo and Juliet's relationship is modeled mathematically. Their love and hate for each other oscillates over time based on a set of differential equations. Mercutio tries to interfere by negatively influencing Romeo's feelings for Juliet. This changes the model and results in a different outcome for Romeo and Juliet's relationship. The model is further complicated by Mercutio developing feelings for Juliet and Juliet having mixed feelings for both Romeo and Mercutio, creating a love triangle. The dynamics of this new system are analyzed using eigenvalues and phase planes. Additional models examine planetary orbits and competition between rabbits and sheep.
HW 5-RSA/ascii2str.m
function str = ascii2str(ascii)
% Convert to string
str = char(ascii);
HW 5-RSA/bigmod.m
function remainder = bigmod (number, power, modulo)
% modulo function for large numbers, -> number^power(mod modulo)
% by bennyboss / 2005-06-24 / Matlab 7
% I used algorithm from this webpage:
% http://www.disappearing-inc.com/ciphers/rsa.html
% binary decomposition
binary(1,1) = 1;
col = 2;
while ( binary(1, col-1) <= power-binary(1, col-1) )
binary(1, col) = 2*binary(1, col-1);
col = col + 1;
end
% flip matrix
binary = fliplr(binary);
% extract binary decomposition from number
result = power;
cols = length(binary);
extracted_binary = zeros(1, cols);
index = zeros(1, cols);
for ( col=1 : cols )
if( result-binary(1, col) > 0 )
result = result - binary(1, col);
extracted_binary(1, col) = binary(1, col);
index(1, col) = col;
elseif ( result-binary(1, col) == 0 )
extracted_binary(1, col) = binary(1, col);
index(1, col) = col;
break;
end
end
% flip matrix
binary = fliplr(binary);
% doubling the powers by squaring the numbers
cols2 = length(extracted_binary);
rem_sqr = zeros(1, cols);
rem_sqr(1, 1) = mod(number^1, modulo);
if ( cols2 > 1 )
for ( col=2 : cols)
rem_sqr(1, col) = mod(rem_sqr(1, col-1)^2, modulo);
end
end
% flip matrix
rem_sqr = fliplr(rem_sqr);
% compute reminder
index = find(index);
remainder = rem_sqr(1, index(1, 1));
cols = length(index);
for (col=2 : cols)
remainder = mod(remainder*rem_sqr(1, index(1, col)), modulo);
end
HW 5-RSA/EGCP447-Lecture No 10.pdf
RSA Encryption
RSA = Rivest, Shamir, and Adelman (MIT), 1978
Underlying hard problem
– Number theory – determining prime factors of a given
(large) number
e.g., factoring of small #: 5 -) 5, 6 -) 2 *3
– Arithmetic modulo n
How secure is RSA?
– So far remains secure (after all these years...)
– Will somebody propose a quick algorithm to factor
large numbers?
– Will quantum computing break it? -) TBD
RSA Encryption
In RSA:
– P = E (D(P)) = D(E(P)) (order of D/E does not matter)
– More precisely: P = E(kE, D(kD, P)) = D(kD, E(kE, P))
Encryption: C = Pe mod n KE = e
– n is the key length
– Note, P is turned into an integer using a padding
scheme
– Given C, it is very difficult to find P without knowing
KD
Decryption: P = Cd mod n KD = d
We will look at this algorithm in detail next time
RSA Algorithm
1. Key Generation
– A key generation algorithm
2. RSA Function Evaluation
– A function F, that takes as an input a point x and a
key k and produces either an encrypted result or
plaintext, depending on the input and the key
Key Generation
The key generation algorithm is the most
complex part of RSA
The aim of the key generation algorithm is to
generate both th ...
HW 3 Project Control• Status meeting agenda – shows time, date .docxwellesleyterresa
HW 3: Project Control
• Status meeting agenda – shows time, date and location of the meeting. Each agenda item should show the item to be discussed, who is the primary facilitator for that topic, and how long the item is estimated to be discussed. A section of the form should capture action items taken from the meeting, including who is responsible and what the desired date for conclusion is.
• Issues tracking worksheet – allows all open issues on a project to be captured, along with a rating of their importance, point person responsible, notes, and desired date of resolution.
• Status report form – includes the most important elements of project status. Examples: project name, brief scope, CPI, SPI, project manager, key issues, key risks, recent accomplishments, upcoming accomplishments.
...
HW 1January 19 2017Due back Jan 26, in class.1. (T.docxwellesleyterresa
HW 1
January 19 2017
Due back Jan 26, in class.
1. (Tadelis p.12) You plan on buying a used car. You have $12,000 and you are not
eligible for any loans. the prices of available cars on the lot are given as follows:
Make, model and year Price
Toyota Corolla 2002 9350
Toyota Camry 2001 10500
Buick Lesabre 2001 8825
Honda Civic 2000 9215
Subaru Impreza 2000 9690
For any given year, you prefer a Camry to an Impreza, an Impreza to a Corolla, a
Corolla to a Civic, and a Civic to a LeSabre. For any given year, you are willing to
pay $999 to move from any given car to the next preferred one. For example, if the
price of the Corolla is z, then you are willing to buy it rather than a Civic if the Civic
costs more than z−999 but prefer the civic if it costs less than this. For any given car,
you are willing to move to a model a year older if it is cheaper by at least $500. For
example, if the price of a 2003 Civic is x, then you are willing to buy it rather than a
2002 Civic, if the 2002 Civic costs more than x−500.
(a) What is your set of possible alternatives?
(b) What are your preferences between each pair of alternatives in your set?
(c) What car would you choose?
2. Harrington, end of Chapter 2, #1
3. Harrington, end of Chapter 2, #6
4. Harrington, end of Chapter 2, #9.
1
Symmetric Information and Competitive
Equilibrium
Neil Wallace
January 3, 2017
1 Introduction
We are all familiar with the general idea of uncertainty. We are uncertain
about tomorrow’s weather, about whether we will wake up with a headache
tomorrow morning, and about whether someone’s estimate of the labor re-
quired to repair our car is correct. Considerable effort is directed toward
coping with uncertainty. Some farmers have costly irrigation systems in or-
der to make output less dependent on variations in rainfall. And many of
us buy insurance of various sorts to limit our exposure to some kinds of un-
certainty. Moreover, there are government programs like disaster aid and
unemployment insurance that are intended to offset some of the effects of
uncertainty.
Here is an example of the kind of setting we will study. There are N
people labelled 1, 2, ...,N. Rainfall is uncertain and it can either be high or
low, just two possibilities. We denote the level of rainfall by s ∈ {H,L},
where we use the letter s as a shorthand for state or state-of-the-world and
where H stands for high and L for low. We suppose that each person has
some land that will without effort bear a crop of some amount of rice. The
size of the crop will depend on whether rainfall is high or low. For person n,
we denote the size of the rice crop by (wnH,wnL), where wns is the crop on
n’s land if the state is s. We assume that wns > 0, but, otherwise, make no
other special assumptions about it. In particular, we want to assume that
some land does better with high rainfall and other land does better with low
rainfall. If s = H, the total crop is
∑N
n=1 wnH, denoted WH; if s = L, t ...
hw1.docxCS 211 Homework #1Please complete the homework problem.docxwellesleyterresa
hw1.docxCS 211 Homework #1
Please complete the homework problems on the following page using a separate piece of paper. Note that this is an individual assignment and all work must be your own. Be sure to show your work when appropriate. This assignment is due in lab on Monday, October 10, 2016.
1. [3] Given the following pre-order and in-order traversals, reconstruct the appropriate binary tree. NOTE: You must draw a single tree that works for both traversals.
Pre-order: A, E, D, G, B, F, I, C
In-order: D, E, B, G, A, F, I, C
2. [3] Starting with an empty BST, draw each step in the following operation sequence. Assume that all removals come from the left subtree when the node to remove is full.
Insert(5), Insert(10), Insert(2), Insert(9), Insert(1), Insert(3), Remove(5).
3. [3] Starting with an empty BST, draw each step in the following operation sequence. Assume that all removals come from the right subtree when the node to remove is full.
Insert(10), Insert(5), Insert(23), Insert(4), Insert(19), Insert(7), Insert(9), Insert(6), Remove(5).
4. Given the following binary tree:
A. [1] What is the height of the tree?
B. [1] What is the depth of node 90?
C. [1] What is the height of node 90?
D. [3] Give the pre-order, in-order, and post-order traversal of this tree.
5. Given the following two functions:
int f(int n)
{
if(n <= 0)
{
Return 0;
}
return 1 + f(n - 1);
}
int g(int n)
{
int sum = 0;
for(int i = 0; i < n; i++)
{
sum += 1;
}
Return sum;
}
A. [2] State the runtime complexity of both f() and g()
B. [2] State the memory complexity for both f() and g()
C. [4] Write another function called "int h(int n)" that does the same thing but has a more efficient runtime complexity.
Requirements:
This abstract and outline is for your individual paper that you will be handing in on finals week. Same topic as with your team, but you will write a one paragraph abstract describing your topic, and how you plan to treat it. While you will be walking through all the steps of the Systems Process (which I understand we havent covered in full yet) you may in your abstract and outline want to mention parts that will have more emphasis based on your knowledge of the background of your problem. The outline should obviously include all the steps of the systems process with extra elements based your what you think will have heavier emphasis.
Idea:
So as you know, Elon Musk has just announced SpaceX plan to colonize Mars in the upcoming decades and we thought this would be an interesting topic to research through the 13 steps of the systems engineering process.
Links:
Full Video: https://www.youtube.com/watch?v=IAZ-Xbn5hr0
Short Abbreviated: https://www.youtube.com/watch?v=Yzw6_V7LGeY
Our group idea: after people went to Mars, they will build a system
these ideas supposed to be I think or depends on you:
Buildings, spaces to live, water, and other elements required for life, write in an engineering ...
HUS 335: Interpersonal Helping Skills
Case Assessment Format
The case assessment takes place after the intake and assessment interviews have been conducted. The helping professional must evaluate the application for services to determine eligibility for services. This is just one process for conducting a case assessment.
Step 1. Provide me with your agency’s profile with your eligibility guidelines (on a separate page)
Step 2. Review the case assessment process (things to think about as you complete the assessment)
Step 3. Complete the Case Assessment (p. 2)
I. Examine your agency’s guidelines for eligibility as well as federal or state guidelines, if applicable. What are your agency’s guidelines for eligibility?
II. Review all the information you have gather on your client during the initial contact, intake, and assessment phases.
a. Applicant’s reason for applying for services
b. His/her background
c. Strengths
d. Weaknesses
e. The problem that is causing difficulty
f. What the applicants want to have happen as a result of service delivery
III. Determine if the client is eligible for services at your agency.
A. Is the client eligible for services? Why or why not?
B. What problems are identified (i.e., presenting problem)?
C. Are services or resources available that relate to the problems identified?
D. Will the agency’s involvement help the client reach the objectives goals that have been established.
E. Is more information needed (e.g., referral source, client’s family, chool officials, employer, medical doctor, mental health professional, previous social service agencies, etc.)
IV. Impressions
V. Assessment
VI. Service Identification/Recommendations for Services
VII. Case Assignment
Your Agency’s Name
Case Assessment
Pseudo Client Name: ____________________________________________ Date: _________________
Human Services Professional: ______________________________________ Title: _________________
Intake Date: ______________________ Assessment Interview Date: _________________________
I. Demographic description of client
Age, gender, cultural background, race, socioeconomic status, religion, occupation, marital/family status, education
II. Presenting Problem
Indicate referral source (e.g., self-referred or agency referral). If an agency referred the client, state why they referred the client to your agency.
State what brought the client to your agency from the client’s perspective. (This only needs to be a few sentences and not the history of the client.)
III. Impression/Interview affect, behavior, and mental status
How does the client appear to you (grooming, dress, voice, tone, mood, timeliness for the interview, cooperativeness, etc.)? Has this been consistent or changed throughout sessions (intake and assessment interview sessions)?
IV. History
Present the history as objectively as possible and only key information. Facts that were collected from the client, significant records, and referral source. Let the facts s ...
HW #1Tech Alert on IT & Strategy (Ch 3-5Ch 3 -5 IT Strategy opt.docxwellesleyterresa
Zara gathers customer feedback and sales data from its stores to inform product design and inventory decisions. Store managers use PDAs to chat with customers and get input on styles. After closing, they analyze unsold items to identify customer preferences. Manager updates combine this qualitative feedback with quantitative sales data from POS systems. This evidence-based approach allows Zara to quickly design and reorder based on demand rather than guesses, helping it dominate the fast fashion industry.
HW 2 (1) Visit Monsanto (httpwww.monsanto.com) again and Goog.docxwellesleyterresa
HW 2
(1) Visit Monsanto (http://www.monsanto.com) again and Google to find various information about internal factors of Monsanto.
(2) Based on the information, perform your own internal audit for Monsanto. You do not need to perform financial analysis for this assignment. If you perform the internal audit, you will find strengths and weaknesses of Monsanto.
(3) List the strengths and weaknesses of Mondanto. Then, explain why you think so.
Note: Strengths and Weakness are SW of SWOT analysis. We will use strengths and weaknesses in the last module later.
1
Class Today
• Print notes and examples
• Trusses
– Definition
– Working with Trusses
– Truss Analysis
• Example Problems
• Group Work Time
http://www.mst.edu/~ide50-3/printable_notes/13_Trusses.pdf
http://www.mst.edu/~ide50-3/printable_notes/13_Trusses_examples.pdf
…these are cool trusses
Norman Foster
Sainsbury Centre
Santiago Calatrava
Turning Torso
Shigeru Ban
Japanese Pavilion
KMR
… be inspired!
3
Renzo Piano
Kansai International Airport
Rem Koolhaas
The Shenzhen Stock Exchange
KMR
So what are trusses?
http://bridgehunter.com/story/1109/
http://www.americanpoleandtimber.com/img/wood-timber-trusses-park-BIG.jpg
http://www.hndszj.com/eng/uploads/201008101822313.jpg
Trusses are …
• Structures designed to support loads:
− Will transmit loads through the joints of the structure
− Will ultimately transmit loads to the foundation
• Cost effective in design because:
− Weight is minimized (weight of members is typically
light compared to loads carried, so it is often
neglected)
− Strength to weight ratio is maximized
Image copyright 2013, Pearson Education, publishing as Prentice Hall
Working with Trusses:
Assumptions
• All loads are applied / transmitted at joints
• All members are joined by pin connections
• Consist entirely of two-force members
(review section 5.4)
• Can contain zero-force members
Image copyright 2013, Pearson Education, publishing as Prentice Hall
Zero-force Members
What are zero-force members?
• Structural members that carry no force
Why do we use them?
• Used to provide stability
– During construction
– If (intermittent) loading of the truss changes
• Shortens chord length and increases
buckling capacity of compression members
7
Zero-force Members: Case 1
Zero-force Members: Case 2
10
http://www.tatasteelconstruction.com/static_files/Images/Construction/Reference/
architectural%20studio/elements/Structural%20steel%20trusses/j2.jpg
http://www.tboake.com/SSEF1/rose2.shtml
http://sluggyjunx.com/rr/georgetown_branch/gallery/04_16_0
3_gb_canal_bridges/04_16_03-gb_canal_br-34.jpg
Gusset plate
pin
Joint Connections
Welded
connection http://www.tatasteelconstruction.com/en/reference/teaching-
resources/architectural-teaching-resource/elements/connections/connections-
in-trusses
11
http://civildigital.com/wp-con ...
Hunters Son Dialogue Activity1. Please write 1-2 sentences for e.docxwellesleyterresa
Hunters Son Dialogue Activity
1. Please write 1-2 sentences for each of the characters below, explaining the broader point of view that they represent:
HUNTER:
HUNTER’S SON:
THE BOY:
2. Based on your answers above, please explain in 2-3 sentences what you think the author is trying to achieve by bringing these perspectives together and having them speak with one another.
3. In a sentence or two, please explain what you think the play is telling us (the reader) about how indigenous writers and people relate to animals?
...
HW 2 - SQL The database you will use for this assignme.docxwellesleyterresa
HW 2 - SQL
The database you will use for this assignment contains information related to Major League
Baseball (MLB) about players, teams, and games. The relations are:
Players(playerID, playerName, team, position, birthYear)
● playerID is a player identifier used in MLB, and all players throughout the history of
baseball have a unique ID
● playerName is player’s name
● team is the name of the MLB team the player is currently playing on (or the last team the
player played for if they are not currently playing)
● position is the position of the player
● birthYear is the year that player was born
Teams(teamID, teamName, home, leagueName)
● teamID is a unique ID internal to MLB.
● teamName is the name of the team
● home is the home city of the team
● leagueName is the league the team is in, i.e. either “National” or “American”, which
stands for “National League” and “American League”, respectively
Games(gameID, homeTeamID, guestTeamID, date)
● gameID is a unique ID used internally in MLB
● homeTeamID is the ID of the hometeam
● guestTeamID is the ID of the visiting team
● date is the date of the game.
A sample instance of this database is given at the end of this homework handout. Since it is just
one instance of the database designed to give you some intuition, you should not “customize”
your answer to work only with this instance.
1. (10 points each) Write the following queries in SQL, using the schema provided
above. (Note: Your queries must not be “state-dependent", that is, they should work without
modification even if another instance of the database is given.)
(a) Print the names of all players who were born in 1970 and played for the Braves.
(b) Print the names of teams that do not have a pitcher.
(c) Print names of all players who have played in the National League.
(d) Print all gameIDs with Phillies as the home team.
2. (15 points each) Write the following queries in SQL, using the schema provided
above.
(a) Print all teamIDs where the team played against the Phillies but not against the Braves.
(b) Print all tuples (playerID1, playerID2, team) where playerID1 and playerID2 are (or have
been) on the same team. Avoid listing self-references or duplicates, e.g. do not allow
(1,1,”Braves”) or both (2,5,”Phillies”) and (5,2,”Phillies”).
(c) Print all tuples (teamID1, league1, teamID2, league2, date) where teamID1 and teamID2
played against each other in a World Series game. Although there is no direct information
about the World Series games in the relations, we can infer that when two teams from different
leagues play each other, it is a World Series game. So, in this relation, league1 and league2
should be different leagues.
(d) List all cities that have a team in all leagues. For example, there are currently two leagues
(National and American). Although not shown in this instance, New York is home to the Mets in
the National ...
Humanities Commons Learning Goals1. Write about primary and seco.docxwellesleyterresa
Humanities Commons Learning Goals
1. Write about primary and secondary texts on the topic of literacy from the perspective of English Studies and at least one additional discipline in the Humanities Commons in a manner that reflects their ability to read critically;
2. Engage in a process approach to writing college-level prose;
3. Produce rhetorically effective college-level expository prose;
4. Demonstrate effective use of scholarly sources in their writing;
5. Recount in college-level prose their personal literacy histories and current literacy practices;
6. Examine in writing the discourse of a community different from themselves with respect to factors such as race, class, gender, sexuality, and so forth.
7. Explore the relevance of Catholic intellectual tradition for the study of reading, writing, and/or rhetoric as human endeavors.
you are to put together your Final Exam Portfolio. In this, you should have your Diagnostic Essay, drafts and revisions of your Literacy Narrative/Metawriting Assignment, Catholic Intellectual Tradition Response, Discourse Community Ethnography, and Argumentative Proposal Synthesis. You also need a final reflective essay discussing how you have grown as a writer over the term. This should be around one to three pages, but may go longer.
As a review, here is an overview of the material we covered:
Humanities Commons Learning Goals
Write about primary and secondary texts on the topic of literacy from the perspective of English Studies and at least one additional discipline in the Humanities Commons in a manner that reflects their ability to read critically;
Engage in a process approach to writing college-level prose;
Produce rhetorically effective college-level expository prose;
Demonstrate effective use of scholarly sources in their writing;
Recount in college-level prose their personal literacy histories and current literacy practices;
Examine in writing the discourse of a community different from themselves with respect to factors such as race, class, gender, sexuality, and so forth.
Explore the relevance of Catholic intellectual tradition for the study of reading, writing, and/or rhetoric as human endeavors.
Metawriting
“Sponsors of Literacy” - Brandt
Portrait of the Artists as
A Young Person – Literacy Narrative
A Young Adult – Autoethnography
MLA Conventions
Library Research
Grammar
Write in Active Voice
Seven Comma Rules
Affect/Effect; it’s its; etc.
Introduce Quotations
Quote, Summary, Paraphrase
Hamburger Metaphor for integrating quotes
Classical Aristotelian Essay Form
Rebuttal
Compare Contrast Essay: Block vs. Alternating
Works Cited List
Top Twenty Errors
Discourse Community Ethnography
“The Concept of a Discourse Community” – Swales
C.A.R.S. – Creating a Research Space – Swales
“Learning to Serve: The Language and Literacy of Food Service Workers” – Mirabelli
“Rethinking Subcultural Resistance: Core Values of the Straight Edge Movement” –
Haenfl ...
HURRICANE KATRINA A NATION STILL UNPREPARED .docxwellesleyterresa
The document summarizes a Senate report on the government's response to Hurricane Katrina. It finds that while officials were warned of Katrina's potential devastation, they failed to adequately prepare. Evacuation and shelter plans for New Orleans were incomplete. The storm exceeded the response capacity of all levels of government. Leadership failures at the federal, state and local levels compounded the crisis. FEMA and DHS were unprepared for a catastrophe of this scale.
Humanities 115
Short Essay Grading Criteria
Excellent
Passing
Unacceptable
Analysis
25, 18, 10
Details of individual myths are discussed thoughtfully, articulately, and accurately. Critical approaches and terminology are applied accurately and insightfully. Discussion of myths reflects rich, genuine intellectual engagement.
Applications of critical approaches and terms to myths occur, and demonstrate intellectual engagement with course materials, but maybe relatively superficial or contain some inaccuracy. Discussion may at times be vague, ideas may be somewhat underdeveloped.
Important elements missing or very underdeveloped. Substantial inaccuracies may occur.
Scholarly Rigor
13, 9, 5
Assertions are consistently backed with textual evidence. Sources are precisely cited with in-text parenthetical citations as well as a works cited page, if applicable.
Text-based support is sometimes used, citation is imprecise or incomplete.
Text-based support is generally absent, and/or citations are absent.
Coherence
5, 3, 1
Ideas are organized into coherent paragraphs. Transitions are used effectively within paragraphs. Transitions also fluently connect paragraphs.
Ideas are organized into paragraphs. Transitions are usually present and effective.
Essay lacks coherent paragraphs and transitions are absent or ineffective.
Grammar
& Mechanics
5, 3, 1
Standard Academic English is deployed in a controlled manner. Punctuation is precise. Small, occasional errors might occur, but never impede meaning.
Controlled deployment of Academic English is emerging. When errors occur, they only occasionally impede meaning.
Errors are numerous and consistently impede meaning.
Formatting
2, 1, 0
The following conventions of Modern Language Association format are used precisely: essay is consistently double-spaced throughout; a heading with your name, instructor’s name, course name, and date appears at the top left corner of the first page; title is centered just below the heading; text of the journal begins one double spaced line below the title; last name and page number appear at the top right of each page.
Most conventions are followed.
Most conventions are not followed.
Student Sample Essay #2
Genesis Myth
“And God created man in His own image, in the image of God he created male and female. He created them. And God blessed them.” (Leonard, Mcclure, 87) Unfortunately, the sentiment that men and women are equals is contradicted several times in the Genesis myth. The Genesis myth has had a negative influence on women’s roles in society that continually have impacts in today’s modern world. The myth describes women’s purpose as being subservient to men, women are easily swayed and manipulated, and that for seeking knowledge, women deserve the painful shame of childbirth. This patriarchal creation myth has played a role in justifying the suppression of equal rights throughout history and is still debated today.
To begin, the sole reason for the creation of woman ...
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
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1. https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-
jobs
The Real Leadership Lessons of Steve Jobs
Walter Isaacson
From the April 2012 Issue
His saga is the entrepreneurial creation myth writ large: Steve
Jobs cofounded Apple in his
parents’ garage in 1976, was ousted in 1985, returned to rescue
it from near bankruptcy in 1997,
and by the time he died, in October 2011, had built it into the
world’s most valuable company.
Along the way he helped to transform seven industries: personal
computing, animated movies,
music, phones, tablet computing, retail stores, and digital
publishing. He thus belongs in the
pantheon of America’s great innovators, along with Thomas
Edison, Henry Ford, and Walt
Disney. None of these men was a saint, but long after their
personalities are forgotten, history
will remember how they applied imagination to technology and
business.
2. “The people who are crazy enough to think they can change the
world are the ones who do.”
—Apple’s “Think Different” commercial, 1997
In the months since my biography of Jobs came out, countless
commentators have tried to draw
management lessons from it. Some of those readers have been
insightful, but I think that many of
them (especially those with no experience in entrepreneurship)
fixate too much on the rough
edges of his personality. The essence of Jobs, I think, is that his
personality was integral to his
way of doing business. He acted as if the normal rules didn’t
apply to him, and the passion,
intensity, and extreme emotionalism he brought to everyday life
were things he also poured into
the products he made. His petulance and impatience were part
and parcel of his perfectionism.
One of the last times I saw him, after I had finished writing
most of the book, I asked him again
about his tendency to be rough on people. “Look at the results,”
he replied. “These are all smart
people I work with, and any of them could get a top job at
another place if they were truly
3. feeling brutalized. But they don’t.” Then he paused for a few
moments and said, almost
wistfully, “And we got some amazing things done.” Indeed, he
and Apple had had a string of hits
over the past dozen years that was greater than that of any other
innovative company in modern
times: iMac, iPod, iPod nano, iTunes Store, Apple Stores,
MacBook, iPhone, iPad, App Store,
OS X Lion—not to mention every Pixar film. And as he battled
his final illness, Jobs was
surrounded by an intensely loyal cadre of colleagues who had
been inspired by him for years and
a very loving wife, sister, and four children.
So I think the real lessons from Steve Jobs have to be drawn
from looking at what he actually
accomplished. I once asked him what he thought was his most
important creation, thinking he
would answer the iPad or the Macintosh. Instead he said it was
Apple the company. Making an
enduring company, he said, was both far harder and more
important than making a great product.
How did he do it? Business schools will be studying that
question a century from now. Here are
what I consider the keys to his success.
4. Focus
When Jobs returned to Apple in 1997, it was producing a
random array of computers and
peripherals, including a dozen different versions of the
Macintosh. After a few weeks of product
review sessions, he’d finally had enough. “Stop!” he shouted.
“This is crazy.” He grabbed a
Magic Marker, padded in his bare feet to a whiteboard, and
drew a two-by-two grid. “Here’s
what we need,” he declared. Atop the two columns, he wrote
“Consumer” and “Pro.” He labeled
the two rows “Desktop” and “Portable.” Their job, he told his
team members, was to focus on
four great products, one for each quadrant. All other products
should be canceled. There was a
stunned silence. But by getting Apple to focus on making just
four computers, he saved the
company. “Deciding what not to do is as important as deciding
what to do,” he told me. “That’s
true for companies, and it’s true for products.”
After he righted the company, Jobs began taking his “top 100”
people on a retreat each year. On
5. the last day, he would stand in front of a whiteboard (he loved
whiteboards, because they gave
him complete control of a situation and they engendered focus)
and ask, “What are the 10 things
we should be doing next?” People would fight to get their
suggestions on the list. Jobs would
write them down—and then cross off the ones he decreed dumb.
After much jockeying, the
group would come up with a list of 10. Then Jobs would slash
the bottom seven and announce,
“We can only do three.”
Focus was ingrained in Jobs’s personality and had been honed
by his Zen training. He
relentlessly filtered out what he considered distractions.
Colleagues and family members would
at times be exasperated as they tried to get him to deal with
issues—a legal problem, a medical
diagnosis—they considered important. But he would give a cold
stare and refuse to shift his
laserlike focus until he was ready.
Near the end of his life, Jobs was visited at home by Larry
Page, who was about to resume
control of Google, the company he had cofounded. Even though
6. their companies were feuding,
Jobs was willing to give some advice. “The main thing I
stressed was focus,” he recalled. Figure
out what Google wants to be when it grows up, he told Page.
“It’s now all over the map. What
are the five products you want to focus on? Get rid of the rest,
because they’re dragging you
down. They’re turning you into Microsoft. They’re causing you
to turn out products that are
adequate but not great.” Page followed the advice. In January
2012 he told employees to focus
on just a few priorities, such as Android and Google+, and to
make them “beautiful,” the way
Jobs would have done.
Simplify
Jobs’s Zenlike ability to focus was accompanied by the related
instinct to simplify things by
zeroing in on their essence and eliminating unnecessary
components. “Simplicity is the ultimate
sophistication,” declared Apple’s first marketing brochure. To
see what that means, compare any
Apple software with, say, Microsoft Word, which keeps getting
uglier and more cluttered with
7. nonintuitive navigational ribbons and intrusive features. It is a
reminder of the glory of Apple’s
quest for simplicity.
Jobs learned to admire simplicity when he was working the
night shift at Atari as a college
dropout. Atari’s games came with no manual and needed to be
uncomplicated enough that a
stoned freshman could figure them out. The only instructions
for its Star Trek game were: “1.
Insert quarter. 2. Avoid Klingons.” His love of simplicity in
design was refined at design
conferences he attended at the Aspen Institute in the late 1970s
on a campus built in the Bauhaus
style, which emphasized clean lines and functional design
devoid of frills or distractions.
When Jobs visited Xerox’s Palo Alto Research Center and saw
the plans for a computer that had
a graphical user interface and a mouse, he set about making the
design both more intuitive (his
team enabled the user to drag and drop documents and folders
on a virtual desktop) and simpler.
For example, the Xerox mouse had three buttons and cost $300;
Jobs went to a local industrial
8. design firm and told one of its founders, Dean Hovey, that he
wanted a simple, single-button
model that cost $15. Hovey complied.
Jobs aimed for the simplicity that comes from conquering,
rather than merely ignoring,
complexity. Achieving this depth of simplicity, he realized,
would produce a machine that felt as
if it deferred to users in a friendly way, rather than challenging
them. “It takes a lot of hard
work,” he said, “to make something simple, to truly understand
the underlying challenges and
come up with elegant solutions.”
In Jony Ive, Apple’s industrial designer, Jobs met his soul mate
in the quest for deep rather than
superficial simplicity. They knew that simplicity is not merely a
minimalist style or the removal
of clutter. In order to eliminate screws, buttons, or excess
navigational screens, it was necessary
to understand profoundly the role each element played. “To be
truly simple, you have to go
really deep,” Ive explained. “For example, to have no screws on
something, you can end up
having a product that is so convoluted and so complex. The
9. better way is to go deeper with the
simplicity, to understand everything about it and how it’s
manufactured.”
During the design of the iPod interface, Jobs tried at every
meeting to find ways to cut clutter. He
insisted on being able to get to whatever he wanted in three
clicks. One navigation screen, for
example, asked users whether they wanted to search by song,
album, or artist. “Why do we need
that screen?” Jobs demanded. The designers realized they
didn’t. “There would be times when
we’d rack our brains on a user interface problem, and he would
go, ‘Did you think of this?’” says
Tony Fadell, who led the iPod team. “And then we’d all go,
‘Holy shit.’ He’d redefine the
problem or approach, and our little problem would go away.” At
one point Jobs made the
simplest of all suggestions: Let’s get rid of the on/off button. At
first the team members were
taken aback, but then they realized the button was unnecessary.
The device would gradually
power down if it wasn’t being used and would spring to life
when reengaged.
Likewise, when Jobs was shown a cluttered set of proposed
10. navigation screens for iDVD, which
allowed users to burn video onto a disk, he jumped up and drew
a simple rectangle on a
whiteboard. “Here’s the new application,” he said. “It’s got one
window. You drag your video
into the window. Then you click the button that says ‘Burn.’
That’s it. That’s what we’re going
to make.”
In looking for industries or categories ripe for disruption, Jobs
always asked who was making
products more complicated than they should be. In 2001
portable music players and ways to
acquire songs online fit that description, leading to the iPod and
the iTunes Store. Mobile phones
were next. Jobs would grab a phone at a meeting and rant
(correctly) that nobody could possibly
figure out how to navigate half the features, including the
address book. At the end of his career
he was setting his sights on the television industry, which had
made it almost impossible for
people to click on a simple device to watch what they wanted
when they wanted.
11. 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.
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 past
few years have taken a more open
approach that allows their operating systems and software to be
used by various hardware
manufacturers. That has sometimes proved the better business
model. But Jobs fervently
believed that it was a recipe for (to use his technical term)
12. crappier products. “People are busy,”
he said. “They have other things to do than think about how to
integrate their computers and
devices.”
Being in the Apple ecosystem could be as sublime as walking in
one of the Zen gardens of Kyoto
that Jobs loved.
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
13. walking in one of the Zen gardens of Kyoto that Jobs loved, and
neither experience was created
by worshipping at the altar of openness or by letting a thousand
flowers bloom. Sometimes it’s
nice to be in the hands of a control freak.
When Behind, Leapfrog
The mark of an innovative 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 a 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 was the combination of
iTunes, the iTunes Store, and the iPod, which allowed users to
14. buy, share, manage, store, and
play music better than they could with any other 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.
Put Products Before Profits
When Jobs and his small team designed the original Macintosh,
in the early 1980s, his injunction
was to make it “insanely great.” He never spoke of profit
maximization or cost trade-offs. “Don’t
worry about price, just specify the computer’s abilities,” he told
the original team leader. At his
first retreat with the Macintosh team, he began by writing a
maxim on his whiteboard: “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
15. on making the product great and
the profits will follow.
John Sculley, who ran Apple from 1983 to 1993, was a
marketing and sales executive 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 told
me: They make some great products, but then the sales and
marketing people take over the
company, because 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.
16. Everything 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.”
Don’t Be a Slave To Focus Groups
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
customers don’t know what they want until we’ve shown them.”
He invoked Henry Ford’s line
“If I’d asked customers 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 desires that
have not yet formed. “Our task is to
17. 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 thing—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 friends 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.”
Bend Reality
18. Jobs’s (in)famous ability to push people to do the impossible
was dubbed by colleagues his
Reality Distortion Field, after an episode of Star Trek in which
aliens create a convincing
alternative reality through sheer mental force. An early example
was when Jobs was on the night
shift at Atari and pushed Steve Wozniak to create a game called
Breakout. Woz said it would
take months, but Jobs stared at him and insisted he could do it
in four days. Woz knew that was
impossible, but he ended up doing it.
Jobs’s (in)famous ability to push people to do the impossible
was dubbed by colleagues his
Reality Distortion Field, after an episode of Star Trek.
Those who did not know Jobs interpreted the Reality Distortion
Field as a euphemism for
bullying and lying. But those who worked with him admitted
that the trait, infuriating as it might
be, led them to perform extraordinary feats. Because Jobs felt
that life’s ordinary rules didn’t
apply to him, he could inspire his team to change the course of
computer history with a small
fraction of the resources that Xerox or IBM had. “It was a self-
19. fulfilling distortion,” recalls Debi
Coleman, a member of the original Mac team who won an award
one year for being the
employee who best stood up to Jobs. “You did the impossible
because you didn’t realize it was
impossible.”
One day Jobs marched into the cubicle of Larry Kenyon, the
engineer who was working on the
Macintosh operating system, and complained that it was taking
too long to boot up. Kenyon
started to explain why reducing the boot-up time wasn’t
possible, but Jobs cut him off. “If it
would save a person’s life, could you find a way to shave 10
seconds off the boot time?” he
asked. Kenyon allowed that he probably could. Jobs went to a
whiteboard and showed that if five
million people were using the Mac and it took 10 seconds extra
to turn it on every day, that
added up to 300 million or so hours a year—the equivalent of at
least 100 lifetimes a year. After
a few weeks Kenyon had the machine booting up 28 seconds
faster.
20. When Jobs was designing the iPhone, he decided that he wanted
its face to be a tough,
scratchproof glass, rather than plastic. He met with Wendell
Weeks, the CEO of Corning, who
told him that Corning had developed a chemical exchange
process in the 1960s that led to what it
dubbed “Gorilla glass.” Jobs replied that he wanted a major
shipment of Gorilla glass in six
months. Weeks said that Corning was not making the glass and
didn’t have that capacity. “Don’t
be afraid,” Jobs replied. This stunned Weeks, who was
unfamiliar with Jobs’s Reality Distortion
Field. He tried to explain that a false sense of confidence would
not overcome engineering
challenges, but Jobs had repeatedly shown that he didn’t accept
that premise. He stared
unblinking at Weeks. “Yes, you can do it,” he said. “Get your
mind around it. You can do it.”
Weeks recalls that he shook his head in astonishment and then
called the managers of Corning’s
facility in Harrodsburg, Kentucky, which had been making LCD
displays, and told them to
convert immediately to making Gorilla glass full-time. “We did
it in under six months,” he says.
21. “We put our best scientists and engineers on it, and we just
made it work.” As a result, every
piece of glass on an iPhone or an iPad is made in America by
Corning.
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 taught
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 unpacking 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
22. 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 announced, “No, we’re doing this.” He
didn’t even try to explain.
Push for Perfection
During the development of almost every product he ever
created, Jobs at a certain point “hit the
pause button” and went back to the drawing board because he
felt it wasn’t perfect. That
23. happened even with the movie Toy Story. After Jeff Katzenberg
and the team at Disney, which
had bought the rights to the movie, pushed the Pixar team to
make it edgier and darker, Jobs and
the director, John Lasseter, finally stopped production and
rewrote the story to make it friendlier.
When he was about to launch Apple Stores, he and his store
guru, Ron Johnson, suddenly
decided to delay everything a few months so that the stores’
layouts could be reorganized around
activities and not just product categories.
The same was true for the iPhone. The initial design had the
glass screen set into an aluminum
case. One Monday morning Jobs went over to see Ive. “I didn’t
sleep last night,” he said,
“because I realized that I just don’t love it.” Ive, to his dismay,
instantly saw that Jobs was right.
“I remember feeling absolutely embarrassed that he had to make
the observation,” he says. The
problem was that the iPhone should have been all about the
display, but in its current design the
case competed with the display instead of getting out of the
way. The whole device felt too
24. masculine, task-driven, efficient. “Guys, you’ve killed
yourselves over this design for the last
nine months, but we’re going to change it,” Jobs told Ive’s
team. “We’re all going to have to
work nights and weekends, and if you want, we can hand out
some guns so you can kill us now.”
Instead of balking, the team agreed. “It was one of my proudest
moments at Apple,” Jobs
recalled.
A similar thing happened as Jobs and Ive were finishing the
iPad. At one point Jobs looked at the
model and felt slightly dissatisfied. It didn’t seem casual and
friendly enough to scoop up and
whisk away. They needed to signal that you could grab it with
one hand, on impulse. They
decided that the bottom edge should be slightly rounded, so that
a user would feel comfortable
just snatching it up rather than lifting it carefully. That meant
engineering had to design the
necessary connection ports and buttons in a thin, simple lip that
sloped away gently underneath.
Jobs delayed the product until the change could be made.
Jobs’s perfectionism extended even to the parts unseen. As a
young boy, he had helped his father
25. build a fence around their backyard, and he was told they had to
use just as much care on the
back of the fence as on the front. “Nobody will ever know,”
Steve said. His father replied, “But
you will know.” A true craftsman uses a good piece of wood
even for the back of a cabinet
against the wall, his father explained, and they should do the
same for the back of the fence. It
was the mark of an artist to have such a passion for perfection.
In overseeing the Apple II and the
Macintosh, Jobs applied this lesson to the circuit board inside
the machine. In both instances he
sent the engineers back to make the chips line up neatly so the
board would look nice. This
seemed particularly odd to the engineers of the Macintosh,
because Jobs had decreed that the
machine be tightly sealed. “Nobody is going to see the PC
board,” one of them protested. Jobs
reacted as his father had: “I want it to be as beautiful as
possible, even if it’s inside the box. A
great carpenter isn’t going to use lousy wood for the back of a
cabinet, even though nobody’s
going to see it.” They were true artists, he said, and should act
that way. And once the board was
26. redesigned, he had the engineers and other members of the
Macintosh team sign their names so
that they could be engraved inside the case. “Real artists sign
their work,” he said.
Tolerate Only “A” Players
Jobs was famously impatient, petulant, and tough with the
people around him. But his treatment
of people, though not laudable, emanated from his passion for
perfection and his desire to work
with only the best. It was his way of preventing what he called
“the bozo explosion,” in which
managers are so polite that mediocre people feel comfortable
sticking around. “I don’t think I run
roughshod over people,” he said, “but if something sucks, I tell
people to their face. It’s my job
to be honest.” When I pressed him on whether he could have
gotten the same results while being
nicer, he said perhaps so. “But it’s not who I am,” he said.
“Maybe there’s a better way—a
gentlemen’s club where we all wear ties and speak in this
Brahmin language and velvet code
words—but I don’t know that way, because I am middle-class
27. from California.”
Was all his stormy and abusive behavior necessary? Probably
not. There were other ways he
could have motivated his team. “Steve’s contributions could
have been made without so many
stories about him terrorizing folks,” Apple’s cofounder,
Wozniak, said. “I like being more
patient and not having so many conflicts. I think a company can
be a good family.” But then he
added something that is undeniably true: “If the Macintosh
project had been run my way, things
probably would have been a mess.”
It’s important to appreciate that Jobs’s rudeness and roughness
were accompanied by an ability
to be inspirational. He infused Apple employees with an abiding
passion to create
groundbreaking products and a belief that they could
accomplish what seemed impossible. And
we have to judge him by the outcome. Jobs had a close-knit
family, and so it was at Apple: His
top players tended to stick around longer and be more loyal than
those at other companies,
including ones led by bosses who were kinder and gentler.
CEOs who study Jobs and decide to
28. emulate his roughness without understanding his ability to
generate loyalty make a dangerous
mistake.
“I’ve learned over the years that when you have really good
people, you don’t have to baby
them,” Jobs told me. “By expecting them to do great things, you
can get them to do great things.
Ask any member of that Mac team. They will tell you it was
worth the pain.” Most of them do.
“He would shout at a meeting, ‘You asshole, you never do
anything right,’” Debi Coleman
recalls. “Yet I consider myself the absolute luckiest person in
the world to have worked with
him.”
Engage Face-to-Face
Despite being a denizen of the digital world, or maybe because
he knew all too 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 me. “That’s
crazy. Creativity comes from spontaneous meetings, from
random discussions. You run into
29. 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
encounters 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 café 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
30. his executive team every week to kick around ideas without a
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.”
Know Both the Big Picture and the Details
Jobs’s passion was applied to issues both large and minuscule.
Some CEOs are great at vision;
others are managers who know that God is in the 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 the personal computer should become
a “digital hub” for managing all
of a user’s music, videos, photos, and content, and thus got
31. 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.
Combine the Humanities with the Sciences
“I always thought of myself as a humanities person as a kid, but
I liked electronics,” Jobs told me
on the day he decided to cooperate on a biography. “Then I read
something that one of my
heroes, Edwin Land of Polaroid, said about the importance of
people who could stand at the
intersection of humanities and sciences, and I decided that’s
what I wanted to do.” It was as if he
was describing the theme of his life, and the more I studied him,
the more I realized that this was,
indeed, the essence of his tale.
No one else in our era could better firewire together poetry and
32. processors in a way that jolted
innovation.
He connected the humanities to the sciences, creativity to
technology, arts to engineering. There
were greater technologists (Wozniak, Gates), and certainly
better designers and artists. But no
one else in our era could better firewire together poetry and
processors in a way that jolted
innovation. And he did it with an intuitive feel for business
strategy. At almost every product
launch over the past decade, Jobs ended with a slide that
showed a sign at the intersection of
Liberal Arts and Technology Streets.
The creativity that can occur when a feel for both the
humanities and the sciences exists in one
strong personality was what most interested me in my
biographies of Franklin and Einstein, and I
believe that it will be a key to building innovative economies in
the 21st century. It is the essence
of applied imagination, and it’s why both the humanities and the
sciences are critical for any
society that is to have a creative edge in the future.
33. Even when he was dying, Jobs set his sights on disrupting more
industries. He had a vision for
turning textbooks into artistic creations that anyone with a Mac
could fashion and craft—
something that Apple announced in January 2012. He also
dreamed of producing magical tools
for digital photography and ways to make television simple and
personal. Those, no doubt, will
come as well. And even though he will not be around to see
them to fruition, his rules for success
helped him build a company that not only will create these and
other disruptive products, but will
stand at the intersection of creativity and technology as long as
Jobs’s DNA persists at its core.
Stay Hungry, Stay Foolish
Steve Jobs was a product of the two great social movements that
emanated from the San
Francisco Bay Area in the late 1960s. The first was the
counterculture of hippies and antiwar
activists, which was marked by psychedelic drugs, rock music,
and antiauthoritarianism. The
second was the high-tech and hacker culture of Silicon Valley,
filled with engineers, geeks,
34. wireheads, phreakers, cyberpunks, hobbyists, and garage
entrepreneurs. Overlying both were
various paths to personal enlightenment—Zen and Hinduism,
meditation and yoga, primal
scream therapy and sensory deprivation, Esalen and est.
An admixture of these cultures was found in publications such
as Stewart Brand’s Whole Earth
Catalog. On its first cover was the famous picture of Earth
taken from space, and its subtitle was
“access to tools.” The underlying philosophy was that
technology could be our friend. Jobs—
who became a hippie, a rebel, a spiritual seeker, a phone
phreaker, and an electronic hobbyist all
wrapped into one—was a fan. He was particularly taken by the
final issue, which came out in
1971, when he was still in high school. He took it with him to
college and then to the apple farm
commune where he lived after dropping out. He later recalled:
“On the back cover of their final
issue was a photograph of an early morning country road, the
kind you might find yourself
hitchhiking on if you were so adventurous. Beneath it were the
words: ‘Stay Hungry. Stay
Foolish.’” Jobs stayed hungry and foolish throughout his career
35. by making sure that the business
and engineering aspect of his personality was always
complemented by a hippie nonconformist
side from his days as an artistic, acid-dropping, enlightenment-
seeking rebel. In every aspect of
his life—the women he dated, the way he dealt with his cancer
diagnosis, the way he ran his
business—his behavior reflected the contradictions, confluence,
and eventual synthesis of all
these varying strands.
Even as Apple became corporate, Jobs asserted his rebel and
counterculture streak in its ads, as if
to proclaim that he was still a hacker and a hippie at heart. The
famous “1984” ad showed a
renegade woman outrunning the thought police to sling a
sledgehammer at the screen of an
Orwellian Big Brother. And when he returned to Apple, Jobs
helped write the text for the “Think
Different” ads: “Here’s to the crazy ones. The misfits. The
rebels. The troublemakers. The round
pegs in the square holes…” If there was any doubt that,
consciously or not, he was describing
36. himself, he dispelled it with the last lines: “While some see
them as the crazy ones, we see
genius. Because the people who are crazy enough to think they
can change the world are the ones
who do.”