“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.
Entrepreneur presentation on Life of Steve Jobs abrar ahmed
A presentation submitted by me as a part of course curriculum at Davan Institute of Advance Management Studies, Davangere, Karnataka, India. to study about entrepreneurs and their struggling Life.
"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.
Entrepreneur presentation on Life of Steve Jobs abrar ahmed
A presentation submitted by me as a part of course curriculum at Davan Institute of Advance Management Studies, Davangere, Karnataka, India. to study about entrepreneurs and their struggling Life.
"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.
"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.
While there is no blueprint or checklist that one can follow to gu.docxalanfhall8953
While there is no blueprint or checklist that one can follow to guarantee the success of a business, much can be learned from analyzing those that have failed and those that have flourished during the same time period and under similar circumstances.
Write a paper of no more than 2,000 words.
Part 1: Business Failure Analysis
Select a business that failed and one that succeeded within the last 5 years.
Identify each organization’s objectives, vision, and mission.
Determine the indicators of the business failure and success from research. These may include aspects of the leadership style, communication, structure, and so forth.
Describe how specific organizational behavior theories could have predicted or explained the company’s failure or success.
Describe the role of leadership, management, organizational structure, and the culture of the organization and its departments in the failure and success of the businesses.
Part 2: Leading Organizational Change
Imagine that you are the CEO of the failed organization before the business failure took place. You now have the opportunity to lead the organization in a change process to prevent the impending failure.
Identify the most vital areas for change.
Identify the potential barriers you will face during the change process.
Evaluate the power and political issues within the organization and describe how you will address these issues.
Describe the steps you will follow to implement the organizational change based on John Kotter’s 8-step plan for implementing change.
Include at least two peer-reviewed articles from the University of Phoenix Library.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Failure analysis
Contrasting Companies:
1. Sharper Image (losing Company)
2. Apple Inc.
When it was founded:
1. 1977
2. April 1, 1976
Founder:
1. Richard Thalheimer
2. Steve Jobs
Quick Description
1. Sharper image became of the pioneers stores of high end electronic products, it became famous for its high end electronic shinny products made in japan. It grew to a $760 million publically traded company with 196 stores in the most expensive malls in America and overseas. High competition from other local stores like Apple Stores, Bookstone, Radio Shack, Macys, and a law suit from Consumer Reports finally took the company in 2009 to file bankruptcy and eventually liquidate.
Sharper image made its debut as a small mail order business in 1977 while Thalheimer was going to law school. He took $ 1000 us investment and started marketing a line of high tech digital watches targeted to runners. He sold out his stock before his credit card payment was due. He liked the idea and keep advertising and using short credit lines to finance this start up. Within years he was mailing eye catching catalogs of products that were interesting and must haves for the growing upscale man between 25-44 years old.
Sharper image iconic air filter was the product that t.
In The Innovation Secrets of Steve Jobs, business journalist Carmine Gallo describes the seven principles that form the philosophical core of master innovator, Steve Jobs. Although there is only one Steve Jobs, studying and following these principles can inspire creativity and the ability to ‘think different’
in any profession or workplace. Among these principles are the importance of following one’s heart and pursuing one’s passion, as well as the importance of seeking out new experiences. Innovations occur by making connections between unexpected things, and this ability is rooted in a life filled with a wide range
of experiences. Simplicity is also crucial, because anything
which is more complicated than it needs to be will attract a narrower audience. Also important is the ability to communicate the importance and utility of one’s innovation, or tell its story, effectively.
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.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Modern Database Management 12th Global Edition by Hoffer solution manual.docx
The Steve Jobs Way I Leadership
1. Some Impressionistic takes from the book
Jay Elliot’s & William L.Simon
“The Steve Jobs Way
i leadership for a new generation”
by Ramki
ramaddster@gmail.com
2. Steve Jobs is as much an icon of the information age as the iMacs, iPods, iPads and
iPhones that Apple has been launching ever so frequently in recent years. He is also a
controversial entrepreneur. — Business magazine Fortune once said he is considered one
of Silicon Valley’s ‘leading egomaniacs’ — and both authorized and unauthorized
biographies of the Buddhist business magnate and inventor are aplenty.
Jay Elliot, author of The Steve Jobs Way: iLeadership for a new generation, is perhaps
one of the closest associates of the founder and CEO of one of the most outstanding
companies in history to have written a book on him. Mr. Elliot, who worked with Mr. Jobs
as senior vice-president of Apple, leverages his ‘deep insider perspective’ of his boss’s
‘singular iLeadership style', encompassing four major principles: product, talent,
organization and marketing
The book is full of interesting anecdotes relating to Mr Jobs, his interactions with his
colleagues, the big fights he had with some top executives, including John Sculley, the
former PepsiCo president, who replaced him as the CEO following a painful power
struggle in the mid- 1980s. But the ‘Sculley era’ saw the decline of Apple, leading one
international magazine to label Mr Sculley as “the 14th worst American CEO of all time”.
Happy Reading
Prelude
3. Learning’s from the book
Why Steve Jobs is in a class by himself.
How Steve Jobs runs an organization that brings
such convenience, timesaving and pleasure to so
many people around the world.
How Steve Jobs’ unique leadership style has
forever changed our everyday lives and the world
around us.
How to shift your paradigm and get your
organization to shift with you
4. Jay Elliot
One of the close associate of Steve jobs
Worked as Senior VP of Apple
iLeadership
4 Major Principles : Product, Talent,
Organization & Marketing
First Meeting
‘Hippie looking ‘ , twenties in Jeans &
sneakers
Fire eater, busting with energy and
lighting up at the idea
The Book
Is full of experiences, mind boggling
situations, big fights ,power struggles
and iLeadership
The Steve Jobs way- ILeadership for a new generation
5. The idea fell from a tree, literally.
Steve Jobs had returned from visiting a commune-like place in Oregon located in
an apple orchard. Apple co-founder and Jobs’ pal, Steve Wozniak, picked him up
from the airport.
On the drive home, Jobs simply said, “I came up with a name for our company—
Apple.” Wozniak said they could have tried to come up with more technical
sounding names but their vision was to make computers approachable.
Apple fit perfectly
6. Innovation distinguishes between a Leader & a follower
It was called a “graphical user interface.” In that moment, Jobs knew that this
technology would allow him to fulfill his vision of putting a computer in the hands of
everyday people. Jobs later said that Xerox could have “dominated” the computer
industry but instead its ‘vision’ was limited to building another copier.
Two people can see the same thing but perceive it differently based on their vision.
8. Passion for Product
Driving force for iPhone development
Steve Jobs is the World’s greatest consumer
He breathed his life into “ Macintosh” – as computer for rest
of us .
Stirred the iTunes store & the iPod into being out of his love
for music & desire to take the music everywhere with him.
Loved the convenience of the cell , but hated the heavy,
clumsy, ugly and hard to use phones in the market.
That dissatisfaction led to his giving himself & the rest of the
iPhone.
9. Passion for Product
Steve Jobs survives, thrives and changes society by
following his own passions
I could be doing a lot of other things with my life
But Macintosh is going to change the world
I have chosen people for the team who believe it.
His passion goes through the entire organization –
receptionist to engineers to the board of directors
Employees of any company do not feel
this passion as passed on from the
leaders , then the leaders needs to be
asking “ Why not” ?
10. From drawing board to delivery
As his own product czar, Steve wore a dazzling number of
hats in the Macintosh team.
Starting with product conceiver-in-chief.
From the drawing board to delivery, he inhabited the product,
living every detail of what it would experience as if it were a
living, breathing organism.
He knew he had to be surrounded by people as invested in
achieving excellence in the products as he himself was.
His passion is one of the great underlying secrets of Steve’s
success. He is exacting, demanding and, yes, at times,
inconsiderate. It’s all a reflection of the fiery passion that
drives him.
11. Success is in details
Steve Jobs had his best engineers working on the top-secret
project to develop the iPhone
He had to wage a battle. Trying to create a cell phone
product was a monumental effort for a company with no
background in the field.
One of his big reasons for taking on this unlikely challenge
was that every cell phone he had ever seen was, in his view,
far too complicated to use
A perfect challenge for a man so dedicated to detail and to
its companion quality, simplicity.
Steve had decided early on that the cell phone being
developed at Apple would have only a single button.
12. Success is in details
His engineers kept telling him over and over in their once-or-
twice-a-week review meetings that it was not possible for a
cell phone to have only one button.
You could not turn it on and off, control the volume, switch
between functions, go to the Internet and use all the other
features the phone was to have, if you had only a single
control button.
Steve was deaf to their complaints. He kept demanding, in
effect, “The phone will have only one button. Figure it out.”
Though he has, through the years, been an incredible solver
of problems and originator of clever ideas on all the products
developed under him.
13. Success is in details
Steve didn’t know how the phone could be designed so it
would need only one button. But as the ultimate consumer,
he knew that’s what he wanted. He kept sending the
engineers back with the demand that they figure out the
necessary solutions.
You know the end of the story: The original iPhone had only
one control button
14. Success is in details
Creativity & innovation;
More work, More detail-oriented planning
Learning from mistakes.
Details matter, it’s worth waiting to get it right,
but there are times when you have to weigh
the benefit of getting it right the cost of being
late to market.
15. Holistic Product development
Today, most products of any complexity —
as well as a lot of very simple ones —
include components or ingredients not
created on-site but purchased elsewhere,
from some other company.
It’s why the rim at the top of the can of Gillette shaving cream
always turns rusty: Gillette makes the shaving cream but
buys the cans from a supplier — a nameless manufacturing
company that doesn’t have to take any flak from Gillette
customers.
And one wonders whether Gillette’s top managers aren’t
using their own product; if they were, wouldn’t they have
corrected the problem a long time ago?
16. Product Czar
Passion for the Idea, Product & Perfection
If you are not passionate from the start you will never stick it
out
Creativity, Innovation and more detail oriented planning
Details matter, it’s worth waiting to get it right.
But there are times when you have to weigh the benefit of
getting it right & the cost of being late to market
Passion is everything. Innovation—which simply means—new ways of
doing things that improve our lives---cannot flourish unless you are truly
obsessed with making something better—be it a product, a service, a
method or a career.
17. How to do find your passion? Passions are those ideas that don’t
leave you alone. They are the hopes, dreams and possibilities
that consume your thoughts. Follow those passions despite
skeptics and naysayers who do not have the courage to follow
their dreams.
19. Talent Rules
Team culture is important & key differentiator
Product focused team
Master the team building into Art form
Learning to acknowledge a bad decision & move ahead
Seek people who are interested about the project
Talent finds Talent
Jobs has followed his heart his entire career and that passion, he says, has
made all the difference. It’s very difficult to come up with new, creative ideas
that move society forward if you are not passionate about the subject.
20. When Jobs returned to Apple in 1997 after a 12-year absence, Apple faced an
uncertain future. Jobs closed his presentation that year at Macworld in Boston with an
observation that set the tone for Apple’s resurgence: “I think you have to think
differently to buy an Apple computer. A lot of times people think they’re crazy, but in
that craziness we see genius.”
22. Team Sports
Best of time & worst of times
Leadership search
Noticing signs of conflict
Public face of your product
Seek people who are interested about the project
New ideas can be soothe friction or ignite them
Passion fuels the rocket, but vision points the rocket to its ultimate
destination.
23. Team Sports- Maintaining Momentum
Next opportunity ; next
product
Remaking of the company
Recovering from the disaster
Creating a product that
reflects the principles of the
creator
Maintaining the momentum
in the face of failures
He stayed another 18 months to “drop in” to those classes he enjoyed, like
calligraphy. Calligraphy didn’t have any obvious practical application in his life
but it would come back to Jobs when he created the Mac..
24. Team Sports- Evangelizing Innovation
Collaboration, Control &
Inspire
Ignite the sense of doing
something novel, something
better and something special
Do more than you imagine,
embrace the group creativity
& Innovation
Think different
Creativity leads to innovative ideas. Jobs believes that a broad set of
experiences expands our understanding of the human experience. A broader
understanding leads to breakthroughs that others may have missed.
Breakthrough innovation requires creativity and creativity requires that you
think differently about…the way you think.
25. “My model for business is The Beatles.
They were four guys who kept each other’s
kind of negative tendencies in check.
They balanced each other and the total was
greater than the sum of the parts.
That’s how I see business: great things in
business are never done by one person,
they’re done by a team of people.”
You can have the most innovative idea in the world, but if you can’t get people
excited about it, it doesn’t matter. Steve Jobs is considered one of the greatest
corporate storytellers in the world because his presentations inform, educate and
entertain.
26. Steve Jobs creates new ideas precisely because he has spent a lifetime exploring new
and unrelated things—seeking out diverse experiences. Jobs hired people from outside
the computing profession, he studied the art of calligraphy in college, meditated in an
Indian ashram, and evaluated The Four Seasons hotel chain as he developed the
customer service model for the Apple Stores. Look outside your industry for inspiration.
28. Steve Jobs is master craftsman’s.
Ability to create a consistent, positive product image in the
minds of his customers.
He combines stick-to-itiveness with an intuitive sense of
exactly what it takes to get the public enthralled with a
product.
He understands that this isn’t just a question of how well
the product is designed and how smoothly it works —
although these are critical factors — but of how it is
perceived by the user, which, of course, is the key to
product success.
Becoming Cool
29. Becoming Cool
Apple as a Brand synonymous to Cool
Putting the Brand in people
Riding the Retail innovation with
Apple Online Stores
Achieving the definition of cool
Your customers don’t care about your product, your company or your brand.
They care about themselves, their hopes, their dreams, their ambitions. Help
them fulfill their dreams and you will win them over.
30. Achieving the definition of cool
There is nothing more cool in the world of business than
creating a product that millions of people immediately want,
and many who don’t have are envious of those who do.
Nothing more cool than being a person who can imagine and
create a product like that.
Add one more element: creating a series of these way cool
products not as separate and isolated efforts but all parts of a
high-level overriding concept.
31. Steve Jobs doesn’t rely on focus groups. If he had, they may never have
enjoyed iPods, iTunes, the iPhone, the iPad, or Apple Stores. Jobs does not
need focus groups because he understands his customers really, really well.
Yes, sometimes better than they know themselves!
Steve Jobs reduced complexity in
the Smartphone category by
eliminating the keyboard
32. Steve Jobs thinks visually about presenting ideas, products, and
information.
33. Customer Experience
Jobs has made the Apple Store the gold standard in customer service by
introducing simple innovations any business can adopt to create deeper,
more emotional connections with their customers. For example, there are no
cashiers in an Apple store. There are experts, consultants, even geniuses,
but no cashiers.
34. You can’t just ask customers what they want & then they try
to give that to them. By that time you get it built, they’ll want
something new “
On becoming Stevian
35. “Design is a funny word.
Some people think design means
how it looks. But of course, if you
dig deeper, it’s really how
it works.”
36. “As technology becomes more complex,
Apple’s core strength of knowing how to
make very sophisticated technology
Look “Simple” is in even greater demand.”
37. “I always considered part of my job
was to keep the quality level of
people in the organization I work
with very high ...”
38. “… That’s what I consider one of the few
things I actually can contribute individually
to—to really try to instill in the organization
the goal of having ‘A’ players. In everything
I’ve done it really pays to go after the best
people in the world
39. “Many times in an [job] interview I will
purposely upset someone: I’ll criticize
their prior work. I’ll do my homework, find
out what they worked on, and say, ‘God,
that really turned out to be a bomb. That
really turned out to be a bozo product.
Why did you work on that?’ ...”
40. “The [innovation] system is that there is no
system. That’s doesn’t mean we don’t have
process. Apple is a very disciplined
company, and we have great processes. But
that’s not what it’s about. Process makes
you more efficient.”
41. “Innovation has nothing to do with how
many R&D dollars you have. When Apple
came up with the Mac, IBM was spending
at least 100 times more on R&D. It’s not
about money. It’s about the people you
have, how you’re led, and how much you
get.”
43. Dream Bigger
Perhaps the ultimate lesson that Jobs teaches us is that innovation requires risk-taking
and risk taking takes courage and a bit of craziness. See genius in your craziness.
Believe in yourself and your vision and be prepared to constantly defend those beliefs.
Only then will innovation be allowed to flourish and only then will you be able to lead an
“insanely great” life.
44.
45. Steve Jobs has something to teach you about your career, your business, and
your brand. He thinks differently about every aspect of business – from product
design to marketing to communications. Here are the 7 principles responsible
for Jobs’ breakthrough success.
47. You can’t connect the dots looking forward; you can only connect them
looking backwards. So you have to trust that the dots will somehow
connect in your future.
You have to trust in something; your gut, destiny, life, karma, whatever.
This approach has never let me down, and it has made all the difference
in my life
48.
49. Follow your heart
“Your work is going to
fill a large part of your
life, and the only way to
be truly satisfied is to do
what you believe is great
work. And the only way
to do great work is to
love what you do. If you
haven’t found it yet, keep
looking. Don’t settle.”
50. Make a dent in the
Universe
“ Being the richest man
in the cemetery doesn't
matter to me … going to
bed at night saying we
have done something
wonderful .. That ‘s what
matters to me”
51. Keep it Simple
“That’s been one of my
mantras-focus &
simplicity . Simple can be
harder than complex: You
have to work hard to get
your thinking clean to
make it simple. But it’s
worth it in the end
because once you get
there, you can move
mountains.”
52. Break the Rules
“Here’s to the crazy ones, the
misfits, the rebels, the
troublemakers, the round pegs
in the square holes… the ones
who see things differently -
they’re not fond of rules…
because the ones who are
crazy enough to think that they
can change the world, are the
ones who do.”
55. “ People Sometime have goals in life.
Steve Jobs exceeded every goal he set
himself “– Steve Woznaik
"Steve and I first met nearly 30 years ago,
and have been colleagues, competitors
and friends over the course of more than
half our lives. The world rarely sees
someone who has had the profound
impact Steve has had, the effects of which
will be felt for many generations to come.
For those of us lucky enough to get to work
with him, it's been an insanely great
honor." -Bill Gates
56. Summary –Steve Jobs Principles
Be passionate about each project you work on.
Be driven by an opportunity and create a product for it.
Always be open to talent who can help.
Do your best to make the product intuitive, so a user’s manual isn’t
needed.
Be really honest with yourself about your products.
Ensure that the products represent you and your traits as a person.
Work through your people and celebrate as a unit with every
success.
Keep innovating to get closer and closer to your ideal, your vision
of perfection that goes beyond the currently achievable reality.
Don’t listen to people who say it can’t be done.