On its first over was the famous picture of Earth taken from space; its subtitle was "Access to Tools." The underlying philosophy was that technology could be our friend. Brand wrote on the first page of the first edition, "A realm of intimate, personal power is developing- power of the individual to conduct his own education, find his own inspiration, shape his own environment, and share his adventure with whoever is interested. Tools that aid this process are sought and promoted by the Whole Earth Catalog.
Walter IsaacsonMots clés inspirational technology
Steve's head dropped and stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for days. " Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?"
Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. " He had a uncanny ability to always get what he wanted, to size up a person and know exactly what to say to reach a person," Sculley recalled.
Mots clés influence persuasion
Although Jobs later said that he was not plotting to take over Apple at the time, Ellison thought it was inevitable. " Anyone who spent more than a half hour with Amelio would realize that he couldn't do anything but self destruct," he later said
Walter IsaacsonMots clés patience opportunity
Steve's sales pitch on the NeXT operating system was dazzling," according to Amelio. " He praised the virtues and strengths as though he were describing a performance of Oliver as Macbeth.
Walter IsaacsonJobs and Clow agreed that Apple was one of the great brands of the world, probably in the top five based on emotional appeal, but they needed to remind folks what was distinctive about it. So they wanted a brand image campaign, not a set of advertisements featuring products. It was designed to celebrate not what the computers could do, but what creative people could do with the computers. " This wasn't about processor speed or memory," Jobs recalled. " It was about creativity." It was directed not only at potential customers, but also at Apple's own employees: " We at Apple had forgotten who we were. One way to remember who you are is to remember who your heroes are. That was the genesis of that campaign.
Walter IsaacsonMots clés advertising business-success business-culture
One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.
Walter IsaacsonMots clés business-culture organizational-leadership
One of Job's great strengths was knowing how to focus. " Deciding what not to do is as important as deciding what to do, " he said. " That's true for companies, and it's true for products.
Walter IsaacsonMots clés focus business-culture
Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments.
Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said.
This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.
Mots clés collaboration business-culture
Jobs liked to tell the story- and he did so to his team that day- about how everything that he had done correctly had required a moment when he hit the rewind button. In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. " If something isn't right, you can't just ignore it and say you'll fix it later," he said. " That's what other companies do.
Walter IsaacsonMots clés problem-solving business-culture
His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent:
For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.
Mots clés collaboration business-culture recruiting
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