Jobs described Mike Markkula's maxim that a good company must "impute"- it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company's stores. " The store will become the most powerful physical expression of the brand," he predicted. He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. " Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph's ideals," Johnson said. " Mickey Drexler did that with the Gap. You couldn't think of a Gap product without thinking of the Great Gap store with the clean space and wood floors and white walls and folded merchandise.
Walter IsaacsonMots clés marketing branding business-culture
Once a year Jobs took his most valuable employees on a retreat, which he called " The Top 100." They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of the whiteboard( he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, " What are ten things we should be doing next?" People would fight to 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 ten.Then Jobs would slash the bottom seven and announce, " We can only do three.
Walter IsaacsonMots clés competition business-culture camraderie
There would be times when we'd rack our brains on a user interface problem, and think we'd considered every option, and he would go, " Did you think of this? " said Fadell. " And then we'd all go, " Holy Shit." He'd redefine the problem or approach, and our little problem would go away.
Walter IsaacsonMots clés problem-solving business-culture
Not since the original Mac had a clarity of product vision so propelled a company into the future. " If anybody was ever wondering why Apple is on the earth, I would hold up this as a good example
Walter IsaacsonMots clés product visionary details
When he was turning thirty, Jobs had used a metaphor about record albums. He was musing about why folks over thirty develop rigid thought patterns and tend to be less innovative. " People get stuck in those patterns, just like grooves in a record, and they never get out of them, " he said. At age forty-five, Jobs was now about to get out of his groove.
Walter IsaacsonMots clés innovation growing musing
We kind of missed the boat on that," he recalled. " So we needed to catch up real fast." The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it find itself behind.
Walter IsaacsonMots clés innovation business-culture
The older I get, the more I see how much motivations matter. The Zune was crappy because the people at Microsoft don't really love music or art the way we do. We won because we personally love music. We made the iPod for ourselves, and when you're doing something for yourself, or your best friend or family, you're not going to cheese out. If you don't love something, you're not going to cheese out. If you don't love something, you're not going to cheese out. If you don't love something, you're not going to go the extra mile, work the extra weekend, challenge the status quo as much.
Walter IsaacsonMots clés ambition motivation hustling business-culture
It's a complex song, and it's fascinating to watch the creative process as they went back and forth and finally created it over a few months. Lennon was always my favorite Beatle. [ He laughs as Lennon stops during the first take and makes the band go back and revise a chord.] Did you hear that little detour they took? It didn't work, so they went back and started from where they were. It's so raw in this version. It actually makes the sound like mere mortals. You could actually imagine other people doing this, up to this version. Maybe not writing and conceiving it, but certainly playing it. Yet they just didn't stop. They were such perfectionists they kept it going This made a big impression on me when I was in my thirties. You could just tell how much they worked at this.
They did a bundle of work between each of these recording. They kept sending it back to make it closer to perfect.[ As he listens to the third take, he points out how instrumentation has gotten more complex.] The way we build stuff at Apple is often this way. Even the number of models we'd make of a new notebook or iPod. We would start off with a version and then begin refining and refining, doing detailed models of the design, or the buttons, or how a function operates. It's a lot of work, but in the end it just gets better, and soon it's like, " Wow, how did they do that?!? Where are the screws?
Mots clés hard-work details maturation
Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.
Walter IsaacsonMots clés business-culture management-and-leadership networking-skills
Jobs also used the meetings to enforce focus. At Robert Friedland's farm, his job had been to prune the apple trees so that they would stay strong, and that became a metaphor for his pruning at Apple. Instead of encouraging each group to let product lines proliferate based on marketing considerations, or permitting a thousand ideas to bloom, Jobs insisted that Apple focus on just two or three priorities at a time. " There is no one better at turning off the noise that is going on around him," Cook said. " That allows him to focus on a few things and say no to many things. Few people are really good at that.
Walter IsaacsonMots clés confidence focus concentration business-culture
« ; premier précédent
Page 13 de 15.
suivant dernier » ;
Data privacy
Imprint
Contact
Diese Website verwendet Cookies, um Ihnen die bestmögliche Funktionalität bieten zu können.