Guy Kawasaki - 12:02 AM (edited) - Public (Sat01) What I Learned From Steve Jobs Many people have explained what

one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top twelve lessons that I learned from Steve Jobs. Experts are clueless. Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest shortcomings of Macintosh in the mid 1980s was the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to them. Customers cannot tell you what they need. “Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using—around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did. Jump to the next curve. Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond? The biggest challenges beget best work. I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges. Design counts. Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist—a perfectionist Beyond: Thunderdome—and low and behold he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

Safari web apps were the way to go until six months later when Steve decided. Apple is an engineering-centric company. Actually. Apps. Take a look at Steve’s slides. So many people say that Steve was the world’s greatest product introduction guy. A players hire A+ players. support.don’t you wonder why more people don’t copy his style? Changing your mind is a sign of intelligence. phone. Steve believed that A players hire A players—that is people who are as good as they are. that apps were the way to go—but of course.. Steve jobs could demo a pod. though. Which would you rather be: Apple or Xerox PARC? Marketing boils down to providing unique value. pad.” Woe unto you if you decide everything based on price. It’s clear. or someone convinced Steve.” “Value” is different from “price. Price is not all that matters—what is important. Even more woe unto you if you compete solely on price. The . There’s usually one big screenshot or graphic. were a bad thing because you never know what they could be doing to your phone. is value. not a research-centric one. but it was almost always great enough to go. When Apple first shipped the iPhone there was no such thing as apps. The font is sixty points. and Mac two to three times a year with millions of people watching. and C players hire D players. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that. The font is eight points. Look at other tech speaker’s slides—even the ones who have seen Steve in action. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. and there are no graphics. If you start hiring B players. The vertical axis measures how your product differs from the competition. How pathetic is that? Real CEOs ship. Think of a 2 x 2 matrix. Maybe the product wasn’t perfect every time. Readl CEOs demo. Steve could ship. expect what Steve called “the bozo explosion” to happen in your organization. For all his perfectionism. And value takes into account training. at least to some people. why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. and the intrinsic joy of using the best tool that’s made. Maybe. It’s pretty safe to say that no one buys Apple products because of their low price. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. Steve decreed. I refined this slightly—my theory is that A players hire people even better than themselves.You can’t go wrong with big graphics and big fonts. that B players hire C players so they can feel superior to them.

whose charter was to convince universities to use Macintoshes. Hat tip to +Morgan Ramsay for doing this. And my phone. but about ten minutes ago. my cell phone and my other phone. When you are jumping curves. Not everyone will believe—that’s okay. inexpensively. For example. But the starting point of changing the world is changing a few minds. This is the text. I am going to talk about Steve Jobs and Apple. and history. and easily download music from the six biggest record labels. and what Steve has meant to me. I joined Apple in 1983. Top left: unique but not valuable—you’ll own a market that doesn’t exist. obsessing about design. the iPod was unique and valuable because it was the only way to legally. And so. Ditto for iPod. It could not have happened with less notice to us. I have to tell you. and personal computing. Top right: unique and valuable—this is where you make margin. So he created a program. is just ringing off the hook with people trying to get quotes from me. But I'm going to do this webinar instead. of course. rather than talking about Facebook marketing. So. My past at Apple was that I interviewed for a job with Apple the first time in order to work in what was called the Apple University Consortium. And the Apple University Consortium was Steve Jobs' vision that the place to seed Macintoshes would be universities. You can also hear the audio version here: http://vimeo. People needed to believe in Macintosh to see it become real. and focusing on unique value. And so.com/30115815 I don't know if everybody has heard. This is the greatest lesson of all that I learned from Steve. This announcement literally happened as we were prepping and getting all our things together for the conference that we are now attending. K-12 was pretty much dominated by the Apple II. money. you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. if you don't mind. And it started with places like Carnegie . Bottom left: not unique and not value—you’re a bozo. what Steve has meant to the industry. so he saw that the next level of computing would be. I hope it's okay with you that I'm going to switch topics completely. and iPad. Apple announced that Steve Jobs died today. Guy Kawasaki originally shared this post: (Thu01) Someone transcribed my impromptu reminiscence of Steve Jobs from the Social Media Examiner webinar. defying/ignoring the experts. Here's the story. I don't think it's appropriate nor probably the best thing to do for any of us to necessarily be focusing on Facebook marketing right now. and just Internet and everything. Bonus: Some things need to be believed to be seen. I hope that is okay with all of you. facing off against big challenges. iPhone. Bottom right: valuable but not unique—you’ll have to compete on price. At the time.horizontal axis measures the value of your product. colleges. it was headed by a guy named Dan'l Lewin.

very hard because we truly thought we were on a mission to improve people's creativity and productivity and prevent totalitarianism. the division was on a mission. There were people like Burrell Smith. The Macintosh division. "Where are you going to go now?" to the quarterback. believe me. he and I went to Stanford together.but an experienced Apple II programmer. was probably the greatest collection of egomaniacs in the history of California. as opposed to God. it would be boring. And so we were I'd say about fifty people. and the quarterback says. it just wasn't a good fit for me. What we did is we worked very. who created much of the early graphics and icons of Macintosh. There's a story about how someone put a pirate flag above the building. and that is saying a lot. Which was IBM. There were artists like Susan Kerr." Well. So we looked at IBM as the enemy. I think. the totalitarian mainframe company. and I was hired despite having an MBA.or. who wrote much of the Macintosh ROMs and was an old -. George Orwellian--just an ugly society of mediocrity and conformity and thought control. This was the whole point of the 1984 commercial. It was a collection of just great software and hardware engineers. who Steve found working in an Apple II repair department. And a software evangelist job was to meet with soft and hard companies and convince them to do Macintosh products. "I'm going to Disneyland. totalitarian. That's the job that I took. the calculator division of HP in . The second job that I tried for at Apple. This was Steve's division. we were friends. The first job I interviewed was to work in that group. Let's talk about the Macintosh division. So one could say it was purely nepotism. We had a building on Mariani Drive. not old. the person who wrote the Finder. Steve Capps.Mellon and Stanford. So the closest thing I can say to describing what it was like to work there… You know how after the Superbowl. no one was old at the time -. He went to HP. I don't know. Basically. that's true. That if IBM ruled the world. And if you really want to know the inside story. as I said who I worked for. The group was a very interesting collection of people. working in the Macintosh division in the mid 80s was like working at Disneyland. there's a TV camera on the winning quarterback and the TV camera says. Mike Boich. Joanna Hoffmann was the first person who did the marketing function for the division. And this mission from Steve was that we wanted to prevent worldwide domination of information and freedom from IBM. And so he hired me because we knew each other. And Apple was going to send the proverbial act into the image of big brother. got a pirate flag and put it up there because we were going to be pirates. It was religious fervor in the sense that we were fighting a mighty opposite. Andy Hertzfeld. Knock the establishment. primarily of IBM. the reason why I got that job is because my college classmate Mike Boich was working in the Mac division. So about six months went by and then the second job I interviewed for at Apple was to be software evangelist. or more accurately. being paid to go to Disneyland. a mission from Steve. There were people like me who had MBAs.

right. he was a PhD student from I believe Carnegie Mellon. so I basically flew first class everywhere. And some of the people played Bösendorfer Grand Piano. The first time you saw a Mac. So. you moved the cursor around with cursor keys. Steve bought the division a Bösendorfer Grand Piano. so we were explaining to people that if IBM started publishing software in your segment under their own label. So that was our evangelism pitch. At the time. 1984. this great programming environment. on paper not so qualified. And the first time you saw Mac Paint with graphics. and I was an Apple II user and that was a religious experience also because back then with an Apple II you were fortunate if you had a 24x80 terminal screen. and multiple styles—integration of text and graphics. His thing was a double-breasted suit with a bowtie. Los Altos to SFO can be 45 minutes or so. And I can't tell you how euphoric it was to work there. it was a great place to work because. so here we were. Across the street was the Lisa division. Steve himself had only attended one semester of Reed. Because it was such bright people and we had such a mission to change the world. a college in Oregon. he went to work for Microsoft and he became Microsoft's VP of HR. We also had a travel policy that any flight over two hours qualified for first class. Mike Murray was the director of marketing of the Macintosh division. what happened after that was that we had a very successful launch. very rich ROM set. It was very. I tended to interpret that rule as the two hours begins at the moment you leave your apartment. Arguably. At the time. Now. So I lived in Los Altos. the decision was being made by engineers and nerds.Corvalis.000. He was the coauthor of the Finder with Steve Capps. So that's what really sucked people in. the Macintosh division building. it was a good hedge because at the time the IBM personal computer division was starting to publish software. brushes—it was a magical experience. Back then. and that was one of the most enchanting moments of my life: to watch Macintosh be introduced by Steve Jobs. he was not wearing a black mock turtleneck. we were going to change frickin' history. and finally. and multiple sizes. A social media analogy would be that Google Buzz is to Google Plus was Lisa is to Macintosh. And so. Graphics was using Xs and Os to draw things. But it was $7. Some aspects of the division that you might interesting. The goal was to sell a quarter million Macintoshes in the first hundred days and we achieved that goal. you would be dead. There was a BMW motorcycle for the division. Back then. was multiple fonts. Subsequently. I was in the jewelry business and my friend Mike Boich showed me a Macintosh. The first time I saw a Macintosh was in the back of that building. in De Anza College where Steve unveiled it. The person who recruited him was a guy named Mike Murray. He was recruited out of there. It was a great time. One person was Bruce Horn. we told them that it was a good financial bet because we were going to bring people to personal computing who had never used a personal computer before. paint cans. Big footprint. the Lisa taught us many lessons that we applied to the Macintosh and made Macintosh successful. So that was the Macintosh division. the whole thing with Macintoshes and developers were we told them three stories: it was a very rich technical environment. The Lisa division was creating basically a very large Macintosh. We had a few PhDs. I guess one of the high points of that division… [interrupted by vibrating phone] Anyway this was the division. Macintosh was announced on January 24. So he introduced it. man. And I think mostly what appealed to developers was the richness of the Macintosh programming environment. very interesting albeit challenging . it was a merry band of pirates. So that was the Macintosh division. not MBAs and marketing people.

one is an appreciation of design. He went out and started NeXT: the big black cube computer built on UNIX. And I think in many ways. eventually. Steve came back to Apple first as an advisor. A lot of interesting things happened. if not the greatest. Lots of companies and people are fortunate to create one revolution. tangerine and stuff. more productive and brought joy and enchantment to their lives. I think. and his customers. personally for me. John Sculley. the Macintosh standard. but he got the best results out of people. And only 100 or so people can say that. I truly do believe that if you look at all the CEOs over the history of business. you have to say it was among the starters of the personal computer industry. things are going pretty good. and many. the iMac. And things did not exactly pick up. iPad standard. It didn't have some crucial pieces of software thanks to me. culminated with a board decision picking between John Sculley and Steve Jobs. if you remember. the industrial design of that computer. A few years went by. Gil Amelio decided to buy NeXT. but Steve Jobs arguably created four or five. Macintosh flipped to less than 5% market share. to help Gil and stuff. i. I think. That sort of. then we went through this period of down in the dumps. for $400 million dollars. they made Mike Spindler CEO. in a sense. I don't think there's a CEO who has done more for his employees. the logo designer. that you can get the best work out of people by pushing them with great challenges. many people who worked for the Macintosh division. but it's definitely on the upswing. the rest is kind of history. And fast forward a few years and we have things like the iPod and iPhone and iPad. May he rest in peace. Sort of hit the wall because businesses were not embracing Macintoshes. I don't ever know if it will be more than 10%. had that post-launch glow. SNow we're in mid-1984. right? So. From him I learned. for many of the people who use Apple products that these Apple products made them more creative.programming environment. I can tell you with total certainty that Steve Jobs was a great. influence in my life. I consider it an honor to have worked for him in the Macintosh division. And from there. iPod standard. He was heavily influenced by Paul Rand. his shareholders. there was what I called the Wonder Years. It was slow in a lot of operations. I wonder when there will be software. And then. If you look at it. I learned how far you can push people. was really sort of what rekindled people's enthusiasm for Macintosh. We're selling a lot of Macs. It definitely made the graphical user interface go mainstream. It culminated with some layoffs. Gil started imploding and Steve came back.. an appreciation of elegance and simplicity. The world is a lot worse off without Steve Jobs. As businesses were rejecting it. I don't know. He could drive you crazy because the trash can icon didn't look right or a certain shade of black wasn't black enough. and then they made Gil Amelio CEO. I wonder when we'll turn the corner. introduced the iMac. it was that teardrop shape-looking computer that came in colors like blueberry and cherry and. the Apple I standard. And after that. But wow what a job he did for everybody. the Apple II standard.e. Steve wasn't exactly a warm and fuzzy guy. so what a time! What a time! And if you look back. it subsequently has returned. Steve Jobs created the. temporary. This is one of those major times when according to all the experts Apple was supposed to die. then he created his smartphone standard iPhone. So Steve Jobs was out. I think mostly because we were still tired from shipping it at all. no matter how you feel about Apple. It took us a good two years to significantly revise that product. We brought in some adult supervision. we went through this period of euphoria. .

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