There are many publications that explain what you can learn from Steve Jobs, but a few of the people who wrote them, were ... I want no one I received a lesson was not lost or forgotten, so here are the 12 most important things I learned from Steve Jobs.
a. Experts do not know what to do.
The experts - journalists, analysts, consultants, bankers and gurus are not able. do. so. advise. They can say what 's wrong with your product, but never create a great product yourself. They can tell you how to sell something, but they can not sell. They will tell you how to create a great team, but they can only manage a secretary. For example, the experts told us that two of the biggest drawbacks Macintosh in 1980 was the lack of drivers for the printer and chamomile lotus- 1-2 -3 another great suggestion from the experts had to buy Compaq. Listen to what the experts say, but do not always listen to their.
2. Customers do not tell you what they need.
... The only focus group, which used Apple - it is talking of the right hemisphere of the brain to the left of Steve. If you ask customers what they need, they say, ... Clients are able to describe their desires only within the existing products they use, for example, at a time when there was a Macintosh, all said that they want faster and cheaper computers with MS-DOS. Bonanza for the technical start-ups - to create a product that you want to enjoy themselves, and this is what made Jobs and Wozniak.
3. Go to the next round of.
Big wins happen when you go beyond the improvement of existing. The best companies that produced chamomile printers offering the new fonts and new dimensions of the symbols, Apple offered to the next round - a laser printer. Think of the harvesting of ice ( in the mid- 19th century, ice harvesting was carried out on an industrial scale, and then was replaced by new technologies of artificial cooling,. ca. Trans. ), Factories producing ice and refrigerated. Ice a. 0, 2. 0, 3. 0. You still harvests ice from a pond in winter?.
4. Large and complex tasks produce the best result.
I lived in fear that Steve would tell me that I am or what I do - the shit. in humans. This fear was for me a very difficult task. To compete with IBM and, later, with Microsoft was a very difficult task. Change the world was a very difficult task. Me and Apple employees before and after my work to its fullest, because we had laid out all the way to solve the big problems.
5. Design is important.
Steve was driving people crazy by their chicanery to design - for example, some blacks were not black. Mere mortals think that black is black, and that the trash - it's trash. Steve was an absolute, transcendent perfectionist - and, lo and behold, he was right: some people a good design is important, and many feel it at least. Maybe not everything, but those on whom depends on something - just.
6. Large images and fonts can not be wrong.
Look at Steve's presentation slides. Font size - 60 units. Typically, the slide of a screenshot or a big picture. Take a look at slides of conventional speakers, even those who saw performances by Steve. Font - 8 units, and no pictures. While many people said that Steve was doing the world's best product presentation... is not it strange that so few people copying his style?.
7. The ability to change their point of view - a sign of intelligence.
When Apple first introduced the world to iPhone, there was no concept of Apps. Steve decided that the third-party applications - it is bad, because you can not know for sure what they are doing with your phone. The only solution was web-applications for Safari, until six months later, Steve had not come to the conclusion (or someone to convince him ) that the application - this is the right way. Of course! . ca. Trans. ).
8. The ...
Woe to you, if you choose, focusing only on price. Even more woe to you if you are competing only on price. Price - this is not all that matters is what's really important - it is worth, at least for many people. A value generated from the training, support, and the inner joy of using the best tool of all available. We can confidently say that no one buys Apple, because it has a low price.
9. Class A players hire A players in the class.
In fact, Steve felt that the players of class A (the most professional and responsible staff. ca. Trans. ) Take a team player class - that is, the same as they. I'm a little touched up this assertion - according to my theory class players should hire more professional than they are. However, it is obvious that the players will gain a Class B player of class C, and so on. If you begin to recruit the level of B, expect to happen in your company what Steve called ... (bozo explosion - a rapid increase in the number of incompetent staff. ca. Trans. ).
10. The present. CEO. make a demo.
Steve Jobs could make presentations iPod, Aypada, iPhone or Mac to millions of viewers for two or three times a year, why do so many CEO asked to speak at the presentation of their products for the production of Directors? . But most likely, CEO does not understand what makes the company well enough to explain it to the presentation. Agree, it looks pathetic?.
11. These CEO produce a product.
In spite of his perfectionism, Steve created a ready-made products. Maybe not every time the product was perfect, but almost always it was quite cool. The lesson here is that Steve did not create for the sake of creation - it was the goal: achieving world dominance in existing markets or creating new. Apple - manufacturer, not the research center. Who would you like to be - Apple and Xerox PARC ( Research Center of Xerox, developed many new technologies for Apple and other companies, in particular, laser printing and the graphic interface, a laptop, ethernet and the PLO,. ca. Trans. ).
12. The marketing task - to offer unique value.
Imagine a 2 x 2 matrix. The vertical axis shows the difference between your product from competitors. The horizontal axis measures the value of your product in the eyes of the consumer. The lower right corner: valuable, but not unique - you are competing at a price. Upper left: unique, but not valuable - you will win the market, which is not. Bottom left: not unique and valuable - you're an idiot. Upper right: a unique value - that's where you make money and make history. For example, the unique value of the iPod in the U.S. was that it was the only way to legally, cheaply and easily download music six largest record labels.
bonus. To see some of the things they need to believe.
If you go to the new coils, argue with the experts, put the big problem, obsessed with design and focus on the unique values , then, to bring the fruits of your labor, you have to make people believe in what you are doing. People had to believe in the Macintosh, to create his. The same can be said about the iPod, iPhone and the iPad. Not all believe - this is normal. But changing the world begins to change the views of several people. This is the most important lesson, which gave me Steve Jobs.
Taken from the Habr.
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