Inside steve s brain

INSIDE STEVE’S BRAIN Author: Leander Kahney eBook created (10/01/‘16): QuocSan CONTENTS: Portfolio Dedication Introduction §1 Focus: How Saying “No” Saved Apple The Fall of Apple Enter the iCEO Steve’s Survey Apple’s Assets Getting “Steved” Dr No Personal Focus §2 Despotism: Apple’s One-Man Focus Group What’s NeXT? “You’re a Bunch of Idiots” No Detail Too Small Simplifying the UI Introducing OS X Jobs’s Design Process Deceptive Simplicity §3 Perfectionism: Product Design and the Pursuit of Excellence Jobs’s Pursuit of Perfection In the Beginning Jobs Gets Design Religion The Macintosh, Jobs’s “Volkscomputer” Unpacking Apple The Great Washing Machine Debate Jonathan Ive, the Designer A Penchant for Prototyping Ive’s Design Process Attention to Detail: Invisible Design Materials and Manufacturing Processes §4 Elitism: Hire Only A Players, Fire the Bozos Pixar: Art Is a Team Sport The Original Mac Team Small Is Beautiful Jobs’s Job Pugilistic Partners “Think Different” Out-advertise the Competition One More Thing: Coordinated Marketing Campaigns The Secret of Secrecy Personality Plus §5 Passion: Putting a Ding in the Universe Ninety Hours a Week and Loving It The Hero/Asshole Rollercoaster A Wealth of Stock Options Dangling the Carrot and the Stick One of the Great Intimidators Working with Jobs: There’s Only One Steve §6 Inventive Spirit: Where Does the Innovation Come From? An Appetite for Innovation Product vs Business Innovation: Apple Does Both Where Does the Innovation Come From? Jobs’s Innovation Strategy: The Digital Hub Products as Gravitational Force Pure Science vs Applied Science The Seer—and Stealer The Creative Connection Flexible Thinking An Apple Innovation Case Study: The Retail Stores Enriching Lives Along the Way Cozying on Up to the Genius Bar §7 Case Study: How It All Came Together with the iPod Revisiting the Digital Hub Jobs’s Misstep: Customers Wanted Music, Not Video How the iPod Got Its Name: “Open the Pod Bay Door, Hal!” §8 Total Control: The Whole Widget Jobs as a Control Freak Controlling the Whole Widget The Virtues of Control Freakery: Stability, Security, and Ease-of-Use The Systems Approach The Return of Vertical Integration The Zune and Xbox What Consumers Want Acknowledgments Portfolio Published by the Penguin Group http://us.penguingroup.com Dedication For my children, Nadine, Milo, Olin, and Lyle; my wife, Traci; my mother, Pauline; and my brothers, Alex and Chris And Hank, my dear old dad, who was a big Steve Jobs fan Introduction “Apple has some tremendous assets, but I believe without some attention, the company could, could, could—I’m searching for the right word—could, could die.” —Steve Jobs on his return to Apple as interim CEO, in Time, August 18, 1997 Steve Jobs gives almost as much thought to the cardboard boxes his gadgets come in as the products themselves This is not for reasons of taste or elegance—though that’s part of it To Jobs, the act of pulling a product from its box is an important part of the user experience, and like everything else he does, it’s very carefully thought out Jobs sees product packaging as a helpful way to introduce new, unfamiliar technology to consumers Take the original Mac, which shipped in 1984 Nobody at the time had seen anything like it It was controlled by this weird pointing thing—a mouse—not a keyboard like other early PCs To familiarize new users with the mouse, Jobs made sure it was packaged separately in its own compartment Forcing the user to unpack the mouse—to pick it up and plug it in—would make it a little less alien when they had to use it for the first time In the years since, Jobs has carefully designed this “unpacking routine” for each and every Apple product The iMac packaging was designed to make it obvious how to get the machine on the Internet, and included a polystyrene insert specially designed to double as a prop for the slim instruction manual As well as the packaging, Jobs controls every other aspect of the customer experience—from the TV ads that stimulate desire for Apple’s products, to the museum-like retail stores where customers buy them; from the easy-touse software that runs the iPhone, to the online iTunes music store that fills it with songs and videos Jobs is a control freak extraordinaire He’s also a perfectionist, an elitist, and a taskmaster to employees By most accounts, Jobs is a borderline loony He is portrayed as a basket case who fires people in elevators, manipulates partners, and takes credit for others’ achievements.[1] Recent biographies paint an unflattering portrait of a sociopath motivated by the basest desires— to control, to abuse, to dominate Most books about Jobs are depressing reads They’re dismissive, little more than catalogs of tantrums and abuse No wonder he’s called them “hatchet jobs.” Where’s the genius? Clearly he’s doing something right Jobs pulled Apple from the brink of bankruptcy, and in ten years he’s made the company bigger and healthier than it’s ever been He’s tripled Apple’s annual sales, doubled the Mac’s market share, and increased Apple’s stock 1,300 percent Apple is making more money and shipping more computers than ever before, thanks to a string of hit products—and one giant blockbuster Introduced in October 2001, the iPod transformed Apple And just as Apple has been transformed from a struggling also-ran into a global powerhouse, so has the iPod been transformed from an expensive geek luxury into a diverse and important product category Jobs quickly turned the iPod from an expensive, Mac-only music player that many people dismissed into a global, multibillion-dollar industry that supports hundreds of accessory companies and supporting players Quickly and ruthlessly, Jobs updated the iPod with ever newer and better models, adding an online store, Windows compatibility, and then video The result: more than 100 million sold by April 2007, which accounts for just under half of Apple’s ballooning revenues The iPhone, an iPod that makes phone calls and surfs the Net, looks set to become another monster hit Launched in June 2006, the iPhone is already radically transforming the massive cell phone business, which pundits are saying has already divided into two eras: pre-iPhone and post-iPhone Consider a few numbers At the time of this writing (November 2007) Apple had sold a whopping 100 million iPods, and is on track to ship more than 200 million iPods by the end of 2008 and 300 million by the close of 2009 Some analysts think the iPod could sell 500 million units before the market is saturated All of which would make the iPod a contender for the biggest consumer electronics hit of all time The current record holder, Sony’s Walkman, sold 350 million units during its fifteen-year reign in the 1980s and early 1990s Apple has a Microsoft-like monopoly on the MP3 player market In the United States, the iPod has nearly 90 percent market share: nine out of ten of all music players sold is an iPod.[2] Three quarters of all 2007 model year cars have iPod connectivity Not MP3 connectivity, iPod connectivity Apple has distributed 600 million copies of its iTunes jukebox software, and the iTunes online store has sold three billion songs “We’re pretty amazed at this,” said Jobs at a press event in August 2007, where he cited these numbers The iTunes music store sells five million songs a day—80 percent of all digital music sold online It’s the third largest music retailer in the United States, just behind Wal-Mart and Best Buy By the time you read this, these numbers will probably have doubled The iPod has become an unstoppable juggernaut that not even Microsoft can compete with And then there’s Pixar In 1995, Jobs’s private little movie studio made the first fully computer-animated movie, Toy Story It was the first in a string of blockbusters that were released once a year, every year, regular and dependable as clockwork Disney bought Pixar in 2006 for a whopping $7.4 billion Most important, it made Jobs Disney’s largest individual shareholder and the most important nerd in Hollywood “He is the Henry J Kaiser or Walt Disney of this era,”[3] said Kevin Starr, a culture historian and the California state librarian What a remarkable career Jobs has had He’s making an immense impact on computers, on culture, and, naturally, on Apple Oh, and he’s a self-made billionaire, one of the richest men in the world “Within this class of computers we call personals he may have been, and continues to be, the most influential innovator,” says Gordon Bell, the legendary computer scientist and a preeminent computer historian.[4] But Jobs should have disappeared years ago—in 1985, to be precise— when he was forced out of Apple after a failed power struggle to run the company Born in San Francisco in February 1955 to a pair of unmarried graduate students, Steve was put up for adoption within a week of his birth He was adopted by Paul and Clara Jobs, a blue-collar couple who soon after moved to Mountain View, California, a rural town full of fruit orchards that didn’t stay rural very long—Silicon Valley grew up around it At school, Steven Paul Jobs, named after his adoptive father, a machinist, was a borderline delinquent He says his fourth-grade teacher saved him as a student by bribing him with money and candy “I would absolutely have ended up in jail,” he said A neighbor down the street introduced him to the wonders of electronics, giving him Heathkits (hobbyist electronics kits), which taught him about the inner workings of products Even complex things like TVs were no longer enigmatic “These things were not mysteries anymore,” he said “[It] became much more clear that they were the results of [177] “Steve Jobs, the iPhone and Open Platforms,” by Dan Farber, Zdnet.com, Jan 13, 2007 [178] “The Guts of a New Machine,” by Rob Walker, New York Times Magazine, Nov 30, 2003 (http://www.nytimes.com/2003/11/30/magazine/30IPOD.html) [179] “If He’s So Smart… Steve Jobs, Apple, and the Limits of Innovation,” by Carleen Hawn, Fast Company, Issue 78, Jan 2004, p 68 [180] “Mea Culpa,” by Andy (www.folklore.org/StoryView.py? project=Macintosh&story=Mea_Culpa.txt) Hertzfeld, Folklore.org [181] “The Sansa-Rhapsody Connection,” by James Kim, CNet Reviews, Oct 5, 2006 (reviews.cnet.com/4520-6450_76648758-1.html) [182] “Apple Computer Is Dead; Long Live Apple,” by Steven Levy, Newsweek, Jan 10, 2007 (www.newsweek.com/id/52593) [183] “How Apple Does It” [184] “iPod Chief Not Excited About iTunes Phone,” by Ed Oswald, BetaNews, Sept 27,2005 (www.betanews.com/article/iPod_Chief_Not_Excited_About_iTunes_Phone/1127851994 do=reply&reply_to=91676) [185] “Hardware and Software—The Lines Are Blurring,” by Walt Mossberg, All Things Digital, April 30, 2007 (mossblog.allthingsd.com/20070430/hardware-software-success/) [186] “Getting in the game at Microsoft Robbie Bach’s job is to make software giant’s entertainment division profitable,” by Dan Fost and Ryan Kim, San Francisco Chronicle, May 28, 2007 (http://www.sfgate.com/cgibin/article.cgi?f=/c/a/2007/05/28/MICROSOFT.TMP) [187] “Sell digital experiences, not products Solution boutiques will help consumers buy digital experiences,” by Ted Schadler, Forrester Research, Dec 20, 2005 (www.forrester.com/Research/Document/Excerpt/0,7211,38277,00.html) [188] “Steve Jobs at 44” [189] “Hardware and Software” [190] “Steve Jobs at 44” [191] “How Big Can Apple Get?” ... the arts whose sponsorship of Jonathan Ive has ushered in a Renaissance for industrial design Jobs has taken his interests and personality traits—obsessiveness, narcissism, perfectionism—and... is one of Jobs s heroes Land made business decisions based on what was right as a scientist and as a supporter of civil and feminist rights, rather than a hardheaded businessman Jobs also has... consumer devices The obsession with industrial design, the mastery of advertising, and insistence on crafting seamless user experiences are key when selling high-tech to the masses Apple has become