Steve Jobs Quotes
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Bottom line is, I didn't return to Apple to make a fortune. I've been very lucky in my life and already have one. When I was 25, my net worth was $100 million or so. I decided then that I wasn't going to let it ruin my life. There's no way you could ever spend it all, and I don't view wealth as something that validates my intelligence.
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We're just enthusiastic about what we do.
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If a user is having a problem, it's our problem.
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We hire people who want to make the best things in the world.
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The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.
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In school I encountered authority of a different kind than I had ever encountered before, and I did not like it. And they really almost got me. They came close to really beating any curiosity out of me.
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Taking LSD was a profound experience, one of the most important things in my life.
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If Macintosh hadn't been successful, then I should have just thrown in the towel, because my vision of the whole industry would have been totally wrong.
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Many companies forget what it means to make great products. After initial success, sales and marketing people take over and the product people eventually make their way out.
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I think it's brought the world a lot closer together, and will continue to do that. There are downsides to everything; there are unintended consequences to everything. The most corrosive piece of technology that I've ever seen is called television - but then, again, television, at its best, is magnificent.
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When companies get bigger they try to replicate their success. But they assume their magic came from process. They try to use processes to substitute content.
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People need to have the incentive that if they invest and succeed, they can make a fair profit. Otherwise they'll stop investing.
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If you want to live your life in a creative way, as an artist, you have to not look back too much. You have to be willing to take whatever you've done and whoever you were and throw them away.
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So when a good idea comes, you know, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and, you know – just explore things.
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Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.
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If it could save a person's life, could you find a way to save ten seconds off the boot time? If there were five million people using the Mac, and it took ten seconds extra to turn it on every day, that added up to three hundred million or so hours per year people would save, which was the equivalent of at least one hundred lifetimes saved per year.
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If today were my last day, would I do what I'm doing?...If the answer was 'No' too many days in a row, I'd make a change.
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With our technology, with objects, literally three people in a garage can blow away what 200 people at Microsoft can do. Literally can blow it away. Corporate America has a need that is so huge and can save them so much money, or make them so much money, or cost them so much money if they miss it, that they are going to fuel the object revolution.
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It places value on experience versus intellectual understanding. I saw a lot of people contemplating things but it didn't seem to lead to too many places. I got very interested in people who had discovered something more significant than an intellectual, abstract understanding.
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A lot of time, people don't do great things becoz' great things really aren't expected of them.
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You're missing it. This is not a one-man show. What's reinvigorating this company is two things: One, there's a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they're not losers. What they didn't have was a good set of coaches, a good plan. A good senior management team. But they have that now.
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We had the hardware expertise, the industrial design expertise and the software expertise, including iTunes. One of the biggest insights we have was that we decided not to try to manage your music library on the iPod, but to manage it in iTunes. Other companies tried to do everything on the device itself and made it so complicated that it was useless.
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My favorite things in life don't cost any money. It's really clear that the most precious resource we all have is time.
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Manage the top line: your strategy, your people, and your products, and the bottom line will follow.