Steve Jobs Quotes
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I think the artistry is in having an insight into what one sees around them. Generally putting things together in a way no one else has before and finding a way to express that to other people who don't have that insight.
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I mean, some people say, 'Oh, God, if Jobs got run over by a bus, Apple would be in trouble.' And, you know, I think it wouldn't be a party, but there are really capable people at Apple. My job is to make the whole executive team good enough to be successors, so that's what I try to do.
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I have enough to last for the rest of my life.
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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 hire people who want to make the best things in the world.
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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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A lot of time, people don't do great things becoz' great things really aren't expected of them.
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We wanted to more richly experience why we were alive, not just make a better life, and so people went in search of things. The great thing that came from those that time was to realize that there was definitely more to life than the materialism of the late sixties and early sixties. We were going in search of something deeper.
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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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We're just enthusiastic about what we do.
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Much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on.
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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 go the extra mile, work the extra weekend, challenge the status quo as much.
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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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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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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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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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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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The system is that there is no system. That doesn't mean we don't have process. Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient.
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We don't settle for anything less than excellence.
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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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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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Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.
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Because believing that the dots will connect down the road will give you the confidence to follow your heart even when it leads you off the well worn path.
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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.