喬布斯的去世，讓全球哀思彌漫。以下是勵(lì)志人生小編為大家整理的關(guān)于喬布斯的成功之道，歡迎閱讀!
喬布斯成功之道：想你想不到
"想你想不到的觀念，做你做不出的產(chǎn)品"，應(yīng)該是喬布斯能夠成為科技界風(fēng)云人物的重要原因之一。他使科技從龐然大物變成能放進(jìn)口袋，把娛樂從唱盤轉(zhuǎn)為數(shù)位。他推出的東西不僅僅是"新產(chǎn)品"，更重要的是能夠把人類的生活帶入一個(gè)"新領(lǐng)域"。
Apple I，開創(chuàng)了電腦"個(gè)人化"的新理念;Apple II，把電腦由少數(shù)玩家的禁臠，推廣成大眾化的產(chǎn)品，也讓他在廿五歲時(shí)成了億萬(wàn)富翁。"麗莎"雖讓他初嘗敗績(jī)，但他將繪圖界面、視窗與滑鼠納入個(gè)人電腦，不僅為后續(xù)的"麥金塔"奠定成功基礎(chǔ)，也為個(gè)人電腦建立標(biāo)準(zhǔn)規(guī)格，至今未被取代。
接下來(lái)的iMac，促成網(wǎng)路全球化的風(fēng)潮。進(jìn)入廿一世紀(jì)，喬布斯更是連戰(zhàn)皆捷，iPod把隨身聽?zhēng)肓藬?shù)位化的時(shí)代，iPhone掀起了觸控風(fēng)潮，iPad則讓平板電腦得以實(shí)現(xiàn)。
高科技業(yè)者的競(jìng)爭(zhēng)，通常在于"數(shù)字"，例如產(chǎn)品處理速度多快，記憶體容量多大;然而技術(shù)性"數(shù)字"很容易被競(jìng)爭(zhēng)者超越，因此，產(chǎn)品雖然不斷推陳出新，但"生命周期"愈來(lái)愈短。
其次，高科技業(yè)固然必須重視技術(shù)的創(chuàng)新，但更重要的是必須將新技術(shù)與消費(fèi)者的需求緊密結(jié)合。蘋果本世紀(jì)以來(lái)多項(xiàng)新產(chǎn)品頻創(chuàng)佳績(jī)，在于能推出讓消費(fèi)者"喜出望外"、帶動(dòng)市場(chǎng)風(fēng)潮的新產(chǎn)品，其他競(jìng)爭(zhēng)廠商只能緊跟在后，靠著"提升功能"苦苦追趕。即使"后來(lái)居上"，但蘋果卻早已在另一項(xiàng)新產(chǎn)品的跑道上遙遙領(lǐng)先了。
喬布斯的成功關(guān)鍵，當(dāng)然在于不斷"創(chuàng)新"。然而"創(chuàng)新"的重點(diǎn)并不在于技術(shù)層次，而是在于產(chǎn)品概念，所以喬布斯締造了蘋果的奇，也改變了世界。
蘋果CEO談喬布斯的成功之道：
In 1983, Steve Jobs wooed Pepsi executive John Sculley to Apple with one of the most famous lines in business: “Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?”
1983年，喬布斯從百事把John Sculley挖了過(guò)來(lái)，當(dāng)時(shí)喬布斯對(duì)他說(shuō)了一句很是經(jīng)典的商業(yè)名言：“你是希望一輩子賣糖水呢?還是希望抓住一個(gè)能夠改變世界的機(jī)會(huì)呢?”
Jobs and Sculley ran Apple together as co-CEOs, blending cutting edge technology (the first Mac) with cutting edge advertising (the famous 1984 ad) and world-class design. But it soon soured, and Sculley is best known today for forcing Jobs’ resignation after a boardroom battle for control of the company.
之后，喬布斯和Sculley一起作為聯(lián)合CEO共同運(yùn)營(yíng)蘋果公司，他們?yōu)樘O果帶來(lái)了世界級(jí)的技能(第一臺(tái)Mac電腦)、世界級(jí)的廣告(著名的廣告“1984”)和世界級(jí)的設(shè)計(jì)。然而雙方的互助瓜葛并未持續(xù)太久，眾所周知，當(dāng)年Sculley為了能夠全權(quán)控制公司，通過(guò)在董事會(huì)上的斗爭(zhēng)強(qiáng)迫喬布斯離開了蘋果。
Now, for the first time, Sculley talks publicly about Steve Jobs and the secrets of his success. It’s the first interview Sculley has given on the subject of Steve Jobs since he was forced out of the company in 1993. “There are many product developments and marketing lessons I learned working with Steve in the early days,” says Sculley. “It’s impressive how he still sticks to his same first principles years later.” He adds, “I don’t see any change in Steve’s first principles — except he’s gotten better and better at it.”
如今，Sculley首次在公開場(chǎng)合談?wù)搯滩妓购退晒Φ拿卦E，這是自從1993年他被蘋果炒掉之后，第一次接受主題為“喬布斯”的訪問交談。“在早期與喬布斯一起工作的歷程中，我學(xué)到了很多關(guān)于產(chǎn)品開發(fā)和市場(chǎng)營(yíng)銷方面的經(jīng)驗(yàn)”，Sculley說(shuō)，“令人敬佩的是，喬布斯到現(xiàn)在截止一直堅(jiān)持著他的‘第一原則’”，此外他還增補(bǔ)道：“他的‘第一原則’一直沒有改變，我只看到他把這個(gè)原則運(yùn)用得越來(lái)越好!”
I met with Sculley in a hotel lobby near Oakland airport. Sculley had been taking meetings for his investment fund and was waiting for a flight back home on the east coast. Sculley was initially reluctantly to talk about Steve Jobs, his former partner at Apple, who had been both his protégé and mentor.
我是在奧克蘭機(jī)場(chǎng)相近的酒店大堂里對(duì)Sculley進(jìn)行采訪的，他剛剛參加完自己的投資基金會(huì)議，正在等著飛回東海岸的家。Sculley最初不太愿意談?wù)撌返俜?middot;喬布斯，這個(gè)他在蘋果時(shí)的同事，也是他的學(xué)生和老師。
“I don’t have any contact with Steve these days,” Sculley said in one of our initial emails setting up the meeting. “He’s still mad he got pushed out of Apple 22 years ago… I have no interest to piss him off… My Apple experience is now ancient history and I have gone on with my life and I’m not looking for any publicity or have any ax to grind.”
“我如今與喬布斯沒有什么接洽”，此次談話之前，Sculley在我們初次交流的Email中表示，“他仍然因?yàn)?0xx年前被蘋果掃地出門而銘心鏤骨…我并無(wú)樂趣激怒他…我在蘋果的經(jīng)歷已經(jīng)成為古老的汗青，現(xiàn)在我有自己的生活，我也不會(huì)別有用心地去接受任何關(guān)于那一些東西的訪問交談。”
I persuaded Sculley that I was a big fan of Jobs, and had no interest in digging dirt. What I wanted to know was: How does he do it? During the resulting 90-minute conversation, Sculley pulged Jobs’s first principles. Here, in Sculley’s words, is Steve Jobs’ methodology for building great products:
我努力向Sculley說(shuō)明雖則我曾是喬布斯的超級(jí)粉絲，但我并無(wú)爆料的樂趣，我只是想知道：他是如何做到的? 在之后90分鐘的談話里，Sculley向我透露喬布斯的“第一原則”，以下是Sculley所談到的史蒂夫·喬布斯是如何創(chuàng)造出巨大的產(chǎn)品的。
1. Beautiful design – “We both believed in beautiful design and Steve in particular felt that you had to begin design from the vantage point of the experience of the user… We used to study Italian designers… We were looking at Italian car designers. We really did study the designs of cars that they had done and looking at the fit and finish and the materials and the colors and all of that. At that time, nobody was doing this in Silicon Valley. It was the furthest thing on the planet from Silicon Valley back then in the 80′s. Again, this is not my idea. I could relate to it because of my interest and background in design, but it was totally driven by Steve… What a lot of people didn’t realize was that Apple wasn’t just about computers. It was about designing products and designing marketing and it was about positioning.”
1、標(biāo)致的設(shè)計(jì)。
“我們倆都很喜歡標(biāo)致的設(shè)計(jì)，并且喬布斯以為應(yīng)當(dāng)從用戶體驗(yàn)認(rèn)識(shí)的角度著手進(jìn)行設(shè)計(jì)…我們?cè)M(jìn)修過(guò)意大利的設(shè)計(jì)師…我們一直在研究意大利的汽車設(shè)計(jì)，看看他們是如何選材、調(diào)配顏色以及提高產(chǎn)品舒程度適當(dāng)?shù)模?dāng)時(shí)在硅谷沒有人這樣做過(guò)，這應(yīng)該是上世紀(jì)80年代在硅谷里所發(fā)生的最深遠(yuǎn)的一件事情。不過(guò)這依然不是我的主意，但我倒是能和這些扯上點(diǎn)瓜葛，畢竟我的樂趣和專業(yè)背景就是設(shè)計(jì)，這一切都是喬布斯的想法…有很多人并無(wú)認(rèn)識(shí)到蘋果其實(shí)并不單單是家用電器腦公司，它還關(guān)于產(chǎn)品及營(yíng)銷方面的設(shè)計(jì)工作，而這也正是它的定位。”
2. Customer experience – “He always looked at things from the perspective of what was the user’s experience going to be? … The user experience has to go through the whole end-to-end system, whether it’s desktop publishing or iTunes. It is all part of the end-to-end system. It is also the manufacturing. The supply chain. The marketing. The stores.”
2、用戶體驗(yàn)認(rèn)識(shí)。
“他總是站在客戶的角度來(lái)考慮用戶體驗(yàn)認(rèn)識(shí)是怎樣的…用戶體驗(yàn)認(rèn)識(shí)是一個(gè)端到端的系統(tǒng)，無(wú)論是桌面排版還是iTunes，都是端到端系統(tǒng)的一部分，另外還包括生產(chǎn)制造、供應(yīng)鏈、市場(chǎng)營(yíng)銷和零售門面店等。”
3. No focus groups — “Steve said: ‘How can I possibly ask somebody what a graphics-based computer ought to be when they have no idea what a graphic based computer is? No one has ever seen one before.’ He believed that showing someone a calculator, for example, would not give them any indication as to where the computer was going to go because it was just too big a leap. ”
3、不設(shè)重點(diǎn)團(tuán)隊(duì)。
“史蒂夫說(shuō)：‘要是一個(gè)人根本不知道基于圖形的計(jì)算機(jī)是什么，我怎么有可能會(huì)扣問他基于圖形的計(jì)算機(jī)應(yīng)該是怎樣的呢?之前就沒有人見過(guò)這種東西。’舉例來(lái)講，他以為在向別人展示一款計(jì)算器的時(shí)候，完全沒有必要再把計(jì)算機(jī)的工作體式格局解釋給他們聽，因?yàn)檫@之間的差距太大了。”
4. Perfectionism – “He was also a person that believed in the precise detail of every step. He was methodical and careful about everything — a perfectionist to the end.”
四、完美主義。
“他也是常人，可是很是注重每一步調(diào)的細(xì)節(jié)，很是講究方法，同時(shí)很是謹(jǐn)慎，他是一個(gè)完美主義者。”
5. Vision – “He believed that the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980′s because people thought that personal computers were just smaller versions of bigger computers. That’s how IBM looked at it. Some of them thought it was more like a game machine because there were early game machines, which were very simple and played on televisions… But Steve was thinking about something entirely different. He felt that the computer was going to change the world and it was going to become what he called ‘the bicycle for the mind.’ It would enable inpiduals to have this incredible capability that they never dreamed of before. It was not about game machines. It was not about big computers getting smaller… He was a person of huge vision.”
5、眼光。
“他當(dāng)時(shí)以為電腦最終會(huì)成為消費(fèi)類產(chǎn)品，這在上世紀(jì)80年代早期是個(gè)很讓人吃驚的想法，因?yàn)槟菚r(shí)候的人們都以為個(gè)人電腦只不過(guò)是小一號(hào)的大型計(jì)算機(jī)，IBM就 是這樣以為的。另外有些人以為個(gè)人電腦更像是個(gè)游戲機(jī)，因?yàn)樵缙诘挠螒驒C(jī)很是簡(jiǎn)單，可以連著電視一起玩…然而史蒂夫的看規(guī)則完全差別，他感覺到電腦將會(huì)改 變這個(gè)世界，他將電腦稱之為‘心魄的腳踏車’，可以幫助人們獲得以前所不敢想象的能力，它不是游戲機(jī)，更不是由大變小的大型機(jī)…他的眼光的確很是巨大!”
6. Minimalism – “What makes Steve’s methodology different from everyone else’s is that he always believed the most important decisions you make are not the things you do – but the things that you decide not to do. He’s a minimalist. He’s a minimalist and is constantly reducing things to their simplest level. It’s not simplistic. It’s simplified. Steve is a systems designer. He simplifies complexity.”
6、極簡(jiǎn)主義。
“史蒂夫的方法很是與眾差別，他以為最重要的決定往往不是你所做的事，而是那一些你沒有做的事。他是一個(gè)極簡(jiǎn)主義者，他總是在削減一些元素，是產(chǎn)品達(dá)到最簡(jiǎn)單的層次，這并不是簡(jiǎn)化，而是簡(jiǎn)明!作為系統(tǒng)設(shè)計(jì)者，史蒂夫要削減的是系統(tǒng)運(yùn)作的復(fù)雜性。”
7. Hire the best – “Steve had this ability to reach out to find the absolute best, smartest people he felt were out there. He was extremely charismatic and extremely compelling in getting people to join up with him and he got people to believe in his visions even before the products existed… He always reached out for the very best people he could find in the field. And he personally did all the recruiting for his team. He never delegated that to anybody else. ”
7、招聘最優(yōu)秀的人才。
“史蒂夫總是能依靠自己的感覺找到最優(yōu)秀、最聰明的人才。他獨(dú)特的氣質(zhì)可以吸引別人插手他的團(tuán)隊(duì)，并且他可以在產(chǎn)品還沒有做出來(lái)之前就讓大家相信他的眼光…他總能找出那一些專業(yè)領(lǐng)域里最優(yōu)秀的人才，而他也總是親自負(fù)責(zé)團(tuán)隊(duì)的招聘工作，從不把這項(xiàng)工作交給別人做。”
8. Sweat the details – “On one level he is working at the ‘change the world,’ the big concept. At the other level he is working down at the details of what it takes to actually build a product and design the software, the hardware, the systems design and eventually the applications, the peripheral products that connect to it… He’s always adamantly involved in the advertising, the design and everything.”
8、專注于細(xì)節(jié)。
“從比力大的概念層面上來(lái)講，他為了‘改變世界’而工作;但在另外一個(gè)層面上，他很是關(guān)注工作中的每一個(gè)細(xì)節(jié)，比如如何開發(fā)一個(gè)產(chǎn)品，如何設(shè)計(jì)軟硬件、系統(tǒng)以及最終的應(yīng)用，甚至是和蘋果相關(guān)的周邊產(chǎn)品等等…他總是親自參與廣告、設(shè)計(jì)和所有的事情。”
9. Keep it small – “The other thing about Steve was that he did not respect large organizations. He felt that they were bureaucratic and ineffective. He would basically call them ‘bozos.’ That was his term for organizations that he didn’t respect. Steve had a rule that there could never be more than one hundred people on the Mac team. So if you wanted to add someone you had to take someone out. And the thinking was a typical Steve Jobs observation: ‘I can’t remember more than a hundred first names so I only want to be around people that I know personally. So if it gets bigger than a hundred people, it will force us to go to a different organization structure where I can’t work that way. The way I like to work is where I touch everything.’ Through the whole time I knew him at Apple that’s exactly how he ran his pision. ”
9、保持小規(guī)模。
“另外一件事是史蒂夫并不喜歡至公司。他以為至公司充斥著權(quán)要主義，效率低下，他把這些公司稱作是‘笨蛋’——這就是他對(duì)自己所不喜歡的至公司的評(píng)論。史蒂夫有一個(gè)原則：Mac團(tuán)隊(duì)成員總數(shù)不能超過(guò)100人，因此要是有人要插手進(jìn)來(lái)，那么就必須有人離開，這個(gè)原則具備很是典型的喬布斯特色：‘要是人數(shù)超過(guò)100個(gè)，那么我將無(wú)法記住他們的名字，而我只想與熟悉的人一起工作。所以要是超過(guò)了100人，我們就必須改變組織結(jié)構(gòu)了，而這正是我所不能接受的，我喜歡的工作體式格局是我可以了解到每一件事情。’我在蘋果工作時(shí)所知道的喬布斯就是他一直在走自己的路。”
10. Reject bad work – “It’s like an artist’s workshop and Steve is the master craftsman who walks around and looks at the work and makes judgments on it and in many cases his judgments were to reject something… An engineer would bring Steve in and show him the latest software code that he’s written. Steve would look at it and throw it back at him and say: “It’s just not good enough.” And he was constantly forcing people to raise their expectations of what they could do. So people were producing work that they never thought they were capable of… Steve would shift between being highly charismatic and motivating and getting them excited to feel like they are part of something insanely great. And on the other hand he would be almost merciless in terms of rejecting their work until he felt it had reached the level of perfection that was good enough to go into – in this case, the Macintosh.”
10、拒絕差勁的工作。
“蘋 果公司就像是一件藝術(shù)家的工作室，而史蒂夫就是一位技藝精湛的大師。他在公司里來(lái)回巡視，針對(duì)員工們的工作給出判定，而在大多情況下，他的判定就是拒 絕…當(dāng)一位工程師把自己剛寫好的軟件代碼展示給史蒂夫的時(shí)候，史蒂夫看了一遍之后就把它退還給他：‘這還不夠好!’他不斷強(qiáng)迫大家提高對(duì)自己的期望值，所 以員工們總是能完成那一些他們?cè)疽詾楦緹o(wú)法完成的工作…史蒂夫會(huì)不斷提升工作的魅力值，并以此激勵(lì)員工們，大家會(huì)激動(dòng)萬(wàn)分地以為自己就是巨大事業(yè)的一部 分。另一方面，他毫不留情地否定大家的工作，直到他感覺產(chǎn)品已經(jīng)達(dá)到了足夠完美的程度，比如Macintosh。”
11. Perfection – “The thing that separated Steve Jobs from other people like Bill Gates — Bill was brilliant too — but Bill was never interested in great taste. He was always interested in being able to dominate a market. He would put out whatever he had to put out there to own that space. Steve would never do that. Steve believed in perfection.”
十一、追求完美。
“史蒂夫·喬布斯與其他人，如比爾·蓋茨的一個(gè)首要區(qū)別在于——比爾也聰明過(guò)人——可是比爾對(duì)‘高品質(zhì)’向來(lái)不感樂趣，他更傾向于統(tǒng)治市場(chǎng)，所以在他推出產(chǎn)品的時(shí)候，就是為了搶占市場(chǎng)。史蒂夫從來(lái)不那樣做，他只鐘情于完美!”
12. Systems thinker – “The iPod is a perfect example of Steve’s methodology of starting with the user and looking at the entire end-to-end system. It was always an end-to-end system with Steve. He was not a designer but a great systems thinker. That is something you don’t see with other companies. They tend to focus on their piece and outsource everything else. If you look at the state of the iPod, the supply chain going all the way over to iPod city in China – it is as sophisticated as the design of the product itself. The same standards of perfection are just as challenging for the supply chain as they are for the user design. It is an entirely different way of looking at things.”
12、系統(tǒng)思考者。
“在史蒂夫‘從用戶出發(fā)’的方法論和端到端系統(tǒng)思惟中，iPod無(wú)疑是一個(gè)很是棒的案例。史蒂夫總在關(guān)注著端到端系統(tǒng)，他不是一名設(shè)計(jì)師，但他卻是一個(gè)出色的系統(tǒng)思考者，這在其他公司你是看不到的，他們更傾向于專注某一部分，而把其他部分外包出去。要是你對(duì)iPod的情況有所了解，你會(huì)發(fā)現(xiàn)在中國(guó)的城市里，所有和iPod相關(guān)的供應(yīng)鏈的結(jié)構(gòu)就和產(chǎn)品本身的設(shè)計(jì)一樣，對(duì)完美的追求讓供應(yīng)鏈的結(jié)構(gòu)都因?yàn)橛脩趔w驗(yàn)認(rèn)識(shí)而改變，這是一種完全差別的看待物質(zhì)的體式格局。”
BTW: The interview with Sculley was awfully gratifying to me personally because many of his points coincided with points I’d made in my book about Jobs: Inside Steve’s Brain. I’d written chapters devoted to Jobs’ perfectionism, minimalism and elitism, and how they have shaped Apple’s business. A major part of the book is devoted to the systems Jobs has built. It was strange but thrilling to hear ideas I’d formulated independently expounded by a former Apple CEO and someone who’d worked with Jobs so closely.
趁便說(shuō)一句：我對(duì)Sculley進(jìn) 行的采訪很是滿意，因?yàn)樗劦降暮芏嗖谎劈c(diǎn)和在我的書《進(jìn)入史蒂夫的思維》中的描述相互吻合，在這本書里，我對(duì)喬布斯的完美主義、極簡(jiǎn)主義和精英主義分章 節(jié)進(jìn)行了描寫，另外還有他們是如何打造出蘋果的業(yè)務(wù)系統(tǒng)的，其中還有一個(gè)部分首要介紹了喬布斯所建立的系統(tǒng)。能和一位曾與喬布斯一起共事的蘋果前CEO進(jìn)行會(huì)話很是讓人激動(dòng)，同時(shí)那一些與自己以往的看法不謀而合的不雅點(diǎn)也的確讓我感覺不可思議! 要是您通過(guò)本文有所收獲，請(qǐng)輕輕點(diǎn)下“頂”以表支持!
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