In Leading Apple with Steve Jobs, Jay details how Steve managed and motivated his people and what every manager can learn from Jobs about motivating people to do the best work of their lives. U64 A There was a time, not too long ago, when the typewriter and notebook ruled, and the computer as an everyday tool was simply a vision. Revolution in the Valley traces this vision back to its earliest roots: the hallways and backrooms of Apple, where the groundbreaking Macintosh computer was born.
The book traces the development of the Macintosh, from its inception as an underground skunkworks project in to its triumphant introduction in and beyond. J63 I83 Based on more than forty interviews with Steve Jobs conducted over two years--as well as interviews with more than family members, friends, adversaries, competitors, and colleagues--Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing.
Isaacson's portrait touched millions of readers. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination.
He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering.
His friends, foes, and colleagues offer an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and the innovative products that resulted. His tale is instructive and cautionary, filled with lessons about innovation, character, leadership, and values.
U62 J Computer geniuses who've made it big are the ultimate heroes for many kids. These young millionaires in the high-tech and business worlds are big news today, but like all inventors before them, their work is based on the work of their predecessors. A child of the 60s, Steve Jobs traveled around the globe in an attempt to find himself. He was a vegetarian, an environmentalist, and -- strangest of all -- is one of the most successful businessmen that the world has ever known.
The story of how Jobs used his technical background to develop Apple Computer is a fascinating one -- even more so considering his abrupt departure from the company and later triumphant return as company savior.
Internet Resources These freely available online resources provide more information on Apple's history and the current state of the company. Apple: The first 30 years, MacWorld. March 30, External. Apple Leadership Apple, Inc. Investor Relations Apple, Inc. Tim Cook has taken a more conventional approach to managing Apple. Fewer decisions flow through Cook directly, which makes it possible for Apple to handle more tasks in parallel.
One of Cook's first moves after taking over at Apple was to establish a matching-gifts program. He also expanded Apple's mergers and acquisitions department, giving the company the ability to consider several deals simultaneously without involving Cook in the details.
Since taking over at Apple, Tim Cook has tried to capitalize on Apple's status as the only technology company that is also a luxury brand. In , Apple purchased Beats , a company that makes high-priced headphones as well as a streaming music service. And rather than folding Beats into Apple, as Jobs would likely have done, Cook will allow it to continue operating as an independent subsidiary.
More than half of Apple's revenue comes from iPhones. Macs and iPads are also significant revenue sources. Here is the data from Apple's fiscal year, which ended on September 30, No company is better than Apple at building devices that are powerful, beautiful, and easy to use. Over the last four decades, Apple has produced some of the most beloved products in the technology industry, including the Macintosh, iPod, iPhone, and iPad.
How does Apple do it? A big factor is the distinctive approach to designing products pioneered by Steve Jobs. It helps that Apple develops so much of its technology in-house. Most technology products are highly modular—most Dell computers, for example, have chips from Intel and an operating system provided by Microsoft. Apple products are different. Apple even sells iPhones in Apple-designed retail stores.
Steve Jobs believed that this kind of vertical integration was essential to creating a great user experience. When hardware and software are designed by different companies, it's more difficult to make them work together seamlessly.
Creating the whole product allows Apple designers to control every aspect of the user experience and ensure that everything lives up to Apple's exacting standards. In , Steve Jobs called the team that created Apple's MobileMe online service to an auditorium and asked a question: "Can anyone tell me what MobileMe is supposed to do?
MobileMe suffered from crippling reliability problems, and it was neither the first or the last time Apple's online services have disappointed customers. Apple has run four online services in the last 15 years — iTools in ,. Mac in , MobileMe in , and iCloud in All have been plagued by reliability and performance issues. And when Apple replaced Google Maps for iPhone with Apple's own mapping app in , the app was widely panned by users.
Apple's poor track record at creating online services is a reflection of the same design-focused development process that allows Apple to create beautiful gadgets. Apple obsessively focuses on the user experience, ensuring that everything the user sees and touches is excellent.
That works great for designing gadgets like the iPod and iPhone. The problem is that creating reliable online services requires paying attention to a lot of details that aren't apparent to the user. Services like iCloud, which helps users to keep their music, photos, and other data synchronized among their devices, depend on a lot of complex behind-the-scenes infrastructure that can't easily be tested in a laboratory.
A key issue is what engineers call scalability: an online service that works flawlessly when tested by people may grind to a halt when it has to serve a million real users. Scalability isn't an issue for a gadget like an iPod, so Apple's intensive pre-release testing is a good way to make sure the product is ready for market.
But no amount of pre-release testing will reveal scaling problems. Rather, engineers must think on their feet, fixing scaling problems on the fly as they're revealed by real-world use. That requires a flexible, decentralized structure — exactly the opposite of Apple's tightly controlled and regimented approach to product development. Apple is a company with a strong corporate culture. Apple employees are proud to work for one of the most successful companies in the world, and they make significant sacrifices to work on products that could change the world.
Get your holiday gifts on time. See when to order. Learn more. View in AR. Up to 16GB unified memory. Maximum configurable storage 1. Retina display 2. Up to 18 hours battery life 3. Up to 20 hours battery life 4. Up to 64GB unified memory. Liquid Retina XDR display 2. Up to 21 hours battery life 5. Retina display 6. Configurable with Magic Keyboard with Numeric Keypad.
Also available with Intel Core i5 or i7 processor. GPU 7. Up to 16GB unified memory 8. Learn more about free delivery. Learn more about Monthly Installments. Have a question? Call a Specialist or chat online. Contact us. Powerful creativity and productivity tools live inside every Mac — apps that help you explore, connect, and work more efficiently.
Safari has innovative features that let you enjoy more of the web. In even more ways. Built-in privacy features help protect your information and keep your Mac secure. An updated start page helps you easily and quickly save, find, and share your favorite sites. And Siri suggestions surface bookmarks, links from your reading list, iCloud Tabs, links you receive in Messages, and more.
Learn more about Safari. Jobs and Wozniak hired computer designers, started a production line and took the company public in Apple began to turn out products with a focus on design and ease of use, including the graphical user interfaces GUIs and pointing devices — mice — that the company popularized.
In , Apple debuted the Macintosh, the first personal computer to be sold without a programming language and the first mass-market PC with an integral GUI. While sales of the Macintosh were initially good, they sagged due to its technical limitations, and the company entered a period of less successful ventures and internal contention. Steve Jobs' leadership style at this time was chaotic and confrontational until he resigned in September , along with a number of other Apple employees, to found NeXT.
Apple struggled with sales and product development through , when — weeks away from bankruptcy — Apple purchased Job's company for its NeXTSTEP operating system and to bring Steve Jobs back to a leadership position at Apple. During his time away from Apple, Jobs learned many lessons about not only managing a company successfully but also about what drives innovation and how to anticipate consumer needs.
After that, Apple went on to develop numerous pieces of hardware and software, as well as services, including the iPod and associated iTunes Store. With the switch to Intel processors in , Apple became a major contender in the laptop sector. In , Apple began its long line of successes with mobile devices, including the now-ubiquitous iPhone, which sold , units in its first 30 hours of sales.
Apple continued to see success with the iPhone, iPod Touch, and iPad. Jobs stayed on as Apple's chairman until his death on October 5, Steve Jobs left a formidable legacy, and Apple continued to follow many of his principles and adhered to his vision even after his death. Steve Jobs endeavored to create the company in his likeness and to instill in its leadership an understanding of his technology and business philosophy.
The primary tenet of this philosophy is the creation of a culture of innovation at Apple that drives its products and research.
Steve Jobs' view was that technology for technology's sake is meaningless unless it is tied to elegant form, function and ease of use. He felt that using a computer should be easy and intuitive. Two other pillars mark Steve Jobs' legacy. One is the special program for management at Apple.
It functions like an "Apple University," instilling executives and directors with Apple's principles and vision as distilled by Jobs. Whenever an executive-level manager or director is hired at Apple, they go through the program so that all of Apple's management is on the same page and led by the same principles and philosophy.
This, along with Apple's organizational structure, continues to instill Apple with a unity of vision and design in its products.
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