喬布斯的成功之道
喬布斯的去世，讓全球哀思瀰漫。以下是小編為大家整理的關於，歡迎閱讀!
喬布斯成功之道：想你想不到
"想你想不到的觀念，做你做不出的產品"，應該是喬布斯能夠成為科技界風雲人物的重要原因之一。他使科技從龐然大物變成能放進口袋，把娛樂從唱盤轉為數位。他推出的東西不僅僅是"新產品"，更重要的是能夠把人類的生活帶入一個"新領域"。
Apple I，開創了電腦"個人化"的新理念;Apple II，把電腦由少數玩家的禁臠，推廣成大眾化的產品，也讓他在廿五歲時成了億萬富翁。"麗莎"雖讓他初嘗敗績，但他將繪圖介面、視窗與滑鼠納入個人電腦，不僅為後續的"麥金塔"奠定成功基礎，也為個人電腦建立標準規格，至今未被取代。
接下來的iMac，促成網路全球化的風潮。進入廿一世紀，喬布斯更是連戰皆捷，iPod把隨身聽帶入了數位化的時代，iPhone掀起了觸控風潮，iPad則讓平板電腦得以實現。
高科技業者的競爭，通常在於"數字"，例如產品處理速度多快，記憶體容量多大;然而技術性"數字"很容易被競爭者超越，因此，產品雖然不斷推陳出新，但"生命週期"愈來愈短。
其次，高科技業固然必須重視技術的創新，但更重要的是必須將新技術與消費者的需求緊密結合。蘋果本世紀以來多項新產品頻創佳績，在於能推出讓消費者"喜出望外"、帶動市場風潮的新產品，其他競爭廠商只能緊跟在後，靠著"提升功能"苦苦追趕。即使"後來居上"，但蘋果卻早已在另一項新產品的跑道上遙遙領先了。
喬布斯的成功關鍵，當然在於不斷"創新"。然而"創新"的重點並不在於技術層次，而是在於產品概念，所以喬布斯締造了蘋果的奇蹟，也改變了世界。
蘋果CEO談：
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挖了過來，當時喬布斯對他說了一句很是經典的商業名言：“你是希望一輩子賣糖水呢?還是希望抓住一個能夠改變世界的機會呢?”
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.
之後，喬布斯和Sculley一起作為聯合CEO共同運營蘋果公司，他們為蘋果帶來了世界級的技能***第一臺Mac電腦***、世界級的廣告***著名的廣告“1984”***和世界級的設計。然而雙方的互助瓜葛並未持續太久，眾所周知，當年Sculley為了能夠全權控制公司，通過在董事會上的鬥爭強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首次在公開場合談論喬布斯和他成功的祕訣，這是自從1993年他被蘋果炒掉之後，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，我學到了很多關於產品開發和市場營銷方面的經驗”，Sculley說，“令人敬佩的是，喬布斯到現在截止一直堅持著他的‘第一原則’”，此外他還增補道：“他的‘第一原則’一直沒有改變，我只看到他把這個原則運用得越來越好!”
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.
我是在奧克蘭機場相近的酒店大堂裡對Sculley進行採訪的，他剛剛參加完自己的投資基金會議，正在等著飛回東海岸的家。Sculley最初不太願意談論史蒂夫·喬布斯，這個他在蘋果時的同事，也是他的學生和老師。
“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麼接洽”，此次談話之前，Sculley在我們初次交流的Email中表示，“他仍然因為22年前被蘋果掃地出門而銘心鏤骨…我並無樂趣激怒他…我在蘋果的經歷已經成為古老的汗青，現在我有自己的生活，我也不會別有用心地去接受任何關於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 divulged Jobs’s first principles. Here, in Sculley’s words, is Steve Jobs’ methodology for building great products:
我努力向Sculley說明雖則我曾是喬布斯的超級粉絲，但我並無爆料的樂趣，我只是想知道：他是如何做到的? 在之後90分鐘的談話裡，Sculley向我透露喬布斯的“第一原則”，以下是Sculley所談到的史蒂夫·喬布斯是如何創造出巨大的產品的。
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、標緻的設計。
“我們倆都很喜歡標緻的設計，並且喬布斯以為應當從使用者體驗認識的角度著手進行設計…我們曾進修過義大利的設計師…我們一直在研究義大利的汽車設計，看看他們是如何選材、調配顏色以及提高產品舒程度適當的，當時在矽谷沒有人這樣做過，這應該是上世紀80年代在矽谷裡所發生的最深遠的一件事情。不過這依然不是我的主意，但我倒是能和這些扯上點瓜葛，畢竟我的樂趣和專業背景就是設計，這一切都是喬布斯的想法…有很多人並無認識到蘋果其實並不單單是家用電器腦公司，它還關於產品及營銷方面的設計工作，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、使用者體驗認識。
“他總是站在客戶的角度來考慮使用者體驗認識是怎樣的…使用者體驗認識是一個端到端的系統，無論是桌面排版還是iTunes，都是端到端系統的一部分，另外還包括生產製造、供應鏈、市場營銷和零售門面店等。”
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、不設重點團隊。
“史蒂夫說：‘要是一個人根本不知道基於圖形的計算機是什麼，我怎麼有可能會扣問他基於圖形的計算機應該是怎樣的呢?之前就沒有人見過這種東西。’舉例來講，他以為在向別人展示一款計算器的時候，完全沒有必要再把計算機的工作體式格局解釋給他們聽，因為這之間的差距太大了。”
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的細節，很是講究方法，同時很是謹慎，他是一個完美主義者。”
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 individuals 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。
“他當時以為電腦最終會成為消費類產品，這在上世紀80年代早期是個很讓人吃驚的想法，因為那時候的人們都以為個人電腦只不過是小一號的大型計算機，IBM就 是這樣以為的。另外有些人以為個人電腦更像是個遊戲機，因為早期的遊戲機很是簡單，可以連著電視一起玩…然而史蒂夫的看規則完全差別，他感覺到電腦將會改 變這個世界，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，它不是遊戲機，更不是由大變小的大型機…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。他是一個極簡主義者，他總是在削減一些元素，是產品達到最簡單的層次，這並不是簡化，而是簡明!作為系統設計者，史蒂夫要削減的是系統運作的複雜性。”
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、招聘最優秀的人才。
“史蒂夫總是能依靠自己的感覺找到最優秀、最聰明的人才。他獨特的氣質可以吸引別人插手他的團隊，並且他可以在產品還沒有做出來之前就讓大家相信他的眼光…他總能找出那一些專業領域裡最優秀的人才，而他也總是親自負責團隊的招聘工作，從不把這項工作交給別人做。”
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、專注於細節。
“從比力大的概念層面上來講，他為了‘改變世界’而工作;但在另外一個層面上，他很是關注工作中的每一個細節，比如如何開發一個產品，如何設計軟硬體、系統以及最終的應用，甚至是和蘋果相關的周邊產品等等…他總是親自參與廣告、設計和所有的事情。”
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 division. ”
9、保持小規模。
“另外一件事是史蒂夫並不喜歡至公司。他以為至公司充斥著權要主義，效率低下，他把這些公司稱作是‘笨蛋’——這就是他對自己所不喜歡的至公司的評論。史蒂夫有一個原則：Mac團隊成員總數不能超過100人，因此要是有人要插手進來，那麼就必須有人離開，這個原則具備很是典型的喬布斯特色：‘要是人數超過100個，那麼我將無法記住他們的名字，而我只想與熟悉的人一起工作。所以要是超過了100人，我們就必須改變組織結構了，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瞭解到每一件事情。’我在蘋果工作時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家的工作室，而史蒂夫就是一位技藝精湛的大師。他在公司裡來回巡視，針對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…當一位工程師把自己剛寫好的軟體程式碼展示給史蒂夫的時候，史蒂夫一遍之後就把它退還給他：‘這還不夠好!’他不斷強迫大家提高對自己的期望值，所 以員工們總是能完成那一些他們原本以為根本無法完成的工作…史蒂夫會不斷提升工作的魅力值，並以此激勵員工們，大家會激動萬分地以為自己就是巨大事業的一部 分。另一方面，他毫不留情地否定大家的工作，直到他感覺產品已經達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·蓋茨的一個首要區別在於——比爾也聰明過人——可是比爾對‘高品質’向來不感樂趣，他更傾向於統治市場，所以在他推出產品的時候，就是為了搶佔市場。史蒂夫從來不那樣做，他只鍾情於完美!”
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、系統思考者。
“在史蒂夫‘從使用者出發’的方法論和端到端系統思惟中，iPod無疑是一個很是棒的案例。史蒂夫總在關注著端到端系統，他不是一名設計師，但他卻是一個出色的系統思考者，這在其他公司你是看不到的，他們更傾向於專注某一部分，而把其他部分外包出去。要是你對iPod的情況有所瞭解，你會發現在中國的城市裡，所有和iPod相關的供應鏈的結構就和產品本身的設計一樣，對完美的追求讓供應鏈的結構都因為使用者體驗認識而改變，這是一種完全差別的看待物質的體式格局。”
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.
趁便說一句：我對Sculley進 行的採訪很是滿意，因為他所談到的很多不雅點和在我的書《進入史蒂夫的思維》中的描述相互吻合，在這本書裡，我對喬布斯的完美主義、極簡主義和精英主義分章 節進行了描寫，另外還有他們是如何打造出蘋果的業務系統的，其中還有一個部分首要介紹了喬布斯所建立的系統。能和一位曾與喬布斯一起共事的蘋果前CEO進行會話很是讓人激動，同時那一些與自己以往的看法不謀而合的不雅點也的確讓我感覺不可思議! 要是您通過本文有所收穫，請輕輕點下“頂”以表支援!