His stories explain the symbiotic relationship between software and product development for those who have never dreamed of programming a computer, and reveal what it was like to work on the cutting edge of technology at one of the world's most admired companies. A5 E87 This book tells the story of Apple's evolution from the inside and its initial conception, when Steve was first driven by the power of design to establish it as the strategic core of Apple's business model.
It is also for the millions of Apple users, admirers, fans, and critics who may be curious about the origins of the products and the brand they feel so deeply about. Here is the story of the most amazing creative journey, which had to overcome tremendous opposition, both inside Apple and across the wider technology industry. U62 E45 Jay Elliot was hired personally by Steve Jobs, just in time to accompany him on the last of his historic visits to Xerox's Palo Alto Research Center, the visits that changed the course of computing.
As Senior VP of Apple, Jay served as Steve's right-hand man and trouble-shooter, overseeing all corporate operations and business planning, as well as software development and HR. 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.
Although the Apple II was still selling, Apple as a company was in trouble when the s began. The release of the Macintosh was a leap forward for Apple.
Disappointing revenues from the Macintosh and internal struggles for control led to Apple's board dismissing Jobs in favor of John Sculley some sources say Jobs decided to leave. Under Sculley, Apple started growing its product lines.
It created new products, including laser printers, Macintosh Portable, PowerBooks, the Newton, and much more. Apple products continued to sell at a premium, so the margins were generous for Apple and led to strong financial results. During the same period, however, cheaper computers running Windows were serving a far larger middle market , while Windows also benefited from powerful Intel processors.
By comparison, Apple seemed to be stalling. Amelio eventually set about addressing some of these issues by buying NeXT Inc. From the Macintosh onward, Apple has either been a reflection of or a reaction to Steve Jobs. In the Macintosh, Apple was trying to create a machine that made computing simple and enjoyable.
In particular, Jobs was out to create a user experience that would convince everyone to buy a Mac. He thought customers could not understand the value of a product until they were actually using it. Unfortunately, Jobs was ahead of his time in —precisely 12 years ahead of his time. When Jobs overthrew Amelio and took Apple's reins once more in , the hardware had caught up to his vision for all things digital. He launched the iMac with a strong marketing campaign featuring the "Think Different" slogan.
Although Jobs is often given credit for spending the money and time on marketing, excellent marketing and branding have always been key to Apple's growth. The real difference between the iMac and all the products preceding it was the beauty and design. It was not a tower and monitor setup like every other PC on the market.
In , the iMac was the most aesthetically pleasing machine on the market. It was the computer no one knew they wanted until they saw it. It was elegant and, thanks to the OS upgrade, it was user-friendly. The iMac was just the start as Apple released a string of hit products that reflected the new focus on elegance and user experience.
The iPod became the category killer in MP3 players, and the iPhone essentially launched and then dominated the smartphone market. The iPad then somehow convinced millions of people that they needed yet another screen to consume content.
All these devices were perceived as being better in quality—and certainly in design—than competing products. Jobs was relentless on design and indoctrinated the entire culture of Apple into the art of design. The other point he brought Apple back to in his second tenure is the ease of use.
After a few minutes of using the wheel on an iPod or tapping icons on an iPad, these new forms of control became part of the simplicity that makes Apple appealing. Now every product update from Apple is anticipated by the media and the general public, in addition to the fans that the company had from the start.
More importantly, all of these products moved Apple into a new business model of creating a tight ecosystem of hardware, software, and content. Apple didn't create iTunes to be a simple program for users to transfer MP3s onto iPods, as was the case with many other manufacturers' offerings.
Instead, the company attacked the concept of an album by breaking them into songs that would be sold individually at a fraction of the whole album's price. It got to the point that Apple's board specifically instructed Sculley to "contain" Jobs. Things came to a head in when Jobs tried to stage a coup and oust Sculley — but Apple's board of directors took Sculley's side and removed Jobs from his managerial duties. A furious Jobs quit and went on to found NeXT, a computer company making advanced workstations where he had total control.
Wozniak left around the same time in , saying that the company was going in the wrong direction. He sold most of his shares. With Jobs gone, Sculley had a free hand at Apple.
At first, things seemed great, and Apple introduced its PowerBook laptop and System 7 operating system in System 7 introduced color to the Macintosh operating system, and would stick around with updates until OS X was released in The s would see Apple get into lots of new markets, none of which really worked out.
Possibly the most famous Apple flop of the '90s was 's Newton MessagePad, which was Sculley's own brainchild. Most software was written for Intel processors, plus they got cheaper and cheaper over the years. At the same time, Microsoft's influence was on the rise. Macs offered an excellent, but limited, library of software on expensive computers. Meanwhile, Microsoft was selling Windows 3. Between the high-profile flops and the costly decision to move to PowerPC, Apple's board had had enough.
After Apple missed on its first quarter earnings in , Sculley stepped down and was replaced as CEO by Michael Spindler, a German expatriate who had been with Apple since Spindler had the unfortunate job of following through with Sculley's big PowerPC mistake. In , the first Macintosh running on a PowerPC was released.
But Apple's fortunes continued to sag as Windows took off. Amelio's tenure was equally troubled. Under his reign, Apple stock hit a year low largely because Steve Jobs himself sold 1. On the July 4 weekend that same year, Jobs would stage a boardroom coup and convince Apple's board to install him as interim CEO.
Amelio resigned a week later. It was a new era for hardware and software, too. It is world famous for the laser printer, mouse, ethernet networking and other technological accomplishments. By the year , the competition was growing difficult with IBM and Microsoft in the market. Apple released Apple III in the same year to compete with these companies in the corporate computing market.
The Apple III was not as successful due to a design flaw. In order to reduce noise, Jobs insisted computers not have fans or vents which in turn created problems due to dangerous overheating.
Unfortunately, Jobs was removed from the Lisa team due to infighting and became a part of the low-cost-computer project, the Macintosh. Lisa was released in and met with disastrous sales due to its high price and limited software support.
After being replaced from the Lisa team, Jobs became the lead of the Macintosh team. The Apple Macintosh is known as the most user-friendly computer to date. It is also known as the first mass-market personal computer to feature an integral GUI and mouse.
Even though the graphics hardware used was very expensive, Apple decided to sell the Macintosh for a price that would put it in the reach of home users. It had a carrying handle which made it portable and it looked friendly too.
It was good value for the money although not cheap. Or do you want to come with me and change the world? Moreover, Jobs liked doing things his own way while Sculley wanted strict oversight on future products as both Lisa and the Macintosh had not been able to compete with IBM and others at the time. In , as friction grew between Jobs and Sculley, Jobs attempted to oust Sculley by staging a coup which then backfired.
Jobs then quit his job and founded a new company making advanced workstations name NeXT. Steve Wozniak too left around the same time selling most of his shares saying the company was going in the wrong direction. With Jobs now out of the company, the board was free to think what kind of machines Apple was going to produce. They decided to target high-end markets with more expensive Macs. Steve Jobs was opposed to the idea of hiking the prices and so it was only after he left that they could implement this policy.
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