What Would Steve Jobs Do? How the Steve Jobs Way Can Inspire Anyone to Think Differently and Win by Peter Sander
Authors: Peter Sander
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but you can’t translate that expertise into a premise or a vision thatyour team can use, you won’t get anywhere at producing market-beating, market-
defining
products. The message: leadership doesn’t just stop with knowing the customer; that probably isn’t a surprise. You need to expand that customer sense into a vision that the rest of the organization can use. That’s the subject of Chapter 5 .
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JUST ANOTHER INNOVATION BOOK?
What Would Steve Jobs Do?
may be starting to sound like a book on the topic of innovation. There are many such books. We can’t talk about Steve Jobs without talking about innovation. Good leadership requires good innovation; without it, you aren’t really leading, but rather fighting a rearguard action in the marketplace.
Good innovation is one of the major differences between leading and following, no matter what you’re doing in the enterprise. So no, it’s not a stand-alone topic. Innovation is a part of leadership, and customer knowledge is part of innovation. These principles apply whether you’re making personal computers or potato chips.
----
----
W HAT W OULD S TEVE J OBS D O ?
• Be in charge of customer sense and of conveying that sense to the organization.
• Don’t delegate or outsource that task.
• Don’t assume that customers will know or tell you what they want.
• Think about customer pain and what causes it.
• Think about “deep needs.”
• Consider the whole product.
• Consider what would surprise and delight your customer.
• Never stop adding to your customer knowledge.
----
CHAPTER 5
VISION
When Steve believes in something, the power of that vision can literally sweep aside any objections or problems. They just cease to exist.
—Trip Hawkins, former Apple VP
Strategy & Marketing
From the stage at Macworld 2007, on January 7, 2008, dressed in his trademark black turtleneck, faded jeans, and a pair of white sneakers, Steve Jobs, as he usually did, captured the day:
This is a day I’ve been looking forward to for 2½ years. Every once in a while, a revolutionary product comes along and changes everything (and, first of all, one’s very fortunate if you get to work on ONE of these in your career). Apple is very fortunate. It has been able to introduce a few of these into the world. In 1984, we introduced the Macintosh. It didn’t just change Apple. It changed the whole computer industry [applause]. In 2001, we introduced the first iPod. And, it didn’t just change the way we all listened to music. It changed the entire music industry. Well, today, we’re introducing THREE revolutionary products of this class. The first one is a wide-screen iPod with touch controls [applause]. The second is a revolutionary mobile phone [applause], and the third is a breakthrough Internet communications device [applause].
So, three things.
A wide-screen iPod with touch controls. A phone. And an Internet communications device.
An iPod. A phone. And an Internet communicator. An iPod. A phone. And an Internet communicator.
Are you getting it? These are not three separate devices. This is one device. And we are calling it iPhone [steady applause].
Today, Apple is going to reinvent the phone. And here it is (a picture of an iPod with a rotary dial on it, laughter).
No, really, here it is [pulls one from his pocket and holds it up for his audience].
We all know the rest of the story. The iPhone changed the mobile phone industry.
That was 2007, and this is now. Jobs and his team did it again. They synthesized the form and features of the iPhone with the size and scope of the PC, and created the iPad. The iPad is currently changing the entire personal computing industry.
What’s next?
We don’t know for sure. What we do know is that time and time again, Steve Jobs and Apple changed the game. Time and time again, they came up with the “wow” solution that bundled technologies to leapfrog the competition.
defining
products. The message: leadership doesn’t just stop with knowing the customer; that probably isn’t a surprise. You need to expand that customer sense into a vision that the rest of the organization can use. That’s the subject of Chapter 5 .
----
JUST ANOTHER INNOVATION BOOK?
What Would Steve Jobs Do?
may be starting to sound like a book on the topic of innovation. There are many such books. We can’t talk about Steve Jobs without talking about innovation. Good leadership requires good innovation; without it, you aren’t really leading, but rather fighting a rearguard action in the marketplace.
Good innovation is one of the major differences between leading and following, no matter what you’re doing in the enterprise. So no, it’s not a stand-alone topic. Innovation is a part of leadership, and customer knowledge is part of innovation. These principles apply whether you’re making personal computers or potato chips.
----
----
W HAT W OULD S TEVE J OBS D O ?
• Be in charge of customer sense and of conveying that sense to the organization.
• Don’t delegate or outsource that task.
• Don’t assume that customers will know or tell you what they want.
• Think about customer pain and what causes it.
• Think about “deep needs.”
• Consider the whole product.
• Consider what would surprise and delight your customer.
• Never stop adding to your customer knowledge.
----
CHAPTER 5
VISION
When Steve believes in something, the power of that vision can literally sweep aside any objections or problems. They just cease to exist.
—Trip Hawkins, former Apple VP
Strategy & Marketing
From the stage at Macworld 2007, on January 7, 2008, dressed in his trademark black turtleneck, faded jeans, and a pair of white sneakers, Steve Jobs, as he usually did, captured the day:
This is a day I’ve been looking forward to for 2½ years. Every once in a while, a revolutionary product comes along and changes everything (and, first of all, one’s very fortunate if you get to work on ONE of these in your career). Apple is very fortunate. It has been able to introduce a few of these into the world. In 1984, we introduced the Macintosh. It didn’t just change Apple. It changed the whole computer industry [applause]. In 2001, we introduced the first iPod. And, it didn’t just change the way we all listened to music. It changed the entire music industry. Well, today, we’re introducing THREE revolutionary products of this class. The first one is a wide-screen iPod with touch controls [applause]. The second is a revolutionary mobile phone [applause], and the third is a breakthrough Internet communications device [applause].
So, three things.
A wide-screen iPod with touch controls. A phone. And an Internet communications device.
An iPod. A phone. And an Internet communicator. An iPod. A phone. And an Internet communicator.
Are you getting it? These are not three separate devices. This is one device. And we are calling it iPhone [steady applause].
Today, Apple is going to reinvent the phone. And here it is (a picture of an iPod with a rotary dial on it, laughter).
No, really, here it is [pulls one from his pocket and holds it up for his audience].
We all know the rest of the story. The iPhone changed the mobile phone industry.
That was 2007, and this is now. Jobs and his team did it again. They synthesized the form and features of the iPhone with the size and scope of the PC, and created the iPad. The iPad is currently changing the entire personal computing industry.
What’s next?
We don’t know for sure. What we do know is that time and time again, Steve Jobs and Apple changed the game. Time and time again, they came up with the “wow” solution that bundled technologies to leapfrog the competition.
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