STEVE JOBS DE BIOGRAFIE EPUB
EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than show the admixture of sensitivity and insensitivity, bristliness and de tachment, that would. Steve Jobs La Biografia pixia-club.info pixia-club.info Identifier-arkark://t2kz. OcrABBYY FineReader. La biografía definitiva de Steve Jobs La muerte de Steve Jobs ha Life y Kissinger: A Biography, y es coautor, con Evan Thomas, de The Wise Men: Six Friends.
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Editorial Reviews. Review. Reseña: «El fallecimiento de Steve Jobs ha precipitado un alud de . Jobs is certainly not an attractive subject for a biography. Are you looking for a summary of the Steve Jobs Biography? much time on biographies (he also wrote Leonardo da Vinci, Benjamin Franklin. Steve Jobs a biography by Romain Moisescot. Table of Contents. (clickable links) . Youth. The Apple I. Apple's early days. Success and failures. Macintosh.
The essence of Jobs, I think, is that his personality was integral to his way of doing business. His petulance and impatience were part and parcel of his perfectionism. One of the last times I saw him, after I had finished writing most of the book, I asked him again about his tendency to be rough on people. And as he battled his final illness, Jobs was surrounded by an intensely loyal cadre of colleagues who had been inspired by him for years and a very loving wife, sister, and four children.
So I think the real lessons from Steve Jobs have to be drawn from looking at what he actually accomplished. I once asked him what he thought was his most important creation, thinking he would answer the iPad or the Macintosh.
Instead he said it was Apple the company. Making an enduring company, he said, was both far harder and more important than making a great product. How did he do it? Business schools will be studying that question a century from now. Here are what I consider the keys to his success. Focus When Jobs returned to Apple in , it was producing a random array of computers and peripherals, including a dozen different versions of the Macintosh.
All other products should be canceled. There was a stunned silence. But by getting Apple to focus on making just four computers, he saved the company. Jobs would write them down—and then cross off the ones he decreed dumb.
I, Steve: Steve Jobs In His Own Words
After much jockeying, the group would come up with a list of He relentlessly filtered out what he considered distractions.
Colleagues and family members would at times be exasperated as they tried to get him to deal with issues—a legal problem, a medical diagnosis—they considered important. But he would give a cold stare and refuse to shift his laserlike focus until he was ready.
Near the end of his life, Jobs was visited at home by Larry Page, who was about to resume control of Google, the company he had cofounded. Even though their companies were feuding, Jobs was willing to give some advice. Figure out what Google wants to be when it grows up, he told Page. What are the five products you want to focus on?
To see what that means, compare any Apple software with, say, Microsoft Word, which keeps getting uglier and more cluttered with nonintuitive navigational ribbons and intrusive features.
Jobs learned to admire simplicity when he was working the night shift at Atari as a college dropout. Insert quarter. Avoid Klingons. Hovey complied. Jobs aimed for the simplicity that comes from conquering, rather than merely ignoring, complexity.
Achieving this depth of simplicity, he realized, would produce a machine that felt as if it deferred to users in a friendly way, rather than challenging them. They knew that simplicity is not merely a minimalist style or the removal of clutter.
In order to eliminate screws, buttons, or excess navigational screens, it was necessary to understand profoundly the role each element played. He insisted on being able to get to whatever he wanted in three clicks. One navigation screen, for example, asked users whether they wanted to search by song, album, or artist. At first the team members were taken aback, but then they realized the button was unnecessary. Likewise, when Jobs was shown a cluttered set of proposed navigation screens for iDVD, which allowed users to burn video onto a disk, he jumped up and drew a simple rectangle on a whiteboard.
You drag your video into the window. In portable music players and ways to acquire songs online fit that description, leading to the iPod and the iTunes Store. Mobile phones were next.
Jobs would grab a phone at a meeting and rant correctly that nobody could possibly figure out how to navigate half the features, including the address book. At the end of his career he was setting his sights on the television industry, which had made it almost impossible for people to click on a simple device to watch what they wanted when they wanted. Take Responsibility End to End Jobs knew that the best way to achieve simplicity was to make sure that hardware, software, and peripheral devices were seamlessly integrated.
An Apple ecosystem—an iPod connected to a Mac with iTunes software, for example—allowed devices to be simpler, syncing to be smoother, and glitches to be rarer.
The more complex tasks, such as making new playlists, could be done on the computer, allowing the iPod to have fewer functions and buttons.
Jobs and Apple took end-to-end responsibility for the user experience—something too few companies do.
From the performance of the ARM microprocessor in the iPhone to the act of buying that phone in an Apple Store, every aspect of the customer experience was tightly linked together. Both Microsoft in the s and Google in the past few years have taken a more open approach that allows their operating systems and software to be used by various hardware manufacturers. That has sometimes proved the better business model. But Jobs fervently believed that it was a recipe for to use his technical term crappier products.
But it was also driven by his passion for perfection and making elegant products. It was an approach that did not always maximize short-term profits, but in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by delightful user experiences. Being in the Apple ecosystem could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the altar of openness or by letting a thousand flowers bloom.
When Behind, Leapfrog The mark of an innovative company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds itself behind.
That happened when Jobs built the original iMac. People with PCs were downloading and swapping music and then ripping and burning their own CDs. The result was the combination of iTunes, the iTunes Store, and the iPod, which allowed users to buy, share, manage, store, and play music better than they could with any other devices.
After the iPod became a huge success, Jobs spent little time relishing it. Instead he began to worry about what might endanger it.
One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod sales by creating the iPhone. And in the long run he got the balance right: Focus on making the product great and the profits will follow.
[P.D.F] Steve Jobs: de biografie [P.D.F]
John Sculley, who ran Apple from to , was a marketing and sales executive from Pepsi. He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined.
It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. Instead of relying on market research, he honed his version of empathy—an intimate intuition about the desires of his customers.
He developed his appreciation for intuition—feelings that are based on accumulated experiential wisdom—while he was studying Buddhism in India as a college dropout.
He made products that he and his friends wanted. For example, there were many portable music players around in , but Jobs felt they were all lame, and as a music fanatic he wanted a simple device that would allow him to carry a thousand songs in his pocket.
An early example was when Jobs was on the night shift at Atari and pushed Steve Wozniak to create a game called Breakout. Woz said it would take months, but Jobs stared at him and insisted he could do it in four days. Woz knew that was impossible, but he ended up doing it.
Those who did not know Jobs interpreted the Reality Distortion Field as a euphemism for bullying and lying. But those who worked with him admitted that the trait, infuriating as it might be, led them to perform extraordinary feats. Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma- which is living with the results of other people's thinking.
Don't let the noise of others' opinions drown out your inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary. And the carrot is: We're gonna offer you a better experience The book "i, Steve" is not really a book but a collection of SJ quotes from various sources which is clearly stated. Though the only context for each quote is the name of the publication or event and Well, I am an admirer of Steve Jobs, therefore this "book" has a hard time disappointing in that regard.
Though the only context for each quote is the name of the publication or event and year it originated from, not so much the backstory that led to the quotes. Disjointed but a super quick read.He always Jobs abandoned along the way re- considered simplicity, functionality, tained a grudging respect for his and consumer appeal before cost ef- positive qualities — and a few even ficiency, sales volume, or even profit.
When asked about the accuracy of the film's portrayal of Jobs, Wozniak replied: "In real life, to real people, that's the way he could be, very sharp, although never quite as much as in the movie. However, in January , Jobs announced he was going on medical leave. Jobs and Apple took end-to-end responsibility for the user experience—something too few companies do.
Photo District News. Jobs delayed the product until the change could be made.