我从乔布斯身上学到什么,纪念乔布斯

1、What I learned from Steve Jobs我从Steve Jobs身上学到了什么by Guy Kawasaki October 8, 2011 8:33 AM PDT Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I dont want any lessons

2、 to be lost or forgotten, so here is my list of the top 12 lessons I learned from Steve Jobs.有很多人都说过曾经在Steve Jobs身上学到了什么。但只有少数的人能和他一起共事并有和他一起工作的经历。我不希望有一天忘了这些宝贵的经验，所以我归纳写下了从Steve Jobs学到的12点经验。1. Experts are cluelessExpertsjournalists, analysts, consultants, bankers, and gurus cant “do” so they “advi

3、se.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest

4、shortcomings of Macintosh in the mid 1980s were the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but dont always listen to them.专家是无知的专家记者，分析师，顾问，银行家和大师们都不可以“做”所以他们“建议”。他们可以告诉你你的产品有什么错处，但是他们却不能做一个好的。他们可以教你怎样去卖一个东西

5、，但是他们自己却不能卖。他们可以告诉你怎样去组织一支好队伍，但是他们只能管理秘书。例如，有专家告诉我们，在20世纪80年代中期的Macintosh上两个最大的缺点是缺乏打印机驱动程序和Lotus 1-2-3(一种类似EXCEL的程序)；另外一位专家建议收购Compaq。要听专家们说什么，但是不要常常听取他们的意见。2. Customers cannot tell you what they need“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steves br

6、ain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”that is, better sameness, not revolutionary change. They can describe their desires only in terms of what they are already usingaround the time of the introduction of Macintosh, all tha

7、t people said they wanted was a better, faster, and cheaper MS-DOS machine. The richest vein for tech startups is creating the product that you want to usethats what Steve and Woz did.客人永远不能告诉你他们需要的是什么“苹果的市场调查”是一个矛盾。苹果焦点小组像是Steve的右脑向左脑谈话。如果你问客人他们想要什么，他们会告诉你“更好，更快和更便宜”那是，更好的同一性而不是革命性的变化。他们只可以在已经使用的前提

8、下形容他们的愿望-在格的刚推出Macintosh，所有人只说到他们想要更好，更快，更便宜的MS-DOS机器。靠技术创业就是为人们创造人们想要的产品-那就是Steve和Woz所做的事情。3. Jump to the next curveBig wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. T

9、hink of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond? 跳转到下一阶段当你超出更好的同一性就能得到最大的胜利。最大的针式打印机公司引进了更多尺寸的新字体。苹果公司推出了新的技术：镭射打印。想想切冰机，冰工厂，和冰箱公司的关系。 相对于”冰”的1.0,2.0和3.0版本. 那你现在依然会在冬天结了冰的池塘里砸取冰块吗？4. The bigge

10、st challenges beget best workI lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did our best

11、 work because we had to do our best work to meet the big challenges.最大的挑战能让你做到最好的结果我曾经很害怕Steve会说我或者我的工作是没用的。尤其是对于外界，这种担心对我是很大挑战。和IBM，然后微软的竞争是个很大的挑战.改变世界更是个巨大的挑战.面临巨大的挑战，我和我之前或者之后的全体苹果员工竭尽所能地工作。因为,我们只能把工作做到最好来去面对这些巨大的挑战.5. Design countsSteve drove people nuts with his design demandssome shades of bla

12、ck werent black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was a perfectionist, and he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.设计方面Steve设计出来的东西会令人发疯例如:产品黑色深浅达不到要求,或者说不够黑。其他人

13、认为黑色的就是黑色的，就像一个垃圾桶就是一个垃圾桶,没有太多的区别。但是Steve是一个完美主义者。他一直坚持,但他是正确的：在设计方面,绝大部分人只会意识到要做好,但不是全部,只有少部分人真正关心并做到很认真地把事情做好。The Apple iPhone, officially unveiled at the Macworld trade show on January 9, 2007, was arguably the single most anticipated gadget in the history of the high-tech and consumer electronic

14、s industries. (Credit: Declan McCullagh/CNET)2007年1月9日，苹果IPHONE在MACWORLD展会上正式亮相，可以说是在高科技和消费电子行业历史上最值得期待的产品。6. You cant go wrong with big graphics and big fontsTake a look at Steves slides. The font is 60 points. Theres usually one big screenshot or graphic. Look at other tech speakers slideseven the

15、 ones who have seen Steve in action. The font is 8 points, and there are no graphics. So many people say that Steve was the worlds greatest product introduction guy. Dont you wonder why more people dont copy his style?大型图片和大的字体是不会错的看看Steve的幻灯片。60号的字体和通常有一个大的屏幕截图或图形。看看其它科技公司的宣传幻灯片就算是那些看过Steve的宣传演讲的，字

16、体只是8号而且还没有如何的图案。所有很多人说，Steve是世界上最伟大的产品介绍人。难道你没想过为什么这么多人都学不了他的风格吗？7. Changing your mind is a sign of intelligenceWhen Apple first shipped theiPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone.Safari Web apps were

17、 the way to go until six months later when Steve decided, or someone convinced him, that apps were the way to gobut of course. Duh! Apple came a long way in a short time from Safari Web apps to “theres an app for that.”智能的标志就是改变你的想法当苹果最早推出IPHONE的时候是没有预装任何的应用程序的。Steve认为帮客人预装应用程序是坏事，因为你永远不知道人们会对自己的手机要

18、做什么，直到六个月后，Steve才决定为IPHONE预装了Safari浏览器的网络应用程序，可能有人说服了他。但这个决定是正确的 那是当然的！ 苹果的事业一日千里就是Safari网络程序开始的:“IPHONE至少有一个程序了”。8. “Value” is different from “price”Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matterswhat is impo

19、rtant, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool thats made. Its pretty safe to say that no one buys Apple products because of their low price.“价值”并不等同“价格”如果你购买东西的时候是以价格为标准的话那么你会很痛苦。如果你单靠价格来对比物品的话,你会有更多的痛苦。价格不是问题的全

20、部那么什么是最重要的呢?至少对某些人来说是价值。对于培训，支持和使用最好的工具都是价值的一部分。我很有把握地说，没有人是因为价格便宜而买苹果的产品的。9. A players hire A+ playersActually, Steve believed that A players hire A playersthat is people who are as good as they are. I refined this slightlymy theory is that A players hire people even better than themselves. Its cle

21、ar, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called “the bozo explosion” to happen in your organization.一位A级的人员会聘请一位A+级的人员其实，Steve认为A级的人员会聘请A级人员那就是和你一样强的人。我对这有不同的理解我的理论是A级人员会聘用甚至比自己强的人。很显然的

22、，B级人员会聘用C级人员因为这样的话他们会有优越感，而C级人也会聘用D级的人。如果你开始聘用B级人员的话，那就期待着Steve所说的“笨蛋爆炸”发生在你的公司。10. Real CEOs demoSteve Jobs could demo a Pod, Pad, Phone, andMac two to three times a year with millions of people watching, why is it that many CEOs call on their vice president of engineering to do a product demo? May

23、be its to show that theres a team effort in play. Maybe. Its more likely that the CEO doesnt understand what his/her company is making well enough to explain it. How pathetic is that?他是真正CEO的示范Steve Jobs可以在一年内，几百万人面前介绍POD，PAD，PHONE和MAC两到三次，为什么很多其他公司的CEO要让他们的技术副总裁来介绍自己的产品呢？有可能是为了展示团体精神。但更有可能的是，这些CEO们

24、对于自己的公司所制造的产品不够了解而不能为客户讲解。这是多么可怜的事情啊？11. Real CEOs shipFor all his perfectionism, Steve could ship. Maybe the product wasnt perfect every time, but it was almost always great enough to go. The lesson is that Steve wasnt tinkering for the sake of tinkeringhe had a goal: shipping and achieving worldwi

25、de domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?真正的CEO精神对于他追求完美的精神，在Steve身上可以看得到。也许每个产品都不是最完美的，但他每次都力求完美。在这个思想上，Steve没有为要修补而做修补他有一个目标：领导全球科技理念和现有的全球市场,不断创新。苹果公司是一家以工程设计为核

26、心的公司，而不是一家以研究为核心的公司。你会想做哪一家呢：苹果公司还是施乐？Unique + Valuable = Has a market独特+有价值的=有市场12. Marketing boils down to providing unique valueThink of a two-by-two matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom ri

27、ght: valuable but not uniqueyoull have to compete on price. Top left: unique but not valuableyoull own a market that doesnt exist. Bottom left: not unique and not valuableyoure a bozo. Top right: unique and valuablethis is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels. 提供独特价值产生新的市场想像一个2X2的模型。垂直轴量度到你的产品和其他竞争产品的不同。水平轴量度你的产品的价值。右下角：有价值但是不独特你将要在价钱上对比。左上角：独特但是没价值你将拥有一个不存在的市场。左下角：不独特和没价值你是一个笨蛋。右上