Ateneo Innovation Class Ce195.2 : Inside Steve's Brain Book Report

8/14/2019 Ateneo Innovation Class Ce195.2 : Inside Steve's Brain Book Report

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The making of Steve Jobs

Amelio purchased Jobscompany, NeXT and madehim special advisor

Jobs started out as an interim

CEO after Amelio was kickedout

When Jobs took over, Applewas selling about 40different products ink-jetprinters to Newtonhandheld.

He went through the company

,piece by piece finding outwhere the assets were

. ,You don t need to take down notes If it s important .you ll remember it Steve Jobs

Steve

Jobs


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5

5:Perfectionism Product

Design and the Pursuit ofExcellence

Matthew Cua 4 BS MAC

Trina Khio 2 BFA ID


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6Don t Compromise

obsession withexcellence

, - - -He s a fussy pain in the assperfectionist who drivessubordinates crazy with his

.persnickety demands

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7

1999 iMAC

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,Design is function.not form

user experience the way the product works - (design centric Steve

)Jobs

: *design not surface*appearance elegance*efficiency

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ac oo years o es

Apple II Apple 1

Computers begin to be consumefriendly because of the

packaging

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VolksComputer : 1984 Mac128K

- - -e all in one non upgradable computer for the masses

,2 495,10 000M

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Avoid a serial

process

prototype productsbetween teams Apple lets them

prototypeeverything

, ,prototype prototypeprototype

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Generate & TEST

trial and error

manufacturing processe test new materialsMat

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Senior Vice President of IndustrialDesign* had four distinct themes in Apple sproduct design

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Respect materials.

new ways of manufa open to innovation

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Inside Steves BrainPassion: Putting a ding in thUniverse

.M ark Ed w ard S M an io

5 B S E C E 2 nd , -Semester SY 2009 2010


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The hero/assholerollercoaster

.Mark Edward S Manio 5 BS ECE

2nd , -Semester SY 2009 2010

People do believe that Apple is changing.the world

Everyone at Apple is in constant fear of. losing their jobs It s known as the

/ . hero asshole rollercoaster One day you re a; .hero the next you re an asshole

,It s okay to be an asshole as long as you.are passionate about it


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Jobs uses both the Carrotand Stickto get his team.to produce great work

Steve provided phenomenal inspiration and demanding

.standards to get his team to do such things He pushed,them to their limits until even they were amazed at.how much they were able to accomplish


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Jobs keeps his distance from,rank and file employees heis fairly private at Apple s

.campus

He also shows disdain for

.hierarchies and formalities

Jobs works people hard and,heaps on the stress but they

.produce great work

Working PeopleHard


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ElitismElitism

::Hire Only A Players, FireHire Only A Players, Fire

the Bozosthe Bozos

, .Abellanosa Claudelle S, .Ocampo Beatriz Elena L.CE 195 2 A

-2nd Semester 2009 2010


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ohn LasseterChief Creative Officer of Pixar and Disney Animation,Studios Principal Creative Advisor of Walt Disney

Imagineering

teve JobsFounder and CEO of Pixar

d CatmullPresident of Pixar and

Disney Animation Studios

ner only with Apeopleo seek out the highest quality in people

ll is Beautifulo work in small teams




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ohn LasseterChief Creative Officer of Pixar and Disney Animation,Studios Principal Creative Advisor of Walt Disney

Imagineering

teve JobsFounder and CEO of Pixar

d CatmullPresident of Pixar and

Disney Animation Studios

ner only with Apeopleo seek out the highest quality in people

ll is Beautiful



im CookChief Operating Officer

on JohnsonHead of Retaileter Oppenheimer

Chief Financial Officer


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vInvest in people


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roduct Picker

eam Director

Leader, .

Abellanosa Claudelle S, .Ocampo Beatriz Elena L.CE 195 2 A

2nd Semester -2009 2010

obs sJob teve JobsFounder and CEO of Pixar

v Don t listen to yes men


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roduct Picker

eam Director

Leader, .

Abellanosa Claudelle S, .Ocampo Beatriz Elena L.CE 195 2 A


obs sJob teve JobsFounder and CEO of Pixar

v Don t listen to yes men

ob Lutz

on Garriques


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Ive got a secret;

guess what it is

, .Abellanosa Claudelle S

, .Ocampo Beatriz Elena L.CE 195 2 A


Marketing Appleas human andcool

A persona for

Apple


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InventiveSpirit:

Where does theInnovationcome from?

Steve Ryan Andalis5 BS-ECE

Oliver Ryan Ang5 BS-ECE

Miguel Antonino Varela5 BS-ECE

CE 195.2 A01/19/10


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I. Case Study 1: Power Mac G4Cube

--" imply the most

orgeous personalomputer I've ever."een or used by Walt Mossberg of WallStreet Journal

- ,introduced July 3 2001

--

Component PowerPC G4

P roduction July 2000 Ju ly 2001

Dimensions (6.4 kgs), 8.9" H 7.7" W 7.7" D

Processor PowerPC G4 450 MHz or 500 MHz ,100 MHz system bus,1 MB L2 Cache.

Memory 128 MB, 256 MB, 384 MB, 512 MB, 768 MB, 1 GB, or 1.5GB of PC-100 SDRAM clocked at 100 MHz

Graphics Card ATI Rage 128 Pro with 16 MB of SDRAM, nVidiaGeForce2 MX with 32 MB of SDRAM, or ATI Radeonwith 32 MB of DDR SDRAM

Hard drive 20 GB, 30, or 40 GB Ultra ATA hard disk drive @ 5400RPM, or 60 GB Ultra ATA hard disk drive @ 7200 RPM

Optical Drive 24X or 32X CD-ROM, 5X DVD-ROM drive or CD-RW

Operating SystemMac OS 9.0.4 or 9.1

Price $1599




CE 195.2 A01/19/10

(display and other peripherals not)included
http://en.wikipedia.org/wiki/Central_Processing_Unithttp://en.wikipedia.org/wiki/Random_access_memoryhttp://en.wikipedia.org/wiki/Graphics_Cardhttp://en.wikipedia.org/wiki/Hard_drivehttp://en.wikipedia.org/wiki/Optical_Disc_Drivehttp://en.wikipedia.org/wiki/Operating_Systemhttp://en.wikipedia.org/wiki/Operating_Systemhttp://en.wikipedia.org/wiki/Optical_Disc_Drivehttp://en.wikipedia.org/wiki/Hard_drivehttp://en.wikipedia.org/wiki/Graphics_Cardhttp://en.wikipedia.org/wiki/Random_access_memoryhttp://en.wikipedia.org/wiki/Central_Processing_Unit


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I. Case Study 1: What wentwrong?`

ostight ofconsumers!

- ,Too expensive for consumers they( )opted for Mac Mini introduced after

- Inadequate power andupgradeability problems for

( ),professional users could affordthey opted for Power Mac G4 tower

" lorious experiment of aesthetics over"ommonsense by The Register

- Instead of focusing on,what consumers wanted Jobs

thought he could give them

,an elegant museum piece and.it cost him




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II. An Appetite for

Innovation

- Today's business: -environment ever increasingcompetition and shortening

product cycles:Job's Cons Unable tocapitalize on his

innovations

it is info rme d by Jo b's meti cul ous fo cus on the cus tom er e

" obs usually pays veryareful attention to the."onsumer experience




CE 195.2 A01/19/10

"ompared to Xerox PARC reckless"nnovator


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IV Job's Innovation Strategy:


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IV. Job s Innovation Strategy:The Digital Hub




CE 195.2 A01/19/10

V P d G i i l


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V. Products as GravitationalForce Part of the process of Apple is o focus on products , the end goal

.that guides and informs innovation

You need a-very product

oriented

,culture even ina technologycompany

Steve Jobs

Maximum Profit for product monopolies such asMAC graphical user interface and Windows

.Operating System

The ones who should run the show are not thesales guys but the roduct innovators.

Products need to be onstantly developed .Companies should develop new technologies and

then go in search for those technologies to.solve




CE 195.2 A01/19/10

VI Pure Science vs Applied


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VI. Pure Science vs. AppliedScience

ure science is the pursuit of knowledgefor its own sake while pplied science isthe application of science to particular

.problems

,You know our friends( )up north Microsoft

spent over 5illion & ,on R D butthese days all they

seem to be copying isGoogle and Apple

-Steve Jobs

Money isn t the key to innovation




CE 195.2 A01/19/10

Apple focuses more on applied science,Though knowledge is important Apple&focuses its R D resources on a short

.list of projects

Motives , make so much difference HP s primary goal was to ake greatproducts . And our primary goal here is to make the world s best PCsot to be the biggest or the richest .-Steve Jobs

How Does Apple Stay onTop?


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VII. The Seer and StealerOBS as the ORACLE

You have to intercept a moving train- to spot which technologies are flourishing and

take a risk- ,You have to be far enough ahead because it

takes time to implement

Example

USB - invented by InteliFi wireless networking developed by Lucent andAgere- These breakthroughs were utilized by Apple in itsinventions

-Apple has less to do with inventing brand new technologies than taking. (existing technologies and making them easy to use from lab to

)ordinary users

OBS as theSTEALER ;Good Artists Copy Great Artists Steal-Picasso




CE 195.2 A01/19/10

VIII Th C ti


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VIII. The CreativeConnection

reativity is just connecting things- Steve Jobs

The broader one s understanding of the humanexperience , .the better design we will have

,Through exploration and learning one could understand seemingly very complex things in one senvironment

- Steve Jobs

Logical Creativity and Artistic Creativity are twosides of the same coin- Steve Jobs




CE 195.2 A01/19/10


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IX. Flexible Thinking

Steve Ryan Andalis5 BS-ECE Oliver Ryan Ang5 BS-ECE Miguel Antonino Varela5 BS-ECECE 195.2 A01/19/10

penand lexible .and not protecting your business model

The HaloEffect

Sony didn t develop Ipod because itwas afraid of hurting its other

.products

Steve Jobs isn t afraid of,killing its own product for

example he killed the Ipodmini for a better model which

.is the Ipod nano

X C St d R t il


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X. Case Study: RetailStores


selling a lifestyle provide the customers with the best buying exp

the first in many ways

A very risky investment at the time

XI E i hi Li Al th


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XI. Enriching Lives Along theWay


The Gap retail model

.Vs department store modelInvesting on the best location-possible [ ] people didn t have to

,gamble 20 mins of their time

they only had to gamble 20

footsteps of their time

The olution zones showing how the Mac could

be used for digital,photography video editingand making music


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.Sherico Paulo D dela CruzIV BS CoE 061144

.n s i d e S t e v e J o b s B r a i n :otal Control Thehole Widget

:otal Control The WholeWidgetAt its release in

,the summer of 2007

the iPhonewaspoised to be one ofJobs hit success,again but it was a

forbidden fruit tothe software

.industry

Jobs is acontrol freak

.extraordinaireHe controlsApple s

,software,hardware and

.design

He insisted on controlling the.whole widget Apple ,s trump card

the iPod ,demonstrated this and, later Microsoft s Zuneand Xbox.

W k ft th


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The reason why

iTunes/iPodisclosed is stillbecause of hisdesire to maintain

.complete control( )AAC vs WMA

MicrosoftreleasedPlaysForSure,which was adopted

by dozens ofonline musicstores and MP3

.companies

Weeks after theiPhone ,s release

hackers developed,clever apps for it

but Applequicklyclosed its securityweakness in its

.next update Iteven solved

problems regardingiPhone s usingnetworks aside from

AT&T.

Eventually,though Apple

opened it to-third party

developerswith a

softwaredeveloper s.kit on Feb

.2008.Sherico Paulo D dela CruzIV BS CoE 061144



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,In 1984 Jobs decided that theMac wouldn t have expansion

. slots If it couldn t be, expanded then it wouldn t

suffer from driver conflicts.from external devices

Appleis thelast company inthe industrythat still has

control of its.software Dell

and hpare nowlicensed toMicrosoft.

Microsoftdeveloped the

,Plug and Playnow known asPlug and Pray,

because theresults were

really.unpredictable

Microsofts music systemPlaysForShit, ,err PlaysForSure, was.truly unreliable Microsoftmade the

hardware but SanDiskmade the.software




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Amazonclaimedthat their video

,download serviceAmazon Unbox, ight

work with

PlaysForSure. ,Surelythis was a joke?Their updates ,wouldn t match and

as more companies,are involved more

.problems arise

While the Machas itsiLifeas one of its

:big selling points aset of whollyintegrated software

that s built for funand creative

.projects

You don t want yourphone to be an open.platform You need it

to work when you need.it to work Cingular

doesn t want to seetheir West Coastnetwork to go down

because someapplication messed

.up

I think thedefinition of product

has changed over thedecades we really

,are about a system,said Tony Fadell VP

of .iPod


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he Bloom of VerticalIntegration

Nokia acquired the Loudeye in August 2006 tokickstart its own iTunes service for its multimedia

.phones and handsets, ,In 2006 RealNetworks teamed up with SanDisk the

-number two player manufacturer in the US and left.PlaysForSure-The iPod was a wake up call for Sony to include software in

. ,their line of production This group is run by Tim Schaaf.former Apple executive

Microsoft abandoned its own PlaysForSure in favor of the, , ,Zune a combinational player digital jukebox and online.storeMicrosoft intended to continue this vertical, integration as they have adopted Apple s way with

.the iPod


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,In December 2005 ForresterResearch : published a paper Sell

,digital experiences not.products

,In September 2007 Steve Jobs leapton stage in San Francisco to

introduce the iPod Touch acompletely revamped line of iPod s

and a WiFi music store coming tothousands of Starbucks coffee

.shops

Industry analyst and president of CreativeStrategies, , : Tim Bajarin said on an interview I

don t know how Microsoft and the Zune competes. ,with something like that The industrial design

,the pricing models that set new rules the, . .innovation WiFi It s not just Microsoft Whoout there has the ability to compete with

that?

Vertical integration was the name of the game but the computer


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,Vertical integration was the name of the game but the computer.industry matured and it disaggregated Companies started to

.specialize

Intel anda t i o n a lS e m i c o n d u c t o r .made chips

Compaqand HPmade,computers and

Microsoftprovided the

.software

People ran databases fromOracle on top of hardware

from IBM

.

Only Applestuck-to its whole.widget gunsAppleremained

the last and

only verticallyintegrated

.computer company


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.. So it s not like we re having to cross the;river to go somewhere else the other side of

. the river is coming to us Steve Jobs


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iPodHow it came to.be

.Michael Angelo S Dante

-5 BS ECE


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iPod

igital HubMaking the computerwork for

!YOU.Michael Angelo S Dante

-5 BS ECE


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iPod

eff Robin s iTunes(

Screw the iMovie for). now MP3 is where it s

!at


-5 BS ECE


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pple s Best

Making complexapplications easy and

powerful at the same!time

iPod


-5 BS ECE


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he products.tank

Jon Rubenstein startshis quest for the

components of the!first iPod

iPod


-5 BS ECE


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Touch of LuckThe Scroll Wheel was a

result of trial and. ,error More than that

it was pure innovative!and genius

iPod


-5 BS ECE


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. .stands for ,

Open the Pod Bay Door!Hal

iPod

iPod


-5 BS ECE


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Documents

Ateneo Innovation Class Ce195.2 : Inside Steve's Brain Book Report