PowerPoint PresentationMinder Chen
California State University Channel Islands
Camarillo, CA 93012
“Secrets of the Little Blue Box”
The 1971 article about phone hacking that inspired Steve Jobs and Steve Wozniak
Two Steves first venture, 1972….
*
- * -
Minder Chen, 2011-2012
Steve Jobs has never underestimated the power of vision to move a brand forward. In 1976, Steve Wozniak was captivated by Jobs’ vision to “put a computer in the hands of everyday people.”
Power of Vision
Apple Computer formed April 1, 1976.
*
- * -
Taking Risks
In order to raise the money they needed, Wozniak sold his HP 65 calculator for $500, though the buyer ended up stiffing him for half of that. For his part, Jobs sold his Volkswagen bus for $1,500.
Paul Terrell at Byte Shop agreed to order 50 computers. They needed about $15,000 worth of parts. Allen Baum father agreed to loan them $5,000.
Ron Wayne, the middle-aged engineer at Atari who had once started a slot machine company, was the third partner of Apple Computer founded April 1, 1976. Wayne then got cold feet in a week (bought out with$800). If he kept his 10% stake, at the end of 2010 it would have been worth approximately $2.6 billion.
:

Paul Terrell at Byte Shop agreed to order fifty computers. But there was a condition: He
didn’t want just $50 printed circuit boards, for which customers would then have to buy all the
chips and do the assembly. That might appeal to a few hard-core hobbyists, but not to most
customers. Instead he wanted the boards to be fully assembled. For that he was willing to pay
about $500 apiece, cash on delivery.
Jobs immediately called Wozniak at HP. “Are you sitting down?”
he asked. Wozniak said he wasn’t. Jobs nevertheless proceeded to give him the news. “I was
shocked, just completely shocked,” Wozniak recalled. “I will never forget that moment.”
To fill the order, they needed about $15,000 worth of parts. Allen Baum, the third prankster
from Homestead High, and his father agreed to loan them $5,000. Jobs tried to borrow more from
a bank in Los Altos, but the manager looked at him and, not surprisingly, declined. He went to
Haltek Supply and offered an equity stake in Apple in return for the parts, but the owner decided
they were “a couple of young, scruffy-looking guys,” and declined. Alcorn at Atari would sell
them chips only if they paid cash up front. Finally, Jobs was able to convince the manager of
Cramer Electronics to call Paul Terrell to confirm that he had really committed to a $25,000 order.
Terrell was at a conference when he heard over a loudspeaker that he had an emergency call (Jobs
had been persistent). The Cramer manager told him that two scruffy kids had just walked in
waving an order from the Byte Shop. Was it real? Terrell confirmed that it was, and the store
agreed to front Jobs the parts on thirty-day credit.
*
- * -
Minder Chen, 2011-2012
Packaging the Products
Apple I, 1976, Initially conceived by Steve Wozniak (a.k.a. "Woz") as a build-it-yourself kit computer, Apple I was initially rejected by his bosses at Hewlett-Packard. Undeterred, he offered it to Silicon Valley's Homebrew Computer Club and, together with his friend Steve Jobs, managed to sell 50 pre-built models to The Byte Shop in Mountain View, California. The suggested retail price: $666. Though sales were low, the machine paved the way for the smash success of the Apple II.
Apple I, 1976
Initially conceived by Steve Wozniak (a.k.a. "Woz") as a build-it-yourself kit computer, Apple I was initially rejected by his bosses at Hewlett-Packard. Undeterred, he offered it to Silicon Valley's Homebrew Computer Club and, together with his friend Steve Jobs, managed to sell 50 pre-built models to The Byte Shop in Mountain View, California. The suggested retail price: $666. Though sales were low, the machine paved the way for the smash success of the Apple II.
(Steve Jobs) 1977 Apple II222011105() 56

Apple II Case Design
While haunting the appliance aisles at Macy’s, he was struck by the Cuisinart food processors and decided that he wanted a sleek case made of light molded plastic.
Good artists copy; great artists steal.
Good artists copy; great artists steal.
*
- * -
1979 Software Arts, Inc. released VisiCalc, the first commercial spreadsheet program for personal computers. 
- * -
Minder Chen, 2011-2012
Apple IPO, 1980
On December 12, 1980, Apple launched the Initial Public Offering of its stock to the investing public. When Apple went public, it generated more capital than any IPO since Ford Motor Company in 1956 and instantly created more millionaires (about 300) than any company in history.
Apple went public on December 12, 1980 at $22.00 per share. It went to $29 the first day. The stock has split three times since the IPO so on a split-adjusted basis the IPO share price was $2.75.
At age twenty-five, Steve Jobs was worth $256 million.
*
- * -
Monday, Feb. 15, 1982
A new breed of risk takers is betting on the high-technology future
President of PepsiCo John Sculley
CEO of Apple on April 8, 1983, until leaving in 1993.
The Boy Scouts have adult supervision.


Jan. 24, 1984: Birth of the Cool (Computer, That Is)
By Tony Long 01.24.08
The inner workings of the Macintosh 128K were displayed in Newsweek in 1984.
1984: The first Apple Macintosh computer goes on sale.
The Macintosh 128K hit the market two days after it was announced to the world in the now-legendary commercial aired during Super Bowl XVIII.
If the spot, directed by Ridley Scott, was a minor masterpiece of commercial zeitgeist, the computer itself was a product of its time -- underpowered and not very easy to use. But it did represent a sea change, a paradigm shift, whichever late-20th century business cliché you care to use.
It was the first to feature a graphical user interface that could be called user-friendly and was the first, with the advent of the LaserWriter printer and Aldus PageMaker, to make desktop publishing a reality.
The Macintosh 128K (that was your RAM) screamed along at 8 MHz, featured two serial ports and could accommodate one 3.5-inch floppy disc. It ran the Mac OS 1.0, came with a 9-inch black-and-white monitor and sold for a cool $2,500 (the equivalent of $5,000 in today's dollars).
In a little under three months, Apple sold 50,000 of these babies, not exactly an avalanche.
Specs aside, what was really interesting was the palace intrigue swirling behind the scenes at the corporate mother ship in Cupertino, California. It would play a role in the development of the Macintosh.
Steve Jobs may be celebrated as a minor demigod now, but in the early '80s he was merely a callow co-founder of Apple. Knowing that a grown-up was needed to run the place, Jobs wooed and eventually won the services of John Sculley, then the president of Pepsi-Cola.
Sculley duly arrived but the honeymoon didn't last long. As Apple sales failed to match expectations, Jobs and Sculley fell out, and, as is the wont when two big egos lock antlers, the feuding began. Jobs, who was working on Apple's Lisa project, got dumped from that shortly after Sculley clocked in, so he moved over to the Macintosh. This turned out to be a good thing when Jobs brought Lisa's GUI with him.
He also began plotting to stick it to Sculley and regain the tiller at Apple.
But Sculley had the board of directors' confidence, and when he got wind of Jobs' intrigue he forced a vote on the issue. Jobs lost, then quit, and didn't return until 1996. By then, Sculley was road kill, an unpleasant memory for what had become a struggling company.
Jobs' return to the throne, of course, heralded Apple's resurrection and he's been up on top of Mt. Sinai pretty much ever since, handing down the tablets.
(Source: Various)
Noble Cause
Great companies must have a noble cause. Then it’s the leader’s job to transform that noble cause into such an inspiring vision that it will attract the most talented people in the world to want to join it.
Do you want to sell sugared water for the rest of your life or do you want to come with me and change the world?
1984 New York
Xerox's Palo Alto Research Center (PARC)
In return for the right to buy US$1,000,000 of pre-IPO stock, Xerox granted Apple Computer three days access to the PARC facilities.
Jobs had marveled at PARC technology during a visit to the center in 1979.
“You’re sitting on a gold mine. I can’t believe Xerox is not taking advantage of this [the graphical user interface (GUI)].”
laser printing, Ethernet, the modern personal computer, graphical user interface (GUI), object-oriented programming, etc.
*
- * -
Minder Chen, 2011-2012
Xerox Alto: 1973
‘Why aren’t you doing anything with this? This is the greatest thing. This is revolutionary!’ ”
http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?currentPage=all
http://logout.hu/cikk/macintosh_os_1_0_bemutato/tortenelem.html
http://www.oldmouse.com/articles/xerox/Alto.shtml
*
- * -
Macintosh - 1984
- * -
Minder Chen, 2011-2012
GUI and Mouse
Doug Engelbart of the Augmentation Research Center in Palo Alto developed the computer mouse and graphical user interfaces.
Xerox PARC and Apple Macintosh
Following PARC the first GUI-centric computer operating model was the Xerox 8010 Star Information System in 1981, followed by the Apple Lisa (which presented the concept of menu bar as well as window controls) in 1983, the Apple Macintosh 128K in 1984, and the Atari ST and Commodore Amiga in 1985.
http://en.wikipedia.org/wiki/Graphical_user_interface
Minder Chen, 2011-2012
A Mighty Mouse
the Xerox mouse had three buttons, was complicated, cost $300/$400 apiece, and didn’t roll around smoothly
Jobs went to a local industrial design firm, Hovey-Kelley Design (i.e., IDEO now), and told one of its founders, Dean Hovey, that he wanted a simple single button model that cost $15, and he want to be able to use it on Formica and his blue jeans.
“take a piece of technology developed by some of Silicon Valley’s greatest minds, dramatically improve its reliability and cut its price by more than 90 percent.”
http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
SRI had licensed the mouse patent to Apple for something like $40,000."
http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
The mouse, Hovey says, “had the right balance of
mechanical design,
ergonomic design,
software design
and electronic design
*
- * -
Low-resolution prototype
Hovey estimated their consulting fee at thirty-five dollars an hour; the whole project cost perhaps a hundred thousand dollars.
Reed College
In 1972, Steve Jobs dropped out of Reed College in Portland after just one semester.
He stayed another 18 months to “drop in” to those classes he enjoyed, like calligraphy. Calligraphy didn’t have any obvious practical application in his life but it would come back to Jobs when he created the Mac.
Lloyd J. Reynolds
In 1972, Steve Jobs dropped out of Reed College in Portland after just one semester,
http://www.girvin.com/blog/?p=4378
http://www.npm.gov.tw/masterpiece/enlargement.jsp?pic=K2B000141
“Creativity is just connecting things.”
“[Y]ou can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future.”
Obtain dots
Connect dots backward
I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I’ve ever gotten to a college graduation. Today I want to tell you three stories from my life. That’s it. No big deal. Just three stories.
The first story is about connecting the dots.
I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?
It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: “We have an unexpected baby boy; do you want him?” They said: “Of course.” My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.
And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents’ savings were being spent on my college tuition. After six months, I couldn’t see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked interesting.
It wasn’t all romantic. I didn’t have a dorm room, so I slept on the floor in friends’ rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:
Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn’t have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating.
None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.
Again, you can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
My second story is about love and loss.
I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.
I really didn’t know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down – that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.
I didn’t see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.
During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple’s current renaissance. And Laurene and I have a wonderful family together.
I’m pretty sure none of this would have happened if I hadn’t been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.
My third story is about death.
When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something.
Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.
About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn’t even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor’s code for prepare to die. It means to try to tell your kids everything you thought you’d have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.
I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I’m fine now.
This was the closest I’ve been to facing death, and I hope its the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:
No one wants to die. Even people who want to go to heaven don’t want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.
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 own 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.
When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960′s, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.
Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: “Stay Hungry. Stay Foolish.” It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.
Stay Hungry. Stay Foolish.
http://www.vincegolangco.com/motivational/connect-the-dots-backwards/


- * -
Creativity = Humanities & The Sciences + Strong Personality
The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality …it will be a key to creating innovative economies in the twenty-first century. - Walter Issacson
*
- * -
Richard Florida, Rise of the Creative Class in 2002.
It's better to be a pirate
than to join the navy.
Steve Jobs with the Macintosh team
he Mac team held another off-site retreat in Carmel in January 1983, just after the Lisa introduction (see Credit Where Due) . Steve Jobs began the retreat with three "Sayings from Chairman Jobs", intended to inspire the team and set the tone for the meeting. The sayings were:
1. Real artists ship.
2. It's better to be a pirate than join the navy.
3. Mac in a book by 1986.
http://www.euractiv.com/enterprise-jobs/talent-technology-tolerance-key-attracting-creative-workers/article-184817
http://www.creativeclass.com/
http://www.creativeclass.com/richard_florida/article_library?artLib=all
he Mac team held another off-site retreat in Carmel in January 1983, just after the Lisa introduction (see Credit Where Due) . Steve Jobs began the retreat with three "Sayings from Chairman Jobs", intended to inspire the team and set the tone for the meeting. The sayings were:
1. Real artists ship.
2. It's better to be a pirate than join the navy.
3. Mac in a book by 1986.
I think the "pirates" remark addressed the feeling among some of the earlier team members that the Mac group was getting too large and bureaucratic. We had started out as a rebellious skunkworks, much like Apple itself, and Steve wanted us to preserve our original spirit even as we were growing more like the Navy every day.
In fact, we were growing so fast that we needed to move again. In August of 1983, we moved across the street to a larger building that was unimaginatively designated "Bandley 3". I had worked there before, in 1980, when Apple had initially built it to house the original engineering organization. But now it was to be the new home of the newly christened "Macintosh Division", over 80 employees strong.
The building looked pretty much like every other Apple building, so we wanted to do something to make it look like we belonged there. Steve Capps, the heroic programmer who had switched over from the Lisa team just in time for the January retreat, had a flash of inspiration: if the Mac team was a band of pirates, the building should fly a pirate flag.
A few days before we moved into the new building, Capps bought some black cloth and sewed it into a flag. He asked Susan Kare to paint a big skull and crossbones in white at the center. The final touch was the requisite eye-patch, rendered by a large, rainbow-colored Apple logo decal. We wanted to have the flag flying over the building early Monday morning, the first day of occupancy, so the plan was to install it late Sunday evening.
Capps had already made a few exploratory forays onto the roof during the weekend while a few of us looked out for guards on the ground. At first, he thought he could just drape the flag on the roof, but that proved impractical as it was too hard to see, especially when the wind curled it up. After a bit of searching, he found a thin metal pole among the remaining construction materials still scattered inside the building, that was suitable to serve as a flag pole.
Finally, on Sunday night around 10pm, it was time to hoist the Jolly Roger. Capps climbed onto the roof while we stood guard below. He wasn't sure how he would attach the flag, and didn't have many tools with him. He scoured the surface of the roof and found three or four long, rusty nails, which he was able to use to secure the flag pole to a groove in the roof, ready to greet the Mac team members as they entered the new building the next morning.
We weren't sure how everyone would react to the flag, especially Steve Jobs, but Steve and almost everyone else loved it, so it became a permanent fixture of the building. It usually made me smile when I caught a glimpse of it as I came to work in the morning.
The flag waved proudly over Bandley 3 for about a month or two, but one morning in late September or early October, I noticed that it was gone. It turns out that the Lisa team, with whom we had a mostly friendly rivalry, decided it would be fun to steal the flag for themselves. I think they sent us a ransom note or something, so a few of us stormed over to the Lisa building to retrieve it, which we accomplished, although Capps had to wrestle it from the grasp of one of the secretaries, who was hiding it in her desk.
The flag continued to fly over Bandley 3 for more than a year. I think it was even photographed for a magazine or two during the Mac introduction. But suddenly one day it was missing again, and I'm not sure if anyone knows what happened to it. It would be a great artifact for the Computer History Museum if it ever turns up.
http://www.folklore.org/StoryView.py?story=Pirate_Flag.txt
1982, photographed by Diana Walker
- * -
What is the connection of this picture with “Apple”
Robert Friedland was charismatic and a bit of a con man and could bend situations to his very strong will. He was mercurial, sure of himself, a little dictatorial.
The Adventures of Tom Sawyer by Mark Twain
Chapter 2
CHAPTER II
SATURDAY morning was come, and all the summer world was bright and fresh, and brimming with life. There was a song in every heart; and if the heart was young the music issued at the lips. There was cheer in every face and a spring in every step. The locust-trees were in bloom and the fragrance of the blossoms filled the air. Cardiff Hill, beyond the village and above it, was green with vegetation and it lay just far enough away to seem a Delectable Land, dreamy, reposeful, and inviting.
Tom appeared on the sidewalk with a bucket of whitewash and a long-handled brush. He surveyed the fence, and all gladness left him and a deep mel- ancholy settled down upon his spirit. Thirty yards of board fence nine feet high. Life to him seemed hollow, and existence but a burden. Sighing, he dipped his brush and passed it along the topmost plank; repeated the operation; did it again; compared the in- significant whitewashed streak with the far-reaching continent of unwhitewashed fence, and sat down on a tree-box discouraged. Jim came skipping out at the gate with a tin pail, and singing Buffalo Gals. Bringing water from the town pump had always been hateful work in Tom's eyes, before, but now it did not strike him so. He remembered that there was company at the pump. White, mulatto, and negro boys and girls were always there waiting their turns, resting, trading playthings, quarrelling, fighting, skylarking. And he remembered that although the pump was only a hundred and fifty yards off, Jim never got back with a bucket of water under an hour -- and even then some- body generally had to go after him. Tom said:
"Say, Jim, I'll fetch the water if you'll whitewash some."
Jim shook his head and said:
"Can't, Mars Tom. Ole missis, she tole me I got to go an' git dis water an' not stop foolin' roun' wid anybody. She say she spec' Mars Tom gwine to ax me to whitewash, an' so she tole me go 'long an' 'tend to my own business -- she 'lowed SHE'D 'tend to de whitewashin'."
"Oh, never you mind what she said, Jim. That's the way she always talks. Gimme the bucket -- I won't be gone only a a minute. SHE won't ever know."
"Oh, I dasn't, Mars Tom. Ole missis she'd take an' tar de head off'n me. 'Deed she would."
"SHE! She never licks anybody -- whacks 'em over the head with her thimble -- and who cares for that, I'd like to know. She talks awful, but talk don't hurt -- anyways it don't if she don't cry. Jim, I'll give you a marvel. I'll give you a white alley!"
Jim began to waver.
"White alley, Jim! And it's a bully taw."
"My! Dat's a mighty gay marvel, I tell you! But Mars Tom I's powerful 'fraid ole missis --"
"And besides, if you will I'll show you my sore toe."
Jim was only human -- this attraction was too much for him. He put down his pail, took the white alley, and bent over the toe with absorbing interest while the bandage was being unwound. In another moment he was flying down the street with his pail and a tingling rear, Tom was whitewashing with vigor, and Aunt Polly was retiring from the field with a slipper in her hand and triumph in her eye.
But Tom's energy did not last. He began to think of the fun he had planned for this day, and his sorrows multiplied. Soon the free boys would come tripping along on all sorts of delicious expeditions, and they would make a world of fun of him for having to work -- the very thought of it burnt him like fire. He got out his worldly wealth and examined it -- bits of toys, marbles, and trash; enough to buy an exchange of WORK, maybe, but not half enough to buy so much as half an hour of pure freedom. So he returned his straitened means to his pocket, and gave up the idea of trying to buy the boys. At this dark and hopeless moment an inspiration burst upon him! Nothing less than a great, magnificent inspiration.
He took up his brush and went tranquilly to work. Ben Rogers hove in sight presently -- the very boy, of all boys, whose ridicule he had been dreading. Ben's gait was the hop-skip-and-jump -- proof enough that his heart was light and his anticipations high. He was eating an apple, and giving a long, melodious whoop, at intervals, followed by a deep-toned ding- dong-dong, ding-dong-dong, for he was personating a steamboat. As he drew near, he slackened speed, took the middle of the street, leaned far over to star- board and rounded to ponderously and with laborious pomp and circumstance -- for he was personating the Big Missouri, and considered himself to be drawing nine feet of water. He was boat and captain and engine-bells combined, so he had to imagine himself standing on his own hurricane-deck giving the orders and executing them:
"Stop her, sir! Ting-a-ling-ling!" The headway ran almost out, and he drew up slowly toward the sidewalk.
"Ship up to back! Ting-a-ling-ling!" His arms straightened and stiffened down his sides.
"Set her back on the stabboard! Ting-a-ling-ling! Chow! ch-chow-wow! Chow!" His right hand, mean- time, describing stately circles -- for it was representing a forty-foot wheel.
"Let her go back on the labboard! Ting-a-ling- ling! Chow-ch-chow-chow!" The left hand began to describe circles.
"Stop the stabboard! Ting-a-ling-ling! Stop the labboard! Come ahead on the stabboard! Stop her! Let your outside turn over slow! Ting-a-ling-ling! Chow-ow-ow! Get out that head-line! LIVELY now! Come -- out with your spring-line -- what're you about there! Take a turn round that stump with the bight of it! Stand by that stage, now -- let her go! Done with the engines, sir! Ting-a-ling-ling! SH'T! S'H'T! SH'T!" (trying the gauge-cocks).
Tom went on whitewashing -- paid no attention to the steamboat. Ben stared a moment and then said: "Hi-YI! YOU'RE up a stump, ain't you!"
No answer. Tom surveyed his last touch with the eye of an artist, then he gave his brush another gentle sweep and surveyed the result, as before. Ben ranged up alongside of him. Tom's mouth watered for the apple, but he stuck to his work. Ben said:
"Hello, old chap, you got to work, hey?"
Tom wheeled suddenly and said:
"Why, it's you, Ben! I warn't noticing."
"Say -- I'm going in a-swimming, I am. Don't you wish you could? But of course you'd druther WORK -- wouldn't you? Course you would!"
Tom contemplated the boy a bit, and said:
"What do you call work?"
"Why, ain't THAT work?"
Tom resumed his whitewashing, and answered care- lessly:
"Well, maybe it is, and maybe it ain't. All I know, is, it suits Tom Sawyer."
"Oh come, now, you don't mean to let on that you LIKE it?"
The brush continued to move.
"Like it? Well, I don't see why I oughtn't to like it. Does a boy get a chance to whitewash a fence every day?"
That put the thing in a new light. Ben stopped nibbling his apple. Tom swept his brush daintily back and forth -- stepped back to note the effect -- added a touch here and there -- criticised the effect again -- Ben watching every move and getting more and more interested, more and more absorbed. Pres- ently he said:
"Say, Tom, let ME whitewash a little."
Tom considered, was about to consent; but he altered his mind:
"No -- no -- I reckon it wouldn't hardly do, Ben. You see, Aunt Polly's awful particular about this fence -- right here on the street, you know -- but if it was the back fence I wouldn't mind and SHE wouldn't. Yes, she's awful particular about this fence; it's got to be done very careful; I reckon there ain't one boy in a thousand, maybe two thousand, that can do it the way it's got to be done."
"No -- is that so? Oh come, now -- lemme just try. Only just a little -- I'd let YOU, if you was me, Tom."
"Ben, I'd like to, honest injun; but Aunt Polly -- well, Jim wanted to do it, but she wouldn't let him; Sid wanted to do it, and she wouldn't let Sid. Now don't you see how I'm fixed? If you was to tackle this fence and anything was to happen to it --"
"Oh, shucks, I'll be just as careful. Now lemme try. Say -- I'll give you the core of my apple."
"Well, here -- No, Ben, now don't. I'm afeard --"
"I'll give you ALL of it!"
Tom gave up the brush with reluctance in his face, but alacrity in his heart. And while the late steamer Big Missouri worked and sweated in the sun, the retired artist sat on a barrel in the shade close by, dangled his legs, munched his apple, and planned the slaughter of more innocents. There was no lack of material; boys happened along every little while; they came to jeer, but remained to whitewash. By the time Ben was fagged out, Tom had traded the next chance to Billy Fisher for a kite, in good repair; and when he played out, Johnny Miller bought in for a dead rat and a string to swing it with -- and so on, and so on, hour after hour. And when the middle of the afternoon came, from being a poor poverty-stricken boy in the morning, Tom was literally rolling in wealth. He had besides the things before mentioned, twelve marbles, part of a jews-harp, a piece of blue bottle-glass to look through, a spool cannon, a key that wouldn't unlock anything, a fragment of chalk, a glass stopper of a decanter, a tin soldier, a couple of tadpoles, six fire-crackers, a kitten with only one eye, a brass door- knob, a dog-collar -- but no dog -- the handle of a knife, four pieces of orange-peel, and a dilapidated old window sash.
He had had a nice, good, idle time all the while -- plenty of company -- and the fence had three coats of whitewash on it! If he hadn't run out of whitewash he would have bankrupted every boy in the village.
Tom said to himself that it was not such a hollow world, after all. He had discovered a great law of human action, without knowing it -- namely, that in order to make a man or a boy covet a thing, it is only necessary to make the thing difficult to attain. If he had been a great and wise philosopher, like the writer of this book, he would now have comprehended that Work consists of whatever a body is OBLIGED to do, and that Play consists of whatever a body is not obliged to do. And this would help him to understand why constructing artificial flowers or performing on a tread-mill is work, while rolling ten-pins or climbing Mont Blanc is only amusement. There are wealthy gentlemen in England who drive four-horse passenger- coaches twenty or thirty miles on a daily line, in the summer, because the privilege costs them considerable money; but if they were offered wages for the service, that would turn it into work and then they would resign.
*
- * -
Minder Chen, 2011-2012
Vision to Execution
…those who did make the future happen deserve double and triple credit. They not only saw the future, but also trusted their vision to follow through, and translated vision to execution.


http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell
Why? The Ouster of Steve Jobs from Apple
“The ancient Greeks had a word for Steve's behavior. They called it hubris, the insolent pride that humans exhibited when they thought they could challenge the gods. The gods' response was always the same: to strike down the arrogant human with a bolt from the heavens.”
Customers disliked the idea that it was not expandable, that it had a small screen, and that there was no color.
Without useful software products for Mac, the Mac was seen as a toy, a flaky machine that you could love, but you wouldn't buy. No Lotus 123….
“Steve did his market research by looking into the mirror every morning.”
Floppy disk swapping problem.


1986 LucasFilm computer division owned by George Lucas:
Hardware: Pixar Image Computer
Tin Toy
He offered to pay Lucas $5 million plus invest another $5 million to capitalize the division as a stand-alone company. Own 80% of the company.
“All I ask of you, John, is to make it great!” to Lasseter
- * -

1991 another round of investment by Steve Jobs, total $50 millions. (Half of money of Apple stock sold by Steve Jobs.) 42 employees only.
Looking back, Jobs said that, had he known more, he would have focused on animation sooner and not worried about pushing the company’s hardware or software applications.
On the other hand, had he known the hardware and software would never be profitable, he would not have taken over Pixar. “Life kind of snookered me into doing that, and perhaps it was for the better.”

Jobs contemplated selling Pixar.
Pixar made a $26 million deal with Disney to produce three computer-animated feature films, the first of which was Toy Story.
Only after confirming that Disney would distribute Toy Story for the 1995 holiday season did he decide to give it another chance.
--·
- * -
The Story of “Toy Story”
Nov. 19, 1995 Toy Story premium and Nov. 22 formal release.
“Everyone has had the traumatic childhood experience of losing a toy. Our story takes the toy’s point of view as he loses and tries to regain the single thing most important to him: to be played with by children. This is the reason for the existence of all toys. It is the emotional foundation of their existence.”



Woody, a pull-string cowboy doll, is the leader of a group of toys that belong to a boy named Andy Davis and come to life when humans are not in sight. With his family moving to a new home and having a party, both one week before his birthday, the toys stage a reconnaissance mission to discover Andy's new presents. Andy receives a space ranger Buzz Lightyear action figure, whose interesting features threaten Woody's position as Andy's favorite toy. What's worse, Buzz does not realize that he is a toy and thinks that he is a real space ranger--and many of Woody's toy pals also fall for this fantasy.
As Andy prepares to go to a family outing at a space-themed Pizza Planet restaurant with Buzz, Woody attempts to have Buzz misplaced, but knocks him out a window instead. With Buzz missing, Andy takes Woody to Pizza Planet with him instead. However, Buzz climbs into the car and confronts Woody when they stop at a gas station. The two toys fight and accidentally fall out of the car, which drives off and leaves them behind. Woody sees a pickup truck bound for Pizza Planet and plans to rendezvous with Andy there, convincing Buzz to come with him by saying that the pickup truck can take him to his home planet. Once at Pizza Planet, Buzz makes his way into a claw game machine shaped like a spaceship, thinking that it is the ship that Woody had promised him. When Woody follows Buzz into the claw game to try and rescue him, they get captured by Andy's next door neighbor, Sid Phillips, who likes to torture and destroy toys for fun.
At Sid's house, the two stage numerous attempts to escape before Andy's family's moving day, encountering nightmarish hodge-podge toys of Sid's creation as well as Sid's vicious dog, Scud. Buzz sees a commercial for Buzz Lightyear action figures just like himself and realizes that he is a toy and becomes too depressed to participate in Woody's escape plan. Sid prepares to destroy Buzz by strapping him to a rocket, but is delayed by a thunderstorm and sleeps for the night. Woody convinces Buzz life is worth living even if he is not a space ranger because of the joy he can bring to Andy, and helps Buzz regain his spirit. Cooperating with Sid's mutant toys, Woody stages a rescue for Buzz and scares Sid away by coming to life in front of him. However, the two miss Andy's car as it drives away to his new house.
Running down the road, they climb onto a moving truck but Scud chases them and Buzz tackles the dog to save Woody. Woody attempts to rescue Buzz with Andy's RC car but the other toys, who still distrust him, toss Woody off onto the road. Spotting Woody driving RC back with Buzz alive, the other toys realize their mistake and try to help them into the truck. When RC's batteries become depleted, Woody ignites the rocket on Buzz's back and manages to throw RC into the moving truck just in time before they go soaring into the air. Buzz then opens his wings to cut himself free before he and Woody glide safely into the car. Andy looks in the box and is relieved to have found Woody and Buzz.
*
- * -
Not for the Money???
Pixar held its initial public offering on November 29, 1995, and the company's stock was priced at US$22 per share. 2249 $39 at the end of the day.
Steve Bobs, owned 80% and which worth1.2 billions (50 times ROI, and 5 times Steve earned from Apple’s IPO)
“There’s no yacht in my future,”
“I’ve never done this for the money.”
46
2011-11-24

    
NeXT
NeXTNeXTPaul RandNeXT
NeXTEDSRoss PerotNeXTNeXTHartmut EsslingerNeXT
*
- * -
Minder Chen, 2011-2012
Apple Bought NeXT
Apple bought NeXt for $400 millions or so. Mac OS Beta 2000.
December 20, 1996—in front of 250 cheering employees at Apple headquarters. Amelio did as Jobs had requested and described his new role as merely that of a part-time advisor.
Apple were less than 90 days from being insolvent when Jobs became iCEO. (9/1997)
Apple paid $429 million in cash which went to the initial investors and 1.5 million Apple shares which went to Steve Jobs. (Steve Jobs was deliberately not given cash for his part in the deal.
Apple will pay about $350 million in cash and stock for the privately held Next to purchase that company's shares and an additional $50 million to cover its debts.
http://news.cnet.com/Apple-acquires-Next,-Jobs/2100-1001_3-256914.html
Focus
Jobs said. “I couldn’t figure it out.” He finally began asking simple questions, like, “Which ones do I tell my friends to buy?”
Apple would drop its 20+ product lines and had 4 left.
Focus
Steve Jobs had the power to focus like a laser beam.
“Deciding what not to do is as important as deciding what to do. …. That’s true for companies, and it’s true for products.”
His [Steve Jobs] job had been to prune the apple trees so that they would stay strong, and that became a metaphor for his pruning at Apple.
We are the most focused company …We say no to good ideas every day. We say no to great ideas in order to keep the amount of things we focus on very small in number so that we can put enormous energy behind the ones we do choose. ….you could probably put every product on it that Apple makes, yet Apple’s revenue last year was $40 billion… That’s not just saying yes to the right products, it’s saying no to many products that are good ideas, but just not nearly as good as the other ones.
— Tim Cook (Apple COO) (via DaringFireball)
*
- * -


The round pegs in the square holes.
The ones who see things differently.
They’re not fond of rules.
And they have no respect for the status quo.
You can quote them, disagree with them, glorify or vilify them.
About the only thing you can’t do is ignore them.
Because they change things.
They push the human race forward.
While some may see them as the crazy ones, we see genius.
Because the people who are crazy enough to think they can change the world, are the ones who do.
iMac Case
Ives & his team studied how to make translucent colors look enticing in a jelly bean factory
http://static.flickr.com/3557/3430015163_36fa032ab8.jpg

Around the back, we have a great handle here.
The back of this thing looks better than the front of the another guy by the way.
Head of Design Jony Ive and head of Hardware Jon Rubistein with the lifesavers iMacs
- Steve Jobs

It was rough, really rough, the worst time in my life. I had a young family. I had Pixar. I would go to work at 7 a.m. and I’d get back at 9 at night, and the kids would be in bed. And I couldn’t speak, I literally couldn’t, I was so exhausted. I couldn’t speak to Laurene.
- * -
Minder Chen, 2011-2012
Why Apple Stores?
Other computers were pretty generic, but Apple’s had innovative features and a higher price tag.
Mega-chains and big box stores, where most clerks had neither the knowledge nor the incentive to explain the distinctive nature of Apple products.
Control the experience of buying Apple products. An awesome store where people can try things will help that.
But, Gateway has tried this and failed, while Dell is selling direct to consumers without stores and succeeding.
http://en.wikipedia.org/wiki/File:Line_at_Apple_Store_in_NYC.jpg
-
Hired Ron Johnson, VP for merchandising at Target in 2000 as SVP of Retail at Apple.

Nov. 1, 2011 left apple to become CEO of JC Penney
Johnson, who is now CEO of JC Penney and has a tough mission to revitalize the retailer’s business, recounts that “People come to the Apple Store for the experience — and they're willing to pay a premium for that. There are lots of components to that experience, but maybe the most important — and this is something that can translate to any retailer — is that the staff isn't focused on selling stuff, it's focused on building relationships and trying to make people's lives better.”
Johnson admits this may sound “hokey” but claims there’s nothing cheesy about it because it works: “The staff is exceptionally well trained, and they're not on commission, so it makes no difference to them if they sell you an expensive new computer or help you make your old one run better so you're happy with it.”
He elaborates, saying that “Their job is to figure out what you need and help you get it, even if it's a product Apple doesn't carry. Compare that with other retailers where the emphasis is on cross-selling and upselling and, basically, encouraging customers to buy more, even if they don't want or need it. That doesn't enrich their lives, and it doesn't deepen the retailer's relationship with them. It just makes their wallets lighter.”
Johnson strongly believes that the success of Apple’s retail stores comes from adding value beyond selling the goods.
He said that most stores require a complete overhaul to move from a transaction mind-set—“how do we sell more stuff?”—to a value-creation mind-set.
And Apple made it because they reinvented the concept, Ron said.
“The Apple Store succeeded not because we tweaked the traditional model. We reimagined everything. We completely rethought the concept of ‘try before you buy’: You can test-drive any product, loaded with the applications and types of content you’re actually going to use, and get someone to show you how to use it. If you buy it, we’ll set it up for you before you leave the store. If you need help after that, you can come back for personal training. If there’s a problem, you can usually get it fixed faster than a dry cleaner can launder your shirt,” Johnson mentioned.
*
- * -
Sell Dreams (Life Styles), Not Products
Apple stores should be in malls and on Main Streets—in areas with a lot of foot traffic, no matter how expensive.
A good company must “impute”—it must convey its values and importance in everything it does, from packaging to marketing.
The store will become the most powerful physical expression of the brand.
Staff isn't focused on selling stuff, it's focused on building relationships and trying to make people's lives better.
“The success of Apple’s retail stores comes from adding value beyond selling the goods.”
http://news.softpedia.com/news/How-Ron-Johnson-Will-Revitalize-JC-Penney-235969.shtml
Best service experiences: Four Seasons or Ritz-Carlton Hotel.
Johnson sent his first five store managers through the Ritz-Carlton training program.
- * -
pro - top-end desktops (G4/G5) and laptops (Powerbooks), LCD displays (17"-20"-23")
photo - iPhoto, digital cameras
movies - iMovie, iDVD, digital camcorders
kids - computers running kid-level software; has distinctive black spherical "Totino" seats by Baleri Italia (available at Unica for $364)
Genius Bar, a 12-46 foot-long counter with stools by Artek (photo, pdf), that is staffed with experts on all things Apple. It has that famous "Red Phone" that connects with experts in Cupertino (Calif.) to solve any problem. Different phones are used: the old Bell-style phone with no rotary dial, and more modern, Meridien-style phone sets. Some of the counters have pull-out extensions to accomodate those in wheelchairs. High-profile stores have very long bars. Lastely the bars have become a hub for repairs and consultations, making for some pretty cluttered counters.
buy - has appeared on the ceiling of newer stores, indicating the point-of-sale counter, usually on the side at smaller stores
theater - all stores have a rear-projection screen with an audience area, which is either U-shaped wooden benches or full theater seats in rows. The theaters host lots of different events .
Studio - a newer section at selected stores where experts will answer your application-oriented, creative questions.
*
- * -
Apple Store
Apple’s 326 stores generate more visitors in a quarter than Disney’s top four parks get in a year.
Shopping Specialist
Consultant
Runner
Genius
Some of the most astonishing details about tech giant, Apple, detailing its intensive work regulations and client-interaction training has come to light in a recent report.
The new report by the Wall Street Journal unfolds the inside details of functioning within the association - some of the association's closely guarded secrets. Some of these surprising details include:
In a single quarter, Apple's stores across the world have more visitors than Walt Disney's four theme parks.
Apple's retail sale per square foot in a single year including online sales is $5,914 which is much higher than that of Tiffany & Co. ($3,070) and luxury retailer Coach Inc. ($1,776).
The company has strict restrictions on privacy and employees are asked not to discuss or spread any kind of rumors against the company.
An important part of the company's training modules for its employees is "not to sell" but to understand the problems faced by the customers and to solve them.
The confidential manuals also direct in-store technicians to respond to customers using simple reassurances, like 'Uh-huh' 'I understand,' etc."
An employee late even by six minutes three times in six months may be fired.
Several members of Apple's initial retail team were from Gap and hence, many times, people joke that they were working at "Gapple".
Wage distribution varies for different levels within the store. While the Geniuses are paid $30 per hour, staffers at the sales level may receive up to $9 to $15 per hour.
*
- * -
http://en.wikipedia.org/wiki/Apple_Inc.#Name
The Beginning
Jeff Robbin and Dave Heller, former Apple software engineers. Their product, known as SoundJam, offered Mac users an interface for the Rio and software for managing the songs on their computer. iTunes
Tony Fadell began his show-and-tell by taking the various parts they were using out of a box and spreading them on the table. There were the 1.8-inch drive, LCD screen, boards, and batteries, all labeled with their cost and weight. iPod
- * -
iPod Storage
February 2001
Toshiba, the engineers mentioned a new product they had in the lab that would be ready by that June. It was a tiny, 1.8-inch drive (the size of a silver dollar) that would hold five gigabytes of storage (about a thousand songs), and they were not sure what to do with it.
Apple negotiating with Toshiba to have exclusive rights to every one of the disks it could make.
"1,000 songs in your pocket." (2001)
Simplicity: The Elimination of Clutter





“He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options.”
*
- * -
http://allaboutstevejobs.com/bio/long/09.html
iTunes Music Store iTunes Store
Steve Jobs introducing the iTunes Music Store on Apr. 28, 2003
iTune Store sells digital songs for 99 cents—a simple and impulsive purchase. The record companies would get 70 cents of that.
http://bits.blogs.nytimes.com/2008/08/11/steve-jobs-tries-to-downplay-the-itunes-stores-profit/
*
- * -
Minder Chen, 2011-2012
Invention vs. Innovation
The iPod wasn't the first portable music device (Sony popularized the "music anywhere, anytime" concept 22 years earlier with the Walkman)
What made Apple innovative was that it combined all of these elements -- design, ergonomics and ease of use -- in a single device, and then tied it directly into a platform that effortlessly kept that device updated with music.
Apple invented nothing.  Its innovation was creating an easy-to-use ecosystem  that unified music discovery, delivery and device. And, in the process, they revolutionized the music industry.
Questioning: ;
Observing: ;
Associative Thinking: making connections across “seemingly unrelated questions, problems, or ideas.”
:…
The most powerful overall driver of innovation was associating—making connections across “seemingly unrelated questions, problems, or ideas.”
https://www.mckinseyquarterly.com/Sparking_creativity_in_teams_An_executives_guide_2786
How might Disney engage with our consumers?
How could Southwest Airlines cut our costs?
How would Zara redesign our supply chain?
How would Starwood Hotels design our customer loyalty program?
*
- * -
The Birth of iPhone: Three Revolutionary Products in One
By 2005 iPod sold 20 million, 400% increase over previous year, accounting for 45% of Apple’s revenue that year It was also burnishing the hipness of the company’s image in a way that drove sales of Macs.
Steve Jobs was always obsessing about what could mess us up.
The device that can eat our lunch is the cell phone.” As he explained to the board, the digital camera market was being decimated now that phones were equipped with cameras. The same could happen to the iPod, if phone manufacturers started to build music players into them. “Everyone carries a phone, so that could render the iPod unnecessary.”

- * -
Minder Chen, 2011-2012
Cannibalize Yourself
One of Jobs’s business rules was to never be afraid of cannibalizing yourself. “If you don’t cannibalize yourself, someone else will.”
Emerging technologies
Entry threat/
Entry barriers
Virtual Keyboard
iPhone should have been all about the display, but in their current design the case competed with the display instead of getting out of the way. The whole device felt too masculine, task-driven, efficient.
Apple “pressed the reset button and started over.”
iPhone was tightly sealed (desire to control)
Thin is beautiful.
Materials (translucent & colored
plastic Titanium aluminum)
New Products/
Market
Licensing
*
- * -
iPad + iPad Apps
- * -
(Think out of the box)
(Think different)
(From meditation to epiphany)
cannot predict the rise of Apple or totally explain what Apple has done via iPod, iPhone, and iPad. But we should learn from other people and companie' successes and failures to create new patterns that worth studying.
People often mentioned innovation, product design, and other factors for Apple success.
1. ,,,( ),AppleApple , not just the niche segment in the marketplace.
2. Think about the whole ecosystem not just the product. Device: (iPad, iPhone, iPad) + Distribution Channel: (iTune, Apple Store) + Content/apps: (Musics, Movies, and Apps)
3. Compete with yourself, encroaching your own successful products by featues and prices.
However, Apple still takes a close system approach like Mac before. It may fail like before; however, I cannot understand how Apple get its cost/price down so much that its potential competitors have a hard time matching its offering, in price, not mentioning features or coolness. If anyone of you have Apple drives its price down that much (Moore's Law?), please let us know.
The following is from a chapter on "Change Management" that I wrote for a book edited by a friend that may be published late this year.

Joseph Schumpeter,1883-1950entrepreneurs creative destruction [1] paradigmParadigm ShiftThomas Kuhn1962The Structure of Scientific Revolution

        I don't know the key to success, but the key to failure is trying to please everybody. - Bill Cosby
§        The piano don't got no wrong notes. - Thelonious Monk
§        Aging - It is after you have lost your teeth that you can afford to buy steaks. - Pierre August Renoir
§        Get your facts straight first. Then you can distort them anyway you want. - Mark Twain
§        The problem is not what we don't know, but what we do know that's wrong. - Mark Twain
§        We should be careful to get out of an experience all the wisdom that is in it--not like the cat that sits on a hot stove lid. She will never sit down on a hot lid again-and that is well; but also she will never sit down on a cold one anymore. -Mark Twain
§        Courage may be the most important of all virtues, because without it one cannot practice any other virtue with consistency. - Maya Angelou
§        Although human ingenuity makes various inventions, corresponding by various machines to the same end, it will never discover any inventions more beautiful, more appropriate or more direct than nature, because in her inventions nothing is lacking and nothing is superfluous. - Leonardo DaVinci
§        Study nature, love nature, stay close to nature. It will never fail you. - Frank Lloyd Wright
§        Art is a series of recoveries from the first line. The hardest thing to do is put down the first line. But you must. - Nathan Olivera
§        Experience is that marvelous thing that enables you recognize a mistake when you make it again. - F. P. Jones
§        And in the end, we arrive back at the beginning, and know the place for the first time. - T.S. Elliot
§        The first draft of anything is shit - Ernest Hemingway
§        Pay no attention to what the critics say; no statue has ever been put up to a critic. - Jean Sibelius
§        A man who knows that he is a fool is not a great fool. - Chuang Tzu
§        Genius is one percent inspiration and 99 percent perspiration. - Thomas Edison
§        To accomplish great things, we must dream as well as act. - Anatole France
§        I can't understand why people are frightened of new ideas. I'm frightened of the old ones. - John Cage
§        It is a good morning exercise for a research scientist to discard a pet hypothesis every day before breakfast. It keeps him young. - Konrad Lorenz
§        An undefined problem has an infinite number of solutions. - Robert A. Humphrey
§        Computers are useless. They can only give you answers. - Picasso
§        Imagination is more important than knowledge. -Albert Einstein
§        Most people say that it is the intellect which makes a great scientist. They are wrong; it is the character. - Albert Einstein
§        Happiness isn't something you experience; it's something you remember. - Oscar Levant
§        Try to learn something about everything and everything about something. - T.H. Huxley
§        Folks who have no vices have very few virtues. - Abraham Lincoln
§        Live as if you were to to die tomorrow. Learn as if you were to live forever. - Mohandas K. Gandhi
§        You pass a lot of failure on the road to success. – Mickey Rooney
§        It is the peculiar and perpetual error of the human understanding to be more moved and excited by affirmatives than by negatives. --Francis Bacon
§        Well done is better than well said. - Benjamin Franklin (1706-1790)
§        Obstacles are those frightful things you see when you take your eyes off your goal. - Henry Ford (1863-1947)
§        Eyes and ears are bad witnesses for men with barbarian souls - Heraclites, a pre-Socratic philosopher.
§        Talent imitates, but genius steals. - T.S. Elliott.
§        Fortune can bestow on us no greater gift than discord among our foes. - Publius Cornelius Tacitus (Roman historian, 55 - 120 AD)
§        Sunshine is the best disinfectant. - Justice Louis D. Brandeis
§        The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. - George Bernard Shaw, Maxims for Revolutionists
§        All I know is that I know nothing. - Socrates
Misc Unclaimed (Let me know if someone deserves credit):
§        Many questions are unanswerable. Many answers are questionable.
§        Things of quality have no fear of time.
§        Eagles may soar, but weasels aren't sucked into jet engines.
§        A conclusion is the place where you got tired of thinking.
§        Experience is something you get right after you really needed it.
§        He who hesitates is probably right.
§        Never do card tricks for the people you play poker with.
§        No one is listening until you make a mistake.
§        Success occurs in private and failure in public.
§        To succeed it is often necessary to rise above your principles.
§        Two wrongs are usually only the beginning.
§        You never really learn to swear until you learn to drive.
§        The real problem with the gene pool is that there is no lifeguard.
§        In choosing between two evils, pick the one you haven't tried.
§        Don't sweat petty things, or pet sweaty things.
§        A fool and his money are soon partying.
§        Money can't buy love but it can rent a very close imitation.
§        If one out four people are mentally ill, don't have three sane friends.
§        Your sole purpose in life might be to serve as a warning to others.
§        The two most common elements in the universe are hydrogen and stupidity.
§        If at first you don't succeed, skydiving is not for you.
§        In life one often experiences Deja Moo -- The feeling you've heard this bull before.
§        The trouble with doing something right the first time is that nobody appreciates how difficult it was.
§        If the average woman would rather have beauty than brains, this is because the average man can see better than he can think.
§        Attitude, not aptitude attains altitude.
§        __
§        Never, under any circumstances, take a sleeping pill and a laxative on the same night.
§        If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be
§        "meetings."
§        There is a very fine line between "hobby" and "mental illness."
§        People who want to share their religious views with you almost never want you to share yours with them.
§        You should not confuse your career with your life.
§        Nobody cares if you can't dance well. Just get up and dance.
§        Never lick a steak knife.
§        The most destructive force in the universe is gossip.
§        You will never find anybody who can give you a clear and compelling reason why we observe daylight savings time.
§        You should never say anything to a woman that even remotely suggests that you think she's pregnant unless you can see an actual baby emerging from her at that moment.
§        There comes a time when you should stop expecting other people to make a big deal about your birthday. That time is age eleven.
§        The one thing that unites all human beings, regardless of age, gender, religion, economic status or ethnic background, is that, deep down inside, we ALL believe that we are above average drivers.
§        A person, who is nice to you, but rude to the waiter, is not a nice person. (This is very important. Pay attention. It never fails.)
§        Your friends love you anyway.
§        Never be afraid to try something new. Remember that a lone amateur built the Ark. A large group of professionals built the Titanic.
 
§        There's nothing more intelligent than preparing for one's own stupidity.
§        You have to step in the mud to leave footprints.
§        There are three kinds of people: people who want others to like them, people who want others to envy them, and people who don't care. Usually, none of them get what they want.
§        There are two kinds of people: people who categorize people into groups and people who don't.
§        You can always do better than the next guy.
(2) No matter how hard you try, someone may always do better than you.
(3) never listen to people who contradict themselves.
§        Confidence and sincerity are all that's needed.
*
- * -
Apple University: Cloning Steve Jobs?
Apple University: Steve Jobs hired Joel Podolny, dean of the Yale School of Management, to compile a series of case studies analyzing important decisions the company had made, including the switch to the Intel microprocessor and the decision to open the Apple Stores. Top executives spent time teaching the cases to new employees, so that the Apple style of decision making would be embedded in the culture.
“Never ask what I would do.
Just do what's right.”


"Never ask what I would do. Just do what's right."
“Among his last advice he had for me, and for all of you, was to never ask what he would do. ‘Just do what’s right,’” Cook said. Jobs wanted Apple to avoid the trap that Walt Disney Co. (DIS) fell into after the death of its iconic founder, Cook said, where “everyone spent all their time thinking and talking about what Walt would do.”