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Tag Archives: Steve Jobs

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Listening to Apple’s earnings call 2 days ago, I wondered how to compare Apple’s CEO, Tim Cook, to Steve Jobs. Citing Apple’s plunging stock price (see below), some analysts are saying that entrepreneurs like Steve Jobs are irreplaceable.

Under Steve Jobs, Tim Cook was Apple’s COO (chief operating officer) and its temporary and then actual CEO. An Apple employee since 1998, Cook spent 12 years at IBM and was briefly at Compaq.

Explaining the Jobs approach, Silicon Valley veteran Marc Andreessen said that Steve Jobs started new product categories and targeted premium consumers. ”The Apple playbook under Steve Jobs was a single playbook. He would invent a new product category, start with 100% market share, and then every day that goes by, lose market share until some terminal outcome.” Jobs once said, “It’s not the consumers’ job to know what they want, ” and proved it with the iPod in 2001, the iPhone in 2007 and the iPad in 2010,

By contrast, naming the iPhone 5 and the iPad mini, an Atlantic journalist says Tim Cook is responding to the market rather than shaping it. It makes sense, though, as a Slate writer points out, that if Apple had introduced a new product now, it would have been developed when Jobs was alive. Slate suggests we wait and see.

So yes, we cannot recreate entrepreneurs like Steve Jobs.  But then again, as firms become more mature, won’t they need new management skills?

Apple's stock price during the past 5 years

Sources and Resources: My favorite Jobs/Cook article was from Slate but I would also recommend looking at this CNET post. For the analyst perspective, Business Insider is always a handy resource because of the Wall Street background of its head, Henry Blodgett. Here is how Blodgett feels about Apple now and the euphoria he expressed during 2011.

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How can my boss affect my productivity?

At Pixar, the restrooms are where Steve Jobs wanted them to be. Because they were located near a huge central atrium, they helped to generate a collaborative community. Seemingly haphazard, restroom traffic flow was an intentional strategy for enhancing labor productivity. It was how Steve Jobs used the work environment to optimize employee performance.

Yahoo CEO Marissa Mayer appears to have the same goal. Mayer recently directed Yahoo employees to cease telecommuting. For Mayer, it was about getting people to the office to interact as a community. Telecommuting might contribute to individual flexibility but it detracted from her goals for the firm as a whole.

Perhaps Mayer was thinking of the Steve Jobs quote from Walter Isaacson. “There’s a temptation in our networked age to think that ideas can be developed by email and iChat. That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas.”

Assuming that interaction leads to productivity takes us to the next step. At Bank of America, employees, wearing digital tags, had their interactions quantified and located. Then, I guess, the Bank could optimize interactive environments when they saw where and how they existed. Studies suggest, for example, that coffee breaks boost productivity.

I worry.

Yes, an employer certainly should and could ask employees to work at work. But then, how far should they go to dictate the interaction that they believe enhances productivity? Furthermore, how much can my boss influence my productivity?

We should not conclude without defining labor productivity. It is just about inputs and outputs. Labor productivity is when your input, usually measured in hours but not necessarily, creates more output than before.

Sources and Resources: Always insightful, the James Surowiecki New Yorker column on Marissa Mayer was excellent. It reminded me of the digital sensor article in WSJ and Steve Jobs in Walter Isaacson’s masterful biography. The Steve Jobs quote is from p. 431.

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While Apple’s iPhone 5 map app might not always take us where we want to go, it will probably provide a path to some surprising innovation.

A little history first…

The iPhone 4 was released during June 2010 with a new antenna design that soon became a problem when people accidentally lost their connection by putting a hand over a tiny gap in the phone’s steel rim. Responding, Steve Jobs said, “We’re not perfect. Phones are not perfect. We all know that. But we want to make our users happy.”

Fast forward to 2012…

Apple tells us that although its new iPhone 5 map app that replaced Google Maps has problems, it is more than 99 percent accurate. Responding, the NY Times’s David Pogue says yes, Apple Maps has “dazzling” features but even if one half of one percent of its data is inaccurate, you are talking about a lot of data.

Why did Apple cut its tie with Google? Apple could not have been pleased that Google gave Android the best features and was getting data from Apple’s customers. It would also make sense that Apple wants to do its own map app development.

Whatever the specific reason, I suspect that “Antennagate” and “Mapplegate” take us to Joseph Schumpeter’s (1883-1950) creative destruction. Schumpeter believed that progress was an agonizing process through which old firms get trampled by nimble entrepreneurs and new ideas. Innovation is a chancy process that most other firms avoid because it is much safer to stick with the dependable stuff you know. By contrast, as with antennas and maps, Apple consistently innovates and avoids its own creative destruction.

A final fact: Whereas it would have been uncharacteristic for Steve Jobs to apologize, Apple’s CEO Tim Cook did say he was sorry. In a website letter to customers, he explained, “With the launch of our new Maps last week, we fell short on this commitment. We are extremely sorry for the frustration this has caused our customers and we are doing everything we can to make Maps better.”

Sources and Resources: In a fascinating 5 pages (pp. 519-523, Steve Jobs), Walter Isaacson describes the iPhone tension between engineering and design and the PR decisions that ultimately defused “Antennagate.” Similarly, David Pogue provides invaluable insight about the iPhone 5 map app in this column and the word, “Mapplegate,” but if you just want a good story about the app and Fenway Park, I suggest this article.

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Henry Ford once said that: ”If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’ ”

Similarly, asked about spaghetti sauce during the 1980s, consumers primarily knew about Ragu’s plain, marinara and meat sauces. Because other tastes and textures were not mass marketed, preferences were limited.

But then, Prego hired Howard Moskowitz, a psychologist, to build its market share. Using 45 varieties of spaghetti sauce that were designed to vary in every imaginable way including thickness, sweetness, saltiness and smell, Moskowitz had focus groups consume 8 to 10 small bowls that they rated from 1 to 100. When the test groups selected chunky as their favorite, he knew he had a winner. Prego became the first to market an extra chunky sauce and their market share soared.

Moskowitz’s approach was ideal for an oligopoly. Defined as a market in which very few firms dominate, oligopolies use product differentiation to compete. For the Prego division of Campbell’s, a chunky sauce separated them from Ragu. And now, the rest is history if you look at the array of sauces sold by Prego and Ragu.

Listening to Malcolm Gladwell tell the spaghetti story in a TED talk and then reading it, I was also fascinated by his allusion to coffee. Most people say that they enjoy a rich, dark and hearty roast when asked the kind of coffee they like. Actually though, taste tests indicate sweet, watery milky coffee is what most of us prefer. I assume that is why Starbucks has recently added a “light” alternative to its dark and medium roasts.

 

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Astronomy might help us understand US history according to biographer Walter Isaacson. We just need to think about binary systems in which 2 separately orbiting stars “are linked because of their gravitational interaction.”

The tension between Hamilton and Jefferson was his first example. One for a national bank, the other against, one for strong central government, the other said no. In separate orbits, they influenced each other and the country.

For Jobs and Gates, Isaacson says the connection was similar. As the mind and passion behind Apple, Steve Jobs was intuitive, a romantic, a perfectionist who focused on design and usability. Meanwhile, Bill Gates led Microsoft methodically, a natural at computer coding, disciplined, practical. Again, we have 2 very different men with different views of the world who affected each other and us.

And now, Pew Research has reported their newest conclusions about our political polarity and an economic binary system again seems to have evolved.

Especially for 5 economic issues, Pew tells us that the “values gap” between Republicans and Democrats has increased. Numerically, the values gap is the percent reflecting how much Republicans and Democrats disagree. For example, asked if the government should take care of people who cannot take care of themselves, because 75% of all Democrats and 40% of all Republicans said “yes,” the values gap was  35.

This table, based on their study when it began and now, displays the average size of the values gap for multiple questions in each category.

1987 2012
Social safety net 23 41
Environment 5 39
Labor Unions 20 37
Equal opportunity 17 33
Gov’t. scope and perf. 6 33

 

With Republicans and Democrats forming a binary system, how might future legislation display the impact of their “gravitational interaction?”

The entire Pew Report is here and Walter Isaacson looks at Gates and Jobs in Steve Jobs, Chapter 16.

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