Guy Kawasaki: 我从Steve Jobs身上学到了这些

bulaohu

https://plus.google.com/112374836634096795698/posts/8cfpr9k5v6t

Guy Kawasaki是Apple的前Chief Evangelist，是少数曾经跟Steve Jobs长期亲密工作过的人。这是他最近在Google+上发表的一篇文章，收到众多推荐。


Guy Kawasaki  -  6:35 PM (edited)  -  Public
(Sat01) What I Learned From Steve Jobs

Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top twelve lessons that I learned from Steve Jobs.
很多人都已经讲过了从Steve Jobs身上我们能学到些什么。但这些人中极少有谁真的是“在帐篷里的”，就是说，亲身体验过跟Steve Jobs一起工作是个什么样子。我不想让我从他那里学到的东西被忘记，所以我写下来我从他那里学到的一些最重要的东西。

专家们是无头苍蝇。
Experts are clueless.

Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest shortcomings of Macintosh in the mid 1980s was the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to them.

消费者们并不知道他们到底需要什么。
Customers cannot tell you what they need.

“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using—around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did.

跳跃到下一个浪潮。
Jump to the next curve.

Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?

最严峻的挑战催生出最出色的工作。
The biggest challenges beget best work.

I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges.

设计至关重要。
Design counts.

Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist—a perfectionist Beyond: Thunderdome—and lo and behold he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

巨大的图片和字体总是不会错的。
You can’t go wrong with big graphics and big fonts.

Take a look at Steve’s slides. The font is sixty points. There’s usually one big screenshot or graphic. Look at other tech speaker’s slides—even the ones who have seen Steve in action. The font is eight points, and there are no graphics. So many people say that Steve was the world’s greatest product introduction guy..don’t you wonder why more people don’t copy his style?

真正智慧的人才会改弦更张。
Changing your mind is a sign of intelligence.

When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. Safari web apps were the way to go until six months later when Steve decided, or someone convinced Steve, that apps were the way to go—but of course. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that.”

价值和价格是两回事。
“Value” is different from “price.”

Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matters—what is important, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool that’s made. It’s pretty safe to say that no one buys Apple products because of their low price.

顶尖人才才会去雇同样顶尖的人才。
A players hire A+ players.

Actually, Steve believed that A players hire A players—that is people who are as good as they are. I refined this slightly—my theory is that A players hire people even better than themselves. It’s clear, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called “the bozo explosion” to happen in your organization.

真正的CEO展示他们的产品。
Real CEOs demo.

Steve Jobs could demo a pod, pad, phone, and Mac two to three times a year with millions of people watching, why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. Maybe. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. How pathetic is that?

真正的CEO把产品运出工厂。
Real CEOs ship.

For all his perfectionism, Steve could ship. Maybe the product wasn’t perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?

市场营销说到底，是提供独一无二的价值。
Marketing boils down to providing unique value.

Think of a 2 x 2 matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom right: valuable but not unique—you’ll have to compete on price. Top left: unique but not valuable—you’ll own a market that doesn’t exist. Bottom left: not unique and not value—you’re a bozo. Top right: unique and valuable—this is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels.

Bonus: Some things need to be believed to be seen. When you are jumping curves, defying/ignoring the experts, facing off against big challenges, obsessing about design, and focusing on unique value, you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. People needed to believe in Macintosh to see it become real. Ditto for iPod, iPhone, and iPad. Not everyone will believe—that’s okay. But the starting point of changing the world is changing a few minds. This is the greatest lesson of all that I learned from Steve.

bulaohu

我个人的读后感：

1. 这证明了一个传言，就是Apple在做产品设计的时候是从来不关心用户反馈的。如果你知道消费者其实不知道他们想要什么，那为什么还要听他们的意见呢？只要做出来独一无二的好产品，他们就会要的。

2. 关于Jobs从一开始就高瞻远瞩地用iPhone做鱼饵、真正赚钱的是Apps这个理论看来站不住脚了，Jobs刚开始的时候并没有意识到Apps的重要性。但第一，他及时改变了主意；第二，iPhone已经不经意中给Apps建好市场，这个财，还是得Apple来发，跑都跑不掉

pinkdreamer

好贴，必顶

JuJu

嗯, 看来Apps 的好处一开始连Steve Jobs也没有看到, 是后来才意识到的.

我的读后感, Guy Kawasaki说的东西, 基本上也没有多有用, Steve Jobs的本事, 其实别人学不到

消费者们并不知道他们到底需要什么, 很多人以为他们知道, 但是象Steve Jobs这样真的知道并且充满信心地执著地去投入, 这绝对是一种天赋, 学不到的.

luftcao

学习了！一直非常崇拜steve jobs的演讲技巧，甚至经常模仿他的风格。