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- Herausgeber: Business Book Summaries
- Kategorie: Religion und Spiritualität
- Sprache: Englisch
The must-read summary of Leander Kahney's book: "Inside Steve's Brain: The Principles that Guide Steve Jobs as He Launches Killer Products, Attracts Fanatically Loyal Customers, and Manages Some of the World’s Most Powerful Brands".
This complete summary of the ideas from Leander Kahney's book "Inside Steve's Brain" shows that Steve Jobs has single-handedly revolutionised the personal computer industry, built Pixar, dramatically changed the music industry and turned around a Fortune 500 company in dire straits. He has the reputation of being a tricky person to work with, but he’s a self-made billionaire who must be doing something right. This summary analyses Steve Jobs’ career, identifying some key personality traits which have propelled him to the top. It also looks at each trait, and demonstrates how it’s helped him in crucial decisions. For example, Jobs is focused: he’s aware of what he’s good at, and what he’s not. He delegates the latter in order to focus on the former. He takes that philosophy into a wider arena, by always concentrating on what Apple does best as well. Jobs is a perfectionist: this has meant that good projects have been killed, and that product design takes longer. But this has paid off, because Apple has won countless design awards and intuitive design is one of its USPs.
Added-value of this summary:
• Save time
• Understand key concepts
• Increase your business knowledge
To lear more, read "Inside Steve's Brain" and discover a fascinating book, combining biographical detail with business advice and strategy analysis.
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Seitenzahl: 38
Veröffentlichungsjahr: 2013
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Book Presentation: Inside Steve’s Brain by Leander Kahney
Summary of Inside Steve’s Brain (Leander Kahney)
Book Presentation: Inside Steve’s Brain by Leander Kahney
Book Abstract
MAIN IDEA
It’s normal when talking about Steve Jobs to dwell on his control-freak tendencies or his propensity to rant and shout when frustrated, but that’s probably a little too superficial a view to take. The fact is Steve Jobs has single-handedly:
Revolutionized the personal computer industry (in the 1970s with the Apple II and in the 1980s with the Mac).Built the world’s most successful animated movie studio (Pixar).Dramatically impacted on the music industry in the 2000s (with the iPod and iTunes).Turned around a Fortune 500 company which appeared to be in a death spiral (Apple Computer).In other words, say what you will about the difficulty of working with Steve Jobs, this self-made billionaire must be doing something right. He has generated too impressive a track record of billions of dollars of product sales for it all to be dismissed as dumb luck or fortuitous timing. Jobs has succeeded where many other highly competent companies have stumbled and fell.
When you try and boil down what it is Steve Jobs does differently, it all comes down to his seven distinct personality traits:
Steve Jobs succeeds because he takes what others would dismiss as personality flaws and turns them into a business philosophy that works in the real world.
About the Author
LEANDER KAHNEY is news editor for Wired.com. He is also the primary author of The Cult of the Mac blog. He joined Wired after working for MacWeek. Mr. Kahney, a graduate of Sussex University, is the author of The Cult of Mac and The Cult of iPod. As a reporter and more recently an editor, Mr. Kahney has covered Apple Computer for more than twelve years.
The Web site for this book is at www.insidestevesbrain.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Inside Steve’s Brain (Leander Kahney)
1. Focus
At a personal level, Steve Jobs excels at focusing on what he’s good at and delegating the rest to others. The same philosophy applies to business. When he regained control of Apple, his first priority was to get the company focused on what its good at.
Irrespective of any personality issues which may become involved, Steve Jobs is crystal clear about what he’s good at and what he’s not:
In just the same way as Steve Jobs is crystal clear about where he adds value and where he does not, when he returned to Apple Computer as interim CEO in 1997, Steve Jobs systematically took the company apart and analyzed its components. Jobs quickly found there were four facts staring him in the face:
Apple was about six months from bankruptcy if it kept doing business the same way it then was.The company was selling about forty different products -everything from inkjet printers and hand-helds to computers.Apple’s computer product line had become so confusing it was impossible for customers to tell one model from another.Apple’s R&D engineers were working on some interesting stuff but nobody was doing the difficult work of buckling down and getting things market ready.Jobs went through all of the product lines offered by Apple one by one and then came back with his “go-forward plan” which was considered to be quite radical at that time:
Apple would develop and sell four machines – two notebooks (one for consumers, the other for professionals) and two desktops (again, one for consumers, one for professionals).Apple would sell everything else – its printer business, monitors, software, hand-helds, etc.Apple would focus on making premium world-class computers. Any research projects which did not relate to this aim were cancelled – which meant Jobs killed hundreds of projects with immediate effect.The product managers were responsible for matching staffing levels to the company’s needs moving forward – which resulted in mass layoffs. Jobs was careful, however, to retain a core team of talented engineers which he referred to as his A team. They would later work on the iPod.Jobs also streamlined Apple’s organizational chart so everyone knew who they reported to and what was expected of them.Jobs killed the Mac clones in the marketplace, and insisted on keeping everything Apple did totally proprietary.
