John Sculley Quotes
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I remember going into Steve's [Jobs] house, and he had almost no furniture in it. He just had a picture of Einstein, whom he admired greatly, and he had a Tiffany lamp and a chair and a bed. He just didn't believe in having lots of things around, but he was incredibly careful in what he selected.
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Steve [Jobs'] brilliance is his ability to see something and then understand it and then figure out how to put it into the context of his design methodology - everything is design.
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The characteristics that I look for when I'm looking for really good entrepreneurs to lead companies are you have to have an inquiring mind, you have to say there must be a better way to do things, and now with technology at a point where everything is possible, how do we turn the possible into the probable? And it all starts with a passion to do something really well, to solve a problem in a way that's never been solved before, and to have just an incredible work ethic, to be persistent.
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When I was 5 or 6 years old, I never wanted toys; I wanted electrical parts so I could build things. And I was better at taking things apart and putting them back together, but I always had extra pieces left over, so I think it was an early warning that I was a better designer than an engineer.
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In many cases, jobs that used to be done by people are going to be able to be done through automation. I don't have an answer to that. That's one of the more perplexing problems of society.
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I have found that I always learn more from my mistakes than from my successes. If you aren't making some mistakes, you aren't taking enough chances.
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The Japanese always started with the market share of components first. So one would dominate, let's say, sensors, and someone else would dominate memory, and someone else hard drives and things of that sort.
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We expect teachers to handle teenage pregnancy, substance abuse, and the failings of the family. Then we expect them to educate our children.
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Insatiable curiosity is infectious to everyone around you. We live in an era today where we can get the answers for everything. In my generation, going to school meant learning the answers. Today, education should be more about knowing what the right questions are. The answers come for free.
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The new leaders face new tests such as how to lead in this idea-intensive, interdependent network environment
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Apple is so focused on its vision that it does things in a very careful, deliberate way.
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The Mac defined personal technology, and the iPhone defines intimate technology as a convergence of communications, content and location.
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I wanted to be an industrial designer, so I went to business school for that, and I then went on to marketing at Interpublic Group of Companies, which was one of the first organizations to actually think about brand marketing. I worked on Coca Cola's account, and then I was recruited by Pepsi, and I ended up being Pepsi's first MBA. I was called the High Wire Act because I was in my 20s and I was given jobs of increasing responsibility that I was totally unqualified for.
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Innovation has never come through bureaucracy and hierarchy. It's always come from individuals.
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Marketing strategy is a series of integrated actions leading to a sustainable competitive advantage.
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In the industrial age, the CEO sat on the top of the hierarchy and didn't have to listen to anybody ... In the information age, you have to listen to the ideas of people regardless of where they are in the organization.
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If we hadn't put a man on the moon, there wouldn't be a Silicon Valley today
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Marketing is really theater. It's like staging a performance.
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People are going to be most creative and productive when they're doing something they're really interested in.
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Healthcare has been the last major industry that hasn't been touched by technology in terms of productivity and consumer adoption in the way so many other industries have.
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No great marketing decisions have ever been made on qualitative data
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Health care missed the PC and Internet revolutions, but it can't afford to miss the cloud and mobile revolution.
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The boards had to be beautiful in Steve [Jobs]'s eyes when you looked at them, even though when he created the Macintosh he made it impossible for a consumer to get in the box, because he didn't want people tampering with anything.
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Steve Jobs was not an engineer: He was a brilliant individual with this ability to see around corners, to see things that other people couldn't see. I've learned over the years in the Apple that there are some really talented people who can take the same evidence, the same facts, and look at them and see them in a way that interprets those facts entirely different than most people do.
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Implementers aren't considered bozos anymore
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I believe that crisis really tends to help develop the characer of an organisation.
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Microsoft's philosophy is to get it out there and fix it later. Steve [Jobs] would never do that. He doesn't get anything out there until it is perfected.
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The iPod is a perfect example of Steve's [Jobs] methodology of starting with the user and looking at the entire end-to-end system.
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There are just moments when all the stars are aligned for breakthrough products.
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Innovation, I believe, is the only way that America will regain the initiative in a global dynamic economy.
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Related Authors
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