乔布斯的成功之道
老婆大人让发的红包，说不发就揍我，我也没办法呀！还说没人领也要揍我，我好无奈！！！
乔布斯的去世，让全球哀思弥漫。以下是励志人生小编为大家整理的关于乔布斯的成功之道，欢迎阅读!
乔布斯成功之道：想你想不到
"想你想不到的观念，做你做不出的产品"，应该是乔布斯能够成为科技界风云人物的重要原因之一。他使科技从庞然大物变成能放进口袋，把娱乐从唱盘转为数位。他推出的东西不仅仅是"新产品"，更重要的是能够把人类的生活带入一个"新领域"。
Apple I，开创了电脑"个人化"的新理念;Apple II，把电脑由少数玩家的禁脔，推广成大众化的产品，也让他在廿五岁时成了亿万富翁。"丽莎"虽让他初尝败绩，但他将绘图界面、视窗与滑鼠纳入个人电脑，不仅为后续的"麦金塔"奠定成功基础，也为个人电脑建立标准规格，至今未被取代。
接下来的iMac，促成网路全球化的风潮。进入廿一世纪，乔布斯更是连战皆捷，iPod把随身听带入了数位化的时代，iPhone掀起了触控风潮，iPad则让平板电脑得以实现。
高科技业者的竞争，通常在于"数字"，例如产品处理速度多快，记忆体容量多大;然而技术性"数字"很容易被竞争者超越，因此，产品虽然不断推陈出新，但"生命周期"愈来愈短。
其次，高科技业固然必须重视技术的创新，但更重要的是必须将新技术与消费者的需求紧密结合。苹果本世纪以来多项新产品频创佳绩，在于能推出让消费者"喜出望外"、带动市场风潮的新产品，其他竞争厂商只能紧跟在后，靠着"提升功能"苦苦追赶。即使"后来居上"，但苹果却早已在另一项新产品的跑道上遥遥领先了。
乔布斯的成功关键，当然在于不断"创新"。然而"创新"的重点并不在于技术层次，而是在于产品概念，所以乔布斯缔造了苹果的奇，也改变了世界。
苹果CEO谈乔布斯的成功之道：
In 1983, Steve Jobs wooed Pepsi executive John Sculley to Apple with one of the most famous lines in business: “Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?”
1983年，乔布斯从百事把John Sculley挖了过来，当时乔布斯对他说了一句很是经典的商业名言：“你是希望一辈子卖糖水呢?还是希望抓住一个能够改变世界的机会呢?”
Jobs and Sculley ran Apple together as co-CEOs, blending cutting edge technology (the first Mac) with cutting edge advertising (the famous 1984 ad) and world-class design. But it soon soured, and Sculley is best known today for forcing Jobs’ resignation after a boardroom battle for control of the company.
之后，乔布斯和Sculley一起作为联合CEO共同运营苹果公司，他们为苹果带来了世界级的技能(第一台Mac电脑)、世界级的广告(著名的广告“1984”)和世界级的设计。然而双方的互助瓜葛并未持续太久，众所周知，当年Sculley为了能够全权控制公司，通过在董事会上的斗争强迫乔布斯离开了苹果。
Now, for the first time, Sculley talks publicly about Steve Jobs and the secrets of his success. It’s the first interview Sculley has given on the subject of Steve Jobs since he was forced out of the company in 1993. “There are many product developments and marketing lessons I learned working with Steve in the early days,” says Sculley. “It’s impressive how he still sticks to his same first principles years later.” He adds, “I don’t see any change in Steve’s first principles — except he’s gotten better and better at it.”
如今，Sculley首次在公开场合谈论乔布斯和他成功的秘诀，这是自从1993年他被苹果炒掉之后，第一次接受主题为“乔布斯”的访问交谈。“在早期与乔布斯一起工作的历程中，我学到了很多关于产品开发和市场营销方面的经验”，Sculley说，“令人敬佩的是，乔布斯到现在截止一直坚持着他的‘第一原则’”，此外他还增补道：“他的‘第一原则’一直没有改变，我只看到他把这个原则运用得越来越好!”
I met with Sculley in a hotel lobby near Oakland airport. Sculley had been taking meetings for his investment fund and was waiting for a flight back home on the east coast. Sculley was initially reluctantly to talk about Steve Jobs, his former partner at Apple, who had been both his protégé and mentor.
我是在奥克兰机场相近的酒店大堂里对Sculley进行采访的，他刚刚参加完自己的投资基金会议，正在等着飞回东海岸的家。Sculley最初不太愿意谈论史蒂夫·乔布斯，这个他在苹果时的同事，也是他的学生和老师。
“I don’t have any contact with Steve these days,” Sculley said in one of our initial emails setting up the meeting. “He’s still mad he got pushed out of Apple 22 years ago… I have no interest to piss him off… My Apple experience is now ancient history and I have gone on with my life and I’m not looking for any publicity or have any ax to grind.”
“我如今与乔布斯没有什么接洽”，此次谈话之前，Sculley在我们初次交流的Email中表示，“他仍然因为20xx年前被苹果扫地出门而铭心镂骨…我并无乐趣激怒他…我在苹果的经历已经成为古老的汗青，现在我有自己的生活，我也不会别有用心地去接受任何关于那一些东西的访问交谈。”
I persuaded Sculley that I was a big fan of Jobs, and had no interest in digging dirt. What I wanted to know was: How does he do it? During the resulting 90-minute conversation, Sculley pulged Jobs’s first principles. Here, in Sculley’s words, is Steve Jobs’ methodology for building great products:
我努力向Sculley说明虽则我曾是乔布斯的超级粉丝，但我并无爆料的乐趣，我只是想知道：他是如何做到的? 在之后90分钟的谈话里，Sculley向我透露乔布斯的“第一原则”，以下是Sculley所谈到的史蒂夫·乔布斯是如何创造出巨大的产品的。
1. Beautiful design – “We both believed in beautiful design and Steve in particular felt that you had to begin design from the vantage point of the experience of the user… We used to study Italian designers… We were looking at Italian car designers. We really did study the designs of cars that they had done and looking at the fit and finish and the materials and the colors and all of that. At that time, nobody was doing this in Silicon Valley. It was the furthest thing on the planet from Silicon Valley back then in the 80′s. Again, this is not my idea. I could relate to it because of my interest and background in design, but it was totally driven by Steve… What a lot of people didn’t realize was that Apple wasn’t just about computers. It was about designing products and designing marketing and it was about positioning.”
1、标致的设计。
“我们俩都很喜欢标致的设计，并且乔布斯以为应当从用户体验认识的角度着手进行设计…我们曾进修过意大利的设计师…我们一直在研究意大利的汽车设计，看看他们是如何选材、调配颜色以及提高产品舒程度适当的，当时在硅谷没有人这样做过，这应该是上世纪80年代在硅谷里所发生的最深远的一件事情。不过这依然不是我的主意，但我倒是能和这些扯上点瓜葛，毕竟我的乐趣和专业背景就是设计，这一切都是乔布斯的想法…有很多人并无认识到苹果其实并不单单是家用电器脑公司，它还关于产品及营销方面的设计工作，而这也正是它的定位。”
2. Customer experience – “He always looked at things from the perspective of what was the user’s experience going to be? … The user experience has to go through the whole end-to-end system, whether it’s desktop publishing or iTunes. It is all part of the end-to-end system. It is also the manufacturing. The supply chain. The marketing. The stores.”
2、用户体验认识。
“他总是站在客户的角度来考虑用户体验认识是怎样的…用户体验认识是一个端到端的系统，无论是桌面排版还是iTunes，都是端到端系统的一部分，另外还包括生产制造、供应链、市场营销和零售门面店等。”
3. No focus groups — “Steve said: ‘How can I possibly ask somebody what a graphics-based computer ought to be when they have no idea what a graphic based computer is? No one has ever seen one before.’ He believed that showing someone a calculator, for example, would not give them any indication as to where the computer was going to go because it was just too big a leap. ”
3、不设重点团队。
“史蒂夫说：‘要是一个人根本不知道基于图形的计算机是什么，我怎么有可能会扣问他基于图形的计算机应该是怎样的呢?之前就没有人见过这种东西。’举例来讲，他以为在向别人展示一款计算器的时候，完全没有必要再把计算机的工作体式格局解释给他们听，因为这之间的差距太大了。”
4. Perfectionism – “He was also a person that believed in the precise detail of every step. He was methodical and careful about everything — a perfectionist to the end.”
四、完美主义。
“他也是常人，可是很是注重每一步调的细节，很是讲究方法，同时很是谨慎，他是一个完美主义者。”
5. Vision – “He believed that the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980′s because people thought that personal computers were just smaller versions of bigger computers. That’s how IBM looked at it. Some of them thought it was more like a game machine because there were early game machines, which were very simple and played on televisions… But Steve was thinking about something entirely different. He felt that the computer was going to change the world and it was going to become what he called ‘the bicycle for the mind.’ It would enable inpiduals to have this incredible capability that they never dreamed of before. It was not about game machines. It was not about big computers getting smaller… He was a person of huge vision.”
5、眼光。
“他当时以为电脑最终会成为消费类产品，这在上世纪80年代早期是个很让人吃惊的想法，因为那时候的人们都以为个人电脑只不过是小一号的大型计算机，IBM就 是这样以为的。另外有些人以为个人电脑更像是个游戏机，因为早期的游戏机很是简单，可以连着电视一起玩…然而史蒂夫的看规则完全差别，他感觉到电脑将会改 变这个世界，他将电脑称之为‘心魄的脚踏车’，可以帮助人们获得以前所不敢想象的能力，它不是游戏机，更不是由大变小的大型机…他的眼光的确很是巨大!”
6. Minimalism – “What makes Steve’s methodology different from everyone else’s is that he always believed the most important decisions you make are not the things you do – but the things that you decide not to do. He’s a minimalist. He’s a minimalist and is constantly reducing things to their simplest level. It’s not simplistic. It’s simplified. Steve is a systems designer. He simplifies complexity.”
6、极简主义。
“史蒂夫的方法很是与众差别，他以为最重要的决定往往不是你所做的事，而是那一些你没有做的事。他是一个极简主义者，他总是在削减一些元素，是产品达到最简单的层次，这并不是简化，而是简明!作为系统设计者，史蒂夫要削减的是系统运作的复杂性。”
7. Hire the best – “Steve had this ability to reach out to find the absolute best, smartest people he felt were out there. He was extremely charismatic and extremely compelling in getting people to join up with him and he got people to believe in his visions even before the products existed… He always reached out for the very best people he could find in the field. And he personally did all the recruiting for his team. He never delegated that to anybody else. ”
7、招聘最优秀的人才。
“史蒂夫总是能依靠自己的感觉找到最优秀、最聪明的人才。他独特的气质可以吸引别人插手他的团队，并且他可以在产品还没有做出来之前就让大家相信他的眼光…他总能找出那一些专业领域里最优秀的人才，而他也总是亲自负责团队的招聘工作，从不把这项工作交给别人做。”
8. Sweat the details – “On one level he is working at the ‘change the world,’ the big concept. At the other level he is working down at the details of what it takes to actually build a product and design the software, the hardware, the systems design and eventually the applications, the peripheral products that connect to it… He’s always adamantly involved in the advertising, the design and everything.”
8、专注于细节。
“从比力大的概念层面上来讲，他为了‘改变世界’而工作;但在另外一个层面上，他很是关注工作中的每一个细节，比如如何开发一个产品，如何设计软硬件、系统以及最终的应用，甚至是和苹果相关的周边产品等等…他总是亲自参与广告、设计和所有的事情。”
9. Keep it small – “The other thing about Steve was that he did not respect large organizations. He felt that they were bureaucratic and ineffective. He would basically call them ‘bozos.’ That was his term for organizations that he didn’t respect. Steve had a rule that there could never be more than one hundred people on the Mac team. So if you wanted to add someone you had to take someone out. And the thinking was a typical Steve Jobs observation: ‘I can’t remember more than a hundred first names so I only want to be around people that I know personally. So if it gets bigger than a hundred people, it will force us to go to a different organization structure where I can’t work that way. The way I like to work is where I touch everything.’ Through the whole time I knew him at Apple that’s exactly how he ran his pision. ”
9、保持小规模。
“另外一件事是史蒂夫并不喜欢至公司。他以为至公司充斥着权要主义，效率低下，他把这些公司称作是‘笨蛋’——这就是他对自己所不喜欢的至公司的评论。史蒂夫有一个原则：Mac团队成员总数不能超过100人，因此要是有人要插手进来，那么就必须有人离开，这个原则具备很是典型的乔布斯特色：‘要是人数超过100个，那么我将无法记住他们的名字，而我只想与熟悉的人一起工作。所以要是超过了100人，我们就必须改变组织结构了，而这正是我所不能接受的，我喜欢的工作体式格局是我可以了解到每一件事情。’我在苹果工作时所知道的乔布斯就是他一直在走自己的路。”
10. Reject bad work – “It’s like an artist’s workshop and Steve is the master craftsman who walks around and looks at the work and makes judgments on it and in many cases his judgments were to reject something… An engineer would bring Steve in and show him the latest software code that he’s written. Steve would look at it and throw it back at him and say: “It’s just not good enough.” And he was constantly forcing people to raise their expectations of what they could do. So people were producing work that they never thought they were capable of… Steve would shift between being highly charismatic and motivating and getting them excited to feel like they are part of something insanely great. And on the other hand he would be almost merciless in terms of rejecting their work until he felt it had reached the level of perfection that was good enough to go into – in this case, the Macintosh.”
10、拒绝差劲的工作。
“苹 果公司就像是一件艺术家的工作室，而史蒂夫就是一位技艺精湛的大师。他在公司里来回巡视，针对员工们的工作给出判定，而在大多情况下，他的判定就是拒 绝…当一位工程师把自己刚写好的软件代码展示给史蒂夫的时候，史蒂夫看了一遍之后就把它退还给他：‘这还不够好!’他不断强迫大家提高对自己的期望值，所 以员工们总是能完成那一些他们原本以为根本无法完成的工作…史蒂夫会不断提升工作的魅力值，并以此激励员工们，大家会激动万分地以为自己就是巨大事业的一部 分。另一方面，他毫不留情地否定大家的工作，直到他感觉产品已经达到了足够完美的程度，比如Macintosh。”
11. Perfection – “The thing that separated Steve Jobs from other people like Bill Gates — Bill was brilliant too — but Bill was never interested in great taste. He was always interested in being able to dominate a market. He would put out whatever he had to put out there to own that space. Steve would never do that. Steve believed in perfection.”
十一、追求完美。
“史蒂夫·乔布斯与其他人，如比尔·盖茨的一个首要区别在于——比尔也聪明过人——可是比尔对‘高品质’向来不感乐趣，他更倾向于统治市场，所以在他推出产品的时候，就是为了抢占市场。史蒂夫从来不那样做，他只钟情于完美!”
12. Systems thinker – “The iPod is a perfect example of Steve’s methodology of starting with the user and looking at the entire end-to-end system. It was always an end-to-end system with Steve. He was not a designer but a great systems thinker. That is something you don’t see with other companies. They tend to focus on their piece and outsource everything else. If you look at the state of the iPod, the supply chain going all the way over to iPod city in China – it is as sophisticated as the design of the product itself. The same standards of perfection are just as challenging for the supply chain as they are for the user design. It is an entirely different way of looking at things.”
12、系统思考者。
“在史蒂夫‘从用户出发’的方法论和端到端系统思惟中，iPod无疑是一个很是棒的案例。史蒂夫总在关注着端到端系统，他不是一名设计师，但他却是一个出色的系统思考者，这在其他公司你是看不到的，他们更倾向于专注某一部分，而把其他部分外包出去。要是你对iPod的情况有所了解，你会发现在中国的城市里，所有和iPod相关的供应链的结构就和产品本身的设计一样，对完美的追求让供应链的结构都因为用户体验认识而改变，这是一种完全差别的看待物质的体式格局。”
BTW: The interview with Sculley was awfully gratifying to me personally because many of his points coincided with points I’d made in my book about Jobs: Inside Steve’s Brain. I’d written chapters devoted to Jobs’ perfectionism, minimalism and elitism, and how they have shaped Apple’s business. A major part of the book is devoted to the systems Jobs has built. It was strange but thrilling to hear ideas I’d formulated independently expounded by a former Apple CEO and someone who’d worked with Jobs so closely.
趁便说一句：我对Sculley进 行的采访很是满意，因为他所谈到的很多不雅点和在我的书《进入史蒂夫的思维》中的描述相互吻合，在这本书里，我对乔布斯的完美主义、极简主义和精英主义分章 节进行了描写，另外还有他们是如何打造出苹果的业务系统的，其中还有一个部分首要介绍了乔布斯所建立的系统。能和一位曾与乔布斯一起共事的苹果前CEO进行会话很是让人激动，同时那一些与自己以往的看法不谋而合的不雅点也的确让我感觉不可思议! 要是您通过本文有所收获，请轻轻点下“顶”以表支持!