Steve Wozniak's Timeline
TIME LINE * Born on February 24th, 1955 in San Francisco, California * Adopted by Paul and Clara Jobs to live in Santa Clara, California * Graduated high school in 1972 * Enrolled in Reed College in Oregon * Dropped out after one semester * Returned to California in 1974 and was hired as a technician for Atari * Jobs met Steve Wozniak shortly after they both left school while working for Hewlett-Packard * Wozniak was an incredibly talented engineer, especially in electronic gadgets * While developing a “blue box” device, Jobs convinced Wozniak to sell it to Berkeley students. * Attended meetings at Wozniak’s “Homebrew Computer Club” * Steve convinced Wozniak to work with him in building computers
APPLE
* Born on April 1st, 1976 * Apple I designed and prototype built. * First single board computer with built-in video interface. * Jobs and Wozniak sold the Apple I in 1976 for $666, making over $776,000 from sales. * Apple II designed in the following year. * Retired Intel executive Mike Markkula …show more content…
became chairman of Apple in May 1977. * In 1977, the two released the Apple II, a single board computer with onboard ROM and a color video interface. * Became publicly traded company in 1980. * Launched LISA in 1983. * From 1977 to 1983, Apple continued to grow exponentially. * In 1981, IBM finally entered the personal computer market, and in just two years began to outsell Apple. * After the failure of the Apple III and Lisa, Jobs needed a new computer that could compete with the IBM PC. * Jobs recruits JOHN SCULLEY ,president of Pepsi-cola U.S.A to became C.E.O of apple computers. * In 1984 job introduces the Macintosh. * Board members of Apple met on May 28th, 1985 and each voted on the removal of Steve from the company
NEXT
* Jobs project in the late 1980’s to mid 90’s was NextStep * A new computer company based on an object oriented software platform, NeXT failed first as a hardware company, then as a software company * Apple similarly did very poorly in the early and mid 90’s, brought on by poor leadership and stagnating computer design
THE SECOND COMING OF JOBS * In 1996, Apple bought NeXT, and with it came Steve Jobs. * In 2000, Jobs became the full CEO of Apple, after the success of the iMac, the first computer mainly marketed for its looks. * Insisted on keeping his $1 annual salary * Although his salary was low, the company granted him ten million shares of Apple stock worth hundreds of millions * Jobs continues to innovate the computer industry, spearheading projects like the iPod, iTunes and its Music Store, and high end computer * Under Jobs’ watch, Apple has entered a new phase of growth and profitability, fueled by his imagination and quest for perfection * Introduced iPod ,iTunes ,iPhone , iPad , The Apple Stores and All tools to make our lives easier and more streamlined
COMPONENTS OF JOBS LEADERSHIP
Focus
* When Jobs returned to Apple in 1997, it was producing a random array of computers and peripherals, including a dozen different versions of the Macintosh. After a few weeks of product review sessions, he’d finally had enough. “Stop!” he shouted.“This is crazy.” He grabbed a Magic Marker, padded in his bare feet to a whiteboard, and drew a two-by-two grid. “Here’s what we need,” he declared. Atop the two columns, he wrote “Consumer” and “Pro.” He labelled the two rows “Desktop” and “Portable.” Their job, he told his team members, was to focus on four great products, one for each quadrant. All other products should be cancelled. There was a stunned silence. But by getting Apple to focus on making just four computers, he saved the company. * “Deciding what not to do is as important as deciding what to do, That’s true for companies, and it’s true for products.”
SIMPLIFY
* During the design of the iPod interface, Jobs tried at every meeting to find ways to cut clutter. He insisted on being able to get to whatever he wanted in three clicks. One navigation screen, for example, asked users whether they wanted to search by song, album, or artist. “Why do we need that screen?” Jobs demanded. The designers realized they didn’t. * At one point Jobs made the simplest of all suggestions: Let’s get rid of the on/off button. At first the team members were taken aback, but then they realized the button was unnecessary. The device would gradually power down if it wasn’t being used and would spring to life when reengaged. * Jobs aimed for the simplicity that comes from conquering, rather than merely ignoring, complexity. Achieving this depth of simplicity, he realized, would produce a machine that felt as if it deferred to users in a friendly way, rather than challenging them. “It takes a lot of hard work,” he said, “to make something simple, to truly understand the underlying challenges and come up with elegant solutions.”
PUT PRODUCTS BEFORE PROFITS * When Jobs and his small team designed the original Macintosh, in the early 1980s, his injunction was to make it “insanely great.” He never spoke of profit maximization or cost trade-offs. “Don’t worry about price, just specify the computer’s abilities,” he told the original team leader. At his first retreat with the Macintosh team, he began by writing a maxim on his whiteboard: “Don’t compromise.” The machine that resulted cost too much and led to Jobs’s ouster from Apple. But the Macintosh also “put a dent in the universe,” as he said, by accelerating the home computer revolution. And in the long run he got the balance right: Focus on making the product great and the profits will follow. * John Sculley, who ran Apple from 1983 to 1993, was a marketing and sales executive from Pepsi. He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined. * Job said “I have my own theory about why decline happens at companies, They make some great products, but then the sales and marketing people take over the company, because they are the ones who can juice up profits. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft.”
DON’T BE A SLAVE TO FOCUS GROUPS * When Jobs took his original Macintosh team on its first retreat, one member asked whether they should do some market research to see what customers wanted. “No,” Jobs replied, “because customers don’t know what they want until we’ve shown them
BEND REALITY * Jobs’s (in)famous ability to push people to do the impossible An early example was when Jobs was on the night shift at Atari and pushed Steve Wozniak to create a game called Breakout.
Wozniak said it would take months, but Jobs stared at him and insisted he could do it in four days. Wozniak knew that was impossible, but he ended up doing it.
TOLERATE ONLY “A” PLAYERS * Jobs was famously impatient, petulant, and tough with the people around him. But his treatment of people, though not laudable, emanated from his passion for perfection and his desire to work with only the best. * It’s important to appreciate that Jobs’s rudeness and roughness were accompanied by an ability to be inspirational. He infused Apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish what seemed impossible
KNOW BOTH THE BIG PICTURE AND THE
DETAILS * Jobs’s passion was applied to issues both large and minuscule. Some CEOs are great at vision; others are managers who know that God is in the details. Jobs was both. Time Warner CEO Jeff Bewkes says that one of Jobs’s salient traits was his ability and desire to envision overarching strategy while also focusing on the tiniest aspects of design. For example, in 2000 he came up with the grand vision that the personal computer should become a “digital hub” for managing all of a user’s music, videos, photos, and content, and thus got Apple into the personal-device business with the iPod and then the iPad. In 2010 he came up with the successor strategy—the “hub” would move to the cloud—and Apple began building a huge server farm so that all a user’s content could be uploaded and then seamlessly synced to other personal devices. But even as he was laying out these grand visions, he was fretting over the shape and color of the screws inside the iMac.
HONORS
* 1985:Received national medal of technology from then president Ronald Reagan. * 1987:Received Jefferson award for public service. * 2007:named one of the most powerful person in business by fortune magazine. * 2009:selected most entrepreneur among teenagers on survey by junior achievement.
APPLE'S STEVE JOBS DEAD AT 56 * OCTOBER 05: Candles, flowers, and an iPhone with Steve Jobs photo displayed, are seen in remembrance of Steve Jobs, founder and former CEO of Apple Inc, outside the Apple Store at West 66th Street on October 5, 2011 in New York City. Jobs, 56, passed away October 5, 2011 after a long battle with pancreatic cancer. Jobs co-founded Apple in 1976 and is credited, along with Steve Wozniak, with marketing the world's first personal computer in addition to the popular iPod, iPhone and iPad.
APPLE
* Born on April 1st, 1976 * Apple I designed and prototype built. * First single board computer with built-in video interface. * Jobs and Wozniak sold the Apple I in 1976 for $666, making over $776,000 from sales. * Apple II designed in the following year. * Retired Intel executive Mike Markkula …show more content…
became chairman of Apple in May 1977. * In 1977, the two released the Apple II, a single board computer with onboard ROM and a color video interface. * Became publicly traded company in 1980. * Launched LISA in 1983. * From 1977 to 1983, Apple continued to grow exponentially. * In 1981, IBM finally entered the personal computer market, and in just two years began to outsell Apple. * After the failure of the Apple III and Lisa, Jobs needed a new computer that could compete with the IBM PC. * Jobs recruits JOHN SCULLEY ,president of Pepsi-cola U.S.A to became C.E.O of apple computers. * In 1984 job introduces the Macintosh. * Board members of Apple met on May 28th, 1985 and each voted on the removal of Steve from the company
NEXT
* Jobs project in the late 1980’s to mid 90’s was NextStep * A new computer company based on an object oriented software platform, NeXT failed first as a hardware company, then as a software company * Apple similarly did very poorly in the early and mid 90’s, brought on by poor leadership and stagnating computer design
THE SECOND COMING OF JOBS * In 1996, Apple bought NeXT, and with it came Steve Jobs. * In 2000, Jobs became the full CEO of Apple, after the success of the iMac, the first computer mainly marketed for its looks. * Insisted on keeping his $1 annual salary * Although his salary was low, the company granted him ten million shares of Apple stock worth hundreds of millions * Jobs continues to innovate the computer industry, spearheading projects like the iPod, iTunes and its Music Store, and high end computer * Under Jobs’ watch, Apple has entered a new phase of growth and profitability, fueled by his imagination and quest for perfection * Introduced iPod ,iTunes ,iPhone , iPad , The Apple Stores and All tools to make our lives easier and more streamlined
COMPONENTS OF JOBS LEADERSHIP
Focus
* When Jobs returned to Apple in 1997, it was producing a random array of computers and peripherals, including a dozen different versions of the Macintosh. After a few weeks of product review sessions, he’d finally had enough. “Stop!” he shouted.“This is crazy.” He grabbed a Magic Marker, padded in his bare feet to a whiteboard, and drew a two-by-two grid. “Here’s what we need,” he declared. Atop the two columns, he wrote “Consumer” and “Pro.” He labelled the two rows “Desktop” and “Portable.” Their job, he told his team members, was to focus on four great products, one for each quadrant. All other products should be cancelled. There was a stunned silence. But by getting Apple to focus on making just four computers, he saved the company. * “Deciding what not to do is as important as deciding what to do, That’s true for companies, and it’s true for products.”
SIMPLIFY
* During the design of the iPod interface, Jobs tried at every meeting to find ways to cut clutter. He insisted on being able to get to whatever he wanted in three clicks. One navigation screen, for example, asked users whether they wanted to search by song, album, or artist. “Why do we need that screen?” Jobs demanded. The designers realized they didn’t. * At one point Jobs made the simplest of all suggestions: Let’s get rid of the on/off button. At first the team members were taken aback, but then they realized the button was unnecessary. The device would gradually power down if it wasn’t being used and would spring to life when reengaged. * Jobs aimed for the simplicity that comes from conquering, rather than merely ignoring, complexity. Achieving this depth of simplicity, he realized, would produce a machine that felt as if it deferred to users in a friendly way, rather than challenging them. “It takes a lot of hard work,” he said, “to make something simple, to truly understand the underlying challenges and come up with elegant solutions.”
PUT PRODUCTS BEFORE PROFITS * When Jobs and his small team designed the original Macintosh, in the early 1980s, his injunction was to make it “insanely great.” He never spoke of profit maximization or cost trade-offs. “Don’t worry about price, just specify the computer’s abilities,” he told the original team leader. At his first retreat with the Macintosh team, he began by writing a maxim on his whiteboard: “Don’t compromise.” The machine that resulted cost too much and led to Jobs’s ouster from Apple. But the Macintosh also “put a dent in the universe,” as he said, by accelerating the home computer revolution. And in the long run he got the balance right: Focus on making the product great and the profits will follow. * John Sculley, who ran Apple from 1983 to 1993, was a marketing and sales executive from Pepsi. He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined. * Job said “I have my own theory about why decline happens at companies, They make some great products, but then the sales and marketing people take over the company, because they are the ones who can juice up profits. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft.”
DON’T BE A SLAVE TO FOCUS GROUPS * When Jobs took his original Macintosh team on its first retreat, one member asked whether they should do some market research to see what customers wanted. “No,” Jobs replied, “because customers don’t know what they want until we’ve shown them
BEND REALITY * Jobs’s (in)famous ability to push people to do the impossible An early example was when Jobs was on the night shift at Atari and pushed Steve Wozniak to create a game called Breakout.
Wozniak said it would take months, but Jobs stared at him and insisted he could do it in four days. Wozniak knew that was impossible, but he ended up doing it.
TOLERATE ONLY “A” PLAYERS * Jobs was famously impatient, petulant, and tough with the people around him. But his treatment of people, though not laudable, emanated from his passion for perfection and his desire to work with only the best. * It’s important to appreciate that Jobs’s rudeness and roughness were accompanied by an ability to be inspirational. He infused Apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish what seemed impossible
KNOW BOTH THE BIG PICTURE AND THE
DETAILS * Jobs’s passion was applied to issues both large and minuscule. Some CEOs are great at vision; others are managers who know that God is in the details. Jobs was both. Time Warner CEO Jeff Bewkes says that one of Jobs’s salient traits was his ability and desire to envision overarching strategy while also focusing on the tiniest aspects of design. For example, in 2000 he came up with the grand vision that the personal computer should become a “digital hub” for managing all of a user’s music, videos, photos, and content, and thus got Apple into the personal-device business with the iPod and then the iPad. In 2010 he came up with the successor strategy—the “hub” would move to the cloud—and Apple began building a huge server farm so that all a user’s content could be uploaded and then seamlessly synced to other personal devices. But even as he was laying out these grand visions, he was fretting over the shape and color of the screws inside the iMac.
HONORS
* 1985:Received national medal of technology from then president Ronald Reagan. * 1987:Received Jefferson award for public service. * 2007:named one of the most powerful person in business by fortune magazine. * 2009:selected most entrepreneur among teenagers on survey by junior achievement.
APPLE'S STEVE JOBS DEAD AT 56 * OCTOBER 05: Candles, flowers, and an iPhone with Steve Jobs photo displayed, are seen in remembrance of Steve Jobs, founder and former CEO of Apple Inc, outside the Apple Store at West 66th Street on October 5, 2011 in New York City. Jobs, 56, passed away October 5, 2011 after a long battle with pancreatic cancer. Jobs co-founded Apple in 1976 and is credited, along with Steve Wozniak, with marketing the world's first personal computer in addition to the popular iPod, iPhone and iPad.