All you need to know about productivity

Vladimir Sobolev
May 2, 2017 · 3 min read

I passionately dreamed of building a long-lived company where people would be interested in producing excellent products. Everything else was secondary. Of course, profit is great, because it allows you to make this most excellent product. But the main thing is a product, not a profit. Scully changed priorities, aiming first for money. The difference from the side is not so noticeable, but in the end it determines everything: what kind of people you hire, whom you promote, what you are discussing at meetings. Some people say: “We need to give consumers what they want.” But this is not my approach. Our job is to guess what consumers will need, before themselves. In my opinion, Henry Ford once said: “If I asked the buyers what they needed, they would answer: a faster horse.” People do not really know what they want until you show them this. That’s why I never rely on market research. (Yes, I’ll tell my boss and never again do research in the market, hurray! :) Yes, Jobs took thousands of decisions with lightning speed, without losing a second to the bureaucracy and this was also its incredible power) Our task is to read what, What else is not on the page. Edwin Land of Polaroid spoke about the intersection of the humanities and natural sciences. I like this intersection. There is some kind of magic in it. Many people are inventing something new, this is not at all the main feature of my career. Apple finds a response from people, because our innovation, it is, in fact, humanitarian. In my opinion, great artists and great engineers are similar — both are looking for self-expression. To think, some of the best people working on the first Mac were, among other things, poets and musicians. In the seventies, computers became a way of realizing creative potential. Great artists, such as Leonardo da Vinci and Michelangelo, were also great scientists. Michelangelo was well versed in mining, and not only knew how to create sculptures. People pay us for integration, they do not have time to think about what to connect to. If you absolutely want to create great products, you somehow come to integration, to uniting your hardware, your programs and content management. If you want to go a new way, you must build it yourself. And if you want to make products open to other computers or programs, you are forced to partially give up your ideals. Different companies, each in its turn, served as a model for Silicon Valley. For a long time it was Hewlett-Packard. Then, in an era of semiconductors, it was Fairchild and Intel. I think Apple took this place for a while, but then it faded. And today, in my opinion, this is Apple and Google, but Apple is still a little more important. I think Apple has stood the test of time. She is many years old, but she is still on the front line. It’s easy to throw stones at Microsoft. They clearly lost their dominant position. They outlived themselves. Nevertheless, I appreciate their achievements and hard work. They excelled themselves in business matters. But in terms of their own product, they lacked ambition. Bill likes to present himself as a champion of quality, but that’s not at all the case. He is a businessman. Winning the market was more important than making excellent products. As a result, Bill became the richest person in the world, and if that was his goal, he achieved it. But this was never my goal, and I’m not sure about Bill, maybe he did not pursue it either. I admire him, because he created an impressive company, and I was pleased to work with him. He is smart, and he, by the way, has a good sense of humor. But in the genes of Microsoft, there has never been a craving for free arts. Even when they saw the Mac, they could not copy it properly. They did not understand him at all. I have my own theory about what led to the decline of companies like IBM or Microsoft. At first people work brilliantly, offer innovative solutions and become monopolists or almost monopolists in their field. And then the quality of products gradually loses value. © Steve Jobs

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