Ateneo Innovation Class Ce195.2: Inside Steve's Brain Book Report

the 2nd biggest computer manufacturer in the world after
bs returned to the company he had cofounded 20 yrs. befor

n 6 months from bankruptcy.
CHAPTER 1
of another company - Pixar
Addison Chan 5
Patrick UyengcoECE Focus: How Saying “No” Saved
The making of Steve Jobs
• Amelio purchased Job’s
company, NeXT and made
him “special advisor”
• Jobs started out as an interim
CEO after Amelio was kicked
Stev
out
e • When Jobs took over, Apple
Jobs
was selling about 40
He went through the company
different products – ink-jet
piece by piece, finding out
printers to Newton
where the assets were
handheld.
You don’t need to take down notes. If it’s important,
you’ll remember it. – Steve Jobs
Apple getting “Steved”
• He revitalized the brand Apple.
Face hard decisions head-on
• He replaced most of Apple’s board
with allies in tech industry and
several of his lieutenants from
NeXT. Reach out for help.
• He arranged deals with Bill Gates.
He looked at the whole picture,
figured out what he needed
• He simplified the product pipeline.
Focus on what you are good at;
delegate all else
The roots of Apple were to build computers

for people, not for corporations – Steve Jobs
Focus means saying “no”
CONSUMER PROFESSIONAL
PORTABLE DESKTOP
The most important thing Jobs did was radically simplify Apple’s product
pipeline.
What apple did best: well-designed, well-made computers for the top end
of the market (like luxury cars)
Apple sells products that aren’t the cheapest, but command dependable
loyalty from customers because the quality is best
He comes in with a very strong will and you sign up or get out of the way. –
Perfectionism: Product 5
Design and the Pursuit of

Excellence
Matthew Cua 4 BS MAC

Trina Khio 2 BFA ID
5
Don’t Compromise 6
obsession with
excellence
Matthew CUa | Trina Khio
“He’s a fussy, pain-in-the-ass

perfectionist who drives
subordinates crazy with his
persnickety demands.”
6
1999 iMAC
7
Design is function,
not form.
• user experience
• the way the product works
• design
Jobs)
-centric (Steve
• design : *not surface

appearance *elegance
*efficiency
8
Matthew CUa | Trina Khio iMac took 3 years to desi
• Apple II Apple 1
Computers begin to be consumer

friendly because of the
packaging 9
$2 , 495
$10 , 000
VolksComputer : 1984 Mac
128K
he all-in-one non-upgradable computer for the masses
10
11
Hash it out
• designers and
engineers work
together from
start to
finish
11
Avoid a serial
process
• prototype products
between teams
• Apple lets them
prototype
everything
• prototype, prototype,
prototype
12
Generate & TEST
• trial and error

• manufacturing processes
• test new materials
13
Senior Vice President of Industrial
Design
had four
*product distinct themes in Apple ’s
design
14
15
15
Respect materials.
• new ways of manufac

• open to innovation
16
Inside Steve’s Brain
Passion: Putting a ding in th
Universe
 M a rk E d w a rd S . M a n io
 5 BS EC E
 2 nd Semester , SY 2009 - 2010
90 hours a week and
loving it
At every turn of his career, Steve Jobs has

inspired employees , lured software
developers and snagged customers by
invoking a higher calling.
Jobs instilled in his team a passion for

their work, which is critical when trying to
invent new technologies.
Instilling in employees a passion for what

the company is doing has a very practical
application: staffers are happy to work
longer hours.
 M a rk E d w a rd S . M a n io
 5 BS EC E
 2 nd Semester, SY 2009 - 2010
“People do believe that Apple is changing
the world.”
Everyone at Apple is in constant fear of

losing their jobs. It’s known as “the
hero/asshole rollercoaster”. One day you’re a
hero; the next you’re an asshole.
It’s okay to be an asshole, as long as you

are passionate about it.
The hero/asshole
rollercoaster
 Mark Edward S. Manio
 5 BS ECE
 2nd Semester, SY 2009 - 2010
Jobs uses both the Carrot and Stick to get his team
to produce great work.
“Steve provided phenomenal inspiration and demanding

standards to get his team to do such things. He pushed
them to their limits, until even they were amazed at
how much they were able to accomplish.”
 5 BS ECE
Jobs is one of the “great
intimidators” a category of Great
fearsome business leader Intimidator
characterized by Roderick
Kramer, a social psychologist
at Stanford
Jobs possesses a keen

political intelligence, what
Kramer calls “a distinctive
and powerful form of leader
intelligence.”

 5 BS ECE
Jobs keeps his distance from
rank and file employees , he Working People
is fairly private at Apple’s Hard
campus.
He also shows disdain for

hierarchies and formalities.
Jobs works people hard and

heaps on the stress, but they
produce great work.

 5 BS ECE
Elitism
:
Hire Only A Players, Fire
the Bozos
Abellanosa, Claudelle S.
Ocampo, Beatriz Elena L.
CE 195.2 A
2nd Semester 2009-2010
John Lasseter
Chief Creative Officer of Pixar and Disney Animation
Studios, Principal Creative Advisor of Walt Disney
Imagineering
Ed Catmull
President of Pixar and
Disney Animation Studios
tner only with A people

oseek out the highest quality in people
ll is Beautiful
owork in small teams
Steve Jobs
Founder and CEO of Pixar
CE 195.2 A
Tim Cook
Chief Operating Officer
John Lasseter
Chief Creative Officer of Pixar and Disney Animation
Studios, Principal Creative Advisor of Walt Disney
Ron Johnson Imagineering
Head of Retail
Ed Catmull
President of Pixar and Peter Oppenheimer
Disney Animation StudiosChief Financial Officer
tner only with A people

oseek out the highest quality in people
ll is Beautiful
Steve Jobs
CE 195.2 A
CE 195.2 A
vInvest in people
CE 195.2 A
Jobs ’ s
Job Steve Jobs
Team Director
vDon’t listen to “yes” men

Leader Product Picker
CE 195.2 A
2nd Semester 2009 -2010
Jobs ’ s
Job Steve Jobs
Bob Lutz
Ron Garriques Team Director
vDon’t listen to “yes” men

Leader Product Picker
CE 195.2 A
ENGAGE IN
INTELLECTUAL
COMBAT
Out-Advertising the Competiti
John Sculley
Chosen by Jobs to be
Apple ’ s CEO
CE 195.2 A
“I’ve got a secret;
Marke
guess what it is” ting
as hu Apple
man and
cool
A persona for
Apple
CE 195.2 A
Inventive
Spirit:
Where does the
Innovation
come from?
CE 195.2 A Steve Ryan Andalis Oliver Ryan Ang Miguel Antonino Varela
01/19/10 5 BS-ECE 5 BS-ECE 5 BS-ECE
I. Case Study 1: Power Mac G4
Cube Component PowerPC G4
Production July 2000 – July 2001
Dimensions (6.4 kgs), 8.9" H × 7.7" W × 7.7" D
Processor PowerPC G4 450 MHz or 500 MHz ,100 MHz system bus,
1 MB L2 Cache.
Memory 128 MB, 256 MB, 384 MB, 512 MB, 768 MB, 1 GB, or 1.5
GB of PC-100 SDRAM clocked at 100 MHz
Graphics Card ATI Rage 128 Pro with 16 MB of SDRAM, nVidia

GeForce2 MX with 32 MB of SDRAM, or ATI Radeon
with 32 MB of DDR SDRAM
Hard drive 20 GB, 30, or 40 GB Ultra ATA hard disk drive @ 5400
- RPM, or 60 GB Ultra ATA hard disk drive @ 7200 RPM
-" simply the most

gorgeous personal Optical Drive 24X or 32X CD-ROM, 5X DVD-ROM drive or CD-RW
computer I've ever Operating SystemMac OS 9.0.4 or 9.1

seen or used ."
by Walt Mossberg of Wall Price $1599
Street Journal
(display and other peripherals not
-introduced July 3, 2001 included )
- CE 195.2 A Steve Ryan Andalis Oliver Ryan Ang Miguel Antonino Varela
-
I. Case Study 1: What went
wrong?`
-Too expensive for consumers, they
opted for Mac Mini(introduced after)
- Inadequate power and

upgradeability problems for
professional users (could afford),
they opted for Power Mac G4 tower
- “Instead of focusing on
what consumers wanted, Jobs
thought he could give them Lost
an elegant museum piece, and
it cost him.“
sight of
consumers
" glorious experiment of aesthetics !
over
commonsense " by The Register
II. An Appetite for
Innovation
of it is informed by Job's meticulous focus on the customer ex
" Jobs usually pays very

careful attention to the
consumer experience ."
- Today's business Compared to Xerox PARC " reckless

environment: ever-increasing innovator "
competition and shortening
product cycles
Job's Cons: Unable to
capitalize on his
innovations
INNOVATION
“ Innovation at Apple is largely about shaping technology to

the customer’s needs. Not trying to force the user to adapt to the
technology.”
Things that may help in INNOVATING:

1.Being Up-to-Date with New Technology Developments
2.Being Receptive to New Ideas
3.Being Creative and Always Learning
4.Being Flexible and Open-Minded
5.Being Customer Centric
III. Product vs. Business
Innovation:
Apple Does Both
“In history of business, the most successful companies aren’t
product innovators, but those that develop innovative business
models. Business innovators take the breakthroughs of others and
build on them by figuring out new ways to manufacture, distribute,
or market them.”
Henry Ford == Motorcar => mass production
Michael Dell == Computers => direct – to – consumer
distribution system
THE APPLE COME BACK !!!

Solving the problems on business innovation:
(Product, Sales, Marketing and Support)
•Online Store -> Build-to-Order Manufacturing Operation
•Just-In-Time Manufacturing Operation
•iTunes Music Store
•Apple Retail Stores
IV. Job's Innovation Strategy:
The Digital Hub
V. Products as Gravitational
Force
“ Part of the process of Apple is to focus on products, the end goal
that guides and informs innovation.”
Maximum Profit for product monopolies such as

MAC graphical user interface and Windows “ You need a
Operating System. very product-
oriented
culture, even in
a technology
The ones who should run the show are not the company”
sales guys but the product innovators. –
Steve Jobs
Products need to be constantly developed.

Companies should develop new technologies and
then go in search for those technologies to
solve.
VI. Pure Science vs. Applied
Science
“Money isn’t the key to innovation” “You know, our friends
up north (Microsoft)
spent over $5
billion on R&D, but
“Pure science is the pursuit of knowledge these days all they
for its own sake while applied science is seem to be copying is
the application of science to particular Google and Apple”
problems.” -
Steve Jobs
Apple focuses more on applied science
Though knowledge is important, Apple
focuses its R&D resources on a short
list of projects.
How Does Apple Stay on

Top?
“Motives make so much difference, HP’s primary goal was to make great
products. And our primary goal here is to make the world’s best PCs –
not to be the biggest or the richest.”
-Steve Jobs
VII. The Seer and Stealer
JOBS as the ORACLE
“ You have to intercept a moving train”
- to spot which technologies are flourishing and
take a risk
- “ You have to be far enough ahead, because it
takes time to implement”
JOBS as the Good Artists Copy; Great Artists Steal

STEALER - Picasso
“ Apple has less to do with inventing brand-new technologies than taking

existing technologies and making them easy to use.” (from lab to
ordinary users)
Example
USB - invented by Intel
WiFi wireless networking – developed by Lucent and
Agere
-These breakthroughs were utilized by Apple in its
inventions
VIII. The Creative
Connection
“Creativity is just connecting things”
- Steve Jobs
“The broader one’s understanding of the human
experience, the better design we will have.”
“Through exploration and learning, one could

understand seemingly very complex things in one’s
environment”
- Steve Jobs
“Logical Creativity and Artistic Creativity are two

sides of the same coin”
- Steve Jobs
IX. Flexible Thinking
open and flexible and not protecting your business model.
Sony didn’t develop Ipod because it

was afraid of hurting its other
products.
Steve Jobs isn’t afraid of

killing its own product, for
example he killed the Ipod
mini for a better model which
is the Ipod nano.
“The Halo
Effect”
X. Case Study: Retail
Stores
selling a lifestyle provide the customers with the best buying expe
A very risky investment at the time
the first in many ways
XI. Enriching Lives Along the
Way The Gap retail model
Vs.
department store model
Investing on the best location
possible- “[people] didn’t have to
gamble 20 mins of their time,
they only had to gamble 20
footsteps of their time
The “ solution zones ” –

showing how the Mac could
be used for digital
photography, video editing
and making music
XII. Cozying on Up to the
Genius Bar
The most important innovation has been
offering hands-on training and support
at the Genius Bar.
The “friendly neighborhood bar”

model
Dispense sale commissions, but give
incentives nonetheless like elevation of
status as a Mac Genius
“ high touch ” - deals with humans and not
computer
Conclusion
• Apple sells a lifestyle, not a product
• Provide best customer experience
– PC as Digital Hub
– Apple Retail Store
–
Total Control : The Whole
Widget
At its release in
the summer of 2007,
the iPhone was
poised to be one of
Jobs’ hit success
again, but it was a
forbidden fruit to
the software
industry.
Jobs is a
control freak
extraordinaire.
He controls
Apple’s He insisted on controlling “the
software, whole widget”. Apple’s trump card,
hardware, and the iPod demonstrated this, and
design. later, Microsoft’s Zune and Xbox.
Sherico Paulo D. dela Cruz

IV BS CoE 061144
Inside Steve Jobs Brain . Total Control : The
Whole Widget
Weeks after the
iPhone’s release,
hackers developed
clever apps for it,
The reason why but Apple quickly
iTunes/iPod is closed its security
closed is still weakness in its
because of his next update. It
desire to maintain even solved
complete control. problems regarding
(AAC vs WMA) iPhones using
networks aside from
AT&T.
Microsoft released Eventually

PlaysForSure, though, Apple
which was adopted opened it to
by dozens of third-party
online music developers
stores and MP3 with a
companies. software
developer’s
kit on Feb.
Sherico Paulo D. dela Cruz 2008.
IV BS CoE 061144
Whole Widget
Microsoft
developed the
Plug and Play,
now known as
Plug and Pray,
because the
In 1984, Jobs decided that the results were
Mac wouldn’t have expansion really
slots. If it couldn’t be unpredictable.
expanded, then it wouldn’t
suffer from driver conflicts
from external devices.
Microsoft’s music system
Apple is the PlaysForShit, err, PlaysForSure, was
last company in truly unreliable. Microsoft made the
the industry hardware but SanDisk made the
that still has software.
control of its
software. Dell
and hp are now
licensed to
Microsoft.

IV BS CoE 061144
Whole Widget
Amazon claimed
that their video “You don’t want your
phone to be an open
download service, platform. You need it
Amazon Unbox, might to work when you need
work with it to work. Cingular
PlaysForSure. Surely, doesn’t want to see
this was a joke? their West Coast
Their updates network to go down
wouldn’t match, and because some
as more companies application messed
are involved, more up”.
problems arise.
While the Mac has its

iLife as one of its
big selling points: a
set of wholly
integrated software
that’s built for fun “I think the
and creative definition of product
projects. has changed over the
decades… we really
are about a system”,
IV BS CoE 061144
said Tony Fadell, VP
of iPod.
Whole Widget
The Bloom of Vertical
Integration
Nokia acquired the Loudeye in August 2006 to

kickstart its own iTunes service for its multimedia
phones and handsets.
In 2006, RealNetworks teamed up with SanDisk, the
number-two player manufacturer in the US and left
PlaysForSure.
The iPod was a wake-up call for Sony to include software in
their line of production. This group is run by Tim Schaaf,
former Apple executive.
Microsoft abandoned its own PlaysForSure in favor of the
Zune, a combinational player, digital jukebox, and online
store.
Microsoft intended to continue this vertical
integration, as they have adopted Apple’s way with
the iPod.

IV BS CoE 061144
Whole Widget
In December 2005, Forrester
Research published a paper: “Sell
digital experiences, not
products”.
In September 2007, Steve Jobs leapt
on stage in San Francisco to
introduce the iPod Touch – a
completely revamped line of iPods
and a WiFi music store coming to
thousands of Starbucks coffee
shops.
Industry analyst and president of Creative

Strategies, Tim Bajarin, said on an interview: “I
don’t know how Microsoft and the Zune competes
with something like that. The industrial design,
the pricing models that set new rules, the
innovation, WiFi. It’s not just Microsoft. Who
out there has the ability to compete with
that?”
IV BS CoE 061144
Whole Widget
Vertical integration was the name of the game, but the computer
industry matured and it disaggregated. Companies started to
specialize.
Intel and
National
Semiconductor
made chips.
People ran databases from

Oracle on top of hardware
from IBM.
Compaq and HP
made Only Apple stuck
computers, and to its whole-
Microsoft widget guns.
provided the Apple remained
software. the last – and
only – vertically
integrated
computer company.
IV BS CoE 061144
Whole Widget
“.. So it’s not like we’re having to cross the
river to go somewhere else; the other side of
the river is coming to us.” – Steve Jobs

IV BS CoE 061144
Whole Widget
iPod
How it came to
be.
Michael Angelo S. Dantes

5 BS - ECE
Digital Hub
Making the computer
work for
YOU!
iPod 5 BS - ECE
Jeff Robin ’ s iTunes
Screw the iMovie (for

now). MP3 is where it’s
at!
iPod 5 BS - ECE
Apple ’ s Best
Making complex
applications easy and
powerful at the same
time!
iPod 5 BS - ECE
“ The products
stank .”
Jon Rubenstein starts
his quest for the
components of the
first iPod!
iPod 5 BS - ECE
Apple ’ s Best Kept
Secret
Out of the 7,000 who
worked in Apple’s HQ,
only 50 to 100 knew
about the existence of
project iPod! Michael Angelo S. Dantes
iPod 5 BS - ECE
A Touch of Luck
The Scroll Wheel was a

result of trial and
error. More than that,
it was pure innovative
and genius! Michael Angelo S. Dantes
iPod 5 BS - ECE
iPod
i stands for ..
“Open the Pod Bay Door,

Hal!”

iPod 5 BS - ECE
iPod iPod iPod iPod iPod

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the 2nd biggest computer manufacturer in the world after

bs returned to the company he had cofounded 20 yrs. befor

The roots of Apple were to build computers

Design and the Pursuit of

Matthew Cua 4 BS MAC

“He’s a fussy, pain-in-the-ass

• design : *not surface

Computers begin to be consumer

• trial and error

• new ways of manufac

At every turn of his career, Steve Jobs has

Jobs instilled in his team a passion for

Instilling in employees a passion for what

Everyone at Apple is in constant fear of

It’s okay to be an asshole, as long as you

“Steve provided phenomenal inspiration and demanding

Jobs possesses a keen

 Mark Edward S. Manio

He also shows disdain for

Jobs works people hard and

 Mark Edward S. Manio

tner only with A people

tner only with A people

vDon’t listen to “yes” men

Ron Garriques Team Director

vDon’t listen to “yes” men

Out-Advertising the Competiti

Graphics Card ATI Rage 128 Pro with 16 MB of SDRAM, nVidia

- RPM, or 60 GB Ultra ATA hard disk drive @ 7200 RPM

-" simply the most

computer I've ever Operating SystemMac OS 9.0.4 or 9.1

- Inadequate power and

" Jobs usually pays very

- Today's business Compared to Xerox PARC " reckless

“ Innovation at Apple is largely about shaping technology to

Things that may help in INNOVATING:

THE APPLE COME BACK !!!

Maximum Profit for product monopolies such as

Products need to be constantly developed.

How Does Apple Stay on

JOBS as the Good Artists Copy; Great Artists Steal

“ Apple has less to do with inventing brand-new technologies than taking

“Through exploration and learning, one could

“Logical Creativity and Artistic Creativity are two

Sony didn’t develop Ipod because it

Steve Jobs isn’t afraid of

A very risky investment at the time

the first in many ways

The “ solution zones ” –

The “friendly neighborhood bar”

Sherico Paulo D. dela Cruz

Microsoft released Eventually

Sherico Paulo D. dela Cruz

While the Mac has its

Nokia acquired the Loudeye in August 2006 to

Sherico Paulo D. dela Cruz

Industry analyst and president of Creative

People ran databases from

Sherico Paulo D. dela Cruz

Michael Angelo S. Dantes

Screw the iMovie (for

The Scroll Wheel was a

“Open the Pod Bay Door,