Sublime
An inspiration engine for ideas
Steve Jobs’s iPhone was based in his belief that people would value a mobile pocket-size combination Web browser and phone. But no such device was for sale in 2005. He also judged that the technology supporting such a device was just becoming available. And he judged that he could surmount the challenge of making such a product.
Richard Rumelt • The Crux: How Leaders Become Strategists
Steve Jobs is great at criticism. Arrogant and smart, he cuts to the heart of an issue with no wasted effort. In 1997, we used Apple as the “living case” in the UCLA Anderson MBA strategy course. I and several other faculty members met with Jobs to discuss Apple’s future prospects. “I know Stanford,” he said, “but I am not all that familiar with
... See moreRichard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Marc Benioff • Marc Benioff
We believe that we are on the face of the earth to make great products, and that’s not changing. We are constantly focusing on innovating. We believe in the simple not the complex. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant
... See moreWalter Isaacson • Steve Jobs: The Exclusive Biography
Do you recognize what Jobs did here? He identified some jobs-to-be-done that the existing alternatives were failing to do well enough, and he made a promise for getting the jobs done better with an iPad—focusing not on new jobs, but old jobs that people were already doing with existing alternatives. This is the Innovator’s Gift.
