我从乔布斯身上学到什么,纪念乔布斯

What I learned from Steve Jobs

我从Steve Jobs身上学到了什么

by Guy Kawasaki October 8, 2011 8:33 AM PDT

Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top 12 lessons I learned from Steve Jobs.

有很多人都说过曾经在Steve Jobs身上学到了什么。但只有少数的人能和他一起共事并有和他一起工作的经历。我不希望有一天忘了这些宝贵的经验，所以我归纳写下了从Steve Jobs学到的12点经验。

1.Experts are clueless

Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they

“advise.” They can tell you what is wrong with your product, but they cannot make a

great one. They can tell you how to sell something, but they cannot sell it themselves.

They can tell you how to create great teams, but they only manage a secretary. For

example, the experts told us that the two biggest shortcomings of Macintosh in the mid

1980s were the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to

them.

专家是无知的

专家—记者，分析师，顾问，银行家和大师们都不可以“做”所以他们“建议”。他们可以告诉你你的产品有什么错处，但是他们却不能做一个好的。他们可以教你怎样去卖一个东西，但是他们自己却不能卖。他们可以告诉你怎样去组织一支好队伍，但是他们只能管理秘书。例如，有专家告诉我们，在20世纪80年代中期的Macintosh上两个最大的缺点是缺乏打印机驱动程序和Lotus 1-2-3(一种类似EXCEL的程序)；另外一位专家建议收购Compaq。要听专家们说什么，但是不要常常听取他们的意见。

2.Customers cannot tell you what they need

“Apple market research” is an oxymoron. The Apple focus group was the right

hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not

revolutionary change. They can describe their desires only in terms of what they are

already using—around the time of the introduction of Macintosh, all that people said they wanted was a better, faster, and cheaper MS-DOS machine. The richest vein for tech

startups is creating the product that you want to use—that’s what Steve and Woz did.

客人永远不能告诉你他们需要的是什么

“苹果的市场调查”是一个矛盾。苹果焦点小组像是Steve的右脑向左脑谈话。如果你问客人他们想要什么，他们会告诉你“更好，更快和更便宜”—那是，更好的同一性而不是革命性的变化。他们只可以在已经使用的前提下形容他们的愿望-在格的刚推出

Macintosh，所有人只说到他们想要更好，更快，更便宜的MS-DOS机器。靠技术创业就是为人们创造人们想要的产品-那就是Steve和Woz所做的事情。

3.Jump to the next curve

Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0,

2.0, and

3.0. Are you still harvesting ice during the winter from a frozen pond?

跳转到下一阶段

当你超出更好的同一性就能得到最大的胜利。最大的针式打印机公司引进了更多尺寸的新字体。苹果公司推出了新的技术：镭射打印。想想切冰机，冰工厂，和冰箱公司的关系。相对于”冰”的1.0,2.0和3.0版本. 那你现在依然会在冬天结了冰的池塘里砸取冰块吗？

4.The biggest challenges beget best work

I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear

was a big challenge. Competing with IBM and then Microsoft was a big challenge.

Changing the world was a big challenge. I, and Apple employees before me and after me, did our best work because we had to do our best work to meet the big challenges.

最大的挑战能让你做到最好的结果

我曾经很害怕Steve会说我或者我的工作是没用的。尤其是对于外界，这种担心对我是很大挑战。和IBM，然后微软的竞争是个很大的挑战.改变世界更是个巨大的挑战.面临巨大的挑战，我和我之前或者之后的全体苹果员工竭尽所能地工作。因为,我们只能把工作做到最好来去面对这些巨大的挑战.

5.Design counts

Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was a perfectionist, and he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

设计方面

Steve设计出来的东西会令人发疯—例如:产品黑色深浅达不到要求,或者说不够黑。

其他人认为黑色的就是黑色的，就像一个垃圾桶就是一个垃圾桶,没有太多的区别。但是Steve是一个完美主义者。他一直坚持,但他是正确的：在设计方面,绝大部分人只会意识到要做好,但不是全部,只有少部分人真正关心并做到很认真地把事情做好。