不过最近再次读到写Steve Jobs传记的作者Walter Isaacson另外一篇文章，"The Real Leadership Lessons of Steve Jobs", 读后叫人感慨! Steve Jobs不是一般的聪明，他是一个非常卓越的企业领导人!
In the months since my biography of Jobs came out, countless commentators have tried to draw management lessons from it.
Some of those readers have been insightful, but I think that many of them (especially those with no experience in
entrepreneurship) fixate too much on the rough edges of his personality. The essence of Jobs, I think, is that his personality
was integral to his way of doing business. He acted as if the normal rules didn’t apply to him, and the passion, intensity, and
extreme emotionalism he brought to everyday life were things he also poured into the products he made. His petulance and
impatience were part and parcel of his perfectionism.
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” & “Pro.” He labeled 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 canceled. 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,” he told me. “That’s true for companies, and it’s true
Focus was ingrained in Jobs’s personality and had been honed by his Zen training. He relentlessly filtered out what he
considered distractions. Colleagues and family members would at times be exasperated as they tried to get him to deal with
issues—a legal problem, a medical diagnosis—they considered important. But he would give a cold stare and refuse to shift his
laserlike focus until he was ready.
Near the end of his life, Jobs was visited at home by Larry Page, who was about to resume control of Google, the company he
had cofounded. Even though their companies were feuding, Jobs was willing to give some advice. “The main thing I stressed
was focus,” he recalled. Figure out what Google wants to be when it grows up, he told Page. “It’s now all over the map. What
are the five products you want to focus on? Get rid of the rest, because they’re dragging you down. They’re turning you into
Microsoft. They’re causing you to turn out products that are adequate but not great.” Page followed the advice. In January 2012
he told employees to focus on just a few priorities, such as Android and Google+, and to make them “beautiful,” the way Jobs
would have done.
When Behind, Leapfrog(越级提升)
The mark of an innovative company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds
itself behind. That happened when Jobs built the original iMac. He focused on making it useful for managing a user’s photos
and videos, but it was left behind when dealing with music. People with PC were downloading and swapping music and then
ripping and burning their own CD.
The iMac’s slot drive couldn’t burn CDs. “I felt like a dope,” he said. “I thought we had
missed it.” But instead of merely catching up by upgrading the iMac’s CD drive, he decided to create an integrated system that would
transform the music industry. The result was the combination of iTunes, the iTunes Store, and the iPod, which allowed users to
buy, share, manage, store, and play music better than they could with any other devices.
After the iPod became a huge success, Jobs spent little time relishing it. Instead he began to worry about what might endanger
it. One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod
sales by creating the iPhone. “If we don’t cannibalize ourselves, someone else will,” he said.