The Seed of Apple's Innovation

The Seed of Apple's Innovation

一家本来极有创意与活力的公司，期间为了什么兴衰起伏，非常值得深思。
里面有几个重点引起我的高度省思：

1。创新产品固然重要，但是如果能够创新一种全新的商业模式，这个却更加有利！因为产品的复制与抄袭，只要能够克服技术上的门槛，基本上并不难，而且很多公司有的是技术专才。但是，能够创新一套商业模式就不简单了！因为里面涉及很多的策略性思考，以及宏观调控，并且要考量到广泛深远的涟漪效应，就不是别人原套照搬就可以了的。就算别人想要抄袭你的模式，也是得其形不得其神，因为每一个商业模式都是一个有机的整体，什么样的产品、市场、大环境如何排列组合在一起，是非常精细微妙的盘算。相较于抄袭产品这种可以被独立出来的东西，要抄袭商业模式往往会偷鸡不着蚀把米。

2。你有再多再好的优点与长处，都要能够有一个“一以贯之”的东西把它们整合在一起，并且形成凝聚力。否则四散漂浮的花絮，又怎成气候呢？
[引用原文]You need a very product-oriented culture, even in a technology company. Lots of companies have tons of great engineers and smart people. But ultimately, there needs to be some gravitational force that pulls it all together. Otherwise, you can get great pieces of technology all floating around the universe. But it doesn't add up to much. That's what was missing at Apple for a while. There were bits and pieces of interesting things floating around, but not that gravitational pull. 引用原文]

3。价值先行，行销跟进：这样才是重拳出击。如果反过来，就成了虚有其表，外强中干的炒作，形成经济泡沫。

4。当我们紧守自己的使命，站稳自己的岗位，提供不可取代的价值与贡献，赚钱是自然不过的事情。钱会流向我们是因为吸引定律，不是因为我们积极争取。
[引用原文]We have a second goal, which is to always make a profit -- both to make some money but also so we can keep making those great products. For a time, those goals got flipped at Apple, and that subtle change made all the difference. When I got back, we had to make it a product company again.

5。在领导方面，找对人是第一要务。对的人会做对的事，并且把事情做对。什么样的人是对的人？是能够自我管理的人。领袖的工作是领导追随者走向高处，而让追随者自我管理。团体组织的形成是为了共同创造一些什么，换句话说，大家有一个共同的信愿：完成之后，感觉会更好。使命是一个能够振奋人心并凝聚共识的东西。
[引用原文] We hire people who want to make the best things in the world. You'd be surprised how hard people work around here. They work nights and weekends, sometimes not seeing their families for a while. Sometimes people work through Christmas to make sure the tooling is just right at some factory in some corner of the world so our product comes out the best it can be. People care so much, and it shows.

6。在自己最喜欢并且表现得最好的据点，贡献自己，那自己永远就是无敌，不可取代。
[引用原文]We do things where we feel we can make a significant contribution. That's one of my other beliefs.

7。攻其一点，不及其余。
[引用原文]We're a good hardware company, too, but we're really good at software.

8。无为而治。让吸引定律来打理，我们唯一要做的是：保持自己投射的意象明确清晰，保持自己的磁场纯净明亮——我要什么，以及为什么我要。设定自己的频道，只收发同样频道的讯息，在吸引定律之下，我们会吸引一群信愿具足，感觉对路的伙伴，一起上路。这种人我们不必激励，都会自动自发。因为我们要同样的东西，于是我们融为一体。
[引用原文]The system is that there is no system. That doesn't mean we don't have process. Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient.
But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we've been thinking about a problem. It's ad hoc meetings of six people called by someone who thinks he has figured out the coolest new thing ever and who wants to know what other people think of his idea.
And it comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much. We're always thinking about new markets we could enter, but it's only by saying no that you can concentrate on the things that are really important.

9。你可以从一个人所崇拜的英雄，预告他未来之所是。
[引用原文]You can tell a lot about a person by who his or her heroes are. That ad was to remind us of who our heroes are and who we are. We forgot that for a while. Companies sometimes forget who they are. Sometimes they remember again, and sometimes they don't.

10。简单做自己，就是无敌。把自己做到最好，一切没有必要比较、计较。
引用原文] We may not be the richest guy in the graveyard at the end of the day, but we're the best at what we do. And Apple is doing the best work in its history. I really believe that. And there's a lot more coming.