LEADER 05396nam 2200685Ia 450 001 9910828929603321 005 20200520144314.0 010 $a1-283-59267-3 010 $a9786613905123 010 $a1-118-43136-7 035 $a(CKB)2670000000239356 035 $a(EBL)894367 035 $a(OCoLC)809635859 035 $a(SSID)ssj0000738119 035 $a(PQKBManifestationID)11484144 035 $a(PQKBTitleCode)TC0000738119 035 $a(PQKBWorkID)10790214 035 $a(PQKB)10187976 035 $a(WaSeSS)IndRDA00117211 035 $a(Au-PeEL)EBL894367 035 $a(CaPaEBR)ebr10595361 035 $a(CaONFJC)MIL390512 035 $a(CaSebORM)9781118431429 035 $a(MiAaPQ)EBC894367 035 $a(OCoLC)852491196 035 $a(OCoLC)ocn852491196 035 $a(EXLCZ)992670000000239356 100 $a20120922d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aLeading Apple with Steve Jobs $emanagement lessons from a controversial genius /$fJay Elliot 205 $a1st edition 210 $aHoboken, NJ $cWiley$dc2012 215 $a1 online resource (192 p.) 300 $aDescription based upon print version of record. 311 $a1-118-43142-1 311 $a1-118-37952-7 320 $aIncludes bibliographical references and index. 327 $aLeading Apple with Steve Jobs: Management Lessons from a Controversial Genius; Copyright; Contents; Preface: Why I Wrote This Book; Chronology; 1: A Ding in the Universe: Everything Starts with an Inspiring Vision; Rating Steve as a Leader; Vision and Passion Are More Important than Credentials; Vision Must Be Based on Your Customers; Vision and Your Vendors; Acquiring a Company Can Water Down Your Vision and Culture; Communicating the Vision; The Way It's Made Can Be a Part of the Vision; Giving Your Team a Special Identity; The Magical World of the Pirate Life; Flying a Flag 327 $aVision for Innovation2: Steve's Business Philosophy and Values; Recognizing the Need for a Values Statement; The Worldwide Culture; The Lack of Secrecy in the Early Apple; A Background in Business Values; Companies with Values that Steve Admired; Losing Ground; The Head Pirate Returns; Building on the Values; Steve's Most Important Value: Attention to Details; Power of the User Culture; 3: People Who Know More than You: Choosing and Leading Your Lieutenants; The Role of the Team Leaders; Cross-Pollination and Monday Meetings; Steve and the Use of Language 327 $aDangers of the Middle Management Fear-of-Change SyndromeLessons from a Mutiny; Thinking of Everything; The Challenge of Finding New Team Leaders; 4: Steve's Secrets for Selecting Great People; Wisdom Required; Your First Ten People; Project Groups; A Process for Hiring; Talented People Know Other Talented People; An Updated Version; Choosing People Who Can Adapt to the Style of the Leader; Special Hiring: Another Example; 5: Unusual Interviewing Techniques; Re?sume?? Don't Bother; ""Let Me Tell You Where We're Going""; Leaving the Door Open; Will This Person Be Able to Share Bad News? 327 $a""Have You Ever Been Fired?""Looking for a Reaction; Judging the Ability to Contribute; The Below-Decks Crew Members; On Not Using Recruiters; All Hands on Deck; 6: To Protect Innovation, Create a Company within a Company; Taking Over; Reviving a Radical Idea: A Virtual Company within a Company; Creating a Skunk Works; Being Intrapreneurial; If All of Apple Had Become a Skunk Works; The Quest for Autonomy; Off Course: An Argument with Peter Drucker; Checklist: Is Your Organization Pirates . . . or The Navy?; An Effective Structure Can Survive a Change of Command 327 $a7: ""No More Crap Products"": Creating ExcellenceNo More Crap Products; Seeing into the Future; What Customers and Competitors Can and Can't Tell You; Don't Just Enter a Market, Build a Market; Becoming Your Own Best Customer; Facing Up to Mistakes; Steve Describes His Product-Creation Process; The Product Lineup: Saying No; Learning from Failure; 8: More on Product Strategy: Design Is How It Works; Product Development Decisions; Setting Standards: Design; Setting Standards: Simplicity; Setting Standards: Secrecy; Maintaining Control of Quality; Facing Up to Criticism 327 $aSteve's Legacy: The Power of the User Interface 330 $aA former Senior VP of Apple shares how Steve Jobs motivated people to do the best work of their lives Jay Elliot was hired personally by Steve Jobs, just in time to accompany him on the last of his historic visits to Xerox's Palo Alto Research Center, the visits that changed the course of computing. As Senior VP of Apple, Jay served as Steve's right-hand man and trouble-shooter, overseeing all corporate operations and business planning, as well as software development and HR. In Leading Apple with Steve Jobs, Jay details how Steve managed and motivated his people-and what every 606 $aComputer industry$zUnited States$xManagement$vBiography 615 0$aComputer industry$xManagement 676 $a658.4 676 $a658.4/01 700 $aElliot$b Jay$0610486 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910828929603321 996 $aLeading Apple with Steve Jobs$94034820 997 $aUNINA