Apple Founder Quotes

But she still had that something which fires the imagination, could still stop one's breath for a moment by a look or gesture that somehow revealed the meaning in common things. She had only to stand in the orchard, to put her hand on a little crab tree and look up at the apples, to make you feel the goodness of planting and tending and harvesting at last. All the strong things of her heart came out in her body, that had been so tireless in serving generous emotions. It was no wonder that her sons stood tall and straight. She was a rich mine of life, like the founders of early races.

I am also atheist or agnostic (I don't even know the difference). I've never been to church and prefer to think for myself.

This experience is both horrifying and liberating—realizing that, as Apple founder Steve Jobs once said, “Everything around you that you call life was made up by people who were no smarter than you.

Successful people never forget what they love to do and are passionate about. They quickly learn to follow their own path and to make the right choices, no matter how crazy or unpopular they might appear to others. Just look at Steve Jobs, founder of Apple, who quit studying at a prestigious university to pursue his dreams.

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs.

Whether Musk was a founder of Tesla in the purest sense of the word is irrelevant at this point. There would be no Tesla to talk about today were it not for Musk’s money, marketing savvy, chicanery, engineering smarts, and indomitable spirit. Tesla was, in effect, willed into existence by Musk and reflects his personality as much as Intel, Microsoft, and Apple reflect the personalities of their founders.

Steve Jobs was quite aware of this story and used to repeat it to people at Apple, adding that he never wanted people to ask, “What would Steve do?” No one—not Walt, not Steve, not the people of Pixar—ever achieved creative success by simply clinging to what used to work.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Apparently sprinters reach their highest speed right out of the blocks, and spend the rest of the race slowing down. The winners slow down the least. It's that way with most startups too. The earliest phase is usually the most productive. That's when they have the really big ideas. Imagine what Apple was like when 100% of its employees were either Steve Jobs or Steve Wozniak.

To me Amazon is a story of a brilliant founder who personally drove the vision,” says Eric Schmidt, the chairman of Google and an avowed Amazon competitor who is personally a member of Amazon Prime, its two-day shipping service. “There are almost no better examples. Perhaps Apple, but people forget that most people believed Amazon was doomed because it would not scale at a cost structure that would work.

Never give up on yourself Everyone may give up on you but never give up on yourself, because if you do, it will also become the end. Believe that anything can be achieved with effort. Most important of all, we must understand that dyslexia is not just a hindrance to learning; it may also be considered a gift. Multiple studies have proven that dyslexic people are highly creative and intuitive. Not to mention the long list of dyslexic people who have succeeded in their chosen fields; Known scientist and the inventor of telephone, Alexander Graham Bell; The inventor of telescope, Galileo Galilei; Painter and polymath, Leonardo da Vinci; Mathematician and writer Lewis Carroll; American journalist, Anderson Cooper; Famous actor, Tom Cruise; Director of our all time favorites Indiana Jones and Jurassic Park, Steven Spielberg; Musician Paul Frappier; Entrepreneur and Apple founder, Steve Jobs; and maybe the person who is reading this book right now. We must always remember, everything can be learned and anyone can learn how to read!

Remember too that business entrepreneurs can be iconoclasts, hermits, and even cranks. Steve Jobs, founder of Apple, reportedly wasn’t Mr. Warm-and-Fuzzy in person. He was a perfectionist. But whether they innovate with computers or with education, business and social entrepreneurs share a sense of wonder, curiosity, and the ability to scan for opportunity. They are prone to resilience, either through practice or nature, and it pays off for them. So they keep looking at the world with wide-eyed anticipation for more opportunities to test their mettle, to create new things and ways of accomplishing goals and meeting needs.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I

The future is now quite uncertain; everyone lives for today, a state of mind in which the game of graft and swindle is played with ease — that is, it is only "for today" that they allow themselves to be bribed and bought, while tomorrow and tomorrow’s virtue they reserve to themselves! It is a well-known fact that individuals, being truly things apart, care more for the moment than their opposites the gregarious do, because they consider themselves as unpredictable as the future; likewise, they readily take up with the violent, because the crowd could neither understand nor condone the actions to which they dare have recourse — but the tyrant or Caesar understands that the individual has a right even to his excesses, and has an interest in advocating a bolder private morality, and even in lending it a hand. For what he thinks of himself, and what he wants others to think of him, is what Napoleon in his classical manner at one time declared: "I have the right to answer any complaint against me with an eternal “this is what I am”. I stand aloof from the whole world and accept conditions from no one. I want submission even to my fancies and regard it as a matter of course that I indulge myself in this or that diversion." Napoleon once spoke thus to his wife, who had reasons to question her husband’s fidelity. It is during the most corrupt times that these apples ripen and fall, by which I mean the individuals who bear the seeds of the future, the intellectual pioneers and founders of causes and federations. Corruption is only an ugly word for the autumn of a people.

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

Isaac Asimov’s short story “The Fun They Had” describes a school of the future that uses advanced technology to revolutionize the educational experience, enhancing individualized learning and providing students with personalized instruction and robot teachers. Such science fiction has gone on to inspire very real innovation. In a 1984 Newsweek interview, Apple’s co-founder Steve Jobs predicted computers were going to be a bicycle for our minds, extending our capabilities, knowledge, and creativity, much the way a ten-speed amplifies our physical abilities. For decades, we have been fascinated by the idea that we can use computers to help educate people. What connects these science fiction narratives is that they all imagined computers might eventually emulate what we view as intelligence. Real-life researchers have been working for more than sixty years to make this AI vision a reality. In 1962, the checkers master Robert Nealey played the game against an IBM 7094 computer, and the computer beat him. A few years prior, in 1957, the psychologist Frank Rosenblatt created Perceptron, the first artificial neural network, a computer simulation of a collection of neurons and synapses trained to perform certain tasks. In the decades following such innovations in early AI, we had the computation power to tackle systems only as complex as the brain of an earthworm or insect. We also had limited techniques and data to train these networks. The technology has come a long way in the ensuing decades, driving some of the most common products and apps today, from the recommendation engines on movie streaming services to voice-controlled personal assistants such as Siri and Alexa. AI has gotten so good at mimicking human behavior that oftentimes we cannot distinguish between human and machine responses. Meanwhile, not only has the computation power developed enough to tackle systems approaching the complexity of the human brain, but there have been significant breakthroughs in structuring and training these neural networks.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

“I’m talking about greatness, about taking a lever to the world and moving it,” Larry Ellison said, walking the grounds of his new Woodside property in spring 2000 with his best friend, Steve Jobs. “I’m not talking about moral perfection. I’m talking about people who changed the world the most during their lifetime.” Jobs, who had returned to Apple three years earlier, enjoyed the conversational volleying with Larry about who was history’s greatest person. The Apple co-founder placed Leonardo da Vinci and Gandhi as his top choices, with Gandhi in the lead. Leonardo, a great artist and inventor, lived in violent times and was a designer of tanks, battlements, ramparts, and an assortment of other military tools and castle fortifications. Larry joked that had Leonardo not been gay, he would have been “a perfect fit for the Bush administration.” Jobs, who had studied in India, cited Gandhi’s doctrine of nonviolent revolution as an example of how it was possible to remain morally pure while aggressively pursuing change. Larry’s choice could not have been more different from Gandhi: the Corsican-born military leader Napoleon Bonaparte. “Napoleon overthrew kings and tyrants throughout Europe, created a system of free public schools, and wrote one set of laws that applied to everybody. Napoleon achieved liberal ends through conservative means,” Larry argued. " - The Billionaire and the Mechanic

So we said, "OK, we'll do Apple Computer." In those days there was no money yet in this microcomputer business, and big experienced companies and investors, analysts-those kind of people, that are trained in business and much smarter than we were-they didn't think that this was going to be a real big market. They thought it was going to be a little hobby thing, like home robots or ham radios, that a few techie people would get into and really it wasn't going to go to the masses.

We are all hoping something we do in this world matters. We want our creations to stay with people forever. As Steve Jobs, the founder of Apple Computers, once said, we all long to “put a dent in the universe.”  It’s true; we’d all like to leave some kind of impact on this ball of dirt. But most of us, tragically, won’t. We’re afraid of the cost. We’re worried we don’t have what it takes. We’re anxious about the road it takes to get good enough. We’re terrified we’ll fail to live up to our idea of greatness. So we play it safe and abide by the rules.  Before we even start, we sabotage our work and subvert our genius.  And how, pray tell, do we do this? With words. Subtle but serious words that kill our passion before we can pursue it. Words like “aspiring” and “wannabe.” Words like “I wish” and “someday.” There is a solution to this. A simple way of facing your fears and living the dream: Become who you are.

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed. Marc and I thought that if we created a firm specifically designed to help technical founders run their own companies, we could develop a reputation and a brand that might vault us into the top tier of venture capital firms despite having no track record. We identified two key deficits that a founder CEO had when compared with a professional CEO: 1. The CEO skill set Managing executives, organizational design, running sales organizations and the like were all important skills that technical founders lacked. 2. The CEO network Professional CEOs knew lots of executives, potential customers and partners, people in the press, investors, and other important business connections. Technical founders, on the other hand, knew some good engineers and how to program.

Most of the world’s most successful innovators see problems through a different lens from the rest of us. Why didn’t Hertz come up with a Zipcar-like product first? Kodak came close to creating a kind of Facebook product long before Mark Zuckerberg did. Major yogurt manufacturers understood that there might be a demand for Greek yogurt well before Chobani founder Hamdi Ulukaya launched what is now a $ 1 billion business. AT& T introduced a “picture phone” at the 1964 World’s Fair, decades before Apple’s iPhone. Instead of looking at the way the world is and assuming that’s the best predictor of the way the world will be, great innovators push themselves to look beyond entrenched assumptions to wonder if, perhaps, there was a better way. And there is.

As Aaron Levie, the founder of the online file storage company Box noted in a tweet in 2014, “Sizing the market for a disruptor based on an incumbent’s market is like sizing a car industry off how many horses there were in 1910.” The other factor that can lead to underestimating a market is neglecting to account for expanding into additional markets. Amazon began as Amazon Books, the “Earth’s Biggest Bookstore.” But Jeff Bezos always intended for bookselling to serve as a beachhead from which Amazon could expand outward to encompass his massive vision of “the everything store.” Today, Amazon dominates the bookselling industry, but thanks to relentless market expansion, book sales represent less than 7 percent of Amazon’s total sales. The same effect can be seen in the financial results of Apple. In the first quarter of 2017, Apple generated $ 7.2 billion from the sale of personal computers, a category the company pioneered and once dominated. That’s a great number to be sure, but, over that same financial quarter, Apple’s total revenue was a whopping $ 78.4 billion, which meant that Apple’s original market accounted for less than 10 percent of its total sales.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things I have done. Innovation is saying no to 1,000 things.” –Steve Jobs Co-founder and former CEO of Apple

In 1973 the companies and individuals later to be identified with the advent of the personal computer were otherwise engaged. IBM was still turning out electric typewriters; Microsoft’s Bill Gates was a freshman entering Harvard; and Steve Jobs, the future co-founder of Apple Computer, was a college dropout wandering around India in search of his Zen master. But

Sometimes when you innovate, you make mistakes. It is best to admit them quickly and get on with improving your other innovations. —Steve Jobs, co-founder of Apple, Inc.

Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs. Bill Gates used to throw epic tantrums. Steve Ballmer, his successor at Microsoft, had a propensity for throwing chairs. Andy Grove, the longtime CEO of Intel, was known to be so harsh and intimidating that a subordinate once fainted during a performance review.

At a subsequent Homebrew meeting where Wozniak showed his creation, everyone seemed impressed, including Wozniak’s friend Steve Jobs. Around that time, Jobs was given a freelance project at Atari, having altered the terms of his employment. Atari’s founder had tasked Jobs with designing a single-player version of Pong, in which the ball could be simply hit against a wall back to the player. Jobs called on Wozniak, who was working at Hewlett-Packard, to help. Over the course of less than a week, Jobs and Wozniak delivered a single-player version of Pong. Jobs was in a rush. He needed to go back to a commune in Oregon, where the apple-picking season was about to begin.

founders and CEOs of Apple, Google, and even the explicitly kid-targeted Snapchat app (!)—go to concerted lengths to limit their own kids’ screen time at home.[*][14] Tellingly, the late Apple CEO Steve Jobs forbade his young children to play with the then newly launched iPad.

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

The app economy provides an example of a new job ecosystem. It only began in 2008 when Steve Jobs, the founder of Apple, let outside developers create applications for the iPhone. By mid-2015, the global app economy was expected to generate over $100 billion in revenues, surpassing the film industry, which has been in existence for over a century.

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

true randomness sometimes produces repetition, but when users heard the same song or songs by the same artist played back-to-back, they believed the shuffling wasn’t random. And so the company made the feature “less random to make it feel more random,” said Apple founder Steve Jobs.12 One

In late 2008, one of my business partners, Clayton Christensen offered his opinion that the recession would have an “unmitigated positive impact on innovation” because “when the tension is greatest and resources are most limited, people are actually a lot more open to rethinking the fundamental way they do business.” This theory is supported by the Kaufmann Foundation statistic that “51 percent of the Fortune 500 companies began during a recession or bear market or both.” Whether launching a business or pursuing a dream, there are many high-profile instances in which a lack of resources ultimately proved to be a boon, rather than a bane. If we dig a bit, each of us can uncover examples among friends and family, and ourselves. Would most children have as many opportunities as they do in sports, music, or other extracurricular activities without parents, mothers in particular, who are accomplished at bartering as a way to stretch limited family budgets? Would kids have as many chances to explore their interests if their parents weren’t so adept at arranging for carpooling, chaperoning, and borrowing, thus enabling their kids to participate? Without the constraints of time, money, and health, would the online retailer Shabby Apple exist? (For a reminder of how that business came to be, see chapter 5.) If my parents could have paid for college, would I have caught an early glimpse of corporate life during the Silicon Valley heyday? Would I have ever set foot on Wall Street had I not needed to work to put my husband through school? All of us have had the opportunity to bootstrap if we look hard enough. Men seem to know how to do this in the business world: 88 percent of the founders of Entrepreneur magazine’s Hot 500 were men. But I wonder if women aren’t better at bootstrapping than we think we are. Chronically under resourced (whether due to the gender pay gap or ceding our resources to conform to societal expectations), women continually feel the tension of having too little budget and too little time. Because of this tension, we are expert at rethinking how to get things done. Many of us know how to turn scarcity into opportunity.

Nike, Microsoft Amazon and similar companies went public relatively early in their growth cycles. As a result, public investors had the opportunity to participate in 95 to 99% of their overall price appreciation. Founders, early employees and VCs took all the risk. Most of the reward was left for grabbing – anyone could’ve bought those stocks on the secondary markets.   As the Federal Reserve prints more money and interest rates remain low, an increasing percentage of capital is flowing into risky asset classes like venture capital and “angel investing.” This capital has chased up valuations in the pipeline preceding IPOs, making the IPOs feel more like the end of the journey, not the beginning. Thus,

Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”   Steve Jobs, Co-founder of Apple Inc (1955 – 2011)

Steve Jobs in a new analog way: by sending snail mail. The U.S. Postal Service has approved a commemorative stamp honoring the Apple co-founder to be printed as part of a collectible series next year. Stamp subjects are traditionally kept a secret until just before printing to raise public demand, however,

ABOUT THE AUTHOR Charles Ferguson won an Oscar in 2011 for Inside Job, his documentary on the financial crisis, and was an Oscar nominee for his first documentary, No End In Sight, on the war in Iraq. He is a graduate of the University of California at Berkeley, holds a PhD in Political Science from MIT, and has been a technology policy consultant to the White House and the Office of the US Trade Representative, as well as to leading technology companies including Apple, IBM, and Texas Instruments. He was the co-founder of Vermeer Technologies, which invented the web tool Front Page, later sold to Microsoft. A former visiting scholar at MIT and Berkeley, he has also been a senior fellow at the Brookings Institution in Washington, DC. He has written four books, and is a life member of the Council of Foreign Relations and a director of the French-American Foundation.

On a warm June day in 2005, Steve Jobs went to his first college graduation—as the commencement speaker. The billionaire founder and leader of Apple Computer wasn’t just another stuffed-shirt businessman. Though only fifty years old, the college dropout was a technology rock star, a living legend to millions of people around the world. In

In the words of Apple co-founder and CEO Steve Jobs: Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma—which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary … You’ve got to find what you love …The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it.

As it got away from its founders, chaos magic came to mean ‘doing whatever you want’ in popular parlance, which is probably close to the opposite of its original formulation. In the modern world, ‘doing whatever you want’ leads to Type II diabetes and very public bankruptcies. But the supposed freedom that chaos magic offers -the apple in its garden- is a stark one. Chaos magic is not ‘doing whatever you want’, it is ‘trialling a lot of things and retaining those that work’. It is entirely unforgiving of failure or –more specifically- excuses for failure. Chaos magic lacks any certificates of participation. You achieve what you set out to do or you have failed. Success could be lasting apotheosis or it could be bedding your secretary. This only looks like elitism to failures. To scientists, it looks like science.

Despite his famously hearty laugh and cheerful public persona, he is capable of the same kind of acerbic outbursts as Apple’s late founder, Steve Jobs, who could terrify any employee who stepped into an elevator with him.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

On a warm June day in 2005, Steve Jobs went to his first college graduation—as the commencement speaker. The billionaire founder and leader of Apple Computer wasn’t just another stuffed-shirt businessman. Though only fifty years old, the college dropout was a technology rock star, a living legend to millions of people around the world. In his early twenties, Jobs almost single-handedly introduced the world to the first computer that could sit on your desk and actually do something all by itself. He revolutionized music and the ears of a generation with a spiffy little music player called the iPod and a wide selection of songs at the iTunes store. He funded and nurtured a company called Pixar that

Steve Wozniak, the co-founder of Apple, has prosopagnosia or face blindness

A month or two after Jobs’s death, some of Greg’s colleagues in the engineering department began to notice that Elizabeth was borrowing behaviors and management techniques described in Walter Isaacson’s biography of the late Apple founder. They were all reading the book too and could pinpoint which chapter she was on based on which period of Jobs’s career she was impersonating.

One constant theme was how Sweden’s welfare system worked to encourage risk taking. “The worst that’ll happen is that you will fail, but still be able to live in your apartment and put food on the table. That encourages you to take risks. And some of those risks pay off as world-famous companies,” Daniel said.

The stock passed the $700 billion market value milestone that Musk had thrown down years earlier like Babe Ruth calling his shot. It soared from a value of $100 billion to more than $800 billion in 244 days, accomplishing something it took Apple almost a decade to do. With the stock he already owned, his wealth was surging from an estimated $30 billion at the start of 2020 to around $200 billion at the start of 2021, overtaking Amazon founder Jeff

Exponential Organizations are founded by innovative owners who value speed and early adoption of innovation. Think Tesla/SpaceX and Elon Musk, Amazon and Jeff Bezos, Apple and Steve Jobs. In these companies, the visionary tech founder has the ability to dictate speed and direction. From inception, these company cultures are oriented toward rapid Experimentation and data-driven decision-making rather than the comfort of humans living in the status quo.

In an interview published in Vanity Fair, President Barack Obama said, “You’ll see I wear only gray or blue suits. I’m trying to pare down decisions. I don’t want to make decisions about what I’m eating or wearing. Because I have too many other decisions to make.”10 The same is true of Facebook founder Mark Zuckerberg with his gray hoodies, or Apple founder Steve Jobs and his famous black-turtleneck-and-jeans uniform. Acutely aware of how taxing deliberating over options can be, they sought every opportunity to limit choice in their lives.

In 1903, the president of a leading bank had certainly leaned out when he told Henry Ford – the founder of Ford Motor Company – ‘The horse is here to stay but the automobile is only a novelty – a fad.’ In 1992, Andy Grove, the CEO of Intel, had clearly leaned out when he said: ‘The idea of a personal communicator in every pocket is a pipe dream driven by greed.’ And the former CEO of Microsoft Steve Ballmer had certainly leaned out when he laughed at Apple and said, ‘There’s no chance that the iPhone is going to get any significant market share.

Stephen Hawking warned against the creation of artificial intelligence saying it could be mankind’s biggest mistake and expressed fears that it may enslave or exterminate us.488 Billionaire tech guru Elon Musk, founder and CEO of SpaceX and Tesla Motors, warned that creating A.I. would be like “summoning a demon.”489 Microsoft founder Bill Gates has also expressed concern about it,490 as well as Apple co-founder Steve Wozniak

On a warm June day in 2005, Steve Jobs went to his first college graduation—as the commencement speaker. The billionaire founder and leader of Apple Computer wasn’t just another stuffed-shirt businessman. Though only fifty years old, the college dropout was a technology rock star, a living legend to millions of people around the world.

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed.

Steve Jobs, founder of Apple, had a similar view. He didn’t believe in research. He said, ‘It’s not the public’s job to know what they’re going to want. It’s my job to know what they’re going to want.

Nokia sat on top of one of the biggest growth markets the world had ever seen, and on top of one of the biggest piles of cash in history. But instead of thinking like an insurgent and investing in the future, it gave out 40 percent dividends and used its cash to buy back large quantities of its own stock. Within just a few years, Apple, Samsung, and soon Google had seized the smartphone market, and Nokia, once a model of innovation and insurgent-style thinking, was in steep decline. A board member, when interviewed about what happened, pointed to internal factors, not competitive moves, and concluded simply, “We were too slow to act.”6

Also, don't forget that some of the most successful people in the world are self-taught programmers. Steve Wozniak, the founder of Apple, is a self-taught programmer. So is Margaret Hamilton, who received the Presidential Medal of Freedom for her work on NASA's Apollo Moon missions; David Karp, founder of Tumblr; Jack Dorsey, founder of Twitter; and Kevin Systrom, founder of Instagram.

If you made a country out of all the companies founded by Stanford alumni, it would have a GDP of roughly $ 2.7 trillion, putting it in the neighborhood of the tenth largest economy in the world. Companies started by Stanford alumni include Google, Yahoo, Cisco Systems, Sun Microsystems, eBay, Netflix, Electronic Arts, Intuit, Fairchild Semiconductor, LinkedIn, and E* Trade. Many were started by undergraduates and graduate students while still on campus. Like the cast of Saturday Night Live, the greats who have gone on to massive career success are remembered, but everyone still keeps a watchful eye on the newcomers to see who might be the next big thing. With a $ 17 billion endowment, Stanford has the resources to provide students an incredible education inside the classroom, with accomplished scholars ranging from Nobel Prize winners to former secretaries of state teaching undergraduates. The Silicon Valley ecosystem ensures that students have ample opportunity outside the classroom as well. Mark Zuckerberg gives a guest lecture in the introductory computer science class. Twitter and Square founder Jack Dorsey spoke on campus to convince students to join his companies. The guest speaker lineups at the myriad entrepreneurship and technology-related classes each quarter rival those of multithousand-dollar business conferences. Even geographically, Stanford is smack in the middle of Silicon Valley. Facebook sits just north of the school. Apple is a little farther south. Google is to the east. And just west, right next to campus, is Sand Hill Road, the Wall Street of venture capital.

We would even make the point one step further: a great product without marketing can’t hold a candle to a good one with great marketing. Does Starbucks really have the best coffee? Is Red Bull really the best energy drink? Is Apple really the best at innovation? Now think about the brands you know and love. Food, leisure, automotive, sports, business technology, whatever. Are they amazing products that you admire and use? How did you learn about them? What drew you to them? Build a great product and share your vision of what it can be with the world. Then use marketing to create a connection between your customer (and audiences) and your organization so that people can find, interact with, and buy your amazing product.

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs. Bill Gates used to throw epic tantrums. Steve Ballmer, his successor at Microsoft, had a propensity for throwing chairs. Andy Grove, the longtime CEO of Intel, was known to be so harsh and intimidating that a subordinate once fainted during a performance review.

As Steve Jobs, the founder of Apple Computers, once said, we all long to “put a dent in the universe.

To me Amazon is a story of a brilliant founder who personally drove the vision,” says Eric Schmidt, the chairman of Google and an avowed Amazon competitor who is personally a member of Amazon Prime, its two-day shipping service. “There are almost no better examples. Perhaps Apple, but people forget that most people believed Amazon was doomed because it would not scale at a cost structure that would work. It kept piling up losses. It lost hundreds of millions of dollars. But Jeff was very garrulous, very smart. He’s a classic technical founder of a business, who understands every detail and cares about it more than anyone.