- Amazon.co.jp ・洋書 (656ページ)
- / ISBN・EAN: 9781408703748
12/28 p. 1〜20  (Chap. 1): 51.25
12/29 p. 21〜103  (Chap. 9): 208.75
12/30 p. 104〜175  (Chap. 16): 182
12/31 p. 176〜201  (Chap. 17): 72
1/1 p. 202〜296  (Chap. 24): 257.5
1/2 p. 297〜342  (Chap. 26): 122.5
1/3 p. 343〜439  (Chap. 33): 241.5
1/6 p. 440〜445  (Chap. 34): 13
1/7 p. 446〜497  (Chap. 38): 137.5
1/8 p. 498〜524  (Chap. 39): 76
1/9 p. 525〜571  (Chap. 42): 142.5
・focusing on what is important
・最初の方（Apple創業、最初のMacintosh etc...）は歴史の本を読んでいるみたい。iMac のあたりからようやく自分の実感として分かり始めて、中に入り込める。
・人としてはくずだってことが改めて分かった。特に、真ん中の娘 Erin への冷淡さ。長男しか気にかけないって…クソだな。表紙の写真見るたびにこのおっさんに腹が立つ。
・prove me wrong とか、最初よく分からなかったが一晩寝て読み返したら分かったものも。
p. 170 （Macintoshの発表後）It had been a grueling ride, and many egos had been bruised by Jobs's obnoxious and rough management style. But neigher Raskin nor Wozniak nor Sculley nor anyone else at the company could have pulled off the creation of the Macintosh. Nor would it likely have emerged from focus groups and committees. On the day he unveiled the Macintosh, a reporter from Popular Science asked Jobs what type of market research he had done. Jobs responded by scoffing, "Did Alexander Graham Bell do any market research before he invented the telephone?"
p. 172 （ゲイツとジョブズが互いをどう思っていたか）"Each one thought he was smarter than the other one, but Steve generally treated Bill as someone who was slightly inferior, especially in matters of taste and style,"
"Bill looked down on Steve because he couldn't actually program."
Gates was fascinated by Jobs and slightly envious of his mesmerizing effect on people. But he also found him "fundamentally odd" and "weirdly flawed as a human being（そこまでいうか）, and he was put off by Jobs's rudeness and his tendency to be "either in the mode of saying you were shit or trying to seduce you." For his part, Jobs found Gates unnervingly narrow. "He'd be a broader guy if he had dropped acid once or gone off to an ashram when he was younger." Jobs once declared.
p. 265 After they broke up, Redse helped found OpenMind, a mental health resouce network in California. She happened to read in a psychiatric manual about Narcissistic Personality Disorder and decided that Jobs perfectly met the criteria. "It fits so well and explained so much of what we had struggled with, tha I realized expecting him to be nicer or less self-centered was like expecting a blind man to see,（すげーたとえ）" she said. "It also explained some of the choices he'd made about his daughter Lisa at that time. I think the issue is empathy--the capacity for empathy is lacking.
p. 336 One of Jobs's great strengths was knowing how to focus. "Deciding what not to do is as important as deciding what to do," he said. "That's true for companies, and it's true for products."
p. 337 "I hate the way people use slide presentations instead of thinking," Jobs later recalled. "People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what the're talking about don't need PowerPoint."
p. 373 （一度決定した製品を覆すことについて）In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. "If something isn't right, you can't just ignore it and say you'll fix it later," he said. "That's what other companies do."
p. 387 "If you need slides, it shows you don't know what you're talking about."
p.434 "I liked the film (Finding Nemo) because it was about taking risks and learning to let those you love take risks," Jobs said.
p. 461 （いいなぁこういう会社）In order to institutionalize the lessons that he and his team were learning, Jobs started an in-house center called Apple University. He hired Joel Podolny, who was dean of the Yale School of Management, to compile a series of case studies analyzing important decisions the company had made, including the switch to the Intel microprocessor and the decision to open the Apple Stores. Top executives spent time teaching the cases to new employees, so that the Apple style of decision making would be embedded in the culture.
p. 552 （ラリー・ペイジが訪ねて）We talked a lot about focus. And choosing people. How to know who to trust,and how to build a team of lieutenants he can count on. I described the blocking and tackling he would have to do to keep the company from getting flabby or being larded with B players. The main thing I stressed was focus. Figure out what Google wants to be when it grows up. 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.
p. 567 （最後の言葉）My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, but that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It's a subtle difference, but it ends up meaning everything: the people you hire, who gets promoted, what you discuss in meetings.
Some people say, "Give the customers what they want." But that's not my approach. Our job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, the would have told me, 'A faster horse!'" People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page.
Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonard da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor.