*[인사이드애플 역자후기 « 에스티마의 인터넷이야기] - @estima7님이 번역으로 번역서가 나왔다. |
*[인사이드애플의 저자 애덤 라신스키인터뷰 « 에스티마의 인터넷이야기]
역시 애플에서 잡스의 영향력은 절대적일 수 밖에 없다. 좋든 싫든, 그가 좋은 사람이든 나쁜 사람이든. 그런 잡스의 의중이 조직의 모든 곳에 철저히 관철되어있다는 점이 애플의 가장 큰 강점이자 특징이었던 것같다.
Steve Jobs was the textbook (at location 285 )
example of a productive narcissist. (at location 285)
Jobs may have been an asshole, Sutton implies, but he was an effective asshole. (at location 321)
can ask anyone in the company what Steve wants and you’ll get an answer, even if 90 percent of them have never met Steve. (at location 401)
그리고 그런 점에서 비밀주의를 철저히 지켰으며, 그 덕분에 실리콘 벨리에서 다른 회사사람과의 교류가 극히 드문 결과로 나타나기도 했다.
thing I observed this year at TED: The Apple employee population does not circulate within the Silicon Valley ecosystem. Nobody knows anybody at Apple. The Internet people all know each other, but Apple lives in its own world. Inside, everyone is so afraid to talk that it’s easier to mix exclusively with each other. (at location 546)
Apple security agents lurk near the bar at BJ’s and that employees have been fired for loose talk there. It doesn’t quite matter if the yarn is true or apocryphal. The fact that employees repeat it serves the purpose. (at location 571)
하지만, 한국의 대기업도 오너 회장의 의중이 철저하게 침투되어있는데, 왜 차이가 났을까. 그것은 제품 자체에 집중을 했기 때문이다. 만든 사람 자신이 쓰고싶어서 만들었다는 느낌을 강하게 풍기기에 정말 매력적인 느낌을 준다.
잡스가 애플에 복귀한 이후 내놓는 제품들은 그런 점에서 벗어나지 않았다. 제품을 만들기 위해 철저히 제품 자체에 집중을 한 것이다. 이점이 다른 회사와 큰 차별점 중의 하나이다. 부서간의 경쟁이나 투입대비 효용 등으로 포커싱을 잃지 않은 것이다.
“When Steve came back to Apple morale was terrible, but there remained a culture that understood what it meant to make great products,” (at location 733)
“We really do have the strong belief that we are building products for ourselves.” (at location 740 )
“Focusing is powerful,” he said. “A start-up’s focus is very clear. Focus is not saying yes. It is saying no to really great ideas.” (at location 807)
“Strategy is figuring out what not to do,” he told the group. Back then, he went on, he specifically rejected pleas from his executives to create a personal digital assistant like the PalmPilot, preferring to focus on rejuvenating the Macintosh line. His advice to Yahoo!: “Just pick one thing you can do that’s great. We knew it was the Mac.” (at location 825 )
“Apple obsesses over the user experience, not revenue optimization.” (at location 883)
“There’s no confusion as to who’s going to do what. It’s very detail-oriented. I tried to bring this to other places, and they were like, ‘What do you mean?’ They wanted two to three people to have responsibility.” (at location 924 )
functional executives to focus on their strengths. (at location 940)
they rarely were pressed for any kind of financial analysis or to defend decisions based on potential return on investment.Read more at location 940 • Delete this highlight
Apple managers and their employees almost behave like talented rich kids: They have access to unlimited resources to do interesting things. They do not have to think about what ideas, components, and experiences might cost. They are only limited by what their “parents” will give them. (at location 944)
these corporate attributes together—clear direction, individual accountability, a sense of urgency, constant feedback, clarity of mission—and you begin to have a sense of Apple’s values. (at location 1010)
It may be the one corner of the company that has most mastered the art of saying no. (at location 1768)
이런 애플의 조직문화, DNA를 잡스는 남기려고 노력을 많이 했다. HP나 아타리가 대기업병으로 몰락한 과정을 목격했던 경험도 있었기 때문에. 그래서 여러가지 장치를 마련해서 그가 떠나도 애플이 스스로 잘 굴러갈 수 있게 만들고자 했다.
Walter Isaacson reported that Jobs was “rankled and deeply depressed” by Cook’s comment that “regardless of who is in what job” Apple would continue to do well. (at location 1233 )
그 과정에서 후계자도 자연스럽게 정해졌다.
Yet while Apple’s visionary was busy changing the world, its taskmaster quietly was accumulating a tremendous amount of power inside Apple. Cook grabbed responsibility after responsibility so gradually that almost until he became CEO no one seemed to notice. (at location 1272)
It was a popular parlor game in Silicon Valley during 2011 to wonder if Cook would succeed Jobs, but insiders knew he already was running the company—even as Jobs continued to weigh in on important decisions and to nurture major initiatives. (at location 1314 )
is no coincidence that the more responsibility Cook took on in the nuts-and-bolts parts of Apple, the more Jobs was freed up for his creative endeavors. (at location 1317 )
As noted, Cook’s efficiency is what freed up Steve Jobs to be so innovative. (at location 1347)
팀 쿡도 역시 후계자 답계 잡스와 다른 현실왜곡장 능력을 가지고 있는 듯?
When you listen to him, you think, It’s highly likely this guy is telling the truth.(at location 1361)
그리고 조나단 아이브를 시작으로한 디자인 팀도 애플에 계속 남아있다. 그는 스스로 회사를 운영할 능력이 없고 자신이 강점으로 하는 분야에 집중을 하는 것이 더 낫다는 것을 알고 있다. 그래서 애플에서 자신의 능력을 펼치고 있고, 이로서 향후 애플이 계속 강한 기업으로 남는데 일조할 것이란 생각이 든다.
The product architecture starts to become informed by your really understanding that material. That’s an example of one of the reasons we don’t do lots and lots of stuff, because that’s time consuming and demanding. (at location 1392)
“I was terrible at running a design business, and I really wanted to just focus on the craft of design,” he said. He clearly got this wish. (at location 1408)
잡스 사후 1년이 지난 시점에서 책에서 예상했던 부분이 서서히 나타나고 있다. 예상했던 대로 팀 쿡은 배당금, 자사주 매입을 발표했다. 당분간 애플은 잡스의 유산 위에서 잡스시절에 생각할 수 없었던 개선을 실행함으로서 더 강해질 것같다. 하지만 포스텔의 축출은 전혀 예상을 못했던 것같다.
Marketing material for the book notes that a common sign of denial is the act of “focusing on a glitzy new headquarters rather than the competition.” Apple hardly ignores the competition. Then again, the last time he spoke in public, on June 7, 2011, Jobs unveiled plans for a magnificent new Apple headquarters, which he likened to a giant (at location 2178 )
“He operates in a single-threaded manner. Other things will get put on hold.” (at location 2190)
He treated cash as if he had lived through the Great Depression. What investors would view as modern balance-sheet management would have to wait for a CEO with an MBA. Tim Cook has an MBA, and he speaks regularly to investors, which is aRead more (at location 2222 )
So in the post-Jobs era, Apple is a massive entrepreneurial enterprise, but its people generally are not entrepreneurs—and they are not encouraged to be. The entrepreneurs Apple acquires typically don’t stick around for more than a couple of years. (at location 2696)
애플에서 잡스의 영향력은 절대적이었기 때문에 그의 부재가 약점으로 작용할 수 밖에 없는 부분은 분명히 존재한다.
Yes, there was an alliance. But there was only one superpower. (at location 1945 )
No one turned down the chance to meet with Jobs, of course, and he used the opportunity to soak up information. (at location 2704)
The rest of the crew at Apple either is too busy to schmooze or was always discouraged by Jobs from doing it, lest they get too big for their britches or too distracted from their Apple work. (at location 2715 )
But now his reality-distortion field has been deactivated, and eventually journalists will push back against Apple’s stingy approach to public relations. (at location 2743)
Jobs was just particularly good at getting us to focus on the good and ignore the bad. (at location 2801)
잡스의 부재를 어떻게 극복할 것인가, '만약 잡스라면...'이라는 사고의 틀에 갇힌다면 애플의 미래는 밝지 않을 것이다.
Tim Cook said at an employee celebration of Jobs’s life that Jobs’s parting advice to Cook was “to never ask what he would do; just do what’s right.” (at location 2762 )
아이폰5, 아이패드 미니가 나오고 포스틸이 축출된 애플의 현 상황이 무척이나 흥미롭다. 과연 애플은 어떻게 될 것인가에 대한 궁금증에 대해 어느정도 답을 제시할 수 있는 것이 이 책이 아닐까. -- Nyxity 2012-11-2 2:46 pm
Everybody at Apple wants out, and everybody outside Apple wants in. (at location 1078)
“He groks Steve’s vision that way,” (at location 1429)
“Numbers doesn’t ooze Steveness, which makes sense, because Steve didn’t do spreadsheets.” (at location 2202)