John Sculley Quotes

One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.

I knew a lot about product design before coming to Apple, but I didn't understand a lot about consumer experience design, which is really Apple's forte.

I routinely failed to understand that 'simple and straightforward' would have been a much better product strategy for Lotus.

Unlike Marvel, we are not setting up redundant organizations for expertise that exists. We will track all DC properties to measure financial success.

I have a confession: I'm not a man of simplicity. I spent my entire early career making complex stuff. Lots of complex stuff.

I am responsible for creating and overseeing the future products that make up Google Advertising.

I have to bring my A-Game 24/7, between creating, draping, and overseeing a myriad of different brands.

It's easy to talk about digitalising things; it's quite difficult to do in a B2B environment. It's hard to digitalise that complexity.

We don't do focus groups - that is the job of the designer.

Checklists turn out...to be among the basic tools of the quality and productivity revolution in aviation, engineering, construction - in virtually every field combining high risk and complexity. Checklists seem lowly and simplistic, but they help fill in for the gaps in our brains and between our brains.

I would say the more the better when it is comes to development and marketing. It's actually fun. For some it can be a frustrating thing.

At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development.

Don't let complexity stop you.

If the business were a play, Act One is: Woohoo, bright and bushy-tailed. We're going to make something great! Act Two is: We're six months behind on back-end development. We're trying to raise venture capital. We're trying to figure out what furniture we should sell to make payroll.

Our electrically-configured world has forced us to move from the habit of data classification to the mode of pattern recognition. We can no longer build serially, block-by-block, step-by-step, because instant communication insures that all factors of the environment and of experience co-exist in a state of active interplay.

We try to solve very complicated problems without letting people know how complicated the problem was.

Why should a manufacturer bet his money, perhaps the future of his company, on your instinct?

If I were running Apple, I would milk the Macintosh for all it's worth - and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.

Reductionism is merciless.

The computing scientist's main challenge is not to get confused by the complexities of his own making.

I wanted to be an industrial designer, so I went to business school for that, and I then went on to marketing at Interpublic Group of Companies, which was one of the first organizations to actually think about brand marketing. I worked on Coca Cola's account, and then I was recruited by Pepsi, and I ended up being Pepsi's first MBA. I was called the High Wire Act because I was in my 20s and I was given jobs of increasing responsibility that I was totally unqualified for.

Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

In war there are none but particular cases; everything has there an individual nature; nothing ever repeats itself. In the first place, the data of a military problem are but seldom certain; they are never final . Everything is in a constant state of change and reshaping.

The connectedness of things is what the educator contemplates to the limit of his capacity. No human capacity is great enough to permit a vision of the world as simple, but if the educator does not aim at the vision no one else will, and the consequences are dire when no one does.

Businesses always have opportunities to improve service, product lines, manufacturing techniques, and the like, and obviously these opportunities should be seized. But a business that constantly encounters major change also encounters many chances for major error