Steve Jobs Quotes

Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker.

When I broke in, in 1957, it was wide open. Now you're up against strong competition.

Here's the thing about Apple, we complain and they give us more battery life. We complain and they'll give us more stuff. Everything's beta right now. Everything's experimental. They really don't know what people want.

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

We recognize the need to adapt to a changing competitive environment.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

The most successful company in Silicon Valley is Apple, and they're the most secretive.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

Since its inception, HCL's core focus area has been technology and product development, and hence, we continued to remain in the high end of technology throughout the '90s.

Steve Jobs knows how to hold his hand out, to build beautiful products and make people pay for them.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.

People who look at Apple's success and think we look at it as, 'Okay, great, we're done,' don't appreciate what's really going on here.

Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.

Every organization has to prepare for the abandonment of everything it does.

Apple has some tremendous assets, but I believe without some attention, the company could, could, could - I'm searching for the right word - could, could die.

You want an idea that turns into a monopoly. But you can't get a monopoly, in a big market right away; too much competition for that.

You never quite know in business if what you are doing is the right or the wrong thing. Unfortunately, by the time you know the answer, someone has beaten you to it and you are out of business.

It was always amusing to be inside Apple and read what journalists said we were doing

Only the general manager can mold the resources, processes, and values that affect innovation , into a coherent capability to develop and launch superior new products and services repeatedly.

Marketing and innovation produce results; all the rest are costs.

I made so many mistakes in running the company so far, basically any mistake you can think of I probably made. I think, if anything, the Facebook story is a great example of how if you're building a product that people love you can make a lot of mistakes

Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem.