The engineering is long gone in most PC companies. In the consumer electronics companies, they don't understand the software parts of it. And so you really can't make the products that you can make at Apple anywhere else right now. Apple's the only company that has everything under one roof.
I go all over the place. I do like the ability to go around the company at different levels to find the people that have the actual answers to the question.
Innovation at Apple has always been a team game. It has always been a case where you have a number of small groups working together.
Intelligent people need a fool to lead them. When the team's all a bunch of scientists, it is best to have a peasant lead the way. His way of thinking is different. It's easier to win if you have people seeing things from different perspectives.
Collaboration and augmentation are the foundational principles of innovation.
It's really, really hard to get in rooms with people you don't usually work with and try to find common ground.
I think the advice, regardless of gender, is always be open to conversations with people who do things differently than you do. If you're starting to work in tech, talk to the artists, talk to the lawyers, talk to the people who are interested in other things.
For heavens sake, if you haven’t gotten comfy with Agile techniques and thinking, get on it right now.
The media people need to have real tech people, and the tech people need media people. Otherwise, you have the 'Star Wars' bar on Tatooine with everyone fighting.
When thinking through who to bring together to generate new ideas, it is more effective to combine specialists from very different and unrelated disciplines rather than a variety of people with different skills sets in the same field.
Any institution faces two basic choices if they hope to spark new ideas. One is to leverage the brains trust within their organization by creating a special event dedicated to new thinking. The other is to look outside themselves to stimulate solutions.
When we hire someone, even if they are going to be in marketing, I will have them talk to the design folks and the engineers.
When I am there at our global product development centers, I am meeting with the design team and reviewing design work being done there and meeting with engineers responsible for work being done specific to that region, meeting with purchasing team.
When you need to innovate, you need collaboration.
If we're trying to build a world-class News Feed and a world-class messaging product and a world-class search product and a world-class ad system, and invent virtual reality and build drones, I can't write every line of code. I can't write any lines of code.
At Cisco, we are moving to collaboration teams, groups coming together that represent sales, engineering, finance, legal, etc. And we're training leaders to think across silos.
The close relationships we form between researchers and product groups have already shown we can move the great ideas as they come along, without a schedule, into the products.
At VMware, the engineers worked very closely with our customers, closely with the field, and it was exciting for everyone. So, one of things I did here at Google when I arrived was to combine sales, marketing, engineering, and product.
As we continue to drive the benefits of integrating our enterprise skills, capabilities, and experience - what we call operating as 'One Boeing' - we will find new and better ways to engage and inspire employees, deliver innovation that drives customer success, and produce results to fuel future growth and prosperity for all our stakeholders.
We found we were able to create better, customer-centric product features more quickly with a more diverse product team.
Our goal is to leverage what is already out in the field in terms of partners, but then hire in project management capability and a bit of technical capability.
We collectively, to get things done, work together as a team. Because the work really happens horizontally in our company, not vertically. Products are horizontal. It takes hardware plus software plus services to make a killer product.
If you don't share information among your startup's team, then it'll be just about a coincidence if product, marketing, and engineering are ever aligned. Those odds are too low to succeed.
Business people don't need to understand designers better. They need to be designers.
We can create opportunities to generate value by working across the entire breadth of Boeing.
