1. KOHINOOR BUSINESS
SCHOOL
Subject:
High performance
leadership
Project topic:
Leadership qualities of
steve jobbs(APPLE)
Submitted to:
Prof. dr.mukherjee

2. Group Members
1) Vidita vanage roll no. 42
2) Vidur pandey roll no. 43
3) Vinay patel roll no. 44
4) Vishal thakkar roll no. 45
5) Vishmita vanage roll no. 46

4. Steve Jobs
(February 24, 1955 – October 5, 2011)
History
Steve jobs (Steven Paul Jobs) was born in San Francisco on 24 February 1955,
to two university students, Joanne Carole Schieble and Syrian born Abdulfattah "John"
Jandali, who were both unmarried at the time. He was adopted at birth by Paul Reinhold
Jobs (1922–1993) and Clara Jobs (1924–1986). Clara's maiden name was Hagopian.
When asked about his "adoptive parents," Jobs replied emphatically that Paul and Clara
Jobs "were my parents." He later stated in his authorized biography that they "were my
parents 1,000%." His biological parents subsequently married (December 1955), had a
second child Mona Simpson in 1957, and divorced in 1962.
The Jobs family moved from San Francisco to Mountain View, California when
Steve was five years old. Paul and Clara later adopted a daughter, Patti. Paul Jobs, a
machinist for a company that made lasers, taught his son rudimentary electronics and
how to work with his hands. Clara was an accountant, who taught him to read before he
went to school. Clara Jobs had been a payroll clerk for Varian Associates, one of the
first high-tech firms in what became known as Silicon Valley.
Jobs attended Monta Loma Elementary, Mountain View, Cupertino Junior High
and Homestead High School in Cupertino, California. He frequented after-school
lectures at the Hewlett-Packard Company in Palo Alto, California, and was later hired
there, working with Steve Wozniak as a summer employee. Following high school
graduation in 1972, Jobs enrolled at Reed College in Portland, Oregon. Although he
dropped out after only one semester, he continued auditing classes at Reed, while

5. sleeping on the floor in friends' rooms, returning Coke bottles for food money, and
getting weekly free meals at the local Hare Krishna temple. Jobs later said, "If I had
never dropped in on that single calligraphy course in college, the Mac would have never
had multiple typefaces or proportionally spaced fonts."
In 1974, Jobs took a job as a technician at Atari, Inc. in Los Gatos, California.
Atari offered $100 for each chip that was eliminated in the machine. Jobs had little
interest in or knowledge of circuit board design and made a deal with Wozniak to split
the fee evenly between them if Wozniak could minimize the number of chips. Much to
the amazement of Atari, Wozniak reduced the number of chips by 50, a design so tight
that it was impossible to reproduce on an assembly line. According to Wozniak, Jobs
told Wozniak that Atari gave them only $700 (instead of the offered $5,000) and that
Wozniak's share was thus $350. Wozniak did not learn about the bonus until ten years
later, but said that had Jobs told him about it and said he needed the money, Wozniak
would have given it to him. In 1976, Wozniak invented the Apple I computer. Jobs,
Wozniak, and Ronald Wayne founded Apple computer in the garage of Jobs's parents
in order to sell it. They received funding from a then-semi-retired Intel product-marketing
manager and engineer Mike Markkula.
In 1978, Apple recruited Mike Scott from National Semiconductor to serve as
CEO for what turned out to be several turbulent years. In 1983, Jobs lured John Sculley
away from Pepsi-Cola to serve as Apple's CEO. In the early 1980s, Jobs was among
the first to see the commercial potential of Xerox PARC's mouse-driven graphical user
interface, which led to the creation of the Apple Lisa. One year later, Apple employee
Jef Raskin invented the Macintosh. Sculley learned that Jobs—believing Sculley to be
"bad for Apple" and the wrong person to lead the company—had been attempting to
organize a boardroom coup, and on May 24, 1985, called a board meeting to resolve
the matter. Apple's board of directors sided with Sculley and removed Jobs from his

6. managerial duties as head of the Macintosh division. Jobs resigned from Apple five
months later and founded NeXT Inc. the same year.
After leaving Apple, Jobs founded NeXT Computer in 1985, with $7 million. A
year later, Jobs was running out of money, and with no product on the horizon, he
appealed for venture capital. The revised, second-generation NeXTcube was released
in 1990, also. Jobs touted it as the first "interpersonal" computer that would replace the
personal computer. The revised, second-generation
NeXTcube was released in 1990, also. Jobs touted it as the
first "interpersonal" computer that would replace the personal
computer. The revised, second-generation NeXTcube was
released in 1990, also. Jobs touted it as the first
"interpersonal" computer that would replace the personal
computer. The first film produced by the partnership, Toy Story, with Jobs credited as
executive producer, brought fame and critical acclaim to the studio when it was released
in 1995. Over the next 15 years, under Pixar's creative chief John Lasseter, the
company produced box-office hits A Bug's Life (1998); Toy Story 2 (1999); Monsters,
Inc. (2001); Finding Nemo (2003); The Incredibles (2004); Cars (2006); Ratatouille
(2007); WALL-E (2008); Up (2009); and Toy Story 3 (2010).
In the years 2003 and 2004, as Pixar's contract with Disney was running out,
Jobs and Disney chief executive Michael Eisner tried but failed to negotiate a new
partnership, and in early 2004, Jobs announced that Pixar would seek a new partner to
distribute its films after its contract with Disney expired. In October 2005, Bob Iger
replaced Eisner at Disney, and Iger quickly worked to patch up relations with Jobs and
Pixar. On January 24, 2006, Jobs and Iger announced that Disney had agreed to
purchase Pixar in an all-stock transaction worth $7.4 billion. When the deal closed, Jobs
became The Walt Disney Company's largest single shareholder with approximately
seven percent of the company's stock. Jobs's holdings in Disney far exceeded those of

7. Eisner, who holds 1.7 percent, and of Disney family member Roy E. Disney, who until
his 2009 death held about one percent of the company's stock and whose criticisms of
Eisner — especially that he soured Disney's relationship with Pixar — accelerated
Eisner's ousting. Jobs joined the company's board of directors upon completion of the
merger and also helped oversee Disney and Pixar's combined animation businesses
from a seat on a special six-person steering committee.
With the purchase of NeXT, much of the company's technology found its way into
Apple products, most notably NeXTSTEP, which evolved into Mac OS X. Under Jobs's
guidance, the company increased sales significantly with the introduction of the iMac
and other new products; since then, appealing designs and powerful branding have
worked well for Apple. At the 2000 Macworld Expo, Jobs officially dropped the "interim"
modifier from his title at Apple and became permanent CEO. On June 29, 2007, Apple
entered the cellular phone business with the introduction of the iPhone, a multi-touch
display cell phone, which also included the features of an iPod and, with its own mobile
browser, revolutionized the mobile browsing scene. While stimulating innovation, Jobs
also reminded his employees that "real artists ship". In August 2011, Jobs resigned as
CEO of Apple, but remained with the company as chairman of the company's board.
Hours after the announcement, Apple Inc. (AAPL) shares dropped five percent in after-
hours trading. This relatively small drop, when considering the importance of Jobs to
Apple, was associated with the fact that his health had been in the news for several
years, and he had been on medical leave since January 2011. It was believed,
according to Forbes, that the impact would be felt in a negative way beyond Apple,
including at The Walt Disney Company where Jobs served as director. In after-hours
trading on the day of the announcement, Walt Disney Co. (DIS) shares dropped
1.5 percent.
Apple Inc.

8. Apple Inc. (NASDAQ: AAPL) formerly Apple Computer, Inc. is an American
multinational corporation that designs and sells consumer electronics, computer
software, and personal computers. The company's best-known hardware products are
the Macintosh line of computers, the iPod, the iPhone and the iPad. Its software
includes the Mac OS X operating system; the iTunes media browser; the iLife suite of
multimedia and creativity software; the iWork suite of productivity software; Aperture, a
professional photography package; Final Cut Studio, a suite of professional audio and
film-industry software products; Logic Studio, a suite of music production tools; the
Safari web browser; and iOS, a mobile operating system.
As of July 2011, Apple has 357 retail stores in ten countries, and an online store.
As of September 2011, it is the largest publicly traded company in the world by market
capitalization, and the largest technology company in the world by revenue and profit.
As of September 24, 2011, the company had 60,400 permanent full-time employees
and 2,900 temporary full-time employees worldwide; its worldwide annual sales totalled
$65.23 billion, growing to $108.249 billion in 2011.
Fortune magazine named Apple the most admired company in the United States
in 2008, and in the world from 2008 to 2011. However, the company has received
widespread criticism for its contractors' labor, and for its environmental and business
practices.
Established on April 1, 1976 in Cupertino, California, and incorporated January 3,
1977, the company was named Apple Computer, Inc. for its first 30 years. The word
"Computer" was removed from its name on January 9, 2007, as its traditional focus on
personal computers shifted towards consumer electronics.

9. LEADERSHIP QUALITIES OF STEVE JOBS
The Management Style
In an interview with Fortune, Steve Jobs (SJ) opened up about his management Style
(In no particular order and a few other sources utilized):
1. SWOT analysis:
As soon as you join/start a company as a CIO, make a list of strengths and
weaknesses of yourself and your company on a piece of paper. Dont hesitate in
throwing bad apples out of the company.
2. Spotting opportunities:
“We all had cellphones. We just hated them, they were so awful to use.”

10. The lesson that can be learnt is that within IT we need to spot opportunities for
improvement. It is not enough, however, just to spot them, the onus is to spot them and
then to create an environment to leverage that opportunity and to make it happen.
3. Improve productivity: -
“We figure out what we want. So you can’t go out and ask people, you know, what the
next big [thing.] There’s a great quote by Henry Ford, right? He said, ‘If I’d have asked
my customers what they wanted, they would have told me “A faster horse.”
As a CIO, we need to ask ourselves, what can we do that will improve our customers or
our own productivity? That could entail listening to your customers, horizon scanning or
simply taking action on something that you feel would help you, your team/and/or
customers.
4. Business/IT Strategy:
“We do no market research. We don’t hire consultants.”
Sometimes it’s best to follow your instincts and to believe in yourself to do the right
thing. Paralysis by analysis is often the cause that many organisations cannot do well.
It’s as Nike says, Just do it!
5. Competitive advantage:
“It is the intimate interaction between the operating system and the hardware that allows
us to do that. That allows us to innovate at a much faster rate than if we had to wait for
Microsoft, like Dell and HP and everybody else does.”

11. CIOs need to ask themselves how they can help the business through leveraging IT to
create competitive advantage? I covered this a few weeks ago, in my post, Leveraging
IT for Competitive Advantage – Myth or Reality?. Sometimes, it makes sense not to
embrace open platforms, as Apple has created a significant competitive advantage, by
keeping it’s hardware/software systems closed. CIOs need to make such decisions
cautiously.
6. Succession planning and his reputation:
“My job is to make the whole executive team good enough to be successors, so
that’s what I try to do. My job is to not be easy on people. My job is to make them
better. My job is to pull things together from different parts of the company and clear
the ways and get the resources for the key projects.”
CIOs need to be facilitators and to bring people together working towards a common
goal. It is also important to have succession planning in order that the business has
continuity in the unfortunate event of a CIO not being able to provide management.
7. Focus:
“People think focus means saying yes to the thing you’ve got to focus on. But that’s not
what it means at all. It means saying no to the hundred other good ideas that there are.
You have to pick carefully.”
A CIO needs to focus on the most important issues that are relevant to the business
and to shy away from the issues/projects that do not add value to the business but may
just be a ‘nice have’ or appear to add value. Learn to say, ‘No’.

12. 8. Talent acquisition:
“They have to be really smart. But the real issue for me is, Are they going to fall in
love with Apple?”
A CIO needs to trust their gut instinct, as one can only learn a certain amount in an
interview. I think, the strategic fit, is a very good measure. How will a new hire fit into the
culture of the company? Will they enjoy it here? Have they worked in a similar culture
before? The danger is that the culture could be so alien to the new hire, that they find it
difficult to adjust.
9. Know your business and innovate:
“I put out an agenda — 80% is the same as it was the last week, and we just walk down
it every single week.”
The CIO and the entire IT department need to know how the business operates,
preferably, as intricately as possible. It is that complete overview that will allow
innovative opportunities to present themselves.
10. Handling barriers and roadblocks:
“And we pushed the reset button. We went through all of the zillions of models we’d
made and ideas we’d had. And we ended up creating what you see here as the
iPhone, which is dramatically better.”
CIOs need to know when to intervene. For example, in many cases that could mean
stopping projects altogether to take stock of current situations or to change the

13. direction. There is no shame in that as the project has to deliver the project’s core
objective.
11. Customer conversion:
“But if we put our store in a mall or on a street that they’re walking by, and we
reduce that risk from a 20-minute drive to 20 footsteps, then they’re more likely to go
in because there’s really no risk.”
CIOs need to help the businesses by utilizing IT to create opportunities in attracting
additional customers. They need to ask themselves, “How can we assist in taking the
business to the consumer”?
12. When the going gets tough, investment in people always pays:
“What I told our company was that we were just going to invest our way through the
downturn, that we weren’t going to lay off people, that we’d taken a tremendous
amount of effort to get them into Apple in the first place — the last thing we were
going to do is lay them off.”
I covered this, under mobility of management when I covered; can IT Management
failure be caused by a deadly disease? Part II. CIOs need to understand the importance
of retaining and investing in people as one of the business’s most important assets is
yet again confirmed by another business leader. This means that they need to stand by
that conviction and avoid losing people in economic downturns.
13. Successful innovation and success in general may be built on failure:

14. “Will this resonate and be something that you just can’t live without and love? We’ll
see. I think it’s got a shot.”
Apple has proved that failure can lead to success and continues to innovate by
investing in many technologies. Some will inevitably fail while others such as the iPod
and iPhone will be huge successes. Many businesses lack of innovation is due to their
fear of failures.
14. Earn respect:
Steve Jobs can be a hard boss to work with but Jobs’ employees remain devoted.
That’s because his autocracy is balanced by his famous charisma — he can make
the task of designing a power supply feel like a mission from God. CIOs need to
command respect from their employees and that is something that has to be earned!
I want to conclude this part by finishing off with a quote that shows us that even with
his god like innovative powers, Steve Jobs remains human. “Steve proves that it’s OK to
be an asshole,” says Guy Kawasaki, Apple’s former chief evangelist. “I can’t relate to
the way he does things, but it’s not his problem. It’s mine. He just has a different OS.”
As Geoffrey Moore, author of Crossing the Chasm said. “He’s at the absolute epicentre
digitisation of life. He’s totally in the zone.”
The Presentation Style
For the second part, I am reproducing an article written by Carmine Gallo in
BusinessWeek for his new book, The Presentation Secrets of Steve Jobs: How to Be
Insanely Great in Front of Any Audience. For this book he watched hours of Jobs’

15. keynotes. Here he identifies the five elements of every presentation by the Apple CEO.
CIOs can improve their presentations by using these five elements.
1. A headline.
Steve Jobs positions every product with a headline that fits well within a 140-
character Twitter post. For example, Jobs described the MacBook Air as “the world’s
thinnest notebook.” That phrase appeared on his presentation slides, the Apple Web
site, and Apple’s press releases at the same time. What is the one thing you want
people to know about your product? This headline must be consistent in all of your
marketing and presentation material.
2. A villain.
In every classic story, the hero fights the villain. In 1984, the villain, according to
Apple, was IBM (IBM). Before Jobs introduced the famous 1984 television ad to the
Apple sales team for the first time, he told a story of how IBM was bent on
dominating the computer industry. “IBM wants it all and is aiming its guns on its last
obstacle to industry control: Apple.” Today, the “villain” in Apple’s narrative is played
by Microsoft (MSFT). One can argue that the popular “I’m a Mac” television ads are
hero/villain vignettes. This idea of conquering a shared enemy is a powerful
motivator and turns customers into evangelists.
3. A simple slide.
Apple products are easy to use because of the elimination of clutter. The same
approach applies to the slides in a Steve Jobs presentation. They are strikingly

16. simple, visual, and yes, devoid of bullet points. Pictures are dominant. When Jobs
introduced the MacBook Air, no words could replace a photo of a hand pulling the
notebook computer out of an interoffice manila envelope. Think about it this way—
the average PowerPoint slide has 40 words. In some presentations, Steve Jobs has
a total of seven words in 10 slides. And why are you cluttering up your slides with
too many words?
4. A demo.
Neuroscientists have discovered that the brain gets bored easily. Steve Jobs
doesn’t give you time to lose interest. Ten minutes into a presentation he’s often
demonstrating a new product or feature and having fun doing it. When he introduced
the iPhone at Macworld 2007, Jobs demonstrated how Google Maps (GOOG)
worked on the device. He pulled up a list of Starbucks (SBUX) stores in the local
area and said, “Let’s call one.” When someone answered, Jobs said: “I’d like to
order 4,000 lattes to go, please. No, just kidding.”
5. A holy smokes moment.
Every Steve Jobs presentation has one moment that neuroscientists call an
“emotionally charged event.” The emotionally charged event is the equivalent of a
mental post-it note that tells the brain, Remember this! For example, at Macworld
2007, Jobs could have opened the presentation by telling the audience that Apple
was unveiling a new mobile phone that also played music, games, and video.
Instead he built up the drama. “Today, we are introducing three revolutionary
products. The first one is a widescreen iPod with touch controls. The second is a
revolutionary mobile phone. And the third is a breakthrough Internet communications
device…an iPod, a phone, an Internet communicator…an iPod, a phone, are you

17. getting it? These are not three devices. This is one device!” The audience erupted in
cheers because it was so unexpected, and very entertaining. By the way, the holy
smokes moment on Sept. 9 had nothing to do with a product. It was Steve Jobs
himself appearing onstage for the first time after undergoing a liver transplant.
6. One more thing…sells dreams.
Charismatic speakers like Steve Jobs are driven by a nearly messianic zeal to create
new experiences. When he launched the iPod in 2001, Jobs said, “In our own small way
we’re going to make the world a better place.” Where most people saw the iPod as a
music player, Jobs recognized its potential as a tool to enrich people’s lives. Cultivate a
sense of mission. Passion, emotion, and enthusiasm are grossly underestimated
ingredients in professional business communications, and yet, passion and emotion will
motivate others. Steve Jobs once said that his goal was not to die the richest man in the
cemetery. It was to go to bed at night thinking that he and his team had done something
wonderful. Do something wonderful. Make your brand stand for something meaningful.