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Lessons from Inside Apple: Why Focus is Horrifyingly Scary

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Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#11

Post by mjwalshe »

gnarbarian wrote: post #3

>"Arguments at Apple are personal and confrontational. This began at the top, and it is part of the company’s culture." That sounds like a terrible environment.

Nothing wrong with confrontational and arguing your corner but you need to keep it professional and when a decision is made respect the collective.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#12

Post by alexro »

rkwz wrote: post #8

"Focus is scary. It means not hedging your bets. It means going all-in. If you’re not scared, you’re not focused."

>> If you’re not scared, you’re not focused

I think it's a faulty claim. Doesn't work like this in many fields: science, martial arts, medicine (particularly neurosurgery), etc.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#14

Post by simonh »

At my last company we had one project everyone knew was in crisis, but it was 'strategic' and mandated from on high. At one meeting the product manager wanted to focus us on the highest priority issues - it turned out to be a list of more than 10 poorly defined issues. Great job, great people, but management wanted everything and they wanted it now.

Nine months later and I've just finished my probation period at a small, scrappy startup with a very specific market niche. Focus is really hard and it has to be driven by leadership from the top.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#15

Post by tudorw »

Sounds like a massive exercise in ball waving ego' nonsense, I am pretty sure this is not how real progress is made... It's not as if anything Apple did was truly original (suit on), they are great finishers but I believe true innovation comes from co-operation.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#16

Post by imcqueen »

gnarbarian wrote: post #3

>"Arguments at Apple are personal and confrontational. This began at the top, and it is part of the company’s culture." That sounds like a terrible environment.

I bet it's refreshing once you get comfortable working there, but in the beginning it has to be a little intimidating.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#17

Post by raverbashing »

gnarbarian wrote: post #3

>"Arguments at Apple are personal and confrontational. This began at the top, and it is part of the company’s culture." That sounds like a terrible environment.

legend says Tony Fadell (iPod creator) threatened to quit when SJ wanted to put a x86 processor on the iPad

I believe such an environment can be very important. if you have very good people

Also, it's one thing to stand for your idea agressively, other, to just swear at people.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#18

Post by arethuza »

rkwz wrote: post #8

"Focus is scary. It means not hedging your bets. It means going all-in. If you’re not scared, you’re not focused."

Ribbonfarm has an excellent set of articles on the real world dynamics of organisations (starting with the sociopath/clueless/loser categorisation) but also introduces various kinds of "language" used:

http://www.ribbonfarm.com/2009/11/11/the-gervais-principle-i...

"If you’re not scared, you’re not focused" sounds like "Babytalk" - the language that sociopaths and losers use to speak to the clueless - who actually take these statements at face value.

Re: Lessons from Inside Apple: Why Focus is Horrifyingly Scary

#19

Post by rkwz »

alexro wrote: post #12
rkwz wrote: post #8

"Focus is scary. It means not hedging your bets. It means going all-in. If you’re not scared, you’re not focused."

>> If you’re not scared, you’re not focused I think it's a faulty claim. Doesn't work like this in many fields: science, martial arts, medicine (particularly neurosurgery), etc.

It was said in the context of startups/business.

Say that you'd like to work on two projects - A and B. Atleast one of them needs to succeed or you'll go bankrupt(or something). Now, most people will probably think that if they divide their attention between both projects, they have a higher chance of bringing in some money. The thinking here is "Even if A doesn't take off, B might still bring in some money". So, B is the cushion against failure of A (or vice-versa). But this plan lacks focus - You cannot fully focus on A or B. Removing either improves focus but it also removes the cushion.

That's what he means by getting "scared".

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