I don't know about you, but I am developing a major inferiority complex as I contemplate the achievements of Steve Jobs. In a decade that has been punishing and humbling for most CEOs, Steve has conjured victory after victory from the whole cloth of his vision, imagination, and singular focus on excellence. I am in complete agreement with Fortune Magazine's assessment that he is the "CEO of the Decade." -- I was already taking note back in 2004.
When confronted with a problem, a new favorite question of CEOs is: "What would Steve do?"
Don't get me wrong -- there will be many useful lessons from the Steve Jobs/Apple repertoire -- I expect a few great books will take on the task of revealing them. So I'll leave that to others. But let's ask another question -- what shouldn't we learn from Steve Jobs?
1) His lessons don't work in business to business environments. Apple innovates for consumers who do not have complex systems problems and who don't talk back. Steve likes to do it his way without interference or meddling. His strategy breaks down when he has to cooperate with others or make compromises for customers, or develop products that must fit into a wider, systemic world. You'll see evidence of this as Apple tries to negotiate with a widening set of independently-minded wireless service providers.
Quickly: If you are a CEO in the media industry, you must move your company through three stages.
Content: I was shocked when I heard that Conde Nast was shuttering Gourmet Magazine after 68 years of operation. Gourmet had 900,000 subscribers, with total readership of approximately six million. Yes, advertising revenue was off 30%, but clearly Gourmet was a brand and franchise that was destined to morph into an Internet beehive of content, social sharing of travel and food tips, community, and close affinity. And they were on their way with 8,000 Facebook friends, 22,000 followers for editor Ruth Reichl on Twittter, and a YouTube channel. Gourmet could have and should have become the upscale Grand Dame sister of Epicurious.com, Conde Nast's successful recipe site. Why didn't the company get this?
Because much of Conde Nast is stuck in media meltdown.
Have you ever wondered what CEO's really want? Ever pondered on what you'd find in the CEO's head if you could take off the top of his or her skull and peer inside? Here's a short story and simple answers to those questions.
I have spent many years helping technologists in large companies communicate with executive management. Chief Information Officers often speak a different language than the CEO and commonly see the world through a different lens. As a way of signaling to the CEO that a new era of business-focused technology has arrived I have been advocating that the CIO change the term Information Technology (IT) to Business Technology (BT). It's a not-too-subtle way for the CIO to say, "Hey, I'm no longer the insular geek you've come to know and love through the years -- my team and I are about making money, not just tech."