What I Learned From Steve Jobs

Steve Jobs passed away today and the world lost a great visionary, designer, architect, and technologist. He truly changed the world… for the better!

I recently wrote a couple of posts about Jobs: Customer Experience Lessons From Steve Jobs and Stop Listening To Customers… Sometimes. To honor his passing, I want to share some additional thoughts about what I’ve learned from him:

  • Passion can be an extremely powerful transformational force
  • Great architecture requires a singular vision to align the 1,000s of little decisions
  • Design isn’t something you can just layer on to a product, it needs to be integrated throughout the process
  • Great design can motivate people to try new things
  • Customers can’t easily articulate their desires, especially for new technology
  • Simple and easy is a wonderful design goal
  • Every device has a primary objective that should never be compromised
  • When it comes to design, every little thing counts

The bottom line: Thank you Steve, you will be missed but not forgotten. R.I.P.

P.S. I loved the way that President Obama described Jobs: “…Steve was among the greatest of American innovators – brave enough to think differently, bold enough to believe he could change the world, and talented enough to do it…”

About Bruce Temkin, CCXP
I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about these topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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