Susan三叶草 2021年12月5日 上午7:04

When Jobs returned as CEO in 1997, he immediately set to work fixing the underlying resource allocation problem.Rather than allowing everyone to focus on their own sense of priorities, Jobs brought Apple back to its roots: to make the best products in the world,change the way people think about using technology in their lives, and provide a fantastic user experience. Anything not aligned with that got scrapped; people who did not agree were yelled at, abased, orfired. Soon, people began to understand that if they didn't allocate their
resources in a way that was consistent with Apple's priorities, they would land in hot water. More than anything else, the deep internal understanding of what Jobs prioritized is why Apple has been able to deliver on what it says it's going to do, and is a big part of why the company has been able to regain its status among the world's most successful.
当乔布斯在1997年以首席执行官的身份回来时，他立即着手解决潜在的资源分配问题。乔布斯没有让每个人都专注于自己的优先意识，而是让苹果回到了原点:制造世界上最好的产品，改变人们在生活中使用技术的思维方式，并提供出色的用户体验。任何与此不一致的东西都被废弃；不同意的人会被劝解、降职或解雇。很快，人们开始明白，如果他们分配资源和苹果的要求不符，他们将陷入困境。最重要的是，公司内部对乔布斯的决策有深刻理解，是苹果能够履行承诺的原因，也是该公司能够重新获得全球最成功公司地位的重要原因。