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Joon Hong
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스티브 잡스에게서 배운것!

많은 이야기중에서도 이게 제일 공감 가네요
- Customers cannot tell you what they need
- 소비자들도 그들이 뭘 원하는지 이야기하기 힘들어 한다.
(Sat01) What I Learned From Steve Jobs

Many people have explained what one can learn from Steve Jobs. But few, if any, of these people have been inside the tent and experienced first hand what it was like to work with him. I don’t want any lessons to be lost or forgotten, so here is my list of the top twelve lessons that I learned from Steve Jobs.

Experts are clueless.

Experts—journalists, analysts, consultants, bankers, and gurus can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary. For example, the experts told us that the two biggest shortcomings of Macintosh in the mid 1980s was the lack of a daisy-wheel printer driver and Lotus 1-2-3; another advice gem from the experts was to buy Compaq. Hear what experts say, but don’t always listen to them.

Customers cannot tell you what they need.

“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper”—that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are already using—around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did.

Jump to the next curve.

Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?

The biggest challenges beget best work.

I lived in fear that Steve would tell me that I, or my work, was crap. In public. This fear was a big challenge. Competing with IBM and then Microsoft was a big challenge. Changing the world was a big challenge. I, and Apple employees before me and after me, did their best work because we had to do our best work to meet the big challenges.

Design counts.

Steve drove people nuts with his design demands—some shades of black weren’t black enough. Mere mortals think that black is black, and that a trash can is a trash can. Steve was such a perfectionist—a perfectionist Beyond: Thunderdome—and lo and behold he was right: some people care about design and many people at least sense it. Maybe not everyone, but the important ones.

You can’t go wrong with big graphics and big fonts.

Take a look at Steve’s slides. The font is sixty points. There’s usually one big screenshot or graphic. Look at other tech speaker’s slides—even the ones who have seen Steve in action. The font is eight points, and there are no graphics. So many people say that Steve was the world’s greatest product introduction guy..don’t you wonder why more people don’t copy his style?

Changing your mind is a sign of intelligence.

When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. Safari web apps were the way to go until six months later when Steve decided, or someone convinced Steve, that apps were the way to go—but of course. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that.”

“Value” is different from “price.”

Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matters—what is important, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool that’s made. It’s pretty safe to say that no one buys Apple products because of their low price.

A players hire A+ players.

Actually, Steve believed that A players hire A players—that is people who are as good as they are. I refined this slightly—my theory is that A players hire people even better than themselves. It’s clear, though, that B players hire C players so they can feel superior to them, and C players hire D players. If you start hiring B players, expect what Steve called “the bozo explosion” to happen in your organization.

Readl CEOs demo.

Steve Jobs could demo a pod, pad, phone, and Mac two to three times a year with millions of people watching, why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. Maybe. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. How pathetic is that?

Real CEOs ship.

For all his perfectionism, Steve could ship. Maybe the product wasn’t perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?

Marketing boils down to providing unique value.

Think of a 2 x 2 matrix. The vertical axis measures how your product differs from the competition. The horizontal axis measures the value of your product. Bottom right: valuable but not unique—you’ll have to compete on price. Top left: unique but not valuable—you’ll own a market that doesn’t exist. Bottom left: not unique and not value—you’re a bozo. Top right: unique and valuable—this is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels.

Bonus: Some things need to be believed to be seen. When you are jumping curves, defying/ignoring the experts, facing off against big challenges, obsessing about design, and focusing on unique value, you will need to convince people to believe in what you are doing in order to see your efforts come to fruition. People needed to believe in Macintosh to see it become real. Ditto for iPod, iPhone, and iPad. Not everyone will believe—that’s okay. But the starting point of changing the world is changing a few minds. This is the greatest lesson of all that I learned from Steve.

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빌게이츠, 마크주커버그 그리고 레리페이지씨도 잡스의 죽음에 대해 애도를 표하시네요. 정말 큰 거성이 져 버린거 같아요.
I am very, very sad to hear the news about Steve. He was a great man with incredible achievements and amazing brilliance. He always seemed to be able to say in very few words what you actually should have been thinking before you thought it. His focus on the user experience above all else has always been an inspiration to me. He was very kind to reach out to me as I became CEO of Google and spend time offering his advice and knowledge even though he was not at all well. My thoughts and Google's are with his family and the whole Apple family.

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예전부터 한번 구현 해 보고 싶었던 프로그램이죠. 손을 허공에 휘저으면서 파워포인트 슬라이드 넘기기!

잔머리 좀 쓰고 Coding 4 Fun 참고해서 키넥트를 이용해 구현을 해 보았어요.

사실 코드 자체는 옛날에 만들어 두었는데, 정리하는데 시간이 많이 걸렸네요. 개발자들의 가능성을 무한대로 풀어주는 멋진 기계 키넥트와 함께 오늘도 즐코딩~~

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대학원생이나 기업에서 Research 하시는 분들에겐 익숙한 학회지요 IEEE

2010 Anuual Report 주요 통계만 보고 있는데, 이렇게 구성되어있구나.. 하는 생각이 듭니다.

- IEEE 중에서도 제일 규모가 큰건 이름때문에 전자통신쪽일지 알았는데 의외로 Computer Society네요. 그리고 다음규모가 통신 분야인 Communication Soc..
- 근데 말이 학회지, 맴버들의 대부분은 Industry쪽이 많습니다. 또한 연령대도 30대 이하가 제일 많네요.
- 역시 미쿡 맴버가 많습니다.그다음이 인도/태평양 지역이군요

뭐라할까.. "학회"로 많이 알려져 있지만 상당히 젊은사람들이 많은 조직이라는거, 그리고 학계 외에도 기업의 참여가 활발한 것. 그것이 바로 지금의 IEEE가 있게 한 원동력이 아닌가 싶습니다.

하지만 역시 공대.. 성비는 9:1인게 함정

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IT산업의 뒤에서 일어나는 재미있는 일화들은 여러가지 탄성과 환호를 자아내죠. 얼마 전 삼성-안드로이드에 대한 이야기가 화제가 되더니, 이번에 본 재미있는 이야기는 LG와 안드로이드에 대한 이야기네요.

WSJ에서 앤디 루빈(안드로이드의 key person)의 일화를 소개했었는데... 최초의 구글폰(넥서스 원으로 알려져 있죠)을 LG와 제작하자고 제의를 했었대요.

에스티마님께서 블로그를 통해 소개를 해 주셨는데, 국내 언론들이 이 이야기를 인용 많이 하네요

일화도 일화지만 에스티마님 포스트 아래 당시 LG전자 관계자였던 분들의 댓글이 참으로 생생합니다. 댓글들도 필수로 읽어보셔야 할 거 같아요

http://estima.wordpress.com/2011/08/16/lgandroid/

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진짜 역사에 남을 사진이네요 ㄷㄷㄷ
Fun game of ping pong this morning. The "Blur" next to Larry is Sanjay Jha.
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간단하게 튜토리얼을 훑어본 Visual Studio 2011 Light Switch의 첫 느낌은... "Access의 진화판"..정도..의 느낌이 드는군요. 코드를 추가하고 편하게 DB를 다룰 수 있는건 매력적인데 뭔가 2% 부족해 보입니다.

추가 기능이나 Extension들 좀 살펴보아야 겠어요
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지금 이 시각 +Larry Page 구글 CEO의 포스트. 댓글과 share 수가 장난이 아니군요.
포스팅한지 30분에 불과한데 공유수만 벌써 700을 향해가고 코멘트는 400이 훌쩍.. ㄷㄷㄷㄷ
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구글, 모토로라 인수! IT시장이 계속 한치 앞을 몰라보게 바뀌네요.
이와 관련한 레리 페이지 구글 CEO의 포스트군요.

몇가지 요약을 하자면..
- 구글, 모토로라 꿀꺽함
- 안드로이드는 계속 오픈 플렛폼임

...이 되겠습니다.
Supercharging Android: Google to Acquire Motorola Mobility

Since its launch in November 2007, Android has not only dramatically increased consumer choice but also improved the entire mobile experience for users. Today, more than 150 million Android devices have been activated worldwide--with over 550,000 devices now lit up every day--through a network of about 39 manufacturers and 231 carriers in 123 countries. Given Android’s phenomenal success, we are always looking for new ways to supercharge the Android ecosystem. That is why I am so excited today to announce that we have agreed to acquire Motorola (http://investor.google.com/releases/2011/0815.html).

Motorola has a history of over 80 years of innovation in communications technology and products, and in the development of intellectual property, which have helped drive the remarkable revolution in mobile computing we are all enjoying today. Its many industry milestones include the introduction of the world’s first portable cell phone nearly 30 years ago, and the StarTAC--the smallest and lightest phone on earth at time of launch. In 2007, Motorola was a founding member of the Open Handset Alliance (http://www.openhandsetalliance.com) that worked to make Android the first truly open and comprehensive platform for mobile devices. I have loved my Motorola phones from the StarTAC era up to the current DROIDs.

In 2008, Motorola bet big on Android as the sole operating system across all of its smartphone devices. It was a smart bet and we’re thrilled at the success they’ve achieved so far. We believe that their mobile business is on an upward trajectory and poised for explosive growth.

Motorola is also a market leader in the home devices and video solutions business. With the transition to Internet Protocol, we are excited to work together with Motorola and the industry to support our partners and cooperate with them to accelerate innovation in this space.

Motorola’s total commitment to Android in mobile devices is one of many reasons that there is a natural fit between our two companies. Together, we will create amazing user experiences that supercharge the entire Android ecosystem for the benefit of consumers, partners and developers everywhere.

This acquisition will not change our commitment to run Android as an open platform. Motorola will remain a licensee of Android and Android will remain open. We will run Motorola as a separate business. Many hardware partners have contributed to Android’s success and we look forward to continuing to work with all of them to deliver outstanding user experiences.

We recently explained (http://googleblog.blogspot.com/2011/08/when-patents-attack-android.html) how companies including Microsoft and Apple are banding together in anti-competitive patent attacks on Android. The U.S. Department of Justice had to intervene in the results of one recent patent auction to “protect competition and innovation in the open source software community” (http://www.justice.gov/opa/pr/2011/April/11-at-491.html) and it is currently looking into (http://online.wsj.com/article/SB10001424053111903635604576476430510833852.html) the results of the Nortel auction. Our acquisition of Motorola will increase competition by strengthening Google’s patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies.

The combination of Google and Motorola will not only supercharge Android, but will also enhance competition and offer consumers accelerating innovation, greater choice, and wonderful user experiences. I am confident that these great experiences will create huge value for shareholders.

I look forward to welcoming Motorolans to our family of Googlers.

-Larry Page

Forward-Looking Statements

This blogpost includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements generally can be identified by phrases such as Google or management “believes,” “expects,” “anticipates,” “foresees,” “forecasts,” “estimates” or other words or phrases of similar import. Similarly, statements herein that describe the proposed transaction, including its financial impact, and other statements of management’s beliefs, intentions or goals also are forward-looking statements. It is uncertain whether any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do, what impact they will have on the results of operations and financial condition of the combined companies or the price of Google or Motorola stock. These forward-looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those indicated in such forward-looking statements, including but not limited to the ability of the parties to consummate the proposed transaction and the satisfaction of the conditions precedent to consummation of the proposed transaction, including the ability to secure regulatory approvals at all or in a timely manner; the ability of Google to successfully integrate Motorola’s operations, product lines and technology; the ability of Google to implement its plans, forecasts and other expectations with respect to Motorola’s business after the completion of the transaction and realize additional opportunities for growth and innovation; and the other risks and important factors contained and identified in Google’s

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김광현 기자님의 글들은 정말 IT에 대해 생각할 거리를 많이 던져주시는 거 같아요.
그건 그렇고 우리나라 보안은 털려도 털려도 정치권 반응은 매번 하던 이야기만 계속.. 이쯤되면 주민등록번호 체계 한번 갈아엎을때 되지 않았나 싶군요.
네이트/싸이월드 가입자 3500만명의 개인정보가 유출됐는데
주형철 사장이 사과하면 그걸로 끝인가요?
농협전산망, 현대캐피탈, 네이트/싸이월드…
전방 철책이 뚫린 게 아니어서 괜찮은 건가요?
사이버 국가안보가 심각하게 위협받고 있는 지금
대통령님은 무슨 생각을 하는지 모르겠습니다.
이젠 대통령 후보든, 국회의원 후보든
‘사이버 리터러시’도 검증해야 할 것 같습니다. [광파리]
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