title
Steve Jobs President & CEO, NeXT Computer Corp and Apple. MIT Sloan Distinguished Speaker Series

description
Please Subscribe! http://www.youtube.com/c/MITVideoProductions?sub_confirmation=1 Steve Jobs, one of the computer industry’s foremost entrepreneurs, gives a wide-ranging talk to a group of MIT Sloan School of Management students in the spring of 1992. Jobs shares his professional vision and personal anecdotes, from his role at the time as president and CEO of NeXT Computer Corporation, to the thrilling challenges of co-creating Apple Computer, and subsequent disappointments at his ousting. In conversational exchanges with audience members Jobs underscores the value of direct experience in the field, and “developing scar tissue.” The unexpected guest lecture within the Sloan Distinguished Speaker Series came about through the efforts of a Sloan MBA ’92 student whose sister had recently married Jobs. (Special Thanks to Youtuber Paul Mangione for linking out these highlights!) Highlights 5:13 Comparing management vs. operational productivity in software 9:25 Rapid development of application software using NeXT 10:30 Desktop publishing on the Macintosh 15:25 Problems with consultants 18:03 Should NeXT just become a software company 24:38 Who are NeXT's competitors, Sun Solaris, Microsoft NT, Taligent 27:41 NeXTSTEP operating environment, "the code that never breaks is the code that you don't write...so write less code", benefits of object-oriented programming 30:59 NEXT's growth dependent on application developers 33:25 reflecting on separating from Apple and the struggles at Apple focusing on consumer electronics 37:27 Big achievements and management organization at NEXT 41:45 How technology windows open in the market, Apple II, DOS, Lisa, Macintosh, NeXT Cube, "I think object-oriented technology is the biggest technical breakthrough I have seen since the early 80's with graphical user interfaces and I think it's bigger actually." 46:40 Should you develop applications or objects and tools, "the brightest people are writing objects" 48:23 Developing products with higher education, Project Athena 51:22 What I Learned at Apple, taking a longer-term view on people 53:01 Management style and resolving conflict 56:18 Macintosh and PC and challenges with portability, processor speed, disk space, high speed networking, true color displays, power 58:45 Manufacturing systems Macintosh vs. NeXT, removing warehouses with Just in Time processes, factories as software with interesting I/O devices (robots) 1:06:11 Using manufacturing to improve time to market, product and process simultaneously 1:11:57 Growth of Apple and the Macintosh market Please Subscribe for more great content! http://www.youtube.com/c/MITVideoProductions?sub_confirmation=1 http://www.youtube.com/c/MITVideoProductions?sub_confirmation=1

detail
{'title': 'Steve Jobs President & CEO, NeXT Computer Corp and Apple. MIT Sloan Distinguished Speaker Series', 'heatmap': [{'end': 396.444, 'start': 345.366, 'weight': 0.93}, {'end': 526.772, 'start': 480.268, 'weight': 0.769}, {'end': 2056.213, 'start': 2011.202, 'weight': 0.881}, {'end': 2274.674, 'start': 2226.415, 'weight': 1}, {'end': 3238.193, 'start': 3192.366, 'weight': 0.906}, {'end': 4331.648, 'start': 4283.38, 'weight': 0.738}], 'summary': "Covers steve jobs' journey from apple to next computer, emphasizing operational productivity, revolution in operational applications, software platform strategy, direct sales force, next's growth, technology windows, macintosh's challenges, and integrating engineering and manufacturing for competitive advantage.", 'chapters': [{'end': 118.407, 'segs': [{'end': 57.521, 'src': 'embed', 'start': 34.117, 'weight': 2, 'content': [{'end': 41.898, 'text': 'Along with partner Steve Bodniak, their entrance into the industry was by the traditional entrepreneur route of building computers in a garage.', 'start': 34.117, 'duration': 7.781}, {'end': 49.7, 'text': 'Such an inauspicious start, however, saw the creation of Apple, a formidable challenge to IBM in the personal computer market.', 'start': 43.118, 'duration': 6.582}, {'end': 57.521, 'text': 'A true visionary, Steve was known at an early age for his belief that a PC could be put on every desk and made simple enough for use.', 'start': 50.5, 'duration': 7.021}], 'summary': 'Apple co-founded by steve jobs and steve bodniak in a garage, challenging ibm in the pc market.', 'duration': 23.404, 'max_score': 34.117, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI34117.jpg'}, {'end': 118.407, 'src': 'embed', 'start': 91.438, 'weight': 0, 'content': [{'end': 98.696, 'text': 'However, With 1991 revenues hitting 127 million, business has grown substantially.', 'start': 91.438, 'duration': 7.258}, {'end': 107.421, 'text': "With the backing of Ross Perot, Next shouldn't be short of funds in the future, or in a moral necklace scenario, a friendly year in the White House.", 'start': 99.377, 'duration': 8.044}, {'end': 115.125, 'text': 'The current plans for Next Computer involve a public offering, possibly in the next 14 months.', 'start': 110.222, 'duration': 4.903}, {'end': 118.407, 'text': 'We hope to hear today just what a good investment that should be.', 'start': 115.465, 'duration': 2.942}], 'summary': "Next computer's 1991 revenues hit $127 million, poised for public offering in 14 months with ross perot's backing.", 'duration': 26.969, 'max_score': 91.438, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI91438.jpg'}], 'start': 0.53, 'title': "Steve jobs' transition from apple to next", 'summary': 'Introduces steve jobs, detailing his journey from apple to next computer corporation, and discusses the challenges faced by the company, including financial growth and plans for a public offering.', 'chapters': [{'end': 118.407, 'start': 0.53, 'title': 'Steve jobs: from apple to next', 'summary': 'Introduces steve jobs, his entrepreneurial journey from apple to next computer corporation, and the challenges faced by the company, including its financial growth and plans for a public offering.', 'duration': 117.877, 'highlights': ["Steve Jobs and Steve Bodniak's founding of Apple as a challenge to IBM in the personal computer market.", "Nex Corporation's financial growth with 1991 revenues hitting 127 million.", "Next Computer's plans for a public offering, possibly in the next 14 months."]}], 'duration': 117.877, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI530.jpg', 'highlights': ["Nex Corporation's financial growth with 1991 revenues hitting 127 million.", "Next Computer's plans for a public offering, possibly in the next 14 months.", "Steve Jobs and Steve Bodniak's founding of Apple as a challenge to IBM in the personal computer market."]}, {'end': 424.789, 'segs': [{'end': 152.168, 'src': 'embed', 'start': 120.229, 'weight': 4, 'content': [{'end': 125.611, 'text': "Steve has consistently been recognized for his contribution to America's largest high-tech industry.", 'start': 120.229, 'duration': 5.382}, {'end': 131.132, 'text': "Most recently, he was appointed to the President's Export Council last August,", 'start': 126.591, 'duration': 4.541}, {'end': 135.593, 'text': 'with a role to advise on government policies and programs that affect trade performance.', 'start': 131.132, 'duration': 4.461}, {'end': 137.194, 'text': 'Outside of work.', 'start': 136.394, 'duration': 0.8}, {'end': 144.476, 'text': 'Steve is married to Lorraine, previously an MBA student at Stanford University and also a sister of one of our classmates, Brad Powell.', 'start': 137.194, 'duration': 7.282}, {'end': 152.168, 'text': 'The couple met when Steve gave a similar speech to this afternoon at Stanford, days before the big area earthquake.', 'start': 146.061, 'duration': 6.107}], 'summary': 'Steve is a key figure in the high-tech industry, advising on trade policies, and has a personal connection to stanford university.', 'duration': 31.939, 'max_score': 120.229, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI120229.jpg'}, {'end': 254.068, 'src': 'embed', 'start': 225.974, 'weight': 3, 'content': [{'end': 228.794, 'text': 'And Paul has one of the more interesting jobs on the planet.', 'start': 225.974, 'duration': 2.82}, {'end': 233.535, 'text': "He's the chief information officer, CIO of a very large organization called the Pentagon.", 'start': 228.874, 'duration': 4.661}, {'end': 238.772, 'text': 'They really understand software there.', 'start': 237.071, 'duration': 1.701}, {'end': 244.834, 'text': 'I had a conversation with him not too long ago, and he said the lesson from the Gulf War was that the best software will win the war.', 'start': 238.812, 'duration': 6.022}, {'end': 248.216, 'text': "And so they're trying to do a lot of work in the software area.", 'start': 245.595, 'duration': 2.621}, {'end': 254.068, 'text': 'He wrote a book though before he got this job called The Business Value of Computers.', 'start': 250.206, 'duration': 3.862}], 'summary': "Paul, cio of the pentagon, emphasizes software's impact on war, promoting its significance in military operations.", 'duration': 28.094, 'max_score': 225.974, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI225974.jpg'}, {'end': 300.909, 'src': 'embed', 'start': 275.959, 'weight': 0, 'content': [{'end': 281.18, 'text': 'He asked how much they spent on information technology as a percentage of revenues.', 'start': 275.959, 'duration': 5.221}, {'end': 283.781, 'text': 'And he got a very counterintuitive answer.', 'start': 281.78, 'duration': 2.001}, {'end': 290.143, 'text': "You'd think that the really successful companies would either spend more or less than the not successful companies, depending on your theory.", 'start': 283.921, 'duration': 6.222}, {'end': 291.763, 'text': 'But it was exactly the same.', 'start': 290.443, 'duration': 1.32}, {'end': 295.604, 'text': 'They all spent about 2% of revenues on information technology.', 'start': 291.963, 'duration': 3.641}, {'end': 299.287, 'text': 'And he found this curious, and so he asked another question.', 'start': 296.144, 'duration': 3.143}, {'end': 300.909, 'text': 'How do they spend their money?', 'start': 299.627, 'duration': 1.282}], 'summary': 'Successful and not successful companies spend about 2% of revenues on information technology, a counterintuitive finding.', 'duration': 24.95, 'max_score': 275.959, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI275959.jpg'}, {'end': 337.78, 'src': 'embed', 'start': 312.933, 'weight': 1, 'content': [{'end': 326.701, 'text': 'he found out that the not so successful ones spent the majority of their money on management productivity and the more successful ones spent the majority of their money on operational productivity.', 'start': 312.933, 'duration': 13.768}, {'end': 337.78, 'text': 'applications Now, this was not very pleasant for me to read because I spent the first 10 years of my life on management productivity, which was PCs.', 'start': 327.771, 'duration': 10.009}], 'summary': 'Successful companies prioritize operational productivity over management productivity.', 'duration': 24.847, 'max_score': 312.933, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI312933.jpg'}, {'end': 396.444, 'src': 'heatmap', 'start': 345.366, 'weight': 0.93, 'content': [{'end': 360.829, 'text': "Because you can't go down to your local computer store and buy an app that will help you do stock trading or will help you run a hospital or will help you in whatever operational part of your business you want to automate.", 'start': 345.366, 'duration': 15.463}, {'end': 364.51, 'text': "Unless you're a very, very small business, then you could run some accounting packages.", 'start': 361.55, 'duration': 2.96}, {'end': 369.611, 'text': "But other than that, if you're a medium sized or large business, these things never attacked operational productivity.", 'start': 364.55, 'duration': 5.061}, {'end': 379.077, 'text': 'we zoom out and we say how have people attacked operational productivity with information technology?', 'start': 373.075, 'duration': 6.002}, {'end': 384.739, 'text': 'Well, in the 60s they bought a mainframe and they got some terminals and a bunch of COBOL programmers and they wrote a few apps.', 'start': 379.117, 'duration': 5.622}, {'end': 387.441, 'text': 'And most of them were kind of backroom apps.', 'start': 385.44, 'duration': 2.001}, {'end': 392.042, 'text': 'And it sort of worked for the very few that could afford to do this.', 'start': 389.001, 'duration': 3.041}, {'end': 396.444, 'text': 'In the 70s, they got a mainframe and some terminals and they did the same thing.', 'start': 392.102, 'duration': 4.342}], 'summary': 'Information technology has historically not attacked operational productivity for medium to large businesses, leading to limited automation and backroom apps.', 'duration': 51.078, 'max_score': 345.366, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI345366.jpg'}, {'end': 424.789, 'src': 'embed', 'start': 396.884, 'weight': 2, 'content': [{'end': 400.305, 'text': 'And a few of them got a few mini computers and terminals and tried to do it a little cheaper.', 'start': 396.884, 'duration': 3.421}, {'end': 407.297, 'text': 'In the 80s, Nothing changed, mainframe and terminals, minis and terminals, until maybe about two or three years ago.', 'start': 400.526, 'duration': 6.771}, {'end': 417.484, 'text': 'What happened two or three years ago was that the front office started to realize that they needed operational apps,', 'start': 408.498, 'duration': 8.986}, {'end': 422.127, 'text': "so bad that they couldn't depend on the MIS folks anymore.", 'start': 417.484, 'duration': 4.643}, {'end': 424.789, 'text': 'They started taking life into their own hands.', 'start': 422.687, 'duration': 2.102}], 'summary': 'In the 80s, mainframes dominated until the front office needed operational apps, leading to a shift in technology.', 'duration': 27.905, 'max_score': 396.884, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI396884.jpg'}], 'start': 120.229, 'title': 'Steve jobs and it productivity', 'summary': "Highlights steve jobs' achievements and focuses on the importance of operational productivity in successful companies, emphasizing the shift from management to operational productivity over the years, with successful companies allocating the majority of their budget towards it and operational productivity.", 'chapters': [{'end': 195.974, 'start': 120.229, 'title': 'Steve jobs: tech industry contributor', 'summary': "Highlights steve jobs' appointment to the president's export council, his marriage to lorraine, and his willingness to engage with the audience during a speech at stanford.", 'duration': 75.745, 'highlights': ["Steve Jobs was appointed to the President's Export Council to advise on government policies and programs affecting trade performance.", 'Steve Jobs is married to Lorraine, previously an MBA student at Stanford University and a sister of Brad Powell, one of their classmates.', 'Steve Jobs expressed his willingness to engage with the audience by spending time to talk about their interests and answer questions during a speech at Stanford.']}, {'end': 424.789, 'start': 195.974, 'title': 'Operational productivity with information technology', 'summary': 'Discusses the importance of operational productivity over management productivity, as successful companies spend about 2% of revenues on information technology and allocate the majority of their budget towards operational productivity, highlighting the shift in focus from management to operational productivity over the years.', 'duration': 228.815, 'highlights': ['The best software will win the war, as stated by the chief information officer of the Pentagon, emphasizing the importance of software in achieving success.', 'Successful companies spend about 2% of revenues on information technology, irrespective of their level of success, according to the survey conducted by Paul Strassman.', 'The shift from spending on management productivity to operational productivity as success increases, indicating the changing focus of successful companies towards operational applications.', 'The historical progression of using information technology for operational productivity from the 60s to the recent years, highlighting the evolving importance and utilization of technology in the front office.', 'The realization of the front office about the necessity of operational apps, leading to a shift in responsibility and autonomy in addressing operational productivity challenges.']}], 'duration': 304.56, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI120229.jpg', 'highlights': ['Successful companies spend about 2% of revenues on information technology, irrespective of their level of success, according to the survey conducted by Paul Strassman.', 'The shift from spending on management productivity to operational productivity as success increases, indicating the changing focus of successful companies towards operational applications.', 'The historical progression of using information technology for operational productivity from the 60s to the recent years, highlighting the evolving importance and utilization of technology in the front office.', 'The best software will win the war, as stated by the chief information officer of the Pentagon, emphasizing the importance of software in achieving success.', "Steve Jobs was appointed to the President's Export Council to advise on government policies and programs affecting trade performance."]}, {'end': 1056.454, 'segs': [{'end': 526.772, 'src': 'heatmap', 'start': 470.543, 'weight': 2, 'content': [{'end': 480.048, 'text': "It's a sales force, and it's a custom app to bang on databases to make the product real, to do the mortgage swaps or whatever it is you want to do.", 'start': 470.543, 'duration': 9.505}, {'end': 482.489, 'text': "Without the app, you don't have a product.", 'start': 480.268, 'duration': 2.221}, {'end': 495.695, 'text': 'And so there has been an increasing buildup of demand from the front parts of corporations to create more and more and more of these operational applications.', 'start': 483.589, 'duration': 12.106}, {'end': 511.447, 'text': "And I think it's going to get to the point where This becomes fairly clear that this is the next big revolution in desktop computing is to attack the operational productivity.", 'start': 496.656, 'duration': 14.791}, {'end': 517.269, 'text': 'And as we start to re-engineer the way we do things, to automate a lot of this in custom applications.', 'start': 512.307, 'duration': 4.962}, {'end': 520.15, 'text': 'Sounds a little strange now to most people.', 'start': 518.649, 'duration': 1.501}, {'end': 522.831, 'text': 'Sounds like desktop publishing did in 1985.', 'start': 520.19, 'duration': 2.641}, {'end': 523.89, 'text': 'Nobody knew what it was.', 'start': 522.831, 'duration': 1.059}, {'end': 526.772, 'text': 'Everybody thought it was kind of a strange vertical thing over there.', 'start': 523.931, 'duration': 2.841}], 'summary': 'Increasing demand for custom operational apps is the next big revolution in desktop computing.', 'duration': 53.347, 'max_score': 470.543, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI470543.jpg'}, {'end': 569.64, 'src': 'embed', 'start': 544.601, 'weight': 0, 'content': [{'end': 552.287, 'text': "Because we came up with this software called Next Step, which lets you build apps five to 10 times faster than anything anyone's ever seen.", 'start': 544.601, 'duration': 7.686}, {'end': 557.811, 'text': "And after you build them, they're deployable and usable by mere mortals, because it's really easy to use, this computer.", 'start': 553.027, 'duration': 4.784}, {'end': 563.055, 'text': 'And you can interoperate your custom apps seamlessly with a bunch of off-the-shelf productivity apps.', 'start': 558.612, 'duration': 4.443}, {'end': 569.64, 'text': 'So we go to these companies that use Suns and take two years to write their apps, or are thinking about using Suns.', 'start': 563.495, 'duration': 6.145}], 'summary': 'Next step software enables 5-10x faster app development and seamless integration with off-the-shelf apps.', 'duration': 25.039, 'max_score': 544.601, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI544601.jpg'}, {'end': 766.089, 'src': 'embed', 'start': 735.417, 'weight': 1, 'content': [{'end': 738.037, 'text': 'And it took them about three months before we finally heard it.', 'start': 735.417, 'duration': 2.62}, {'end': 744.499, 'text': 'And last summer, we changed our whole sales and marketing strategy around to focus on that.', 'start': 739.318, 'duration': 5.181}, {'end': 745.78, 'text': "And it's taken off like a rocket.", 'start': 744.519, 'duration': 1.261}, {'end': 751.462, 'text': 'And we grew about 4x last year and probably grow about 2x this year.', 'start': 746.819, 'duration': 4.643}, {'end': 757.304, 'text': 'And our customer list is now very, very strong and growing like crazy.', 'start': 752.282, 'duration': 5.022}, {'end': 760.026, 'text': 'We just got back from spending a few days in DC and in New York.', 'start': 757.324, 'duration': 2.702}, {'end': 766.089, 'text': "And we're talking to customers we only dreamed of talking to a year ago.", 'start': 760.886, 'duration': 5.203}], 'summary': 'Sales and marketing strategy change led to 4x growth last year and projected 2x growth this year.', 'duration': 30.672, 'max_score': 735.417, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI735417.jpg'}], 'start': 425.609, 'title': 'Revolution in operational applications', 'summary': 'Discusses the increasing demand for custom operational applications, especially in financial services, predicting the next big revolution in desktop computing to be the automation of operational productivity. it also details the development and growth of next step software, highlighting its ability to create apps 5 to 10 times faster and the strategic plan to compete with larger companies in the next 3 to 4 years.', 'chapters': [{'end': 543.84, 'start': 425.609, 'title': 'Revolution in operational applications', 'summary': 'Discusses the increasing demand for custom operational applications in corporations, especially in financial services, and predicts the next big revolution in desktop computing to be the automation of operational productivity.', 'duration': 118.231, 'highlights': ['The increasing demand for custom operational applications in corporations, especially in financial services, due to the need for custom apps to make new products real, resulting in a buildup of demand from the front parts of corporations (quantifiable data: increasing demand for operational applications).', 'Prediction of the next big revolution in desktop computing to be the automation of operational productivity and re-engineering the way things are done through custom applications, with Sun being the only company to have had success in this area (quantifiable data: prediction of the next big revolution in desktop computing).', "The initial success and impact of Sun in developing mission critical operational applications like trading apps for Wall Street through downsizing, setting up servers, and running industry standard databases like Sybase or Oracle, followed by the prediction that this approach will become the norm in desktop computing (quantifiable data: Sun's initial success and impact in developing operational applications)."]}, {'end': 1056.454, 'start': 544.601, 'title': 'Next step software and strategic growth', 'summary': 'Details the development and growth of next step software, highlighting its ability to create apps 5 to 10 times faster, the competitive advantage it offers, and the strategic plan to compete with larger companies in the next 3 to 4 years.', 'duration': 511.853, 'highlights': ['The software Next Step allows for the creation of apps 5 to 10 times faster, providing a significant competitive advantage, leading to a 4x growth in the past year and a projected 2x growth in the current year.', 'The strategic plan involves growing the company to a $1 to $2 billion scale within the next 3 to 4 years to compete with larger companies, leveraging the longer adaptation period for software products compared to hardware.', 'The chapter emphasizes the importance of operational custom applications and the challenges faced by companies in satisfying the demand for such applications, particularly in industries like Wall Street and manufacturing.', 'Steve Jobs discusses the limitations of consulting without owning the results and implementation, highlighting the value of taking responsibility for recommendations and learning through experience.']}], 'duration': 630.845, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI425609.jpg', 'highlights': ['The software Next Step allows for the creation of apps 5 to 10 times faster, leading to 4x growth in the past year.', 'The strategic plan aims to grow the company to a $1 to $2 billion scale within the next 3 to 4 years.', 'The increasing demand for custom operational applications in corporations, especially in financial services.', 'Prediction of the next big revolution in desktop computing to be the automation of operational productivity.']}, {'end': 1383.655, 'segs': [{'end': 1124.12, 'src': 'embed', 'start': 1092.68, 'weight': 2, 'content': [{'end': 1093.623, 'text': "It's a subtle question.", 'start': 1092.68, 'duration': 0.943}, {'end': 1095.389, 'text': "I'm going to try to go through several things.", 'start': 1093.643, 'duration': 1.746}, {'end': 1097.537, 'text': "And I'm sorry if I jump around.", 'start': 1095.45, 'duration': 2.087}, {'end': 1112.01, 'text': 'We got a lot of requests from customers last year that they would love to see Next Step on other platforms and primarily Intel-based platforms like the 486..', 'start': 1099.921, 'duration': 12.089}, {'end': 1114.072, 'text': 'So we decided to do just that.', 'start': 1112.01, 'duration': 2.062}, {'end': 1117.675, 'text': "And we have ported Next Step to the 486, and we're finishing it now.", 'start': 1114.432, 'duration': 3.243}, {'end': 1121.017, 'text': "And it'll ship in the September, October time frame.", 'start': 1118.135, 'duration': 2.882}, {'end': 1124.12, 'text': "And it's exactly the same stuff we run on our own computer.", 'start': 1121.678, 'duration': 2.442}], 'summary': 'Next step has been ported to 486 and will ship in september-october.', 'duration': 31.44, 'max_score': 1092.68, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1092680.jpg'}, {'end': 1202.776, 'src': 'embed', 'start': 1162.272, 'weight': 1, 'content': [{'end': 1169.016, 'text': 'And they see Next Step as the only thing on the horizon that can challenge Microsoft in system software for the next several years.', 'start': 1162.272, 'duration': 6.744}, {'end': 1171.238, 'text': "So we're enjoying a lot of help.", 'start': 1169.076, 'duration': 2.162}, {'end': 1172.398, 'text': 'And boy, we need it.', 'start': 1171.298, 'duration': 1.1}, {'end': 1173.059, 'text': "So that's good.", 'start': 1172.498, 'duration': 0.561}, {'end': 1179.002, 'text': "Now, we've also had a lot of requests from companies to port Next Step to other platforms.", 'start': 1174.179, 'duration': 4.823}, {'end': 1180.944, 'text': "And we're talking to some of those companies right now.", 'start': 1179.082, 'duration': 1.862}, {'end': 1185.785, 'text': 'Now, we got a lot of requests from Sun customers to port Next Step to Sun.', 'start': 1181.843, 'duration': 3.942}, {'end': 1190.008, 'text': "So a lot of them are saying, look, we may not want to buy them anymore, but we already bought 500 and we don't want to throw them in the bay.", 'start': 1185.805, 'duration': 4.203}, {'end': 1193.09, 'text': "So can we put your software on them? Because Sun's falling behind in software.", 'start': 1190.248, 'duration': 2.842}, {'end': 1198.193, 'text': "Now, Sun says they'd rather stick needles in their eyes than help us do this.", 'start': 1193.83, 'duration': 4.363}, {'end': 1202.776, 'text': "That's a quote.", 'start': 1199.794, 'duration': 2.982}], 'summary': 'Next step is poised to challenge microsoft; considering porting to other platforms like sun due to customer demand.', 'duration': 40.504, 'max_score': 1162.272, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1162272.jpg'}, {'end': 1262.367, 'src': 'embed', 'start': 1231.676, 'weight': 0, 'content': [{'end': 1235.056, 'text': 'We think we should be a software company and a hardware company.', 'start': 1231.676, 'duration': 3.38}, {'end': 1245.82, 'text': 'In making the decision to put Next Step on more than our own platforms, we clearly decided that we will sell less than 100% of the Next Step hardware.', 'start': 1236.057, 'duration': 9.763}, {'end': 1252.343, 'text': 'However, we think that the marketplace will grow and we will sell more absolute hardware.', 'start': 1246.981, 'duration': 5.362}, {'end': 1257.725, 'text': 'And secondly, the charter of our hardware division is to make the best Next Step hardware.', 'start': 1253.523, 'duration': 4.202}, {'end': 1262.367, 'text': 'Might not be the cheapest, might not be this, might not be that, but we think all in all we can make the best stuff.', 'start': 1258.305, 'duration': 4.062}], 'summary': 'Company plans to sell less than 100% of next step hardware but expects increased absolute hardware sales; aims to make best next step hardware.', 'duration': 30.691, 'max_score': 1231.676, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1231676.jpg'}], 'start': 1066.585, 'title': 'Software platform strategy and market influence', 'summary': "Delves into the decision to port software to other platforms such as 486, impacting pricing and partnerships, and next step's market influence supported by major players, customer demands, and a shift towards hardware production.", 'chapters': [{'end': 1138.906, 'start': 1066.585, 'title': 'Software platform strategy', 'summary': 'Explores the decision to port software to other platforms, specifically the 486, and its impact on pricing and partnerships with other companies.', 'duration': 72.321, 'highlights': ['The decision to port Next Step software to the 486, maintaining consistency in user experience and apps, and selling it for $9.95 while OEMing to other companies at a cheaper price.', 'The impact of customer requests on expanding software compatibility to other platforms, specifically Intel-based ones like the 486.']}, {'end': 1383.655, 'start': 1140.707, 'title': "Next step's market influence", 'summary': "Highlights next step's market influence, including support from major players like novell and intel, customer demands for platform expansion, and the company's strategic shift towards hardware production.", 'duration': 242.948, 'highlights': ['Next Step receives support from major players like Novell, all developers, and Intel, who are motivated by the desire to challenge Microsoft in system software (quantifiable data: multiple companies providing assistance).', "Customer demands drive potential platform expansion, with requests to port Next Step to platforms like Sun, reflecting Sun's software challenges and the need to cater to customer preferences (quantifiable data: customer requests and potential impact on Sun).", 'The strategic decision to combine software and hardware production, despite potential reduced software sales, indicates a shift towards a hardware-focused business model, driven by the belief in creating superior hardware and the prospect of a billion-dollar hardware business (quantifiable data: strategic decision and hardware market projections).', 'The current distribution channels in the computer industry have lost their ability to create demand for innovative products, leading to a reliance on direct sales efforts to promote Next Step software and hardware (quantifiable data: current sales strategy and industry challenges).']}], 'duration': 317.07, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1066585.jpg', 'highlights': ['The strategic decision to combine software and hardware production, driven by the belief in creating superior hardware and the prospect of a billion-dollar hardware business.', 'Next Step receives support from major players like Novell, all developers, and Intel, motivated by the desire to challenge Microsoft in system software.', 'The impact of customer requests on expanding software compatibility to other platforms, specifically Intel-based ones like the 486.', "Customer demands drive potential platform expansion, with requests to port Next Step to platforms like Sun, reflecting Sun's software challenges and the need to cater to customer preferences.", 'The decision to port Next Step software to the 486, maintaining consistency in user experience and apps, and selling it for $9.95 while OEMing to other companies at a cheaper price.']}, {'end': 2223.252, 'segs': [{'end': 1434.326, 'src': 'embed', 'start': 1403.402, 'weight': 0, 'content': [{'end': 1410.804, 'text': 'With average selling prices of $500 a software package, you could never afford 130 professionals in the field.', 'start': 1403.402, 'duration': 7.402}, {'end': 1416.725, 'text': 'With an average selling price of $5, 000, you can.', 'start': 1412.644, 'duration': 4.081}, {'end': 1423.386, 'text': "And that's why I don't think we're going to see any more system software companies succeed.", 'start': 1417.765, 'duration': 5.621}, {'end': 1434.326, 'text': "I don't think it's possible to fund the effort to educate the market about a revolutionary product with ASPs that low.", 'start': 1425.239, 'duration': 9.087}], 'summary': 'With an average selling price of $500, 130 professionals are unaffordable; $5,000 asp enables success in system software companies.', 'duration': 30.924, 'max_score': 1403.402, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1403402.jpg'}, {'end': 1513.613, 'src': 'embed', 'start': 1483.773, 'weight': 1, 'content': [{'end': 1488.615, 'text': "One is Sun's Solaris software, the other is Microsoft, and the third is Taligent.", 'start': 1483.773, 'duration': 4.842}, {'end': 1489.996, 'text': "Let's take them in that order.", 'start': 1489.215, 'duration': 0.781}, {'end': 1497.625, 'text': 'for a while had a software value added because they had the best Unix in the marketplace.', 'start': 1493.083, 'duration': 4.542}, {'end': 1500.747, 'text': "But the market's moved way beyond that, and unfortunately Sun hasn't.", 'start': 1497.645, 'duration': 3.102}, {'end': 1503.348, 'text': "So their software's falling further and further behind.", 'start': 1501.227, 'duration': 2.121}, {'end': 1508.47, 'text': "And while we take them very seriously, we don't think Solaris is going to be much competition.", 'start': 1503.408, 'duration': 5.062}, {'end': 1513.613, 'text': "It doesn't have an object in it, and it's pretty much what they have today.", 'start': 1508.51, 'duration': 5.103}], 'summary': "Sun's solaris software is falling behind and not seen as much competition due to lack of object-oriented features.", 'duration': 29.84, 'max_score': 1483.773, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1483773.jpg'}, {'end': 1767.249, 'src': 'embed', 'start': 1715.527, 'weight': 2, 'content': [{'end': 1719.228, 'text': 'About 20% of the code than in Sun or in anything else.', 'start': 1715.527, 'duration': 3.701}, {'end': 1728.914, 'text': "So the code that's the fastest to write, the code that's the easiest to maintain, and the code that never breaks is the code you don't write.", 'start': 1720.308, 'duration': 8.606}, {'end': 1732.496, 'text': "So that's our strategy, write a lot less code.", 'start': 1729.895, 'duration': 2.601}, {'end': 1741.619, 'text': 'And the way we do this is we enable the developer to use a lot of objects that others have written.', 'start': 1733.376, 'duration': 8.243}, {'end': 1744.3, 'text': 'We ship six years worth of objects with Next Step.', 'start': 1741.719, 'duration': 2.581}, {'end': 1749.501, 'text': 'You can create your own objects for your own company and then reuse them around your developers.', 'start': 1744.94, 'duration': 4.561}, {'end': 1756.023, 'text': "And there's now independent third party companies not selling system software, not selling applications, but selling objects.", 'start': 1749.561, 'duration': 6.462}, {'end': 1758.825, 'text': 'Not quite 10 of them.', 'start': 1757.984, 'duration': 0.841}, {'end': 1759.965, 'text': "And it's starting.", 'start': 1759.265, 'duration': 0.7}, {'end': 1761.986, 'text': "And I think it's going to be a very big thing.", 'start': 1760.565, 'duration': 1.421}, {'end': 1767.249, 'text': 'So, in order to deliver these apps that are created on Next Step,', 'start': 1762.907, 'duration': 4.342}], 'summary': 'Next step enables developers to use pre-written objects, reducing code by 20% and promoting reusability.', 'duration': 51.722, 'max_score': 1715.527, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1715527.jpg'}, {'end': 2056.213, 'src': 'heatmap', 'start': 2011.202, 'weight': 0.881, 'content': [{'end': 2012.503, 'text': "And I don't want to get into it too much.", 'start': 2011.202, 'duration': 1.301}, {'end': 2017.407, 'text': 'But I will say that I think everybody lost.', 'start': 2012.583, 'duration': 4.824}, {'end': 2019.589, 'text': 'I think I lost.', 'start': 2018.768, 'duration': 0.821}, {'end': 2021.03, 'text': 'I wanted to spend my life there.', 'start': 2019.849, 'duration': 1.181}, {'end': 2022.772, 'text': 'I think Apple lost.', 'start': 2021.811, 'duration': 0.961}, {'end': 2025.434, 'text': 'I think customers lost.', 'start': 2023.673, 'duration': 1.761}, {'end': 2031.38, 'text': 'And having said all that, So what? You go on.', 'start': 2026.735, 'duration': 4.645}, {'end': 2033.362, 'text': "It's not as bad as a lot of things.", 'start': 2031.42, 'duration': 1.942}, {'end': 2035.684, 'text': "It's not as bad as losing your arm.", 'start': 2033.382, 'duration': 2.302}, {'end': 2040.449, 'text': 'So people go on, and companies go on.', 'start': 2037.486, 'duration': 2.963}, {'end': 2044.493, 'text': "I'm very happy every time Apple ships a Mac.", 'start': 2041.59, 'duration': 2.903}, {'end': 2046.215, 'text': 'It makes me very, very happy.', 'start': 2044.974, 'duration': 1.241}, {'end': 2048.657, 'text': 'I think the Power Books are decent products.', 'start': 2046.815, 'duration': 1.842}, {'end': 2049.797, 'text': 'I like them.', 'start': 2049.438, 'duration': 0.359}, {'end': 2053.813, 'text': 'But Apple has been struggling the last few years.', 'start': 2051.552, 'duration': 2.261}, {'end': 2056.213, 'text': "They've been having a real struggle with who they want to be.", 'start': 2053.853, 'duration': 2.36}], 'summary': 'Apple has been struggling in the last few years, impacting the company and its customers.', 'duration': 45.011, 'max_score': 2011.202, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2011202.jpg'}], 'start': 1384.315, 'title': 'Direct sales force and competitive strategy', 'summary': "Discusses the need for a direct sales force for high asp products, highlighting the financial feasibility at $5,000 asp, and next step's competitive strategy to rival solaris, microsoft, and taligent, focusing on their object-oriented development advantage and market expansion plans.", 'chapters': [{'end': 1434.326, 'start': 1384.315, 'title': 'Direct sales force for high asp products', 'summary': 'Discusses the necessity of a direct sales force for products with high average selling prices (asps), stating that a software-only company cannot afford it with asps of $500, but can with asps of $5,000, making it unlikely for system software companies to succeed.', 'duration': 50.011, 'highlights': ['The necessity of a direct sales force for products with high average selling prices (ASPs) is emphasized, as a software-only company could not afford 130 professionals in the field with average selling prices of $500, but can with average selling prices of $5,000.', "The difficulty for system software companies to succeed is attributed to the inability to fund the effort to educate the market about a revolutionary product with average selling prices (ASPs) that are low, indicating that it's unlikely for these companies to succeed."]}, {'end': 2223.252, 'start': 1434.927, 'title': "Next step's competitive analysis & development strategy", 'summary': "Discusses next step's strategy to compete with sun's solaris, microsoft, and taligent, emphasizing on the advantages of their object-oriented development environment, their plan to expand into the 486 market, and their reliance on the availability of developers for custom application development.", 'duration': 788.325, 'highlights': ["Next Step's competition analysis identifies Sun's Solaris, Microsoft, and Taligent as their main competitors, with a focus on the limitations of Solaris and Microsoft's development environment, and the potential threat posed by Taligent's object-oriented programming approach.", "The transcript highlights Next Step's object-oriented development environment, emphasizing that developers write about 20% less code compared to other environments and the availability of six years worth of objects, setting them apart in the market.", "The discussion also delves into Next Step's reliance on the availability of developers for custom application development, indicating the company's need for a growing pool of skilled developers to support their business strategy.", 'The transcript includes insights into the challenges faced by Apple and their strategic shift towards consumer products, highlighting the potential opportunities and scale issues in the consumer electronics industry.']}], 'duration': 838.937, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI1384315.jpg', 'highlights': ['The necessity of a direct sales force for products with high average selling prices (ASPs) is emphasized, as a software-only company could not afford 130 professionals in the field with average selling prices of $500, but can with average selling prices of $5,000.', "Next Step's competition analysis identifies Sun's Solaris, Microsoft, and Taligent as their main competitors, with a focus on the limitations of Solaris and Microsoft's development environment, and the potential threat posed by Taligent's object-oriented programming approach.", "The transcript highlights Next Step's object-oriented development environment, emphasizing that developers write about 20% less code compared to other environments and the availability of six years worth of objects, setting them apart in the market.", "The discussion also delves into Next Step's reliance on the availability of developers for custom application development, indicating the company's need for a growing pool of skilled developers to support their business strategy.", "The difficulty for system software companies to succeed is attributed to the inability to fund the effort to educate the market about a revolutionary product with average selling prices (ASPs) that are low, indicating that it's unlikely for these companies to succeed."]}, {'end': 2481.912, 'segs': [{'end': 2274.674, 'src': 'heatmap', 'start': 2226.415, 'weight': 0, 'content': [{'end': 2231.999, 'text': 'Who knows what would have happened had all this not happened? Yes, up in the corner.', 'start': 2226.415, 'duration': 5.584}, {'end': 2245.553, 'text': 'And if you see it changing at all, as you hope, go from a $120 million company to a $1 billion company.', 'start': 2238.789, 'duration': 6.764}, {'end': 2252.157, 'text': "Sure Yeah, we've done a lot in the last year.", 'start': 2246.193, 'duration': 5.964}, {'end': 2258.921, 'text': 'The most significant things we did were, one, we hired this guy right here.', 'start': 2253.718, 'duration': 5.203}, {'end': 2260.662, 'text': 'Mike Slade is our VP of marketing.', 'start': 2259.001, 'duration': 1.661}, {'end': 2262.923, 'text': 'He spent, stand up.', 'start': 2261.482, 'duration': 1.441}, {'end': 2274.674, 'text': "No And he's cheap too.", 'start': 2263.944, 'duration': 10.73}], 'summary': 'Company aims to grow from $120m to $1b, making significant hires and progress in marketing.', 'duration': 48.259, 'max_score': 2226.415, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2226415.jpg'}, {'end': 2324.924, 'src': 'embed', 'start': 2296.493, 'weight': 2, 'content': [{'end': 2301.115, 'text': "And so we've worked very closely together to redefine the marketing strategy of the company.", 'start': 2296.493, 'duration': 4.622}, {'end': 2303.336, 'text': 'And Mike has done just a superb job at that.', 'start': 2301.155, 'duration': 2.181}, {'end': 2309.951, 'text': 'The second big thing we did was About three months ago.', 'start': 2304.077, 'duration': 5.874}, {'end': 2316.897, 'text': 'a little over three months ago, we consolidated our hardware design, engineering, our manufacturing,', 'start': 2309.951, 'duration': 6.946}, {'end': 2321.641, 'text': 'our worldwide distribution and hardware service all into one chunk called the hardware division.', 'start': 2316.897, 'duration': 4.744}, {'end': 2324.924, 'text': 'So from cradle to grave, they have hardware responsibility.', 'start': 2322.222, 'duration': 2.702}], 'summary': 'Company redefined marketing strategy; consolidated hardware division 3 months ago.', 'duration': 28.431, 'max_score': 2296.493, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2296493.jpg'}, {'end': 2391.784, 'src': 'embed', 'start': 2345.921, 'weight': 3, 'content': [{'end': 2347.203, 'text': "He's doing a great job running that.", 'start': 2345.921, 'duration': 1.282}, {'end': 2353.149, 'text': 'We hired a new CFO recently, Marcel Ghani.', 'start': 2350.167, 'duration': 2.982}, {'end': 2358.691, 'text': "He's from Intel, spent 12 years at Intel doing some pretty interesting jobs.", 'start': 2353.829, 'duration': 4.862}, {'end': 2360.152, 'text': 'He ran all of finance for Europe.', 'start': 2358.711, 'duration': 1.441}, {'end': 2362.393, 'text': 'He ran all of internal audit for the board.', 'start': 2360.652, 'duration': 1.741}, {'end': 2366.155, 'text': 'He ran all of manufacturing, planning and scheduling for a while and things like that.', 'start': 2362.433, 'duration': 3.722}, {'end': 2367.355, 'text': "He's a pretty good guy.", 'start': 2366.195, 'duration': 1.16}, {'end': 2372.077, 'text': "Went to Cypress for a year and a half and then came to Next and he's great.", 'start': 2367.395, 'duration': 4.682}, {'end': 2379.061, 'text': 'And then recently, matter of fact, about last week, I hired a chief operating officer.', 'start': 2372.798, 'duration': 6.263}, {'end': 2381.101, 'text': 'a guy named Peter Van Kylenburg.', 'start': 2379.761, 'duration': 1.34}, {'end': 2387.863, 'text': 'And Peter is someone I first met when we were looking for an executive vice president of sales and marketing.', 'start': 2381.521, 'duration': 6.342}, {'end': 2389.564, 'text': 'And he turned me down for the job.', 'start': 2388.303, 'duration': 1.261}, {'end': 2391.784, 'text': 'And we subsequently decided not to hire that position.', 'start': 2389.584, 'duration': 2.2}], 'summary': 'Hired new cfo marcel ghani from intel with 12 years experience. also hired coo peter van kylenburg, previously turned down evp role.', 'duration': 45.863, 'max_score': 2345.921, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2345921.jpg'}, {'end': 2465.804, 'src': 'embed', 'start': 2437.589, 'weight': 5, 'content': [{'end': 2440.911, 'text': 'It seems like all the good people I really want to hire, it seems to take me a year to hire them.', 'start': 2437.589, 'duration': 3.322}, {'end': 2443.673, 'text': "And it's always been that way, even at Apple.", 'start': 2441.912, 'duration': 1.761}, {'end': 2449.838, 'text': 'Some of the best technical people or whoever, it always seemed to take me like a year to pry them out of HP or wherever.', 'start': 2443.733, 'duration': 6.105}, {'end': 2453.721, 'text': 'And it took me over a year to hire them.', 'start': 2450.719, 'duration': 3.002}, {'end': 2454.721, 'text': 'I think Mike has the award.', 'start': 2453.741, 'duration': 0.98}, {'end': 2455.562, 'text': "You're about a year and a half.", 'start': 2454.741, 'duration': 0.821}, {'end': 2459.08, 'text': "And they're all worth it.", 'start': 2458.16, 'duration': 0.92}, {'end': 2465.804, 'text': "What happens is I usually meet somebody that I think is very, very good, and you can't get them.", 'start': 2460.141, 'duration': 5.663}], 'summary': 'It takes about a year to hire top technical talent, even at apple.', 'duration': 28.215, 'max_score': 2437.589, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2437589.jpg'}], 'start': 2226.415, 'title': "Next's growth and talent acquisition", 'summary': "Delves into next's progression towards becoming a $1 billion company, outlining milestones such as hiring a vp of marketing and restructuring operations. it also explores the challenges and successes of recruiting top talent, featuring the recent hiring of a cfo from intel and a coo with extensive operational expertise.", 'chapters': [{'end': 2345.881, 'start': 2226.415, 'title': "Next's milestones and expansion", 'summary': "Discusses next's significant milestones, including hiring a vp of marketing, consolidating hardware operations, and forming a software division, aiming to transition from a $120 million company to a $1 billion company.", 'duration': 119.466, 'highlights': ['Next is aiming to transition from a $120 million company to a $1 billion company.', 'The company hired Mike Slade as the VP of marketing, who previously worked at Microsoft and played a significant role in redefining the marketing strategy.', 'Next consolidated its hardware operations and is in the process of forming a software division, focusing on making two businesses successful.']}, {'end': 2481.912, 'start': 2345.921, 'title': 'New hires and talent acquisition', 'summary': 'Discusses the recent hiring of a cfo from intel with 12 years of experience, and a coo with extensive operational expertise and turnaround experience in the uk, highlighting the challenges of recruiting top talent and the value of persistence in talent acquisition.', 'duration': 135.991, 'highlights': ['The recent hiring of a CFO, Marcel Ghani, from Intel with 12 years of experience, who held significant roles including running all of finance for Europe, internal audit for the board, and manufacturing planning and scheduling.', 'The recruitment of a chief operating officer, Peter Van Kylenburg, with a background at TI and a successful turnaround of a UK company to $2 billion, demonstrating the challenges of hiring top talent and the persistence required in the hiring process.', "The speaker's experience of facing challenges in recruiting top talent, where it typically takes around a year or more to hire exceptional individuals, emphasizing the importance of not compromising and persisting in pursuing top talent."]}], 'duration': 255.497, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2226415.jpg', 'highlights': ['Next aims to transition from a $120M to a $1B company', 'Hired Mike Slade as VP of marketing from Microsoft', 'Consolidated hardware operations and forming a software division', 'Recruited CFO Marcel Ghani from Intel with 12 years of experience', 'Hiring COO Peter Van Kylenburg with successful turnaround experience', 'Challenges in recruiting top talent, takes around a year or more']}, {'end': 3341.218, 'segs': [{'end': 2537.721, 'src': 'embed', 'start': 2513.035, 'weight': 1, 'content': [{'end': 2521.667, 'text': 'I believe that you can use the concept of technology windows opening, and then eventually closing.', 'start': 2513.035, 'duration': 8.632}, {'end': 2530.357, 'text': 'And what I mean by that is enough technology, usually from fairly diverse places,', 'start': 2523.409, 'duration': 6.948}, {'end': 2536.08, 'text': "comes together and makes something that's a quantum leap forward possible.", 'start': 2530.357, 'duration': 5.723}, {'end': 2537.721, 'text': "And it doesn't come out of nowhere.", 'start': 2536.56, 'duration': 1.161}], 'summary': 'Technology windows open when diverse technologies converge, enabling quantum leaps.', 'duration': 24.686, 'max_score': 2513.035, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2513035.jpg'}, {'end': 2783.159, 'src': 'embed', 'start': 2758.151, 'weight': 0, 'content': [{'end': 2769.314, 'text': 'And I think object-oriented technology is the biggest technical breakthrough I have seen since the early 80s with graphical user interfaces.', 'start': 2758.151, 'duration': 11.163}, {'end': 2771.314, 'text': "And I think it's bigger, actually.", 'start': 2770.094, 'duration': 1.22}, {'end': 2772.815, 'text': 'It will prove to be bigger over time.', 'start': 2771.574, 'duration': 1.241}, {'end': 2783.159, 'text': 'Yes? And next step is a tool to help you build those.', 'start': 2773.775, 'duration': 9.384}], 'summary': 'Object-oriented technology is a significant breakthrough since the 80s with graphical user interfaces, proving to be even bigger over time.', 'duration': 25.008, 'max_score': 2758.151, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2758151.jpg'}, {'end': 2948.33, 'src': 'embed', 'start': 2920.574, 'weight': 3, 'content': [{'end': 2924.516, 'text': 'I think you take your products, you discount them as heavily as you can, you sell them into higher education.', 'start': 2920.574, 'duration': 3.942}, {'end': 2930.399, 'text': "Higher education is a wonderful place to give you great feedback about how to make your products better and what's wrong with them.", 'start': 2925.056, 'duration': 5.343}, {'end': 2938.904, 'text': "And it's a great place to Educate bright people that you can hire and that your customers can hire when they graduate.", 'start': 2931.279, 'duration': 7.625}, {'end': 2940.345, 'text': 'So we do exactly that.', 'start': 2938.924, 'duration': 1.421}, {'end': 2944.208, 'text': "I think we're sold on about 350 campuses in the United States.", 'start': 2940.945, 'duration': 3.263}, {'end': 2948.33, 'text': 'We are clearly the number one selling workstation across the US.', 'start': 2944.788, 'duration': 3.542}], 'summary': 'Discounted products sold to 350 us campuses, top selling workstation in the us.', 'duration': 27.756, 'max_score': 2920.574, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2920574.jpg'}, {'end': 3238.193, 'src': 'heatmap', 'start': 3192.366, 'weight': 0.906, 'content': [{'end': 3193.407, 'text': 'You know, buy into it.', 'start': 3192.366, 'duration': 1.041}, {'end': 3194.627, 'text': "We're all on the same team.", 'start': 3193.747, 'duration': 0.88}, {'end': 3196.208, 'text': "You don't agree, but buy into it.", 'start': 3194.667, 'duration': 1.541}, {'end': 3197.209, 'text': "Let's go make it happen.", 'start': 3196.288, 'duration': 0.921}, {'end': 3205.154, 'text': "Because what happens is sooner or later, you're paying somebody to do what they think is right.", 'start': 3197.869, 'duration': 7.285}, {'end': 3209.036, 'text': "But then you're trying to get them to do what they think isn't right.", 'start': 3206.054, 'duration': 2.982}, {'end': 3213.959, 'text': 'And sooner or later it outs and you end up having that conflict.', 'start': 3209.717, 'duration': 4.242}, {'end': 3222.958, 'text': "So I've always felt that The best way is to get everybody in a room and talk it through until you agree.", 'start': 3214.039, 'duration': 8.919}, {'end': 3233.092, 'text': "Now that's not everybody in the company, but that's everybody that's really involved in that decision that needs to execute it.", 'start': 3223.138, 'duration': 9.954}, {'end': 3238.193, 'text': "So that's how we try to run Next.", 'start': 3236.812, 'duration': 1.381}], 'summary': 'Emphasizing consensus-driven decision-making to avoid conflicts and ensure execution at next.', 'duration': 45.827, 'max_score': 3192.366, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3192366.jpg'}, {'end': 3275.14, 'src': 'embed', 'start': 3246.019, 'weight': 4, 'content': [{'end': 3247.36, 'text': 'We have six other people on it.', 'start': 3246.019, 'duration': 1.341}, {'end': 3250.483, 'text': 'And we have two things we try to do.', 'start': 3247.56, 'duration': 2.923}, {'end': 3256.047, 'text': "One is we try to differentiate between the really important decisions and the ones that we don't have to make.", 'start': 3250.643, 'duration': 5.404}, {'end': 3260.59, 'text': 'And the really important ones, we work on it till we all agree.', 'start': 3256.747, 'duration': 3.843}, {'end': 3264.813, 'text': "Because we're paying people to tell us what to do.", 'start': 3261.351, 'duration': 3.462}, {'end': 3267.935, 'text': "In other words, I don't view that we pay people to do things.", 'start': 3264.833, 'duration': 3.102}, {'end': 3270.137, 'text': "That's easy, to find people to do things.", 'start': 3268.456, 'duration': 1.681}, {'end': 3273.399, 'text': "What's harder is to find people to tell you what should be done.", 'start': 3270.377, 'duration': 3.022}, {'end': 3275.14, 'text': "That's what we look for.", 'start': 3273.979, 'duration': 1.161}], 'summary': 'Six people collaborate on important decisions, prioritizing consensus and advice over task execution.', 'duration': 29.121, 'max_score': 3246.019, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3246019.jpg'}], 'start': 2484.833, 'title': 'Technology windows and long-term people management at next', 'summary': 'Discusses the concept of technology windows, exploiting them, the significance of object-oriented technology, marketing strategies for academic institutions, and the shift towards developing objects and tools. additionally, it emphasizes the importance of consensus in decision-making and the focus on finding people to tell what should be done over finding people to do things.', 'chapters': [{'end': 3074.424, 'start': 2484.833, 'title': "Technology windows and next step's structure", 'summary': 'Discusses the concept of technology windows, the timeline for exploiting them, the significance of object-oriented technology, marketing strategies for academic institutions, and the shift towards developing objects and tools over applications in the software industry.', 'duration': 589.591, 'highlights': ['The concept of technology windows opening and closing, with a timeline of around five years to create a commercial product and another five years to exploit it in the marketplace.', 'The significance of object-oriented technology as the biggest technical breakthrough since graphical user interfaces in the early 80s, and its potential to be even bigger over time.', 'The shift in the software industry towards developing objects and tools rather than applications, due to the high costs and challenges associated with marketing polished apps, with emphasis on the development of objects for other developers to use in building apps.', 'Marketing strategies for academic institutions, including heavy product discounts, obtaining feedback, and educating potential future employees.', 'The challenges and mismatch between research projects in higher education and commercializing those projects, leading to the focus on winning labs and integrating with campus-wide networks.', 'The observation that products are getting smaller and portable, and the anticipation of products running at speeds that are hard to believe.']}, {'end': 3341.218, 'start': 3074.564, 'title': 'Long-term people management at next', 'summary': 'Discusses the shift towards a longer-term view on people at next, emphasizing the importance of consensus in decision-making and the focus on finding people to tell what should be done over finding people to do things.', 'duration': 266.654, 'highlights': ['The shift towards a longer-term view on people is the biggest change, focusing on helping individuals learn rather than immediately fixing problems.', 'Emphasizing consensus in decision-making, with the policy team working on really important decisions until all agree, as they are paying people to tell them what to do.', 'The focus on finding people to tell what should be done, rather than finding people to do things, reflecting the attitude of paying people to advise rather than just execute.']}], 'duration': 856.385, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI2484833.jpg', 'highlights': ['The significance of object-oriented technology as a major breakthrough since the 80s.', 'The concept of technology windows opening and closing within a timeline of around five years.', 'The shift towards developing objects and tools in the software industry.', 'Marketing strategies for academic institutions, including heavy product discounts and feedback.', 'The importance of consensus in decision-making and the focus on finding people to advise.']}, {'end': 3942.121, 'segs': [{'end': 3417.774, 'src': 'embed', 'start': 3376.268, 'weight': 0, 'content': [{'end': 3378.35, 'text': 'I want to come back to your premium product characterization.', 'start': 3376.268, 'duration': 2.082}, {'end': 3381.954, 'text': 'Because our products actually cost close to half of what Suns do.', 'start': 3378.37, 'duration': 3.584}, {'end': 3385.998, 'text': 'And the reason they do is we have the most automated factory in the industry.', 'start': 3382.635, 'duration': 3.363}, {'end': 3389.762, 'text': 'And we have a great VLSI design group, which designs stuff in a lot less parts.', 'start': 3386.319, 'duration': 3.443}, {'end': 3392.545, 'text': 'Do you guys, manufacturing, do you care about that? Yes.', 'start': 3389.782, 'duration': 2.763}, {'end': 3395.228, 'text': 'We should talk about that in a minute.', 'start': 3393.566, 'duration': 1.662}, {'end': 3399.016, 'text': 'The industry is bifurcating right now.', 'start': 3397.014, 'duration': 2.002}, {'end': 3404.141, 'text': "And what's happening is that the Macs and the PCs as you know them today are all going to be just like this.", 'start': 3399.757, 'duration': 4.384}, {'end': 3404.902, 'text': 'Hold up your PowerBook.', 'start': 3404.161, 'duration': 0.741}, {'end': 3408.445, 'text': 'All going to be just like this, only lighter and smaller before very long.', 'start': 3405.362, 'duration': 3.083}, {'end': 3417.774, 'text': "And they're taking the technology we have today, not particularly changing it, and getting it off the desktop in portable forms.", 'start': 3410.347, 'duration': 7.427}], 'summary': 'Products cost half of suns, due to automation and vlsi design. industry is moving towards lighter, smaller portable technology.', 'duration': 41.506, 'max_score': 3376.268, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3376268.jpg'}, {'end': 3534.141, 'src': 'embed', 'start': 3504.144, 'weight': 2, 'content': [{'end': 3506.105, 'text': "But it's really tough to get both.", 'start': 3504.144, 'duration': 1.961}, {'end': 3509.407, 'text': "And we're optimizing for the power.", 'start': 3506.766, 'duration': 2.641}, {'end': 3515.571, 'text': 'Because we see a giant hole there for running these mission critical custom apps.', 'start': 3510.588, 'duration': 4.983}, {'end': 3517.933, 'text': 'And what people are doing needs more power.', 'start': 3515.932, 'duration': 2.001}, {'end': 3520.512, 'text': "So that's what we're optimizing for.", 'start': 3519.031, 'duration': 1.481}, {'end': 3522.173, 'text': "Let's talk about manufacturing.", 'start': 3521.233, 'duration': 0.94}, {'end': 3525.395, 'text': "How many of you have a manufacturing background? Oh, that's great.", 'start': 3522.213, 'duration': 3.182}, {'end': 3527.136, 'text': 'I love manufacturing.', 'start': 3526.196, 'duration': 0.94}, {'end': 3528.938, 'text': 'And what kinds of things??', 'start': 3527.657, 'duration': 1.281}, {'end': 3534.141, 'text': 'What kinds of companies? Pharmaceuticals?', 'start': 3528.978, 'duration': 5.163}], 'summary': 'Optimizing for power to run mission critical custom apps, targeting manufacturing sector for providing necessary power.', 'duration': 29.997, 'max_score': 3504.144, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3504144.jpg'}, {'end': 3660.371, 'src': 'embed', 'start': 3632.345, 'weight': 4, 'content': [{'end': 3637.028, 'text': 'And I realized, unfortunately too late, that both of them are warehouses.', 'start': 3632.345, 'duration': 4.683}, {'end': 3639.59, 'text': "They're just high-tech warehouses.", 'start': 3638.229, 'duration': 1.361}, {'end': 3648.026, 'text': 'And so when we looked at Next, we said no warehouses of any kind.', 'start': 3641.844, 'duration': 6.182}, {'end': 3650.707, 'text': 'We have a true JIT factory.', 'start': 3648.947, 'duration': 1.76}, {'end': 3654.849, 'text': 'Stuff comes in and is delivered right to the point of use on the factory floor.', 'start': 3651.248, 'duration': 3.601}, {'end': 3656.229, 'text': 'There is no warehouse.', 'start': 3654.889, 'duration': 1.34}, {'end': 3660.371, 'text': 'Deliveries are made daily, sometimes more frequently than that.', 'start': 3657.25, 'duration': 3.121}], 'summary': 'Next has a jit factory with no warehouses, using daily or more frequent deliveries.', 'duration': 28.026, 'max_score': 3632.345, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3632345.jpg'}, {'end': 3929.81, 'src': 'embed', 'start': 3899.687, 'weight': 3, 'content': [{'end': 3902.63, 'text': "And so we've actually now designed or inspected out our own robots.", 'start': 3899.687, 'duration': 2.943}, {'end': 3903.972, 'text': "We don't mill the metal or anything.", 'start': 3902.65, 'duration': 1.322}, {'end': 3904.552, 'text': 'We get that all made.', 'start': 3903.992, 'duration': 0.56}, {'end': 3905.273, 'text': 'We put them all together.', 'start': 3904.572, 'duration': 0.701}, {'end': 3907.395, 'text': 'And we do the software top to bottom.', 'start': 3905.714, 'duration': 1.681}, {'end': 3911.059, 'text': 'And we have now some extraordinarily advanced robots in the factory.', 'start': 3907.435, 'duration': 3.624}, {'end': 3917.826, 'text': 'And our computers are built start to finish on the key components completely untouched by human hands.', 'start': 3911.46, 'duration': 6.366}, {'end': 3922.383, 'text': "So we're pretty convinced we're the low-cost producer.", 'start': 3918.88, 'duration': 3.503}, {'end': 3926.087, 'text': 'We do it in Fremont, California, right under our nose.', 'start': 3922.704, 'duration': 3.383}, {'end': 3929.81, 'text': 'And we export them to Japan and all sorts of other places.', 'start': 3926.787, 'duration': 3.023}], 'summary': 'We design and assemble advanced robots in fremont, california, exporting to japan and other places.', 'duration': 30.123, 'max_score': 3899.687, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3899687.jpg'}], 'start': 3341.398, 'title': "Macintosh's challenges and future", 'summary': "Delves into macintosh's challenges in portability and manufacturing efficiency, emphasizing cost-effectiveness and innovative design. it also discusses the future of macs and pcs, highlighting the shift towards lighter and smaller forms, challenges in meeting customer demands, and manufacturing strategies at next.", 'chapters': [{'end': 3395.228, 'start': 3341.398, 'title': 'Macintosh portability and manufacturing efficiency', 'summary': "Discusses the challenges of macintosh's portability and the manufacturing efficiency of their products, emphasizing the cost-effectiveness and innovative design approach of their automated factory and vlsi design group.", 'duration': 53.83, 'highlights': ['The Macintosh team faces challenges in achieving portability and market-driven strategies, requiring collaborative problem-solving to address the issues.', "Macintosh's products cost close to half of Suns' products due to their highly automated factory and efficient VLSI design group, resulting in cost savings and streamlined production processes."]}, {'end': 3942.121, 'start': 3397.014, 'title': 'Future of macs and pcs', 'summary': 'Discusses the future of macs and pcs, highlighting the shift towards lighter and smaller portable forms, the challenges of meeting customer demands for speed, storage, memory, networking, and color displays, and the optimization for power in smaller products. it also delves into the manufacturing strategies at next, emphasizing the shift towards just-in-time (jit) manufacturing, the focus on software-oriented factory and quality systems, and the development of advanced robots for production.', 'duration': 545.107, 'highlights': ['The industry is evolving towards lighter and smaller portable forms for Macs and PCs, while facing challenges in meeting customer demands for speed, storage, memory, networking, and color displays.', 'The optimization for power in smaller products is a key focus due to the demand for running mission critical custom apps, despite the challenges in achieving both power and portability.', 'Next implements just-in-time (JIT) manufacturing with no warehouses, ensuring daily or more frequent deliveries directly to the point of use on the factory floor.', 'The focus on software-oriented factory and quality systems at Next involves the employment of software engineers for addressing manufacturing as a software problem and the development of an object-oriented factory and quality system.', 'Next has developed advanced robots for production, with the latest generation of robots being designed and built in-house, leading to the company being a low-cost producer with high-quality standards.']}], 'duration': 600.723, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3341398.jpg', 'highlights': ["Macintosh's products cost close to half of Suns' products due to their highly automated factory and efficient VLSI design group, resulting in cost savings and streamlined production processes.", 'The industry is evolving towards lighter and smaller portable forms for Macs and PCs, while facing challenges in meeting customer demands for speed, storage, memory, networking, and color displays.', 'The optimization for power in smaller products is a key focus due to the demand for running mission critical custom apps, despite the challenges in achieving both power and portability.', 'Next has developed advanced robots for production, with the latest generation of robots being designed and built in-house, leading to the company being a low-cost producer with high-quality standards.', 'Next implements just-in-time (JIT) manufacturing with no warehouses, ensuring daily or more frequent deliveries directly to the point of use on the factory floor.']}, {'end': 4367.018, 'segs': [{'end': 4075.007, 'src': 'embed', 'start': 4045.262, 'weight': 0, 'content': [{'end': 4049.543, 'text': "We haven't built a wire wrap or any other kind of prototype in engineering for two years.", 'start': 4045.262, 'duration': 4.281}, {'end': 4051.523, 'text': 'Everything has been built in the factory.', 'start': 4049.803, 'duration': 1.72}, {'end': 4057.745, 'text': 'Now, what does that mean? What that means is manufacturing gets involved from day one.', 'start': 4052.264, 'duration': 5.481}, {'end': 4061.182, 'text': 'Right? Because the engineering guys call it manufacturing.', 'start': 4058.581, 'duration': 2.601}, {'end': 4062.923, 'text': 'They go, hey, we want to build a prototype.', 'start': 4061.202, 'duration': 1.721}, {'end': 4065.484, 'text': "We're going to need these special parts in the thing.", 'start': 4063.803, 'duration': 1.681}, {'end': 4066.344, 'text': 'Take a look at this.', 'start': 4065.704, 'duration': 0.64}, {'end': 4067.104, 'text': 'Tell us what you think.', 'start': 4066.404, 'duration': 0.7}, {'end': 4068.165, 'text': "We'd like to do it tomorrow.", 'start': 4067.124, 'duration': 1.041}, {'end': 4069.845, 'text': "Let us know if that's OK, blah, blah, blah.", 'start': 4068.405, 'duration': 1.44}, {'end': 4070.906, 'text': 'They get involved from day one.', 'start': 4069.885, 'duration': 1.021}, {'end': 4075.007, 'text': 'And what it also means is, so we get this parallelism.', 'start': 4071.786, 'duration': 3.221}], 'summary': 'In the past two years, all prototypes have been factory-built, involving manufacturing from day one.', 'duration': 29.745, 'max_score': 4045.262, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI4045262.jpg'}, {'end': 4129.084, 'src': 'embed', 'start': 4101.29, 'weight': 1, 'content': [{'end': 4107.033, 'text': "And it's led to one of the healthiest relationships between an engineering and manufacturing group I've ever seen in my life.", 'start': 4101.29, 'duration': 5.743}, {'end': 4109.453, 'text': "They're all working off the same databases.", 'start': 4107.593, 'duration': 1.86}, {'end': 4111.576, 'text': "They're all working on the same processes.", 'start': 4109.694, 'duration': 1.882}, {'end': 4118.099, 'text': "They're all working in a very disciplined process environment to where, when any processes are changed,", 'start': 4112.456, 'duration': 5.643}, {'end': 4122.481, 'text': 'they all get together and review the proposals and all buy into it.', 'start': 4118.099, 'duration': 4.382}, {'end': 4124.341, 'text': "And it's not that hard.", 'start': 4122.841, 'duration': 1.5}, {'end': 4129.084, 'text': "The key to it all, though, is we didn't go out and hire a bunch of manufacturing people.", 'start': 4125.402, 'duration': 3.682}], 'summary': 'Healthy relationship between engineering and manufacturing, working off same databases and processes, resulting in disciplined process environment.', 'duration': 27.794, 'max_score': 4101.29, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI4101290.jpg'}, {'end': 4177.883, 'src': 'embed', 'start': 4144.136, 'weight': 2, 'content': [{'end': 4145.897, 'text': "There's migration both directions.", 'start': 4144.136, 'duration': 1.761}, {'end': 4150.023, 'text': 'not just from manufacturing into R&D, but both directions.', 'start': 4146.979, 'duration': 3.044}, {'end': 4152.987, 'text': "And they're not second-class citizens.", 'start': 4151.024, 'duration': 1.963}, {'end': 4157.772, 'text': 'They have the same offices, they have the same test equipment, they have the same computers on their desks.', 'start': 4153.207, 'duration': 4.565}, {'end': 4162.977, 'text': 'And it took us a while to convince them that we were really serious.', 'start': 4160.174, 'duration': 2.803}, {'end': 4171, 'text': 'For about the first few years, we had more PhDs in manufacturing than we did design engineering, until design engineering stole a few of them away.', 'start': 4165.397, 'duration': 5.603}, {'end': 4177.883, 'text': "So it's really paid off for us, and I think it's one of our real opportunities for competitive advantage.", 'start': 4171.939, 'duration': 5.944}], 'summary': 'Migration occurs both ways between manufacturing and r&d, with a significant impact on the workforce composition and competitive advantage.', 'duration': 33.747, 'max_score': 4144.136, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI4144136.jpg'}, {'end': 4262.209, 'src': 'embed', 'start': 4234.99, 'weight': 3, 'content': [{'end': 4238.634, 'text': "But what's happened is we have a fairly narrow supply base.", 'start': 4234.99, 'duration': 3.644}, {'end': 4241.356, 'text': "We don't have 3 billion suppliers.", 'start': 4238.894, 'duration': 2.462}, {'end': 4244.779, 'text': 'And they see tremendous advantages in working with us.', 'start': 4241.937, 'duration': 2.842}, {'end': 4247.962, 'text': "We're pushing our quality information systems back to them.", 'start': 4245.099, 'duration': 2.863}, {'end': 4249.864, 'text': 'As an example, Motorola is one of our key suppliers.', 'start': 4248.022, 'duration': 1.842}, {'end': 4252.306, 'text': 'Almost every key supplier has Next computers.', 'start': 4249.884, 'duration': 2.422}, {'end': 4256.99, 'text': 'And we send them statistical quality information, sometimes daily.', 'start': 4252.606, 'duration': 4.384}, {'end': 4262.209, 'text': 'daily, offer automated quality information systems on their parts.', 'start': 4258.427, 'duration': 3.782}], 'summary': 'We have a narrow supply base, not 3 billion suppliers. key suppliers like motorola receive daily quality information.', 'duration': 27.219, 'max_score': 4234.99, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI4234990.jpg'}, {'end': 4349.466, 'src': 'heatmap', 'start': 4283.38, 'weight': 4, 'content': [{'end': 4290.124, 'text': "But it's their job to get us zero defect material on time, per agreements.", 'start': 4283.38, 'duration': 6.744}, {'end': 4296.887, 'text': "And our philosophy is our money doesn't break after we give it to them, so their parts shouldn't break after they give them to us.", 'start': 4290.544, 'duration': 6.343}, {'end': 4317.818, 'text': 'Yeah? You know, I think Macs are going to continue to grow.', 'start': 4304.57, 'duration': 13.248}, {'end': 4319.499, 'text': 'It depends on what Apple does.', 'start': 4317.978, 'duration': 1.521}, {'end': 4322.601, 'text': 'I think certain segments of the Mac market are going to continue to grow.', 'start': 4319.899, 'duration': 2.702}, {'end': 4331.648, 'text': 'I think certain segments of the Mac market are not going to be targeted for future growth.', 'start': 4323.822, 'duration': 7.826}, {'end': 4336.913, 'text': 'And I think Macs are good computers to do certain things.', 'start': 4332.489, 'duration': 4.424}, {'end': 4342.697, 'text': "But to do the things that people, I think, are going to want to do in a few years, I don't think you can do them on a Mac.", 'start': 4337.373, 'duration': 5.324}, {'end': 4344.659, 'text': "I don't think you can do them on DOS and Windows.", 'start': 4343.017, 'duration': 1.642}, {'end': 4349.466, 'text': "And so I think there's a need for some new technology.", 'start': 4347.004, 'duration': 2.462}], 'summary': 'Need for zero defect material on time; mac market growth segments; need for new technology.', 'duration': 66.086, 'max_score': 4283.38, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI4283380.jpg'}], 'start': 3948.362, 'title': 'Integrating engineering and manufacturing for competitive advantage', 'summary': "Highlights the significant reduction in prototype building and the fostering of a healthy relationship between engineering and manufacturing, ultimately contributing to a competitive advantage. it also discusses the company's approach to supplier relations and future growth in certain segments of the mac market.", 'chapters': [{'end': 4183.786, 'start': 3948.362, 'title': 'Transforming engineering and manufacturing', 'summary': 'Highlights how the integration of engineering and manufacturing processes has led to a significant reduction in prototype building, fostering a healthy relationship and parallelism between the two groups, ultimately contributing to a competitive advantage.', 'duration': 235.424, 'highlights': ['The integration of engineering and manufacturing processes has resulted in no prototype building in engineering for two years, leading to a significant reduction in time and resources spent on prototyping.', 'The parallelism between engineering and manufacturing groups, working off the same databases and processes, has fostered a healthy relationship and knowledge accumulation, contributing to a competitive advantage.', 'The approach of hiring engineers for manufacturing roles and providing them with equal resources and status as R&D has led to a successful integration and migration between the two departments, ultimately contributing to a competitive advantage.']}, {'end': 4367.018, 'start': 4183.805, 'title': 'Supplier relations and future mac market', 'summary': "Discusses the company's approach to supplier relations, emphasizing a narrow supply base and the push for zero defect material on time. additionally, it touches on the future growth of certain segments in the mac market and the need for new technology.", 'duration': 183.213, 'highlights': ['The company maintains a narrow supply base, offering valuable quality information systems to key suppliers, such as Motorola, with daily statistical quality information.', "Emphasizes the push for zero defect material on time from suppliers, with a philosophy that their parts shouldn't break after delivery.", 'Discusses the future growth of certain segments in the Mac market and the need for new technology to meet evolving user needs.', 'Highlights the limitations of Macs and DOS/Windows for future user requirements, suggesting a need for new technology to address emerging computing needs.']}], 'duration': 418.656, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/Gk-9Fd2mEnI/pics/Gk-9Fd2mEnI3948362.jpg', 'highlights': ['The integration of engineering and manufacturing processes resulted in no prototype building for two years, reducing time and resources spent on prototyping.', 'The parallelism between engineering and manufacturing groups fostered a healthy relationship and knowledge accumulation, contributing to a competitive advantage.', 'The approach of hiring engineers for manufacturing roles and providing them with equal resources and status as R&D led to a successful integration and migration between the two departments, contributing to a competitive advantage.', 'The company maintains a narrow supply base, offering valuable quality information systems to key suppliers, such as Motorola, with daily statistical quality information.', "Emphasizes the push for zero defect material on time from suppliers, with a philosophy that their parts shouldn't break after delivery.", 'Discusses the future growth of certain segments in the Mac market and the need for new technology to meet evolving user needs.', 'Highlights the limitations of Macs and DOS/Windows for future user requirements, suggesting a need for new technology to address emerging computing needs.']}], 'highlights': ["Nex Corporation's financial growth with 1991 revenues hitting 127 million.", 'The strategic plan aims to grow the company to a $1 to $2 billion scale within the next 3 to 4 years.', 'The shift from spending on management productivity to operational productivity as success increases, indicating the changing focus of successful companies towards operational applications.', 'The software Next Step allows for the creation of apps 5 to 10 times faster, leading to 4x growth in the past year.', 'The integration of engineering and manufacturing processes resulted in no prototype building for two years, reducing time and resources spent on prototyping.', 'The best software will win the war, as stated by the chief information officer of the Pentagon, emphasizing the importance of software in achieving success.', 'The necessity of a direct sales force for products with high average selling prices (ASPs) is emphasized, as a software-only company could not afford 130 professionals in the field with average selling prices of $500, but can with average selling prices of $5,000.', "Macintosh's products cost close to half of Suns' products due to their highly automated factory and efficient VLSI design group, resulting in cost savings and streamlined production processes.", 'The significance of object-oriented technology as a major breakthrough since the 80s.', 'The concept of technology windows opening and closing within a timeline of around five years.']}