Brent Schlender interviewed Steve Jobs many times over the past 25 years and recently rediscovered the audio tapes of those interviews. What he found was in those years between his departure from Apple in 1985 to his return in 1996, Jobs learned how to become a better businessman and arguably a better person.
The lessons are powerful: Jobs matured as a manager and a boss; learned how to make the most of partnerships; found a way to turn his native stubbornness into a productive perseverance. He became a corporate architect, coming to appreciate the scaffolding of a business just as much as the skeletons of real buildings, which always fascinated him. He mastered the art of negotiation by immersing himself in Hollywood, and learned how to successfully manage creative talent, namely the artists at Pixar. Perhaps most important, he developed an astonishing adaptability that was critical to the hit-after-hit-after-hit climb of Apple’s last decade. All this, during a time many remember as his most disappointing.
The discussion of the lessons he took from Pixar and put into Apple was especially interesting.
And just as he had at Pixar, he aligned the company behind those projects. In a way that had never been done before at a technology company—but that looked a lot like an animation studio bent on delivering one great movie a year—Jobs created the organizational strength to deliver one hit after another, each an extension of Apple’s position as the consumer’s digital hub, each as strong as its predecessor. If there’s anything that parallels Apple’s decade-long string of hits—iMac, PowerBook, iPod, iTunes, iPhone, iPad, to list just the blockbusters—it’s Pixar’s string of winners, including Toy Story, Monsters, Inc., Finding Nemo, The Incredibles, WALL-E, and Up. These insanely great products could have come only from insanely great companies, and that’s what Jobs had learned to build.