- When describing his period of exile from Apple —... — Steve Jobs described one fundamental root cause of Apple's problems. That was to let profitability outweigh passion : "My passion has been to build an enduring company where people were motivated to make great products. The products, not the profits, were the motivation . Sculley flipped these priorities to where the goal was to make money. It's a subtle difference, but it ends up meaning everything."
- Profit was viewed as necessary, but not sufficient, to justify everything Apple did . That attitude resulted in a company that looks entirely different to almost any other modern Fortune 500 company
- An executive who worked at both Apple and Microsoft described the differences this way: "Microsoft tries to find pockets of unrealized revenue and then figures out what to make. Apple is just the opposite: It thinks of great products, then sells them. Prototypes and demos always come before spreadsheets ."
- Everything — the business, the people — are subservient to the mission: building great products. And rather than listening to, or asking their customers what they wanted; Apple would solve problems customers didn't know they had with products they didn't even realize they wanted.
- on the iPad disrupting the Mac business: "Yes, I think there is some cannibalization... the iPad team works on making their product the best. Same with the Mac team." It's almost unheard of to be able to manage disruption like this. Apple has made the creation of value for customers its priority.When you do this, the fear of cannibalization or disruption of one's self just melts away.
- That "subtle difference" — of flipping the priorities away from profit and back to great products — took Apple from three months away from bankruptcy, to one of the most valuable and influential companies in the world.