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AppleInsider | Apple design chief Jonathan Ive awarded knighthood
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“I am keenly aware that I benefit from a wonderful tradition in the UK of designing and making,” he said. “I discovered at an early age that all I’ve ever wanted to do is design.”
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“He’s a fantastic craftsman,” Ive said, as noted in Jobs’ biography. “His Christmas gift to me would be one day of his time in his college workshop, during the Christmas break when no one else was there, helping me make whatever I dreamed up.”
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“I discovered the Mac and felt I had a connection with the people who were making this product,” he said. “I suddenly understood what a company was, or was supposed to be.”
After graduating, Ive worked as a designer in the U.K., eventually founding a design agency. Apple hired the firm to do design work and was so impressed by Ive’s work that it offered him a full-time position. -
“There’s no one who can tell him what to do,” Jobs told biographer Walter Isaacson. “That’s the way I set it up.’”
While Jobs and Ive were close friends, Ive did admit to Isaacson that he felt Jobs had stolen the credit for some of his ideas.
”[Jobs] will go through a process of looking at my ideas and say, ‘That’s no good. That’s not very good. I like that one,’” Ive told Isaacson in an interview. “And later I will be sitting in the audience and he will be talking about it as if it was his idea. I pay maniacal attention to where an idea comes from, and I even keep notebooks filled with my ideas. So it hurts when he takes credit for one of my designs.”
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热酷2000余万美元收购奇乐互动 赴美上市待时机_互联网_科技时代_新浪网
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在新浪科技的反复追问下，刘勇最后透露这笔交易的涉资规模超过2000万美元。在国内社交游戏行业，这无疑是一笔不小的手笔。
“在中国公司，收购一家公司非常困难”，刘勇说。他遇到的阻力来自投资者、董事会，甚至热酷的团队也要问他：为什么我们自己不做，而要去收购？这种并购无疑涉及两家公司、多个平台的利益博弈，仅团队整合一项就已是难事。
这么做的原因，刘勇归纳为四个字：时机、人才。“做公司最重要是跑得快，能抓住市场机会”，刘勇告诉新浪科技，热酷的价值观第一条就是：快比慢好。
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过去的一年里，热酷仍旧坚持在中国和日本两个市场重点发展。官方给出的数据显示，在日本最大社交网站Mixi上，排名前四五位的游戏都由热酷提供。热酷在日本市场的DAU(日活跃用户)为100万，日本社交网络的总DAU为不到2000万。
对比中国、美国、日本三个市场，刘勇给出的排序是：日本、美国、中国。他给出的数字显示，日本一个用户的盈利能力是中国市场的10-20倍。与之相比，国内市场的用户规模更大，但在游戏化水平、版权尊重等方面仍需要不断提升。
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Archive for December, 2011
My daily readings 12/31/2011
December 31, 2011My daily readings 12/27/2011
December 27, 2011My daily readings 12/26/2011
December 26, 2011-
很多人认为X’mas是Christmas的缩写，但这种说法不
很多人认为X’mas是Christmas的缩写，但这种说法不正确。Xmas是Christmas的代写而非缩写，且并不是X’mas而是Xmas，将Christ以X代写，是因为希腊语中的基督首字母与X很相像，而早期基督徒使用的文字为希腊文，所以真正的”Xmas”其实是两种语言的结合。
My daily readings 12/25/2011
December 25, 2011-
苹果前高管：带领英特尔杀入智能手机界_通讯与电讯_科技时代_新浪网
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根据Strategy Analytics的数据，今年第三季度，全球智能手机销售总额为22.4亿美元，而英特尔该季度营收为147亿美元。然而根据IHS iSuppli的估计，明年智能手机的销售量将同比增长32%，而PC处理器市场的增长率则不会很高。
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在Palm，贝尔曾领导团队开发了Palm Pre和Palm Pixi。在Palm去年被惠普(微博)收购之后，贝尔和其他多名高管一样从公司辞职。在此之前，他曾供职苹果16年时间，参与了iMac、iPhone和Apple TV的开发。一名熟悉贝尔的业内人士表示，贝尔的优势在于他了解如何设计及开发手机，并将手机推向市场。他知道如何使各个部分协同工作，例如软件和硬件，他不会仅仅专注于芯片。
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贝尔表示：“如果你真的希望使所做的工作更有效，那么目光仅瞄准一处远远不够。开发一个系统需要了解整个工作流。这也是区别优秀产品和拼凑起来产品的重要因素。”
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贝尔目前还是Napa Valley酒厂的合伙人。在惠普收购Palm之后，他曾开玩笑地表示，他将建设自己的葡萄园。不过，他目前已经带领英特尔重新开始竞争。他表示：“智能手机的发展速度远远超过PC，我怎么可能不希望参与其中？红酒生意可以再等等。”
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My daily readings 12/24/2011
December 24, 2011My daily readings 12/22/2011
December 22, 2011-
成都的移动互联网创业者：成本优势显著_互联网_科技时代_新浪网
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依靠几款苹果APP平台手机游戏，简乐互动公司仅30人至40人的团队，营收就超过1000万元。
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负责无线领域投资的经纬创投(微博)合伙人万浩基透露，他在国内投资的20多个项目，成都占了5个。
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许多移动互联网公司的佼佼者并不愿到成都来。中国手机游戏开发公司之一数字顽石2006年在北京成立时，初期营收仅几万元，如今已上亿元。公司CEO吴刚说，之前，公司曾考虑在成都落地，但考察后觉得“精力有限”。因为，手机游戏生命周期短，对已粗具规模的中小型手机游戏开发商来说，应进一步塑造品牌影响力，在北京等地更有优势。
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My daily readings 12/21/2011
December 21, 2011-
Amazon.com and Jeff Bezos Talk Long Term and Mean It – NYTimes.com
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In 1997, the year Amazon.com went public, its chief executive, Jeff Bezos, issued a manifesto: “It’s all about the long term,” he said. He warned shareholders “we may make decisions and weigh tradeoffs differently than some companies” and urged them to make sure that a long-term approach “is consistent with your investment policy.” Amazon’s management and employees “are working to build something important, something that matters to our customers, something that we can tell our grandchildren about,” he added.
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Is Social Saturated? | Argyle Social
Does the patten shifted? From lazy sharing to curation?
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- Apps that require more time of more users will not succeed. The days of a new-app-a-minute and tremendous time-wasters are over. (He cites FourSquare as one such time-suck, but we really like FourSquare at Argyle!) Social-savvy consumers will stop allowing the firehose of content to bowl them over. They will become pickier and consumption will happen on their terms. Scarcity of time will dictate which apps survive. Sorry, Fruit Ninja. It’s been real.
- Apps that are efficient, faster, and smarter will thrive. Any app that has a higher value to time ratio will outpace and outperform (and potentially be acquired by a much larger company with ambitious social plans on the horizon).
- These two predictions will eventually lead to a time period Colony refers to as PoSo – or post social. Startups that adapt to the post-social demands (less time, more content) have an unparalleled opportunity. Success in a post-social world will depend not on volume of content, but the ability to do more with less.
Moving forward, ask your company these two questions: Does our app’s success depend on gaining more users to spend even more time? If the answer is yes, it’s time to rethink your strategy.
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My daily readings 12/20/2011
December 20, 2011-
An Indian Inventor Disrupts The Period Industry | Co.Exist: World changing ideas and innovation
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Quora Expands Beyond Q&A, Launches ‘Boards’ — A Way To Personally Curate Information | TechCrunch
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Quora is taking a step beyond Q&A this morning with its latest product launch, boards. Users can now set up their own personal-themed bookmarking boards, sort of like a Pinterest for text-based information.
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Writes Quora CEO Adam D’Angelo in a blog post, “As Quora has grown, we’ve learned that people want to read the most interesting content regardless of whether it happens to be in question and answer format or not.” D’Angelo tells me that this shift fits in better with Quora’s new goal, “to connect you with everything you want to know about.” Its old goal was described as “a continuously improving collection of questions and answers.”
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Board onboarding (heh) is easy. Users who want to create a board will now see a “Create a board” option at the top right of Quora and on their header dashboard. Anything can be posted to a board, whether it be links to web content like news and video, images, stuff on Quora like Questions and answers or text commentary.
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Boards will, D’Angelo and Charlie Cheever hope, cut down on Quora newsfeed clutter, and make it easier for people to curate their Quora experience. But it’s not a pivot says D’Angelo, “We see this as expanding what Quora is. People have their favorite answers. There’s also people who write a lot of stuff and a number of masterpieces. This is a way to bookmark the things that people want to reference a bunch of times.”
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Startuphood And Parenthood: Not For The Faint Of Heart | TechCrunch
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MITx positions to offer certification for completing courses online | Hacker News
My daily readings 12/19/2011
December 19, 2011-
Fab.com | daily design for everyone
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Washington Post: The case for old entrepreneurs
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“People under 35 are the people who make change happen,” said venture capitalist Vinod Khosla, “People over 45 basically die in terms of new ideas.”
Khosla, who believes that old entrepreneurs can’t innovate because they keep “falling back on old habits,” said this at the NASSCOM Product Enclave in Bangalore, on Nov. 9.
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My daily readings 12/17/2011
December 17, 2011-
A New Path: Path Grows Daily Users 30x Since Relaunch | TechCrunch
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Path relaunched 18 days ago, changing course from photo-sharing to everything sharing, in a beautifully wrapped package with emphasis on simplicity. Many have likened the product to a better designed Facebook for your phone, which is fair and probably a compliment. But everything isn’t coming up roses, and the product still has kinks it needs to iron out.
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Curate Your Own Digital Magazine With Scoop.it For iPhone | TechCrunch
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Focus on building 10x teams, not on hiring 10x developers « Avichal’s Blog
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The “Economics of Superstars” observes that in some industries, marginally more talented people/groups generate exponentially more value [0]
The Economics of Superstars phenomenon requires a distribution channel to move a large volume of goods. For superstar athletes, television enables endorsements and merchandise sales. For software developers, the Internet enables scalable distribution of digital goods.
Finding a way to be 10x better than median can now generate exponentially more value for people who make digital goods.
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A bunch of 10x people != A 10x team
Most hiring processes assume that if you find a great developer and put them on a great team, the individual and team will do well. Good teams try to nail down “culture fit” but this is usually only based on whether the candidate gets along with the team.
Throwing together a bunch of great developers who get along does not make for a 10x team.
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