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.
Following is the full transcript of Jobs’ lecture at MIT Sloan School of Management (1992).
Steve Jobs – President & CEO, NeXT Computer Corp.
Hi. I guess we get to spend an hour or so together today. And most of the time, I wanted to spend just talking about what you want to talk and answering some questions.
But I thought if you wanted, I’d take about 10 minutes or 15 minutes upfront and tell you what we’re doing at NeXT and why the world might need another computer company. Is that something you guys think about these things? OK.
I thought I’d tell you about some of our mistakes. Maybe that would be more useful. We have a lot of scar tissue.
There is a really interesting book that was written by a guy named Paul Strassmann. And Paul has one of the more interesting jobs in the planet. He’s the Chief Information Officer — CIO of a very large organization called the Pentagon. And they really understand software there. 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. And so they’re trying to do a lot of work in the software area.
He wrote a book, though, before he got this job called The Business Value of Computers. It’s rather thick, and it’s not good bedtime reading. But you can plow through it, and there’s some incredible stuff in it.
And he asked two questions in particular. One was, he surveyed a bunch of companies from not very successful all the way up through really successful. And there’s somebody taking notes here. He asked how much they spent on information technology as a percentage of revenues. And he got a very counter-intuitive answer, right?
You’d think that either the really successful companies would either spend more or less than the not-successful companies, depending on your theory. But it was exactly the same. They all spent about 2% of revenues on information technology.
And he found this curious, and so he asked another question. How did they spend their money? And he found out that the really successful ones — actually, let’s start with the not-so-successful ones. As success increases and dollars increase, 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 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. PCs and Macs never attacked operational productivity. They just attacked management productivity. Why is that? 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.
Unless you’re a very, very small business, then you can run some accounting packages. But other than that, if you were a medium-sized or large business, these things never attacked operational productivity.
So we zoom out and we say, how have people attacked operational productivity with information technology? 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. And most of them were kind of back-room apps. And it sort of worked for the very few that could afford to do this.
In the ’70s, they got a mainframe and some terminals, and they did the same thing. And a few of them got a few mini computers and terminals and tried to do it a little cheaper.