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Transcriber: TED Translators admin
Reviewer: Queenie Lee
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Thank you.
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Yes, it is true that I am
a Stanford graduate.
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Don't hold that against me, okay?
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My son goes to Cal,
so I have some link to Cal.
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It is really an honor
to speak at any TEDx,
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but to open one up
is really, really special.
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So last night I told my wife,
you know, of all places,
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in your wildest dreams,
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did you ever think that I would
open up TEDxBerkeley?
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And she said, honey,
you're not in my wildest dreams.
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(Laughter)
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So, welcome to my life.
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(Applause)
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You know, the theme of thinking
and defining and creating
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is all about innovation,
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so my talk is about the art of innovation.
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I use the top ten format.
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That's because I've seen
so many high-tech speakers,
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and I'll tell you,
most high-tech speakers suck,
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so I figured out very early in my career
if you use the top ten format,
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at least the audience can track
progress through your speech,
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so if they think you suck,
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they know about
how much longer you'll suck.
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So I have ten key points for you.
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I worked at Apple,
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I've been a venture capitalist,
an entrepreneur, an advisor to Google,
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I've done a lot of things,
and I've learned a lot about innovation,
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which I would like to pass on to you now
so that you may go and change the world.
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Okay?
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This is my top ten
of the art of innovation.
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It starts with the desire to make meaning
as opposed to make money.
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Making meaning means
that you change the world.
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And I think you'll notice that if you
happen to change the world,
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you will also probably make money,
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but if you start off
with the sole desire to make money,
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you probably won't make money,
you won't make meaning,
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you won't change the world,
and you will probably fail.
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So my first thought for you is:
determine how you can make meaning.
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How can you change the world?
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Here are some examples.
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With Apple, Apple wanted
to democratize computers.
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They wanted to bring computing
power to everyone.
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That's the meaning they made.
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With Google, they wanted
to democratize information,
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making information available to everyone.
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With eBay, they wanted
to democratize commerce
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so that anyone with the website
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could stand toe-to-toe
with any other large retailer.
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Examples of companies making meaning.
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And YouTube, finally, wanted
to enable people to create video,
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to upload video, to share video.
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So this is an example of the company
and the kind of meaning they made.
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And, as you know,
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they all made this kind of meaning
and they've been highly successful.
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So what I noticed in my career
is that if you truly want to make meaning,
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it's the first step towards innovation.
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The second step is to make a mantra:
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a two- or three-,
maybe four-word explanation
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of why your meaning should exist.
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This is an anti-example.
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This is the mission statement of Wendy's.
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The mission of Wendy's is to deliver
superior quality products and services
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for our customers and communities
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through leadership,
innovation, and partnerships.
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I have been through Wendy's
many times in my life -
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I've eaten at Wendy's;
I've driven through Wendy's -
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and in every occasion,
it has never occurred to me
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that "Guy, what you are participating in
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is leadership, innovation,
and partnerships."
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(Laughter)
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You know, excuse me,
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but I thought I was just getting
French fries, Coke, and a hamburger.
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This is the problem
with mission statements.
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Don't make a mission statement.
Make a mantra.
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Wendy's mantra
should be "Healthy fast food."
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Three words that determine
what Wendy's is trying to do.
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Somewhat oxymoronic -
but "Healthy fast food."
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Nike. Nike has a great slogan: Just do it.
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That's a slogan.
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A mantra explains why you should exist,
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and the Nike mantra
is "Authentic athletic performance."
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And finally, there's FedEx.
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When you absolutely, positively
want something somewhere,
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what does FedEx stand for?
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It stands for "Peace of mind."
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So my second recommendation to you
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is that when you decide
on the kind of meaning you make,
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try to find two or three words
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that describe why
that meaning should exist.
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Not a 50-word mission statement,
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two- or three-word mantra.
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The third thing
is a matter of perspective.
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The perspective is to jump curves.
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Not to stay on the same
stupid curve that you're on.
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Not to try to do things 10% better.
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When we were creating the Macintosh,
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we were not trying
to make a slightly better Apple II
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or a slightly better MS-DOS machine.
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We were trying to jump
to the next curve of personal computing.
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The greatest example
of this occurs in the ice business.
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Ice 1.0.
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In the late 1800s early 1900s,
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there was an ice harvesting business
in the United States.
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This meant that Bubba
and Jr., during winter,
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would go to a frozen lake or pond,
cut blocks of ice.
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Nine million pounds of ice
was harvested in 1900.
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Their idea of innovation
was: bigger horse,
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more horses, bigger sleigh, sharper saw.
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But it was fundamentally: wait for winter,
live in a cold city, cut blocks of ice.
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30 years later, we have Ice 2.0.
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Now we have the ice factory.
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Major technological breakthrough.
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It did not have to be winter;
it did not have to be a cold city.
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You froze water centrally
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and delivered it
via the ice man in the ice truck.
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Imagine the breakthrough this was.
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No more limitations by climate.
No more limitations by season.
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You could have an ice factory.
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30 years go by, we have Ice 3.0.
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Refrigerator curve.
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Now, it's not a matter of
can you freeze water, essentially?
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Can you put it in a truck?
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Can you deliver the ice to people?
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Now, everybody could
have their own personal ice factory.
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A PC, if you will. A Personal Chiller.
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(Laughter)
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The very interesting story
about all of these curves
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is that none of the organizations
that were ice harvesters
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became ice factories,
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and ice factories did not
become refrigerator companies,
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because most companies define themselves
in terms of what they do,
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not the benefits they provide.
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If you define yourself
as we cut blocks of ice out of lakes,
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you remain an ice harvester.
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If you define yourself
as we freeze water centrally,
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you remain an ice factory.
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If you define yourself
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as we make a mechanical gadget
called a refrigerator,
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then you stay on the refrigerator curve.
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Great innovation occurs
when you get to the next curve,
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when you go from telephone to Internet,
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when you go from a Daisy-wheel printer
to a laser printer, to 3D printing.
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Great innovation occurs on the next curve.
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The fourth thing is to roll the DICEE.
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These are the five qualities
of great innovation.
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Great innovation is deep.
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Lots of features. Lots of functionality.
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This is a picture
of a fanning sandal made by Reef.
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Arguably the deepest sandal ever made.
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Every sandal has one primary purpose:
to protect your feet.
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If you look at that circled area,
that's a metal clip.
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That metal clip is for the sandal
to open beer bottles.
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This sandal has twice the functionality.
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Twice the depth of any other
sandal in the world.
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Great products are also intelligent.
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When you look at it, you say, "Aha,
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somebody understood my pain;
somebody understood my problem."
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This is a GT500 Shelby Mustang.
650 horsepower.
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For those of you in Berkeley
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who do not rate the horsepower
in muscle cars, this is 6.8 Priuses.
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(Laughter)
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I would love to buy one of these cars.
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59 years old,
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going through a midlife crisis,
feelings of impotency: I would love ...
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(Laughter)
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I would love to buy this car to compensate
for my feelings of inadequacy.
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However, I have two teenage boys;
one's 18, and one's 20.
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And I know that no matter
how carefully I plan it,
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there may be instances
where they may drive my car.
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And the thought of them
in a 650 horsepower car is immoral.
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(Laughter)
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I've learned, however, that Ford makes
a very intelligent product
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called the MyKey.
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And what the MyKey enables you to do
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is program the top speed
of the car into the key.
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Very intelligent product.
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Great products are also complete.
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It's the totality of the product.
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In the software business,
it's not just the software;
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it's not just the DVD.
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It's the webinar;
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it's the documentation;
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it's the android developers
if you have an android phone;
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it's the iOS developers
if you have an iOS phone;
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it's the totality.
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Great products are also empowering.
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They make you more creative,
more productive.
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They enhance you.
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They change the meaning of your life.
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This is a picture of a MacBook Air.
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If you use a Macintosh,
it becomes one with you.
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It makes you more creative
and more powerful.
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More productive.
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Windows you have to fight.
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You have to wrestle Windows to the ground.
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You need to defeat Windows.
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(Laughter)
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And, finally, great products are elegant.
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Somebody cared about the user interface.
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So as you go through life,
and you're trying to jump curves,
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ask yourself, "Am I creating something
that's deep and intelligent,
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and complete, and empowering, and elegant?
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Am I rolling the DICEE?"
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The fifth thing is -
I stole something from Bobby McFerrin.
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He had a great song.
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Don't Worry. Be Happy.
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But what innovators do
is don't worry, be crappy,
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which is to say, when you
have the first refrigerator,
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there may be elements of crappiness to it.
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When you have the first laser printer,
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there may be elements of crappiness to it.
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When you had the first Macintosh,
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thanks to my efforts
there was no software;
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there was no hard disk,
not enough RAM, too slow a chip.
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Lots of elements of crappiness to it.
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But, if you waited for the perfect world
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and you waited till the chips
were cheap enough, and fast enough,
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and everything was in place,
you would never ship.
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And I learned a very valuable lesson.
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Don't worry. Be Crappy.
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When you have jumped to the next curve,
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it's OK to have elements of crappiness
to your revolution.
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I am not saying you should ship crap.
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I am saying that you should
ship things that are revolutionary,
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innovative, on the next curve
that have elements of crappiness to it.
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Biotech people, ignore this slide.
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(Laughter)
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Number six is to let 100 flowers blossom.
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I stole this from chairman Mao
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although it's not clear to me
he ever implemented this.
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Letting 100 flowers blossom
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means that at the start
of great innovation,
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you may think you have in mind
exactly who your user is,
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exactly who your customer is,
what they should do with your product.
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And you may be surprised
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that people are going to use your product
in ways you did not anticipate.
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It's going to be people who you did not
anticipate would be using it at all.
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And when this occurs: hallelujah!
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Thank God that it's occurring.
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Positioning and branding
ultimately comes down
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to what the consumer decides,
not to what you decide.
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So, with Macintosh, we thought
we had a spreadsheet, database,
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and word processing machine.
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We were zero for three there.
00:11:13
What made Macintosh successful
was Aldus PageMaker.
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PageMaker created a field
of flowers called desktop publishing.
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Desktop publishing
was what saved Macintosh.
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Not spreadsheet, database,
or word processor.
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If we focused on spreadsheet, database,
and word processor
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and ignored desktop publishing,
Apple would be dead today.
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With Apple dead,
it would be a different world.
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We'd all have phones with real keypads;
the batteries would last more than a day;
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the GPS would actually work.
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It would be a different world, right?
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Aldus PageMaker was a gift
from God to Apple because it saved Apple.
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I believe in God,
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and one reason why I believe in God
is there is no other explanation
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for Apple's continued survival
than the existence of God.
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(Laughter)
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Let 100 flowers blossom.
Don't be proud.
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Take your best shot
with positioning and branding,
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but then when customers use your product,
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if they say it's a desktop
publishing machine:
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Hallelujah! Declare victory.
It is now a desktop publishing machine.
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Number seven, polarize people.
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Great products, great services,
great innovation polarizes people.
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This is a TiVo. People like me,
who travel a lot - I love TiVo.
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We have four TiVos in our house.
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I need to time shift a lot of TV;
I love to watch TV.
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There are people who also hate TiVo.
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People who hate TiVo
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usually work for large brands
and advertising agencies,
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because people like me,
we watch advertising one day a year.
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About a week ago, right?
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We watch Super Bowl ads.
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The rest of the year,
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we are fast-forwarding
with TiVo through ads.
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Great products polarize people.
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If you're an agency, you hate TiVo.
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If you're me, you love TiVo.
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You can love or hate a Harley-Davidson.
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You can love or hate a Macintosh.
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You can love or hate an iPhone.
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I'm not saying that you should
intentionally piss people off,
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but I'm telling you
that great products polarize people.
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Don't be afraid of polarizing people.
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Number eight is churn, baby, churn.
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This is stolen from the Black Panthers,
who said "burn, baby burn."
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But what innovators in business do
is they churn, baby churn.
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They take version 1,
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and they make it 1.1, 1.2,
1.3, 1.4, 1.5, 2.0;
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the hardest thing in the world.
00:13:23
Because to be an innovator,
you need to be in denial.
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You need to be in denial
because the naysayers will tell you
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it can't be done,
shouldn't be done, not necessary.
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You need to ignore those people.
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But as soon as you ship,
you need to flip that bit
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and start listening to people
and churn your product.
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Change it, change it, and change it,
and keep evolving it.
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Number nine is all the marketing
you need to know.
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It is to niche thyself.
It's a very simple chart.
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On the vertical axis,
we measure uniqueness.
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On the horizontal axis,
we measure value.
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This is a 2 × 2 matrices.
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When you graduate,
if you go to work for McKinsey,
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you'll be charging five million dollars
for people to figure out
00:14:02
that they want to be in the upper
right-hand corner of this chart.
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(Laughter)
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Let's go through all corners,
in the bottom right
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is where you have something
of great value but it's not unique.
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There, you have to compete on price.
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This is what I call the Dell corner.
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Slap the same operating system
on the same hardware.
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You have to compete on price.
00:14:21
In the opposite corner,
you have something truly unique.
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Only you do it, but it is of no value.
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In that corner you are just plain stupid.
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(Laughter)
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Bottom left corner,
we call that the USC corner.
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The bottom left corner ...
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(Laughter)
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(Applause) (Cheering)
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The bottom left corner
is what I call the .com corner.
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In the .com corner,
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you have something that's not
valuable and not unique.
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Like buying dog food online.
We buy dog food online.
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You pay as much for the dog food,
because of shipping and handling,
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and then you have to be at home
00:14:55
when UPS drops off
the dead cow in the can.
00:14:57
So it's not very convenient
and it's just as expensive,
00:15:00
so it's not valuable.
00:15:02
And then stupid people like me,
because there was pets.com,
00:15:04
we decided we had to have our
own portfolio in pets.com
00:15:07
so there were multiple ways
00:15:09
to spend the same amount of money
on dog food, less conveniently.
00:15:12
That's the worst corner.
00:15:13
Not valuable. Not unique.
00:15:15
If you want to be in
is the upper right-hand corner.
00:15:17
In that corner, you are unique.
00:15:20
Where I go to movies,
I can only buy tickets with Fandango.
00:15:23
When you take kids to a movie,
00:15:25
you really want to know
you have a ticket before you go.
00:15:27
By the way, may I highly
recommend the Lego Movie?
00:15:31
It is a fantastic movie.
Trust me when I tell you.
00:15:35
Go see the Lego Movie. Fandango.
00:15:37
The only way you can buy a ticket.
00:15:39
Breitling emergency watch.
00:15:40
The only watch that can save your life.
00:15:42
Pull out the big knob,
puts out an emergency signal.
00:15:44
That watch can save your life.
00:15:46
Smart car.
00:15:47
Everybody has cars
that can park parallel to the curb
00:15:49
when there's lots of parking.
00:15:51
How many of us have a car that can
park perpendicular to the curb, right?
00:15:56
If you're an engineer,
make a product unique and valuable.
00:15:58
If you're a marketing person,
00:16:00
you communicate to the world
that your product is unique and valuable.
00:16:03
Number ten, perfect your pitch.
00:16:06
If you're an innovator,
you have to learn to pitch.
00:16:10
Two key points about pitching.
00:16:11
First, customize your introduction.
00:16:14
Start with something
customized to the audience.
00:16:19
This is a picture
of an LG washer and dryer.
00:16:21
I used these pictures to introduce
my speech in Latin America
00:16:24
when I was speaking to the LG management.
00:16:26
However, to tell you
the backstory behind this,
00:16:29
I was already in Brazil
when I thought about:
00:16:31
well, I should use the picture of
our LG washer and dryer.
00:16:34
So I didn't have pictures,
not something I carry with me, you know?
00:16:37
Pictures of your washer and dryer.
00:16:39
So I sent a text message
to my two older boys,
00:16:41
one of whom is in the audience right now.
00:16:43
His name is Nic, older boy.
00:16:45
Younger boy, Noah.
00:16:47
So I sent them a message saying,
00:16:48
you know, get off
the Call of Duty that I bought you
00:16:51
on the Xbox that I bought you
in the house that I bought you.
00:16:54
Take your iPhone that I bought you;
00:16:56
go downstairs - both of you -
take pictures of the LG washer and dryer.
00:16:59
I need it right away.
00:17:01
15 minutes go by, nothing happens, right?
00:17:04
So, again, Nic is the older boy.
He's the cowboy.
00:17:08
The other one is in high school still.
00:17:10
So this is what happens.
00:17:11
This is the text message.
I send Nic a text message.
00:17:14
Did you get my text message
because I don't see the pictures.
00:17:16
Nick responds that Noah,
his younger brother,
00:17:19
said he would take the pictures.
00:17:20
By the way, can you get us some free TVs?
00:17:23
(Laughter)
00:17:24
Welcome to my life.
00:17:26
And then you see my bottom response.
00:17:29
I don't think so, Nic.
00:17:31
Welcome to my life.
00:17:32
The key here is to customize
your introduction.
00:17:35
When I spoke in Moscow,
00:17:37
I opened up with this slide and I said,
00:17:39
"Wow, you Russians have big balls."
00:17:41
(Laughter)
00:17:43
In Istanbul, I opened up with this picture
of me in the Grand Bazaar.
00:17:46
That guy behind me is the shopkeeper.
00:17:48
He is really happy.
You know why he's really happy?
00:17:50
Because he's thinking, this dumbass
American tourist is going to buy this fez.
00:17:54
(Laughter)
00:17:56
This fez has been in my family
for three generations.
00:17:58
I finally found somebody
stupid enough to buy this fez.
00:18:01
Trust me when I tell you,
if you'd open up a speech in Istanbul
00:18:04
with a thing like that,
a picture like that, you own the audience.
00:18:08
Customize your introduction.
More on slides.
00:18:11
10, 20, 30 rule of presentations.
00:18:13
The optimal number of slides
in a presentation is ten.
00:18:16
Ten.
00:18:17
Now, you're all Cal people.
You're not stupid.
00:18:19
You know I'm way past ten.
00:18:21
You may be thinking I'm a hypocrite.
00:18:23
How should I explain this?
00:18:24
I will explain this: you are not me, OK?
00:18:27
(Laughter)
00:18:29
Ten slides.
00:18:31
You should be able to give
these ten slides in 20 minutes.
00:18:34
Yes, you may have an hour slot,
but to this day, unfortunately,
00:18:37
95% of the world uses Windows laptops.
00:18:40
Those people need 40 minutes
to make it work with the projector.
00:18:43
(Laughter)
00:18:44
And the last thing is the optimal
size font is 30 points.
00:18:47
A good rule of thumb is to take
the oldest person in the audience;
00:18:50
divide their age by two:
00:18:52
60-year-old divided by two, 30.
00:18:53
50-year-old divided by two, 25 points.
00:18:56
Someday, you may
be pitching a 16-year-old VC.
00:18:58
That day, God bless you.
Use the 8 point font.
00:19:00
(Laughter)
00:19:01
Eleven, as a bonus
to my friends here at Cal:
00:19:04
don't let the Bozos grind you down;
they will try to grind you down.
00:19:08
The more innovative you are,
the more they'll try to grind you down.
00:19:11
There's two kinds of Bozos in the world.
I'm an expert in Bozos, OK?
00:19:14
Two kinds of Bozos.
00:19:15
Slovenly, disgusting, pocket protector,
body odor, just a loser of a person.
00:19:19
Rusty car. Japanese watch.
00:19:21
You look at and say, "Wow, what a loser!"
00:19:23
That person is not dangerous
00:19:25
because that person
is so obviously a loser,
00:19:27
only a loser would listen to that loser.
00:19:30
Because you're not losers,
you won't listen to that person;
00:19:32
hence, that person is not dangerous.
00:19:35
The dangerous Bozo dresses in all black.
00:19:37
The dangerous Bozo
owns a lot of stuff that ends in "I."
00:19:41
Like Armani, Maserati,
Lamborghini, Ferrari, OK?
00:19:44
(Laughter)
00:19:45
Audi is OK, a rare exception.
00:19:47
(Laughter)
00:19:49
That's the dangerous Bozo
00:19:50
because you think
rich and famous parses too smart.
00:19:54
But rich and famous parses
too lucky, not smart,
00:19:57
at least half the time.
00:19:59
So I believe that Bozosity
is like the flu:
00:20:01
you need to be exposed to Bozosity
00:20:03
so that when you encounter big Bozosity,
you have already built up the antigens.
00:20:07
I am going to expose you to some Bozosity.
00:20:10
"I think there is a world market
for maybe five computers."
00:20:13
Thomas Watson of IBM.
00:20:14
Five computers. I have
five Macintoshes in my house.
00:20:17
In other words, I have all the computers
00:20:19
he anticipated in the world,
in my house today.
00:20:22
"This telephone has too many shortcomings
00:20:24
to be seriously considered
as a means of communication.
00:20:26
The device is inherently
of no value to us."
00:20:29
Western Union, internal memo, 1876.
00:20:31
Western Union wrote off telephony in 1876.
00:20:36
Western Union should be PayPal today.
00:20:39
Oops!
00:20:40
(Laughter)
00:20:41
There is no reason by anyone would
want a computer in their home - Ken Olsen.
00:20:45
Great innovator, great entrepreneur,
said this about computers.
00:20:49
There's no reason to have
a computer in your home.
00:20:51
How many have a computer
in your home today?
00:20:53
Because according to Ken Olsen
there's no reason.
00:20:55
He was a great innovator,
00:20:57
extremely good entrepreneur,
00:20:59
but he was so successful on,
let us say, the ice factory curve,
00:21:03
he could not appreciate the next curve,
00:21:07
the refrigerator curve.
00:21:08
And that is the art of innovation.
00:21:11
Thank you very much.
00:21:12
(Cheering) (Applause)
