乔布斯传英语读后感精选3篇Word格式文档下载.docx
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乔布斯传英语读后感精选3篇Word格式文档下载.docx
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那么我们如何去写读后感呢?
以下是的乔布斯传英语读后感(精选3篇),仅供参考,欢送大家阅读。
Iwasexperiencingthefeelingofparadoxafterreadingthebook.IfeltmyeyeswetwhenIreadhisstories,abouthowMr.Jobswasabletooverethechallengesinlife.ThesearechallengesthatI,you,andalotofuswillneverencountered,butIunderstandhowitmustfeeltobeinthemiddleofthesituations,andhowitmustfeelbeinghopeless.ThisunderstandinghasledmetothebeingmovedbySteveJobs’sbra一venessandpersistence.Thepowerofhisdreamhadprovedbeyondanything,illness,unfairnessanddeath.Hecontinuedtolovehiscareerevenafterbeingdiagnosedcancer,andusedhispowerandstrengthstochangetheworldbychanginghowallofusseeit.
Hewasanerd,acrazyn,aparanoid,buttherewasnoevidencethatwouldshowhimnotbeingoneofthegreatestninhunhistory.EventhoughpeoplefoundthemselvestiredworkingwithMr.Jobs(hewassuchaparanoid),theylovedhim,ashecouldbringthenoveltytothisworldandkeadifference.Tothegreatnwhochangedtheworldwithcandipod,totheherooftheelectronicindustry,toSteveJobs,youwillalwaysbemyhero.
WhileJobsbuiltsomeofthemorevenerablebrandsinthezeitgeisttoday(Apple,Pixar)andcreatedmobiledevicesthatdrivesocialmediause,there’sanotherinsightthatemergedoverthecourseofthis600-pagejourney.It’swhatdeSteveJobsSteveJobs.It’salsoakeybusinessskillthat’srarelyaddresseddirectlyandthatisfocus.Laser-like,precisionfocusonwhatyouwantandhowyoucangetthere.
Asayoung,collegedrop-out,Jobsworkedonanapple-growingmune.Hisjob?
Pruningthetreebranchessotheywouldgrowstronger.Innyways,“theSteveJobsschoolofbusinessleadership”isoneofunderstandingfocus.FocusedWorkTeams,FocusedDesign,FocusonDetails,FocusonWhat’sNext,FocusonIdeas,NotPresentations,FocusontheCustomerExperience。
SteveJobsistheformerchiefexecutiveofficerandcofounderofApple.Also,peopleconsiderhimasoneofthemostbrilliantandsuessfulentrepreneurinthepastdecades.Appleachievesaseriessuessunderhiswiseleading,whichkespeoplecuriousaboutknowinghissecretandeverything.AppleandtheirproductsincludingIphoneandIpadhavechangedpeoples’attitudetowardelectronicdevices.Moreover,theychangethewayofourroutinelife,moreandmorepeopleareregardingAppleproductsasonepartoftheirlife.Appleachievesaseriessuessunderhisleading,whicharisepeople’scuriositytohiseverything.Whatdrivethemdifferentandchangetheworld.OneofthesignificantelementsisInnovationandcreation.Employersinappleareindeedthepeoplewhothinkdifferentlywithotherssothattheirproductsarerevolutionaryandperfectincurrenttime.SteveJobsshowsussevenprinciplesofinnovationinhisbookTheInnovationSecretsofSteveJobs.Inthisessay,Iwillexplainandtakesomeexamplesforeachofthem.
Principle1:
Dowhatyoulove
Jobssaid“dowhatyoulove”Hemeansoneshouldhavecouragetofollowyourheart.Everyonehadadreamwhenhewasyoung,butfornyreasons,theygaveitup.Itisindeedhardforonetopreservehisdream.Whenyouspendsomuchenergyandtimeononething,therearesuchroughmomentsintimeandmostpeoplegiveup.Innovationstartsfromtheinterestandpassion,withoutpassionandenthusianothingcandriveyoukeepinginnovationideastosomething.TakeJobsandWozniakasanexample,itistheirpassionandinteresttoelectronicequipmentthatdrivethesetwoSteve(boththeirgivennameisSteve)togetherandstartthislegend.
Thereissomethingthatweshouldlearnfromthisprinciple.Firstly,Itisbarelypossibleforanyonewhosueedwithoutdoingthingsyoulove,sofindyourlovebeforeyoustartanything.Secondly,onemusttrusthispassionandneverfearoffacingthefailure.
Principle2:
Putadentintheuniverse
EveryinnovationatApplestartswithabig,boldvisionandaheavydoseofinspiration.AndSteveJobsisquitewell-knownforhis“realitydistortionfield”,aphenomenonattributedtoJobswheretheleaderconvinceshisteamthatnothingisimpossible.Oneofhismotivatingsentenceswas“let’skeadentintheuniverse”.Peoplealwaysunderestitethepowerofavisionorjustaidea,actuallysometimes,itissomeboldvisionorainnovationideathatmovetheworldforward,forexample,Jobs,himself,didn’tinventpersonalputer,nordidheinventtheMP3player,heinnovatedaroundthosewiththeintroductionofMacandiPod.Hedidn’tinventthetabletputerorartphone,heputallhistimeintotheiPhoneandtheiPad,withoutaboldvision,Jobsandhisteamswillgetnothingbutanemptydream.EveryinnovationatApplestartswithabig,boldvisionandabigbunchofinspiration.
Whatpassiontoasuessfulpeopleiswhatfueltoacar,butvisionprovidesthepofyourroad.Whenwewanttokeavisionandrunafterit,itisbettertokesurethatthevisionhassomemoncharacterssuchasspecific,conciseandconsistent.
Principle3:
Kick-Startyourbrain
Wecannotdenythatdailyroutineisthegoldenmindsourceofnybrilliantpeople,especiallyinventors.Jobssaid“Creativityisjustconnectingthings”.Whichmeansthatisnotadifficultthingforanyone.Actuallyitisnotabigdealbutjust“connectingthedotsinyourlife”JobsalsosaiditinthemencementofStanford.Yetitisapitythatfewpeoplecanthinkthingsdifferentlyandconnecttheminanewway.SignificantoneofApple’sideasisthattheyuseogiesormetaphorstothinkaboutaproblem,specifically,byfindingthesimilaritiesbetweentwothingsthatareunlike.TaketheMacintoshasanexample,Partofwhatdeitgreatwasthatthepeopleworkingonitweremusicians,poets,artistsandzoologistsItisaworkofartratherthananelectronicproduct.Howaurateitis!
Peoplewhoarefilledwithinnovationideasalwayscanextendtheirthoughtstosomeotherfieldsandgetintoanewhighlevelbyactivatingeachother.
Anotherinterestingbutrealexamplewecanfoundisintheyearxx,theObagovernmentdeaactionthatshockedthepeoplealittlebit.TheyrecruitedlotsoffamousfictionnoveliststoworkwiththeFBIinordertoanticipatetheBinLaten’sshelterandrecentplan.Butitdidworkalittlebitandevenanewanti-terroristrategy.
Catchingtheinspirationsfromexperimentsandotherfieldssometimeisagoodwaytofindnewconnection.Butmostlyfindtheconnectionbetweenunfamiliarthingsandkeeppassiontoask,moreimportantly,neverfearthechangesisindeedthepointofhuntingsuess.
Principle4:
SellDreams,Notproducts
Franklyspeaking,AppleproductslikeMacandiPhoneetc.indeedarethesymboloffashion,butAppleneverdeclarethatheistheleaderoffashion.theirTheinreasonofthatistheirattitudetowardproductsandcustomers.Theytrytoprovidethebestproductstotheircustomerswhoalsohaveaworldchangeddreamsothattheydon’tjustsellforcurrentprofitsbutfortheirdreamreal.ItiswellknownthatJobsdoarketresearchorinvestigatebeforebuildanewproduct,differentlyfromothers,buthestillbuildgreatproductswithoutfocusgroups.However,it’snottosaythatAppledoesnotlistentoitscustomers.Actuallyitseemsnonecanknowtheircustomersbetterthanthem.Asjobssaid,“we,too,aregoingtothinkdifferentlyandservethepeoplewhohavebeenbuyingourproductssincethebeginning”.AppleandJobsindeedalwayscreatethingsthatarenottheircustomerswantrightnow,butwhattheywantinfuture.TakeiPadasanexample,itusedtobeconsideredasanunworthyproduct,becausepeopledon’tneedit,whilejobsthinkpeoplewillneedadevicewhichkesbrowsewebandcheckeileasier,itisalsosupposedtoprovideanewexperienceforentertainmentwhichisbetweenlaptopandphones.ThatistheoriginalmodelofiPad.Withoutabravebutartthoughtlikethat,iPadwon’tbeoneofthemostpopularequipmentnow.ItishardtosaywhetherApple’sstrategiesareavailableforeveryenterprise,however,theyusetheirownwaytocatchtheircustomerscloselytotheirproducts,whichisdefinitelyaspecialbuteffectivemethod.
TherearethousandsofelectroniccorporationsinChina,butnoneofthemhasanystylelikeApple,theyjustfollowthesocalledcustomer’scurrentneedandkealittleprofitbyproducinginafastway.So,lotsofpanieshavetosurviveonlyonchangingwiththerketandfollowingforeignfashion.Peoplebuytheirproductsjustforthelowprice.Inmyopinion,theyshouldpaymoreattentiononcustomers’dreamratherthantheirrequirementsandstopcopyingfromothers,noonewouldliketousethetoiletpapperwhichhasalreadyusedeventhoughyouoffertheminalowprice.Insteadtheyshouldkesomeproductsonbehalfofthespiritorinspirationoftheirpany.
Principle5:
Saynoto1000things
ThemottoforJobsaswellasApple,simplicityistheultitesophistication,iswidelyshowedinApple’sproducts.TakeJobs’sfamoustwo-by-twoprintedtablesasanexample.Thechartkeeverythingclearlytodesignagreatproduct,itkeyourgoalscrystal.AsJonathanIve,Appledesignleader,said“Thewayweapproachdesignisbytryingtoachievethemostwithveryleast.”Inthebook‘SteveJobs’weknowthat,Steveisdifferentinconferenceandmeeting.Jobsneverbelievein‘Marketresearch’,allhewantstodoisthatprovideaprefecttoolsforthepeoplewhowanttochangetheworld.Asaconsequenceofthat,Applejustproducethemostfriendlyandeasy-usedelectronicforpeople.
Sometimes,rejectionis
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