Jayliew personal page - To The Moon

Jayliew

Jayliew

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2022-01-11

$e家快服(EJH)$😃

2022-07-08

😒😒😒😒😒

2022-08-08

$天阶控股(E27.SI)$😓😓

2022-05-18

😓

Summer is coming, U.S. gasoline indicators turn red, and Biden is under great pressure

2022-09-05

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2022-11-05

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2022-09-08

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2022-08-31

$苹果(AAPL)$😏😏😏😏😏😏😏

2022-04-29

$易电行(EZGO)$😃

2022-04-20

$苹果(AAPL)$👀

2022-08-29

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2022-08-28

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2022-04-24

$e家快服(EJH)$😄😄

2022-11-18

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2022-09-26

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2022-09-25

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2022-06-11

😏

Semiconductor sector falls, U.S. regulators launch investigations into some semiconductor equipment

2022-05-23

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Former Apple executives reveal secrets: How to overcome the "isolated island" formed by the culture of confidentiality

2022-10-31

$Grab Holdings(GRAB)$

2022-10-17

$Grab Holdings(GRAB)$

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href=\"https://ttm.financial/S/E27.SI\">$天阶控股(E27.SI)$</a>😓😓","listText":"<a 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07:41","market":"hk","language":"zh","title":"Summer is coming, U.S. gasoline indicators turn red, and Biden is under great pressure","url":"https://stock-news.laohu8.com/highlight/detail?id=2236275919","media":"华尔街见闻","summary":"当前美国油市异常紧张，考虑到马上到来的夏季出行高峰，诸多指标显示，最糟的情况还未到来。这会让美国总统拜登相当头疼。与此同时，美国汽油均价再创历史新高，至每加仑4.48美元。今年3月，美国汽油的平均价格自2008年以来首次超过4美元。美国汽油库存降至2015年同期以来的最低水平。","content":"<p><html><head></head><body>U.S. gasoline prices continue to hit new highs, gasoline inventories are sluggish, and spot premiums and futures spreads displayed in the futures market all indicate that the U.S. oil market is extremely tight. Considering the upcoming summer travel peak, the worst may not yet come. The current U.S. oil market is extremely tense. Considering the upcoming summer travel peak, many indicators show that the worst has not yet arrived. What American consumers will face next will be a more scarce energy market and more expensive oil prices. This will cause a headache for US President Biden.</p><p>On Monday, June U.S. oil and July Brent oil futures both rose above $114 in intraday trading. U.S. oil WTI June futures rose as high as $4.41, or 4%, during the session, and pushed up to $115 at a daily high; July futures rose as high as $3.82 or 3.5%, rising above $112, rising for four consecutive days, close to recovering all losses since March 28. International Brent oil rose as much as US $3.21, or 2.9%, during the day, rising above US $114, rising for two consecutive days to the highest level since April.</p><p>At the same time,<b>The average price of gasoline in the United States hit another record high, reaching $4.48 per gallon. In the past week, the average price of gasoline in the United States has repeatedly hit record highs.</b>In March, the average price of gasoline in the United States exceeded $4 for the first time since 2008. In the days that followed, it remained above $4.</p><p>U.S. natural gas prices have more than doubled this year, soaring from about $3.730/million British thermal units at the beginning of the year to about $7.96 currently.</p><p>Along with soaring energy prices are sluggish inventories.<b>U.S. gasoline inventories fell to their lowest level since the same period in 2015.</b></p><p>Looking at the futures market,<b>Futures spreads show record profits from converting crude oil into gasoline. The premium between spot and futures is the largest since September 2017.</b>At that time, Hurricane Harvey briefly stopped fuel production and transportation along the U.S. Gulf Coast.</p><p>All the above-mentioned tensions in the energy market occurred before the summer driving season, that is, the peak of oil consumption. That means energy prices could rise further, which will exacerbate high inflation and squeeze consumers' already tight wallets. Because the current inflation in the United States comes from all directions, from food to housing to energy, all are facing the impact of rising prices.</p><p>The fuel shortage is the most serious on the east and west banks of the United States. On the East Coast, local gasoline inventories are at their lowest levels for the same time in more than a decade as regional refining capacity shrinks. On the West Coast, while inventories are sufficient at the moment, maintenance and planned refinery retrofits could dampen supply in the coming months.</p><p>Getting oil prices under control is no easy task. Warren Buffett obviously believes that the current energy shock will last longer. Following the massive \"sweeping goods\" in the first quarter<a href=\"https://laohu8.com/S/CVX\">Chevron</a>、<a href=\"https://laohu8.com/S/OXY\">Western Petroleum</a>After waiting for oil and gas companies, he recently bought Occidental Petroleum again. As he once said, he can buy as much as he can.</p><p></body></html></p>","source":"highlight_wallstreetcn","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Summer is coming, U.S. gasoline indicators turn red, and Biden is under great pressure</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nSummer is coming, U.S. gasoline indicators turn red, and Biden is under great pressure\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">华尔街见闻</strong><span class=\"h-time small\">2022-05-18 07:41</span>\n</p>\n</h4>\n</header>\n<article>\n<p><html><head></head><body>U.S. gasoline prices continue to hit new highs, gasoline inventories are sluggish, and spot premiums and futures spreads displayed in the futures market all indicate that the U.S. oil market is extremely tight. Considering the upcoming summer travel peak, the worst may not yet come. The current U.S. oil market is extremely tense. Considering the upcoming summer travel peak, many indicators show that the worst has not yet arrived. What American consumers will face next will be a more scarce energy market and more expensive oil prices. This will cause a headache for US President Biden.</p><p>On Monday, June U.S. oil and July Brent oil futures both rose above $114 in intraday trading. U.S. oil WTI June futures rose as high as $4.41, or 4%, during the session, and pushed up to $115 at a daily high; July futures rose as high as $3.82 or 3.5%, rising above $112, rising for four consecutive days, close to recovering all losses since March 28. International Brent oil rose as much as US $3.21, or 2.9%, during the day, rising above US $114, rising for two consecutive days to the highest level since April.</p><p>At the same time,<b>The average price of gasoline in the United States hit another record high, reaching $4.48 per gallon. In the past week, the average price of gasoline in the United States has repeatedly hit record highs.</b>In March, the average price of gasoline in the United States exceeded $4 for the first time since 2008. In the days that followed, it remained above $4.</p><p>U.S. natural gas prices have more than doubled this year, soaring from about $3.730/million British thermal units at the beginning of the year to about $7.96 currently.</p><p>Along with soaring energy prices are sluggish inventories.<b>U.S. gasoline inventories fell to their lowest level since the same period in 2015.</b></p><p>Looking at the futures market,<b>Futures spreads show record profits from converting crude oil into gasoline. The premium between spot and futures is the largest since September 2017.</b>At that time, Hurricane Harvey briefly stopped fuel production and transportation along the U.S. Gulf Coast.</p><p>All the above-mentioned tensions in the energy market occurred before the summer driving season, that is, the peak of oil consumption. That means energy prices could rise further, which will exacerbate high inflation and squeeze consumers' already tight wallets. Because the current inflation in the United States comes from all directions, from food to housing to energy, all are facing the impact of rising prices.</p><p>The fuel shortage is the most serious on the east and west banks of the United States. On the East Coast, local gasoline inventories are at their lowest levels for the same time in more than a decade as regional refining capacity shrinks. On the West Coast, while inventories are sufficient at the moment, maintenance and planned refinery retrofits could dampen supply in the coming months.</p><p>Getting oil prices under control is no easy task. Warren Buffett obviously believes that the current energy shock will last longer. Following the massive \"sweeping goods\" in the first quarter<a href=\"https://laohu8.com/S/CVX\">Chevron</a>、<a href=\"https://laohu8.com/S/OXY\">Western Petroleum</a>After waiting for oil and gas companies, he recently bought Occidental Petroleum again. As he once said, he can buy as much as he can.</p><p></body></html></p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://wallstreetcn.com/articles/3659630\">华尔街见闻</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/844c8f1c14dd94e2ef7036ff97d43537","relate_stocks":{"BRK.A":"伯克希尔","SCO":"二倍做空彭博原油指数ETF","BK4534":"瑞士信贷持仓","OXY":"西方石油","BK4550":"红杉资本持仓","BK4581":"高盛持仓","USO":"美国原油ETF","BK4533":"AQR资本管理(全球第二大对冲基金)","BK4570":"地缘局势概念股","UCO":"二倍做多彭博原油ETF","BK4176":"多领域控股","BRK.B":"伯克希尔B","BK4201":"综合性石油与天然气企业"},"source_url":"https://wallstreetcn.com/articles/3659630","is_english":false,"share_image_url":"https://static.laohu8.com/cc96873d3d23ee6ac10685520df9c100","article_id":"2236275919","content_text":"美国汽油价格持续创新高、汽油库存低迷、期货市场显示的现货溢价和期货价差等多项指标都表明，美国油市异常紧张。考虑到马上到来的夏季出行高峰，最糟的情况或许还未到来。当前美国油市异常紧张，考虑到马上到来的夏季出行高峰，诸多指标显示，最糟的情况还未到来。接下来美国消费者要面对的，将是更紧缺的能源市场、更昂贵的油价。这会让美国总统拜登相当头疼。本周一，6月美油和7月布油期货盘中均升破114美元。美油WTI 6月期货盘中最高涨4.41美元或涨4%，日高上逼115美元；7月期货最高涨3.82美元或涨3.5%，升破112美元，连涨四日，接近收复3月28日以来全部跌幅。国际布油日内最高涨3.21美元或涨2.9%，升破114美元，连涨两日至4月来最高。与此同时，美国汽油均价再创历史新高，至每加仑4.48美元。过去一周，美国汽油均价屡屡刷新历史新高。今年3月，美国汽油的平均价格自2008年以来首次超过4美元。随后的日子里，一直保持在4美元上方。美国天然气价格今年已经翻倍有余，从年初的约3.730美元/百万英热单位飙升至当前的约7.96美元。与飙升的能源价格相伴的，是低迷的库存。美国汽油库存降至2015年同期以来的最低水平。期货市场来看，期货价差显示，将原油转化为汽油的利润创下历史新高。现货相比期货的溢价情况，创下了2017年9月以来的最大。当时，哈维飓风令美国墨西哥湾沿岸的燃料生产和运输短暂停止。所有上述能源市场的紧张，都发生在夏季驾驶季节、也即用油高峰到来之前。这意味着能源价格可能进一步上涨，这将加剧高通胀，挤压消费者原本已经紧张的钱包。因为当前美国通胀是来自四面八方的，从食品到住房再到能源，都面临价格上涨的冲击。美国东西两岸的燃油紧张情况最为严重。东海岸方面，由于地区炼油能力萎缩，当地的汽油库存处于十多年来同时间的最低水平。西海岸方面，虽然目前库存充足，但维护和计划中的炼油厂改造可能会在未来几个月内抑制供应。控制油价绝非易事。股神巴菲特显然认为当前的能源冲击会较为持久。继一季度大举“扫货”雪佛龙、西方石油等油气公司后，他近日再度出手买入西方石油，就像他曾说的，能买多少买多少。","news_type":1,"symbols_score_info":{"SCO":0.6,"UWTIF":0.6,"DWTIF":0.6,"BRK.B":0.8,"USO":0.9,"BRK.A":0.8,"UCO":0.6,"OXY":0.71}},"isVote":1,"tweetType":1,"viewCount":755,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9933743675,"gmtCreate":1662349417697,"gmtModify":1676537042899,"author":{"id":"3586222836206697","authorId":"3586222836206697","name":"Jayliew","avatar":"https://static.tigerbbs.com/b7d2e52d094a0dcce57eb08b67f25c0b","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3586222836206697","idStr":"3586222836206697"},"themes":[],"htmlText":"<a 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data-views=\"1\"></v-v>","text":"$AMC院线(AMC)$","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":2,"repostSize":0,"link":"https://ttm.financial/post/9913420330","isVote":1,"tweetType":1,"viewCount":426,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9058766449,"gmtCreate":1654905618781,"gmtModify":1676535530273,"author":{"id":"3586222836206697","authorId":"3586222836206697","name":"Jayliew","avatar":"https://static.tigerbbs.com/b7d2e52d094a0dcce57eb08b67f25c0b","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3586222836206697","idStr":"3586222836206697"},"themes":[],"htmlText":"😏","listText":"😏","text":"😏","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9058766449","repostId":"1153800529","repostType":4,"repost":{"id":"1153800529","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1654871594,"share":"https://ttm.financial/m/news/1153800529?lang=en_US&edition=fundamental","pubTime":"2022-06-10 22:33","market":"us","language":"zh","title":"Semiconductor sector falls, U.S. regulators launch investigations into some semiconductor equipment","url":"https://stock-news.laohu8.com/highlight/detail?id=1153800529","media":"老虎资讯综合","summary":"摩根士丹利今日下调多只半导体股票目标价。","content":"<p><html><head></head><body>The U.S. semiconductor sector fell. As of press time,<a href=\"https://laohu8.com/S/NVDA\">Nvidia</a>Down 5%,<a href=\"https://laohu8.com/S/MRVL\">Maiwell Technology</a>Down 4.4%,<a href=\"https://laohu8.com/S/MU\">Micron Technology</a>Down 4.2%,<a href=\"https://laohu8.com/S/ONNN\">Ansenmei</a>Semiconductors fell 3.2%,<a href=\"https://laohu8.com/S/NXPI\">NXP</a>Semiconductors and AMD fell about 2.4%.</p><p><img src=\"https://static.tigerbbs.com/9b0920e77e233d506122c292e77f70c2\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"/></p><p>On the news,<a href=\"https://laohu8.com/S/MS\">Morgan Stanley</a>Today, the target prices of many semiconductor stocks were lowered. In addition, the U.S. International Trade Commission (ITC) officially launched a Section 337 investigation into electronic devices and semiconductor devices and their components with timing-aware virtual padding, involving Lenovo, NXP, Nvidia,<a href=\"https://laohu8.com/S/AMD\">AMD</a>And other well-known manufacturers.</p><p></body></html></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Semiconductor sector falls, U.S. regulators launch investigations into some semiconductor equipment</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nSemiconductor sector falls, U.S. regulators launch investigations into some semiconductor equipment\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2022-06-10 22:33</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p><html><head></head><body>The U.S. semiconductor sector fell. As of press time,<a href=\"https://laohu8.com/S/NVDA\">Nvidia</a>Down 5%,<a href=\"https://laohu8.com/S/MRVL\">Maiwell Technology</a>Down 4.4%,<a href=\"https://laohu8.com/S/MU\">Micron Technology</a>Down 4.2%,<a href=\"https://laohu8.com/S/ONNN\">Ansenmei</a>Semiconductors fell 3.2%,<a href=\"https://laohu8.com/S/NXPI\">NXP</a>Semiconductors and AMD fell about 2.4%.</p><p><img src=\"https://static.tigerbbs.com/9b0920e77e233d506122c292e77f70c2\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"/></p><p>On the news,<a href=\"https://laohu8.com/S/MS\">Morgan Stanley</a>Today, the target prices of many semiconductor stocks were lowered. In addition, the U.S. International Trade Commission (ITC) officially launched a Section 337 investigation into electronic devices and semiconductor devices and their components with timing-aware virtual padding, involving Lenovo, NXP, Nvidia,<a href=\"https://laohu8.com/S/AMD\">AMD</a>And other well-known manufacturers.</p><p></body></html></p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/7308276753c5ff6ceaac8e2cceebffd3","relate_stocks":{"GFS":"GLOBALFOUNDRIES Inc.","NVDA":"英伟达","AMD.AU":"Arrow Minerals Ltd","NXPI":"恩智浦","AMD":"美国超微公司","MRVL":"迈威尔科技"},"source_url":"","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1153800529","content_text":"美股半导体板块走低，截至发稿，英伟达跌5%，迈威尔科技跌4.4%，美光科技跌4.2%，安森美半导体跌3.2%，恩智浦半导体、AMD跌约2.4%。消息面上，摩根士丹利今日下调多只半导体股票目标价。此外，美国国际贸易委员会(ITC)正式对带有计时感知虚拟填充的电子设备和半导体设备及其组件启动337调查，涉及联想、NXP、英伟达、AMD等知名大厂。","news_type":1,"symbols_score_info":{"ITC":0.9,"NXPI":0.9,"NVDA":0.9,"AMD":0.9,"MRVL":0.9,"ONNN":0.9,"AMD.AU":0.9,"GFS":0.9}},"isVote":1,"tweetType":1,"viewCount":519,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9028590050,"gmtCreate":1653259940670,"gmtModify":1676535246057,"author":{"id":"3586222836206697","authorId":"3586222836206697","name":"Jayliew","avatar":"https://static.tigerbbs.com/b7d2e52d094a0dcce57eb08b67f25c0b","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"authorIdStr":"3586222836206697","idStr":"3586222836206697"},"themes":[],"htmlText":"😏","listText":"😏","text":"😏","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9028590050","repostId":"1140183381","repostType":4,"repost":{"id":"1140183381","kind":"news","pubTimestamp":1653193740,"share":"https://ttm.financial/m/news/1140183381?lang=en_US&edition=fundamental","pubTime":"2022-05-22 12:29","market":"us","language":"zh","title":"Former Apple executives reveal secrets: How to overcome the \"isolated island\" formed by the culture of confidentiality","url":"https://stock-news.laohu8.com/highlight/detail?id=1140183381","media":"极客公园前沿社","summary":"如何让创新做到「和而不同」？以下文章来源于 Fast Company，作者是前苹果人力资源高管 Chris Deaver。多年来，人们一直都很好奇苹果是如何走到现在的。它是如何做到那样创新，又是怎样创","content":"<p><html><head></head><body>How to make innovation harmonious but different? The following article comes from Fast Company and is written by former Apple HR executive Chris Deaver.</p><p>For years, people have been curious about how Apple got to where it is now. How it is so innovative, and how it creates those amazing and great products. But in fact, few people know how many difficulties Apple faced before reaching the current height.</p><p>As Michelangelo said: If people knew how hard I tried to improve my skill, it wouldn't be as amazing as it seems at first glance.</p><p><b>01. Apple's confidentiality culture</b></p><p>When I joined Apple as an HR business partner in 2015, I marveled at the technical depth of its talented engineers. There seemed to be no problem they couldn't solve. In a magical way, Apple brings together the best minds in the world to create the best products in the world.</p><p>But beyond focusing on innovation, there's a basic premise for the job here: secrecy. Apple cherishes the value of preserving surprise and joy for customers, that is, even on the day of product release, no one (even most employees) can predict how crazy and great a new product will be.</p><p>But this culture of confidentiality also has downsides, such as hoarding of key information, ignoring other people's opinions, and infighting. As a new HR business partner, I am often involved in these disputes, and the complaint from one side is usually the other team is unwilling to share.</p><p>I hear many new employees, even some very talented employees, ask the same key question: How do I work in a situation like this? If I can only share information with specific people, how do I know who it is and when? I don't want to end up being fired or going to jail.</p><p>I started thinking about what it all meant. For newcomers to the company and the vast majority of engineers, these difficulties make them feel at a loss. At the same time, as the product ecosystem evolves and technological challenges increase, the need for collaboration is also growing. What to do, what to do?</p><p>I struggled with this question, searching everywhere for an answer until I came across an interview with Harvard Business School professor Clayton Christensen on Startup Grind (a community of entrepreneurs). It was he who wrote the book The Innovator's Dilemma, which inspired Steve Jobs to figure out the key to disrupting his own company (think the iPad).</p><p>The interviewer asked Christensen what he thought of Apple. He said that he was worried about many companies, just as his mother often worried. Then he said that he was particularly worried about Apple, but added that Apple would be fine if it could do one thing Steve once did: spend time staring at himself in the mirror. (This is essentially asking, what do I need to do to change?)</p><p><b>It hit me hard. I thought: Yes. But what is that mirror?</b></p><p>Apple has historically been a company that has been innovating. It is a small team of engineers who build long-term relationships with each other. But times have changed. The company's growing workforce and the size of new people in different places have increased the need for innovation to accelerate connectivity, convergence, and collaboration.</p><p>The culture of confidentiality has become an obstacle, which is reflected in the development of AirPods: the teams have carried out innovative research and development in isolated islands for several months, and only reached an agreement at the last moment before the release, which directly led to 5 to 6 hours of meetings every day in the final period, causing huge friction and burnout. Everyone loses motivation and wants to leave or stop working with that person.</p><p>Consumers don't know the behind-the-scenes struggles in creating AirPods, just as most engineers who developed AirPods didn't expect AirPods to become such an explosively successful and noteworthy product, selling millions and creating a whole new category. But at what cost? If we're going to take AirPods to the next level, how can we do this in the future in a way that is more seamless and considers the long-term building of relationships?</p><p><img src=\"https://static.tigerbbs.com/eb956eb48eb674b42dc2d63253d987d6\" tg-width=\"1080\" tg-height=\"608\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>AirPods Pro | Apple</p><p><b>02. From co-creation to building a think tank</b></p><p>At this time, Ian Clawson, a friend-turned-business partner, and I are working together to deal with the current workplace culture and the shortcomings in leadership development. We have always had a keen interest in the ecosystem of timeless principles that Stephen Covey once presented to the world, and were drawn to his book, The Seven Habits of Highly Effective People, whose conclusions focus on synergy and interdependence, and this shift from self to selflessness is refreshing to us.</p><p>While Covey inspires people in their personal growth, we believe that co-creation does not belong to the end of the journey. Given the challenges that culture now faces, co-creation must be front and center. We also realize that we are not trying to be self-help gurus, but more trying to guide people to bravely blend timeless principles with culture.</p><p>We are also drawn to the idea of a think tank shared by Pixar founder Ed Catmull in his book Creativity, Inc.<b>Most people feel that they don't have the creative license to make decisions at work and the ability to contribute without explicit license.</b>While Pixar is a creative brand, it offers a template for channeling collective wisdom by encouraging creative voices.</p><p>Why wouldn't other companies? Most work cultures are riddled with bureaucracy and politics that suppress creativity as soon as they meet. The answer: blending timeless principles and creativity to inspire co-creation.</p><p>Essentially, what we want to know is: How can the principles related to co-creation be applied to bridge these islands found in companies such as Apple?</p><p><img src=\"https://static.tigerbbs.com/46ef916ef32e15afeae2556a8679ee73\" tg-width=\"700\" tg-height=\"411\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>Left to right: Ed Catmull, Steve Jobs and John Lasseter | Pixar</p><p>Perhaps this is our garage-building moment, similar to what Steve Jobs and Steve Wozniak had when they started Apple. We are faced with the burden of understanding the problems that arise in our work culture. We are all at a stage in our careers where we can be brave enough to figure out solutions.<b>We know that leaders cannot control the formation of corporate culture, but we also see that people can influence and promote culture.</b></p><p>How can Apple avoid the internal chaos it faced during the development of AirPods? How is culture formed? These questions, and the enlightening meeting with Ian, led me to build a small think tank at Apple. As a small group of HR partners, we started with our curiosity about Apple culture to explore, go deep from the appearance, and then ask a deeper question: Which leaders and teams are best at innovating and collaborating, and why?</p><p>We gathered a short list of people and tried to understand the key ingredients of their success. We noticed a think tank within the camera team as a strong example of collaboration. Think tanks fascinated me because I came from Disney and saw the power of Ed Catmull's think tank at Pixar-a collective team dedicated to taking egos off the table, building blocks on the table.</p><p>Most people have heard that Steve Jobs influenced Pixar, and it did. But here's an insight that we haven't considered, that Ed Catmull and Pixar fundamentally influenced Apple culture. Now, there's a working think tank here, and maybe we can push this way further across Apple. But, what makes it work and why? What are the key ingredients we can share?</p><p><b>03. Openness in the closed system</b></p><p>To our surprise,<b>While Apple so explicitly makes confidentiality a fundamental value of the company, behind the scenes, every leader is emphasizing the indispensable force that makes them successful: sharing.</b></p><p>Priya Balasubramaniam, in charge of operations, stressed the need to share it with others early, Angela Ahrendts, in charge of retail, talked about it, and Jony Ive's industrial design team talked about it. Mattia Pascolini's wireless design team did the same.</p><p>Lynn Youngs, Head of Display, Touch and Camera Technology, shares what he does specifically: I come to the table with my ideas, and they come to the table with theirs. If we see ideas as'our children ', I have to care about'their children' as much or even more than my own in order to make magical things happen. This is true sharing and innovation.</p><p>Of course, no leader will go to extremes in sharing, like Silicon Valley companies communicating product roadmaps to the public. There would be no surprises then. But what we've found in a famously closed system is far more open than anyone talks about, and far more than new employees know.</p><p>Part of this effort includes working with the likes of Apple University's Randy Nelson, who is also the founder of Pixar University. His views on the power of sharing and collaboration, as presented by Ed Catmull in his book Creative Inc., are key to challenging the assumption that Apple can share.</p><p><img src=\"https://static.tigerbbs.com/f90b2f00c82fb633d0adb73c39de2246\" tg-width=\"1080\" tg-height=\"1080\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>Jobs and Pixar team members</p><p>We also met with Ed Catmull himself to expand the power of the think tank. By then, he had retired from Disney and Pixar, building a culture of innovation through think tanks. He even told us that he was proud of not only the Think Tank's meeting at Pixar, but that it had become ingrained in the culture as a whole. This became what we expected from Apple: What if think tanks were everywhere in their DNA? What if we applied it to AirPods?</p><p>We discovered camera think tanks (such as iPhone cameras, or cameras in any hardware device) and applied these key processes: weekly cross-employee transparency sessions focused on sharing the challenges they face in a fragile or open way. Each leader and team has a voice, and each shares exactly where they are in their development and what they need from other teams. This has led to a cycle of innovation that has accelerated camera technology to new heights, making it the gold standard for collaboration.</p><p>After seeing the work effect of the camera think tank, we wondered, what would happen if the same method was applied to the next iteration of AirPods? Regular cross-staff meetings, transparency, and shared voices. What happened next was amazing:<b>As teams merge with leaders, become more open, connected, and drive higher quality collaboration than ever before.</b>We spend time mentoring, collaborating and influencing key leaders and engineers to drive the next frontier of AirPods. Finally, the think tank with regular meetings, openness and connection comes with the exceptionally excellent noise-canceling headphones AirPods Pro. It's a testament to innovation and to the power of sharing. Yes, sharing can be done in confidentiality.</p><p>Next, we wondered, what if we promoted this idea of a think tank elsewhere in the company? Then my concept of collaboration through design was brought to all of Apple's research and development departments. We shared it with the retail strategy team, and then something special happened: the iterations of Apple Watch, PowerBeats Pro, MacBook and iPhone have deeper collaboration and integration with each other. Those leaders who seem to be stuck to traditional ways of sharing are adapting. They are still thoughtful, but are more freely shared between different functions by design, rather than avoided by default.</p><p>What followed was a cultural shift, which we called Different Together, a higher-level concept of Apple's future. Combine the power of the historic definition of Think Different, which emphasizes the infinite diversity of individuals, with the power of Together, which emphasizes the power of doing it all Together. All of this is achieved through better sharing.</p><p></body></html></p>","source":"lsy1653193839820","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Former Apple executives reveal secrets: How to overcome the \"isolated island\" formed by the culture of confidentiality</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nFormer Apple executives reveal secrets: How to overcome the \"isolated island\" formed by the culture of confidentiality\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">极客公园前沿社</strong><span class=\"h-time small\">2022-05-22 12:29</span>\n</p>\n</h4>\n</header>\n<article>\n<p><html><head></head><body>How to make innovation harmonious but different? The following article comes from Fast Company and is written by former Apple HR executive Chris Deaver.</p><p>For years, people have been curious about how Apple got to where it is now. How it is so innovative, and how it creates those amazing and great products. But in fact, few people know how many difficulties Apple faced before reaching the current height.</p><p>As Michelangelo said: If people knew how hard I tried to improve my skill, it wouldn't be as amazing as it seems at first glance.</p><p><b>01. Apple's confidentiality culture</b></p><p>When I joined Apple as an HR business partner in 2015, I marveled at the technical depth of its talented engineers. There seemed to be no problem they couldn't solve. In a magical way, Apple brings together the best minds in the world to create the best products in the world.</p><p>But beyond focusing on innovation, there's a basic premise for the job here: secrecy. Apple cherishes the value of preserving surprise and joy for customers, that is, even on the day of product release, no one (even most employees) can predict how crazy and great a new product will be.</p><p>But this culture of confidentiality also has downsides, such as hoarding of key information, ignoring other people's opinions, and infighting. As a new HR business partner, I am often involved in these disputes, and the complaint from one side is usually the other team is unwilling to share.</p><p>I hear many new employees, even some very talented employees, ask the same key question: How do I work in a situation like this? If I can only share information with specific people, how do I know who it is and when? I don't want to end up being fired or going to jail.</p><p>I started thinking about what it all meant. For newcomers to the company and the vast majority of engineers, these difficulties make them feel at a loss. At the same time, as the product ecosystem evolves and technological challenges increase, the need for collaboration is also growing. What to do, what to do?</p><p>I struggled with this question, searching everywhere for an answer until I came across an interview with Harvard Business School professor Clayton Christensen on Startup Grind (a community of entrepreneurs). It was he who wrote the book The Innovator's Dilemma, which inspired Steve Jobs to figure out the key to disrupting his own company (think the iPad).</p><p>The interviewer asked Christensen what he thought of Apple. He said that he was worried about many companies, just as his mother often worried. Then he said that he was particularly worried about Apple, but added that Apple would be fine if it could do one thing Steve once did: spend time staring at himself in the mirror. (This is essentially asking, what do I need to do to change?)</p><p><b>It hit me hard. I thought: Yes. But what is that mirror?</b></p><p>Apple has historically been a company that has been innovating. It is a small team of engineers who build long-term relationships with each other. But times have changed. The company's growing workforce and the size of new people in different places have increased the need for innovation to accelerate connectivity, convergence, and collaboration.</p><p>The culture of confidentiality has become an obstacle, which is reflected in the development of AirPods: the teams have carried out innovative research and development in isolated islands for several months, and only reached an agreement at the last moment before the release, which directly led to 5 to 6 hours of meetings every day in the final period, causing huge friction and burnout. Everyone loses motivation and wants to leave or stop working with that person.</p><p>Consumers don't know the behind-the-scenes struggles in creating AirPods, just as most engineers who developed AirPods didn't expect AirPods to become such an explosively successful and noteworthy product, selling millions and creating a whole new category. But at what cost? If we're going to take AirPods to the next level, how can we do this in the future in a way that is more seamless and considers the long-term building of relationships?</p><p><img src=\"https://static.tigerbbs.com/eb956eb48eb674b42dc2d63253d987d6\" tg-width=\"1080\" tg-height=\"608\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>AirPods Pro | Apple</p><p><b>02. From co-creation to building a think tank</b></p><p>At this time, Ian Clawson, a friend-turned-business partner, and I are working together to deal with the current workplace culture and the shortcomings in leadership development. We have always had a keen interest in the ecosystem of timeless principles that Stephen Covey once presented to the world, and were drawn to his book, The Seven Habits of Highly Effective People, whose conclusions focus on synergy and interdependence, and this shift from self to selflessness is refreshing to us.</p><p>While Covey inspires people in their personal growth, we believe that co-creation does not belong to the end of the journey. Given the challenges that culture now faces, co-creation must be front and center. We also realize that we are not trying to be self-help gurus, but more trying to guide people to bravely blend timeless principles with culture.</p><p>We are also drawn to the idea of a think tank shared by Pixar founder Ed Catmull in his book Creativity, Inc.<b>Most people feel that they don't have the creative license to make decisions at work and the ability to contribute without explicit license.</b>While Pixar is a creative brand, it offers a template for channeling collective wisdom by encouraging creative voices.</p><p>Why wouldn't other companies? Most work cultures are riddled with bureaucracy and politics that suppress creativity as soon as they meet. The answer: blending timeless principles and creativity to inspire co-creation.</p><p>Essentially, what we want to know is: How can the principles related to co-creation be applied to bridge these islands found in companies such as Apple?</p><p><img src=\"https://static.tigerbbs.com/46ef916ef32e15afeae2556a8679ee73\" tg-width=\"700\" tg-height=\"411\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>Left to right: Ed Catmull, Steve Jobs and John Lasseter | Pixar</p><p>Perhaps this is our garage-building moment, similar to what Steve Jobs and Steve Wozniak had when they started Apple. We are faced with the burden of understanding the problems that arise in our work culture. We are all at a stage in our careers where we can be brave enough to figure out solutions.<b>We know that leaders cannot control the formation of corporate culture, but we also see that people can influence and promote culture.</b></p><p>How can Apple avoid the internal chaos it faced during the development of AirPods? How is culture formed? These questions, and the enlightening meeting with Ian, led me to build a small think tank at Apple. As a small group of HR partners, we started with our curiosity about Apple culture to explore, go deep from the appearance, and then ask a deeper question: Which leaders and teams are best at innovating and collaborating, and why?</p><p>We gathered a short list of people and tried to understand the key ingredients of their success. We noticed a think tank within the camera team as a strong example of collaboration. Think tanks fascinated me because I came from Disney and saw the power of Ed Catmull's think tank at Pixar-a collective team dedicated to taking egos off the table, building blocks on the table.</p><p>Most people have heard that Steve Jobs influenced Pixar, and it did. But here's an insight that we haven't considered, that Ed Catmull and Pixar fundamentally influenced Apple culture. Now, there's a working think tank here, and maybe we can push this way further across Apple. But, what makes it work and why? What are the key ingredients we can share?</p><p><b>03. Openness in the closed system</b></p><p>To our surprise,<b>While Apple so explicitly makes confidentiality a fundamental value of the company, behind the scenes, every leader is emphasizing the indispensable force that makes them successful: sharing.</b></p><p>Priya Balasubramaniam, in charge of operations, stressed the need to share it with others early, Angela Ahrendts, in charge of retail, talked about it, and Jony Ive's industrial design team talked about it. Mattia Pascolini's wireless design team did the same.</p><p>Lynn Youngs, Head of Display, Touch and Camera Technology, shares what he does specifically: I come to the table with my ideas, and they come to the table with theirs. If we see ideas as'our children ', I have to care about'their children' as much or even more than my own in order to make magical things happen. This is true sharing and innovation.</p><p>Of course, no leader will go to extremes in sharing, like Silicon Valley companies communicating product roadmaps to the public. There would be no surprises then. But what we've found in a famously closed system is far more open than anyone talks about, and far more than new employees know.</p><p>Part of this effort includes working with the likes of Apple University's Randy Nelson, who is also the founder of Pixar University. His views on the power of sharing and collaboration, as presented by Ed Catmull in his book Creative Inc., are key to challenging the assumption that Apple can share.</p><p><img src=\"https://static.tigerbbs.com/f90b2f00c82fb633d0adb73c39de2246\" tg-width=\"1080\" tg-height=\"1080\" referrerpolicy=\"no-referrer\" width=\"100%\" height=\"auto\"/></p><p>Jobs and Pixar team members</p><p>We also met with Ed Catmull himself to expand the power of the think tank. By then, he had retired from Disney and Pixar, building a culture of innovation through think tanks. He even told us that he was proud of not only the Think Tank's meeting at Pixar, but that it had become ingrained in the culture as a whole. This became what we expected from Apple: What if think tanks were everywhere in their DNA? What if we applied it to AirPods?</p><p>We discovered camera think tanks (such as iPhone cameras, or cameras in any hardware device) and applied these key processes: weekly cross-employee transparency sessions focused on sharing the challenges they face in a fragile or open way. Each leader and team has a voice, and each shares exactly where they are in their development and what they need from other teams. This has led to a cycle of innovation that has accelerated camera technology to new heights, making it the gold standard for collaboration.</p><p>After seeing the work effect of the camera think tank, we wondered, what would happen if the same method was applied to the next iteration of AirPods? Regular cross-staff meetings, transparency, and shared voices. What happened next was amazing:<b>As teams merge with leaders, become more open, connected, and drive higher quality collaboration than ever before.</b>We spend time mentoring, collaborating and influencing key leaders and engineers to drive the next frontier of AirPods. Finally, the think tank with regular meetings, openness and connection comes with the exceptionally excellent noise-canceling headphones AirPods Pro. It's a testament to innovation and to the power of sharing. Yes, sharing can be done in confidentiality.</p><p>Next, we wondered, what if we promoted this idea of a think tank elsewhere in the company? Then my concept of collaboration through design was brought to all of Apple's research and development departments. We shared it with the retail strategy team, and then something special happened: the iterations of Apple Watch, PowerBeats Pro, MacBook and iPhone have deeper collaboration and integration with each other. Those leaders who seem to be stuck to traditional ways of sharing are adapting. They are still thoughtful, but are more freely shared between different functions by design, rather than avoided by default.</p><p>What followed was a cultural shift, which we called Different Together, a higher-level concept of Apple's future. Combine the power of the historic definition of Think Different, which emphasizes the infinite diversity of individuals, with the power of Together, which emphasizes the power of doing it all Together. All of this is achieved through better sharing.</p><p></body></html></p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://mp.weixin.qq.com/s/aOqlyQZoQwDURQlTMYKnSQ\">极客公园前沿社</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/46ef916ef32e15afeae2556a8679ee73","relate_stocks":{"AAPL":"苹果"},"source_url":"https://mp.weixin.qq.com/s/aOqlyQZoQwDURQlTMYKnSQ","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1140183381","content_text":"如何让创新做到「和而不同」？以下文章来源于 Fast Company，作者是前苹果人力资源高管 Chris Deaver。多年来，人们一直都很好奇苹果是如何走到现在的。它是如何做到那样创新，又是怎样创造出那些令人惊喜的伟大产品的。但其实很少有人知道在抵达现在的高度前，苹果曾面临过多少困难。就像米开朗基罗说过的一样：「要是人们知道我多么努力地去精进我的技艺，它便完全不会像乍看之下那样令人惊奇。」01、苹果的保密文化当我 2015 年作为 HR 业务合作伙伴加入苹果时，我惊叹于其天才级工程师的技术深度，似乎没有他们解决不了的问题。苹果以一种神奇的方式，汇集了世界上最优秀的人才来创造世界上最好的产品。但除了专注于创新之外，这里还有一个工作的基本前提：保密。苹果非常珍视为客户保留「惊喜和喜悦」的价值，就是那种即使到了产品发布当天，都没有人（甚至大多数员工）能预测新产品将会有多么疯狂和伟大。但这种保密文化也有不好的一面，比如会造成关键信息的囤积、无视别人的意见、内讧。作为新的 HR 业务合作伙伴，我经常被卷入这些纷争中，来自一方的控诉通常是「另一个团队不愿分享」。我会听到许多新员工，甚至一些非常有才华的员工，提出同一个关键问题：「像这样的话我该怎么工作？如果我只能和特定的人分享信息，我怎么知道是谁，又是什么时候？我不想最后被炒掉或者进监狱。」我开始思考这一切意味着什么。对于公司的新人以及绝大多数工程师来说，这些困境让他们感到无所适从。同时，随着产品生态系统的发展和技术挑战的增加，对协作的需求也在增长。该怎么办，该怎么办？我为这个问题苦苦挣扎，到处寻找答案，直到我在 Startup Grind （一个创业者社区）上看到哈佛商学院教授 Clayton Christensen 的采访。正是他撰写了《创新者的困境》一书，这本书启发了 Steve Jobs 想通了扰乱自己公司的关键（想想 iPad）。采访者问 Christensen 对苹果的看法。他说他很担心很多公司，就像母亲时常有的担心一样。然后他说他特别担心苹果，但又说苹果将会很好，如果它可以做 Steve 曾做过的一件事：花时间盯着镜子里的自己。（这本质上是问，「我需要做些什么来改变？」）这对我冲击很大。我想：「是的。但那面镜子是什么？」苹果从历史上就是一家一直在创新的公司，它是一个由工程师组成的小团队，彼此之间建立长期的关系。但时代变了。公司不断增长的员工队伍和不同地方的新人规模增加了对创新的需求，以加速连接、融合和协作。「保密」文化成了阻碍，这在 AirPods 的开发中便体现了出来：各团队在孤岛中进行了数月的创新研发，在发布前的最后时刻才达成一致，这直接导致了最后时期每天都有 5 到 6 个小时的会议，造成了巨大的摩擦和倦怠。大家都失去干劲，想要离开或者「不再与那个人一起工作」。消费者不知道创造 AirPods 的那些幕后挣扎，就像大多数开发 AirPods 的工程师也没料到 AirPods 会成为如此爆炸性成功、值得关注的产品，销量数百万，并创造了一个全新的类别。但代价是什么？如果我们要将 AirPods 提升到一个新的水平，未来我们又如何以一种更加无缝、考虑关系长期建立的方式来做到这一点？AirPods Pro｜Apple02、从共同创造到构建智囊团在这个时候，我和 Ian Clawson（一位从朋友变成商业伙伴的人），一起努力应对当前的职场文化氛围以及领导力发展中存在的缺陷。我们一直对 Stephen Covey 曾经向世界展示的永恒原则生态系统有着浓厚的兴趣，并被他的书 《高效能人士的七个习惯》所吸引，书中的结论集中在协同和相互依存上，这种从自我到无私的转变令我们耳目一新。虽然 Covey 在个人成长中激励了人们，但我们认为共同创造不属于旅程的终点。鉴于文化现在面临的挑战，共同创造必须是前沿和中心。我们也意识到，我们并不想成为自助大师，而是更想指导人们勇敢地将永恒的原则与文化融合。我们也被皮克斯创始人 Ed Catmull 在他的著作《创新公司》（《Creativity, Inc.》）中分享的智囊团概念所吸引。大多数人认为他们没有在工作中做出决定的创造性许可，也没有能力在没有明确许可的情况下做出贡献。虽然皮克斯是一个创意品牌，但它提供了一个模板，即通过鼓励创意的声音来引导集体的智慧。为什么其他公司不这样做呢？大多数工作文化都充满了官僚主义和政治，一见面就压制了创造力。答案是：融合永恒的原则和创造力，激发共同创造。本质来说，我们想知道的是：与共同创造相关的原则可以怎样运用以弥合在苹果等公司中发现的这些「孤岛」？从左到右：Ed Catmull、Steve Jobs 和 John Lasseter | 皮克斯也许这就是我们的「车库建造时刻」，类似于 Steve Jobs 和 Steve Wozniak 创办苹果公司时的经历。我们面临要去理解工作文化中出现的问题的负担。我们都处在职业生涯的一个阶段，我们可以勇敢地找出解决方案。我们知道，领导者无法控制企业文化的形成，但我们也看到，人可以影响和促进文化。苹果如何才能避免在 AirPods 开发过程中所面临的内部混乱呢？文化是如何形成的？这些问题以及与 Ian 的启发性会议 ，让我在苹果公司建立了一个小智囊团。作为一小群 HR 合作伙伴，我们以对苹果文化的好奇为起点来探索，从表象深入，随后提出了一个更深层的问题：哪些领导者和团队最擅长创新和协作，为什么？我们收集了一份简短的人员名单，并试图了解他们成功的关键要素。我们注意到相机团队中的一个智囊团是一个强有力的协作范例。智囊团让我着迷，因为我来自迪斯尼，并在皮克斯看到了 Ed Catmull 的智囊团的力量——一个致力于「把自我从桌子上拿下来，把积木放在桌子上（egos off the table, building blocks on the table）」的集体团队。大多数人都听说 Steve Jobs 影响了皮克斯，事实也的确如此。但这里有一个我们未曾考虑过的见解，即 Ed Catmull 和皮克斯从根本上影响了苹果文化。现在，这里有一个工作智囊团，也许我们可以在整个苹果公司进一步推行这个方式。但是，是什么让它起作用，为什么呢？我们可以分享的关键成分是什么？03、封闭系统内的开放性让我们惊讶的是，虽然苹果公司如此明确地将保密作为公司的基本价值，但在幕后，领导者中的每一位都在强调使他们成功的不可缺少的力量：分享。负责运营的 Priya Balasubramaniam 强调需要尽早与他人分享，负责零售业的 Angela Ahrendts 谈到了这一点，Jony Ive 的工业设计团队也谈到了它。Mattia Pascolini 的无线设计团队同样是这么做的。显示、触控和相机技术负责人 Lynn Youngs 分享了他的具体做法：「我带着我的想法来到桌前，他们带着他们的想法来到桌前。如果我们将想法视为'我们的孩子'，我必须像关心自己的孩子一样关心甚至更关心'他们的孩子'，这样才能让神奇的事情发生。这才是真正的分享和创新。」当然，没有一个领导者会在分享上走极端，比如像硅谷公司向公众传播产品路线图一样。那样就没有惊喜了。但我们发现，在一个著名的封闭系统中，其开放程度远比任何人谈论的要多，也远比新员工知道的要多。这项工作的一部分包括与苹果大学的 Randy Nelson 等人合作，他也是皮克斯大学的创始人。他对分享和合作的力量的看法，就像 Ed Catmull 在《创意公司》一书中提出的那样，是挑战苹果公司可以分享的假设的关键。乔布斯和皮克斯团队成员我们还会见了 Ed Catmull 本人，以扩大智囊团的力量。那时，他已经从迪斯尼和皮克斯退休了，通过智囊团建立了创新文化。他甚至告诉我们，他感到骄傲的不仅是智囊团在皮克斯的会议，而是它已经在整个文化中根深蒂固。这成为了我们对苹果的期望：如果智囊团在他们的 DNA 中无处不在呢？如果我们将它应用到 AirPods 上会怎样？我们发现了「相机智囊团」（如 iPhone 相机，或任何硬件设备中的相机），并应用了这些关键流程：每周一次的跨员工透明度会议，专注于以脆弱或开放的方式分享他们所面临的挑战。每个领导和团队都有发言权，每个人都准确地分享他们在发展中的位置，以及他们需要从其他团队得到什么。这导致了创新的循环，将摄像技术加速到新的高度，使其成为协作的黄金标准。当看到相机智囊团那里的工作效果后，我们想知道，如果将同样的方法应用到 AirPods 的下一个迭代会发生什么？定期的跨员工会议、透明度和共享声音。接下来发生的事情令人惊叹：随着团队与领导者的融合，变得更加开放、相互联系，并推动了比以往任何时候都更高质量的协作。我们花时间指导、合作和影响关键领导者和工程师，推动 AirPods 的下一个前沿。最后出现的是具有定期会议、开放性和联系的智囊团，也带来了异常出色的降噪耳机 AirPods Pro。这是对创新的证明，也是对分享力量的证明。是的，可以在保密的情况下进行共享。接下来，我们想知道，如果我们在公司的其他地方推广这种智囊团的概念会怎样？然后，我通过设计进行协作的概念带到了苹果公司的所有研发部门。我们与零售策略团队分享了它，之后一些特别的事情发生了：Apple Watch、PowerBeats Pro、MacBook 和 iPhone 的迭代中互相之间有了更深入的协作和融合。那些似乎固守传统分享方式的领导人正在适应。他们仍然深思熟虑，但是通过设计在不同功能之间更自由地分享，而不是默认避免。随之而来的是一种文化转变，我们称之为「共同不同（Different Together）」，这是苹果未来的一种更高层次的概念。将「Think 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