the art of kawasaki | a sit-down with the real deal; an interview with Guy Kawasaki

Written by Sadi Ranson-Polizzotti
Published December 09, 2004
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Luckily, there was an elementary school teacher who pushed my parents to send me to private school, so I went to one of the finest schools in Hawaii. I got a fantastic high school education. I was the co-winner of the scholar-athlete award in my senior year. Honestly, thing I loved about high school the most was playing football.

What was your first ever job in the industry in which you really built your reputation?

My first real job was counting diamonds for a Los Angeles jewelry manufacturer. I stayed at the company about five years and eventually became the vice president of sales and marketing. It was no small feat to get this far in a Jewish family-owned company. To this day, I speak more Yiddish than Japanese.

Tell me about being an Apple Fellow - did you work with Steve Jobs a lot, and if so, what sorts of things did you do at Apple?

I worked for Apple twice: 1984-1987 and 1995-1997. I guess this means I leave Apple every ten years. The first time I was the software evangelist for the Macintosh Division. My job was to get companies to write software for a computer with no installed base, no hard disk, no slots, no color, and not enough RAM.

The second tour of duty was the fellowship. This time my job was to sustain the Macintosh cult since the so-called experts had predicted, yet again, that Apple was going to die. I left a few months after Steve returned to Apple to start Garage.

Your book is very sure about the guidance it gives those who are looking to start something, and that's pretty much anything — did you know all of this when you started your own company, or is a lot of this lessons you've learnt along the way?

You're kidding, right? I knew almost nothing when I started my first company. People should not think that my book is about how I did everything right because this is just not true. I did many things wrong--and one
purpose of my book is to enable people to not repeat my mistakes.

What did you do to keep Garage afloat and not sink with the dot.com boom?

There are two reasons why we didn't sink: first, we had raised a lot of money and not squandered it away; second, we changed our business model from primarily investment banking to primarily venture capital investing. We are, by the way, not yet proven as a venture capital firm.


What exactly does your company do (I read the release, but others will want to know more detail)? What kinds of businesses do you help fund - or is it more just that the business be a good business, regardless of field or industry?

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the art of kawasaki | a sit-down with the real deal; an interview with Guy Kawasaki
Published: December 09, 2004
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Section: Books
Filed Under: Culture: Business and Economics, Books: Nonfiction, Books: Computers and Internet, Books: Business, Interviews
Writer: Sadi Ranson-Polizzotti
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Comments

#1 — December 9, 2004 @ 19:03PM — Steve Rucinski [URL]

Great questions and great answers Guy, I am almost done with your book and think it is terrific. Thanks for writing it!

I also like how all of the alternative covers are on the inside of the jacket.

#2 — December 9, 2004 @ 20:19PM — sadi [URL]

guy was a terrific interview subject and gave straight and honest answers. i see some problems in here with the line breaks, damn. i'll get back in there and fix those. that is frustrating. they aren't showing up in MT -- ERic, can you figure out what's going on here? they didn't show up in the MT - so i'm not sure...

thanks....if not, i'll try to get in there tomorrow. need to rest now, but will do asap.

cheers - and do read this book, as you said, it's terrific and i'm looking forward to reading Rules for Revolutionaries...

sadi

#3 — December 9, 2004 @ 20:28PM — sadi [URL]

okay; think i fixed the spacing issues... s.

#4 — December 12, 2004 @ 12:12PM — sadi [URL]

Had a minute to read your Kawasaki review. Haven't read his book, but he's
definitely onto something.

Kawasaki's success is due not merely to good ideas, but to the culture
behind him that allows him to invent, to toss out weak ideas, and to pursue
good ones wholeheartedly. I can't count the number of times something I've
wanted to do was scuttled by some middle manager who simply couldn't (or
wouldn't) get it, and by the upper manager who knuckled under for fear of
giving offense. Second guessing is going to be the death of American
ingenuity. It has already brought us the wonders management by consensus and
outsourcing (and John Kerry, but that's another story). Lack of courage has
brought us Enron and George W. Bush.

How easy it is to evade the need for meaning. I watch a tremendous amount of
television - too much really - and every evening I see at least one new
commercial that falls squarely in the realm I call 'Badvertising", that is,
advertising that is so devoid of meaning, so repellent, so ineffective, so
plain awful that, if I were the advertiser in question, I would fire my ad
agency and my marketing department, and seriously consider a career change.
Night after night I see commercials that seek - aggressively - to associate
products with ugliness, stupidity, and rankly immoral behavior.

Why make your spokesperson look like a geek or a moron? It certainly doesn't
entice me to pay attention to anything he has to say. Why shoot your product
so it looks like a dingy relic from the disco days? It seems to me that
consumer goods sell best when they appear desirable, especially when the
differences from manufacturer to manufacturer are nearly negligible. Why
shout at the audience? Nothing sends me to the remote (or the kitchen)
faster than the amp-up at the beginning of a car commercial. (Lest you think
me a total crank, I have to admit that I love the iPod tv campaign: no
matter frequently I see them, I watch every second at full volume.)

Look at (gad!) Paris Hilton. There's no there THERE. Why any company would
want to associate itself with a mindless, disaffected, pseudo-cool waif
whose imprimatur of quality is a dreary 'That's hot' is beyond me. Her
boundless cheapness (Jimmy Choo shoes or no Jimmy Choo shoes) gives me the
creeps. Imagine her with black hair and dark skin and you have Donna Summer
at the depths of her career ca. 1983. I feel sorry for the young women who
have bought into her as some form of aspirational model.

One of the most useful ideas I picked up in college was that photography
(and, by extension, advertising), if it is to be successful, has to convince
the viewer that he would be better off if he owned (or ate or wore) the
product. I spend far more time watching James Earl Jones's eyes change color
(blue to brown and back over the course of a single 60-second spot) than I
do listening to his pitch. And there are plenty of advertisements I
recognize and tune out on the spot - so quickly that I often can not
remember the advertiser once the spot is off the air. Imagine what any one
of us could do with the airtime fee for one day's national broadcast Verizon
budget.

Truth is, most 'creatives' in the advertising business have no sense of
meaning and no idea of how to create it. They substitute spurious notions of
hip or cool or 'edgy' that are frequently watered-down rehashes of things
that weren't all that good the first go-round. They never come close to
realizing that hipness is unattainable to those who set out to attain it.
It's easy to sell a client on a retread of last year's Clio winners.

Talk about a relic of the 60s! The ad game is still running down to the
street to "see what the young people are thinking." As if focus groups and
target marketing will in any way save a mediocre, outdated, or fraudulent
product. They tow their clients in their wake - bloated (cash) cows awash in
a flood of accounting tricks and doubletalk, too meek to say, 'I want
something better."

Not that the ad-folk are solely to blame, of course. How many products, new
or old, are invested with meaning (for which I read 'significance')in the
first place? It says a lot to me that I want an iPod, when I don't even
listen to my portable CD player that frequently. (Not simply because it's
awkward or bulky or eats up batteries, but because I worry about being too
disconnected from my surroundings as I walk to work. That's why I don't want
a cell phone, either.)

As Hart Crane wrote, 'God DAMN this nostalgia always for something new.'
Every day we wake up to a flood of banality designed to make us forget
yesterday's banality and make tomorrow's banality look like the next great
thing. Sadly the average American is so ill educated or disconnected or
self-absorbed that he has no clue that he's being taken advantage of. How
else do you explain Wal-Mart?

I think I'm becoming an anarchist in my dotage....

C.S.

(note: i posted this with permission; it came by email from a friend of mine who said it was okay to post it to the article, and i thought there were some interesting thoughts in here. AFter this, i'm sure he'll register to comment... but for now... i wanted to share. i thought some of his comments were interesting and at the end, he is self-effacing enough that he leaves the option that he could be wrong... Hope it's okay to share. thx. for reading. srp.)

#5 — February 26, 2006 @ 10:24AM — Aaman [URL]

Just to let you know, this interview has been cross-posted to Desicritics.org, a Blogcritics network site - check there for more comments

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