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Steve Jobs on Consulting

By Malonus

2 min video·en··3416790 views

This is an AI-generated summary of Steve Jobs on Consulting — a 2 min YouTube video by Malonus, published June 1, 2020. It condenses the full transcript into 9 key takeaways with clickable timestamps.

Summary

The speaker argues that consulting offers a broad but shallow understanding of business compared to the deep, three-dimensional learning gained from owning and implementing recommendations over an extended period.

Key Points

  • Consultants may have many 'pictures' of different industries but haven't truly 'tasted' or experienced them. 
  • Most attendees have prior work experience, with some coming from manufacturing and others from consulting. 
  • The speaker believes that consulting, while not inherently evil, limits learning by not requiring ownership of recommendations. 
  • True learning and development come from taking responsibility for recommendations over several years. 
  • Implementing recommendations and accumulating 'scar tissue' from mistakes is crucial for growth. 
  • Without hands-on experience and ownership, consultants only gain a fraction of the learning opportunity. 
  • Consulting provides a broad overview of companies but lacks depth, akin to a two-dimensional picture. 
  • The experience of 'doing' is necessary to gain a three-dimensional understanding, not just theoretical knowledge. 
  • Consultants can be viewed as variable expenses, particularly vulnerable during difficult economic times. 
Steve Jobs on Consulting

Steve Jobs on Consulting

The speaker argues that consulting offers a broad but shallow understanding of business compared to the deep, three-dimensional learning gained from owning and implementing recommendations over an extended period.

Key Points

Consultants may have many 'pictures' of different industries but haven't truly 'tasted' or experienced them.
Most attendees have prior work experience, with some coming from manufacturing and others from consulting.
The speaker believes that consulting, while not inherently evil, limits learning by not requiring ownership of recommendations.
True learning and development come from taking responsibility for recommendations over several years.
Implementing recommendations and accumulating 'scar tissue' from mistakes is crucial for growth.
Without hands-on experience and ownership, consultants only gain a fraction of the learning opportunity.
Consulting provides a broad overview of companies but lacks depth, akin to a two-dimensional picture.
The experience of 'doing' is necessary to gain a three-dimensional understanding, not just theoretical knowledge.
Consultants can be viewed as variable expenses, particularly vulnerable during difficult economic times.
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