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In any business’s journey, leaders must make tough calls about what products to keep offering and which to discontinue in order to facilitate long-term profitability and growth.
When Steve Jobs returned to Apple as CEO in 1997, he found a company that was bloated and underperforming. He decided to scrap over 70% of the existing product line, which included over a dozen versions of the MacIntosh computer and focused on four key products: two desktop computers and two “portable” laptops.
Jobs had the company design sleek, eye-catching products that performed as well or better than their competition. He defended the decision to
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