A few weeks before Steve Jobs passed away, I was at Apple having lunch with a leader there. We revisited the well-known story of Jobs returning to an almost-bankrupt Apple. Jobs could have tried to maximize profits by squeezing every cent out of each of the existing product lines. But instead, he led the charge to remove scores of products. (At the time, Apple had a dozen versions of the Macintosh alone.) Jobs cut out profitable business lines at a time when the company appeared it could least afford to do so, culling the business down to four clear product lines. My lunch companion and I agreed that this atypical move was critical to the Cupertino company’s transformation into what is arguably the most valuable business in the world.