Steve Jobs生平简介英文翻译

Steve Jobs生平简介英文翻译
Steve Jobs生平简介英文翻译

Steve Jobs, 1955–2011: Mourning Technology's Great Reinventor

?Steve Jobs, whose death was announced Wednesday night, Oct. 5, 2011, wasn't a computer scientist. He had no training as a hardware engineer or industrial designer. The businesses Apple entered under his leadership — from personal computers to MP3 players to smart phones — all existed before the company got there.

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?But with astonishing regularity, Jobs did something that few people accomplish even once: he reinvented entire industries. He did it with ones that were new, like PCs, and he did it with ones that were old, like music. And his pace only accelerated over the years.

?He was the most celebrated, successful business executive of his generation, yet he flouted many basic tenets of business wisdom. (Like his hero and soul mate, Polaroid founder Edwin Land, he refused to conduct focus groups or other research that might tell him what his customers wanted.) In his many public appearances as the head of a large public corporation, he rarely sounded like one. He introduced the first Macintosh by quoting Bob Dylan, and he took to saying that Apple sat "at the intersection of the liberal arts and technology."

?Jobs' confidence in the wisdom of his instincts came to be immense, as did the hype he created at Apple product launches. That might have been unbearable if it weren't the case that his intuition was nearly flawless and the products often lived up to his lofty claims. St. Louis Cardinals pitching great "Dizzy" Dean could have been talking about Jobs rather than himself when he said, "It ain't bragging if you can back it up."

?Jobs' eventual triumph was so absolute —in 2011, Apple's market capitalization passed that of Exxon Mobil, making it the planet's most valuable company — that it's easy to forget how checkered his reputation once was. Over the first quarter-century of his career, he was associated with as many failed products as hits. Having been forced out of Apple in 1985, he was associated with failure, period. Even some of his admirers thought of him as the dreamer who'd lost the war for personal-computer dominance to Microsoft's indomitable Bill Gates.

?Until the iPod era, it seemed entirely possible that Jobs' most lasting legacy might be the blockbuster animated features produced by Pixar, the company he founded after acquiring George Lucas' computer-graphics lab in 1986. Instead, Pixar turned out to be, in Jobs' famous phrase, just one more thing.

?Born in 1955 in San Francisco to an unmarried graduate student and adopted at birth by Paul and Clara Jobs, Steven Paul Jobs grew up in Silicon Valley just as it was becoming Silicon Valley. It proved to be a lucky break for everyone concerned.

?He was only 21 when he started Apple — officially formed on April Fool's Day, 1976 — with his buddy Steve "Woz" Wozniak, a self-taught engineer of rare talents. (A third founder, Ron Wayne, chickened out after less than two weeks.)

?But Jobs had already done a lot of living, all of which influenced the company he built. He'd spent one unhappy semester at Reed College in Portland, Ore., and 18 happy months of "dropping in" on Reed classes as he saw fit. He'd found brief employment in low-level jobs at Silicon Valley icons HP and Atari. He'd taken a spiritual journey to India and dabbled with both psychedelic drugs and primal scream therapy.

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?Woz wanted to build computers to please himself. Jobs wanted to sell them to make money. Their first creation, the Apple I, was mostly a warm-up act for 1977's Apple II. The insides of the II were the product of Woz's technical genius, but much about it — from its emphasis on ease of use to its stylish case design —reflected Jobs' instincts in their earliest form. In an era when most computers still looked like nerdy scientific equipment, it was a consumer electronics device — and a bestseller.

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?In 1981, Woz crashed his V-tail Beechcraft and spent months recuperating, returning to Apple only nominally thereafter. From then on, Jobs was the Steve who shaped Apple's destiny. In 1979, he visited Xerox's PARC research lab in Palo Alto, Calif., and was dazzled by what he saw there, including an experimental computer with a graphical user interface and a mouse. "Within 10 minutes ... it was clear to me that all computers would work this way someday," he later said.

?At Apple, PARC's ideas showed up first in the Lisa, a $10,000 computer that flopped. They then reappeared in improved form in 1984's Macintosh, the creation of a dream team of gifted young software and hardware wizards led by Jobs. Launched with an unforgettable Super Bowl commercial that represented the IBM PC status quo as an Orwellian dystopia, the $2,495 Mac was by far the most advanced personal computer released to date. Jobs said it was "insanely great," a bit of self-praise that became forever associated with him and with Apple, even though he retired that particular phrase soon thereafter.

?The Mac was insanely great — but it was also deeply flawed. The original version had a skimpy 128 KB of memory and no expansion slots; computing pioneer Alan Kay, who worked at Apple at the time, ticked off Jobs by calling it "a Honda with a one-gallon gas tank." In a pattern Jobs would repeat frequently in the years to come, he had given people things they didn't know they needed while denying them — at least temporarily — ones they knew they wanted.

?Just as Jobs intuitively understood, PARC's ideas would have ended up on every computer whether or not the Mac had ever existed. But there's no question that he accelerated the process through sheer force of will.

?"He wanted you to be great, and he wanted you to create something that was great," said computer scientist Larry Tesler, an Apple veteran, in the PBS documentary Triumph of the Nerds. "And he was going to make you do that." Whether Jobs was coaxing breakthroughs out of his employees or selling a new product to consumers, his pitches had a mesmerizing quality. Mac software architect Bud Tribble gave it the name it would be forever known by: the Reality Distortion Field.

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?Jobs may have been inspiring, but he was also a high-maintenance co-worker. He dismissed people who didn't impress him — and they were legion, inside and outside of Apple — as bozos. He was not a master of deadlines. He tormented hapless job candidates and occasionally cried at work. And he was profoundly autocratic. (Jef Raskin, the originator of the Macintosh project, said Jobs "would have made an excellent King of France.")

?Among the people whose buttons he increasingly pushed was Apple's president, John Sculley, the man he had famously berated into joining the company with the question, "Do you want to sell sugared water for the rest of your life, or do you want to come with me and change the world?" Frustrated with Jobs' management of the Macintosh division and empowered by the Mac's sluggish sales, Sculley and Apple's board stripped him of all power to make decisions in June 1985. In September, Jobs resigned.

?Decades later, the notion of Apple deciding it would be better off without Steve Jobs is as unfathomable as it would have been if Walt Disney Productions had sacked Walt Disney. In 1985, though, plenty of people thought it was a fabulous idea. "I think Apple is making the transition from one phase of its life to the next," an unnamed, overly optimistic Apple employee told InfoWorld magazine. "I don't know that the image of a leader clad in a bow tie, jeans and suspenders would help us survive in the coming years."

?Using his Apple millions and funding from Ross Perot and Canon, Jobs founded NeXT, a computer company that was even more Jobslike than Apple had been. Built in a state-of-the-art factory and sporting a logo by legendary designer Paul Rand, the NeXT system was a sleek black cube packed with innovations. Unfortunately, it was aimed at a market that turned out not to exist: academic types who could afford its $6,500 price tag. After selling only 50,000 units, NeXT refocused on software. ?For a while, Jobs' second post-Apple venture, Pixar, also looked like a disappointment. Its $135,000 image-processing computer was a tough sell; Jobs kept the company alive by pumping additional funds into it. As a sideline, however, it made computer-generated cartoons that started winning Oscars. In 1995, Disney released Pixar's first feature, Toy Story; when it became the year's top-grossing movie, it gave Jobs his first unqualified success in a decade. (By the time he sold Pixar to Disney for $7.4 billion in 2006, his career had reached such dizzying heights that the deal was merely a delightful footnote.)

?Jobs later called the NeXT-Pixar years "one of the most creative periods of my life" and said his dismissal from Apple had been "awful-tasting medicine, but I guess the patient needed it." It was also the time when he went from high-profile bachelorhood — he had fathered a daughter out of wedlock and dated Joan Baez — to family man. He married Laurene Powell in 1991; by 1998, they were the parents of a son and two daughters.

?Meanwhile, Apple sans Jobs was failing on an epic scale. Sculley had given way to a vision-free German Apple executive named Michael Spindler, who was replaced by Gil Amelio, a veteran of the computer-chip industry who was spectacularly unsuited to run Apple. He presided over $1.8 billion in losses in Apple's 1996 and '97 fiscal years and failed to sell the company to interested white knights

IBM and Sun MicroSystems. The possibility of Apple running out of cash and ceasing to exist was not unthinkable.

?Amelio did make one smart move during his 500 days at Apple. Just before Christmas in 1996, he paid $430 million to buy NeXT, thinking its software could serve as the foundation of a next-generation Mac operating system. It did. (Every operating system Apple created from 2001 onward, including the one on the iPhone and iPad, is a direct descendant.)

?NeXT's software came with a bonus: Steve Jobs. In a touching sign of naiveté, Amelio apparently thought Jobs would cheerfully serve as a figurehead for the company he had co-founded. Instead, six months after the merger, Jobs orchestrated Amelio's ouster and accepted the position of interim CEO — iCEO for short — splitting time with his Pixar duties. "I'm here almost every day," he told TIME in 1997, "but just for the next few months. I'm really clear on it." He finally ditched the i in iCEO in 2000.

?Jobs' return cheered up beleaguered Apple fans, but few industry watchers expected miracles. "[T]he odds aren't good that he can do more than slow the fall, perhaps giving Apple a few more years before it is either gobbled up by a bigger company or finally runs out of customers," wrote Jim Carlton in 1998 when he updated his 1997 book Apple: The Inside Story of Intrigue, Egomania, and Business Blunders to reflect Jobs' comeback.

?During his first months back at Apple, Jobs dumped board members, cut staff, slashed costs, killed dozens of products and accepted a $150 million lifeline from perennial bête noire Microsoft. (When Bill Gates made a remote guest appearance at the 1997 Macworld Expo keynote, looming on a video screen over Jobs, the audience booed.)

?Jobs rolled out an advertising campaign — "Think Different" — that got people talking about the company again. And he presided over the release of the striking all-in-one iMac, which came in a translucent case crafted by Jonathan Ive, the British industrial designer who would be responsible for every major Apple product to come. In 1998, it became the best-selling computer in America.

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?Little by little, Jobs started acting less like a turnaround artist and more like a man who wanted, once again, to change the world. "Victory in our industry is spelled survival," he told TIME in 2001, when Apple was still on the rebound. "The way we're going to survive is to innovate our way out of this." ?In May of that year, Apple had opened retail locations in McLean, Va., and Glendale, Calif., the first of hundreds it would build. Big-box merchants rarely did a good job of explaining to consumers why they should choose a Mac over a cheaper Windows computer; now Apple could do the job itself, in the world's least cluttered, most tasteful computer stores.

?The single most important moment in Apple's and Jobs' redemption came six weeks after the 9/11

attacks. At a relatively low-key press event at Apple's Cupertino, Calif., headquarters, Jobs explained that the company had decided to get into the MP3-player business. Then he pulled the first iPod out of his pocket. All of a sudden, Apple was a consumer-electronics company.

?Soon it was an exceptionally successful consumer-electronics company. The iPod wasn't much more than a tiny hard drive with a headphone jack and slick software, but it became a cultural touchstone, especially after Apple made it work with Windows PCs as well as Macs. Even its white earbuds became iconic. iPods gained the lion's share of the digital-media-player market and never lost it. ?At first, iPod owners got music by ripping their own music or sharing tracks via peer-to-peer networks like Kazaa. Apple, seeing a need for a simple, legal source of music, introduced the iTunes Music Store in 2003. Unlike earlier music services, iTunes offered a proposition of Jobsian elegant simplicity: songs were 99 cents apiece, and you could play them on up to three devices and burn them to CD. Music companies weren't thrilled —they would have preferred higher prices and more restrictions —but consumers bought a million songs in the first week, and by 2008 they had purchased 4 billion of them.

?Five years after Apple entered the music business, it surpassed Walmart to become the U.S.'s largest music retailer. By that time, iPods had screens capable of displaying video, and Jobs' company was a major distributor of movies and TV shows as well.

?As important as the iPod was, it was ultimately just a high-tech Walkman. The iPhone, unveiled at a Macworld Expo keynote in 2007, was something far more: a powerful personal computer that happened to fit in your pocket. "Every once in a while, a revolutionary product comes along that changes everything," Jobs said in introducing it, a statement that — unlike some of the claims he'd been known to make at keynotes — turned out to be factual rather than fluffy. It instantly made every other smart phone on the market look antique.

?For Jobs, it was a do-over: a chance to prevail in the PC wars that Microsoft had won the first time around. Typically, he responded not by aping the strategy that had worked so well for Microsoft but by being even more like Steve Jobs. Like the first Mac, the first iPhone had obvious deficiencies. For instance, it shipped with a poky 2G wireless connection just as 3G was becoming pervasive. But its software was so radically better than anything anyone had ever seen that it didn't really matter.

?In 2008, Apple introduced the App Store, which seamlessly delivered programs created by third-party developers for iPhones, giving Apple a 30% cut of all developer revenue along the way. The App Store was the only authorized way to get programs onto an iPhone; Apple regularly rejected programs that it deemed unsafe, offensive or disturbingly competitive with its own efforts. And yet the iPhone ended up with both the most apps and the best apps, making it hard to argue that Jobs' tight control had stifled the creativity of app developers.

?The iPhone had serious competition, especially from handsets that used Google's Android operating system. But the iPhone ecosystem —phone plus apps, movies and music delivered through Apple

services — contributed to Apple's success in a way no other company could match. By 2011, Apple was selling more than 220,000 iPhones a day and, according to one analyst, capturing two-thirds of the industry's profits.

?In 2010, Apple followed up the iPhone with the iPad, its first effort in a category — tablet computers — that had existed for two decades without a single hit product. Apple sold 14.8 million iPads in 2010, a number that dwarfed the predictions of Wall Street analysts. (It also flummoxed competitors, who rushed into the market with iPad competitors that were far less appealing, and sometimes much more expensive, than the real thing.) By then, it wasn't surprising that Steve Jobs had surpassed almost everyone's expectations; it would have been more startling if he hadn't.

?Apple's business model at this point bore little resemblance to those of other computer makers. The rest of the industry was deeply decentralized: a consumer went to Best Buy to purchase an Acer computer running Microsoft software and then used it with Rhapsody's music service and a SanDisk MP3 player. Tech support was typically outsourced to some nameless firm halfway around the world. ?Apple had long ago stopped building its own stuff —one of its contract manufacturers, China's Foxconn, earned its own measure of celebrity — but otherwise, it controlled what Steve Jobs called "the whole widget." It wrote its own software, designed its own hardware and delivered such services as iTunes. It sold Macs, iPods and other products at its own stores, where face-to-face support was available for free at a "genius bar." Once you owned an Apple device, you filled it with movies, music and apps from Apple's online stores. The company even started designing its own processors for the iPhone and iPad. In short, it came as close as it possibly could to fulfilling the Jobs vision down to the last detail.

?Jobs remained the difficult, demanding, sometimes unreasonable perfectionist Apple had thought dispensable a dozen years earlier. But the NeXT and Pixar experiences had instilled in him new discipline. He still pushed boundaries but in ways that more consistently worked in Apple's favor. And working with chief operating officer Tim Cook, later to succeed him as CEO, he turned the company into a wildly profitable exemplar of efficiency.

?More than any other major Silicon Valley company, Apple kept its secrets secret until it was ready to talk about them; countless articles about the company included the words "A spokesperson for Apple declined to comment." It wasn't able to stomp out all rumors, and in 2010, gadget blog Gizmodo got its hands on an unreleased iPhone 4 that an Apple engineer had left at a beer garden in Silicon Valley. Even if Apple detested such leaks, they became part of its publicity machine.

?Minimalism came to typify Jobs' product-launch presentations in San Francisco and at Apple headquarters as much as the products themselves. Jobs 1.0 was known for his bow tie and other foppish affectations. Jobs 2.0 had one uniform — a black mock turtleneck, Levi 501 jeans and New Balance 992 sneakers. With kabuki-like consistency, his keynotes followed a set format: financial update with impressive numbers, one or more demos, pricing information and one more thing. Even the compliments he paid to Apple products ("Pretty cool, huh?") rarely changed much.

?He generated hoopla with such apparent effortlessness that many people concluded he was more P.T. Barnum than Thomas Edison. "Depending on whom one talks to," Playboy said, "Jobs is a visionary who changed the world for the better or an opportunist whose marketing skill made for an incredible commercial success." It published those words in the introduction to a 1985 Jobs interview, but they could have been written last week.

?Still, even Jobs' detractors tended to think of him and his company as a single entity. Apple was demonstrably full of talented employees in an array of disciplines, but Jobs' reputation for sweeping micromanagement was so legendary that nobody who admired the company and its products wanted to contemplate what it might be like without him. Shareholders were even more jittery about that prospect: a stock-option-backdating scandal that might have destroyed a garden-variety CEO barely dented his reputation.

?Increasingly, though, the world was forced to confront the idea of a Jobs-free Apple. In 2004, he was diagnosed with pancreatic cancer and told he had months to live; further investigation showed it was a rare form of the disease that could be controlled. Jobs turned day-to-day control of Apple over to Cook, underwent surgery, recovered and returned to work. During a 2009 medical leave, he received a liver transplant. He went on another medical leave in 2011 that became permanent when he resigned as CEO on Aug. 25, assuming Apple's chairmanship and handing off CEO duties to Cook.

?Jobs was so obviously fundamental to Apple's success that many feared the company's amazing run would end the moment he was no longer calling every shot. Instead, Apple prospered during his illnesses and absences. By 2011, the vast majority of its revenues came from products that hadn't existed when Jobs took his first medical leave. He had accomplished one of his most astounding feats: teaching an entire company to think like Steve Jobs.

?Always happier praising a new Apple product than talking about his private life, Jobs said little about his struggles with ill health. He did, however, address them briefly in the Stanford commencement speech he gave in 2005. And as commencement speakers are supposed to do, he gave the students —most of whom were about the same age he was when he co-founded Apple — some advice. "Your time is limited, so don't waste it living someone else's life," he said, sounding as if the very thought of living someone else's life infuriated him. "Don't be trapped by dogma, which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary."

?Steve Jobs' heart and intuition knew what he wanted out of life — and his ambitions took him, and us, to extraordinary places. It's impossible to imagine what the past few decades of technology, business and, yes, the liberal arts would have been like without him.

一10月5日晚,史蒂夫·乔布斯与世长辞。他不是一位电脑科学家,也没有接受过硬件工程或者工业设计方面的训练。苹果在他带领下所发展的业务,无论是个人电脑、MP3播放机,还是智能手机,早在苹果之前已经面世了。但令人惊叹的是,乔布斯总能干出一些一般人一辈子也做不了一次的事情。一些行业,新的像个人电脑,旧的如音乐,完全被乔布斯再造。而他引领革新的步伐也越来越快。

二、乔布斯是他这代人里面最杰出、最有成就的企业高管,但是他违反了不少基本的商业规律(和他的神交伴侣、拍立得的创始人埃德温·兰德一样,他从来不会做研究来了解顾客的意愿)。他在公众场合露面时,怎么看也不像一家大型上市公司的领导。乔布斯介绍第一台苹果电脑的时候,引述鲍勃·迪伦的话,又说苹果是“处在技术与人文学科的交会点”。

三、乔布斯十分相信自己的灵感所蕴含的智慧。每当苹果推出新产品,他总能引起天花乱坠的宣传。这样的轰动对于一家企业是要不得的,但偏偏

苹果公司能做到无可指摘,推出的产品也对得起乔布斯的大肆吹捧。圣路易斯红雀(棒球)队的著名投手迪齐·迪恩曾说过:“如果你真够本领,那就不

是吹牛了。”这番话放在乔布斯身上最适合不过。

4、乔布斯最终可谓大获全胜。2011年,苹果公司的市值超越埃克森·美孚,成为世界最具价值的企业。这样的成就足以让人忘记,从前人们对他只是毁誉参半。在乔布斯职业生涯的头25年,他推出的失败产品绝不比成功的要少。1985年他被逐出苹果,与失败画上了等号。就连一些仰慕他的人也说他是一位空想家,输掉了个人电脑市场之争,是微软“无敌”盖茨的手下败将。

6、1986年,乔布斯在收购了乔治·卢卡斯的电脑动画工作室之后,创立了皮克斯制作室。在iPod时代来临之前,乔布斯能留给后世最经久的遗产看来就只有皮克斯制作的动画大片了。但后来,用乔布斯的口头禅说,皮克斯不过是他又一锦上添花之作而已。

6、1955年,一位未婚的大学毕业生在三藩市诞下了乔布斯。他后来被保罗和克拉夫妇领养,在硅谷长大。当时的硅谷尚未成气候。人们都说,乔布斯能生长在那里确实够幸运。

7、苹果正式成立是在1976年的愚人节,当时乔布斯才21岁。他的伙伴斯蒂夫·沃兹尼亚克是一位自学成才的工程师,才华出众(还有一位创始人罗恩·韦恩不到两个星期就打退堂鼓了)。那时乔布斯已经干了许多谋生的活。这些都影响着他后来所创建的公司。他曾在波特兰的里德大学郁郁寡欢地上了一学期的课,辍学之后他又当了18个月的旁听生去听自己喜欢的课程。在硅谷当时的旗帜公司惠普和雅达利公司,他短暂打过一些低级的工。他去过印度朝圣,后来沾过迷幻药,还尝试过原始尖叫疗法。

8、沃兹造电脑只是为了自娱自乐,乔布斯的目的则是把它们卖了赚钱。他们的处女作苹果一代充其量只是为1977年的苹果二代热身而已。苹果二代的内部结构是沃兹在技术方面的智慧结晶,但整个电脑很大一部分,从使用的方便性到时髦的字体设计,都体现出乔布斯早期的灵感。当时绝大多数的电脑就是一台呆板的科学仪器,苹果二代才像是为消费者设计的电子设备,也成为了最畅销的电脑。

9、1981年,沃兹在驾驶他那V形尾单螺旋桨飞机时不幸撞机,在医院躺了几个月,回到苹果之后就一直只是挂着个虚衔,乔布斯成为了苹果唯一的舵手。1979年,他参观位于加州帕拉奥图市的施乐帕洛阿尔托研究中心时,看见一台配有图像用户界面和鼠标的实验室电脑,立马被惊呆了。他后来回忆道:“不消10分钟,我就认定,未来的电脑都会是这个样子。”

十、回到苹果之后,乔布斯在一台售价一万美元、名为Lisa的电脑中,初试他在帕洛阿尔托研究中心获得的灵感,但失败收场。后来乔布斯带领着一支由年轻有才的软、硬件专家组成的梦之队,研发出1984年的麦金托什电脑,之前的灵感经过改良之后,再经采用。这款电脑面世时,超级碗上播出了一则让人终生难忘的广告。它把IBM的个人电脑形容为乔治·奥威尔式的“敌托邦”(毫无想象力)。而这款售价2495美元的麦金托什电脑,可以说是自那以后新推出的个人电脑中最超前的一台,用乔布斯的话说,它“绝妙得让人抓狂”。他很快就收回这句自夸的话,但后来人们便一直用其来描述乔布斯和苹果公司了。

苹果电脑确实很好,但也存在着严重的缺陷,最初一款的内存只有可怜的128K B,而且不支持扩容。当时在苹果工作的计算机先驱艾伦·凯戏称之为“一辆只有一加仑油箱的本田”,惹怒了乔布斯。乔布斯至今一直在做着同样的事,也就是他给你的,你不知道自己原来需要;你想要的,他偏不给你,至少不是立即给。

乔布斯的直觉是对的,就算没有苹果电脑,帕洛阿尔托研究中心的点子还是会应用到每台电脑上。但无疑,他凭着自己的意志加速了这个进程。

“他希望你成为伟人,也希望你创造伟业,”电脑科学家、苹果资深员工拉里·特斯勒在PBS电视台的纪录片《书呆子的胜利》中如是说:“并且他会让你做得到。” 无论是在动员员工努力取得突破,还是在向消费者推销新产品,乔布斯的声音中总是透着一股魅力、一种磁场。苹果电脑的软件工程师巴德·特里博就为此取了一个很经典的名:现实扭曲力场。

乔布斯很能激励人心,但也很难伺候。在他眼中算不上怪人的人,他都会解雇掉,哪怕在苹果内外多数人都不是怪人。他不会催促着员工赶进度,但很会折腾那些倒霉的应征者,偶尔还会冲着员工吼叫,十分独裁(苹果电脑项目的发起人杰夫·拉斯金就说过,乔布斯很适合当法兰西皇帝)。

当时有很多人越来越受不了乔布斯,时任苹果总裁约翰·斯库里就是其中一个。很多人都知道,当初他是被乔布斯“你是想一辈子卖糖水,还是来跟我一起改变世界?”这样一直责问,骂进苹果的。他不满乔布斯对苹果电脑分部的管理方式,而惨淡的销量则让他壮起胆来,联同苹果的董事会,在1985年6月剥夺了乔布斯的所有决策权。同年9月,乔布斯辞职。

那时苹果公司认为,乔布斯不在对苹果更好。几十年后的今天,人们会觉得这个决定好比迪士尼公司解雇沃特·迪士尼一样荒唐。但在当年,不少人都赞同辞退乔布斯。一位极度乐观的苹果匿名员工曾对《信息世界》杂志说:“我认为苹果正在向一个新的阶段过渡,我不觉得这位老是打着蝴蝶结,穿着吊带牛仔裤的领袖能在未来帮我们保住苹果。”

凭着他从苹果得到的几百万美元的遣散费,以及罗斯·佩罗和佳能所提供的资金,乔布斯创立了N eX T公司。这家电脑公司甚至比苹果更具乔布斯特质。N eX T系统是一个黑亮的立方体,充满创新元素,由一家设备先进的工厂制造,商标出自传奇设计师保罗·兰德之手。但其针对的是能付得起6500美元的学者型顾客,而这个市场根本不存在。卖了5万台系统之后,N eX T就转而专攻软件。

至于乔布斯离开苹果之后的第二次创业,皮克斯动画工作室也一度让人失望。其售价高达13.5万美元的图像处理计算机滞销,全靠乔布斯不断注入资金才让企业勉强存活下来。相反,其兼营的电脑制作卡通片却开始获得奥斯卡奖项。1995年,迪士尼推出了皮克斯的第一部作品《玩具总动员》,成为当年的票房冠军。那是乔布斯十年来第一次无心插柳的成功(2006年他以74亿美元把皮克斯卖给迪士尼的时候,其职业生涯已达到辉煌的高度,这宗交易充其量只是锦上添花)。(南方都市报 https://www.360docs.net/doc/de16088094.html, SouthernMetropolisDailyMark 南都网)

乔布斯后来把他在N eX T和皮克斯的岁月称为“我生命中最创意澎湃的时期”,把出走苹果的经历比喻为“一剂苦口良药”。同样在那时,他结束了钻石王老五的生活(他当时已有一个私生女,也与琼·贝兹谈过恋爱),成家立室。他在1991年迎娶了劳伦·鲍威尔,到1998年两人已育有一子二女。

与此同时,没有了乔布斯的苹果却一落千丈。约翰·斯库里让位给没有远见的苹果德国区总裁迈克尔·斯宾德勒,后者又被从事电脑芯片工作多年的吉尔·阿米里欧所接替,但阿米里欧明显不适合领导苹果。他导致了苹果1996和1997两个财年共18亿美元的亏损,又未能把公司出售给提出善意收购的IB M和太阳微系统公司。对当时的苹果来说,破产和倒闭皆有可能。

但阿米里欧在他500天的任期内到底还是做了一件好事。就在1996年圣诞前夕,他花了4 .3亿美元收购了N eX T公司,寄望其软件能够成为下一代苹果电脑操作系统的基础,后来也确实如此(苹果从2001年开始推出的每一套系统,包括今天iP hone和iPad的系统,都直接源自N eX T的软件技术)。

随N eX T附送的礼物,当然就是乔布斯了。阿米里欧曾天真地相信,乔布斯会很乐意出任公司的名誉领袖。谁想到,收购完成半年之后,乔布斯就把他撵走了,随后自己出任代总裁———代理期间,乔布斯主要还是处理皮克斯的事宜。他在1997年告诉《时代》杂志:“我基本上每天都待在皮克斯,到了后来几个月才放得下那里的事。”终于在2000年,乔布斯把头衔中的“代”字去掉,当上了真正的总裁。

乔布斯的回归让苹果迷振奋不已,但行内观察家们都不冀望他会带来什么奇迹。“他最多只能延缓苹果的衰落,难再有什么作为了。拖上几年,苹果最后还是会给大公司吞并,或者失去所有顾客。”吉姆·卡尔顿在1998年再版其1997年出版的《苹果公司兴衰内幕》一书时写道。

在乔布斯回到苹果的第一个月内,他替换掉董事会成员、裁减人手、削减成本,否决掉十几项产品,并接受了老对手微软1 .5亿美元的资金支持(在1997年的麦金塔世博会上,比尔·盖茨透过大屏幕作远程主旨演讲,大有高临乔布斯之势,见此情景,观众嘘声四起)。

乔布斯随后推出了一轮广告攻势,主题为“想法与众不同”,让苹果公司重新成为大众的谈资,随后主持了iMac的发布会。iMac集多功能于一身,发布时展览在一个由英国工业设计家乔纳森·艾维亲自操刀的半透明箱之中(其后苹果每一款主要产品的设计均出自乔纳森之手)。1998年,iM ac成为了美国最畅销的电脑。

乔布斯慢慢表现得更像一个想再度改变世界的人,而不只是一位能起死回生的艺术家。他在2001年对《时代》杂志说:“在这个行业,能生存下来就是胜利,我们的生存之道就在于创新。”

同年的5月,苹果在弗吉尼亚州的麦克莱恩市以及加州的格兰代尔市开设了零售点,拉开了开店的序幕。它至今已拥有几百个专卖店。大型的经销商一般不怎么会向消费者解释为什么他们选择苹果电脑,而不是更便宜的W indow s电脑。现在苹果不用劳烦别人了。它有的是世界上最宽敞、最有品位的电脑专卖店。

而对于苹果以及重回老东家的乔布斯来说,最重要的时刻发生在9·11袭击后的第六个星期。乔布斯在苹果位于加州库帕蒂诺市的总部举行了一场很低调的媒体见面会。会上他向公众交待,苹果已决定向M P3业务进军,说罢就从口袋里亮出了全球第一部iPod。苹果摇身一变成为了消费者电子产品企业。

很快苹果便在该领域大放异彩。iPod不仅是一部配有耳机接口和智能软件的小巧硬盘,更是一种文化符号,特别是与W indow s的个人电脑也兼容之后,就连它的白色耳塞也成为了标志。iPod抢占了媒体播放市场份额的大头,至今还牢牢占据着。

一开始,iP o d的用户是从K azaa这样的点对点文件共享网络来下载音乐的。苹果发现用户需要一个便捷且合法的音乐来源,于是就在2003年推出了 iT unes音乐商店。与早期的音乐服务不一样,iT unes具有乔布斯式优雅、简朴的特点:每首歌收取99美分,可以在三台设备中播放,也可以刻录成光盘。音乐公司对苹果的举动无动于衷。他们选择收取更高的费用,设定更多的限制。消费者在iT unes推出首周就购买了100万首歌,到2008年总计购买量已超过40亿首。

苹果进军音乐领域5年之后,便超过了沃尔玛,成为了美国最大的音乐唱片零售商。那时的iPod屏幕已经可以播放视频,而苹果公司同时也是电影和电视剧的主要经销商。

但 iPod再牛气冲天也好,始终只是高端的随身听。在2007年麦金塔世博会上面世的iPhone则不同:它是一部可以放进你口袋的个人电脑,很强大。乔布斯是这样推介的:“每隔一段时间,就会有一项革命性的产品出现,改变整个世界。”现在听来,这番话说得很实在,绝不浮夸。iPhone一面世,其他所有智能手机立刻成了古董。

乔对乔布斯而言,这只是一次反击,把在个人电脑领域第一轮较量中输给微软的阵地赢回来。他并没有效仿微软此前的成功策略,而是更加“乔布斯”。就像第一台苹果电脑,第一代的iPhone也存在明显的缺陷。但其出色的软件是人们前所未见的,光芒盖过了一切瑕疵。

2008 年,苹果推出了应用程序商店,提供由第三方公司专门为iPhone开发的程序,从而顺便分得每家开发商30%的收入。用户要往iPhone安装程序,就必须经过应用程序商店这唯一获授权的渠道。苹果一贯排斥那些它认为不安全、有攻击性或者对自身构成竞争的软件。尽管如此,iPhone上的应用程序依然是最多且最好的。有些人想指责乔布斯的严控手段会扼杀开发商的创意,这明显站不住脚。

当然iPhone也面临着严峻的竞争,特别是安装了G oogle系统的手机。但苹果的生态系统,亦即电话加应用程序,再加上苹果独家提供的电影和音乐这套模式,让其独领风骚。截至2011年,苹果平均每天能卖出22万部iPhone。一位分析师表示,它已获取了行业三分之二的利润。

2010年,苹果继iPhone之后推出了 iPad,试水平板电脑领域。平板电脑诞生已有20多年,就是没有一款让人叫好的产品。苹果在2010年内便卖出了1480万台iPad,大大超出了华尔街分析家的预期(也把对手杀个措手不及———他们匆忙推出抗衡苹果的产品华而不实,吸引力远逊iPad)。说到这,如果乔布斯还不能让人们惊讶,那才奇怪。

苹果的商业模式与其他电脑生产企业大异其趣。苹果之外的整个行业基本上很松散:消费者会去百思买的商店买一台宏基电脑,里面安装的是微软的系统,然后从R hapsody处下载音乐,用SanD isk牌M P3播放。技术支持大多外包给世界各地名不见经传的公司来完成。

苹果自己早就不过问生产了。其承包生产商之一中国的富士康公司(本身已经够出名的)掌控着苹果一整套流程。它自编软件、设计硬件,并提供像iT unes这样的服务。它在其门店中出售苹果电脑和iPod等产品,还设有“天才吧”,提供免费的人工服务。当你买到苹果的产品之后,就可以从苹果的网上商店下载电影、音乐以及各种程序。富士康公司还着手设计针对iPhone和iPad的处理器。总之,它是把乔布斯的愿景落实到每一个细节。

乔布斯不改其严格、苛刻甚至过分吹毛求疵的性格,二十多年前的苹果会觉得留着他没用。但经过在N eX T和皮克斯的时光,他学会了新的操守。他仍然喜欢挑战极限,但更注重符合公司的利益。他与后来接替他总裁一职的运行总监蒂姆·库克一道,将苹果变成了一家高效率、高利润的公司的典范。

苹果比硅谷其他的大企业更善于保守秘密。我们经常可以在报道苹果的文章中看见“公司发言人无可奉告”这样的字眼。当然,它并不能杜绝一切流言。2010年,苹果一位工程师把iPhone4的设计理念遗漏在硅谷一个花园里,“小发明”博客得到它之后就立马发布。苹果对此很是愤怒,但这也无异于替苹果做了宣传。

简约主义是苹果产品的特点,也是乔布斯在三藩市和苹果总部主持新品发布会的风格。第一版的乔布斯以其蝴蝶结,以及一身富家子弟式的打扮闻名。第二版的他就固定穿一套制服———一件黑色的高领套头衫,一条L evi‘s501牛仔裤,一双N ew Balance992的运动鞋。他风格一贯,连主题演讲也按照固定的模板:先是亮出瞩目的数据,通报公司的财务状况,接着展示一台或多台新品,再透露价格信息。就连他对苹果产品的赞词(挺酷吧?)也是一成不变。

他好像毫不费力就可以引起人群轰动。许多人认为他甚至比爱迪生更加神奇。《花花公子》杂志在一篇1985 年与乔布斯的访谈的引子中写道:“跟他谈过话,你会觉得他是一个有远见的人,他让世界变得更好;或者你会觉得他就是一个机会主义者,以营销技巧收获巨大的商业成就。”

但是就连那些看不惯乔布斯的人,也会觉得他跟苹果俨然浑然一体。苹果网罗了各个领域的天才,这是有目共睹的。但是乔布斯无微不至的管理风格更是公司的旗帜,任何喜欢苹果及其产品的人都不敢想象没有了他,情况会怎样。股东们就更担心那一天的到来。就算牵涉进股票期权回溯丑闻也没能影响他的名声。

但是,世人还是得越来越认真地设想没有乔布斯的苹果的情况。2004年,乔布斯确诊患上胰腺癌。医生告诉他只有几个月的光景,但进一步检查之后发现那是一种很罕见的病症,可以控制。于是乔布斯就把公司的日常事务交由运营总监蒂姆·库克打理,然后接受了手术,康复之后再回到苹果。2009年,他告病假接受了肝移植。2011年8月25日,他再度告假。这一回他是永远离任总裁一职了,转而担任董事会主席,由库克接任总裁。

乔布斯对苹果的成功实在至关重要。很多人担心他不再掌舵的那一天,苹果将辉煌不再。其实,在他病倒和缺席的期间,苹果依然蓬勃发展。截至2011年,苹果绝大部分的收入是来自乔布斯第一次告病假之前尚未出现的产品。所以说,乔布斯最大的成就,在于他教会了苹果上下乔布斯式的思维方式。

乔布斯喜欢谈苹果新产品多于谈自己的生活。他基本没怎么交待他是如何与疾病搏斗的,只是在2005年为斯坦福大学所作的毕业演说中稍微提到。他像所有毕业演说者那样,给那些年龄与自己成立苹果时相仿的毕业生以忠告。“你们的时间有限,所以别把光阴浪费在过别人的生活上,”他说这番话的语气,就像“过别人的生活”的念头激怒了他一样。“不要受制于教条,这无异于活在别人思维的结果之中。不要让旁人的意见掩盖了自己内心的声音。而最重要的是,要敢于随心而动,相信自己的直觉。你的心,你的直觉,已经知道你想成为什么样的人。其他一切都是其次。”

乔布斯的心与直觉知道他的人生目标。他的勃勃雄心,把他自己,也把我们带向了神奇的彼岸。我们确实无法想象,在没有他的未来几十年里,技术、商业,对了,还有人文学科,会变成怎样。

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1、长句:没有人愿意看太冗长的句子,而且切记YRIS(Your resume is scanned,no tread)原则,雇主只是在扫描您的简历。 2、缩写:因为外行人往往很难看懂。不要想当然地认为这是人所皆知的事情。 3、 I 我:因为正规简历多用点句,以动词开头,是没有我的。当然若在公司简介中一定要用到一两次,也不是完全不可以。 4、不利因素:我们讲过简历的原则是不要撒谎,但不写不等于骗人。大家可能还记得前面提到过的简历中的任何字句都可能成为面试中的话题。扬长避短的道理,我想大家都是知道的。 5、 Reference available upon request :这个短语的意思是如需证明,可提供见证人。这在许多英式、港式简历港文中经常出现,但是美式的简历则不要这样写。

自我介绍英文版带翻译

Introduce Yourself Professionally 专业自我介绍 1. Self-introduction sample for a job interview | 工作面试自我介绍 我叫赖利。我是刚从鲍尔州立大学毕业的。今年夏天我一直在一个小学夏令营工作,我很高兴能找到下一学年的第一个教学职位。我有几个最初的教案,我创建了我的教学实习,我期待着在我自己的课堂上实施。我自己也上过布鲁克伍德小学,相信我会非常适合你们二年级的开学典礼。在激发我对学习的热爱的同一个地方教学生对我来说是一种快乐。 My name is Riley See. I’m a recent graduate from Ball State University. I’ve been working at a camp for elementary children this summer, and I’m excited to find my first teaching position for the coming school year. I have several original lesson plans I created during my teaching internship that I look forward to implementing in my own classroom. I attended Brookwood Elementary myself and believe I would be a great fit for your second grade opening. It would be a joy for me to teach students in the same place that sparked my love of learning. 2. Self-introduction sample for a presentation| 演讲自我介绍 下午好。我叫Calob Cor,是Northern Investment的行政和财务副总裁。我一直热衷于寻 找省钱的聪明方法。我相信尽早制定理财策略是确保你未来的关键。我在大学期间就开始使用这些策略,现在我的退休基金已经超过1000万美元。这个数字每天都在增长,我也来教你如何建立这样的账户。 Good afternoon. My name is Calob Cor and I’m the VP of Administration and Finance at Northern Investing. I’ve always been passionate about finding smart ways to save money. I believe establishing money management strategies as early as possible is the key to securing your future. I began using these strategies myself as I was working through college, and I now have over $10 million in my retirement fund.

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