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The Biography Of Steve Jobs
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Steve Jobs was born February 24, 1955, to two University of Wisconsin graduate students who gave him up for adoption. Smart but directionless, Jobs experimented with different pursuits before starting Apple Computers with Stephen Wozniak in the Jobs' family garage. Apple's revolutionary products, which include the iPod, iPhone and iPad, are now seen as dictating the evolution of modern technology.
Early Life
Steven Paul Jobs was born on February 24, 1955, to Joanne Simpson and Abdulfattah "John" Jandali, two University of Wisconsin graduate students who gave their unnamed son up for adoption. His father, Abdulfattah Jandali, was a Syrian political science professor and his mother, Joanne Simpson, worked as a speech therapist. Shortly after Steve was placed for adoption, his biological parents married and had another child, Mona Simpson. It was not until Jobs was 27 that he was able to uncover information on his biological parents.
As an infant, Steven was adopted by Clara and Paul Jobs and named Steven Paul Jobs. Clara worked as an accountant and Paul was a Coast Guard veteran and machinist. The family lived in Mountain View within California's Silicon Valley. As a boy, Jobs and his father would work on electronics in the family garage. Paul would show his son how to take apart and reconstruct electronics, a hobby which instilled confidence, tenacity, and mechanical prowess in young Jobs.
While Jobs has always been an intelligent and innovative thinker, his youth was riddled with frustrations over formal schooling. In elementary school he was a prankster whose fourth grade teacher needed to bribe him to study. Jobs tested so well, however, that administrators wanted to skip him ahead to high school—a proposal his parents declined.
After he did enroll in high school, Jobs spent his free time at Hewlett-Packard. It was there that he befriended computer club guru Steve Wozniak. Wozniak was a brilliant computer engineer, and the two developed great respect for one another.
Apple Computers
After high school, Jobs enrolled at Reed College in Portland, Oregon. Lacking direction, he dropped out of college after six months and spent the next 18 months dropping in on creative classes. Jobs later recounted how one course in calligraphy developed his love of typography.
In 1974, Jobs took a position as a video game designer with Atari. Several months later he left Atari to find spiritual enlightenment in India, traveling the continent and experimenting with psychedelic drugs. In 1976, when Jobs was just 21, he and Wozniak started Apple Computers. The duo started in the Jobs family garage, and funded their entrepreneurial venture after Jobs sold his Volkswagen bus and Wozniak sold his beloved scientific calculator.
Jobs and Wozniak are credited with revolutionizing the computer industry by democratizing the technology and making the machines smaller, cheaper, intuitive, and accessible to everyday consumers. The two conceived a series of user-friendly personal computers that they initially marketed for $666.66 each. Their first model, the Apple I, earned them $774,000. Three years after the release of their second model, the Apple II, sales increased 700 percent to $139 million dollars. In 1980, Apple Computer became a publically traded company with a market value of $1.2 billion on the very first day of trading.
Jobs looked to marketing expert John Scully of Pepsi-Cola to help fill the role of Apple's President.
Departure from Apple
However, the next several products from Apple suffered significant design flaws resulting in recalls and consumer disappointment. IBM suddenly surpassed Apple sales, and Apple had to compete with an IBM/PC dominated business world. In 1984 Apple released the Macintosh, marketing the computer as a piece of a counter culture lifestyle: romantic, youthful, creative. But despite positive sales and performance superior to IBM's PCs, the Macintosh was still not IBM compatible. Scully believed Jobs was hurting Apple, and executives began to phase him out.
In 1985, Jobs resigned as Apple's CEO to begin a new hardware and software company called NeXT, Inc. The following year Jobs purchased an animation company from George Lucas, which later became Pixar Animation Studios. Believing in Pixar's potential, Jobs initially invested $50 million of his own money into the company. Pixar Studios went on to produce wildly popular animation films such as Toy Story, Finding Nemo and The Incredibles. Pixar's films have netted $4 billion. The studio merged with Walt Disney in 2006, making Steve Jobs Disney's largest shareholder.
Reinventing Apple
Despite Pixar's success, NeXT, Inc. floundered in its attempts to sell its specialized operating system to mainstream America. Apple eventually bought the company in 1997 for $429 million. That same year, Jobs returned to his post as Apple's CEO.
Much like Steve Jobs instigated Apple's success in the 1970s, he is credited with revitalizing the company in the 1990s. With a new management team, altered stock options, and a self-imposed annual salary of $1 a year, Jobs put Apple back on track. His ingenious products such as the iMac, effective branding campaigns, and stylish designs caught the attention of consumers once again.
Pancreatic Cancer
In 2003, Jobs discovered he had a neuroendocrine tumor, a rare but operable form of pancreatic cancer. Instead of immediately opting for surgery, Jobs chose to alter his pescovegetarian diet while weighing Eastern treatment options. For nine months Jobs postponed surgery, making Apple's board of directors nervous. Executives feared that shareholders would pull their stocks if word got out that their CEO was ill. But in the end, Job's confidentiality took precedence over shareholder disclosure. In 2004, he had a successful surgery to remove the pancreatic tumor. True to form, in subsequent years Jobs disclosed little about his health.
Recent Innovations
Apple introduced such revolutionary products as the Macbook Air, iPod, and iPhone, all of which have dictated the evolution of modern technology. Almost immediately after Apple releases a new product, competitors scramble to produce comparable technologies. In 2007, Apple's quarterly reports were the company's most impressive statistics to date. Stocks were worth a record-breaking $199.99 a share, and the company boasted a staggering $1.58 billion dollar profit, an $18 billion dollar surplus in the bank, and zero debt.
In 2008, iTunes became the second biggest music retailer in America-second only to Wal-Mart. Half of Apple's current revenue comes from iTunes and iPod sales, with 200 million iPods sold and six billion songs downloaded. For these reasons, Apple has been rated No. 1 in America's Most Admired Companies, and No. 1 amongst Fortune 500 companies for returns to shareholders.
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Personal Life
Early in 2009, reports circulated about Jobs' weight loss, some predicting his health issues had returned, which included a liver transplant. Jobs had responded to these concerns by stating he was dealing with a hormone imbalance. After nearly a year out of the spotlight, Steve Jobs delivered a keynote address at an invite-only Apple event September 9, 2009.
In respect to his personal life, Steve Jobs remained a private man who rarely discloses information about his family. What is known is Jobs fathered a daughter with girlfriend Chrisann Brennan when he was 23. Jobs denied paternity of his daughter Lisa in court documents, claiming he was sterile. Jobs did not initiate a relationship with his daughter until she was 7 but, when she was a teenager, she came to live with her father.
In the early 1990s, Jobs met Laurene Powell at Stanford business school, where Powell was an MBA student. They married on March 18, 1991, and lived together in Palo Alto, California, with their three children.
Final Years
On October 5, 2011, Apple Inc. announced that co-founder Steve Jobs had died. He was 56 years old at the time of his death.
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Steve Jobs, co-founder of Apple Computer Inc, at the first West Coast Computer Faire, where the Apple II computer was debuted, in Brooks Hall, San Francisco, California, April 16th or 17th, 1977
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Apple co-founder Steve Jobs posing with an Apple II computer.
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Steve Jobs unveils Apple Computer Corporation's new Macintosh February 6, 1984 in California. Jobs designed, built and introduced the Apple computer, a user-friendly alternative to IBM's personal computer with Steve Wozniak in 1976.
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CIRCA 1983: Apple computer Chrmn. Steve Jobs w. new LISA computer during press preview.
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CEO of NeXT Computer Corp. Steve Jobs sits June 1995 in Palo Alto, CA. Jobs, co-founder of Apple Computers, left the company after a power struggle with John Sculley to create NeXT corporation
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CEO of NeXT Computer Corp. Steve Jobs stands with Ross Perot January 29, 1987.
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Apple Computer interim CEO Steve Jobs in July 1999 carrying new iBook, laptop computer w. built-in handle, Apple's iMac to go.
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Steve Jobs, CEO of Apple Computer, delivers his keynote address at the MacWorld Expo in San Francisco January 9, 2001 in San Francisco. Jobs announced a newly redesign G4 Titanium Powerbook, new configurations of the G4 desktops as well as new audio and DVD software.
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Apple CEO Steve Jobs poses with the new 30-inch flat panel display as he delivers the keynote address at the 2004 Worldwide Developers Conference June 28, 2004 in San Francisco, California. Jobs announced the 2005 release of OSX Tiger and a new line of flat panel cinema displays including the first 30-inch model designed for the personal computer.
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Jobs with Bono and The Edge of U2 celebrate the release of a new Apple iPod family of products at the California Theatre on October 26, 2004 in San Jose, California
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Jobs holds a new iPod with video capabilities as he delivers a keynote address October 12, 2005 in San Jose, California. Jobs announced a new iPod that plays video, a new iMac and new version of iTunes that allows people to purchase videos and television shows.
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Jobs holds up the new iPhone that was introduced at Macworld on January 9, 2007 in San Francisco, California. During the keynote Jobs introduced the new iPhone which will combine a mobile phone, a widescreen iPod with touch controls and a internet communications device with the ability to use email, web browsing, maps and searching. The iPhone started shipping in the US in June 2007.
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Jobs holds up a new version of the iPod Nano during an Apple Special event September 5, 2007 in San Francisco, California.
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Jobs holds up the new Mac Book Air after he delivered the keynote speech to kick off the 2008 Macworld at the Moscone Center January 15, 2008 in San Francisco, California. Jobs introduced the wireless Time Capsule backup appliance, iTV 2 and the new ultra thin laptop MacBook Air.
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Steve Jobs, chief executive officer of Apple Inc., holds an Apple iPad tablet during its debut at the Yerba Buena Center for the Arts Theater in San Francisco, California, U.S., on Wednesday, Jan. 27, 2010. Apple Inc., trying to expand beyond the Macintosh, iPod and iPhone, introduced the iPad, a tablet computer with a touch screen.
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Jobs demonstrates the gyroscope functionality on the iPhone 4 during his keynote address at the Apple Worldwide Developers Conference (WWDC) in San Francisco, California, U.S., on June 7, 2010. Jobs introduced the redesigned iPhone 4 as well, delivering a 24 percent thinner body and 100 new features.
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Short Biography Of Steve Jobs
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Paul Jobs and his son
Youth
Steven Paul Jobs was born on February 24, 1955 in San Francisco, California. His unwed biological parents, Joanne Schieble and Abdulfattah Jandali, put him up for adoption. Steve was adopted by Paul and Clara Jobs, a lower-middle-class couple, who moved to the suburban city of Mountain View a couple of years later.
The Santa Clara county, south of the Bay Area, became known as Silicon Valley in the early 1950s after the sprouting of a myriad of semi-conductor companies. As a result, young Steve Jobs grew up in a neighborhood of engineers working on electronics and other gizmos in their garages on weekends. This shaped his interest in the field as he grew up. At age 13, he met one the most important persons in his life: 18-year-old Stephen Wozniak, an electronics wiz kid, and, like Steve, an incorrigible prankster.
Five years later, when Steve Jobs reached college age, he told his parents he wanted to enroll in Reed College — an expensive liberal arts college up in Oregon. Even though the tuition fees were astronomical for the poor couple, they had promised their son's biological parents he would get a college education, so they relented. Steve spent only one semester at Reed, then dropped out, as he was more interested in eastern philosophy, fruitarian diets, and LSD than in the classes he took. He moved to a hippie commune in Oregon where his main activity was cultivating apples.
A few months later, Steve returned to California to look for a job. He was hired at the young video game maker Atari, and used his wages to make a trip to India with one of his college friends, in order to 'seek enlightenment'. He came back a little disillusioned and started to take interest in his friend Woz's new activities.
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The Jobses garage
Apple's origins
Woz, whose interest in electronics had grown stronger, was regularly attending meetings of a group of early computer hobbyists called the Homebrew Computer Club. They were the real pioneers of personal computing, a collection of radio jammers, computer professionals and enlightened amateurs who gathered to show off their latest prowess in building their own personal computer or writing software. The club started to gain popularity after the Altair 8800 personal computer kit came out in 1975.
The knowledge that Woz gathered at the Homebrew meetings, as well as his exceptional talent, allowed him to build his own computer board — simply because he wanted a personal computer for himself. Steve Jobs took interest, and he quickly understood that his friend's brilliant invention could be sold to software hobbyists, who wanted to write software without the hassle of assembling a computer kit. Jobs convinced Wozniak to start a company for that purpose: Apple Computer was born on April 1, 1976.
The following months were spent assembling boards of Apple I computers in the Jobses' garage, and selling them to independent computer dealers in the area. However, Wozniak had started work on a much better computer, the Apple II — an expandable, much more powerful system that supported color graphics. Jobs and Wozniak knew deep down it could be hugely successful, and therefore Jobs started to seek venture capital. He eventually convinced former Intel executive turned business angel Mike Markkula to invest $250,000 in Apple, in January 1977. Markkula was a big believer in the personal computing revolution, and he said to the young founders that, thanks to the Apple II, their company could be one of the Fortune 500 in less than two years.
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Apple II Forever
Although Markkula was a bit too optimistic about Apple's growth rate, he was right that the company quickly became an American success story. Because of its beautiful package, ease of use, and nifty features, the Apple II crushed most of its competition and its sales made the Apple founders millionaires. The biggest surge in sales came after the introduction of VisiCalc, the first commercially successful spreadsheet program: hundreds of thousands of Americans, whether they be accountants, small business owners, or just obsessed with money, bought Apple IIs to make calculations at home.
In the wake of Apple's success, its investors decided it was time to go public. The IPO took place in December 1980, only four years after the company was started. Steve Jobs's net worth increased to over $200 million, at age 25.
Apple's success attracted the attention of the computer giant IBM, which until then was still only selling mainframe computers to large companies. A crash project was started and in August 1981, the IBM PC entered the personal computer market. It was the biggest threat yet to Apple, whose reputation was being put into question after the flop of the Apple III in 1980. Most hopes rested on a business computer project, called the Lisa.
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Short Biography Of Steve Jobs
Lisa & Xerox PARC
Steve Jobs was a big believer in the Lisa computer initially. It was he who came up with the name. Indeed, in 1978, his ex-girlfriend from high school Chrisann Brennan gave birth to a little girl, who she named Lisa. Steve denied paternity, although it was ovious to everyone who knew him that he was the father, given the on-and-off relationship he still had with Chrisann at the time. Jobs refused to give any money to Chrisann, despite the millions he had accumulated at Apple. While in denial, he came up with the name Lisa for the new computer Apple was building…
The following year, a tour of the computer research lab Xerox PARC made a huge impression on him. The scientists who worked there had invented a number of breakthrough technologies that would mark the industry for the coming decades, including the graphical user interface (GUI) and the mouse, Ethernet, laser printing and object oriented programming. Jobs became obsessed with the GUI which was a lot easier to use than the command-line interfaces of the day, which required any PC user to learn a computer language. He insisted the Lisa had a GUI and a mouse, too.
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Macintosh
However, because of his hot temper and his relative inexperience in technology or management, Steve Jobs was thrown out of the Lisa project. He felt absolutely crushed by this decision. As a revenge, he took over a small project called Macintosh, a personal computer that was supposed to be a cheap appliance, 'as easy to use as a toaster'. In 1981, Steve Jobs became head of the Macintosh project, and decided to make it a smaller and cheaper version of the Lisa, complete with a GUI of folders, icons and drop-down menus, and a mouse.
The three years it took to develop Macintosh were some of the most productive and intense for Steve Jobs. He formed a small group of dedicated, young, brilliant engineers who stood fully behind his vision of a computer 'for the rest of us'. They saw themselves as 'pirates' against the rest of Apple, 'the Navy'. The team antagonized both the Apple II group and the Lisa group, because the Mac was competitive of both. Yet in 1983, after it became clear the Lisa was turning into another major flop for Apple, all of the company's hope started to rest on the Macintosh. Steve was supported in his mission by John Sculley, Apple's new CEO whom he hired in 1983 to help him run the company and groom him into a future chief executive.
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Jobs and Sculley, 1984
Leaving Apple
On January 24 1984, after Apple had run a very memorable TV commercial for the SuperBowl ('1984'), Steve Jobs introduced Macintosh at the company's annual shareholders meeting. The product was launched in great fanfare and for the first few months, it was very successful.
However, by early 1985, sales were plummeting, but Steve Jobs refused to acknowledge it and continued to behave as if he had saved Apple. This created a lot of tension within the company, especially between Steve and the CEO, John Sculley, who used to be very close but now stopped talking to one another.
In May 1985, Steve Jobs started trying to convince some directors and top executives at Apple that Sculley should go. Instead, many of them talked to Sculley, who took the matter to the board of directors. The board sided with Sculley and a few days later, announced a reorganization of the company where Steve Jobs had no operational duties whatsoever — he was only to remain chairman of the board.
Steve was aghast: Apple was his life, and he was effectively kicked out of it. After four months spent traveling and trying out new ideas, he came back in September with a plan: he would start a new computer company aimed at higher education, with a small group of other ex-Apple employees. When Apple learned of the plan, they declared they would sue him as he was taking valuable information about the company to compete with it. As a result, Steve Jobs resigned in September 1985, and sold all but one of his Apple shares, in disgust. He went ahead with his plan anyway, and incorporated NeXT. Apple dropped its lawsuit a few months later.
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Jobs unveils the NeXT Cube, 12 October 1988
The NeXT years
Steve aimed at the highest possible standards for his new NeXT machine: he wanted the best hardware, built in the world's most automated factory, and running the most advanced software possible. He decided that the computer's operating system, NeXTSTEP, would be based on UNIX, the most robust system in the world , used by the military and universities— but that it would also be as easy to use as a Macintosh,with its own GUI. NeXTSTEP would allow for object oriented programming, another breakthrough from Xerox PARC, that made writing software much faster and more reliably. These ambitious plans put off the release date of the computer — called the NeXT Cube — to October 1988.
When it came out, the NeXT Cube was indeed a great machine. But it didn't sell — it was late, and way too overpriced: universities has asked for a $3,000 computer, and Steve Jobs had built a $10,000 workstation. After two years of very low sales, NeXT launched the cheaper NeXT Station, and expanded its target to businesses, in addition to higher ed. It didn't work: the number of NeXT computers sold each month remained in the hundreds. The company was bleeding money and all its co-founders left one after the other, as well as its most prominent investor, Texan billionaire Ross Perot. By 1993, NeXT had to give up its entire hardware business to become a niche software company. Steve Jobs had failed, and he was devastated. He started focusing less on work, and more on his wife Laurene (who he married in 1991) and his newborn son, Reed.
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Tin Toy
Pixar
To understand how Steve Jobs got out of his nadir, let's go back eight years earlier, in late 1985. At the time, George Lucas, who was in the middle of an expensive divorce, was selling the computer graphics division of his Lucasfilm empire. Steve Jobs had millions in the bank, after having sold all his Apple stock, and was interested. In early 1986, he bought the small group of computer scientists, and incorporated it as Pixar. The founders of Pixar, Ed Catmull and Alvy Ray Smith, had gotten together in the late 1970s with a common vision of making films using computer animation only. But they also knew no computer was powerful enough at the time, and they would have to hold out for a couple decades before their dream could materialize.
For the first five years of Pixar, Steve Jobs set a goal for the company to sell high-end computer graphics workstations for institutions, such as hospitals or even the army. The animations group led by John Lasseter was very small at the time, and only survived because it provided good publicity for the power of the Pixar rendering software. Steve Jobs understood this when the studio won an Academy Award for its short movie 'Tin Toy' in 1989. However, just like NeXT's, sales of Pixar hardware were microscopic, and the company went software-only in 1990.
Pixar then became a software company, developing the RenderMan 3D rendering software. Its animation business was kept alive because it was the only one that brought some cash in, with various 3D TV commercials for consumer brands. However a decisive contract changed everything: in 1991, Disney signed with Pixar for making a full-feature computer-animated movie. The script had to be fully approved by both parties, and the very hands-on head of Disney animation Jeffrey Katzenberg halted the production several times out of creative disagreements with John Lasseter and his team. But in 1995, the movie was finally starting to take form, and Steve Jobs became increasingly enthused by it.
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Steve as Woodie
Although he had used his personal money to fund Pixar for nine years, Jobs had never been implicated that much in the company, which was always more of a 'hobby' to him compared to NeXT. But by 1995, NeXT had more or less tanked, whereas Pixar was obviously going to benefit widely from the Disney marketing machine and make a hit with Toy Story. Steve understood this new momentum full well: he planned to take Pixar public the week following the release of the movie, in November 1995. He was right, and Toy Story's box-office success was only surpassed by the Pixar stock's success on Wall Street. Steve Jobs, who owned 80% of the company, saw his net worth rise to over $1.5 billion — five times the money he had ever made at Apple in the 1980s!
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Short Biography Of Steve Jobs
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Steve Jobs and Gil Amelio, December 1996
Back to Apple
Business wasn't all sunshine and roses at Apple. In the decade following Steve's departure, the computer maker had milked all the cash it could from the Macintosh and its successors, surfing on the wave of the desktop publishing revolution that the Mac and the laser printer had made possible. But in 1995, after Microsoft had released Windows 95, which was a pale but working copy of the Mac OS, sales of Macintosh computers started plummeting.
A new CEO, Gil Amelio, arrived in early 1996 to save the company. He cut costs, got rid of a third of the workforce, and decided that instead of writing a new, modern operating system from scratch to compete with Window, it was better for Apple to acquire one. Eventually, Amelio chose to buy NeXTSTEP, NeXT's operating system — and Steve Jobs convinced him to buy the whole company, for a whopping $400 million. The deal was made in December 1996: Steve Jobs was back at the company he founded.
The Amelio-Jobs cooperation didn't last long, though: Apple lost $700 million in the first quarter of 1997, and the board decided to get rid of its CEO. Jobs effectively organized a board coup with the complicity of his billionaire friend Larry Ellison, and after a tenure that lasted exactly 500 days, Amelio was gone. In August 1997, Jobs took the stage at Macworld Boston to explain his plan for Apple: he had gotten rid of the old board of directors, and made a deal with Microsoft to settle patent disputes and invest $150 million in the struggling Silicon Valley icon. One month later, on September 16, 1997, Jobs accepted to become Apple's interim CEO.
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Short Biography Of Steve Jobs
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iMac introduction, May 1998
For the loser now will be later to win
The few months after Steve Jobs came back at Apple were among the hardest-working in his life. He later told his biographer Walter Isaacson that he was so exhausted, he couldn't speak when he came home at night (remember he was also running a thriving Pixar simultaneously). He reviewed every team at Apple and asked them to justify why they were important to the future of the company. If they couldn't, their product would get canceled, and there was a high probability they'd have to leave, too. Jobs also brought with him his executive team from NeXT, and installed them in key positions.
Critics started to believe in Steve Jobs's ability to run Apple when he unveiled his first great product, the iMac. Introduced in May 1998, it was Apple's first truly innovative product since the original Macintosh of 1984. Its translucent design blew away the whole PC industry, which had failed to produce anything but black or beige boxes for over a decade. Moreover, it was a hot seller, and played a key role in bringing back tons of developers to the Mac platform. Design innovations continued throughout 1998 and 1999 with the colored iMacs and the iBook, Apple's consumer notebook. After three years in charge, Steve Jobs had brought Apple back to its status of cool tech icon.
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At Macworld in January 2000, Steve Jobs made two significant announcements: first, he demoed Aqua, the graphics-intensive user interface that Apple would use in its next-generation operating system derived from NeXTSTEP, Mac OS X. Second, he announced he had accepted the Apple board's offer, and became the company's CEO, dropping the 'interim' from his title. It was not an obvious choice because he remained CEO of Pixar, too. Mac OS X had not shipped yet, though, and would take another year to ship.
The simple fact that such a massive OS transition happened is a technical feat in itself. The Mac OS X team worked very hard and released six major version of the system every year or so, between 2001 and 2007, each time with more stability, rapidity, and features. Although Steve Jobs buried Mac OS 9 on stage in 2002, most observers acknowledge that the transition from the old Mac OS to OS X was really finished only in 2005, with the release of Mac OS X 10.4 Tiger. The continuous improvement of Mac OS X and the powerful core technologies and development tools it provided proved key in the Digital Hub strategy that Steve Jobs described in January 2001.
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Short Biography Of Steve Jobs
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The Digital Hub strategy
Once Apple had been resurrected by the iMac, Steve Jobs started focusing on ways to make the company's shrinking marketshare (around 5% of PCs) grow. He decided to use Apple's unique knowledge of making both the hardware and the software to do just that: not only would Macs be very powerful and attractive machines, but they would also run software that no Windows PCs could. His first move was to bet on what he called 'desktop video', the ability to shoot and edit personal movies on your Mac. He was convinced that desktop video would be as big a deal as desktop publishing had been in the 1980s, and in 1999, he introduced the iMac DV and a digital movie editing software, iMovie, to pioneer that concept.
The iMac DV was a hit, but desktop video failed to catch on as Jobs had hoped. After a much introspection, in 2000, the Apple executive team came up with a new paradigm for the Mac that would set the company's destinies for the coming decade. They took the idea of desktop video and decided to expand it to the other consumer digital devices that were rapidly becoming mainstream at the time. Apple would write software for the Mac to edit and store all the new digital content that consumers created — and these apps would be so powerful, delightful and easy to use, that they would entice PC users to switch to the Mac. The Digital Hub strategy was born. Steve Jobs explained it to the Apple community at Macworld in January 2001, the same day he unveiled the 2nd and 3rd of the iApps: iDVD, to shares iMovies with family and friends on DVDs; and iTunes, a digital jukebox software. Other iApps would follow: iPhoto in 2002, GarageBand in 2004, and iWeb in 2006.
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Short Biography Of Steve Jobs
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iPod, October 2001
2001: An Apple Odyssey
In many ways, the juggernaut that Apple became was shaped by very smart decisions that Jobs and his executive team took in the crucial 2000-2001 timeframe. We've talked of Mac OS X and the Digital Hub strategy, a crucial product and a crucial strategy that were both unveiled in January 2001.
A third key decision was taken in 2000 and unveiled in mid-2001: that of creating a fully-owned retail channel, the famous Apple retail stores. Although it is easy to approve of this strategy in retrospect, it was far from an obvious choice back in May 2001, when the first two retail stores were inaugurated. PC maker Gateway was shutting down its own retail stores one after the other, and the analysts consensus at the time was that niche player Apple would burn precious money in this economic downturn on a foolish and dated idea. On the other hand, Steve Jobs explained that only in an environment fully controlled by Apple, with Apple-trained staff and only Apple-compatible products, could the superiority of Macs be fully appreciated by consumers.
Finally, it was in 2000 that Jobs started realizing his mistake of betting only on digital movies, and reoriented the company's efforts to another media: music. Digital music file-sharing service Napster was at the peak of its popularity, and all the young people were not spending their time shooting movies, but rather downloading and listening to MP3 music files. iTunes was born out of that realization, but there was a problem: although there were great digital camcorders to run in conjunction with iMovie, and awesome digital cameras too, digital music players mostly sorryed — not to mention their universal ugliness.
That's why, in March 2001, Steve Jobs started a crash development program to develop an Apple-branded MP3 player before that year's holiday season: the iPod was born. On October 23, 2001, he introduced this cute white digital device to a small group of journalists in the company's campus auditorium. The tagline was '1,000 songs in your pocket', and there was great emphasis on its symbiosis with the iTunes app. But no one in the room, Jobs included, had any clue how important it would turn out to the company's future.
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Short Biography Of Steve Jobs
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iPod nation
The first digital music player that people loved, iPod was a commercial success from the day it debuted. It was released, of course, as Mac-compatible only, because its goal, just like iMovie or iDVD, was to help sales of Macs. But it came at a time when a lot of people needed a good MP3 player, and despite its rather high price tag, a lot of PC users ended up buying it too, hacking it so they could use it on their machines. This had Steve Jobs and his team think a great deal: should they keep making a Mac-only iPod, or should they open it to Windows, too? Although Jobs was opposed to the latter idea, he eventually relented, and the first Windows iPods were introduced in July 2002 at Macworld New York.
However, it was soon becoming clear that iPod benefited from music piracy, and that its sales could go even higher if there was a legal way to download music. Steve Jobs didn't wait for the music industry to reinvent itself. He went to all record labels to negotiate landmark deals that would lead to the introduction of the iTunes Music Store in April 2003. Ironically, one of the arguments he used was that the risk to music labels was quite low, because of the Mac's small market share (iTunes was still Mac-only). The first compelling legal alternative to illegal music file-sharing, the iTunes Store was an instant success, selling one million songs in its first week. It not only helped the sales of iPods, but it eventually reshaped the whole music industry. It was introduced to Windows as well six months later, in October 2003.
Despite this great success, Apple didn't rest on its laurels. In January 2004, it introduced the iPod mini, a more compact version of iPod that sold at $249, only $50 less than the full featured iPod. It is really after iPod mini came out that iPod became the cultural icon it is now known as. The phrase 'Walkman of the digital age' became commonplace to describe it, and in July 2004, Steven Levy of Newsweek wrote an emblematic cover story entitled 'iPod nation'. The iPod adventure was far from over, since Apple introduced the $99 iPod shuffle and the 'impossibly small' iPod nano in 2005, and the iPod video in 2006. By that time, iPod had become synonymous with music player, and the iTunes Store had sold over one billion songs.
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Steve posing with iPod minis, 2004
Although iPod changed the music industry and the way everybody listen to music, the most important change it carried was probably that of Apple. The wild success of iPod proved to all the company's employees, starting with Jobs himself, that they were right to strive for perfection and ease of use — unlike the Mac, which still didn't make it past the 5% marketshare, iPod garnered Microsoft-like numbers of 80% of sales of MP3 players. It was iPod that revealed the future of Apple, not only as a PC manufacturer, but as a consumer electronics powerhouse. It was also iPod that broadened the company's expertise in the manufacturing, logistics and distribution of a mainstream digital device in gigantic proportions. Finally, it was iPod which, through the crowds it attracted to the company's retail stores, finally helped the Mac business of Apple, whose growth rate outpaced that of Windows PCs starting in 2005.
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Short Biography Of Steve Jobs
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Steve Jobs and Michael Eisner, 1995
When Pixar met Disney
iPod also played an indirect role in shaping the future of Steve's 'other' company, Pixar. After having released hit after hit (A Bug's Life (1998), Toy Story 2 (1999), Monsters Inc. (2001) and Finding Nemo (2003)), the animation studio had decided to let go of its distribution deal with Disney, mainly because of increasing tensions between Steve Jobs and Disney CEO Michael Eisner. Steve Jobs openly said he would not make another deal with the Magic Kingdom company until Eisner was out. Turns out his opinion was shared by many an executive at Disney — including Walt's own nephew, Roy Disney, who started a public campaign to oust the company's CEO in late 2003. Th led to the nomination of Bob Iger as new CEO in September 2005.
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Ed Catmull, Steve Jobs, Disney CEO Bob Iger and John Lasseter on Jan 24, 2006
Rumor has it that one of the first phone calls Iger made after he became CEO was to Pixar CEO Steve Jobs. He was willing to show his good will in ending the Pixar-Disney dispute. Steve Jobs took the opportunity to pitch him his new Apple plan. He was going to introduced an iPod with video capabilities soon, and he wanted a movie store to go along with it. Iger accepted, and both men appeared on stage in October to announce that Disney would sell music videos and TV shows on iTunes. The audience of journalists was pleasantly surprised to see the CEO of Disney appear so friendly with Steve Jobs, and suspected there would soon be news on the Pixar side.
Indeed, on January 24, 2006, Disney announced its friendly acquisition of Pixar, putting $7.4 billion in stock on the table. Jobs became a Disney board member and its largest individual shareholder (owning 7% of the company's stock), while Pixar executives Ed Catmull and John Lasseter were both given critical roles in the new studio.
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Short Biography Of Steve Jobs
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Steve Jobs and Intel CEO Paul Otellini at Macworld 2006
Momentum
Meanwhile, Apple was seeing unprecedented success in all its businesses, not only iPod and iTunes. The retail stores were hugely popular, and a milestone was reached when Steve Jobs inaugurated the impressive 5th Avenue store in New York CIty, a glass cube facing Central Park. As for the Mac, it was gaining momentum on the market, benefiting from both the aura of the iPod, and the switch to Intel.
Indeed, in June 2005, at WWDC, Jobs made a surprise announcement that after over a decade using the PowerPC microprocessor architecture in Macs, Apple would start using the more power-efficient Intel platform. In the late 1990s, Apple had run several ads to make fun of Intel's Pentium processors, which were commonplace in the Windows world. As a matter of fact, the expression 'Wintel machines' (Windows + Intel) was often used to describe PCs. That move to Intel was thus pretty bold, but in the long run turned out to be another wise decision. Not only did it make Macs more efficient, and pave the way for the super slim MacBook Air notebooks, but it also opened up a whole new set of customers of Apple. Intel Macs could run both Mac OS X (and its UNIX terminal) and Windows, and became the platform of choice for the majority of developers. All Macs were running Intel less than a year after the announcement.
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Short Biography Of Steve Jobs
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Apple Inc.
iPod made Steve Jobs realize that Apple could become the greatest consumer electronics company on the planet. Around 2003, he started a secret project to develop a tablet. But in 2004-2005, he realized that the technology that this group had developed, including a revolutionary touch-screen technology, could be used in a phone rather than a tablet. After two more years of development, including a harsh internal competition to prove that it was possible to make Mac OS X run on the phone, iPhone was introduced at Macworld on January 9, 2007. This keynote is often considered the best and most memorable of all of Steve Jobs's career.
iPhone was not only a breakthrough digital convergence device ("an iPod, a phone, and an Internet communicator" all in one), it was also a force of disruption of the traditional phone business. Just like for the iTunes Store, Steve Jobs had negotiated landmark deals with wireless carrier AT&T before he introduced iPhone — without ever showing it to them! In exchange for exclusivity, the carrier would pay Apple a share of all their iPhone subscription revenues. And of course, AT&T could not put any software on the iPhone, and no logo either. This was an inversion of the traditional master-slave relationship that carriers entertained with phone manufacturers. In the long run, it really put the phone industry upside down.
Unlike iPod, all of Apple understood that iPhone would be a successful and rules-changing device, starting with their own company. That's why Steve Jobs announced that its name would change from Apple Computer Inc. to Apple Inc. Macs still mattered, but accounted for a minority of Apple's revenues already, and this decline would not stop any time soon. Apple had become the most prominent digital device company.
The original iPhone was successful already: despite its $399 price tag, Apple sold 6 million of them during its existence. But sales really started to skyrocket in 2008, after Apple introduced the cheaper iPhone 3G (at a subsidized $199 price) and the App Store. Just like the Windows-compatible iPod, Steve Jobs was originally opposed to letting third-party software on the iPhone. But the demand was so high that he eventually relented, and introduced the iPhone SDK and the App Store in March 2008.
It is impossible to overestimate the impact of the iPhone App Store, which ushered in a new era in mobile software. Thousands of developers started writing apps for the iPhone platform, which became a competitive advantage for Apple that no other company has been able to catch up with to this day. Apple proudly showed off this rich choice of software in its TV ad campaign 'There's an app for that' that ran for over two years.
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Short Biography Of Steve Jobs
Health concerns
Unfortunately, while he had never been so successful professionally, Steve Jobs had to start fighting cancer with renewed intensity.
In late 2003, he had been diagnosed with pancreatic cancer of a rare kind, that could potentially be cured by surgery. However, against everyone's advice, he refused to have the surgery for nine long months. Instead, true to the ideals of his youth, he tried alternative diets and treatments, including acupuncture and seeing a psychic. Only in July 2004 did he agree to have the surgery. He looked healthy for the next five years, and spoke publicly of being 'cured' of cancer at his famous Stanford speech in 2005.
Yet at the WWDC keynote in June 2008, few observers failed to notice how thin he appeared on stage, and concerns about his health started popping up again. They became increasingly frequent until December 2008, when Apple made a shocking announcement that Jobs would not be the keynote speaker at Macworld 2009, and that he was taking a medical leave of absence for six months. Although he publicly denied it, the truth was of course that his cancer had come back. He was actually weeks away from death when he received a liver transplant in April 2009. But he came back to Apple, as planned, in late summer 2009, healthier though still very frail in appearance. He was eager to bring the finishing touches to a new project very dear to his heart.
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Short Biography Of Steve Jobs
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WWDC 2011
Ushering in the Post-PC era
The iPhone had spun off the idea for a tablet device back in 2005, and it was time to restart that project, which of course led to the introduction of iPad. Although some speculated it would run Mac OS X, it was decided that iPad would in fact run the same operating system as iPhone, now called iOS. It would therefore benefit from the rich variety of apps already present in the iPhone App Store.
Although iPad was welcomed by mixed reviews when it was introduced in January 2010 (some dubbed it a "larger iPod touch"), it was always clear to Steve Jobs that it was 'the biggest thing [he'd] ever done' — the ultimate post-PC device, an eventual replacement of PCs for the average user. He laid out his vision clearly at the D8 conference in May 2010, where he compared PCs to trucks, which still existed after cars were invented but were only for professional, niche use. This perspective on iPad was reiterated in a series of TV commercials where the narrator, the 'Apple voice', explained how revolutionary iPad was and how the revolution had 'only just begun'.
Unfortunately, Steve Jobs' health, which had seem to recover throughout 2010, started declining again. In January 2011, he announced he was taking a new medical leave of absence, this time without saying when it would end. Everybody started talking about his upcoming departure. However, he deemed iPad and iOS so important that he still made two major public presentations at Apple event. The first one was the introduction of iPad 2 in March 2011, and the second one was WWDC, in June 2011, where he introduced iCloud.
In many ways, the iCloud announcement was of similar importance as the Digital Hub Strategy introduction ten years before. It was not only a product, but a master plan to get consumers to adopt iOS devices and lock them into the Apple ecosystem. The iCloud introduced in 2011, which allowed users to sync email, documents, and media across their Macs, iPhones, iPod touches, iPads and Apple TVs, was only the first step in that direction. It was crucial to Steve Jobs who clearly put iOS as the most important part of Apple and the key to its future.
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Short Biography Of Steve Jobs
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The future Apple spaceship campus
Building his legacy
The resurgence of Steve's cancer was a painful reminder that it was time to 'put his affairs in order' before his passing — and he did.
He made sure that Apple was ready to operate without him: in late 2008, he hired the dean of the Yale School of Management to create 'Apple University', a sort of internal business track to groom future Apple executives by exposing them to the Apple ways of doing business, through actual case studies in the history of the company. He also consolidated his executive team and agreed with the board that his natural successor would be his second in command, COO Tim Cook. Finally, at his last public appearance in June 2011, he unveiled his plans for the future Apple campus in Cupertino, a huge spaceship-sized building in the shape of a perfect circle. All of this was in place when, because of his increasingly deteriorating health, he resigned as Apple CEO on August 24, 2011.
Jobs also prepared his personal legacy. In 2009, he finally started giving interviews to journalist Walter Isaacson to prepare for his first and only authorized biography, giving him his perspective on his life and career. He also spent his last days designing a boat for his family on which he hoped to travel the world. Unfortunately, death took him too soon, and he died peacefully at home on October 5, 2011, surrounded by his family — the day following the introduction of the iPhone 4S, an Apple event that he watched from his deathbed.
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Timeline
1955-1985 Youth & Apple's early years
1955 - 1979
24 Feb 1955
Steven Paul was born in San Francisco, the son of Abdulfattah Jandali and Joanne Schieble.
He is quickly adopted by Paul and Clara Jobs
1960
The Jobs family moves from San Francisco to Mountain View, a suburban town in Santa Clara county, more famous under the name Silicon Valley
Summer 1968
13-year-old Steve Jobs calls up Bill Hewlett and gets a summer job at the HP factory
1969
Steve Jobs meets Steve Wozniak, 5 years older, through a mutual friend. Woz and Steve share a love of electronics, Bob Dylan, and pranks
1972
Steve and Woz build and illegally sell 'blue boxes' that allow to make phone calls for free
1973
Steve spends the fall semester at Reed College, Oregon, then drops out.
He will stay on campus and attend the classes that interest him for a while, then move to a hippie commune
1974
Steve gets his first job at video game maker Atari, and later makes a trip to India to 'seek enlightenment' with his college friend Dan Kottke
Mar 1976
Woz and Steve show the early Apple I board at the Homebrew Computer Club
1 Apr 1976
Apple Computer Inc. is incorporated by Steve Jobs, Steve Wozniak and Ron Wayne
Spring 1976
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The Jobses' garage where Apple was started
Steve and Woz start assembling Apple I computers in the Jobses' garage, and sell them to computer hobbyists, including 50 for the Byte Shop
28 Aug 1976
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Wozniak, Jobs and Kottke at the Personal Computing Festival
Steve Jobs and Woz show off the Apple I at the Personal Computing Festival in Atlantic City, with help from Dan Kottke
Jan 1977
Former Intel executive turned business angel Mike Markkula invests in Apple and hires former colleague Mike Scott as CEO. Woz is forced to leave HP to join Apple full time
17 Apr 1977
Apple makes a huge sensation at the West Coast Computer Faire with a prototype Apple II
1978
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Steve and the Apple ][
The Apple II becomes the first mass-market personal computer, with impressive sales around the US. Apple becomes a symbol of the personal computing revolution
1978
Steve's ex-girlfriend Chris-Ann Brennan gives birth to their daugher Lisa. Steve refuses to acknowledge he is the father
1978
At Apple, work starts on the Apple III and the Lisa, while Jef Raskin begins The Book of Macintosh
Dec 1979
Steve Jobs is shown the first working graphical user interface at Xerox PARC1979Sales of Apple II skyrocket after pioneer spreadsheet software Visicalc is introduced
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Timeline
1955-1985 Youth & Apple's early years
1980 - 1989
1980
Jef Raskin’s Macintosh project is green-lighted. Lisa evolves into a GUI-computer, in part because of Steve Jobs' demands
May 1980
Apple launches the Apple III, which will prove a disastrous flop
12 Dec 1980
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Steve Jobs, 1981
Apple goes public, increasing Steve Jobs' net worth from dozens of millions of dollars to over $200 million
Early 1981
Jef Raskin is forced out of his Macintosh project as Steve Jobs takes over
25 Feb 1981
Black Wednesday: 50 Apple employees laid off by CEO Mike Scott without notice. The board asks him to leave shortly afterwards. Mike Markkula becomes interim CEO
12 Aug 1981
IBM launches the IBM PC, the biggest threat to Apple's future yet
Feb 1982
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Steve on his first cover of Time Magazine
A portrait of Steve Jobs ends up on the cover of Time Magazine, under the title 'Striking it Rich'. Steve trusts Time correspondent Michael Moritz to follow him on the Mac team for months, hoping to become Man of the Year
3 Jan 1983
Time instead makes The Computer 'machine of the year' and publishes a hatchet job on Steve Jobs, who becomes furious and suspicious of journalists for the rest of his life
Jan 1983
Launch of the Lisa computer. The Lisa team later merges with the Mac team under Steve Jobs's leadership
8 Apr 1983
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Steve Jobs and John Sculley (1984)
PepsiCo CEO John Sculley becomes Apple's CEO after having been wooed by Steve Jobs for several months
24 Jan 1984
Macintosh is launched in great fanfare at Apple’s annual shareholder meeting
24 Feb 1985
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Ella Fitzgerald and Steve Jobs on his 30th birthday
Steve Jobs celebrates his 30th birthday in great fanfare, with Ella Fitzgerald as guest singer for the night
May 1985
Palace coup: Apple's board sides with John Sculley and strips Steve off all executive duties
Summer 1985
Alan Kay first introduces the Pixar team to Steve Jobs
17 Sep 1985
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Steve Jobs and the NeXT cofounders outside his Woodside mansion, late 1985
Steve Jobs resigns from Apple and starts NeXT with five other refugees from Apple. Apple announces it will sue NeXT
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Timeline
1986-1996 NeXT Pixar and wilderness
30 Jan 1986
Jobs buys the computer division of George Lucas' ILM for $10 million and incorporates it as Pixar
Aug 1986
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Luxo Jr.
Pixar unveils John Lasseter’s short film Luxo Jr. at SIGGRAPH. It is praised by the expert audience as one of the first computer-animated work of art
1986
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Steve's biological sister, Mona Simpson
Steve's mother Clara dies. A couple months later, Steve discovers his biological mother Joanne and his sister, novelist Mona Simpson. They will become close friends
Feb 1987
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Steve Jobs and Ross Perot, 1986
Ross Perot invests $20 million in NeXT, based on a $125 million valuation. The startup has still to release a product
Sep 1988
NeXT and IBM form a partnership to have NeXT’s system run on IBM machines
12 Oct 1988
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Introducing the NeXT Cube to the press
Steve Jobs introduces the NeXT Cube in San Francisco to great critical acclaim, pitching it as a workstation for higher education
Winter 1988
Pixar launches its new computer graphics workstation, the Pixar Image Computer II, and starts working on the RenderMan computer animation software
Dec 1988
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Pixar's first Academy Award, Tin Toy
At SIGGRAPH, Pixar releases its new short Tin Toy. It will win 1988's Academy Award for Best Animated Short FilmMar 1989NeXT partners with retailer Businessland to sell to corporate America in addition to higher ed
Apr 1989
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Steve Jobs Entrepreneur of the 1980s by Inc.
Steve Jobs is named 'Entrepreneur of the decade' by Inc. magazine
Jun 1989
Canon invests $100 million in NeXT, now valued at $600 million
30 Apr 1989
Steve shuts down all of Pixar’s hardware operations
13 Sep 1989
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Steve Jobs unveils the NeXT Station
Steve introduces the cheaper NeXT Station in San Francisco, to boost the modest sales of NeXT hardware
Mar 1991
Steve Jobs fires almost half of Pixar’s staff and takes back all of the employees' stock in an effort to cut costs, as the company is still in the red 5 years after its launch
18 Mar 1991
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Kobun Chino laughs with Laurene Powell and Steve Jobs at their wedding
Steve Jobs marries Laurene Powell in Yosemite under the blessing of Steve's old zen guru Kobin Chino. Laurene is already pregnant
May 1991
Pixar signs a deal with Disney to make a computer-animated feature film
Fall 1991
Laurene gives birth to Steve’s first son, Reed Paul JobsLate 1991Ross Perot leaves NeXT as his investment is still not paying off
Jan 1992
NeXT licenses its operating system, NeXTSTEP, to run on x86 machines
1992
NeXT COO Peter Van Cuylenburg betrays Steve Jobs by trying to have the company bought by its giant competitor Sun. Sun CEO Scott McNealy warns Steve Jobs instead
11 Feb 1993
NeXT fires 300 employees as it discontinues all its hardware operations and becomes NeXT Software Inc. This is the nadir of Steve's career
Mar 1993
Steve's father, Paul Jobs, diesNov 1993Jeffrey Katzenberg puts a halt to the development of Toy Story because of creative disagreements
Nov 1994
Pixar resumes work on Toy StoryFeb 1995Steve starts focusing less on NeXT and more on Pixar before Toy Story is released. He becomes President & CEO of Pixar Animation Studios
29 Nov 1995
One week after Toy Story is out, Pixar goes public. Steve Jobs's worth rises to $1.5 billion, more than it ever was during his first tenure at Apple
Late 1995
Laurene gives birth to Erin Siena Jobs, her second child with Steve
Early 1996
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Steve Jobs with Disney CEO Michael Eisner, 1995
Steve Jobs negotiaties a breakthrough deal between Pixar and Disney with its CEO Michael Eisner. The deal includes landmark rights for a studio, such as equal billing
1996
Steve's biological sister Mona Simpson publishes her third novel, A Regular Guy, whose main character Tom Owens is largely based on her brother
Dec 1996
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Apple CEO Gil Amelio and Steve Jobs
Apple, which was desperately looking for a modern operating system to buy, eventually buys NeXT for $400 million. Steve Jobs is named "informal adviser" to Apple CEO Gil Amelio
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Timeline
1997-2004 Rebuilding Apple
Jul 1997
Gil Amelio is ousted by the Apple Board of directors after a disastrous quarter. Steve Jobs is named interim CEO in his place and installs his NeXT executive team at the top of Apple
6 Aug 1997
Steve Jobs introduces Apple's new board of directors and a truce with Microsoft at Macworld Boston
Fall 1997
Apple starts its 'Think Different' campaign to restore its damaged brand image. The new slogan will quickly enter popular culture and define the company for the next five years
8 Jan 1998
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Macworld 1998: Steve Jobs announces Apple is profitable again
At Macworld San Francisco, Steve Jobs announces that Apple is profitable again, thanks to sales of the new Power Macintosh computers
6 May 1998
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Steve Jobs unveils the iMac
Steve Jobs introduces Apple's revolutionary iMac at the Flint Center auditorium in Cupertino, 14 years after he had introduced the Macintosh at that same place
May 1998
Eve Jobs, Laurene and Steve's youngest daughter, is born
5 Jan 1999
Steve Jobs introduces the new Power Mac G3 and the color iMacs at Macworld San Francisco
April 1999
Pirates of Silicon Valley, a TV movie starring Noah Wyle as young Steve Jobs, airs
21 Jul 1999
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Steve Jobs with an iBook after Macworld NY 1999
The original iBook is unveiled at Macworld New York with the tagline iMac to go. Steve Jobs invites Noah Wyle on stage to impersonate him again
5 Oct 1999
Introduction of the iMac DVs and of iMovie, the first of Apple's first Digital Hub app
5 Jan 2000
At Macworld San Francisco, Steve Jobs drops the 'interim' in his title and officially becomes Apple’s CEO. He also demoes Mac OS X's revolutionary Aqua interface to a bewildered audience
19 Jul 2000
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Steve Jobs and the Power Mac G4 Cube
The Power Mac G4 Cube is unveiled at Macworld NY. It will be discontinued one year later because of disappointing sales
9 Jan 2001
Steve Jobs unveils Apple’s Digital Hub Strategy at Macworld: the Mac is to become the center of consumers' emerging digital lifestyles
24 Mar 2001
After four years of hard work, Mac OS X 10.0, the new incarnation of NeXTSTEP, ships
19 May 2001
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Unveiling the first Apple retail store in Virginia
Apple opens its first Retail Stores in Tysons Corner, Virginia and Glendale, California
23 Oct 2001
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Steve Jobs and the original iPod
After an 8-month crash development program, Steve Jobs unveils iPod at a small media event on the company's campus. He has no idea how it will tranform Apple
7 Jan 2002
Steve unveils the iMac G4 and the fourth iApp, iPhoto, at Macworld San Francisco
Mid 2002
Apple starts its popular 'Switch' campaign with ads picturing PC users that switched to the
Mac
17 Jul 2002
Steve Jobs introduces the first Windows-compatible iPods at Macworld NY
28 Apr 2003
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Introducing the iTunes Music Store
Apple opens the revolutionary online iTunes Music Store in the US, after negotiating landmark deals with all major music labels
30 May 2003
Opening day of Finding Nemo, Pixar’s first Best Animated Feature Academy Award winner
Spring 2003
Following increasing tension with Michael Eisner, Steve Jobs announces that Pixar is seeking a new distributor to replace Disney after its contract expires
23 Jun 2003
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Steve Jobs announces the Windows version of iTunes
Steve Jobs unveils the Power Mac G5, the world’s fastest computer, at WWDC16 Oct 2003 "The day hell froze over": Steve Jobs introduces iTunes for Windows and further demonstrates Apple's growing lead over its competitors in the digital music business
Fall 2003
Steve Jobs is diagnosed with pancreatic cancer, but stubbornly refuses any modern medical treatment for months. He tries alternative diets instead
6 Jan 2004
Steve unveils the iPod mini and the iLife suite at Macworld. The iPod mini will soon become the world's best-selling MP3 player and truly establish Apple as a consumer electronics powerhouse
Aug 2004
Steve Jobs finally has his pancreatic tumor removed by surgery
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Timeline
2005-2011 The Big Apple
11 Jan 2005
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Steve Jobs poses with the new iPod shuffle and Mac mini at Macworld 2005
At Macworld San Francisco, Steve Jobs unveils Apple's productivity suite iWork, the new Mac mini, and the iPod shuffle, the cheapest iPod ever at $49
29 Apr 2005
Mac OS X 10.4 Tiger is released. A stable, fast release, it is immensely popular and marks the end of the four-year transition from the old Mac OS to UNIX-based Mac OS X
6 Jun 2005
At WWDC 2005, Steve Jobs announces that Apple is going to switch away from Motorola's and IBM's PowerPC architectures, and use Intel processors in its future Macs instead. This move will further help the growing adoption of the Mac
12 Jun 2005
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Stanford commencement address
Steve Jobs makes a memorable commencement speech at Stanford University. History will remember its closing remarks, Steve's advice to the young students: 'Stay hungry, stay foolish', a quote from the last page of the Whole Earth Catalogue from his youth
7 Sep 2005
Steve introduces the Motorola ROCKR, an iTunes-compatible cell phone, and the iPod nano
12 Oct 2005
Steve Jobs invites Disney’s new CEO Bob Iger on stage at an Apple Music Event where he also introduces the new iPod videos and the iTunes movie store
10 Jan 2006
Steve Jobs unveils the first two Intel Macs at Macworld, the iMac and the new MacBook Pro
24 Jan 2006
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Steve Jobs and Disney CEO Bob Iger announce the Pixar-Disney merger
The Walt Disney Company acquires Pixar for $7.4 billion. Pixar's largest shareholder Steve Jobs joins the Disney board while Ed Catmull becomes president of the Walt Disney Animation Studios, and John Lasseter its chief creative officer
28 Feb 2006
Apple releases its first living-room product, the iPod hi-fi, discontinued a year and a half later
18 Apr 2006
Steve Jobs announces Apple’s intention to erect a second campus in Cupertino
Mid 2006
Apple starts its famous 'Mac vs PC' campaign, a series of TV commercials featuring Justin Long as Mac and John Hodgman as PC. The campaign will last for three years and mark popular culture
7 Aug 2006
Apple completes the transition of its entire product line to the Intel platform with the new Mac Pro
9 Jan 2007
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Macworld 2007
In his most memorable keynote presentation ever, at Macworld 2007, Steve Jobs introduces iPhone and its revolutionary touch-screen interface. He also introduces Apple TV and announces the company's name change from Apple Computer Inc. to Apple Inc. to better reflect its new nature
Apr 2007
The SEC files charges against Apple’s Nancy Heinen and Fred Anderson for options backdating
29 Jun 2007
iPhone is released in the US, the same day as Pixar’s 8th feature film, Ratatouille
5 Dec 2007
Steve Jobs is inducted in the California Hall of Fame by Gov. Schwartzenegger
15 Jan 2008
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Steve Jobs and the new MacBook Air, Macworld 2008
At Macworld 2008, Steve Jobs introduces MacBook Air, with the tagline 'the world's thinnest notebook'. Three years later, it will come to redefine all of Apple's notebook product line
6 Mar 2008
Apple announces it will open the iPhone platform to outside developers with the App Store. VC fund KPCB starts iFund to invest in the new mobile app economy that they (rightly) believe will sprout from it
9 May 2008
The press starts speculating about Steve Jobs's health as he appears very thin to unveil the iPhone 3G with an entry price of $199 on stage at WWDC
Aug 2008
The SEC clears Steve Jobs of any responsibilities in the options backdating scandal
Late 2008
Apple starts its popular 'There's an app for that' campaign to illustrate the growing popularity of the App Store and the thousands of iPhone apps it offers
5 Jan 2009
Steve Jobs announces he will not speak at Macworld 2009 because of his health, and takes a six-month medical leave of absenceApr 2009Steve receives a liver transplant at the Methodist University Hospital in Memphis, Tennessee. He was weeks away from dying when he got the surgery
3 Aug 2009
Google CEO Eric Schmidt leaves Apple's board because of conflicting interests due to Android
28 Aug 2009
Apple releases Mac OS X 10.6 Snow Leopard, stripped off any code from the original Mac OS9
Sep 2009
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Steve Jobs enjoy the crowd's ovation from the stage
Back at Apple, Steve Jobs makes the first public appearance after his transplant to introduce new iPods at the 'It's Only Rock'N'Roll' event
27 Jan 2010
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Steve Jobs unveils iPad
After months of wild rumors, Steve Jobs unveils iPad, 'the biggest thing Apple's ever done'. The tablet runs the same operating system as iPhone
16 July 2010
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Facing the press for the Antennagate conference
One month after the release of the new iPhone 4, Steve Jobs holds a press conference to address the smartphone's supposed reception issues, the so-called 'Antennagate'
17 Jan 2011
Jobs surprises the world by announcing his new medical leave of absence, without any end date
2 Mar 2011
Despite his medical leave, Steve Jobs takes the stage to unveil the new iPad
26 Jun 2011
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Steve Jobs at WWDC 2011
At his last keynote at WWDC 2011, a freil Steve Jobs unveils Apple's cloud offering, iCloud, the foundation for the next decade of Apple products
7 Jun 2011
Steve Jobs appears at the Cupertino City Council to unveil Apple's plans for its new 'Spaceship' campus. This is his last public appearance
24 Aug 2011
Steve Jobs resigns as CEO of Apple, with the words 'I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple's CEO, I would be the first to let you know. Unfortunately, that day has come.' Tim Cook becomes Apple CEO
5 Oct 2011
Steve Jobs dies at home, surrounded by his family
24 Oct 2011
After two years of work, and forty interviews with Steve Jobs, Walter Isaacson publishes his authorized biography of the Apple and Pixar co-founder, simply named Steve Jobs
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Key People
Idols
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Henry Ford 1863-1947
Henry Ford was an American industrialist, who is often credited for democratizing the car in the early 20th century. Steve Jobs often spoke of him as a personal hero of his. He was known for his peculiar views on management and taste: Steve often made Ford's famous quote "they can have it any color they want as long as it's black" his.
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Key People
Idols
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Thomas Edison 1884-1931
In the early days of Apple, Steve would often talk about Thomas Edison, and how this great American inventor/entrepreneur changed the world with his brilliant devices. Edison is often credited with the creation of the first industrial research laboratory, in Menlo Park, NJ. After his death, Jobs was often compared to Edison for creating a great American corporation and using it to change the world, though the comparison with Walt Disney is perhaps more relevant.
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Key People
Idols
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Ansel Adams 1902-1984
Ansel Adams was an American photographer known for his black-and-white photographs of the American West, and primarily Yosemite National Park. Steve Jobs, like many Californians, had a fondness for Yosemite, where he actually got married; and he also loved black and white photography, hence his interest in Ansel Adams. For a while, prints of Adams photographs were the only decoration in his home, and he also used them at the NeXT offices.
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Key People
Idols
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Edwin Land 1909-1991
Edwin Land was an American inventor and entrepreneur, the father of the polaroid photograph, and co-founder of the Polaroid corporation. Steve heard about him and he quickly became a role model for him in the early 1980s. He eventually met with Land and that visit made a great impression on him — especially Land's talk of being at "the intersection of art and science". The similarities are troubling, as Land dropped out of Harvard to start Polaroid, from which he was fired later on, just like Steve with Apple.
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Key People
Idols
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Akio Morita 1921-1999
Akio Morita co-founded Sony Corporation with Masaru Ibuka. He is widely acknowledged as the father of the consumer electronics industry, having brought to market the transistor, color TV, Walkman... Steve Jobs was an immense admirer of Sony and always talked of making Apple "the Sony of computers". Ironically, Apple eventually became much better than Sony not only at computers but also at its core business of consumer electronics. When Morita died in 1999, Steve paid tribute to him at the beginning of an Apple product announcement.
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Key People
Idols
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Bob Dylan Born in 1941
Steve Jobs was a huge fan of folk singer Bob Dylan all his life. In his youth, he would play his songs all day, collect as many of his bootlegs as he could, and one of his favorite pastimes was actually to rewrite the lyrics of his songs. In the early 1980s, Steve even dated Joan Baez — mostly because she was Dylan's ex-girlfriend. When Apple eventually became a music powerhouse, Steve was thrilled that Dylan accepted to make an iPod commercial for his company.
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Key People
Mentors
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Ross Perot Born in 1930
Ross Perot is an American entrepreneur who founded Electronic Data Systems in 1962, which made him a billionaire after he sold it to General Motors in 1984. Looking for ways to invest his wealth, he bought $20 million's worth of shares for a 16% stake and a director's position in Steve Jobs's fledging young company, NeXT, in 1986, after hearing about it on a TV show. Perot left NeXT in 1991 after six uninterrupted years of losing money.
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Key People
Mentors
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Andy Grove Born in 1936
Andy Grove helped Gordon Moore and Bob Noyce start Intel in 1967, becoming the company's third employee. He eventually became CEO of Intel in 1987, and remained so until 1998. Steve Jobs met with Grove during his early tenure at Apple in the late 1970s, and held him as a business mentor and a friend. Steve came to him for advice, including in his last years, when he was struggling against cancer — as Grove himself had survived prostate cancer several years earlier.
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Key People
Mentors
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Kobun Chino Otogowa 1938-2002
Kobun Chino Otogowa was Steve's zen guru from the Los Altos Zen Center, back in the 1970s. He is credited for telling Steve to start Apple rather than becoming a Zen monk. When Steve Jobs started NeXT in 1986, he was prompt to name Kobun 'spiritual advisor' to the company; and five years later, although he was not the best at speaking English, Chino conducted Steve's wedding ceremony with Laurene Powell. Kobun Chino died trying to save his daughter from drowning in 2002.
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Key People
Mentors
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John Sculley Born in 1939
Steve Jobs hired PepsiCo CEO John Sculley with the famous phrase: "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?" Sculley became Apple's CEO in 1983, and started a business honeymoon with Steve that lasted about two years. However, because of increasing tension in the company due to disappointing Macintosh sales, Sculley and Jobs eventually had a fall-out, that lead to Steve's resignation in September 1985. Steve never forgave Sculley for betraying him, and called him 'corrupt' publicly on several occasions.
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Key People
Mentors
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Regis McKenna Born in 1939
Regis McKenna was the marketing guru of Silicon Valley in the 1970s and 1980s. Steve heard he managed the Intel account, and tried desperately to have him 'manage' the two-people operation that was Apple back in 1977. McKenna eventually accepted and was even instrumental in bringing investor Mike Markkula in. Steve was always nice to McKenna, from whom he often sought advice. One if his favorite quotes was "the best kind of marketing is education." Rumor has it that the jobs title on McKenna's business card was "himself".
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Key People
Mentors
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Pat Crecine 1939-2008
Pat Crecine was one of Carnegie-Mellon's administrators, and a good friend of Steve Jobs. When Steve started NeXT in 1986, Crecine joined the board of the company early on, to give advice on the company's primary market, higher ed (the other members were Ross Perot and Jobs himself). Carnegie-Mellon was at the time one of the world's leading-edge universities in computing.
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Key People
Mentors
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John Warnock Born in 1940
John Warnock is a Xerox PARC alumnus, the brilliant inventor of the Postscript language and co-founder of Adobe Systems Inc. This soft-spoken, academic type was a tremendous source of inspiration to Steve in his approach to graphics on computers. Steve held Warnock as a mentor and played an instrumental role in the founding of Adobe, via a massive early investment by Apple. They remained in good terms, even though Apple and Adobe increasingly antagonized one another because of the issue of Flash on iOS devices.
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Key People
Mentors
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Alan Kay Born in 1940
Alan Kay was a researcher at Xerox PARC when Steve met him in the late 1970s. He is considered one of the fathers of the graphical user interface and object-oriented programming (i.e. he is exceptionally brilliant). He was both a friend and a mentor to Steve, and certainly made a big impression on his views on technology, as Apple popularized GUIs and NeXT, object-oriented software. Kay also introduced Jobs to George Lucas, who wanted to get rid of a small team of computer animation scientists — who eventually became the Pixar founders.
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Key People
Mentors
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Mike Markkula Born in 1942
A millionaire retiree from Intel, Mike Markkula was an angel investor in Apple, actually the first investor in the company, who put $250k on the table in 1977. Markkula believed in Steve Jobs's and Woz's idea of a personal computer even before they did — he claimed Apple would be a Fortune 500 company in two years. After a 2-year interim as CEO, Mike stayed on Apple's board, and approved of Steve's departure in 1985. He left when Steve asked him to resign along with the rest of the board in 1997.
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Key People
Mentors
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Nolan Bushnell Born in 1943
Nolan Bushnell is the founder of Atari and Steve's first employer (apart from his internship at HP at age 13). He is widely regarded as the father of the video game industry. According to Woz, he was an inspiration to Steve Jobs to start Apple — the man eventually co-founded over 15 companies. When Steve left Apple in 1985, he was one of the few businessmen who voiced their concern. He said to Time magazine "Where is Apple's inspiration going to come from? Is Apple going to have all the romance of a new brand of Pepsi?"
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Key People
Close Ones
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Paul Jobs 1922-1993
Paul Jobs was born and raised in Wisconsin, and served in the Coast Guard during World War II. After the war, he settled in San Francisco and married with Clara Hagopian in 1946. The couple adopted baby Steve nine years later. Paul, who never graduated from high school even, became a car machinist — he fixed broken cars and sold them for a profit. He taught his son Steve the importance of craftsmanship, and how to get parts for a low price from dealers. That would prove useful in Apple's early years. Steve had the greatest respect for his father.
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Key People
Close Ones
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Mona Simpson Born in 1957
After Steve Jobs's biological parents Abdulfattah Jandali and Joanne Schieble abandoned him in 1955, Abdulfattah's father died, and the couple eventually got married (for a short period of time). They had a baby, Mona, Steve's biological sister. Mona was already an accomplished writer when she met with Steve in 1986 (she wrote the popular book Anywhere But Here). From that day, Steve considered her family, and a close friend. Ten years later, Mona wrote A Regular Guy, a novel that tells the story of Jobs, barely disguised.
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Key People
Close Ones
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Tina Redse Born in 1959
Little is known of Christina Redse, Steve Jobs' girlfriend from 1985 to 1989. What is known is that they had a very passionate relationship, and at the same time a very tumultuous one. It peaked when Jobs proposed to her, and she refused, twice. Although Steve happily married with Laurene Powell in 1991, he often brought back the subject of how he missed Tina and wished he could have made their relationship work. (Note: the picture is likely to be one of Tina but this is unconfirmed)
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Key People
Close Ones
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Laurene Powell-Jobs Born in 1964
When Steve Jobs laid eyes on Laurene Powell while giving a lecture at Stanford in 1989, it was love at first sight — or so the story says. The two married less than a year later, in March 1991. Steve and Laurene Jobs were happily married, and gave birth to three children: Reed, Erin and Eve. Before meeting Steve, Laurene got an MBA from the Stanford Business School, and was a trader at Meryll Lynch and Morgan Stanley. She later started Terravera, a natural foods caterer, and College Track, an after-school program to help 'at-risk' high-school students to get into college.
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Key People
Close Ones
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Lisa Brennan-Jobs Born in 1978
Lisa was the unwanted daughter of Steve jobs and his ex-girlfriend from high school, Chrisann Brennan. She was born out-of-wedlock in 1978, and Steve refused to acknowledge he was her father for years. Paradoxically, while he was in denial, he also called Apple's most promising computer project at the time 'LISA'. Eventually, when she was seven, Steve accepted her and she moved in with him in the late 1980s. She eventually graduated from Harvard's School of Journalism. According to Walter Isaacson's bio, Lisa Brennan-Jobs had a tumultuous relationship with her father until the last year of his life.
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Key People
Close Ones
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Reed Jobs Born in 1992
Reed is Steve Jobs's only son, and his first child with his wife Laurene. Named after Steve's alma mater (something Jobs denied), he always had a special relationship with his father. For example, Steve said to his biographer Walter Isaacson "When I was diagnosed with cancer, I made my deal with God or whatever, which was that I really wanted to see Reed graduate". Isaacson describes him as an intense young man like his father, but who inherited the sweetness of his mother. After his father was diagnosed with cancer, Reed apparently decided to become a cancer researcher. He is a freshman at Stanford as of 2012.
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Key People
Close Ones
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Erin Jobs Born in 1995
The second child of Laurene and Steve, Erin Jobs is described in the Walter Isaacson bio as "quiet, introspective, and [who] seemed not to know exactly how to handle [her father], especially when he was emitting wounding barbs. She was a poised and attractive young woman, with a personal sensitivity more mature than her father’s". She personally talked to Walter Isaacson to say "Sometimes I wish I had more of his attention, but I know the work he’s doing is very important and I think it’s really cool, so I’m fine. I don’t really need more attention."
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Key People
Close Ones
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Eve Jobs Born in 1998
The youngest child of the Jobs family, Eve Jobs is described in the Isaacson bio as a girl "who turned into a strong-willed, funny firecracker who, neither needy nor intimidated, knew how to handle her father, negotiate with him (and sometimes win), and even make fun of him. Her father joked that she’s the one who will run Apple someday, if she doesn’t become president of the United States". Another quote from Steve: "She’s a pistol and has the strongest will of any kid I’ve ever met. It’s like payback." The girl is apparently very fond of equitation and hopes to become a professional horse rider someday.
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Pesona
Steve on Stage
Steve Jobs keynotes
Apple is famous for its entertaining, world-class product presentations, that attract press coverage (read: free advertising) from the entire world — and there is no debate as to who built this reputation. Steve Jobs's celebrity and charisma made him "the closest thing to a rock star in the world of business". During his second tenure at Apple, between 1997 and 2011, he appeared 4 to 7 times a year (when he was healthy, of course) to unveil new products during one of his trademark 'keynotes'. While he was notoriously a capricious speaker who refused to rehearse in his late twenties, he perfected his art at NeXT, and came back to Apple as the best showman of the industry.
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The Apple keynotes were more common in the early 1990s, because broadband Internet and video streaming were far from mainstream yet, making it necessary for Steve Jobs to physically go and preach the Apple gospel in several cities, and for the company to hold conferences to show off their new products. At the time, Jobs spoke at Macworld San Francisco in January, at Macworld Tokyo in February, at WWDC in May or June, at Macworld New York in July, and at the Paris Apple Expo in September. He also spoke at discrete media events and often at the desktop publishing conference Seybold.
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As the 2000s progressed, keynotes became rarer. Not only had online video streaming become widespread, but Apple could rely on its chain of retail stores to show off its new products. The company even justified its progressive withdrawal from all Macworld shows by the increasing number of visitors to its stores. Toward the end of Steve's career, he only made about four keynotes a year, including the developers conference (WWDC) keynote in the summer, and the iPod event in the fall.
Steve Jobs typically started his keynotes by some corporate news, such as the company's revenues or retail store numbers. Then a series of mini-segments would follow, either introduction of minor products such as software upgrades or product line refreshes, guest speakers (e.g. developers), product demos, or new commercials. Then, at the end, would come the biggest announcement (typically preceded by Steve's 'One More Thing…' joke) where the most important new product was unveiled. At some events, the audience was also treated with a musician's guest performance to close the show.
The beauty of keynotes was that the whole show appeared completely seamless, one segment following another in an almost natural way. Of course, they weren't natural at all: they were prepared for weeks, scripted and rehearsed and re-rehearsed, not only by Steve and the other speakers, but by any employee whose product was mentioned in the presentation. They were one more example of Apple's operational excellence, as there is no doubt that very few companies could pull something similar off; starting with the absolute secrecy of the company, the key ingredient to make product introductions interesting and new to the audience and the media.
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Pesona
Steve on Stage
The Reality Distortion Field
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The most common term to describe Steve Jobs's charisma is 'Reality Distortion Field'. It was coined by Mac software engineer Bud Tribble in the early 1980s: "Steve has a reality distortion field. In his presence, reality is malleable. He can convince anyone of practically anything. […] The reality distortion field was a confounding melange of a charismatic rhetorical style, an indomitable will, and an eagerness to bend any fact to fit the purpose at hand."
Although it was invented to qualify Steve's one-to-one arguments, especially with his product team, the expression is now a cliché in describing Steve's persuasion during product introductions. While it is true that watching any keynote makes one want to get one's hands on the new products as soon as possible, it is incorrect to attribute this to Steve's magnetic charisma alone. Yes, he had a natural talent for onstage speaking — but his keynotes were as prepared and calculated as an event can get. Ex-Apple employee Mike Evangelist described them as such: "To a casual observer it is just a guy in a black shirt and jeans talking about some new technology products. But it is in fact an incredibly complex and sophisticated blend of sales pitch, product demonstration and corporate cheerleading, with a dash of religious revival thrown in for good measure."
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Pesona
Steve on Stage
The Death March
Note: the source for most of the content below is journalist Adam Lashinsky's Inside Apple and ex-Apple employee Mike Evangelist's Writer's Block Live.
The launch of a new product at Apple is often called 'the death march' because of the very intense work that is demanded of everybody involved, not only engineers, but also marketing and logistics people, to meet deadlines. This is especially true when a product launch has been scheduled for an Apple event, and/or has to meet a cyclical deadline such as the start of the holiday seasons. And when a product made it to Steve Jobs's short list of demos at one of his keynotes, most employees working on it could say goodbye to peaceful nights, weekends or holidays, no matter how long they had planned for it: "executives told all-too-common stories of having personal time off ruined because of an urgent 'Steve request.' They went like this: 'On vacation my product was going to be in a keynote, and I had to jump on a plane and rehearse all weekend'." This was especially the case before Macworld, the year's most popular event, which was held one to two weeks after New Year's Eve.
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The reason for these last-minute requests was that every part of the show had to be perfect, including the demo of software that was not always 100% ready to ship: "Although development and release schedules are set far in advance, [Jobs] still has to satisfy himself that the chosen products are keynote-ready. For software, this can be hard to decide: the engineering work is usually still underway, so he will make a preliminary determination based on seeing unfinished software. More than once this has caused some tense moments in rehearsal when programs haven't behaved."
Not only did the software have to be tweaked to be stable enough for a show, but its content had to shine, too. For years, Steve Jobs used video content for his iMovie and iDVD demos, that was sometimes from Apple employees — but if not satisfying enough, it was shot for the demo only. This happened in anticipation of Macworld 2005, when a camera crew was sent to Hawaii at the last moment to shoot a wedding for a few minute's worth of demo of iMovie.
This was sometimes the case for hardware too. An example comes to mind with the prototype iPhone that was showed off at Macworld 2007, six months before its release date. The demo iPhone Steve Jobs used was hooked up to a huge projection screen, so that the whole audience could see what was happening on the screen in full detail. No other iPhone was capable of this for years: it was because custom hardware had been built (i.e. hundreds of hours for hardware and software engineers) just for that demo. It is not easy to find another company that would make product introductions so high on their list of priorities that it would get hold of resources allocated on the development of actual products. Apple did, and that is one of the reasons their products were so successful.
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Pesona
Steve on Stage
Rules of the Road
How is a product introduction prepared? "People working on launch events will be given watermarked paper copies of a booklet called Rules of the Road that details every milestone leading up to launch day", and for each of these milestones, the name of the employee responsible for its success (the DRI, see Steve at Work). This included the aforementioned steps of perfecting software, highlighting key features for demos, creating content, etc. Former Apple developer Matt Drance recalled the experience: "I worked at one point for 72 sleepless hours for something that Steve Jobs showed on stage for 9 seconds. It's top three, if not no. 1, of my professional achievements. It didn't look any different on that screen as it did on mine, but it was the knowledge that it was good enough to be on the stage that made it suddenly look different. I'll never get that chance again, and I'm glad I had it."
Then came the time of the rehearsals. If you were an Apple employee, you had to script and rehearse your part several times, first with your team, then in front of your successive bosses, leading up to Jobs. The same applied even for guest speakers: "one partner executive recounted spending a week and a half in Cupertino leading up to an Apple product launch. He presented to an increasingly senior list of Apple executives, culminating with Jobs." Another recalled: "They told us — didn't ask us, told us — what time the rehearsal was, what [we] should wear, and what [we] should say. There was no discussion about it".
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Steve Jobs applied the same strict rules to himself, of course. He spent the two days preceding the keynotes rehearsing. "On the first day he worked on the segments he felt needed the most attention. The product managers and engineering managers for each new product were in the room, waiting for their turn. This group also formed Steve's impromptu test audience: he would often ask for their feedback". At this time he could still change the order of the presentation's mini-segments, and rearrange them to have the most impact. Then "on the day before showtime, things get much more structured, with at least one and sometimes two complete dress rehearsals. Any non-Apple presenters in the keynote take part on the second day (although they cannot be in the room while the secret parts [the product introductions] are being rehearsed.)"
Finally came the time for the actual keynote. This was a hugely stressful moment for most people involved — including high-profile CEOs who were not all used to such large audiences and spotlight from the media. (Fox Entertainment CEO Jim Gianopulos told Jobs about his stage anxiety, to which he replied, "It's easy, you just imagine you have a few friends sitting around your living room and you're telling them what's new"). For Steve, it always came off as a brilliant and flawless performance that got everyone listening absolutely captivated. Although they were rare, he did have some embarrassing moments on stage, but he never lost his cool, and often even managed to joke about it: everyone remembers the clicker that stopped working at Macworld 2007, which made Steve contortion to distract the audience.
Steve Jobs keynotes were the most important and efficient means of communication for Apple. After all, this is how most of the world would ever see Apple — and Jobs, for that matter. They were used not only to attract the media's attention to new products, or to boost the faith of Apple fans worldwide, but even as an internal tool of communication. Indeed, the secrecy of the company made it so that most employees heard of their company's strategy and new products at keynote unveilings, while watching them in closed circuit TVs on campus.
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After watching Jobs unveil the iPhone in 2007, Steve's old friend Alan Kay qualified the show, often considered Steve's best, with the words: "Steve understands desire."
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Pesona
Steve at Work
Reputation
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Steve Jobs had the reputation of a hot-tempered manager throughout his life.
As early as 1987, the New York Times wrote: "by the early 80's, Mr. Jobs was widely hated at Apple. Senior management had to endure his temper tantrums. He created resentment among employees by turning some into stars and insulting others, often reducing them to tears. Mr. Jobs himself would frequently cry after fights with fellow executives".
Some twenty years later, Michael Wolff's description of Jobs was little different: "There's the mercurialness; the tantrums; the hours-long, dictator-like speeches; the famous, desperate, and transparent hogging of credit; and always the charismatic-leader complex […], through which he has been able to seduce and, subsequently, abandon so many of the people he's worked with. He may be as troubled and unsocialized (and, too, as charismatic) a figure in American business life as anyone since Howard Hughes". Yet Jobs was also approved by 97% of Apple employees according to the website Glassdoor.
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PesonaSteve at WorkWhat did Steve Jobs do at Apple?
Steve Jobs was not your typical Silicon Valley CEO. Unlike most tech companies founders, he had neither any engineering experience nor any business training. After all, he dropped out of college after one semester! Few people know that Steve Jobs was never CEO of Apple in his first run there: the company was run by older executives and investors, and Steve Jobs actually helped them hire an experienced, 'well-rounded' CEO in 1983, John Sculley. However, Jobs was kicked out of Apple by Sculley two years later and he watched him bring the company to naught during his tenure.
The lesson he learned from this painful experience was to trust his own beliefs and values, and completely disregard the conventional views on how to run a company, including the traditional duties of a CEO. He delegated those duties to members of his executive team, most notably his second-in-command and eventual successor, Tim Cook, and focused on what he was best at: creating products, recruiting, marketing, and of course, being the public face of the company. He described it in a 2004 interview: "I get to spend my time on the forward-looking stuff. My top executives take half the other work off my plate. They love it, and I love it."
Product design
Steve Jobs had a very hands-on approach to product design, which was arguably the favorite part of his job. He famously often came down to the Industrial (i.e. hardware) Design lab to spend time with the designers team and give his opinion and guidance on their prototypes. This was also true of every software UI designer, who would quickly know what her über-boss thought of her work. In fact, product review sessions took up most of Steve Jobs's workday.
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Steve Jobs with his iPod product guys in 2005: Tony Fadell, Jon Rubistein, Jony Ive and Phil Schiller
Jobs's reputation as a tech visionary originates not only from the reliable stream of breakthrough products that have come out of Apple in the last decade, but also from an observation from his closest colleagues. They recount countless times when he took a decision out of the blue, without any rationale, which turned out to be true. Ex-Apple employee Frederick Van Johnson explained it in the book Inside Apple: "Because he has that insight. You know, he's Steve. And you're like, how did [he] even know that? [He's] absolutely right. And it's not even blowing smoke. Normally, he has some sort of weird insight where he just knows." Even Bill Gates acknowledged how impressed he was by that instinctual grasp of technology that Steve Jobs seemed to have.
Jobs himself also knew he was often right and made himself Apple's ultimate end user. He often used Henry Ford's quote on people wanting a faster horse to justify Apple's very scarce use of focus groups — but the truth was that he, the CEO, was the company's focus group. He tested thoroughly new products and came back with imperative feedback for the development team. If you've ever wondered why some Apple products, such as the Numbers spreadsheet program or the Xserve, seemed to stall in development, it's because Steve wasn't interested in them. This is actually a complaint that some Apple engineers have formulated over the years. Steve had his executive team focus intensely on 3 to 4 projects over a period of time — and if your project was outside their realm, you were out of luck.
Apple's public image
Steve Jobs had a unique talent for marketing in general, and advertising in particular. Just like his ability to anticipate the consumer's needs and wants, he could guess which marketing messages would work, and which wouldn't. He acknowledged this talent early on, as exemplified by the famous '1984' Macintosh ad that he insisted Apple did despite the board members rising their eyebrows: that commercial is now routinely called the best of the 20th century.
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On his second tenure at Apple, Jobs would hold weekly meeting with his top marketing people, and the heads of TBWA's small division which only handles the Apple account, TBWA\MAL. Says Lee Clow, the chairman of MAL and longtime friend of Steve Jobs: "There's not a CEO on the planet who deals with marketing the way Steve does. Every Wednesday he approves each new commercial, print ad, and billboard." This is how obsessed with Apple's image he was.
But it did not end with the ads and the marketing copies. Jobs also often called journalists to give his opinion on their articles on Apple, usually to complain about bad reviews or even the slightest criticism. Calling people up was actually very Jobsian, and he would also phone artists personally to get them to play at Apple events or in commercials, as well as competitors or prospective hires.
Recruiting
Hiring was actually one of his most important roles at Apple. He explained his philosophy in the 1980s already: "A players hire A players," he told the Mac team. "B players hire C players. Do you get it?" He kept this philosophy that his job was to find the best possible people, to have them hire excellent people too, throughout his life "My #1 job here at Apple is to make sure that the top 100 people are A+ players. And everything else will take care of itself. If the top 50 people are right, it just cascades down throughout the whole organization", he told Time in 1999. He personally oversaw the hiring of all top executives, and even some talented engineers or designers, calling them up directly to leverage his celebrity status. Some famous examples of this are his trying to hire (or acquire) the Panic and the Dropbox teams.
Jobs carried through this vision of the 'top 100' people at Apple by an annual event which he called the 'Top 100 retreat'. He took with them the Apple employees he felt were the smartest — not always the highest-ranked, mind you — and they all left to an undisclosed location where he would present them his strategy for the coming year and the long term, and try to have their feedback on it. The Top 100 created something of a caste at Apple: there were the 'Top 100' — the chosen ones that Steve would take with him in the proverbial life raft if he were to start Apple over again — and there were the others.
That vision thing
Of course, it was Steve Jobs who set the direction for all of Apple, together with his executive team (nicknamed 'ET'). The ET consisted of the top 10 executives of the company, including COO Tim Cook, SVP of industrial design Jony Ive, SVP of iOS Scott Forstall, SVP of worldwide marketing Phil Schiller, SVP of Retail Ron Johnson, SVP of Internet services Eddy Cue, SVP of Mac hardware Bob Mansfield, and CFO Peter Oppenheimer. They met with Steve every Monday morning, and reviewed all aspects of Apple, discussing every issue and taking decisions. All the power at Apple was concentrated in these meetings — it didn't lie with the board.
As Adam Lashinsky put it, Apple is "a command-and-control structure where ideas are shared at the top" i.e. at the Monday executive meeting. All groups would work hard on presentations for the Monday meeting where they knew the fate of their product was at stake. Steve Jobs was famously open to the executives' arguments and ideas at these meetings. For example, they convinced him (after a long while) to open the iPhone platform with the App Store… But once a decision had been taken, there was no discussion in the rest of the company: they had to execute.
The best spokesman in the world
Steve Jobs became famous also because of his magnetic charisma and incredible showmanship, which he demonstrated at every Apple event. Although they seemed unrehearsed, these events were rehearsed and rehearsed several times over, and preparing for them was a huge part of Jobs's job — as well as many people at Apple. See Steve on Stage for more details.
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Jobs speaks at Apple for the Mac OS X launch
Top negotiator
Everybody knows Steve Jobs was a master showman and a product visionary — but few people know he was also a very harsh businessman. "For most people, he'll go down in history as the guy who made technology user-friendly. But to people in business, he'll be remembered as the guy who only did deals where he had all the leverage -- and used every bit of it. It's not enough that he wins. You have to lose. He's completely unreasonable", said one executive to Esquire. His negotiation skills proved crucial to Apple's success, including when negotiating with the major music labels before the launch of the iTunes Store, and with the carriers to prepare for iPhone. Woz speculated he acquired those skills with his dad who bought parts on car dealerships. It's one of the areas where he will perhaps prove irreplaceable.
A million other things
Steve Jobs was often called the ultimate micro-manager. Indeed, in addition to the big roles described above, he also got involved with all parts of Apple — and no detail was too small not to matter to him. Here are three examples:
- he personally picked the caterer for Apple's cafeteria, Il Fornia, calling his predecessor's menus 'dogfood'. Later, he made sure that the sushi bar offered "sashimi soba", an original creation of his
- he once called Google executive Vic Gundotra on a Sunday morning to change the yellow gradient in the 10-pixel Google logo on the iPhone Map app
- he personally picked the Italian marble to be used in the NY SoHo Store, and insisted that a sample was sent to Cupertino, so he could inspect the veining in the stone
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Steve at Work
What did Steve Jobs do at Pixar?
Steve Jobs was Pixar's main investor for exactly twenty years, minus one week: he incorporated it on Feb 6, 1986, and sold it to Disney on Jan 24, 2006. However, his involvement with the company varied greatly throughout his life. Until 1993, he was mostly involved with NeXT, as an early employee recalled on Quora: "Steve was never involved in the day-to-day at Pixar […]. There were large stretches of time, even in Richmond, where we never saw him around. (Someone spotted him up there one day driving around, trying to remember where our driveway entrance was.) NeXT and, later, Apple, kept him pretty busy." His most hands-on period with Pixar was between 1995 and 1997, between the finishing touches on Toy Story and his comeback at Apple.
In 1997, he told Time "There's not a day that goes by that I don't do stuff for Pixar, even if I'm not physically there. And there's not a day that I'm at Pixar that I don't do stuff for Apple", which sums up his involvement with the animation studio quite well. He was mostly involved in major business decisions, such as the negotiation of deals with Disney or the building of the Emeryville campus (although he became obsessed with that campus when it was built in 1999-2000). "The Holy Grail for Pixar is releasing one product—a movie-a-year, and as CEO I might make three really critical decisions a year, and they are very hard to change", said Jobs in 2003.
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Jobs announces the merger with Disney to Pixar employees
After Pixar was acquired by Disney in 2006, he became a prominent board member of the Walt Disney Company, but that didn't take him nearly as much time as being CEO of Pixar.
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Steve at Work
The culture he has imposed upon Apple
Organization
As explained above, Steve Jobs was told to let 'more experienced' managers run the company in his first tenure at Apple — which led to his resignation and the John Sculley debacle. That is not to say that he had no business sense at the time: in his book about Jobs, Jay Elliot recalls how he used to "dream of the time that Apple could slash its way through to a much simpler management structure, with fewer approval levels, fewer people needing to sign off on every decision. He used to tell me, 'Apple should be the kind of place where anybody can walk in and share his ideas with the CEO'." Although he could never really apply his big dreams at NeXT, which remained small, he did so at Apple after his comeback.
The first priority for Steve when he came back was simplicity: "The organization is clean and simple to understand, and very accountable. Everything just got simpler. That's been one of my mantras -- focus and simplicity", he said in 2004. In other words, the responsibilities of every employee are very clear. For each project, and every task in that project, there will be someone accountable, a so-called DRI (directly responsible individual) who will be congratulated or blamed depending on how he does.
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On the executive level, Steve Jobs was very explicit that everyone's job was constantly on the line. In his book Inside Apple, Adam Lashinsky explained Steve's parable of "the VP and the janitor": he imagines his trash not being emptied for some time. When he confronts the janitor, he is told that the keys to the locks have been changed and the janitor can't do his job anymore. Then he says to the VP: "When you're the janitor, reasons matter. Somewhere between the janitor and the CEO reasons stop mattering, and that Rubicon is crossed when you become a VP.' That is not say that each manager is held accountable on a financial level. On the contrary, the only manager with a 'P&L' (i.e. that is his own profit center) is the CFO, so as not to create fiefdoms: there is one bottom line at Apple. General managers are even avoided, VPs being generally specialized engineers that have been promoted — with sometimes little to no business acumen.
As for product teams, they have to remain small, with for example only two programmers in charge of Safari for iPad. The deadlines and the objectives assigned to those teams are in general very precise and in the relative short term. Again, it's all about results and execution: ideas have been debated and decisions taken by the ET earlier. As opposed to traditional product management, products don't pass from team to team: they are worked on in parallel, all at once, in some sort of organic process punctuated by cross-team meetings.
All these business practices: the small teams, the lack of financial responsibility of executives, the very simple hierarchy, the organic development process, even the financial compensation (stock options) were put into place by Steve Jobs to keep a startup mentality at Apple. He even called the company "the world's biggest startup" in 2010, proud of the fact that the company kept reinventing itself while its competitors failed to do so. In many ways, his management philosophy, the polar opposite of classical business training, was a total success.
Secrecy
Steve Jobs learned how important secrecy was for a technology company during the development of the Macintosh. The product was originally supposed to be out in 1982, and Steve Jobs started talking about it around that time — but the release date kept slipping and slipping, until it was finally set in 1984. By then, Jobs had already leaked most of the revolutionary product's features to the press, and the surprise was much lessened. He learned his lesson when he started NeXT two years later. The NeXT Cube was very late, too, but no one could tell, because no release date was ever pre-announced; and the media relayed the introduction a lot because the features of the Cube were a total surprise.
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Jobs has enforced this rule as strictly as he could during his second tenure at Apple. The company had become a the leakiest in Silicon Valley, and he made sure everyone understood this was over when he came back. It is fair to say he instilled a culture of fear to prevent Apple employees to talk about their work, on the outside, but oftentimes also among themselves.
The secrecy from outsiders has obvious motives, such as leaving competitors in the dark, not having to apologize for a late product, and of course the huge free publicity that come from both speculation and the sensational release of new products. Every employee knows this is worth millions of dollars, and that a leak would cost them their job and severe trials. Apple actually distills false information to some of its employees to track down the source of leaks, and supposedly keeps a special teams dedicated to just that: tracking leaks. It enforces these rules as hard as it can with all their business partners such as part suppliers or developers, who were sometimes asked to protect the secret beyond reason.
Secrecy was enforced within the company, too, i.e. most Apple employees have no idea what their colleagues are working on. Apple is "the ultimate need to know culture", an environment where engineers are only told what they need to know to get their job done. For example, the iPhone had been seen by about thirty people in the company before Steve Jobs released it in January 2007. The rationale is to further enforce the secrecy to outsiders, but also to avoid politics: "Below a certain level, it is difficult to play politics at Apple, because the average employee doesn't have enough information to get into the game. Like a horse fitted with blinders, the Apple employee charges forward to the exclusion of all else", writes Adam Lashinsky in Inside Apple.
Strive for perfection
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The word 'perfectionist' has become a cliché in the corporate world — but it is not a buzz word for Steve Jobs, who genuinely obsessed over the smallest details. Most employees working on Apple products would sooner or later be exposed to his feedback, either directly or through their boss after a Monday executive meeting, and this feedback would usually come in one of these three formats: "it's great", "it's not bad, but change this, this, and that" or, usually (especially for the first time) "it sorrys", "it's shit", "this is a D" or some other qualifier along those lines.
This attitude was often heralded as proof that Steve Jobs was a 'jerk'. Yet how come Apple employees are so loyal, and the company so efficient, with a jerk at the top? Most colleagues of Jobs described him as 'brutally honest' and never willing to settle for anything than the absolute best. In other words, nothing was ever "good enough" — it had to be perfect. Even with Steve Jobs interacting with about a hundred employees, this attitude rippled through the whole company — also by fear. An ex-Apple employee writes: "when Steve was pissed off about something, it got fixed at a pace I've never seen then or since in my professional life. I guess some people reacted that fast out of fear, but more directly, you would get used to refusing to accept anything but flawless execution."
Indeed, most employees felt as if Steve Jobs was always behind them, watching their work and making sure it was up to Apple's standards: "You might go awhile without seeing him. But you are constantly aware of his presence. You are constantly aware that what you're doing will either please or displease him. I mean, he might not know who you are. But there's no question that he knows what you do. And what you're doing. And whether he likes it or not" said an Apple employee. Another said in Inside Apple: "You can ask anyone in the company what Steve wants and you'll get an answer, even if 90 percent of them have never met Steve."
Employees working on product development at Apple were used to other demands of Steve that few companies are familiar with. This included his obsession to saying no more often than yes when it came to a product design or features i.e. the absolute necessity to focus. They were also ready to start over a product from scratch when Jobs and the ET felt they were on the wrong track: this happened in 2006 with the original iPhone. And even executives accepted that their teams compete if the end goal, the product, was going to benefit. For example, Scott Forstall's OS X team and Tony Fadell's iPod team both used their best people to develop an operating system for iPhone, because Jobs hesitated which one to pick. Eventually, iPhone used OS X, and the iPod people had worked for months for no concrete outcome. But the end choice was the best, and such willingness to sacrifice time and money for a better product was natural at Apple under Jobs.
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Steve at Work
Steve Jobs's real management style
A common refrain heard when talking about Steve Jobs's management style is that Apple employees are so scared of him than they avoid getting into the elevator with him because they worry to lose their job during the trip. It is likely this must have happened once, probably in 1997 when Steve Jobs was asking every employee to defend their job's contribution to the company, but it certainly wasn't commonplace.
It is true, however, that Jobs was hot tempered, could easily start shouting at his employees and calling their work shit, and reduce them to tears. But he was not just cruel and brutal: he could also be a total charmer and make his colleagues feel like geniuses (this is how he hired most of them actually). While at NeXT, his employees dubbed this swift change of attitude "Steve's hero/shithead roller-coaster", a nice metaphor for the binary view with which Jobs described the world, and how he treated his fellow staff. People often wondered why he felt necessary to resort to derogatory remarks and mean insults when he was disappointed with someone's (hard) work. His biographer Walter Isaacson asked him, to which he replied "that's just who I am". He was indeed very self aware of his attitude — he called Fortune's editor to complain about a piece about him, only to say "Wait a minute, you've discovered that I'm an asshole? Why is that news?"
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Most people who worked closely with Steve have a theory on why he acted this way: it was to extract the best of them, make them do the best work they could. And in fact, most agreed they achieved feats they did not think they were capable of under his pressure. The psychological mechanism at work was that once you had been praised by Steve, then insulted, you would work twice harder to earn back his favors. As early as the 1980s, the Mac team members all agreed that without Steve's strong will, there probably wouldn't have been a Mac. More recently, Apple employee Mike Evangelist wrote: "I was incredibly grateful for the apparently harsh treatment Steve had dished out the first time. He forced me to work harder, and in the end I did a much better job than I would have otherwise. I believe it is one of the most important aspects of Steve Jobs's impact on Apple: he has little or no patience for anything but excellence from himself or others."
In his dealings with the executive team, though, he seemed more open to arguments — heated arguments, but arguments nonetheless. In fact, he loved to argue, and one of the defining characteristics of his famed 'reality distortion field' was, according to Andy Herzfeld, Steve's habit of "throw[ing] you off balance by suddenly adopting your position as his own, without acknowledging that he ever thought differently". He wanted to explore every facet of an argument before making his mind. Such arguments were no fun and games, however: if you stood up against him, you'd better come prepared to defend your stance, because he would not suffer a fool. Mike Evangelist called it his "logical flaw detector, his uncanny ability to see thru any BS and to instantly zero in on the weak point(s) of any argument. […] He grasps the salient points of any situation faster than anyone I've met, and if you can't keep up that's not his problem."
Steve Jobs explained the reason for his impossible demands to Steven Levy, as early as 1983: "We have an environment where excellence is really expected. What's really great is to be open when [the work] is not great. My best contribution is not settling for anything but really good stuff, in all the details. That's my job — to make sure everything is great". But the palm for saying it best goes to Jony Ive, who said in the tribute ceremony that Apple held two weeks after Steve's death: "it cost him most. He cared the most. He worried the most deeply. He constantly questioned: is this good enough? Is this right? And despite all his successes, all his achievements, he never presumed, he never assumed that we would get there in the end. And when the prototypes failed, it was with great intent, with faith, he decided to believe we would eventually make something great. […] So his I think was a victory for beauty for purity, and as he would say, for giving a damn."
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Steve at Work
Steve's work day
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In the last extensive interview he ever gave, at the D8 conference in 2010, Steve Jobs was asked by Kara Swisher "What do you do all day?" A naive question it seems, but one that many observers ask themselves, given both Steve's few business implications compared to a typical CEO, and his absolute dedication to a million things that have nothing do with the job of CEO.
Steve Jobs answered that question several times throughout his career. In 1999, he said to TIME: "I'm a good morning person. I like it early in the morning. I wake up six-ish. About 10 years ago I put in a T1 to my house. I'm actually getting ready to put a 45 mg fiber to my house, because I want to find out what that will be like, because everybody's going to have that someday. But I have a pretty sophisticated setup; whether I'm at Apple or at Pixar or at my home, I log in and my whole world shows up on any of those computers. It's all kept on a server. So I carry none of it with me, but wherever I am, my complete world shows up, all my files. Everything. And I have high speed access to all of it. So my office is at home too. And when I'm not in meetings, my work is fundamentally on email. So I'll work a little before the kids get up. And then we'll all have a little food and finish up some homework and see them off to school. If I'm lucky I'll stay at home and work for an hour because I can get a lot done, but oftentimes I'll have to come in. I usually get here about 9. 8 or 9. Having worked about an hour or half or two at home."
A huge part of his job was indeed on emails. They could be sent to Apple employees, where it was famous that a message whose subject was "STEVE REQUEST" would get immediate attention. But Steve also read the hundreds of emails he got from various customers everyday, sent to his public address sjobs@apple.com. He explained it to TIme: "All these customers email me all these complaints and questions, which I actually have grown to like. It's like having a thermometer on practically any issue. If somebody doesn't flush a toilet around here, I get an email from Kansas about it. Sometimes I can get about 100 or more of those a day from people I will never meet. But I zing 'em around, and it's good to keep us all in touch."
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He also described his Monday meetings in 2008, to Fortune: "What we do every Monday is we review the whole business. We look at what we sold the week before. We look at every single product under development, products we're having trouble with, products where the demand is larger than we can make. All the stuff in development, we review. And we do it every single week. I put out an agenda -- 80% is the same as it was the last week, and we just walk down it every single week. We don't have a lot of process at Apple, but that's one of the few things we do just to all stay on the same page." Although the Monday executive meetings were probably the most important of the week, he also had long sessions on Wednesday afternoon with his ad agency TBWA\MAL and his top marketing people, such as SVP Worldwide Marketing Phil Schiller.
Finally, the Walter Isaacson bio revealed that one of his favorite pastimes was to hang out in the Industrial Design's lab in the afternoon, where Jony Ive and his team of designers worked on prototypes of future hardware products: "When Steve comes in, he will sit at one of these tables", said Ive. "If we're working on a new iPhone, for example, he might grab a stool and start playing with different models and feeling them in his hands, remarking on which ones he likes best. Then he will graze by the other tables, just him and me, to see where all the other products are heading. He can get a sense of the sweep of the whole company, the iPhone and iPad, the iMac and laptop and everything we're considering. That helps him see where the company is spending its energy and how things connect."
Jony Ive was Jobs's only soulmate at Apple, probably because of his aesthetic, artistic sensibility. Jobs deliberately put Industrial Design on top of every other division at Apple, to ensure that the most beautiful hardware prototypes eventually turned into actual products, without being twisted and deformed by engineers. He explained it to Isaacson: "[Jony Ive] understands that Apple is a product company. He's not just a designer. That's why he works directly for me. He has more operational power than anyone else at Apple except me. There's no one who can tell him what to do, or to butt out. That's the way I set it up."
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Jony Ive and Steve Jobs in 2005
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Steve at Home
Bachelor days
Steve Jobs grew up in a lower-middle class suburban neighborhood in the 1960s. When he was a young adult, in the early 1970s, he delved into eastern mysticism, Zen Buddhism, and hippie ideals. Then he started Apple and became a millionaire at 23, an icon of entrepreneurialism and capitalism. It is not hard to picture how big of a shock to his values this new status must have created. In his late 20s, while he was still single, Steve Jobs was not living the life of a typical young nouveau riche.
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Steve in his Los Gatos home, 1981. Photo Ted Thai
He bought a large house in Los Gatos, not far from his parents' and Apple, which he almost didn't furnish (the famous 1982 Diana Walker picture in his living room was taken in that house) He kept his peculiar food habits, staying a vegan and fasting for spa few weeks - although he sometimes allowed himself some fish and even meat once in a while. And he worked. He worked really, really hard, and spent most of his waking hours at Apple — including weekends. He didn't have many friends a the time, although he socialized quite a bit, including in New York where he purchased a luxurious apartment in the San Remo Towers. (Diane Keaton once told the story of how he tried to woo her when she was living there).
In 1984, Jobs bought the Jacking mansion in Woodside and moved in a few months later. His life remained pretty much the same, the mansion remaining unfurnished, apart from the kitchen where a young couple he had hired prepared him his vegan meals. Steve's longtime girlfriend, Tina Redse, whom he met during that year, hated staying at the empty house. She kept her house in Palo Alto, which was also a refuge when she and Steve would have one of their frequent fights. Finally, in the summer of 1989, he asked her to marry him, and she declined because it would "drive her crazy".
A few weeks later, a new woman entered the life of Steve Jobs while he was giving a talk at Stanford. "There's this beautiful woman and she's really smart and she has this dog and I'm going to marry her", he told his sister Mona over the phone that night. And he did: Laurene Powell became Mrs. Jobs on March 18, 1991.
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Steve and Laurene Jobs, 1991
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Steve at Home
Family man?
Steve Jobs's lifestyle changed a lot after the birth of Reed, his first child with Laurene. He took his family very seriously, and became an affectionate father. Until the end of his life, he would keep that same way of life: that of a hard-working CEO, but one who don't choose the celebrity circuit: "What's astonishing is how normal a family life it is. Steve just never went out socially. He was home every evening", wrote Jobs's biographer Walter Isaacson. Jobs himself said: "I have a very simple life. I have my family and I have Apple and Pixar. And I don't do much else."
Indeed, Steve Jobs apparently turned into a loving father and peaceful neighbor, the sighting of whom was commonplace to the residents of Palo Alto. However, in his official biography, Isaacson reveals that the relationships between Jobs and his children was not all that idyllic. Although he had a special relation with his son Reed, the same apparently cannot be said of his daughters. He often had arguments with his first daughter Lisa, his child with Chrisann Brennan; he apparently did not pay much attention to Erin, his second, quiet daughter; but he liked the strong will and temper of his youngest child, daughter Eve.
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Steve, Eve, Reed, Erin and Laurene Jobs in Italy, 2003
Isaacson writes: "Jobs developed a strong relationship with Reed, but with his daughters he was more distant. As he would with others, he would occasionally focus on them, but just as often would completely ignore them when he had other things on his mind. 'He focuses on his work, and at times he has not been there for the girls,' Powell said. At one point Jobs marveled to his wife at how well their kids were turning out, 'especially since we're not always there for them.' This amused, and slightly annoyed, Powell, because she had given up her career when Reed turned two and she decided she wanted to have more children."
Apart from his wife and children, Steve Jobs's inner family circle also included his biological sister Mona Simpson. The daughter of Abdulfattah Jandali and Joanne Schieble, Mona was a brilliant writer whom Jobs discovered in 1986, after tracking down his biological parents. "My brother and I are very close," Simpson said in 1997. "I admire him enormously." Jobs said: "We're family. She's one of my best friends in the world. I call her and talk to her every couple of days." They remained friends even after Mona published her second novel A Regular Guy ,which was heavily inspired by Jobs's relationship with Lisa. In her essay Driving Jane, Lisa recounted her stupefaction at seeing her personal history described in great detail in her aunt's book. As for Jobs, he didn't read the book so as not to get mad at his sister.
Jobs also connected late in life with his biological mother Joanne Simpson (born Schieble), although they did not become very close, as he always considered Paul and Clara Jobs to be his true and only parents. He never sought to contact Abdulfattah Jandali, his biological father, because of the way he had abandoned his mother and sister when they were young. However, he revealed to biographer Isaacson that the two had met by chance in the early 1980s when Jobs frequented Jandali's restaurant in San Jose
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Steve at Home
The real deal
In his post about working with Steve Jobs, Mike Evangelist wrote: "In my dealings with him I've seen one thing vividly: Steve Jobs is the real deal. This is not some sort of act". Indeed, Steve's way of life proved that he applied the same values at home and at work.
Steve Jobs spent the last twenty years of his life in a simple country house in Palo Alto. Although the house is larger than your typical suburban house, and relatively expensive at around $4 million, it does not stand out in the wealthy city of Palo Alto, and is a testament to Jobs's modest lifestyle. Despite his net worth of over $8 billion, his garden had no walls and he did not even lock the front door.
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Steve, Reed and Laurene in Palo Alto
Time reporters Cathy Booth and David Jackson had a glimpse of the life at the Jobses in 1997. They wrote: "Laurene has planted a garden of wildflowers, herbs and vegetables all around. The rooms are sparsely decorated, the only extravagances being Ansel Adams photographs. We dine as the Jobses always do: both are strict vegans, eating no meat products. Dinner is pasta with raw tomatoes, fresh raw corn from the garden, steamed cauliflower and a salad of raw shredded carrots. While the adults eat, their six-year-old son picks lemon verbena and other herbs in the garden for the after-dinner tea. His reward is a tickle and being tucked into bed by Dad. Conversation is a mix of politics, Laurene's work setting up a mentor group for a nearby high school and tales of a presidential visit last summer when Bill Clinton rang up and invited himself to dinner so he could meet with Silicon Valley executives. "We had to rent a Dumpster to clean out the house before they came!" says Jobs, whose prenuptial housing style was "spare," if that's the term for lacking furniture. The couple giggle over their search for cheap wine glasses to serve the President. The menu was, naturally, vegan. Grabbing a couple of bottles of mineral water from the fridge, the two took off for a stroll around Palo Alto. Jobs was barefoot."
Life at the Jobses did have some peculiarities: the strict vegan meals; the absence of TV for the kids, lest it stifle their creativity; and the occasional dinner with Bill Clinton or Rupert Murdoch. But overall they had a very quiet, typical life similar to millions of couples in America.
Besides his simplicity, Steve Jobs was also a great perfectionist in his personal choices, not only at work. His sister Mona explained at a memorial event held in his honor that "They once embarked on a kitchen remodel; it took years. They cooked on a hotplate in the garage. The Pixar building, under construction during the same period, finished in half the time. And that was it for the Palo Alto house. The bathrooms stayed old." Jobs himself explained how he had spent several weeks debating which washing machine to buy with his family. Most people speculate this is why his furnishing habits were so spare: it was because he wouldn't buy anything short of perfect — and perfect was a rare thing to buy.
Jobs, who was also 'strictly business' at work, suffered no waste of time. In one interview, he explained that it was why he wore the same thing everyday, his famous black mock turtleneck: so he didn't have to waste time picking what to wear every morning. There are several explanations as to how he ended up wearing so many turtlenecks. In the biography Steve Jobs, Isaacson recalls Jobs explaining, "So I asked Issey [Miyake] to make me some of his black turtlenecks that I liked, and he made me like a hundred of them. […] That's what I wear. I have enough to last for the rest of my life." John Lasseter remembered a slightly different story: "He found this one really great black turtleneck which he loved – I think it was Issey Miyake – so tried to buy another one and they didn't have any more. He called the company and asked if they would make another one, and they refused. So he said: 'Fine, how many do you have to make before I can buy them?' So they made them – I think he has a closet full of them.'"
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A Joy of Tech comic on Steve Jobs's clothing habits
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Pesona
Steve at Home
Personal beliefs
Steve Jobs didn't vote when he was young, as he professed in an interview with Playboy. After he left Apple in 1985, he caressed the idea of a career in politics, which was suggested to him by his friend and fellow Los Altos Zen Center adept, California governor Jerry Brown. But his mentor PR man Regis McKenna explained to him it wouldn't be that easy: Steve Jobs was risking public exposure for his private life, including its darkest sides, such as abandoning his daughter or taking LSD in college. Jobs gave up the idea and eventually founded NeXT.
As he grew older, Jobs became a supporter of the Democratic Party. He was friendly with President Clinton, whom he entertained at his house with Hillary while in office, and he invited Al Gore to join Apple's board in 2003. Although Steve didn't donate to the Democrats in his name, his wife Laurene contributed to each campaign to the fullest amount possible for an individual.
However, Steve Jobs was not a liberal on every subject. In 2011, as his health declined severely, he still accepted to attend a dinner with President Obama on February 17. He was blunt: "You're headed for a one-term presidency," he told the president, according to Steve Jobs. "To prevent that, he said, the administration needed to be a lot more business-friendly. He described how easy it was to build a factory in China, and said that it was almost impossible to do so these days in America, largely because of regulations and unnecessary costs."
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Steve Jobs and President Obama, February 2011
Jobs also had firm beliefs regarding public education. He voiced his point of view on several occasion, including an extensive interview with Computerworld in 1995 and a press conference in Texas in 2007. Steve thought the worst evil of public education were the 'corrupt' unions of teachers, which he denounced for blocking reform, and called "off-the-charts crazy". He advocated that "principals should be able to hire and fire teachers based on how good they were" and that "schools should be staying open until at least 6 p.m. and be in session eleven months of the year". He also often called for the digitalization of notebooks, a dream he caressed toward the end of his life, and that Apple made true in January 2012 with iBooks Author and iTunes U.
On a more spiritual note, Steve Jobs did not have any religion, although he was an adept of Zen Buddhism. In the late 1970s, he attended meditation sessions and primal scream therapies at the Los Altos Zen center. The center was led by Otogawa Kobun Chino, a soto Zen monk. Jobs later adopted Otogawa as his teacher, and hired him as 'spiritual advisor' for NeXT, then to celebrate his wedding with Laurene in 1991. The comic The Zen of Steve Jobs describes their relationship.
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Kobun Chino presided over Steve's wedding in March 1991
Regarding God and life after death, he explained his beliefs to Walter Isaacson late in his life: "He talked about his experiences in India almost four decades earlier, his study of Buddhism, and his views on reincarnation and spiritual transcendence. 'I'm about fifty-fifty on believing in God,' he said. 'For most of my life, I've felt that there must be more to our existence than meets the eye.' He admitted that, as he faced death, he might be overestimating the odds out of a desire to believe in an afterlife. 'I like to think that something survives after you die,' he said. 'It's strange to think that you accumulate all this experience, and maybe a little wisdom, and it just goes away. So I really want to believe that something survives, that maybe your consciousness endures.' He fell silent for a very long time. 'But on the other hand, perhaps it's like an on-off switch,' he said. 'Click! And you're gone.'"
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Pesona
Steve at Home
Steve Jobs & Food
Yet Steve Jobs's strongest beliefs were not political nor religious: they concerned food and health. When he was at Reed College, he had been greatly impressed by the book Mucusless Diet Healing System by Arnold Ehret. Ehret was an early-20th century nutritionist who professed eating nothing but fruits and starchless vegetables to protect the body from the formation of mucus, which he considered the root of all diseases. Fasting was also recommended as a the most efficient way of cleansing the body from mucus. At age 18-19, Jobs never quit berating his friends about mucusless diets — and he held strongly to his beliefs throughout his life, even after he was diagnosed with cancer.
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After a whole year as a fruitarian, cultivating apples at a hippie commune, Jobs switched to a vegan diet, which he kept his whole life — with the exception of Japanese food. He used to love suhi and soba, and reportedly even created the original "sashimi shoba", to be served at Apple's cafeteria. Some of his favorite restaurants included Jinshō, Cagiest and Sushi Ran. (According to Nippon.com, "if he couldn't get a reservation at Keigetsu, a restaurant that refuses to give celebrities special treatment, he would order takeaway sushi and drive down to pick it up himself. His favorite toppings were fatty tuna, salmon, yellowtail, ocean trout, sea bream, mackerel, and saltwater eel"). He was also a regular at the Fraiche yoghurt cafe in Palo Alto, and the local Whole Foods where he would go pick up whole wheat bread and vegetables, often barefoot. But the Jobses also cultivated their own vegetables and fruits in the large garden that Laurene had set up. Their meals often consisted of "just one vegetable. Lots of that one vegetable. But one. Broccoli. In season. Simply prepared. With just the right, recently snipped, herb", as Mona Simpson recalled. As for drinks, Steve would often profess his love of Odwalla juices (including their twist-off cap), and be seen with one or more bottles of Smart Water. He never drank alcohol besides the occasional glass of wine.
After Steve was diagnosed with cancer in October 2003, he spent nine months in denial of his need for surgery. True to the teachings of Ehret, who died at 56 after knocking his head and falling, he experimented with fasting and eating only fruits and roots, hoping to cure the cancer without medical treatments. He only relented in June 2004, after much lobbying from his family and friends, including cancer survivor Andy Grove ("Steve talked to me when he was trying to cure himself by eating horseshit and horseshit roots, and I told him he was crazy) and Genentech CEO Art Levinson (who said that he "pleaded every day" with Jobs and found it "enormously frustrating that [he] just couldn't connect with him.", according to Steve Jobs).
This obsessive attitude continued in 2008-2011, after the recurrence of Steve's cancer. He became thinner everyday, and despite being repeatedly told he had to eat protein, he kept on fasting and often refused to eat anything. In Steve Jobs, Laurene recalls that difficult period in their marriage: "Powell kept telling him that it was crazy […] and she would get angry when he came to the table and just stared silently at his lap. 'I wanted him to force himself to eat,' she said, 'and it was incredibly tense at home.' Bryar Brown, their part-time cook, would still come in the afternoon and make an array of healthy dishes, but Jobs would touch his tongue to one or two dishes and then dismiss them all as inedible". Although it is hard to diagnose, it is possible that Steve's stubborn attitude toward food was one of the causes of the reemergence of his cancer.
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Pesona
Steve at Home
Steve Jobs & Money
Steve Jobs used to say: "I was worth about over a million dollars when I was 23 and over ten million dollars when I was 24, and over a hundred million dollars when I was 25 and… it wasn't that important — because I never did it for the money". The truth is that although he never spent his money lavishly, Jobs often used it politically in the course of his career.
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Steve gets off his jet
Steve's sister Mona Simpson said during her eulogy "This is not to say that [Steve] didn't enjoy his success: he enjoyed his success a lot, just minus a few zeros. He told me how much he loved going to the Palo Alto bike store and gleefully realizing he could afford to buy the best bike there. And he did." There was a little more to that. Steve received a private jet (a Gulfstream V) as a gift from the Apple board in 2000, which he used to take his family to Kona Village in Hawaii almost every year. He bought a new model of the same car every 6 months (a Mercedes SL55 AMG in his later years), so he wouldn't have the legal obligation to get a license plate — and he was a reckless driver to boot. And in 2010-2011, he spent a considerable of time designing a yacht with a glass deck, which he hoped to use to take his family on vacation, and to eventually retire. Yet all these millionaire perks where nothing compared to what he could afford with his $8.3 billion dollar net worth (in 2011)… compare and contrast with his good friend Larry Ellison, multi-billionaire co-founder of Oracle.
However, Steve's relationship with money was a bit odd. When Apple went public in 1980, he refused to give away stock and preferred to keep as much as possible to himself. When Woz asked him to give stock to Dan Kottke, the college friend that traveled with him to India and helped him out in the garage, Steve replied: "Fine. I'll give him zero." The same happened fifteen years later, during the Pixar IPO. Steve made sure that he, Ed Catmull and John Lasseter got plenty of stock, but all the employees who had stuck with the company for many years, despite its failures, were hardly compensated at all. In fact, Steve had taken back their stock in 1991, when he created a new company where he was the sole owner in exchange for another line of credit from his personal money. When he came back to Apple, he insisted to have a $1 salary and kept him for his 14 years there, but he got generously compensated with stock and options. He actually even asked for more options in 2001, a SEC investigation revealed: "It wasn't so much about the money," he told an SEC lawyer. "Everybody likes to be recognized by his peers. … I felt that the board wasn't really doing the same with me. I just felt like there is nobody looking out for me here, you know… So I wanted them to do something, and so we talked about it. … I thought I was doing a pretty good job."The board approved an option on 7.5 million shares.
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A 2003 Fortune cover story that infuriated Jobs
Some suggest it was a political use of stock and had nothing to do with their value. This is the same rationale that made Steve sell all but one of his Apple stock back in 1985, after he left the company, even though it made little business sense.
After Jobs's death, a controversy arose again about his lack of any philanthropic initiatives. The refrain goes that Jobs never gave money to philanthropy, and that after shutting down Apple's philanthropic arm in 1997, when the company was in dire straits, he never reinstated it later. He wouldn't talk about it to his biographer Walter Isaacson either. The truth is that he made donations to a couple of institutions, including the Stanford Hospital, and that he was a big help in the (RED) campaign by creating a red iPod. However, he did not spend his time picking up charities, feeling he served a better cause by working for Apple and creating money that his shareholders could distribute. He actually started a foundation in 1986, but closed it after 15 months, as he spent all his time at NeXT.
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Pesona
Steve at Home
Cracking down the mystery of Steve
The personality of Steve Jobs remains a mystery to many, including myself who have been studying for over a decade. The most difficult thing to understand was why he kept berating people around him, including those he loved, even though he was very emotional. His soulmate Jony Ive complained about it to Walter Isaacson: "He's a very, very sensitive guy. That's one of the things that makes his antisocial behavior, his rudeness, so unconscionable. I can understand why people who are thick-skinned and unfeeling can be rude, but not sensitive people. I once asked him why he gets so mad about stuff. He said, “But I don't stay mad.” He has this very childish ability to get really worked up about something, and it doesn't stay with him at all. But there are other times, I think honestly, when he's very frustrated, and his way to achieve catharsis is to hurt somebody. And I think he feels he has a liberty and a license to do that. The normal rules of social engagement, he feels, don't apply to him. Because of how very sensitive he is, he knows exactly how to efficiently and effectively hurt someone. And he does do that."
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A couple of articles have been written stating that he was a "productive narcissist". In the Sunday Times in 2009, psychiatrist Michael Maccoby noted "The very striking thing about productive narcissists, particularly men, is that they grow up in families where there is an absent or weak father figure. You can see this in narcissistic presidents like Obama, Clinton, Reagan and Nixon. They struggle with their identity and view of the world. So they tend to come up with a very original view of things and are then driven to find followers."
However, the Steve Jobs bio reveals that Tina Redse, Steve's longtime girlfriend from the 1980s, had a different point of view: "She happened to read in a psychiatric manual about Narcissistic Personality Disorder and decided that Jobs perfectly met the criteria. 'It fits so well and explained so much of what we had struggled with, that I realized expecting him to be nicer or less self-centered was like expecting a blind man to see,' she said. 'It also explained some of the choices he'd made about his daughter Lisa at that time. I think the issue is empathy—the capacity for empathy is lacking.'"
After reading this series of articles about Narcissistic Personality Disorder, I think she may have a point. This list of typical personality traits was particularly convincing to me, as it includes: unusual eating habits, strange work habits, being self-contradictory, hyper-sensitivity to criticism, being critical of others, amoral and cruel, stinginess and being a disappointing gift-giver, felling entitled and competitive, secretiveness, being flirtatious, seductive and impulsive, and having a weird sense of time. All these traits were typical Jobs. Some traits do not fit his personality though, such as the lack of sense of humor, the difficulty to have a good time with, religiousness, or passiveness and pessimism.
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Pictures
Pictures of Steve Jobs
1955-75
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Steve and his father Paul Jobs
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Pictures of Steve Jobs
1955-75
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Baby Steve Jobs
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1955-75
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At age 13
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Pictures of Steve Jobs
1955-75
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Around age 15
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Pictures of Steve Jobs
1955-75
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In John McCollum's electronics class
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1955-75
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Posing with a huge high school prank with Will Frenandez
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Pictures of Steve Jobs
1955-75
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Senior year in high school
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Pictures
Pictures of Steve Jobs
1955-75
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Hippie Steve Jobs
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1975-76
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Steve (20) and Woz (25) in 1975
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1975-76
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With the Apple I. Photo Joe Melena
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1975-76
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Photo Joe Melena
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1975-76
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Photo Joe Melena
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1975-76
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Photo Joe Melena
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Pictures
Pictures of Steve Jobs
PC Festival 28 August 1976
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Woz, Steve and Kottke
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Steve and his college friend Dan Kottke
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1977 - 78
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Woz and Steve with an Apple II
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1977 - 78
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Woz and Steve
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1977 - 78
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Steve, Mike Markkula and the new Apple logo
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1977 - 78
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Steve and Woz
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1977 - 78
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Apple circa 1978 : an indentified man, CEO Mike Scott, Steve Jobs, Jef Raskin, Chris Espinosa, Woz, 2 unidentified men, president Mike Markkula
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Pictures
Pictures of Steve Jobs
1977 - 78
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Steve and Intel co-founder Bob Noyce
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Pictures
Pictures of Steve Jobs
West Coast Computer Faire 17 April 1977
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve on his BMW motorcyle
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve in front of his home in Los Altos. Photo by Ted Thai
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve and Woz in front of Steve's home in Los Altos. Photo by Ted Thai
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve and Woz at Steve's home in Los Altos. Photo by Ted Thai
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve and PR man Regis McKenna. Photo Ben Rosen
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve at a conference. Photo by Ben Rosen
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve and the Apple II
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Pictures
Pictures of Steve Jobs
1979 - 80
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Steve and Woz
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Pictures
Pictures of Steve Jobs
1981 - 82
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Pictures
Pictures of Steve Jobs
1981 - 82
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Steve with a product manager at Apple
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Pictures
Pictures of Steve Jobs
1981 - 82
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Steve and Andy Hertzfeld at Woz's first wedding in 1982
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Pictures
Pictures of Steve Jobs
1981 - 82
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Steve, Philip Estridge and Ben Rosen (photo Ben Rosen)
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Pictures
Pictures of Steve Jobs
1983
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With Mike Markkula on the Lisa assembly line
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Pictures
Pictures of Steve Jobs
1983
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With Head of Lisa development John Couch
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Pictures
Pictures of Steve Jobs
1983
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Using Lisa
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Pictures
Pictures of Steve Jobs
1983
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Jay Eliott, Steve Jobs and an unidentified man at the NY Lisa launch
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Pictures
Pictures of Steve Jobs
1983
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Lisa NY introduction
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Pictures
Pictures of Steve Jobs
1983
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Macintosh team, 1983. Steve in the center
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Pictures
Pictures of Steve Jobs
1983
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Mac sales conference, Oct 1983
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Pictures
Pictures of Steve Jobs
1983
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With B.C. Lee, founder of Samsung Group
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Pictures
Pictures of Steve Jobs
1983
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At Samsung
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Pictures
Pictures of Steve Jobs
1983
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With CEO John Sculley
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Pictures
Pictures of Steve Jobs
1983
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Visit to IBM, December 1983. Photo by Andy Hertzfeld
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Pictures
Pictures of Steve Jobs
1983
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Lisa introduction
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Pictures
Pictures of Steve Jobs
1984
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Pictures
Pictures of Steve Jobs
1984
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Steve and Lee Clow of TBWA Chiat Day
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Pictures
Pictures of Steve Jobs
1984
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Steve and the Adobe founders
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Pictures
Pictures of Steve Jobs
1984
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Steve and the Mac team after the launch
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Pictures
Pictures of Steve Jobs
1984
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Pictures
Pictures of Steve Jobs
1984
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Steve and John Sculley
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Pictures
Pictures of Steve Jobs
1984
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Sculley, Steve and the Mac team with the iconic pirate flag and Bösendorfer grand piano
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Pictures
Pictures of Steve Jobs
1984
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Pictures
Pictures of Steve Jobs
1984
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Unidentified man, Steve, and Susan Barnes of the Mac team
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Pictures
Pictures of Steve Jobs
1984
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Pictures
Pictures of Steve Jobs
1984
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At the Stanford library
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Pictures
Pictures of Steve Jobs
1984
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In Aspen, photo by J. Aaronson
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Pictures
Pictures of Steve Jobs
1984
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Skiing in Aspen, photo by J. Aaronson
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Pictures
Pictures of Steve Jobs
1984
With Macintosh
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Pictures
Pictures of Steve Jobs
1984
With Macintosh
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Pictures
Pictures of Steve Jobs
1984
With Macintosh
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Photo by Norman Seeff
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Pictures
Pictures of Steve Jobs
1984
With John Sculley
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Pictures
Pictures of Steve Jobs
1984
With John Sculley
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At Stanford. Photo Ed Kashi
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Pictures
Pictures of Steve Jobs
1984
With John Sculley
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At Stanford
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Pictures
Pictures of Steve Jobs
1984
With John Sculley
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In Hawaii. Photo Ed Kashi
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Pictures
Pictures of Steve Jobs
1984
Photo Shoot At Home
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With software genius Bill Atkinson. Photo by Norman Seeff
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Pictures
Pictures of Steve Jobs
1984
Photo Shoot At Home
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Photo by Norman Seeff
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Steve and Mac
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Steve and Mac, Sculley and Lisa
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Sculley and Steve
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Steve and Mac
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Pictures
Pictures of Steve Jobs
1984
Apple Event - 6 February
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Pictures
Pictures of Steve Jobs
1984
PC Forum - February
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Photo by Esther Dyson
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Pictures
Pictures of Steve Jobs
1984
PC Forum - February
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John Sculley and Steve. Photo by Esther Dyson
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Pictures
Pictures of Steve Jobs
1984
PC Forum - February
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Photo by Esther Dyson
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Steve and Woz
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Steve and John Sculley
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Steve and Sculley
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Steve and Woz with an Apple IIc and an Apple I
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Steve, Sculley and Woz
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Pictures
Pictures of Steve Jobs
1984
Apple IIc introduction - 24 April
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Pictures
Pictures of Steve Jobs
1984
With Regis McKenna - 5 July
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Pictures
Pictures of Steve Jobs
1984
With Regis McKenna - 5 July
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Pictures
Pictures of Steve Jobs
1984
With Regis McKenna - 5 July
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Pictures
Pictures of Steve Jobs
1985
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Pictures
Pictures of Steve Jobs
1985
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Gazing at the Z3 supercalculator, Germany, May 1985
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Pictures
Pictures of Steve Jobs
1985
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PC Forum 1985. Photo by Esther Dyson
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Pictures
Pictures of Steve Jobs
1985
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Receiving the National Technology Medal from President Reagan, February 1985
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Pictures
Pictures of Steve Jobs
1985
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At the White House
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Pictures
Pictures of Steve Jobs
1985
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With Ella Fitzgerald for his 30th birthday
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Pictures
Pictures of Steve Jobs
1985
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Pictures
Pictures of Steve Jobs
1985
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NeXT employee picture, late 1985
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Pictures
Pictures of Steve Jobs
1985
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Dressed as Franklin D. Roosevelt, in a Mac promotional video
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Pictures
Pictures of Steve Jobs
1985
Shareholders Meeting - 23 January
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Pictures
Pictures of Steve Jobs
1985
Shareholders Meeting - 23 January
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Answering questions with John Sculley
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Pictures
Pictures of Steve Jobs
1985
Leaving Apple - September
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At his Woodside mansion after the resignation
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Pictures
Pictures of Steve Jobs
1985
Leaving Apple - September
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With the NeXT cofounders outside the Jackling house
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Pictures
Pictures of Steve Jobs
1985
Leaving Apple - September
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Pictures
Pictures of Steve Jobs
Undated Pictures
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With Woz holding an Apple I
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Pictures
Pictures of Steve Jobs
Undated Pictures
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With Woz
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Pictures of Steve Jobs
Undated Pictures
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Pictures
Pictures of Steve Jobs
Undated Pictures
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With Craig Elliott
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Pictures
Pictures of Steve Jobs
Undated Pictures
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Undated Pictures
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With Woz at an Apple party (perhaps after the 1980 IPO)
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Undated Pictures
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Pictures
Pictures of Steve Jobs
1986-87
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Pictures
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1986-87
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The NeXT founders: Dan'l Lewin, Rich Page, Bud Tribble, Steve Jobs, Susan Barnes and George Crow
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Pictures
Pictures of Steve Jobs
1986-87
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Steve and NeXT investor Ross Perot
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Pictures
Pictures of Steve Jobs
1988
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The NeXT board: Pat Crecine, Steve Jobs, Ross Perot
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Pictures
Pictures of Steve Jobs
1988
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NeXT's executive team
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Pictures
Pictures of Steve Jobs
1988
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At NeXT in Palo Alto
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Pictures
Pictures of Steve Jobs
1988
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Pictures
Pictures of Steve Jobs
1988
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Photo by Robert Holmgren
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Pictures
Pictures of Steve Jobs
1988
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Pictures
Pictures of Steve Jobs
1988
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With Laurent Ribardiere
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Pictures
Pictures of Steve Jobs
1988
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Pictures
Pictures of Steve Jobs
1988
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Photo by Robert Holmgren
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Pictures
Pictures of Steve Jobs
1988
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Pictures
Pictures of Steve Jobs
1988
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Photo by Naonori Kohira
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Pictures
Pictures of Steve Jobs
1988
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With Austin Carr at NeXT
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Pictures
Pictures of Steve Jobs
NeXT Cube introduction
12 October 1988
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Pictures
Pictures of Steve Jobs
NeXT Cube introduction
12 October 1988
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Bud Tribble, Rich Page, Steve Jobs and Ross Perot
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Pictures
Pictures of Steve Jobs
NeXT Cube introduction
12 October 1988
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Pictures
Pictures of Steve Jobs
1989
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Pictures
Pictures of Steve Jobs
1989
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With daughter Lisa (age 11)
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Pictures
Pictures of Steve Jobs
1989
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Pictures
Pictures of Steve Jobs
1989
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Photo by Robert Holmgren (robertholmgren.com)
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Pictures
Pictures of Steve Jobs
1989
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Pictures
Pictures of Steve Jobs
1989
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Seybold 1989 with Bill Gates and Adobe's John Warnock
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Pictures
Pictures of Steve Jobs
1989
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In front of an Ansel Adams print at NeXT
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Pictures
Pictures of Steve Jobs
1989
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Pictures
Pictures of Steve Jobs
1989
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With journalist Brent Schlender. Photo Ed Kashi
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Pictures
Pictures of Steve Jobs
1990
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Pictures
Pictures of Steve Jobs
1990
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Steve and Adobe founders Geschke and Warnock
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Pictures
Pictures of Steve Jobs
1990
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Pictures
Pictures of Steve Jobs
PC Forum February 1990
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PC Forum 1990. Photo by Esther Dyson
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Pictures
Pictures of Steve Jobs
1991 - 92
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Pictures
Pictures of Steve Jobs
1991 - 92
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With NeXT COO Peter van Cuylenburg
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Pictures
Pictures of Steve Jobs
1991 - 92
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At Reed College
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Pictures
Pictures of Steve Jobs
1991 - 92
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With bride Laurene Powell
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Pictures
Pictures of Steve Jobs
1991 - 92
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Laurene and Steve facing Kobun Chino
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Kobun Chino, Laurene and Steve
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Laurene and Steve cutting the Half-Dome-shaped cake
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Laurene, Lisa and Steve
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Steve with his father Paul
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Pictures
Pictures of Steve Jobs
Wedding
18 March 1991
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Paul Jobs
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Pictures
Pictures of Steve Jobs
NeXT Station introduction
15 September 1990
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Pictures
Pictures of Steve Jobs
UNIX Expo 1991
2 October 1991
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Pictures
Pictures of Steve Jobs
1993 - 94
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At Andy Hertzfeld's 40th birthday (April 1993) - Andy, Bill Atkinson, Bud Tribble and Steve
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Pictures
Pictures of Steve Jobs
1993 - 94
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With HP CEO Carly Fiorina, May 1993
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Pictures
Pictures of Steve Jobs
1993 - 94
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Pictures
Pictures of Steve Jobs
1993 - 94
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Sun's Scott McNealy and Steve
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Pictures
Pictures of Steve Jobs
1993 - 94
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Pictures
Pictures of Steve Jobs
1995 - 96
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With son Reed in 1995
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Pictures
Pictures of Steve Jobs
1995 - 96
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Pictures
Pictures of Steve Jobs
1995 - 96
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Sitting under Pixar's Luxo Jr.
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Pictures
Pictures of Steve Jobs
1995 - 96
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With the Pixar team
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Pictures
Pictures of Steve Jobs
1995 - 96
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The Pixar trio: Dr. Ed Catmull, Steve Jobs and John Lasseter
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Pictures
Pictures of Steve Jobs
1995 - 96
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Pictures
Pictures of Steve Jobs
1995 - 96
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At the Technologies Futures conference, December 1996
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Pictures
Pictures of Steve Jobs
Toy Story Press Conference
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Steve and Disney CEO Michael Eisner
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Pictures
Pictures of Steve Jobs
Toy Story Press Conference
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Pictures
Pictures of Steve Jobs
Toy Story Press Conference
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Steve and Disney CEO Michael Eisner
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Pictures
Pictures of Steve Jobs
Toy Story Press Conference
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(L to R) Dr. Ed Catmull, unidentified man, John Lasseter, Michael Eisner, Steve Jobs and Disney Studios President Peter Schneider
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Pictures
Pictures of Steve Jobs
Photo shoot at NeXT
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Steve Jobs and Apple CEO Gil Amelio
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Steve Jobs and Apple CEO Gil Amelio
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Steve Jobs and Apple CEO Gil Amelio
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Pictures
Pictures of Steve Jobs
Return to Apple
20 December 1996
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Leaving the campus after the conference
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Pictures
Pictures of Steve Jobs
Undated Pictures
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Pictures
Pictures of Steve Jobs
Macworld SF 1997
7 January 1997
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Woz, Steve and CEO Gil Amelio
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Pictures
Pictures of Steve Jobs
Macworld SF 1997
7 January 1997
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Steve Jobs and Gil Amelio
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Pictures
Pictures of Steve Jobs
Macworld SF 1997
7 January 1997
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Steve saves the day after Gil Amelio leaves the stage
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Pictures
Pictures of Steve Jobs
Macworld SF 1997
7 January 1997
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Bill Gates on the big screen
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Bill Gates as Big Brother
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Jony Ive, Steve and his wife Laurene
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Pictures
Pictures of Steve Jobs
Macworld Boston 97
6 August 1997
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Pictures
Pictures of Steve Jobs
Special Event (G3)
10 November 1997
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Pictures
Pictures of Steve Jobs
1998
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Pictures
Pictures of Steve Jobs
Macworld SF 1998
6 January 1998
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Pictures
Pictures of Steve Jobs
iMac Introduction
6 May 1998
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Pictures
Pictures of Steve Jobs
Macworld NY 1998
21 July 1998
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Pictures
Pictures of Steve Jobs
Macworld NY 1998
21 July 1998
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Steve will not be let in by security
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Pictures
Pictures of Steve Jobs
Apple Expo 1998
17 September 1998
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Pictures
Pictures of Steve Jobs
1999
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Pictures
Pictures of Steve Jobs
1999
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At Pixar
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Pictures
Pictures of Steve Jobs
1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_03%2Fajax09_1999%2Fscaled%2F05.jpg&hash=86de56c385c795a8c044fc973f8722553eea257f)
Introducting OS X Server
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Pictures
Pictures of Steve Jobs
1999
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With Avie Tevanian in Cupertino
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Pictures
Pictures of Steve Jobs
1999
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Pictures
Pictures of Steve Jobs
1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_03%2Fajax09_1999%2Fscaled%2F10.jpg&hash=b7a7a05e41988ebce38ee9294985830526015bba)
Jon Rubistein, Steve and Phil Schiller
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Pictures
Pictures of Steve Jobs
1999
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With Quark founder Fred Ebrahimi, introducing XPress 6
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Pictures
Pictures of Steve Jobs
Macworld SF 1999
5 January 1999
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Pictures
Pictures of Steve Jobs
Macworld Tokyo 1999
18 February 1999
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Pictures
Pictures of Steve Jobs
Macworld SF 2000
5 January 2000
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Pictures
Pictures of Steve Jobs
Macworld SF 2000
5 January 2000
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Steve drops the 'interim' in his title
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Pictures
Pictures of Steve Jobs
Macworld SF 2000
5 January 2000
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Pictures
Pictures of Steve Jobs
Macworld NY 2000
19 July 2000
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Pictures
Pictures of Steve Jobs
Seybold SF 2000
29 August 2000
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Pictures
Pictures of Steve Jobs
Apple Expo 2000
13 September 2000
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Pictures
Pictures of Steve Jobs
2001
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WWDC 2000, 21 May 2001
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Pictures
Pictures of Steve Jobs
2001
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At Apple on Mac OS X's launch day, 24 March 2001
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Pictures
Pictures of Steve Jobs
2001
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Introducing the white iBook, 1 May 2001
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Pictures
Pictures of Steve Jobs
2001
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Pictures
Pictures of Steve Jobs
2001
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Working on a keynote. Photo Mike Evangelist
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Pictures
Pictures of Steve Jobs
2001
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National Educational Computing Conference in Chicago, June 2001. Photo Mike Evangelist
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Pictures
Pictures of Steve Jobs
2001
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At Pixar for Monsters Opening weekend, 5 Nov 2001
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Pictures
Pictures of Steve Jobs
Macworld SF 2001
9 January 2001
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Pictures
Pictures of Steve Jobs
Palo Alto Store opening
6 October 2001
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Talking with VP of Retail Ron Johnson
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Pictures
Pictures of Steve Jobs
Palo Alto Store opening
6 October 2001
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Pictures
Pictures of Steve Jobs
Palo Alto Store opening
6 October 2001
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Jon Rubistein with Steve Jobs
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Pictures
Pictures of Steve Jobs
Palo Alto Store opening
6 October 2001
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With a fan
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Pictures
Pictures of Steve Jobs
Palo Alto Store opening
6 October 2001
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Talking with a fan
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Pictures
Pictures of Steve Jobs
iPod introduction
23 October 2001
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Pictures
Pictures of Steve Jobs
Monsters Inc. Premiere
28 October 2001
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Michael Eisner, Steve Jobs, Roy Disney
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Pictures
Pictures of Steve Jobs
Monsters Inc. Premiere
28 October 2001
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Michael Eisner, John Lasseter, Steve Jobs
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Pictures
Pictures of Steve Jobs
Monsters Inc. Premiere
28 October 2001
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Pictures
Pictures of Steve Jobs
2002
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Pictures
Pictures of Steve Jobs
2002
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Jony Ive and Steve Jobs with the iMac G4
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Pictures
Pictures of Steve Jobs
Macworld SF 2002
7 January 2002
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Pictures
Pictures of Steve Jobs
Macworld Tokyo 2002
20 March 2002
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Pictures
Pictures of Steve Jobs
WWDC 2002
6 May 2002
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Pictures
Pictures of Steve Jobs
XServe introduction
14 May 2002
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Pictures
Pictures of Steve Jobs
Macworld NY 2002
17 July 2002
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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With Ron Johnson
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Steve Jobs and Katie Cotton look down on the customers
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Steve Jobs and Katie Cotton
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Steve Jobs and Steve Cano
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Pictures
Pictures of Steve Jobs
NY SoHo Store opening
17 July 2002
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Pictures
Pictures of Steve Jobs
Apple Expo 2002
10 September 2002
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Pictures
Pictures of Steve Jobs
Apple Expo 2002
10 September 2002
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With Jon Rubistein
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Pictures
Pictures of Steve Jobs
2003
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On the cover of Fortune with Sheryl Crow
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Pictures
Pictures of Steve Jobs
2003
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Pictures
Pictures of Steve Jobs
2003
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With daughter Eve in Foothills Park, Palo Alto
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Pictures
Pictures of Steve Jobs
2003
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The Jobs family: Steve, Eve, Reed, Erin and Laurene, in Ravello, Italy
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Pictures
Pictures of Steve Jobs
Macworld SF 2003
7 January 2003
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Pictures
Pictures of Steve Jobs
iTunes Store introduction
28 April 2003
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Pictures
Pictures of Steve Jobs
D1
28 May 2003
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Interview at D1. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
WWDC 2003
23 June 2003
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Pictures
Pictures of Steve Jobs
WWDC 2003
23 June 2003
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iChat with Jean-Marie Hullot
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Pictures
Pictures of Steve Jobs
WWDC 2003
23 June 2003
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iChat with Bono
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Pictures
Pictures of Steve Jobs
WWDC 2003
23 June 2003
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iChat with Mick Jagger
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Pictures
Pictures of Steve Jobs
WWDC 2003
23 June 2003
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Pictures
Pictures of Steve Jobs
Apple Expo 2003
16 September 2003
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Pictures
Pictures of Steve Jobs
iTunes on Windows
16 October 2003
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Pictures
Pictures of Steve Jobs
iTunes on Windows
16 October 2003
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With Mickey Hart of the Grateful Dead
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Pictures
Pictures of Steve Jobs
iTunes on Windows
16 October 2003
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With Sarah McLachlan
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Pictures
Pictures of Steve Jobs
2004
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Pictures
Pictures of Steve Jobs
2004
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With Ed and Susan Catmull at The Incredibles wrapup party, September 2004
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Pictures
Pictures of Steve Jobs
2004
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ShoWest Convention in Las Vegas, March 2004
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Pictures
Pictures of Steve Jobs
Macworld SF 2004
6 January 2004
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Pictures
Pictures of Steve Jobs
Macworld SF 2004
6 January 2004
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Showing off the iPod mini to John Mayer
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Pictures
Pictures of Steve Jobs
Macworld SF 2004
6 January 2004
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Steve and John Mayer
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Pictures
Pictures of Steve Jobs
Macworld SF 2004
6 January 2004
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Steve and John Mayer on the show floor
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Pictures
Pictures of Steve Jobs
SF store opening
28 February 2004
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SF mayor Gavin Newsom, Steve and Laurene Jobs, and Willie Brown Jr.
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Pictures
Pictures of Steve Jobs
SF store opening
28 February 2004
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With SF mayor Gavin Newsom
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Pictures
Pictures of Steve Jobs
SF store opening
28 February 2004
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Pictures
Pictures of Steve Jobs
Finding Nemo premiere
18 May 2004
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Steve Jobs, John Lasseter, Richard Cook, David Stainton
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Pictures
Pictures of Steve Jobs
Finding Nemo premiere
18 May 2004
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With Richard Cook
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Pictures
Pictures of Steve Jobs
Finding Nemo premiere
18 May 2004
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Pictures
Pictures of Steve Jobs
D2
27 June 2004
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Interview at D2. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
European iTunes Store
15 June 2004
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Pictures
Pictures of Steve Jobs
European iTunes Store
15 June 2004
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Hugging Alicia Keys on stage
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Pictures
Pictures of Steve Jobs
European iTunes Store
15 June 2004
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_04%2Fajax21_eurostore%2Fscaled%2F12.jpg&hash=a9003493aaab3108b53708132c5978e0e26c411d)
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With Alicia Keys
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Pictures
Pictures of Steve Jobs
European iTunes Store
15 June 2004
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Demo to Alicia Keys
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Pictures
Pictures of Steve Jobs
European iTunes Store
15 June 2004
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Pictures
Pictures of Steve Jobs
WWDC 2004
28 June 2004
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Pictures
Pictures of Steve Jobs
Mini store introduction
16 October 2004
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_04%2Fajax24_u2event%2Fscaled%2F08.jpg&hash=a34203c1a9ed0da1ac222bfe0fb727840dd60aca)
Bono, Steve Jobs, The Edge
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Jimmy Lovine, Bono, Steve Jobs, The Edge
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono and Steve Jobs
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono, Steve Jobs, The Edge
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono and Steve Jobs
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono, Steve Jobs, The Edge
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono and Steve Jobs
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Jimmy Lovine, Bono, Steve Jobs, The Edge
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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Bono and Steve Jobs
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Pictures
Pictures of Steve Jobs
Music Event
26 October 2004
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The Edge, Steve Jobs and Bono
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Pictures
Pictures of Steve Jobs
2005
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Pictures
Pictures of Steve Jobs
2005
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Laurene and Steve Jobs, Ed Catmul and his daughter, on the 77th Acadamy Awards's ceremony (27 Feb 2005)
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Pictures
Pictures of Steve Jobs
2005
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Scott Forstall, Steve Jobs, Avie Tevanian
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Pictures
Pictures of Steve Jobs
2005
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Pictures
Pictures of Steve Jobs
2005
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Late on the Apple campus parking lot
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Pictures
Pictures of Steve Jobs
2005
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Prince Charles's Silicon Valley tour (7 Nov 2005)
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Pictures
Pictures of Steve Jobs
2005
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50th birthday, 24 Feb 2005. Photo taken by John Lasseter. Standing in the back: Eddy Cue and Lee Clow.
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Pictures
Pictures of Steve Jobs
2005
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Testing PhotoBooth at Mike Matas's office
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 2005
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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With Sony CEO Kunitake Ando
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Steve and John Mayer
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Woz and Steve
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Steve Jobs, Robin Williams and Apple board member Al Gore
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Steve and Robin Williams
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Pictures
Pictures of Steve Jobs
Macworld 2005
11 January 200
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Steve and Jony Ive on the show floor
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Pictures
Pictures of Steve Jobs
D3
22 May 2005
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Interview at D3. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D&AD Awards
25 May 2005
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Pictures
Pictures of Steve Jobs
D&AD Awards
25 May 2005
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Steve and Jony Ive
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Pictures
Pictures of Steve Jobs
WWDC 2005
6 June 2005
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Pictures
Pictures of Steve Jobs
WWDC 2005
6 June 2005
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Steve Jobs and Intel CEO Paul Otellini
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Pictures
Pictures of Steve Jobs
WWDC 2005
6 June 2005
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Pictures
Pictures of Steve Jobs
Stanford Commencement
12 June 2005
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Pictures
Pictures of Steve Jobs
Japanese iTunes Store
4 August 2005
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Pictures
Pictures of Steve Jobs
Japanese iTunes Store
4 August 2005
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Steve Jobs and Beck
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Pictures
Pictures of Steve Jobs
Japanese iTunes Store
4 August 2005
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Pictures
Pictures of Steve Jobs
Music event (iPod nano)
7 September 2005
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iChat with Madonna
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Pictures
Pictures of Steve Jobs
Music event (iPod nano)
7 September 2005
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Pictures
Pictures of Steve Jobs
Music event (iPod nano)
7 September 2005
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Kanye West
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Pictures
Pictures of Steve Jobs
Music event (iPod nano)
7 September 2005
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Pictures
Pictures of Steve Jobs
Apple Expo 2005
20 September 2005
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Tim Cook, Steve, Jon Rubistein and Phil Schiller
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Pictures
Pictures of Steve Jobs
Apple Expo 2005
20 September 2005
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With Jon Rubistein
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Pictures
Pictures of Steve Jobs
Apple Expo 2005
20 September 2005
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Pictures
Pictures of Steve Jobs
Apple Expo 2005
20 September 2005
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With Pascal Cagni, head of Apple EMEA
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Pictures
Pictures of Steve Jobs
Special Event (iPod video)
12 October 2005
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Pictures
Pictures of Steve Jobs
Special Event (iPod video)
12 October 2005
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With Disney CEO Bob Iger
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Pictures
Pictures of Steve Jobs
Special Event (iPod video)
12 October 2005
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Pictures
Pictures of Steve Jobs
Special Event (iPod video)
12 October 2005
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Steve Jobs and Wynton Marsalis
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Pictures
Pictures of Steve Jobs
Special Event (iPod video)
12 October 2005
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Steve Jobs, Wynton Marsalis and gang
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Pictures
Pictures of Steve Jobs
Time Magazine shoot
24 October 2005
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Pictures
Pictures of Steve Jobs
Time Magazine shoot
24 October 2005
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Photo by Time Magazine
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Pictures
Pictures of Steve Jobs
Time Magazine shoot
24 October 2005
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Jony Ive and Steve Jobs. Photo by Time Magazine
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Pictures
Pictures of Steve Jobs
Time Magazine shoot
24 October 2005
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At Apple with Tony Fadell, Jon Rubistein, Jony Ive and Phil Schiller. Photo by Time Magazine
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Pictures
Pictures of Steve Jobs
Pixar Exhibit
13 December 2005
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Ed Catmull, Steve and John Lasseter with Steve Higgings and Ron Magliozzi
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Pictures
Pictures of Steve Jobs
Pixar Exhibit
13 December 2005
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Steve and Laurene Jobs
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Pictures
Pictures of Steve Jobs
2006
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Steve Jobs's most iconic photo, by Albert Watson
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Pictures
Pictures of Steve Jobs
2006
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Photo by Albert Watson
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Pictures
Pictures of Steve Jobs
2006
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Disney Senior Summit (6 Oct 2006)
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Pictures
Pictures of Steve Jobs
2006
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Meeting with Tony Blair at Cisco (30 Jul 2006)
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Pictures
Pictures of Steve Jobs
2006
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Laurene, Eve, Erin, Lisa and Steve Jobs at the Corinth Canal in Greece
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Pictures
Pictures of Steve Jobs
2006
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The whole Pixar team, with Steve, John Lasseter and Ed Catmull in the front row
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Intel CEO Paul Otellini arrives on stage
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Steve with Intel CEO Paul Otellini
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Al Gore, Steve and Paul Otellini
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Paul Otellini and Steve Jobs with the new MacBook Pro
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Paul Otellini, Intel founder Andy Grove and Steve Jobs with the new MacBook Pro
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Pictures
Pictures of Steve Jobs
Macworld 2006
10 January 2006
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Andy Grove, Paul Otellini and Steve Jobs
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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Steve on stage with Ed Catmull
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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The whole Pixar company in the hall for the announcement
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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John Lasseter, Steve Jobs, Bob Iger and Ed Catmull
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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Ed Catmull, Steve Jobs, Bob Iger and John Lasseter
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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Pixar CEO Steve Jobs and Disney CEO Bob Iger
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Pictures
Pictures of Steve Jobs
Pixar-Disney merger
24 January 2006
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Pictures
Pictures of Steve Jobs
Special Event (iPod hi-fi)
28 February 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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With architect Peter Bohlin
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Inspection with VP of Retail Ron Johnson
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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With architect Peter Bohlin
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Inspection with VP of Retail Ron Johnson
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Ron Johnson, Steve Jobs, Peter Bohlin
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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With architect Peter Bohlin
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Ron Johnson, Steve Jobs, Peter Bohlin
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store inspection
18 May 2006
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Group picture
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Katie Cotton and Steve Jobs
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Steve and Ron Johnson
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Spike Lee and Steve
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Steve with Martha Plimpton
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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With wife Laurene Powell-Jobs
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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James Woods, Steve Jobs, Laurene Jobs
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Watches as Katie Cotton hugs a young Apple fan
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Pictures
Pictures of Steve Jobs
5th Ave Store opening
19 May 2006
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Ron Johnson, Steve Jobs and Katie Cotton
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Pictures
Pictures of Steve Jobs
Nike+iPod introduction
23 May 2006
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Pictures
Pictures of Steve Jobs
Nike+iPod introduction
23 May 2006
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With Nike CEO Mark Parker
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Pictures
Pictures of Steve Jobs
Nike+iPod introduction
23 May 2006
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Pictures
Pictures of Steve Jobs
Nike+iPod introduction
23 May 2006
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With Nike CEO Mark Parker
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Pictures
Pictures of Steve Jobs
WWDC 2006
7 August 2006
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Pictures
Pictures of Steve Jobs
WWDC 2006
7 August 2006
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Steve and COO Tim Cook
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Pictures
Pictures of Steve Jobs
WWDC 2006
7 August 2006
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
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On stage with Disney CEO Bob Iger
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
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With Disney CEO Bob Iger
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_05%2Fajax21_showtime%2Fscaled%2F25.jpg&hash=01c41f51f8b83d65e5d1477fd1f718064eb68957)
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With John Legend
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Pictures
Pictures of Steve Jobs
It's Showtime
12 September 2006
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Pictures
Pictures of Steve Jobs
2007
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Off his jet at Orly airport, France (Nov 2007)
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Pictures
Pictures of Steve Jobs
2007
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Pictures
Pictures of Steve Jobs
2007
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With VC John Doerr. Picture Ryan Katsanes
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Pictures
Pictures of Steve Jobs
2007
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Pictures
Pictures of Steve Jobs
2007
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Steve and Reed Jobs
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Pictures
Pictures of Steve Jobs
2007
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At a Product (RED) charity on 19 Dec 2007, with Bobby Shriver and Steve Jurveston
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Pictures
Pictures of Steve Jobs
2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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© Valéry Marchive
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve Jobs and AT&T's Stan Sigman
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve and Yahoo!'s Jerry Yang
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve and Google's Eric Schmidt
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve tells a joke while his clicker is being fixed
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve and former Xerox PARC scientist Alan Kay, whom he quoted during the keynote
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve poses with Woz's daughter
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Steve is hugged by his daughter Erin after the keynote
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Phil Schiller, Tony Fadell, Jony Ive, Steve Jobs, Scott Forstall and Eddy Cue
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Pictures
Pictures of Steve Jobs
Macworld 2007
9 January 2007
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Pictures
Pictures of Steve Jobs
79th Academy Awards
25 February 2007
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Steve and Al Gore
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Pictures
Pictures of Steve Jobs
79th Academy Awards
25 February 2007
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Laurene and Steve Jobs
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Pictures
Pictures of Steve Jobs
79th Academy Awards
25 February 2007
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Pictures
Pictures of Steve Jobs
79th Academy Awards
25 February 2007
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Pictures
Pictures of Steve Jobs
79th Academy Awards
25 February 2007
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Dr. Ed Catmull, Steve Jobs and John Lasseter represent Pixar on stage
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Pictures
Pictures of Steve Jobs
EMI DRM-free deal
2 April 2007
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Steve and EMI's Eric Nicoli
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Pictures
Pictures of Steve Jobs
EMI DRM-free deal
2 April 2007
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Eric Nicoli, Damon Albarn, Steve Jobs
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Pictures
Pictures of Steve Jobs
EMI DRM-free deal
2 April 2007
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Steve Jobs and Eric Nicoli
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Pictures
Pictures of Steve Jobs
EMI DRM-free deal
2 April 2007
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Pictures
Pictures of Steve Jobs
EMI DRM-free deal
2 April 2007
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Steve Jobs among EMI artists and producers
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Pictures
Pictures of Steve Jobs
Texas Ed. Reform Found.
3 April 2007
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Pictures
Pictures of Steve Jobs
Texas Ed. Reform Found.
3 April 2007
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Steve waits while Michael Dell speaks
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Pictures
Pictures of Steve Jobs
Texas Ed. Reform Found.
3 April 2007
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Pictures
Pictures of Steve Jobs
Texas Ed. Reform Found.
3 April 2007
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Steve Jobs, Vidal Martinez and Michael Dell
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Pictures
Pictures of Steve Jobs
Texas Ed. Reform Found.
3 April 2007
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Steve and the other participants
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Steve's interview by Walt Mossberg. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Steve's interview by Walt Mossberg. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Steve Jobs and Bill Gates after the interview
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Steve Jobs and Bill Gates interviewed by Walt Mossberg and Kara Swisher. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Steve Jobs and Bill Gates interviewed by Walt Mossberg and Kara Swisher. Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D5
30 May 2007
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Steve Jobs and Intel CEO Paul Otellini
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Steve Jobs and EA's Bing Gordon
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Steve Jobs and John Carmack
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Pictures
Pictures of Steve Jobs
WWDC 2007
11 June 2007
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Steve and Laurene Jobs leave the Palo Alto Apple Retail Store
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Steve Jobs and (on the right) Andy Hertzfeld and Bill Atkinson
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Laurene and Steve Jobs
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Steve speaks with old-time colleagues Andy Hertzfeld and Bill Atkinson
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Pictures
Pictures of Steve Jobs
iPhone launch
29 June 2007
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Watching customers' reactions to iPhone
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Tim Cook and Steve Jobs during the Q&A session
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Tim Cook, Steve Jobs and Phil Schiller during the Q&A session
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Tim Cook and Steve Jobs
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Pictures
Pictures of Steve Jobs
Special Event (iMacs)
7 August 2007
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Tim Cook and Steve Jobs after the conference
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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Steve Jobs and Starbucks CEO Howard Schulz
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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KT Tunstall, Steve Jobs and Howard Schulz
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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KT Tunstall and Steve Jobs
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Pictures
Pictures of Steve Jobs
Music Event
5 September 2007
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KT Tunstall, Steve Jobs and Howard Schulz
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Pictures
Pictures of Steve Jobs
iPhone UK launch
18 September 2007
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Pictures
Pictures of Steve Jobs
iPhone UK launch
18 September 2007
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On stage with O2's Matthew Key
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Pictures
Pictures of Steve Jobs
iPhone UK launch
18 September 2007
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Chatting with Rene Obermann
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Off stage with Rene Obermann
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Steve Jobs and Rene Obermann
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Rene Obermann, Steve Jobs and Hamid Akhavan
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Pictures
Pictures of Steve Jobs
iPhone Germany launch
19 September 2007
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Pictures
Pictures of Steve Jobs
California Hall of Fame
5 December 2007
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Steve Jobs and Tiger Woods
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Pictures
Pictures of Steve Jobs
California Hall of Fame
5 December 2007
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Pictures
Pictures of Steve Jobs
California Hall of Fame
5 December 2007
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Cal. First Lady Maria Shriver and Steve Jobs
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Pictures
Pictures of Steve Jobs
California Hall of Fame
5 December 2007
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Steve and the Governator Schwarzenegger
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Pictures
Pictures of Steve Jobs
California Hall of Fame
5 December 2007
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Maria Shriver, Arnold Schwarzenegger and Steve Jobs
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Pictures
Pictures of Steve Jobs
Nobel Prize 2007
10 December 2007
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Pictures
Pictures of Steve Jobs
Nobel Prize 2007
10 December 2007
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Laurene and Steve Jobs in the crowd
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Steve welcomes Fox's Jim Gianopulos on stage
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Eric Schmidt and Steve Jobs
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Eric Schmidt, Steve Jobs and Sergey Brin
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Pictures
Pictures of Steve Jobs
Macworld 2008
15 January 2008
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Pictures
Pictures of Steve Jobs
App Store introduction
6 March 2008
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Pictures
Pictures of Steve Jobs
App Store introduction
6 March 2008
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Hug between Steve Jobs and VC John Doerr
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Pictures
Pictures of Steve Jobs
App Store introduction
6 March 2008
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Pictures
Pictures of Steve Jobs
App Store introduction
6 March 2008
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Scott Forstall, Steve Jobs and Phil Schiller
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Pictures
Pictures of Steve Jobs
WWDC 2008
9 May 2008
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Pictures
Pictures of Steve Jobs
Let's Rock
9 September 2008
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Pictures
Pictures of Steve Jobs
Let's Rock
9 September 2008
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Steve Jobs and Jack Johnson on stage
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Pictures
Pictures of Steve Jobs
Let's Rock
9 September 2008
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Jack Johnson and Steve Jobs
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Pictures
Pictures of Steve Jobs
Let's Rock
9 September 2008
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Katie Cotton, Steve Jobs and Jack Johnson
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Pictures
Pictures of Steve Jobs
European Commission
17 September 2008
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Pictures
Pictures of Steve Jobs
European Commission
17 September 2008
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Steve Jobs, Neelie Kroes, LVMH CEO Bernard Arnault
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Pictures
Pictures of Steve Jobs
European Commission
17 September 2008
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Unidentified man, eBay CEO John Donahoe, Neelie Kroes, Eddy Cue and Steve Jobs
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Pictures
Pictures of Steve Jobs
Special Event (unibody)
14 October 2008
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Pictures
Pictures of Steve Jobs
Special Event (unibody)
14 October 2008
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Tim Cook, Steve Jobs, Phil Schiller
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Pictures
Pictures of Steve Jobs
Special Event (unibody)
14 October 2008
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Steve Jobs, Phil Schiller
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Pictures
Pictures of Steve Jobs
Spirit of Life dinner
15 October 2008
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Pictures
Pictures of Steve Jobs
Spirit of Life dinner
15 October 2008
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_06%2Fajax07_spiritoflife%2Fscaled%2F03.jpg&hash=bf25d3db2bda80e800b028624de549445fde6787)
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Doug Morris and Steve Jobs
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Pictures
Pictures of Steve Jobs
Spirit of Life dinner
15 October 2008
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Doug Morris and Steve hugging
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Pictures
Pictures of Steve Jobs
Spirit of Life dinner
15 October 2008
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_06%2Fajax07_spiritoflife%2Fscaled%2F06.jpg&hash=7277b4582f8c9bfc1d945695efd8bc6d18dbe6cd)
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Gwen Stefani and Steve Jobs
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Pictures
Pictures of Steve Jobs
Spirit of Life dinner
15 October 2008
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Gwen Stefani, Steve Jobs and Jimmy Lovine
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Pictures
Pictures of Steve Jobs
It's Only Rock'n'Roll
9 September 2009
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Pictures
Pictures of Steve Jobs
It's Only Rock'n'Roll
9 September 2009
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Steve Jobs and Norah Jones
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Pictures
Pictures of Steve Jobs
It's Only Rock'n'Roll
9 September 2009
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Steve Jobs and Tim Cook
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Pictures
Pictures of Steve Jobs
2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_06%2Fajax09_2010%2Fscaled%2F01.jpg&hash=f5016153f53b68c46ff81fa2e48eb214d3f4d72b)
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Pictures
Pictures of Steve Jobs
2010
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Steve and Eric Schmidt having a coffee in Palo Alto. Photo Gizmodo
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Pictures
Pictures of Steve Jobs
2010
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Outside the Palo Alto Retail Store on iPad's launch day
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Pictures
Pictures of Steve Jobs
2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.allaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_06%2Fajax09_2010%2Fscaled%2F05.jpg&hash=6d4880f655410f20516d572db2273d8384532be6)
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Organ Donations conference, 19 March 2010
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Pictures
Pictures of Steve Jobs
2010
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Steve Jobs and Stan Sigman of AT&T, 5 October 2010
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Pictures
Pictures of Steve Jobs
2010
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Steve and his daughter Erin in Kyoto
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Pictures
Pictures of Steve Jobs
iPad introduction
27 January 2010
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Pictures
Pictures of Steve Jobs
iPad introduction
27 January 2010
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Walt Mossberg and Steve Jobs
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Pictures
Pictures of Steve Jobs
iPad introduction
27 January 2010
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Walt Mossberg, Steve Jobs and Katie Cotton
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Pictures
Pictures of Steve Jobs
iPad introduction
27 January 2010
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Walt Mossberg, Steve Jobs, and Steven Levy of Wired on the right
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Pictures
Pictures of Steve Jobs
82nd Academy Awards
7 March 2010
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Pictures
Pictures of Steve Jobs
82nd Academy Awards
7 March 2010
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Laurene and Steve Jobs
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Pictures
Pictures of Steve Jobs
82nd Academy Awards
7 March 2010
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John Lasseter and Steve Jobs
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Pictures
Pictures of Steve Jobs
82nd Academy Awards
7 March 2010
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Steve and the Pixar team
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Pictures
Pictures of Steve Jobs
iOS 4 introduction
8 April 2010
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Pictures
Pictures of Steve Jobs
iOS 4 introduction
8 April 2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fpicturesofsteve%2Fpicturesofsteve_06%2Fajax12_ios4%2Fscaled%2F20.jpg&hash=162f0fa6bdf628f584f14e54229ff9f54d83d379)
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Phil Schiller, Steve Jobs, Scott Forstall
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Pictures
Pictures of Steve Jobs
iOS 4 introduction
8 April 2010
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Phil Schiller and Steve Jobs
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Pictures
Pictures of Steve Jobs
D8
1 June 2010
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Photo by Asa Mathat for All Things D
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Pictures
Pictures of Steve Jobs
D8
1 June 2010
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Pictures
Pictures of Steve Jobs
WWDC 2010
7 June 2010
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Pictures
Pictures of Steve Jobs
Pdt. Medvedev at Apple
24 June 2010
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Steve Jobs and President Medvedev
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Pictures
Pictures of Steve Jobs
Antennagate event
16 July 2010
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Pictures
Pictures of Steve Jobs
Antennagate event
16 July 2010
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Tim Cook and Steve Jobs
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Pictures
Pictures of Steve Jobs
Antennagate event
16 July 2010
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Tim Cook, Steve Jobs and Bob Mansfield
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Pictures
Pictures of Steve Jobs
Music event
1 September 2010
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Gov. Schwarzenegger speaks while Steve Jobs watches
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Steve Jobs shakes hands with Connor Ellison, a 12-year-old boy who suffers from a congenital hepatic fibrosis liver disease
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Steve Jobs receives a pen from Calif. Gov. Arnold Schwarzenegger
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Gov. Schwarzenegger and Steve Jobs
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Steve Jobs hugs Barbara Ralston of Stanford Hospital
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Pictures
Pictures of Steve Jobs
Organ donors bill ceremony
5 October 2010
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Pictures
Pictures of Steve Jobs
Back to the Mac
27 October 2010
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Pictures
Pictures of Steve Jobs
2011
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Dinner with Obama and other Silicon Valley honchos at John Doerr's house, 17 Feb 2011. Photo Pete Sousa
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Pictures
Pictures of Steve Jobs
2011
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Steve spotted at Apple campus, 25 Apr 2011
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Pictures
Pictures of Steve Jobs
2011
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Steve introduces his plans for Apple's spaceship campus to the City of Cupertino Council, 7 Jun 2011
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Pictures
Pictures of Steve Jobs
iPad 2 introduction
2 March 2011
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Pictures
Pictures of Steve Jobs
iPad 2 introduction
2 March 2011
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Steve, Scott Forstall and John Lasseter
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Steve hands the clicker to Phil Schiller
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Steve hands the clicker to Scott Forstall
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Apple spokeswoman Katie Cotton and Steve Jobs
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Steve Jobs and Connor Ellison, a 12-year-old boy who suffers from a congenital hepatic fibrosis liver disease
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Pictures
Pictures of Steve Jobs
WWDC 2011
6 June 2011
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Laurene and Steve Jobs
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Pictures
Pictures of Steve Jobs
Caricatures
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-
Pictures
Pictures of Steve Jobs
Tributes
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Pictures
Steve's Products
Apple I
1976-1977
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Pictures
Steve's Products
Apple II
1977-1983
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Pictures
Steve's Products
Lisa
1983-1986
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Pictures
Steve's Products
Macintosh
1984-1985
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_earlyapple%2F04%2Fscaled%2F01.jpg&hash=651a802309756fdb061135873097041914346670)
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Pictures
Steve's Products
NeXT Cube
1988-1993
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_next%2F01%2Fscaled%2F01.jpg&hash=8e17063dc920a6c6292ff586708294fd720307ca)
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Pictures
Steve's Products
NeXT Station
1991-1993
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_next%2F02%2Fscaled%2F01.jpg&hash=953b38704ac42d8e919018b03187b2c75469a670)
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Pictures
Steve's Products
iMac Bondi Blue
May 1998 - Jan 1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F01%2Fscaled%2F01.jpg&hash=2c333cc3d7f5e50a87bef160d1bd63a308c963cb)
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Pictures
Steve's Products
Color iMacs (5 flavors)
Jan 1999 - Oct 1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F02%2Fscaled%2F01.jpg&hash=38f12e9053e5ba28201907c70dbfdc23150bac79)
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Pictures
Steve's Products
iMac DV and Special Edition
Oct 1999 - Jul 2000
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Pictures
Steve's Products
iMac DV+ and Special Edition
Jul 2000 - Feb 2001
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F04%2Fscaled%2F01.jpg&hash=9aeea8c2cf216b7a859aeae9e76a3d0390af6152)
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Pictures
Steve's Products
Sixties Revival iMacs
Feb 2001 - Jul 2001
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F05%2Fscaled%2F01.jpg&hash=f8e69bfdf3f85a2e076275f8e80381c968c3f930)
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Pictures
Steve's Products
iMac G3
Jul 2001 - Mar 2003
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F06%2Fscaled%2F01.jpg&hash=5d8debd707c2ff1bc38a2820ec40b06570c25061)
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Pictures
Steve's Products
iMac G4
Jan 2002 - Sep 2004
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F07%2Fscaled%2F01.jpg&hash=1c8432eb5df68e14b924a2addb392a6168e57732)
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Pictures
Steve's Products
iMac G5
Sep 2004 - Oct 2005
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F08%2Fscaled%2F01.jpg&hash=6fae72b0e5ae22a60aeb4038892267d3ff96cd66)
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Pictures
Steve's Products
iMac G5 and Intel (with iSight)
Oct 2005 - Sep 2007
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Pictures
Steve's Products
iMac Aluminum
Sep 2007 - Oct 2009
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Pictures
Steve's Products
Second-generation iMac Aluminum
Oct 2009 - today
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F01.jpg&hash=0548625f9e95803780e410b8c7bdcea9e44167f6)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F02.jpg&hash=0b7a380a907c054d34a22749bbe5bcac33392a74)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F03.jpg&hash=adb0ea86d52a0158dcdc42876d13bb426226a348)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F04.jpg&hash=f46db4159dd7658db0b609c3200cfe7f5bc609c3)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F05.jpg&hash=c8dccaf8f4d3d67095d885662f08cc09d97af9ef)
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(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F07.jpg&hash=186f7e75544dbdd24ca66d37960cb4d47adde433)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F08.jpg&hash=fec9263a32c41b141bdf96caf86127916df8542d)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F09.jpg&hash=147944611539add6c973910557662bff87fc7ea7)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-desktop%2F11%2Fscaled%2F10.jpg&hash=504e9a57994990859e9dac77b10557e7427fc0f2)
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Pictures
Steve's Products
Original iBook
Jul 1999 - Sep 2000
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F01%2Fscaled%2F01.jpg&hash=ea54c6ac0d997ed0cbad1e7fb2e733e00f263601)
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(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F01%2Fscaled%2F07.jpg&hash=331807eda39daea697987337eafe6d05c3ea6cbd)
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Pictures
Steve's Products
iBook FireWire
Sep 2000 - May 2001
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F02%2Fscaled%2F01.jpg&hash=164baefcbdf597fc2c777e8ac0e77e02fb12b42d)
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Pictures
Steve's Products
White iBook
May 2001 - Oct 2003
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F03%2Fscaled%2F01.jpg&hash=50bc6de56797430c1c7d9f13d9ed1f410793ece5)
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Pictures
Steve's Products
iBook G4
Oct 2003 - May 2006
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F04%2Fscaled%2F01.jpg&hash=82e4c45b4af9458dfead2d152fd748005ca6e06b)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F04%2Fscaled%2F02.jpg&hash=b8f8f920ea5895b2eff4ad213cf86c0c8defec56)
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(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F04%2Fscaled%2F08.jpg&hash=ca4261255d49702d6b57b716814540ca5b76bc5c)
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Pictures
Steve's Products
MacBook
May 2006 - Oct 2009 (black version: Oct 2008)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F05%2Fscaled%2F01.jpg&hash=94cf892f401014f20997f33b06850dea752b2fb8)
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Pictures
Steve's Products
Original MacBook Air
Jan 2008 - Oct 2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F06%2Fscaled%2F01.jpg&hash=fe5ce6cecc4f83188a8aa744f493db4856e1fedd)
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Pictures
Steve's Products
Unibody white MacBook
Oct 2009 - Jul 2011
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F07%2Fscaled%2F01.jpg&hash=69b54f5c239f0bef77ca6246d40cab8cabb6c6ff)
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Pictures
Steve's Products
MacBook Air 2010
Oct 2010 - today
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_home-laptop%2F08%2Fscaled%2F01.jpg&hash=2c3820ad322d70c609d024978e3dafc371c49832)
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Pictures
Steve's Products
Power Mac G3
Jan 1999 - Aug 1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_pro-desktop%2F01%2Fscaled%2F01.jpg&hash=d7703a3f0549a463fc151c17ceb8fa9af8cdfd0c)
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Pictures
Steve's Products
Power Mac G4
Jan 1999 - Jul 2001
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_pro-desktop%2F02%2Fscaled%2F01.jpg&hash=9b9f9691dcdddaa4d443c428766c0dfda46c8697)
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Pictures
Steve's Products
Power Mac G4 Quicksilver
Jul 2001 - Aug 2002
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_pro-desktop%2F03%2Fscaled%2F01.jpg&hash=c430f2f8d4df05c63b38dd34c681281548d5e98a) (http://www.friendstamilchat.com)
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Pictures
Steve's Products
Power Mac G4 with mirrored drives
Aug 2002 - Jun 2003
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Pictures
Steve's Products
Power Mac G5
Jun 2003 - Aug 2006
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_pro-desktop%2F05%2Fscaled%2F01.jpg&hash=c4a5b55c9b4c849f50cd6660f3f1ef66453f286b)
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Pictures
Steve's Products
Mac Pro
Aug 2006 - today
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Pictures
Steve's Products
PowerBook G3
May 1998 - Jan 2001
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Pictures
Steve's Products
PowerBook G4 Titanium
Jan 2001 - Sep 2003
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Pictures
Steve's Products
PowerBook G4 Aluminum
Jan 2003 - Jan 2006 (12-inch: May 2006)
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Pictures
Steve's Products
MacBook Pro Aluminum
Jan 2006 - Jan 2009
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Pictures
Steve's Products
MacBook Pro Unibody
Oct 2008 - today
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Pictures
Steve's Products
Power Mac G4 Cube
Jul 2000 - Jul 2001
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Pictures
Steve's Products
eMac
Apr 2002 - Oct 2005
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Pictures
Steve's Products
XServe & XRaid
May 2002 - Nov 2010
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Pictures
Steve's Products
Original Mac mini
Jan 2005 - Jun 2010
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Pictures
Steve's Products
Mac mini 2010
Jun 2010 - Jul 2011
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_other-macs%2F05%2Fscaled%2F01.jpg&hash=bb252c07f26eb1e37cce44900f09db1245fe2613)
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Pictures
Steve's Products
Mac mini 2011
Jul 2011 - today
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_other-macs%2F06%2Fscaled%2F01.jpg&hash=59143c6ad1f23aee1faa06ff4ba8db183e9bb9db)
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Pictures
Steve's Products
Original iPod (scroll wheel)
Oct 2001 - Jul 2002
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodclassic%2F01%2Fscaled%2F01.jpg&hash=dafaa81991b79044fb0ba4c3c36a70f1590f0dfe)
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Pictures
Steve's Products
2nd-generation iPod (touch wheel)
Jul 2002 - Apr 2003
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodclassic%2F02%2Fscaled%2F01.jpg&hash=86d897524192ec465e78997e99e0978d0b145b00)
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Pictures
Steve's Products
3rd-generation iPod (touch controls)
Apr 2003 - Jul 2004
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodclassic%2F03%2Fscaled%2F01.jpg&hash=9085ee233355fa41fea17ed3a4e3e3740ed30e3c)
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Pictures
Steve's Products
4th-generation iPod (buttons on wheel & U2)
Jul 2004 (U2: Oct 2004) - Jun 2005
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodclassic%2F04%2Fscaled%2F01.jpg&hash=63028afc393defd12be146b75221d0c7ddf2f675)
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Pictures
Steve's Products
iPod photo
Oct 2004 - Oct 2005
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Pictures
Steve's Products
5th-generation iPod (iPod video)
Oct 2005 - Sep 2007
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Pictures
Steve's Products
iPod classic
Sep 2007 - today
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodclassic%2F07%2Fscaled%2F01.jpg&hash=902c285499b00d56b328c344824f6d9ca58c0c0d)
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Pictures
Steve's Products
iPod mini
Jan 2004 - Sep 2005
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodmini%2F01%2Fscaled%2F01.jpg&hash=02a1e1bc1e67247aa38fa2ed6d9af8b777739162)
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Pictures
Steve's Products
Original iPod nano
Sep 2005 - Sep 2006
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Pictures
Steve's Products
2nd-generation iPod nano
Oct 2006 - Sep 2007
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodmini%2F03%2Fscaled%2F01.jpg&hash=b89e3f41828726664cc1fb1d615abd2007be5280)
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Pictures
Steve's Products
3rd-generation iPod nano (fat nano)
Sep 2007 - Sep 2008
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Pictures
Steve's Products
4th-generation iPod nano (nano-chromatic)
Sep 2008 - Sep 2009
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Pictures
Steve's Products
5th-generation iPod nano (with camera)
Sep 2009 - Sep 2010
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Pictures
Steve's Products
6th-generation iPod nano (touchscreen)
Sep 2010 - Sep 2012
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Pictures
Steve's Products
Original iPod shuffle
Jan 2005 - Sep 2006
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Pictures
Steve's Products
2nd-generation iPod shuffle (clip)
Sep 2006 - Sep 2010
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Pictures
Steve's Products
3rd-generation iPod shuffle (voice control)
Mar 2009 - Sep 2010
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Pictures
Steve's Products
4th-generation iPod shuffle
Sep 2010 - today
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Pictures
Steve's Products
Original iPod touch
Sep 2007 - Sep 2008
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Pictures
Steve's Products
2nd- & 3rd-generation iPod touch
Sep 2008 - Sep 2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipodtouch%2F02%2Fscaled%2F01.jpg&hash=8445b71561ae6197041e8cb8d71893eb451a2e4f)
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Pictures
Steve's Products
iPod touch 4th-generation (with cameras)
Sep 2010 - Sep 2012
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Pictures
Steve's Products
Original iPhone
Jan 2007 - Jun 2008
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_iphone%2F01%2Fscaled%2F01.jpg&hash=6a57d44189bdc9ff128c463152b302e424cb1ec0)
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Pictures
Steve's Products
iPhone 3G & iPhone 3GS
Jun 2008 - Sep 2012
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Pictures
Steve's Products
iPhone 4 & iPhone 4S
Jun 2010 - today
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Pictures
Steve's Products
Original iPad
Jan 2010 - Mar 2011
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Pictures
Steve's Products
iPad 2
Mar 2011 - today
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_ipad%2F02%2Fscaled%2F01.jpg&hash=69a3ee1f16759c4108778cf9dab7824a63440c88)
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Pictures
Steve's Products
iPod hi-fi
Feb 2006 - Nov 2007
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Pictures
Steve's Products
Original Apple TV
Jan 2007 - Sep 2010
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Pictures
Steve's Products
2nd-generation Apple TV
Sep 2010 - today
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(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_appletv%2F01%2Fscaled%2F09.jpg&hash=4c87779403f0232c78182fa10ee8f07a2beaafed)
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fpics%2Fstevesproducts%2Fstevesproducts_appletv%2F02%2Fscaled%2F10.jpg&hash=ad8add04b1c4ea0002d706271ecdf00330f5c36e)
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Pictures
Steve's Places
Pictures of the places where Steve Jobs lived and worked, accross the San Francisco Bay Area
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macintosh introduction
24 Jan 1984
http://www.youtube.com/v/lsUxgGy5NmM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
NeXT pres. at Canon
Aug 1990
http://www.youtube.com/v/DoNlRDr9HLc&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
NeXT Station introduction
15 Sep 1990
http://www.youtube.com/v/yoL96pHyHLU&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
ObjectWorld 95
10 Aug 1995
http://www.youtube.com/v/nymKHQtXBAQ&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
PDC 1996
1 Mar 1996
http://www.youtube.com/v/Mo4MVeRRp2o&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld SF 1997
7 Jan 1997
http://www.youtube.com/v/QhhFQ-3w5tE&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld Boston 1997
6 Aug 1997
http://www.youtube.com/v/_KfrtaZo9FM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Seybold 1998
17 Mar 1998
http://www.youtube.com/v/oODo4JMIWak&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 1998
11 May 1998
http://www.youtube.com/v/ETRj67oA8jE&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iMac introduction
6 May 1998
http://www.youtube.com/v/UJSTwzBYOm8&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld NY 1998
7 Jul 1998
http://www.youtube.com/v/Y2wLzTyk9oc&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld SF 1999
5 Jan 1999
http://www.youtube.com/v/62qQpwgl-VA&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld Tokyo 1999
21 Feb 1999
http://www.youtube.com/v/Tdq9kaj0wHs&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 1999
10 May 1999
http://www.youtube.com/v/7CekMHrMEPY&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld NY 1999
21 Jul 1999
http://www.youtube.com/v/6gdlv0ithyQ&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Seybold 1999
31 Aug 1999
http://www.youtube.com/v/JJzXIHbbUWM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iMac DV introduction
5 Oct 1999
http://www.youtube.com/v/BnzIKPBKcJU&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld SF 2000
5 Jan 2000
http://www.youtube.com/v/dbO4lW-6_8E&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld NY 2000
19 Jul 2000
http://www.youtube.com/v/rsLmMi49o48&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Apple Expo 2000
13 Sep 2000
http://www.youtube.com/v/u0MkaYyhXkg&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Seybold 2001
24 Sep 2001
http://www.youtube.com/v/BktajW_QfsM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPod introduction
23 Oct 2001
http://www.youtube.com/v/AAU5lY4oxeU&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld SF 2002
7 Jan 2002
http://www.youtube.com/v/YPDH3M5t35Y&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
XServe intro (WWDC 2002)
14 May 2002
http://www.youtube.com/v/dDIQSqWNQGM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld NY 2002
17 Jul 2002
http://www.youtube.com/v/3xTXZIA2Ymw&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Apple Expo 2002
10 Sep 2002
http://www.youtube.com/v/sHHUENoTHuk&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld SF 2003
20 Jan 2003
http://www.youtube.com/v/bFbEimaxv3g&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iTunes Music Store intro
28 Apr 2003
http://www.youtube.com/v/BjRLS8b0w7c&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2003
23 Jun 2003
http://www.youtube.com/v/3S0HlCgfNeM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Apple Expo 2003
16 Sep 2003
http://www.youtube.com/v/d9xAp_d3DbA&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Windows iTunes intro
16 Oct 2003
http://www.youtube.com/v/x3Li2pl2IOw&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld 2004
6 Jan 2004
http://www.youtube.com/v/mvpD3FlHZeM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
European iTunes store intro
15 Jun 2004
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http://www.dailymotion.com/video/xq94pk_european-itunes-music-store-introduction-15-jun-2004_tech#from=embediframe
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2004
28 Jun 2004
http://www.youtube.com/v/YBNupXjusTc&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2004 Music Event
26 Oct 2004
http://www.youtube.com/v/VAqTGYdN40E&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld 2005
11 Jan 2005
http://www.youtube.com/v/6dwsrXh9wfA&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2005
6 Jun 2005
http://www.youtube.com/v/Tzla6wM7lBo&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPod nano introduction
7 Sep 2005
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2005 Music Event
12 Oct 2005
http://www.youtube.com/v/4A5Dzauo7iw&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld 2006
10 Jan 2006
http://www.youtube.com/v/5i4sxK_AN5Y&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPod hifi introduction
28 Feb 2006
http://www.youtube.com/v/jg0UxkaYxF4&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2006
7 Aug 2006
http://www.youtube.com/v/xonJK_NZOzY&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2006 Music Event
12 Sep 2006
http://www.youtube.com/v/MJc9jMMuva8&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld 2007
9 Jan 2007
http://www.youtube.com/v/hM6XDqpLI3E&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2007
11 Jun 2007
http://www.youtube.com/v/y1B2c3ZD9fk&feature=player_embedded
-
Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Mac Special Event
7 Aug 2007
http://www.youtube.com/v/SMnFYjifc9c&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2007 Music Event
5 Sep 2007
http://www.youtube.com/v/awXx9HfdH9s&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Macworld 2008
15 Jan 2008
http://www.youtube.com/v/DiKIaYjiUfs&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPhone SDK introduction
6 Mar 2008
http://www.youtube.com/v/HfMvym5SxHU&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2008
9 Jun 2008
http://www.youtube.com/v/1-hHYnT8iBc&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Unibody MacBooks event
14 Oct 2008
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http://www.dailymotion.com/video/xt9hil_unibody-macbooks-event-14-oct-2008_tech#from=embediframe
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2009 Music Event
9 Sep 2009
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http://www.dailymotion.com/video/xptll0_2009-music-event-9-sep-2009_tech#from=embediframe
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPad introduction
27 Jan 2010
http://www.youtube.com/v/jj6q_z2Ni9M&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iOS 4 introduction
11 Apr 2010
http://www.youtube.com/v/BuyC-HX7DxI&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2010
7 Jun 2010
http://www.youtube.com/v/NM9FWkiam98&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Antennagate event
16 Jul 2010
http://www.youtube.com/v/IorfYuF4gMM&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
2010 Music Event
1 Sep 2010
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http://www.dailymotion.com/video/xptll0_2009-music-event-9-sep-2009_tech#from=embediframe
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
Back to the Mac event
20 Oct 2010
http://www.youtube.com/v/9d3WXF_yOps&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
iPad 2 introduction
2 Mar 2011
http://www.youtube.com/v/9at5TAxUYkQ&feature=player_embedded
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Movies
Steve Jobs Keynotes
Watch again the incredible product announcements and media events that Steve Jobs performed throughout the years
WWDC 2011
6 Jun 2011
http://www.youtube.com/v/LPMjUtfQPks&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Introducing Macintosh
One of the most famous moments of Steve Jobs's career, his introduction of Macintosh
http://www.youtube.com/v/G0FtgZNOD44&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Peace with Microsoft
Steve Jobs reminds the audience at Macworld Boston 1997 of his priorities after his return to Apple
http://www.youtube.com/v/TMtXrTc7khk&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Noah Wyle as Steve Jobs
Noah Wyle impersonated Steve Jobs after his invitation at Macworld NY 1999
http://www.youtube.com/v/UTlVvpHCrjw&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Demo of AirPort
Phil Schiller, Apple's VP of Worldwide Marketing, helps Steve Jobs demo the new wi-fi technology AirPort
http://www.youtube.com/v/zOi1jrdheJo&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Becoming Apple CEO
Watch Steve Jobs announce he is dropping the 'interim' in his title at Macworld SF 2000
http://www.youtube.com/v/V9W7SHDtRz4&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
G4 Cube unveiling
Steve Jobs introduces the stunning industrial design of the Power Mac G4 Cube
http://www.youtube.com/v/P1LSVzVFwQ4&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
The Digital Hub strategy
Jobs unveiled the genius Digital Hub strategy at Macworld in January 2001
http://www.youtube.com/v/lmvmtmqqbeI&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
iMac G4 unveiling
At Macworld 2002, Jobs explains the thinking behind the iMac redesign before showing it off
http://www.youtube.com/v/YxRcQfALqqw&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
The death of Mac OS 9
Smoke and mirrors to convince developers to give up Mac OS 9 and embrace Mac OS X Jaguar
http://www.youtube.com/v/FBhbbXUCGWw&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Demoing Dashboard
Demo of the Dashboard feature in Tiger at Macworld 2005
http://www.youtube.com/v/8CBkEfNx1bs&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
iPod nano unveiling
Steve Jobs introduced the iPod nano with a cool trick
http://www.youtube.com/v/7nFymmcLlFQ&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Super Secret Apple Rumors
Steve Jobs made fun of Apple rumors site at Macworld 2006
http://www.youtube.com/v/scfTmFua7Xk&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
The first Intel Mac
With Intel CEO Paul Otellini on stage at Macworld in January 2006
http://www.youtube.com/v/cp49Tmmtmf8&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Demoing PhotoBooth
Steve Jobs did a convincing demo of the time-wasting nature of Photo Booth in October 2005
http://www.youtube.com/v/NY9p52Shn9g&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
iPhone unveiling
Perhaps Steve Jobs's best introduction ever, that of the iPhone at Macworld 2007
http://www.youtube.com/v/U-WIShSvY9Q&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
The birth of Apple Inc.
Apple Computer Inc. became Apple Inc. at Macworld 2007 after iPhone was announced
http://www.youtube.com/v/x3sg8b5iXO4&feature=player_embedded
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Movies
Best Onstage Moments
A movie is worth a thousand words: watch Steve Jobs's charisma in full force in those short video clips
Still vertical
After his liver transplant, Steve Jobs comes back in September 2009
http://www.youtube.com/v/EQcEqhNt5c8&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Boom!
Our classic Boom! video
http://www.youtube.com/v/r8L39UwOS-Y&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Boom! (remixed)
Boom! revisited
http://www.youtube.com/v/a8I8PRIRRL8&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Keynote introductions
How Steve started most of his keynotes
http://www.youtube.com/v/bTLrU-y4Eyc&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
It just works
Steve's mantra
http://www.youtube.com/v/qmPq00jelpc&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Stevenglish
Steve often used some mannerims such as these: Mmmmh… Noo. and To-day
http://www.youtube.com/v/xTuRoHid8d4&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Stevenglish: Amazing!
Most Apple products were indeed amazing
http://www.youtube.com/v/Pdro3BOb6w0&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Stevenglish: Awesome stuff
Awesome stuff from Apple
http://www.youtube.com/v/d58gOhxhgzM&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
It's great when it works
The Demo Gods were not always on Steve's side
http://www.youtube.com/v/GCZgqoQSGu4&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Embarassing moments
Even Steve had some difficult moments on stage
http://www.youtube.com/v/1usGOCxarVw&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Steve the salesman
How Steve had his way with the truth to sell Apple products
http://www.youtube.com/v/r4UJiwhLyN4&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
The rest of us
Steve as the great democratizer
http://www.youtube.com/v/D8HLUf9w3_I&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
TOP SECRET
Apple is a very secret company indeed
http://www.youtube.com/v/tzTQqDrmZ70&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
A company that we like
Steve often refered to Pixar during his Apple keynotes
http://www.youtube.com/v/HebqBdFdDFQ&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
The competitive landscape
Competition was often a laughing matter for Steve
http://www.youtube.com/v/92G7wZel464&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Microsoft: the good
Steve sometimes defended Microsoft
http://www.youtube.com/v/laVQjaH9enI&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Microsoft: the bad
Steve making fun of Microsoft
http://www.youtube.com/v/1aMkynfmIGs&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Microsoft: the ugly
Steve being mean about Microsoft
http://www.youtube.com/v/5R_xanepOQQ&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
The French touch
Steve liked France and never failed to mention it
http://www.youtube.com/v/nLVn1D70WnU&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Bob Dylan and the Beatles
Dylan and the Beatles were Steve's favorite musicians all his life
http://www.youtube.com/v/w_bW3cT9zFY&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Sushi, Mossberg & NYT
Steve was a veggie… save for sushi. He also liked Sony, Walt Mossberg and read the NYT.
http://www.youtube.com/v/_A3qoyVbbho&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Joking with Phil
Steve joking with Apple SVP Worldwide Marketing
http://www.youtube.com/v/FrdiU5Tq6X0&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
You get the idea
How Steve ironically dismissed what he found uninteresting or boring in his keynotes
http://www.youtube.com/v/v6Aqe0C48nI&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
One more thing...
Steve's favorite catchphrase before the grand finale
http://www.youtube.com/v/cO-2NAl7Sm0&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Ta-daa moments
Steve understood desire
http://www.youtube.com/v/MR5jPsE1Gqc&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Apple's mission
Steve often repeated Apple's mission to change the world by mixing technology with liberal arts
http://www.youtube.com/v/r1GlJWMeffA&feature=player_embedded
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Movies
Steve-isms
A collection of typical Steve Jobs expressions that he often used on stage
Keynote endings
How Steve ended most of his keynotes
http://www.youtube.com/v/9NbR1ck5L0Y&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
The PC Revolution (1980)
Steve Jobs speaks about the origins of Apple and the personal computing revolution at age 25
http://www.youtube.com/v/0lvMgMrNDlg&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Before live on TV
26-year-old Steve Jobs nervous before going live on TV
http://www.youtube.com/v/FzDBiUemCSY&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
1985 News report
A news report after Apple's shareholder meeting in 1985 and the departure of Woz
http://www.youtube.com/v/5zqrR93eO-8&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Lunds University speech
Steve talks at Lund University in Sweden in Spring 1985, shortly before his departure from Apple
http://www.youtube.com/v/2qLuerYx2IA&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Memory & Imagination
A video clip part of the Memory & Imagination series from the Library of Congress
http://www.youtube.com/v/6kalMB8jDnY&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Demo of NeXTSTEP (1990)
Steve Jobs demoes interpersonal computing on the NeXT system in late 1990
http://www.youtube.com/v/h_8PqgCC7Ds&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Internal NeXT video
Internal video from NeXT shot in 1990 or 1991 about the company's strategy for the workstation market
http://www.youtube.com/v/CtnX1EJHbC0&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Demo of NeXTSTEP (1992)
Steve Jobs demoes NeXTSTEP Release 3 in 1992
http://www.youtube.com/v/Ekv7g1u6yNo&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Siggraph 1995
Steve Jobs speaks as Pixar CEO at the SIGGRAPH conference in August 1995
http://www.youtube.com/v/nR4sE9QUGIY&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Think Different ad
A very emotional clip where Steve Jobs was the narrator for the Think Different ad in 1997
http://www.youtube.com/v/8rwsuXHA7RA&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
10 Years of Mathematica
A gift video to Stephen Wolfram to celebrate the 10 years of Mathematica in 1998
http://www.youtube.com/v/8gsQDwn8mFY&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
First retail store
A personal tour from Steve Jobs of Apple's first retail store in May 2001
http://www.youtube.com/v/Ce02galgfRo&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Champion of design
A video clip that celebrates Steve Jobs as 'champion of design' in 2002
http://www.youtube.com/v/sPfJQmpg5zk&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Stanford Commencement
Steve Jobs's famous commencement speech at Stanford University on June 14, 2005
http://www.youtube.com/v/UF8uR6Z6KLc&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
City of Cupertino (2006)
Steve Jobs pitches the future Apple campus to the Cupertino City Council on April 18, 2006
http://www.youtube.com/v/j8qF6O9fTtg&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
City of Cupertino (2011)
Steve Jobs's last public appearance, to introduce his plans for Apple's next campus on June 7, 2011
http://www.youtube.com/v/gtuz5OmOh_M&feature=player_embedded
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Movies
Misc Movies & Recordings
Various movies and recordings of Steve Jobs
Remembering Steve
Homage video posted on Apple's website on the one-year anniversary of Steve Jobs's death
http://www.youtube.com/v/7h_VshOb08o&feature=player_embedded
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Inspirational Quotes by Steve Jobs
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on the iPod) If there was ever a product that catalyzed what’s Apple’s reason for being, it’s this. Because it combines Apple’s incredible technology base with Apple’s legendary ease of use with Apple’s awesome design… it’s like, this is what we do. So if anybody was ever wondering why is Apple on the earth, I would hold this up as a good example.
Source: 2001, quoted in Steven Levy's Eulogy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Much of the industry has lived off the Macintosh for over ten years now, slowly copying the Mac's revolutionary user interface. Now the time has come for new innovation, and where better than Apple for this to spring from? Who else has consistently led this industry--first with the Apple II, then the Macintosh and LaserWriter? With this merger, the advanced software from NeXT will be married with Apple's very high-volume hardware platforms and marketing channels to create another breakthrough, leapfrogging existing platforms, and fueling Apple and the industry copy cats for the next ten years and beyond. I still have very deep feelings for Apple, and it gives me great joy to play a role in architecting Apple's future.
Source: Apple press release, Dec. 20 1996
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When [people] see the iMac, for example, they think we really can produce industry-leading products like this. It's not about charisma and personality, it's about results and products and those very bedrock things that are why people at Apple and outside of Apple are getting more excited about the company and what Apple stands for and what its potential is to contribute to the industry.
Source: Business Week, May 12 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When [people]I get asked a lot why Apple's customers are so loyal. It's not because they belong to the Church of Mac! That's ridiculous. It's because when you buy our products, and three months later you get stuck on something, you quickly figure out [how to get past it]. And you think, ‘Wow, someone over there at Apple actually thought of this!’ And then three months later you try to do something you hadn't tried before, and it works, and you think ‘Hey, they thought of that, too.’ And then six months later it happens again. There's almost no product in the world that you have that experience with, but you have it with a Mac
Source: BusinessWeek, Oct. 12 2004
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
And how are monopolies lost? Think about it. Some very good product people invent some very good products, and the company achieves a monopoly. But after that, the product people aren't the ones that drive the company forward anymore. It's the marketing guys or the ones who expand the business into Latin America or whatever. Because what's the point of focusing on making the product even better when the only company you can take business from is yourself? So a different group of people start to move up. And who usually ends up running the show? The sales guy. John Akers at IBM is the consummate example. Then one day, the monopoly expires for whatever reason. But by then the best product people have left, or they're no longer listened to. And so the company goes through this tumultuous time, and it either survives or it doesn't. Look at Microsoft — who's running Microsoft? (interviewer: Steve Ballmer.) Right, the sales guy. Case closed. And that's what happened at Apple, as well.
Source: BusinessWeek, Oct. 12 2004
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The reason I went back to Apple is that I feel like the world would be a better place with Apple in it than not. And it’s hard to imagine the world without Apple now.
Source: Financial Times, Jan. 29 2010
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Software is the user experience. As the iPod and iTunes prove, it has become the driving technology not just of computers but of consumer electronics.
Source: Fortune, Feb. 21 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We're still heavily into the box. We love the box. We have amazing computers today, and amazing hardware in the pipeline. I still spend a lot of my time working on new computers, and it will always be a primal thing for Apple. But the user experience is what we care about most, and we're expanding that experience beyond the box by making better use of the Internet. The user experience now entails four things: the hardware, the operating system, the applications, and the Net. We want to do all four uniquely well for our customers.
Source: Fortune, Jan. 24 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
That's why I dropped the ‘interim’ from my title. I'm still called iCEO, though, because I think it's cool.
Source: Fortune, Jan. 24 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. The iMac is not just the color or translucence or the shape of the shell. The essence of the iMac is to be the finest possible consumer computer in which each element plays together. On our latest iMac, I was adamant that we get rid of the fan, because it is much more pleasant to work on a computer that doesn't drone all the time. That was not just ‘Steve's decision’ to pull out the fan; it required an enormous engineering effort to figure out how to manage power better and do a better job of thermal conduction through the machine. That is the furthest thing from veneer. It was at the core of the product the day we started.
Source: Fortune, Jan. 24 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When I got started I was 20 or 21, and my role models were the semiconductor guys like Robert Noyce and Andy Grove of Intel, and of course Bill Hewlett and David Packard. They were out not so much to make money as to change the world and to build companies that could keep growing and changing. They left incredible legacies. […] the rewarding thing isn't merely to start a company or to take it public. It's like when you're a parent. Although the birth experience is a miracle, what's truly rewarding is living with your child and helping him grow up.
Source: Fortune, Jan. 24 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Now when we see new things or opportunities, we can seize them. In fact, we have already seized a few, like desktop movies, wireless networking, and iTools. A creative period like this lasts only maybe a decade, but it can be a golden decade if we manage it properly.
Source: Fortune, Jan. 24 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Things happen fairly slowly, you know. They do. These waves of technology, you can see them way before they happen, and you just have to choose wisely which ones you're going to surf. If you choose unwisely, then you can waste a lot of energy, but if you choose wisely it actually unfolds fairly slowly. It takes years. One of our biggest insights [years ago] was that we didn't want to get into any business where we didn't own or control the primary technology because you'll get your head handed to you.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do. So you can't go out and ask people, you know, what the next big [thing.] There's a great quote by Henry Ford, right? He said, 'If I'd have asked my customers what they wanted, they would have told me ‘A faster horse.’
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We tend to focus much more. People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of many of the things we haven't done as the things we have done.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Recruiting is hard. It's just finding the needles in the haystack. We do it ourselves and we spend a lot of time at it. I've participated in the hiring of maybe 5,000-plus people in my life. So I take it very seriously. You can't know enough in a one-hour interview. So, in the end, it's ultimately based on your gut. How do I feel about this person? What are they like when they're challenged? Why are they here? I ask everybody that: 'Why are you here?' The answers themselves are not what you're looking for. It's the meta-data.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We've got really capable people at Apple. I made Tim [Cook] COO and gave him the Mac division and he's done brilliantly. I mean, some people say, 'Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.' And, you know, I think it wouldn't be a party, but there are really capable people at Apple. And the board would have some good choices about who to pick as CEO. My job is to make the whole executive team good enough to be successors, so that's what I try to do.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We've got 25,000 people at Apple. About 10,000 of them are in the stores. And my job is to work with sort of the top 100 people, that's what I do. That doesn't mean they're all vice presidents. Some of them are just key individual contributors. So when a good idea comes, you know, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and, you know - just explore things.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We do no market research. We don't hire consultants. The only consultants I've ever hired in my 10 years is one firm to analyze Gateway's retail strategy so I would not make some of the same mistakes they made [when launching Apple's retail stores]. But we never hire consultants, per se. We just want to make great products.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We don't get a chance to do that many things, and every one should be really excellent. Because this is our life. Life is brief, and then you die, you know? So this is what we've chosen to do with our life. We could be sitting in a monastery somewhere in Japan.
Source: Fortune, Mar. 7 2008
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The whole strategy for Apple now is, if you will, to be the Sony of the computer business.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
when we laid some people off at Apple a year ago, or when I have to take people out of their jobs, it's harder for me now. Much harder. I do it because that's my job. But when I look at people when this happens, I also think of them as being 5 years old. And I think that person could be me coming home to tell my wife and kids that I just got laid off. Or that could be one of my kids in 20 years. I never took it so personally before. Life is short, and we're all going to die really soon. It's true, you know.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You go to your TV when you want to turn your brain off. You go to your computer when you want to turn your brain on. Those are not the same.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When I was growing up, a guy across the street had a Volkswagen Bug. He really wanted to make it into a Porsche. He spent all his spare money and time accessorizing this VW, making it look and sound loud. By the time he was done, he did not have a Porsche. He had a loud, ugly VW.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The only purpose for me in building a company is so that it can make products. Of course, building a very strong company and a foundation of talent and culture is essential over the long run to keep making great products. On the other hand, to me, the company is one of humanity's most amazing inventions. It's totally abstract. Sure, you have to build something with bricks and mortar to put the people in, but basically a company is this abstract construct we've invented, and it's incredibly powerful.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My heroes--Dave Packard, for example, left all his money to his foundation; Bob Noyce [the late co-founder of Intel] was another. I'm old enough to have been able to know these guys. I met Andy Grove when I was 21. I called him and told him I'd heard he was really good at operations and asked if I could take him out to lunch. I did that with others too. These guys were all company builders, and the gestalt of Silicon Valley at that time made a big impression on me. There are people around here who start companies just to make money, but the great companies, well, that's not what they're about.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I don't think much about my time of life. I just get up in the morning and it's a new day. Somebody told me when I was 17 to live each day as if it were my last, and that one day I'd be right. I am at a stage where I don't have to do things just to get by. But then I've always been that way because I've never really cared about money that much. I guess what I'm trying to say is that I feel the same way now as I felt when I was 17.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
That's the moment that an artist really decides who he or she is. If they keep on risking failure, they're still artists. Dylan and Picasso were always risking failure. This Apple thing is that way for me. I don't want to fail, of course. But even though I didn't know how bad things really were, I still had a lot to think about before I said yes. I had to consider the implications for Pixar, for my family, for my reputation. I decided that I didn't really care, because this is what I want to do. If I try my best and fail, well, I tried my best. What makes you become conservative is realizing that you have something to lose. Remember The Whole Earth Catalog? The last edition had a photo on the back cover of a remote country road you might find yourself on while hitchhiking up to Oregon. It was a beautiful shot, and it had a caption that really grabbed me. It said: ‘Stay hungry. Stay foolish.’ It wasn't an ad for anything--just one of Stewart Brand's profound statements. It's wisdom. ‘Stay hungry. Stay foolish.’
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You just are yourself, and you work with other people. If you're inspiring to other people, it makes an impression on them. For example, I hear people at Disney talking about what it was like to work with Walt. They loved him. I know that people at Pixar are going to talk about their days with John Lasseter in the same way. Who knows? Maybe someday somebody will feel that way about working with me. I have no idea.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
But I think the things you most regret in life are things you didn't do. What you really regret was never asking that girl to dance. In business, if I knew earlier what I know now, I'd have probably done some things a lot better than I did, but I also would've probably done some other things a lot worse. But so what? It's more important to be engaged in the present.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
On vacation recently I was reading this book by [physicist and Nobel laureate] Richard Feynmann. He had cancer, you know. In this book he was describing one of his last operations before he died. The doctor said to him, ‘Look, Richard, I'm not sure you're going to make it.’ And Feynmann made the doctor promise that if it became clear he wasn't going to survive, to take away the anesthetic. Do you know why? Feynmann said, ‘I want to feel what it's like to turn off.’ That's a good way to put yourself in the present--to look at what's affecting you right now and be curious about it even if it's bad.
Source: Fortune, Nov. 9 1998
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Customers can't anticipate what the technology can do. They won't ask for things that they think are impossible. But the technology may be ahead of them. If you happen to mention something, they'll say, ‘Of course, I'll take that. Do you mean I can have that, too?’ It sounds logical to ask customers what they want and then give it to them. But they rarely wind up getting what they really want that way.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You're asking, where does aesthetic judgment come from? With many things—high-performance automobiles, for example—the aesthetic comes right from the function, and I suppose electronics is no different. But I've also found that the best companies pay attention to aesthetics. They take the extra time to lay out grids and proportion things appropriately, and it seems to pay off for them. I mean, beyond the functional benefits, the aesthetic communicates something about how they think of themselves, their sense of discipline in engineering, how they run their company, stuff like that.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(about his employees) If they are working in an environment where excellence is expected, then they will do excellent work without anything but self-motivation. I'm talking about an environment in which excellence is noticed and respected and is in the culture. If you have that, you don't have to tell people to do excellent work. They understand it from their surroundings.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The culture at NeXT definitely rewards independent thought, and we often have constructive disagreements—at all levels. It doesn't take a new person long to see that people feel fine about openly disagreeing with me. That doesn't mean I can't disagree with them, but it does mean that the best ideas win. Our attitude is that we want the best. Don't get hung up on who owns the idea. Pick the best one, and let's go.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Somebody once told me, ‘Manage the top line, and the bottom line will follow.’ What's the top line? It's things like, why are we doing this in the first place? What's our strategy? What are customers saying? How responsive are we? Do we have the best products and the best people? Those are the kind of questions you have to focus on.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I think the same philosophy that drives the product has to drive everything else if you want to have a great company. Manufacturing, for example, […] demands just as much thought and strategy as the product. If you don't pay attention to your manufacturing, it will limit the kind of product you can build and engineer. Some companies view manufacturing as a necessary evil, and some view it as something more neutral. But we view it instead as a tremendous opportunity to gain a competitive advantage. [I've thought that] ever since I visited Japan in the early '80s. And let me add that the same is true of sales and marketing. You need a sales and marketing organization that is oriented toward educating customers rather than just taking orders, providing a real service rather than moving boxes. This is extremely important.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
We had a fundamental belief that doing it right the first time was going to be easier than having to go back and fix it. And I cannot say strongly enough that the repercussions of that attitude are staggering. I've seen them again and again throughout my business life.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You just make the best product you can, and you don't put it out until you feel it's right. But no matter what you think intellectually, your heart is beating pretty fast right before people see what you've produced.
Source: Inc, Apr. 1989
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I think if you do something and it turns out pretty good, then you should go do something else wonderful, not dwell on it for too long. Just figure out what’s next.
Source: NBC Nightly News, May 2006
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Well, I don’t know what this Valley is. I work at Apple. I’m there so many hours a day and I don’t visit other places; I’m not an expert on Silicon Valley. What I do see is a small group of people who are artists and care more about their art than they do about almost anything else. It’s more important than finding a girlfriend, it’s more important… than cooking a meal, it’s more important than joining the Marines, it’s more important than whatever. Look at the way artists work. They’re not typically the most ‘balanced’ people in the world. Now, yes, we have a few workaholics here who are trying to escape other things, of course. But the majority of people out here have made very conscious decisions; they really have.
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I’m just a guy who probably should have been a semi-talented poet on the Left Bank. I sort of got sidetracked here.
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on whether he thinks it's unfait calling people in Silicon Valley ‘nerds’) Of course. I think it’s an antiquated notion. There were people in the '60s who were like that and even in the early '70s, but now they’re not that way. Now they’re the people who would have been poets had they lived in the '60s. And they’re looking at computers as their medium of expression rather than language, rather than being a mathematician and using mathematics, rather than, you know, writing social theories.
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Even though some people have come out with neat products, if their company is perceived as a sweatshop or a revolving door, it’s not considered much of a success. Remember, the role models were Hewlett and Packard. Their main achievement was that they built a company. Nobody remembers their first frequency-counter, their first audio oscillator, their first this or that. And they sell so many products now that no one person really symbolizes the company. […] And they built a company and they lived that philosophy for 35 or 40 years and that’s why they’re heroes. Hewlett and Packard started what became the Valley.
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
See, one of the things you have to remember is that we started off with a very idealistic perspective—that doing something with the highest quality, doing it right the first time, would really be cheaper than having to go back and do it again. Ideas like that.
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I’ve always thought it would be really wonderful to have a little box, a sort of slate that you could carry along with you
Source: Newsweek, fall 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(about the iPod) It's as Apple as anything Apple has ever done.
Source: Newsweek, Jul. 25 2004
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
There are lots of examples where not the best product wins. Windows would be one of those, but there are examples where the best product wins. And the iPod is a great example of that.
Source: Newsweek, Jul. 25 2004
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I have a very simple life. I have my family and I have Apple and Pixar. And I don't do much else.
Source: Newsweek, Jul. 25 2004
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there. We believe that customers are smart, and want objects which are well thought through.
Source: Newsweek, Oct. 16 2006
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I was very lucky to grow up in a time when music really mattered. It wasn't just something in the background; it really mattered to a generation of kids growing up. It really changed the world. I think that music faded in importance for a while, and the iPod has helped to bring music back into people's lives in a really meaningful way. Music is so deep within all of us, but it's easy to go for a day or a week or a month or a year without really listening to music. And the iPod has changed that for tens of millions of people, and that makes me really happy, because I think music is good for the soul.
Source: Newsweek, Oct. 16 2006
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
So if Apple just becomes a place where computers are a commodity item and where the romance is gone, and where people forget that computers are the most incredible invention that man has ever invented, then I'll feel I have lost Apple. But if I'm a million miles away and all those people still feel those things and they're still working to make the next great personal computer, then I will feel that my genes are still in there.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
If I look at myself and ask, ‘What am I best at and what do I enjoy most doing?’ I think what I'm best at is creating sort of new innovative products.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
It probably is true that the people who have been able to come up with the innovations in many industries are maybe not the people that either are best skilled at, or, frankly, enjoy running a large enterprise where they lose contact with the day-to-day workings of that innovative process. Dr. Land at Polaroid, he's a perfect example.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
What I'm best at doing is finding a group of talented people and making things with them. I respect the direction that Apple is going in. But for me personally, you know, I want to make things. And if there's no place for me to make things there, then I'll do what I did twice before
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
And so I haven't got any sort of odd chip on my shoulder about proving anything to myself or anybody else. And remember, though the outside world looks at success from a numerical point of view, my yardstick might be quite different than that. My yardstick may be how every computer that's designed from here on out will have to be at least as good as a Macintosh.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Apple was about as pure of a Silicon Valley company as you could imagine. We started in a garage. Woz and I both grew up in Silicon Valley. Our role model was Hewlett-Packard. And so I guess that's what we went into it thinking. Hewlett-Packard, you know, Jobs and Wozniak.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I don't think that my role in life is to run big organizations and do incremental improvements.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I'm not a 62-year-old statesman that's traveled around the world all his life. So I'm sure that there was a situation when I was 25 that if I could go back, knowing what I know now, I could have handled much better. And I'm sure I'll be able to say the same thing when I'm 35 about the situation in 1985. I can be very intense in my convictions. And I don't know; all in all, I kind of like myself and I'm not that anxious to change.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You know, my philosophy is—it's always been very simple. And it has its flaws, which I'll go into. My philosophy is that everything starts with a great product. So, you know, I obviously believed in listening to customers, but customers can't tell you about the next breakthrough that's going to happen next year that's going to change the whole industry. So you have to listen very carefully. But then you have to go and sort of stow away—you have to go hide away with people that really understand the technology, but also really care about the customers, and dream up this next breakthrough. And that's my perspective, that everything starts with a great product. And that has its flaws. I have certainly been accused of not listening to the customers enough. And I think there is probably a certain amount of that that's valid.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I had hoped that my life would take on the quality of an interesting tapestry where I would have weaved in and out of Apple: I would have been there a period of time, and maybe I would have gone off and done something else to contribute, but connected with Apple, and then maybe come back and stay for a lengthy time period and then go off and do something else. But it's just not going to work out that way. So I had 10 of the best years of my life, you know. And I don't regret much of anything.
Source: Newsweek, Sep. 29 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
At Apple, people are putting in 18-hour days. We attract a different type of person—a person who doesn’t want to wait five or ten years to have someone take a giant risk on him or her. Someone who really wants to get in a little over his head and make a little dent in the universe. We are aware that we are doing something significant. We’re here at the beginning of it and we’re able to shape how it goes. Everyone here has the sense that right now is one of those moments when we are influencing the future.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Some people are saying that we ought to put an IBM PC on every desk in America to improve productivity. It won’t work. The special incantations you have to learn this time are ‘slash q-zs’ and things like that. The manual for WordStar, the most popular word-processing program, is 400 pages thick. To write a novel, you have to read a novel—one that reads like a mystery to most people. They’re not going to learn slash q-z any more than they’re going to learn Morse code. That is what Macintosh is all about.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I saw a video tape that we weren’t supposed to see. It was prepared for the Joint Chiefs of Staff. By watching the tape, we discovered that, at least as of a few years ago, every tactical nuclear weapon in Europe manned by U.S. personnel was targeted by an Apple II computer. Now, we didn’t sell computers to the military; they went out and bought them at a dealer’s, I guess. But it didn’t make us feel good to know that our computers were being used to target nuclear weapons in Europe. The only bright side of it was that at least they weren’t [Radio Shack] TRS-80s! Thank God for that.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
How come the Mac group produced Mac and the people at IBM produced the PCjr? We think the Mac will sell zillions, but we didn’t build Mac for anybody else. We built it for ourselves. We were the group of people who were going to judge whether it was great or not. We weren’t going to go out and do market research. We just wanted to build the best thing we could build. When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through. PLAYBOY: Are you saying that the people who made the PCjr don’t have that kind of pride in the product? JOBS: If they did, they wouldn’t have turned out the PCjr.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(Does it take insane people to make insanely great things?) Actually, making an insanely great product has a lot to do with the process of making the product, how you learn things and adopt new ideas and throw out old ideas. But, yeah, the people who made Mac are sort of on the edge.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My father was a machinist, and he was a sort of genius with his hands. He can fix anything and make it work and take any mechanical thing apart and get it back together. That was my first glimpse of it. I started to gravitate more toward electronics, and he used to get me things I could take apart and put back together.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My mother taught me to read before I went to school, so I was pretty bored in school, and I turned into a little terror. You should have seen us in third grade. We basically destroyed our teacher. We would let snakes loose in the classroom and explode bombs. Things changed in the fourth grade, though. One of the saints in my life is this woman named Imogene Hill, who was a fourth-grade teacher who taught this advanced class. She got hip to my whole situation in about a month and kindled a passion in me for learning things. I learned more that year than I think I learned in any year in school.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Woz and I are different in most ways, but there are some ways in which we’re the same, and we’re very close in those ways. We’re sort of like two planets in their own orbits that every so often intersect. It wasn’t just computers, either. Woz and I very much liked Bob Dylan’s poetry, and we spent a lot of time thinking about a lot of that stuff. This was California. You could get LSD fresh made from Stanford. You could sleep on the beach at night with your girlfriend. California has a sense of experimentation and a sense of openness—openness to new possibilities. Besides Dylan, I was interested in Eastern mysticism, which hit the shores at about the same time. When I went to college at Reed, in Oregon, there was a constant flow of people stopping by, from Timothy Leary and Richard Alpert to Gary Snyder. There was a constant flow of intellectual questioning about the truth of life. That was a time when every college student in this country read Be Here Now and Diet for a Small Planet.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I used to think about selling 1,000,000 computers a year, but it was just a thought. When it actually happens, it’s a totally different thing. So it was, ‘Holy shit, it’s actually coming true!’ But what’s hard to explain is that this does not feel like overnight. Next year will be my tenth year. I had never done anything longer than a year in my life. Six months, for me, was a long time when we started Apple. So this has been my life since I’ve been sort of a free-willed adult. Each year has been so robust with problems and successes and learning experiences and human experiences that a year is a lifetime at Apple. So this has been ten lifetimes.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on whether he tried to find his biological parents) I think it’s quite a natural curiosity for adopted people to want to understand where certain traits come from. But I’m mostly an environmentalist. I think the way you are raised and your values and most of your world view come from the experiences you had as you grew up. But some things aren’t accounted for that way. I think it’s quite natural to have a curiosity about it.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Well, my favorite things in life are books, sushi and…. My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time. As it is, I pay a price by not having much of a personal life. I don’t have the time to pursue love affairs or to tour small towns in Italy and sit in cafes and eat tomato-and-mozzarella salad. Occasionally, I spend a little money to save myself a hassle, which means time. And that’s the extent of it. I bought an apartment in New York, but it’s because I love that city. I’m trying to educate myself, being from a small town in California, not having grown up with the sophistication and culture of a large city. I consider it part of my education. You know, there are many people at Apple who can buy everything that they could ever possibly want and still have most of their money unspent. I hate talking about this as a problem; people are going to read this and think, Yeah, well, give me your problem. They’re going to think I’m an arrogant little asshole.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Companies, as they grow to become multibillion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
What happens in most companies is that you don’t keep great people under working environments where individual accomplishment is discouraged rather than encouraged. The great people leave and you end up with mediocrity. I know, because that’s how Apple was built. Apple is an Ellis Island company. Apple is built on refugees from other companies. These are the extremely bright individual contributors who were troublemakers at other companies.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The point is that people really don’t have to understand how computers work. Most people have no concept of how an automatic transmission works, yet they know how to drive a car. You don’t have to study physics to understand the laws of motion to drive a car. You don’t have to understand any of this stuff to use Macintosh
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Good PR educates people; that’s all it is. You can’t con people in this business. The products speak for themselves.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
People get stuck as they get older. Our minds are sort of electrochemical computers. Your thoughts construct patterns like scaffolding in your mind. You are really etching chemical patterns. In most cases, people get stuck in those patterns, just like grooves in a record, and they never get out of them. It’s a rare person who etches grooves that are other than a specific way of looking at things, a specific way of questioning things. It’s rare that you see an artist in his 30s or 40s able to really contribute something amazing. Of course, there are some people who are innately curious, forever little kids in their awe of life, but they’re rare.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Dr. Edwin Land was a troublemaker. He dropped out of Harvard and founded Polaroid. Not only was he one of the great inventors of our time but, more important, he saw the intersection of art and science and business and built an organization to reflect that. Polaroid did that for some years, but eventually Dr. Land, one of those brilliant troublemakers, was asked to leave his own company—which is one of the dumbest things I’ve ever heard of. […] The man is a national treasure. I don’t understand why people like that can’t be held up as models: This is the most incredible thing to be—not an astronaut, not a football player—but this.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I think death is the most wonderful invention of life. It purges the system of these old models that are obsolete. I think that’s one of Apple’s challenges, really. When two young people walk in with the next thing, are we going to embrace it and say this is fantastic? Are we going to be willing to drop our models, or are we going to explain it away? I think we’ll do better, because we’re completely aware of it and we make it a priority.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
It’s a large responsibility to have more than you can spend in your lifetime—and I feel I have to spend it. If you die, you certainly don’t want to leave a large amount to your children. It will just ruin their lives. And if you die without kids, it will all go to the Government. Almost everyone would think that he could invest the money back into humanity in a much more astute way than the Government could. The challenges are to figure out how to live with it and to reinvest it back into the world, which means either giving it away or using it to express your concerns or values.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
It makes me feel old, sometimes, when I speak at a campus and I find that what students are most in awe of is the fact that I’m a millionaire. When I went to school, it was right after the Sixties and before this general wave of practical purposefulness had set in. Now students aren’t even thinking in idealistic terms, or at least nowhere near as much. They certainly are not letting any of the philosophical issues of the day take up too much of their time as they study their business majors. The idealistic wind of the Sixties was still at our backs, though, and most of the people I know who are my age have that ingrained in them forever.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The most compelling reason for most people to buy a computer for the home will be to link it into a nationwide communications network. We’re just in the beginning stages of what will be a truly remarkable breakthrough for most people—as remarkable as the telephone.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Thus far, we’re pretty much using our computers as good servants. We ask them to do something, we ask them to do some operation like a spread sheet, we ask them to take our key strokes and make a letter out of them, and they do that pretty well. And you’ll see more and more perfection of that—computer as servant. But the next thing is going to be computer as guide or agent. And what that means is that it’s going to do more in terms of anticipating what we want and doing it for us, noticing connections and patterns in what we do, asking us if this is some sort of generic thing we’d like to do regularly, so that we’re going to have, as an example, the concept of triggers. We’re going to be able to ask our computers to monitor things for us, and when certain conditions happen, are triggered, the computers will take certain actions and inform us after the fact.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I’ll always stay connected with Apple. I hope that throughout my life I’ll sort of have the thread of my life and the thread of Apple weave in and out of each other, like a tapestry. There may be a few years when I’m not there, but I’ll always come back. And that’s what I may try to do. The key thing to remember about me is that I’m still a student. I’m still in boot camp. If anyone is reading any of my thoughts, I’d keep that in mind. Don’t take it all too seriously. If you want to live your life in a creative way, as an artist, you have to not look back too much. You have to be willing to take whatever you’ve done and whoever you were and throw them away.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
A computer frees people from much of the menial work. Besides that, you are giving them a tool that encourages them to be creative. Remember, computers are tools. Tools help us do our work better.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Japan’s very interesting. Some people think it copies things. I don’t think that anymore. I think what they do is reinvent things. They will get something that’s already been invented and study it until they thoroughly understand it. In some cases, they understand it better than the original inventor. Out of that understanding, they will reinvent it in a more refined second-generation version. That strategy works only when what they’re working with isn’t changing very much—the stereo industry and the automobile industry are two examples. When the target is moving quickly, they find it very difficult, because that reinvention cycle takes a few years. As long as the definition of what a personal computer is keeps changing at the rate that it is, they will have a very hard time.
Source: Playboy, Feb. 1985
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
If anybody’s going to make our products obsolete, I want it to be us.
Source: Quoted by Steven Levy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I think you could make available the Second Coming in a subscription model, and it might not be successful.
Source: Rolling Stone, Dec. 25 2003
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The most corrosive piece of technology that I’ve ever seen is called television — but then, again, television, at its best, is magnificent.
Source: Rolling Stone, Dec. 25 2003
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
First I should tell you my theory about Microsoft. Microsoft has had two goals in the last 10 years. One was to copy the Mac, and the other was to copy Lotus' success in the spreadsheet — basically, the applications business. And over the course of the last 10 years, Microsoft accomplished both of those goals. And now they are completely lost. They were able to copy the Mac because the Mac was frozen in time. The Mac didn't change much for the last 10 years. It changed maybe 10 percent. It was a sitting duck. It's amazing that it took Microsoft 10 years to copy something that was a sitting duck.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on why he called Microsoft ‘the IBM of the '90s’) They're the mainstream. And a lot of people who don't want to think about it too much are just going to buy their product. They have a market dominance now that is so great that it's actually hurting the industry. I don't like to get into discussions about whether they accomplished that fairly or not. That's for others to decide. I just observe it and say it's not healthy for the country.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
People say sometimes, ‘You work in the fastest-moving industry in the world.’ I don't feel that way. I think I work in one of the slowest. It seems to take forever to get anything done. All of the graphical-user interface stuff that we did with the Macintosh was pioneered at Xerox PARC [the company's legendary Palo Alto Research Center] and with Doug Engelbart at SRI [a future-oriented think tank at Stanford] in the mid-'70s. And here we are, just about the mid-'90s, and it's kind of commonplace now. But it's about a 10-to-20-year lag. That's a long time.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I have a great respect for incremental improvement, and I've done that sort of thing in my life, but I've always been attracted to the more revolutionary changes. I don't know why. Because they're harder. They're much more stressful emotionally. And you usually go through a period where everybody tells you that you've completely failed.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The Macintosh was sort of like this wonderful romance in your life that you once had — and that produced about 10 million children. In a way it will never be over in your life. You'll still smell that romance every morning when you get up. And when you open the window, the cool air will hit your face, and you'll smell that romance in the air. And you'll see your children around, and you feel good about it. And nothing will ever make you feel bad about it.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Technology is nothing. What's important is that you have a faith in people, that they're basically good and smart, and if you give them tools, they'll do wonderful things with them. It's not the tools that you have faith in — tools are just tools. They work, or they don't work. It's people you have faith in or not. Yeah, sure, I'm still optimistic I mean, I get pessimistic sometimes but not for long.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on what is his goal in life) I don't know how to answer you. In the broadest context, the goal is to seek enlightenment — however you define it. But these are private things. I don't want to talk about this kind of stuff.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The Internet is nothing new. It has been happening for 10 years. Finally, now, the wave is cresting on the general computer user. And I love it. I think the den is far more interesting than the living room. Putting the Internet into people's houses is going to be really what the information superhighway is all about, not digital convergence in the set-top box. All that's going to do is put the video rental stores out of business and save me a trip to rent my movie. I'm not very excited about that. I'm not excited about home shopping. I'm very excited about having the Internet in my den.
Source: Rolling Stone, Jun. 16 1994
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Mac stands for what we are as a company – taking technology that's out of reach of the people and making it really great. That's what we did with the Apple II, and that's what we're going to do again with Mac. Computers and society are out on a first date in this decade, and for some crazy reason, we're in the right place at the right time to make that romance blossom.
Source: Rolling Stone, Mar. 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on what he wants) To make Apple a great $10 billion company. Apple has the opportunity to set a new example of how great an American corporation can be, sort of an intersection between science and aesthetics. Something happens to companies when they get to be a few million dollars – their souls go away. And that's the biggest thing I'll be measured on: Were we able to grow a $10 billion company that didn't lose its soul?
Source: Rolling Stone, Mar. 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
It's kind of like watching the gladiator going into the arena and saying, 'Here it is.' It's really perceived as Apple's do or die. And it goes even deeper... If we don't do this, nobody can stop IBM.
Source: Rolling Stone, Mar. 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I know what it's like to have your private life painted in the worst possible light in front of a lot of people. I've learned what it's like for everyone you meet after that to sort of have preconceptions about you... It's been a character-building experience.
Source: Rolling Stone, Mar. 1984
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this […] and I found it fascinating. None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it's likely that no personal computer would have them.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
When I was 17, I read a quote that went something like: ‘If you live each day as if it was your last, someday you'll most certainly be right.’ It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true. Your time is limited, so don't waste it living someone else's life. 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.
Source: Stanford commencement addres, Jun. 12 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Apple is the most creative of the PC companies; Pixar is the most technologically advanced entertainment company. [Apple releases new products every few months, and top execs make 10 major decisions a day.] But the Holy Grail for Pixar is releasing one product — a movie-a-year, and as CEO I might make three really critical decisions a year, and they are very hard to change.
Source: Stanford Graduate Business School interview, May 29 2003
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My best contribution to the group is not settling for anything but really good stuff. A lot of times, people don't do great things because great things really aren't expected of them, and nobody ever really demands that they try, and nobody says, 'Hey, that's the culture here'. If you set that up, people will do things that are greater than they ever thought they could be. Really some great work that will go down in history.
Source: Steve Jobs in 1984, quoted in The Perfect Thing by Steven Levy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I think back to Detroit in the seventies, when cars were so bad. Why? The people running the companies then didn't love cars. One of the things wrong with the PC industry today is that most of the people running the companies don't love PCs. Does Steve Ballmer love PCs? Does Craig Barrett love PCs? Does Michael Dell love PCs? If Michael Dell wasn't selling PCs he'd be selling something else. These people don't love what they create. And people here do.
Source: Steve Jobs in 2004, quoted in The Perfect Thing by Steven Levy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I love what we’re doing at Apple now, I think it’s the best work that Apple’s ever done. But I think all of us on the Mac team point to that as the high point of our careers. It’s like the Beatles playing Shea Stadium. We were really working fourteen-to-eighteen-hour days, seven days a week. For, like, two years, three years. That was our life. But we loved it, we were young, and we could do it.
Source: Steve Jobs in 2004, quoted in The Perfect Thing by Steven Levy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(of his generation) We wanted to more richly experience why were we were alive, not just make a better life, and so people went in search of things. The great thing that came from those that time was to realize that there was definitely more to life than the materialism of the late 50’s and early sixties. We were going in search of something deeper.
Source: Steven Levy's Eulogy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I’m a big believer in boredom. Boredom allows one to indulge in curiosity and out of curiosity comes everything. All the [technology] stuff is wonderful, but having nothing to do can be wonderful, too.
Source: Steven Levy's Eulogy
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on the iPad before launch) This will be the most important thing I've ever done.
Source: Techcrunch, Jan. 24 2010
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on the Wall Street Journal calling him a ‘digital music impresario’) I didn’t know what it meant. Does that mean I run a carnival? What we do at Apple is very simple: we invent stuff. We make the best personal computers in the world, some of the best software, the best portable MP3/music player, and now we make the best online music store in the world. We just make stuff. So I don’t know what impresario means. We make stuff, put it out there, and people use it.
Source: Technologizer, Apr. 28 2003
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Some detractors like those at Listen.com say that downloading isn’t the most popular feature on their music service Rhapsody. What’s your response? Well, that’s correct. Downloading sorrys on their service. You download a track and you can’t burn it to a CD without paying them more money—you can’t put it on your MP3 player, you can’t put it on multiple computers—it sorrys! So of course nobody downloads! You pay extra to download even on top of subscription fees. No wonder they have hardly any download traffic—[they] hardly even have any subscribers.
Source: Technologizer, Apr. 28 2003
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I end up not buying a lot of things. Because I find them ridiculous.
Source: The independent, Oct. 29 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I told him I believed every word of what I'd said but that I never should have said it in public. I wish him the best, I really do. I just think he and Microsoft are a bit narrow. He'd be a broader guy if he had dropped acid once or gone off to an ashram when he was younger.
Source: The New York Times, Jan. 18 1997
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I used to be way over on the nurture side, but I've swung way over to the nature side. And it's because of Mona and having kids. My daughter is 14 months old, and it's already pretty clear what her personality is.
Source: The New York Times, Jan. 18 1997
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The amount of time you spend shopping and preparing and eating food is enormous. The amount of energy your body spends digesting the food in many cases exceeds the energy we get from the food.
Source: Time Magazine, Jan. 3 1983
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
But I believe life is an intelligent thing--that things aren't random.
Source: Time Magazine, Aug. 18 1997
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I would rather compete with Sony than compete in another product category with Microsoft. That's because Sony has to rely on other companies to make its software. We're the only company that owns the whole widget--the hardware, the software and the operating system. We can take full responsibility for the user experience. We can do things that the other guy can't do.
Source: Time Magazine, Jan. 14 2002
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Sure enough, when we took [the original iMac prototype] to the engineers, they said, 'Oh.' And they came up with 38 reasons. And I said, 'No, no, we're doing this.' And they said, 'Well, why?' And I said, 'Because I'm the CEO, and I think it can be done.' And so they kind of begrudgingly did it. But then it was a big hit.
Source: Time Magazine, Oct. 16 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
You know how you see a show car, and it's really cool, and then four years later you see the production car, and it sorrys? And you go, What happened? They had it! They had it in the palm of their hands! They grabbed defeat from the jaws of victory! What happened was, the designers came up with this really great idea. Then they take it to the engineers, and the engineers go, 'Nah, we can't do that. That's impossible.' And so it gets a lot worse. Then they take it to the manufacturing people, and they go, 'We can't build that!' And it gets a lot worse.
Source: Time Magazine, Oct. 16 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on what happened after the iMac launch) The people around here--some of them left. Actually, some of them I got rid of. But most of them said, 'Oh, my God, now I get it.' We've been doing this now for seven years, and everybody here gets it. And if they don't, they're gone.
Source: Time Magazine, Oct. 16 2005
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Funny enough, 20 years after we started Apple, there was nobody building computers for people again. You know? They were trying to sell consumers last year's corporate computers. We said, ‘Well, these are our roots. This is why we're here. The world doesn't need another Dell or Compaq. They need an Apple.’
Source: Time Magazine, Oct. 18 1999
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(about the Apple Cafeteria) This is the nicest corporate cafe I've ever seen. When we got here this was dog food. There was this company called Guggeinheim that it was farmed out to and it was just shit. And finally we fired them and got this friend of mine who runs Il Fourniao restaurant to come and he did everything and now it's great.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I've read something that Bill Gates said about six months ago. He said, ‘I worked really, really hard in my 20s.’ And I know what he means, because I worked really, really hard in my 20s too. Literally, you know, 7 days a week, a lot of hours every day. And it actually is a wonderful thing to do, because you can get a lot done. But you can't do it forever, and you don't want to do it forever, and you have to come up with ways of figuring out what the most important things are and working with other people even more.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I can tell you this: I've been married for 8 years, and that's had a really good influence on me. I've been very lucky, through random happenstance I just happened to sit next to this wonderful woman who became my wife. And it was a big deal. We have 3 kids, and it's been a big deal. You see the world differently.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
There's different things in life you can do. You can become a painter, you can become a sculptor. You can make something by yourself. But that's not what I do. I do the other thing, which is, you work at things that one person can't do, and that you need large numbers of people to do. I know people like symbols, but it's always unsettling when people write stories about me, because they tend to overlook a lot of other people.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The number of people I get to interact with in this company is probably about 50 on a regular basis. Maybe 100. And one of the things that I've always felt is that most things in life, if you get something twice as good as average you're doing phenomenally well. Usually the best is about 30% better than average. Two to one's a big delta. But hat became really clear to me in my work life was that, for instance, [Steve] Woz[niak] was 25 to 50 times better than average. And I found that there were these incredibly great people at doing certain things, and you couldn't replace one of these people with 50 average people. They could just do stuff that no number of average people could do. [...]. And so I have spent my work life trying to find and recruit and retain and work with these kind of people. My #1 job here at Apple is to make sure that the top 100 people are A+ players. And everything else will take care of itself.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Dr. Land at Polaroid said, ‘I want Polaroid to stand at the intersection of art and science,’ and I've never forgotten that.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
Hollywood's really different than Silicon Valley. And neither understands the other at all. People up here think being creative is some guys in their late 20s and early 30s sitting around old couches drinking beer thinking up jokes. It couldn't be further from the truth. The creative process is just as disciplined as the technical process; it requires just as much talent. And yet people in Hollywood think technology is only as deep as something you buy. There's no technical culture in Hollywood, they couldn't attract and retain good engineers to save their life, because they're second class citizens down there. Just like creative people are second class citizens in Silicon Valley.
Source: Time Magazine, Oct. 18 2000
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
The only problem with Microsoft is they just have no taste. They have absolutely no taste. And I don’t mean that in a small way, I mean that in a big way, in the sense that they don’t think of original ideas, and they don’t bring much culture into their products. I am saddened, not by Microsoft’s success — I have no problem with their success. They’ve earned their success, for the most part. I have a problem with the fact that they just make really third-rate products.
Source: Triumph of the Nerds, 1995
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I was worth about over a million dollars when I was 23 and over ten million dollars when I was 24, and over a hundred million dollars when I was 25 and... it wasn't that important — because I never did it for the money.
Source: Triumph of the Nerds, 1995
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on what his greatest creation is: iPhone, iPad?) No. Apple — the company. Because anybody can create products, but Apple keeps creating great products.
Source: Walter Isaacson interview, Fortune, Dec. 27 2011
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
(on why he is brutal to most colleagues) I'm brutally honest, because the price of admission to being in the room with me is I get to tell you your full of shit if you're full of shit, and you get to say to me I'm full of shit, and we have some rip-roaring fights. And that keeps the B players, the bozos, from larding the organization, only the A players survive. And the people who do survive, say, 'Yeah, he was rough.' They say things even worse than 'He cut in line in front of me,' but they say, 'This was the greatest ride I've ever had, and I would not give it up for anything.'
Source: Walter Isaacson interview, Fortune, Dec. 27 2011
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
My observation, is that the doers are the major thinkers. The people that really create the things that change this industry are both the thinker and doer in one person. And if we really go back and we examine, you know, did Leonardo have a guy off to the side that was thinking five years out in the future what he would paint or the technology he would use to paint it, of course not. Leonardo was the artist but he also mixed all his own paints. He also was a fairly good chemist. He knew about pigments, knew about human anatomy. And combining all of those skills together, the art and the science, the thinking and the doing, was what resulted in the exceptional result. And there is no difference in our industry. The people that have really made the contributions have been the thinkers and the doers. And a lot of people of course - it's very easy to take credit for the thinking. The doing is more concrete. But somebody, it's very easy to say 'oh I thought of this three years ago'. But usually when you dig a little deeper, you find that the people that really did it were also the people that really worked through the hard intellectual problems as well.
Source: WGBH, May 14 1990
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
I remember reading an article when I was about twelve years old. I think it might have been Scientific American, where they measured the efficiency of locomotion for all these species on planet earth. How many kilocalories did they expend to get from point A to point B? And the condor won, came in at the top of the list, surpassed everything else. And humans came in about a third of the way down the list, which was not such a great showing for the crown of creation. But somebody there had the imagination to test the efficiency of a human riding a bicycle. A human riding a bicycle blew away the condor all the way off the top of the list. And it made a really big impression on me that we humans are tool builders. And that we can fashion tools that amplify these inherent abilities that we have to spectacular magnitudes. And so for me, a computer has always been a bicycle of the mind. Something that takes us far beyond our inherent abilities. And I think we're just at the early stages of this tool.
Source: WGBH, May 14 1990
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Sayings
Quotes
Steve used to start his employee retreats by his famous "Sayings from Chairman Jobs" — he was a great person to quote indeed
Apple Quotes
There is a lot to be said for comparing [going from mainframes to the PC] to going from trains, from passenger trains to automobiles. And the advent of the automobile gave us a personal freedom of transportation. In the same way the advent of the computer gave us the ability to start to use computers without having to convince other people that we needed to use computers. And the biggest effect of the personal computer revolution has been to allow millions and millions of people to experience computers themselves decades before they ever would have in the old paradigm. And to allow them to participate in the making of choices and controlling their own destiny using these tools.
Source: WGBH, May 14 1990
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: RTÉ interview (Pat Kenny)
Produced by: RTÉ
Date: 1980
http://www.youtube.com/v/5Gsky67O5NY&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Macintosh documentary
Produced by: Unknown production
Date: 1984
http://www.youtube.com/v/8LJRZ5CPuCY&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: The Bang Behind the Bucks, The Life Behind the Style (Tom Zito)
Published in: Newsweek
Date: Fall 1984
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fcdn.thedailybeast.com%2Fcontent%2Fdailybeast%2Farticles%2F2011%2F10%2F06%2Fsteve-jobs-1984-access-magazine-interview%2F_jcr_content%2Fbody%2Finlineimage.img.503.jpg%2F1337256000000.cached.jpg&hash=81b241be49614eb0b42d5a331c51f0ae31e8238a)
Is the computer business as ruthless as it appears to be?
No, not at this point. To me, the situation is like a river. When the river is moving swiftly there isn’t a lot of moss and algae in it, but when it slows down and becomes stagnant, a lot of stuff grows in the river and it gets very murky. I view the cutthroat political nature of things very much like that. And right now our business is moving very swiftly. The water’s pretty clear and there’s not a lot of ruthlessness. There’s a lot of room for innovation.
Do you consider yourself the new astronaut, the new American hero?
No, no, no. I’m just a guy who probably should have been a semi-talented poet on the Left Bank. I sort of got sidetracked here. The space guys, the astronauts, were techies to start with. John Glenn didn’t read Rimbaud, you know; but you talk to some of the people in the computer business now and they’re very well grounded in the philosophical traditions of the last 100 years and the sociological traditions of the '60s.
There’s something going on here, there’s something that is changing the world and this is the epicenter. It’s probably closest to Washington during the Kennedy era or something like that. Now I start sounding like Gary Hart.
You don’t like him?
Hart? I don’t dislike him. I met him about a year ago and my impression was that there was not a great deal of substance there.
So who do you want to see…
I’ve never voted for a presidential candidate. I’ve never voted in my whole life.
Do you think it’s unfair that people out here in Silicon Valley are generally labeled nerds?
Of course. I think it’s an antiquated notion. There were people in the '60s who were like that and even in the early '70s, but now they’re not that way. Now they’re the people who would have been poets had they lived in the '60s. And they’re looking at computers as their medium of expression rather than language, rather than being a mathematician and using mathematics, rather than, you know, writing social theories.
What do people do for fun out here? I’ve noticed that an awful lot of those who work for you either play music or are extremely interested in it.
Oh yes. And most of them are also left-handed, whatever that means. Almost all of the really great technical people in computers that I’ve known are left-handed. Isn’t that odd?
Are you left-handed?
I’m ambidextrous.
But why music?
When you want to understand something that’s never been understood before, what you have to do is construct conceptual scaffolding. And if you’re trying to design a computer you will literally immerse yourself in the thousands of details necessary; all of a sudden, as the scaffolding gets set up high enough, it will all become clearer and clearer and that’s when the breakthrough starts. It is a rhythmic experience, or it is an experience where everything’s related to everything else and it’s all intertwined. And it’s such a fragile, delicate experience that it’s very much like music. But you could never describe it to anyone.
In 1977 you said that computers were answers in search of questions. Has that changed?
Well, the types of computers we have today are tools. They’re responders: you ask a computer to do something and it will do it. The next stage is going to be computers as “agents.” In other words, it will be as if there’s a little person inside that box who starts to anticipate what you want. Rather than help you, it will start to guide you through large amounts of information. It will almost be like you have a little friend inside that box. I think the computer as an agent will start to mature in the late '80s, early '90s.
You once talked about wanting to have a computer that could sit in a child’s playroom and be the child’s playmate.
Forget about the child—I’d like one myself! I’ve always thought it would be really wonderful to have a little box, a sort of slate that you could carry along with you. You’d get one of these things maybe when you were 10 years old, and somehow you’d turn it on and it would say, you know, “Where am I?” And you’d somehow tell it you were in California and it would say, “Oh, who are you?”
“My name’s Steven.”
“Really? How old are you?”
“I’m 10.”
“What are we doing here?”
“Well, we’re in recess and we have to go back to class.”
“What’s class?”
You’d start to teach it about yourself. And it would just keep storing all this information about you and maybe it would recognize that every Friday afternoon you like to do something special, and maybe you’d like it to help you with this routine. So about the third time it asks you: “Well, would you like me to do this for you every Friday?” You say, “Yes,” and before long it becomes an incredibly powerful helper. It goes with you everywhere you go. It knows most of the raw information in your life that you’d like to keep, but then starts to make connections between things, and one day when you’re 18 and you’ve just split up with your girlfriend it says: “You know, Steve, the same thing has happened three times in a row.”
You grew up in an odd place here, surrounded by all this technology.
Yes. The guy next door to my parents’ place was doing some of the foundation research on solar cells. Actually, I had a pretty normal childhood. It’s nice growing up here. I mean the air was very clean; it was a little like being out in the country.
As a kid, were you already conscious of some sort of social structure forming, that there were people who were in the silicon business and there were people who weren’t?
Hmmm, no. See, there wasn’t such a thing as the silicon business back in the early '60s when I was between the ages of 5 and 10. There was electronics. Silicon, as a distinct item from the whole of electronics, didn’t really occur until the '70s.
How did it affect the culture here?
Well, Silicon Valley has evolved into the heart of the electronics industry—which is the second largest industry in the world and will soon pass agriculture and become the largest. So Silicon Valley is destined to become a technological metropolis and there are pluses and minuses to that. It’s very sad in a way because this valley was probably the closest thing to the Garden of Eden at one point in time. No more.
Why?
Because now there are too many square miles of concrete and asphalt.
Does that have something to do with the ruthlessness of the business?
No.
Then was it because a lot of people realized they could make a fast buck here?
First of all, things happen in increments, right? They don’t happen all at once. But people didn’t start these companies just to make a buck. I mean they started businesses with very romantic notions. It wasn’t just money. Nobody would say to himself, “Jesus, I think next Monday my friend and I are going to start a company so we can make lots of money.”
No, but you think you’d be the same person today if your aggregate wealth consisted of one Volkswagen van?
Obviously not. But that’s sort of a meaningless question.
No, what I’m suggesting is that some people started companies because they were fascinated by the technology and a lot of other people started companies because they thought they could make a buck.
Not the really great ones.
Then what, if not money, defines the social pecking order out there?
A combination of having pioneered something significant, and having built a thriving organization. The right company, that’s very important. In other words, even though some people have come out with neat products, if their company is perceived as a sweatshop or a revolving door, it’s not considered much of a success. Remember, the role models were Hewlett and Packard. Their main achievement was that they built a company. Nobody remembers their first frequency-counter, their first audio oscillator, their first this or that. And they sell so many products now that no one person really symbolizes the company.But what does symbolize Hewlett-Packard is a revolutionary attitude toward people, a belief that people should be treated fairly, that the differentiation between labor and management should go away. And they built a company and they lived that philosophy for 35 or 40 years and that’s why they’re heroes. Hewlett and Packard started what became the Valley.
What skill do you think you have that allowed you to succeed?
Well, you know, there were probably a lot of guys out there sitting in garages who thought, “Hmmm, let’s make a computer.” Why did we succeed? I think we were very good at what we did and we surrounded ourselves by very fine people. See, one of the things you have to remember is that we started off with a very idealistic perspective—that doing something with the highest quality, doing it right the first time, would really be cheaper than having to go back and do it again. Ideas like that.
Can you be more specific?
No, because that’s as specific as you get. Just general feelings about things, without any experience to back them up. They’re not based on, say, “Gee, look what happened to Hewlett-Packard”?No, no, no. We just sort of had these feelings. We started to run the company our way and it turned out things we were doing worked. We never lost sight of how our idealism could translate into tangible results that were also acceptable in a more traditional sense.
You seem to have postured Apple’s image as the last crusade against the IBM-ization of the world.
You know, that’s not quite right. If you froze technology today, it would be like freezing the automobile in 1915: you wouldn’t have automatic transmissions, you wouldn’t have electric starters. You don’t want to see IBM freeze the standards. But the flip side of that is that this industry has matured more rapidly than any other industry in the history of business and there are suddenly things that billion-dollar class companies can do that $100 million or $10 million class companies can’t do. For example, Apple will spend the better part of $100 million this year on research and development, and will spend the better part of $100 million on advertising. Now, IBM will spend that on personal computers alone. And if IBM and Apple invest that money wisely, it will be very difficult for the $10 million or even the $100 million class companies to keep up.
Is there any company besides Apple and IBM that could keep up?
AT&T obviously could choose to invest $200 million. General Electric could obviously choose to invest $200 million. The question is will they? Will they take the risk? Do they see promise? Do they have the passion to innovate? Out here there are traffic jams at 7:30 in the morning, even though people in the Valley have this reputation of being laid back…Oh right, people work very hard here. And I think you have to differentiate between a true workaholic, and somebody who loves his work and wants to work because he gets true satisfaction and enjoyment out of it. The perfect example is the software people who don’t get in until noon but they work until two in the morning. And they like it.
Don’t you ever wake up in the morning and say to yourself, “There’s no reason for me to work another day for the rest of my life. I’ve made enough money so that I can just have a good time, do anything I want…”
Well yeah, I suppose some people say that. But the question ignores all the reasons why people do things here. The money is literally a 25 percent factor, at most. The journey is the reward. It’s not just the accomplishment of something incredible. It’s the actual doing of something incredible, day in and day out, getting the chance to participate in something really incredible. I mean that’s the feeling we’ve had. I think everyone on the Mac team would have paid to come to work every day.
I don’t say this snidely, but that’s a very easy thing for somebody to say who owns 6.9 million shares of Apple stock.
Then go ask the rest of them. Do you know how many places Burrell [Smith, Mac’s hardware designer] and Andy [Hertzfeld, the operating-system designer] could go to tomorrow if they wanted to? Sure, they have a lot of money, and they could go work anywhere else they wanted to.
But here you have a guy like Andy who spends I don’t know how many thousands of dollars renovating his kitchen, and he never cooks a meal in it!
So what? What’s the point?
Well, I’m talking about quality of life. One of the things that strikes me about Silicon Valley is that nobody seems to do anything but work.
A lot of people will probably take this analogy wrong, but there are a good number of people who would have loved to have had even the most menial job on the Manhattan Project in Los Alamos and watch those brilliant people work together for that period of time.
There are also a lot of people who want to join the Marines.
No, no. There are moments in history which are significant and to be a part of those moments is an incredible experience. In other words, there are more important things than cooking in your own kitchen.
I’m simply suggesting there’s a very interesting relationship in this Valley between work, money and personal life.
Well, I don’t know what this Valley is. I work at Apple. I’m there so many hours a day and I don’t visit other places; I’m not an expert on Silicon Valley. What I do see is a small group of people who are artists and care more about their art than they do about almost anything else. It’s more important than finding a girlfriend, it’s more important… than cooking a meal, it’s more important than joining the Marines, it’s more important than whatever. Look at the way artists work. They’re not typically the most “balanced” people in the world. Now, yes, we have a few workaholics here who are trying to escape other things, of course. But the majority of people out here have made very conscious decisions; they really have.
How quickly did you become a millionaire?
When I was 23, I had a net worth of over a million dollars. At 24, it was over $10 million, and at 25, it was over $100 million.
How did that affect the quality of your dates?
My dates? Nothing really changed, because I don’t think about it that much. The people who think about those things a lot I never meet.
Sometimes it’s got to be overwhelming to you that about 10 years ago you were at some festival on the Ganges river and now you’re running a billion-dollar corporation.
Yeah, well, OK. What do you want me to say? Give me the possible responses, I’ll pick one.
Well, I think there are an infinite number of responses. I’m simply suggesting that it somehow relates to Andy Hertzfeld never cooking a meal in his own kitchen.
I don’t know what it relates to. Andy and I are roughly the same age, right? There’s a whole set of things that neither of us has ever done before, you know: neither of us has ever been married before; neither of us has come home at 5 o’clock and hung out by the pool. I mean, there’s a whole set of things. And we’ve chosen, at least in part, to spend a large number of hours and a large amount of our energy in a different way, making a computer. Now other people make things too. Other people put their energy into having a family, which I think is wonderful—I’d love to do it myself—or they put their energy into making a career or making this or making that. We’ve put our energy into making Macintosh over the last two years, which we thought would make a difference to a group of people that we wouldn’t ever really know, but we’ll walk into classrooms and see 50 Macintoshes and we’ll feel good.
When Apple was starting up, were people always conscious of stock options?
Oh sure. Well, not as much as they are now. Apple was the first company that gave stock options to almost everybody, every engineer, every middle-level marketing guy and so on.
It strikes me that very few people cash in their chips here.
Some do and some don’t. One of the trends I’ve seen is that once things seem a little stable, once the company has made it over some critical hurdles, some of the people will sell enough of their stock to buy a house or do something which may not mean that much to them, but will mean something, let’s say, to their spouse or to their family, which hasn’t seen enough of them for the last two years. They’ll want to do something to sort of say, “Hey, you know, what I’ve been working on really has been valuable, it really has been worth it and besides my loving it, it has produced something for the family or for both of us."
A lot of analysts and venture capitalists I’ve talked to think you’re absolutely crazy to still have as much Apple stock as you have. Is it a matter of pride?
Well, it’s a lot of things. Certainly, a year ago the stuff was worth, you know, more than twice as much as it’s worth now. Last year, it decreased by about $200 million. I’m the only person I know that’s lost a quarter of a billion dollars in one year.
How does that make you feel?
It’s very character building!
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Playboy Interview: Steven Jobs (David Sheff)
Published in: Playboy
Date: Feb 1985
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.peterlewis.com%2Fwp-content%2Fuploads%2F2011%2F10%2Fsteven-jobs-interview-fs.jpeg&hash=65ebbd72f958a1710300f9fe0494f1ee9846a3da)
We survived 1984, and computers did not take over the world, though some people might find that hard to believe. If there’s any one individual who can be either blamed or praised for the proliferation of computers, you, the 29-year-old father of the computer revolution, are the prime contender. It has also made you wealthy beyond dreams—your stock was worth almost a half billion dollars at one point, wasn’t it?
I actually lost $250,000,000 in one year when the stock went down. [Laughs]
You can laugh about it?
I’m not going to let it ruin my life. Isn’t it kind of funny? You know, my main reaction to this money thing is that it’s humorous, all the attention to it, because it’s hardly the most insightful or valuable thing that’s happened to me in the past ten years. But it makes me feel old, sometimes, when I speak at a campus and I find that what students are most in awe of is the fact that I’m a millionaire. When I went to school, it was right after the Sixties and before this general wave of practical purposefulness had set in. Now students aren’t even thinking in idealistic terms, or at least nowhere near as much. They certainly are not letting any of the philosophical issues of the day take up too much of their time as they study their business majors. The idealistic wind of the Sixties was still at our backs, though, and most of the people I know who are my age have that ingrained in them forever.
It’s interesting that the computer field has made millionaires of——
Young maniacs, I know.
We were going to say guys like you and Steve Wozniak, working out of a garage only ten years ago. Just what is this revolution you two seem to have started?
We’re living in the wake of the petrochemical revolution of 100 years ago. The petrochemical revolution gave us free energy—free mechanical energy, in this case. It changed the texture of society in most ways. This revolution, the information revolution, is a revolution of free energy as well, but of another kind: free intellectual energy. It’s very crude today, yet our Macintosh computer takes less power than a 100-watt light bulb to run and it can save you hours a day. What will it be able to do ten or 20 years from now, or 50 years from now? This revolution will dwarf the petrochemical revolution. We’re on the forefront.
Maybe we should pause and get your definition of what a computer is. How do they work?
Computers are actually pretty simple. We’re sitting here on a bench in this cafe [for this part of the Interview]. Let’s assume that you understood only the most rudimentary of directions and you asked how to find the rest room. I would have to describe it to you in very specific and precise instructions. I might say, “Scoot sideways two meters off the bench. Stand erect. Lift left foot. Bend left knee until it is horizontal. Extend left foot and shift weight 300 centimeters forward …” and on and on. If you could interpret all those instructions 100 times faster than any other person in this cafe, you would appear to be a magician: You could run over and grab a milk shake and bring it back and set it on the table and snap your fingers, and I’d think you made the milk shake appear, because it was so fast relative to my perception. That’s exactly what a computer does. It takes these very, very simple-minded instructions—”Go fetch a number, add it to this number, put the result there, perceive if it’s greater than this other number”—but executes them at a rate of, let’s say, 1,000,000 per second. At 1,000,000 per second, the results appear to be magic. That’s a simple explanation, and the point is that people really don’t have to understand how computers work. Most people have no concept of how an automatic transmission works, yet they know how to drive a car. You don’t have to study physics to understand the laws of motion to drive a car. You don’t have to understand any of this stuff to use Macintosh—but you asked [laughs].
Obviously, you believe that computers are going to change our personal lives, but how would you persuade a skeptic? A holdout?
A computer is the most incredible tool we’ve ever seen. It can be a writing tool, a communications center, a supercalculator, a planner, a filer and an artistic instrument all in one, just by being given new instructions, or software, to work from. There are no other tools that have the power and versatility of a computer. We have no idea how far it’s going to go. Right now, computers make our lives easier. They do work for us in fractions of a second that would take us hours. They increase the quality of life, some of that by simply automating drudgery and some of that by broadening our possibilities. As things progress, they’ll be doing more and more for us.
How about some concrete reasons to buy a computer today? An executive in your industry recently said, “We’ve given people computers, but we haven’t shown them what to do with them. I can balance my checkbook faster by hand than on my computer.” Why should a person buy a computer?
There are different answers for different people. In business, that question is easy to answer: You really can prepare documents much faster and at a higher quality level, and you can do many things to increase office productivity. A computer frees people from much of the menial work. Besides that, you are giving them a tool that encourages them to be creative. Remember, computers are tools. Tools help us do our work better. In education, computers are the first thing to come along since books that will sit there and interact with you endlessly, without judgment. Socratic education isn’t available anymore, and computers have the potential to be a real breakthrough in the educational process when used in conjunction with enlightened teachers. We’re in most schools already.
Those are arguments for computers in business and in schools, but what about the home?
So far, that’s more of a conceptual market than a real market. The primary reasons to buy a computer for your home now are that you want to do some business work at home or you want to run educational software for yourself or your children. If you can’t justify buying a computer for one of those two reasons, the only other possible reason is that you just want to be computer literate. You know there’s something going on, you don’t exactly know what it is, so you want to learn. This will change: Computers will be essential in most homes.
What will change?
The most compelling reason for most people to buy a computer for the home will be to link it into a nationwide communications network. We’re just in the beginning stages of what will be a truly remarkable breakthrough for most people—as remarkable as the telephone.
Specifically, what kind of breakthrough are you talking about?
I can only begin to speculate. We see that a lot in our industry: You don’t know exactly what’s going to result, but you know it’s something very big and very good.
Then for now, aren’t you asking home-computer buyers to invest $3000 in what is essentially an act of faith?
In the future, it won’t be an act of faith. The hard part of what we’re up against now is that people ask you about specifics and you can’t tell them. A hundred years ago, if somebody had asked Alexander Graham Bell, “What are you going to be able to do with a telephone?” he wouldn’t have been able to tell him the ways the telephone would affect the world. He didn’t know that people would use the telephone to call up and find out what movies were playing that night or to order some groceries or call a relative on the other side of the globe. But remember that first the public telegraph was inaugurated, in 1844. It was an amazing breakthrough in communications. You could actually send messages from New York to San Francisco in an afternoon. People talked about putting a telegraph on every desk in America to improve productivity. But it wouldn’t have worked. It required that people learn this whole sequence of strange incantations, Morse code, dots and dashes, to use the telegraph. It took about 40 hours to learn. The majority of people would never learn how to use it. So, fortunately, in the 1870s, Bell filed the patents for the telephone. It performed basically the same function as the telegraph, but people already knew how to use it. Also, the neatest thing about it was that besides allowing you to communicate with just words, it allowed you to sing.
Meaning what?
It allowed you to intone your words with meaning beyond the simple linguistics. And we’re in the same situation today. Some people are saying that we ought to put an IBM PC on every desk in America to improve productivity. It won’t work. The special incantations you have to learn this time are “slash q-zs” and things like that. The manual for WordStar, the most popular word-processing program, is 400 pages thick. To write a novel, you have to read a novel—one that reads like a mystery to most people. They’re not going to learn slash q-z any more than they’re going to learn Morse code. That is what Macintosh is all about. It’s the first “telephone” of our industry. And, besides that, the neatest thing about it, to me, is that the Macintosh lets you sing the way the telephone did. You don’t simply communicate words, you have special print styles and the ability to draw and add pictures to express yourself.
Is that really significant or is it simply a novelty? The Macintosh has been called “the world’s most expensive Etch A Sketch” by at least one critic.
It’s as significant as the difference between the telephone and the telegraph. Imagine what you could have done if you had this sophisticated an Etch A Sketch when you were growing up. But that’s only a small part of it. Not only can it help you increase your productivity and your creativity enormously, but it also allows us to communicate more efficiently by using pictures and graphs as well as words and numbers.
Most computers use key strokes to enter instructions, but Macintosh replaces many of them with something called a mouse—a little box that is rolled around on your desk and guides a pointer on your computer screen. It’s a big change for people used to keyboards. Why the mouse?
If I want to tell you there is a spot on your shirt, I’m not going to do it linguistically: “There’s a spot on your shirt 14 centimeters down from the collar and three centimeters to the left of your button.” If you have a spot—”There!” [He points]—I’ll point to it. Pointing is a metaphor we all know. We’ve done a lot of studies and tests on that, and it’s much faster to do all kinds of functions, such as cutting and pasting, with a mouse, so it’s not only easier to use but more efficient.
How long did it take to develop Macintosh?
It was more than two years on the computer itself. We had been working on the technology behind it for years before that. I don’t think I’ve ever worked so hard on something, but working on Macintosh was the neatest experience of my life. Almost everyone who worked on it will say that. None of us wanted to release it at the end. It was as though we knew that once it was out of our hands, it wouldn’t be ours anymore. When we finally presented it at the shareholders’ meeting, everyone in the auditorium stood up and gave it a five-minute ovation. What was incredible to me was that I could see the Mac team in the first few rows. It was as though none of us could believe that we’d actually finished it. Everyone started crying.
We were warned about you: Before this Interview began, someone said we were “about to be snowed by the best.”
[Smiling] We’re just enthusiastic about what we do.
But considering that enthusiasm, the multimillion-dollar ad campaigns and your own ability to get press coverage, how does the consumer know what’s behind the hype?
Ad campaigns are necessary for competition; IBM’s ads are everywhere. But good PR educates people; that’s all it is. You can’t con people in this business. The products speak for themselves.
Aside from some of the recurrent criticisms—that the mouse is inefficient, that the Macintosh screen is only black and white—the most serious charge is that Apple overprices its products. Do you care to answer any or all?
We’ve done studies that prove that the mouse is faster than traditional ways of moving through data or applications. Someday we may be able to build a color screen for a reasonable price. As to overpricing, the start-up of a new product makes it more expensive than it will be later. The more we can produce, the lower the price will get——
That’s what critics charge you with: hooking the enthusiasts with premium prices, then turning around and lowering your prices to catch the rest of the market.
That’s simply untrue. As soon as we can lower prices, we do. It’s true that our computers are less expensive today than they were a few years ago, or even last year. But that’s also true of the IBM PC. Our goal is to get computers out to tens of millions of people, and the cheaper we can make them, the easier it’s going to be to do that. I’d love it if Macintosh cost $1000.
How about people who bought Lisa and Apple III, the two computers you released prior to Macintosh? You’ve left them with incompatible, out-of-date products.
If you want to try that one, add the people who bought the IBM PCs or the PCjrs to that list, too. As far as Lisa is concerned, since some of its technology was used in the Macintosh, it can now run Macintosh software and is being seen as a big brother to Macintosh; though it was unsuccessful at first, our sales of Lisa are going through the roof. We’re also still selling more than 2000 Apple IIIs a month—more than half to repeat buyers. The over-all point is that new technology will not necessarily replace old technology, but it will date it. By definition. Eventually, it will replace it. But it’s like people who had black-and-white TVs when color came out. They eventually decided whether or not the new technology was worth the investment.
At the rate things are changing, won’t Mac itself be out of date within a few years?
Before Macintosh, there were two standards: Apple II and IBM PC. Those two standards are like rivers carved in the rock bed of a canyon. It’s taken years to carve them—seven years to carve the Apple II and four years to carve the IBM. What we have done with Macintosh is that in less than a year, through the momentum of the revolutionary aspects of the product and through every ounce of marketing that we have as a company, we have been able to blast a third channel through that rock and make a third river, a third standard. In my opinion, there are only two companies that can do that today, Apple and IBM. Maybe that’s too bad, but to do it right now is just a monumental effort, and I don’t think that Apple or IBM will do that in the next three or four years. Toward the end of the Eighties, we may be seeing some new things.
And in the meantime?
The developments will be in making the products more and more portable, networking them, getting out laser printers, getting out shared data bases, getting out more communications ability, maybe the merging of the telephone and the personal computer.
You have a lot riding on this one. Some people have said that Macintosh will make or break Apple. After Lisa and Apple III, Apple stock plummeted and the industry speculated that Apple might not survive.
Yeah, we felt the weight of the world on our shoulders. We knew that we had to pull the rabbit out of the hat with Macintosh, or else we’d never realize the dreams we had for either the products or the company.
How serious was it? Was Apple near bankruptcy?
No, no, no. In fact, 1983, when all these predictions were being made, was a phenomenally successful year for Apple. We virtually doubled in size in 1983. We went from $583,000,000 in 1982 to something like $980,000,000 in sales. It was almost all Apple II-related. It just didn’t live up to our expectations. If Macintosh weren’t a success, we probably would have stayed at something like a billion dollars a year, selling Apple IIs and versions of it.
Then what was behind the talk last year that Apple had had it?
IBM was coming on very, very strong, and the momentum was switching to IBM. The software developers were moving to IBM. The dealers were talking more and more of IBM. It became clear to all of us who worked on Macintosh that it was just gonna blow the socks off the industry, that it was going to redefine the industry. And that’s exactly what it had to do. If Macintosh hadn’t been successful, then I should have just thrown in the towel, because my vision of the whole industry would have been totally wrong.
Apple III was supposed to have been your souped-up Apple II, but it has been a failure since it was launched, four years ago. You recalled the first 14,000, and even the revised Apple III never took off. How much was lost on Apple III?
Infinite, incalculable amounts. I think if the III had been more successful, IBM would have had a much harder time entering the market place. But that’s life. I think we emerged from that experience much stronger.
Yet when Lisa came out, it, too, was a relative failure in the market place. What went wrong?
First of all, it was too expensive—about ten grand. We had gotten Fortune 500-itis, trying to sell to those huge corporations, when our roots were selling to people. There were other problems: late shipping; the software didn’t come together in the end as well as we hoped and we lost a lot of momentum. And IBM’s coming on very strong, coupled with our being about six months late, coupled with the price’s being too high, plus another strategic mistake we made—deciding to sell Lisa only through about 150 dealers, which was absolutely foolish on our part—meant it was a very costly mistake. We decided to hire people we thought were marketing and management experts. Not a bad idea, but unfortunately, this was such a new business that the things the so-called professionals knew were almost detriments to their success in this new way of looking at business.
Was that a reflection of insecurity on your part—”This thing has gotten big and now we’re playing hardball; I better bring in some real pros”?
Remember, we were 23, 24 and 25 years old. We had never done any of this before, so it seemed like a good thing to do.
Were most of those decisions, good and bad, yours?
We tried never to have one person make all the decisions. There were three people running the company at that time: Mike Scott, Mike Markkula and myself. Now it’s John Sculley [Apple's president] and myself. In the early days, if there was a disagreement, I would generally defer my judgment to some of the other people who had more experience than I had. In many cases, they were right. In some important cases, if we had gone my way, we would have done better.
You wanted to run the Lisa division. Markkula and Scott, who were, in effect, your bosses, even though you had a hand in hiring them, didn’t feel you were capable, right?
After setting up the framework for the concepts and finding the key people and sort of setting the technical directions, Scotty decided I didn’t have the experience to run the thing. It hurt a lot. There’s no getting around it.
Did you feel you were losing Apple?
There was a bit of that, I guess, but the thing that was harder for me was that they hired a lot of people in the Lisa group who didn’t share the vision we originally had. There was a big conflict in the Lisa group between the people who wanted, in essence, to build something like Macintosh and the people hired from Hewlett-Packard and other companies who brought with them a perspective of larger machines, corporate sales. I just decided that I was going to go off and do that myself with a small group, sort of go back to the garage, to design the Macintosh. They didn’t take us very seriously. I think Scotty was just sort of humoring me.
But this was the company that you founded. Weren’t you resentful?
You can never resent your kid.
Even when your kid tells you to Sorry off?
I wouldn’t feel resentment. I’d feel great sorrow about it and I’d be frustrated, which I was. But I got the best people who were at Apple, because I thought that if we didn’t do that, we’d be in real trouble. Of course, it was those people who came up with Macintosh. [Shrugs] Look at Mac.
That verdict is far from in. In fact, you ushered in the Mac with a lot of the same fanfare that preceded the Lisa, and the Lisa failed initially.
It’s true: We expressed very high hopes for Lisa and we were wrong. The hardest thing for us was that we knew Macintosh was coming, and Macintosh seemed to overcome every possible objection to Lisa. As a company, we would be getting back to our roots—selling computers to people, not corporations. We went off and built the most insanely great computer in the world.
Does it take insane people to make insanely great things?
Actually, making an insanely great product has a lot to do with the process of making the product, how you learn things and adopt new ideas and throw out old ideas. But, yeah, the people who made Mac are sort of on the edge.
What’s the difference between the people who have insanely great ideas and the people who pull off those insanely great ideas?
Let me compare it with IBM. How come the Mac group produced Mac and the people at IBM produced the PCjr? We think the Mac will sell zillions, but we didn’t build Mac for anybody else. We built it for ourselves. We were the group of people who were going to judge whether it was great or not. We weren’t going to go out and do market research. We just wanted to build the best thing we could build. When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.
Are you saying that the people who made the PCjr don’t have that kind of pride in the product?
If they did, they wouldn’t have turned out the PCjr. It seems clear to me that they were designing that on the basis of market research for a specific market segment, for a specific demographic type of customer, and they hoped that if they built this, lots of people would buy them and they’d make lots of money. Those are different motivations. The people in the Mac group wanted to build the greatest computer that has ever been seen.
Why is the computer field dominated by people so young? The average age of Apple employees is 29.
It’s often the same with any new, revolutionary thing. People get stuck as they get older. Our minds are sort of electrochemical computers. Your thoughts construct patterns like scaffolding in your mind. You are really etching chemical patterns. In most cases, people get stuck in those patterns, just like grooves in a record, and they never get out of them. It’s a rare person who etches grooves that are other than a specific way of looking at things, a specific way of questioning things. It’s rare that you see an artist in his 30s or 40s able to really contribute something amazing. Of course, there are some people who are innately curious, forever little kids in their awe of life, but they’re rare.
A lot of guys in their 40s are going to be real pleased with you. Let’s move on to the other thing that people talk about when they mention Apple—the company, not the computer. You feel a similar sense of mission about the way things are run at Apple, don’t you?
I do feel there is another way we have an effect on society besides our computers. I think Apple has a chance to be the model of a Fortune 500 company in the late Eighties and early Nineties. Ten to 15 years ago, if you asked people to make a list of the five most exciting companies in America, Polaroid and Xerox would have been on everyone’s list. Where are they now? They would be on no one’s list today. What happened? Companies, as they grow to become multibillion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do.What happens in most companies is that you don’t keep great people under working environments where individual accomplishment is discouraged rather than encouraged. The great people leave and you end up with mediocrity. I know, because that’s how Apple was built. Apple is an Ellis Island company. Apple is built on refugees from other companies. These are the extremely bright individual contributors who were troublemakers at other companies. You know, Dr. Edwin Land was a troublemaker. He dropped out of Harvard and founded Polaroid. Not only was he one of the great inventors of our time but, more important, he saw the intersection of art and science and business and built an organization to reflect that. Polaroid did that for some years, but eventually Dr. Land, one of those brilliant troublemakers, was asked to leave his own company—which is one of the dumbest things I’ve ever heard of. So Land, at 75, went off to spend the remainder of his life doing pure science, trying to crack the code of color vision. The man is a national treasure. I don’t understand why people like that can’t be held up as models: This is the most incredible thing to be—not an astronaut, not a football player—but this. Anyway, one of our biggest challenges, and the one I think John Sculley and I should be judged on in five to ten years, is making Apple an incredibly great ten- or 20-billion-dollar company. Will it still have the spirit it does today? We’re charting new territory. There are no models that we can look to for our high growth, for some of the new management concepts we have. So we’re having to find our own way.
If Apple is really that kind of company, then why the projected twenty-fold growth? Why not stay relatively small?
The way it’s going to work out is that in our business, in order to continue to be one of the major contributors, we’re going to have to be a ten-billion-dollar company. That growth is required for us to keep up with the competition. Our concern is how we become that, rather than the dollar goal, which is meaningless to us. At Apple, people are putting in 18-hour days. We attract a different type of person—a person who doesn’t want to wait five or ten years to have someone take a giant risk on him or her. Someone who really wants to get in a little over his head and make a little dent in the universe. We are aware that we are doing something significant. We’re here at the beginning of it and we’re able to shape how it goes. Everyone here has the sense that right now is one of those moments when we are influencing the future. Most of the time, we’re taking things. Neither you nor I made the clothes we wear; we don’t make the food or grow the foods we eat; we use a language that was developed by other people; we use another society’s mathematics. Very rarely do we get a chance to put something back into that pool. I think we have that opportunity now. And no, we don’t know where it will lead. We just know there’s something much bigger than any of us here.
You’ve said that the business market is crucial for you to conquer with Macintosh. Can you beat IBM at work?
Yes. The business market has several sectors. Rather than just thinking of the Fortune 500, which is where IBM is strongest, I like to think of the Fortune 5,000,000 or 14,000,000. There are 14,000,000 small businesses in this country. I think that the vast group of people who need to be computerized includes that large number of medium and small businesses. We’re going to try to be able to bring some meaningful solutions to them in 1985.
How?
Our approach is to think of them not as businesses but as collections of people. We want to qualitatively change the way people work. We don’t just want to help them do word processing faster or add numbers faster. We want to change the way they can communicate with one another. We’re seeing five-page memos get compressed to one-page memos because we can use a picture to express the key concept. We’re seeing less paper flying around and more quality of communication. And it’s more fun. There’s always been this myth that really neat, fun people at home all of a sudden have to become very dull and boring when they come to work. It’s simply not true. If we can inject that liberal-arts spirit into the very serious realm of business, I think it will be a worthwhile contribution. We can’t even conceive of how far it will go.
But in the business market, you’re fighting the IBM name as much as anything. People associate IBM with stability and efficiency. The new entry in the computer field, A.T.&T., has that one up on you, too. Apple is a relatively young and untested company, particularly in the eyes of corporations that might be customers.
It’s Macintosh’s job to really penetrate the business market place. IBM focuses on the top down, the mainframe centric approach to selling in businesses. If we are going to be successful, we’ve got to approach this from a grass-roots point of view. To use networking as an example, rather than focusing on wiring up whole companies, as IBM is doing, we’re going to focus on the phenomenon of the small work group.
One of the experts in the field says that for this industry to really flourish, and for it to benefit the consumer, one standard has to prevail.
That’s simply untrue. Insisting that we need one standard now is like saying that they needed one standard for automobiles in 1920. There would have been no innovations such as the automatic transmission, power steering and independent suspension if they believed that. The last thing we want to do is freeze technology. With computers, Macintosh is revolutionary. There is no question that Macintosh’s technology is superior to IBM’s. There is a clear need for an alternative to IBM.
Was any of your decision not to become compatible with IBM based on the fact that you didn’t want to knuckle under to IBM? One critic says that the reason Mac isn’t IBM-compatible is mere arrogance—that “Steve Jobs was saying ‘Sorry you’ to IBM.”
It wasn’t that we had to express our manhood by being different, no.
Then why were you?
The main thing is very simply that the technology we developed is superior. It could not be this good if we became compatible with IBM. Of course, it’s true that we don’t want IBM to dominate this industry. A lot of people thought we were nuts for not being IBM-compatible, for not living under IBM’s umbrella. There were two key reasons we chose to bet our company on not doing that: The first was that we thought—and I think as history is unfolding, we’re being proved correct—that IBM would fold its umbrella on the companies making compatible computers and absolutely crush them. Second and more important, we did not go IBM-compatible because of the product vision that drives this company. We think that computers are the most remarkable tools that humankind has ever come up with, and we think that people are basically tool users. So if we can just get lots of computers to lots of people, it will make some qualitative difference in the world. What we want to do at Apple is make computers into appliances and get them to tens of millions of people. That’s simply what we want to do. And we couldn’t do that with the current IBM-generation type of technology. So we had to do something different. That’s why we came up with the Macintosh.
From 1981 to 1983, your share of the personal-computer sales slipped from 29 percent to 23 percent. IBM’s part has grown from three percent to 28 percent in the same time. How do you fight the numbers?
We’ve never worried about numbers. In the market place, Apple is trying to focus the spotlight on products, because products really make a difference. IBM is trying to focus the spotlight on service, support, security, mainframes and motherhood. Now, Apple’s key observation three years ago was that when you’re shipping 10,000,000 computers a year, even IBM does not have enough mothers to ship one with every computer. So you’ve got to build motherhood into the computer. And that’s a big part of what Macintosh is all about. All these things show that it really is coming down to just Apple and IBM. If, for some reason, we make some giant mistakes and IBM wins, my personal feeling is that we are going to enter sort of a computer Dark Ages for about 20 years. Once IBM gains control of a market sector, they almost always stop innovation. They prevent innovation from happening.
Why?
Look at this example: Frito-Lay is a very interesting company. They call on more than half a million accounts a week. There’s a Frito-Lay rack in each store, and the chips are all there, and every store’s got the identical rack and the big ones have multiples. For Frito-Lay, the biggest problem is stale product—bad chips, so to speak. For Frito-Lay’s service, they’ve got, like, 10,000 guys who run around and take out the stale product and replace it with good product. They talk to the manager of that department and they make sure everything’s fine. Because of that service and support, they now have more than an 80 percent share of every segment of chips that they’re in. Nobody else can break into that. As long as they keep doing what they do well, nobody else can get 80 percent of the market share, because they can’t get the sales and support staff. They can’t get it because they can’t afford it. They can’t afford it because they don’t have 80 percent of the market share. It’s catch-22. Nobody will ever be able to break into their franchise. Frito-Lay doesn’t have to innovate very much. They just watch all the little chip companies come out with something new, study it for a year, and a year or two years later they come out with their own, service and support it to death, and they’ve got 80 percent of the market share of the new product a year later. IBM is playing exactly the same game. If you look at the mainframe market place, there’s been virtually zero innovation since IBM got dominant control of that market place 15 years ago. They are going to do the same thing in every other sector of the computer market place if they can get away with it. The IBM PC fundamentally brought no new technology to the industry at all. It was just repackaging and slight extension of Apple II technology, and they want it all. They absolutely want it all. This market place is coming down to the two of us, whether we like it or not. I don’t particularly like it, but it’s coming down to Apple and IBM.
How can you say that about an industry that’s changing so fast? Macintosh is the hot new thing right now, but will it still be in two years? Aren’t you competing with your own philosophy? Just as you’re after IBM, aren’t there small computer companies coming after Apple?
In terms of supplying the computer itself, it’s coming down to Apple and IBM. And I don’t think there are going to be a lot of third- and fourth-place companies, much less sixth- or seventh-place companies. Most of the new, innovative companies are focusing on the software. I think there will be lots of innovation in the areas of software but not in hardware.
IBM might say the same thing about hardware, but you’re not about to let it get away with that. Why is your point any different?
I think that the scale of the business has gotten large enough so that it’s going to be very difficult for anyone to successfully launch anything new.
No more billion-dollar companies hatched in garages?
No, I’m afraid not in computers. And this puts a responsibility on Apple, because if there’s going to be innovation in this industry, it’ll come from us. It’s the only way we can compete with them. If we go fast enough, they can’t keep up.
When do you think IBM will finally, as you put it, fold the umbrella on the companies making IBM-compatible computers?
There may be some imitators left in the $100,000,000-to-$200,000,000 range, but being a $200,000,000 company is going to mean you are struggling for your life, and that’s not really a position from which to innovate. Not only do I think IBM will do away with its imitators by providing software they can’t provide, I think eventually it will come up with a new standard that won’t even be compatible with what it’s making now—because it is to limiting.
Which is exactly what you’ve done at Apple. If a person owns software for the Apple II, he can’t run it on the Macintosh.
That’s right. Mac is altogether new. We knew that we could reach the early innovators with current-generation technology—Apple II, IBM PC—because they’d stay up all night learning how to use their computer. But we’d never reach the majority of people. If we were really going to get computers to tens of millions of people, we needed a technology that would make the thing radically easier to use and more powerful at the same time, so we had to make a break. We just had to do it. We wanted to make sure it was great, because it may be the last chance that any of us get to make a clean break. And I’m very happy with the way Macintosh turned out. It will prove a really solid foundation for the next ten years.
Let’s go back to the predecessors of the Lisa and the Mac, to the beginning. How influential were your parents in your interest in computers?
They encouraged my interests. My father was a machinist, and he was a sort of genius with his hands. He can fix anything and make it work and take any mechanical thing apart and get it back together. That was my first glimpse of it. I started to gravitate more toward electronics, and he used to get me things I could take apart and put back together. He was transferred to Palo Alto when I was five. That’s how we ended up in the Valley.
You had been adopted, hadn’t you? How much of a factor in your life was that?
You don’t ever really know, do you?
Did you try to find your biological parents?
I think it’s quite a natural curiosity for adopted people to want to understand where certain traits come from. But I’m mostly an environmentalist. I think the way you are raised and your values and most of your world view come from the experiences you had as you grew up. But some things aren’t accounted for that way. I think it’s quite natural to have a curiosity about it. And I did.
Were you successful in trying to find your natural parents?
That’s one area I really don’t want to talk about.
The valley your parents moved to has since come to be known as Silicon Valley. What was it like growing up there?
It was the suburbs. It was like most suburbs in the U.S.: I grew up on a block with lots of kids. My mother taught me to read before I went to school, so I was pretty bored in school, and I turned into a little terror. You should have seen us in third grade. We basically destroyed our teacher. We would let snakes loose in the classroom and explode bombs. Things changed in the fourth grade, though. One of the saints in my life is this woman named Imogene Hill, who was a fourth-grade teacher who taught this advanced class. She got hip to my whole situation in about a month and kindled a passion in me for learning things. I learned more that year than I think I learned in any year in school. They wanted to put me in high school after that year, but my parents very wisely wouldn’t let them.
But location had something to do with your interests, didn’t it? How did Silicon Valley come to be?
The Valley is positioned strategically between two great universities, Berkeley and Stanford. Both of those universities attract not only lots of students but very good students and ones from all over the United States. They come here and fall in love with the area and they stay here. So there is a constant influx of new, bright human resources. Before World War Two, two Stanford graduates named Bill Hewlett and Dave Packard created a very innovative electronics company—Hewlett-Packard. Then the transistor was invented in 1948 by Bell Telephone Laboratories. One of the three coinventors of the transistor, William Shockley, decided to return to his home town of Palo Alto to start a little company called Shockley Labs or something. He brought with him about a dozen of the best and brightest physicists and chemists of his day. Little by little, people started breaking off and forming competitive companies, like those flowers or weeds that scatter seeds in hundreds of directions when you blow on them. And that’s why the Valley is here today.
What was your introduction to computers?
A neighbor down the block named Larry Lang was an engineer at Hewlett-Packard. He spent a lot of time with me, teaching me stuff. The first computer I ever saw was at Hewlett-Packard. They used to invite maybe ten of us down every Tuesday night and give us lectures and let us work with a computer. I was maybe 12 the first time. I remember the night. They showed us one of their new desktop computers and let us play on it. I wanted one badly.
What was it about it that interested you? Did you have a sense of its potential?
It wasn’t anything like that. I just thought they were neat. I just wanted to mess around with one.
You went to work for Hewlett-Packard. How did that happen?
When I was 12 or 13, I wanted to build something and I needed some parts, so I picked up the phone and called Bill Hewlett—he was listed in the Palo Alto phone book. He answered the phone and he was real nice. He chatted with me for, like, 20 minutes. He didn’t know me at all, but he ended up giving me some parts and he got me a job that summer working at Hewlett-Packard on the line, assembling frequency counters. Assembling may be too strong. I was putting in screws. It didn’t matter; I was in heaven. I remember my first day, expressing my complete enthusiasm and bliss at being at Hewlett-Packard for the summer to my supervisor, a guy named Chris, telling him that my favorite thing in the whole world was electronics. I asked him what his favorite thing to do was and he looked at me and said, “To Sorry!” [Laughs] I learned a lot that summer.
At what point did you meet Steve Wozniak?
I met Woz when I was 13, at a friend’s garage. He was about 18. He was, like, the first person I met who knew more electronics than I did at that point. We became good friends, because we shared an interest in computers and we had a sense of humor. We pulled all kinds of pranks together.
For instance?
[Grins] Normal stuff. Like making a huge flag with a giant one of these on it [gives the finger]. The idea was that we would unfurl it in the middle of a school graduation. Then there was the time Wozniak made something that looked and sounded like a bomb and took it to the school cafeteria. We also went into the blue-box business together.
Those were illegal devices that allowed free long-distance phone calls, weren’t they?
Mm-hm. The famous story about the boxes is when Woz called the Vatican and told them he was Henry Kissinger. They had someone going to wake the Pope up in the middle of the night before they figured out it wasn’t really Kissinger.
Did you get into trouble for any of those things?
Well, I was thrown out of school a few times.
Were you then, or have you ever been, a computer nerd?
I wasn’t completely in any one world for too long. There was so much else going on. Between my sophomore and junior years, I got stoned for the first time; I discovered Shakespeare, Dylan Thomas and all that classic stuff. I read Moby Dick and went back as a junior taking creative-writing classes. By the time I was a senior, I’d gotten permission to spend about half my time at Stanford, taking classes.
Was Wozniak obsessed at certain periods?
[Laughs] Yes, but not just with computers. I think Woz was in a world that nobody understood. No one shared his interests, and he was a little ahead of his time. It was very lonely for him. He’s driven from inner sights rather than external expectations of him, so he survived OK. Woz and I are different in most ways, but there are some ways in which we’re the same, and we’re very close in those ways. We’re sort of like two planets in their own orbits that every so often intersect. It wasn’t just computers, either. Woz and I very much liked Bob Dylan’s poetry, and we spent a lot of time thinking about a lot of that stuff. This was California. You could get LSD fresh made from Stanford. You could sleep on the beach at night with your girlfriend. California has a sense of experimentation and a sense of openness—openness to new possibilities. Besides Dylan, I was interested in Eastern mysticism, which hit the shores at about the same time. When I went to college at Reed, in Oregon, there was a constant flow of people stopping by, from Timothy Leary and Richard Alpert to Gary Snyder. There was a constant flow of intellectual questioning about the truth of life. That was a time when every college student in this country read Be Here Now and Diet for a Small Planet—there were about ten books. You’d be hard pressed to find those books on too many college campuses today. I’m not saying it’s better or worse; it’s just different—very different. In Search of Excellence [the book about business practices] has taken the place of Be Here Now.
In retrospect, how did that influence what you’re doing now?
The whole period had a huge influence. As it was clear that the Sixties were over, it was also clear that a lot of the people who had gone through the Sixties ended up not really accomplishing what they set out to accomplish, and because they had thrown their discipline to the wind, they didn’t have much to fall back on. Many of my friends have ended up ingrained with the idealism of that period but also with a certain practicality, a cautiousness about ending up working behind the counter in a natural-food store when they are 45, which is what they saw happen to some of their older friends. It’s not that that is bad in and of itself, but it’s bad if that’s not what you really wanted to do.
After Reed, you returned to Silicon Valley and answered a now-famous ad that boasted, “Have fun and make money.”
Right. I decided I wanted to travel, but I was lacking the necessary funds. I came back down to get a job. I was looking in the paper and there was this ad that said, yes, “Have fun and make money.” I called. It was Atari. I had never had a job before other than the one when I was a kid. By some stroke of luck, they called me up the next day and hired me.
That must have been at Atari’s earliest stage.
I was, like, employee number 40. It was a very small company. They had made Pong and two other games. My first job was helping a guy named Don work on a basketball game, which was a disaster. There was this basketball game, and somebody was working on a hockey game. They were trying to model all their games after simple field sports at that time, because Pong was such a success.
You never lost sight of the reason for the job: to earn money so you could travel.
Atari had shipped a bunch of games to Europe and they had some engineering defects in them, and I figured out how to fix them, but it was necessary for somebody to go over there and actually do the fixing. I volunteered to go and asked to take a leave of absence when I was there. They let me do it. I ended up in Switzerland and moved from Zurich to New Delhi. I spent some time in India.
Where you shaved your head.
That’s not quite the way it happened. I was walking around in the Himalayas and I stumbled onto this thing that turned out to be a religious festival. There was a baba, a holy man, who was the holy man of this particular festival, with his large group of followers. I could smell good food. I hadn’t been fortunate enough to smell good food for a long time, so I wandered up to pay my respects and eat some lunch. For some reason, this baba, upon seeing me sitting there eating, immediately walked over to me and sat down and burst out laughing. He didn’t speak much English and I spoke a little Hindi, but he tried to carry on a conversation and he was just rolling on the ground with laughter. Then he grabbed my arm and took me up this mountain trail. It was a little funny, because here were hundreds of Indians who had traveled for thousands of miles to hang out with this guy for ten seconds and I stumble in for something to eat and he’s dragging me up this mountain path. We get to the top of this mountain half an hour later and there’s this little well and pond at the top of this mountain, and he dunks my head in the water and pulls out a razor from his pocket and starts to shave my head. I’m completely stunned. I’m 19 years old, in a foreign country, up in the Himalayas, and here is this bizarre Indian baba who has just dragged me away from the rest of the crowd, shaving my head atop this mountain peak. I’m still not sure why he did it.
What did you do when you came back?
Coming back was more of a culture shock than going. Well, Atari called me up and wanted me to go back to work there. I didn’t really want to, but eventually they persuaded me to go back as a consultant. Wozniak and I were hanging out. He took me to some Homebrew Computer Club meetings, where computer hobbyists compared notes and stuff. I didn’t find them all that exciting, but some of them were fun. Wozniak went religiously.
What was the thinking about computers then? Why were you interested?
The clubs were based around a computer kit called the Altair. It was so amazing to all of us that somebody had actually come up with a way to build a computer you could own yourself. That had never been possible. Remember, when we were in high school, neither of us had access to a computer mainframe. We had to drive somewhere and have some large company take a benevolent attitude toward us and let us use the computer. But now, for the first time, you could actually buy a computer. The Altair was a kit that came out around 1975 and sold for less than $400. Even though it was relatively inexpensive, not everyone could afford one. That’s how the computer clubs started. People would band together and eventually become a club.
What would you do with your makeshift computers?
At that time, there were no graphics. It was all alphanumerics, and I used to be fascinated with the programming, simple programming. On the very early versions of computer kits, you didn’t even type; you threw switches that signaled characters.
The Altair, then, presented the concept of a home computer.
It was just sort of a computer that you could own. They really didn’t know what to do with it. The first thing that they did was to put languages on it, so you could write some programs. People didn’t start to apply them for practical things until a year or two later, and then it was simple things, like bookkeeping.
And you decided you could do the Altair one better.
It sort of just happened. I was working a lot at Atari at night and I used to let Woz in. Atari put out a game called Gran Track, the first driving game with a steering wheel to drive it. Woz was a Gran Track addict. He would put great quantities of quarters into these games to play them, so I would just let him in at night and let him onto the production floor and he would play Gran Track all night long. When I came up against a stumbling block on a project, I would get Woz to take a break from his road rally for ten minutes and come and help me. He puttered around on some things, too. And at one point, he designed a computer terminal with video on it. At a later date, he ended up buying a microprocessor and hooking it up to the terminal and made what was to become the Apple I. Woz and I laid out the circuit board ourselves. That was basically it.
Again, the idea was just to do it?
Yeah, sure. And to be able to show it off to your friends.
What triggered the next step—manufacturing and selling them to make money?
Woz and I raised $1300 by selling my VW bus and his Hewlett-Packard calculator to finance them. A guy who started one of the first computer stores told us he could sell them if we could make them. It had not dawned on us until then.
How did you and Wozniak work together?
He designed most of it. I helped on the memory part and I helped when we decided to turn it into a product. Woz isn’t great at turning things into products, but he’s really a brilliant designer.
The Apple I was for hobbyists?
Completely. We sold only about 150 of them, ever. It wasn’t that big a deal, but we made about $95,000 and I started to see it as a business besides something to do. Apple I was just a printed circuit board. There was no case, there was no power supply; it wasn’t much of a product yet. It was just a printed circuit board. You had to go out and buy transformers for it. You had to buy your own keyboard [laughs].
Did you and Wozniak have a vision once things started rolling? Were you both thinking about how big it could get and how computers would be able to change the world?
No, not particularly. Neither of us had any idea that this would go anywhere. Woz is motivated by figuring things out. He concentrated more on the engineering and proceeded to do one of his most brilliant pieces of work, which was the disk drive, another key engineering feat that made the Apple II a possibility. I was trying to build the company—trying to find out what a company was. I don’t think it would have happened without Woz and I don’t think it would have happened without me.
What happened to the partnership as time went on?
The main thing was that Woz was never really interested in Apple as a company. He was just sort of interested in getting the Apple II on a printed circuit board so he could have one and be able to carry it to his computer club without having the wires break on the way. He had done that and decided to go on to other things. He had other ideas.
Such as the US Festival rock concert and computer show, where he lost something like $10,000,000.
Well, I thought the US Festival was a little crazy, but Woz believed very strongly in it.
How is it between the two of you now?
When you work with somebody that close and you go through experiences like the ones we went through, there’s a bond in life. Whatever hassles you have, there is a bond. And even though he may not be your best friend as time goes on, there’s still something that transcends even friendship, in a way. Woz is living his own life now. He hasn’t been around Apple for about five years. But what he did will go down in history. He’s going around speaking to a lot of computer events now. He likes that.
The two of you went on to create the Apple II, which actually started the computer revolution. How did that occur?
It wasn’t just us. We brought in other people. Wozniak still did the logic of the Apple II, which certainly is a large part of it, but there were some other key parts. The power supply was really a key. The case was really a key. The real jump with the Apple II was that it was a finished product. It was the first computer that you could buy that wasn’t a kit. It was fully assembled and had its own case and its own keyboard, and you could really sit down and start to use it. And that was the breakthrough of the Apple II: that it looked like a real product.
Was the initial market hobbyists?
The difference was that you didn’t have to be a hardware hobbyist with the Apple II. You could be a software hobbyist. That was one of the key breakthroughs with the Apple II: realizing that there were a whole lot more people who wanted to play with a computer, just like Woz and me, than there were people who could build their own. That’s what the Apple II was all about. Still, the first year, we sold only 3000 or 4000.
Even that sounds like a lot for a few guys who barely knew what they were doing.
It was giant! We did about $200,000 when our business was in the garage, in 1976. In 1977, about $7,000,000 in business. I mean, it was phenomenal! And in 1978, we did $17,000,000. In 1979, we did $47,000,000. That’s when we all really sensed that this was just going through the rafters. In 1980, we did $117,000,000. In 1981, we did $335,000,000. In 1982, we did $583,000,000. In 1983, we did $985,000,000, I think. This year, it will be a billion and a half.
You don’t forget those numbers.
Well, they’re just yardsticks, you know. The neatest thing was, by 1979, I was able to walk into classrooms that had 15 Apple computers and see the kids using them. And those are the kinds of things that are really the milestones.
Which brings us full circle to your latest milestones, the Mac and your protracted shoot-out with IBM. In this Interview, you’ve repeatedly sounded as if there really are only two of you left in the field. But although the two of you account for something like 60 percent of the market, can you just write off the other 40 percent—the Radio Shacks, DECs, Epsons, et al.—as insignificant? More important, are you ignoring your potentially biggest rival, A.T.&T.?
A.T.&T.. is absolutely going to be in the business. There is a major transformation in the company that’s taking place right now. A.T.&T. is changing from a subsidized and regulated service-oriented company to a free-market, competitive-marketing technology company. A.T.&T.’s products per se have never been of the highest quality. All you have to do is go look at their telephones. They’re somewhat of an embarrassment. But they do possess great technology in their research labs. Their challenge is to learn how to commercialize that technology. Also, they have to learn about consumer marketing. I think that they will do both of those things, but it’s going to take them years.
Are you writing them off as a threat?
I don’t think they’re going to be a giant factor in the next 24 months, but they will learn.
What about Radio Shack?
Radio Shack is totally out of the picture. They have missed the boat. Radio Shack tried to squeeze the computer into their model of retailing, which in my opinion often meant selling second-rate products or low-end products in a surplus-store environment. The sophistication of the computer buyer passed Radio Shack by without their really realizing it. Their market shares dropped through the floor. I don’t anticipate that they’re going to recover and again become a major player.
How about Xerox? Texas Instruments? DEC? Wang?
Xerox is out of the business. T.I. is doing nowhere near their expectations. As to some of the others, the large companies, like DEC and Wang, can sell to their installed bases. They can sell personal computers as advanced terminals, but that business is going to dwindle.
How about the low-priced computers: Commodore and Atari?
I consider those a brochure for why you should buy an Apple II or Macintosh. I think people have already determined that the sub-$500 computers don’t do very much. They either tease people to want more or frustrate people completely.
What about some of the smaller portables?
They are OK if you’re a reporter and trying to take notes on the run. But for the average person, they’re really not that useful, and there’s not all that software for them, either. By the time you get your software done, a new one comes out with a slightly bigger display and your software is obsolete. So nobody is writing any software for them. Wait till we do it—the power of a Macintosh in something the size of a book!
What about Epson and some of the Japanese computer makers?
I’ve said it before: The Japanese have hit the shores like dead fish. They’re just like dead fish washing up on the shores. The Epson has been a failure in this market place.
Like computers, the automobile industry was an American industry that we almost lost to the Japanese. There is a lot of talk about American semiconductor companies’ losing ground to Japanese. How will you keep the edge?
Japan’s very interesting. Some people think it copies things. I don’t think that anymore. I think what they do is reinvent things. They will get something that’s already been invented and study it until they thoroughly understand it. In some cases, they understand it better than the original inventor. Out of that understanding, they will reinvent it in a more refined second-generation version. That strategy works only when what they’re working with isn’t changing very much—the stereo industry and the automobile industry are two examples. When the target is moving quickly, they find it very difficult, because that reinvention cycle takes a few years. As long as the definition of what a personal computer is keeps changing at the rate that it is, they will have a very hard time. Once the rate of change slows down, the Japanese will bring all of their strengths to bear on this market, because they absolutely want to dominate the computer business; there’s no question about that. They see that as a national priority. We think that in four to five years, the Japanese will finally figure out how to build a decent computer. And if we’re going to keep this industry one in which America leads, we have four years to become world-class manufacturers. Our manufacturing technology has to equal or surpass that of the Japanese.
How do you plan to accomplish that?
At the time we designed Macintosh, we also designed a machine to build the machine. We spent $20,000,000 building the computer industry’s most automated factory. But that’s not enough. Rather than take seven years to write off our factory, as most companies would do, we’re writing it off in two. We will throw it away at the end of 1985 and build our second one, and we will write that off in two years and throw that away, so that three years from now, we’ll be on to our third automated factory. That’s the only way we can learn fast enough.
It’s not all competition with the Japanese: You buy your disk drives from Sony, for instance.
We buy many of our components from the Japanese. We’re the largest user in the world of microprocessors, of high-technology RAM chips, of disk drives, of keyboards. We save a ton of energy not having to make and design floppy-disk drives or microprocessors that we can spend on software.
Let’s talk about software. What are the revolutionary changes in software development as you’ve seen it in the past few years?
Certainly, the earlier programming, getting a programming language on a microprocessor chip, was a real breakthrough. VisiCalc was a breakthrough, because that was the first real use of computers in business, where business people could see tangible benefits of using one. Before that, you had to program your own applications, and the number of people who want to program is a small fraction—one percent. Coupled with VisiCalc, the ability to graph things, graph information, was important, and so was Lotus.
We’re dropping a lot of brand names with which people may not be familiar. Please explain them.
What Lotus did was combine a good spread sheet and graphics program. The word-processing and data-base parts o
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Jobs Talks About His Rise and Fall (Gerald Lubenow and Michael Rogers)
Published in: Newsweek
Date: Sep 29, 1985
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fcdn.thedailybeast.com%2Fcontent%2Fnewsweek%2F1985%2F09%2F30%2Fjobs-talks-about-his-rise-and-fall%2F_jcr_content%2Fbody%2Finlineimage.img.486.jpg%2F1337256000000.cached.jpg&hash=8337128e641d38349e0f4774b9716bf5da894338)
Was there a point at which Apple stopped being fun?
Well, Apple was about as pure of a Silicon Valley company as you could imagine. We started in a garage. Woz (co-founder Stephen Wozniak) and I both grew up in Silicon Valley. Our role model was Hewlett-Packard (the electronics company). And so I guess that's what we went into it thinking. Hewlett-Packard, you know, Jobs and Wozniak. And, as you recall, it was a very small company for a long time. But the industry started to grow very rapidly in the 1979-80 time frame. The Macintosh team was what is commonly known now as intrapreneurship—only a few years before the term was coined—a group of people going in essence back to the garage, but in a large company. But again, that was a core team of 50 people. So that attracted a lot of people that really did want to work at a small company, in a way.
But were things generally going as you wanted them to for Apple and for Steve Jobs?
Well, if I look at myself and ask, "What am I best at and what do I enjoy most doing?" I think what I'm best at is creating sort of new innovative products. That's what I enjoy doing. I enjoy, and I'm best working with, a small team of talented people. That's what I did with the Apple II, and that's what I did with the Macintosh. And, you know, over the summer, I've obviously had a lot of time to think about things. I had a piece of paper one day and I was writing down what were the things that I cared most about, that I was most proud of personally, about my 10 years at Apple. There's obviously the creation of the products Apple II and Macintosh. But other than that, the thing that I really cared about was helping to set up the Apple Education Foundation. I came up with this crazy idea that turned into a program called "The Kids Can't Wait," where we tried to give a computer to every school in America and ended up giving one to every school in California, about 10,000 computers. So if I put those two together, working with small teams of really talented people to create breakthrough products, and education, that's where the idea for doing what I'm doing now came from.
Once John Sculley came in and took over, how did your role change? Was there somepoint when you thought, "I'm not having a lot of fun running this giant corporation?"
I was very happy in the early days of Macintosh. Really, up until very near the end. I don't think that my role in life is to run big organizations and do incremental improvements. Well, you know, I think that John felt that after the reorganization, it was important for me to not be at Apple for him to accomplish what he wanted to accomplish. And, as you know, he issued that public statement that there was no role for me there then or in the future, or in the foreseeable future. And that was about as black-and-white as you need to make things. Probably a little more black-and-white than it needed to be. And I, you know, I respect his right to make that decision.
How did you react when you heard the board's decision? These were people that you knew and worked with for a long time.
Oh, yeah. I mean in my wildest imagination, I couldn't have come up with such a wild ending to all of this. I had hoped that my life would take on the quality of an interesting tapestry where I would have weaved in and out of Apple: I would have been there a period of time, and maybe I would have gone off and done something else to contribute, but connected with Apple, and then maybe come back and stay for a lengthy time period and then go off and do something else. But it's just not going to work out that way. So I had 10 of the best years of my life, you know. And I don't regret much of anything.
Is there an inevitable break between being an entrepreneur and a businessman? Are the people who get things going different?
I don't know. You look back at the personal-computer industry, IBM and DEC and Hewlett-Packard weren't the people that invented the personal computer. It took a bunch of rambunctious upstarts, working with very little resources but a certain amount of vision and commitment, to do it. And Apple has clearly now joined that status and the ranks of those other companies. It probably is true that the people who have been able to come up with the innovations in many industries are maybe not the people that either are best skilled at, or, frankly, enjoy running a large enterprise where they lose contact with the day-to-day workings of that innovative process. Dr. Land at Polaroid, he's a perfect example. I personally, man, I want to build things. I'm 30. I'm not ready to be an industry pundit. I got three offers to be a professor during this summer, and I told all of the universities that I thought I would be an awful professor. What I'm best at doing is finding a group of talented people and making things with them. I respect the direction that Apple is going in. But for me personally, you know, I want to make things. And if there's no place for me to make things there, then I'll do what I did twice before. I'll make my own place. You know, I did it in the garage when Apple started, and I did it in the metaphorical garage when Mac started.
That leads to the next question. . .
And in 10 years will I be faced with the same dilemma again? Maybe, maybe I will.
Have you set aside in your own mind any desire to do another Apple?
Oh, yeah. Absolutely. I helped shepherd Apple from a garage to a billion-and-a-half-dollar company. I'm probably not the best person in the world to shepherd it to a five- or ten-billion-dollar company, which I think is probably its destiny. And so I haven't got any sort of odd chip on my shoulder about proving anything to myself or anybody else. And remember, though the outside world looks at success from a numerical point of view, my yardstick might be quite different than that. My yardstick may be how every computer that's designed from here on out will have to be at least as good as a Macintosh.
Are you saying in there that you could have run the giant Apple?
If I had felt that I was the person to run Apple in 1983, then I would have thrown my own name into the hat for the job, which I did not. So it was a conscious decision on my part to find John Sculley.
Were you surprised how that all turned out?
If my vote had counted for everything at Apple, I certainly would not have told Steve Jobs that there was no place for him at Apple. But my vote was just one vote. So...
In the end it did get down to who would run the company.
I think, more importantly, it was which philosophy and perspective, more than an individual person. You know, my philosophy is—it's always been very simple. And it has its flaws, which I'll go into. My philosophy is that everything starts with a great product. So, you know, I obviously believed in listening to customers, but customers can't tell you about the next breakthrough that's going to happen next year that's going to change the whole industry. So you have to listen very carefully. But then you have to go and sort of stow away—you have to go hide away with people that really understand the technology, but also really care about the customers, and dream up this next breakthrough. And that's my perspective, that everything starts with a great product. And that has its flaws. I have certainly been accused of not listening to the customers enough. And I think there is probably a certain amount of that that's valid.
Can you describe a little bit your role at Apple after the reorganization?
My calendar had some commitments on it that obviously were slightly more long-term than I could adjust immediately. Those included a trip to the Soviet Union; it included a trip to introduce the Macintosh office products in Europe. Given the state of mind I was in, I think I did a pretty good job for the company with that. But I was, you know, asked to move out of my office. They leased a little building across the street from most of the other Apple buildings. I, we nicknamed it Siberia.
How were you told about that?
My associate was told about it. Yeah, she said, "They want you to get out in two weeks."
How did you feel?
Well, given the background of the other feelings I was feeling at the time, this was nothing out of the ordinary. So I moved across the street, and I made sure that all of the executive staff had my home phone number. I knew that John had it, and I called the rest of them personally and made sure they had it and told them that I wanted to be useful in any way i could, and to please call me if I could help on anything. And they all had a, you know, a cordial phrase, but none of them ever called back. And so I used to go into work, I'd get there and I would have one or two phone calls to perform, a little bit of mail to look at. But ... this was in June, July ... most of the corporate-management reports stopped flowing by my desk. A few people might see my car in the parking lot and come over and commiserate. And I would get depressed and go home in three or four hours, really depressed. I did that a few times and I decided that was mentally unhealthy. So I just stopped going in. You know, there was nobody really there to miss me.
Do you feel that they have taken your company away from you?
To me, Apple exists in the spirit of the people that work there, and the sort of philosophies and purpose by which they go about their business. So if Apple just becomes a place where computers are a commodity item and where the romance is gone, and where people forget that computers are the most incredible invention that man has ever invented, then I'll feel I have lost Apple. But if I'm a million miles away and all those people still feel those things and they're still working to make the next great personal computer, then I will feel that my genes are still in there.
Does it still have that spirit now?
Well, I think you got a good ... I'm not the one to ask that. You're putting me in a tough spot.
When you were going into Apple during the summer, were you already thinking about alternatives?
No.
You still thought there was a chance they'd make an R&D group for Steve to run?
The hardest, one of the five most difficult days was that day John said at the analysts meeting about there not being a role for me in the future, and he said it again in another analysts meeting a week later. He didn't say it to me directly, he said it to the press. You've probably had somebody punch you in the stomach and it knocks the wind out of you and you can't breathe. If you relax you'll start breathing again. That's how I felt all summer long. The thing I had to do was try to relax. It was hard. But I went for a lot of long walks in the woods and didn't really talk to a lot of people. And gradually my spirits started to come back little by little. And you know, just a few weeks ago, this education thing popped out. I had been reading some biochemistry, recombinant DNA literature. (I had recently met) Paul Berg, the inventor of some of the recombinant techniques. I called him up and I said, "You remember me, I'm ignorant about this stuff, but I've got a bunch of questions about how it works, and I'd love to have lunch with you." So we had lunch at Stanford. He was showing me how they were doing gene repairing. Actually, it's straightforward, it's kind of neat. It smells a lot like some of the concepts you find in computer science. So he was explaining how he does experiments in a wet laboratory and they take a week or two or three to run. I asked him, "Why don't you simulate these on a computer? Not only will it allow you to run your experiments faster, but someday every freshman microbiology student in the country can play with the Paul Berg recombinant software." So his eyes lit up. And that was sort of a landmark lunch. Because that's when I started to really think about this stuff, and get my wheels turning again. I was real excited. It's not to get rich. I don't care about getting rich anymore. One of the things I've thought about a lot is I'm 30, and I can look back on the last 10 years of my life and I feel pretty good about it. I'd like to do something again where I personally, when I'm 40, will look back and say, "You know, I spent my 30s well."
Why don't you tell us some of the details of how this new thing came together?
The interesting thing about the group is that we've all known each other for four years. And we have an immense amount of confidence in each others' abilities and genuinely like each other. And all have a desire to have a small company where we can influence its destiny and have a really fun place to work. We talked about this enterprise, you know, for the first time less than two weeks before I told the board that I wanted to start this company. And we have no business plan. We haven't done anything. Now, you might say we're all crazy. We have a general direction. We want to find out what higher education needs. We plan to go visit a lot of colleges in October and just listen. Then we want to build it for them, whatever it is. Courseware, whatever.
You've talked about being tough to get along with, having a rough-edge personality. Did you contribute in some way to your own downfall?
You know, I'm not a 62-year-old statesman that's traveled around the world all his life. So I'm sure that there was a situation when I was 25 that if I could go back, knowing what I know now, I could have handled much better. And I'm sure I'll be able to say the same thing when I'm 35 about the situation in 1985. I can be very intense in my convictions. And I don't know; all in all, I kind of like myself and I'm not that anxious to change.
But has this experience changed you?
Oh, this has—yeah, I think I am growing from this, and I think I'm learning a lot from it. I'm not sure how or what yet. But yes, I feel that way. (But) I'm not bitter. I'm not bitter.
Can you talk a little about how your relationship with John Sculley has changed?
Well, given the fact that I've spoken to him only three times since (May)—that says something about the degree of communication we've had—I don't know what will happen with my relationship with John.
What did you learn from it so far?
If John Sculley calls me on the phone, I'll answer it.
We wanted to talk about you personally.
What have we been talking about?
We mean apart from Apple.
Oh.
There's been a lot in the press about your interest in Buddhism, vegetarianism.
As we descend into the isms.
The isms. Are you still interested in those things?
Well, I don't know what to say. I mean I don't eat meat, and I don't go to church every Sunday.
They said at some point you had thought of going to Japan and sitting in a monastery.
Yeah, yeah. I'm glad I didn't do that. I know this is going to sound really, really corny. But I feel like I'm an American, and I was born here. And the fate of the world is in America's hands right now. I really feel that. And you know I'm going to live my life here and do what I can to help.
A lot of people, given your sort of iconic existence, think about politics.
Well, I have thought about it some. People from both parties have called and chatted about it. But now I think the best use that society can put me to is to really do what I know how to do. I've got too much hair left for politics.
Now that you're 30 and an estate owner, do you see a settled life for yourself, a family, big Silicon Valley parties, furniture?
Actually, I bought a few Eames chairs so I have a place to sit down and read a book, other than the floor. No, I gotta tell you, the thing I want to do more than anything now is get to work. I, we've got to go rent a building, we've got to decide on a name, we've got to file incorporation papers. It sounds like drudgery, but I long for it right now. So yeah, I'd like to have some kids one day. But...
Have you seen Silicon Valley change, other than in its property values?
Sure it's changed. First of all, the valley has gotten to be a much larger place, it's contributing quite a bit now to the gross national product. And the entrepreneurship has gotten much more sophisticated. I mean if you want to start a company now, there are companies that help you start a company. What I hope they don't get stuck on is thinking that Apple is the yardstick of success. Silicon Valley still is a mecca that attracts amazing amounts of technical talent and I'm real excited about the next 10 years. Software is what will distinguish products in the next 10 years. And I think the technology for software is just starting to come into its own.
Are some of the nice things about the valley gone for good?
Hewlett and Packard, the first generation, handed over leadership to the second; they made a smooth transition. But it's not Bill Hewlett and Dave Packard there. Intel is partially owned by IBM. Rolm has been merged into IBM. So you have people that have a very different culture now who help to run some of the companies in the valley. I think it is fair to say that the people running Apple are not from the valley at this point in time. I think that some of that is inevitable. I honestly don't know what it is going to mean. If the culture of the valley and some of the principles and practices of the valley are truncated, then I think it is pretty likely that the innovation will stop. My hope is that there are a lot more Hewletts and Packards in this valley right now writing business plans to start companies. I was very influenced by Bill Hewlett and Dave Packard. I used to go there to Hewlett-Packard every Tuesday night when I was a freshman and sophomore in high school. They would invite about 20 of us in, students that were really interested in electronics, and they would have an expert there give a lecture on something they just invented. I think it is fair to say there wouldn't have been an Apple if there hadn't been a Hewlett-Packard.
Might Apple executives be worried that in a year from now your departure will be an embarrassment? You may have built an incredible new work station and it's going to be so terrific and so cheap that the shareholders will say, "What, you let him do that?" Could that be in the back of their minds?
I wasn't aware that Apple owned me, you know. I don't think they do. I think that I own me. And for me not to be able to practice my craft ever again in my life seems odd. We're not going to take any technology, any proprietary ideas out of Apple. We're willing to put that in writing. It is the law, anyway. There is nothing, by the way, that says Apple can't compete with us if they think what we're doing is such a great idea. It is hard to think that a $2 billion company with 4,300-plus people couldn't compete with six people in blue jeans.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: 'Entrepreneurs' Documentary
Produced by: PBS
Date: Nov 5, 1986
http://www.youtube.com/v/-Owau3YHs5E&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: The Entrepreneur of the Decade (George Gendron and Bo Burlingham)
Published in: Inc.
Date: Apr 1, 1989
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fwww.inc.com%2Fuploaded_files%2Fimage%2FSteve-Jobs-Entrepreneur-of-the-Decade-cover-story-1989-pop_10605.jpg&hash=0653f3b1581f00c3351bd3c95ccc0e8a26218ba3)
Where do great products come from?
I think really great products come from melding two points of view—the technology point of view and the customer point of view. You need both. You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new. It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them—not something they'd want now.
You mean the technology is changing too fast.
Yeah, and customers can't anticipate what the technology can do. They won't ask for things that they think are impossible. But the technology may be ahead of them. If you happen to mention something, they'll say, "Of course, I'll take that. Do you mean I can have that, too?" It sounds logical to ask customers what they want and then give it to them. But they rarely wind up getting what they really want that way.
It's got to be equally dangerous to focus too much on the technology.
Oh, sure. You can get into just as much trouble by going into the technology lab and asking your engineers, "OK, what can you do for me today?" That rarely leads to a product that customers want or to one that you're very proud of building when you get done. You have to merge these points of view, and you have to do it in an interactive way over a period of time—which doesn't mean a week. It takes a long time to pull out of customers what they really want, and it takes a long time to pull out of technology what it can really give.
What do you mean?
It's hard to explain. Sometimes the technology just doesn't want to show you what it can do. You have to keep pushing on it and asking the engineers over and over again to explain why we can't do this or that—until you truly understand it. A lot of times, something you ask for will add too much cost to the final product. Then an engineer might say casually, "Well, it's too bad you want A, which costs $1,000, instead of B, which is kind of related to A. Because I can do B for just 50¢." And B is just as good as A. It takes time to work through that process—to find breakthroughs but not wind up with a computer no one can afford.
And that's how you developed the NeXT machine?
Right. I mean, we had the idea of doing a machine for higher education in the fall of 1985, but our original concept was about a third as good as the computer turned out to be. The improvement came from a lot of interaction between people in higher education and those of us at NeXT.
Give us an example.
I have a friend at Stanford , a Nobel Prize-winning molecular biologist. He was showing me what some of his students were doing to understand how proteins fold. He asked, "Couldn't you model this stuff on a computer if you had something more powerful than a PC?" It really got me thinking. What if you came up with something that was as easy to use as a Mac, or even easier, and had the power of a workstation? What if you unleashed that machine in higher education? The more I thought about it, the more excited I got.
But there are a lot of workstations around and computers far more powerful than workstations. What's so exciting about a souped-up microcomputer?
Well, that gets back to something I've said before. You see, I think humans are basically tool builders, and the computer is the most remarkable tool we've ever built. The big insight a lot of us had in the 1970s had to do with the importance of putting that tool in the hands of individuals. Let's say that—for the same amount of money it takes to build the most powerful computer in the world—you could make 1,000 computers with one-thousandth the power and put them in the hands of 1,000 creative people. You'll get more out of doing that than out of having one person use the most powerful computer in the world. Because people are inherently creative. They will use tools in ways the toolmakers never thought possible. And once a person figures out how to do something with that tool, he or she can share it with the other 999.
That's a big idea.
It's an extremely powerful paradigm. It's what has driven a bunch of us since this whole thing began to happen, and it hasn't changed. It hasn't changed for me since 1975. That's almost 15 years now. I believe this is one of the most important things that's going to happen in our generation. It would be easy to step back and say, "Well, it's pretty much over now." But if you look carefully, it's not over by any stretch of the imagination. The technological advances are coming at a rate that is far more ferocious than ever. To me, it's staggering to contemplate the tools we're going to be able to put in people's hands in the next few years—and I don't get impressed by this stuff so easily anymore. So what we're doing here is driven by a fairly strong faith that people are going to continue to be as creative and as ingenious and as sharing with their results as they have been over the past 15 years. That sharing gives us a kind of leverage. For every improvement we can make in the tools we give people, we can improve the ultimate results even more, thanks to this leverage. That's what gets us so excited.
Let's go back to the process of creating these tools. How different was it back in the '70s, when you and Steve Wozniak were developing the Apple I and the Apple II?
It was basically the same, although we were a lot less sophisticated. The customers for the Apple I were Woz and me and our friends in the Homebrew Computer Club. The Apple I was really the first computer to address the needs of the hobbyist who wanted to play with software but could not build his or her own hardware. It came with a digital circuit board, but you still had to go get your own keyboard, power supply, and television monitor. If you were a techie, the Apple I seemed to go 90 percent of the way. Of course, if you weren't a techie, it only went 10 percent of the way. We sold almost 200 of the Apple I. I think they're all collector's items now.
No doubt.
The Apple I took us over a big hurdle, but a lot of people who wanted to use the product were unable to. We were getting some feedback from a fairly small sample—maybe 40, 50 people. We were hearing from dealers, too. They'd say, "I think I can sell 10 times more of these if you would just put a case and keyboard around it." That's where a lot of the direction for the Apple II came from. If there hadn't been an Apple I, there would not have been an Apple II. The first product solved some of the problems and exposed the remaining ones in a much clearer light. But we were going on common sense. We didn't think in terms of customer feedback. We never even used the word customer.
So what were you thinking?
We were thinking we should build a computer you could just roll out of the box and use. There were a lot more software hobbyists than hardware hobbyists around, and we could satisfy a lot more people if they didn't have to be hardware hackers to use it.
And that observation led to the Apple II.
Right. And the same fundamental thing happened in 1979, when I saw an Alto [that had been developed] at Xerox PARC [Palo Alto Research Center]. It was as if, all of a sudden, the veil had been lifted from my eyes. It had the mouse and the multiple-font text on the screen, and you realized in an instant that this would appeal to exponentially more people than the Apple II. I'm talking about people who didn't want to learn how to use a computer—they just wanted to use one. You could eliminate a whole layer of what someone had to know in order to take advantage of this tool.
So the contribution of the Apple II . . .
The Apple II peeled off the hardware layer. You didn't need to know about the hardware to use a computer. The next step was the transition from the Apple II to the Macintosh, which peeled off the computer-literacy layer, if you will. In other words, you didn't have to be a hacker or a computer scientist to use one of these.
Let's talk about some other aspects of these products. We've read stories about how finicky you were with the Apple II—how you insisted that every line of solder on the circuit board be perfectly straight, for example, and that the inside of the machine look neat and attractive.
Yeah, that's right.
The NeXT circuit board is a thing of beauty, too. So is the computer. In fact, it could probably go in some collection at the Museum of Modern Art .
They've called.
But why is the appearance of a circuit board so important to you? Is this just a personal quirk of yours?
No, it's not arbitrary. You're asking, where does aesthetic judgment come from? With many things—high-performance automobiles, for example—the aesthetic comes right from the function, and I suppose electronics is no different. But I've also found that the best companies pay attention to aesthetics. They take the extra time to lay out grids and proportion things appropriately, and it seems to pay off for them. I mean, beyond the functional benefits, the aesthetic communicates something about how they think of themselves, their sense of discipline in engineering, how they run their company, stuff like that.
But who cares? Most people are never going to look inside.
Woz and I cared from the very beginning. And we felt the people who were going to own the Apple II would care, too. We were selling these things for $1,600, I think, which was a lot of money back in 1977, and these were people who generally didn't have $1,600. I know people who spent their life savings on one. Yeah, they cared what it looked like on the inside.
Was this just intuitive to you?
Yes, it was. We thought, why don't we take the extra few days or weeks and do it right? We had a fundamental belief that doing it right the first time was going to be easier than having to go back and fix it. And I cannot say strongly enough that the repercussions of that attitude are staggering. I've seen them again and again throughout my business life. They're just staggering.
How do you mean?
In my experience, people get far more excited about doing something as well as it can be done than about doing something adequately. If they are working in an environment where excellence is expected, then they will do excellent work without anything but self-motivation. I'm talking about an environment in which excellence is noticed and respected and is in the culture. If you have that, you don't have to tell people to do excellent work. They understand it from their surroundings. You may have to coach them at first, but then you just get out of their way, and they'll surprise you time and time again.
So?
So how do you communicate to people that they are in an environment where excellence is expected? You don't say it. You don't put it in an employee handbook. That stuff is meaningless. All that counts is the product that results from the work of the group. That will say more than anything coming out of your mouth or your pen. So you have to pay close attention to those details, even if they seem minor, because they communicate a big attitude about what you do.
Can you be more specific?
Sure. When we started the Macintosh factory, I made a few mistakes before I finally put Debbie Coleman in to run it, and she turned out to be a good choice. I remember that I'd go out to the factory, and I'd put on a white glove to check for dust. I'd find it everywhere—on machines, on the tops of the racks, on the floor. And I'd ask Debbie to get it cleaned. I told her I thought we should be able to eat off the floor of the factory. Well, this drove Debbie up the wall. She didn't understand why you should be able to eat off the floor of the factory. And I couldn't articulate it back then. See, I'd been very influenced by what I'd seen in Japan . Part of what I greatly admired there—and part of what we were lacking in our factory—was a sense of teamwork and discipline. We lacked discipline about little details, but they were important. This was an automated factory. It wasn't going to be the big things that would stop us. It was going to be the little details, because one little detail could shut down the whole line. If we didn't have the discipline to keep that place spotless, then we weren't going to have the discipline to keep all these machines running.
What happened?
We went along for a while, and the factory became clean, but Debbie and I continued to have conflicts over various things. Then one day I came into the factory, and I saw that she had rearranged some of the machines. Before, they had been randomly placed around the floor. Debbie had moved them for some functional reasons and also for some nonfunctional reasons. She'd put them in a straight line and cleaned the place up visually. And I hadn't mentioned anything to her. Well, that told me a light bulb had come on for her, and I didn't need to say a thing about it ever again—and I never did. From then on, she just took off like a rocket, because she understood the underlying principle. And the factory worked great.
It sounds as if she had to figure it out on her own.
Yeah, but this stuff takes time. Let me give you an example from NeXT. We have probably the most automated factory in the world. Our circuit board comes out untouched by human hands. We have a series of sophisticated robots, some of which we built, some of which we bought. Now these robots come in different colors, and I wanted them all painted the same color. We went through a lot of trouble over that because the robot companies weren't used to painting things in any color but their own. People in our factory asked me, "Why is it so important to paint these machines the same color? We don't understand it." So we had to sit down with everybody and explain. Even after hearing the reasons, it took people six months or so before they began to understand.
What are the reasons?
For one thing, we want the place to look nice because we bring customers through. They're going to make a decision on using NeXT products, and they ought to know that we have a very high-quality manufacturing operation. But the real reason is that we don't want people to think of the factory as separate islands of automation. We want people thinking of the whole. Suppose we have a bottleneck at one robot. In reality, you can probably rebalance the line and solve the problem—provided you think of it as a whole. It took people six months to understand this, but now it's in their bones. We spend a lot of time going over these concepts and why they are important—not just in the abstract, but right down to the everyday tangible point of view. That's what building a company culture is all about.
Do you have more influence over things like that now than at Apple? There's a perception that the launch of Apple was a team effort, and NeXT is very much your show.
Is that really the perception?
To some extent, it is. Of course, there weren't any celebrities at Apple back then. Now, you're a celebrity.
Well, we all tend to reduce reality to symbols, but Superman went out a long time ago. The way you accomplish anything significant is with a team.
Is it a problem or an asset to be a celebrity?
Is this Inc. or People?
Hold on. We're asking a legitimate business question. Maybe celebrity is the wrong word, but you must certainly be a magnet for bright, young talent, which is probably what helps make this an exciting place to work. Don't you ever worry that the very thing that attracts people to your company might also inhibit them from challenging you when they should?
Again, it all depends on the culture. The culture at NeXT definitely rewards independent thought, and we often have constructive disagreements—at all levels. It doesn't take a new person long to see that people feel fine about openly disagreeing with me. That doesn't mean I can't disagree with them, but it does mean that the best ideas win. Our attitude is that we want the best. Don't get hung up on who owns the idea. Pick the best one, and let's go.
What about the expectations people have of you?
I think people outside NeXT have fairly high expectations of us, because we have a lot of people here with impressive track records. Before we introduced the machine, many people felt we had little chance of living up to those expectations. The feedback I've gotten is that we've exceeded their expectations—which is a double-edged sword. Now, we have to be pretty much world class with our products and services, but that's also an opportunity.
Did you ever doubt you'd meet or exceed the expectations?
You don't think about it that way. You just make the best product you can, and you don't put it out until you feel it's right. But no matter what you think intellectually, your heart is beating pretty fast right before people see what you've produced.
What about your expectations of yourself? A lot of successful company builders we know agonize about going back and doing it all over a second time. They think, if it's not bigger—in importance, that is, not necessarily in scale—why bother doing it?
Well, first, you have to realize this is my third time. The Macintosh was my second. I mean, that was a bunch of us going off and starting in the garage again. We used Apple as a financial mechanism, and we used the sales force. But we fundamentally redefined a lot of things at Apple, and we had to do it from scratch.
Are you saying that you've already proven to yourself that you can do it all over again?
I'm saying that my motivation is a little different this time. The computer industry is young. I view its future and its history as one long vector. We're only in the first inch of that vector. For some reason, we are in the right place at the right time to influence its direction. You just have to move the vector a little bit in the first inch, and the swing will be enormous by the time it gets to be three miles long. I think both the Apple II and the Macintosh contributed to setting the vector's direction—at least for the part of the computer industry that is most exciting to me. I hope the NeXT machine will contribute as well.
That's a tall order.
It sure is. It means we have to succeed on a very large scale. Our smallest competitor is $1.75 billion these days. The world doesn't need another $100-million computer company. We have to get up to a certain scale if we want to play in the sandbox, and if we want to have the effect we're looking for at the end of the process. We're building the next billion-dollar computer company here—from the ground up.
How can you actually plan that kind of growth?
You can't. Somebody once told me, "Manage the top line, and the bottom line will follow." What's the top line? It's things like, why are we doing this in the first place? What's our strategy? What are customers saying? How responsive are we? Do we have the best products and the best people? Those are the kind of questions you have to focus on.
Are those explicit goals for NeXT?
We have three high-level goals. One is to make the best computers in the world for individuals. They might be in networks or in groups, but one person, one computer. Second, we want a company where really bright people can come and be handed a lot of responsibility early on. If we have an exciting place to work, we can get the best and the brightest to come work here. The third goal is to make sure that the people who build this company share in its success.
You once said that you felt people do their best work in their twenties. You're 33 now...
I'm about to turn 34. Any day.
So is that a concern for you, given your ambitions for NeXT?
No, I think I'm going to be doing some of my best work in the next few years. I want to make the most of it, and that means providing an unobstructed path for the brightest minds in our industry. My job becomes more to help them pick the targets correctly and then get out of their way.
That's very different from playing an intense hands-on role. It takes a certain maturity. You have to look for different rewards.
I don't know about that. You're still in there working with your sleeves rolled up. Then the time comes to get out and let people do their work. But in a company as amibitious as NeXT, there is always another group asking for help. So it's not as if you ever have to sit around with nothing to do.
You seem to have thought a lot about your role.
Yeah, well, when you do things the first time, you might have good instincts, but you don't understand the process intellectually. You may get some fairly good results, but you're not exactly sure why. It takes time and reflection to understand the process. Then you get a chance to test your understanding. Some things will test out right; others will test out wrong. Hopefully, you're paying attention. By the third time, you should start to get a pretty good feeling in your gut that you understand the process. And you can use that understanding to become a lot more productive. That's how this feels. A lot of us have been working together for a long time.
So you can avoid mistakes?
Oh, we'll make a whole bunch of mistakes. That's what life is about. But at least they'll be new and creative ones.
You once said that, in the early days of Apple, Woz was the great engineer, but you were the one who turned the ideas into products. Do you still think of your role in terms of the product?
I think the same philosophy that drives the product has to drive everything else if you want to have a great company. Manufacturing, for example, is an extension of the engineering process for us. We view it more and more as a software-engineering job with interesting I/O [input-output] devices on the ends. It demands just as much thought and strategy as the product. If you don't pay attention to your manufacturing, it will limit the kind of product you can build and engineer. Some companies view manufacturing as a necessary evil, and some view it as something more neutral. But we view it instead as a tremendous opportunity to gain a competitive advantage.
Have you always viewed it that way?
Ever since I visited Japan in the early '80s. And let me add that the same is true of sales and marketing. You need a sales and marketing organization that is oriented toward educating customers rather than just taking orders, providing a real service rather than moving boxes. This is extremely important. For most of your customers, after all, the sales folks are your company. So you've really got to pay attention to that. The point is that our philosophy is not a product philosophy. It's a philosophy of how we go about things, and it affects everything—finance, information systems. Can I digress for a moment?
Go ahead.
Let's take the decision to automate a factory. You might have a lot of reasons for doing it, quality and other things. But there's a nice by-product of automation if you're growing very fast: you probably don't have to hire people as rapidly as you would if you weren't automated. When you hire people too quickly and don't give them appropriate training, quality drops off. So you have a much better chance of hanging on to your quality if you automate. The same is true in other parts of the company—accounts payable, for example. With a really good information system, you can automate a lot of those functions. Then you don't have to hire people, which saves your company an enormous amount of energy. So, to build a great company, you need more than a great product. You have to pay attention to all the different areas and be as aggressive with them as with your product. Otherwise, you'll spend half your time fixing things that break. And that's typical of high-growth companies. Half the management time is spent making repairs—stock-option plans, marketing strategies, information systems, whatever.
Let's stop there. Suppose somebody is starting a company and doesn't have your resources to fall back on. Is any of this relevant?
Well, obviously, you can't build a multimillion-dollar automated factory if you don't have the money. But a lot of this stuff just requires energy. Take an employee stock-participation plan. You need help from a lawyer or a consultant. Most people take very little time selecting lawyers and consultants. It doesn't cost money to interview 10 lawyers, but you have to invest your time. And most people don't do it because they don't think it's important. But it is important. It will save you countless hours in the future. And the same goes for auditors, accountants, engineering consultants, and so on. Because you need people who can anticipate the problems you will encounter and who can offer solutions.
It sounds as though you experienced these problems at Apple.
Of course. I can show you the arrows.
This is just a personal observation. You seem much more interested in business than we had expected.
Business is what I do.
But you have an image as someone more focused on the technical side of things.
Well, there's the technical part of the equation and the business part, meaning the distribution, manufacturing, and so on. And then there's the human part. You just have to put the whole equation together.
May we ask you a mushy question? We're in a business in which we rarely get to see people using our product, except maybe on an airplane once in a while. But you get to see the products you've created being used all the time. Do you sometimes marvel at the effect you've had on people's lives?
Well, yes, there are some moments. I was in an elementary school just this morning, and they still had a bunch of Apple IIs, and I was kind of looking over their shoulders. Then I get letters from people about the Mac, saying, "I never thought I could use a computer before I tried this one."
To some extent, you don't know how people are going to use a computer when it first comes out, do you?
No, you don't. Sometimes it takes years to exploit a computer's baseline capabilities. It took five years before people exploited the advanced features of the Apple II. With the Macintosh, it took three or four years. So it's important to build in as much raw capability as possible when you put out the machine.
Did you have any idea that you were creating whole new industries with the development of the Apple II and the Mac?
With the Mac, it was fairly clear; less so with the Apple II. But I must also say that the experience of watching it happen is quite different from the experience of imagining it happen. I think everybody who had anything to do with creating the Mac has very, very good feelings about it.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Interview with Steve Jobs
Produced by: WGBH
Date: May 14, 1990
http://www.youtube.com/v/qBS4QNBDoz8&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs on Paul Rand (Doug Evans and Alan Pottasch)
Produced by: AMP Films
Date: 1993
http://www.youtube.com/v/xb8idEf-Iak&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs in 1994 (Jeff Goodell)
Published in: Rolling Stone
Date: Jun 16, 199
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It's been 10 years since the Macintosh was introduced. When you look around at the technological landscape today, what's most surprising to you?
People say sometimes, "You work in the fastest-moving industry in the world." I don't feel that way. I think I work in one of the slowest. It seems to take forever to get anything done. All of the graphical-user interface stuff that we did with the Macintosh was pioneered at Xerox PARC [the company's legendary Palo Alto Research Center] and with Doug Engelbart at SRI [a future-oriented think tank at Stanford] in the mid-'70s. And here we are, just about the mid-'90s, and it's kind of commonplace now. But it's about a 10-to-20-year lag. That's a long time. The reason for that is, it seems to take a very unique combination of technology, talent, business and marketing and luck to make significant change in our industry. It hasn't happened that often. The other interesting thing is that, in general, business tends to be the fueling agent for these changes. It's simply because they have a lot of money. They're willing to pay money for things that will save them money or give them new capabilities. And that's a hard one sometimes, because a lot of the people who are the most creative in this business aren't doing it because they want to help corporate America. A perfect example is the PDA [Personal Digital Assistant] stuff, like Apple's Newton. I'm not real optimistic about it, and I'll tell you why. Most of the people who developed these PDAs developed them because they thought individuals were going to buy them and give them to their families. My friends started General Magic [a new company that hopes to challenge the Newton]. They think your kids are going to have these, your grandmother's going to have one, and you're going to all send messages. Well, at $1,500 a pop with a cellular modem in them, I don't think too many people are going to buy three or four for their family. The people who are going to buy them in the first five years are mobile professionals. And the problem is, the psychology of the people who develop these things is just not going to enable them to put on suits and hop on planes and go to Federal Express and pitch their product. To make step-function changes, revolutionary changes, it takes that combination of technical acumen and business and marketing — and a culture that can somehow match up the reason you developed your product and the reason people will want to buy it. I have a great respect for incremental improvement, and I've done that sort of thing in my life, but I've always been attracted to the more revolutionary changes. I don't know why. Because they're harder. They're much more stressful emotionally. And you usually go through a period where everybody tells you that you've completely failed.
Is that the period you're emerging from now?
I hope so. I've been there before, and I've recently been there again. As you know, most of what I've done in my career has been software. The Apple II wasn't much software, but the Mac was just software in a cool box. We had to build the box because the software wouldn't run on any other box, but nonetheless, it was mainly software. I was involved in PostScript and the formation of Adobe, and that was all software. And what we've done with NEXTSTEP is really all software. We tried to sell it in a really cool box, but we learned a very important lesson. When you ask people to go outside of the mainstream, they take a risk. So there has to be some important reward for taking that risk or else they won't take it What we learned was that the reward can't be one and a half times better or twice as good. That's not enough. The reward has to be like three or four or five times better to take the risk to jump out of the mainstream. The problem is, in hardware you can't build a computer that's twice as good as anyone else's anymore. Too many people know how to do it. You're lucky if you can do one that's one and a third times better or one and a half times better. And then it's only six months before everybody else catches up. But you can do it in software. As a matter of fact, I think that the leap that we've made is at least five years ahead of anybody.
Let's talk about the evolution of the PC. About 30 percent of American homes have computers. Businesses are wired. Video-game machines are rapidly becoming as powerful as PCs and in the near future will be able to do everything that traditional desktop computers can do. Is the PC revolution over?
No. Well, I don't know exactly what you mean by your question, but I think that the PC revolution is far from over. What happened with the Mac was — well, first I should tell you my theory about Microsoft. Microsoft has had two goals in the last 10 years. One was to copy the Mac, and the other was to copy Lotus' success in the spreadsheet — basically, the applications business. And over the course of the last 10 years, Microsoft accomplished both of those goals. And now they are completely lost. They were able to copy the Mac because the Mac was frozen in time. The Mac didn't change much for the last 10 years. It changed maybe 10 percent. It was a sitting duck. It's amazing that it took Microsoft 10 years to copy something that was a sitting duck. Apple, unfortunately, doesn't deserve too much sympathy. They invested hundreds and hundreds of millions of dollars into R&D, but very little came out. They produced almost no new innovation since the original Mac itself. So now, the original genes of the Macintosh have populated the earth. Ninety percent in the form of Windows, but nevertheless, there are tens of millions of computers that work like that. And that's great. The question is, what's next? And what's going to keep driving this PC revolution? If you look at the goal of the '80s, it was really individual productivity. And that could be answered with shrink-wrapped applications [off-the-shelf software]. If you look at the goal of the '90s — well, if you look at the personal computer, it's going from being a tool of computation to a tool of communication. It's going from individual productivity to organizational productivity and also operational productivity. What I mean by that is, the market for mainframe and minicomputers is still as large as the PC market. And people don't buy those things to run shrink-wrapped spreadsheets and word processors on. They buy them to run applications that automate the heart of their company. And they don't buy these applications shrink-wrapped. You can't go buy an application to run your hospital, to do derivatives commodities trading or to run your phone network. They don't exist. Or if they do, you have to customize them so much that they're really custom apps by the time you get through with them. These custom applications really used to just be in the back office — in accounting, manufacturing. But as business is getting much more sophisticated and consumers are expecting more and more, these custom apps have invaded the front office. Now, when a company has a new product, it consists of only three things: an idea, a sales channel and a custom app to implement the product. The company doesn't implement the product by hand anymore or service it by hand. Without the custom app, it doesn't have the new product or service. I'll give you an example. MCI's Friends and Family is the most successful business promotion done in the last decade — measured in dollars and cents. AT&T did not respond to that for 18 months. It cost them billions of dollars. Why didn't they? They're obviously smart guys. They didn't because they couldn't create a custom app to run a new billing system.
So how does this connect with the next generation of the PC?
I believe the next generation of the PC is going to be driven by much more advanced software, and it's going to be driven by custom software for business. Business has focused on shrink-wrapped software on the PCs, and that's why PCs haven't really touched the heart of the business. And now they want to bring them into the heart of the business, and everyone is going to have to run custom apps alongside their shrink-wrapped apps because that's how the enterprise is going to get their competitive advantage in things. For example, McCaw Cellular, the largest cellular provider in the world, runs the whole front end of their business on NEXTSTEP now. They're giving PCs with custom apps to the phone dealers so that when you buy a cellular phone, it used to take you a day and a half to get you up on the network. Now it takes five minutes. The phone dealer just runs these custom apps, they're networked back to a server in Seattle, and in a minute and a half, with no human intervention, your phone works on the entire McCaw network. In addition to that, the applications business right now — if you look at even the shrink-wrap business — is contracting dramatically. It now takes 100 to 200 people one to two years just to do a major revision to a word processor or spreadsheet. And so, all the really creative people who like to work in small teams of three, four, five people, they've all been squeezed out of that business. As you may know, Windows is the worst development environment ever made. And Microsoft doesn't have any interest in making it better, because the fact that its really hard to develop apps in Windows plays to Microsoft's advantage. You can't have small teams of programmers writing word processors and spreadsheets — it might upset their competitive advantage. And they can afford to have 200 people working on a project, no problem. With our technology, with objects, literally three people in a garage can blow away what 200 people at Microsoft can do. Literally can blow it away. Corporate America has a need that is so huge and can save them so much money, or make them so much money, or cost them so much money if they miss it, that they are going to fuel the object revolution.
That may be so. But when people think of Steve Jobs, they think of the man whose mission was to bring technology to the masses — not to corporate America.Well, life is always a little more complicated than it appears to be.
What drove the success of the Apple II for many years and let consumers have the benefit of that product was Visi-Calc selling into corporate America. Corporate America was buying Apple IIs and running Visi-Calc on them like crazy so that we could get our volumes up and our prices down and sell that as a consumer product on Mondays and Wednesdays and Fridays while selling it to business on Tuesdays and Thursdays. We were giving away Macintoshes to higher ed while we were selling them for a nice profit to corporate America. So it takes both. What's going to fuel the object revolution is not the consumer. The consumer is not going to see the benefits until after business sees them and we begin to get this stuff into volume. Because unfortunately, people are not rebelling against Microsoft. They don't know any better. They're not sitting around thinking that they have a giant problem that needs to be solved — whereas corporations are. The PC market has done less and less to serve their growing needs. They have a giant need, and they know it. We don't have to spend money educating them about the problem — they know they have a problem. There's a giant vacuum sorrying us in there, and there's a lot of money in there to fuel the development of this object industry. And everyone will benefit from that I visited Xerox PARC in 1979, when I was at Apple. That visit's been written about — it was a very important visit. I remember being shown their rudimentary graphical-user interface. It was incomplete, some of it wasn't even right, but the germ of the idea was there. And within 10 minutes, it was so obvious that every computer would work this way someday. You knew it with every bone in your body. Now, you could argue about the number of years it would take, you could argue about who the winners and losers in terms of companies in the industry might be, but I don't think rational people could argue that every computer would work this way someday. I feel the same way about objects, with every bone in my body. All software will be written using this object technology someday. No question about it. You can argue about how many years it's going to take, you can argue who the winners and losers are going to be in terms of the companies in this industry, but I don't think a rational person can argue that all software will not be built this way.
Would you explain, in simple terms, exactly what object-oriented software is?
Objects are like people. They're living, breathing things that have knowledge inside them about how to do things and have memory inside them so they can remember things. And rather than interacting with them at a very low level, you interact with them at a very high level of abstraction, like we're doing right here. Here's an example: If I'm your laundry object, you can give me your dirty clothes and send me a message that says, "Can you get my clothes laundered, please." I happen to know where the best laundry place in San Francisco is. And I speak English, and I have dollars in my pockets. So I go out and hail a taxicab and tell the driver to take me to this place in San Francisco. I go get your clothes laundered, I jump back in the cab, I get back here. I give you your clean clothes and say, "Here are your clean clothes." You have no idea how I did that. You have no knowledge of the laundry place. Maybe you speak French, and you can't even hail a taxi. You can't pay for one, you don't have dollars in your pocket. Yet I knew how to do all of that. And you didn't have to know any of it. All that complexity was hidden inside of me, and we were able to interact at a very high level of abstraction. That's what objects are. They encapsulate complexity, and the interfaces to that complexity are high level.
You brought up Microsoft earlier. How do you feel about the fact that Bill Gates has essentially achieved dominance in the software industry with what amounts to your vision of how personal computers should work?
I don't really know what that all means. If you say, well, how do you feel about Bill Gates getting rich off some of the ideas that we had ... well, you know, the goal is not to be the richest man in the cemetery. It's not my goal anyway. The thing I don't think is good is that I don't believe Microsoft has transformed itself into an agent for improving things, an agent for coming up with the next revolution. The Japanese, for example, used to be accused of just copying — and indeed, in the beginning, that's just what they did. But they got quite a bit more sophisticated and started to innovate — look at automobiles, they certainly innovated quite a bit there. I can't say the same thing about Microsoft. And I become very concerned, because I see Microsoft competing very fiercely and putting a lot of companies out of business — some deservedly so and others not deservedly so. And I see a lot of innovation leaving this industry. What I believe very strongly is that the industry absolutely needs an alternative to Microsoft. And it needs an alternative to Microsoft in the applications area — which I hope will be Lotus. And we also need an alternative to Microsoft in the systems-software area. And the only hope we have for that, in my opinion, is NeXT.
Microsoft, of course, is working on their own object-oriented operating system —
They were working on the Mac for 10 years, too. I'm sure they're working on it. Microsoft's greatest asset is Windows. Their greatest liability is Windows. Windows is so non-object-oriented that it's going to be impossible for them to go back and become object-oriented without throwing Windows away, and they can't do that for years. So they're going to try to patch things on top, and it's not going to work.
You've called Microsoft the IBM of the '90s. What exactly do you mean by that?
They're the mainstream. And a lot of people who don't want to think about it too much are just going to buy their product. They have a market dominance now that is so great that it's actually hurting the industry. I don't like to get into discussions about whether they accomplished that fairly or not. That's for others to decide. I just observe it and say it's not healthy for the country.
What do you think of the federal antitrust investigation?
I don't have enough data to know. And again, the issue is not whether they accomplished what they did within the rule book or by breaking some of the rules. I'm not qualified to say. But I don't think it matters. I don't think that's the real issue. The real issue is, America is leading the world in software technology right now, and that is such a valuable asset for this country that anything that potentially threatens that leadership needs to be examined. I think the Microsoft monopoly of both sectors of the software industry — both the system and the applications software and the potential third sector that they want to monopolize, which is the consumer set-top-box sector — is going to pose the greatest threat to Americas dominance in the software industry of anything I have ever seen and could ever think of. I personally believe that it would be in the best interest of the country to break Microsoft up into three companies — a systems-software company, an applications-software company and a consumer-software company.
Hearing you talk like this makes me flash back to the old Apple days, when Apple cast itself in the role of the rebel against the establishment. Except now, instead of IBM, the great evil is Microsoft. And instead of Apple that will save us, it's NeXT. Do you see parallels here, too?
Yeah, I do. Forget about me. That's not important. What's important is, I see tremendous parallels between the solidity and dominance that IBM had and the shackles that that was imposing on our industry and what Microsoft is doing today.... I think we came closer than we think to losing some of our computer industry in the late '70s and early '80s, and I think the gradual dissolution of IBM has been the healthiest thing that's happened in this industry in the last 10 years.
What's your personal relationship with Bill Gates like?
I think Bill Gates is a good guy. We're not best friends, but we talk maybe once a month.
A lot has been made of the rivalry between you two. The two golden boys of the computer revolution —
I think Bill and I have very different value systems. I like Bill very much, and I certainly admire his accomplishments, but the companies we built were very different from each other.
A lot of people believe that given the stranglehold Microsoft has on the software business, in the long run, the best NeXT can hope for is that it will be a niche product.
Apple's a niche product, the Mac was a niche product. And yet look at what it did. Apple's, what, a $9 billion company. It was $2 billion when I left. They're doing OK. Would I be happy if we had a 10 percent market share of the system-software business? I'd be happy now. I'd be very happy. Then I'd go work like crazy to get 20.
You mentioned the Apple earlier. When you look at the company you founded now, what do you think?
I don't want to talk about Apple.
What about the PowerPC?
It works fine. It's a Pentium. The PowerPC and the Pentium are equivalent, plus or minus 10 or 20 percent, depending on which day you measure them. They're the same thing. So Apple has a Pentium. That's good. Is it three or four or five times better? No. Will it ever be? No. But it beats being behind. Which was where the Motorola 68000 architecture was unfortunately being relegated. It keeps them at least equal, but it's not a compelling advantage.
You can't open the paper these days without reading about the Internet and the information superhighway. Where is this all going?
The Internet is nothing new. It has been happening for 10 years. Finally, now, the wave is cresting on the general computer user. And I love it. I think the den is far more interesting than the living room. Putting the Internet into people's houses is going to be really what the information superhighway is all about, not digital convergence in the set-top box. All that's going to do is put the video rental stores out of business and save me a trip to rent my movie. I'm not very excited about that. I'm not excited about home shopping. I'm very excited about having the Internet in my den.
Phone companies, cable companies and Hollywood are jumping all over each other trying to get a piece of the action. Who do you think will be the winners and losers, say, five years down the road?
I've talked to some of these guys in the phone and cable business, and believe me, they have no idea what they're doing here. And the people who are talking the loudest know the least.
Who are you referring to –John Malone?
I don't want to name names. Let me just say that, in general, they have no idea how difficult this is going to be and how long it is going to take. None of these guys understands computer science. They don't understand that that's a little computer that they're going to have in the set-top box, and in order to run that computer, they're going to have to come up with some very sophisticated software.
Let's talk more about the Internet. Every month, it's growing by leaps and bounds. How is this new communications web going to affect the way we live in the future?
I don't think it's too good to talk about these kinds of things. You can open up any book and hear all about this kind of garbage.
I'm interested in bearing your ideas.
I don't think of the world that way. I'm a tool builder. That's how I think of myself. I want to build really good tools that I know in my gut and my heart will be valuable. And then whatever happens is... you can't really predict exactly what will happen, but you can feel the direction that we're going. And that's about as close as you can get. Then you just stand back and get out of the way, and these things take on a life of their own.
Nevertheless, you've often talked about how technology can empower people, how it can change their lives. Do you still have as much faith in technology today as you did when you started out 20 years ago?
Oh, sure. It's not a faith in technology. It's faith in people.
Explain that.
Technology is nothing. What's important is that you have a faith in people, that they're basically good and smart, and if you give them tools, they'll do wonderful things with them. It's not the tools that you have faith in — tools are just tools. They work, or they don't work. It's people you have faith in or not. Yeah, sure, I'm still optimistic I mean, I get pessimistic sometimes but not for long. It's been 10 years since the PC revolution started. Rational people can debate about whether technology has made the world a better place –The world's clearly a better place. Individuals can now do things that only large groups of people with lots of money could do before. What that means is, we have much more opportunity for people to get to the marketplace — not just the marketplace of commerce but the marketplace of ideas. The marketplace of publications, the marketplace of public policy. You name it. We've given individuals and small groups equally powerful tools to what the largest, most heavily funded organizations in the world have. And that trend is going to continue. You can buy for under $10,000 today a computer that is just as powerful, basically, as one anyone in the world can get their hands on. The second thing that we've done is the communications side of it. By creating this electronic web, we have flattened out again the difference between the lone voice and the very large organized voice. We have allowed people who are not part of an organization to communicate and pool their interests and thoughts and energies together and start to act as if they were a virtual organization. So I think this technology has been extremely rewarding. And I don't think it's anywhere near over.
When you were talking about Bill Gates, you said that the goal is not to be the richest guy in the cemetery. What is the goal?
I don't know how to answer you. In the broadest context, the goal is to seek enlightenment — however you define it. But these are private things. I don't want to talk about this kind of stuff.
Why?
I think, especially when one is somewhat in the public eye, it's very important to keep a private life.
Are you uncomfortable with your status as a celebrity in Silicon Valley?
I think of it as my well-known twin brother. It's not me. Because otherwise, you go crazy. You read some negative article some idiot writes about you — you just can't take it too personally. But then that teaches you not to take the really great ones too personally either. People like symbols, and they write about symbols.
I talked to some of the original Mac designers the other day, and they mentioned the 10-year-annniversary celebration of the Mac a few months ago. You didn't want to participate in that. Has it been a burden, the pressure to repeat the phenomenal success of the Mac? Some people have compared you to Orson Welles, who at 25 did his best work, and it's all downhill from there.
I'm very flattered by that, actually. I wonder what game show I'm going to be on. Guess I'm going to have to start eating a lot of pie. [Laughs.] I don't know. The Macintosh was sort of like this wonderful romance in your life that you once had — and that produced about 10 million children. In a way it will never be over in your life. You'll still smell that romance every morning when you get up. And when you open the window, the cool air will hit your face, and you'll smell that romance in the air. And you'll see your children around, and you feel good about it. And nothing will ever make you feel bad about it. But now, your life has moved on. You get up every morning, and you might remember that romance, but then the whole day is in front of you to do something wonderful with. But I also think that what we're now may turn out in the end to be more profound. Because the Macintosh was the agent of change to bring computers to the rest of us with its graphical-user interface. That was very important. But now the industry is up against a really big closed door. Objects are going to unlock that door. On the other side is a world so rich from this well of software that will spring up that the true promise of many of the things we started, even with the Apple II, will finally start to be realized. After that ... who knows? Maybe there's another locked door behind this door, too; I don't know. But someone else is going to have to figure out how to unlock that one.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs interview from Triumph of the Nerds
Produced by: PBS
Date: 1995
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs: The Next Insanely Great Thing (Gary Wolf)
Published in: Wired
Date: Feb 1996
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The Macintosh computer set the tone for 10 years. Do you think the Web may be setting the tone today?
The desktop computer industry is dead. Innovation has virtually ceased. Microsoft dominates with very little innovation. That's over. Apple lost. The desktop market has entered the dark ages, and it's going to be in the dark ages for the next 10 years, or certainly for the rest of this decade. It's like when IBM drove a lot of innovation out of the computer industry before the microprocessor came along. Eventually, Microsoft will crumble because of complacency, and maybe some new things will grow. But until that happens, until there's some fundamental technology shift, it's just over. The most exciting things happening today are objects and the Web. The Web is exciting for two reasons. One, it's ubiquitous. There will be Web dial tone everywhere. And anything that's ubiquitous gets interesting. Two, I don't think Microsoft will figure out a way to own it. There's going to be a lot more innovation, and that will create a place where there isn't this dark cloud of dominance.
Why do you think the Web has sprouted so fast?
One of the major reasons for the Web's proliferation so far is its simplicity. A lot of people want to make the Web more complicated. They want to put processing on the clients, they want to do this and that. I hope not too much of that happens too quickly. It's much like the old mainframe computing environment, where a Web browser is like a dumb terminal and the Web server is like the mainframe where all the processing's done. This simple model has had a profound impact by starting to become ubiquitous.
And objects?
When I went to Xerox PARC in 1979, I saw a very rudimentary graphical user interface. It wasn't complete. It wasn't quite right. But within 10 minutes, it was obvious that every computer in the world would work this way someday. And you could argue about the number of years it would take, and you could argue about who would be the winners and the losers, but I don't think you could argue that every computer in the world wouldn't eventually work this way. Objects are the same way. Once you understand objects, it's clear that all software will eventually be written using objects. Again, you can argue about how many years it will take, and who the winners and losers will be during this transition, but you can't argue about the inevitability of this transition. Objects are just going to be the way all software is going to be written in five years or - pick a time. It's so compelling. It's so obvious. It's so much better that it's just going to happen.
How will objects affect the Web?
Think of all the people now bringing goods and services directly to customers through the Web. Every company that wants to vend its goods and services on the Web is going to have a great deal of custom-application software to write. You're not just going to be able to buy something off the shelf. You're going to have to hook the Web into your order-management systems, your collection systems. It's going to be an incredible amount of work. The number of applications that need to be written is growing exponentially. Unless we can find a way to write them in a tenth of the time, we're toast. The end result of objects - this repackaging of software - is that we can develop applications with only about 10 to 20 percent of the software development required any other way.
We see how people won the battle of the desktop by owning the operating system. How does one win on the Web?
There are three parts to the Web. One is the client, the second is the pipes, and the third is the servers. On the client side, there's the browser software. In the sense of making money, it doesn't look like anybody is going to win on the browser software side, because it's going to be free. And then there's the typical hardware. It's possible that some people could come out with some very interesting Web terminals and sell some hardware. On the pipe side, the RBOCs are going to win. In the coming months, you're going to see a lot of them offering a service for under $25 a month. You get ISDN strung into your den, you get a little box to hook it into your PC, and you get an Internet account, which is going to be very popular. The RBOCs are going to be the companies that get you on the Web. They have a vested interest in doing that. They'd like to screw the cable companies; they'd like to preserve the customers. This is all happening right now. You don't see it. It's under the ground like the roots of a tree, but it's going to spring up and you're going to see this big tree within a few years. As for the server market, companies like Sun are doing a nice business selling servers. But with Web server software, no one company has more than a single-digit market share yet. Netscape sells hardly any, because you can get free public-domain software and it's very good. Some people say that it's even better than what you can buy. Our company decided that people are going to layer stuff above this very simple Web server to help others build Web applications, which is where the bottleneck is right now. There's some real opportunity there for making major contributions and a lot of money. That's what WebObjects is all about. What other opportunities are out there? Who do you think will be the main beneficiary of the Web? Who wins the most?
People who have something -
To sell!
To share.
To sell!
You mean publishing?
It's more than publishing. It's commerce. People are going to stop going to a lot of stores. And they're going to buy stuff over the Web!
What about the Web as the great democratizer?
If you look at things I've done in my life, they have an element of democratizing. The Web is an incredible democratizer. A small company can look as large as a big company and be as accessible as a big company on the Web. Big companies spend hundreds of millions of dollars building their distribution channels. And the Web is going to completely neutralize that advantage.
What will the economic landscape look like after that democratic process has gone through another cycle?
The Web is not going to change the world, certainly not in the next 10 years. It's going to augment the world. And once you're in this Web-augmented space, you're going to see that democratization takes place. The Web's not going to capture everybody. If the Web got up to 10 percent of the goods and services in this country, it would be phenomenal. I think it'll go much higher than that. Eventually, it will become a huge part of the economy.
What's the biggest surprise this technology will deliver?
The problem is I'm older now, I'm 40 years old, and this stuff doesn't change the world. It really doesn't.
That's going to break people's hearts.
I'm sorry, it's true. Having children really changes your view on these things. We're born, we live for a brief instant, and we die. It's been happening for a long time. Technology is not changing it much - if at all. These technologies can make life easier, can let us touch people we might not otherwise. You may have a child with a birth defect and be able to get in touch with other parents and support groups, get medical information, the latest experimental drugs. These things can profoundly influence life. I'm not downplaying that. But it's a disservice to constantly put things in this radical new light - that it's going to change everything. Things don't have to change the world to be important. The Web is going to be very important. Is it going to be a life-changing event for millions of people? No. I mean, maybe. But it's not an assured Yes at this point. And it'll probably creep up on people. It's certainly not going to be like the first time somebody saw a television. It's certainly not going to be as profound as when someone in Nebraska first heard a radio broadcast. It's not going to be that profound.
Then how will the Web impact our society?
We live in an information economy, but I don't believe we live in an information society. People are thinking less than they used to. It's primarily because of television. People are reading less and they're certainly thinking less. So, I don't see most people using the Web to get more information. We're already in information overload. No matter how much information the Web can dish out, most people get far more information than they can assimilate anyway.
The problem is television?
When you're young, you look at television and think, There's a conspiracy. The networks have conspired to dumb us down. But when you get a little older, you realize that's not true. The networks are in business to give people exactly what they want. That's a far more depressing thought. Conspiracy is optimistic! You can shoot the bastards! We can have a revolution! But the networks are really in business to give people what they want. It's the truth.
So Steve Jobs is telling us things are going to continue to get worse.
They are getting worse! Everybody knows that they're getting worse! Don't you think they're getting worse?
I do, but I was hoping I could come here and find out how they were going to get better. Do you really believe that the world is getting worse? Or do you have a feeling that the things you're involved with are making the world better?
No. The world's getting worse. It has gotten worse for the last 15 years or so. Definitely. For two reasons. On a global scale, the population is increasing dramatically and all our structures, from ecological to economic to political, just cannot deal with it. And in this country, we seem to have fewer smart people in government, and people don't seem to be paying as much attention to the important decisions we have to make.
But you seem very optimistic about the potential for change.
I'm an optimist in the sense that I believe humans are noble and honorable, and some of them are really smart. I have a very optimistic view of individuals. As individuals, people are inherently good. I have a somewhat more pessimistic view of people in groups. And I remain extremely concerned when I see what's happening in our country, which is in many ways the luckiest place in the world. We don't seem to be excited about making our country a better place for our kids. The people who built Silicon Valley were engineers. They learned business, they learned a lot of different things, but they had a real belief that humans, if they worked hard with other creative, smart people, could solve most of humankind's problems. I believe that very much. I believe that people with an engineering point of view as a basic foundation are in a pretty good position to jump in and solve some of these problems. But in society, it's not working. Those people are not attracted to the political process. And why would somebody be?
Could technology help by improving education?
I used to think that technology could help education. I've probably spearheaded giving away more computer equipment to schools than anybody else on the planet. But I've had to come to the inevitable conclusion that the problem is not one that technology can hope to solve. What's wrong with education cannot be fixed with technology. No amount of technology will make a dent. It's a political problem. The problems are sociopolitical. The problems are unions. You plot the growth of the NEA [National Education Association] and the dropping of SAT scores, and they're inversely proportional. The problems are unions in the schools. The problem is bureaucracy. I'm one of these people who believes the best thing we could ever do is go to the full voucher system. I have a 17-year-old daughter who went to a private school for a few years before high school. This private school is the best school I've seen in my life. It was judged one of the 100 best schools in America. It was phenomenal. The tuition was $5,500 a year, which is a lot of money for most parents. But the teachers were paid less than public school teachers - so it's not about money at the teacher level. I asked the state treasurer that year what California pays on average to send kids to school, and I believe it was $4,400. While there are not many parents who could come up with $5,500 a year, there are many who could come up with $1,000 a year. If we gave vouchers to parents for $4,400 a year, schools would be starting right and left. People would get out of college and say, "Let's start a school." You could have a track at Stanford within the MBA program on how to be the businessperson of a school. And that MBA would get together with somebody else, and they'd start schools. And you'd have these young, idealistic people starting schools, working for pennies. They'd do it because they'd be able to set the curriculum. When you have kids you think, What exactly do I want them to learn? Most of the stuff they study in school is completely useless. But some incredibly valuable things you don't learn until you're older - yet you could learn them when you're younger. And you start to think, What would I do if I set a curriculum for a school? God, how exciting that could be! But you can't do it today. You'd be crazy to work in a school today. You don't get to do what you want. You don't get to pick your books, your curriculum. You get to teach one narrow specialization. Who would ever want to do that? These are the solutions to our problems in education. Unfortunately, technology isn't it. You're not going to solve the problems by putting all knowledge onto CD-ROMs. We can put a Web site in every school - none of this is bad. It's bad only if it lulls us into thinking we're doing something to solve the problem with education. Lincoln did not have a Web site at the log cabin where his parents home-schooled him, and he turned out pretty interesting. Historical precedent shows that we can turn out amazing human beings without technology. Precedent also shows that we can turn out very uninteresting human beings with technology. It's not as simple as you think when you're in your 20s - that technology's going to change the world. In some ways it will, in some ways it won't.
If you go back five years, the Web was hardly on anybody's horizon. Maybe even three years ago, it wasn't really being taken seriously by many people. Why is the sudden rise of the Web so surprising?
Isn't it great? That's exactly what's not happening in the desktop market.
Why was everyone, including NeXT, surprised, though?
It's a little like the telephone. When you have two telephones, it's not very interesting. And three is not very interesting. And four. And, well, a hundred telephones perhaps becomes slightly interesting. A thousand, a little more. It's probably not until you get to around ten thousand telephones that it really gets interesting. Many people didn't foresee, couldn't imagine, what it would be like to have a million, or a few tens of thousands of Web sites. And when there were only a hundred, or two hundred, or when they were all university ones, it just wasn't very interesting. Eventually, it went beyond this critical mass and got very interesting very fast. You could see it. And people said, "Wow! This is incredible." The Web reminds me of the early days of the PC industry. No one really knows anything. There are no experts. All the experts have been wrong. There's a tremendous open possibility to the whole thing. And it hasn't been confined, or defined, in too many ways. That's wonderful. There's a phrase in Buddhism,"Beginner's mind." It's wonderful to have a beginner's mind.
Earlier, you seemed to say there's a natural affinity between the Web and objects. That these two things are going to come together and make something very new, right?
Let's try this another way. What might you want to do on a Web server? We can think of four things: One is simple publishing. That's what 99 percent of the people do today. If that's all you want to do, you can get one of a hundred free Web-server software packages off the Net and just use it. No problem. It works fine. Security's not a giant issue because you're not doing credit card transactions over the Web. The next thing you can do is complex publishing. People are starting to do complex publishing on the Web - very simple forms of it. This will absolutely explode in the next 12 to 18 months. It's the next big phase of the Web. Have you seen the Federal Express Web site where you can track a package? It took Federal Express about four months to write that program - and it's extremely simple. Four months. It would be nice to do that in four days, or two days, or one day. The third thing is commerce, which is even harder than complex publishing because you have to tie the Web into your order-management system, your collection system, things like that. I think we're still two years away. But that's also going to be huge. Last is internal Web sites. Rather than the Internet, it's intranet. Rather than write several different versions of an application for internal consumption - one for Mac, one for PC, one for Unix - people can write a single version and have a cross-platform product. Everybody uses the Web. We're going to see companies have dozens - if not hundreds - of Web servers internally as a means to communicate with themselves. Three of those four functions of the Web require custom applications. And that's what we do really well with objects. Our new product, WebObjects, allows you to write Web applications 10 times faster.
How does the Web affect the economy?
We live in an information economy. The problem is that information's usually impossible to get, at least in the right place, at the right time. The reason Federal Express won over its competitors was its package-tracking system. For the company to bring that package-tracking system onto the Web is phenomenal. I use it all the time to track my packages. It's incredibly great. Incredibly reassuring. And getting that information out of most companies is usually impossible. But it's also incredibly difficult to give information. Take auto dealerships. So much money is spent on inventory - billions and billions of dollars. Inventory is not a good thing. Inventory ties up a ton of cash, it's open to vandalism, it becomes obsolete. It takes a tremendous amount of time to manage. And, usually, the car you want, in the color you want, isn't there anyway, so they've got to horse-trade around. Wouldn't it be nice to get rid of all that inventory? Just have one white car to drive and maybe a laserdisc so you can look at the other colors. Then you order your car and you get it in a week. Today a dealer says, "We can't get your car in a week. It takes three months." And you say, "Now wait a minute, I want to order a pink Cadillac with purple leather seats. Why can't I get that in a week?" And he says, "We gotta make it." And you say, "Are you making Cadillacs today? Why can't you paint a pink one today?" And he says, "We didn't know you wanted a pink one." And you say, "OK. I'm going to tell you I want a pink one now." And he says, "We don't have any pink paint. Our paint supplier needs some lead time on that paint.'' And you say, "Is your paint supplier making paint today?" And he says, "Yeah, but by the time we tell him, it takes two weeks." And you say, "What about leather seats?" And he says, "God, purple leather. It'll take three months to get that." You follow this back, and you find that it's not how long it takes to make stuff; it's how long it takes the information to flow through the system. And yet electronics move at the speed of light - or very close to it. So pushing information into the system is sometimes immensely frustrating, and the Web is going to be just as much of a breakthrough in terms of pushing information in as getting information out.
Your view about the Web is an alternative to the commonly held one that it's going to be the renaissance of personal publishing. The person who can't get published through the broadcast media will get a chance to say something.
There's nothing wrong with that. The Web is great because that person can't foist anything on you - you have to go get it. They can make themselves available, but if nobody wants to look at their site, that's fine. To be honest, most people who have something to say get published now.
But when we ask how a person's life is changed by these technologies, pushing information to customize products makes marginal differences. You go to the store and there's a lot of different kinds of toilet paper - some have tulips embossed on them and some don't. You're standing there making a choice, and you want the one with the embossed tulips.
I like the ones without the tulips.
I do, too - and unscented. But that customization is relevant to you for that second but in no other way. For the average person, the possibility to participate as a publisher or a producer has a higher value for them.
I don't necessarily agree. The best way to think of the Web is as a direct-to-customer distribution channel, whether it's for information or commerce. It bypasses all middlemen. And, it turns out, there are a lot of middlepersons in this society. And they generally tend to slow things down, muck things up, and make things more expensive. The elimination of them is going to be profound.
Do you think large institutions are going to be the center of the economy, basically driving it as they are now? Some people say the big company is going to fragment.
I don't see that. There's nothing wrong with big companies. A lot of people think big business in America is a bad thing. I think it's a really good thing. Most people in business are ethical, hard-working, good people. And it's a meritocracy. There are very visible examples in business of where it breaks down but it's probably a lot less than in most other areas of society.
You don't think that structural economic changes will tend to shrink the size of these large companies?
Large companies not paying attention to change will get hurt. The Web will be one more area of significant change and those who don't pay attention will get hurt, while those who see it early enough will get rewarded. The Web is just going to be one more of those major change factors that businesses face every decade. This decade, in the next 10 years, it's going to be the Web. It's going to be one of them.
But doesn't the Web foster more freedom for individuals?
It is a leveling of hierarchy. An individual can put up a Web site that, if they put enough work into it, looks just as impressive as the largest company in the world. I love things that level hierarchy, that bring the individual up to the same level as an organization, or a small group up to the same level as a large group with much greater resources. And the Web and the Internet do that. It's a very profound thing, and a very good thing.
Yet the majority of your customers for WebObjects seem to be corporations.
That's correct. And big ones.
Does that cause you any kind of conflict?
Sure. And that's why we're going to be giving our WebObjects software away to individuals and educational institutions for noncommercial use. We've made the decision to give it away.
What do you think about HotJava and the like?
It's going to take a long time for that stuff to become a standard on the Web. And that may shoot the Web in the foot. If the Web becomes too complicated, too fraught with security concerns, then its proliferation may stop - or slow down. The most important thing for the Web is to stay ahead of Microsoft. Not to become more complicated.
That's very interesting. Java pushes the technology toward the client side. Do you find that wrong?
In my opinion? In the next two years? It's dead wrong. Because it may slow down getting to ubiquity. And anything that slows down the Web reaching ubiquity allows Microsoft to catch up. If Microsoft catches up, it's far worse than the fact the Web can't do word processing. Those things can be fixed later. There's a window now that will close. If you don't cross the finish line in the next two years, Microsoft will own the Web. And that will be the end of it.
Let's assume for a second that many people share an interest in a standard Web that provides a strong alternative to Microsoft. However, when it comes to every individual Web company or Web publisher, they have an interest in making sure that their Web site stays on the edge. I know we do at HotWired. And so we have to get people into HotJava - we have to stay out there - which doesn't bode well for retaining simplicity. We're going to be part of that force pushing people toward a more complicated Web, because we have no choice.
The way you make it more complex is not by throwing stuff on the client side but by providing value, like Federal Express does, by becoming more complex on the server side. I'm just very concerned that if the clients become smart, the first thing this will do is fracture the Web. There won't be just one standard. There'll be several; they're all going to fight; each one has its problems. So it's going to be very easy to say why just one shouldn't be the standard. And a fractured Web community will play right into Microsoft's hands. The client-server relationship should be frozen for the next two years, and we shouldn't take it much further. We should just let it be.
By collective agreement?
Yeah. By collective agreement. Sure. Go for ubiquity. If Windows can become ubiquitous, so can the existing Web.
How did Windows become ubiquitous?
A force of self-interest throughout the industry made Windows ubiquitous. Compaq and all these different vendors made Windows ubiquitous. They didn't know how to spell software, but they wanted to put something on their machines. That made Windows ubiquitous.
So it just kind of happened.
No, it was sort of an algorithm that got set in motion when everyone's self-interest aligned toward making this happen. And I claim that the same sort of self-interest algorithm is present on the Web. Everyone has a self-interest in making this Web ubiquitous and not having anyone own it - especially not Microsoft.
Is the desktop metaphor going to continue to dominate how we relate to computers, or is there some other metaphor you like better?
To have a new metaphor, you really need new issues. The desktop metaphor was invented because one, you were a stand-alone device, and two, you had to manage your own storage. That's a very big thing in a desktop world. And that may go away. You may not have to manage your own storage. You may not store much before too long. I don't store anything anymore, really. I use a lot of e-mail and the Web, and with both of those I don't have to ever manage storage. As a matter of fact, my favorite way of reminding myself to do something is to send myself e-mail. That's my storage. The minute that I don't have to manage my own storage, and the minute I live primarily in a connected versus a stand-alone world, there are new options for metaphors.
You have a reputation for making well-designed products. Why aren't more products made with the aesthetics of great design?
Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it's really how it works. The design of the Mac wasn't what it looked like, although that was part of it. Primarily, it was how it worked. To design something really well, you have to get it. You have to really grok what it's all about. It takes a passionate commitment to really thoroughly understand something, chew it up, not just quickly swallow it. Most people don't take the time to do that. Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something. It seemed obvious to them after a while. That's because they were able to connect experiences they've had and synthesize new things. And the reason they were able to do that was that they've had more experiences or they have thought more about their experiences than other people. Unfortunately, that's too rare a commodity. A lot of people in our industry haven't had very diverse experiences. So they don't have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one's understanding of the human experience, the better design we will have.
Is there anything well designed today that inspires you?
Design is not limited to fancy new gadgets. Our family just bought a new washing machine and dryer. We didn't have a very good one so we spent a little time looking at them. It turns out that the Americans make washers and dryers all wrong. The Europeans make them much better - but they take twice as long to do clothes! It turns out that they wash them with about a quarter as much water and your clothes end up with a lot less detergent on them. Most important, they don't trash your clothes. They use a lot less soap, a lot less water, but they come out much cleaner, much softer, and they last a lot longer. We spent some time in our family talking about what's the trade-off we want to make. We ended up talking a lot about design, but also about the values of our family. Did we care most about getting our wash done in an hour versus an hour and a half? Or did we care most about our clothes feeling really soft and lasting longer? Did we care about using a quarter of the water? We spent about two weeks talking about this every night at the dinner table. We'd get around to that old washer-dryer discussion. And the talk was about design. We ended up opting for these Miele appliances, made in Germany. They're too expensive, but that's just because nobody buys them in this country. They are really wonderfully made and one of the few products we've bought over the last few years that we're all really happy about. These guys really thought the process through. They did such a great job designing these washers and dryers. I got more thrill out of them than I have out of any piece of high tech in years.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: A discussion with Steve Jobs and John Lasseter (Charlie Rose)
Produced by: PBS
Date: Oct 30, 1996
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fi.ytimg.com%2Fvi%2FE29v8vF0u-8%2F0.jpg&hash=28460b07aebe85cd44031ddbebb5237c46fa0045)
http://www.dailymotion.com/video/xo27i5_steve-jobs-on-charlie-rose_tech#from=embediframe (http://www.dailymotion.com/video/xo27i5_steve-jobs-on-charlie-rose_tech#from=embediframe)
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Wall $treet Week (Louis Rukeyser)
Produced by: PBS
Date: LAte 1996
http://www.youtube.com/v/SaJp66ArJVI&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Interview exclusive de Steve Jobs (Christophe Rasch)
Produced by: LaTélé
Date: Late 1996
http://www.youtube.com/v/MVppAvaKJcs&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve’s Job: Restart Apple (Cathy Booth)
Published in: Time Magazine
Date: Aug 18, 1997
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Steve Jobs is sitting in the Apple boardroom. Actually, he is slouched like a teenager in one of the cushy leather chairs, his worn jogging shoes resting on the directors' table. The table is very long, very impressive--and very empty. Just Jobs here, wearing shorts and an impish grin. The old board of directors at Apple is history, he says. He's about to leave for Boston, where he'll make that news public, along with a far more dramatic announcement. One more thing, he says, feet still propped up on the executive woodwork--the company's headquarters in Cupertino, Calif., is history too. Eight stories of corporate excess are about to be abandoned. "I hate this building," says Jobs. "This building has come to symbolize everything that went wrong with Apple. It's about corporate hubris. Greed." This is not a building that can make "insanely great" computer products.
The rebel flag is flying over Apple Computer, Inc., again, thanks to Jobs. The Silicon Valley visionary who co-founded Apple in his father's garage in 1976, who launched the wildly successful Macintosh only to be booted by the corporate pinheads in 1985, is back running his first love. No, he's not the CEO, nor even chairman of the board. But until there's a new boss, Jobs is firmly at Apple's helm, and take it from us, the beleaguered company will never be the same. Take it too from the 1,600 Macintosh believers who gave him a standing ovation at the Macworld Expo in Boston last week, then booed, hissed and finally sat in shocked silence as Jobs announced that Apple's salvation would be a strategic alliance with none other than... Bill Gates of Microsoft.
Understand, the idea of Jobs returning to Apple is something akin to that of Luke Skywalker returning to fight what, until last week, cultists regarded as the evil empire. Gates, by comparison, was perceived as a dweeb Darth Vader, the billionaire bad guy who usurped the idea of the Macintosh's friendly point-and-click operating system for his now dominant Microsoft Windows.
Boo, hiss, a strategic alliance indeed. Is Jobs crazy? "Madman at the wheel, eh?" he said, laughing, as he walked off the stage in Boston.
American business has had its share of imaginative entrepreneurs, malevolent bosses, boardroom plotters who hatch late-night coups, strategic decision makers who make disastrous turns and heroic turnaround artists who restore corporate glory with breakthrough thinking and messianic zeal. Generally, that would describe more than one person. But Jobs is a one-man miniseries of capitalism whose ratings are rising again. Within hours of the announcement, Apple stock soared 33% to $26.31. Sipping a celebratory water on the plane ride home, Jobs pointed out that people had been so shocked they missed the big news: Microsoft would be paying an undisclosed amount to settle claims that it had used seminal Apple computer patents. "Three or four weeks ago," said Jobs, "I called Bill and said Microsoft and Apple should work more closely together, but we have this issue to resolve, this intellectual-property dispute. Let's resolve it." With Jobs' no-nonsense negotiating, it was done quickly, with Gates not only promising to pay off Apple but even investing $150 million in nonvoting Apple stock. The rebels can now withdraw to their original "campus" in Cupertino--the one without the fancy boardroom--and live on to fight another day.
The tale of Steve Jobs has long been a Silicon Valley legend. It was Jobs who, as a long-haired and barefoot twentysomething, set in motion the revolution called the personal computer by making it "user friendly" to the masses. Jobs didn't invent the machine; his partner Steve Wozniak was the real engineer. But Jobs understood before anyone else the key to transforming the computer from a geek's expensive toy into a household appliance. Instead of writing commands in computerese, Macintosh owners used a mouse to point and click on easily identifiable icons on the screen--a trash can and a file folder. Jobs also paired the laser printer with the computer, thus sparking the desktop-publishing revolution. "We started out to get a computer in the hands of everyday people, and we succeeded beyond our wildest dreams," laughs Jobs.
Jobs is intimidating at first. He has, after all, been portrayed as an abusive monster, and countless colleagues attest to his arrogance and intolerance. But now, even during the week of the highest stress he has faced in years, he exudes his other side: the Zen-like calm and the impish aura that make him so different from his arch friend and arch rival Gates, a man of competitive intensity and analytical rigor. This Jobs literally lopes into the room, and he keeps using the word golly. So O.K., golly, it's true that the famed "Reality Distortion Field"--that renowned Jobsian ability to bamboozle and bedazzle--still works, but it's a slower seduction these days, not a manic pitch. At 42, he may have mellowed, but as a motivator and marketer he still has no equal.
The adopted son of working-class parents, Jobs became a millionaire by age 25, an American icon by age 30 and corporate history the same year, all thanks to Apple. It would be easy to read his return--12 years after he was booted by the board--as a moment of sweet revenge. But for Jobs, who grew up idolizing the Hewlett-Packard ideal of an egalitarian workplace where ideas came before hierarchy, returning to Apple is something akin to rescuing a son before he loses himself to booze and bad company. There has been a literal deathwatch on Apple in recent weeks. It had sales of $9.8 billion last year, but revenues have dropped significantly in 1997. Losses have mounted--more than $1.5 billion over 18 months. Jobs prefers to see hope in the 20 million to 25 million users who remain. He even has a hard time uttering the D word. "Apple has some tremendous assets, but I believe without some attention, the company could, could, could--I'm searching for the right word--could, could..." He pauses and gives in: "die."
All last week, Jobs allowed TIME to follow him as he negotiated his detente with Gates and prepared for the Boston meeting, then headed back to California to work at what he calls his "preferred squeeze"--Pixar Animation Studios, the Jobs company that created the 1995 hit movie Toy Story, the first animated feature film made entirely by computer. Pixar represents pure creation, a whole new era of entertainment that blends good storytelling with computers. "It's so fun at Pixar," he says, reveling in his new role as Hollywood mogul on the make. Apple, on the other hand, requires heavy lifting. "It's like turning a big tanker. There were a lot of lousy deals that we're undoing."
So why go back to a company that has ejected CEOs like so many bad diskettes? "I wouldn't be honest if some days I didn't question whether I made the right decision in getting involved," he says. "But I believe life is an intelligent thing--that things aren't random." In other words, there's a reason why his path has crossed Apple's again. A chance to pay penance? Or perhaps to prove he has grown up.
On Monday, two days before the fateful announcement, Jobs has the run of Apple headquarters. Most of the executive suites are already empty, their inhabitants gone to Macworld or just plain gone. Apple's management ranks have been thinning at an alarming rate. Only Fred Anderson, the chief financial officer, is roaming the halls as Jobs negotiates with Microsoft by phone and works on a quickie video of the new Apple board he virtually handpicked--naturally to include his buddy, Oracle chief Lawrence Ellison, who considered his own takeover bid of Apple this spring. "We caught Larry Ellison in the San Jose airport last Friday before he left for vacation," says Jobs, chuckling, as he watches raw video footage in the boardroom. "Apple is the only life-style brand in the computer industry," Ellison is saying onscreen. "It's the only company people feel passionate about. My company, Oracle, is huge; IBM is huge; Microsoft is huge; but no one has incredible emotions with our companies." Jobs is pleased.
All day long, the de facto helmsman races in and out, trying out bits of his Wednesday speech. He is aware of the naysaying, that Apple, with its single-digit market share, is doomed to fall before the Goliath of Microsoft. At Macworld, he will stress instead Apple's domination of education and desktop publishing. He fiddles with a paper clip as he thinks out loud.
"What if Apple didn't exist? Think about it. TIME wouldn't get published next week. Some 70% of the newspapers in the U.S. wouldn't publish tomorrow morning. Some 60% of the kids wouldn't have computers; 64% of the teachers wouldn't have computers. More than half the Websites created on Macs wouldn't exist," he says. "So there's something worth saving here. See?"
Painful as it is for a founding father, he keeps up daily with the rumbles about Apple on the Internet, the world's most extensive gossip mill. The chatter is of proxy fights and takeovers, the frustrations vented by clonemakers and Mac users alike. He understands; he really does. He gave up on Apple himself just two months ago and unloaded the 1.5 million shares he got as part of the $424 million Apple paid him for NeXT Software Inc. last December. "Yes, I sold the shares," he says. "I pretty much had given up hope that the Apple board was going to do anything. I didn't think the stock was going up." He ruefully notes that he sold them in June when the price was around $15 a share, about $16 million less than they'd be worth now. Today he holds a symbolic one share of Apple--and is unapologetic about not holding more. "If that upsets employees," he says, "I'm perfectly happy to go home to Pixar."
Within weeks of his sale, of course, the board ousted CEO Gilbert Amelio after 17 months on the job. Jobs says the board came to him and offered him both the CEO's and chairman's job. "I thought about it," he admits, "but decided it wasn't what I wanted to do with my life." Taking the chairman's job, in particular, he said would "scare away" any real candidate for the CEO's job, given Jobs' penchant for down-your-throat management. Yet it may not be much better for the new CEO to have him sitting on the board, especially the reconstituted activist board of Jobs allies that he hopes will keep Apple on the right path. "I've agreed to be a board member, and that's all I can give. I have another life now."
The Steve Jobs who is currently running two sophisticated companies lives in a turn-of-the- century English-style country house in Palo Alto with his wife Laurene, 33, their two young children and his 19-year-old daughter Lisa, home from college for the summer. The house is run with a distinct 1960s flavor. Laurene has planted a garden of wildflowers, herbs and vegetables all around. The rooms are sparsely decorated, the only extravagances being Ansel Adams photographs. We dine as the Jobses always do: both are strict vegans, eating no meat products. Dinner is pasta with raw tomatoes, fresh raw corn from the garden, steamed cauliflower and a salad of raw shredded carrots. While the adults eat, their six-year-old son picks lemon verbena and other herbs in the garden for the after-dinner tea. His reward is a tickle and being tucked into bed by Dad.
Over dinner, Jobs tells how Laurene overloaded his circuits eight years ago while he was speaking at nearby Stanford University. "I couldn't take my eyes off her," he says of the brainy blond M.B.A. He "bagged" a business dinner to be with her, he says, and they've been together ever since. Conversation is a mix of politics, Laurene's work setting up a mentor group for a nearby high school and tales of a presidential visit last summer when Bill Clinton rang up and invited himself to dinner so he could meet with Silicon Valley executives. "We had to rent a Dumpster to clean out the house before they came!" says Jobs, whose prenuptial housing style was "spare," if that's the term for lacking furniture. The couple giggle over their search for cheap wine glasses to serve the President. The menu was, naturally, vegan.
Tuesday Jobs heads for Boston, traveling commercial, albeit first class. Once there, he surveys the Castle, a puny downtown venue chosen months ago for what was expected to be a snoozer of a speech to Mac enthusiasts by Amelio. Jobs has assembled an army of showmen to orchestrate his- -and Apple's--return to competition. There is theatrical lighting and a concert-quality sound system. He stares at the mega columns with the Apple logo cut into them, grimaces at their "Hitlerish" appearance, but decides it's too late to do anything about them. Then he sets to work on his slide-show presentation--run from an IBM ThinkPad. The software, thank heaven, is from his old company, NeXT.
Less than 12 hours before his big announcement, nobody here knows yet about the bombshell to come. In fact, Jobs is still negotiating it here at the Castle--on a cell phone. "Hi, Bill," you hear him say in the echo chamber of the old hall. Then his voice drops, and for nearly an hour he paces the stage, running through last-minute details with Gates. All the while, he leans over his computer, paces, lies down on the stage, paces, lurks in dark corners, paces and talks, paces and talks.
This is the fateful call for the boy titans of the personal-computer revolution, meant to settle the war. At one point, talking about Apple, Jobs says, "There are a lot of good things, happily--and a lot of screwed-up things." Then, to his crew, he yells, "Have we got satellite contact with the other side?" Assured this has been taken care of, he answers a question from Gates about what to wear on the morrow ("I'm just going to wear a white shirt," he assures him), and he finally ends the conversation with a heartfelt "Thank you for your support of this company. I think the world's a better place for it." And so that's how Apple and Microsoft, Steve Jobs and Bill Gates, finally seal it--on a cell-phone call.
The deal is vintage Jobs. Amelio began the process of repairing relations between the two longtime rivals. But once he was out the door at Apple, Jobs contacted Gates to try to get talks started again. Gates dispatched his CFO, Gregory Maffei, who met Jobs at his home. Jobs suggested they go for a walk. Grabbing a couple of bottles of mineral water from the fridge, the two took off for a stroll around Palo Alto. Jobs was barefoot. "It was an interesting scene," Maffei recalls. "It was a pretty radical change for the relations between the two companies." The two walked for nearly an hour, through Palo Alto's green university area, as they pounded out the details of a potential deal. Jobs, Maffei says, was "expansive and charming. He said, 'These are things that we care about and that matter.' And that let us cut down the list. We had spent a lot of time with Amelio, and they had a lot of ideas that were nonstarters. Jobs had a lot more ability. He didn't ask for 23,000 terms. He looked at the whole picture, figured about what he needed. And we figured he had the credibility to bring the Apple people around and sell the deal."
That credibility would be tested as Jobs delivered the speech to the faithful. And then he was there, on the giant screen. Gates appeared, amid boos and hisses, to announce that Microsoft would invest in and cooperate with Apple. Jobs is disappointed by the "childish behavior" of those who booed. "I'm sure some people want to cling to old identities. I was a little disappointed at the unprofessional reaction. On the one hand, people are dying to get the latest release of Microsoft Office on their Macs, and on the other hand, they're booing the CEO of the company that puts it out. It seems really stupid to me." He adds, "Apple has to move beyond the point of view that for Apple to win, Microsoft has to lose."
Until a new CEO is on board, Jobs is up to his trim 35-in.-waist jeans in determining Apple's future. "I'm here almost every day," he said, sitting in the boardroom last week, "but just for the next few months. I'm really clear on it." His position is fairly critical to the company's success, according to Edgar Woolard Jr., chairman of E.I. DuPont and one of only two board members who survived the latest assault. "It's conceivable Apple could turn around without Steve, but the probability goes up significantly with Steve. Steve is noted for his intellect and vision, but he can also bring a spirit of enthusiasm to users and employees alike."
He can also buy that spirit. To restore morale, Jobs says, he went to the mat with the old board to lower the price of incentive stock options, which had become virtually worthless as the share price sagged. In Silicon Valley, where job opportunities are as common as Porsches, stock options are crucial to retain employees. When the board members resisted, he pushed for their resignations. Jobs repriced the option at $13.25. Apple employees have already made 100%.
There's not one area of Apple that doesn't bear Jobs' fingerprints. Take product development. "We've reviewed the road map of new products and axed more than 70% of the projects, keeping the 30% that were gems. Plus we're adding new ones that are a whole new paradigm of looking at computers," he says. "The product teams at Apple are very excited. There's so much low-hanging fruit, it's easy to turn around."
Next on the list is Apple's fuzzy marketing message. (Quick: Can you think of it?) Jobs dismissed Apple's ad agency and held a "bake-off" for the account among three firms. The winner was TBWA Chiat/Day, the company that created Apple's legendary 1984 Super Bowl ad (only to be fired). Jobs is wildly enthusiastic about the new ad, which features the theme "Think Differently," but when he plays it for his inner team at the Castle Tuesday night, the group nixes it as not ready for prime time. Look for it soon, however. "There's a germ of a brilliant idea there," Jobs rhapsodizes.
The key, Jobs believes, is to take advantage of the Apple brand itself. "What are the great brands? Levis, Coke, Disney, Nike. Most people would put Apple in that category," he says. "You could spend billions of dollars building a brand not as good as Apple. Yet Apple hasn't been doing anything with this incredible asset. What is Apple, after all? Apple is about people who think 'outside the box,' people who want to use computers to help them change the world, to help them create things that make a difference, and not just to get a job done."
Although many computer wonks still think Apple is too tempting for Jobs to resist, the truth is that he's been much better at building new companies than running existing ones. Pixar, his latest love, is taking off. Eleven years ago, he clicked his mouse on the Hollywood icon and bought Pixar from Star Wars director George Lucas. He has dumped upwards of $55 million of his own money into the venture and fairly burbles with that famed charisma over his new mission: marrying Silicon Valley technology to Hollywood's creative genius. His studio became the first--besides Disney--to hit it big with an animated movie, Toy Story, which cleared a respectable $37 million for the fledgling studio. Jobs owns 60% of Pixar, which is valued at anywhere from $700 million to $800 million.
Just entering the door at Pixar's headquarters in the San Francisco suburb of Richmond tells you all you need to know about the difference in cultures between Pixar and Apple. Pixar is what Apple used to be: cool. Everybody's office here is the same size, even Jobs'. He's in shorts; so is everybody else.
During our visit, Toy Story's Academy Award-winning director, John Lasseter, is excited about a "bug cam" the size of a matchbook. It was designed on a lark by Pixar engineers to photograph real bugs for A Bug's Life, the first in Pixar's five-picture deal with Disney. The hallways are crawling with pictures of exotic bugs and plants that will eventually populate the movie. "It's way cool working here," says Lasseter. "The atmosphere is fun. We respect creative people and make them feel satisfied."
Musing on the differences between the computer biz and the animation biz, Jobs notes, "Look, you work on a technical product, and if you're really lucky, it ships. If you're really, really lucky, it's a hit and lasts a year. If you're in the pantheon of products it lasts a decade, then it rapidly becomes a sediment layer on which the next layer of technology is built. I don't think you'll be able to boot up any computer today in 20 years."
On the other hand, animated films have an infinite life cycle. "Snow White has sold 28 million copies, and it's a 60-year-old production," Jobs points out. "People don't read Herodotus or Homer to their kids anymore, but everybody watches movies. These are our myths today. Disney puts those myths into our culture, and hopefully Pixar will too. At Pixar we're just getting started, and it's very magical. It's like the computer industry was in the early days."
Jobs is working hard to make Pixar a brand name as powerful as Disney's. Michael Eisner, head of Disney, says he doesn't even think of the two companies as separate anymore. "We are joined at the hip, at the computer and at the soul," he told TIME. "Pixar's success is not a fluke. One thing I always think is essential is enthusiasm, and Steve Jobs is massively enthusiastic. Jobs' bravado is his charm. He's a serious businessman, but he's out there with his charisma. It's fun to be with him."
Unlike Apple, Pixar is expanding, having gone from 175 people to 375 this year alone. The original Richmond studio now has an outpost working busily on a direct-to-video sequel to Toy Story, and here's a mysterious third major project in the works too. Jobs has plans for a new studio, to prawl on 16 acres in industrial Emeryville, near Berkeley. Interior plans have been carefully drawn--before the exterior--to ensure a cross-pollination of ideas. And of course, he says, all the offices will be the same size.
For the next few months, however, Steve Jobs' main job will be Apple. The Microsoft Death Star may be rotating in friendly orbit, but Jobs must still find a new leader for the Mac troops. Then he can resume being a Hollywood mogul and a model dad, right? Even after this amazing week, Jobs insists he will pass the diskette to a new generation and then stand aside to let it run the program. But Apple is his first child, and you know how hard it is to let the first child go. Watch for the sequel here.
With reporting by David S. Jackson/San Francisco and Valerie Marchant/New York
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs on Apple's resurgence (Andy Reinhardt)
Published in: Business Week
Date: May 12, 1998
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Now that you've introduced the new, bold-looking iMac, are you going to do some radically different products?
There's a lot of talk about such things -- about handhelds, set-top boxes. A lot of computer companies have been searching for a consumer product. My view is that the personal computer has been the most successful consumer product of the last 10 years. What we have to do, what the industry stopped doing, is targeting [the consumer PC] sector of the market. IBM wants to be IBM. Dell is just selling to the corporate market, primarily. Compaq just bought DEC -- my God! There's nothing wrong with wanting to be IBM. But Apple really beats to a different drummer. I used to say that Apple should be the Sony of this business, but in reality, I think Apple should be the Apple of this business. Apple is certainly moving closer to doing that with these new products. Also, I've had some experience in the entertainment industry because of Pixar. And I've got to tell you, the Internet is a place you go when you want to turn your brain on, and a television is a place you go when you want to turn your brain off. I'm not at all convinced that the twain will meet.
The $1,299 price of the iMac, even competitive with sub-$1,000 PCs, is still not in the range of consumer electronics products.
No PCs are in the price range. But people are seeing the value at these prices, and our goal is to continue to lower prices on products like iMac. Part of it relates to how much of a necessity you think these devices are. And a lot of people are starting to feel that having a personal computer, especially one that is able to deliver as robust an Internet experience as the iMac can in the home, is an essential utility. An iMac costs about as much as heating a New England home in the winter, a lot less than an automobile. We're not in the sweet spot totally, but we're getting there. For Apple, this is a pretty big step. Apple hasn't had a compelling product under $2,000 for the last several years.
Did you do consumer research on the iMac when you were developing it?
No. We have a lot of customers, and we have a lot of research into our installed base. We also watch industry trends pretty carefully. But in the end, for something this complicated, it's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them. That's why a lot of people at Apple get paid a lot of money, because they're supposed to be on top of these things.
Why did you decide against including an internal floppy drive and opt for a slower modem?
You know, you've got to do the right thing. Just take the floppy: People aren't thinking clearly. Nobody's going to back up a 4-gigabyte drive onto 1-megabyte floppies. They'll use a Zip drive -- but they're too expensive to build into a consumer product. Besides, hardly anybody backs up anyway, so why build cost into every system? The second reason for a floppy is software distribution, but a lot of software now comes on CD-ROMs because it's better and cheaper [the iMac includes a CD-ROM drive].
How much of a role did you have in the design of the product?
A fair bit. [Smiles] There were several teams. On a day-to-day basis, my job wasn't to head any of them. We have really talented people to do that. But when I got here last July, it took me about two weeks to figure out that Apple didn't have a consumer product in the pipe. I began a crash program in August to create one. We put together various teams.
But you smiled when I asked the question. Do you feel this is your baby?
We all feel like it's our baby. Everybody at Apple has a pride in it, because it represents what Apple ought to be doing. You expect this kind of innovation from Apple. Apple is getting back to that, and it's something we can all be proud of.
What are you doing about increasing the number of Mac software programs?
Let's focus first on the real problem. Forget the perception. The real problem is that a lot of developers have had a really tough time dealing with Apple over the last few years. I talked to these folks. It wasn't even about the volume of Mac sales declining -- it was problems in dealing with Apple. We fixed almost all of that. The developers are coming back, and it feels really good. We haven't brought everybody back yet, but a lot of them.
Are you going to take the CEO job permanently?
There's nothing new to report. I just decided one day that for me, it just wasn't such a big deal. I didn't have to lose sleep over this, worry about this. I'm Apple's interim CEO, and it won't be forever, and I'm doing the best that I can. But I'm the full-time CEO of Pixar Animation Studios, and I love it, and I also have a family. I'm doing the best I can here. If folks think there's a better solution, I'll be glad to step aside. And eventually we'll find somebody else to take the reins.
What about stock ownership? Do you intend to take a stake in the company?
This isn't about money for me.
I'm talking about the symbolic value.
That's not my problem. I've worked my tail off here. I don't think I could work any harder. I'm trying to help Apple. I do have more time now to be with my family. We've filled out our senior management team. We've got a good team now, and we're firing on all cylinders. And as the strategy becomes clearer to more of the people in the company, it really makes things much easier. The organization is clean and simple to understand, and very accountable. Everything just got simpler. That's been one of my mantras -- focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains.
There's a lot of symbolism to your return. Is that going to be enough to reinvigorate the company with a sense of magic?
You're missing it. This is not a one-man show. What's reinvigorating this company is two things: One, there's a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they're not losers. What they didn't have was a good set of coaches, a good plan. A good senior management team. But they have that now. So, the first thing to invigorating people is winning again. They're seeing us win, by the customer reactions to the products, by the sales, the profitability, all of those signs that people want what we've got again. And, that we can run our business well. That our own house is in order, that we've stopped the waste that people have seen with their own eyes without knowing what to do about it. There's sanity returning. The second thing that's reinvigorating them is that Apple is starting to innovate again. There's been a vacuum in this industry for a long time, in many ways, and that vacuum is in a lot of areas where Apple's legacy is. So Apple is back to its roots, starting to innovate again, and people are sensing that, seeing it concretely, and really feeling good about it. That's why they came here. That's what they want to do. When they see the iMac, for example, they think we really can produce industry-leading products like this. It's not about charisma and personality, it's about results and products and those very bedrock things that are why people at Apple and outside of Apple are getting more excited about the company and what Apple stands for and what its potential is to contribute to the industry.
What's the coolest stuff you have coming down the product pipe?
We have some pretty cool stuff coming, but we don't talk about it.
Will they be computers?
Yes. We're not going off into la-la land.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: MarketWrap with Steve Jobs (Bill Griffeth)
Produced by: CNBC
Date: Aug 14, 1998
http://www.youtube.com/v/vSEYcEc0xAg&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Cavuto Buiness Report with Steve Jobs (Neal Cavuto)
Produced by: Fox News
Date: Aug 14, 1998
http://www.youtube.com/v/xO4cdNnBL4Y&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: The Three Faces Of Steve (Brent Schlender)
Published in: Fortune
Date: Nov 9, 1998
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You knew it would be bleak when you went back to Apple. Just how bad was it?
Much worse than I could imagine. The people had been told they were losers for so long they were on the verge of giving up. The first six months were very bleak, and at times I got close to throwing in the towel too. I'd never been so tired in my life. I'd come home at about ten o'clock at night and flop straight into bed, then haul myself out at six the next morning and take a shower and go to work. My wife deserves all the credit for keeping me at it. She supported me and kept the family together with a husband in absentia.
A lot of people thought you had a plan in mind when you walked in the door because you moved so swiftly to cut off the clone business and extraneous projects like the Newton.
In a situation like that, you don't have time to study everything. But, yeah, I had some ideas. What I told people was that every decision didn't have to be right, just enough of them had to be right, so don't get paralyzed. There were some very hard decisions to make. Like the decision to end the clone business. In hindsight that looks smart, but have you ever gotten death threats? That was scary.
FORTUNE ran a story right after you came back to Apple in which we accused you of acting cynically, of returning just to satisfy your ego.
If I was cynical, why would I have put myself through all that?
But why did you sell all but one of your Apple shares before you even started trying to revive the company? You had to know that would send a bad signal.
There's an explanation. During the negotiations when Apple wanted to buy NeXT, Apple said it would pay me 1.5 million shares in stock--which was about a sixth of my share of the purchase price--and the rest in cash. There was a catch: They wanted it to be unregistered stock so I couldn't sell it for six months. It was a big mistake, and here's why. At the end of six months they had to register the stock with the SEC as they promised. When they did, the business press--a la you guys--assumed I was preparing to sell, even though I hadn't even thought about selling. When that all blew up, I thought, "Gee, Apple's taking a big PR hit on this. If I sell in three or six months, there will be a second hit, so I might as well sell now." This was, by the way, before the Apple board began to twist my arm to come back and run the company. Gil Amelio was running the place. So I was also thinking, "Do I really want this $20 million worth of stock when I think the company is going to be worthless in a year?" So I sold it. Literally within a few days, I got a call from [Apple director] Ed Woolard to discuss coming back. Selling that stock actually was a good thing. I don't get a salary at Apple. I get a dollar a year so that my family can be on the health plan, but that's it. You could argue, as you did, that I don't have a stake in Apple. But I was able to walk in with some moral authority and say, "Look, this isn't about me or the money I'm going to make. This is about what's right for Apple." It was purer in some ways.
Let's look ahead now. The iMac has begun shoring up Apple's market share. But can you really hope to make your share grow?
There are three kinds of iMac purchasers: No. 1, the Macintosh installed base; that's the most important segment. We're constantly listening to those folks, and we'll try to build computers that they want and need. They seem to be responding to the iMac. The second kind is new users. Between five million and ten million new users will enter the market in the next year or two, and we'd like to get a much greater proportion of those than our current market share. We're in a pretty good position to do that. The third place to get customers is from the Wintel installed base. Now, the Wintel market is actually two: diehard PC users--and we know we're not going to get many of them--and former Mac users who converted to Wintel. We are getting some of those people back.
Now that you've stabilized the ship, will Apple start pioneering again?
The iMac is a pretty good indication of where we're headed. The whole strategy for Apple now is, if you will, to be the Sony of the computer business. I don't really believe that televisions and computers are going to merge. I've spent enough time in entertainment to know that storytelling is linear. It's not interactive. You go to your TV when you want to turn your brain off. You go to your computer when you want to turn your brain on. Those are not the same. Computers have a bright future. The question is, where can Apple fit in? Dell and Compaq and Hewlett-Packard sell mainly to the corporate market. Yet there's this whole consumer market, which hardly anybody with the right skills is focusing on. In audio and video electronics, Sony has a consumer products business, which is their core, and a professional business, which serves broadcasters. Well, our professional business is our design/publishing business, and our consumer business is education and pure consumers. The consumer business is pretty cool because it's very high-volume and you really get to interact with individual customers. Beyond that, Apple's the only PC company left that makes the whole widget--hardware and software. That means Apple can really decide that it will make a system dramatically easier to use, which is a great asset when you're going after consumers. The technology isn't the hard part. The hard part is, What's the product? Or, Who's the customer? How are they going to buy it? How do you tell them about it? So besides having the ideas and the technology and the manufacturing, you have to have good marketing to be able to reach the consumer.
Can we expect Apple to move into related consumer electronics businesses?
If Mercedes made a bicycle or a hamburger or a computer, I don't think there'd be much advantage in having its logo on it. I don't think Apple would get much equity putting its name on an automobile, either. And just because the whole world is going digital--TV, audio, and all that--doesn't mean there's anything wrong with just being in the computer business. The computer business is huge. Listen, consumers are smart enough to know what the boundaries of brands are. If Apple can find things that are complementary to its core, that's great. I thought buying the PalmPilot from 3Com would have been complementary, but it didn't come to pass. I won't go into what other complementary things there might be, but when you look back in a year, it will all make sense. Here's a problem I see in spotting new products. People focus too much on entirely new ideas, as if that's what's required to grow a new business. Maybe that's not the right way to do it. Most good products really are extensions of previous products. For example, computers are still awful. They're too complicated and don't do what you really want them to do--or do those things as well as they could. We have a long way to go. People are still making automobiles after nearly 100 years. Telephones have been around a long time, but even so the cellular revolution was pretty exciting. That's why I think the computer revolution is still in its early stages. There's a lot of room for doing new and exciting things with the same basic product.
You're CEO of not one but two companies that are very different. Tell us about some of those differences.
Apple has some pretty amazing people, but the collection of people at Pixar is the highest concentration of remarkable people that I have ever witnessed. There's a person who's got a Ph.D. in computer-generated plants--3-D grass and trees and flowers. There's another who is the best in the world at putting imagery on film. Also, Pixar is more multidisciplinary than Apple ever will be. But the key thing is that it is much smaller. Pixar's got 450 people. You could never have the collection of people that Pixar has now if you went to 2,000 people. Another difference is that all the things in the computer business that we labored over 20 years ago are now discarded--part of the sedimentary layer. Nobody uses an Apple II anymore. Yet when Snow White [Disney's first big animated film] was re-released a few years back, we were one of the tens of millions of families that went to see it. That film is 60 years old, and my son loved it. I'd like to think people are going to love [Pixar's upcoming movie] A Bug's Life 60 years from now. But I doubt anybody will be beating on a Macintosh 60 years from now.
Have you seen Antz [a computer-animated film distributed by DreamWorks that is strikingly similar to A Bug's Life]?
I should have, but I've just been too busy. That reminds me of another big difference between Apple and Pixar: The computer business is a zero-sum game. If a customer buys the other guy's computer, he won't buy yours. But in the film industry, time and again, audiences have shown that if there are three really good films out there, they'll go see all three; but if there are three not-so-good films, they won't go see any. If A Bug's Life is really good, Antz is not going to hurt us much, even if it's really good too. We're competing with "Can we make a great movie?," not with Antz or another studio.
People you've worked with say the word that best describes your management style is persistent. Where did you get your persistence?
I don't think of it as persistence at all. When I was growing up, a guy across the street had a Volkswagen Bug. He really wanted to make it into a Porsche. He spent all his spare money and time accessorizing this VW, making it look and sound loud. By the time he was done, he did not have a Porsche. He had a loud, ugly VW. You've got to be careful choosing what you're going to do. Once you pick something you really care about, and it's a worthwhile thing to do, then you can kind of forget about it and just work at it. The dedication comes naturally.
You seem to enjoy building companies as much as you enjoy building products.
Uh, no. The only purpose for me in building a company is so that it can make products. Of course, building a very strong company and a foundation of talent and culture is essential over the long run to keep making great products. On the other hand, to me, the company is one of humanity's most amazing inventions. It's totally abstract. Sure, you have to build something with bricks and mortar to put the people in, but basically a company is this abstract construct we've invented, and it's incredibly powerful.
Still, if you look at your first tenure at Apple, part of your goal was to build a new kind of company. You had much the same goal at Pixar.
I was lucky to get into computers when it was a very young and idealistic industry. There weren't many degrees offered in computer science, so people in computers were brilliant people from mathematics, physics, music, zoology, whatever. They loved it, and no one was really in it for the money. My heroes--Dave Packard, for example, left all his money to his foundation; Bob Noyce [the late co-founder of Intel] was another. I'm old enough to have been able to know these guys. I met Andy Grove when I was 21. I called him and told him I'd heard he was really good at operations and asked if I could take him out to lunch. I did that with others too. These guys were all company builders, and the gestalt of Silicon Valley at that time made a big impression on me. There are people around here who start companies just to make money, but the great companies, well, that's not what they're about.
Maybe so, but today Silicon Valley seems to be fueled as much by stock options as by idealism.
Of course you want to have your people share in the wealth you create. At Apple we gave all our employees stock options very early on. We were among the first in Silicon Valley to do that. And when I returned, I took away most of the cash bonuses and replaced them with options. No cars, no planes, no bonuses. Basically, everybody gets a salary and stock. The great thing about stock is that if the value of one person's shares goes up, everyone's does. It's a very egalitarian way to run a company that Hewlett-Packard pioneered and that Apple, I would like to think, helped establish. At Pixar one of the most gratifying things is that there are a lot of folks who don't really care about getting rich but who care a lot about the art or the technology. Yet they will never have to worry about money for the rest of their lives. Their families can live in a nice house, and they can concentrate on what they really love to do. It's wonderful.
You've always taken time to troll for new technologies that you could turn into new kinds of products. Are you able to do that now as much as you used to?
There's a certain amount of homework involved, true; but mostly it's just picking up on things you can see on the periphery. Sometimes at night when you're almost asleep, you realize something you wouldn't otherwise have noted. I subscribe to a half-dozen Internet news services, and I get 300 E-mails a day, many from people I don't know, hawking crazy ideas. And I've always paid close attention to the whispers around me.
You're 43. You've already made it big in business, yet you're not on the downhill slope of your life yet. Have your motivations changed as a middle-ager?
I don't think much about my time of life. I just get up in the morning and it's a new day. Somebody told me when I was 17 to live each day as if it were my last, and that one day I'd be right. I am at a stage where I don't have to do things just to get by. But then I've always been that way because I've never really cared about money that much. I guess what I'm trying to say is that I feel the same way now as I felt when I was 17.
But you react to things differently now.
Of course. I'm an old man. When you're older, you realize that sometimes there's nothing you can do about certain things.
Do you ever think you may be getting a little conservative in your old age?
One of my role models is Bob Dylan. As I grew up, I learned the lyrics to all his songs and watched him never stand still. If you look at the artists, if they get really good, it always occurs to them at some point that they can do this one thing for the rest of their lives, and they can be really successful to the outside world but not really be successful to themselves. That's the moment that an artist really decides who he or she is. If they keep on risking failure, they're still artists. Dylan and Picasso were always risking failure. This Apple thing is that way for me. I don't want to fail, of course. But even though I didn't know how bad things really were, I still had a lot to think about before I said yes. I had to consider the implications for Pixar, for my family, for my reputation. I decided that I didn't really care, because this is what I want to do. If I try my best and fail, well, I tried my best. What makes you become conservative is realizing that you have something to lose. Remember The Whole Earth Catalog? The last edition had a photo on the back cover of a remote country road you might find yourself on while hitchhiking up to Oregon. It was a beautiful shot, and it had a caption that really grabbed me. It said: "Stay hungry. Stay foolish." It wasn't an ad for anything--just one of Stewart Brand's profound statements. It's wisdom. "Stay hungry. Stay foolish."
Do you want to be a mentor to someone who could succeed you?
I don't think it works that way. You just are yourself, and you work with other people. If you're inspiring to other people, it makes an impression on them. For example, I hear people at Disney talking about what it was like to work with Walt. They loved him. I know that people at Pixar are going to talk about their days with John Lasseter in the same way. Who knows? Maybe someday somebody will feel that way about working with me. I have no idea.
But if you had a partner or an understudy, wouldn't it reassure those who worry about the word "interim" in your title?
Here's what that issue is about. I'm also CEO of Pixar, and I'd like to remain there for the foreseeable future because I love it. That does place some limitations on what I can do at Apple. What happened with me ever since I returned to Apple was that everybody was hounding me about this "interim" business, asking how long I was going to stay. Very early this year I remember waking up and thinking, "This is not my problem. This is their problem. I'm not losing sleep over it, and it doesn't make me work any less hard for Apple." So I just decided, with all the other problems that I'd taken on, that I didn't need this one too, and I haven't looked back a day.
What's your biggest screwup in your adult life?
Personal stuff.
No regrets about business decisions?
Sure, there are a zillion things I wish I'd done differently. But I think the things you most regret in life are things you didn't do. What you really regret was never asking that girl to dance. In business, if I knew earlier what I know now, I'd have probably done some things a lot better than I did, but I also would've probably done some other things a lot worse. But so what? It's more important to be engaged in the present. I'll give you a perfect example. On vacation recently I was reading this book by [physicist and Nobel laureate] Richard Feynmann. He had cancer, you know. In this book he was describing one of his last operations before he died. The doctor said to him, "Look, Richard, I'm not sure you're going to make it." And Feynmann made the doctor promise that if it became clear he wasn't going to survive, to take away the anesthetic. Do you know why? Feynmann said, "I want to feel what it's like to turn off." That's a good way to put yourself in the present--to look at what's affecting you right now and be curious about it even if it's bad. I'll tell you something else that makes you look at things differently. Once you have kids, it doesn't take a very big leap to realize that everybody is a kid. Everybody came out of their mother and was a baby, and hopefully everybody was loved by somebody as much as you love your kids. That may not sound profound, but a lot of people forget that. So when we laid some people off at Apple a year ago, or when I have to take people out of their jobs, it's harder for me now. Much harder. I do it because that's my job. But when I look at people when this happens, I also think of them as being 5 years old. And I think that person could be me coming home to tell my wife and kids that I just got laid off. Or that could be one of my kids in 20 years. I never took it so personally before. Life is short, and we're all going to die really soon. It's true, you know.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Moneyline with Steve Jobs (Willow Bay)
Produced by: CNN
Date: Jul 21, 1999
http://www.youtube.com/v/IrQ0QATrhjo&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs at 44 (Michael Krantz)
Published in: Time Magazine
Date: Oct 18, 1999
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Ftime99.png&hash=b28b8ab6e0b14de96c2d2de085d0c863fe683d12)
Differences and Similarities Between Apple and Pixar
Apple turns out many products--a dozen a year; if you count all the minor ones, probably a hundred. Pixar is striving to turn out one a year. But the converse of that is that Pixar's products will still be used fifty years from now, whereas I don't think you'll be using any product Apple brings to market this year fifty years from now. Pixar is making art for the ages. Kids will be watching Toy Story in the future. And Apple is much more of a constant race to continually improve things and stay ahead of the competition.
His Role At Pixar
At Pixar my job is to help build the studio and recruit people and help create a situation where they can do the best work of their lives. And to some degree it's the same at Apple. But at Pixar, I don't direct the movies, whereas at Apple probably, if I had to pick a role out of a film production, I'd be the director. So it's a different job for me too, and I'm very conscious of that. My job at Pixar is to help manage the studio processes. But I don't say, "Well, I think we should have that character do that." I do give notes, just like other people do. There was one situation, for the first time, about three months ago, where I gave the best note. Which is really good, actually, because there were some very smart people there. But that will hardly ever happen.
Getting Sarah Mcarthur to Pixar
Ed [Catmull] is a genius for technology and John [Lasseter] is a genius for creative. Sarah McArthur runs all of production. We never had great production. I would always call Peter Schneider, who was then running Disney's feature animation unit, and say, "Can't you spare one of your second-tier producers to come and run production here, because we really need somebody." And they could never spare anybody. It's hard because there are so few people with experience in this area. But one day he called me up and said, "I can't believe I'm making this call, but I have the ultimate production leader for you." I said, "Really. Who's that?" He said, "Sarah McArthur, she's our VP of production for feature animation. She is the most senior production executive at the Walt Disney Company for animation." I said, "It's not April 1st, Peter." He said, "Well, she's going to leave us. She's going to move to Northern California for personal reasons, she has to, and I'd rather lose her to you than to anyone else." She is incredible. She was executive producer of "The Lion King." She's the best in the business. These movies are $100 million projects. We have a few going on at any given time. Most of the people at the studio actually work, in terms of chain of command, for Sarah. In terms of day-to-day trains running on time, it"s Sarah McArthur.
Apple's Product Lines
There were 15 product lines when I got here. It was incredible. You couldn"t figure out what to buy. I started asking around, and nobody could explain it to me. This year we updated the PowerBook, in May, the iBook in July, the G4, replacing the G3, in August at Seybold, and now the iMacs in October. I added up the time: in 148 days, we've completely changed every product. [He laughs.] We've been working too hard.
Apple's Vertical Integration
Apple is really a serious player in this stuff now. When we first got here two years ago, Apple was being bombarded by criticism that it was the last vertically integrated PC company, and management should break it up. Our competitors — the Gateways, Dells and Compaqs — they're really distribution companies. They take technology from Microsoft and Intel, package it up in the Far East and ship it out. And what determines whether they're successful or not is their distribution model and their logistical efficiency. They don't engineer anything. The innovation in that business has really slowed down dramatically, or even come to a halt. You get incremental innovation: the disk drive gets bigger for the same price. But what's really changed? Nothing. Nothing in scope — what's it going to do for you? Apple's the only company left in this industry that designs the whole widget. Hardware, software, developer relations, marketing. It turns out that that, in my opinion, is Apple's greatest strategic advantage. We didn't have a plan, so it looked like this was a tremendous deficit. But with a plan, it's Apple's core strategic advantage, if you believe that there's still room for innovation in this industry, which I do, because Apple can innovate faster than anyone else.
I'll give you an example: when we shipped the iMac, we decided to go to this new I/O scheme called USB. Right after we shipped it I got a call from a very senior executive at Intel. He said, "You know who invented USB, don't you?" I said, "No, who?" He said, "Intel. Five years ago. And we've been trying to get the PC industry to use it for five years, and in literally 30 days you have jumped so far ahead of us it's unbelievable. It was like trying to herd cats."
Whereas we say, "Okay, we're going to build it in the hardware, build it in the software, evangelize the developers." We can pick half a dozen things like that a year and go make that innovation.
Believe me, the product pipeline for the next 18 months looks unbelievably strong. Our mission is just to build the best personal computers in the world.
Why He Isn't the Only Important Person
Both Pixar and Apple are team sports, even more so in my funny situation. I rely on a very great management team at Pixar because I'm not there all the time. I'm here [at Apple] a little more than I am there [at Pixar] these days. And without those folks, nothing of value would happen. I guess what I'm trying to say is, there's different things in life you can do. You can become a painter, you can become a sculptor. You can make something by yourself. But that's not what I do. I do the other thing, which is, you work at things that one person can't do, and that you need large numbers of people to do. I know people like symbols, but it's always unsettling when people write stories about me, because they tend to overlook a lot of other people.
The Promise of the Broadband Web
I think there's a lot of possibility there, but there are a lot of problems between here and there. The Internet offers no guaranteed delivery. There's no gauranteed latency. You get a lot of traffic on that backbone, you have all sorts of problems. When you try to start moving huge amounts of information around with big high-fidelity images, there's just a lot of problems there. But they will get solved.
The Apple Cafeteria
This is the nicest corporate cafe I've ever seen. When we got here this was dog food. There was this company called Guggeinheim that it was farmed out to and it was just shit. And finally we fired them and got this friend of mine who runs Il Fourniao restaurant to come and he did everything and now it's great. So... [ starts pointing ] ...there's a burrito bar, a salad bar, there's some pasta over there, there's a wood-burning pizza oven right there...there's sometimes sushi, and there's another salad bar over there...
Palo Alto Development
I live in Palo Alto, I moved there about ten years ago when I got married and we had a child, because I wanted to be in more of a community and have neighbors. The problem is that it's a nice community, and a lot of people want to live there, and they're not making any more Palo Alto. San Mateo's great, Burlingame's great, San Carlos is great, all those towns are really good right now. But they're getting discovered.
The Word 'Broadband'
My personal belief is that you shouldn't use a word like broadband. It's this myterious thing. It's just fast networking, and I think people can understand that; high-speed networking vs. slower speed networking. I think this term broadband throws a lot of people off; they think it's something new and mysterious when all it is is their modem running 100 times faster.
Whether, When Pondering Future Products, He Thinks About the Year 1999 or the Year 2010
Um, neither. [ Long pause. ] I look for vectors going in time. What's changing, what are the trends? What windows have just opened and what windows are closing? Like, a trivial example, the USB was a window that was opening. It was a trend that Apple had started with ease of use of plug-and-play, and USB let us take it further, simplify two or three ports down to one. The trend was toward serial high-speed I/O. You used to have parallel I/O with these big fat cables and big fat connectors. But now with the technology we have, you could serialize the bits on that, pump bits much faster but only need one or two wires to do it. And the cables are smaller, and the connectors are smaller and it's more consumer-oriented. Put some software around it and make it self-addressing, so it's just plug-and-play.
You try to spot those things and how they're going to be changing over time and which horses you want to ride and at any point in time, balancing all those things to make a product. The product is like the physical incarnation of all these things you've got to keep in your mind and understand where you're going to place your bets. You can't be too far ahead, but you have to be far enough ahead, because it takes time to implement. So you have to intercept a moving train. And you also have to pick horses to ride for five to ten year periods because you don't want to be changing things. If I give you 20 bricks, you could lay them all on the ground and you'd have 20 bricks on the ground. Or you can lay them on top of each other and start building a wall. We don't want to go back and start relaying the bricks we laid last year. So we want to choose wisely the standards we're going to ride, the directions we're going to go, so that each project builds upon the last one and we can invest our engineering efforts into new things, rather than redoing things we just did a year or two ago. You have to invest in thinking through the architecture of things. Otherwise when you get up to the 10th floor, the building starts to collapse.
Reinventing Apple
One of the things that happened when we got back to Apple was, we said, Apple's all confused. Apple's forgotten what it is. Who is Apple? Why is Apple here? Remember, the roots of Apple were to build computers for people, not for corporations. At the time we started Apple, IBM built computers for corporations. Now it's Microsoft and Intel. But there was nobody building a computer for people. Funny enough, 20 years after we started Apple, there was nobody building computers for people again. You know? They were trying to sell consumers last year's corporate computers. We said, "Well, these are our roots. This is why we're here. The world doesn't need another Dell or Compaq. They need an Apple." We said, "Our thrust is not going to be to make computers for CEOs and enterprise companies." We have a lot of customers in the enterprise. But we don't ever go talk to the CEO of Time Warner. We talk to the people who put out the magazines.
The Main Attribute That Apple and Pixar Share
I remember the first time I saw a piece of paper come out of the laser printer prototype we had. It was running this very sophisticated printer from Canon, this very sophisticated controller we had designed and Postscript software from Adobe. An amazing amount of technology. The piece of paper came out and I looked at it and it was so beautiful, I thought, "We can sell this. Because we don't need to tell anybody anything about what's in this box. All we have to do is hold this piece of paper up and go, Do you want this? If you do, buy this box." That's our whole marketing strategy.
Well, that's how I've always looked at this stuff. What Apple stands for is this: Technology has exploded. It's getting more complicated by the day. And there are very few ways for us mere mortals to approach all this technology. People don't have a week to research things and figure out how they work. Apple has always been, and I hope it will always be, one of the premiere bridges between mere mortals and this very difficult technology. We may have the fastest PCs, which we do, we may have the most sophisticated machines, which we do. But the most important thing is that Apple is the bridge.
When I first met Ed Catmull, he told me about all the awesome technology that they at the time were using to create digital imagery. Today we have the biggest computer farm I know of. We're using over 1500 of Sun's fastest processors to make each picture. And the software we've invented, which is all proprietary, is a monumental acheivement. The technologoy that goes into making a Pixar movie is staggering. And yet we sell a consumer product for $7. You pay your $7 and sit down in a movie theater and you don't need to know one iota about the technology that went into making that production order to enjoy that product.
Apple and Pixar are the same in that regard--they both deliver a product that has immense technology unerpinnings and yet they both strive to say you don't need to know anything about this techology in order to use it. In the case of Apple, we're going to make it easy as possible to use this.
The Question of Art. Vs. Technology
I've never believed that they're separate. Leonardo da Vinci was a great artist and a great scientist. Michelangelo knew a tremendous amount about how to cut stone at the quarry. The finest dozen computer scientists I know are all musicians. Some are better than others, but they all consider that an important part of their life. I don't believe that the best people in any of these fields see themselves as one branch of a forked tree. I just don't see that. People bring these things together a lot. Dr. Land at Polaroid said, "I want Polaroid to stand at the intersection of art and science," and I've never forgotten that. I think that that's possible, and I think a lot of people have tried.
You said "corporate" and "technical" as if they go together. Technology has nothing to do with the corporate world. I don't see technology and the corporate world as being necessarily intertwined, any more than art and the corporate world are intertwined. Yes, I knew a lot of people when I was in my formative years who were very clear that they didn't want to grow up and work for some faceless corporation. They wanted to do something different with their lives, and a lot of them did. But that has nothing to do with science and technology and art. A lot of scientists have never worked in a corporation. And a lot of them started their own.
The Apple II
The Apple II had a few qualities about it. Number one, it was the first computer ever with a plastic case on it. You could mold it and shape it to be a more cultural shape rather than just a rectangular box. And secondly, it was the first personal computer with color graphics on it. Third, in everything it did, it was the first PC that came fully assembled. Every other computer came in a kit. We figured for every hardware hobbyist out there, there was at least a thousand software hobbyists. People who'd want to play with the software but couldn't build one. Even back then, that was how we were thinking.
This Exciting Moment in History
It's a wonderful time right now. What we can put in a computer for $1000 is just mindblowing. We can use it to do wonderful things like video. It's pretty exciting right now. Apple is a large company, in a good sense. One of the reasons I came here was, when I was using NeXTStep, it was entropying. I didn't want to use the present state of Mac or Windows for the rest of my life. But another one was Apple had just lost a billion dollars. But what people forget is — someone once said that profit is the very small difference between two very large nubmers: revenue and cost. Well, if Apple sold $7 billion worth of stuff, and it lost a billion, that means it spent $8 billion. That's a huge amount of money! It meant that this was a company that could spend $5, $6, $7 billion dollars a year and still make a profit! Which NeXT could not. If you could eliminate waste and work to come up with a focused strategy, you have enormous resources to do good work. It's a wonderful, wonderful opportunity.
Whether He Has Changed As He Got Older
Sure, I mean people change. I get older. I'm a lot older. I'm 15 years older then when I left Apple. I left when I was 30. I'll be 45 in February. So, sure people change. When does your life really start as an adult? Lets say it starts when you're 15, you become totally conscious as an adult. So, I'm twice as old as an adult as when I was 30.
You know, I'm not sure it's always a good idea to chronicle one's point of view about oneself. I can tell you this: I've been married for 8 years, and that's had a really good influence on me. I've been very lucky, through random happenstance I just happened to sit next to this wonderful woman who became my wife. And it was a big deal. We have 3 kids, and it's been a big deal. You see the world differently. [When he came back to Apple] We had to lay some people off. A lot of people. I've done it before and it's always hard. But before, I didn't really think too much about it. But when I got here, every one that I had to do personally, I thought, "A lot of these fathers and mothers are going to have to go home and tell their families they just lost their jobs." And I'd never really thought about that before. You succeed at some things, you fail at some things. You start to understand what's important.
How Being a Family Man Changes Your Work Priorities
I've read something that Bill Gates said about six months ago. He said, "I worked really, really hard in my 20s." And I know what he means, because I worked really, really hard in my 20s too. Literally, you know, 7 days a week, a lot of hours every day. And it actually is a wonderful thing to do, because you can get a lot done. But you can't do it forever, and you don't want to do it forever, and you have to come up with ways of figuring out what the most important things are and working with other people even more. Just working smarter to get things done. Because you can't work 15 hour days, 7 days a week.
What His Typical Workday Is Like
I'm a good morning person. I like it early in the morning. I wake up six-ish. About 10 years ago I put in a T1 to my house. I'm actually getting ready to put a 45 mg fiber to my house, because I want to find out what that will be like, because everybody's going to have that someday. But I have a pretty sophisticated setup; whether I'm at Apple or at Pixar or at my home, I log in and my whole world shows up on any of those computers. It's all kept on a server. So I carry none of it with me, but wherever I am, my complete world shows up, all my files. Everything. And I have high speed access to all of it. So my office is at home too. And when I'm not in meetings, my work is fundamentally on email. So I'll work a little before the kids get up. And then we'll all have a little food and finish up some homework and see them off to school. If I'm lucky I'll stay at home and work for an hour because I can get a lot done, but oftentimes I'll have to come in. I usually get here about 9. 8 or 9. Having worked about an hour or half or two at home.
How He'd Describe His Job
My job is thinking and working with people and meeting and email. Both Apple and Pixar, they don't produce giant factories with robots in them. Their product is pure intellectual property. Bits on a disk. Pixar--what do we make? In the end we produce bits on a disk that get written onto film. At Apple we produce bits on a disk that get cut into steel for plastics tooling and get cut into silicon for custom integrated circuits and get put on a hard disk for software. So both Apple and Pixar are pure intellectual property companies. And so it's about ideas. And it's about processes to turn those ideas into tangible products.
My job is to interact with other people and hopefully have something to contribute in that realm of ideas. Because that's what makes Apple and Pixar go around. They're not hierarchical organizations where you say, "You work for me, so do this." That's long gone. If a really good person works for you and you tell them what to do all the time, they're just going to say, "I'm going to go work for somebody else who lets me tell them what we're going to do." What I tell people around here is that the reason we pay you all this money is that you're supposed to tell us what to do. I took away almost all the bonus programs here. None of the senior team is on it. It's all stock. We gave everybody a lot of stock. It's very entrepreneurial in two or three regards.
Number one, everybody is compensated like a startup. Number two, we have a very simple, clear organization. It's very easy to know who has authority for what, who has responsiblity for what. There's no politics about it, they're virtually politics-free organizations. There's no turf wars. Avi runs software. John runs hardware. Mitch runs Sales. It's really simple. Number 3, we have a very simple mission. It's very easy to communicate what we're trying to do.
I have a blast because I get to work with these super-talented people. Take Jony Ive. The last few weeks we've been working on this new product we're going to have a year from now. Just working out the concept for how it's gonna be. How we're going to engineer it, present it, what it's going to look like. We've had some incredible breakthroughs in a series of four or five hour-long conversations. Incredible breakthroughs. Our design group is light-years ahead of their peers.
Managing All These People
There are approximately 10,000 people at Apple. And so it's a complex organization that requires a lot of coordination and information flowing back and forth. One of the challenges in both and Pixar and Apple is managing complexity. In Pixar, we started off doing short films, and our first short film, Luxo Jr., took three hours on the fastest computer we could get our hands on to render one frame of the movie. 13 years later, as we finish Toy Story 2, we're using computers that are a thousand or more times faster. And how long does it take to render one frame of film? Three hours. Because complexity has gone up a thousandfold.
So part of our job at Pixar is to manage complexity. Take a frame from A Bug's Life, where all the grass is moving around. Well, if an animator had to move every blade of grass through the wind, they'd never get to the main characters. So in order to have those blades of grass blow in the wind, we had to come up with smart grass. Grass that knows how to blow by itself in the wind. So all the animator has to do is say, "The wind is coming from this direction, this is the burst pattern, and the grasses will just do their own thing." Our next film, Monsters Inc., we're going to be throwing five times the computing power at it. And we're going to get it done with the same number of people.
And the same concept is true of organizations. You've got to figure out a way to manage the complexity of large projects yet still allow your core teams to focus on the essentials. And the way you do that is, you build up capabilities within your organization to do things on a high quality level on a routine basis with good leaders leading small and medium-sized teams and coordinating with their peers in other groups so you can collectively do things that are very impressive. Now, I don't get a chance to interact with 10,000 people. The number of people I get to interact with in this company is probably about 50 on a regular basis. Maybe 100. And one of the things that I've always felt is that most things in life, if you get something twice as good as average you're doing phenomenally well. Usually the best is about 30% better than average. Two to one's a big delta. But hat became really clear to me in my work life was that, for instance, [Steve] Woz[niak] was 25 to 50 times better than average. And I found that there were these incredibly great people at doing certain things, and you couldn't replace one of these people with 50 average people. They could just do stuff that no number of average people could do. So what I learned early on was that if you could assemble a team of these very high-performance people, extremely talented people, a few things happen: number one, unlike what you'd think, they actually all got along with each other. This whole prima donna thing turned out to be a myth with the very best people. Secondly, small and medium-sized teams of these people could accomplish extraordinary things and run circles around large large teams of normal people. And so I have spent my work life trying to find and recruit and retain and work with these kind of people. My #1 job here at Apple is to make sure that the top 100 people are A+ players. And everything else will take care of itself. If the top 50 people are right, it just cascades down throughout the whole organization.
His Typical Day, Again
I've proably had 25 emails with Pixar people. So far. And I've made probably 10 Pixar-related phone calls. So I multi-task wherever I am. There's not a day that goes by that I don't do stuff on Pixar, even if I'm not physically there. And there's not a day that I'm at Pixar that I don't do stuff on Apple.
His Role At Pixar, Again
I don't direct the movies. What I do do is worry about the studio. I'm the primary manager of our relationship with Disney, which is a phenomonally good relationship. I've had two great business relationships in my career. One is the one that Apple had with Adobe in the early days, and the second is the one that Pixar has with Disney. Any relationship takes a lot of time and attention. The marketing of our films. The planning for the studio. I have dinner this week with a very promising young director we're trying to recruit. I do a lot of mentoring. We've got a lot of super-talented young people at the studio who are doing great but need a little bit of mentoring from time to time.
Answering Apple Email
Today's a slow day; I'll probably just have about 100 emails, Apple related. All these customers email me all these complaints and questions, which I actually have grown to like. It's like having a thermometer on practically any issue. If somebody doesn't flush a toilet around here, I get an email from Kansas about it. Sometimes I can get about 100 or more of those a day from people I will never meet. But I zing 'em around, and it's good to keep us all in touch.
Hollywood and Silicon Valley
Hollywood's really different than Silicon Valley. And neither understands the other at all. People up here think being creative is some guys in their late 20s and early 30s sitting around old couches drinking beer thinking up jokes. It couldn't be further from the truth. The creative process is just as disciplined as the technical process; it requires just as much talent. And yet people in Hollywood think technology is only as deep as something you buy. There's no technical culture in Hollywood, they couldn't attract and retain good engineers to save their life, because they're second class citizens down there. Just like creative people are second class citizens in Silicon Valley.
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Apple's One-Dollar-a-Year Man
Published in: Fortune
Date: Jan 24, 2000
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Practically every technology that your old company, NeXT, possessed when Apple acquired it in 1997 is now being used by Apple in some strategic way. This must seem like sweet vindication.
The thing about NeXT was that we produced something that was truly brilliant for an audience that our heart really wasn't into selling to — namely, the enterprise. I suppose if you were writing a book, this would be a great plot line, because the whole thing circles back. All of a sudden, it's coming out for the market that we would've liked to create it for in the first place — i.e., consumers. So it's a good ending.
So now you're at the beginning of something else. How did Apple's Internet services come together? It seems like it happened quickly.
We entered 1999 with a feeling of having had tremendous success in 1998, what with the introduction of the iMac and all. And I was getting suggestions from people inside and outside Apple that we needed to think about starting an ISP [Internet service provider] business, just like Compaq and Gateway and Dell. I was dragging my feet because it just didn't feel right. The more I thought about it, the more I saw that you can separate services from Internet access, and use those unique services to create incredible competitive differentiation, regardless of who provides the access. We didn't have to be an access provider ourselves to get most of the benefits. Remember, we have a lot of market power in that we own an extremely popular Internet-access device. If you look at most ISPs, their No. 1 expense by a mile is customer acquisition. Well, we're acquiring new customers all the time; one third of all iMac customers are first-time computer owners. We can help those hundreds of thousands of newbies--who also happen to have incredible demographics--find an ISP. So we've made Earthlink our exclusive ISP; we'll get paid a bounty and they'll get new customers. I'd say the big light bulb on services came on about nine months ago. The big light bulb being: "Wait a minute. We own a major operating system. Why don't we build some services that work uniquely with it to give us unfair competitive advantage?" Everything fell into place this fall. Our secret weapon to be able to build these services so quickly is OS X and the set of programmers' development tools that goes with it, WebObjects. We really do eat our own dog food around here.
Given that you're emphasizing Mac OS X and iTools, and not even introducing new hardware at a time of year when you customarily do, should Apple's new slogan be something like "It's the software, stupid"?
We're still heavily into the box. We love the box. We have amazing computers today, and amazing hardware in the pipeline. I still spend a lot of my time working on new computers, and it will always be a primal thing for Apple. But the user experience is what we care about most, and we're expanding that experience beyond the box by making better use of the Internet. The user experience now entails four things: the hardware, the operating system, the applications, and the Net. We want to do all four uniquely well for our customers.
You seem more focused than ever on the consumer market. Why do you think it holds so much promise?
A lot of people can't get past the fact that we're not going after the enterprise market. But that's like saying, "How can the Gap be successful not making suits?" Well, we don't make wingtips here either. Then again, big companies are beginning to buy a lot from us simply because they like our jellybeans. If you want to have your employee up and on your intranet in seven minutes and if you want to have lower maintenance costs than you would running Windows, iMacs are great. But we make zero effort to sell to big companies. We think that a lot more big businesses will eventually come back to us, because FORTUNE 500 companies use a lot of consumer products. If you want a minivan for your corporation, you don't have one custom made; you go to the Chrysler dealer and buy one. They make great minivans, even though they don't make them for Corporate America. Even so, a lot of big companies — including ours — buy them. It's really hard to serve multiple masters--different sets of customers with completely different points of view, requirements, and ways of approaching computing. I think Microsoft is experiencing this. I've always believed that the biggest market for PCs is consumers. The Mac was originally intended to be a consumer PC. One of the big arguments I had with John Sculley was that the Mac was designed to sell for $1,000. Yes, we overshot a little and it cost too much to make to sell for that, but even so, I thought it should have sold for between $1,500 and $1,799. John wanted to bump it up to $2,499. His vision was to keep on going all the way up and have Macs selling for $5,000 or $10,000. After I left, that's exactly what Apple did. By some measures, it worked. Apple made a fortune, although not as much as we're making today. What they didn't understand was that they had thrown away one of the greatest chances they'd ever get to win market share. They went for $1 billion in extra profits over four or five years when what they really should have done was tell everybody they would make 'normal' profits and go for market share.
Just about every other computer maker is exploring new digital devices that can tap into the Internet, but you're still focused on personal computers. Why?
Everyone's talking about "information appliances" and other "post-PC" devices. So far, there have only been two or three that have succeeded — the Palm and game machines like the Sony PlayStation and possibly the cell phone. None of the others have succeeded. Why is that? Well, if you look at the Internet, you can see it is absolutely optimized for PCs. All the pages are laid out to be viewed on a PC. That's one reason WebTV — a device that displays Websites on a normal TV — has failed. Beyond that, the Web is rich with things like Java and QuickTime and RealPlayer and MP3 sound files. By the time you build a device that [can handle those things], you've got something that is like a PC without the disk drives and is only about $50 cheaper than a PC or an iMac. Then you ask your user if they care about storing anything. Do you care about storing MP3 files, or would you rather wait a few minutes to download them every time you want to hear them? Do you care about storing the photos you take with your digital camera? The answer is almost always yes. It's not that expensive to add a disk drive to let you do these things, and once you do, you're back to a PC. The only way to make it any cheaper is to start giving up things. Apple is very much weighted toward the consumer-electronics space right now, because we're selling to a lot of consumers and we want to help them get more benefits from hooking up various things to computers and to each other. The perfect example is the digital camcorder and the iMac. It's amazing what you can do when you plug these things together — we call it iMovie. I won't lie, we're working on other digital devices like everybody else. But I'm not convinced that customers won't pay a little bit more for a device that's not going to be obsolete in a year and that's going to give them the full Internet experience, not an "Internet Jr." experience.
What has always distinguished the products of the companies you've led is the design aesthetic. Is your obsession with design an inborn instinct or what?
We don't have good language to talk about this kind of thing. In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. The iMac is not just the color or translucence or the shape of the shell. The essence of the iMac is to be the finest possible consumer computer in which each element plays together. On our latest iMac, I was adamant that we get rid of the fan, because it is much more pleasant to work on a computer that doesn't drone all the time. That was not just "Steve's decision" to pull out the fan; it required an enormous engineering effort to figure out how to manage power better and do a better job of thermal conduction through the machine. That is the furthest thing from veneer. It was at the core of the product the day we started. This is what customers pay us for — to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it. Take desktop video editing. I never got one request from someone who wanted to edit movies on his computer. Yet now that people see it, they say, "Oh my God, that's great!" I don't see enough innovation like that in our industry. My position coming back to Apple was that our industry was in a coma. It reminded me of Detroit in the '70s, when American cars were boats on wheels. That's why we have a really good chance to be a serious player again.
You and Apple have been responsible for popularizing the personal computer. What will be the next big breakthrough?
People are always asking, "What will be the next Macintosh?" My answer still is "I don't know and I don't care." Everybody at Apple has been working really hard the last two and a half years to reinvent this company. We've made tremendous progress. My goal has been to get Apple healthy enough so that if we do figure out the next big thing, we can seize the moment. Getting a company healthy doesn't happen overnight. You have to rebuild some organizations, clean up others that don't make sense, and build up new engineering capabilities. Another priority was to make Apple more entrepreneurial and startup-like. So we immediately reorganized, drastically narrowed the product line, and changed compensation for senior managers so they get a lot of stock but no cash bonuses. The upshot is that the place feels more like a young company. We're trying to use the swiftness and creativity in a younger-style company, and yet bring to bear the tremendous resources of a company the size of Apple to do large projects that you could never handle at a startup. A startup could never do the new iMac. Literally 2,000 people worked on it. A startup could never do Mac OS X. It's not easy at a big company either, but Apple now has the management and systems in place to get things like that done. I can't emphasize how rare that is. That's what makes Sony and Disney so special. Now when we see new things or opportunities, we can seize them. In fact, we have already seized a few, like desktop movies, wireless networking, and iTools. A creative period like this lasts only maybe a decade, but it can be a golden decade if we manage it properly.
You've finally done away with the word "interim" in your title. But you still only let Apple pay you $1 a year. Why don't you take any salary or stock yet?
The board has made several incredibly generous offers. I have turned them all down for a few reasons. For the first year I did not want the shareholders and employees of Pixar to think their CEO was going on a camping trip over to Apple never to return. After two and a half years, I think that the management teams at Pixar and at Apple have demonstrated that we can handle this situation. That's why I dropped the "interim" from my title. I'm still called iCEO, though, because I think it's cool. Bottom line is, I didn't return to Apple to make a fortune. I've been very lucky in my life and already have one. When I was 25, my net worth was $100 million or so. I decided then that I wasn't going to let it ruin my life. There's no way you could ever spend it all, and I don't view wealth as something that validates my intelligence. I just wanted to see if we could work together to turn this thing around when the company was literally on the verge of bankruptcy. The decision to go without pay has served me well.
Do you ever look around and think that a younger generation is driving this industry now?
I had dinner in Seattle at Bill Gates' house a couple of weeks ago. We were both remarking how at one time we were the youngest guys in this business, and now we're the graybeards. When I got started I was 20 or 21, and my role models were the semiconductor guys like Robert Noyce and Andy Grove of Intel, and of course Bill Hewlett and David Packard. They were out not so much to make money as to change the world and to build companies that could keep growing and changing. They left incredible legacies. It's hard to tell with these Internet startups if they're really interested in building companies or if they're just interested in the money. I can tell you, though: If they don't really want to build a company, they won't luck into it. That's because it's so hard that if you don't have a passion, you'll give up. There were times in the first two years when we could have given up and sold Apple, and it probably would've died. But then, the rewarding thing isn't merely to start a company or to take it public. It's like when you're a parent. Although the birth experience is a miracle, what's truly rewarding is living with your child and helping him grow up. The problem with the Internet startup craze isn't that too many people are starting companies; it's that too many people aren't sticking with it. That's somewhat understandable, because there are many moments that are filled with despair and agony, when you have to fire people and cancel things and deal with very difficult situations. That's when you find out who you are and what your values are. So when these people sell out, even though they get fabulously rich, they're gypping themselves out of one of the potentially most rewarding experiences of their unfolding lives. Without it, they may never know their values or how to keep their newfound wealth in perspective.
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs at 44 (Michael Krantz)
Published in: Time Magazine
Date: Oct 18, 1999
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Differences and Similarities Between Apple and Pixar
Apple turns out many products--a dozen a year; if you count all the minor ones, probably a hundred. Pixar is striving to turn out one a year. But the converse of that is that Pixar's products will still be used fifty years from now, whereas I don't think you'll be using any product Apple brings to market this year fifty years from now. Pixar is making art for the ages. Kids will be watching Toy Story in the future. And Apple is much more of a constant race to continually improve things and stay ahead of the competition.
His Role At Pixar
At Pixar my job is to help build the studio and recruit people and help create a situation where they can do the best work of their lives. And to some degree it's the same at Apple. But at Pixar, I don't direct the movies, whereas at Apple probably, if I had to pick a role out of a film production, I'd be the director. So it's a different job for me too, and I'm very conscious of that. My job at Pixar is to help manage the studio processes. But I don't say, "Well, I think we should have that character do that." I do give notes, just like other people do. There was one situation, for the first time, about three months ago, where I gave the best note. Which is really good, actually, because there were some very smart people there. But that will hardly ever happen.
Getting Sarah Mcarthur to Pixar
Ed [Catmull] is a genius for technology and John [Lasseter] is a genius for creative. Sarah McArthur runs all of production. We never had great production. I would always call Peter Schneider, who was then running Disney's feature animation unit, and say, "Can't you spare one of your second-tier producers to come and run production here, because we really need somebody." And they could never spare anybody. It's hard because there are so few people with experience in this area. But one day he called me up and said, "I can't believe I'm making this call, but I have the ultimate production leader for you." I said, "Really. Who's that?" He said, "Sarah McArthur, she's our VP of production for feature animation. She is the most senior production executive at the Walt Disney Company for animation." I said, "It's not April 1st, Peter." He said, "Well, she's going to leave us. She's going to move to Northern California for personal reasons, she has to, and I'd rather lose her to you than to anyone else." She is incredible. She was executive producer of "The Lion King." She's the best in the business. These movies are $100 million projects. We have a few going on at any given time. Most of the people at the studio actually work, in terms of chain of command, for Sarah. In terms of day-to-day trains running on time, it"s Sarah McArthur.
Apple's Product Lines
There were 15 product lines when I got here. It was incredible. You couldn"t figure out what to buy. I started asking around, and nobody could explain it to me. This year we updated the PowerBook, in May, the iBook in July, the G4, replacing the G3, in August at Seybold, and now the iMacs in October. I added up the time: in 148 days, we've completely changed every product. [He laughs.] We've been working too hard.
Apple's Vertical Integration
Apple is really a serious player in this stuff now. When we first got here two years ago, Apple was being bombarded by criticism that it was the last vertically integrated PC company, and management should break it up. Our competitors — the Gateways, Dells and Compaqs — they're really distribution companies. They take technology from Microsoft and Intel, package it up in the Far East and ship it out. And what determines whether they're successful or not is their distribution model and their logistical efficiency. They don't engineer anything. The innovation in that business has really slowed down dramatically, or even come to a halt. You get incremental innovation: the disk drive gets bigger for the same price. But what's really changed? Nothing. Nothing in scope — what's it going to do for you? Apple's the only company left in this industry that designs the whole widget. Hardware, software, developer relations, marketing. It turns out that that, in my opinion, is Apple's greatest strategic advantage. We didn't have a plan, so it looked like this was a tremendous deficit. But with a plan, it's Apple's core strategic advantage, if you believe that there's still room for innovation in this industry, which I do, because Apple can innovate faster than anyone else.
I'll give you an example: when we shipped the iMac, we decided to go to this new I/O scheme called USB. Right after we shipped it I got a call from a very senior executive at Intel. He said, "You know who invented USB, don't you?" I said, "No, who?" He said, "Intel. Five years ago. And we've been trying to get the PC industry to use it for five years, and in literally 30 days you have jumped so far ahead of us it's unbelievable. It was like trying to herd cats."
Whereas we say, "Okay, we're going to build it in the hardware, build it in the software, evangelize the developers." We can pick half a dozen things like that a year and go make that innovation.
Believe me, the product pipeline for the next 18 months looks unbelievably strong. Our mission is just to build the best personal computers in the world.
Why He Isn't the Only Important Person
Both Pixar and Apple are team sports, even more so in my funny situation. I rely on a very great management team at Pixar because I'm not there all the time. I'm here [at Apple] a little more than I am there [at Pixar] these days. And without those folks, nothing of value would happen. I guess what I'm trying to say is, there's different things in life you can do. You can become a painter, you can become a sculptor. You can make something by yourself. But that's not what I do. I do the other thing, which is, you work at things that one person can't do, and that you need large numbers of people to do. I know people like symbols, but it's always unsettling when people write stories about me, because they tend to overlook a lot of other people.
The Promise of the Broadband Web
I think there's a lot of possibility there, but there are a lot of problems between here and there. The Internet offers no guaranteed delivery. There's no gauranteed latency. You get a lot of traffic on that backbone, you have all sorts of problems. When you try to start moving huge amounts of information around with big high-fidelity images, there's just a lot of problems there. But they will get solved.
The Apple Cafeteria
This is the nicest corporate cafe I've ever seen. When we got here this was dog food. There was this company called Guggeinheim that it was farmed out to and it was just shit. And finally we fired them and got this friend of mine who runs Il Fourniao restaurant to come and he did everything and now it's great. So... [ starts pointing ] ...there's a burrito bar, a salad bar, there's some pasta over there, there's a wood-burning pizza oven right there...there's sometimes sushi, and there's another salad bar over there...
Palo Alto Development
I live in Palo Alto, I moved there about ten years ago when I got married and we had a child, because I wanted to be in more of a community and have neighbors. The problem is that it's a nice community, and a lot of people want to live there, and they're not making any more Palo Alto. San Mateo's great, Burlingame's great, San Carlos is great, all those towns are really good right now. But they're getting discovered.
The Word 'Broadband'
My personal belief is that you shouldn't use a word like broadband. It's this myterious thing. It's just fast networking, and I think people can understand that; high-speed networking vs. slower speed networking. I think this term broadband throws a lot of people off; they think it's something new and mysterious when all it is is their modem running 100 times faster.
Whether, When Pondering Future Products, He Thinks About the Year 1999 or the Year 2010
Um, neither. [ Long pause. ] I look for vectors going in time. What's changing, what are the trends? What windows have just opened and what windows are closing? Like, a trivial example, the USB was a window that was opening. It was a trend that Apple had started with ease of use of plug-and-play, and USB let us take it further, simplify two or three ports down to one. The trend was toward serial high-speed I/O. You used to have parallel I/O with these big fat cables and big fat connectors. But now with the technology we have, you could serialize the bits on that, pump bits much faster but only need one or two wires to do it. And the cables are smaller, and the connectors are smaller and it's more consumer-oriented. Put some software around it and make it self-addressing, so it's just plug-and-play.
You try to spot those things and how they're going to be changing over time and which horses you want to ride and at any point in time, balancing all those things to make a product. The product is like the physical incarnation of all these things you've got to keep in your mind and understand where you're going to place your bets. You can't be too far ahead, but you have to be far enough ahead, because it takes time to implement. So you have to intercept a moving train. And you also have to pick horses to ride for five to ten year periods because you don't want to be changing things. If I give you 20 bricks, you could lay them all on the ground and you'd have 20 bricks on the ground. Or you can lay them on top of each other and start building a wall. We don't want to go back and start relaying the bricks we laid last year. So we want to choose wisely the standards we're going to ride, the directions we're going to go, so that each project builds upon the last one and we can invest our engineering efforts into new things, rather than redoing things we just did a year or two ago. You have to invest in thinking through the architecture of things. Otherwise when you get up to the 10th floor, the building starts to collapse.
Reinventing Apple
One of the things that happened when we got back to Apple was, we said, Apple's all confused. Apple's forgotten what it is. Who is Apple? Why is Apple here? Remember, the roots of Apple were to build computers for people, not for corporations. At the time we started Apple, IBM built computers for corporations. Now it's Microsoft and Intel. But there was nobody building a computer for people. Funny enough, 20 years after we started Apple, there was nobody building computers for people again. You know? They were trying to sell consumers last year's corporate computers. We said, "Well, these are our roots. This is why we're here. The world doesn't need another Dell or Compaq. They need an Apple." We said, "Our thrust is not going to be to make computers for CEOs and enterprise companies." We have a lot of customers in the enterprise. But we don't ever go talk to the CEO of Time Warner. We talk to the people who put out the magazines.
The Main Attribute That Apple and Pixar Share
I remember the first time I saw a piece of paper come out of the laser printer prototype we had. It was running this very sophisticated printer from Canon, this very sophisticated controller we had designed and Postscript software from Adobe. An amazing amount of technology. The piece of paper came out and I looked at it and it was so beautiful, I thought, "We can sell this. Because we don't need to tell anybody anything about what's in this box. All we have to do is hold this piece of paper up and go, Do you want this? If you do, buy this box." That's our whole marketing strategy.
Well, that's how I've always looked at this stuff. What Apple stands for is this: Technology has exploded. It's getting more complicated by the day. And there are very few ways for us mere mortals to approach all this technology. People don't have a week to research things and figure out how they work. Apple has always been, and I hope it will always be, one of the premiere bridges between mere mortals and this very difficult technology. We may have the fastest PCs, which we do, we may have the most sophisticated machines, which we do. But the most important thing is that Apple is the bridge.
When I first met Ed Catmull, he told me about all the awesome technology that they at the time were using to create digital imagery. Today we have the biggest computer farm I know of. We're using over 1500 of Sun's fastest processors to make each picture. And the software we've invented, which is all proprietary, is a monumental acheivement. The technologoy that goes into making a Pixar movie is staggering. And yet we sell a consumer product for $7. You pay your $7 and sit down in a movie theater and you don't need to know one iota about the technology that went into making that production order to enjoy that product.
Apple and Pixar are the same in that regard--they both deliver a product that has immense technology unerpinnings and yet they both strive to say you don't need to know anything about this techology in order to use it. In the case of Apple, we're going to make it easy as possible to use this.
The Question of Art. Vs. Technology
I've never believed that they're separate. Leonardo da Vinci was a great artist and a great scientist. Michelangelo knew a tremendous amount about how to cut stone at the quarry. The finest dozen computer scientists I know are all musicians. Some are better than others, but they all consider that an important part of their life. I don't believe that the best people in any of these fields see themselves as one branch of a forked tree. I just don't see that. People bring these things together a lot. Dr. Land at Polaroid said, "I want Polaroid to stand at the intersection of art and science," and I've never forgotten that. I think that that's possible, and I think a lot of people have tried.
You said "corporate" and "technical" as if they go together. Technology has nothing to do with the corporate world. I don't see technology and the corporate world as being necessarily intertwined, any more than art and the corporate world are intertwined. Yes, I knew a lot of people when I was in my formative years who were very clear that they didn't want to grow up and work for some faceless corporation. They wanted to do something different with their lives, and a lot of them did. But that has nothing to do with science and technology and art. A lot of scientists have never worked in a corporation. And a lot of them started their own.
The Apple II
The Apple II had a few qualities about it. Number one, it was the first computer ever with a plastic case on it. You could mold it and shape it to be a more cultural shape rather than just a rectangular box. And secondly, it was the first personal computer with color graphics on it. Third, in everything it did, it was the first PC that came fully assembled. Every other computer came in a kit. We figured for every hardware hobbyist out there, there was at least a thousand software hobbyists. People who'd want to play with the software but couldn't build one. Even back then, that was how we were thinking.
This Exciting Moment in History
It's a wonderful time right now. What we can put in a computer for $1000 is just mindblowing. We can use it to do wonderful things like video. It's pretty exciting right now. Apple is a large company, in a good sense. One of the reasons I came here was, when I was using NeXTStep, it was entropying. I didn't want to use the present state of Mac or Windows for the rest of my life. But another one was Apple had just lost a billion dollars. But what people forget is — someone once said that profit is the very small difference between two very large nubmers: revenue and cost. Well, if Apple sold $7 billion worth of stuff, and it lost a billion, that means it spent $8 billion. That's a huge amount of money! It meant that this was a company that could spend $5, $6, $7 billion dollars a year and still make a profit! Which NeXT could not. If you could eliminate waste and work to come up with a focused strategy, you have enormous resources to do good work. It's a wonderful, wonderful opportunity.
Whether He Has Changed As He Got Older
Sure, I mean people change. I get older. I'm a lot older. I'm 15 years older then when I left Apple. I left when I was 30. I'll be 45 in February. So, sure people change. When does your life really start as an adult? Lets say it starts when you're 15, you become totally conscious as an adult. So, I'm twice as old as an adult as when I was 30.
You know, I'm not sure it's always a good idea to chronicle one's point of view about oneself. I can tell you this: I've been married for 8 years, and that's had a really good influence on me. I've been very lucky, through random happenstance I just happened to sit next to this wonderful woman who became my wife. And it was a big deal. We have 3 kids, and it's been a big deal. You see the world differently. [When he came back to Apple] We had to lay some people off. A lot of people. I've done it before and it's always hard. But before, I didn't really think too much about it. But when I got here, every one that I had to do personally, I thought, "A lot of these fathers and mothers are going to have to go home and tell their families they just lost their jobs." And I'd never really thought about that before. You succeed at some things, you fail at some things. You start to understand what's important.
How Being a Family Man Changes Your Work Priorities
I've read something that Bill Gates said about six months ago. He said, "I worked really, really hard in my 20s." And I know what he means, because I worked really, really hard in my 20s too. Literally, you know, 7 days a week, a lot of hours every day. And it actually is a wonderful thing to do, because you can get a lot done. But you can't do it forever, and you don't want to do it forever, and you have to come up with ways of figuring out what the most important things are and working with other people even more. Just working smarter to get things done. Because you can't work 15 hour days, 7 days a week.
What His Typical Workday Is Like
I'm a good morning person. I like it early in the morning. I wake up six-ish. About 10 years ago I put in a T1 to my house. I'm actually getting ready to put a 45 mg fiber to my house, because I want to find out what that will be like, because everybody's going to have that someday. But I have a pretty sophisticated setup; whether I'm at Apple or at Pixar or at my home, I log in and my whole world shows up on any of those computers. It's all kept on a server. So I carry none of it with me, but wherever I am, my complete world shows up, all my files. Everything. And I have high speed access to all of it. So my office is at home too. And when I'm not in meetings, my work is fundamentally on email. So I'll work a little before the kids get up. And then we'll all have a little food and finish up some homework and see them off to school. If I'm lucky I'll stay at home and work for an hour because I can get a lot done, but oftentimes I'll have to come in. I usually get here about 9. 8 or 9. Having worked about an hour or half or two at home.
How He'd Describe His Job
My job is thinking and working with people and meeting and email. Both Apple and Pixar, they don't produce giant factories with robots in them. Their product is pure intellectual property. Bits on a disk. Pixar--what do we make? In the end we produce bits on a disk that get written onto film. At Apple we produce bits on a disk that get cut into steel for plastics tooling and get cut into silicon for custom integrated circuits and get put on a hard disk for software. So both Apple and Pixar are pure intellectual property companies. And so it's about ideas. And it's about processes to turn those ideas into tangible products.
My job is to interact with other people and hopefully have something to contribute in that realm of ideas. Because that's what makes Apple and Pixar go around. They're not hierarchical organizations where you say, "You work for me, so do this." That's long gone. If a really good person works for you and you tell them what to do all the time, they're just going to say, "I'm going to go work for somebody else who lets me tell them what we're going to do." What I tell people around here is that the reason we pay you all this money is that you're supposed to tell us what to do. I took away almost all the bonus programs here. None of the senior team is on it. It's all stock. We gave everybody a lot of stock. It's very entrepreneurial in two or three regards.
Number one, everybody is compensated like a startup. Number two, we have a very simple, clear organization. It's very easy to know who has authority for what, who has responsiblity for what. There's no politics about it, they're virtually politics-free organizations. There's no turf wars. Avi runs software. John runs hardware. Mitch runs Sales. It's really simple. Number 3, we have a very simple mission. It's very easy to communicate what we're trying to do.
I have a blast because I get to work with these super-talented people. Take Jony Ive. The last few weeks we've been working on this new product we're going to have a year from now. Just working out the concept for how it's gonna be. How we're going to engineer it, present it, what it's going to look like. We've had some incredible breakthroughs in a series of four or five hour-long conversations. Incredible breakthroughs. Our design group is light-years ahead of their peers.
Managing All These People
There are approximately 10,000 people at Apple. And so it's a complex organization that requires a lot of coordination and information flowing back and forth. One of the challenges in both and Pixar and Apple is managing complexity. In Pixar, we started off doing short films, and our first short film, Luxo Jr., took three hours on the fastest computer we could get our hands on to render one frame of the movie. 13 years later, as we finish Toy Story 2, we're using computers that are a thousand or more times faster. And how long does it take to render one frame of film? Three hours. Because complexity has gone up a thousandfold.
So part of our job at Pixar is to manage complexity. Take a frame from A Bug's Life, where all the grass is moving around. Well, if an animator had to move every blade of grass through the wind, they'd never get to the main characters. So in order to have those blades of grass blow in the wind, we had to come up with smart grass. Grass that knows how to blow by itself in the wind. So all the animator has to do is say, "The wind is coming from this direction, this is the burst pattern, and the grasses will just do their own thing." Our next film, Monsters Inc., we're going to be throwing five times the computing power at it. And we're going to get it done with the same number of people.
And the same concept is true of organizations. You've got to figure out a way to manage the complexity of large projects yet still allow your core teams to focus on the essentials. And the way you do that is, you build up capabilities within your organization to do things on a high quality level on a routine basis with good leaders leading small and medium-sized teams and coordinating with their peers in other groups so you can collectively do things that are very impressive. Now, I don't get a chance to interact with 10,000 people. The number of people I get to interact with in this company is probably about 50 on a regular basis. Maybe 100. And one of the things that I've always felt is that most things in life, if you get something twice as good as average you're doing phenomenally well. Usually the best is about 30% better than average. Two to one's a big delta. But hat became really clear to me in my work life was that, for instance, [Steve] Woz[niak] was 25 to 50 times better than average. And I found that there were these incredibly great people at doing certain things, and you couldn't replace one of these people with 50 average people. They could just do stuff that no number of average people could do. So what I learned early on was that if you could assemble a team of these very high-performance people, extremely talented people, a few things happen: number one, unlike what you'd think, they actually all got along with each other. This whole prima donna thing turned out to be a myth with the very best people. Secondly, small and medium-sized teams of these people could accomplish extraordinary things and run circles around large large teams of normal people. And so I have spent my work life trying to find and recruit and retain and work with these kind of people. My #1 job here at Apple is to make sure that the top 100 people are A+ players. And everything else will take care of itself. If the top 50 people are right, it just cascades down throughout the whole organization.
His Typical Day, Again
I've proably had 25 emails with Pixar people. So far. And I've made probably 10 Pixar-related phone calls. So I multi-task wherever I am. There's not a day that goes by that I don't do stuff on Pixar, even if I'm not physically there. And there's not a day that I'm at Pixar that I don't do stuff on Apple.
His Role At Pixar, Again
I don't direct the movies. What I do do is worry about the studio. I'm the primary manager of our relationship with Disney, which is a phenomonally good relationship. I've had two great business relationships in my career. One is the one that Apple had with Adobe in the early days, and the second is the one that Pixar has with Disney. Any relationship takes a lot of time and attention. The marketing of our films. The planning for the studio. I have dinner this week with a very promising young director we're trying to recruit. I do a lot of mentoring. We've got a lot of super-talented young people at the studio who are doing great but need a little bit of mentoring from time to time.
Answering Apple Email
Today's a slow day; I'll probably just have about 100 emails, Apple related. All these customers email me all these complaints and questions, which I actually have grown to like. It's like having a thermometer on practically any issue. If somebody doesn't flush a toilet around here, I get an email from Kansas about it. Sometimes I can get about 100 or more of those a day from people I will never meet. But I zing 'em around, and it's good to keep us all in touch.
Hollywood and Silicon Valley
Hollywood's really different than Silicon Valley. And neither understands the other at all. People up here think being creative is some guys in their late 20s and early 30s sitting around old couches drinking beer thinking up jokes. It couldn't be further from the truth. The creative process is just as disciplined as the technical process; it requires just as much talent. And yet people in Hollywood think technology is only as deep as something you buy. There's no technical culture in Hollywood, they couldn't attract and retain good engineers to save their life, because they're second class citizens down there. Just like creative people are second class citizens in Silicon Valley.
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Apple's One-Dollar-a-Year Man
Published in: Fortune
Date: Jan 24, 2000
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Practically every technology that your old company, NeXT, possessed when Apple acquired it in 1997 is now being used by Apple in some strategic way. This must seem like sweet vindication.
The thing about NeXT was that we produced something that was truly brilliant for an audience that our heart really wasn't into selling to — namely, the enterprise. I suppose if you were writing a book, this would be a great plot line, because the whole thing circles back. All of a sudden, it's coming out for the market that we would've liked to create it for in the first place — i.e., consumers. So it's a good ending.
So now you're at the beginning of something else. How did Apple's Internet services come together? It seems like it happened quickly.
We entered 1999 with a feeling of having had tremendous success in 1998, what with the introduction of the iMac and all. And I was getting suggestions from people inside and outside Apple that we needed to think about starting an ISP [Internet service provider] business, just like Compaq and Gateway and Dell. I was dragging my feet because it just didn't feel right. The more I thought about it, the more I saw that you can separate services from Internet access, and use those unique services to create incredible competitive differentiation, regardless of who provides the access. We didn't have to be an access provider ourselves to get most of the benefits. Remember, we have a lot of market power in that we own an extremely popular Internet-access device. If you look at most ISPs, their No. 1 expense by a mile is customer acquisition. Well, we're acquiring new customers all the time; one third of all iMac customers are first-time computer owners. We can help those hundreds of thousands of newbies--who also happen to have incredible demographics--find an ISP. So we've made Earthlink our exclusive ISP; we'll get paid a bounty and they'll get new customers. I'd say the big light bulb on services came on about nine months ago. The big light bulb being: "Wait a minute. We own a major operating system. Why don't we build some services that work uniquely with it to give us unfair competitive advantage?" Everything fell into place this fall. Our secret weapon to be able to build these services so quickly is OS X and the set of programmers' development tools that goes with it, WebObjects. We really do eat our own dog food around here.
Given that you're emphasizing Mac OS X and iTools, and not even introducing new hardware at a time of year when you customarily do, should Apple's new slogan be something like "It's the software, stupid"?
We're still heavily into the box. We love the box. We have amazing computers today, and amazing hardware in the pipeline. I still spend a lot of my time working on new computers, and it will always be a primal thing for Apple. But the user experience is what we care about most, and we're expanding that experience beyond the box by making better use of the Internet. The user experience now entails four things: the hardware, the operating system, the applications, and the Net. We want to do all four uniquely well for our customers.
You seem more focused than ever on the consumer market. Why do you think it holds so much promise?
A lot of people can't get past the fact that we're not going after the enterprise market. But that's like saying, "How can the Gap be successful not making suits?" Well, we don't make wingtips here either. Then again, big companies are beginning to buy a lot from us simply because they like our jellybeans. If you want to have your employee up and on your intranet in seven minutes and if you want to have lower maintenance costs than you would running Windows, iMacs are great. But we make zero effort to sell to big companies. We think that a lot more big businesses will eventually come back to us, because FORTUNE 500 companies use a lot of consumer products. If you want a minivan for your corporation, you don't have one custom made; you go to the Chrysler dealer and buy one. They make great minivans, even though they don't make them for Corporate America. Even so, a lot of big companies — including ours — buy them. It's really hard to serve multiple masters--different sets of customers with completely different points of view, requirements, and ways of approaching computing. I think Microsoft is experiencing this. I've always believed that the biggest market for PCs is consumers. The Mac was originally intended to be a consumer PC. One of the big arguments I had with John Sculley was that the Mac was designed to sell for $1,000. Yes, we overshot a little and it cost too much to make to sell for that, but even so, I thought it should have sold for between $1,500 and $1,799. John wanted to bump it up to $2,499. His vision was to keep on going all the way up and have Macs selling for $5,000 or $10,000. After I left, that's exactly what Apple did. By some measures, it worked. Apple made a fortune, although not as much as we're making today. What they didn't understand was that they had thrown away one of the greatest chances they'd ever get to win market share. They went for $1 billion in extra profits over four or five years when what they really should have done was tell everybody they would make 'normal' profits and go for market share.
Just about every other computer maker is exploring new digital devices that can tap into the Internet, but you're still focused on personal computers. Why?
Everyone's talking about "information appliances" and other "post-PC" devices. So far, there have only been two or three that have succeeded — the Palm and game machines like the Sony PlayStation and possibly the cell phone. None of the others have succeeded. Why is that? Well, if you look at the Internet, you can see it is absolutely optimized for PCs. All the pages are laid out to be viewed on a PC. That's one reason WebTV — a device that displays Websites on a normal TV — has failed. Beyond that, the Web is rich with things like Java and QuickTime and RealPlayer and MP3 sound files. By the time you build a device that [can handle those things], you've got something that is like a PC without the disk drives and is only about $50 cheaper than a PC or an iMac. Then you ask your user if they care about storing anything. Do you care about storing MP3 files, or would you rather wait a few minutes to download them every time you want to hear them? Do you care about storing the photos you take with your digital camera? The answer is almost always yes. It's not that expensive to add a disk drive to let you do these things, and once you do, you're back to a PC. The only way to make it any cheaper is to start giving up things. Apple is very much weighted toward the consumer-electronics space right now, because we're selling to a lot of consumers and we want to help them get more benefits from hooking up various things to computers and to each other. The perfect example is the digital camcorder and the iMac. It's amazing what you can do when you plug these things together — we call it iMovie. I won't lie, we're working on other digital devices like everybody else. But I'm not convinced that customers won't pay a little bit more for a device that's not going to be obsolete in a year and that's going to give them the full Internet experience, not an "Internet Jr." experience.
What has always distinguished the products of the companies you've led is the design aesthetic. Is your obsession with design an inborn instinct or what?
We don't have good language to talk about this kind of thing. In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. The iMac is not just the color or translucence or the shape of the shell. The essence of the iMac is to be the finest possible consumer computer in which each element plays together. On our latest iMac, I was adamant that we get rid of the fan, because it is much more pleasant to work on a computer that doesn't drone all the time. That was not just "Steve's decision" to pull out the fan; it required an enormous engineering effort to figure out how to manage power better and do a better job of thermal conduction through the machine. That is the furthest thing from veneer. It was at the core of the product the day we started. This is what customers pay us for — to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it. Take desktop video editing. I never got one request from someone who wanted to edit movies on his computer. Yet now that people see it, they say, "Oh my God, that's great!" I don't see enough innovation like that in our industry. My position coming back to Apple was that our industry was in a coma. It reminded me of Detroit in the '70s, when American cars were boats on wheels. That's why we have a really good chance to be a serious player again.
You and Apple have been responsible for popularizing the personal computer. What will be the next big breakthrough?
People are always asking, "What will be the next Macintosh?" My answer still is "I don't know and I don't care." Everybody at Apple has been working really hard the last two and a half years to reinvent this company. We've made tremendous progress. My goal has been to get Apple healthy enough so that if we do figure out the next big thing, we can seize the moment. Getting a company healthy doesn't happen overnight. You have to rebuild some organizations, clean up others that don't make sense, and build up new engineering capabilities. Another priority was to make Apple more entrepreneurial and startup-like. So we immediately reorganized, drastically narrowed the product line, and changed compensation for senior managers so they get a lot of stock but no cash bonuses. The upshot is that the place feels more like a young company. We're trying to use the swiftness and creativity in a younger-style company, and yet bring to bear the tremendous resources of a company the size of Apple to do large projects that you could never handle at a startup. A startup could never do the new iMac. Literally 2,000 people worked on it. A startup could never do Mac OS X. It's not easy at a big company either, but Apple now has the management and systems in place to get things like that done. I can't emphasize how rare that is. That's what makes Sony and Disney so special. Now when we see new things or opportunities, we can seize them. In fact, we have already seized a few, like desktop movies, wireless networking, and iTools. A creative period like this lasts only maybe a decade, but it can be a golden decade if we manage it properly.
You've finally done away with the word "interim" in your title. But you still only let Apple pay you $1 a year. Why don't you take any salary or stock yet?
The board has made several incredibly generous offers. I have turned them all down for a few reasons. For the first year I did not want the shareholders and employees of Pixar to think their CEO was going on a camping trip over to Apple never to return. After two and a half years, I think that the management teams at Pixar and at Apple have demonstrated that we can handle this situation. That's why I dropped the "interim" from my title. I'm still called iCEO, though, because I think it's cool. Bottom line is, I didn't return to Apple to make a fortune. I've been very lucky in my life and already have one. When I was 25, my net worth was $100 million or so. I decided then that I wasn't going to let it ruin my life. There's no way you could ever spend it all, and I don't view wealth as something that validates my intelligence. I just wanted to see if we could work together to turn this thing around when the company was literally on the verge of bankruptcy. The decision to go without pay has served me well.
Do you ever look around and think that a younger generation is driving this industry now?
I had dinner in Seattle at Bill Gates' house a couple of weeks ago. We were both remarking how at one time we were the youngest guys in this business, and now we're the graybeards. When I got started I was 20 or 21, and my role models were the semiconductor guys like Robert Noyce and Andy Grove of Intel, and of course Bill Hewlett and David Packard. They were out not so much to make money as to change the world and to build companies that could keep growing and changing. They left incredible legacies. It's hard to tell with these Internet startups if they're really interested in building companies or if they're just interested in the money. I can tell you, though: If they don't really want to build a company, they won't luck into it. That's because it's so hard that if you don't have a passion, you'll give up. There were times in the first two years when we could have given up and sold Apple, and it probably would've died. But then, the rewarding thing isn't merely to start a company or to take it public. It's like when you're a parent. Although the birth experience is a miracle, what's truly rewarding is living with your child and helping him grow up. The problem with the Internet startup craze isn't that too many people are starting companies; it's that too many people aren't sticking with it. That's somewhat understandable, because there are many moments that are filled with despair and agony, when you have to fire people and cancel things and deal with very difficult situations. That's when you find out who you are and what your values are. So when these people sell out, even though they get fabulously rich, they're gypping themselves out of one of the potentially most rewarding experiences of their unfolding lives. Without it, they may never know their values or how to keep their newfound wealth in perspective.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Moneyline with Steve Jobs
Produced by: CNN
Date: Jul 19, 2000
http://www.youtube.com/v/4zlcDq4GXkM&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs Interview by NHK
Produced by: NHK
Date: Feb 2001
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fnhk01.png&hash=c2c86273a77f5fc013a1f5d5c97ee74c00c4b81a)
http://www.dailymotion.com/video/xptlkn_steve-jobs-on-japanese-tv-2001_techwatch?v=9jOCYJ80PIQ
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: N.E.W. with Steve Jobs (Bruce Francis)
Produced by: CNN
Date: Jul 18, 2001
http://www.youtube.com/v/bhst_WqtXWA&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs on the iTunes Music Store (Laura Locke)
Published in: Technologizer
Date: Apr 28, 2003
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"Rip. Mix. Burn." [a tagline from Apple advertising of the time] has been Apple’s mantra as of late. Why go legit now?
"Rip. Mix. Burn." was never not legit. When some folks thought "Rip. Mix. Burn." was an anthem to steal music, it was just because they didn’t know what they were talking about. They obviously didn’t have any kids living at home. This was the 50 year-old-crowd that thought that. We’ve been against stealing music since the beginning. We own a lot of intellectual property. Most of competitors don’t, but we do. We’re not happy when people steal. So, this is not an about face for us, or anything like that. We’ve been consistent from the beginning. "Rip. Mix. Burn." never meant go steal music—it meant rip, mix, burn—exactly what it said.
Any regrets or remorse about how the tagline "Rip. Mix. Burn." may have been misinterpreted?
No, not really, it certainly got people thinking about Apple and music I guess. It was frustrating at times when people didn’t know what it meant, but everyone under 30 knew what it meant, so that was probably what really counted.
How do you think Apple’s new music service will change the digital music landscape?
With the introduction of the new iTunes Music Store we’ve now built the first real complete ecosystem for the digital music age. We’ve got a way to buy music online legally that’s fantastic—it’s better than any other way to acquire music. We’ve got a way to manage music with the iTunes Jukebox, which is the best in the world. And we’ve got a way to listen to music on the go with the iPod—which is the most popular MP3 player in the world—and the coolest, one of the coolest things in the world. So we’ve really got, from one end to another, a complete solution for digital music. We’re the only people in the world to do this, so we feel great about it.
Do you think you’ll be able to sway the tens of millions who use the unauthorized services?
Well, I don’t know. We’ll find out. But this is really a far better experience. Not only do the downloads not crap out half way through, and not only is it perfectly encoded—instead of having the last four seconds cut off—but offering previews of every song in the store is just giant, it’s giant. Just click a button and you’re hearing a preview. It’s really cool. And it allows you to explore music in a way that no download service has ever done to date. And the ability to browse—you can’t do that with Kazaa, you can’t do any of this stuff with Kazaa, the experience is so much better than Kazaa, I think a lot of people don’t want to spend 15 minutes downloading a song and getting a less than perfect quality song when they’re all done, and without a preview, finding out it’s the wrong song by the time they’re done.
What about subscription services?
Well, they’ve failed. They’ve completely failed. Nobody wants to rent their music. They have hardly any subscribers.
Any projected usage stats on iTunes Music Store you can share?
You know, we have some internally. But who knows? We have no idea. I’m waiting for some data today, actually. We were swamped earlier, so I heard.
Some detractors like those at Listen.com say that downloading isn’t the most popular feature on their music service Rhapsody. What’s your response?
Well, that’s correct. Downloading sorrys on their service. You download a track and you can’t burn it to a CD without paying them more money—you can’t put it on your MP3 player, you can’t put it on multiple computers—it sorrys! So of course nobody downloads! You pay extra to download even on top of subscription fees. No wonder they have hardly any download traffic—[they] hardly even have any subscribers.
The Wall Street Journal recently fashioned you as a "digital music impresario," how do you feel about that?
I didn’t know what it meant. Does that mean I run a carnival? What we do at Apple is very simple: we invent stuff. We make the best personal computers in the world, some of the best software, the best portable MP3/music player, and now we make the best online music store in the world. We just make stuff. So I don’t know what impresario means. We make stuff, put it out there, and people use it. Clearly, we’ve been leading the revolution. The personal computer is changing—it’s changing into this digital hub for a digital lifestyle—so we’ve been leading that change, we’re not followers, we’ve lead that charge. Digital moviemaking, DVD burning, digital photography, and of course, digital music. So we are in the forefront.
What’s next?
I think what’s next for me is getting a good night’s sleep… I don’t know… We have all sorts [of things] that we work on, but we never really talk about what’s next until we’re ready…
Can you say anything about the Music Store’s development costs or Apple’s investment?
Well, we don’t usually talk about that, but all I would say is that… you know I had somebody comment today, "Well, now that you have introduced your store, do you expect a lot others?" And I guess our answer is no. This is really hard. Just to create an infrastructure to pump oceans of bits out in the world, you know, we’ve done that over the last several years with movie trailers and stuff, and that’s tens of millions of dollars for server farms and networking farms – it’s huge – and we’ve already got that in place, and say you want to have millions of transactions, and our online store is all tied into SAP and auditors bless it, and to do that, that’s tens of millions of dollars, and we have one-click shopping, and only us and Amazon have that, and then to make a jukebox, if you don’t a popular jukebox, how much does it cost to make iTunes and make it popular? A lot! But we’ve got that. And then iPod, if you want to make an iPod, what does that cost? Well, nobody has done it but us, people have tried, but they haven’t even come close. That’s a lot of money. So we’ve already made these investments and we can leverage all these investments. And then we’ve invested more on top of that to make a store. But to recreate this, it’s tens of millions of dollars and years. That’s why I don’t think this is going to be so easy to copy.
How tough was it to sell your music service concept to music industry executives?
Well, we started almost a year and a half ago, and as you recall, the climate at that time was more hostile than it is today, but we did have the luxury of going in at the top, so I talked to Roger Aims at Warner, Doug Morris at Universal, and the other guys. And they clearly realized that the Internet was in their future, but they were shell-shocked with Napster and people stealing their content. And so, the major discussions with the labels were really over giving the users broad personal use rights. And we worked through that, and they learned. I think they trusted us to do the right thing. You know most everybody in the music industry uses a Mac—and they all have iPods—even the ones who don’t use a computer have somebody else load up their iPods for ‘em with the songs they want. So I think they see Apple as the most creative of the technical companies, a very artist-friendly company, very credible. And you know, we were able to negotiate landmark deals with them that no one else has ever come close to in terms of offering the user really broad rights to the music they buy.
What about independent labels, will they follow suit?
Yes. They’ve already been calling us like crazy. We’ve had to put most of them off until after launch just because the major big five have most of the music, and we only had so many hours in the day. But now we’re really going to have time to focus on a lot of the independents and that will be really great.
With iTunes Music Store, the artists win, music labels win, but what about traditional retailers?
You should go ask them. The Internet was made to deliver music.
Anything else you would like to add?
It’s so great! I cannot overemphasize that because of the previews, browsing, etc. you fall in love with music again—and you find the hits you’ve heard before and the gems you’ve never heard before—and it’s really wonderful. It’s so cool.
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Apple man 8)
First time reading his Biography .. :)
lot to go :D
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Hi hi Sangeetha, Warm Welcome To FTC Forum
Nice To See Ur Post Thru Tis Comment ! :)
Yeah Its Very Interesting About Apple Man ???
Even Me Have A Lot More To Posts Regarding Him
Thanks For Ur Comment Sangeetha ;)
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Tyvm Mystery
I hav never thought of knwing abt steve ???
Hav gone through al ur post regarding steve :) now
Shud 'thank u' for giving so much information abt apple man :D
keep going Mystery 8)
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs at D1 (Walt Mossberg)
Produced by: The Wall Street Journal
Date: May 28, 2003
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd1.png&hash=2bf5ada540e4c2b47ee83c73ccec433cae120556)
http://allthingsd.com/video/?video_id=162F122B-2500-4BF8-8240-C8D1A603A816
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs à Merci pour l’info (Emmanuel Chain)
Produced by: Canal+
Date: Sep 16, 2003
http://www.youtube.com/v/YO3xV8MXb3U&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs: Rolling Stone's 2003 Interview (Jeff Goodell)
Published in: Rolling Stone
Date: Dec 25, 2003
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Do you see any parallel between the music revolution today and the PC revolution in 1984?
Obviously, the biggest difference is that this time we're on Windows. Other than that, I'm not so sure. It's still very early in the music revolution. Remember, there are 10 billion songs that are distributed in the U.S. every year – legally – on CDs. So far on iTunes, we've distributed about 16 million [as of October]. So we're at the very beginning of this.
Bringing iTunes to Windows was obviously a bold move. Did you do much hand-wringing over it?
I don't know what hand-wringing is. We did a lot of thinking about it. The biggest risk was that we saw people buying Macs just to get their hands on iPods. Taking iPods to Windows – that was the big decision. We knew once we did that that we were going to go all the way. I'm sure we're losing some Mac sales, but half our sales of iPods are to the Windows world already.
How did the record companies react when you approached them about getting onboard with Apple?
There are a lot of smart people at the music companies. The problem is they're not technology people. The good music companies do an amazing thing. They have people who can pick the person who's gonna be successful out of 5,000 candidates. It's an intuitive process. And the best music companies know how to do that with a reasonably high success rate. I think that's a good thing. The world needs more smart editorial these days. The problem is that that has nothing to do with technology. When the Internet came along and Napster came along, people in the music business didn't know what to make of the changes. A lot of these folks didn't use computers, weren't on e-mail – didn't really know what Napster was for a few years. They were pretty doggone slow to react. Matter of fact, they still haven't really reacted. So they're vulnerable to people telling them technical solutions will work – when they won't.
Because of their technological ignorance.
Because of their technological innocence, I would say. When we first went to talk to these record companies – about eighteen months ago – we said, "None of this technology that you're talking about's gonna work. We have Ph.D.s here who know the stuff cold, and we don't believe it's possible to protect digital content."
Of course, music theft is nothing new. There have been bootlegs for years.
Of course. What's new is this amazingly efficient distribution system for stolen property, called the Internet – and no one's gonna shut down the Internet. And it only takes one stolen copy to be on the Internet. The way we expressed it to them was: You only have to pick one lock to open every door. At first, they kicked us out. But we kept going back again and again. The first record company to really understand this stuff was Warner. Next was Universal. Then we started making headway. And the reason we did, I think, is because we made predictions. And we were right. We told them the music subscription services they were pushing were going to fail. MusicNet was gonna fail. Pressplay was gonna fail. Here's why: People don't want to buy their music as a subscription. They bought 45s, then they bought LPs, they bought cassettes, they bought 8-tracks, then they bought CDs. They're going to want to buy downloads. They didn't see it that way. There were people running around – business-development people – who kept pointing to AOL as the great model for this and saying, "No, we want that – we want a subscription business." Slowly but surely, as these things didn't pan out, we started to gain some credibility with these folks.
Despite the success of iTunes, it seems that it's a little early to call all of your competitors failures. RealNetworks' Rhapsody, for example, has won over some critics.
One question to ask these subscription services is how many subscribers they have. Altogether, it's around 50,000. And that's not just for Rhapsody, it's for the old Pressplay and the old Musicmatch. The subscription model of buying music is bankrupt. I think you could make available the Second Coming in a subscription model, and it might not be successful.
When you went to see music executives, was there much comment about Apple's "Rip. Mix. Burn." campaign? A lot of them regarded it as an invitation to steal music.
The person who assailed us over it was Michael Eisner. But he didn't have any teenage kids living at home, and he didn't have any teenage kids working at Disney whom he talked to, so he thought "rip" meant "rip off." And when somebody actually clued him in to what it meant, he did apologize.
Lately, the recording industry has been threatening to throw anyone caught illegally downloading music in jail. Is that a smart approach?
Well, I empathize with them. I mean, Apple has a lot of intellectual property, and we really get upset when people steal our software, too. So I think that they're within their rights to try to keep people from stealing their product. Our position from the beginning has been that eighty percent of the people stealing music online don't really want to be thieves. But that is such a compelling way to get music. It's instant gratification. You don't have to go to the record store; the music's already digitized, so you don't have to rip the CD. It's so compelling that people are willing to become thieves to do it. But to tell them that they should stop being thieves – without a legal alternative that offers those same benefits – rings hollow. We said, "We don't see how you convince people to stop being thieves unless you can offer them a carrot – not just a stick." And the carrot is: We're gonna offer you a better experience... and it's only gonna cost you a dollar a song. The other thing we told the record companies was that if you go to Kazaa to download a song, the experience is not very good. You type in a song name, you don't get back a song – you get a hundred, on a hundred different computers. You try to download one, and, you know, the person has a slow connection, and it craps out. And after two or three have crapped out, you finally download a song, and four seconds are cut off, because it was encoded by a ten-year-old. By the time you get your song, it's taken fifteen minutes. So that means you can download four an hour. Now some people are willing to do that. But a lot of people aren't.
You've sold about 20 million songs on iTunes so far – it sounds like a big number, until you realize that billions of music files are swapped every year.
We're never going to top the illegal downloading services, but our message is: Let's compete and win.
David Bowie predicted that, because of the Internet and piracy, copyright is going to be dead in ten years. Do you agree?
No. If copyright dies, if patents die, if the protection of intellectual property is eroded, then people will stop investing. That hurts everyone. People need to have the incentive so that if they invest and succeed, they can make a fair profit. But on another level entirely, it's just wrong to steal. Or let's put it this way: It is corrosive to one's character to steal. We want to provide a legal alternative.
Of course, a lot of college students who are grabbing music off Kazaa today don't see themselves as doing anything any different from what you did when you were a teenager, copying bootleg Bob Dylan tapes.
The truth is, it's really hard to talk to people about not stealing music when there's no legal alternative. The advent of a legal alternative is only six months old. Maybe there's been a generation of kids lost – and maybe not, who knows? Maybe they think stealing music is like driving seventy mph on the freeway – it's over the speed limit, but what's the big deal? But I don't think that's the way it's going to stay, not with future generations, at least. But who knows? This is all new territory.
Apple has had a head start in the digital-music business, but obviously lots of other companies are getting into it now, too. Last week, for example, Dell came out with its rival to the iPod, the Dell DJ.
We will ship way more digital-music players than Dell this quarter. Way more. In the long run, we're going to be very competitive. Our online store is better than Dell's. And we have retail channels. Most people don't want to buy one of these things through the mail. Dell's distribution model works against them when they get into consumer electronics. Like, they're going to be selling plasma TVs online. Would you ever buy a plasma TV without seeing it? No way.
And then there's Microsoft. What happens to Apple when Bill Gates starts building an iTunes clone into the Windows desktop?
I'd answer that by saying I think Amazon does pretty well against Microsoft. So does eBay. So does Google. And AOL has actually done pretty well, too – contrary to a lot of the things people say. There are a lot of examples of companies offering services, Internet-based services, that have done quite well. And Apple is in a pretty interesting position. Because, as you may know, almost every song and CD is made on a Mac – it's recorded on a Mac, it's mixed on a Mac, the artwork's done on a Mac. Almost every artist I've met has an iPod, and most of the music execs now have iPods. And one of the reasons Apple was able to do what we have done was because we are perceived by the music industry as the most creative technology company. And now we've created this music store, which I think is non-trivial to copy. I mean, to say that Microsoft can just decide to copy it, and copy it in six months – that's a big statement. It may not be so easy.
How about movies? Do you see an iTunes movie store?
We don't think that's what people want. A movie takes forever to download – there's no instant gratification.
Has it been difficult wooing artists to the iTunes store?
Most successful artists control the online distribution of their music. So even though they could do a deal with, say, Universal Music, the largest in the business, these companies weren't able to offer us their top twenty artists. So we had to go to each artist, one by one, and convince them, too. A few said, "We don't want to do that." Others said, "We'll let you distribute whole albums but not individual tracks." And we declined. The store is about giving the users choice.
Do you expect that one day Apple will start signing musicians – and, in effect, become a record label?
Well, it would be very easy for us to sign up a musician. It would be very hard for us to sign up a young musician who was successful. Because that's what the record companies do. We think there are a lot of structural changes that are probably gonna happen in the record industry, though. We've talked to a large number of artists who don't like their record company, and I was curious about that. The general reason they don't like the record company is because they think they've been really successful, but they've only earned a little bit of money.
They feel they've been ripped off.
They feel that. But then again, the music companies aren't making a lot of money right now... so where's the money going? Is it inefficiency? Is somebody going to Argentina with suitcases full of hundred-dollar bills? What's going on? After talking to a lot of people, this is my conclusion: A young artist gets signed, and he or she gets a big advance – a million dollars, or more. And the theory is that the record company will earn back that advance when the artist is successful. Except that even though they're really good at picking, only one or two out of the ten that they pick is successful. And so most of the artists never earn back that advance – so the record companies are out that money. Well, who pays for the ones that are the losers? The winners pay. The winners pay for the losers, and the winners are not seeing rewards commensurate with their success. And they get upset. So what's the remedy? The remedy is to stop paying advances. The remedy is to go to a gross-revenues deal and tell an artist, "We'll give you twenty cents on every dollar we get, but we're not gonna give you an advance. The accounting will be simple: We're gonna pay you not on profits – we're gonna pay you off revenues. It's very simple: The more successful you are, the more you'll earn. But if you're not successful, you will not earn a dime. We'll go ahead and risk some marketing money on you. But if you're not successful, you'll make no money. If you are, you'll make a lot more money." That's the way out. That's the way the rest of the world works.
So you see the recording industry moving in that direction?
No. I said I think that's the remedy. Whether the patient will swallow the medicine is another question.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs at D2 (Walt Mossberg)
Produced by: The Wall Street Journal
Date: Jun 7, 2004
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd2.png&hash=f4e385da3157d1a70031c72573a1d6c3b1c59ddb)
http://allthingsd.com/video/?video_id=7B6BC6F0-21CE-441A-802D-DD0D94C259F9
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: 60 Minutes "Pixar" (excerpt)
Produced by: CBS
Date: Nov 10, 2004
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http://www.dailymotion.com/video/xptrkl_steve-jobs-on-60-minutes-2003_tech
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: First on CNBC Steve Jobs (Bill Griffeth and Maria Bartiromo)
Produced by: CNBC
Date: Jan 11, 2005
http://www.youtube.com/v/FNjFcZF5M6w&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs at D3 (Walt Mossberg & Kara Swisher)
Produced by: The Wall Street Journal
Date: May 22, 2005
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd3.png&hash=00c3c73638d92e7bba24a2956ff321f250902921)
http://allthingsd.com/video/?video_id=CB826DC7-57A4-4DE3-BB2F-255AECDC80E6
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Street Signs with Steve Jobs
Produced by: CNBC
Date: Jun 6, 2005
http://www.youtube.com/v/g3Qh7SQXi6E&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Street Signs with Steve Jobs (Erin Burnett)
Produced by: CNBC
Date: May 18, 2006
http://www.youtube.com/v/y6BFhRkUJEI&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Closing Bell with Steve Jobs (Jim Goldman)
Produced by: CNBC
Date: Sep 12, 2006
http://www.youtube.com/v/r7wXWDrvj0M&feature=player_embedded
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Good for the Soul (Steven Levy)
Published in: Newsweek
Date: Oct 16, 2006
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During the iPod's development process did you get a sense of how big it would become?
The way you can tell that you're onto something interesting is if everybody who knows about the project wants one themselves, if they can't wait to go out and open up their own wallets to buy one. That was clearly the case with the iPod. Everybody on the team wanted one.
Other companies had already tried to make a hard disk drive music player. Why did Apple get it right?
We had the hardware expertise, the industrial design expertise and the software expertise, including iTunes. One of the biggest insights we have was that we decided not to try to manage your music library on the iPod, but to manage it in iTunes. Other companies tried to do everything on the device itself and made it so complicated that it was useless.
What was the design lesson of the iPod?
Look at the design of a lot of consumer products—they're really complicated surfaces. We tried make something much more holistic and simple. When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there. We believe that customers are smart, and want objects which are well thought through.
Some people say that iPod might lose its cachet because it's too popular—how can it be cool when Dick Cheney and Queen Elizabeth have one?
That's like saying you don't want to kiss your lover's lips because everyone has lips. It doesn't make any sense. We don't strive to appear cool. We just try to make the best products we can. And if they are cool, well, that's great.
What products, maybe outside technology, do you consider cool?
I like things that do the job and kind of disappear into my life. Like Levis. They just kind of get faded and disappear, and you don't think about it much. If you look, you appreciate the design, but you feel something from them, too. A lot of quality is communicated through a feeling that people have. They don't understand exactly why, but they know that a lot of care and love was put into the designing of the product.
Let's talk about the iTunes store. How did you get the record labels, which had been resisting digital music, to sign up?
It was a process over 18 months. We got to know these folks and we made a series of predictions that a lot of things they were trying would fail. Then they went and tried them, and they all failed, for the reasons that we had predicted. We kept coming back to visit them every month or two, and they started to believe that we might actually have some insight into this, and our credibility grew with them to the point where they were willing to take a chance with us. Now, remember, it was initially just on the Mac, so one of the arguments that we used was, "If we're completely wrong and you completely screw up the entire music market for Mac owners, the sandbox is small enough that you really won't damage the overall music industry very much." That was one instance where Macintosh's [small] market share helped us. Then about six months later we were able to successfully persuade them to take down the barriers and let us move it out to the whole market.
Now people at some labels think that iTunes, with its dominant market share has too much power.
We've never once gone to them and asked them to lower their prices.
No, but you've asked them not to raise their prices, when some of them wanted to.
Our core initial strategy on the store was that if you want to stop piracy, the way to stop it is by competing with it, by offering a better product at a fair price. In essence, we would make a deal with people. If they would pay a fair price, we would give them a better product and they would stop being pirates. And it worked. If we go back now and we raise prices—this is what we told the record companies last year—we will be violating that implicit deal. Many [users] will say, "I knew it all along that the music companies were gonna screw me, and now they're screwing me." And they would never buy anything from iTunes again.
Do you think that it's fair to the customer that the songs they buy from Apple will only work on iTunes and the iPod?
Well, they knew that all along.
At one point you were saying, “When our customers demand it, that's when we'll consider interoperability.”
Nobody's ever demanded it. People know up front that when they buy music from the iTunes music store it plays on iPods, and so we're not trying to hide anything there.
Microsoft has announced its new iPod competitor, Zune. It says that this device is all about building communities. Are you worried?
In a word, no. I've seen the demonstrations on the Internet about how you can find another person using a Zune and give them a song they can play three times. It takes forever. By the time you've gone through all that, the girl's got up and left! You're much better off to take one of your earbuds out and put it in her ear. Then you're connected with about two feet of headphone cable.
IPods now have video, games, audio books and podcasts. Will iPods always be about the music?
Who knows? But it's hard to imagine that music is not the epicenter of the iPod, for a long, long, long, long, long time. I was very lucky to grow up in a time when music really mattered. It wasn't just something in the background; it really mattered to a generation of kids growing up. It really changed the world. I think that music faded in importance for a while, and the iPod has helped to bring music back into people's lives in a really meaningful way. Music is so deep within all of us, but it's easy to go for a day or a week or a month or a year without really listening to music. And the iPod has changed that for tens of millions of people, and that makes me really happy, because I think music is good for the soul.
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: First on CNBC Steve Jobs (Jim Goldman)
Produced by: CNBC
Date: Jan 9, 2007
http://www.youtube.com/v/0mY4EIS82Jw&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs at D5 (Walt Mossberg)
Produced by: The Wall Street Journal
Date: May 30, 2007
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd5sj.png&hash=5bc63c86842588ce7c219b2133dbbcab05f1d5af)
http://allthingsd.com/video/?video_id=FED32584-B94E-49D9-A194-28ED6BC80486
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: D5 Joint interview with Bill Gates (Walt Mossberg and Kara Swisher)
Produced by: The Wall Street Journal
Date: May 30, 2007
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd5sjbg.png&hash=56d618f5f3c40476a1cab146e020697806abcb8a)
http://allthingsd.com/video/?video_id=60C4F9FA-9AD5-4D04-8BB6-015AEBB1C052
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SayingsInterviews
Dozens of interviews that Steve Jobs gave over the yearsName: Steve Jobs Speaks Out (Betsy Morris)
Published in: Fortune
Date: Feb 2008
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Ffortune08.png&hash=eacb55a207348a7d4801176ec50729f956e56e65)
On the birth of the iPhone
"We all had cellphones. We just hated them, they were so awful to use. The software was terrible. The hardware wasn't very good. We talked to our friends, and they all hated their cellphones too. Everybody seemed to hate their phones. And we saw that these things really could become much more powerful and interesting to license. It's a huge market. I mean a billion phones get shipped every year, and that's almost an order of magnitude greater than the number of music players. It's four times the number of PCs that ship every year. "It was a great challenge. Let's make a great phone that we fall in love with. And we've got the technology. We've got the miniaturization from the iPod. We've got the sophisticated operating system from Mac. Nobody had ever thought about putting operating systems as sophisticated as OS X inside a phone, so that was a real question. We had a big debate inside the company whether we could do that or not. And that was one where I had to adjudicate it and just say, 'We're going to do it. Let's try.' The smartest software guys were saying they can do it, so let's give them a shot. And they did."
On Apple's connection with the consumer
"We did iTunes because we all love music. We made what we thought was the best jukebox in iTunes. Then we all wanted to carry our whole music libraries around with us. The team worked really hard. And the reason that they worked so hard is because we all wanted one. You know? I mean, the first few hundred customers were us. "It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do. "So you can't go out and ask people, you know, what the next big [thing.] There's a great quote by Henry Ford, right? He said, 'If I'd have asked my customers what they wanted, they would have told me "A faster horse." ' "
On choosing strategy
"We do no market research. We don't hire consultants. The only consultants I've ever hired in my 10 years is one firm to analyze Gateway's retail strategy so I would not make some of the same mistakes they made [when launching Apple's retail stores]. But we never hire consultants, per se. We just want to make great products. "When we created the iTunes Music Store, we did that because we thought it would be great to be able to buy music electronically, not because we had plans to redefine the music industry. I mean, it just seemed like writing on the wall, that eventually all music would be distributed electronically. That seemed obvious because why have the cost? The music industry has huge returns. Why have all this [overhead] when you can just send electrons around easily?"
On what drives Apple employees
"We don't get a chance to do that many things, and every one should be really excellent. Because this is our life. Life is brief, and then you die, you know? So this is what we've chosen to do with our life. We could be sitting in a monastery somewhere in Japan. We could be out sailing. Some of the [executive team] could be playing golf. They could be running other companies. And we've all chosen to do this with our lives. So it better be damn good. It better be worth it. And we think it is."
On why people want to work at Apple:
"The reason is, is because you can't do what you can do at Apple anywhere else. The engineering is long gone in most PC companies. In the consumer electronics companies, they don't understand the software parts of it. And so you really can't make the products that you can make at Apple anywhere else right now. Apple's the only company that has everything under one roof. "There's no other company that could make a MacBook Air and the reason is that not only do we control the hardware, but we control the operating system. And it is the intimate interaction between the operating system and the hardware that allows us to do that. There is no intimate interaction between Windows and a Dell notebook. "Our DNA is as a consumer company -- for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply."
On whether Apple could live without him
"We've got really capable people at Apple. I made Tim [Cook] COO and gave him the Mac division and he's done brilliantly. I mean, some people say, 'Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.' And, you know, I think it wouldn't be a party, but there are really capable people at Apple. And the board would have some good choices about who to pick as CEO. My job is to make the whole executive team good enough to be successors, so that's what I try to do."
On his demanding reputation:
"My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be."
On Apple's focus
"Apple is a $30 billion company, yet we've got less than 30 major products. I don't know if that's ever been done before. Certainly the great consumer electronics companies of the past had thousands of products. We tend to focus much more. People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. "I'm actually as proud of many of the things we haven't done as the things we have done. The clearest example was when we were pressured for years to do a PDA, and I realized one day that 90% of the people who use a PDA only take information out of it on the road. They don't put information into it. Pretty soon cellphones are going to do that, so the PDA market's going to get reduced to a fraction of its current size, and it won't really be sustainable. So we decided not to get into it. If we had gotten into it, we wouldn't have had the resources to do the iPod. We probably wouldn't have seen it coming."
On his management style
"We've got 25,000 people at Apple. About 10,000 of them are in the stores. And my job is to work with sort of the top 100 people, that's what I do. That doesn't mean they're all vice presidents. Some of them are just key individual contributors. So when a good idea comes, you know, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and, you know - just explore things."
On finding talent:
"When I hire somebody really senior, competence is the ante. They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple? Because if they fall in love with Apple, everything else will take care of itself. They'll want to do what's best for Apple, not what's best for them, what's best for Steve, or anybody else. "Recruiting is hard. It's just finding the needles in the haystack. We do it ourselves and we spend a lot of time at it. I've participated in the hiring of maybe 5,000-plus people in my life. So I take it very seriously. You can't know enough in a one-hour interview. So, in the end, it's ultimately based on your gut. How do I feel about this person? What are they like when they're challenged? Why are they here? I ask everybody that: 'Why are you here?' The answers themselves are not what you're looking for. It's the meta-data."
On the benefits of owning an operating system
"That allows us to innovate at a much faster rate than if we had to wait for Microsoft, like Dell and HP and everybody else does. Because Microsoft has their own timetable, for probably good reasons. I mean Vista took what — seven or eight years? It's hard to get your new feature that you need for your new hardware if it has to wait eight years. So we can set our own priorities and look at things in a more holistic way from the point of view of the customer. It also means that we can take it and we can make a version of it to fit in the iPhone and the iPod. And, you know, we certainly couldn't do that if we didn't own it."
On his marathon Monday meetings
"When you hire really good people you have to give them a piece of the business and let them run with it. That doesn't mean I don't get to kibitz a lot. But the reason you're hiring them is because you're going to give them the reins. I want [them] making as good or better decisions than I would. So the way to do that is to have them know everything, not just in their part of the business, but in every part of the business. "So what we do every Monday is we review the whole business. We look at what we sold the week before. We look at every single product under development, products we're having trouble with, products where the demand is larger than we can make. All the stuff in development, we review. And we do it every single week. I put out an agenda -- 80% is the same as it was the last week, and we just walk down it every single week. "We don't have a lot of process at Apple, but that's one of the few things we do just to all stay on the same page."
On dealing with roadblocks
"At Pixar when we were making Toy Story, there came a time when we were forced to admit that the story wasn't great. It just wasn't great. We stopped production for five months.... We paid them all to twiddle their thumbs while the team perfected the story into what became Toy Story. And if they hadn't had the courage to stop, there would have never been a Toy Story the way it is, and there probably would have never been a Pixar. "We called that the 'story crisis,' and we never expected to have another one. But you know what? There's been one on every film. We don't stop production for five months. We've gotten a little smarter about it. But there always seems to come a moment where it's just not working, and it's so easy to fool yourself - to convince yourself that it is when you know in your heart that it isn't. "Well, you know what? It's been that way with [almost] every major project at Apple, too.... Take the iPhone. We had a different enclosure design for this iPhone until way too close to the introduction to ever change it. And I came in one Monday morning, I said, 'I just don't love this. I can't convince myself to fall in love with this. And this is the most important product we've ever done.' "And we pushed the reset button. We went through all of the zillions of models we'd made and ideas we'd had. And we ended up creating what you see here as the iPhone, which is dramatically better. It was hell because we had to go to the team and say, 'All this work you've [done] for the last year, we're going to have to throw it away and start over, and we're going to have to work twice as hard now because we don't have enough time.' And you know what everybody said? 'Sign us up.' "That happens more than you think, because this is not just engineering and science. There is art, too. Sometimes when you're in the middle of one of these crises, you're not sure you're going to make it to the other end. But we've always made it, and so we have a certain degree of confidence, although sometimes you wonder. I think the key thing is that we're not all terrified at the same time. I mean, we do put our heart and soul into these things."
On the iPod tipping point
"It was difficult for a while because for various reasons the Mac had not been accepted by a lot of people, who went with Windows. And we were just working really hard, and our market share wasn't going up. It makes you wonder sometimes whether you're wrong. Maybe our stuff isn't better, although we thought it was. Or maybe people don't care, which is even more depressing. "It turns out with the iPod we kind of got out from that operating-system glass ceiling and it was great because [it showed that] Apple innovation, Apple engineering, Apple design did matter. The iPod captured 70% market share. I cannot tell you how important that was after so many years of laboring and seeing a 4% to 5% market share on the Mac. To see something like that happen with the iPod was a great shot in the arm for everybody."
On what they did next:
"We made more. We worked harder. We said: 'This is great. Let's do more.' I mean, the Mac market share is going up every single quarter. We're growing four times faster than the industry. People are starting to pay a little more attention. We've helped it along. We put Intel processors in and we can run PC apps alongside Mac apps. We helped it along. But I think a lot of it is people have finally started to realize that they don't have to put up with Windows - that there is an alternative. I think nobody really thought about it that way before."
On launching the Apple store
"It was very simple. The Mac faithful will drive to a destination, right? They'll drive somewhere special just to do that. But people who own Windows - we want to convert them to Mac. They will not drive somewhere special. They don't think they want a Mac. They will not take the risk of a 20-minute drive in case they don't like it. "But if we put our store in a mall or on a street that they're walking by, and we reduce that risk from a 20-minute drive to 20 footsteps, then they're more likely to go in because there's really no risk. So we decided to put our stores in high-traffic locations. And it works."
On catching tech's next wave
"Things happen fairly slowly, you know. They do. These waves of technology, you can see them way before they happen, and you just have to choose wisely which ones you're going to surf. If you choose unwisely, then you can waste a lot of energy, but if you choose wisely it actually unfolds fairly slowly. It takes years. "One of our biggest insights [years ago] was that we didn't want to get into any business where we didn't own or control the primary technology because you'll get your head handed to you. "We realized that almost all - maybe all - of future consumer electronics, the primary technology was going to be software. And we were pretty good at software. We could do the operating system software. We could write applications on the Mac or even PC, like iTunes. We could write the software in the device, like you might put in an iPod or an iPhone or something. And we could write the back-end software that runs on a cloud, like iTunes. "So we could write all these different kinds of software and make it work seamlessly. And you ask yourself, What other companies can do that? It's a pretty short list. The reason that we were very excited about the phone, beyond that fact that we all hated our phones, was that we didn't see anyone else who could make that kind of contribution. None of the handset manufacturers really are strong in software."
On failing, so far, with Apple TV
"Here's how I look at it. Everybody's tried to make a great product for the living room. Microsoft's tried, we've tried -- everybody's tried. And everybody's failed. We failed, so far. "So there's a whole bunch of people that have tried, and every single one of them's failed, including us. And that's why I call it a hobby. It's not a business yet, it's a hobby. "We've come out with our second try -- 'Apple TV, Take 2' is what we call it internally. We realized that the first product we did was about helping you view the content of whatever you had in iTunes on your Mac or PC, and wirelessly sending it to your widescreen TV. "Well, it turns out that's not what people really wanted to do. I mean, yeah, it's nice to see your photos up on the big screen. That's frosting on the cake, but it's not the cake. What everybody really wanted, it turned out, was movies. "So we began the process of talking to Hollywood studios and were able to get all the major studios to license their movies for rental. And we only have about 600 movies so far ingested on iTunes, but we'll have thousands later this year. We lowered the price to $229. And we'll see how it does. Will this resonate and be something that you just can't live without and love? We'll see. I think it's got a shot."
On managing through the economic downturn
"We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place -- the last thing we were going to do is lay them off. And we were going to keep funding. In fact we were going to up our R&D budget so that we would be ahead of our competitors when the downturn was over. And that's exactly what we did. And it worked. And that's exactly what we'll do this time."
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: First on CNBC Steve Jobs (Jim Goldman)
Produced by: CNBC
Date: May 9, 2008
http://www.youtube.com/v/PdhmmftbcfY&feature=player_embedded
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Sayings
Interviews
Dozens of interviews that Steve Jobs gave over the years
Name: Steve Jobs at D8 (Walt Mossberg and Kara Swisher)
Produced by: The Wall Street Journal
Date: Jun 1, 2010
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2Fallaboutstevejobs.com%2Fsayings%2Fstevejobsinterviews%2Fthumbs%2Fd8.png&hash=802be6c8c434ca6d7378cd720d98b3d2aba961d5)
http://allthingsd.com/video/?video_id=70F7CC1D-FFBF-4BE0-BFF1-08C300E31E11
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIt was me, Van Toffler (president of MTV Networks Music Group), Tom Freston (CEO of MTV-parent company Viacom), and Jimmy Iovine (music producer, chairman of Interscope-Geffen). It was Jimmy who introduced us to Jobs, and we flew up to Pixar to go meet him. I’m a product guy, so it was thrilling for me. If you’re a product guy, Steve Jobs is the guy you want to meet. He was incredibly gracious and nice.
We had been thinking up ideas about how we could work with Apple...So, I give him my views on the future of music, and I was always big on subscription services. He listened and then he said, "Jason, you seem like a nice guy, but your ideas are all wrong." He was so blunt and funny, the whole room burst into laughter. Later, he takes us on a tour of Pixar and shows us some clips of the movie they’re working on, and as we’re walking around the beautiful Pixar campus, Freston turns to me and says: "Don’t talk in the next meeting." We laughed.
Source:Jason Hirschhorn, in CNET, Feb 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionDuring the spring and summer of 2006, Steve Jobs was negotiating with Fox and other studios to expand iTunes from selling digital music and TV shows to selling feature films. I had known Steve for several years, and as usual, he had very strong views -- in this instance, about how movies on iTunes should be priced, marketed and presented to his growing base of devoted followers.
Unfortunately, many of those views were inconsistent with existing media, and as was often the case, he thought the studio guys were Luddites (if not idiots). I was one of them. We spent many hours on the phone and in person hashing out ways to reconcile the new offering with our concerns about it. We were very eager to make it work -- but nowhere near as eager as Steve, who wanted to corral all the studios and make one of his bold and exciting announcements, which he’d scheduled for September. We wanted to change things; he wanted to change them now.
We argued and debated back and forth into the summer, and as August arrived, we remained a fair distance apart. So, as a respite from Relentless Steve, I sneaked off to my annual retreat on the tiny island of Antiparos, near Paros in Greece. I thought I was safe. But not from Steve. He stalked me, eventually sending this e-mail:
From: Steve Jobs
Date: Sat, 26 Aug 2006 16:51:12 -0700
To: Jim Gianopulos
Cc: Steve Jobs
Subject: I’m coming to Paros
Jim,
We need to talk and if that’s not possible over the phone or via e-mail, then I need to come to Paros and go for a walk on the beach with you and resolve this. The time is now to begin creating a new online distribution vehicle for movies, and Apple is the company to do it. I need your help.
How do I find you once I get to the airport on Paros?
Thanks,
Steve
He never made it to Paros, but we eventually made a deal, and it evolved into a great friendship, one that I will always cherish.
Source: Jim Gianopulos, in Hollywood Reporter, Oct 21, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWe were in Jobs’ neighborhood two weekends ago having dinner with some friends of my parents, and we decided to take a walk in order to look at Steve Jobs’ and Steve Young’s houses, which are right next to each other. We headed over, and all of a sudden were alongside Jobs house. It’s a really unusual and interesting house, but very understated and relatively small. You can just freely walk on the sidewalk right next to it.
Well, we were walking along, and I heard dishes clattering, coming from his house, and I look over and there he was in his kitchen window, black turtleneck and all, washing dishes. He just looked up at us, maybe 15 feet away. Nothing in between us but a window, no tall fence (a short, decorative, waist-high one). And we just walked on and proceeded to admire the apple orchard he has in his front yard, and even walked up his driveway a little to see his tulip garden.
His neighbor, who we were walking with, told us that his security lives in the house next door, and he is under constant surveillance, but I still couldn’t help but be shocked at how simple and unassuming his house was, and the fact that we saw him washing his dishes.
Source:Gawker, Mar 31, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI used to work at one of the Apple Stores here in New York. He was scheduled to come in, we didn’t know exactly when. He got out of a town car out front, walked in, and right up to me - shaking my hand and saying, "Hi, I’m Steve Jobs! Is [name of the store manager] here?" When I said he was and called him, [Jobs] said he was going to run to the bathroom first - and went to the customer’s bathroom (which anyone can use - and isn’t exactly the cleanest). He came out, walked right back up to me, and started talking about the store. After about 5 min customers around us starting walking up asking to take pictures, and asking questions, when he promptly asked to be excused and left - back to the car and away.
We had all heard stories about his desire to not shake hands (he offered first), his desire to not be in public (he spent his entire time in full view in open areas of the store) and his general shitty attitude (he was super nice and cordial).
Source:Gawker, Mar 31, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionGrowing up I was a huge apple fan-boy (fine, still am.) The first NY apple store in Soho opening was probably the coolest thing that happened to me between the ages 6 and 12. For a while I would spend almost every weekend there. Every year for halloween I was a mac, and I made a habit of shaving the Apple logo into my head to celebrate every OS launch.
My neighbor Brooke mentioned that Steve Jobs, busy as he is, always reads email sent to his public address. I think I was around 10 or 12, and I sent a very enthusiastic and grammatically incorrect message including a picture of my shaved head [with an Apple logo in the back).
Apparently he forwarded it to the head of Public Relations, Katie [Cotton], and I got invited to the opening of the 5th Avenue Cube. I can never thank them enough. This was probably the high point of my childhood.
Source: Allen Paltrow, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIn 1998, Jobs decided that Airborne Logistics Services, a division of Airborne Express that maintained a parts warehouse for Apple in Grove City, Ohio, wasn’t delivering spare parts quickly enough. According to Jeff Cooke, who ran Apple’s customer-service department at the time, Jobs ordered him to find a replacement for ALS. When Cooke resisted, citing concerns that ALS would sue for breach of contract, he says Jobs told him that "there won’t be any lawsuit. Just tell them if they f--- with us, they’ll never get another f---ing dime from this company, ever," Cooke recalls. Jobs says he does not remember making the comment, but confirms that he was determined to drop ALS.
Sure enough, Apple became embroiled in a lawsuit with ALS, which was settled in mid-1999. Cooke resigned after just 100 days at Apple. "My stock options would be worth $10 million had I stayed, but I knew I couldn’t have stood it--and he’d have fired me anyway," says Cooke. If some of Jobs’s methods are distasteful, they do get results. After dumping ALS, Apple gave its spare-parts business to PC ServiceSource and demanded it slash the inventory by 75% in a matter of weeks, says former PC ServiceSource CEO Mark Hilz, now head of a Dallas real estate management company. "They got very, very, very results-oriented once Jobs got back there," says Hilz. "Under Steve Jobs, there’s zero tolerance for not performing."
Source:Fortune, Jul 31, 2000
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIt’s Monday morning, and Jobs is onstage at the Flint Center in Cupertino, obsessing. Tomorrow the auditorium will overflow with thousands of Apple loyalists; right now he’s rehearsing the killer moment where he says, "Say hello to the new iMacs," and the machines glide out from behind the dark curtain and across the stage. But the current lighting leaves their translucence insufficiently vivid on the gigantic onstage screen. So Jobs wants the lights brighter and turned on earlier in the roll-out. The producer, Steph Adams, speaks into his headset, telling the backstage guys to yeah, just try it again, with the edgy tone of a man whose job consists of placating a perfectionist. No good. Jobs jogs halfway up the aisle and slouches into a center seat, his legs slung over the seat backs of the next row. "Let’s keep doing it till we get it right, O.K.?"
They go again. The iMacs are still underlighted. "No, no," Jobs whines, agonized. "This isn’t working at all."
And again. Now the lights are bright enough, but they’re still coming on too late. "I’m getting tired of asking about this," Jobs growls.
Again. And finally they get it right, the five impeccably lighted iMacs gleaming as they glide forward smoothly on the giant screen. "Oh! Right there! That’s great!" Jobs yells, elated at the very notion of a universe capable of producing these insanely beautiful machines. "That’s perfect!" he bellows, his voice booming across the empty auditorium. "Wooh!"
And you know what? He’s right. The iMacs do look better when the lights come on earlier.
Source:Time Magazine, Oct 18, 1999
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI first encountered Steve Jobs in front of the Company Store, outside the main entrance to 1 Infinite Loop. It was July 2001, and I was a 23-year-old skate punk from New York who had been at Apple for all of six weeks.
He almost ran me over.
As I walked back from the campus fitness center, a silver Mercedes S-Class launched a wheel onto the sidewalk and nearly took me out. I whipped around and threw a dirty look at the driver. The door opened, and the driver spat an expletive at the curb as he exited. I recognized the face immediately. It’s him, I thought. Oh God, he’s pissed. […] I kept walking. DO NOT ENGAGE, I thought. DO NOT MAKE EYE CONTACT. But I couldn’t help myself. He kept walking briskly behind me, staring at the ground, visibly irritated about his car and whatever made him come into the office. After I looked back for the third or fourth time, he cracked a smile that said, This kid doesn’t even have the balls to talk to me. It was a week before Macworld New York. I took a deep breath and spoke.
"Ready for the show?"
He looked up and smiled for real. "Yeah, we’ve got a lot of great stuff. It’s going to be fun."
"Well, I grew up in New York. Say hi for me."
Another smile. "OK."
He walked past me and held the IL1 lobby door open. Steve Jobs. Holding the door for me. What?
That moment changed my life, and other former and current employees surely have moments like it. Whatever Steve was upset about that day was almost certainly more serious than anything I have faced in my career. Yet he still had the good sense to give me a smile and an act of courtesy. It taught me to never lose perspective and never forget who you’re dealing with, no matter what else is going on.
Source:Matt Drance, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe San Francisco Chronicle reported that interim CEO Steve Jobs and Apple board member Larry Ellison were apparently so annoyed by a computer consultant who wants to be Apple CEO that they sent prank e-mails telling the executive he had the job. The newspaper reported Wednesday that Jobs and Ellison, who is also chairman and CEO of Oracle Corp., both sent e-mail messages to Michael Murdock, a Burlingame, California-based computer consultant, two days before Christmas, telling him he had the job.
"OK. You can have the job. -- Larry," was one message sent to Murdock, who has been conducting an e-mail campaign for the top job, the Chronicle reported. Jobs reportedly wrote, "Yep, Mike, it’s all yours. When can you start?" Murdock said he took the messages seriously and said he could start work January 5. The newspaper said Jobs replied, "Please do not come to Apple."
Apple Computer spokeswoman Katie Cotton said the situation was "completely ridiculous" and said that Jobs had responded to Murdock "in jest" because of the numerous e-mails he had received. "This particular person was just firing e-mails and sending e-mails to Steve and Larry on a regular basis and in jest. Steve responded to him," she said. "He has taken it too far," Cotton said, referring to Murdock, who said she has been calling media organizations with the story. But Murdock -- who said he quit his job as a Macintosh Systems engineer at Pixar Animation Studios Inc., where Jobs is also chairman, in August -- said he has not harassed Apple or any of the individuals involved.
Murdock said he sent Jobs about four e-mails on the topic since August, and that when Jobs wrote him in December to say "please go away," he gave up his campaign. He also contacted Apple’s search firm Heidrick & Struggles, Apple board member Bill Campbell and Ellison. He also said he had lunch with Apple’s co-founder, Steve Wozniak. "I have never called Apple; I have never called Pixar," Murdock said. "I have not been pounding down the door." The consultant said he respected Jobs and Ellison but felt like they were "trying to play some type of fraternity joke."
Source: Reuters, Jan 1998
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionDuring one of our agency’s regularly scheduled marketing meetings with Steve, he asked for our advice on what he felt was a conundrum. Which was more important — to make the logo look right to the owner before the PowerBook was opened, or to have it look right to the rest of the world when the machine was in use?
Look around today and the answer is pretty obvious. Every laptop on earth has a logo that’s right-side up when the machine is opened. Back then, it wasn’t so obvious, probably because laptops were not yet ubiquitous.
So we debated the issue. There were decent arguments on both sides. It seemed like we were damned if we did and damned if we didn’t. Remember, Steve was the guy who put the customer experience first. In the end, that was the reason he ended making the decision he did. He thought that the most important person in the equation was the one who shelled out good money to buy the product in the first place.
It was only when later PowerBook models were designed that Steve reconsidered and decided the logo should face the world right-side up. That one fleeting moment of pleasure for the owner started to feel tiny in comparison. Looking back, it borders on the unbelievable that something so wrong could ever have seemed right. That Steve Jobs ever wrestled with this decision only proves one thing: being right in retrospect is much easier being right in real time.
Source:Ken Segall (former Apple ad man), Dec 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI was an intern [at Apple in the summer of 2001] and one day the head of the intern program gathered the almost 100 interns into the Town Hall auditorium in Infinite Loop 4 for a "surprise guest speaker" that wasn’t really much of a surprise: Steve Jobs. The meeting had no agenda but I had a hunch that when Steve (everyone who has ever worked at Apple just calls him "Steve") ended his remarks there would be a Q&A session. My mind started racing. This was probably going to be the one time in my life when I would have the chance to ask Steve Jobs a question and get a reply. This has *got* to be a good question. This was like getting a chance to shoot a basket with Michael Jordan, you want to take a good shot.
I can’t remember exactly the questions that I decided against, but I remember specifically thinking that I wanted to ask something that hadn’t been captured in the numerous books I had read about Apple’s history. Something Macworld magazine hadn’t reported on. Something Steve hadn’t talked about in the press before. And something personal to him. The other interns, disappointingly to me, were asking questions more about the company like "Is Apple ever going to go after the enterprise market?" (Steve’s response, a refreshing "If you’re interested in that, you’re probably at the wrong company.")
Steve got to about his 4th question from the audience and by this point almost every single intern had their hand up. [Steve pointed to Jonathan] I was nervous. "Steve, many years ago you left Apple to start NeXT. But recently you returned to Apple. Why did you come back to Apple?" I could be filling in false details, but I remember Steve thinking for a moment with his characteristic "fingertip pressed together downward glance". He then proceeded to give a two part answer.
The first part of his answer I’ve completely forgotten because it seemed to be a canned spiel that he had used before. It had something to do with Apple’s products or mission. I started losing interest because it sounded like something I might have even heard Steve say before at a keynote. I felt a bit disappointed that my one chance to learn something new and unique about Steve was probably about to end. But then, as if to try again at my question, he added a second part to his answer.
"When I was trying to decide whether to come back to Apple or not I struggled. I talked to a lot of people and got a lot of opinions. And then there I was, late one night, struggling with this and I called up a friend of mine at 2am. I said, ‘should I come back, should I not?’ and the friend replied, ‘Steve, look. I don’t give a Sorry about Apple. Just make up your mind’ and hung up. And it was in that moment that I realized I truly cared about Apple."
[This friend was Andy Grove, the former Intel CEO]
Source: Jonhatan Berger, Aug 25, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussion"The only problem with Microsoft is they just have no taste," he said last year in "Triumph of the Nerds," a television documentary about the history of the computer industry. "I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their products. I have no problem with their success -- they’ve earned their success for the most part. I have a problem with the fact that they just make really third-rate products."
The statement was quintessential Jobs: arrogant, frank, insightful and perhaps more than half right, though brutally overstated. Those same traits were both his strength and his weakness at Apple. After the documentary was televised, Jobs called Gates to apologize, sort of. "I told him I believed every word of what I’d said but that I never should have said it in public," Jobs says. "I wish him the best, I really do. I just think he and Microsoft are a bit narrow. He’d be a broader guy if he had dropped acid once or gone off to an ashram when he was younger."
Source:The New York Times, Jan 18, 1997
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe closest thing [Steve Jobs and I] ever had to an argument was when I left in 1985 to start a company to build a universal remote control. I went to [design agency of which Apple was a client] Frog Design to do the design. Steve dropped in there one day and he saw what they were designing for me and he threw it against the wall and said they could not do any work for me. “Anything you do for Woz, belongs to me.” I was on my own, but I was still friendly with Apple. But Steve had a burst-out there. The people at Frog told me about it. That was the only time there was ever a fight between us, but it wasn’t actually between us. Nobody has ever seen us having an argument.
Source: Steve Wozniak, interview with Dan Lyons, Oct 11, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionDiane Keaton, 65, says she met Jobs in the late ‘70s, when the late computer genius was her NYC neighbor. Steve wanted to meet the "Annie Hall" star, so she went over for a visit. But things went downhill fast.
"All he’s talking about is the computer thing," Keaton recalls. "How the computer was going to take over the world. And I’m sitting there like, ‘OK, right.’ And he keeps talking about how everyone is going to have a computer in their life, in their world, in their home. And I’m going, ‘Right, Right.’"
Unfortunately, all the tech talk didn’t go over well with the actress, who says she never saw Jobs again. "Because obviously I just wasn’t prepared for that. I thought, ‘Is he nuts?’" But Keaton does regret leaving Steve: "Can you imagine? What an idiot I was."
Source:CNN The Marquee Blog, Dec 15, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI should tell you this story. We’re in a meeting at NeXT, before Steve went back to Apple. I’ve got my chief scientist. After the meeting, we leave and try to unravel the argument to figure out where Steve was wrong—because he was obviously wrong. And we couldn’t do it. We’re standing in the parking lot.
He sees us from his office, and he comes back out to argue with us some more. It was over a technical issue involving Objective C, a computer language. Why he would care about this was beyond me. I’ve never seen that kind of passion.
Source: Eric Schmidt, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSteve was trying to sort out one of the fundamental questions of the age: is there any value to a musician’s work? He thought that with iTunes, he could make it easier for people who wanted to respect intellectual copyright. So we had the idea to offer "Vertigo" for an iPod commercial, and we went out to see Steve at his house in Palo Alto and he was like, "What? You guys want to give me a song for a commercial? Wow, that’s great, that’s amazing." Then we said we wanted to be in the commercial, and he said "Maybe, yeah, I don’t see why not."
Then we said we don’t want to be paid, but we’d like a U2 iPod, a black one. His first response was, "That doesn’t work at all. iPods are white!" But it turned out lots of people wanted them – and not because of U2. Because they were red and black!
Source: Bono, Rolling Stone, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIn my own involvement with him, my real personal enjoyment of him as a man, he was a clear thinker, on lots of subjects, and I could turn to him. My actual last conversation with him was he called me because he was worried about my health, which is a clue to him. This tough guy was very tender, and he said, "I don’t like the look of you, you look worn out," and I said, "What? I’m fine!" He wouldn’t listen to me.
When I hurt my spine and I was in trouble, this package arrived of books and CDs and music and honey from their garden – tons of stuff arrived at the house. And so, yes, he was a captain of industry, a warrior for his companies. But I found him to be a very thoughtful friend, and a wonderfully detailed and interested parent of his kids, and lover of his wife.
Source: Bono, Rolling Stone, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionBusiness Insider: What is the significance of the employee numbers, since you were saying that you took seven because you wanted it.
Michael Scott (Apple’s first CEO): We had to have a payroll, and in order to minimize how much work we had to do, I had to sign up with Bank of America’s payroll system, and those days you didn’t have a choice. You had to assign employee numbers.
That was a dispute you get into — who gets number 1? One of the first things was that of course, each Steve wanted number 1. I know I didn’t give it to Jobs because I thought that would be too much. I don’t remember if it was Woz or Markkula that got number 1, but it didn’t go to Jobs because I had enough problems anyway.
Source: Interview of Michael Scott, Business Insider, May 24, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI would say that the challenge was, who was more stubborn, Steve or me, and I think I won.
The other argument at the meetings was would Steve take his dirty feet and sandals off the table, because he sat at one end of the conference table, and Markkula sat at the other end chain smoking. So we had to have special filters in the attic in the ceiling to keep the room filter. I had the smokers on one side and the people with dirty feet on the other.
[Laughter from interviewer.]
It was not funny then. Everybody has their pet peeves.
Source: Interview of Michael Scott, Business Insider, May 24, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionA little side story that he and I would fight over. If we were negotiating price for parts, we could negotiate a price with a vendor and at the last minute, Steve would come in and bang on the table and demand to get one more penny off. And of course they would give him one more penny off. Then he’d crow "well I see you didn’t do as good a job as you could’ve getting the price down."
And I’m saying, "Yeah but that one more penny might’ve cost us a bit more ill will for times when parts are in short supply."
Source: Interview of Michael Scott, Business Insider, May 24, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionTrue to form, the shepherd [Steve Jobs] to his Apple flock often teaches in parables. One such lesson could be called the "Difference Between the Janitor and the Vice President," and it’s a sermon Jobs delivers every time an executive reaches the VP level.
Jobs imagines his garbage regularly not being emptied in his office, and when he asks the janitor why, he gets an excuse: The locks have been changed, and the janitor doesn’t have a key. This is an acceptable excuse coming from someone who empties trash bins for a living. The janitor gets to explain why something went wrong. Senior people do not. "When you’re the janitor," Jobs has repeatedly told incoming VPs, "reasons matter." He continues: "Somewhere between the janitor and the CEO, reasons stop mattering." That "Rubicon," he has said, "is crossed when you become a VP."
Source: Fortune, Aug 25, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionToday, I met Steve Jobs! It was as simple as “Hello, I’m Steve… nice to meet you. Come on into my house.” And with that, we walked through his front gate and through the garage to the backyard.
[…] We set up in the back corner of the yard, and began the install, which took us three hours to complete. During the process, he would come out and check on us every 45 minutes or so, usually staying for a bit to chat about the trampoline, the company that built it, the manufacturing process, or how the trampoline could be simplified and improved upon. We didn’t really get any opportunities to chat about things outside the task at hand, but it was nice that he would spend any time at all with us. He even got up to test-jump a bit too (I really, really wish I had that on video).
[…] He finally finished talking and came around back. Rob explained a little about the satefy rules and the specifics of the install as we walked back towards the back corner of the yard. He jumped up inside the trampoline and started jumping with his daughter. It was really sweet. He jumped around inside a bit, then got out and gave some encouraging words to her and her friends. Then he paid us the install fee (plus the largest tip Rob has ever received on an install).
“And one more thing” we sheepishly said; “Can you sign our iPods???”
“You don’t want me to do that — it will rub off,” he quips.
He looks at mine and continues, “and that one is going to be a collectors’ item soon!” I think to myself, “exactly!” and say “true, it’s a classic design.”
Then he asks us some questions about how many of our friends have iPods and if we use iTunes Music Store and we answer honestly. I mention that I am waiting to get a new iPod with a larger hard drive (hoping that he will reveal any information on the rumored next model). He seems to pause a moment, but doesn’t let any secret cats, out of any well-designed Apple bags. But, I could tell that he wanted to say something.
Source: Cult of Mac, Oct 8, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI first met Steve Jobs 13 years ago, when I was working on a book on the history of Silicon Valley. Following an extended tap dance with his Apple gatekeeper, and after I’d already interviewed most of the Valley’s other leaders, Jobs agreed to see me, in a conference room at Apple headquarters. I got to see firsthand what I’d so often heard about: smarts, breadth, charm and abrasiveness.
Even before sitting down, he said, "You’ve got 20 minutes," adding with some derision, "You’re not from here, are you?" I asked why he asked, also wondering to myself where he’d honed his social graces. "Look at how you’re dressed!" he said. Jobs had on his usual black mock turtleneck and faded jeans. I was wearing a blue blazer and Oxford shirt. "I was just trying to show you some respect," I offered. He nodded, smiled slightly and acknowledged my efforts.
We wound up talking for three hours. I liked him right away, idiosyncrasies and all. […] In that initial [encounter], back in 1998, Jobs began by going to a whiteboard to draw a biographical timeline of the Valley. There were Bill Hewlett and Dave Packard back in 1938, developing an audio oscillator in their Palo Alto garage, and in the process giving birth to Silicon Valley (though it wasn’t called as such until the early 1970s, when silicon became the main element in microchips); there was brilliant-but-pathological William Shockley, who founded the first semiconductor company in 1956, in Mountain View; there were the "Traitorous Eight" -- including Gordon Moore, Bob Noyce and Gene Kleiner -- who bolted from Shockley to launch Fairchild Semiconductor in 1957, which led to the most famous of the "Fairchildren" spin-offs, a company called Intel, started by Moore and Noyce in 1968, as well as the Valley’s first major venture-capital firm, Kleiner Perkins Caufield & Byers, co-founded by Kleiner and Tom Perkins four years later.
Jobs played the role of history teacher, with an appreciation for his entrepreneurial forbears that is rare in the Valley -- a place that cares mostly for the new. And he told the narrative with personal reverence and humility: Packard and Noyce had been mentors, so much so that when Jobs got fired from Apple in 1985 he met with them "to apologize for screwing up so badly."
What Jobs left out of the narrative, with even more uncharacteristic modesty, was Steve Jobs. At the end of that glorious chronology, sketched out over the course of 45 minutes, he should have added himself (and Steve Wozniak), for starting Apple Computer in 1976.
Source: David A. Kaplan, Fortune, Oct 11, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe second time I met Steve Jobs was on a Manhattan street corner. He was coming to speak to a group of us at Newsweek and we entered the building at the same time. It was in 1999, the week after my book on the Valley had come out. "I’m hearing great things about your book, David," he told me.
"Really?" I said. "That’s good to hear. What did you think of the book?"
"Haven’t read it -- probably won’t." He seemed to say it as a punch line, with some glee.
Source: David A. Kaplan, Fortune, Oct 11, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe last time I saw Jobs was by chance in the courtyard at Apple headquarters 3½ years ago. I was there with my older son, then 15, to have lunch with an Apple friend. My son is a big Apple fan and user. By chance, we saw Jobs was walking along by himself, pecking away at his iPhone. I said hello, as did he -- and he then took my son aside to chat for several minutes, about technology and thinking large. My son was rapt.
It was a gracious thing for Jobs to do, with no payoff for himself. (I don’t merit efforts to co-opt.) He later e-mailed me about the joys of parenthood. While Jobs was tone-deaf at times, he wasn’t a jerk.
Source: David A. Kaplan, Fortune, Oct 11, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionEveryone knows Parisians are snobs. So it probably shouldn’t have come as a surprise that an unshaven, middle-aged American, speaking English and dressed in cuffed jeans, sneakers, and a worn black T-shirt, was rudely turned away from the bar at a lavish fete inside Paris’s Musee d’Orsay on September 16, 2003.
Except that the man was Steven P. Jobs, the cofounder and chief executive of Apple Computer Inc., and it was his party. And some bash it was. For three hours, Apple’s guests grazed on foie gras and seared tuna canapes, and sipped champagne while strolling under a massive glass arcade that shelters one of the world’s largest collections of Impressionist masters, Rodin sculpture, and art nouveau furniture. In a Baroque salon at the far end of the museum, a raucous jazz band played. As one guest observing the scene intoned, "This is huge."
Source: Fast Company, Dec 19, 2007
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSomebody just walked up to me at one point [and] he said:
"I work at Apple and I sort of met Steve Jobs."
I said, "How?"
"He cut in front of me in the cafe to grab some food."
"Did he say ‘I’m sorry’?"
"No."
Source: Walter Isaacson interview, Fortune, Dec 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionHe once [called] your editor, Andy Serwer, at Fortune, and John Huey, when he was trying to kill a story that you may have worked on at Fortune about his cancer treatment and everything else.
And he finally said, "What do you have in the story?" And Serwer told him what’s in the book. And he finally said, "Well, wait a minute, you’ve discovered that I’m an asshole? Why is that news?" So, he was self-aware, he was tough.
Source: Walter Isaacson interview, Fortune, Dec 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSteve Jobs when he does the iPhone decides he doesn’t want plastic, he wants really tough glass on it, and they don’t make a glass that can be tough like they want. And finally somebody says to him, because they were making all of the glass in China for the fronts of the stores, says, "You ought to check with the people at Corning. They’re kind of smart there."
So, he flies to Corning, New York, sits there in front of the CEO, Wendell Weeks, and says, "This is what I want, a glass that can do this." So, Wendell Weeks says, "We once created a type of process that created something called Gorilla Glass." And Steve said, "No, no, no. Here’s how you make really strong glass." And Wendell says, "Wait a minute, I know how to make glass. Shut up and listen to me." And Steve, to his credit, shuts up and listens, and Wendell Weeks describes a process that makes Gorilla Glass. And Steve then says, "Fine. In six months I want enough of it to make--whatever it is--a million iPhones." And Wendell says, "I’m sorry, we’ve actually never made it. We don’t have a factory to make it. This was a process we developed, but we never had a manufacturing plant to do it." And Steve looks at him and says what he said to Woz, 20, 30 years earlier: "Don’t be afraid, you can do it." Wendell Weeks tells me... Because I flew to Corning, because I just wanted to hear this story. Wendell Weeks tells me, "I just sat there and looked at the guy. He kept saying, ‘Don’t be afraid. You can do this.’"
Source: Walter Isaacson interview, Fortune, Dec 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionHe’s paid $100,000 to have the logo for NeXT Computer. Paul Rand, who did it, who was a great designer — [Steve Jobs] said, "I want you to design a business card for me." It was "Steven P. Jobs." And they fought over whether the period after the P should be under the P, which is what you could do with bitmap displays, or if it should be right afterward, which was the normal way of doing it.
And they fought so badly that Paul Rand would not surrender, and Steve Jobs had it done his own way. This is the passion for detail and perfection that is usually considered a micromanaging passion, but he does connect it, too, to the broad vision. And the broad vision is... I mean, look, the whole desktop publishing industry comes out of the fact that he cared about fonts.
Source: Walter Isaacson interview, Fortune, Dec 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAbout right when the iPad was about to come out, I fly into San Francisco. And you get off the plane, and the thing you least want to see on your iPhone, which is seven missed phone calls from Steve Jobs.
[…] It wasn’t like he was returning my calls. It’s like he was mad about something... And Simon & Schuster had put a cover sort of in the catalogue they were putting out two years ago. It had Steve in a red apple, "iSteve," and some day as to when it would be published. He said, "That is the ugliest thing — this has such poor taste," and it was actually words of one syllable that were stronger than that. "You shouldn’t even come to the product launch, I never want to deal with you again. You have no taste," and whatever.
Finally, he says, "I’m only going to keep dealing with you if you let me have some input into the cover." "Because," he said, "nobody is going to read your book, I’m not going to read your book. But I’ll look at the cover — and I don’t want it to be ugly." Now, it takes me about one and a half seconds to say, "Sure!" I mean, here’s a guy with the greatest design eye of our time.
That is basically Steve Jobs saying, "That’s what the cover should look like." With a font that comes from the original Mac, the sans serif font, and the Albert Watson picture, and it’s in black and white. And I said, "Shouldn’t we do it in color?" He says, "No, I’m a black and white sort of guy: Things are either black, or they’re white. It’s a black and white cover."
Source: Walter Isaacson interview, Fortune, Dec 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs said he was betting the company on the machine and so it needed a great name. He suggested one at the meeting, Segall says, but it was terrible. [It was later revealed the name was ‘MacMan’]
Jobs said the new computer was a Mac, so the name had to reference the Macintosh brand. The name had to make it clear the machine was designed for the internet. It also had to be applicable to several other upcoming products. And it had to be quick: the packaging needed to be ready in a week.
Segall says he came back with five names. Four were ringers, sacrificial lambs for the name he loved — iMac. "It referenced the Mac, and the "i" meant internet," Segall says. "But it also meant individual, imaginative and all the other things it came to stand for." The "i" prefix could also be applied to whatever other internet products Apple was working on. Jobs rejected them all, including iMac.
"He didn’t like iMac when he saw it," Segall says. "I personally liked it, so I went back again with three or four new names, but I said we still like "iMac." He said: ‘I don’t hate it this week, but I still don’t like it.’"
Segall didn’t hear any more about the name from Jobs personally, but friends told him that Jobs was silk-screening the name on prototypes of the new computer. He was testing it out to see if it looked good. "He rejected it twice but then it just appeared on the machine," Segall says, laughing. "He never formally accepted it."
While working on the name, Jobs purposely worked in a small, tight-knit group. He didn’t want to have a lot of opinions at the table. He also didn’t do any market research or testing. "Apple in my entire time never tested a thing in print or on TV," Segall says. "Everybody else tests everything."
Source: Ken Segall interview, Cult of Mac, Nov 3, 2009
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe night before our interview, Jobs and his kids sat down for their first family screening of Pixar’s 2004 release "The Incredibles." After that, he tracked the countdown to the 100 millionth song sold on the iTunes store. Apple had promised a prize to the person who moved the odometer to 10 figures, and as the big number approached, fortune seekers snapped up files at a furious rate. At around 10:15, 20-year-old Kevin Britten of Hays, Kans., bought a song by the electronica band Zero 7, and Jobs himself got on the phone to tell him that he’d won. Then Jobs asked a potentially embarrassing question:
"Do you have a Mac or PC?"
"I have a Macintosh... duh!" said Britten.
Jobs laughs while recounting this.
Source: Newsweek, Jul 25, 2004
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAs the conversation went: "I hear you’re not really one to give autographs, but I just gotta ask....will you sign my iPod? It’s fine if you don’t want to. I’m not normally one to even ask for autographs".
Steve: *chuckling* "it’s quite alright. You heard that about me?? well I wouldn’t say that I don’t like giving autographs, I guess I was never comfortable with the idea solely taking credit for something, which is to me what an autograph might imply. To be honest, I think I’m the last person who should sign something. A writer signing a book I can understand, but I think if anybody within our company should sign something, it should be members from our R&D team and all the others responsible for product innovation. It’s unfortunate that they all can’t receive the same level recognition. But I suppose it’s easier this way though?... you would need a pretty big iPod to fit all those signatures".
Source: Mac Rumors, Dec 19, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIn 2007, Mayer was offered an offer he couldn’t turn down from RIM who wanted to sponsor his Summer tour. Mayer had no reservations about saying yes but decided to give Jobs a call just to give him a quick heads up and let him know that the RIM contract would require him to use RIM products exclusively. Thankfully for him RIM only made smartphones!
So Mayer calls up Jobs who, believe it or not, praises RIM for the work they do and casually mentions that he’ll send Mayer an iPhone "to at least play with on the bus."
"I accepted the offer with Blackberry, and in the months leading up to the July 29th release date, the iPhone became the most desired item on the planet. Everybody wanted one, and nobody had yet to see one in person. It was mythical. That day I was playing an ampitheatre in Indianapolis, and sometime in the afternoon the production office got a call over the radio that a sales associate from the local Apple Store was standing at the outermost gate of the venue with something addressed to me. A few minutes later someone knocked on my dressing room door and handed me an Apple Store bag. Inside was an iPhone, and taped to it was a card; it belonged to Steve Jobs, CEO, 1 Inifinite Loop, Cupertino, California. Handwritten on the backside of the card was one word: ‘Enjoy!’"
Source: Edible Apple, Oct 20, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOne time, Steve and I sat in Dr. [Edwin] Land’s conference room at his office on the Charles River that he used after he was fired from Polaroid. I sat there listening while these two geniuses discussed where great inventions come from.
Pointing toward the center of the empty conference table, Dr. Land said, "I didn’t invent the Polaroid camera, it’s always existed, just waiting to be discovered." Steve replied, "That’s right. I knew long before we built it exactly what the Mac was. It always existed. I never had to ask customers what they wanted. If it’s something truly revolutionary, they won’t be able to help you." All of Steve’s visionary products have always existed, they were just waiting for him to discover them.
Source: John Sculley interview, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionYears ago, I heard the back-story on Apple’s switch to Intel first-hand from some folks on the IBM side of things, and what I learned was that Steve Jobs agonized over this decision and waited until the morning of the keynote before pulling the trigger on this move.
He actually went into that day with two keynote presentations prepared: one for a PowerPC-based product line, and one for The Switch.
When he pulled out The Switch presentation, the IBM team was absolutely as stunned as the rest of the world, as was the P.A. Semi team who had been separately assured by Jobs that their dual-core PowerPC part would find its way into Apple portables.
Source: Wired, Oct 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI once forwarded an email from Steve Jobs to a friend, adding a snarky comment.
Steve’s reply informed me that I’d replied, not forwarded.
Steve was extremely cool about it. He said he’d been emailed FAR worse things accidentally. And many not so accidentally...
Source: Lee Unkrich, @leeunkrich, Twitter, Oct 11, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionPito showed Steve a clunky, character-based, primitive spreadsheet, but all of the elements of the future were there: there were formulas at the bottom of the spreadsheet, rather than integrated in the cells; it was multi-dimensional; and the user could instantly call up different views of the same data set.
Immediately, Jobs wanted Back Bay for the NeXT. "He kept getting more excited; he was the most excited person in the room," remembers Pito.
Back Bay fit right in with Steve’s vision, says Allen: "Right from the start, he was looking for something new... It might have been better financially for his company to get 1-2-3 [ported to the NeXT], but that would have compromised his vision.... [Back Bay] was attractive because it was a new kind of spreadsheet."
A few days after the decision [to port Black Bay to the NeXT platform], Steve Jobs sent a huge bouquet of flowers to Cambridge. "It was like he was wooing us," says Lynda. "It must have been three feet tall!"
Source: Simson Garfinkel on Lotus Improv, 1991
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionHe found this one really great black turtleneck which he loved – I think it was Issey Miyake – so tried to buy another one and they didn’t have any more. He called the company and asked if they would make another one, and they refused. So he said: ‘Fine, how many do you have to make before I can buy them?’ So they made them – I think he has a closet full of them.
Source: John Lasseter, The Financial Times, Jan 29, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionHe was running NeXT Computer. I was a young pup consultant who had to tell him his baby was ugly. My elder colleagues made sure I spoke first so he wouldn’t be offended.
After he heard my story, he stood up and did his pitch for the NeXT OS. Just like he always did when he introduced the Macintosh, iMac, iPod, iPhone or iPad – he electrified the crowd with his vision and enthusiasm. For a moment, I thought every fact I collected and put together over the previous two months were from never-never land.
Steve then walked over and thanked me for doing a good job and he said he understood it was time to move on.
Source: David Chao, Fortune, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionLike many people, out of college I wasn’t sure what I wanted — or more specifically, how to get where I wanted to be. This was a "pre-i" world: no iMac, no iTunes, no iPhone. Gil Amelio was CEO of Apple, a company producing beige boxes and stock value losses. And Steve Jobs was quietly heading companies that would soon define their industries: NeXT (soon to be Apple OS X), and Pixar.
He was a bit of a hero of mine. So I wrote a letter. Sure, email existed at the time, but a letter seemed more real. I wrote about how I grew up with a Mac Plus, about my experience at our alma mater Reed College, and about my hopes for my life. I explained that I knew he wasn’t going to give me my magical dream job, or any job for that matter. But I wanted to let him know that he was an example to me of how to live one’s life -- to take chances, work hard, and never compromise on yourself. After dropping the letter in the mailbox, I promptly forgot about it, never thinking it would ever get past the gates.
Several months later, on a rainy Sunday afternoon, I got a call. It went exactly like this:
"Hello?"
"Hello. May I speak with Lucas Haley?"
"Speaking."
"Hi. This is Steve Jobs."
At this point I was ready to call bull on whichever friend was prank calling me. I barely caught myself in time, remembering that I hadn’t told anyone about the letter. This couldn’t be anyone but Steve Jobs. The sudden realization strengthened my suspicion that I hadn’t said anything in an awkwardly long time, and I blurted out a weak "Can ... can I help you?"
Steve Jobs and I spoke on the phone that afternoon for over 20 minutes, about college, about work, about chasing dreams, and about how he couldn’t give me a job but here’s the name of someone who could. It was all very surreal, and immediately upon hanging up it felt like it couldn’t have happened.
Source: Lucas Haley, FOX News, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSteve had no idea who Herb Caen was, much less the tremendous clout he had with hundreds of thousands of Bay Area followers who religiously read his "Baghdad by the Bay" daily columns. One mention in one of Herb’s "three dot" columns could make or break your social life or even your career. So, I introduced Steve to Herb.
Herb said, "It’s a great pleasure to meet you at last," and Steve’s only reply was, "how come the Chronicle is such a bad newspaper?"
"It used to be a good paper," Herb said with a twinkle in his eyes. "Why, what would you consider a good newspaper?"
This certainly got Will Hearst attention. "Hopefully, the Examiner," he laughed.
"I only read the San Jose Mercury," Steve said. "It covers the greatest industry in the Universe like no one else."
"But Steve," Will interjected, "The Mercury is in Silicon Valley so of course they cover technology more."
Source: David Bunnell, Cult of Mac, May 4, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJust as my vision turned into a painful blur, Steve turned to Andrew and asked, "What makes you think a dull PC guy like yourself can appreciate an elegant machine for artists like the Macintosh?"
"Well, Steve," Andrew chuckled, "I didn’t used to be so dull. Before PC World, I edited the Whole Earth Catalog, and I’m still a Dead-Head."
"Look," I volunteered, "Andrew actually went to the Dead concert in Egypt and we were both at the US Festival–this IBM thing is just something we fell into and gosh, you can’t blame us, it’s been quite an amazing trip."
"Oh, yeah, and I suppose you both dropped acid on your way to Cupertino this morning?"
We all laughed at Steve’s joke.
Source: David Bunnell, Cult of Mac, Apr 20, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWatching Steve dial the number I gave him, I could feel my heart pounding as I hoped to hell Uncle Pat was high in the sky somewhere over the Pacific on his way to some country like Cambodia where telephone reception wasn’t so good. Unlikely as might seem, though, McGovern was once again at his desk.
"You must be a lousy businessman," Jobs began, "You paid $16 million for Wayne Green’s magazines and yet you want me to pay you to have David and Andrew produce a magazine for Apple."
I couldn’t hear everything McGovern said but he was talking loudly enough in an excited voice that I did hear, "don’t believe everything you read in the Chronicle."
"You’re investing in Micro80 but not Macworld!" Steve shouted back, "Micro80 looks like yesterdays leftover oatmeal. If you want to publish Macworld you need to belly up to the bar!"
And then he hung up. I was dumbfounded.
"Don’t worry, David," Jobs laughed, "McGovern will come around and we’ll still have a magazine."
Source: David Bunnell, Cult of Mac, Apr 23, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSteve walked in dressed in a beautiful pinstriped, double-breasted suit with a white shirt and red tie. Right away, there was a problem — Steve didn’t like the images we had chosen for the Mac screens. Aware that he might bolt any moment, Andrew and I worked feverishly to fix them — putting up exactly what Steve said he wanted. Meanwhile he stared at Mosgrove, and said, "Are you one of those type of photographers who takes dozens of photos hoping one of them will turn out okay?" Will just looked at him and shrugged.
"Take a picture of this," Steve said, holding up his middle finger. We stared in disbelief. Someone must have keyed his Mercedes again, I remember thinking.
Crazy as it was, the "computer gods" were with us that day. Somehow we got our Steve Jobs photo and it is a classic, but if I wasn’t a nimble thinker it would never have appeared. A couple weeks after the photo shoot, Steve called to say, "Gee, David, I’ve changed my mind, I don’t want to be on the cover of Macworld."
"Too late," I lied, "the cover is already at the printer and we can’t change it."
In reality, a few pages were at the printer, but not the cover, and we could have changed it if we really wanted to, which, of course, we didn’t.
Source: David Bunnell, Cult of Mac, Apr 26, 2010
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionHere in Palo Alto, Steve Jobs isn’t just an icon, he’s also the guy who lives down the street. I first met Steve years ago at a backyard pool party. I was so flummoxed by the off chance I was breathing in his DNA, I could barely say a word. I am sure I made a winning first impression as I stumbled over my own name when we were introduced. I watched as he swam in the pool with his son. He seemed like a regular guy, a good dad having fun with his kids.
The next time I met him was when our children attended school together. He sat in on back-to-school night listening to the teacher drone on about the value of education (wait, isn’t he one of those high-tech gods who didn’t even graduate from college?) while the rest of us sat around pretending having Steve Jobs in the room was totally normal.
[…] It was at Halloween not long after when I realized he actually knew my name (yes, my name!). He and his wife put on a darn scary haunted house […]. He was sitting on the walkway, dressed like Frankenstein. As I walked by with my son, Steve smiled and said, “Hi Lisen.” My son thought I was the coolest mom in town when he realized The Steve Jobs knew me. Thanks for the coolness points, Steve.
From then on, when I saw him holding his executive meetings in our neighborhood, I didn’t hesitate to smile and say hi. Steve always returned the favor, proving he may be a genius, but he is also a good neighbor.
In time, things changed. The walks were less frequent, the gait slower, the smile not so ready. Earlier this year when I saw Steve and his wife walking down our street holding hands, I knew something was different. Now, so does the rest of the world.
While Newsweek and the Wall Street Journal and CNET continue to drone on about the impact of the Steve Jobs era, I won’t be pondering the MacBook Air I write on or the iPhone I talk on. I will think of the day I saw him at his son’s high school graduation. There Steve stood, tears streaming down his cheeks, his smile wide and proud, as his son received his diploma and walked on into his own bright future leaving behind a good man and a good father who can be sure of the rightness of this, perhaps his most important legacy of all.
Source: Lisen Stromberg, Aug 29, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussion[…] The day after the movie aired [in 1999], I was sitting in my living room and my phone with what I thought was my unlisted phone number rang.
"Noah?" said the voice.
"Yes," I said.
"This is Steve Jobs."
My heart started beating through my shirt. And he said—and I've memorized this—"I'm just calling to tell you I thought you did a good job. I hated the movie, I hated the script, I think if you had spent a little more time and a little more money and maybe a little more attention to detail, you could have had something there. But you were good."
And all I could say was, "Thank you. Sir."
"Listen, we do this thing every year called the Macworld convention. It's in New York, at the Javits Center. There will be about 10,000 people there. And I think it would be hilarious if you came out on stage dressed as me and did the first five minutes of my keynote address. Are you interested?"
"Absolutely!"
So he bought me a plane ticket to New York the next month and I went over to the Four Seasons Hotel, went up to his room, knocked on his door, and there I was staring face-to-face with Steve Jobs, and he looked me up and down from my toes to the top of my head, and smiled, "Yeah, you do look like me."
He invited me into his room. It was just he and I. He had been shopping that day and bought me a matching pair of blue jeans and a black turtleneck sweater and matching round eyeglasses. He'd written a sketch for us to perform the next day at Macworld. I'd put my hands together in a kind of Jobs-like silent-prayer pose and then launch into his keynote. And then a few minutes into the address he'd come storming onto the stage and say, "Wyle, you don't have me at all! What the hell are you doing? First I pick up my slide-clicker and then I put my hands together." He'd say, "Ladies and gentlemen, Noah Wyle!" And then he'd kick me off the stage and take over, introducing the latest piece of Apple technology.
And that's exactly how we did it.
The first few rows, I think, could obviously tell it wasn't him, but most others didn't know at all. And there was this growing ripple of laughter throughout the auditorium when people got what was happening. I honestly had had no idea what to expect: I thought the whole thing might be an ambush—that he'd get me to his event and that what he said we were going to do in fact wasn't what we were going to do, and I would somehow be humiliated. But he stayed on script and was very kind to me. […]
Source: Noah Wyle, Fortune, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAnyway, when the [keynote where Noah Wyle played Steve Jobs on stage] was over, he invited me to have dinner with him at a soba-noodle shop in downtown Manhattan. My wife was invited, too, along with his executive-design team. And I kick myself over what happened next. They all —I don't want to say they live in fear of him— are certainly are subservient to his will and whim. But I had no dog in the race I felt much freer to crack jokes and engage him in conversation, which surprised them a bit. At a certain point in the meal, out of nowhere, he turned to his designers and said, "You know what I want to make?" And they all snapped their heads around and replied, "What, Steve? What, Steve?"
"You know those picture frames that has my kid in his baseball cap and uniform?"
"Yeah, Steve! Yeah, Steve! We know picture frames!"
"Well, I want to make a picture frame where the picture's not a picture, but a little movie of the kid swinging the bat and hitting the ball. Can we do that?"
"We can do that, Steve!" said the designers in unison.
"I'll show you what I mean."
And he took his napkin and started sketching out the schematics and he passed the napkin around the table. They all approved the design – nobody touched it, there were no changes or suggestions. The check soon came and we started to get up the leave—and the napkin just sat there on the table. I thought to myself, "I got to take that napkin" and my hand was on it, but Steve called from the door and asked, "Noah, you want to share a cab with me?" So I put the napkin down. I could have had an Edison original.
Source: Noah Wyle, Fortune, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAfter leaving my job at Apple, I dropped in for lunch one day. I was exiting the main building, Infinite Loop One, and just ahead of me was Steve Jobs, walking with the usual spring in his step that never seemed to go away even as he started looking more frail. Bumping into Steve was a surprisingly common occurrence for such a large company as Apple.
Steve was heading towards a car parked next to the curb with its door open, waiting for him. The car was idling. A family was standing near the Apple sign outside the building, a common site for people to take photos on their pilgrimages to Apple.
The father turned to Steve as he passed close by and asked, "Excuse me, sir, would you mind taking our photo?" Steve paused for a moment as an iPhone was extended to him, realizing that they didn't seem to know who he was. With a hint of enthusiasm, he said "Sure!" as he took the iPhone into his hands.
Steve took a great deal of care composing the photo, backing up a few steps several times, tapping the iPhone screen to lock focus, then said "Smile!" as he snapped the photo, grinning a little bit himself to encourage the family to follow suit.
He handed back the iPhone and they said "Thank you, sir" as Steve stepped into his car, closed the door, and was driven away. The family looked at the photo that Steve had taken and all agreed that it looked great. Then the iPhone was pocketed and they were on their way.
And that was the last time I saw Steve Jobs.
Source: Chris Hynes, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOn the stage of the auditorium that would hold the event, Jobs stood back and watched as his television production crew screened a video to be shown after he introduced the iMac. Marketing mini-documentaries were commonplace in the tech business: lots of product shots from flattering angles, edgy Greek chorus-like close-ups of talking-head executives and industry analysts singing the praises of the new product. Jobs watched with an eagle eye as the sharply edited vignettes ran on the large screen. One of the highlights was a playful reference to the retro-futuristic look of the egg-shaped, lollipop blue machine, which looked like something from the 1960s animated television series The Jetsons. As homage, the video included a five-second clip from the actual series. Though it would be over almost as soon as the crowd recognized it, the clip would be sure to delight the geeky audience.
Then one of the production guys gingerly approached Jobs and warned him of a problem. It seemed that Hanna-Barbera, the animation house that owned the rights to the Jetsons, had yet to sign off. The permission was still stalled with the lawyers. If the issue isn't resolved before tomorrow, the nervous media specialist told Jobs, the clip will have to go.
Jobs's face turned to steel. "Keep it in," he said.
"Ummmmm, Steve, we can't do that," said the production guy. He began to explain what Jobs certainly knew from his other job as majority shareholder of the Pixar studio and thereby the owner of some of the animation world's most valuable intellectual property: using the clip without permission could incur huge liabilities. Jobs apruptly cut him off. "I don't care!" he shouted. "We're using it."
The clip stayed in the picture. (Presumably the permission was subsequently secured.) And the iMac, a beneficiary of that perfectionism, did indeed initiate a string of Apple products that made the company one of the most admired corporations on the face of the earth.
Source: The Perfect Thing by Steven Levy
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAt the end of this presentation, Jobs pulled back a sheet that had covered an elliptical object on the conference table. The first new product on his grid: the iMac. It was a weird, egg-shaped beast but disarmingly attractive. Like all great Steve Jobs products, it had a human feel to it. You wanted to touch it. Its plastic case was a feel-good shade of fruity blue. During its development the informal code names for the project had been the names of Columbus's ships: Nina, Pinta, Santa Maria. Why? "A new world," he explained.
After putting the machine through its paces, he bore down on me. "Isn't that just great?" he asked, with the pride of a very pushy parent. Yes, I agreed, it's really neat. "It's not just 'neat'," he corrected me. "It's Sorrying fantastic."
Source: The Perfect Thing by Steven Levy
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs had always been unapologetic about the incompatibility [between iPod and other music software than iTunes], insisting that Apple should not make iPods interoperable with competitors until its customer demand it. I once tried to get him to admit that the limitation was unfriendly to customers, but he would not bulge. He challenged me to provide an example where Apple's actions could harm a listener. Finally I came up with something.
"You love Bob Dylan, Steve," I said. "He records with Sony, your competitor in selling muisc. What if Sony sold a really great, previously unreleased Dylan song on its music store? None of your iTunes customers could download it and listen to it on their computers or iPods. Isn't that a disadvantage?"
"Bob Dylan loves us," said Jobs. "He's never do that."
I thought that was a fairly lame comeback. But a few months later, Dylan did okay the release of two fantastic outtakes from the legendary Blood on the Tracks sessions for online sale —on the iTunes store, not his own label Sony's store.
Source: The Perfect Thing by Steven Levy
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOn January 13, 2006, something interesting came to Jobs's attention. At Wall Street's close on that Friday afternoon, Apple's market capitalization had reached $72.13 billion. what made it a milestone to Jobs was that the cap of Dell computers at that moment was $71.97 billion — almost a million dollars less.
Recalling Dell's advice almost a decade earlier, the Apple CEO was moved to send out a companywide e-mail. "Team," he wrote his employees, "it turned out that Michael Dell wasn't perfect at predicting the future."
Source: The Perfect Thing by Steven Levy
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs has instituted a periodic meeting of what he calls the Apple 100. Ever the elitist, he describes those invited as not the highest-ranking executives on the organizational charts but the really key people, the people, he says, who you'd take on the life raft with you when the ship was sinking (presumably everyone else would go down in the drink). "I usually get up in the beginning," Jobs says, "and say something like 'Our revenues have doubled in the last two years. And our stock price is high and our shareholders are happy. And a lot of people think it's really great, we've got a lot to lose, let's play it safe. That's the most dangerous thing we can do. We have to get bolder, because we have world-class competitors now and we just can't stand still'."
Then Steve Jobs told the hundred what he intended to do. Even though Apple had created one of the most successful consumer electronic products in history and the most popular of those was the tiny iPod mini, he was going to pull the plug on it and make something better."We are going to redefine the whole industry," he told his people. "By coming up with a player that's a full-featured iPod, color display, a click wheel, dock connector, photos, everything — at a size that completely changes the rules."
Source: The Perfect Thing by Steven Levy
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI went over to shake [Steve Jobs]'s hand and apologize for the mixup [relative to Engadget posting an incorrect story about an iPhone delay].
His reaction completely threw me. I expected some of the chiding he was infamous for giving journalists, but I heard not even a hint of frustration. Actually, he just acted as though he had no idea what I was talking about. Like it had never happened. Seriously. This was probably the most unexpected reaction I could have possibly imagined -- I was completely flummoxed. Of course, I realized moments later he was snowing me big time, and that it was classic Steve passive-aggressive. But you're Steve Jobs, and it's lunch time, and what happened happened, so what exactly DO you say to that whole thing, right?
Well, my nemesis (and one of my best pals) Brian Lam notices Steve and I interacting, so he rolls over to say hello as well. No sooner than Brian introduces himself, Steve is telling him him all about how Gizmodo is his favorite tech blog, and how it's the first site he reads and that he put it above Engadget (motioning upwards with his finger). Ouch.
Source: Ryan Block, gdgt, Aug 26, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWhen Steve tried to hire me I said, " I don't like having a boss."
He said, "A lot of people say working for me is like not having a boss."
Yes, it's a true story.
Source: Wil Shipley, @wilshipley, Twitter, Aug 27, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWhen the book was finished, Steve asked for a pre-release copy, which I duly sent.
At the time, all sorts of people were telling me that I needed to put quotes on the back cover of the book. So I asked Steve Jobs if he’d give me one. Various questions came back. But eventually Steve said, "Isaac Newton didn’t have back-cover quotes; why do you want them?"
And that’s how, at the last minute, the back cover of A New Kind of Science ended up with just a simple and elegant array of pictures. Another contribution from Steve Jobs, that I notice every time I look at my big book.
Source: Stephen Wolfram, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSome time later, I worked on a Twitter client with my pal Buzz. A friend of his who worked at Apple told us this little story.
One day while riding the elevator at Infinite Loop, he found himself in the freakiest scenario any Apple employee can imagine: alone, with the elevator door opening to let Steve in. Being a well-adjusted individual, Buzz’s friend promptly disappeared into the tap-world of his iPhone, lest he say or do something wrong in Steve’s presence. It was still the early days of iPhone apps, and Steve did something that had apparently become a habit with him. He reached for the iPhone and asked,
"What app is that?"
"Birdfeed", came the reply.
Steve tapped here and there, flicked the scrollview a bit, then handed the phone back. "The background needs more texture," he said.
I’ll do better next time, Steve.
Source: Neven Morgan, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs was a fruitarian (someone who only eats fruit), and he continued to be a strict vegan throughout his life. But he made an exception for Japanese food.
Such was his love of soba that he sent the chef from Caffé Mac, the Apple company cafeteria, to study at the Tsukiji Soba Academy and had him serve a dish called “sashimi soba,” an original Steve Jobs creation.
Source: Hayashi Nobuyuki, Dec 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussion[An early version of the Segway, codenamed Ginger at the time, is showed to Steve Jobs, John Doerr and Jeff Bezos.] Within a couple of minutes, after some quick introductions, everyone settled around the big square table, Jobs at one corner, flanked by Dean and Doerr.
"Good morning to everyone," said Tim, smiling at the front of the table. "Before we start, we'd like to ask you to hold your questions until after each presentation."
"Yeah, right!" snorted Bezos, followed by that honking laugh.
"Otherwise we might as well not be here," said Jobs.
"How long is your presentation?" asked Doerr. "Each pitch is about ten minutes."
"I can't do that," said Jobs. "I'm not built that way. So if you want me to leave, I will, but I can't just sit here."
Tim studied Jobs for a moment, then turned to the screen and put up a spec sheet about Metro and Pro. "As you can see—" began Tim.
"Let's talk about the bigger question," interrupted Jobs. "Why two machines?"
"We've talked about that," said Tim, "and we think—"
"Because I see a big problem here," said Jobs. "I was thinking about it all night. I couldn't sleep after Dean came over." There were notes scribbled on the palm of his hand. He explained his experience with the iMac, how there were four models now but he had launched with just one color to give his designers, salespeople, and the public an absolute focus. He had waited seven months to introduce the other models. Bezos and Doerr nodded as he spoke.
[…] "What does everyone think about the design?" asked Doerr, switching subjects.
"What do you think?" said Jobs to Tim. It was a challenge, not a question.
"I think it's coming along," said Tim, "though we expect—" "I think it sorrys!" said Jobs.
His vehemence made Tim pause. "Why?" he asked, a bit stiffly.
"It just does."
"In what sense?" said Tim, getting his feet back under him. "Give me a clue."
"Its shape is not innovative, it's not elegant, it doesn't feel anthropomorphic," said Jobs, ticking off three of his design mantras.
"You have this incredibly innovative machine but it looks very traditional." The last word delivered like a stab. […] "There are design firms out there that could come up with things we've never thought of," Jobs continued, "things that would make you shit in your pants."
Source: Harvard Business School, Jun 16, 2003
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs, who was known for his prickly, stubborn personality, almost missed meeting President Obama in the fall of 2010 because he insisted that the president personally ask him for a meeting. Though his wife told him that Obama "was really psyched to meet with you," Jobs insisted on the personal invitation, and the standoff lasted for five days. When he finally relented and they met at the Westin San Francisco Airport, Jobs was characteristically blunt. He seemed to have transformed from a liberal into a conservative.
"You're headed for a one-term presidency," he told Obama at the start of their meeting, insisting that the administration needed to be more business-friendly. As an example, Jobs described the ease with which companies can build factories in China compared to the United States, where "regulations and unnecessary costs" make it difficult for them. Jobs also criticized America's education system, saying it was "crippled by union work rules," noted Isaacson. "Until the teachers' unions were broken, there was almost no hope for education reform." Jobs proposed allowing principals to hire and fire teachers based on merit, that schools stay open until 6 p.m. and that they be open 11 months a year.
Jobs suggested that Obama meet six or seven other CEOs who could express the needs of innovative businesses -- but when White House aides added more names to the list, Jobs insisted that it was growing too big and that "he had no intention of coming." In preparation for the dinner, Jobs exhibited his notorious attention to detail, telling venture capitalist John Doerr that the menu of shrimp, cod and lentil salad was "far too fancy" and objecting to a chocolate truffle dessert. But he was overruled by the White House, which cited the president's fondness for cream pie.
Source: Huffington Post, Oct 20, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAt a high-school gym in Berkeley, Calif., [Steve Jobs is] rehearsing the rollout that will introduce his new baby, the NeXT computer, to the world. Dressed in blue jeans and a red flannel shirt, Jobs paces back and forth, reading lines into a wireless microphone. […]. When the first slide appears on the screen, Jobs enthuses: "I really like that green." Around him, other NeXT executives chime in: "Great green. Great green".
The computer goes through its paces, playing music with the sound of a live orchestra, pulling up images as clear as photographs, retrieving quotes from a memory bank big enough to hold a bookshelf full of classics. Then a software glitch makes the image on the sleek black monitor freeze. NeXT employees tense up, expecting an infamous Jobs outburst. Jobs just stares at the screen, then shrugs. "We're hosed," he says calmly. "We'll fix that. No problem."
Later, a video shows the automated assembly plant that Jobs has built to manufacture the NeXT machines. Wandering back to sit with a handful of employees, Jobs watches as robot hands install the state-of-the-art chips that will power the computer. For a second he looks almost teary. "It's beautiful," he says softly.
Source: Newsweek, Oct 24, 1988
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI met Jobs at a celebrity-filled birthday party for a youngster in New York City. As the evening progressed, I wandered around to discover that Jobs had gone off with the nine-year-old birthday boy to give him the gift he’d brought from California: a Macintosh computer. As I watched, he showed the boy how to sketch with the machine’s graphics program. Two other party guests wandered into the room and looked over Jobs’s shoulder. ‘Hmmm,’ said the first, Andy Warhol. ‘What is this? Look at this, Keith. This is incredible!’ The second guest, Keith Haring, the graffiti artist whose work now commands huge prices, went over. Warhol and Haring asked to take a turn at the Mac, and as I walked away, Warhol had just sat down to manipulate the mouse. ‘My God!’ he was saying, ‘I drew a circle!’
But more revealing was the scene after the party. Well after the other guests had gone, Jobs stayed to tutor the boy on the fine points of using the Mac. Later, I asked him why he had seemed happier with the boy than with the two famous artists. His answer seemed unrehearsed to me: "Older people sit down and ask, 'What is it?' but the boy asks, 'What can I do with it?'"
Source: Playboy, Feb 1985
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs could be ruthless when he talked to the labels. Kevin Gage, then Warner's technology vice president, remembers one key meeting at Apple's Cupertino, California headquarters where he and Vidich tried to persuade Jobs that digital rights management – virtual "locks" to prevent songs from being shared – was necessary to get other labels on board.
He was three slides into a PowerPoint presentation when Jobs, rocking in his chair, exploded into a tirade about how the music business just didn't get it. "He said, 'You've got your head stuck up your ass' to me a number of times," Gage recalls. "There's that side of Steve – but in a smooth kind of way. He never reacted to Roger [Ames, then Warner's CEO] the same way he reacted to Paul and myself, put it that way. When Roger came into the room, you saw Steve at his brightest and sharpest."
Source: Rolling Stone, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionNo matter how influential he became, Jobs was still a Beatles fan.
Former Apple executive Tony Fadell, who worked closely with Jobs as senior vice president of the iPod division, remembers a lunch when Jobs received a phone call from Paul McCartney and excitedly declared, "Oh my God! I gotta take this!"
Jobs was open to new music, but his favorite artists were the ones he got to know when he came of age in the Sixties, including Bob Dylan and Donovan. After one meeting with Interscope chair Jimmy Iovine, he returned to work and asked colleagues, "Did you know there's this really great thing called hip-hop music?"
"This was, like, 2004!" Fadell recalls fondly. "We all turned to each other and smiled."
Source: Rolling Stone, Oct 7, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussion"Apple has already come back," and now that his days are not so intently involved in crisis management, and he is able to spend more time with his family, he appears to be having a wonderful time.
He runs Apple in a mode that can only be described as post-CEO. Sometimes he will greet visitors in shorts, sandals and a two-day beard growth. His office is a surprisingly compact rectangle cluttered with books, videos and advertising awards. On the phone, sitting at a desk that sports both Mac and Windows laptops [running NeXTSTEP], he schmoozes and deals with everyone from Pixar executives to Jerry Seinfeld, concerning Apple's ad on the Final Episode.
Last week he spent an extraordinary amount of time monitoring every last detail of the iMac intro; a typical executive decision was the elimination of a clarinet on a video soundtrack because it sounded "too synthetic."
Source: Newsweek, May 18, 1998
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI remember being at a talk he gave shortly after returning in 1997 as Interim CEO. A bunch of us employees (I was at ATG at the time) were in Town Hall in Building 4 at Infinite Loop to hear him, and he was fired up. Talked a lot about how Apple was going to completely turn things around and become great.
It was a tough time at Apple — we were trading below book value on the market — our enterprise value was actually less than our cash on hand. And the rumors were everywhere that we were going to be acquired by Sun. Someone in the audience asked him about Michael Dell’s suggestion in the press a few days previous that Apple should just shut down and return the cash to shareholders, and as I recall, Steve’s response was: “Sorry Michael Dell.” Good god, what a message from a CEO!
He followed it up by admitting that the stock price was terrible (it was under $10, I think — pretty sure it was under $2 split-adjusted), and that what they were going to do was reissue everyone’s options on the low price, but with a new 3 year vest. He said, explicitly: “If you want to make Apple great again, let’s get going. If not, get the hell out.” I think it’s not an overstatement to say that just about everyone in the room loved him at that point, would have followed him off a cliff if that’s where he led.
Source: John Lilly, Oct 9, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOne of the struggles we were going through when he came back was that Apple was about the leakiest organization in history — it had gotten so bad that people were cavalier about it. In the face of all those leaks, I remember the first all company e-mail that Steve sent around after becoming Interim CEO again — he talked in it about how Apple would release a few things in the coming week, and a desire to tighten up communications so that employees would know more about what was going on — and how that required more respect for confidentiality. That mail was sent on a Thursday; I remember all of us getting to work on Monday morning and reading mail from Fred Anderson, our then-CFO, who said basically: "Steve sent mail last week, he told you not to leak, we were tracking everyone’s mail, and 4 people sent the details to outsiders. They’ve all been terminated and are no longer with the company."
Well. If it wasn’t clear before that the Amelio/Spindler/Sculley days of Apple were over, it was crystal clear then, and good riddance.
Source: John Lilly, Oct 9, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAfter having written www, [inventor of the World Wide Web] Berners-Lee noticed that there was a NeXT developers conference in Paris at which Steve Jobs would be present. Tim packed up his black cube, complete with the optical disk which contained arguably the most influential and important code ever written and took a train to Paris.
It was a large and popular conference and Tim was pretty much at the end of the line of black NeXT boxes. Each developer showed Steve Jobs their new word-processor, graphic programme and utility and he slowly walked along the line, like the judge at a flower show nodding his approval or frowning his distaste. Just before he reached Tim and the world wide web at the end of the row, an aide nudged Jobs and told him that they should go or he’d be in danger of missing his flight back to America. So Steve turned away and never saw the programme that Tim Berners-Lee had written which would change the world as completely as Gutenberg had in 1450. It was a meeting of the two most influential men of their time that never took place. Chatting to the newly knighted Sir Tim a few years ago he told me that he had still never actually met Steve Jobs.
Source: Stephen Fry, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionEarly on a July workday in 1997, Jim McCluney, then head of Apple's worldwide operations got the call. McCluney was summoned with other top brass of the beleaguered company to Apple Computer's boardroom on its Cupertino campus. Embattled Chief Executive Gil Amelio wasted no time. With an air of barely concealed relief, he said: "Well, I'm sad to report that it's time for me to move on. Take care," McCluney recalls. And he left.
A few minutes later, in walked Steve Jobs. The co-founder of the once proud company had been fired by Apple 12 years before. He had returned seven months earlier as a consultant, when Amelio acquired his NeXT Software. And now Jobs was back in charge. Wearing shorts, sneakers, and a few days' growth of beard, he sat down in a swivel chair and spun slowly, says McCluney, now president of storage provider Emulex.
"O.K., tell me what's wrong with this place," Jobs said. After some mumbled replies, he jumped in: "It's the products! So what's wrong with the products?" Again, executives began offering some answers. Jobs cut them off. "The products sorry!" he roared. "There's no sex in them anymore!"
Source: Business Week, Jan 26, 2006
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI was among the few journalists who got to test [the iPhone] before its release. Soon after I received the unit, I was walking down Broadway and my test unit got a call from "Unknown." It was Jobs, ostensibly wanting to know what I thought, but actually making sure I understood how amazing it was. I acknowledged that it was extraordinary, but mentioned to him that maybe nothing could match the expectations he had generated. People were calling it the "Jesus phone." Didn’t that worry him? The answer was no. "We are going to blow away the expectations," he told me.
Source: Steven Levy, Wired, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAnyone who doubts the tenacity of Steven P. Jobs gets an earful from his head cheerleader and principal investor, billionaire H. Ross Perot.
Perot tells of a San Francisco party last year where he ran into the King of Spain. When the King asked whom else he should meet there, Perot suggested Jobs. Soon, the King engaged the entrepreneur in what Perot recalls as an "electric conversation," with Jobs gesturing madly in front of the transfixed monarch. Then the King took out his card, scribbled on the back, and handed it to Jobs. Perot hurried across the room. "What happened?" Replied a beaming Jobs: "I sold him a computer."
Source: Business Week, Oct 24, 1988
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs's nagging perfectionism extended to every detail. He insisted on a finish inside the [NeXT] cube's magnesium shell -- even though it would never be seen.
He disliked a tiny line left in the chassis by the molds for the cube, a flaw most computer makers deem unavoidable. Jobs flew to Chicago to persuade the die caster to retool. "Not a lot of die casters expect a celebrity to fly in," says Kelley.
Source: Business Week, Oct 24, 1988
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionGuy Kawasaki, another early employee who was assigned to recruit outside developers to write software for the new machine, said Jobs once came by his cubicle with an executive Kawasaki didn’t recognize. Jobs asked for Kawasaki’s opinion about some third-party company’s software. Kawasaki replied that he didn’t think it was very good. "And Steve turns to the guy and he says, ‘See, that’s what we think about your product,’" Kawasaki says, laughing. The stranger was the third-party company’s chief executive officer. "I’m sure the CEO did not expect to get ripped like that."
Source: Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs had to have a calla lily. It was 11 p.m. in New York City in December 1983, and he absolutely had to have a calla lily in his suite at the Carlyle Hotel. No other flower would do. He also needed a piano. "Not that he played one," says Andrea Cunningham, who did marketing for Apple. He merely stipulated that his room have one. Cunningham was part of Jobs’s entourage in town for a Fortune magazine photo shoot to promote the Mac, which was going to be introduced just a month later on Jan. 24, 1984.
"He was being such a pill," says Cunningham. "He staunchly refused to do anything the photographer asked." To lighten the mood, she set up a tape recorder and played music Jobs liked—the Michael Jackson album Thriller. No dice; Jobs refused to pose. Then the song Billie Jean came on. "He snapped to and was a different guy," she says. "And as soon as the song ended, he reverted back. So I kept rewinding the tape to play over and over so he’d behave."
Source: Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionIf Jobs knew NeXT was a loser, he rarely let on. He remained demanding, confident, and grandiose.
Asked to deliver the keynote speech at a computer trade show at the Javits Convention Center in Manhattan, Jobs told MacAskill to ship out Jobs’s own desk—complete with the vase and red rose he always kept there—for him to sit at onstage. He insisted that the desk be placed at a 28-degree angle, to match the angle of Rand’s box-shaped logo, which was tipped to one side.
A few minutes before the curtains opened, MacAskill begged Jobs not to introduce a new Lotus spreadsheet that hadn’t been cleared by Lotus. "Fine," Jobs said, "then you do the speech," and walked off "only to return as the curtain opened." MacAskill says he and everyone else put up with the volatility and withering personal insults because "we really thought we had the chance to change the world."
Source: Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionA few months after taking over, Jobs called operations chief James M. McCluney and hardware engineering chief Rubinstein into his office and dramatically lifted a Styrofoam model of what would be the iMac out of a bowling bag. The duo reported back a few weeks later that it wouldn’t work, because they couldn’t find room for a floppy drive. Hardly missing a beat, Jobs said, "No worries. Disk drives are over the hill. CDs are going to get so cheap that no one will miss [floppies]." Says McCluney: "It was remarkable. It was a snap judgment."
Source: Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWhen I invited Jobs to take some time away from NeXT to speak to a group of students, he sat in the lotus position in front of my fireplace and wowed us for three hours, as if leading a séance.
But then I asked him if he would sign my Apple Extended Keyboard. He burst out: "This keyboard represents everything about Apple that I hate. It’s a battleship. Why does it have all these keys? Do you use this F1 key? No." And with his car keys he pried it right off. "How about this F2 key?" Off they all went. "I’m changing the world, one keyboard at a time," he concluded in a calmer voice.
Source: Steve Jurvetson on Steve Jobs, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOn my first day at NeXT, as we walked around the building, my colleagues shared in hushed voices that Jobs personally chose the wood flooring and various appointments. He even specified the outdoor sprinkler system layout.
I witnessed his attention to detail during a marketing reorganization meeting. The VP of marketing read Jobs’s e-mailed reaction to the new org chart. Jobs simply requested that the charts be reprinted with the official corporate blue and green colors. Shifted color space was like a horribly distorted concerto to his senses.
Source: Steve Jurvetson on Steve Jobs, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI never knew when Steve was going to call. But I knew that when he did, it would probably be in the middle of the night.
In 2001 my company was developing Ethernet chips for Mac computers. Steve was enormously excited about our product. He was enormously excited about everything. And restless and sometimes agitated—and frankly, he could be a bit of a pain. He was like a bulldog. He worked all the time, day and night, and he expected everyone around him to be that way, too. He insisted that the person at the top or someone who had absolute control was the guy he interfaced with. He demanded that he get as much time as necessary.
If it was 3 in the morning and Steve had a thought or a question or complaint, he picked up the phone and called, right then. The concept of "that can wait until the morning" did not apply. He wasn’t going to sleep until he addressed the issue.
Source: Henry Nicholas, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI worked at one point for 72 sleepless hours for something that Steve Jobs showed on stage for 9 seconds. It’s top three, if not No. 1, of my professional achievements. It didn’t look any different on that screen as it did on mine, but it was the knowledge that it was good enough to be on the stage that made it suddenly look different. I’ll never get that chance again, and I’m glad I had it.
Source: Matt Drance, Business Week, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionMy company ASTRO Studios started in downtown Palo Alto in the mid 90’s where we shared a small private parking lot with Steve and his private office. In fact, our office windows faced each other on this narrow tree-lined street.
[…] But the thing I remember most often was seeing Steve looking out the back window of this office where he had set up a little gym, his head bobbing up and down as he climbed the stair master. Our young design team could look out from our front window to see this icon of the valley sweating, swigging water and toweling his red face…just like the rest of us. It gave me a sense that he’s not just a living legend, but also a regular guy with a lot of dreams that come true one step at a time.
Source: Brett Lovelady, Aug 26, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWe had worked together on a Nike-Apple collaboration called Nike+. So we took what Apple knows and Nike knows, and brought new technology to the market. Anyway, long story short, he said, "Congratulations. It's great [that you've been named CEO]. You're going to do a great job." I said, "Well, do you have any advice?"
He said, "No, no, you're great." Then there was a pause. "Well, I do have some advice," he said. "Nike makes some of the best products in the world--products that you lust after, absolutely beautiful stunning products. But you also make a lot of crap."
He said, "Just get rid of the crappy stuff, and focus on the good stuff." And then I expected a little pause and a laugh. But there was a pause, and no laugh at the end.
Source: Mark Parker, president and CEO of Nike
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe story goes that ESPN president George Bodenheimer […] spotted Apple CEO Steve Jobs in a hallway. It seemed like a good time to introduce himself. "I am George Bodenheimer," he said to Jobs. "I run ESPN." Jobs just looked at him and said nothing other than "Your phone is the dumbest Sorrying idea I have ever heard," then turned and walked away.
Source: George Bodenheimer, president of ESPN, FastCompany, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionJobs was quiet during the pitch [of the Think Different campaign by TBWA], but he seemed intrigued throughout, and now it was time for him to talk.
He looked around the room filled with the "Think Different" billboards and said, "This is great, this is really great … but I can’t do this. People already think I’m an egotist, and putting the Apple logo up there with all these geniuses will get me skewered by the press."
The room was totally silent. The "Think Different" campaign was the only campaign we had in our bag of tricks, and I thought for certain we were toast.
Steve then paused and looked around the room and said out loud, yet almost as if to his own self, "What am I doing? Screw it. It’s the right thing. It’s great. Let’s talk tomorrow." In a matter of seconds, right before our very eyes, he had done a complete about-face.
Source: Fordbes, Dec 14, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOne frigid winter day in the late 1970s, I ran into Steve at some meeting in midtown Manhattan, a time and event now long forgotten. What isn’t forgotten is that when the meeting ended and we went outside into the freezing weather, I was reasonably comfortable in my wool overcoat, but Steve was freezing. No overcoat, not even a jacket.
I suggested that he buy a coat. He agreed. So off we went to Paul Stuart, my favorite men’s store, just a few blocks away on Madison Avenue. After quickly trying on a few, he picked one. He then asked the salesman the price. Oops.
"That much for an overcoat? Too much. Besides, I’ll never use it in California."
We left the store. I in my overcoat, warm. Steve coatless, freezing.
Source: Ben Rosen, Oct 22, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionThe Western Electronic Manufacturers Association used to hold annual industry conferences in Monterey. Steve keynoted one of the conferences in the early 1980s. But rather than tout the greatness of Apple, or the potential of personal computers, or anything material or mundane, Steve spoke passionately for 40 minutes on one subject -- the dangers of nuclear warfare. That was it.
The audience, needless to say, was dumbfounded. Steve spoke, took no questions, and sat down. Steve, it turns out, had a lot of passions.
Source: Ben Rosen, Oct 22, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionOne Sunday morning, January 6th, 2008 I was attending religious services when my cell phone vibrated. As discreetly as possible, I checked the phone and noticed that my phone said "Caller ID unknown". I choose to ignore.
After services, as I was walking to my car with my family, I checked my cell phone messages. The message left was from Steve Jobs. "Vic, can you call me at home? I have something urgent to discuss" it said. Before I even reached my car, I called Steve Jobs back. I was responsible for all mobile applications at Google, and in that role, had regular dealings with Steve. It was one of the perks of the job.
"Hey Steve - this is Vic", I said. "I'm sorry I didn't answer your call earlier. I was in religious services, and the caller ID said unknown, so I didn't pick up". Steve laughed. He said, "Vic, unless the Caller ID said 'GOD', you should never pick up during services". I laughed nervously. […]
"So Vic, we have an urgent issue, one that I need addressed right away. I've already assigned someone from my team to help you, and I hope you can fix this tomorrow" said Steve. "I've been looking at the Google logo on the iPhone and I'm not happy with the icon. The second O in Google doesn't have the right yellow gradient. It's just wrong and I'm going to have Greg fix it tomorrow. Is that okay with you?"
Of course this was okay with me. A few minutes later on that Sunday I received an email from Steve with the subject "Icon Ambulance". The email directed me to work with Greg Christie to fix the icon.
Source: Vic Gundotra, Google+, Aug 25, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionTo my knowledge, the only tech conference Steve Jobs regularly appeared at, the only event he didn’t somehow control, was our D: All Things Digital conference, where he appeared repeatedly for unrehearsed, onstage interviews. We had one rule that really bothered him: We never allowed slides, which were his main presentation tool.
One year, about an hour before his appearance, I was informed that he was backstage preparing dozens of slides, even though I had reminded him a week earlier of the no-slides policy. I asked two of his top aides to tell him he couldn’t use the slides, but they each said they couldn’t do it, that I had to. So, I went backstage and told him the slides were out. Famously prickly, he could have stormed out, refused to go on. And he did try to argue with me. But, when I insisted, he just said "Okay." And he went on stage without them, and was, as usual, the audience’s favorite speaker.
Source: Walt Mossberg, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionFor our fifth D conference, both Steve and his longtime rival, the brilliant Bill Gates, surprisingly agreed to a joint appearance, their first extended onstage joint interview ever. But it almost got derailed.
Earlier in the day, before Gates arrived, I did a solo onstage interview with Jobs, and asked him what it was like to be a major Windows developer, since Apple’s iTunes program was by then installed on hundreds of millions of Windows PCs. He quipped: "It’s like giving a glass of ice water to someone in Hell."
When Gates later arrived and heard about the comment, he was, naturally, enraged, because my partner Kara Swisher and I had assured both men that we hoped to keep the joint session on a high plane.
In a pre-interview meeting, Gates said to Jobs: "So I guess I’m the representative from Hell." Jobs merely handed Gates a cold bottle of water he was carrying. The tension was broken, and the interview was a triumph, with both men acting like statesmen. When it was over, the audience rose in a standing ovation, some of them in tears.
Source: Walt Mossberg, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionApple opened its first retail store […] in the Washington, D.C., suburbs, near my home. [Steve Jobs] conducted a press tour for journalists, as proud of the store as a father is of his first child. I commented that, surely, there’d only be a few stores, and asked what Apple knew about retailing.
He looked at me like I was crazy, said there’d be many, many stores, and that the company had spent a year tweaking the layout of the stores, using a mockup at a secret location. I teased him by asking if he, personally, despite his hard duties as CEO, had approved tiny details like the translucency of the glass and the color of the wood.
He said he had, of course.
Source: Walt Mossberg, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionAfter his liver transplant, while he was recuperating at home in Palo Alto, California, Steve invited me over to catch up on industry events that had transpired during his illness. It turned into a three-hour visit, punctuated by a walk to a nearby park that he insisted we take, despite my nervousness about his frail condition.
He explained that he walked each day, and that each day he set a farther goal for himself, and that, today, the neighborhood park was his goal. As we were walking and talking, he suddenly stopped, not looking well. I begged him to return to the house, noting that I didn’t know CPR and could visualize the headline: "Helpless Reporter Lets Steve Jobs Die on the Sidewalk."
But he laughed, and refused, and, after a pause, kept heading for the park. We sat on a bench there, talking about life, our families, and our respective illnesses (I had had a heart attack some years earlier). He lectured me about staying healthy. And then we walked back.
Source: Walt Mossberg, Oct 5, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionBefore I met the wife I had a girlfriend named Rebecca. Rebecca had non-Hodgkinsons lymphoma. It was a rough time in her life and she was very depressed by it, even though chemotherapy was healing her over time. Rebecca was a big fan of Pixar films.
[…] I sent a letter to Steve Jobs telling him about Rebecca and her situation. I asked for an autograph for her, hoping that could be something positive for her and encourage some positivity. I never thought I would get a reply, but i thought it was worth a try.
A week later I receive a package in the mail. In this thick envelope was a letter from Steve Jobs speaking of his cancer fight and how he wished Rebecca a quick recovery. Also in this envelope was six Pixar prints signed by John Lasseter, Andrew Stanton, Mike Doctor, and Joe Ranft (a fellow cancer sufferer). Each of these men had written a letter to Rebecca wishing her well.
Source: Kristopher Wright, Quora, Oct 6, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionI left Macromedia in the winter of 1991. About a month later I get a call from Jobs – asking me to develop for the NeXT machine.
I tell him: "Steve – we developed for a B&W Steve Jobs machine once before. When the NeXT is in color – give me a call."
Jobs then asks me "what are you going to do?" and I tell him that I’m consulting with Intel, Sony, JVC and Fujitsu" and he tells me "be careful you might turn into a dickhead".
Source: Marc Canter, Quora, Jan 23, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionSteve Jobs was a genius, but he knew his limits. "He was never a guy who tried to make believe he had expertise in something," said Barry Schuler, now a partner at venture capital firm Draper Fisher Jurvetson. That was clear to Schuler when he got a call from Jobs in early 1997 to come over to his old offices at NeXT Software in Redwood City, Calif. Jobs, at that point, hadn’t yet agreed to run Apple on a permanent basis.
"What’s this Internet thing?" Schuler recalled Jobs asking. "I don’t get it. What are people doing on it? What do they like about it?"
Schuler, who was AOL’s president of creative development at the time, remembered Jobs asking if the excitement was about reading magazines online.
"I don’t get why anyone would want to read a magazine on a computer screen," he said. "That’s a terrible experience."
Source: Business Week, Oct 12, 2011
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SayingsAnecdotes
"Telling a Steve Jobs story": Silicon Valley's favorite topic of discussionWorking with Jobs was far from tension-free. When the limestone that arrived in Cupertino didn’t match the sample Jobs had approved, he called to yell at [architect Ronnette Riley] for not checking the shipment personally while in Italy.
Another time, she was whispering to someone in the corner of the conference room while Jobs was interrogating someone on the other side of the room.
"Suddenly, he turned around and said, ‘Could you please be quiet—I’m trying to yell at someone over here!’ " Riley said.
Source: Business Week, Oct 12, 2011
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Steve Jobs Timeline
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Steve Jobs Timeline
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Steve Jobs Timeline
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Steve Jobs Timeline
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Steve Jobs Timeline
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Steve Jobs Timeline
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2F1.bp.blogspot.com%2F-Za2I_oEj8mc%2FUCZV6s4BGbI%2FAAAAAAAAB7Y%2FNPpltGShIA8%2Fs1600%2F269634_448266525213108_1396689625_n.jpg&hash=274c23e681679a0a6591c98dc5341d311285e39d)
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Steve Jobs Timeline
(https://friendstamilchat.in/forum/proxy.php?request=http%3A%2F%2F4.bp.blogspot.com%2F-Q1JU7N-s3ao%2FUCZV8TekAAI%2FAAAAAAAAB7o%2FLvAR_FKYVjA%2Fs1600%2F376178_448266578546436_161981871_n.jpg&hash=07e28b6c58ffa5fe9210fb57c0e163b696fcca77)