Showing posts with label Steve Jobs. Show all posts
Showing posts with label Steve Jobs. Show all posts

Saturday, January 1, 2011

Steve Jobs and Bill Gates: Historic discussion live from D 2007

http://100legends.blogspot.com/ i am legend


We kind of never thought we'd see the day where Mac and PC voluntarily shared the stage on neutral ground, but that day is today. Very soon Bill Gates and Steve Jobs -- both pioneering execs that need absolutely no introduction -- will sit up in front of the audience here at D and discuss god knows what. Don't miss this, people, who knows if this will happen again in any of our lifetimes. You'll know when we get started. Who's got odds that they don't walk out and say "Hi, I'm a PC." "Hi, I'm a Mac."?

We're in! They're playing the Beatles, just like they did when Jobs came out the first time.

Update: Video recap online! Right after the break, but before the rest of our coverage.


Definitely a full house, people are tense. "Are they going to fight?" Oh c'mon, they're old pals. Kind of. Here we go! Lights are dim, it's super dramatic. They're showing a video of a 1983 Apple event featuring Fred Gibbons, Mitch Kapor, and, of course Bill Gates.
"During 1984 Microsoft expects to get half of its revenues from Macintosh software."

1991 Jobs and Gates, photographed together. 1997, Jobsnote in which Gates appears on-screen via satellite. Jobs: "Relationships that are destructive don't help anybody." Gates gets cheers and jeers. "The era of setting Apple and Microsoft up in competition is over." Not quite Steve, but close! 2007 - TOGETHER HERE NOW.


They're on stage! And shaking hands!
They're recognizing notable technologists... Mitch Kapor, etc. And here they go. What do you think each has contributed to the tech industry? Steve: Bill built the first software company. That was huge. Bill's been able to stay with it for all these years. Bill: First, I want to clarify, I'm NOT Fake Steve Jobs. What Steve's done is quite phenomenal. Bill: Steve said once, we build the products we want to use ourselves, and he's done that with incredible taste and elegance. Apple literally was failing before Steve went back. Steve: We've also both been incredibly lucky to have great partners that we started the companies with. Great people, he says.




They look totally comfortable up there together! But no I'm a PC / I'm a Mac thing though. Ah well. Walt mentions an old print ad: "Thousands of people have discovered the Apple computer." Steve: We had some very strange ads back then... Walt: Most people don't know that there was some MS software in that first Apple computer!

Gates is sooo reminiscing, talking about Altairs and Woz and floating point -- Jobs interrupts. Jobs: Let me tell the story! [Huge laughter.] Chatting about Woz not authoring floating-point BASIC -- Microsoft sold Apple their floating-point BASIC app for $31,000. The trip, apparently, was fun! Walt wants to know what was the most fun, though. Talking about the original Mac... Bill: What Steve had planned was intended to be a LOT more money. Steve kind of gave the eh-whatchagonna do look. Much laughter.

22k for the screenbuffer, 14k for the OS. Hot damn that's an advanced machine. Talking about Mac apps and the like... Kara: What'd you think was going to happen to Apple after Steve left? Bill: Apple's fate hung in the balance! Bill: The debate wasn't Mac vs. Windows, it was CLI vs GUI. We were looking to invest... with Gil Amelio. laughter. Steve has a big big grin. "Don't worry about that negotiation with Gil Amelio anymore." laughter. Steve: Gil had a saying, "Apple is like a ship with holes in the bottom leaking water. My job is to get that ship pointed in the right direction." Huge laughter. Bill is talking about the virtues of Windows 95, Steve is looking on biting his lip -- not grumpily though, if you can picture it.

Steve: Apple was in very serious trouble.... a zero sum game. Apple invented a lot of this stuff but Microsoft was very successful. There was a lot of jealousy. It was crazy, Apple was very weak, so I called Bill and tried to patch things up. Bill talking about developing Mac apps. Steve: Microsoft is one of our best developer partners. Kara: Are you competitors? I have to admit, I really like PC guy. Steve: The art of those commercials isn't to be mean, it's for those guys to like each other. PC guy is great. PC guy is what makes it work! Big laughs. Walt: How often is MS on your radar in a business sense? Bill: Look at Zune... they love that Apple created this market, and they're going to contribute... something... to that.... Steve is SO known for his restraint. Huge laughs.

It's almost heartwarming... Walt is mentioning that Apple is known for its vertical integration methods. Steve recites the Alan Kay quote about those wanting to do great software needing to make hardware. Bill: I can resist that. Ha! Laughs.
Walt to Steve: is there something you would have done differently to get a larger Mac market share? Steve's diverted to talk about the CE space, hardware v. software. Bill mentions PCs to Macs aren't too different than iPods to Zunes. Steve: I cleared the cobwebs. It's not about today or yesterday, let's go invent tomorrow. Steve on competition: I think it's really healthy, there are some really exciting companies out there right now. Bill agrees. Man, these two are peas in an iPod, we says.
Walt: You're the guys that represent the rich client, the PC. In five years will the PC still be the linchpin when apps move into the cloud? Bill: The mainstream is always under attack. You're always going to have rich local functionality. It's about using that together with rich functionality in the cloud, and that's a hell of a good way to put it. Steve: Concrete example. I love Gmaps. We thought, wouldn't it be great to have one on the iPhone? ... So Apple develops the app and Steve says "BLOWS AWAY" every other Gmaps app ever. There's still a lot you can do with a rich client -- and rich clients run on lower and lower cost/power devices.

They're chatting up the Palm Foolio, er, Folio now... but what's the device in 5 years? Bill: You won't have one. I believe in the tablet form factor... Steve: The personal computer has been very resilient. The internet changed all that. The notion of the PC as the digital hub started to take off. There's something starting again... there's an explosion in post-PC devices (like the iPod). Devices focused on functions -- that's the category where the innovation is. [Well no joke, and that's why Engadget's here, yeah?] Walt wants them to estimate the core functions of the cellphone-like user device in five years. Gates believes ultimately you won't ever want to edit things on your small device... talking about flexible and rollable displays. Steve: the art of devices is the editing function, what's on it and what's not on it. But it will primarily be a communications device.

Kara asks Steve and Bill what they're looking at for next gen communications and collaboration tools, like Wikis etc. Steve and Bill stare blankly for a number of awkward moments... Steve: There used to be saying at Apple, "Isn't it funny? A ship that leaks from the top." That's what they used to say about me in my 20s. Walt: .Mac... you guys didn't really develop it. Steve: I couldn't agree more, and we'll make up for lost time in the near future.

Walt: Do you worry about not being as nimble as some of these companies? Bill is talking about the ecosystem and using cool new stuff to drive demand for both their businesses. Steve thinks Apple takes a different approach. We don't know how to do maps, search, some of this new stuff... so we partner with those companies that do. It's really hard for one company to do everything. They're talking about becoming enablers of digital content. Steve: The industry is still trying to make the transition while they're under attack from piracy... learned some things to do, some things not to do. There's a tremendous amount of experimentation and thought going on that's gonna be good... really good.

Walt: is there a new paradigm coming for the PC? Bill is digging on the idea of 3D computing and natural input, and how it is going to change the way we interact with technology. They're still discussing interfaces. Bill: touch, ink, speech, vision -- you're underestimating the degree of evolution. Ha! Kara and Walt are totally making fun of Steve. "Yeah, we know your'e working on something... it's going to be beautiful and BLOW US AWAY." Hilarious. Steve looks perplexed but you can totally tell he wants to dish.
Steve: There's a real revolution in these post-PC devices. But it really has to be tempered. In some cases you have to augment what exists, but in some cases you have to replace things. But the radical rethinking comes with post-PC devices. Kara: what's the greatest misunderstanding about your relationship with each other? Steve: We've kept our marriage secret for over a decade. Nice Steve, Nice. Bill: Neither of us have anything to complain about. People come and go in this industry, it's nice when someone sticks around! [People, we're telling you, these guys really respect each other. There's no doubt about it. There's a certain, sombre reverence, and profound respect. It just comes through.]

Steve: When Bill and I started we were the youngest guys in the room. Now I'm the oldest guy in the room. That's why I love being here. Steve quotes the Beatles. "You and I have memories longer than the road ahead." Everyone awwwws... and now there's a standing ovation.

Q: What will you two find ground on in terms of policy in the 2008 elections? Steve: We've got some pretty big problems. Most are bigger than anything Silicon Valley can contribute. Steve's talking about alternative energy and our dependency on foreign oil. Kara: are you investing in energy? Bill: Some. Kara: So that could be a lot. [Laughs]

Q about standards and convergence devices. Steve: Bill and I can agree we can get it down to two! Bill: The marketplace is great at allowing diversity when it should, and allowing it to go away when it should. Steve: And allowing it back sometimes! Harrrrr. Laughs.

Q about their legacies. Applause for Bills charity work, huge huge applause. Does Steve envy Bill's second act? Steve: Bill's goal isn't to be the richest guy in the cemetary. ... I look at us as two of the luckiest guys on the planet... we've found what we loved to do at the right place at the right time. Your family and that, what more can you ask for?

Q asking about a single piece of advice for a new entrepreneur. Bill is talking about economies of scale, and wanting to do great things, no worry about growth and money so much. Love of the game! Steve: It's really hard. If you don't love it you're gonna give up. It's a lot of hard work, it's a lot of worrying. Love it, have passion. You've got to be a really good talent scout. Build and organization that can build itself.

Q about what they've learned and what they could have learned from the other guy. Bill: I'd give a lot to have Steve's taste. Laughter. Intuitive taste and products. The way he does things is just different. Just... wow. Steve: We weren't so good with partnering with people. Bill and Microsoft were really good at it. ... Steve: We're up to a million personal training sessions a year, a lot of them are seniors.

Last question! About... the metaverse? Oook. Asking about the next 5-10 years. Bill: I don't think Steve's going to announce his transporter. Laughter. Steve: I don't know, and that's what makes it exciting to go into work every day.

They're wrapping up... shall we recap? Steve, calculating, articulate, very guarded, playing his hand very close to the chest. Bill, very friendly, very open, surprisingly accessible. Both so clearly in love with what they do. These two guys are one in a million, and it's totally clear they've never respected anyone else quite like they respect each other.

The Beatles play them off, another standing ovation. We're out folks, g'night!

Steve Jobs Resume

http://100legends.blogspot.com/ i am legend



Leadership Behaviors and Attitudes of Steve Jobs

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(A discussion of Steve Jobs as a leader, based on Andrew J. DuBrin’s definitions.)

Introduction
“iPledge allegiance to the Apple by the genius of Steve Jobs, and to the Quality for which it stands: one Fanboy under Tech, Indivisible, with Creativity and Style for all.”1
This ode to the CEO of Apple exemplifies the influence and charisma extreme fans of Apple products (the so called “apple fanboys”) attribute to Steve Jobs. However, apparently he is hated with similar eagerness by others, exemplified by the excistence of a “we-hate-Steve-Jobs” petition site2. So, who is this person that creates such extreme emotions?
Steve Jobs is a co-founder of Apple Company in 1976 (with a childhood friend Steve Wozniak)3. He was forced to leave the company in 1985, after internal power struggles, and returned twelve years later. Meanwhile, he had very successfully led the Pixar animation studios4.
Apparently, Steve Jobs is, despite his success, or maybe therefore, a controversial individual. Maybe a first approach to answering why this is can be found in a Harvard review blog entry by Bill Taylor: “So In terms of the impact his products have had on the world, Steve Jobs represents the face of business at its best. And yet, in terms of his approach to leadership, Jobs represents the face of business — well, if not at its worst, then certainly not as something worth emulating.”5
We will attempt to analyze his leadership style and his traits based on the information available to us:

Charisma
What is charisma? In Dubrins book on leadership he suggests that charisma “involves a relationship between the leader and the people being led”6. He furthermore points to the importance of “management by inspiration” as he calls it and he point to the different communication styles of a charismatic leader7. In essence, charisma is a key aspect of leadership, as Dubrin discusses.
Steve Jobs is famed for his ability to give speeches and captivate the audience’ attention8. He is able to captivate his employees and audience with the ability of an evangelist. In this respect we can observe that he posses the charismatic abilities that Dubrin demands by communicating his ideas using metaphors and analogies and storytelling9.
Interestingly, when presenting the new Apple product “iPad” he would sit down on a couch as some of us would have at home and create a scenario that helps the viewer and listener to imagine a Sunday-morning scene at home, using this new product while reading a paper. Jobs then also started by opening the webpages of an American newspaper. By creating these stories in our head he communicates the advantages of his products most efficiently.
He is a gifted speaker with an uncanny ability to confound his employees and the public with an almost evangelistic delivery (referent power10).
Jobs charisma is largely dependent on his deep knowledge and understanding of the technology he is immersed in (expert power11). Jobs technical knowledge might not be that of his engineers, however, Jobs has been the founder of Apple together with Wozniak, and together they developed the very first hardware. Certainly Jobs understanding of the technologically possible, combined with a visionary gift help him to develop his visions and then efficiently communicate them, for execution, to his employees.
His charisma enables him to whip up the enthusiasm of his employees (job involvement) to achieve more by doing seemingly impossible tasks, and also convince customers to buy Apple products.

Personalized leadership
His charisma type could be described as being personalized12. This means in accordance to Dubrins explanation, that one serves primarily own interests and exercises only minor restraints on the use of power. In Jobs case this means that he does not only motivate by story telling but also by force. Jobs is described by some as being manipulative, dishonest, and boorish13.
An indication for this can be found, when he says, for instance: “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.”14 He wants people to follow him, expects obedience and much of it seemingly out of the self-interest, since working at “Apple” is what he considers a valuable goal in his life15.
In conclusion, we can say he is a visionary type who communicates his visions well in this story telling fashion16. This vision, and the way that he can communicate it is the main attribute that makes Jobs being perceived as Charismatic.

Leadership Behaviors
Because of his “manipulative” behavior he is considered by some of his employees as autocratic. His behavior in meetings for instance is described as being rude, authoritative and obnoxious17.
Dubrin explains the importance of consideration and, what he calls, initiating structure18. Considerations stands for the degree that a leader offers emotional support, while structure is the way work is organized, i.e. by schedules, orders, guidelines etc. “Getting the job” done is highest on their priority list.
Because of his quest for perfection, Jobs has domineering presence which makes some of the employees fear him. This would let us assume that his consideration level is rather low (else he would care about peoples fear and try to counteract it) and his initiating structure level appears rather high, as we saw in the former paragraph on “charisma”, when we saw him saying “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.”19
However, in his later years, he shows more warmth and less vindictiveness towards his employees. In fact, a current rating of approval by his employees shows Jobs to get a 90% approval rating20. Nevertheless, it is not at all clear that this rating is based on him being softer on people today or simply on people’s admiration for him due to his success.

Leadership style
Autocratic versus participative
Jobs seems to micromanagement at Apple. Jobs admits that there are an incredible amount of up to 100 individuals reporting directly to him21. As mentioned above, he is perceived as autocratic. The fact that so many individuals report to him directly is representative for his will and eagerness to hold all the strings in his hands. Total control is certainly the basis for this leadership.
Dubrin describes an autocratic leader as one who tells “people what to do, asserting themselves, and serving as a model for team members”22. In contrast, a participative leader would be interested in hearing everyone’s opinion and integrate them into a group-decision either in a democratic way (let a vote decide), a consensus finding manner (strive for an agreement of compromise) or consultative (consult with all group members, then decide)23.
We assume that the amount of Jobs’ participative leadership is low. Anecdotes rumor that he is a rather rude participant in meetings and extremely impatient24. This behavior certainly does not contribute to people wanting to voice their opinion and participate. In contrast, Dubrin explains that a participative leadership style demands for “teamwork approach” where the leader does not try to dominate the group25.
From the documentary “The triumph of the nerds” we may conclude that his humility levels are very low, bringing his personality in conflict of the requirements for a participative leadership style26. This documentary has Jobs talk about some of his less successful episodes, blaming others for the losses.)
Entrepreneurial
At the same time Jobs is being described as entrepreneurial: “Jobs may be a multibillionaire, but that hasn’t cut into his work ethic. He brings an entrepreneur’s energy to tasks many CEOs would see as beneath them”27.
Dubrin defines an entrepreneur as someone with a strong will for achievement and a sensible risk taking, high degree of enthusiasm, tendency to act quickly on opportunity, being impatient, visionary, amongst others28. From the above discussion we have seen already, that Jobs can be described as being enthusiastic and a visionary, being impatient and having a strong will for achievement. Additionally, Jobs has taken risks and seized on opportunities many times in his career, for instance when leaving Apple (though being forced to) and leading Pixar to success, just to come back to Apple some years later and saving the day for a company in dire straits at the time29.
His continued entrepreneurial spirit is also shown by the fact, that he repeatedly introduced products to the world that revolutionize the entertainment industry, and the way entertainment media is distributed (e.g.: the iPhone and iPod as media devices, and iTunes as distribution channel).
Transformational leader
Dubrin defines a transformational leader as one who “brings about major, positive change for the group, organization or society”30. As we just heard, Jobs has transformed several companies over the years. He has transformed Pixar into a success story31.
He has all the necessary attributes to be considered one, based on some requirements that Dubrin mentions32: he leads by example, he practices empowerment, he has a vision and as mentioned he can be perceived as charismatic.
However, he appears to lack the humane qualities of a transformational leader, which are also mentioned as a prerequisite for a transformational leader by Dubrin33, namely: emotional intelligence, personal encouragement, building trust (Apple is famous for its secrecy, even admitted by Jobs himself: “It is generally not Apple’s policy to trumpet our plans for the future; we tend to talk about the things we have just accomplished”34) etc.
Power Motives
In asking “why” someone strives for power, Dubrin explains two major motives, the personalized and the socialized power motive35. In Jobs’ case neither seem to fit completely. The personalized power motive would require the striving for status, money and luxury, something that is hard to pin on Jobs. Socialized power motives on the other hand would require the use of power for the greater good, or to help others.
We may leave the description of his motives to himself, by citing his words:
“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 the 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”36.
His motives appear selfish, but without the typical requirements of the personalized power motive. It would possibly be fair to assume that power is not his driving force, at least, when we trust his own words, but rather that for him, power is something that is a necessity for what really drives him: achievement in itself.

Personality traits of effective leaders
Dubrin mentions several character traits for an efficient leader37. We want to briefly mention them an state what we feel is true for Jobs from the above discussion:
Self-confidence:  intimidatingly high
Humility: incredibly low. (The documentary “The triumph of the nerds” can be used for reference38. This documentary has Jobs talk about some of his less successful episodes, blaming others for the losses.)
Trustworthiness: probably low, if the mentioned secrecy he exhibits in dealing with the world outside the company is in any way a reflection of how he deals with flow of information within the company (which is likely, since many projects remain incredible enough, secret until they are unveiled, like exemplified in the recent introduction of the iPad39).
Authenticity: true authenticity is based on self-reflection, which requires a degree of humility we can safely assume from the already analysed not to be found in Jobs.
Extraversion: his self-confidence may at first be mistaken for extraversion, however, extraversion in a socially interested way appears not to be extractable from the above analysis.
Assertiveness: the description of how he runs meetings and the aggression with which he motivates his employees speaks for a high degree of assertiveness.
Enthusiasm: his speeches and his entrepreneurial behavior indicate a large degree of enthusiasm.
Sense of humor: he never exhibited it, in case he posses it.
Conclusion
Interestingly, in general Jobs personality traits would not be characterized as the traits of an effective leader. In a way, he is far from a classical “text-book” example, as Dubrin for instance describes it. Nevertheless his charisma, self-confidence and passion for work overshadow all his negative characteristics thus making him one of most successful CEO’s of the decade.

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REFERENCES:
1 http://fanboypledge.com/
2 http://www.thepetitionsite.com/1/we-hate-steve-jobs
3 http://www.nytimes.com/1997/09/01/business/an-unknown-co-founder-leaves-after-20-years-of-glory-and-turmoil.html
4 http://www.pixar.com/companyinfo/history/1986.html
5 http://blogs.hbr.org/taylor/2009/06/decoding_steve_jobs_trust_the.html
6 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 68ff
7 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 77ff
8 http://sixminutes.dlugan.com/steve-jobs-presentation-tips/
9 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 78ff
10 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 69ff
11 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 69ff
12 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 71ff
13 http://www.economist.com/media/globalexecutive/icon_steve_jobs_e.pdf
14 http://money.cnn.com/galleries/2008/fortune/0803/gallery.jobsqna.fortune/5.html
15 http://money.cnn.com/galleries/2008/fortune/0803/gallery.jobsqna.fortune/4.html
16 http://www.workbabble.com/2009/10/steve-jobs-the-return-of-the-worlds-greatest-storyteller-7-tips-to-sell-your-ideas-the-steve-jobs-wa.html
17 http://37signals.com/svn/archives2/what_steve_jobs_is_like_in_a_meeting.php
18 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 100ff
19 http://money.cnn.com/galleries/2008/fortune/0803/gallery.jobsqna.fortune/5.html
20 http://www.glassdoor.com/blog/which-ceos-have-been-naughty-or-nice-according-to-their-employees/
21 http://money.cnn.com/galleries/2008/fortune/0803/gallery.jobsqna.fortune/7.html
22 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 114ff
23 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 113ff
24 http://37signals.com/svn/archives2/what_steve_jobs_is_like_in_a_meeting.php
25 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 113ff
26 http://www.pbs.org/nerds/part1.html
27 http://www.businessweek.com/magazine/content/06_06/b3970001.htm
28 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 120ff
29 http://en.wikipedia.org/wiki/Apple_Inc.
30 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 83ff
31 http://www.businessweek.com/magazine/content/06_06/b3970001.htm
32 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 86ff (Attributes of Transformational Leaders)
33 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 85ff
34 http://images.apple.com/hotnews/agreenerapple/docs/A_Greener_Apple.pdf
35 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 49ff
36 http://www.thepracticeofleadership.net/2005/07/01/steve-jobs-your-time-is-limited-so-dont-waste-it-living-someone-elses-life/
37 Leadership, Andrew J. Dubrin, Edition 6, 2010, page 33ff
38 http://www.pbs.org/nerds/part1.html
39 http://www.utalkmarketing.com/pages/Article.aspx?ArticleID=16688&Title=Why_the_Apple_iPad_launch_was_the_worst_kept_secret_ever

Sunday, December 12, 2010

Steve Jobs quotes : Inspirational Steve Jobs Quotes About Life,Design and Apple

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“Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.”

“Being the richest man in the cemetery doesn’t matter to me … Going to bed at night saying we’ve done something wonderful… that’s what matters to me.”

“We’ve gone through the operating system and looked at everything and asked how can we simplify this and make it more powerful at the same time.”

“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
“I want to put a ding in the universe.”

“I was worth over $1,000,000 when I was 23, and over $10,000,000 when I was 24, and over $100,000,000 when I was 25, and it wasn’t that important because I never did it for the money.”

“The Japanese have hit the shores like dead fish. They’re just like dead fish washing up on the shores.”

“Unfortunately, people are not rebelling against Microsoft. They don’t know any better.”

“Bill Gates‘d be a broader guy if he had dropped acid once or gone off to an ashram when he was younger.”

“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.”


“My job is to not be easy on people. My job is to make them better.”

“We made the buttons on the screen look so good you’ll want to lick them.”

“Click. Boom. Amazing!”

“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.”

“Design is not just what it looks like and feels like. Design is how it works.”

“Why join the navy if you can be a pirate?”

“A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.”

“Innovation distinguishes between a leader and a follower.”

“Recruiting is hard. It’s just finding the needles in the haystack. 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? I ask everybody that: ‘Why are you here?’ The answers themselves are not what you’re looking for. It’s the meta-data.”

“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.”

“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.
My job is to make the whole executive team good enough to be successors, so that’s what I try to do.”

“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.
We just want to make great products. (I think he means “insanely great products!“)”

“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.”

“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. (this actually reiterates my oft-repeated mantra of “ubiquitous evangelism” in companies)”


“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.”

“Our DNA is as a consumer company – for that inpidual 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.”

“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.”

“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?
And we’ve all chosen to do this with our lives. So it better be damn good. It better be worth it.”

“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.”

“Here’s to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes… the ones who see things differently — they’re not fond of rules… You can quote them, disagree with them, glorify or vilify them, but the only thing you can’t do is ignore them because they change things… they push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the world, are the ones who do.”

“In most people’s vocabularies, design means veneer. It’s interior decorating. It’s the fabric of the curtains of the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a human-made creation that ends up expressing itself in successive outer layers of the product or service.”


“So we went to Atari and said, ‘Hey, we’ve got this amazing thing, even built with some of your parts, and what do you think about funding us? Or we’ll give it to you. We just want to do it. Pay our salary, we’ll come work for you.’ And they said, ‘No.’ So then we went to Hewlett-Packard, and they said, ‘Hey, we don’t need you. You haven’t got through college yet.”

“The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.”

“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 other’s 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.”

“I’m the only person I know that’s lost a quarter of a billion dollars in one year…. It’s very character-building.”

“I’m as proud of what we don’t do as I am of what we do.”

“Quality is more important than quantity. One home run is much better than two doubles.”

“I’ve always wanted to own and control the primary technology in everything we do.”

“It comes from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much.”

“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.”

“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.”

“Insanely Great!”

“I’m convinced that about half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance.”

“It’s rare that you see an artist in his 30s or 40s able to really contribute something amazing.”


“I feel like somebody just punched me in the stomach and knocked all my wind out. I’m only 30 years old and I want to have a chance to continue creating things. I know I’ve got at least one more great computer in me. And Apple is not going to give me a chance to do that.”

“I didn’t see it then, but it turned out that 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.”

“Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?”

“The products suck! There’s no sex in them anymore!”

“The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.”

“If I were running Apple, I would milk the Macintosh for all it’s worth — and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.”

“You know, I’ve got a plan that could rescue Apple. I can’t say any more than that it’s the perfect product and the perfect strategy for Apple. But nobody there will listen to me.”

“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 die.”


and some more here --------->



  • Was George Orwell right about 1984?
    • Keynote address at Apple's annual sales conference first introducing the Macintosh "1984" commercial, which ends with the announcer saying "On January 24th, Apple Computer will introduce Macintosh. And you'll see why 1984 won't be like 1984." (October 1983) - (online video)
  • We're gambling on our vision, and we would rather do that than make "me too" products. Let some other companies do that. For us, it's always the next dream.
    • Interview about the release of the Macintosh (24 January 1984) - (online video)
  • It's rare that you see an artist in his 30s or 40s able to really contribute something amazing.
    • At age 29, as quoted in Playboy (February 1985)
  • The Japanese have hit the shores like dead fish. They're just like dead fish washing up on the shores.
    • As quoted in Playboy (February 1985)
  • It is hard to think that a $2 billion company with 4,300-plus people couldn't compete with six people in blue jeans.
    • On Apple's lawsuit against him, following his resignation to form NeXT, as quoted in Newsweek (1985-09-30)
  • If, for some reason, we make some big mistake and IBM wins, my personal feeling is that we are going to enter a computer Dark Ages for about twenty years.
    • On the early rivalry between Macintosh and "IBM-compatible" computers based on Microsoft's DOS, as quoted in Steve Jobs : The Journey is the Reward (1987) by Jeffrey S. Young, p. 235
  • I feel like somebody just punched me in the stomach and knocked all my wind out. I'm only 30 years old and I want to have a chance to continue creating things. I know I've got at least one more great computer in me. And Apple is not going to give me a chance to do that.
    • On his expulsion from any position of authority at Apple, after having invited John Sculley to become CEO, as quoted in Playboy (September 1987)
  • Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?
    • A comment he made in persuading John Sculley to become Apple's CEO, as quoted in Odyssey : Pepsi to Apple : A Journey of Adventure, Ideas, and the Future (1987) by John Sculley and John A. Byrne
  • It's more fun to be a pirate than to join the navy.
    • At a retreat in September 1982, as quoted in John Sculley and John A. Byrne, Odyssey: Pepsi to Apple – A Journey of Adventure, Ideas, and the Future (1987), p. 157
    • Variant: Why join the Navy . . . if you can be a pirate?
      • As quoted or paraaphrased in Young Guns : The Fearless Entrepreneur's Guide to Chasing Your Dreams and Breaking Out on Your Own (2009) by Robert Tuchman, p. 18
  • It'll make your jaw drop.
    • On the first NeXT Computer, as quoted in The New York Times (1989-11-08)
  • My opinion is that the only two computer companies that are software-driven are Apple and NeXT, and I wonder about Apple.
  • Being the richest man in the cemetery doesn't matter to me ... Going to bed at night saying we've done something wonderful... that's what matters to me.
    • On the success of Bill Gates and Microsoft, as quoted in The Wall Street Journal (Summer 1993)
  • Unfortunately, people are not rebelling against Microsoft. They don’t know any better.
    • Interview in Rolling Stone magazine, no. 684 (1994-06-16)
  • John Sculley ruined Apple and he ruined it by bringing a set of values to the top of Apple which were corrupt and corrupted some of the top people who were there, drove out some of the ones who were not corruptible, and brought in more corrupt ones and paid themselves collectively tens of millions of dollars and cared more about their own glory and wealth than they did about what built Apple in the first place — which was making great computers for people to use.
    • Statement in The Computerworld Smithsonian Awards Program oral history, (1995-04-20)
  • We believe it's the biggest advance in animation since Walt Disney started it all with the release of Snow White 50 years ago.
  • If I knew in 1986 how much it was going to cost to keep Pixar going, I doubt if I would have bought the company.
  • You know, I've got a plan that could rescue Apple. I can't say any more than that it's the perfect product and the perfect strategy for Apple. But nobody there will listen to me.
  • 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.
    • Interview in WIRED magazine (February 1996)
  • [Miele] 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.
    • On design excellence, in WIRED magazine (February 1996)
  • If I were running Apple, I would milk the Macintosh for all it's worth — and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.
  • I was worth about over a million dollars when I was twenty-three and over ten million dollars when I was twenty-four, and over a hundred million dollars when I was twenty-five and it wasn't that important because I never did it for the money.
  • 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.
    • Triumph of the Nerds (1996)
  • 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.
    • Triumph of the Nerds (1996)
  • We have always been shameless about stealing great ideas.
    • Triumph of the Nerds (1996)
  • The products suck! There's no sex in them anymore!
    • On products at Apple, just before his return to it BusinessWeek (July 1997)
  • 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 die.
    • On his return as interim CEO of Apple, as quoted in TIME magazine (1997-08-18)
  • Nobody has tried to swallow us since I've been here. I think they are afraid how we would taste.
    • At the annual Apple shareholder meeting (1998-04-22)
  • iMac is next year's computer for $1,299, not last year's computer for $999.
    • Introduction of the first iMac computer in Cupertino, Calif., 1998-05-06
  • 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.
  • 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.
  • I think Pixar has the opportunity to be the next Disney — not replace Disney — but be the next Disney.
  • We made the buttons on the screen look so good you'll want to lick them.
    • On Mac OS X's Aqua user interface, as quoted in Fortune magazine (2000-01-04)
  • You've baked a really lovely cake, but then you've used dog shit for frosting.
    • Steve Jobs commenting on a NeXT programmer's work, as quoted in The Second Coming of Steve Jobs (2000) by Alan Deutschman
  • The G4 Cube is simply the coolest computer ever. An entirely new class of computer, it marries the Pentium-crushing performance of the Power Mac G4 with the miniaturization, silent operation and elegant desktop design of the iMac. It is an amazing engineering and design feat, and we're thrilled to finally unveil it to our customers.
  • I would trade all of my technology for an afternoon with Socrates.
    • As quoted in Newsweek (29 October 2001)
  • It will go down in history as a turning point for the music industry. This is landmark stuff. I can't overestimate it!
    • On the iPod and the iTunes Music Store, as quoted in Fortune magazine (2003-05-12)
  • There are sneakers that cost more than an iPod.
    • On the iPod's $300 price tag, as quoted in Newsweek (2003-10-27)
  • We don't believe it's possible to protect digital content ... 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. And the way we expressed it to them is: Pick one lock — open every door. It only takes one person to pick a lock. Worst case: Somebody just takes the analog outputs of their CD player and rerecords it — puts it on the Internet. You'll never stop that. So what you have to do is compete with it.
  • 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.
    • As quoted in "Steve Jobs : The Rolling Stone Interview" in Rolling Stone (3 December 2003)]
The system is that there is no system...
  • We think basically you watch television to turn your brain off, and you work on your computer when you want to turn your brain on.
    • Interview in Macworld magazine (February 2004)
  • Why would I ever want to run Disney? Wouldn't it make more sense just to sell them Pixar and retire?
  • The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.
    • As quoted in Apple Confidential 2.0 : The Definitive History of the World's Most Colorful Company (2004) by Owen W. Linzmayer
  • It wasn't that Microsoft was so brilliant or clever in copying the Mac, it's that the Mac was a sitting duck for 10 years. That's Apple's problem: Their differentiation evaporated.
    • As quoted in Apple Confidential 2.0 : The Definitive History of the World's Most Colorful Company (2004) by Owen W. Linzmayer
  • I'm the only person I know that's lost a quarter of a billion dollars in one year.... It's very character-building.
    • As quoted in Apple Confidential 2.0 : The Definitive History of the World's Most Colorful Company (2004) by Owen W. Linzmayer
  • I've always wanted to own and control the primary technology in everything we do.
    • As quoted in "The Seed of Apple's Innovation"in Business Week (12 October 2004)
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.
  • The system is that there is no system. That doesn't mean we don't have process. Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient.
    But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we've been thinking about a problem. It's ad hoc meetings of six people called by someone who thinks he has figured out the coolest new thing ever and who wants to know what other people think of his idea.
    And it comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much. We're always thinking about new markets we could enter, but it's only by saying no that you can concentrate on the things that are really important.
    • As quoted in "The Seed of Apple's Innovation"in Business Week (12 October 2004)
  • Pixar is the most technically advanced creative company; Apple is the most creatively advanced technical company.
  • They are shamelessly copying us.
    • About Microsoft and the operating system which would be released as Vista, as quoted in "Apple's Jobs swipes at Longhorn" om cNet News (21 April 2005)
  • Because I'm the CEO, and I think it can be done.
    • On why he chose to override engineers who thought the iMac wasn't feasible, as quoted in TIME magazine (2005-10-24)
  • Click. Boom. Amazing!
    • MacWorld "Intel Inside" keynote address (January 2006)
  • Everyone wants a MacBook Pro because they are so bitchin'.
    • Statement at the Apple Annual Shareholder Meeting (April 2006)
  • Our friends up north spend over five billion dollars on research and development and all they seem to do is copy Google and Apple.
  • Look at the design of a lot of consumer products — they're really complicated surfaces. We tried to 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 often times 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.
  • 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.
    • On the design of the iPod, as quoted in Newsweek (2006-10-14)
The art of those commercials is not to be mean, but it is actually for the guys to like each other.
  • 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.
    • When asked whether he was concerned over Microsoft Zune's wireless capability, as a product competing with Apple's iPod, as quoted in Newsweek (2006-10-14)
  • Every once in a while a revolutionary product comes along that changes everything. It's very fortunate if you can work on just one of these in your career. ... Apple's been very fortunate in that it's introduced a few of these.
  • You had me at scrolling.
    • On the features of the iPhone at its introduction at Macworld '07
  • The art of those commercials is not to be mean, but it is actually for the guys to like each other.
    • On the "P.C. and Mac" commercials, at the All Things Digital Conference 5 (30 May 2007)
  • Gil was a nice guy but he had a saying, "Apple is like a ship with a hole in the bottom, leaking water, and my job is to get the ship pointed in the right direction."
    • On taking over Apple from Gil Amelio, at the D5 Conference (30 May 2007).
  • People think it's this veneer -- that the designers are handed this box and told, 'Make it look good!' That's not what we think design is. It's not just what it looks like and feels like. Design is how it works.
  • Change your apps name. Not that big of a deal. (2 November 2009)
    • The flippant reply to the iPodRip developers regarding a request by Apple to change their name.

[edit] WWDC 2005

Keynote address at Apple's Worldwide Developer's Conference, where Jobs announced plans for Mac OS 10.5 "Leopard", and a switch from IBM PowerPC to Intel processors. (2005-06-06)
Mac OS X has been leading a secret double life — for the past five years.
  • Yes, it's true.
    • On the plans for Apple Computer, Inc. to begin using Intel processors in its Macintosh computers during 2006 and 2007. About twenty two minutes into his address. Rumors of such plans had existed for years, but had been growing more credible and prolific for about a week before his announcement.
  • Now, I have something to tell you today. Mac OS X has been leading a secret double life — for the past five years. There have been rumors to this effect... but this is Apple's campus in Cupertino — let's zoom in on it — in that building right there... we've had teams doing the "just-in-case" scenario; and our rules have been that our designs for OS X must be processor independent, and that every project must be built for both the Power PC and Intel processors. And so today for the first time, I can confirm the rumors that every release of OS X has been compiled for both Power PC and Intel — this has been going on for the last five years. Just in case.
  • So Mac OS X is cross-platform by design, right from the very beginning. So Mac OS X is singing on Intel processors, and I'd just like to show you right now. As a matter of fact... this system I've been using here... Let go have a look... [reveals that the system he had been using for the presentation was running Mac OS X 10.4.1 on a machine using a 3.6 GHz Pentium 4 processor] So.. we've been running on an Intel machine all morning.
  • We intend to release Leopard at the end of 2006 or early 2007, right around the time when Microsoft is expected to release Longhorn.

[edit] Address at Stanford University (2005)

Stanford University commencement address (2005-06-12)
  • 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.
  • I didn't see it then, but it turned out that 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.
  • 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.
  • 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.
  • 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.
  • No one wants to die. Even people who wanna go to heaven don't wanna die to get there.
  • When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.
  • I decided to take a calligraphy class to learn how to [learn calligraphy]. I learned about serif and sans-serif typefaces, about varying the space between different letter combinations, about what makes great typography great. It was beautiful. Historical. Artistically subtle in a way that science can't capture. And I found it fascinating. None of this had any hope of any practical application in my life. But 10 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 never have multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it's likely that no personal computer would have them.
  • Again, you can't connect the dots looking forward; you can only connect them looking backwards.
So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
  • 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.

Do you know more quotes? I’d love to hear about it in the comments!

Saturday, December 11, 2010

Steve Jobs


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Steve Jobs

Jobs holding a white iPhone 4 at Worldwide Developers Conference 2010
Born Steven Paul Jobs
February 24, 1955 (1955-02-24) (age 55)[1]
San Francisco, California, USA[1]
Residence Palo Alto, California, USA[2]
Nationality American
Alma mater Reed College (dropped out in 1972)
Occupation Chairman and CEO, Apple Inc.[3]
Board of Directors, Walt Disney Company[4]
Salary US$1[5][6][7][8]
Net worth increase$6.1 billion (2010)[9]
Religion Buddhism[10]
Spouse Laurene Powell (1991–present)
Children 4
Signature
Steven Paul Jobs (born February 24, 1955) is an American business magnate and inventor. He is well known for being the co-founder and chief executive officer of Apple. Jobs also previously served as chief executive of Pixar Animation Studios; he became a member of the board of The Walt Disney Company in 2006, following the acquisition of Pixar by Disney. He was credited in the 1995 movie Toy Story as an executive producer.
In the late 1970s, Jobs, with Apple co-founder Steve Wozniak, Mike Markkula,[11] and others, designed, developed, and marketed one of the first commercially successful lines of personal computers, the Apple II series. In the early 1980s, Jobs was among the first to see the commercial potential of the mouse-driven graphical user interface which led to the creation of the Macintosh.[12][13] After losing a power struggle with the board of directors in 1985,[14][15] Jobs resigned from Apple and founded NeXT, a computer platform development company specializing in the higher education and business markets. Apple's subsequent 1996 buyout of NeXT brought Jobs back to the company he co-founded, and he has served as its CEO since 1997.
In 1986, he acquired the computer graphics division of Lucasfilm Ltd which was spun off as Pixar Animation Studios.[16] He remained CEO and majority shareholder until its acquisition by the Walt Disney company in 2006.[3] Jobs is currently a member of Disney's Board of Directors.[17][18]
Jobs' history in business has contributed much to the symbolic image of the idiosyncratic, individualistic Silicon Valley entrepreneur, emphasizing the importance of design and understanding the crucial role aesthetics play in public appeal. His work driving forward the development of products that are both functional and elegant has earned him a devoted following.[19]
Jobs is listed as either primary inventor or co-inventor in over 230 awarded patents or patent applications related to a range from actual computer and portable devices to user interfaces (including touch-based), speakers, keyboards, power adapters, staircases, clasps, sleeves, lanyards and packages.[20][21]

Early years

Steve Jobs at the WWDC 07
Jobs was born in San Francisco[1] and was adopted by Paul and Clara Jobs (née Hagopian[22]) of Mountain View, California, who named him Steven Paul. Paul and Clara later adopted a daughter, who they named Patti. Jobs' biological parents – Abdulfattah Jandali, a Syrian Muslim[23] graduate student who later became a political science professor,[24] and Joanne Simpson, an American graduate student[23] who went on to become a speech therapist[25] – later married, giving birth to and raising Jobs' biological sister, the novelist Mona Simpson.[26][27][28][29][30]
Jobs attended Cupertino Junior High School and Homestead High School in Cupertino, California,[19] and frequented after-school lectures at the Hewlett-Packard Company in Palo Alto, California. He was soon hired there and worked with Steve Wozniak as a summer employee.[31] In 1972, Jobs graduated from high school and enrolled in Reed College in Portland, Oregon. Although he dropped out after only one semester,[32] he continued auditing classes at Reed, such as one in calligraphy. Jobs later stated, "If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts."[15]
In the autumn of 1974, Jobs returned to California and began attending meetings of the Homebrew Computer Club with Wozniak. He took a job as a technician at Atari, a manufacturer of popular video games, with the primary intent of saving money for a spiritual retreat to India.
Jobs then traveled to India with a Reed College friend (and, later, the first Apple employee), Daniel Kottke, in search of spiritual enlightenment. He came back a Buddhist with his head shaved and wearing traditional Indian clothing.[33][34] During this time, Jobs experimented with psychedelics, calling his LSD experiences "one of the two or three most important things [he had] done in [his] life".[35] He has stated that people around him who did not share his countercultural roots could not fully relate to his thinking.[35]
Jobs returned to his previous job at Atari and was given the task of creating a circuit board for the game Breakout. According to Atari founder Nolan Bushnell, Atari had offered US$100 for each chip that was eliminated in the machine. Jobs had little interest or knowledge in circuit board design and made a deal with Wozniak to split the bonus evenly between them if Wozniak could minimize the number of chips. Much to the amazement of Atari, Wozniak reduced the number of chips by 50, a design so tight that it was impossible to reproduce on an assembly line. At the time, Jobs told Wozniak that Atari had only given them $700 (instead of the actual $5000) and that Wozniak's share was thus $350.[36][37][38][39][40][41]

Career

Beginnings of Apple Computer

Steve Jobs and Bill Gates at the fifth D: All Things Digital conference (D5) in 2007.
In 1976, Steve Jobs, Steve Wozniak and Ronald Wayne,[42] with later funding from a then-semi-retired Intel product-marketing manager and engineer A.C. "Mike" Markkula Jr.,[11] founded Apple. Prior to co-founding Apple, Wozniak was an electronics hacker. Jobs and Wozniak had been friends for several years, having met in 1971, when their mutual friend, Bill Fernandez, introduced 21-year-old Wozniak to 16-year-old Jobs. Steve Jobs managed to interest Wozniak in assembling a computer and selling it. As Apple continued to expand, the company began looking for an experienced executive to help manage its expansion.
In 1978, Apple recruited Mike Scott from National Semiconductor to serve as CEO for what turned out to be several turbulent years. In 1983, Steve Jobs lured John Sculley away from Pepsi-Cola to serve as Apple's CEO, asking, "Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?"[43][44] The following year, Apple aired a Super Bowl television commercial titled "1984." At Apple's annual shareholders meeting on January 24, 1984, an emotional Jobs introduced the Macintosh to a wildly enthusiastic audience; Andy Hertzfeld described the scene as "pandemonium."[45] The Macintosh became the first commercially successful small computer with a graphical user interface. The development of the Mac was started by Jef Raskin, and eventually taken over by Jobs.
While Jobs was a persuasive and charismatic director for Apple, some of his employees from that time had described him as an erratic and temperamental manager. An industry-wide sales slump towards the end of 1984 caused a deterioration in Jobs's working relationship with Sculley, and at the end of May 1985 – following an internal power struggle and an announcement of significant layoffs – Sculley relieved Jobs of his duties as head of the Macintosh division.[46]

NeXT Computer

Around the same time, Jobs founded another computer company, NeXT Computer. Like the Apple Lisa, the NeXT workstation was technologically advanced; however, it was largely dismissed by industry as cost-prohibitive. Among those who could afford it, however, the NeXT workstation garnered a strong following because of its technical strengths, chief among them its object-oriented software development system. Jobs marketed NeXT products to the scientific and academic fields because of the innovative, experimental new technologies it incorporated (such as the Mach kernel, the digital signal processor chip, and the built-in Ethernet port).
The NeXTcube was described by Jobs as an "interpersonal" computer, which he believed was the next step after "personal" computing. That is, if computers could allow people to communicate and collaborate together in an easy way, it would solve many of the problems that "personal" computing had come up against. During a time when e-mail for most people was plain text, Jobs loved to demo the NeXT's e-mail system, NeXTMail, as an example of his "interpersonal" philosophy. NeXTMail was one of the first to support universally visible, clickable embedded graphics and audio within e-mail.
Jobs ran NeXT with an obsession for aesthetic perfection, as evidenced by such things as the NeXTcube's magnesium case. This put considerable strain on NeXT's hardware division, and in 1993, after having sold only 50,000 machines, NeXT transitioned fully to software development with the release of NeXTSTEP/Intel.

Pixar and Disney

In 1986, Jobs bought The Graphics Group (later renamed Pixar) from Lucasfilm's computer graphics division for the price of $10 million, $5 million of which was given to the company as capital.[47]
The new company, which was originally based at Lucasfilm's Kerner Studios in San Rafael, California, but has since relocated to Emeryville, California, was initially intended to be a high-end graphics hardware developer. After years of unprofitability selling the Pixar Image Computer, it contracted with Disney to produce a number of computer-animated feature films, which Disney would co-finance and distribute.
The first film produced by the partnership, Toy Story, brought fame and critical acclaim to the studio when it was released in 1995. Over the next ten plus years, under Pixar's creative chief John Lasseter, the company would produce the box-office hits A Bug's Life (1998), Toy Story 2 (1999), Monsters, Inc. (2001), Finding Nemo (2003), The Incredibles (2004), Cars (2006), Ratatouille (2007), WALL-E (2008), Up (2009) and Toy Story 3 (2010). Finding Nemo, The Incredibles, Ratatouille, WALL-E and Up each received the Academy Award for Best Animated Feature, an award introduced in 2001.
In the years 2003 and 2004, as Pixar's contract with Disney was running out, Jobs and Disney chief executive Michael Eisner tried but failed to negotiate a new partnership,[48] and in early 2004 Jobs announced that Pixar would seek a new partner to distribute its films once its contract with Disney expired.
In October 2005, Bob Iger replaced Eisner at Disney, and Iger quickly worked to patch up relations with Jobs and Pixar. On January 24, 2006, Jobs and Iger announced that Disney had agreed to purchase Pixar in an all-stock transaction worth $7.4 billion. Once the deal closed, Jobs became The Walt Disney Company's largest single shareholder with approximately 7% of the company's stock.[17] Jobs's holdings in Disney far exceed those of Eisner, who holds 1.7%, and Disney family member Roy E. Disney, who held about 1% of the company's stock and whose criticisms of Eisner included the soured Pixar relationship and accelerated his ousting. Jobs joined the company's board of directors upon completion of the merger.
Jobs also helps oversee Disney and Pixar's combined animation businesses with a seat on a special six-man steering committee.

Return to Apple

Jobs on stage at Macworld Conference & Expo, San Francisco, January 11, 2005.
In 1996, Apple announced that it would buy NeXT for $429 million. The deal was finalized in late 1996,[49] bringing Jobs back to the company he co-founded. He soon became Apple's interim CEO after the directors lost confidence in and ousted then-CEO Gil Amelio in a boardroom coup. In March 1998, to concentrate Apple's efforts on returning to profitability, Jobs immediately terminated a number of projects such as Newton, Cyberdog, and OpenDoc. In the coming months, many employees developed a fear of encountering Jobs while riding in the elevator, "afraid that they might not have a job when the doors opened. The reality was that Jobs' summary executions were rare, but a handful of victims was enough to terrorize a whole company."[50] Jobs also changed the licensing program for Macintosh clones, making it too costly for the manufacturers to continue making machines.
With the purchase of NeXT, much of the company's technology found its way into Apple products, most notably NeXTSTEP, which evolved into Mac OS X. Under Jobs's guidance the company increased sales significantly with the introduction of the iMac and other new products; since then, appealing designs and powerful branding have worked well for Apple. At the 2000 Macworld Expo, Jobs officially dropped the "interim" modifier from his title at Apple and became permanent CEO. Jobs quipped at the time that he would be using the title 'iCEO.' [51]
In recent years, the company has branched out, introducing and improving upon other digital appliances. With the introduction of the iPod portable music player, iTunes digital music software, and the iTunes Store, the company made forays into consumer electronics and music distribution. In 2007, Apple entered the cellular phone business with the introduction of the iPhone, a multi-touch display cell phone, which also included the features of an iPod and, with its own mobile browser, revolutionized the mobile browsing scene. While stimulating innovation, Jobs also reminds his employees that "real artists ship",[52] by which he means that delivering working products on time is as important as innovation and attractive design.
Jobs is both admired and criticized for his consummate skill at persuasion and salesmanship, which has been dubbed the "reality distortion field" and is particularly evident during his keynote speeches (colloquially known as "Stevenotes") at Macworld Expos and at Apple's own World Wide Developers Conferences.
In 2005, Jobs responded to criticism of Apple's poor recycling programs for e-waste in the U.S. by lashing out at environmental and other advocates at Apple's Annual Meeting in Cupertino in April. However, a few weeks later, Apple announced it would take back iPods for free at its retail stores. The Computer TakeBack Campaign responded by flying a banner from a plane over the Stanford University graduation at which Jobs was the commencement speaker.[15] The banner read "Steve — Don't be a mini-player recycle all e-waste". In 2006, he further expanded Apple's recycling programs to any U.S. customer who buys a new Mac. This program includes shipping and "environmentally friendly disposal" of their old systems.[53]

Business life

Wealth

As of October 2009, Jobs owned 5.426 million shares of Apple, most of which was granted in 2003 when Jobs was given 10 million shares. He also owned 138 million shares of Disney, which he received in exchange for Disney's acquisition of Pixar.[54] Forbes estimated his net wealth at $5.1 billion in 2009, making him the 43rd wealthiest American.[55] Jobs has been criticized for his lack of public philanthropy despite his wealth, particularly in recent years as other billionaires (such as Bill Gates and Warren Buffet) have pledged significant portions of their fortunes to charity.[56] As of 2006, Jobs had not appeared on national tallies of charitable donations totaling $1 million or more, as compiled by Indiana University's Center on Philanthropy.[57] Although he may well have donated significant sums anonymously, some have doubted this assumption, given Jobs' equally poor track record on corporate philanthropy;[58] after resuming control of Apple in 1997, Jobs eliminated all corporate philanthropy programs as a temporary cost-cutting measure until profitability improved.[59] Despite the company's record-breaking profits and $40 billion cash on hand,[60] Jobs has not reinstated a philanthropic division at Apple.

Stock options backdating issue

In 2001, Steve Jobs was granted stock options in the amount of 7.5 million shares of Apple with an exercise price of $18.30, which allegedly should have been $21.10, thereby incurring taxable income of $20,000,000 that he did not report as income. This indicated backdating. Apple overstated its earnings by that same amount. If found liable, Jobs might have faced a number of criminal charges and civil penalties. Apple claimed that the options were originally granted at a special board meeting that may never have taken place. Furthermore, the investigation is focusing on false dating of the options resulting in a retroactive $20 million increase in the exercise price. The case is the subject of active criminal and civil government investigations,[61] though an independent internal Apple investigation completed on December 29, 2006, found that Jobs was unaware of these issues and that the options granted to him were returned without being exercised in 2003.[62] On July 1, 2008, a $7 billion class action suit was filed against several members of the Apple Board of Directors for revenue lost due to the alleged securities fraud.[63][64]

Management style

Much has been made of Jobs' aggressive and demanding personality. Fortune wrote that he "is considered one of Silicon Valley's leading egomaniacs."[65] Commentaries on his temperamental style can be found in Mike Moritz's The Little Kingdom, one of the few authorized biographies of Jobs; The Second Coming of Steve Jobs, by Alan Deutschman; and iCon: Steve Jobs, by Jeffrey S. Young & William L. Simon.
Jef Raskin, a former colleague, once said that Jobs "would have made an excellent king of France," alluding to Jobs' compelling and larger-than-life persona.[66]
Jobs has always aspired to position Apple and its products at the forefront of the information technology industry by foreseeing and setting trends, at least in innovation and style. He summed up that self-concept at the end of his keynote speech at the Macworld Conference and Expo in January 2007 by quoting ice hockey legend Wayne Gretzky:[67]
There's an old Wayne Gretzky quote that I love. 'I skate to where the puck is going to be, not where it has been.' And we've always tried to do that at Apple. Since the very very beginning. And we always will.
—Steve Jobs
Floyd Norman said that at Pixar, Jobs was a "mature, mellow individual" and never interfered with the creative process of the filmmakers.[68]
In 2005, Steve Jobs banned all books published by John Wiley & Sons from Apple Stores in response to their publishing an unauthorized biography, iCon: Steve Jobs.[69] In its 2010 annual earnings report, Wiley said it had "closed a deal ... to make its titles available for the iPad."[70]

Personal life

Jobs married Laurene Powell, on March 18, 1991. Presiding over the wedding was the Zen Buddhist monk Kobun Chino Otogowa.[71] The couple have a son, Reed Paul Jobs,[72] and two other children. Jobs also has a daughter, Lisa Brennan-Jobs (born 1978), from his relationship with Bay Area painter Chrisann Brennan.[73] She briefly raised their daughter on welfare when Jobs denied paternity, claiming that he was sterile; he later acknowledged paternity.[73]
In the unauthorized biography, The Second Coming of Steve Jobs, author Alan Deutschman reports that Jobs once dated Joan Baez. Deutschman quotes Elizabeth Holmes, a friend of Jobs from his time at Reed College, as saying she "believed that Steve became the lover of Joan Baez in large measure because Baez had been the lover of Bob Dylan." In another unauthorized biography, iCon: Steve Jobs by Jeffrey S. Young & William L. Simon, the authors suggest that Jobs might have married Baez, but her age at the time (41) meant it was unlikely the couple could have children.
Jobs is also a Beatles fan. He has referenced them on more than one occasion at Keynotes and also was interviewed on a showing of a Paul McCartney concert. When asked about his business model on 60 Minutes, he replied:[74]
My model for business is The Beatles: They were four guys that kept each other's negative tendencies in check; they balanced each other. And the total was greater than the sum of the parts. Great things in business are not done by one person, they are done by a team of people.
In 1982, Jobs bought an apartment in The San Remo, an apartment building in New York City with a politically progressive reputation, where Demi Moore, Steven Spielberg, Steve Martin, and Princess Yasmin Aga Khan, daughter of Rita Hayworth, also had apartments. With the help of I.M. Pei, Jobs spent years renovating his apartment in the top two floors of the building's north tower, only to sell it almost two decades later to U2 frontman Bono. Jobs had never moved in.[75][76]
In 1984, Jobs purchased a 17,000-square-foot (1,600 m2), 14 bedroom Spanish Colonial mansion, designed by George Washington Smith in Woodside, California, also known as Jackling House. Although it reportedly remained in an almost unfurnished state, Jobs lived in the mansion for almost ten years. According to reports, he kept an old BMW motorcycle in the living room, and let Bill Clinton use it in 1998. Since the early 1990s, Jobs has lived in a house in the Old Palo Alto neighborhood of Palo Alto. President Clinton dined with Jobs and 14 Silicon Valley CEOs there August 7, 1996.[77]
He allowed the mansion to fall into a state of disrepair, planning to demolish the house and build a smaller home on the property; but he met with complaints from local preservationists over his plans. In June 2004, the Woodside Town Council gave Jobs approval to demolish the mansion, on the condition that he advertise the property for a year to see if someone would move it to another location and restore it. A number of people expressed interest, including several with experience in restoring old property, but no agreements to that effect were reached. Later that same year, a local preservationist group began seeking legal action to prevent demolition. In January 2007 Jobs was denied the right to demolish the property, by a court decision.[78]
He usually wears a black long-sleeved mock turtleneck made by St. Croix, Levi's 501 blue jeans, and New Balance 991 sneakers.[79] He is a pescetarian.[80]
His choice of car is a silver 2006 Mercedes SL 55 AMG, which has no licence plates. That is, according to Jobs, because they always got stolen.[81][82]
Jobs had a public war of words with Dell Computer CEO Michael Dell, starting when Jobs first criticized Dell for making "un-innovative beige boxes."[83] On October 6, 1997, in a Gartner Symposium, when Michael Dell was asked what he would do if he owned then-troubled Apple Computer, he said "I'd shut it down and give the money back to the shareholders."[84] In 2006, Steve Jobs sent an email to all employees when Apple's market capitalization rose above Dell's. The email read:[85]
Team, it turned out that Michael Dell wasn't perfect at predicting the future. Based on today's stock market close, Apple is worth more than Dell. Stocks go up and down, and things may be different tomorrow, but I thought it was worth a moment of reflection today. Steve.

Health concerns

In mid-2004, Jobs announced to his employees that he had been diagnosed with a cancerous tumor in his pancreas.[86] The prognosis for pancreatic cancer is usually very grim; Jobs, however, stated that he had a rare, far less aggressive type known as islet cell neuroendocrine tumor.[86] After initially resisting the idea of conventional medical intervention and embarking on a special diet to thwart the disease, Jobs underwent a pancreaticoduodenectomy (or "Whipple procedure") in July 2004 that appeared to successfully remove the tumor.[87][88] Jobs apparently did not require nor receive chemotherapy or radiation therapy.[86][89] During Jobs' absence, Timothy D. Cook, head of worldwide sales and operations at Apple, ran the company.[86]
Jobs at the 2008 Macworld Conference & Expo.
In early August 2006, Jobs delivered the keynote for Apple's annual Worldwide Developers Conference. His "thin, almost gaunt" appearance and unusually "listless" delivery,[90][91] together with his choice to delegate significant portions of his keynote to other presenters, inspired a flurry of media and internet speculation about his health.[92] In contrast, according to an Ars Technica journal report, WWDC attendees who saw Jobs in person said he "looked fine";[93] following the keynote, an Apple spokesperson said that "Steve's health is robust."[94]
Two years later, similar concerns followed Jobs' 2008 WWDC keynote address;[95] Apple officials stated Jobs was victim to a "common bug" and that he was taking antibiotics,[96] while others surmised his cachectic appearance was due to the Whipple procedure.[97] During a July conference call discussing Apple earnings, participants responded to repeated questions about Steve Jobs' health by insisting that it was a "private matter." Others, however, opined that shareholders had a right to know more, given Jobs' hands-on approach to running his company.[98] The New York Times published an article based on an off-the-record phone conversation with Jobs, noting that "while his health issues have amounted to a good deal more than 'a common bug,' they weren’t life-threatening and he doesn’t have a recurrence of cancer."[99]
On August 28, 2008, Bloomberg mistakenly published a 2500-word obituary of Jobs in its corporate news service, containing blank spaces for his age and cause of death. (News carriers customarily stockpile up-to-date obituaries to facilitate news delivery in the event of a well-known figure's untimely death.) Although the error was promptly rectified, many news carriers and blogs reported on it,[100][101][102] intensifying rumors concerning Jobs' health.[103] Jobs responded at Apple's September 2008 Let's Rock keynote by quoting Mark Twain: "Reports of my death are greatly exaggerated";[104] at a subsequent media event, Jobs concluded his presentation with a slide reading "110 / 70", referring to his blood pressure, stating he would not address further questions about his health.[105]
On December 16, 2008, Apple announced that marketing vice-president Phil Schiller would deliver the company's final keynote address at the Macworld Conference and Expo 2009, again reviving questions about Jobs' health.[106][107][108] In a statement given on January 5, 2009 on Apple.com,[109] Jobs said that he had been suffering from a "hormone imbalance" for several months.[110] On January 14, 2009, in an internal Apple memo, Jobs wrote that in the previous week he had "learned that my health-related issues are more complex than I originally thought" and announced a six-month leave of absence until the end of June 2009 to allow him to better focus on his health. Tim Cook, who had previously acted as CEO in Jobs' 2004 absence, became acting CEO of Apple,[111] with Jobs still involved with "major strategic decisions."[111]
In April 2009, Jobs underwent a liver transplant at Methodist University Hospital Transplant Institute in Memphis, Tennessee.[112][113] Jobs' prognosis was "excellent".[113]

Honors

He was awarded the National Medal of Technology from President Ronald Reagan in 1985 with Steve Wozniak (among the first people to ever receive the honor),[114] and a Jefferson Award for Public Service in the category "Greatest Public Service by an Individual 35 Years or Under" (aka the Samuel S. Beard Award) in 1987.[115]
On November 27, 2007, Jobs was named the most powerful person in business by Fortune Magazine.[116]
On December 5, 2007, California Governor Arnold Schwarzenegger and First Lady Maria Shriver inducted Jobs into the California Hall of Fame, located at The California Museum for History, Women and the Arts.[117]
In August 2009, Jobs was selected the most admired entrepreneur among teenagers on a survey by Junior Achievement.[118]
On November 5, 2009, Jobs was named the CEO of the decade by Fortune Magazine.[119]
In November 2009 Jobs was ranked #57 on Forbes: The World's Most Powerful People.[120]

In popular culture

Jobs was prominently featured in three films about the history of the personal computing industry:
Jobs has also been frequently parodied:
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