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1、-Steve Jobs生平简介英文翻译-第 9 页Steve Jobs, 19552011: Mourning Technologys Great Reinventor Steve Jobs, whose death was announced Wednesday night, Oct. 5, 2011, wasnt a computer scientist. He had no training as a hardware engineer or industrial designer. The businesses Apple entered under his leadership fr
2、om personal computers to MP3 players to smart phones all existed before the company got there. But with astonishing regularity, Jobs did something that few people accomplish even once: he reinvented entire industries. He did it with ones that were new, like PCs, and he did it with ones that were old
3、, like music. And his pace only accelerated over the years. He was the most celebrated, successful business executive of his generation, yet he flouted many basic tenets of business wisdom. (Like his hero and soul mate, Polaroid founder Edwin Land, he refused to conduct focus groups or other researc
4、h that might tell him what his customers wanted.) In his many public appearances as the head of a large public corporation, he rarely sounded like one. He introduced the first Macintosh by quoting Bob Dylan, and he took to saying that Apple sat at the intersection of the liberal arts and technology.
5、 Jobs confidence in the wisdom of his instincts came to be immense, as did the hype he created at Apple product launches. That might have been unbearable if it werent the case that his intuition was nearly flawless and the products often lived up to his lofty claims. St. Louis Cardinals pitching gre
6、at Dizzy Dean could have been talking about Jobs rather than himself when he said, It aint bragging if you can back it up. Jobs eventual triumph was so absolute in 2011, Apples market capitalization passed that of Exxon Mobil, making it the planets most valuable company that its easy to forget how c
7、heckered his reputation once was. Over the first quarter-century of his career, he was associated with as many failed products as hits. Having been forced out of Apple in 1985, he was associated with failure, period. Even some of his admirers thought of him as the dreamer whod lost the war for perso
8、nal-computer dominance to Microsofts indomitable Bill Gates. Until the iPod era, it seemed entirely possible that Jobs most lasting legacy might be the blockbuster animated features produced by Pixar, the company he founded after acquiring George Lucas computer-graphics lab in 1986. Instead, Pixar t
9、urned out to be, in Jobs famous phrase, just one more thing. Born in 1955 in San Francisco to an unmarried graduate student and adopted at birth by Paul and Clara Jobs, Steven Paul Jobs grew up in Silicon Valley just as it was becoming Silicon Valley. It proved to be a lucky break for everyone conce
10、rned. He was only 21 when he started Apple officially formed on April Fools Day, 1976 with his buddy Steve Woz Wozniak, a self-taught engineer of rare talents. (A third founder, Ron Wayne, chickened out after less than two weeks.) But Jobs had already done a lot of living, all of which influenced th
11、e company he built. Hed spent one unhappy semester at Reed College in Portland, Ore., and 18 happy months of dropping in on Reed classes as he saw fit. Hed found brief employment in low-level jobs at Silicon Valley icons HP and Atari. Hed taken a spiritual journey to India and dabbled with both psyc
12、hedelic drugs and primal scream therapy. Woz wanted to build computers to please himself. Jobs wanted to sell them to make money. Their first creation, the Apple I, was mostly a warm-up act for 1977s Apple II. The insides of the II were the product of Wozs technical genius, but much about it from it
13、s emphasis on ease of use to its stylish case design reflected Jobs instincts in their earliest form. In an era when most computers still looked like nerdy scientific equipment, it was a consumer electronics device and a bestseller. In 1981, Woz crashed his V-tail Beechcraft and spent months recuper
14、ating, returning to Apple only nominally thereafter. From then on, Jobs was the Steve who shaped Apples destiny. In 1979, he visited Xeroxs PARC research lab in Palo Alto, Calif., and was dazzled by what he saw there, including an experimental computer with a graphical user interface and a mouse. Wi
15、thin 10 minutes . it was clear to me that all computers would work this way someday, he later said. At Apple, PARCs ideas showed up first in the Lisa, a $10,000 computer that flopped. They then reappeared in improved form in 1984s Macintosh, the creation of a dream team of gifted young software and
16、hardware wizards led by Jobs. Launched with an unforgettable Super Bowl commercial that represented the IBM PC status quo as an Orwellian dystopia, the $2,495 Mac was by far the most advanced personal computer released to date. Jobs said it was insanely great, a bit of self-praise that became foreve
17、r associated with him and with Apple, even though he retired that particular phrase soon thereafter. The Mac was insanely great but it was also deeply flawed. The original version had a skimpy 128 KB of memory and no expansion slots; computing pioneer Alan Kay, who worked at Apple at the time, ticke
18、d off Jobs by calling it a Honda with a one-gallon gas tank. In a pattern Jobs would repeat frequently in the years to come, he had given people things they didnt know they needed while denying them at least temporarily ones they knew they wanted. Just as Jobs intuitively understood, PARCs ideas wou
19、ld have ended up on every computer whether or not the Mac had ever existed. But theres no question that he accelerated the process through sheer force of will. He wanted you to be great, and he wanted you to create something that was great, said computer scientist Larry Tesler, an Apple veteran, in
20、the PBS documentary Triumph of the Nerds. And he was going to make you do that. Whether Jobs was coaxing breakthroughs out of his employees or selling a new product to consumers, his pitches had a mesmerizing quality. Mac software architect Bud Tribble gave it the name it would be forever known by:
21、the Reality Distortion Field. Jobs may have been inspiring, but he was also a high-maintenance co-worker. He dismissed people who didnt impress him and they were legion, inside and outside of Apple as bozos. He was not a master of deadlines. He tormented hapless job candidates and occasionally cried
22、 at work. And he was profoundly autocratic. (Jef Raskin, the originator of the Macintosh project, said Jobs would have made an excellent King of France.) Among the people whose buttons he increasingly pushed was Apples president, John Sculley, the man he had famously berated into joining the company
23、 with the question, Do you want to sell sugared water for the rest of your life, or do you want to come with me and change the world? Frustrated with Jobs management of the Macintosh division and empowered by the Macs sluggish sales, Sculley and Apples board stripped him of all power to make decisio
24、ns in June 1985. In September, Jobs resigned. Decades later, the notion of Apple deciding it would be better off without Steve Jobs is as unfathomable as it would have been if Walt Disney Productions had sacked Walt Disney. In 1985, though, plenty of people thought it was a fabulous idea. I think Ap
25、ple is making the transition from one phase of its life to the next, an unnamed, overly optimistic Apple employee told InfoWorld magazine. I dont know that the image of a leader clad in a bow tie, jeans and suspenders would help us survive in the coming years. Using his Apple millions and funding fr
26、om Ross Perot and Canon, Jobs founded NeXT, a computer company that was even more Jobslike than Apple had been. Built in a state-of-the-art factory and sporting a logo by legendary designer Paul Rand, the NeXT system was a sleek black cube packed with innovations. Unfortunately, it was aimed at a ma
27、rket that turned out not to exist: academic types who could afford its $6,500 price tag. After selling only 50,000 units, NeXT refocused on software. For a while, Jobs second post-Apple venture, Pixar, also looked like a disappointment. Its $135,000 image-processing computer was a tough sell; Jobs k
28、ept the company alive by pumping additional funds into it. As a sideline, however, it made computer-generated cartoons that started winning Oscars. In 1995, Disney released Pixars first feature, Toy Story; when it became the years top-grossing movie, it gave Jobs his first unqualified success in a d
29、ecade. (By the time he sold Pixar to Disney for $7.4 billion in 2006, his career had reached such dizzying heights that the deal was merely a delightful footnote.) Jobs later called the NeXT-Pixar years one of the most creative periods of my life and said his dismissal from Apple had been awful-tast
30、ing medicine, but I guess the patient needed it. It was also the time when he went from high-profile bachelorhood he had fathered a daughter out of wedlock and dated Joan Baez to family man. He married Laurene Powell in 1991; by 1998, they were the parents of a son and two daughters. Meanwhile, Appl
31、e sans Jobs was failing on an epic scale. Sculley had given way to a vision-free German Apple executive named Michael Spindler, who was replaced by Gil Amelio, a veteran of the computer-chip industry who was spectacularly unsuited to run Apple. He presided over $1.8 billion in losses in Apples 1996
32、and 97 fiscal years and failed to sell the company to interested white knights IBM and Sun MicroSystems. The possibility of Apple running out of cash and ceasing to exist was not unthinkable. Amelio did make one smart move during his 500 days at Apple. Just before Christmas in 1996, he paid $430 mil
33、lion to buy NeXT, thinking its software could serve as the foundation of a next-generation Mac operating system. It did. (Every operating system Apple created from 2001 onward, including the one on the iPhone and iPad, is a direct descendant.) NeXTs software came with a bonus: Steve Jobs. In a touch
34、ing sign of naivet, Amelio apparently thought Jobs would cheerfully serve as a figurehead for the company he had co-founded. Instead, six months after the merger, Jobs orchestrated Amelios ouster and accepted the position of interim CEO iCEO for short splitting time with his Pixar duties. Im here al
35、most every day, he told TIME in 1997, but just for the next few months. Im really clear on it. He finally ditched the i in iCEO in 2000. Jobs return cheered up beleaguered Apple fans, but few industry watchers expected miracles. The odds arent good that he can do more than slow the fall, perhaps giv
36、ing Apple a few more years before it is either gobbled up by a bigger company or finally runs out of customers, wrote Jim Carlton in 1998 when he updated his 1997 book Apple: The Inside Story of Intrigue, Egomania, and Business Blunders to reflect Jobs comeback. During his first months back at Apple
37、, Jobs dumped board members, cut staff, slashed costs, killed dozens of products and accepted a $150 million lifeline from perennial bte noire Microsoft. (When Bill Gates made a remote guest appearance at the 1997 Macworld Expo keynote, looming on a video screen over Jobs, the audience booed.) Jobs
38、rolled out an advertising campaign Think Different that got people talking about the company again. And he presided over the release of the striking all-in-one iMac, which came in a translucent case crafted by Jonathan Ive, the British industrial designer who would be responsible for every major App
39、le product to come. In 1998, it became the best-selling computer in America. Little by little, Jobs started acting less like a turnaround artist and more like a man who wanted, once again, to change the world. Victory in our industry is spelled survival, he told TIME in 2001, when Apple was still on
40、 the rebound. The way were going to survive is to innovate our way out of this. In May of that year, Apple had opened retail locations in McLean, Va., and Glendale, Calif., the first of hundreds it would build. Big-box merchants rarely did a good job of explaining to consumers why they should choose
41、 a Mac over a cheaper Windows computer; now Apple could do the job itself, in the worlds least cluttered, most tasteful computer stores. The single most important moment in Apples and Jobs redemption came six weeks after the 9/11 attacks. At a relatively low-key press event at Apples Cupertino, Cali
42、f., headquarters, Jobs explained that the company had decided to get into the MP3-player business. Then he pulled the first iPod out of his pocket. All of a sudden, Apple was a consumer-electronics company. Soon it was an exceptionally successful consumer-electronics company. The iPod wasnt much mor
43、e than a tiny hard drive with a headphone jack and slick software, but it became a cultural touchstone, especially after Apple made it work with Windows PCs as well as Macs. Even its white earbuds became iconic. iPods gained the lions share of the digital-media-player market and never lost it. At fi
44、rst, iPod owners got music by ripping their own music or sharing tracks via peer-to-peer networks like Kazaa. Apple, seeing a need for a simple, legal source of music, introduced the iTunes Music Store in 2003. Unlike earlier music services, iTunes offered a proposition of Jobsian elegant simplicity
45、: songs were 99 cents apiece, and you could play them on up to three devices and burn them to CD. Music companies werent thrilled they would have preferred higher prices and more restrictions but consumers bought a million songs in the first week, and by 2008 they had purchased 4 billion of them. Fi
46、ve years after Apple entered the music business, it surpassed Walmart to become the U.S.s largest music retailer. By that time, iPods had screens capable of displaying video, and Jobs company was a major distributor of movies and TV shows as well. As important as the iPod was, it was ultimately just
47、 a high-tech Walkman. The iPhone, unveiled at a Macworld Expo keynote in 2007, was something far more: a powerful personal computer that happened to fit in your pocket. Every once in a while, a revolutionary product comes along that changes everything, Jobs said in introducing it, a statement that u
48、nlike some of the claims hed been known to make at keynotes turned out to be factual rather than fluffy. It instantly made every other smart phone on the market look antique. For Jobs, it was a do-over: a chance to prevail in the PC wars that Microsoft had won the first time around. Typically, he responded not by aping the strategy that had worked so well for Microsoft but by being even more like Steve Jobs. Like the first Mac, the first iPhone had obvious deficiencies. For instance, it shipped with a poky 2G wireless connection just as