The essence of Jobs is that his personality was integral to his way of doing business. He acted as if the normal rules didn’t apply to him, the passion, intensity, and extreme emotionalism he brought to everyday life were things he also poured into the products he made. One of the last times I saw him, I asked him again about his tendency to be rough on people. “Look at the results,” he replied. “These are all smart people I work with, and any of them could get a top job at another place if they were truly feeling brutalized. But they don’t.” Then he paused for a few moments and said, almost wistfully,And we got some amazing things done.
喬布斯的本質(zhì)就是個(gè)性完整體現(xiàn)了行為智绸。對(duì)他來(lái)說(shuō)，普世的規(guī)則毫無(wú)作用重虑，激情若未，狂熱和極端的情緒化是他的日常生活挂捻，被他灌注在他制造的產(chǎn)品里。最后幾次見(jiàn)面，我問(wèn)他揍诽，為什么對(duì)人總是這么苛刻？“你看看結(jié)果栗竖，”他說(shuō)暑脆，“跟我工作的都是些聰明人，如果他們覺(jué)得自己在受罪狐肢，任何一人都可以在其他地方找到一個(gè)最好的工作添吗。但是他們沒(méi)有這樣做》菝”他停頓了一會(huì)兒碟联，有些驕傲地說(shuō)，“我們做了一些了不起的事情僵腺±鸱酰”
Indeed, he and Apple had had a string of hits over the past dozen years that was greater than that of any other innovative company in modern times: iMac, iPod, iPod nano, iTunes Store, Apple Stores, iPhone, iPad, MacBook, App Store, OS X Lion—not to mention every Pixar film. I once asked him what he thought was his most important creation, thinking he would answer the iPad or the Macintosh. Instead he said it was Apple the company. Making an enduring company was both far harder and more important than making a great product. How did he do it?
確實(shí)，他和蘋果在過(guò)去十多年創(chuàng)造了一系列產(chǎn)品辰如，比當(dāng)代任何一家創(chuàng)業(yè)公司都要偉大：Mac, iPod, iPod nano, iTunes Store, Apple Stores, iPhone, iPad, MacBook,? App Store, OS X Lion—就不說(shuō)每一部皮克斯動(dòng)畫了普监。我還問(wèn)過(guò)他，他最重要的創(chuàng)造是什么，我本以為他會(huì)說(shuō)iPad或者M(jìn)acintosh鹰椒，但是沒(méi)想到他說(shuō)是“蘋果整個(gè)公司”锡移。建造一個(gè)長(zhǎng)久的公司，比制造一個(gè)偉大的產(chǎn)品重要且艱難多了漆际。他是怎么做到的淆珊？
