Steve Jobs Death.docx

1、Steve Jobs DeathApples Visionary Redefined Digital AgeSteven P. Jobs, the visionary co-founder of Apple who helped usher in the era of personal computers and then led a cultural transformation in the way music, movies and mobile communications were experienced in the digital age, died Wednesday. He

2、was 56.The death was announced by Apple, the company Mr. Jobs and his high school friend Stephen Wozniak started in 1976 in a suburban California garage. A friend of the family said that Mr. Jobs died of complications from pancreatic cancer, with which he waged a long and public struggle, remaining

3、the face of the company even as he underwent treatment. He continued to introduce new products for a global market in his trademark blue jeans even as he grew gaunt and frail. He underwent surgery in 2004, received a liver transplant in 2009 and took three medical leaves of absence as Apples chief e

4、xecutive before stepping down in August and turning over the helm to Timothy D. Cook, the chief operating officer. When he left, he was still engaged in the companys affairs, negotiating with another Silicon Valley executive only weeks earlier. “I have always said that if there ever came a day when

5、I could no longer meet my duties and expectations as Apples C.E.O., I would be the first to let you know,” Mr. Jobs said in a letter released by the company. “Unfortunately, that day has come.” By then, having mastered digital technology and capitalized on his intuitive marketing sense, Mr. Jobs had

6、 largely come to define the personal computer industry and an array of digital consumer and entertainment businesses centered on the Internet. He had also become a very rich man, worth an estimated $8.3 billion. Tributes to Mr. Jobs flowed quickly on Wednesday evening, in formal statements and in th

7、e flow of social networks, with President Obama, technology industry leaders and legions of Apple fans weighing in. A Twitter user named Matt Galligan wrote: “R.I.P. Steve Jobs. You touched an ugly world of technology and made it beautiful.” Eight years after founding Apple, Mr. Jobs led the team th

8、at designed the Macintosh computer, a breakthrough in making personal computers easier to use. After a 12-year separation from the company, prompted by a bitter falling-out with his chief executive, John Sculley, he returned in 1997 to oversee the creation of one innovative digital device after anot

9、her the iPod, the iPhone and the iPad. These transformed not only product categories like music players and cellphones but also entire industries, like music and mobile communications. During his years outside Apple, he bought a tiny computer graphics spinoff from the director George Lucas and built

10、 a team of computer scientists, artists and animators that became Pixar Animation Studios. Starting with “Toy Story” in 1995, Pixar produced a string of hit movies, won several Academy Awards for artistic and technological excellence, and made the full-length computer-animated film a mainstream art

11、form enjoyed by children and adults worldwide. Mr. Jobs was neither a hardware engineer nor a software programmer, nor did he think of himself as a manager. He considered himself a technology leader, choosing the best people possible, encouraging and prodding them, and making the final call on produ

12、ct design. It was an executive style that had evolved. In his early years at Apple, his meddling in tiny details maddened colleagues, and his criticism could be caustic and even humiliating. But he grew to elicit extraordinary loyalty. “He was the most passionate leader one could hope for, a motivat

13、ing force without parallel,” wrote Steven Levy, author of the 1994 book “Insanely Great,” which chronicles the creation of the Mac. “Tom Sawyer could have picked up tricks from Steve Jobs.” “Toy Story,” for example, took four years to make while Pixar struggled, yet Mr. Jobs never let up on his coll

14、eagues. “You need a lot more than vision you need a stubbornness, tenacity, belief and patience to stay the course,” said Edwin Catmull, a computer scientist and a co-founder of Pixar. “In Steves case, he pushes right to the edge, to try to make the next big step forward.” Mr. Jobs was the ultimate

15、arbiter of Apple products, and his standards were exacting. Over the course of a year he tossed out two iPhone prototypes, for example, before approving the third, and began shipping it in June 2007. To his understanding of technology he brought an immersion in popular culture. In his 20s, he dated

16、Joan Baez; Ella Fitzgerald sang at his 30th birthday party. His worldview was shaped by the 60s counterculture in the San Francisco Bay Area, where he had grown up, the adopted son of a Silicon Valley machinist. When he graduated from high school in Cupertino in 1972, he said, ”the very strong scent

17、 of the 1960s was still there.”After dropping out of Reed College, a stronghold of liberal thought in Portland, Ore., in 1972, Mr. Jobs led a countercultural lifestyle himself. He told a reporter that taking LSD was one of the two or three most important things he had done in his life. He said there

18、 were things about him that people who had not tried psychedelics even people who knew him well, including his wife could never understand. Decades later he flew around the world in his own corporate jet, but he maintained emotional ties to the period in which he grew up. He often felt like an outsi

19、der in the corporate world, he said. When discussing the Silicon Valleys lasting contributions to humanity, he mentioned in the same breath the invention of the microchip and “The Whole Earth Catalog,” a 1960s counterculture publication. Apples very name reflected his unconventionality. In an era wh

20、en engineers and hobbyists tended to describe their machines with model numbers, he chose the name of a fruit, supposedly because of his dietary habits at the time. Coming on the scene just as computing began to move beyond the walls of research laboratories and corporations in the 1970s, Mr. Jobs s

21、aw that computing was becoming personal that it could do more than crunch numbers and solve scientific and business problems and that it could even be a force for social and economic change. And at a time when hobbyist computers were boxy wooden affairs with metal chassis, he designed the Apple II a

22、s a sleek, low-slung plastic package intended for the den or the kitchen. He was offering not just products but a digital lifestyle. He put much stock in the notion of “taste,” a word he used frequently. It was a sensibility that shone in products that looked like works of art and delighted users. G

23、reat products, he said, were a triumph of taste, of “trying to expose yourself to the best things humans have done and then trying to bring those things into what you are doing.” Regis McKenna, a longtime Silicon Valley marketing executive to whom Mr. Jobs turned in the late 1970s to help shape the

24、Apple brand, said Mr. Jobss genius lay in his ability to simplify complex, highly engineered products, “to strip away the excess layers of business, design and innovation until only the simple, elegant reality remained.” Mr. Jobss own research and intuition, not focus groups, were his guide. When as

25、ked what market research went into the iPad, Mr. Jobs replied: “None. Its not the consumers job to know what they want.” Early InterestsSteven Paul Jobs was born in San Francisco on Feb. 24, 1955, and surrendered for adoption by his biological parents, Joanne Carole Schieble and Abdulfattah Jandali,

26、 a graduate student from Syria who became a political science professor. He was adopted by Paul and Clara Jobs. The elder Mr. Jobs, who worked in finance and real estate before returning to his original trade as a machinist, moved his family down the San Francisco Peninsula to Mountain View and then

27、 to Los Altos in the 1960s. Mr. Jobs developed an early interest in electronics. He was mentored by a neighbor, an electronics hobbyist, who built Heathkit do-it-yourself electronics projects. He was brash from an early age. As an eighth grader, after discovering that a crucial part was missing from

28、 a frequency counter he was assembling, he telephoned William Hewlett, the co-founder of Hewlett-Packard. Mr. Hewlett spoke with the boy for 20 minutes, prepared a bag of parts for him to pick up and offered him a job as a summer intern. Mr. Jobs met Mr. Wozniak while attending Homestead High School

29、 in neighboring Cupertino. The two took an introductory electronics class there. The spark that ignited their partnership was provided by Mr. Wozniaks mother. Mr. Wozniak had graduated from high school and enrolled at the University of California, Berkeley, when she sent him an article from the Octo

30、ber 1971 issue of Esquire magazine. The article, “Secrets of the Little Blue Box,” by Ron Rosenbaum, detailed an underground hobbyist culture of young men known as phone phreaks who were illicitly exploring the nations phone system. Mr. Wozniak shared the article with Mr. Jobs, and the two set out t

31、o track down an elusive figure identified in the article as Captain Crunch. The man had taken the name from his discovery that a whistle that came in boxes of Capn Crunch cereal was tuned to a frequency that made it possible to make free long-distance calls simply by blowing the whistle next to a ph

32、one handset. Captain Crunch was John Draper, a former Air Force electronic technician, and finding him took several weeks. Learning that the two young hobbyists were searching for him, Mr. Draper had arranged to come to Mr. Wozniaks Berkeley dormitory room. Mr. Jobs, who was still in high school, ha

33、d traveled to Berkeley for the meeting. When Mr. Draper arrived, he entered the room saying simply, “It is I!” Based on information they gleaned from Mr. Draper, Mr. Wozniak and Mr. Jobs later collaborated on building and selling blue boxes, devices that were widely used for making free and illegal