感謝有您 邁向2012
hc的”剪貼簿”在2011年約有25萬人次造訪
戴明圈: A Taiwanese Deming Circle
"交情千千" 電子連絡簿(日報)胡適的世界 The World of Hu Shih管理學新生
Books Birdviews 書海
People 人物
品質世界 quality world教育人
英文人行道 et cetera, et cetera .漢語人行道：演變風貌
譯藝英國風日本 心得帖
亞洲 
SHE健康一生
2011年12月29日 星期四
感謝有您 邁向2012
2011年12月26日 星期一
吳翰書
有時候，一席話可以勝讀多年書。吳翰書老師就是這樣，他在汽車上的一席話（「流動的饗宴」）給我很深刻的印象，正像荀子說的「贈人以言」，遠比千金還貴重。
大概在1974年，我們一起搭乘台汽客運，從東海下去台中。
吳翰書老師當時可能上東海的建築系演講或找朋友，而我有許多這方面的朋友，所以一上車就可以聊得深入。
你可以了解他的「正直不阿」和急切的個性。
他當時一直推薦塞尚，認為現代藝術必須從他講起。（他說他「用畫在思考」；「一切都在邀請我們，去找回作品那兒幾乎無形的印跡，找回沉思者那片無聲的世界，因為它已經被道出，所以從此可以被觸及。」--2010年補，取自《梅洛-龐蒂傳》Merleau-Ponty: sar vie, son oeuvre by A. Robinet）後來的20年，我有機會參觀歐美日的許多藝術館，每回看到塞尚的畫，就會特別用心。「20世紀……更能關注我稱之為『無限親近，幾乎當下』的經驗。在繪畫上亦是如此。塞尚比起他之前任何畫家來，更深入地探索我們對外物的感覺是怎麼跟我們的精神圖像相結合，產生我們對事物的認知的…….他是有意識地通過新的繪畫技巧。去揭示我們對感性世界的知覺是怎麼形成的。」（J. F. Billeter《莊子四講》宋剛譯，北京；中華，2009，頁127。）
我對馬蒂斯的作品和生平下過一番功夫，了解他曾花費不少錢買幅塞尚的作品，朝夕相處、觀摩數年。法國導演Robert Bresson 對塞尚的藍之印象特別深刻，參考他的《電影書寫札記》（譚家雄等譯，北京：三聯，2001，頁51）。
我那時候買過一本企鵝版的《D. H. Lawrence文選》，不過沒緣讀作者寫的《我的繪畫導論》，數十年過去之後，我在台大圖書館讀到1997年日本再製的 《Lawrence 畫冊》（昔日是限印本，只賣預約訂購者），後許是字體很美觀、容易讀，我才讀到Lawrence 說的，塞尚畫的蘋果，至少可以說是空前的，讓我們這些每天看過它們的人覺得很慚愧（我在英國住過，那兒的蘋果數還很多，還可能出幾個牛頓………）。
吳老師對於我們的前途還有很獨特的見解，他認為不應該去上班，應該去許多民間的大師處去拜師，搶救即將消逝的絕學，因為他們一過世，就成絕響。這點，我沒做成，因為畢竟我不是藝術家。
許多年之後，我參考了：「現代藝壇包青天：教授美術史的藝評家吳翰書」《聯合文學》（1990年6月號，頁99-100），覺得這兩頁的圖文，大大補充了我上述的說法。
他的畫像之一，為紫藤蘆茶藝館主人周渝先生所收藏，曾在清華大學藝術中心展過；《聯合文學》上有《台視文化 家庭月刊》所提供的讀書會照片，相當傳神。據說他昔日曾多次在紫藤蘆講過八大山人，放論過「什麼是真假鄉土畫作」等等。
2011年12月22日 星期四
William T. Sherman 將軍
這位將軍有點意思
威廉·特庫姆塞·舍曼（英語：William Tecumseh Sherman，又譯謝爾曼，1820年2月8日－1891年2月14日）是美國南北戰爭中的北部聯邦軍將領，以火燒亞特蘭大和著名的向大海進軍戰略而聞名於世，與尤裏西斯.格蘭特將軍制定「東西戰線協同作戰」計畫。
English
威廉·特庫姆塞·舍曼（英語：William Tecumseh Sherman，又譯謝爾曼，1820年2月8日－1891年2月14日）是美國南北戰爭中的北部聯邦軍將領，以火燒亞特蘭大和著名的向大海進軍戰略而聞名於世，與尤裏西斯.格蘭特將軍制定「東西戰線協同作戰」計畫。
ON THIS DAY
On Dec. 22, 1864, during the Civil War, Union Gen. William T. Sherman sent a message to President Lincoln from Georgia, saying, "I beg to present you as a Christmas gift the city of Savannah."
English
- Born: 8 February 1820
- Birthplace: Lancaster, Ohio
- Died: 14 February 1891
- Best Known As: Union general who said, "War is hell."
William Tecumseh Sherman is the U.S. Civil War general who famously said, "war is hell" -- and proved it with a destructive campaign through the South that burned the cities of Atlanta, Georgia and Columbia, South Carolina. A graduate of the military academy at West Point (1840), Sherman served without distinction during the Mexican War and, as a young lieutenant, was sent by President James Polk to report on California's gold rush (1847). Sherman left the military in 1853 and tried unsuccessfully to build a career in banking in California and law in Kansas before becoming the superintendent of the Louisiana Military Seminary (the forerunner of Louisiana State University). After the South seceded, he returned to the army in 1861 as a colonel and went on to participate in some of the Civil War's biggest campaigns, including Bull Run, Shiloh, Vicksburg and Chattanooga.
In the spring of 1864 Sherman, who commanded the Union armies of the Cumberland, the Tennessee and the Ohio, began a spectacular drive against the armies of General Joseph E. Johnston that ended with the Union occupation of Atlanta. Sherman ordered the city evacuated and razed, part of his strategy to economically cripple and psychologically intimidate the rebels. After the Atlanta campaign he began his "March to the Sea," a property-destroying drive that began in November and ended with the occupation of Savannah on 21 December (his "Christmas present" to President Lincoln). Sherman then marched up through the Carolinas and received Johnston's surrender in North Carolina on 26 April 1865, just after Robert E. Lee surrendered to U. S. Grant at Appomattox (9 April). After the war Sherman served as the commander-in-chief of the army from 1869 to 1884, during which time he applied his ferocity to the Indian Wars in the West. His policy of expanding warfare beyond the battlefield and into the civilian infrastructure, called "total warfare" and "scorched earth" strategies, has led to him being known as one of the fathers of modern warfare. He is considered by some to be one of the Civil War's greatest heroes, but residents of the American southeast, especially Georgia, pretty much still hate him.
Sherman was named Tecumseh after the Shawnee chieftain; as a boy Sherman was raised by family friends, who had him baptized as William... Sherman was a prolific writer and published a two-volume memoir in 1875... Unwilling to be drafted to run for president, Sherman is known for saying, "If nominated, I will not run. If elected, I will not serve."
2011年12月13日 星期二
2011年12月7日 星期三
林中斌
林中斌，（1942年5月7日－），祖籍廣東新會，於雲南昆明出生。台灣無黨籍學者，研究人民解放軍的專家，淡江大學國際事務及戰略所教授。
- 臺灣大學地質系學士（1965年）
- 鮑林格林州立大學（Bowling Green State University）地質碩士（1969年）
- 洛杉磯加州大學（UCLA）企管碩士（1975年）
- 喬治城大學政治系碩士、國際關係博士（1978-1986年），他的博士論文即為《China's Nuclear Weapons Strategy》 （中共核武戰略）一書。
[编辑] 經歷
- 1969年鮑林格林州立大學地質碩士畢業後任地質探勘師，服務於加拿大姜石滿礦業公司（Canada Johns-Manville Co. Ltd.）。於1974年發現美國蒙大拿州靜水白金（鉑、鈀）礦第一個露頭。1975年獲企管碩士後回任地質探勘師，1977年任職滿府磊企業公司（Manville Corp.）世界總部[1]。1978年辭職轉為喬治城大學政治系學生。
- 1986年9月成為前美國駐聯合國大使、喬治城大學教授珍妮·柯克派屈克（en:Jeane Kirkpatrick）的助理之一。
- 1987年1月得到博士學位後專任喬治城大學教授珍妮·柯克派屈克（Jeane Kirkpatrick）的助理。
- 1987年夏到1995年任華盛頓共和黨智庫「美國企業研究院」(American Enterprise Institute)專任學者兼亞洲部副主任。同一時期並先後任喬治城大學外交學院及政治系之講座教授以及兼任教授。
- 1995年返回台灣後，曾任國立中山大學政治學研究所教授兼所長。
- 1996年到2002年擔任行政院大陸委員會副主任委員，1999年底起為第一副主委兼發言人。
- 2002年到2003年擔任中華民國國家安全會議諮詢委員。
- 2003年到2004年擔任中華民國國防部軍政副部長[2]。
[编辑] 著作
- 《China's Nuclear Weapons Strategy》 (中共核武戰略 Lexington Books 1988)
- 《PRC Tomorrow》 (明日中國大陸 NSYSU 1996)
- 《Democracy in Taiwan》(臺灣民主化 World Affairs 1992-93)
- 《China's 1989 Upheaval》（中共1989之動盪 World Affairs 1990）
- 《核霸─透視跨世紀中共戰略武力》
- 《龍威─中國的力量與核戰略》
- 《以智取勝》
- 主編《廟算台海：新世紀海峽戰略態勢》
他青年時期在野外探礦，在險峻環境攀岩前進，而且真正找到礦脈。然後有一天，像一個看夠江湖的劍客一樣，他拋開前途看好的探礦工作，改讀政治學，成為國際關係領域的專家。
他出生病弱，甚至被認為養不活了，一身病痛伴他成長。但到了60多歲，卻猶能頻登高山。
曾經一個人在深山活著，然後在華府政治圈活著。談詩談畫談音樂是他所愛，甚至有崑曲的家學淵源，像矛盾又像融合。這些都是奇妙之處。
他，林中斌，在書中很謙虛的談這些往事，探礦、恩情、保健、求學、音樂、攝影、賞畫，他平淡的講自己用腳用手用心打出的經驗。
他後來當過陸委會副主委、國防部副部長，數十年劍與花的歲月，到了事業高峰，仍然是文武兼備。
劍與花的歲月：林中斌凡塵隨筆
作者簡介
林中斌
1942年生於昆明，1948年隨母親來台。台大地質系畢業，1967年至1977年在美國、加拿大探礦、開礦，深入不毛之地、高山峽谷及冰川地帶度過10年寒暑。期間他修完地質碩士及企管碩士學位。
1974年，憑著堅持及運氣，他在美國靜水雜岩區率先找到第一個白金礦脈，隨後駐在當地負責白金礦的開採。
1979年，這位地質專家，改讀國際關係，以後成為華府知名智庫的亞洲部副主任。1995年回國，接著1996年在政府部門工作，先後出任陸委會副主任及國防部副部長等職。
一生熱愛攝影、音樂及賞畫。攝影得過全美首獎，也能自己編寫一些古典樂曲，賞畫則是他精神世界的「渡假勝地」。
林中斌，在美國工作近30年，沒有入美國籍，只使用Chong-Pin Lin這個英文名字。與政治沾上邊，但沒有加入任何政黨。這樣一個人，似奇而平易，似專而博雜，似平凡而多歷驚險，就像他的名字中斌一樣，質兼文武。
詳細資料
- 規格：平裝 / 224頁 / 17*23cm / 普級 / 單色印刷 / 初版
- 出版地：台灣
序
人說:「十年磨一劍」。
您眼前所讀的冊子，要出版它，十年尚不夠。所以我說：「廿年成一書」。
從一九八○年中期籌劃匯集出版我在國外已發表過的生活散文，到二○○九年秋天《劍與花的歲月》問世，已廿多年。
在快速變化、新奇炫目的廿一世紀出版書叢中，此書屬於化石級的異類。
它的由來是漫長的、顛沛的、曲折的。
八○年末期，我人在國外尋找台灣出版社，不成功。理由是字數不夠。
九○年代上半期，我忙著成家、歸國。九○年代下半期至二○○四年，我服務公門，白日身形忙碌，夜晚思緒懸掛，生活像永不停轉的陀螺。但是出散文集的念頭像灰燼下的火苗，不曾熄滅。
○四年退出公門之後，火苗油然竄起。環顧周遭人物，盡見顯赫高位結束後竟然生命所剩空無一物，遠不如留下出版的文字和教化有意義。愈發覺得有責任把自己 獨特的見聞和心得對社會和歷史作個交代。於是趁教學的寒暑假，抽空補足字數。○三/○四年舉辦攝影展之後，朋友建議出版攝影集。○七年暑假，攝影和文字合 編成一本初稿《凡塵瑣記》。但是試圖接洽出版社，不斷遭到「禮貌回絕」。直到秋天，才出現曙光。
某為人稱道的出版社居然欣然接受我的書稿，但附上條件。「你為人太神秘啦！很少談你個人的過去。我們為你出書以前，你必須補寫父母、求學、在國外的事業、生活心得等等。最好也交代回國後在公門的種種見聞。」
我原先想撇開流水帳式，而且容易自我沉迷於其中的回憶錄。我只想呈現別人會有興趣閱讀的點點滴滴人生經驗。我希望能以文字內涵，而非我公門官職為讀者看我書的動機。但在編輯的慫恿下，我部分妥協，願意寫出歸國前的歲月，但仍然拒絕讓這本書沾上國內有爭議的政治。
一年半後，已是○九年四月，我終於在繁忙教學和頻頻出國講演的空檔裡，補齊編輯要求的章節。但是在世界金融風暴的巨浪拍擊下，編輯歉然的說：「我已無權作出版的決定了。」那是個灰冷春日的一天。
也許，就像書裡「康老闆」中我尋得白金礦的經驗一樣，「踏破鐵鞋無覓處，得來全不費功夫」是我的宿命。
六月底，感謝老友駐阿拉伯代表楊勝宗推薦，商訊文化表示出版的興趣。在他們專業的篩選、編輯、排版、定名後，此書終於成型。
回首過去多年，許多朋友花心血在此書上，我心懷感激但無法一一點名申謝。我要感謝為我謀求出版及給我打氣的陳慧紋小姐、吳俊德先生、亓樂義先生、張麗君 小姐。我要感謝鼓勵我出版攝影作品的梁丹丰教授、鐘永和老師、林宜靜小姐。我也要感謝林馨琴小姐和李濰美小姐的建議，為此書注入新的活力。我會永遠感念對 此書編寫作過貢獻的朋友：蔡蕙苓、湯名暉、郭姿吟、劉智年、黃引珊、張惠玲。
我要特別感謝商訊文化謝振寶先生的引見、魯惠國先生的支持、蔡加壬先生極為精到、細心的編輯，以及其他同仁費心的配合。
最後，我尤其要感謝給我每篇初稿最寶貴第一反應的讀者──我的內人張家珮。
林中斌
二○○九年九月十八日
推薦序
一個懂得生活的人
國泰慈善基金會董事長 錢 復
林中斌兄是我很欽佩的一位國際事務學者，最近將他的一些非學術性的文章集為「劍與花的歲月：林中斌凡塵隨筆」，囑我為序。
中斌兄的父母，林文奎將軍及張敬教授是先父母的好友。林伯父和先父同年，早先父一年逝世，他們是清華大學的同學。民國三十八年我們一家來台後，我常聽到 先父提到林伯父，對於他因為直言犯上在空軍中受到很多委屈，而先父對林伯父推崇備至，認為是一位傑出的將領。林伯母和先母也頗有交往，因為兩位都是平劇和 崑曲的戲迷。中斌兄較我小八歲，我們早年沒有機會相聚。到了民國七十二年初我奉派去華府工作，當地的喬治城大學極為聞名，特別是喬大外交學院的二位女教 授，一位是柯派翠（Jeane Kirkpatrick），一位是歐布萊特（Madeleine Albright），她們分別是共和、民主黨學界的重要人物。我到任時柯教授在紐約擔任美國駐聯合國大使，但週末仍回華府。我曾分別宴請兩位餐敘，她們都 提到研究所有一位非常優秀的來自台灣的學生Chong-Pin Lin。我也藉聖誕餐會邀請了這位學人，原來就是中斌兄。他給我的印象和他夫人在「將來的未婚妻」一文第三段所寫的完全一樣。過了三年他取得博士學位，我 十分想請他到代表處工作，但是他無意仕途，可能是受到林伯父過去委屈的影響。所幸不久美國企業研究院要聘他，託我牽線。他正式就任後，內子和我都感到要幫 他介紹對象，也作過些安排，但是都無下文。我們不知他早已有心儀的對象。
民國七十七年我返國工作，不斷看到他的研究報告。又過了七年中斌兄因為林伯母年事漸高需人照料，所以應聘到國立中山大學任教，第二年就進入行政院大陸委員會工作，學以致用。我再度和中斌兄晤面是民國八十六年林伯母的葬禮。
中斌兄文采精鍊，他不僅是學者，更是一個懂得生活的人，他喜歡旅遊、善於攝影、對文學詩詞都有喜愛，在這本書中讀者可以發現，它不僅是中斌兄過去歷練的 翔實記錄，更有許多珍貴的圖片。這本書他要呈獻給他摯愛的夫人，這也是人性崇高的表現。
推薦序2
林教授與我的「音」緣際會…
新竹IC電台主持人 柳百珊
我有幸認識林教授，是因為古典音樂！
十二年前，我開始在廣播媒體製播個人的第一個古典音樂節目，開播後數月，收到時任陸委會副主委林中斌先生的來函，看著林教授的親筆信，我享受著受聽眾肯定的飄飄然；然字裡行間所流露的中肯，也顯示這位行家的鑑賞力，言之有物的讚美，讓我不敢得意忘形！
儘管我以「平常心」看待，但不久之後的一通電話告訴我，林教授是認真的！我受邀至家中小聚，見到了林教授的「繆斯」！席間林教授不吝分享他的音樂收藏和 閱歷，當天我們也一起爬了山，沿途說了很多話，非常開心；然我最萬幸的是，沒將林夫人當是林教授的女兒，而冒犯了大官！
此後，我不定期 收到林教授寄來的資料，從期刊中與音樂有關的研究，到書籍的節錄影本，驚訝他閱讀之廣與精。一位俄籍小提琴大師David Oistrach，多年來沿用的中譯名為「歐伊斯特拉夫」，但這卻像耳中刺一樣令人難以忍受，驅使林教授終於寫信到電台，糾正這偶爾會由主持人脫口而出的 錯誤！儘管電台最後從善如流，仍然差強人意；但事實上，改口後的說法已經更接近原文發音了！我審視自己鮮少發生類似「歐伊斯特拉夫事件」，不得不歸功林教 授「求是」的影響！對我而言，他是最具體的聽眾，也是隱形的監督者。
除了音樂之外，林教授對攝影也很有心得。在林教授的攝影展中，我聽著他和前輩們對作品的分享與討論，讓我再次驚訝他另一項「業餘」的「專業」才華！我覺得林教授的攝影作品中聽得到音樂，都有屬於自己的聲音，每幅都「好好聽」！
回首這十二年中，林教授從任陸委會副主委、國防部副部長，至今學者、教授的身分，持續不斷對時事有洞燭先機的觀察與預測，只要媒體想摒棄口水，用心的作 一些專題，一定不忘節錄他精闢的論述。每一年，林教授與夫人會製作聯名賀卡分寄親友，這細微卻從沒有間斷的連結，也讓我一步一步的更加認識這位「老朋 友」，每每充滿驚嘆！他的淵博與深度，總是讓我仰之彌高！
前任日本首相小泉純一郎卸任後，拒絕一切回憶錄書寫，卻出版了「小泉純一郎的 音樂遍歷」，娓娓道來他半個世紀以來與音樂的因緣。透過音樂的傳遞，看到的是小泉更具體的人生圖像。從「劍與花的歲月」，我也更了解林教授無法和音樂分開 的人生，以及內在力量的來源！音樂不僅承載了他歲月的記憶，也反映了最真實的情感！
因為音樂，我有幸認識林教授。借用「音樂頌」中的詞：高貴的「音樂」，我對妳衷心感謝！(按：原文為「藝術」)
新竹IC電台主持人 柳百珊
（曾於愛樂廣播電台獲獎「那一天我打開他的日記」）
2011年11月17日 星期四
Cornel West (公共知識份子 public intellectual 1953)/ Christian Wulff
German president receives prize from Jewish council
German President Christian Wulff on Wednesday condemned the murders of several small business owners with Turkish and Greek backgrounds as he accepted the highest award from Germany's principle Jewish organization.
"People in our country, among us, were made victims of deadly hate and right-wing violence," Wulff said in Berlin as he received the Leo Baeck Award from the Central Council of Jews in Germany.
The award honors Wulff's relationship with Israel and the Jewish community in Germany. This January he visited the former Nazi death camp at Auschwitz to commemorate the 66th anniversary of its liberation, and one year ago he visited Israel just months after taking office.
Christian Wulff during his visit to the former Auschwitz death camp
Justice served?
Wulff said he would be hosting a memorial service for the 10 people thought to have been killed by a secret neo-Nazi cell since 2000. The scandal, uncovered only recently, has shocked Germany and raised questions of why it took so long for authorities to make the connection to right-wing extremists.
"Has our country given justice to the victims and their families?" Wulff asked in his acceptance speech, directly questioning the country's authorities. "Must we have assumed a connection to right-wing extremists, and were the culprits sufficiently monitored? ... Have we possibly allowed ourselves to be misguided by prejudice?"
The string of murders was uncovered only recentlyCrass assessment in press
Wulff added that Germany could not ignore the victims' families, and that the country has profited from its openness to the world.
"This is something we are going to continue to develop and defend against all threats and fears of all things different," he said.
The president of the Central Council of Jews in Germany, Dieter Graumann, echoed Wulff's remarks on the murders and criticized the tabloid press's use of the phrase "döner murder," which refers to the Turkish dish popular in Germany. Most of the murder victims were of Turkish or Greek origin and operated restaurant stands.
Graumann called on Germans to offer greater societal empathy to the victims.
Author: Marcel Fürstenau, Berlin / acb
Editor: Andreas Illmer
目前漢文界似乎還沒類似的公共知識份子。
雖然台灣的，可能呼之欲出。
更多關於Cornel West的英文資訊， 以後有空再翻譯。
http://www.answers.com/topic/cornel-west
Cornel West Leaves Princeton The public intellectual will take a pay cut to return to where he began his teaching career. By Abby Ohlheiser | Posted Thursday, Nov. 17, 2011, at 10:56 AM ET
Photo by Stephen Lovekin/Getty Images.
Unlike his 2002 departure from Harvard for Princeton – a result of a dispute with then Harvard president Larry Summers – West will leave Princeton on good terms and retain an emeritus professorship, the Times explains.
"People in our country, among us, were made victims of deadly hate and right-wing violence," Wulff said in Berlin as he received the Leo Baeck Award from the Central Council of Jews in Germany.
The award honors Wulff's relationship with Israel and the Jewish community in Germany. This January he visited the former Nazi death camp at Auschwitz to commemorate the 66th anniversary of its liberation, and one year ago he visited Israel just months after taking office.
Christian Wulff during his visit to the former Auschwitz death campJustice served?
Wulff said he would be hosting a memorial service for the 10 people thought to have been killed by a secret neo-Nazi cell since 2000. The scandal, uncovered only recently, has shocked Germany and raised questions of why it took so long for authorities to make the connection to right-wing extremists.
"Has our country given justice to the victims and their families?" Wulff asked in his acceptance speech, directly questioning the country's authorities. "Must we have assumed a connection to right-wing extremists, and were the culprits sufficiently monitored? ... Have we possibly allowed ourselves to be misguided by prejudice?"
The string of murders was uncovered only recentlyCrass assessment in pressWulff added that Germany could not ignore the victims' families, and that the country has profited from its openness to the world.
"This is something we are going to continue to develop and defend against all threats and fears of all things different," he said.
The president of the Central Council of Jews in Germany, Dieter Graumann, echoed Wulff's remarks on the murders and criticized the tabloid press's use of the phrase "döner murder," which refers to the Turkish dish popular in Germany. Most of the murder victims were of Turkish or Greek origin and operated restaurant stands.
Graumann called on Germans to offer greater societal empathy to the victims.
Author: Marcel Fürstenau, Berlin / acb
Editor: Andreas Illmer
目前漢文界似乎還沒類似的公共知識份子。
雖然台灣的，可能呼之欲出。
更多關於Cornel West的英文資訊， 以後有空再翻譯。
http://www.answers.com/topic/cornel-west
Cornel West Leaves Princeton The public intellectual will take a pay cut to return to where he began his teaching career. By Abby Ohlheiser | Posted Thursday, Nov. 17, 2011, at 10:56 AM ET
Photo by Stephen Lovekin/Getty Images.
Cornel West, the public intellectual, activist and Ivy League professor, is taking a "significant pay cut" to leave Princeton and return to where he began his teaching career: Union Theological Seminary in the City of New York.
His new title: Professor of Philosophy and Christian Practices.
The New York Times interviewed West, 58, over the phone while he was on his way to visit Occupy protesters in Seattle. West said he was returning to Union because it is "the institutional expression of my core identity as a prophetic Christian," adding that: "I don’t have that much time, and I want to be able to do precisely what I’m called to do."
Union Theological Seminary is a prestigious divinity school serving historically as an institutional home for liberal Christian theology, in no small part due to the eminence of the faculty it maintains. Faculty member James Cone is one of the most influential voices in the articulation of black theology, including black liberation theology.
In a press release posted on the Union website, president Rev. Dr. Serene Jones had this to say:
"Union has inspired strong public voices which speak to our nation’s ills and ideals -- be they protests against war, poverty, racism, sexism, or other societal scourges…some call Cornel West this generation’s Reinhold Niebuhr (a legendary Union Professor), but I think he’s in a class by himself. Cornel is, quite simply, the leading public theologian of our age."
According to the school, West will teach a "full schedule" of classes in "Philosophy, Theology, Social Change, Community Engagement and Christian Activism."
2011年11月10日 星期四
Joe Frazier, 拳王: the Thrilla in Manila, ,史上最了不起的失敗
看過相關影片 Joe Frazier" 拳王" 打到眼睛看不清楚前方才放棄: the Thrilla in Manila,史上最了不起的失敗
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Slide Show: The Life of a Boxing Great
Joe Frazier, the former heavyweight champion, had an epic rivalry with Muhammad Ali that included the Thrilla in Manila, regarded as one of the greatest fights in boxing history.
2011年11月7日 星期一
2011年11月3日 星期四
入台灣籍的新娘(1)
幸福是想像的，愛情是可能的，帶著簡單的行李及充沛的勇氣，搭上飛往台灣的飛機，一場未知的人生冒險才要開始。
不 知從何時開始，在我們的生活周遭，出現了許多外貌與我們「有點不一樣」的姐妹們。從熱鬧的都市到偏遠的鄉村，從街頭巷尾到公園市場，處處都可見到這些嫁到 台灣的「新移民女性」的身影。有人陪伴著老人、有人做著修剪指甲的工作、有人在店裡幫忙招呼，她們不僅負擔家務、生養孩子，更貢獻一己之力，為台灣社會注 入了新的勞動力及生命力。
多數的時候，她們是沉默的，認命、認份地生活。語言不通、環境不熟悉，有時還要面對外人用「外籍新娘」、帶有歧視眼光的看待，少有人會關心她們在想些什麼？生活過得如何？在異國婚姻裡，有沒有愛情？她們找到自己的幸福嗎？為了爭取一張身份證，她們要付出多少的代價？
本片敘述來自越南的阮氏英書、印尼的林麗娜、中國的尹小玫，三位新移民女性的故事。拍攝她們在台灣生活的處境、傾聽她們的心聲，如何在異國婚姻中蛻變成長。當英書與麗娜從「外籍新娘」變成了「單親媽媽」，她們又如何堅強地生活，捍衛自己追求夢想的權利。
製 作小組跟隨英書回到越南拍攝。飛機行程三個多小時，英書卻花了六年才回來。回到破舊茅草房的家，英書大方地介紹自己的生長環境，不諱言從小家境貧窮，才會 與姐姐嫁到台灣去。英書不知道自己的命運為何如此？為何會有那麼多的越南姐妹遠嫁到台灣？本片遠赴越南拍攝，將帶領觀眾有更深入的思考。
導演--曾文珍的話：
我 問英書：「後不後悔嫁到台灣來？」她肯定地回答我：「我很後悔，如果我知道我的命運是這樣，我就不會嫁過來。」這些遠嫁到台灣的姐妹，她們正值花樣年華， 想像著嫁到台灣來，會有比較好的物質生活，或許對娘家的經濟會有些幫助。等到真正成為「台灣媳婦」後，現實的生活考驗才要開始。
對我來說，這些姐 妹們很勇敢、很認命，很認真地生活、工作。她們像是開在沙漠中的玫瑰，不管環境多險惡，她們硬是要開花。拍這部紀錄片的想法很簡單，希望透過影片讓觀眾對 這些姐妹多一些了解。台灣社會對待移民或移工，可以友善一點、關心一點；更重要的是，去除對他們的刻板印象及污名化。
導演簡介：
◎曾文珍
淡 江大學大眾傳播學系、台南藝術學院音像紀錄研究所畢業。曾任中影16mm紀錄片《化粧師》企劃、廣告影片製作公司製片等職；1996年進入多面向藝術工作 室，擔任編導工作。紀錄作品曾榮獲金穗獎、柏林人類博物館影展邀展、台灣國際紀錄片雙年展…等獎項，備受國內外肯定。2002年以《春天-許金玉的故事》 贏得三十九屆金馬獎最佳紀錄片獎，並入圍瑞士佛瑞堡國際影展、香港國際電影節人道獎紀錄片競賽等多個國內外影展參展。2003為公共電視執導第一夫人蔣宋 美齡傳記紀錄片《世紀宋美齡》，深受國內外好評。2004年執導《夏天的芒果冰》，嘗試劇情片拍攝，風格清新、佳評如潮，並入選公視人生劇展。現為自由影 像工作者。
◎個人得獎紀錄：
《心窗》
1991第三屆金帶獎紀實報導類佳作
1992第十五屆金穗獎最佳紀錄錄影帶
1993女性影像藝術展
《水─地沈下去了》
1997日本東京地球環境電影節競賽優等
第一屆永續報導獎影片類首獎
《我的回家作業》
1998台灣國際紀錄片雙年展台灣獎
1999第二十二屆金穗獎特別獎
1999柏林人類博物館影展
《冠軍之後》
2000第二十三屆金穗獎優等錄影帶
民國89年度地方文化紀錄影帶獎佳作
2001台灣國際民族誌影展
《掠》
2000台北電影節國際學生金獅獎競賽
《春天：許金玉的故事》
民國89年度電影短片及紀錄長片輔導金補助
2002第二十五屆金穗獎錄影帶最佳紀錄錄影帶
2002女性影展
2002第三十九屆金馬獎最佳紀錄片
2002台灣國際紀錄片雙年展台灣獎首獎
2003第十七屆瑞士佛瑞堡國際影展紀錄片類競賽
2003第二十七屆香港國際電影節人道精神紀錄片獎競賽
2003第八屆韓國釜山國際影展Wide Angle項目
2003華語獨立電影錄像展
2003純十六獨立影展
《等待飛魚》
民國93年度電影輔導金補助
◎其他作品
1991《心窗》（紀錄片）
1997《水─地沈下去了》
1998《我的回家作業》（紀錄片）
2000《冠軍之後》（紀錄片）
2000《掠》（劇情短片）
2002《春天：許金玉的故事》（紀錄片）
2003「世紀宋美齡」（公視，紀錄片）
2004《等待飛魚》（籌拍中）
另有《尤瑋瑋與她的老公》（Video，紀錄片）、《台北女騎士》……等
2011年10月27日 星期四
邱和順: 竹南龍鳳港肉圓哥
各位朋友，
執行長Executive Director, 林欣怡 LIN Hsin-Yi
知名紀錄片導演賀照緹聽了邱和順的故事之後，拍了一個肉圓哥阿順的短片。
為了拍攝這四分鐘的短片，賀照緹導演親自到看守所探視邱河順，並且也到阿順的故鄉竹南龍鳳港取景。
邱和順已經於今年七月死刑定讞。邱和順說，如果你來不及救他，就請帶一粒肉圓去祭他......
請你花四分鐘，看完這部短片，http://youtu.be/LCNE8b0idK4 ；然後我想看完後你會願意再花30秒，將這部短片推薦給你的十位朋友。
謝謝您！
Ps. 賀照緹導演的紀錄片獲獎紀錄連連，尤其是「我愛高跟鞋」，是一位關心社會和人權議題的紀錄片導演
欣怡
…………………………………………執行長Executive Director, 林欣怡 LIN Hsin-Yi
2011年10月26日 星期三
Muammar Qaddafi: 幾千億美元的回憶......
幾千億美元的回憶......
Muammar Qaddafi
Muammar Qaddafi, ruler of Libya, died on October 20th, aged 69
Oct 22nd 2011 | from the print edition
AS THE rebel insurgency flowed and ebbed across Libya this year, it passed through most of the staging posts in Muammar Qaddafi’s life. Sirte, where he was born in a Bedouin tent in the sand-wastes and died amid the crackle of sniper fire; Misrata, where he went to a private tutor to learn history; Benghazi, where at military college he began to plot revolution; and Tripoli, where in the sprawling half-bombed barracks at Bab el-Aziziya he pitched his tent again, the Brother-Leader, insisting he would never leave until he had fired the last bullet he possessed.
When death overtook him, he had ruled Libya for 42 years. The handsome, magnetic army captain who had overthrown King Idris in 1969 had become a robed buffoon, with a surgically smoothed face, a mop of dyed black hair and, until she scuttled home, a blonde Ukrainian nurse on his arm. Yet he was no less cunning. Behind the designer shades his eyes were those of a fox. By sheer imposition of the cult of himself, he had held his tribally fractious country together.
He ruled unsparingly. In his Libya, dissent was punishable by death. A private press was forbidden, and political parties banned. Several dozen deaths a year of political opponents were attributed to his secret police, acting on tip-offs from the surveillance committees to which around 10% of Libyans belonged. In Abu Salim prison, on one night in 1996, 1,200 political prisoners died. If his enemies fled abroad, his hired assassins found these “scum” and killed them. The colonel’s writ, as recorded in his “Green Book” of rambling political philosophy, replaced the rule of law.
His rule had begun better. Like Venezuela’s Hugo Chávez, a rare ally, he came to power determined to secure oil revenues for his people rather than for foreign corporations. Having renegotiated the oil contracts, he redistributed wealth and saw Libya grow rich—though no one grew rich faster than his own clan, with billions invested abroad. Oil gave him power far beyond the confines of his dilapidated state. He began to see himself as the leader of the Third World, the voice of the world’s poor, the King of Africa (when, in 2009, he chaired the Organisation of African Unity) and the patron of world revolution. He invited to Libya for military training such bloodstained luminaries as Liberia’s Charles Taylor and Sierra Leone’s rebel leader, Foday Sankoh. He gave money to Colombia’s FARC and the IRA, and tried to radicalise even the Maoris of New Zealand. Wherever anti-Western or anti-parliamentary feelings stirred, he was there, sowing trouble; for as he said in the “Green Book”, the only true democracy was the direct, even violent, expression of the will of the people—except in Libya.
Around this figure the West, for four decades, prevaricated. The young colonel’s “Third Mystery of Socialism”, a middle way between capitalism and communism which, in his words, solved all the contradictions of either system, seemed unthreatening enough. His people’s communes were blatantly powerless, his own “brotherly” power absolute, but then absolutism was common enough in oil-producing states. He was not a Marxist, at least: Egypt’s nationalist hero, Gamal Abdel Nasser, was his model, rather than Lenin. And he had oil.
Eventually tolerance snapped. In the 1980s, as Colonel Qaddafi shopped round the Far East for nuclear bombs, sponsored terror groups, invaded Chad in the cause of a “Greater Libya” and sent agents to blow up a Pan Am airliner over Lockerbie in Scotland, he became a pariah: Ronald Reagan’s “mad dog”, to be bombed until he whimpered. But by the new century he was ingratiating himself. He said the right things about al-Qaeda; offered his nuclear programme for inspection, and in 2003 abandoned it; paid compensation for Lockerbie; and, apparently chastened by his own military incompetence, seemed to have forgotten his windy pan-Arab and pan-Islamist dreams. In a world suddenly teeming with dangerous Islamists, he was now far from the worst. At the G8 in 2009 he shook hands with Barack Obama. The same year he was allowed to speak for more than an hour at the UN, repaying its tolerance by tearing from the UN Charter the pages that talked about democracy.
Pitching his tent
He never forgot his origins among the desert wanderers and cattlemen. Despite the gilded mermaids and white pianos of his ludicrous quarters in Tripoli, he preferred to live in a tent, and always travelled abroad with one. When not in uniform, he wore flowing robes. His grandest project, the Great Man-Made River, brought water from southern aquifers to the northern cities. Precious green was his colour, in flags, Book and billboards. His socialism, at root, was based in desert customs of shared property and grazing land. His deep devotion to the army was the gratitude of a poor boy who had used it as a ladder to higher social rank and more grandiose ambitions.
Almost to the last, too, he tried to pose as one of his people. When protesters first erupted on the streets of Tripoli this year, he offered to protest along with them. Surely, after years of venomous pabulum from his “Green Book”, they would have learned to think as he did. But they were beginning to dare to think differently—about Libya, and about him.
2011年10月25日 星期二
Steve Jobs (III)
喬布斯大吃創新蛋糕
Innovation works in mysterious ways
作者：英國《金融時報》專欄作家蒂姆•哈福德
字號
背景
中文評論[4條] 打印電郵收藏騰訊微博新浪微博
Was it salesmanship or engineering? Creativity or ruthlessness? Or was Steve Jobs simply gifted with vision and impeccable taste? Whatever the true source of his success, there was more than a touch of genius about Jobs. Even his side project, Pixar, was an astounding achievement. His first love, Apple, he built from nothing and then dragged back from the brink to make it the most valuable company in the world. No wonder so many of us felt sad at the news of his passing: surely he had more to offer.
是推銷藝術還是工程實力？是天才創意抑或冷酷無情？又或者僅僅因為史蒂夫•喬布斯(Steve Jobs)天生就具有遠見卓識和無可挑剔的品味？無論喬布斯取得成功的真正原因是什麼，他的天才能力可不止一點。甚至他的“副業”皮克斯(Pixar)都取得了令人矚目的成就。蘋果(Apple)是喬布斯的初戀，他白手起家創立了這家公司，後來又從懸崖邊上把它拉了回來並打造成為全球最有價值的公司。也難怪我們許多人對喬布斯的去世感到難過——他要活著，準能給我們帶來更多驚喜。
I spend my life in front of a computer, and that life is better because of what Steve Jobs created. But here's the strange thing: I've never owned an Apple product for longer than the two weeks it took to give up and send it back. (Apple's customer returns department is impeccable, by the way.) My Macbook Air? Glorious hardware, but fussy software and a counterintuitive interface. My iPad? Beautiful – but also heavy, not too fond of wireless, and refused even to turn on until I did some most impertinent things to my Windows laptop.
我每天的生活都是在電腦前度過的，是喬布斯的諸多創造讓我的生活更美好。但奇怪之處在於：我擁有蘋果產品的時間從沒有超過兩週，兩週時間已足以讓我放棄，並把它退還給蘋果公司了。 （順便說一下，蘋果公司的顧客退貨部也是讓人無可挑剔！）我的Macbook Air？硬件炫極了，可軟件有些花里胡哨，界面也不夠直觀。我的iPad？華麗得很，可它太重了，不太喜歡無線網絡，而且直到我在Windows筆記本電腦上進行了一些極其荒謬的操作之後，它才可以開機。
Apple never made a penny from me. Why, then, do I say that Steve Jobs improved my life? It's because I am surrounded by technology that looks good and works well because others followed where Apple led. Without Apple's refinement and popularisation of the WIMP environment (window, icon, menu and pointer), how long would we have waited for a graphic interface from Microsoft – and how awful might it have been? It's hard to imagine Bill Gates would have shown much interest in fonts without Apple's beautiful typography. Beyond desktop computers, there's a similar story to tell: I own an Android phone that owes more than a passing debt to the iPhone; I'm still waiting to own a Windows machine to rival the Mac Air; and every tablet in the world bows to the iPad.
蘋果從來沒有從我身上賺到過一分錢。那麼，為什麼我要說史蒂夫•喬布斯改善了我的生活呢？理由是，我被各種外觀出色效率出眾的技術所圍繞，正是因為其它公司都在追隨蘋果的腳步。若不是蘋果對WIMP（窗口、圖標、菜單和光標）環境的改進和推廣，我們不知要多久才能等到微軟(Microsoft)的圖形界面——那會是多麼可怕的一種情形啊！很難想像，要不是因為蘋果的漂亮字體，比爾•蓋茨(Bill Gates)會對字體產生多大的興趣。除了台式機以外，我還有類似的經歷告訴大家：我有一部Android手機，它欠iPhone的可不止一星半點；我還在期待可以擁有一台能與Mac Air相媲美的Windows筆記本；還有，世界上的每一台平板電腦都應該向iPad致以敬意。
To an economist the lesson is obvious: innovative profits are imperfectly appropriable. In more user-friendly language: when an entrepreneur bakes a cake, he only gets to keep a thin slice for himself. This is worrying if it discourages innovation, and in some industries innovators may be discouraged by the prospect that they must take big risks and sink big costs while society sits back and hopes to reap the benefits. Yet in the computer industry, plenty of entrepreneurs seem happy to take risks for the prospect of a thin slice of the social benefits.
對於經濟學家而言，其中的教訓是顯而易見的：創新收益的分配不盡合理。換成更通俗的話講，一位企業家烤熟了蛋糕之後，自己只能保住薄薄的一塊。不由讓人擔憂這是否會阻礙創新；在某些行業，創新者想到自己必須承擔巨大的風險並投入巨大的成本，而全社會坐享其成，希望憑空分得收益，可能會感覺灰心喪氣。但在計算機行業，似乎還有數不清的企業家樂於為了那微小的一份社會收益而冒險。
A discussion paper published in 2004 by the economist William Nordhaus attempts to establish exactly how thin that slice is. Nordhaus reckons that innovators capture a “minuscule” 2.2 per cent of the total social benefit of their innovations. The other 97.8 per cent goes to consumers , partly because competitors soon catch on, and partly because no company, even a monopolist, can charge each consumer a price reflecting her individual willingness to pay.
經濟學家威廉•諾德豪斯(William Nordhaus)於2004年發表的一篇論文，試圖準確地計算出這一薄片到底有多薄。諾德豪斯認為，創新者在其發明所產生的社會總收益中僅能收穫“微不足道的”2.2%。其它97.8%則造福了消費者，部分原因是競爭對手們很快就趕了上來，還有部分原因是沒有一家公司、哪怕是壟斷企業，向每位消費者收取的價格能夠與其個人願意付出的數額相符。
Professor Nordhaus's estimate can be regarded as, at best, an educated guess, partly because Nordhaus is only able to focus on innovations which lead to lower production costs and thus lower prices. If that's the metric, developments such as the world wide web or penicillin barely register. Still, I think it's safe to say that both Tim Berners-Lee (the web) and Alexander Fleming (penicillin) reaped far less than 2.2 per cent of the total value to society of their insights.
諾德豪斯教授的估算充其量可以被看作一種推測，部分原因是他只能夠集中研究那些促進生產成本下降、進而降低價格的發明創造。如果那就是衡量標準，萬維網(World Wide Web)和盤尼西林(penicillin)等發明勉強說來也算符合。不過，我覺得可以有把握地說，萬維網創造者蒂姆•伯納斯-李(Tim Berners-Lee)和盤尼西林的發現者亞歷山大•弗萊明(Alexander Fleming)從他們的創意想法給社會帶來的總價值中收穫的份額遠遠低於2.2%。
Was Jobs an exception? Chris Dillow of the Investor's Chronicle, who called my attention to the Nordhaus paper, reckons that Jobs's gift for branding and design helped Apple retain an unusually large slice of the innovator's cake. Perhaps that's true. Apple's shareholders have certainly enjoyed a profitable few years. But the greater benefit has flowed to customers – and not only the customers of Apple.
喬布斯是一個例外嗎？使我注意到諾德豪斯論文的是《投資者年鑑》(Investors' Chronicle)的克里斯•迪洛(Chris Dillow)。他認為，喬布斯在品牌塑造和設計方面的天分幫助蘋果公司從創新者的蛋糕上分得了出奇大的一片。或許他說的對。蘋果的股東們近幾年無疑賺得盆滿缽盈。但更多的收益還是流向了顧客——而且不僅僅是蘋果的顧客。
Tim Harford's latest book is 'Adapt: Why Success Always Starts with Failure' (Little, Brown)
蒂姆•哈福德的新書名為《適者生存：為何失敗是成功之母》(Adapt: Why Success Always Starts With Failure)，由利特爾-布朗公司(Little, Brown)出版。
譯者/邢嵬
蘋果公司（Apple Inc.）董事長、公司創始人之一喬布斯（Steven P. Jobs）於週三去世。他是個人電腦行業的先驅﹐改變了人們對科技的思考方式。
蘋果在一份聲明中說﹐喬布斯的才華、激情和精力是無數創新的來源﹐這些創新豐富和改善了我們所有人的生活﹔這個世界因為喬布斯而無限美好。
在 三十多年的職業生涯中﹐喬布斯改變了硅谷﹐幫助這片曾經廣袤荒涼的果園變成科技行業的創新中心。與微軟公司（Microsoft Corp.）創始人之一蓋茨（Bill Gates）和甲骨文公司（Oracle Corp.）創始人埃里森（Larry Ellison）一道﹐喬布斯為現代高科技產業奠定了基礎。此外﹐他還證明了﹐具有視覺沖擊力的設計優良產品比僅憑科技本身之力的產品更有吸引力﹐他同時 改變了消費者在日益數字化的世界里與科技互動的方式。
然而﹐與蓋茨和埃里森不同的是﹐喬布斯職業生涯中最具成效的篇章出現在他即將走到生 命盡頭之時﹐iPod、iPhone和iPad等一連串大獲成功的創新產品從根本上改變了個人電腦、電子產品和數字媒體行業。與此同時﹐他通過精心策劃的 廣告攻勢和開設零售店的方式推廣和銷售這些產品﹐幫助蘋果公司成為了流行文化偶像。
在這一階段開始的時候﹐喬布斯曾將他的哲學描述為試圖生產出處於“藝術和科技交匯點”的產品。
在實現這一目標的過程中﹐他把蘋果轉變為了世界最有價值的公司之一﹐該公司的市值達到3,568億美元。
喬布斯終年56歲。他在2008年年中體重明顯下降後﹐在2009年休了近六個月的病假﹐在此期間他接受了肝移植手術。在今年八月辭去蘋果公司首席執行職務之前﹐他在七月中旬又請了一次病假﹐但未解釋具體原因。
喬布斯身後留下了妻子勞倫（Laurene）和四個孩子。
喬 布斯單在科技領域就已經取得了舉世矚目的成就﹐但他在娛樂業發揮了同樣具有開創性的作用。他讓蘋果成為了最大的音樂零售商﹐在擔任皮克斯動畫工作室 （Pixar Animation Studios）投資人和首席執行長期間推動了電腦動畫電影的普及。後來他將皮克斯賣給了華特•迪斯尼公司（Walt Disney Co.）。喬布斯在改變人們使用互聯網的方式﹐消費音樂、電視劇、電影和書籍的方式方面是個關鍵人物。在這一過程中﹐他也顛覆多個行業。
喬布斯還完成了現代商業史上最引人注目的東山再起案例之一。離開蘋果的11年間﹐喬布斯基本上被看作是昨日黃花。11年後他回到蘋果﹐接連推出iMac一體機、iPod音樂播放器和iTunes數字音樂商店等產品﹐令當時處於困境的蘋果公司起死回生。
超越個人電腦
雖 然喬布斯8月將蘋果公司的大權正式交給了長期的副手庫克（Tim Cook）﹐但他的辭世依然引發了一個利害攸關的問題﹐那就是沒有了喬布斯的遠見和指導﹐過去十年大多數時間一直是技術創新先鋒的蘋果公司如何能夠維持自 己的成功。華特•迪斯尼、沃爾瑪（Wal-Mart Stores Inc.）和國際商業機器公司（International Business Machines Corp.）等其他美國資本主義的象徵在其魅力非凡的創始人離去後﹐也經歷過一些過渡期的困難﹐但最終都成功取得蓬勃發展。
但很少有這種成就顯赫的公司表現出對其創始人如此嚴重的依賴性﹐也沒有在創始人事業達到頂峰時失去他。喬布斯1985年被蘋果解雇後幾年﹐公司開始走下坡路﹐逐漸滑向電腦行業的邊緣地帶。1997年喬布斯回到蘋果後﹐局勢才得到扭轉。
喬 布斯變化無常的管理風格也留下了無數的故事﹐比如他不喜歡某些東西時習慣稱自己的員工或其想法“愚蠢”。對微軟公司、谷歌公司（Google Inc.）和亞馬遜公司（Amazon.com Inc.）等對手他更是毫不留情。2010年4月﹐Adobe Systems Inc.因蘋果iPhone和iPad不支持Adobe Flash視頻格式而發起攻勢時﹐喬布斯寫了一份1,600字的長文﹐敘述Adobe軟件為何已經過時且不適用於移動設備。
喬布斯對公司 硬件和軟件維持著不可動搖的標準﹐要求從消費者踏進時髦的蘋果店那一刻起﹐就感受到產品在美學上的“極致卓越”以及易用性。他在開發和設計過程中對最微小 細節的注重在形成蘋果產品最獨特的一些功能上起到了關鍵作用﹐而他精心準備的台上演示則激起了人們的熱情﹐這是其他同行無法比擬的。
在一場場發佈蘋果新產品的活動中﹐喬布斯經常在講話快結束時﹐惡作劇式地宣稱“還有一件事”﹐然後才公佈最重要的消息。他要求蘋果員工嚴格執行保密﹐他認為這種策略增強了人們對即將發佈的蘋果產品的期待。
喬 布斯生於1955年2月24日﹐自幼被加州帕羅奧多（Palo Alto, Calif）一個家庭收養。他很早就建立了科技創新者的名聲。他從大學輟學﹐1976年21歲時與好友沃茲尼亞克（Steve Wozniak）在家中的車庫創建了蘋果電腦公司（Apple Computer Inc.）。據《華爾街日報》記者卡爾頓（Jim Carlton）撰寫的《蘋果公司興衰內幕》（Apple: The Inside Story of Intrigue, Egomania, and Business Blunders）一書介紹﹐喬布斯選擇這個名字的一個原因是﹐他是披頭士樂隊（Beatles）的歌迷﹐並且很喜歡樂隊的蘋果唱片商標。
1977 年﹐二人推出了蘋果電腦第二代（Apple II）﹐這是一款開創性的電腦﹐價格相對合理﹐並且針對的人群是大眾消費者而非發燒友。蘋果二代繼而成為第一款取得商業成功的個人電腦之一﹐1980年蘋 果公司上市時﹐年銷售額就達到了1.17億美元。蘋果上市使喬布斯立即成為了百萬富翁。
喬布斯早期的點子並非全都獲得了成功。蘋果公司分 別於1980年和1983年推出的Apple III和Lisa電腦都是失敗之作。但極具特點的一體式Macintosh電腦確立了現代電腦操作系統的設計標準﹐在Macintosh的操作系統中﹐用 戶可以直接用鼠標點擊圖標﹐而不用輸入命令。當時蘋果從喬治•奧威爾(George Orwell)的小說《1984》中獲得靈感﹐製作了一則石破天驚的電視廣告預告Macintosh的面世﹐這則廣告廣為人知地只播放了一次。
就連那個時候﹐喬布斯都極度注重設計細節。Bruce Tognazzini曾是蘋果的用戶界面專家﹐1978年加入蘋果﹐他曾說﹐喬布斯頑固地堅持讓鍵盤不要包括讓用戶在電腦屏幕上移動指針的上下左右鍵。
陶冶出的形像
喬 布斯對於美感的追求有時到了近乎極端的程度。上世紀80年代以及1998至2005年在蘋果擔任工程師的喬治•克勞(George Crow)回憶起喬布斯希望連電腦的內部都能賞心悅目。克勞說﹐在最早的Macintosh PC機上﹐喬布斯希望電腦里的線路用蘋果早期的彩虹標志的顏色。克勞說﹐他最終說服了喬布斯﹐讓他相信這是不必要的開支。
喬布斯關於 Macintosh的許多想法來自1979年參觀施樂公司(Xerox Corp.)帕洛阿爾托研究中心(Palo Alto Research)的經歷。他在那裡看到一台名為Xerox Alto的機器﹐它有一個粗糙的圖形用戶界面﹐還有一個鼠標。這一插曲突出了他一再扮演的角色﹐即現有發明的改進者和推廣者。
喬布斯在美國公共電視網（PBS）一部有關上世紀90年代中期以來的電腦行業的紀錄片中說﹐畢加索曾經說過﹐好的藝術家摹仿﹐偉大的藝術家偷竊。我一直厚顏無恥地偷竊偉大的創意。
就連外表﹐喬布斯似乎也致力於打造一個更具藝術家氣質而非公司管理人員的形象。在公開場合﹐他通身幾乎是一成不變的穿著打扮：利維斯(Levis)牛仔褲、黑色高領套頭衫、紐巴倫(New Balance)運動鞋。
隨 著蘋果的擴張﹐喬布斯決定讓更富經驗的管理者來領導公司。1983年﹐他從百事公司(Pepsi Co.)挖來約翰•斯卡利(John Sculley)擔任蘋果首席執行長﹐喬布斯問了斯卡利一句名言：他是只想“向孩子們賣糖水”還是想幫助改變世界﹐這句話讓斯卡利改變了最初的猶疑態度。
接下來蘋果進入衰落期後﹐由於領導層的爭鬥﹐蘋果董事會在兩年後決定支持斯卡利﹐解雇時年30歲的喬布斯。喬布斯在上文提到過的PBS紀錄片中說：我能說什麼呢﹐我自己雇錯了人﹔他毀了我10年中致力的一切。
隨 後喬布斯創建了NeXT Inc.﹐這家初創企業受到密切關注﹐1988年﹐該公司推出一款與眾不同的黑色台式電腦﹐配備了先進的軟件﹐最初是針對學術計算市場。但這款電腦過高的 價格和一些關鍵的設計決策對它形成了阻礙﹐包括它採用光盤驅動﹐並使用摩托羅拉公司(Motorola Inc.)的微處理器﹐而當時英特爾(Intel Corp.)的芯片和軟盤驅動已經成為主流。
NeXT最終停止銷售硬件﹐作為一家軟件公司也未能賺錢。但1996年12月NeXT被蘋果以4億美元收購﹐後來它的操作系統成了OS X的基石﹐後者是當今的Mac電腦的軟件支柱。
1986 年﹐喬布斯用來自蘋果的部分財富﹐以1,000萬美元從電影導演喬治•盧卡斯（George Lucas）手中收購了盧卡斯電影公司（Lucasfilm Ltd.）旗下的計算機圖形部門。他用這些資產創建了皮克斯動畫工作室﹐先是賣硬件﹐接著賣軟件﹐後來又開始製作故事片。隨後﹐從《玩具總動員》（Toy Story）到2008年的《瓦力》（Wall-E）﹐皮克斯創造了一系列賣座的動畫片。2006年1月﹐喬布斯以74億美元將皮克斯賣給了迪斯尼﹐這筆 交易給了他一個迪斯尼董事會的席位﹐並使他成為迪斯尼最大股東。
與此同時﹐蘋果開始沒落。使用英特爾芯片和微軟軟件的電腦開始主導市場﹐在微軟Windows模仿Mac視覺界面的許多元素後﹐這種趨勢開始加速。
相反﹐蘋果不得不同時支付硬件和軟件的內部開發費用。製造產品使Macintosh更有用的應用程序開發者越來越少。蘋果最終決定將自己的操作系統授權給其他硬件公司﹐但扭轉倒向Windows機器的大勢為時已晚。
到 1997年﹐蘋果在兩年內虧損了近20億美元﹐股價跌至歷史最低水平﹐當時擔任首席執行長的是阿梅里奧（Gil Amelio）﹐他是四年里的第三任CEO。蘋果在1996年12月收購了NeXT。8個月後﹐阿梅里奧被解職﹐喬布斯被任命為臨時CEO﹐2000年1 月成為常任CEO。一位蘋果前員工回憶說﹐喬布斯在回歸後不久開玩笑說：瘋子佔領了精神病院﹐我們可以為所欲為了。
一系列錯誤
喬布斯拿1美元的年薪及蘋果股票期權。他做出了一系列改變﹐並迅速開始取得成效。他終止了處於初期的製造Mac克隆機的軟件授權項目﹐廢掉了處境艱難的Newton掌上電腦﹐將一系列混亂的Mac模型壓縮成了集中於大眾消費市場的幾個系統。
1998 年5月﹐他推出了iMac﹐這是一款與眾不同的一體機﹐擁有藍綠色和灰色的半透明彩色外殼。這款受歡迎的機器促使競爭對手紛紛改善自己的設計。蘋果為 iMac製作了一個大膽的廣告宣傳片﹐廣告語是“另類思考”（Think Different）﹐並配上愛因斯坦（Albert Einstein）和《芝麻街》木偶創作者漢森（Jim Henson）等喬布斯崇拜的偶像的圖片。
在股東們為這些改革叫好之際﹐喬布斯 則在蘋果位於加州Cupertino的總部大展拳腳。接管後的幾個月內﹐他就用NeXT前下屬替換了五位高管中的四位。他發郵件禁止員工在這個素以悠閑輕 鬆而聞名的總部將寵物帶到辦公室﹐甚至禁止員工在停車場吸煙﹐並威脅說只要發現有人泄露公司文件就會被解雇。
由於未能及時安排為這位臨時CEO的辦公室安裝高速數字數據傳輸線﹐一名私人助理就被炒了魷魚。這名員工說﹐喬布斯因其耽誤工作將其解雇﹐但在第二天冷靜下來後又取消瞭解雇。（這名員工不久後自己辭職了。）
蘋果在喬布斯回歸期間有一些挫折﹐包括在2001年﹐一款正方體的Macintosh由於未能受到歡迎在2001年遭到廢棄。這就是為什麼﹐蘋果曾在2000年和2001年出現季度虧損﹐並幾次提醒說不會達到預估目標。
但 大受歡迎的產品隨之而來。2001年﹐蘋果推出了一款用鈦制成的PowerBook筆記本﹐這種金屬常用於戰鬥機。同年﹐蘋果推出了iPod﹐用流線型的 外觀和類似於DJ操作台的歌曲導航等特色改變了數字音樂播放器。從上市至2010年9月﹐蘋果共售出逾2.75億台iPod﹐在數字音樂播放器市場佔據超 過70%的份額。
永遠向前看
一個關鍵的分水嶺是2003年開放的iTunes音樂商店。當 時音樂行業基本處於數字革命的邊緣地帶﹐受到違法下載的重創但又無法找到簡單而廉價的方法在網上銷售歌曲。但喬布斯幫助說服了主要唱片公司以每張0.99 美元的價格出售歌曲﹐並實施大多數消費者都能接受的反盜版限制條款。
迄今﹐iTunes音樂商店共售出了100多億首歌﹐2008年成為美國最大的音樂零售商。iTunes音樂商店還成了消費者購買iPod的一個激勵因素﹐因為在多數情況下﹐iTunes商店的歌曲只能下載到蘋果音樂播放器﹐不能下載到其他公司生產的設備上。
與 此同時﹐喬布斯正在創建一個資歷深厚的管理團隊。20世紀90年代﹐他聘請前康柏電腦公司（Compaq Computer Corp.）高管庫克（Tim Cook）來加強蘋果的運營﹐後來將他提拔為首席運營長。零售業務高級副總裁約翰遜（Ron Johnson）是2000年從連鎖廉價超市Target Corp.加入蘋果﹐負責在全球開設蘋果零售店的。蘋果首席工業設計師艾夫（Jonathan Ive）負責公司產品的外觀和質感﹐據說他擁有和喬布斯一樣對設計的敏感性。
2004年﹐喬布斯不得不依賴這個團隊﹐他透露自己做了移 除胰腺惡性腫瘤的手術。蘋果在2004年8月初透露了喬布斯做手術的消息﹐但一位知情人士說﹐喬布斯首次得知自己患腫瘤是在9個月前做常規腹部掃描的時 候。這位知情人士說﹐在喬布斯通過調節飲食治療腫瘤期間﹐蘋果董事會和喬布斯沒有對蘋果股東透露任何信息。
2007年6月﹐喬布斯在蘋果推出iPhone時再度引起轟動。這款手機用觸摸界面等特色功能挑戰手機市場的極限。有了觸摸屏﹐用戶可以用拇指和另外一只手指在界面上放大圖片等小技法。
喬 布斯在iPhone的開發上和以往一樣親力親為。知情人士說﹐2007年在Macworld展覽會發佈iPhone後決定將iPhone屏幕由塑料改為玻 璃的就是喬布斯。iPhone團隊匆忙採購符合喬布斯嚴格標準的玻璃﹐從而使iPhone的生產能及時趕上發佈。發佈會於七個月後召開。
儘 管當時有人懷疑蘋果是否能夠進入Research in Motion Ltd.黑莓手機等設備主導的競爭已經很激烈的市場﹐但蘋果迅速成為了手機市場的強力軍﹐到2010年12月共售出了9,200萬部iPhone。今年早 些時候﹐蘋果說除美國電話電報公司（AT&T）外﹐還將開始通過Verizon Wireless銷售iPhone﹐導致iPhone勢頭更加迅猛。
去年﹐喬布斯還在一片讚美聲中發佈了iPad平板電腦﹐稱其是“神奇 的和革命性的”。在iPad發佈後的頭九個月﹐蘋果售出了1,480萬台iPad﹐消費者紛紛搶購﹐將其作為休閑多媒體設備進行收發郵件、看視頻和閱讀等 活動。與喬布斯有過密切工作的人士說﹐這個項目對喬布斯太重要了﹐以至於他在從2009年肝臟移植手術恢復的同時都在親自參與iPad的計劃。
iPhone和iPad的一個主要賣點是蘋果商店（App Store)﹐軟件開發商可以輕鬆的製作應用程序﹐用戶可以免費或支付少量費用下載這些應用程序﹔截至2010年年底﹐蘋果商店已經獲得超過70億次的下載量。
2006年喬布斯的主導地位一度出現了陰雲﹐當時蘋果披露說﹐一項內部調查發現﹐1997年至2002年間授予蘋果高管的股票期權（包括喬布斯在內）日期有誤。蘋果成為了一系列股票日期倒填醜聞中最引人注目的科技公司﹐這些醜聞推高了高官們從股票獎勵中獲得的利潤。
後 來蘋果披露說﹐喬布斯參與選擇了有利的期權日期﹐但否認喬布斯有任何不當行為﹐因為喬布斯不瞭解自己行為的審計後果。蘋果調查的最後結果是﹐蘋果前法律總 顧問海能（Nancy Heinen）和前首席財務官安德森（Fred Anderson）兩位高管為日期倒填事件負責。後來兩人都被證券交易委員會（Securities and Exchange Commission）起訴。最後達成了和解。喬布斯從未被指控有任何不當行為。
瞭解喬布斯的人說﹐他始終保持創新的一個原因在於﹐他並不沉溺於過去的成就或以往的功績﹐而是始終向前看並要求員工也這樣做。前蘋果員工Hitoshi Hokamura回憶說﹐公司餐廳曾經展出過一台蘋果一代機﹐喬布斯20世紀90年代回歸後這台機器就悄然消失了。
在被確診患癌症近一年後的2005年6月﹐喬布斯在斯坦福大學（Stanford University）畢業典禮發表講話時說：記住自己終會死去﹐是我所知的避免陷入認為自己會失去一些東西的困境的最好方式。
YUKARI IWATANI KANE / GEOFFREY A. FOWLER
（更新完成）
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莫博士：我所認識的喬布斯
他 做了一名首席執行長應該做的事。他聘用和啟發了許多優秀的人﹔他立足於長遠來管理公司﹐而不是把眼光只鎖定在季度收益或短期股價上﹔他在業務上押下重注並 承擔了巨大風險。他堅持要求產品必須有最好的質量﹐堅持要求要為取悅和充分滿足實際用戶的需求來生產產品﹐而不是把滿足企業IT部門負責人等中間用戶的需 求擺在首位。就像他喜歡說的那樣﹐他生活在科技與人文科學的交匯點上。
而且他很會推銷。是的﹐他真會推銷。
當然﹐喬布斯有更具個性化的一面﹐而我則有幸對此有所瞭解﹐因為在他執掌蘋果公司的14年時間里﹐我曾與他先後交談過很多。從以下幾個故事里可以瞭解我所認識的喬布斯。
喬布斯把電話打到我家
喬 布斯在中途離開蘋果公司以前我並不認識他。那時我還不報道科技領域。在喬布斯離開蘋果的那段時間我只與他見過一次面。他在1997年重返蘋果後幾天開始給 我打電話﹐而且是在週日晚上。他連續四、五個週末在週日夜間往我家裡打電話。作為一名老記者﹐我知道他想取悅我﹐好讓我站在當時舉步維艱的蘋果公司一邊﹐ 我曾經推薦過蘋果的產品﹐但喬布斯給我打電話前不久我曾建議讀者們不要買蘋果的產品。
但 喬布斯在電話裡並不只是說蘋果公司的好話。我們的電話交談變成了長達90分鐘的內容廣泛的馬拉松式漫談﹐這種交談讓我瞭解了喬布斯的眾多側面。他前一分鐘 還在和我談有關數字革命的宏大觀點﹐接下來卻把話題轉向了蘋果公司眼下的產品為何如此糟糕以及某種顏色、角度、曲線或圖標是如何地令人難為情。
在他第二次打來電話後﹐我妻子開始對他在週末打來這種騷擾電話表示不滿。我卻不這樣覺得。
在後來的電話中﹐他有時會抱怨我對蘋果產品的某些評論﹐或是這些評論的部分內容──不過﹐說實話﹐我對將蘋果公司的大多數產品推薦給並非“科技達人”的普通消費者感到很放心。
我知道他會抱怨﹐因為他每次打電話的開場白都是：你好﹐沃爾特。我給你打電話不是要抱怨今天的專欄﹐不過如果可以的話﹐我有一些評論。
樂觀主義者
我無從知道喬布斯在1997和1998年蘋果最黑暗的日子裡怎樣跟他的團隊溝通﹐當時蘋果公司岌岌可危﹐他不得不向主要競爭對手微軟(Microsoft)求助。他當然有難以相處、反復無常的一面﹐而且我也認為﹐不管是當時還是後來﹐這一面都在蘋果公司內外展現出來了。
但我可以誠實地說﹐在我跟他的多次談話中﹐他表現出的最主要的語氣是樂觀和確定﹐對於蘋果公司以及整體上的數字革命都是如此。就在他告訴我﹐他想讓音樂業同意他出售數碼歌曲或是與競爭對手角力所面臨的種種困境時﹐至少在我面前﹐他的語調總是充滿耐心和遠見。
當 蘋果開設第一家零售專賣店時﹐他的這種特質得以展現。他組織媒體記者參觀﹐對專賣店的自豪之情溢於言表﹐就像個為第一個孩子而驕傲的父親。我當時評論說﹐ 肯定只會有寥寥幾家門店﹐並質疑蘋果對零售有何瞭解。他看著我﹐就像我是個瘋子一樣﹐他說﹐會有很多很多門店﹐而且蘋果公司已經花了一年時間﹐在一個秘密 地點利用模型來調整門店佈局。我曾打趣式地問喬布斯﹐他是否曾在從事首席執行長的繁重工作之餘﹐撥冗來拍板產品玻璃的透明度和木質材料的顏色等細節小事。 他說﹐當然了﹐就是這樣。
揭開蘋果產品的神秘面紗
有 時候﹐但並不總是﹐他會邀請我去看蘋果公司某些尚未對外界公佈的重磅產品。他或許也讓其他記者去看過。這種時候我們會在一間巨大的會議室里碰面﹐同時在場 的只有他少數幾名助手。喬布斯會堅持用布把這些新產品蓋住（即使是在私下場合）﹐然後他會像玩雜耍般把幕布揭開﹐這時他眼裡閃著光﹐聲音里充滿著激情。接 著我們會坐下來長時間地談論現在和未來﹐以及行業內的逸聞趣事。
我仍然記得他向我展示蘋果公司首款iPod那天的情況。我對一家電腦公司 居然涉足音樂播放器領域感到吃驚﹐而他則解釋說﹐他將蘋果視為一家數字產品公司﹐而不是一家電腦公司。他並沒有就此提供更多細節。喬布斯向我展示蘋果公司 的iPhone手機、iTunes音樂網店時也是這種情況。後來到iPad平板電腦時﹐他是讓我去他家裡看尚未展現給世人的iPad的﹐因為他那時已經病 重得不能去辦公室了。
地獄里的冰水
在第五屆“全數字化大會”（All Things Digital Conference）上﹐喬布斯和他的長期競爭對手──才華橫溢的比爾•蓋茨（Bill Gates）出人意料地同意一同出席﹐這是他倆第一次同在一個講台上接受長時間的採訪。但這次訪談幾乎沒有搞成。
那天早些時候﹐在蓋茨到來前﹐我在講台上單獨採訪了喬布斯﹐問他作為一名Windows應用程序的主要開發商有何感想﹐我之所以這樣問﹐是因為那時蘋果iTunes網店出售的應用程序已被安裝在了數億台Windows個人電腦中。
喬布斯語帶嘲諷地說﹐這就像是給身處地獄的某人送去一杯冰水。當蓋茨隨後到來並聽到這話時﹐他很自然地感到憤怒。在正式開始接受採訪前的見面中﹐蓋茨對喬布斯說﹐“所以我猜自己是來自地獄的代表。”
喬布斯遞了一瓶冰水給蓋茨﹐兩人間的僵局就此打破﹐隨後的採訪進行得很成功﹐兩個人表現得都像氣度非凡的政治家。採訪結束時﹐聽眾們起身長時間鼓掌﹐一些人還流出了眼淚。
那一次散步
喬布斯接受肝臟移植後在帕洛阿爾托的家中休養期間﹐他邀請我去聊聊。那次拜訪最終歷時三個小時﹐其間我們還一同散步去了附近的一家公園。他堅持要散步﹐雖然我擔心他虛弱的身材狀況。
他解釋說﹐他每天散步﹐而且每天為自己設定一個更遠的目標﹐而那一天他的目標就是鄰近的那個公園。我們邊走邊聊﹐突然﹐他停下腳步﹐看上去情況不妙。我懇求他掉頭回家﹐解釋說我不懂急救﹐而且甚至能想象媒體的大標題：無能記者任由喬布斯倒斃路旁。
但他大笑著拒絕了我的要求﹐歇了一會兒後﹐繼續向公園進發。我們坐在公園里的長椅上﹐談起人生、各自的家庭以及病痛。（幾年前我曾經心臟病發作。）他告誡我要保持身體健康。然後我們走了回去。
喬布斯那天沒出事﹐我永遠都為此感到欣慰。但現在他真地離開了﹐而且如此年輕﹐這是全世界的損失。
Walter S. Mossberg
Innovation works in mysterious ways
作者：英國《金融時報》專欄作家蒂姆•哈福德
字號
背景
中文評論[4條] 打印電郵收藏騰訊微博新浪微博
Was it salesmanship or engineering? Creativity or ruthlessness? Or was Steve Jobs simply gifted with vision and impeccable taste? Whatever the true source of his success, there was more than a touch of genius about Jobs. Even his side project, Pixar, was an astounding achievement. His first love, Apple, he built from nothing and then dragged back from the brink to make it the most valuable company in the world. No wonder so many of us felt sad at the news of his passing: surely he had more to offer.
是推銷藝術還是工程實力？是天才創意抑或冷酷無情？又或者僅僅因為史蒂夫•喬布斯(Steve Jobs)天生就具有遠見卓識和無可挑剔的品味？無論喬布斯取得成功的真正原因是什麼，他的天才能力可不止一點。甚至他的“副業”皮克斯(Pixar)都取得了令人矚目的成就。蘋果(Apple)是喬布斯的初戀，他白手起家創立了這家公司，後來又從懸崖邊上把它拉了回來並打造成為全球最有價值的公司。也難怪我們許多人對喬布斯的去世感到難過——他要活著，準能給我們帶來更多驚喜。
I spend my life in front of a computer, and that life is better because of what Steve Jobs created. But here's the strange thing: I've never owned an Apple product for longer than the two weeks it took to give up and send it back. (Apple's customer returns department is impeccable, by the way.) My Macbook Air? Glorious hardware, but fussy software and a counterintuitive interface. My iPad? Beautiful – but also heavy, not too fond of wireless, and refused even to turn on until I did some most impertinent things to my Windows laptop.
我每天的生活都是在電腦前度過的，是喬布斯的諸多創造讓我的生活更美好。但奇怪之處在於：我擁有蘋果產品的時間從沒有超過兩週，兩週時間已足以讓我放棄，並把它退還給蘋果公司了。 （順便說一下，蘋果公司的顧客退貨部也是讓人無可挑剔！）我的Macbook Air？硬件炫極了，可軟件有些花里胡哨，界面也不夠直觀。我的iPad？華麗得很，可它太重了，不太喜歡無線網絡，而且直到我在Windows筆記本電腦上進行了一些極其荒謬的操作之後，它才可以開機。
Apple never made a penny from me. Why, then, do I say that Steve Jobs improved my life? It's because I am surrounded by technology that looks good and works well because others followed where Apple led. Without Apple's refinement and popularisation of the WIMP environment (window, icon, menu and pointer), how long would we have waited for a graphic interface from Microsoft – and how awful might it have been? It's hard to imagine Bill Gates would have shown much interest in fonts without Apple's beautiful typography. Beyond desktop computers, there's a similar story to tell: I own an Android phone that owes more than a passing debt to the iPhone; I'm still waiting to own a Windows machine to rival the Mac Air; and every tablet in the world bows to the iPad.
蘋果從來沒有從我身上賺到過一分錢。那麼，為什麼我要說史蒂夫•喬布斯改善了我的生活呢？理由是，我被各種外觀出色效率出眾的技術所圍繞，正是因為其它公司都在追隨蘋果的腳步。若不是蘋果對WIMP（窗口、圖標、菜單和光標）環境的改進和推廣，我們不知要多久才能等到微軟(Microsoft)的圖形界面——那會是多麼可怕的一種情形啊！很難想像，要不是因為蘋果的漂亮字體，比爾•蓋茨(Bill Gates)會對字體產生多大的興趣。除了台式機以外，我還有類似的經歷告訴大家：我有一部Android手機，它欠iPhone的可不止一星半點；我還在期待可以擁有一台能與Mac Air相媲美的Windows筆記本；還有，世界上的每一台平板電腦都應該向iPad致以敬意。
To an economist the lesson is obvious: innovative profits are imperfectly appropriable. In more user-friendly language: when an entrepreneur bakes a cake, he only gets to keep a thin slice for himself. This is worrying if it discourages innovation, and in some industries innovators may be discouraged by the prospect that they must take big risks and sink big costs while society sits back and hopes to reap the benefits. Yet in the computer industry, plenty of entrepreneurs seem happy to take risks for the prospect of a thin slice of the social benefits.
對於經濟學家而言，其中的教訓是顯而易見的：創新收益的分配不盡合理。換成更通俗的話講，一位企業家烤熟了蛋糕之後，自己只能保住薄薄的一塊。不由讓人擔憂這是否會阻礙創新；在某些行業，創新者想到自己必須承擔巨大的風險並投入巨大的成本，而全社會坐享其成，希望憑空分得收益，可能會感覺灰心喪氣。但在計算機行業，似乎還有數不清的企業家樂於為了那微小的一份社會收益而冒險。
A discussion paper published in 2004 by the economist William Nordhaus attempts to establish exactly how thin that slice is. Nordhaus reckons that innovators capture a “minuscule” 2.2 per cent of the total social benefit of their innovations. The other 97.8 per cent goes to consumers , partly because competitors soon catch on, and partly because no company, even a monopolist, can charge each consumer a price reflecting her individual willingness to pay.
經濟學家威廉•諾德豪斯(William Nordhaus)於2004年發表的一篇論文，試圖準確地計算出這一薄片到底有多薄。諾德豪斯認為，創新者在其發明所產生的社會總收益中僅能收穫“微不足道的”2.2%。其它97.8%則造福了消費者，部分原因是競爭對手們很快就趕了上來，還有部分原因是沒有一家公司、哪怕是壟斷企業，向每位消費者收取的價格能夠與其個人願意付出的數額相符。
Professor Nordhaus's estimate can be regarded as, at best, an educated guess, partly because Nordhaus is only able to focus on innovations which lead to lower production costs and thus lower prices. If that's the metric, developments such as the world wide web or penicillin barely register. Still, I think it's safe to say that both Tim Berners-Lee (the web) and Alexander Fleming (penicillin) reaped far less than 2.2 per cent of the total value to society of their insights.
諾德豪斯教授的估算充其量可以被看作一種推測，部分原因是他只能夠集中研究那些促進生產成本下降、進而降低價格的發明創造。如果那就是衡量標準，萬維網(World Wide Web)和盤尼西林(penicillin)等發明勉強說來也算符合。不過，我覺得可以有把握地說，萬維網創造者蒂姆•伯納斯-李(Tim Berners-Lee)和盤尼西林的發現者亞歷山大•弗萊明(Alexander Fleming)從他們的創意想法給社會帶來的總價值中收穫的份額遠遠低於2.2%。
Was Jobs an exception? Chris Dillow of the Investor's Chronicle, who called my attention to the Nordhaus paper, reckons that Jobs's gift for branding and design helped Apple retain an unusually large slice of the innovator's cake. Perhaps that's true. Apple's shareholders have certainly enjoyed a profitable few years. But the greater benefit has flowed to customers – and not only the customers of Apple.
喬布斯是一個例外嗎？使我注意到諾德豪斯論文的是《投資者年鑑》(Investors' Chronicle)的克里斯•迪洛(Chris Dillow)。他認為，喬布斯在品牌塑造和設計方面的天分幫助蘋果公司從創新者的蛋糕上分得了出奇大的一片。或許他說的對。蘋果的股東們近幾年無疑賺得盆滿缽盈。但更多的收益還是流向了顧客——而且不僅僅是蘋果的顧客。
Tim Harford's latest book is 'Adapt: Why Success Always Starts with Failure' (Little, Brown)
蒂姆•哈福德的新書名為《適者生存：為何失敗是成功之母》(Adapt: Why Success Always Starts With Failure)，由利特爾-布朗公司(Little, Brown)出版。
譯者/邢嵬
蘋果公司（Apple Inc.）董事長、公司創始人之一喬布斯（Steven P. Jobs）於週三去世。他是個人電腦行業的先驅﹐改變了人們對科技的思考方式。
蘋果在一份聲明中說﹐喬布斯的才華、激情和精力是無數創新的來源﹐這些創新豐富和改善了我們所有人的生活﹔這個世界因為喬布斯而無限美好。
在 三十多年的職業生涯中﹐喬布斯改變了硅谷﹐幫助這片曾經廣袤荒涼的果園變成科技行業的創新中心。與微軟公司（Microsoft Corp.）創始人之一蓋茨（Bill Gates）和甲骨文公司（Oracle Corp.）創始人埃里森（Larry Ellison）一道﹐喬布斯為現代高科技產業奠定了基礎。此外﹐他還證明了﹐具有視覺沖擊力的設計優良產品比僅憑科技本身之力的產品更有吸引力﹐他同時 改變了消費者在日益數字化的世界里與科技互動的方式。
然而﹐與蓋茨和埃里森不同的是﹐喬布斯職業生涯中最具成效的篇章出現在他即將走到生 命盡頭之時﹐iPod、iPhone和iPad等一連串大獲成功的創新產品從根本上改變了個人電腦、電子產品和數字媒體行業。與此同時﹐他通過精心策劃的 廣告攻勢和開設零售店的方式推廣和銷售這些產品﹐幫助蘋果公司成為了流行文化偶像。
在這一階段開始的時候﹐喬布斯曾將他的哲學描述為試圖生產出處於“藝術和科技交匯點”的產品。
在實現這一目標的過程中﹐他把蘋果轉變為了世界最有價值的公司之一﹐該公司的市值達到3,568億美元。
喬布斯終年56歲。他在2008年年中體重明顯下降後﹐在2009年休了近六個月的病假﹐在此期間他接受了肝移植手術。在今年八月辭去蘋果公司首席執行職務之前﹐他在七月中旬又請了一次病假﹐但未解釋具體原因。
喬布斯身後留下了妻子勞倫（Laurene）和四個孩子。
Justin Sullivan/Getty Images
圖片：喬布斯的這些年
喬布斯還完成了現代商業史上最引人注目的東山再起案例之一。離開蘋果的11年間﹐喬布斯基本上被看作是昨日黃花。11年後他回到蘋果﹐接連推出iMac一體機、iPod音樂播放器和iTunes數字音樂商店等產品﹐令當時處於困境的蘋果公司起死回生。
超越個人電腦
雖 然喬布斯8月將蘋果公司的大權正式交給了長期的副手庫克（Tim Cook）﹐但他的辭世依然引發了一個利害攸關的問題﹐那就是沒有了喬布斯的遠見和指導﹐過去十年大多數時間一直是技術創新先鋒的蘋果公司如何能夠維持自 己的成功。華特•迪斯尼、沃爾瑪（Wal-Mart Stores Inc.）和國際商業機器公司（International Business Machines Corp.）等其他美國資本主義的象徵在其魅力非凡的創始人離去後﹐也經歷過一些過渡期的困難﹐但最終都成功取得蓬勃發展。
但很少有這種成就顯赫的公司表現出對其創始人如此嚴重的依賴性﹐也沒有在創始人事業達到頂峰時失去他。喬布斯1985年被蘋果解雇後幾年﹐公司開始走下坡路﹐逐漸滑向電腦行業的邊緣地帶。1997年喬布斯回到蘋果後﹐局勢才得到扭轉。
喬 布斯變化無常的管理風格也留下了無數的故事﹐比如他不喜歡某些東西時習慣稱自己的員工或其想法“愚蠢”。對微軟公司、谷歌公司（Google Inc.）和亞馬遜公司（Amazon.com Inc.）等對手他更是毫不留情。2010年4月﹐Adobe Systems Inc.因蘋果iPhone和iPad不支持Adobe Flash視頻格式而發起攻勢時﹐喬布斯寫了一份1,600字的長文﹐敘述Adobe軟件為何已經過時且不適用於移動設備。
喬布斯對公司 硬件和軟件維持著不可動搖的標準﹐要求從消費者踏進時髦的蘋果店那一刻起﹐就感受到產品在美學上的“極致卓越”以及易用性。他在開發和設計過程中對最微小 細節的注重在形成蘋果產品最獨特的一些功能上起到了關鍵作用﹐而他精心準備的台上演示則激起了人們的熱情﹐這是其他同行無法比擬的。
Reuters
圖片：喬布斯蘋果帝國十年擴張路
喬 布斯生於1955年2月24日﹐自幼被加州帕羅奧多（Palo Alto, Calif）一個家庭收養。他很早就建立了科技創新者的名聲。他從大學輟學﹐1976年21歲時與好友沃茲尼亞克（Steve Wozniak）在家中的車庫創建了蘋果電腦公司（Apple Computer Inc.）。據《華爾街日報》記者卡爾頓（Jim Carlton）撰寫的《蘋果公司興衰內幕》（Apple: The Inside Story of Intrigue, Egomania, and Business Blunders）一書介紹﹐喬布斯選擇這個名字的一個原因是﹐他是披頭士樂隊（Beatles）的歌迷﹐並且很喜歡樂隊的蘋果唱片商標。
1977 年﹐二人推出了蘋果電腦第二代（Apple II）﹐這是一款開創性的電腦﹐價格相對合理﹐並且針對的人群是大眾消費者而非發燒友。蘋果二代繼而成為第一款取得商業成功的個人電腦之一﹐1980年蘋 果公司上市時﹐年銷售額就達到了1.17億美元。蘋果上市使喬布斯立即成為了百萬富翁。
喬布斯早期的點子並非全都獲得了成功。蘋果公司分 別於1980年和1983年推出的Apple III和Lisa電腦都是失敗之作。但極具特點的一體式Macintosh電腦確立了現代電腦操作系統的設計標準﹐在Macintosh的操作系統中﹐用 戶可以直接用鼠標點擊圖標﹐而不用輸入命令。當時蘋果從喬治•奧威爾(George Orwell)的小說《1984》中獲得靈感﹐製作了一則石破天驚的電視廣告預告Macintosh的面世﹐這則廣告廣為人知地只播放了一次。
互動大事記：蘋果在中國
陶冶出的形像
喬 布斯對於美感的追求有時到了近乎極端的程度。上世紀80年代以及1998至2005年在蘋果擔任工程師的喬治•克勞(George Crow)回憶起喬布斯希望連電腦的內部都能賞心悅目。克勞說﹐在最早的Macintosh PC機上﹐喬布斯希望電腦里的線路用蘋果早期的彩虹標志的顏色。克勞說﹐他最終說服了喬布斯﹐讓他相信這是不必要的開支。
喬布斯關於 Macintosh的許多想法來自1979年參觀施樂公司(Xerox Corp.)帕洛阿爾托研究中心(Palo Alto Research)的經歷。他在那裡看到一台名為Xerox Alto的機器﹐它有一個粗糙的圖形用戶界面﹐還有一個鼠標。這一插曲突出了他一再扮演的角色﹐即現有發明的改進者和推廣者。
喬布斯在美國公共電視網（PBS）一部有關上世紀90年代中期以來的電腦行業的紀錄片中說﹐畢加索曾經說過﹐好的藝術家摹仿﹐偉大的藝術家偷竊。我一直厚顏無恥地偷竊偉大的創意。
就連外表﹐喬布斯似乎也致力於打造一個更具藝術家氣質而非公司管理人員的形象。在公開場合﹐他通身幾乎是一成不變的穿著打扮：利維斯(Levis)牛仔褲、黑色高領套頭衫、紐巴倫(New Balance)運動鞋。
隨 著蘋果的擴張﹐喬布斯決定讓更富經驗的管理者來領導公司。1983年﹐他從百事公司(Pepsi Co.)挖來約翰•斯卡利(John Sculley)擔任蘋果首席執行長﹐喬布斯問了斯卡利一句名言：他是只想“向孩子們賣糖水”還是想幫助改變世界﹐這句話讓斯卡利改變了最初的猶疑態度。
接下來蘋果進入衰落期後﹐由於領導層的爭鬥﹐蘋果董事會在兩年後決定支持斯卡利﹐解雇時年30歲的喬布斯。喬布斯在上文提到過的PBS紀錄片中說：我能說什麼呢﹐我自己雇錯了人﹔他毀了我10年中致力的一切。
隨 後喬布斯創建了NeXT Inc.﹐這家初創企業受到密切關注﹐1988年﹐該公司推出一款與眾不同的黑色台式電腦﹐配備了先進的軟件﹐最初是針對學術計算市場。但這款電腦過高的 價格和一些關鍵的設計決策對它形成了阻礙﹐包括它採用光盤驅動﹐並使用摩托羅拉公司(Motorola Inc.)的微處理器﹐而當時英特爾(Intel Corp.)的芯片和軟盤驅動已經成為主流。
NeXT最終停止銷售硬件﹐作為一家軟件公司也未能賺錢。但1996年12月NeXT被蘋果以4億美元收購﹐後來它的操作系統成了OS X的基石﹐後者是當今的Mac電腦的軟件支柱。
1986 年﹐喬布斯用來自蘋果的部分財富﹐以1,000萬美元從電影導演喬治•盧卡斯（George Lucas）手中收購了盧卡斯電影公司（Lucasfilm Ltd.）旗下的計算機圖形部門。他用這些資產創建了皮克斯動畫工作室﹐先是賣硬件﹐接著賣軟件﹐後來又開始製作故事片。隨後﹐從《玩具總動員》（Toy Story）到2008年的《瓦力》（Wall-E）﹐皮克斯創造了一系列賣座的動畫片。2006年1月﹐喬布斯以74億美元將皮克斯賣給了迪斯尼﹐這筆 交易給了他一個迪斯尼董事會的席位﹐並使他成為迪斯尼最大股東。
與此同時﹐蘋果開始沒落。使用英特爾芯片和微軟軟件的電腦開始主導市場﹐在微軟Windows模仿Mac視覺界面的許多元素後﹐這種趨勢開始加速。
相反﹐蘋果不得不同時支付硬件和軟件的內部開發費用。製造產品使Macintosh更有用的應用程序開發者越來越少。蘋果最終決定將自己的操作系統授權給其他硬件公司﹐但扭轉倒向Windows機器的大勢為時已晚。
到 1997年﹐蘋果在兩年內虧損了近20億美元﹐股價跌至歷史最低水平﹐當時擔任首席執行長的是阿梅里奧（Gil Amelio）﹐他是四年里的第三任CEO。蘋果在1996年12月收購了NeXT。8個月後﹐阿梅里奧被解職﹐喬布斯被任命為臨時CEO﹐2000年1 月成為常任CEO。一位蘋果前員工回憶說﹐喬布斯在回歸後不久開玩笑說：瘋子佔領了精神病院﹐我們可以為所欲為了。
一系列錯誤
喬布斯拿1美元的年薪及蘋果股票期權。他做出了一系列改變﹐並迅速開始取得成效。他終止了處於初期的製造Mac克隆機的軟件授權項目﹐廢掉了處境艱難的Newton掌上電腦﹐將一系列混亂的Mac模型壓縮成了集中於大眾消費市場的幾個系統。
1998 年5月﹐他推出了iMac﹐這是一款與眾不同的一體機﹐擁有藍綠色和灰色的半透明彩色外殼。這款受歡迎的機器促使競爭對手紛紛改善自己的設計。蘋果為 iMac製作了一個大膽的廣告宣傳片﹐廣告語是“另類思考”（Think Different）﹐並配上愛因斯坦（Albert Einstein）和《芝麻街》木偶創作者漢森（Jim Henson）等喬布斯崇拜的偶像的圖片。
在股東們為這些改革叫好之際﹐喬布斯 則在蘋果位於加州Cupertino的總部大展拳腳。接管後的幾個月內﹐他就用NeXT前下屬替換了五位高管中的四位。他發郵件禁止員工在這個素以悠閑輕 鬆而聞名的總部將寵物帶到辦公室﹐甚至禁止員工在停車場吸煙﹐並威脅說只要發現有人泄露公司文件就會被解雇。
由於未能及時安排為這位臨時CEO的辦公室安裝高速數字數據傳輸線﹐一名私人助理就被炒了魷魚。這名員工說﹐喬布斯因其耽誤工作將其解雇﹐但在第二天冷靜下來後又取消瞭解雇。（這名員工不久後自己辭職了。）
蘋果在喬布斯回歸期間有一些挫折﹐包括在2001年﹐一款正方體的Macintosh由於未能受到歡迎在2001年遭到廢棄。這就是為什麼﹐蘋果曾在2000年和2001年出現季度虧損﹐並幾次提醒說不會達到預估目標。
但 大受歡迎的產品隨之而來。2001年﹐蘋果推出了一款用鈦制成的PowerBook筆記本﹐這種金屬常用於戰鬥機。同年﹐蘋果推出了iPod﹐用流線型的 外觀和類似於DJ操作台的歌曲導航等特色改變了數字音樂播放器。從上市至2010年9月﹐蘋果共售出逾2.75億台iPod﹐在數字音樂播放器市場佔據超 過70%的份額。
永遠向前看
一個關鍵的分水嶺是2003年開放的iTunes音樂商店。當 時音樂行業基本處於數字革命的邊緣地帶﹐受到違法下載的重創但又無法找到簡單而廉價的方法在網上銷售歌曲。但喬布斯幫助說服了主要唱片公司以每張0.99 美元的價格出售歌曲﹐並實施大多數消費者都能接受的反盜版限制條款。
迄今﹐iTunes音樂商店共售出了100多億首歌﹐2008年成為美國最大的音樂零售商。iTunes音樂商店還成了消費者購買iPod的一個激勵因素﹐因為在多數情況下﹐iTunes商店的歌曲只能下載到蘋果音樂播放器﹐不能下載到其他公司生產的設備上。
與 此同時﹐喬布斯正在創建一個資歷深厚的管理團隊。20世紀90年代﹐他聘請前康柏電腦公司（Compaq Computer Corp.）高管庫克（Tim Cook）來加強蘋果的運營﹐後來將他提拔為首席運營長。零售業務高級副總裁約翰遜（Ron Johnson）是2000年從連鎖廉價超市Target Corp.加入蘋果﹐負責在全球開設蘋果零售店的。蘋果首席工業設計師艾夫（Jonathan Ive）負責公司產品的外觀和質感﹐據說他擁有和喬布斯一樣對設計的敏感性。
2004年﹐喬布斯不得不依賴這個團隊﹐他透露自己做了移 除胰腺惡性腫瘤的手術。蘋果在2004年8月初透露了喬布斯做手術的消息﹐但一位知情人士說﹐喬布斯首次得知自己患腫瘤是在9個月前做常規腹部掃描的時 候。這位知情人士說﹐在喬布斯通過調節飲食治療腫瘤期間﹐蘋果董事會和喬布斯沒有對蘋果股東透露任何信息。
2007年6月﹐喬布斯在蘋果推出iPhone時再度引起轟動。這款手機用觸摸界面等特色功能挑戰手機市場的極限。有了觸摸屏﹐用戶可以用拇指和另外一只手指在界面上放大圖片等小技法。
喬 布斯在iPhone的開發上和以往一樣親力親為。知情人士說﹐2007年在Macworld展覽會發佈iPhone後決定將iPhone屏幕由塑料改為玻 璃的就是喬布斯。iPhone團隊匆忙採購符合喬布斯嚴格標準的玻璃﹐從而使iPhone的生產能及時趕上發佈。發佈會於七個月後召開。
儘 管當時有人懷疑蘋果是否能夠進入Research in Motion Ltd.黑莓手機等設備主導的競爭已經很激烈的市場﹐但蘋果迅速成為了手機市場的強力軍﹐到2010年12月共售出了9,200萬部iPhone。今年早 些時候﹐蘋果說除美國電話電報公司（AT&T）外﹐還將開始通過Verizon Wireless銷售iPhone﹐導致iPhone勢頭更加迅猛。
去年﹐喬布斯還在一片讚美聲中發佈了iPad平板電腦﹐稱其是“神奇 的和革命性的”。在iPad發佈後的頭九個月﹐蘋果售出了1,480萬台iPad﹐消費者紛紛搶購﹐將其作為休閑多媒體設備進行收發郵件、看視頻和閱讀等 活動。與喬布斯有過密切工作的人士說﹐這個項目對喬布斯太重要了﹐以至於他在從2009年肝臟移植手術恢復的同時都在親自參與iPad的計劃。
iPhone和iPad的一個主要賣點是蘋果商店（App Store)﹐軟件開發商可以輕鬆的製作應用程序﹐用戶可以免費或支付少量費用下載這些應用程序﹔截至2010年年底﹐蘋果商店已經獲得超過70億次的下載量。
2006年喬布斯的主導地位一度出現了陰雲﹐當時蘋果披露說﹐一項內部調查發現﹐1997年至2002年間授予蘋果高管的股票期權（包括喬布斯在內）日期有誤。蘋果成為了一系列股票日期倒填醜聞中最引人注目的科技公司﹐這些醜聞推高了高官們從股票獎勵中獲得的利潤。
後 來蘋果披露說﹐喬布斯參與選擇了有利的期權日期﹐但否認喬布斯有任何不當行為﹐因為喬布斯不瞭解自己行為的審計後果。蘋果調查的最後結果是﹐蘋果前法律總 顧問海能（Nancy Heinen）和前首席財務官安德森（Fred Anderson）兩位高管為日期倒填事件負責。後來兩人都被證券交易委員會（Securities and Exchange Commission）起訴。最後達成了和解。喬布斯從未被指控有任何不當行為。
瞭解喬布斯的人說﹐他始終保持創新的一個原因在於﹐他並不沉溺於過去的成就或以往的功績﹐而是始終向前看並要求員工也這樣做。前蘋果員工Hitoshi Hokamura回憶說﹐公司餐廳曾經展出過一台蘋果一代機﹐喬布斯20世紀90年代回歸後這台機器就悄然消失了。
在被確診患癌症近一年後的2005年6月﹐喬布斯在斯坦福大學（Stanford University）畢業典禮發表講話時說：記住自己終會死去﹐是我所知的避免陷入認為自己會失去一些東西的困境的最好方式。
YUKARI IWATANI KANE / GEOFFREY A. FOWLER
（更新完成）
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莫博士：我所認識的喬布斯
史
蒂 夫•喬布斯（Steve Jobs）是天才﹐他對多個產業和幾十億人的生活都產生了巨大影響﹐自從他今年八月辭去蘋果公司（Apple）首席執行長以來﹐有關他的文章已經數不勝 數。他是一位可與托馬斯•愛迪生（Thomas Edison）或亨利•福特（Henry Ford）比肩的歷史人物。相關報導
而且他很會推銷。是的﹐他真會推銷。
當然﹐喬布斯有更具個性化的一面﹐而我則有幸對此有所瞭解﹐因為在他執掌蘋果公司的14年時間里﹐我曾與他先後交談過很多。從以下幾個故事里可以瞭解我所認識的喬布斯。
喬布斯把電話打到我家
喬 布斯在中途離開蘋果公司以前我並不認識他。那時我還不報道科技領域。在喬布斯離開蘋果的那段時間我只與他見過一次面。他在1997年重返蘋果後幾天開始給 我打電話﹐而且是在週日晚上。他連續四、五個週末在週日夜間往我家裡打電話。作為一名老記者﹐我知道他想取悅我﹐好讓我站在當時舉步維艱的蘋果公司一邊﹐ 我曾經推薦過蘋果的產品﹐但喬布斯給我打電話前不久我曾建議讀者們不要買蘋果的產品。
Associated Press
1997年時的喬布斯。
在他第二次打來電話後﹐我妻子開始對他在週末打來這種騷擾電話表示不滿。我卻不這樣覺得。
在後來的電話中﹐他有時會抱怨我對蘋果產品的某些評論﹐或是這些評論的部分內容──不過﹐說實話﹐我對將蘋果公司的大多數產品推薦給並非“科技達人”的普通消費者感到很放心。
我知道他會抱怨﹐因為他每次打電話的開場白都是：你好﹐沃爾特。我給你打電話不是要抱怨今天的專欄﹐不過如果可以的話﹐我有一些評論。
樂觀主義者
我無從知道喬布斯在1997和1998年蘋果最黑暗的日子裡怎樣跟他的團隊溝通﹐當時蘋果公司岌岌可危﹐他不得不向主要競爭對手微軟(Microsoft)求助。他當然有難以相處、反復無常的一面﹐而且我也認為﹐不管是當時還是後來﹐這一面都在蘋果公司內外展現出來了。
但我可以誠實地說﹐在我跟他的多次談話中﹐他表現出的最主要的語氣是樂觀和確定﹐對於蘋果公司以及整體上的數字革命都是如此。就在他告訴我﹐他想讓音樂業同意他出售數碼歌曲或是與競爭對手角力所面臨的種種困境時﹐至少在我面前﹐他的語調總是充滿耐心和遠見。
當 蘋果開設第一家零售專賣店時﹐他的這種特質得以展現。他組織媒體記者參觀﹐對專賣店的自豪之情溢於言表﹐就像個為第一個孩子而驕傲的父親。我當時評論說﹐ 肯定只會有寥寥幾家門店﹐並質疑蘋果對零售有何瞭解。他看著我﹐就像我是個瘋子一樣﹐他說﹐會有很多很多門店﹐而且蘋果公司已經花了一年時間﹐在一個秘密 地點利用模型來調整門店佈局。我曾打趣式地問喬布斯﹐他是否曾在從事首席執行長的繁重工作之餘﹐撥冗來拍板產品玻璃的透明度和木質材料的顏色等細節小事。 他說﹐當然了﹐就是這樣。
揭開蘋果產品的神秘面紗
有 時候﹐但並不總是﹐他會邀請我去看蘋果公司某些尚未對外界公佈的重磅產品。他或許也讓其他記者去看過。這種時候我們會在一間巨大的會議室里碰面﹐同時在場 的只有他少數幾名助手。喬布斯會堅持用布把這些新產品蓋住（即使是在私下場合）﹐然後他會像玩雜耍般把幕布揭開﹐這時他眼裡閃著光﹐聲音里充滿著激情。接 著我們會坐下來長時間地談論現在和未來﹐以及行業內的逸聞趣事。
我仍然記得他向我展示蘋果公司首款iPod那天的情況。我對一家電腦公司 居然涉足音樂播放器領域感到吃驚﹐而他則解釋說﹐他將蘋果視為一家數字產品公司﹐而不是一家電腦公司。他並沒有就此提供更多細節。喬布斯向我展示蘋果公司 的iPhone手機、iTunes音樂網店時也是這種情況。後來到iPad平板電腦時﹐他是讓我去他家裡看尚未展現給世人的iPad的﹐因為他那時已經病 重得不能去辦公室了。
地獄里的冰水
在第五屆“全數字化大會”（All Things Digital Conference）上﹐喬布斯和他的長期競爭對手──才華橫溢的比爾•蓋茨（Bill Gates）出人意料地同意一同出席﹐這是他倆第一次同在一個講台上接受長時間的採訪。但這次訪談幾乎沒有搞成。
那天早些時候﹐在蓋茨到來前﹐我在講台上單獨採訪了喬布斯﹐問他作為一名Windows應用程序的主要開發商有何感想﹐我之所以這樣問﹐是因為那時蘋果iTunes網店出售的應用程序已被安裝在了數億台Windows個人電腦中。
喬布斯語帶嘲諷地說﹐這就像是給身處地獄的某人送去一杯冰水。當蓋茨隨後到來並聽到這話時﹐他很自然地感到憤怒。在正式開始接受採訪前的見面中﹐蓋茨對喬布斯說﹐“所以我猜自己是來自地獄的代表。”
喬布斯遞了一瓶冰水給蓋茨﹐兩人間的僵局就此打破﹐隨後的採訪進行得很成功﹐兩個人表現得都像氣度非凡的政治家。採訪結束時﹐聽眾們起身長時間鼓掌﹐一些人還流出了眼淚。
那一次散步
喬布斯接受肝臟移植後在帕洛阿爾托的家中休養期間﹐他邀請我去聊聊。那次拜訪最終歷時三個小時﹐其間我們還一同散步去了附近的一家公園。他堅持要散步﹐雖然我擔心他虛弱的身材狀況。
他解釋說﹐他每天散步﹐而且每天為自己設定一個更遠的目標﹐而那一天他的目標就是鄰近的那個公園。我們邊走邊聊﹐突然﹐他停下腳步﹐看上去情況不妙。我懇求他掉頭回家﹐解釋說我不懂急救﹐而且甚至能想象媒體的大標題：無能記者任由喬布斯倒斃路旁。
但他大笑著拒絕了我的要求﹐歇了一會兒後﹐繼續向公園進發。我們坐在公園里的長椅上﹐談起人生、各自的家庭以及病痛。（幾年前我曾經心臟病發作。）他告誡我要保持身體健康。然後我們走了回去。
喬布斯那天沒出事﹐我永遠都為此感到欣慰。但現在他真地離開了﹐而且如此年輕﹐這是全世界的損失。
Walter S. Mossberg
Jack Arent / Palo Alto Daily News / AP
Jobs speaks at the graduation ceremonies at Stanford University on June 12, 2005
1. Steve Jobs, 1955–2011: Mourning Technology's Great Reinventor
By Harry McCracken
The co-founder and chairman of Apple Inc. and one of the century's greatest business leaders died Oct. 5, 2011, at 56 — leaving behind a legacy of innovation and world-changing products
. Steve Jobs: Remembering the Dissatisfied Man
By Harry McCracken
If Steve Jobs hadn't been so restless, so unimaginably stubborn, the world would be a meaningfully different place
Steven P. Jobs, 1955-2011
Apple’s Visionary Redefined Digital Age
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Steven 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 was 56.
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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 the cause was complications of pancreatic cancer.
Mr. Jobs had waged a long and public struggle with the disease, remaining the face of the company even as he underwent treatment, introducing 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 Apple’s chief executive 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 company’s affairs, negotiating with another Silicon Valley executive only weeks earlier.
“I have always said that if there ever came a day when I could no longer meet my duties and expectations as Apple’s 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 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 the flow of social networks, with President Obama, technology industry leaders and legions of Apple fans weighing in.
“For those of us lucky enough to get to work with Steve, it’s been an insanely great honor,” said Bill Gates, the Microsoft co-founder. “I will miss Steve immensely.”
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 that 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 another — 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 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 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 product 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 motivating 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 colleagues. “‘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 Steve’s case, he pushes right to the edge, to try to make the next big step forward.”
Mr. Jobs was the ultimate 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 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 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 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 outsider in the corporate world, he said. When discussing the Silicon Valley’s lasting contributions to humanity, he mentioned in the same breath the invention of the microchip and “The Whole Earth Catalog,” a 1960s counterculture publication.
Apple’s very name reflected his unconventionality. In an era when 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 saw 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 as 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. Great 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 Apple brand, said Mr. Jobs’s 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. Jobs’s own research and intuition, not focus groups, were his guide. When asked what market research went into the iPad, Mr. Jobs replied: “None. It’s not the consumers’ job to know what they want.”
Early Interests
Steven 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, 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 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 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 in neighboring Cupertino. The two took an introductory electronics class there.
The spark that ignited their partnership was provided by Mr. Wozniak’s mother. Mr. Wozniak had graduated from high school and enrolled at the University of California, Berkeley, when she sent him an article from the October 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 nation’s phone system.
Mr. Wozniak shared the article with Mr. Jobs, and the two set out to 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 Cap’n 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 phone 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. Wozniak’s Berkeley dormitory room. Mr. Jobs, who was still in high school, had 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 — phone calls. They raised a total of $6,000 from the effort.
After enrolling at Reed College in 1972, Mr. Jobs left after one semester, but remained in Portland for another 18 months auditing classes. In a commencement address given at Stanford in 2005, he said he had decided to leave college because it was consuming all of his parents’ savings.
Leaving school, however, also freed his curiosity to follow his interests. “I didn’t have a dorm room,” he said in his Stanford speech, “so I slept on the floor in friends’ rooms, I returned Coke bottles for the 5-cent deposits to buy food with, and I would walk the seven miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on.”
He returned to Silicon Valley in 1974 and took a job there as a technician at Atari, the video game manufacturer. Still searching for his calling, he left after several months and traveled to India with a college friend, Daniel Kottke, who would later become an early Apple employee. Mr. Jobs returned to Atari that fall. In 1975, he and Mr. Wozniak, then working as an engineer at H.P., began attending meetings of the Homebrew Computer Club, a hobbyist group that met at the Stanford Linear Accelerator Center in Menlo Park, Calif. Personal computing had been pioneered at research laboratories adjacent to Stanford, and it was spreading to the outside world.
“What I remember is how intense he looked,” said Lee Felsenstein, a computer designer who was a Homebrew member. “He was everywhere, and he seemed to be trying to hear everything people had to say.”
Mr. Wozniak designed the original Apple I computer simply to show it off to his friends at the Homebrew. It was Mr. Jobs who had the inspiration that it could be a commercial product.
In early 1976, he and Mr. Wozniak, using their own money, began Apple with an initial investment of $1,300; they later gained the backing of a former Intel executive, A. C. Markkula, who lent them $250,000. Mr. Wozniak would be the technical half and Mr. Jobs the marketing half of the original Apple I Computer. Starting out in the Jobs family garage in Los Altos, they moved the company to a small office in Cupertino shortly thereafter.
In April 1977, Mr. Jobs and Mr. Wozniak introduced Apple II at the West Coast Computer Faire in San Francisco. It created a sensation. Faced with a gaggle of small and large competitors in the emerging computer market, Apple, with its Apple II, had figured out a way to straddle the business and consumer markets by building a computer that could be customized for specific applications.
Sales skyrocketed, from $2 million in 1977 to $600 million in 1981, the year the company went public. By 1983 Apple was in the Fortune 500. No company had ever joined the list so quickly.
The Apple III, introduced in May 1980, was intended to dominate the desktop computer market. I.B.M. would not introduce its original personal computer until 1981. But the Apple III had a host of technical problems, and Mr. Jobs shifted his focus to a new and ultimately short-lived project, an office workstation computer code-named Lisa.
An Apocalyptic Moment
By then Mr. Jobs had made his much-chronicled 1979 visit to Xerox’s research center in Palo Alto, where he saw the Alto, an experimental personal computer system that foreshadowed modern desktop computing. The Alto, controlled by a mouse pointing device, was one of the first computers to employ a graphical video display, which presented the user with a view of documents and programs, adopting the metaphor of an office desktop.
“It was one of those sort of apocalyptic moments,” Mr. Jobs said of his visit in a 1995 oral history interview for the Smithsonian Institution. “I remember within 10 minutes of seeing the graphical user interface stuff, just knowing that every computer would work this way someday. It was so obvious once you saw it. It didn’t require tremendous intellect. It was so clear.”
In 1981 he joined a small group of Apple engineers pursuing a separate project, a lower-cost system code-named Macintosh. The machine was introduced in January 1984 and trumpeted during the Super Bowl telecast by a 60-second commercial, directed by Ridley Scott, that linked I.B.M., then the dominant PC maker, with Orwell’s Big Brother.
A year earlier Mr. Jobs had lured Mr. Sculley to Apple to be its chief executive. A former Pepsi-Cola chief executive, Mr. Sculley was impressed by Mr. Jobs’s pitch: “Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?”
He went on to help Mr. Jobs introduce a number of new computer models, including an advanced version of the Apple II and later the Lisa and Macintosh desktop computers. Through them Mr. Jobs popularized the graphical user interface, which, based on a mouse pointing device, would become the standard way to control computers.
But when the Lisa failed commercially and early Macintosh sales proved disappointing, the two men became estranged and a power struggle ensued, and Mr. Jobs lost control of the Lisa project. The board ultimately stripped him of his operational role, taking control of the Lisa project away from him, and 1,200 Apple employees were laid off. He left Apple in 1985.
“I don’t wear the right kind of pants to run this company,” he told a small gathering of Apple employees before he left, according to a member of the original Macintosh development team. He was barefoot as he spoke, and wearing blue jeans.
That September he announced a new venture, NeXT Inc. The aim was to build a workstation computer for the higher-education market. The next year, the Texas industrialist H. Ross Perot invested $20 million in the effort. But it did not achieve Mr. Jobs’s goals.
Mr. Jobs also established a personal philanthropic foundation after leaving Apple but soon had a change of heart, deciding instead to spend much of his fortune — $10 million — on acquiring Pixar, a struggling graphics supercomputing company owned by the filmmaker George Lucas.
The purchase was a significant gamble; there was little market at the time for computer-animated movies. But that changed in 1995, when the company, with Walt Disney Pictures, released “Toy Story.” That film’s box-office receipts ultimately reached $362 million, and when Pixar went public in a record-breaking offering, Mr. Jobs emerged a billionaire. In 2006, the Walt Disney Company agreed to purchase Pixar for $7.4 billion. The sale made Mr. Jobs Disney’s largest single shareholder, with about 7 percent of the company’s stock.
His personal life also became more public. He had a number of well-publicized romantic relationships, including one with the folk singer Joan Baez, before marrying Laurene Powell. In 1996, his sister Mona Simpson, a novelist, threw a spotlight on her relationship with Mr. Jobs in the novel “A Regular Guy.” The two did not meet until they were adults. The novel centered on a Silicon Valley entrepreneur who bore a close resemblance to Mr. Jobs. It was not an entirely flattering portrait. Mr. Jobs said about a quarter of it was accurate.
“We’re family,” he said of Ms. Simpson in an interview with The New York Times Magazine. “She’s one of my best friends in the world. I call her and talk to her every couple of days.”
His wife and Ms. Simpson survive him, as do his three children with Ms. Powell, his daughters Eve Jobs and Erin Sienna Jobs and a son, Reed; another daughter, Lisa Brennan-Jobs, from a relationship with Chrisann Brennan; and another sister, Patti Jobs.
Return to Apple
Eventually, Mr. Jobs refocused NeXT from the education to the business market and dropped the hardware part of the company, deciding to sell just an operating system. Although NeXT never became a significant computer industry player, it had a huge impact: a young programmer, Tim Berners-Lee, used a NeXT machine to develop the first version of the World Wide Web at the Swiss physics research center CERN in 1990.
In 1996, after unsuccessful efforts to develop next-generation operating systems, Apple, with Gilbert Amelio now in command, acquired NeXT for $430 million. The next year, Mr. Jobs returned to Apple as an adviser. He became chief executive again in 2000.
Shortly after returning, Mr. Jobs publicly ended Apple’s long feud with its archrival Microsoft, which agreed to continue developing its Office software for the Macintosh and invested $150 million in Apple.
Once in control of Apple again, Mr. Jobs set out to reshape the consumer electronics industry. He pushed the company into the digital music business, introducing first iTunes and then the iPod MP3 player. The music arm grew rapidly, reaching almost 50 percent of the company’s revenue by June 2008.
In 2005, Mr. Jobs announced that he would end Apple’s business relationship with I.B.M. and Motorola and build Macintosh computers based on Intel microprocessors.
His fight with cancer was now publicly known. Apple had announced in 2004 that Mr. Jobs had a rare but curable form of pancreatic cancer and that he had undergone successful surgery. Four years later, questions about his health returned when he appeared at a company event looking gaunt. Afterward, he said he had suffered from a “common bug.” Privately, he said his cancer surgery had created digestive problems but insisted they were not life-threatening.
Apple began selling the iPhone in June 2007. Mr. Jobs’s goal was to sell 10 million of the handsets in 2008, equivalent to 1 percent of the global cellphone market. The company sold 11.6 million.
Although smartphones were already commonplace, the iPhone dispensed with a stylus and pioneered a touch-screen interface that quickly set the standard for the mobile computing market. Rolled out with much anticipation and fanfare, iPhone rocketed to popularity; by the end of 2010 the company had sold almost 90 million units.
Although Mr. Jobs took just a nominal $1 salary when he returned to Apple, his compensation became the source of a Silicon Valley scandal in 2006 over the backdating of millions of shares of stock options. But after a company investigation and one by the Securities and Exchange Commission, he was found not to have benefited financially from the backdating and no charges were brought.
The episode did little to taint Mr. Jobs’s standing in the business and technology world. As the gravity of his illness became known, and particularly after he announced he was stepping down, he was increasingly hailed for his genius and true achievement: his ability to blend product design and business market innovation by integrating consumer-oriented software, microelectronic components, industrial design and new business strategies in a way that has not been matched.
If he had a motto, it may have come from “The Whole Earth Catalog,” which he said had deeply influenced him as a young man. The book, he said in his commencement address at Stanford in 2005, ends with the admonition “Stay Hungry. Stay Foolish.”
“I have always wished that for myself,” he said.
This article has been revised to reflect the following correction:
Correction: October 7, 2011
An earlier version of this obituary misstated the year in which NeXT shifted its focus from the education to the business market as 1986.
This article has been revised to reflect the following correction:
Correction: October 7, 2011
An obituary on Thursday about Steven P. Jobs, the co-founder of Apple, misidentified, in some editions and at one point, the city in California where he went to high school. It is Cupertino, not Los Altos.
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