〔編譯陳成良／綜合報導〕終其一生，美國蘋果公司創辦人賈伯斯（Steve Jobs）都因不愛捐錢而飽受批評，但賈伯斯遺孀勞倫（Laurene Powell Jobs）、他的接班人庫克（Tim Cook）以及U2樂團主唱波諾（Bono）最近均透露，賈伯斯其實為善不欲人知，生前曾捐出至少5000萬美元（約15億台幣）給醫療機構，並贊助愛滋 病相關研究。
為善不欲人知 打破外界偏見
賈伯斯與積極投入 慈善事業的微軟公司董事長比爾蓋茲（Bill Gates）不同，往往給人較為冷漠的觀感，他也拒絕參與由蓋茲和股神巴菲特（Warren Buffet）發起的「樂施誓約」（The Giving Pledge）行動，其宗旨是希望億萬富豪能在有生之年或逝世後， 將其名下50％以上資產或遺產，捐贈給世界各地的慈善團體。
勞倫創立的慈善組織「愛默生基金會」（Emerson Collective LLC），結構更像個小型企業，有限責任公司的型態可讓她在從事捐贈、投資及其他政治捐款活動時不必公開，「敏捷、靈活、即時」。勞倫還在1997年協助 成立非營利教育機構「大學之路」（College Track），幫助弱勢高中生取得大學文憑。
紐時2011年一篇文章宣稱，賈伯斯沒有捐款給慈善公司的公開紀錄，但後來賈伯斯的好友波諾說，蘋果長期贊助他創辦的RED抗愛滋組織與產品，也是「全球抗愛滋基金」主要贊助者，還捐款數百萬美元贊助愛滋病研究，賈伯斯對於非洲對抗愛滋病的貢獻「無可算計」。
賈伯斯生前協助創立的皮克斯動畫公司（Pixar），每年都會主辦電影放映會籌募善款。現任蘋果執行長庫克也說，賈伯斯生前捐了5000萬美元贊助史丹福醫院，挹注兒童醫療中心與新大樓建設。
紐約時報給 Steve Jobs 這些讚揚
Steve Jobs, Apple’s Visionary, Dies at 56
Video: Jobs's Legacy NEW
PhotographsSteven P. Jobs transformed the personal computer and created a series of revolutionary products.
Apple Co-Founder Had Waged Public Battle With Cancer
By JOHN MARKOFF
Steven P. Jobs helped usher in the era of the personal computer and led a cultural transformation in mobile communications and music for the digital age.
A Tough Balancing Act Remains Ahead for Apple
By NICK WINGFIELD
Apple’s executives will have to figure out how to follow the lessons Steven P. Jobs imparted prior to his death without being trapped by his legacy and unable to adapt to future changes.
Jobs’s Death Draws Outpouring of Grief and Tributes
By MATT RICHTEL
Fans reacted to the death of Steven P. Jobs by using their Apple laptops, leaving flowers at Apple stores and flooding Twitter with messages — a veritable technology 21-gun salute.
READER SUBMISSIONS
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Photos: Reader Memories
F. Moody
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2011/01/6 7:45 CNN 快報說 該公司確定Steve Jobs 已過世
http://www.apple.com/
If you would like to share your thoughts, memories, and condolences, please email rememberingsteve@apple.com
アップル前ＣＥＯ、スティーブ・ジョブズ氏死去
アップルの創業者であるスティーブ・ジョブズ前最高経営責任者（ＣＥＯ）が死去したことが、５日分かった。５６歳だった。アップルがホームページ上で明 らかにした。ジョブズ氏は、ｉＰｈｏｎｅ（アイフォーン）やｉＰａｄ（アイパッド）など、世界的な大ヒットになった商品の開発・販売を主導し、アップルを 再生させたことで知られる。健康上の理由で今年８月、ＣＥＯ職を退いていた。
アップルはホームページ上で「アップルはビジョンがあり創造的な天才を失った。世界は素晴らしい人物を失った」との声明を出した。（ワシントン＝尾形聡彦）
アップルはホームページ上で「アップルはビジョンがあり創造的な天才を失った。世界は素晴らしい人物を失った」との声明を出した。（ワシントン＝尾形聡彦）
Steve Jobs 辭Apple 的 ceo 當起董事長
這是20年來唯一一家
技術願景夢想成真的公司
Apple’s Steve Jobs Reshaped Industries
By DAVID POGUE
It’s hard to imagine that we’ll ever see another 15 years of blockbuster, culture-changing hits like the iMac, iPod, iPhone and iPad — from Apple or anyone else.
Steve Jobs resigns
The minister of magic steps down
Can Silicon Valley’s most disruptive firm prosper without its maker?
Aug 27th 2011 | SAN FRANCISCO | from the print edition
IN A commencement speech to students at Stanford University in 2005, Steve Jobs, the chief executive of Apple, advised his audience to avoid being trapped by dogma and to have the courage to follow their hearts and their intuition. “Stay hungry. Stay foolish,” he said as he signed off. By following his own advice, Mr Jobs, who resigned as Apple’s boss on August 24th, has turned the company from a basket case on the brink of bankruptcy when he returned to its helm in 1997 into a world-beater that is reshaping a big chunk of the technology industry. Earlier this month, Apple even briefly surpassed Exxon Mobil, an oil giant, to become the world’s most valuable company.
No other boss in recent history has embodied and defined a firm as completely as Mr Jobs. So his decision to resign as chief executive has inevitably raised the question of whether Apple will remain as hungry and as wildly successful without its entrepreneurial maestro at the helm. Other giants in the tech industry have seen their fortunes fade after iconic leaders have departed. Microsoft has struggled to regain its mojo since Bill Gates stood down as its chief executive in January 2000. Could Apple suffer a similar fate?
That seems unlikely for several reasons. One is that the company has had plenty of time to plan for this moment. Mr Jobs has stepped aside from day-to-day management at Apple on a couple of occasions before, after having surgery for a rare form of pancreatic cancer in 2004 (see timeline). Each time, Tim Cook, Apple’s chief operating officer, temporarily assumed his boss’s responsibilities.
That allowed Mr Cook, who is taking over from Mr Jobs as CEO, to get a taste for the top spot—and it gave Apple’s board a chance to see him in action. On each occasion, Mr Cook kept Apple’s money-making machine ticking over smoothly. An expert in manufacturing and logistics, he closed down almost all of Apple’s manufacturing operations after he arrived at the firm in the late 1990s and outsourced much of these to Asia. Announcing his promotion, Apple’s board said that he had shown “remarkable talent and sound judgment in everything he does.”
Talent is something that Apple also has an abundance of elsewhere in its ranks. Executives such as Phil Schiller, who oversees the company’s marketing, and Jonathan Ive, a Briton whose domain is design, are part of a team that has worked closely together for many years. If Mr Cook can keep this group intact, then Apple’s future should be bright.
The firm also benefits from an intensely loyal and motivated workforce. Glassdoor, an online jobs and careers community, carries reviews of the company from almost 1,000 Apple employees. Most are glowing about the firm and in particular about Mr Jobs’s impact on it. One post even calls Apple’s former boss “the Thomas Edison of this century”. Paul Saffo of Discern Analytics, a financial-analytics company, reckons that this depth of loyalty will mean that even though Mr Jobs is stepping down, the firm’s employees will continue to ask themselves “what would Steve do?” when making decisions. (Of course, asking the question is easier than guessing the right answer.)
But Apple is far more than the sum of the devices that it sells, impressive though they are. Its secret sauce lies in the integration of these with software and services such as its iTunes online content store and its recently announced iCloud online-storage offering. These form what tech types like to call an “ecosystem” that has proved so popular that it is forcing other companies to develop similar capabilities. Google, which has long excelled at developing software, recently splashed out $12.5 billion for Motorola Mobility so that it could get its hands on the firm’s smartphones, tablets and other devices. And Amazon, which has a huge cloud business, is planning to launch its own tablet computer to compete with Apple’s iPad.
The good news for Apple’s investors is that the firm has been given a great head start in the battle for dominance of this emerging tech landscape thanks to Mr Jobs, whose vision of the future has been honed over a long and tumultuous career. After co-founding Apple with Steve Wozniak in the 1970s, he went on to pioneer the era of the personal computer in the following decade. He was then ousted from Apple after a boardroom coup in 1985.
After that, Mr Jobs followed his heart and his intuition by building up Pixar, a film studio that specialises in computer-animated films. It has produced a string of hits, from “Toy Story” to “Finding Nemo”.
He returned to Apple as an adviser in 1996, when the firm was in dire straits. A year later he was made interim chief executive. Asked at the time what he thought Mr Jobs should do with Apple, Michael Dell, a rival computer-maker, helpfully suggested that he should shut it down.
Mr Jobs ignored that advice. Instead he led the company on to its greatest triumphs. Among them were the creation of the iMac, which revived the firm’s ailing computer business, and the development of the iPod, which ended up transforming the music industry. But just as important as what Apple did was what it did not do. Charles Golvin of Forrester, a research firm, says that one of Mr Jobs’s greatest skills has been to decide which projects the firm should not undertake.
It has been widely rumoured, for example, that engineers at Apple were urging its boss to create a tablet computer in the early part of the decade. But Mr Jobs turned a deaf ear to their entreaties and instead insisted that the company focus on producing a smartphone. The result was the iPhone, which transformed yet another market and is still minting money. In a creative cauldron like Apple, ideas are rarely in short supply. But the skill of choosing the right ones to focus on at the right time is rare. Mr Jobs has it. Apple’s shareholders will have to hope that Mr Cook does too.
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