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《Becoming Steve Jobs》Chapter 2 “I Didn’t Want to Be a Businessman”

 

Chapter 2 “I Didn’t Want to Be a Businessman”

  • The story of Steve Jobs’s first tenure at Apple Computer is the tale of a young visionary in the adolescence of his career. After playing such a crucial role in making and selling the Apple 1, Steve faced the challenge of moving his vision, intelligence, intuition, and ferocious personality from his father’s garage into a much bigger “space”—the corporate and financial and industrial world of Silicon Valley. Steve may have been a quick study, but he didn’t have an instinctive sense of how to do this. Some young men and women are bred for corporate life—Bill Gates comes to mind. Steve was not.

  • As he told me several times: “I didn’t want to be a businessman, because all the businessmen I knew I didn’t want to be like.” Steve’s natural inclination was to position himself as the critic, the rebel, the visionary, the lithe and nimble David against the stodgy Goliath of whatever powers might be. Collaborating with “the Man,” to use the colloquial terminology of his day, wasn’t just problematic, it was tantamount to collusion. Yes, he wanted to play their game, but by his own rules.
    后来乔布斯知道了索尼,知道了更多

  • “I was really lucky to get into computers when it was a very young industry,” he once told me. “At that point in time there weren’t many degrees offered in computer science, so people in computers were from mathematics, physics, music, zoology, whatever. Wherever they came from they loved it, and there were some incredibly brilliant people involved.” He had no qualms about calling anyone up in search of information or help; heck, he’d been doing that since his phone call to Bill Hewlett when he was fourteen years old. Steve had none of the tentativeness most young men or women might have as they set out to learn the nuances of a complicated new world like the venture capital business. He had such faith in the excellence of his work that he assumed someone would eventually agree to fund. He could be genuinely charming when this confidence didn’t lead him into boorishness.
    真正热爱自己的工作,才会真正有信心,最终会找到VC

  • At this point in his life, he deemed deodorant, footwear, and the like affectations. McKenna was a unique member of the Silicon Valley elite. Well coiffed, with magnetic blue eyes, he was frank, unforgiving, and ubiquitously networked, and had a sly sense of humor and brash self-confidence that matched Steve’s. His business card simply read: Regis McKenna, Himself. He saw past the boys’ nerdy slovenliness to their remarkable intelligence, and found himself liking them. “Steve had breadth,” McKenna remembers, “and a sort of thoughtful way about him that would always be there.” So he and Nolan Bushnell, Jobs’s old boss at Atari, steered Steve to Don Valentine, a founding partner of Sequoia Capital, one of the first venture capital firms to master the art of early-stage investing in high-tech companies.

  • Valentine came from the chip world. He had worked with the founders of Intel before they abandoned Fairchild Semiconductor to open their own shop, and he had once held a senior position at National Semiconductor. He met with the boys only because McKenna was a friend, and quite literally held his nose to hear Steve and Woz out. After their visit, he called McKenna to ask, “Why’d you send me these renegades from the human race?” Yet he did point the boys toward an individual “angel” investor who would be more apt to work closely with an idiosyncratic startup such as Apple.
    为什么你们要给我送来这些人类的叛徒,哈哈哈,笑死我了!

  • Rather quiet, Markkula was at heart a computer geek, and could do some programming himself. He immediately grasped the potential in the ambitious ideas of Jobs and Wozniak, and he also could see how intelligent, resourceful, and yet malleable they were. After a few meetings he bought in, driving a pretty hard bargain. In one of the greatest angel investments of all time, Markkula ponied up $92,000 out of his own pocket and arranged for a $250,000 line of credit with Bank of America, in return for a one-third stake in Apple.
    三分之一的苹果股份!!!

  • So he made one last presentation to HP, to give them a final shot to develop his still rough concept for the Apple II. They weren’t interested. “Big experienced companies and investors, analysts—those kinds of people, that are trained in business and much smarter than we were—they didn’t think that this was going to be a real big market,” Woz remembered. “They thought it was going to be a little hobby thing, like home robots or ham radios, that a few techie people would get into.” So he quit his job and signed on.
    所以每个时代,每个节点,都会诞生属于自己的新创

  • Woz built in eight so-called expansion “slots” that would allow the insertion of special circuit cards—essentially smaller circuit boards—that could work in concert with the microprocessor and memory chips on the motherboard for particular purposes, such as adding a floppy disk drive, or more advanced video graphics, or better sound, or the expansion of memory. This gave the Apple II the potential to become a much more capable computer once professionally designed software applications and special expansion circuit cards were available for it, and they weren’t long in coming.

  • As it had in the garage, Steve’s perfectionism and his comfort with being out of synch with conventional wisdom led to conflicts. Steve had opposed adding those expansion slots, for example, because he thought a perfect consumer computer should be so easy to use that no one would ever want to add to the hardware’s capabilities by opening it up. The instinct—to deliver a computer with the simplicity of an appliance—may have been an admirable long-term goal, but it was a profoundly wrongheaded choice for a personal computer in 1977. Business-minded tinkerers had already expressed interest in designing add-in cards that would let the Apple II interact with or control telephones, musical instruments, laboratory instruments, medical devices, office machines, printers, and on and on. Woz understood this, and won the argument.
    原来多插槽当时的一个目的是与外部电话、乐器设备、实验设备、医疗设备、打印机等等来交互,make sense.

  • Jobs also pushed for an external shell that looked more like an appliance than a piece of lab equipment, going so far as to visit department stores for inspiration. This insight seems obvious now, but at the time computer hobbyists preferred industrial-looking cases, or even topless machines that showed off the complexity of their insides, and allowed for easy modification. For less hard-core consumers, the Apple II’s design was more inviting and self-contained and presentable, and those qualities alone made it very different from anything else out there at the time.
    好的设计,避免让人看到就产生明显的距离感,make sense

  • It was far more complicated for Steve, and not just because he had an adolescent problem with authority. He had seen now that his contrarian thinking was essential for the kinds of breakthrough products he wanted to engineer, and he had also seen that his irascible methods could prod a group of people to deliver that vision. Those were qualities that didn’t mesh easily with the grown-up leadership that Scotty was trying to bring to Apple.

  • At Apple, he provided most of the managerial heavy lifting required to build a sophisticated high-tech company from scratch: leasing office and factory space and equipment, masterminding the design of a reliable manufacturing process, building a sales team, creating quality controls, supervising the engineering, installing management information systems, and putting together an executive staff to handle finance and hiring. He initiated the critical process of developing solid relationships with key components suppliers and software developers. Steve absorbed a lot by watching Scotty handle these tasks.
    好难得的机会

  • Adding to the complexity of what Scott was trying to manage was the fact that Apple was pioneering a nascent industry that was different from most others in one crucial way: computers were systems that blended three key underlying technologies that all were in a state of perpetual and rapid change—semiconductors, software, and data storage. A company couldn’t simply devise a single great, innovative product, tool up, stamp it out, and then sit back and count the money. That had worked for high-tech companies like Polaroid and Xerox during their first decades. But this was different. As soon as a computer company had breathed life into one new system, it had to buckle down and start all over again in order to outdo itself before some other Promethean company reconfigured newer versions of these ever-improving technologies and stole its fire. And it would have to do so over and over again, generation after generation. In fact, it soon became clear that it was smart business for a company to start work on the product that would render obsolete its latest and greatest offering well before the first one even made it to market. That’s how fast things would change in the tech marketplace that was just beginning to materialize. And each of the system’s three underlying technologies was improving independently at its own breathtaking pace, so there was always more leverage to be had by employing the latest, greatest building blocks as they became available.
    这段话非常有insight!!!
    在PC硬件早期如此
    在当下的软件开发周期内,这种态势更加明显,软件或者APP,需要持续迭代自己,不然就会被盗火

  • The great technology CEOs could impose rigor on their companies and yet accept the fact that all this rapid change would eventually disrupt their operations anyway. Mike Scott was not a great CEO. He had the skills and personality of a COO—a chief operating officer. When he didn’t get the stability he so avidly tried to engineer, he became frazzled. And, thanks in great part to Steve, Scotty didn’t achieve a whole lot of stability at Apple.
    这就要求在硬件行业的一部分,或者是软件行业的大部分,应该积极去拥抱变化,清晰地推动组织架构的变动

  • Steve certainly knew, intellectually, that he needed the orderly and well-oiled basic operations of a corporation to achieve his vision. But he was enamored with instability. His vision was based on destabilizing the existing computer industry. Stability was a quality that IBM had, and Apple, in Steve’s mind, was the anti-IBM.
    所有后来的Tim Cook才对乔布斯至关重要

  • A harbinger of its eventual demise occurred in the first couple of weeks after Scotty arrived at Apple. He had to assign numbers to the workplace badges everyone wore around the new Stevens Creek Boulevard office. When he decided that Woz would be “Employee #1,” Steve went to him and whined; it didn’t take long till Scotty relented and gave Steve a new, customized tag: “Employee #0.”
    零号员工

  • IN PART BECAUSE of the way Steve quarreled with Markkula and Scott, in part because he so brazenly asserted his opinions as fact, and in part because, over the length of his career, he neglected to share credit for Apple’s successes in the press, Steve developed a reputation as an egomaniac who wasn’t willing to learn from others. It’s a fundamental misunderstanding of the man, even during his youngest, brashest, and most overbearing years.
    乔布斯即使是在最骄横自大的岁月里,也非常善于学习

  • While Steve looked to his elders at Apple for guidance, he also sought it out elsewhere. He didn’t yet have the skills to build a great company, but he admired those who had pulled it off, and he would go to great lengths to meet them and learn from them. “None of these people were really in it for the money,” he told me. “Dave Packard, for example, left all his money to his foundation. He may have died the richest guy in the cemetery, but he wasn’t in it for the money. Bob Noyce [cofounder of Intel] is another. I’m old enough to have been able to get to know these guys. I met Andy Grove [CEO of Intel from 1987 to 1998] when I was twenty-one. I called him up and told him I had heard he was really good at operations and asked if I could take him out to lunch. I did that with Jerry Sanders [founder of Advanced Micro Devices] and with Charlie Sporck [founder of National Semiconductor] and others. Basically I got to know these guys who were all company-builders, and the particular scent of Silicon Valley at that time made a very big impression on me.”
    美国,或者说硅谷里,这种上一辈企业家,带动下一辈企业家的精神,真的特别了不起,而不是像中国这样,可能上下几辈企业家,都是在竞争,而没有传承

  • Most of these older men enjoyed sparring with and advising someone this glib, smart, and anxious to learn. Of course, they didn’t work with him, which lowered the stakes on the relationship considerably. Some were heroes whom he only met once or twice, like Edwin Land, the founder of Polaroid. Steve admired many things about Land, among them his obsessive commitment to creating products of style, practicality, and great consumer appeal, like the groundbreaking SX-70, the folding camera that wowed America in the 1970s; his reliance on gut instinct rather than consumer research; and the restless obsession and invention he brought to the company he founded.
    原来宝丽来对乔布斯的影响这么大:1)产品的内在精神、美感; 2)产品直觉而不是用户调研; 3)不懈的公司改进

  • At City College of New York he mastered English, including its most scathing expletives, which he could hurl with astonishing venom thanks in part to his Hungarian accent. His combination of pragmatism and expansiveness was something Steve admired, something he aspired to himself.
    格鲁夫对乔布斯的影响

  • Jobs and Wozniak presented the Apple II to Noyce and the rest of the Intel board in 1977. While Noyce appreciated the technology, he didn’t appreciate the two young men, with their long hair and shabby attire. But Steve pursued Noyce, and over the years the two became friends. Noyce’s wife, Ann Bowers, was an early investor in the company, and in 1980 she even became Apple’s first vice president of human resources.
    诺伊斯也对乔布斯有诸多启发

  • Steve’s relationships with outside mentors could be very personal. “Steve wanted that family thing,” remembers Regis McKenna. “He used to come over and just sit at the kitchen table with me and my wife [Dianne McKenna, an urban planner who at one point became mayor of Sunnyvale]. He always wanted to talk to her when he called up. She and I always had the sense that he wanted a family, that he really wanted that. He used to come over from Apple to fix things on my Apple II! I would tell him, Steve, you’ve got more important things to do than that, but he’d insist on coming over. ‘Besides,’ he’d tell me, ‘then I get to chat with Dianne.’ ”

  • Partly because he is so personable, partly because Markkula asked him to work for Apple as an adviser, and partly because his expertise is in something that Steve found instinctually appealing—marketing—McKenna became Steve’s most significant early mentor. McKenna was expert at presenting a company’s tale, but he was also a master corporate business strategist. Silicon Valley has long depended on marketers nearly as much as it has depended on engineers. Every technological advance must be framed in a beguiling narrative if it’s to get off the workbench and into businesses or homes. These advances often are foreign concepts, after all, with potential that seems opaque if not daunting, so the job of a great marketer is to wrestle the concept back to earth and make it approachable for mere technophobic mortals. McKenna’s consultancy would have a hand in the creation of many of the elite companies in Silicon Valley and beyond, including National Semiconductor, Silicon Graphics, Electronic Arts, Compaq, Intel, and Lotus Software.
    每家公司的价值观与精神

  • McKenna quickly saw that Steve was unusually articulate and driven. “He had what I’d call Silicon Valley street smarts,” says McKenna. “You know how certain kids who grow up in the inner city know where to go to get what, and how the power structure of the neighborhood works? Here, you’re likely to live next door to an electrical engineer or a software programmer, and a smart and curious kid can learn a lot just by wandering around and paying attention. From junior high on, Steve was out there figuring things out.”
    有趣

  • The two spent many hours in the basement of McKenna’s ranchstyle Sunnyvale home, talking about Steve’s goals for Apple and its wondrous Apple II. Their conversations ranged widely, over design, marketing, product development, and strategy, and how these were intertwined in a healthy business. McKenna was expert at framing a company’s development in a narrative Steve could relate to. “We talked about how your financials are your best marketing tools,” says McKenna. “To get people to sit up and pay notice, especially in the computer business, you need to be a successful financial company.”
    不大理解,为啥一定要是a successful financial company.

  • McKenna was absorbed and engaged by Steve. “He was very pleasant and enjoyable, and had a lot of depth intellectually. He could talk about a wide range of subjects. We could have real trivial conversations, and then we could talk about Apple and the business. I remember him once asking me if I thought Apple would ever be bigger than Intel. The answer, of course, is that Intel was a component manufacturer, and usually the equipment manufacturers get much bigger in revenue.”
    当年就在思考,能否超越Intel,非常了不起!!!现在Apple还是第一

  • I was trained in the semiconductor industry under Charlie Sporck and Don Valentine and those guys. If you weren’t strong, they’d just gobble you up. So it didn’t bother me to say, ‘Hey, Steve, shut up.’ He didn’t dominate you to be mean. But when people acted as minions, he let them be minions.”
    必须要坚强!Tough!

  • McKenna and his team worked with Steve to craft a marketing pitch designed to make the Apple II stand out as the friendly computer for more than just computer geeks. The headline of the first promotional brochure McKenna created for the machine asserted, “Simplicity is the ultimate sophistication.” It was a concept that went against every industry trend, since most of the existing manufacturers, including Commodore and MITS and Vector Graphic, advertised in the hobbyist rags with endless gray type that alerted obsessive geeks to this or that great new feature. Friendly marketing would distinguish Apple from its competitors for decades.
    简约是细腻的极致!!!原来这么早就出现了!!! “Simplicity is the ultimate sophistication.”

  • McKenna also helped Steve understand the value of presenting this image across every platform the company touched. Early on, he convinced Steve that since there was nothing remotely quaint about Apple’s computers, the company would need an unmistakably modern visual identity, rather than Ronald Wayne’s archaic etching, which was more appropriate for a Berkeley head shop than a company that hoped to lead a global revolution in computing.
    非常了不起!!!

  • The replacement was the now-famous apple with the bite taken out and five exuberant rainbow stripes—each fitting perfectly atop the other, as Steve insisted. It seemed sharp and modern, and seemed to promise that computing from Apple would be something much more fun and easy than those mainframes from IBM, with its sober, stratified, white initials against a deep blue palette—almost like a pin-striped suit laid sideways. As Steve explained at the time: “Our whole company is founded on the principle that there is something very different that happens with one person, one computer. It’s very different than having ten people to one computer. What we’re trying to do is remove the barrier of having to learn how to use a computer.”
    原来当时的彩虹苹果Logo,是在回应枯燥的蓝色IBM Logo

  • Like McKenna, Steve had the gift of being able to explain profoundly complicated technology in simple, clear, and even rhapsodic terms. McKenna and Jobs knew this was a profound asset for Apple, especially given the company’s other nondescript leaders. There’s a long and wonderful extemporaneous quote from a New Yorker piece in late 1977 that offers rich proof of Steve’s fully formed verbal mastery.
    能把复杂的技术,清晰易懂地解释给普罗大众听,也是非常重要的能力

  • “People have been hearing all sorts of things about computers during the past ten years through the media. Supposedly computers have been controlling various aspects of their lives. Yet, in spite of that, most adults have no idea what a computer really is, or what it can or can’t do. Now, for the first time, people can actually buy a computer for the price of a good stereo, interact with it, and find out all about it. It’s analogous to taking apart 1955 Chevys. Or consider the camera. There are thousands of people across the country taking photography courses. They’ll never be professional photographers. They just want to understand what the photographic process is all about. Same with computers. We started a little personal-computer manufacturing company in a garage in Los Altos in 1976. Now we’re the largest personal-computer company in the world. We make what we think of as the Rolls-Royce of personal computers. It’s a domesticated computer. People expect blinking lights, but what they find is that it looks like a portable typewriter, which, connected to a suitable readout screen, is able to display in color. There’s a feedback it gives to people who use it, and the enthusiasm of the users is tremendous. We’re always asked what it can do, and it can do a lot of things, but in my opinion the real thing it is doing right now is to teach people how to program the computer.”
    建议全文背诵!!! 此时乔布斯只有22岁哟!

  • Speaking off-the-cuff to a passing journalist from a decidedly nontechie publication, Steve finds so many ways to demystify for the average person the insanely geeky device that he and Woz had created. He understands their fundamental fear that computers may take over too much of modern life (a fear he would capitalize on repeatedly, most notably in the Orwellian imagery of Apple’s famous “1984” commercial). He sympathizes with their ignorance. He offers several analogies to comforting examples they will understand: Chevys, typewriters, cameras. Indeed, he makes using a computer seem no more complicated than taking a photograph, going so far as to call the Apple II “domesticated.” And yet he elevates both his company and its computer into something aspirational. He links this machine made a few months ago by some disheveled California misfits to Rolls-Royce, the seventy-three-year-old paragon of sophisticated industrial manufacturing and elite consumer taste. He even calls Apple a world leader, an absolutely unprovable claim that rockets the little company into the same league as IBM and DEC and Burroughs, which were then the industry’s giants. He was an extraordinary extemporaneous speaker, and McKenna helped him wield that tool to great effect.

  • TWO KEY IMPROVEMENTS to the Apple II sent its sales skyward. First, the company incorporated a floppy disk drive that made loading software much easier. Then, in 1979, VisiCalc became the very first massive software hit. VisiCalc was a relatively simple financial modeling spreadsheet, and its existence suddenly gave nongeeks a concrete reason to own a computer, as they realized how much time they could save handling accounting chores, managing inventory lists, and trying out business scenarios. Suddenly Apple enjoyed an unprecedented, meteoric rise. It manufactured computers that cost more than $1,300 a pop, so when unit sales quickly ramped up into the tens of thousands per month, Apple became the electronic equivalent of a gusher. Sales rose from $7.8 million in 1978 to $47 million in 1979 and all the way up to $117.9 million in 1980, the year of its initial public offering (IPO, in Wall Street parlance). No other company had ever grown that fast. The mainstream media began to take note, with publications like Esquire, Time, and BusinessWeek starting serious coverage. Inc. went so far as to put Jobs on its cover, with the hosanna of a headline “This Man Has Changed Business Forever.”
    1)软盘让电脑更加易用; 2)VisiCalc作为killer app.

  • Each of Steve’s informal outside mentors had been able to cleverly exploit his own idiosyncratic talents in a corporate setting. Edwin Land was a pioneer whose inventions were dismissed, and yet he’d created a great company by dint of pure stubbornness. Robert Noyce was charismatic and forward-thinking and had only been able to start Intel after leaving the shadow of the most imposing figure in semiconductor history, William Shockley. The systems that Andy Grove put in place were more complex and rigorous than anything Mike Scott had ever seen, and yet Grove had also been able to make his company one of the most creative places in Silicon Valley. And Regis McKenna became so adept at deftly navigating the constant shifts and tremors of Silicon Valley culture that he would wind up writing several books explaining how others could do the same. These were well-rounded, complicated, deep, and fascinating men. They were comfortable with change, and they lived where Steve wanted to live himself—at the intersection of technology and something that was more like the liberal arts. They were people who played the corporate game by rules of their own devising.

  • It’s impossible to say what would have happened next if Steve had had someone like these men as his boss at Apple. Maybe they would have been able to channel his bundle of contradictions to good purpose. But you don’t get to replay the experiment. What he had instead was Scotty and Markkula. And they, it would now become clear, could not control him. They could barely even channel his creative energy toward useful purposes. The encounter between young Steve Jobs and the broad, real world around him was about to become something more like a slow-motion collision. It would cost him friends, it would cost him his job, and it would leave him without the company he had created.

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原文来自乌云,备份 地址 0x00 背景 最近Hacking Team被黑客入侵,近400GB的资料泄漏,在安全界炒的沸沸扬扬.其中泄漏的资料包括:源代码,0day,资料入侵项目相关信息,相关的账户密码,数据及音像资料,办公文档,邮件及图片。 Hacking Team在意大利米兰注册了一家软件公司,主要销售入侵及监视功能的软件。其远程控制系统可以监测互联网用户的通讯,解密用户的加密,文件及电子邮件,记录各种通信信息,也可以远程激活用户的麦克风及摄像头。其产品在几十个国家使用 在源代码中有各个操作系统平台的远程控制软件源码, RCS(Remote Control System) 。经过我们的分析,发现其监控内容不可谓不详尽。 Android,blackberry,ios,windows,window phone,symbian 均有与之对应的监控代码。 在源码中,rcs为前缀的源码文件是其远控功能,包括代理 控制 监控数据库 隐藏ip 等,而针对特定平台架构的是以core前缀命名。其中和相关window phone监控代码在 core-winphone-master.zip 文件中。其主要用于实时手机系统的系统状态信息如(电池状态,设备信息,GPS地址位置),联系人,短信记录,日历日程安排,照片;同时还能录音,截取手机屏幕,开启摄像头,话筒等功能,由此可见监控信息的详细程度令人害怕。 0x01 WP8监控源码分析 core-winphone-master\MornellaWp8\MornellaWp8 下是其主要核心代码,主要文件如下: 通过观察源码流程图可以看出,整个监控项目源码的逻辑还是比较复杂的,但是深入之后,发现其还是设计的比较巧妙 0x01-1 程序框架分析 1.项目主要分为3大块 Modules,Events,Actions ,主要的功能Modules核心监控代码在此处,Event等待监控事件的到来并调用对应的监控模块,Action主要负责一些行为的启动和停止 程序启动流程如下: main->mornellaStart->BTC_Init->CoreProc->Core->Task setLoadLibraryExW 分支主要负责加载一些API函数的地址,...

产品随想 | 周刊 第126期:Think of your life as a rainbow arcing across the horizon of this world

FolderPaint   https://github.com/MichaelTr7/FolderPaint Folder colour changing application for macOS. 乔布斯说:“对于我和苹果公司的许多人来说,索尼的盛田昭夫是最大的灵感来源之一。我希望我们今天的所想所为能让他会心一笑。” 乔布斯甚至从索尼挖走了一位顶级设计师。哈特穆特·艾斯林格被苹果挖走前,已在 100 多种索尼产品的创造中发挥了重要作用。 供职于索尼时,艾斯林格所在的设计工作室与管理办公室和工厂车间享有同等地位。他说,这样有助于促进公司生产和设计团队之间在一定程度上达成团结,这正是乔布斯试图重建的团结。 艾斯林格指出:“乔布斯有能力洞察事物的好坏,却不知道如何实现以及如何通过组织去构建。因此,我们向苹果提出的第一个建议是,赋予设计师一定的话语权。” 斯卡利表示,乔布斯和盛田之间的深厚友谊和相互敬重可以归结为对于设计的共同热忱。 “他们以非常积极的方式产生了共鸣”,斯卡利说,“两位来自不同文化背景的创始人共聚一堂,这是非常难能可贵的。他们讨论设计原则,却从不谈及商业模式。” “Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.” City Lights Bookstore   https://en.wikipedia.org/wiki/City_Lights_Bookstore?useskin=vector 旧金山的城市之光独立书店 Vesuvio Cafe   https://en.wikipedia.org/wiki/Vesuvio_Cafe?useskin=vector 好奇怪,这家Cafe居然没有太多的介绍 “One of the things that I was fortunate of was to see and understand the context of San Francisco through the eyes of Steve Jobs,” Mr. Ive said. “He kn...

产品随想 | 周刊 第44期:简单即是美

Products epub-press-clients   https://github.com/haroldtreen/epub-press-clients Clients for building books with EpubPress. 将网页保存为EPUB,后续离线看 Readability   https://github.com/luin/readability Turn any web page into a clean view Progressive Web Apps for Firefox   https://github.com/filips123/PWAsForFirefox A tool to install, manage and use Progressive Web Apps (PWAs) in Mozilla Firefox Firefox Translations   https://github.com/mozilla/firefox-translations Firefox Translations is a webextension that enables client side translations for web browsers. 无需借助第三方服务,直接浏览器本地翻译,背后的技术是:The Bergamot Project   https://browser.mt/ 目前支持的语言,还比较有限,不支持中文 Maze 团队在 Notion 上整理了 350+「用户研究该问什么?」的题库   https://maze.co/blog/maze-question-bank/ 可以当成是问自己的问题 BiliDownloader   https://github.com/JimmyLiang-lzm/biliDownloader_GUI 跨桌面平台的哔哩哔哩视频下载GUI程序,颜值还可以 Clownfish for Windows   https://clownfish-translator.com/voicechanger/ The ultimate system wide voice changer for Windows Window...

产品随想 | 张鸣论中国传统政治

原始文章目录 张鸣:皇权不确定性下的统治术——传统中国官场机会主义溯源   https://www.aisixiang.com/data/68897.html 张鸣:从科举制到市场经济转型——官本位的源流及滥觞   https://www.aisixiang.com/data/59273.html 张鸣:权力边界何在,实话空间几许?——论中国政治传统中的权力与真理关系   https://www.aisixiang.com/data/67054.html Insight: 中国自秦汉以来一直是官僚化的帝制结构,虽然皇帝最终要凭借官僚这个中介才能统治国家,但官员的权力来源和合法性依据都是皇权。官僚机器只是帝制的“车轮”。所以,皇帝要怎么样,官员只要迎合,就能获利。只有在皇帝明显违反常识道理、造成重大灾祸之时,官员才可能凭借儒家伦理对皇帝提出批评。理性选择的结果使得官员更多地趋向于顺从皇帝。 ——符合历史以来的感知 中国尽管有两千多年官僚制的传统,但守规矩、遵法制、走程序的现代理性官僚制度却一直都没有建立起来。考试取官的确是理性官僚制的一个重要因素,但中国古代官僚制只是万里长征走完了第一步,然后就再也不走了。隋唐科举制建立的初衷也并非建设官僚体系,而是防止贵族垄断官职,强化君权。科举制度越来越严密,选拔出来的人才也愈发精英化。但是,官僚的行为却没有程式化和规法化。官员的个人行为偏好往往直接影响一地的发展。 ——如何再往前走一步,可以看看新加坡 官员的行为模式往往以皇帝的喜好为风向标。一般来说,皇帝喜欢什么,一个朝代就兴什么。汉初皇帝喜欢黄老,臣子们就清静无为;东汉皇帝喜欢儒生,则臣子们多为经学家;唐初皇帝喜人上书言事,则多诤谏之徒;到晚唐,皇帝喜欢佛教了,则多礼佛之士;清代嘉庆之后,皇帝提倡节俭,带头穿补丁衣服,则满朝文武衣服上都打了补丁,有的补丁比衣服本身还贵。 ——Interesting 皇帝行为的不确定性,势必导致官员行为无法程序化、规范化,而皇帝行为的不确定往往是由统治术决定的,属刻意为之。多数王朝都外儒内法,崇尚权术,甚至迷信权术。秦始皇和丞相李斯之间,有过一个小故事。李斯随从车马过盛,很是招摇,皇帝看了不高兴。随行的宦官就把这事告诉了李斯,李斯于是轻车简从,低调起来。秦始皇马上知道身边有人泄密,又审不出来,于是把当时在身边的人都杀...

ifconfig参数备忘

       主要指标说明: eth0/lo:网络接口名 Link encap:网络类型

产品随想 | 读《中国是部金融史》:第三章至第五章

  第三章 犯我货币者,虽强必诛(汉高祖一汉武帝) 刘邦大概没有想到,他的土地政策奠定了此后两千年的社会结构:皇帝是社会最高层,具有至高无上的权力;皇帝之下是三公九即等封建官僚,拿皇帝的钱,逐级管理小农;最底层是万千小农,他们对帝国纳税,用自己的血汗钱养活帝王与封建官僚。此后,中国封建社会结构始终没有摆脱“皇权一封建官僚一小农”这个三位一体的窠臼。 既然消灭了异姓王,正常思维应该是仿效秦始皇强化郡县制,但是这位平民皇帝选择了…条谁也想不到的道路,他分封自己的兄弟子侄为王,并与诸王约定,此后非我子孙称王,天下人都可以杀了他(非刘氏而王者,天下共击之)。刘邦亲眼目睹了秦帝困的分崩离析,危急时刻无人愿意支撑起破败的帝国。华竟,官僚靠薪水吃饭, 就算贪污的本事很大,也没有理由维护别人的一姓天下。 如果没有血浓于水的同姓诸侯王,汉帝国将来同样无法应对真正的危机。事实证明,分封刘氏诸王是对的,如果没有刘邦留下来的同姓诸侯,恐怕汉朝早就得跟着皇后吕雉姓“吕”了。 人们习惯于将刘邦的皇后吕雉称呼为“吕后〞,这是中国古代历史上第一位临朝称制的太后,另外两位要等到盛唐和晚清才能在本书中出镜,三位女强人都是中国货币史上浓墨重彩的人物。 然而,从吕雉开始,仅仅不到一个世纪, 破败的汉帝国就一跃变为当时世界上最强盛的国家,直接把打遍天下无敌手的匈奴骑兵赶到了西欧,让罗马帝国受尽了欺凌。吕后末年,西汉单个农业劳动力的原粮产量已经突破了三干四百斤,这不但是西欧一干五百年后的劳动生产率,也远高于1973年中四的劳动生产率(二千二百四十斤)。应该说,中西文明争霸就是从汉帝国驱赶匈奴开始的,在第一轮交锋中,西欧完败。 ──原来西汉能超过1978年,厉害 吕雉坚决执行了一项前无古人(后有来者)的税收政策—“十五而税一”,换算一下,吕雉时代庶人个人收入所得税税率为 6.6%,而且,没有累进税率。 《二年律令》彻底改变了中国历史的发展轨迹,秦人以军功授田,刘邦以服兵役为代价授田,只有到了吕雉才真正实现了全困范用的“均田“。这是中国历史上第一次以法律形式明确了土地私有制度,每一个最普通的庶人都获得了土地,整个社会实现了孟子的“百亩之田、五亩之宅”理想。这是无数先贤追求的大同世界梦想一“耕者有其田”,请注意,我没有说这是“耕者有其田"的雏形,而是实实在在的“耕者有其田"。 ──对汉朝,充满敬...

常用建筑素材站点

高大上的建筑竞赛效果图中的素材是如何收集的回答,感谢知乎 Vincent Ku 以下是之前搜寻过的素材网站,应该这些够用了 http:// skalgubbar.se/ http:// skalgubbrasil.tumblr.com / http://www. immediateentourage.com/ http://www. gobotree.com/ http://www. mrcutout.com/ http://www. cutoutlife.com/ http://www. nonscandinavia.com/ http://www. escalalatina.com/ http://www. mayang.com/textures/ind ex.htm http://www. textures.com/ ===== 感谢知友 @SJTUboy 补充 http:// maps.stamen.com/# watercolor/12/37.7706/-122.3782 http:// maps.stamen.com/m2i/# toner-background/2000:2000/10/31.1674/121.6063 作者:Vincent Ku 链接:https://www.zhihu.com/question/31584353/answer/73642305 来源:知乎 著作权归作者所有。商业转载请联系作者获得授权,非商业转载请注明出处。