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《Becoming Steve Jobs》Chapter 15 The Whole Widget


  • What the world did see was an effective and visionary leader at the height of his powers. These were complicated years for Apple, but Steve handled almost every challenge in exactly the manner he wanted. He had fallen into leadership at such a young age, but he was comfortable in that role now, and justifiably sure of his capacity to guide Apple’s tens of thousands of employees to the goals he set for them. During these years, he would ensure the company’s continued success in personal computers by engineering a deft switch to a new kind of microprocessor; ruthlessly and successfully managing some major transitions in his executive team; and optimizing and building upon the efficiency and ambition of the company’s product development “treadmill,” as Tim Cook describes it. This is also when he delivered what is likely to be remembered as the most notable product of his life, the iPhone, and then improved even that by pivoting once again into a strategy he personally had not wanted to pursue, thereby transforming the application software business in an almost Gatesian fashion.

  • These are the years when he got almost everything right. They are also the years that show most completely how he had changed, and that manifest the prolifically creative person and the genuine business genius he had become. “I am who I am,” Steve liked to say. This was most true during the last seven years of his life.
    我就是我,谁有如此这般的勇气和胆量? I am who I am

  • AFTER HIS FORAY into music, Steve knew that even he had underestimated the potential of a digital hub of Apple products linked to a computer. As the world of computers subsumed the world of consumer electronics, Apple steadily improved the experience of enjoying and managing music, photos, and videos on personal electronic devices, making the various technologies coherent in a way that no other company came close to matching. Apple promised to provide a simple and yet magical (to use one of Steve’s favorite adjectives) encounter with technology at every stage, as opposed to the disjointed and geeky mess that served mainly to confuse consumers when they tried to coordinate products from different companies. Purchasing music or computers from Apple online was almost too easy, while shopping in the company’s gleaming glass emporiums, staffed with all those smart young men and women and the whiz kids at the Genius Bar, could be a form of entertainment in itself. Apple was even starting to do a pretty good job of tying it all together via Wi-Fi, although this was the trickiest link in the continuum. Steve embraced the marketing adage that every single moment a consumer encounters a brand—whether as a buyer, a user, a store visitor, a passerby seeing a billboard, or someone simply watching an ad on TV—is an experience that adds either credits or debits to the brand’s “account” in his imagination. The “Apple experience” was an unprecedented merger of marketing and technology excellence that made customers want to come back for more.

  • THE FIRST TIME Steve ever railed on to me about “the stupid carriers” was back in 1997. That’s how long he had been thinking about a phone, even though he swore again and again that he’d never do business with “those bozos.” I once said to him, “Steve, methinks you doth protest too much! You sure seem to be thinking about this a lot.” He didn’t laugh. He just got angrier. “Yeah, I do think a lot about what a crock of shit it is,” he ranted, “that our only choice if we want to get into the phone handset business is to work with one of the goddamn telecom carriers.” When Steve agreed to launch the ROKR, Motorola was the one that dealt primarily with the carriers. The disappointing experience reinforced Steve’s belief that the carriers always stiffed handset makers. Nevertheless, the carriers held the keys to a market he couldn’t ignore. By 2004, worldwide unit sales of cellphone handsets already had topped 500 million units a year, dwarfing unit sales of PCs and iPods and PDAs combined. And they were growing.
    所以看似是2005年才启动iPhone的开发,但其实脑海里的思考,远在1997年之前就已经开始

  • Cue and Jobs knew there was one big obstacle to negotiating a successful deal: Steve wanted Apple to have complete control over the handset. Since the phone was also going to be a top-notch iPod, and an Internet client, and a serious computing device, the user experience would be critical to its success. The multi-touch interface on the iPhone would be utterly different from anything consumers had experienced before. Furthermore, if websites were going to display at a big enough size for consumers young and old, the screen would have to take up virtually the entire front surface of the phone. All of this was doable, Steve thought—but only if the carriers kept their hands off his design. Finally, Steve knew the team would go through a few designs before getting it perfect; Apple needed the freedom to experiment without anyone second-guessing its engineers. So any carrier that committed to a deal would have to do so without knowing all of the specifics of what kind of phone Apple would finally deliver.

  • “We actually knew Verizon better than we knew ATT , ” r e c a l l s C u e . \left( A t t h e t i m e , C u e w a s d e a l \in g{w} i t h C \in g{\underline{a}} r , a j \oint v e n t u r e o f{B} e l l S o u t h \quad\text{and}\quad S B C t \hat{b} o u g{h} t A T \right.T Wireless in 2004. In 2006, after SBC acquired ATT C \quad\text{or}\quad p . \quad\text{and}\quad B e l l S o u t h , i t c h a n \ge d i t s n a m e \to A TT.) “We knew Verizon because we had consulted them when we did the deal with Motorola for the ROKR, even though they didn’t end up selling the phone. When we went back to them to talk about our own phone, they were pretty tough. They thought cellular was their playground. Sort of like, ‘You’re gonna play our game by our rules.’ And they were pretty powerful. So when you looked at what we wanted to do, it didn’t match well, because they said, ‘Whaddya mean, you’re gonna control the phone’s UI?’ ”

  • ATT ’ s w i r e \le s s e x e c u t i v e s w e r e n ’ t \ne a r l y a s \to u g{h} . T h e y h a d m \quad\text{or}\quad e c u s \to m e r s t h a n V e r i z o n , b u t t h e i r \ne t w \quad\text{or}\quad k w a s d e r i d e d f{\quad\text{or}\quad} i t s s p o \mathtt{y} c o v e r a \ge . S o w h e n C u e \quad\text{and}\quad J o b s c a m e f{\quad\text{or}\quad} a v i s i t , t h e r e s \underline{t} s w e r e d \iff e r e n t . “ W h e n w e w e n t \to s e e \left[ A T \right.T],” says Cue, “we spent four hours with Ralph de la Vega and Glenn Lurie in a room in the Four Seasons. And right off we really liked them. You could tell they were hungrier and wanted to show what they were capable of. So we started a relationship that same day.”

  • Steve regaled the ATT f{o} l k s w i t h t h e m y r i a d w a y s t h e i P h o \ne w o \underline{d} s e n d c o n \sum p t i o n o f{w} i r e \le s s d a t a b \quad\text{and}\quad w i dt h s o a r \in g , p a \int \in g{a} v i s i o n t \hat{m} a d e t h e m s a l i v a t e . F \quad\text{or}\quad t h e f{i} r s t t i m e , h e \exp{l} a \in e d , c o n \sum e r s w o \underline{d} h a v e a d e v i c e \in t h e i r h \quad\text{and}\quad t \hat{c} o \underline{d} d o \mu c h o f{w} \hat{t} h e y c o \underline{d} d o o n t h e i r d e s k \top c o m p u t e r . T h e i P h o \ne ’ s b i g{\to} u c h s c r e e n w o \underline{d} m a k e u n \operatorname{mod} \quad\text{if}\quad i e d , f{\underline{l}} - f{e} a t u r e d I n t e r \ne t w e b s i t e s u s a b \le j u s t a b o u t a n y w h e r e . C o n \sum e r s w o \underline{d} d o w n l o a d \quad\text{and}\quad s h a r e p h o \to g{r} a p h s , w h i c h a r e r i c h w i t h d a t a . T h e y w o \underline{d} s p e n d l o t s o f{t} i m e d o \in g{e} m a i l . T h e y c o \underline{d} e d i t d o c u m e n t s \quad\text{or}\quad m a n a \ge \in f{\quad\text{or}\quad} m a t i o n a b o u t t h e i r s a \le s c o n t a c t s r e m o t e l y , r i g{h} t o n t h e p h o \ne , b y \int e r a c t \in g{w} i t h e i t h e r b u i \lt - \in a p p l i c a t i o n s \quad\text{or}\quad o v e r t h e I n t e r \ne t , w i t h s p e c i a l i z e d w e b s i t e s t \hat{w} \quad\text{or}\quad k e d r e g{a} r d \le s s o f{w} h e t h e r t h e u s e r ’ s m a \in c o m p u t e r w a s a P C \quad\text{or}\quad a M a c . T h e y w o \underline{d} p u r c h a s e \quad\text{and}\quad d o w n l o a d \mu s i c \mathfrak{o} m t h e i T u \ne s s \to r e . T h e y c o \underline{d} t e x t e a s i l y . A n d t \hat{w} a s a l l w i t h o u t e v e n m e n t i o n \in g{v} i d e o ! O n c e p e o p \le \star t e d l \infty k \in g{a} t v i d e o s \quad\text{and}\quad m o v i e s o n l \in e , d a t a u s a \ge w o \underline{d} s k y r o c k e t . M a y b e s o m e d a y t h e y ’ d m a k e v i d e o p h o \ne c a l l s . H e \to l d t h e m a b o u t a s i t e t \hat{h} a d j u s t \star t e d u p \in F e b r u a r y , s o m e t h \in g{c} a l \le d Y o u T u b e , w h e r e p e o p \le u p l o a d e d \quad\text{and}\quad s h a r e d v i d e o c l i p s w i t h a n y o \ne e l s e o n l \in e a r o u n d t h e w \quad\text{or}\quad l d . M a y b e t \hat{\to} o w o \underline{d} t u r n \int o s o m e t h \in g{b} i g{!} T h i s i s w \hat{A} TT had to look forward to, he explained—being the carrier for all these kinds of new activities. And Steve had learned something else along the way, he told them. He knew that once you made this kind of powerful technology available to the world, it would take off in ways you couldn’t predict, in ways that even he couldn’t predict. Surely those developments, too, would drive usage of the AT&T wireless network.
    好厉害的Vision
    而且如此早期就看到的YouTube的机会点,可能真的只有Gates的Vision,能够和乔布斯相比

  • This was why Steve had one other demand above and beyond having total control of the design and manufacture and sales price of the phone. If Apple’s phone was going to be an instrument that drove consumption of wireless data, Steve felt that his company also should be compensated for bringing the carrier the extra business. So if AT&T wanted the right to be the initial, exclusive carrier for the iPhone, it would have to pay Apple a sales commission for the added data traffic the iPhone would inevitably foster. In other words, Steve wanted a piece of the carrier’s action. After all, Apple kept 30 percent of the take on anything sold in the iTunes Music Store. So why not do the same thing with phone data carriage fees?
    哇,好厉害的商业判断技巧!!!

  • All in all, his demands were every bit as bold as the vision he painted. But ATT c o \underline{d} s e e t \hat{t} h e i P h o \ne m i g{h} t g{i} v e i t s \ne t w \quad\text{or}\quad k a h i g{h} l y \ne e d e d b \infty s t , \quad\text{and}\quad s o m e t h \in g{e} l s e n o \ne o f{i} t s c o m p e t i \to r s c o \underline{d} c l a i m — a p h o \ne \mathfrak{o} m w \hat{h} a d b e c o m e t h e h o \mathtt{e} s t g{a} d \ge t m a \nu f{a} c t u r e r \in t h e w \quad\text{or}\quad l d . S o i t w a s w i l l \in g{\to} s t r i k e w \hat{} , \in h \in d s i g{h} t , s e e m s l i k e a n e x t r a \quad\text{or}\quad d \in a r y d e a l f{\quad\text{or}\quad} A p p \le . S t e v e g{o} t a l l t \hat{h} e w a n t e d , \quad\text{and}\quad p e r h a p s a l i \mathtt{\le} b i t m \quad\text{or}\quad e t h a n h e s h o \underline{d} h a v e . A TT gave Apple unprecedented freedom to produce, almost sight unseen, whatever phone Steve and his wizards wanted to make. It allowed Apple to set the price for the new phones, which AT&T could not change or discount. And, last but not least, the Cupertino company would receive up to about 10 percent of the data carriage revenues a user generated each month, for the duration of that customer’s iPhone service contract. These were terms no handset maker had ever received. Never had a carrier shared its fees with a telephone manufacturer.

  • STEVE WAS DEEPLY focused during these years. He had pared his life down so that he could be as expansive as possible in very specific aspects of his work. The dividing lines were clear. Family mattered. A small group of friends mattered. Work mattered, and the people who mattered most at work were the ones who could abet, rather than stifle, his single-minded pursuit of what he defined as the company’s mission. Nothing else mattered.
    真正专注在重要的事情与东西上

  • “When we visited Pixar with the first model of the iMac, it was a revelation, because I didn’t know Steve very well, even then,” says Jony. “But to hear his introduction of me to the whole of Pixar, I realized that he really understood what I was trying to achieve at an emotional level. At some level, he knew what I was trying to articulate.”

  • As Steve spoke, it became clear to Jony that he had an even more sophisticated and intuitive sense than Jony did of why the unusual new design made sense. This was before the product had been announced or shown to anyone else outside Apple. “He could do that,” Ive continues. “He could refine and describe ideas so much better than anyone else could. I think very quickly he understood that I had a specific proficiency in terms of having good taste and understanding of aesthetics and form. But one of my problems is that I’m not always as articulate as I would like to be. I can feel things intuitively, and Steve could sense the full meaning of what I was getting at. So I didn’t have to justify it explicitly. And then what would happen was I would then see him articulate those ideas but in a way that I was completely incapable of doing. And that’s what was so amazing. I learned, I got better at it, but obviously I was never ever in his league.”

  • But integrating these faster cycles into the company’s routine was a deeply satisfying challenge, Jony contends. “I’ve always thought there are a number of things that you have achieved at the end of a project,” he says. “There’s the object, the actual product itself, and then there’s all that you learned. What you learned is as tangible as the product itself, but much more valuable because that’s your future. You can see where that goes and demand more of yourself, being so unreasonable in what you expect of yourself and what we expect of each other, that it yields these even more amazing results, not just in the product but in what you’ve learned.”
    过程本身也是一种收获,并且这种收获是可以持续到将来的

  • Ive believes that the lessons gained from each successive product development cycle fueled Steve’s unquenchable restlessness. Each product somehow fell short, which meant that the next version not only could be better but had to be better. Looking at their work this way, Steve turned the incremental development of products into an ongoing and impossible quest for perfection. What got left out of each product merely served as the basis for the next, improved edition. Steve always wanted to look forward, and the completion of a device was just one more call to the future.
    禅宗的思想

  • Ive, like Cook and Laurene, believes Steve came back from his 2004 cancer operation more focused than ever. “I remember walking and us both being in tears very, very early on, wondering whether he would see Reed graduate,” he says. “At one level there was a daily ‘What did they say? What did the tests show?’ conversation.” But Ive doesn’t think cancer is what motivated Steve during the incredibly productive end of his life. “I think it’s hard to maintain a singular focus in reaction to an illness that lasts many, many years,” he continues. “There were other things beside his illness that motivated him to focus more intensely on his work. Things like selling product in very high volume for the first time in the company’s history. I’m talking about selling tens or hundreds of millions of units of a single product. That was a huge change for Apple.

  • “I remember a conversation in which we talked about how do we define our metrics for feeling like we have really succeeded? We both agreed clearly it’s not about share price. Is it about number of computers we sell? No, because that would still suggest that Windows was more successful. Once again, it all came back to whether we felt really proud of what we collectively had designed and built. Were we proud of that?
    “There was definitely pride, in that the numbers reflected that we were doing good work. But also I think Steve felt a vindication. This is important. It wasn’t a vindication of ‘I’m right’ or ‘I told you so.’ It was a vindication that restored his sense of faith in humanity. Given the choice, people do discern and value quality more than we give them credit for. That was a really big deal for all of us because it actually made you feel very connected to the whole world and all of humanity, and not like you’re marginalized and just making a niche product.
    “There were many things that overlapped or aligned to make Steve much more sharply focused than before,” he concludes. “One was his illness, but one was an unprecedented momentum as a business that none of us had ever felt before. Feeling that momentum was as important as his illness to his creativity and success, because the excitement was still fresh.”
    果然还是Jony更加了解乔布斯,说出来的感受,非常非常贴切

  • By the time the two got around to focusing on the iPhone, Steve had become closer to Jony than anyone he had ever worked with. “The bond became so strong between us,” says Ive. “We could just be honest and straightforward and not have to articulate precisely why this is a good idea or why this is a valuable idea. And we also were honest enough to be able to say ‘Nah, that’s a terrible idea,’ without worrying about each other’s feelings so much.”

  • The truth was simpler than that. Steve prioritized ruthlessly, in just about every aspect of his life. To maintain his focus, Steve made clear decisions about what mattered and what didn’t. His time and friendship and discussions with Jony mattered, even at the expense of other relationships. It proved to be a relationship that was as expansive as Steve’s ambition.
    生命里的优先级管理,其实就是自己的时间花费,如何度过自己的一生,选择和谁度过自己的一生

  • “The main reason we were close and worked in the way we did was that it was a collaboration that was based on more than just the traditional view of design,” Ive says. “We both perceived objects in our environment, and people, and organizational structures intuitively in the same way. Beauty can be conceptual, it can be symbolic, it can stand as testament to progress and what humankind has managed to achieve in the last fifteen years. In that sense, it could represent progress, or it could be something as trivial as the machined face on a screw. That’s why we got on well, ’cause we both thought that way. If my contribution was simply to the shapes of things, we wouldn’t have spent so much time together. It makes no sense that the CEO of a company this size would spend nearly every lunchtime and big chunks of the afternoon with somebody who just was preoccupied with form.
    “Honestly, some of the loveliest, strongest, most precious memories are those of talking at a level that was very abstract. He and I could talk philosophically about aspects of design in ways we wouldn’t with other people. I would get self-conscious if I had to talk in such philosophical terms before a group of engineers, who are brilliantly creative, but when you go on and on about the integrity and meaning of what they are building, well, that’s just not their focus. There were times when Steve and I would talk about these things and I could see in people’s eyes that they’re thinking, Oh, there they go again.
    “But then we also talked about the very particular. I would say to him ‘Look. This is how we’re designing this bracket.’ Then I’d watch him take his glasses off, because he couldn’t see for shit, and I’d watch him just enjoy the beauty of all that’s inside. Even things like those special screws.”
    旁人确实听不懂,哈哈哈
    过于真实

  • Steve had never liked to “pre-introduce” a product in this way (with the exception of major operating system upgrades). There was always the possibility that the software or the screen or something else might wig out during the demo, and he also worried about tipping his hand too early in a highly competitive business. But Steve had three good reasons for pre-announcing the iPhone. The first was that he had to finally show AT&T something. The company had seen nothing for years—no mock-ups, no prototypes—and it had a clause in its deal that allowed it to pull out if Apple failed to meet certain development milestones. That was unlikely to happen, but he couldn’t take any chances. Second, as Lee Clow observed, Steve was P. T. Barnum incarnate. He loved the element of surprise when he debuted a product. While Apple had remained poker-faced on the subject of a phone for nearly three years, he wasn’t sure he could preserve a cone of silence for another few months. The iPhone would need to be tested by employees out in the real world, and sooner or later one would be spotted. He preferred to control the message. Finally, the January MacWorld confab was by far the best showcase for Steve; not only did he own the forum, but his announcement would upstage anything coming out of the Consumer Electronics Show in Las Vegas, where other handset makers would be showing off their wares. He wanted to steal their headlines.
    原来有这么多的考量
    1)给ATT看到干货; 2)可能无法再保密更久,还不如自己演示;3)在自己的舞台上抢别人的头条;4)非常渴望赶紧展示给世界

  • There was one other reason to make the announcement early, on the very best stage available: Steve and his team knew, in their bones, that the iPhone was something truly special. They were eager to show the world. Eddy Cue recalls: “iPhone was the culmination of everything for Steve, and of everything I had learned. It was the only event I took my wife and kids to because, as I told them, ‘In your lifetime, this might be the biggest thing ever.’ Because you could feel it. You just knew that this was huge.”

  • Why wasn’t Apple allowing software developers to build applications for the iPhone? After all, it was as powerful a computing device as an early Mac or PC, wasn’t it? I mentioned that Google Maps and the YouTube video-viewing app both demonstrated that it was perfectly possible to “open up” the iPhone to third-party software developers. “We had to help them build those apps, you know,” Steve said. “So we know what went into them.” Then he said he was concerned about how third-party apps could be vetted and policed, to make sure there would be no chance of software viruses infecting the phones. “We want to understand better how apps affect the network, too, before we throw things wide open,” he added. “We don’t want to create a monster.” He also suggested that if developers really wanted to create custom applications for the device, they could always design special websites that would perform the computing tasks on Web servers, with the phone acting simply as a terminal.

  • John Doerr had never had direct business dealings with Apple, but he knew all the main players there and was tapped into everything in Silicon Valley. Steve had first showed him an iPhone several months before they shipped. Doerr immediately asked Steve the very same question: Why wasn’t he allowing third-party applications? “At the end of that conversation, I said, ‘Look, I disagree with you,’ ” Doerr recalls. “ ‘And if you ever do decide you want to put applications on it, I’d like to form a fund to encourage people to build them. I think there’s a big opportunity there.’ He said, ‘Okay, I’ll call you back if we change our mind.’ ”
    优秀的投资人,总是非常敏锐,能一眼看到机会

  • Apple and AT&T sold about 1.5 million units in the first quarter the iPhone was on sale, but they probably could have sold many more. Between its cellular woes and the absence of more applications like the ones supplied by Apple and Google, the iPhone proved to be a tougher sell than many would have imagined. People had expected something that would support video games and reference books and fancy calculators and word processors and financial spreadsheets right out of the box. The phone they got couldn’t yet do that.

  • In the fall of 2007, Doerr got a phone call. “From out of the blue, Steve said, ‘I think we should talk. Come on down to Cupertino and tell me about this fund idea that you have.’ So I went to work, and we hastily pulled some materials together and proposed something we called the iFund. I told him we’d commit fifty million dollars to it. Scott Forstall, the Apple guy then in charge of the iPhone operating system, was in the meeting. He said, ‘Come on, John, fifty million dollars? Surely, you could do a hundred.’ So we bumped it up to one hundred million.”
    原来机会是这么来的

  • In November, just over four months after shipping its first iPhone, Apple revealed that it would make available a software development kit for anyone who wanted to develop apps. “That’s when we knew Steve had finally come to see the light,” Gassée says. “Suddenly, that was all anyone was talking about in the Valley and in the VC community. Hundreds of little guys signed up, and the race was on. Then they announced the App Store. And then they released the iPhone 3G [the second version, which shipped in July 2008, and had better wireless and a faster microprocessor]. It was only then that the iPhone was truly finished, that it had all its basics, all its organs. It needed to grow, to muscle up, but it was complete as a child is complete.”
    令人振奋的16年,2006-2023!
    AI时代,我相信会有更多的机会点!

  • IN THE EIGHT years since that January 2007 MacWorld, Apple has sold more than a half billion iPhones. It is the most successful, most profitable consumer electronics product ever, by just about any measure—units sold, dollars of profit generated, number of global carriers that sell it, the number of apps written for it. When you think of it, who sells a half billion of anything costing hundreds of dollars? Sure, Procter & Gamble sells billions of tubes of toothpaste and Gillette sells billions of razor blades. But those don’t come with two-year service contracts that can effectively drive the price of ownership to nearly $1,000 over the life of the product.
    确实,想清楚这一点后,再去思考为什么巴菲特持有苹果股票,也就没那么奇怪了

  • Google understood this, and within eighteen months developed Android, a free knockoff of the iPhone’s operating system software that powered phones made by the likes of Samsung, LG, HTC, and later an upstart Chinese handset maker named Xiaomi.
    原来Google在18个月后,就开发出了Android,行动力非常高

  • Marc Andreessen, the cofounder of Netscape who has become a highly successful Silicon Valley venture capitalist, calls the introduction of the iPhone a seminal event that “flipped the polarity” of what makes Silicon Valley go. Once upon a time, wealthy entities like the military and big corporations drove technological change. They were the only ones who could afford machines with leading-edge components. No more. Now it’s consumers like you and me who lead the way. “The scale economics are gigantic, since these are being sold in such volume,” says Andreessen, whose shaved head looks like an artillery shell, and who talks like a machine gun spraying clipped, staccato bursts of forward-thinking analysis. “We’re talking eventually billions of these things. As a result of that, the smartphone supply chain is becoming the supply chain for the entire computing industry. So the components going into the iPhone [like Corning’s Gorilla Glass, and especially the cellular microprocessors based on a design by ARM Holdings, a British firm] are going to take over computing. By end of decade, even servers will be ARM-based, because the scale economics will be so great that anything else will not be able to compete.”
    原来Marc Andreessen在这么多年前,就已经能够看到ARM可能因为规模经济,而最终会替代Intel,成为服务器端的霸主

  • In other words, Steve had just turned the computer industry on its head. The iPhone marked the emergence of a new form of computing that was more intimate than what had been called personal computing. “My theory about the turnaround of Apple is that what they have accomplished is relatively underappreciated,” says Andreessen. “Mac, iPhone, and iPad are all Unix supercomputers packaged into a consumer form factor. That’s basically what they did. That’s the part that nobody talks about, because everybody’s so design-obsessed.” He leans forward to drive home his point. “That iPhone sitting in your pocket is the exact equivalent of a Cray XMP supercomputer from twenty years ago that used to cost ten million dollars. It’s got the same operating system software, the same processing speed, the same data storage, compressed down to a six-hundred-dollar device. That is the breakthrough Steve achieved. That’s what these phones really are!”
    好厉害的Insight
    我非常认同Marc Andreessen,许多人认为苹果厉害在硬件设计,但其实皇冠在操作系统

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自行车棚效应:我们为什么在小事上纠结,却对大事视而不见?   https://limboy.me/posts/bike-shedding Benz-Patent   https://www.mercedes-benz.com/en/innovation/milestones/benz-patent-motor-car/ 豐田博物館   https://toyota-automobile-museum.jp/tw/ 值得一去的汽车博物馆 一人公司   https://github.com/cyfyifanchen/one-person-company one-person-company, 一人公司 AI 工具系列 wujiaxian   https://wujiaxian.com/ 可能吧创始人的个人Blog,介绍自己的方式,很值得学习 日本京都10大設計熱點!「建築大師貝聿銘操刀美術館,皆川明設計旅館、選物店,還有全球最美的藍瓶咖啡店舖!」   https://www.elle.com/tw/life/style/g33846398/2020-kyoto-10-hotspots/ 京都真是非常美 Henry L. Stimson   https://en.wikipedia.org/wiki/Henry_L._Stimson?useskin=vector While Kyoto may have satisfied the military criteria for a useful target, Stimson objected, declaring in a meeting if the Interim Committee on June 1, 1945, "...there was one city that they must not bomb without my permission and that was Kyoto." 人性的努力保护了京都 Brooke Astor, 105, Aristocrat of the People, Dies   https://www.nytimes.com/2007/08/14/obituaries/14astor.html 值得尊敬...

内网域名访问内网服务器

部门ftp服务器和远程服务器内网域名无法访问问题困扰我好久,钻研了几天,终于明白了一些,和大家做一个分享, 原帖子在这里 ,表示感谢

路由器与交换机区别

交换机和路由器的区别: 1.路由器可以给局域网自动分配IP,虚拟拨号,交换机只是用来分配网络数据的。 2.路由器在网络层,根据IP地址寻址,可以处理TCP/IP协议,交换机不可以。

分布式系统领域的经典论文【转载】

作者:严林  编辑于 2015-05-08 链接:https://www.zhihu.com/question/30026369/answer/46476717 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。 分布式系统在互联网时代,尤其是大数据时代到来之后,成为了每个程序员的必备技能之一。分布式系统从上个世纪80年代就开始有了不少出色的研究和论文,我在这里只列举最近15年范围以内我觉得有重大影响意义的15篇论文(15 within 15)。 1. The Google File System: 这是分布式文件系统领域划时代意义的论文,文中的多副本机制、控制流与数据流隔离和追加写模式等概念几乎成为了分布式文件系统领域的标准,其影响之深远通过其5000+的引用就可见一斑了,Apache Hadoop鼎鼎大名的HDFS就是GFS的模仿之作; 2. MapReduce: Simplified Data Processing on Large Clusters: 这篇也是Google的大作,通过Map和Reduce两个操作,大大简化了分布式计算的复杂度,使得任何需要的程序员都可以编写分布式计算程序,其中使用到的技术值得我们好好学习:简约而不简单!Hadoop也根据这篇论文做了一个开源的MapReduce; 3. Bigtable: A Distributed Storage System for Structured Data: Google在NoSQL领域的分布式表格系统,LSM树的最好使用范例,广泛使用到了网页索引存储、YouTube数据管理等业务,Hadoop对应的开源系统叫HBase(我在前公司任职时也开发过一个相应的系统叫BladeCube,性能较HBase有数倍提升); 4. The Chubby lock service for loosely-coupled distributed systems: Google的分布式锁服务,基于Paxos协议,这篇文章相比于前三篇可能知道的人就少了,但是其对应的开源系统zookeeper几乎是每个后端同学都接触过,其影响力其实不亚于前三篇; 5. Finding a Needle in Haystack: Facebook's Photo Storage: ...

李录推荐阅读书单

李录推荐阅读书单 李录在《文明、现代化、价值投资和中国》的最后,列出了他推荐阅读的一些书目。这个书目的含金量非常之高,是培养一个多层次有深度思维很好的参考,特整理如下。 一. 科学、哲学、进化、人类文明史、人类历史 1. 《枪炮、病菌与钢铁:人类社会的命运》,贾雷德·戴蒙德 2. 《西方将主宰多久》,伊恩·莫里斯 3. 《文明的度量:社会发展如何决定国家命运》,伊恩·莫里斯 4. 《群的征服》,爱德华·奥斯本·威尔森 5. 《无穷的开始:世界进步的本源》,戴维·多伊奇 6. 《真实世界的脉络:平行宇宙及其寓意》,戴维·多伊奇 7. 《理性乐观派:一部人类经济进步史》,马特·里德利 8. 《科学发现的逻辑》,卡尔·波普尔 9. 《开放社会及其敌人》,卡尔·波普尔 10. 《自私的基因》,理查德·道金斯 11. 《人类简史:从动物到上帝》,尤瓦尔·赫拉利 12. 《文明》,尼尔·弗格森 13. 《当下的启蒙》,史蒂芬·平克 14. 《心智探奇:人类心智的起源与进化》,史蒂芬·平克 15. A history of knowledge, Charles Van Doren 16. 《神的历史》,凯伦·阿姆斯特朗 17. 《为什么佛学是真实的》,罗伯特·赖特 18. 《思考,快与慢》,丹尼尔·卡尼曼 19. Creating the Twentieth Century, Vaclav Smil 20. Transforming the Twentieth Century, Vaclav Smil 二. 中国文明、历史、文化 1. 《先秦诸子系年》,钱穆 2. 《中华文化十二讲》,钱穆 3. 《史记(白话本)》,司马迁 4. 《白话二十五史精选》,李解民等 5. 《四书章句集注》,朱熹 6. Waiting for the Dawn, William Theodore de Bary 7. 《中国的自由传统》,狄百瑞 8. 《万古江河——中国历史文化的转折和开展》,许倬云 9. 《黄宗羲全集》 10. 《余英时文集》 11. 《思想和人物》,林毓生 12. 《曾国藩全集》 13. 《万历十五年》,黄仁宇 14. 《天安门:知识分子与中国革命》,史景迁 15. The Search for Modern China, 史景迁 16. 《中国官僚政治研究》,王亚南 17. 《中...

产品随想 | 周刊 第130期:集结信徒,而非官僚

On Dyson, techno-centric design and social consumption   https://2earth.github.io/website/20250707.html 如何創造偉大的事物   https://ryolu.notion.site/1610a94b9c108079a95be4362afd4a26 集結信徒,而非官僚 Reflections on OpenAI   https://calv.info/openai-reflections 创业架构 Shui   https://github.com/rock-zhang/Shui 好好喝水 https://www.ghibli.jp/works/ 吉卜力作品的高清图 From Skeuomorphic to Liquid Glass: Apple's Strategic Bet on the Post-Touch Future   https://omc345.substack.com/p/from-skeuomorphic-to-liquid-glass 迄今为止关于苹果Liquid Glass变革的解读,最好的一篇 The Nueva School   https://en.wikipedia.org/wiki/The_Nueva_School?useskin=vector 看起来是很酷的一个学校 The Barbican   https://arslan.io/2025/05/12/barbican-estate/ 史蒂夫·乔布斯希望你阅读的 9 本书   https://www.douban.com/doulist/147158849/ 《禅者的初心》里有句话:“做任何事,其实都是在展示内心的天性,这是我们存在的唯一理由。” Chuck Feeney was one of the greatest philanthropists ever   https://www.gatesnotes.com/Remembering-Chuck-Feeney 慈善家 My new deadline: 20 years to give away virtually all my wealt...

《Becoming Steve Jobs》Chapter 13 Stanford

Steve was a natural performer who elevated business presentations to something close to high art. But what made him fidgety this day was the prospect of addressing the Stanford University graduating class of 2005. University president John Hennessy had broached the idea several months earlier, and after taking just a little time to think it over, Steve had said yes. He was offered speaking engagements constantly, and he always said no. In fact, he was asked to do so many commencement addresses that it became a running joke with Laurene and other friends who had college or graduate degrees: Steve said he’d accept one just to make an end run around them and get his PhD in a day, versus the years and years it had taken them. But in the end, saying no was simply a question of return on investment—conferences and public speaking seemed to offer a meager payoff compared to other things, like a dazzling MacWorld presentation, working on a great product, or being around his family. “If you loo...

写给大家看的中文排版指南

作者:Hindy 原文地址: http:// zhuanlan.zhihu.com/uici rcle/20506092 前言:很遗憾,我们的周围充斥着大量排版丑陋的文章。我国的字体排印与日本、美国等设计强国差距实在太大。我希望能够做些力所能及的小事,让更多人意识到“设计”的价值和其必要性,创造更美好的视觉环境。本文旨在帮助普及、提升大家对文字排版的认识,让大家在平时的学习工作中能有更专业的文字排版素养。 必看人群: 设计师、编辑、作家、撰稿人、教师、学生 目录: 1. 中文排版 1.1 引号 1.2 省略号与破折号 1.3 行首行尾禁则 2. 西文排版基础 2.1 西文撰写基础 2.2 西文标点相关 2.3 斜体的用法 2.4 大小写的区别 3. 中西文混排 3.1 基础原则 3.2 标点相关 1. 中文排版 1.1 引号 我国国家标准要求弯引号,个人建议使用直角引号。 示例:你竟然喜欢“苹果表”? 引号中再用引号使用双直角引号。 示例:我问他,“你竟然喜欢‘苹果表’?” 当引号表示讽刺、反语暗示时,使用弯引号(用法参考“西文排版”部分)。 示例:说真的,我也很 “喜欢”“苹果表”哦。 1.2 省略号(删节号)与破折号 省略号占两个汉字空间,包含六个点。 正确示例:中国设计还有太长路要走…… 错误示例:中国设计还有太长路要走… 破折号占两个汉字空间。 示例:中国设计还有太长路要走──加油罢。 1.3 行首行尾禁则 点号(顿号、逗号、句号等)、结束引号、结束括号等,不能出现在一行的开头。 错误示例: 排版时注意某些 符号不能在行首 ,别弄错了。 正确示例: 排版时注意某些 符号不能在行首, 别弄错了。 开始引号、开始括号、开始双书名号等,不能出现在一行的结尾。 错误示例: 她对我们说:“ 这书太赞了。” 正确示例: 她对我们说: “这书太赞了。” 2. 西文排版基础 2.1 西文撰写基础 句首字母大写。 单词间留空格。 示例:Have a question? 2.2 西文标点相关 点号后加一个空格(如逗号、句号等)。 示例:Hello everyone! Welcome to my blog....

产品随想 | 周刊 第52期:HP家的Linux笔记本

Products 腾讯柠檬清理   https://github.com/Tencent/lemon-cleaner 腾讯开源,那基本意味着不再维护了...... (据专业人士看,代码写的烂) Teclis   https://teclis.com/ 一个比较窄,但质量非常高的搜索引擎 Ina La Revue Des Médias   https://larevuedesmedias.ina.fr/ 挺小众的法语网站,对于媒体,对于新闻热点的解读,还挺好 Dashy   https://github.com/Lissy93/dashy A self-hostable personal dashboard built for you. Includes status-checking, widgets, themes, icon packs, a UI editor and tons more! 全定制化的看板,非常酷 OpenSnitch   https://github.com/evilsocket/opensnitch OpenSnitch is a GNU/Linux port of the Little Snitch application firewall 好用的Linux网络状态监控软件,帮助盯住不老实的App 这个工具的创作者,Simone Margaritelli,evilsocket,非常高产 emoji-supply   https://github.com/alcor/emoji-supply 把 Emoji 组合成漂亮的壁纸、封面图 Vue Color Avatar   https://github.com/Codennnn/vue-color-avatar 一个纯前端实现的头像生成网站 itty.bitty   https://github.com/alcor/itty-bitty Itty.bitty is a tool to create links that contain small sites Administrative-divisions-of-China   https://github.com/modood/Administrativ...

BIM江湖演义——ArchiCAD vs Revit

原文 地址 江湖中历来不缺乏传奇。在建筑软件的这片江湖中,风云变幻,豪杰辈出,有两大世家始终屹立不倒——一个来自欧罗巴,名字低调:“图形软件”(Graphisoft),却继承了一身的艺术家气质,手握长剑白衣胜雪;一个来自美利坚,人称“自动桌子”(Autodesk),性格豪放不羁,七种武器样样精通。本文所说的,就是这两大世家的代表人物:ArchiCAD与Revit之间的较量。 这个论题本是老生常谈了,谈到BIM绕不过的就是Revit与ArchiCAD。两者的对比许多帖子都讨论过,但往往大而化之,原则性的东西多,细节的东西少,因此我想再作一次比较,希望能深入一点,具体一点,力争较为全面地反映两者的真实面貌。但这种对比往往两面都不讨好,你懂的,因此本文也多用戏说的语气,我姑妄说之,列位看官也就姑妄听之吧,有不当之处还请多多包涵! 先介绍一下本人对这两个软件的熟悉程度。我用ArchiCAD有4年了,出过几套施工图,都已竣工,编过一系列向日葵图库,颇受好评,对ArchiCAD的认识偏重于施工图;用Revit一年半,出过四个工程的土建及MEP模型,也用其API编了若干插件,对Revit的认识偏重于建模(包括结构及MEP建模)。应该说对ArchiCAD与Revit的认识都算深入了。 当然两者的深度比较是一个庞大的工程,而且个人看法难免有偏见,技术上也多有误解之处,因此希望各位能指正与补充。 1 软件的思想、架构对比 从软件的历史来说,无疑是ArchiCAD悠久得多,Revit是Autodesk在2002年才收购回来的,但Revit有一个强有力的东家,马上推出“BIM”这个很炫的口号,一下把ArchiCAD沿用多年的“虚拟建筑”这个老老实实的口号给打败了,于是ArchiCAD也只好宣称自己是个BIM软件,搞得在外人看来,倒像是Revit占了先机。 从软件设计的角度来看,两者也是差别巨大的。ArchiCAD从20多年前就致力于三维建筑设计,在这方面积累了足够多的经验,多年来也是沿用其架构做一些小更新、小完善、小整合。从我接触的7.0到最新的14.0,感觉比较大的变动就是10.0版整合PlotMaker、12版支持多核计算提升速度、12版新增幕墙工具、13版团队工作大幅改进。在界面上、使用习惯上一直差别不大,这也在一个侧面反映了ArchiCAD软件设计的一个“精英思路”——我本来就...