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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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Cherry Studio   https://github.com/CherryHQ/cherry-studio Cherry Studio is a desktop client that supports for multiple LLM providers. Support deepseek-r1 Aalto Repository beta   https://repo.aalto.fi/ Images, sounds and videos from Aalto University 这个系列,价值极高 Nokia Design Archive   https://nokiadesignarchive.aalto.fi/ 芬兰这个国家很了不起 对话影石刘靖康:两代未出现划时代的产品,就会沦为平庸的品牌   https://www.geekpark.net/news/308996 还挺喜欢这个创始人的,有一种海盗的内涵 从哈佛、明星创业者到酷家乐副总裁,苏奇的传奇   https://app.modaiyun.com/mdy/article/3FO4K4W0M259 WHO关于猫狗咬伤、抓伤的处理建议 动物咬伤: https://www.who.int/zh/news-room/fact-sheets/detail/animal-bites 狂犬病: https://www.who.int/zh/news-room/fact-sheets/detail/rabies 关于狂犬病的10个事实: https://www.who.int/zh/news-room/facts-in-pictures/detail/rabies INDIGO 新年直播(2025)   https://www.youtube.com/live/ZIgPvSDGAfY 对2024年AI发展的回顾部分特别好 Artab   https://github.com/get-artab/artab Get Inspired by the World's Greatest Artworks Every Time You Open a New Tab. Extension Available for Chrome, Edge, and...

MongoDB学习笔记

这是我阅读《MongoDB权威指南》的学习笔记,前七章侧重在开发者角度谈MongoDB,后面才是运维管理者角度 一. 理论部分 入门 文档:多个键及其关联的值有序地放置在一起便是文档 集合:一组文档 虽然子集合没有特别的地方,但还是很有用,很多MongoDB工具中都包含子集合 GridFS是一种存储大文件的协议,使用子集合来存储文件的元数据,这样就与内容块分开了 MongoDB的Web控制台通过子集合的方式将数据组织在DBTOP部分 绝大多数驱动程序都提供语法糖,为访问指定集合的子集合提供方便。例如:在数据库shell里面,db.blog代表blog集合,db.blog.posts代表blog.posts集合 在MongoDB中使用子集合来组织数据是很好的方法,在此强烈推荐 数据类型 JSON表现力也有限制,因为只有null,布尔,数字,字符串,数组和对象几种类型, MongoDB保留JSON键值对基础上,增添了其他一些数据类型 使用GridFS存储文件有如下原因: 会直接利用业已建立的复制或分片机制,所以对于文件存储来说故障恢复和扩展都很容易 可以避免用户上传内容的文件系统出现的某些问题 不产生磁盘碎片,因为MongoDB分配数据文件空间以2GB为一块 开发者角度到此为止,下一篇是运维角度的学习

产品爱好者周刊 第26期:PRISM, XKeyscore, Trust No One

  Products Gitea - Git with a cup of tea   https://gitea.io/en-us/ A painless self-hosted Git service. 自建Git服务,避免GitHub隐私侵犯 https://github.com/objective-see/LuLu LuLu is the free macOS firewall 监视Mac的出站流量,且阻断 OverSight   https://github.com/objective-see/OverSight OverSight monitors a mac's mic and webcam, alerting the user when the internal mic is activated, or whenever a process accesses the webcam. 监视是否有应用调用Mac的麦克风、摄像头 Mozilla Hubs   https://github.com/mozilla/hubs The client-side code for Mozilla Hubs, an online 3D collaboration platform that works for desktop, mobile, and VR platforms. 开源的多人虚拟空间,Mozilla打造,企业级VR诉求 数字移民   https://shuziyimin.org 关于内容源、工具的推荐,适合刚接入国际的新人 SimpleLogin   https://simplelogin.io/ 匿名邮箱工具,转发用,Michael Bazzell推荐 Telegram 群组、频道、机器人 - 汇总分享   https://congcong0806.github.io/2018/04/24/Telegram/#机器人-bot https://archive.ph/iJMBj 献给那些将来到Telegram的朋友 Design Patrick Wardle   https://www.instagram.com/patrickwardle/?hl=en 他的IG,摄影也精彩,审美...

无处不在的监控: Hacking Team:WP8 监控代码分析

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 | 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...

产品随想 | 周刊 第106期:Architecture cannot save the world, but it may serve as a good example

“He who lives to see two or three generations is like a man who sits some time in the conjurer’s booth at a fair and witnesses the performance twice or thrice in succession. The tricks were meant to be seen only once; and when they are no longer a novelty and cease to deceive, their effect is gone.” — Arthur Schopenhauer 近 30 年戴镜史,分享我的配镜方法和粗浅经验   https://sspai.com/post/79573 Leslie Berlin   https://leslieberlinauthor.com/ 硅谷历史学家,对硅谷发展做出表述 曾撰写诺伊斯的传记,也是乔布斯Make Something Wonderful的编辑之一 Pre to postmortem: the inside story of the death of Palm and webOS   https://www.theverge.com/2012/6/5/3062611/palm-webos-hp-inside-story-pre-postmortem Palm的荣光 Loren Pope, former education editor for The New York Times, writes about Reed in Colleges That Change Lives, saying, "If you're a genuine intellectual, love the life of the mind, and want to learn for the sake of learning, the place most likely to empower you is not Harvard, Yale, Princeton, Chicago, or Stanford. It is the most intelle...

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。