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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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A candid talk with Apple's CEO on a landmark day in its history. By Laura Locke  |  Wednesday, December 7, 2011 at 1:15 am Steve Jobs announces the iTunes Music Store. On April 28th, 2003, moments before I was about to interview Steve Jobs at San Francisco’s Moscone Center, I was jittery. Anticipation? Nerves? Excitement? You bet. All of those visceral emotions were firing. Knowing Jobs’ storied reputation as an irascible and exacting Silicon Valley CEO had me on edge. But I had prepared a tight set of questions. Secretly, I was hoping he might enjoy the line of inquiry. In turn, I would have a lively and candid report for my editors at TIME. What I didn’t know was that the interview was taking place on what would turn out to be one of the most important days in Apple’s history: The launch of the iTunes Music Store. Once again, Ste...

“真假难辨”的效果图如何打造,以一只笔为例(下)——渲染篇

原文地址 独家教程 | “真假难辨”的效果图如何打造,以一只笔为例(下)——渲染篇 上期独家教程,康石石带大家用Rhino完成了 COPIC MULTILINER 针管笔建模(复习请戳: 独家教程 | “真假难辨”的效果图如何打造,以一只笔为例(上)——建模篇 ),下面我们把它丢进Keyshot渲染器里,看看究竟Keyshot究竟能不能打造真实照片一般的既视感。 Keyshot虽为各家晚辈,但近年来突飞猛进。有的同学说Keyshot渲染效果不如V-Ray,但我们可以看下本期独家教程内容再作判断。 基础材质赋予 首先我们打开 Keyshot 基本导入参数 导入后 由于我们事先在Rhino中,对各个部件分过色,所以我们可以直接,尽情 把左边各种需要的材质球直接拖到需要的部件上 。 初步赋予材质后效果 特写效果 环境光赋予 Keyshot预设的材质显然不能够完全适合所需情况,且物体上的光线并不是很正确。因此同学们需要 将环境光换成更加接近真实摄影棚的灯光场景 。 选用 3 Panels Tilted 2k 作为的基本环境光,将环境光拖入环境里之后,效果如下: 模型各部材质赋予 由于光影的变化,整个模型已更加真实。 接下来 各部的材质还需根据实际的视觉情况 手工调整 。 以下是这次模型各部材质的参数:   笔身主要的金属材质 黑色塑料件部分以及笔头的黑色 笔夹与笔头所使用的金属材质 Tip:金属材质是将Keyshot预设的钢材质的粗糙度调整为0.01而成。 握柄处的塑料材质 Tip:因为塑料的视觉特点,此处特地选用了 半透明属性的材质 做调整,除了表面颜色的参数之外,剩余的三个颜色区域均使用了 R255,G255,B255的纯白 。 笔身标签渲染 在给各部赋予了材质之后,产品很重要的一个环节就是印刷于产品之上的各种商标与说明,在Keyshot中,这些效果可以很轻松的通过标签功能来实现。 首先对实物上的印刷效果进行观察, 可以看出实物上的印刷效果其实是比较立体的 。 Tip: 细节,往往是产品品质的一种体现。 在效果图的渲染中,也应该...

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...

Steve Jobs: Rolling Stone’s 2003 Interview

  When Steve Jobs cruises into the airy reception area on the Apple Computer campus in Cupertino, California, on a recent morning, nobody pays much attention to him, even though he’s the company’s CEO. He’s wearing shorts, a black T-shirt and running shoes. Tall and a little gawky, Jobs has a fast, loping walk, like a wolf in a hurry. These days Jobs seems eager to distance himself from his barefoot youth – who was that crazy kid who once called the computer “a bicycle for the mind”? – and driven to prove himself as a clear-thinking Silicon Valley capitalist. Jobs punches the elevator button to the fourth floor, where his small office is located. For a man who is as responsible as anyone for the wonder and chaos of Silicon Valley, Jobs’ view of it all is surprisingly modest: shrubby treetops extending out toward San Francisco Bay, the distant whoosh of the freeway below. There is nothing modest, however, about Apple’s recent accomplishments. In the past few months,...

产品随想 | 周刊 第75期:2023.1.8 君民共主之国

Products 各大高校课程资源汇总   https://github.com/nwuzmedoutlook/university 120+国内高校课程资源纯手工整理,欢迎补充、修订 Ideas Marc Andreessen   https://www.theobservereffect.org/marc.html 关于阅读,工作计划 Design The biggest auction sales of 2022   https://insider.hagerty.com/trends/the-biggest-auction-sales-of-2022/ 非常精美的老车集合 它可能是個人電腦史上最重要的一張椅子:Herman Miller 和科技怎麼共同演化的?   https://blog.starrocket.io/posts/herman-miller-mother-of-invention/ 「如果說 Engelbart 是透過 科技 推動心智發展(他稱之為 bootstrap),那 Herman Miller 就是透過 家具 提升人類智識。」 Every Default macOS Wallpaper – in Glorious 6K Resolution   https://512pixels.net/projects/default-mac-wallpapers-in-5k/ Mac原始壁纸 Citizenship Consciousness & Privacy 豆瓣9.0分以上的社会学好书,你看过几本?   https://www.sohu.com/a/536977365_565460 读懂中国 史料搬运工 | 一生事业付诸流水后的反思   https://chinadigitaltimes.net/chinese/666961.html 「李鸿章是个谨小慎微之人。他没有在信函中说要如何做才能实现上下一心。但在郭、曾、薛三人的日记里,这个问题有一个共同的答案,那就是:将清廷变革为“君民共主之国”。」 Economy & Business & Market data 中国软件三十年:烟尘隐入,夹缝重生   https://mp.weixin.qq...

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....

Steve Jobs talks about the difference between art and technology

  When asked by   Time   magazine about the difference between art and technology, Jobs said, “I’ve never believed that they’re separate. Leonardo da Vinci was a great artist and a great scientist. Michelangelo knew a tremendous amount about how to cut stone at the quarry. The finest dozen computer scientists I know are all musicians. Some are better than others, but they all consider that an important part of their life. I don’t believe that the best people in any of these fields see themselves as one branch of a forked tree. I just don’t see that. People bring these things together a lot. Dr. Land at Polaroid said, ‘I want Polaroid to stand at the intersection of art and science,’ and I’ve never forgotten that. I think that that’s possible, and I think a lot of people have tried.”

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...

Laurene’s own remarks about Steve

Steve and I met here, at Stanford, the second week I lived in California. He came here to give a talk, and afterwards we found each other in the parking lot. We talked until four in the morning. He proposed with a fistful of freshly picked wildflowers on a rainy New Year’s Day. I said yes. Of course I said yes. We built our lives together. He shaped how I came to view the world. We were both strong-minded, but he had a fully formed aesthetic and I did not. It is hard enough to see what is already there, to remove the many impediments to a clear view of reality, but Steve’s gift was even greater: he saw clearly what was not there, what could be there, what had to be there. His mind was never a captive of reality. Quite the contrary. He imagined what reality lacked, and he set out to remedy it. His ideas were not arguments but intuitions, born of a true inner freedom. For this reason, he possessed an uncannily large sense of possibility—an epic sense of possibility. Steve’s love of beaut...

产品随想 | 周刊 第117期:He saw the intersection of art and science and business and built an organization to reflect that.

He disliked biography attempts. “I regard my scientific papers as my essential biography,’’ Land said. “I pour my whole life into the scientific project I’m investigating. I leave behind the things I’ve done in the past to do the work in the present.’’ “The purpose of inventing instant photography was essentially aesthetic,’’ Land said in 1947, announcing the process’s invention. “We live in a world changing so rapidly that what we mean frequently by common sense is doing the thing that would have been right last year.” — Edwin Land, Statement to Polaroid Corporation employees (25 June 1958) The worldview he was describing perfectly echoed Land’s: “Market research is what you do when your product isn’t any good.” And his sense of innovation: “Every significant invention,” Land once said, “must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.” Thirty years later, when a reporter ask...