跳至主要内容

The Night Steve Jobs Met Andy Warhol

 

It was dusk, sprinkling and windy outside. Steve Jobs and I hurried along Manhattan’s Central Park West. Steve was carrying a large box—a birthday present for Sean Lennon, who was turning nine. If he hadn’t been murdered four years earlier, John would have been 44. Both father and son shared the same birthday, October 9.

We turned right onto West 72nd Street at the storied Dakota apartment building. To get into the building through the carriageway, we passed through a gathering of fifty or sixty people, many holding lit candles. They were singing, “Give Peace a Chance,” remembering John. A few had tears. We stood with them for a while before going inside.

Before 1980, the Dakota had been known for its famous residents, including the Lennons, Calvin Klein, Boris Karloff and Lauren Bacall, and the movie filmed there, Roman Polanski’s Rosemary’s Baby. Since then it’s been remembered for tragedy—John’s murder on the sidewalk out front. A few months before John died, I’d conducted a lengthy Interview with him and Yoko. It was the final in-depth interview of John’s life. One of the last things he said to me was, “I’m turning forty. Life begins at forty, so they promise. And I believe it, too. I’m, like, excited. Like, what’s going to happen next?”

Steve and I waited for the ancient elevator. “All the girls loved Paul, but John was my favorite Beatle,” he said. “Lennon cut through the bullshit and told it like it was. I still can’t believe they killed him. He was a genius, a beautiful genius.” He said that there had been a period when he was a teenager that he listened exclusively to the Beatles, solo Lennon, and Dylan.

The elevator, with gnarly gargoyles looking down on passengers, creaked slowly upward to the seventh floor. On the landing, Steve knocked on an oversized mahogany door. A man opened it and ushered us in. As instructed, we removed our shoes. Steve found a place to store the large box on the floor, behind a collection of walking sticks.

In the evening light, out the window of the White Room–everything inside was white, including the piano on which John wrote “Imagine”–Central Park was a patchwork of crystal and gray. Across the park, the lights of Fifth Avenue hotels and apartments glittered. The party was in full swing. The guests included Walter Cronkite, Roberta Flack, Harry Nilsson, John Cage, and artists Louise Nevelson, Kenny Scharf, and Keith Haring. Andy Warhol arrived, refusing to take his shoes off. Sean came up and Warhol gave him presents, including a spectacular painting of a heart-shaped candy box and a bracelet he’d made out of pennies. The last time they’d seen each other, Andy had ripped a dollar-bill in two and given half to Sean, who, after thanking him, jokingly asked for the other half. Warhol reached in his pocket and handed Sean a wad of torn-in-half dollars.

Dinner was served and then a birthday cake in the shape of a grand piano. Afterward, the adults talked, and Stevee asked Sean if he’d like his present. Following Sean, Steve lugged the box he’d brought down the hallway to Sean’s bedroom, also white, but that one had shelves of robots. Steve opened the carton and lifted out his present.

Steve had boyish dark hair parted on the side. He wore jeans and a white dress shirt, sleeves rolled up. He sprawled on the floor in front of a computer. Called Macintosh, it was boxy, taller than it was wide, beige, the size of a breadbox set on its side.

Steve turned the computer on, and Sean, sitting on the floor near him, stared at the six-inch, black-and-white built-in monitor. He watched Steve push a cigarette-box-sized contraption that was attached to the computer by a wire along the floor. Steve said it was called a mouse. When he guided it along, an arrow on the screen moved, too. Steve moved the arrow over a tiny picture of a paintbrush and clicked to launch a program called MacPaint. He looked at Sean. “You try,” he said.

Sean took control of the mouse, and rolled the small box along the floor. Steve said, “Now hold the button down while you move it and see what happens.” Sean did, and a thin, jagged, black line, appeared on the screen.

Sean, entranced, said, “Cool!” He clicked the mouse button, pushed it around, and on the screen appeared shapes and lines, which he erased (Steve explained how to use an on-screen eraser), and then he drew a sort of lion-camel and then a figure that he said was Boy George.

A few people entered the room and stood over Sean and Steve, watching over their shoulders. I looked up. “Hmmm,” said one, Andy Warhol. “What is this? Look at this, Keith. This is incredible!” Keith Haring nodded. Mesmerized, the artists stared at the moving line.

Steve continued working with Sean, with Warhol and Haring watching, and then Andy asked, “Can I try?”

Warhol took Sean’s spot in front of the computer and Steve showed him how to maneuver and click the mouse. Andy didn’t get it; he lifted and waved the mouse, as if it were a conductor’s baton. Jobs gently explained that the mouse worked when it was pushed along a surface. Warhol kept lifting it until Steve placed his hand on Warhol’s and guided it along the floor. Finally Andy began drawing, staring at the “pencil” as it drew on the screen.

Warhol was spellbound–people who knew him know the way he tuned out everything extraneous when he was entranced by whatever it was at the moment–gliding the mouse, eyes affixed to the monitor. Keith was bent over watching. Andy, his eyes wide, looked up, stared at Haring, and said, “Look! Keith! I drew a circle!”

In Warhol’s diary, published after his death, he wrote about that night: “We went into Sean’s bedroom—and there was a kid there setting up the Apple computer that Sean had gotten as a present, the Macintosh model.

“I said that once some man had been calling me a lot wanting to give me one,” Warhol wrote, “but I’d never called him back or something, and then the kid looked up and said, ‘Yeah, that was me. I’m Steve Jobs.’ And he looked so young like a college guy. …Then he gave me a lesson on drawing with it. It only comes in black and white now, but they’ll soon make it in color. …I felt so old and out of it with this whiz guy right there who’d helped invent it.” In the diaries Warhol concluded his entry, writing that he left the party that night and “felt so blue.” It had nothing to do with his frustration drawing on the computer; he was jealous of Haring. “Before I was Sean’s best grownup friend and now I think Keith is. They really hit it off. He invited Keith to his party for kids the next day and I don’t think I was invited and I’m hurt.”

After half an hour, the artists returned to the party to hang out with Yoko and the other guests, and Sean left for a while to do an interview with Yoko. When he returned, he found Steve and, for the rest of the evening, the two were glued to the computer.

***

I had conducted the Interview with John and Yoko in late July and early August 1980. I met Steve under the same circumstances; the interview I conducted in late summer and early spring of 1984 ran in February of that year. Jobs was 28. It’s difficult for most people to remember (if they were born then) that pre-iPhone, iPad, iPod, iMac era when the most popular personal computer consisted of a suitcase-sized base, heavy monochrome monitor, and keyboard, made by what was then one of the world’s most formidable companies, IBM. It ran on an operating system called MS-DOS– “MS” stood for Microsoft–and had 64 kilobytes of random-access memory. Programs came and files were stored on five-and-a-quarter-inch floppy disks that looked like rectangular 45s in cardboard sleeves. To work on a file–a spreadsheet, say–one had to open it by holding down the control key while pressing O and then typing in a filename.

At the time, people listened to music on the Sony Walkman that played cassette tapes. They read newspapers—on paper. If you mentioned Apple to most people, they’d assume you were referring to the Beatles record label—or something you ate.

Jobs was already a superstar, an idol; there has never been a businessman with as zealous of a following. For many people, he has become an integral, indispensable and even defining part of life. In an almost scary way he exists like a Horcrux in the heads of people who experience the world and carry on relationships through devices that are a reflection of his intellect and taste. It’s unprecedented that so many people throughout the world were as emotional about the retirement of a CEO as they were when, last September, Steve announced that he was stepping down from Apple. It’s also unprecedented that so many people were as devastated by the death of a man who was, after all, an entrepreneur and businessman. It was well known that Jobs had been ill–he had pancreatic cancer and, in 2009, had a liver transplant–but his death was still a shock. At Apple stores around the country, his fans made shrines of flowers, letters and apples.

The original personal computers, from the 1970s, were mostly for geeks in high-school computer clubs before Jobs and his partner, Steve Wozniak, founded Apple in 1976. Their first product, the Apple I, was a hobbyist’s toy. The following year, Apple released the Apple II, which was used in schools, and, to a lesser extent, homes, where parents did accounting, word processing, and stored recipes, and kids did their homework and played computer games. Apple was the uncontested leader in the modest personal-computer market in 1981, when IBM, at the time the most formidable name in mainframe computers, released its PC. The Apple II never cracked the business market, which was where the big money was. To most of corporate America, Apple’s computers were for kids, not Fortune 500 companies. IBM was a trusted brand, and it trounced Apple. By 1984, Apple’s market share had declined by half.

Jobs attempted to fight back with new, more powerful models, including the Apple III and Lisa, but they were failures. In the early 1980s, industry wags speculated that another Apple failure could sink the company, and there were even rumors that an IBM-Apple takeover was imminent. (Typical of Apple bravado, when I met him, Randy Wigginton, a 24-year-old software designer, squelched the rumor. “IBM already said they weren’t for sale,” he cracked.) During our interview, Jobs admitted he was “betting the store” on the Macintosh. “Yeah, we felt the weight of the world on our shoulders,” he said. “We knew that we had to pull the rabbit out of the hat with Macintosh, or else we’d never realize the dreams we had for either the products or the company.”

***

The interview scheduled, I arrived at Apple headquarters in Cupertino and was escorted to a conference room called Picasso. A meeting with four of his chief software designers was underway. Steve was reputed to be an unconventional CEO, and he was. During the course of our interview, he would talk about his influences that included everything from the book Be Here Now, by Baba Ram Das, to John and Yoko, to lengthy conversations he’d had with his business heroes Edwin Land, the founder of Polaroid, and Akio Moritz, founder of Sony. Indeed, the Jobs I witnessed in action was unlike other corporate executives I’d met. In the conference room, I noticed was that it was the first time I’d arrived at an interview with a corporate CEO and felt overdressed. Jobs was in a flannel shirt, jeans, and sneakers, whereas I was dressed more like another of Jobs’ visitors that day, California Governor Jerry Brown, who wore a black suit.

Though the Mac had been extravagantly announced and forty thousand computers were selling a month, it wasn’t bug-free, and Jobs wasn’t pleased. The Apple engineers in the room, all on the Mac team, appeared exhausted. Later I learned that other than quick naps on the floor under their desks, they hadn’t slept in weeks, because they were furiously working to fix the software glitches. Undeterred by the presence of a journalist, Steve laid into them, and they looked miserable. One held back tears. After berating them, however, Jobs’ diatribe turned into a passionate pep talk. “We’re almost at the finish line,” he said. “Remember, we aren’t just building a product. We’re making history. We’re changing the world. Someday you’ll tell your children you were part of this.”

This wasn’t the last time Steve claimed that he wasn’t merely making software and hardware, but was fomenting revolution. He would go on to say as much at the announcement of almost every new Apple computer and other product. Over the decades since I interviewed him, I’ve profiled founders, CEOs, and presidents of dozens of high-tech companies in California’s Silicon Valley, Tokyo, Kyoto, Moscow, London, Beijing, Shanghai, and other cities. Almost every one of them described his or her company and product as revolutionary–“Our company will change life as we know it”–even when they were doing little more than providing new ways to buy books, do payroll, or flirt. But it was Jobs who set the bar. When I interviewed Oracle founder Larry Ellison, he told me, “People ask how much difference one person can make. Steve Jobs is the answer.” Edward Tian, one of the fathers of the Chinese Internet, told me that as a young boy in Beijing, he became inspired by Jobs idea that computers are not just computing machines, but tools with the inherent ability to change lives. Steve Jobs gave the computer industry a much greater goal: to make a better world,” Tian said. The idea began to consume me.” Few would argue that the computer is transforming China, once again changing the world.

***

I sat across from Steve and turned on my twin tape recorders and opened my reporter’s notebook that was filled with dozens of pages of questions and notes, but Jobs stopped me. He wanted to know if I wrote on a computer or was stuck in the “Neanderthal” world of typewriters.

I explained that a few years earlier I had an Apple II computer on which I wrote articles (including the John and Yoko interview), printing out the final drafts on a dot-matrix printer that spit out paper like a tickertape. However, in 1981, I bought a first-generation IBM PC. When Jobs heard that I’d abandoned the Apple II for a PC, and, as I said, it had served me well, he looked at me as if I had betrayed American secrets to the Nazis in World War II. Then he smiled. “OK. Here’s a challenge. Try a Mac. Write your article on it and compare it to the PC. We’ll see what you think.” It was an intriguing idea to test-drive a computer as I interviewed its creator, and so I agreed. The next day a loaner showed up at my home.

The interview continued off and on over two months. There were sessions at Apple headquarters in Cupertino, where there were video games, a ping pong table, and a stereo with six-foot speakers blaring the Rolling Stones in the central gathering area in the Mac building. We met in conference rooms–besides Picasso, there was da Vinci. Jobs occasionally grabbed fresh carrot or vegetable juice from a refrigerator in a snack room. (I learned that the juice budget for the Mac group was $200,000 a year.)

I’d been warned that Jobs liked to walk while he talked, but hadn’t considered that I should have gone into training to keep apace. He dashed around Apple like a power walker obsessed, making brief pit stops to talk to programmers, hardware engineers, department managers, marketers, product designers, and customers meeting his sales teams. We walked during subsequent interview sessions in San Francisco, along the waterfront and through North Beach; on the Stanford campus; in the hills above Woodside; through redwoods in Jack London State Park in Sonoma County, and along steep trails in the high Sierra near Aspen, Colorado. Unsurprisingly, Jobs was exceptionally bright about most subjects, but in Aspen he stopped a passerby to ask, “What are all these trees with the white bark?”

For our meetings, Jobs often showed up in a Porsche, but otherwise had few of the accouterments normally associated with wealth (though at the time he was already worth more than a quarter of a billion dollars). When we weren’t walking, we often talked over meals, usually sushi or some macrobiotic combination of lettuce, beans, and rice. (A couple years later, for a period of two weeks, he went on a grape juice fast. The juice was hand pressed by my brother, who for awhile worked for Steve as chef and caretaker of a home Steve bought in Woodside, California.)

Over the course of a half dozen weeks, Jobs fielded hundreds of questions, including ones about his background (for the first time, he talked about being adopted, but said he didn’t want to reveal details about his search for his biological parents, because he didn’t want to hurt the feelings of the couple who raised him); his wealth (he laughed about losing $200,000,000 in one day); the founding, with Steve Wozniak, of Apple (in a garage, which by then, as I wrote, had already taken on the aura of Abraham Lincoln’s log cabin); his stint at Atari, the gaming company behind Pong; a trip to Tibet, during which a guru shaved his head; his education (college and LSD); his relationship with Wozniak; the Apple I, II, III, and Lisa computers; his competitors (he railed against what he viewed as the devil incarnate, IBM), and the new Mac (the future of computing and portal into a world of unimaginable possibilities). Steve talked as excitedly about fonts and internal storage devices as politics, but he became most animated when he answered questions about his inspirations and his vision of the impact of technology in the future.

The launch of the commercial Internet and World Wide Web was more than a decade away, and yet at the time Steve envisioned “a nationwide communications network” linked by computers. “We’re just in the beginning stages of what will be a truly remarkable breakthrough for most people—as remarkable as the telephone,” he said. I was skeptical and asked him to be more specific. “What kind of breakthrough are you talking about?” He answered, “I can only begin to speculate. You don’t know exactly what’s going to result, but you know it’s something very big and very good.” I pressed; I wanted more than very big and very good. He thought for awhile before responding, “A hundred years ago, if somebody had asked Alexander Graham Bell, ‘What are you going to be able to do with a telephone?’ he wouldn’t have been able to tell him the ways the telephone would affect the world. He didn’t know that people would use the telephone to call up and find out what movies were playing that night or to order some groceries or call a relative on the other side of the globe.”

The interviews continued. More walks. One late night, we trudged up the famously steep streets of San Francisco’s Russian Hill. We were still walking at 3 in the morning, when I asked about his long-term vision for Apple. He answered that he thought the company could have an impact beyond its computers. “I think Apple has a chance to be the model of a Fortune 500 company in the late Eighties and early Nineties,” he said. “Ten to 15 years ago, if you asked people to make a list of the five most exciting companies in America, Polaroid and Xerox would have been on everyone’s list. Where are they now? They would be on no one’s list today. What happened? Companies, as they grow to become multibillion-dollar entities, somehow lose their vision. They insert lots of layers of middle management between the people running the company and the people doing the work. They no longer have an inherent feel or a passion about the products. The creative people, who are the ones who care passionately, have to persuade five layers of management to do what they know is the right thing to do.

“What happens in most companies is that you don’t keep great people under working environments where individual accomplishment is discouraged rather than encouraged. The great people leave and you end up with mediocrity. I know, because that’s how Apple was built. Apple is an Ellis Island company. Apple is built on refugees from other companies. These are the extremely bright individual contributors who were troublemakers at other companies.”

After two more weeks of interviewing, I gathered tapes and transcripts and began writing on the Macintosh. At first I found the mouse awkward (rather than pointing and clicking, I was used to pressing CTR K and D to save a file), but I quickly got the hang of it. Yes, it was easier to use, and, as Jobs described it, more “intuitive.” In the interview, he explained the thinking behind the mouse. “If I want to tell you there is a spot on your shirt, I’m not going to do it linguistically: ‘There’s a spot on your shirt 14 centimeters down from the collar and three centimeters to the left of your button.’ If you have a spot—‘There!’ [He pointed]–I’ll point to it. Pointing is a metaphor we all know. We’ve done a lot of studies and tests on that, and it’s much faster to do all kinds of functions, such as cutting and pasting, with a mouse, so it’s not only easier to use but more efficient.”

I’d completed about three-quarters of the interview when Steve called–he was in my neighborhood. At the time I was living in Glen Ellen, a small town in Sonoma County, more than an hour’s drive from San Francisco. Steve came rolling up the dirt road in the Porsche. He said he wanted to clarify a few things. We sat on a porch swing and went over them. Mostly they were minor details, but just as Jobs obsessed with every aspect of the Macintosh, he obsessed about everything else he did, including our interview. He clarified some dates. He wanted to be sure that I had down the names of people who had worked on various components and software for the Mac. He said he’d thought of something he’d said and thought he could phrase it more succinctly. I explained that the interview was almost complete, and it was too late to include new information, though I’d make factual corrections. He didn’t care. Nor did he slow down when I told him that I had to get back to work. He talked for another hour and a half. I included his comments about his hero, Polaroid funder Edwin Land, who he called “one of the troublemakers.” Jobs said, “He dropped out of Harvard and founded Polaroid. Not only was he one of the great inventors of our time but, more important, he saw the intersection of art and science and business and built an organization to reflect that. Polaroid did that for some years, but eventually Dr. Land, one of those brilliant troublemakers, was asked to leave his own company–which is one of the dumbest things I’ve ever heard of. So Land, at 75, went off to spend the remainder of his life doing pure science, trying to crack the code of color vision. The man is a national treasure. I don’t understand why people like that can’t be held up as models: This is the most incredible thing to be–not an astronaut, not a football player–but this.”

I’d completed a first draft by Friday before the Monday deadline. On Saturday morning, I reread the piece and began editing. I was polishing a section when without warning the words on the screen vanished. I clicked the mouse and nothing happened. I felt sick. My article–days of work–was gone. I continued to click the mouse and type on the keyboard, but everything was frozen. I was horrified. There was no backup.

Another user would have to call Apple tech support, but I called Jobs. After all, this experiment was his idea. On the phone, he walked me through a few attempts at fixing the computer. I couldn’t even get it to turn off, so he instructed me to try a high-tech fix: unplug it and then start it up again. The computer turned on, but there was no sign of my interview, even when I followed Jobs’ directions, clicking the mouse, opening hidden files, searching where he told me to search. I was panicked, but Jobs was said he knew what to do, that I should stand by.

On Sunday morning, Jobs’ solution arrived in the person of Randy Wigginton, the author of MacWrite, the program with which I’d used to write the Interview, who’d I’d briefly met at Apple. Wigginton, with blonde hair, wearing a Lacoste shirt, and (of course) jeans, was 23 years old. Hired at sixteen, he had been Apple’s sixth employee.

I led Wigginton to my office and the dead Mac. He worked on it for a couple hours during which Jobs called to check in. I asked Wigginton how it was going and he shook his head. He continued working and I began writing again–starting from scratch–but on the IBM. If ever you’ve lost something you’ve worked on on a computer, and if you have no backup, you understand the desolate feeling of staring again at a blank screen, starting over.

Wigginton was more haggard than when I last saw him at Apple, but he didn’t take a break. I was beginning to write on the PC when Wigginton came in to find me. After four hours, he’d found the lost and corrupted file somewhere inside some recess of the computer’s memory, and he reconstructed it.

I went back to work.

Later, Wigginton told me that he almost fell asleep at the wheel as he drove home. He made it to his couch, where he passed out from exhaustion. Minutes later, Jobs called, waking him, telling he needed him in the office. Wigginton rushed in. “Steve was out to change the world,” Wigginton said, “but to be honest, a lot of us never bought into that. Like many of us at Apple, especially on the Mac team, I worked 22 hours a day for one reason, to please Steve. That’s what he demanded of us, and that’s what we cared about. If he criticized us we were crushed, but we lived for his praise.”

***

I’d flown to New York and was working in the magazine’s office there when Steve called. He happened to be in New York, too; he’d bought an apartment in the two-towered San Remo apartment building, which had been built in 1929, and was meeting with the architect IM Pei about renovating it. Pei had never worked on a personal residence, but, as Wigginton inferred, people didn’t say no to Jobs, who was nothing if not persuasive. John Scully learned this, too. As Jobs described in the interview, a couple years earlier he had recruited Scully, then president of Pepsi, to join Apple and help him run the company. Scully was balking at the offer when Jobs famously challenged him, “Are you going to keep selling sugar water to children when you could be changing the world?” Scully joined Apple.

I had plans the evening Steve called me in New York. I was attending Sean Lennon’s birthday party at the Dakota, and called and asked Yoko if I could bring Steve along. She said she’d enjoy meeting him. I called him back and invited him. He said it sounded fun.

After the party, Steve and I left the Dakota. A few dozen people were still outside with candles. Someone plaintively strummed a guitar and a girl sang, “Across the Universe.”

Steve and I walked down 72nd Street—it was raining harder. We talked about the saddest moment at the party. Harry Nilsson had led everyone in a song for Sean, a rousing “For He’s a Jolly Good Fellow.” Afterward, Sean said, “If my dad were here we’d sing, ‘For they’re jolly good fellows.’”

We walked in silence for a while and then I mentioned the party again, what seemed to be an extraordinary moment, Andy Warhol thrilled to have drawn a circle. Steve seemed less interested in the famous artist drawing on the Mac than in Sean. He explained, “It’s that older people sit down and ask, ‘What is it?’ but a child asks, ‘What can I do with it?’”

***

At one point during the Interview, Steve had said, “I’ll always stay connected with Apple.” Of course it was prescient, and particularly ironic because he would soon be fired by the Apple board and John Scully. Jobs continued, “I hope that throughout my life I’ll sort of have the thread of my life and the thread of Apple weave in and out of each other, like a tapestry. There may be a few years when I’m not there, but I’ll always come back.” He did. Scully left, Apple was again in trouble, and Steve, who in the break from Apple founded NeXT, another computer company, and acquired the fledgling animation studio, Pixar, from George Lucas, returned. He continued, “And that’s what I may try to do. The key thing to remember about me is that I’m still a student. I’m still in boot camp. If anyone is reading any of my thoughts, I’d keep that in mind. Don’t take it all too seriously. If you want to live your life in a creative way, as an artist, you have to not look back too much. You have to be willing to take whatever you’ve done and whoever you were and throw them away. What are we, anyway? Most of what we think we are is just a collection of likes and dislikes, habits, patterns. At the core of what we are is our values, and what decisions and actions we make reflect those values. That is why it’s hard doing interviews and being visible: As you are growing and changing, the more the outside world tries to reinforce an image of you that it thinks you are, the harder it is to continue to be an artist, which is why a lot of times, artists have to go, ‘Bye. I have to go. I’m going crazy and I’m getting out of here.’ And they go and hibernate somewhere. Maybe later they re-emerge a little differently.”

The evening of party, Steve and I turned on Columbus Avenue and talked more about the long-term promise of technology. I asked Steve what was coming down the road—way down the road, how else technology would change life, and if he would be at the forefront of whatever it is. “That’s for the next generation,” he said. “I think an interesting challenge in this area of intellectual inquiry is to grow obsolete gracefully, in the sense that things are changing so fast that certainly by the end of the Eighties, we really want to turn over the reins to the next generation, whose fundamental perceptions are state-of-the-art perceptions, so that they can go on, stand on our shoulders and go much further. It’s a very interesting challenge, isn’t it? How to grow obsolete with grace.”

I asked what he might do if he were to retire from Apple. With a few hundred million dollars, he could do anything he wanted to. He took a moment to answer, and when he did, he said, “Well, my favorite things in life are books, sushi and….” He stopped. “My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.”

Popular posts from 产品随想的博客

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...

产品随想 | 周刊 第127期:晨光只开一刻钟,但比千年松,并无甚不同

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...

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 | 周刊 第44期:简单即是美

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

产品随想 | 张鸣论中国传统政治

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

ifconfig参数备忘

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

产品随想 | 读《中国是部金融史》:第三章至第五章

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

常用建筑素材站点

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