在讀喬布斯傳以前，對(duì)喬布斯的了解，僅僅知道他50來(lái)歲的模樣，看了他在斯坦福的演講，如此而已；對(duì)蘋(píng)果公司的了解，僅僅知道這是一家制造高端的電腦和手機(jī)的美國(guó)公司，如此而已。看完他的傳記，以下問(wèn)題有了答案。
1、喬布斯是個(gè)什么樣的人？
出身：從小被生身父母拋棄，由養(yǎng)父母養(yǎng)大成人，家庭條件普通，大學(xué)肄業(yè)。成長(zhǎng)的時(shí)代背景：出生于第二次世界大戰(zhàn)以后，受垮掉的一代的理念的影響，反叛、酒精、性、致幻劑、印度的禪等他們的標(biāo)示。個(gè)性：喜怒無(wú)常、極端、很強(qiáng)的動(dòng)手能力、挑剔、追求完美、控制欲極強(qiáng)、原則性極強(qiáng)、終身的素食主義者、相比理性分析，更相信直覺(jué)、深刻的洞察力等等。
2、喬布斯創(chuàng)辦了幾家公司？
一共3家，分別是：Apple Inc. 、NeXT、Pixar。
3、喬布斯的人生理念是什么？
不知道。貌似他的人生理念已經(jīng)充分地體現(xiàn)在蘋(píng)果公司開(kāi)發(fā)、設(shè)計(jì)、制造、銷(xiāo)售產(chǎn)品的每一個(gè)細(xì)節(jié)之中了。
3、蘋(píng)果公司和Pixar動(dòng)畫(huà)公司做了些什么產(chǎn)品？
（1）、The Apple II, which took Wozniak’s circuit board and turned it intothe first personal computer that was not just for hobbyists.
（2）、The Macintosh, which begat the home computer revolution andpopularized graphical user interfaces.
（3）、Toy Story and other Pixar blockbusters, which opened up the miracle ofdigital imagination.
（4）、Apple stores, which reinvented the role of a store in defining abrand.
（5）、The iPod, which changed the way we consume music.
（6）、The iTunes Store, which saved the music industry.
（7）、The iPhone, which turned mobile phones into music, photography,video, email, and web devices.
（8）、The App Store, which spawned a new content-creation industry.
（9）、The iPad, which launched tablet computing and offered a platform fordigital newspapers, magazines, books, and videos.
（10）、iCloud, which demoted the computer from its central role in managingour content and let all of our devices sync seamlessly.
4、蘋(píng)果公司的理念是什么？
Focus、Less but better、Simplicity、Minimalism、Think Different、To make great products、Innovation、end-to-end control等。
5、喬布斯的人生缺憾是什么？
（1）、從印度的禪里面沒(méi)有找到安定內(nèi)心的方法。
（2）、太執(zhí)著于工作，以至于持續(xù)幾年的癌癥治療，都沒(méi)能引起他花更多的時(shí)間關(guān)注人生的其它方面，比如家人，當(dāng)然，做了些這方面的工作，但可能并不夠。
（3）、人生短暫，還有很多事未了。
不一一寫(xiě)了。還是找個(gè)蘋(píng)果產(chǎn)品好好欣賞下。書(shū)中的精彩太多了，粘貼一點(diǎn)在文末。
蓋茨和喬布斯的差異
Bill Gates andSteve Jobs, despite their similar ambitions at the confluence of technology andbusiness, had very different personalities and backgrounds. Gates’s father wasa prominent Seattlelawyer, his mother a civic leader on a variety of prestigious boards. He becamea tech geek at the area’s finest private school, Lakeside High, but he wasnever a rebel, hippie, spiritual seeker, or member of the counterculture.Instead of a Blue Box to rip off the phone company, Gates created for hisschool a program for scheduling classes, which helped him get into ones withthe right girls, and a car-counting program for local traffic engineers. Hewent to Harvard, and when he decided to drop out it was not to findenlightenment with an Indian guru but to start a computer software company.
Gates was goodat computer coding, unlike Jobs, and his mind was more practical, disciplined,and abundant in analytic processing power. Jobs was more intuitive and romanticand had a greater instinct for making technology usable, design delightful, andinterfaces friendly. He had a passion for perfection, which made him fiercelydemanding, and he managed by charisma and scattershot intensity. Gates was moremethodical; he held tightly scheduled product review meetings where he wouldcut to the heart of issues with lapidary skill. Both could be rude, but withGates—who early in his career seemed to have a typical geek’s flirtation withthe fringes of the Asperger’s scale—the cutting behavior tended to be lesspersonal, based more on intellectual incisiveness than emotional callousness.Jobs would stare at people with a burning, wounding intensity; Gates sometimeshad trouble making eye contact, but he was fundamentally humane.
“Each one thought he was smarter than theother one, but Steve generally treated Bill as someone who was slightlyinferior, especially in matters of taste and style,” said Andy Hertzfeld. “Billlooked down on Steve because he couldn’t actually program.” From the beginningof their relationship, Gates was fascinated by Jobs and slightly envious of hismesmerizing effect on people. But he also found him “fundamentally odd” and“weirdly flawed as a human being,” and he was put off by Jobs’s rudeness andhis tendency to be “either in the mode of saying you were shit or trying toseduce you.” For his part, Jobs found Gates unnervingly narrow. “He’d be abroader guy if he had dropped acid once or gone off to an ashram when he wasyounger,” Jobs once declared.
關(guān)于專(zhuān)注
Once a year Jobstook his most valuable employees on a retreat, which he called “The Top 100.”They were picked based on a simple guideline: the people you would bring if youcould take only a hundred people with you on a lifeboat to your next company.At the end of each retreat, Jobs would stand in front of a whiteboard (he lovedwhiteboards because they gave him complete control of a situation and theyengendered focus) and ask, “What are the ten things we should be doing next?”P(pán)eople would fight to get their suggestions on the list. Jobs would write themdown, and then cross off the ones he decreed dumb. After much jockeying, thegroup would come up with a list of ten. Then Jobs would slash the bottom sevenand announce, “We can only do three.”
When he wasturning thirty, Jobs had used a metaphor about record albums. He was musingabout why folks over thirty develop rigid thought patterns and tend to be lessinnovative. “People get stuck in those patterns, just like grooves in a record,and they never get out of them,” he said. At age forty-five, Jobs was now aboutto get out of his groove.
蘋(píng)果公司的理念
We believe that we are on the face of the earth tomake great products, and that’s not changing. We are constantly focusing on innovating.We believe in the simple not the complex. We believe that we need to own andcontrol the primary technologies behind the products that we make, andparticipate only in markets where we can make a significant contribution. Webelieve in saying no to thousands of projects, so that we can really focus onthe few that are truly important and meaningful to us. We believe in deepcollaboration and cross-pollination of our groups, which allow us to innovatein a way that others cannot. And frankly, we don’t settle for anything lessthan excellence in every group in the company, and we have the self-honesty toadmit when we’re wrong and the courage to change. And I think, regardless ofwho is in what job, those values are so embedded in this company that Applewill do extremely well.
喬布斯給老婆Powell的情書(shū)，20周年結(jié)婚紀(jì)念日
We didn’t know much about each other twenty yearsago. We were guided by our intuition; you swept me off my feet. It was snowingwhen we got married at the Ahwahnee. Years passed, kids came, good times, hardtimes, but never bad times. Our love and respect has endured and grown. We’vebeen through so much together and here we are right back where we started 20years ago—older, wiser—with wrinkles on our faces and hearts. We now know manyof life’s joys, sufferings, secrets and wonders and we’re still here together.My feet have never returned to the ground.
（喬布斯的杏子園------效果圖）
