STEVE JOBS EPUB ENGLISH
Steve Jobs: The Exclusive Biography by Walter Isaacson. Read online, or download in secure EPUB format. Steve Jobs - Walter Isaacson - dokument [*.epub] FROM THE AUTHOR OF THE ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. the British computer pioneer who broke the German wartime codes and then. Title: Ebooks download Steve Jobs (English Edition) EBOOK EPUB KINDLE PDF , Author: amaniklein, Name: Ebooks download Steve Jobs.
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The Zen Of Steve Jobs. Topics ប្រវត្តិ. Collectionopensource. Language cam. ជីវ. IdentifierTheZenOfSteveJobs. Walter Isaacson - Steve Jobs (epub + mobi) English | Publisher: Simon & Schuster (October 24, ) | ISBN | pages. Online PDF Steve Jobs, Download PDF Steve Jobs, Full PDF Steve Jobs, All Ebook Steve Jobs, PDF and Isaacson pdf Steve Jobs, Walter Isaacson epub Steve Jobs, pdf Walter Isaacson Steve Jobs, the book Steve Language: English q.
His quest for perfection led to his compulsion for Apple to have end-to-end control of every product that it made. This ability to integrate hardware and software and content into one unified system enabled him to impose simplicity. Excerpt 2 For Jobs, belief in an integrated approach was a matter of righteousness.
The Exclusive Biography
Their lives are crowded; they have other things to do than think about how to integrate their computers and devices. But in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by beguiling user experiences.
Using an Apple product could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the altar of openness or by letting a thousand flowers bloom. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless.
But if he did not want to deal with something—a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products.
He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.
Unfortunately his Zen training never quite produced in him a Zen-like calm or inner serenity, and that too is part of his legacy. He was often tightly coiled and impatient, traits he made no effort to hide. Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses.
Not Jobs. He made a point of being brutally honest. This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times.
Jobs claimed it was the former. But I think he actually could have controlled himself, if he had wanted. When he hurt people, it was not because he was lacking in emotional awareness. Quite the contrary: He could size people up, understand their inner thoughts, and know how to relate to them, cajole them, or hurt them at will. The nasty edge to his personality was not necessary. It hindered him more than it helped him.
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But it did, at times, serve a purpose. Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change. Dozens of the colleagues whom Jobs most abused ended their litany of horror stories by saying that he got them to do things they never dreamed possible. He designed the Mac after appreciating the power of graphical interfaces in a way that Xerox was unable to do, and he created the iPod after grasping the joy of having a thousand songs in your pocket in a way that Sony, which had all the assets and heritage, never could accomplish.
Some leaders push innovations by being good at the big picture. Others do so by mastering details.
Jobs did both, relentlessly. As a result he launched a series of products over three decades that transformed whole industries.
Was he smart? No, not exceptionally. Instead, he was a genius.
His imaginative leaps were instinctive, unexpected, and at times magical. He was, indeed, an example of what the mathematician Mark Kac called a magician genius, someone whose insights come out of the blue and require intuition more than mere mental processing power.
Like a pathfinder, he could absorb information, sniff the winds, and sense what lay ahead. Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford.
More than anyone else of his time, he made products that were completely innovative, combining the power of poetry and processors. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.
Excerpt 4 The difference that Jony has made, not only at Apple but in the world, is huge. He is a wickedly intelligent person in all ways.
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He understands business concepts, marketing concepts. He picks stuff up just like that, click. He understands what we do at our core better than anyone. And he understands that Apple is a product company. He has more operational power than anyone else at Apple except me. Jonathan Ive, known to all as Jony, was planning to quit. Ive grew up in Chingford, a town on the northeast edge of London. His father was a silversmith who taught at the local college. I came to realize that what was really important was the care that was put into it.
What I really despise is when I sense some carelessness in a product. One of his creations was a pen with a little ball on top that was fun to fiddle with. It helped give the owner a playful emotional connection to the pen. For his thesis he designed a microphone and earpiece—in purest white plastic—to communicate with hearing-impaired kids. A cofounder of Pixar who clashed with Jobs. Brilliant, troubled programmer on the original Mac team, afflicted with schizophrenia in the s.
Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple.
He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I'd worked.
But now that I was no longer at either of those places, I hadn't heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado.
He'd be happy to come, he said, but not to be onstage.
He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn't yet know that taking a long walk was his preferred way to have a serious conversation. It turned out that he wanted me to write a biography of him.
I had recently published one on Benjamin Franklin and was writing one about Albert Einstein, and my initial reaction was to wonder, half jokingly, whether he saw himself as the natural successor in that sequence.
Because I assumed that he was still in the middle of an oscillating career that had many more ups and downs left, I demurred. Not now, I said. Maybe in a decade or two, when you retire. I had known him since , when he came to Manhattan to have lunch with Time's editors and extol his new Macintosh.
He was petulant even then, attacking a Time correspondent for having wounded him with a story that was too revealing. But talking to him afterward, I found myself rather captivated, as so many others have been over the years, by his engaging intensity. We stayed in touch, even after he was ousted from Apple.
When he had something to pitch, such as a NeXT computer or Pixar movie, the beam of his charm would suddenly refocus on me, and he would take me to a sushi restaurant in Lower Manhattan to tell me that whatever he was touting was the best thing he had ever produced.
I liked him. When he was restored to the throne at Apple, we put him on the cover of Time, and soon thereafter he began offering me his ideas for a series we were doing on the most influential people of the century. He had launched his "Think Different" campaign, featuring iconic photos of some of the same people we were considering, and he found the endeavor of assessing historic influence fascinating.
After I had deflected his suggestion that I write a biography of him, I heard from him every now and then.
At one point I emailed to ask if it was true, as my daughter had told me, that the Apple logo was an homage to Alan Turing, the British computer pioneer who broke the German wartime codes and then committed suicide by biting into a cyanide-laced apple.
He replied that he wished he had thought of that, but hadn't. That started an exchange about the early history of Apple, and I found myself gathering string on the subject, just in case I ever decided to do such a book.
When my Einstein biography came out, he came to a book event in Palo Alto and pulled me aside to suggest, again, that he would make a good subject. His persistence baffled me. He was known to guard his privacy, and I had no reason to believe he'd ever read any of my books. Maybe someday, I continued to say. But in his wife, Laurene Powell, said bluntly, "If you're ever going to do a book on Steve, you'd better do it now.
I confessed to her that when he had first raised the idea, I hadn't known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance.
He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year's Eve He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts.
Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century.
I asked Jobs why he wanted me to be the one to write his biography.
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That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months, he began encouraging people to talk to me, even foes and former girlfriends.
Nor did he try to put anything off-limits. His only involvement came when my publisher was choosing the cover art. When he saw an early version of a proposed cover treatment, he disliked it so much that he asked to have input in designing a new version. I was both amused and willing, so I readily assented.
I ended up having more than forty interviews and conversations with him.
Some were formal ones in his Palo Alto living room, others were done during long walks and drives or by telephone. During my two years of visits, he became increasingly intimate and revealing, though at times I witnessed what his veteran colleagues at Apple used to call his "reality distortion field. Automatyczne logowanie Zarejestruj. Zaloguj Anuluj. Steve Jobs - Walter Isaacson. Opublikowany Steve Walter Isaacson Jobs.Dodaj komentarz. Jobs was convinced that a consumer did not know what they want—that often it was up to innovators to predict what the next great necessity or commodity would be.
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