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Becoming Steve Jobs: The Evolution of a Reckless Upstart Into a Visionary Leader

by Brent Schlender and Rick Tetzeli  · 24 Mar 2015  · 464pp  · 155,696 words

in a garage in Los Altos had spawned a billion-dollar company. The personal computer seemed to have unlimited potential, and as the cofounder of Apple Computer, Steve Jobs had been the face of all those possibilities. But then, in September of 1985, he had resigned under pressure, shortly after telling the company

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a dying manufacturer of computers into the most valuable and admired company in the world. That turnaround wasn’t a random miracle. While away from Apple, Steve Jobs had started to learn how to make the most of his strengths, and how to temper somewhat his perilous weaknesses. This reality runs counter to

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his true mission. And now he was totally locked in. Chapter 2 “I Didn’t Want to Be a Businessman” The story of Steve Jobs’s first tenure at Apple Computer is the tale of a young visionary in the adolescence of his career. After playing such a crucial role in making and

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an idiot not to believe that Steve was going to create the next big thing. Everyone believed that.” Little did they know that in due time, NeXT would turn out to be the full, unfortunate blooming of Steve Jobs’s worst tendencies at Apple. Yes, Steve had been a product visionary and a great spokesman

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than $3,000 per machine. As he had done at Apple, Lewin created a consortium of schools to serve as consultants—and as pilot customers for the NeXT computer. It wasn’t just the allure of signing on with the great Steve Jobs that appealed to the university presidents; it was the fact that

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less ready for prime time. But he couldn’t wait any longer. Steve needed the event to be a success. The halo of being “Steve Jobs’s next great company” was wearing off; even potential like Steve’s comes with an expiration date. More than three thousand guests packed Davies Symphony Hall, the

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reason for Pixar to continue to exist as a business. Steve Jobs was anything but a tycoon. The stock he sold after leaving Apple had been worth $70 million, and he had made some successful investments. But after several years of funding Pixar and NeXT, only a fraction of that fortune remained. Pixar’s

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he’d consider working with Disney—the studio would have to make a movie with Pixar. The Evolution of a CEO Steve Jobs and Steve Wozniak in 1979. The two had founded Apple four years earlier, and the company was growing like crazy. But the best years of their collaboration were already over

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business. An opening for someone just like Steve Jobs. At the time of our interview, Steve was still a confused fellow. His lingering resentment of the way he had been treated by Sculley and the Apple board, his frustration about the misfortunes and secondary importance of NeXT, and his egotistical need to matter in

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anomaly. For a man whose name eventually would become synonymous with great American second acts, the Steve Jobs of 1996 had had remarkably little success with his own sequels. The Apple II had been followed by the Apple III and the Lisa, both of which had been failures. The Mac became a success only

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, it wasn’t the sales pitch from Spindler or Amelio that swayed him. It was more as if Anderson sold himself on the Apple job, using the same logic Steve Jobs had used on John Sculley when wooing him with that famous taunt, “Do you want to spend the rest of your life

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software companies were most interesting because they were cheap enough to buy outright, and small enough to absorb. NeXT was one possibility, but because it was run by Steve Jobs, a man many on the Apple board still considered to be persona non grata, that didn’t seem a likely match. But Be Inc

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-fifth that number. A more revealing way to think of it is that Apple had shelled out more than a half billion dollars to rehire Steve Jobs. A FEW MONTHS before Steve came back to Apple, I asked him what he thought Apple’s top priority should be. Should it be a new operating system

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and eerie translucence of the eMate’s plastic shell. That detail became a seed idea for the iMac, the first product of the new Steve Jobs era at Apple. Technologically, the iMac was not a radical departure from the past. But working closely with Steve, Ive designed a cosmetic standout that, for the

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execute Gates’s vision. It would do so by moving incrementally, by following its nose where the technology led, and by being opportunistic. Over the next few years, Steve Jobs would steer Apple toward a whole new rhythm of doing business. No one would have guessed it then, but the future belonged to

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to all manner of potential security issues. The creation of this particular online “store” is a crucial turning point in the evolution of Steve Jobs. It represents the moment when Steve’s ambitions for Apple first stretched beyond Cupertino. Up until this point, everything Steve had done had been within the confines of

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purpose-fit to that.” We had been chatting about why so many books had been written promising to reveal how to do business “the Apple way,” or “the Steve Jobs way.” Bill was describing why Steve is a unique managerial case, someone whose model has limited applications. “Maybe you should call your book

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person who had the most impact on the personal computer industry, particularly from where we sit now, you’d pick Steve Jobs. That’s fair. But the difference between him and the next thousand isn’t like, you know, God was born and he came down from the hill with the tablet.” The

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dates and details for the chapter were culled from many published sources, including Steve Jobs, Walter Isaacson’s “authorized” biography, and The Little Kingdom, Michael Moritz’s history of early Apple. Details about Stephen Wozniak’s life and contributions to Apple came primarily from his memoir iWoz: Computer Geek to Cult Icon: How I

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published on November 14, 1977. And we also culled information from the 1980 SEC prospectus for Apple Computer’s initial public offering. Chapter 3: Breakthrough and Breakdown This chapter describes the circumstances that led to Steve Jobs being stripped of executive authority and eventually quitting under pressure from the board of directors. Once

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the following books: Gates, by Stephen Manes and Paul Andrews; Odyssey: Pepsi to Apple, A Journey of Adventure, Ideas, and the Future, by John Sculley; The Bite in the Apple: A Memoir of My Life with Steve Jobs, by Chrisann Brennan; Apple Confidential 2.0: The Definitive History of the World’s Most Colorful Company

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email correspondence with Allison Thomas on January 20, 2014. We relied for some additional general background about NeXT on two books: Randall Stross’s Steve Jobs and the NeXT Big Thing; and Owen W. Linzmayer’s Apple Confidential 2.0. The descriptions of the rapid growth of Sun Microsystems and the competitive landscape for computer

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experience at the event and my reporting for a Wall Street Journal front-page story that followed it on October 13, 1988, titled “Next Project: Apple Era Behind Him, Steve Jobs Tries Again, Using a New System.” Statistics about the relative capacities of hard drives and the transistor counts of semiconductors were drawn from

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Had to Be Crazy This chapter covers the first four years after Steve Jobs had returned to the helm of Apple, and relies primarily upon my own reporting and writing about Apple during the time period that it covers, 1997 through 2001. Despite Apple’s precarious situation and widespread skepticism, there was tremendous interest among

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on pancreatic cancer, http://www.cancer.gov/cancertopics/pdq/treatment/isletcell/HealthProfessional; and Apple’s online press release archive for Apple Computer Inc. financial results, August 2, 2004, and other corporate data. Chapter 13: Stanford This chapter describes Steve Jobs’s commencement address to the Stanford University graduating class of 2005. It was an

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unusual chapter because rather than explain a sequence of events, we try to put into perspective certain of Steve Jobs’s more controversial characteristics and patterns of behavior, especially in the context of both Apple’s meteoric growth and success, and the pressures brought on by living with a terminal illness. Some of

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.gov/atr/cases/f299200/299275.pdf; “Thoughts on Flash,” an open letter from Steve Jobs explaining his reasoning for not allowing Adobe Corp.’s Flash media player software on the Apple iPhone, https://www.apple.com/hotnews/thoughts-on-flash/; Apple Inc.’s archive of news releases for information about the company’s litigation against

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the Microchip: Robert Noyce and the Invention of Silicon Valley. New York: Oxford University Press, 2005. Brennan, Chrisann. The Bite in the Apple: A Memoir of My Life with Steve Jobs. New York: St. Martin’s Press, 2013. Catmull, Ed. Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True

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. Built to Last: Successful Habits of Visionary Companies. New York: HarperBusiness, 2004. Deutschmann, Alan. The Second Coming of Steve Jobs. New York: Crown Business, 2001. Esslinger, Hartmut. Keep It Simple: The Early Design Years at Apple. Stuttgart: Arnoldsche Verlaganstalt, 2014. Grove, Andrew S. Swimming Across: A Memoir. New York: Grand Central Publishing, 2001

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A. Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age. New York: HarperBusiness, 1999. Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011. Kahney, Leander. Jony Ive: The Man Behind Apple’s Greatest Products. New York: Portfolio Hardcover, 2013. Krueger, Myron W. Artificial Reality II. Boston: Addison-Wessley Professional, 1991

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for the Age of the Never Satisfied Customer. Boston: Harvard Business Review Press, 1999. Melby, Caleb. The Zen of Steve Jobs. New York: Wiley, 2012. Moritz, Michael. The Little Kingdom: The Private Story of Apple Computer. New York: William Morrow & Co., 1984. Paik, Karen. To Infinity and Beyond: The Story of Pixar Animation

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York: HarperCollins, 1987. Segall, Ken. Insanely Simple: The Obsession That Drives Apple’s Success. New York: Portfolio Hardcover, 2012. Simpson, Mona. A Regular Guy. New York: Vintage, 1997. Stewart, James B. DisneyWar. New York: Simon & Schuster, 2006. Stross, Randall. Steve Jobs and the NeXT Big Thing. New York: Scribner, 1993. Suzuki, Shunryu. Zen Mind

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, Stephen, and Gina Smith. iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-founded Apple, and Had Fun Doing It. New York: W. W. Norton & Company, 2007. Young, Jeffrey S. Steve Jobs: The Journey Is the Reward. New York: Scott Foresman Trade, 1987. Articles by the Author Schlender, Brenton

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R. “Jobs, Perot Become Unlikely Partners in Apple Founder’s New Concern.” Wall Street Journal, February 2, 1987. ———. “Next Project: Apple Era Behind Him, Steve Jobs Tries Again, Using a New System.” Wall Street Journal, October 13, 1988. ———. “How Steve Jobs Linked Up with IBM.” Fortune, October 9, 1989. ———. “The Future of

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the PC: Steve Jobs and Bill Gates Talk About Tomorrow.” Fortune, August 26, 1991. ———. “What

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Rotten in Cupertino.” Fortune, March 3, 1997. ———. “The Three Faces of Steve.” Fortune, November 9, 1998. ———. “Apple’s One-Dollar-a-Year Man.” Fortune, January 24, 2000. ———. “Steve Jobs’ Apple Gets Way Cooler.” Fortune, January 24, 2000. ———. “Steve Jobs: Graying Prince of a Shrinking Kingdom.” Fortune, May 14, 2001. ———. “Pixar’s Fun House.” Fortune, July 23

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Does Steve Jobs Want?” Fortune, February 23, 2004. ———. “Incredible: The Man Who Built Pixar’s Innovation Machine.” Fortune, November 15

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Times The New Yorker Newsweek San Francisco Chronicle San Jose Mercury News Time Wall Street Journal Wired Websites allaboutstevejobs.com apple.com apple-history.com Computer History Museum: www.computerhistory.org/atchm/steve-jobs/ cultofmac.com donmelton.com/2014/04/10/memories-of-steve/ everystevejobsvideo.com Fastcodesign.com, a Fast Company website that a

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://www.vitsoe.com/us/about/dieter-rams; https://www.vitsoe.com/us/about/good-design Other Cupertino City Council video archive of Steve Jobs’s presentation of plans for a new Apple headquarters, June 7, 2011, http://www.cupertino.org/index.aspx?recordid=463&page=26. Dietz, Paul, and Darren Leigh. “DiamondTouch: A

Androids: The Team That Built the Android Operating System

by Chet Haase  · 12 Aug 2021  · 580pp  · 125,129 words

hardware (the BeBox). They ported BeOS to PC and Mac hardware and attempted selling the OS. They were almost acquired by Apple (in fact, they got an offer, but while Be’s CEO was stalling as a negotiating ploy, Steve Jobs swooped in and convinced Apple to buy his company, NeXT Computer, instead). In 1999, they

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IBM with the goal of providing a new operating system, at a time when Apple was trying to come up with a successor to the aging MacOS. Taligent eventually failed and Apple continued its attempts internally before eventually acquiring Steve Jobs’s NeXT Computer and adopting NeXTSTEP OS instead. 131 Continuous Integration, or CI, is the

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, the team worked hard to hit deadline after deadline to get the platform out to an increasingly large audience. 37. Competition “Today, Apple is going to reinvent the phone.” –Steve Jobs (iPhone announcement, January 9, 2007) The iPhone was announced in January of 2007 and released in June, six months later. The device

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to War and Started a Revolution Sarah Crichton Books, 2013). The quote was excerpted and published in The Atlantic and elsewhere. 367 As in Steve Jobs, CEO of Apple at the time. 368 Pivots like this showed the advantage of the platform (versus “product”) focus of the team’s efforts. Cédric Beust said

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remarkable about that video was not so much that it was an iPhone tutorial, or that it featured Bob, but that it was not starring Steve Jobs. Apple is famous in the industry for hiding most of the personalities in the company behind very closed doors. Only select people are anointed to be

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the face that represents the company. At that time, it was (of course) mostly Steve Jobs. A friend who worked there explained it to me. Apple is a consumer brand. It is not, unlike companies like Google or Microsoft, about the technology, and therefore the engineers and

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the canonical pieces of Silicon Valley history came to be. It’s also a great look into the people and the team behind that project. Steve Jobs, by Walter Isaacson I enjoyed this book not only for its interesting portrayal of Mr. Jobs, but also (even more) for the history of Silicon

Joel on Software

by Joel Spolsky  · 1 Aug 2004  · 370pp  · 105,085 words

be.. Don't think that they're looking at the functionality. They're not. They want to see pretty pixels. Steve Jobs understands this. Oh boy does he understand this. Engineers at Apple have learned to do things that make for great screen shots, like the gorgeous new 1024×1024 icons in the

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chicken-and-egg problem, and variants thereof, is the most important element of strategy to understand. Well, OK, you can probably live without understanding it: Steve Jobs practically made a career out of not understanding the chicken-and-egg problem, twice. But the rest of us don't have Jobs's Personal