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CHAPTER CLOSING CASE to 5 tion fron thes Being Steve Jobs When you hear the word personal what's the first thing you think 1976, 21-year-old Jobs convinced ex- electronics hacker Woznak to com- ww there was incredible respect for e people, hed designed for his own use, and with funding from an angel inves- tor, they started Apple Computer Wozniak's design became the first commercially available personal and ove oft rur abc rur Jo Larry Tesler. "Everyone had been ferrorized by Steve Jobs at some certain relief that the terrorist On the other hand, I think of? A high-profile person like Oprah mercialize a personal computer that point or another, and so there w Steve Jobs by the very same and we were all very worried wivat would happen to this company initial public offering had made mil- without the visionary, without the founder, without the charisma." mind in either case. He's a personal lionaires of Jobs, Wozniak, and a lot Apple stock and, in 1985, starting tion. In the late 1980s, MIT com to group norite be gone. or Bono? Or do your thoughts tum to that dynamic and organized set of characteristics that make each person different from other people? Steve Jobs, the charismatic and controversial cofounder and head of Apple Computer, could come to Jobs protested by selling his ity with an interesting personality of other people. NeXT Computer to market a He's the public face of an extremely successful company whom some technologically advanced worksta. people see as an inspiring visionary and others as an insufferable egotist success , but as rapid expansion puter scientist Tim Berners-Lee The bottom line is that a complex put more and more pressure on used the NeXTSTEP operating and often contradictory personality his managerial skills, the company is clearly a factor in the remarkable tumed to an experienced executive, system to build the first web browser success of not one but two busi- hiring PepsiCo CEO John Sculley and editor (World Wide Web), but ness ventures notable for high-tech to take over in 1983. Jobs contin- the system was too expensive for breakthroughs and marketing savvy. ued to oversee the development most people. Jobs continued to push Bom in San Francisco in 1955 of a new computer called the Ma- NeXT products in the scientific and and raised in the Bay Area by adop- cintosh, which, despite a series of tive parents, Jobs spent one semester failed designs and cost overruns, academic markets, but by 1993, the at Reed College in Oregon and then worked briefly at Hewlett-Packard, was introduced in 1984. The first company had shifted exclusively to where, in 1971, he met fellow elec- small computer with a graphical the development of software such as user interface, the Macintosh was NeXTSTEP. Meanwhile, in 1986, Jobs paid $5 million for Star Wars impresario George Lucas's anima- As CEO Jobs marshaled his idealistic vision and high standards to push the company on to further th it sil si th h tronics aficionado Steve Wozniak, After a short stint at Atari, an early videogame maker, Jobs backpacked around India in search of spiritual enlightenment. When he returned to the United States, be booked up again with Wozniant Alari In enormously successful. Meanwhile, however, Jobs and Sculley clashed tion studio, called The Graphics continually, until, in May 1985, the Group, which he proceeded to Apple board forced Jobs to resign as head of the Macintosh unit. "People hands-off style. manage with an uncharacteristic in the company had very mixed ice ings about it," admits chief scientist In 1996, Apple, though ham- posed by a record-low stock price CHAPTER 9 How tlement on 237 cillo, NONT for million, came along with it. In the bound removed CEO Ameland named Jobs CEO CEO, as Jobs cused on returning w do potability, and ab 1998, he announced the w of several research belopment projects. His had actually cut the och projects from 350 while Jobs further redu reduced the number 10. Some people lost Amclio had presided Ayoffs (about 30 percent fe workforce) Nevertheless, about further cutindeed punt Employees were fumitury firip-started to Id rever in the image s maliet of his collocking on lower the po town Miche puters rather than come products who make stunning technical ball totum the company wrond The he result was the immensely Forror me, while fal "Think Dieta wobec Volleyball which centered on a TV ad feature ing celebrated visionaries such even him they Albert Einstein and Bob Dylan Thening that in der ar pritet det of campaign marked a furning point decade sherbimo for the company, restoring an image dhprontha that had been tanished by financial We wants toch wundes embarassment and a flood of lack can only bastante about thrilling Inster new brands. Jobs took a per consumen while single in sonal interest in the campaign, and tople intries." John, according to a Newwel reporter has a special talent for an approach who watched it with him, he cared to competing in dynamic industries up when he saw the commercial for al management strategish call the fint time. That's what I love high end ditioning more about him.calls Katie Hafner." that have allowed Apple to reddine wasn't trumped up. Steve was gem. industry rules and contevignificant incly moved by that stupid ad new market Meanwhile. Jobs had by no When, for cumple, Apple means neglected Apple's new prod. decided to branch out into the uct pipeline. He had streamlined development of the digitalap a process in which projects often pliances, it virtually liked the overlapped by focusing the com music industry with the introduse tson, between 2001 and 2003, of the pany's efforts on two new product lines, both of which used Apple's iPod portable music player, iTunes existing PowerPCG3 processors and digital mic software, and the Mac OS operating system a desktop Tones Music Store (which by 2006 computer called the iMac and a lap would account for 10 percent of all musicales in the United States top called the PowerBook G3. The iMac, which Jobs lad green-lighted The iPhone, a combination of cell phone, iPod, and Interet device, went on sale in June 2007, and by putedly wary about bumping into e in an elevator, afraid that they be unemployed by the time dhe door opened again. Apparently so much the reality of the national accounts of Jobs's abra sepenonality and blunt manner at made Apple employees appre- Jemine (although Jobs's profession futbe intended to do more cut- tungtun Amelio may have been a cstributing factor). "When Steve stacks a problem." explained an cecutive at Adobe, Apple's biggest as a special research product shortly ware supplier, "he attacks it with after he'd begun his second tour of vengeance. I think he mellowed duty as Apple CEO, featured an in- January 2009 Apple was the third during the NeXT years, but he's novative design an egg shape with a largest mobile phone manufacturer so mellow anymore." colorful shell of translucent plastie) in the world, behind only Nokia and Under fobsApple showed a and a distinctive aesthetic appeal Samsung profit in the first quarter of 1998 Supported by an energetic mar- Jobs may be (as his critics claim) der substantial losses in 1997 and keting campaign, it became what an erratic self-absorbed control freak befint part of 1998. Analysts pre- icted that continued improvement Forbes declared an "industry altering with unrealistically high standards success and a piece of cultural ico and a bad temper, but since his re wild depend on a steady stream of nography. Apple was once more a turn to the top spot, the value of Ap- new products Jobs, according ti biographe Alan Deutschman, juggernaut in the computer industry ple's shares has gone up more than pened to at the bulk of his en- Apple, declared Jobs, "leads when it 38-fold. By comparison, Microsoft expresses its vision through its prod- shares have only doubled in value band care into marketing and ucts, exciting you and making you over the same stretch of time