SN-Steve Jobs
Author: Walter Isaacson
Date: 2011-10-22T17:00:00+00:00
Description: FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computin

PRAISE FOR WALTER ISAACSON’S Steve Jobs

“This biography is essential reading.”

“Cuốn tiểu sử này nhất thiết phải đọc”

—The New York Times, Holiday Gift Guide

“A superbly told story of a superbly lived life.”

“Một câu chuyện tuyệt vời kể về một cuộc sống tuyệt vời.”

—The Wall Street Journal

“Enthralling.”

“Say đắm.”

—The New Yorker

“A frank, smart and wholly unsentimental biography . . . a remarkably sharp, hi-res portrait . . . Steve Jobs is more than a good book; it’s an urgently necessary one.”

“Một cuốn tiểu sử thẳng thắn, thông minh và hoàn toàn không hư cấu. . . một khắc họa rõ rệt sắc nét về một chân dung. . . Steve Jobs không chỉ là một cuốn sách hay; Nó rất cần thiết.”

—Time

“An encyclopedic survey of all that Mr. Jobs accomplished, replete with the passion and excitement that it deserves.”

“Một cuộc khảo sát tổng hợp về tất cả những gì ông Jobs đã hoàn thành, đầy đủ với niềm đam mê và hứng thú mà nó xứng đáng.”

—Janet Maslin, The New York Times

“If you haven’t read the bestselling, superb biography and inspiring business book, Steve Jobs, by Walter Isaacson, do so. . . . [A] masterpiece.”

“Nếu bạn chưa từng đọc các cuốn sách bán chạy nhất, thể loại tiểu sử đồ sộ và kinh tế học đầy cảm hứng, hãy đọc Steve Jobs, của Walter Isaacson, . . . . [Một] kiệt tác.”

—Steve Forbes, Forbes

“The ability of Isaacson to write books that capture an age as well as a man makes him one of our best and most important biographers. Steve Jobs shows Isaacson at his best.”

“Tài năng viết của Isaacson về những cuốn sách ghi lại một thời đại cũng như một nhân vật khiến ông trở thành một trong những người viết tiểu sử tốt nhất và quan trọng nhất của chúng ta. ‘Steve Jobs’ thể hiện ra Isaacson một cách tốt nhất.”

—Foreign Affairs

“The book should be required reading for future M.B.A.s.”

“Cuốn sách nên đọc cho tương lai.”

—Time

“A nuanced portrait of the brilliant, mercurial, complicated genius. . . . Isaacson has taken the complete measure of the man. This is a biography as big as Steve Jobs.”

“Một bức chân dung đầy sắc thái của thiên tài đa tài, xuất chúng, lanh lợi. . . . Isaacson đã thể hiện hoàn toàn đầy đủ về một chân dung. Đó là một cuốn tiểu sử lớn.”

—Entertainment Weekly

“For the generation that’s grown up in a world where computers are the norm, smartphones feel like fifth limbs and music comes from the Internet rather than record and CD stores, Steve Jobs is must-read history. . . . The intimate chapters, where Jobs’s personal side shines through, with all his faults and craziness, leave a deep impression. There’s humor, too . . . it’s a rich portrait of one of the greatest minds of our generation.”

“Đối với thế hệ mà lớn lên trong một thế giới nơi máy tính là chuẩn mực, điện thoại thông minh có cảm giác như tay chân thứ năm và âm nhạc đến từ Internet chứ không phải là các cửa hàng đĩa và đĩa CD, phải đọc lịch sử Steve Jobs. . . . Các nhóm thân thiết, nơi cá nhân của Jobs tỏa sáng, với tất cả lỗi lầm và sự điên rồ của mình, để lại ấn tượng sâu sắc. Có chút sự hài hước nữa. . . Nó là một bức chân dung phong phú của một trong những bộ óc vĩ đại nhất của thế hệ chúng ta.”

—Associated Press

“Isaacson’s biography can be read in several ways. It is on the one hand a history of the most exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations of our time.”

“Tiểu sử của Isaacson có thể được đọc theo nhiều cách. Đó là một mặt lịch sử của thời kỳ thú vị nhất trong thời đại của máy tính, khi các máy móc lần đầu tiên trở thành cá nhân và sau đó là phụ kiện thời trang. Nó cũng là một bản nghiên cứu về sự lên xuống của Apple và các cuộc đụng độ tàn khốc đã phá hủy tình bạn và sự nghiệp. Và nó là một phụ kiện tiện ích trong mơ, với những đột phá kèm lợi ích khi Macintosh, iPod, iPhone và iPad ra đời. Nhưng hơn bất cứ điều gì, Isaacson đã tạo ra một tiểu sử về một tính cách phức tạp, kỳ dị,—Jobs rất quyến rũ, ghê tởm, đáng yêu, ám ảnh và điên rồ—và tác giả cho thấy tính cách của Jobs là một phần trong việc hình thành một số cải tiến công nghệ vĩ đại nhất của thời đại chúng ta.”

—The Washington Post

“A wonderfully robust biography that not only tracks Jobs’s life but also serves as a history of digital technology. What makes the book come alive, though, is Isaacson’s ability to shape the story as a kind of archetypal fantasy: the flawed hero, the noble quest, the holy grail, the death of the king.”

“Một tiểu sử mạnh mẽ tuyệt vời không chỉ theo dõi cuộc sống của Jobs mà còn cung cấp như một cuốn lịch sử của công nghệ kỹ thuật số. Tuy nhiên, điều làm cho cuốn sách trở nên sống động là khả năng của Isaacson, định hình câu chuyện như một thể loại giả tưởng: người anh hùng không hoàn hảo, nhiệm vụ cao cả, chén thánh, cái chết của nhà vua.”

—Booklist

“A nuanced, balanced portrait that is sure to become mandatory reading for anyone with an interest in big business and popular culture . . . Isaacson is to be commended for explaining the genius of Jobs in fascinating fashion, launching a discussion that could reach infinity and beyond.”

“Một bức chân dung cân bằng, sắc thái chắc chắn sẽ là cuốn sách phải đọc đối với bất kỳ ai có hứng thú với doanh nghiệp lớn và văn hóa đại chúng. . . Isaacson sẽ được khen ngợi vì đã giải thích vẻ thiên tài của Jobs với phong cách hấp dẫn, đưa ra một cuộc thảo luận có thể đạt đến vô tận và hơn thế nữa.”

—The Christian Science Monitor

“Walter Isaacson’s biography of Steve Jobs comes as a breath of fresh air . . . a reliable and captivating guide to a man who reshaped the computing industry and more.”

“Tiểu sử của Walter Isaacson về Steve Jobs đến như một luồng gió mới. . . một hướng dẫn đáng tin cậy và quyến rũ cho một người đàn ông đã định hình lại ngành công nghiệp điện toán và nhiều hơn nữa.”

—CNET.com

“It’s a testament to Isaacson’s skill as a biographer that readers can at last obtain the picture of Steve Jobs as a human being rather than a legend . . . anyone who’s ever wondered how so very much about the technology landscape has changed so fundamentally in just thirty-five years, owes it to themselves to read this book.”

“Nó là một minh chứng cho kỹ năng của Isaacson, với tư cách là một người viết tiểu sử mà cuối cùng độc giả có thể có được bức tranh của Steve Jobs như một con người hơn là một huyền thoại. . . Bất kỳ ai đã từng tự hỏi rất nhiều làm thế nào bối cảnh công nghệ đã thay đổi về cơ bản chỉ trong ba mươi lăm năm, họ sẽ phải đọc cuốn sách này.”

—TUAW.com

“Walter Isaacson’s book is an unflinching biography of a manifestly great man. . . . Steve Jobs’s life was a great story with a near mythic arc, and Isaacson captures it well . . . the book moves at a fast pace with a great eye for detail. . . . Isaacson is perceptive and original.”

“Cuốn sách Walter Isaacson là một cuốn tiểu sử vô song về một người đàn ông tuyệt vời. . . . Cuộc đời Steve Jobs là một câu chuyện gần như thần thoại, và Isaacson lĩnh hội rất tốt. . . cuốn sách làm mắt người đọc phải liếc thật nhanh để nắm được chi tiết. . . . Isaacson là người có tri thức và giữ nguyên được giá trị gốc tiểu sử.”

—CultofMac.com

“Isaacson’s biography lives up to the hype, showing readers the private turbulence that spurred Jobs to public greatness.”

“Tiểu sử của Isaacson sống động gần như cường điệu hóa, khiến cho độc giả thấy những rối loạn cá nhân đã thúc đẩy Jobs trở nên vĩ đại.”

—ShelfAwareness.com

“A scrupulously fair chronicle.”

“Một biên niên sử tuyệt vời.”

—The New York Review of Books

“Isaacson’s book is studded with moments that make you go ‘wow.’ ”

“Cuốn sách của Isaacson, được đính kèm với những khoảnh khắc khiến bạn thích thú.”

—The Guardian

“If you are interested in the history of the digital age and the emergence of digital culture, Isaacson’s book is a must read.”

“Nếu bạn quan tâm đến lịch sử của thời đại kỹ thuật số và sự xuất hiện của văn hóa kỹ thuật số, cuốn sách của Isaacson là một cuốn sách phải đọc.”

—Technorati.com

“An irresistible glimpse into his complex and often contradictory life.”

“Một cuốn sách đầy sức hút vào một cuộc đời phức tạp và đầy mâu thuẫn.”

—San Francisco Chronicle

“A riveting book, with as much to say about the transformation of modern life in the information age as about its supernaturally gifted and driven subject.”

“Một cuốn sách hấp dẫn, có nhiều điều để nói về sự biến đổi của cuộc sống hiện đại trong thời đại thông tin cũng như về chủ đề tài năng và định hướng siêu nhiên của nó.”

—The Telegraph

—ooOoo—

CONTENTS

Epigraph

Characters

Introduction: How This Book Came to Be

CHAPTER ONE

Childhood: Abandoned and Chosen

CHAPTER TWO

Odd Couple: The Two Steves

CHAPTER THREE

The Dropout: Turn On, Tune In . . .

CHAPTER FOUR

Atari and India: Zen and the Art of Game Design

CHAPTER FIVE

The Apple I: Turn On, Boot Up, Jack In . . .

CHAPTER SIX

The Apple II: Dawn of a New Age

CHAPTER SEVEN

Chrisann and Lisa: He Who Is Abandoned . . .

CHAPTER EIGHT

Xerox and Lisa: Graphical User Interfaces

CHAPTER NINE

Going Public: A Man of Wealth and Fame

CHAPTER TEN

The Mac Is Born: You Say You Want a Revolution

CHAPTER ELEVEN

The Reality Distortion Field: Playing by His Own Set of Rules

CHAPTER TWELVE

The Design: Real Artists Simplify

CHAPTER THIRTEEN

Building the Mac: The Journey Is the Reward

CHAPTER FOURTEEN

Enter Sculley: The Pepsi Challenge

CHAPTER FIFTEEN

The Launch: A Dent in the Universe

CHAPTER SIXTEEN

Gates and Jobs: When Orbits Intersect

CHAPTER SEVENTEEN

Icarus: What Goes Up . . .

CHAPTER EIGHTEEN

NeXT: Prometheus Unbound

CHAPTER NINETEEN

Pixar: Technology Meets Art

CHAPTER TWENTY

A Regular Guy: Love Is Just a Four-Letter Word

CHAPTER TWENTY-ONE

Family Man: At Home with the Jobs Clan

CHAPTER TWENTY-TWO

Toy Story: Buzz and Woody to the Rescue

CHAPTER TWENTY-THREE

The Second Coming: What Rough Beast, Its Hour Come Round at Last . . .

CHAPTER TWENTY-FOUR

The Restoration: The Loser Now Will Be Later to Win

CHAPTER TWENTY-FIVE

Think Different: Jobs as iCEO

CHAPTER TWENTY-SIX

Design Principles: The Studio of Jobs and Ive

CHAPTER TWENTY-SEVEN

The iMac: Hello (Again)

CHAPTER TWENTY-EIGHT

CEO: Still Crazy after All These Years

CHAPTER TWENTY-NINE

Apple Stores: Genius Bars and Siena Sandstone

CHAPTER THIRTY

The Digital Hub: From iTunes to the iPod

CHAPTER THIRTY-ONE

The iTunes Store: I’m the Pied Piper

CHAPTER THIRTY-TWO

Music Man: The Sound Track of His Life

CHAPTER THIRTY-THREE

Pixar’s Friends: . . . and Foes

CHAPTER THIRTY-FOUR

Twenty-first-century Macs: Setting Apple Apart

CHAPTER THIRTY-FIVE

Round One: Memento Mori

CHAPTER THIRTY-SIX

The iPhone: Three Revolutionary Products in One

CHAPTER THIRTY-SEVEN

Round Two: The Cancer Recurs

CHAPTER THIRTY-EIGHT

The iPad: Into the Post-PC Era

CHAPTER THIRTY-NINE

New Battles: And Echoes of Old Ones

CHAPTER FORTY

To Infinity: The Cloud, the Spaceship, and Beyond

CHAPTER FORTY-ONE

Round Three: The Twilight Struggle

CHAPTER FORTY-TWO

Legacy: The Brightest Heaven of Invention

Epilogue

Acknowledgments

About Walter Isaacson

—ooOoo—

The people who are crazy enough to think they can change the world are the ones who do.

Những người đủ điên rồ để nghĩ rằng họ có thể thay đổi thế giới là những người hành động.

—Apple’s “Think Different” commercial, 1997

CHARACTERS

CÁC NHÂN VẬT

AL ALCORN. Chief engineer at Atari, who designed Pong and hired Jobs.

Kỹ sư trưởng ở Atari, người đã thiết kế trò chơi Pong và thuê Jobs.

GIL AMELIO. Became CEO of Apple in 1996, bought NeXT, bringing Jobs back.

Trở thành CEO của Apple năm 1996, đã mua NeXT và đưa Jobs quay lại.

BILL ATKINSON. Early Apple employee, developed graphics for the Macintosh.

Nhân viên của Apple thời kỳ mới thành lập, phát triển đồ họa cho máy Macintosh.

CHRISANN BRENNAN. Jobs’s girlfriend at Homestead High, mother of his daughter Lisa.

Bạn gái của Jobs thời trung học ở trường Homestead High, mẹ đẻ của Lisa Brennan-Jobs.

LISA BRENNAN-JOBS. Daughter of Jobs and Chrisann Brennan, born in 1978; became a writer in New York City.

Con gái của Jobs và Chrisann Brennan, sinh năm 1978, hiện là một nhà văn đang sống ở New York.

NOLAN BUSHNELL. Founder of Atari and entrepreneurial role model for Jobs.

Người sáng lập Atari và là hình mẫu kinh doanh của Jobs.

BILL CAMPBELL. Apple marketing chief during Jobs’s first stint at Apple and board member and confidant after Jobs’s return in 1997.

Giám đốc Marketing của Apple trong thời gian Jobs tại nhiệm, là thành viên trong ban quản trị và được tín nhiệm khi Jobs trở lại năm 1997.

EDWIN CATMULL. A cofounder of Pixar and later a Disney executive.

Người đồng sáng lập Pixar và sau này trở thành giám đốc Disney.

KOBUN CHINO. A Sōtō Zen master in California who became Jobs’s spiritual teacher.

Một Thiền sư phái Tào Động tông (Soōtoō) ở California, thầy dạy tâm linh cho Jobs.

LEE CLOW. Advertising wizard who created Apple’s “1984” ad and worked with Jobs for three decades.

Phù thủy quảng cáo đã tạo nên chương trình quảng cáo mang tên “1984” của Apple và làm việc với Jobs trong ba thập niên.

DEBORAH “DEBI” COLEMAN. Early Mac team manager who took over Apple manufacturing.

Quản lý nhóm Mac và sau này tiếp quản điều hành sản xuất của Apple.

TIM COOK. Steady, calm, chief operating officer hired by Jobs in 1998; replaced Jobs as Apple CEO in August 2011.

Một người bình tĩnh, điềm đạm. Được Jobs thuê năm 1998, tiếp quản vị trí CEO sau Jobs vào tháng 8 năm 2011.

EDDY CUE. Chief of Internet services at Apple, Jobs’s wingman in dealing with content companies.

Giám đốc dịch vụ Internet tại Apple, cánh tay đắc lực của Jobs trong việc giải quyết những vấn đề nội bộ.

ANDREA “ANDY” CUNNINGHAM. Publicist at Regis McKenna’s firm who handled Apple in the early Macintosh years.

Nhà báo của hãng Regis McKenna đã giúp đỡ Apple trong thời kỳ đầu Macintosh.

MICHAEL EISNER. Hard-driving Disney CEO who made the Pixar deal, then clashed with Jobs.

Vị giám đốc điều hành cứng nhắc của Disney, đã từng có ý định mua lại Pixar nhưng sau đó mâu thuẫn với Jobs.

LARRY ELLISON. CEO of Oracle and personal friend of Jobs.

CEO của Oracle, bạn của Jobs.

TONY FADELL. Punky engineer brought to Apple in 2001 to develop the iPod.

Một kỹ sư phần cứng, đưa ra sáng kiến phát triển iPod năm 2001.

SCOTT FORSTALL. Chief of Apple’s mobile device software.

Giám đốc phần mềm cho thiết bị di động của Apple.

ROBERT FRIEDLAND. Reed student, proprietor of an apple farm commune, and spiritual seeker who influenced Jobs, then went on to run a mining company.

Sau khi tốt nghiệp đại học Reed, ông làm chủ của một nông trang trồng táo và nghiên cứu đạo Phật, người có ảnh hưởng nhất định tới Jobs, sau này điều hành một công ty khai khác mỏ.

JEAN-LOUIS GASSÉE. Apple’s manager in France, took over the Macintosh division when Jobs was ousted in 1985.

Giám đốc của Apple ở Pháp, tiếp quản bộ phận Macintosh khi Jobs ra đi, năm 1985.

BILL GATES. The other computer wunderkind born in 1955.

Một doanh nhân thành đạt trong lĩnh vực máy tính, chủ tịch tập đoàn Microsoft, sinh năm 1955.

ANDY HERTZFELD. Playful, friendly software engineer and Jobs’s pal on the original Mac team.

Một kỹ sư phần mềm vui tính, thân thiện và là đồng sự của Jobs trong nhóm Mac thời kỳ đầu.

JOANNA HOFFMAN. Original Mac team member with the spirit to stand up to Jobs.

Thành viên nhóm Mac thời kỳ đầu, có tinh thần chống đối Jobs.

ELIZABETH HOLMES. Daniel Kottke’s girlfriend at Reed and early Apple employee.

Bạn gái của Daniel Kottke ở Reed và là nhân viên của Apple thời kỳ đầu.

ROD HOLT. Chain-smoking Marxist hired by Jobs in 1976 to be the electrical engineer on the Apple II.

Một người theo chủ nghĩa Marx, được Jobs thuê năm 1976 làm kỹ sư điện tử cho Apple II.

ROBERT IGER. Succeeded Eisner as Disney CEO in 2005.

Kế nhiệm Eisner trở thành CEO của Disney năm 2005.

JONATHAN “JONY” IVE. Chief designer at Apple, became Jobs’s partner and confidant.

Giám đốc thiết kế của Apple, vừa là đồng sự vừa là cố vấn của Jobs.

ABDULFATTAH “JOHN” JANDALI. Syrian-born graduate student in Wisconsin who became biological father of Jobs and Mona Simpson, later a food and beverage manager at the Boomtown casino near Reno.

Nghiên cứu sinh người Syrie ở Wisconsin, là cha đẻ của Jobs và Mona Simpson, sau này làm quản lý thực phẩm và nước giải khát tại các sòng bạc ở Boomtown gần Reno.

CLARA HAGOPIAN JOBS. Daughter of Armenian immigrants, married Paul Jobs in 1946; they adopted Steve soon after his birth in 1955.

Con gái một người Armenia nhập cư, lấy Paul Jobs năm 1946. Họ nhận Jobs làm con nuôi từ khi mới lọt lòng năm 1955.

ERIN JOBS. Middle child of Laurene Powell and Steve Jobs.

Con thứ của Laurene Powell và Steve Jobs.

EVE JOBS. Youngest child of Laurene and Steve.

Con út của Laurene và Steve Jobs.

PATTY JOBS. Adopted by Paul and Clara Jobs two years after they adopted Steve.

Được Paul và Clara Jobs nhận nuôi hai năm sau khi họ nhận nuôi Steve.

PAUL REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955.

Nhân viên lực lượng Cảnh sát biển người Wisconsin, cùng với vợ Clara nhận Steve làm con nuôi năm 1955.

REED JOBS. Oldest child of Steve Jobs and Laurene Powell.

Con cả của Steve Jobs và Laurene Powell.

RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores.

Được Jobs thuê năm 2000 để phát triển hệ thống cửa hàng bán lẻ của Apple.

JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG.

Giám đốc xưởng phim của Disney, đụng độ với Eisner và từ chức năm 1994 để đồng sáng lập nên hãng DreamWorks SKG.

ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar.

Người tiên phong sáng tạo ra máy tính đầy màu sắc, tạo ra chiếc máy tính cá nhân bản đầu, đã giúp sắp xếp cho Job chuyến thăm Xerox PARC và mua Pixar.

DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee.

Bạn thân nhất của Jobs ở Reed, cùng hành hương đến Ấn Độ, là nhân viên thời kỳ đầu của Apple.

JOHN LASSETER. Cofounder and creative force at Pixar.

Đồng sáng lập và giám đốc sáng tạo ở Pixar.

DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT.

Giám đốc Marketing cùng với Jobs ở Apple, và sau đó là NeXT.

MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs.

Nhà đầu tư lớn đầu tiên của Apple và là chủ tịch hội đồng quản trị, có ảnh hưởng như một người cha đối với Jobs.

REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor.

Một chuyên gia quảng cáo, là người hướng dẫn Jobs thời kỳ đầu và tiếp tục là một cố vấn tin cậy.

MIKE MURRAY. Early Macintosh marketing director.

Giám đốc tiếp thị thời kỳ đầu của Macintosh.

PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business.

CEO của Intel, người đã giúp chuyển Macintosh sang sử dụng vi mạch của Intel nhưng không tham gia vào việc kinh doanh iPhone.

LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991.

Một người hiểu biết và vui tính, tốt nghiệp đại học Penn, từng làm cho hãng Goldman Sachs và sau đó là đại học kinh doanh Stanford, lấy Steve Jobs năm 1991.

GEORGE RILEY. Jobs’s Memphis-born friend and lawyer.

Người Memphis, vừa là bạn vừa là luật sư của Jobs.

ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure.

Nhà đầu tư công nghệ huyền thoại, là thành viên hội đồng quản trị thời kỳ đầu của Apple, một người như cha của Jobs.

JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997.

Đồng nghiệp với Jobs ở NeXT, là kỹ sư trưởng bộ phận phần cứng của Apple năm 1997.

MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Được Markkula đưa về làm chủ tịch của Apple năm 1977 để quản lý Jobs.

JOHN SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985.

Giám đốc điều hành của Pepsi, được Jobs thuê làm CEO cho Apple năm 1983, mâu thuẫn và sa thải Jobs năm 1985.

JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised.

Người Wiscosin, là mẹ đẻ của Steve Jobs và Mona Simpson.

MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father).

Nhà văn, em gái ruột của Jobs; năm 1986, họ mới phát hiện ra có mối liên hệ ruột thịt và trở nên thân thiết. Bà đã viết tiểu thuyết dựa trên nguyên mẫu của mẹ mình, bà Joanne (Anywhere but Here), của Jobs và con gái Lisa (A Regular Guy), của người cha Abdulfattah Jandali (The Lost Father).

ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs.

Người đồng sáng lập Pixar, từng có mâu thuẫn với Jobs.

BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s.

Một lập trình viên sáng tạo gặp khó khăn trong nhóm Mac, bị chứng tâm thần phân liệt hành hạ trong suốt những năm 1990.

AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997.

Làm việc với Jobs và Rubinstein tại NeXT, trở thành kỹ sư trưởng bộ phận phần mềm của Apple vào năm 1997.

JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired.

Một người hâm mộ nhạc Brit, đối tác trẻ tuổi được thuê làm việc cùng với Lee Clow và Duncan Milner tại bộ phận quảng cáo của Apple.

RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake.

Gặp Jobs ở Atari, đã trở thành đối tác đầu tiên với Jobs và Wozniak ở Apple thời kỳ đầu, nhưng đã dại dột quyết định từ bỏ cổ phần của mình.

STEPHEN WOZNIAK. 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.

Một người say mê công nghệ điện tử, sống ở Homestead High; Jobs đã phát hiện ra cách đóng gói và tiếp thị các bảng mạch tuyệt vời và trở thành đối tác của ông trong việc thành lập Apple.

DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer.

Nhân viên ban đầu của Apple, người đã trở thành Tổng Giám đốc của Tập đoàn Apple II và sau đó là Giám đốc điều hành của Apple.

—ooOoo—

INTRODUCTION

How This Book Came to Be

In the early summer of 2004, I got a phone call from Steve Jobs. 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.[Vi]

I had known him since 1984, 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.[Vi]

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 2009 his wife, Laurene Powell, said bluntly, “If you’re ever going to do a book on Steve, you’d better do it now.” He had just taken a second medical leave. 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.[Vi]

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. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. 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 2009. 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.[Vi]

“I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). 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. “I think you’re good at getting people to talk,” he replied. 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.[Vi]

“I’ve done a lot of things I’m not proud of, such as getting my girlfriend pregnant when I was twenty-three and the way I handled that,” he said. “But I don’t have any skeletons in my closet that can’t be allowed out.” He didn’t seek any control over what I wrote, or even ask to read it in advance. 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.” Sometimes it was the inadvertent misfiring of memory cells that happens to us all; at other times he was spinning his own version of reality both to me and to himself. To check and flesh out his story, I interviewed more than a hundred friends, relatives, competitors, adversaries, and colleagues.[Vi]

His wife also did not request any restrictions or control, nor did she ask to see in advance what I would publish. In fact she strongly encouraged me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.”

I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used.[Vi]

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company.[Vi]

This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed.

He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

Shakespeare’s Henry V—the story of a willful and immature prince who becomes a passionate but sensitive, callous but sentimental, inspiring but flawed king—begins with the exhortation “O for a Muse of fire, that would ascend / The brightest heaven of invention.” For Steve Jobs, the ascent to the brightest heaven of invention begins with a tale of two sets of parents, and of growing up in a valley that was just learning how to turn silicon into gold.[Vi]

—ooOoo—

Paul Jobs with Steve, 1956

The Los Altos house with the garage where Apple was born

In the Homestead High yearbook, 1972

With the “SWAB JOB” school prank sign

—ooOoo—

CHAPTER ONE

CHILDHOOD

Abandoned and Chosen

The Adoption

When Paul Jobs was mustered out of the Coast Guard after World War II, he made a wager with his crewmates. They had arrived in San Francisco, where their ship was decommissioned, and Paul bet that he would find himself a wife within two weeks. He was a taut, tattooed engine mechanic, six feet tall, with a passing resemblance to James Dean. But it wasn’t his looks that got him a date with Clara Hagopian, a sweet-humored daughter of Armenian immigrants. It was the fact that he and his friends had a car, unlike the group she had originally planned to go out with that evening. Ten days later, in March 1946, Paul got engaged to Clara and won his wager. It would turn out to be a happy marriage, one that lasted until death parted them more than forty years later.[Vi]

Paul Reinhold Jobs had been raised on a dairy farm in Germantown, Wisconsin. Even though his father was an alcoholic and sometimes abusive, Paul ended up with a gentle and calm disposition under his leathery exterior. After dropping out of high school, he wandered through the Midwest picking up work as a mechanic until, at age nineteen, he joined the Coast Guard, even though he didn’t know how to swim. He was deployed on the USS General M. C. Meigs and spent much of the war ferrying troops to Italy for General Patton. His talent as a machinist and fireman earned him commendations, but he occasionally found himself in minor trouble and never rose above the rank of seaman.

Clara was born in New Jersey, where her parents had landed after fleeing the Turks in Armenia, and they moved to the Mission District of San Francisco when she was a child. She had a secret that she rarely mentioned to anyone: She had been married before, but her husband had been killed in the war. So when she met Paul Jobs on that first date, she was primed to start a new life.[Vi]

Like many who lived through the war, they had experienced enough excitement that, when it was over, they desired simply to settle down, raise a family, and lead a less eventful life. They had little money, so they moved to Wisconsin and lived with Paul’s parents for a few years, then headed for Indiana, where he got a job as a machinist for International Harvester. His passion was tinkering with old cars, and he made money in his spare time buying, restoring, and selling them. Eventually he quit his day job to become a full-time used car salesman.

Clara, however, loved San Francisco, and in 1952 she convinced her husband to move back there. They got an apartment in the Sunset District facing the Pacific, just south of Golden Gate Park, and he took a job working for a finance company as a “repo man,” picking the locks of cars whose owners hadn’t paid their loans and repossessing them. He also bought, repaired, and sold some of the cars, making a decent enough living in the process.

There was, however, something missing in their lives. They wanted children, but Clara had suffered an ectopic pregnancy, in which the fertilized egg was implanted in a fallopian tube rather than the uterus, and she had been unable to have any. So by 1955, after nine years of marriage, they were looking to adopt a child.[Vi]

• • •

Like Paul Jobs, Joanne Schieble was from a rural Wisconsin family of German heritage. Her father, Arthur Schieble, had immigrated to the outskirts of Green Bay, where he and his wife owned a mink farm and dabbled successfully in various other businesses, including real estate and photoengraving. He was very strict, especially regarding his daughter’s relationships, and he had strongly disapproved of her first love, an artist who was not a Catholic. Thus it was no surprise that he threatened to cut Joanne off completely when, as a graduate student at the University of Wisconsin, she fell in love with Abdulfattah “John” Jandali, a Muslim teaching assistant from Syria.

Jandali was the youngest of nine children in a prominent Syrian family. His father owned oil refineries and multiple other businesses, with large holdings in Damascus and Homs, and at one point pretty much controlled the price of wheat in the region. His mother, he later said, was a “traditional Muslim woman” who was a “conservative, obedient housewife.” Like the Schieble family, the Jandalis put a premium on education. Abdulfattah was sent to a Jesuit boarding school, even though he was Muslim, and he got an undergraduate degree at the American University in Beirut before entering the University of Wisconsin to pursue a doctoral degree in political science.[Vi]

In the summer of 1954, Joanne went with Abdulfattah to Syria. They spent two months in Homs, where she learned from his family to cook Syrian dishes. When they returned to Wisconsin she discovered that she was pregnant. They were both twenty-three, but they decided not to get married. Her father was dying at the time, and he had threatened to disown her if she wed Abdulfattah. Nor was abortion an easy option in a small Catholic community. So in early 1955, Joanne traveled to San Francisco, where she was taken into the care of a kindly doctor who sheltered unwed mothers, delivered their babies, and quietly arranged closed adoptions.

Joanne had one requirement: Her child must be adopted by college graduates. So the doctor arranged for the baby to be placed with a lawyer and his wife. But when a boy was born—on February 24, 1955—the designated couple decided that they wanted a girl and backed out. Thus it was that the boy became the son not of a lawyer but of a high school dropout with a passion for mechanics and his salt-of-the-earth wife who was working as a bookkeeper. Paul and Clara named their new baby Steven Paul Jobs.[Vi]

When Joanne found out that her baby had been placed with a couple who had not even graduated from high school, she refused to sign the adoption papers. The standoff lasted weeks, even after the baby had settled into the Jobs household. Eventually Joanne relented, with the stipulation that the couple promise—indeed sign a pledge—to fund a savings account to pay for the boy’s college education.

There was another reason that Joanne was balky about signing the adoption papers. Her father was about to die, and she planned to marry Jandali soon after. She held out hope, she would later tell family members, sometimes tearing up at the memory, that once they were married, she could get their baby boy back.

Arthur Schieble died in August 1955, after the adoption was finalized. Just after Christmas that year, Joanne and Abdulfattah were married in St. Philip the Apostle Catholic Church in Green Bay. He got his PhD in international politics the next year, and then they had another child, a girl named Mona. After she and Jandali divorced in 1962, Joanne embarked on a dreamy and peripatetic life that her daughter, who grew up to become the acclaimed novelist Mona Simpson, would capture in her book Anywhere but Here. Because Steve’s adoption had been closed, it would be twenty years before they would all find each other.[Vi]

• • •

Steve Jobs knew from an early age that he was adopted. “My parents were very open with me about that,” he recalled. He had a vivid memory of sitting on the lawn of his house, when he was six or seven years old, telling the girl who lived across the street. “So does that mean your real parents didn’t want you?” the girl asked. “Lightning bolts went off in my head,” according to Jobs. “I remember running into the house, crying. And my parents said, ‘No, you have to understand.’ They were very serious and looked me straight in the eye. They said, ‘We specifically picked you out.’ Both of my parents said that and repeated it slowly for me. And they put an emphasis on every word in that sentence.”

Abandoned. Chosen. Special. Those concepts became part of who Jobs was and how he regarded himself. His closest friends think that the knowledge that he was given up at birth left some scars. “I think his desire for complete control of whatever he makes derives directly from his personality and the fact that he was abandoned at birth,” said one longtime colleague, Del Yocam. “He wants to control his environment, and he sees the product as an extension of himself.” Greg Calhoun, who became close to Jobs right after college, saw another effect. “Steve talked to me a lot about being abandoned and the pain that caused,” he said. “It made him independent. He followed the beat of a different drummer, and that came from being in a different world than he was born into.”[Vi]

Later in life, when he was the same age his biological father had been when he abandoned him, Jobs would father and abandon a child of his own. (He eventually took responsibility for her.) Chrisann Brennan, the mother of that child, said that being put up for adoption left Jobs “full of broken glass,” and it helps to explain some of his behavior. “He who is abandoned is an abandoner,” she said. Andy Hertzfeld, who worked with Jobs at Apple in the early 1980s, is among the few who remained close to both Brennan and Jobs. “The key question about Steve is why he can’t control himself at times from being so reflexively cruel and harmful to some people,” he said. “That goes back to being abandoned at birth. The real underlying problem was the theme of abandonment in Steve’s life.”

Jobs dismissed this. “There’s some notion that because I was abandoned, I worked very hard so I could do well and make my parents wish they had me back, or some such nonsense, but that’s ridiculous,” he insisted. “Knowing I was adopted may have made me feel more independent, but I have never felt abandoned. I’ve always felt special. My parents made me feel special.” He would later bristle whenever anyone referred to Paul and Clara Jobs as his “adoptive” parents or implied that they were not his “real” parents. “They were my parents 1,000%,” he said. When speaking about his biological parents, on the other hand, he was curt: “They were my sperm and egg bank. That’s not harsh, it’s just the way it was, a sperm bank thing, nothing more.”[Vi]

Silicon Valley

The childhood that Paul and Clara Jobs created for their new son was, in many ways, a stereotype of the late 1950s. When Steve was two they adopted a girl they named Patty, and three years later they moved to a tract house in the suburbs. The finance company where Paul worked as a repo man, CIT, had transferred him down to its Palo Alto office, but he could not afford to live there, so they landed in a subdivision in Mountain View, a less expensive town just to the south.

There Paul tried to pass along his love of mechanics and cars. “Steve, this is your workbench now,” he said as he marked off a section of the table in their garage. Jobs remembered being impressed by his father’s focus on craftsmanship. “I thought my dad’s sense of design was pretty good,” he said, “because he knew how to build anything. If we needed a cabinet, he would build it. When he built our fence, he gave me a hammer so I could work with him.”

Fifty years later the fence still surrounds the back and side yards of the house in Mountain View. As Jobs showed it off to me, he caressed the stockade panels and recalled a lesson that his father implanted deeply in him. It was important, his father said, to craft the backs of cabinets and fences properly, even though they were hidden. “He loved doing things right. He even cared about the look of the parts you couldn’t see.”[Vi]

His father continued to refurbish and resell used cars, and he festooned the garage with pictures of his favorites. He would point out the detailing of the design to his son: the lines, the vents, the chrome, the trim of the seats. After work each day, he would change into his dungarees and retreat to the garage, often with Steve tagging along. “I figured I could get him nailed down with a little mechanical ability, but he really wasn’t interested in getting his hands dirty,” Paul later recalled. “He never really cared too much about mechanical things.”

“I wasn’t that into fixing cars,” Jobs admitted. “But I was eager to hang out with my dad.” Even as he was growing more aware that he had been adopted, he was becoming more attached to his father. One day when he was about eight, he discovered a photograph of his father from his time in the Coast Guard. “He’s in the engine room, and he’s got his shirt off and looks like James Dean. It was one of those Oh wow moments for a kid. Wow, oooh, my parents were actually once very young and really good-looking.”[Vi]

Through cars, his father gave Steve his first exposure to electronics. “My dad did not have a deep understanding of electronics, but he’d encountered it a lot in automobiles and other things he would fix. He showed me the rudiments of electronics, and I got very interested in that.” Even more interesting were the trips to scavenge for parts. “Every weekend, there’d be a junkyard trip. We’d be looking for a generator, a carburetor, all sorts of components.” He remembered watching his father negotiate at the counter. “He was a good bargainer, because he knew better than the guys at the counter what the parts should cost.” This helped fulfill the pledge his parents made when he was adopted. “My college fund came from my dad paying $50 for a Ford Falcon or some other beat-up car that didn’t run, working on it for a few weeks, and selling it for $250—and not telling the IRS.”[Vi]

The Jobses’ house and the others in their neighborhood were modeled on ones built by the real estate developer Joseph Eichler, whose company spawned more than eleven thousand homes in various California subdivisions between 1950 and 1974. Inspired by Frank Lloyd Wright’s vision of simple modern homes for the American “everyman,” Eichler built inexpensive houses that featured floor-to-ceiling glass walls, open floor plans, exposed post-and-beam construction, concrete slab floors, and lots of sliding glass doors. “Eichler did a great thing,” Jobs said on one of our walks around the neighborhood. “His houses were smart and cheap and good. They brought clean design and simple taste to lower-income people. They had awesome little features, like radiant heating in the floors. You put carpet on them, and we had nice toasty floors when we were kids.”

Jobs said that his appreciation for Eichler homes instilled in him a passion for making nicely designed products for the mass market. “I love it when you can bring really great design and simple capability to something that doesn’t cost much,” he said as he pointed out the clean elegance of the houses. “It was the original vision for Apple. That’s what we tried to do with the first Mac. That’s what we did with the iPod.”[Vi]

Across the street from the Jobs family lived a man who had become successful as a real estate agent. “He wasn’t that bright,” Jobs recalled, “but he seemed to be making a fortune. So my dad thought, ‘I can do that.’ He worked so hard, I remember. He took these night classes, passed the license test, and got into real estate. Then the bottom fell out of the market.” As a result, the family found itself financially strapped for a year or so while Steve was in elementary school. His mother took a job as a bookkeeper for Varian Associates, a company that made scientific instruments, and they took out a second mortgage. One day his fourth-grade teacher asked him, “What is it you don’t understand about the universe?” Jobs replied, “I don’t understand why all of a sudden my dad is so broke.” He was proud that his father never adopted a servile attitude or slick style that may have made him a better salesman. “You had to suck up to people to sell real estate, and he wasn’t good at that and it wasn’t in his nature. I admired him for that.” Paul Jobs went back to being a mechanic.

His father was calm and gentle, traits that his son later praised more than emulated. He was also resolute. Jobs described one example:[Vi]

Nearby was an engineer who was working at Westinghouse. He was a single guy, beatnik type. He had a girlfriend. She would babysit me sometimes. Both my parents worked, so I would come here right after school for a couple of hours. He would get drunk and hit her a couple of times. She came over one night, scared out of her wits, and he came over drunk, and my dad stood him down—saying “She’s here, but you’re not coming in.” He stood right there. We like to think everything was idyllic in the 1950s, but this guy was one of those engineers who had messed-up lives.

What made the neighborhood different from the thousands of other spindly-tree subdivisions across America was that even the ne’er-do-wells tended to be engineers. “When we moved here, there were apricot and plum orchards on all of these corners,” Jobs recalled. “But it was beginning to boom because of military investment.” He soaked up the history of the valley and developed a yearning to play his own role. Edwin Land of Polaroid later told him about being asked by Eisenhower to help build the U-2 spy plane cameras to see how real the Soviet threat was. The film was dropped in canisters and returned to the NASA Ames Research Center in Sunnyvale, not far from where Jobs lived. “The first computer terminal I ever saw was when my dad brought me to the Ames Center,” he said. “I fell totally in love with it.”[Vi]

Other defense contractors sprouted nearby during the 1950s. The Lockheed Missiles and Space Division, which built submarine-launched ballistic missiles, was founded in 1956 next to the NASA Center; by the time Jobs moved to the area four years later, it employed twenty thousand people. A few hundred yards away, Westinghouse built facilities that produced tubes and electrical transformers for the missile systems. “You had all these military companies on the cutting edge,” he recalled. “It was mysterious and high-tech and made living here very exciting.”

In the wake of the defense industries there arose a booming economy based on technology. Its roots stretched back to 1938, when David Packard and his new wife moved into a house in Palo Alto that had a shed where his friend Bill Hewlett was soon ensconced. The house had a garage—an appendage that would prove both useful and iconic in the valley—in which they tinkered around until they had their first product, an audio oscillator. By the 1950s, Hewlett-Packard was a fast-growing company making technical instruments.[Vi]

Fortunately there was a place nearby for entrepreneurs who had outgrown their garages. In a move that would help transform the area into the cradle of the tech revolution, Stanford University’s dean of engineering, Frederick Terman, created a seven-hundred-acre industrial park on university land for private companies that could commercialize the ideas of his students. Its first tenant was Varian Associates, where Clara Jobs worked. “Terman came up with this great idea that did more than anything to cause the tech industry to grow up here,” Jobs said. By the time Jobs was ten, HP had nine thousand employees and was the blue-chip company where every engineer seeking financial stability wanted to work.[Vi]

The most important technology for the region’s growth was, of course, the semiconductor. William Shockley, who had been one of the inventors of the transistor at Bell Labs in New Jersey, moved out to Mountain View and, in 1956, started a company to build transistors using silicon rather than the more expensive germanium that was then commonly used. But Shockley became increasingly erratic and abandoned his silicon transistor project, which led eight of his engineers—most notably Robert Noyce and Gordon Moore—to break away to form Fairchild Semiconductor. That company grew to twelve thousand employees, but it fragmented in 1968, when Noyce lost a power struggle to become CEO. He took Gordon Moore and founded a company that they called Integrated Electronics Corporation, which they soon smartly abbreviated to Intel. Their third employee was Andrew Grove, who later would grow the company by shifting its focus from memory chips to microprocessors. Within a few years there would be more than fifty companies in the area making semiconductors.[Vi]

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products.

The chip industry gave the region a new name when Don Hoefler, a columnist for the weekly trade paper Electronic News, began a series in January 1971 entitled “Silicon Valley USA.” The forty-mile Santa Clara Valley, which stretches from South San Francisco through Palo Alto to San Jose, has as its commercial backbone El Camino Real, the royal road that once connected California’s twenty-one mission churches and is now a bustling avenue that connects companies and startups accounting for a third of the venture capital investment in the United States each year. “Growing up, I got inspired by the history of the place,” Jobs said. “That made me want to be a part of it.”[Vi]

Like most kids, he became infused with the passions of the grown-ups around him. “Most of the dads in the neighborhood did really neat stuff, like photovoltaics and batteries and radar,” Jobs recalled. “I grew up in awe of that stuff and asking people about it.” The most important of these neighbors, Larry Lange, lived seven doors away. “He was my model of what an HP engineer was supposed to be: a big ham radio operator, hard-core electronics guy,” Jobs recalled. “He would bring me stuff to play with.” As we walked up to Lange’s old house, Jobs pointed to the driveway. “He took a carbon microphone and a battery and a speaker, and he put it on this driveway. He had me talk into the carbon mike and it amplified out of the speaker.” Jobs had been taught by his father that microphones always required an electronic amplifier. “So I raced home, and I told my dad that he was wrong.”

“No, it needs an amplifier,” his father assured him. When Steve protested otherwise, his father said he was crazy. “It can’t work without an amplifier. There’s some trick.”

“I kept saying no to my dad, telling him he had to see it, and finally he actually walked down with me and saw it. And he said, ‘Well I’ll be a bat out of hell.’ ”[Vi]

Jobs recalled the incident vividly because it was his first realization that his father did not know everything. Then a more disconcerting discovery began to dawn on him: He was smarter than his parents. He had always admired his father’s competence and savvy. “He was not an educated man, but I had always thought he was pretty damn smart. He didn’t read much, but he could do a lot. Almost everything mechanical, he could figure it out.” Yet the carbon microphone incident, Jobs said, began a jarring process of realizing that he was in fact more clever and quick than his parents. “It was a very big moment that’s burned into my mind. When I realized that I was smarter than my parents, I felt tremendous shame for having thought that. I will never forget that moment.” This discovery, he later told friends, along with the fact that he was adopted, made him feel apart—detached and separate—from both his family and the world.[Vi]

Another layer of awareness occurred soon after. Not only did he discover that he was brighter than his parents, but he discovered that they knew this. Paul and Clara Jobs were loving parents, and they were willing to adapt their lives to suit a son who was very smart—and also willful. They would go to great lengths to accommodate him. And soon Steve discovered this fact as well. “Both my parents got me. They felt a lot of responsibility once they sensed that I was special. They found ways to keep feeding me stuff and putting me in better schools. They were willing to defer to my needs.”

So he grew up not only with a sense of having once been abandoned, but also with a sense that he was special. In his own mind, that was more important in the formation of his personality.[Vi]

School

Even before Jobs started elementary school, his mother had taught him how to read. This, however, led to some problems once he got to school. “I was kind of bored for the first few years, so I occupied myself by getting into trouble.” It also soon became clear that Jobs, by both nature and nurture, was not disposed to accept authority. “I encountered authority of a different kind than I had ever encountered before, and I did not like it. And they really almost got me. They came close to really beating any curiosity out of me.”

His school, Monta Loma Elementary, was a series of low-slung 1950s buildings four blocks from his house. He countered his boredom by playing pranks. “I had a good friend named Rick Ferrentino, and we’d get into all sorts of trouble,” he recalled. “Like we made little posters announcing ‘Bring Your Pet to School Day.’ It was crazy, with dogs chasing cats all over, and the teachers were beside themselves.” Another time they convinced some kids to tell them the combination numbers for their bike locks. “Then we went outside and switched all of the locks, and nobody could get their bikes. It took them until late that night to straighten things out.” When he was in third grade, the pranks became a bit more dangerous. “One time we set off an explosive under the chair of our teacher, Mrs. Thurman. We gave her a nervous twitch.”[Vi]

Not surprisingly, he was sent home two or three times before he finished third grade. By then, however, his father had begun to treat him as special, and in his calm but firm manner he made it clear that he expected the school to do the same. “Look, it’s not his fault,” Paul Jobs told the teachers, his son recalled. “If you can’t keep him interested, it’s your fault.” His parents never punished him for his transgressions at school. “My father’s father was an alcoholic and whipped him with a belt, but I’m not sure if I ever got spanked.” Both of his parents, he added, “knew the school was at fault for trying to make me memorize stupid stuff rather than stimulating me.” He was already starting to show the admixture of sensitivity and insensitivity, bristliness and detachment, that would mark him for the rest of his life.[Vi]

When it came time for him to go into fourth grade, the school decided it was best to put Jobs and Ferrentino into separate classes. The teacher for the advanced class was a spunky woman named Imogene Hill, known as “Teddy,” and she became, Jobs said, “one of the saints of my life.” After watching him for a couple of weeks, she figured that the best way to handle him was to bribe him. “After school one day, she gave me this workbook with math problems in it, and she said, ‘I want you to take it home and do this.’ And I thought, ‘Are you nuts?’ And then she pulled out one of these giant lollipops that seemed as big as the world. And she said, ‘When you’re done with it, if you get it mostly right, I will give you this and five dollars.’ And I handed it back within two days.” After a few months, he no longer required the bribes. “I just wanted to learn and to please her.”

She reciprocated by getting him a hobby kit for grinding a lens and making a camera. “I learned more from her than any other teacher, and if it hadn’t been for her I’m sure I would have gone to jail.” It reinforced, once again, the idea that he was special. “In my class, it was just me she cared about. She saw something in me.”[Vi]

It was not merely intelligence that she saw. Years later she liked to show off a picture of that year’s class on Hawaii Day. Jobs had shown up without the suggested Hawaiian shirt, but in the picture he is front and center wearing one. He had, literally, been able to talk the shirt off another kid’s back.

Near the end of fourth grade, Mrs. Hill had Jobs tested. “I scored at the high school sophomore level,” he recalled. Now that it was clear, not only to himself and his parents but also to his teachers, that he was intellectually special, the school made the remarkable proposal that he skip two grades and go right into seventh; it would be the easiest way to keep him challenged and stimulated. His parents decided, more sensibly, to have him skip only one grade.[Vi]

The transition was wrenching. He was a socially awkward loner who found himself with kids a year older. Worse yet, the sixth grade was in a different school, Crittenden Middle. It was only eight blocks from Monta Loma Elementary, but in many ways it was a world apart, located in a neighborhood filled with ethnic gangs. “Fights were a daily occurrence; as were shakedowns in bathrooms,” wrote the Silicon Valley journalist Michael S. Malone. “Knives were regularly brought to school as a show of macho.” Around the time that Jobs arrived, a group of students were jailed for a gang rape, and the bus of a neighboring school was destroyed after its team beat Crittenden’s in a wrestling match.

Jobs was often bullied, and in the middle of seventh grade he gave his parents an ultimatum. “I insisted they put me in a different school,” he recalled. Financially this was a tough demand. His parents were barely making ends meet, but by this point there was little doubt that they would eventually bend to his will. “When they resisted, I told them I would just quit going to school if I had to go back to Crittenden. So they researched where the best schools were and scraped together every dime and bought a house for $21,000 in a nicer district.”[Vi]

The move was only three miles to the south, to a former apricot orchard in Los Altos that had been turned into a subdivision of cookie-cutter tract homes. Their house, at 2066 Crist Drive, was one story with three bedrooms and an all-important attached garage with a roll-down door facing the street. There Paul Jobs could tinker with cars and his son with electronics.

Its other significant attribute was that it was just over the line inside what was then the Cupertino-Sunnyvale School District, one of the safest and best in the valley. “When I moved here, these corners were still orchards,” Jobs pointed out as we walked in front of his old house. “The guy who lived right there taught me how to be a good organic gardener and to compost. He grew everything to perfection. I never had better food in my life. That’s when I began to appreciate organic fruits and vegetables.”

Even though they were not fervent about their faith, Jobs’s parents wanted him to have a religious upbringing, so they took him to the Lutheran church most Sundays. That came to an end when he was thirteen. In July 1968 Life magazine published a shocking cover showing a pair of starving children in Biafra. Jobs took it to Sunday school and confronted the church’s pastor. “If I raise my finger, will God know which one I’m going to raise even before I do it?”[Vi]

The pastor answered, “Yes, God knows everything.”

Jobs then pulled out the Life cover and asked, “Well, does God know about this and what’s going to happen to those children?”

“Steve, I know you don’t understand, but yes, God knows about that.”

Jobs announced that he didn’t want to have anything to do with worshipping such a God, and he never went back to church. He did, however, spend years studying and trying to practice the tenets of Zen Buddhism. Reflecting years later on his spiritual feelings, he said that religion was at its best when it emphasized spiritual experiences rather than received dogma. “The juice goes out of Christianity when it becomes too based on faith rather than on living like Jesus or seeing the world as Jesus saw it,” he told me. “I think different religions are different doors to the same house. Sometimes I think the house exists, and sometimes I don’t. It’s the great mystery.”[Vi]

Paul Jobs was then working at Spectra-Physics, a company in nearby Santa Clara that made lasers for electronics and medical products. As a machinist, he crafted the prototypes of products that the engineers were devising. His son was fascinated by the need for perfection. “Lasers require precision alignment,” Jobs said. “The really sophisticated ones, for airborne applications or medical, had very precise features. They would tell my dad something like, ‘This is what we want, and we want it out of one piece of metal so that the coefficients of expansion are all the same.’ And he had to figure out how to do it.” Most pieces had to be made from scratch, which meant that Paul had to create custom tools and dies. His son was impressed, but he rarely went to the machine shop. “It would have been fun if he had gotten to teach me how to use a mill and lathe. But unfortunately I never went, because I was more interested in electronics.”[Vi]

One summer Paul took Steve to Wisconsin to visit the family’s dairy farm. Rural life did not appeal to Steve, but one image stuck with him. He saw a calf being born, and he was amazed when the tiny animal struggled up within minutes and began to walk. “It was not something she had learned, but it was instead hardwired into her,” he recalled. “A human baby couldn’t do that. I found it remarkable, even though no one else did.” He put it in hardware-software terms: “It was as if something in the animal’s body and in its brain had been engineered to work together instantly rather than being learned.”

In ninth grade Jobs went to Homestead High, which had a sprawling campus of two-story cinderblock buildings painted pink that served two thousand students. “It was designed by a famous prison architect,” Jobs recalled. “They wanted to make it indestructible.” He had developed a love of walking, and he walked the fifteen blocks to school by himself each day.

He had few friends his own age, but he got to know some seniors who were immersed in the counterculture of the late 1960s. It was a time when the geek and hippie worlds were beginning to show some overlap. “My friends were the really smart kids,” he said. “I was interested in math and science and electronics. They were too, and also into LSD and the whole counterculture trip.”[Vi]

His pranks by then typically involved electronics. At one point he wired his house with speakers. But since speakers can also be used as microphones, he built a control room in his closet, where he could listen in on what was happening in other rooms. One night, when he had his headphones on and was listening in on his parents’ bedroom, his father caught him and angrily demanded that he dismantle the system. He spent many evenings visiting the garage of Larry Lange, the engineer who lived down the street from his old house. Lange eventually gave Jobs the carbon microphone that had fascinated him, and he turned him on to Heathkits, those assemble-it-yourself kits for making ham radios and other electronic gear that were beloved by the soldering set back then. “Heathkits came with all the boards and parts color-coded, but the manual also explained the theory of how it operated,” Jobs recalled. “It made you realize you could build and understand anything. Once you built a couple of radios, you’d see a TV in the catalogue and say, ‘I can build that as well,’ even if you didn’t. I was very lucky, because when I was a kid both my dad and the Heathkits made me believe I could build anything.”[Vi]

Lange also got him into the Hewlett-Packard Explorers Club, a group of fifteen or so students who met in the company cafeteria on Tuesday nights. “They would get an engineer from one of the labs to come and talk about what he was working on,” Jobs recalled. “My dad would drive me there. I was in heaven. HP was a pioneer of light-emitting diodes. So we talked about what to do with them.” Because his father now worked for a laser company, that topic particularly interested him. One night he cornered one of HP’s laser engineers after a talk and got a tour of the holography lab. But the most lasting impression came from seeing the small computers the company was developing. “I saw my first desktop computer there. It was called the 9100A, and it was a glorified calculator but also really the first desktop computer. It was huge, maybe forty pounds, but it was a beauty of a thing. I fell in love with it.”[Vi]

The kids in the Explorers Club were encouraged to do projects, and Jobs decided to build a frequency counter, which measures the number of pulses per second in an electronic signal. He needed some parts that HP made, so he picked up the phone and called the CEO. “Back then, people didn’t have unlisted numbers. So I looked up Bill Hewlett in Palo Alto and called him at home. And he answered and chatted with me for twenty minutes. He got me the parts, but he also got me a job in the plant where they made frequency counters.” Jobs worked there the summer after his freshman year at Homestead High. “My dad would drive me in the morning and pick me up in the evening.”

His work mainly consisted of “just putting nuts and bolts on things” on an assembly line. There was some resentment among his fellow line workers toward the pushy kid who had talked his way in by calling the CEO. “I remember telling one of the supervisors, ‘I love this stuff, I love this stuff,’ and then I asked him what he liked to do best. And he said, ‘To fuck, to fuck.’ ” Jobs had an easier time ingratiating himself with the engineers who worked one floor above. “They served doughnuts and coffee every morning at ten. So I’d go upstairs and hang out with them.”[Vi]

Jobs liked to work. He also had a newspaper route—his father would drive him when it was raining—and during his sophomore year spent weekends and the summer as a stock clerk at a cavernous electronics store, Haltek. It was to electronics what his father’s junkyards were to auto parts: a scavenger’s paradise sprawling over an entire city block with new, used, salvaged, and surplus components crammed onto warrens of shelves, dumped unsorted into bins, and piled in an outdoor yard. “Out in the back, near the bay, they had a fenced-in area with things like Polaris submarine interiors that had been ripped and sold for salvage,” he recalled. “All the controls and buttons were right there. The colors were military greens and grays, but they had these switches and bulb covers of amber and red. There were these big old lever switches that, when you flipped them, it was awesome, like you were blowing up Chicago.”

At the wooden counters up front, laden with thick catalogues in tattered binders, people would haggle for switches, resistors, capacitors, and sometimes the latest memory chips. His father used to do that for auto parts, and he succeeded because he knew the value of each better than the clerks. Jobs followed suit. He developed a knowledge of electronic parts that was honed by his love of negotiating and turning a profit. He would go to electronic flea markets, such as the San Jose swap meet, haggle for a used circuit board that contained some valuable chips or components, and then sell those to his manager at Haltek.[Vi]

Jobs was able to get his first car, with his father’s help, when he was fifteen. It was a two-tone Nash Metropolitan that his father had fitted out with an MG engine. Jobs didn’t really like it, but he did not want to tell his father that, or miss out on the chance to have his own car. “In retrospect, a Nash Metropolitan might seem like the most wickedly cool car,” he later said. “But at the time it was the most uncool car in the world. Still, it was a car, so that was great.” Within a year he had saved up enough from his various jobs that he could trade up to a red Fiat 850 coupe with an Abarth engine. “My dad helped me buy and inspect it. The satisfaction of getting paid and saving up for something, that was very exciting.”

That same summer, between his sophomore and junior years at Homestead, Jobs began smoking marijuana. “I got stoned for the first time that summer. I was fifteen, and then began using pot regularly.” At one point his father found some dope in his son’s Fiat. “What’s this?” he asked. Jobs coolly replied, “That’s marijuana.” It was one of the few times in his life that he faced his father’s anger. “That was the only real fight I ever got in with my dad,” he said. But his father again bent to his will. “He wanted me to promise that I’d never use pot again, but I wouldn’t promise.” In fact by his senior year he was also dabbling in LSD and hash as well as exploring the mind-bending effects of sleep deprivation. “I was starting to get stoned a bit more. We would also drop acid occasionally, usually in fields or in cars.”[Vi]

He also flowered intellectually during his last two years in high school and found himself at the intersection, as he had begun to see it, of those who were geekily immersed in electronics and those who were into literature and creative endeavors. “I started to listen to music a whole lot, and I started to read more outside of just science and technology—Shakespeare, Plato. I loved King Lear.” His other favorites included Moby-Dick and the poems of Dylan Thomas. I asked him why he related to King Lear and Captain Ahab, two of the most willful and driven characters in literature, but he didn’t respond to the connection I was making, so I let it drop. “When I was a senior I had this phenomenal AP English class. The teacher was this guy who looked like Ernest Hemingway. He took a bunch of us snowshoeing in Yosemite.”

One course that Jobs took would become part of Silicon Valley lore: the electronics class taught by John McCollum, a former Navy pilot who had a showman’s flair for exciting his students with such tricks as firing up a Tesla coil. His little stockroom, to which he would lend the key to pet students, was crammed with transistors and other components he had scored.[Vi]

McCollum’s classroom was in a shed-like building on the edge of the campus, next to the parking lot. “This is where it was,” Jobs recalled as he peered in the window, “and here, next door, is where the auto shop class used to be.” The juxtaposition highlighted the shift from the interests of his father’s generation. “Mr. McCollum felt that electronics class was the new auto shop.”

McCollum believed in military discipline and respect for authority. Jobs didn’t. His aversion to authority was something he no longer tried to hide, and he affected an attitude that combined wiry and weird intensity with aloof rebelliousness. McCollum later said, “He was usually off in a corner doing something on his own and really didn’t want to have much of anything to do with either me or the rest of the class.” He never trusted Jobs with a key to the stockroom. One day Jobs needed a part that was not available, so he made a collect call to the manufacturer, Burroughs in Detroit, and said he was designing a new product and wanted to test out the part. It arrived by air freight a few days later. When McCollum asked how he had gotten it, Jobs described—with defiant pride—the collect call and the tale he had told. “I was furious,” McCollum said. “That was not the way I wanted my students to behave.” Jobs’s response was, “I don’t have the money for the phone call. They’ve got plenty of money.”

Jobs took McCollum’s class for only one year, rather than the three that it was offered. For one of his projects, he made a device with a photocell that would switch on a circuit when exposed to light, something any high school science student could have done. He was far more interested in playing with lasers, something he learned from his father. With a few friends, he created light shows for parties by bouncing lasers off mirrors that were attached to the speakers of his stereo system.[Vi]

—ooOoo—

CHAPTER TWO

ODD COUPLE

The Two Steves

Jobs and Wozniak in the garage, 1976[Vi]

Woz

While a student in McCollum’s class, Jobs became friends with a graduate who was the teacher’s all-time favorite and a school legend for his wizardry in the class. Stephen Wozniak, whose younger brother had been on a swim team with Jobs, was almost five years older than Jobs and far more knowledgeable about electronics. But emotionally and socially he was still a high school geek.

Like Jobs, Wozniak learned a lot at his father’s knee. But their lessons were different. Paul Jobs was a high school dropout who, when fixing up cars, knew how to turn a tidy profit by striking the right deal on parts. Francis Wozniak, known as Jerry, was a brilliant engineering graduate from Cal Tech, where he had quarterbacked the football team, who became a rocket scientist at Lockheed. He exalted engineering and looked down on those in business, marketing, and sales. “I remember him telling me that engineering was the highest level of importance you could reach in the world,” Steve Wozniak later recalled. “It takes society to a new level.”[Vi]

One of Steve Wozniak’s first memories was going to his father’s workplace on a weekend and being shown electronic parts, with his dad “putting them on a table with me so I got to play with them.” He watched with fascination as his father tried to get a waveform line on a video screen to stay flat so he could show that one of his circuit designs was working properly. “I could see that whatever my dad was doing, it was important and good.” Woz, as he was known even then, would ask about the resistors and transistors lying around the house, and his father would pull out a blackboard to illustrate what they did. “He would explain what a resistor was by going all the way back to atoms and electrons. He explained how resistors worked when I was in second grade, not by equations but by having me picture it.”[Vi]

Woz’s father taught him something else that became ingrained in his childlike, socially awkward personality: Never lie. “My dad believed in honesty. Extreme honesty. That’s the biggest thing he taught me. I never lie, even to this day.” (The only partial exception was in the service of a good practical joke.) In addition, he imbued his son with an aversion to extreme ambition, which set Woz apart from Jobs. At an Apple product launch event in 2010, forty years after they met, Woz reflected on their differences. “My father told me, ‘You always want to be in the middle,’ ” he said. “I didn’t want to be up with the high-level people like Steve. My dad was an engineer, and that’s what I wanted to be. I was way too shy ever to be a business leader like Steve.”[Vi]

By fourth grade Wozniak became, as he put it, one of the “electronics kids.” He had an easier time making eye contact with a transistor than with a girl, and he developed the chunky and stooped look of a guy who spends most of his time hunched over circuit boards. At the same age when Jobs was puzzling over a carbon microphone that his dad couldn’t explain, Wozniak was using transistors to build an intercom system featuring amplifiers, relays, lights, and buzzers that connected the kids’ bedrooms of six houses in the neighborhood. And at an age when Jobs was building Heathkits, Wozniak was assembling a transmitter and receiver from Hallicrafters, the most sophisticated radios available.

Woz spent a lot of time at home reading his father’s electronics journals, and he became enthralled by stories about new computers, such as the powerful ENIAC. Because Boolean algebra came naturally to him, he marveled at how simple, rather than complex, the computers were. In eighth grade he built a calculator that included one hundred transistors, two hundred diodes, and two hundred resistors on ten circuit boards. It won top prize in a local contest run by the Air Force, even though the competitors included students through twelfth grade.[Vi]

Woz became more of a loner when the boys his age began going out with girls and partying, endeavors that he found far more complex than designing circuits. “Where before I was popular and riding bikes and everything, suddenly I was socially shut out,” he recalled. “It seemed like nobody spoke to me for the longest time.” He found an outlet by playing juvenile pranks. In twelfth grade he built an electronic metronome—one of those tick-tick-tick devices that keep time in music class—and realized it sounded like a bomb. So he took the labels off some big batteries, taped them together, and put it in a school locker; he rigged it to start ticking faster when the locker opened. Later that day he got called to the principal’s office. He thought it was because he had won, yet again, the school’s top math prize. Instead he was confronted by the police. The principal had been summoned when the device was found, bravely ran onto the football field clutching it to his chest, and pulled the wires off. Woz tried and failed to suppress his laughter. He actually got sent to the juvenile detention center, where he spent the night. It was a memorable experience. He taught the other prisoners how to disconnect the wires leading to the ceiling fans and connect them to the bars so people got shocked when touching them.[Vi]

Getting shocked was a badge of honor for Woz. He prided himself on being a hardware engineer, which meant that random shocks were routine. He once devised a roulette game where four people put their thumbs in a slot; when the ball landed, one would get shocked. “Hardware guys will play this game, but software guys are too chicken,” he noted.

During his senior year he got a part-time job at Sylvania and had the chance to work on a computer for the first time. He learned FORTRAN from a book and read the manuals for most of the systems of the day, starting with the Digital Equipment PDP-8. Then he studied the specs for the latest microchips and tried to redesign the computers using these newer parts. The challenge he set himself was to replicate the design using the fewest components possible. Each night he would try to improve his drawing from the night before. By the end of his senior year, he had become a master. “I was now designing computers with half the number of chips the actual company had in their own design, but only on paper.” He never told his friends. After all, most seventeen-year-olds were getting their kicks in other ways.[Vi]

On Thanksgiving weekend of his senior year, Wozniak visited the University of Colorado. It was closed for the holiday, but he found an engineering student who took him on a tour of the labs. He begged his father to let him go there, even though the out-of-state tuition was more than the family could easily afford. They struck a deal: He would be allowed to go for one year, but then he would transfer to De Anza Community College back home. After arriving at Colorado in the fall of 1969, he spent so much time playing pranks (such as producing reams of printouts saying “Fuck Nixon”) that he failed a couple of his courses and was put on probation. In addition, he created a program to calculate Fibonacci numbers that burned up so much computer time the university threatened to bill him for the cost. So he readily lived up to his bargain with his parents and transferred to De Anza.

After a pleasant year at De Anza, Wozniak took time off to make some money. He found work at a company that made computers for the California Motor Vehicle Department, and a coworker made him a wonderful offer: He would provide some spare chips so Wozniak could make one of the computers he had been sketching on paper. Wozniak decided to use as few chips as possible, both as a personal challenge and because he did not want to take advantage of his colleague’s largesse.[Vi]

Much of the work was done in the garage of a friend just around the corner, Bill Fernandez, who was still at Homestead High. To lubricate their efforts, they drank large amounts of Cragmont cream soda, riding their bikes to the Sunnyvale Safeway to return the bottles, collect the deposits, and buy more. “That’s how we started referring to it as the Cream Soda Computer,” Wozniak recalled. It was basically a calculator capable of multiplying numbers entered by a set of switches and displaying the results in binary code with little lights.

When it was finished, Fernandez told Wozniak there was someone at Homestead High he should meet. “His name is Steve. He likes to do pranks like you do, and he’s also into building electronics like you are.” It may have been the most significant meeting in a Silicon Valley garage since Hewlett went into Packard’s thirty-two years earlier. “Steve and I just sat on the sidewalk in front of Bill’s house for the longest time, just sharing stories—mostly about pranks we’d pulled, and also what kind of electronic designs we’d done,” Wozniak recalled. “We had so much in common. Typically, it was really hard for me to explain to people what kind of design stuff I worked on, but Steve got it right away. And I liked him. He was kind of skinny and wiry and full of energy.”[Vi]

Jobs was also impressed. “Woz was the first person I’d met who knew more electronics than I did,” he once said, stretching his own expertise. “I liked him right away. I was a little more mature than my years, and he was a little less mature than his, so it evened out. Woz was very bright, but emotionally he was my age.”

In addition to their interest in computers, they shared a passion for music. “It was an incredible time for music,” Jobs recalled. “It was like living at a time when Beethoven and Mozart were alive. Really. People will look back on it that way. And Woz and I were deeply into it.” In particular, Wozniak turned Jobs on to the glories of Bob Dylan. “We tracked down this guy in Santa Cruz who put out this newsletter on Dylan,” Jobs said. “Dylan taped all of his concerts, and some of the people around him were not scrupulous, because soon there were tapes all around. Bootlegs of everything. And this guy had them all.”[Vi]

Hunting down Dylan tapes soon became a joint venture. “The two of us would go tramping through San Jose and Berkeley and ask about Dylan bootlegs and collect them,” said Wozniak. “We’d buy brochures of Dylan lyrics and stay up late interpreting them. Dylan’s words struck chords of creative thinking.” Added Jobs, “I had more than a hundred hours, including every concert on the ’65 and ’66 tour,” the one where Dylan went electric. Both of them bought high-end TEAC reel-to-reel tape decks. “I would use mine at a low speed to record many concerts on one tape,” said Wozniak. Jobs matched his obsession: “Instead of big speakers I bought a pair of awesome headphones and would just lie in my bed and listen to that stuff for hours.”[Vi]

Jobs had formed a club at Homestead High to put on music-and-light shows and also play pranks. (They once glued a gold-painted toilet seat onto a flower planter.) It was called the Buck Fry Club, a play on the name of the principal. Even though they had already graduated, Wozniak and his friend Allen Baum joined forces with Jobs, at the end of his junior year, to produce a farewell gesture for the departing seniors. Showing off the Homestead campus four decades later, Jobs paused at the scene of the escapade and pointed. “See that balcony? That’s where we did the banner prank that sealed our friendship.” On a big bedsheet Baum had tie-dyed with the school’s green and white colors, they painted a huge hand flipping the middle-finger salute. Baum’s nice Jewish mother helped them draw it and showed them how to do the shading and shadows to make it look more real. “I know what that is,” she snickered. They devised a system of ropes and pulleys so that it could be dramatically lowered as the graduating class marched past the balcony, and they signed it “SWAB JOB,” the initials of Wozniak and Baum combined with part of Jobs’s name. The prank became part of school lore—and got Jobs suspended one more time.[Vi]

Another prank involved a pocket device Wozniak built that could emit TV signals. He would take it to a room where a group of people were watching TV, such as in a dorm, and secretly press the button so that the screen would get fuzzy with static. When someone got up and whacked the set, Wozniak would let go of the button and the picture would clear up. Once he had the unsuspecting viewers hopping up and down at his will, he would make things harder. He would keep the picture fuzzy until someone touched the antenna. Eventually he would make people think they had to hold the antenna while standing on one foot or touching the top of the set. Years later, at a keynote presentation where he was having his own trouble getting a video to work, Jobs broke from his script and recounted the fun they had with the device. “Woz would have it in his pocket and we’d go into a dorm . . . where a bunch of folks would be, like, watching Star Trek, and he’d screw up the TV, and someone would go up to fix it, and just as they had the foot off the ground he would turn it back on, and as they put their foot back on the ground he’d screw it up again.” Contorting himself into a pretzel onstage, Jobs concluded to great laughter, “And within five minutes he would have someone like this.”[Vi]

The Blue Box

The ultimate combination of pranks and electronics—and the escapade that helped to create Apple—was launched one Sunday afternoon when Wozniak read an article in Esquire that his mother had left for him on the kitchen table. It was September 1971, and he was about to drive off the next day to Berkeley, his third college. The story, Ron Rosenbaum’s “Secrets of the Little Blue Box,” described how hackers and phone phreakers had found ways to make long-distance calls for free by replicating the tones that routed signals on the AT&T network. “Halfway through the article, I had to call my best friend, Steve Jobs, and read parts of this long article to him,” Wozniak recalled. He knew that Jobs, then beginning his senior year, was one of the few people who would share his excitement.

A hero of the piece was John Draper, a hacker known as Captain Crunch because he had discovered that the sound emitted by the toy whistle that came with the breakfast cereal was the same 2600 Hertz tone used by the phone network’s call-routing switches. It could fool the system into allowing a long-distance call to go through without extra charges. The article revealed that other tones that served to route calls could be found in an issue of the Bell System Technical Journal, which AT&T immediately began asking libraries to pull from their shelves.[Vi]

As soon as Jobs got the call from Wozniak that Sunday afternoon, he knew they would have to get their hands on the technical journal right away. “Woz picked me up a few minutes later, and we went to the library at SLAC [the Stanford Linear Accelerator Center] to see if we could find it,” Jobs recounted. It was Sunday and the library was closed, but they knew how to get in through a door that was rarely locked. “I remember that we were furiously digging through the stacks, and it was Woz who finally found the journal with all the frequencies. It was like, holy shit, and we opened it and there it was. We kept saying to ourselves, ‘It’s real. Holy shit, it’s real.’ It was all laid out—the tones, the frequencies.”

Wozniak went to Sunnyvale Electronics before it closed that evening and bought the parts to make an analog tone generator. Jobs had built a frequency counter when he was part of the HP Explorers Club, and they used it to calibrate the desired tones. With a dial, they could replicate and tape-record the sounds specified in the article. By midnight they were ready to test it. Unfortunately the oscillators they used were not quite stable enough to replicate the right chirps to fool the phone company. “We could see the instability using Steve’s frequency counter,” recalled Wozniak, “and we just couldn’t make it work. I had to leave for Berkeley the next morning, so we decided I would work on building a digital version once I got there.”[Vi]

No one had ever created a digital version of a Blue Box, but Woz was made for the challenge. Using diodes and transistors from Radio Shack, and with the help of a music student in his dorm who had perfect pitch, he got it built before Thanksgiving. “I have never designed a circuit I was prouder of,” he said. “I still think it was incredible.”

One night Wozniak drove down from Berkeley to Jobs’s house to try it. They attempted to call Wozniak’s uncle in Los Angeles, but they got a wrong number. It didn’t matter; their device had worked. “Hi! We’re calling you for free! We’re calling you for free!” Wozniak shouted. The person on the other end was confused and annoyed. Jobs chimed in, “We’re calling from California! From California! With a Blue Box.” This probably baffled the man even more, since he was also in California.

At first the Blue Box was used for fun and pranks. The most daring of these was when they called the Vatican and Wozniak pretended to be Henry Kissinger wanting to speak to the pope. “Ve are at de summit meeting in Moscow, and ve need to talk to de pope,” Woz intoned. He was told that it was 5:30 a.m. and the pope was sleeping. When he called back, he got a bishop who was supposed to serve as the translator. But they never actually got the pope on the line. “They realized that Woz wasn’t Henry Kissinger,” Jobs recalled. “We were at a public phone booth.”[Vi]

It was then that they reached an important milestone, one that would establish a pattern in their partnerships: Jobs came up with the idea that the Blue Box could be more than merely a hobby; they could build and sell them. “I got together the rest of the components, like the casing and power supply and keypads, and figured out how we could price it,” Jobs said, foreshadowing roles he would play when they founded Apple. The finished product was about the size of two decks of playing cards. The parts cost about $40, and Jobs decided they should sell it for $150.

Following the lead of other phone phreaks such as Captain Crunch, they gave themselves handles. Wozniak became “Berkeley Blue,” Jobs was “Oaf Tobark.” They took the device to college dorms and gave demonstrations by attaching it to a phone and speaker. While the potential customers watched, they would call the Ritz in London or a dial-a-joke service in Australia. “We made a hundred or so Blue Boxes and sold almost all of them,” Jobs recalled.[Vi]

The fun and profits came to an end at a Sunnyvale pizza parlor. Jobs and Wozniak were about to drive to Berkeley with a Blue Box they had just finished making. Jobs needed money and was eager to sell, so he pitched the device to some guys at the next table. They were interested, so Jobs went to a phone booth and demonstrated it with a call to Chicago. The prospects said they had to go to their car for money. “So we walk over to the car, Woz and me, and I’ve got the Blue Box in my hand, and the guy gets in, reaches under the seat, and he pulls out a gun,” Jobs recounted. He had never been that close to a gun, and he was terrified. “So he’s pointing the gun right at my stomach, and he says, ‘Hand it over, brother.’ My mind raced. There was the car door here, and I thought maybe I could slam it on his legs and we could run, but there was this high probability that he would shoot me. So I slowly handed it to him, very carefully.” It was a weird sort of robbery. The guy who took the Blue Box actually gave Jobs a phone number and said he would try to pay for it if it worked. When Jobs later called the number, the guy said he couldn’t figure out how to use it. So Jobs, in his felicitous way, convinced the guy to meet him and Wozniak at a public place. But they ended up deciding not to have another encounter with the gunman, even on the off chance they could get their $150.[Vi]

The partnership paved the way for what would be a bigger adventure together. “If it hadn’t been for the Blue Boxes, there wouldn’t have been an Apple,” Jobs later reflected. “I’m 100% sure of that. Woz and I learned how to work together, and we gained the confidence that we could solve technical problems and actually put something into production.” They had created a device with a little circuit board that could control billions of dollars’ worth of infrastructure. “You cannot believe how much confidence that gave us.” Woz came to the same conclusion: “It was probably a bad idea selling them, but it gave us a taste of what we could do with my engineering skills and his vision.” The Blue Box adventure established a template for a partnership that would soon be born. Wozniak would be the gentle wizard coming up with a neat invention that he would have been happy just to give away, and Jobs would figure out how to make it user-friendly, put it together in a package, market it, and make a few bucks.[Vi]

—ooOoo—

CHAPTER THREE

THE DROPOUT

Turn On, Tune In . . .

Chrisann Brennan

Toward the end of his senior year at Homestead, in the spring of 1972, Jobs started going out with a girl named Chrisann Brennan, who was about his age but still a junior. With her light brown hair, green eyes, high cheekbones, and fragile aura, she was very attractive. She was also enduring the breakup of her parents’ marriage, which made her vulnerable. “We worked together on an animated movie, then started going out, and she became my first real girlfriend,” Jobs recalled. As Brennan later said, “Steve was kind of crazy. That’s why I was attracted to him.”

Jobs’s craziness was of the cultivated sort. He had begun his lifelong experiments with compulsive diets, eating only fruits and vegetables, so he was as lean and tight as a whippet. He learned to stare at people without blinking, and he perfected long silences punctuated by staccato bursts of fast talking. This odd mix of intensity and aloofness, combined with his shoulder-length hair and scraggly beard, gave him the aura of a crazed shaman. He oscillated between charismatic and creepy. “He shuffled around and looked half-mad,” recalled Brennan. “He had a lot of angst. It was like a big darkness around him.”[Vi]

Jobs had begun to drop acid by then, and at one point he turned on with Brennan in a wheat field just outside Sunnyvale. “It was great,” he recalled. “I had been listening to a lot of Bach. All of a sudden the wheat field was playing Bach. It was the most wonderful feeling of my life up to that point. I felt like the conductor of this symphony with Bach coming through the wheat.”

That summer of 1972, after his graduation, he and Brennan moved to a cabin in the hills above Los Altos. “I’m going to go live in a cabin with Chrisann,” he announced to his parents one day. His father was furious. “No you’re not,” he said. “Over my dead body.” They had recently fought about marijuana, and once again the younger Jobs was willful. He just said good-bye and walked out.

Brennan spent a lot of her time that summer painting; she was talented, and later she did a picture of a clown for Jobs that he kept on the wall. Jobs wrote poetry and played guitar. He could be brutally cold and rude to her at times, but he was also entrancing and able to impose his will. “He was an enlightened being who was cruel,” she recalled. “That’s a strange combination.”[Vi]

Midway through the summer, Jobs was almost killed when his red Fiat caught fire. He was driving on Skyline Boulevard in the Santa Cruz Mountains with a high school friend, Tim Brown, who looked back, saw flames coming from the engine, and casually said to Jobs, “Pull over, your car is on fire.” Jobs did. His father, despite their arguments, drove out to the hills to tow the Fiat home.

In order to find a way to make money for a new car, Jobs got Wozniak to drive him to De Anza College to look on the help-wanted bulletin board. They discovered that the Westgate Shopping Center in San Jose was seeking college students who could dress up in costumes and amuse the kids. So for $3 an hour, Jobs, Wozniak, and Brennan donned heavy full-body costumes to play Alice in Wonderland, the Mad Hatter, and the White Rabbit. Wozniak, in his earnest and sweet way, found it fun. “I said, ‘I want to do it, it’s my chance, because I love children.’ I think Steve looked at it as a lousy job, but I looked at it as a fun adventure.” Jobs did indeed find it a pain. “It was hot, the costumes were heavy, and after a while I felt like I wanted to smack some of the kids.” Patience was never one of his virtues.[Vi]

Reed College

Seventeen years earlier, Jobs’s parents had made a pledge when they adopted him: He would go to college. So they had worked hard and saved dutifully for his college fund, which was modest but adequate by the time he graduated. But Jobs, becoming ever more willful, did not make it easy. At first he toyed with not going to college at all. “I think I might have headed to New York if I didn’t go to college,” he recalled, musing on how different his world—and perhaps all of ours—might have been if he had chosen that path. When his parents pushed him to go to college, he responded in a passive-aggressive way. He did not consider state schools, such as Berkeley, where Woz then was, despite the fact that they were more affordable. Nor did he look at Stanford, just up the road and likely to offer a scholarship. “The kids who went to Stanford, they already knew what they wanted to do,” he said. “They weren’t really artistic. I wanted something that was more artistic and interesting.”

Instead he insisted on applying only to Reed College, a private liberal arts school in Portland, Oregon, that was one of the most expensive in the nation. He was visiting Woz at Berkeley when his father called to say an acceptance letter had arrived from Reed, and he tried to talk Steve out of going there. So did his mother. It was far more than they could afford, they said. But their son responded with an ultimatum: If he couldn’t go to Reed, he wouldn’t go anywhere. They relented, as usual.[Vi]

Reed had only one thousand students, half the number at Homestead High. It was known for its free-spirited hippie lifestyle, which combined somewhat uneasily with its rigorous academic standards and core curriculum. Five years earlier Timothy Leary, the guru of psychedelic enlightenment, had sat cross-legged at the Reed College commons while on his League for Spiritual Discovery (LSD) college tour, during which he exhorted his listeners, “Like every great religion of the past we seek to find the divinity within. . . . These ancient goals we define in the metaphor of the present—turn on, tune in, drop out.” Many of Reed’s students took all three of those injunctions seriously; the dropout rate during the 1970s was more than one-third.

When it came time for Jobs to matriculate in the fall of 1972, his parents drove him up to Portland, but in another small act of rebellion he refused to let them come on campus. In fact he refrained from even saying good-bye or thanks. He recounted the moment later with uncharacteristic regret:

It’s one of the things in life I really feel ashamed about. I was not very sensitive, and I hurt their feelings. I shouldn’t have. They had done so much to make sure I could go there, but I just didn’t want them around. I didn’t want anyone to know I had parents. I wanted to be like an orphan who had bummed around the country on trains and just arrived out of nowhere, with no roots, no connections, no background.[Vi]

In late 1972, there was a fundamental shift happening in American campus life. The nation’s involvement in the Vietnam War, and the draft that accompanied it, was winding down. Political activism at colleges receded and in many late-night dorm conversations was replaced by an interest in pathways to personal fulfillment. Jobs found himself deeply influenced by a variety of books on spirituality and enlightenment, most notably Be Here Now, a guide to meditation and the wonders of psychedelic drugs by Baba Ram Dass, born Richard Alpert. “It was profound,” Jobs said. “It transformed me and many of my friends.”

The closest of those friends was another wispy-bearded freshman named Daniel Kottke, who met Jobs a week after they arrived at Reed and shared his interest in Zen, Dylan, and acid. Kottke, from a wealthy New York suburb, was smart but low-octane, with a sweet flower-child demeanor made even mellower by his interest in Buddhism. That spiritual quest had caused him to eschew material possessions, but he was nonetheless impressed by Jobs’s tape deck. “Steve had a TEAC reel-to-reel and massive quantities of Dylan bootlegs,” Kottke recalled. “He was both really cool and high-tech.”[Vi]

Jobs started spending much of his time with Kottke and his girlfriend, Elizabeth Holmes, even after he insulted her at their first meeting by grilling her about how much money it would take to get her to have sex with another man. They hitchhiked to the coast together, engaged in the typical dorm raps about the meaning of life, attended the love festivals at the local Hare Krishna temple, and went to the Zen center for free vegetarian meals. “It was a lot of fun,” said Kottke, “but also philosophical, and we took Zen very seriously.”

Jobs began sharing with Kottke other books, including Zen Mind, Beginner’s Mind by Shunryu Suzuki, Autobiography of a Yogi by Paramahansa Yogananda, and Cutting Through Spiritual Materialism by Chögyam Trungpa. They created a meditation room in the attic crawl space above Elizabeth Holmes’s room and fixed it up with Indian prints, a dhurrie rug, candles, incense, and meditation cushions. “There was a hatch in the ceiling leading to an attic which had a huge amount of space,” Jobs said. “We took psychedelic drugs there sometimes, but mainly we just meditated.”[Vi]

Jobs’s engagement with Eastern spirituality, and especially Zen Buddhism, was not just some passing fancy or youthful dabbling. He embraced it with his typical intensity, and it became deeply ingrained in his personality. “Steve is very much Zen,” said Kottke. “It was a deep influence. You see it in his whole approach of stark, minimalist aesthetics, intense focus.” Jobs also became deeply influenced by the emphasis that Buddhism places on intuition. “I began to realize that an intuitive understanding and consciousness was more significant than abstract thinking and intellectual logical analysis,” he later said. His intensity, however, made it difficult for him to achieve inner peace; his Zen awareness was not accompanied by an excess of calm, peace of mind, or interpersonal mellowness.

He and Kottke enjoyed playing a nineteenth-century German variant of chess called Kriegspiel, in which the players sit back-to-back; each has his own board and pieces and cannot see those of his opponent. A moderator informs them if a move they want to make is legal or illegal, and they have to try to figure out where their opponent’s pieces are. “The wildest game I played with them was during a lashing rainstorm sitting by the fireside,” recalled Holmes, who served as moderator. “They were tripping on acid. They were moving so fast I could barely keep up with them.”[Vi]

Another book that deeply influenced Jobs during his freshman year was Diet for a Small Planet by Frances Moore Lappé, which extolled the personal and planetary benefits of vegetarianism. “That’s when I swore off meat pretty much for good,” he recalled. But the book also reinforced his tendency to embrace extreme diets, which included purges, fasts, or eating only one or two foods, such as carrots or apples, for weeks on end.

Jobs and Kottke became serious vegetarians during their freshman year. “Steve got into it even more than I did,” said Kottke. “He was living off Roman Meal cereal.” They would go shopping at a farmers’ co-op, where Jobs would buy a box of cereal, which would last a week, and other bulk health food. “He would buy flats of dates and almonds and lots of carrots, and he got a Champion juicer and we’d make carrot juice and carrot salads. There is a story about Steve turning orange from eating so many carrots, and there is some truth to that.” Friends remember him having, at times, a sunset-like orange hue.[Vi]

Jobs’s dietary habits became even more obsessive when he read Mucusless Diet Healing System by Arnold Ehret, an early twentieth-century German-born nutrition fanatic. He believed in eating nothing but fruits and starchless vegetables, which he said prevented the body from forming harmful mucus, and he advocated cleansing the body regularly through prolonged fasts. That meant the end of even Roman Meal cereal—or any bread, grains, or milk. Jobs began warning friends of the mucus dangers lurking in their bagels. “I got into it in my typical nutso way,” he said. At one point he and Kottke went for an entire week eating only apples, and then Jobs began to try even purer fasts. He started with two-day fasts, and eventually tried to stretch them to a week or more, breaking them carefully with large amounts of water and leafy vegetables. “After a week you start to feel fantastic,” he said. “You get a ton of vitality from not having to digest all this food. I was in great shape. I felt I could get up and walk to San Francisco anytime I wanted.”

Vegetarianism and Zen Buddhism, meditation and spirituality, acid and rock—Jobs rolled together, in an amped-up way, the multiple impulses that were hallmarks of the enlightenment-seeking campus subculture of the era. And even though he barely indulged it at Reed, there was still an undercurrent of electronic geekiness in his soul that would someday combine surprisingly well with the rest of the mix.[Vi]

Robert Friedland

In order to raise some cash one day, Jobs decided to sell his IBM Selectric typewriter. He walked into the room of the student who had offered to buy it only to discover that he was having sex with his girlfriend. Jobs started to leave, but the student invited him to take a seat and wait while they finished. “I thought, ‘This is kind of far out,’ ” Jobs later recalled. And thus began his relationship with Robert Friedland, one of the few people in Jobs’s life who were able to mesmerize him. He adopted some of Friedland’s charismatic traits and for a few years treated him almost like a guru—until he began to see him as a charlatan.

Friedland was four years older than Jobs, but still an undergraduate. The son of an Auschwitz survivor who became a prosperous Chicago architect, he had originally gone to Bowdoin, a liberal arts college in Maine. But while a sophomore, he was arrested for possession of 24,000 tablets of LSD worth $125,000. The local newspaper pictured him with shoulder-length wavy blond hair smiling at the photographers as he was led away. He was sentenced to two years at a federal prison in Virginia, from which he was paroled in 1972. That fall he headed off to Reed, where he immediately ran for student body president, saying that he needed to clear his name from the “miscarriage of justice” he had suffered. He won.[Vi]

Friedland had heard Baba Ram Dass, the author of Be Here Now, give a speech in Boston, and like Jobs and Kottke had gotten deeply into Eastern spirituality. During the summer of 1973, he traveled to India to meet Ram Dass’s Hindu guru, Neem Karoli Baba, famously known to his many followers as Maharaj-ji. When he returned that fall, Friedland had taken a spiritual name and walked around in sandals and flowing Indian robes. He had a room off campus, above a garage, and Jobs would go there many afternoons to seek him out. He was entranced by the apparent intensity of Friedland’s conviction that a state of enlightenment truly existed and could be attained. “He turned me on to a different level of consciousness,” Jobs said.

Friedland found Jobs fascinating as well. “He was always walking around barefoot,” he later told a reporter. “The thing that struck me was his intensity. Whatever he was interested in he would generally carry to an irrational extreme.” Jobs had honed his trick of using stares and silences to master other people. “One of his numbers was to stare at the person he was talking to. He would stare into their fucking eyeballs, ask some question, and would want a response without the other person averting their eyes.”[Vi]

According to Kottke, some of Jobs’s personality traits—including a few that lasted throughout his career—were borrowed from Friedland. “Friedland taught Steve the reality distortion field,” said Kottke. “He was charismatic and a bit of a con man and could bend situations to his very strong will. He was mercurial, sure of himself, a little dictatorial. Steve admired that, and he became more like that after spending time with Robert.”

Jobs also absorbed how Friedland made himself the center of attention. “Robert was very much an outgoing, charismatic guy, a real salesman,” Kottke recalled. “When I first met Steve he was shy and self-effacing, a very private guy. I think Robert taught him a lot about selling, about coming out of his shell, of opening up and taking charge of a situation.” Friedland projected a high-wattage aura. “He would walk into a room and you would instantly notice him. Steve was the absolute opposite when he came to Reed. After he spent time with Robert, some of it started to rub off.”[Vi]

On Sunday evenings Jobs and Friedland would go to the Hare Krishna temple on the western edge of Portland, often with Kottke and Holmes in tow. They would dance and sing songs at the top of their lungs. “We would work ourselves into an ecstatic frenzy,” Holmes recalled. “Robert would go insane and dance like crazy. Steve was more subdued, as if he was embarrassed to let loose.” Then they would be treated to paper plates piled high with vegetarian food.

Friedland had stewardship of a 220-acre apple farm, about forty miles southwest of Portland, that was owned by an eccentric millionaire uncle from Switzerland named Marcel Müller. After Friedland became involved with Eastern spirituality, he turned it into a commune called the All One Farm, and Jobs would spend weekends there with Kottke, Holmes, and like-minded seekers of enlightenment. The farm had a main house, a large barn, and a garden shed, where Kottke and Holmes slept. Jobs took on the task of pruning the Gravenstein apple trees. “Steve ran the apple orchard,” said Friedland. “We were in the organic cider business. Steve’s job was to lead a crew of freaks to prune the orchard and whip it back into shape.”

Monks and disciples from the Hare Krishna temple would come and prepare vegetarian feasts redolent of cumin, coriander, and turmeric. “Steve would be starving when he arrived, and he would stuff himself,” Holmes recalled. “Then he would go and purge. For years I thought he was bulimic. It was very upsetting, because we had gone to all that trouble of creating these feasts, and he couldn’t hold it down.”[Vi]

Jobs was also beginning to have a little trouble stomaching Friedland’s cult leader style. “Perhaps he saw a little bit too much of Robert in himself,” said Kottke. Although the commune was supposed to be a refuge from materialism, Friedland began operating it more as a business; his followers were told to chop and sell firewood, make apple presses and wood stoves, and engage in other commercial endeavors for which they were not paid. One night Jobs slept under the table in the kitchen and was amused to notice that people kept coming in and stealing each other’s food from the refrigerator. Communal economics were not for him. “It started to get very materialistic,” Jobs recalled. “Everybody got the idea they were working very hard for Robert’s farm, and one by one they started to leave. I got pretty sick of it.”[Vi]

Many years later, after Friedland had become a billionaire copper and gold mining executive—working out of Vancouver, Singapore, and Mongolia—I met him for drinks in New York. That evening I emailed Jobs and mentioned my encounter. He telephoned me from California within an hour and warned me against listening to Friedland. He said that when Friedland was in trouble because of environmental abuses committed by some of his mines, he had tried to contact Jobs to intervene with Bill Clinton, but Jobs had not responded. “Robert always portrayed himself as a spiritual person, but he crossed the line from being charismatic to being a con man,” Jobs said. “It was a strange thing to have one of the spiritual people in your young life turn out to be, symbolically and in reality, a gold miner.”[Vi]

. . . Drop Out

Jobs quickly became bored with college. He liked being at Reed, just not taking the required classes. In fact he was surprised when he found out that, for all of its hippie aura, there were strict course requirements. When Wozniak came to visit, Jobs waved his schedule at him and complained, “They are making me take all these courses.” Woz replied, “Yes, that’s what they do in college.” Jobs refused to go to the classes he was assigned and instead went to the ones he wanted, such as a dance class where he could enjoy both the creativity and the chance to meet girls. “I would never have refused to take the courses you were supposed to, that’s a difference in our personality,” Wozniak marveled.

Jobs also began to feel guilty, he later said, about spending so much of his parents’ money on an education that did not seem worthwhile. “All of my working-class parents’ savings were being spent on my college tuition,” he recounted in a famous commencement address at Stanford. “I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out okay.”[Vi]

He didn’t actually want to leave Reed; he just wanted to quit paying tuition and taking classes that didn’t interest him. Remarkably, Reed tolerated that. “He had a very inquiring mind that was enormously attractive,” said the dean of students, Jack Dudman. “He refused to accept automatically received truths, and he wanted to examine everything himself.” Dudman allowed Jobs to audit classes and stay with friends in the dorms even after he stopped paying tuition.

“The minute I dropped out I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked interesting,” he said. Among them was a calligraphy class that appealed to him after he saw posters on campus that were beautifully drawn. “I learned about serif and sans serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating.”[Vi]

It was yet another example of Jobs consciously positioning himself at the intersection of the arts and technology. In all of his products, technology would be married to great design, elegance, human touches, and even romance. He would be in the fore of pushing friendly graphical user interfaces. The calligraphy course would become iconic in that regard. “If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them.”

In the meantime Jobs eked out a bohemian existence on the fringes of Reed. He went barefoot most of the time, wearing sandals when it snowed. Elizabeth Holmes made meals for him, trying to keep up with his obsessive diets. He returned soda bottles for spare change, continued his treks to the free Sunday dinners at the Hare Krishna temple, and wore a down jacket in the heatless garage apartment he rented for $20 a month.[Vi]

When he needed money, he found work at the psychology department lab maintaining the electronic equipment that was used for animal behavior experiments. Occasionally Chrisann Brennan would come to visit. Their relationship sputtered along erratically. But mostly he tended to the stirrings of his own soul and personal quest for enlightenment.

“I came of age at a magical time,” he reflected later. “Our consciousness was raised by Zen, and also by LSD.” Even later in life he would credit psychedelic drugs for making him more enlightened. “Taking LSD was a profound experience, one of the most important things in my life. LSD shows you that there’s another side to the coin, and you can’t remember it when it wears off, but you know it. It reinforced my sense of what was important—creating great things instead of making money, putting things back into the stream of history and of human consciousness as much as I could.”[Vi]

—ooOoo—

CHAPTER FOUR

ATARI AND INDIA

Zen and the Art of Game Design

Atari

In February 1974, after eighteen months of hanging around Reed, Jobs decided to move back to his parents’ home in Los Altos and look for a job. It was not a difficult search. At peak times during the 1970s, the classified section of the San Jose Mercury carried up to sixty pages of technology help-wanted ads. One of those caught Jobs’s eye. “Have fun, make money,” it said. That day Jobs walked into the lobby of the video game manufacturer Atari and told the personnel director, who was startled by his unkempt hair and attire, that he wouldn’t leave until they gave him a job.[Vi]

Atari’s founder was a burly entrepreneur named Nolan Bushnell, who was a charismatic visionary with a nice touch of showmanship in him—in other words, another role model waiting to be emulated. After he became famous, he briefly sported a Rolls-Royce and occasionally held staff meetings in a hot tub while his staff smoked dope. As Friedland had done and as Jobs would learn to do, he was able to turn charm into a cunning force, to cajole and intimidate and distort reality with the power of his personality. His chief engineer was Al Alcorn, beefy and jovial and a bit more grounded, the house grown-up trying to implement the vision and curb the enthusiasms of Bushnell. Their big hit thus far was a video game called Pong, in which two players tried to volley a blip on a screen with two movable lines that acted as paddles. (If you’re under thirty, ask your parents.)

When Jobs arrived in the Atari lobby wearing sandals and demanding a job, Alcorn was the one who was summoned. “I was told, ‘We’ve got a hippie kid in the lobby. He says he’s not going to leave until we hire him. Should we call the cops or let him in?’ I said bring him on in!”[Vi]

Jobs thus became one of the first fifty employees at Atari, working as a technician for $5 an hour. “In retrospect, it was weird to hire a dropout from Reed,” Alcorn recalled. “But I saw something in him. He was very intelligent, enthusiastic, excited about tech.” Alcorn assigned him to work with a straitlaced engineer named Don Lang. The next day Lang complained, “This guy’s a goddamn hippie with b.o. Why did you do this to me? And he’s impossible to deal with.” Jobs clung to the belief that his fruit-heavy vegetarian diet would prevent not just mucus but also body odor, even if he didn’t use deodorant or shower regularly. It was a flawed theory.

Lang and others wanted to let Jobs go, but Bushnell worked out a solution. “The smell and behavior wasn’t an issue with me,” he said. “Steve was prickly, but I kind of liked him. So I asked him to go on the night shift. It was a way to save him.” Jobs would come in after Lang and others had left and work through most of the night. Even thus isolated, he became known for his brashness. On those occasions when he happened to interact with others, he was prone to informing them that they were “dumb shits.” In retrospect, he stands by that judgment. “The only reason I shone was that everyone else was so bad,” Jobs recalled.[Vi]

Despite his arrogance (or perhaps because of it) he was able to charm Atari’s boss. “He was more philosophical than the other people I worked with,” Bushnell recalled. “We used to discuss free will versus determinism. I tended to believe that things were much more determined, that we were programmed. If we had perfect information, we could predict people’s actions. Steve felt the opposite.” That outlook accorded with his faith in the power of the will to bend reality.

Jobs helped improve some of the games by pushing the chips to produce fun designs, and Bushnell’s inspiring willingness to play by his own rules rubbed off on him. In addition, he intuitively appreciated the simplicity of Atari’s games. They came with no manual and needed to be uncomplicated enough that a stoned freshman could figure them out. The only instructions for Atari’s Star Trek game were “1. Insert quarter. 2. Avoid Klingons.”[Vi]

Not all of his coworkers shunned Jobs. He became friends with Ron Wayne, a draftsman at Atari, who had earlier started a company that built slot machines. It subsequently failed, but Jobs became fascinated with the idea that it was possible to start your own company. “Ron was an amazing guy,” said Jobs. “He started companies. I had never met anybody like that.” He proposed to Wayne that they go into business together; Jobs said he could borrow $50,000, and they could design and market a slot machine. But Wayne had already been burned in business, so he declined. “I said that was the quickest way to lose $50,000,” Wayne recalled, “but I admired the fact that he had a burning drive to start his own business.”

One weekend Jobs was visiting Wayne at his apartment, engaging as they often did in philosophical discussions, when Wayne said that there was something he needed to tell him. “Yeah, I think I know what it is,” Jobs replied. “I think you like men.” Wayne said yes. “It was my first encounter with someone who I knew was gay,” Jobs recalled. “He planted the right perspective of it for me.” Jobs grilled him: “When you see a beautiful woman, what do you feel?” Wayne replied, “It’s like when you look at a beautiful horse. You can appreciate it, but you don’t want to sleep with it. You appreciate beauty for what it is.” Wayne said that it is a testament to Jobs that he felt like revealing this to him. “Nobody at Atari knew, and I could count on my toes and fingers the number of people I told in my whole life. But I guess it just felt right to tell him, that he would understand, and it didn’t have any effect on our relationship.”[Vi]

India

One reason Jobs was eager to make some money in early 1974 was that Robert Friedland, who had gone to India the summer before, was urging him to take his own spiritual journey there. Friedland had studied in India with Neem Karoli Baba (Maharaj-ji), who had been the guru to much of the sixties hippie movement. Jobs decided he should do the same, and he recruited Daniel Kottke to go with him. Jobs was not motivated by mere adventure. “For me it was a serious search,” he said. “I’d been turned on to the idea of enlightenment and trying to figure out who I was and how I fit into things.” Kottke adds that Jobs’s quest seemed driven partly by not knowing his birth parents. “There was a hole in him, and he was trying to fill it.”[Vi]

When Jobs told the folks at Atari that he was quitting to go search for a guru in India, the jovial Alcorn was amused. “He comes in and stares at me and declares, ‘I’m going to find my guru,’ and I say, ‘No shit, that’s super. Write me!’ And he says he wants me to help pay, and I tell him, ‘Bullshit!’ ” Then Alcorn had an idea. Atari was making kits and shipping them to Munich, where they were built into finished machines and distributed by a wholesaler in Turin. But there was a problem: Because the games were designed for the American rate of sixty frames per second, there were frustrating interference problems in Europe, where the rate was fifty frames per second. Alcorn sketched out a fix with Jobs and then offered to pay for him to go to Europe to implement it. “It’s got to be cheaper to get to India from there,” he said. Jobs agreed. So Alcorn sent him on his way with the exhortation, “Say hi to your guru for me.”[Vi]

Jobs spent a few days in Munich, where he solved the interference problem, but in the process he flummoxed the dark-suited German managers. They complained to Alcorn that he dressed and smelled like a bum and behaved rudely. “I said, ‘Did he solve the problem?’ And they said, ‘Yeah.’ I said, ‘If you got any more problems, you just call me, I got more guys just like him!’ They said, ‘No, no we’ll take care of it next time.’ ” For his part, Jobs was upset that the Germans kept trying to feed him meat and potatoes. “They don’t even have a word for vegetarian,” he complained (incorrectly) in a phone call to Alcorn.

He had a better time when he took the train to see the distributor in Turin, where the Italian pastas and his host’s camaraderie were more simpatico. “I had a wonderful couple of weeks in Turin, which is this charged-up industrial town,” he recalled. “The distributor took me every night to dinner at this place where there were only eight tables and no menu. You’d just tell them what you wanted, and they made it. One of the tables was on reserve for the chairman of Fiat. It was really super.” He next went to Lugano, Switzerland, where he stayed with Friedland’s uncle, and from there took a flight to India.[Vi]

When he got off the plane in New Delhi, he felt waves of heat rising from the tarmac, even though it was only April. He had been given the name of a hotel, but it was full, so he went to one his taxi driver insisted was good. “I’m sure he was getting some baksheesh, because he took me to this complete dive.” Jobs asked the owner whether the water was filtered and foolishly believed the answer. “I got dysentery pretty fast. I was sick, really sick, a really high fever. I dropped from 160 pounds to 120 in about a week.”

Once he got healthy enough to move, he decided that he needed to get out of Delhi. So he headed to the town of Haridwar, in northern India near the source of the Ganges, which was having a festival known as the Kumbh Mela. More than ten million people poured into a town that usually contained fewer than 100,000 residents. “There were holy men all around. Tents with this teacher and that teacher. There were people riding elephants, you name it. I was there for a few days, but I decided that I needed to get out of there too.”[Vi]

He went by train and bus to a village near Nainital in the foothills of the Himalayas. That was where Neem Karoli Baba lived, or had lived. By the time Jobs got there, he was no longer alive, at least in the same incarnation. Jobs rented a room with a mattress on the floor from a family who helped him recuperate by feeding him vegetarian meals. “There was a copy there of Autobiography of a Yogi in English that a previous traveler had left, and I read it several times because there was not a lot to do, and I walked around from village to village and recovered from my dysentery.” Among those who were part of the community there was Larry Brilliant, an epidemiologist who was working to eradicate smallpox and who later ran Google’s philanthropic arm and the Skoll Foundation. He became Jobs’s lifelong friend.[Vi]

At one point Jobs was told of a young Hindu holy man who was holding a gathering of his followers at the Himalayan estate of a wealthy businessman. “It was a chance to meet a spiritual being and hang out with his followers, but it was also a chance to have a good meal. I could smell the food as we got near, and I was very hungry.” As Jobs was eating, the holy man—who was not much older than Jobs—picked him out of the crowd, pointed at him, and began laughing maniacally. “He came running over and grabbed me and made a tooting sound and said, ‘You are just like a baby,’ ” recalled Jobs. “I was not relishing this attention.” Taking Jobs by the hand, he led him out of the worshipful crowd and walked him up to a hill, where there was a well and a small pond. “We sit down and he pulls out this straight razor. I’m thinking he’s a nutcase and begin to worry. Then he pulls out a bar of soap—I had long hair at the time—and he lathered up my hair and shaved my head. He told me that he was saving my health.”[Vi]

Daniel Kottke arrived in India at the beginning of the summer, and Jobs went back to New Delhi to meet him. They wandered, mainly by bus, rather aimlessly. By this point Jobs was no longer trying to find a guru who could impart wisdom, but instead was seeking enlightenment through ascetic experience, deprivation, and simplicity. He was not able to achieve inner calm. Kottke remembers him getting into a furious shouting match with a Hindu woman in a village marketplace who, Jobs alleged, had been watering down the milk she was selling them.

Yet Jobs could also be generous. When they got to the town of Manali, Kottke’s sleeping bag was stolen with his traveler’s checks in it. “Steve covered my food expenses and bus ticket back to Delhi,” Kottke recalled. He also gave Kottke the rest of his own money, $100, to tide him over.

During his seven months in India, he had written to his parents only sporadically, getting mail at the American Express office in New Delhi when he passed through, and so they were somewhat surprised when they got a call from the Oakland airport asking them to pick him up. They immediately drove up from Los Altos. “My head had been shaved, I was wearing Indian cotton robes, and my skin had turned a deep, chocolate brown-red from the sun,” he recalled. “So I’m sitting there and my parents walked past me about five times and finally my mother came up and said ‘Steve?’ and I said ‘Hi!’ ”[Vi]

They took him back home, where he continued trying to find himself. It was a pursuit with many paths toward enlightenment. In the mornings and evenings he would meditate and study Zen, and in between he would drop in to audit physics or engineering courses at Stanford.[Vi]

The Search

Jobs’s interest in Eastern spirituality, Hinduism, Zen Buddhism, and the search for enlightenment was not merely the passing phase of a nineteen-year-old. Throughout his life he would seek to follow many of the basic precepts of Eastern religions, such as the emphasis on experiential prajñā, wisdom or cognitive understanding that is intuitively experienced through concentration of the mind. Years later, sitting in his Palo Alto garden, he reflected on the lasting influence of his trip to India:[Vi]

Coming back to America was, for me, much more of a cultural shock than going to India. The people in the Indian countryside don’t use their intellect like we do, they use their intuition instead, and their intuition is far more developed than in the rest of the world. Intuition is a very powerful thing, more powerful than intellect, in my opinion. That’s had a big impact on my work.

Western rational thought is not an innate human characteristic; it is learned and is the great achievement of Western civilization. In the villages of India, they never learned it. They learned something else, which is in some ways just as valuable but in other ways is not. That’s the power of intuition and experiential wisdom.[Vi]

Coming back after seven months in Indian villages, I saw the craziness of the Western world as well as its capacity for rational thought. If you just sit and observe, you will see how restless your mind is. If you try to calm it, it only makes it worse, but over time it does calm, and when it does, there’s room to hear more subtle things—that’s when your intuition starts to blossom and you start to see things more clearly and be in the present more. Your mind just slows down, and you see a tremendous expanse in the moment. You see so much more than you could see before. It’s a discipline; you have to practice it.

Zen has been a deep influence in my life ever since. At one point I was thinking about going to Japan and trying to get into the Eihei-ji monastery, but my spiritual advisor urged me to stay here. He said there is nothing over there that isn’t here, and he was correct. I learned the truth of the Zen saying that if you are willing to travel around the world to meet a teacher, one will appear next door.[Vi]

Jobs did in fact find a teacher right in his own neighborhood. Shunryu Suzuki, who wrote Zen Mind, Beginner’s Mind and ran the San Francisco Zen Center, used to come to Los Altos every Wednesday evening to lecture and meditate with a small group of followers. After a while he asked his assistant, Kobun Chino Otogawa, to open a full-time center there. Jobs became a faithful follower, along with his occasional girlfriend, Chrisann Brennan, and Daniel Kottke and Elizabeth Holmes. He also began to go by himself on retreats to the Tassajara Zen Center, a monastery near Carmel where Kobun also taught.

Kottke found Kobun amusing. “His English was atrocious,” he recalled. “He would speak in a kind of haiku, with poetic, suggestive phrases. We would sit and listen to him, and half the time we had no idea what he was going on about. I took the whole thing as a kind of lighthearted interlude.” Holmes was more into the scene. “We would go to Kobun’s meditations, sit on zafu cushions, and he would sit on a dais,” she said. “We learned how to tune out distractions. It was a magical thing. One evening we were meditating with Kobun when it was raining, and he taught us how to use ambient sounds to bring us back to focus on our meditation.”[Vi]

As for Jobs, his devotion was intense. “He became really serious and self-important and just generally unbearable,” according to Kottke. He began meeting with Kobun almost daily, and every few months they went on retreats together to meditate. “I ended up spending as much time as I could with him,” Jobs recalled. “He had a wife who was a nurse at Stanford and two kids. She worked the night shift, so I would go over and hang out with him in the evenings. She would get home about midnight and shoo me away.” They sometimes discussed whether Jobs should devote himself fully to spiritual pursuits, but Kobun counseled otherwise. He assured Jobs that he could keep in touch with his spiritual side while working in a business. The relationship turned out to be lasting and deep; seventeen years later Kobun would perform Jobs’s wedding ceremony.[Vi]

Jobs’s compulsive search for self-awareness also led him to undergo primal scream therapy, which had recently been developed and popularized by a Los Angeles psychotherapist named Arthur Janov. It was based on the Freudian theory that psychological problems are caused by the repressed pains of childhood; Janov argued that they could be resolved by re-suffering these primal moments while fully expressing the pain—sometimes in screams. To Jobs, this seemed preferable to talk therapy because it involved intuitive feeling and emotional action rather than just rational analyzing. “This was not something to think about,” he later said. “This was something to do: to close your eyes, hold your breath, jump in, and come out the other end more insightful.”

A group of Janov’s adherents ran a program called the Oregon Feeling Center in an old hotel in Eugene that was managed by Jobs’s Reed College guru Robert Friedland, whose All One Farm commune was nearby. In late 1974, Jobs signed up for a twelve-week course of therapy there costing $1,000. “Steve and I were both into personal growth, so I wanted to go with him,” Kottke recounted, “but I couldn’t afford it.”[Vi]

Jobs confided to close friends that he was driven by the pain he was feeling about being put up for adoption and not knowing about his birth parents. “Steve had a very profound desire to know his physical parents so he could better know himself,” Friedland later said. He had learned from Paul and Clara Jobs that his birth parents had both been graduate students at a university and that his father might be Syrian. He had even thought about hiring a private investigator, but he decided not to do so for the time being. “I didn’t want to hurt my parents,” he recalled, referring to Paul and Clara.

“He was struggling with the fact that he had been adopted,” according to Elizabeth Holmes. “He felt that it was an issue that he needed to get hold of emotionally.” Jobs admitted as much to her. “This is something that is bothering me, and I need to focus on it,” he said. He was even more open with Greg Calhoun. “He was doing a lot of soul-searching about being adopted, and he talked about it with me a lot,” Calhoun recalled. “The primal scream and the mucusless diets, he was trying to cleanse himself and get deeper into his frustration about his birth. He told me he was deeply angry about the fact that he had been given up.”[Vi]

John Lennon had undergone the same primal scream therapy in 1970, and in December of that year he released the song “Mother” with the Plastic Ono Band. It dealt with Lennon’s own feelings about a father who had abandoned him and a mother who had been killed when he was a teenager. The refrain includes the haunting chant “Mama don’t go, Daddy come home.” Jobs used to play the song often.

Jobs later said that Janov’s teachings did not prove very useful. “He offered a ready-made, buttoned-down answer which turned out to be far too oversimplistic. It became obvious that it was not going to yield any great insight.” But Holmes contended that it made him more confident: “After he did it, he was in a different place. He had a very abrasive personality, but there was a peace about him for a while. His confidence improved and his feelings of inadequacy were reduced.”[Vi]

Jobs came to believe that he could impart that feeling of confidence to others and thus push them to do things they hadn’t thought possible. Holmes had broken up with Kottke and joined a religious cult in San Francisco that expected her to sever ties with all past friends. But Jobs rejected that injunction. He arrived at the cult house in his Ford Ranchero one day and announced that he was driving up to Friedland’s apple farm and she was to come. Even more brazenly, he said she would have to drive part of the way, even though she didn’t know how to use the stick shift. “Once we got on the open road, he made me get behind the wheel, and he shifted the car until we got up to 55 miles per hour,” she recalled. “Then he puts on a tape of Dylan’s Blood on the Tracks, lays his head in my lap, and goes to sleep. He had the attitude that he could do anything, and therefore so can you. He put his life in my hands. So that made me do something I didn’t think I could do.”

It was the brighter side of what would become known as his reality distortion field. “If you trust him, you can do things,” Holmes said. “If he’s decided that something should happen, then he’s just going to make it happen.”[Vi]

Breakout

One day in early 1975 Al Alcorn was sitting in his office at Atari when Ron Wayne burst in. “Hey, Stevie is back!” he shouted.

“Wow, bring him on in,” Alcorn replied.

Jobs shuffled in barefoot, wearing a saffron robe and carrying a copy of Be Here Now, which he handed to Alcorn and insisted he read. “Can I have my job back?” he asked.

“He looked like a Hare Krishna guy, but it was great to see him,” Alcorn recalled. “So I said, sure!”

Once again, for the sake of harmony, Jobs worked mostly at night. Wozniak, who was living in an apartment nearby and working at HP, would come by after dinner to hang out and play the video games. He had become addicted to Pong at a Sunnyvale bowling alley, and he was able to build a version that he hooked up to his home TV set.[Vi]

One day in the late summer of 1975, Nolan Bushnell, defying the prevailing wisdom that paddle games were over, decided to develop a single-player version of Pong; instead of competing against an opponent, the player would volley the ball into a wall that lost a brick whenever it was hit. He called Jobs into his office, sketched it out on his little blackboard, and asked him to design it. There would be a bonus, Bushnell told him, for every chip fewer than fifty that he used. Bushnell knew that Jobs was not a great engineer, but he assumed, correctly, that he would recruit Wozniak, who was always hanging around. “I looked at it as a two-for-one thing,” Bushnell recalled. “Woz was a better engineer.”

Wozniak was thrilled when Jobs asked him to help and proposed splitting the fee. “This was the most wonderful offer in my life, to actually design a game that people would use,” he recalled. Jobs said it had to be done in four days and with the fewest chips possible. What he hid from Wozniak was that the deadline was one that Jobs had imposed, because he needed to get to the All One Farm to help prepare for the apple harvest. He also didn’t mention that there was a bonus tied to keeping down the number of chips.[Vi]

“A game like this might take most engineers a few months,” Wozniak recalled. “I thought that there was no way I could do it, but Steve made me sure that I could.” So he stayed up four nights in a row and did it. During the day at HP, Wozniak would sketch out his design on paper. Then, after a fast-food meal, he would go right to Atari and stay all night. As Wozniak churned out the design, Jobs sat on a bench to his left implementing it by wire-wrapping the chips onto a breadboard. “While Steve was breadboarding, I spent time playing my favorite game ever, which was the auto racing game Gran Trak 10,” Wozniak said.

Astonishingly, they were able to get the job done in four days, and Wozniak used only forty-five chips. Recollections differ, but by most accounts Jobs simply gave Wozniak half of the base fee and not the bonus Bushnell paid for saving five chips. It would be another ten years before Wozniak discovered (by being shown the tale in a book on the history of Atari titled Zap) that Jobs had been paid this bonus. “I think that Steve needed the money, and he just didn’t tell me the truth,” Wozniak later said. When he talks about it now, there are long pauses, and he admits that it causes him pain. “I wish he had just been honest. If he had told me he needed the money, he should have known I would have just given it to him. He was a friend. You help your friends.” To Wozniak, it showed a fundamental difference in their characters. “Ethics always mattered to me, and I still don’t understand why he would’ve gotten paid one thing and told me he’d gotten paid another,” he said. “But, you know, people are different.”[Vi]

When Jobs learned this story was published, he called Wozniak to deny it. “He told me that he didn’t remember doing it, and that if he did something like that he would remember it, so he probably didn’t do it,” Wozniak recalled. When I asked Jobs directly, he became unusually quiet and hesitant. “I don’t know where that allegation comes from,” he said. “I gave him half the money I ever got. That’s how I’ve always been with Woz. I mean, Woz stopped working in 1978. He never did one ounce of work after 1978. And yet he got exactly the same shares of Apple stock that I did.”

Is it possible that memories are muddled and that Jobs did not, in fact, shortchange Wozniak? “There’s a chance that my memory is all wrong and messed up,” Wozniak told me, but after a pause he reconsidered. “But no. I remember the details of this one, the $350 check.” He confirmed his memory with Nolan Bushnell and Al Alcorn. “I remember talking about the bonus money to Woz, and he was upset,” Bushnell said. “I said yes, there was a bonus for each chip they saved, and he just shook his head and then clucked his tongue.”

Whatever the truth, Wozniak later insisted that it was not worth rehashing. Jobs is a complex person, he said, and being manipulative is just the darker facet of the traits that make him successful. Wozniak would never have been that way, but as he points out, he also could never have built Apple. “I would rather let it pass,” he said when I pressed the point. “It’s not something I want to judge Steve by.”[Vi]

• • •

The Atari experience helped shape Jobs’s approach to business and design. He appreciated the user-friendliness of Atari’s insert-quarter-avoid-Klingons games. “That simplicity rubbed off on him and made him a very focused product person,” said Ron Wayne. Jobs also absorbed some of Bushnell’s take-no-prisoners attitude. “Nolan wouldn’t take no for an answer,” according to Alcorn, “and this was Steve’s first impression of how things got done. Nolan was never abusive, like Steve sometimes is. But he had the same driven attitude. It made me cringe, but dammit, it got things done. In that way Nolan was a mentor for Jobs.”

Bushnell agreed. “There is something indefinable in an entrepreneur, and I saw that in Steve,” he said. “He was interested not just in engineering, but also the business aspects. I taught him that if you act like you can do something, then it will work. I told him, ‘Pretend to be completely in control and people will assume that you are.’ ”[Vi]

—ooOoo—

CHAPTER FIVE

THE APPLE I

Turn On, Boot Up, Jack In . . .

Daniel Kottke and Jobs with the Apple I at the Atlantic City computer fair, 1976[Vi]

Machines of Loving Grace

In San Francisco and the Santa Clara Valley during the late 1960s, various cultural currents flowed together. There was the technology revolution that began with the growth of military contractors and soon included electronics firms, microchip makers, video game designers, and computer companies. There was a hacker subculture—filled with wireheads, phreakers, cyberpunks, hobbyists, and just plain geeks—that included engineers who didn’t conform to the HP mold and their kids who weren’t attuned to the wavelengths of the subdivisions. There were quasi-academic groups doing studies on the effects of LSD; participants included Doug Engelbart of the Augmentation Research Center in Palo Alto, who later helped develop the computer mouse and graphical user interfaces, and Ken Kesey, who celebrated the drug with music-and-light shows featuring a house band that became the Grateful Dead. There was the hippie movement, born out of the Bay Area’s beat generation, and the rebellious political activists, born out of the Free Speech Movement at Berkeley. Overlaid on it all were various self-fulfillment movements pursuing paths to personal enlightenment: Zen and Hinduism, meditation and yoga, primal scream and sensory deprivation, Esalen and est.[Vi]

This fusion of flower power and processor power, enlightenment and technology, was embodied by Steve Jobs as he meditated in the mornings, audited physics classes at Stanford, worked nights at Atari, and dreamed of starting his own business. “There was just something going on here,” he said, looking back at the time and place. “The best music came from here—the Grateful Dead, Jefferson Airplane, Joan Baez, Janis Joplin—and so did the integrated circuit, and things like the Whole Earth Catalog.”

Initially the technologists and the hippies did not interface well. Many in the counterculture saw computers as ominous and Orwellian, the province of the Pentagon and the power structure. In The Myth of the Machine, the historian Lewis Mumford warned that computers were sucking away our freedom and destroying “life-enhancing values.” An injunction on punch cards of the period—“Do not fold, spindle or mutilate”—became an ironic phrase of the antiwar Left.[Vi]

But by the early 1970s a shift was under way. “Computing went from being dismissed as a tool of bureaucratic control to being embraced as a symbol of individual expression and liberation,” John Markoff wrote in his study of the counterculture’s convergence with the computer industry, What the Dormouse Said. It was an ethos lyrically expressed in Richard Brautigan’s 1967 poem, “All Watched Over by Machines of Loving Grace,” and the cyberdelic fusion was certified when Timothy Leary declared that personal computers had become the new LSD and years later revised his famous mantra to proclaim, “Turn on, boot up, jack in.” The musician Bono, who later became a friend of Jobs, often discussed with him why those immersed in the rock-drugs-rebel counterculture of the Bay Area ended up helping to create the personal computer industry. “The people who invented the twenty-first century were pot-smoking, sandal-wearing hippies from the West Coast like Steve, because they saw differently,” he said. “The hierarchical systems of the East Coast, England, Germany, and Japan do not encourage this different thinking. The sixties produced an anarchic mind-set that is great for imagining a world not yet in existence.”[Vi]

One person who encouraged the denizens of the counterculture to make common cause with the hackers was Stewart Brand. A puckish visionary who generated fun and ideas over many decades, Brand was a participant in one of the early sixties LSD studies in Palo Alto. He joined with his fellow subject Ken Kesey to produce the acid-celebrating Trips Festival, appeared in the opening scene of Tom Wolfe’s The Electric Kool-Aid Acid Test, and worked with Doug Engelbart to create a seminal sound-and-light presentation of new technologies called the Mother of All Demos. “Most of our generation scorned computers as the embodiment of centralized control,” Brand later noted. “But a tiny contingent—later called hackers—embraced computers and set about transforming them into tools of liberation. That turned out to be the true royal road to the future.”[Vi]

Brand ran the Whole Earth Truck Store, which began as a roving truck that sold useful tools and educational materials, and in 1968 he decided to extend its reach with the Whole Earth Catalog. On its first cover was the famous picture of Earth taken from space; its subtitle was “Access to Tools.” The underlying philosophy was that technology could be our friend. Brand wrote on the first page of the first edition, “A realm of intimate, personal power is developing—power of the individual to conduct his own education, find his own inspiration, shape his own environment, and share his adventure with whoever is interested. Tools that aid this process are sought and promoted by the Whole Earth Catalog.” Buckminster Fuller followed with a poem that began: “I see God in the instruments and mechanisms that work reliably.”[Vi]

Jobs became a Whole Earth fan. He was particularly taken by the final issue, which came out in 1971, when he was still in high school, and he brought it with him to college and then to the All One Farm. “On the back cover of their final issue” Jobs recalled, “was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Above it were the words: ‘Stay Hungry. Stay Foolish.’ ” Brand sees Jobs as one of the purest embodiments of the cultural mix that the catalog sought to celebrate. “Steve is right at the nexus of the counterculture and technology,” he said. “He got the notion of tools for human use.”

Brand’s catalog was published with the help of the Portola Institute, a foundation dedicated to the fledgling field of computer education. The foundation also helped launch the People’s Computer Company, which was not a company at all but a newsletter and organization with the motto “Computer power to the people.” There were occasional Wednesday-night potluck dinners, and two of the regulars, Gordon French and Fred Moore, decided to create a more formal club where news about personal electronics could be shared.[Vi]

They were energized by the arrival of the January 1975 issue of Popular Electronics, which had on its cover the first personal computer kit, the Altair. The Altair wasn’t much—just a $495 pile of parts that had to be soldered to a board that would then do little—but for hobbyists and hackers it heralded the dawn of a new era. Bill Gates and Paul Allen read the magazine and started working on a version of BASIC, an easy-to-use programming language, for the Altair. It also caught the attention of Jobs and Wozniak. And when an Altair kit arrived at the People’s Computer Company, it became the centerpiece for the first meeting of the club that French and Moore had decided to launch.[Vi]

The Homebrew Computer Club

The group became known as the Homebrew Computer Club, and it encapsulated the Whole Earth fusion between the counterculture and technology. It would become to the personal computer era something akin to what the Turk’s Head coffeehouse was to the age of Dr. Johnson, a place where ideas were exchanged and disseminated. Moore wrote the flyer for the first meeting, held on March 5, 1975, in French’s Menlo Park garage: “Are you building your own computer? Terminal, TV, typewriter?” it asked. “If so, you might like to come to a gathering of people with like-minded interests.”

Allen Baum spotted the flyer on the HP bulletin board and called Wozniak, who agreed to go with him. “That night turned out to be one of the most important nights of my life,” Wozniak recalled. About thirty other people showed up, spilling out of French’s open garage door, and they took turns describing their interests. Wozniak, who later admitted to being extremely nervous, said he liked “video games, pay movies for hotels, scientific calculator design, and TV terminal design,” according to the minutes prepared by Moore. There was a demonstration of the new Altair, but more important to Wozniak was seeing the specification sheet for a microprocessor.[Vi]

As he thought about the microprocessor—a chip that had an entire central processing unit on it—he had an insight. He had been designing a terminal, with a keyboard and monitor, that would connect to a distant minicomputer. Using a microprocessor, he could put some of the capacity of the minicomputer inside the terminal itself, so it could become a small stand-alone computer on a desktop. It was an enduring idea: keyboard, screen, and computer all in one integrated personal package. “This whole vision of a personal computer just popped into my head,” he said. “That night, I started to sketch out on paper what would later become known as the Apple I.”

At first he planned to use the same microprocessor that was in the Altair, an Intel 8080. But each of those “cost almost more than my monthly rent,” so he looked for an alternative. He found one in the Motorola 6800, which a friend at HP was able to get for $40 apiece. Then he discovered a chip made by MOS Technologies that was electronically the same but cost only $20. It would make his machine affordable, but it would carry a long-term cost. Intel’s chips ended up becoming the industry standard, which would haunt Apple when its computers were incompatible with it.[Vi]

After work each day, Wozniak would go home for a TV dinner and then return to HP to moonlight on his computer. He spread out the parts in his cubicle, figured out their placement, and soldered them onto his motherboard. Then he began writing the software that would get the microprocessor to display images on the screen. Because he could not afford to pay for computer time, he wrote the code by hand. After a couple of months he was ready to test it. “I typed a few keys on the keyboard and I was shocked! The letters were displayed on the screen.” It was Sunday, June 29, 1975, a milestone for the personal computer. “It was the first time in history,” Wozniak later said, “anyone had typed a character on a keyboard and seen it show up on their own computer’s screen right in front of them.”

Jobs was impressed. He peppered Wozniak with questions: Could the computer ever be networked? Was it possible to add a disk for memory storage? He also began to help Woz get components. Particularly important were the dynamic random-access memory chips. Jobs made a few calls and was able to score some from Intel for free. “Steve is just that sort of person,” said Wozniak. “I mean, he knew how to talk to a sales representative. I could never have done that. I’m too shy.”[Vi]

Jobs began to accompany Wozniak to Homebrew meetings, carrying the TV monitor and helping to set things up. The meetings now attracted more than one hundred enthusiasts and had been moved to the auditorium of the Stanford Linear Accelerator Center. Presiding with a pointer and a free-form manner was Lee Felsenstein, another embodiment of the merger between the world of computing and the counterculture. He was an engineering school dropout, a participant in the Free Speech Movement, and an antiwar activist. He had written for the alternative newspaper Berkeley Barb and then gone back to being a computer engineer.

Woz was usually too shy to talk in the meetings, but people would gather around his machine afterward, and he would proudly show off his progress. Moore had tried to instill in the Homebrew an ethos of swapping and sharing rather than commerce. “The theme of the club,” Woz said, “was ‘Give to help others.’ ” It was an expression of the hacker ethic that information should be free and all authority mistrusted. “I designed the Apple I because I wanted to give it away for free to other people,” said Wozniak.[Vi]

This was not an outlook that Bill Gates embraced. After he and Paul Allen had completed their BASIC interpreter for the Altair, Gates was appalled that members of the Homebrew were making copies of it and sharing it without paying him. So he wrote what would become a famous letter to the club: “As the majority of hobbyists must be aware, most of you steal your software. Is this fair? . . . One thing you do is prevent good software from being written. Who can afford to do professional work for nothing? . . . I would appreciate letters from anyone who wants to pay up.”

Steve Jobs, similarly, did not embrace the notion that Wozniak’s creations, be it a Blue Box or a computer, wanted to be free. So he convinced Wozniak to stop giving away copies of his schematics. Most people didn’t have time to build it themselves anyway, Jobs argued. “Why don’t we build and sell printed circuit boards to them?” It was an example of their symbiosis. “Every time I’d design something great, Steve would find a way to make money for us,” said Wozniak. Wozniak admitted that he would have never thought of doing that on his own. “It never crossed my mind to sell computers. It was Steve who said, ‘Let’s hold them in the air and sell a few.’ ”[Vi]

Jobs worked out a plan to pay a guy he knew at Atari to draw the circuit boards and then print up fifty or so. That would cost about $1,000, plus the fee to the designer. They could sell them for $40 apiece and perhaps clear a profit of $700. Wozniak was dubious that they could sell them all. “I didn’t see how we would make our money back,” he recalled. He was already in trouble with his landlord for bouncing checks and now had to pay each month in cash.

Jobs knew how to appeal to Wozniak. He didn’t argue that they were sure to make money, but instead that they would have a fun adventure. “Even if we lose our money, we’ll have a company,” said Jobs as they were driving in his Volkswagen bus. “For once in our lives, we’ll have a company.” This was enticing to Wozniak, even more than any prospect of getting rich. He recalled, “I was excited to think about us like that. To be two best friends starting a company. Wow. I knew right then that I’d do it. How could I not?”

In order to raise the money they needed, Wozniak sold his HP 65 calculator for $500, though the buyer ended up stiffing him for half of that. For his part, Jobs sold his Volkswagen bus for $1,500. But the person who bought it came to find him two weeks later and said the engine had broken down, and Jobs agreed to pay for half of the repairs. Despite these little setbacks, they now had, with their own small savings thrown in, about $1,300 in working capital, the design for a product, and a plan. They would start their own computer company.[Vi]

Apple Is Born

Now that they had decided to start a business, they needed a name. Jobs had gone for another visit to the All One Farm, where he had been pruning the Gravenstein apple trees, and Wozniak picked him up at the airport. On the ride down to Los Altos, they bandied around options. They considered some typical tech words, such as Matrix, and some neologisms, such as Executek, and some straightforward boring names, like Personal Computers Inc. The deadline for deciding was the next day, when Jobs wanted to start filing the papers. Finally Jobs proposed Apple Computer. “I was on one of my fruitarian diets,” he explained. “I had just come back from the apple farm. It sounded fun, spirited, and not intimidating. Apple took the edge off the word ‘computer.’ Plus, it would get us ahead of Atari in the phone book.” He told Wozniak that if a better name did not hit them by the next afternoon, they would just stick with Apple. And they did.

Apple. It was a smart choice. The word instantly signaled friendliness and simplicity. It managed to be both slightly off-beat and as normal as a slice of pie. There was a whiff of counterculture, back-to-nature earthiness to it, yet nothing could be more American. And the two words together—Apple Computer—provided an amusing disjuncture. “It doesn’t quite make sense,” said Mike Markkula, who soon thereafter became the first chairman of the new company. “So it forces your brain to dwell on it. Apple and computers, that doesn’t go together! So it helped us grow brand awareness.”[Vi]

Wozniak was not yet ready to commit full-time. He was an HP company man at heart, or so he thought, and he wanted to keep his day job there. Jobs realized he needed an ally to help corral Wozniak and adjudicate if there was a disagreement. So he enlisted his friend Ron Wayne, the middle-aged engineer at Atari who had once started a slot machine company.

Wayne knew that it would not be easy to make Wozniak quit HP, nor was it necessary right away. Instead the key was to convince him that his computer designs would be owned by the Apple partnership. “Woz had a parental attitude toward the circuits he developed, and he wanted to be able to use them in other applications or let HP use them,” Wayne said. “Jobs and I realized that these circuits would be the core of Apple. We spent two hours in a roundtable discussion at my apartment, and I was able to get Woz to accept this.” His argument was that a great engineer would be remembered only if he teamed with a great marketer, and this required him to commit his designs to the partnership. Jobs was so impressed and grateful that he offered Wayne a 10% stake in the new partnership, turning him into a tie-breaker if Jobs and Wozniak disagreed over an issue.[Vi]

“They were very different, but they made a powerful team,” said Wayne. Jobs at times seemed to be driven by demons, while Woz seemed a naïf who was toyed with by angels. Jobs had a bravado that helped him get things done, occasionally by manipulating people. He could be charismatic, even mesmerizing, but also cold and brutal. Wozniak, in contrast, was shy and socially awkward, which made him seem childishly sweet. “Woz is very bright in some areas, but he’s almost like a savant, since he was so stunted when it came to dealing with people he didn’t know,” said Jobs. “We were a good pair.” It helped that Jobs was awed by Wozniak’s engineering wizardry, and Wozniak was awed by Jobs’s business drive. “I never wanted to deal with people and step on toes, but Steve could call up people he didn’t know and make them do things,” Wozniak recalled. “He could be rough on people he didn’t think were smart, but he never treated me rudely, even in later years when maybe I couldn’t answer a question as well as he wanted.”[Vi]

Even after Wozniak became convinced that his new computer design should become the property of the Apple partnership, he felt that he had to offer it first to HP, since he was working there. “I believed it was my duty to tell HP about what I had designed while working for them. That was the right thing and the ethical thing.” So he demonstrated it to his managers in the spring of 1976. The senior executive at the meeting was impressed, and seemed torn, but he finally said it was not something that HP could develop. It was a hobbyist product, at least for now, and didn’t fit into the company’s high-quality market segments. “I was disappointed,” Wozniak recalled, “but now I was free to enter into the Apple partnership.”[Vi]

On April 1, 1976, Jobs and Wozniak went to Wayne’s apartment in Mountain View to draw up the partnership agreement. Wayne said he had some experience “writing in legalese,” so he composed the three-page document himself. His “legalese” got the better of him. Paragraphs began with various flourishes: “Be it noted herewith . . . Be it further noted herewith . . . Now therefore [sic], in consideration of the respective assignments of interests . . .” But the division of shares and profits was clear—45%-45%-10%—and it was stipulated that any expenditures of more than $100 would require agreement of at least two of the partners. Also, the responsibilities were spelled out. “Wozniak shall assume both general and major responsibility for the conduct of Electrical Engineering; Jobs shall assume general responsibility for Electrical Engineering and Marketing, and Wayne shall assume major responsibility for Mechanical Engineering and Documentation.” Jobs signed in lowercase script, Wozniak in careful cursive, and Wayne in an illegible squiggle.[Vi]

Wayne then got cold feet. As Jobs started planning to borrow and spend more money, he recalled the failure of his own company. He didn’t want to go through that again. Jobs and Wozniak had no personal assets, but Wayne (who worried about a global financial Armageddon) kept gold coins hidden in his mattress. Because they had structured Apple as a simple partnership rather than a corporation, the partners would be personally liable for the debts, and Wayne was afraid potential creditors would go after him. So he returned to the Santa Clara County office just eleven days later with a “statement of withdrawal” and an amendment to the partnership agreement. “By virtue of a re-assessment of understandings by and between all parties,” it began, “Wayne shall hereinafter cease to function in the status of ‘Partner.’ ” It noted that in payment for his 10% of the company, he received $800, and shortly afterward $1,500 more.

Had he stayed on and kept his 10% stake, in 2013 it would have been worth approximately $40 billion. Instead he was then living alone in a small home in Pahrump, Nevada, where he played the penny slot machines and lived off his social security check. He later claimed he had no regrets. “I made the best decision for me at the time. Both of them were real whirlwinds, and I knew my stomach and it wasn’t ready for such a ride.”[Vi]

• • •

Jobs and Wozniak took the stage together for a presentation to the Homebrew Computer Club shortly after they signed Apple into existence. Wozniak held up one of their newly produced circuit boards and described the microprocessor, the eight kilobytes of memory, and the version of BASIC he had written. He also emphasized what he called the main thing: “a human-typable keyboard instead of a stupid, cryptic front panel with a bunch of lights and switches.” Then it was Jobs’s turn. He pointed out that the Apple, unlike the Altair, had all the essential components built in. Then he challenged them with a question: How much would people be willing to pay for such a wonderful machine? He was trying to get them to see the amazing value of the Apple. It was a rhetorical flourish he would use at product presentations over the ensuing decades.

The audience was not very impressed. The Apple had a cut-rate microprocessor, not the Intel 8080. But one important person stayed behind to hear more. His name was Paul Terrell, and in 1975 he had opened a computer store, which he dubbed the Byte Shop, on Camino Real in Menlo Park. Now, a year later, he had three stores and visions of building a national chain. Jobs was thrilled to give him a private demo. “Take a look at this,” he said. “You’re going to like what you see.” Terrell was impressed enough to hand Jobs and Woz his card. “Keep in touch,” he said.[Vi]

“I’m keeping in touch,” Jobs announced the next day when he walked barefoot into the Byte Shop. He made the sale. Terrell agreed to order fifty computers. But there was a condition: He didn’t want just $50 printed circuit boards, for which customers would then have to buy all the chips and do the assembly. That might appeal to a few hard-core hobbyists, but not to most customers. Instead he wanted the boards to be fully assembled. For that he was willing to pay about $500 apiece, cash on delivery.

Jobs immediately called Wozniak at HP. “Are you sitting down?” he asked. Wozniak said he wasn’t. Jobs nevertheless proceeded to give him the news. “I was shocked, just completely shocked,” Wozniak recalled. “I will never forget that moment.”[Vi]

To fill the order, they needed about $15,000 worth of parts. Allen Baum, the third prankster from Homestead High, and his father agreed to loan them $5,000. Jobs tried to borrow more from a bank in Los Altos, but the manager looked at him and, not surprisingly, declined. He went to Haltek Supply and offered an equity stake in Apple in return for the parts, but the owner decided they were “a couple of young, scruffy-looking guys,” and declined. Alcorn at Atari would sell them chips only if they paid cash up front. Finally, Jobs was able to convince the manager of Cramer Electronics to call Paul Terrell to confirm that he had really committed to a $25,000 order. Terrell was at a conference when he heard over a loudspeaker that he had an emergency call (Jobs had been persistent). The Cramer manager told him that two scruffy kids had just walked in waving an order from the Byte Shop. Was it real? Terrell confirmed that it was, and the store agreed to front Jobs the parts on thirty-day credit.[Vi]

Garage Band

The Jobs house in Los Altos became the assembly point for the fifty Apple I boards that had to be delivered to the Byte Shop within thirty days, when the payment for the parts would come due. All available hands were enlisted: Jobs and Wozniak, plus Daniel Kottke, his ex-girlfriend Elizabeth Holmes (who had broken away from the cult she’d joined), and Jobs’s pregnant sister, Patty. Her vacated bedroom as well as the kitchen table and garage were commandeered as work space. Holmes, who had taken jewelry classes, was given the task of soldering chips. “Most I did well, but I got flux on a few of them,” she recalled. This didn’t please Jobs. “We don’t have a chip to spare,” he railed, correctly. He shifted her to bookkeeping and paperwork at the kitchen table, and he did the soldering himself. When they completed a board, they would hand it off to Wozniak. “I would plug each assembled board into the TV and keyboard to test it to see if it worked,” he said. “If it did, I put it in a box. If it didn’t, I’d figure what pin hadn’t gotten into the socket right.”[Vi]

Paul Jobs suspended his sideline of repairing old cars so that the Apple team could have the whole garage. He put in a long old workbench, hung a schematic of the computer on the new plasterboard wall he built, and set up rows of labeled drawers for the components. He also built a burn box bathed in heat lamps so the computer boards could be tested by running overnight at high temperatures. When there was the occasional eruption of temper, an occurrence not uncommon around his son, Paul would impart some of his calm. “What’s the matter?” he would say. “You got a feather up your ass?” In return he occasionally asked to borrow back the TV set so he could watch the end of a football game. During some of these breaks, Jobs and Kottke would go outside and play guitar on the lawn.

Clara Jobs didn’t mind losing most of her house to piles of parts and houseguests, but she was frustrated by her son’s increasingly quirky diets. “She would roll her eyes at his latest eating obsessions,” recalled Holmes. “She just wanted him to be healthy, and he would be making weird pronouncements like, ‘I’m a fruitarian and I will only eat leaves picked by virgins in the moonlight.’ ”

After a dozen assembled boards had been approved by Wozniak, Jobs drove them over to the Byte Shop. Terrell was a bit taken aback. There was no power supply, case, monitor, or keyboard. He had expected something more finished. But Jobs stared him down, and he agreed to take delivery and pay.[Vi]

After thirty days Apple was on the verge of being profitable. “We were able to build the boards more cheaply than we thought, because I got a good deal on parts,” Jobs recalled. “So the fifty we sold to the Byte Shop almost paid for all the material we needed to make a hundred boards.” Now they could make a real profit by selling the remaining fifty to their friends and Homebrew compatriots.

Elizabeth Holmes officially became the part-time bookkeeper at $4 an hour, driving down from San Francisco once a week and figuring out how to port Jobs’s checkbook into a ledger. In order to make Apple seem like a real company, Jobs hired an answering service, which would relay messages to his mother. Ron Wayne drew a logo, using the ornate line-drawing style of Victorian illustrated fiction, that featured Newton sitting under a tree framed by a quote from Wordsworth: “A mind forever voyaging through strange seas of thought, alone.” It was a rather odd motto, one that fit Wayne’s self-image more than Apple Computer. Perhaps a better Wordsworth line would have been the poet’s description of those involved in the start of the French Revolution: “Bliss was it in that dawn to be alive / But to be young was very heaven!” As Wozniak later exulted, “We were participating in the biggest revolution that had ever happened, I thought. I was so happy to be a part of it.”[Vi]

Woz had already begun thinking about the next version of the machine, so they started calling their current model the Apple I. Jobs and Woz would drive up and down Camino Real trying to get the electronics stores to sell it. In addition to the fifty sold by the Byte Shop and almost fifty sold to friends, they were building another hundred for retail outlets. Not surprisingly, they had contradictory impulses: Wozniak wanted to sell them for about what it cost to build them, but Jobs wanted to make a serious profit. Jobs prevailed. He picked a retail price that was about three times what it cost to build the boards and a 33% markup over the $500 wholesale price that Terrell and other stores paid. The result was $666.66. “I was always into repeating digits,” Wozniak said. “The phone number for my dial-a-joke service was 255-6666.” Neither of them knew that in the Book of Revelation 666 symbolized the “number of the beast,” but they soon were faced with complaints, especially after 666 was featured in that year’s hit movie, The Omen. (In 2010 one of the original Apple I computers was sold at auction by Christie’s for $213,000.)[Vi]

The first feature story on the new machine appeared in the July 1976 issue of Interface, a now-defunct hobbyist magazine. Jobs and friends were still making them by hand in his house, but the article referred to him as the director of marketing and “a former private consultant to Atari.” It made Apple sound like a real company. “Steve communicates with many of the computer clubs to keep his finger on the heartbeat of this young industry,” the article reported, and it quoted him explaining, “If we can rap about their needs, feelings and motivations, we can respond appropriately by giving them what they want.”

By this time they had other competitors, in addition to the Altair, most notably the IMSAI 8080 and Processor Technology Corporation’s SOL-20. The latter was designed by Lee Felsenstein and Gordon French of the Homebrew Computer Club. They all had the chance to go on display during Labor Day weekend of 1976, at the first annual Personal Computer Festival, held in a tired hotel on the decaying boardwalk of Atlantic City, New Jersey.[Vi]

Jobs and Wozniak took a TWA flight to Philadelphia, cradling one cigar box with the Apple I and another with the prototype for the successor that Woz was working on. Sitting in the row behind them was Felsenstein, who looked at the Apple I and pronounced it “thoroughly unimpressive.” Wozniak was unnerved by the conversation in the row behind him. “We could hear them talking in advanced business talk,” he recalled, “using businesslike acronyms we’d never heard before.”

Wozniak spent most of his time in their hotel room, tweaking his new prototype. He was too shy to stand at the card table that Apple had been assigned near the back of the exhibition hall. Daniel Kottke had taken the train down from Manhattan, where he was now attending Columbia, and he manned the table while Jobs walked the floor to inspect the competition. What he saw did not impress him. Wozniak, he felt reassured, was the best circuit engineer, and the Apple I (and surely its successor) could beat the competition in terms of functionality. However, the SOL-20 was better looking. It had a sleek metal case, a keyboard, a power supply, and cables. It looked as if it had been produced by grown-ups. The Apple I, on the other hand, appeared as scruffy as its creators.[Vi]

—ooOoo—

CHAPTER SIX

THE APPLE II

Dawn of a New Age

An Integrated Package

As Jobs walked the floor of the Personal Computer Festival, he came to the realization that Paul Terrell of the Byte Shop had been right: Personal computers should come in a complete package. The next Apple, he decided, needed to have a great case and a built-in keyboard, and be integrated end to end, from the power supply to the software. “My vision was to create the first fully packaged computer,” he recalled. “We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.”[Vi]

In their hotel room on that Labor Day weekend of 1976, Wozniak tinkered with the prototype of the new machine, to be named the Apple II, that Jobs hoped would take them to this next level. They brought the prototype out only once, late at night, to test it on the color projection television in one of the conference rooms. Wozniak had come up with an ingenious way to goose the machine’s chips into creating color, and he wanted to see if it would work on the type of television that uses a projector to display on a movie-like screen. “I figured a projector might have a different color circuitry that would choke on my color method,” he recalled. “So I hooked up the Apple II to this projector and it worked perfectly.” As he typed on his keyboard, colorful lines and swirls burst on the screen across the room. The only outsider who saw this first Apple II was Jim Taylor, a sales manager for the VideoBeam television projector. He said he had looked at all the machines, and this was the one he would be buying.

To produce the fully packaged Apple II would require significant capital, so they considered selling the rights to a larger company. Jobs went to Al Alcorn and asked for the chance to pitch it to Atari’s management. He set up a meeting with the company’s president, Joe Keenan, who was a lot more conservative than Alcorn and Bushnell. “Steve goes in to pitch him, but Joe couldn’t stand him,” Alcorn recalled. “He didn’t appreciate Steve’s hygiene.” Jobs was barefoot, and at one point put his feet up on a desk. “Not only are we not going to buy this thing,” Keenan shouted, “but get your feet off my desk!” Alcorn recalled thinking, “Oh, well. There goes that possibility.”[Vi]

In September Chuck Peddle of the Commodore computer company came by the Jobs house to get a demo. “We’d opened Steve’s garage to the sunlight, and he came in wearing a suit and a cowboy hat,” Wozniak recalled. Peddle loved the Apple II, and he arranged a presentation for his top brass a few weeks later at Commodore headquarters. “You might want to buy us for a few hundred thousand dollars,” Jobs said when they got there. Wozniak was stunned by this “ridiculous” suggestion, but Jobs persisted. The Commodore honchos called a few days later to say they had decided it would be cheaper to build their own machine. Jobs was not upset. He had checked out Commodore and decided that its leadership was “sleazy.” Wozniak did not rue the lost money, but his engineering sensibilities were offended when the company came out with the Commodore PET nine months later. “It kind of sickened me. They made a real crappy product by doing it so quick. They could have had Apple.”[Vi]

The Commodore flirtation brought to the surface a potential conflict between Jobs and Wozniak: Were they truly equal in what they contributed to Apple and what they should get out of it? Jerry Wozniak, who exalted the value of engineers over mere entrepreneurs and marketers, thought most of the money should be going to his son. He confronted Jobs personally when he came by the Wozniak house. “You don’t deserve shit,” he told Jobs. “You haven’t produced anything.” Jobs began to cry, which was not unusual. He had never been, and would never be, adept at containing his emotions. He told Steve Wozniak that he was willing to call off the partnership. “If we’re not fifty-fifty,” he said to his friend, “you can have the whole thing.” Wozniak, however, understood better than his father the symbiosis they had. If it had not been for Jobs, he might still be handing out schematics of his boards for free at the back of Homebrew meetings. It was Jobs who had turned his ingenious designs into a budding business, just as he had with the Blue Box. He agreed they should remain partners.

It was a smart call. To make the Apple II successful required more than just Wozniak’s awesome circuit design. It would need to be packaged into a fully integrated consumer product, and that was Jobs’s role.

He began by asking their erstwhile partner Ron Wayne to design a case. “I assumed they had no money, so I did one that didn’t require any tooling and could be fabricated in a standard metal shop,” he said. His design called for a Plexiglas cover attached by metal straps and a rolltop door that slid down over the keyboard.[Vi]

Jobs didn’t like it. He wanted a simple and elegant design, which he hoped would set Apple apart from the other machines, with their clunky gray metal cases. While haunting the appliance aisles at Macy’s, he was struck by the Cuisinart food processors and decided that he wanted a sleek case made of light molded plastic. At a Homebrew meeting, he offered a local consultant, Jerry Manock, $1,500 to produce such a design. Manock, dubious about Jobs’s appearance, asked for the money up front. Jobs refused, but Manock took the job anyway. Within weeks he had produced a simple foam-molded plastic case that was uncluttered and exuded friendliness. Jobs was thrilled.

Next came the power supply. Digital geeks like Wozniak paid little attention to something so analog and mundane, but Jobs decided it was a key component. In particular he wanted—as he would his entire career—to provide power in a way that avoided the need for a fan. Fans inside computers were not Zen-like; they distracted. He dropped by Atari to consult with Alcorn, who knew old-fashioned electrical engineering. “Al turned me on to this brilliant guy named Rod Holt, who was a chain-smoking Marxist who had been through many marriages and was an expert on everything,” Jobs recalled. Like Manock and others meeting Jobs for the first time, Holt took a look at him and was skeptical. “I’m expensive,” Holt said. Jobs sensed he was worth it and said that cost was no problem. “He just conned me into working,” said Holt, who ended up joining Apple full-time.[Vi]

Instead of a conventional linear power supply, Holt built one like those used in oscilloscopes. It switched the power on and off not sixty times per second, but thousands of times; this allowed it to store the power for far less time, and thus throw off less heat. “That switching power supply was as revolutionary as the Apple II logic board was,” Jobs later said. “Rod doesn’t get a lot of credit for this in the history books, but he should. Every computer now uses switching power supplies, and they all rip off Rod’s design.” For all of Wozniak’s brilliance, this was not something he could have done. “I only knew vaguely what a switching power supply was,” Woz admitted.

Jobs’s father had once taught him that a drive for perfection meant caring about the craftsmanship even of the parts unseen. Jobs applied that to the layout of the circuit board inside the Apple II. He rejected the initial design because the lines were not straight enough.[Vi]

This passion for perfection led him to indulge his instinct to control. Most hackers and hobbyists liked to customize, modify, and jack various things into their computers. To Jobs, this was a threat to a seamless end-to-end user experience. Wozniak, a hacker at heart, disagreed. He wanted to include eight slots on the Apple II for users to insert whatever smaller circuit boards and peripherals they might want. Jobs insisted there be only two, for a printer and a modem. “Usually I’m really easy to get along with, but this time I told him, ‘If that’s what you want, go get yourself another computer,’ ” Wozniak recalled. “I knew that people like me would eventually come up with things to add to any computer.” Wozniak won the argument that time, but he could sense his power waning. “I was in a position to do that then. I wouldn’t always be.”[Vi]

Mike Markkula

All of this required money. “The tooling of this plastic case was going to cost, like, $100,000,” Jobs said. “Just to get this whole thing into production was going to be, like, $200,000.” He went back to Nolan Bushnell, this time to get him to put in some money and take a minority equity stake. “He asked me if I would put $50,000 in and he would give me a third of the company,” said Bushnell. “I was so smart, I said no. It’s kind of fun to think about that, when I’m not crying.”

Bushnell suggested that Jobs try Don Valentine, a straight-shooting former marketing manager at National Semiconductor who had founded Sequoia Capital, a pioneering venture capital firm. Valentine arrived at the Jobses’ garage in a Mercedes wearing a blue suit, button-down shirt, and rep tie. His first impression was that Jobs looked and smelled odd. “Steve was trying to be the embodiment of the counterculture. He had a wispy beard, was very thin, and looked like Ho Chi Minh.”

Valentine, however, did not become a preeminent Silicon Valley investor by relying on surface appearances. What bothered him more was that Jobs knew nothing about marketing and seemed content to peddle his product to individual stores one by one. “If you want me to finance you,” Valentine told him, “you need to have one person as a partner who understands marketing and distribution and can write a business plan.” Jobs tended to be either bristly or solicitous when older people offered him advice. With Valentine he was the latter. “Send me three suggestions,” he replied. Valentine did, Jobs met them, and he clicked with one of them, a man named Mike Markkula, who would end up playing a critical role at Apple for the next two decades.[Vi]

Markkula was only thirty-three, but he had already retired after working at Fairchild and then Intel, where he made millions on his stock options when the chip maker went public. He was a cautious and shrewd man, with the precise moves of someone who had been a gymnast in high school, and he excelled at figuring out pricing strategies, distribution networks, marketing, and finance. Despite being slightly reserved, he had a flashy side when it came to enjoying his newly minted wealth. He built himself a house in Lake Tahoe and later an outsize mansion in the hills of Woodside. When he showed up for his first meeting at Jobs’s garage, he was driving not a dark Mercedes like Valentine, but a highly polished gold Corvette convertible. “When I arrived at the garage, Woz was at the workbench and immediately began showing off the Apple II,” Markkula recalled. “I looked past the fact that both guys needed a haircut and was amazed by what I saw on that workbench. You can always get a haircut.”

Jobs immediately liked Markkula. “He was short and he had been passed over for the top marketing job at Intel, which I suspect made him want to prove himself.” He also struck Jobs as decent and fair. “You could tell that if he could screw you, he wouldn’t. He had a real moral sense to him.” Wozniak was equally impressed. “I thought he was the nicest person ever,” he recalled. “Better still, he actually liked what we had!”[Vi]

Markkula proposed to Jobs that they write a business plan together. “If it comes out well, I’ll invest,” Markkula said, “and if not, you’ve got a few weeks of my time for free.” Jobs began going to Markkula’s house in the evenings, kicking around projections and talking through the night. “We made a lot of assumptions, such as about how many houses would have a personal computer, and there were nights we were up until 4 a.m.,” Jobs recalled. Markkula ended up writing most of the plan. “Steve would say, ‘I will bring you this section next time,’ but he usually didn’t deliver on time, so I ended up doing it.”

Markkula’s plan envisioned ways of getting beyond the hobbyist market. “He talked about introducing the computer to regular people in regular homes, doing things like keeping track of your favorite recipes or balancing your checkbook,” Wozniak recalled. Markkula made a wild prediction: “We’re going to be a Fortune 500 company in two years,” he said. “This is the start of an industry. It happens once in a decade.” It would take Apple seven years to break into the Fortune 500, but the spirit of Markkula’s prediction turned out to be true.[Vi]

Markkula offered to guarantee a line of credit of up to $250,000 in return for being made a one-third equity participant. Apple would incorporate, and he along with Jobs and Wozniak would each own 26% of the stock. The rest would be reserved to attract future investors. The three met in the cabana by Markkula’s swimming pool and sealed the deal. “I thought it was unlikely that Mike would ever see that $250,000 again, and I was impressed that he was willing to risk it,” Jobs recalled.

Now it was necessary to convince Wozniak to come on board full-time. “Why can’t I keep doing this on the side and just have HP as my secure job for life?” he asked. Markkula said that wouldn’t work, and he gave Wozniak a deadline of a few days to decide. “I felt very insecure in starting a company where I would be expected to push people around and control what they did,” Wozniak recalled. “I’d decided long ago that I would never become someone authoritative.” So he went to Markkula’s cabana and announced that he was not leaving HP.[Vi]

Markkula shrugged and said okay. But Jobs got very upset. He cajoled Wozniak; he got friends to try to convince him; he cried, yelled, and threw a couple of fits. He even went to Wozniak’s parents’ house, burst into tears, and asked Jerry for help. By this point Wozniak’s father had realized there was real money to be made by capitalizing on the Apple II, and he joined forces on Jobs’s behalf. “I started getting phone calls at work and home from my dad, my mom, my brother, and various friends,” Wozniak recalled. “Every one of them told me I’d made the wrong decision.” None of that worked. Then Allen Baum, their Buck Fry Club mate at Homestead High, called. “You really ought to go ahead and do it,” he said. He argued that if he joined Apple full-time, he would not have to go into management or give up being an engineer. “That was exactly what I needed to hear,” Wozniak later said. “I could stay at the bottom of the organization chart, as an engineer.” He called Jobs and declared that he was now ready to come on board.

On January 3, 1977, the new corporation, the Apple Computer Co., was officially created, and it bought out the old partnership that had been formed by Jobs and Wozniak nine months earlier. Few people noticed. That month the Homebrew surveyed its members and found that, of the 181 who owned personal computers, only six owned an Apple. Jobs was convinced, however, that the Apple II would change that.[Vi]

Markkula would become a father figure to Jobs. Like Jobs’s adoptive father, he would indulge Jobs’s strong will, and like his biological father, he would end up abandoning him. “Markkula was as much a father-son relationship as Steve ever had,” said the venture capitalist Arthur Rock. He began to teach Jobs about marketing and sales. “Mike really took me under his wing,” Jobs recalled. “His values were much aligned with mine. He emphasized that you should never start a company with the goal of getting rich. Your goal should be making something you believe in and making a company that will last.”

Markkula wrote his principles in a one-page paper titled “The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.”

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging. “When you open the box of an iPhone or iPad, we want that tactile experience to set the tone for how you perceive the product,” he said. “Mike taught me that.”[Vi]

Regis McKenna

The first step in this process was convincing the Valley’s premier publicist, Regis McKenna, to take on Apple as a client. McKenna was from a large working-class Pittsburgh family, and bred into his bones was a steeliness that he cloaked with charm. A college dropout, he had worked for Fairchild and National Semiconductor before starting his own PR and advertising firm. His two specialties were doling out exclusive interviews with his clients to journalists he had cultivated and coming up with memorable ad campaigns that created brand awareness for products such as microchips. One of these was a series of colorful magazine ads for Intel that featured racing cars and poker chips rather than the usual dull performance charts. These caught Jobs’s eye. He called Intel and asked who created them. “Regis McKenna,” he was told. “I asked them what Regis McKenna was,” Jobs recalled, “and they told me he was a person.” When Jobs phoned, he couldn’t get through to McKenna. Instead he was transferred to Frank Burge, an account executive, who tried to put him off. Jobs called back almost every day.

Burge finally agreed to drive out to the Jobs garage. “Holy Christ, this guy is going to be something else,” he recalled thinking. “What’s the least amount of time I can spend with this clown without being rude.” Then, when he was confronted with the unwashed and shaggy Jobs, two things hit him: “First, he was an incredibly smart young man. Second, I didn’t understand a fiftieth of what he was talking about.”[Vi]

So Jobs and Wozniak were invited to have a meeting with, as his impish business cards read, “Regis McKenna, himself.” This time it was the normally shy Wozniak who became prickly. McKenna glanced at an article Wozniak was writing about Apple and suggested that it was too technical and needed to be livened up. “I don’t want any PR man touching my copy,” Wozniak snapped. McKenna suggested it was time for them to leave his office. “But Steve called me back right away and said he wanted to meet again,” McKenna recalled. “This time he came without Woz, and we hit it off.”

McKenna had his team get to work on brochures for the Apple II. The first thing they did was to replace Ron Wayne’s ornate Victorian woodcut-style logo, which ran counter to McKenna’s colorful and playful advertising style. So an art director, Rob Janoff, was assigned to create a new one. “Don’t make it cute,” Jobs ordered. Janoff came up with a simple apple shape in two versions, one whole and the other with a bite taken out of it. The first looked too much like a cherry, so Jobs chose the one with a bite. He also picked a version that was striped in six colors, with psychedelic hues sandwiched between whole-earth green and sky blue, even though that made printing the logo significantly more expensive. Atop the brochure McKenna put a maxim, often attributed to Leonardo da Vinci, that would become the defining precept of Jobs’s design philosophy: “Simplicity is the ultimate sophistication.”[Vi]

The First Launch Event

The introduction of the Apple II was scheduled to coincide with the first West Coast Computer Faire, to be held in April 1977 in San Francisco, organized by a Homebrew stalwart, Jim Warren. Jobs signed Apple up for a booth as soon as he got the information packet. He wanted to secure a location right at the front of the hall as a dramatic way to launch the Apple II, and so he shocked Wozniak by paying $5,000 in advance. “Steve decided that this was our big launch,” said Wozniak. “We would show the world we had a great machine and a great company.”

It was an application of Markkula’s admonition that it was important to “impute” your greatness by making a memorable impression on people, especially when launching a new product. That was reflected in the care that Jobs took with Apple’s display area. Other exhibitors had card tables and poster board signs. Apple had a counter draped in black velvet and a large pane of backlit Plexiglas with Janoff’s new logo. They put on display the only three Apple IIs that had been finished, but empty boxes were piled up to give the impression that there were many more on hand.[Vi]

Jobs was furious that the computer cases had arrived with tiny blemishes on them, so he had his handful of employees sand and polish them. The imputing even extended to gussying up Jobs and Wozniak. Markkula sent them to a San Francisco tailor for three-piece suits, which looked faintly ridiculous on them, like tuxes on teenagers. “Markkula explained how we would all have to dress up nicely, how we should appear and look, how we should act,” Wozniak recalled.

It was worth the effort. The Apple II looked solid yet friendly in its sleek beige case, unlike the intimidating metal-clad machines and naked boards on the other tables. Apple got three hundred orders at the show, and Jobs met a Japanese textile maker, Mizushima Satoshi, who became Apple’s first dealer in Japan.

The fancy clothes and Markkula’s injunctions could not, however, stop the irrepressible Wozniak from playing some practical jokes. One program that he displayed tried to guess people’s nationality from their last name and then produced the relevant ethnic jokes. He also created and distributed a hoax brochure for a new computer called the “Zaltair,” with all sorts of fake ad-copy superlatives like “Imagine a car with five wheels.” Jobs briefly fell for the joke and even took pride that the Apple II stacked up well against the Zaltair in the comparison chart. He didn’t realize who had pulled the prank until eight years later, when Woz gave him a framed copy of the brochure as a birthday gift.[Vi]

Mike Scott

Apple was now a real company, with a dozen employees, a line of credit, and the daily pressures that can come from customers and suppliers. It had even moved out of the Jobses’ garage, finally, into a rented office on Stevens Creek Boulevard in Cupertino, about a mile from where Jobs and Wozniak went to high school.

Jobs did not wear his growing responsibilities gracefully. He had always been temperamental and bratty. At Atari his behavior had caused him to be banished to the night shift, but at Apple that was not possible. “He became increasingly tyrannical and sharp in his criticism,” according to Markkula. “He would tell people, ‘That design looks like shit.’ ” He was particularly rough on Wozniak’s young programmers, Randy Wigginton and Chris Espinosa. “Steve would come in, take a quick look at what I had done, and tell me it was shit without having any idea what it was or why I had done it,” said Wigginton, who was just out of high school.

There was also the issue of his hygiene. He was still convinced, against all evidence, that his vegan diets meant that he didn’t need to use a deodorant or take regular showers. “We would have to literally put him out the door and tell him to go take a shower,” said Markkula. “At meetings we had to look at his dirty feet.” Sometimes, to relieve stress, he would soak his feet in the toilet, a practice that was not as soothing for his colleagues.[Vi]

Markkula was averse to confrontation, so he decided to bring in a president, Mike Scott, to keep a tighter rein on Jobs. Markkula and Scott had joined Fairchild on the same day in 1967, had adjoining offices, and shared the same birthday, which they celebrated together each year. At their birthday lunch in February 1977, when Scott was turning thirty-two, Markkula invited him to become Apple’s new president.

On paper he looked like a great choice. He was running a manufacturing line for National Semiconductor, and he had the advantage of being a manager who fully understood engineering. In person, however, he had some quirks. He was overweight, afflicted with tics and health problems, and so tightly wound that he wandered the halls with clenched fists. He also could be argumentative. In dealing with Jobs, that could be good or bad.

Wozniak quickly embraced the idea of hiring Scott. Like Markkula, he hated dealing with the conflicts that Jobs engendered. Jobs, not surprisingly, had more conflicted emotions. “I was only twenty-two, and I knew I wasn’t ready to run a real company,” he said. “But Apple was my baby, and I didn’t want to give it up.” Relinquishing any control was agonizing to him. He wrestled with the issue over long lunches at Bob’s Big Boy hamburgers (Woz’s favorite place) and at the Good Earth restaurant (Jobs’s). He finally acquiesced, reluctantly.[Vi]

Mike Scott, called “Scotty” to distinguish him from Mike Markkula, had one primary duty: managing Jobs. This was usually accomplished by Jobs’s preferred mode of meeting, which was taking a walk together. “My very first walk was to tell him to bathe more often,” Scott recalled. “He said that in exchange I had to read his fruitarian diet book and consider it as a way to lose weight.” Scott never adopted the diet or lost much weight, and Jobs made only minor modifications to his hygiene. “Steve was adamant that he bathed once a week, and that was adequate as long as he was eating a fruitarian diet.”

Jobs’s desire for control and disdain for authority was destined to be a problem with the man who was brought in to be his regent, especially when Jobs discovered that Scott was one of the only people he had yet encountered who would not bend to his will. “The question between Steve and me was who could be most stubborn, and I was pretty good at that,” Scott said. “He needed to be sat on, and he sure didn’t like that.” Jobs later said, “I never yelled at anyone more than I yelled at Scotty.”

An early showdown came over employee badge numbers. Scott assigned #1 to Wozniak and #2 to Jobs. Not surprisingly, Jobs demanded to be #1. “I wouldn’t let him have it, because that would stoke his ego even more,” said Scott. Jobs threw a tantrum, even cried. Finally, he proposed a solution. He would have badge #0. Scott relented, at least for the purpose of the badge, but the Bank of America required a positive integer for its payroll system and Jobs’s remained #2.[Vi]

There was a more fundamental disagreement that went beyond personal petulance. Jay Elliot, who was hired by Jobs after a chance meeting in a restaurant, noted Jobs’s salient trait: “His obsession is a passion for the product, a passion for product perfection.” Mike Scott, on the other hand, never let a passion for the perfect take precedence over pragmatism. The design of the Apple II case was one of many examples. The Pantone company, which Apple used to specify colors for its plastic, had more than two thousand shades of beige. “None of them were good enough for Steve,” Scott marveled. “He wanted to create a different shade, and I had to stop him.” When the time came to tweak the design of the case, Jobs spent days agonizing over just how rounded the corners should be. “I didn’t care how rounded they were,” said Scott, “I just wanted it decided.” Another dispute was over engineering benches. Scott wanted a standard gray; Jobs insisted on special-order benches that were pure white. All of this finally led to a showdown in front of Markkula about whether Jobs or Scott had the power to sign purchase orders; Markkula sided with Scott. Jobs also insisted that Apple be different in how it treated customers. He wanted a one-year warranty to come with the Apple II. This flabbergasted Scott; the usual warranty was ninety days. Again Jobs dissolved into tears during one of their arguments over the issue. They walked around the parking lot to calm down, and Scott decided to relent on this one.[Vi]

Wozniak began to rankle at Jobs’s style. “Steve was too tough on people. I wanted our company to feel like a family where we all had fun and shared whatever we made.” Jobs, for his part, felt that Wozniak simply would not grow up. “He was very childlike. He did a great version of BASIC, but then never could buckle down and write the floating-point BASIC we needed, so we ended up later having to make a deal with Microsoft. He was just too unfocused.”

But for the time being the personality clashes were manageable, mainly because the company was doing so well. Ben Rosen, the analyst whose newsletters shaped the opinions of the tech world, became an enthusiastic proselytizer for the Apple II. An independent developer came up with the first spreadsheet and personal finance program for personal computers, VisiCalc, and for a while it was available only on the Apple II, turning the computer into something that businesses and families could justify buying. The company began attracting influential new investors. The pioneering venture capitalist Arthur Rock had initially been unimpressed when Markkula sent Jobs to see him. “He looked as if he had just come back from seeing that guru he had in India,” Rock recalled, “and he kind of smelled that way too.” But after Rock scoped out the Apple II, he made an investment and joined the board.[Vi]

The Apple II would be marketed, in various models, for the next sixteen years, with close to six million sold. More than any other machine, it launched the personal computer industry. Wozniak deserves the historic credit for the design of its awe-inspiring circuit board and related operating software, which was one of the era’s great feats of solo invention. But Jobs was the one who integrated Wozniak’s boards into a friendly package, from the power supply to the sleek case. He also created the company that sprang up around Wozniak’s machines. As Regis McKenna later said, “Woz designed a great machine, but it would be sitting in hobby shops today were it not for Steve Jobs.” Nevertheless most people considered the Apple II to be Wozniak’s creation. That would spur Jobs to pursue the next great advance, one that he could call his own.[Vi]

—ooOoo—

CHAPTER SEVEN

CHRISANN AND LISA

He Who Is Abandoned . . .

Ever since they had lived together in a cabin during the summer after he graduated from high school, Chrisann Brennan had woven in and out of Jobs’s life. When he returned from India in 1974, they spent time together at Robert Friedland’s farm. “Steve invited me up there, and we were just young and easy and free,” she recalled. “There was an energy there that went to my heart.”

When they moved back to Los Altos, their relationship drifted into being, for the most part, merely friendly. He lived at home and worked at Atari; she had a small apartment and spent a lot of time at Kobun Chino’s Zen center. By early 1975 she had begun a relationship with a mutual friend, Greg Calhoun. “She was with Greg, but went back to Steve occasionally,” according to Elizabeth Holmes. “That was pretty much the way it was with all of us.” Chrisann said that she was involved with Steve and Greg, but never at the same time.[Vi]

Calhoun had been at Reed with Jobs, Friedland, Kottke, and Holmes. Like the others, he became deeply involved with Eastern spirituality, dropped out of Reed, and found his way to Friedland’s farm. There he moved into an eight- by twenty-foot chicken coop that he converted into a little house by raising it onto cinderblocks and building a sleeping loft inside. In the spring of 1975 Brennan moved in with him, and the next year they decided to make their own pilgrimage to India. Jobs advised Calhoun not to take Brennan with him, saying that she would interfere with his spiritual quest, but they went together anyway. “I was just so impressed by what happened to Steve on his trip to India that I wanted to go there,” she said.

Theirs was a serious trip, beginning in March 1976 and lasting almost a year. At one point they ran out of money, so Calhoun hitchhiked to Iran to teach English in Tehran. Brennan stayed in India, and when Calhoun’s teaching stint was over they traveled to meet each other in the middle, in Afghanistan. The world was a very different place back then.[Vi]

After a while their relationship frayed, and they returned from India separately. By the summer of 1977 Brennan had moved back to Los Altos, where she lived for a while in a cabin on the grounds of Kobun Chino’s Zen center. By this time Jobs had moved out of his parents’ house and was renting a $600 per month suburban ranch house in Cupertino with Daniel Kottke. It was an odd scene of free-spirited hippie types living in a tract house they dubbed Rancho Suburbia. “It was a four-bedroom house, and we occasionally rented one of the bedrooms out to all sorts of crazy people, including a stripper for a while,” recalled Jobs. Kottke couldn’t quite figure out why Jobs had not just gotten his own house, which he could have afforded by then. “I think he just wanted to have a roommate,” Kottke speculated.

Even though her relationship with Jobs was sporadic, Brennan soon moved in as well. “Steve and I wanted to live together,” Chrisann recalled despite the fact that “we were leery about doing so because some very real things were not working out between us.” The house had two big bedrooms and two tiny ones. Jobs, not surprisingly, commandeered the largest of them, and Brennan (who was not really living with him) moved into the other big bedroom. “The two middle rooms were like for babies, and I didn’t want either of them, so I moved into the living room and slept on a foam pad,” said Kottke. They turned one of the small rooms into space for meditating. It was filled with foam packing material from Apple boxes. “Neighborhood kids used to come over and we would toss them in it and it was great fun,” said Kottke, “but then some cats peed in the foam, and we had to get rid of it.”[Vi]

Living in the house at times rekindled the physical relationship between Brennan and Jobs, and within a few months she was pregnant. “Steve and I were in and out of a relationship for five years before I got pregnant,” she said. “We didn’t know how to be together and we didn’t know how to be apart.” When Greg Calhoun hitchhiked from Colorado to visit them on Thanksgiving 1977, Brennan told him the news: “Steve and I got back together, and now I’m pregnant, but now we are on again and off again, and I don’t know what to do.”

Calhoun noticed that Jobs was disconnected from the whole situation. He even tried to convince Calhoun to stay with them and come to work at Apple. “Steve was just not dealing with Chrisann or the pregnancy,” he recalled. “He could be very engaged with you in one moment, but then very disengaged. There was a side to him that was frighteningly cold.”

When Jobs did not want to deal with a distraction, he sometimes just ignored it, as if he could will it out of existence. At times he was able to distort reality not just for others but even for himself. In the case of Brennan’s pregnancy, he simply shut it out of his mind. When confronted, he would say that he didn’t know if he was the father, even though he admitted that he had been sleeping with her. “I wasn’t sure it was my kid, because I was pretty sure I wasn’t the only one she was sleeping with,” he told me later. “She and I were not really even going out when she got pregnant. She just had a room in our house.” Brennan had no doubt that Jobs was the father. She had not been involved with Greg or any other men at the time.[Vi]

Was he lying to himself, or did he not know that he was the father? “I just think he couldn’t access that part of his brain or the idea of being responsible,” Kottke said. Elizabeth Holmes agreed: “He considered the option of parenthood and considered the option of not being a parent, and he decided to believe the latter. He had other plans for his life.”

There was no discussion of marriage. “I knew that she was not the person I wanted to marry, and we would never be happy, and it wouldn’t last long,” Jobs later said. “I was all in favor of her getting an abortion, but she didn’t know what to do. She thought about it repeatedly and decided not to, or I don’t know that she ever really decided—I think time just decided for her.” Brennan told me that it was her choice to have the baby: “He said he was fine with an abortion but never pushed for it.” Interestingly, given his own background, he was adamantly against one option. “He strongly discouraged me putting the child up for adoption,” she said.

There was a disturbing irony. Jobs and Brennan were both twenty-three, the same age that Joanne Schieble and Abdulfattah Jandali had been when they had Jobs. He had not yet tracked down his biological parents, but his adoptive parents had told him some of their tale. “I didn’t know then about this coincidence of our ages, so it didn’t affect my discussions with Chrisann,” he later said. He dismissed the notion that he was somehow following his biological father’s pattern of his girlfriend becoming pregnant when he was twenty-three, but he did admit that the ironic resonance gave him pause. “When I did find out that he was twenty-three when he got Joanne pregnant with me, I thought, whoa!”[Vi]

The relationship between Jobs and Brennan quickly deteriorated. “Chrisann would get into this kind of victim mode, when she would say that Steve and I were ganging up on her,” Kottke recalled. “Steve would just laugh and not take her seriously.” Brennan was not, as even she later admitted, very emotionally stable. At one point she threw plates “as an expression of how terrible it had become between us.” She said that Jobs kept provoking her with his callousness: “He was an enlightened being who was cruel.” Kottke was caught in the middle. “Daniel didn’t have that DNA of ruthlessness, so he was a bit flipped by Steve’s behavior,” according to Brennan. “He would go from ‘Steve’s not treating you right’ to laughing at me with Steve.”

Robert Friedland and his wife came to her rescue. “He heard that I was pregnant, and he said to come on up to their farm to have the baby,” she recalled. “So I did.” The Friedlands found an Oregon midwife to help with the delivery. On May 17, 1978, Brennan gave birth to a baby girl. Three days later Jobs flew up to be with them and help name the new baby. The practice on the commune was to give children Eastern spiritual names, but Steve and Chrisann insisted that she had been born in America and ought to have a name that fit. They named her Lisa Nicole Brennan, and until she was nine she did not have the last name Jobs. And then he left to go back to work at Apple. “He didn’t want to have anything to do with her or with me,” said Brennan.[Vi]

She and Lisa moved to a tiny, dilapidated house in back of a home in Menlo Park. They lived on welfare because Brennan did not feel up to suing for child support. Finally, the County of San Mateo sued Jobs to try to prove paternity and get him to take financial responsibility. At first Jobs was determined to fight the case. His lawyers wanted Kottke to testify that he had never seen them in bed together, and they tried to line up evidence that Brennan had been sleeping with other men. “At one point I yelled at Steve on the phone, ‘You know that is not true,’ ” Brennan recalled. “He was going to drag me through court with a little baby and try to prove I was a whore and that anyone could have been the father of that baby.”

A year after Lisa was born, Jobs agreed to take a paternity test. Brennan says he was legally forced to do so. In any event, Jobs knew that Apple would soon be going public and he decided it was best to get the issue resolved. DNA tests were new, and the one that Jobs took was done at UCLA. “I had read about DNA testing, and I was happy to do it to get things settled,” he said. The results were pretty dispositive. “Probability of paternity . . . is 94.41%,” the report read. The California courts ordered Jobs to start paying $385 a month in child support, sign an agreement admitting paternity, and reimburse the county $5,856 in back welfare payments. He was given visitation rights but for a long time didn’t exercise them.[Vi]

Even then Jobs continued at times to warp the reality around him. “He finally told us on the board,” Arthur Rock recalled, “but he kept insisting that there was a large probability that he wasn’t the father. He was delusional.” He told a reporter for Time, Michael Moritz, that when you analyzed the statistics, it was clear that “28% of the male population in the United States could be the father.” It was not only a false claim but an odd one. Worse yet, when Chrisann Brennan later heard what he said, she mistakenly thought that Jobs was hyperbolically claiming that she might have slept with 28% of the men in the United States. “He was trying to paint me as a slut or a whore,” she recalled. “He spun the whore image onto me in order to not take responsibility.”

Years later Jobs was remorseful for the way he behaved, one of the few times in his life he admitted as much:

I wish I had handled it differently. I could not see myself as a father then, so I didn’t face up to it. But when the test results showed she was my daughter, it’s not true that I doubted it. I agreed to support her until she was eighteen and give some money to Chrisann as well. I found a house in Palo Alto and fixed it up and let them live there rent-free. Her mother found her great schools which I paid for. I tried to do the right thing. But if I could do it over, I would do a better job.[Vi]

Once the case was resolved, Jobs began to move on with his life—maturing in some respects, though not all. He put aside drugs, eased away from being a strict vegan, and cut back the time he spent on Zen retreats. He began getting stylish haircuts and buying suits and shirts from the upscale San Francisco haberdashery Wilkes Bashford. And he settled into a serious relationship with one of Regis McKenna’s employees, a beautiful Polynesian-Polish woman named Barbara Jasinski.

There was still, to be sure, a childlike rebellious streak in him. He, Jasinski, and Kottke liked to go skinny-dipping in Felt Lake on the edge of Interstate 280 near Stanford, and he bought a 1966 BMW R60/2 motorcycle that he adorned with orange tassels on the handlebars. He could also still be bratty. He belittled waitresses and frequently returned food with the proclamation that it was “garbage.” At the company’s first Halloween party, in 1979, he dressed in robes as Jesus Christ, an act of semi-ironic self-awareness that he considered funny but that caused a lot of eye rolling. Even his initial stirrings of domesticity had some quirks. He bought a proper house in the Los Gatos hills, which he adorned with a Maxfield Parrish painting, a Braun coffeemaker, and Henckels knives. But because he was so obsessive when it came to selecting furnishings, it remained mostly barren, lacking beds or chairs or couches. Instead his bedroom had a mattress in the center, framed pictures of Einstein and Maharaj-ji on the walls, and an Apple II on the floor.[Vi]

—ooOoo—

CHAPTER EIGHT

XEROX AND LISA

Graphical User Interfaces

A New Baby

The Apple II took the company from Jobs’s garage to the pinnacle of a new industry. Its sales rose dramatically, from 2,500 units in 1977 to 210,000 in 1981. But Jobs was restless. The Apple II could not remain successful forever, and he knew that, no matter how much he had done to package it, from power cord to case, it would always be seen as Wozniak’s masterpiece. He needed his own machine. More than that, he wanted a product that would, in his words, make a dent in the universe.

At first he hoped that the Apple III would play that role. It would have more memory, the screen would display eighty characters across rather than forty, and it would handle uppercase and lowercase letters. Indulging his passion for industrial design, Jobs decreed the size and shape of the external case, and he refused to let anyone alter it, even as committees of engineers added more components to the circuit boards. The result was piggybacked boards with poor connectors that frequently failed. When the Apple III began shipping in May 1980, it flopped. Randy Wigginton, one of the engineers, summed it up: “The Apple III was kind of like a baby conceived during a group orgy, and later everybody had this bad headache, and there’s this bastard child, and everyone says, ‘It’s not mine.’ ”[Vi]

By then Jobs had distanced himself from the Apple III and was thrashing about for ways to produce something more radically different. At first he flirted with the idea of touchscreens, but he found himself frustrated. At one demonstration of the technology, he arrived late, fidgeted awhile, then abruptly cut off the engineers in the middle of their presentation with a brusque “Thank you.” They were confused. “Would you like us to leave?” one asked. Jobs said yes, then berated his colleagues for wasting his time.

Then he and Apple hired two engineers from Hewlett-Packard to conceive a totally new computer. The name Jobs chose for it would have caused even the most jaded psychiatrist to do a double take: the Lisa. Other computers had been named after daughters of their designers, but Lisa was a daughter Jobs had abandoned and had not yet fully admitted was his. “Maybe he was doing it out of guilt,” said Andrea Cunningham, who worked at Regis McKenna on public relations for the project. “We had to come up with an acronym so that we could claim it was not named after Lisa the child.” The one they reverse-engineered was “local integrated systems architecture,” and despite being meaningless it became the official explanation for the name.[Vi]

Among the engineers it was referred to as “Lisa: invented stupid acronym.” Years later, when I asked about the name, Jobs admitted simply, “Obviously it was named for my daughter.”

The Lisa was conceived as a $2,000 machine based on a sixteen-bit microprocessor, rather than the eight-bit one used in the Apple II. Without the wizardry of Wozniak, who was still working quietly on the Apple II, the engineers began producing a straightforward computer with a conventional text display, unable to push the powerful microprocessor to do much exciting stuff. Jobs began to grow impatient with how boring it was turning out to be.

There was, however, one programmer who was infusing the project with some life: Bill Atkinson. He was a doctoral student in neuroscience who had experimented with his fair share of acid. When he was asked to come work for Apple, he declined. But then Apple sent him a nonrefundable plane ticket, and he decided to use it and let Jobs try to persuade him. “We are inventing the future,” Jobs told him at the end of a three-hour pitch. “Think about surfing on the front edge of a wave. It’s really exhilarating. Now think about dog-paddling at the tail end of that wave. It wouldn’t be anywhere near as much fun. Come down here and make a dent in the universe.” Atkinson did.[Vi]

With his shaggy hair and droopy moustache that did not hide the animation in his face, Atkinson had some of Woz’s ingenuity along with Jobs’s passion for awesome products. His first job was to develop a program to track a stock portfolio by auto-dialing the Dow Jones service, getting quotes, then hanging up. “I had to create it fast because there was a magazine ad for the Apple II showing a hubby at the kitchen table looking at an Apple screen filled with graphs of stock prices, and his wife is beaming at him—but there wasn’t such a program, so I had to create one.” Next he created for the Apple II a version of Pascal, a high-level programming language. Jobs had resisted, thinking that BASIC was all the Apple II needed, but he told Atkinson, “Since you’re so passionate about it, I’ll give you six days to prove me wrong.” He did, and Jobs respected him ever after.[Vi]

By the fall of 1979 Apple was breeding three ponies to be potential successors to the Apple II workhorse. There was the ill-fated Apple III. There was the Lisa project, which was beginning to disappoint Jobs. And somewhere off Jobs’s radar screen, at least for the moment, there was a small skunkworks project for a low-cost machine that was being developed by a colorful employee named Jef Raskin, a former professor who had taught Bill Atkinson. Raskin’s goal was to make an inexpensive “computer for the masses” that would be like an appliance—a self-contained unit with computer, keyboard, monitor, and software all together—and have a graphical interface. He tried to turn his colleagues at Apple on to a cutting-edge research center, right in Palo Alto, that was pioneering such ideas.[Vi]

Xerox PARC

The Xerox Corporation’s Palo Alto Research Center, known as Xerox PARC, had been established in 1970 to create a spawning ground for digital ideas. It was safely located, for better and for worse, three thousand miles from the commercial pressures of Xerox corporate headquarters in Connecticut. Among its visionaries was the scientist Alan Kay, who had two great maxims that Jobs embraced: “The best way to predict the future is to invent it” and “People who are serious about software should make their own hardware.” Kay pushed the vision of a small personal computer, dubbed the “Dynabook,” that would be easy enough for children to use. So Xerox PARC’s engineers began to develop user-friendly graphics that could replace all of the command lines and DOS prompts that made computer screens intimidating. The metaphor they came up with was that of a desktop. The screen could have many documents and folders on it, and you could use a mouse to point and click on the one you wanted to use.[Vi]

This graphical user interface—or GUI, pronounced “gooey”—was facilitated by another concept pioneered at Xerox PARC: bitmapping. Until then, most computers were character-based. You would type a character on a keyboard, and the computer would generate that character on the screen, usually in glowing greenish phosphor against a dark background. Since there were a limited number of letters, numerals, and symbols, it didn’t take a whole lot of computer code or processing power to accomplish this. In a bitmap system, on the other hand, each and every pixel on the screen is controlled by bits in the computer’s memory. To render something on the screen, such as a letter, the computer has to tell each pixel to be light or dark or, in the case of color displays, what color to be. This uses a lot of computing power, but it permits gorgeous graphics, fonts, and gee-whiz screen displays.

Bitmapping and graphical interfaces became features of Xerox PARC’s prototype computers, such as the Alto, and its object-oriented programming language, Smalltalk. Jef Raskin decided that these features were the future of computing. So he began urging Jobs and other Apple colleagues to go check out Xerox PARC.[Vi]

Raskin had one problem: Jobs regarded him as an insufferable theorist or, to use Jobs’s own more precise terminology, “a shithead who sucks.” So Raskin enlisted his friend Atkinson, who fell on the other side of Jobs’s shithead/genius division of the world, to convince Jobs to take an interest in what was happening at Xerox PARC. What Raskin didn’t know was that Jobs was working on a more complex deal. Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each.

By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.[Vi]

Goldberg got her way at the first briefing. Jobs, Raskin, and the Lisa team leader John Couch were ushered into the main lobby, where a Xerox Alto had been set up. “It was a very controlled show of a few applications, primarily a word-processing one,” Goldberg said. Jobs wasn’t satisfied, and he called Xerox headquarters demanding more.

So he was invited back a few days later, and this time he brought a larger team that included Bill Atkinson and Bruce Horn, an Apple programmer who had worked at Xerox PARC. They both knew what to look for. “When I arrived at work, there was a lot of commotion, and I was told that Jobs and a bunch of his programmers were in the conference room,” said Goldberg. One of her engineers was trying to keep them entertained with more displays of the word-processing program. But Jobs was growing impatient. “Let’s stop this bullshit!” he kept shouting. So the Xerox folks huddled privately and decided to open the kimono a bit more, but only slowly. They agreed that Tesler could show off Smalltalk, the programming language, but he would demonstrate only what was known as the “unclassified” version. “It will dazzle [Jobs] and he’ll never know he didn’t get the confidential disclosure,” the head of the team told Goldberg.[Vi]

They were wrong. Atkinson and others had read some of the papers published by Xerox PARC, so they knew they were not getting a full description. Jobs phoned the head of the Xerox venture capital division to complain; a call immediately came back from corporate headquarters in Connecticut decreeing that Jobs and his group should be shown everything. Goldberg stormed out in a rage.

When Tesler finally showed them what was truly under the hood, the Apple folks were astonished. Atkinson stared at the screen, examining each pixel so closely that Tesler could feel the breath on his neck. Jobs bounced around and waved his arms excitedly. “He was hopping around so much I don’t know how he actually saw most of the demo, but he did, because he kept asking questions,” Tesler recalled. “He was the exclamation point for every step I showed.” Jobs kept saying that he couldn’t believe that Xerox had not commercialized the technology. “You’re sitting on a gold mine,” he shouted. “I can’t believe Xerox is not taking advantage of this.”[Vi]

The Smalltalk demonstration showed three amazing features. One was how computers could be networked; the second was how object-oriented programming worked. But Jobs and his team paid little attention to these attributes because they were so amazed by the third feature, the graphical interface that was made possible by a bitmapped screen. “It was like a veil being lifted from my eyes,” Jobs recalled. “I could see what the future of computing was destined to be.”

When the Xerox PARC meeting ended after more than two hours, Jobs drove Bill Atkinson back to the Apple office in Cupertino. He was speeding, and so were his mind and mouth. “This is it!” he shouted, emphasizing each word. “We’ve got to do it!” It was the breakthrough he had been looking for: bringing computers to the people, with the cheerful but affordable design of an Eichler home and the ease of use of a sleek kitchen appliance.

“How long would this take to implement?” he asked.

“I’m not sure,” Atkinson replied. “Maybe six months.” It was a wildly optimistic assessment, but also a motivating one.[Vi]

“Great Artists Steal”

The Apple raid on Xerox PARC is sometimes described as one of the biggest heists in the chronicles of industry. Jobs occasionally endorsed this view, with pride. As he once said, “Picasso had a saying—‘good artists copy, great artists steal’—and we have always been shameless about stealing great ideas.”

Another assessment, also sometimes endorsed by Jobs, is that what transpired was less a heist by Apple than a fumble by Xerox. “They were copier-heads who had no clue about what a computer could do,” he said of Xerox’s management. “They just grabbed defeat from the greatest victory in the computer industry. Xerox could have owned the entire computer industry.”

Both assessments contain a lot of truth, but there is more to it than that. There falls a shadow, as T. S. Eliot noted, between the conception and the creation. In the annals of innovation, new ideas are only part of the equation. Execution is just as important.[Vi]

Jobs and his engineers significantly improved the graphical interface ideas they saw at Xerox PARC, and then were able to implement them in ways that Xerox never could accomplish. For example, the Xerox mouse had three buttons, was complicated, cost $300 apiece, and didn’t roll around smoothly; a few days after his second Xerox PARC visit, Jobs went to a local industrial design firm, IDEO, and told one of its founders, Dean Hovey, that he wanted a simple single-button model that cost $15, “and I want to be able to use it on Formica and my blue jeans.” Hovey complied.

The improvements were in not just the details but the entire concept. The mouse at Xerox PARC could not be used to drag a window around the screen. Apple’s engineers devised an interface so you could not only drag windows and files around, you could even drop them into folders. The Xerox system required you to select a command in order to do anything, ranging from resizing a window to changing the extension that located a file. The Apple system transformed the desktop metaphor into virtual reality by allowing you to directly touch, manipulate, drag, and relocate things. And Apple’s engineers worked in tandem with its designers—with Jobs spurring them on daily—to improve the desktop concept by adding delightful icons and menus that pulled down from a bar atop each window and the capability to open files and folders with a double click.[Vi]

It’s not as if Xerox executives ignored what their scientists had created at PARC. In fact they did try to capitalize on it, and in the process they showed why good execution is as important as good ideas. In 1981, well before the Apple Lisa or Macintosh, they introduced the Xerox Star, a machine that featured their graphical user interface, mouse, bitmapped display, windows, and desktop metaphor. But it was clunky (it could take minutes to save a large file), costly ($16,595 at retail stores), and aimed mainly at the networked office market. It flopped; only thirty thousand were ever sold.

Jobs and his team went to a Xerox dealer to look at the Star as soon as it was released. But he deemed it so worthless that he told his colleagues they couldn’t spend the money to buy one. “We were very relieved,” he recalled. “We knew they hadn’t done it right, and that we could—at a fraction of the price.” A few weeks later he called Bob Belleville, one of the hardware designers on the Xerox Star team. “Everything you’ve ever done in your life is shit,” Jobs said, “so why don’t you come work for me?” Belleville did, and so did Larry Tesler.[Vi]

In his excitement, Jobs began to take over the daily management of the Lisa project, which was being run by John Couch, the former HP engineer. Ignoring Couch, he dealt directly with Atkinson and Tesler to insert his own ideas, especially on Lisa’s graphical interface design. “He would call me at all hours, 2 a.m. or 5 a.m.,” said Tesler. “I loved it. But it upset my bosses at the Lisa division.” Jobs was told to stop making out-of-channel calls. He held himself back for a while, but not for long.

One important showdown occurred when Atkinson decided that the screen should have a white background rather than a dark one. This would allow an attribute that both Atkinson and Jobs wanted: WYSIWYG, pronounced “wiz-ee-wig,” an acronym for “What you see is what you get.” What you saw on the screen was what you’d get when you printed it out. “The hardware team screamed bloody murder,” Atkinson recalled. “They said it would force us to use a phosphor that was a lot less persistent and would flicker more.” So Atkinson enlisted Jobs, who came down on his side. The hardware folks grumbled, but then went off and figured it out. “Steve wasn’t much of an engineer himself, but he was very good at assessing people’s answers. He could tell whether the engineers were defensive or unsure of themselves.”[Vi]

One of Atkinson’s amazing feats (which we are so accustomed to nowadays that we rarely marvel at it) was to allow the windows on a screen to overlap so that the “top” one clipped into the ones “below” it. Atkinson made it possible to move these windows around, just like shuffling papers on a desk, with those below becoming visible or hidden as you moved the top ones. Of course, on a computer screen there are no layers of pixels underneath the pixels that you see, so there are no windows actually lurking underneath the ones that appear to be on top. To create the illusion of overlapping windows requires complex coding that involves what are called “regions.” Atkinson pushed himself to make this trick work because he thought he had seen this capability during his visit to Xerox PARC. In fact the folks at PARC had never accomplished it, and they later told him they were amazed that he had done so. “I got a feeling for the empowering aspect of naïveté,” Atkinson said. “Because I didn’t know it couldn’t be done, I was enabled to do it.” He was working so hard that one morning, in a daze, he drove his Corvette into a parked truck and nearly killed himself. Jobs immediately drove to the hospital to see him. “We were pretty worried about you,” he said when Atkinson regained consciousness. Atkinson gave him a pained smile and replied, “Don’t worry, I still remember regions.”[Vi]

Jobs also had a passion for smooth scrolling. Documents should not lurch line by line as you scroll through them, but instead should flow. “He was adamant that everything on the interface had a good feeling to the user,” Atkinson said. They also wanted a mouse that could easily move the cursor in any direction, not just up-down/left-right. This required using a ball rather than the usual two wheels. One of the engineers told Atkinson that there was no way to build such a mouse commercially. After Atkinson complained to Jobs over dinner, he arrived at the office the next day to discover that Jobs had fired the engineer. When his replacement met Atkinson, his first words were, “I can build the mouse.”[Vi]

Atkinson and Jobs became best friends for a while, eating together at the Good Earth most nights. But John Couch and the other professional engineers on his Lisa team, many of them buttoned-down HP types, resented Jobs’s meddling and were infuriated by his frequent insults. There was also a clash of visions. Jobs wanted to build a VolksLisa, a simple and inexpensive product for the masses. “There was a tug-of-war between people like me, who wanted a lean machine, and those from HP, like Couch, who were aiming for the corporate market,” Jobs recalled.

Both Mike Scott and Mike Markkula were intent on bringing some order to Apple and became increasingly concerned about Jobs’s disruptive behavior. So in September 1980, they secretly plotted a reorganization. Couch was made the undisputed manager of the Lisa division. Jobs lost control of the computer he had named after his daughter. He was also stripped of his role as vice president for research and development. He was made non-executive chairman of the board. This position allowed him to remain Apple’s public face, but it meant that he had no operating control. That hurt. “I was upset and felt abandoned by Markkula,” he said. “He and Scotty felt I wasn’t up to running the Lisa division. I brooded about it a lot.”[Vi]

—ooOoo—

CHAPTER NINE

GOING PUBLIC

A Man of Wealth and Fame

With Wozniak, 1981[Vi]

Options

When Mike Markkula joined Jobs and Wozniak to turn their fledgling partnership into the Apple Computer Co. in January 1977, they valued it at $5,309. Less than four years later they decided it was time to take it public. It would become the most oversubscribed initial public offering since that of Ford Motors in 1956. By the end of December 1980, Apple would be valued at $1.79 billion. Yes, billion. In the process it would make three hundred people millionaires.

Daniel Kottke was not one of them. He had been Jobs’s soul mate in college, in India, at the All One Farm, and in the rental house they shared during the Chrisann Brennan crisis. He joined Apple when it was headquartered in Jobs’s garage, and he still worked there as an hourly employee. But he was not at a high enough level to be cut in on the stock options that were awarded before the IPO. “I totally trusted Steve, and I assumed he would take care of me like I’d taken care of him, so I didn’t push,” said Kottke. The official reason he wasn’t given stock options was that he was an hourly technician, not a salaried engineer, which was the cutoff level for options. Even so, he could have justifiably been given “founder’s stock,” but Jobs decided not to. “Steve is the opposite of loyal,” according to Andy Hertzfeld, an early Apple engineer who has nevertheless remained friends with him. “He’s anti-loyal. He has to abandon the people he is close to.”[Vi]

Kottke decided to press his case with Jobs by hovering outside his office and catching him to make a plea. But at each encounter, Jobs brushed him off. “What was really so difficult for me is that Steve never told me I wasn’t eligible,” recalled Kottke. “He owed me that as a friend. When I would ask him about stock, he would tell me I had to talk to my manager.” Finally, almost six months after the IPO, Kottke worked up the courage to march into Jobs’s office and try to hash out the issue. But when he got in to see him, Jobs was so cold that Kottke froze. “I just got choked up and began to cry and just couldn’t talk to him,” Kottke recalled. “Our friendship was all gone. It was so sad.”

Rod Holt, the engineer who had built the power supply, was getting a lot of options, and he tried to turn Jobs around. “We have to do something for your buddy Daniel,” he said, and he suggested they each give him some of their own options. “Whatever you give him, I will match it,” said Holt. Replied Jobs, “Okay. I will give him zero.”[Vi]

Wozniak, not surprisingly, had the opposite attitude. Before the shares went public, he decided to sell, at a very low price, two thousand of his options to each of forty different midlevel employees. Most of his beneficiaries made enough to buy a home. Wozniak bought a dream home for himself and his new wife, but she soon divorced him and kept the house. He also later gave shares outright to employees he felt had been shortchanged, including Kottke, Fernandez, Wigginton, and Espinosa. Everyone loved Wozniak, all the more so after his generosity, but many also agreed with Jobs that he was “awfully naïve and childlike.” A few months later a United Way poster showing a destitute man went up on a company bulletin board. Someone scrawled on it “Woz in 1990.”

Jobs was not naïve. He had made sure his deal with Chrisann Brennan was signed before the IPO occurred.[Vi]

Jobs was the public face of the IPO, and he helped choose the two investment banks handling it: the traditional Wall Street firm Morgan Stanley and the untraditional boutique firm Hambrecht & Quist in San Francisco. “Steve was very irreverent toward the guys from Morgan Stanley, which was a pretty uptight firm in those days,” recalled Bill Hambrecht. Morgan Stanley planned to price the offering at $18, even though it was obvious the shares would quickly shoot up. “Tell me what happens to this stock that we priced at eighteen?” Jobs asked the bankers. “Don’t you sell it to your good customers? If so, how can you charge me a 7% commission?” Hambrecht recognized that there was a basic unfairness in the system, and he later went on to formulate the idea of a reverse auction to price shares before an IPO.

Apple went public the morning of December 12, 1980. By then the bankers had priced the stock at $22 a share. It went to $29 the first day. Jobs had come into the Hambrecht & Quist office just in time to watch the opening trades. At age twenty-five, he was now worth $256 million.[Vi]

Baby You’re a Rich Man

Before and after he was rich, and indeed throughout a life that included being both broke and a billionaire, Steve Jobs’s attitude toward wealth was complex. He was an antimaterialistic hippie who capitalized on the inventions of a friend who wanted to give them away for free, and he was a Zen devotee who made a pilgrimage to India and then decided that his calling was to create a business. And yet somehow these attitudes seemed to weave together rather than conflict.

He had a great love for some material objects, especially those that were finely designed and crafted, such as Porsche and Mercedes cars, Henckels knives and Braun appliances, BMW motorcycles and Ansel Adams prints, Bösendorfer pianos and Bang & Olufsen audio equipment. Yet the houses he lived in, no matter how rich he became, tended not to be ostentatious and were furnished so simply they would have put a Shaker to shame. Neither then nor later would he travel with an entourage, keep a personal staff, or even have security protection. He bought a nice car, but always drove himself. When Markkula asked Jobs to join him in buying a Lear jet, he declined (though he eventually would demand of Apple a Gulfstream to use). Like his father, he could be flinty when bargaining with suppliers, but he didn’t allow a craving for profits to take precedence over his passion for building great products.[Vi]

Thirty years after Apple went public, he reflected on what it was like to come into money suddenly:

I never worried about money. I grew up in a middle-class family, so I never thought I would starve. And I learned at Atari that I could be an okay engineer, so I always knew I could get by. I was voluntarily poor when I was in college and India, and I lived a pretty simple life even when I was working. So I went from fairly poor, which was wonderful, because I didn’t have to worry about money, to being incredibly rich, when I also didn’t have to worry about money.

I watched people at Apple who made a lot of money and felt they had to live differently. Some of them bought a Rolls-Royce and various houses, each with a house manager and then someone to manage the house managers. Their wives got plastic surgery and turned into these bizarre people. This was not how I wanted to live. It’s crazy. I made a promise to myself that I’m not going to let this money ruin my life.[Vi]

He was not particularly philanthropic. He briefly set up a foundation, but he discovered that it was annoying to have to deal with the person he had hired to run it, who kept talking about “venture” philanthropy and how to “leverage” giving. Jobs became contemptuous of people who made a display of philanthropy or thinking they could reinvent it. Earlier he had quietly sent in a $5,000 check to help launch Larry Brilliant’s Seva Foundation to fight diseases of poverty, and he even agreed to join the board. But when Brilliant brought some board members, including Wavy Gravy and Jerry Garcia, to Apple right after its IPO to solicit a donation, Jobs was not forthcoming. He instead worked on finding ways that a donated Apple II and a VisiCalc program could make it easier for the foundation to do a survey it was planning on blindness in Nepal.[Vi]

His biggest personal gift was to his parents, Paul and Clara Jobs, to whom he gave about $750,000 worth of stock. They sold some to pay off the mortgage on their Los Altos home, and their son came over for the little celebration. “It was the first time in their lives they didn’t have a mortgage,” Jobs recalled. “They had a handful of their friends over for the party, and it was really nice.” Still, they didn’t consider buying a nicer house. “They weren’t interested in that,” Jobs said. “They had a life they were happy with.” Their only splurge was to take a Princess cruise each year. The one through the Panama Canal “was the big one for my dad,” according to Jobs, because it reminded him of when his Coast Guard ship went through on its way to San Francisco to be decommissioned.

With Apple’s success came fame for its poster boy. Inc. became the first magazine to put him on its cover, in October 1981. “This man has changed business forever,” it proclaimed. It showed Jobs with a neatly trimmed beard and well-styled long hair, wearing blue jeans and a dress shirt with a blazer that was a little too satiny. He was leaning on an Apple II and looking directly into the camera with the mesmerizing stare he had picked up from Robert Friedland. “When Steve Jobs speaks, it is with the gee-whiz enthusiasm of someone who sees the future and is making sure it works,” the magazine reported.[Vi]

Time followed in February 1982 with a package on young entrepreneurs. The cover was a painting of Jobs, again with his hypnotic stare. Jobs, said the main story, “practically singlehanded created the personal computer industry.” The accompanying profile, written by Michael Moritz, noted, “At 26, Jobs heads a company that six years ago was located in a bedroom and garage of his parents’ house, but this year it is expected to have sales of $600 million. . . . As an executive, Jobs has sometimes been petulant and harsh on subordinates. Admits he: ‘I’ve got to learn to keep my feelings private.’ ”

Despite his new fame and fortune, he still fancied himself a child of the counterculture. On a visit to a Stanford class, he took off his Wilkes Bashford blazer and his shoes, perched on top of a table, and crossed his legs into a lotus position. The students asked questions, such as when Apple’s stock price would rise, which Jobs brushed off.[Vi]

Instead he spoke of his passion for future products, such as someday making a computer as small as a book. When the business questions tapered off, Jobs turned the tables on the well-groomed students. “How many of you are virgins?” he asked. There were nervous giggles. “How many of you have taken LSD?” More nervous laughter, and only one or two hands went up. Later Jobs would complain about the new generation of kids, who seemed to him more materialistic and careerist than his own. “When I went to school, it was right after the sixties and before this general wave of practical purposefulness had set in,” he said. “Now students aren’t even thinking in idealistic terms, or at least nowhere near as much.” His generation, he said, was different. “The idealistic wind of the sixties is still at our backs, though, and most of the people I know who are my age have that ingrained in them forever.”[Vi]

—ooOoo—

CHAPTER TEN

THE MAC IS BORN

You Say You Want a Revolution

Jobs in 1982

Jef Raskin’s Baby

Jef Raskin was the type of character who could enthrall Steve Jobs—or annoy him. As it turned out, he did both. A philosophical guy who could be both playful and ponderous, Raskin had studied computer science, taught music and visual arts, conducted a chamber opera company, and organized guerrilla theater. His 1967 doctoral thesis at U.C. San Diego argued that computers should have graphical rather than text-based interfaces. When he got fed up with teaching, he rented a hot air balloon, flew over the chancellor’s house, and shouted down his decision to quit.[Vi]

When Jobs was looking for someone to write a manual for the Apple II in 1976, he called Raskin, who had his own little consulting firm. Raskin went to the garage, saw Wozniak beavering away at a workbench, and was convinced by Jobs to write the manual for $50. Eventually he became the manager of Apple’s publications department. One of Raskin’s dreams was to build an inexpensive computer for the masses, and in 1979 he convinced Mike Markkula to put him in charge of a small development project code-named “Annie” to do just that. Since Raskin thought it was sexist to name computers after women, he redubbed the project in honor of his favorite type of apple, the McIntosh. But he changed the spelling in order not to conflict with the name of the audio equipment maker McIntosh Laboratory. The proposed computer became known as the Macintosh.

Raskin envisioned a machine that would sell for $1,000 and be a simple appliance, with screen and keyboard and computer all in one unit. To keep the cost down, he proposed a tiny five-inch screen and a very cheap (and underpowered) microprocessor, the Motorola 6809. Raskin fancied himself a philosopher, and he wrote his thoughts in an ever-expanding notebook that he called “The Book of Macintosh.” He also issued occasional manifestos. One of these was called “Computers by the Millions,” and it began with an aspiration: “If personal computers are to be truly personal, it will have to be as likely as not that a family, picked at random, will own one.”[Vi]

Throughout 1979 and early 1980 the Macintosh project led a tenuous existence. Every few months it would almost get killed off, but each time Raskin managed to cajole Markkula into granting clemency. It had a research team of only four engineers located in the original Apple office space next to the Good Earth restaurant, a few blocks from the company’s new main building. The work space was filled with enough toys and radio-controlled model airplanes (Raskin’s passion) to make it look like a day care center for geeks. Every now and then work would cease for a loosely organized game of Nerf ball tag. Andy Hertzfeld recalled, “This inspired everyone to surround their work area with barricades made out of cardboard, to provide cover during the game, making part of the office look like a cardboard maze.”

The star of the team was a blond, cherubic, and psychologically intense self-taught young engineer named Burrell Smith, who worshipped the code work of Wozniak and tried to pull off similar dazzling feats. Atkinson discovered Smith working in Apple’s service department and, amazed at his ability to improvise fixes, recommended him to Raskin. Smith would later succumb to schizophrenia, but in the early 1980s he was able to channel his manic intensity into weeklong binges of engineering brilliance.[Vi]

Jobs was enthralled by Raskin’s vision, but not by his willingness to make compromises to keep down the cost. At one point in the fall of 1979 Jobs told him instead to focus on building what he repeatedly called an “insanely great” product. “Don’t worry about price, just specify the computer’s abilities,” Jobs told him. Raskin responded with a sarcastic memo. It spelled out everything you would want in the proposed computer: a high-resolution color display, a printer that worked without a ribbon and could produce graphics in color at a page per second, unlimited access to the ARPA net, and the capability to recognize speech and synthesize music, “even simulate Caruso singing with the Mormon tabernacle choir, with variable reverberation.” The memo concluded, “Starting with the abilities desired is nonsense. We must start both with a price goal, and a set of abilities, and keep an eye on today’s and the immediate future’s technology.” In other words, Raskin had little patience for Jobs’s belief that you could distort reality if you had enough passion for your product.[Vi]

Thus they were destined to clash, especially after Jobs was ejected from the Lisa project in September 1980 and began casting around for someplace else to make his mark. It was inevitable that his gaze would fall on the Macintosh project. Raskin’s manifestos about an inexpensive machine for the masses, with a simple graphic interface and clean design, stirred his soul. And it was also inevitable that once Jobs set his sights on the Macintosh project, Raskin’s days were numbered. “Steve started acting on what he thought we should do, Jef started brooding, and it instantly was clear what the outcome would be,” recalled Joanna Hoffman, a member of the Mac team.

The first conflict was over Raskin’s devotion to the underpowered Motorola 6809 microprocessor. Once again it was a clash between Raskin’s desire to keep the Mac’s price under $1,000 and Jobs’s determination to build an insanely great machine. So Jobs began pushing for the Mac to switch to the more powerful Motorola 68000, which is what the Lisa was using. Just before Christmas 1980, he challenged Burrell Smith, without telling Raskin, to make a redesigned prototype that used the more powerful chip. As his hero Wozniak would have done, Smith threw himself into the task around the clock, working nonstop for three weeks and employing all sorts of breathtaking circuit design leaps. When he succeeded, Jobs was able to force the switch to the Motorola 68000, and Raskin had to brood and recalculate the cost of the Mac.[Vi]

There was something larger at stake. The cheaper microprocessor that Raskin wanted would not have been able to accommodate all of the gee-whiz graphics—windows, menus, mouse, and so on—that the team had seen on the Xerox PARC visits. Raskin had convinced everyone to go to Xerox PARC, and he liked the idea of a bitmapped display and windows, but he was not as charmed by all the cute graphics and icons, and he absolutely detested the idea of using a point-and-click mouse rather than the keyboard. “Some of the people on the project became enamored of the quest to do everything with the mouse,” he later groused. “Another example is the absurd application of icons. An icon is a symbol equally incomprehensible in all human languages. There’s a reason why humans invented phonetic languages.”

Raskin’s former student Bill Atkinson sided with Jobs. They both wanted a powerful processor that could support whizzier graphics and the use of a mouse. “Steve had to take the project away from Jef,” Atkinson said. “Jef was pretty firm and stubborn, and Steve was right to take it over. The world got a better result.”[Vi]

The disagreements were more than just philosophical; they became clashes of personality. “I think that he likes people to jump when he says jump,” Raskin once said. “I felt that he was untrustworthy, and that he does not take kindly to being found wanting. He doesn’t seem to like people who see him without a halo.” Jobs was equally dismissive of Raskin. “Jef was really pompous,” he said. “He didn’t know much about interfaces. So I decided to nab some of his people who were really good, like Atkinson, bring in some of my own, take the thing over and build a less expensive Lisa, not some piece of junk.”

Some on the team found Jobs impossible to work with. “Jobs seems to introduce tension, politics, and hassles rather than enjoying a buffer from those distractions,” one engineer wrote in a memo to Raskin in December 1980. “I thoroughly enjoy talking with him, and I admire his ideas, practical perspective, and energy. But I just don’t feel that he provides the trusting, supportive, relaxed environment that I need.”[Vi]

But many others realized that despite his temperamental failings, Jobs had the charisma and corporate clout that would lead them to “make a dent in the universe.” Jobs told the staff that Raskin was just a dreamer, whereas he was a doer and would get the Mac done in a year. It was clear he wanted vindication for having been ousted from the Lisa group, and he was energized by competition. He publicly bet John Couch $5,000 that the Mac would ship before the Lisa. “We can make a computer that’s cheaper and better than the Lisa, and get it out first,” he told the team.

Jobs asserted his control of the group by canceling a brown-bag lunch seminar that Raskin was scheduled to give to the whole company in February 1981. Raskin happened to go by the room anyway and discovered that there were a hundred people there waiting to hear him; Jobs had not bothered to notify anyone else about his cancellation order. So Raskin went ahead and gave a talk.

That incident led Raskin to write a blistering memo to Mike Scott, who once again found himself in the difficult position of being a president trying to manage a company’s temperamental cofounder and major stockholder. It was titled “Working for/with Steve Jobs,” and in it Raskin asserted:[Vi]

He is a dreadful manager. . . . I have always liked Steve, but I have found it impossible to work for him. . . . Jobs regularly misses appointments. This is so well-known as to be almost a running joke. . . . He acts without thinking and with bad judgment. . . . He does not give credit where due. . . . Very often, when told of a new idea, he will immediately attack it and say that it is worthless or even stupid, and tell you that it was a waste of time to work on it. This alone is bad management, but if the idea is a good one he will soon be telling people about it as though it was his own.[Vi]

That afternoon Scott called in Jobs and Raskin for a showdown in front of Markkula. Jobs started crying. He and Raskin agreed on only one thing: Neither could work for the other one. On the Lisa project, Scott had sided with Couch. This time he decided it was best to let Jobs win. After all, the Mac was a minor development project housed in a distant building that could keep Jobs occupied away from the main campus. Raskin was told to take a leave of absence. “They wanted to humor me and give me something to do, which was fine,” Jobs recalled. “It was like going back to the garage for me. I had my own ragtag team and I was in control.”

Raskin’s ouster may not have seemed fair, but it ended up being good for the Macintosh. Raskin wanted an appliance with little memory, an anemic processor, a cassette tape, no mouse, and minimal graphics. Unlike Jobs, he might have been able to keep the price down to close to $1,000, and that may have helped Apple win market share. But he could not have pulled off what Jobs did, which was to create and market a machine that would transform personal computing. In fact we can see where the road not taken led. Raskin was hired by Canon to build the machine he wanted. “It was the Canon Cat, and it was a total flop,” Atkinson said. “Nobody wanted it. When Steve turned the Mac into a compact version of the Lisa, it made it into a computing platform instead of a consumer electronic device.”[Vi]

Raskin died of pancreatic cancer in 2005, not long after Jobs was diagnosed with the disease.

Raskin chết vì ung thư tuyến tụy năm 2005, không lâu sau khi Jobs được chẩn đoán mắc bệnh.

Texaco Towers

A few days after Raskin left, Jobs appeared at the cubicle of Andy Hertzfeld, a young engineer on the Apple II team, who had a cherubic face and impish demeanor similar to his pal Burrell Smith’s. Hertzfeld recalled that most of his colleagues were afraid of Jobs “because of his spontaneous temper tantrums and his proclivity to tell everyone exactly what he thought, which often wasn’t very favorable.” But Hertzfeld was excited by him. “Are you any good?” Jobs asked the moment he walked in. “We only want really good people working on the Mac, and I’m not sure you’re good enough.” Hertzfeld knew how to answer. “I told him that yes, I thought that I was pretty good.”

Jobs left, and Hertzfeld went back to his work. Later that afternoon he looked up to see Jobs peering over the wall of his cubicle. “I’ve got good news for you,” he said. “You’re working on the Mac team now. Come with me.”[Vi]

Hertzfeld replied that he needed a couple more days to finish the Apple II product he was in the middle of. “What’s more important than working on the Macintosh?” Jobs demanded. Hertzfeld explained that he needed to get his Apple II DOS program in good enough shape to hand it over to someone. “You’re just wasting your time with that!” Jobs replied. “Who cares about the Apple II? The Apple II will be dead in a few years. The Macintosh is the future of Apple, and you’re going to start on it now!” With that, Jobs yanked out the power cord to Hertzfeld’s Apple II, causing the code he was working on to vanish. “Come with me,” Jobs said. “I’m going to take you to your new desk.” Jobs drove Hertzfeld, computer and all, in his silver Mercedes to the Macintosh offices. “Here’s your new desk,” he said, plopping him in a space next to Burrell Smith. “Welcome to the Mac team!” The desk had been Raskin’s. In fact Raskin had left so hastily that some of the drawers were still filled with his flotsam and jetsam, including model airplanes.[Vi]

Jobs’s primary test for recruiting people in the spring of 1981 to be part of his merry band of pirates was making sure they had a passion for the product. He would sometimes bring candidates into a room where a prototype of the Mac was covered by a cloth, dramatically unveil it, and watch. “If their eyes lit up, if they went right for the mouse and started pointing and clicking, Steve would smile and hire them,” recalled Andrea Cunningham. “He wanted them to say ‘Wow!’ ”

Bruce Horn was one of the programmers at Xerox PARC. When some of his friends, such as Larry Tesler, decided to join the Macintosh group, Horn considered going there as well. But he got a good offer, and a $15,000 signing bonus, to join another company. Jobs called him on a Friday night. “You have to come into Apple tomorrow morning,” he said. “I have a lot of stuff to show you.” Horn did, and Jobs hooked him. “Steve was so passionate about building this amazing device that would change the world,” Horn recalled. “By sheer force of his personality, he changed my mind.” Jobs showed Horn exactly how the plastic would be molded and would fit together at perfect angles, and how good the board was going to look inside. “He wanted me to see that this whole thing was going to happen and it was thought out from end to end. Wow, I said, I don’t see that kind of passion every day. So I signed up.”[Vi]

Jobs even tried to reengage Wozniak. “I resented the fact that he had not been doing much, but then I thought, hell, I wouldn’t be here without his brilliance,” Jobs later told me. But as soon as Jobs was starting to get him interested in the Mac, Wozniak crashed his new single-engine Beechcraft while attempting a takeoff near Santa Cruz. He barely survived and ended up with partial amnesia. Jobs spent time at the hospital, but when Wozniak recovered he decided it was time to take a break from Apple. Ten years after dropping out of Berkeley, he decided to return there to finally get his degree, enrolling under the name of Rocky Raccoon Clark.

In order to make the project his own, Jobs decided it should no longer be code-named after Raskin’s favorite apple. In various interviews, Jobs had been referring to computers as a bicycle for the mind; the ability of humans to create a bicycle allowed them to move more efficiently than even a condor, and likewise the ability to create computers would multiply the efficiency of their minds. So one day Jobs decreed that henceforth the Macintosh should be known instead as the Bicycle. This did not go over well. “Burrell and I thought this was the silliest thing we ever heard, and we simply refused to use the new name,” recalled Hertzfeld. Within a month the idea was dropped.[Vi]

By early 1981 the Mac team had grown to about twenty, and Jobs decided that they should have bigger quarters. So he moved everyone to the second floor of a brown-shingled, two-story building about three blocks from Apple’s main offices. It was next to a Texaco station and thus became known as Texaco Towers. In order to make the office more lively, he told the team to buy a stereo system. “Burrell and I ran out and bought a silver, cassette-based boom box right away, before he could change his mind,” recalled Hertzfeld.

Jobs’s triumph was soon complete. A few weeks after winning his power struggle with Raskin to run the Mac division, he helped push out Mike Scott as Apple’s president. Scotty had become more and more erratic, alternately bullying and nurturing. He finally lost most of his support among the employees when he surprised them by imposing a round of layoffs that he handled with atypical ruthlessness. In addition, he had begun to suffer a variety of afflictions, ranging from eye infections to narcolepsy. When Scott was on vacation in Hawaii, Markkula called together the top managers to ask if he should be replaced. Most of them, including Jobs and John Couch, said yes. So Markkula took over as an interim and rather passive president, and Jobs found that he now had full rein to do what he wanted with the Mac division.[Vi]

—ooOoo—

CHAPTER ELEVEN

THE REALITY DISTORTION FIELD

Playing by His Own Set of Rules

The original Mac team in 1984: George Crow, Joanna Hoffman, Burrell Smith, Andy Hertzfeld, Bill Atkinson, and Jerry Manock[Vi]

When Andy Hertzfeld joined the Macintosh team, he got a briefing from Bud Tribble, the other software designer, about the huge amount of work that still needed to be done. Jobs wanted it finished by January 1982, less than a year away. “That’s crazy,” Hertzfeld said. “There’s no way.” Tribble said that Jobs would not accept any contrary facts. “The best way to describe the situation is a term from Star Trek,” Tribble explained. “Steve has a reality distortion field.” When Hertzfeld looked puzzled, Tribble elaborated. “In his presence, reality is malleable. He can convince anyone of practically anything. It wears off when he’s not around, but it makes it hard to have realistic schedules.”

Tribble recalled that he adopted the phrase from the “Menagerie” episodes of Star Trek, “in which the aliens create their own new world through sheer mental force.” He meant the phrase to be a compliment as well as a caution: “It was dangerous to get caught in Steve’s distortion field, but it was what led him to actually be able to change reality.”

At first Hertzfeld thought that Tribble was exaggerating, but after two weeks of working with Jobs, he became a keen observer of the phenomenon. “The reality distortion field was a confounding mélange of a charismatic rhetorical style, indomitable will, and eagerness to bend any fact to fit the purpose at hand,” he said.[Vi]

There was little that could shield you from the force, Hertzfeld discovered. “Amazingly, the reality distortion field seemed to be effective even if you were acutely aware of it. We would often discuss potential techniques for grounding it, but after a while most of us gave up, accepting it as a force of nature.” After Jobs decreed that the sodas in the office refrigerator be replaced by Odwalla organic orange and carrot juices, someone on the team had T-shirts made. “Reality Distortion Field,” they said on the front, and on the back, “It’s in the juice!”

To some people, calling it a reality distortion field was just a clever way to say that Jobs tended to lie. But it was in fact a more complex form of dissembling. He would assert something—be it a fact about world history or a recounting of who suggested an idea at a meeting—without even considering the truth. It came from willfully defying reality, not only to others but to himself. “He can deceive himself,” said Bill Atkinson. “It allowed him to con people into believing his vision, because he has personally embraced and internalized it.”[Vi]

A lot of people distort reality, of course. When Jobs did so, it was often a tactic for accomplishing something. Wozniak, who was as congenitally honest as Jobs was tactical, marveled at how effective it could be. “His reality distortion is when he has an illogical vision of the future, such as telling me that I could design the Breakout game in just a few days. You realize that it can’t be true, but he somehow makes it true.”

When members of the Mac team got ensnared in his reality distortion field, they were almost hypnotized. “He reminded me of Rasputin,” said Debi Coleman. “He laser-beamed in on you and didn’t blink. It didn’t matter if he was serving purple Kool-Aid. You drank it.” But like Wozniak, she believed that the reality distortion field was empowering: It enabled Jobs to inspire his team to change the course of computer history with a fraction of the resources of Xerox or IBM. “It was a self-fulfilling distortion,” she claimed. “You did the impossible, because you didn’t realize it was impossible.”[Vi]

At the root of the reality distortion was Jobs’s belief that the rules didn’t apply to him. He had some evidence for this; in his childhood, he had often been able to bend reality to his desires. Rebelliousness and willfulness were ingrained in his character. He had the sense that he was special, a chosen one, an enlightened one. “He thinks there are a few people who are special—people like Einstein and Gandhi and the gurus he met in India—and he’s one of them,” said Hertzfeld. “He told Chrisann this. Once he even hinted to me that he was enlightened. It’s almost like Nietzsche.” Jobs never studied Nietzsche, but the philosopher’s concept of the will to power and the special nature of the Überman came naturally to him. As Nietzsche wrote in Thus Spoke Zarathustra, “The spirit now wills his own will, and he who had been lost to the world now conquers the world.” If reality did not comport with his will, he would ignore it, as he had done with the birth of his daughter and would do years later, when first diagnosed with cancer. Even in small everyday rebellions, such as not putting a license plate on his car and parking it in handicapped spaces, he acted as if he were not subject to the strictures around him.

Another key aspect of Jobs’s worldview was his binary way of categorizing things. People were either “enlightened” or “an asshole.” Their work was either “the best” or “totally shitty.” Bill Atkinson, the Mac designer who fell on the good side of these dichotomies, described what it was like:[Vi]

It was difficult working under Steve, because there was a great polarity between gods and shitheads. If you were a god, you were up on a pedestal and could do no wrong. Those of us who were considered to be gods, as I was, knew that we were actually mortal and made bad engineering decisions and farted like any person, so we were always afraid that we would get knocked off our pedestal. The ones who were shitheads, who were brilliant engineers working very hard, felt there was no way they could get appreciated and rise above their status.[Vi]

But these categories were not immutable, for Jobs could rapidly reverse himself. When briefing Hertzfeld about the reality distortion field, Tribble specifically warned him about Jobs’s tendency to resemble high-voltage alternating current. “Just because he tells you that something is awful or great, it doesn’t necessarily mean he’ll feel that way tomorrow,” Tribble explained. “If you tell him a new idea, he’ll usually tell you that he thinks it’s stupid. But then, if he actually likes it, exactly one week later, he’ll come back to you and propose your idea to you, as if he thought of it.”

The audacity of this pirouette technique would have dazzled Diaghilev. “If one line of argument failed to persuade, he would deftly switch to another,” Hertzfeld said. “Sometimes, he would throw you off balance by suddenly adopting your position as his own, without acknowledging that he ever thought differently.” That happened repeatedly to Bruce Horn, the programmer who, with Tesler, had been lured from Xerox PARC. “One week I’d tell him about an idea that I had, and he would say it was crazy,” recalled Horn. “The next week, he’d come and say, ‘Hey I have this great idea’—and it would be my idea! You’d call him on it and say, ‘Steve, I told you that a week ago,’ and he’d say, ‘Yeah, yeah, yeah’ and just move right along.”[Vi]

It was as if Jobs’s brain circuits were missing a device that would modulate the extreme spikes of impulsive opinions that popped into his mind. So in dealing with him, the Mac team adopted an audio concept called a “low pass filter.” In processing his input, they learned to reduce the amplitude of his high-frequency signals. That served to smooth out the data set and provide a less jittery moving average of his evolving attitudes. “After a few cycles of him taking alternating extreme positions,” said Hertzfeld, “we would learn to low pass filter his signals and not react to the extremes.”

Was Jobs’s unfiltered behavior caused by a lack of emotional sensitivity? No. Almost the opposite. He was very emotionally attuned, able to read people and know their psychological strengths and vulnerabilities. He could stun an unsuspecting victim with an emotional towel-snap, perfectly aimed. He intuitively knew when someone was faking it or truly knew something. This made him masterful at cajoling, stroking, persuading, flattering, and intimidating people. “He had the uncanny capacity to know exactly what your weak point is, know what will make you feel small, to make you cringe,” Joanna Hoffman said. “It’s a common trait in people who are charismatic and know how to manipulate people. Knowing that he can crush you makes you feel weakened and eager for his approval, so then he can elevate you and put you on a pedestal and own you.”[Vi]

Ann Bowers became an expert at dealing with Jobs’s perfectionism, petulance, and prickliness. She had been the human resources director at Intel, but had stepped aside after she married its cofounder Bob Noyce. She joined Apple in 1980 and served as a calming mother figure who would step in after one of Jobs’s tantrums. She would go to his office, shut the door, and gently lecture him. “I know, I know,” he would say. “Well, then, please stop doing it,” she would insist. Bowers recalled, “He would be good for a while, and then a week or so later I would get a call again.” She realized that he could barely contain himself. “He had these huge expectations, and if people didn’t deliver, he couldn’t stand it. He couldn’t control himself. I could understand why Steve would get upset, and he was usually right, but it had a hurtful effect. It created a fear factor. He was self-aware, but that didn’t always modify his behavior.”

Jobs became close to Bowers and her husband, and he would drop in at their Los Gatos Hills home unannounced. She would hear his motorcycle in the distance and say, “I guess we have Steve for dinner again.” For a while she and Noyce were like a surrogate family. “He was so bright and also so needy. He needed a grown-up, a father figure, which Bob became, and I became like a mother figure.”[Vi]

There were some upsides to Jobs’s demanding and wounding behavior. People who were not crushed ended up being stronger. They did better work, out of both fear and an eagerness to please. “His behavior can be emotionally draining, but if you survive, it works,” Hoffman said. You could also push back—sometimes—and not only survive but thrive. That didn’t always work; Raskin tried it, succeeded for a while, and then was destroyed. But if you were calmly confident, if Jobs sized you up and decided that you knew what you were doing, he would respect you. In both his personal and his professional life over the years, his inner circle tended to include many more strong people than toadies.

The Mac team knew that. Every year, beginning in 1981, it gave out an award to the person who did the best job of standing up to him. The award was partly a joke, but also partly real, and Jobs knew about it and liked it. Joanna Hoffman won the first year. From an Eastern European refugee family, she had a strong temper and will. One day, for example, she discovered that Jobs had changed her marketing projections in a way she found totally reality-distorting. Furious, she marched to his office. “As I’m climbing the stairs, I told his assistant I am going to take a knife and stab it into his heart,” she recounted. Al Eisenstat, the corporate counsel, came running out to restrain her. “But Steve heard me out and backed down.”[Vi]

Hoffman won the award again in 1982. “I remember being envious of Joanna, because she would stand up to Steve and I didn’t have the nerve yet,” said Debi Coleman, who joined the Mac team that year. “Then, in 1983, I got the award. I had learned you had to stand up for what you believe, which Steve respected. I started getting promoted by him after that.” Eventually she rose to become head of manufacturing.

One day Jobs barged into the cubicle of one of Atkinson’s engineers and uttered his usual “This is shit.” As Atkinson recalled, “The guy said, ‘No it’s not, it’s actually the best way,’ and he explained to Steve the engineering trade-offs he’d made.” Jobs backed down. Atkinson taught his team to put Jobs’s words through a translator. “We learned to interpret ‘This is shit’ to actually be a question that means, ‘Tell me why this is the best way to do it.’ ” But the story had a coda, which Atkinson also found instructive. Eventually the engineer found an even better way to perform the function that Jobs had criticized. “He did it better because Steve had challenged him,” said Atkinson, “which shows you can push back on him but should also listen, for he’s usually right.”[Vi]

Jobs’s prickly behavior was partly driven by his perfectionism and his impatience with those who made compromises in order to get a product out on time and on budget. “He could not make trade-offs well,” said Atkinson. “If someone didn’t care to make their product perfect, they were a bozo.” At the West Coast Computer Faire in April 1981, for example, Adam Osborne released the first truly portable personal computer. It was not great—it had a five-inch screen and not much memory—but it worked well enough. As Osborne famously declared, “Adequacy is sufficient. All else is superfluous.” Jobs found that approach to be morally appalling, and he spent days making fun of Osborne. “This guy just doesn’t get it,” Jobs repeatedly railed as he wandered the Apple corridors. “He’s not making art, he’s making shit.”

One day Jobs came into the cubicle of Larry Kenyon, an engineer who was working on the Macintosh operating system, and complained that it was taking too long to boot up. Kenyon started to explain, but Jobs cut him off. “If it could save a person’s life, would you find a way to shave ten seconds off the boot time?” he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if there were five million people using the Mac, and it took ten seconds extra to turn it on every day, that added up to three hundred million or so hours per year that people would save, which was the equivalent of at least one hundred lifetimes saved per year. “Larry was suitably impressed, and a few weeks later he came back and it booted up twenty-eight seconds faster,” Atkinson recalled. “Steve had a way of motivating by looking at the bigger picture.”[Vi]

The result was that the Macintosh team came to share Jobs’s passion for making a great product, not just a profitable one. “Jobs thought of himself as an artist, and he encouraged the design team to think of ourselves that way too,” said Hertzfeld. “The goal was never to beat the competition, or to make a lot of money. It was to do the greatest thing possible, or even a little greater.” He once took the team to see an exhibit of Tiffany glass in San Francisco because he believed they could learn from Louis Tiffany’s example of creating great art that could be mass-produced. Recalled Bud Tribble, “We said to ourselves, ‘Hey, if we’re going to make things in our lives, we might as well make them beautiful.’ ”

Was all of his stormy and abusive behavior necessary? Probably not, nor was it justified. There were other ways to have motivated his team. Even though the Macintosh would turn out to be great, it was way behind schedule and way over budget because of Jobs’s impetuous interventions. There was also a cost in brutalized human feelings, which caused much of the team to burn out. “Steve’s contributions could have been made without so many stories about him terrorizing folks,” Wozniak said. “I like being more patient and not having so many conflicts. I think a company can be a good family. If the Macintosh project had been run my way, things probably would have been a mess. But I think if it had been a mix of both our styles, it would have been better than just the way Steve did it.”[Vi]

But even though Jobs’s style could be demoralizing, it could also be oddly inspiring. It infused Apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish what seemed impossible. They had T-shirts made that read “90 hours a week and loving it!” Out of a fear of Jobs mixed with an incredibly strong urge to impress him, they exceeded their own expectations. “I’ve learned over the years that when you have really good people you don’t have to baby them,” Jobs later explained. “By expecting them to do great things, you can get them to do great things. The original Mac team taught me that A-plus players like to work together, and they don’t like it if you tolerate B work. Ask any member of that Mac team. They will tell you it was worth the pain.”

Most of them agree. “He would shout at a meeting, ‘You asshole, you never do anything right,’ ” Debi Coleman recalled. “It was like an hourly occurrence. Yet I consider myself the absolute luckiest person in the world to have worked with him.”[Vi]

—ooOoo—

CHAPTER TWELVE

THE DESIGN

Real Artists Simplify

A Bauhaus Aesthetic

Unlike most kids who grew up in Eichler homes, Jobs knew what they were and why they were so wonderful. He liked the notion of simple and clean modernism produced for the masses. He also loved listening to his father describe the styling intricacies of various cars. So from the beginning at Apple, he believed that great industrial design—a colorfully simple logo, a sleek case for the Apple II—would set the company apart and make its products distinctive.

The company’s first office, after it moved out of his family garage, was in a small building it shared with a Sony sales office. Sony was famous for its signature style and memorable product designs, so Jobs would drop by to study the marketing material. “He would come in looking scruffy and fondle the product brochures and point out design features,” said Dan’l Lewin, who worked there. “Every now and then, he would ask, ‘Can I take this brochure?’ ” By 1980, he had hired Lewin.[Vi]

His fondness for the dark, industrial look of Sony receded around June 1981, when he began attending the annual International Design Conference in Aspen. The meeting that year focused on Italian style, and it featured the architect-designer Mario Bellini, the filmmaker Bernardo Bertolucci, the car maker Sergio Pininfarina, and the Fiat heiress and politician Susanna Agnelli. “I had come to revere the Italian designers, just like the kid in Breaking Away reveres the Italian bikers,” recalled Jobs, “so it was an amazing inspiration.”

In Aspen he was exposed to the spare and functional design philosophy of the Bauhaus movement, which was enshrined by Herbert Bayer in the buildings, living suites, sans serif font typography, and furniture on the Aspen Institute campus. Like his mentors Walter Gropius and Ludwig Mies van der Rohe, Bayer believed that there should be no distinction between fine art and applied industrial design. The modernist International Style championed by the Bauhaus taught that design should be simple, yet have an expressive spirit. It emphasized rationality and functionality by employing clean lines and forms. Among the maxims preached by Mies and Gropius were “God is in the details” and “Less is more.” As with Eichler homes, the artistic sensibility was combined with the capability for mass production.[Vi]

Jobs publicly discussed his embrace of the Bauhaus style in a talk he gave at the 1983 design conference, the theme of which was “The Future Isn’t What It Used to Be.” He predicted the passing of the Sony style in favor of Bauhaus simplicity. “The current wave of industrial design is Sony’s high-tech look, which is gunmetal gray, maybe paint it black, do weird stuff to it,” he said. “It’s easy to do that. But it’s not great.” He proposed an alternative, born of the Bauhaus, that was more true to the function and nature of the products. “What we’re going to do is make the products high-tech, and we’re going to package them cleanly so that you know they’re high-tech. We will fit them in a small package, and then we can make them beautiful and white, just like Braun does with its electronics.”

He repeatedly emphasized that Apple’s products would be clean and simple. “We will make them bright and pure and honest about being high-tech, rather than a heavy industrial look of black, black, black, black, like Sony,” he preached. “So that’s our approach. Very simple, and we’re really shooting for Museum of Modern Art quality. The way we’re running the company, the product design, the advertising, it all comes down to this: Let’s make it simple. Really simple.” Apple’s design mantra would remain the one featured on its first brochure: “Simplicity is the ultimate sophistication.”[Vi]

Jobs felt that design simplicity should be linked to making products easy to use. Those goals do not always go together. Sometimes a design can be so sleek and simple that a user finds it intimidating or unfriendly to navigate. “The main thing in our design is that we have to make things intuitively obvious,” Jobs told the crowd of design mavens. For example, he extolled the desktop metaphor he was creating for the Macintosh. “People know how to deal with a desktop intuitively. If you walk into an office, there are papers on the desk. The one on the top is the most important. People know how to switch priority. Part of the reason we model our computers on metaphors like the desktop is that we can leverage this experience people already have.”

Speaking at the same time as Jobs that Wednesday afternoon, but in a smaller seminar room, was Maya Lin, twenty-three, who had been catapulted into fame the previous November when her Vietnam Veterans Memorial was dedicated in Washington, D.C. They struck up a close friendship, and Jobs invited her to visit Apple. “I came to work with Steve for a week,” Lin recalled. “I asked him, ‘Why do computers look like clunky TV sets? Why don’t you make something thin? Why not a flat laptop?’ ” Jobs replied that this was indeed his goal, as soon as the technology was ready.[Vi]

At that time there was not much exciting happening in the realm of industrial design, Jobs felt. He had a Richard Sapper lamp, which he admired, and he also liked the furniture of Charles and Ray Eames and the Braun products of Dieter Rams. But there were no towering figures energizing the world of industrial design the way that Raymond Loewy and Herbert Bayer had done. “There really wasn’t much going on in industrial design, particularly in Silicon Valley, and Steve was very eager to change that,” said Lin. “His design sensibility is sleek but not slick, and it’s playful. He embraced minimalism, which came from his Zen devotion to simplicity, but he avoided allowing that to make his products cold. They stayed fun. He’s passionate and super-serious about design, but at the same time there’s a sense of play.”

As Jobs’s design sensibilities evolved, he became particularly attracted to the Japanese style and began hanging out with its stars, such as Issey Miyake. His Buddhist training was a big influence. “I have always found Buddhism, Japanese Zen Buddhism in particular, to be aesthetically sublime,” he said. “The most sublime thing I’ve ever seen are the gardens around Kyoto. I’m deeply moved by what that culture has produced, and it’s directly from Zen Buddhism.”[Vi]

Like a Porsche

Jef Raskin’s vision for the Macintosh was that it would be like a boxy carry-on suitcase, which would be closed by flipping up the keyboard over the front screen. When Jobs took over the project, he decided to sacrifice portability for a distinctive design that wouldn’t take up much space on a desk. He plopped down a phone book and declared, to the horror of the engineers, that it shouldn’t have a footprint larger than that. So his design team of Jerry Manock and Terry Oyama began working on ideas that had the screen above the computer box, with a keyboard that was detachable.

One day in March 1981, Andy Hertzfeld came back to the office from dinner to find Jobs hovering over their one Mac prototype in intense discussion with the creative services director, James Ferris. “We need it to have a classic look that won’t go out of style, like the Volkswagen Beetle,” Jobs said. From his father he had developed an appreciation for the contours of classic cars.

“No, that’s not right,” Ferris replied. “The lines should be voluptuous, like a Ferrari.”[Vi]

“Not a Ferrari, that’s not right either,” Jobs countered. “It should be more like a Porsche!” Jobs owned a Porsche 928 at the time. When Bill Atkinson was over one weekend, Jobs brought him outside to admire the car. “Great art stretches the taste, it doesn’t follow tastes,” he told Atkinson. He also admired the design of the Mercedes. “Over the years, they’ve made the lines softer but the details starker,” he said one day as he walked around the parking lot. “That’s what we have to do with the Macintosh.”

Oyama drafted a preliminary design and had a plaster model made. The Mac team gathered around for the unveiling and expressed their thoughts. Hertzfeld called it “cute.” Others also seemed satisfied. Then Jobs let loose a blistering burst of criticism. “It’s way too boxy, it’s got to be more curvaceous. The radius of the first chamfer needs to be bigger, and I don’t like the size of the bevel.” With his new fluency in industrial design lingo, Jobs was referring to the angular or curved edge connecting the sides of the computer. But then he gave a resounding compliment. “It’s a start,” he said.[Vi]

Every month or so, Manock and Oyama would present a new iteration based on Jobs’s previous criticisms. The latest plaster model would be dramatically unveiled, and all the previous attempts would be lined up next to it. That not only helped them gauge the design’s evolution, but it prevented Jobs from insisting that one of his suggestions had been ignored. “By the fourth model, I could barely distinguish it from the third one,” said Hertzfeld, “but Steve was always critical and decisive, saying he loved or hated a detail that I could barely perceive.”

One weekend Jobs went to Macy’s in Palo Alto and again spent time studying appliances, especially the Cuisinart. He came bounding into the Mac office that Monday, asked the design team to go buy one, and made a raft of new suggestions based on its lines, curves, and bevels.

Jobs kept insisting that the machine should look friendly. As a result, it evolved to resemble a human face. With the disk drive built in below the screen, the unit was taller and narrower than most computers, suggesting a head. The recess near the base evoked a gentle chin, and Jobs narrowed the strip of plastic at the top so that it avoided the Neanderthal forehead that made the Lisa subtly unattractive. The patent for the design of the Apple case was issued in the name of Steve Jobs as well as Manock and Oyama. “Even though Steve didn’t draw any of the lines, his ideas and inspiration made the design what it is,” Oyama later said. “To be honest, we didn’t know what it meant for a computer to be ‘friendly’ until Steve told us.”[Vi]

Jobs obsessed with equal intensity about the look of what would appear on the screen. One day Bill Atkinson burst into Texaco Towers all excited. He had just come up with a brilliant algorithm that could draw circles and ovals onscreen quickly. The math for making circles usually required calculating square roots, which the 68000 microprocessor didn’t support. But Atkinson did a workaround based on the fact that the sum of a sequence of odd numbers produces a sequence of perfect squares (for example, 1 + 3 = 4, 1 + 3 + 5 = 9, etc.). Hertzfeld recalled that when Atkinson fired up his demo, everyone was impressed except Jobs. “Well, circles and ovals are good,” he said, “but how about drawing rectangles with rounded corners?”

“I don’t think we really need it,” said Atkinson, who explained that it would be almost impossible to do. “I wanted to keep the graphics routines lean and limit them to the primitives that truly needed to be done,” he recalled.

“Rectangles with rounded corners are everywhere!” Jobs said, jumping up and getting more intense. “Just look around this room!” He pointed out the whiteboard and the tabletop and other objects that were rectangular with rounded corners. “And look outside, there’s even more, practically everywhere you look!” He dragged Atkinson out for a walk, pointing out car windows and billboards and street signs. “Within three blocks, we found seventeen examples,” said Jobs. “I started pointing them out everywhere until he was completely convinced.”[Vi]

“When he finally got to a No Parking sign, I said, ‘Okay, you’re right, I give up. We need to have a rounded-corner rectangle as a primitive!’ ” Hertzfeld recalled, “Bill returned to Texaco Towers the following afternoon, with a big smile on his face. His demo was now drawing rectangles with beautifully rounded corners blisteringly fast.” The dialogue boxes and windows on the Lisa and the Mac, and almost every other subsequent computer, ended up being rendered with rounded corners.

At the calligraphy class he had audited at Reed, Jobs learned to love typefaces, with all of their serif and sans serif variations, proportional spacing, and leading. “When we were designing the first Macintosh computer, it all came back to me,” he later said of that class. Because the Mac was bitmapped, it was possible to devise an endless array of fonts, ranging from the elegant to the wacky, and render them pixel by pixel on the screen.

To design these fonts, Hertzfeld recruited a high school friend from suburban Philadelphia, Susan Kare. They named the fonts after the stops on Philadelphia’s Main Line commuter train: Overbrook, Merion, Ardmore, and Rosemont. Jobs found the process fascinating. Late one afternoon he stopped by and started brooding about the font names. They were “little cities that nobody’s ever heard of,” he complained. “They ought to be world-class cities!” The fonts were renamed Chicago, New York, Geneva, London, San Francisco, Toronto, and Venice.[Vi]

Markkula and some others could never quite appreciate Jobs’s obsession with typography. “His knowledge of fonts was remarkable, and he kept insisting on having great ones,” Markkula recalled. “I kept saying, ‘Fonts?!? Don’t we have more important things to do?’ ” In fact the delightful assortment of Macintosh fonts, when combined with laser-writer printing and great graphics capabilities, would help launch the desktop publishing industry and be a boon for Apple’s bottom line. It also introduced all sorts of regular folks, ranging from high school journalists to moms who edited PTA newsletters, to the quirky joy of knowing about fonts, which was once reserved for printers, grizzled editors, and other ink-stained wretches.

Kare also developed the icons, such as the trash can for discarding files, that helped define graphical interfaces. She and Jobs hit it off because they shared an instinct for simplicity along with a desire to make the Mac whimsical. “He usually came in at the end of every day,” she said. “He’d always want to know what was new, and he’s always had good taste and a good sense for visual details.” Sometimes he came in on Sunday morning, so Kare made it a point to be there working. Every now and then, she would run into a problem. He rejected one of her renderings of a rabbit, an icon for speeding up the mouse-click rate, saying that the furry creature looked “too gay.”[Vi]

Jobs lavished similar attention on the title bars atop windows and documents. He had Atkinson and Kare do them over and over again as he agonized over their look. He did not like the ones on the Lisa because they were too black and harsh. He wanted the ones on the Mac to be smoother, to have pinstripes. “We must have gone through twenty different title bar designs before he was happy,” Atkinson recalled. At one point Kare and Atkinson complained that he was making them spend too much time on tiny little tweaks to the title bar when they had bigger things to do. Jobs erupted. “Can you imagine looking at that every day?” he shouted. “It’s not just a little thing, it’s something we have to do right.”

Chris Espinosa found one way to satisfy Jobs’s design demands and control-freak tendencies. One of Wozniak’s youthful acolytes from the days in the garage, Espinosa had been convinced to drop out of Berkeley by Jobs, who argued that he would always have a chance to study, but only one chance to work on the Mac. On his own, he decided to design a calculator for the computer. “We all gathered around as Chris showed the calculator to Steve and then held his breath, waiting for Steve’s reaction,” Hertzfeld recalled.[Vi]

“Well, it’s a start,” Jobs said, “but basically, it stinks. The background color is too dark, some lines are the wrong thickness, and the buttons are too big.” Espinosa kept refining it in response to Jobs’s critiques, day after day, but with each iteration came new criticisms. So finally one afternoon, when Jobs came by, Espinosa unveiled his inspired solution: “The Steve Jobs Roll Your Own Calculator Construction Set.” It allowed the user to tweak and personalize the look of the calculator by changing the thickness of the lines, the size of the buttons, the shading, the background, and other attributes. Instead of just laughing, Jobs plunged in and started to play around with the look to suit his tastes. After about ten minutes he got it the way he liked. His design, not surprisingly, was the one that shipped on the Mac and remained the standard for fifteen years.

Although his focus was on the Macintosh, Jobs wanted to create a consistent design language for all Apple products. So he set up a contest to choose a world-class designer who would be for Apple what Dieter Rams was for Braun. The project was code-named Snow White, not because of his preference for the color but because the products to be designed were code-named after the seven dwarfs. The winner was Hartmut Esslinger, a German designer who was responsible for the look of Sony’s Trinitron televisions. Jobs flew to the Black Forest region to meet him and was impressed not only with Esslinger’s passion but also his spirited way of driving his Mercedes at more than one hundred miles per hour.[Vi]

Even though he was German, Esslinger proposed that there should be a “born-in-America gene for Apple’s DNA” that would produce a “California global” look, inspired by “Hollywood and music, a bit of rebellion, and natural sex appeal.” His guiding principle was “Form follows emotion,” a play on the familiar maxim that form follows function. He produced forty models of products to demonstrate the concept, and when Jobs saw them he proclaimed, “Yes, this is it!” The Snow White look, which was adopted immediately for the Apple IIc, featured white cases, tight rounded curves, and lines of thin grooves for both ventilation and decoration. Jobs offered Esslinger a contract on the condition that he move to California. They shook hands and, in Esslinger’s not-so-modest words, “that handshake launched one of the most decisive collaborations in the history of industrial design.” Esslinger’s firm, frogdesign*, opened in Palo Alto in mid-1983 with a $1.2 million annual contract to work for Apple, and from then on every Apple product has included the proud declaration “Designed in California.”[Vi]

* The firm changed its name from frogdesign to frog design in 2000 and moved to San Francisco. Esslinger picked the original name not merely because frogs have the ability to metamorphose, but as a salute to its roots in the (f)ederal (r)epublic (o)f (g)ermany. He said that “the lowercase letters offered a nod to the Bauhaus notion of a non-hierarchical language, reinforcing the company’s ethos of democratic partnership.”

Công ty đã đổi tên từ frog-design thành thiết kế frog vào năm 2000 và chuyển đến San Francisco. Esslinger chọn tên ban đầu không chỉ đơn thuần là vì frog có khả năng biến đổi, mà như một lời chào cho nguồn gốc của nó trong (nước cộng hòa liên bang của Đức). Ông nói rằng, những chữ cái viết thường cung cấp một sự bằng lòng cho khái niệm Bauhaus về một ngôn ngữ không phân cấp, củng cố cho công ty về tập quán của mối quan hệ đối tác dân chủ.

• • •

From his father Jobs had learned that a hallmark of passionate craftsmanship is making sure that even the aspects that will remain hidden are done beautifully. One of the most extreme—and telling—implementations of that philosophy came when he scrutinized the printed circuit board that would hold the chips and other components deep inside the Macintosh. No consumer would ever see it, but Jobs began critiquing it on aesthetic grounds. “That part’s really pretty,” he said. “But look at the memory chips. That’s ugly. The lines are too close together.”

One of the new engineers interrupted and asked why it mattered. “The only thing that’s important is how well it works. Nobody is going to see the PC board.”

Jobs reacted typically. “I want it to be as beautiful as possible, even if it’s inside the box. A great carpenter isn’t going to use lousy wood for the back of a cabinet, even though nobody’s going to see it.” In an interview a few years later, after the Macintosh came out, Jobs again reiterated that lesson from his father: “When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.”[Vi]

From Mike Markkula he had learned the importance of packaging and presentation. People do judge a book by its cover, so for the box of the Macintosh, Jobs chose a full-color design and kept trying to make it look better. “He got the guys to redo it fifty times,” recalled Alain Rossmann, a member of the Mac team who married Joanna Hoffman. “It was going to be thrown in the trash as soon as the consumer opened it, but he was obsessed by how it looked.” To Rossmann, this showed a lack of balance; money was being spent on expensive packaging while they were trying to save money on the memory chips. But for Jobs, each detail was essential to making the Macintosh amazing.

When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first. Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.[Vi]

—ooOoo—

CHAPTER THIRTEEN

BUILDING THE MAC

The Journey Is the Reward

Competition

When IBM introduced its personal computer in August 1981, Jobs had his team buy one and dissect it. Their consensus was that it sucked. Chris Espinosa called it “a half-assed, hackneyed attempt,” and there was some truth to that. It used old-fashioned command-line prompts and didn’t support bitmapped graphical displays. Apple became cocky, not realizing that corporate technology managers might feel more comfortable buying from an established company like IBM rather than one named after a piece of fruit. Bill Gates happened to be visiting Apple headquarters for a meeting on the day the IBM PC was announced. “They didn’t seem to care,” he said. “It took them a year to realize what had happened.”

Reflecting its cheeky confidence, Apple took out a full-page ad in the Wall Street Journal with the headline “Welcome, IBM. Seriously.” It cleverly positioned the upcoming computer battle as a two-way contest between the spunky and rebellious Apple and the establishment Goliath IBM, conveniently relegating to irrelevance companies such as Commodore, Tandy, and Osborne that were doing just as well as Apple.[Vi]

Throughout his career, Jobs liked to see himself as an enlightened rebel pitted against evil empires, a Jedi warrior or Buddhist samurai fighting the forces of darkness. IBM was his perfect foil. He cleverly cast the upcoming battle not as a mere business competition, but as a spiritual struggle. “If, for some reason, we make some giant mistakes and IBM wins, my personal feeling is that we are going to enter sort of a computer Dark Ages for about twenty years,” he told an interviewer. “Once IBM gains control of a market sector, they almost always stop innovation.” Even thirty years later, reflecting back on the competition, Jobs cast it as a holy crusade: “IBM was essentially Microsoft at its worst. They were not a force for innovation; they were a force for evil. They were like ATT or Microsoft or Google is.”[Vi]

• • •

Unfortunately for Apple, Jobs also took aim at another perceived competitor to his Macintosh: the company’s own Lisa. Partly it was psychological. He had been ousted from that group, and now he wanted to beat it. He also saw healthy rivalry as a way to motivate his troops. That’s why he bet John Couch $5,000 that the Mac would ship before the Lisa. The problem was that the rivalry became unhealthy. Jobs repeatedly portrayed his band of engineers as the cool kids on the block, in contrast to the plodding HP engineer types working on the Lisa.

More substantively, when he moved away from Jef Raskin’s plan for an inexpensive and underpowered portable appliance and reconceived the Mac as a desktop machine with a graphical user interface, it became a scaled-down version of the Lisa that would likely undercut it in the marketplace.[Vi]

Larry Tesler, who managed application software for the Lisa, realized that it would be important to design both machines to use many of the same software programs. So to broker peace, he arranged for Smith and Hertzfeld to come to the Lisa work space and demonstrate the Mac prototype. Twenty-five engineers showed up and were listening politely when, halfway into the presentation, the door burst open. It was Rich Page, a volatile engineer who was responsible for much of the Lisa’s design. “The Macintosh is going to destroy the Lisa!” he shouted. “The Macintosh is going to ruin Apple!” Neither Smith nor Hertzfeld responded, so Page continued his rant. “Jobs wants to destroy Lisa because we wouldn’t let him control it,” he said, looking as if he were about to cry. “Nobody’s going to buy a Lisa because they know the Mac is coming! But you don’t care!” He stormed out of the room and slammed the door, but a moment later he barged back in briefly. “I know it’s not your fault,” he said to Smith and Hertzfeld. “Steve Jobs is the problem. Tell Steve that he’s destroying Apple!”

Jobs did indeed make the Macintosh into a low-cost competitor to the Lisa, one with incompatible software. Making matters worse was that neither machine was compatible with the Apple II. With no one in overall charge at Apple, there was no chance of keeping Jobs in harness.[Vi]

End-to-end Control

Jobs’s reluctance to make the Mac compatible with the architecture of the Lisa was motivated by more than rivalry or revenge. There was a philosophical component, one that was related to his penchant for control. He believed that for a computer to be truly great, its hardware and its software had to be tightly linked. When a computer was open to running software that also worked on other computers, it would end up sacrificing some functionality. The best products, he believed, were “whole widgets” that were designed end-to-end, with the software closely tailored to the hardware and vice versa. This is what would distinguish the Macintosh, which had an operating system that worked only on its own hardware, from the environment that Microsoft was creating, in which its operating system could be used on hardware made by many different companies.

“Jobs is a strong-willed, elitist artist who doesn’t want his creations mutated inauspiciously by unworthy programmers,” explained ZDNet’s editor Dan Farber. “It would be as if someone off the street added some brush strokes to a Picasso painting or changed the lyrics to a Dylan song.” In later years Jobs’s whole-widget approach would distinguish the iPhone, iPod, and iPad from their competitors. It resulted in awesome products. But it was not always the best strategy for dominating a market. “From the first Mac to the latest iPhone, Jobs’s systems have always been sealed shut to prevent consumers from meddling and modifying them,” noted Leander Kahney, author of Cult of the Mac.[Vi]

Jobs’s desire to control the user experience had been at the heart of his debate with Wozniak over whether the Apple II would have slots that allow a user to plug expansion cards into a computer’s motherboard and thus add some new functionality. Wozniak won that argument: The Apple II had eight slots. But this time around it would be Jobs’s machine, not Wozniak’s, and the Macintosh would have limited slots. You wouldn’t even be able to open the case and get to the motherboard. For a hobbyist or hacker, that was uncool. But for Jobs, the Macintosh was for the masses. He wanted to give them a controlled experience.

“It reflects his personality, which is to want control,” said Berry Cash, who was hired by Jobs in 1982 to be a market strategist at Texaco Towers. “Steve would talk about the Apple II and complain, ‘We don’t have control, and look at all these crazy things people are trying to do to it. That’s a mistake I’ll never make again.’ ” He went so far as to design special tools so that the Macintosh case could not be opened with a regular screwdriver. “We’re going to design this thing so nobody but Apple employees can get inside this box,” he told Cash.[Vi]

Jobs also decided to eliminate the cursor arrow keys on the Macintosh keyboard. The only way to move the cursor was to use the mouse. It was a way of forcing old-fashioned users to adapt to point-and-click navigation, even if they didn’t want to. Unlike other product developers, Jobs did not believe the customer was always right; if they wanted to resist using a mouse, they were wrong.

There was one other advantage, he believed, to eliminating the cursor keys: It forced outside software developers to write programs specially for the Mac operating system, rather than merely writing generic software that could be ported to a variety of computers. That made for the type of tight vertical integration between application software, operating systems, and hardware devices that Jobs liked.[Vi]

Jobs’s desire for end-to-end control also made him allergic to proposals that Apple license the Macintosh operating system to other office equipment manufacturers and allow them to make Macintosh clones. The new and energetic Macintosh marketing director Mike Murray proposed a licensing program in a confidential memo to Jobs in May 1982. “We would like the Macintosh user environment to become an industry standard,” he wrote. “The hitch, of course, is that now one must buy Mac hardware in order to get this user environment. Rarely (if ever) has one company been able to create and maintain an industry-wide standard that cannot be shared with other manufacturers.” His proposal was to license the Macintosh operating system to Tandy. Because Tandy’s Radio Shack stores went after a different type of customer, Murray argued, it would not severely cannibalize Apple sales. But Jobs was congenitally averse to such a plan. His approach meant that the Macintosh remained a controlled environment that met his standards, but it also meant that, as Murray feared, it would have trouble securing its place as an industry standard in a world of IBM clones.[Vi]

Machines of the Year

As 1982 drew to a close, Jobs came to believe that he was going to be Time’s Man of the Year. He arrived at Texaco Towers one day with the magazine’s San Francisco bureau chief, Michael Moritz, and encouraged colleagues to give Moritz interviews. But Jobs did not end up on the cover. Instead the magazine chose “the Computer” as the topic for the year-end issue and called it “the Machine of the Year.”

Accompanying the main story was a profile of Jobs, which was based on the reporting done by Moritz and written by Jay Cocks, an editor who usually handled rock music for the magazine. “With his smooth sales pitch and a blind faith that would have been the envy of the early Christian martyrs, it is Steven Jobs, more than anyone, who kicked open the door and let the personal computer move in,” the story proclaimed. It was a richly reported piece, but also harsh at times—so harsh that Moritz (after he wrote a book about Apple and went on to be a partner in the venture firm Sequoia Capital with Don Valentine) repudiated it by complaining that his reporting had been “siphoned, filtered, and poisoned with gossipy benzene by an editor in New York whose regular task was to chronicle the wayward world of rock-and-roll music.” The article quoted Bud Tribble on Jobs’s “reality distortion field” and noted that he “would occasionally burst into tears at meetings.” Perhaps the best quote came from Jef Raskin. Jobs, he declared, “would have made an excellent King of France.”[Vi]

To Jobs’s dismay, the magazine made public the existence of the daughter he had forsaken, Lisa Brennan. He knew that Kottke had been the one to tell the magazine about Lisa, and he berated him in the Mac group work space in front of a half dozen people. “When the Time reporter asked me if Steve had a daughter named Lisa, I said ‘Of course,’ ” Kottke recalled. “Friends don’t let friends deny that they’re the father of a child. I’m not going to let my friend be a jerk and deny paternity. He was really angry and felt violated and told me in front of everyone that I had betrayed him.”

But what truly devastated Jobs was that he was not, after all, chosen as the Man of the Year. As he later told me:

Time decided they were going to make me Man of the Year, and I was twenty-seven, so I actually cared about stuff like that. I thought it was pretty cool. They sent out Mike Moritz to write a story. We’re the same age, and I had been very successful, and I could tell he was jealous and there was an edge to him. He wrote this terrible hatchet job. So the editors in New York get this story and say, “We can’t make this guy Man of the Year.” That really hurt. But it was a good lesson. It taught me to never get too excited about things like that, since the media is a circus anyway. They FedExed me the magazine, and I remember opening the package, thoroughly expecting to see my mug on the cover, and it was this computer sculpture thing. I thought, “Huh?” And then I read the article, and it was so awful that I actually cried.[Vi]

In fact there’s no reason to believe that Moritz was jealous or that he intended his reporting to be unfair. Nor was Jobs ever slated to be Man of the Year, despite what he thought. That year the top editors (I was then a junior editor there) decided early on to go with the computer rather than a person, and they commissioned, months in advance, a piece of art from the famous sculptor George Segal to be a gatefold cover image. Ray Cave was then the magazine’s editor. “We never considered Jobs,” he said. “You couldn’t personify the computer, so that was the first time we decided to go with an inanimate object. We never searched around for a face to be put on the cover.”[Vi]

• • •

Apple launched the Lisa in January 1983—a full year before the Mac was ready—and Jobs paid his $5,000 wager to Couch. Even though he was not part of the Lisa team, Jobs went to New York to do publicity for it in his role as Apple’s chairman and poster boy.

He had learned from his public relations consultant Regis McKenna how to dole out exclusive interviews in a dramatic manner. Reporters from anointed publications were ushered in sequentially for their hour with him in his Carlyle Hotel suite, where a Lisa computer was set on a table and surrounded by cut flowers. The publicity plan called for Jobs to focus on the Lisa and not mention the Macintosh, because speculation about it could undermine the Lisa. But Jobs couldn’t help himself. In most of the stories based on his interviews that day—in Time, Business Week, the Wall Street Journal, and Fortune—the Macintosh was mentioned. “Later this year Apple will introduce a less powerful, less expensive version of Lisa, the Macintosh,” Fortune reported. “Jobs himself has directed that project.” Business Week quoted him as saying, “When it comes out, Mac is going to be the most incredible computer in the world.” He also admitted that the Mac and the Lisa would not be compatible. It was like launching the Lisa with the kiss of death.

The Lisa did indeed die a slow death. Within two years it would be discontinued. “It was too expensive, and we were trying to sell it to big companies when our expertise was selling to consumers,” Jobs later said. But there was a silver lining for Jobs: Within months of Lisa’s launch, it became clear that Apple had to pin its hopes on the Macintosh instead.[Vi]

Let’s Be Pirates!

As the Macintosh team grew, it moved from Texaco Towers to the main Apple buildings on Bandley Drive, finally settling in mid-1983 into Bandley 3. It had a modern atrium lobby with video games, which Burrell Smith and Andy Hertzfeld chose, and a Toshiba compact disc stereo system with MartinLogan speakers and a hundred CDs. The software team was visible from the lobby in a fishbowl-like glass enclosure, and the kitchen was stocked daily with Odwalla juices. Over time the atrium attracted even more toys, most notably a Bösendorfer piano and a BMW motorcycle that Jobs felt would inspire an obsession with lapidary craftsmanship.

Jobs kept a tight rein on the hiring process. The goal was to get people who were creative, wickedly smart, and slightly rebellious. The software team would make applicants play Defender, Smith’s favorite video game. Jobs would ask his usual offbeat questions to see how well the applicant could think in unexpected situations. One day he, Hertzfeld, and Smith interviewed a candidate for software manager who, it became clear as soon as he walked in the room, was too uptight and conventional to manage the wizards in the fishbowl. Jobs began to toy with him mercilessly. “How old were you when you lost your virginity?” he asked.

The candidate looked baffled. “What did you say?”[Vi]

“Are you a virgin?” Jobs asked. The candidate sat there flustered, so Jobs changed the subject. “How many times have you taken LSD?” Hertzfeld recalled, “The poor guy was turning varying shades of red, so I tried to change the subject and asked a straightforward technical question.” But when the candidate droned on in his response, Jobs broke in. “Gobble, gobble, gobble, gobble,” he said, cracking up Smith and Hertzfeld.

“I guess I’m not the right guy,” the poor man said as he got up to leave.[Vi]

• • •

For all of his obnoxious behavior, Jobs also had the ability to instill in his team an esprit de corps. After tearing people down, he would find ways to lift them up and make them feel that being part of the Macintosh project was an amazing mission. Every six months he would take most of his team on a two-day retreat at a nearby resort.

The retreat in September 1982 was at the Pajaro Dunes near Monterey. Fifty or so members of the Mac division sat in the lodge facing a fireplace. Jobs sat on top of a table in front of them. He spoke quietly for a while, then walked to an easel and began posting his thoughts.

The first was “Don’t compromise.” It was an injunction that would, over time, be both helpful and harmful. Most technology teams made trade-offs. The Mac, on the other hand, would end up being as “insanely great” as Jobs and his acolytes could possibly make it—but it would not ship for another sixteen months, way behind schedule. After mentioning a scheduled completion date, he told them, “It would be better to miss than to turn out the wrong thing.” A different type of project manager, willing to make some trade-offs, might try to lock in dates after which no changes could be made. Not Jobs. He displayed another maxim: “It’s not done until it ships.”[Vi]

Another chart contained a kōan-like phrase that he later told me was his favorite maxim: “The journey is the reward.” The Mac team, he liked to emphasize, was a special corps with an exalted mission. Someday they would all look back on their journey together and, forgetting or laughing off the painful moments, would regard it as a magical high point in their lives.

At the end of the presentation someone asked whether he thought they should do some market research to see what customers wanted. “No,” he replied, “because customers don’t know what they want until we’ve shown them.” Then he pulled out a device that was about the size of a desk diary. “Do you want to see something neat?” When he flipped it open, it turned out to be a mock-up of a computer that could fit on your lap, with a keyboard and screen hinged together like a notebook. “This is my dream of what we will be making in the mid- to late eighties,” he said. They were building a company that would invent the future.[Vi]

For the next two days there were presentations by various team leaders and the influential computer industry analyst Ben Rosen, with a lot of time in the evenings for pool parties and dancing. At the end, Jobs stood in front of the assemblage and gave a soliloquy. “As every day passes, the work fifty people are doing here is going to send a giant ripple through the universe,” he said. “I know I might be a little hard to get along with, but this is the most fun thing I’ve done in my life.” Years later most of those in the audience would be able to laugh about the “little hard to get along with” episodes and agree with him that creating that giant ripple was the most fun they had in their lives.

The next retreat was at the end of January 1983, the same month the Lisa launched, and there was a shift in tone. Four months earlier Jobs had written on his flip chart: “Don’t compromise.” This time one of the maxims was “Real artists ship.” Nerves were frayed. Atkinson had been left out of the publicity interviews for the Lisa launch, and he marched into Jobs’s hotel room and threatened to quit. Jobs tried to minimize the slight, but Atkinson refused to be mollified. Jobs got annoyed. “I don’t have time to deal with this now,” he said. “I have sixty other people out there who are pouring their hearts into the Macintosh, and they’re waiting for me to start the meeting.” With that he brushed past Atkinson to go address the faithful.[Vi]

Jobs proceeded to give a rousing speech in which he claimed that he had resolved the dispute with McIntosh audio labs to use the Macintosh name. (In fact the issue was still being negotiated, but the moment called for a bit of the old reality distortion field.) He pulled out a bottle of mineral water and symbolically christened the prototype onstage. Down the hall, Atkinson heard the loud cheer, and with a sigh joined the group. The ensuing party featured skinny-dipping in the pool, a bonfire on the beach, and loud music that lasted all night, which caused the hotel, La Playa in Carmel, to ask them never to come back.

Another of Jobs’s maxims at the retreat was “It’s better to be a pirate than to join the navy.” He wanted to instill a rebel spirit in his team, to have them behave like swashbucklers who were proud of their work but willing to commandeer from others. As Susan Kare put it, “He meant, ‘Let’s have a renegade feeling to our group. We can move fast. We can get things done.’ ” To celebrate Jobs’s birthday a few weeks later, the team paid for a billboard on the road to Apple headquarters. It read: “Happy 28th Steve. The Journey is the Reward.—The Pirates.”[Vi]

One of the Mac team’s programmers, Steve Capps, decided this new spirit warranted hoisting a Jolly Roger. He cut a patch of black cloth and had Kare paint a skull and crossbones on it. The eye patch she put on the skull was an Apple logo. Late one Sunday night Capps climbed to the roof of their newly built Bandley 3 building and hoisted the flag on a scaffolding pole that the construction workers had left behind. It waved proudly for a few weeks, until members of the Lisa team, in a late-night foray, stole the flag and sent their Mac rivals a ransom note. Capps led a raid to recover it and was able to wrestle it from a secretary who was guarding it for the Lisa team. Some of the grown-ups overseeing Apple worried that Jobs’s buccaneer spirit was getting out of hand. “Flying that flag was really stupid,” said Arthur Rock. “It was telling the rest of the company they were no good.” But Jobs loved it, and he made sure it waved proudly all the way through to the completion of the Mac project. “We were the renegades, and we wanted people to know it,” he recalled.[Vi]

• • •

Veterans of the Mac team had learned that they could stand up to Jobs. If they knew what they were talking about, he would tolerate the pushback, even admire it. By 1983 those most familiar with his reality distortion field had discovered something further: They could, if necessary, just quietly disregard what he decreed. If they turned out to be right, he would appreciate their renegade attitude and willingness to ignore authority. After all, that’s what he did.

By far the most important example of this involved the choice of a disk drive for the Macintosh. Apple had a corporate division that built mass-storage devices, and it had developed a disk-drive system, code-named Twiggy, that could read and write onto those thin, delicate 5^1/4-inch floppy disks that older readers (who also remember Twiggy the model) will recall. But by the time the Lisa was ready to ship in the spring of 1983, it was clear that the Twiggy was buggy. Because the Lisa also came with a hard-disk drive, this was not a complete disaster. But the Mac had no hard disk, so it faced a crisis. “The Mac team was beginning to panic,” said Hertzfeld. “We were using a single Twiggy drive, and we didn’t have a hard disk to fall back on.”[Vi]

The team discussed the problem at the January 1983 retreat, and Debi Coleman gave Jobs data about the Twiggy failure rate. A few days later he drove to Apple’s factory in San Jose to see the Twiggy being made. More than half were rejected. Jobs erupted. With his face flushed, he began shouting and sputtering about firing everyone who worked there. Bob Belleville, the head of the Mac engineering team, gently guided him to the parking lot, where they could take a walk and talk about alternatives.

One possibility that Belleville had been exploring was to use a new 3^1/2-inch disk drive that Sony had developed. The disk was cased in sturdier plastic and could fit into a shirt pocket. Another option was to have a clone of Sony’s 3^1/2-inch disk drive manufactured by a smaller Japanese supplier, the Alps Electronics Co., which had been supplying disk drives for the Apple II. Alps had already licensed the technology from Sony, and if they could build their own version in time it would be much cheaper.

Jobs and Belleville, along with Apple veteran Rod Holt (the guy Jobs enlisted to design the first power supply for the Apple II), flew to Japan to figure out what to do. They took the bullet train from Tokyo to visit the Alps facility. The engineers there didn’t even have a working prototype, just a crude model. Jobs thought it was great, but Belleville was appalled. There was no way, he thought, that Alps could have it ready for the Mac within a year.[Vi]

As they proceeded to visit other Japanese companies, Jobs was on his worst behavior. He wore jeans and sneakers to meetings with Japanese managers in dark suits. When they formally handed him little gifts, as was the custom, he often left them behind, and he never reciprocated with gifts of his own. He would sneer when rows of engineers lined up to greet him, bow, and politely offer their products for inspection. Jobs hated both the devices and the obsequiousness. “What are you showing me this for?” he snapped at one stop. “This is a piece of crap! Anybody could build a better drive than this.” Although most of his hosts were appalled, some seemed amused. They had heard tales of his obnoxious style and brash behavior, and now they were getting to see it in full display.

The final stop was the Sony factory, located in a drab suburb of Tokyo. To Jobs, it looked messy and inelegant. A lot of the work was done by hand. He hated it. Back at the hotel, Belleville argued for going with the Sony disk drive. It was ready to use. Jobs disagreed. He decided that they would work with Alps to produce their own drive, and he ordered Belleville to cease all work with Sony.[Vi]

Belleville decided it was best to partially ignore Jobs, and he asked a Sony executive to get its disk drive ready for use in the Macintosh. If and when it became clear that Alps could not deliver on time, Apple would switch to Sony. So Sony sent over the engineer who had developed the drive, Hidetoshi Komoto, a Purdue graduate who fortunately possessed a good sense of humor about his clandestine task.

Whenever Jobs would come from his corporate office to visit the Mac team’s engineers—which was almost every afternoon—they would hurriedly find somewhere for Komoto to hide. At one point Jobs ran into him at a newsstand in Cupertino and recognized him from the meeting in Japan, but he didn’t suspect anything. The closest call was when Jobs came bustling onto the Mac work space unexpectedly one day while Komoto was sitting in one of the cubicles. A Mac engineer grabbed him and pointed him to a janitorial closet. “Quick, hide in this closet. Please! Now!” Komoto looked confused, Hertzfeld recalled, but he jumped up and did as told. He had to stay in the closet for five minutes, until Jobs left. The Mac engineers apologized. “No problem,” he replied. “But American business practices, they are very strange. Very strange.”[Vi]

Belleville’s prediction came true. In May 1983 the folks at Alps admitted it would take them at least eighteen more months to get their clone of the Sony drive into production. At a retreat in Pajaro Dunes, Markkula grilled Jobs on what he was going to do. Finally, Belleville interrupted and said that he might have an alternative to the Alps drive ready soon. Jobs looked baffled for just a moment, and then it became clear to him why he’d glimpsed Sony’s top disk designer in Cupertino. “You son of a bitch!” Jobs said. But it was not in anger. There was a big grin on his face. As soon as he realized what Belleville and the other engineers had done behind his back, said Hertzfeld, “Steve swallowed his pride and thanked them for disobeying him and doing the right thing.” It was, after all, what he would have done in their situation.[Vi]

—ooOoo—

CHAPTER FOURTEEN

ENTER SCULLEY

The Pepsi Challenge

With John Sculley, 1984

The Courtship

Mike Markkula had never wanted to be Apple’s president. He liked designing his new houses, flying his private plane, and living high off his stock options; he did not relish adjudicating conflict or curating high-maintenance egos. He had stepped into the role reluctantly, after he felt compelled to ease out Mike Scott, and he promised his wife the gig would be temporary. By the end of 1982, after almost two years, she gave him an order: Find a replacement right away.

Jobs knew that he was not ready to run the company himself, even though there was a part of him that wanted to try. Despite his arrogance, he could be self-aware. Markkula agreed; he told Jobs that he was still a bit too rough-edged and immature to be Apple’s president. So they launched a search for someone from the outside.[Vi]

The person they most wanted was Don Estridge, who had built IBM’s personal computer division from scratch and launched a PC that, even though Jobs and his team disparaged it, was now outselling Apple’s. Estridge had sheltered his division in Boca Raton, Florida, safely removed from the corporate mentality of Armonk, New York. Like Jobs, he was driven and inspiring, but unlike Jobs, he had the ability to allow others to think that his brilliant ideas were their own. Jobs flew to Boca Raton with the offer of a $1 million salary and a $1 million signing bonus, but Estridge turned him down. He was not the type who would jump ship to join the enemy. He also enjoyed being part of the establishment, a member of the Navy rather than a pirate. He was discomforted by Jobs’s tales of ripping off the phone company. When asked where he worked, he loved to be able to answer “IBM.”[Vi]

So Jobs and Markkula enlisted Gerry Roche, a gregarious corporate headhunter, to find someone else. They decided not to focus on technology executives; what they needed was a consumer marketer who knew advertising and had the corporate polish that would play well on Wall Street. Roche set his sights on the hottest consumer marketing wizard of the moment, John Sculley, president of the Pepsi-Cola division of PepsiCo, whose Pepsi Challenge campaign had been an advertising and publicity triumph. When Jobs gave a talk to Stanford business students, he heard good things about Sculley, who had spoken to the class earlier. So he told Roche he would be happy to meet him.

Sculley’s background was very different from Jobs’s. His mother was an Upper East Side Manhattan matron who wore white gloves when she went out, and his father was a proper Wall Street lawyer. Sculley was sent off to St. Mark’s School, then got his undergraduate degree from Brown and a business degree from Wharton. He had risen through the ranks at PepsiCo as an innovative marketer and advertiser, with little passion for product development or information technology.[Vi]

Sculley flew to Los Angeles to spend Christmas with his two teenage children from a previous marriage. He took them to visit a computer store, where he was struck by how poorly the products were marketed. When his kids asked why he was so interested, he said he was planning to go up to Cupertino to meet Steve Jobs. They were totally blown away. They had grown up among movie stars, but to them Jobs was a true celebrity. It made Sculley take more seriously the prospect of being hired as his boss.

When he arrived at Apple headquarters, Sculley was startled by the unassuming offices and casual atmosphere. “Most people were less formally dressed than PepsiCo’s maintenance staff,” he noted. Over lunch Jobs picked quietly at his salad, but when Sculley declared that most executives found computers more trouble than they were worth, Jobs clicked into evangelical mode. “We want to change the way people use computers,” he said.[Vi]

On the flight home Sculley outlined his thoughts. The result was an eight-page memo on marketing computers to consumers and business executives. It was a bit sophomoric in parts, filled with underlined phrases, diagrams, and boxes, but it revealed his newfound enthusiasm for figuring out ways to sell something more interesting than soda. Among his recommendations: “Invest in in-store merchandizing that romances the consumer with Apple’s potential to enrich their life!” He was still reluctant to leave Pepsi, but Jobs intrigued him. “I was taken by this young, impetuous genius and thought it would be fun to get to know him a little better,” he recalled.

So Sculley agreed to meet again when Jobs next came to New York, which happened to be for the January 1983 Lisa introduction at the Carlyle Hotel. After the full day of press sessions, the Apple team was surprised to see an unscheduled visitor come into the suite. Jobs loosened his tie and introduced Sculley as the president of Pepsi and a potential big corporate customer. As John Couch demonstrated the Lisa, Jobs chimed in with bursts of commentary, sprinkled with his favorite words, “revolutionary” and “incredible,” claiming it would change the nature of human interaction with computers.[Vi]

They then headed off to the Four Seasons restaurant, a shimmering haven of elegance and power. As Jobs ate a special vegan meal, Sculley described Pepsi’s marketing successes. The Pepsi Generation campaign, he said, sold not a product but a lifestyle and an optimistic outlook. “I think Apple’s got a chance to create an Apple Generation.” Jobs enthusiastically agreed. The Pepsi Challenge campaign, in contrast, focused on the product; it combined ads, events, and public relations to stir up buzz. The ability to turn the introduction of a new product into a moment of national excitement was, Jobs noted, what he and Regis McKenna wanted to do at Apple.

When they finished talking, it was close to midnight. “This has been one of the most exciting evenings in my whole life,” Jobs said as Sculley walked him back to the Carlyle. “I can’t tell you how much fun I’ve had.” When he finally got home to Greenwich, Connecticut, that night, Sculley had trouble sleeping. Engaging with Jobs was a lot more fun than negotiating with bottlers. “It stimulated me, roused my long-held desire to be an architect of ideas,” he later noted. The next morning Roche called Sculley. “I don’t know what you guys did last night, but let me tell you, Steve Jobs is ecstatic,” he said.[Vi]

And so the courtship continued, with Sculley playing hard but not impossible to get. Jobs flew east for a visit one Saturday in February and took a limo up to Greenwich. He found Sculley’s newly built mansion ostentatious, with its floor-to-ceiling windows, but he admired the three hundred-pound custom-made oak doors that were so carefully hung and balanced that they swung open with the touch of a finger. “Steve was fascinated by that because he is, as I am, a perfectionist,” Sculley recalled. Thus began the somewhat unhealthy process of a star-struck Sculley perceiving in Jobs qualities that he fancied in himself.

Sculley usually drove a Cadillac, but, sensing his guest’s taste, he borrowed his wife’s Mercedes 450SL convertible to take Jobs to see Pepsi’s 144-acre corporate headquarters, which was as lavish as Apple’s was austere. To Jobs, it epitomized the difference between the feisty new digital economy and the Fortune 500 corporate establishment. A winding drive led through manicured fields and a sculpture garden (including pieces by Rodin, Moore, Calder, and Giacometti) to a concrete-and-glass building designed by Edward Durell Stone.[Vi]

Sculley’s huge office had a Persian rug, nine windows, a small private garden, a hideaway study, and its own bathroom. When Jobs saw the corporate fitness center, he was astonished that executives had an area, with its own whirlpool, separate from that of the regular employees. “That’s weird,” he said. Sculley hastened to agree. “As a matter of fact, I was against it, and I go over and work out sometimes in the employees’ area,” he said.

Their next meeting was a few weeks later in Cupertino, when Sculley stopped on his way back from a Pepsi bottlers’ convention in Hawaii. Mike Murray, the Macintosh marketing manager, took charge of preparing the team for the visit, but he was not clued in on the real agenda. “PepsiCo could end up purchasing literally thousands of Macs over the next few years,” he exulted in a memo to the Macintosh staff. “During the past year, Mr. Sculley and a certain Mr. Jobs have become friends. Mr. Sculley is considered to be one of the best marketing heads in the big leagues; as such, let’s give him a good time here.”

Jobs wanted Sculley to share his excitement about the Macintosh. “This product means more to me than anything I’ve done,” he said. “I want you to be the first person outside of Apple to see it.” He dramatically pulled the prototype out of a vinyl bag and gave a demonstration. Sculley found Jobs as memorable as his machine. “He seemed more a showman than a businessman. Every move seemed calculated, as if it was rehearsed, to create an occasion of the moment.”[Vi]

Jobs had asked Hertzfeld and the gang to prepare a special screen display for Sculley’s amusement. “He’s really smart,” Jobs said. “You wouldn’t believe how smart he is.” The explanation that Sculley might buy a lot of Macintoshes for Pepsi “sounded a little bit fishy to me,” Hertzfeld recalled, but he and Susan Kare created a screen of Pepsi caps and cans that danced around with the Apple logo. Hertzfeld was so excited he began waving his arms around during the demo, but Sculley seemed underwhelmed. “He asked a few questions, but he didn’t seem all that interested,” Hertzfeld recalled. He never ended up warming to Sculley. “He was incredibly phony, a complete poseur,” he later said. “He pretended to be interested in technology, but he wasn’t. He was a marketing guy, and that is what marketing guys are: paid poseurs.”

Matters came to a head when Jobs visited New York in March 1983 and was able to convert the courtship into a blind and blinding romance. “I really think you’re the guy,” Jobs said as they walked through Central Park. “I want you to come and work with me. I can learn so much from you.” Jobs, who had cultivated father figures in the past, knew just how to play to Sculley’s ego and insecurities. It worked. “I was smitten by him,” Sculley later admitted. “Steve was one of the brightest people I’d ever met. I shared with him a passion for ideas.”[Vi]

Sculley, who was interested in art history, steered them toward the Metropolitan Museum for a little test of whether Jobs was really willing to learn from others. “I wanted to see how well he could take coaching in a subject where he had no background,” he recalled. As they strolled through the Greek and Roman antiquities, Sculley expounded on the difference between the Archaic sculpture of the sixth century B.C. and the Periclean sculptures a century later. Jobs, who loved to pick up historical nuggets he never learned in college, seemed to soak it in. “I gained a sense that I could be a teacher to a brilliant student,” Sculley recalled. Once again he indulged the conceit that they were alike: “I saw in him a mirror image of my younger self. I, too, was impatient, stubborn, arrogant, impetuous. My mind exploded with ideas, often to the exclusion of everything else. I, too, was intolerant of those who couldn’t live up to my demands.”

As they continued their long walk, Sculley confided that on vacations he went to the Left Bank in Paris to draw in his sketchbook; if he hadn’t become a businessman, he would be an artist. Jobs replied that if he weren’t working with computers, he could see himself as a poet in Paris. They continued down Broadway to Colony Records on Forty-ninth Street, where Jobs showed Sculley the music he liked, including Bob Dylan, Joan Baez, Ella Fitzgerald, and the Windham Hill jazz artists. Then they walked all the way back up to the San Remo on Central Park West and Seventy-fourth, where Jobs was planning to buy a two-story tower penthouse apartment.[Vi]

The consummation occurred outside the penthouse on one of the terraces, with Sculley sticking close to the wall because he was afraid of heights. First they discussed money. “I told him I needed $1 million in salary, $1 million for a sign-up bonus,” said Sculley. Jobs claimed that would be doable. “Even if I have to pay for it out of my own pocket,” he said. “We’ll have to solve those problems, because you’re the best person I’ve ever met. I know you’re perfect for Apple, and Apple deserves the best.” He added that never before had he worked for someone he really respected, but he knew that Sculley was the person who could teach him the most. Jobs gave him his unblinking stare.

Sculley uttered one last demurral, a token suggestion that maybe they should just be friends and he could offer Jobs advice from the sidelines. “Any time you’re in New York, I’d love to spend time with you.” He later recounted the climactic moment: “Steve’s head dropped as he stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for days. ‘Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?’ ”

Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. “He had an uncanny ability to always get what he wanted, to size up a person and know exactly what to say to reach a person,” Sculley recalled. “I realized for the first time in four months that I couldn’t say no.” The winter sun was beginning to set. They left the apartment and walked back across the park to the Carlyle.[Vi]

The Honeymoon

Sculley arrived in California just in time for the May 1983 Apple management retreat at Pajaro Dunes. Even though he had left all but one of his dark suits back in Greenwich, he was still having trouble adjusting to the casual atmosphere. In the front of the meeting room, Jobs sat on the floor in the lotus position absentmindedly playing with the toes of his bare feet. Sculley tried to impose an agenda; he wanted to discuss how to differentiate their products—the Apple II, Apple III, Lisa, and Mac—and whether it made sense to organize the company around product lines or markets or functions. But the discussion descended into a free-for-all of random ideas, complaints, and debates.

At one point Jobs attacked the Lisa team for producing an unsuccessful product. “Well,” someone shot back, “you haven’t delivered the Macintosh! Why don’t you wait until you get a product out before you start being critical?” Sculley was astonished. At Pepsi no one would have challenged the chairman like that. “Yet here, everyone began pig-piling on Steve.” It reminded him of an old joke he had heard from one of the Apple ad salesmen: “What’s the difference between Apple and the Boy Scouts? The Boy Scouts have adult supervision.”

In the midst of the bickering, a small earthquake began to rumble the room. “Head for the beach,” someone shouted. Everyone ran through the door to the water. Then someone else shouted that the previous earthquake had produced a tidal wave, so they all turned and ran the other way. “The indecision, the contradictory advice, the specter of natural disaster, only foreshadowed what was to come,” Sculley later wrote.[Vi]

One Saturday morning Jobs invited Sculley and his wife, Leezy, over for breakfast. He was then living in a nice but unexceptional Tudor-style home in Los Gatos with his girlfriend, Barbara Jasinski, a smart and reserved beauty who worked for Regis McKenna. Leezy had brought a pan and made vegetarian omelets. (Jobs had edged away from his strict vegan diet for the time being.) “I’m sorry I don’t have much furniture,” Jobs apologized. “I just haven’t gotten around to it.” It was one of his enduring quirks: His exacting standards of craftsmanship combined with a Spartan streak made him reluctant to buy any furnishings that he wasn’t passionate about. He had a Tiffany lamp, an antique dining table, and a laser disc video attached to a Sony Trinitron, but foam cushions on the floor rather than sofas and chairs. Sculley smiled and mistakenly thought that it was similar to his own “frantic and Spartan life in a cluttered New York City apartment” early in his own career.

Jobs confided in Sculley that he believed he would die young, and therefore he needed to accomplish things quickly so that he would make his mark on Silicon Valley history. “We all have a short period of time on this earth,” he told the Sculleys as they sat around the table that morning. “We probably only have the opportunity to do a few things really great and do them well. None of us has any idea how long we’re going to be here, nor do I, but my feeling is I’ve got to accomplish a lot of these things while I’m young.”[Vi]

Jobs and Sculley would talk dozens of times a day in the early months of their relationship. “Steve and I became soul mates, near constant companions,” Sculley said. “We tended to speak in half sentences and phrases.” Jobs flattered Sculley. When he dropped by to hash something out, he would say something like “You’re the only one who will understand.” They would tell each other repeatedly, indeed so often that it should have been worrying, how happy they were to be with each other and working in tandem. And at every opportunity Sculley would find similarities with Jobs and point them out:

We could complete each other’s sentences because we were on the same wavelength. Steve would rouse me from sleep at 2 a.m. with a phone call to chat about an idea that suddenly crossed his mind. “Hi! It’s me,” he’d harmlessly say to the dazed listener, totally unaware of the time. I curiously had done the same in my Pepsi days. Steve would rip apart a presentation he had to give the next morning, throwing out slides and text. So had I as I struggled to turn public speaking into an important management tool during my early days at Pepsi. As a young executive, I was always impatient to get things done and often felt I could do them better myself. So did Steve. Sometimes I felt as if I was watching Steve playing me in a movie. The similarities were uncanny, and they were behind the amazing symbiosis we developed.[Vi]

This was self-delusion, and it was a recipe for disaster. Jobs began to sense it early on. “We had different ways of looking at the world, different views on people, different values,” Jobs recalled. “I began to realize this a few months after he arrived. He didn’t learn things very quickly, and the people he wanted to promote were usually bozos.”

Yet Jobs knew that he could manipulate Sculley by encouraging his belief that they were so alike. And the more he manipulated Sculley, the more contemptuous of him he became. Canny observers in the Mac group, such as Joanna Hoffman, soon realized what was happening and knew that it would make the inevitable breakup more explosive. “Steve made Sculley feel like he was exceptional,” she said. “Sculley had never felt that. Sculley became infatuated, because Steve projected on him a whole bunch of attributes that he didn’t really have. When it became clear that Sculley didn’t match all of these projections, Steve’s distortion of reality had created an explosive situation.”[Vi]

The ardor eventually began to cool on Sculley’s side as well. Part of his weakness in trying to manage a dysfunctional company was his desire to please other people, one of many traits that he did not share with Jobs. He was a polite person; this caused him to recoil at Jobs’s rudeness to their fellow workers. “We would go to the Mac building at eleven at night,” he recalled, “and they would bring him code to show. In some cases he wouldn’t even look at it. He would just take it and throw it back at them. I’d say, ‘How can you turn it down?’ And he would say, ‘I know they can do better.’ ” Sculley tried to coach him. “You’ve got to learn to hold things back,” he told him at one point. Jobs would agree, but it was not in his nature to filter his feelings through a gauze.

Sculley began to believe that Jobs’s mercurial personality and erratic treatment of people were rooted deep in his psychological makeup, perhaps the reflection of a mild bipolarity. There were big mood swings; sometimes he would be ecstatic, at other times he was depressed. At times he would launch into brutal tirades without warning, and Sculley would have to calm him down. “Twenty minutes later, I would get another call and be told to come over because Steve is losing it again,” he said.[Vi]

Their first substantive disagreement was over how to price the Macintosh. It had been conceived as a $1,000 machine, but Jobs’s design changes had pushed up the cost so that the plan was to sell it at $1,995. However, when Jobs and Sculley began making plans for a huge launch and marketing push, Sculley decided that they needed to charge $500 more. To him, the marketing costs were like any other production cost and needed to be factored into the price. Jobs resisted, furiously. “It will destroy everything we stand for,” he said. “I want to make this a revolution, not an effort to squeeze out profits.” Sculley said it was a simple choice: He could have the $1,995 price or he could have the marketing budget for a big launch, but not both.

“You’re not going to like this,” Jobs told Hertzfeld and the other engineers, “but Sculley is insisting that we charge $2,495 for the Mac instead of $1,995.” Indeed the engineers were horrified. Hertzfeld pointed out that they were designing the Mac for people like themselves, and overpricing it would be a “betrayal” of what they stood for. So Jobs promised them, “Don’t worry, I’m not going to let him get away with it!” But in the end, Sculley prevailed. Even twenty-five years later Jobs seethed when recalling the decision: “It’s the main reason the Macintosh sales slowed and Microsoft got to dominate the market.” The decision made him feel that he was losing control of his product and company, and this was as dangerous as making a tiger feel cornered.[Vi]

—ooOoo—

CHAPTER FIFTEEN

THE LAUNCH

A Dent in the Universe

The “1984” ad

Real Artists Ship

The high point of the October 1983 Apple sales conference in Hawaii was a skit based on a TV show called The Dating Game. Jobs played emcee, and his three contestants, whom he had convinced to fly to Hawaii, were Bill Gates and two other software executives, Mitch Kapor and Fred Gibbons. As the show’s jingly theme song played, the three took their stools. Gates, looking like a high school sophomore, got wild applause from the 750 Apple salesmen when he said, “During 1984, Microsoft expects to get half of its revenues from software for the Macintosh.” Jobs, clean-shaven and bouncy, gave a toothy smile and asked if he thought that the Macintosh’s new operating system would become one of the industry’s new standards. Gates answered, “To create a new standard takes not just making something that’s a little bit different, it takes something that’s really new and captures people’s imagination. And the Macintosh, of all the machines I’ve ever seen, is the only one that meets that standard.”[Vi]

But even as Gates was speaking, Microsoft was edging away from being primarily a collaborator with Apple to being more of a competitor. It would continue to make application software, like Microsoft Word, for Apple, but a rapidly increasing share of its revenue would come from the operating system it had written for the IBM personal computer. The year before, 279,000 Apple IIs were sold, compared to 240,000 IBM PCs and its clones. But the figures for 1983 were coming in starkly different: 420,000 Apple IIs versus 1.3 million IBMs and its clones. And both the Apple III and the Lisa were dead in the water.

Just when the Apple sales force was arriving in Hawaii, this shift was hammered home on the cover of Business Week. Its headline: “Personal Computers: And the Winner Is . . . IBM.” The story inside detailed the rise of the IBM PC. “The battle for market supremacy is already over,” the magazine declared. “In a stunning blitz, IBM has taken more than 26% of the market in two years, and is expected to account for half the world market by 1985. An additional 25% of the market will be turning out IBM-compatible machines.”[Vi]

That put all the more pressure on the Macintosh, due out in January 1984, three months away, to save the day against IBM. At the sales conference Jobs decided to play the showdown to the hilt. He took the stage and chronicled all the missteps made by IBM since 1958, and then in ominous tones described how it was now trying to take over the market for personal computers: “Will Big Blue dominate the entire computer industry? The entire information age? Was George Orwell right about 1984?” At that moment a screen came down from the ceiling and showed a preview of an upcoming sixty-second television ad for the Macintosh. In a few months it was destined to make advertising history, but in the meantime it served its purpose of rallying Apple’s demoralized sales force. Jobs had always been able to draw energy by imagining himself as a rebel pitted against the forces of darkness. Now he was able to energize his troops with the same vision.

There was one more hurdle: Hertzfeld and the other wizards had to finish writing the code for the Macintosh. It was due to start shipping on Monday, January 16. One week before that, the engineers concluded they could not make that deadline.[Vi]

Jobs was at the Grand Hyatt in Manhattan, preparing for the press previews, so a Sunday morning conference call was scheduled. The software manager calmly explained the situation to Jobs, while Hertzfeld and the others huddled around the speakerphone holding their breath. All they needed was an extra two weeks. The initial shipments to the dealers could have a version of the software labeled “demo,” and these could be replaced as soon as the new code was finished at the end of the month. There was a pause. Jobs did not get angry; instead he spoke in cold, somber tones. He told them they were really great. So great, in fact, that he knew they could get this done. “There’s no way we’re slipping!” he declared. There was a collective gasp in the Bandley building work space. “You guys have been working on this stuff for months now, another couple weeks isn’t going to make that much of a difference. You may as well get it over with. I’m going to ship the code a week from Monday, with your names on it.”

“Well, we’ve got to finish it,” Steve Capps said. And so they did. Once again, Jobs’s reality distortion field pushed them to do what they had thought impossible. On Friday Randy Wigginton brought in a huge bag of chocolate-covered espresso beans for the final three all-nighters. When Jobs arrived at work at 8:30 a.m. that Monday, he found Hertzfeld sprawled nearly comatose on the couch. They talked for a few minutes about a remaining tiny glitch, and Jobs decreed that it wasn’t a problem. Hertzfeld dragged himself to his blue Volkswagen Rabbit (license plate: MACWIZ) and drove home to bed. A short while later Apple’s Fremont factory began to roll out boxes emblazoned with the colorful line drawings of the Macintosh. Real artists ship, Jobs had declared, and now the Macintosh team had.[Vi]

The “1984” Ad

In the spring of 1983, when Jobs had begun to plan for the Macintosh launch, he asked for a commercial that was as revolutionary and astonishing as the product they had created. “I want something that will stop people in their tracks,” he said. “I want a thunderclap.” The task fell to the Chiat/Day advertising agency, which had acquired the Apple account when it bought the advertising side of Regis McKenna’s business. The person put in charge was a lanky beach bum with a bushy beard, wild hair, goofy grin, and twinkling eyes named Lee Clow, who was the creative director of the agency’s office in the Venice Beach section of Los Angeles. Clow was savvy and fun, in a laid-back yet focused way, and he forged a bond with Jobs that would last three decades.

Clow and two of his team, the copywriter Steve Hayden and the art director Brent Thomas, had been toying with a tagline that played off the George Orwell novel: “Why 1984 won’t be like 1984.” Jobs loved it, and asked them to develop it for the Macintosh launch. So they put together a storyboard for a sixty-second ad that would look like a scene from a sci-fi movie. It featured a rebellious young woman outrunning the Orwellian thought police and throwing a sledgehammer into a screen showing a mind-controlling speech by Big Brother.[Vi]

The concept captured the zeitgeist of the personal computer revolution. Many young people, especially those in the counterculture, had viewed computers as instruments that could be used by Orwellian governments and giant corporations to sap individuality. But by the end of the 1970s, they were also being seen as potential tools for personal empowerment. The ad cast Macintosh as a warrior for the latter cause—a cool, rebellious, and heroic company that was the only thing standing in the way of the big evil corporation’s plan for world domination and total mind control.

Jobs liked that. Indeed the concept for the ad had a special resonance for him. He fancied himself a rebel, and he liked to associate himself with the values of the ragtag band of hackers and pirates he recruited to the Macintosh group. Even though he had left the apple commune in Oregon to start the Apple corporation, he still wanted to be viewed as a denizen of the counterculture rather than the corporate culture.[Vi]

But he also realized, deep inside, that he had increasingly abandoned the hacker spirit. Some might even accuse him of selling out. When Wozniak held true to the Homebrew ethic by sharing his design for the Apple I for free, it was Jobs who insisted that they sell the boards instead. He was also the one who, despite Wozniak’s reluctance, wanted to turn Apple into a corporation and not freely distribute stock options to the friends who had been in the garage with them. Now he was about to launch the Macintosh, a machine that violated many of the principles of the hacker’s code: It was overpriced; it would have no slots, which meant that hobbyists could not plug in their own expansion cards or jack into the motherboard to add their own new functions; and it took special tools just to open the plastic case. It was a closed and controlled system, like something designed by Big Brother rather than by a hacker.

So the “1984” ad was a way of reaffirming, to himself and to the world, his desired self-image. The heroine, with a drawing of a Macintosh emblazoned on her pure white tank top, was a renegade out to foil the establishment. By hiring Ridley Scott, fresh off the success of Blade Runner, as the director, Jobs could attach himself and Apple to the cyberpunk ethos of the time. With the ad, Apple could identify itself with the rebels and hackers who thought differently, and Jobs could reclaim his right to identify with them as well.[Vi]

Sculley was initially skeptical when he saw the storyboards, but Jobs insisted that they needed something revolutionary. He was able to get an unprecedented budget of $750,000 just to film the ad, which they planned to premiere during the Super Bowl. Ridley Scott made it in London using dozens of real skinheads among the enthralled masses listening to Big Brother on the screen. A female discus thrower was chosen to play the heroine. Using a cold industrial setting dominated by metallic gray hues, Scott evoked the dystopian aura of Blade Runner. Just at the moment when Big Brother announces “We shall prevail!” the heroine’s hammer smashes the screen and it vaporizes in a flash of light and smoke.

When Jobs previewed the ad for the Apple sales force at the meeting in Hawaii, they were thrilled. So he screened it for the board at its December 1983 meeting. When the lights came back on in the boardroom, everyone was mute. Philip Schlein, the CEO of Macy’s California, had his head on the table. Mike Markkula stared silently; at first it seemed he was overwhelmed by the power of the ad. Then he spoke: “Who wants to move to find a new agency?” Sculley recalled, “Most of them thought it was the worst commercial they had ever seen.” Sculley himself got cold feet. He asked Chiat/Day to sell off the two commercial spots—one sixty seconds, the other thirty—that they had purchased.[Vi]

Jobs was beside himself. One evening Wozniak, who had been floating into and out of Apple for the previous two years, wandered into the Macintosh building. Jobs grabbed him and said, “Come over here and look at this.” He pulled out a VCR and played the ad. “I was astounded,” Woz recalled. “I thought it was the most incredible thing.” When Jobs said the board had decided not to run it during the Super Bowl, Wozniak asked what the cost of the time slot was. Jobs told him $800,000. With his usual impulsive goodness, Wozniak immediately offered, “Well, I’ll pay half if you will.”

He ended up not needing to. The agency was able to sell off the thirty-second time slot, but in an act of passive defiance it didn’t sell the longer one. “We told them that we couldn’t sell the sixty-second slot, though in truth we didn’t try,” recalled Lee Clow. Sculley, perhaps to avoid a showdown with either the board or Jobs, decided to let Bill Campbell, the head of marketing, figure out what to do. Campbell, a former football coach, decided to throw the long bomb. “I think we ought to go for it,” he told his team.[Vi]

Early in the third quarter of Super Bowl XVIII, the dominant Raiders scored a touchdown against the Redskins and, instead of an instant replay, television screens across the nation went black for an ominous two full seconds. Then an eerie black-and-white image of drones marching to spooky music began to fill the screen. More than ninety-six million people watched an ad that was unlike any they’d seen before. At its end, as the drones watched in horror the vaporizing of Big Brother, an announcer calmly intoned, “On January 24th, Apple Computer will introduce Macintosh. And you’ll see why 1984 won’t be like ‘1984.’ ”

It was a sensation. That evening all three networks and fifty local stations aired news stories about the ad, giving it a viral life unprecedented in the pre–YouTube era. It would eventually be selected by both TV Guide and Advertising Age as the greatest commercial of all time.[Vi]

Publicity Blast

Over the years Steve Jobs would become the grand master of product launches. In the case of the Macintosh, the astonishing Ridley Scott ad was just one of the ingredients. Another part of the recipe was media coverage. Jobs found ways to ignite blasts of publicity that were so powerful the frenzy would feed on itself, like a chain reaction. It was a phenomenon that he would be able to replicate whenever there was a big product launch, from the Macintosh in 1984 to the iPad in 2010. Like a conjurer, he could pull the trick off over and over again, even after journalists had seen it happen a dozen times and knew how it was done. Some of the moves he had learned from Regis McKenna, who was a pro at cultivating and stroking prideful reporters. But Jobs had his own intuitive sense of how to stoke the excitement, manipulate the competitive instincts of journalists, and trade exclusive access for lavish treatment.[Vi]

In December 1983 he took his elfin engineering wizards, Andy Hertzfeld and Burrell Smith, to New York to visit Newsweek to pitch a story on “the kids who created the Mac.” After giving a demo of the Macintosh, they were taken upstairs to meet Katharine Graham, the legendary proprietor, who had an insatiable interest in whatever was new. Afterward the magazine sent its technology columnist and a photographer to spend time in Palo Alto with Hertzfeld and Smith. The result was a flattering and smart four-page profile of the two of them, with pictures that made them look like cherubim of a new age. The article quoted Smith saying what he wanted to do next: “I want to build the computer of the 90’s. Only I want to do it tomorrow.” The article also described the mix of volatility and charisma displayed by his boss: “Jobs sometimes defends his ideas with highly vocal displays of temper that aren’t always bluster; rumor has it that he has threatened to fire employees for insisting that his computers should have cursor keys, a feature that Jobs considers obsolete. But when he is on his best behavior, Jobs is a curious blend of charm and impatience, oscillating between shrewd reserve and his favorite expression of enthusiasm: ‘Insanely great.’ ”[Vi]

The technology writer Steven Levy, who was then working for Rolling Stone, came to interview Jobs, who urged him to convince the magazine’s publisher to put the Macintosh team on the cover of the magazine. “The chances of Jann Wenner agreeing to displace Sting in favor of a bunch of computer nerds were approximately one in a googolplex,” Levy thought, correctly. Jobs took Levy to a pizza joint and pressed the case: Rolling Stone was “on the ropes, running crummy articles, looking desperately for new topics and new audiences. The Mac could be its salvation!” Levy pushed back. Rolling Stone was actually good, he said, and he asked Jobs if he had read it recently. Jobs said that he had, an article about MTV that was “a piece of shit.” Levy replied that he had written that article. Jobs, to his credit, didn’t back away from the assessment. Instead he turned philosophical as he talked about the Macintosh. We are constantly benefiting from advances that went before us and taking things that people before us developed, he said. “It’s a wonderful, ecstatic feeling to create something that puts it back in the pool of human experience and knowledge.”

Levy’s story didn’t make it to the cover. But in the future, every major product launch that Jobs was involved in—at NeXT, at Pixar, and years later when he returned to Apple—would end up on the cover of either Time, Newsweek, or Business Week.[Vi]

January 24, 1984

On the morning that he and his teammates completed the software for the Macintosh, Andy Hertzfeld had gone home exhausted and expected to stay in bed for at least a day. But that afternoon, after only six hours of sleep, he drove back to the office. He wanted to check in to see if there had been any problems, and most of his colleagues had done the same. They were lounging around, dazed but excited, when Jobs walked in. “Hey, pick yourselves up off the floor, you’re not done yet!” he announced. “We need a demo for the intro!” His plan was to dramatically unveil the Macintosh in front of a large audience and have it show off some of its features to the inspirational theme from Chariots of Fire. “It needs to be done by the weekend, to be ready for the rehearsals,” he added. They all groaned, Hertzfeld recalled, “but as we talked we realized that it would be fun to cook up something impressive.”

The launch event was scheduled for the Apple annual stockholders’ meeting on January 24—eight days away—at the Flint Auditorium of De Anza Community College. The television ad and the frenzy of press preview stories were the first two components in what would become the Steve Jobs playbook for making the introduction of a new product seem like an epochal moment in world history. The third component was the public unveiling of the product itself, amid fanfare and flourishes, in front of an audience of adoring faithful mixed with journalists who were primed to be swept up in the excitement.[Vi]

Hertzfeld pulled off the remarkable feat of writing a music player in two days so that the computer could play the Chariots of Fire theme. But when Jobs heard it, he judged it lousy, so they decided to use a recording instead. At the same time, Jobs was thrilled with a speech generator that turned text into spoken words with a charming electronic accent, and he decided to make it part of the demo. “I want the Macintosh to be the first computer to introduce itself!” he insisted.

At the rehearsal the night before the launch, nothing was working well. Jobs hated the way the animation scrolled across the Macintosh screen, and he kept ordering tweaks. He also was dissatisfied with the stage lighting, and he directed Sculley to move from seat to seat to give his opinion as various adjustments were made. Sculley had never thought much about variations of stage lighting and gave the type of tentative answers a patient might give an eye doctor when asked which lens made the letters clearer. The rehearsals and changes went on for five hours, well into the night. “He was driving people insane, getting mad at the stagehands for every glitch in the presentation,” Sculley recalled. “I thought there was no way we were going to get it done for the show the next morning.”

Most of all, Jobs fretted about his presentation. Sculley fancied himself a good writer, so he suggested changes in Jobs’s script. Jobs recalled being slightly annoyed, but their relationship was still in the phase when he was lathering on flattery and stroking Sculley’s ego. “I think of you just like Woz and Markkula,” he told Sculley. “You’re like one of the founders of the company. They founded the company, but you and I are founding the future.” Sculley lapped it up.[Vi]

The next morning the 2,600-seat auditorium was mobbed. Jobs arrived in a double-breasted blue blazer, a starched white shirt, and a pale green bow tie. “This is the most important moment in my entire life,” he told Sculley as they waited backstage for the program to begin. “I’m really nervous. You’re probably the only person who knows how I feel about this.” Sculley grasped his hand, held it for a moment, and whispered “Good luck.”

As chairman of the company, Jobs went onstage first to start the shareholders’ meeting. He did so with his own form of an invocation. “I’d like to open the meeting,” he said, “with a twenty-year-old poem by Dylan—that’s Bob Dylan.” He broke into a little smile, then looked down to read from the second verse of “The Times They Are a-Changin’.” His voice was high-pitched as he raced through the ten lines, ending with “For the loser now / Will be later to win / For the times they are a-changin’.” That song was the anthem that kept the multimillionaire board chairman in touch with his counterculture self-image. He had a bootleg copy of his favorite version, which was from the live concert Dylan performed, with Joan Baez, on Halloween 1964 at Lincoln Center’s Philharmonic Hall.

Sculley came onstage to report on the company’s earnings, and the audience started to become restless as he droned on. Finally, he ended with a personal note. “The most important thing that has happened to me in the last nine months at Apple has been a chance to develop a friendship with Steve Jobs,” he said. “For me, the rapport we have developed means an awful lot.”[Vi]

The lights dimmed as Jobs reappeared onstage and launched into a dramatic version of the battle cry he had delivered at the Hawaii sales conference. “It is 1958,” he began. “IBM passes up a chance to buy a young fledgling company that has invented a new technology called xerography. Two years later, Xerox was born, and IBM has been kicking themselves ever since.” The crowd laughed. Hertzfeld had heard versions of the speech both in Hawaii and elsewhere, but he was struck by how this time it was pulsing with more passion. After recounting other IBM missteps, Jobs picked up the pace and the emotion as he built toward the present:

It is now 1984. It appears that IBM wants it all. Apple is perceived to be the only hope to offer IBM a run for its money. Dealers, after initially welcoming IBM with open arms, now fear an IBM-dominated and -controlled future and are turning back to Apple as the only force who can ensure their future freedom. IBM wants it all, and is aiming its guns at its last obstacle to industry control, Apple. Will Big Blue dominate the entire computer industry? The entire information age? Was George Orwell right?

As he built to the climax, the audience went from murmuring to applauding to a frenzy of cheering and chanting. But before they could answer the Orwell question, the auditorium went black and the “1984” commercial appeared on the screen. When it was over, the entire audience was on its feet cheering.[Vi]

With a flair for the dramatic, Jobs walked across the dark stage to a small table with a cloth bag on it. “Now I’d like to show you Macintosh in person,” he said. He took out the computer, keyboard, and mouse, hooked them together deftly, then pulled one of the new 3^1/2-inch floppies from his shirt pocket. The theme from Chariots of Fire began to play. Jobs held his breath for a moment, because the demo had not worked well the night before. But this time it ran flawlessly. The word “MACINTOSH” scrolled horizontally onscreen, then underneath it the words “Insanely great” appeared in script, as if being slowly written by hand. Not used to such beautiful graphic displays, the audience quieted for a moment. A few gasps could be heard. And then, in rapid succession, came a series of screen shots: Bill Atkinson’s QuickDraw graphics application followed by displays of different fonts, documents, charts, drawings, a chess game, a spreadsheet, and a rendering of Steve Jobs with a thought bubble containing a Macintosh.[Vi]

When it was over, Jobs smiled and offered a treat. “We’ve done a lot of talking about Macintosh recently,” he said. “But today, for the first time ever, I’d like to let Macintosh speak for itself.” With that, he strolled back over to the computer, pressed the button on the mouse, and in a vibrato but endearing electronic deep voice, Macintosh became the first computer to introduce itself. “Hello. I’m Macintosh. It sure is great to get out of that bag,” it began. The only thing it didn’t seem to know how to do was to wait for the wild cheering and shrieks that erupted. Instead of basking for a moment, it barreled ahead. “Unaccustomed as I am to public speaking, I’d like to share with you a maxim I thought of the first time I met an IBM mainframe: Never trust a computer you can’t lift.” Once again the roar almost drowned out its final lines. “Obviously, I can talk. But right now I’d like to sit back and listen. So it is with considerable pride that I introduce a man who’s been like a father to me, Steve Jobs.”[Vi]

Pandemonium erupted, with people in the crowd jumping up and down and pumping their fists in a frenzy. Jobs nodded slowly, a tight-lipped but broad smile on his face, then looked down and started to choke up. The ovation continued for five minutes.

After the Macintosh team returned to Bandley 3 that afternoon, a truck pulled into the parking lot and Jobs had them all gather next to it. Inside were a hundred new Macintosh computers, each personalized with a plaque. “Steve presented them one at a time to each team member, with a handshake and a smile, as the rest of us stood around cheering,” Hertzfeld recalled. It had been a grueling ride, and many egos had been bruised by Jobs’s obnoxious and rough management style. But neither Raskin nor Wozniak nor Sculley nor anyone else at the company could have pulled off the creation of the Macintosh. Nor would it likely have emerged from focus groups and committees. On the day he unveiled the Macintosh, a reporter from Popular Science asked Jobs what type of market research he had done. Jobs responded by scoffing, “Did Alexander Graham Bell do any market research before he invented the telephone?”[Vi]

—ooOoo—

CHAPTER SIXTEEN

GATES AND JOBS

When Orbits Intersect

Jobs and Gates, 1991

The Macintosh Partnership

In astronomy, a binary system occurs when the orbits of two stars are linked because of their gravitational interaction. There have been analogous situations in history, when an era is shaped by the relationship and rivalry of two orbiting superstars: Albert Einstein and Niels Bohr in twentieth-century physics, for example, or Thomas Jefferson and Alexander Hamilton in early American governance. For the first thirty years of the personal computer age, beginning in the late 1970s, the defining binary star system was composed of two high-energy college dropouts both born in 1955.[Vi]

Bill Gates and Steve Jobs, despite their similar ambitions at the confluence of technology and business, had very different personalities and backgrounds. Gates’s father was a prominent Seattle lawyer, his mother a civic leader on a variety of prestigious boards. He became a tech geek at the area’s finest private school, Lakeside High, but he was never a rebel, hippie, spiritual seeker, or member of the counterculture. Instead of a Blue Box to rip off the phone company, Gates created for his school a program for scheduling classes, which helped him get into ones with the right girls, and a car-counting program for local traffic engineers. He went to Harvard, and when he decided to drop out it was not to find enlightenment with an Indian guru but to start a computer software company.[Vi]

Gates was good at computer coding, unlike Jobs, and his mind was more practical, disciplined, and abundant in analytic processing power. Jobs was more intuitive and romantic and had a greater instinct for making technology usable, design delightful, and interfaces friendly. He had a passion for perfection, which made him fiercely demanding, and he managed by charisma and scattershot intensity. Gates was more methodical; he held tightly scheduled product review meetings where he would cut to the heart of issues with lapidary skill. Both could be rude, but with Gates—who early in his career seemed to have a typical geek’s flirtation with the fringes of the Asperger’s scale—the cutting behavior tended to be less personal, based more on intellectual incisiveness than emotional callousness. Jobs would stare at people with a burning, wounding intensity; Gates sometimes had trouble making eye contact, but he was fundamentally humane.[Vi]

“Each one thought he was smarter than the other one, but Steve generally treated Bill as someone who was slightly inferior, especially in matters of taste and style,” said Andy Hertzfeld. “Bill looked down on Steve because he couldn’t actually program.” From the beginning of their relationship, Gates was fascinated by Jobs and slightly envious of his mesmerizing 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 and his tendency to be “either in the mode of saying you were shit or trying to seduce you.” For his part, Jobs found Gates unnervingly narrow. “He’d be a broader guy if he had dropped acid once or gone off to an ashram when he was younger,” Jobs once declared.

Their differences in personality and character would lead them to opposite sides of what would become the fundamental divide in the digital age. Jobs was a perfectionist who craved control and indulged in the uncompromising temperament of an artist; he and Apple became the exemplars of a digital strategy that tightly integrated hardware, software, and content into a seamless package. Gates was a smart, calculating, and pragmatic analyst of business and technology; he was open to licensing Microsoft’s operating system and software to a variety of manufacturers.[Vi]

After thirty years Gates would develop a grudging respect for Jobs. “He really never knew much about technology, but he had an amazing instinct for what works,” he said. But Jobs never reciprocated by fully appreciating Gates’s real strengths. “Bill is basically unimaginative and has never invented anything, which is why I think he’s more comfortable now in philanthropy than technology,” Jobs said, unfairly. “He just shamelessly ripped off other people’s ideas.”[Vi]

• • •

When the Macintosh was first being developed, Jobs went up to visit Gates at his office near Seattle. Microsoft had written some applications for the Apple II, including a spreadsheet program called Multiplan, and Jobs wanted to excite Gates and Co. about doing even more for the forthcoming Macintosh. Sitting in Gates’s conference room, Jobs spun an enticing vision of a computer for the masses, with a friendly interface, which would be churned out by the millions in an automated California factory. His description of the dream factory sucking in the California silicon components and turning out finished Macintoshes caused the Microsoft team to code-name the project “Sand.” They even reverse-engineered it into an acronym, for “Steve’s amazing new device.”

Gates had launched Microsoft by writing a version of BASIC, a programming language, for the Altair. Jobs wanted Microsoft to write a version of BASIC for the Macintosh, because Wozniak—despite much prodding by Jobs—had never enhanced his version of the Apple II’s BASIC to handle floating-point numbers. In addition, Jobs wanted Microsoft to write application software—such as spreadsheet, charting, and database programs—for the Macintosh. At the time, Jobs was a king and Gates still a courtier: In 1982 Apple’s annual sales were $1 billion, while Microsoft’s were a mere $32 million. Gates signed on to do graphical versions of a new spreadsheet called Excel, a word-processing program called Word, and BASIC.[Vi]

Gates frequently went to Cupertino for demonstrations of the Macintosh operating system, and he was not very impressed. “I remember the first time we went down, Steve had this app where it was just things bouncing around on the screen,” he said. “That was the only app that ran.” Gates was also put off by Jobs’s attitude. “It was kind of a weird seduction visit, where Steve was saying, ‘We don’t really need you and we’re doing this great thing, and it’s under the cover.’ He’s in his Steve Jobs sales mode, but kind of the sales mode that also says, ‘I don’t need you, but I might let you be involved.’ ”

The Macintosh pirates found Gates hard to take. “You could tell that Bill Gates was not a very good listener. He couldn’t bear to have anyone explain how something worked to him—he had to leap ahead instead and guess about how he thought it would work,” Hertzfeld recalled. They showed him how the Macintosh’s cursor moved smoothly across the screen without flickering. “What kind of hardware do you use to draw the cursor?” Gates asked. Hertzfeld, who took great pride that they could achieve their functionality solely using software, replied, “We don’t have any special hardware for it!” Gates insisted that it was necessary to have special hardware to move the cursor that way. “So what do you say to somebody like that?” Bruce Horn, one of the Macintosh engineers, later said. “It made it clear to me that Gates was not the kind of person that would understand or appreciate the elegance of a Macintosh.”[Vi]

Despite their mutual wariness, both teams were excited by the prospect that Microsoft would create graphical software for the Macintosh that would take personal computing into a new realm, and they went to dinner at a fancy restaurant to celebrate. Microsoft soon dedicated a large team to the task. “We had more people working on the Mac than he did,” Gates said. “He had about fourteen or fifteen people. We had like twenty people. We really bet our life on it.” And even though Jobs thought that they didn’t exhibit much taste, the Microsoft programmers were persistent. “They came out with applications that were terrible,” Jobs recalled, “but they kept at it and they made them better.” Eventually Jobs became so enamored of Excel that he made a secret bargain with Gates: If Microsoft would make Excel exclusively for the Macintosh for two years, and not make a version for IBM PCs, then Jobs would shut down his team working on a version of BASIC for the Macintosh and instead indefinitely license Microsoft’s BASIC. Gates smartly took the deal, which infuriated the Apple team whose project got canceled and gave Microsoft a lever in future negotiations.[Vi]

For the time being, Gates and Jobs forged a bond. That summer they went to a conference hosted by the industry analyst Ben Rosen at a Playboy Club retreat in Lake Geneva, Wisconsin, where nobody knew about the graphical interfaces that Apple was developing. “Everybody was acting like the IBM PC was everything, which was nice, but Steve and I were kind of smiling that, hey, we’ve got something,” Gates recalled. “And he’s kind of leaking, but nobody actually caught on.” Gates became a regular at Apple retreats. “I went to every luau,” said Gates. “I was part of the crew.”

Gates enjoyed his frequent visits to Cupertino, where he got to watch Jobs interact erratically with his employees and display his obsessions. “Steve was in his ultimate pied piper mode, proclaiming how the Mac will change the world and overworking people like mad, with incredible tensions and complex personal relationships.” Sometimes Jobs would begin on a high, then lapse into sharing his fears with Gates. “We’d go down Friday night, have dinner, and Steve would just be promoting that everything is great. Then the second day, without fail, he’d be kind of, ‘Oh shit, is this thing going to sell, oh God, I have to raise the price, I’m sorry I did that to you, and my team is a bunch of idiots.’ ”[Vi]

Gates saw Jobs’s reality distortion field at play when the Xerox Star was launched. At a joint team dinner one Friday night, Jobs asked Gates how many Stars had been sold thus far. Gates said six hundred. The next day, in front of Gates and the whole team, Jobs said that three hundred Stars had been sold, forgetting that Gates had just told everyone it was actually six hundred. “So his whole team starts looking at me like, ‘Are you going to tell him that he’s full of shit?’ ” Gates recalled. “And in that case I didn’t take the bait.” On another occasion Jobs and his team were visiting Microsoft and having dinner at the Seattle Tennis Club. Jobs launched into a sermon about how the Macintosh and its software would be so easy to use that there would be no manuals. “It was like anybody who ever thought that there would be a manual for any Mac application was the greatest idiot,” said Gates. “And we were like, ‘Does he really mean it? Should we not tell him that we have people who are actually working on manuals?’ ”[Vi]

After a while the relationship became bumpier. The original plan was to have some of the Microsoft applications—such as Excel, Chart, and File—carry the Apple logo and come bundled with the purchase of a Macintosh. “We were going to get $10 per app, per machine,” said Gates. But this arrangement upset competing software makers. In addition, it seemed that some of Microsoft’s programs might be late. So Jobs invoked a provision in his deal with Microsoft and decided not to bundle its software; Microsoft would have to scramble to distribute its software as products sold directly to consumers.

Gates went along without much complaint. He was already getting used to the fact that, as he put it, Jobs could “play fast and loose,” and he suspected that the unbundling would actually help Microsoft. “We could make more money selling our software separately,” Gates said. “It works better that way if you’re willing to think you’re going to have reasonable market share.” Microsoft ended up making its software for various other platforms, and it began to give priority to the IBM PC version of Microsoft Word rather than the Macintosh version. In the end, Jobs’s decision to back out of the bundling deal hurt Apple more than it did Microsoft.

When Excel for the Macintosh was released, Jobs and Gates unveiled it together at a press dinner at New York’s Tavern on the Green. Asked if Microsoft would make a version of it for IBM PCs, Gates did not reveal the bargain he had made with Jobs but merely answered that “in time” that might happen. Jobs took the microphone. “I’m sure ‘in time’ we’ll all be dead,” he joked.[Vi]

The Battle of the GUI

At that time, Microsoft was producing an operating system, known as DOS, which it licensed to IBM and compatible computers. It was based on an old-fashioned command line interface that confronted users with surly little prompts such as C:\>. As Jobs and his team began to work closely with Microsoft, they grew worried that it would copy Macintosh’s graphical user interface. Andy Hertzfeld noticed that his contact at Microsoft was asking detailed questions about how the Macintosh operating system worked. “I told Steve that I suspected that Microsoft was going to clone the Mac,” he recalled.

They were right to worry. Gates believed that graphical interfaces were the future, and that Microsoft had just as much right as Apple did to copy what had been developed at Xerox PARC. As he freely admitted later, “We sort of say, ‘Hey, we believe in graphics interfaces, we saw the Xerox Alto too.’ ”[Vi]

In their original deal, Jobs had convinced Gates to agree that Microsoft would not create graphical software for anyone other than Apple until a year after the Macintosh shipped in January 1983. Unfortunately for Apple, it did not provide for the possibility that the Macintosh launch would be delayed for a year. So Gates was within his rights when, in November 1983, he revealed that Microsoft planned to develop a new operating system for IBM PCs featuring a graphical interface with windows, icons, and a mouse for point-and-click navigation. It would be called Windows. Gates hosted a Jobs-like product announcement, the most lavish thus far in Microsoft’s history, at the Helmsley Palace Hotel in New York.

Jobs was furious. He knew there was little he could do about it—Microsoft’s deal with Apple not to do competing graphical software was running out—but he lashed out nonetheless. “Get Gates down here immediately,” he ordered Mike Boich, who was Apple’s evangelist to other software companies. Gates arrived, alone and willing to discuss things with Jobs. “He called me down to get pissed off at me,” Gates recalled. “I went down to Cupertino, like a command performance. I told him, ‘We’re doing Windows.’ I said to him, ‘We’re betting our company on graphical interfaces.’ ”[Vi]

They met in Jobs’s conference room, where Gates found himself surrounded by ten Apple employees who were eager to watch their boss assail him. Jobs didn’t disappoint his troops. “You’re ripping us off!” he shouted. “I trusted you, and now you’re stealing from us!” Hertzfeld recalled that Gates just sat there coolly, looking Steve in the eye, before hurling back, in his squeaky voice, what became a classic zinger. “Well, Steve, I think there’s more than one way of looking at it. I think it’s more like we both had this rich neighbor named Xerox and I broke into his house to steal the TV set and found out that you had already stolen it.”

Gates’s two-day visit provoked the full range of Jobs’s emotional responses and manipulation techniques. It also made clear that the Apple-Microsoft symbiosis had become a scorpion dance, with both sides circling warily, knowing that a sting by either could cause problems for both. After the confrontation in the conference room, Gates quietly gave Jobs a private demo of what was being planned for Windows. “Steve didn’t know what to say,” Gates recalled. “He could either say, ‘Oh, this is a violation of something,’ but he didn’t. He chose to say, ‘Oh, it’s actually really a piece of shit.’ ”[Vi]

Gates was thrilled, because it gave him a chance to calm Jobs down for a moment. “I said, ‘Yes, it’s a nice little piece of shit.’ ” So Jobs went through a gamut of other emotions. “During the course of this meeting, he’s just ruder than shit,” Gates said. “And then there’s a part where he’s almost crying, like, ‘Oh, just give me a chance to get this thing off.’ ” Gates responded by becoming very calm. “I’m good at when people are emotional, I’m kind of less emotional.”

As he often did when he wanted to have a serious conversation, Jobs suggested they go on a long walk. They trekked the streets of Cupertino, back and forth to De Anza college, stopping at a diner and then walking some more. “We had to take a walk, which is not one of my management techniques,” Gates said. “That was when he began saying things like, ‘Okay, okay, but don’t make it too much like what we’re doing.’ ”

As it turned out, Microsoft wasn’t able to get Windows 1.0 ready for shipping until the fall of 1985. Even then, it was a shoddy product. It lacked the elegance of the Macintosh interface, and it had tiled windows rather than the magical clipping of overlapping windows that Bill Atkinson had devised. Reviewers ridiculed it and consumers spurned it. Nevertheless, as is often the case with Microsoft products, persistence eventually made Windows better and then dominant.[Vi]

Jobs never got over his anger. “They just ripped us off completely, because Gates has no shame,” Jobs told me almost thirty years later. Upon hearing this, Gates responded, “If he believes that, he really has entered into one of his own reality distortion fields.” In a legal sense, Gates was right, as courts over the years have subsequently ruled. And on a practical level, he had a strong case as well. Even though Apple made a deal for the right to use what it saw at Xerox PARC, it was inevitable that other companies would develop similar graphical interfaces. As Apple found out, the “look and feel” of a computer interface design is a hard thing to protect.

And yet Jobs’s dismay was understandable. Apple had been more innovative, imaginative, elegant in execution, and brilliant in design. But even though Microsoft created a crudely copied series of products, it would end up winning the war of operating systems. This exposed an aesthetic flaw in how the universe worked: The best and most innovative products don’t always win. A decade later, this truism caused Jobs to let loose a rant that was somewhat arrogant and over-the-top, but also had a whiff of truth to it. “The only problem with Microsoft is they just have no taste, they have absolutely no taste,” he said. “I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their product.”[Vi]

—ooOoo—

CHAPTER SEVENTEEN

ICARUS

What Goes Up . . .

Flying High

The launch of the Macintosh in January 1984 propelled Jobs into an even higher orbit of celebrity, as was evident during a trip to Manhattan he took at the time. He went to a party that Yoko Ono threw for her son, Sean Lennon, and gave the nine-year-old a Macintosh. The boy loved it. The artists Andy Warhol and Keith Haring were there, and they were so enthralled by what they could create with the machine that the contemporary art world almost took an ominous turn. “I drew a circle,” Warhol exclaimed proudly after using MacPaint. Warhol insisted that Jobs take a computer to Mick Jagger. When Jobs arrived at the rock star’s townhouse, Jagger seemed baffled. He didn’t quite know who Jobs was. Later Jobs told his team, “I think he was on drugs. Either that or he’s brain-damaged.” Jagger’s daughter Jade, however, took to the computer immediately and started drawing with MacPaint, so Jobs gave it to her instead.[Vi]

He bought the top-floor duplex apartment that he’d shown Sculley in the San Remo on Manhattan’s Central Park West and hired James Freed of I. M. Pei’s firm to renovate it, but he never moved in. (He would later sell it to Bono for $15 million.) He also bought an old Spanish colonial–style fourteen-bedroom mansion in Woodside, in the hills above Palo Alto, that had been built by a copper baron, which he moved into but never got around to furnishing.

At Apple his status revived. Instead of seeking ways to curtail Jobs’s authority, Sculley gave him more: The Lisa and Macintosh divisions were folded together, with Jobs in charge. He was flying high, but this did not serve to make him more mellow. Indeed there was a memorable display of his brutal honesty when he stood in front of the combined Lisa and Macintosh teams to describe how they would be merged. His Macintosh group leaders would get all of the top positions, he said, and a quarter of the Lisa staff would be laid off. “You guys failed,” he said, looking directly at those who had worked on the Lisa. “You’re a B team. B players. Too many people here are B or C players, so today we are releasing some of you to have the opportunity to work at our sister companies here in the valley.”[Vi]

Bill Atkinson, who had worked on both teams, thought it was not only callous, but unfair. “These people had worked really hard and were brilliant engineers,” he said. But Jobs had latched onto what he believed was a key management lesson from his Macintosh experience: You have to be ruthless if you want to build a team of A players. “It’s too easy, as a team grows, to put up with a few B players, and they then attract a few more B players, and soon you will even have some C players,” he recalled. “The Macintosh experience taught me that A players like to work only with other A players, which means you can’t indulge B players.”[Vi]

• • •

For the time being, Jobs and Sculley were able to convince themselves that their friendship was still strong. They professed their fondness so effusively and often that they sounded like high school sweethearts at a Hallmark card display. The first anniversary of Sculley’s arrival came in May 1984, and to celebrate Jobs lured him to a dinner party at Le Mouton Noir, an elegant restaurant in the hills southwest of Cupertino. To Sculley’s surprise, Jobs had gathered the Apple board, its top managers, and even some East Coast investors. As they all congratulated him during cocktails, Sculley recalled, “a beaming Steve stood in the background, nodding his head up and down and wearing a Cheshire Cat smile on his face.” Jobs began the dinner with a fulsome toast. “The happiest two days for me were when Macintosh shipped and when John Sculley agreed to join Apple,” he said. “This has been the greatest year I’ve ever had in my whole life, because I’ve learned so much from John.” He then presented Sculley with a montage of memorabilia from the year.[Vi]

In response, Sculley effused about the joys of being Jobs’s partner for the past year, and he concluded with a line that, for different reasons, everyone at the table found memorable. “Apple has one leader,” he said, “Steve and me.” He looked across the room, caught Jobs’s eye, and watched him smile. “It was as if we were communicating with each other,” Sculley recalled. But he also noticed that Arthur Rock and some of the others were looking quizzical, perhaps even skeptical. They were worried that Jobs was completely rolling him. They had hired Sculley to control Jobs, and now it was clear that Jobs was the one in control. “Sculley was so eager for Steve’s approval that he was unable to stand up to him,” Rock recalled.

Keeping Jobs happy and deferring to his expertise may have seemed like a smart strategy to Sculley. But he failed to realize that it was not in Jobs’s nature to share control. Deference did not come naturally to him. He began to become more vocal about how he thought the company should be run. At the 1984 business strategy meeting, for example, he pushed to make the company’s centralized sales and marketing staffs bid on the right to provide their services to the various product divisions. (This would have meant, for example, that the Macintosh group could decide not to use Apple’s marketing team and instead create one of its own.)[Vi]

No one else was in favor, but Jobs kept trying to ram it through. “People were looking to me to take control, to get him to sit down and shut up, but I didn’t,” Sculley recalled. As the meeting broke up, he heard someone whisper, “Why doesn’t Sculley shut him up?”

When Jobs decided to build a state-of-the-art factory in Fremont to manufacture the Macintosh, his aesthetic passions and controlling nature kicked into high gear. He wanted the machinery to be painted in bright hues, like the Apple logo, but he spent so much time going over paint chips that Apple’s manufacturing director, Matt Carter, finally just installed them in their usual beige and gray. When Jobs took a tour, he ordered that the machines be repainted in the bright colors he wanted. Carter objected; this was precision equipment, and repainting the machines could cause problems. He turned out to be right. One of the most expensive machines, which got painted bright blue, ended up not working properly and was dubbed “Steve’s folly.” Finally Carter quit. “It took so much energy to fight him, and it was usually over something so pointless that finally I had enough,” he recalled.[Vi]

Jobs tapped as a replacement Debi Coleman, the spunky but good-natured Macintosh financial officer who had once won the team’s annual award for the person who best stood up to Jobs. But she knew how to cater to his whims when necessary. When Apple’s art director, Clement Mok, informed her that Jobs wanted the walls to be pure white, she protested, “You can’t paint a factory pure white. There’s going to be dust and stuff all over.” Mok replied, “There’s no white that’s too white for Steve.” She ended up going along. With its pure white walls and its bright blue, yellow, and red machines, the factory floor “looked like an Alexander Calder showcase,” said Coleman.

When asked about his obsessive concern over the look of the factory, Jobs said it was a way to ensure a passion for perfection:[Vi]

I’d go out to the factory, and I’d put on a white glove to check for dust. I’d find it everywhere—on machines, on the tops of the racks, on the floor. And I’d ask Debi to get it cleaned. I told her I thought we should be able to eat off the floor of the factory. Well, this drove Debi up the wall. She didn’t understand why. And I couldn’t articulate it back then. See, I’d been very influenced by what I’d seen in Japan. Part of what I greatly admired there—and part of what we were lacking in our factory—was a sense of teamwork and discipline. If we didn’t have the discipline to keep that place spotless, then we weren’t going to have the discipline to keep all these machines running.[Vi]

One Sunday morning Jobs brought his father to see the factory. Paul Jobs had always been fastidious about making sure that his craftsmanship was exacting and his tools in order, and his son was proud to show that he could do the same. Coleman came along to give the tour. “Steve was, like, beaming,” she recalled. “He was so proud to show his father this creation.” Jobs explained how everything worked, and his father seemed truly admiring. “He kept looking at his father, who touched everything and loved how clean and perfect everything looked.”

Things were not quite as sweet when Danielle Mitterrand toured the factory. The Cuba-admiring wife of France’s socialist president François Mitterrand asked a lot of questions, through her translator, about the working conditions, while Jobs, who had grabbed Alain Rossmann to serve as his translator, kept trying to explain the advanced robotics and technology. After Jobs talked about the just-in-time production schedules, she asked about overtime pay.[Vi]

He was annoyed, so he described how automation helped him keep down labor costs, a subject he knew would not delight her. “Is it hard work?” she asked. “How much vacation time do they get?” Jobs couldn’t contain himself. “If she’s so interested in their welfare,” he said to her translator, “tell her she can come work here any time.” The translator turned pale and said nothing. After a moment Rossmann stepped in to say, in French, “M. Jobs says he thanks you for your visit and your interest in the factory.” Neither Jobs nor Madame Mitterrand knew what happened, Rossmann recalled, but her translator looked very relieved.

Afterward, as he sped his Mercedes down the freeway toward Cupertino, Jobs fumed to Rossmann about Madame Mitterrand’s attitude. At one point he was going just over 100 miles per hour when a policeman stopped him and began writing a ticket. After a few minutes, as the officer scribbled away, Jobs honked. “Excuse me?” the policeman said. Jobs replied, “I’m in a hurry.” Amazingly, the officer didn’t get mad. He simply finished writing the ticket and warned that if Jobs was caught going over 55 again he would be sent to jail. As soon as the policeman left, Jobs got back on the road and accelerated to 100. “He absolutely believed that the normal rules didn’t apply to him,” Rossmann marveled.[Vi]

His wife, Joanna Hoffman, saw the same thing when she accompanied Jobs to Europe a few months after the Macintosh was launched. “He was just completely obnoxious and thinking he could get away with anything,” she recalled. In Paris she had arranged a formal dinner with French software developers, but Jobs suddenly decided he didn’t want to go. Instead he shut the car door on Hoffman and told her he was going to see the poster artist Folon instead. “The developers were so pissed off they wouldn’t shake our hands,” she said.

In Italy, he took an instant dislike to Apple’s general manager, a soft rotund guy who had come from a conventional business. Jobs told him bluntly that he was not impressed with his team or his sales strategy. “You don’t deserve to be able to sell the Mac,” Jobs said coldly. But that was mild compared to his reaction to the restaurant the hapless manager had chosen. Jobs demanded a vegan meal, but the waiter very elaborately proceeded to dish out a sauce filled with sour cream. Jobs got so nasty that Hoffman had to threaten him. She whispered that if he didn’t calm down, she was going to pour her hot coffee on his lap.[Vi]

The most substantive disagreements Jobs had on the European trip concerned sales forecasts. Using his reality distortion field, Jobs was always pushing his team to come up with higher projections. He kept threatening the European managers that he wouldn’t give them any allocations unless they projected bigger forecasts. They insisted on being realistic, and Hoffmann had to referee. “By the end of the trip, my whole body was shaking uncontrollably,” Hoffman recalled.

It was on this trip that Jobs first got to know Jean-Louis Gassée, Apple’s manager in France. Gassée was among the few to stand up successfully to Jobs on the trip. “He has his own way with the truth,” Gassée later remarked. “The only way to deal with him was to out-bully him.” When Jobs made his usual threat about cutting down on France’s allocations if Gassée didn’t jack up sales projections, Gassée got angry. “I remember grabbing his lapel and telling him to stop, and then he backed down. I used to be an angry man myself. I am a recovering assaholic. So I could recognize that in Steve.”[Vi]

Gassée was impressed, however, at how Jobs could turn on the charm when he wanted to. François Mitterrand had been preaching the gospel of informatique pour tous—computing for all—and various academic experts in technology, such as Marvin Minsky and Nicholas Negroponte, came over to sing in the choir. Jobs gave a talk to the group at the Hotel Bristol and painted a picture of how France could move ahead if it put computers in all of its schools. Paris also brought out the romantic in him. Both Gassée and Negroponte tell tales of him pining over women while there.[Vi]

Falling

After the burst of excitement that accompanied the release of Macintosh, its sales began to taper off in the second half of 1984. The problem was a fundamental one: It was a dazzling but woefully slow and underpowered computer, and no amount of hoopla could mask that. Its beauty was that its user interface looked like a sunny playroom rather than a somber dark screen with sickly green pulsating letters and surly command lines. But that led to its greatest weakness: A character on a text-based display took less than a byte of code, whereas when the Mac drew a letter, pixel by pixel in any elegant font you wanted, it required twenty or thirty times more memory. The Lisa handled this by shipping with more than 1,000K RAM, whereas the Macintosh made do with 128K.[Vi]

Another problem was the lack of an internal hard disk drive. Jobs had called Joanna Hoffman a “Xerox bigot” when she fought for such a storage device. He insisted that the Macintosh have just one floppy disk drive. If you wanted to copy data, you could end up with a new form of tennis elbow from having to swap floppy disks in and out of the single drive. In addition, the Macintosh lacked a fan, another example of Jobs’s dogmatic stubbornness. Fans, he felt, detracted from the calm of a computer. This caused many component failures and earned the Macintosh the nickname “the beige toaster,” which did not enhance its popularity. It was so seductive that it had sold well enough for the first few months, but when people became more aware of its limitations, sales fell. As Hoffman later lamented, “The reality distortion field can serve as a spur, but then reality itself hits.”[Vi]

At the end of 1984, with Lisa sales virtually nonexistent and Macintosh sales falling below ten thousand a month, Jobs made a shoddy, and atypical, decision out of desperation. He decided to take the inventory of unsold Lisas, graft on a Macintosh-emulation program, and sell them as a new product, the “Macintosh XL.” Since the Lisa had been discontinued and would not be restarted, it was an unusual instance of Jobs producing something that he did not believe in. “I was furious because the Mac XL wasn’t real,” said Hoffman. “It was just to blow the excess Lisas out the door. It sold well, and then we had to discontinue the horrible hoax, so I resigned.”

The dark mood was evident in the ad that was developed in January 1985, which was supposed to reprise the anti-IBM sentiment of the resonant “1984” ad. Unfortunately there was a fundamental difference: The first ad had ended on a heroic, optimistic note, but the storyboards presented by Lee Clow and Jay Chiat for the new ad, titled “Lemmings,” showed dark-suited, blindfolded corporate managers marching off a cliff to their death. From the beginning both Jobs and Sculley were uneasy. It didn’t seem as if it would convey a positive or glorious image of Apple, but instead would merely insult every manager who had bought an IBM.[Vi]

Jobs and Sculley asked for other ideas, but the agency folks pushed back. “You guys didn’t want to run ‘1984’ last year,” one of them said. According to Sculley, Lee Clow added, “I will put my whole reputation, everything, on this commercial.” When the filmed version, done by Ridley Scott’s brother Tony, came in, the concept looked even worse. The mindless managers marching off the cliff were singing a funeral-paced version of the Snow White song “Heigh-ho, Heigh-ho,” and the dreary filmmaking made it even more depressing than the storyboards portended. “I can’t believe you’re going to insult businesspeople across America by running that,” Debi Coleman yelled at Jobs when she saw the ad. At the marketing meetings, she stood up to make her point about how much she hated it. “I literally put a resignation letter on his desk. I wrote it on my Mac. I thought it was an affront to corporate managers. We were just beginning to get a toehold with desktop publishing.”[Vi]

Nevertheless Jobs and Sculley bent to the agency’s entreaties and ran the commercial during the Super Bowl. They went to the game together at Stanford Stadium with Sculley’s wife, Leezy (who couldn’t stand Jobs), and Jobs’s new girlfriend, Tina Redse. When the commercial was shown near the end of the fourth quarter of a dreary game, the fans watched on the overhead screen and had little reaction. Across the country, most of the response was negative. “It insulted the very people Apple was trying to reach,” the president of a market research firm told Fortune. Apple’s marketing manager suggested afterward that the company might want to buy an ad in the Wall Street Journal apologizing. Jay Chiat threatened that if Apple did that his agency would buy the facing page and apologize for the apology.[Vi]

Jobs’s discomfort, with both the ad and the situation at Apple in general, was on display when he traveled to New York in January to do another round of one-on-one press interviews. Andy Cunningham, from Regis McKenna’s firm, was in charge of hand-holding and logistics at the Carlyle. When Jobs arrived, he told her that his suite needed to be completely redone, even though it was 10 p.m. and the meetings were to begin the next day. The piano was not in the right place; the strawberries were the wrong type. But his biggest objection was that he didn’t like the flowers. He wanted calla lilies. “We got into a big fight on what a calla lily is,” Cunningham recalled. “I know what they are, because I had them at my wedding, but he insisted on having a different type of lily and said I was ‘stupid’ because I didn’t know what a real calla lily was.” So Cunningham went out and, this being New York, was able to find a place open at midnight where she could get the lilies he wanted. By the time they got the room rearranged, Jobs started objecting to what she was wearing. “That suit’s disgusting,” he told her. Cunningham knew that at times he just simmered with undirected anger, so she tried to calm him down. “Look, I know you’re angry, and I know how you feel,” she said.

“You have no fucking idea how I feel,” he shot back, “no fucking idea what it’s like to be me.”[Vi]

Thirty Years Old

Turning thirty is a milestone for most people, especially those of the generation that proclaimed it would never trust anyone over that age. To celebrate his own thirtieth, in February 1985, Jobs threw a lavishly formal but also playful—black tie and tennis shoes—party for one thousand in the ballroom of the St. Francis Hotel in San Francisco. The invitation read, “There’s an old Hindu saying that goes, ‘In the first 30 years of your life, you make your habits. For the last 30 years of your life, your habits make you.’ Come help me celebrate mine.”

One table featured software moguls, including Bill Gates and Mitch Kapor. Another had old friends such as Elizabeth Holmes, who brought as her date a woman dressed in a tuxedo. Andy Hertzfeld and Burrell Smith had rented tuxes and wore floppy tennis shoes, which made it all the more memorable when they danced to the Strauss waltzes played by the San Francisco Symphony Orchestra.

Ella Fitzgerald provided the entertainment, as Bob Dylan had declined. She sang mainly from her standard repertoire, though occasionally tailoring a song like “The Girl from Ipanema” to be about the boy from Cupertino. When she asked for some requests, Jobs called out a few. She concluded with a slow rendition of “Happy Birthday.”[Vi]

Sculley came to the stage to propose a toast to “technology’s foremost visionary.” Wozniak also came up and presented Jobs with a framed copy of the Zaltair hoax from the 1977 West Coast Computer Faire, where the Apple II had been introduced. The venture capitalist Don Valentine marveled at the change in the decade since that time. “He went from being a Ho Chi Minh look-alike, who said never trust anyone over thirty, to a person who gives himself a fabulous thirtieth birthday with Ella Fitzgerald,” he said.

Many people had picked out special gifts for a person who was not easy to shop for. Debi Coleman, for example, found a first edition of F. Scott Fitzgerald’s The Last Tycoon. But Jobs, in an act that was odd yet not out of character, left all of the gifts in a hotel room. Wozniak and some of the Apple veterans, who did not take to the goat cheese and salmon mousse that was served, met after the party and went out to eat at a Denny’s.[Vi]

“It’s rare that you see an artist in his 30s or 40s able to really contribute something amazing,” Jobs said wistfully to the writer David Sheff, who published a long and intimate interview in Playboy the month he turned thirty. “Of course, there are some people who are innately curious, forever little kids in their awe of life, but they’re rare.” The interview touched on many subjects, but Jobs’s most poignant ruminations were about growing old and facing the future:[Vi]

Your thoughts construct patterns like scaffolding in your mind. You are really etching chemical patterns. In most cases, people get stuck in those patterns, just like grooves in a record, and they never get out of them.

I’ll always stay connected with Apple. 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. . . .

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.

The more the outside world tries to reinforce an image of you, the harder it is to continue to be an artist, which is why a lot of times, artists have to say, “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.

With each of those statements, Jobs seemed to have a premonition that his life would soon be changing. Perhaps the thread of his life would indeed weave in and out of the thread of Apple’s. Perhaps it was time to throw away some of what he had been. Perhaps it was time to say “Bye, I have to go,” and then reemerge later, thinking differently.[Vi]

Exodus

Andy Hertzfeld had taken a leave of absence after the Macintosh came out in 1984. He needed to recharge his batteries and get away from his supervisor, Bob Belleville, whom he didn’t like. One day he learned that Jobs had given out bonuses of up to $50,000 to engineers on the Macintosh team. So he went to Jobs to ask for one. Jobs responded that Belleville had decided not to give the bonuses to people who were on leave. Hertzfeld later heard that the decision had actually been made by Jobs, so he confronted him. At first Jobs equivocated, then he said, “Well, let’s assume what you are saying is true. How does that change things?” Hertzfeld said that if Jobs was withholding the bonus as a reason for him to come back, then he wouldn’t come back as a matter of principle. Jobs relented, but it left Hertzfeld with a bad taste.

When his leave was coming to an end, Hertzfeld made an appointment to have dinner with Jobs, and they walked from his office to an Italian restaurant a few blocks away. “I really want to return,” he told Jobs. “But things seem really messed up right now.” Jobs was vaguely annoyed and distracted, but Hertzfeld plunged ahead. “The software team is completely demoralized and has hardly done a thing for months, and Burrell is so frustrated that he won’t last to the end of the year.”[Vi]

At that point Jobs cut him off. “You don’t know what you’re talking about!” he said. “The Macintosh team is doing great, and I’m having the best time of my life right now. You’re just completely out of touch.” His stare was withering, but he also tried to look amused at Hertzfeld’s assessment.

“If you really believe that, I don’t think there’s any way that I can come back,” Hertzfeld replied glumly. “The Mac team that I want to come back to doesn’t even exist anymore.”

“The Mac team had to grow up, and so do you,” Jobs replied. “I want you to come back, but if you don’t want to, that’s up to you. You don’t matter as much as you think you do, anyway.”

Hertzfeld didn’t come back.

By early 1985 Burrell Smith was also ready to leave. He had worried that it would be hard to quit if Jobs tried to talk him out of it; the reality distortion field was usually too strong for him to resist. So he plotted with Hertzfeld how he could break free of it. “I’ve got it!” he told Hertzfeld one day. “I know the perfect way to quit that will nullify the reality distortion field. I’ll just walk into Steve’s office, pull down my pants, and urinate on his desk. What could he say to that? It’s guaranteed to work.”[Vi]

The betting on the Mac team was that even brave Burrell Smith would not have the gumption to do that. When he finally decided he had to make his break, around the time of Jobs’s birthday bash, he made an appointment to see Jobs. He was surprised to find Jobs smiling broadly when he walked in. “Are you gonna do it? Are you really gonna do it?” Jobs asked. He had heard about the plan.

Smith looked at him. “Do I have to? I’ll do it if I have to.” Jobs gave him a look, and Smith decided it wasn’t necessary. So he resigned less dramatically and walked out on good terms.

He was quickly followed by another of the great Macintosh engineers, Bruce Horn. When Horn went in to say good-bye, Jobs told him, “Everything that’s wrong with the Mac is your fault.”

Horn responded, “Well, actually, Steve, a lot of things that are right with the Mac are my fault, and I had to fight like crazy to get those things in.”

“You’re right,” admitted Jobs. “I’ll give you 15,000 shares to stay.” When Horn declined the offer, Jobs showed his warmer side. “Well, give me a hug,” he said. And so they hugged.[Vi]

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division.

Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.[Vi]

Less than two weeks later Wozniak and Jobs traveled together to the White House, where Ronald Reagan presented them with the first National Medal of Technology. The president quoted what President Rutherford Hayes had said when first shown a telephone—“An amazing invention, but who would ever want to use one?”—and then quipped, “I thought at the time that he might be mistaken.” Because of the awkward situation surrounding Wozniak’s departure, Apple did not throw a celebratory dinner. So Jobs and Wozniak went for a walk afterward and ate at a sandwich shop. They chatted amiably, Wozniak recalled, and avoided any discussion of their disagreements.

Wozniak wanted to make the parting amicable. It was his style. So he agreed to stay on as a part-time Apple employee at a $20,000 salary and represent the company at events and trade shows. That could have been a graceful way to drift apart. But Jobs could not leave well enough alone. One Saturday, a few weeks after they had visited Washington together, Jobs went to the new Palo Alto studios of Hartmut Esslinger, whose company frogdesign had moved there to handle its design work for Apple. There he happened to see sketches that the firm had made for Wozniak’s new remote control device, and he flew into a rage. Apple had a clause in its contract that gave it the right to bar frogdesign from working on other computer-related projects, and Jobs invoked it. “I informed them,” he recalled, “that working with Woz wouldn’t be acceptable to us.”[Vi]

When the Wall Street Journal heard what happened, it got in touch with Wozniak, who, as usual, was open and honest. He said that Jobs was punishing him. “Steve Jobs has a hate for me, probably because of the things I said about Apple,” he told the reporter. Jobs’s action was remarkably petty, but it was also partly caused by the fact that he understood, in ways that others did not, that the look and style of a product served to brand it. A device that had Wozniak’s name on it and used the same design language as Apple’s products might be mistaken for something that Apple had produced. “It’s not personal,” Jobs told the newspaper, explaining that he wanted to make sure that Wozniak’s remote wouldn’t look like something made by Apple. “We don’t want to see our design language used on other products. Woz has to find his own resources. He can’t leverage off Apple’s resources; we can’t treat him specially.”[Vi]

Jobs volunteered to pay for the work that frogdesign had already done for Wozniak, but even so the executives at the firm were taken aback. When Jobs demanded that they send him the drawings done for Wozniak or destroy them, they refused. Jobs had to send them a letter invoking Apple’s contractual right. Herbert Pfeifer, the design director of the firm, risked Jobs’s wrath by publicly dismissing his claim that the dispute with Wozniak was not personal. “It’s a power play,” Pfeifer told the Journal. “They have personal problems between them.”

Hertzfeld was outraged when he heard what Jobs had done. He lived about twelve blocks from Jobs, who sometimes would drop by on his walks. “I got so furious about the Wozniak remote episode that when Steve next came over, I wouldn’t let him in the house,” Hertzfeld recalled. “He knew he was wrong, but he tried to rationalize, and maybe in his distorted reality he was able to.” Wozniak, always a teddy bear even when annoyed, hired another design firm and even agreed to stay on Apple’s retainer as a spokesman.[Vi]

Showdown, Spring 1985

There were many reasons for the rift between Jobs and Sculley in the spring of 1985. Some were merely business disagreements, such as Sculley’s attempt to maximize profits by keeping the Macintosh price high when Jobs wanted to make it more affordable. Others were weirdly psychological and stemmed from the torrid and unlikely infatuation they initially had with each other. Sculley had painfully craved Jobs’s affection, Jobs had eagerly sought a father figure and mentor, and when the ardor began to cool there was an emotional backwash. But at its core, the growing breach had two fundamental causes, one on each side.

For Jobs, the problem was that Sculley never became a product person. He didn’t make the effort, or show the capacity, to understand the fine points of what they were making. On the contrary, he found Jobs’s passion for tiny technical tweaks and design details to be obsessive and counterproductive. He had spent his career selling sodas and snacks whose recipes were largely irrelevant to him.[Vi]

He wasn’t naturally passionate about products, which was among the most damning sins that Jobs could imagine. “I tried to educate him about the details of engineering,” Jobs recalled, “but he had no idea how products are created, and after a while it just turned into arguments. But I learned that my perspective was right. Products are everything.” He came to see Sculley as clueless, and his contempt was exacerbated by Sculley’s hunger for his affection and delusions that they were very similar.

For Sculley, the problem was that Jobs, when he was no longer in courtship or manipulative mode, was frequently obnoxious, rude, selfish, and nasty to other people. He found Jobs’s boorish behavior as despicable as Jobs found Sculley’s lack of passion for product details. Sculley was kind, caring, and polite to a fault. At one point they were planning to meet with Xerox’s vice chair Bill Glavin, and Sculley begged Jobs to behave. But as soon as they sat down, Jobs told Glavin, “You guys don’t have any clue what you’re doing,” and the meeting broke up. “I’m sorry, but I couldn’t help myself,” Jobs told Sculley. It was one of many such cases. As Atari’s Al Alcorn later observed, “Sculley believed in keeping people happy and worrying about relationships. Steve didn’t give a shit about that. But he did care about the product in a way that Sculley never could, and he was able to avoid having too many bozos working at Apple by insulting anyone who wasn’t an A player.”[Vi]

The board became increasingly alarmed at the turmoil, and in early 1985 Arthur Rock and some other disgruntled directors delivered a stern lecture to both. They told Sculley that he was supposed to be running the company, and he should start doing so with more authority and less eagerness to be pals with Jobs. They told Jobs that he was supposed to be fixing the mess at the Macintosh division and not telling other divisions how to do their job. Afterward Jobs retreated to his office and typed on his Macintosh, “I will not criticize the rest of the organization, I will not criticize the rest of the organization . . .”

As the Macintosh continued to disappoint—sales in March 1985 were only 10% of the budget forecast—Jobs holed up in his office fuming or wandered the halls berating everyone else for the problems. His mood swings became worse, and so did his abuse of those around him. Middle-level managers began to rise up against him. The marketing chief Mike Murray sought a private meeting with Sculley at an industry conference. As they were going up to Sculley’s hotel room, Jobs spotted them and asked to come along. Murray asked him not to. He told Sculley that Jobs was wreaking havoc and had to be removed from managing the Macintosh division. Sculley replied that he was not yet resigned to having a showdown with Jobs. Murray later sent a memo directly to Jobs criticizing the way he treated colleagues and denouncing “management by character assassination.”[Vi]

For a few weeks it seemed as if there might be a solution to the turmoil. Jobs became fascinated by a flat-screen technology developed by a firm near Palo Alto called Woodside Design, run by an eccentric engineer named Steve Kitchen. He also was impressed by another startup that made a touchscreen display that could be controlled by your finger, so you didn’t need a mouse. Together these might help fulfill Jobs’s vision of creating a “Mac in a book.” On a walk with Kitchen, Jobs spotted a building in nearby Menlo Park and declared that they should open a skunkworks facility to work on these ideas. It could be called AppleLabs and Jobs could run it, going back to the joy of having a small team and developing a great new product.

Sculley was thrilled by the possibility. It would solve most of his management issues, moving Jobs back to what he did best and getting rid of his disruptive presence in Cupertino. Sculley also had a candidate to replace Jobs as manager of the Macintosh division: Jean-Louis Gassée, Apple’s chief in France, who had suffered through Jobs’s visit there. Gassée flew to Cupertino and said he would take the job if he got a guarantee that he would run the division rather than work under Jobs. One of the board members, Phil Schlein of Macy’s, tried to convince Jobs that he would be better off thinking up new products and inspiring a passionate little team.[Vi]

But after some reflection, Jobs decided that was not the path he wanted. He declined to cede control to Gassée, who wisely went back to Paris to avoid the power clash that was becoming inevitable. For the rest of the spring, Jobs vacillated. There were times when he wanted to assert himself as a corporate manager, even writing a memo urging cost savings by eliminating free beverages and first-class air travel, and other times when he agreed with those who were encouraging him to go off and run a new AppleLabs R&D group.

In March Murray let loose with another memo that he marked “Do not circulate” but gave to multiple colleagues. “In my three years at Apple, I’ve never observed so much confusion, fear, and dysfunction as in the past 90 days,” he began. “We are perceived by the rank and file as a boat without a rudder, drifting away into foggy oblivion.” Murray had been on both sides of the fence; at times he conspired with Jobs to undermine Sculley, but in this memo he laid the blame on Jobs. “Whether the cause of or because of the dysfunction, Steve Jobs now controls a seemingly impenetrable power base.”[Vi]

At the end of that month, Sculley finally worked up the nerve to tell Jobs that he should give up running the Macintosh division. He walked over to Jobs’s office one evening and brought the human resources manager, Jay Elliot, to make the confrontation more formal. “There is no one who admires your brilliance and vision more than I do,” Sculley began. He had uttered such flatteries before, but this time it was clear that there would be a brutal “but” punctuating the thought. And there was. “But this is really not going to work,” he declared. The flatteries punctured by “buts” continued. “We have developed a great friendship with each other,” he said, “but I have lost confidence in your ability to run the Macintosh division.” He also berated Jobs for badmouthing him as a bozo behind his back.

Jobs looked stunned and countered with an odd challenge, that Sculley should help and coach him more: “You’ve got to spend more time with me.” Then he lashed back. He told Sculley he knew nothing about computers, was doing a terrible job running the company, and had disappointed Jobs ever since coming to Apple. Then he began to cry. Sculley sat there biting his fingernails.

“I’m going to bring this up with the board,” Sculley declared. “I’m going to recommend that you step down from your operating position of running the Macintosh division. I want you to know that.” He urged Jobs not to resist and to agree instead to work on developing new technologies and products.

Jobs jumped from his seat and turned his intense stare on Sculley. “I don’t believe you’re going to do that,” he said. “If you do that, you’re going to destroy the company.”[Vi]

Over the next few weeks Jobs’s behavior fluctuated wildly. At one moment he would be talking about going off to run AppleLabs, but in the next moment he would be enlisting support to have Sculley ousted. He would reach out to Sculley, then lash out at him behind his back, sometimes on the same night. One night at 9 he called Apple’s general counsel Al Eisenstat to say he was losing confidence in Sculley and needed his help convincing the board to fire him; at 11 the same night, he phoned Sculley to say, “You’re terrific, and I just want you to know I love working with you.”

At the board meeting on April 11, Sculley officially reported that he wanted to ask Jobs to step down as the head of the Macintosh division and focus instead on new product development. Arthur Rock, the most crusty and independent of the board members, then spoke. He was fed up with both of them: with Sculley for not having the guts to take command over the past year, and with Jobs for “acting like a petulant brat.” The board needed to get this dispute behind them, and to do so it should meet privately with each of them.

Sculley left the room so that Jobs could present first. Jobs insisted that Sculley was the problem because he had no understanding of computers. Rock responded by berating Jobs. In his growling voice, he said that Jobs had been behaving foolishly for a year and had no right to be managing a division. Even Jobs’s strongest supporter, Phil Schlein, tried to talk him into stepping aside gracefully to run a research lab for the company.[Vi]

When it was Sculley’s turn to meet privately with the board, he gave an ultimatum: “You can back me, and then I take responsibility for running the company, or we can do nothing, and you’re going to have to find yourselves a new CEO.” If given the authority, he said, he would not move abruptly, but would ease Jobs into the new role over the next few months. The board unanimously sided with Sculley. He was given the authority to remove Jobs whenever he felt the timing was right. As Jobs waited outside the boardroom, knowing full well that he was losing, he saw Del Yocam, a longtime colleague, and hugged him.

After the board made its decision, Sculley tried to be conciliatory. Jobs asked that the transition occur slowly, over the next few months, and Sculley agreed. Later that evening Sculley’s executive assistant, Nanette Buckhout, called Jobs to see how he was doing. He was still in his office, shell-shocked. Sculley had already left, and Jobs came over to talk to her. Once again he began oscillating wildly in his attitude toward Sculley. “Why did John do this to me?” he said. “He betrayed me.” Then he swung the other way. Perhaps he should take some time away to work on restoring his relationship with Sculley, he said. “John’s friendship is more important than anything else, and I think maybe that’s what I should do, concentrate on our friendship.”[Vi]

Plotting a Coup

Jobs was not good at taking no for an answer. He went to Sculley’s office in early May 1985 and asked for more time to show that he could manage the Macintosh division. He would prove himself as an operations guy, he promised. Sculley didn’t back down. Jobs next tried a direct challenge: He asked Sculley to resign. “I think you really lost your stride,” Jobs told him. “You were really great the first year, and everything went wonderful. But something happened.” Sculley, who generally was even-tempered, lashed back, pointing out that Jobs had been unable to get Macintosh software developed, come up with new models, or win customers. The meeting degenerated into a shouting match about who was the worse manager. After Jobs stalked out, Sculley turned away from the glass wall of his office, where others had been looking in on the meeting, and wept.

Matters began to come to a head on Tuesday, May 14, when the Macintosh team made its quarterly review presentation to Sculley and other Apple corporate leaders. Jobs still had not relinquished control of the division, and he was defiant when he arrived in the corporate boardroom with his team. He and Sculley began by clashing over what the division’s mission was. Jobs said it was to sell more Macintosh machines. Sculley said it was to serve the interests of the Apple company as a whole. As usual there was little cooperation among the divisions; for one thing, the Macintosh team was planning new disk drives that were different from those being developed by the Apple II division. The debate, according to the minutes, took a full hour.[Vi]

Jobs then described the projects under way: a more powerful Mac, which would take the place of the discontinued Lisa; and software called FileServer, which would allow Macintosh users to share files on a network. Sculley learned for the first time that these projects were going to be late. He gave a cold critique of Murray’s marketing record, Belleville’s missed engineering deadlines, and Jobs’s overall management. Despite all this, Jobs ended the meeting with a plea to Sculley, in front of all the others there, to be given one more chance to prove he could run a division. Sculley refused.

That night Jobs took his Macintosh team out to dinner at Nina’s Café in Woodside. Jean-Louis Gassée was in town because Sculley wanted him to prepare to take over the Macintosh division, and Jobs invited him to join them. Belleville proposed a toast “to those of us who really understand what the world according to Steve Jobs is all about.” That phrase—“the world according to Steve”—had been used dismissively by others at Apple who belittled the reality warp he created. After the others left, Belleville sat with Jobs in his Mercedes and urged him to organize a battle to the death with Sculley.

Months earlier, Apple had gotten the right to export computers to China, and Jobs had been invited to sign a deal in the Great Hall of the People over the 1985 Memorial Day weekend. He had told Sculley, who decided he wanted to go himself, which was just fine with Jobs. Jobs decided to use Sculley’s absence to execute his coup. Throughout the week leading up to Memorial Day, he took a lot of people on walks to share his plans. “I’m going to launch a coup while John is in China,” he told Mike Murray.[Vi]

Seven Days in May

Thursday, May 23: At his regular Thursday meeting with his top lieutenants in the Macintosh division, Jobs told his inner circle about his plan to oust Sculley. He also confided in the corporate human resources director, Jay Elliot, who told him bluntly that the proposed rebellion wouldn’t work. Elliot had talked to some board members and urged them to stand up for Jobs, but he discovered that most of the board was with Sculley, as were most members of Apple’s senior staff. Yet Jobs barreled ahead. He even revealed his plans to Gassée on a walk around the parking lot, despite the fact that Gassée had come from Paris to take his job. “I made the mistake of telling Gassée,” Jobs wryly conceded years later.

That evening Apple’s general counsel Al Eisenstat had a small barbecue at his home for Sculley, Gassée, and their wives. When Gassée told Eisenstat what Jobs was plotting, he recommended that Gassée inform Sculley. “Steve was trying to raise a cabal and have a coup to get rid of John,” Gassée recalled. “In the den of Al Eisenstat’s house, I put my index finger lightly on John’s breastbone and said, ‘If you leave tomorrow for China, you could be ousted. Steve’s plotting to get rid of you.’ ”[Vi]

• • •

Friday, May 24: Sculley canceled his trip and decided to confront Jobs at the executive staff meeting on Friday morning. Jobs arrived late, and he saw that his usual seat next to Sculley, who sat at the head of the table, was taken. He sat instead at the far end. He was dressed in a well-tailored suit and looked energized. Sculley looked pale. He announced that he was dispensing with the agenda to confront the issue on everyone’s mind. “It’s come to my attention that you’d like to throw me out of the company,” he said, looking directly at Jobs. “I’d like to ask you if that’s true.”

Jobs was not expecting this. But he was never shy about indulging in brutal honesty. His eyes narrowed, and he fixed Sculley with his unblinking stare. “I think you’re bad for Apple, and I think you’re the wrong person to run the company,” he replied, coldly and slowly. “You really should leave this company. You don’t know how to operate and never have.” He accused Sculley of not understanding the product development process, and then he added a self-centered swipe: “I wanted you here to help me grow, and you’ve been ineffective in helping me.”[Vi]

As the rest of the room sat frozen, Sculley finally lost his temper. A childhood stutter that had not afflicted him for twenty years started to return. “I don’t trust you, and I won’t tolerate a lack of trust,” he stammered. When Jobs claimed that he would be better than Sculley at running the company, Sculley took a gamble. He decided to poll the room on that question. “He pulled off this clever maneuver,” Jobs recalled, still smarting twenty-five years later. “It was at the executive committee meeting, and he said, ‘It’s me or Steve, who do you vote for?’ He set the whole thing up so that you’d kind of have to be an idiot to vote for me.”

Suddenly the frozen onlookers began to squirm. Del Yocam had to go first. He said he loved Jobs, wanted him to continue to play some role in the company, but he worked up the nerve to conclude, with Jobs staring at him, that he “respected” Sculley and would support him to run the company. Eisenstat faced Jobs directly and said much the same thing: He liked Jobs but was supporting Sculley. Regis McKenna, who sat in on senior staff meetings as an outside consultant, was more direct. He looked at Jobs and told him he was not yet ready to run the company, something he had told him before. Others sided with Sculley as well. For Bill Campbell, it was particularly tough. He was fond of Jobs and didn’t particularly like Sculley. His voice quavered a bit as he told Jobs he had decided to support Sculley, and he urged the two of them to work it out and find some role for Jobs to play in the company. “You can’t let Steve leave this company,” he told Sculley.[Vi]

Jobs looked shattered. “I guess I know where things stand,” he said, and bolted out of the room. No one followed.

He went back to his office, gathered his longtime loyalists on the Macintosh staff, and started to cry. He would have to leave Apple, he said. As he started to walk out the door, Debi Coleman restrained him. She and the others urged him to settle down and not do anything hasty. He should take the weekend to regroup. Perhaps there was a way to prevent the company from being torn apart.

Sculley was devastated by his victory. Like a wounded warrior, he retreated to Eisenstat’s office and asked the corporate counsel to go for a ride. When they got into Eisenstat’s Porsche, Sculley lamented, “I don’t know whether I can go through with this.” When Eisenstat asked what he meant, Sculley responded, “I think I’m going to resign.”

“You can’t,” Eisenstat protested. “Apple will fall apart.”

“I’m going to resign,” Sculley declared. “I don’t think I’m right for the company.”

“I think you’re copping out,” Eisenstat replied. “You’ve got to stand up to him.” Then he drove Sculley home.[Vi]

Sculley’s wife was surprised to see him back in the middle of the day. “I’ve failed,” he said to her forlornly. She was a volatile woman who had never liked Jobs or appreciated her husband’s infatuation with him. So when she heard what had happened, she jumped into her car and sped over to Jobs’s office. Informed that he had gone to the Good Earth restaurant, she marched over there and confronted him in the parking lot as he was coming out with loyalists on his Macintosh team.

“Steve, can I talk to you?” she said. His jaw dropped. “Do you have any idea what a privilege it has been even to know someone as fine as John Sculley?” she demanded. He averted his gaze. “Can’t you look me in the eyes when I’m talking to you?” she asked. But when Jobs did so—giving her his practiced, unblinking stare—she recoiled. “Never mind, don’t look at me,” she said. “When I look into most people’s eyes, I see a soul. When I look into your eyes, I see a bottomless pit, an empty hole, a dead zone.” Then she walked away.[Vi]

• • •

Saturday, May 25: Mike Murray drove to Jobs’s house in Woodside to offer some advice: He should consider accepting the role of being a new product visionary, starting AppleLabs, and getting away from headquarters. Jobs seemed willing to consider it. But first he would have to restore peace with Sculley. So he picked up the telephone and surprised Sculley with an olive branch. Could they meet the following afternoon, Jobs asked, and take a walk together in the hills above Stanford University. They had walked there in the past, in happier times, and maybe on such a walk they could work things out.

Jobs did not know that Sculley had told Eisenstat he wanted to quit, but by then it didn’t matter. Overnight, he had changed his mind and decided to stay. Despite the blowup the day before, he was still eager for Jobs to like him. So he agreed to meet the next afternoon.

If Jobs was prepping for conciliation, it didn’t show in the choice of movie he wanted to see with Murray that night. He picked Patton, the epic of the never-surrender general. But he had lent his copy of the tape to his father, who had once ferried troops for the general, so he drove to his childhood home with Murray to retrieve it. His parents weren’t there, and he didn’t have a key. They walked around the back, checked for unlocked doors or windows, and finally gave up. The video store didn’t have a copy of Patton in stock, so in the end he had to settle for watching the 1983 film adaptation of Harold Pinter’s Betrayal.[Vi]

• • •

Sunday, May 26: As planned, Jobs and Sculley met in back of the Stanford campus on Sunday afternoon and walked for several hours amid the rolling hills and horse pastures. Jobs reiterated his plea that he should have an operational role at Apple. This time Sculley stood firm. It won’t work, he kept saying. Sculley urged him to take the role of being a product visionary with a lab of his own, but Jobs rejected this as making him into a mere “figurehead.” Defying all connection to reality, he countered with the proposal that Sculley give up control of the entire company to him. “Why don’t you become chairman and I’ll become president and chief executive officer?” he suggested. Sculley was struck by how earnest he seemed.

“Steve, that doesn’t make any sense,” Sculley replied. Jobs then proposed that they split the duties of running the company, with him handling the product side and Sculley handling marketing and business. But the board had not only emboldened Sculley, it had ordered him to bring Jobs to heel. “One person has got to run the company,” he replied. “I’ve got the support and you don’t.”

On his way home, Jobs stopped at Mike Markkula’s house. He wasn’t there, so Jobs left a message asking him to come to dinner the following evening. He would also invite the core of loyalists from his Macintosh team. He hoped that they could persuade Markkula of the folly of siding with Sculley.[Vi]

• • •

Monday, May 27: Memorial Day was sunny and warm. The Macintosh team loyalists—Debi Coleman, Mike Murray, Susan Barnes, and Bob Belleville—got to Jobs’s Woodside home an hour before the scheduled dinner so they could plot strategy. Sitting on the patio as the sun set, Coleman told Jobs that he should accept Sculley’s offer to be a product visionary and help start up AppleLabs. Of all the inner circle, Coleman was the most willing to be realistic. In the new organization plan, Sculley had tapped her to run the manufacturing division because he knew that her loyalty was to Apple and not just to Jobs. Some of the others were more hawkish. They wanted to urge Markkula to support a reorganization plan that put Jobs in charge.

When Markkula showed up, he agreed to listen with one proviso: Jobs had to keep quiet. “I seriously wanted to hear the thoughts of the Macintosh team, not watch Jobs enlist them in a rebellion,” he recalled. As it turned cooler, they went inside the sparsely furnished mansion and sat by a fireplace. Instead of letting it turn into a gripe session, Markkula made them focus on very specific management issues, such as what had caused the problem in producing the FileServer software and why the Macintosh distribution system had not responded well to the change in demand. When they were finished, Markkula bluntly declined to back Jobs. “I said I wouldn’t support his plan, and that was the end of that,” Markkula recalled. “Sculley was the boss. They were mad and emotional and putting together a revolt, but that’s not how you do things.”[Vi]

• • •

Tuesday, May 28: His ire stoked by hearing from Markkula that Jobs had spent the previous evening trying to subvert him, Sculley walked over to Jobs’s office on Tuesday morning. He had talked to the board, he said, and he had its support. He wanted Jobs out. Then he drove to Markkula’s house, where he gave a presentation of his reorganization plans. Markkula asked detailed questions, and at the end he gave Sculley his blessing. When he got back to his office, Sculley called the other members of the board, just to make sure he still had their backing. He did.

At that point he called Jobs to make sure he understood. The board had given final approval of his reorganization plan, which would proceed that week. Gassée would take over control of Jobs’s beloved Macintosh as well as other products, and there was no other division for Jobs to run. Sculley was still somewhat conciliatory. He told Jobs that he could stay on with the title of board chairman and be a product visionary with no operational duties. But by this point, even the idea of starting a skunkworks such as AppleLabs was no longer on the table.[Vi]

It finally sank in. Jobs realized there was no appeal, no way to warp the reality. He broke down in tears and started making phone calls—to Bill Campbell, Jay Elliot, Mike Murray, and others. Murray’s wife, Joyce, was on an overseas call when Jobs phoned, and the operator broke in saying it was an emergency. It better be important, she told the operator. “It is,” she heard Jobs say. When her husband got on the phone, Jobs was crying. “It’s over,” he said. Then he hung up.

Murray was worried that Jobs was so despondent he might do something rash, so he called back. There was no answer, so he drove to Woodside. No one came to the door when he knocked, so he went around back and climbed up some exterior steps and looked in the bedroom. Jobs was lying there on a mattress in his unfurnished room. He let Murray in and they talked until almost dawn.[Vi]

• • •

Wednesday, May 29: Jobs finally got hold of a tape of Patton, which he watched Wednesday evening, but Murray prevented him from getting stoked up for another battle. Instead he urged Jobs to come in on Friday for Sculley’s announcement of the reorganization plan. There was no option left other than to play the good soldier rather than the renegade commander.[Vi]

Like a Rolling Stone

Jobs slipped quietly into the back row of the auditorium to listen to Sculley explain to the troops the new order of battle. There were a lot of sideways glances, but few people acknowledged him and none came over to provide public displays of affection. He stared without blinking at Sculley, who would remember “Steve’s look of contempt” years later. “It’s unyielding,” Sculley recalled, “like an X-ray boring inside your bones, down to where you’re soft and destructibly mortal.” For a moment, standing onstage while pretending not to notice Jobs, Sculley thought back to a friendly trip they had taken a year earlier to Cambridge, Massachusetts, to visit Jobs’s hero, Edwin Land. He had been dethroned from the company he created, Polaroid, and Jobs had said to Sculley in disgust, “All he did was blow a lousy few million and they took his company away from him.” Now, Sculley reflected, he was taking Jobs’s company away from him.

As Sculley went over the organizational chart, he introduced Gassée as the new head of a combined Macintosh and Apple II product group. On the chart was a small box labeled “chairman” with no lines connecting to it, not to Sculley or to anyone else. Sculley briefly noted that in that role, Jobs would play the part of “global visionary.” But he didn’t acknowledge Jobs’s presence. There was a smattering of awkward applause.[Vi]

Jobs stayed home for the next few days, blinds drawn, his answering machine on, seeing only his girlfriend, Tina Redse. For hours on end he sat there playing his Bob Dylan tapes, especially “The Times They Are a-Changin.’ ” He had recited the second verse the day he unveiled the Macintosh to the Apple shareholders sixteen months earlier. That verse ended nicely: “For the loser now / Will be later to win. . . .”

A rescue squad from his former Macintosh posse arrived to dispel the gloom on Sunday night, led by Andy Hertzfeld and Bill Atkinson. Jobs took a while to answer their knock, and then he led them to a room next to the kitchen that was one of the few places with any furniture. With Redse’s help, he served some vegetarian food he had ordered. “So what really happened?” Hertzfeld asked. “Is it really as bad as it looks?”

“No, it’s worse.” Jobs grimaced. “It’s much worse than you can imagine.” He blamed Sculley for betraying him, and said that Apple would not be able to manage without him. His role as chairman, he complained, was completely ceremonial. He was being ejected from his Bandley 3 office to a small and almost empty building he nicknamed “Siberia.” Hertzfeld turned the topic to happier days, and they began to reminisce about the past.[Vi]

Earlier that week, Dylan had released a new album, Empire Burlesque, and Hertzfeld brought a copy that they played on Jobs’s high-tech turntable. The most notable track, “When the Night Comes Falling from the Sky,” with its apocalyptic message, seemed appropriate for the evening, but Jobs didn’t like it. It sounded almost disco, and he gloomily argued that Dylan had been going downhill since Blood on the Tracks. So Hertzfeld moved the needle to the last song on the album, “Dark Eyes,” which was a simple acoustic number featuring Dylan alone on guitar and harmonica. It was slow and mournful and, Hertzfeld hoped, would remind Jobs of the earlier Dylan tracks he so loved. But Jobs didn’t like that song either and had no desire to hear the rest of the album.

Jobs’s overwrought reaction was understandable. Sculley had once been a father figure to him. So had Mike Markkula. So had Arthur Rock. That week all three had abandoned him. “It gets back to the deep feeling of being rejected at an early age,” his friend and lawyer George Riley later said. “It’s a deep part of his own mythology, and it defines to himself who he is.” Jobs recalled years later, “I felt like I’d been punched, the air knocked out of me and I couldn’t breathe.”[Vi]

Losing the support of Arthur Rock was especially painful. “Arthur had been like a father to me,” Jobs said. “He took me under his wing.” Rock had taught him about opera, and he and his wife, Toni, had been his hosts in San Francisco and Aspen. “I remember driving into San Francisco one time, and I said to him, ‘God, that Bank of America building is ugly,’ and he said, ‘No, it’s the best,’ and he proceeded to lecture me, and he was right of course.” Years later Jobs’s eyes welled with tears as he recounted the story: “He chose Sculley over me. That really threw me for a loop. I never thought he would abandon me.”

Making matters worse was that his beloved company was now in the hands of a man he considered a bozo. “The board felt that I couldn’t run a company, and that was their decision to make,” he said. “But they made one mistake. They should have separated the decision of what to do with me and what to do with Sculley. They should have fired Sculley, even if they didn’t think I was ready to run Apple.” Even as his personal gloom slowly lifted, his anger at Sculley, his feeling of betrayal, deepened.

The situation worsened when Sculley told a group of analysts that he considered Jobs irrelevant to the company, despite his title as chairman. “From an operations standpoint, there is no role either today or in the future for Steve Jobs,” he said. “I don’t know what he’ll do.” The blunt comment shocked the group, and a gasp went through the auditorium.[Vi]

Perhaps getting away to Europe would help, Jobs thought. So in June he went to Paris, where he spoke at an Apple event and went to a dinner honoring Vice President George H. W. Bush. From there he went to Italy, where he drove the hills of Tuscany with Redse and bought a bike so he could spend time riding by himself. In Florence he soaked in the architecture of the city and the texture of the building materials. Particularly memorable were the paving stones, which came from Il Casone quarry near the Tuscan town of Firenzuola. They were a calming bluish gray. Twenty years later he would decide that the floors of most major Apple stores would be made of this sandstone.

The Apple II was just going on sale in Russia, so Jobs headed off to Moscow, where he met up with Al Eisenstat. Because there was a problem getting Washington’s approval for some of the required export licenses, they visited the commercial attaché at the American embassy in Moscow, Mike Merin. He warned them that there were strict laws against sharing technology with the Soviets. Jobs was annoyed. At the Paris trade show, Vice President Bush had encouraged him to get computers into Russia in order to “foment revolution from below.” Over dinner at a Georgian restaurant that specialized in shish kebab, Jobs continued his rant. “How could you suggest this violates American law when it so obviously benefits our interests?” he asked Merin. “By putting Macs in the hands of Russians, they could print all their newspapers.”[Vi]

Jobs also showed his feisty side in Moscow by insisting on talking about Trotsky, the charismatic revolutionary who fell out of favor and was ordered assassinated by Stalin. At one point the KGB agent assigned to him suggested he tone down his fervor. “You don’t want to talk about Trotsky,” he said. “Our historians have studied the situation, and we don’t believe he’s a great man anymore.” That didn’t help. When they got to the state university in Moscow to speak to computer students, Jobs began his speech by praising Trotsky. He was a revolutionary Jobs could identify with.

Jobs and Eisenstat attended the July Fourth party at the American embassy, and in his thank-you letter to Ambassador Arthur Hartman, Eisenstat noted that Jobs planned to pursue Apple’s ventures in Russia more vigorously in the coming year. “We are tentatively planning on returning to Moscow in September.” For a moment it looked as if Sculley’s hope that Jobs would turn into a “global visionary” for the company might come to pass. But it was not to be. Something much different was in store for September.[Vi]

—ooOoo—

CHAPTER EIGHTEEN

NEXT

Prometheus Unbound

The Pirates Abandon Ship

Upon his return from Europe in August 1985, while he was casting about for what to do next, Jobs called the Stanford biochemist Paul Berg to discuss the advances that were being made in gene splicing and recombinant DNA. Berg described how difficult it was to do experiments in a biology lab, where it could take weeks to nurture an experiment and get a result. “Why don’t you simulate them on a computer?” Jobs asked. Berg replied that computers with such capacities were too expensive for university labs. “Suddenly, he was excited about the possibilities,” Berg recalled. “He had it in his mind to start a new company. He was young and rich, and had to find something to do with the rest of his life.”

Jobs had already been canvassing academics to ask what their workstation needs were. It was something he had been interested in since 1983, when he had visited the computer science department at Brown to show off the Macintosh, only to be told that it would take a far more powerful machine to do anything useful in a university lab. The dream of academic researchers was to have a workstation that was both powerful and personal. As head of the Macintosh division, Jobs had launched a project to build such a machine, which was dubbed the Big Mac. It would have a UNIX operating system but with the friendly Macintosh interface. But after Jobs was ousted from the Macintosh division, his replacement, Jean-Louis Gassée, canceled the Big Mac.[Vi]

When that happened, Jobs got a distressed call from Rich Page, who had been engineering the Big Mac’s chip set. It was the latest in a series of conversations that Jobs was having with disgruntled Apple employees urging him to start a new company and rescue them. Plans to do so began to jell over Labor Day weekend, when Jobs spoke to Bud Tribble, the original Macintosh software chief, and floated the idea of starting a company to build a powerful but personal workstation. He also enlisted two other Macintosh division employees who had been talking about leaving, the engineer George Crow and the controller Susan Barnes.

That left one key vacancy on the team: a person who could market the new product to universities. The obvious candidate was Dan’l Lewin, who at Apple had organized a consortium of universities to buy Macintosh computers in bulk. Besides missing two letters in his first name, Lewin had the chiseled good looks of Clark Kent and a Princetonian’s polish. He and Jobs shared a bond: Lewin had written a Princeton thesis on Bob Dylan and charismatic leadership, and Jobs knew something about both of those topics.[Vi]

Lewin’s university consortium had been a godsend to the Macintosh group, but he had become frustrated after Jobs left and Bill Campbell had reorganized marketing in a way that reduced the role of direct sales to universities. He had been meaning to call Jobs when, that Labor Day weekend, Jobs called first. He drove to Jobs’s unfurnished mansion, and they walked the grounds while discussing the possibility of creating a new company. Lewin was excited, but not ready to commit. He was going to Austin with Campbell the following week, and he wanted to wait until then to decide. Upon his return, he gave his answer: He was in. The news came just in time for the September 13 Apple board meeting.

Although Jobs was still nominally the board’s chairman, he had not been to any meetings since he lost power. He called Sculley, said he was going to attend, and asked that an item be added to the end of the agenda for a “chairman’s report.” He didn’t say what it was about, and Sculley assumed it would be a criticism of the latest reorganization. Instead, when his turn came to speak, Jobs described to the board his plans to start a new company. “I’ve been thinking a lot, and it’s time for me to get on with my life,” he began. “It’s obvious that I’ve got to do something. I’m thirty years old.”[Vi]

Then he referred to some prepared notes to describe his plan to create a computer for the higher education market. The new company would not be competitive with Apple, he promised, and he would take with him only a handful of non-key personnel. He offered to resign as chairman of Apple, but he expressed hope that they could work together. Perhaps Apple would want to buy the distribution rights to his product, he suggested, or license Macintosh software to it.

Mike Markkula rankled at the possibility that Jobs would hire anyone from Apple. “Why would you take anyone at all?” he asked.

“Don’t get upset,” Jobs assured him and the rest of the board. “These are very low-level people that you won’t miss, and they will be leaving anyway.”

The board initially seemed disposed to wish Jobs well in his venture. After a private discussion, the directors even proposed that Apple take a 10% stake in the new company and that Jobs remain on the board.

That night Jobs and his five renegades met again at his house for dinner. He was in favor of taking the Apple investment, but the others convinced him it was unwise. They also agreed that it would be best if they resigned all at once, right away. Then they could make a clean break.

So Jobs wrote a formal letter telling Sculley the names of the five who would be leaving, signed it in his spidery lowercase signature, and drove to Apple the next morning to hand it to him before his 7:30 staff meeting.[Vi]

“Steve, these are not low-level people,” Sculley said.

“Well, these people were going to resign anyway,” Jobs replied. “They are going to be handing in their resignations by nine this morning.”

From Jobs’s perspective, he had been honest. The five were not division managers or members of Sculley’s top team. They had all felt diminished, in fact, by the company’s new organization. But from Sculley’s perspective, these were important players; Page was an Apple Fellow, and Lewin was a key to the higher education market. In addition, they knew about the plans for Big Mac; even though it had been shelved, this was still proprietary information. Nevertheless Sculley was sanguine. Instead of pushing the point, he asked Jobs to remain on the board. Jobs replied that he would think about it.

But when Sculley walked into his 7:30 staff meeting and told his top lieutenants who was leaving, there was an uproar. Most of them felt that Jobs had breached his duties as chairman and displayed stunning disloyalty to the company. “We should expose him for the fraud that he is so that people here stop regarding him as a messiah,” Campbell shouted, according to Sculley.[Vi]

Campbell admitted that, although he later became a great Jobs defender and supportive board member, he was ballistic that morning. “I was fucking furious, especially about him taking Dan’l Lewin,” he recalled. “Dan’l had built the relationships with the universities. He was always muttering about how hard it was to work with Steve, and then he left.” Campbell was so angry that he walked out of the meeting to call Lewin at home. When his wife said he was in the shower, Campbell said, “I’ll wait.” A few minutes later, when she said he was still in the shower, Campbell again said, “I’ll wait.” When Lewin finally came on the phone, Campbell asked him if it was true. Lewin acknowledged it was. Campbell hung up without saying another word.

After hearing the fury of his senior staff, Sculley surveyed the members of the board. They likewise felt that Jobs had misled them with his pledge that he would not raid important employees. Arthur Rock was especially angry. Even though he had sided with Sculley during the Memorial Day showdown, he had been able to repair his paternal relationship with Jobs. Just the week before, he had invited Jobs to bring his girlfriend up to San Francisco so that he and his wife could meet her, and the four had a nice dinner in Rock’s Pacific Heights home.[Vi]

Jobs had not mentioned the new company he was forming, so Rock felt betrayed when he heard about it from Sculley. “He came to the board and lied to us,” Rock growled later. “He told us he was thinking of forming a company when in fact he had already formed it. He said he was going to take a few middle-level people. It turned out to be five senior people.” Markkula, in his subdued way, was also offended. “He took some top executives he had secretly lined up before he left. That’s not the way you do things. It was ungentlemanly.”

Over the weekend both the board and the executive staff convinced Sculley that Apple would have to declare war on its cofounder. Markkula issued a formal statement accusing Jobs of acting “in direct contradiction to his statements that he wouldn’t recruit any key Apple personnel for his company.” He added ominously, “We are evaluating what possible actions should be taken.” Campbell was quoted in the Wall Street Journal as saying he “was stunned and shocked” by Jobs’s behavior.[Vi]

Jobs had left his meeting with Sculley thinking that things might proceed smoothly, so he had kept quiet. But after reading the newspapers, he felt that he had to respond. He phoned a few favored reporters and invited them to his home for private briefings the next day. Then he called Andy Cunningham, who had handled his publicity at Regis McKenna. “I went over to his unfurnished mansiony place in Woodside,” she recalled, “and I found him huddled in the kitchen with his five colleagues and a few reporters hanging outside on the lawn.” Jobs told her that he was going to do a full-fledged press conference and started spewing some of the derogatory things he was going to say. Cunningham was appalled. “This is going to reflect badly on you,” she told him. Finally he backed down. He decided that he would give the reporters a copy of the resignation letter and limit any on-the-record comments to a few bland statements.

Jobs had considered just mailing in his letter of resignation, but Susan Barnes convinced him that this would be too contemptuous. Instead he drove it to Markkula’s house, where he also found Al Eisenstat. There was a tense conversation for about fifteen minutes; then Barnes, who had been waiting outside, came to the door to retrieve him before he said anything he would regret. He left behind the letter, which he had composed on a Macintosh and printed on the new LaserWriter:[Vi]

September 17, 1985

Dear Mike:

This morning’s papers carried suggestions that Apple is considering removing me as Chairman. I don’t know the source of these reports but they are both misleading to the public and unfair to me.

You will recall that at last Thursday’s Board meeting I stated I had decided to start a new venture and I tendered my resignation as Chairman.

The Board declined to accept my resignation and asked me to defer it for a week. I agreed to do so in light of the encouragement the Board offered with regard to the proposed new venture and the indications that Apple would invest in it. On Friday, after I told John Sculley who would be joining me, he confirmed Apple’s willingness to discuss areas of possible collaboration between Apple and my new venture.

Subsequently the Company appears to be adopting a hostile posture toward me and the new venture. Accordingly, I must insist upon the immediate acceptance of my resignation. . . .

As you know, the company’s recent reorganization left me with no work to do and no access even to regular management reports. I am but 30 and want still to contribute and achieve.

After what we have accomplished together, I would wish our parting to be both amicable and dignified.

Yours sincerely, steven p. jobs[Vi]

When a guy from the facilities team went to Jobs’s office to pack up his belongings, he saw a picture frame on the floor. It contained a photograph of Jobs and Sculley in warm conversation, with an inscription from seven months earlier: “Here’s to Great Ideas, Great Experiences, and a Great Friendship! John.” The glass frame was shattered. Jobs had hurled it across the room before leaving. From that day, he never spoke to Sculley again.[Vi]

• • •

Apple’s stock went up a full point, or almost 7%, when Jobs’s resignation was announced. “East Coast stockholders always worried about California flakes running the company,” explained the editor of a tech stock newsletter. “Now with both Wozniak and Jobs out, those shareholders are relieved.” But Nolan Bushnell, the Atari founder who had been an amused mentor ten years earlier, told Time that Jobs would be badly missed. “Where is Apple’s inspiration going to come from? Is Apple going to have all the romance of a new brand of Pepsi?”

After a few days of failed efforts to reach a settlement with Jobs, Sculley and the Apple board decided to sue him “for breaches of fiduciary obligations.” The suit spelled out his alleged transgressions:

Notwithstanding his fiduciary obligations to Apple, Jobs, while serving as the Chairman of Apple’s Board of Directors and an officer of Apple and pretending loyalty to the interests of Apple . . .

(a) secretly planned the formation of an enterprise to compete with Apple;

(b) secretly schemed that his competing enterprise would wrongfully take advantage of and utilize Apple’s plan to design, develop and market the Next Generation Product . . .

(c) secretly lured away key employees of Apple.[Vi]

At the time, Jobs owned 6.5 million shares of Apple stock, 11% of the company, worth more than $100 million. He began to sell his shares, and within five months had dumped them all, retaining only one share so he could attend shareholder meetings if he wanted. He was furious, and that was reflected in his passion to start what was, no matter how he spun it, a rival company. “He was angry at Apple,” said Joanna Hoffman, who briefly went to work for the new company. “Aiming at the educational market, where Apple was strong, was simply Steve being vengeful. He was doing it for revenge.”

Jobs, of course, didn’t see it that way. “I haven’t got any sort of odd chip on my shoulder,” he told Newsweek. Once again he invited his favorite reporters over to his Woodside home, and this time he did not have Andy Cunningham there urging him to be circumspect. He dismissed the allegation that he had improperly lured the five colleagues from Apple. “These people all called me,” he told the gaggle of journalists who were milling around in his unfurnished living room. “They were thinking of leaving the company. Apple has a way of neglecting people.”[Vi]

He decided to cooperate with a Newsweek cover in order to get his version of the story out, and the interview he gave was revealing. “What I’m best at doing is finding a group of talented people and making things with them,” he told the magazine. He said that he would always harbor affection for Apple. “I’ll always remember Apple like any man remembers the first woman he’s fallen in love with.” But he was also willing to fight with its management if need be. “When someone calls you a thief in public, you have to respond.” Apple’s threat to sue him was outrageous. It was also sad. It showed that Apple was no longer a confident, rebellious company. “It’s hard to think that a $2 billion company with 4,300 employees couldn’t compete with six people in blue jeans.”

To try to counter Jobs’s spin, Sculley called Wozniak and urged him to speak out. “Steve can be an insulting and hurtful guy,” he told Time that week. He revealed that Jobs had asked him to join his new firm—it would have been a sly way to land another blow against Apple’s current management—but he wanted no part of such games and had not returned Jobs’s phone call. To the San Francisco Chronicle, he recounted how Jobs had blocked frogdesign from working on his remote control under the pretense that it might compete with Apple products. “I look forward to a great product and I wish him success, but his integrity I cannot trust,” Wozniak said.[Vi]

To Be on Your Own

“The best thing ever to happen to Steve is when we fired him, told him to get lost,” Arthur Rock later said. The theory, shared by many, is that the tough love made him wiser and more mature. But it’s not that simple. At the company he founded after being ousted from Apple, Jobs was able to indulge all of his instincts, both good and bad. He was unbound. The result was a series of spectacular products that were dazzling market flops. This was the true learning experience. What prepared him for the great success he would have in Act III was not his ouster from his Act I at Apple but his brilliant failures in Act II.

The first instinct that he indulged was his passion for design. The name he chose for his new company was rather straightforward: Next. In order to make it more distinctive, he decided he needed a world-class logo. So he courted the dean of corporate logos, Paul Rand. At seventy-one, the Brooklyn-born graphic designer had already created some of the best-known logos in business, including those of Esquire, IBM, Westinghouse, ABC, and UPS. He was under contract to IBM, and his supervisors there said that it would obviously be a conflict for him to create a logo for another computer company. So Jobs picked up the phone and called IBM’s CEO, John Akers. Akers was out of town, but Jobs was so persistent that he was finally put through to Vice Chairman Paul Rizzo. After two days, Rizzo concluded that it was futile to resist Jobs, and he gave permission for Rand to do the work.[Vi]

Rand flew out to Palo Alto and spent time walking with Jobs and listening to his vision. The computer would be a cube, Jobs pronounced. He loved that shape. It was perfect and simple. So Rand decided that the logo should be a cube as well, one that was tilted at a 28° angle. When Jobs asked for a number of options to consider, Rand declared that he did not create different options for clients. “I will solve your problem, and you will pay me,” he told Jobs. “You can use what I produce, or not, but I will not do options, and either way you will pay me.”

Jobs admired that kind of thinking, so he made what was quite a gamble. The company would pay an astonishing $100,000 flat fee to get one design. “There was a clarity in our relationship,” Jobs said. “He had a purity as an artist, but he was astute at solving business problems. He had a tough exterior, and had perfected the image of a curmudgeon, but he was a teddy bear inside.” It was one of Jobs’s highest praises: purity as an artist.[Vi]

It took Rand just two weeks. He flew back to deliver the result to Jobs at his Woodside house. First they had dinner, then Rand handed him an elegant and vibrant booklet that described his thought process. On the final spread, Rand presented the logo he had chosen. “In its design, color arrangement, and orientation, the logo is a study in contrasts,” his booklet proclaimed. “Tipped at a jaunty angle, it brims with the informality, friendliness, and spontaneity of a Christmas seal and the authority of a rubber stamp.” The word “next” was split into two lines to fill the square face of the cube, with only the “e” in lowercase. That letter stood out, Rand’s booklet explained, to connote “education, excellence . . . e = mc^2.”

It was often hard to predict how Jobs would react to a presentation. He could label it shitty or brilliant; one never knew which way he might go. But with a legendary designer such as Rand, the chances were that Jobs would embrace the proposal. He stared at the final spread, looked up at Rand, and then hugged him. They had one minor disagreement: Rand had used a dark yellow for the “e” in the logo, and Jobs wanted him to change it to a brighter and more traditional yellow. Rand banged his fist on the table and declared, “I’ve been doing this for fifty years, and I know what I’m doing.” Jobs relented.[Vi]

The company had not only a new logo, but a new name. No longer was it Next. It was NeXT. Others might not have understood the need to obsess over a logo, much less pay $100,000 for one. But for Jobs it meant that NeXT was starting life with a world-class feel and identity, even if it hadn’t yet designed its first product. As Markkula had taught him, a great company must be able to impute its values from the first impression it makes.

As a bonus, Rand agreed to design a personal calling card for Jobs. He came up with a colorful type treatment, which Jobs liked, but they ended up having a lengthy and heated disagreement about the placement of the period after the “P” in Steven P. Jobs. Rand had placed the period to the right of the “P.”, as it would appear if set in lead type. Steve preferred the period to be nudged to the left, under the curve of the “P.”, as is possible with digital typography. “It was a fairly large argument about something relatively small,” Susan Kare recalled. On this one Jobs prevailed.

In order to translate the NeXT logo into the look of real products, Jobs needed an industrial designer he trusted. He talked to a few possibilities, but none of them impressed him as much as the wild Bavarian he had imported to Apple: Hartmut Esslinger, whose frogdesign had set up shop in Silicon Valley and who, thanks to Jobs, had a lucrative contract with Apple. Getting IBM to permit Paul Rand to do work for NeXT was a small miracle willed into existence by Jobs’s belief that reality can be distorted. But that was a snap compared to the likelihood that he could convince Apple to permit Esslinger to work for NeXT.[Vi]

This did not keep Jobs from trying. At the beginning of November 1985, just five weeks after Apple filed suit against him, Jobs wrote to Eisenstat and asked for a dispensation. “I spoke with Hartmut Esslinger this weekend and he suggested I write you a note expressing why I wish to work with him and frogdesign on the new products for NeXT,” he said. Astonishingly, Jobs’s argument was that he did not know what Apple had in the works, but Esslinger did. “NeXT has no knowledge as to the current or future directions of Apple’s product designs, nor do other design firms we might deal with, so it is possible to inadvertently design similar looking products. It is in both Apple’s and NeXT’s best interest to rely on Hartmut’s professionalism to make sure this does not occur.” Eisenstat recalled being flabbergasted by Jobs’s audacity, and he replied curtly. “I have previously expressed my concern on behalf of Apple that you are engaged in a business course which involves your utilization of Apple’s confidential business information,” he wrote. “Your letter does not alleviate my concern in any way. In fact it heightens my concern because it states that you have ‘no knowledge as to the current or future directions of Apple’s product designs,’ a statement which is not true.” What made the request all the more astonishing to Eisenstat was that it was Jobs who, just a year earlier, had forced frogdesign to abandon its work on Wozniak’s remote control device.[Vi]

Jobs realized that in order to work with Esslinger (and for a variety of other reasons), it would be necessary to resolve the lawsuit that Apple had filed. Fortunately Sculley was willing. In January 1986 they reached an out-of-court agreement involving no financial damages. In return for Apple’s dropping its suit, NeXT agreed to a variety of restrictions: Its product would be marketed as a high-end workstation, it would be sold directly to colleges and universities, and it would not ship before March 1987. Apple also insisted that the NeXT machine “not use an operating system compatible with the Macintosh,” though it could be argued that Apple would have been better served by insisting on just the opposite.

After the settlement Jobs continued to court Esslinger until the designer decided to wind down his contract with Apple. That allowed frogdesign to work with NeXT at the end of 1986. Esslinger insisted on having free rein, just as Paul Rand had. “Sometimes you have to use a big stick with Steve,” he said. Like Rand, Esslinger was an artist, so Jobs was willing to grant him indulgences he denied other mortals.

Jobs decreed that the computer should be an absolutely perfect cube, with each side exactly a foot long and every angle precisely 90 degrees. He liked cubes. They had gravitas but also the slight whiff of a toy. But the NeXT cube was a Jobsian example of design desires trumping engineering considerations. The circuit boards, which fitted nicely into the traditional pizza-box shape, had to be reconfigured and stacked in order to nestle into a cube.[Vi]

Even worse, the perfection of the cube made it hard to manufacture. Most parts that are cast in molds have angles that are slightly greater than pure 90 degrees, so that it’s easier to get them out of the mold (just as it is easier to get a cake out of a pan that has angles slightly greater than 90 degrees). But Esslinger dictated, and Jobs enthusiastically agreed, that there would be no such “draft angles” that would ruin the purity and perfection of the cube. So the sides had to be produced separately, using molds that cost $650,000, at a specialty machine shop in Chicago. Jobs’s passion for perfection was out of control. When he noticed a tiny line in the chassis caused by the molds, something that any other computer maker would accept as unavoidable, he flew to Chicago and convinced the die caster to start over and do it perfectly. “Not a lot of die casters expect a celebrity to fly in,” noted one of the engineers. Jobs also had the company buy a $150,000 sanding machine to remove all lines where the mold faces met and insisted that the magnesium case be a matte black, which made it more susceptible to showing blemishes.

Jobs had always indulged his obsession that the unseen parts of a product should be crafted as beautifully as its façade, just as his father had taught him when they were building a fence. This too he took to extremes when he found himself unfettered at NeXT. He made sure that the screws inside the machine had expensive plating. He even insisted that the matte black finish be coated onto the inside of the cube’s case, even though only repairmen would see it.[Vi]

Joe Nocera, then writing for Esquire, captured Jobs’s intensity at a NeXT staff meeting:

It’s not quite right to say that he is sitting through this staff meeting, because Jobs doesn’t sit through much of anything; one of the ways he dominates is through sheer movement. One moment he’s kneeling in his chair; the next minute he’s slouching in it; the next he has leaped out of his chair entirely and is scribbling on the blackboard directly behind him. He is full of mannerisms. He bites his nails. He stares with unnerving earnestness at whoever is speaking. His hands, which are slightly and inexplicably yellow, are in constant motion.

What particularly struck Nocera was Jobs’s “almost willful lack of tact.” It was more than just an inability to hide his opinions when others said something he thought dumb; it was a conscious readiness, even a perverse eagerness, to put people down, humiliate them, show he was smarter. When Dan’l Lewin handed out an organization chart, for example, Jobs rolled his eyes. “These charts are bullshit,” he interjected. Yet his moods still swung wildly, as at Apple. A finance person came into the meeting and Jobs lavished praise on him for a “really, really great job on this”; the previous day Jobs had told him, “This deal is crap.”[Vi]

One of NeXT’s first ten employees was an interior designer for the company’s first headquarters, in Palo Alto. Even though Jobs had leased a building that was new and nicely designed, he had it completely gutted and rebuilt. Walls were replaced by glass, the carpets were replaced by light hardwood flooring. The process was repeated when NeXT moved to a bigger space in Redwood City in 1989. Even though the building was brand-new, Jobs insisted that the elevators be moved so that the entrance lobby would be more dramatic. As a centerpiece, Jobs commissioned I. M. Pei to design a grand staircase that seemed to float in the air. The contractor said it couldn’t be built. Jobs said it could, and it was. Years later Jobs would make such staircases a feature at Apple’s signature stores.[Vi]

The Computer

During the early months of NeXT, Jobs and Dan’l Lewin went on the road, often accompanied by a few colleagues, to visit campuses and solicit opinions. At Harvard they met with Mitch Kapor, the chairman of Lotus software, over dinner at Harvest restaurant. When Kapor began slathering butter on his bread, Jobs asked him, “Have you ever heard of serum cholesterol?” Kapor responded, “I’ll make you a deal. You stay away from commenting on my dietary habits, and I will stay away from the subject of your personality.” It was meant humorously, but as Kapor later commented, “Human relationships were not his strong suit.” Lotus agreed to write a spreadsheet program for the NeXT operating system.

Jobs wanted to bundle useful content with the machine, so Michael Hawley, one of the engineers, developed a digital dictionary. He learned that a friend of his at Oxford University Press had been involved in the typesetting of a new edition of Shakespeare’s works. That meant that there was probably a computer tape he could get his hands on and, if so, incorporate it into the NeXT’s memory. “So I called up Steve, and he said that would be awesome, and we flew over to Oxford together.”[Vi]

On a beautiful spring day in 1986, they met in the publishing house’s grand building in the heart of Oxford, where Jobs made an offer of $2,000 plus 74 cents for every computer sold in order to have the rights to Oxford’s edition of Shakespeare. “It will be all gravy to you,” he argued. “You will be ahead of the parade. It’s never been done before.” They agreed in principle and then went out to play skittles over beer at a nearby pub where Lord Byron used to drink. By the time it launched, the NeXT would also include a dictionary, a thesaurus, and the Oxford Dictionary of Quotations, making it one of the pioneers of the concept of searchable electronic books.

Instead of using off-the-shelf chips for the NeXT, Jobs had his engineers design custom ones that integrated a variety of functions on one chip. That would have been hard enough, but Jobs made it almost impossible by continually revising the functions he wanted it to do. After a year it became clear that this would be a major source of delay.[Vi]

He also insisted on building his own fully automated and futuristic factory, just as he had for the Macintosh; he had not been chastened by that experience. This time too he made the same mistakes, only more excessively. Machines and robots were painted and repainted as he compulsively revised his color scheme. The walls were museum white, as they had been at the Macintosh factory, and there were $20,000 black leather chairs and a custom-made staircase, just as in the corporate headquarters. He insisted that the machinery on the 165-foot assembly line be configured to move the circuit boards from right to left as they got built, so that the process would look better to visitors who watched from the viewing gallery. Empty circuit boards were fed in at one end and twenty minutes later, untouched by humans, came out the other end as completed boards. The process followed the Japanese principle known as kanban, in which each machine performs its task only when the next machine is ready to receive another part.[Vi]

Jobs had not tempered his way of dealing with employees. “He applied charm or public humiliation in a way that in most cases proved to be pretty effective,” Tribble recalled. But sometimes it wasn’t. One engineer, David Paulsen, put in ninety-hour weeks for the first ten months at NeXT. He quit when “Steve walked in one Friday afternoon and told us how unimpressed he was with what we were doing.” When Business Week asked him why he treated employees so harshly, Jobs said it made the company better. “Part of my responsibility is to be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.” But he still had his spirit and charisma. There were plenty of field trips, visits by aikido masters, and off-site retreats. And he still exuded the pirate flag spunkiness. When Apple fired Chiat/Day, the ad firm that had done the “1984” ad and taken out the newspaper ad saying “Welcome IBM—seriously,” Jobs took out a full-page ad in the Wall Street Journal proclaiming, “Congratulations Chiat/Day—Seriously . . . Because I can guarantee you: there is life after Apple.”[Vi]

Perhaps the greatest similarity to his days at Apple was that Jobs brought with him his reality distortion field. It was on display at the company’s first retreat at Pebble Beach in late 1985. There Jobs pronounced that the first NeXT computer would be shipped in just eighteen months. It was already clear that this date was impossible, but he blew off a suggestion from one engineer that they be realistic and plan on shipping in 1988. “If we do that, the world isn’t standing still, the technology window passes us by, and all the work we’ve done we have to throw down the toilet,” he argued.

Joanna Hoffman, the veteran of the Macintosh team who was among those willing to challenge Jobs, did so. “Reality distortion has motivational value, and I think that’s fine,” she said as Jobs stood at a whiteboard. “However, when it comes to setting a date in a way that affects the design of the product, then we get into real deep shit.” Jobs didn’t agree: “I think we have to drive a stake in the ground somewhere, and I think if we miss this window, then our credibility starts to erode.” What he did not say, even though it was suspected by all, was that if their targets slipped they might run out of money. Jobs had pledged $7 million of his own funds, but at their current burn rate that would run out in eighteen months if they didn’t start getting some revenue from shipped products.

Three months later, when they returned to Pebble Beach for their next retreat, Jobs began his list of maxims with “The honeymoon is over.” By the time of the third retreat, in Sonoma in September 1986, the timetable was gone, and it looked as though the company would hit a financial wall.[Vi]

Perot to the Rescue

In late 1986 Jobs sent out a proposal to venture capital firms offering a 10% stake in NeXT for $3 million. That put a valuation on the entire company of $30 million, a number that Jobs had pulled out of thin air. Less than $7 million had gone into the company thus far, and there was little to show for it other than a neat logo and some snazzy offices. It had no revenue or products, nor any on the horizon. Not surprisingly, the venture capitalists all passed on the offer to invest.

There was, however, one cowboy who was dazzled. Ross Perot, the bantam Texan who had founded Electronic Data Systems, then sold it to General Motors for $2.4 billion, happened to watch a PBS documentary, The Entrepreneurs, which had a segment on Jobs and NeXT in November 1986. He instantly identified with Jobs and his gang, so much so that, as he watched them on television, he said, “I was finishing their sentences for them.” It was a line eerily similar to one Sculley had often used. Perot called Jobs the next day and offered, “If you ever need an investor, call me.”[Vi]

Jobs did indeed need one, badly. But he was careful not to show it. He waited a week before calling back. Perot sent some of his analysts to size up NeXT, but Jobs took care to deal directly with Perot. One of his great regrets in life, Perot later said, was that he had not bought Microsoft, or a large stake in it, when a very young Bill Gates had come to visit him in Dallas in 1979. By the time Perot called Jobs, Microsoft had just gone public with a $1 billion valuation. Perot had missed out on the opportunity to make a lot of money and have a fun adventure. He was eager not to make that mistake again.

Jobs made an offer to Perot that was three times more costly than had quietly been offered to venture capitalists a few months earlier. For $20 million, Perot would get 16% of the equity in the company, after Jobs put in another $5 million. That meant the company would be valued at about $126 million. But money was not a major consideration for Perot. After a meeting with Jobs, he declared that he was in. “I pick the jockeys, and the jockeys pick the horses and ride them,” he told Jobs. “You guys are the ones I’m betting on, so you figure it out.”[Vi]

Perot brought to NeXT something that was almost as valuable as his $20 million lifeline: He was a quotable, spirited cheerleader for the company, who could lend it an air of credibility among grown-ups. “In terms of a startup company, it’s one that carries the least risk of any I’ve seen in 25 years in the computer industry,” he told the New York Times. “We’ve had some sophisticated people see the hardware—it blew them away. Steve and his whole NeXT team are the darnedest bunch of perfectionists I’ve ever seen.”

Perot also traveled in rarefied social and business circles that complemented Jobs’s own. He took Jobs to a black-tie dinner dance in San Francisco that Gordon and Ann Getty gave for King Juan Carlos I of Spain. When the king asked Perot whom he should meet, Perot immediately produced Jobs. They were soon engaged in what Perot later described as “electric conversation,” with Jobs animatedly describing the next wave in computing. At the end the king scribbled a note and handed it to Jobs. “What happened?” Perot asked. Jobs answered, “I sold him a computer.”[Vi]

These and other stories were incorporated into the mythologized story of Jobs that Perot told wherever he went. At a briefing at the National Press Club in Washington, he spun Jobs’s life story into a Texas-size yarn about a young man:

So poor he couldn’t afford to go to college, working in his garage at night, playing with computer chips, which was his hobby, and his dad—who looks like a character out of a Norman Rockwell painting—comes in one day and said, “Steve, either make something you can sell or go get a job.” Sixty days later, in a wooden box that his dad made for him, the first Apple computer was created. And this high school graduate literally changed the world.

The one phrase that was true was the one about Paul Jobs’s looking like someone in a Rockwell painting. And perhaps the last phrase, the one about Jobs changing the world. Certainly Perot believed that. Like Sculley, he saw himself in Jobs. “Steve’s like me,” Perot told the Washington Post’s David Remnick. “We’re weird in the same way. We’re soul mates.”[Vi]

Gates and NeXT

Bill Gates was not a soul mate. Jobs had convinced him to produce software applications for the Macintosh, which had turned out to be hugely profitable for Microsoft. But Gates was one person who was resistant to Jobs’s reality distortion field, and as a result he decided not to create software tailored for the NeXT platform. Gates went to California to get periodic demonstrations, but each time he came away unimpressed. “The Macintosh was truly unique, but I personally don’t understand what is so unique about Steve’s new computer,” he told Fortune.

Part of the problem was that the rival titans were congenitally unable to be deferential to each other. When Gates made his first visit to NeXT’s Palo Alto headquarters, in the summer of 1987, Jobs kept him waiting for a half hour in the lobby, even though Gates could see through the glass walls that Jobs was walking around having casual conversations. “I’d gone down to NeXT and I had the Odwalla, the most expensive carrot juice, and I’d never seen tech offices so lavish,” Gates recalled, shaking his head with just a hint of a smile. “And Steve comes a half hour late to the meeting.”

Jobs’s sales pitch, according to Gates, was simple. “We did the Mac together,” Jobs said. “How did that work for you? Very well. Now, we’re going to do this together and this is going to be great.”[Vi]

But Gates was brutal to Jobs, just as Jobs could be to others. “This machine is crap,” he said. “The optical disk has too high latency, the fucking case is too expensive. This thing is ridiculous.” He decided then, and reaffirmed on each subsequent visit, that it made no sense for Microsoft to divert resources from other projects to develop applications for NeXT. Worse yet, he repeatedly said so publicly, which made others less likely to spend time developing for NeXT. “Develop for it? I’ll piss on it,” he told InfoWorld.

When they happened to meet in the hallway at a conference, Jobs started berating Gates for his refusal to do software for NeXT. “When you get a market, I will consider it,” Gates replied. Jobs got angry. “It was a screaming battle, right in front of everybody,” recalled Adele Goldberg, the Xerox PARC engineer. Jobs insisted that NeXT was the next wave of computing. Gates, as he often did, got more expressionless as Jobs got more heated. He finally just shook his head and walked away.[Vi]

Beneath their personal rivalry—and occasional grudging respect—was their basic philosophical difference. Jobs believed in an end-to-end integration of hardware and software, which led him to build a machine that was not compatible with others. Gates believed in, and profited from, a world in which different companies made machines that were compatible with one another; their hardware ran a standard operating system (Microsoft’s Windows) and could all use the same software apps (such as Microsoft’s Word and Excel). “His product comes with an interesting feature called incompatibility,” Gates told the Washington Post. “It doesn’t run any of the existing software. It’s a super-nice computer. I don’t think if I went out to design an incompatible computer I would have done as well as he did.”[Vi]

At a forum in Cambridge, Massachusetts, in 1989, Jobs and Gates appeared sequentially, laying out their competing worldviews. Jobs spoke about how new waves come along in the computer industry every few years. Macintosh had launched a revolutionary new approach with the graphical interface; now NeXT was doing it with object-oriented programming tied to a powerful new machine based on an optical disk. Every major software vendor realized they had to be part of this new wave, he said, “except Microsoft.” When Gates came up, he reiterated his belief that Jobs’s end-to-end control of the software and the hardware was destined for failure, just as Apple had failed in competing against the Microsoft Windows standard. “The hardware market and the software market are separate,” he said. When asked about the great design that could come from Jobs’s approach, Gates gestured to the NeXT prototype that was still sitting onstage and sneered, “If you want black, I’ll get you a can of paint.”[Vi]

IBM

Jobs came up with a brilliant jujitsu maneuver against Gates, one that could have changed the balance of power in the computer industry forever. It required Jobs to do two things that were against his nature: licensing out his software to another hardware maker and getting into bed with IBM. He had a pragmatic streak, albeit a tiny one, so he was able to overcome his reluctance. But his heart was never fully in it, which is why the alliance would turn out to be short-lived.

It began at a party, a truly memorable one, for the seventieth birthday of the Washington Post publisher Katharine Graham in June 1987 in Washington. Six hundred guests attended, including President Ronald Reagan. Jobs flew in from California and IBM’s chairman John Akers from New York. It was the first time they had met. Jobs took the opportunity to bad-mouth Microsoft and attempt to wean IBM from using its Windows operating system. “I couldn’t resist telling him I thought IBM was taking a giant gamble betting its entire software strategy on Microsoft, because I didn’t think its software was very good,” Jobs recalled.

To Jobs’s delight, Akers replied, “How would you like to help us?” Within a few weeks Jobs showed up at IBM’s Armonk, New York, headquarters with his software engineer Bud Tribble. They put on a demo of NeXT, which impressed the IBM engineers. Of particular significance was NeXTSTEP, the machine’s object-oriented operating system. “NeXTSTEP took care of a lot of trivial programming chores that slow down the software development process,” said Andrew Heller, the general manager of IBM’s workstation unit, who was so impressed by Jobs that he named his newborn son Steve.[Vi]

The negotiations lasted into 1988, with Jobs becoming prickly over tiny details. He would stalk out of meetings over disagreements about colors or design, only to be calmed down by Tribble or Lewin. He didn’t seem to know which frightened him more, IBM or Microsoft. In April Perot decided to play host for a mediating session at his Dallas headquarters, and a deal was struck: IBM would license the current version of the NeXTSTEP software, and if the managers liked it, they would use it on some of their workstations. IBM sent to Palo Alto a 125-page contract. Jobs tossed it down without reading it. “You don’t get it,” he said as he walked out of the room. He demanded a simpler contract of only a few pages, which he got within a week.

Jobs wanted to keep the arrangement secret from Bill Gates until the big unveiling of the NeXT computer, scheduled for October. But IBM insisted on being forthcoming. Gates was furious. He realized this could wean IBM off its dependence on Microsoft operating systems. “NeXTSTEP isn’t compatible with anything,” he raged to IBM executives.[Vi]

At first Jobs seemed to have pulled off Gates’s worst nightmare. Other computer makers that were beholden to Microsoft’s operating systems, most notably Compaq and Dell, came to ask Jobs for the right to clone NeXT and license NeXTSTEP. There were even offers to pay a lot more if NeXT would get out of the hardware business altogether.

That was too much for Jobs, at least for the time being. He cut off the clone discussions. And he began to cool toward IBM. The chill became reciprocal. When the person who made the deal at IBM moved on, Jobs went to Armonk to meet his replacement, Jim Cannavino. They cleared the room and talked one-on-one. Jobs demanded more money to keep the relationship going and to license newer versions of NeXTSTEP to IBM. Cannavino made no commitments, and he subsequently stopped returning Jobs’s phone calls. The deal lapsed. NeXT got a bit of money for a licensing fee, but it never got the chance to change the world.[Vi]

The Launch, October 1988

Jobs had perfected the art of turning product launches into theatrical productions, and for the world premiere of the NeXT computer—on October 12, 1988, in San Francisco’s Symphony Hall—he wanted to outdo himself. He needed to blow away the doubters. In the weeks leading up to the event, he drove up to San Francisco almost every day to hole up in the Victorian house of Susan Kare, NeXT’s graphic designer, who had done the original fonts and icons for the Macintosh. She helped prepare each of the slides as Jobs fretted over everything from the wording to the right hue of green to serve as the background color. “I like that green,” he said proudly as they were doing a trial run in front of some staffers. “Great green, great green,” they all murmured in assent.

No detail was too small. Jobs went over the invitation list and even the lunch menu (mineral water, croissants, cream cheese, bean sprouts). He picked out a video projection company and paid it $60,000 for help. And he hired the postmodernist theater producer George Coates to stage the show. Coates and Jobs decided, not surprisingly, on an austere and radically simple stage look. The unveiling of the black perfect cube would occur on a starkly minimalist stage setting with a black background, a table covered by a black cloth, a black veil draped over the computer, and a simple vase of flowers. Because neither the hardware nor the operating system was actually ready, Jobs was urged to do a simulation. But he refused. Knowing it would be like walking a tightrope without a net, he decided to do the demonstration live.[Vi]

More than three thousand people showed up at the event, lining up two hours before curtain time. They were not disappointed, at least by the show. Jobs was onstage for three hours, and he again proved to be, in the words of Andrew Pollack of the New York Times, “the Andrew Lloyd Webber of product introductions, a master of stage flair and special effects.” Wes Smith of the Chicago Tribune said the launch was “to product demonstrations what Vatican II was to church meetings.”

Jobs had the audience cheering from his opening line: “It’s great to be back.” He began by recounting the history of personal computer architecture, and he promised that they would now witness an event “that occurs only once or twice in a decade—a time when a new architecture is rolled out that is going to change the face of computing.” The NeXT software and hardware were designed, he said, after three years of consulting with universities across the country. “What we realized was that higher ed wants a personal mainframe.”[Vi]

As usual there were superlatives. The product was “incredible,” he said, “the best thing we could have imagined.” He praised the beauty of even the parts unseen. Balancing on his fingertips the foot-square circuit board that would be nestled in the foot-cube box, he enthused, “I hope you get a chance to look at this a little later. It’s the most beautiful printed circuit board I’ve ever seen in my life.” He then showed how the computer could play speeches—he featured King’s “I Have a Dream” and Kennedy’s “Ask Not”—and send email with audio attachments. He leaned into the microphone on the computer to record one of his own. “Hi, this is Steve, sending a message on a pretty historic day.” Then he asked those in the audience to add “a round of applause” to the message, and they did.

One of Jobs’s management philosophies was that it is crucial, every now and then, to roll the dice and “bet the company” on some new idea or technology. At the NeXT launch, he boasted of an example that, as it turned out, would not be a wise gamble: having a high-capacity (but slow) optical read/write disk and no floppy disk as a backup. “Two years ago we made a decision,” he said. “We saw some new technology and we made a decision to risk our company.”[Vi]

Then he turned to a feature that would prove more prescient. “What we’ve done is made the first real digital books,” he said, noting the inclusion of the Oxford edition of Shakespeare and other tomes. “There has not been an advancement in the state of the art of printed book technology since Gutenberg.”

At times he could be amusingly aware of his own foibles, and he used the electronic book demonstration to poke fun at himself. “A word that’s sometimes used to describe me is ‘mercurial,’ ” he said, then paused. The audience laughed knowingly, especially those in the front rows, which were filled with NeXT employees and former members of the Macintosh team. Then he pulled up the word in the computer’s dictionary and read the first definition: “Of or relating to, or born under the planet Mercury.” Scrolling down, he said, “I think the third one is the one they mean: ‘Characterized by unpredictable changeableness of mood.’ ” There was a bit more laughter. “If we scroll down the thesaurus, though, we see that the antonym is ‘saturnine.’ Well what’s that?[Vi]

By simply double-clicking on it, we immediately look that up in the dictionary, and here it is: ‘Cold and steady in moods. Slow to act or change. Of a gloomy or surly disposition.’ ” A little smile came across his face as he waited for the ripple of laughter. “Well,” he concluded, “I don’t think ‘mercurial’ is so bad after all.” After the applause, he used the quotations book to make a more subtle point, about his reality distortion field. The quote he chose was from Lewis Carroll’s Through the Looking Glass. After Alice laments that no matter how hard she tries she can’t believe impossible things, the White Queen retorts, “Why, sometimes I’ve believed as many as six impossible things before breakfast.” Especially from the front rows, there was a roar of knowing laughter.

All of the good cheer served to sugarcoat, or distract attention from, the bad news. When it came time to announce the price of the new machine, Jobs did what he would often do in product demonstrations: reel off the features, describe them as being “worth thousands and thousands of dollars,” and get the audience to imagine how expensive it really should be. Then he announced what he hoped would seem like a low price: “We’re going to be charging higher education a single price of $6,500.” From the faithful, there was scattered applause. But his panel of academic advisors had long pushed to keep the price to between $2,000 and $3,000, and they thought that Jobs had promised to do so. Some of them were appalled. This was especially true once they discovered that the optional printer would cost another $2,000, and the slowness of the optical disk would make the purchase of a $2,500 external hard disk advisable.[Vi]

There was another disappointment that he tried to downplay: “Early next year, we will have our 0.9 release, which is for software developers and aggressive end users.” There was a bit of nervous laughter. What he was saying was that the real release of the machine and its software, known as the 1.0 release, would not actually be happening in early 1989. In fact he didn’t set a hard date. He merely suggested it would be sometime in the second quarter of that year. At the first NeXT retreat back in late 1985, he had refused to budge, despite Joanna Hoffman’s pushback, from his commitment to have the machine finished in early 1987. Now it was clear it would be more than two years later.

The event ended on a more upbeat note, literally. Jobs brought onstage a violinist from the San Francisco Symphony who played Bach’s A Minor Violin Concerto in a duet with the NeXT computer onstage. People erupted in jubilant applause. The price and the delayed release were forgotten in the frenzy. When one reporter asked him immediately afterward why the machine was going to be so late, Jobs replied, “It’s not late. It’s five years ahead of its time.”[Vi]

As would become his standard practice, Jobs offered to provide “exclusive” interviews to anointed publications in return for their promising to put the story on the cover. This time he went one “exclusive” too far, though it didn’t really hurt. He agreed to a request from Business Week’s Katie Hafner for exclusive access to him before the launch, but he also made a similar deal with Newsweek and then with Fortune. What he didn’t consider was that one of Fortune’s top editors, Susan Fraker, was married to Newsweek’s editor Maynard Parker. At the Fortune story conference, when they were talking excitedly about their exclusive, Fraker mentioned that she happened to know that Newsweek had also been promised an exclusive, and it would be coming out a few days before Fortune. So Jobs ended up that week on only two magazine covers. Newsweek used the cover line “Mr. Chips” and showed him leaning on a beautiful NeXT, which it proclaimed to be “the most exciting machine in years.” Business Week showed him looking angelic in a dark suit, fingertips pressed together like a preacher or professor. But Hafner pointedly reported on the manipulation that surrounded her exclusive. “NeXT carefully parceled out interviews with its staff and suppliers, monitoring them with a censor’s eye,” she wrote. “That strategy worked, but at a price: Such maneuvering—self-serving and relentless—displayed the side of Steve Jobs that so hurt him at Apple. The trait that most stands out is Jobs’s need to control events.”[Vi]

When the hype died down, the reaction to the NeXT computer was muted, especially since it was not yet commercially available. Bill Joy, the brilliant and wry chief scientist at rival Sun Microsystems, called it “the first Yuppie workstation,” which was not an unalloyed compliment. Bill Gates, as might be expected, continued to be publicly dismissive. “Frankly, I’m disappointed,” he told the Wall Street Journal. “Back in 1981, we were truly excited by the Macintosh when Steve showed it to us, because when you put it side-by-side with another computer, it was unlike anything anybody had ever seen before.” The NeXT machine was not like that. “In the grand scope of things, most of these features are truly trivial.” He said that Microsoft would continue its plans not to write software for the NeXT. Right after the announcement event, Gates wrote a parody email to his staff. “All reality has been completely suspended,” it began. Looking back at it, Gates laughs that it may have been “the best email I ever wrote.”

When the NeXT computer finally went on sale in mid-1989, the factory was primed to churn out ten thousand units a month. As it turned out, sales were about four hundred a month. The beautiful factory robots, so nicely painted, remained mostly idle, and NeXT continued to hemorrhage cash.[Vi]

—ooOoo—

CHAPTER NINETEEN

PIXAR

Technology Meets Art

Ed Catmull, Steve Jobs, and John Lasseter, 1999

Lucasfilm’s Computer Division

When Jobs was losing his footing at Apple in the summer of 1985, he went for a walk with Alan Kay, who had been at Xerox PARC and was then an Apple Fellow. Kay knew that Jobs was interested in the intersection of creativity and technology, so he suggested they go see a friend of his, Ed Catmull, who was running the computer division of George Lucas’s film studio. They rented a limo and rode up to Marin County to the edge of Lucas’s Skywalker Ranch, where Catmull and his little computer division were based. “I was blown away, and I came back and tried to convince Sculley to buy it for Apple,” Jobs recalled. “But the folks running Apple weren’t interested, and they were busy kicking me out anyway.”

The Lucasfilm computer division made hardware and software for rendering digital images, and it also had a group of computer animators making shorts, which was led by a talented cartoon-loving executive named John Lasseter. Lucas, who had completed his first Star Wars trilogy, was embroiled in a contentious divorce, and he needed to sell off the division. He told Catmull to find a buyer as soon as possible.[Vi]

After a few potential purchasers balked in the fall of 1985, Catmull and his colleague Alvy Ray Smith decided to seek investors so that they could buy the division themselves. So they called Jobs, arranged another meeting, and drove down to his Woodside house. After railing for a while about the perfidies and idiocies of Sculley, Jobs proposed that he buy their Lucasfilm division outright. Catmull and Smith demurred: They wanted an investor, not a new owner. But it soon became clear that there was a middle ground: Jobs could buy a majority of the division and serve as chairman but allow Catmull and Smith to run it.

“I wanted to buy it because I was really into computer graphics,” Jobs recalled. “I realized they were way ahead of others in combining art and technology, which is what I’ve always been interested in.” He offered to pay Lucas $5 million plus invest another $5 million to capitalize the division as a stand-alone company. That was far less than Lucas had been asking, but the timing was right. They decided to negotiate a deal.

The chief financial officer at Lucasfilm found Jobs arrogant and prickly, so when it came time to hold a meeting of all the players, he told Catmull, “We have to establish the right pecking order.” The plan was to gather everyone in a room with Jobs, and then the CFO would come in a few minutes late to establish that he was the person running the meeting. “But a funny thing happened,” Catmull recalled. “Steve started the meeting on time without the CFO, and by the time the CFO walked in Steve was already in control of the meeting.”[Vi]

Jobs met only once with George Lucas, who warned him that the people in the division cared more about making animated movies than they did about making computers. “You know, these guys are hell-bent on animation,” Lucas told him. Lucas later recalled, “I did warn him that was basically Ed and John’s agenda. I think in his heart he bought the company because that was his agenda too.”

The final agreement was reached in January 1986. It provided that, for his $10 million investment, Jobs would own 70% of the company, with the rest of the stock distributed to Ed Catmull, Alvy Ray Smith, and the thirty-eight other founding employees, down to the receptionist. The division’s most important piece of hardware was called the Pixar Image Computer, and from it the new company took its name.

For a while Jobs let Catmull and Smith run Pixar without much interference. Every month or so they would gather for a board meeting, usually at NeXT headquarters, where Jobs would focus on the finances and strategy. Nevertheless, by dint of his personality and controlling instincts, Jobs was soon playing a stronger role. He spewed out a stream of ideas—some reasonable, others wacky—about what Pixar’s hardware and software could become.[Vi]

And on his occasional visits to the Pixar offices, he was an inspiring presence. “I grew up a Southern Baptist, and we had revival meetings with mesmerizing but corrupt preachers,” recounted Alvy Ray Smith. “Steve’s got it: the power of the tongue and the web of words that catches people up. We were aware of this when we had board meetings, so we developed signals—nose scratching or ear tugs—for when someone had been caught up in Steve’s distortion field and he needed to be tugged back to reality.”

Jobs had always appreciated the virtue of integrating hardware and software, which is what Pixar did with its Image Computer and rendering software. It also produced creative content, such as animated films and graphics. All three elements benefited from Jobs’s combination of artistic creativity and technological geekiness. “Silicon Valley folks don’t really respect Hollywood creative types, and the Hollywood folks think that tech folks are people you hire and never have to meet,” Jobs later said. “Pixar was one place where both cultures were respected.”[Vi]

Initially the revenue was supposed to come from the hardware side. The Pixar Image Computer sold for $125,000. The primary customers were animators and graphic designers, but the machine also soon found specialized markets in the medical industry (CAT scan data could be rendered in three-dimensional graphics) and intelligence fields (for rendering information from reconnaissance flights and satellites). Because of the sales to the National Security Agency, Jobs had to get a security clearance, which must have been fun for the FBI agent assigned to vet him. At one point, a Pixar executive recalled, Jobs was called by the investigator to go over the drug use questions, which he answered unabashedly. “The last time I used that . . . ,” he would say, or on occasion he would answer that no, he had actually never tried that particular drug.

Jobs pushed Pixar to build a lower-cost version of the computer that would sell for around $30,000. He insisted that Hartmut Esslinger design it, despite protests by Catmull and Smith about his fees. It ended up looking like the original Pixar Image Computer, which was a cube with a round dimple in the middle, but it had Esslinger’s signature thin grooves.[Vi]

Jobs wanted to sell Pixar’s computers to a mass market, so he had the Pixar folks open up sales offices—for which he approved the design—in major cities, on the theory that creative people would soon come up with all sorts of ways to use the machine. “My view is that people are creative animals and will figure out clever new ways to use tools that the inventor never imagined,” he later said. “I thought that would happen with the Pixar computer, just as it did with the Mac.” But the machine never took hold with regular consumers. It cost too much, and there were not many software programs for it.

On the software side, Pixar had a rendering program, known as Reyes (Renders everything you ever saw), for making 3-D graphics and images. After Jobs became chairman, the company created a new language and interface, named RenderMan, that it hoped would become a standard for 3-D graphics rendering, just as Adobe’s PostScript was for laser printing.[Vi]

As he had with the hardware, Jobs decided that they should try to find a mass market, rather than just a specialized one, for the software they made. He was never content to aim only at the corporate or high-end specialized markets. “He would have these great visions of how RenderMan could be for everyman,” recalled Pam Kerwin, Pixar’s marketing director. “He kept coming up with ideas about how ordinary people would use it to make amazing 3-D graphics and photorealistic images.” The Pixar team would try to dissuade him by saying that RenderMan was not as easy to use as, say, Excel or Adobe Illustrator. Then Jobs would go to a whiteboard and show them how to make it simpler and more user-friendly. “We would be nodding our heads and getting excited and say, ‘Yes, yes, this will be great!’ ” Kerwin recalled. “And then he would leave and we would consider it for a moment and then say, ‘What the heck was he thinking!’ He was so weirdly charismatic that you almost had to get deprogrammed after you talked to him.” As it turned out, average consumers were not craving expensive software that would let them render realistic images. RenderMan didn’t take off.[Vi]

There was, however, one company that was eager to automate the rendering of animators’ drawings into color images for film. When Roy Disney led a board revolution at the company that his uncle Walt had founded, the new CEO, Michael Eisner, asked what role he wanted. Disney said that he would like to revive the company’s venerable but fading animation department. One of his first initiatives was to look at ways to computerize the process, and Pixar won the contract. It created a package of customized hardware and software known as CAPS, Computer Animation Production System. It was first used in 1988 for the final scene of The Little Mermaid, in which King Triton waves good-bye to Ariel. Disney bought dozens of Pixar Image Computers as CAPS became an integral part of its production.[Vi]

Animation

The digital animation business at Pixar—the group that made little animated films—was originally just a sideline, its main purpose being to show off the hardware and software of the company. It was run by John Lasseter, a man whose childlike face and demeanor masked an artistic perfectionism that rivaled that of Jobs. Born in Hollywood, Lasseter grew up loving Saturday morning cartoon shows. In ninth grade, he wrote a report on the history of Disney Studios, and he decided then how he wished to spend his life.

When he graduated from high school, Lasseter enrolled in the animation program at the California Institute of the Arts, founded by Walt Disney. In his summers and spare time, he researched the Disney archives and worked as a guide on the Jungle Cruise ride at Disneyland. The latter experience taught him the value of timing and pacing in telling a story, an important but difficult concept to master when creating, frame by frame, animated footage. He won the Student Academy Award for the short he made in his junior year, Lady and the Lamp, which showed his debt to Disney films and foreshadowed his signature talent for infusing inanimate objects such as lamps with human personalities. After graduation he took the job for which he was destined: as an animator at Disney Studios.[Vi]

Except it didn’t work out. “Some of us younger guys wanted to bring Star Wars–level quality to the art of animation, but we were held in check,” Lasseter recalled. “I got disillusioned, then I got caught in a feud between two bosses, and the head animation guy fired me.” So in 1984 Ed Catmull and Alvy Ray Smith were able to recruit him to work where Star Wars–level quality was being defined, Lucasfilm. It was not certain that George Lucas, already worried about the cost of his computer division, would really approve of hiring a full-time animator, so Lasseter was given the title “interface designer.”

After Jobs came onto the scene, he and Lasseter began to share their passion for graphic design. “I was the only guy at Pixar who was an artist, so I bonded with Steve over his design sense,” Lasseter said. He was a gregarious, playful, and huggable man who wore flowery Hawaiian shirts, kept his office cluttered with vintage toys, and loved cheeseburgers. Jobs was a prickly, whip-thin vegetarian who favored austere and uncluttered surroundings. But they were actually well-suited for each other. Lasseter was an artist, so Jobs treated him deferentially, and Lasseter viewed Jobs, correctly, as a patron who could appreciate artistry and knew how it could be interwoven with technology and commerce.[Vi]

Jobs and Catmull decided that, in order to show off their hardware and software, Lasseter should produce another short animated film in 1986 for SIGGRAPH, the annual computer graphics conference. At the time, Lasseter was using the Luxo lamp on his desk as a model for graphic rendering, and he decided to turn Luxo into a lifelike character. A friend’s young child inspired him to add Luxo Jr., and he showed a few test frames to another animator, who urged him to make sure he told a story. Lasseter said he was making only a short, but the animator reminded him that a story can be told even in a few seconds. Lasseter took the lesson to heart. Luxo Jr. ended up being just over two minutes; it told the tale of a parent lamp and a child lamp pushing a ball back and forth until the ball bursts, to the child’s dismay.

Jobs was so excited that he took time off from the pressures at NeXT to fly down with Lasseter to SIGGRAPH, which was being held in Dallas that August. “It was so hot and muggy that when we’d walk outside the air hit us like a tennis racket,” Lasseter recalled. There were ten thousand people at the trade show, and Jobs loved it. Artistic creativity energized him, especially when it was connected to technology.[Vi]

There was a long line to get into the auditorium where the films were being screened, so Jobs, not one to wait his turn, fast-talked their way in first. Luxo Jr. got a prolonged standing ovation and was named the best film. “Oh, wow!” Jobs exclaimed at the end. “I really get this, I get what it’s all about.” As he later explained, “Our film was the only one that had art to it, not just good technology. Pixar was about making that combination, just as the Macintosh had been.”

Luxo Jr. was nominated for an Academy Award, and Jobs flew down to Los Angeles to be there for the ceremony. It didn’t win, but Jobs became committed to making new animated shorts each year, even though there was not much of a business rationale for doing so. As times got tough at Pixar, he would sit through brutal budget-cutting meetings showing no mercy. Then Lasseter would ask that the money they had just saved be used for his next film, and Jobs would agree.[Vi]

Tin Toy

Not all of Jobs’s relationships at Pixar were as good. His worst clash came with Catmull’s cofounder, Alvy Ray Smith. From a Baptist background in rural north Texas, Smith became a free-spirited hippie computer imaging engineer with a big build, big laugh, and big personality—and occasionally an ego to match. “Alvy just glows, with a high color, friendly laugh, and a whole bunch of groupies at conferences,” said Pam Kerwin. “A personality like Alvy’s was likely to ruffle Steve. They are both visionaries and high energy and high ego. Alvy is not as willing to make peace and overlook things as Ed was.”

Smith saw Jobs as someone whose charisma and ego led him to abuse power. “He was like a televangelist,” Smith said. “He wanted to control people, but I would not be a slave to him, which is why we clashed. Ed was much more able to go with the flow.” Jobs would sometimes assert his dominance at a meeting by saying something outrageous or untrue. Smith took great joy in calling him on it, and he would do so with a large laugh and a smirk. This did not endear him to Jobs.[Vi]

One day at a board meeting, Jobs started berating Smith and other top Pixar executives for the delay in getting the circuit boards completed for the new version of the Pixar Image Computer. At the time, NeXT was also very late in completing its own computer boards, and Smith pointed that out: “Hey, you’re even later with your NeXT boards, so quit jumping on us.” Jobs went ballistic, or in Smith’s phrase, “totally nonlinear.” When Smith was feeling attacked or confrontational, he tended to lapse into his southwestern accent. Jobs started parodying it in his sarcastic style. “It was a bully tactic, and I exploded with everything I had,” Smith recalled. “Before I knew it, we were in each other’s faces—about three inches apart—screaming at each other.”

Jobs was very possessive about control of the whiteboard during a meeting, so the burly Smith pushed past him and started writing on it. “You can’t do that!” Jobs shouted.

“What?” responded Smith, “I can’t write on your whiteboard? Bullshit.” At that point Jobs stormed out.[Vi]

Smith eventually resigned to form a new company to make software for digital drawing and image editing. Jobs refused him permission to use some code he had created while at Pixar, which further inflamed their enmity. “Alvy eventually got what he needed,” said Catmull, “but he was very stressed for a year and developed a lung infection.” In the end it worked out well enough; Microsoft eventually bought Smith’s company, giving him the distinction of being a founder of one company that was sold to Jobs and another that was sold to Gates.

Ornery in the best of times, Jobs became particularly so when it became clear that all three Pixar endeavors—hardware, software, and animated content—were losing money. “I’d get these plans, and in the end I kept having to put in more money,” he recalled. He would rail, but then write the check. Having been ousted at Apple and flailing at NeXT, he couldn’t afford a third strike.

To stem the losses, he ordered a round of deep layoffs, which he executed with his typical empathy deficiency. As Pam Kerwin put it, he had “neither the emotional nor financial runway to be decent to people he was letting go.” Jobs insisted that the firings be done immediately, with no severance pay. Kerwin took Jobs on a walk around the parking lot and begged that the employees be given at least two weeks notice. “Okay,” he shot back, “but the notice is retroactive from two weeks ago.” Catmull was in Moscow, and Kerwin put in frantic calls to him. When he returned, he was able to institute a meager severance plan and calm things down just a bit.[Vi]

At one point the members of the Pixar animation team were trying to convince Intel to let them make some of its commercials, and Jobs became impatient. During a meeting, in the midst of berating an Intel marketing director, he picked up the phone and called CEO Andy Grove directly. Grove, still playing mentor, tried to teach Jobs a lesson: He supported his Intel manager. “I stuck by my employee,” he recalled. “Steve doesn’t like to be treated like a supplier.”

Grove also played mentor when Jobs proposed that Pixar give Intel suggestions on how to improve the capacity of its processors to render 3-D graphics. When the engineers at Intel accepted the offer, Jobs sent an email back saying Pixar would need to be paid for its advice. Intel’s chief engineer replied, “We have not entered into any financial arrangement in exchange for good ideas for our microprocessors in the past and have no intention for the future.” Jobs forwarded the answer to Grove, saying that he found the engineer’s response to be “extremely arrogant, given Intel’s dismal showing in understanding computer graphics.” Grove sent Jobs a blistering reply, saying that sharing ideas is “what friendly companies and friends do for each other.” Grove added that he had often freely shared ideas with Jobs in the past and that Jobs should not be so mercenary. Jobs relented. “I have many faults, but one of them is not ingratitude,” he responded. “Therefore, I have changed my position 180 degrees—we will freely help. Thanks for the clearer perspective.”[Vi]

• • •

Pixar was able to create some powerful software products aimed at average consumers, or at least those average consumers who shared Jobs’s passion for designing things. Jobs still hoped that the ability to make super-realistic 3-D images at home would become part of the desktop publishing craze. Pixar’s Showplace, for example, allowed users to change the shadings on the 3-D objects they created so that they could display them from various angles with appropriate shadows. Jobs thought it was incredibly compelling, but most consumers were content to live without it. It was a case where his passions misled him: The software had so many amazing features that it lacked the simplicity Jobs usually demanded. Pixar couldn’t compete with Adobe, which was making software that was less sophisticated but far less complicated and expensive.[Vi]

Even as Pixar’s hardware and software product lines foundered, Jobs kept protecting the animation group. It had become for him a little island of magical artistry that gave him deep emotional pleasure, and he was willing to nurture it and bet on it. In the spring of 1988 cash was running so short that he convened a meeting to decree deep spending cuts across the board. When it was over, Lasseter and his animation group were almost too afraid to ask Jobs about authorizing some extra money for another short. Finally, they broached the topic and Jobs sat silent, looking skeptical. It would require close to $300,000 more out of his pocket. After a few minutes, he asked if there were any storyboards. Catmull took him down to the animation offices, and once Lasseter started his show—displaying his boards, doing the voices, showing his passion for his product—Jobs started to warm up.

The story was about Lasseter’s love, classic toys. It was told from the perspective of a toy one-man band named Tinny, who meets a baby that charms and terrorizes him. Escaping under the couch, Tinny finds other frightened toys, but when the baby hits his head and cries, Tinny goes back out to cheer him up.

Jobs said he would provide the money. “I believed in what John was doing,” he later said. “It was art. He cared, and I cared. I always said yes.” His only comment at the end of Lasseter’s presentation was, “All I ask of you, John, is to make it great.”[Vi]

Tin Toy went on to win the 1988 Academy Award for animated short films, the first computer-generated film to do so. To celebrate, Jobs took Lasseter and his team to Greens, a vegetarian restaurant in San Francisco. Lasseter grabbed the Oscar, which was in the center of the table, held it aloft, and toasted Jobs by saying, “All you asked is that we make a great movie.”

The new team at Disney—Michael Eisner the CEO and Jeffrey Katzenberg in the film division—began a quest to get Lasseter to come back. They liked Tin Toy, and they thought that something more could be done with animated stories of toys that come alive and have human emotions. But Lasseter, grateful for Jobs’s faith in him, felt that Pixar was the only place where he could create a new world of computer-generated animation. He told Catmull, “I can go to Disney and be a director, or I can stay here and make history.” So Disney began talking about making a production deal with Pixar. “Lasseter’s shorts were really breathtaking both in storytelling and in the use of technology,” recalled Katzenberg. “I tried so hard to get him to Disney, but he was loyal to Steve and Pixar. So if you can’t beat them, join them. We decided to look for ways we could join up with Pixar and have them make a film about toys for us.”[Vi]

By this point Jobs had poured close to $50 million of his own money into Pixar—more than half of what he had pocketed when he cashed out of Apple—and he was still losing money at NeXT. He was hard-nosed about it; he forced all Pixar employees to give up their options as part of his agreement to add another round of personal funding in 1991. But he was also a romantic in his love for what artistry and technology could do together. His belief that ordinary consumers would love to do 3-D modeling on Pixar software turned out to be wrong, but that was soon replaced by an instinct that turned out to be right: that combining great art and digital technology would transform animated films more than anything had since 1937, when Walt Disney had given life to Snow White.

Looking back, Jobs said that, had he known more, he would have focused on animation sooner and not worried about pushing the company’s hardware or software applications. On the other hand, had he known the hardware and software would never be profitable, he would not have taken over Pixar. “Life kind of snookered me into doing that, and perhaps it was for the better.”[Vi]

—ooOoo—

CHAPTER TWENTY

A REGULAR GUY

Love Is Just a Four-Letter Word

Mona Simpson and her fiancé, Richard Appel, 1991

Joan Baez

In 1982, when he was still working on the Macintosh, Jobs met the famed folksinger Joan Baez through her sister Mimi Fariña, who headed a charity that was trying to get donations of computers for prisons, and through Mark Vermilion, who ran Baez’s human rights foundation Humanitas. When Jobs donated some computers to them, he asked if he could meet Baez. A few weeks later he and Baez had lunch in Cupertino. “I wasn’t expecting a lot, but she was really smart and funny,” he recalled. At the time, he was nearing the end of his relationship with Barbara Jasinski. They had vacationed in Hawaii, shared a house in the Santa Cruz mountains, and even gone to one of Baez’s concerts together. As his relationship with Jasinski flamed out, Jobs began getting more serious with Baez. He was twenty-seven and Baez was forty-one, but for a few years they had a romance. “It turned into a serious relationship between two accidental friends who became lovers,” Jobs recalled in a somewhat wistful tone.[Vi]

Elizabeth Holmes, Jobs’s friend from Reed College, believed that one of the reasons he went out with Baez—other than the fact that she was beautiful and funny and talented—was that she had once been the lover of Bob Dylan. “Steve loved that connection to Dylan,” she later said. Baez and Dylan had been lovers in the early 1960s, and they toured as friends after that, including with the Rolling Thunder Revue in 1975. (Jobs had the bootlegs of those concerts.)

When she met Jobs, Baez had a fourteen-year-old son, Gabriel, from her marriage to the antiwar activist David Harris. At lunch she told Jobs she was trying to teach Gabe how to type. “You mean on a typewriter?” Jobs asked. When she said yes, he replied, “But a typewriter is antiquated.”

“If a typewriter is antiquated, what does that make me?” she asked. There was an awkward pause. As Baez later told me, “As soon as I said it, I realized the answer was so obvious. The question just hung in the air. I was just horrified.”[Vi]

Much to the astonishment of the Macintosh team, Jobs burst into the office one day with Baez and showed her the prototype of the Macintosh. They were dumbfounded that he would reveal the computer to an outsider, given his obsession with secrecy, but they were even more blown away to be in the presence of Joan Baez. He gave Gabe an Apple II, and he later gave Baez a Macintosh. On visits Jobs would show off the features he liked. “He was sweet and patient, but he was so advanced in his knowledge that he had trouble teaching me,” she recalled.

He was a sudden multimillionaire; she was a world-famous celebrity, but sweetly down-to-earth and not all that wealthy. She didn’t know what to make of him then, and still found him puzzling when she talked about him almost thirty years later. At one dinner early in their relationship, Jobs started talking about Ralph Lauren and his Polo Shop, which she admitted she had never visited. “There’s a beautiful red dress there that would be perfect for you,” he said, and then drove her to the store in the Stanford Mall. Baez recalled, “I said to myself, far out, terrific, I’m with one of the world’s richest men and he wants me to have this beautiful dress.” When they got to the store, Jobs bought a handful of shirts for himself and showed her the red dress. “You ought to buy it,” he said.[Vi]

She was a little surprised, and told him she couldn’t really afford it. He said nothing, and they left. “Wouldn’t you think if someone had talked like that the whole evening, that they were going to get it for you?” she asked me, seeming genuinely puzzled about the incident. “The mystery of the red dress is in your hands. I felt a bit strange about it.” He would give her computers, but not a dress, and when he brought her flowers he made sure to say they were left over from an event in the office. “He was both romantic and afraid to be romantic,” she said.

When he was working on the NeXT computer, he went to Baez’s house in Woodside to show her how well it could produce music. “He had it play a Brahms quartet, and he told me eventually computers would sound better than humans playing it, even get the innuendo and the cadences better,” Baez recalled. She was revolted by the idea. “He was working himself up into a fervor of delight while I was shrinking into a rage and thinking, How could you defile music like that?”[Vi]

Jobs would confide in Debi Coleman and Joanna Hoffman about his relationship with Baez and worry about whether he could marry someone who had a teenage son and was probably past the point of wanting to have more children. “At times he would belittle her as being an ‘issues’ singer and not a true ‘political’ singer like Dylan,” said Hoffman. “She was a strong woman, and he wanted to show he was in control. Plus, he always said he wanted to have a family, and with her he knew that he wouldn’t.”

And so, after about three years, they ended their romance and drifted into becoming just friends. “I thought I was in love with her, but I really just liked her a lot,” he later said. “We weren’t destined to be together. I wanted kids, and she didn’t want any more.” In her 1989 memoir, Baez wrote about her breakup with her husband and why she never remarried: “I belonged alone, which is how I have been since then, with occasional interruptions that are mostly picnics.” She did add a nice acknowledgment at the end of the book to “Steve Jobs for forcing me to use a word processor by putting one in my kitchen.”[Vi]

Finding Joanne and Mona

When Jobs was thirty-one, a year after his ouster from Apple, his mother Clara, who was a smoker, was stricken with lung cancer. He spent time by her deathbed, talking to her in ways he had rarely done in the past and asking some questions he had refrained from raising before. “When you and Dad got married, were you a virgin?” he asked. It was hard for her to talk, but she forced a smile. That’s when she told him that she had been married before, to a man who never made it back from the war. She also filled in some of the details of how she and Paul Jobs had come to adopt him.

Soon after that, Jobs succeeded in tracking down the woman who had put him up for adoption. His quiet quest to find her had begun in the early 1980s, when he hired a detective who had failed to come up with anything. Then Jobs noticed the name of a San Francisco doctor on his birth certificate. “He was in the phone book, so I gave him a call,” Jobs recalled. The doctor was no help. He claimed that his records had been destroyed in a fire. That was not true. In fact, right after Jobs called, the doctor wrote a letter, sealed it in an envelope, and wrote on it, “To be delivered to Steve Jobs on my death.” When he died a short time later, his widow sent the letter to Jobs. In it, the doctor explained that his mother had been an unmarried graduate student from Wisconsin named Joanne Schieble.[Vi]

It took another few weeks and the work of another detective to track her down. After giving him up, Joanne had married his biological father, Abdulfattah “John” Jandali, and they had another child, Mona. Jandali abandoned them five years later, and Joanne married a colorful ice-skating instructor, George Simpson. That marriage didn’t last long either, and in 1970 she began a meandering journey that took her and Mona (both of them now using the last name Simpson) to Los Angeles.

Jobs had been reluctant to let Paul and Clara, whom he considered his real parents, know about his search for his birth mother. With a sensitivity that was unusual for him, and which showed the deep affection he felt for his parents, he worried that they might be offended. So he never contacted Joanne Simpson until after Clara Jobs died in early 1986. “I never wanted them to feel like I didn’t consider them my parents, because they were totally my parents,” he recalled. “I loved them so much that I never wanted them to know of my search, and I even had reporters keep it quiet when any of them found out.” When Clara died, he decided to tell Paul Jobs, who was perfectly comfortable and said he didn’t mind at all if Steve made contact with his biological mother.[Vi]

So one day Jobs called Joanne Simpson, said who he was, and arranged to come down to Los Angeles to meet her. He later claimed it was mainly out of curiosity. “I believe in environment more than heredity in determining your traits, but still you have to wonder a little about your biological roots,” he said. He also wanted to reassure Joanne that what she had done was all right. “I wanted to meet my biological mother mostly to see if she was okay and to thank her, because I’m glad I didn’t end up as an abortion. She was twenty-three and she went through a lot to have me.”

Joanne was overcome with emotion when Jobs arrived at her Los Angeles house. She knew he was famous and rich, but she wasn’t exactly sure why. She immediately began to pour out her emotions. She had been pressured to sign the papers putting him up for adoption, she said, and did so only when told that he was happy in the house of his new parents. She had always missed him and suffered about what she had done. She apologized over and over, even as Jobs kept reassuring her that he understood, and that things had turned out just fine.[Vi]

Once she calmed down, she told Jobs that he had a full sister, Mona Simpson, who was then an aspiring novelist in Manhattan. She had never told Mona that she had a brother, and that day she broke the news, or at least part of it, by telephone. “You have a brother, and he’s wonderful, and he’s famous, and I’m going to bring him to New York so you can meet him,” she said. Mona was in the throes of finishing a novel about her mother and their peregrination from Wisconsin to Los Angeles, Anywhere but Here. Those who’ve read it will not be surprised that Joanne was somewhat quirky in the way she imparted to Mona the news about her brother. She refused to say who he was—only that he had been poor, had gotten rich, was good-looking and famous, had long dark hair, and lived in California. Mona then worked at the Paris Review, George Plimpton’s literary journal housed on the ground floor of his townhouse near Manhattan’s East River. She and her coworkers began a guessing game on who her brother might be. John Travolta? That was one of the favorite guesses. Other actors were also hot prospects. At one point someone did toss out a guess that “maybe it’s one of those guys who started Apple computer,” but no one could recall their names.[Vi]

The meeting occurred in the lobby of the St. Regis Hotel. “He was totally straightforward and lovely, just a normal and sweet guy,” Mona recalled. They all sat and talked for a few minutes, then he took his sister for a long walk, just the two of them. Jobs was thrilled to find that he had a sibling who was so similar to him. They were both intense in their artistry, observant of their surroundings, and sensitive yet strong-willed. When they went to dinner together, they noticed the same architectural details and talked about them excitedly afterward. “My sister’s a writer!” he exulted to colleagues at Apple when he found out.

When Plimpton threw a party for Anywhere but Here in late 1986, Jobs flew to New York to accompany Mona to it. They grew increasingly close, though their friendship had the complexities that might be expected, considering who they were and how they had come together. “Mona was not completely thrilled at first to have me in her life and have her mother so emotionally affectionate toward me,” he later said. “As we got to know each other, we became really good friends, and she is my family. I don’t know what I’d do without her. I can’t imagine a better sister. My adopted sister, Patty, and I were never close.” Mona likewise developed a deep affection for him, and at times could be very protective, although she would later write an edgy novel about him, A Regular Guy, that described his quirks with discomforting accuracy.[Vi]

One of the few things they would argue about was her clothes. She dressed like a struggling novelist, and he would berate her for not wearing clothes that were “fetching enough.” At one point his comments so annoyed her that she wrote him a letter: “I am a young writer, and this is my life, and I’m not trying to be a model anyway.” He didn’t answer. But shortly after, a box arrived from the store of Issey Miyake, the Japanese fashion designer whose stark and technology-influenced style made him one of Jobs’s favorites. “He’d gone shopping for me,” she later said, “and he’d picked out great things, exactly my size, in flattering colors.” There was one pantsuit that he had particularly liked, and the shipment included three of them, all identical. “I still remember those first suits I sent Mona,” he said. “They were linen pants and tops in a pale grayish green that looked beautiful with her reddish hair.”[Vi]

The Lost Father

In the meantime, Mona Simpson had been trying to track down their father, who had wandered off when she was five. Through Ken Auletta and Nick Pileggi, prominent Manhattan writers, she was introduced to a retired New York cop who had formed his own detective agency. “I paid him what little money I had,” Simpson recalled, but the search was unsuccessful. Then she met another private eye in California, who was able to find an address for Abdulfattah Jandali in Sacramento through a Department of Motor Vehicles search. Simpson told her brother and flew out from New York to see the man who was apparently their father.

Jobs had no interest in meeting him. “He didn’t treat me well,” he later explained. “I don’t hold anything against him—I’m happy to be alive. But what bothers me most is that he didn’t treat Mona well. He abandoned her.” Jobs himself had abandoned his own illegitimate daughter, Lisa, and now was trying to restore their relationship, but that complexity did not soften his feelings toward Jandali. Simpson went to Sacramento alone.

“It was very intense,” Simpson recalled. She found her father working in a small restaurant. He seemed happy to see her, yet oddly passive about the entire situation. They talked for a few hours, and he recounted that, after he left Wisconsin, he had drifted away from teaching and gotten into the restaurant business.[Vi]

Jobs had asked Simpson not to mention him, so she didn’t. But at one point her father casually remarked that he and her mother had had another baby, a boy, before she had been born. “What happened to him?” she asked. He replied, “We’ll never see that baby again. That baby’s gone.” Simpson recoiled but said nothing.

An even more astonishing revelation occurred when Jandali was describing the previous restaurants that he had run. There had been some nice ones, he insisted, fancier than the Sacramento joint they were then sitting in. He told her, somewhat emotionally, that he wished she could have seen him when he was managing a Mediterranean restaurant north of San Jose. “That was a wonderful place,” he said. “All of the successful technology people used to come there. Even Steve Jobs.” Simpson was stunned. “Oh, yeah, he used to come in, and he was a sweet guy, and a big tipper,” her father added. Mona was able to refrain from blurting out, Steve Jobs is your son![Vi]

When the visit was over, she called Jobs surreptitiously from the pay phone at the restaurant and arranged to meet him at the Espresso Roma café in Berkeley. Adding to the personal and family drama, he brought along Lisa, now in grade school, who lived with her mother, Chrisann. When they all arrived at the café, it was close to 10 p.m., and Simpson poured forth the tale. Jobs was understandably astonished when she mentioned the restaurant near San Jose. He could recall being there and even meeting the man who was his biological father. “It was amazing,” he later said of the revelation. “I had been to that restaurant a few times, and I remember meeting the owner. He was Syrian. Balding. We shook hands.”

Nevertheless Jobs still had no desire to see him. “I was a wealthy man by then, and I didn’t trust him not to try to blackmail me or go to the press about it,” he recalled. “I asked Mona not to tell him about me.”[Vi]

She never did, but years later Jandali saw his relationship to Jobs mentioned online. (A blogger noticed that Simpson had listed Jandali as her father in a reference book and figured out he must be Jobs’s father as well.) By then Jandali was married for a fourth time and working as a food and beverage manager at the Boomtown Resort and Casino just west of Reno, Nevada. When he brought his new wife, Roscille, to visit Simpson in 2006, he raised the topic. “What is this thing about Steve Jobs?” he asked. She confirmed the story, but added that she thought Jobs had no interest in meeting him. Jandali seemed to accept that. “My father is thoughtful and a beautiful storyteller, but he is very, very passive,” Simpson said. “He never contacted Steve.”

Simpson turned her search for Jandali into a basis for her second novel, The Lost Father, published in 1992. (Jobs convinced Paul Rand, the designer who did the NeXT logo, to design the cover, but according to Simpson, “It was God-awful and we never used it.”) She also tracked down various members of the Jandali family, in Homs and in America, and in 2011 was writing a novel about her Syrian roots. The Syrian ambassador in Washington threw a dinner for her that included a cousin and his wife who then lived in Florida and had flown up for the occasion.[Vi]

Simpson assumed that Jobs would eventually meet Jandali, but as time went on he showed even less interest. In 2010, when Jobs and his son, Reed, went to a birthday dinner for Simpson at her Los Angeles house, Reed spent some time looking at pictures of his biological grandfather, but Jobs ignored them. Nor did he seem to care about his Syrian heritage. When the Middle East would come up in conversation, the topic did not engage him or evoke his typical strong opinions, even after Syria was swept up in the 2011 Arab Spring uprisings. “I don’t think anybody really knows what we should be doing over there,” he said when I asked whether the Obama administration should be intervening more in Egypt, Libya, and Syria. “You’re fucked if you do and you’re fucked if you don’t.”

Jobs did retain a friendly relationship with his biological mother, Joanne Simpson. Over the years she and Mona would often spend Christmas at Jobs’s house. The visits could be sweet, but also emotionally draining. Joanne would sometimes break into tears, say how much she had loved him, and apologize for giving him up. It turned out all right, Jobs would reassure her. As he told her one Christmas, “Don’t worry. I had a great childhood. I turned out okay.”[Vi]

Lisa

Lisa Brennan, however, did not have a great childhood. When she was young, her father almost never came to see her. “I didn’t want to be a father, so I wasn’t,” Jobs later said, with only a touch of remorse in his voice. Yet occasionally he felt the tug. One day, when Lisa was three, Jobs was driving near the house he had bought for her and Chrisann, and he decided to stop. Lisa didn’t know who he was. He sat on the doorstep, not venturing inside, and talked to Chrisann. The scene was repeated once or twice a year. Jobs would come by unannounced, talk a little bit about Lisa’s school options or other issues, then drive off in his Mercedes.

But by the time Lisa turned eight, in 1986, the visits were occurring more frequently. Jobs was no longer immersed in the grueling push to create the Macintosh or in the subsequent power struggles with Sculley. He was at NeXT, which was calmer, friendlier, and headquartered in Palo Alto, near where Chrisann and Lisa lived. In addition, by the time she was in third grade, it was clear that Lisa was a smart and artistic kid, who had already been singled out by her teachers for her writing ability. She was spunky and high-spirited and had a little of her father’s defiant attitude. She also looked a bit like him, with arched eyebrows and a faintly Middle Eastern angularity. One day, to the surprise of his colleagues, he brought her by the office. As she turned cartwheels in the corridor, she squealed, “Look at me!”[Vi]

Avie Tevanian, a lanky and gregarious engineer at NeXT who had become Jobs’s friend, remembers that every now and then, when they were going out to dinner, they would stop by Chrisann’s house to pick up Lisa. “He was very sweet to her,” Tevanian recalled. “He was a vegetarian, and so was Chrisann, but she wasn’t. He was fine with that. He suggested she order chicken, and she did.”

Eating chicken became her little indulgence as she shuttled between two parents who were vegetarians with a spiritual regard for natural foods. “We bought our groceries—our puntarella, quinoa, celeriac, carob-covered nuts—in yeasty-smelling stores where the women didn’t dye their hair,” she later wrote about her time with her mother. “But we sometimes tasted foreign treats. A few times we bought a hot, seasoned chicken from a gourmet shop with rows and rows of chickens turning on spits, and ate it in the car from the foil-lined paper bag with our fingers.” Her father, whose dietary fixations came in fanatic waves, was more fastidious about what he ate. She watched him spit out a mouthful of soup one day after learning that it contained butter. After loosening up a bit while at Apple, he was back to being a strict vegan. Even at a young age Lisa began to realize his diet obsessions reflected a life philosophy, one in which asceticism and minimalism could heighten subsequent sensations. “He believed that great harvests came from arid sources, pleasure from restraint,” she noted. “He knew the equations that most people didn’t know: Things led to their opposites.”[Vi]

In a similar way, the absence and coldness of her father made his occasional moments of warmth so much more intensely gratifying. “I didn’t live with him, but he would stop by our house some days, a deity among us for a few tingling moments or hours,” she recalled. Lisa soon became interesting enough that he would take walks with her. He would also go rollerblading with her on the quiet streets of old Palo Alto, often stopping at the houses of Joanna Hoffman and Andy Hertzfeld. The first time he brought her around to see Hoffman, he just knocked on the door and announced, “This is Lisa.” Hoffman knew right away. “It was obvious she was his daughter,” she told me. “Nobody has that jaw. It’s a signature jaw.” Hoffman, who suffered from not knowing her own divorced father until she was ten, encouraged Jobs to be a better father. He followed her advice, and later thanked her for it.[Vi]

Once he took Lisa on a business trip to Tokyo, and they stayed at the sleek and businesslike Okura Hotel. At the elegant downstairs sushi bar, Jobs ordered large trays of unagi sushi, a dish he loved so much that he allowed the warm cooked eel to pass muster as vegetarian. The pieces were coated with fine salt or a thin sweet sauce, and Lisa remembered later how they dissolved in her mouth. So, too, did the distance between them. As she later wrote, “It was the first time I’d felt, with him, so relaxed and content, over those trays of meat; the excess, the permission and warmth after the cold salads, meant a once inaccessible space had opened. He was less rigid with himself, even human under the great ceilings with the little chairs, with the meat, and me.”

But it was not always sweetness and light. Jobs was as mercurial with Lisa as he was with almost everyone, cycling between embrace and abandonment. On one visit he would be playful; on the next he would be cold; often he was not there at all. “She was always unsure of their relationship,” according to Hertzfeld. “I went to a birthday party of hers, and Steve was supposed to come, and he was very, very, late. She got extremely anxious and disappointed. But when he finally did come, she totally lit up.”[Vi]

Lisa learned to be temperamental in return. Over the years their relationship would be a roller coaster, with each of the low points elongated by their shared stubbornness. After a falling-out, they could go for months not speaking to each other. Neither one was good at reaching out, apologizing, or making the effort to heal, even when he was wrestling with repeated health problems. One day in the fall of 2010 he was wistfully going through a box of old snapshots with me, and paused over one that showed him visiting Lisa when she was young. “I probably didn’t go over there enough,” he said. Since he had not spoken to her all that year, I asked if he might want to reach out to her with a call or email. He looked at me blankly for a moment, then went back to riffling through other old photographs.[Vi]

The Romantic

When it came to women, Jobs could be deeply romantic. He tended to fall in love dramatically, share with friends every up and down of a relationship, and pine in public whenever he was away from his current girlfriend. In the summer of 1983 he went to a small dinner party in Silicon Valley with Joan Baez and sat next to an undergraduate at the University of Pennsylvania named Jennifer Egan, who was not quite sure who he was. By then he and Baez had realized that they weren’t destined to be forever young together, and Jobs found himself fascinated by Egan, who was working on a San Francisco weekly during her summer vacation. He tracked her down, gave her a call, and took her to Café Jacqueline, a little bistro near Telegraph Hill that specialized in vegetarian soufflés.

They dated for a year, and Jobs often flew east to visit her. At a Boston Macworld event, he told a large gathering how much in love he was and thus needed to rush out to catch a plane for Philadelphia to see his girlfriend. The audience was enchanted. When he was visiting New York, she would take the train up to stay with him at the Carlyle or at Jay Chiat’s Upper East Side apartment, and they would eat at Café Luxembourg, visit (repeatedly) the apartment in the San Remo he was planning to remodel, and go to movies or (once at least) the opera.[Vi]

He and Egan also spoke for hours on the phone many nights. One topic they wrestled with was his belief, which came from his Buddhist studies, that it was important to avoid attachment to material objects. Our consumer desires are unhealthy, he told her, and to attain enlightenment you need to develop a life of nonattachment and nonmaterialism. He even sent her a tape of Kobun Chino, his Zen teacher, lecturing about the problems caused by craving and obtaining things. Egan pushed back. Wasn’t he defying that philosophy, she asked, by making computers and other products that people coveted? “He was irritated by the dichotomy, and we had exuberant debates about it,” Egan recalled.

In the end Jobs’s pride in the objects he made overcame his sensibility that people should eschew being attached to such possessions. When the Macintosh came out in January 1984, Egan was staying at her mother’s apartment in San Francisco during her winter break from Penn. Her mother’s dinner guests were astonished one night when Steve Jobs—suddenly very famous—appeared at the door carrying a freshly boxed Macintosh and proceeded to Egan’s bedroom to set it up.

Jobs told Egan, as he had a few other friends, about his premonition that he would not live a long life. That was why he was driven and impatient, he confided. “He felt a sense of urgency about all he wanted to get done,” Egan later said. Their relationship tapered off by the fall of 1984, when Egan made it clear that she was still far too young to think of getting married.[Vi]

• • •

Shortly after that, just as the turmoil with Sculley was beginning to build at Apple in early 1985, Jobs was heading to a meeting when he stopped at the office of a guy who was working with the Apple Foundation, which helped get computers to nonprofit organizations. Sitting in his office was a lithe, very blond woman who combined a hippie aura of natural purity with the solid sensibilities of a computer consultant. Her name was Tina Redse. “She was the most beautiful woman I’d ever seen,” Jobs recalled.

He called her the next day and asked her to dinner. She said no, that she was living with a boyfriend. A few days later he took her on a walk to a nearby park and again asked her out, and this time she told her boyfriend that she wanted to go. She was very honest and open. After dinner she started to cry because she knew her life was about to be disrupted. And it was. Within a few months she had moved into the unfurnished mansion in Woodside. “She was the first person I was truly in love with,” Jobs later said. “We had a very deep connection. I don’t know that anyone will ever understand me better than she did.”[Vi]

Redse came from a troubled family, and Jobs shared with her his own pain about being put up for adoption. “We were both wounded from our childhood,” Redse recalled. “He said to me that we were misfits, which is why we belonged together.” They were physically passionate and prone to public displays of affection; their make-out sessions in the NeXT lobby are well remembered by employees. So too were their fights, which occurred at movie theaters and in front of visitors to Woodside. Yet he constantly praised her purity and naturalness. As the well-grounded Joanna Hoffman pointed out when discussing Jobs’s infatuation with the otherworldly Redse, “Steve had a tendency to look at vulnerabilities and neuroses and turn them into spiritual attributes.”

When he was being eased out at Apple in 1985, Redse traveled with him in Europe, where he was salving his wounds. Standing on a bridge over the Seine one evening, they bandied about the idea, more romantic than serious, of just staying in France, maybe settling down, perhaps indefinitely. Redse was eager, but Jobs didn’t want to. He was burned but still ambitious. “I am a reflection of what I do,” he told her. She recalled their Paris moment in a poignant email she sent to him twenty-five years later, after they had gone their separate ways but retained their spiritual connection:[Vi]

We were on a bridge in Paris in the summer of 1985. It was overcast. We leaned against the smooth stone rail and stared at the green water rolling on below. Your world had cleaved and then it paused, waiting to rearrange itself around whatever you chose next. I wanted to run away from what had come before. I tried to convince you to begin a new life with me in Paris, to shed our former selves and let something else course through us. I wanted us to crawl through that black chasm of your broken world and emerge, anonymous and new, in simple lives where I could cook you simple dinners and we could be together every day, like children playing a sweet game with no purpose save the game itself. I like to think you considered it before you laughed and said “What could I do? I’ve made myself unemployable.” I like to think that in that moment’s hesitation before our bold futures reclaimed us, we lived that simple life together all the way into our peaceful old ages, with a brood of grandchildren around us on a farm in the south of France, quietly going about our days, warm and complete like loaves of fresh bread, our small world filled with the aroma of patience and familiarity.[Vi]

The relationship lurched up and down for five years. Redse hated living in his sparsely furnished Woodside house. Jobs had hired a hip young couple, who had once worked at Chez Panisse, as housekeepers and vegetarian cooks, and they made her feel like an interloper. She would occasionally move out to an apartment of her own in Palo Alto, especially after one of her torrential arguments with Jobs. “Neglect is a form of abuse,” she once scrawled on the wall of the hallway to their bedroom. She was entranced by him, but she was also baffled by how uncaring he could be. She would later recall how incredibly painful it was to be in love with someone so self-centered. Caring deeply about someone who seemed incapable of caring was a particular kind of hell that she wouldn’t wish on anyone, she said.

They were different in so many ways. “On the spectrum of cruel to kind, they are close to the opposite poles,” Hertzfeld later said. Redse’s kindness was manifest in ways large and small; she always gave money to street people, she volunteered to help those who (like her father) were afflicted with mental illness, and she took care to make Lisa and even Chrisann feel comfortable with her. More than anyone, she helped persuade Jobs to spend more time with Lisa. But she lacked Jobs’s ambition and drive. The ethereal quality that made her seem so spiritual to Jobs also made it hard for them to stay on the same wavelength. “Their relationship was incredibly tempestuous,” said Hertzfeld. “Because of both of their characters, they would have lots and lots of fights.”[Vi]

They also had a basic philosophical difference about whether aesthetic tastes were fundamentally individual, as Redse believed, or universal and could be taught, as Jobs believed. She accused him of being too influenced by the Bauhaus movement. “Steve believed it was our job to teach people aesthetics, to teach people what they should like,” she recalled. “I don’t share that perspective. I believe when we listen deeply, both within ourselves and to each other, we are able to allow what’s innate and true to emerge.”

When they were together for a long stretch, things did not work out well. But when they were apart, Jobs would pine for her. Finally, in the summer of 1989, he asked her to marry him. She couldn’t do it. It would drive her crazy, she told friends. She had grown up in a volatile household, and her relationship with Jobs bore too many similarities to that environment. They were opposites who attracted, she said, but the combination was too combustible. “I could not have been a good wife to ‘Steve Jobs,’ the icon,” she later explained. “I would have sucked at it on many levels. In our personal interactions, I couldn’t abide his unkindness. I didn’t want to hurt him, yet I didn’t want to stand by and watch him hurt other people either. It was painful and exhausting.”[Vi]

After they broke up, Redse helped found OpenMind, a mental health resource network in California. She happened to read in a psychiatric manual about Narcissistic Personality Disorder and decided that Jobs perfectly met the criteria. “It fits so well and explained so much of what we had struggled with, that I realized expecting him to be nicer or less self-centered was like expecting a blind man to see,” she said. “It also explained some of the choices he’d made about his daughter Lisa at that time. I think the issue is empathy—the capacity for empathy is lacking.”

Redse later married, had two children, and then divorced. Every now and then Jobs would openly pine for her, even after he was happily married. And when he began his battle with cancer, she got in touch again to give support. She became very emotional whenever she recalled their relationship. “Though our values clashed and made it impossible for us to have the relationship we once hoped for,” she told me, “the care and love I felt for him decades ago has continued.” Similarly, Jobs suddenly started to cry one afternoon as he sat in his living room reminiscing about her. “She was one of the purest people I’ve ever known,” he said, tears rolling down his cheeks. “There was something spiritual about her and spiritual about the connection we had.” He said he always regretted that they could not make it work, and he knew that she had such regrets as well. But it was not meant to be. On that they both agreed.[Vi]

—ooOoo—

CHAPTER TWENTY-ONE

FAMILY MAN

At Home with the Jobs Clan

With Laurene Powell, 1991

Laurene Powell

By this point, based on his dating history, a matchmaker could have put together a composite sketch of the woman who would be right for Jobs. Smart, yet unpretentious. Tough enough to stand up to him, yet Zen-like enough to rise above turmoil. Well-educated and independent, yet ready to make accommodations for him and a family. Down-to-earth, but with a touch of the ethereal. Savvy enough to know how to manage him, but secure enough to not always need to. And it wouldn’t hurt to be a beautiful, lanky blonde with an easygoing sense of humor who liked organic vegetarian food. In October 1989, after his split with Tina Redse, just such a woman walked into his life.

More specifically, just such a woman walked into his classroom. Jobs had agreed to give one of the “View from the Top” lectures at the Stanford Business School one Thursday evening. Laurene Powell was a new graduate student at the business school, and a guy in her class talked her into going to the lecture. They arrived late and all the seats were taken, so they sat in the aisle. When an usher told them they had to move, Powell took her friend down to the front row and commandeered two of the reserved seats there. Jobs was led to the one next to her when he arrived. “I looked to my right, and there was a beautiful girl there, so we started chatting while I was waiting to be introduced,” Jobs recalled. They bantered a bit, and Laurene joked that she was sitting there because she had won a raffle, and the prize was that he got to take her to dinner. “He was so adorable,” she later said.[Vi]

After the speech Jobs hung around on the edge of the stage chatting with students. He watched Powell leave, then come back and stand at the edge of the crowd, then leave again. He bolted out after her, brushing past the dean, who was trying to grab him for a conversation. After catching up with her in the parking lot, he said, “Excuse me, wasn’t there something about a raffle you won, that I’m supposed to take you to dinner?” She laughed. “How about Saturday?” he asked. She agreed and wrote down her number. Jobs headed to his car to drive up to the Thomas Fogarty winery in the Santa Cruz mountains above Woodside, where the NeXT education sales group was holding a dinner. But he suddenly stopped and turned around. “I thought, wow, I’d rather have dinner with her than the education group, so I ran back to her car and said ‘How about dinner tonight?’ ” She said yes. It was a beautiful fall evening, and they walked into Palo Alto to a funky vegetarian restaurant, St. Michael’s Alley, and ended up staying there for four hours. “We’ve been together ever since,” he said.

Avie Tevanian was sitting at the winery restaurant waiting with the rest of the NeXT education group. “Steve was sometimes unreliable, but when I talked to him I realized that something special had come up,” he said. As soon as Powell got home, after midnight, she called her close friend Kathryn (Kat) Smith, who was at Berkeley, and left a message on her machine. “You will not believe what just happened to me!” it said. “You will not believe who I met!” Smith called back the next morning and heard the tale. “We had known about Steve, and he was a person of interest to us, because we were business students,” she recalled.[Vi]

Andy Hertzfeld and a few others later speculated that Powell had been scheming to meet Jobs. “Laurene is nice, but she can be calculating, and I think she targeted him from the beginning,” Hertzfeld said. “Her college roommate told me that Laurene had magazine covers of Steve and vowed she was going to meet him. If it’s true that Steve was manipulated, there is a fair amount of irony there.” But Powell later insisted that this wasn’t the case. She went only because her friend wanted to go, and she was slightly confused as to who they were going to see. “I knew that Steve Jobs was the speaker, but the face I thought of was that of Bill Gates,” she recalled. “I had them mixed up. This was 1989. He was working at NeXT, and he was not that big of a deal to me. I wasn’t that enthused, but my friend was, so we went.”

“There were only two women in my life that I was truly in love with, Tina and Laurene,” Jobs later said. “I thought I was in love with Joan Baez, but I really just liked her a lot. It was just Tina and then Laurene.”[Vi]

• • •

Laurene Powell had been born in New Jersey in 1963 and learned to be self-sufficient at an early age. Her father was a Marine Corps pilot who died a hero in a crash in Santa Ana, California; he had been leading a crippled plane in for a landing, and when it hit his plane he kept flying in an unsuccessful attempt to avoid a residential area rather than ejecting in time to save his life. Her mother’s second marriage turned out to be a horrible situation, but she felt she couldn’t leave because she had no means to support her large family. For ten years Laurene and her three brothers had to suffer in a tense household, keeping a good demeanor while compartmentalizing problems. She did well. “The lesson I learned was clear, that I always wanted to be self-sufficient,” she said. “I took pride in that. My relationship with money is that it’s a tool to be self-sufficient, but it’s not something that is part of who I am.”

After graduating from the University of Pennsylvania, she worked at Goldman Sachs as a fixed income trading strategist, dealing with enormous sums of money that she traded for the house account. Jon Corzine, her boss, tried to get her to stay at Goldman, but instead she decided the work was unedifying. “You could be really successful,” she said, “but you’re just contributing to capital formation.” So after three years she quit and went to Florence, Italy, living there for eight months before enrolling in Stanford Business School.[Vi]

After their Thursday night dinner, she invited Jobs over to her Palo Alto apartment on Saturday. Kat Smith drove down from Berkeley and pretended to be her roommate so she could meet him as well. Their relationship became very passionate. “They would kiss and make out,” Smith said. “He was enraptured with her. He would call me on the phone and ask, ‘What do you think, does she like me?’ Here I am in this bizarre position of having this iconic person call me.”

That New Year’s Eve of 1989 the three went to Chez Panisse, the famed Alice Waters restaurant in Berkeley, along with Lisa, then eleven. Something happened at the dinner that caused Jobs and Powell to start arguing. They left separately, and Powell ended up spending the night at Kat Smith’s apartment. At nine the next morning there was a knock at the door, and Smith opened it to find Jobs, standing in the drizzle holding some wildflowers he had picked. “May I come in and see Laurene?” he said. She was still asleep, and he walked into the bedroom. A couple of hours went by, while Smith waited in the living room, unable to go in and get her clothes. Finally, she put a coat on over her nightgown and went to Peet’s Coffee to pick up some food. Jobs did not emerge until after noon. “Kat, can you come here for a minute?” he asked. They all gathered in the bedroom. “As you know, Laurene’s father passed away, and Laurene’s mother isn’t here, and since you’re her best friend, I’m going to ask you the question,” he said. “I’d like to marry Laurene. Will you give your blessing?”

Smith clambered onto the bed and thought about it. “Is this okay with you?” she asked Powell. When she nodded yes, Smith announced, “Well, there’s your answer.”[Vi]

It was not, however, a definitive answer. Jobs had a way of focusing on something with insane intensity for a while and then, abruptly, turning away his gaze. At work, he would focus on what he wanted to, when he wanted to, and on other matters he would be unresponsive, no matter how hard people tried to get him to engage. In his personal life, he was the same way. At times he and Powell would indulge in public displays of affection that were so intense they embarrassed people in their presence, including Kat Smith and Powell’s mother. In the mornings at his Woodside mansion, he would wake Powell up by blasting the Fine Young Cannibals’ “She Drives Me Crazy” on his tape deck. Yet at other times he would ignore her. “Steve would fluctuate between intense focus, where she was the center of the universe, to being coldly distant and focused on work,” said Smith. “He had the power to focus like a laser beam, and when it came across you, you basked in the light of his attention. When it moved to another point of focus, it was very, very dark for you. It was very confusing to Laurene.”[Vi]

Once she had accepted his marriage proposal on the first day of 1990, he didn’t mention it again for several months. Finally, Smith confronted him while they were sitting on the edge of a sandbox in Palo Alto. What was going on? Jobs replied that he needed to feel sure that Powell could handle the life he lived and the type of person he was. In September she became fed up with waiting and moved out. The following month, he gave her a diamond engagement ring, and she moved back in.

In December Jobs took Powell to his favorite vacation spot, Kona Village in Hawaii. He had started going there nine years earlier when, stressed out at Apple, he had asked his assistant to pick out a place for him to escape. At first glance, he didn’t like the cluster of sparse thatched-roof bungalows nestled on a beach on the big island of Hawaii. It was a family resort, with communal eating. But within hours he had begun to view it as paradise. There was a simplicity and spare beauty that moved him, and he returned whenever he could. He especially enjoyed being there that December with Powell. Their love had matured. The night before Christmas he again declared, even more formally, that he wanted to marry her. Soon another factor would drive that decision. While in Hawaii, Powell got pregnant. “We know exactly where it happened,” Jobs later said with a laugh.[Vi]

The Wedding, March 18, 1991

Powell’s pregnancy did not completely settle the issue. Jobs again began balking at the idea of marriage, even though he had dramatically proposed to her both at the very beginning and the very end of 1990. Furious, she moved out of his house and back to her apartment. For a while he sulked or ignored the situation. Then he thought he might still be in love with Tina Redse; he sent her roses and tried to convince her to return to him, maybe even get married. He was not sure what he wanted, and he surprised a wide swath of friends and even acquaintances by asking them what he should do. Who was prettier, he would ask, Tina or Laurene? Who did they like better? Who should he marry? In a chapter about this in Mona Simpson’s novel A Regular Guy, the Jobs character “asked more than a hundred people who they thought was more beautiful.” But that was fiction; in reality, it was probably fewer than a hundred.

He ended up making the right choice. As Redse told friends, she never would have survived if she had gone back to Jobs, nor would their marriage. Even though he would pine about the spiritual nature of his connection to Redse, he had a far more solid relationship with Powell. He liked her, he loved her, he respected her, and he was comfortable with her.[Vi]

She would become a sensible and romantic anchor for his life. “He is the luckiest guy to have landed with Laurene, who is smart and can engage him intellectually and can sustain his ups and downs and tempestuous personality,” said Joanna Hoffman. “Because she’s not neurotic, Steve may feel that she is not as mystical as Tina or something. But that’s silly.” Andy Hertzfeld agreed. “Laurene looks a lot like Tina, but she is totally different because she is tougher and armor-plated. That’s why the marriage works.”

Jobs understood this as well. Despite his emotional turbulence and occasional meanness, the marriage would turn out to be enduring, marked by loyalty and faithfulness, overcoming the ups and downs and jangling emotional complexities it encountered.

In December Jobs took Powell to his favorite vacation spot, Kona Village in Hawaii. He had started going there nine years earlier when, stressed out at Apple, he had asked his assistant to pick out a place for him to escape. At first glance, he didn’t like the cluster of sparse thatched-roof bungalows nestled on a beach on the big island of Hawaii. It was a family resort, with communal eating. But within hours he had begun to view it as paradise. There was a simplicity and spare beauty that moved him, and he returned whenever he could. He especially enjoyed being there that December with Powell. Their love had matured. The night before Christmas he again declared, even more formally, that he wanted to marry her. Soon another factor would drive that decision. While in Hawaii, Powell got pregnant. “We know exactly where it happened,” Jobs later said with a laugh.[Vi]

• • •

Avie Tevanian decided Jobs needed a bachelor’s party. This was not as easy as it sounded. Jobs did not like to party and didn’t have a gang of male buddies. He didn’t even have a best man. So the party turned out to be just Tevanian and Richard Crandall, a computer science professor at Reed who had taken a leave to work at NeXT. Tevanian hired a limo, and when they got to Jobs’s house, Powell answered the door dressed in a suit and wearing a fake moustache, saying that she wanted to come as one of the guys. It was just a joke, and soon the three bachelors, none of them drinkers, were rolling to San Francisco to see if they could pull off their own pale version of a bachelor party.

Tevanian had been unable to get reservations at Greens, the vegetarian restaurant at Fort Mason that Jobs liked, so he booked a very fancy restaurant at a hotel. “I don’t want to eat here,” Jobs announced as soon as the bread was placed on the table. He made them get up and walk out, to the horror of Tevanian, who was not yet used to Jobs’s restaurant manners. He led them to Café Jacqueline in North Beach, the soufflé place that he loved, which was indeed a better choice. Afterward they took the limo across the Golden Gate Bridge to a bar in Sausalito, where all three ordered shots of tequila but only sipped them. “It was not great as bachelor parties go, but it was the best we could come up with for someone like Steve, and nobody else volunteered to do it,” recalled Tevanian. Jobs was appreciative. He decided that he wanted Tevanian to marry his sister Mona Simpson. Though nothing came of it, the thought was a sign of affection.[Vi]

Powell had fair warning of what she was getting into. As she was planning the wedding, the person who was going to do the calligraphy for the invitations came by the house to show them some options. There was no furniture for her to sit on, so she sat on the floor and laid out the samples. Jobs looked for a few minutes, then got up and left the room. They waited for him to come back, but he didn’t. After a while Powell went to find him in his room. “Get rid of her,” he said. “I can’t look at her stuff. It’s shit.”[Vi]

• • •

On March 18, 1991, Steven Paul Jobs, thirty-six, married Laurene Powell, twenty-seven, at the Ahwahnee Lodge in Yosemite National Park. Built in the 1920s, the Ahwahnee is a sprawling pile of stone, concrete, and timber designed in a style that mixed Art Deco, the Arts and Crafts movement, and the Park Service’s love of huge fireplaces. Its best features are the views. It has floor-to-ceiling windows looking out on Half Dome and Yosemite Falls.

About fifty people came, including Steve’s father Paul Jobs and sister Mona Simpson. She brought her fiancé, Richard Appel, a lawyer who went on to become a television comedy writer. (As a writer for The Simpsons, he named Homer’s mother after his wife.) Jobs insisted that they all arrive by chartered bus; he wanted to control all aspects of the event.

The ceremony was in the solarium, with the snow coming down hard and Glacier Point just visible in the distance. It was conducted by Jobs’s longtime Sōtō Zen teacher, Kobun Chino, who shook a stick, struck a gong, lit incense, and chanted in a mumbling manner that most guests found incomprehensible. “I thought he was drunk,” said Tevanian. He wasn’t. The wedding cake was in the shape of Half Dome, the granite crest at the end of Yosemite Valley, but since it was strictly vegan—devoid of eggs, milk, or any refined products—more than a few of the guests found it inedible. Afterward they all went hiking, and Powell’s three strapping brothers launched a snowball fight, with lots of tackling and roughhousing. “You see, Mona,” Jobs said to his sister, “Laurene is descended from Joe Namath and we’re descended from John Muir.”[Vi]

A Family Home

Powell shared her husband’s interest in natural foods. While at business school, she had worked part time at Odwalla, the juice company, where she helped develop the first marketing plan. After marrying Jobs, she felt that it was important to have a career, having learned from her childhood the need to be self-sufficient. So she started her own company, Terravera, that made ready-to-eat organic meals and delivered them to stores throughout northern California.

Instead of living in the isolated and rather spooky unfurnished Woodside mansion, the couple moved into a charming and unpretentious house on a corner in a family-friendly neighborhood in old Palo Alto. It was a privileged realm—neighbors would eventually include the visionary venture capitalist John Doerr, Google’s founder Larry Page, and Facebook’s founder Mark Zuckerberg, along with Andy Hertzfeld and Joanna Hoffman—but the homes were not ostentatious, and there were no high hedges or long drives shielding them from view. Instead, houses were nestled on lots next to each other along flat, quiet streets flanked by wide sidewalks. “We wanted to live in a neighborhood where kids could walk to see friends,” Jobs later said.[Vi]

The house was not the minimalist and modernist style Jobs would have designed if he had built a home from scratch. Nor was it a large or distinctive mansion that would make people stop and take notice as they drove down his street in Palo Alto. It was built in the 1930s by a local designer named Carr Jones, who specialized in carefully crafted homes in the “storybook style” of English or French country cottages.

The two-story house was made of red brick, with exposed wood beams and a shingle roof with curved lines; it evoked a rambling Cotswold cottage, or perhaps a home where a well-to-do Hobbit might have lived. The one Californian touch was a mission-style courtyard framed by the wings of the house. The two-story vaulted-ceiling living room was informal, with a floor of tile and terra-cotta. At one end was a large triangular window leading up to the peak of the ceiling; it had stained glass when Jobs bought it, as if it were a chapel, but he replaced it with clear glass. The other renovation he and Powell made was to expand the kitchen to include a wood-burning pizza oven and room for a long wooden table that would become the family’s primary gathering place. It was supposed to be a four-month renovation, but it took sixteen months because Jobs kept redoing the design. They also bought the small house behind them and razed it to make a backyard, which Powell turned into a beautiful natural garden filled with a profusion of seasonal flowers along with vegetables and herbs.[Vi]

Jobs became fascinated by the way Carr Jones relied on old material, including used bricks and wood from telephone poles, to provide a simple and sturdy structure. The beams in the kitchen had been used to make the molds for the concrete foundations of the Golden Gate Bridge, which was under construction when the house was built. “He was a careful craftsman who was self-taught,” Jobs said as he pointed out each of the details. “He cared more about being inventive than about making money, and he never got rich. He never left California. His ideas came from reading books in the library and Architectural Digest.”

Jobs had never furnished his Woodside house beyond a few bare essentials: a chest of drawers and a mattress in his bedroom, a card table and some folding chairs in what would have been a dining room. He wanted around him only things that he could admire, and that made it hard simply to go out and buy a lot of furniture. Now that he was living in a normal neighborhood home with a wife and soon a child, he had to make some concessions to necessity. But it was hard. They got beds, dressers, and a music system for the living room, but items like sofas took longer. “We spoke about furniture in theory for eight years,” recalled Powell. “We spent a lot of time asking ourselves, ‘What is the purpose of a sofa?’ ” Buying appliances was also a philosophical task, not just an impulse purchase. A few years later, Jobs described to Wired the process that went into getting a new washing machine:[Vi]

It turns out that the Americans make washers and dryers all wrong. The Europeans make them much better—but they take twice as long to do clothes! It turns out that they wash them with about a quarter as much water and your clothes end up with a lot less detergent on them. Most important, they don’t trash your clothes. They use a lot less soap, a lot less water, but they come out much cleaner, much softer, and they last a lot longer. We spent some time in our family talking about what’s the trade-off we want to make. We ended up talking a lot about design, but also about the values of our family. Did we care most about getting our wash done in an hour versus an hour and a half? Or did we care most about our clothes feeling really soft and lasting longer? Did we care about using a quarter of the water? We spent about two weeks talking about this every night at the dinner table.

They ended up getting a Miele washer and dryer, made in Germany. “I got more thrill out of them than I have out of any piece of high tech in years,” Jobs said.

The one piece of art that Jobs bought for the vaulted-ceiling living room was an Ansel Adams print of the winter sunrise in the Sierra Nevada taken from Lone Pine, California. Adams had made the huge mural print for his daughter, who later sold it. At one point Jobs’s housekeeper wiped it with a wet cloth, and Jobs tracked down a person who had worked with Adams to come to the house, strip it down a layer, and restore it.[Vi]

The house was so unassuming that Bill Gates was somewhat baffled when he visited with his wife. “Do all of you live here?” asked Gates, who was then in the process of building a 66,000-square-foot mansion near Seattle. Even when he had his second coming at Apple and was a world-famous billionaire, Jobs had no security guards or live-in servants, and he even kept the back door unlocked during the day.

His only security problem came, sadly and strangely, from Burrell Smith, the mop-headed, cherubic Macintosh hardware engineer who had been Andy Hertzfeld’s close friend. After leaving Apple, Smith descended into schizophrenia. He lived in a house down the street from Hertzfeld, and as his disorder progressed he began wandering the streets naked, at other times smashing the windows of cars and churches. He was put on strong medication, but it proved difficult to calibrate. At one point when his demons returned, he began going over to the Jobs house in the evenings, throwing rocks through the windows, leaving rambling letters, and once tossing a firecracker into the house. He was arrested, but the case was dropped when he went for more treatment. “Burrell was so funny and naïve, and then one April day he suddenly snapped,” Jobs recalled. “It was the weirdest, saddest thing.”

Jobs was sympathetic, and often asked Hertzfeld what more he could do to help. At one point Smith was thrown in jail and refused to identify himself. When Hertzfeld found out, three days later, he called Jobs and asked for assistance in getting him released. Jobs did help, but he surprised Hertzfeld with a question: “If something similar happened to me, would you take as good care of me as you do Burrell?”[Vi]

Jobs kept his mansion in Woodside, about ten miles up into the mountains from Palo Alto. He wanted to tear down the fourteen-bedroom 1925 Spanish colonial revival, and he had plans drawn up to replace it with an extremely simple, Japanese-inspired modernist home one-third the size. But for more than twenty years he engaged in a slow-moving series of court battles with preservationists who wanted the crumbling original house to be saved. (In 2011 he finally got permission to raze the house, but by then he had no desire to build a second home.)

On occasion Jobs would use the semi-abandoned Woodside home, especially its swimming pool, for family parties. When Bill Clinton was president, he and Hillary Clinton stayed in the 1950s ranch house on the property on their visits to their daughter, who was at Stanford. Since both the main house and ranch house were unfurnished, Powell would call furniture and art dealers when the Clintons were coming and pay them to furnish the houses temporarily. Once, shortly after the Monica Lewinsky flurry broke, Powell was making a final inspection of the furnishings and noticed that one of the paintings was missing. Worried, she asked the advance team and Secret Service what had happened. One of them pulled her aside and explained that it was a painting of a dress on a hanger, and given the issue of the blue dress in the Lewinsky matter they had decided to hide it. (During one of his late-night phone conversations with Jobs, Clinton asked how he should handle the Lewinsky issue. “I don’t know if you did it, but if so, you’ve got to tell the country,” Jobs told the president. There was silence on the other end of the line.)[Vi]

Lisa Moves In

In the middle of Lisa’s eighth-grade year, her teachers called Jobs. There were serious problems, and it was probably best for her to move out of her mother’s house. So Jobs went on a walk with Lisa, asked about the situation, and offered to let her move in with him. She was a mature girl, just turning fourteen, and she thought about it for two days. Then she said yes. She already knew which room she wanted: the one right next to her father’s. When she was there once, with no one home, she had tested it out by lying down on the bare floor.

It was a tough period. Chrisann Brennan at one point got into a very heated argument with Steve about someone who was working at his house. When I asked her about her behavior and the allegations that led to Lisa’s moving out of her house, she said that she had still not been able to process in her own mind what occurred during that period. But then she wrote me a long email that she said would help explain the situation:[Vi]

Do you know how Steve was able to get the city of Woodside to allow him to tear his Woodside home down? There was a community of people who wanted to preserve his Woodside house due to its historical value, but Steve wanted to tear it down and build a home with an orchard. Steve let that house fall into so much disrepair and decay over a number of years that there was no way to save it. The strategy he used to get what he wanted was to simply follow the line of least involvement and resistance. So by his doing nothing on the house, and maybe even leaving the windows open for years, the house fell apart. Brilliant, no? . . . In a similar way did Steve work to undermine my effectiveness AND my well being at the time when Lisa was 13 and 14 to get her to move into his house. He started with one strategy but then it moved to another easier one that was even more destructive to me and more problematic for Lisa. It may not have been of the greatest integrity, but he got what he wanted.

Lisa lived with Jobs and Powell for all four of her years at Palo Alto High School, and she began using the name Lisa Brennan-Jobs. He tried to be a good father, but there were times when he was cold and distant. When Lisa felt she had to escape, she would seek refuge with a friendly family who lived nearby. Powell tried to be supportive, and she was the one who attended most of Lisa’s school events.[Vi]

By the time Lisa was a senior, she seemed to be flourishing. She joined the school newspaper, The Campanile, and became the coeditor. Together with her classmate Ben Hewlett, grandson of the man who gave her father his first job, she exposed secret raises that the school board had given to administrators. When it came time to go to college, she knew she wanted to go east. She applied to Harvard—forging her father’s signature on the application because he was out of town—and was accepted for the class entering in 1996.

At Harvard Lisa worked on the college newspaper, The Crimson, and then the literary magazine, The Advocate. After breaking up with her boyfriend, she took a year abroad at King’s College, London. Her relationship with her father remained tumultuous throughout her college years. When she would come home, fights over small things—what was being served for dinner, whether she was paying enough attention to her half-siblings—would blow up, and they would not speak to each other for weeks and sometimes months. The arguments occasionally got so bad that Jobs would stop supporting her, and she would borrow money from Andy Hertzfeld or others. Hertzfeld at one point lent Lisa $20,000 when she thought that her father was not going to pay her tuition. “He was mad at me for making the loan,” Hertzfeld recalled, “but he called early the next morning and had his accountant wire me the money.” Jobs did not go to Lisa’s Harvard graduation in 2000. He said, “She didn’t even invite me.”[Vi]

There were, however, some nice times during those years, including one summer when Lisa came back home and performed at a benefit concert for the Electronic Frontier Foundation, an advocacy group that supports access to technology. The concert took place at the Fillmore Auditorium in San Francisco, which had been made famous by the Grateful Dead, Jefferson Airplane, and Jimi Hendrix. She sang Tracy Chapman’s anthem “Talkin’ bout a Revolution” (“Poor people are gonna rise up / And get their share”) as her father stood in the back cradling his one-year-old daughter, Erin.

Jobs’s ups and downs with Lisa continued after she moved to Manhattan as a freelance writer. Their problems were exacerbated because of Jobs’s frustrations with Chrisann. He had bought a house for Chrisann to use in nearby Menlo Park, but Chrisann sold it, and then proceeded to travel with a spiritual advisor and to live in Paris. Once the money ran out, she returned to San Francisco and became an artist creating “light paintings” and Buddhist mandalas. “I am a ‘Connector’ and a visionary contributor to the future of evolving humanity and the ascended Earth,” she said on her website (which Hertzfeld maintained for her). “I experience the forms, color, and sound frequencies of sacred vibration as I create and live with the paintings.” When Chrisann needed money for a bad sinus infection and dental problem, Jobs refused to give it to her, causing Lisa again to not speak to him for a few years. And thus the pattern would continue.[Vi]

• • •

Mona Simpson used all of this, plus her imagination, as a springboard for her third novel, A Regular Guy, published in 1996. The book’s title character is based on Jobs, and to some extent it adheres to reality: It depicts Jobs’s quiet generosity to, and purchase of a special car for, a brilliant friend who had degenerative bone disease, and it accurately describes many unflattering aspects of his relationship with Lisa, including his original denial of paternity. But other parts are purely fiction; Chrisann had taught Lisa at a very early age how to drive, for example, but the book’s scene of “Jane” driving a truck across the mountains alone at age five to find her father of course never happened. In addition, there are little details in the novel that, in journalist parlance, are too good to check, such as the head-snapping description of the character based on Jobs in the very first sentence: “He was a man too busy to flush toilets.”

On the surface, the novel’s fictional portrayal of Jobs seems harsh. Simpson describes her main character as unable “to see any need to pander to the wishes or whims of other people.” His hygiene is also as dubious as that of the real Jobs. “He didn’t believe in deodorant and often professed that with a proper diet and the peppermint castile soap, you would neither perspire nor smell.” But the novel is lyrical and intricate on many levels, and by the end there is a fuller picture of a man who loses control of the great company he had founded and learns to appreciate the daughter he had abandoned. The final scene is of him dancing with his daughter.[Vi]

Jobs later said that he never read the novel. “I heard it was about me,” he told me, “and if it was about me, I would have gotten really pissed off, and I didn’t want to get pissed at my sister, so I didn’t read it.” However, he told the New York Times a few months after the book appeared that he had read it and saw the reflections of himself in the main character. “About 25% of it is totally me, right down to the mannerisms,” he told the reporter, Steve Lohr. “And I’m certainly not telling you which 25%.” His wife said that, in fact, Jobs glanced at the book and asked her to read it for him to see what he should make of it.

Simpson sent the manuscript to Lisa before it was published, but at first she didn’t read more than the opening. “In the first few pages, I was confronted with my family, my anecdotes, my things, my thoughts, myself in the character Jane,” she noted. “And sandwiched between the truths was invention—lies to me, made more evident because of their dangerous proximity to the truth.” Lisa was wounded, and she wrote a piece for the Harvard Advocate explaining why. Her first draft was very bitter, then she toned it down a bit before she published it. She felt violated by Simpson’s friendship. “I didn’t know, for those six years, that Mona was collecting,” she wrote. “I didn’t know that as I sought her consolations and took her advice, she, too, was taking.” Eventually Lisa reconciled with Simpson. They went out to a coffee shop to discuss the book, and Lisa told her that she hadn’t been able to finish it. Simpson told her she would like the ending. Over the years Lisa had an on-and-off relationship with Simpson, but it would be closer in some ways than the one she had with her father.[Vi]

Children

When Powell gave birth in 1991, a few months after her wedding to Jobs, their child was known for two weeks as “baby boy Jobs,” because settling on a name was proving only slightly less difficult than choosing a washing machine. Finally, they named him Reed Paul Jobs. His middle name was that of Jobs’s father, and his first name (both Jobs and Powell insist) was chosen because it sounded good rather than because it was the name of Jobs’s college.

Reed turned out to be like his father in many ways: incisive and smart, with intense eyes and a mesmerizing charm. But unlike his father, he had sweet manners and a self-effacing grace. He was creative—as a kid he liked to dress in costume and stay in character—and also a great student, interested in science. He could replicate his father’s stare, but he was demonstrably affectionate and seemed not to have an ounce of cruelty in his nature.

Erin Siena Jobs was born in 1995. She was a little quieter and developed into a more introspective child with an emotional intelligence that gave her an acute sense of other people’s feelings. She picked up her father’s interest in design and architecture, but she also learned to keep a bit of an emotional distance, so as not to be hurt by his detachment.[Vi]

The youngest child, Eve, was born in 1998, and she turned into a strong-willed, funny firecracker who, neither needy nor intimidated, knew how to handle her father, negotiate with him (and sometimes win), and even make fun of him. Her father joked that she’s the one who will run Apple someday, if she doesn’t become president of the United States.

Jobs developed a strong relationship with Reed, but with his daughters he was more distant. As he would with others, he would occasionally focus on them, but just as often would completely ignore them when he had other things on his mind. “He focuses on his work, and at times he has not been there for the girls,” Powell said. At one point Jobs marveled to his wife at how well their kids were turning out, “especially since we’re not always there for them.” This amused, and slightly annoyed, Powell, because she had given up her career when Reed turned two and she decided she wanted to have more children.

In 1995 Oracle’s CEO Larry Ellison threw a fortieth-birthday party for Jobs filled with tech stars and moguls. Ellison had become a close friend, and he would often take the Jobs family out on one of his many luxurious yachts. Reed started referring to him as “our rich friend,” which was amusing evidence of how his father refrained from ostentatious displays of wealth. The lesson Jobs learned from his Buddhist days was that material possessions often cluttered life rather than enriched it. “Every other CEO I know has a security detail,” he said. “They’ve even got them at their homes. It’s a nutso way to live. We just decided that’s not how we wanted to raise our kids.”[Vi]

—ooOoo—

CHAPTER TWENTY-TWO

TOY STORY

Buzz and Woody to the Rescue

Jeffrey Katzenberg

“It’s kind of fun to do the impossible,” Walt Disney once said. That was the type of attitude that appealed to Jobs. He admired Disney’s obsession with detail and design, and he felt that there was a natural fit between Pixar and the movie studio that Disney had founded.

The Walt Disney Company had licensed Pixar’s Computer Animation Production System, and that made it the largest customer for Pixar’s computers. One day Jeffrey Katzenberg, the head of Disney’s film division, invited Jobs down to the Burbank studios to see the technology in operation. As the Disney folks were showing him around, Jobs turned to Katzenberg and asked, “Is Disney happy with Pixar?” With great exuberance, Katzenberg answered yes. Then Jobs asked, “Do you think we at Pixar are happy with Disney?” Katzenberg said he assumed so. “No, we’re not,” Jobs said. “We want to do a film with you. That would make us happy.”

Katzenberg was willing. He admired John Lasseter’s animated shorts and had tried unsuccessfully to lure him back to Disney. So Katzenberg invited the Pixar team down to discuss partnering on a film. When Catmull, Jobs, and Lasseter got settled at the conference table, Katzenberg was forthright. “John, since you won’t come work for me,” he said, looking at Lasseter, “I’m going to make it work this way.”[Vi]

Just as the Disney company shared some traits with Pixar, so Katzenberg shared some with Jobs. Both were charming when they wanted to be, and aggressive (or worse) when it suited their moods or interests. Alvy Ray Smith, on the verge of quitting Pixar, was at the meeting. “Katzenberg and Jobs impressed me as a lot alike,” he recalled. “Tyrants with an amazing gift of gab.” Katzenberg was delightfully aware of this. “Everybody thinks I’m a tyrant,” he told the Pixar team. “I am a tyrant. But I’m usually right.” One can imagine Jobs saying the same.

As befitted two men of equal passion, the negotiations between Katzenberg and Jobs took months. Katzenberg insisted that Disney be given the rights to Pixar’s proprietary technology for making 3-D animation. Jobs refused, and he ended up winning that engagement. Jobs had his own demand: Pixar would have part ownership of the film and its characters, sharing control of both video rights and sequels. “If that’s what you want,” Katzenberg said, “we can just quit talking and you can leave now.” Jobs stayed, conceding that point.[Vi]

Lasseter was riveted as he watched the two wiry and tightly wound principals parry and thrust. “Just to see Steve and Jeffrey go at it, I was in awe,” he recalled. “It was like a fencing match. They were both masters.” But Katzenberg went into the match with a saber, Jobs with a mere foil. Pixar was on the verge of bankruptcy and needed a deal with Disney far more than Disney needed a deal with Pixar. Plus, Disney could afford to finance the whole enterprise, and Pixar couldn’t. The result was a deal, struck in May 1991, by which Disney would own the picture and its characters outright, have creative control, and pay Pixar about 12.5% of the ticket revenues. It had the option (but not the obligation) to do Pixar’s next two films and the right to make (with or without Pixar) sequels using the characters in the film. Disney could also kill the film at any time with only a small penalty.

The idea that John Lasseter pitched was called “Toy Story.” It sprang from a belief, which he and Jobs shared, that products have an essence to them, a purpose for which they were made. If the object were to have feelings, these would be based on its desire to fulfill its essence. The purpose of a glass, for example, is to hold water; if it had feelings, it would be happy when full and sad when empty. The essence of a computer screen is to interface with a human. The essence of a unicycle is to be ridden in a circus.[Vi]

As for toys, their purpose is to be played with by kids, and thus their existential fear is of being discarded or upstaged by newer toys. So a buddy movie pairing an old favorite toy with a shiny new one would have an essential drama to it, especially when the action revolved around the toys’ being separated from their kid. The original treatment began, “Everyone has had the traumatic childhood experience of losing a toy. Our story takes the toy’s point of view as he loses and tries to regain the single thing most important to him: to be played with by children. This is the reason for the existence of all toys. It is the emotional foundation of their existence.”

The two main characters went through many iterations before they ended up as Buzz Lightyear and Woody. Every couple of weeks, Lasseter and his team would put together their latest set of storyboards or footage to show the folks at Disney. In early screen tests, Pixar showed off its amazing technology by, for example, producing a scene of Woody rustling around on top of a dresser while the light rippling in through a Venetian blind cast shadows on his plaid shirt—an effect that would have been almost impossible to render by hand. Impressing Disney with the plot, however, was more difficult. At each presentation by Pixar, Katzenberg would tear much of it up, barking out his detailed comments and notes. And a cadre of clipboard-carrying flunkies was on hand to make sure every suggestion and whim uttered by Katzenberg received follow-up treatment.[Vi]

Katzenberg’s big push was to add more edginess to the two main characters. It may be an animated movie called Toy Story, he said, but it should not be aimed only at children. “At first there was no drama, no real story, and no conflict,” Katzenberg recalled. He suggested that Lasseter watch some classic buddy movies, such as The Defiant Ones and 48 Hours, in which two characters with different attitudes are thrown together and have to bond. In addition, he kept pushing for what he called “edge,” and that meant making Woody’s character more jealous, mean, and belligerent toward Buzz, the new interloper in the toy box. “It’s a toy-eat-toy world,” Woody says at one point, after pushing Buzz out of a window.

After many rounds of notes from Katzenberg and other Disney execs, Woody had been stripped of almost all charm. In one scene he throws the other toys off the bed and orders Slinky to come help. When Slinky hesitates, Woody barks, “Who said your job was to think, spring-wiener?” Slinky then asks a question that the Pixar team members would soon be asking themselves: “Why is the cowboy so scary?” As Tom Hanks, who had signed up to be Woody’s voice, exclaimed at one point, “This guy’s a real jerk!”[Vi]

Cut!

Lasseter and his Pixar team had the first half of the movie ready to screen by November 1993, so they brought it down to Burbank to show to Katzenberg and other Disney executives. Peter Schneider, the head of feature animation, had never been enamored of Katzenberg’s idea of having outsiders make animation for Disney, and he declared it a mess and ordered that production be stopped. Katzenberg agreed. “Why is this so terrible?” he asked a colleague, Tom Schumacher. “Because it’s not their movie anymore,” Schumacher bluntly replied. He later explained, “They were following Katzenberg’s notes, and the project had been driven completely off-track.”

Lasseter realized that Schumacher was right. “I sat there and I was pretty much embarrassed with what was on the screen,” he recalled. “It was a story filled with the most unhappy, mean characters that I’ve ever seen.” He asked Disney for the chance to retreat back to Pixar and rework the script. Katzenberg was supportive.[Vi]

Jobs did not insert himself much into the creative process. Given his proclivity to be in control, especially on matters of taste and design, this self-restraint was a testament to his respect for Lasseter and the other artists at Pixar—as well as for the ability of Lasseter and Catmull to keep him at bay. He did, however, help manage the relationship with Disney, and the Pixar team appreciated that. When Katzenberg and Schneider halted production on Toy Story, Jobs kept the work going with his own personal funding. And he took their side against Katzenberg. “He had Toy Story all messed up,” Jobs later said. “He wanted Woody to be a bad guy, and when he shut us down we kind of kicked him out and said, ‘This isn’t what we want,’ and did it the way we always wanted.”

The Pixar team came back with a new script three months later. The character of Woody morphed from being a tyrannical boss of Andy’s other toys to being their wise leader. His jealousy after the arrival of Buzz Lightyear was portrayed more sympathetically, and it was set to the strains of a Randy Newman song, “Strange Things.” The scene in which Woody pushed Buzz out of the window was rewritten to make Buzz’s fall the result of an accident triggered by a little trick Woody initiated involving a Luxo lamp. Katzenberg & Co. approved the new approach, and by February 1994 the film was back in production.[Vi]

Katzenberg had been impressed with Jobs’s focus on keeping costs under control. “Even in the early budgeting process, Steve was very eager to do it as efficiently as possible,” he said. But the $17 million production budget was proving inadequate, especially given the major revision that was necessary after Katzenberg had pushed them to make Woody too edgy. So Jobs demanded more in order to complete the film right. “Listen, we made a deal,” Katzenberg told him. “We gave you business control, and you agreed to do it for the amount we offered.” Jobs was furious. He would call Katzenberg by phone or fly down to visit him and be, in Katzenberg’s words, “as wildly relentless as only Steve can be.” Jobs insisted that Disney was liable for the cost overruns because Katzenberg had so badly mangled the original concept that it required extra work to restore things. “Wait a minute!” Katzenberg shot back. “We were helping you. You got the benefit of our creative help, and now you want us to pay you for that.” It was a case of two control freaks arguing about who was doing the other a favor.

Ed Catmull, more diplomatic than Jobs, was able to reach a compromise new budget. “I had a much more positive view of Jeffrey than some of the folks working on the film did,” he said. But the incident did prompt Jobs to start plotting about how to have more leverage with Disney in the future. He did not like being a mere contractor; he liked being in control. That meant Pixar would have to bring its own funding to projects in the future, and it would need a new deal with Disney.[Vi]

As the film progressed, Jobs became ever more excited about it. He had been talking to various companies, ranging from Hallmark to Microsoft, about selling Pixar, but watching Woody and Buzz come to life made him realize that he might be on the verge of transforming the movie industry. As scenes from the movie were finished, he watched them repeatedly and had friends come by his home to share his new passion. “I can’t tell you the number of versions of Toy Story I saw before it came out,” said Larry Ellison. “It eventually became a form of torture. I’d go over there and see the latest 10% improvement. Steve is obsessed with getting it right—both the story and the technology—and isn’t satisfied with anything less than perfection.”

Jobs’s sense that his investments in Pixar might actually pay off was reinforced when Disney invited him to attend a gala press preview of scenes from Pocahontas in January 1995 in a tent in Manhattan’s Central Park. At the event, Disney CEO Michael Eisner announced that Pocahontas would have its premiere in front of 100,000 people on eighty-foot-high screens on the Great Lawn of Central Park. Jobs was a master showman who knew how to stage great premieres, but even he was astounded by this plan. Buzz Lightyear’s great exhortation—“To infinity and beyond!”—suddenly seemed worth heeding.

Jobs decided that the release of Toy Story that November would be the occasion to take Pixar public. Even the usually eager investment bankers were dubious and said it couldn’t happen. Pixar had spent five years hemorrhaging money. But Jobs was determined. “I was nervous and argued that we should wait until after our second movie,” Lasseter recalled. “Steve overruled me and said we needed the cash so we could put up half the money for our films and renegotiate the Disney deal.”[Vi]

To Infinity!

There were two premieres of Toy Story in November 1995. Disney organized one at El Capitan, a grand old theater in Los Angeles, and built a fun house next door featuring the characters. Pixar was given a handful of passes, but the evening and its celebrity guest list was very much a Disney production; Jobs did not even attend. Instead, the next night he rented the Regency, a similar theater in San Francisco, and held his own premiere. Instead of Tom Hanks and Steve Martin, the guests were Silicon Valley celebrities, such as Larry Ellison and Andy Grove. This was clearly Jobs’s show; he, not Lasseter, took the stage to introduce the movie.

The dueling premieres highlighted a festering issue: Was Toy Story a Disney or a Pixar movie? Was Pixar merely an animation contractor helping Disney make movies? Or was Disney merely a distributor and marketer helping Pixar roll out its movies? The answer was somewhere in between. The question would be whether the egos involved, mainly those of Michael Eisner and Steve Jobs, could get to such a partnership.[Vi]

The stakes were raised when Toy Story opened to blockbuster commercial and critical success. It recouped its cost the first weekend, with a domestic opening of $30 million, and it went on to become the top-grossing film of the year, beating Batman Forever and Apollo 13, with $192 million in receipts domestically and a total of $362 million worldwide. According to the review aggregator Rotten Tomatoes, 100% of the seventy-three critics surveyed gave it a positive review. Time’s Richard Corliss called it “the year’s most inventive comedy,” David Ansen of Newsweek pronounced it a “marvel,” and Janet Maslin of the New York Times recommended it both for children and adults as “a work of incredible cleverness in the best two-tiered Disney tradition.”

The only rub for Jobs was that reviewers such as Maslin wrote of the “Disney tradition,” not the emergence of Pixar. After reading her review, he decided he had to go on the offensive to raise Pixar’s profile. When he and Lasseter went on the Charlie Rose show, Jobs emphasized that Toy Story was a Pixar movie, and he even tried to highlight the historic nature of a new studio being born. “Since Snow White was released, every major studio has tried to break into the animation business, and until now Disney was the only studio that had ever made a feature animated film that was a blockbuster,” he told Rose. “Pixar has now become the second studio to do that.”

Jobs made a point of casting Disney as merely the distributor of a Pixar film. “He kept saying, ‘We at Pixar are the real thing and you Disney guys are shit,’ ” recalled Michael Eisner. “But we were the ones who made Toy Story work. We helped shape the movie, and we pulled together all of our divisions, from our consumer marketers to the Disney Channel, to make it a hit.” Jobs came to the conclusion that the fundamental issue—Whose movie was it?—would have to be settled contractually rather than by a war of words. “After Toy Story’s success,” he said, “I realized that we needed to cut a new deal with Disney if we were ever to build a studio and not just be a work-for-hire place.” But in order to sit down with Disney on an equal basis, Pixar had to bring money to the table. That required a successful IPO.[Vi]

• • •

The public offering occurred exactly one week after Toy Story’s opening. Jobs had gambled that the movie would be successful, and the risky bet paid off, big-time. As with the Apple IPO, a celebration was planned at the San Francisco office of the lead underwriter at 7 a.m., when the shares were to go on sale. The plan had originally been for the first shares to be offered at about $14, to be sure they would sell. Jobs insisted on pricing them at $22, which would give the company more money if the offering was a success. It was, beyond even his wildest hopes. It exceeded Netscape as the biggest IPO of the year. In the first half hour, the stock shot up to $45, and trading had to be delayed because there were too many buy orders. It then went up even further, to $49, before settling back to close the day at $39.

Earlier that year Jobs had been hoping to find a buyer for Pixar that would let him merely recoup the $50 million he had put in. By the end of the day the shares he had retained—80% of the company—were worth more than twenty times that, an astonishing $1.2 billion. That was about five times what he’d made when Apple went public in 1980. But Jobs told John Markoff of the New York Times that the money did not mean much to him. “There’s no yacht in my future,” he said. “I’ve never done this for the money.”

The successful IPO meant that Pixar would no longer have to be dependent on Disney to finance its movies. That was just the leverage Jobs wanted. “Because we could now fund half the cost of our movies, I could demand half the profits,” he recalled. “But more important, I wanted co-branding. These were to be Pixar as well as Disney movies.”[Vi]

Jobs flew down to have lunch with Eisner, who was stunned at his audacity. They had a three-picture deal, and Pixar had made only one. Each side had its own nuclear weapons. After an acrimonious split with Eisner, Katzenberg had left Disney and become a cofounder, with Steven Spielberg and David Geffen, of DreamWorks SKG. If Eisner didn’t agree to a new deal with Pixar, Jobs said, then Pixar would go to another studio, such as Katzenberg’s, once the three-picture deal was done. In Eisner’s hand was the threat that Disney could, if that happened, make its own sequels to Toy Story, using Woody and Buzz and all of the characters that Lasseter had created. “That would have been like molesting our children,” Jobs later recalled. “John started crying when he considered that possibility.”

So they hammered out a new arrangement. Eisner agreed to let Pixar put up half the money for future films and in return take half of the profits. “He didn’t think we could have many hits, so he thought he was saving himself some money,” said Jobs. “Ultimately that was great for us, because Pixar would have ten blockbusters in a row.”[Vi]

They also agreed on co-branding, though that took a lot of haggling to define. “I took the position that it’s a Disney movie, but eventually I relented,” Eisner recalled. “We start negotiating how big the letters in ‘Disney’ are going to be, how big is ‘Pixar’ going to be, just like four-year-olds.” But by the beginning of 1997 they had a deal, for five films over the course of ten years, and even parted as friends, at least for the time being. “Eisner was reasonable and fair to me then,” Jobs later said. “But eventually, over the course of a decade, I came to the conclusion that he was a dark man.”

In a letter to Pixar shareholders, Jobs explained that winning the right to have equal branding with Disney on all the movies, as well as advertising and toys, was the most important aspect of the deal. “We want Pixar to grow into a brand that embodies the same level of trust as the Disney brand,” he wrote. “But in order for Pixar to earn this trust, consumers must know that Pixar is creating the films.” Jobs was known during his career for creating great products. But just as significant was his ability to create great companies with valuable brands. And he created two of the best of his era: Apple and Pixar.[Vi]

—ooOoo—

CHAPTER TWENTY-THREE

THE SECOND COMING

What Rough Beast, Its Hour Come Round at Last . . .

Steve Jobs, 1996

Things Fall Apart

When Jobs unveiled the NeXT computer in 1988, there was a burst of excitement. That fizzled when the computer finally went on sale the following year. Jobs’s ability to dazzle, intimidate, and spin the press began to fail him, and there was a series of stories on the company’s woes. “NeXT is incompatible with other computers at a time when the industry is moving toward interchangeable systems,” Bart Ziegler of Associated Press reported. “Because relatively little software exists to run on NeXT, it has a hard time attracting customers.”

NeXT tried to reposition itself as the leader in a new category, personal workstations, for people who wanted the power of a workstation and the friendliness of a personal computer. But those customers were by now buying them from fast-growing Sun Microsystems. Revenues for NeXT in 1990 were $28 million; Sun made $2.5 billion that year. IBM abandoned its deal to license the NeXT software, so Jobs was forced to do something against his nature: Despite his ingrained belief that hardware and software should be integrally linked, he agreed in January 1992 to license the NeXTSTEP operating system to run on other computers.[Vi]

One surprising defender of Jobs was Jean-Louis Gassée, who had bumped elbows with Jobs when he replaced him at Apple and subsequently been ousted himself. He wrote an article extolling the creativity of NeXT products. “NeXT might not be Apple,” Gassée argued, “but Steve is still Steve.” A few days later his wife answered a knock on the door and went running upstairs to tell him that Jobs was standing there. He thanked Gassée for the article and invited him to an event where Intel’s Andy Grove would join Jobs in announcing that NeXTSTEP would be ported to the IBM/Intel platform. “I sat next to Steve’s father, Paul Jobs, a movingly dignified individual,” Gassée recalled. “He raised a difficult son, but he was proud and happy to see him onstage with Andy Grove.”

A year later Jobs took the inevitable subsequent step: He gave up making the hardware altogether. This was a painful decision, just as it had been when he gave up making hardware at Pixar. He cared about all aspects of his products, but the hardware was a particular passion. He was energized by great design, obsessed over manufacturing details, and would spend hours watching his robots make his perfect machines. But now he had to lay off more than half his workforce, sell his beloved factory to Canon (which auctioned off the fancy furniture), and satisfy himself with a company that tried to license an operating system to manufacturers of uninspired machines.[Vi]

• • •

By the mid-1990s Jobs was finding some pleasure in his new family life and his astonishing triumph in the movie business, but he despaired about the personal computer industry. “Innovation has virtually ceased,” he told Gary Wolf of Wired at the end of 1995. “Microsoft dominates with very little innovation. Apple lost. The desktop market has entered the dark ages.”

He was also gloomy in an interview with Tony Perkins and the editors of Red Herring. First, he displayed the “Bad Steve” side of his personality. Soon after Perkins and his colleagues arrived, Jobs slipped out the back door “for a walk,” and he didn’t return for forty-five minutes. When the magazine’s photographer began taking pictures, he snapped at her sarcastically and made her stop. Perkins later noted, “Manipulation, selfishness, or downright rudeness, we couldn’t figure out the motivation behind his madness.” When he finally settled down for the interview, he said that even the advent of the web would do little to stop Microsoft’s domination. “Windows has won,” he said. “It beat the Mac, unfortunately, it beat UNIX, it beat OS/2. An inferior product won.”[Vi]

Apple Falling

For a few years after Jobs was ousted, Apple was able to coast comfortably with a high profit margin based on its temporary dominance in desktop publishing. Feeling like a genius back in 1987, John Sculley had made a series of proclamations that nowadays sound embarrassing. Jobs wanted Apple “to become a wonderful consumer products company,” Sculley wrote. “This was a lunatic plan. . . . Apple would never be a consumer products company. . . . We couldn’t bend reality to all our dreams of changing the world. . . . High tech could not be designed and sold as a consumer product.”

Jobs was appalled, and he became angry and contemptuous as Sculley presided over a steady decline in market share for Apple in the early 1990s. “Sculley destroyed Apple by bringing in corrupt people and corrupt values,” Jobs later lamented. “They cared about making money—for themselves mainly, and also for Apple—rather than making great products.” He felt that Sculley’s drive for profits came at the expense of gaining market share. “Macintosh lost to Microsoft because Sculley insisted on milking all the profits he could get rather than improving the product and making it affordable.” As a result, the profits eventually disappeared.[Vi]

It had taken Microsoft a few years to replicate Macintosh’s graphical user interface, but by 1990 it had come out with Windows 3.0, which began the company’s march to dominance in the desktop market. Windows 95, which was released in 1995, became the most successful operating system ever, and Macintosh sales began to collapse. “Microsoft simply ripped off what other people did,” Jobs later said. “Apple deserved it. After I left, it didn’t invent anything new. The Mac hardly improved. It was a sitting duck for Microsoft.”

His frustration with Apple was evident when he gave a talk to a Stanford Business School club at the home of a student, who asked him to sign a Macintosh keyboard. Jobs agreed to do so if he could remove the keys that had been added to the Mac after he left. He pulled out his car keys and pried off the four arrow cursor keys, which he had once banned, as well as the top row of F1, F2, F3 . . . function keys. “I’m changing the world one keyboard at a time,” he deadpanned. Then he signed the mutilated keyboard.

During his 1995 Christmas vacation in Kona Village, Hawaii, Jobs went walking along the beach with his friend Larry Ellison, the irrepressible Oracle chairman. They discussed making a takeover bid for Apple and restoring Jobs as its head. Ellison said he could line up $3 billion in financing: “I will buy Apple, you will get 25% of it right away for being CEO, and we can restore it to its past glory.” But Jobs demurred. “I decided I’m not a hostile-takeover kind of guy,” he explained. “If they had asked me to come back, it might have been different.”[Vi]

By 1996 Apple’s share of the market had fallen to 4% from a high of 16% in the late 1980s. Michael Spindler, the German-born chief of Apple’s European operations who had replaced Sculley as CEO in 1993, tried to sell the company to Sun, IBM, and Hewlett-Packard. That failed, and he was ousted in February 1996 and replaced by Gil Amelio, a research engineer who was CEO of National Semiconductor. During his first year the company lost $1 billion, and the stock price, which had been $70 in 1991, fell to $14, even as the tech bubble was pushing other stocks into the stratosphere.

Amelio was not a fan of Jobs. Their first meeting had been in 1994, just after Amelio was elected to the Apple board. Jobs had called him and announced, “I want to come over and see you.” Amelio invited him over to his office at National Semiconductor, and he later recalled watching through the glass wall of his office as Jobs arrived. He looked “rather like a boxer, aggressive and elusively graceful, or like an elegant jungle cat ready to spring at its prey.” After a few minutes of pleasantries—far more than Jobs usually engaged in—he abruptly announced the reason for his visit. He wanted Amelio to help him return to Apple as the CEO. “There’s only one person who can rally the Apple troops,” Jobs said, “only one person who can straighten out the company.” The Macintosh era had passed, Jobs argued, and it was now time for Apple to create something new that was just as innovative.[Vi]

“If the Mac is dead, what’s going to replace it?” Amelio asked. Jobs’s reply didn’t impress him. “Steve didn’t seem to have a clear answer,” Amelio later said. “He seemed to have a set of one-liners.” Amelio felt he was witnessing Jobs’s reality distortion field and was proud to be immune to it. He shooed Jobs unceremoniously out of his office.

By the summer of 1996 Amelio realized that he had a serious problem. Apple was pinning its hopes on creating a new operating system, called Copland, but Amelio had discovered soon after becoming CEO that it was a bloated piece of vaporware that would not solve Apple’s needs for better networking and memory protection, nor would it be ready to ship as scheduled in 1997. He publicly promised that he would quickly find an alternative. His problem was that he didn’t have one.

So Apple needed a partner, one that could make a stable operating system, preferably one that was UNIX-like and had an object-oriented application layer. There was one company that could obviously supply such software—NeXT—but it would take a while for Apple to focus on it.[Vi]

Apple first homed in on a company that had been started by Jean-Louis Gassée, called Be. Gassée began negotiating the sale of Be to Apple, but in August 1996 he overplayed his hand at a meeting with Amelio in Hawaii. He said he wanted to bring his fifty-person team to Apple, and he asked for 15% of the company, worth about $500 million. Amelio was stunned. Apple calculated that Be was worth about $50 million. After a few offers and counteroffers, Gassée refused to budge from demanding at least $275 million. He thought that Apple had no alternatives. It got back to Amelio that Gassée said, “I’ve got them by the balls, and I’m going to squeeze until it hurts.” This did not please Amelio.

Apple’s chief technology officer, Ellen Hancock, argued for going with Sun’s UNIX-based Solaris operating system, even though it did not yet have a friendly user interface. Amelio began to favor using, of all things, Microsoft’s Windows NT, which he felt could be rejiggered on the surface to look and feel just like a Mac while being compatible with the wide range of software available to Windows users. Bill Gates, eager to make a deal, began personally calling Amelio.

There was, of course, one other option. Two years earlier Macworld magazine columnist (and former Apple software evangelist) Guy Kawasaki had published a parody press release joking that Apple was buying NeXT and making Jobs its CEO. In the spoof Mike Markkula asked Jobs, “Do you want to spend the rest of your life selling UNIX with a sugarcoating, or change the world?” Jobs responded, “Because I’m now a father, I needed a steadier source of income.” The release noted that “because of his experience at Next, he is expected to bring a newfound sense of humility back to Apple.” It also quoted Bill Gates as saying there would now be more innovations from Jobs that Microsoft could copy. Everything in the press release was meant as a joke, of course. But reality has an odd habit of catching up with satire.[Vi]

Slouching toward Cupertino

“Does anyone know Steve well enough to call him on this?” Amelio asked his staff. Because his encounter with Jobs two years earlier had ended badly, Amelio didn’t want to make the call himself. But as it turned out, he didn’t need to. Apple was already getting incoming pings from NeXT. A midlevel product marketer at NeXT, Garrett Rice, had simply picked up the phone and, without consulting Jobs, called Ellen Hancock to see if she might be interested in taking a look at its software. She sent someone to meet with him.

By Thanksgiving of 1996 the two companies had begun midlevel talks, and Jobs picked up the phone to call Amelio directly. “I’m on my way to Japan, but I’ll be back in a week and I’d like to see you as soon as I return,” he said. “Don’t make any decision until we can get together.” Amelio, despite his earlier experience with Jobs, was thrilled to hear from him and entranced by the possibility of working with him. “For me, the phone call with Steve was like inhaling the flavors of a great bottle of vintage wine,” he recalled. He gave his assurance he would make no deal with Be or anyone else before they got together.

For Jobs, the contest against Be was both professional and personal. NeXT was failing, and the prospect of being bought by Apple was a tantalizing lifeline. In addition, Jobs held grudges, sometimes passionately, and Gassée was near the top of his list, despite the fact that they had seemed to reconcile when Jobs was at NeXT. “Gassée is one of the few people in my life I would say is truly horrible,” Jobs later insisted, unfairly. “He knifed me in the back in 1985.” Sculley, to his credit, had at least been gentlemanly enough to knife Jobs in the front.[Vi]

On December 2, 1996, Steve Jobs set foot on Apple’s Cupertino campus for the first time since his ouster eleven years earlier. In the executive conference room, he met Amelio and Hancock to make the pitch for NeXT. Once again he was scribbling on the whiteboard there, this time giving his lecture about the four waves of computer systems that had culminated, at least in his telling, with the launch of NeXT. He was at his most seductive, despite the fact that he was speaking to two people he didn’t respect. He was particularly adroit at feigning modesty. “It’s probably a totally crazy idea,” he said, but if they found it appealing, “I’ll structure any kind of deal you want—license the software, sell you the company, whatever.” He was, in fact, eager to sell everything, and he pushed that approach. “When you take a close look, you’ll decide you want more than my software,” he told them. “You’ll want to buy the whole company and take all the people.”

A few weeks later Jobs and his family went to Hawaii for Christmas vacation. Larry Ellison was also there, as he had been the year before. “You know, Larry, I think I’ve found a way for me to get back into Apple and get control of it without you having to buy it,” Jobs said as they walked along the shore. Ellison recalled, “He explained his strategy, which was getting Apple to buy NeXT, then he would go on the board and be one step away from being CEO.”[Vi]

Ellison thought that Jobs was missing a key point. “But Steve, there’s one thing I don’t understand,” he said. “If we don’t buy the company, how can we make any money?” It was a reminder of how different their desires were. Jobs put his hand on Ellison’s left shoulder, pulled him so close that their noses almost touched, and said, “Larry, this is why it’s really important that I’m your friend. You don’t need any more money.”

Ellison recalled that his own answer was almost a whine: “Well, I may not need the money, but why should some fund manager at Fidelity get the money? Why should someone else get it? Why shouldn’t it be us?”

“I think if I went back to Apple, and I didn’t own any of Apple, and you didn’t own any of Apple, I’d have the moral high ground,” Jobs replied.

“Steve, that’s really expensive real estate, this moral high ground,” said Ellison. “Look, Steve, you’re my best friend, and Apple is your company. I’ll do whatever you want.” Although Jobs later said that he was not plotting to take over Apple at the time, Ellison thought it was inevitable. “Anyone who spent more than a half hour with Amelio would realize that he couldn’t do anything but self-destruct,” he later said.[Vi]

• • •

The big bakeoff between NeXT and Be was held at the Garden Court Hotel in Palo Alto on December 10, in front of Amelio, Hancock, and six other Apple executives. NeXT went first, with Avie Tevanian demonstrating the software while Jobs displayed his hypnotizing salesmanship. They showed how the software could play four video clips on the screen at once, create multimedia, and link to the Internet. “Steve’s sales pitch on the NeXT operating system was dazzling,” according to Amelio. “He praised the virtues and strengths as though he were describing a performance of Olivier as Macbeth.”

Gassée came in afterward, but he acted as if he had the deal in his hand. He provided no new presentation. He simply said that the Apple team knew the capabilities of the Be OS and asked if they had any further questions. It was a short session. While Gassée was presenting, Jobs and Tevanian walked the streets of Palo Alto. After a while they bumped into one of the Apple executives who had been at the meetings. “You’re going to win this,” he told them.

Tevanian later said that this was no surprise: “We had better technology, we had a solution that was complete, and we had Steve.” Amelio knew that bringing Jobs back into the fold would be a double-edged sword, but the same was true of bringing Gassée back. Larry Tesler, one of the Macintosh veterans from the old days, recommended to Amelio that he choose NeXT, but added, “Whatever company you choose, you’ll get someone who will take your job away, Steve or Jean-Louis.”[Vi]

Amelio opted for Jobs. He called Jobs to say that he planned to propose to the Apple board that he be authorized to negotiate a purchase of NeXT. Would he like to be at the meeting? Jobs said he would. When he walked in, there was an emotional moment when he saw Mike Markkula. They had not spoken since Markkula, once his mentor and father figure, had sided with Sculley there back in 1985. Jobs walked over and shook his hand.

Jobs invited Amelio to come to his house in Palo Alto so they could negotiate in a friendly setting. When Amelio arrived in his classic 1973 Mercedes, Jobs was impressed; he liked the car. In the kitchen, which had finally been renovated, Jobs put a kettle on for tea, and then they sat at the wooden table in front of the open-hearth pizza oven. The financial part of the negotiations went smoothly; Jobs was eager not to make Gassée’s mistake of overreaching. He suggested that Apple pay $12 a share for NeXT. That would amount to about $500 million. Amelio said that was too high. He countered with $10 a share, or just over $400 million. Unlike Be, NeXT had an actual product, real revenues, and a great team, but Jobs was nevertheless pleasantly surprised at that counteroffer. He accepted immediately.

One sticking point was that Jobs wanted his payout to be in cash. Amelio insisted that he needed to “have skin in the game” and take the payout in stock that he would agree to hold for at least a year. Jobs resisted. Finally, they compromised: Jobs would take $120 million in cash and $37 million in stock, and he pledged to hold the stock for at least six months.[Vi]

As usual Jobs wanted to have some of their conversation while taking a walk. While they ambled around Palo Alto, he made a pitch to be put on Apple’s board. Amelio tried to deflect it, saying there was too much history to do something like that too quickly. “Gil, that really hurts,” Jobs said. “This was my company. I’ve been left out since that horrible day with Sculley.” Amelio said he understood, but he was not sure what the board would want. When he was about to begin his negotiations with Jobs, he had made a mental note to “move ahead with logic as my drill sergeant” and “sidestep the charisma.” But during the walk he, like so many others, was caught in Jobs’s force field. “I was hooked in by Steve’s energy and enthusiasm,” he recalled.

After circling the long blocks a couple of times, they returned to the house just as Laurene and the kids were arriving home. They all celebrated the easy negotiations, then Amelio rode off in his Mercedes. “He made me feel like a lifelong friend,” Amelio recalled. Jobs indeed had a way of doing that. Later, after Jobs had engineered his ouster, Amelio would look back on Jobs’s friendliness that day and note wistfully, “As I would painfully discover, it was merely one facet of an extremely complex personality.”[Vi]

After informing Gassée that Apple was buying NeXT, Amelio had what turned out to be an even more uncomfortable task: telling Bill Gates. “He went into orbit,” Amelio recalled. Gates found it ridiculous, but perhaps not surprising, that Jobs had pulled off this coup. “Do you really think Steve Jobs has anything there?” Gates asked Amelio. “I know his technology, it’s nothing but a warmed-over UNIX, and you’ll never be able to make it work on your machines.” Gates, like Jobs, had a way of working himself up, and he did so now: “Don’t you understand that Steve doesn’t know anything about technology? He’s just a super salesman. I can’t believe you’re making such a stupid decision. . . . He doesn’t know anything about engineering, and 99% of what he says and thinks is wrong. What the hell are you buying that garbage for?”

Years later, when I raised it with him, Gates did not recall being that upset. The purchase of NeXT, he argued, did not really give Apple a new operating system. “Amelio paid a lot for NeXT, and let’s be frank, the NeXT OS was never really used.” Instead the purchase ended up bringing in Avie Tevanian, who could help the existing Apple operating system evolve so that it eventually incorporated the kernel of the NeXT technology. Gates knew that the deal was destined to bring Jobs back to power. “But that was a twist of fate,” he said. “What they ended up buying was a guy who most people would not have predicted would be a great CEO, because he didn’t have much experience at it, but he was a brilliant guy with great design taste and great engineering taste. He suppressed his craziness enough to get himself appointed interim CEO.”[Vi]

• • •

Despite what both Ellison and Gates believed, Jobs had deeply conflicted feelings about whether he wanted to return to an active role at Apple, at least while Amelio was there. A few days before the NeXT purchase was due to be announced, Amelio asked Jobs to rejoin Apple full-time and take charge of operating system development. Jobs, however, kept deflecting Amelio’s request.

Finally, on the day that he was scheduled to make the big announcement, Amelio called Jobs in. He needed an answer. “Steve, do you just want to take your money and leave?” Amelio asked. “It’s okay if that’s what you want.” Jobs did not answer; he just stared. “Do you want to be on the payroll? An advisor?” Again Jobs stayed silent. Amelio went out and grabbed Jobs’s lawyer, Larry Sonsini, and asked what he thought Jobs wanted. “Beats me,” Sonsini said. So Amelio went back behind closed doors with Jobs and gave it one more try. “Steve, what’s on your mind? What are you feeling? Please, I need a decision now.”

“I didn’t get any sleep last night,” Jobs replied.

“Why? What’s the problem?”

“I was thinking about all the things that need to be done and about the deal we’re making, and it’s all running together for me. I’m really tired now and not thinking clearly. I just don’t want to be asked any more questions.”

Amelio said that wasn’t possible. He needed to say something.

Finally Jobs answered, “Look, if you have to tell them something, just say advisor to the chairman.” And that is what Amelio did.[Vi]

The announcement was made that evening—December 20, 1996—in front of 250 cheering employees at Apple headquarters. Amelio did as Jobs had requested and described his new role as merely that of a part-time advisor. Instead of appearing from the wings of the stage, Jobs walked in from the rear of the auditorium and ambled down the aisle. Amelio had told the gathering that Jobs would be too tired to say anything, but by then he had been energized by the applause. “I’m very excited,” Jobs said. “I’m looking forward to get to reknow some old colleagues.” Louise Kehoe of the Financial Times came up to the stage afterward and asked Jobs, sounding almost accusatory, whether he was going to end up taking over Apple. “Oh no, Louise,” he said. “There are a lot of other things going on in my life now. I have a family. I am involved at Pixar. My time is limited, but I hope I can share some ideas.”

The next day Jobs drove to Pixar. He had fallen increasingly in love with the place, and he wanted to let the crew there know he was still going to be president and deeply involved. But the Pixar people were happy to see him go back to Apple part-time; a little less of Jobs’s focus would be a good thing. He was useful when there were big negotiations, but he could be dangerous when he had too much time on his hands. When he arrived at Pixar that day, he went to Lasseter’s office and explained that even just being an advisor at Apple would take up a lot of his time. He said he wanted Lasseter’s blessing. “I keep thinking about all the time away from my family this will cause, and the time away from the other family at Pixar,” Jobs said. “But the only reason I want to do it is that the world will be a better place with Apple in it.”

Lasseter smiled gently. “You have my blessing,” he said.[Vi]

—ooOoo—

CHAPTER TWENTY-FOUR

THE RESTORATION

The Loser Now Will Be Later to Win

Amelio calling up Wozniak as Jobs hangs back, 1997

Hovering Backstage

“It’s rare that you see an artist in his thirties or forties able to really contribute something amazing,” Jobs declared as he was about to turn thirty.

That held true for Jobs in his thirties, during the decade that began with his ouster from Apple in 1985. But after turning forty in 1995, he flourished. Toy Story was released that year, and the following year Apple’s purchase of NeXT offered him reentry into the company he had founded. In returning to Apple, Jobs would show that even people over forty could be great innovators. Having transformed personal computers in his twenties, he would now help to do the same for music players, the recording industry’s business model, mobile phones, apps, tablet computers, books, and journalism.

He had told Larry Ellison that his return strategy was to sell NeXT to Apple, get appointed to the board, and be there ready when CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom.[Vi]

And yet when the cup of power neared his lips, he became strangely hesitant, reluctant, perhaps coy.

He returned to Apple officially in January 1997 as a part-time advisor, as he had told Amelio he would. He began to assert himself in some personnel areas, especially in protecting his people who had made the transition from NeXT. But in most other ways he was unusually passive. The decision not to ask him to join the board offended him, and he felt demeaned by the suggestion that he run the company’s operating system division. Amelio was thus able to create a situation in which Jobs was both inside the tent and outside the tent, which was not a prescription for tranquillity. Jobs later recalled:

Gil didn’t want me around. And I thought he was a bozo. I knew that before I sold him the company. I thought I was just going to be trotted out now and then for events like Macworld, mainly for show. That was fine, because I was working at Pixar. I rented an office in downtown Palo Alto where I could work a few days a week, and I drove up to Pixar for one or two days. It was a nice life. I could slow down, spend time with my family.[Vi]

Jobs was, in fact, trotted out for Macworld right at the beginning of January, and this reaffirmed his opinion that Amelio was a bozo. Close to four thousand of the faithful fought for seats in the ballroom of the San Francisco Marriott to hear Amelio’s keynote address. He was introduced by the actor Jeff Goldblum. “I play an expert in chaos theory in The Lost World: Jurassic Park,” he said. “I figure that will qualify me to speak at an Apple event.” He then turned it over to Amelio, who came onstage wearing a flashy sports jacket and a banded-collar shirt buttoned tight at the neck, “looking like a Vegas comic,” the Wall Street Journal reporter Jim Carlton noted, or in the words of the technology writer Michael Malone, “looking exactly like your newly divorced uncle on his first date.”

The bigger problem was that Amelio had gone on vacation, gotten into a nasty tussle with his speechwriters, and refused to rehearse. When Jobs arrived backstage, he was upset by the chaos, and he seethed as Amelio stood on the podium bumbling through a disjointed and endless presentation. Amelio was unfamiliar with the talking points that popped up on his teleprompter and soon was trying to wing his presentation. Repeatedly he lost his train of thought. After more than an hour, the audience was aghast. There were a few welcome breaks, such as when he brought out the singer Peter Gabriel to demonstrate a new music program. He also pointed out Muhammad Ali in the first row; the champ was supposed to come onstage to promote a website about Parkinson’s disease, but Amelio never invited him up or explained why he was there.[Vi]

Amelio rambled for more than two hours before he finally called onstage the person everyone was waiting to cheer. “Jobs, exuding confidence, style, and sheer magnetism, was the antithesis of the fumbling Amelio as he strode onstage,” Carlton wrote. “The return of Elvis would not have provoked a bigger sensation.” The crowd jumped to its feet and gave him a raucous ovation for more than a minute. The wilderness decade was over. Finally Jobs waved for silence and cut to the heart of the challenge. “We’ve got to get the spark back,” he said. “The Mac didn’t progress much in ten years. So Windows caught up. So we have to come up with an OS that’s even better.”

Jobs’s pep talk could have been a redeeming finale to Amelio’s frightening performance. Unfortunately Amelio came back onstage and resumed his ramblings for another hour. Finally, more than three hours after the show began, Amelio brought it to a close by calling Jobs back onstage and then, in a surprise, bringing up Steve Wozniak as well. Again there was pandemonium. But Jobs was clearly annoyed. He avoided engaging in a triumphant trio scene, arms in the air. Instead he slowly edged offstage. “He ruthlessly ruined the closing moment I had planned,” Amelio later complained. “His own feelings were more important than good press for Apple.” It was only seven days into the new year for Apple, and already it was clear that the center would not hold.[Vi]

• • •

Jobs immediately put people he trusted into the top ranks at Apple. “I wanted to make sure the really good people who came in from NeXT didn’t get knifed in the back by the less competent people who were then in senior jobs at Apple,” he recalled. Ellen Hancock, who had favored choosing Sun’s Solaris over NeXT, was on the top of his bozo list, especially when she continued to want to use the kernel of Solaris in the new Apple operating system. In response to a reporter’s question about the role Jobs would play in making that decision, she answered curtly, “None.” She was wrong. Jobs’s first move was to make sure that two of his friends from NeXT took over her duties.

To head software engineering, he tapped his buddy Avie Tevanian. To run the hardware side, he called on Jon Rubinstein, who had done the same at NeXT back when it had a hardware division. Rubinstein was vacationing on the Isle of Skye when Jobs called him. “Apple needs some help,” he said. “Do you want to come aboard?” Rubinstein did. He got back in time to attend Macworld and see Amelio bomb onstage. Things were worse than he expected. He and Tevanian would exchange glances at meetings as if they had stumbled into an insane asylum, with people making deluded assertions while Amelio sat at the end of the table in a seeming stupor.[Vi]

Jobs did not come into the office regularly, but he was on the phone to Amelio often. Once he had succeeded in making sure that Tevanian, Rubinstein, and others he trusted were given top positions, he turned his focus onto the sprawling product line. One of his pet peeves was Newton, the handheld personal digital assistant that boasted handwriting recognition capability. It was not quite as bad as the jokes and Doonesbury comic strip made it seem, but Jobs hated it. He disdained the idea of having a stylus or pen for writing on a screen. “God gave us ten styluses,” he would say, waving his fingers. “Let’s not invent another.” In addition, he viewed Newton as John Sculley’s one major innovation, his pet project. That alone doomed it in Jobs’s eyes.

“You ought to kill Newton,” he told Amelio one day by phone.

It was a suggestion out of the blue, and Amelio pushed back. “What do you mean, kill it?” he said. “Steve, do you have any idea how expensive that would be?”

“Shut it down, write it off, get rid of it,” said Jobs. “It doesn’t matter what it costs. People will cheer you if you got rid of it.”

“I’ve looked into Newton and it’s going to be a moneymaker,” Amelio declared. “I don’t support getting rid of it.” By May, however, he announced plans to spin off the Newton division, the beginning of its yearlong stutter-step march to the grave.[Vi]

Tevanian and Rubinstein would come by Jobs’s house to keep him informed, and soon much of Silicon Valley knew that Jobs was quietly wresting power from Amelio. It was not so much a Machiavellian power play as it was Jobs being Jobs. Wanting control was ingrained in his nature. Louise Kehoe, the Financial Times reporter who had foreseen this when she questioned Jobs and Amelio at the December announcement, was the first with the story. “Mr. Jobs has become the power behind the throne,” she reported at the end of February. “He is said to be directing decisions on which parts of Apple’s operations should be cut. Mr. Jobs has urged a number of former Apple colleagues to return to the company, hinting strongly that he plans to take charge, they said. According to one of Mr. Jobs’ confidantes, he has decided that Mr. Amelio and his appointees are unlikely to succeed in reviving Apple, and he is intent upon replacing them to ensure the survival of ‘his company.’ ”

That month Amelio had to face the annual stockholders meeting and explain why the results for the final quarter of 1996 showed a 30% plummet in sales from the year before. Shareholders lined up at the microphones to vent their anger. Amelio was clueless about how poorly he handled the meeting. “The presentation was regarded as one of the best I had ever given,” he later wrote. But Ed Woolard, the former CEO of DuPont who was now the chair of the Apple board (Markkula had been demoted to vice chair), was appalled. “This is a disaster,” his wife whispered to him in the midst of the session. Woolard agreed. “Gil came dressed real cool, but he looked and sounded silly,” he recalled. “He couldn’t answer the questions, didn’t know what he was talking about, and didn’t inspire any confidence.”[Vi]

Woolard picked up the phone and called Jobs, whom he’d never met. The pretext was to invite him to Delaware to speak to DuPont executives. Jobs declined, but as Woolard recalled, “the request was a ruse in order to talk to him about Gil.” He steered the phone call in that direction and asked Jobs point-blank what his impression of Amelio was. Woolard remembers Jobs being somewhat circumspect, saying that Amelio was not in the right job. Jobs recalled being more blunt:

I thought to myself, I either tell him the truth, that Gil is a bozo, or I lie by omission. He’s on the board of Apple, I have a duty to tell him what I think; on the other hand, if I tell him, he will tell Gil, in which case Gil will never listen to me again, and he’ll fuck the people I brought into Apple. All of this took place in my head in less than thirty seconds. I finally decided that I owed this guy the truth. I cared deeply about Apple. So I just let him have it. I said this guy is the worst CEO I’ve ever seen, I think if you needed a license to be a CEO he wouldn’t get one. When I hung up the phone, I thought, I probably just did a really stupid thing.[Vi]

That spring Larry Ellison saw Amelio at a party and introduced him to the technology journalist Gina Smith, who asked how Apple was doing. “You know, Gina, Apple is like a ship,” Amelio answered. “That ship is loaded with treasure, but there’s a hole in the ship. And my job is to get everyone to row in the same direction.” Smith looked perplexed and asked, “Yeah, but what about the hole?” From then on, Ellison and Jobs joked about the parable of the ship. “When Larry relayed this story to me, we were in this sushi place, and I literally fell off my chair laughing,” Jobs recalled. “He was just such a buffoon, and he took himself so seriously. He insisted that everyone call him Dr. Amelio. That’s always a warning sign.”

Brent Schlender, Fortune’s well-sourced technology reporter, knew Jobs and was familiar with his thinking, and in March he came out with a story detailing the mess. “Apple Computer, Silicon Valley’s paragon of dysfunctional management and fumbled techno-dreams, is back in crisis mode, scrambling lugubriously in slow motion to deal with imploding sales, a floundering technology strategy, and a hemorrhaging brand name,” he wrote. “To the Machiavellian eye, it looks as if Jobs, despite the lure of Hollywood—lately he has been overseeing Pixar, maker of Toy Story and other computer-animated films—might be scheming to take over Apple.”[Vi]

Once again Ellison publicly floated the idea of doing a hostile takeover and installing his “best friend” Jobs as CEO. “Steve’s the only one who can save Apple,” he told reporters. “I’m ready to help him the minute he says the word.” Like the third time the boy cried wolf, Ellison’s latest takeover musings didn’t get much notice, so later in the month he told Dan Gillmore of the San Jose Mercury News that he was forming an investor group to raise $1 billion to buy a majority stake in Apple. (The company’s market value was about $2.3 billion.) The day the story came out, Apple stock shot up 11% in heavy trading. To add to the frivolity, Ellison set up an email address, savapple@us.oracle.com, asking the general public to vote on whether he should go ahead with it.

Jobs was somewhat amused by Ellison’s self-appointed role. “Larry brings this up now and then,” he told a reporter. “I try to explain my role at Apple is to be an advisor.” Amelio, however, was livid. He called Ellison to dress him down, but Ellison wouldn’t take the call. So Amelio called Jobs, whose response was equivocal but also partly genuine. “I really don’t understand what is going on,” he told Amelio. “I think all this is crazy.” Then he added a reassurance that was not at all genuine: “You and I have a good relationship.” Jobs could have ended the speculation by releasing a statement rejecting Ellison’s idea, but much to Amelio’s annoyance, he didn’t. He remained aloof, which served both his interests and his nature.

By then the press had turned against Amelio. Business Week ran a cover asking “Is Apple Mincemeat?”; Red Herring ran an editorial headlined “Gil Amelio, Please Resign”; and Wired ran a cover that showed the Apple logo crucified as a sacred heart with a crown of thorns and the headline “Pray.” Mike Barnicle of the Boston Globe, railing against years of Apple mismanagement, wrote, “How can these nitwits still draw a paycheck when they took the only computer that didn’t frighten people and turned it into the technological equivalent of the 1997 Red Sox bullpen?”[Vi]

• • •

When Jobs and Amelio had signed the contract in February, Jobs began hopping around exuberantly and declared, “You and I need to go out and have a great bottle of wine to celebrate!” Amelio offered to bring wine from his cellar and suggested that they invite their wives. It took until June before they settled on a date, and despite the rising tensions they were able to have a good time. The food and wine were as mismatched as the diners; Amelio brought a bottle of 1964 Cheval Blanc and a Montrachet that each cost about $300; Jobs chose a vegetarian restaurant in Redwood City where the food bill totaled $72. Amelio’s wife remarked afterward, “He’s such a charmer, and his wife is too.”

Jobs could seduce and charm people at will, and he liked to do so. People such as Amelio and Sculley allowed themselves to believe that because Jobs was charming them, it meant that he liked and respected them. It was an impression that he sometimes fostered by dishing out insincere flattery to those hungry for it. But Jobs could be charming to people he hated just as easily as he could be insulting to people he liked. Amelio didn’t see this because, like Sculley, he was so eager for Jobs’s affection. Indeed the words he used to describe his yearning for a good relationship with Jobs are almost the same as those used by Sculley. “When I was wrestling with a problem, I would walk through the issue with him,” Amelio recalled. “Nine times out of ten we would agree.” Somehow he willed himself to believe that Jobs really respected him: “I was in awe over the way Steve’s mind approached problems, and had the feeling we were building a mutually trusting relationship.”[Vi]

Amelio’s disillusionment came a few days after their dinner. During their negotiations, he had insisted that Jobs hold the Apple stock he got for at least six months, and preferably longer. That six months ended in June. When a block of 1.5 million shares was sold, Amelio called Jobs. “I’m telling people that the shares sold were not yours,” he said. “Remember, you and I had an understanding that you wouldn’t sell any without advising us first.”

“That’s right,” Jobs replied. Amelio took that response to mean that Jobs had not sold his shares, and he issued a statement saying so. But when the next SEC filing came out, it revealed that Jobs had indeed sold the shares. “Dammit, Steve, I asked you point-blank about these shares and you denied it was you.” Jobs told Amelio that he had sold in a “fit of depression” about where Apple was going and he didn’t want to admit it because he was “a little embarrassed.” When I asked him about it years later, he simply said, “I didn’t feel I needed to tell Gil.”

Why did Jobs mislead Amelio about selling the shares? One reason is simple: Jobs sometimes avoided the truth. Helmut Sonnenfeldt once said of Henry Kissinger, “He lies not because it’s in his interest, he lies because it’s in his nature.” It was in Jobs’s nature to mislead or be secretive when he felt it was warranted. But he also indulged in being brutally honest at times, telling the truths that most of us sugarcoat or suppress. Both the dissembling and the truth-telling were simply different aspects of his Nietzschean attitude that ordinary rules didn’t apply to him.[Vi]

Exit, Pursued by a Bear

Jobs had refused to quash Larry Ellison’s takeover talk, and he had secretly sold his shares and been misleading about it. So Amelio finally became convinced that Jobs was gunning for him. “I finally absorbed the fact that I had been too willing and too eager to believe he was on my team,” Amelio recalled. “Steve’s plans to manipulate my termination were charging forward.”

Jobs was indeed bad-mouthing Amelio at every opportunity. He couldn’t help himself. But there was a more important factor in turning the board against Amelio. Fred Anderson, the chief financial officer, saw it as his fiduciary duty to keep Ed Woolard and the board informed of Apple’s dire situation. “Fred was the guy telling me that cash was draining, people were leaving, and more key players were thinking of it,” said Woolard. “He made it clear the ship was going to hit the sand soon, and even he was thinking of leaving.” That added to the worries Woolard already had from watching Amelio bumble the shareholders meeting.

At an executive session of the board in June, with Amelio out of the room, Woolard described to current directors how he calculated their odds. “If we stay with Gil as CEO, I think there’s only a 10% chance we will avoid bankruptcy,” he said. “If we fire him and convince Steve to come take over, we have a 60% chance of surviving. If we fire Gil, don’t get Steve back, and have to search for a new CEO, then we have a 40% chance of surviving.” The board gave him authority to ask Jobs to return.[Vi]

Woolard and his wife flew to London, where they were planning to watch the Wimbledon tennis matches. He saw some of the tennis during the day, but spent his evenings in his suite at the Inn on the Park calling people back in America, where it was daytime. By the end of his stay, his telephone bill was $2,000.

First, he called Jobs. The board was going to fire Amelio, he said, and it wanted Jobs to come back as CEO. Jobs had been aggressive in deriding Amelio and pushing his own ideas about where to take Apple. But suddenly, when offered the cup, he became coy. “I will help,” he replied.

“As CEO?” Woolard asked.

Jobs said no. Woolard pushed hard for him to become at least the acting CEO. Again Jobs demurred. “I will be an advisor,” he said. “Unpaid.” He also agreed to become a board member—that was something he had yearned for—but declined to be the board chairman. “That’s all I can give now,” he said. After rumors began circulating, he emailed a memo to Pixar employees assuring them that he was not abandoning them. “I got a call from Apple’s board of directors three weeks ago asking me to return to Apple as their CEO,” he wrote. “I declined. They then asked me to become chairman, and I again declined. So don’t worry—the crazy rumors are just that. I have no plans to leave Pixar. You’re stuck with me.”

Why did Jobs not seize the reins? Why was he reluctant to grab the job that for two decades he had seemed to desire? When I asked him, he said:[Vi]

We’d just taken Pixar public, and I was happy being CEO there. I never knew of anyone who served as CEO of two public companies, even temporarily, and I wasn’t even sure it was legal. I didn’t know what I wanted to do. I was enjoying spending more time with my family. I was torn. I knew Apple was a mess, so I wondered: Do I want to give up this nice lifestyle that I have? What are all the Pixar shareholders going to think? I talked to people I respected. I finally called Andy Grove at about eight one Saturday morning—too early. I gave him the pros and the cons, and in the middle he stopped me and said, “Steve, I don’t give a shit about Apple.” I was stunned. It was then I realized that I do give a shit about Apple—I started it and it is a good thing to have in the world. That was when I decided to go back on a temporary basis to help them hire a CEO.

The claim that he was enjoying spending more time with his family was not convincing. He was never destined to win a Father of the Year trophy, even when he had spare time on his hands. He was getting better at paying heed to his children, especially Reed, but his primary focus was on his work. He was frequently aloof from his two younger daughters, estranged again from Lisa, and often prickly as a husband.[Vi]

So what was the real reason for his hesitancy in taking over at Apple? For all of his willfulness and insatiable desire to control things, Jobs was indecisive and reticent when he felt unsure about something. He craved perfection, and he was not always good at figuring out how to settle for something less. He did not like to wrestle with complexity or make accommodations. This was true in products, design, and furnishings for the house. It was also true when it came to personal commitments. If he knew for sure a course of action was right, he was unstoppable. But if he had doubts, he sometimes withdrew, preferring not to think about things that did not perfectly suit him. As happened when Amelio had asked him what role he wanted to play, Jobs would go silent and ignore situations that made him uncomfortable.

This attitude arose partly out of his tendency to see the world in binary terms. A person was either a hero or a bozo, a product was either amazing or shit. But he could be stymied by things that were more complex, shaded, or nuanced: getting married, buying the right sofa, committing to run a company. In addition, he didn’t want to be set up for failure. “I think Steve wanted to assess whether Apple could be saved,” Fred Anderson said.

Woolard and the board decided to go ahead and fire Amelio, even though Jobs was not yet forthcoming about how active a role he would play as an advisor. Amelio was about to go on a picnic with his wife, children, and grandchildren when the call came from Woolard in London. “We need you to step down,” Woolard said simply. Amelio replied that it was not a good time to discuss this, but Woolard felt he had to persist. “We are going to announce that we’re replacing you.”[Vi]

Amelio resisted. “Remember, Ed, I told the board it was going to take three years to get this company back on its feet again,” he said. “I’m not even halfway through.”

“The board is at the place where we don’t want to discuss it further,” Woolard replied. Amelio asked who knew about the decision, and Woolard told him the truth: the rest of the board plus Jobs. “Steve was one of the people we talked to about this,” Woolard said. “His view is that you’re a really nice guy, but you don’t know much about the computer industry.”

“Why in the world would you involve Steve in a decision like this?” Amelio replied, getting angry. “Steve is not even a member of the board of directors, so what the hell is he doing in any of this conversation?” But Woolard didn’t back down, and Amelio hung up to carry on with the family picnic before telling his wife.

At times Jobs displayed a strange mixture of prickliness and neediness. He usually didn’t care one iota what people thought of him; he could cut people off and never care to speak to them again. Yet sometimes he also felt a compulsion to explain himself. So that evening Amelio received, to his surprise, a phone call from Jobs. “Gee, Gil, I just wanted you to know, I talked to Ed today about this thing and I really feel bad about it,” he said. “I want you to know that I had absolutely nothing to do with this turn of events, it was a decision the board made, but they had asked me for advice and counsel.” He told Amelio he respected him for having “the highest integrity of anyone I’ve ever met,” and went on to give some unsolicited advice. “Take six months off,” Jobs told him. “When I got thrown out of Apple, I immediately went back to work, and I regretted it.” He offered to be a sounding board if Amelio ever wanted more advice.[Vi]

Amelio was stunned but managed to mumble a few words of thanks. He turned to his wife and recounted what Jobs said. “In ways, I still like the man, but I don’t believe him,” he told her.

“I was totally taken in by Steve,” she said, “and I really feel like an idiot.”

“Join the crowd,” her husband replied.

Steve Wozniak, who was himself now an informal advisor to the company, was thrilled that Jobs was coming back. (He forgave easily.) “It was just what we needed,” he said, “because whatever you think of Steve, he knows how to get the magic back.” Nor did Jobs’s triumph over Amelio surprise him. As he told Wired shortly after it happened, “Gil Amelio meets Steve Jobs, game over.”

That Monday Apple’s top employees were summoned to the auditorium. Amelio came in looking calm and relaxed. “Well, I’m sad to report that it’s time for me to move on,” he said. Fred Anderson, who had agreed to be interim CEO, spoke next, and he made it clear that he would be taking his cues from Jobs. Then, exactly twelve years since he had lost power in a July 4 weekend struggle, Jobs walked back onstage at Apple.[Vi]

It immediately became clear that, whether or not he wanted to admit it publicly (or even to himself), Jobs was going to take control and not be a mere advisor. As soon as he came onstage that day—wearing shorts, sneakers, and a black turtleneck—he got to work reinvigorating his beloved institution. “Okay, tell me what’s wrong with this place,” he said. There were some murmurings, but Jobs cut them off. “It’s the products!” he answered. “So what’s wrong with the products?” Again there were a few attempts at an answer, until Jobs broke in to hand down the correct answer. “The products suck!” he shouted. “There’s no sex in them anymore!”

Woolard was able to coax Jobs to agree that his role as an advisor would be a very active one. Jobs approved a statement saying that he had “agreed to step up my involvement with Apple for up to 90 days, helping them until they hire a new CEO.” The clever formulation that Woolard used in his statement was that Jobs was coming back “as an advisor leading the team.”[Vi]

Jobs took a small office next to the boardroom on the executive floor, conspicuously eschewing Amelio’s big corner office. He got involved in all aspects of the business: product design, where to cut, supplier negotiations, and advertising agency review. He believed that he had to stop the hemorrhaging of top Apple employees, and to do so he wanted to reprice their stock options. Apple stock had dropped so low that the options had become worthless. Jobs wanted to lower the exercise price, so they would be valuable again. At the time, that was legally permissible, but it was not considered good corporate practice. On his first Thursday back at Apple, Jobs called for a telephonic board meeting and outlined the problem. The directors balked. They asked for time to do a legal and financial study of what the change would mean. “It has to be done fast,” Jobs told them. “We’re losing good people.”

Even his supporter Ed Woolard, who headed the compensation committee, objected. “At DuPont we never did such a thing,” he said.

“You brought me here to fix this thing, and people are the key,” Jobs argued. When the board proposed a study that could take two months, Jobs exploded: “Are you nuts?!?” He paused for a long moment of silence, then continued. “Guys, if you don’t want to do this, I’m not coming back on Monday. Because I’ve got thousands of key decisions to make that are far more difficult than this, and if you can’t throw your support behind this kind of decision, I will fail. So if you can’t do this, I’m out of here, and you can blame it on me, you can say, ‘Steve wasn’t up for the job.’ ”[Vi]

The next day, after consulting with the board, Woolard called Jobs back. “We’re going to approve this,” he said. “But some of the board members don’t like it. We feel like you’ve put a gun to our head.” The options for the top team (Jobs had none) were reset at $13.25, which was the price of the stock the day Amelio was ousted.

Instead of declaring victory and thanking the board, Jobs continued to seethe at having to answer to a board he didn’t respect. “Stop the train, this isn’t going to work,” he told Woolard. “This company is in shambles, and I don’t have time to wet-nurse the board. So I need all of you to resign. Or else I’m going to resign and not come back on Monday.” The one person who could stay, he said, was Woolard.

Most members of the board were aghast. Jobs was still refusing to commit himself to coming back full-time or being anything more than an advisor, yet he felt he had the power to force them to leave. The hard truth, however, was that he did have that power over them. They could not afford for him to storm off in a fury, nor was the prospect of remaining an Apple board member very enticing by then. “After all they’d been through, most were glad to be let off,” Woolard recalled.[Vi]

Once again the board acquiesced. It made only one request: Would he permit one other director to stay, in addition to Woolard? It would help the optics. Jobs assented. “They were an awful board, a terrible board,” he later said. “I agreed they could keep Ed Woolard and a guy named Gareth Chang, who turned out to be a zero. He wasn’t terrible, just a zero. Woolard, on the other hand, was one of the best board members I’ve ever seen. He was a prince, one of the most supportive and wise people I’ve ever met.”

Among those being asked to resign was Mike Markkula, who in 1976, as a young venture capitalist, had visited the Jobs garage, fallen in love with the nascent computer on the workbench, guaranteed a $250,000 line of credit, and become the third partner and one-third owner of the new company. Over the subsequent two decades, he was the one constant on the board, ushering in and out a variety of CEOs. He had supported Jobs at times but also clashed with him, most notably when he sided with Sculley in the showdowns of 1985. With Jobs returning, he knew that it was time for him to leave.

Jobs could be cutting and cold, especially toward people who crossed him, but he could also be sentimental about those who had been with him from the early days. Wozniak fell into that favored category, of course, even though they had drifted apart; so did Andy Hertzfeld and a few others from the Macintosh team.[Vi]

In the end, Mike Markkula did as well. “I felt deeply betrayed by him, but he was like a father and I always cared about him,” Jobs later recalled. So when the time came to ask him to resign from the Apple board, Jobs drove to Markkula’s chateau-like mansion in the Woodside hills to do it personally. As usual, he asked to take a walk, and they strolled the grounds to a redwood grove with a picnic table. “He told me he wanted a new board because he wanted to start fresh,” Markkula said. “He was worried that I might take it poorly, and he was relieved when I didn’t.”

They spent the rest of the time talking about where Apple should focus in the future. Jobs’s ambition was to build a company that would endure, and he asked Markkula what the formula for that would be. Markkula replied that lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. “Apple has been sidelined by Microsoft in the PC business,” Markkula said. “You’ve got to reinvent the company to do some other thing, like other consumer products or devices. You’ve got to be like a butterfly and have a metamorphosis.” Jobs didn’t say much, but he agreed.[Vi]

The old board met in late July to ratify the transition. Woolard, who was as genteel as Jobs was prickly, was mildly taken aback when Jobs appeared dressed in jeans and sneakers, and he worried that Jobs might start berating the veteran board members for screwing up. But Jobs merely offered a pleasant “Hi, everyone.” They got down to the business of voting to accept the resignations, elect Jobs to the board, and empower Woolard and Jobs to find new board members.

Jobs’s first recruit was, not surprisingly, Larry Ellison. He said he would be pleased to join, but he hated attending meetings. Jobs said it would be fine if he came to only half of them. (After a while Ellison was coming to only a third of the meetings. Jobs took a picture of him that had appeared on the cover of Business Week and had it blown up to life size and pasted on a cardboard cutout to put in his chair.)

Jobs also brought in Bill Campbell, who had run marketing at Apple in the early 1980s and been caught in the middle of the Sculley-Jobs clash. Campbell had ended up sticking with Sculley, but he had grown to dislike him so much that Jobs forgave him. Now he was the CEO of Intuit and a walking buddy of Jobs. “We were sitting out in the back of his house,” recalled Campbell, who lived only five blocks from Jobs in Palo Alto, “and he said he was going back to Apple and wanted me on the board. I said, ‘Holy shit, of course I will do that.’ ” Campbell had been a football coach at Columbia, and his great talent, Jobs said, was to “get A performances out of B players.” At Apple, Jobs told him, he would get to work with A players.[Vi]

Woolard helped bring in Jerry York, who had been the chief financial officer at Chrysler and then IBM. Others were considered and then rejected by Jobs, including Meg Whitman, who was then the manager of Hasbro’s Playskool division and had been a strategic planner at Disney. (In 1998 she became CEO of eBay, and she later ran unsuccessfully for governor of California.) Over the years Jobs would bring in some strong leaders to serve on the Apple board, including Al Gore, Eric Schmidt of Google, Art Levinson of Genentech, Mickey Drexler of the Gap and J. Crew, and Andrea Jung of Avon. But he always made sure they were loyal, sometimes loyal to a fault. Despite their stature, they seemed at times awed or intimidated by Jobs, and they were eager to keep him happy.

At one point he invited Arthur Levitt, the former SEC chairman, to become a board member. Levitt, who bought his first Macintosh in 1984 and was proudly “addicted” to Apple computers, was thrilled. He was excited to visit Cupertino, where he discussed the role with Jobs. But then Jobs read a speech Levitt had given about corporate governance, which argued that boards should play a strong and independent role, and he telephoned to withdraw the invitation. “Arthur, I don’t think you’d be happy on our board, and I think it best if we not invite you,” Levitt said Jobs told him. “Frankly, I think some of the issues you raised, while appropriate for some companies, really don’t apply to Apple’s culture.” Levitt later wrote, “I was floored. . . . It’s plain to me that Apple’s board is not designed to act independently of the CEO.”[Vi]

Macworld Boston, August 1997

The staff memo announcing the repricing of Apple’s stock options was signed “Steve and the executive team,” and it soon became public that he was running all of the company’s product review meetings. These and other indications that Jobs was now deeply engaged at Apple helped push the stock up from about $13 to $20 during July. It also created a frisson of excitement as the Apple faithful gathered for the August 1997 Macworld in Boston. More than five thousand showed up hours in advance to cram into the Castle convention hall of the Park Plaza hotel for Jobs’s keynote speech. They came to see their returning hero—and to find out whether he was really ready to lead them again.

Huge cheers erupted when a picture of Jobs from 1984 was flashed on the overhead screen. “Steve! Steve! Steve!” the crowd started to chant, even as he was still being introduced. When he finally strode onstage—wearing a black vest, collarless white shirt, jeans, and an impish smile—the screams and flashbulbs rivaled those for any rock star. At first he punctured the excitement by reminding them of where he officially worked. “I’m Steve Jobs, the chairman and CEO of Pixar,” he introduced himself, flashing a slide onscreen with that title. Then he explained his role at Apple. “I, like a lot of other people, are pulling together to help Apple get healthy again.”[Vi]

But as Jobs paced back and forth across the stage, changing the overhead slides with a clicker in his hand, it was clear that he was now in charge at Apple—and was likely to remain so. He delivered a carefully crafted presentation, using no notes, on why Apple’s sales had fallen by 30% over the previous two years. “There are a lot of great people at Apple, but they’re doing the wrong things because the plan has been wrong,” he said. “I’ve found people who can’t wait to fall into line behind a good strategy, but there just hasn’t been one.” The crowd again erupted in yelps, whistles, and cheers.

As he spoke, his passion poured forth with increasing intensity, and he began saying “we” and “I”—rather than “they”—when referring to what Apple would be doing. “I think you still have to think differently to buy an Apple computer,” he said. “The people who buy them do think different. They are the creative spirits in this world, and they’re out to change the world. We make tools for those kinds of people.” When he stressed the word “we” in that sentence, he cupped his hands and tapped his fingers on his chest. And then, in his final peroration, he continued to stress the word “we” as he talked about Apple’s future. “We too are going to think differently and serve the people who have been buying our products from the beginning. Because a lot of people think they’re crazy, but in that craziness we see genius.” During the prolonged standing ovation, people looked at each other in awe, and a few wiped tears from their eyes. Jobs had made it very clear that he and the “we” of Apple were one.[Vi]

The Microsoft Pact

The climax of Jobs’s August 1997 Macworld appearance was a bombshell announcement, one that made the cover of both Time and Newsweek. Near the end of his speech, he paused for a sip of water and began to talk in more subdued tones. “Apple lives in an ecosystem,” he said. “It needs help from other partners. Relationships that are destructive don’t help anybody in this industry.” For dramatic effect, he paused again, and then explained: “I’d like to announce one of our first new partnerships today, a very meaningful one, and that is one with Microsoft.” The Microsoft and Apple logos appeared together on the screen as people gasped.

Apple and Microsoft had been at war for a decade over a variety of copyright and patent issues, most notably whether Microsoft had stolen the look and feel of Apple’s graphical user interface. Just as Jobs was being eased out of Apple in 1985, John Sculley had struck a surrender deal: Microsoft could license the Apple GUI for Windows 1.0, and in return it would make Excel exclusive to the Mac for up to two years. In 1988, after Microsoft came out with Windows 2.0, Apple sued. Sculley contended that the 1985 deal did not apply to Windows 2.0 and that further refinements to Windows (such as copying Bill Atkinson’s trick of “clipping” overlapping windows) had made the infringement more blatant. By 1997 Apple had lost the case and various appeals, but remnants of the litigation and threats of new suits lingered.[Vi]

In addition, President Clinton’s Justice Department was preparing a massive antitrust case against Microsoft. Jobs invited the lead prosecutor, Joel Klein, to Palo Alto. Don’t worry about extracting a huge remedy against Microsoft, Jobs told him over coffee. Instead simply keep them tied up in litigation. That would allow Apple the opportunity, Jobs explained, to “make an end run” around Microsoft and start offering competing products.

Under Amelio, the showdown had become explosive. Microsoft refused to commit to developing Word and Excel for future Macintosh operating systems, which could have destroyed Apple. In defense of Bill Gates, he was not simply being vindictive. It was understandable that he was reluctant to commit to developing for a future Macintosh operating system when no one, including the ever-changing leadership at Apple, seemed to know what that new operating system would be. Right after Apple bought NeXT, Amelio and Jobs flew together to visit Microsoft, but Gates had trouble figuring out which of them was in charge. A few days later he called Jobs privately. “Hey, what the fuck, am I supposed to put my applications on the NeXT OS?” Gates asked. Jobs responded by “making smart-ass remarks about Gil,” Gates recalled, and suggesting that the situation would soon be clarified.

When the leadership issue was partly resolved by Amelio’s ouster, one of Jobs’s first phone calls was to Gates. Jobs recalled:[Vi]

I called up Bill and said, “I’m going to turn this thing around.” Bill always had a soft spot for Apple. We got him into the application software business. The first Microsoft apps were Excel and Word for the Mac. So I called him and said, “I need help.” Microsoft was walking over Apple’s patents. I said, “If we kept up our lawsuits, a few years from now we could win a billion-dollar patent suit. You know it, and I know it. But Apple’s not going to survive that long if we’re at war. I know that. So let’s figure out how to settle this right away. All I need is a commitment that Microsoft will keep developing for the Mac and an investment by Microsoft in Apple so it has a stake in our success.”

When I recounted to him what Jobs said, Gates agreed it was accurate. “We had a group of people who liked working on the Mac stuff, and we liked the Mac,” Gates recalled. He had been negotiating with Amelio for six months, and the proposals kept getting longer and more complicated. “So Steve comes in and says, ‘Hey, that deal is too complicated. What I want is a simple deal. I want the commitment and I want an investment.’ And so we put that together in just four weeks.”

Gates and his chief financial officer, Greg Maffei, made the trip to Palo Alto to work out the framework for a deal, and then Maffei returned alone the following Sunday to work on the details. When he arrived at Jobs’s home, Jobs grabbed two bottles of water out of the refrigerator and took Maffei for a walk around the Palo Alto neighborhood. Both men wore shorts, and Jobs walked barefoot. As they sat in front of a Baptist church, Jobs cut to the core issues. “These are the things we care about,” he said. “A commitment to make software for the Mac and an investment.”[Vi]

Although the negotiations went quickly, the final details were not finished until hours before Jobs’s Macworld speech in Boston. He was rehearsing at the Park Plaza Castle when his cell phone rang. “Hi, Bill,” he said as his words echoed through the old hall. Then he walked to a corner and spoke in a soft tone so others couldn’t hear. The call lasted an hour. Finally, the remaining deal points were resolved. “Bill, thank you for your support of this company,” Jobs said as he crouched on the empty stage. “I think the world’s a better place for it.”

During his Macworld keynote address, Jobs walked through the details of the Microsoft deal. At first there were groans and hisses from the faithful. Particularly galling was Jobs’s announcement that, as part of the peace pact, “Apple has decided to make Internet Explorer its default browser on the Macintosh.” The audience erupted in boos, and Jobs quickly added, “Since we believe in choice, we’re going to be shipping other Internet browsers, as well, and the user can, of course, change their default should they choose to.” There were some laughs and scattered applause. The audience was beginning to come around, especially when he announced that Microsoft would be investing $150 million in Apple and getting nonvoting shares.[Vi]

But the mellower mood was shattered for a moment when Jobs made one of the few visual and public relations gaffes of his onstage career. “I happen to have a special guest with me today via satellite downlink,” he said, and suddenly Bill Gates’s face appeared on the huge screen looming over Jobs and the auditorium. There was a thin smile on Gates’s face that flirted with being a smirk. The audience gasped in horror, followed by some boos and catcalls. The scene was such a brutal echo of the 1984 Big Brother ad that you half expected (and hoped?) that an athletic woman would suddenly come running down the aisle and vaporize the screenshot with a well-thrown hammer.

But it was all for real, and Gates, unaware of the jeering, began speaking on the satellite link from Microsoft headquarters. “Some of the most exciting work that I’ve done in my career has been the work that I’ve done with Steve on the Macintosh,” he intoned in his high-pitched singsong. As he went on to tout the new version of Microsoft Office that was being made for the Macintosh, the audience quieted down and then slowly seemed to accept the new world order. Gates even was able to rouse some applause when he said that the new Mac versions of Word and Excel would be “in many ways more advanced than what we’ve done on the Windows platform.”[Vi]

Jobs realized that the image of Gates looming over him and the audience was a mistake. “I wanted him to come to Boston,” Jobs later said. “That was my worst and stupidest staging event ever. It was bad because it made me look small, and Apple look small, and as if everything was in Bill’s hands.” Gates likewise was embarrassed when he saw the videotape of the event. “I didn’t know that my face was going to be blown up to looming proportions,” he said.

Jobs tried to reassure the audience with an impromptu sermon. “If we want to move forward and see Apple healthy again, we have to let go of a few things here,” he told the audience. “We have to let go of this notion that for Apple to win Microsoft has to lose. . . . I think if we want Microsoft Office on the Mac, we better treat the company that puts it out with a little bit of gratitude.”

The Microsoft announcement, along with Jobs’s passionate reengagement with the company, provided a much-needed jolt for Apple. By the end of the day, its stock had skyrocketed $6.56, or 33%, to close at $26.31, twice the price of the day Amelio resigned. The one-day jump added $830 million to Apple’s stock market capitalization. The company was back from the edge of the grave.[Vi]

—ooOoo—

CHAPTER TWENTY-FIVE

THINK DIFFERENT

Jobs as iCEO

Enlisting Picasso

Here’s to the Crazy Ones

Lee Clow, the creative director at Chiat/Day who had done the great “1984” ad for the launch of the Macintosh, was driving in Los Angeles in early July 1997 when his car phone rang. It was Jobs. “Hi, Lee, this is Steve,” he said. “Guess what? Amelio just resigned. Can you come up here?”

Apple was going through a review to select a new agency, and Jobs was not impressed by what he had seen. So he wanted Clow and his firm, by then called TBWA\Chiat\Day, to compete for the business. “We have to prove that Apple is still alive,” Jobs said, “and that it still stands for something special.”

Clow said that he didn’t pitch for accounts. “You know our work,” he said. But Jobs begged him. It would be hard to reject all the others that were making pitches, including BBDO and Arnold Worldwide, and bring back “an old crony,” as Jobs put it. Clow agreed to fly up to Cupertino with something they could show. Recounting the scene years later, Jobs started to cry.[Vi]

This chokes me up, this really chokes me up. It was so clear that Lee loved Apple so much. Here was the best guy in advertising. And he hadn’t pitched in ten years. Yet here he was, and he was pitching his heart out, because he loved Apple as much as we did. He and his team had come up with this brilliant idea, “Think Different.” And it was ten times better than anything the other agencies showed. It choked me up, and it still makes me cry to think about it, both the fact that Lee cared so much and also how brilliant his “Think Different” idea was. Every once in a while, I find myself in the presence of purity—purity of spirit and love—and I always cry. It always just reaches in and grabs me. That was one of those moments. There was a purity about that I will never forget. I cried in my office as he was showing me the idea, and I still cry when I think about it.

Jobs and Clow agreed that Apple was one of the great brands of the world, probably in the top five based on emotional appeal, but they needed to remind folks what was distinctive about it. So they wanted a brand image campaign, not a set of advertisements featuring products. It was designed to celebrate not what the computers could do, but what creative people could do with the computers. “This wasn’t about processor speed or memory,” Jobs recalled. “It was about creativity.” It was directed not only at potential customers, but also at Apple’s own employees: “We at Apple had forgotten who we were. One way to remember who you are is to remember who your heroes are. That was the genesis of that campaign.”[Vi]

Clow and his team tried a variety of approaches that praised the “crazy ones” who “think different.” They did one video with the Seal song “Crazy” (“We’re never gonna survive unless we get a little crazy”), but couldn’t get the rights to it. Then they tried versions using a recording of Robert Frost reading “The Road Not Taken” and of Robin Williams’s speeches from Dead Poets Society. Eventually they decided they needed to write their own text; their draft began, “Here’s to the crazy ones.”

Jobs was as demanding as ever. When Clow’s team flew up with a version of the text, he exploded at the young copywriter. “This is shit!” he yelled. “It’s advertising agency shit and I hate it.” It was the first time the young copywriter had met Jobs, and he stood there mute. He never went back. But those who could stand up to Jobs, including Clow and his teammates Ken Segall and Craig Tanimoto, were able to work with him to create a tone poem that he liked. In its original sixty-second version it read:

Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do.[Vi]

Jobs, who could identify with each of those sentiments, wrote some of the lines himself, including “They push the human race forward.” By the time of the Boston Macworld in early August, they had produced a rough version. They agreed it was not ready, but Jobs used the concepts, and the “think different” phrase, in his keynote speech there. “There’s a germ of a brilliant idea there,” he said at the time. “Apple is about people who think outside the box, who want to use computers to help them change the world.”

They debated the grammatical issue: If “different” was supposed to modify the verb “think,” it should be an adverb, as in “think differently.” But Jobs insisted that he wanted “different” to be used as a noun, as in “think victory” or “think beauty.” Also, it echoed colloquial use, as in “think big.” Jobs later explained, “We discussed whether it was correct before we ran it. It’s grammatical, if you think about what we’re trying to say. It’s not think the same, it’s think different. Think a little different, think a lot different, think different. ‘Think differently’ wouldn’t hit the meaning for me.”

In order to evoke the spirit of Dead Poets Society, Clow and Jobs wanted to get Robin Williams to read the narration. His agent said that Williams didn’t do ads, so Jobs tried to call him directly. He got through to Williams’s wife, who would not let him talk to the actor because she knew how persuasive he could be. They also considered Maya Angelou and Tom Hanks. At a fund-raising dinner featuring Bill Clinton that fall, Jobs pulled the president aside and asked him to telephone Hanks to talk him into it, but the president pocket-vetoed the request. They ended up with Richard Dreyfuss, who was a dedicated Apple fan.[Vi]

In addition to the television commercials, they created one of the most memorable print campaigns in history. Each ad featured a black-and-white portrait of an iconic historical figure with just the Apple logo and the words “Think Different” in the corner. Making it particularly engaging was that the faces were not captioned. Some of them—Einstein, Gandhi, Lennon, Dylan, Picasso, Edison, Chaplin, King—were easy to identify. But others caused people to pause, puzzle, and maybe ask a friend to put a name to the face: Martha Graham, Ansel Adams, Richard Feynman, Maria Callas, Frank Lloyd Wright, James Watson, Amelia Earhart.

Most were Jobs’s personal heroes. They tended to be creative people who had taken risks, defied failure, and bet their career on doing things in a different way. A photography buff, he became involved in making sure they had the perfect iconic portraits. “This is not the right picture of Gandhi,” he erupted to Clow at one point. Clow explained that the famous Margaret Bourke-White photograph of Gandhi at the spinning wheel was owned by Time-Life Pictures and was not available for commercial use. So Jobs called Norman Pearlstine, the editor in chief of Time Inc., and badgered him into making an exception. He called Eunice Shriver to convince her family to release a picture that he loved, of her brother Bobby Kennedy touring Appalachia, and he talked to Jim Henson’s children personally to get the right shot of the late Muppeteer.[Vi]

He likewise called Yoko Ono for a picture of her late husband, John Lennon. She sent him one, but it was not Jobs’s favorite. “Before it ran, I was in New York, and I went to this small Japanese restaurant that I love, and let her know I would be there,” he recalled. When he arrived, she came over to his table. “This is a better one,” she said, handing him an envelope. “I thought I would see you, so I had this with me.” It was the classic photo of her and John in bed together, holding flowers, and it was the one that Apple ended up using. “I can see why John fell in love with her,” Jobs recalled.

The narration by Richard Dreyfuss worked well, but Lee Clow had another idea. What if Jobs did the voice-over himself? “You really believe this,” Clow told him. “You should do it.” So Jobs sat in a studio, did a few takes, and soon produced a voice track that everyone liked. The idea was that, if they used it, they would not tell people who was speaking the words, just as they didn’t caption the iconic pictures. Eventually people would figure out it was Jobs. “This will be really powerful to have it in your voice,” Clow argued. “It will be a way to reclaim the brand.”[Vi]

Jobs couldn’t decide whether to use the version with his voice or to stick with Dreyfuss. Finally, the night came when they had to ship the ad; it was due to air, appropriately enough, on the television premiere of Toy Story. As was often the case, Jobs did not like to be forced to make a decision. He told Clow to ship both versions; this would give him until the morning to decide. When morning came, Jobs called and told them to use the Dreyfuss version. “If we use my voice, when people find out they will say it’s about me,” he told Clow. “It’s not. It’s about Apple.”

Ever since he left the apple commune, Jobs had defined himself, and by extension Apple, as a child of the counterculture. In ads such as “Think Different” and “1984,” he positioned the Apple brand so that it reaffirmed his own rebel streak, even after he became a billionaire, and it allowed other baby boomers and their kids to do the same. “From when I first met him as a young guy, he’s had the greatest intuition of the impact he wants his brand to have on people,” said Clow.

Very few other companies or corporate leaders—perhaps none—could have gotten away with the brilliant audacity of associating their brand with Gandhi, Einstein, Picasso, and the Dalai Lama. Jobs was able to encourage people to define themselves as anticorporate, creative, innovative rebels simply by the computer they used. “Steve created the only lifestyle brand in the tech industry,” Larry Ellison said. “There are cars people are proud to have—Porsche, Ferrari, Prius—because what I drive says something about me. People feel the same way about an Apple product.”[Vi]

Starting with the “Think Different” campaign, and continuing through the rest of his years at Apple, Jobs held a freewheeling three-hour meeting every Wednesday afternoon with his top agency, marketing, and communications people to kick around messaging strategy. “There’s not a CEO on the planet who deals with marketing the way Steve does,” said Clow. “Every Wednesday he approves each new commercial, print ad, and billboard.” At the end of the meeting, he would often take Clow and his two agency colleagues, Duncan Milner and James Vincent, to Apple’s closely guarded design studio to see what products were in the works. “He gets very passionate and emotional when he shows us what’s in development,” said Vincent. By sharing with his marketing gurus his passion for the products as they were being created, he was able to ensure that almost every ad they produced was infused with his emotion.[Vi]

iCEO

As he was finishing work on the “Think Different” ad, Jobs did some different thinking of his own. He decided that he would officially take over running the company, at least on a temporary basis. He had been the de facto leader since Amelio’s ouster ten weeks earlier, but only as an advisor. Fred Anderson had the titular role of interim CEO. On September 16, 1997, Jobs announced that he would take over that title, which inevitably got abbreviated as iCEO. His commitment was tentative: He took no salary and signed no contract. But he was not tentative in his actions. He was in charge, and he did not rule by consensus.

That week he gathered his top managers and staff in the Apple auditorium for a rally, followed by a picnic featuring beer and vegan food, to celebrate his new role and the company’s new ads. He was wearing shorts, walking around the campus barefoot, and had a stubble of beard. “I’ve been back about ten weeks, working really hard,” he said, looking tired but deeply determined. “What we’re trying to do is not highfalutin. We’re trying to get back to the basics of great products, great marketing, and great distribution. Apple has drifted away from doing the basics really well.”[Vi]

For a few more weeks Jobs and the board kept looking for a permanent CEO. Various names surfaced—George M. C. Fisher of Kodak, Sam Palmisano at IBM, Ed Zander at Sun Microsystems—but most of the candidates were understandably reluctant to consider becoming CEO if Jobs was going to remain an active board member. The San Francisco Chronicle reported that Zander declined to be considered because he “didn’t want Steve looking over his shoulder, second-guessing him on every decision.” At one point Jobs and Ellison pulled a prank on a clueless computer consultant who was campaigning for the job; they sent him an email saying that he had been selected, which caused both amusement and embarrassment when stories appeared in the papers that they were just toying with him.

By December it had become clear that Jobs’s iCEO status had evolved from interim to indefinite. As Jobs continued to run the company, the board quietly deactivated its search. “I went back to Apple and tried to hire a CEO, with the help of a recruiting agency, for almost four months,” he recalled. “But they didn’t produce the right people. That’s why I finally stayed. Apple was in no shape to attract anybody good.”

The problem Jobs faced was that running two companies was brutal. Looking back on it, he traced his health problems back to those days:[Vi]

It was rough, really rough, the worst time in my life. I had a young family. I had Pixar. I would go to work at 7 a.m. and I’d get back at 9 at night, and the kids would be in bed. And I couldn’t speak, I literally couldn’t, I was so exhausted. I couldn’t speak to Laurene. All I could do was watch a half hour of TV and vegetate. It got close to killing me. I was driving up to Pixar and down to Apple in a black Porsche convertible, and I started to get kidney stones. I would rush to the hospital and the hospital would give me a shot of Demerol in the butt and eventually I would pass it.

Despite the grueling schedule, the more that Jobs immersed himself in Apple, the more he realized that he would not be able to walk away. When Michael Dell was asked at a computer trade show in October 1997 what he would do if he were Steve Jobs and taking over Apple, he replied, “I’d shut it down and give the money back to the shareholders.” Jobs fired off an email to Dell. “CEOs are supposed to have class,” it said. “I can see that isn’t an opinion you hold.” Jobs liked to stoke up rivalries as a way to rally his team—he had done so with IBM and Microsoft—and he did so with Dell. When he called together his managers to institute a build-to-order system for manufacturing and distribution, Jobs used as a backdrop a blown-up picture of Michael Dell with a target on his face. “We’re coming after you, buddy,” he said to cheers from his troops.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. “I discovered that the best innovation is sometimes the company, the way you organize a company,” he recalled. “The whole notion of how you build a company is fascinating. When I got the chance to come back to Apple, I realized that I would be useless without the company, and that’s why I decided to stay and rebuild it.”[Vi]

Killing the Clones

One of the great debates about Apple was whether it should have licensed its operating system more aggressively to other computer makers, the way Microsoft licensed Windows. Wozniak had favored that approach from the beginning. “We had the most beautiful operating system,” he said, “but to get it you had to buy our hardware at twice the price. That was a mistake. What we should have done was calculate an appropriate price to license the operating system.” Alan Kay, the star of Xerox PARC who came to Apple as a fellow in 1984, also fought hard for licensing the Mac OS software. “Software people are always multiplatform, because you want to run on everything,” he recalled. “And that was a huge battle, probably the largest battle I lost at Apple.”

Bill Gates, who was building a fortune by licensing Microsoft’s operating system, had urged Apple to do the same in 1985, just as Jobs was being eased out. Gates believed that, even if Apple took away some of Microsoft’s operating system customers, Microsoft could make money by creating versions of its applications software, such as Word and Excel, for the users of the Macintosh and its clones. “I was trying to do everything to get them to be a strong licensor,” he recalled.[Vi]

He sent a formal memo to Sculley making the case. “The industry has reached the point where it is now impossible for Apple to create a standard out of their innovative technology without support from, and the resulting credibility of, other personal computer manufacturers,” he argued. “Apple should license Macintosh technology to 3–5 significant manufacturers for the development of ‘Mac Compatibles.’ ” Gates got no reply, so he wrote a second memo suggesting some companies that would be good at cloning the Mac, and he added, “I want to help in any way I can with the licensing. Please give me a call.”

Apple resisted licensing out the Macintosh operating system until 1994, when CEO Michael Spindler allowed two small companies, Power Computing and Radius, to make Macintosh clones. When Gil Amelio took over in 1996, he added Motorola to the list. It turned out to be a dubious business strategy: Apple got an $80 licensing fee for each computer sold, but instead of expanding the market, the cloners cannibalized the sales of Apple’s own high-end computers, on which it made up to $500 in profit.

Jobs’s objections to the cloning program were not just economic, however. He had an inbred aversion to it. One of his core principles was that hardware and software should be tightly integrated. He loved to control all aspects of his life, and the only way to do that with computers was to take responsibility for the user experience from end to end.[Vi]

So upon his return to Apple he made killing the Macintosh clones a priority. When a new version of the Mac operating system shipped in July 1997, weeks after he had helped oust Amelio, Jobs did not allow the clone makers to upgrade to it. The head of Power Computing, Stephen “King” Kahng, organized pro-cloning protests when Jobs appeared at Boston Macworld that August and publicly warned that the Macintosh OS would die if Jobs declined to keep licensing it out. “If the platform goes closed, it is over,” Kahng said. “Total destruction. Closed is the kiss of death.”

Jobs disagreed. He telephoned Ed Woolard to say he was getting Apple out of the licensing business. The board acquiesced, and in September he reached a deal to pay Power Computing $100 million to relinquish its license and give Apple access to its database of customers. He soon terminated the licenses of the other cloners as well. “It was the dumbest thing in the world to let companies making crappier hardware use our operating system and cut into our sales,” he later said.[Vi]

Product Line Review

One of Jobs’s great strengths was knowing how to focus. “Deciding what not to do is as important as deciding what to do,” he said. “That’s true for companies, and it’s true for products.”

He went to work applying this principle as soon as he returned to Apple. One day he was walking the halls and ran into a young Wharton School graduate who had been Amelio’s assistant and who said he was wrapping up his work. “Well, good, because I need someone to do grunt work,” Jobs told him. His new role was to take notes as Jobs met with the dozens of product teams at Apple, asked them to explain what they were doing, and forced them to justify going ahead with their products or projects.

He also enlisted a friend, Phil Schiller, who had worked at Apple but was then at the graphics software company Macromedia. “Steve would summon the teams into the boardroom, which seats twenty, and they would come with thirty people and try to show PowerPoints, which Steve didn’t want to see,” Schiller recalled. One of the first things Jobs did during the product review process was ban PowerPoints. “I hate the way people use slide presentations instead of thinking,” Jobs later recalled. “People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.”[Vi]

The product review revealed how unfocused Apple had become. The company was churning out multiple versions of each product because of bureaucratic momentum and to satisfy the whims of retailers. “It was insanity,” Schiller recalled. “Tons of products, most of them crap, done by deluded teams.” Apple had a dozen versions of the Macintosh, each with a different confusing number, ranging from 1400 to 9600. “I had people explaining this to me for three weeks,” Jobs said. “I couldn’t figure it out.” He finally began asking simple questions, like, “Which ones do I tell my friends to buy?”

When he couldn’t get simple answers, he began slashing away at models and products. Soon he had cut 70% of them. “You are bright people,” he told one group. “You shouldn’t be wasting your time on such crappy products.” Many of the engineers were infuriated at his slash-and-burn tactics, which resulted in massive layoffs. But Jobs later claimed that the good engineers, including some whose projects were killed, were appreciative. He told one staff meeting in September 1997, “I came out of the meeting with people who had just gotten their products canceled and they were three feet off the ground with excitement because they finally understood where in the heck we were going.”[Vi]

After a few weeks Jobs finally had enough. “Stop!” he shouted at one big product strategy session. “This is crazy.” He grabbed a magic marker, padded to a whiteboard, and drew a horizontal and vertical line to make a four-squared chart. “Here’s what we need,” he continued. Atop the two columns he wrote “Consumer” and “Pro”; he labeled the two rows “Desktop” and “Portable.” Their job, he said, was to make four great products, one for each quadrant. “The room was in dumb silence,” Schiller recalled.

There was also a stunned silence when Jobs presented the plan to the September meeting of the Apple board. “Gil had been urging us to approve more and more products every meeting,” Woolard recalled. “He kept saying we need more products. Steve came in and said we needed fewer. He drew a matrix with four quadrants and said that this was where we should focus.” At first the board pushed back. It was a risk, Jobs was told. “I can make it work,” he replied. The board never voted on the new strategy. Jobs was in charge, and he forged ahead.

The result was that the Apple engineers and managers suddenly became sharply focused on just four areas. For the professional desktop quadrant, they would work on making the Power Macintosh G3. For the professional portable, there would be the PowerBook G3. For the consumer desktop, work would begin on what became the iMac. And for the consumer portable, they would focus on what would become the iBook. The “i,” Jobs later explained, was to emphasize that the devices would be seamlessly integrated with the Internet.[Vi]

Apple’s sharper focus meant getting the company out of other businesses, such as printers and servers. In 1997 Apple was selling StyleWriter color printers that were basically a version of the Hewlett-Packard DeskJet. HP made most of its money by selling the ink cartridges. “I don’t understand,” Jobs said at the product review meeting. “You’re going to ship a million and not make money on these? This is nuts.” He left the room and called the head of HP. Let’s tear up our arrangement, Jobs proposed, and we will get out of the printer business and just let you do it. Then he came back to the boardroom and announced the decision. “Steve looked at the situation and instantly knew we needed to get outside of the box,” Schiller recalled.

The most visible decision he made was to kill, once and for all, the Newton, the personal digital assistant with the almost-good handwriting-recognition system. Jobs hated it because it was Sculley’s pet project, because it didn’t work perfectly, and because he had an aversion to stylus devices. He had tried to get Amelio to kill it early in 1997 and succeeded only in convincing him to try to spin off the division. By late 1997, when Jobs did his product reviews, it was still around. He later described his thinking:[Vi]

If Apple had been in a less precarious situation, I would have drilled down myself to figure out how to make it work. I didn’t trust the people running it. My gut was that there was some really good technology, but it was fucked up by mismanagement. By shutting it down, I freed up some good engineers who could work on new mobile devices. And eventually we got it right when we moved on to iPhones and the iPad.

This ability to focus saved Apple. In his first year back, Jobs laid off more than three thousand people, which salvaged the company’s balance sheet. For the fiscal year that ended when Jobs became interim CEO in September 1997, Apple lost $1.04 billion. “We were less than ninety days from being insolvent,” he recalled. At the January 1998 San Francisco Macworld, Jobs took the stage where Amelio had bombed a year earlier. He sported a full beard and a leather jacket as he touted the new product strategy. And for the first time he ended the presentation with a phrase that he would make his signature coda: “Oh, and one more thing . . .” This time the “one more thing” was “Think Profit.” When he said those words, the crowd erupted in applause. After two years of staggering losses, Apple had enjoyed a profitable quarter, making $45 million. For the full fiscal year of 1998, it would turn in a $309 million profit. Jobs was back, and so was Apple.[Vi]

—ooOoo—

CHAPTER TWENTY-SIX

DESIGN PRINCIPLES

The Studio of Jobs and Ive

With Jony Ive and the sunflower iMac, 2002

Jony Ive

When Jobs gathered his top management for a pep talk just after he became iCEO in September 1997, sitting in the audience was a sensitive and passionate thirty-year-old Brit who was head of the company’s design team. Jonathan Ive, known to all as Jony, was planning to quit. He was sick of the company’s focus on profit maximization rather than product design. Jobs’s talk led him to reconsider. “I remember very clearly Steve announcing that our goal is not just to make money but to make great products,” Ive recalled. “The decisions you make based on that philosophy are fundamentally different from the ones we had been making at Apple.” Ive and Jobs would soon forge a bond that would lead to the greatest industrial design collaboration of their era.

Ive grew up in Chingford, a town on the northeast edge of London. His father was a silversmith who taught at the local college. “He’s a fantastic craftsman,” Ive recalled. “His Christmas gift to me would be one day of his time in his college workshop, during the Christmas break when no one else was there, helping me make whatever I dreamed up.” The only condition was that Jony had to draw by hand what they planned to make. “I always understood the beauty of things made by hand. 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.”[Vi]

Ive enrolled in Newcastle Polytechnic and spent his spare time and summers working at a design consultancy. 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. His flat was filled with foam models he had made to help him perfect the design. He also designed an ATM machine and a curved phone, both of which won awards from the Royal Society of Arts. Unlike some designers, he didn’t just make beautiful sketches; he also focused on how the engineering and inner components would work. He had an epiphany in college when he was able to design on a Macintosh. “I discovered the Mac and felt I had a connection with the people who were making this product,” he recalled. “I suddenly understood what a company was, or was supposed to be.”

After graduation Ive helped to build a design firm in London, Tangerine, which got a consulting contract with Apple. In 1992 he moved to Cupertino to take a job in the Apple design department. He became the head of the department in 1996, the year before Jobs returned, but wasn’t happy. Amelio had little appreciation for design. “There wasn’t that feeling of putting care into a product, because we were trying to maximize the money we made,” Ive said. “All they wanted from us designers was a model of what something was supposed to look like on the outside, and then engineers would make it as cheap as possible. I was about to quit.”[Vi]

When Jobs took over and gave his pep talk, Ive decided to stick around. But Jobs at first looked around for a world-class designer from the outside. He talked to Richard Sapper, who designed the IBM ThinkPad, and Giorgetto Giugiaro, who designed the Ferrari 250 and the Maserati Ghibli. But then he took a tour of Apple’s design studio and bonded with the affable, eager, and very earnest Ive. “We discussed approaches to forms and materials,” Ive recalled. “We were on the same wavelength. I suddenly understood why I loved the company.”

Ive reported, at least initially, to Jon Rubinstein, whom Jobs had brought in to head the hardware division, but he developed a direct and unusually strong relationship with Jobs. They began to have lunch together regularly, and Jobs would end his day by dropping by Ive’s design studio for a chat. “Jony had a special status,” said Laurene Powell. “He would come by our house, and our families became close. Steve is never intentionally wounding to him. Most people in Steve’s life are replaceable. But not Jony.”

Jobs described to me his respect for Ive:[Vi]

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. 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. If I had a spiritual partner at Apple, it’s Jony. Jony and I think up most of the products together and then pull others in and say, “Hey, what do you think about this?” He gets the big picture as well as the most infinitesimal details about each product. And he understands that Apple is a product company. He’s not just a designer. That’s why he works directly for me. He has more operational power than anyone else at Apple except me. There’s no one who can tell him what to do, or to butt out. That’s the way I set it up.

Like most designers, Ive enjoyed analyzing the philosophy and the step-by-step thinking that went into a particular design. For Jobs, the process was more intuitive. He would point to models and sketches he liked and dump on the ones he didn’t. Ive would then take the cues and develop the concepts Jobs blessed.

Ive was a fan of the German industrial designer Dieter Rams, who worked for the electronics firm Braun. Rams preached the gospel of “Less but better,” Weniger aber besser, and likewise Jobs and Ive wrestled with each new design to see how much they could simplify it. Ever since Apple’s first brochure proclaimed “Simplicity is the ultimate sophistication,” Jobs had aimed for the simplicity that comes from conquering complexities, not ignoring them. “It takes a lot of hard work,” he said, “to make something simple, to truly understand the underlying challenges and come up with elegant solutions.”[Vi]

In Ive, Jobs met his soul mate in the quest for true rather than surface simplicity. Sitting in his design studio, Ive described his philosophy:

Why do we assume that simple is good? Because with physical products, we have to feel we can dominate them. As you bring order to complexity, you find a way to make the product defer to you. Simplicity isn’t just a visual style. It’s not just minimalism or the absence of clutter. It involves digging through the depth of the complexity. To be truly simple, you have to go really deep. For example, to have no screws on something, you can end up having a product that is so convoluted and so complex. The better way is to go deeper with the simplicity, to understand everything about it and how it’s manufactured. You have to deeply understand the essence of a product in order to be able to get rid of the parts that are not essential.

That was the fundamental principle Jobs and Ive shared. Design was not just about what a product looked like on the surface. It had to reflect the product’s essence. “In most people’s vocabularies, design means veneer,” Jobs told Fortune shortly after retaking the reins at Apple. “But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers.”[Vi]

As a result, the process of designing a product at Apple was integrally related to how it would be engineered and manufactured. Ive described one of Apple’s Power Macs. “We wanted to get rid of anything other than what was absolutely essential,” he said. “To do so required total collaboration between the designers, the product developers, the engineers, and the manufacturing team. We kept going back to the beginning, again and again. Do we need that part? Can we get it to perform the function of the other four parts?”

The connection between the design of a product, its essence, and its manufacturing was illustrated for Jobs and Ive when they were traveling in France and went into a kitchen supply store. Ive picked up a knife he admired, but then put it down in disappointment. Jobs did the same. “We both noticed a tiny bit of glue between the handle and the blade,” Ive recalled. They talked about how the knife’s good design had been ruined by the way it was manufactured. “We don’t like to think of our knives as being glued together,” Ive said. “Steve and I care about things like that, which ruin the purity and detract from the essence of something like a utensil, and we think alike about how products should be made to look pure and seamless.”

At most other companies, engineering tends to drive the outer design elements of a product. The engineers set forth their specifications and requirements, and the designers then come up with cases and shells that will accommodate them. For Jobs, the process tended to work the other way. In the early days of Apple, Jobs had approved the design of the case of the original Macintosh, and the engineers had to make their boards and components fit.[Vi]

After he was forced out, the process at Apple reverted to being engineer-driven. “Before Steve came back, engineers would say ‘Here are the guts’—processor, hard drive—and then it would go to the designers to put it in a box,” said Apple’s marketing chief Phil Schiller. “When you do it that way, you come up with awful products.” But when Jobs returned and forged his bond with Ive, the balance was again tilted toward the designers. “Steve kept impressing on us that the design was integral to what would make us great,” said Schiller. “Design once again dictated the engineering, not just vice versa.”

On occasion this could backfire, such as when Jobs and Ive insisted on using a solid piece of stainless steel for the edge of the iPhone 4 even when the engineers worried that it would compromise reception. But usually the distinctiveness of its designs—for the iMac, the iPod, the iPhone, and the iPad—would set Apple apart and lead to its triumphs in the years after Jobs returned.[Vi]

Inside the Studio

The design studio where Jony Ive reigns, on the ground floor of Two Infinite Loop on the Apple campus, is shielded by tinted windows and a heavy clad, locked door. Just inside is a glass-booth reception desk where two assistants guard access. Even high-level Apple employees are not allowed in without special permission. Most of my interviews with Jony Ive for this book were held elsewhere, but one day in 2010 he arranged for me to spend an afternoon touring the studio and talking about how he and Jobs collaborate there.

To the left of the entrance is a bullpen of desks with young designers; to the right is the cavernous main room with six long steel tables for displaying and playing with works in progress. Beyond the main room is a computer-aided design studio, filled with workstations, that leads to a room with molding machines to turn what’s on the screens into foam models. Beyond that is a robot-controlled spray-painting chamber to make the models look real. The look is sparse and industrial, with metallic gray décor. Leaves from the trees outside cast moving patterns of light and shadows on the tinted windows. Techno and jazz play in the background.[Vi]

Almost every day when Jobs was healthy and in the office, he would have lunch with Ive and then wander by the studio in the afternoon. As he entered, he could survey the tables and see the products in the pipeline, sense how they fit into Apple’s strategy, and inspect with his fingertips the evolving design of each. Usually it was just the two of them alone, while the other designers glanced up from their work but kept a respectful distance. If Jobs had a specific issue, he might call over the head of mechanical design or another of Ive’s deputies. If something excited him or sparked some thoughts about corporate strategy, he might ask the chief operating officer Tim Cook or the marketing head Phil Schiller to come over and join them. Ive described the usual process:

This great room is the one place in the company where you can look around and see everything we have in the works. When Steve comes in, he will sit at one of these tables. If we’re working on a new iPhone, for example, he might grab a stool and start playing with different models and feeling them in his hands, remarking on which ones he likes best. Then he will graze by the other tables, just him and me, to see where all the other products are heading. He can get a sense of the sweep of the whole company, the iPhone and iPad, the iMac and laptop and everything we’re considering. That helps him see where the company is spending its energy and how things connect. And he can ask, “Does doing this make sense, because over here is where we are growing a lot?” or questions like that. He gets to see things in relationship to each other, which is pretty hard to do in a big company. Looking at the models on these tables, he can see the future for the next three years.[Vi]

Much of the design process is a conversation, a back-and-forth as we walk around the tables and play with the models. He doesn’t like to read complex drawings. He wants to see and feel a model. He’s right. I get surprised when we make a model and then realize it’s rubbish, even though based on the CAD [computer-aided design] renderings it looked great.

He loves coming in here because it’s calm and gentle. It’s a paradise if you’re a visual person. There are no formal design reviews, so there are no huge decision points. Instead, we can make the decisions fluid. Since we iterate every day and never have dumb-ass presentations, we don’t run into major disagreements.

On this day Ive was overseeing the creation of a new European power plug and connector for the Macintosh. Dozens of foam models, each with the tiniest variation, have been cast and painted for inspection. Some would find it odd that the head of design would fret over something like this, but Jobs got involved as well. Ever since he had a special power supply made for the Apple II, Jobs has cared about not only the engineering but also the design of such parts. His name is listed on the patent for the white power brick used by the MacBook as well as its magnetic connector with its satisfying click. In fact he is listed as one of the inventors for 212 different Apple patents in the United States as of the beginning of 2011.[Vi]

Ive and Jobs have even obsessed over, and patented, the packaging for various Apple products. U.S. patent D558572, for example, granted on January 1, 2008, is for the iPod Nano box, with four drawings showing how the device is nestled in a cradle when the box is opened. Patent D596485, issued on July 21, 2009, is for the iPhone packaging, with its sturdy lid and little glossy plastic tray inside.

Early on, Mike Markkula had taught Jobs to “impute”—to understand that people do judge a book by its cover—and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it’s an iPod Mini or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. “Steve and I spend a lot of time on the packaging,” said Ive. “I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.”[Vi]

Ive, who has the sensitive temperament of an artist, at times got upset with Jobs for taking too much credit, a habit that has bothered other colleagues over the years. His personal feelings for Jobs were so intense that at times he got easily bruised. “He will go through a process of looking at my ideas and say, ‘That’s no good. That’s not very good. I like that one,’ ” Ive said. “And later I will be sitting in the audience and he will be talking about it as if it was his idea. I pay maniacal attention to where an idea comes from, and I even keep notebooks filled with my ideas. So it hurts when he takes credit for one of my designs.” Ive also has bristled when outsiders portrayed Jobs as the only ideas guy at Apple. “That makes us vulnerable as a company,” Ive said earnestly, his voice soft. But then he paused to recognize the role Jobs in fact played. “In so many other companies, ideas and great design get lost in the process,” he said. “The ideas that come from me and my team would have been completely irrelevant, nowhere, if Steve hadn’t been here to push us, work with us, and drive through all the resistance to turn our ideas into products.”[Vi]

—ooOoo—

CHAPTER TWENTY-SEVEN

THE iMAC

Hello (Again)

Back to the Future

The first great design triumph to come from the Jobs-Ive collaboration was the iMac, a desktop computer aimed at the home consumer market that was introduced in May 1998. Jobs had certain specifications. It should be an all-in-one product, with keyboard and monitor and computer ready to use right out of the box. It should have a distinctive design that made a brand statement. And it should sell for $1,200 or so. (Apple had no computer selling for less than $2,000 at the time.) “He told us to go back to the roots of the original 1984 Macintosh, an all-in-one consumer appliance,” recalled Schiller. “That meant design and engineering had to work together.”

The initial plan was to build a “network computer,” a concept championed by Oracle’s Larry Ellison, which was an inexpensive terminal without a hard drive that would mainly be used to connect to the Internet and other networks. But Apple’s chief financial officer Fred Anderson led the push to make the product more robust by adding a disk drive so it could become a full-fledged desktop computer for the home. Jobs eventually agreed.[Vi]

Jon Rubinstein, who was in charge of hardware, adapted the microprocessor and guts of the PowerMac G3, Apple’s high-end professional computer, for use in the proposed new machine. It would have a hard drive and a tray for compact disks, but in a rather bold move, Jobs and Rubinstein decided not to include the usual floppy disk drive. Jobs quoted the hockey star Wayne Gretzky’s maxim, “Skate where the puck’s going, not where it’s been.” He was a bit ahead of his time, but eventually most computers eliminated floppy disks.

Ive and his top deputy, Danny Coster, began to sketch out futuristic designs. Jobs brusquely rejected the dozen foam models they initially produced, but Ive knew how to guide him gently. Ive agreed that none of them was quite right, but he pointed out one that had promise. It was curved, playful looking, and did not seem like an unmovable slab rooted to the table. “It has a sense that it’s just arrived on your desktop or it’s just about to hop off and go somewhere,” he told Jobs.

By the next showing Ive had refined the playful model. This time Jobs, with his binary view of the world, raved that he loved it. He took the foam prototype and began carrying it around the headquarters with him, showing it in confidence to trusted lieutenants and board members. In its ads Apple was celebrating the glories of being able to think different, yet until now nothing had been proposed that was much different from existing computers. Finally, Jobs had something new.[Vi]

The plastic casing that Ive and Coster proposed was sea-green blue, later named bondi blue after the color of the water at a beach in Australia, and it was translucent so that you could see through to the inside of the machine. “We were trying to convey a sense of the computer being changeable based on your needs, to be like a chameleon,” said Ive. “That’s why we liked the translucency. You could have color but it felt so unstatic. And it came across as cheeky.”

Both metaphorically and in reality, the translucency connected the inner engineering of the computer to the outer design. Jobs had always insisted that the rows of chips on the circuit boards look neat, even though they would never be seen. Now they would be seen. The casing would make visible the care that had gone into making all components of the computer and fitting them together. The playful design would convey simplicity while also revealing the depths that true simplicity entails.

Even the simplicity of the plastic shell itself involved great complexity. Ive and his team worked with Apple’s Korean manufacturers to perfect the process of making the cases, and they even went to a jelly bean factory to study how to make translucent colors look enticing. The cost of each case was more than $60 per unit, three times that of a regular computer case. Other companies would probably have demanded presentations and studies to show whether the translucent case would increase sales enough to justify the extra cost. Jobs asked for no such analysis.[Vi]

Topping off the design was the handle nestled into the iMac. It was more playful and semiotic than it was functional. This was a desktop computer; not many people were really going to carry it around. But as Ive later explained:

Back then, people weren’t comfortable with technology. If you’re scared of something, then you won’t touch it. I could see my mum being scared to touch it. So I thought, if there’s this handle on it, it makes a relationship possible. It’s approachable. It’s intuitive. It gives you permission to touch. It gives a sense of its deference to you. Unfortunately, manufacturing a recessed handle costs a lot of money. At the old Apple, I would have lost the argument. What was really great about Steve is that he saw it and said, “That’s cool!” I didn’t explain all the thinking, but he intuitively got it. He just knew that it was part of the iMac’s friendliness and playfulness.

Jobs had to fend off the objections of the manufacturing engineers, supported by Rubinstein, who tended to raise practical cost considerations when faced with Ive’s aesthetic desires and various design whims. “When we took it to the engineers,” Jobs said, “they came up with thirty-eight reasons they couldn’t do it. And I said, ‘No, no, we’re doing this.’ And they said, ‘Well, why?’ And I said, ‘Because I’m the CEO, and I think it can be done.’ And so they kind of grudgingly did it.”[Vi]

Jobs asked Lee Clow and Ken Segall and others from the TBWA\Chiat\Day ad team to fly up to see what he had in the works. He brought them into the guarded design studio and dramatically unveiled Ive’s translucent teardrop-shaped design, which looked like something from The Jetsons, the animated TV show set in the future. For a moment they were taken aback. “We were pretty shocked, but we couldn’t be frank,” Segall recalled. “We were really thinking, ‘Jesus, do they know what they are doing?’ It was so radical.” Jobs asked them to suggest names. Segall came back with five options, one of them “iMac.” Jobs didn’t like any of them at first, so Segall came up with another list a week later, but he said that the agency still preferred “iMac.” Jobs replied, “I don’t hate it this week, but I still don’t like it.” He tried silk-screening it on some of the prototypes, and the name grew on him. And thus it became the iMac.

As the deadline for completing the iMac drew near, Jobs’s legendary temper reappeared in force, especially when he was confronting manufacturing issues. At one product review meeting, he learned that the process was going slowly. “He did one of his displays of awesome fury, and the fury was absolutely pure,” recalled Ive. He went around the table assailing everyone, starting with Rubinstein. “You know we’re trying to save the company here,” he shouted, “and you guys are screwing it up!”[Vi]

Like the original Macintosh team, the iMac crew staggered to completion just in time for the big announcement. But not before Jobs had one last explosion. When it came time to rehearse for the launch presentation, Rubinstein cobbled together two working prototypes. Jobs had not seen the final product before, and when he looked at it onstage he saw a button on the front, under the display. He pushed it and the CD tray opened. “What the fuck is this?!?” he asked, though not as politely. “None of us said anything,” Schiller recalled, “because he obviously knew what a CD tray was.” So Jobs continued to rail. It was supposed to have a clean CD slot, he insisted, referring to the elegant slot drives that were already to be found in upscale cars. “Steve, this is exactly the drive I showed you when we talked about the components,” Rubinstein explained. “No, there was never a tray, just a slot,” Jobs insisted. Rubinstein didn’t back down. Jobs’s fury didn’t abate. “I almost started crying, because it was too late to do anything about it,” Jobs later recalled.

They suspended the rehearsal, and for a while it seemed as if Jobs might cancel the entire product launch. “Ruby looked at me as if to say, ‘Am I crazy?’ ” Schiller recalled. “It was my first product launch with Steve and the first time I saw his mind-set of ‘If it’s not right we’re not launching it.’ ” Finally, they agreed to replace the tray with a slot drive for the next version of the iMac. “I’m only going to go ahead with the launch if you promise we’re going to go to slot mode as soon as possible,” Jobs said tearfully.[Vi]

There was also a problem with the video he planned to show. In it, Jony Ive is shown describing his design thinking and asking, “What computer would the Jetsons have had? It was like, the future yesterday.” At that moment there was a two-second snippet from the cartoon show, showing Jane Jetson looking at a video screen, followed by another two-second clip of the Jetsons giggling by a Christmas tree. At a rehearsal a production assistant told Jobs they would have to remove the clips because Hanna-Barbera had not given permission to use them. “Keep it in,” Jobs barked at him. The assistant explained that there were rules against that. “I don’t care,” Jobs said. “We’re using it.” The clip stayed in.

Lee Clow was preparing a series of colorful magazine ads, and when he sent Jobs the page proofs he got an outraged phone call in response. The blue in the ad, Jobs insisted, was different from that of the iMac. “You guys don’t know what you’re doing!” Jobs shouted. “I’m going to get someone else to do the ads, because this is fucked up.” Clow argued back. Compare them, he said. Jobs, who was not in the office, insisted he was right and continued to shout. Eventually Clow got him to sit down with the original photographs. “I finally proved to him that the blue was the blue was the blue.”[Vi]

Years later, on a Steve Jobs discussion board on the website Gawker, the following tale appeared from someone who had worked at the Whole Foods store in Palo Alto a few blocks from Jobs’s home: “I was shagging carts one afternoon when I saw this silver Mercedes parked in a handicapped spot. Steve Jobs was inside screaming at his car phone. This was right before the first iMac was unveiled and I’m pretty sure I could make out, ‘Not. Fucking. Blue. Enough!!!’ ”

As always, Jobs was compulsive in preparing for the dramatic unveiling. Having stopped one rehearsal because he was angry about the CD drive tray, he stretched out the other rehearsals to make sure the show would be stellar. He repeatedly went over the climactic moment when he would walk across the stage and proclaim, “Say hello to the new iMac.” He wanted the lighting to be perfect so that the translucence of the new machine would be vivid. But after a few run-throughs he was still unsatisfied, an echo of his obsession with stage lighting that Sculley had witnessed at the rehearsals for the original 1984 Macintosh launch. He ordered the lights to be brighter and come on earlier, but that still didn’t please him. So he jogged down the auditorium aisle and slouched into a center seat, draping his legs over the seat in front. “Let’s keep doing it till we get it right, okay?” he said. They made another attempt. “No, no,” Jobs complained. “This isn’t working at all.” The next time, the lights were bright enough, but they came on too late. “I’m getting tired of asking about this,” Jobs growled. Finally, the iMac shone just right. “Oh! Right there! That’s great!” Jobs yelled.[Vi]

A year earlier Jobs had ousted Mike Markkula, his early mentor and partner, from the board. But he was so proud of what he had wrought with the new iMac, and so sentimental about its connection to the original Macintosh, that he invited Markkula to Cupertino for a private preview. Markkula was impressed. His only objection was to the new mouse that Ive had designed. It looked like a hockey puck, Markkula said, and people would hate it. Jobs disagreed, but Markkula was right. Otherwise the machine had turned out to be, as had its predecessor, insanely great.[Vi]

The Launch, May 6, 1998

With the launch of the original Macintosh in 1984, Jobs had created a new kind of theater: the product debut as an epochal event, climaxed by a let-there-be-light moment in which the skies part, a light shines down, the angels sing, and a chorus of the chosen faithful sings “Hallelujah.” For the grand unveiling of the product that he hoped would save Apple and again transform personal computing, Jobs symbolically chose the Flint Auditorium of De Anza Community College in Cupertino, the same venue he had used in 1984. He would be pulling out all the stops in order to dispel doubts, rally the troops, enlist support in the developers’ community, and jump-start the marketing of the new machine. But he was also doing it because he enjoyed playing impresario. Putting on a great show piqued his passions in the same way as putting out a great product.[Vi]

Displaying his sentimental side, he began with a graceful shout-out to three people he had invited to be up front in the audience. He had become estranged from all of them, but now he wanted them rejoined. “I started the company with Steve Wozniak in my parents’ garage, and Steve is here today,” he said, pointing him out and prompting applause. “We were joined by Mike Markkula and soon after that our first president, Mike Scott,” he continued. “Both of those folks are in the audience today. And none of us would be here without these three guys.” His eyes misted for a moment as the applause again built. Also in the audience were Andy Hertzfeld and most of the original Mac team. Jobs gave them a smile. He believed he was about to do them proud.

After showing the grid of Apple’s new product strategy and going through some slides about the new computer’s performance, he was ready to unveil his new baby. “This is what computers look like today,” he said as a picture of a beige set of boxy components and monitor was projected on the big screen behind him. “And I’d like to take the privilege of showing you what they are going to look like from today on.” He pulled the cloth from the table at center stage to reveal the new iMac, which gleamed and sparkled as the lights came up on cue. He pressed the mouse, and as at the launch of the original Macintosh, the screen flashed with fast-paced images of all the wondrous things the computer could do.[Vi]

At the end, the word “hello” appeared in the same playful script that had adorned the 1984 Macintosh, this time with the word “again” below it in parentheses: Hello (again). There was thunderous applause. Jobs stood back and proudly gazed at his new Macintosh. “It looks like it’s from another planet,” he said, as the audience laughed. “A good planet. A planet with better designers.”

Once again Jobs had produced an iconic new product, this one a harbinger of a new millennium. It fulfilled the promise of “Think Different.” Instead of beige boxes and monitors with a welter of cables and a bulky setup manual, here was a friendly and spunky appliance, smooth to the touch and as pleasing to the eye as a robin’s egg. You could grab its cute little handle and lift it out of the elegant white box and plug it right into a wall socket. People who had been afraid of computers now wanted one, and they wanted to put it in a room where others could admire and perhaps covet it. “A piece of hardware that blends sci-fi shimmer with the kitsch whimsy of a cocktail umbrella,” Steven Levy wrote in Newsweek, “it is not only the coolest-looking computer introduced in years, but a chest-thumping statement that Silicon Valley’s original dream company is no longer somnambulant.” Forbes called it “an industry-altering success,” and John Sculley later came out of exile to gush, “He has implemented the same simple strategy that made Apple so successful 15 years ago: make hit products and promote them with terrific marketing.”[Vi]

Carping was heard from only one familiar corner. As the iMac garnered kudos, Bill Gates assured a gathering of financial analysts visiting Microsoft that this would be a passing fad. “The one thing Apple’s providing now is leadership in colors,” Gates said as he pointed to a Windows-based PC that he jokingly had painted red. “It won’t take long for us to catch up with that, I don’t think.” Jobs was furious, and he told a reporter that Gates, the man he had publicly decried for being completely devoid of taste, was clueless about what made the iMac so much more appealing than other computers. “The thing that our competitors are missing is that they think it’s about fashion, and they think it’s about surface appearance,” he said. “They say, We’ll slap a little color on this piece of junk computer, and we’ll have one, too.”

The iMac went on sale in August 1998 for $1,299. It sold 278,000 units in its first six weeks, and would sell 800,000 by the end of the year, making it the fastest-selling computer in Apple history. Most notably, 32% of the sales went to people who were buying a computer for the first time, and another 12% to people who had been using Windows machines.[Vi]

Ive soon came up with four new juicy-looking colors, in addition to bondi blue, for the iMacs. Offering the same computer in five colors would of course create huge challenges for manufacturing, inventory, and distribution. At most companies, including even the old Apple, there would have been studies and meetings to look at the costs and benefits. But when Jobs looked at the new colors, he got totally psyched and summoned other executives over to the design studio. “We’re going to do all sorts of colors!” he told them excitedly. When they left, Ive looked at his team in amazement. “In most places that decision would have taken months,” Ive recalled. “Steve did it in a half hour.”

There was one other important refinement that Jobs wanted for the iMac: getting rid of that detested CD tray. “I’d seen a slot-load drive on a very high-end Sony stereo,” he said, “so I went to the drive manufacturers and got them to do a slot-load drive for us for the version of the iMac we did nine months later.” Rubinstein tried to argue him out of the change. He predicted that new drives would come along that could burn music onto CDs rather than merely play them, and they would be available in tray form before they were made to work in slots. “If you go to slots, you will always be behind on the technology,” Rubinstein argued.[Vi]

“I don’t care, that’s what I want,” Jobs snapped back. They were having lunch at a sushi bar in San Francisco, and Jobs insisted that they continue the conversation over a walk. “I want you to do the slot-load drive for me as a personal favor,” Jobs asked. Rubinstein agreed, of course, but he turned out to be right. Panasonic came out with a CD drive that could rip and burn music, and it was available first for computers that had old-fashioned tray loaders. The effects of this would ripple over the next few years: It would cause Apple to be slow in catering to users who wanted to rip and burn their own music, but that would then force Apple to be imaginative and bold in finding a way to leapfrog over its competitors when Jobs finally realized that he had to get into the music market.[Vi]

—ooOoo—

CHAPTER TWENTY-EIGHT

CEO

Still Crazy after All These Years

Tim Cook and Jobs, 2007

Tim Cook

When Steve Jobs returned to Apple and produced the “Think Different” ads and the iMac in his first year, it confirmed what most people already knew: that he could be creative and a visionary. He had shown that during his first round at Apple. What was less clear was whether he could run a company. He had definitely not shown that during his first round.

Jobs threw himself into the task with a detail-oriented realism that astonished those who were used to his fantasy that the rules of this universe need not apply to him. “He became a manager, which is different from being an executive or visionary, and that pleasantly surprised me,” recalled Ed Woolard, the board chair who lured him back.

His management mantra was “Focus.” He eliminated excess product lines and cut extraneous features in the new operating system software that Apple was developing. He let go of his control-freak desire to manufacture products in his own factories and instead outsourced the making of everything from the circuit boards to the finished computers. And he enforced on Apple’s suppliers a rigorous discipline. When he took over, Apple had more than two months’ worth of inventory sitting in warehouses, more than any other tech company. Like eggs and milk, computers have a short shelf life, so this amounted to at least a $500 million hit to profits. By early 1998 he had halved that to a month.[Vi]

Jobs’s successes came at a cost, since velvety diplomacy was still not part of his repertoire. When he decided that a division of Airborne Express wasn’t delivering spare parts quickly enough, he ordered an Apple manager to break the contract. When the manager protested that doing so could lead to a lawsuit, Jobs replied, “Just tell them if they fuck with us, they’ll never get another fucking dime from this company, ever.” The manager quit, there was a lawsuit, and it took a year to resolve. “My stock options would be worth $10 million had I stayed,” the manager said, “but I knew I couldn’t have stood it—and he’d have fired me anyway.” The new distributor was ordered to cut inventory 75%, and did. “Under Steve Jobs, there’s zero tolerance for not performing,” its CEO said. At another point, when VLSI Technology was having trouble delivering enough chips on time, Jobs stormed into a meeting and started shouting that they were “fucking dickless assholes.” The company ended up getting the chips to Apple on time, and its executives made jackets that boasted on the back, “Team FDA.”[Vi]

After three months of working under Jobs, Apple’s head of operations decided he could not bear the pressure, and he quit. For almost a year Jobs ran operations himself, because all the prospects he interviewed “seemed like they were old-wave manufacturing people,” he recalled. He wanted someone who could build just-in-time factories and supply chains, as Michael Dell had done. Then, in 1998, he met Tim Cook, a courtly thirty-seven-year-old procurement and supply chain manager at Compaq Computers, who not only would become his operations manager but would grow into an indispensable backstage partner in running Apple. As Jobs recalled:

Tim Cook came out of procurement, which is just the right background for what we needed. I realized that he and I saw things exactly the same way. I had visited a lot of just-in-time factories in Japan, and I’d built one for the Mac and at NeXT. I knew what I wanted, and I met Tim, and he wanted the same thing. So we started to work together, and before long I trusted him to know exactly what to do. He had the same vision I did, and we could interact at a high strategic level, and I could just forget about a lot of things unless he came and pinged me.[Vi]

Cook, the son of a shipyard worker, was raised in Robertsdale, Alabama, a small town between Mobile and Pensacola a half hour from the Gulf Coast. He majored in industrial engineering at Auburn, got a business degree at Duke, and for the next twelve years worked for IBM in the Research Triangle of North Carolina. When Jobs interviewed him, he had recently taken a job at Compaq. He had always been a very logical engineer, and Compaq then seemed a more sensible career option, but he was snared by Jobs’s aura. “Five minutes into my initial interview with Steve, I wanted to throw caution and logic to the wind and join Apple,” he later said. “My intuition told me that joining Apple would be a once-in-a-lifetime opportunity to work for a creative genius.” And so he did. “Engineers are taught to make a decision analytically, but there are times when relying on gut or intuition is most indispensable.”[Vi]

At Apple his role became implementing Jobs’s intuition, which he accomplished with a quiet diligence. Never married, he threw himself into his work. He was up most days at 4:30 sending emails, then spent an hour at the gym, and was at his desk shortly after 6. He scheduled Sunday evening conference calls to prepare for each week ahead. In a company that was led by a CEO prone to tantrums and withering blasts, Cook commanded situations with a calm demeanor, a soothing Alabama accent, and silent stares. “Though he’s capable of mirth, Cook’s default facial expression is a frown, and his humor is of the dry variety,” Adam Lashinsky wrote in Fortune. “In meetings he’s known for long, uncomfortable pauses, when all you hear is the sound of his tearing the wrapper off the energy bars he constantly eats.”

At a meeting early in his tenure, Cook was told of a problem with one of Apple’s Chinese suppliers. “This is really bad,” he said. “Someone should be in China driving this.” Thirty minutes later he looked at an operations executive sitting at the table and unemotionally asked, “Why are you still here?” The executive stood up, drove directly to the San Francisco airport, and bought a ticket to China. He became one of Cook’s top deputies.

Cook reduced the number of Apple’s key suppliers from a hundred to twenty-four, forced them to cut better deals to keep the business, convinced many to locate next to Apple’s plants, and closed ten of the company’s nineteen warehouses. By reducing the places where inventory could pile up, he reduced inventory. Jobs had cut inventory from two months’ worth of product down to one by early 1998. By September of that year, Cook had gotten it down to six days. By the following September, it was down to an amazing two days’ worth. In addition, he cut the production process for making an Apple computer from four months to two. All of this not only saved money, it also allowed each new computer to have the very latest components available.[Vi]

Mock Turtlenecks and Teamwork

On a trip to Japan in the early 1980s, Jobs asked Sony’s chairman, Akio Morita, why everyone in his company’s factories wore uniforms. “He looked very ashamed and told me that after the war, no one had any clothes, and companies like Sony had to give their workers something to wear each day,” Jobs recalled. Over the years the uniforms developed their own signature style, especially at companies such as Sony, and it became a way of bonding workers to the company. “I decided that I wanted that type of bonding for Apple,” Jobs recalled.

Sony, with its appreciation for style, had gotten the famous designer Issey Miyake to create one of its uniforms. It was a jacket made of ripstop nylon with sleeves that could unzip to make it a vest. “So I called Issey and asked him to design a vest for Apple,” Jobs recalled. “I came back with some samples and told everyone it would be great if we would all wear these vests. Oh man, did I get booed off the stage. Everybody hated the idea.”

In the process, however, he became friends with Miyake and would visit him regularly. He also came to like the idea of having a uniform for himself, because of both its daily convenience (the rationale he claimed) and its ability to convey a signature style. “So I asked Issey to make me some of his black turtlenecks that I liked, and he made me like a hundred of them.” Jobs noticed my surprise when he told this story, so he gestured to them stacked up in the closet. “That’s what I wear,” he said. “I have enough to last for the rest of my life.”[Vi]

Despite his autocratic nature—he never worshipped at the altar of consensus—Jobs worked hard to foster a culture of collaboration at Apple. Many companies pride themselves on having few meetings. Jobs had many: an executive staff session every Monday, a marketing strategy session all Wednesday afternoon, and endless product review sessions. Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments.

Because he believed that Apple’s great advantage was its integration of the whole widget—from design to hardware to software to content—he wanted all departments at the company to work together in parallel. The phrases he used were “deep collaboration” and “concurrent engineering.” Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. “Our method was to develop integrated products, and that meant our process had to be integrated and collaborative,” Jobs said.

This approach also applied to key hires. He would have candidates meet the top leaders—Cook, Tevanian, Schiller, Rubinstein, Ive—rather than just the managers of the department where they wanted to work. “Then we all get together without the person and talk about whether they’ll fit in,” Jobs said. His goal was to be vigilant against “the bozo explosion” that leads to a company’s being larded with second-rate talent:[Vi]

For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn’t get along, they’d hate working with each other. But I realized that A players like to work with A players, they just didn’t like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that’s what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they’re going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn’t nearly as good as he was, but that’s what I aspired to do.[Vi]

The process could be intimidating, but Jobs had an eye for talent. When they were looking for people to design the graphical interface for Apple’s new operating system, Jobs got an email from a young man and invited him in. The applicant was nervous, and the meeting did not go well. Later that day Jobs bumped into him, dejected, sitting in the lobby. The guy asked if he could just show him one of his ideas, so Jobs looked over his shoulder and saw a little demo, using Adobe Director, of a way to fit more icons in the dock at the bottom of a screen. When the guy moved the cursor over the icons crammed into the dock, the cursor mimicked a magnifying glass and made each icon balloon bigger. “I said, ‘My God,’ and hired him on the spot,” Jobs recalled. The feature became a lovable part of Mac OSX, and the designer went on to design such things as inertial scrolling for multi-touch screens (the delightful feature that makes the screen keep gliding for a moment after you’ve finished swiping).

Jobs’s experiences at NeXT had matured him, but they had not mellowed him much. He still had no license plate on his Mercedes, and he still parked in the handicapped spaces next to the front door, sometimes straddling two slots. It became a running gag. Employees made signs saying, “Park Different,” and someone painted over the handicapped wheelchair symbol with a Mercedes logo.[Vi]

People were allowed, even encouraged, to challenge him, and sometimes he would respect them for it. But you had to be prepared for him to attack you, even bite your head off, as he processed your ideas. “You never win an argument with him at the time, but sometimes you eventually win,” said James Vincent, the creative young adman who worked with Lee Clow. “You propose something and he declares, ‘That’s a stupid idea,’ and later he comes back and says, ‘Here’s what we’re going to do.’ And you want to say, ‘That’s what I told you two weeks ago and you said that’s a stupid idea.’ But you can’t do that. Instead you say, ‘That’s a great idea, let’s do that.’ ”

People also had to put up with Jobs’s occasional irrational or incorrect assertions. To both family and colleagues, he was apt to declare, with great conviction, some scientific or historical fact that had scant relationship to reality. “There can be something he knows absolutely nothing about, and because of his crazy style and utter conviction, he can convince people that he knows what he’s talking about,” said Ive, who described the trait as weirdly endearing. Yet with his eye for detail, Jobs sometimes correctly pounced on tiny things others had missed. Lee Clow recalled showing Jobs a cut of a commercial, making some minor changes he requested, and then being assaulted with a tirade about how the ad had been completely destroyed. “He discovered we had cut two extra frames, something so fleeting it was nearly impossible to notice,” said Clow. “But he wanted to be sure that an image hit at the exact moment as a beat of the music, and he was totally right.”[Vi]

From iCEO to CEO

Ed Woolard, his mentor on the Apple board, pressed Jobs for more than two years to drop the interim in front of his CEO title. Not only was Jobs refusing to commit himself, but he was baffling everyone by taking only $1 a year in pay and no stock options. “I make 50 cents for showing up,” he liked to joke, “and the other 50 cents is based on performance.” Since his return in July 1997, Apple stock had gone from just under $14 to just over $102 at the peak of the Internet bubble at the beginning of 2000. Woolard had begged him to take at least a modest stock grant back in 1997, but Jobs had declined, saying, “I don’t want the people I work with at Apple to think I am coming back to get rich.” Had he accepted that modest grant, it would have been worth $400 million. Instead he made $2.50 during that period.

The main reason he clung to his interim designation was a sense of uncertainty about Apple’s future. But as 2000 approached, it was clear that Apple had rebounded, and it was because of him. He took a long walk with Laurene and discussed what to most people by now seemed a formality but to him was still a big deal. If he dropped the interim designation, Apple could be the base for all the things he envisioned, including the possibility of getting Apple into products beyond computers. He decided to do so.[Vi]

Woolard was thrilled, and he suggested that the board was willing to give him a massive stock grant. “Let me be straight with you,” Jobs replied. “What I’d rather have is an airplane. We just had a third kid. I don’t like flying commercial. I like to take my family to Hawaii. When I go east, I’d like to have pilots I know.” He was never the type of person who could display grace and patience in a commercial airplane or terminal, even before the days of the TSA. Board member Larry Ellison, whose plane Jobs sometimes used (Apple paid $102,000 to Ellison in 1999 for Jobs’s use of it), had no qualms. “Given what he’s accomplished, we should give him five airplanes!” Ellison argued. He later said, “It was the perfect thank-you gift for Steve, who had saved Apple and gotten nothing in return.”

So Woolard happily granted Jobs’s wish, with a Gulfstream V, and also offered him fourteen million stock options. Jobs gave an unexpected response. He wanted more: twenty million options. Woolard was baffled and upset. The board had authority from the stockholders to give out only fourteen million. “You said you didn’t want any, and we gave you a plane, which you did want,” Woolard said.[Vi]

“I hadn’t been insisting on options before,” Jobs replied, “but you suggested it could be up to 5% of the company in options, and that’s what I now want.” It was an awkward tiff in what should have been a celebratory period. In the end, a complex solution was worked out that granted him ten million shares in January 2000 that were valued at the current price but timed to vest as if granted in 1997, plus another grant due in 2001. Making matters worse, the stock fell with the burst of the Internet bubble. Jobs never exercised the options, and at the end of 2001 he asked that they be replaced by a new grant with a lower strike price. The wrestling over options would come back to haunt the company.

Even if he didn’t profit from the options, at least he got to enjoy the airplane. Not surprisingly he fretted over how the interior would be designed. It took him more than a year. He used Ellison’s plane as a starting point and hired his designer. Pretty soon he was driving her crazy. For example, Ellison’s had a door between cabins with an open button and a close button. Jobs insisted that his have a single button that toggled. He didn’t like the polished stainless steel of the buttons, so he had them replaced with brushed metal ones. But in the end he got the plane he wanted, and he loved it. “I look at his airplane and mine, and everything he changed was better,” said Ellison.[Vi]

• • •

At the January 2000 Macworld in San Francisco, Jobs rolled out the new Macintosh operating system, OSX, which used some of the software that Apple had bought from NeXT three years earlier. It was fitting, and not entirely coincidental, that he was willing to incorporate himself back at Apple at the same moment as the NeXT OS was incorporated into Apple’s. Avie Tevanian had taken the UNIX-related Mach kernel of the NeXT operating system and turned it into the Mac OS kernel, known as Darwin. It offered protected memory, advanced networking, and preemptive multitasking. It was precisely what the Macintosh needed, and it would be the foundation of the Mac OS henceforth. Some critics, including Bill Gates, noted that Apple ended up not adopting the entire NeXT operating system. There’s some truth to that, because Apple decided not to leap into a completely new system but instead to evolve the existing one. Application software written for the old Macintosh system was generally compatible with or easy to port to the new one, and a Mac user who upgraded would notice a lot of new features but not a whole new interface.[Vi]

The fans at Macworld received the news with enthusiasm, of course, and they especially cheered when Jobs showed off the dock and how the icons in it could be magnified by passing the cursor over them. But the biggest applause came for the announcement he reserved for his “Oh, and one more thing” coda. He spoke about his duties at both Pixar and Apple, and said that he had become comfortable that the situation could work. “So I am pleased to announce today that I’m going to drop the interim title,” he said with a big smile. The crowd jumped to its feet, screaming as if the Beatles had reunited. Jobs bit his lip, adjusted his wire rims, and put on a graceful show of humility. “You guys are making me feel funny now. I get to come to work every day and work with the most talented people on the planet, at Apple and Pixar. But these jobs are team sports. I accept your thanks on behalf of everybody at Apple.”[Vi]

—ooOoo—

CHAPTER TWENTY-NINE

APPLE STORES

Genius Bars and Siena Sandstone

New York’s Fifth Avenue store

The Customer Experience

Jobs hated to cede control of anything, especially when it might affect the customer experience. But he faced a problem. There was one part of the process he didn’t control: the experience of buying an Apple product in a store.

The days of the Byte Shop were over. Industry sales were shifting from local computer specialty shops to megachains and big box stores, where most clerks had neither the knowledge nor the incentive to explain the distinctive nature of Apple products. “All that the salesman cared about was a $50 spiff,” Jobs said. Other computers were pretty generic, but Apple’s had innovative features and a higher price tag. He didn’t want an iMac to sit on a shelf between a Dell and a Compaq while an uninformed clerk recited the specs of each. “Unless we could find ways to get our message to customers at the store, we were screwed.”[Vi]

In great secrecy, Jobs began in late 1999 to interview executives who might be able to develop a string of Apple retail stores. One of the candidates had a passion for design and the boyish enthusiasm of a natural-born retailer: Ron Johnson, the vice president for merchandising at Target, who was responsible for launching distinctive-looking products, such as a teakettle designed by Michael Graves. “Steve is very easy to talk to,” said Johnson in recalling their first meeting. “All of a sudden there’s a torn pair of jeans and turtleneck, and he’s off and running about why he needed great stores. If Apple is going to succeed, he told me, we’re going to win on innovation. And you can’t win on innovation unless you have a way to communicate to customers.”

When Johnson came back in January 2000 to be interviewed again, Jobs suggested that they take a walk. They went to the sprawling 140-store Stanford Shopping Mall at 8:30 a.m. The stores weren’t open yet, so they walked up and down the entire mall repeatedly and discussed how it was organized, what role the big department stores played relative to the other stores, and why certain specialty shops were successful.

They were still walking and talking when the stores opened at 10, and they went into Eddie Bauer. It had an entrance off the mall and another off the parking lot. Jobs decided that Apple stores should have only one entrance, which would make it easier to control the experience. And the Eddie Bauer store, they agreed, was too long and narrow. It was important that customers intuitively grasp the layout of a store as soon as they entered.[Vi]

There were no tech stores in the mall, and Johnson explained why: The conventional wisdom was that a consumer, when making a major and infrequent purchase such as a computer, would be willing to drive to a less convenient location, where the rent would be cheaper. Jobs disagreed. Apple stores should be in malls and on Main Streets—in areas with a lot of foot traffic, no matter how expensive. “We may not be able to get them to drive ten miles to check out our products, but we can get them to walk ten feet,” he said. The Windows users, in particular, had to be ambushed: “If they’re passing by, they will drop in out of curiosity, if we make it inviting enough, and once we get a chance to show them what we have, we will win.”

Johnson said that the size of a store signaled the importance of the brand. “Is Apple as big of a brand as the Gap?” he asked. Jobs said it was much bigger. Johnson replied that its stores should therefore be bigger. “Otherwise you won’t be relevant.” Jobs described Mike Markkula’s maxim that a good company must “impute”—it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company’s stores. “The store will become the most powerful physical expression of the brand,” he predicted.[Vi]

He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. “Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph’s ideals,” Johnson said. “Mickey Drexler did that with the Gap. You couldn’t think of a Gap product without thinking of the great Gap store with the clean space and wood floors and white walls and folded merchandise.”

When they finished, they drove to Apple and sat in a conference room playing with the company’s products. There weren’t many, not enough to fill the shelves of a conventional store, but that was an advantage. The type of store they would build, they decided, would benefit from having few products. It would be minimalist and airy and offer a lot of places for people to try out things. “Most people don’t know Apple products,” Johnson said. “They think of Apple as a cult. You want to move from a cult to something cool, and having an awesome store where people can try things will help that.” The stores would impute the ethos of Apple products: playful, easy, creative, and on the bright side of the line between hip and intimidating.[Vi]

The Prototype

When Jobs finally presented the idea, the board was not thrilled. Gateway Computers was going down in flames after opening suburban stores, and Jobs’s argument that his would do better because they would be in more expensive locations was not, on its face, reassuring. “Think different” and “Here’s to the crazy ones” made for good advertising slogans, but the board was hesitant to make them guidelines for corporate strategy. “I’m scratching my head and thinking this is crazy,” recalled Art Levinson, the CEO of Genentech who joined the Apple board in 2000. “We are a small company, a marginal player. I said that I’m not sure I can support something like this.” Ed Woolard was also dubious. “Gateway has tried this and failed, while Dell is selling direct to consumers without stores and succeeding,” he argued. Jobs was not appreciative of too much pushback from the board. The last time that happened, he had replaced most of the members. This time, for personal reasons as well as being tired of playing tug-of-war with Jobs, Woolard decided to step down. But before he did, the board approved a trial run of four Apple stores.[Vi]

Jobs did have one supporter on the board. In 1999 he had recruited the Bronx-born retailing prince Millard “Mickey” Drexler, who as CEO of Gap had transformed a sleepy chain into an icon of American casual culture. He was one of the few people in the world who were as successful and savvy as Jobs on matters of design, image, and consumer yearnings. In addition, he had insisted on end-to-end control: Gap stores sold only Gap products, and Gap products were sold almost exclusively in Gap stores. “I left the department store business because I couldn’t stand not controlling my own product, from how it’s manufactured to how it’s sold,” Drexler said. “Steve is just that way, which is why I think he recruited me.”

Drexler gave Jobs a piece of advice: Secretly build a prototype of the store near the Apple campus, furnish it completely, and then hang out there until you feel comfortable with it. So Johnson and Jobs rented a vacant warehouse in Cupertino. Every Tuesday for six months, they convened an all-morning brainstorming session there, refining their retailing philosophy as they walked the space. It was the store equivalent of Ive’s design studio, a haven where Jobs, with his visual approach, could come up with innovations by touching and seeing the options as they evolved. “I loved to wander over there on my own, just checking it out,” Jobs recalled.[Vi]

Sometimes he made Drexler, Larry Ellison, and other trusted friends come look. “On too many weekends, when he wasn’t making me watch new scenes from Toy Story, he made me go to the warehouse and look at the mockups for the store,” Ellison said. “He was obsessed by every detail of the aesthetic and the service experience. It got to the point where I said, ‘Steve I’m not coming to see you if you’re going to make me go to the store again.’ ”

Ellison’s company, Oracle, was developing software for the handheld checkout system, which avoided having a cash register counter. On each visit Jobs prodded Ellison to figure out ways to streamline the process by eliminating some unnecessary step, such as handing over the credit card or printing a receipt. “If you look at the stores and the products, you will see Steve’s obsession with beauty as simplicity—this Bauhaus aesthetic and wonderful minimalism, which goes all the way to the checkout process in the stores,” said Ellison. “It means the absolute minimum number of steps. Steve gave us the exact, explicit recipe for how he wanted the checkout to work.”

When Drexler came to see the prototype, he had some criticisms: “I thought the space was too chopped up and not clean enough. There were too many distracting architectural features and colors.” He emphasized that a customer should be able to walk into a retail space and, with one sweep of the eye, understand the flow. Jobs agreed that simplicity and lack of distractions were keys to a great store, as they were to a product. “After that, he nailed it,” said Drexler. “The vision he had was complete control of the entire experience of his product, from how it was designed and made to how it was sold.”[Vi]

In October 2000, near what he thought was the end of the process, Johnson woke up in the middle of a night before one of the Tuesday meetings with a painful thought: They had gotten something fundamentally wrong. They were organizing the store around each of Apple’s main product lines, with areas for the PowerMac, iMac, iBook, and PowerBook. But Jobs had begun developing a new concept: the computer as a hub for all your digital activity. In other words, your computer might handle video and pictures from your cameras, and perhaps someday your music player and songs, or your books and magazines. Johnson’s predawn brainstorm was that the stores should organize displays not just around the company’s four lines of computers, but also around things people might want to do. “For example, I thought there should be a movie bay where we’d have various Macs and PowerBooks running iMovie and showing how you can import from your video camera and edit.”

Johnson arrived at Jobs’s office early that Tuesday and told him about his sudden insight that they needed to reconfigure the stores. He had heard tales of his boss’s intemperate tongue, but he had not yet felt its lash—until now. Jobs erupted. “Do you know what a big change this is?” he yelled. “I’ve worked my ass off on this store for six months, and now you want to change everything!” Jobs suddenly got quiet. “I’m tired. I don’t know if I can design another store from scratch.”[Vi]

Johnson was speechless, and Jobs made sure he remained so. On the ride to the prototype store, where people had gathered for the Tuesday meeting, he told Johnson not to say a word, either to him or to the other members of the team. So the seven-minute drive proceeded in silence. When they arrived, Jobs had finished processing the information. “I knew Ron was right,” he recalled. So to Johnson’s surprise, Jobs opened the meeting by saying, “Ron thinks we’ve got it all wrong. He thinks it should be organized not around products but instead around what people do.” There was a pause, then Jobs continued. “And you know, he’s right.” He said they would redo the layout, even though it would likely delay the planned January rollout by three or four months. “We’ve only got one chance to get it right.”

Jobs liked to tell the story—and he did so to his team that day—about how everything that he had done correctly had required a moment when he hit the rewind button. In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. “If something isn’t right, you can’t just ignore it and say you’ll fix it later,” he said. “That’s what other companies do.”[Vi]

When the revised prototype was finally completed in January 2001, Jobs allowed the board to see it for the first time. He explained the theories behind the design by sketching on a whiteboard; then he loaded board members into a van for the two-mile trip. When they saw what Jobs and Johnson had built, they unanimously approved going ahead. It would, the board agreed, take the relationship between retailing and brand image to a new level. It would also ensure that consumers did not see Apple computers as merely a commodity product like Dell or Compaq.

Most outside experts disagreed. “Maybe it’s time Steve Jobs stopped thinking quite so differently,” Business Week wrote in a story headlined “Sorry Steve, Here’s Why Apple Stores Won’t Work.” Apple’s former chief financial officer, Joseph Graziano, was quoted as saying, “Apple’s problem is it still believes the way to grow is serving caviar in a world that seems pretty content with cheese and crackers.” And the retail consultant David Goldstein declared, “I give them two years before they’re turning out the lights on a very painful and expensive mistake.”[Vi]

Wood, Stone, Steel, Glass

On May 19, 2001, the first Apple store opened in Tyson’s Corner, Virginia, with gleaming white counters, bleached wood floors, and a huge “Think Different” poster of John and Yoko in bed. The skeptics were wrong. Gateway stores had been averaging 250 visitors a week. By 2004 Apple stores were averaging 5,400 per week. That year the stores had $1.2 billion in revenue, setting a record in the retail industry for reaching the billion-dollar milestone. Sales in each store were tabulated every four minutes by Ellison’s software, giving instant information on how to integrate manufacturing, supply, and sales channels.

As the stores flourished, Jobs stayed involved in every aspect. Lee Clow recalled, “In one of our marketing meetings just as the stores were opening, Steve made us spend a half hour deciding what hue of gray the restroom signs should be.” The architectural firm of Bohlin Cywinski Jackson designed the signature stores, but Jobs made all of the major decisions.

Jobs particularly focused on the staircases, which echoed the one he had built at NeXT. When he visited a store as it was being constructed, he invariably suggested changes to the staircase. His name is listed as the lead inventor on two patent applications on the staircases, one for the see-through look that features all-glass treads and glass supports melded together with titanium, the other for the engineering system that uses a monolithic unit of glass containing multiple glass sheets laminated together for supporting loads.[Vi]

In 1985, as he was being ousted from his first tour at Apple, he had visited Italy and been impressed by the gray stone of Florence’s sidewalks. In 2002, when he came to the conclusion that the light wood floors in the stores were beginning to look somewhat pedestrian—a concern that it’s hard to imagine bedeviling someone like Microsoft CEO Steve Ballmer—Jobs wanted to use that stone instead. Some of his colleagues pushed to replicate the color and texture using concrete, which would have been ten times cheaper, but Jobs insisted that it had to be authentic. The gray-blue Pietra Serena sandstone, which has a fine-grained texture, comes from a family-owned quarry, Il Casone, in Firenzuola outside of Florence. “We select only 3% of what comes out of the mountain, because it has to have the right shading and veining and purity,” said Johnson. “Steve felt very strongly that we had to get the color right and it had to be a material with high integrity.” So designers in Florence picked out just the right quarried stone, oversaw cutting it into the proper tiles, and made sure each tile was marked with a sticker to ensure that it was laid out next to its companion tiles. “Knowing that it’s the same stone that Florence uses for its sidewalks assures you that it can stand the test of time,” said Johnson.[Vi]

Another notable feature of the stores was the Genius Bar. Johnson came up with the idea on a two-day retreat with his team. He had asked them all to describe the best service they’d ever enjoyed. Almost everyone mentioned some nice experience at a Four Seasons or Ritz-Carlton hotel. So Johnson sent his first five store managers through the Ritz-Carlton training program and came up with the idea of replicating something between a concierge desk and a bar. “What if we staffed the bar with the smartest Mac people,” he said to Jobs. “We could call it the Genius Bar.”

Jobs called the idea crazy. He even objected to the name. “You can’t call them geniuses,” he said. “They’re geeks. They don’t have the people skills to deliver on something called the genius bar.” Johnson thought he had lost, but the next day he ran into Apple’s general counsel, who said, “By the way, Steve just told me to trademark the name ‘genius bar.’ ”

Many of Jobs’s passions came together for Manhattan’s Fifth Avenue store, which opened in 2006: a cube, a signature staircase, glass, and making a maximum statement through minimalism. “It was really Steve’s store,” said Johnson. Open 24/7, it vindicated the strategy of finding signature high-traffic locations by attracting fifty thousand visitors a week during its first year. (Remember Gateway’s draw: 250 visitors a week.) “This store grosses more per square foot than any store in the world,” Jobs proudly noted in 2010. “It also grosses more in total—absolute dollars, not just per square foot—than any store in New York. That includes Saks and Bloomingdale’s.”[Vi]

Jobs was able to drum up excitement for store openings with the same flair he used for product releases. People began to travel to store openings and spend the night outside so they could be among the first in. “My then 14-year-old son suggested my first overnighter at Palo Alto, and the experience turned into an interesting social event,” wrote Gary Allen, who started a website that caters to Apple store fans. “He and I have done several overnighters, including five in other countries, and have met so many great people.”

In July 2011, a decade after the first ones opened, there were 326 Apple stores. The biggest was in London’s Covent Garden, the tallest in Tokyo’s Ginza. The average annual revenue per store was $34 million, and the total net sales in fiscal 2010 were $9.8 billion. But the stores did even more. They directly accounted for only 15% of Apple’s revenue, but by creating buzz and brand awareness they indirectly helped boost everything the company did.[Vi]

Even as he was fighting the effects of cancer in 2011, Jobs spent time envisioning future store projects, such as the one he wanted to build in New York City’s Grand Central Terminal. One afternoon he showed me a picture of the Fifth Avenue store and pointed to the eighteen pieces of glass on each side. “This was state of the art in glass technology at the time,” he said. “We had to build our own autoclaves to make the glass.” Then he pulled out a drawing in which the eighteen panes were replaced by four huge panes. That is what he wanted to do next, he said. Once again, it was a challenge at the intersection of aesthetics and technology. “If we wanted to do it with our current technology, we would have to make the cube a foot shorter,” he said. “And I didn’t want to do that. So we have to build some new autoclaves in China.”

Ron Johnson was not thrilled by the idea. He thought the eighteen panes actually looked better than four panes would. “The proportions we have today work magically with the colonnade of the GM Building,” he said. “It glitters like a jewel box. I think if we get the glass too transparent, it will almost go away to a fault.” He debated the point with Jobs, but to no avail. “When technology enables something new, he wants to take advantage of that,” said Johnson. “Plus, for Steve, less is always more, simpler is always better. Therefore, if you can build a glass box with fewer elements, it’s better, it’s simpler, and it’s at the forefront of technology. That’s where Steve likes to be, in both his products and his stores.”[Vi]

—ooOoo—

CHAPTER THIRTY

THE DIGITAL HUB

From iTunes to the iPod

The original iPod, 2001

Connecting the Dots

Once a year Jobs took 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 you could 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 loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, “What are the ten things we should be doing next?” People would fight to get their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten. Then Jobs would slash the bottom seven and announce, “We can only do three.”

By 2001 Apple had revived its personal computer offerings. It was now time to think different. A set of new possibilities topped the what-next list on his whiteboard that year.[Vi]

At the time, a pall had descended on the digital realm. The dotcom bubble had burst, and the NASDAQ had fallen more than 50% from its peak. Only three tech companies had ads during the January 2001 Super Bowl, compared to seventeen the year before. But the sense of deflation went deeper. For the twenty-five years since Jobs and Wozniak had founded Apple, the personal computer had been the centerpiece of the digital revolution. Now experts were predicting that its central role was ending. It had “matured into something boring,” wrote the Wall Street Journal’s Walt Mossberg. Jeff Weitzen, the CEO of Gateway, proclaimed, “We’re clearly migrating away from the PC as the centerpiece.”

It was at that moment that Jobs launched a new grand strategy that would transform Apple—and with it the entire technology industry. The personal computer, instead of edging toward the sidelines, would become a “digital hub” that coordinated a variety of devices, from music players to video recorders to cameras. You’d link and sync all these devices with your computer, and it would manage your music, pictures, video, text, and all aspects of what Jobs dubbed your “digital lifestyle.” Apple would no longer be just a computer company—indeed it would drop that word from its name—but the Macintosh would be reinvigorated by becoming the hub for an astounding array of new gadgets, including the iPod and iPhone and iPad.

When he was turning thirty, Jobs had used a metaphor about record albums. He was musing about why folks over thirty develop rigid thought patterns and tend to be less innovative. “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 about to get out of his groove.[Vi]

FireWire

Jobs’s vision that your computer could become your digital hub went back to a technology called FireWire, which Apple developed in the early 1990s. It was a high-speed serial port that moved digital files such as video from one device to another. Japanese camcorder makers adopted it, and Jobs decided to include it on the updated versions of the iMac that came out in October 1999. He began to see that FireWire could be part of a system that moved video from cameras onto a computer, where it could be edited and distributed.

To make this work, the iMac needed to have great video editing software. So Jobs went to his old friends at Adobe, the digital graphics company, and asked them to make a new Mac version of Adobe Premiere, which was popular on Windows computers. Adobe’s executives stunned Jobs by flatly turning him down. The Macintosh, they said, had too few users to make it worthwhile. Jobs was furious and felt betrayed. “I put Adobe on the map, and they screwed me,” he later claimed. Adobe made matters even worse when it also didn’t write its other popular programs, such as Photoshop, for the Mac OSX, even though the Macintosh was popular among designers and other creative people who used those applications.[Vi]

Jobs never forgave Adobe, and a decade later he got into a public war with the company by not permitting Adobe Flash to run on the iPad. He took away a valuable lesson that reinforced his desire for end-to-end control of all key elements of a system: “My primary insight when we were screwed by Adobe in 1999 was that we shouldn’t get into any business where we didn’t control both the hardware and the software, otherwise we’d get our head handed to us.”

So starting in 1999 Apple began to produce application software for the Mac, with a focus on people at the intersection of art and technology. These included Final Cut Pro, for editing digital video; iMovie, which was a simpler consumer version; iDVD, for burning video or music onto a disc; iPhoto, to compete with Adobe Photoshop; GarageBand, for creating and mixing music; iTunes, for managing your songs; and the iTunes Store, for buying songs.

The idea of the digital hub quickly came into focus. “I first understood this with the camcorder,” Jobs said. “Using iMovie makes your camcorder ten times more valuable.” Instead of having hundreds of hours of raw footage you would never really sit through, you could edit it on your computer, make elegant dissolves, add music, and roll credits, listing yourself as executive producer. It allowed people to be creative, to express themselves, to make something emotional. “That’s when it hit me that the personal computer was going to morph into something else.”[Vi]

Jobs had another insight: If the computer served as the hub, it would allow the portable devices to become simpler. A lot of the functions that the devices tried to do, such as editing the video or pictures, they did poorly because they had small screens and could not easily accommodate menus filled with lots of functions. Computers could handle that more easily.

And one more thing . . . What Jobs also saw was that this worked best when everything—the device, computer, software, applications, FireWire—was all tightly integrated. “I became even more of a believer in providing end-to-end solutions,” he recalled.

The beauty of this realization was that there was only one company that was well-positioned to provide such an integrated approach. Microsoft wrote software, Dell and Compaq made hardware, Sony produced a lot of digital devices, Adobe developed a lot of applications. But only Apple did all of these things. “We’re the only company that owns the whole widget—the hardware, the software and the operating system,” he explained to Time. “We can take full responsibility for the user experience. We can do things that the other guys can’t do.”[Vi]

Apple’s first integrated foray into the digital hub strategy was video. With FireWire, you could get your video onto your Mac, and with iMovie you could edit it into a masterpiece. Then what? You’d want to burn some DVDs so you and your friends could watch it on a TV. “So we spent a lot of time working with the drive manufacturers to get a consumer drive that could burn a DVD,” he said. “We were the first to ever ship that.” As usual Jobs focused on making the product as simple as possible for the user, and this was the key to its success. Mike Evangelist, who worked at Apple on software design, recalled demonstrating to Jobs an early version of the interface. After looking at a bunch of screenshots, Jobs jumped up, grabbed a marker, and drew a simple rectangle on a whiteboard. “Here’s the new application,” he said. “It’s got one window. You drag your video into the window. Then you click the button that says ‘Burn.’ That’s it. That’s what we’re going to make.” Evangelist was dumbfounded, but it led to the simplicity of what became iDVD. Jobs even helped design the “Burn” button icon.

Jobs knew digital photography was also about to explode, so Apple developed ways to make the computer the hub of your photos. But for the first year at least, he took his eye off one really big opportunity. HP and a few others were producing a drive that burned music CDs, but Jobs decreed that Apple should focus on video rather than music. In addition, his angry insistence that the iMac get rid of its tray disk drive and use instead a more elegant slot drive meant that it could not include the first CD burners, which were initially made for the tray format. “We kind of missed the boat on that,” he recalled. “So we needed to catch up real fast.”

The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind.[Vi]

iTunes

It didn’t take Jobs long to realize that music was going to be huge. By 2000 people were ripping music onto their computers from CDs, or downloading it from file-sharing services such as Napster, and burning playlists onto their own blank disks. That year the number of blank CDs sold in the United States was 320 million. There were only 281 million people in the country. That meant some people were really into burning CDs, and Apple wasn’t catering to them. “I felt like a dope,” he told Fortune. “I thought we had missed it. We had to work hard to catch up.”

Jobs added a CD burner to the iMac, but that wasn’t enough. His goal was to make it simple to transfer music from a CD, manage it on your computer, and then burn playlists. Other companies were already making music-management applications, but they were clunky and complex. One of Jobs’s talents was spotting markets that were filled with second-rate products. He looked at the music apps that were available—including Real Jukebox, Windows Media Player, and one that HP was including with its CD burner—and came to a conclusion: “They were so complicated that only a genius could figure out half of their features.”

That is when Bill Kincaid came in. A former Apple software engineer, he was driving to the Willow Springs track in California to race his Formula Ford sports car while (a bit incongruously) listening to National Public Radio. He heard a report about a portable music player called the Rio that played a digital song format called MP3. He perked up when the reporter said something like, “Don’t get excited, Mac users, because it won’t work with Macs.” Kincaid said to himself, “Ha! I can fix that!”[Vi]

To help him write a Rio manager for the Mac, he called his friends Jeff Robbin and Dave Heller, also former Apple software engineers. Their product, known as SoundJam, offered Mac users an interface for the Rio and software for managing the songs on their computer. In July 2000, when Jobs was pushing his team to come up with music-management software, Apple swooped in and bought SoundJam, bringing its founders back into the Apple fold. (All three stayed with the company, and Robbin continued to run the music software development team for the next decade. Jobs considered Robbin so valuable he once allowed a Time reporter to meet him only after extracting the promise that the reporter would not print his last name.)

Jobs personally worked with them to transform SoundJam into an Apple product. It was laden with all sorts of features, and consequently a lot of complex screens. Jobs pushed them to make it simpler and more fun. Instead of an interface that made you specify whether you were searching for an artist, song, or album, Jobs insisted on a simple box where you could type in anything you wanted. From iMovie the team adopted the sleek brushed-metal look and also a name. They dubbed it iTunes.

Jobs unveiled iTunes at the January 2001 Macworld as part of the digital hub strategy. It would be free to all Mac users, he announced. “Join the music revolution with iTunes, and make your music devices ten times more valuable,” he concluded to great applause. As his advertising slogan would later put it: Rip. Mix. Burn.

That afternoon Jobs happened to be meeting with John Markoff of the New York Times. The interview was going badly, but at the end Jobs sat down at his Mac and showed off iTunes. “It reminds me of my youth,” he said as the psychedelic patterns danced on the screen. That led him to reminisce about dropping acid. Taking LSD was one of the two or three most important things he’d done in his life, Jobs told Markoff. People who had never taken acid would never fully understand him.[Vi]

The iPod

The next step for the digital hub strategy was to make a portable music player. Jobs realized that Apple had the opportunity to design such a device in tandem with the iTunes software, allowing it to be simpler. Complex tasks could be handled on the computer, easy ones on the device. Thus was born the iPod, the device that would begin the transformation of Apple from being a computer maker into being the world’s most valuable company.

Jobs had a special passion for the project because he loved music. The music players that were already on the market, he told his colleagues, “truly sucked.” Phil Schiller, Jon Rubinstein, and the rest of the team agreed. As they were building iTunes, they spent time with the Rio and other players while merrily trashing them. “We would sit around and say, ‘These things really stink,’ ” Schiller recalled. “They held about sixteen songs, and you couldn’t figure out how to use them.”

Jobs began pushing for a portable music player in the fall of 2000, but Rubinstein responded that the necessary components were not available yet. He asked Jobs to wait. After a few months Rubinstein was able to score a suitable small LCD screen and rechargeable lithium-polymer battery. The tougher challenge was finding a disk drive that was small enough but had ample memory to make a great music player. Then, in February 2001, he took one of his regular trips to Japan to visit Apple’s suppliers.[Vi]

At the end of a routine meeting with Toshiba, the engineers mentioned a new product they had in the lab that would be ready by that June. It was a tiny, 1.8-inch drive (the size of a silver dollar) that would hold five gigabytes of storage (about a thousand songs), and they were not sure what to do with it. When the Toshiba engineers showed it to Rubinstein, he knew immediately what it could be used for. A thousand songs in his pocket! Perfect. But he kept a poker face. Jobs was also in Japan, giving the keynote speech at the Tokyo Macworld conference. They met that night at the Hotel Okura, where Jobs was staying. “I know how to do it now,” Rubinstein told him. “All I need is a $10 million check.” Jobs immediately authorized it. So Rubinstein started negotiating with Toshiba to have exclusive rights to every one of the disks it could make, and he began to look around for someone who could lead the development team.

Tony Fadell was a brash entrepreneurial programmer with a cyberpunk look and an engaging smile who had started three companies while still at the University of Michigan. He had gone to work at the handheld device maker General Magic (where he met Apple refugees Andy Hertzfeld and Bill Atkinson), and then spent some awkward time at Philips Electronics, where he bucked the staid culture with his short bleached hair and rebellious style. He had come up with some ideas for creating a better digital music player, which he had shopped around unsuccessfully to RealNetworks, Sony, and Philips.[Vi]

One day he was in Colorado, skiing with an uncle, and his cell phone rang while he was riding on the chairlift. It was Rubinstein, who told him that Apple was looking for someone who could work on a “small electronic device.” Fadell, not lacking in confidence, boasted that he was a wizard at making such devices. Rubinstein invited him to Cupertino.

Fadell assumed that he was being hired to work on a personal digital assistant, some successor to the Newton. But when he met with Rubinstein, the topic quickly turned to iTunes, which had been out for three months. “We’ve been trying to hook up the existing MP3 players to iTunes and they’ve been horrible, absolutely horrible,” Rubinstein told him. “We think we should make our own version.”

Fadell was thrilled. “I was passionate about music. I was trying to do some of that at RealNetworks, and I was pitching an MP3 player to Palm.” He agreed to come aboard, at least as a consultant. After a few weeks Rubinstein insisted that if he was to lead the team, he had to become a full-time Apple employee. But Fadell resisted; he liked his freedom. Rubinstein was furious at what he considered Fadell’s whining. “This is one of those life decisions,” he told Fadell. “You’ll never regret it.”

He decided to force Fadell’s hand. He gathered a roomful of the twenty or so people who had been assigned to the project. When Fadell walked in, Rubinstein told him, “Tony, we’re not doing this project unless you sign on full-time. Are you in or out? You have to decide right now.”[Vi]

Fadell looked Rubinstein in the eye, then turned to the audience and said, “Does this always happen at Apple, that people are put under duress to sign an offer?” He paused for a moment, said yes, and grudgingly shook Rubinstein’s hand. “It left some very unsettling feeling between Jon and me for many years,” Fadell recalled. Rubinstein agreed: “I don’t think he ever forgave me for that.”

Fadell and Rubinstein were fated to clash because they both thought that they had fathered the iPod. As Rubinstein saw it, he had been given the mission by Jobs months earlier, found the Toshiba disk drive, and figured out the screen, battery, and other key elements. He had then brought in Fadell to put it together. He and others who resented Fadell’s visibility began to refer to him as “Tony Baloney.” But from Fadell’s perspective, before he came to Apple he had already come up with plans for a great MP3 player, and he had been shopping it around to other companies before he had agreed to come to Apple. The issue of who deserved the most credit for the iPod, or should get the title Podfather, would be fought over the years in interviews, articles, web pages, and even Wikipedia entries.

But for the next few months they were too busy to bicker. Jobs wanted the iPod out by Christmas, and this meant having it ready to unveil in October. They looked around for other companies that were designing MP3 players that could serve as the foundation for Apple’s work and settled on a small company named PortalPlayer. Fadell told the team there, “This is the project that’s going to remold Apple, and ten years from now, it’s going to be a music business, not a computer business.” He convinced them to sign an exclusive deal, and his group began to modify PortalPlayer’s deficiencies, such as its complex interfaces, short battery life, and inability to make a playlist longer than ten songs.[Vi]

That’s It!

There are certain meetings that are memorable both because they mark a historic moment and because they illuminate the way a leader operates. Such was the case with the gathering in Apple’s fourth-floor conference room in April 2001, where Jobs decided on the fundamentals of the iPod. There to hear Fadell present his proposals to Jobs were Rubinstein, Schiller, Ive, Jeff Robbin, and marketing director Stan Ng. Fadell didn’t know Jobs, and he was understandably intimidated. “When he walked into the conference room, I sat up and thought, ‘Whoa, there’s Steve!’ I was really on guard, because I’d heard how brutal he could be.”

The meeting started with a presentation of the potential market and what other companies were doing. Jobs, as usual, had no patience. “He won’t pay attention to a slide deck for more than a minute,” Fadell said. When a slide showed other possible players in the market, he waved it away. “Don’t worry about Sony,” he said. “We know what we’re doing, and they don’t.” After that, they quit showing slides, and instead Jobs peppered the group with questions. Fadell took away a lesson: “Steve prefers to be in the moment, talking things through. He once told me, ‘If you need slides, it shows you don’t know what you’re talking about.’ ”

Instead Jobs liked to be shown physical objects that he could feel, inspect, and fondle. So Fadell brought three different models to the conference room; Rubinstein had coached him on how to reveal them sequentially so that his preferred choice would be the pièce de résistance. They hid the mockup of that option under a wooden bowl at the center of the table.[Vi]

Fadell began his show-and-tell by taking the various parts they were using out of a box and spreading them on the table. There were the 1.8-inch drive, LCD screen, boards, and batteries, all labeled with their cost and weight. As he displayed them, they discussed how the prices or sizes might come down over the next year or so. Some of the pieces could be put together, like Lego blocks, to show the options.

Then Fadell began unveiling his models, which were made of Styrofoam with fishing leads inserted to give them the proper weight. The first had a slot for a removable memory card for music. Jobs dismissed it as complicated. The second had dynamic RAM memory, which was cheap but would lose all of the songs if the battery ran out. Jobs was not pleased. Next Fadell put a few of the pieces together to show what a device with the 1.8-inch hard drive would be like. Jobs seemed intrigued. The show climaxed with Fadell lifting the bowl and revealing a fully assembled model of that alternative. “I was hoping to be able to play more with the Lego parts, but Steve settled right on the hard-drive option just the way we had modeled it,” Fadell recalled. He was rather stunned by the process. “I was used to being at Philips, where decisions like this would take meeting after meeting, with a lot of PowerPoint presentations and going back for more study.”[Vi]

Next it was Phil Schiller’s turn. “Can I bring out my idea now?” he asked. He left the room and returned with a handful of iPod models, all of which had the same device on the front: the soon-to-be-famous trackwheel. “I had been thinking of how you go through a playlist,” he recalled. “You can’t press a button hundreds of times. Wouldn’t it be great if you could have a wheel?” By turning the wheel with your thumb, you could scroll through songs. The longer you kept turning, the faster the scrolling got, so you could zip through hundreds easily. Jobs shouted, “That’s it!” He got Fadell and the engineers working on it.

Once the project was launched, Jobs immersed himself in it daily. His main demand was “Simplify!” He would go over each screen of the user interface and apply a rigid test: If he wanted a song or a function, he should be able to get there in three clicks. And the click should be intuitive. If he couldn’t figure out how to navigate to something, or if it took more than three clicks, he would be brutal. “There would be times when we’d rack our brains on a user interface problem, and think we’d considered every option, and he would go, ‘Did you think of this?’ ” said Fadell. “And then we’d all go, ‘Holy shit.’ He’d redefine the problem or approach, and our little problem would go away.”[Vi]

Every night Jobs would be on the phone with ideas. Fadell and the others would call each other up, discuss Jobs’s latest suggestion, and conspire on how to nudge him to where they wanted him to go, which worked about half the time. “We would have this swirling thing of Steve’s latest idea, and we would all try to stay ahead of it,” said Fadell. “Every day there was something like that, whether it was a switch here, or a button color, or a pricing strategy issue. With his style, you needed to work with your peers, watch each other’s back.”

One key insight Jobs had was that as many functions as possible should be performed using iTunes on your computer rather than on the iPod. As he later recalled:

In order to make the iPod really easy to use—and this took a lot of arguing on my part—we needed to limit what the device itself would do. Instead we put that functionality in iTunes on the computer. For example, we made it so you couldn’t make playlists using the device. You made playlists on iTunes, and then you synced with the device. That was controversial. But what made the Rio and other devices so brain-dead was that they were complicated. They had to do things like make playlists, because they weren’t integrated with the jukebox software on your computer. So by owning the iTunes software and the iPod device, that allowed us to make the computer and the device work together, and it allowed us to put the complexity in the right place.[Vi]

The most Zen of all simplicities was Jobs’s decree, which astonished his colleagues, that the iPod would not have an on-off switch. It became true of most Apple devices. There was no need for one. Apple’s devices would go dormant if they were not being used, and they would wake up when you touched any key. But there was no need for a switch that would go “Click—you’re off. Good-bye.”

Suddenly everything had fallen into place: a drive that would hold a thousand songs; an interface and scroll wheel that would let you navigate a thousand songs; a FireWire connection that could sync a thousand songs in under ten minutes; and a battery that would last through a thousand songs. “We suddenly were looking at one another and saying, ‘This is going to be so cool,’ ” Jobs recalled. “We knew how cool it was, because we knew how badly we each wanted one personally. And the concept became so beautifully simple: a thousand songs in your pocket.” One of the copywriters suggested they call it a “Pod.” Jobs was the one who, borrowing from the iMac and iTunes names, modified that to iPod.[Vi]

The Whiteness of the Whale

Jony Ive had been playing with the foam model of the iPod and trying to conceive what the finished product should look like when an idea occurred to him on a morning drive from his San Francisco home to Cupertino. Its face should be pure white, he told his colleague in the car, and it should connect seamlessly to a polished stainless steel back. “Most small consumer products have this disposable feel to them,” said Ive. “There is no cultural gravity to them. The thing I’m proudest of about the iPod is that there is something about it that makes it feel significant, not disposable.”

The white would be not just white, but pure white. “Not only the device, but the headphones and the wires and even the power block,” he recalled. “Pure white.” Others kept arguing that the headphones, of course, should be black, like all headphones. “But Steve got it immediately, and embraced white,” said Ive. “There would be a purity to it.” The sinuous flow of the white earbud wires helped make the iPod an icon. As Ive described it:

There was something very significant and nondisposable about it, yet there was also something very quiet and very restrained. It wasn’t wagging its tail in your face. It was restrained, but it was also crazy, with those flowing headphones. That’s why I like white. White isn’t just a neutral color. It is so pure and quiet. Bold and conspicuous and yet so inconspicuous as well.[Vi]

Lee Clow’s advertising team at TBWA\Chiat\Day wanted to celebrate the iconic nature of the iPod and its whiteness rather than create more traditional product-introduction ads that showed off the device’s features. James Vincent, a lanky young Brit who had played in a band and worked as a DJ, had recently joined the agency, and he was a natural to help focus Apple’s advertising on hip millennial-generation music lovers rather than rebel baby boomers. With the help of the art director Susan Alinsangan, they created a series of billboards and posters for the iPod, and they spread the options on Jobs’s conference room table for his inspection.

At the far right end they placed the most traditional options, which featured straightforward photos of the iPod on a white background. At the far left end they placed the most graphic and iconic treatments, which showed just a silhouette of someone dancing while listening to an iPod, its white earphone wires waving with the music. “It understood your emotional and intensely personal relationship with the music,” Vincent said. He suggested to Duncan Milner, the creative director, that they all stand firmly at the far left end, to see if they could get Jobs to gravitate there. When he walked in, he went immediately to the right, looking at the stark product pictures. “This looks great,” he said. “Let’s talk about these.” Vincent, Milner, and Clow did not budge from the other end.[Vi]

Finally, Jobs looked up, glanced at the iconic treatments, and said, “Oh, I guess you like this stuff.” He shook his head. “It doesn’t show the product. It doesn’t say what it is.” Vincent proposed that they use the iconic images but add the tagline, “1,000 songs in your pocket.” That would say it all. Jobs glanced back toward the right end of the table, then finally agreed. Not surprisingly he was soon claiming that it was his idea to push for the more iconic ads. “There were some skeptics around who asked, ‘How’s this going to actually sell an iPod?’ ” Jobs recalled. “That’s when it came in handy to be the CEO, so I could push the idea through.”

Jobs realized that there was yet another advantage to the fact that Apple had an integrated system of computer, software, and device. It meant that sales of the iPod would drive sales of the iMac. That, in turn, meant that he could take money that Apple was spending on iMac advertising and shift it to spending on iPod ads—getting a double bang for the buck. A triple bang, actually, because the ads would lend luster and youthfulness to the whole Apple brand. He recalled:

I had this crazy idea that we could sell just as many Macs by advertising the iPod. In addition, the iPod would position Apple as evoking innovation and youth. So I moved $75 million of advertising money to the iPod, even though the category didn’t justify one hundredth of that. That meant that we completely dominated the market for music players. We outspent everybody by a factor of about a hundred.[Vi]

The television ads showed the iconic silhouettes dancing to songs picked by Jobs, Clow, and Vincent. “Finding the music became our main fun at our weekly marketing meetings,” said Clow. “We’d play some edgy cut, Steve would say, ‘I hate that,’ and James would have to talk him into it.” The ads helped popularize many new bands, most notably the Black Eyed Peas; the ad with “Hey Mama” is the classic of the silhouettes genre. When a new ad was about to go into production, Jobs would often have second thoughts, call up Vincent, and insist that he cancel it. “It sounds a bit poppy” or “It sounds a bit trivial,” he would say. “Let’s call it off.” James would get flustered and try to talk him around. “Hold on, it’s going to be great,” he would argue. Invariably Jobs would relent, the ad would be made, and he would love it.[Vi]

• • •

Jobs unveiled the iPod on October 23, 2001, at one of his signature product launch events. “Hint: It’s not a Mac,” the invitation teased. When it came time to reveal the product, after he described its technical capabilities, Jobs did not do his usual trick of walking over to a table and pulling off a velvet cloth. Instead he said, “I happen to have one right here in my pocket.” He reached into his jeans and pulled out the gleaming white device. “This amazing little device holds a thousand songs, and it goes right in my pocket.” He slipped it back in and ambled offstage to applause.

Initially there was some skepticism among tech geeks, especially about the $399 price. In the blogosphere, the joke was that iPod stood for “idiots price our devices.” However, consumers soon made it a hit. More than that, the iPod became the essence of everything Apple was destined to be: poetry connected to engineering, arts and creativity intersecting with technology, design that’s bold and simple. It had an ease of use that came from being an integrated end-to-end system, from computer to FireWire to device to software to content management. When you took an iPod out of the box, it was so beautiful that it seemed to glow, and it made all other music players look as if they had been designed and manufactured in Uzbekistan.[Vi]

Not since the original Mac had a clarity of product vision so propelled a company into the future. “If anybody was ever wondering why Apple is on the earth, I would hold up this as a good example,” Jobs told Newsweek’s Steve Levy at the time. Wozniak, who had long been skeptical of integrated systems, began to revise his philosophy. “Wow, it makes sense that Apple was the one to come up with it,” Wozniak enthused after the iPod came out. “After all, Apple’s whole history is making both the hardware and the software, with the result that the two work better together.”

The day that Levy got his press preview of the iPod, he happened to be meeting Bill Gates at a dinner, and he showed it to him. “Have you seen this yet?” Levy asked. Levy noted, “Gates went into a zone that recalls those science fiction films where a space alien, confronted with a novel object, creates some sort of force tunnel between him and the object, allowing him to suck directly into his brain all possible information about it.” Gates played with the scroll wheel and pushed every button combination, while his eyes stared fixedly at the screen. “It looks like a great product,” he finally said. Then he paused and looked puzzled. “It’s only for Macintosh?” he asked.[Vi]

—ooOoo—

CHAPTER THIRTY-ONE

THE iTUNES STORE

I’m the Pied Piper

Warner Music

At the beginning of 2002 Apple faced a challenge. The seamless connection between your iPod, iTunes software, and computer made it easy to manage the music you already owned. But to get new music, you had to venture out of this cozy environment and go buy a CD or download the songs online. The latter endeavor usually meant foraying into the murky domains of file-sharing and piracy services. So Jobs wanted to offer iPod users a way to download songs that was simple, safe, and legal.

The music industry also faced a challenge. It was being plagued by a bestiary of piracy services—Napster, Grokster, Gnutella, Kazaa—that enabled people to get songs for free. Partly as a result, legal sales of CDs were down 9% in 2002.

The executives at the music companies were desperately scrambling, with the elegance of second-graders playing soccer, to agree on a common standard for copy-protecting digital music. Paul Vidich of Warner Music and his corporate colleague Bill Raduchel of AOL Time Warner were working with Sony in that effort, and they hoped to get Apple to be part of their consortium. So a group of them flew to Cupertino in January 2002 to see Jobs.[Vi]

It was not an easy meeting. Vidich had a cold and was losing his voice, so his deputy, Kevin Gage, began the presentation. Jobs, sitting at the head of the conference table, fidgeted and looked annoyed. After four slides, he waved his hand and broke in. “You have your heads up your asses,” he pointed out. Everyone turned to Vidich, who struggled to get his voice working. “You’re right,” he said after a long pause. “We don’t know what to do. You need to help us figure it out.” Jobs later recalled being slightly taken aback, and he agreed that Apple would work with the Warner-Sony effort.

If the music companies had been able to agree on a standardized encoding method for protecting music files, then multiple online stores could have proliferated. That would have made it hard for Jobs to create an iTunes Store that allowed Apple to control how online sales were handled. Sony, however, handed Jobs that opportunity when it decided, after the January 2002 Cupertino meeting, to pull out of the talks because it favored its own proprietary format, from which it would get royalties.

“You know Steve, he has his own agenda,” Sony’s CEO Nobuyuki Idei explained to Red Herring editor Tony Perkins. “Although he is a genius, he doesn’t share everything with you. This is a difficult person to work with if you are a big company. . . . It is a nightmare.” Howard Stringer, then head of Sony North America, added about Jobs: “Trying to get together would frankly be a waste of time.”[Vi]

Instead Sony joined with Universal to create a subscription service called Pressplay. Meanwhile, AOL Time Warner, Bertelsmann, and EMI teamed up with RealNetworks to create MusicNet. Neither would license its songs to the rival service, so each offered only about half the music available. Both were subscription services that allowed customers to stream songs but not keep them, so you lost access to them if your subscription lapsed. They had complicated restrictions and clunky interfaces. Indeed they would earn the dubious distinction of becoming number nine on PC World’s list of “the 25 worst tech products of all time.” The magazine declared, “The services’ stunningly brain-dead features showed that the record companies still didn’t get it.”[Vi]

• • •

At this point Jobs could have decided simply to indulge piracy. Free music meant more valuable iPods. Yet because he really liked music, and the artists who made it, he was opposed to what he saw as the theft of creative products. As he later told me:

From the earliest days at Apple, I realized that we thrived when we created intellectual property. If people copied or stole our software, we’d be out of business. If it weren’t protected, there’d be no incentive for us to make new software or product designs. If protection of intellectual property begins to disappear, creative companies will disappear or never get started. But there’s a simpler reason: It’s wrong to steal. It hurts other people. And it hurts your own character.

He knew, however, that the best way to stop piracy—in fact the only way—was to offer an alternative that was more attractive than the brain-dead services that music companies were concocting. “We believe that 80% of the people stealing stuff don’t want to be, there’s just no legal alternative,” he told Andy Langer of Esquire. “So we said, ‘Let’s create a legal alternative to this.’ Everybody wins. Music companies win. The artists win. Apple wins. And the user wins, because he gets a better service and doesn’t have to be a thief.”[Vi]

So Jobs set out to create an “iTunes Store” and to persuade the five top record companies to allow digital versions of their songs to be sold there. “I’ve never spent so much of my time trying to convince people to do the right thing for themselves,” he recalled. Because the companies were worried about the pricing model and unbundling of albums, Jobs pitched that his new service would be only on the Macintosh, a mere 5% of the market. They could try the idea with little risk. “We used our small market share to our advantage by arguing that if the store turned out to be destructive it wouldn’t destroy the entire universe,” he recalled.

Jobs’s proposal was to sell digital songs for 99 cents—a simple and impulsive purchase. The record companies would get 70 cents of that. Jobs insisted that this would be more appealing than the monthly subscription model preferred by the music companies. He believed that people had an emotional connection to the songs they loved. They wanted to own “Sympathy for the Devil” and “Shelter from the Storm,” not just rent them. As he told Jeff Goodell of Rolling Stone at the time, “I think you could make available the Second Coming in a subscription model and it might not be successful.”[Vi]

Jobs also insisted that the iTunes Store would sell individual songs, not just entire albums. That ended up being the biggest cause of conflict with the record companies, which made money by putting out albums that had two or three great songs and a dozen or so fillers; to get the song they wanted, consumers had to buy the whole album. Some musicians objected on artistic grounds to Jobs’s plan to disaggregate albums. “There’s a flow to a good album,” said Trent Reznor of Nine Inch Nails. “The songs support each other. That’s the way I like to make music.” But the objections were moot. “Piracy and online downloads had already deconstructed the album,” recalled Jobs. “You couldn’t compete with piracy unless you sold the songs individually.”

At the heart of the problem was a chasm between the people who loved technology and those who loved artistry. Jobs loved both, as he had demonstrated at Pixar and Apple, and he was thus positioned to bridge the gap. He later explained:[Vi]

When I went to Pixar, I became aware of a great divide. Tech companies don’t understand creativity. They don’t appreciate intuitive thinking, like the ability of an A&R guy at a music label to listen to a hundred artists and have a feel for which five might be successful. And they think that creative people just sit around on couches all day and are undisciplined, because they’ve not seen how driven and disciplined the creative folks at places like Pixar are. On the other hand, music companies are completely clueless about technology. They think they can just go out and hire a few tech folks. But that would be like Apple trying to hire people to produce music. We’d get second-rate A&R people, just like the music companies ended up with second-rate tech people. I’m one of the few people who understands how producing technology requires intuition and creativity, and how producing something artistic takes real discipline.

Jobs had a long relationship with Barry Schuler, the CEO of the AOL unit of Time Warner, and began to pick his brain about how to get the music labels into the proposed iTunes Store. “Piracy is flipping everyone’s circuit breakers,” Schuler told him. “You should use the argument that because you have an integrated end-to-end service, from iPods to the store, you can best protect how the music is used.”[Vi]

One day in March 2002, Schuler got a call from Jobs and decided to conference-in Vidich. Jobs asked Vidich if he would come to Cupertino and bring the head of Warner Music, Roger Ames. This time Jobs was charming. Ames was a sardonic, fun, and clever Brit, a type (such as James Vincent and Jony Ive) that Jobs tended to like. So the Good Steve was on display. At one point early in the meeting, Jobs even played the unusual role of diplomat. Ames and Eddy Cue, who ran iTunes for Apple, got into an argument over why radio in England was not as vibrant as in the United States, and Jobs stepped in, saying, “We know about tech, but we don’t know as much about music, so let’s not argue.”

Ames had just lost a boardroom battle to have his corporation’s AOL division improve its own fledgling music download service. “When I did a digital download using AOL, I could never find the song on my shitty computer,” he recalled. So when Jobs demonstrated a prototype of the iTunes Store, Ames was impressed. “Yes, yes, that’s exactly what we’ve been waiting for,” he said. He agreed that Warner Music would sign up, and he offered to help enlist other music companies.

Jobs flew east to show the service to other Time Warner execs. “He sat in front of a Mac like a kid with a toy,” Vidich recalled. “Unlike any other CEO, he was totally engaged with the product.” Ames and Jobs began to hammer out the details of the iTunes Store, including the number of times a track could be put on different devices and how the copy-protection system would work. They soon were in agreement and set out to corral other music labels.[Vi]

Herding Cats

The key player to enlist was Doug Morris, head of the Universal Music Group. His domain included must-have artists such as U2, Eminem, and Mariah Carey, as well as powerful labels such as Motown and Interscope-Geffen-A&M. Morris was eager to talk. More than any other mogul, he was upset about piracy and fed up with the caliber of the technology people at the music companies. “It was like the Wild West,” Morris recalled. “No one was selling digital music, and it was awash with piracy. Everything we tried at the record companies was a failure. The difference in skill sets between the music folks and technologists is just huge.”

As Ames walked with Jobs to Morris’s office on Broadway he briefed Jobs on what to say. It worked. What impressed Morris was that Jobs tied everything together in a way that made things easy for the consumer and also safe for the record companies. “Steve did something brilliant,” said Morris. “He proposed this complete system: the iTunes Store, the music-management software, the iPod itself. It was so smooth. He had the whole package.”[Vi]

Morris was convinced that Jobs had the technical vision that was lacking at the music companies. “Of course we have to rely on Steve Jobs to do this,” he told his own tech vice president, “because we don’t have anyone at Universal who knows anything about technology.” That did not make Universal’s technologists eager to work with Jobs, and Morris had to keep ordering them to surrender their objections and make a deal quickly. They were able to add a few more restrictions to FairPlay, the Apple system of digital rights management, so that a purchased song could not be spread to too many devices. But in general, they went along with the concept of the iTunes Store that Jobs had worked out with Ames and his Warner colleagues.

Morris was so smitten with Jobs that he called Jimmy Iovine, the fast-talking and brash chief of Interscope-Geffen-A&M. Iovine and Morris were best friends who had spoken every day for the past thirty years. “When I met Steve, I thought he was our savior, so I immediately brought Jimmy in to get his impression,” Morris recalled.

Jobs could be extraordinarily charming when he wanted to be, and he turned it on when Iovine flew out to Cupertino for a demo. “See how simple it is?” he asked Iovine. “Your tech folks are never going to do this. There’s no one at the music companies who can make it simple enough.”[Vi]

Iovine called Morris right away. “This guy is unique!” he said. “You’re right. He’s got a turnkey solution.” They complained about how they had spent two years working with Sony, and it hadn’t gone anywhere. “Sony’s never going to figure things out,” he told Morris. They agreed to quit dealing with Sony and join with Apple instead. “How Sony missed this is completely mind-boggling to me, a historic fuckup,” Iovine said. “Steve would fire people if the divisions didn’t work together, but Sony’s divisions were at war with one another.”

Indeed Sony provided a clear counterexample to Apple. It had a consumer electronics division that made sleek products and a music division with beloved artists (including Bob Dylan). But because each division tried to protect its own interests, the company as a whole never got its act together to produce an end-to-end service.

Andy Lack, the new head of Sony music, had the unenviable task of negotiating with Jobs about whether Sony would sell its music in the iTunes Store. The irrepressible and savvy Lack had just come from a distinguished career in television journalism—a producer at CBS News and president of NBC—and he knew how to size people up and keep his sense of humor. He realized that, for Sony, selling its songs in the iTunes Store was both insane and necessary—which seemed to be the case with a lot of decisions in the music business. Apple would make out like a bandit, not just from its cut on song sales, but from driving the sale of iPods. Lack believed that since the music companies would be responsible for the success of the iPod, they should get a royalty from each device sold.[Vi]

Jobs would agree with Lack in many of their conversations and claim that he wanted to be a true partner with the music companies. “Steve, you’ve got me if you just give me something for every sale of your device,” Lack told him in his booming voice. “It’s a beautiful device. But our music is helping to sell it. That’s what true partnership means to me.”

“I’m with you,” Jobs replied on more than one occasion. But then he would go to Doug Morris and Roger Ames to lament, in a conspiratorial fashion, that Lack just didn’t get it, that he was clueless about the music business, that he wasn’t as smart as Morris and Ames. “In classic Steve fashion, he would agree to something, but it would never happen,” said Lack. “He would set you up and then pull it off the table. He’s pathological, which can be useful in negotiations. And he’s a genius.”

Lack knew that he could not win his case unless he got support from others in the industry. But Jobs used flattery and the lure of Apple’s marketing clout to keep the other record labels in line. “If the industry had stood together, we could have gotten a license fee, giving us the dual revenue stream we desperately needed,” Lack said. “We were the ones making the iPod sell, so it would have been equitable.” That, of course, was one of the beauties of Jobs’s end-to-end strategy: Sales of songs on iTunes would drive iPod sales, which would drive Macintosh sales. What made it all the more infuriating to Lack was that Sony could have done the same, but it never could get its hardware and software and content divisions to row in unison.[Vi]

Jobs tried hard to seduce Lack. During one visit to New York, he invited Lack to his penthouse at the Four Seasons hotel. Jobs had already ordered a breakfast spread—oatmeal and berries for them both—and was “beyond solicitous,” Lack recalled. “But Jack Welch taught me not to fall in love. Morris and Ames could be seduced. They would say, ‘You don’t get it, you’re supposed to fall in love,’ and they did. So I ended up isolated in the industry.”

Even after Sony agreed to sell its music in the iTunes Store, the relationship remained contentious. Each new round of renewals or changes would bring a showdown. “With Andy, it was mostly about his big ego,” Jobs claimed. “He never really understood the music business, and he could never really deliver. I thought he was sometimes a dick.” When I told him what Jobs said, Lack responded, “I fought for Sony and the music industry, so I can see why he thought I was a dick.”

Corralling the record labels to go along with the iTunes plan was not enough, however. Many of their artists had carve-outs in their contracts that allowed them personally to control the digital distribution of their music or prevent their songs from being unbundled from their albums and sold singly. So Jobs set about cajoling various top musicians, which he found fun but also a lot harder than he expected.[Vi]

Before the launch of iTunes, Jobs met with almost two dozen major artists, including Bono, Mick Jagger, and Sheryl Crow. “He would call me at home, relentless, at ten at night, to say he still needed to get to Led Zeppelin or Madonna,” Ames recalled. “He was determined, and nobody else could have convinced some of these artists.”

Perhaps the oddest meeting was when Dr. Dre came to visit Jobs at Apple headquarters. Jobs loved the Beatles and Dylan, but he admitted that the appeal of rap eluded him. Now Jobs needed Eminem and other rappers to agree to be sold in the iTunes Store, so he huddled with Dr. Dre, who was Eminem’s mentor. After Jobs showed him the seamless way the iTunes Store would work with the iPod, Dr. Dre proclaimed, “Man, somebody finally got it right.”

On the other end of the musical taste spectrum was the trumpeter Wynton Marsalis. He was on a West Coast fund-raising tour for Jazz at Lincoln Center and was meeting with Jobs’s wife, Laurene. Jobs insisted that he come over to the house in Palo Alto, and he proceeded to show off iTunes. “What do you want to search for?” he asked Marsalis. Beethoven, the trumpeter replied. “Watch what it can do!” Jobs kept insisting when Marsalis’s attention would wander. “See how the interface works.” Marsalis later recalled, “I don’t care much about computers, and kept telling him so, but he goes on for two hours. He was a man possessed. After a while, I started looking at him and not the computer, because I was so fascinated with his passion.”[Vi]

• • •

Jobs unveiled the iTunes Store on April 28, 2003, at San Francisco’s Moscone Center. With hair now closely cropped and receding, and a studied unshaven look, Jobs paced the stage and described how Napster “demonstrated that the Internet was made for music delivery.” Its offspring, such as Kazaa, he said, offered songs for free. How do you compete with that? To answer that question, he began by describing the downsides of using these free services. The downloads were unreliable and the quality was often bad. “A lot of these songs are encoded by seven-year-olds, and they don’t do a great job.” In addition, there were no previews or album art. Then he added, “Worst of all it’s stealing. It’s best not to mess with karma.”

Why had these piracy sites proliferated, then? Because, Jobs said, there was no alternative. The subscription services, such as Pressplay and MusicNet, “treat you like a criminal,” he said, showing a slide of an inmate in striped prison garb. Then a slide of Bob Dylan came on the screen. “People want to own the music they love.”[Vi]

After a lot of negotiating with the record companies, he said, “they were willing to do something with us to change the world.” The iTunes Store would start with 200,000 tracks, and it would grow each day. By using the store, he said, you can own your songs, burn them on CDs, be assured of the download quality, get a preview of a song before you download it, and use it with your iMovies and iDVDs to “make the soundtrack of your life.” The price? Just 99 cents, he said, less than a third of what a Starbucks latte cost. Why was it worth it? Because to get the right song from Kazaa took about fifteen minutes, rather than a minute. By spending an hour of your time to save about four dollars, he calculated, “you’re working for under the minimum wage!” And one more thing . . . “With iTunes, it’s not stealing anymore. It’s good karma.”

Clapping the loudest for that line were the heads of the record labels in the front row, including Doug Morris sitting next to Jimmy Iovine, in his usual baseball cap, and the whole crowd from Warner Music. Eddy Cue, who was in charge of the store, predicted that Apple would sell a million songs in six months. Instead the iTunes Store sold a million songs in six days. “This will go down in history as a turning point for the music industry,” Jobs declared.[Vi]

Microsoft

“We were smoked.”

That was the blunt email sent to four colleagues by Jim Allchin, the Microsoft executive in charge of Windows development, at 5 p.m. the day he saw the iTunes Store. It had only one other line: “How did they get the music companies to go along?”

Later that evening a reply came from David Cole, who was running Microsoft’s online business group. “When Apple brings this to Windows (I assume they won’t make the mistake of not bringing it to Windows), we will really be smoked.” He said that the Windows team needed “to bring this kind of solution to market,” adding, “That will require focus and goal alignment around an end-to-end service which delivers direct user value, something we don’t have today.” Even though Microsoft had its own Internet service (MSN), it was not used to providing end-to-end service the way Apple was.

Bill Gates himself weighed in at 10:46 that night. His subject line, “Apple’s Jobs again,” indicated his frustration. “Steve Jobs’s ability to focus in on a few things that count, get people who get user interface right, and market things as revolutionary are amazing things,” he said. He too expressed surprise that Jobs had been able to convince the music companies to go along with his store. “This is very strange to me. The music companies’ own operations offer a service that is truly unfriendly to the user. Somehow they decide to give Apple the ability to do something pretty good.”[Vi]

Gates also found it strange that no one else had created a service that allowed people to buy songs rather than subscribe on a monthly basis. “I am not saying this strangeness means we messed up—at least if we did, so did Real and Pressplay and MusicNet and basically everyone else,” he wrote. “Now that Jobs has done it we need to move fast to get something where the user interface and Rights are as good. . . . I think we need some plan to prove that, even though Jobs has us a bit flat footed again, we can move quick and both match and do stuff better.” It was an astonishing private admission: Microsoft had again been caught flat-footed, and it would again try to catch up by copying Apple. But like Sony, Microsoft could never make it happen, even after Jobs showed the way.

Instead Apple continued to smoke Microsoft in the way that Cole had predicted: It ported the iTunes software and store to Windows. But that took some internal agonizing. First, Jobs and his team had to decide whether they wanted the iPod to work with Windows computers. Jobs was initially opposed. “By keeping the iPod for Mac only, it was driving the sales of Macs even more than we expected,” he recalled. But lined up against him were all four of his top executives: Schiller, Rubinstein, Robbin, and Fadell. It was an argument about what the future of Apple should be. “We felt we should be in the music player business, not just in the Mac business,” said Schiller.[Vi]

Jobs always wanted Apple to create its own unified utopia, a magical walled garden where hardware and software and peripheral devices worked well together to create a great experience, and where the success of one product drove sales of all the companions. Now he was facing pressure to have his hottest new product work with Windows machines, and it went against his nature. “It was a really big argument for months,” Jobs recalled, “me against everyone else.” At one point he declared that Windows users would get to use iPods “over my dead body.” But still his team kept pushing. “This needs to get to the PC,” said Fadell.

Finally Jobs declared, “Until you can prove to me that it will make business sense, I’m not going to do it.” That was actually his way of backing down. If you put aside emotion and dogma, it was easy to prove that it made business sense to allow Windows users to buy iPods. Experts were called in, sales scenarios developed, and everyone concluded this would bring in more profits. “We developed a spreadsheet,” said Schiller. “Under all scenarios, there was no amount of cannibalization of Mac sales that would outweigh the sales of iPods.” Jobs was sometimes willing to surrender, despite his reputation, but he never won any awards for gracious concession speeches. “Screw it,” he said at one meeting where they showed him the analysis. “I’m sick of listening to you assholes. Go do whatever the hell you want.”[Vi]

That left another question: When Apple allowed the iPod to be compatible with Windows machines, should it also create a version of iTunes to serve as the music-management software for those Windows users? As usual, Jobs believed the hardware and software should go together: The user experience depended on the iPod working in complete sync (so to speak) with iTunes software on the computer. Schiller was opposed. “I thought that was crazy, since we don’t make Windows software,” Schiller recalled. “But Steve kept arguing, ‘If we’re going to do it, we should do it right.’ ”

Schiller prevailed at first. Apple decided to allow the iPod to work with Windows by using software from MusicMatch, an outside company. But the software was so clunky that it proved Jobs’s point, and Apple embarked on a fast-track effort to produce iTunes for Windows. Jobs recalled:

To make the iPod work on PCs, we initially partnered with another company that had a jukebox, gave them the secret sauce to connect to the iPod, and they did a crappy job. That was the worst of all worlds, because this other company was controlling a big piece of the user experience. So we lived with this crappy outside jukebox for about six months, and then we finally got iTunes written for Windows. In the end, you just don’t want someone else to control a big part of the user experience. People may disagree with me, but I am pretty consistent about that.[Vi]

Porting iTunes to Windows meant going back to all of the music companies—which had made deals to be in iTunes based on the assurance that it would be for only the small universe of Macintosh users—and negotiate again. Sony was especially resistant. Andy Lack thought it another example of Jobs changing the terms after a deal was done. It was. But by then the other labels were happy about how the iTunes Store was working and went along, so Sony was forced to capitulate.

Jobs announced the launch of iTunes for Windows in October 2003. “Here’s a feature that people thought we’d never add until this happened,” he said, waving his hand at the giant screen behind him. “Hell froze over,” proclaimed the slide. The show included iChat appearances and videos from Mick Jagger, Dr. Dre, and Bono. “It’s a very cool thing for musicians and music,” Bono said of the iPod and iTunes. “That’s why I’m here to kiss the corporate ass. I don’t kiss everybody’s.”

Jobs was never prone to understatement. To the cheers of the crowd, he declared, “iTunes for Windows is probably the best Windows app ever written.”[Vi]

• • •

Microsoft was not grateful. “They’re pursuing the same strategy that they pursued in the PC business, controlling both the hardware and software,” Bill Gates told Business Week. “We’ve always done things a little bit differently than Apple in terms of giving people choice.” It was not until three years later, in November 2006, that Microsoft was finally able to release its own answer to the iPod. It was called the Zune, and it looked like an iPod, though a bit clunkier. Two years later it had achieved a market share of less than 5%. Jobs was brutal about the cause of the Zune’s uninspired design and market weakness:

The older I get, the more I see how much motivations matter. The Zune was crappy because the people at Microsoft don’t really love music or art the way we do. We won because we personally love music. We made the iPod for ourselves, and when you’re doing something for yourself, or your best friend or family, you’re not going to cheese out. If you don’t love something, you’re not going to go the extra mile, work the extra weekend, challenge the status quo as much.[Vi]

Mr. Tambourine Man

Andy Lack’s first annual meeting at Sony was in April 2003, the same week that Apple launched the iTunes Store. He had been made head of the music division four months earlier, and had spent much of that time negotiating with Jobs. In fact he arrived in Tokyo directly from Cupertino, carrying the latest version of the iPod and a description of the iTunes Store. In front of the two hundred managers gathered, he pulled the iPod out of his pocket. “Here it is,” he said as CEO Nobuyuki Idei and Sony’s North America head Howard Stringer looked on. “Here’s the Walkman killer. There’s no mystery meat. The reason you bought a music company is so that you could be the one to make a device like this. You can do better.”

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive.

Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.”[Vi]

In addition, like many companies, Sony worried about cannibalization. If it built a music player and service that made it easy for people to share digital songs, that might hurt sales of its record division. One of Jobs’s business rules was to never be afraid of cannibalizing yourself. “If you don’t cannibalize yourself, someone else will,” he said. So even though an iPhone might cannibalize sales of an iPod, or an iPad might cannibalize sales of a laptop, that did not deter him.

That July, Sony appointed a veteran of the music industry, Jay Samit, to create its own iTunes-like service, called Sony Connect, which would sell songs online and allow them to play on Sony’s portable music devices. “The move was immediately understood as a way to unite the sometimes conflicting electronics and content divisions,” the New York Times reported. “That internal battle was seen by many as the reason Sony, the inventor of the Walkman and the biggest player in the portable audio market, was being trounced by Apple.” Sony Connect launched in May 2004. It lasted just over three years before Sony shut it down.[Vi]

• • •

Microsoft was willing to license its Windows Media software and digital rights format to other companies, just as it had licensed out its operating system in the 1980s. Jobs, on the other hand, would not license out Apple’s FairPlay to other device makers; it worked only on an iPod. Nor would he allow other online stores to sell songs for use on iPods. A variety of experts said this would eventually cause Apple to lose market share, as it did in the computer wars of the 1980s. “If Apple continues to rely on a proprietary architecture,” the Harvard Business School professor Clayton Christensen told Wired, “the iPod will likely become a niche product.” (Other than in this case, Christensen was one of the world’s most insightful business analysts, and Jobs was deeply influenced by his book The Innovator’s Dilemma.) Bill Gates made the same argument. “There’s nothing unique about music,” he said. “This story has played out on the PC.”

Rob Glaser, the founder of RealNetworks, tried to circumvent Apple’s restrictions in July 2004 with a service called Harmony. He had attempted to convince Jobs to license Apple’s FairPlay format to Harmony, but when that didn’t happen, Glaser just reverse-engineered it and used it with the songs that Harmony sold. Glaser’s strategy was that the songs sold by Harmony would play on any device, including an iPod or a Zune or a Rio, and he launched a marketing campaign with the slogan “Freedom of Choice.”[Vi]

Jobs was furious and issued a release saying that Apple was “stunned that RealNetworks has adopted the tactics and ethics of a hacker to break into the iPod.” RealNetworks responded by launching an Internet petition that demanded “Hey Apple! Don’t break my iPod.” Jobs kept quiet for a few months, but in October he released a new version of the iPod software that caused songs bought through Harmony to become inoperable. “Steve is a one-of-a-kind guy,” Glaser said. “You know that about him when you do business with him.”

In the meantime Jobs and his team—Rubinstein, Fadell, Robbin, Ive—were able to keep coming up with new versions of the iPod that extended Apple’s lead. The first major revision, announced in January 2004, was the iPod Mini. Far smaller than the original iPod—just the size of a business card—it had less capacity and was about the same price. At one point Jobs decided to kill it, not seeing why anyone would want to pay the same for less. “He doesn’t do sports, so he didn’t relate to how it would be great on a run or in the gym,” said Fadell. In fact the Mini was what truly launched the iPod to market dominance, by eliminating the competition from smaller flash-drive players. In the eighteen months after it was introduced, Apple’s market share in the portable music player market shot from 31% to 74%.[Vi]

The iPod Shuffle, introduced in January 2005, was even more revolutionary. Jobs learned that the shuffle feature on the iPod, which played songs in random order, had become very popular. People liked to be surprised, and they were also too lazy to keep setting up and revising their playlists. Some users even became obsessed with figuring out whether the song selection was truly random, and if so, why their iPod kept coming back to, say, the Neville Brothers. That feature led to the iPod Shuffle. As Rubinstein and Fadell were working on creating a flash player that was small and inexpensive, they kept doing things like making the screen tinier. At one point Jobs came in with a crazy suggestion: Get rid of the screen altogether. “What?!?” Fadell responded. “Just get rid of it,” Jobs insisted. Fadell asked how users would navigate the songs. Jobs’s insight was that you wouldn’t need to navigate; the songs would play randomly. After all, they were songs you had chosen. All that was needed was a button to skip over a song if you weren’t in the mood for it. “Embrace uncertainty,” the ads read.[Vi]

As competitors stumbled and Apple continued to innovate, music became a larger part of Apple’s business. In January 2007 iPod sales were half of Apple’s revenues. The device also added luster to the Apple brand. But an even bigger success was the iTunes Store. Having sold one million songs in the first six days after it was introduced in April 2003, the store went on to sell seventy million songs in its first year. In February 2006 the store sold its one billionth song when Alex Ostrovsky, sixteen, of West Bloomfield, Michigan, bought Coldplay’s “Speed of Sound” and got a congratulatory call from Jobs, bestowing upon him ten iPods, an iMac, and a $10,000 music gift certificate.

The success of the iTunes Store also had a more subtle benefit. By 2011 an important new business had emerged: being the service that people trusted with their online identity and payment information. Along with Amazon, Visa, PayPal, American Express, and a few other services, Apple had built up databases of people who trusted them with their email address and credit card information to facilitate safe and easy shopping. This allowed Apple to sell, for example, a magazine subscription through its online store; when that happened, Apple, not the magazine publisher, would have a direct relationship with the subscriber. As the iTunes Store sold videos, apps, and subscriptions, it built up a database of 225 million active users by June 2011, which positioned Apple for the next age of digital commerce.[Vi]

—ooOoo—

CHAPTER THIRTY-TWO

MUSIC MAN

The Sound Track of His Life

Jimmy Iovine, Bono, Jobs, and The Edge, 2004

On His iPod

As the iPod phenomenon grew, it spawned a question that was asked of presidential candidates, B-list celebrities, first dates, the queen of England, and just about anyone else with white earbuds: “What’s on your iPod?” The parlor game took off when Elisabeth Bumiller wrote a piece in the New York Times in early 2005 dissecting the answer that President George W. Bush gave when she asked him that question. “Bush’s iPod is heavy on traditional country singers,” she reported. “He has selections by Van Morrison, whose ‘Brown Eyed Girl’ is a Bush favorite, and by John Fogerty, most predictably ‘Centerfield.’ ” She got a Rolling Stone editor, Joe Levy, to analyze the selection, and he commented, “One thing that’s interesting is that the president likes artists who don’t like him.”

“Simply handing over your iPod to a friend, your blind date, or the total stranger sitting next to you on the plane opens you up like a book,” Steven Levy wrote in The Perfect Thing. “All somebody needs to do is scroll through your library on that click wheel, and, musically speaking, you’re naked. It’s not just what you like—it’s who you are.” So one day, when we were sitting in his living room listening to music, I asked Jobs to let me see his. As we sat there, he flicked through his favorite songs.[Vi]

Not surprisingly, there were all six volumes of Dylan’s bootleg series, including the tracks Jobs had first started worshipping when he and Wozniak were able to score them on reel-to-reel tapes years before the series was officially released. In addition, there were fifteen other Dylan albums, starting with his first, Bob Dylan (1962), but going only up to Oh Mercy (1989). Jobs had spent a lot of time arguing with Andy Hertzfeld and others that Dylan’s subsequent albums, indeed any of his albums after Blood on the Tracks (1975), were not as powerful as his early performances. The one exception he made was Dylan’s track “Things Have Changed” from the 2000 movie Wonder Boys. Notably his iPod did not include Empire Burlesque (1985), the album that Hertzfeld had brought him the weekend he was ousted from Apple.

The other great trove on his iPod was the Beatles. He included songs from seven of their albums: A Hard Day’s Night, Abbey Road, Help!, Let It Be, Magical Mystery Tour, Meet the Beatles! and Sgt. Pepper’s Lonely Hearts Club Band. The solo albums missed the cut. The Rolling Stones clocked in next, with six albums: Emotional Rescue, Flashpoint, Jump Back, Some Girls, Sticky Fingers, and Tattoo You. In the case of the Dylan and the Beatles albums, most were included in their entirety. But true to his belief that albums can and should be disaggregated, those of the Stones and most other artists on his iPod included only three or four cuts. His onetime girlfriend Joan Baez was amply represented by selections from four albums, including two different versions of “Love Is Just a Four-Letter Word.”[Vi]

His iPod selections were those of a kid from the seventies with his heart in the sixties. There were Aretha, B. B. King, Buddy Holly, Buffalo Springfield, Don McLean, Donovan, the Doors, Janis Joplin, Jefferson Airplane, Jimi Hendrix, Johnny Cash, John Mellencamp, Simon and Garfunkel, and even The Monkees (“I’m a Believer”) and Sam the Sham (“Wooly Bully”). Only about a quarter of the songs were from more contemporary artists, such as 10,000 Maniacs, Alicia Keys, Black Eyed Peas, Coldplay, Dido, Green Day, John Mayer (a friend of both his and Apple), Moby (likewise), U2, Seal, and Talking Heads. As for classical music, there were a few recordings of Bach, including the Brandenburg Concertos, and three albums by Yo-Yo Ma.

Jobs told Sheryl Crow in May 2003 that he was downloading some Eminem tracks, admitting, “He’s starting to grow on me.” James Vincent subsequently took him to an Eminem concert. Even so, the rapper missed making it onto Jobs’s iPod. As Jobs said to Vincent after the concert, “I don’t know . . .” He later told me, “I respect Eminem as an artist, but I just don’t want to listen to his music, and I can’t relate to his values the way I can to Dylan’s.”

His favorites did not change over the years. When the iPad 2 came out in March 2011, he transferred his favorite music to it. One afternoon we sat in his living room as he scrolled through the songs on his new iPad and, with a mellow nostalgia, tapped on ones he wanted to hear.[Vi]

We went through the usual Dylan and Beatles favorites, then he became more reflective and tapped on a Gregorian chant, “Spiritus Domini,” performed by Benedictine monks. For a minute or so he zoned out, almost in a trance. “That’s really beautiful,” he murmured. He followed with Bach’s Second Brandenburg Concerto and a fugue from The Well-Tempered Clavier. Bach, he declared, was his favorite classical composer. He was particularly fond of listening to the contrasts between the two versions of the “Goldberg Variations” that Glenn Gould recorded, the first in 1955 as a twenty-two-year-old little-known pianist and the second in 1981, a year before he died. “They’re like night and day,” Jobs said after playing them sequentially one afternoon. “The first is an exuberant, young, brilliant piece, played so fast it’s a revelation. The later one is so much more spare and stark. You sense a very deep soul who’s been through a lot in life. It’s deeper and wiser.” Jobs was on his third medical leave that afternoon when he played both versions, and I asked which he liked better. “Gould liked the later version much better,” he said. “I used to like the earlier, exuberant one. But now I can see where he was coming from.”

He then jumped from the sublime to the sixties: Donovan’s “Catch the Wind.” When he noticed me look askance, he protested, “Donovan did some really good stuff, really.” He punched up “Mellow Yellow,” and then admitted that perhaps it was not the best example. “It sounded better when we were young.”[Vi]

I asked what music from our childhood actually held up well these days. He scrolled down the list on his iPad and called up the Grateful Dead’s 1969 song “Uncle John’s Band.” He nodded along with the lyrics: “When life looks like Easy Street, there is danger at your door.” For a moment we were back at that tumultuous time when the mellowness of the sixties was ending in discord. “Whoa, oh, what I want to know is, are you kind?”

Then he turned to Joni Mitchell. “She had a kid she put up for adoption,” he said. “This song is about her little girl.” He tapped on “Little Green,” and we listened to the mournful melody and lyrics that describe the feelings of a mother who gives up a child. “So you sign all the papers in the family name / You’re sad and you’re sorry, but you’re not ashamed.” I asked whether he still often thought about being put up for adoption. “No, not much,” he said. “Not too often.”

These days, he said, he thought more about getting older than about his birth. That led him to play Joni Mitchell’s greatest song, “Both Sides Now,” with its lyrics about being older and wiser: “I’ve looked at life from both sides now, / From win and lose, and still somehow, / It’s life’s illusions I recall, / I really don’t know life at all.” As Glenn Gould had done with Bach’s “Goldberg Variations,” Mitchell had recorded “Both Sides Now” many years apart, first in 1969 and then in an excruciatingly haunting slow version in 2000. He played the latter. “It’s interesting how people age,” he noted.[Vi]

Some people, he added, don’t age well even when they are young. I asked who he had in mind. “John Mayer is one of the best guitar players who’s ever lived, and I’m just afraid he’s blowing it big time,” Jobs replied. Jobs liked Mayer and occasionally had him over for dinner in Palo Alto. When he was twenty-seven, Mayer appeared at the January 2004 Macworld, where Jobs introduced GarageBand, and he became a fixture at the event most years. Jobs punched up Mayer’s hit “Gravity.” The lyrics are about a guy filled with love who inexplicably dreams of ways to throw it away: “Gravity is working against me, / And gravity wants to bring me down.” Jobs shook his head and commented, “I think he’s a really good kid underneath, but he’s just been out of control.”

At the end of the listening session, I asked him a well-worn question: the Beatles or the Stones? “If the vault was on fire and I could grab only one set of master tapes, I would grab the Beatles,” he answered. “The hard one would be between the Beatles and Dylan. Somebody else could have replicated the Stones. No one could have been Dylan or the Beatles.” As he was ruminating about how fortunate we were to have all of them when we were growing up, his son, then eighteen, came in the room. “Reed doesn’t understand,” Jobs lamented. Or perhaps he did. He was wearing a Joan Baez T-shirt, with the words “Forever Young” on it.[Vi]

Bob Dylan

The only time Jobs can ever recall being tongue-tied was in the presence of Bob Dylan. He was playing near Palo Alto in October 2004, and Jobs was recovering from his first cancer surgery. Dylan was not a gregarious man, not a Bono or a Bowie. He was never Jobs’s friend, nor did he care to be. He did, however, invite Jobs to visit him at his hotel before the concert. Jobs recalled:

We sat on the patio outside his room and talked for two hours. I was really nervous, because he was one of my heroes. And I was also afraid that he wouldn’t be really smart anymore, that he’d be a caricature of himself, like happens to a lot of people. But I was delighted. He was as sharp as a tack. He was everything I’d hoped. He was really open and honest. He was just telling me about his life and about writing his songs. He said, “They just came through me, it wasn’t like I was having to compose them. That doesn’t happen anymore, I just can’t write them that way anymore.” Then he paused and said to me with his raspy voice and little smile, “But I still can sing them.”[Vi]

The next time Dylan played nearby, he invited Jobs to drop by his tricked-up tour bus just before the concert. When Dylan asked what his favorite song was, Jobs said “One Too Many Mornings.” So Dylan sang it that night. After the concert, as Jobs was walking out the back, the tour bus came by and screeched to a stop. The door flipped open. “So, did you hear my song I sang for you?” Dylan rasped. Then he drove off. When Jobs tells the tale, he does a pretty good impression of Dylan’s voice. “He’s one of my all-time heroes,” Jobs recalled. “My love for him has grown over the years, it’s ripened. I can’t figure out how he did it when he was so young.”

A few months after seeing him in concert, Jobs came up with a grandiose plan. The iTunes Store should offer a digital “boxed set” of every Dylan song ever recorded, more than seven hundred in all, for $199. Jobs would be the curator of Dylan for the digital age. But Andy Lack of Sony, which was Dylan’s label, was in no mood to make a deal without some serious concessions regarding iTunes. In addition, Lack felt the price was too low and would cheapen Dylan. “Bob is a national treasure,” said Lack, “and Steve wanted him on iTunes at a price that commoditized him.” It got to the heart of the problems that Lack and other record executives were having with Jobs: He was getting to set the price points, not them. So Lack said no.

“Okay, then I will call Dylan directly,” Jobs said. But it was not the type of thing that Dylan ever dealt with, so it fell to his agent, Jeff Rosen, to sort things out.[Vi]

“It’s a really bad idea,” Lack told Rosen, showing him the numbers. “Bob is Steve’s hero. He’ll sweeten the deal.” Lack had both a professional and a personal desire to fend Jobs off, even to yank his chain a bit. So he made an offer to Rosen. “I will write you a check for a million dollars tomorrow if you hold off for the time being.” As Lack later explained, it was an advance against future royalties, “one of those accounting things record companies do.” Rosen called back forty-five minutes later and accepted. “Andy worked things out with us and asked us not to do it, which we didn’t,” he recalled. “I think Andy gave us some sort of an advance to hold off doing it.”

By 2006, however, Lack had stepped aside as the CEO of what was by then Sony BMG, and Jobs reopened negotiations. He sent Dylan an iPod with all of his songs on it, and he showed Rosen the type of marketing campaign that Apple could mount. In August he announced a grand deal. It allowed Apple to sell the $199 digital boxed set of all the songs Dylan ever recorded, plus the exclusive right to offer Dylan’s new album, Modern Times, for pre-release orders. “Bob Dylan is one of the most respected poets and musicians of our time, and he is a personal hero of mine,” Jobs said at the announcement. The 773-track set included forty-two rarities, such as a 1961 tape of “Wade in the Water” made in a Minnesota hotel, a 1962 version of “Handsome Molly” from a live concert at the Gaslight Café in Greenwich Village, the truly awesome rendition of “Mr. Tambourine Man” from the 1964 Newport Folk Festival (Jobs’s favorite), and an acoustic version of “Outlaw Blues” from 1965.[Vi]

As part of the deal, Dylan appeared in a television ad for the iPod, featuring his new album, Modern Times. This was one of the most astonishing cases of flipping the script since Tom Sawyer persuaded his friends to whitewash the fence. In the past, getting celebrities to do an ad required paying them a lot of money. But by 2006 the tables were turned. Major artists wanted to appear in iPod ads; the exposure would guarantee success. James Vincent had predicted this a few years earlier, when Jobs said he had contacts with many musicians and could pay them to appear in ads. “No, things are going to soon change,” Vincent replied. “Apple is a different kind of brand, and it’s cooler than the brand of most artists. We should talk about the opportunity we offer the bands, not pay them.”

Lee Clow recalled that there was actually some resistance among the younger staffers at Apple and the ad agency to using Dylan. “They wondered whether he was still cool enough,” Clow said. Jobs would hear none of that. He was thrilled to have Dylan.[Vi]

Jobs became obsessed by every detail of the Dylan commercial. Rosen flew to Cupertino so that they could go through the album and pick the song they wanted to use, which ended up being “Someday Baby.” Jobs approved a test video that Clow made using a stand-in for Dylan, which was then shot in Nashville with Dylan himself. But when it came back, Jobs hated it. It wasn’t distinctive enough. He wanted a new style. So Clow hired another director, and Rosen was able to convince Dylan to retape the entire commercial. This time it was done with a gently backlit cowboy-hatted Dylan sitting on a stool, strumming and singing, while a hip woman in a newsboy cap dances with her iPod. Jobs loved it.

The ad showed the halo effect of the iPod’s marketing: It helped Dylan win a younger audience, just as the iPod had done for Apple computers. Because of the ad, Dylan’s album was number one on the Billboard chart its first week, topping hot-selling albums by Christina Aguilera and Outkast. It was the first time Dylan had reached the top spot since Desire in 1976, thirty years earlier. Ad Age headlined Apple’s role in propelling Dylan. “The iTunes spot wasn’t just a run-of-the-mill celebrity-endorsement deal in which a big brand signs a big check to tap into the equity of a big star,” it reported. “This one flipped the formula, with the all-powerful Apple brand giving Mr. Dylan access to younger demographics and helping propel his sales to places they hadn’t been since the Ford administration.”[Vi]

The Beatles

Among Jobs’s prized CDs was a bootleg that contained a dozen or so taped sessions of the Beatles revising “Strawberry Fields Forever.” It became the musical score to his philosophy of how to perfect a product. Andy Hertzfeld had found the CD and made a copy of it for Jobs in 1986, though Jobs sometimes told folks that it had come from Yoko Ono. Sitting in the living room of his Palo Alto home one day, Jobs rummaged around in some glass-enclosed bookcases to find it, then put it on while describing what it had taught him:[Vi]

It’s a complex song, and it’s fascinating to watch the creative process as they went back and forth and finally created it over a few months. Lennon was always my favorite Beatle. [He laughs as Lennon stops during the first take and makes the band go back and revise a chord.] Did you hear that little detour they took? It didn’t work, so they went back and started from where they were. It’s so raw in this version. It actually makes them sound like mere mortals. You could actually imagine other people doing this, up to this version. Maybe not writing and conceiving it, but certainly playing it. Yet they just didn’t stop. They were such perfectionists they kept it going and going. This made a big impression on me when I was in my thirties. You could just tell how much they worked at this.

They did a bundle of work between each of these recordings. They kept sending it back to make it closer to perfect. [As he listens to the third take, he points out how the instrumentation has gotten more complex.] The way we build stuff at Apple is often this way. Even the number of models we’d make of a new notebook or iPod. We would start off with a version and then begin refining and refining, doing detailed models of the design, or the buttons, or how a function operates. It’s a lot of work, but in the end it just gets better, and soon it’s like, “Wow, how did they do that?!? Where are the screws?”[Vi]

It was thus understandable that Jobs was driven to distraction by the fact that the Beatles were not on iTunes.

His struggle with Apple Corps, the Beatles’ business holding company, stretched more than three decades, causing too many journalists to use the phrase “long and winding road” in stories about the relationship. It began in 1978, when Apple Computers, soon after its launch, was sued by Apple Corps for trademark infringement, based on the fact that the Beatles’ former recording label was called Apple. The suit was settled three years later, when Apple Computers paid Apple Corps $80,000. The settlement had what seemed back then an innocuous stipulation: The Beatles would not produce any computer equipment and Apple would not market any music products.

The Beatles kept their end of the bargain; none of them ever produced any computers. But Apple ended up wandering into the music business. It got sued again in 1991, when the Mac incorporated the ability to play musical files, then again in 2003, when the iTunes Store was launched. The legal issues were finally resolved in 2007, when Apple made a deal to pay Apple Corps $500 million for all worldwide rights to the name, and then licensed back to the Beatles the right to use Apple Corps for their record and business holdings.

Alas, this did not resolve the issue of getting the Beatles onto iTunes. For that to happen, the Beatles and EMI Music, which held the rights to most of their songs, had to negotiate their own differences over how to handle the digital rights. “The Beatles all want to be on iTunes,” Jobs later recalled, “but they and EMI are like an old married couple. They hate each other but can’t get divorced. The fact that my favorite band was the last holdout from iTunes was something I very much hoped I would live to resolve.” As it turned out, he would.[Vi]

Bono

Bono, the lead singer of U2, deeply appreciated Apple’s marketing muscle. He was confident that his Dublin-based band was still the best in the world, but in 2004 it was trying, after almost thirty years together, to reinvigorate its image. It had produced an exciting new album with a song that the band’s lead guitarist, The Edge, declared to be “the mother of all rock tunes.” Bono knew he needed to find a way to get it some traction, so he placed a call to Jobs.

“I wanted something specific from Apple,” Bono recalled. “We had a song called ‘Vertigo’ that featured an aggressive guitar riff that I knew would be contagious, but only if people were exposed to it many, many times.” He was worried that the era of promoting a song through airplay on the radio was over. So Bono visited Jobs at home in Palo Alto, walked around the garden, and made an unusual pitch. Over the years U2 had spurned offers as high as $23 million to be in commercials. Now he wanted Jobs to use the band in an iPod commercial for free—or at least as part of a mutually beneficial package. “They had never done a commercial before,” Jobs later recalled. “But they were getting ripped off by free downloading, they liked what we were doing with iTunes, and they thought we could promote them to a younger audience.”[Vi]

Any other CEO would have jumped into a mosh pit to have U2 in an ad, but Jobs pushed back a bit. Apple didn’t feature recognizable people in the iPod ads, just silhouettes. (The Dylan ad had not yet been made.) “You have silhouettes of fans,” Bono replied, “so couldn’t the next phase be silhouettes of artists?” Jobs said it sounded like an idea worth exploring. Bono left a copy of the unreleased album, How to Dismantle an Atomic Bomb, for Jobs to hear. “He was the only person outside the band who had it,” Bono said.

A round of meetings ensued. Jobs flew down to talk to Jimmy Iovine, whose Interscope records distributed U2, at his house in the Holmby Hills section of Los Angeles. The Edge was there, along with U2’s manager, Paul McGuinness. Another meeting took place in Jobs’s kitchen, with McGuinness writing down the deal points in the back of his diary. U2 would appear in the commercial, and Apple would vigorously promote the album in multiple venues, ranging from billboards to the iTunes homepage. The band would get no direct fee, but it would get royalties from the sale of a special U2 edition of the iPod. Bono believed, like Lack, that the musicians should get a royalty on each iPod sold, and this was his small attempt to assert the principle in a limited way for his band. “Bono and I asked Steve to make us a black one,” Iovine recalled. “We weren’t just doing a commercial sponsorship, we were making a co-branding deal.”[Vi]

“We wanted our own iPod, something distinct from the regular white ones,” Bono recalled. “We wanted black, but Steve said, ‘We’ve tried other colors than white, and they don’t work.’ ” A few days later Jobs relented and accepted the idea, tentatively.

The commercial interspersed high-voltage shots of the band in partial silhouette with the usual silhouette of a dancing woman listening to an iPod. But even as it was being shot in London, the agreement with Apple was unraveling. Jobs began having second thoughts about the idea of a special black iPod, and the royalty rates were not fully pinned down. He called James Vincent, at Apple’s ad agency, and told him to call London and put things on hold. “I don’t think it’s going to happen,” Jobs said. “They don’t realize how much value we are giving them, it’s going south. Let’s think of some other ad to do.” Vincent, a lifelong U2 fan, knew how big the ad would be, both for the band and Apple, and begged for the chance to call Bono to try to get things on track. Jobs gave him Bono’s mobile number, and he reached the singer in his kitchen in Dublin.[Vi]

Bono was also having a few second thoughts. “I don’t think this is going to work,” he told Vincent. “The band is reluctant.” Vincent asked what the problem was. “When we were teenagers in Dublin, we said we would never do naff stuff,” Bono replied. Vincent, despite being British and familiar with rock slang, said he didn’t know what that meant. “Doing rubbishy things for money,” Bono explained. “We are all about our fans. We feel like we’d be letting them down if we went in an ad. It doesn’t feel right. I’m sorry we wasted your time.”

Vincent asked what more Apple could do to make it work. “We are giving you the most important thing we have to give, and that’s our music,” said Bono. “And what are you giving us back? Advertising, and our fans will think it’s for you. We need something more.” Vincent replied that the offer of the special U2 edition of the iPod and the royalty arrangement was a huge deal. “That’s the most prized thing we have to give,” he told Bono.

The singer said he was ready to try to put the deal back together, so Vincent immediately called Jony Ive, another big U2 fan (he had first seen them in concert in Newcastle in 1983), and described the situation. Then he called Jobs and suggested he send Ive to Dublin to show what the black iPod would look like. Jobs agreed. Vincent called Bono back, and asked if he knew Jony Ive, unaware that they had met before and admired each other. “Know Jony Ive?” Bono laughed. “I love that guy. I drink his bathwater.”[Vi]

“That’s a bit strong,” Vincent replied, “but how about letting him come visit and show how cool your iPod would be?”

“I’m going to pick him up myself in my Maserati,” Bono answered. “He’s going to stay at my house, I’m going to take him out, and I will get him really drunk.”

The next day, as Ive headed toward Dublin, Vincent had to fend off Jobs, who was still having second thoughts. “I don’t know if we’re doing the right thing,” he said. “We don’t want to do this for anyone else.” He was worried about setting the precedent of artists getting a royalty from each iPod sold. Vincent assured him that the U2 deal would be special.

“Jony arrived in Dublin and I put him up at my guest house, a serene place over a railway track with a view of the sea,” Bono recalled. “He shows me this beautiful black iPod with a deep red click wheel, and I say okay, we’ll do it.” They went to a local pub, hashed out some of the details, and then called Jobs in Cupertino to see if he would agree. Jobs haggled for a while over each detail of the finances, and over the design, before he finally embraced the deal. That impressed Bono. “It’s actually amazing that a CEO cares that much about detail,” he said. When it was resolved, Ive and Bono settled into some serious drinking. Both are comfortable in pubs. After a few pints, they decided to call Vincent back in California. He was not home, so Bono left a message on his answering machine, which Vincent made sure never to erase. “I’m sitting here in bubbling Dublin with your friend Jony,” it said. “We’re both a bit drunk, and we’re happy with this wonderful iPod and I can’t even believe it exists and I’m holding it in my hand. Thank you!”[Vi]

Jobs rented a theater in San Jose for the unveiling of the TV commercial and special iPod. Bono and The Edge joined him onstage. The album sold 840,000 copies in its first week and debuted at number one on the Billboard chart. Bono told the press afterward that he had done the commercial without charge because “U2 will get as much value out of the commercial as Apple will.” Jimmy Iovine added that it would allow the band to “reach a younger audience.”

What was remarkable was that associating with a computer and electronics company was the best way for a rock band to seem hip and appeal to young people. Bono later explained that not all corporate sponsorships were deals with the devil. “Let’s have a look,” he told Greg Kot, the Chicago Tribune music critic. “The ‘devil’ here is a bunch of creative minds, more creative than a lot of people in rock bands. The lead singer is Steve Jobs. These men have helped design the most beautiful art object in music culture since the electric guitar. That’s the iPod. The job of art is to chase ugliness away.”[Vi]

Bono got Jobs to do another deal with him in 2006, this one for his Product Red campaign that raised money and awareness to fight AIDS in Africa. Jobs was never much interested in philanthropy, but he agreed to do a special red iPod as part of Bono’s campaign. It was not a wholehearted commitment. He balked, for example, at using the campaign’s signature treatment of putting the name of the company in parentheses with the word “red” in superscript after it, as in (APPLE)RED. “I don’t want Apple in parentheses,” Jobs insisted. Bono replied, “But Steve, that’s how we show unity for our cause.” The conversation got heated—to the F-you stage—before they agreed to sleep on it. Finally Jobs compromised, sort of. Bono could do what he wanted in his ads, but Jobs would never put Apple in parentheses on any of his products or in any of his stores. The iPod was labeled (PRODUCT)RED, not (APPLE)RED.[Vi]

“Steve can be sparky,” Bono recalled, “but those moments have made us closer friends, because there are not many people in your life where you can have those robust discussions. He’s very opinionated. After our shows, I talk to him and he’s always got an opinion.” Jobs and his family occasionally visited Bono and his wife and four kids at their home near Nice on the French Riviera. On one vacation, in 2008, Jobs chartered a boat and moored it near Bono’s home. They ate meals together, and Bono played tapes of the songs U2 was preparing for what became the No Line on the Horizon album. But despite the friendship, Jobs was still a tough negotiator. They tried to make a deal for another ad and special release of the song “Get On Your Boots,” but they could not come to terms. When Bono hurt his back in 2010 and had to cancel a tour, Powell sent him a gift basket with a DVD of the comedy duo Flight of the Conchords, the book Mozart’s Brain and the Fighter Pilot, honey from her beehives, and pain cream. Jobs wrote a note and attached it to the last item, saying, “Pain Cream—I love this stuff.”[Vi]

Yo-Yo Ma

There was one classical musician Jobs revered both as a person and as a performer: Yo-Yo Ma, the versatile virtuoso who is as sweet and profound as the tones he creates on his cello. They had met in 1981, when Jobs was at the Aspen Design Conference and Ma was at the Aspen Music Festival. Jobs tended to be deeply moved by artists who displayed purity, and he became a fan. He invited Ma to play at his wedding, but he was out of the country on tour. He came by the Jobs house a few years later, sat in the living room, pulled out his 1733 Stradivarius cello, and played Bach. “This is what I would have played for your wedding,” he told them. Jobs teared up and told him, “You playing is the best argument I’ve ever heard for the existence of God, because I don’t really believe a human alone can do this.” On a subsequent visit Ma allowed Jobs’s daughter Erin to hold the cello while they sat around the kitchen. By that time Jobs had been struck by cancer, and he made Ma promise to play at his funeral.[Vi]

—ooOoo—

CHAPTER THIRTY-THREE

PIXAR’S FRIENDS

. . . and Foes

A Bug’s Life

When Apple developed the iMac, Jobs drove with Jony Ive to show it to the folks at Pixar. He felt that the machine had the spunky personality that would appeal to the creators of Buzz Lightyear and Woody, and he loved the fact that Ive and John Lasseter shared the talent to connect art with technology in a playful way.

Pixar was a haven where Jobs could escape the intensity in Cupertino. At Apple, the managers were often excitable and exhausted, Jobs tended to be volatile, and people felt nervous about where they stood with him. At Pixar, the storytellers and illustrators seemed more serene and behaved more gently, both with each other and even with Jobs. In other words, the tone at each place was set at the top, by Jobs at Apple, but by Lasseter at Pixar.

Jobs reveled in the earnest playfulness of moviemaking and got passionate about the algorithms that enabled such magic as allowing computer-generated raindrops to refract sunbeams or blades of grass to wave in the wind. But he was able to restrain himself from trying to control the creative process. It was at Pixar that he learned to let other creative people flourish and take the lead. Largely it was because he loved Lasseter, a gentle artist who, like Ive, brought out the best in Jobs.[Vi]

Jobs’s main role at Pixar was deal making, in which his natural intensity was an asset. Soon after the release of Toy Story, he clashed with Jeffrey Katzenberg, who had left Disney in the summer of 1994 and joined with Steven Spielberg and David Geffen to start DreamWorks SKG. Jobs believed that his Pixar team had told Katzenberg, while he was still at Disney, about its proposed second movie, A Bug’s Life, and that he had then stolen the idea of an animated insect movie when he decided to produce Antz at DreamWorks. “When Jeffrey was still running Disney animation, we pitched him on A Bug’s Life,” Jobs said. “In sixty years of animation history, nobody had thought of doing an animated movie about insects, until Lasseter. It was one of his brilliant creative sparks. And Jeffrey left and went to DreamWorks and all of a sudden had this idea for an animated movie about—Oh!—insects. And he pretended he’d never heard the pitch. He lied. He lied through his teeth.”[Vi]

Actually, not. The real story is a bit more interesting. Katzenberg never heard the Bug’s Life pitch while at Disney. But after he left for DreamWorks, he stayed in touch with Lasseter, occasionally pinging him with one of his typical “Hey buddy, how you doing just checking in” quick phone calls. So when Lasseter happened to be at the Technicolor facility on the Universal lot, where DreamWorks was also located, he called Katzenberg and dropped by with a couple of colleagues. When Katzenberg asked what they were doing next, Lasseter told him. “We described to him A Bug’s Life, with an ant as the main character, and told him the whole story of him organizing the other ants and enlisting a group of circus performer insects to fight off the grasshoppers,” Lasseter recalled. “I should have been wary. Jeffrey kept asking questions about when it would be released.”

Lasseter began to get worried when, in early 1996, he heard rumors that DreamWorks might be making its own computer-animated movie about ants. He called Katzenberg and asked him point-blank. Katzenberg hemmed, hawed, and asked where Lasseter had heard that. Lasseter asked again, and Katzenberg admitted it was true. “How could you?” yelled Lasseter, who very rarely raised his voice.

“We had the idea long ago,” said Katzenberg, who explained that it had been pitched to him by a development director at DreamWorks.

“I don’t believe you,” Lasseter replied.[Vi]

Katzenberg conceded that he had sped up Antz as a way to counter his former colleagues at Disney. DreamWorks’ first major picture was to be Prince of Egypt, which was scheduled to be released for Thanksgiving 1998, and he was appalled when he heard that Disney was planning to release Pixar’s A Bug’s Life that same weekend. So he had rushed Antz into production to force Disney to change the release date of A Bug’s Life.

“Fuck you,” replied Lasseter, who did not normally use such language. He didn’t speak to Katzenberg for another thirteen years.

Jobs was furious, and he was far more practiced than Lasseter at giving vent to his emotions. He called Katzenberg and started yelling. Katzenberg made an offer: He would delay production of Antz if Jobs and Disney would move A Bug’s Life so that it didn’t compete with Prince of Egypt. “It was a blatant extortion attempt, and I didn’t go for it,” Jobs recalled. He told Katzenberg there was nothing he could do to make Disney change the release date.

“Of course you can,” Katzenberg replied. “You can move mountains. You taught me how!” He said that when Pixar was almost bankrupt, he had come to its rescue by giving it the deal to do Toy Story. “I was the one guy there for you back then, and now you’re allowing them to use you to screw me.” He suggested that if Jobs wanted to, he could simply slow down production on A Bug’s Life without telling Disney. If he did, Katzenberg said, he would put Antz on hold. “Don’t even go there,” Jobs replied.[Vi]

Katzenberg had a valid gripe. It was clear that Eisner and Disney were using the Pixar movie to get back at him for leaving Disney and starting a rival animation studio. “Prince of Egypt was the first thing we were making, and they scheduled something for our announced release date just to be hostile,” he said. “My view was like that of the Lion King, that if you stick your hand in my cage and paw me, watch out.”

No one backed down, and the rival ant movies provoked a press frenzy. Disney tried to keep Jobs quiet, on the theory that playing up the rivalry would serve to help Antz, but he was a man not easily muzzled. “The bad guys rarely win,” he told the Los Angeles Times. In response, DreamWorks’ savvy marketing maven, Terry Press, suggested, “Steve Jobs should take a pill.”

Antz was released at the beginning of October 1998. It was not a bad movie. Woody Allen voiced the part of a neurotic ant living in a conformist society who yearns to express his individualism. “This is the kind of Woody Allen comedy Woody Allen no longer makes,” Time wrote. It grossed a respectable $91 million domestically and $172 million worldwide.[Vi]

A Bug’s Life came out six weeks later, as planned. It had a more epic plot, which reversed Aesop’s tale of “The Ant and the Grasshopper,” plus a greater technical virtuosity, which allowed such startling details as the view of grass from a bug’s vantage point. Time was much more effusive about it. “Its design work is so stellar—a wide-screen Eden of leaves and labyrinths populated by dozens of ugly, buggy, cuddly cutups—that it makes the DreamWorks film seem, by comparison, like radio,” wrote Richard Corliss. It did twice as well as Antz at the box office, grossing $163 million domestically and $363 million worldwide. (It also beat Prince of Egypt.)

A few years later Katzenberg ran into Jobs and tried to smooth things over. He insisted that he had never heard the pitch for A Bug’s Life while at Disney; if he had, his settlement with Disney would have given him a share of the profits, so it’s not something he would lie about. Jobs laughed, and accepted as much. “I asked you to move your release date, and you wouldn’t, so you can’t be mad at me for protecting my child,” Katzenberg told him. He recalled that Jobs “got really calm and Zen-like” and said he understood. But Jobs later said that he never really forgave Katzenberg:[Vi]

Our film toasted his at the box office. Did that feel good? No, it still felt awful, because people started saying how everyone in Hollywood was doing insect movies. He took the brilliant originality away from John, and that can never be replaced. That’s unconscionable, so I’ve never trusted him, even after he tried to make amends. He came up to me after he was successful with Shrek and said, “I’m a changed man, I’m finally at peace with myself,” and all this crap. And it was like, give me a break, Jeffrey.

For his part, Katzenberg was much more gracious. He considered Jobs one of the “true geniuses in the world,” and he learned to respect him despite their volatile dealings.

More important than beating Antz was showing that Pixar was not a one-hit wonder. A Bug’s Life grossed as much as Toy Story had, proving that the first success was not a fluke. “There’s a classic thing in business, which is the second-product syndrome,” Jobs later said. It comes from not understanding what made your first product so successful. “I lived through that at Apple. My feeling was, if we got through our second film, we’d make it.”[Vi]

Steve’s Own Movie

Toy Story 2, which came out in November 1999, was even bigger, with a $485 million gross worldwide. Given that Pixar’s success was now assured, it was time to start building a showcase headquarters. Jobs and the Pixar facilities team found an abandoned Del Monte fruit cannery in Emeryville, an industrial neighborhood between Berkeley and Oakland, just across the Bay Bridge from San Francisco. They tore it down, and Jobs commissioned Peter Bohlin, the architect of the Apple stores, to design a new building for the sixteen-acre plot.

Jobs obsessed over every aspect of the new building, from the overall concept to the tiniest detail regarding materials and construction. “Steve had this firm belief that the right kind of building can do great things for a culture,” said Pixar’s president Ed Catmull. Jobs controlled the creation of the building as if he were a director sweating each scene of a film. “The Pixar building was Steve’s own movie,” Lasseter said.

Lasseter had originally wanted a traditional Hollywood studio, with separate buildings for various projects and bungalows for development teams. But the Disney folks said they didn’t like their new campus because the teams felt isolated, and Jobs agreed. In fact he decided they should go to the other extreme: one huge building around a central atrium designed to encourage random encounters.[Vi]

Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. “There’s a temptation in our networked age to think that ideas can be developed by email and iChat,” he said. “That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas.”

So he had the Pixar building designed to promote encounters and unplanned collaborations. “If a building doesn’t encourage that, you’ll lose a lot of innovation and the magic that’s sparked by serendipity,” he said. “So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see.” The front doors and main stairs and corridors all led to the atrium, the café and the mailboxes were there, the conference rooms had windows that looked out onto it, and the six-hundred-seat theater and two smaller screening rooms all spilled into it. “Steve’s theory worked from day one,” Lasseter recalled. “I kept running into people I hadn’t seen for months. I’ve never seen a building that promoted collaboration and creativity as well as this one.”[Vi]

Jobs even went so far as to decree that there be only two huge bathrooms in the building, one for each gender, connected to the atrium. “He felt that very, very strongly,” recalled Pam Kerwin, Pixar’s general manager. “Some of us felt that was going too far. One pregnant woman said she shouldn’t be forced to walk for ten minutes just to go to the bathroom, and that led to a big fight.” It was one of the few times that Lasseter disagreed with Jobs. They reached a compromise: there would be two sets of bathrooms on either side of the atrium on both of the two floors.

Because the building’s steel beams were going to be visible, Jobs pored over samples from manufacturers across the country to see which had the best color and texture. He chose a mill in Arkansas, told it to blast the steel to a pure color, and made sure the truckers used caution not to nick any of it. He also insisted that all the beams be bolted together, not welded. “We sandblasted the steel and clear-coated it, so you can actually see what it’s like,” he recalled. “When the steelworkers were putting up the beams, they would bring their families on the weekend to show them.”[Vi]

The wackiest piece of serendipity was “The Love Lounge.” One of the animators found a small door on the back wall when he moved into his office. It opened to a low corridor that you could crawl through to a room clad in sheet metal that provided access to the air-conditioning valves. He and his colleagues commandeered the secret room, festooned it with Christmas lights and lava lamps, and furnished it with benches upholstered in animal prints, tasseled pillows, a fold-up cocktail table, liquor bottles, bar equipment, and napkins that read “The Love Lounge.” A video camera installed in the corridor allowed occupants to monitor who might be approaching.

Lasseter and Jobs brought important visitors there and had them sign the wall. The signatures include Michael Eisner, Roy Disney, Tim Allen, and Randy Newman. Jobs loved it, but since he wasn’t a drinker he sometimes referred to it as the Meditation Room. It reminded him, he said, of the one that he and Daniel Kottke had at Reed, but without the acid.[Vi]

The Divorce

In testimony before a Senate committee in February 2002, Michael Eisner blasted the ads that Jobs had created for Apple’s iTunes. “There are computer companies that have full-page ads and billboards that say: Rip, mix, burn,” he declared. “In other words, they can create a theft and distribute it to all their friends if they buy this particular computer.”

This was not a smart comment. It misunderstood the meaning of “rip” and assumed it involved ripping someone off, rather than importing files from a CD to a computer. More significantly, it truly pissed off Jobs, as Eisner should have known. That too was not smart. Pixar had recently released the fourth movie in its Disney deal, Monsters, Inc., which turned out to be the most successful of them all, with $525 million in worldwide gross. Disney’s Pixar deal was again coming up for renewal, and Eisner had not made it easier by publicly poking a stick at his partner’s eye. Jobs was so incredulous he called a Disney executive to vent: “Do you know what Michael just did to me?”[Vi]

Eisner and Jobs came from different backgrounds and opposite coasts, but they were similar in being strong-willed and without much inclination to find compromises. They both had a passion for making good products, which often meant micromanaging details and not sugarcoating their criticisms. Watching Eisner take repeated rides on the Wildlife Express train through Disney World’s Animal Kingdom and coming up with smart ways to improve the customer experience was like watching Jobs play with the interface of an iPod and find ways it could be simplified. Watching them manage people was a less edifying experience.

Both were better at pushing people than being pushed, which led to an unpleasant atmosphere when they started trying to do it to each other. In a disagreement, they tended to assert that the other party was lying. In addition, neither Eisner nor Jobs seemed to believe that he could learn anything from the other; nor would it have occurred to either even to fake a bit of deference by pretending to have anything to learn. Jobs put the onus on Eisner:

The worst thing, to my mind, was that Pixar had successfully reinvented Disney’s business, turning out great films one after the other while Disney turned out flop after flop. You would think the CEO of Disney would be curious how Pixar was doing that. But during the twenty-year relationship, he visited Pixar for a total of about two and a half hours, only to give little congratulatory speeches. He was never curious. I was amazed. Curiosity is very important.[Vi]

That was overly harsh. Eisner had been up to Pixar a bit more than that, including visits when Jobs wasn’t with him. But it was true that he showed little curiosity about the artistry or technology at the studio. Jobs likewise didn’t spend much time trying to learn from Disney’s management.

The open sniping between Jobs and Eisner began in the summer of 2002. Jobs had always admired the creative spirit of the great Walt Disney, especially because he had nurtured a company to last for generations. He viewed Walt’s nephew Roy as an embodiment of this historic legacy and spirit. Roy was still on the Disney board, despite his own growing estrangement from Eisner, and Jobs let him know that he would not renew the Pixar-Disney deal as long as Eisner was still the CEO.

Roy Disney and Stanley Gold, his close associate on the Disney board, began warning other directors about the Pixar problem. That prompted Eisner to send the board an intemperate email in late August 2002. He was confident that Pixar would eventually renew its deal, he said, partly because Disney had rights to the Pixar movies and characters that had been made thus far. Plus, he said, Disney would be in a better negotiating position in a year, after Pixar finished Finding Nemo. “Yesterday we saw for the second time the new Pixar movie, Finding Nemo, that comes out next May,” he wrote. “This will be a reality check for those guys. It’s okay, but nowhere near as good as their previous films. Of course they think it is great.” There were two major problems with this email: It leaked to the Los Angeles Times, provoking Jobs to go ballistic, and Eisner’s assessment of the movie was wrong, very wrong.[Vi]

Finding Nemo became Pixar’s (and Disney’s) biggest hit thus far. It easily beat out The Lion King to become, for the time being, the most successful animated movie in history. It grossed $340 million domestically and $868 million worldwide. Until 2010 it was also the most popular DVD of all time, with forty million copies sold, and spawned some of the most popular rides at Disney theme parks. In addition, it was a richly textured, subtle, and deeply beautiful artistic achievement that won the Oscar for best animated feature. “I liked the film because it was about taking risks and learning to let those you love take risks,” Jobs said. Its success added $183 million to Pixar’s cash reserves, giving it a hefty war chest of $521 million for the final showdown with Disney.

Shortly after Finding Nemo was finished, Jobs made Eisner an offer that was so one-sided it was clearly meant to be rejected. Instead of a fifty-fifty split on revenues, as in the existing deal, Jobs proposed a new arrangement in which Pixar would own outright the films it made and the characters in them, and it would merely pay Disney a 7.5% fee to distribute the movies. Plus, the last two films under the existing deal—The Incredibles and Cars were the ones in the works—would shift to the new distribution deal.[Vi]

Eisner, however, held one powerful trump card. Even if Pixar didn’t renew, Disney had the right to make sequels of Toy Story and the other movies that Pixar had made, and it owned all the characters, from Woody to Nemo, just as it owned Mickey Mouse and Donald Duck. Eisner was already planning—or threatening—to have Disney’s own animation studio do a Toy Story 3, which Pixar had declined to do. “When you see what that company did putting out Cinderella II, you shudder at what would have happened,” Jobs said.

Eisner was able to force Roy Disney off the board in November 2003, but that didn’t end the turmoil. Disney released a scathing open letter. “The company has lost its focus, its creative energy, and its heritage,” he wrote. His litany of Eisner’s alleged failings included not building a constructive relationship with Pixar. By this point Jobs had decided that he no longer wanted to work with Eisner. So in January 2004 he publicly announced that he was cutting off negotiations with Disney.[Vi]

Jobs was usually disciplined in not making public the strong opinions that he shared with friends around his Palo Alto kitchen table. But this time he did not hold back. In a conference call with reporters, he said that while Pixar was producing hits, Disney animation was making “embarrassing duds.” He scoffed at Eisner’s notion that Disney made any creative contribution to the Pixar films: “The truth is there has been little creative collaboration with Disney for years. You can compare the creative quality of our films with the creative quality of Disney’s last three films and judge each company’s creative ability yourselves.” In addition to building a better creative team, Jobs had pulled off the remarkable feat of building a brand that was now as big a draw for moviegoers as Disney’s. “We think the Pixar brand is now the most powerful and trusted brand in animation.” When Jobs called to give him a heads-up, Roy Disney replied, “When the wicked witch is dead, we’ll be together again.”[Vi]

John Lasseter was aghast at the prospect of breaking up with Disney. “I was worried about my children, what they would do with the characters we’d created,” he recalled. “It was like a dagger to my heart.” When he told his top staff in the Pixar conference room, he started crying, and he did so again when he addressed the eight hundred or so Pixar employees gathered in the studio’s atrium. “It’s like you have these dear children and you have to give them up to be adopted by convicted child molesters.” Jobs came to the atrium stage next and tried to calm things down. He explained why it might be necessary to break with Disney, and he assured them that Pixar as an institution had to keep looking forward to be successful. “He has the absolute ability to make you believe,” said Oren Jacob, a longtime technologist at the studio. “Suddenly, we all had the confidence that, whatever happened, Pixar would flourish.”

Bob Iger, Disney’s chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC Network, which was acquired in 1996 by Disney. His reputation was as a corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. “Steve did some grandstanding by announcing that he was ending talks with us,” Iger later recalled. “We went into crisis mode, and I developed some talking points to settle things down.”[Vi]

Eisner had presided over ten great years at Disney, when Frank Wells served as his president. Wells freed Eisner from many management duties so he could make his suggestions, usually valuable and often brilliant, on ways to improve each movie project, theme park ride, television pilot, and countless other products. But after Wells was killed in a helicopter crash in 1994, Eisner never found the right manager. Katzenberg had demanded Wells’s job, which is why Eisner ousted him. Michael Ovitz became president in 1995; it was not a pretty sight, and he was gone in less than two years. Jobs later offered his assessment:

For his first ten years as CEO, Eisner did a really good job. For the last ten years, he really did a bad job. And the change came when Frank Wells died. Eisner is a really good creative guy. He gives really good notes. So when Frank was running operations, Eisner could be like a bumblebee going from project to project trying to make them better. But when Eisner had to run things, he was a terrible manager. Nobody liked working for him. They felt they had no authority. He had this strategic planning group that was like the Gestapo, in that you couldn’t spend any money, not even a dime, without them approving it. Even though I broke with him, I had to respect his achievements in the first ten years. And there was a part of him I actually liked. He’s a fun guy to be around at times—smart, witty. But he had a dark side to him. His ego got the better of him. Eisner was reasonable and fair to me at first, but eventually, over the course of dealing with him for a decade, I came to see a dark side to him.[Vi]

Eisner’s biggest problem in 2004 was that he did not fully fathom how messed up his animation division was. Its two most recent movies, Treasure Planet and Brother Bear, did no honor to the Disney legacy, or to its balance sheets. Hit animation movies were the lifeblood of the company; they spawned theme park rides, toys, and television shows. Toy Story had led to a movie sequel, a Disney on Ice show, a Toy Story Musical performed on Disney cruise ships, a direct-to-video film featuring Buzz Lightyear, a computer storybook, two video games, a dozen action toys that sold twenty-five million units, a clothing line, and nine different attractions at Disney theme parks. This was not the case for Treasure Planet.

“Michael didn’t understand that Disney’s problems in animation were as acute as they were,” Iger later explained. “That manifested itself in the way he dealt with Pixar. He never felt he needed Pixar as much as he really did.” In addition, Eisner loved to negotiate and hated to compromise, which was not always the best combination when dealing with Jobs, who was the same way. “Every negotiation needs to be resolved by compromises,” Iger said. “Neither one of them is a master of compromise.”[Vi]

The impasse was ended on a Saturday night in March 2005, when Iger got a phone call from former senator George Mitchell and other Disney board members. They told him that, starting in a few months, he would replace Eisner as Disney’s CEO. When Iger got up the next morning, he called his daughters and then Steve Jobs and John Lasseter. He said, very simply and clearly, that he valued Pixar and wanted to make a deal. Jobs was thrilled. He liked Iger and even marveled at a small connection they had: his former girlfriend Jennifer Egan and Iger’s wife, Willow Bay, had been roommates at Penn.

That summer, before Iger officially took over, he and Jobs got to have a trial run at making a deal. Apple was coming out with an iPod that would play video as well as music. It needed television shows to sell, and Jobs did not want to be too public in negotiating for them because, as usual, he wanted the product to be secret until he unveiled it onstage. Iger, who had multiple iPods and used them throughout the day, from his 5 a.m. workouts to late at night, had already been envisioning what it could do for television shows. So he immediately offered ABC’s most popular shows, Desperate Housewives and Lost. “We negotiated that deal in a week, and it was complicated,” Iger said. “It was important because Steve got to see how I worked, and because it showed everyone that Disney could in fact work with Steve.”[Vi]

For the announcement of the video iPod, Jobs rented a theater in San Jose, and he invited Iger to be his surprise guest onstage. “I had never been to one of his announcements, so I had no idea what a big deal it was,” Iger recalled. “It was a real breakthrough for our relationship. He saw I was pro-technology and willing to take risks.” Jobs did his usual virtuoso performance, running through all the features of the new iPod, how it was “one of the best things we’ve ever done,” and how the iTunes Store would now be selling music videos and short films. Then, as was his habit, he ended with “And yes, there is one more thing:” The iPod would be selling TV shows. There was huge applause. He mentioned that the two most popular shows were on ABC. “And who owns ABC? Disney! I know these guys,” he exulted.

When Iger then came onstage, he looked as relaxed and as comfortable as Jobs. “One of the things that Steve and I are incredibly excited about is the intersection between great content and great technology,” he said. “It’s great to be here to announce an extension of our relation with Apple,” he added. Then, after the proper pause, he said, “Not with Pixar, but with Apple.”

But it was clear from their warm embrace that a new Pixar-Disney deal was once again possible. “It signaled my way of operating, which was ‘Make love not war,’ ” Iger recalled. “We had been at war with Roy Disney, Comcast, Apple, and Pixar. I wanted to fix all that, Pixar most of all.”[Vi]

Iger had just come back from opening the new Disneyland in Hong Kong, with Eisner at his side in his last big act as CEO. The ceremonies included the usual Disney parade down Main Street. Iger realized that the only characters in the parade that had been created in the past decade were Pixar’s. “A lightbulb went off,” he recalled. “I’m standing next to Michael, but I kept it completely to myself, because it was such an indictment of his stewardship of animation during that period. After ten years of The Lion King, Beauty and the Beast, and Aladdin, there were then ten years of nothing.”

Iger went back to Burbank and had some financial analysis done. He discovered that they had actually lost money on animation in the past decade and had produced little that helped ancillary products. At his first meeting as the new CEO, he presented the analysis to the board, whose members expressed some anger that they had never been told this. “As animation goes, so goes our company,” he told the board. “A hit animated film is a big wave, and the ripples go down to every part of our business—from characters in a parade, to music, to parks, to video games, TV, Internet, consumer products. If I don’t have wave makers, the company is not going to succeed.” He presented them with some choices. They could stick with the current animation management, which he didn’t think would work. They could get rid of management and find someone else, but he said he didn’t know who that would be. Or they could buy Pixar. “The problem is, I don’t know if it’s for sale, and if it is, it’s going to be a huge amount of money,” he said. The board authorized him to explore a deal.[Vi]

Iger went about it in an unusual way. When he first talked to Jobs, he admitted the revelation that had occurred to him in Hong Kong and how it convinced him that Disney badly needed Pixar. “That’s why I just loved Bob Iger,” recalled Jobs. “He just blurted it out. Now that’s the dumbest thing you can do as you enter a negotiation, at least according to the traditional rule book. He just put his cards out on the table and said, ‘We’re screwed.’ I immediately liked the guy, because that’s how I worked too. Let’s just immediately put all the cards on the table and see where they fall.” (In fact that was not usually Jobs’s mode of operation. He often began negotiations by proclaiming that the other company’s products or services sucked.)

Jobs and Iger took a lot of walks—around the Apple campus, in Palo Alto, at the Allen and Co. retreat in Sun Valley. At first they came up with a plan for a new distribution deal: Pixar would get back all the rights to the movies and characters it had already produced in return for Disney’s getting an equity stake in Pixar, and it would pay Disney a simple fee to distribute its future movies. But Iger worried that such a deal would simply set Pixar up as a competitor to Disney, which would be bad even if Disney had an equity stake in it. So he began to hint that maybe they should actually do something bigger. “I want you to know that I am really thinking out of the box on this,” he said. Jobs seemed to encourage the advances. “It wasn’t too long before it was clear to both of us that this discussion might lead to an acquisition discussion,” Jobs recalled.[Vi]

But first Jobs needed the blessing of John Lasseter and Ed Catmull, so he asked them to come over to his house. He got right to the point. “We need to get to know Bob Iger,” he told them. “We may want to throw in with him and to help him remake Disney. He’s a great guy.” They were skeptical at first. “He could tell we were pretty shocked,” Lasseter recalled.

“If you guys don’t want to do it, that’s fine, but I want you to get to know Iger before you decide,” Jobs continued. “I was feeling the same as you, but I’ve really grown to like the guy.” He explained how easy it had been to make the deal to put ABC shows on the iPod, and added, “It’s night and day different from Eisner’s Disney. He’s straightforward, and there’s no drama with him.” Lasseter remembers that he and Catmull just sat there with their mouths slightly open.

Iger went to work. He flew from Los Angeles to Lasseter’s house for dinner, and stayed up well past midnight talking. He also took Catmull out to dinner, and then he visited Pixar Studios, alone, with no entourage and without Jobs. “I went out and met all the directors one on one, and they each pitched me their movie,” he said. Lasseter was proud of how much his team impressed Iger, which of course made him warm up to Iger. “I never had more pride in Pixar than that day,” he said. “All the teams and pitches were amazing, and Bob was blown away.”

Indeed after seeing what was coming up over the next few years—Cars, Ratatouille, WALL-E—Iger told his chief financial officer at Disney, “Oh my God, they’ve got great stuff. We’ve got to get this deal done. It’s the future of the company.” He admitted that he had no faith in the movies that Disney animation had in the works.[Vi]

The deal they proposed was that Disney would purchase Pixar for $7.4 billion in stock. Jobs would thus become Disney’s largest shareholder, with approximately 7% of the company’s stock compared to 1.7% owned by Eisner and 1% by Roy Disney. Disney Animation would be put under Pixar, with Lasseter and Catmull running the combined unit. Pixar would retain its independent identity, its studio and headquarters would remain in Emeryville, and it would even keep its own email addresses.

Iger asked Jobs to bring Lasseter and Catmull to a secret meeting of the Disney board in Century City, Los Angeles, on a Sunday morning. The goal was to make them feel comfortable with what would be a radical and expensive deal. As they prepared to take the elevator from the parking garage, Lasseter said to Jobs, “If I start getting too excited or go on too long, just touch my leg.” Jobs ended up having to do it once, but otherwise Lasseter made the perfect sales pitch. “I talked about how we make films, what our philosophies are, the honesty we have with each other, and how we nurture the creative talent,” he recalled. The board asked a lot of questions, and Jobs let Lasseter answer most. But Jobs did talk about how exciting it was to connect art with technology. “That’s what our culture is all about, just like at Apple,” he said.[Vi]

Before the Disney board got a chance to approve the merger, however, Michael Eisner arose from the departed to try to derail it. He called Iger and said it was far too expensive. “You can fix animation yourself,” Eisner told him. “How?” asked Iger. “I know you can,” said Eisner. Iger got a bit annoyed. “Michael, how come you say I can fix it, when you couldn’t fix it yourself?” he asked.

Eisner said he wanted to come to a board meeting, even though he was no longer a member or an officer, and speak against the acquisition. Iger resisted, but Eisner called Warren Buffett, a big shareholder, and George Mitchell, who was the lead director. The former senator convinced Iger to let Eisner have his say. “I told the board that they didn’t need to buy Pixar because they already owned 85% of the movies Pixar had already made,” Eisner recounted. He was referring to the fact that for the movies already made, Disney was getting that percentage of the gross, plus it had the rights to make all the sequels and exploit the characters. “I made a presentation that said, here’s the 15% of Pixar that Disney does not already own. So that’s what you’re getting. The rest is a bet on future Pixar films.” Eisner admitted that Pixar had been enjoying a good run, but he said it could not continue. “I showed the history of producers and directors who had X number of hits in a row and then failed. It happened to Spielberg, Walt Disney, all of them.” To make the deal worth it, he calculated, each new Pixar movie would have to gross $1.3 billion. “It drove Steve crazy that I knew that,” Eisner later said.[Vi]

After he left the room, Iger refuted his argument point by point. “Let me tell you what was wrong with that presentation,” he began. When the board had finished hearing them both, it approved the deal Iger proposed.

Iger flew up to Emeryville to meet Jobs and jointly announce the deal to the Pixar workers. But before they did, Jobs sat down alone with Lasseter and Catmull. “If either of you have doubts,” he said, “I will just tell them no thanks and blow off this deal.” He wasn’t totally sincere. It would have been almost impossible to do so at that point. But it was a welcome gesture. “I’m good,” said Lasseter. “Let’s do it.” Catmull agreed. They all hugged, and Jobs wept.

Everyone then gathered in the atrium. “Disney is buying Pixar,” Jobs announced. There were a few tears, but as he explained the deal, the staffers began to realize that in some ways it was a reverse acquisition. Catmull would be the head of Disney animation, Lasseter its chief creative officer. By the end they were cheering. Iger had been standing on the side, and Jobs invited him to center stage. As he talked about the special culture of Pixar and how badly Disney needed to nurture it and learn from it, the crowd broke into applause.[Vi]

• • •

“My goal has always been not only to make great products, but to build great companies,” Jobs later said. “Walt Disney did that. And the way we did the merger, we kept Pixar as a great company and helped Disney remain one as well.”[Vi]

—ooOoo—

CHAPTER THIRTY-FOUR

TWENTY-FIRST-CENTURY MACS

Setting Apple Apart

With the iBook, 1999

Clams, Ice Cubes, and Sunflowers

Ever since the introduction of the iMac in 1998, Jobs and Jony Ive had made beguiling design a signature of Apple’s computers. There was a consumer laptop that looked like a tangerine clam, and a professional desktop computer that suggested a Zen ice cube. Like bell-bottoms that turn up in the back of a closet, some of these models looked better at the time than they do in retrospect, and they show a love of design that was, on occasion, a bit too exuberant. But they set Apple apart and provided the publicity bursts it needed to survive in a Windows world.

The Power Mac G4 Cube, released in 2000, was so alluring that one ended up on display in New York’s Museum of Modern Art. An eight-inch perfect cube the size of a Kleenex box, it was the pure expression of Jobs’s aesthetic. The sophistication came from minimalism. No buttons marred the surface. There was no CD tray, just a subtle slot. And as with the original Macintosh, there was no fan. Pure Zen. “When you see something that’s so thoughtful on the outside you say, ‘Oh, wow, it must be really thoughtful on the inside,’ ” he told Newsweek. “We make progress by eliminating things, by removing the superfluous.”[Vi]

The G4 Cube was almost ostentatious in its lack of ostentation, and it was powerful. But it was not a success. It had been designed as a high-end desktop, but Jobs wanted to turn it, as he did almost every product, into something that could be mass-marketed to consumers. The Cube ended up not serving either market well. Workaday professionals weren’t seeking a jewel-like sculpture for their desks, and mass-market consumers were not eager to spend twice what they’d pay for a plain vanilla desktop. Jobs predicted that Apple would sell 200,000 Cubes per quarter. In its first quarter it sold half that. The next quarter it sold fewer than thirty thousand units. Jobs later admitted that he had overdesigned and overpriced the Cube, just as he had the NeXT computer. But gradually he was learning his lesson. In building devices like the iPod, he would control costs and make the trade-offs necessary to get them launched on time and on budget.

Partly because of the poor sales of the Cube, Apple produced disappointing revenue numbers in September 2000. That was just when the tech bubble was deflating and Apple’s education market was declining. The company’s stock price, which had been above $60, fell 50% in one day, and by early December it was below $15.[Vi]

None of this deterred Jobs from continuing to push for distinctive, even distracting, new design. When flat-screen displays became commercially viable, he decided it was time to replace the iMac, the translucent consumer desktop computer that looked as if it were from a Jetsons cartoon. Ive came up with a model that was somewhat conventional, with the guts of the computer attached to the back of the flat screen. Jobs didn’t like it. As he often did, both at Pixar and at Apple, he slammed on the brakes to rethink things. There was something about the design that lacked purity, he felt. “Why have this flat display if you’re going to glom all this stuff on its back?” he asked Ive. “We should let each element be true to itself.”

Jobs went home early that day to mull over the problem, then called Ive to come by. They wandered into the garden, which Jobs’s wife had planted with a profusion of sunflowers. “Every year I do something wild with the garden, and that time it involved masses of sunflowers, with a sunflower house for the kids,” she recalled. “Jony and Steve were riffing on their design problem, then Jony asked, ‘What if the screen was separated from the base like a sunflower?’ He got excited and started sketching.” Ive liked his designs to suggest a narrative, and he realized that a sunflower shape would convey that the flat screen was so fluid and responsive that it could reach for the sun.[Vi]

In Ive’s new design, the Mac’s screen was attached to a movable chrome neck, so that it looked not only like a sunflower but also like a cheeky Luxo lamp. Indeed it evoked the playful personality of Luxo Jr. in the first short film that John Lasseter had made at Pixar. Apple took out many patents for the design, most crediting Ive, but on one of them, for “a computer system having a movable assembly attached to a flat panel display,” Jobs listed himself as the primary inventor.

In hindsight, some of Apple’s Macintosh designs may seem a bit too cute. But other computer makers were at the other extreme. It was an industry that you’d expect to be innovative, but instead it was dominated by cheaply designed generic boxes. After a few ill-conceived stabs at painting on blue colors and trying new shapes, companies such as Dell, Compaq, and HP commoditized computers by outsourcing manufacturing and competing on price. With its spunky designs and its pathbreaking applications like iTunes and iMovie, Apple was about the only place innovating.[Vi]

Intel Inside

Apple’s innovations were more than skin-deep. Since 1994 it had been using a microprocessor, called the PowerPC, that was made by a partnership of IBM and Motorola. For a few years it was faster than Intel’s chips, an advantage that Apple touted in humorous commercials. By the time of Jobs’s return, however, Motorola had fallen behind in producing new versions of the chip. This provoked a fight between Jobs and Motorola’s CEO Chris Galvin. When Jobs decided to stop licensing the Macintosh operating system to clone makers, right after his return to Apple in 1997, he suggested to Galvin that he might consider making an exception for Motorola’s clone, the StarMax Mac, but only if Motorola sped up development of new PowerPC chips for laptops. The call got heated. Jobs offered his opinion that Motorola chips sucked. Galvin, who also had a temper, pushed back. Jobs hung up on him. The Motorola StarMax was canceled, and Jobs secretly began planning to move Apple off the Motorola-IBM PowerPC chip and to adopt, instead, Intel’s. This would not be a simple task. It was akin to writing a new operating system.

Jobs did not cede any real power to his board, but he did use its meetings to kick around ideas and think through strategies in confidence, while he stood at a whiteboard and led freewheeling discussions. For eighteen months the directors discussed whether to move to an Intel architecture. “We debated it, we asked a lot of questions, and finally we all decided it needed to be done,” board member Art Levinson recalled.[Vi]

Paul Otellini, who was then president and later became CEO of Intel, began huddling with Jobs. They had gotten to know each other when Jobs was struggling to keep NeXT alive and, as Otellini later put it, “his arrogance had been temporarily tempered.” Otellini has a calm and wry take on people, and he was amused rather than put off when he discovered, upon dealing with Jobs at Apple in the early 2000s, “that his juices were going again, and he wasn’t nearly as humble anymore.” Intel had deals with other computer makers, and Jobs wanted a better price than they had. “We had to find creative ways to bridge the numbers,” said Otellini. Most of the negotiating was done, as Jobs preferred, on long walks, sometimes on the trails up to the radio telescope known as the Dish above the Stanford campus. Jobs would start the walk by telling a story and explaining how he saw the history of computers evolving. By the end he would be haggling over price.[Vi]

“Intel had a reputation for being a tough partner, coming out of the days when it was run by Andy Grove and Craig Barrett,” Otellini said. “I wanted to show that Intel was a company you could work with.” So a crack team from Intel worked with Apple, and they were able to beat the conversion deadline by six months. Jobs invited Otellini to Apple’s Top 100 management retreat, where he donned one of the famous Intel lab coats that looked like a bunny suit and gave Jobs a big hug. At the public announcement in 2005, the usually reserved Otellini repeated the act. “Apple and Intel, together at last,” flashed on the big screen.

Bill Gates was amazed. Designing crazy-colored cases did not impress him, but a secret program to switch the CPU in a computer, completed seamlessly and on time, was a feat he truly admired. “If you’d said, ‘Okay, we’re going to change our microprocessor chip, and we’re not going to lose a beat,’ that sounds impossible,” he told me years later, when I asked him about Jobs’s accomplishments. “They basically did that.”[Vi]

Options

Among Jobs’s quirks was his attitude toward money. When he returned to Apple in 1997, he portrayed himself as a person working for $1 a year, doing it for the benefit of the company rather than himself. Nevertheless he embraced the idea of option megagrants—granting huge bundles of options to buy Apple stock at a preset price—that were not subject to the usual good compensation practices of board committee reviews and performance criteria.

When he dropped the “interim” in his title and officially became CEO, he was offered (in addition to the airplane) a megagrant by Ed Woolard and the board at the beginning of 2000; defying the image he cultivated of not being interested in money, he had stunned Woolard by asking for even more options than the board had proposed. But soon after he got them, it turned out that it was for naught. Apple stock cratered in September 2000—due to disappointing sales of the Cube plus the bursting of the Internet bubble—which made the options worthless.[Vi]

Making matters worse was a June 2001 cover story in Fortune about overcompensated CEOs, “The Great CEO Pay Heist.” A mug of Jobs, smiling smugly, filled the cover. Even though his options were underwater at the time, the technical method of valuing them when granted (known as a Black-Scholes valuation) set their worth at $872 million. Fortune proclaimed it “by far” the largest compensation package ever granted a CEO. It was the worst of all worlds: Jobs had almost no money that he could put in his pocket for his four years of hard and successful turnaround work at Apple, yet he had become the poster child of greedy CEOs, making him look hypocritical and undermining his self-image. He wrote a scathing letter to the editor, declaring that his options actually “are worth zero” and offering to sell them to Fortune for half of the supposed $872 million the magazine had reported.

In the meantime Jobs wanted the board to give him another big grant of options, since his old ones seemed worthless. He insisted, both to the board and probably to himself, that it was more about getting proper recognition than getting rich. “It wasn’t so much about the money,” he later said in a deposition in an SEC lawsuit over the options. “Everybody likes to be recognized by his peers. . . . I felt that the board wasn’t really doing the same with me.” He felt that the board should have come to him offering a new grant, without his having to suggest it. “I thought I was doing a pretty good job. It would have made me feel better at the time.”[Vi]

His handpicked board in fact doted on him. So they decided to give him another huge grant in August 2001, when the stock price was just under $18. The problem was that he worried about his image, especially after the Fortune article. He did not want to accept the new grant unless the board canceled his old options at the same time. But to do so would have adverse accounting implications, because it would be effectively repricing the old options. That would require taking a charge against current earnings. The only way to avoid this “variable accounting” problem was to cancel his old options at least six months after his new options were granted. In addition, Jobs started haggling with the board over how quickly the new options would vest.

It was not until mid-December 2001 that Jobs finally agreed to take the new options and, braving the optics, wait six months before his old ones were canceled. But by then the stock price (adjusting for a split) had gone up $3, to about $21. If the strike price of the new options was set at that new level, each would have thus been $3 less valuable. So Apple’s legal counsel, Nancy Heinen, looked over the recent stock prices and helped to choose an October date, when the stock was $18.30. She also approved a set of minutes that purported to show that the board had approved the grant on that date. The backdating was potentially worth $20 million to Jobs.[Vi]

Once again Jobs would end up suffering bad publicity without making a penny. Apple’s stock price kept dropping, and by March 2003 even the new options were so low that Jobs traded in all of them for an outright grant of $75 million worth of shares, which amounted to about $8.3 million for each year he had worked since coming back in 1997 through the end of the vesting in 2006.

None of this would have mattered much if the Wall Street Journal had not run a powerful series in 2006 about backdated stock options. Apple wasn’t mentioned, but its board appointed a committee of three members—Al Gore, Eric Schmidt of Google, and Jerry York, formerly of IBM and Chrysler—to investigate its own practices. “We decided at the outset that if Steve was at fault we would let the chips fall where they may,” Gore recalled. The committee uncovered some irregularities with Jobs’s grants and those of other top officers, and it immediately turned the findings over to the SEC. Jobs was aware of the backdating, the report said, but he ended up not benefiting financially. (A board committee at Disney also found that similar backdating had occurred at Pixar when Jobs was in charge.)[Vi]

The laws governing such backdating practices were murky, especially since no one at Apple ended up benefiting from the dubiously dated grants. The SEC took eight months to do its own investigation, and in April 2007 it announced that it would not bring action against Apple “based in part on its swift, extensive, and extraordinary cooperation in the Commission’s investigation [and its] prompt self-reporting.” Although the SEC found that Jobs had been aware of the backdating, it cleared him of any misconduct because he “was unaware of the accounting implications.”

The SEC did file complaints against Apple’s former chief financial officer Fred Anderson, who was on the board, and general counsel Nancy Heinen. Anderson, a retired Air Force captain with a square jaw and deep integrity, had been a wise and calming influence at Apple, where he was known for his ability to control Jobs’s tantrums. He was cited by the SEC only for “negligence” regarding the paperwork for one set of the grants (not the ones that went to Jobs), and the SEC allowed him to continue to serve on corporate boards. Nevertheless he ended up resigning from the Apple board.

Anderson thought he had been made a scapegoat. When he settled with the SEC, his lawyer issued a statement that cast some of the blame on Jobs. It said that Anderson had “cautioned Mr. Jobs that the executive team grant would have to be priced on the date of the actual board agreement or there could be an accounting charge,” and that Jobs replied “that the board had given its prior approval.”[Vi]

Heinen, who initially fought the charges against her, ended up settling and paying a $2.2 million fine, without admitting or denying any wrongdoing. Likewise the company itself settled a shareholders’ lawsuit by agreeing to pay $14 million in damages.

“Rarely have so many avoidable problems been created by one man’s obsession with his own image,” Joe Nocera wrote in the New York Times. “Then again, this is Steve Jobs we’re talking about.” Contemptuous of rules and regulations, he created a climate that made it hard for someone like Heinen to buck his wishes. At times, great creativity occurred. But people around him could pay a price. On compensation issues in particular, the difficulty of defying his whims drove some good people to make some bad mistakes.

The compensation issue in some ways echoed Jobs’s parking quirk. He refused such trappings as having a “Reserved for CEO” spot, but he assumed for himself the right to park in the handicapped spaces. He wanted to be seen (both by himself and by others) as someone willing to work for $1 a year, but he also wanted to have huge stock grants bestowed upon him. Jangling inside him were the contradictions of a counterculture rebel turned business entrepreneur, someone who wanted to believe that he had turned on and tuned in without having sold out and cashed in.[Vi]

—ooOoo—

CHAPTER THIRTY-FIVE

ROUND ONE

Memento Mori

At fifty (in center), with Eve and Laurene (behind cake), Eddy Cue (by window), John Lasseter (with camera), and Lee Clow (with beard)[Vi]

Cancer

Jobs would later speculate that his cancer was caused by the grueling year that he spent, starting in 1997, running both Apple and Pixar. As he drove back and forth, he had developed kidney stones and other ailments, and he would come home so exhausted that he could barely speak. “That’s probably when this cancer started growing, because my immune system was pretty weak at that time,” he said.

It is unclear whether exhaustion or a weak immune system could have caused his cancer. However, his kidney problems did indirectly lead to the detection of his cancer. In October 2003 he happened to run into the urologist who had treated him, and she asked him to get a CAT scan of his kidneys and ureter. It had been five years since his last scan. The new scan revealed nothing wrong with his kidneys, but it did show a shadow on his pancreas, so she asked him to schedule a pancreatic study. He didn’t. As usual, he was good at willfully ignoring inputs that he did not want to process. But she persisted. “Steve, this is really important,” she said a few days later. “You need to do this.”[Vi]

Her tone of voice was urgent enough that he complied. He went in early one morning, and after studying the scan, the doctors met with him to deliver the bad news that it was a tumor. One of them even suggested that he should make sure his affairs were in order, a polite way of saying that he might have only months to live. That evening they performed a biopsy by sticking an endoscope down his throat and into his intestines so they could put a needle into his pancreas and get a few cells from the tumor. Powell remembers her husband’s doctors tearing up with joy. It turned out to be an islet cell or pancreatic neuroendocrine tumor, which is rare but slower growing and thus more likely to be treated successfully. He was lucky that it was detected so early—as the by-product of a routine kidney screening—and thus could be surgically removed before it had definitely spread.

One of his first calls was to Larry Brilliant, whom he first met at the ashram in India. “Do you still believe in God?” Jobs asked him. Brilliant said that he did, and they discussed the many paths to God that had been taught by the Hindu guru Neem Karoli Baba. Then Brilliant asked Jobs what was wrong. “I have cancer,” Jobs replied.

Art Levinson, who was on Apple’s board, was chairing the board meeting of his own company, Genentech, when his cell phone rang and Jobs’s name appeared on the screen. As soon as there was a break, Levinson called him back and heard the news of the tumor. He had a background in cancer biology, and his firm made cancer treatment drugs, so he became an advisor. So did Andy Grove of Intel, who had fought and beaten prostate cancer. Jobs called him that Sunday, and he drove right over to Jobs’s house and stayed for two hours.[Vi]

To the horror of his friends and wife, Jobs decided not to have surgery to remove the tumor, which was the only accepted medical approach. “I really didn’t want them to open up my body, so I tried to see if a few other things would work,” he told me years later with a hint of regret. Specifically, he kept to a strict vegan diet, with large quantities of fresh carrot and fruit juices. To that regimen he added acupuncture, a variety of herbal remedies, and occasionally a few other treatments he found on the Internet or by consulting people around the country, including a psychic. For a while he was under the sway of an herbal therapist who operated a natural healing clinic in southern California that stressed the use of organic herbs, juice fasts, frequent bowel cleansings, hydrotherapy, and the expression of all negative feelings.[Vi]

“The big thing was that he really was not ready to open his body,” Powell recalled. “It’s hard to push someone to do that.” She did try, however. “The body exists to serve the spirit,” she argued. His friends repeatedly urged him to have surgery and chemotherapy. “Steve talked to me when he was trying to cure himself by eating horseshit and horseshit roots, and I told him he was crazy,” Grove recalled. Levinson said that he “pleaded every day” with Jobs and found it “enormously frustrating that I just couldn’t connect with him.” The fights almost ruined their friendship. “That’s not how cancer works,” Levinson insisted when Jobs discussed his diet treatments. “You cannot solve this without surgery and blasting it with toxic chemicals.” Even Dr. Dean Ornish, a pioneer in alternative and nutritional methods of treating diseases, took a long walk with Jobs and insisted that sometimes traditional methods were the right option. “You really need surgery,” Ornish told him.[Vi]

Jobs’s obstinacy lasted for nine months after his October 2003 diagnosis. Part of it was the product of the dark side of his reality distortion field. “I think Steve has such a strong desire for the world to be a certain way that he wills it to be that way,” Levinson speculated. “Sometimes it doesn’t work. Reality is unforgiving.” The flip side of his wondrous ability to focus was his fearsome willingness to filter out things he did not wish to deal with. This led to many of his great breakthroughs, but it could also backfire. “He has that ability to ignore stuff he doesn’t want to confront,” Powell explained. “It’s just the way he’s wired.” Whether it involved personal topics relating to his family and marriage, or professional issues relating to engineering or business challenges, or health and cancer issues, Jobs sometimes simply didn’t engage.

In the past he had been rewarded for what his wife called his “magical thinking”—his assumption that he could will things to be as he wanted. But cancer does not work that way. Powell enlisted everyone close to him, including his sister Mona Simpson, to try to bring him around. In July 2004 a CAT scan showed that the tumor had grown and possibly spread. It forced him to face reality.

Jobs underwent surgery on Saturday, July 31, 2004, at Stanford University Medical Center. He did not have a full “Whipple procedure,” which removes a large part of the stomach and intestine as well as the pancreas. The doctors considered it, but decided instead on a less radical approach, a modified Whipple that removed only part of the pancreas.[Vi]

Jobs sent employees an email the next day, using his PowerBook hooked up to an AirPort Express in his hospital room, announcing his surgery. He assured them that the type of pancreatic cancer he had “represents about 1% of the total cases of pancreatic cancer diagnosed each year, and can be cured by surgical removal if diagnosed in time (mine was).” He said he would not require chemotherapy or radiation treatment, and he planned to return to work in September. “While I’m out, I’ve asked Tim Cook to be responsible for Apple’s day to day operations, so we shouldn’t miss a beat. I’m sure I’ll be calling some of you way too much in August, and I look forward to seeing you in September.”

One side effect of the operation would become a problem for Jobs because of his obsessive diets and the weird routines of purging and fasting that he had practiced since he was a teenager. Because the pancreas provides the enzymes that allow the stomach to digest food and absorb nutrients, removing part of the organ makes it hard to get enough protein. Patients are advised to make sure that they eat frequent meals and maintain a nutritious diet, with a wide variety of meat and fish proteins as well as full-fat milk products. Jobs had never done this, and he never would.

He stayed in the hospital for two weeks and then struggled to regain his strength. “I remember coming back and sitting in that rocking chair,” he told me, pointing to one in his living room. “I didn’t have the energy to walk. It took me a week before I could walk around the block. I pushed myself to walk to the gardens a few blocks away, then further, and within six months I had my energy almost back.”

Unfortunately the cancer had spread. During the operation the doctors found three liver metastases. Had they operated nine months earlier, they might have caught it before it spread, though they would never know for sure. Jobs began chemotherapy treatments, which further complicated his eating challenges.[Vi]

The Stanford Commencement

Jobs kept his continuing battle with the cancer secret—he told everyone that he had been “cured”—just as he had kept quiet about his diagnosis in October 2003. Such secrecy was not surprising; it was part of his nature. What was more surprising was his decision to speak very personally and publicly about his cancer diagnosis. Although he rarely gave speeches other than his staged product demonstrations, he accepted Stanford’s invitation to give its June 2005 commencement address. He was in a reflective mood after his health scare and turning fifty.

For help with the speech, he called the brilliant scriptwriter Aaron Sorkin (A Few Good Men, The West Wing). Jobs sent him some thoughts. “That was in February, and I heard nothing, so I ping him again in April, and he says, ‘Oh, yeah,’ and I send him a few more thoughts,” Jobs recounted. “I finally get him on the phone, and he keeps saying ‘Yeah,’ but finally it’s the beginning of June, and he never sent me anything.”

Jobs got panicky. He had always written his own presentations, but he had never done a commencement address. One night he sat down and wrote the speech himself, with no help other than bouncing ideas off his wife. As a result, it turned out to be a very intimate and simple talk, with the unadorned and personal feel of a perfect Steve Jobs product.[Vi]

Alex Haley once said that the best way to begin a speech is “Let me tell you a story.” Nobody is eager for a lecture, but everybody loves a story. And that was the approach Jobs chose. “Today, I want to tell you three stories from my life,” he began. “That’s it. No big deal. Just three stories.”

The first was about dropping out of Reed College. “I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked far more interesting.” The second was about how getting fired from Apple turned out to be good for him. “The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything.” The students were unusually attentive, despite a plane circling overhead with a banner that exhorted “recycle all e-waste,” and it was his third tale that enthralled them. It was about being diagnosed with cancer and the awareness it brought:

Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything—all external expectations, all pride, all fear of embarrassment or failure—these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

The artful minimalism of the speech gave it simplicity, purity, and charm. Search where you will, from anthologies to YouTube, and you won’t find a better commencement address. Others may have been more important, such as George Marshall’s at Harvard in 1947 announcing a plan to rebuild Europe, but none has had more grace.[Vi]

A Lion at Fifty

For his thirtieth and fortieth birthdays, Jobs had celebrated with the stars of Silicon Valley and other assorted celebrities. But when he turned fifty in 2005, after coming back from his cancer surgery, the surprise party that his wife arranged featured mainly his closest friends and professional colleagues. It was at the comfortable San Francisco home of some friends, and the great chef Alice Waters prepared salmon from Scotland along with couscous and a variety of garden-raised vegetables. “It was beautifully warm and intimate, with everyone and the kids all able to sit in one room,” Waters recalled. The entertainment was comedy improvisation done by the cast of Whose Line Is It Anyway? Jobs’s close friend Mike Slade was there, along with colleagues from Apple and Pixar, including Lasseter, Cook, Schiller, Clow, Rubinstein, and Tevanian.

Cook had done a good job running the company during Jobs’s absence. He kept Apple’s temperamental actors performing well, and he avoided stepping into the limelight. Jobs liked strong personalities, up to a point, but he had never truly empowered a deputy or shared the stage. It was hard to be his understudy. You were damned if you shone, and damned if you didn’t. Cook had managed to navigate those shoals. He was calm and decisive when in command, but he didn’t seek any notice or acclaim for himself. “Some people resent the fact that Steve gets credit for everything, but I’ve never given a rat’s ass about that,” said Cook. “Frankly speaking, I’d prefer my name never be in the paper.”[Vi]

When Jobs returned from his medical leave, Cook resumed his role as the person who kept the moving parts at Apple tightly meshed and remained unfazed by Jobs’s tantrums. “What I learned about Steve was that people mistook some of his comments as ranting or negativism, but it was really just the way he showed passion. So that’s how I processed it, and I never took issues personally.” In many ways he was Jobs’s mirror image: unflappable, steady in his moods, and (as the thesaurus in the NeXT would have noted) saturnine rather than mercurial. “I’m a good negotiator, but he’s probably better than me because he’s a cool customer,” Jobs later said. After adding a bit more praise, he quietly added a reservation, one that was serious but rarely spoken: “But Tim’s not a product person, per se.”

In the fall of 2005, after returning from his medical leave, Jobs tapped Cook to become Apple’s chief operating officer. They were flying together to Japan. Jobs didn’t really ask Cook; he simply turned to him and said, “I’ve decided to make you COO.”

Around that time, Jobs’s old friends Jon Rubinstein and Avie Tevanian, the hardware and software lieutenants who had been recruited during the 1997 restoration, decided to leave. In Tevanian’s case, he had made a lot of money and was ready to quit working. “Avie is a brilliant guy and a nice guy, much more grounded than Ruby and doesn’t carry the big ego,” said Jobs. “It was a huge loss for us when Avie left. He’s a one-of-a-kind person—a genius.”[Vi]

Rubinstein’s case was a little more contentious. He was upset by Cook’s ascendency and frazzled after working for nine years under Jobs. Their shouting matches became more frequent. There was also a substantive issue: Rubinstein was repeatedly clashing with Jony Ive, who used to work for him and now reported directly to Jobs. Ive was always pushing the envelope with designs that dazzled but were difficult to engineer. It was Rubinstein’s job to get the hardware built in a practical way, so he often balked. He was by nature cautious. “In the end, Ruby’s from HP,” said Jobs. “And he never delved deep, he wasn’t aggressive.”

There was, for example, the case of the screws that held the handles on the Power Mac G4. Ive decided that they should have a certain polish and shape. But Rubinstein thought that would be “astronomically” costly and delay the project for weeks, so he vetoed the idea. His job was to deliver products, which meant making trade-offs. Ive viewed that approach as inimical to innovation, so he would go both above him to Jobs and also around him to the midlevel engineers. “Ruby would say, ‘You can’t do this, it will delay,’ and I would say, ‘I think we can,’ ” Ive recalled. “And I would know, because I had worked behind his back with the product teams.” In this and other cases, Jobs came down on Ive’s side.[Vi]

At times Ive and Rubinstein got into arguments that almost led to blows. Finally Ive told Jobs, “It’s him or me.” Jobs chose Ive. By that point Rubinstein was ready to leave. He and his wife had bought property in Mexico, and he wanted time off to build a home there. He eventually went to work for Palm, which was trying to match Apple’s iPhone. Jobs was so furious that Palm was hiring some of his former employees that he complained to Bono, who was a cofounder of a private equity group, led by the former Apple CFO Fred Anderson, that had bought a controlling stake in Palm. Bono sent Jobs a note back saying, “You should chill out about this. This is like the Beatles ringing up because Herman and the Hermits have taken one of their road crew.” Jobs later admitted that he had overreacted. “The fact that they completely failed salves that wound,” he said.

Jobs was able to build a new management team that was less contentious and a bit more subdued. Its main players, in addition to Cook and Ive, were Scott Forstall running iPhone software, Phil Schiller in charge of marketing, Bob Mansfield doing Mac hardware, Eddy Cue handling Internet services, and Peter Oppenheimer as the chief financial officer. Even though there was a surface sameness to his top team—all were middle-aged white males—there was a range of styles. Ive was emotional and expressive; Cook was as cool as steel. They all knew they were expected to be deferential to Jobs while also pushing back on his ideas and being willing to argue—a tricky balance to maintain, but each did it well. “I realized very early that if you didn’t voice your opinion, he would mow you down,” said Cook. “He takes contrary positions to create more discussion, because it may lead to a better result. So if you don’t feel comfortable disagreeing, then you’ll never survive.”[Vi]

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Jobs also used the meetings to enforce focus. At Robert Friedland’s farm, his job had been to prune the apple trees so that they would stay strong, and that became a metaphor for his pruning at Apple. Instead of encouraging each group to let product lines proliferate based on marketing considerations, or permitting a thousand ideas to bloom, Jobs insisted that Apple focus on just two or three priorities at a time. “There is no one better at turning off the noise that is going on around him,” Cook said. “That allows him to focus on a few things and say no to many things. Few people are really good at that.”

In order to institutionalize the lessons that he and his team were learning, Jobs started an in-house center called Apple University. He hired Joel Podolny, who was dean of the Yale School of Management, to compile a series of case studies analyzing important decisions the company had made, including the switch to the Intel microprocessor and the decision to open the Apple Stores. Top executives spent time teaching the cases to new employees, so that the Apple style of decision making would be embedded in the culture.[Vi]

• • •

In ancient Rome, when a victorious general paraded through the streets, legend has it that he was sometimes trailed by a servant whose job it was to repeat to him, “Memento mori”: Remember you will die. A reminder of mortality would help the hero keep things in perspective, instill some humility. Jobs’s memento mori had been delivered by his doctors, but it did not instill humility. Instead he roared back after his recovery with even more passion. The illness reminded him that he had nothing to lose, so he should forge ahead full speed. “He came back on a mission,” said Cook. “Even though he was now running a large company, he kept making bold moves that I don’t think anybody else would have done.”

For a while there was some evidence, or at least hope, that he had tempered his personal style, that facing cancer and turning fifty had caused him to be a bit less brutish when he was upset. “Right after he came back from his operation, he didn’t do the humiliation bit as much,” Tevanian recalled. “If he was displeased, he might scream and get hopping mad and use expletives, but he wouldn’t do it in a way that would totally destroy the person he was talking to. It was just his way to get the person to do a better job.” Tevanian reflected for a moment as he said this, then added a caveat: “Unless he thought someone was really bad and had to go, which happened every once in a while.”[Vi]

Eventually, however, the rough edges returned. Because most of his colleagues were used to it by then and had learned to cope, what upset them most was when his ire turned on strangers. “Once we went to a Whole Foods market to get a smoothie,” Ive recalled. “And this older woman was making it, and he really got on her about how she was doing it. Then later, he sympathized. ‘She’s an older woman and doesn’t want to be doing this job.’ He didn’t connect the two. He was being a purist in both cases.”

On a trip to London with Jobs, Ive had the thankless task of choosing the hotel. He picked the Hempel, a tranquil five-star boutique hotel with a sophisticated minimalism that he thought Jobs would love. But as soon as they checked in, he braced himself, and sure enough his phone rang a minute later. “I hate my room,” Jobs declared. “It’s a piece of shit, let’s go.” So Ive gathered his luggage and went to the front desk, where Jobs bluntly told the shocked clerk what he thought. Ive realized that most people, himself among them, tend not to be direct when they feel something is shoddy because they want to be liked, “which is actually a vain trait.” That was an overly kind explanation. In any case, it was not a trait Jobs had.

Because Ive was so instinctively nice, he puzzled over why Jobs, whom he deeply liked, behaved as he did. One evening, in a San Francisco bar, he leaned forward with an earnest intensity and tried to analyze it:[Vi]

He’s a very, very sensitive guy. That’s one of the things that makes his antisocial behavior, his rudeness, so unconscionable. I can understand why people who are thick-skinned and unfeeling can be rude, but not sensitive people. I once asked him why he gets so mad about stuff. He said, “But I don’t stay mad.” He has this very childish ability to get really worked up about something, and it doesn’t stay with him at all. But there are other times, I think honestly, when he’s very frustrated, and his way to achieve catharsis is to hurt somebody. And I think he feels he has a liberty and a license to do that. The normal rules of social engagement, he feels, don’t apply to him. Because of how very sensitive he is, he knows exactly how to efficiently and effectively hurt someone. And he does do that.

Every now and then a wise colleague would pull Jobs aside to try to get him to settle down. Lee Clow was a master. “Steve, can I talk to you?” he would quietly say when Jobs had belittled someone publicly. He would go into Jobs’s office and explain how hard everyone was working. “When you humiliate them, it’s more debilitating than stimulating,” he said in one such session. Jobs would apologize and say he understood. But then he would lapse again. “It’s simply who I am,” he would say.[Vi]

• • •

One thing that did mellow was his attitude toward Bill Gates. Microsoft had kept its end of the bargain it made in 1997, when it agreed to continue developing great software for the Macintosh. Also, it was becoming less relevant as a competitor, having failed thus far to replicate Apple’s digital hub strategy. Gates and Jobs had very different approaches to products and innovation, but their rivalry had produced in each a surprising self-awareness.

For their All Things Digital conference in May 2007, the Wall Street Journal columnists Walt Mossberg and Kara Swisher worked to get them together for a joint interview. Mossberg first invited Jobs, who didn’t go to many such conferences, and was surprised when he said he would do it if Gates would. On hearing that, Gates accepted as well.

Mossberg wanted the evening joint appearance to be a cordial discussion, not a debate, but that seemed less likely when Jobs unleashed a swipe at Microsoft during a solo interview earlier that day. Asked about the fact that Apple’s iTunes software for Windows computers was extremely popular, Jobs joked, “It’s like giving a glass of ice water to somebody in hell.”

So when it was time for Gates and Jobs to meet in the green room before their joint session that evening, Mossberg was worried. Gates got there first, with his aide Larry Cohen, who had briefed him about Jobs’s remark earlier that day. When Jobs ambled in a few minutes later, he grabbed a bottle of water from the ice bucket and sat down. After a moment or two of silence, Gates said, “So I guess I’m the representative from hell.” He wasn’t smiling. Jobs paused, gave him one of his impish grins, and handed him the ice water. Gates relaxed, and the tension dissipated.[Vi]

The result was a fascinating duet, in which each wunderkind of the digital age spoke warily, and then warmly, about the other. Most memorably they gave candid answers when the technology strategist Lise Buyer, who was in the audience, asked what each had learned from observing the other. “Well, I’d give a lot to have Steve’s taste,” Gates answered. There was a bit of nervous laughter; Jobs had famously said, ten years earlier, that his problem with Microsoft was that it had absolutely no taste. But Gates insisted he was serious. Jobs was a “natural in terms of intuitive taste.” He recalled how he and Jobs used to sit together reviewing the software that Microsoft was making for the Macintosh. “I’d see Steve make the decision based on a sense of people and product that, you know, is hard for me to explain. The way he does things is just different and I think it’s magical. And in that case, wow.”[Vi]

Jobs stared at the floor. Later he told me that he was blown away by how honest and gracious Gates had just been. Jobs was equally honest, though not quite as gracious, when his turn came. He described the great divide between the Apple theology of building end-to-end integrated products and Microsoft’s openness to licensing its software to competing hardware makers. In the music market, the integrated approach, as manifested in his iTunes-iPod package, was proving to be the better, he noted, but Microsoft’s decoupled approach was faring better in the personal computer market. One question he raised in an offhand way was: Which approach might work better for mobile phones?

Then he went on to make an insightful point: This difference in design philosophy, he said, led him and Apple to be less good at collaborating with other companies. “Because Woz and I started the company based on doing the whole banana, we weren’t so good at partnering with people,” he said. “And I think if Apple could have had a little more of that in its DNA, it would have served it extremely well.”[Vi]

—ooOoo—

CHAPTER THIRTY-SIX

THE iPHONE

Three Revolutionary Products in One

An iPod That Makes Calls

By 2005 iPod sales were skyrocketing. An astonishing twenty million were sold that year, quadruple the number of the year before. The product was becoming more important to the company’s bottom line, accounting for 45% of the revenue that year, and it was also burnishing the hipness of the company’s image in a way that drove sales of Macs.

That is why Jobs was worried. “He was always obsessing about what could mess us up,” board member Art Levinson recalled. The conclusion he had come to: “The device that can eat our lunch is the cell phone.” As he explained to the board, the digital camera market was being decimated now that phones were equipped with cameras. The same could happen to the iPod, if phone manufacturers started to build music players into them. “Everyone carries a phone, so that could render the iPod unnecessary.”[Vi]

His first strategy was to do something that he had admitted in front of Bill Gates was not in his DNA: to partner with another company. He began talking to Ed Zander, the new CEO of Motorola, about making a companion to Motorola’s popular RAZR, which was a cell phone and digital camera, that would have an iPod built in. Thus was born the ROKR. It ended up having neither the enticing minimalism of an iPod nor the convenient slimness of a RAZR. Ugly, difficult to load, and with an arbitrary hundred-song limit, it had all the hallmarks of a product that had been negotiated by a committee, which was counter to the way Jobs liked to work. Instead of hardware, software, and content all being controlled by one company, they were cobbled together by Motorola, Apple, and the wireless carrier Cingular. “You call this the phone of the future?” Wired scoffed on its November 2005 cover.[Vi]

Jobs was furious. “I’m sick of dealing with these stupid companies like Motorola,” he told Tony Fadell and others at one of the iPod product review meetings. “Let’s do it ourselves.” He had noticed something odd about the cell phones on the market: They all stank, just like portable music players used to. “We would sit around talking about how much we hated our phones,” he recalled. “They were way too complicated. They had features nobody could figure out, including the address book. It was just Byzantine.” George Riley, an outside lawyer for Apple, remembers sitting at meetings to go over legal issues, and Jobs would get bored, grab Riley’s mobile phone, and start pointing out all the ways it was “brain-dead.” So Jobs and his team became excited about the prospect of building a phone that they would want to use. “That’s the best motivator of all,” Jobs later said.

Another motivator was the potential market. More than 825 million mobile phones were sold in 2005, to everyone from grammar schoolers to grandmothers. Since most were junky, there was room for a premium and hip product, just as there had been in the portable music-player market. At first he gave the project to the Apple group that was making the AirPort wireless base station, on the theory that it was a wireless product. But he soon realized that it was basically a consumer device, like the iPod, so he reassigned it to Fadell and his teammates.[Vi]

Their initial approach was to modify the iPod. They tried to use the trackwheel as a way for a user to scroll through phone options and, without a keyboard, try to enter numbers. It was not a natural fit. “We were having a lot of problems using the wheel, especially in getting it to dial phone numbers,” Fadell recalled. “It was cumbersome.” It was fine for scrolling through an address book, but horrible at inputting anything. The team kept trying to convince themselves that users would mainly be calling people who were already in their address book, but they knew that it wouldn’t really work.

At that time there was a second project under way at Apple: a secret effort to build a tablet computer. In 2005 these narratives intersected, and the ideas for the tablet flowed into the planning for the phone. In other words, the idea for the iPad actually came before, and helped to shape, the birth of the iPhone.[Vi]

Multi-touch

One of the engineers developing a tablet PC at Microsoft was married to a friend of Laurene and Steve Jobs, and for his fiftieth birthday he wanted to have a dinner party that included them along with Bill and Melinda Gates. Jobs went, a bit reluctantly. “Steve was actually quite friendly to me at the dinner,” Gates recalled, but he “wasn’t particularly friendly” to the birthday guy.

Gates was annoyed that the guy kept revealing information about the tablet PC he had developed for Microsoft. “He’s our employee and he’s revealing our intellectual property,” Gates recounted. Jobs was also annoyed, and it had just the consequence that Gates feared. As Jobs recalled:

This guy badgered me about how Microsoft was going to completely change the world with this tablet PC software and eliminate all notebook computers, and Apple ought to license his Microsoft software. But he was doing the device all wrong. It had a stylus. As soon as you have a stylus, you’re dead. This dinner was like the tenth time he talked to me about it, and I was so sick of it that I came home and said, “Fuck this, let’s show him what a tablet can really be.”[Vi]

Jobs went into the office the next day, gathered his team, and said, “I want to make a tablet, and it can’t have a keyboard or a stylus.” Users would be able to type by touching the screen with their fingers. That meant the screen needed to have a feature that became known as multi-touch, the ability to process multiple inputs at the same time. “So could you guys come up with a multi-touch, touch-sensitive display for me?” he asked. It took them about six months, but they came up with a crude but workable prototype.

Jony Ive had a different memory of how multi-touch was developed. He said his design team had already been working on a multi-touch input that was developed for the trackpads of Apple’s MacBook Pro, and they were experimenting with ways to transfer that capability to a computer screen. They used a projector to show on a wall what it would look like. “This is going to change everything,” Ive told his team. But he was careful not to show it to Jobs right away, especially since his people were working on it in their spare time and he didn’t want to quash their enthusiasm. “Because Steve is so quick to give an opinion, I don’t show him stuff in front of other people,” Ive recalled. “He might say, ‘This is shit,’ and snuff the idea. I feel that ideas are very fragile, so you have to be tender when they are in development. I realized that if he pissed on this, it would be so sad, because I knew it was so important.”

Ive set up the demonstration in his conference room and showed it to Jobs privately, knowing that he was less likely to make a snap judgment if there was no audience. Fortunately he loved it. “This is the future,” he exulted.[Vi]

It was in fact such a good idea that Jobs realized that it could solve the problem they were having creating an interface for the proposed cell phone. That project was far more important, so he put the tablet development on hold while the multi-touch interface was adopted for a phone-size screen. “If it worked on a phone,” he recalled, “I knew we could go back and use it on a tablet.”

Jobs called Fadell, Rubinstein, and Schiller to a secret meeting in the design studio conference room, where Ive gave a demonstration of multi-touch. “Wow!” said Fadell. Everyone liked it, but they were not sure that they would be able to make it work on a mobile phone. They decided to proceed on two paths: P1 was the code name for the phone being developed using an iPod trackwheel, and P2 was the new alternative using a multi-touch screen.

A small company in Delaware called FingerWorks was already making a line of multi-touch trackpads. Founded by two academics at the University of Delaware, John Elias and Wayne Westerman, FingerWorks had developed some tablets with multi-touch sensing capabilities and taken out patents on ways to translate various finger gestures, such as pinches and swipes, into useful functions. In early 2005 Apple quietly acquired the company, all of its patents, and the services of its two founders. FingerWorks quit selling its products to others, and it began filing its new patents in Apple’s name.[Vi]

After six months of work on the trackwheel P1 and the multi-touch P2 phone options, Jobs called his inner circle into his conference room to make a decision. Fadell had been trying hard to develop the trackwheel model, but he admitted they had not cracked the problem of figuring out a simple way to dial calls. The multi-touch approach was riskier, because they were unsure whether they could execute the engineering, but it was also more exciting and promising. “We all know this is the one we want to do,” said Jobs, pointing to the touchscreen. “So let’s make it work.” It was what he liked to call a bet-the-company moment, high risk and high reward if it succeeded.

A couple of members of the team argued for having a keyboard as well, given the popularity of the BlackBerry, but Jobs vetoed the idea. A physical keyboard would take away space from the screen, and it would not be as flexible and adaptable as a touchscreen keyboard. “A hardware keyboard seems like an easy solution, but it’s constraining,” he said. “Think of all the innovations we’d be able to adapt if we did the keyboard onscreen with software. Let’s bet on it, and then we’ll find a way to make it work.” The result was a device that displays a numerical pad when you want to dial a phone number, a typewriter keyboard when you want to write, and whatever buttons you might need for each particular activity. And then they all disappear when you’re watching a video. By having software replace hardware, the interface became fluid and flexible.[Vi]

Jobs spent part of every day for six months helping to refine the display. “It was the most complex fun I’ve ever had,” he recalled. “It was like being the one evolving the variations on ‘Sgt. Pepper.’ ” A lot of features that seem simple now were the result of creative brainstorms. For example, the team worried about how to prevent the device from playing music or making a call accidentally when it was jangling in your pocket. Jobs was congenitally averse to having on-off switches, which he deemed “inelegant.” The solution was “Swipe to Open,” the simple and fun on-screen slider that activated the device when it had gone dormant. Another breakthrough was the sensor that figured out when you put the phone to your ear, so that your lobes didn’t accidentally activate some function. And of course the icons came in his favorite shape, the primitive he made Bill Atkinson design into the software of the first Macintosh: rounded rectangles. In session after session, with Jobs immersed in every detail, the team members figured out ways to simplify what other phones made complicated. They added a big bar to guide you in putting calls on hold or making conference calls, found easy ways to navigate through email, and created icons you could scroll through horizontally to get to different apps—all of which were easier because they could be used visually on the screen rather than by using a keyboard built into the hardware.[Vi]

Gorilla Glass

Jobs became infatuated with different materials the way he did with certain foods. When he went back to Apple in 1997 and started work on the iMac, he had embraced what could be done with translucent and colored plastic. The next phase was metal. He and Ive replaced the curvy plastic PowerBook G3 with the sleek titanium PowerBook G4, which they redesigned two years later in aluminum, as if just to demonstrate how much they liked different metals. Then they did an iMac and an iPod Nano in anodized aluminum, which meant that the metal had been put in an acid bath and electrified so that its surface oxidized. Jobs was told it could not be done in the quantities they needed, so he had a factory built in China to handle it. Ive went there, during the SARS epidemic, to oversee the process. “I stayed for three months in a dormitory to work on the process,” he recalled. “Ruby and others said it would be impossible, but I wanted to do it because Steve and I felt that the anodized aluminum had a real integrity to it.”

Next was glass. “After we did metal, I looked at Jony and said that we had to master glass,” said Jobs. For the Apple stores, they had created huge windowpanes and glass stairs. For the iPhone, the original plan was for it to have a plastic screen, like the iPod. But Jobs decided it would feel much more elegant and substantive if the screens were glass. So he set about finding a glass that would be strong and resistant to scratches.[Vi]

The natural place to look was Asia, where the glass for the stores was being made. But Jobs’s friend John Seeley Brown, who was on the board of Corning Glass in Upstate New York, told him that he should talk to that company’s young and dynamic CEO, Wendell Weeks. So he dialed the main Corning switchboard number and asked to be put through to Weeks. He got an assistant, who offered to pass along the message. “No, I’m Steve Jobs,” he replied. “Put me through.” The assistant refused. Jobs called Brown and complained that he had been subjected to “typical East Coast bullshit.” When Weeks heard that, he called the main Apple switchboard and asked to speak to Jobs. He was told to put his request in writing and send it in by fax. When Jobs was told what happened, he took a liking to Weeks and invited him to Cupertino.

Jobs described the type of glass Apple wanted for the iPhone, and Weeks told him that Corning had developed a chemical exchange process in the 1960s that led to what they dubbed “gorilla glass.” It was incredibly strong, but it had never found a market, so Corning quit making it. Jobs said he doubted it was good enough, and he started explaining to Weeks how glass was made. This amused Weeks, who of course knew more than Jobs about that topic. “Can you shut up,” Weeks interjected, “and let me teach you some science?”[Vi]

Jobs was taken aback and fell silent. Weeks went to the whiteboard and gave a tutorial on the chemistry, which involved an ion-exchange process that produced a compression layer on the surface of the glass. This turned Jobs around, and he said he wanted as much gorilla glass as Corning could make within six months. “We don’t have the capacity,” Weeks replied. “None of our plants make the glass now.”

“Don’t be afraid,” Jobs replied. This stunned Weeks, who was good-humored and confident but not used to Jobs’s reality distortion field. He tried to explain that a false sense of confidence would not overcome engineering challenges, but that was a premise that Jobs had repeatedly shown he didn’t accept. He stared at Weeks unblinking. “Yes, you can do it,” he said. “Get your mind around it. You can do it.”

As Weeks retold this story, he shook his head in astonishment. “We did it in under six months,” he said. “We produced a glass that had never been made.” Corning’s facility in Harrodsburg, Kentucky, which had been making LCD displays, was converted almost overnight to make gorilla glass full-time. “We put our best scientists and engineers on it, and we just made it work.” In his airy office, Weeks has just one framed memento on display. It’s a message Jobs sent the day the iPhone came out: “We couldn’t have done it without you.”[Vi]

The Design

On many of his major projects, such as the first Toy Story and the Apple store, Jobs pressed “pause” as they neared completion and decided to make major revisions. That happened with the design of the iPhone as well. The initial design had the glass screen set into an aluminum case. One Monday morning Jobs went over to see Ive. “I didn’t sleep last night,” he said, “because I realized that I just don’t love it.” It was the most important product he had made since the first Macintosh, and it just didn’t look right to him. Ive, to his dismay, instantly realized that Jobs was right. “I remember feeling absolutely embarrassed that he had to make the observation.”

The problem was that the iPhone should have been all about the display, but in their current design the case competed with the display instead of getting out of the way. The whole device felt too masculine, task-driven, efficient. “Guys, you’ve killed yourselves over this design for the last nine months, but we’re going to change it,” Jobs told Ive’s team. “We’re all going to have to work nights and weekends, and if you want we can hand out some guns so you can kill us now.” Instead of balking, the team agreed. “It was one of my proudest moments at Apple,” Jobs recalled.

The new design ended up with just a thin stainless steel bezel that allowed the gorilla glass display to go right to the edge. Every part of the device seemed to defer to the screen. The new look was austere, yet also friendly. You could fondle it. It meant they had to redo the circuit boards, antenna, and processor placement inside, but Jobs ordered the change. “Other companies may have shipped,” said Fadell, “but we pressed the reset button and started over.”[Vi]

One aspect of the design, which reflected not only Jobs’s perfectionism but also his desire to control, was that the device was tightly sealed. The case could not be opened, even to change the battery. As with the original Macintosh in 1984, Jobs did not want people fiddling inside. In fact when Apple discovered in 2011 that third-party repair shops were opening up the iPhone 4, it replaced the tiny screws with a tamper-resistant Pentalobe screw that was impossible to open with a commercially available screwdriver. By not having a replaceable battery, it was possible to make the iPhone much thinner. For Jobs, thinner was always better. “He’s always believed that thin is beautiful,” said Tim Cook. “You can see that in all of the work. We have the thinnest notebook, the thinnest smartphone, and we made the iPad thin and then even thinner.”[Vi]

The Launch

When it came time to launch the iPhone, Jobs decided, as usual, to grant a magazine a special sneak preview. He called John Huey, the editor in chief of Time Inc., and began with his typical superlative: “This is the best thing we’ve ever done.” He wanted to give Time the exclusive, “but there’s nobody smart enough at Time to write it, so I’m going to give it to someone else.” Huey introduced him to Lev Grossman, a savvy technology writer (and novelist) at Time. In his piece Grossman correctly noted that the iPhone did not really invent many new features, it just made these features a lot more usable. “But that’s important. When our tools don’t work, we tend to blame ourselves, for being too stupid or not reading the manual or having too-fat fingers. . . . When our tools are broken, we feel broken. And when somebody fixes one, we feel a tiny bit more whole.”[Vi]

For the unveiling at the January 2007 Macworld in San Francisco, Jobs invited back Andy Hertzfeld, Bill Atkinson, Steve Wozniak, and the 1984 Macintosh team, as he had done when he launched the iMac. In a career of dazzling product presentations, this may have been his best. “Every once in a while a revolutionary product comes along that changes everything,” he began. He referred to two earlier examples: the original Macintosh, which “changed the whole computer industry,” and the first iPod, which “changed the entire music industry.” Then he carefully built up to the product he was about to launch: “Today, we’re introducing three revolutionary products of this class. The first one is a widescreen iPod with touch controls. The second is a revolutionary mobile phone. And the third is a breakthrough Internet communications device.” He repeated the list for emphasis, then asked, “Are you getting it? These are not three separate devices, this is one device, and we are calling it iPhone.”

When the iPhone went on sale five months later, at the end of June 2007, Jobs and his wife walked to the Apple store in Palo Alto to take in the excitement. Since he often did that on the day new products went on sale, there were some fans hanging out in anticipation, and they greeted him as they would have Moses if he had walked in to buy the Bible. Among the faithful were Hertzfeld and Atkinson. “Bill stayed in line all night,” Hertzfeld said. Jobs waved his arms and started laughing. “I sent him one,” he said. Hertzfeld replied, “He needs six.”[Vi]

The iPhone was immediately dubbed “the Jesus Phone” by bloggers. But Apple’s competitors emphasized that, at $500, it cost too much to be successful. “It’s the most expensive phone in the world,” Microsoft’s Steve Ballmer said in a CNBC interview. “And it doesn’t appeal to business customers because it doesn’t have a keyboard.” Once again Microsoft had underestimated Jobs’s product. By the end of 2010, Apple had sold ninety million iPhones, and it reaped more than half of the total profits generated in the global cell phone market.

“Steve understands desire,” said Alan Kay, the Xerox PARC pioneer who had envisioned a “Dynabook” tablet computer forty years earlier. Kay was good at making prophetic assessments, so Jobs asked him what he thought of the iPhone. “Make the screen five inches by eight inches, and you’ll rule the world,” Kay said. He did not know that the design of the iPhone had started with, and would someday lead to, ideas for a tablet computer that would fulfill—indeed exceed—his vision for the Dynabook.[Vi]

—ooOoo—

CHAPTER THIRTY-SEVEN

ROUND TWO

The Cancer Recurs

The Battles of 2008

By the beginning of 2008 it was clear to Jobs and his doctors that his cancer was spreading. When they had taken out his pancreatic tumors in 2004, he had the cancer genome partially sequenced. That helped his doctors determine which pathways were broken, and they were treating him with targeted therapies that they thought were most likely to work.

He was also being treated for pain, usually with morphine-based analgesics. One day in February 2008 when Powell’s close friend Kathryn Smith was staying with them in Palo Alto, she and Jobs took a walk. “He told me that when he feels really bad, he just concentrates on the pain, goes into the pain, and that seems to dissipate it,” she recalled. That wasn’t exactly true, however. When Jobs was in pain, he let everyone around him know it.

There was another health issue that became increasingly problematic, one that medical researchers didn’t focus on as rigorously as they did cancer or pain. He was having eating problems and losing weight. Partly this was because he had lost much of his pancreas, which produces the enzymes needed to digest protein and other nutrients. It was also because both the cancer and the morphine reduced his appetite. And then there was the psychological component, which the doctors barely knew how to address: Since his early teens, he had indulged his weird obsession with extremely restrictive diets and fasts.[Vi]

Even after he married and had children, he retained his dubious eating habits. He would spend weeks eating the same thing—carrot salad with lemon, or just apples—and then suddenly spurn that food and declare that he had stopped eating it. He would go on fasts, just as he did as a teenager, and he became sanctimonious as he lectured others at the table on the virtues of whatever eating regimen he was following. Powell had been a vegan when they were first married, but after her husband’s operation she began to diversify their family meals with fish and other proteins. Their son, Reed, who had been a vegetarian, became a “hearty omnivore.” They knew it was important for his father to get diverse sources of protein.

The family hired a gentle and versatile cook, Bryar Brown, who once worked for Alice Waters at Chez Panisse. He came each afternoon and made a panoply of healthy offerings for dinner, which used the herbs and vegetables that Powell grew in their garden. When Jobs expressed any whim—carrot salad, pasta with basil, lemongrass soup—Brown would quietly and patiently find a way to make it. Jobs had always been an extremely opinionated eater, with a tendency to instantly judge any food as either fantastic or terrible. He could taste two avocados that most mortals would find indistinguishable, and declare that one was the best avocado ever grown and the other inedible.[Vi]

Beginning in early 2008 Jobs’s eating disorders got worse. On some nights he would stare at the floor and ignore all of the dishes set out on the long kitchen table. When others were halfway through their meal, he would abruptly get up and leave, saying nothing. It was stressful for his family. They watched him lose forty pounds during the spring of 2008.

His health problems became public again in March 2008, when Fortune published a piece called “The Trouble with Steve Jobs.” It revealed that he had tried to treat his cancer with diets for nine months and also investigated his involvement in the backdating of Apple stock options. As the story was being prepared, Jobs invited—summoned—Fortune’s managing editor Andy Serwer to Cupertino to pressure him to spike it. He leaned into Serwer’s face and asked, “So, you’ve uncovered the fact that I’m an asshole. Why is that news?” Jobs made the same rather self-aware argument when he called Serwer’s boss at Time Inc., John Huey, from a satellite phone he brought to Hawaii’s Kona Village. He offered to convene a panel of fellow CEOs and be part of a discussion about what health issues are proper to disclose, but only if Fortune killed its piece. The magazine didn’t.[Vi]

When Jobs introduced the iPhone 3G in June 2008, he was so thin that it overshadowed the product announcement. In Esquire Tom Junod described the “withered” figure onstage as being “gaunt as a pirate, dressed in what had heretofore been the vestments of his invulnerability.” Apple released a statement saying, untruthfully, that his weight loss was the result of “a common bug.” The following month, as questions persisted, the company released another statement saying that Jobs’s health was “a private matter.”

Joe Nocera of the New York Times wrote a column denouncing the handling of Jobs’s health issues. “Apple simply can’t be trusted to tell the truth about its chief executive,” he wrote in late July. “Under Mr. Jobs, Apple has created a culture of secrecy that has served it well in many ways—the speculation over which products Apple will unveil at the annual Macworld conference has been one of the company’s best marketing tools. But that same culture poisons its corporate governance.” As he was writing the column and getting the standard “a private matter” comment from all at Apple, he got an unexpected call from Jobs himself. “This is Steve Jobs,” he began. “You think I’m an arrogant asshole who thinks he’s above the law, and I think you’re a slime bucket who gets most of his facts wrong.”[Vi]

After that rather arresting opening, Jobs offered up some information about his health, but only if Nocera would keep it off the record. Nocera honored the request, but he was able to report that, while Jobs’s health problems amounted to more than a common bug, “they weren’t life-threatening and he doesn’t have a recurrence of cancer.” Jobs had given Nocera more information than he was willing to give his own board and shareholders, but it was not the full truth.

Partly due to concern about Jobs’s weight loss, Apple’s stock price drifted from $188 at the beginning of June 2008 down to $156 at the end of July. Matters were not helped in late August when Bloomberg News mistakenly released its prepackaged obituary of Jobs, which ended up on Gawker. Jobs was able to roll out Mark Twain’s famous quip a few days later at his annual music event. “Reports of my death are greatly exaggerated,” he said, as he launched a line of new iPods. But his gaunt appearance was not reassuring. By early October the stock price had sunk to $97.[Vi]

That month Doug Morris of Universal Music was scheduled to meet with Jobs at Apple. Instead Jobs invited him to his house. Morris was surprised to see him so ill and in pain. Morris was about to be honored at a gala in Los Angeles for City of Hope, which raised money to fight cancer, and he wanted Jobs to be there. Charitable events were something Jobs avoided, but he decided to do it, both for Morris and for the cause. At the event, held in a big tent on Santa Monica beach, Morris told the two thousand guests that Jobs was giving the music industry a new lease on life. The performances—by Stevie Nicks, Lionel Richie, Erykah Badu, and Akon—went on past midnight, and Jobs had severe chills. Jimmy Iovine gave him a hooded sweatshirt to wear, and he kept the hood over his head all evening. “He was so sick, so cold, so thin,” Morris recalled.

Fortune’s veteran technology writer Brent Schlender was leaving the magazine that December, and his swan song was to be a joint interview with Jobs, Bill Gates, Andy Grove, and Michael Dell. It had been hard to organize, and just a few days before it was to happen, Jobs called to back out. “If they ask why, just tell them I’m an asshole,” he said. Gates was annoyed, then discovered what the health situation was. “Of course, he had a very, very good reason,” said Gates. “He just didn’t want to say.” That became more apparent when Apple announced on December 16 that Jobs was canceling his scheduled appearance at the January Macworld, the forum he had used for big product launches for the past eleven years.[Vi]

The blogosphere erupted with speculation about his health, much of which had the odious smell of truth. Jobs was furious and felt violated. He was also annoyed that Apple wasn’t being more active in pushing back. So on January 5, 2009, he wrote and released a misleading open letter. He claimed that he was skipping Macworld because he wanted to spend more time with his family. “As many of you know, I have been losing weight throughout 2008,” he added. “My doctors think they have found the cause—a hormone imbalance that has been robbing me of the proteins my body needs to be healthy. Sophisticated blood tests have confirmed this diagnosis. The remedy for this nutritional problem is relatively simple.”

There was a kernel of truth to this, albeit a small one. One of the hormones created by the pancreas is glucagon, which is the flip side of insulin. Glucagon causes your liver to release blood sugar. Jobs’s tumor had metastasized into his liver and was wreaking havoc. In effect, his body was devouring itself, so his doctors gave him drugs to try to lower the glucagon level. He did have a hormone imbalance, but it was because his cancer had spread into his liver. He was in personal denial about this, and he also wanted to be in public denial. Unfortunately that was legally problematic, because he ran a publicly traded company. But Jobs was furious about the way the blogosphere was treating him, and he wanted to strike back.[Vi]

He was very sick at this point, despite his upbeat statement, and also in excruciating pain. He had undertaken another round of cancer drug therapy, and it had grueling side effects. His skin started drying out and cracking. In his quest for alternative approaches, he flew to Basel, Switzerland, to try an experimental hormone-delivered radiotherapy. He also underwent an experimental treatment developed in Rotterdam known as peptide receptor radionuclide therapy.

After a week filled with increasingly insistent legal advice, Jobs finally agreed to go on medical leave. He made the announcement on January 14, 2009, in another open letter to the Apple staff. At first he blamed the decision on the prying of bloggers and the press. “Unfortunately, the curiosity over my personal health continues to be a distraction not only for me and my family, but everyone else at Apple,” he said. But then he admitted that the remedy for his “hormone imbalance” was not as simple as he had claimed. “During the past week I have learned that my health-related issues are more complex than I originally thought.” Tim Cook would again take over daily operations, but Jobs said that he would remain CEO, continue to be involved in major decisions, and be back by June.[Vi]

Jobs had been consulting with Bill Campbell and Art Levinson, who were juggling the dual roles of being his personal health advisors and also the co-lead directors of the company. But the rest of the board had not been as fully informed, and the shareholders had initially been misinformed. That raised some legal issues, and the SEC opened an investigation into whether the company had withheld “material information” from shareholders. It would constitute security fraud, a felony, if the company had allowed the dissemination of false information or withheld true information that was relevant to the company’s financial prospects. Because Jobs and his magic were so closely identified with Apple’s comeback, his health seemed to meet this standard. But it was a murky area of the law; the privacy rights of the CEO had to be weighed. This balance was particularly difficult in the case of Jobs, who both valued his privacy and embodied his company more than most CEOs. He did not make the task easier. He became very emotional, both ranting and crying at times, when railing against anyone who suggested that he should be less secretive.[Vi]

Campbell treasured his friendship with Jobs, and he didn’t want to have any fiduciary duty to violate his privacy, so he offered to step down as a director. “The privacy side is so important to me,” he later said. “He’s been my friend for about a million years.” The lawyers eventually determined that Campbell didn’t need to resign from the board but that he should step aside as co-lead director. He was replaced in that role by Andrea Jung of Avon. The SEC investigation ended up going nowhere, and the board circled the wagons to protect Jobs from calls that he release more information. “The press wanted us to blurt out more personal details,” recalled Al Gore. “It was really up to Steve to go beyond what the law requires, but he was adamant that he didn’t want his privacy invaded. His wishes should be respected.” When I asked Gore whether the board should have been more forthcoming at the beginning of 2009, when Jobs’s health issues were far worse than shareholders were led to believe, he replied, “We hired outside counsel to do a review of what the law required and what the best practices were, and we handled it all by the book. I sound defensive, but the criticism really pissed me off.”[Vi]

One board member disagreed. Jerry York, the former CFO at Chrysler and IBM, did not say anything publicly, but he confided to a reporter at the Wall Street Journal, off the record, that he was “disgusted” when he learned that the company had concealed Jobs’s health problems in late 2008. “Frankly, I wish I had resigned then.” When York died in 2010, the Journal put his comments on the record. York had also provided off-the-record information to Fortune, which the magazine used when Jobs went on his third health leave, in 2011.

Some at Apple didn’t believe the quotes attributed to York were accurate, since he had not officially raised objections at the time. But Bill Campbell knew that the reports rang true; York had complained to him in early 2009. “Jerry had a little more white wine than he should have late at night, and he would call at two or three in the morning and say, ‘What the fuck, I’m not buying that shit about his health, we’ve got to make sure.’ And then I’d call him the next morning and he’d say, ‘Oh fine, no problem.’ So on some of those evenings, I’m sure he got raggy and talked to reporters.”[Vi]

Memphis

The head of Jobs’s oncology team was Stanford University’s George Fisher, a leading researcher on gastrointestinal and colorectal cancers. He had been warning Jobs for months that he might have to consider a liver transplant, but that was the type of information that Jobs resisted processing. Powell was glad that Fisher kept raising the possibility, because she knew it would take repeated proddings to get her husband to consider the idea.

He finally became convinced in January 2009, just after he claimed his “hormonal imbalance” could be treated easily. But there was a problem. He was put on the wait list for a liver transplant in California, but it became clear he would never get one there in time. The number of available donors with his blood type was small. Also, the metrics used by the United Network for Organ Sharing, which establishes policies in the United States, favored those suffering from cirrhosis and hepatitis over cancer patients.

There is no legal way for a patient, even one as wealthy as Jobs, to jump the queue, and he didn’t. Recipients are chosen based on their MELD score (Model for End-Stage Liver Disease), which uses lab tests of hormone levels to determine how urgently a transplant is needed, and on the length of time they have been waiting. Every donation is closely audited, data are available on public websites (optn.transplant.hrsa.gov/), and you can monitor your status on the wait list at any time.[Vi]

Powell became the troller of the organ-donation websites, checking in every night to see how many were on the wait lists, what their MELD scores were, and how long they had been on. “You can do the math, which I did, and it would have been way past June before he got a liver in California, and the doctors felt that his liver would give out in about April,” she recalled. So she started asking questions and discovered that it was permissible to be on the list in two different states at the same time, which is something that about 3% of potential recipients do. Such multiple listing is not discouraged by policy, even though critics say it favors the rich, but it is difficult. There were two major requirements: The potential recipient had to be able to get to the chosen hospital within eight hours, which Jobs could do thanks to his plane, and the doctors from that hospital had to evaluate the patient in person before adding him or her to the list.[Vi]

George Riley, the San Francisco lawyer who often served as Apple’s outside counsel, was a caring Tennessee gentleman, and he had become close to Jobs. His parents had both been doctors at Methodist University Hospital in Memphis, he was born there, and he was a friend of James Eason, who ran the transplant institute there. Eason’s unit was one of the best and busiest in the nation; in 2008 he and his team did 121 liver transplants. He had no problem allowing people from elsewhere to multiple-list in Memphis. “It’s not gaming the system,” he said. “It’s people choosing where they want their health care. Some people would leave Tennessee to go to California or somewhere else to seek treatment. Now we have people coming from California to Tennessee.” Riley arranged for Eason to fly to Palo Alto and conduct the required evaluation there.

By late February 2009 Jobs had secured a place on the Tennessee list (as well as the one in California), and the nervous waiting began. He was declining rapidly by the first week in March, and the waiting time was projected to be twenty-one days. “It was dreadful,” Powell recalled. “It didn’t look like we would make it in time.” Every day became more excruciating. He moved up to third on the list by mid-March, then second, and finally first. But then days went by. The awful reality was that upcoming events like St. Patrick’s Day and March Madness (Memphis was in the 2009 tournament and was a regional site) offered a greater likelihood of getting a donor because the drinking causes a spike in car accidents.[Vi]

Indeed, on the weekend of March 21, 2009, a young man in his midtwenties was killed in a car crash, and his organs were made available. Jobs and his wife flew to Memphis, where they landed just before 4 a.m. and were met by Eason. A car was waiting on the tarmac, and everything was staged so that the admitting paperwork was done as they rushed to the hospital.

The transplant was a success, but not reassuring. When the doctors took out his liver, they found spots on the peritoneum, the thin membrane that surrounds internal organs. In addition, there were tumors throughout the liver, which meant it was likely that the cancer had migrated elsewhere as well. It had apparently mutated and grown quickly. They took samples and did more genetic mapping.

A few days later they needed to perform another procedure. Jobs insisted against all advice they not pump out his stomach, and when they sedated him, he aspirated some of the contents into his lungs and developed pneumonia. At that point they thought he might die. As he described it later:

I almost died because in this routine procedure they blew it. Laurene was there and they flew my children in, because they did not think I would make it through the night. Reed was looking at colleges with one of Laurene’s brothers. We had a private plane pick him up near Dartmouth and tell them what was going on. A plane also picked up the girls. They thought it might be the last chance they had to see me conscious. But I made it.[Vi]

Powell took charge of overseeing the treatment, staying in the hospital room all day and watching each of the monitors vigilantly. “Laurene was a beautiful tiger protecting him,” recalled Jony Ive, who came as soon as Jobs could receive visitors. Her mother and three brothers came down at various times to keep her company. Jobs’s sister Mona Simpson also hovered protectively. She and George Riley were the only people Jobs would allow to fill in for Powell at his bedside. “Laurene’s family helped us take care of the kids—her mom and brothers were great,” Jobs later said. “I was very fragile and not cooperative. But an experience like that binds you together in a deep way.”

Powell came every day at 7 a.m. and gathered the relevant data, which she put on a spreadsheet. “It was very complicated because there were a lot of different things going on,” she recalled. When James Eason and his team of doctors arrived at 9 a.m., she would have a meeting with them to coordinate all aspects of Jobs’s treatment. At 9 p.m., before she left, she would prepare a report on how each of the vital signs and other measurements were trending, along with a set of questions she wanted answered the next day. “It allowed me to engage my brain and stay focused,” she recalled.

Eason did what no one at Stanford had fully done: take charge of all aspects of the medical care. Since he ran the facility, he could coordinate the transplant recovery, cancer tests, pain treatments, nutrition, rehabilitation, and nursing. He would even stop at the convenience store to get the energy drinks Jobs liked.[Vi]

Two of the nurses were from tiny towns in Mississippi, and they became Jobs’s favorites. They were solid family women and not intimidated by him. Eason arranged for them to be assigned only to Jobs. “To manage Steve, you have to be persistent,” recalled Tim Cook. “Eason managed Steve and forced him to do things that no one else could, things that were good for him that may not have been pleasant.”

Despite all the coddling, Jobs at times almost went crazy. He chafed at not being in control, and he sometimes hallucinated or became angry. Even when he was barely conscious, his strong personality came through. At one point the pulmonologist tried to put a mask over his face when he was deeply sedated. Jobs ripped it off and mumbled that he hated the design and refused to wear it. Though barely able to speak, he ordered them to bring five different options for the mask and he would pick a design he liked. The doctors looked at Powell, puzzled. She was finally able to distract him so they could put on the mask. He also hated the oxygen monitor they put on his finger. He told them it was ugly and too complex. He suggested ways it could be designed more simply. “He was very attuned to every nuance of the environment and objects around him, and that drained him,” Powell recalled.[Vi]

One day, when he was still floating in and out of consciousness, Powell’s close friend Kathryn Smith came to visit. Her relationship with Jobs had not always been the best, but Powell insisted that she come by the bedside. He motioned her over, signaled for a pad and pen, and wrote, “I want my iPhone.” Smith took it off the dresser and brought it to him. Taking her hand, he showed her the “swipe to open” function and made her play with the menus.

Jobs’s relationship with Lisa Brennan-Jobs, his daughter with Chrisann, had frayed. She had graduated from Harvard, moved to New York City, and rarely communicated with her father. But she flew down to Memphis twice, and he appreciated it. “It meant a lot to me that she would do that,” he recalled. Unfortunately he didn’t tell her at the time. Many of the people around Jobs found Lisa could be as demanding as her father, but Powell welcomed her and tried to get her involved. It was a relationship she wanted to restore.

As Jobs got better, much of his feisty personality returned. He still had his bile ducts. “When he started to recover, he passed quickly through the phase of gratitude, and went right back into the mode of being grumpy and in charge,” Kat Smith recalled. “We were all wondering if he was going to come out of this with a kinder perspective, but he didn’t.”[Vi]

He also remained a finicky eater, which was more of a problem than ever. He would eat only fruit smoothies, and he would demand that seven or eight of them be lined up so he could find an option that might satisfy him. He would touch the spoon to his mouth for a tiny taste and pronounce, “That’s no good. That one’s no good either.” Finally Eason pushed back. “You know, this isn’t a matter of taste,” he lectured. “Stop thinking of this as food. Start thinking of it as medicine.”

Jobs’s mood buoyed when he was able to have visitors from Apple. Tim Cook came down regularly and filled him in on the progress of new products. “You could see him brighten every time the talk turned to Apple,” Cook said. “It was like the light turned on.” He loved the company deeply, and he seemed to live for the prospect of returning. Details would energize him. When Cook described a new model of the iPhone, Jobs spent the next hour discussing not only what to call it—they agreed on iPhone 3GS—but also the size and font of the “GS,” including whether the letters should be capitalized (yes) and italicized (no).[Vi]

One day Riley arranged a surprise after-hours visit to Sun Studio, the redbrick shrine where Elvis, Johnny Cash, B.B. King, and many other rock-and-roll pioneers recorded. They were given a private tour and a history lecture by one of the young staffers, who sat with Jobs on the cigarette-scarred bench that Jerry Lee Lewis used. Jobs was arguably the most influential person in the music industry at the time, but the kid didn’t recognize him in his emaciated state. As they were leaving, Jobs told Riley, “That kid was really smart. We should hire him for iTunes.” So Riley called Eddy Cue, who flew the boy out to California for an interview and ended up hiring him to help build the early R&B and rock-and-roll sections of iTunes. When Riley went back to see his friends at Sun Studio later, they said that it proved, as their slogan said, that your dreams can still come true at Sun Studio.[Vi]

Return

At the end of May 2009 Jobs flew back from Memphis on his jet with his wife and sister. They were met at the San Jose airfield by Tim Cook and Jony Ive, who came aboard as soon as the plane landed. “You could see in his eyes his excitement at being back,” Cook recalled. “He had fight in him and was raring to go.” Powell pulled out a bottle of sparkling apple cider and toasted her husband, and everyone embraced.

Ive was emotionally drained. He drove to Jobs’s house from the airport and told him how hard it had been to keep things going while he was away. He also complained about the stories saying that Apple’s innovation depended on Jobs and would disappear if he didn’t return. “I’m really hurt,” Ive told him. He felt “devastated,” he said, and underappreciated.

Jobs was likewise in a dark mental state after his return to Palo Alto. He was coming to grips with the thought that he might not be indispensable to the company. Apple stock had fared well while he was away, going from $82 when he announced his leave in January 2009 to $140 when he returned at the end of May. On one conference call with analysts shortly after Jobs went on leave, Cook departed from his unemotional style to give a rousing declaration of why Apple would continue to soar even with Jobs absent:[Vi]

We believe that we are on the face of the earth to make 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 and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot. And frankly, we don’t settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we’re wrong and the courage to change. And I think, regardless of who is in what job, those values are so embedded in this company that Apple will do extremely well.

It sounded like something Jobs would say (and had said), but the press dubbed it “the Cook doctrine.” Jobs was rankled and deeply depressed, especially about the last line. He didn’t know whether to be proud or hurt that it might be true. There was talk that he might step aside and become chairman rather than CEO. That made him all the more motivated to get out of his bed, overcome the pain, and start taking his restorative long walks again.[Vi]

A board meeting was scheduled a few days after he returned, and Jobs surprised everyone by making an appearance. He ambled in and was able to stay for most of the meeting. By early June he was holding daily meetings at his house, and by the end of the month he was back at work.

Would he now, after facing death, be more mellow? His colleagues quickly got an answer. On his first day back, he startled his top team by throwing a series of tantrums. He ripped apart people he had not seen for six months, tore up some marketing plans, and chewed out a couple of people whose work he found shoddy. But what was truly telling was the pronouncement he made to a couple of friends late that afternoon. “I had the greatest time being back today,” he said. “I can’t believe how creative I’m feeling, and how the whole team is.” Tim Cook took it in stride. “I’ve never seen Steve hold back from expressing his view or passion,” he later said. “But that was good.”[Vi]

Friends noted that Jobs had retained his feistiness. During his recuperation he signed up for Comcast’s high-definition cable service, and one day he called Brian Roberts, who ran the company. “I thought he was calling to say something nice about it,” Roberts recalled. “Instead, he told me ‘It sucks.’ ” But Andy Hertzfeld noticed that, beneath the gruffness, Jobs had become more honest. “Before, if you asked Steve for a favor, he might do the exact opposite,” Hertzfeld said. “That was the perversity in his nature. Now he actually tries to be helpful.”

His public return came on September 9, when he took the stage at the company’s regular fall music event. He got a standing ovation that lasted almost a minute, then he opened on an unusually personal note by mentioning that he was the recipient of a liver donation. “I wouldn’t be here without such generosity,” he said, “so I hope all of us can be as generous and elect to become organ donors.” After a moment of exultation—“I’m vertical, I’m back at Apple, and I’m loving every day of it”—he unveiled the new line of iPod Nanos, with video cameras, in nine different colors of anodized aluminum.

By the beginning of 2010 he had recovered most of his strength, and he threw himself back into work for what would be one of his, and Apple’s, most productive years. He had hit two consecutive home runs since launching Apple’s digital hub strategy: the iPod and the iPhone. Now he was going to swing for another.[Vi]

—ooOoo—

CHAPTER THIRTY-EIGHT

THE iPAD

Into the Post-PC Era

You Say You Want a Revolution

Back in 2002, Jobs had been annoyed by the Microsoft engineer who kept proselytizing about the tablet computer software he had developed, which allowed users to input information on the screen with a stylus or pen. A few manufacturers released tablet PCs that year using the software, but none made a dent in the universe. Jobs had been eager to show how it should be done right—no stylus!—but when he saw the multi-touch technology that Apple was developing, he had decided to use it first to make an iPhone.

In the meantime, the tablet idea was percolating within the Macintosh hardware group. “We have no plans to make a tablet,” Jobs declared in an interview with Walt Mossberg in May 2003. “It turns out people want keyboards. Tablets appeal to rich guys with plenty of other PCs and devices already.” Like his statement about having a “hormone imbalance,” that was misleading; at most of his annual Top 100 retreats, the tablet was among the future projects discussed. “We showed the idea off at many of these retreats, because Steve never lost his desire to do a tablet,” Phil Schiller recalled.[Vi]

The tablet project got a boost in 2007 when Jobs was considering ideas for a low-cost netbook computer. At an executive team brainstorming session one Monday, Ive asked why it needed a keyboard hinged to the screen; that was expensive and bulky. Put the keyboard on the screen using a multi-touch interface, he suggested. Jobs agreed. So the resources were directed to revving up the tablet project rather than designing a netbook.

The process began with Jobs and Ive figuring out the right screen size. They had twenty models made—all rounded rectangles, of course—in slightly varying sizes and aspect ratios. Ive laid them out on a table in the design studio, and in the afternoon they would lift the velvet cloth hiding them and play with them. “That’s how we nailed what the screen size was,” Ive said.

As usual Jobs pushed for the purest possible simplicity. That required determining what was the core essence of the device. The answer: the display screen. So the guiding principle was that everything they did had to defer to the screen. “How do we get out of the way so there aren’t a ton of features and buttons that distract from the display?” Ive asked. At every step, Jobs pushed to remove and simplify.[Vi]

At one point Jobs looked at the model and was slightly dissatisfied. It didn’t feel casual and friendly enough, so that you would naturally scoop it up and whisk it away. Ive put his finger, so to speak, on the problem: They needed to signal that you could grab it with one hand, on impulse. The bottom of the edge needed to be slightly rounded, so that you’d feel comfortable just scooping it up rather than lifting it carefully. That meant engineering had to design the necessary connection ports and buttons in a simple lip that was thin enough to wash away gently underneath.

If you had been paying attention to patent filings, you would have noticed the one numbered D504889 that Apple applied for in March 2004 and was issued fourteen months later. Among the inventors listed were Jobs and Ive. The application carried sketches of a rectangular electronic tablet with rounded edges, which looked just the way the iPad turned out, including one of a man holding it casually in his left hand while using his right index finger to touch the screen.[Vi]

Since the Macintosh computers were now using Intel chips, Jobs initially planned to use in the iPad the low-voltage Atom chip that Intel was developing. Paul Otellini, Intel’s CEO, was pushing hard to work together on a design, and Jobs’s inclination was to trust him. His company was making the fastest processors in the world. But Intel was used to making processors for machines that plugged into a wall, not ones that had to preserve battery life. So Tony Fadell argued strongly for something based on the ARM architecture, which was simpler and used less power. Apple had been an early partner with ARM, and chips using its architecture were in the original iPhone. Fadell gathered support from other engineers and proved that it was possible to confront Jobs and turn him around. “Wrong, wrong, wrong!” Fadell shouted at one meeting when Jobs insisted it was best to trust Intel to make a good mobile chip. Fadell even put his Apple badge on the table, threatening to resign.

Eventually Jobs relented. “I hear you,” he said. “I’m not going to go against my best guys.” In fact he went to the other extreme. Apple licensed the ARM architecture, but it also bought a 150-person microprocessor design firm in Palo Alto, called P.A. Semi, and had it create a custom system-on-a-chip, called the A4, which was based on the ARM architecture and manufactured in South Korea by Samsung. As Jobs recalled:[Vi]

At the high-performance end, Intel is the best. They build the fastest chip, if you don’t care about power and cost. But they build just the processor on one chip, so it takes a lot of other parts. Our A4 has the processor and the graphics, mobile operating system, and memory control all in the chip. We tried to help Intel, but they don’t listen much. We’ve been telling them for years that their graphics suck. Every quarter we schedule a meeting with me and our top three guys and Paul Otellini. At the beginning, we were doing wonderful things together. They wanted this big joint project to do chips for future iPhones. There were two reasons we didn’t go with them. One was that they are just really slow. They’re like a steamship, not very flexible. We’re used to going pretty fast. Second is that we just didn’t want to teach them everything, which they could go and sell to our competitors.

According to Otellini, it would have made sense for the iPad to use Intel chips. The problem, he said, was that Apple and Intel couldn’t agree on price. Also, they disagreed on who would control the design. It was another example of Jobs’s desire, indeed compulsion, to control every aspect of a product, from the silicon to the flesh.[Vi]

The Launch, January 2010

The usual excitement that Jobs was able to gin up for a product launch paled in comparison to the frenzy that built for the iPad unveiling on January 27, 2010, in San Francisco. The Economist put him on its cover robed, haloed, and holding what was dubbed “the Jesus Tablet.” The Wall Street Journal struck a similarly exalted note: “The last time there was this much excitement about a tablet, it had some commandments written on it.”

As if to underscore the historic nature of the launch, Jobs invited back many of the old-timers from his early Apple days. More poignantly, James Eason, who had performed his liver transplant the year before, and Jeffrey Norton, who had operated on his pancreas in 2004, were in the audience, sitting with his wife, his son, and Mona Simpson.

Jobs did his usual masterly job of putting a new device into context, as he had done for the iPhone three years earlier. This time he put up a screen that showed an iPhone and a laptop with a question mark in between. “The question is, is there room for something in the middle?” he asked. That “something” would have to be good at web browsing, email, photos, video, music, games, and ebooks. He drove a stake through the heart of the netbook concept. “Netbooks aren’t better at anything!” he said. The invited guests and employees cheered. “But we have something that is. We call it the iPad.”[Vi]

To underscore the casual nature of the iPad, Jobs ambled over to a comfortable leather chair and side table (actually, given his taste, it was a Le Corbusier chair and an Eero Saarinen table) and scooped one up. “It’s so much more intimate than a laptop,” he enthused. He proceeded to surf to the New York Times website, send an email to Scott Forstall and Phil Schiller (“Wow, we really are announcing the iPad”), flip through a photo album, use a calendar, zoom in on the Eiffel Tower on Google Maps, watch some video clips (Star Trek and Pixar’s Up), show off the iBook shelf, and play a song (Bob Dylan’s “Like a Rolling Stone,” which he had played at the iPhone launch). “Isn’t that awesome?” he asked.

With his final slide, Jobs emphasized one of the themes of his life, which was embodied by the iPad: a sign showing the corner of Technology Street and Liberal Arts Street. “The reason Apple can create products like the iPad is that we’ve always tried to be at the intersection of technology and liberal arts,” he concluded. The iPad was the digital reincarnation of the Whole Earth Catalog, the place where creativity met tools for living.[Vi]

For once, the initial reaction was not a Hallelujah Chorus. The iPad was not yet available (it would go on sale in April), and some who watched Jobs’s demo were not quite sure what it was. An iPhone on steroids? “I haven’t been this let down since Snooki hooked up with The Situation,” wrote Newsweek’s Daniel Lyons (who moonlighted as “The Fake Steve Jobs” in an online parody). Gizmodo ran a contributor’s piece headlined “Eight Things That Suck about the iPad” (no multitasking, no cameras, no Flash . . .). Even the name came in for ridicule in the blogosphere, with snarky comments about feminine hygiene products and maxi pads. The hashtag “#iTampon” was the number-three trending topic on Twitter that day.

There was also the requisite dismissal from Bill Gates. “I still think that some mixture of voice, the pen and a real keyboard—in other words a netbook—will be the mainstream,” he told Brent Schlender. “So, it’s not like I sit there and feel the same way I did with the iPhone where I say, ‘Oh my God, Microsoft didn’t aim high enough.’ It’s a nice reader, but there’s nothing on the iPad I look at and say, ‘Oh, I wish Microsoft had done it.’ ” He continued to insist that the Microsoft approach of using a stylus for input would prevail. “I’ve been predicting a tablet with a stylus for many years,” he told me. “I will eventually turn out to be right or be dead.”[Vi]

The night after his announcement, Jobs was annoyed and depressed. As we gathered in his kitchen for dinner, he paced around the table calling up emails and web pages on his iPhone.

I got about eight hundred email messages in the last twenty-four hours. Most of them are complaining. There’s no USB cord! There’s no this, no that. Some of them are like, “Fuck you, how can you do that?” I don’t usually write people back, but I replied, “Your parents would be so proud of how you turned out.” And some don’t like the iPad name, and on and on. I kind of got depressed today. It knocks you back a bit.

He did get one congratulatory call that day that he appreciated, from President Obama’s chief of staff, Rahm Emanuel. But he noted at dinner that the president had not called him since taking office.[Vi]

• • •

The public carping subsided when the iPad went on sale in April and people got their hands on it. Both Time and Newsweek put it on the cover. “The tough thing about writing about Apple products is that they come with a lot of hype wrapped around them,” Lev Grossman wrote in Time. “The other tough thing about writing about Apple products is that sometimes the hype is true.” His main reservation, a substantive one, was “that while it’s a lovely device for consuming content, it doesn’t do much to facilitate its creation.” Computers, especially the Macintosh, had become tools that allowed people to make music, videos, websites, and blogs, which could be posted for the world to see. “The iPad shifts the emphasis from creating content to merely absorbing and manipulating it. It mutes you, turns you back into a passive consumer of other people’s masterpieces.” It was a criticism Jobs took to heart. He set about making sure that the next version of the iPad would emphasize ways to facilitate artistic creation by the user.[Vi]

Newsweek’s cover line was “What’s So Great about the iPad? Everything.” Daniel Lyons, who had zapped it with his “Snooki” comment at the launch, revised his opinion. “My first thought, as I watched Jobs run through his demo, was that it seemed like no big deal,” he wrote. “It’s a bigger version of the iPod Touch, right? Then I got a chance to use an iPad, and it hit me: I want one.” Lyons, like others, realized that this was Jobs’s pet project, and it embodied all that he stood for. “He has an uncanny ability to cook up gadgets that we didn’t know we needed, but then suddenly can’t live without,” he wrote. “A closed system may be the only way to deliver the kind of techno-Zen experience that Apple has become known for.”

Most of the debate over the iPad centered on the issue of whether its closed end-to-end integration was brilliant or doomed. Google was starting to play a role similar to the one Microsoft had played in the 1980s, offering a mobile platform, Android, that was open and could be used by all hardware makers. Fortune staged a debate on this issue in its pages. “There’s no excuse to be closed,” wrote Michael Copeland.[Vi]

But his colleague Jon Fortt rebutted, “Closed systems get a bad rap, but they work beautifully and users benefit. Probably no one in tech has proved this more convincingly than Steve Jobs. By bundling hardware, software, and services, and controlling them tightly, Apple is consistently able to get the jump on its rivals and roll out polished products.” They agreed that the iPad would be the clearest test of this question since the original Macintosh. “Apple has taken its control-freak rep to a whole new level with the A4 chip that powers the thing,” wrote Fortt. “Cupertino now has absolute say over the silicon, device, operating system, App Store, and payment system.”

Jobs went to the Apple store in Palo Alto shortly before noon on April 5, the day the iPad went on sale. Daniel Kottke—his acid-dropping soul mate from Reed and the early days at Apple, who no longer harbored a grudge for not getting founders’ stock options—made a point of being there. “It had been fifteen years, and I wanted to see him again,” Kottke recounted. “I grabbed him and told him I was going to use the iPad for my song lyrics. He was in a great mood and we had a nice chat after all these years.” Powell and their youngest child, Eve, watched from a corner of the store.[Vi]

Wozniak, who had once been a proponent of making hardware and software as open as possible, continued to revise that opinion. As he often did, he stayed up all night with the enthusiasts waiting in line for the store to open. This time he was at San Jose’s Valley Fair Mall, riding a Segway. A reporter asked him about the closed nature of Apple’s ecosystem. “Apple gets you into their playpen and keeps you there, but there are some advantages to that,” he replied. “I like open systems, but I’m a hacker. But most people want things that are easy to use. Steve’s genius is that he knows how to make things simple, and that sometimes requires controlling everything.”

The question “What’s on your iPad?” replaced “What’s on your iPod?” Even President Obama’s staffers, who embraced the iPad as a mark of their tech hipness, played the game. Economic Advisor Larry Summers had the Bloomberg financial information app, Scrabble, and The Federalist Papers. Chief of Staff Rahm Emanuel had a slew of newspapers, Communications Advisor Bill Burton had Vanity Fair and one entire season of the television series Lost, and Political Director David Axelrod had Major League Baseball and NPR.[Vi]

Jobs was stirred by a story, which he forwarded to me, by Michael Noer on Forbes.com. Noer was reading a science fiction novel on his iPad while staying at a dairy farm in a rural area north of Bogotá, Colombia, when a poor six-year-old boy who cleaned the stables came up to him. Curious, Noer handed him the device. With no instruction, and never having seen a computer before, the boy started using it intuitively. He began swiping the screen, launching apps, playing a pinball game. “Steve Jobs has designed a powerful computer that an illiterate six-year-old can use without instruction,” Noer wrote. “If that isn’t magical, I don’t know what is.”

In less than a month Apple sold one million iPads. That was twice as fast as it took the iPhone to reach that mark. By March 2011, nine months after its release, fifteen million had been sold. By some measures it became the most successful consumer product launch in history.[Vi]

Advertising

Jobs was not happy with the original ads for the iPad. As usual, he threw himself into the marketing, working with James Vincent and Duncan Milner at the ad agency (now called TBWA/Media Arts Lab), with Lee Clow advising from a semiretired perch. The commercial they first produced was a gentle scene of a guy in faded jeans and sweatshirt reclining in a chair, looking at email, a photo album, the New York Times, books, and video on an iPad propped on his lap. There were no words, just the background beat of “There Goes My Love” by the Blue Van. “After he approved it, Steve decided he hated it,” Vincent recalled. “He thought it looked like a Pottery Barn commercial.” Jobs later told me:

It had been easy to explain what the iPod was—a thousand songs in your pocket—which allowed us to move quickly to the iconic silhouette ads. But it was hard to explain what an iPad was. We didn’t want to show it as a computer, and yet we didn’t want to make it so soft that it looked like a cute TV. The first set of ads showed we didn’t know what we were doing. They had a cashmere and Hush Puppies feel to them.[Vi]

James Vincent had not taken a break in months. So when the iPad finally went on sale and the ads started airing, he drove with his family to the Coachella Music Festival in Palm Springs, which featured some of his favorite bands, including Muse, Faith No More, and Devo. Soon after he arrived, Jobs called. “Your commercials suck,” he said. “The iPad is revolutionizing the world, and we need something big. You’ve given me small shit.”

“Well, what do you want?” Vincent shot back. “You’ve not been able to tell me what you want.”

“I don’t know,” Jobs said. “You have to bring me something new. Nothing you’ve shown me is even close.”

Vincent argued back and suddenly Jobs went ballistic. “He just started screaming at me,” Vincent recalled. Vincent could be volatile himself, and the volleys escalated.

When Vincent shouted, “You’ve got to tell me what you want,” Jobs shot back, “You’ve got to show me some stuff, and I’ll know it when I see it.”

“Oh, great, let me write that on my brief for my creative people: I’ll know it when I see it.”

Vincent got so frustrated that he slammed his fist into the wall of the house he was renting and put a large dent in it. When he finally went outside to his family, sitting by the pool, they looked at him nervously. “Are you okay?” his wife finally asked.[Vi]

It took Vincent and his team two weeks to come up with an array of new options, and he asked to present them at Jobs’s house rather than the office, hoping that it would be a more relaxed environment. Laying storyboards on the coffee table, he and Milner offered twelve approaches. One was inspirational and stirring. Another tried humor, with Michael Cera, the comic actor, wandering through a fake house making funny comments about the way people could use iPads. Others featured the iPad with celebrities, or set starkly on a white background, or starring in a little sitcom, or in a straightforward product demonstration.

After mulling over the options, Jobs realized what he wanted. Not humor, nor a celebrity, nor a demo. “It’s got to make a statement,” he said. “It needs to be a manifesto. This is big.” He had announced that the iPad would change the world, and he wanted a campaign that reinforced that declaration. Other companies would come out with copycat tablets in a year or so, he said, and he wanted people to remember that the iPad was the real thing. “We need ads that stand up and declare what we have done.”

He abruptly got out of his chair, looking a bit weak but smiling. “I’ve got to go have a massage now,” he said. “Get to work.”[Vi]

So Vincent and Milner, along with the copywriter Eric Grunbaum, began crafting what they dubbed “The Manifesto.” It would be fast-paced, with vibrant pictures and a thumping beat, and it would proclaim that the iPad was revolutionary. The music they chose was Karen O’s pounding refrain from the Yeah Yeah Yeahs’ ” Gold Lion.” As the iPad was shown doing magical things, a strong voice declared, “iPad is thin. iPad is beautiful. . . . It’s crazy powerful. It’s magical. . . . It’s video, photos. More books than you could read in a lifetime. It’s already a revolution, and it’s only just begun.”

Once the Manifesto ads had run their course, the team again tried something softer, shot as day-in-the-life documentaries by the young filmmaker Jessica Sanders, who had directed the Manifesto ones. Jobs liked them—for a little while. Then he turned against them for the same reason he had reacted against the original Pottery Barn–style ads. “Dammit,” he shouted, “they look like a Visa commercial, typical ad agency stuff.”

He had been asking for ads that were different and new, but eventually he realized he did not want to stray from what he considered the Apple voice. For him, that voice had a distinctive set of qualities: simple, declarative, clean. “We went down that lifestyle path, and it seemed to be growing on Steve, and suddenly he said, ‘I hate that stuff, it’s not Apple,’ ” recalled Lee Clow. “He told us to get back to the Apple voice. It’s a very simple, honest voice.” And so they went back to a clean white background, with just a close-up showing off all the things that “iPad is . . .” and could do.[Vi]

Apps

The iPad commercials were not about the device, but about what you could do with it. Indeed its success came not just from the beauty of the hardware but from the applications, known as apps, that allowed you to indulge in all sorts of delightful activities. There were thousands—and soon hundreds of thousands—of apps that you could download for free or for a few dollars. You could sling angry birds with the swipe of your finger, track your stocks, watch movies, read books and magazines, catch up on the news, play games, and waste glorious amounts of time. Once again the integration of the hardware, software, and store made it easy. But the apps also allowed the platform to be sort of open, in a very controlled way, to outside developers who wanted to create software and content for it—open, that is, like a carefully curated and gated community garden.

The apps phenomenon began with the iPhone. When it first came out in early 2007, there were no apps you could buy from outside developers, and Jobs initially resisted allowing them. He didn’t want outsiders to create applications for the iPhone that could mess it up, infect it with viruses, or pollute its integrity.[Vi]

Board member Art Levinson was among those pushing to allow iPhone apps. “I called him a half dozen times to lobby for the potential of the apps,” he recalled. If Apple didn’t allow them, indeed encourage them, another smartphone maker would, giving itself a competitive advantage. Apple’s marketing chief Phil Schiller agreed. “I couldn’t imagine that we would create something as powerful as the iPhone and not empower developers to make lots of apps,” he recalled. “I knew customers would love them.” From the outside, the venture capitalist John Doerr argued that permitting apps would spawn a profusion of new entrepreneurs who would create new services.

Jobs at first quashed the discussion, partly because he felt his team did not have the bandwidth to figure out all of the complexities that would be involved in policing third-party app developers. He wanted focus. “So he didn’t want to talk about it,” said Schiller. But as soon as the iPhone was launched, he was willing to hear the debate. “Every time the conversation happened, Steve seemed a little more open,” said Levinson. There were freewheeling discussions at four board meetings.[Vi]

Jobs soon figured out that there was a way to have the best of both worlds. He would permit outsiders to write apps, but they would have to meet strict standards, be tested and approved by Apple, and be sold only through the iTunes Store. It was a way to reap the advantage of empowering thousands of software developers while retaining enough control to protect the integrity of the iPhone and the simplicity of the customer experience. “It was an absolutely magical solution that hit the sweet spot,” said Levinson. “It gave us the benefits of openness while retaining end-to-end control.”

The App Store for the iPhone opened on iTunes in July 2008; the billionth download came nine months later. By the time the iPad went on sale in April 2010, there were 185,000 available iPhone apps. Most could also be used on the iPad, although they didn’t take advantage of the bigger screen size. But in less than five months, developers had written twenty-five thousand new apps that were specifically configured for the iPad. By July 2011 there were 500,000 apps for both devices, and there had been more than fifteen billion downloads of them.[Vi]

The App Store created a new industry overnight. In dorm rooms and garages and at major media companies, entrepreneurs invented new apps. John Doerr’s venture capital firm created an iFund of $200 million to offer equity financing for the best ideas. Magazines and newspapers that had been giving away their content for free saw one last chance to put the genie of that dubious business model back into the bottle. Innovative publishers created new magazines, books, and learning materials just for the iPad. For example, the high-end publishing house Callaway, which had produced books ranging from Madonna’s Sex to Miss Spider’s Tea Party, decided to “burn the boats” and give up print altogether to focus on publishing books as interactive apps. By June 2011 Apple had paid out $2.5 billion to app developers.[Vi]

The iPad and other app-based digital devices heralded a fundamental shift in the digital world. Back in the 1980s, going online usually meant dialing into a service like AOL, CompuServe, or Prodigy that charged fees for access to a carefully curated walled garden filled with content plus some exit gates that allowed braver users access to the Internet at large. The second phase, beginning in the early 1990s, was the advent of browsers that allowed everyone to freely surf the Internet using the hypertext transfer protocols of the World Wide Web, which linked billions of sites. Search engines arose so that people could easily find the websites they wanted. The release of the iPad portended a new model. Apps resembled the walled gardens of old. The creators could charge fees and offer more functions to the users who downloaded them. But the rise of apps also meant that the openness and linked nature of the web were sacrificed. Apps were not as easily linked or searchable. Because the iPad allowed the use of both apps and web browsing, it was not at war with the web model. But it did offer an alternative, for both the consumers and the creators of content.[Vi]

Publishing and Journalism

With the iPod, Jobs had transformed the music business. With the iPad and its App Store, he began to transform all media, from publishing to journalism to television and movies.

Books were an obvious target, since Amazon’s Kindle had shown there was an appetite for electronic books. So Apple created an iBooks Store, which sold electronic books the way the iTunes Store sold songs. There was, however, a slight difference in the business model. For the iTunes Store, Jobs had insisted that all songs be sold at one inexpensive price, initially 99 cents. Amazon’s Jeff Bezos had tried to take a similar approach with ebooks, insisting on selling them for at most $9.99. Jobs came in and offered publishers what he had refused to offer record companies: They could set any price they wanted for their wares in the iBooks Store, and Apple would take 30%. Initially that meant prices were higher than on Amazon. Why would people pay Apple more? “That won’t be the case,” Jobs answered, when Walt Mossberg asked him that question at the iPad launch event. “The price will be the same.” He was right.

The day after the iPad launch, Jobs described to me his thinking on books:[Vi]

Amazon screwed it up. It paid the wholesale price for some books, but started selling them below cost at $9.99. The publishers hated that—they thought it would trash their ability to sell hardcover books at $28. So before Apple even got on the scene, some booksellers were starting to withhold books from Amazon. So we told the publishers, “We’ll go to the agency model, where you set the price, and we get our 30%, and yes, the customer pays a little more, but that’s what you want anyway.” But we also asked for a guarantee that if anybody else is selling the books cheaper than we are, then we can sell them at the lower price too. So they went to Amazon and said, “You’re going to sign an agency contract or we’re not going to give you the books.”

Jobs acknowledged that he was trying to have it both ways when it came to music and books. He had refused to offer the music companies the agency model and allow them to set their own prices. Why? Because he didn’t have to. But with books he did. “We were not the first people in the books business,” he said. “Given the situation that existed, what was best for us was to do this aikido move and end up with the agency model. And we pulled it off.”[Vi]

• • •

Right after the iPad launch event, Jobs traveled to New York in February 2010 to meet with executives in the journalism business. In two days he saw Rupert Murdoch, his son James, and the management of their Wall Street Journal; Arthur Sulzberger Jr. and the top executives at the New York Times; and executives at Time, Fortune, and other Time Inc. magazines. “I would love to help quality journalism,” he later said. “We can’t depend on bloggers for our news. We need real reporting and editorial oversight more than ever. So I’d love to find a way to help people create digital products where they actually can make money.” Since he had gotten people to pay for music, he hoped he could do the same for journalism.

Publishers, however, turned out to be leery of his lifeline. It meant that they would have to give 30% of their revenue to Apple, but that wasn’t the biggest problem. More important, the publishers feared that, under his system, they would no longer have a direct relationship with their subscribers; they wouldn’t have their email address and credit card number so they could bill them, communicate with them, and market new products to them. Instead Apple would own the customers, bill them, and have their information in its own database. And because of its privacy policy, Apple would not share this information unless a customer gave explicit permission to do so.[Vi]

Jobs was particularly interested in striking a deal with the New York Times, which he felt was a great newspaper in danger of declining because it had not figured out how to charge for digital content. “One of my personal projects this year, I’ve decided, is to try to help—whether they want it or not—the Times,” he told me early in 2010. “I think it’s important to the country for them to figure it out.”

During his New York trip, he went to dinner with fifty top Times executives in the cellar private dining room at Pranna, an Asian restaurant. (He ordered a mango smoothie and a plain vegan pasta, neither of which was on the menu.) There he showed off the iPad and explained how important it was to find a modest price point for digital content that consumers would accept. He drew a chart of possible prices and volume. How many readers would they have if the Times were free? They already knew the answer to that extreme on the chart, because they were giving it away for free on the web already and had about twenty million regular visitors. And if they made it really expensive? They had data on that too; they charged print subscribers more than $300 a year and had about a million of them. “You should go after the midpoint, which is about ten million digital subscribers,” he told them. “And that means your digital subs should be very cheap and simple, one click and $5 a month at most.”[Vi]

When one of the Times circulation executives insisted that the paper needed the email and credit card information for all of its subscribers, even if they subscribed through the App Store, Jobs said that Apple would not give it out. That angered the executive. It was unthinkable, he said, for the Times not to have that information. “Well, you can ask them for it, but if they won’t voluntarily give it to you, don’t blame me,” Jobs said. “If you don’t like it, don’t use us. I’m not the one who got you in this jam. You’re the ones who’ve spent the past five years giving away your paper online and not collecting anyone’s credit card information.”

Jobs also met privately with Arthur Sulzberger Jr. “He’s a nice guy, and he’s really proud of his new building, as he should be,” Jobs said later. “I talked to him about what I thought he ought to do, but then nothing happened.” It took a year, but in April 2011 the Times started charging for its digital edition and selling some subscriptions through Apple, abiding by the policies that Jobs established. It did, however, decide to charge approximately four times the $5 monthly charge that Jobs had suggested.[Vi]

At the Time-Life Building, Time’s editor Rick Stengel played host. Jobs liked Stengel, who had assigned a talented team led by Josh Quittner to make a robust iPad version of the magazine each week. But he was upset to see Andy Serwer of Fortune there. Tearing up, he told Serwer how angry he still was about Fortune’s story two years earlier revealing details of his health and the stock options problems. “You kicked me when I was down,” he said.

The bigger problem at Time Inc. was the same as the one at the Times: The magazine company did not want Apple to own its subscribers and prevent it from having a direct billing relationship. Time Inc. wanted to create apps that would direct readers to its own website in order to buy a subscription. Apple refused. When Time and other magazines submitted apps that did this, they were denied the right to be in the App Store.

Jobs tried to negotiate personally with the CEO of Time Warner, Jeff Bewkes, a savvy pragmatist with a no-bullshit charm to him. They had dealt with each other a few years earlier over video rights for the iPod Touch; even though Jobs had not been able to convince him to do a deal involving HBO’s exclusive rights to show movies soon after their release, he admired Bewkes’s straight and decisive style. For his part, Bewkes respected Jobs’s ability to be both a strategic thinker and a master of the tiniest details. “Steve can go readily from the overarching principles into the details,” he said.[Vi]

When Jobs called Bewkes about making a deal for Time Inc. magazines on the iPad, he started off by warning that the print business “sucks,” that “nobody really wants your magazines,” and that Apple was offering a great opportunity to sell digital subscriptions, but “your guys don’t get it.” Bewkes didn’t agree with any of those premises. He said he was happy for Apple to sell digital subscriptions for Time Inc. Apple’s 30% take was not the problem. “I’m telling you right now, if you sell a sub for us, you can have 30%,” Bewkes told him.

“Well, that’s more progress than I’ve made with anybody,” Jobs replied.

“I have only one question,” Bewkes continued. “If you sell a subscription to my magazine, and I give you the 30%, who has the subscription—you or me?”

“I can’t give away all the subscriber info because of Apple’s privacy policy,” Jobs replied.

“Well, then, we have to figure something else out, because I don’t want my whole subscription base to become subscribers of yours, for you to then aggregate at the Apple store,” said Bewkes. “And the next thing you’ll do, once you have a monopoly, is come back and tell me that my magazine shouldn’t be $4 a copy but instead should be $1. If someone subscribes to our magazine, we need to know who it is, we need to be able to create online communities of those people, and we need the right to pitch them directly about renewing.”[Vi]

Jobs had an easier time with Rupert Murdoch, whose News Corp. owned the Wall Street Journal, New York Post, newspapers around the world, Fox Studios, and the Fox News Channel. When Jobs met with Murdoch and his team, they also pressed the case that they should share ownership of the subscribers that came in through the App Store. But when Jobs refused, something interesting happened. Murdoch is not known as a pushover, but he knew that he did not have the leverage on this issue, so he accepted Jobs’s terms. “We would prefer to own the subscribers, and we pushed for that,” recalled Murdoch. “But Steve wouldn’t do a deal on those terms, so I said, ‘Okay, let’s get on with it.’ We didn’t see any reason to mess around. He wasn’t going to bend—and I wouldn’t have bent if I were in his position—so I just said yes.”

Murdoch even launched a digital-only daily newspaper, The Daily, tailored specifically for the iPad. It would be sold in the App Store, on the terms dictated by Jobs, at 99 cents a week. Murdoch himself took a team to Cupertino to show the proposed design. Not surprisingly, Jobs hated it. “Would you allow our designers to help?” he asked. Murdoch accepted. “The Apple designers had a crack at it,” Murdoch recalled, “and our folks went back and had another crack, and ten days later we went back and showed them both, and he actually liked our team’s version better. It stunned us.”[Vi]

The Daily, which was neither tabloidy nor serious, but instead a rather midmarket product like USA Today, was not very successful. But it did help create an odd-couple bonding between Jobs and Murdoch. When Murdoch asked him to speak at his June 2010 News Corp. annual management retreat, Jobs made an exception to his rule of never doing such appearances. James Murdoch led him in an after-dinner interview that lasted almost two hours. “He was very blunt and critical of what newspapers were doing in technology,” Murdoch recalled. “He told us we were going to find it hard to get things right, because you’re in New York, and anyone who’s any good at tech works in Silicon Valley.” This did not go down very well with the president of the Wall Street Journal Digital Network, Gordon McLeod, who pushed back a bit. At the end, McLeod came up to Jobs and said, “Thanks, it was a wonderful evening, but you probably just cost me my job.” Murdoch chuckled a bit when he described the scene to me. “It ended up being true,” he said. McLeod was out within three months.[Vi]

In return for speaking at the retreat, Jobs got Murdoch to hear him out on Fox News, which he believed was destructive, harmful to the nation, and a blot on Murdoch’s reputation. “You’re blowing it with Fox News,” Jobs told him over dinner. “The axis today is not liberal and conservative, the axis is constructive-destructive, and you’ve cast your lot with the destructive people. Fox has become an incredibly destructive force in our society. You can be better, and this is going to be your legacy if you’re not careful.” Jobs said he thought Murdoch did not really like how far Fox had gone. “Rupert’s a builder, not a tearer-downer,” he said. “I’ve had some meetings with James, and I think he agrees with me. I can just tell.”

Murdoch later said he was used to people like Jobs complaining about Fox. “He’s got sort of a left-wing view on this,” he said. Jobs asked him to have his folks make a reel of a week of Sean Hannity and Glenn Beck shows—he thought that they were more destructive than Bill O’Reilly—and Murdoch agreed to do so. Jobs later told me that he was going to ask Jon Stewart’s team to put together a similar reel for Murdoch to watch. “I’d be happy to see it,” Murdoch said, “but he hasn’t sent it to me.”[Vi]

Murdoch and Jobs hit it off well enough that Murdoch went to his Palo Alto house for dinner twice more during the next year. Jobs joked that he had to hide the dinner knives on such occasions, because he was afraid that his liberal wife was going to eviscerate Murdoch when he walked in. For his part, Murdoch was reported to have uttered a great line about the organic vegan dishes typically served: “Eating dinner at Steve’s is a great experience, as long as you get out before the local restaurants close.” Alas, when I asked Murdoch if he had ever said that, he didn’t recall it.

One visit came early in 2011. Murdoch was due to pass through Palo Alto on February 24, and he texted Jobs to tell him so. He didn’t know it was Jobs’s fifty-sixth birthday, and Jobs didn’t mention it when he texted back inviting him to dinner. “It was my way of making sure Laurene didn’t veto the plan,” Jobs joked. “It was my birthday, so she had to let me have Rupert over.” Erin and Eve were there, and Reed jogged over from Stanford near the end of the dinner. Jobs showed off the designs for his planned boat, which Murdoch thought looked beautiful on the inside but “a bit plain” on the outside. “It certainly shows great optimism about his health that he was talking so much about building it,” Murdoch later said.

At dinner they talked about the importance of infusing an entrepreneurial and nimble culture into a company. Sony failed to do that, Murdoch said. Jobs agreed. “I used to believe that a really big company couldn’t have a clear corporate culture,” Jobs said. “But I now believe it can be done. Murdoch’s done it. I think I’ve done it at Apple.”[Vi]

Most of the dinner conversation was about education. Murdoch had just hired Joel Klein, the former chancellor of the New York City Department of Education, to start a digital curriculum division. Murdoch recalled that Jobs was somewhat dismissive of the idea that technology could transform education. But Jobs agreed with Murdoch that the paper textbook business would be blown away by digital learning materials.

In fact Jobs had his sights set on textbooks as the next business he wanted to transform. He believed it was an $8 billion a year industry ripe for digital destruction. He was also struck by the fact that many schools, for security reasons, don’t have lockers, so kids have to lug a heavy backpack around. “The iPad would solve that,” he said. His idea was to hire great textbook writers to create digital versions, and make them a feature of the iPad. In addition, he held meetings with the major publishers, such as Pearson Education, about partnering with Apple. “The process by which states certify textbooks is corrupt,” he said. “But if we can make the textbooks free, and they come with the iPad, then they don’t have to be certified. The crappy economy at the state level will last for a decade, and we can give them an opportunity to circumvent that whole process and save money.”[Vi]

—ooOoo—

CHAPTER THIRTY-NINE

NEW BATTLES

And Echoes of Old Ones

Google: Open versus Closed

A few days after he unveiled the iPad in January 2010, Jobs held a “town hall” meeting with employees at Apple’s campus. Instead of exulting about their transformative new product, however, he went into a rant against Google for producing the rival Android operating system. Jobs was furious that Google had decided to compete with Apple in the phone business. “We did not enter the search business,” he said. “They entered the phone business. Make no mistake. They want to kill the iPhone. We won’t let them.” A few minutes later, after the meeting moved on to another topic, Jobs returned to his tirade to attack Google’s famous values slogan. “I want to go back to that other question first and say one more thing. This ‘Don’t be evil’ mantra, it’s bullshit.”

Jobs felt personally betrayed. Google’s CEO Eric Schmidt had been on the Apple board during the development of the iPhone and iPad, and Google’s founders, Larry Page and Sergey Brin, had treated him as a mentor. He felt ripped off. Android’s touchscreen interface was adopting more and more of the features—multi-touch, swiping, a grid of app icons—that Apple had created.[Vi]

Jobs had tried to dissuade Google from developing Android. He had gone to Google’s headquarters near Palo Alto in 2008 and gotten into a shouting match with Page, Brin, and the head of the Android development team, Andy Rubin. (Because Schmidt was then on the Apple board, he recused himself from discussions involving the iPhone.) “I said we would, if we had good relations, guarantee Google access to the iPhone and guarantee it one or two icons on the home screen,” he recalled. But he also threatened that if Google continued to develop Android and used any iPhone features, such as multi-touch, he would sue. At first Google avoided copying certain features, but in January 2010 HTC introduced an Android phone that boasted multi-touch and many other aspects of the iPhone’s look and feel. That was the context for Jobs’s pronouncement that Google’s “Don’t be evil” slogan was “bullshit.”

So Apple filed suit against HTC (and, by extension, Android), alleging infringement of twenty of its patents. Among them were patents covering various multi-touch gestures, swipe to open, double-tap to zoom, pinch and expand, and the sensors that determined how a device was being held. As he sat in his house in Palo Alto the week the lawsuit was filed, he became angrier than I had ever seen him:

Our lawsuit is saying, “Google, you fucking ripped off the iPhone, wholesale ripped us off.” Grand theft. I will spend my last dying breath if I need to, and I will spend every penny of Apple’s $40 billion in the bank, to right this wrong. I’m going to destroy Android, because it’s a stolen product. I’m willing to go to thermonuclear war on this. They are scared to death, because they know they are guilty. Outside of Search, Google’s products—Android, Google Docs—are shit.[Vi]

A few days after this rant, Jobs got a call from Schmidt, who had resigned from the Apple board the previous summer. He suggested they get together for coffee, and they met at a café in a Palo Alto shopping center. “We spent half the time talking about personal matters, then half the time on his perception that Google had stolen Apple’s user interface designs,” recalled Schmidt. When it came to the latter subject, Jobs did most of the talking. Google had ripped him off, he said in colorful language. “We’ve got you red-handed,” he told Schmidt. “I’m not interested in settling. I don’t want your money. If you offer me $5 billion, I won’t want it. I’ve got plenty of money. I want you to stop using our ideas in Android, that’s all I want.” They resolved nothing.

Underlying the dispute was an even more fundamental issue, one that had unnerving historical resonance. Google presented Android as an “open” platform; its open-source code was freely available for multiple hardware makers to use on whatever phones or tablets they built. Jobs, of course, had a dogmatic belief that Apple should closely integrate its operating systems with its hardware. In the 1980s Apple had not licensed out its Macintosh operating system, and Microsoft eventually gained dominant market share by licensing its system to multiple hardware makers and, in Jobs’s mind, ripping off Apple’s interface.[Vi]

The comparison between what Microsoft wrought in the 1980s and what Google was trying to do in 2010 was not exact, but it was close enough to be unsettling—and infuriating. It exemplified the great debate of the digital age: closed versus open, or as Jobs framed it, integrated versus fragmented. Was it better, as Apple believed and as Jobs’s own controlling perfectionism almost compelled, to tie the hardware and software and content handling into one tidy system that assured a simple user experience? Or was it better to give users and manufacturers more choice and free up avenues for more innovation, by creating software systems that could be modified and used on different devices? “Steve has a particular way that he wants to run Apple, and it’s the same as it was twenty years ago, which is that Apple is a brilliant innovator of closed systems,” Schmidt later told me. “They don’t want people to be on their platform without permission. The benefits of a closed platform is control. But Google has a specific belief that open is the better approach, because it leads to more options and competition and consumer choice.”[Vi]

So what did Bill Gates think as he watched Jobs, with his closed strategy, go into battle against Google, as he had done against Microsoft twenty-five years earlier? “There are some benefits to being more closed, in terms of how much you control the experience, and certainly at times he’s had the benefit of that,” Gates told me. But refusing to license the Apple iOS, he added, gave competitors like Android the chance to gain greater volume. In addition, he argued, competition among a variety of devices and manufacturers leads to greater consumer choice and more innovation. “These companies are not all building pyramids next to Central Park,” he said, poking fun at Apple’s Fifth Avenue store, “but they are coming up with innovations based on competing for consumers.” Most of the improvements in PCs, Gates pointed out, came because consumers had a lot of choices, and that would someday be the case in the world of mobile devices. “Eventually, I think, open will succeed, but that’s where I come from. In the long run, the coherence thing, you can’t stay with that.”

Jobs believed in “the coherence thing.” His faith in a controlled and closed environment remained unwavering, even as Android gained market share. “Google says we exert more control than they do, that we are closed and they are open,” he railed when I told him what Schmidt had said. “Well, look at the results—Android’s a mess. It has different screen sizes and versions, over a hundred permutations.” Even if Google’s approach might eventually win in the marketplace, Jobs found it repellent. “I like being responsible for the whole user experience. We do it not to make money. We do it because we want to make great products, not crap like Android.”[Vi]

Flash, the App Store, and Control

Jobs’s insistence on end-to-end control was manifested in other battles as well. At the town hall meeting where he attacked Google, he also assailed Adobe’s multimedia platform for websites, Flash, as a “buggy” battery hog made by “lazy” people. The iPod and iPhone, he said, would never run Flash. “Flash is a spaghetti-ball piece of technology that has lousy performance and really bad security problems,” he said to me later that week.

He even banned apps that made use of a compiler created by Adobe that translated Flash code so that it would be compatible with Apple’s iOS. Jobs disdained the use of compilers that allowed developers to write their products once and have them ported to multiple operating systems. “Allowing Flash to be ported across platforms means things get dumbed down to the lowest common denominator,” he said. “We spend lots of effort to make our platform better, and the developer doesn’t get any benefit if Adobe only works with functions that every platform has. So we said that we want developers to take advantage of our better features, so that their apps work better on our platform than they work on anybody else’s.” On that he was right. Losing the ability to differentiate Apple’s platforms—allowing them to become commoditized like HP and Dell machines—would have meant death for the company.[Vi]

There was, in addition, a more personal reason. Apple had invested in Adobe in 1985, and together the two companies had launched the desktop publishing revolution. “I helped put Adobe on the map,” Jobs claimed. In 1999, after he returned to Apple, he had asked Adobe to start making its video editing software and other products for the iMac and its new operating system, but Adobe refused. It focused on making its products for Windows. Soon after, its founder, John Warnock, retired. “The soul of Adobe disappeared when Warnock left,” Jobs said. “He was the inventor, the person I related to. It’s been a bunch of suits since then, and the company has turned out crap.”

When Adobe evangelists and various Flash supporters in the blogosphere attacked Jobs for being too controlling, he decided to write and post an open letter. Bill Campbell, his friend and board member, came by his house to go over it. “Does it sound like I’m just trying to stick it to Adobe?” he asked Campbell. “No, it’s facts, just put it out there,” the coach said. Most of the letter focused on the technical drawbacks of Flash. But despite Campbell’s coaching, Jobs couldn’t resist venting at the end about the problematic history between the two companies. “Adobe was the last major third party developer to fully adopt Mac OS X,” he noted.

Apple ended up lifting some of its restrictions on cross-platform compilers later in the year, and Adobe was able to come out with a Flash authoring tool that took advantage of the key features of Apple’s iOS. It was a bitter war, but one in which Jobs had the better argument. In the end it pushed Adobe and other developers of compilers to make better use of the iPhone and iPad interface and its special features.[Vi]

• • •

Jobs had a tougher time navigating the controversies over Apple’s desire to keep tight control over which apps could be downloaded onto the iPhone and iPad. Guarding against apps that contained viruses or violated the user’s privacy made sense; preventing apps that took users to other websites to buy subscriptions, rather than doing it through the iTunes Store, at least had a business rationale. But Jobs and his team went further: They decided to ban any app that defamed people, might be politically explosive, or was deemed by Apple’s censors to be pornographic.

The problem of playing nanny became apparent when Apple rejected an app featuring the animated political cartoons of Mark Fiore, on the rationale that his attacks on the Bush administration’s policy on torture violated the restriction against defamation. Its decision became public, and was subjected to ridicule, when Fiore won the 2010 Pulitzer Prize for editorial cartooning in April. Apple had to reverse itself, and Jobs made a public apology. “We’re guilty of making mistakes,” he said. “We’re doing the best we can, we’re learning as fast as we can—but we thought this rule made sense.”[Vi]

It was more than a mistake. It raised the specter of Apple’s controlling what apps we got to see and read, at least if we wanted to use an iPad or iPhone. Jobs seemed in danger of becoming the Orwellian Big Brother he had gleefully destroyed in Apple’s “1984” Macintosh ad. He took the issue seriously. One day he called the New York Times columnist Tom Friedman to discuss how to draw lines without looking like a censor. He asked Friedman to head an advisory group to help come up with guidelines, but the columnist’s publisher said it would be a conflict of interest, and no such committee was formed.

The pornography ban also caused problems. “We believe we have a moral responsibility to keep porn off the iPhone,” Jobs declared in an email to a customer. “Folks who want porn can buy an Android.”

This prompted an email exchange with Ryan Tate, the editor of the tech gossip site Valleywag. Sipping a stinger cocktail one evening, Tate shot off an email to Jobs decrying Apple’s heavy-handed control over which apps passed muster. “If Dylan was 20 today, how would he feel about your company?” Tate asked. “Would he think the iPad had the faintest thing to do with ‘revolution’? Revolutions are about freedom.”[Vi]

To Tate’s surprise, Jobs responded a few hours later, after midnight. “Yep,” he said, “freedom from programs that steal your private data. Freedom from programs that trash your battery. Freedom from porn. Yep, freedom. The times they are a changin’, and some traditional PC folks feel like their world is slipping away. It is.”

In his reply, Tate offered some thoughts on Flash and other topics, then returned to the censorship issue. “And you know what? I don’t want ‘freedom from porn.’ Porn is just fine! And I think my wife would agree.”

“You might care more about porn when you have kids,” replied Jobs. “It’s not about freedom, it’s about Apple trying to do the right thing for its users.” At the end he added a zinger: “By the way, what have you done that’s so great? Do you create anything, or just criticize others’ work and belittle their motivations?”

Tate admitted to being impressed. “Rare is the CEO who will spar one-on-one with customers and bloggers like this,” he wrote. “Jobs deserves big credit for breaking the mold of the typical American executive, and not just because his company makes such hugely superior products: Jobs not only built and then rebuilt his company around some very strong opinions about digital life, but he’s willing to defend them in public. Vigorously. Bluntly. At two in the morning on a weekend.” Many in the blogosphere agreed, and they sent Jobs emails praising his feistiness. Jobs was proud as well; he forwarded his exchange with Tate and some of the kudos to me.[Vi]

Still, there was something unnerving about Apple’s decreeing that those who bought their products shouldn’t look at controversial political cartoons or, for that matter, porn. The humor site eSarcasm.com launched a “Yes, Steve, I want porn” web campaign. “We are dirty, sex-obsessed miscreants who need access to smut 24 hours a day,” the site declared. “Either that, or we just enjoy the idea of an uncensored, open society where a techno-dictator doesn’t decide what we can and cannot see.”[Vi]

• • •

At the time Jobs and Apple were engaged in a battle with Valleywag’s affiliated website, Gizmodo, which had gotten hold of a test version of the unreleased iPhone 4 that a hapless Apple engineer had left in a bar. When the police, responding to Apple’s complaint, raided the house of the reporter, it raised the question of whether control freakiness had combined with arrogance.

Jon Stewart was a friend of Jobs and an Apple fan. Jobs had visited him privately in February when he took his trip to New York to meet with media executives. But that didn’t stop Stewart from going after him on The Daily Show. “It wasn’t supposed to be this way! Microsoft was supposed to be the evil one!” Stewart said, only half-jokingly. Behind him, the word “appholes” appeared on the screen. “You guys were the rebels, man, the underdogs. But now, are you becoming The Man? Remember back in 1984, you had those awesome ads about overthrowing Big Brother? Look in the mirror, man!”[Vi]

By late spring the issue was being discussed among board members. “There is an arrogance,” Art Levinson told me over lunch just after he had raised it at a meeting. “It ties into Steve’s personality. He can react viscerally and lay out his convictions in a forceful manner.” Such arrogance was fine when Apple was the feisty underdog. But now Apple was dominant in the mobile market. “We need to make the transition to being a big company and dealing with the hubris issue,” said Levinson. Al Gore also talked about the problem at board meetings. “The context for Apple is changing dramatically,” he recounted. “It’s not hammer-thrower against Big Brother. Now Apple’s big, and people see it as arrogant.” Jobs became defensive when the topic was raised. “He’s still adjusting to it,” said Gore. “He’s better at being the underdog than being a humble giant.”

Jobs had little patience for such talk. The reason Apple was being criticized, he told me then, was that “companies like Google and Adobe are lying about us and trying to tear us down.” What did he think of the suggestion that Apple sometimes acted arrogantly? “I’m not worried about that,” he said, “because we’re not arrogant.”[Vi]

Antennagate: Design versus Engineering

In many consumer product companies, there’s tension between the designers, who want to make a product look beautiful, and the engineers, who need to make sure it fulfills its functional requirements. At Apple, where Jobs pushed both design and engineering to the edge, that tension was even greater.

When he and design director Jony Ive became creative coconspirators back in 1997, they tended to view the qualms expressed by engineers as evidence of a can’t-do attitude that needed to be overcome. Their faith that awesome design could force superhuman feats of engineering was reinforced by the success of the iMac and iPod. When engineers said something couldn’t be done, Ive and Jobs pushed them to try, and usually they succeeded. There were occasional small problems. The iPod Nano, for example, was prone to getting scratched because Ive believed that a clear coating would lessen the purity of his design. But that was not a crisis.[Vi]

When it came to designing the iPhone, Ive’s design desires bumped into a fundamental law of physics that could not be changed even by a reality distortion field. Metal is not a great material to put near an antenna. As Michael Faraday showed, electromagnetic waves flow around the surface of metal, not through it. So a metal enclosure around a phone can create what is known as a Faraday cage, diminishing the signals that get in or out. The original iPhone started with a plastic band at the bottom, but Ive thought that would wreck the design integrity and asked that there be an aluminum rim all around. After that ended up working out, Ive designed the iPhone 4 with a steel rim. The steel would be the structural support, look really sleek, and serve as part of the phone’s antenna.

There were significant challenges. In order to serve as an antenna, the steel rim had to have a tiny gap. But if a person covered that gap with a finger or sweaty palm, there could be some signal loss. The engineers suggested a clear coating over the metal to help prevent this, but again Ive felt that this would detract from the brushed-metal look. The issue was presented to Jobs at various meetings, but he thought the engineers were crying wolf. You can make this work, he said. And so they did.[Vi]

And it worked, almost perfectly. But not totally perfectly. When the iPhone 4 was released in June 2010, it looked awesome, but a problem soon became evident: If you held the phone a certain way, especially using your left hand so your palm covered the tiny gap, you could lose your connection. It occurred with perhaps one in a hundred calls. Because Jobs insisted on keeping his unreleased products secret (even the phone that Gizmodo scored in a bar had a fake case around it), the iPhone 4 did not go through the live testing that most electronic devices get. So the flaw was not caught before the massive rush to buy it began. “The question is whether the twin policies of putting design in front of engineering and having a policy of supersecrecy surrounding unreleased products helped Apple,” Tony Fadell said later. “On the whole, yes, but unchecked power is a bad thing, and that’s what happened.”

Had it not been the Apple iPhone 4, a product that had everyone transfixed, the issue of a few extra dropped calls would not have made news. But it became known as “Antennagate,” and it boiled to a head in early July, when Consumer Reports did some rigorous tests and said that it could not recommend the iPhone 4 because of the antenna problem.

Jobs was in Kona Village, Hawaii, with his family when the issue arose. At first he was defensive. Art Levinson was in constant contact by phone, and Jobs insisted that the problem stemmed from Google and Motorola making mischief. “They want to shoot Apple down,” he said.[Vi]

Levinson urged a little humility. “Let’s try to figure out if there’s something wrong,” he said. When he again mentioned the perception that Apple was arrogant, Jobs didn’t like it. It went against his black-white, right-wrong way of viewing the world. Apple was a company of principle, he felt. If others failed to see that, it was their fault, not a reason for Apple to play humble.

Jobs’s second reaction was to be hurt. He took the criticism personally and became emotionally anguished. “At his core, he doesn’t do things that he thinks are blatantly wrong, like some pure pragmatists in our business,” Levinson said. “So if he feels he’s right, he will just charge ahead rather than question himself.” Levinson urged him not to get depressed. But Jobs did. “Fuck this, it’s not worth it,” he told Levinson. Finally Tim Cook was able to shake him out of his lethargy. He quoted someone as saying that Apple was becoming the new Microsoft, complacent and arrogant. The next day Jobs changed his attitude. “Let’s get to the bottom of this,” he said.

When the data about dropped calls were assembled from AT&T, Jobs realized there was a problem, even if it was more minor than people were making it seem. So he flew back from Hawaii. But before he left, he made some phone calls. It was time to gather a couple of trusted old hands, wise men who had been with him during the original Macintosh days thirty years earlier.[Vi]

His first call was to Regis McKenna, the public relations guru. “I’m coming back from Hawaii to deal with this antenna thing, and I need to bounce some stuff off of you,” Jobs told him. They agreed to meet at the Cupertino boardroom at 1:30 the next afternoon. The second call was to the adman Lee Clow. He had tried to retire from the Apple account, but Jobs liked having him around. His colleague James Vincent was summoned as well.

Jobs also decided to bring his son Reed, then a high school senior, back with him from Hawaii. “I’m going to be in meetings 24/7 for probably two days and I want you to be in every single one because you’ll learn more in those two days than you would in two years at business school,” he told him. “You’re going to be in the room with the best people in the world making really tough decisions and get to see how the sausage is made.” Jobs got a little misty-eyed when he recalled the experience. “I would go through that all again just for that opportunity to have him see me at work,” he said. “He got to see what his dad does.”

They were joined by Katie Cotton, the steady public relations chief at Apple, and seven other top executives. The meeting lasted all afternoon. “It was one of the greatest meetings of my life,” Jobs later said. He began by laying out all the data they had gathered. “Here are the facts. So what should we do about it?”[Vi]

McKenna was the most calm and straightforward. “Just lay out the truth, the data,” he said. “Don’t appear arrogant, but appear firm and confident.” Others, including Vincent, pushed Jobs to be more apologetic, but McKenna said no. “Don’t go into the press conference with your tail between your legs,” he advised. “You should just say: ‘Phones aren’t perfect, and we’re not perfect. We’re human and doing the best we can, and here’s the data.’ ” That became the strategy. When the topic turned to the perception of arrogance, McKenna urged him not to worry too much. “I don’t think it would work to try to make Steve look humble,” McKenna explained later. “As Steve says about himself, ‘What you see is what you get.’ ”

At the press event that Friday, held in Apple’s auditorium, Jobs followed McKenna’s advice. He did not grovel or apologize, yet he was able to defuse the problem by showing that Apple understood it and would try to make it right. Then he changed the framework of the discussion, saying that all cell phones had some problems. Later he told me that he had sounded a bit “too annoyed” at the event, but in fact he was able to strike a tone that was unemotional and straightforward. He captured it in four short, declarative sentences: “We’re not perfect. Phones are not perfect. We all know that. But we want to make our users happy.”[Vi]

If anyone was unhappy, he said, they could return the phone (the return rate turned out to be 1.7%, less than a third of the return rate for the iPhone 3GS or most other phones) or get a free bumper case from Apple. He went on to report data showing that other mobile phones had similar problems. That was not totally true. Apple’s antenna design made it slightly worse than most other phones, including earlier versions of the iPhone. But it was true that the media frenzy over the iPhone 4’s dropped calls was overblown. “This is blown so out of proportion that it’s incredible,” he said. Instead of being appalled that he didn’t grovel or order a recall, most customers realized that he was right.

The wait list for the phone, which was already sold out, went from two weeks to three. It remained the company’s fastest-selling product ever. The media debate shifted to the issue of whether Jobs was right to assert that other smartphones had the same antenna problems. Even if the answer was no, that was a better story to face than one about whether the iPhone 4 was a defective dud.[Vi]

Some media observers were incredulous. “In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,” Michael Wolff of newser.com wrote. “This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?” Wolff attributed it to Jobs’s mesmerizing effect as “the last charismatic individual.” Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn’t have to. “The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial.”[Vi]

Scott Adams, the creator of the cartoon strip Dilbert, was also incredulous, but far more admiring. He wrote a blog entry a few days later (which Jobs proudly emailed around) that marveled at how Jobs’s “high ground maneuver” was destined to be studied as a new public relations standard. “Apple’s response to the iPhone 4 problem didn’t follow the public relations playbook, because Jobs decided to rewrite the playbook,” Adams wrote. “If you want to know what genius looks like, study Jobs’ words.” By proclaiming up front that phones are not perfect, Jobs changed the context of the argument with an indisputable assertion. “If Jobs had not changed the context from the iPhone 4 to all smartphones in general, I could make you a hilarious comic strip about a product so poorly made that it won’t work if it comes in contact with a human hand. But as soon as the context is changed to ‘all smartphones have problems,’ the humor opportunity is gone. Nothing kills humor like a general and boring truth.”[Vi]

Here Comes the Sun

There were a few things that needed to be resolved for the career of Steve Jobs to be complete. Among them was an end to the Thirty Years’ War with the band he loved, the Beatles. In 2007 Apple had settled its trademark battle with Apple Corps, the holding company of the Beatles, which had first sued the fledgling computer company over use of the name in 1978. But that still did not get the Beatles into the iTunes Store. The band was the last major holdout, primarily because it had not resolved with EMI music, which owned most of its songs, how to handle the digital rights.

By the summer of 2010 the Beatles and EMI had sorted things out, and a four-person summit was held in the boardroom in Cupertino. Jobs and his vice president for the iTunes Store, Eddy Cue, played host to Jeff Jones, who managed the Beatles’ interests, and Roger Faxon, the chief of EMI music. Now that the Beatles were ready to go digital, what could Apple offer to make that milestone special? Jobs had been anticipating this day for a long time. In fact he and his advertising team, Lee Clow and James Vincent, had mocked up some ads and commercials three years earlier when strategizing on how to lure the Beatles on board.[Vi]

“Steve and I thought about all the things that we could possibly do,” Cue recalled. That included taking over the front page of the iTunes Store, buying billboards featuring the best photographs of the band, and running a series of television ads in classic Apple style. The topper was offering a $149 box set that included all thirteen Beatles studio albums, the two-volume “Past Masters” collection, and a nostalgia-inducing video of the 1964 Washington Coliseum concert.

Once they reached an agreement in principle, Jobs personally helped choose the photographs for the ads. Each commercial ended with a still black-and-white shot of Paul McCartney and John Lennon, young and smiling, in a recording studio looking down at a piece of music. It evoked the old photographs of Jobs and Wozniak looking at an Apple circuit board. “Getting the Beatles on iTunes was the culmination of why we got into the music business,” said Cue.[Vi]

—ooOoo—

CHAPTER FORTY

TO INFINITY

The Cloud, the Spaceship, and Beyond

The iPad 2

Even before the iPad went on sale, Jobs was thinking about what should be in the iPad 2. It needed front and back cameras—everyone knew that was coming—and he definitely wanted it to be thinner. But there was a peripheral issue that he focused on that most people hadn’t thought about: The cases that people used covered the beautiful lines of the iPad and detracted from the screen. They made fatter what should be thinner. They put a pedestrian cloak on a device that should be magical in all of its aspects.

Around that time he read an article about magnets, cut it out, and handed it to Jony Ive. The magnets had a cone of attraction that could be precisely focused. Perhaps they could be used to align a detachable cover. That way, it could snap onto the front of an iPad but not have to engulf the entire device. One of the guys in Ive’s group worked out how to make a detachable cover that could connect with a magnetic hinge. When you began to open it, the screen would pop to life like the face of a tickled baby, and then the cover could fold into a stand.

It was not high-tech; it was purely mechanical. But it was enchanting. It also was another example of Jobs’s desire for end-to-end integration: The cover and the iPad had been designed together so that the magnets and hinge all connected seamlessly. The iPad 2 would have many improvements, but this cheeky little cover, which most other CEOs would never have bothered with, was the one that would elicit the most smiles.[Vi]

Because Jobs was on another medical leave, he was not expected to be at the launch of the iPad 2, scheduled for March 2, 2011, in San Francisco. But when the invitations were sent out, he told me that I should try to be there. It was the usual scene: top Apple executives in the front row, Tim Cook eating energy bars, and the sound system blaring the appropriate Beatles songs, building up to “Revolution” and “Here Comes the Sun.” Reed Jobs arrived at the last minute with two rather wide-eyed freshman dorm mates.

“We’ve been working on this product for a while, and I just didn’t want to miss today,” Jobs said as he ambled onstage looking scarily gaunt but with a jaunty smile. The crowd erupted in whoops, hollers, and a standing ovation.

He began his demo of the iPad 2 by showing off the new cover. “This time, the case and the product were designed together,” he explained. Then he moved on to address a criticism that had been rankling him because it had some merit: The original iPad had been better at consuming content than at creating it. So Apple had adapted its two best creative applications for the Macintosh, GarageBand and iMovie, and made powerful versions available for the iPad. Jobs showed how easy it was to compose and orchestrate a song, or put music and special effects into your home videos, and post or share such creations using the new iPad.[Vi]

Once again he ended his presentation with the slide showing the intersection of Liberal Arts Street and Technology Street. And this time he gave one of the clearest expressions of his credo, that true creativity and simplicity come from integrating the whole widget—hardware and software, and for that matter content and covers and salesclerks—rather than allowing things to be open and fragmented, as happened in the world of Windows PCs and was now happening with Android devices:

It’s in Apple’s DNA that technology alone is not enough. We believe that it’s technology married with the humanities that yields us the result that makes our heart sing. Nowhere is that more true than in these post-PC devices. Folks are rushing into this tablet market, and they’re looking at it as the next PC, in which the hardware and the software are done by different companies. Our experience, and every bone in our body, says that is not the right approach. These are post-PC devices that need to be even more intuitive and easier to use than a PC, and where the software and the hardware and the applications need to be intertwined in an even more seamless way than they are on a PC. We think we have the right architecture not just in silicon, but in our organization, to build these kinds of products.

It was an architecture that was bred not just into the organization he had built, but into his own soul.[Vi]

• • •

After the launch event, Jobs was energized. He came to the Four Seasons hotel to join me, his wife, and Reed, plus Reed’s two Stanford pals, for lunch. For a change he was eating, though still with some pickiness. He ordered fresh-squeezed juice, which he sent back three times, declaring that each new offering was from a bottle, and a pasta primavera, which he shoved away as inedible after one taste. But then he ate half of my crab Louie salad and ordered a full one for himself, followed by a bowl of ice cream. The indulgent hotel was even able to produce a glass of juice that finally met his standards.

At his house the following day he was still on a high. He was planning to fly to Kona Village the next day, alone, and I asked to see what he had put on his iPad 2 for the trip. There were three movies: Chinatown, The Bourne Ultimatum, and Toy Story 3. More revealingly, there was just one book that he had downloaded: The Autobiography of a Yogi, the guide to meditation and spirituality that he had first read as a teenager, then reread in India, and had read once a year ever since.

Midway through the morning he decided he wanted to eat something. He was still too weak to drive, so I drove him to a café in a shopping mall. It was closed, but the owner was used to Jobs knocking on the door at off-hours, and he happily let us in. “He’s taken on a mission to try to fatten me up,” Jobs joked. His doctors had pushed him to eat eggs as a source of high-quality protein, and he ordered an omelet. “Living with a disease like this, and all the pain, constantly reminds you of your own mortality, and that can do strange things to your brain if you’re not careful,” he said. “You don’t make plans more than a year out, and that’s bad. You need to force yourself to plan as if you will live for many years.”[Vi]

An example of this magical thinking was his plan to build a luxurious yacht. Before his liver transplant, he and his family used to rent a boat for vacations, traveling to Mexico, the South Pacific, or the Mediterranean. On many of these cruises, Jobs got bored or began to hate the design of the boat, so they would cut the trip short and fly to Kona Village. But sometimes the cruise worked well. “The best vacation I’ve ever been on was when we went down the coast of Italy, then to Athens—which is a pit, but the Parthenon is mind-blowing—and then to Ephesus in Turkey, where they have these ancient public lavatories in marble with a place in the middle for musicians to serenade.” When they got to Istanbul, he hired a history professor to give his family a tour. At the end they went to a Turkish bath, where the professor’s lecture gave Jobs an insight about the globalization of youth:

I had a real revelation. We were all in robes, and they made some Turkish coffee for us. The professor explained how the coffee was made very different from anywhere else, and I realized, “So fucking what?” Which kids even in Turkey give a shit about Turkish coffee? All day I had looked at young people in Istanbul. They were all drinking what every other kid in the world drinks, and they were wearing clothes that look like they were bought at the Gap, and they are all using cell phones. They were like kids everywhere else. It hit me that, for young people, this whole world is the same now. When we’re making products, there is no such thing as a Turkish phone, or a music player that young people in Turkey would want that’s different from one young people elsewhere would want. We’re just one world now.[Vi]

After the joy of that cruise, Jobs had amused himself by beginning to design, and then repeatedly redesigning, a boat he said he wanted to build someday. When he got sick again in 2009, he almost canceled the project. “I didn’t think I would be alive when it got done,” he recalled. “But that made me so sad, and I decided that working on the design was fun to do, and maybe I have a shot at being alive when it’s done. If I stop work on the boat and then I make it alive for another two years, I would be really pissed. So I’ve kept going.”

After our omelets at the café, we went back to his house and he showed me all of the models and architectural drawings. As expected, the planned yacht was sleek and minimalist. The teak decks were perfectly flat and unblemished by any accoutrements. As at an Apple store, the cabin windows were large panes, almost floor to ceiling, and the main living area was designed to have walls of glass that were forty feet long and ten feet high. He had gotten the chief engineer of the Apple stores to design a special glass that was able to provide structural support.

By then the boat was under construction by the Dutch custom yacht builders Feadship, but Jobs was still fiddling with the design. “I know that it’s possible I will die and leave Laurene with a half-built boat,” he said. “But I have to keep going on it. If I don’t, it’s an admission that I’m about to die.”[Vi]

• • •

He and Powell would be celebrating their twentieth wedding anniversary a few days later, and he admitted that at times he had not been as appreciative of her as she deserved. “I’m very lucky, because you just don’t know what you’re getting into when you get married,” he said. “You have an intuitive feeling about things. I couldn’t have done better, because not only is Laurene smart and beautiful, she’s turned out to be a really good person.” For a moment he teared up. He talked about his other girlfriends, particularly Tina Redse, but said he ended up in the right place. He also reflected on how selfish and demanding he could be. “Laurene had to deal with that, and also with me being sick,” he said. “I know that living with me is not a bowl of cherries.”

Among his selfish traits was that he tended not to remember anniversaries or birthdays. But in this case, he decided to plan a surprise. They had gotten married at the Ahwahnee Hotel in Yosemite, and he decided to take Powell back there on their anniversary. But when Jobs called, the place was fully booked. So he had the hotel approach the people who had reserved the suite where he and Powell had stayed and ask if they would relinquish it. “I offered to pay for another weekend,” Jobs recalled, “and the man was very nice and said, ‘Twenty years, please take it, it’s yours.’ ”

He found the photographs of the wedding, taken by a friend, and had large prints made on thick paper boards and placed in an elegant box. Scrolling through his iPhone, he found the note that he had composed to be included in the box and read it aloud:[Vi]

We didn’t know much about each other twenty years ago. We were guided by our intuition; you swept me off my feet. It was snowing when we got married at the Ahwahnee. Years passed, kids came, good times, hard times, but never bad times. Our love and respect has endured and grown. We’ve been through so much together and here we are right back where we started 20 years ago—older, wiser—with wrinkles on our faces and hearts. We now know many of life’s joys, sufferings, secrets and wonders and we’re still here together. My feet have never returned to the ground.

By the end of the recitation he was crying uncontrollably. When he composed himself, he noted that he had also made a set of the pictures for each of his kids. “I thought they might like to see that I was young once.”[Vi]

iCloud

In 2001 Jobs had a vision: Your personal computer would serve as a “digital hub” for a variety of lifestyle devices, such as music players, video recorders, phones, and tablets. This played to Apple’s strength of creating end-to-end products that were simple to use. The company was thus transformed from a high-end niche computer company to the most valuable technology company in the world.

By 2008 Jobs had developed a vision for the next wave of the digital era. In the future, he believed, your desktop computer would no longer serve as the hub for your content. Instead the hub would move to “the cloud.” In other words, your content would be stored on remote servers managed by a company you trusted, and it would be available for you to use on any device, anywhere. It would take him three years to get it right.

He began with a false step. In the summer of 2008 he launched a product called MobileMe, an expensive ($99 per year) subscription service that allowed you to store your address book, documents, pictures, videos, email, and calendar remotely in the cloud and to sync them with any device. In theory, you could go to your iPhone or any computer and access all aspects of your digital life. There was, however, a big problem: The service, to use Jobs’s terminology, sucked. It was complex, devices didn’t sync well, and email and other data got lost randomly in the ether. “Apple’s MobileMe Is Far Too Flawed to Be Reliable,” was the headline on Walt Mossberg’s review in the Wall Street Journal.[Vi]

Jobs was furious. He gathered the MobileMe team in the auditorium on the Apple campus, stood onstage, and asked, “Can anyone tell me what MobileMe is supposed to do?” After the team members offered their answers, Jobs shot back: “So why the fuck doesn’t it do that?” Over the next half hour he continued to berate them. “You’ve tarnished Apple’s reputation,” he said. “You should hate each other for having let each other down. Mossberg, our friend, is no longer writing good things about us.” In front of the whole audience, he got rid of the leader of the MobileMe team and replaced him with Eddy Cue, who oversaw all Internet content at Apple. As Fortune’s Adam Lashinsky reported in a dissection of the Apple corporate culture, “Accountability is strictly enforced.”

By 2010 it was clear that Google, Amazon, Microsoft, and others were aiming to be the company that could best store all of your content and data in the cloud and sync it on your various devices. So Jobs redoubled his efforts. As he explained it to me that fall:[Vi]

We need to be the company that manages your relationship with the cloud—streams your music and videos from the cloud, stores your pictures and information, and maybe even your medical data. Apple was the first to have the insight about your computer becoming a digital hub. So we wrote all of these apps—iPhoto, iMovie, iTunes—and tied in our devices, like the iPod and iPhone and iPad, and it’s worked brilliantly. But over the next few years, the hub is going to move from your computer into the cloud. So it’s the same digital hub strategy, but the hub’s in a different place. It means you will always have access to your content and you won’t have to sync.

It’s important that we make this transformation, because of what Clayton Christensen calls “the innovator’s dilemma,” where people who invent something are usually the last ones to see past it, and we certainly don’t want to be left behind. I’m going to take MobileMe and make it free, and we’re going to make syncing content simple. We are building a server farm in North Carolina. We can provide all the syncing you need, and that way we can lock in the customer.[Vi]

Jobs discussed this vision at his Monday morning meetings, and gradually it was refined to a new strategy. “I sent emails to groups of people at 2 a.m. and batted things around,” he recalled. “We think about this a lot because it’s not a job, it’s our life.” Although some board members, including Al Gore, questioned the idea of making MobileMe free, they supported it. It would be their strategy for attracting customers into Apple’s orbit for the next decade.

The new service was named iCloud, and Jobs unveiled it in his keynote address to Apple’s Worldwide Developers Conference in June 2011. He was still on medical leave and, for some days in May, had been hospitalized with infections and pain. Some close friends urged him not to make the presentation, which would involve lots of preparation and rehearsals. But the prospect of ushering in another tectonic shift in the digital age seemed to energize him.

When he came onstage at the San Francisco Convention Center, he was wearing a VONROSEN black cashmere sweater on top of his usual Issey Miyake black turtleneck, and he had thermal underwear beneath his blue jeans. But he looked more gaunt than ever. The crowd gave him a prolonged standing ovation—“That always helps, and I appreciate it,” he said—but within minutes Apple’s stock dropped more than $4, to $340. He was making a heroic effort, but he looked weak.[Vi]

He handed the stage over to Phil Schiller and Scott Forstall to demo the new operating systems for Macs and mobile devices, then came back on to show off iCloud himself. “About ten years ago, we had one of our most important insights,” he said. “The PC was going to become the hub for your digital life. Your videos, your photos, your music. But it has broken down in the last few years. Why?” He riffed about how hard it was to get all of your content synced to each of your devices. If you have a song you’ve downloaded on your iPad, a picture you’ve taken on your iPhone, and a video you’ve stored on your computer, you can end up feeling like an old-fashioned switchboard operator as you plug USB cables into and out of things to get the content shared. “Keeping these devices in sync is driving us crazy,” he said to great laughter. “We have a solution. It’s our next big insight. We are going to demote the PC and the Mac to be just a device, and we are going to move the digital hub into the cloud.”[Vi]

Jobs was well aware that this “big insight” was in fact not really new. Indeed he joked about Apple’s previous attempt: “You may think, Why should I believe them? They’re the ones who brought me MobileMe.” The audience laughed nervously. “Let me just say it wasn’t our finest hour.” But as he demonstrated iCloud, it was clear that it would be better. Mail, contacts, and calendar entries synced instantly. So did apps, photos, books, and documents. Most impressively, Jobs and Eddy Cue had made deals with the music companies (unlike the folks at Google and Amazon). Apple would have eighteen million songs on its cloud servers. If you had any of these on any of your devices or computers—whether you had bought it legally or pirated it—Apple would let you access a high-quality version of it on all of your devices without having to go through the time and effort to upload it to the cloud. “It all just works,” he said.[Vi]

That simple concept—that everything would just work seamlessly—was, as always, Apple’s competitive advantage. Microsoft had been advertising “Cloud Power” for more than a year, and three years earlier its chief software architect, the legendary Ray Ozzie, had issued a rallying cry to the company: “Our aspiration is that individuals will only need to license their media once, and use any of their . . . devices to access and enjoy their media.” But Ozzie had quit Microsoft at the end of 2010, and the company’s cloud computing push was never manifested in consumer devices. Amazon and Google both offered cloud services in 2011, but neither company had the ability to integrate the hardware and software and content of a variety of devices. Apple controlled every link in the chain and designed them all to work together: the devices, computers, operating systems, and application software, along with the sale and storage of the content.

Of course, it worked seamlessly only if you were using an Apple device and stayed within Apple’s gated garden. That produced another benefit for Apple: customer stickiness. Once you began using iCloud, it would be difficult to switch to a Kindle or Android device. Your music and other content would not sync to them; in fact they might not even work. It was the culmination of three decades spent eschewing open systems. “We thought about whether we should do a music client for Android,” Jobs told me over breakfast the next morning. “We put iTunes on Windows in order to sell more iPods. But I don’t see an advantage of putting our music app on Android, except to make Android users happy. And I don’t want to make Android users happy.”[Vi]

A New Campus

When Jobs was thirteen, he had looked up Bill Hewlett in the phone book, called him to score a part he needed for a frequency counter he was trying to build, and ended up getting a summer job at the instruments division of Hewlett-Packard. That same year HP bought some land in Cupertino to expand its calculator division. Wozniak went to work there, and it was on this site that he designed the Apple I and Apple II during his moonlighting hours.

When HP decided in 2010 to abandon its Cupertino campus, which was just about a mile east of Apple’s One Infinite Loop headquarters, Jobs quietly arranged to buy it and the adjoining property. He admired the way that Hewlett and Packard had built a lasting company, and he prided himself on having done the same at Apple. Now he wanted a showcase headquarters, something that no West Coast technology company had. He eventually accumulated 150 acres, much of which had been apricot orchards when he was a boy, and threw himself into what would become a legacy project that combined his passion for design with his passion for creating an enduring company. “I want to leave a signature campus that expresses the values of the company for generations,” he said.[Vi]

He hired what he considered to be the best architectural firm in the world, that of Sir Norman Foster, which had done smartly engineered buildings such as the restored Reichstag in Berlin and 30 St. Mary Axe in London. Not surprisingly, Jobs got so involved in the planning, both the vision and the details, that it became almost impossible to settle on a final design. This was to be his lasting edifice, and he wanted to get it right. Foster’s firm assigned fifty architects to the team, and every three weeks throughout 2010 they showed Jobs revised models and options. Over and over he would come up with new concepts, sometimes entirely new shapes, and make them restart and provide more alternatives.

When he first showed me the models and plans in his living room, the building was shaped like a huge winding racetrack made of three joined semicircles around a large central courtyard. The walls were floor-to-ceiling glass, and the interior had rows of office pods that allowed the sunlight to stream down the aisles. “It permits serendipitous and fluid meeting spaces,” he said, “and everybody gets to participate in the sunlight.”[Vi]

The next time he showed me the plans, a month later, we were in Apple’s large conference room across from his office, where a model of the proposed building covered the table. He had made a major change. The pods would all be set back from the windows so that long corridors would be bathed in sun. These would also serve as the common spaces. There was a debate with some of the architects, who wanted to allow the windows to be opened. Jobs had never liked the idea of people being able to open things. “That would just allow people to screw things up,” he declared. On that, as on other details, he prevailed.

When he got home that evening, Jobs showed off the drawings at dinner, and Reed joked that the aerial view reminded him of male genitalia. His father dismissed the comment as reflecting the mind-set of a teenager. But the next day he mentioned the comment to the architects. “Unfortunately, once I’ve told you that, you’re never going to be able to erase that image from your mind,” he said. By the next time I visited, the shape had been changed to a simple circle.[Vi]

The new design meant that there would not be a straight piece of glass in the building. All would be curved and seamlessly joined. Jobs had long been fascinated with glass, and his experience demanding huge custom panes for Apple’s retail stores made him confident that it would be possible to make massive curved pieces in quantity. The planned center courtyard was eight hundred feet across (more than three typical city blocks, or almost the length of three football fields), and he showed it to me with overlays indicating how it could surround St. Peter’s Square in Rome. One of his lingering memories was of the orchards that had once dominated the area, so he hired a senior arborist from Stanford and decreed that 80% of the property would be landscaped in a natural manner, with six thousand trees. “I asked him to make sure to include a new set of apricot orchards,” Jobs recalled. “You used to see them everywhere, even on the corners, and they’re part of the legacy of this valley.”

By June 2011 the plans for the four-story, three-million-square-foot building, which would hold more than twelve thousand employees, were ready to unveil. He decided to do so in a quiet and unpublicized appearance before the Cupertino City Council on the day after he had announced iCloud at the Worldwide Developers Conference.[Vi]

Even though he had little energy, he had a full schedule that day. Ron Johnson, who had developed Apple’s stores and run them for more than a decade, had decided to accept an offer to be the CEO of J.C. Penney, and he came by Jobs’s house in the morning to discuss his departure. Then Jobs and I went into Palo Alto to a small yogurt and oatmeal café called Fraiche, where he talked animatedly about possible future Apple products. Later that day he was driven to Santa Clara for the quarterly meeting that Apple had with top Intel executives, where they discussed the possibility of using Intel chips in future mobile devices. That night U2 was playing at the Oakland Coliseum, and Jobs had considered going. Instead he decided to use that evening to show his plans to the Cupertino Council.

Arriving without an entourage or any fanfare, and looking relaxed in the same black sweater he had worn for his developers conference speech, he stood on a podium with clicker in hand and spent twenty minutes showing slides of the design to council members. When a rendering of the sleek, futuristic, perfectly circular building appeared on the screen, he paused and smiled. “It’s like a spaceship has landed,” he said. A few moments later he added, “I think we have a shot at building the best office building in the world.”[Vi]

• • •

The following Friday, Jobs sent an email to a colleague from the distant past, Ann Bowers, the widow of Intel’s cofounder Bob Noyce. She had been Apple’s human resources director and den mother in the early 1980s, in charge of reprimanding Jobs after his tantrums and tending to the wounds of his coworkers. Jobs asked if she would come see him the next day. Bowers happened to be in New York, but she came by his house that Sunday when she returned. By then he was sick again, in pain and without much energy, but he was eager to show her the renderings of the new headquarters. “You should be proud of Apple,” he said. “You should be proud of what we built.”

Then he looked at her and asked, intently, a question that almost floored her: “Tell me, what was I like when I was young?”

Bowers tried to give him an honest answer. “You were very impetuous and very difficult,” she replied. “But your vision was compelling. You told us, ‘The journey is the reward.’ That turned out to be true.”

“Yes,” Jobs answered. “I did learn some things along the way.” Then, a few minutes later, he repeated it, as if to reassure Bowers and himself. “I did learn some things. I really did.”[Vi]

—ooOoo—

CHAPTER FORTY-ONE

ROUND THREE

The Twilight Struggle

Family Ties

Jobs had an aching desire to make it to his son’s graduation from high school in June 2010. “When I was diagnosed with cancer, I made my deal with God or whatever, which was that I really wanted to see Reed graduate, and that got me through 2009,” he said. As a senior, Reed looked eerily like his father at eighteen, with a knowing and slightly rebellious smile, intense eyes, and a shock of dark hair. But from his mother he had inherited a sweetness and painfully sensitive empathy that his father lacked. He was demonstrably affectionate and eager to please. Whenever his father was sitting sullenly at the kitchen table and staring at the floor, which happened often when he was ailing, the only thing sure to cause his eyes to brighten was Reed walking in.

Reed adored his father. Soon after I started working on this book, he dropped in to where I was staying and, as his father often did, suggested we take a walk. He told me, with an intensely earnest look, that his father was not a cold profit-seeking businessman but was motivated by a love of what he did and a pride in the products he was making.[Vi]

After Jobs was diagnosed with cancer, Reed began spending his summers working in a Stanford oncology lab doing DNA sequencing to find genetic markers for colon cancer. In one experiment, he traced how mutations go through families. “One of the very few silver linings about me getting sick is that Reed’s gotten to spend a lot of time studying with some very good doctors,” Jobs said. “His enthusiasm for it is exactly how I felt about computers when I was his age. I think the biggest innovations of the twenty-first century will be the intersection of biology and technology. A new era is beginning, just like the digital one was when I was his age.”

Reed used his cancer study as the basis for the senior report he presented to his class at Crystal Springs Uplands School. As he described how he used centrifuges and dyes to sequence the DNA of tumors, his father sat in the audience beaming, along with the rest of his family. “I fantasize about Reed getting a house here in Palo Alto with his family and riding his bike to work as a doctor at Stanford,” Jobs said afterward.[Vi]

Reed had grown up fast in 2009, when it looked as if his father was going to die. He took care of his younger sisters while his parents were in Memphis, and he developed a protective paternalism. But when his father’s health stabilized in the spring of 2010, he regained his playful, teasing personality. One day during dinner he was discussing with his family where to take his girlfriend for dinner. His father suggested Il Fornaio, an elegant standard in Palo Alto, but Reed said he had been unable to get reservations. “Do you want me to try?” his father asked. Reed resisted; he wanted to handle it himself. Erin, the somewhat shy middle child, suggested that she could outfit a tepee in their garden and she and Eve, the younger sister, would serve them a romantic meal there. Reed stood up and hugged her. He would take her up on that some other time, he promised.[Vi]

One Saturday Reed was one of the four contestants on his school’s Quiz Kids team competing on a local TV station. The family—minus Eve, who was in a horse show—came to cheer him on. As the television crew bumbled around getting ready, his father tried to keep his impatience in check and remain inconspicuous among the parents sitting in the rows of folding chairs. But he was clearly recognizable in his trademark jeans and black turtleneck, and one woman pulled up a chair right next to him and started to take his picture. Without looking at her, he stood up and moved to the other end of the row. When Reed came on the set, his nameplate identified him as “Reed Powell.” The host asked the students what they wanted to be when they grew up. “A cancer researcher,” Reed answered.

Jobs drove his two-seat Mercedes SL55, taking Reed, while his wife followed in her own car with Erin. On the way home, she asked Erin why she thought her father refused to have a license plate on his car. “To be a rebel,” she answered. I later put the question to Jobs. “Because people follow me sometimes, and if I have a license plate, they can track down where I live,” he replied. “But that’s kind of getting obsolete now with Google Maps. So I guess, really, it’s just because I don’t.”[Vi]

During Reed’s graduation ceremony, his father sent me an email from his iPhone that simply exulted, “Today is one of my happiest days. Reed is graduating from High School. Right now. And, against all odds, I am here.” That night there was a party at their house with close friends and family. Reed danced with every member of his family, including his father. Later Jobs took his son out to the barnlike storage shed to offer him one of his two bicycles, which he wouldn’t be riding again. Reed joked that the Italian one looked a bit too gay, so Jobs told him to take the solid eight-speed next to it. When Reed said he would be indebted, Jobs answered, “You don’t need to be indebted, because you have my DNA.” A few days later Toy Story 3 opened. Jobs had nurtured this Pixar trilogy from the beginning, and the final installment was about the emotions surrounding the departure of Andy for college. “I wish I could always be with you,” Andy’s mother says. “You always will be,” he replies.[Vi]

Jobs’s relationship with his two younger daughters was somewhat more distant. He paid less attention to Erin, who was quiet, introspective, and seemed not to know exactly how to handle him, especially when he was emitting wounding barbs. She was a poised and attractive young woman, with a personal sensitivity more mature than her father’s. She thought that she might want to be an architect, perhaps because of her father’s interest in the field, and she had a good sense of design. But when her father was showing Reed the drawings for the new Apple campus, she sat on the other side of the kitchen, and it seemed not to occur to him to call her over as well. Her big hope that spring of 2010 was that her father would take her to the Oscars. She loved the movies. Even more, she wanted to fly with her father on his private plane and walk up the red carpet with him. Powell was quite willing to forgo the trip and tried to talk her husband into taking Erin. But he dismissed the idea.

At one point as I was finishing this book, Powell told me that Erin wanted to give me an interview. It’s not something that I would have requested, since she was then just turning sixteen, but I agreed. The point Erin emphasized was that she understood why her father was not always attentive, and she accepted that. “He does his best to be both a father and the CEO of Apple, and he juggles those pretty well,” she said. “Sometimes I wish I had more of his attention, but I know the work he’s doing is very important and I think it’s really cool, so I’m fine. I don’t really need more attention.”[Vi]

Jobs had promised to take each of his children on a trip of their choice when they became teenagers. Reed chose to go to Kyoto, knowing how much his father was entranced by the Zen calm of that beautiful city. Not surprisingly, when Erin turned thirteen, in 2008, she chose Kyoto as well. Her father’s illness caused him to cancel the trip, so he promised to take her in 2010, when he was better. But that June he decided he didn’t want to go. Erin was crestfallen but didn’t protest. Instead her mother took her to France with family friends, and they rescheduled the Kyoto trip for July.

The whole family took off in early July for Kona Village, Hawaii, which was the first leg of the trip. But in Hawaii Jobs developed a bad toothache, which he ignored, as if he could will the cavity away. The tooth collapsed and had to be fixed. Then the iPhone 4 antenna crisis hit, and he decided to rush back to Cupertino, taking Reed with him. Powell and Erin stayed in Hawaii, hoping that Jobs would return and continue with the plans to take them to Kyoto.

Jobs did. While Reed took care of Eve back in Palo Alto, Erin and her parents stayed at the Tawaraya Ryokan, an inn of sublime simplicity that Jobs loved. “It was fantastic,” Erin recalled.[Vi]

Twenty years earlier Jobs had taken Erin’s half-sister, Lisa Brennan-Jobs, to Japan when she was about the same age. Among her strongest memories was sharing with him delightful meals and watching him, usually such a picky eater, savor unagi sushi and other delicacies. Seeing him take joy in eating made Lisa feel relaxed with him for the first time. Erin recalled a similar experience: “Dad knew where he wanted to go to lunch every day. He told me he knew an incredible soba shop, and he took me there, and it was so good that it’s been hard to ever eat soba again because nothing comes close.” They also found a tiny neighborhood sushi restaurant, and Jobs tagged it on his iPhone as “best sushi I’ve ever had.” Erin agreed.

They also visited Kyoto’s famous Zen Buddhist temples; the one Erin loved most was Saihō-ji, known as the “moss temple” because of its Golden Pond surrounded by gardens featuring more than a hundred varieties of moss. “Erin was really really happy, which was deeply gratifying and helped improve her relationship with her father,” Powell recalled. “She deserved that.”

Their younger daughter, Eve, was spunky, self-assured, and in no way intimidated by her father. Her passion was horseback riding, and she became determined to make it to the Olympics. When a coach told her how much work it would require, she replied, “Tell me exactly what I need to do. I will do it.” He did, and she began diligently following the program.[Vi]

Eve was an expert at the difficult task of pinning her father down; she often called his assistant at work directly to make sure something got put on his calendar. She was also pretty good as a negotiator. One weekend in 2010, when the family was planning a trip, Erin wanted to delay the departure by half a day, but she was afraid to ask her father. Eve, then twelve, volunteered to take on the task, and at dinner she laid out the case to her father as if she were a lawyer before the Supreme Court. Jobs cut her off—“No, I don’t think I want to”—but it was clear that he was more amused than annoyed. Later that evening Eve sat down with her mother and deconstructed the various ways that she could have made her case better.

Jobs came to appreciate her spirit—and see a lot of himself in her. “She’s a pistol and has the strongest will of any kid I’ve ever met,” he said. “It’s like payback.” He had a deep understanding of her personality, perhaps because it bore some resemblance to his. “Eve is more sensitive than a lot of people think,” he explained. “She’s so smart that she can roll over people a bit, so that means she can alienate people, and she finds herself alone. She’s in the process of learning how to be who she is, but tempers it around the edges so that she can have the friends that she needs.”[Vi]

Jobs’s relationship with his wife was sometimes complicated but always loyal. Savvy and compassionate, Laurene Powell was a stabilizing influence and an example of his ability to compensate for some of his selfish impulses by surrounding himself with strong-willed and sensible people. She weighed in quietly on business issues, firmly on family concerns, and fiercely on medical matters. Early in their marriage, she cofounded and launched College Track, a national after-school program that helps disadvantaged kids graduate from high school and get into college. Since then she had become a leading force in the education reform movement. Even though he tended to be generally dismissive of philanthropic endeavors, Jobs professed an admiration for his wife’s work: “What she’s done with College Track really impresses me.”[Vi]

In February 2010 Jobs celebrated his fifty-fifth birthday with just his family. The kitchen was decorated with streamers and balloons, and his kids gave him a red-velvet toy crown, which he wore. Now that he had recovered from a grueling year of health problems, he resumed his focus on his work. “I think it was hard on the family, especially the girls,” Powell told me. “After two years of him being ill, he finally gets a little better, and they expected he would focus a bit on them, but he didn’t.” She wanted to make sure, she said, that both sides of his personality were reflected in this book and put into context. “Like many great men whose gifts are extraordinary, he’s not extraordinary in every realm,” she said. “He doesn’t have social graces, such as putting himself in other people’s shoes, but he cares deeply about empowering humankind, the advancement of humankind, and putting the right tools in their hands.”[Vi]

President Obama

On a trip to Washington in the early fall of 2010, Powell had met with some of her friends at the White House who told her that President Obama was going to Silicon Valley that October. She suggested that he might want to meet with her husband. Obama’s aides liked the idea; it fit into his new emphasis on competitiveness. In addition, John Doerr, the venture capitalist who had become one of Jobs’s close friends, had told a meeting of the President’s Economic Recovery Advisory Board about Jobs’s views on why the United States was losing its edge. He too suggested that Obama should meet with Jobs. So a half hour was put on the president’s schedule for a session at the Westin San Francisco Airport.

There was one problem: When Powell told her husband, he said he didn’t want to do it. He was annoyed that she had arranged it behind his back. “I’m not going to get slotted in for a token meeting so that he can check off that he met with a CEO,” he told her. She insisted that Obama was “really psyched to meet with you.” Jobs replied that if that were the case, then Obama should call and personally ask for the meeting. The standoff went on for five days. Jobs finally relented.[Vi]

The meeting actually lasted forty-five minutes, and Jobs did not hold back. “You’re headed for a one-term presidency,” Jobs told Obama at the outset. To prevent that, he said, the administration needed to be a lot more business-friendly. He described how easy it was to build a factory in China, and said that it was almost impossible to do so these days in America, largely because of regulations and unnecessary costs.

Jobs also attacked America’s education system, saying that it was hopelessly antiquated and crippled by union work rules. Until the teachers’ unions were broken, there was almost no hope for education reform. Teachers should be treated as professionals, he said, not as industrial assembly-line workers. Principals should be able to hire and fire them based on how good they were. Schools should be staying open until at least 6 p.m. and be in session eleven months of the year. It was absurd, he added, that American classrooms were still based on teachers standing at a board and using textbooks. All books, learning materials, and assessments should be digital and interactive, tailored to each student and providing feedback in real time.[Vi]

Jobs offered to put together a group of six or seven CEOs who could really explain the innovation challenges facing America, and the president accepted. So Jobs made a list of people for a Washington meeting to be held in December. Unfortunately, after Valerie Jarrett and other presidential aides had added names, the list had expanded to more than twenty, with GE’s Jeffrey Immelt in the lead. Jobs sent Jarrett an email saying it was a bloated list and he had no intention of coming. In fact his health problems had flared anew by then, so he would not have been able to go in any case, as Doerr privately explained to the president.

In February 2011, Doerr began making plans to host a small dinner for President Obama in Silicon Valley. He and Jobs, along with their wives, went to dinner at Evvia, a Greek restaurant in Palo Alto, to draw up a tight guest list. The dozen chosen tech titans included Google’s Eric Schmidt, Yahoo’s Carol Bartz, Facebook’s Mark Zuckerberg, Cisco’s John Chambers, Oracle’s Larry Ellison, Genentech’s Art Levinson, and Netflix’s Reed Hastings. Jobs’s attention to the details of the dinner extended to the food. Doerr sent him the proposed menu, and he responded that some of the dishes proposed by the caterer—shrimp, cod, lentil salad—were far too fancy “and not who you are, John.”[Vi]

He particularly objected to the dessert that was planned, a cream pie tricked out with chocolate truffles, but the White House advance staff overruled him by telling the caterer that the president liked cream pie. Because Jobs had lost so much weight that he was easily chilled, Doerr kept the house so warm that Zuckerberg found himself sweating profusely.

Jobs, sitting next to the president, kicked off the dinner by saying, “Regardless of our political persuasions, I want you to know that we’re here to do whatever you ask to help our country.” Despite that, the dinner initially became a litany of suggestions of what the president could do for the businesses there. Chambers, for example, pushed a proposal for a repatriation tax holiday that would allow major corporations to avoid tax payments on overseas profits if they brought them back to the United States for investment during a certain period. The president was annoyed, and so was Zuckerberg, who turned to Valerie Jarrett, sitting to his right, and whispered, “We should be talking about what’s important to the country. Why is he just talking about what’s good for him?”[Vi]

Doerr was able to refocus the discussion by calling on everyone to suggest a list of action items. When Jobs’s turn came, he stressed the need for more trained engineers and suggested that any foreign students who earned an engineering degree in the United States should be given a visa to stay in the country. Obama said that could be done only in the context of the “Dream Act,” which would allow illegal aliens who arrived as minors and finished high school to become legal residents—something that the Republicans had blocked. Jobs found this an annoying example of how politics can lead to paralysis. “The president is very smart, but he kept explaining to us reasons why things can’t get done,” he recalled. “It infuriates me.”

Jobs went on to urge that a way be found to train more American engineers. Apple had 700,000 factory workers employed in China, he said, and that was because it needed 30,000 engineers on-site to support those workers. “You can’t find that many in America to hire,” he said. These factory engineers did not have to be PhDs or geniuses; they simply needed to have basic engineering skills for manufacturing. Tech schools, community colleges, or trade schools could train them. “If you could educate these engineers,” he said, “we could move more manufacturing plants here.” The argument made a strong impression on the president. Two or three times over the next month he told his aides, “We’ve got to find ways to train those 30,000 manufacturing engineers that Jobs told us about.”[Vi]

Jobs was pleased that Obama followed up, and they talked by telephone a few times after the meeting. He offered to help create Obama’s political ads for the 2012 campaign. (He had made the same offer in 2008, but he’d become annoyed when Obama’s strategist David Axelrod wasn’t totally deferential.) “I think political advertising is terrible. I’d love to get Lee Clow out of retirement, and we can come up with great commercials for him,” Jobs told me a few weeks after the dinner. Jobs had been fighting pain all week, but the talk of politics energized him. “Every once in a while, a real ad pro gets involved, the way Hal Riney did with ‘It’s morning in America’ for Reagan’s reelection in 1984. So that’s what I’d like to do for Obama.”[Vi]

Third Medical Leave, 2011

The cancer always sent signals as it reappeared. Jobs had learned that. He would lose his appetite and begin to feel pains throughout his body. His doctors would do tests, detect nothing, and reassure him that he still seemed clear. But he knew better. The cancer had its signaling pathways, and a few months after he felt the signs the doctors would discover that it was indeed no longer in remission.

Another such downturn began in early November 2010. He was in pain, stopped eating, and had to be fed intravenously by a nurse who came to the house. The doctors found no sign of more tumors, and they assumed that this was just another of his periodic cycles of fighting infections and digestive maladies. He had never been one to suffer pain stoically, so his doctors and family had become somewhat inured to his complaints.

He and his family went to Kona Village for Thanksgiving, but his eating did not improve. The dining there was in a communal room, and the other guests pretended not to notice as Jobs, looking emaciated, rocked and moaned at meals, not touching his food. It was a testament to the resort and its guests that his condition never leaked out. When he returned to Palo Alto, Jobs became increasingly emotional and morose. He thought he was going to die, he told his kids, and he would get choked up about the possibility that he would never celebrate any more of their birthdays.[Vi]

By Christmas he was down to 115 pounds, which was more than fifty pounds below his normal weight. Mona Simpson came to Palo Alto for the holiday, along with her ex-husband, the television comedy writer Richard Appel, and their children. The mood picked up a bit. The families played parlor games such as Novel, in which participants try to fool each other by seeing who can write the most convincing fake opening sentence to a book, and things seemed to be looking up for a while. He was even able to go out to dinner at a restaurant with Powell a few days after Christmas. The kids went off on a ski vacation for New Year’s, with Powell and Mona Simpson taking turns staying at home with Jobs in Palo Alto.

By the beginning of 2011, however, it was clear that this was not merely one of his bad patches. His doctors detected evidence of new tumors, and the cancer-related signaling further exacerbated his loss of appetite. They were struggling to determine how much drug therapy his body, in its emaciated condition, would be able to take. Every inch of his body felt like it had been punched, he told friends, as he moaned and sometimes doubled over in pain.[Vi]

It was a vicious cycle. The first signs of cancer caused pain. The morphine and other painkillers he took suppressed his appetite. His pancreas had been partly removed and his liver had been replaced, so his digestive system was faulty and had trouble absorbing protein. Losing weight made it harder to embark on aggressive drug therapies. His emaciated condition also made him more susceptible to infections, as did the immunosuppressants he sometimes took to keep his body from rejecting his liver transplant. The weight loss reduced the lipid layers around his pain receptors, causing him to suffer more. And he was prone to extreme mood swings, marked by prolonged bouts of anger and depression, which further suppressed his appetite.[Vi]

Jobs’s eating problems were exacerbated over the years by his psychological attitude toward food. When he was young, he learned that he could induce euphoria and ecstasy by fasting. So even though he knew that he should eat—his doctors were begging him to consume high-quality protein—lingering in the back of his subconscious, he admitted, was his instinct for fasting and for diets like Arnold Ehret’s fruit regimen that he had embraced as a teenager. Powell kept telling him that it was crazy, even pointing out that Ehret had died at fifty-six when he stumbled and knocked his head, and she would get angry when he came to the table and just stared silently at his lap. “I wanted him to force himself to eat,” she said, “and it was incredibly tense at home.” Bryar Brown, their part-time cook, would still come in the afternoon and make an array of healthy dishes, but Jobs would touch his tongue to one or two dishes and then dismiss them all as inedible. One evening he announced, “I could probably eat a little pumpkin pie,” and the even-tempered Brown created a beautiful pie from scratch in an hour. Jobs ate only one bite, but Brown was thrilled.

Powell talked to eating disorder specialists and psychiatrists, but her husband tended to shun them. He refused to take any medications, or be treated in any way, for his depression. “When you have feelings,” he said, “like sadness or anger about your cancer or your plight, to mask them is to lead an artificial life.” In fact he swung to the other extreme. He became morose, tearful, and dramatic as he lamented to all around him that he was about to die. The depression became part of the vicious cycle by making him even less likely to eat.[Vi]

Pictures and videos of Jobs looking emaciated began to appear online, and soon rumors were swirling about how sick he was. The problem, Powell realized, was that the rumors were true, and they were not going to go away. Jobs had agreed only reluctantly to go on medical leave two years earlier, when his liver was failing, and this time he also resisted the idea. It would be like leaving his homeland, unsure that he would ever return. When he finally bowed to the inevitable, in January 2011, the board members were expecting it; the telephone meeting in which he told them that he wanted another leave took only three minutes. He had often discussed with the board, in executive session, his thoughts about who could take over if anything happened to him, presenting both short-term and longer-term combinations of options. But there was no doubt that, in this current situation, Tim Cook would again take charge of day-to-day operations.[Vi]

The following Saturday afternoon, Jobs allowed his wife to convene a meeting of his doctors. He realized that he was facing the type of problem that he never permitted at Apple. His treatment was fragmented rather than integrated. Each of his myriad maladies was being treated by different specialists—oncologists, pain specialists, nutritionists, hepatologists, and hematologists—but they were not being coordinated in a cohesive approach, the way James Eason had done in Memphis. “One of the big issues in the health care industry is the lack of caseworkers or advocates that are the quarterback of each team,” Powell said. This was particularly true at Stanford, where nobody seemed in charge of figuring out how nutrition was related to pain care and to oncology. So Powell asked the various Stanford specialists to come to their house for a meeting that also included some outside doctors with a more aggressive and integrated approach, such as David Agus of USC. They agreed on a new regimen for dealing with the pain and for coordinating the other treatments.

Thanks to some pioneering science, the team of doctors had been able to keep Jobs one step ahead of the cancer. He had become one of the first twenty people in the world to have all of the genes of his cancer tumor as well as of his normal DNA sequenced. It was a process that, at the time, cost more than $100,000.[Vi]

The gene sequencing and analysis were done collaboratively by teams at Stanford, Johns Hopkins, and the Broad Institute of MIT and Harvard. By knowing the unique genetic and molecular signature of Jobs’s tumors, his doctors had been able to pick specific drugs that directly targeted the defective molecular pathways that caused his cancer cells to grow in an abnormal manner. This approach, known as molecular targeted therapy, was more effective than traditional chemotherapy, which attacks the process of division of all the body’s cells, cancerous or not. This targeted therapy was not a silver bullet, but at times it seemed close to one: It allowed his doctors to look at a large number of drugs—common and uncommon, already available or only in development—to see which three or four might work best. Whenever his cancer mutated and repaved around one of these drugs, the doctors had another drug lined up to go next.

Although Powell was diligent in overseeing her husband’s care, he was the one who made the final decision on each new treatment regimen. A typical example occurred in May 2011, when he held a meeting with George Fisher and other doctors from Stanford, the gene-sequencing analysts from the Broad Institute, and his outside consultant David Agus. They all gathered around a table at a suite in the Four Seasons hotel in Palo Alto. Powell did not come, but their son, Reed, did.[Vi]

For three hours there were presentations from the Stanford and Broad researchers on the new information they had learned about the genetic signatures of his cancer. Jobs was his usual feisty self. At one point he stopped a Broad Institute analyst who had made the mistake of using PowerPoint slides. Jobs chided him and explained why Apple’s Keynote presentation software was better; he even offered to teach him how to use it. By the end of the meeting, Jobs and his team had gone through all of the molecular data, assessed the rationales for each of the potential therapies, and come up with a list of tests to help them better prioritize these.

One of his doctors told him that there was hope that his cancer, and others like it, would soon be considered a manageable chronic disease, which could be kept at bay until the patient died of something else. “I’m either going to be one of the first to be able to outrun a cancer like this, or I’m going to be one of the last to die from it,” Jobs told me right after one of the meetings with his doctors. “Either among the first to make it to shore, or the last to get dumped.”[Vi]

Visitors

When his 2011 medical leave was announced, the situation seemed so dire that Lisa Brennan-Jobs got back in touch after more than a year and arranged to fly from New York the following week. Her relationship with her father had been built on layers of resentment. She was understandably scarred by having been pretty much abandoned by him for her first ten years. Making matters worse, she had inherited some of his prickliness and, he felt, some of her mother’s sense of grievance. “I told her many times that I wished I’d been a better dad when she was five, but now she should let things go rather than be angry the rest of her life,” he recalled just before Lisa arrived.

The visit went well. Jobs was beginning to feel a little better, and he was in a mood to mend fences and express his affection for those around him. At age thirty-two, Lisa was in a serious relationship for one of the first times in her life. Her boyfriend was a struggling young filmmaker from California, and Jobs went so far as to suggest she move back to Palo Alto if they got married. “Look, I don’t know how long I am for this world,” he told her. “The doctors can’t really tell me. If you want to see more of me, you’re going to have to move out here. Why don’t you consider it?” Even though Lisa did not move west, Jobs was pleased at how the reconciliation had worked out. “I hadn’t been sure I wanted her to visit, because I was sick and didn’t want other complications. But I’m very glad she came. It helped settle a lot of things in me.”[Vi]

• • •

Jobs had another visit that month from someone who wanted to repair fences. Google’s cofounder Larry Page, who lived less than three blocks away, had just announced plans to retake the reins of the company from Eric Schmidt. He knew how to flatter Jobs: He asked if he could come by and get tips on how to be a good CEO. Jobs was still furious at Google. “My first thought was, ‘Fuck you,’ ” he recounted. “But then I thought about it and realized that everybody helped me when I was young, from Bill Hewlett to the guy down the block who worked for HP. So I called him back and said sure.” Page came over, sat in Jobs’s living room, and listened to his ideas on building great products and durable companies. Jobs recalled:

We talked a lot about focus. And choosing people. How to know who to trust, and how to build a team of lieutenants he can count on. I described the blocking and tackling he would have to do to keep the company from getting flabby or being larded with B players. The main thing I stressed was focus. Figure out what Google wants to be when it grows up. It’s now all over the map. What are the five products you want to focus on? Get rid of the rest, because they’re dragging you down. They’re turning you into Microsoft. They’re causing you to turn out products that are adequate but not great. I tried to be as helpful as I could. I will continue to do that with people like Mark Zuckerberg too. That’s how I’m going to spend part of the time I have left. I can help the next generation remember the lineage of great companies here and how to continue the tradition. The Valley has been very supportive of me. I should do my best to repay.[Vi]

The announcement of Jobs’s 2011 medical leave prompted others to make a pilgrimage to the house in Palo Alto. Bill Clinton, for example, came by and talked about everything from the Middle East to American politics. But the most poignant visit was from the other tech prodigy born in 1955, the guy who, for more than three decades, had been Jobs’s rival and partner in defining the age of personal computers.

Bill Gates had never lost his fascination with Jobs. In the spring of 2011 I was at a dinner with him in Washington, where he had come to discuss his foundation’s global health endeavors. He expressed amazement at the success of the iPad and how Jobs, even while sick, was focusing on ways to improve it. “Here I am, merely saving the world from malaria and that sort of thing, and Steve is still coming up with amazing new products,” he said wistfully. “Maybe I should have stayed in that game.” He smiled to make sure that I knew he was joking, or at least half joking.

Through their mutual friend Mike Slade, Gates made arrangements to visit Jobs in May. The day before it was supposed to happen, Jobs’s assistant called to say he wasn’t feeling well enough. But it was rescheduled, and early one afternoon Gates drove to Jobs’s house, walked through the back gate to the open kitchen door, and saw Eve studying at the table. “Is Steve around?” he asked. Eve pointed him to the living room.[Vi]

They spent more than three hours together, just the two of them, reminiscing. “We were like the old guys in the industry looking back,” Jobs recalled. “He was happier than I’ve ever seen him, and I kept thinking how healthy he looked.” Gates was similarly struck by how Jobs, though scarily gaunt, had more energy than he expected. He was open about his health problems and, at least that day, feeling optimistic. His sequential regimens of targeted drug treatments, he told Gates, were like “jumping from one lily pad to another,” trying to stay a step ahead of the cancer.

Jobs asked some questions about education, and Gates sketched out his vision of what schools in the future would be like, with students watching lectures and video lessons on their own while using the classroom time for discussions and problem solving. They agreed that computers had, so far, made surprisingly little impact on schools—far less than on other realms of society such as media and medicine and law. For that to change, Gates said, computers and mobile devices would have to focus on delivering more personalized lessons and providing motivational feedback.[Vi]

They also talked a lot about the joys of family, including how lucky they were to have good kids and be married to the right women. “We laughed about how fortunate it was that he met Laurene, and she’s kept him semi-sane, and I met Melinda, and she’s kept me semi-sane,” Gates recalled. “We also discussed how it’s challenging to be one of our children, and how do we mitigate that. It was pretty personal.” At one point Eve, who in the past had been in horse shows with Gates’s daughter Jennifer, wandered in from the kitchen, and Gates asked her what jumping routines she liked best.

As their hours together drew to a close, Gates complimented Jobs on “the incredible stuff” he had created and for being able to save Apple in the late 1990s from the bozos who were about to destroy it. He even made an interesting concession. Throughout their careers they had adhered to competing philosophies on one of the most fundamental of all digital issues: whether hardware and software should be tightly integrated or more open. “I used to believe that the open, horizontal model would prevail,” Gates told him. “But you proved that the integrated, vertical model could also be great.” Jobs responded with his own admission. “Your model worked too,” he said.

They were both right. Each model had worked in the realm of personal computers, where Macintosh coexisted with a variety of Windows machines, and that was likely to be true in the realm of mobile devices as well. But after recounting their discussion, Gates added a caveat: “The integrated approach works well when Steve is at the helm. But it doesn’t mean it will win many rounds in the future.” Jobs similarly felt compelled to add a caveat about Gates after describing their meeting: “Of course, his fragmented model worked, but it didn’t make really great products. It produced crappy products. That was the problem. The big problem. At least over time.”[Vi]

“That Day Has Come”

Jobs had many other ideas and projects that he hoped to develop. He wanted to disrupt the textbook industry and save the spines of spavined students bearing backpacks by creating electronic texts and curriculum material for the iPad. He was also working with Bill Atkinson, his friend from the original Macintosh team, on devising new digital technologies that worked at the pixel level to allow people to take great photographs using their iPhones even in situations without much light. And he very much wanted to do for television sets what he had done for computers, music players, and phones: make them simple and elegant. “I’d like to create an integrated television set that is completely easy to use,” he told me. “It would be seamlessly synced with all of your devices and with iCloud.” No longer would users have to fiddle with complex remotes for DVD players and cable channels. “It will have the simplest user interface you could imagine. I finally cracked it.”

But by July 2011, his cancer had spread to his bones and other parts of his body, and his doctors were having trouble finding targeted drugs that could beat it back. He was in pain, sleeping erratically, had little energy, and stopped going to work. He and Powell had reserved a sailboat for a family cruise scheduled for the end of that month, but those plans were scuttled. He was eating almost no solid food, and he spent most of his days in his bedroom watching television.[Vi]

In August, I got a message that he wanted me to come visit. When I arrived at his house, at mid-morning on a Saturday, he was still asleep, so I sat with his wife and kids in the garden, filled with a profusion of yellow roses and various types of daisies, until he sent word that I should come in. I found him curled up on the bed, wearing khaki shorts and a white turtleneck. His legs were shockingly sticklike, but his smile was easy and his mind quick. “We better hurry, because I have very little energy,” he said.

He wanted to show me some of his personal pictures and let me pick a few to use in the book. Because he was too weak to get out of bed, he pointed to various drawers in the room, and I carefully brought him the photographs in each. As I sat on the side of the bed, I held them up, one at a time, so he could see them. Some prompted stories; others merely elicited a grunt or a smile. I had never seen a picture of his father, Paul Jobs, and I was startled when I came across a snapshot of a handsome hardscrabble 1950s dad holding a toddler. “Yes, that’s him,” he said. “You can use it.” He then pointed to a box near the window that contained a picture of his father looking at him lovingly at his wedding. “He was a great man,” Jobs said quietly. I murmured something along the lines of “He would have been proud of you.” Jobs corrected me: “He was proud of me.”[Vi]

For a while, the pictures seemed to energize him. We discussed what various people from his past, ranging from Tina Redse to Mike Markkula to Bill Gates, now thought of him. I recounted what Gates had said after he described his last visit with Jobs, which was that Apple had shown that the integrated approach could work, but only “when Steve is at the helm.” Jobs thought that was silly. “Anyone could make better products that way, not just me,” he said. So I asked him to name another company that made great products by insisting on end-to-end integration. He thought for a while, trying to come up with an example. “The car companies,” he finally said, but then he added, “Or at least they used to.”

When our discussion turned to the sorry state of the economy and politics, he offered a few sharp opinions about the lack of strong leadership around the world. “I’m disappointed in Obama,” he said. “He’s having trouble leading because he’s reluctant to offend people or piss them off.” He caught what I was thinking and assented with a little smile: “Yes, that’s not a problem I ever had.”

After two hours, he grew quiet, so I got off the bed and started to leave. “Wait,” he said, as he waved to me to sit back down. It took a minute or two for him to regain enough energy to talk. “I had a lot of trepidation about this project,” he finally said, referring to his decision to cooperate with this book. “I was really worried.”[Vi]

“Why did you do it?” I asked.

“I wanted my kids to know me,” he said. “I wasn’t always there for them, and I wanted them to know why and to understand what I did. Also, when I got sick, I realized other people would write about me if I died, and they wouldn’t know anything. They’d get it all wrong. So I wanted to make sure someone heard what I had to say.”

He had never, in two years, asked anything about what I was putting in the book or what conclusions I had drawn. But now he looked at me and said, “I know there will be a lot in your book I won’t like.” It was more a question than a statement, and when he stared at me for a response, I nodded, smiled, and said I was sure that would be true. “That’s good,” he said. “Then it won’t seem like an in-house book. I won’t read it for a while, because I don’t want to get mad. Maybe I will read it in a year—if I’m still around.” By then, his eyes were closed and his energy gone, so I quietly took my leave.[Vi]

• • •

As his health deteriorated throughout the summer, Jobs slowly began to face the inevitable: He would not be returning to Apple as CEO. So it was time for him to resign. He wrestled with the decision for weeks, discussing it with his wife, Bill Campbell, Jony Ive, and George Riley. “One of the things I wanted to do for Apple was to set an example of how you do a transfer of power right,” he told me. He joked about all the rough transitions that had occurred at the company over the past thirty-five years. “It’s always been a drama, like a third-world country. Part of my goal has been to make Apple the world’s best company, and having an orderly transition is key to that.”

The best time and place to make the transition, he decided, was at the company’s regularly scheduled August 24 board meeting. He was eager to do it in person, rather than merely send in a letter or attend by phone, so he had been pushing himself to eat and regain strength. The day before the meeting, he decided he could make it, but he needed the help of a wheelchair. Arrangements were made to have him driven to headquarters and wheeled to the boardroom as secretly as possible.[Vi]

He arrived just before 11 a.m., when the board members were finishing committee reports and other routine business. Most knew what was about to happen. But instead of going right to the topic on everyone’s mind, Tim Cook and Peter Oppenheimer, the chief financial officer, went through the results for the quarter and the projections for the year ahead. Then Jobs said quietly that he had something personal to say. Cook asked if he and the other top managers should leave, and Jobs paused for more than thirty seconds before he decided they should. Once the room was cleared of all but the six outside directors, he began to read aloud from a letter he had dictated and revised over the previous weeks. “I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple’s CEO, I would be the first to let you know,” it began. “Unfortunately, that day has come.”

The letter was simple, direct, and only eight sentences long. In it he suggested that Cook replace him, and he offered to serve as chairman of the board. “I believe Apple’s brightest and most innovative days are ahead of it. And I look forward to watching and contributing to its success in a new role.”

There was a long silence. Al Gore was the first to speak, and he listed Jobs’s accomplishments during his tenure. Mickey Drexler added that watching Jobs transform Apple was “the most incredible thing I’ve ever seen in business,” and Art Levinson praised Jobs’s diligence in ensuring that there was a smooth transition. Campbell said nothing, but there were tears in his eyes as the formal resolutions transferring power were passed.[Vi]

Over lunch, Scott Forstall and Phil Schiller came in to display mockups of some products that Apple had in the pipeline. Jobs peppered them with questions and thoughts, especially about what capacities the fourth-generation cellular networks might have and what features needed to be in future phones. At one point Forstall showed off a voice recognition app. As he feared, Jobs grabbed the phone in the middle of the demo and proceeded to see if he could confuse it. “What’s the weather in Palo Alto?” he asked. The app answered. After a few more questions, Jobs challenged it: “Are you a man or a woman?” Amazingly, the app answered in its robotic voice, “They did not assign me a gender.” For a moment the mood lightened.

When the talk turned to tablet computing, some expressed a sense of triumph that HP had suddenly given up the field, unable to compete with the iPad. But Jobs turned somber and declared that it was actually a sad moment. “Hewlett and Packard built a great company, and they thought they had left it in good hands,” he said. “But now it’s being dismembered and destroyed. It’s tragic. I hope I’ve left a stronger legacy so that will never happen at Apple.” As he prepared to leave, the board members gathered around to give him a hug.[Vi]

After meeting with his executive team to explain the news, Jobs rode home with George Riley. When they arrived at the house, Powell was in the backyard harvesting honey from her hives, with help from Eve. They took off their screen helmets and brought the honey pot to the kitchen, where Reed and Erin had gathered, so that they could all celebrate the graceful transition. Jobs took a spoonful of the honey and pronounced it wonderfully sweet.

That evening, he stressed to me that his hope was to remain as active as his health allowed. “I’m going to work on new products and marketing and the things that I like,” he said. But when I asked how it really felt to be relinquishing control of the company he had built, his tone turned wistful, and he shifted into the past tense. “I’ve had a very lucky career, a very lucky life,” he replied. “I’ve done all that I can do.”[Vi]

—ooOoo—

CHAPTER FORTY-TWO

LEGACY

The Brightest Heaven of Invention

At the 2006 Macworld, in front of a slide of him and Wozniak from thirty years earlier

FireWire

His personality was reflected in the products he created. Just as the core of Apple’s philosophy, from the original Macintosh in 1984 to the iPad a generation later, was the end-to-end integration of hardware and software, so too was it the case with Steve Jobs: His passions, perfectionism, demons, desires, artistry, devilry, and obsession for control were integrally connected to his approach to business and the products that resulted.

The unified field theory that ties together Jobs’s personality and products begins with his most salient trait: his intensity. His silences could be as searing as his rants; he had taught himself to stare without blinking. Sometimes this intensity was charming, in a geeky way, such as when he was explaining the profundity of Bob Dylan’s music or why whatever product he was unveiling at that moment was the most amazing thing that Apple had ever made. At other times it could be terrifying, such as when he was fulminating about Google or Microsoft ripping off Apple.[Vi]

This intensity encouraged a binary view of the world. Colleagues referred to the hero/shithead dichotomy. You were either one or the other, sometimes on the same day. The same was true of products, ideas, even food: Something was either “the best thing ever,” or it was shitty, brain-dead, inedible. As a result, any perceived flaw could set off a rant. The finish on a piece of metal, the curve of the head of a screw, the shade of blue on a box, the intuitiveness of a navigation screen—he would declare them to “completely suck” until that moment when he suddenly pronounced them “absolutely perfect.” He thought of himself as an artist, which he was, and he indulged in the temperament of one.

His quest for perfection led to his compulsion for Apple to have end-to-end control of every product that it made. He got hives, or worse, when contemplating great Apple software running on another company’s crappy hardware, and he likewise was allergic to the thought of unapproved apps or content polluting the perfection of an Apple device. This ability to integrate hardware and software and content into one unified system enabled him to impose simplicity. The astronomer Johannes Kepler declared that “nature loves simplicity and unity.” So did Steve Jobs.[Vi]

This instinct for integrated systems put him squarely on one side of the most fundamental divide in the digital world: open versus closed. The hacker ethos handed down from the Homebrew Computer Club favored the open approach, in which there was little centralized control and people were free to modify hardware and software, share code, write to open standards, shun proprietary systems, and have content and apps that were compatible with a variety of devices and operating systems. The young Wozniak was in that camp: The Apple II he designed was easily opened and sported plenty of slots and ports that people could jack into as they pleased. With the Macintosh Jobs became a founding father of the other camp. The Macintosh would be like an appliance, with the hardware and software tightly woven together and closed to modifications. The hacker ethos would be sacrificed in order to create a seamless and simple user experience.

This led Jobs to decree that the Macintosh operating system would not be available for any other company’s hardware. Microsoft pursued the opposite strategy, allowing its Windows operating system to be promiscuously licensed. That did not produce the most elegant computers, but it did lead to Microsoft’s dominating the world of operating systems. After Apple’s market share shrank to less than 5%, Microsoft’s approach was declared the winner in the personal computer realm.[Vi]

In the longer run, however, there proved to be some advantages to Jobs’s model. Even with a small market share, Apple was able to maintain a huge profit margin while other computer makers were commoditized. In 2010, for example, Apple had just 7% of the revenue in the personal computer market, but it grabbed 35% of the operating profit.

More significantly, in the early 2000s Jobs’s insistence on end-to-end integration gave Apple an advantage in developing a digital hub strategy, which allowed your desktop computer to link seamlessly with a variety of portable devices. The iPod, for example, was part of a closed and tightly integrated system. To use it, you had to use Apple’s iTunes software and download content from its iTunes Store. The result was that the iPod, like the iPhone and iPad that followed, was an elegant delight in contrast to the kludgy rival products that did not offer a seamless end-to-end experience.

The strategy worked. In May 2000 Apple’s market value was one-twentieth that of Microsoft. In May 2010 Apple surpassed Microsoft as the world’s most valuable technology company, and by September 2011 it was worth 70% more than Microsoft. In the first quarter of 2011 the market for Windows PCs shrank by 1%, while the market for Macs grew 28%.[Vi]

By then the battle had begun anew in the world of mobile devices. Google took the more open approach, and it made its Android operating system available for use by any maker of tablets or cell phones. By 2011 its share of the mobile market matched Apple’s. The drawback of Android’s openness was the fragmentation that resulted. Various handset and tablet makers modified Android into dozens of variants and flavors, making it hard for apps to remain consistent or make full use of its features. There were merits to both approaches. Some people wanted the freedom to use more open systems and have more choices of hardware; others clearly preferred Apple’s tight integration and control, which led to products that had simpler interfaces, longer battery life, greater user-friendliness, and easier handling of content.

The downside of Jobs’s approach was that his desire to delight the user led him to resist empowering the user. Among the most thoughtful proponents of an open environment is Jonathan Zittrain of Harvard. He begins his book The Future of the Internet—And How to Stop It with the scene of Jobs introducing the iPhone, and he warns of the consequences of replacing personal computers with “sterile appliances tethered to a network of control.”[Vi]

Even more fervent is Cory Doctorow, who wrote a manifesto called “Why I Won’t Buy an iPad” for Boing Boing. “There’s a lot of thoughtfulness and smarts that went into the design. But there’s also a palpable contempt for the owner,” he wrote. “Buying an iPad for your kids isn’t a means of jump-starting the realization that the world is yours to take apart and reassemble; it’s a way of telling your offspring that even changing the batteries is something you have to leave to the professionals.”

For Jobs, belief in an integrated approach was a matter of righteousness. “We do these things not because we are control freaks,” he explained. “We do them because we want to make great products, because we care about the user, and because we like to take responsibility for the entire experience rather than turn out the crap that other people make.” He also believed he was doing people a service: “They’re busy doing whatever they do best, and they want us to do what we do best. Their lives are crowded; they have other things to do than think about how to integrate their computers and devices.”

This approach sometimes went against Apple’s short-term business interests. 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. Sometimes it’s nice to be in the hands of a control freak.[Vi]

• • •

Jobs’s intensity was also evident in his ability to focus. 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.[Vi]

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. “My job is to say when something sucks rather than sugarcoat it,” he said. This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times.

Andy Hertzfeld once told me, “The one question I’d truly love Steve to answer is, ‘Why are you sometimes so mean?’ ” Even his family members wondered whether he simply lacked the filter that restrains people from venting their wounding thoughts or willfully bypassed it. Jobs claimed it was the former. “This is who I am, and you can’t expect me to be someone I’m not,” he replied when I asked him the question. 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. 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. And he created a corporation crammed with A players.[Vi]

• • •

The saga of Steve Jobs is the Silicon Valley creation myth writ large: launching a startup in his parents’ garage and building it into the world’s most valuable company. He didn’t invent many things outright, but he was a master at putting together ideas, art, and technology in ways that invented the future. 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:[Vi]

• The Apple II, which took Wozniak’s circuit board and turned it into the first personal computer that was not just for hobbyists.

• The Macintosh, which begat the home computer revolution and popularized graphical user interfaces.

• Toy Story and other Pixar blockbusters, which opened up the miracle of digital imagination.

• Apple stores, which reinvented the role of a store in defining a brand.

• The iPod, which changed the way we consume music.

• The iTunes Store, which saved the music industry.

• The iPhone, which turned mobile phones into music, photography, video, email, and web devices.

• The App Store, which spawned a new content-creation industry.

• The iPad, which launched tablet computing and offered a platform for digital newspapers, magazines, books, and videos.

• iCloud, which demoted the computer from its central role in managing our content and let all of our devices sync seamlessly.

• And Apple itself, which Jobs considered his greatest creation, a place where imagination was nurtured, applied, and executed in ways so creative that it became the most valuable company on earth.[Vi]

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. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world’s most creative company. 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.[Vi]

And One More Thing . . .

Biographers are supposed to have the last word. But this is a biography of Steve Jobs. Even though he did not impose his legendary desire for control on this project, I suspect that I would not be conveying the right feel for him—the way he asserted himself in any situation—if I just shuffled him onto history’s stage without letting him have some last words.

Over the course of our conversations, there were many times when he reflected on what he hoped his legacy would be. Here are those thoughts, in his own words:

My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It’s a subtle difference, but it ends up meaning everything: the people you hire, who gets promoted, what you discuss in meetings.[Vi]

Some people say, “Give the customers what they want.” But that’s not my approach. Our job is to figure out what they’re going to want before they do. I think Henry Ford once said, “If I’d asked customers what they wanted, they would have told me, ‘A faster horse!’ ” People don’t know what they want until you show it to them. That’s why I never rely on market research. Our task is to read things that are not yet on the page.

Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There’s something magical about that place. There are a lot of people innovating, and that’s not the main distinction of my career. The reason Apple resonates with people is that there’s a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor.[Vi]

People pay us to integrate things for them, because they don’t have the time to think about this stuff 24/7. If you have an extreme passion for producing great products, it pushes you to be integrated, to connect your hardware and your software and content management. You want to break new ground, so you have to do it yourself. If you want to allow your products to be open to other hardware or software, you have to give up some of your vision.

At different times in the past, there were companies that exemplified Silicon Valley. It was Hewlett-Packard for a long time. Then, in the semiconductor era, it was Fairchild and Intel. I think that it was Apple for a while, and then that faded. And then today, I think it’s Apple and Google—and a little more so Apple. I think Apple has stood the test of time. It’s been around for a while, but it’s still at the cutting edge of what’s going on.[Vi]

It’s easy to throw stones at Microsoft. They’ve clearly fallen from their dominance. They’ve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But it’s never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he built—it’s impressive—and I enjoyed working with him. He’s bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldn’t copy it well. They totally didn’t get it.[Vi]

I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company. John Akers at IBM was a smart, eloquent, fantastic salesperson, but he didn’t know anything about product. The same thing happened at Xerox. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft. Apple was lucky and it rebounded, but I don’t think anything will change at Microsoft as long as Ballmer is running it.

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.[Vi]

I don’t think I run roughshod over people, but if something sucks, I tell people to their face. It’s my job to be honest. I know what I’m talking about, and I usually turn out to be right. That’s the culture I tried to create. We are brutally honest with each other, and anyone can tell me they think I am full of shit and I can tell them the same. And we’ve had some rip-roaring arguments, where we are yelling at each other, and it’s some of the best times I’ve ever had. I feel totally comfortable saying “Ron, that store looks like shit” in front of everyone else. Or I might say “God, we really fucked up the engineering on this” in front of the person that’s responsible. That’s the ante for being in the room: You’ve got to be able to be super honest. Maybe there’s a better way, a gentlemen’s club where we all wear ties and speak in this Brahmin language and velvet code-words, but I don’t know that way, because I am middle class from California.

I was hard on people sometimes, probably harder than I needed to be. I remember the time when Reed was six years old, coming home, and I had just fired somebody that day, and I imagined what it was like for that person to tell his family and his young son that he had lost his job. It was hard. But somebody’s got to do it. I figured that it was always my job to make sure that the team was excellent, and if I didn’t do it, nobody was going to do it.[Vi]

You always have to keep pushing to innovate. Dylan could have sung protest songs forever and probably made a lot of money, but he didn’t. He had to move on, and when he did, by going electric in 1965, he alienated a lot of people. His 1966 Europe tour was his greatest. He would come on and do a set of acoustic guitar, and the audiences loved him. Then he brought out what became The Band, and they would all do an electric set, and the audience sometimes booed. There was one point where he was about to sing “Like a Rolling Stone” and someone from the audience yells “Judas!” And Dylan then says, “Play it fucking loud!” And they did. The Beatles were the same way. They kept evolving, moving, refining their art. That’s what I’ve always tried to do—keep moving. Otherwise, as Dylan says, if you’re not busy being born, you’re busy dying.

What drove me? I think most creative people want to express appreciation for being able to take advantage of the work that’s been done by others before us. I didn’t invent the language or mathematics I use. I make little of my own food, none of my own clothes. Everything I do depends on other members of our species and the shoulders that we stand on. And a lot of us want to contribute something back to our species and to add something to the flow. It’s about trying to express something in the only way that most of us know how—because we can’t write Bob Dylan songs or Tom Stoppard plays. We try to use the talents we do have to express our deep feelings, to show our appreciation of all the contributions that came before us, and to add something to that flow. That’s what has driven me.[Vi]

Coda

One sunny afternoon, when he wasn’t feeling well, Jobs sat in the garden behind his house and reflected on death. He talked about his experiences in India almost four decades earlier, his study of Buddhism, and his views on reincarnation and spiritual transcendence. “I’m about fifty-fifty on believing in God,” he said. “For most of my life, I’ve felt that there must be more to our existence than meets the eye.”

He admitted that, as he faced death, he might be overestimating the odds out of a desire to believe in an afterlife. “I like to think that something survives after you die,” he said. “It’s strange to think that you accumulate all this experience, and maybe a little wisdom, and it just goes away. So I really want to believe that something survives, that maybe your consciousness endures.”

He fell silent for a very long time. “But on the other hand, perhaps it’s like an on-off switch,” he said. “Click! And you’re gone.”

Then he paused again and smiled slightly. “Maybe that’s why I never liked to put on-off switches on Apple devices.”[Vi]

—ooOoo—

EPILOGUE

In the summer of 2011, when he still thought that he would win another round in his battle against cancer, Steve Jobs suggested to me that I conclude this book with his resignation as Apple’s CEO, which he planned to announce late that August. I had already given my publisher a draft of the manuscript, minus the ending. Just before I turned in the final revisions, I spent time with Jobs going over a lot of the stories that I used, including some that I thought he might not like. He had insisted that I write an unvarnished portrayal, so there were many anecdotes about his rough edges. I assured him that I had tried to put them into context, as one aspect of a complex and passionate personality that allowed him to change the world by believing that the ordinary rules didn’t apply to him.

He was sanguine. He knew that he was not going down in history as the epitome of politeness, and it was better for him, he said, if the book didn’t read like an officially sanctioned account. He told me that he would wait a while, maybe a year, before reading it. His confidence, or reality distortion field, was so strong that I was elated. For a moment I believed that he would be around in a year and would get the chance to read this book. He seemed so sure that he was going to regain his health and resume being active at Apple that I asked if he thought I should hold off publishing and see what happened. “No,” he replied. “If I do something else amazing, that means you get to write a second volume.” He smiled at that thought, then added, “Or at least a very long epilogue.”

Sadly, this is a short epilogue.[Vi]

• • •

On Monday, October 3, 2011, Steve Jobs realized that his time had come. He stopped talking about “making it to the next lily pad” in his effort to outrun his cancer and instead shifted his thoughts—with the suddenness that was typical whenever he changed his focus—to his impending death.

He had not before spoken about his funeral arrangements, and Laurene had assumed that he would want to be cremated. Over the years they had discussed, in an offhand manner, where they might like their ashes to be scattered. But on that Monday he declared that he did not like the idea of his body being cremated. He wanted to be buried in the cemetery near his parents.

Tuesday morning, Apple was introducing the new iPhone 4S with the Siri voice-recognition software that Steve had toyed with at his final board meeting. It was a relatively somber affair in the modest Town Hall Auditorium on the Apple campus; Steve’s closest colleagues knew that he was doing badly. As soon as the event ended, Jony Ive, Eddy Cue, Tim Cook, and a few others got the phone call: Come to the house. And so that afternoon they did, taking their turns saying goodbye.[Vi]

Jobs called his sister Mona Simpson and told her to hurry to Palo Alto. As she recalled in her eulogy, “His tone was affectionate, dear, loving, but like someone whose luggage was already strapped onto the vehicle, who was already on the beginning of his journey, even as he was sorry, truly deeply sorry, to be leaving us.” He began saying farewell to her, but she said she was in a taxi to the airport and would be there soon. “I’m telling you now because I’m afraid you won’t make it on time, honey,” Jobs replied. His daughter Lisa flew in from New York; despite their uneven relationship over the years, she had always tried to be a good daughter, and she was. His sister Patty was there as well.

And thus it was that at the end, Steve Jobs was surrounded by a deeply loving family. He may not have always seemed like the best family man, as he often admitted. But any judgments must take into account results. As a business leader, he could be demanding and temperamental, but he forged a fanatically loyal team of colleagues, who loved him dearly. Likewise, as a family man, he could be abrupt and distracted, but he produced four well-grounded children who surrounded him with love at the end. That Tuesday afternoon, he kept staring into his children’s eyes. At one point he looked at Patty and his children for a long time, then at Laurene, and finally gazed past them into the distance. “Oh wow,” he said. “Oh wow. Oh wow.”[Vi]

Those were his final words before he drifted into unconsciousness sometime around two that afternoon. His breathing became heavy. “Even now, he had a stern, still handsome profile, the profile of an absolutist, a romantic,” Mona recalled. “His breath indicated an arduous journey, some steep path, altitude.” She and Laurene stayed up with him through the night. The next day—Wednesday, October 5, 2011—Steve Jobs died, with members of his family around him, touching him.

The news of his death unleashed an emotional outpouring around the world. Impromptu shrines were constructed in hundreds of cities and villages, even in Zuccotti Park, where Occupy Wall Street activists were protesting the malefactions of billionaire businessmen. It was fitting. Emotional outpourings are too often reserved for the deaths of drug-numbed rock stars and troubled princesses. It was refreshing to see an entrepreneur celebrated. He may have been a billionaire businessman, but he became so by crafting beautiful products that made lives more magical.[Vi]

The day after Jobs died, Laurene and Mona went to the cemetery he had chosen and were driven around in a golf cart. There were no plots available next to those of Paul and Clara Jobs, and Laurene hated the other options that she was shown, where the headstones were crammed into rows on an undistinguished, flat piece of land. But like her husband, she was imaginative and willful. She pointed to a bucolic ridge crowned by one of the area’s last remaining apricot orchards, the type of grove that Jobs had loved from his childhood. It wasn’t available, she was told. There were no plans or permits to put burial plots there. That did not deter her. After much insistence, she convinced the cemetery director that her husband would eventually have his final resting place near the orchard. Steve would have been proud of her.

Laurene was able, then as always, to combine her husband’s pristine taste with her own loving grace. The casket she had made was perfectly crafted and hinged, with no nails or screws. Pure and simple. At the private burial ceremony, it rested on one of the gray industrial tables from the serene design studio at Apple headquarters, where Jobs had spent so many afternoons. Jony Ive had arranged for the table to be brought to the graveside. There were fifty or so family members and friends in attendance, and some chose to share stories. Disney’s Bob Iger, for example, told of taking a walk with Jobs around the Pixar campus just thirty minutes before the deal with Disney was to be announced. Jobs told him that his cancer had returned, and only Laurene and the doctors knew; he felt he had a duty to let Iger know in case he wanted to pull out of the deal. “It was an extraordinary gesture on his part,” Iger said.[Vi]

A formal memorial service was held on the evening of October 16 in Stanford’s Memorial Church, which was bathed in candlelight for the occasion. Laurene and Jony Ive had worked together to get the look perfect. Among the hundred or so guests were Bill Clinton, Al Gore, Bill Gates, and Larry Page. From the past were members of the early Apple team, including Steve Wozniak and Andy Hertzfeld. Family members included his children and his sisters, Patty Jobs and Mona Simpson.

“Steve wanted me to play cello at his funeral,” Yo Yo Ma said as the service began, “and I said I would prefer he speak at mine. As usual, he got his way.” Ma played a Bach suite. Two other friends also performed. Bono sang “Every Grain of Sand,” one of Jobs’s Bob Dylan favorites. In the fury of the moment I can see the Master’s hand / In every leaf that trembles, in every grain of sand. Joan Baez sang the mournful yet uplifting spiritual, “Swing Low, Sweet Chariot.”

Each member of the family recounted a few stories or read a poem. “His mind was never a captive of reality,” Laurene said. “He possessed an epic sense of possibility. He looked at things from the standpoint of perfection.”[Vi]

Mona Simpson, as befitting a novelist, had a finely crafted eulogy. “He was an intensely emotional man,” she recalled. “Even ill, his taste, his discrimination, and his judgment held. He went through sixty-seven nurses before finding kindred spirits.” She spoke of her brother’s love of work and noted that “even in the last year, he embarked upon projects and elicited promises from his friends at Apple to finish them.” She also, more personally, stressed his love of Laurene and all four of his children. Although he had achieved his wish of living to see Reed’s graduation, he would not see his daughters’ weddings. “He’d wanted to walk them down the aisle as he’d walked me the day of my wedding,” she said. Those chapters would not be written. “We all—in the end—die in medias res. In the middle of a story. Of many stories.”

The corporate memorial on the Apple campus was held three days later. Tim Cook, Al Gore, and Bill Campbell all spoke, but Jony Ive stole the show with a tribute both amusing and emotional. He told the story, as he had at the Stanford memorial, of Jobs being so finicky that whenever they checked into a hotel Ive would sit by the phone waiting for the inevitable call from him saying, “This hotel sucks, let’s go.” But Ive also captured the scattershot brilliance at the core of Jobs’s genius when he described his boss tossing out ideas at a meeting. “Sometimes they were dopey. Sometimes they were truly dreadful. But sometimes they took the air from the room . . . bold, crazy, magnificent ideas, or quiet simple ones which, in their subtlety, their detail, were utterly profound.”[Vi]

The highlight of the service came from Jobs himself, speaking like a ghost hovering over the sunny courtyard. Cook described how Jobs had helped to craft the “Think Different” commercial when he was restored to Apple in 1997. Then the unused version that Jobs himself recorded—rather than the one read by Richard Dreyfuss—was played in public for the first time. From the loudspeakers came his distinctive voice, poignant and jarring as it wafted over the crowd. “Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently.” It felt as if Jobs were back with them, earnest and emotional, describing himself. “They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them.” At that point his voice became slightly more emphatic, excited, as if he were sitting right in front of the crowd, his eyes again ablaze. It conjured up memories of what he sounded like when he was young, and how, as in his favorite Dylan song, he had remained forever young. “They push the human race forward.” That was a line he had written himself. And then he delivered the famous summation, as fitting for that day as it is for this book. “While some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do.”[Vi]

—ooOoo—

ACKNOWLEDGMENTS

I’m deeply grateful to John and Ann Doerr, Laurene Powell, Mona Simpson, Leon Wieseltier, and Ken Auletta, all of whom provided invaluable support along the way. Alice Mayhew, who has been my editor at Simon & Schuster for thirty years, and Jonathan Karp, the publisher, both were extraordinarily diligent and attentive in shepherding this book, as was Amanda Urban, my agent. Crary Pullen was dogged in tracking down photos, and my assistant, Pat Zindulka, calmly facilitated things. I also want to thank my father, Irwin, and my daughter, Betsy, for reading the book and offering advice. When the original version of this book came out, it caused some wounded feelings, which was probably inevitable given what a complicated and extraordinary man Jobs was. For that I am sorry. It was not my intention. I am grateful to those who have been forgiving of my lapses and misperceptions and who have helped me make corrections or clear a few things up. And as always, I am most deeply indebted to my wife, Cathy, for her editing, suggestions, wise counsel, and so very much more.[Vi]

—ooOoo—

Walter Isaacson, the CEO of the Aspen Institute, has been the chairman of CNN and the managing editor of Time magazine. He is the author of Einstein: His Life and Universe, Benjamin Franklin: An American Life, and Kissinger: A Biography, and is the coauthor, with Evan Thomas, of The Wise Men: Six Friends and the World They Made. He and his wife live in Washington, D.C.

MEET THE AUTHORS, WATCH VIDEOS AND MORE AT

SimonandSchuster.com

DISCOVER MORE GREAT BOOKS AT .COM[Vi]

—ooOoo—

Chú thích

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LỜI GIỚI THIỆU

Cuốn sách này ra đời như thế nào?

Đầu mùa hè năm 2004, tôi nhận được một cuộc gọi từ Steve Jobs. Trong nhiều năm qua, Jobs chỉ liên lạc với tôi khi có việc cần, và có những lúc tôi bị ông khủng bố điện thoại, đặc biệt là khi chuẩn bị ra mắt một sản phẩm mới và muốn nó lên trang bìa của tạp chí Time hoặc trình chiếu trên CNN, nơi tôi làm việc. Nhưng giờ tôi không còn làm ở cả hai nơi đó nữa và cũng không nghe tin về ông nhiều. Chúng tôi đã trao đổi qua về học viện Aspen, nơi tôi mới vào làm lúc đó, và tôi đã mời ông đến phát biểu tại trại hè của chúng tôi ở Colorado. Ông vui vẻ nhận lời đến tham dự nhưng sẽ không lên phát biểu, thay vào đó chúng tôi sẽ nói chuyện trong khi đi dạo.

Điều đó dường như khá vặt vãnh. Tôi đã không hề biết rằng đi dạo là sở thích của Jobs khi muốn nói chuyện một cách nghiêm túc. Ông muốn tôi viết một cuốn tiểu sử về mình. Trước đó tôi đã xuất bản cuốn tự truyện về Benjamin Franklin và đang viết một cuốn nữa về Albert Einstein, sau khi nghe lời đề nghị của Jobs, thoạt đầu tôi khá ngạc nhiên, tôi nửa đùa nửa thật hỏi liệu có phải Jobs tự thấy mình là sự kế thừa tự nhiên một cách có thứ tự. Vì nghĩ rằng ông vẫn đang quá bận rộn với sự nghiệp, cũng như còn nhiều khó khăn phải đối mặt nên tôi đã từ chối. Không phải lúc này, tôi nói. “Có thể là một hoặc hai chục năm nữa, khi ông về hưu”.

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Tôi quen ông từ năm 1984, khi ông đến Manhattan để ăn trưa cùng với những biên tập viên của tạp chí Time và nhân tiện giới thiệu luôn chiếc máy Macintosh (Mac) mới của mình. Thậm chí lúc đó ông đã nổi nóng, và tấn công một phóng viên của tạp chí Time vì đã làm ông tổn thương bằng một câu chuyện quá lố. Nhưng sau này khi có cơ hội nói chuyện với Jobs, tôi thấy mình bị cuốn hút, giống như bao người khác trong nhiều năm qua, bởi sự hấp dẫn tuyệt vời toát lên từ con người ông. Chúng tôi giữ liên lạc, kể cả khi ông không còn làm ở Apple nữa. Khi có một cái gì đó muốn khoe, ví dụ như một chiếc máy tính của NeXT hay một bộ phim của Pixar, ông đều chia sẻ với tôi những điều tuyệt vời đó. Ông mời tôi đến một nhà hàng sushi ở Hạ Manhattan và nói với tôi rằng bất cứ sản phẩm nào ông đang đưa ra thị trường đều là những thứ tốt nhất mà ông đã tạo ra. Tôi thích ông ở điểm này.

Khi Jobs trở lại cương vị điều hành ở Apple, chúng tôi đã đưa ông lên trang bìa của tạp chí Time, ngay sau đó, ông bắt đầu đưa ra những ý tưởng của mình về một loạt những người có ảnh hưởng nhất thế kỷ mà chúng tôi đang thực hiện. Jobs đã tiến hành chiến dịch “Think Different” (Tư duy Khác biệt), đồng thời đưa ra những bức ảnh tiêu biểu của một số nhân vật mà chúng tôi đang cân nhắc, ông nhận thấy những nỗ lực trong việc đánh giá tầm ảnh hưởng mang tính lịch sử là một điều vô cùng lôi cuốn và hấp dẫn.

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Kể từ sau khi lảng tránh lời đề nghị viết một cuốn tiểu sử về ông, tôi liên tục nhận được tin từ ông. Có lần tôi viết thư điện tử để xác minh điều mà con gái tôi nói. Con bé nói logo của Apple là để tưởng nhớ đến Alan Turing, người tiên phong trong công nghệ máy tính của Anh, đã giải mã các ký tự dùng trong thời kỳ nội chiến của Đức và tự tử bằng cách cắn một quả táo có tẩm xyanua. Ông trả lời rằng ông cũng mong là mình đã nghĩ được điều đó nhưng không phải. Câu chuyện đó đã khởi đầu cho một cuộc trao đổi về lịch sử thời kỳ đầu của Apple, dần dần tôi thấy mình hứng thú với việc thu thập thông tin về đề tài này, đó cũng là lúc tôi quyết định viết một cuốn sách dựa trên ý tưởng như vậy. Khi cuốn tiểu sử về Albert Einstein của tôi ra đời, ông đã đến buổi ra mắt cuốn sách ở Pato Alto và kéo tôi ra một chỗ để đề nghị, một lần nữa khẳng định rằng ông sẽ là một chủ đề đáng giá.

Sự kiên trì của Jobs khiến tôi bối rối. Tôi biết ông là người khá kín tiếng về các vấn đề riêng tư và tôi cũng không có lý do gì để tin rằng ông đã từng đọc bất kỳ một cuốn sách nào của tôi. “Có thể một ngày nào đó,” tôi nói thêm. Tuy nhiên, năm 2009, Laurene Powell, vợ của Jobs đã thẳng thắn nói với tôi: “Nếu anh định viết một cuốn sách về Steve, anh nên làm ngay bây giờ đi”. Ông vừa trải qua lần xạ trị thứ hai. Tôi đã thừa nhận với bà rằng lần đầu tiên khi Jobs nói với tôi, tôi không biết ông bị bệnh. “Hầu như chưa ai biết điều này”, bà ấy nói. “Anh ấy chỉ cho tôi biết tin đó trước khi chuẩn bị lên bàn phẫu thuật ung thư, và cho đến giờ anh ấy vẫn giữ bí mật,” bà giải thích.

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Ngay sau đó tôi đã quyết định viết cuốn sách này. Jobs làm tôi ngạc nhiên khi sẵn sàng chấp nhận không kiểm soát quá trình viết và thậm chí không đọc bản cuối trước khi xuất bản. “Nó là cuốn sách của anh”, Jobs nói, “Tôi sẽ không đọc nó đâu”. Nhưng sau lần ngã bệnh thứ hai, ông dường như có suy nghĩ sẽ hợp tác viết cuốn sách, điều này tôi đã không được biết, vì lúc đó căn bệnh ung thư của ông đã bắt đầu di căn. Jobs không bắt máy của tôi và tạm thời tôi gác dự án đó qua một bên.

Sau đó, đột nhiên ông gọi cho tôi vào đêm khuya gần giao thừa năm 2009. Ông đang ở nhà tại Palo Alto cùng với em gái mình, nhà văn Mona Simpson. Vợ và ba con của ông đã có một chuyến đi trượt tuyết ngắn ngày, nhưng Jobs không đi cùng vì sức khỏe không cho phép. Tuy nhiên, tâm trạng của ông lại rất ổn, và chúng tôi đã nói chuyện hơn một giờ đồng hồ. Ông bắt đầu bằng việc nhớ lại chuyện, năm 12 tuổi, ông đã muốn xây dựng một bộ đếm tần số sử dụng. Lúc đó ông tìm được số điện thoại của Bill Hewlett, người sáng lập HP trong cuốn danh bạ điện thoại và đã gọi cho Bill để trao đổi. Jobs nói rằng, 12 năm qua kể từ khi ông trở lại Apple, là quãng thời gian làm việc hiệu quả nhất của ông trong việc sáng tạo ra các dòng sản phẩm mới. Nhưng mục tiêu quan trọng hơn, ông tiếp tục, đó là thực hiện được điều mà Hewlett và cộng sự của ông ấy David Packard đã làm được - tạo ra một công ty đầy ắp sự sáng tạo mang tính đột phá đến mức nó tồn tại lâu hơn bản thân người sáng lập ra nó.

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“Tôi luôn nghĩ mình giống bản tính của một đứa trẻ, nhưng tôi yêu công nghệ điện tử”, Jobs nói. “Tôi đã học được bài học từ một trong những thần tượng của tôi, Edwin Land của Polaroid, ông ấy nói về tầm quan trọng của những con người đang ở vị trí giao thoa giữa tính nhân văn và khoa học, và tôi đã quyết định đó là những gì mà mình cần phải theo đuổi”. Jobs nói cứ như thể ông đang gợi ý một chủ đề cho cuốn sách về tiểu sử của mình vậy (ít nhất trong trường hợp này, chủ đề đó hóa ra lại rất có giá trị). Sự sáng tạo tồn tại khi nhận thức về tính nhân văn và khoa học kết tinh trong một cá tính mạnh mẽ là chủ đề tôi quan tâm nhất trong các cuốn tiểu sử về Benjamin Franklin và Albert Einstein, và tôi tin đó là chìa khóa để mở cửa những nền kinh tế mang tính đột phá trong thế kỷ XXI.

Tôi hỏi Jobs tại sao lại muốn tôi là người viết tiểu sử cho ông. “Tôi nghĩ anh biết cách làm cho người khác muốn mở lời,” Jobs trả lời. Đó là một câu trả lời nằm ngoài sức tưởng tượng của tôi. Tôi biết mình sẽ phải phỏng vấn rất nhiều người đã từng bị ông sa thải, lợi dụng, bỏ rơi, hoặc bị làm cho tức điên lên, và tôi sợ rằng ông sẽ chẳng thoải mái gì với những điều họ chia sẻ với tôi. Và quả thực Jobs đã nổi điên khi nghe được những phản hồi từ những người tôi đã phỏng vấn. Nhưng sau đó hai tháng, ông lại bắt đầu khuyến khích mọi người nói chuyện với tôi, kể cả những đối thủ và người bạn gái cũ. Ông cũng không cấm cản bất cứ điều gì.

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“Tôi đã làm quá nhiều thứ không đáng tự hào, như là việc đã khiến cho bạn gái mang thai năm tôi 23 tuổi và cái cách mà tôi giải quyết vấn đề đó.” Ông nói. “Nhưng tôi không có gì đáng xấu hổ để phải giấu giếm cả”. Ông đã không kiểm soát bất cứ điều gì tôi viết ra, thậm chí không đòi hỏi được đọc trước bản thảo. Ông chỉ quan tâm khi nhà xuất bản muốn làm bìa cho cuốn sách. Khi Jobs nhìn thấy bức hình bìa đầu tiên đã được chỉnh sửa, ông ấy không thích lắm và yêu cầu thiết kế lại. Tôi thấy buồn cười nhưng cũng thoải mái, vì vậy tôi sẵn sàng chấp thuận.

Tôi kết thúc hơn bốn mươi cuộc phỏng vấn và nói chuyện với Jobs. Một vài trong số đó là các cuộc gặp chính thức trong phòng khách nhà ông ở Palo Alto, một số khác được thực hiện trong những buổi đi dạo, trong khi lái xe hoặc qua điện thoại. Trong hai năm tiếp xúc qua các cuộc gặp gỡ, Jobs trở nên thân mật và chia sẻ nhiều hơn, mặc dù có những lần tôi chứng kiến điều mà các cựu đồng nghiệp của ông ở Apple gọi là “triết lý bóp méo sự thật” của ông. Đôi khi là những phần ký ức vô tình bị khuyết mà ai cũng có thể mắc phải. Có lúc, ông ấy trở lại là chính mình ở thực tại. Để kiểm chứng và chọn lọc những chuyện về ông, tôi đã phỏng vấn hơn một trăm bạn bè, người thân, đối thủ cạnh tranh, kẻ thù và đồng nghiệp của Jobs.

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Vợ của Jobs cũng không đòi hỏi bất cứ sự kiểm soát hay giới hạn thông tin nào, bà cũng không yêu cầu được xem trước bản thảo. Thực tế, bà còn ủng hộ tôi mô tả một cách chân thực về những hạn chế cũng như điểm mạnh của ông. Bà là một trong những người phụ nữ thông minh và chân thành nhất mà tôi từng gặp. “Có những phần cuộc đời và nhân cách của ông ấy cực kỳ rối rắm, đó là sự thật” bà nói với tôi ngay từ đầu. “Ông không cần thanh minh cho ông ấy. Jobs rất hay thay đổi, nhưng cuộc đời ông ấy là cả một câu chuyện đáng nhớ, và tôi muốn thấy nó được mô tả một cách chân thực”.

Tôi dành cho bạn đọc việc đánh giá xem liệu tôi có thành công với nhiệm vụ này hay không. Tôi chắc rằng có những diễn viên trong vở kịch này sẽ thấy một số sự kiện khác với thực tế và nghĩ rằng tôi đã bị kẹt trong triết lý bóp méo sự thật của Jobs. Điều này từng xảy ra khi tôi viết cuốn sách về Henry Kissinger. Nhìn chung mà nói thì kế hoạch này được chuẩn bị khá kỹ, tôi nhận thấy mọi người đều có cảm xúc tích cực và tiêu cực về Jobs mà hiệu ứng Rashomon (cảm ứng) là một minh chứng điển hình. Tuy nhiên tôi đã cố gắng hết sức để cân bằng những tư liệu mang tính xung đột và minh bạch với những nguồn tư liệu tôi đã sử dụng.

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Đây là cuốn sách viết về một cuộc đời đầy rẫy những thăng trầm, về cá tính lập dị độc đáo của một doanh nhân có đầu óc sáng tạo với khát khao vươn tới sự hoàn mỹ, về cuộc cách mạng hóa mạnh mẽ sáu ngành công nghiệp: máy tính cá nhân, điện ảnh hoạt họa, âm nhạc, điện thoại, máy tính bảng và xuất bản điện tử. Bạn đọc có thể sẽ thêm vào một ngành công nghiệp thứ bảy, đó là hệ thống các cửa hàng bán lẻ mà Jobs không thay đổi nhiều nhưng cũng đáng để nói đến. Ngoài ra, ông đã mở ra một con đường dẫn đến một thị trường mới cho các nội dung số dựa vào các ứng dụng hơn là chỉ dựa vào các website. Cùng lúc, Jobs không chỉ sản xuất những sản phẩm mang tính đổi mới mà khi Jobs quay trở lại, một công ty đang vận hành thuận lợi với cá tính của Jobs, đang dần được hoàn thiện với những nhà thiết kế sáng tạo và các kỹ sư siêu việt, những người có thể tiếp tục hoàn thiện sứ mệnh của ông. Tháng 8 năm 2011, thời điểm khi ông từ chức CEO, doanh nghiệp mà ông thành lập trong ga-ra ô tô của cha mình đã trở thành tập đoàn có giá trị nhất thế giới.

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Tôi hy vọng đây là một cuốn sách về sự đổi mới. Vào thời điểm khi nước Mỹ đang tìm cách để duy trì lợi thế cạnh tranh sáng tạo của mình, và khi thế giới đang cố gắng xây dựng nền kinh tế sáng tạo của kỷ nguyên số, Jobs nổi lên như một biểu tượng tối cao của sức sáng tạo, trí tưởng tượng, và sự đổi mới trường tồn. Ông hiểu rằng cách tốt nhất để tạo ra giá trị đích thực trong thế kỷ XXI này là việc kết nối óc sáng tạo với khoa học công nghệ, vì thế ông đã xây dựng một công ty nơi mà trí tưởng tượng đột phá được kết hợp với những thành tựu đáng kinh ngạc của kỹ thuật. Jobs và đồng nghiệp ở Apple có khả năng Tư duy Khác biệt: Họ phát triển không đơn thuần là những dòng sản phẩm tân tiến nhất dựa trên một số nhóm đối tượng nhỏ mà là toàn bộ các thiết bị và dịch vụ mới mà chính người tiêu dùng thậm chí vẫn chưa biết là mình sẽ cần.

Steve không phải là ông chủ hay là một con người kiểu mẫu, gói ghém gọn gàng vì mục đích thi đua. Với tính gàn dở, Jobs có thể dồn ép khiến những người xung quanh nổi điên và tuyệt vọng. Nhưng cá tính và các sản phẩm của ông đều có liên quan chặt chẽ với nhau, đó cũng là xu hướng mà phần mềm và phần cứng của Apple hướng đến, như là bộ phận cấu thành của một thể thống nhất. Câu chuyện của ông là những bài học để truyền tải kiến thức và những lời răn dạy về những thay đổi, vai trò, đường lối lãnh đạo, và các giá trị.

Vở kịch Henry V của Shakespeare, câu chuyện về một vị hoàng tử trẻ tuổi tốt bụng, người sẽ trở thành một vị vua tham vọng nhưng nhạy cảm, nhẫn tâm nhưng giàu tình cảm, nhiều cảm hứng nhưng bồng bột – bắt đầu bằng câu “O for a Muse of fire, that would ascend / The brightest heaven of invention.” (Ôi nàng thơ của ta, chính nàng sẽ đốt lên cả một bầu trời sáng tạo). Nhưng với Steve Jobs, đỉnh cao của sự sáng tạo bắt đầu bằng câu chuyện về cha mẹ đẻ và cha mẹ nuôi của ông, và lớn lên trên một thung lũng nơi ông học được cách biến silicon thành vàng.

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Chương 1

THỜI NIÊN THIẾU

Bị bỏ rơi và được lựa chọn

Được nhận làm con nuôi

Khi Paul Jobs giải ngũ khỏi đơn vị Cảnh sát biển sau chiến tranh thế giới II, ông đã có một cuộc cá cược với những người bạn thủy thủ của mình. Họ dừng chân ở San Francisco, nơi chiếc thuyền của họ bị bỏ lại và Paul cá rằng ông sẽ tìm được vợ trong vòng hai tuần. Ông là một người thợ máy có thân hình lực lưỡng, cao chừng 1,8m, xăm trổ đầy mình và hao hao giống James Dane. Nhưng vẻ ngoài hấp dẫn ấy không phải là lý do khiến ông có thể hẹn hò được với Clara Hagopian, cô con gái hóm hỉnh của một người Armenia nhập cư. Thật tình cờ, Paul và những người bạn có một chiếc ô tô, không giống với nhóm bạn mà Clara vốn có ý định đi cùng tối đó. Mười ngày sau, tháng 3/1946, Paul đính hôn với Clara và nhận được khoản tiền thắng cược. Cuộc hôn nhân này đã có một kết thúc hạnh phúc và dường như không gì có thể chia cắt được họ trừ cái chết, chỉ xảy ra hơn 40 năm sau đó.

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Paul Reinhold Jobs lớn lên trong một nông trại bò sữa ở Germantown, Wiscousin. Mặc dù người cha nghiện rượu và đôi khi đánh đập ông, Paul là hình ảnh đối lập hoàn toàn của người cha với tính cách nhẹ nhàng và điềm đạm ẩn sau vẻ bề ngoài tưởng chừng gai góc. Sau khi bỏ học trung học, ông đi lang thang qua vùng Trung Tây (Midwest) và xin vào làm thợ máy cho đến khi gia nhập Lực lượng Cảnh sát biển năm 19 tuổi, mặc dù không biết bơi. Ông được bố trí làm việc cho sư đoàn USS M.C Meigs và dành phần lớn thời gian quân ngũ của ông là vận chuyển quân đến Ý dưới lệnh Tướng Patton. Ông đã được khen tặng nhờ tài năng và kinh nghiệm có được từ công việc của một người thợ máy và lính cứu hỏa nhưng đôi lúc ông cũng rơi vào một số rắc rối nhỏ khiến ông không bao giờ có thể thăng cấp ngoài một anh lính thủy quèn.

Clara được sinh ra ở New Jersey, nơi cha mẹ bà đã dừng chân sau cuộc chạy trốn người Thổ Nhĩ Kỳ ở Armenia. Sau đó, họ chuyển đến khu trung tâm ở San Francisco khi bà còn là một đứa trẻ. Clara có một bí mật nhưng hiếm khi bà nhắc đến là bà từng kết hôn nhưng người chồng đã hi sinh trong chiến tranh. Vì vậy, khi bà gặp Paul Jobs, bà hoàn toàn có quyền để bắt đầu một cuộc sống mới.

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Giống như nhiều người đã sống qua thời kỳ chiến tranh, họ đã trải qua quá nhiều buồn vui, mất mát trong cuộc sống để khi nó đi qua, mong muốn của họ chỉ đơn giản là định cư, xây dựng gia đình và sống một cuộc sống ít biến động. Paul và Clara hầu như không có tiền, vì vậy, họ chuyển đến Wisconsin sống với gia đình bên nội trong vài năm, sau đó chuyển đến bang Indiana, nơi Paul được nhận vào làm một thợ máy ở công ty Quốc tế Harvester. Paul có niềm đam mê mày mò sửa chữa, lắp ghép những chiếc xe ô tô cũ. Ông đã kiếm được tiền nhờ vào việc mua, phục chế những chiếc ô tô trong thời gian rảnh rỗi và bán lại chúng. Chính vì vậy, cuối cùng, ông quyết định từ bỏ công việc là một thợ máy để dành toàn thời gian cho công việc kinh doanh những chiếc xe cũ.

Tuy nhiên, Clara lại thích sống ở San Francisco nên bà đã thuyết phục chồng mình quay trở lại đây vào năm 1952. Họ mua một căn hộ nhìn ra Thái Bình Dương ở quận Sunset, nằm ở phía Nam của Công viên Golden Gate. Tại đây, Paul làm cho một công ty tài chính với tư cách là nhân viên ký kết hợp đồng thu mua xe hóa giá (repo) của những người không đủ khả năng trả nợ vay. Ông đồng thời cũng vẫn tiếp tục công việc thu mua, phục chế và bán lại những chiếc xe cũ như thời gian trước nên cuộc sống của họ cũng khá đầy đủ.

Tuy nhiên, cuộc sống của họ vẫn chưa được vẹn toàn. Họ muốn có con, nhưng không may mắn. Clara đã từng có mang, nhưng bị chửa ngoài dạ con, vì thế bà không thể sinh nở được nữa, điều này ngăn cản ước muốn có con của hai vợ chồng. Vì thế năm 1955, sau chín năm kết hôn, họ quyết định xin con nuôi.

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Cũng giống như Paul Jobs, Joanne Schieble sinh ra trong một gia đình nông thôn vùng Wisconsin, gốc Đức. Cha bà, Arthur Schieble, đã di cư đến vùng ngoại ô của Green Bay, nơi ông và vợ gây dựng một trang trại nuôi chồn cũng như tạo được thành công trong nhiều lĩnh vực kinh doanh khác, bao gồm cả bất động sản và quang khắc (khắc bằng ánh sáng trên bản kẽm). Arthur rất nghiêm khắc, đặc biệt là về các mối quan hệ của cô con gái. Ông đã phản đối gay gắt mối tình đầu của Joanne với một nghệ sĩ không phải là một người Công Giáo. Chính vì vậy, không lấy gì làm ngạc nhiên khi ông dọa sẽ từ mặt Joanne, một sinh viên tốt nghiệp tại Đại học Wisconsin khi cô đem lòng yêu Abdulfattah “John” Jandali, một người trợ giảng theo đạo Hồi đến từ Syria.

Jandali là con út trong một gia đình Syria danh giá có chín người con. Cha của ông sở hữu hệ thống nhiều nhà máy lọc dầu và vô số các ngành kinh doanh khác, trong đó phải kể đến số lượng lớn cổ phần ở Damascus và Homs, cũng như khả năng gây ảnh hưởng và kiểm soát giá lúa mì trong khu vực. Sau này, Jandali tiết lộ mẹ của ông là một “người phụ nữ Hồi giáo truyền thống”, một “mẫu người nội trợ bảo thủ và biết vâng lời.” Giống như gia đình của Schieble, Jandali rất coi trọng học vấn. Mặc dù Abdulfattah theo đạo Hồi, ông được gửi theo học nội trú ở một trường dòng và tốt nghiệp sau đại học tại đại học Hoa Kỳ ở Beirut trước khi lấy bằng tiến sĩ về khoa học chính trị tại trường đại học Wisconsin.

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Mùa hè năm 1954, Joanne đã cùng Abdulfattah tới Syria. Họ ở Homs hai tháng và Joanne đã học được cách nấu vài món ăn Syria từ gia đình anh. Khi hai người trở về Wisconsin, Joanne phát hiện ra mình mang bầu. Lúc đó, mặc dù cả hai đều đã 23 tuổi, nhưng họ quyết định không kết hôn vì cha của Joanne lúc đó đang hấp hối và trước đó ông đã đe dọa sẽ từ mặt con gái nếu cô cưới Abdulfattah. Hơn thế nữa, việc nạo phá thai cũng không phải là một lựa chọn dễ dàng trong thế giới những người theo Công giáo. Vì vậy, đầu năm 1955, Joanne tới San Francisco. Tại đây bà đã gặp và được một vị bác sĩ tốt bụng giúp đỡ. Ông đã che chở cho người mẹ độc thân, đỡ đẻ và âm thầm sắp xếp việc cho nhận con nuôi.

Yêu cầu của Joanne là con của bà phải được gửi vào một gia đình có trình độ học vấn đại học. Vì vậy, người bác sĩ đã dự định giao đứa bé cho một gia đình vợ chồng luật sư. Nhưng vào ngày cậu bé ra đời - ngày 24 tháng 2 năm 1955 - cặp vợ chồng này lại quyết định từ chối vì họ muốn nhận một bé gái. Vì vậy, thay vì trở thành con nuôi của cặp vợ chồng luật sư, cậu bé lại được một người thợ cơ khí bỏ học từ cấp 3 nhưng có niềm đam mê mãnh liệt với máy móc và vợ ông, một kế toán viên, nhận nuôi, cặp vợ chồng này là Paul và Clara. Họ đặt tên cậu bé là Steven Paul Jobs.

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Khi Joanne phát hiện ra con trai mình đã được một cặp vợ chồng mà thậm chí chưa tốt nghiệp trung học nhận nuôi, bà từ chối ký các giấy tờ liên quan đến việc giao nhận con nuôi. Sự bất đồng này kéo dài vài tuần, thậm chí kể cả sau khi Steve đã được đưa về gia đình Jobs. Cuối cùng, Joanne cũng khoan nhượng đồng ý cho vợ chồng Jobs nhận nuôi cậu bé với điều kiện bố mẹ nuôi phải cam kết sẽ mở tài khoản tiết kiệm để lo cho Steve học đại học sau này.

Cũng còn một lý do khác khiến Joanne lúc đầu khăng khăng không ký giấy chuyển nhận con nuôi đó là vì cha bà sắp chết và bà dự định sẽ kết hôn với Jandali ngay sau đó. Bà hi vọng rằng sau khi cưới nhau, họ sẽ thuyết phục dần được gia đình và nhận lại con.

Arthur Schieble qua đời vào tháng 8 năm 1955, sau khi việc nhận con nuôi đã được hoàn tất. Ngay kỳ Giáng sinh năm đó, Joanne và Abdulfattah đã kết hôn tại Thánh đường Philip – một nhà thờ Công giáo ở Green Bay. Abdulfattah cũng lấy bằng tiến sĩ chính trị quốc tế một năm sau đó và họ có thêm một cô con gái đặt tên là Mona. Sau khi Joanne và Jandali ly dị vào năm 1962, Joanne bắt đầu một cuộc sống mơ mộng và bà cũng chu du khắp nơi cùng con gái, Mona Simpson. Sau này khi đã trở thành tiểu thuyết gia nổi tiếng được nhiều người biết đến, bà Mona đã đưa nguyên mẫu về cuộc sống của người mẹ vào trong cuốn sách có tựa đề “Anywhere but Here” (tạm dịch là Không đâu ngoài nơi đây). Việc cho Steve làm con nuôi cũng được giữ bí mật và vì thế phải gần 20 năm sau hai anh em mới được gặp lại nhau.

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Từ khi còn rất nhỏ, Steve Jobs đã biết mình là con nuôi. “Cha mẹ tôi rất cởi mở với tôi về chuyện đó” ông nhớ lại. Steve nhớ rất rõ, hồi 6 – 7 tuổi, có lần ông ngồi trên bãi cỏ ở nhà mình nói chuyện cô bạn sống ở nhà đối diện. “Việc cậu được nhận nuôi có nghĩa là bố mẹ đẻ của cậu không cần cậu nữa phải không?” cô bạn đó hỏi Steve. “Một luồng điện chạy qua đầu tôi như sét đánh,” Jobs bồi hồi nhớ lại. “Tôi nhớ mình đã chạy về nhà, rồi khóc nức nở. Và cha mẹ nuôi đã nói, ‘Điều đó không đúng, con phải hiểu điều đó’. Ông bà đã nghiêm nghị nhìn thẳng vào đôi mắt tôi và nói rằng, “Chính chúng ta đã đặc biệt muốn nhận nuôi con”. “Từng câu, từng chữ được cả cha và mẹ nuôi tôi nhắc đi nhắc lại một cách rành mạch và nhấn mạnh”.

Bị bỏ rơi. Được lựa chọn. Đặc biệt. Những khái niệm đó đã trở thành một phần con người Jobs và phong cách sống của ông. Những người bạn thân của ông cho rằng tuổi thơ của Jobs với ý nghĩ mình bị cho đi làm con nuôi đã để lại những tổn thương trong ông. “Tôi nghĩ niềm đam mê kiểm soát hoàn toàn bất kể thứ gì mình làm ra bắt nguồn trực tiếp từ tính cách của ông và việc ông bị bỏ rơi ngay từ lúc mới sinh,” người đồng nghiệp lâu năm, Del Yocam tâm sự. “Jobs muốn kiểm soát mọi thứ xung quanh mình, ông ấy nhìn nhận mỗi sản phẩm được tạo ra như một bộ phận không thể thiếu của bản thân”. Greg Calhoun, một người bạn thân của Jobs từ sau khi tốt nghiệp đại học lại nhìn nhận ra một khía cạnh khác ở ông. “Steve kể với tôi rất nhiều về việc ông bị bỏ rơi và những nỗi đau ông phải hứng chịu. Nó giúp ông tự lập hơn. Steve chọn cho mình một hướng đi khác biệt và nó là kết quả của hoàn cảnh khác biệt mà ông đã trải qua, vượt lên trên hẳn những gì cuộc đời ban cho ông từ khi sinh ra”.

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Sau này, khi Steve ở tầm tuổi người cha đẻ lúc bỏ rơi ông, Jobs cũng đã từ chối trách nhiệm của một người cha với con ruột mình. (Cuối cùng, sau này ông cũng nhận lại con). Chrissann Brennan, mẹ của đứa trẻ nói rằng chính việc bị bỏ rơi từ khi còn bé khiến Jobs như “một chiếc ly dễ vỡ” và đó cũng là nguyên nhân giải thích những hành động của ông. “Ông ấy bị bỏ rơi rồi lại trở thành người bỏ rơi chính con ruột mình” bà nói. Andy Hertzfeld, người đã làm việc với Jobs tại Apple vào đầu những năm 1980, là một trong số ít những người vẫn giữ được mối quan hệ gần gũi với cả Brennan và Jobs. Ông nhận định “Câu hỏi lớn nhất về Steve là tại sao đôi lúc ông ấy không thể kiểm soát bản thân khỏi việc cư xử tàn nhẫn và nguy hiểm với một số người”, ông này nói. “Tất cả đều chỉ quy về lý do Steve bị bỏ rơi từ khi sinh ra và phải trải qua cuộc sống khác biệt của đứa trẻ bất hạnh”.

Nhưng nhận định này của Andy đã bị Steve bác bỏ. “Có một số nhận định cho rằng bởi vì tôi bị bỏ rơi, nên tôi đã làm việc rất chăm chỉ và cố làm thật tốt để khiến bố mẹ đẻ muốn nhận lại tôi. Cũng có một vài nhận định vô nghĩa khác. Tất cả đều thật nực cười!”, ông nhấn mạnh. “Việc biết mình bị bỏ rơi và được nhận nuôi thực tế đã giúp tôi tự lập hơn, nhưng chưa bao giờ tôi cảm thấy mình bị bỏ rơi. Ngược lại, chính cha mẹ nuôi khiến tôi thấy mình đặc biệt”. Jobs sẵn sàng nổi đóa với bất cứ ai gọi Paul và Clara Jobs là bố mẹ “nuôi” hay ngụ ý họ không phải là bố mẹ “thật” của ông. Jobs nhấn mạnh rằng “Họ là bố mẹ của tôi 1000%”. Còn khi nói về bố mẹ đẻ của mình, Jobs lại lạnh lùng: “Họ chỉ là những người cung cấp tinh trùng và trứng. Chẳng có gì cay nghiệt cả, đó là cách để nhìn nhận sự việc, đơn giản là ngân hàng tinh trùng và trứng, không gì khác”.

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Thung lũng Silicon

Từ bé, Paul và Clara Jobs đã nuôi dưỡng cậu con trai của họ, có thể nói, giống như khuôn mẫu nuôi dậy vào cuối những năm 1950. Khi Steve hai tuổi, họ tiếp tục nhận nuôi một bé gái tên là Patty. Ba năm sau, họ chuyển về sống tại một căn hộ ở ngoại ô. Công ty tài chính CIT mà Paul đang làm việc với vị trí nhân viên ký kết hợp đồng mua lại (repo) đã luân chuyển ông tới trụ sở tại Palo Alto, nhưng những chi phí sinh hoạt ở đó nằm ngoài khả năng của gia đình ông, vì thế ông chọn làm việc tại một chi nhánh của công ty đặt tại Mountain View, một thị trấn ở miền Nam, với sinh hoạt phí ít đắt đỏ hơn.

Tại đây, Paul cố gắng truyền tình yêu cơ khí và sửa chữa ô tô của mình cho cậu con trai. Ông chỉ vào một khu để bàn làm việc trong nhà để xe và nói với Steve: “Steve, từ giờ, đây sẽ là bàn làm việc của con”. Jobs vẫn nhớ ông hoàn toàn bị ấn tượng bởi sự lành nghề và khéo léo của cha mình khi làm việc. “Tôi nghĩ thẩm mỹ của bố tôi rất tốt vì ông ấy biết cách chế tạo nên mọi thứ. Nếu chúng tôi cần một cái thùng máy, ông sẽ làm nó. Khi dựng hàng rào, ông cũng đưa tôi một cái búa để cùng làm”.

Năm mươi năm sau, hàng rào này vẫn bao quanh sân sau và hai bên hông nhà Jobs ở Mountain View. Ông đã vuốt ve khung rào và tự hào kể cho tôi về bài học người cha đáng kính đã dạy mà ông mãi khắc ghi. Cha ông đã nói rằng, cho dù là dựng hàng rào hay làm thùng máy, đều cần phải chú ý cả mặt sau ngay cả khi nó sẽ bị che khuất, đó chính là nguyên tắc quan trọng khi làm việc. “Ông ấy thích làm mọi thứ một cách hoàn hảo. Ông ấy quan tâm đến cả những phần mà thông thường mọi người không để ý”.

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Cha ông tiếp tục tân trang để bán lại những chiếc xe ô tô đã qua sử dụng, và trang trí nhà để xe với những bức tranh yêu thích của mình. Ông chỉ ra từng chi tiết thiết kế cho con trai mình từ đường nét, lỗ thông hơi, mạ crom hay việc cắt giảm số ghế. Sau khi đi làm về, ông thường thay bộ quần áo vải thô của người thợ cơ khí và vào nhà để xe, thường thì Steve sẽ đi cùng ông. “Tôi hi vọng rằng lúc đó mình có thể giúp Steve phát triển một chút khả năng về cơ khí chế tạo nhưng thậm chí thằng bé chẳng có thích thú gì với những việc khiến nó bẩn tay. Nó thật sự chẳng bao giờ quan tâm đến mấy việc liên quan đến cơ khí”. Paul sau này nhớ lại.

“Tôi không thích thú với việc sửa chữa ô tô,” Jobs thừa nhận. “Nhưng tôi thích đi vào gara và nói chuyện cùng với cha tôi”. Ngay cả khi lớn hơn, cho dù biết được rằng mình chỉ là con nuôi nhưng Steve không xa cách mà lại càng gần gũi với cha hơn. Một ngày, lúc Steve khoảng tám tuổi, ông tìm thấy một bức hình chụp cha khi còn tại ngũ trong lực lượng Cảnh sát biển. “Ông ấy đang ở trong phòng máy, ở trần, trông giống hệt James Dean. Đó là một trong những giây phút thú vị nhất của một đứa trẻ. Ôi, cha mẹ tôi thật sự đã từng rất trẻ và quyến rũ”.

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Nhờ những chiếc ô tô, cha của Steve đã cho ông những trải nghiệm đầu tiên về điện tử. “Cha tôi không hiểu sâu về điện tử, nhưng ông đã “chạm trán” nhiều trường hợp trong khi giải quyết những vấn đề liên quan đến ô tô và những thứ ông đã sửa chữa. Ông chỉ cho tôi những nguyên lý cơ điện tử, và tôi vô cùng thích thú về điều đó”.Thậm chí, mọi thứ còn thú vị hơn khi được đi cùng cha thu lượm linh kiện lắp ghép. “Cứ cuối tuần, chúng tôi đều sắp xếp một chuyến đi thu lượm phế thải vật liệu. Chúng tôi tìm kiếm những máy phát điện, bộ chế hòa khí và đủ các loại linh kiện cần thiết.” Steve vẫn nhớ những lần ông đứng chờ cha mình thương lượng mua hàng. “Ông ấy là người thương lượng giá cả tuyệt vời bởi vì ông ấy còn rõ về giá trị của những linh kiện đó hơn cả người bán chúng”. Chính việc này đã giúp Paul và Clara có được khoản tiền tiết kiệm dùng trang trải chi phí học đại học cho Steve như đã hứa khi nhận nuôi ông. “Chi phí học đại học của tôi được tích góp từ việc cha tôi được trả 50 đô-la cho một con xe Ford Falcon hoặc sửa chữa một vài chiếc xe không hoạt động trong vòng vài tuần rồi bán với mức 250 đô-la mà không báo cáo với Sở thuế vụ (IRS).

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Ngôi nhà của gia đình nhà Jobs và những người khác trong vùng được Joseph Eichler, một nhà phát triển bất động sản, xây dụng. Công ty của ông này đã xây dựng hơn mười một nghìn ngôi nhà trên khắp các vùng của California trong những năm 1950 đến 1974. Chịu ảnh hưởng bởi tư tưởng thiết kế những ngôi nhà đơn giản, hiện đại phù hợp với người Mỹ - “mọi người”- của Frank Lloyd, Eichler đã xây dựng nên những ngôi nhà với chi phí thấp có kiến trúc tường kính cao từ sàn đến trần nhà, hệ thống dầm hở, sàn bê tông và có nhiều cửa kính trượt. Trong một lần chúng tôi đi dạo quanh khu nhà Jobs ở, ông đã nhận xét “Eichler đã làm được một việc phi thường. Những ngôi nhà của ông ấy tạo ra đều thông minh, rẻ và tốt. Họ mang đến cho những người thu nhập thấp những thiết kế đơn giản và tinh tế. Thiết kế ngôi nhà của họ có những điểm nhấn nhỏ tuyệt vời như hệ thống lò sưởi bức xạ nhiệt ở trên sàn. Bạn có thể trải tấm thảm sàn lên và khi chúng tôi còn bé, chúng tôi thoải mái nằm trườn ấm áp trên chiếc ‘giường sàn’ đó”.

Jobs nói rằng ông đánh giá cao những thiết kế nhà trang nhã và thân thiện của Eichler. Chính điều đó đã nuôi dưỡng trong ông niềm đam mê sáng tạo những sản phẩm có thiết kế tinh tế đáp ứng được hầu hết thị hiếu của người tiêu dùng. “Tôi yêu những thiết kế đó – vừa nói ông vừa chỉ tay về phía những ngôi nhà – ông ấy đã mang lại những tác phẩm thiết kế tinh xảo, chức năng đơn giản nhưng lại tiết kiệm chi phí. Đây cũng chính là tầm nhìn cốt lõi trong chiến lược phát triển của Apple, là những gì chúng tôi cố gắng tạo ra với máy tính Mac và sau đó là iPod”.

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Sống đối diện nhà Jobs có một người đàn ông rất thành công trong lĩnh vực kinh doanh bất động sản. “Ông ấy không xuất chúng nhưng ông ấy đang kiếm được rất nhiều tiền,” Jobs nhớ lại. “Vì thế cha tôi nghĩ, ‘cha cũng có thể làm được’. Tôi nhớ, ông đã làm việc cật lực. Ông tham gia các lớp học vào buổi tối, vượt qua kỳ kiểm tra cấp chứng chỉ và lao vào thị trường bất động sản. Nhưng sau đó, thị trường này chạm đáy”. Kết quả là, gia đình Steve gặp khó khăn lớn về tài chính trong vòng một năm hoặc hơn khi ông đang học tiểu học. Mẹ ông làm kế toán viên cho Varian Associates, một công ty sản xuất thiết bị khoa học và họ phải vay thế chấp lần thứ hai.

Một ngày, giáo viên dạy lớp bốn của Steve hỏi ông “Điều gì về thế giới này khiến em không hiểu”. Steve đã đáp rằng “Em không hiểu tại sao trong phút chốc cha em lại khánh kiệt đến vậy”. Steve đã rất tự hào về người cha của mình vì chưa bao giờ phải dùng những chiêu thức hèn hạ hay bóng bẩy chỉ để phát triển công việc kinh doanh của mình. “Người ta phải nịnh nọt mọi người để họ bán bất động sản, nhưng cha tôi không giỏi trong việc này. Đây không phải là con người ông và tôi ngưỡng mộ ông vì điều đó”. Paul Jobs lại trở về với công việc của một thợ cơ khí sau đó.

Cha của Steve Jobs là một người điềm đạm và khiêm nhường. Đây là đức tính mà sau này Steve ca ngợi nhiều hơn là học tập. Ngoài ra, ông cũng là một người cương quyết. Jobs đã miêu tả cha mình như sau:

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“Gần nhà tôi có một anh chàng kỹ sư làm việc ở Westinghouse. Anh ta còn độc thân, thuộc loại người lập dị và có một cô bạn gái. Vì bố mẹ tôi đều đi làm nên thi thoảng cô ấy vẫn trông nom tôi. Sau khi tan học, tôi đến nhà cô và ở đó khoảng vài giờ. Vài lần tôi thấy anh chàng kỹ sư say rượu và đánh cô ấy. Một buổi tối, cô ấy chạy đến nhà tôi, tinh thần hoảng loạn và rồi anh ta cũng đến với bộ dạng say khướt. Cha tôi bình tĩnh bảo anh ta: “Cô ấy đang ở nhà tôi nhưng anh sẽ không vào đó”. Anh ta đứng ngay đó. Chúng tôi thích nghĩ đó là những điều bình thường trong những năm 1950 nhưng anh chàng này lại là một trong những người kỹ sư có cuộc sống quá lộn xộn.

Điều làm cho khu vực gia đình Steve Jobs sống khác biệt so với hàng nghìn những Hạt không một bóng cây xanh trên khắp đất nước Mỹ đó là ngay cả những kẻ chẳng làm nên trò trống gì cũng có khuynh hướng làm kỹ sư. Jobs nhớ lại “Khi chúng tôi mới chuyển đến đây, khắp nơi bạt ngàn những vườn mơ và mận. Nhưng những khoản đầu tư quân sự được rót xuống kéo theo sự phát triển bùng nổ của những thung lũng xanh này”. Ông nắm rõ lịch sử từng giai đoạn của thung lũng và mong muốn phát triển nó bằng chính sức lực của mình. Edwin Land của Polaroid kể cho Jobs rằng ông ta từng được Eisenhower nhờ lắp đặt camera cho máy bay do thám U-2 để quan sát thực tế sức mạnh quân sự của Liên bang Xô viết. Đoạn tư liệu đã được niêm phong vừa gửi trả lại trung tâm nghiên cứu Ames của NASA ở Sunnyvale, cách chỗ Jobs sinh sống không xa lắm. Ông cũng nói thêm rằng, “Trình điều khiển máy tính đầu tiên mà tôi từng được nhìn thấy là khi cha tôi đưa tôi đến Trung tâm Ames. Và ngay lập tức, tôi đã thích nó”.

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Nhiều nhà thầu quốc phòng khác mọc lên gần đó trong những năm 1950. Khu nghiên cứu tên lửa Lockheed và Sư đoàn Không gian, nơi chế tạo tên lửa đạn đạo từ tàu ngầm, được thành lập vào năm 1956 bên cạnh Trung tâm NASA. Tính đến thời điểm 4 năm sau khi Jobs chuyển đến sống ở đây, trung tâm này đã có tới 20.000 công nhân viên. Cách đó một vài trăm thước, Westinghouse xây dựng các cơ sở sản xuất ống và máy biến áp điện cho hệ thống tên lửa. Job nhớ lại: “Người ta xây dựng tất cả các công ty quân sự tối tân nhất ở đây. Chính những công nghệ mới tối tân nhất đi kèm với sự bí ẩn đã làm cho cuộc sống ở vùng đất này trở nên thú vị”.

Cùng với sự trỗi dậy của các ngành công nghiệp quốc phòng, một nền kinh tế phát triển dựa trên công nghệ cao đã thực sự bùng nổ. Nguồn gốc của sự bùng nổ này phải kể đến việc David Packard và vợ ông chuyển đến sống ở Palo Alto năm 1938. Ngôi nhà của vợ chồng ông có một nhà kho và đây chính là nơi người bạn của ông, Bill Hewlett, đã chọn để tập trung nghiên cứu, sáng tạo, tách biệt hẳn với thế giới bên ngoài. Nhà để xe, vốn là một phần phụ hữu ích và mang tính đặc trưng của vùng thung lũng này, cũng là nơi họ sử dụng để làm xưởng chế tạo sản phẩm đầu tiên: bộ dao động âm thanh. Cho đến những năm 1950, Hewlett – Packard được đánh giá là một công ty sản xuất thiết bị điện tử tăng trưởng với tốc độ chóng mặt nhất.

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May mắn thay, ở gần đó có chỗ để đáp ứng nhu cầu “bành trướng” của những công ty “phát triển vượt quá phạm vi một nhà để xe” như Hewlett – Packard. Trong sự chuyển dịch mang tính chất quyết định để biến khu vực này trở thành cái nôi của cuộc cách mạng công nghệ, chủ nhiệm khoa kỹ thuật của đại học Standford, Frederick Terman đã cho xây dựng một khu công nghiệp với diện tích khoảng 283 hecta (700 arce) ngay trong khuôn viên của trường, dành cho những công ty tư nhân có khả năng thương mại hóa các ý tưởng của sinh viên trong trường. Và người chuyển đến đầu tiên chính là tập đoàn Varian Associates, nơi Clara Jobs đang làm việc. Jobs đã nói rằng “Terman đã có một ý tưởng tuyệt vời. Chính ý tưởng này đóng vai trò tiên phong tạo đà cho ngành công nghệ tại vùng này phát triển một cách mãnh mẽ”. Lúc Jobs lên mười thì HP đã có 9.000 công nhân viên và là một công ty lớn mạnh (blue chip) trên thị trường, nơi mà tất cả các kỹ sư mưu cầu sự ổn định tài chính đều mong muốn được làm việc.

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Tuy nhiên, chúng ta đều biết, mấu chốt quan trọng nhất dẫn đến sự phát triển của vùng thung lũng này là chính là chất bán dẫn. Năm 1956, một trong những nhà phát minh ra bóng bán dẫn ở phòng thí nghiệm Bell, New Jersey tên là William Shockley đã chuyển tới Moutain View và bắt đầu xây dựng công ty sản xuất bóng bán dẫn sử dụng silicon thay vì nguyên tố germani đắt đỏ vẫn thường sử dụng truyền thống. Tuy nhiên, Shockley ngày càng chán nản và bỏ rơi dự án bóng bán dẫn silicon, khiến cho tám kỹ sư của ông, đáng chú ý nhất là Robert Noyce và Gordon Moore phải tách ra khỏi nhóm để thành lập một công ty sản xuất chất bán dẫn khác tên là Farchild Semiconductor. Công ty này phát triển lớn mạnh với mười hai ngàn công nhân nhưng sau đó đã tan rã năm 1968, khi Noyce thất bại trong cuộc chiến trở thành CEO. Noyce lại cùng Gordon Moore lập một công ty khác lấy tên là Integrated Electronics Corporation và họ đã ngay lập tức gọi tắt là Intel. Thành viên thứ ba của họ là Andrew Grove, người sau này đã góp công đưa công ty lớn mạnh nhờ sự chuyển đổi từ lĩnh vực then chốt là sản xuất chip bộ nhớ sang bộ vi xử lý. Chỉ trong vòng vài năm, đã có hơn năm mươi công ty sản xuất thiết bị bán dẫn mọc lên ở khu thung lũng này.

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Sự tăng trưởng theo cấp số nhân của ngành công nghiệp này có liên hệ mật thiết với hiện tượng khoa học nổi tiếng được phát hiện bởi Moore, một nhân vật mà năm 1965 đã đưa ra biểu đồ tốc độ của mạch tích hợp dựa trên số lượng bóng bán dẫn có thể gắn trên một con chip. Moore đã chỉ ra rằng số lượng bóng bán dẫn sẽ tăng gấp đôi theo chu kỳ hai năm và quỹ đạo phát triển này được cho là vẫn tiếp tục diễn ra. Kết luận này được khẳng định lại một lần nữa vào năm 1971 khi Intel có thể đặt trọn một bộ xử lý trung tâm vào một con chip, được gọi là bộ vi xử lý Intel 4004. Định luật Moore vẫn còn giá trị đến tận ngày nay và dự đoán tin cậy về hoạt động của bộ vi mạch ảnh hưởng đến giá cả đã cho phép cả hai thế hệ doanh nhân, bao gồm cả Steve Jobs và Bill Gates thiết kế được biểu đồ giá cả cho các thế hệ sản phẩm của mình.

Ngành công nghiệp sản xuất chip thật sự đã mang lại một cuộc chơi mới cho vùng đất này kể từ khi Don Hoefler, người phụ trách chuyên mục của tờ Electronic News, một tờ báo về thương mại phát hành định kỳ hàng tuần, đã cho đăng một loạt các phóng sự có tựa đề “Thung lũng Silicon Mỹ” vào tháng 1 năm 1971. Vùng thung lũng Santa Clara cách đó 40 dặm, trải dài từ phía Nam San Francisco qua Palo Alto đến San Joe, có trung tâm thương mại El Camino Real, con đường huyết mạch từng nối liền 21 nhà thờ đặc trưng ở California giờ đã bùng nổ thành đại lộ trung chuyển giữa các công ty lớn, nhỏ có tổng số vốn đầu tư chiếm 1/3 tổng vốn đầu tư toàn Mỹ mỗi năm. Jobs đã từng nói rằng: “Luôn phát triển không ngừng, lịch sử của nơi này đã truyền cảm hứng sáng tạo cho tôi rất nhiều. Và đó là lý do khiến tôi luôn muốn là một phần của nó”.

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Giống như hầu hết những đứa trẻ khác, niềm đam mê của Jobs được nuôi lớn và ảnh hưởng bởi những người thân sống cùng từ tấm bé. “Hầu hết các các ông bố ở đây đều làm những công việc đòi hỏi sự khéo léo như quang điện (photovoltaics), ắc quy và radar. Tôi lớn lên cùng với chúng và luôn tò mò hỏi mọi người về tất cả những thứ tôi muốn biết”. Jobs nhớ lại. Một trong những người hàng xóm có ảnh hưởng nhất đến Jobs là Larry Lang, sống cách nhà Jobs bảy dãy nhà. Jobs kể rằng “Larry là một kỹ sư HP kiểu mẫu: một người điều khiển radio lành nghề, một kỹ sư am hiểu điện tử ‘lỗi lạc’. Ông ấy thường cho tôi rất nhiều thứ để mày mò”. Khi đi cùng tôi đến nhà cũ của Lang, Jobs đã chỉ vào con đường dẫn vào ngôi nhà và nói “Ông ấy lấy một chiếc micro cac-bon, một bình ắc quy và một chiếc loa đặt xuống chính con đường này. Ông ấy đã bảo tôi nói vào chiếc micro và âm thanh được khuếch đại ra bằng loa”. Điều đó hoàn toàn trái ngược với những điều cha của Jobs đã dạy rằng một chiếc micro thì luôn luôn cần một chiếc âm ly điện tử. “Vì vậy tôi phi thẳng về nhà và nói với cha rằng ông đã nhầm”.

“Không, chắc chắn là nó cần một bộ âm li (bộ khuếch đại âm thanh) để hoạt động”, Paul khẳng định một lần nữa với cậu con trai, nhưng Steve vẫn khăng khẳng bảo vệ ý kiến của mình khiến cha cậu vô cùng tức giận “Nó không thể hoạt động nếu không có một chiếc âm li. Điều con thấy chỉ là việc sử dụng một thủ thuật nào đó”.

“Tôi vẫn tiếp tục khăng khăng rằng cha đã sai và nói ông phải chứng kiến tận mắt mới biết được. Cuối cùng, ông đành nhượng bộ, đi theo tôi để xem nó. Và ông nói rằng ‘Cha sẽ rời khỏi đây ngay lập tức!”

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Jobs háo hức kể cho tôi nghe chuyện trên một cách sống động vì đây là lần đầu tiên trong đời cậu bé Jobs nhận ra rằng cha mình không phải cái gì cũng biết. Một phát hiện khiến Jobs chợt lúng túng nhận ra rằng mình thông minh hơn cha mẹ. Ông đã từng rất ngưỡng mộ năng lực và sự hiểu biết của cha mình. “Cha không được đi học nhưng tôi luôn nghĩ rằng cha rất thông minh. Ông không đọc nhiều nhưng ông lại có thể làm được nhiều thứ. Cha hầu như có thể làm được tất cả mọi thứ liên quan đến cơ khí”. Và chính sự việc về chiếc micro các bon bắt đầu nhen nhóm suy nghĩ ngược lại trong Jobs rằng ông thông minh và nhanh nhạy hơn người cha của mình. “Đó là một khoảnh khắc khiến tôi ngạt thở. Khi cảm thấy mình thậm chí còn thông minh hơn cả cha mẹ, tôi cảm thấy thật đáng xấu hổ vì suy nghĩ này. Tôi không bao giờ quên được giây phút đó”. Sau này, Jobs có nói với những người bạn là phát hiện này cùng với sự thật rằng ông chỉ là con nuôi đã khiến ông ngày càng tách biệt khỏi gia đình và thế giới xung quanh.

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Một tầng nhận thức mới cũng đến với Jobs không lâu sau đó. Jobs không chỉ phát hiện ra rằng ông thông minh hơn cha mẹ mình mà ông còn phát hiện ra là họ cũng biết điều đó. Paul và Clara Jobs là ông bố và bà mẹ tuyệt vời, hết mực yêu thương con. Họ sẵn sàng thay đổi cuộc sống của mình, điều chỉnh nó sao cho phù hợp nhất với Steve, cậu con trai rất thông minh những cũng không kém phần ngang ngạnh. Họ luôn cố gắng theo dõi mỗi đường đi nước bước của Steve. Và Steve cũng nhanh chóng hiểu ra rằng: “Cả cha và mẹ tôi đều luôn ủng hộ tôi. Họ cảm thấy trách nhiệm của họ càng cao hơn khi họ thấy tôi ngày càng đặc biệt. Họ tìm đủ mọi cách để mang lại cho tôi những thứ tôi cần và cố gắng cho tôi đi học tại những ngôi trường tốt. Họ sẵn sàng đáp ứng tất cả những gì tôi cần”. Jobs trải lòng với tôi những gì ông ấy thực sự nghĩ.

Chính vì vậy, Steve lớn lên song song với cảm giác của một đứa trẻ bị bỏ rơi và cảm giác mình là một người đặc biệt. Đối với ông, điều đó đóng một vai trò quan trọng trong việc hình thành nên tính cách sau này.

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Trường học

Trước khi bắt đầu đi học cấp 1, Jobs đã được mẹ dạy đọc. Tuy nhiên, chính điều này đã khiến Jobs gặp một số rắc rối khi đến trường. Jobs nói rằng “Tôi cảm thấy nhàm chán, không thấy có thứ gì mới để học trong một vài năm đầu, vì vậy tôi đã lấp đầy thời gian đi học bằng việc gây ra rắc rối”. Điều đó chứng tỏ rằng tính cách của Jobs là do bản chất và cả do nuôi dưỡng, ông không dễ dàng chấp nhận sự áp đặt và kiểm soát. “Ở trường, tôi gặp phải những quy tắc khác hẳn với lúc ở nhà và tôi không thích điều đó. Và các thầy cô thật sự đã suýt kiểm soát được tôi. Họ gần như sắp gây được sự tò mò ở tôi”.

Trường của Jobs, trường tiểu học Monta Loma là một ngôi trường đặt trong những dãy nhà lụp xụp của những năm 1950, cách nhà bốn dãy phố. Jobs giải quyết sự nhàm chán lúc đi học bằng cách luôn nghĩ ra các trò đùa tinh quái. Jobs kể: “Tôi có một người bạn thân tên là Rick Ferrentino và chúng tôi cùng nhau tạo ra vô vàn kiểu rắc rối. Giống như, có lần, chúng tôi dán những áp phích (poster) nhỏ khắp nơi với nội dung “Hãy mang thú cưng của bạn tới trường”. Hãy tưởng tượng, thật ra điên rồ khi khắp trường toàn là chó, mèo đuổi bắt nhau còn các thầy cô phải canh chúng”. Một lần khác, họ lại thuyết phục những đứa trẻ khác tiết lộ cho họ mã số khóa xe đạp và như Jobs kể lại “Chúng tôi lẻn ra ngoài trong giờ học, thay đổi toàn bộ mã số của những chiếc khóa khiến cho đến tận khuya không ai có thể lấy được xe để đi về”. Khi Jobs học lớp ba thì những trò nghịch ngợm của ông nguy hiểm dần. “Một lần, tôi để chất nổ ở dưới ghế của cô giáo, cô Thurman và khiến cô sợ đến thót tim”.

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Không có gì ngạc nhiên khi Jobs bị nhà trường trả về gia đình hai hoặc ba lần trước khi học xong lớp ba. Tuy nhiên, sau đó, cha bắt đầu đối xử với Jobs như một người đặc biệt. Với sự điềm đạm và cương quyết vốn có, cha Jobs đã nói với nhà trường rằng ông ấy muốn nhà trường cư xử như vậy: “Hãy nhìn nhận vấn đề, đó không phải là lỗi của cậu bé. Nếu trường học không thể tạo được hứng thú học hành cho cậu bé thì đó là lỗi của Quý vị”. Cha mẹ Jobs chưa bao giờ phạt ông vì những trò nghịch hay tội lỗi ông gây ra ở trường ông cũng nói thêm với giáo viên của Steve rằng: “Cha tôi là một người nghiện rượu và luôn mang theo mình một chiếc thắt lưng da, nhưng tôi khẳng định rằng mình chưa từng một lần bị đánh đòn. Đó là lỗi của nhà trường khi bắt bọn trẻ học thuộc tất cả những điều ngớ ngẩn thay vì tạo cảm hứng để khuyến khích chúng thích thú với việc học”. Tính cách của Jobs đã bắt đầu biểu hiện sự pha trộn giữa sự nhạy cảm và vô cảm, tổng hợp và tách biệt, những đặc tính tạo nên Jobs trong suốt phần đời còn lại.

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Khi Jobs vào học lớp bốn, nhà trường quyết định, tốt nhất là tách Jobs và Ferrentino ra học hai lớp riêng biệt. Cô giáo lớp bốn của Jobs là một phụ nữ cứng cỏi có tên là Imogene Hill còn được biết đến với biệt danh là “Teddy”. Bà đã được Jobs ưu ái gọi là “một trong những vị thánh của cuộc đời tôi”. Sau một vài tuần quan sát Jobs, bà rút ra rằng, cách tốt nhất để kiểm soát Jobs là “hối lộ” cậu bé. “Một hôm, sau khi tan học, cô giáo đưa cho tôi một quyển bài tập toán và nói ‘Cô muốn em mang nó về nhà và làm’. Tôi nghĩ ‘Trời, cô có bình thường không?’ thì cô lấy ra những chiếc kẹo mút khổng lồ mà lúc đó tôi tưởng tượng to như cả thế giới này và nói ‘Khi nào em giải xong những bài tập toán trong quyển sách này và hầu hết kết quả đều đúng, cô sẽ thưởng cho em chiếc kẹo mút này và 5 đô-la’. Ngay lập tức tôi đã làm xong và gửi lại chúng cho cô chỉ trong hai ngày”. Sau vài tháng, Jobs thậm chí không còn đòi được “hối lộ” mới làm bài tập. Ông nói “Điều mong muốn của tôi lúc đó đơn giản là được học và tôi năn nỉ cô giáo giao bài tập cho tôi”.

Để thưởng cho sự nỗ lực của Steve, cô giáo đã tặng cậu một bộ đồ nghề dùng để mài dũa thấu kính và làm máy ảnh. Jobs thừa nhận rằng “Tôi học được từ cô ấy nhiều hơn bất kỳ giáo viên nào khác. Nếu không nhờ cô, tôi tin chắc rằng tôi sẽ vẫn mãi hư hỏng, thậm chí có thể bị đi tù”. Một lần nữa, điều đó càng khẳng định thêm nhận định rằng: Jobs là một người đặc biệt. “Ở lớp tôi, cô chỉ quan tâm đến một mình tôi. Cô thấy sự khác biệt trong tôi”, Job tâm sự.

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Imogene Hill không chỉ nhìn ra ở Jobs sự thông minh. Nhiều năm sau, bà có khoe với mọi người một bức hình chụp cả lớp Jobs trong Ngày Hawai. Jobs đã tham dự mà không mặc chiếc áo sơ mi kiểu Hawai như được dặn dò. Tuy nhiên, trong bức hình, Jobs vẫn xuất hiện trong trang phục Hawai đứng ở hàng đầu và là tâm điểm bức hình. Hóa ra thằng bé đã đổi được chiếc áo của một đứa khác chỉ bằng vài lời thuyết phục”.

Gần cuối lớp bốn, bà Hill đã cho Jobs làm bài kiểm tra và theo Jobs thì “Tôi đã đạt điểm ở mức của một học sinh năm thứ hai trung học”. Nhờ đó, không chỉ Jobs và cha mẹ ông, mà nhà trường cũng phải thừa nhận rằng ông có một trí thông minh khác biệt. Nhà trường đã quyết định, một quyết định đáng chú ý, là cho Jobs vượt hai cấp và học thẳng lên lớp bảy. Quyết định đó được cho là cách dễ dàng nhất khiến ông cảm thấy mình được thử thách và hứng thú học tập. Nhưng cha mẹ của Jobs muốn thận trọng hơn và quyết định chỉ cho ông vượt một cấp.

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Nhưng sự chuyển dịch này không êm đẹp như mong đợi. Jobs cảm thấy ông là một đứa trẻ cô đơn, khó khăn trong giao tiếp xã hội, đặc biệt là lạc lõng giữa những đứa trẻ lớn hơn mình một tuổi. Tồi tệ hơn là vào lớp sáu, có nghĩa là Jobs phải chuyển đến học ở một ngôi trường khác tên là Crittenden Middle. Tuy trường chỉ cách trường tiểu học Monta Loma tám dãy nhà nhưng nó lại thuộc về một thế giới hoàn toàn khác, biệt lập với xung quanh với những nhóm thiểu số hung tợn. Chính nhà báo của tờ Silicon Valley, Michael S. Malone, cũng phải thừa nhận rằng “Bạo loạn, đánh nhau là việc xảy ra hàng ngày, đều đặn như cơm bữa ở khu vực này. Bọn trẻ thường xuyên mang dao đến trường như một biểu hiện của một đại trượng phu hay một đấng mày râu đích thực. Cùng khoảng thời gian Jobs chuyển đến học ở đây, một nhóm học sinh vừa bị bỏ tù vì tội hiếp dâm. Một chiếc xe buýt của trường khác trong khu vực bị đập phá sau khi đội tuyển của trường này đánh bại đội của trường Crittenden trong một trận đấu vật.

Jobs thường xuyên bị bạn bắt nạt và đến khoảng giữa năm lớp bảy, ông chuyển tới cha mẹ mình một tối hậu thư: “Tôi đề nghị họ phải chuyển tôi đến học ở một ngôi trường khác”. Xét về tài chính, đây quả thật là một quyết định khó khăn khi cha mẹ của Jobs chỉ kiếm được đủ số tiền để trang trải những nhu cầu thiết yếu nhất của gia đình. Nhưng theo đúng lý do và quan điểm mà Steve đưa ra thì không nghi ngờ gì, họ cuối cùng cũng tìm cách đáp ứng nguyện vọng của cậu con trai. Jobs kể rằng “Khi cha mẹ từ chối cho tôi chuyển trường, tôi đã nói với họ rằng, tôi sẽ bỏ học nếu vẫn tiếp tục phải theo học ở trường Crittenden này. Vì vậy, họ tìm kiếm ngôi trường tốt nhất cùng với việc vét từng xu có được để mua một ngôi nhà trị giá 21.000 đô-la ở một quận khác tốt hơn”.

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Gia đình Jobs chuyển về chỗ ở mới cách nhà cũ chỉ khoảng ba dặm về phía nam, gần khu vườn mơ lâu năm ở Los Atlos, nơi sau này được chuyển thành hệ thống nhà máy sản xuất khuôn làm bánh cookies. Ngôi nhà của họ, ở 2066 Crist Drive có một tầng với ba phòng ngủ và quan trọng nhất là liền kề một nhà để xe với cửa cuốn quay mặt ra đường. Tại đây, Paul Jobs đã tiếp tục công việc sửa chữa và hàn xì những chiếc ô tô cũ, còn con trai ông thì say mê với những thiết bị điện tử.

Việc chuyển nhà đến đây còn có một lợi thế vượt qua sự mong đợi đó là sự tồn tại của trường Cupertino – Sunnyvale, một trong những ngôi trường tốt nhất và an toàn nhất ở thung lũng Silicon này. Khi chúng tôi đi dạo ở trước ngôi nhà cũ của ông, Jobs chỉ cho tôi rằng “Khi tôi mới chuyển tới đây, khắp nơi vẫn còn những vườn cây ăn trái. Người đàn ông sống tại đây đã dạy tôi cách bón phân và chăm sóc một vườn cây bằng phân hữu cơ tốt nhất. Những sản phẩm qua bàn tay của ông ấy đều trở nên hoàn hảo. Chưa bao giờ trong đời tôi lại được thưởng thức những thực phẩm tươi ngon đến thế. Đó cũng là lúc tôi bắt đầu coi trọng nguồn thực vật, rau và hoa quả, có nguồn gốc nuôi trồng hữu cơ.”

Mặc dù cha mẹ Jobs không phải là người quá cuồng tín nhưng họ muốn ông được dạy dỗ về lễ nghi tôn giáo; vì vậy họ đưa ông đến nhà thờ Lutheran vào hầu hết các ngày chủ nhật hàng tuần cho tới khi Jobs mười ba tuổi. Vào khoảng tháng 7 năm 1968, tạp chí Life Magazine đã cho đăng tải hình bìa gây sốc về hai đứa trẻ bị đói khát ở vùng Biafra. Jobs mang tạp chí này đến trường dòng vào ngày Chủ nhật đó và ban đầu, ông chất vấn vị mục sư: “Nếu con giúp đỡ ai đó, liệu Chúa có biết người con sẽ giúp đỡ trước cả khi con giúp họ không?

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Vị mục sư trả lời: “Có chứ, Chúa biết tất cả mọi thứ”

Sau đó, Jobs lấy ra bìa cuốn tạp chí Life Magazine và hỏi tiếp “Vậy thì, Chúa có biết về hoàn cảnh của những đứa trẻ này và chuyện gì sẽ xảy ra tiếp theo với chúng không?”

“Steve, ta biết con không hiểu nhưng có, Chúa biết về việc này”.

Từ đó, Jobs tuyên bố rằng ông không muốn làm bất cứ điều gì liên quan đến cầu nguyện người danh xưng là Chúa và ông sẽ không bao giờ quay trở lại nhà thờ nữa. Tuy nhiên, Jobs lại dành hàng năm trời nghiên cứu và thực hành những giáo lý Thiền của Phật Giáo và những giáo lý này có ảnh hưởng lớn đến đời sống tinh thần của ông nhiều năm sau đó. Ông kết luận rằng, tôn giáo sẽ đạt được ảnh hưởng lớn nhất tới con người khi nó nhấn mạnh tới những trải nghiệm về tâm linh hay đời sống tinh thần của họ thay vì chỉ đưa ra khuyên răn giáo điều. “Những tinh túy nhất của đạo Cơ đốc sẽ trở nên xa vời nếu nó chỉ mù quáng dựa trên đức tin thay vì những gì đang diễn ra trong cuộc sống, giống như việc tin tưởng thế giới này có Chúa và hãy nhìn thế giới như Chúa đang thấy nó”. Jobs nói thêm “Tôi nghĩ mỗi một hệ tư tưởng tôn giáo khác nhau mở ra những cánh cửa khác nhau nhưng tất cả đều dẫn tới một ngôi nhà chung. Đôi lúc, tôi nghĩ ngôi nhà chung đó tồn tại, đôi lúc lại không tin điều đó. Đây chính là điều huyền bí tuyệt diệu nhất”.

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Paul Jobs sau đó chuyển tới làm việc tại Spectra – Physics, một công ty sản xuất máy phát lượng tử ánh sáng (laser) cho các sản phẩm thiết bị điện tử và y tế gần Santa Clara. Là thợ máy, ông tạo ra các nguyên mẫu của sản phẩm dựa trên những phác thảo của các kỹ sư và chính yêu cầu về sự hoàn hảo của công việc này đã thu hút con trai ông. Jobs nói: “Máy phát lượng tử ánh sáng hay laser yêu cầu sự căn chỉnh chính xác gần như tuyệt đối. Những thiết bị vô cùng tinh vi như thiết bị cung cấp cho ngành hàng không hay y tế bao giờ cũng đòi hỏi độ chính xác cao đến từng chi tiết nhỏ. Nếu họ nói với cha tôi những yêu cầu, kiểu như ‘những gì chúng tôi cần là các chi tiết khớp nhau đến từng ly để hệ số giãn nở phải tương đồng nhau’ thì cha tôi phải tìm đủ mọi cách để làm được nó”. Hầu hết các chi tiết nhỏ đều phải làm từ đầu, điều đó có nghĩa là Paul phải tự tùy chỉnh công cụ phù hợp và lên khuôn. Công việc này của cha khiến Jobs rất ấn tượng nhưng ông lại hiếm khi đến các cửa hàng bán máy móc. “Sẽ rất thú vị nếu cha dạy tôi cách sử dụng máy cán và máy tiện. Nhưng tiếc là tôi không bao giờ đi cùng cha vì tôi hứng thú với những thứ liên quan đến điện tử nhiều hơn”.

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Một mùa hè, Pau đưa Steve đến thăm nông trại chăn nuôi lấy sữa của gia đình ông ở Wisconsin. Cuộc sống vùng nông thôn chẳng có gì thú vị với Steve nhưng một hình ảnh đã để lại ấn tượng sâu sắc với cậu bé Jobs. Jobs được quan sát cảnh một chú bê mới chào đời và ngạc nhiên khi thấy con vật bé nhỏ nỗ lực trong vài phút là có thể tự đứng dậy bước đi. “Đó không phải là điều con vật bé nhỏ được dạy mà dường như đó là thứ người ta vẫn gọi là “bản năng”. Một đứa trẻ khi sinh ra thì không thể làm được điều đó. Tôi thấy điều đó đáng kinh ngạc mặc dù mọi người chẳng ai thấy gì khác lạ”. Và Steve diễn tả điều đó bằng ngôn ngữ công nghệ như sau: “Nó diễn ra như thể cơ thể và não bộ của động vật được thiết kế và lập trình để sẵn sàng phối hợp làm việc với nhau ngay lập tức chứ không cần phải được dạy”.

Lên lớp chín, Jobs chuyển đến học tại Homestead High, ngôi trường có khuôn viên rộng lớn với những tòa nhà hai tầng xây dựng bằng bê tông xỉ than sơn màu hồng khoảng 2.000 học sinh. Jobs kể rằng “Những tòa nhà này được một kiến trúc sư nổi tiếng thiết kế khi ở trong tù. Họ muốn xây dựng những toà nhà không thể phá hủy”. Jobs cũng tạo cho mình sở thích đi bộ đến trường. Ông thường đi khoảng 15 dãy nhà tới trường mỗi ngày.

Steve có rất ít bạn đồng trang lứa nhưng ông biết một vài người nhiều tuổi hơn, những người này đều chịu ảnh hưởng của hệ tư tưởng chống đối xã hội vào cuối những năm 1960. Đó cũng thời mà thế giới của những “con mọt máy tính” và những người theo chủ nghĩa lập dị (hippie) có sự chồng chéo lên nhau. Jobs nói: “Những người bạn của tôi đều là những đứa trẻ rất đỗi thông minh. Tôi thích toán, khoa học và điện tử và họ cũng vậy. Chúng tôi cùng gia nhập hội LSD (một loại ma túy) và những người chống đối quan niệm và lối sống phổ biến của xã hội hiện thời.

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Những trò nghịch ngợm của Jobs sau này chủ yếu liên quan đến điện tử. Một lần, ông trang bị hệ thống loa được kết nối với nhau khắp nhà. Nhưng vì loa cũng có thể được sử dụng như micro thu âm nên ông lập ra một phòng điều khiển trong tủ quần áo của mình, nơi ông có thể nghe ngóng được mọi chuyện đang diễn ra ở khắp nơi trong nhà mình. Một hôm, ông bật hệ thống loa theo dõi lên và lắng nghe câu chuyện trong phòng cha mẹ, cha đã bắt gặp và giận dữ yêu cầu ông gỡ bỏ ngay hệ thống “bất hợp pháp” này. Jobs đã dành rất nhiều tối sau đó sang nhà để xe của Larry Lang, người kỹ sư sống cuối phố khu nhà cũ của ông. Cuối cùng, Lang đưa cho Jobs chiếc micro bằng carbon đã từng làm ông thích thú trước đây cùng với Heathkits, bộ dụng cụ giúp tự lắp ráp những chiếc radio sơ khai nhất với những cần số điện tử được hàn đằng sau. “Heathkits có đầy đủ các bộ phận với mã màu khác nhau. Quyển hướng dẫn cũng giải thích chi tiết cách sử dụng nó. Nó giúp người dùng hiểu nguyên lý và tạo ra bất cứ thứ gì. Một khi đã tạo ra được vài chiếc radio, đồng nghĩa bạn có thể tạo ra được một chiếc Tivi sau khi xem chúng trên catalogue ngay cả khi không thể. Tôi là người may mắn vì từ khi còn là một đứa trẻ, cả cha tôi và Heathkits đã giúp tôi tin tưởng rằng tôi có thể tạo ra mọi thứ”.

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Lang cũng cho phép Jobs tới tham dự các buổi gặp mặt của Câu lạc bộ những người khám phá Hewlett-Packard (The Hewlett–Packard Explorers Club), một nhóm khoảng 15 sinh viên hoặc hơn, tại quán cà phê của công ty vào mỗi tối thứ Ba hàng tuần. “Tại đây, mỗi tuần sẽ có một kỹ sư đến từ một trong những phòng nghiên cứu của công ty chia sẻ những gì anh ta đang làm. Cha đã chở tôi đến đó và tôi như lạc vào thiên đường. HP là nhà tiên phong trong việc cung cấp những thiết bị đi-ốt phát sáng. Vì vậy, chúng tôi thảo luận về những chức năng và việc có thể làm với chúng”. Lúc đó, cha của Steve đang làm việc cho một công ty sản xuất thiết bị lượng tử ánh sáng (laser) vì thế đó là chủ đề đặc biệt hấp dẫn với ông. Một tối, ông ngồi nói chuyện với một trong những kỹ sư về công nghệ laser của HP sau buổi thảo luận và tới thăm phòng thí nghiệm quang học về phép giao thoa laser. Nhưng ấn tượng đáng nhớ nhất lúc đó lại là việc chứng kiến công ty đang phát triển những chiếc máy vi tính. “Lần đầu tiên tôi được nhìn thấy chiếc máy tính để bàn là ở tại đây. Nó được đặt tên là 9100A, một chiếc máy tính được ca ngợi rất nhiều và thật sự cũng là chiếc máy vi tính để bàn đầu tiên. Nó lớn, chắc phải hơn 18 kg (40 pao) nhưng tôi rất hứng thú với nó”.

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Những đứa trẻ tham gia câu lạc bộ Những người khám phá HP đều được khuyến khích xây dựng những dự án riêng của mình, và Jobs quyết định tạo ra một máy đếm tần số, đo lường số lượng xung điện trên một giây trong một tín hiệu điện tử. Ông cần một số linh kiện mà HP sản xuất, nên ông đã nhấc máy và gọi điện tới CEO của HP. “Họ trả lời rằng họ không có số liệu của những con số chưa được yêu cầu thống kê. Vì vậy, tôi đã tìm số của Bill Hewlett và gọi tới nhà ông ấy. Ông ấy giải đáp những câu hỏi của tôi trong vòng 20 phút. Ông ấy không chỉ đưa cho tôi những thứ tôi cần mà còn đề nghị tôi làm việc ở công ty, nơi sản xuất những chiếc máy đếm tần số”. Jobs đã làm tại đây vào mùa hè, ngay sau khi kết thúc năm học đầu tiên tại Homestead High. Job kể rằng “cha chở tôi đến làm việc vào buổi sáng và đón tôi vào mỗi tối.”

Công việc chủ yếu của Jobs là “đặt những đai ốc và bu lông vào linh kiện” trong dây chuyền sản suất. Lúc đó, những người công nhân trong dây chuyền sản xuất đều tỏ ra bất mãn với một đứa trẻ khó ưa, người đã thuyết phục để được vào làm bằng cách gọi điện cho CEO. Jobs kể: “Tôi nhớ có lần nói chuyện với một trong những người quản lý rằng ‘Tôi thích những thứ này. Tôi thích những thứ này’ và hỏi ông ta rằng ông ta thích làm cái gì nhất. Ông ta đã trả lời tôi cụt lủn và giận dữ “Chết tiệt, chết tiệt”. Jobs đã không quá khó khăn trong việc lấy lòng những kỹ sư làm việc ở tầng trên. “Bánh rán và cà phê được phục vụ vào 10 giờ mỗi sáng. Vì thế, tôi chỉ cần lên trên tầng và tụ tập nói chuyện với họ”, Jobs chia sẻ.

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Jobs thích làm việc. Ngoài việc ở công ty, Jobs còn đi giao báo (cha sẽ chở đi nếu trời mưa) và trong suốt năm thứ hai trung học, làm nhân viên kho bán thời gian ở cửa hàng điện tử Haltek. Những linh kiện điện tử và cơ khí có thể tìm được khắp nơi với đủ trạng thái mới, đã qua sử dụng hay những thứ được lượm nhặt trong khắp các ngõ ngách của khu “thiên đường đồ phế thải vật liệu”. Jobs nhớ rằng “tất cả những phím bấm hay bộ xử lý đều có thể thấy ở đây. Màu gốc của chúng là màu xanh lá và màu xám nhưng họ đã phủ lên bộ chuyển mạch và bóng đèn màu hổ phách và đỏ. Bạn cũng có thể tìm thấy ở đây những bộ chuyển mạch cũ, to đến nỗi khi bạn bật chúng, cảm giác thú vị như bạn đang thổi tung cả Chicago này”.

Ở quầy trao đổi vật dụng được dựng bằng gỗ, nơi chất đầy những quyển catalogue dày cộp bìa rách nát, mọi người có thể trao đổi để lấy những bộ chuyển mạch, điện trở, tụ điện và đôi khi là những con chip đời mới nhất. Cha Steve thường làm như vậy với những linh kiện ô tô và luôn thành công vì ông biết rõ giá trị của từng thứ hơn tất cả nhân viên ở kho. Jobs cũng làm tương tự như vậy. Kiến thức về điện tử của ông được tích lũy và mài rũa nhờ tình yêu của ông với công việc đàm phán và tìm kiếm lợi nhuận. Ông thường đi đến những khu chợ đồ điện tử cũ như San Jose để trao đổi, lấy về một bảng mạch điện tử chứa một vài con chip hữu dụng hoặc một số linh kiện khác và sau đó bán lại cho ông chủ ở Haltek.

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Với sự giúp đỡ của cha, Jobs có thể mua chiếc xe đầu tiên của mình khi mới mười lăm tuổi. Đó là chiếc xe Nash Metropolitan hai màu được cha ông trang bị thêm động cơ của MG. Jobs thật sự không thích nó chút nào nhưng lại không thể nói với cha mình như vậy cũng như bỏ lỡ cơ hội có một chiếc xe của riêng mình. Jobs nói “Ngày trước, chiếc Nash Metropolitan có thể được coi là chiếc xe mà ai cũng mong muốn nhưng ở thời điểm tôi nhận được chiếc xe, nó gần như là chiếc xe cổ lỗ nhất trên thế giới. Nhưng dù sao, nó vẫn là một chiếc ô tô, có còn hơn không và điều đó thật tuyệt vời”. Trong vòng một năm, bằng việc làm đủ nghề, Jobs đã tiết kiệm được khoản tiền đủ để đổi sang chiếc xe Fiat 850 hai cửa màu đỏ với động cơ Abarth. “Cha tôi đã giúp tôi mua và kiểm tra máy. Cảm giác cố gắng tiết kiệm và cuối cùng có thể tự trả tiền cho một món đồ thật là tuyệt!”.

Cũng mùa hè năm đó, giữa năm hai và năm cuối cấp ở trường trung học Homestead, Jobs bắt đầu hút cần sa (marijuana). Ông nói “Tôi hút lần đầu vào mùa hè năm đó và rồi, tôi bắt đầu sử dụng thường xuyên hơn”. Một hôm, cha của Steve tìm thấy chất gây nghiện (Dope) trong chiếc Fiat của cậu con trai. Ông hỏi “Cái gì đây hả Steve?”. Job trả lời một cách tỉnh bơ, “Cần sa cha ạ”. Đây là một trong số ít lần trong đời Steve thấy cha mình thật sự nổi giận. Và ông từng kể rằng “Đây là cuộc chiến thực sự duy nhất xảy ra giữa tôi và cha mình”. Nhưng sau đó, như mọi lần, cha Jobs lại phải nhượng bộ cậu con trai. “Cha muốn tôi hứa rằng sẽ không bao giờ được sử dụng chất kích thích nữa, nhưng tôi đã không hứa”. Thực tế, năm cuối cấp, Jobs sử dụng thêm LSD (một dạng thuốc kích thích) cũng như luôn chìm đắm trong trạng thái mơ màng mất nhận thức đi kèm với chứng thiếu ngủ. “Tôi bắt đầu sử dụng chất kích thích nhiều hơn. Thậm chí đôi lúc chúng tôi còn dùng ma túy, thường thì ở nơi rộng rãi hoặc trong ô tô”.

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Jobs cũng trưởng thành về nhận thức trong hai năm cuối cấp ở trường trung học. Ông thấy mình đang đứng ở ngã tư đường giữa một bên là sự lựa chọn trở thành một trong những “con mọt” công nghệ, đắm mình trong mớ vi mạch điện tử và một bên là trở thành con người mẫu mực, học tập và sáng tạo theo con đường hàn lâm. Jobs kể rằng “Lúc đó tôi bắt đầu nghe nhạc nhiều hơn và đọc sách về lĩnh vực khác ngoài khoa học và công nghệ nhiều hơn, như Shakespeare hay Plato. Tôi thích Vua Lear”. Steve ngoài ra cũng rất yêu thích Moby – Dick và những bài thơ của Dylan Thomas. Tôi từng hỏi tại sao ông lại luôn ví mình với Vua Lear và thuyền trưởng Ahab, hai nhân vật được nhận xét là ương ngạnh và nổi loạn nhất trong văn học, nhưng ông không trả lời về sự liên tưởng này của tôi và tôi cũng thôi không hỏi nữa. Ông nói, “Khi tôi học năm cuối trung học, có một lớp tiếng Anh ngoại khóa. Thầy giáo trông rất giống Ernest Hemingway. Thầy đã dẫn một nhóm chúng tôi đi trượt tuyết ở Yosemite”.

Có một khóa học mà Jobs đã tham gia như một phần của quá trình tìm hiểu về thung lũng Silicon: đó là khóa học về điện tử do John McCollum, một cựu lính hải quân giảng dạy. Chính sự tinh tế trong cách thuyết trình đã kích thích hứng thú học hỏi của học viên với những chiêu thức cuộn dây Tesla (một cuộn dây dạng lò xo - ruột gà). Khu nhà kho nhỏ của John chính là nơi ông “nuông chiều” sở thích của những học viên của mình, chất đầy bóng bán dẫn và những linh kiện khác.

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Lớp học của McCollum nằm trong một tòa nhà giống như một xưởng làm việc nằm bên cạnh khuôn viên trường, ngay cạnh bãi để xe. Jobs chăm chú nhìn vào cửa sổ và chỉ nó cho tôi “Nó ở đằng kia, và phòng ngay bên cạnh là nơi diễn ra các lớp học về ô tô trước đây. Chính sự sắp xếp cạnh nhau này đánh dấu sự chuyển đổi của Jobs từ những sở thích đặc trưng của thế hệ cha mình. “Thầy McCollum cho rằng những lớp học về điện tử là một gian hàng đồ tự động mới”.

McCollum là người rất coi trọng kỷ luật quân đội cũng như tôn trọng chính quyền. Nhưng Jobs thì không. Ác cảm với chính quyền áp đặt là điều không bao giờ ông che giấu. Thái độ cùa ông là sự kết hợp giữa sự linh hoạt, dẻo dai đến lập dị cùng sự nổi loạn đến hờ hững. Có lần, McCollum nói với tôi rằng “Jobs thường xuyên thu mình vào một góc làm những việc riêng của thằng bé và thực sự không muốn làm bất cứ thứ gì với tôi hay những đứa trẻ khác trong lớp”. Có lẽ vì vậy mà John không bao giờ tin tưởng giao cho Jobs chìa khóa đến căn nhà kho. Một hôm, Jobs cần một linh kiện mà lúc đó không có sẵn; vì vậy, Jobs gọi điện đề nghị nhà sản xuất, công ty Burroughs ở Detroit để nhờ họ thu thập và gửi tới. Ông nói với họ rằng ông đang thiết kế một sản phẩm mới và muốn kiểm tra bộ phận chứa linh kiện đó. Đơn đặt hàng của Jobs đã được chuyển tới bằng đường hàng không một vài ngày sau đó. Khi McCollum hỏi Jobs làm thế nào mà ông có được, Jobs đã miêu tả cuộc gọi điện của mình với giọng ngạo mạn đầy thách thức. McCollum đã nói với tôi “Tôi đã rất giận. Đó không phải là cách tôi muốn những học trò của mình cư xử”. Và Jobs đáp lại rằng “Em thậm chí còn không có tiền để gọi điện trong khi họ thì có đầy”.

Jobs tham gia lớp của thầy McCollum chỉ một năm thay vì ba năm như yêu cầu của khóa học. Trong một dự án của mình, ông đã làm được một thiết bị với hệ thống đèn quang điện mà có thể chuyển mạch khi tiếp xúc với ánh sáng. Đây là một trong những thứ mà không phải bất cứ học sinh trung học nào cũng có thể làm được. Điều này làm Jobs thích thú hơn nhiều so với việc chơi với những chiếc đèn laser, thứ mà ông học được từ người cha của mình. Cùng với một vài người bạn, Jobs thiết kế ánh sáng cho những bữa tiệc bằng cách tạo ra những tia sáng đèn laser đi qua các tấm gương gắn vào loa của hệ thống dàn âm thanh.

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Chương 2

CẶP ĐÔI PHI THƯỜNG

Hai chàng trai cùng tên “Steve”

Jobs và Wozniak trong ga–ra, năm 1976

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Woz

Khi còn học ở lớp của thầy McCollum, Jobs kết bạn với một sinh viên đã tốt nghiệp đại học tên là Stephen Wozniak, học sinh cưng của thầy và cũng là một huyền thoại của trường vì tài năng xuất chúng của cậu. Em trai của Stephen từng tham gia đội bơi lội với Jobs. Còn Stephen thì lớn hơn Jobs khoảng năm tuổi nhưng kiến thức về điện tử thì vượt xa ông. Tuy nhiên, xét về cả mặt tình cảm lẫn giao tế xã hội thì Stephen vẫn là một cậu bé trung học say mê công nghệ đến nhàm chán.

Giống như Jobs, Wozniak học được rất nhiều thứ từ cha của mình. Nhưng những thứ họ học được lại hoàn toàn khác nhau. Paul Jobs bỏ học từ trung học và bắt đầu biết cách kiếm được những khoản tiền kha khá bằng việc trao đổi mua bán các bộ phận cơ khí khi làm công việc của người thợ sửa chữa ô tô. Còn Francis Wozniak, cha của Stephen, thường được biết đến với cái tên Jerry thì lại là sinh viên xuất sắc tốt nghiệp ngành kỹ thuật của trường Kỹ thuật California (Cal Tech) danh tiếng. Khi đi học, cha của Stephen cũng từng tham gia đội bóng đá của trường ở vị trí tiền vệ và sau này trở thành nhà khoa học về tên lửa tại Lockheed. Ông coi trọng ngành khoa học kỹ thuật và coi thường những người làm kinh doanh, marketing và bán hàng. “Tôi nhớ có lần cha nói với tôi rằng nghiên cứu khoa học và chế tạo là tầng lớp danh giá và quan trọng nhất trong xã hội. Chính khoa học mới có thể đưa xã hội tiến lên một nấc thang mới”. Steve Wozniak kể cho tôi nghe như vậy.

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Một trong những ấn tượng đầu tiên của Steve Wozniak về công việc của cha đó là lần đến chỗ làm việc của cha vào một ngày cuối tuần và được ông đưa cho xem những linh kiện điện tử. Cha của Woz nói “Hãy để chúng xuống bàn và chúng ta sẽ cùng khám phá nó”. Steve Wozniak quan sát một cách thích thú khi người cha cố gắng làm cho màn hình hiển thị những đường sóng như một minh chứng rằng một trong những thiết kế vi mạch của ông hoạt động tốt. “Tôi cảm nhận rằng, dù cha có đang làm gì đi nữa thì nó cũng rất quan trọng và rất tốt”. Sau đó, Woz hỏi cha mình về hệ thống điện trở và bóng bán dẫn xung quanh nhà. Cha ông đã dùng một chiếc bảng đen vẽ các sơ đồ giải thích cho Steve. “Ông giải thích cho tôi cách thức hoạt động của điện trở bắt đầu từ việc giải thích về nguyên lý giữa nguyên tử và các electron. Và bởi vì tôi chỉ là một đứa trẻ học lớp hai nên ông đã chọn cách vẽ hình minh họa thay cho lời giải thích bằng những công thức phức tạp”.

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Ngoài kiến thức về kỹ thuật, cha của Woz còn dạy cho ông nhiều điều mà sau này chúng ăn sâu vào tính cách trẻ con và đôi chút vụng về trong giao tiếp xã hội của ông, đó là: Không bao giờ được nói dối. “Cha tôi thích sự trung thực. Sự trung thực gần như tuyệt đối. Đó là bài học tốt đẹp nhất mà cha đã dạy cho tôi. Tôi không bao giờ nói dối bất kỳ ai, thậm chí cho tới tận bây giờ.” (Lần duy nhất Woz nói dối là do yêu cầu của một trò đùa vô hại). Ngoài ra, cha của Woz còn truyền cho ông tư tưởng mang tính ác cảm với tham vọng, điều khiến Woz đối lập với Jobs. Woz đã biểu hiện rõ sự khác biệt giữa hai người trong một sự kiện ra mắt sản phẩm của Apple năm 2010, bốn mươi năm kể từ khi họ gặp nhau. Woz phát biểu “Cha tôi đã từng nói rằng ‘Con luôn đặt mình ở vị trí trung bình’. Quả thật, tôi không muốn ở vị trí cao như Jobs. Cha tôi là một kỹ sư thuần túy và đó cũng là những gì tôi mong muốn. Ở mức độ nào đó, tôi thấy mình không tự tin để có thể trở thành một lãnh đạo doanh nghiệp, người luôn phải chịu trách nhiệm đưa ra những quyết định kinh doanh cho toàn công ty như Jobs”.

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Đến năm lớp bốn thì Woz gần như trở thành một “cậu bé của công nghệ”. Việc làm quen sản phẩm bóng bán dẫn với ông thậm chí còn dễ hơn nhiều so với việc tiếp xúc và bắt chuyện với một bạn nữ. Woz có dáng mập mạp, lưng khom gù của một người suốt ngày chỉ biết khom mình trên những bảng vi mạch. Ở độ tuổi mà Jobs vẫn đang còn thắc mắc về hiện tượng chiếc micro carbon mà cha không thể giải thích thỏa đáng cho cậu thì Woz đã sử dụng bóng bán dẫn để xây dựng hệ thống kết nối liên lạc bao gồm có bộ khuếch đại âm thanh, rơ le ngắt, đèn và thiết bị tạo độ rung âm thanh như chuông nối các căn phòng của sáu đứa trẻ từ sáu ngôi nhà khác nhau trong khu vực. Và ở độ tuổi Jobs đang mải mê với các tác phẩm chế tạo từ bộ dụng cụ Heathkits của mình thì Woz đã lắp ráp hệ thống máy phát và nhận tín hiệu từ Hallicrafters, những chiếc radio “hoành tráng” nhất thời điểm đó.

Woz dành rất nhiều thời gian ở nhà để đọc những bài báo về điện tử của cha mình và thực sự bị mê hoặc bởi câu chuyện kể về những chiếc máy tính đời mới nhất như ENIAC . Bởi vì đại số gần như là kiến thức nằm lòng của Woz nên ông vô cùng ngạc nhiên khi biết rằng một chiếc máy vi tính được tạo ra rất đơn giản chứ không phải quá phức tạp. Đến năm lớp tám, Woz đã tự làm được một chiếc máy tính từ một trăm chiếc bóng bán dẫn, hai trăm đi-ốt và hai trăm vi điện trở trên mười bảng vi mạch. Và chính phát minh này đã mang lại giải nhất trong một cuộc thi khu vực được Lực lượng Không quân Hoa Kỳ (the Air Force) tổ chức. Ông đã đánh bại cả những đối thủ khác lớn tuổi hơn đang học lớp mười hai.

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Càng ngày, Woz càng cảm thấy lạc lõng hơn vì ở tuổi đó, các cậu bạn cùng tuổi Woz bắt đầu biết hẹn hò với bạn gái và tiệc tùng, những thứ mà Woz còn thấy phức tạp hơn cả việc thiết kế ra các bộ mạch điện tử. Ông tâm sự, “Từ chỗ được nhiều người biết đến, sống hòa đồng, đi xe đạp và làm những việc như hầu hết mọi người vẫn làm, tự nhiên lúc đó, tôi cảm giác như bị xã hội đào thải. Dường như trong một quãng thời gian dài, tôi không nói chuyện với bất kỳ ai”. Ông tìm lối thoát cho mình bằng các trò nghịch ngợm của tuổi thiếu niên. Lên lớp mười hai, ông chế tạo ra một chiếc máy đếm nhịp điện tử - một kiểu máy tạo ra tiếng tíc – tíc – tíc dùng để đếm thời gian trong lớp học nhạc và nhận ra nó kêu như thể một quả bom hẹn giờ. Vì vậy, cậu học sinh Woz lúc đó đã tháo nhãn vài bình ắc quy, ghép chúng lại với nhau và gắn vào một ổ khóa của trường. Chiếc máy được đặt chế độ kêu nhanh hơn khi chiếc khóa được mở ra hệt như một quả bom đặt chế độ hẹn giờ. Ngay lập tức, Woz được gọi lên phòng của ban giám hiệu. Ban đầu, ông nghĩ có lẽ là vì mình vừa mới đạt giải nhất toán học cấp trường. Tuy nhiên, sự thật là ông phải gặp cảnh sát. Thầy hiệu trưởng đã được thông báo ngay sau khi cảnh sát phát hiện ra thiết bị đó và ông này đã dũng cảm ôm chặt “quả bom” đó chạy ra sân bóng và gỡ “kíp nổ”. Woz đã cố gắng nhưng không thể nhịn cười khi nghe thấy điều đó. Cuối cùng, ông bị đưa đến trung tâm giáo dưỡng trẻ vị thành niên và ở đó một đêm. Đó thật sự là một trải nghiệm không thể nào quên. Tại đây, ông đã dạy những “người bạn đồng cảnh ngộ” của mình cách cắt dây điện dẫn đến những chiếc quạt trần và nối chúng với các song sắt khiến cho những ai chạm vào sẽ bị giật.

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Việc những đứa trẻ khác đã há hốc miệng vì kinh ngạc dường như là một “huy hiệu vinh dự” với Woz. Ông cảm thấy tự hào vì mình là một kỹ sư phần cứng, đồng nghĩa với việc hành động gây sốc cho mọi người càng diễn ra như cơm bữa. Một lần, Woz đã phát minh ra một trò chơi “con quay”, bốn người chơi đặt ngón tay cái của họ vào cùng một điểm. Nếu ai để bóng rơi thì sẽ bị điện giật. Và ông ghi nhận rằng “Với những gã làm phần cứng thì trò này chỉ là chuyện nhỏ, nhưng mấy gã thiết kế phần mềm đúng là những ‘con gà’”.

Trong suốt năm cuối trung học, Woz cũng đi làm bán thời gian ở Sylvania và lần đầu tiên trong đời ông có cơ hội làm việc với máy vi tính. Ông tự học ngôn ngữ lập trình biên dịch FORTRAN từ một cuốn sách và đọc quyển giới thiệu về hầu hết các hệ thống vận hành đang có tại thời điểm đó, bắt đầu với thiết bị điện tử PDP-8. Sau đó ông nghiên cứu các thông số kỹ thuật của những bộ vi mạch (microchip) mới nhất lúc đó và cố gắng thiết kế lại những chiếc máy vi tính bằng cách sử dụng những linh kiện mới hơn. Thách thức ông tự đặt ra cho mình là tái tạo lại những thiết kế trên với việc sử dụng số linh kiện ít nhất có thể. Mỗi đêm, ông lại cố gắng nâng cấp bản vẽ của mình tốt hơn so với bản đêm trước. Và khi kết thúc năm học cuối, ông đã trở thành chuyên gia điện tử nhưng ông chưa bao giờ kể cho những người bạn của mình. Ông nói “Thời điểm đó, tôi đã có thể thiết kế được những chiếc máy vi tính với số chip bằng một nửa so với con số mà một công ty chuyên nghiệp sử dụng trong các thiết kế của họ. Nhưng tất nhiên, nó mới chỉ là trên giấy”. Nói cho cùng, những cậu ấm cô chiêu ở lứa tuổi mười bảy ấy rồi cũng dễ dàng tìm được niềm vui thú của chính mình bằng trăm ngàn cách khác nhau.

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Vào một ngày cuối kỳ nghỉ Lễ tạ ơn năm cuối trung học, Woz đã tới thăm đại học Colorado. Trường đóng cửa vào dịp nghỉ lễ nhưng ông vẫn tìm được một sinh viên kỹ thuật và nhờ người đó đưa mình đi thăm phòng thí nghiệm ở đây. Ông năn nỉ cha cho theo học tại đây mặc dù học phí trái tuyến (ngoài địa phận bang nơi mình sinh sống) rất cao và gia đình ông không dễ kham được. Họ đành phải thỏa thuận rằng: Ông sẽ được cho theo học tại đây như ông muốn nhưng chỉ trong một năm rồi sau đó phải chuyển về trường công De Anza theo đúng tuyến. Sau khi chuyển tới Colorado vào kỳ nhập học mùa thu năm 1969, Woz lại dành quá nhiều thời gian vào những trò nghịch ngợm vô bổ (ví như việc tạo ra hàng loạt tập tin với nội dung chửi bới Nixon “Fuck Nixon”). Đó là lý do ông bị đánh trượt hai lần trong thời gian học tại đây và được chuyển sang giai đoạn quản chế và thử thách. Không chỉ dừng lại ở đó, ông còn lập ra một chương trình tính toán dãy số Fibonacci khiến cho các máy tính của trường gần như bị “thiêu cháy” vì thế trường đã bắt ông phải hoàn trả cho những thiệt hại gây ra. Tất cả những “sự cố” trên đã giúp ông giữ đúng thỏa thuận với cha mẹ mình và chuyển về theo học ở trường De Anza.

Sau một năm học khá dễ thở ở De Anza, Woz dùng thời gian rảnh của mình để kiếm tiền. Ông vào làm việc tại một công ty sản xuất máy tính cho Cục quản lý phương tiện mô tô California và một đồng nghiệp đã có một lời đề nghị khá thú vị, đó là ông ta sẽ cung cấp một số con chip không dùng đến để Woz chế tạo ra một trong số những chiếc máy vi tính mà ông đã nghiên cứu và phác thảo trên giấy. Wozniak quyết định sử dụng càng ít chip càng tốt vừa như là một sự thử thách với chính mình vừa vì ông không muốn lợi dụng sự hào phóng của người đồng nghiệp.

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Phần lớn công việc của Woz được thực hiện tại nhà để xe của một người bạn gần nhà tên là Bill Fernandez, người vẫn đang học trung học tại trường Homestead. Để củng cố thêm quyết tâm, họ uống rất nhiều soda kem Cragmont, tự đạp xe xuống Sunnyvale Safeway để trả lại chai, nhận lại tiền đặt cọc và mua tiếp. Woz nói thêm rằng “Đó cũng là lý do vì sao chúng tôi gọi chúng là những chiếc ‘máy vi tính Soda kem’. Về cơ bản nó là một chiếc máy tính có khả năng nhân những số được nhập vào thông qua một tập các công tắc và hiển thị kết quả dưới dạng mã nhị phân bằng những bóng đèn nhỏ.

Khi công việc hoàn thành, Fernandez nói với Wozniak rằng ông nên gặp một người đồng môn của Fernandez ở trường trung học Homestead. “Cậu ấy tên là Steve, cũng thích thực hiện những trò nghịch ngợm như cậu và cũng đam mê chế tạo những thiết bị điện tử như cậu”. Đó có thể được coi là cuộc gặp gỡ định mệnh trong một nhà để xe ở thung lũng Silicon, giống như cuộc gặp gỡ giữa Hewlett và Packards trước đó ba mươi hai năm. Woz kể rằng “Jobs và tôi ngồi ở vỉa hè trước nhà của Bill rất lâu chỉ để tán phét, chủ yếu là về những trò nghịch ngợm của hai đứa và về những thiết kế điện tử mà chúng tôi đã sáng tạo ra. Chúng tôi có rất nhiều điểm chung. Thường thì, hầu như tôi không thể giải thích cho mọi người về những thiết kế của mình nhưng với Jobs ngược lại, cậu ấy hiểu nó ngay tức khắc. Và tôi thích cậu ấy. Cậu ấy là một người “khẳng khiu” nhưng rất dẻo dai và tràn đầy năng lượng”.

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Còn Jobs thì nhận định về người bạn của mình như sau: “Woz là người đầu tiên trong số những người tôi từng gặp hiểu biết về điện tử nhiều hơn tôi. Tôi thích anh ấy ngay lập tức. Trông tôi già dặn hơn tuổi một chút, còn anh ấy lại trẻ con hơn tuổi một chút, vì vậy, giữa chúng tôi hầu như không có sự chênh lệch lớn. Woz rất thông minh nhưng về mặt tâm lý tình cảm, anh ấy chỉ như bằng tuổi tôi”.

Bên cạnh sở thích về máy tính, chúng tôi còn có điểm chung là niềm đam mê âm nhạc. “Đó là quãng thời gian tuyệt vời cho tình yêu âm nhạc, giống như bạn đang sống trong thời đại khi mà Beethoven và Mozart còn sống. Thật sự, mọi người thường có những so sánh hồi tưởng như vậy. Đương nhiên, Woz và tôi cũng chìm đắm trong đó”. Jobs nhớ lại. Cụ thể là Stephen đã khơi dậy trong Jobs về một thời hoàng kim của Bob Dylan. “Chúng tôi đã tìm kiếm người gửi bản tin về Bob Dylan ở Santa Cruz. Dylan ghi âm tất cả những buổi biểu diễn của mình nhưng những người làm việc cho ông lại thiếu cẩn trọng vì thế nên rất nhanh chóng, những cuốn băng này được sao chép lậu và lan tràn khắp nơi. Và dĩ nhiên là anh chàng viết bản tin kia có tất cả chúng,” Jobs nói.

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Việc săn lùng những cuốn băng của Dylan không lâu đã trở thành một phi vụ cộng tác của cả hai. “Hai chúng tôi sẵn sàng rong ruổi qua San Joe và Berkely, dò hỏi về những bản thu lậu chương trình của Dylan và thu lượm chúng. Chúng tôi mua những quyển nhạc có lời bài hát của Dylan và lẩm nhẩm tới tận đêm khuya. Ngôn từ trong những bài hát của Dylan có khả năng tác động mạnh tới suy nghĩ sáng tạo của con người”, Woz nói với tôi. Và Jobs tiếp lời, “Tôi có hơn một trăm giờ thu âm âm nhạc của Dylan, có cả từng buổi diễn trong các chuyến lưu diễn ’65 và ’66” . Cả hai người họ đều chọn mua những chiếc máy cassets TEAC có hai cửa băng. Woz nói “Tôi sẽ sử dụng máy thu của tôi ở tốc độ chậm để thu được nhiều bản nhạc hơn trong một cuộn băng. Jobs thì nói “Thay vì sử dụng những chiếc loa to, tôi mua một đôi tai nghe (headphones) khá đẹp để có thể nằm xuống giường và nghe nhạc hàng giờ đồng hồ”.

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Jobs đã thành lập một câu lạc bộ ở trường trung học Homestead, nơi luôn diễn ra các buổi trình diễn kết hợp giữa âm nhạc và ánh sáng và cũng để thực hiện những trò nghịch ngợm của ông. (Một lần, họ đã dính chiếc ghế toilet sơn vàng lên một chậu hoa). Câu lạc bộ đó được đặt tên là Buck Fry, một trò chơi chữ trên quý danh của thầy hiệu trưởng. Woz và bạn mình Allen Baum mặc dù đã tốt nghiệp nhưng vẫn tham gia “hiệp lực” với Jobs, lúc đó đang học lớp mười một, để tạo ra một sự kiện chia tay với những học sinh cuối cấp. Xuất hiện ở khuôn viên trường Homestead bốn mươi năm sau, Jobs đã dừng lại và chỉ cho tôi nơi đã diễn ra hành động phiêu lưu thời đó của ông. “Ông nhìn thấy ban công đằng kia không? Đó chính là nơi ngày xưa chúng tôi đã treo một cái băng rôn – một trò nằm trong số những trò nghịch ngợm của chúng tôi”. Baum nhuộm hai màu đặc trưng của trường là xanh lá cây và trắng trên một tấm ga trải giường lớn, mặt trước có vẽ một bàn tay lớn giơ ngón giữa lên chào. Chính người mẹ gốc Do Thái xinh đẹp của Baum là người đã giúp họ vẽ nó, đồng thời cũng chỉ cho họ cách tạo bóng và đường viền để sao trông giống thật nhất. Bà cười khúc khích khi nhắc lại chuyện đó với tôi “Tôi biết nó là cái gì”. Họ còn thiết kế một hệ thống ròng rọc và dây thừng để có thể hạ thấp nhanh chóng khi các lớp học sinh tốt nghiệp diễu hành và đặt cho nó một cái tên là “SWAB JOB”, những ký tự đầu trong tên của Wozniak và Baum kết hợp với tên của Jobs. Trò nghịch này trở thành một câu chuyện truyền miệng trong trường và Jobs bị đình chỉ học một lần nữa.

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Có một trò nghịch ngợm khác liên quan đến thiết bị bỏ túi có khả năng phát ra sóng Tivi mà Wozniak chế tạo ra. Ông mang nó đến phòng sinh hoạt chung nào đó, như ở trong ký túc xá, nơi rất nhiều người tụ tập xem truyền hình và bí mật nhấn nút kích hoạt thiết bị khiến cho màn hình trở nên mờ và nhiễu. Khi ai đó đứng dậy và đập đập vào thùng tivi, ông lại nhả nút bấm ra và hình ảnh lại rõ nét trở lại. Một khi ông đã khiến cho những “khán giả truyền hình” đứng lên đứng xuống theo ý mình mà không một chút nghi ngờ, ông sẽ khiến mọi thứ phức tạp hơn. Ông sẽ giữ cho hình ảnh bị nhiễu cho đến khi ai đó chạm vào ăng ten. Cuối cùng ông lại khiến cho mọi người nghĩ rằng hoặc họ phải giữ cần ăng ten trong tư thế co một chân, hoặc phải đập vào mặt trên của tủ ti vi để giải quyết vấn đề. Nhiều năm sau, trong một buổi thuyết trình, Jobs gặp rắc rối với việc cho chạy một đoạn băng video và ông đã chuyển hướng nói chuyện bằng việc thuật lại trò nghịch ngợm mà họ đã làm với thiết bị này một cách hứng thú: “Woz để nó ở trong túi và chúng tôi đi vào một ký túc xá, nơi mọi người đang cùng xem phim, như Star Trek chẳng hạn. Woz vặn nút thiết bị gây nhiễu sóng và ai đó sẽ phải đứng lên để chỉnh chiếc ti vi. Cứ khi nào họ đứng lên chữa cái tivi thì Woz tắt thiết bị nhưng ngay khi có họ quay lại chỗ ngồi thì ông lại bật nó lên, cứ thế lặp đi lặp lại như vậy. Cứ khoảng năm phút một lần thì lại có một người trở thành nạn nhân của trò đùa tinh quái này”.

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Blue Box – Hộp quay số điện thoại

Và sự kết hợp cuối cùng giữa điện tử và những trò chơi “ngông” của bộ đôi này, đồng thời cũng là hành động phiêu lưu giúp khởi xướng ra Apple, diễn ra vào một chiều chủ nhật khi Wozniak đọc được một bài báo trên tạp chí Esquire mà mẹ cậu để trên bàn ăn. Lúc đó là tháng 9 năm 1971 và Woz đang định hôm sau sẽ nhập học tại Berkely, trường đại học thứ ba của ông. Câu chuyện với tựa đề “Bí mật của ‘chiếc hộp xanh’ nhỏ bé”, được viết bởi Ron Rosenbaum, nói về Blue Box6, câu chuyện mô tả cách mà những kẻ trộm cướp viễn thông xâm nhập vào hệ thống và gọi điện đường dài miễn phí bằng cách dùng bản sao mô phỏng âm thanh truyền tín hiệu trên hệ thống mạng AT&T. Wozniak nói rằng “Đọc được nửa bài báo thì tôi phải nhấc máy gọi luôn cho người bạn chí cốt của tôi là Steve Jobs và cùng anh ấy đọc nốt bài báo dài này”. Wozniak hiểu rằng Jobs, mặc dù bận rộn với việc chuẩn bị cho năm học cuối cấp, vẫn là một trong số hiếm hoi người có thể chia sẻ được sự phấn khích của ông lúc đó.

Người anh hùng được nhắc tới trong bài báo đó tên là John Draper, một tin tặc (hacker) được biết đến biệt danh Captain Crunch, trước đó đã khám phá ra rằng những âm thanh phát ra từ chiếc còi đồ chơi kết hợp cùng với ngũ cốc ăn sáng giống y hệt âm điệu 2600 Hertz khi hệ thống tín hiệu mạng điện thoại báo chuyển hướng cuộc gọi. Chính việc này khiến cho hệ thống có thể bị xâm nhập để thực hiện những cuộc gọi đường dài mà không phải trả thêm bất cứ một khoản phí nào. Bài báo cũng tiết lộ rằng những âm điệu khác được dùng để truyền tín hiệu cuộc gọi có thể tìm thấy trong những tài liệu trên tạp chí Hệ thống kỹ thuật của Bell, những tài liệu mà AT&T đã phải yêu cầu thư viện gỡ bỏ khỏi giá sách ngay lập tức.

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Ngay khi nhận được cuộc gọi từ Wozniak vào chiều chủ nhật, Jobs biết rằng họ phải bắt tay nghiên cứu những tạp chí kỹ thuật này ngay lập tức. Job kể rằng “Woz đã đón tôi chỉ vài phút sau đó và chúng tôi đi ngay đến thư viện ở SLAC (The Stanford Linear Accelerator Center – trung tâm Gia số tuyến tính Stanford) để tìm kiếm chúng”. Hôm đó là chủ nhật nên thư viện đóng cửa nhưng họ biết cách đột nhập qua một cách cửa hiếm khi khóa. Jobs tiếp tục: “Tôi nhớ chúng tôi đã xới tung đống sách trong thư viện và chính Woz là người đã tìm ra tờ báo đó. Quỷ thần ơi, chính là nó, chúng tôi đã thấy nó. Chúng tôi không kìm lại được mà liên tục thốt lên ‘Quỷ thần ơi, nó là sự thật. Nó là sự thật’. Tất cả đều có ở trong tài liệu này, âm điệu, tần số”.

Wozniak đi ngay đến Sunnyvale Electronics để kịp mua những linh kiện lắp đặt một chiếc máy phát âm thanh dạng tín hiệu tuần tự (analog) trước khi nó đóng cửa vào buổi tối. Jobs đã từng làm một cái máy đếm tần số khi tham gia vào Câu lạc bộ những nhà khám phá HP và họ đã sử dụng chúng để hiệu chuẩn những âm điệu mong muốn. Với một lần quay số, họ có thể có bản sao mô phỏng và ghi lại bằng những âm thanh đúng như mô tả ở bài báo. Đến nửa đêm thì họ đã sẵn sàng để thử nghiệm nó. Nhưng không may là bộ dao động mà họ sử dụng không đủ ổn định để mô phỏng lại những âm thanh nhỏ một cách chính xác giúp có thể “chơi khăm” công ty viễn thông. Woz nói “Chúng tôi đã nhận ra sự thiếu ổn định khi sử dụng máy đếm tần số của Jobs và đã không thể thực hiện được ý định của mình. Sáng hôm sau tôi phải đến Berkeley để nhập học, vì vậy chúng tôi quyết định tôi sẽ tập trung chế tạo ra một phiên bản kỹ thuật số ngay khi tôi đến đó”.

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Trước đó, chưa từng có ai chế tạo phiên bản điện tử của Blue Box nhưng Woz đã dám liều lĩnh làm nó. Với sự giúp đỡ của một sinh viên âm nhạc ở cùng ký túc xá, người có âm vực hoàn hảo, Woz đã sử dụng đi-ốt và bóng bán đẫn từ Radio Shack để làm ra Blue Box điện tử trước Lễ tạ ơn. Ông nói rằng “Tôi chưa bao giờ thiết kế ra một mạch điện tử nào đáng tự hào hơn. Đến tận bây giờ tôi vẫn nghĩ đúng là không thể tin được”.

Một đêm, Wozniak đã lái xe từ Berkely xuống nhà Jobs để thử vận hành thiết bị mới. Họ cố gắng gọi điện cho bác của Wozniak ở Los Angeles nhưng gọi sai số. Chẳng hề hấn gì, điều quan trọng là cuối cùng thiết bị của họ đã hoạt động. Wozniak đã hét lên sung sướng “Xin chào, chúng tôi đang gọi cho bạn miễn phí! Chúng tôi đang gọi cho bạn miễn phí!”. Người ở đầu dây bên kia lúng túng và khó chịu. Jobs chen thêm “Chúng tôi đang gọi cho bạn từ California! Từ California! Bằng một chiếc Blue Box”. Điều này có thể cũng chẳng có ý nghĩa gì với người đàn ông đó vì ông ta cũng ở California.

Đầu tiên, Blue Box được sử dụng để phục vụ những trò nghịch ngợm của hai người. Táo bạo nhất là khi họ dám gọi điện đến tòa thánh Vatican, Wozniak giả là Henry Kissinger và bày tỏ mong muốn được nói chuyện với Đức thánh cha. Ông luyến láy âm điệu sao cho giống tiếng của Henry Kissinger “Chúng tôi có một hội nghị thượng đỉnh tại Moscow và chúng tôi cần nói chuyện với Đức thánh cha” (Ve are at de summit meeting in Moscow, and ve need to talk to de pope”. Ông được trả lời rằng lúc đó là năm rưỡi sáng và Đức thánh cha đang ngủ. Khi ông gọi lại, ông gặp một vị giám mục, người được cho là sẽ làm công việc của phiên dịch viên. Nhưng thật sự họ không bao giờ chuyển máy cho Đức thánh cha. Jobs nói “Họ nhận ra Woz không phải là Henry Kissinger vì lúc đó, chúng tôi đang gọi từ một bốt điện thoại công cộng”.

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Sau đó, họ đã đi đến một quyết định quan trọng đánh dấu một thành công hữu hình trong mối quan hệ hợp tác của họ, đó là Jobs có ý tưởng sẽ biến Blue Box không còn là thứ đồ chơi tiêu khiển của hai người nữa mà họ sẽ sản xuất và bán chúng. “Tôi thu thập tất cả các linh kiện cần dùng như vỏ thiết bị, nguồn điện, phím bấm và tính toán ra giá cả rồi chúng tôi sẽ bán chúng”, Jobs kể lại công việc của mình như một điềm báo trước về vai trò của ông khi họ thành lập ra Apple. Sản phẩm hoàn thiện có kích cỡ bằng hai sấp bài. Giá mua linh kiện khoảng 40 đô-la và họ sẽ bán thành phẩm với giá 150 đô-la.

Bắt chước những “tin tặc viễn thông” nổi tiếng như Captain Crunch, Jobs và Woz cũng tự phong cho mình những tên hiệu riêng. Woz trở thành “Berkely Blue” còn Jobs là “Oaf Tobark”. Họ mang thiết bị của mình đến ký túc xá của trường đại học và trình diễn cho mọi người xem bằng cách gắn nó vào một chiếc điện thoại có loa ngoài. Khi những vị khách hàng tiềm năng chăm chú quan sát, họ sẽ thực hiện cuộc gọi cho khách sạn hạng sang Ritz ở London hay gọi tới một dịch vụ nghe kể chuyện cười ở Australia. Jobs nhớ rằng “Chúng tôi đã làm một trăm hoặc hơn chiếc Blue Box và bán gần hết chúng”.

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Tuy nhiên cuộc chơi và lợi nhuận đã kết thúc trong một tiệm bánh pizza ở Sunnyvale. Jobs và Wozniak đang trên đường lái xe tới Berkely với một chiếc Blue Box họ mới hoàn thành. Jobs cần tiền và rất hăm hở để bán nó nên ông chia sẻ thông tin về chiếc máy với mấy gã ngồi bàn kế bên. Họ thật sự rất thích thú, vì vậy, Jobs đi tới một bốt điện thoại và trình diễn nó bằng một cuộc gọi đến Chicago. Những vị khách hàng triển vọng này nói họ cần ra chỗ ô tô để lấy tiền. “Vì vậy, chúng tôi đi với họ ra chỗ để xe, cầm theo chiếc Blue Box. Một gã vào trong ô tô, cúi xuống ghế sau và rút ra một khẩu súng”, Jobs kể lại. Chưa bao giờ trong đời Jobs lại bị chĩa súng gần như vậy nên ông hoảng sợ tột độ. “Anh ta dí súng vào bụng tôi và nói ‘Đưa cái thiết bị kia đây, người anh em’. Tôi bắt đầu chạy đua với ý nghĩ chiếc cửa xe đang mở, tôi có thể đóng sập nó lại, đập vào chân hắn ta và chúng tôi có thể chạy thoát. Nhưng cũng có xác suất cao là hắn ta sẽ bắn tôi. Vì vậy, tôi quyết định đưa chiếc Blue Box cho hắn một cách từ từ, cẩn thận”. Đây quả là một kiểu cướp lạ lùng trên thế giới. Tên cướp Blue Box của Jobs đã đưa số điện thoại của hắn và nói sẽ cố gắng kiếm tiền trả nếu hắn thấy thiết bị hoạt động tốt. Sau đó, khi Jobs gọi điện cho hắn, hắn nói vẫn chưa tìm ra được cách sử dụng nó. Vì vậy, Jobs đã khéo léo thuyết phục hắn gặp mình và Wozniak ở một nơi công cộng. Nhưng cuối cùng họ lại quyết định không chạm trán với tên cướp có súng kia lần nữa, thậm chí ngay cả khi họ có cơ hội để lấy lại 150 đô-la của mình.

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Việc hợp tác này đã mở đường cho những “cuộc phiêu lưu” ở mức độ cao hơn nhiều của Jobs và Woz sau này. Jobs đã phải thừa nhận rằng “Nếu không có phi vụ Blue Box, sẽ không có Apple ngày nay. Tôi chắc chắn 100% về điều này. Woz và tôi đã học được cách phối hợp làm việc với nhau và hơn cả là chúng tôi cảm thấy tự tin rằng chúng tôi có thể giải quyết các vấn đề kỹ thuật và tạo ra những sản phẩm thực sự có thể đưa vào sản xuất và phân phối”. Họ đã sáng tạo ra một thiết bị với bảng vi mạch nhỏ có thể kiểm soát được một hệ cơ sở hạ tầng trị giá hàng tỷ đô-la. “Ông không thể nào hình dung được lúc đó chúng tôi cảm thấy tự tin thế nào đâu”. Và Woz cũng tán thành với Jobs: “Việc bán thiết bị có thể là một ý tưởng tồi nhưng nó đã mang lại cho tôi cảm nhận về những gì chúng tôi có thể làm được với khả năng hiểu biết kỹ thuật và tầm nhìn của chúng tôi”. Phi vụ mạo hiểm Blue Box đã đặt nền móng cho sự phát triển của mối quan hệ hợp tác của chúng tôi, điều mà chúng tôi đáng nhẽ phải hiện thực hóa sớm hơn. Wozniak là một thiên tài về điện tử, người có thể tạo ra bất cứ phát minh gọn nhẹ mà tối ưu nhất nhưng sự nhu mì lại khiến ông có thể sẵn sàng vui vẻ cho không, tặng hoặc bán nó với mức giá rẻ. Còn Jobs sẽ là người tìm cách để khiến các phát minh của Wozniak trở nên thân thiện với người dùng hơn, cách đóng gói và phân phối chúng để có được những món hời, thậm chí hơn cả mong đợi.

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Chương 3

BỎ HỌC

Khởi đầu. Bắt nhịp.

Chrisann Brennan

Mùa xuân năm 1972, năm học cuối cấp ở trường Homestead, Jobs bắt đầu hẹn hò với một cô gái. Chrissan Brennan bằng tuổi Jobs nhưng học kém một lớp. Với mái tóc màu nâu nhẹ, đôi mắt xanh, gò má cao cùng dáng dấp mong manh của một cô thiếu nữ thì Chrissan quả rất quyến rũ. Cha mẹ của Chrissann vừa ly dị. Chính sự tan vỡ của gia đình khiến Chrissann rất dễ bị tổn thương. Jobs nhớ lại “Chúng tôi cùng làm chung trong dự án một bộ phim hoạt họa rồi bắt đầu hẹn hò. Cô ấy trở thành người bạn gái thật sự đầu tiên của tôi”. Brennan sau này cũng nói rằng “Steve là một con người điên khùng. Nhưng chính điều đó đã hấp dẫn tôi”.

Sự điên khùng của Jobs có lẽ đã được điều chỉnh và trau dồi bởi nhận thức. Ông đã bắt đầu những cuộc thử nghiệm, sẽ duy trì trong suốt cuộc đời, với chế độ ăn kiêng nghiêm ngặt, chỉ có rau và hoa quả. Chính vì vậy, người ông gầy và mảnh khảnh như một cỗ chiến xa hạng nhẹ. Ông luyện được cách nhìn chằm chằm vào người khác mà không chớp mắt, ông có thể phá vỡ sự im lặng trong một thời gian dài bằng một loạt những câu nói nhanh và ngắn gọn. Sự pha trộn khác thường giữa những xúc cảm mãnh liệt và sự xa lánh cô độc kết hợp với mái tóc ngắn đến ngang vai và bộ râu lởm chởm mang lại cho Jobs thần thái của một vị pháp sư điên khùng. Ở Steve có sự hòa quyện của một người thuyết phục tài tình đồng thời lại gây ra cho người khác sự ớn lạnh đến nổi da gà. Brennan kể rằng “Steve thường đi đi lại lại, trông như nửa tỉnh nửa mê. Anh ấy có quá nhiều sự lo lắng, cảm giác như xung quanh là một màn đêm rộng lớn bao trùm vậy”.

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Job bắt đầu sử dụng chất kích thích gây ảo giác và sau đó ông cũng kéo cả Brennan vào cuộc chơi này trên một cánh đồng lúa mỳ ở ngoại ô Sunnyvale. Ông nói “Thật là tuyệt vời. Tôi thường nghe nhạc của Bach, và khi đó đột nhiên, cả cánh đồng lúa mỳ như ngập tràn những giai điệu của Bach. Giây phút đó đích thực là giây phút tuyệt vời nhất trong cuộc đời tôi. Tôi cảm giác như mình là vị nhạc trưởng của dàn hòa tấu đang đắm mình trong những giai điệu làm mê lòng người”.

Mùa hè năm 1972, sau khi tốt nghiệp, ông cùng với Brennan chuyển đến sống trong một nhà xe lưu động ở khu đồi trên Los Altos. Một ngày, Steve thông báo tới cha mẹ mình rằng “Con cùng với Chrisann sẽ chuyển đến sống ở nhà xe lưu động”. Cha của Steve rất tức giận, ông nói kiên quyết: “Điều đó không thể được, trừ phi bước qua xác ta”. Trước đó, họ đã phản đối việc Jobs sử dụng cần sa và giờ một lần nữa chàng thanh niên Jobs lại tiếp tục bị ngăn cản. Steve chào tạm biệt cha mẹ và bỏ đi.

Brennan dành rất nhiều thời gian của mùa hè năm đó để vẽ. Cô khá có tài hội họa, và bức vẽ chú hề cô tặng cho Jobs được treo mãi trên tường. Jobs thì làm thơ và chơi ghi-ta. Đôi lúc, ông có thể là một con người cực kỳ tàn nhẫn và lạnh lùng với Brennan, nhưng ông cũng là người rất cảm xúc và cương quyết với các quyết định của mình. Brennan nhận xét rằng “Jobs là một sự kết hợp kỳ lạ của một kẻ giác ngộ bên trong những biểu hiện của con người độc ác”.

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Giữa mùa hè năm đó, Jobs suýt thiệt mạng khi chiếc xe Fiat đỏ của ông bị cháy động cơ. Khi đang lái xe, cùng một người bạn trung học tên là Tim Brown, trên Đại lộ Skyline ở khu vực núi Santa Cruz thì anh bạn này bất chợt nhìn thấy đằng sau động cơ của chiếc xe đang bốc cháy và hét lên “Cho xe tấp vào lề đường đi, xe cậu đang cháy kìa”. Jobs dừng xe ở bên đường, dập lửa. Và cha Steve, mặc dù đang chiến tranh lạnh với cậu con trai vẫn lái xe đến khu đồi để kéo chiếc Fiat về nhà.

Với mục tiêu kiếm tiền mua xe mới, Jobs đã nhờ Wozniak chở đến trường đại học De Anza để tìm thông tin trên bảng thông báo của trường. Họ đọc được một quảng cáo rằng Trung tâm mua sắm Westgate ở San Joe đang tìm kiếm sinh viên sẵn sàng hóa trang và vui chơi với bọn trẻ. Với mức lương 3 đô-la/giờ, Jobs, Wozniak và Brennan phải mặc những trang phục hóa trang to tướng, nặng trịch phủ từ đầu đến chân để đóng giả làm các nhân vật trong chuyện Alice ở xứ sở thần tiên, Alice, Mad Hatter và Thỏ trắng. Wozniak, với sự nghiêm túc và ngọt ngào của mình thấy công việc này khá thú vị. Ông kể lại: “Lúc ấy, tôi nói với Jobs rằng mình muốn làm công việc này, đó là cơ hội thú vị vì tôi yêu trẻ nhỏ’. Nhưng tôi nghĩ Jobs cho rằng một công việc tệ hại thế mà tôi lại thấy đây là một trải nghiệm thú vị”. Jobs thì khó chịu cằn nhằn, “Trời rất nóng, bộ quần áo hóa trang lại quá nặng và sau một lúc, tôi cảm giác mình chỉ muốn bạt tai một vài đứa trẻ đó”. Kiên nhẫn là một những đức tính không bao giờ có ở Jobs.

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Trường Reed (Reed College)

Mười bảy năm trước, khi nhận con nuôi, cha mẹ của Jobs đã cam kết sẽ cho ông học đại học. Vì vậy, họ đã làm việc thật chăm chỉ và trách nhiệm để tiết kiệm số tiền không nhiều nhưng đủ để Jobs có thể theo học đại học sau khi tốt nghiệp. Nhưng Jobs, với sự ngang ngạnh ngày một gia tăng đã khiến mọi việc không hề suôn sẻ như vậy. Đầu tiên, ông giỡn rằng mình sẽ không học đại học. “Lúc đó, tôi nghĩ nếu không theo học đại học, tôi sẽ đi New York”, Jobs kể lại, trầm ngâm tưởng tượng thế giới của ông, và có lẽ và của chúng ta nữa, sẽ ra sao nếu ông chọn con đường ấy. Khi cha mẹ Jobs ép phải đi học đại học, ông phản ứng lại một cách khá gay gắt. Ông thậm chí còn không thèm quan tâm đến việc chọn trường, kể cả Berkely, nơi Woz đã theo học mặc dù họ có khả năng tài chính để lo cho ông theo học tại đây. Jobs cũng không thèm ngó ngàng gì đến Stanford, ngôi trường ở ngay gần nhà và có thể dành cho ông một suất học bổng. Jobs nói rằng “Những đứa chọn Standford để theo học thì chúng đã biết được chúng muốn gì rồi. Chúng thật sự chẳng có tí máu nghệ sĩ nào cả. Tôi, thì tôi muốn cái gì đó vừa nghệ sĩ lại vừa thú vị”.

Thay vào đó, Jobs khăng khăng chỉ đăng ký vào mỗi trường đại học Reed, một trường tư thục thuộc nhóm các trường khoa học xã hội ở Portland, Oregon với mức học phí gần như đắt nhất nước. Jobs đang đến thăm Woz ở Berkeley khi cha ông gọi điện thông báo đã nhận được thư chấp nhận của trường Reed cũng như cùng mẹ ông một lần nữa cố gắng thuyết phục ông chọn trường khác. Chi phí theo học ở Reed thật sự vượt quá khả năng tài chính của họ. Nhưng một lần nữa, cậu con trai của họ đáp lại bằng một tối hậu thư: Nếu không học ở Reed thì sẽ chẳng học ở đâu nữa. Và như thường lệ, cha mẹ của Jobs đành nhượng bộ.

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Reed chỉ có chừng một ngàn sinh viên, bằng nửa so với Homestead và được biết đến như một nơi mà sinh viên có một phong cách sống hippie theo xu hướng tự do, một sự kết hợp không dễ dàng thích nghi cùng với những tiêu chuẩn học thuật khắt khe và chương trình học khá nặng ở đây. Năm năm trước, Timothy Leary, một guru của nhóm những người tìm sự giác ngộ trong ảo giác, đã “ngồi vắt chéo chân” ở khu vực sinh hoạt chung của trường Reed trong trạng thái thăng hoa tinh thần do dùng LSD. Tại đây, ông ta đã hô hào mọi người “Giống như những vùng đất tuyệt vời từ xa xưa chúng ta đến để tìm kiếm sự kỳ ảo của thánh thần… Những mục tiêu cổ xưa này, chúng tôi định nghĩa nó trong phép ẩn dụ thích hợp hơn trong thời đại ngày nay là - “Hãy khởi động, hòa nhập và từ bỏ”. Rất nhiều sinh viên của Reed đã tuân theo cả ba huấn lệnh này và tỷ lệ bỏ học suốt những năm 1970 lên tới hơn một phần ba.

Đến thời gian Jobs bắt đầu nhập học vào mùa thu năm 1972, cha mẹ lái xe đưa Jobs lên Portland nhưng, như một hành động chống đối cứng đầu, Jobs từ chối đưa họ vào thăm khuôn viên trường. Trên thực tế, ông đã thậm chí không cả nói lời tạm biệt hay cảm ơn. Ông thuật lại giây phút đó sau này với sự hối hận:

Đó là một trong những điều tồi tệ khiến tôi thấy hổ thẹn nhất trong cuộc đời mình. Tôi đã không tinh ý chút nào và khiến cả cha mẹ tôi đau lòng. Họ đã cố gắng rất nhiều để chắc chắn rằng tôi có thể đi học ở Reed nhưng tôi lại không muốn họ có mặt ở đây, tham quan nơi tôi sẽ theo học. Tôi không muốn bất cứ ai biết rằng tôi có cha mẹ. Tôi muốn mọi người coi mình là một đứa trẻ mồ côi, đi lang thang vô định khắp nơi trên đất nước này bằng xe lửa và vừa đến trường, không từ đâu cả, không nguồn gốc, không mối ràng buộc, không thân thế, không gì cả”.

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Cuối năm 1972 đã diễn ra một sự chuyển dịch cơ bản trong cuộc sống tại các trường đại học ở Mỹ. Sự tham chiến tại Việt Nam và chế độ quân dịch đi kèm với nó đã được co hẹp. Các hoạt động chính trị tại các trường đại học đã lui vào hậu trường. Nội dung các cuộc nói chuyện tán gẫu đêm khuya ở các căn phòng khu ký túc xá sinh viên đã được chuyển sang chủ đề làm thế nào để hoàn thiện bản thân. Jobs thấy bản thân mình chịu ảnh hưởng sâu sắc của những cuốn sách về tâm linh và giác ngộ, tiêu biểu nhất là cuốn Be Here Now, một cuốn sách dẫn dắt người đọc vào thế giới của thiền định và sự kỳ diệu của những loại thuốc gây ảo giác của Baba Ram Dass (tên khai sinh là Richard Alpert). Jobs cho rằng “Điều đó thật sự tuyệt diệu. Nó đã giúp cải tổ chính bản thân tôi và những người bạn tôi”.

Người bạn thân nhất của Jobs ở trường đại học cũng là một sinh viên năm thứ nhất, có râu quai nón tên là Daniel Kottke. Hai người đã gặp nhau một tuần sau khi đến nhập học và có chung sở thích thiền, nghe nhạc Dylan và sử dụng chất kích thích. Kottke đến từ một vùng ngoại ô giàu có của New York, thông minh nhưng hời hợt, thiếu nhiệt huyết, có cử chỉ của những đứa trẻ đồng bóng đầy ngọt ngào, thậm chí Kottke còn dịu dàng hơn bởi ông chịu ảnh hưởng sâu sắc với những lời răn dạy của đạo Phật. Những yếu tố tâm linh đó đã khiến cho Kottke không có ham muốn tranh giành hay để ý đến vật chất, nhưng dù sao ông cũng rất ấn tượng với chiếc đài cassett của Jobs. Kottke nói “Steve có một chiếc TEAC có 2 trục quay băng với một lượng lớn các bản ghi nhạc của Dylan. Cậu ấy vừa dễ mến lại vừa sành về công nghệ”.

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Jobs bắt đầu dành rất nhiều thời gian với Kottke và Elizabeth Holmes bạn gái của Kottke, mặc dù ông đã xúc phạm bà trong buổi gặp đầu tiên khi đưa ra một câu hỏi sỗ sàng: Phải mất bao nhiêu tiền để bà có thể lên giường với một gã đàn ông khác. Họ cùng nhau bắt xe ra biển chơi, cùng nhau tham gia vào những bản rap đặc trưng của sinh viên ở ký túc xá về ý nghĩa cuộc sống, tham gia lễ hội festival tình yêu ở ngôi đền Hare Krishna và đi đến những trung tâm dạy Thiền để thưởng thức những bữa ăn chay miễn phí. Kottke nói rằng “Việc đó thật vui nhưng cũng mang giá trị triết học cao và chúng tôi đã hành thiền một cách rất nghiêm túc”.

Jobs bắt đầu chia sẻ với Kottke những cuốn sách khác, bao gồm cả “Thiền Tâm”, “Luyện tập trí tuệ cho người bắt đầu” của Shunryu Suzuki, “Tự truyện của một Yogi” của Paramahansa Yogananda và “Vượt qua chủ nghĩa duy vật tinh thần” của Chὃgyam Trungpa. Họ lập ra một phòng thiền trong một căn gác áp mái phía bên trên phòng của Elizabeth, tu sửa lại với những bức hình về văn hóa Ấn Độ, trải thảm phòng, nến, hương và những chiếc thảm tập. Jobs kể “Có một khoang trống giữa trần nhà dẫn lên gác mái, thỉnh thoảng chúng tôi vẫn dùng thuốc ảo giác ở đây nhưng chủ yếu chúng tôi chỉ lên đây để thiền”.

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Sự gắn bó của Jobs với thế giới tâm linh phương Đông, đặc biệt là Thiền Phật giáo không phải chỉ là những ham mê nhất thời của tuổi trẻ. Ông theo đuổi nó hết mình giống như nét tính cách vốn có của ông. Kottke nói với tôi rằng “Steve rất sùng bái Thiền. Nó thật sự ảnh hưởng sâu sắc đến ông ấy. Bạn có thể nhận thấy điều này trong tổng thể con người Jobs: sự thẳng thắn, bình dị, khiếu thẩm mỹ tinh tế, đơn giản và sự tập trung cao độ. Jobs cũng bị ảnh hưởng sâu sắc bởi nhận định rằng cơ sở của Phật giáo là trực giác. Jobs sau này nói với tôi: “Tôi bắt đầu nhận ra rằng sự nhận thức tự nhiên bằng trực giác quan trọng hơn những thống kê logic trừu tượng, phải vận dụng trí não của khoa học”. Tuy nhiên, cảm xúc quá mãnh liệt khiến Jobs khó đạt được sự tĩnh tâm; những nhận thức có được từ Thiền của ông không đi kèm với việc tăng khả năng giữ bình tĩnh, đầu óc thanh thản hay sự nhẹ nhàng giữa người với người”.

Jobs và Kottke đều thích chơi một môn cờ biến thể của thế kỷ XIX xuất phát từ Đức có tên là Kriegspiel. Hai người chơi phải ngồi quay lưng vào nhau, mỗi người đều có một bảng riêng với những quân cờ của mình sao cho không ai có thể nhìn thấy đối thủ. Một người được cử làm trọng tài để quan sát và thông báo cho người chơi nếu nước đi của họ đúng luật hay phạm luật. Công việc của mỗi người chơi là cố gắng tìm ra cách sắp xếp các quân cờ của đối phương. Holmes nhớ rằng “Hiệp đấu cam go và quyết liệt nhất mà tôi từng chơi với họ là trận đấu diễn ra cạnh lò sưởi trong suốt một cơn bão, ngoài trời mưa rất to. Lúc đó, tôi là trọng tài, họ chơi trong hơi thuốc và di chuyển nhanh tới mức rất khó để tôi có thể bắt kịp họ”.

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Một cuốn sách khác có ảnh hưởng sâu sắc tới Jobs trong thời gian năm đầu đại học là “Diet for a Small Planet” (tạm dịch: Ăn kiêng vì hành tinh bé nhỏ) của Frances Moore Lappé. Cuốn sách ca tụng những lợi ích không chỉ với cá nhân và với toàn hành tinh này của việc ăn chay. Ông nhớ lại “Đó là lúc tôi thề sẽ không ăn thịt vì mục tiêu sống tốt hơn”.

Jobs và Kottke thực sự là những người ăn chay nghiêm túc trong suốt năm thứ nhất đại học. Kottke nói “Steve còn ‘tín’ việc ăn chay hơn cả tôi”. Họ đi mua đồ tại một siêu thị nông sản, nơi Jobs thường mua một hộp ngũ cốc lớn có thể sử dụng được trong một tuần và rất nhiều hộp lớn đồ ăn dinh dưỡng khác. “Ông ấy mua rất nhiều chà là, quả hạnh và cà rốt. Ông ấy có một cái máy ép hoa quả Champion và chúng tôi làm nước ép cà rốt hay salad cà rốt. Có một câu chuyện kể rằng nước da của Steve đã chuyển sang màu da cam vì ăn quá nhiều cà rốt và việc đó cũng có phần nào đúng”. Bạn bè xung quanh nhớ rằng có thời gian, da của Jobs có màu sắc giống như màu cam của bầu trời lúc mặt trời lặn.

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Thói quen ăn kiêng của Jobs thậm chí còn trở nên nghiêm nhặt hơn khi ông đọc cuốn “Mucusless Diet Healing System” (tạm dịch là “Chế độ ăn kiêng không tạo ra niêm dịch giúp chữa lành bệnh”) của Arnold Ehret, một người Đức, cuồng tín với các vấn đề dinh dưỡng đầu thế kỷ XX. Ông này tin rằng nếu không ăn gì ngoài trái cây và rau, loại không chứa tinh bột, thì sẽ giúp cơ thể ngăn chặn tiết ra niêm dịch gây hại và ông chủ trương làm sạch cơ thể mình thường xuyên bằng việc ăn chay nhẹ hoặc nhịn ăn trong thời gian dài. Đều đó có nghĩa là ông sẽ chấm dứt ngay cả các bữa ngũ cốc Roman hay bánh mỳ, ngũ cốc khác và sữa. Jobs bắt đầu cảnh báo những người bạn của mình về những nguy hiểm của niêm dịch ẩn nấp trong những chiếc bánh sừng bò. Ông nói “Tôi tuân thủ theo nó một cách điên rồ như tôi vốn vậy”. Có thời điểm, ông và Kottke cả tuần chỉ ăn táo, sau đó Jobs thậm chí còn nhịn ăn. Họ bắt đầu bằng việc nhịn ăn hai ngày, sau đó kéo dài đến cả tuần hoặc hơn. Họ chỉ uống nước và ăn các loại rau có lá. Jobs kể “Sau một tuần, tôi bắt đầu thấy hiệu nghiệm. Cơ thể tôi như nhận được một luồng sinh khí lớn nhờ việc không phải tiêu hóa thức ăn. Tôi thật sự có ngoại hình lý tưởng và cảm giác như mình có thể thức dậy và đi bộ tới San Francisco bất cứ lúc nào tôi muốn”.

Jobs kết hợp giữa chế độ ăn chay và sự thấm nhuần tư tưởng Thiền Phật giáo, giữa việc ngồi thiền và rèn luyện tâm linh, giữa sử dụng chất gây ảo giác và rock… với cường độ ngày càng gia tăng, những nguồn động lực được cho là tiểu chuẩn trong hành trình tìm kiếm sự giác ngộ của thời đại. Mặc dù Jobs ít chú ý đến việc học tập của mình ở Reed nhưng trong ông vẫn luôn ngầm tồn tại dòng chảy của một con người nghiền công nghệ điện tử, thứ mà một ngày sẽ kết hợp một cách ngạc nhiên với những điều trên.

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Robert Friedland

Một lần, để kiếm tiền, Jobs quyết định bán chiếc máy đánh chữ IBM Selectric. Ông đi vào căn phòng của một sinh viên, người đã hỏi mua nó; nhưng lúc đó, anh ta đang mải vui vẻ với cô bạn gái. Jobs định bỏ đi nhưng cậu sinh viên đó mời ông ngồi xuống và đợi đến khi họ xong việc. Jobs sau này nói rằng “Điều đó gần như vượt quá sức tưởng tượng của tôi”. Sau đó, Jobs cũng bắt đầu chơi với Robert Friedland, một trong số ít người có khả năng “thôi miên” ông. Ông cũng bị ảnh hưởng một số nét tính cách được cho là lôi cuốn của Friedland và đối xử với ông ta như một thần tượng (guru) cho đến khi bắt đầu nhận ra ông ta chỉ là một kẻ bịp bợm.

Friedland lớn hơn Jobs bốn tuổi nhưng vẫn đang học đại học. Ông là con trai của một người còn sống sót của trại tập trung Auschiwitz thời Đức quốc xã, và trở thành một kiến trúc sư giàu có sống ở Chicago. Friedland ban đầu theo học tại Bowdoin, một trường đại học khoa học xã hội tại Maine. Nhưng khi đang học năm thứ hai thì ông bị bắt vì chứa chấp 24.000 tép thuốc gây nghiện (LSD) trị giá 125.000 đô-la. Một tờ báo địa phương đã đưa lên tấm hình ông, với mái tóc xoăn màu vàng, dài đến ngang vai nhoẻn cười với phóng viên ảnh khi bị giải đi. Ông bị kết án hai năm tù tại nhà tù liên bang Virginia và được phóng thích vào năm 1972. Mùa thu năm đó, ông thẳng tiến tới Reed, nơi ông lập tức tham gia vào cuộc tranh cử chức chủ tịch hội sinh viên với lời nhắn nhủ rằng ông cần nó để lấy lại những gì ông đã gây ra vì sai lầm trước đây. Và ông đã thắng cử.

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Friedland đã từng biết tới Baba Ram Dass, tác giả của cuốn “Be Here Now”, người cũng đã có bài phát biểu ở Boston. Giống như Jobs và Kottke, ông cũng có niềm đam mê với thế giới tâm linh phương Đông. Suốt mùa hè năm 1973, ông đã tới Ấn Độ để gặp một chức sắc có uy tín lớn trong cộng đồng Hindu của Ram Dass tên là Neem Karroli Baba, người cũng được nhiều người biết đến vì có rất nhiều môn đồ, các Maharaj-ji. Khi Friedland trở lại vào mùa thu, Friedland đã lấy một cái tên mang hơi hướng tâm linh, đi lại bằng đôi sandal và khoác lên mình những chiếc áo choàng theo đúng phong cách của ngưới Ấn. Ông thuê một căn phòng ngoài khuôn viên trường, phía trên một cái gara và Jobs có thể đến tìm ông các buổi chiều ở đó. Chính ông đã thuyết phục được Jobs tin rằng có tồn tại cái gọi là sự giác ngộ và nó có thể đạt được. Jobs nói “Ông ấy đã đưa tôi tới một tầm nhận thức mới”.

Friedland cũng cảm thấy Jobs thú vị. “Ông ấy thường xuyên đi bộ bằng chân trần. Điều làm tôi ấn tượng nhất về ông ấy là một nguồn cảm xúc mãnh liệt. Một khi ông thấy thích thú với thứ gì, ông sẽ lao vào nó như con thiêu thân”. Jobs cũng đã “mài dũa” khả năng nhìn chằm chằm vào mắt ai đó và giữ im lặng hồi lâu như một cách để điều khiển người khác. “Một trong những khả năng của Jobs là nhìn chăm chú vào mắt người đối diện khi giao tiếp. Ông ấy nhìn không chớp mắt vào sâu nhãn cầu họ, đặt ra những câu hỏi và khiến họ trả lời mà không né được ánh mắt.”

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Theo như Kottke nhận xét thì một vài tính cách của Jobs, trong đó có một số nét trở thành cố hữu trong ông, chịu ảnh hưởng rất nhiều từ Friedland. Chính Friedland là người đã dạy Jobs cách truyền cảm hứng cho nhân viên, khuyến khích họ làm việc và cống hiến bằng chính sự đam mê và nhiệt huyết của mình chứ không phải bởi sự thôi thúc của những tác động bên ngoài như thị trường cạnh tranh. Ông ấy là một người có khả năng thuyết phục và tạo ảnh hưởng tới người khác, một chút tiêu cực và sẵn sàng bẻ cong mọi thứ theo ý muốn của mình. Ngoài ra, ông ấy lanh lợi, tự tin vào bản thân và có một chút độc tài. Steve ngưỡng mộ điều đó của Friedland, và sau này Steve còn biểu hiện những nét tính cách ấy mạnh hơn cả Robert”.

Jobs cũng học được cách Friedland biến mình thành trung tâm của sự chú ý. Kottke kể “Robert là một người dễ gần, một người có sức thuyết phục và là một nhà kinh doanh thực thụ. Lần đầu tiên tôi gặp Steve, ông ấy còn cảm thấy ngượng ngùng, tự làm lu mờ bản thân hay nói cách khác là một anh chàng khá kín đáo. Nhưng tôi nghĩ chính Robert đã dạy cho ông rất nhiều về bán hàng, về cách phá vỡ vỏ ốc mà chính ông tự dựng lên bao bọc mình, về cách sống cởi mở và làm chủ tình hình”. Ở Friedland toát ra một phong thái tràn đầy nhiệt huyết như một nguồn năng lượng luôn tỏa sáng. “Ông ấy bước vào một căn phòng và ngay lập tức, mọi người hướng sự chú ý tới ông ấy. Hồi mới đến học ở Reed, Steve đối lập hoàn toàn với điều này nhưng sau thời gian làm việc với Robert, Steve như được lột xác”.

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Vào các buổi tối chủ nhật hàng tuần, Jobs và Friedland cùng nhau đến ngôi đền Hare Krishna ở rìa Tây Portland, thường thì dưới sự giúp đỡ của Kottke và Holmes. Họ cùng nhau nhảy và hát to hết cỡ. Holmes kể rằng “Chúng tôi đã đưa mình vào những giây phút xuất thần đến điên cuồng. Robert lắc lư và nhảy lên như một kẻ điên. Steve thì khẽ khàng hơn như thể ông cảm thấy xấu hổ khi phải thả lỏng bản thân”. Sau đó, họ sẽ được phục vụ rất nhiều món ăn chay chất đầy trong những chiếc đĩa giấy.

Friedland quản lý một nông trang trồng táo rộng khoảng 89 héc ta, cách Portland gần 30km về phía nam, của Marcel Müller, chú ông, một tỷ phú lập dị đến từ Thụy Sĩ. Sau thời gian thấm nhuần thế giới tâm linh của phương Đông, ông đã lập ra một cộng đồng có tên là All One Farm. Jobs đã dành thời gian cuối tuần ở đây với Kottke, Holmes và những người cùng chí hướng theo đuổi chân lý giác ngộ khác. Nông trang có một căn nhà chính, một chiếc kho lớn và một nhà vườn có mái che, nơi Kottke và Holmes ngủ. Jobs đảm nhiệm vai trò cắt tỉa những cây táo ở Gravenstein. Friedland kể “Steve điều hành khu vườn trồng táo. Chúng tôi đang kinh doanh rượu được chiết xuất từ những trái táo được trồng hữu cơ. Vai trò của Steve là chỉ đạo một phi đội những kẻ lập dị chúng tôi chăm sóc và cắt tỉa khu vườn này và điều chỉnh chúng lại theo đúng hướng”.

Những vị thiền sư và môn đồ từ ngôi đền Hare Krishna đã đến và chuẩn bị một bữa tiệc chay thơm nức mùi thìa là, rau mùi và nghệ. Holmes kể rằng “Khi Steve đến, ông ấy đói quá và đã ăn ngấu nghiến. Sau đó, ông ấy bỏ đi và tẩy ruột. Trong nhiều năm rồi, lúc đó tôi mới thấy ông ấy như bị cuồng ăn vô độ. Nó thật đáng buồn bởi vì chúng tôi đã cố gắng vượt qua những rắc rối về việc ăn uống đó nhưng ông ấy không thể giữ được nó”.

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Jobs cũng bắt đầu thấy hơi “khó tiêu hóa” phong cách lãnh đạo sùng bái của Friedland. Kottke đoán rằng “Có lẽ ông ấy mình quá giống Robert”. Mặc dù cộng đồng được lập ra với mục đích là nơi ẩn náu của những người mong muốn thoát khỏi chủ nghĩa duy vật, nhưng Friedland bắt đầu vận hành nó mang xu hướng kinh doanh. Những người đi theo ông được phân công đi đốn củi bán, làm nước táo ép và làm những cái lò bằng gỗ, cũng như được gọi tham gia vào những phi vụ mang tính chất thương mại trong khi họ không được trả lương. Một đêm, khi Jobs đang ngủ dưới gầm bàn trong bếp, ông đã để ý thấy mọi người không ngừng đi vào và ăn trộm thức ăn trong tủ lạnh. Lợi nhuận của cộng đồng không phải chỉ dành cho ông ấy. Jobs nhớ lại “Mọi thứ bắt đầu quy về vật chất. Tất cả mọi người đều có ý nghĩ rằng họ đang phải cố gắng làm việc không phải vì cộng đồng đã được lập ra mà là phục vụ cho nông trang của Friedland và từng người một, họ bắt đầu bỏ đi. Tôi cũng chán ốm với việc này”.

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Nhiều năm sau, sau khi Friedland trở thành một tỷ phú, điều hành việc khai thác vàng và đồng ở Vancouver, Singapore và Mông Cổ, tôi có đi uống với ông ấy ở New York. Tối hôm đó, tôi có gửi thư điện tử cho Jobs và đề cập đến cuộc gặp gỡ này của tôi. Jobs đã gọi điện cho tôi từ California chỉ trong vòng một giờ sau đó và cảnh bảo tôi đừng nghe những gì Friedland nói. Jobs nói: Friedland đang gặp rắc rối với việc bị tố cáo vì lạm dụng tài nguyên môi trường bởi một vài công ty khai thác mỏ khác. Ông ấy đã liên hệ với Jobs để nhờ can thiệp với Bill Clinton nhưng Jobs không phản hồi lại. Jobs nói “Robert thường coi mình là một người tâm linh, nặng về tinh thần nhưng ông ấy đã vượt qua ranh giới từ một con người đầy nhiệt huyết và có tầm ảnh hưởng tới người khác để trở thành một kẻ bịp bợm, tiêu cực. Thật là khác lạ khi một trong những người coi trọng đời sống tinh thần khi còn trẻ lại trở thành một ôm trùm khai thác mỏ vàng”.

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… Bỏ học

Jobs nhanh chóng cảm thấy buồn chán với việc học đại học. Ông muốn học ở Reed nhưng không muốn phải theo học những môn bắt buộc. Thực tế, Jobs đã bất ngờ khi phát hiện ra, đằng sau môi trường học phóng khoáng và tự do (hippie), là những yêu cầu về khóa học rất ngặt nghèo ở đây. Khi Wozniak đến thăm ông, ông đã chỉ vào lịch học của mình và than phiền “Họ bắt tôi tham gia tất cả những môn học này”. Woz thản nhiên đáp lại “Đúng rồi, đó là những gì mọi người vẫn làm theo khi học đại học”.

Jobs từ chối tham gia các lớp học như được chỉ định. Thay vào đó, ông chỉ học những gì ông muốn như lớp học nhảy, nơi ông có thể thỏa mãn đồng thời óc sáng tạo của mình lẫn việc có cơ hội để gặp gỡ các cô gái. Wozniak kinh ngạc “Tôi chưa bao giờ từ chối tham dự các khóa học như ông ấy làm. Đó là sự khác biệt trong tính cách của hai chúng tôi”.

Sau này, Jobs nói ông cũng cảm thấy tội lỗi khi chỉ biết tiêu tiền, một số tiền rất lớn, của cha mẹ mình vào việc học mà xem chừng chẳng mang lại cho ông điều gì. Ông đã nói về điều này trong một lần phát biểu nổi tiếng tại Standford: “Tất cả những đồng tiền tiết kiệm của cha mẹ tôi, những người thuộc tầng lớp lao động bình dân, được dồn để chi trả học phí của tôi ở trường đại học. Tôi không có một khái niệm gì về những cái tôi muốn làm cho chính cuộc đời tôi cũng như không tin rằng trường đại học sẽ giúp tôi khám phá ra điều đó. Và tại đây, tôi chỉ biết tiêu tốn những đồng tiền mà cha mẹ tôi dành dụm cả đời mới có được. Vì vậy, tôi quyết định bỏ học và tin rằng mọi thứ sẽ tốt cả thôi”.

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Thật sự, Jobs không muốn rời bỏ Reed, ông chỉ muốn thoát khỏi việc phải trả học phí và theo học những môn mà ông không hề cảm thấy hứng thú. Đáng chú ý là Reed lại đồng thuận về việc đó. Người phụ trách quản lý sinh viên, Jack Dudman còn nói “Jobs là một người rất ham học hỏi. Đây là điều lôi cuốn nhất ở cậu ấy. Cậu ấy từ chối việc thụ động chấp nhận những gì được dạy và muốn chính mình là người kiểm tra lại tính chính xác của chúng”. Dudman đã cho phép Jobs tham gia dự thính ở các lớp học và ở cùng với những người bạn trong ký túc xá thậm chí khi ông đã ngừng đóng học phí.

Ông nói “Kể từ giây phút quyết định bỏ học, tôi không còn phải tham dự những môn học bắt buộc chẳng có gì hấp dẫn kia nữa mà chỉ học những môn mà tôi thích”. Trong số các môn đó, phải kể đến lớp học thư pháp. Ông quyết định tham gia học ngay khi nhìn thấy chiếc áp phích được vẽ rất đẹp trong khuôn viên trường. “Tôi học về cách viết các kiểu chữ có chân và không chân, về cách tùy chỉnh khoảng cách giữa những ký tự và về cách biến những con chữ cách điệu (typography) trở nên ấn tượng hơn. Nghệ thuật thư pháp thật đẹp, cổ kính và trông giàu tính nghệ thuật một cách tài tình, điều mà khoa học không thể nắm bắt được. Và tôi cảm thấy rất hấp dẫn”.

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Đó là một ví dụ về việc Jobs luôn nhận thức và định vị được bản thân mình ở điểm giao cắt giữa nghệ thuật và công nghệ. Trong tất cả các sản phẩm của ông, công nghệ luôn luôn đi kèm với những thiết kế tuyệt vời, sang trọng, chạm đến cảm giác của con người và chút gì đó lãng mạn. Ông luôn luôn cảm thấy bị thôi thúc sáng tạo ra những giao diện đồ họa thân thiện nhất với người dùng. Khóa học thư pháp sẽ trở nên hình tượng và hữu ích hơn bằng cách suy xét thành công của Jobs như vậy. “Nếu tôi không được học về thư pháp ở trường đại học, máy tính Mac sẽ không bao giờ có thể có được nhiều kiểu phông chữ với khoảng cách hợp lý đến vậy. Và Windows chính là sự sao chép lại từ Mac, nếu không, nhiều khả năng sẽ không có chiếc máy vi tính cá nhân nào đạt được điều đó”.

Trong lúc đó, Jobs thường xuất hiện với bộ dạng phóng túng, không theo khuôn phép xã hội ở ngoài khu vực trường Reed. Ông đi chân trần phần lớn thời gian và chỉ đi sandal khi trời có tuyết. Elizabeth Holmes thỉnh thoảng nấu ăn cho ông, cố gắng đạt đúng chuẩn chế độ ăn kiêng nghiêm ngặt của ông. Ông trả lại những chai soda để nhận lại tiền cược, và tiếp tục đến đền Hare Krishna vào chủ nhật hàng tuần để thưởng thức bữa tối miễn phí. Ông thường mặc một chiếc áo khoác cũ mèm, ở trong một căn phòng không lò sưởi được thuê trong nhà để xe với giá 20 đô-la một tháng.

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Khi cần tiền, Jobs tìm việc làm thêm ở phòng thí nghiệm tâm lý. Công việc của ông là bảo trì các máy móc thiết bị điện tử được dùng để thử nghiệm hành vi động vật ở đây. Thi thoảng thất thường Chrisann Brennan cũng đến thăm ông. Mối quan hệ của họ lên xuống và rạn nứt. Nhưng hầu hết, Jobs thường hướng đến việc hành động theo những rung cảm của tâm hồn và tìm kiếm sự giác ngộ cá nhân.

Jobs tâm sự về những gì ông đã trải qua với tôi “Tôi trưởng thành tại một thời điểm huyền diệu. Nhận thức của tôi được nuôi dưỡng bởi Thiền và cũng bởi chất gây nghiện loại nhẹ (LSD)”. Thậm chí mãi sau này, ông vẫn phụ thuộc vào việc dùng những loại thuốc gây ảo giác này để có cảm giác sảng khoái hơn. “Sử dụng LSD là một trải nghiệm thú vị, là một trong những điều quan trọng nhất trong cuộc đời tôi. LSD sẽ cho bạn thấy mặt khuất của một đồng xu, điều mà bạn chẳng thể nhớ được khi thuốc hết tác dụng nhưng bạn cảm nhận được nó. Chính điều này đã củng cố niềm tin cho tôi, giúp tôi nhận thức được cái gì là quan trọng, đó là việc thiết kế ra những sản phẩm tuyệt hảo tới tay người dùng, thứ sản phẩm khiến mọi người nhớ mãi, chứ không phải làm để kiếm tiền”.

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Chương 4

ATARI VÀ ẤN ĐỘ

Thiền và nghệ thuật thiết kế trò chơi

Atari

Tháng Hai năm 1974, sau mười tám tháng rong ruổi ở Reed, Jobs quyết định quay về nhà cha mẹ ở Los Altos và kiếm việc để làm. Để tìm được một công việc lúc này không phải là quá khó. Trong suốt những năm 1970, lúc cao điểm, riêng trên tờ San Jose Mercury đã dành tới 60 trang đăng quảng cáo tìm nhân công lĩnh vực công nghệ. Một trong số những công ty đó lọt vào tầm ngắm của Jobs bởi khẩu hiệu mời gọi “Vừa vui, vừa kiếm được tiền”. Ngay hôm đó, Jobs bước vào sảnh đón tiếp của một công ty sản xuất thiết bị trò chơi điện tử tên là Atari và nói với giám đốc nhân sự - người vừa bị ông làm giật mình bởi mái tóc rậm rạp và quần áo lôi thôi - rằng ông sẽ không rời khỏi đây cho đến khi họ cho ông một công việc.

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Người sáng lập của Atari là một doanh nhân có thân hình vạm vỡ, tên là Nolan Bushnell. Nolan là một người có tầm nhìn cùng sự tinh tế và cuốn hút của một tài năng nghệ thuật quảng cáo. Sau khi nổi tiếng, ông thích đi loanh quanh trên chiếc xe hiệu Rolls, hút thuốc phiện và họp nhân viên trong buồng tắm hơi. Giống như Friedland đã “đạt được” và Jobs thì “sắp”, Nolan có khả năng chuyển từ sự ân cần quyến rũ sang láu cá, phỉnh phờ, dọa dẫm và thậm chí xoay chuyển sự thật bằng sức mạnh của chính những đức tính trong ông. Kỹ sư trưởng của ông là Al Alcorn, một người lực lưỡng, vui tính và đôi chút cứng nhắc. Alcorn là người giúp Bushnell thực hiện những chiến lược và hạn chế sự quá khích ở ông. Sản phẩm có giá trị nhất của họ tính đến thời điểm đó là một trò chơi điện tử có tên là Pong. Hai người tham gia chơi sẽ phải cố gắng bắn vào đốm sáng nhấp nháy trên màn hình với hai cần điều khiển để di chuyển. (Hãy hỏi thêm cha mẹ mình để biết rõ hơn về trò chơi này nếu hiện tại bạn dưới 30 tuổi).

Khi Jobs bước vào sảnh chính của Atari, ông đi sandal thay vì giầy và thể hiện mong muốn được làm việc. Alcorn là người đầu tiên được thông báo khẩn cấp. “Tôi được thông báo rằng ‘Có một anh chàng lập dị đang chờ ở sảnh. Anh ta nói sẽ không rời đi cho đến khi được tuyển dụng. Chúng tôi nên gọi cảnh sát hay cho anh ta vào?’ Tôi nói cứ để cho cậu ta vào”.

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Jobs sau đó trở thành một trong số năm mươi nhân viên đầu tiên tại Atari làm việc ở vị trí nhân viên kỹ thuật với mức lương 5 đô-la một giờ. Alcorn nhớ lại “Ngày đó, việc thuê một sinh viên bỏ học từ Reed là một điều gần như chưa có tiền lệ. Nhưng tôi nhìn thấy điều gì đó khác biệt trong người thanh niên trẻ tuổi lúc ấy. Anh ta thông minh, nhiệt huyết và đam mê công nghệ”. Alcorn đã phân công Jobs làm việc với một kỹ sư khắt khe và nguyên tắc tên là Don Lang. Ngay ngày hôm sau, Lang đã phàn nàn “Gã này là một tên đồng bóng (hippie) khó ưa với cơ thể bốc mùi. Sao ông lại làm điều đó với tôi? Anh ta là một người rất khó để làm việc cùng”. Jobs luôn bám vào ý nghĩ rằng chế độ ăn chay toàn rau của ông sẽ ngăn cản cơ thể khỏi niêm dịch gây hại cũng như mùi cơ thể ngay cả khi không dùng lăn khử mùi hay tắm thường xuyên. Nhưng đó là một lý thuyết thiếu chính xác.

Lang và rất nhiều người khác muốn tống Jobs ra khỏi công ty nhưng Bushnell đã tìm ra một giải pháp. “Mùi cơ thể hay hành động kỳ quái của Jobs không phải là vấn đề với tôi. Steve là một người bướng bỉnh, gai góc nhưng tôi lại khá thích anh ta. Vì vậy, tôi đề nghị anh ta đến làm việc trong thời gian chuyển ca đêm. Đó là một cách để giữ anh ta”. Job có thể đến công ty sau khi Lang và những đồng nghiệp khác đã rời công ty và làm việc suốt đêm. Mặc dù làm việc một cách biệt lập, Jobs vẫn được mọi người biết đến vì sự xấc xược của mình. Lần nào cũng vậy, khi cần trao đổi với những người khác thì thể nào ông cũng sẽ quát vào mặt họ, đai loại họ là đồ thối tha và ngu ngốc. Khi nhìn lại những điều đó, Jobs biện hộ “Lý do duy nhất mà tôi nổi trội là tất cả những người còn lại quá dở”.

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Mặc dù vậy, nhờ thói kiêu căng (hoặc có lẽ là bởi vì nó), Jobs đã lấy lòng được ông chủ của Atari. Bushnell nhớ lại “Jobs là một người lắm triết lý hơn bất cứ người nào từng làm việc với tôi. Chúng tôi từng thường xuyên tranh luận về tự do ý chí và thuyết định mệnh. Tôi có xu hướng tin rằng, mọi thứ đang diễn ra đều tuân theo số phận, rằng chúng ta khi sinh ra đã được Chúa trời sắp đặt như vậy. Nếu chúng ta có thông tin hoàn hảo, chúng ta có thể dự đoán được những hành động của con người. Steve thì hoàn toàn đối lập”. Cách nhìn nhận về thế giới quan này thống nhất với niềm tin vào sức mạnh ý chí có thể lay chuyển thực tại của Jobs.

Jobs tham gia giúp đỡ nâng cấp một vài trò chơi bằng cách đưa thêm chip vào để xây dựng nên một số hình ảnh vui nhộn; và chính sự sốt sắng truyền cảm hứng khi chơi trên những luật lệ do chính mình đặt ra của Bushnell đã ảnh hưởng rất lớn tới Jobs. Ngoài ra, Jobs còn đề cao sự đơn giản trong các trò chơi của Atari. Không cần sổ tay hướng dẫn, những trò chơi này được thiết kế đơn giản nhất có thể để một anh chàng “khù khờ nhất” cũng có thể tìm ra cách chơi. Những hướng dẫn duy nhất của trò chơi Star Trek của Atari là “1. Đút đồng 25 xu vào. 2. Tránh các Klingon (một cuộc đua giả tưởng của các chiến binh trong thế giới Star Trek).

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Không phải tất cả đồng nghiệp đều xa lánh Jobs. Ông kết bạn với Ron Wayne, một nhân viên thiết kế bản vẽ tại Atari. Ron đã từng mở một công ty sản xuất những chiếc máy có rãnh nhận xu. Việc kinh doanh này sau đó thất bại nhưng Jobs lại thấy hứng thú với ý tưởng mở một công ty và tự mình kinh doanh. Jobs nói “Ron là một người đáng ngưỡng mộ. Ông ấy tự mở công ty và tôi chưa từng gặp một ai như thế”. Jobs đề xuất với Wayne rằng họ sẽ góp vốn mở một công ty. Jobs có thể vay 50.000 đô-la và họ sẽ thiết kế và tung ra thị trường những chiếc máy nhét xu. Nhưng Wayne đã kiệt lực sau vụ kinh doanh trước nên ông từ chối. Wayne kể lại “Tôi nói đó là cách nhanh nhất để đốt 50.000 đô-la, nhưng tôi ngưỡng mộ Jobs vì ông ấy có một khao khát cháy bỏng là sẽ tự mở công ty của chính mình”.

Một buổi cuối tuần nọ, Jobs đang ngồi với Wayne ở căn hộ của ông, say sưa với những chủ đề triết học như thường lệ thì Wayne nói có một vài điều cần nói với Jobs. Jobs đã đáp lại rằng”Yeah, tôi nghĩ tôi biết anh định nói gì. Tôi biết anh thích đàn ông”. Và Wayne gật đầu đồng ý. Jobs nói “Đó là lần đầu tiên trong cuộc đời tôi tiếp xúc với một người mà tôi biết trước là bị đồng tính (gay) nhưng chính anh ấy đã đưa cho tôi một cái nhìn đúng đắn về vấn đề đó”. Ông tra hỏi Wayne: “Anh cảm thấy thế nào khi nhìn thấy một người phụ nữ xinh đẹp”. Wayne trả lời, “Nó giống như việc bạn nhìn thấy một chú ngựa đẹp. Bạn có thể trầm trồ tán dương nó nhưng bạn sẽ không muốn lên giường với nó. Đơn giản đó chỉ là sự tán dương cái đẹp”. Wayne nói với tôi rằng có điều gì đó ở Jobs khiến ông muốn tiết lộ bí mật đó cho Jobs. “Không một ai ở Atari biết điều đó, và tôi có thể đếm trên đầu ngón tay số người được tôi tiết lộ về điều đó trong cả cuộc đời mình. Nhưng tôi đoán mọi thứ sẽ ổn thôi nếu tôi kể cho Jobs nghe điều này vì cậu ấy sẽ hiểu và sẽ chẳng có gì ảnh hưởng đến mối quan hệ giữa hai chúng tôi”.

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Ấn Độ

Một lý do khiến Jobs háo hức kiếm được kha khá tiền vào đầu năm 1974 đó chính là Robert Friedland, người bạn của ông đã từng đến Ấn Độ trước đó. Friedland đã thúc giục ông nên thực hiện một chuyến hành hương đến đây. Friedland từng nghiên cứu về văn hóa con người Ấn Độ cùng với Neem Karoli Baba (Maharaj-ji), người đã từng là thủ lĩnh phong trào nổi dậy của sáu mươi thanh niên lập dị (hippie). Jobs quyết định làm theo những gì Friedland đã làm và rủ Daniel Kottke đi cùng. Jobs không bao giờ hứng thú với những cuộc phiêu lưu đơn thuần. “Với tôi, đó là một cuộc tìm kiếm nghiêm túc. Tôi háo hức muốn tìm ra sự giác ngộ, muốn biết thực sự tôi là ai và cách tôi hòa hợp với mọi vật xung quanh”. Kotte bổ sung thêm rằng quá trình tìm kiếm này của Jobs dường như được thôi thúc một phần bởi ông ấy không biết bố mẹ đẻ của mình là ai “Có một khoảng trống lớn trong tâm hồn Jobs và ông ấy đang cố gắng lấp đầy nó”.

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Khi Jobs nói với những đồng nghiệp thân thiết ở Atari rằng sẽ thôi việc để tìm kiếm một đại sư ở Ấn Độ, Alcorn vui tính lấy làm ngạc nhiên. “Jobs bước vào, nhìn chằm chằm vào tôi và tuyên bố, ‘Tôi định đi tìm kiếm đấng tối cao tâm linh’ và tôi nói ‘Ồ không, điều đó thật quá tuyệt vời. Hãy viết thư kể cho tôi nhé!’ và Jobs nói ông ấy muốn tôi chi trả chi phí của chuyến đi, nhưng tôi nói ‘Thật là vớ vẩn’”. Sau đó Alcorn có một ý tưởng. Atari đang chế tạo bộ thiết bị và sẽ phải vận chuyển nó đến Munich, nơi sẽ lắp ráp nó thành thiết bị hoàn chỉnh và một đại lý của họ ở Turin sẽ chịu trách nhiệm phân phối. Nhưng có một rắc rối xảy ra là trò chơi được thiết kế theo tốc độ của Mỹ là 60 khung hình một giây trong khi ở châu Âu thì chỉ có 50 khung hình một giây. Alcorn đã cùng Jobs phác thảo ra bản sửa lỗi và ông đề nghị sẽ chi trả cho Jobs để ông ấy đến châu Âu và thực thi nó. Alcorn nói “Sẽ tiết kiệm hơn rất nhiều nếu đến Ấn Độ từ đó”. Và Jobs đã đồng ý. Alcorn đã chào tạm biệt Jobs bằng lời cổ vũ “Gửi lời chào của tôi đến ‘đấng tối cao’ của cậu nhé”.

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Jobs ở Munich một vài ngày để giải quyết vấn đề rắc rối trên. Nhưng trong thời gian ở đây, ông đã làm những người quản lý người Đức, những người luôn nhốt mình trong những bộ vest đen lịch sự, cảm thấy lúng túng. Họ phàn nàn với Alcorn rằng Jobs ăn mặc luộm thuộm, người thì nồng nặc bốc mùi như thể một kẻ vô công rồi nghề, còn cách cư xử thì cực kỳ thô lỗ. “Tôi hỏi họ ‘Thế anh ta đã giải quyết được vấn đề của các ông chưa?’ và họ trả lời ‘Anh ta đã giải quyết xong’. Tôi nói tiếp ‘Nếu ông gặp bất cứ vấn đề nào khác, hãy gọi cho tôi, tôi có nhiều gã lập dị giống anh ta’, Và họ đáp lại tôi cuống quýt ‘Không, không cần đâu, lần sau chúng tôi có thể tự giải quyết được’”. Về phần mình, Jobs không hài lòng vì người Đức cứ cố gắng “chiêu đãi” ông thịt và khoai tây. Ông phàn nàn (không chính xác) trong một lần nói chuyện qua điện thoại với Alcorn “Họ thậm chí không có khái niệm ăn chay trong từ điển của mình”.

Jobs đã có một quãng thời gian tốt đẹp hơn nhiều khi bắt tàu tới gặp một nhà phân phối của Atari tại Turin. Ở đây, Jobs cảm thấy dễ thở hơn với món mỳ Ý và sự thân thiện của vị chủ nhà, người đón tiếp ông ở đây. Jobs kể lại “Tôi đã có hai tuần thú vị ở Turin, một thị trấn công nghiệp sầm uất. Nhà phân phối tối nào cũng đưa tôi đi ăn tại một nhà hàng với không gian chỉ đặt vừa tám chiếc bàn và đặc biệt, bạn không hề thấy bất kỳ một quyển thực đơn nào. Việc duy nhất bạn cần làm khi tới đây là gọi món mà bạn thích, họ sẽ làm nó. Đặc biệt, một trong những chiếc bàn hôm đó đang được phục vụ cho chủ tịch hội đồng quản trị của Fiat. Điều đó thật tuyệt diệu”. Sau đó, Jobs tiếp tục chặng tiếp theo trong hành trình của mình là Lugano, Thụy Sĩ. Tại đây, ông ở nhờ nhà người chú của Friedland và sẽ bắt máy bay từ đây đi Ấn Độ”.

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Ngay khi đặt chân xuống New Delhi, Jobs đã cảm nhận ngay những luồng hơi nóng bốc lên từ mặt đường trải nhựa mặc dù mới là tháng Tư. Ông đến khách sạn được mọi người giới thiệu trước đó nhưng khách sạn đã chật ních khách, vì vậy, ông chọn đến ở một khách sạn mà người lái xe taxi gợi ý là rất tốt.

“Tôi chắc chắn rằng anh ta đã nhận được tiền hoa hồng mồi chài khách của khách sạn này vì anh ta đã đưa tôi đến một nơi hoàn toàn có thể coi là địa ngục”. Jobs hỏi người chủ khách sạn xem nguồn nước của họ có được lọc trước khi sử dụng không và ngây thơ tin vào câu trả lời của anh ta. “Tôi lập tức bị kiết lỵ. Tôi bị ốm, ốm nặng với những cơn sốt cao. Tôi sụt cân từ khoảng 72 kg xuống còn 54 kg trong vòng một tuần”. Ngay khi Jobs cảm thấy đủ khỏe để có thể di chuyển, ông quyết định rằng ông cần phải đi ngay khỏi Delhi này càng sớm càng tốt. Vì vậy, ông thẳng tiến tới thị trấn Haridwar ở phía Tây của Ấn Độ, gần đầu nguồn sông Gaga. Nơi này đang diễn ra một lễ hội với cái tên Kumbh Mela (lễ hội tắm sông Hằng). Hơn mười triệu tín đồ đổ xô về thị trấn nhỏ bé vốn chỉ dưới 100.000 người dân sinh sống này. “Khắp nơi la liệt những lều trú chân do các tín đồ dựng nên. Có người cưỡi voi, hãy thử nghĩ xem bạn nên gọi nó là gì. Và tôi ở đó một vài ngày nhưng đã sớm quyết định là tôi nên rời ngay khỏi cả nơi này nữa”.

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Jobs di chuyển tới một ngôi làng gần Nainital dưới chân núi Himalaya bằng tàu và xe buýt. Đó cũng là nơi mà Neem Karoli Baba sống, hay chính xác hơn là đã từng sống. Vì lúc Jobs đến nơi thì ông ta đã chết. Jobs thuê một căn phòng với một chiếc đệm trải trên sàn để ngủ của một gia đình, những người đã giúp ông phục hồi sức khỏe bằng việc nấu cho ông những món ăn chay. “Có một bản sao cuốn “Hồi ký của một Yogi “ bằng tiếng Anh ở đây, do một khách du lịch trước đó để quên. Tôi đã đọc đi đọc lại vài lần vì ở đây không có nhiều thứ để làm và tôi chỉ việc đi đi lại lại từ làng này sang làng khác trong khi chờ bình phục khỏi chứng kiết lỵ”. Trong số những người sống ở đây, có một nhà dịch tễ học tên là Larry Brilliant. Ông đang nghiên cứu cách để trừ bệnh đậu mùa và sau đó trở thành người điều hành một tổ chức từ thiện của Google và Quỹ Skoll. Ông sau này đã trở thành một người bạn tri kỷ của Jobs.

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Một hôm, Jobs có cơ hội nói chuyện với một thanh niên trẻ tuổi theo đạo Hindu, người đang có rất nhiều môn đồ ở vùng Hymalaya này và đồng thời cũng là một thương nhân giàu có. “Đó là một cơ hội để gặp gỡ một thực thể tâm linh và tụ tập với những môn đệ của họ, đồng thời cũng là cơ hội để tham dự một bữa tiệc ngon miệng. Tôi có thể ngửi thấy mùi thức ăn khi chúng tôi đến gần và tôi thật sự rất đói”. Khi Jobs đang ăn thì người đàn ông này, có lẽ không già hơn so với Jobs bao nhiêu, lôi ông ra khỏi đám đông, chỉ tay vào Jobs và cười một cách điên khùng. Jobs kể “Anh ta bước đến, nhìn chằm chằm vào tôi, túm lấy tôi, huýt như còi rồi nói ‘Trông cậu giống hệt một đứa trẻ’. Tất nhiên tôi không lấy làm thoải mái lắm với sự chú ý này”. Người đàn ông này đưa tay nắm lấy Jobs, lôi ra khỏi đám đông đang cầu nguyện và buộc ông cùng leo lên một quả đồi, nơi có một chiếc giếng và một cái ao nhỏ. “Chúng tôi ngồi xuống và ông ấy lấy ra một con dao cạo thẳng. Tôi nghĩ anh ta là một kẻ điên và bắt đầu thấy lo sợ. Sau đó, anh ta lấy ra một bánh xà phòng và anh ta bắt đầu lật ngược tóc tôi lên rồi cạo đầu tôi. Lúc đó tóc tôi dài lượt thượt và anh ta nói rằng anh ta làm vậy để giúp tôi cải thiện sức khỏe”.

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Daniel Kottke đến Ấn Độ vào đầu hè năm đó và Jobs quay về New Delhi để gặp bạn mình. Họ đi lang thang khắp nơi không chủ đích, chủ yếu là bằng xe buýt. Vào thời điểm này, Jobs đã từ bỏ ý định tìm kiếm một “đấng tối cao”, người có thể truyền đạt sự khôn ngoan cho ông. Thay vào đó, ông tìm kiếm sự giác ngộ qua chính những trải nghiệm sống khổ hạnh, thiếu thốn và giản đơn của mình. Nhưng ông không bao giờ có thể chạm đến được sự tĩnh tâm. Kottke nhớ rằng Jobs đã nổi giận quát lại một phụ nữ người Hindu ở một khu chợ của ngôi làng vì nghi ngờ rằng bà ta đổ nước pha với sữa để bán.

Tuy nhiên, Jobs cũng là một người khá hào phóng. Khi Kottke và Jobs đến thị trấn Manali, túi ngủ của Kottke đã bị lấy cắp cùng với quyển séc du lịch của ông. Kottke nhớ lại “Steve đã chi trả toàn bộ số tiền ăn ở của tôi lúc đó và mua vé xe buýt cho tôi trở lại New Delhi”. Ông ấy cũng đưa cho Kottke 100 đô-la cuối cùng của mình để đỡ đần trong lúc khó khăn.

Trong suốt 7 tháng ở Ấn Độ, Jobs thỉnh thoảng mới viết thư cho cha mẹ mình. Khi nào tiện, ông mới ghé qua văn phòng của American Express ở New Delhi để nhận thư; vì vậy, cha mẹ ông đã vô cùng ngạc nhiên khi nhận được điện thoại của ông từ sân bay Oakland nhờ họ đến đón. Họ lập tức lái xe từ Los Altos lên đón ông. “Đầu tôi được cạo trọc. Lúc đó, tôi lại đang mặc một chiếc áo vải bông kiểu Ấn Độ cùng nước da bánh mật do cháy nắng nên cha mẹ tôi đã đi qua tôi phải đến năm lần trước khi mẹ ngờ ngợ nhận ra và đến hỏi tôi ‘Steve phải không?’ và tôi nói, ‘chào cha mẹ!’”.

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Họ đưa tôi về nhà, nơi tôi tiếp tục cố gắng tìm kiếm bản ngã của mình. Đó là cuộc hành trình với rất nhiều ngả đường tìm đến sự giác ngộ. Các buổi sáng và buổi tối, tôi ngồi thiền và nghiên cứu về thế giới thiền định. Thời gian còn lại trong ngày, tôi dự thính những lớp học về vật lý và kỹ thuật ở trường Standford.

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Hành trình kiếm tìm

Niềm đam mê thế giới tâm linh phương Đông, đạo Hindu, Thiền Phật giáo hay sự tìm kiếm con đường đến với giác ngộ của Jobs không đơn thuần chỉ dừng lại ở những bồng bột thoáng qua của một thanh niên mười chín tuổi. Trong suốt cuộc đời mình, ông đã tìm kiếm và theo đuổi rất nhiều giới luật cơ bản trong văn hóa phương Đông như sự nhấn mạnh vào Bát nhã , trí tuệ và sự hiểu biết có được bằng trực giác khi tập trung suy nghĩ. Nhiều năm sau, trong ngôi vườn nhà ông ở Palo Alto, Jobs đã chia sẻ những suy nghĩ của ông về những ảnh hưởng lâu dài của chuyến đi tới Ấn Độ tới ông:

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Việc quay trở lại Mỹ là một cú sốc văn hóa với tôi, hơn cả khi tôi đến Ấn Độ. Những người dân sống ở nông thôn Ấn Độ không sử dụng lý trí của họ như chúng ta vẫn làm, mà thay vào đó họ sử dụng trực giác. Và trực giác của họ, thì khỏi phải nói, phát triển hơn rất nhiều so với phần còn lại của thế giới. Với tôi, trực giác là một thứ gì đó đầy quyền uy, có sức mạnh lớn hơn cả trí tuệ. Nó là yếu tố có tác động lớn tới công việc của tôi.

Những suy nghĩ chủ yếu dựa trên lý trí của người phương Tây không phải là đặc tính bẩm sinh của loài người. Nó được trau dồi và đúc kết qua thời gian, và là thành tựu vĩ đại nhất của nền văn minh phương Tây. Ở những ngôi làng của Ấn Độ, họ không bao giờ học nó. Họ học những thứ khác, những thứ mà xét trên một số phương diện sẽ rất giá trị nhưng trên một vài phương diện khác thì không. Đó là sức mạnh của trực giác và sự khôn ngoan có được từ những trải nghiệm.

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Quay trở lại sau bảy tháng rong ruổi khắp các ngôi làng của Ấn Độ, tôi nhìn thấy sự điên khùng trong thế giới của người phương Tây cũng như khả năng chứa chất những ý nghĩ lý trí của họ. Nếu bạn ngồi và quan sát, bạn sẽ thấy cách thức mà bộ não của chúng ta hoạt động không ngừng nghỉ. Nếu chúng ta cố gắng kìm chế, nó chỉ làm mọi thứ tồi tệ hơn; nhưng qua thời gian, não bộ của chúng ta sẽ quen với những tình huống đó và trở nên điềm tĩnh hơn. Bạn có thể nghe thấy sự chuyển động của những sự vật nhỏ nhất, những âm thanh khẽ khàng nhất, và đó chính là lúc trực giác của bạn bắt đầu thức giấc. Bộ não dần dần suy nghĩ chậm lại và bạn có thể thấy thời gian như được kéo dài hơn trong cùng một khoảnh khắc và bạn có thể nhìn thấy nhiều sự việc hơn so với trước đây. Đó là một kỷ luật, bạn phải luyện tập nó.

Thiền đã có tác động sâu sắc tới cuộc sống của tôi kể từ đó. Có lúc tôi nghĩ rằng sẽ đến Nhật Bản và cố gắng để được tới tu viện Eihei-ji, nhưng người cố vấn tâm linh của tôi lại muốn tôi ở lại đây. Ông ấy nói không có thứ gì ở đó có mà ở đây không có, và ông ấy đã đúng. Tôi học được một điều trong Thiền dạy rằng: Nếu bạn mong muốn đi vòng quanh thế giới để gặp một người thầy xứng đáng, người đó sẽ xuất hiện ngay cạnh chỗ bạn.

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Jobs thực tế đã tìm được người thầy của mình ở ngay cạnh khu phố bên. Shunryu Suzuki, người viết cuốn “Thiền tâm” (Zen Mind), “Luyện tập trí tuệ cho người bắt đầu” (Beginner’s Mind) và cũng là người quản lý Trung tâm thiền San Francisco, thường xuyên đến Los Atlos vào tối thứ Tư hàng tuần để thuyết giảng và hành thiền cùng một nhóm nhỏ các môn đệ của ông. Sau một thời gian, ông đã đề nghị người trợ lý của mình, Kobun Chino Otogawa, mở một trung tâm phục vụ toàn thời gian tại đây. Jobs cùng với người bạn gái một thời Chrisann Brennan, Daniel Kottke và Elizabeth Holmes trở thành những môn đệ trung thành của trung tâm Tassajara, một thiền viện ở Carmel, nơi Kobun dạy.

Kottke cho rằng Kobun thật tuyệt vời. Ông tiếp “Tiếng Anh của ông ấy thật tệ. Ông sẽ nói như đọc thơ haiku với những cụm từ mang tính chất thơ văn và gợi nhớ. Chúng tôi ngồi nghe ông ấy nói và được nửa thời gian thì chúng tôi bắt đầu không có một khái niệm gì về những điều ông ấy đang nói. Tôi coi đó là khoảng thời gian giải lao, vô âu, vô lo”. Holmes thì cho rằng “Chúng tôi thiền cùng Kobun. Chúng tôi ngồi ở dưới thảm tập còn ông ấy thì ngồi trên chiếc bục. Chúng tôi được dạy cách để đẩy lùi mọi phiền nhiễu, và nó như một phép thuật huyền diệu. Một buổi tối nọ, trời đổ mưa to trong lúc chúng tôi đang thiền với Kobun, và ông đã dạy cho chúng tôi cách sử dụng những âm thanh xung quanh để đưa mình trở lại sự tĩnh tâm khi thiền”.

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Đối với Jobs, ông chú tâm cao độ vào thiền. Theo như Kottke thì “Ông ấy thực sự rất nghiêm túc, quan trọng hóa nó và nhìn chung, đôi lúc thật không thể chịu nổi”. Ông ấy gần như ngày nào cũng gặp Kobun và cứ vài tháng, họ lại cùng nhau đi ở ẩn để thiền. Jobs nhớ rằng “Tôi luôn cố gắng dành nhiều thời gian nhất có thể để thỉnh giáo ông ấy. Ông ấy có vợ và hai con nhỏ. Vợ ông làm y tá ở Standford và trực ca đêm; vì vậy, tôi thường tụ tập với Kobun vào các buổi tối. Khi vợ ông ấy trở về nhà vào lúc nửa đêm, bà ấy sẽ lùa chúng tôi về”. Họ đôi lúc cũng tranh luận về việc liệu Jobs có nên chú tâm hoàn toàn vào việc theo đuổi những giá trị tâm linh không, nhưng Kobun thì có quan điểm ngược lại. Ông chắc chắn rằng Jobs có thể chạm được đến thế giới tâm linh trong khi vẫn tham gia vào công việc kinh doanh của mình. Mối quan hệ giữa hai người trở nên gắn bó và lâu dài. Kobun cũng đã đến tham dự lễ cưới của Jobs mười bảy năm sau đó.

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Sự thôi thúc tìm ra bản ngã bên trong con người mình của Jobs lớn đến mức ông quyết định trải qua giải pháp trị liệu tâm lý được nghiên cứu và phổ biến gần đây bởi một bác sĩ tâm lý trị liệu ở Los Angeles, tên là Arthur Janov. Phương pháp này được dựa trên học thuyết Freud (Freudian theory), cho rằng những vấn đề về tâm lý bắt nguồn từ những đau đớn dồn nén khi còn nhỏ của con người có thể được giải quyết bằng cách cùng người bệnh tái tạo lại cảnh tượng khi đó, tái trải nghiệm nỗi đau từng có nhưng bằng cách giãi bày tất cả các cảm xúc, thậm chí cả kêu gào, than khóc, không kìm nén bất cứ điều gì. Với Jobs, liệu pháp nói chuyện có vẻ tốt hơn vì nó liên quan đến cảm nhận mang tính bản năng và hành động mang tính xúc cảm hơn là sự phân tích một cách lý trí. Sau này, ông có nói rằng “Bạn không cần phải suy nghĩ quá nhiều về nó, đơn giản chỉ hành động: nhắm mắt lại, giữ nhịp thở đều đặn, bước vào thế giới tiềm thức và bước ra sáng suốt hơn”.

Một nhóm những tín đồ của phương pháp Janov trên đã mở một trung tâm tâm lý tên là Oregon trong một khách sạn cũ ở Eugene. Người quản lý trung tâm này, không ai khác chính là người bạn tại trường Reed của Jobs, Robert Friedland. Cộng đồng All One Farm của ông cũng tọa lạc gần đó. Khoảng cuối năm 1974, Jobs đăng ký khóa học trị liệu này trong 12 tuần với lệ phí 1.000 đô-la. Kottke nhớ rằng “Steve và tôi có giai đoạn phát triển tính cách như nhau, vì vậy tôi rất muốn tham gia cùng ông ấy, nhưng tôi không có tiền đóng phí”.

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Jobs từng tâm sự với những người bạn thân rằng ông luôn bị thôi thúc bởi nỗi đau của một đứa trẻ bị bỏ rơi và không biết cha mẹ đẻ là ai. Friedland nói “Steve có một mong muốn cháy bỏng tìm ra cha mẹ đẻ của mình để ông hiểu rõ hơn về chính bản thân mình, xem ông là ai”. Tất cả những gì ông biết về cha mẹ đẻ của mình qua Paul và Clara là họ đều tốt nghiệp đại học và cha của ông hình như là một người Syria. Ông thậm chí đã có ý định thuê một thám tử riêng để tìm ra sự thật nhưng cuối cùng, ông lại không làm như vậy. Ông nói “Tôi không muốn gây tổn thương cho cha mẹ tôi”. Ý ông là Paul và Clara.

Theo như Elizabeth Holmes thì “Jobs luôn phải đấu tranh với sự thật rằng mình chỉ là con nuôi. Ông ấy cảm thấy rằng đó chính là vấn đề khiến cảm xúc bị dồn nén”. Jobs thừa nhận “Đó là vấn đề luôn làm tôi không yên và tôi cần phải tập trung giải quyết nó”. Ông thậm chí còn cởi mở về việc này hơn với Greg Calhoun. Ông này kể lại rằng “Steve dằn vặt lương tâm về việc được nhận nuôi từ khi còn nhỏ và ông ấy tâm sự với tôi khá nhiều. Việc tham gia điều trị để có thể trải nghiệm và giải tỏa cảm xúc của những nỗi đau chất chứa từ lâu hay việc gò mình trong chế độ ăn nghiêm ngặt, với mong muốn không phát sinh niêm dịch là cách ông ấy đang cố gắng để tẩy rửa chính bản thân mình và tiến sâu hơn vào nỗi sợ hãi về nguồn gốc bản thân. Ông ấy nói với tôi một cách giận dữ về sự thật ông ấy bị cha mẹ bỏ rơi”.

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John Lenon cũng trải qua liệu pháp tâm lý như Jobs vào năm 1970, và tháng 12 năm đó, ông đã cho ra đời bài hát “Mẹ” (Mother) với ban nhạc Plastic Ono. Bài hát là nỗi lòng của một cậu bé bị cha bỏ rơi và mẹ thì bị giết hại khi còn ở độ tuổi thiếu niên. Đoạn điệp khúc lặp đi lặp lại những câu chữ chất chứa nỗi ám ảnh “Mama don’t go, Daddy come home” (Mẹ ơi, đừng bỏ con. Cha ơi, hay quay về nhà đi - ND). Jobs trước đây cũng thường xuyên nghe bài này.

Sau đó, Jobs cho rằng phương pháp của Janov không thật sự hiệu quả. “Ông ấy đưa ra những câu hỏi có sẵn và những câu trả lời thiếu sự tưởng tượng, một thứ trắc nghiệm dường như quá đơn giản. Điều đó hiển nhiên chứng minh rằng phương pháp điều trị này sẽ không mang lại bất kỳ điều gì sâu sắc cho tâm hồn bạn”. Nhưng Holmes lại cho rằng nó khiến Jobs cảm thấy tự tin hơn. “Sau khi tham gia liệu pháp này, ông ấy đã thay đổi. Mặc dù ông ấy có tính cách chai sạn nhưng tôi cảm thấy tâm hồn ông ấy đã có sự tĩnh lặng, ít nhất là trong một khoảng thời gian. Ông ấy cũng cảm thấy tự tin hơn và cảm giác thiếu thốn hoặc không xứng đáng giảm đi đáng kể”.

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Jobs bắt đầu tin rằng ông có thể truyền cảm giác tự tin này cho người khác và từ đó thúc đẩy họ làm những điều mà trước đó họ nghĩ là không thể. Holmes chia tay với Kottke và tham gia vào một giáo phái tôn giáo ở San Francisco với mong muốn cắt đứt mọi mối liên hệ với bạn bè xung quanh. Nhưng Jobs phản đối suy nghĩ đó của Holmes. Một hôm, Jobs đến tòa nhà của giáo hội đó trên chiếc Ford Ranchero, và thông báo rằng ông đang trên đường tới nông trại trồng táo của Friedland, và Holmes sẽ đi cùng ông. Thậm chí độc ác hơn, ông nói bà sẽ phải cầm lái một phần quãng đường mặc dù bà còn không biết cách gạt cần số xe. Holmes kể “Khi chúng tôi ra đến con đường lớn, Jobs bắt tôi ngồi trên ghế lái, chỉnh tốc độ lên mức khoảng 88 km/h (55 dặm) rồi sau đó mở bản nhạc Blood của Dylan, gối đầu vào lòng tôi và ngủ. Ông ấy cư xử như thể ông ấy có thể làm tất cả mọi thứ, vì thế, bạn cũng vậy. Steve đã đặt mạng sống của mình vào trong tay tôi để bắt tôi phải làm những thứ mà trước đây tôi nghĩ tôi không thể làm được”.

Đó chính là mặt sáng của tính cách vốn được biết đến với cụm từ “Reality distortion field” (Triết lý bóp méo sự thật) của Jobs (như đã được nhắc đến ở chương trước). Holmes nói thêm “Nếu bạn tin tưởng ông ấy, bạn có thể làm được nhiều thứ. Một khi Steve đã quyết định việc gì đó phải được diễn ra thì ông ấy sẽ tìm mọi cách để nó diễn ra”.

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Sự vượt rào

Một ngày đầu năm 1975, Alcorn đang ngồi trong phòng làm việc của mình ở Atari thì Ron Wayne lao vào nói lớn “Này, Steve đã trở lại rồi”. Alcorn đáp lại “Ôi, dẫn anh ta vào đây!”. Jobs đi chân trần, mặc chiếc áo choàng màu vàng nghệ và cầm theo một bản sao của cuốn “Be Here Now” (Trở về) và khăng khăng nói rằng Alcorn phải đọc nó. Ông cũng hỏi thêm “Tôi có thể tiếp tục công việc trước đây của mình không? Alcorn nhớ rằng “Lúc đó trông ông ấy hệt như một tín đồ ở ngôi đền Hare Krishna, nhưng thật vui khi được gặp lại ông ấy. Vì vậy tôi nói: chắc chắn rồi”.

Một lần nữa, vì sự hòa hảo và yên ổn của tất cả mọi người, Jobs hầu như làm việc vào ban đêm. Wozniak lúc đó đang làm việc tại HP và sống ở khu căn hộ ngay gần chỗ Jobs làm nên ông thường lui tới sau bữa tối để gặp gỡ nói chuyện và chơi điện tử với Jobs. Woz trở nên nghiện trò Pong, nhất là level chơi ở con đường bowling Sunnyvale. Ông thậm chí còn tạo ra phiên bản có chức năng kết nối vào Tivi ở nhà.

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Vào một ngày cuối năm 1975, Nolan Bushnell, với sự khôn ngoan vốn có của mình, thừa biết rằng thời kỳ của những trò chơi dùng cần điều khiển đã kết thúc, nhưng ông vẫn quyết định phát triển phiên bản Pong một người chơi thay vì hai người chơi đối kháng như trước kia. Người chơi sẽ đánh bóng về phía một bức tường gạch được thiết kế để bị phá vỡ khi đánh trúng. Ông gọi Jobs lên phòng mình, vẽ ý tưởng ấy lên chiếc bảng đen và đề nghị Jobs chế tạo nó và với tổng số lượng chip ít hơn 50. Jobs sẽ có một khoản thưởng lớn nếu làm được. Bushnell biết Jobs không phải là một kỹ sư giỏi nhưng ông ấy biết chắc rằng Jobs sẽ mời Wozniak, người vẫn thường tụ tập với Jobs ở công ty, cộng tác làm việc. Bushnell nói “Tôi biết giao công việc đó cho Jobs là một công đôi việc. Woz là một kỹ sư tài năng và tốt hơn Jobs nhiều”.

Wozniak hơi sởn da gà khi Jobs yêu cầu ông giúp đỡ và đề xuất phương án phân chia lợi nhuận. Woz nói “Đó là một lời đề nghị tuyệt vời nhất trong đời tôi, về việc có thể thiết kế một trò chơi mà mọi người sẽ chơi nó”. Jobs nói công việc cần phải hoàn thành trong vòng bốn ngày với số chip ít nhất có thể. Nhưng Jobs đã giấu không nói với Woz về hạn chót giao nộp thực sự bởi vì ông cần đến nông trại All One Farm để kịp giúp đỡ mùa thu hoạch táo. Ông cũng không đề cập tới việc sẽ có một khoản thưởng dựa trên số con chip tiết kiệm được.

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Woz nhớ lại “Thông thường, một kỹ sư phải mất một vài tháng để làm một trò chơi như vậy. Tôi nghĩ chắc tôi không thể nào làm được nó đúng hạn nhưng Steve khẳng định rằng tôi có thể”. Vì thế, Woz đã thức trắng bốn đêm liên tiếp để thiết kế nó. Ban ngày, khi làm việc ở HP, Woz vẽ nháp ý tưởng của mình ra giấy và sau đó, sau bữa ăn nhanh, ông đi thẳng đến Atari và làm việc thâu đêm tại đây. Khi Wozniak thiết kế xong thì Steve ngồi trên một chiếc ghế dài bên trái bọc dây những con chip trên bảng mạch khung. Wozniak kể “Trong khi Steve đang lắp bảng mạch khung thì tôi dành thời gian chơi trò chơi yêu thích nhất của tôi, trò đua tô tô Gran Trak 10”.

Thật bất ngờ, họ có thể hoàn thiện công việc được giao trong bốn ngày và Wozniak chỉ sử dụng 45 con chip. Mỗi người nhớ một cách khác nhau về sự việc này, nhưng theo như mọi người vẫn nghĩ thì Jobs chỉ đưa cho Wozniak một nửa số tiền được trả cho việc tạo ra trò chơi, không có số tiền thưởng do tiết kiệm được năm con chip. Phải mất mười năm sau Wozniak mới phát hiện ra điều đó (do vô tình đọc cuốn sách ghi lại lịch sử của Atari tên là Zap). Wozniak nói rằng “Tôi nghĩ Steve cần số tiền đó và vì vậy, ông ấy chỉ đơn giản là không nói cho tôi biết sự thật”. Bây giờ, khi nói về điều đó, Wozniak ngắt quãng hồi lâu và thừa nhận rằng điều đó khiến ông cảm thấy bị tổn thương. “Tôi ước gì Jobs thành thật với tôi lúc đó. Nếu ông ấy nói với tôi rằng mình cần số tiền ấy, ông ấy phải biết rằng tôi sẽ đưa ngay. Ông ấy là bạn tôi. Và bạn có thể giúp đỡ những người bạn của mình”. Đó là sự khác biệt căn bản trong tính cách của Jobs và Wozniak. “Đạo đức luôn luôn là điều được tôi coi trọng và chú ý. Tôi vẫn không hiểu tại sao ông ấy được trả một khoản thế này mà lại nói với tôi thế khác. Nhưng, ông biết đấy, mỗi người một tính”.

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Khi Jobs biết vụ việc đã được phơi bày, ông gọi cho Wozniak để phủ nhận nó. Wozniak nhớ lại “Jobs khẳng định với tôi ông ấy không nhớ mình đã làm việc đó và rằng nếu thật sự ông ấy đã làm thì ông ấy sẽ nhớ. Nhưng ông ấy không nhớ gì cả, vì vậy khả năng lớn hơn là ông ấy không hề làm điều đó”. Khi tôi hỏi trực tiếp Jobs, tự nhiên ông ấy im lặng và do dự khác thường. Ông nói “Tôi không biết lời cáo buộc đó bắt nguồn từ đâu. Tôi đã đưa cho Woz một nửa số tiền mà tôi nhận được. Đó là cách tôi vẫn luôn đối xử với Woz. Ý tôi là Woz đã thôi làm việc từ năm 1978. Ông ấy không hề làm việc một tí nào sau 1978 nhưng ông ấy vẫn có được số cổ phần tại Apple ngang với tôi”.

Liệu có khả năng rằng ký ức bị lộn xộn và rằng Jobs thực tế không lừa gạt và trả thiếu số tiền cho Wozniak? Woz nói với tôi rằng “Có khả năng tôi đã nhầm và nhớ lẫn lộn”. Nhưng sau một hồi dừng lại suy xét, ông nói “Không. Tôi nhớ rất rõ con số được ghi trong quyển số liệu của Atari, đó là một tấm séc trị giá 350 đô-la”. Ông đã khẳng định lại trí nhớ của ông với Nolan Bushnell và Al Alcorn. Bushnell nói “Tôi nhớ là có đề cập đến khoản tiền thưởng với Woz và ông ấy trông rất buồn. Tôi nói với ông ấy là đúng, có một khoản tiền thưởng cho mỗi con chip tiết kiệm được, ông ấy chỉ lắc đầu và tặc lưỡi”.

Dù sự thật có thế nào đi chăng nữa, Wozniak sau này vẫn nói rằng nó không đáng để đào bới lại. Ông nói Jobs là một người phức tạp, và mánh khóe chỉ là một mặt tối của một con người thành công đó. Wozniak thì không bao giờ như vậy. Nhưng như ông đã chỉ ra, rằng với tính cách tốt ấy của mình, ông cũng chẳng bao giờ là người xây dựng được Apple. Khi tôi nhấn mạnh điều đó, ông nói “Tốt hơn hết là tôi nên bỏ qua điều này. Nó không phải là cái gì đó to tát mà tôi muốn cáo buộc và đánh giá Steve qua đó”.

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Những kinh nghiệm ở Atari đã giúp Jobs định hình cách tiếp cận tới lĩnh vực kinh doanh và thiết kế. Ông đánh giá cao những thiết kế trò chơi thân thiện với người dùng của Atari, những trò chơi mà chỉ cần có những chỉ dẫn đơn giản kiểu ‘đút đồng xu 25 xu vào và tránh Klingons’ như đã đề cập ở trên. Ron Wayne nói “Sự đơn giản ấy đã tác động tới Jobs và khiến ông ấy trở thành một người rất chú trọng đến sản phẩm”. Jobs cũng tiếp thu được thái độ “không bao giờ làm nô lệ của chữ ‘không’” của Bushnell. Theo Alcorn thì “Nolan không bao giờ nói không. Và đó chính là ấn tượng đầu tiên của Steve về cách mọi thứ được hoàn thành. Nolan không bao giờ phản ứng thái quá hay xúc phạm ai như Steve đôi khi vẫn làm. Nhưng ông ấy cũng có chung một thái độ cầu thị và khả năng chỉ huy. Điều đó nhiều lúc làm tôi cảm thấy rúm ró nhưng thực tế, nó đã giúp mọi thứ được hoàn thành như mong đợi. Về khoản này thì Nolan là vị cố vấn dày dặn kinh nghiệm của Jobs”.

Bushnell cũng đồng ý rằng “Có một thứ gì đó không thể cắt nghĩa rõ ràng ở một doanh nhân, và tôi thấy điều đó ở Steve. Ông ấy không chỉ đam mê công nghệ mà cả lĩnh vực kinh doanh nữa. Tôi đã chỉ cho ông ấy rằng nếu bạn tỏ ra rằng mình có thể làm được điều gì, chắc chắn bạn sẽ làm được. Và ‘Hãy cố gắng đóng giả như mọi thứ đều nằm trong tầm kiểm soát của bạn và mọi người sẽ tin rằng bạn đang kiểm soát được nó”.

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Chương 5

APPLE I

Bật lên. Khởi động. Cắm vào.

Daniel Kottke và Jobs cùng với chiếc máy tính Apple I tại Hội chợ máy tính tổ chức tại thành phố Atlantic, năm 1976.

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Cỗ máy của sự hoàn mỹ

Trong suốt những năm cuối của thập niên 60 thế kỷ XX, có rất nhiều luồng văn hóa du nhập cùng lúc ở San Francisco và thung lũng Santa Clara. Cuộc cách mạng công nghệ bắt đầu bùng nổ với sự phát triển của các nhà thầu quân sự, tiếp nối sau đó là các công ty điện tử, nhà sản xuất bộ vi xử lý, các hãng thiết kế trò chơi điện tử, và các công ty máy tính. Sự bùng nổ đến chóng mặt này kéo theo sự xuất hiện của một tiểu khu văn hóa công nghệ tin tặc – những kẻ trộm cước viễn thông, các nhà nghiên cứu truyền thông, dân sưu tầm công nghệ và những chuyên gia máy tính thuần túy – bao gồm cả những kỹ sư không phù hợp với mô hình của HP và những đứa trẻ không hòa hợp được với làn sóng nổi dậy của các phong trào nổi loạn thời kỳ này. Có những nhóm học giả nghiên cứu những tác động của LSD (một loại ma túy), gồm có Doug Engelbart của Trung tâm Nghiên cứu Mở rộng ở Palo Alto, người sau này đã góp phần phát triển chuột máy tính và giao diện đồ họa cho người sử dụng, và Ken Kesey, người đã tổ chức một buổi thác loạn có sử dụng thuốc kích thích với một ban nhạc gia đình, sau trở thành Grateful Dead . Thời kỳ này bắt đầu xuất hiện phong trào phản văn hóa hippie được khởi xướng từ những thế hệ trẻ Vùng Vịnh, và các nhà hoạt động chính trị nổi loạn bắt nguồn từ phong trào tự do ngôn luận ở Berkeley. Trên hết chúng ta phải kể đến sự xuất hiện của các phong trào tự phát khác nhau hướng đến con đường đi tìm sự giác ngộ cá nhân: Thiền Phật giáo và Ấn Độ giáo, thiền định và yoga, gào thét và cảm giác tù túng, Esalen và các phương pháp trị liệu bằng xung điện.

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Sự dung hòa giữa quyền lực danh nghĩa và quyền lực thực tế, giữa sự giác ngộ tâm linh và công nghệ được Steve Jobs thể hiện thông qua những buổi thiền định hàng sáng, các buổi dự thính các lớp vật lý tại Stanford, các buổi làm việc đêm tại Atari, và ước mơ về một sự nghiệp kinh doanh của riêng mình. “Có một điều gì đó đang diễn ra ở đây”, ông bồi hồi nhớ lại. “Dòng âm nhạc tuyệt vời nhất khởi nguồn từ đây, ban nhạc Grateful Dead, Jefferson Airplane, Joan Baez, Janis Joplin, mạch tích hợp hay những thứ như cuốn Whole Earth Catalog đều được sinh ra trên mảnh đất này. Ban đầu dân công nghệ và dân hippie (phản văn hóa) không có quan hệ tốt với nhau. Rất nhiều người trong phong trào phản văn hóa coi máy tính là thứ đáng nghi ngại và lập dị như Orwell , thứ mà họ cho rằng khởi nguồn từ Lầu Năm Góc và hệ thống quyền lực tại đây. Trong cuốn “The Myth of the Machine” (truyền thuyết về cỗ máy), nhà sử học Lewis Mumford đã cảnh báo rằng máy tính đang dần lấy đi sự tự do và làm suy đồi “giá trị cuộc sống đang ngày càng được nâng cao.” Sự ra đời của cuốn sách “Do not fold, spindle or multilate” - lệnh cấm sử dụng thẻ bấm lỗ - đã giáng một đòn mạnh vào giai đoạn này, trở thành lời cáo buộc đanh thép, mỉa mai của phe đối lập.

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Tuy nhiên đầu những năm 1970, bắt đầu có sự chuyển biến. Trong bài nghiên cứu về sự hội tụ của phong trào phản văn hóa đối với ngành công nghiệp máy tính có tên What the Dormouse Said (Điều Dormouse đã nói) John Markoff viết, “Điện toán từng bị lên án và bị coi như là một công cụ kiểm soát quan liêu giờ đây đã trở thành một biểu tượng của cá tính và sự tự do”. Nó cũng được thể hiện như một nét đặc biệt trong ca từ của tập thơ được sáng tác năm 1967 của Richard Brautigan, “All Watched Over by machines of Loving Grace” (tất cả đều đang chiêm ngưỡng cỗ máy của sự hoàn mỹ) và tư tưởng thống nhất đã được chứng nhận khi Timothy Leary tuyên bố rằng các máy tính cá nhân đã trở thành một loại “chất gây nghiện” mới và những năm sau đó điều chỉnh lại câu thần chú nổi tiếng của mình để tuyên bố, “Bật lên, Khởi động, Cắm vào”. Nhạc sĩ Bono, người sau này trở thành một người bạn của Jobs, thường thắc mắc với ông rằng tại sao những kẻ đắm mình trong đá - thuốc kích thích – những cuộc nổi loạn của phong trào phản văn hóa ở vùng Vịnh lại góp phần tạo nên ngành công nghiệp máy tính cá nhân như vậy. “Những kẻ “tạo ra” thế kỷ XXI là những kẻ “đập đá”, dân hippie đi dép lê đến từ vùng bờ Tây như Steve, bởi vì họ nhìn nhận mọi vấn đề theo cách riêng - nổi loạn,” Bono nhận xét. “Các xã hội phân cấp có tôn ti ở các vùng bờ Đông, Anh, Đức, và Nhật Bản không khuyến khích những suy nghĩ khác biệt như vậy. Những năm 1960 của thế kỷ XIX đã hình thành nên lối suy nghĩ hỗn loạn, một thứ chất xúc tác vô hình giúp định hình nên một thế giới chưa bao giờ tồn tại.”

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Một người khuyến khích các cư dân của phong trào phản văn hóa tạo ra một trào lưu phổ biến mà người ta thường gọi là các hacker (các tin tặc), đó chính là Stewart Brand. Là một người có kinh nghiệm và tầm nhìn xa trông rộng, ông đã tạo ra niềm vui và những ý tưởng qua nhiều thập kỷ, Brand cũng là một trong những người tham gia vào một trong sáu mươi nghiên cứu về LSD đầu tiên ở Palo Alto. Ông cùng với đồng nghiệp của mình là Ken Kesey tạo ra “Những hành trình thử thách” (acid – celebrating Trips Festival), xuất hiện trong phần mở đầu của cuốn The Electric Kool-Aid Acid Test (cuộc thử nghiệm của dân hippie) của Tom Wolfe, và làm việc với Doug Engelbart để tạo ra một buổi thuyết trình, rất có ảnh hưởng về sau với sự biến hóa khôn lường của âm thanh và ánh sáng về những công nghệ mới được gọi là “Cha đẻ của những bản demo” (Mother of All Demos). “Hầu hết các thế hệ chúng tôi lúc bấy giờ đều khinh miệt máy tính, coi nó như hiện thân của sự kiểm soát tập trung,” Brand sau đó lưu ý. “Thế nhưng một đội ngũ nhỏ, sau này gọi là hacker, đã ôm máy tính đồng thời biến chúng thành công cụ của sự tự do. Điều đó hóa ra lại là con đường thật sự hướng đến tương lai.”

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Brand điều hành Whole Earth Truck Store (Cửa hàng lưu động toàn cầu), bắt đầu như một chiếc xe tải lưu động, bán các công cụ cần thiết và tài liệu giáo dục, và đến năm 1968 ông quyết định mở rộng nó phát triển thành Whole Earth Catalog. Trên trang bìa đầu tiên của cuốn Catalog là hình ảnh nổi tiếng của trái đất được chụp từ không gian; với tít phụ là “Acess to Tools” (Tiếp cận mọi công cụ) với ý nghĩa đơn giản là công nghệ có thể là một người bạn của chúng ta. Brand đã viết trên trang nhất của ấn bản đầu tiên rằng, “Một thế giới của cái tôi cá nhân đang ngày càng được coi trọng trong đó có quyền tự quyết được học hành, tìm nguồn cảm hứng riêng, tự tạo không gian riêng, và chia sẻ những tìm tòi của mình với bất cứ ai quan tâm. Những công cụ hỗ trợ quá trình này được Whole Earth Catalog tìm kiếm và phát triển.” Buckminster Fuller bắt đầu một bài thơ sau đó”. Tôi thấy Chúa trong các dụng cụ và cơ chế làm việc đáng tin cậy”.

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Jobs trở thành một fan hâm mộ của Whole Earth. Jobs đặc biệt bị chinh phục bởi ấn bản cuối cùng, phát hành vào năm 1971, khi ông vẫn còn học trung học, và đã mang nó theo tới trường đại học, cả sau đó đến trang trại All One Farm. “Trên bìa sau của ấn bản cuối cùng” Jobs nhớ lại, “là bức ảnh một con đường quê vào buổi sáng sớm, và bạn có thể thấy mình đang bước trên đó nếu bạn là người ưa khám phá. Phía dưới bức ảnh là câu: ‘Hãy luôn khát khao, hãy cứ dại khờ. (Stay Hungry. Stay Foolish.)’” Brand coi Jobs là một trong những hiện thân tinh khiết nhất của sự pha trộn văn hóa mà Catalog đang kiếm tìm để vinh danh. “Steve ở ngay điểm giao thoa của phong trào phản văn hóa và công nghệ,” ông nói. “Ông ấy có ý niệm về những công cụ ai cũng sử dụng được. “Catalog của Brand đã được xuất bản với sự giúp đỡ của Viện Portola, một tổ chức dành riêng cho lĩnh vực non trẻ của ngành giáo dục máy tính. Viện Portola cũng đã góp phần trong việc thành lập People’s Computer Company (Máy tính dành cho mọi người), đây hoàn toàn không phải là một công ty mà là một tờ tin tức và là một tổ chức hoạt động với phương châm “đem sức mạnh của máy tính đến với mọi người” (Computer power to the people). Thỉnh thoảng lại diễn ra một bữa tối “thân mật” được tổ chức vào ngày thứ Tư bất kỳ và có một lần hai trong số những nhân vật quan trọng, Gordon French và Fred Moore, đã quyết định thành lập một câu lạc bộ chính thức hơn nơi mọi người có thể chia sẻ những thông tin về thiết bị điện tử cá nhân.

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Họ đã cực kỳ phấn khích bởi sự xuất hiện của ấn phẩm Popular Mechanics (Những thợ máy nổi tiếng) vào tháng Giêng năm 1975 với một bộ máy tính cá nhân đầu tiên, Altair, trên trang bìa. Altair không đắt lắm, chỉ khoảng 495 đô-la cho một khối các bộ phận được hàn với một tấm bảng mạch được làm một cách đơn giản - nhưng đối với dân ghiền sưu tầm đồ công nghệ và các chuyên gia máy tính thì sự ra đời của Altair báo hiệu buổi bình minh của một kỷ nguyên mới. Bill Gates và Paul Allen đã đọc cuốn tạp chí này và bắt tay vào thử chạy phiên bản BASIC , một ngôn ngữ lập trình dễ sử dụng, trên Altair. Nó cũng gây sự chú ý của Jobs và Wozniak. Và khi một bộ Altair đã đến với tạp chí “Máy tính dành cho mọi người”, nó trở thành tâm điểm trong cuộc họp đầu tiên của câu lạc bộ mà French và Moore đã từng cùng nhau quyết định thành lập.

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Câu lạc bộ máy tính Homebrew

Câu lạc bộ máy tính Homebrew được biết đến như một dấu hiệu về sự hợp nhất Whole Earth (toàn cầu), giữa phong trào phản văn hóa và công nghệ. Nó sẽ trở thành một kỷ nguyên máy tính cá nhân, một thứ na ná thời kỳ khai sinh ra những quán cà phê Turk’s Head cho đến thời kỳ của Tiến sĩ Johnson, một nơi mà những ý tưởng đã được trao đổi và phổ biến rộng rãi. Moore đã viết những tờ bướm cho các cuộc họp đầu tiên, được tổ chức vào ngày 05 tháng Ba 1975, trong nhà để xe của một nhà hàng của Pháp trong công viên Menlo: “Bạn đang tự làm một cái máy tính, một thiết bị đầu cuối, một chiếc TV, hay một chiếc máy đánh chữ của riêng mình? Nếu vậy, có thể bạn sẽ muốn đến tham gia vào hội những người cùng chí hướng.” Tờ quảng cáo ghi.

Allen Baum phát hiện ra tờ rơi trên bảng thông báo của HP và gọi cho Wozniak, và Woz đã đồng ý đi với anh ta. “Đêm đó hóa ra là một trong những đêm quan trọng nhất của cuộc đời tôi”, Wozniak nhớ lại. Khoảng ba mươi người khác cũng đến, ùa ra khi cánh cửa nhà để xe bật mở, và họ thay phiên nhau mô tả điều họ quan tâm. Wozniak, sau này đã thừa nhận lúc đó ông vô cùng căng thẳng và ông cũng cho hay rằng ông thích “trò chơi điện tử, phim trả phí cho các khách sạn, thiết kế máy tính khoa học, và thiết kế thiết bị đầu cuối truyền hình”, theo biên bản được chuẩn bị bởi Moore. Có một buổi ra mắt dành cho chiếc Altair mới, nhưng quan trọng hơn là Wozniak được nhìn thấy những bản thông số kỹ thuật cho bộ vi xử lý.

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Khi Woz suy nghĩ về các bộ vi xử lý – một con chip có bộ xử lý trung tâm tổng - ông đã có một cái nhìn sâu sắc. Ông đã bắt tay vào thiết kế một thiết bị đầu cuối, với một bàn phím và màn hình có khả năng kết nối với một máy tính mini từ xa. Sử dụng một bộ vi xử lý, Woz có thể đặt một số lưu lượng của máy tính mini bên trong một thiết bị đầu cuối, do đó nó có thể trở thành một máy tính để bàn nhỏ độc lập. Đó là một ý tưởng lâu dài: bàn phím, màn hình, và máy tính đều nằm trong một gói tích hợp cá nhân. “Toàn bộ ý tưởng về một máy tính cá nhân đã nảy ra trong đầu tôi,” ông nói. “Đêm đó, tôi bắt đầu phác thảo ra giấy những gì sau này được gọi là Apple I”

Lúc đầu, ông dự định sử dụng bộ vi xử lý tương tự như bộ vi xử lý dùng cho Altair, một chiếc Intel 8080. Nhưng mỗi cái đều có “chi phí gần như nhiều hơn tiền thuê nhà hàng tháng của tôi”, vì vậy ông tìm kiếm một phương án thay thế. Ông tìm thấy một bộ trong chiếc Motorola 6800 mà một người bạn ở HP đã mua với giá 40 đô-la một cái. Sau đó ông đã phát hiện ra một con chip mà MOS Technologies làm tương tự như vậy nhưng chỉ có 20 đô-la. Nó sẽ làm cho máy tính của Woz có giá cả phải chăng, nhưng nó cũng buộc ông phải đầu tư lâu dài. Chip của Intel sau này đã trở thành loại chip chuẩn công nghiệp, và chúng sẽ ảnh hưởng tới Apple khi các dòng máy tính Apple không tương thích với chúng.

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Sau mỗi ngày làm việc, Wozniak sẽ về nhà ăn tối, xem truyền hình và sau đó quay lại HP để làm việc tới khuya với cái máy tính của mình. Ở trong phòng làm việc riêng, ông tháo rời các bộ phận của chiếc máy tính, xác định vị trí của chúng, và gắn vào bảng mạch chủ của mình. Sau đó ông bắt đầu viết các phần mềm khiến bộ vi xử lý hiển thị hình ảnh trên màn hình. Bởi vì ông không đủ tiền để trả cho thời gian sử dụng máy tính, ông đã viết mã bằng tay. Sau vài tháng chiếc máy đã sẵn sàng chạy thử. “Tôi đã gõ một ký tự trên bàn phím và tôi đã bị sốc! Các chữ được hiển thị trên màn hình”. Đó là vào Chủ nhật ngày 29 tháng 6, năm 1975, một cột mốc quan trọng đối với dòng máy tính cá nhân. “Đó là lần đầu tiên trong lịch sử”, Wozniak sau này nhớ lại, “bất kỳ ai cũng có thể gõ một ký tự trên bàn phím và sẽ thấy nó hiển thị lên ngay màn hình.”

Jobs đã thực sự bị ấn tượng. Ông hỏi Wozniak một cách hồ hởi: cái máy tính có nối mạng được không? Liệu họ có thể thêm ổ đĩa để tăng thêm dung lượng cho bộ nhớ không? Ông cũng bắt đầu giúp Woz hoàn thiện các phần. Đặc biệt quan trọng là các con chip có bộ nhớ truy cập ngẫu nhiên động (RAM động). Jobs thực hiện một vài cuộc gọi và đã lấy được vài con từ Intel, miễn phí. “Steve là một người như thế”, Wozniak nói. “Ý tôi là, cậu ấy biết cách thương thảo với một đại diện bán hàng. Tôi thì không bao giờ có thể làm được điều đó. Tôi quá nhút nhát.”

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Jobs bắt đầu theo Wozniak đến một số buổi gặp mặt của câu lạc bộ Homebrew, mang theo màn hình TV và giúp lắp đặt các bộ phận. Các buổi gặp mặt lúc đó đã thu hút hơn một trăm người thực sự quan tâm và đã được chuyển đến khán phòng của Trung tâm gia tốc tuyến tính Stanford. Buổi gặp mặt được chủ trì bởi Lee Felsenstein - một người có định hướng và phong thái tự do, ông cũng là đại diện tiêu biểu của sự pha trộn giữa thế giới điện toán và phong trào phản văn hóa. Lee đã từng bỏ học một trường kỹ thuật, tham gia vào phong trào tự do ngôn luận, và trở thành một nhà hoạt động chống chiến tranh. Ông cũng từng viết bài cho tờ báo tổng hợp Barb Berkeley và cuối cùng trở lại làm một kỹ sư máy tính.

Woz thường quá nhút nhát để phát biểu trong các cuộc họp, nhưng sau khi mọi người vây xung quanh chiếc máy tính của Woz, thì ông đã tự hào khoe về thành quả (quá trình làm chiếc máy) của mình. Moore đã cố gắng truyền tinh thần trao đổi và chia sẻ vào Homebrew hơn là tinh thần thương mại. “Chủ đề của câu lạc bộ,” Woz nói, “là ‘hãy giúp đỡ người khác’”. Đó là một trong những nguyên tắc đạo đức của một hacker công nghệ rằng thông tin nên được miễn phí và không ai có quyền kiểm soát chúng. “Tôi thiết kế Apple I vì tôi muốn chia sẻ nó miễn phí cho mọi người,” Wozniak nói.

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Điều này không phải là một viễn cảnh mà Bill Gates chấp nhận. Sau khi ông và Paul Allen đã hoàn thành việc chạy phiên bản BASIC cho Altair, Gates sợ các thành viên của Homebrew đã sao lại nó và chia sẻ mà không trả tiền cho ông. Vì vậy, ông đã viết một bức thư mà sau này trở nên nổi tiếng, tới câu lạc bộ: “Khi phần lớn những người yêu công nghệ phải dè chừng, thì hầu hết các bạn đang ăn cắp phần mềm của chính mình. Đó có phải là công bằng? . . . Điều bạn làm đó chính là ngăn chặn việc viết các phần mềm tốt. Ai sẽ là người dành thời gian và tâm huyết cho những thứ vô bổ? . . . Tôi sẽ đánh giá cao những lá thư từ bất cứ ai muốn trả tiền.”

Steve Jobs, tương tự như vậy, đã không chấp nhận quan điểm cho rằng những phát minh của Wozniak, có thể là Blue Box hay một chiếc máy tính, là để miễn phí. Vì vậy, ông đã thuyết phục Wozniak dừng việc gửi bản phác họa của ông. Dù sao hầu hết mọi người không có thời gian để tự làm ra nó, Jobs thuyết phục. “Sao chúng ta không làm và bán các bảng mạch cho họ?” Đó là một ví dụ về sự cộng sinh giữa Jobs và Woz. “Mỗi lần tôi muốn thiết kế một cái gì đó khá khẩm, Steve sẽ tìm ra cách để kiếm tiền cho chúng tôi”, Wozniak nói. Woz thừa nhận rằng ông sẽ không bao giờ nghĩ đến việc làm điều đó một mình. “Tôi chưa bao giờ nghĩ mình sẽ bán máy tính. Đó là Steve đã nói, ‘Chúng ta hãy giữ bí mật và bán một ít thôi.’”

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Jobs đã lên kế hoạch thuê một chàng trai ông biết tại Atari vẽ những bảng mạch và sau đó in ra khoảng năm mươi bản hoặc nhiều hơn thế. Việc đó sẽ tốn khoảng 1.000 đô-la, cộng thêm phí cho nhân viên thiết kế. Họ có thể bán chúng với giá 40 đô-la một chiếc và lợi nhuận dự tính là 700 đô-la. Wozniak không chắc là họ có thể bán hết. “Tôi không biết làm thế nào chúng tôi có thể hoàn vốn,” ông nhớ lại. Ông đã gặp rắc rối với chủ nhà vì séc thanh toán (bouncing checks) và bây giờ phải trả tiền nhà hàng tháng bằng tiền mặt.

Jobs biết cách làm thế nào để lôi kéo Wozniak. Ông không cho rằng họ chắc sẽ kiếm được tiền, nhưng thay vào đó họ sẽ có một cuộc phiêu lưu thú vị. “Ngay cả nếu chúng ta trắng tay, thì chúng ta sẽ có một công ty”, Jobs nói trong khi lái chiếc Volkswagen của mình. “Một lần trong đời, chúng ta sẽ có một công ty.” Điều này hấp dẫn Wozniak, thậm chí nhiều hơn bất kỳ viễn cảnh làm giàu nào. Ông nhớ lại, “Tôi đã vui mừng khi nghĩ chúng tôi sẽ như thế. Hai người bạn thân nhất thành lập một công ty. Ôi, ngay lập tức tôi biết mình muốn làm điều đó. Tại sao lại không chứ?”

Để có được số tiền mà họ cần, Wozniak đã bán cái máy tính HP 65 của mình với giá 500 đô-la, mặc dù người mua cuối cùng kiên quyết mua bằng một nửa giá đó. Về phần mình, Jobs đã bán chiếc Volkswagen của mình với giá 1.500 đô-la. Nhưng người mua đã đến để tìm ông hai tuần sau đó và cho biết, động cơ đã bị hỏng, và Jobs đồng ý trả một nửa cho việc sửa chữa. Mặc dù gặp phải những trở ngại nhỏ, nhưng giờ, cộng với khoản tiết kiệm của riêng thì họ có khoảng 1.300 đô-la vốn lưu động, bản thiết kế cho một sản phẩm, và một bản kế hoạch. Họ sẽ bắt đầu công ty máy tính của riêng mình.

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Apple ra đời

Bây giờ đã đến lúc họ quyết định thành lập một doanh nghiệp, họ cần một cái tên. Jobs một lần nữa đến thăm trang trại All One Farm, nơi mà trước đây ông đã cắt tỉa các cây táo Gravenstein, và Woz đã đón ông tại sân bay. Trên đường về Los Altos, họ bàn tán xoay quanh những lựa chọn. Họ xem xét một số từ công nghệ điển hình, chẳng hạn như ma trận (Matrix), và một số từ mới, chẳng hạn như Executek, và một số tên đơn giản, như Personal Computer (Công ty máy tính cá nhân). Jobs muốn hoàn thành các giấy tờ, nên quyết định sẽ chọn tên vào ngày hôm sau. Cuối cùng Jobs đề xuất cái tên Apple Computer (Công ty máy tính Apple). “Nó là một thứ quả trong chế độ ăn chay của tôi,” ông giải thích. “Tôi vừa trở về từ trang trại táo. Nó nghe có vẻ vui vẻ, có sinh khí, và không đáng sợ. Apple đứng cạnh từ ‘computer’”. Hơn nữa, nó sẽ đứng trước cái tên “Atari” trong danh bạ điện thoại.” Ông nói với Wozniak rằng nếu không có cái tên nào khá hơn vào chiều hôm sau, họ sẽ nhất trí chọn Apple. Và họ đã làm.

“Apple”. Đó là một sự lựa chọn thông minh. Ngay từ cái tên, nó đã cho thấy sự thân thiện và đơn giản. Nó cố gắng để vừa khác biệt, vừa đơn giản như một phần của chiếc bánh. Nó mang hơi hướng của phong trào phản văn hóa, nguyên sơ gần gũi với thiên nhiên, nhưng thực sự mang phong cách Mỹ. “Apple” và “Computer” được đặt cạnh nhau cho thấy sự không liên quan đến nực cười. “Nó chẳng có nghĩa gì,” Mike Markkula, người sau này đã trở thành chủ tịch đầu tiên của Apple nói. “Vì vậy, nó buộc bạn phải đầu tư suy nghĩ về nó. “Apple” (táo) và Computer (máy tính), chẳng có gì liên quan đến nhau! Vì thế, nó đã giúp chúng tôi phát triển nhận thức về thương hiệu.”

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Wozniak vẫn chưa sẵn sàng cam kết dành toàn bộ thời gian ở công ty mới. Ông là một người đã gắn bó với HP, hoặc vì ông nghĩ, và muốn làm việc toàn thời gian của mình ở đó. Jobs thấy rằng ông cần một đồng minh để “quây” Wozniak và phân xử nếu có bất đồng. Vì vậy, ông mời Ron Wayne, một người bạn và cũng là một kỹ sư trung tuổi ở Atari, người đã từng thành lập một công ty bán hàng tự động.

Wayne biết rằng không dễ khiến Woz bỏ HP, và cũng không cần thiết ngay lập tức. Thay vào đó, quan trọng là thuyết phục Woz rằng những thiết kế máy tính của anh ấy sẽ được sở hữu bởi các đồng sự ở Apple. “Woz luôn coi mình là cha đẻ của các bảng mạch ông đã phát triển, và muốn sử dụng chúng trong các ứng dụng khác hoặc để HP sử dụng chúng”, Wayne nói. “Jobs và tôi nhận ra rằng các bảng mạch sẽ là nền tảng cốt lõi của Apple. Chúng tôi đã dành hai giờ để thảo luận kín tại căn hộ của tôi, và tôi đã có thể khiến Woz chấp nhận điều này.” Ông giải thích rằng một kỹ sư tầm cỡ sẽ được nhớ đến chỉ khi anh ta hợp tác với một nhà tiếp thị tuyệt vời, và điều này yêu cầu Woz phải cam kết đóng góp những bản thiết kế của mình vào công ty mới. Jobs rất ấn tượng và biết ơn đến mức cho Wayne 10% cổ phần trong quan hệ đồng sự mới, biến anh ta thành một người hòa giải khi Jobs và Woz có bất đồng.

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“Họ rất khác biệt, nhưng họ tạo thành một đội mạnh”, Wayne nói. Nhiều lúc Jobs dường như bị điều khiển bởi ma quỷ, trong khi Woz ngây ngô như bị các thiên thần đùa giỡn. Jobs với vẻ ngoài bạo dạn đã giúp ông làm được điều mình muốn, nhiều khi bằng cách điều khiển người khác. Jobs lôi cuốn, thậm chí mê hoặc, nhưng cũng lạnh lùng và tàn bạo. Woz, ngược lại, nhút nhát và khả năng giao tiếp hạn chế khiến anh ta có vẻ ngọt ngào một cách trẻ con. “Woz rất giỏi trong một số lĩnh vực, nhưng cậu ấy gần giống như một nhà bác học, vì cậu ấy vốn đã rất nhút nhát khi phải tiếp xúc với những người không quen biết”, Jobs nói. “Chúng tôi là một đôi ăn ý. “Jobs đã vô cùng kinh ngạc bởi kỹ thuật điêu luyện của Wozniak, còn Wozniak lại kinh ngạc trước khả năng điều hành kinh doanh của Jobs. “Tôi không bao giờ muốn đối phó với mọi người và chèn ép người khác, nhưng Steve triệu tập tất cả những người cậu ấy không biết và buộc họ phải làm việc,” Wozniak nhớ lại. “Cậu ấy hà khắc với mọi người mà cậu cho rằng người đó không thông minh, nhưng không bao giờ đối xử với tôi một cách thô bạo, ngay cả những năm tháng sau này khi tôi không thể trả lời các câu hỏi của cậu ấy theo cách mà câu ấy mong muốn.”

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Ngay cả sau khi Wozniak bị thuyết phục rằng mẫu thiết kế máy tính mới của ông nên trở thành tài sản đóng góp cho Apple, thì ông vẫn cảm thấy rằng ông phải cho HP biết về nó đầu tiên, vì ông đang làm việc ở đó. “Tôi tin rằng tôi có trách nhiệm cho HP biết về những gì tôi thiết kế trong khi làm việc cho họ. Đó là một việc làm đúng đắn và đạo đức.” Vì vậy, ông đã đưa các bản thiết kế của mình cho các nhà quản lý tại HP vào mùa xuân năm 1976. Giám đốc điều hành cấp cao tại cuộc họp đã rất ấn tượng, và dường như xúc động mạnh, nhưng cuối cùng ông ta nói đó không phải là thứ mà HP có thể phát triển. Nó là một sản phẩm dành cho những người đam mê công nghệ, ít nhất là cho đến thời điểm hiện tại, và nó cũng không phù hợp với phân khúc thị trường chất lượng cao của công ty. “Tôi đã thất vọng,” Wozniak nhớ lại, “nhưng giờ đây tôi thấy thoải mái khi tham gia cùng các đồng sự ở Apple.”

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Ngày 01 tháng 4 năm 1976, Jobs và Wozniak đã đến căn hộ của Wayne ở Mountain View để thảo ra hợp đồng thỏa thuận hợp tác. Wayne nói rằng ông đã có một số kinh nghiệm trong việc “viết lách” và nắm khá rõ luật, vì vậy ông tự biên soạn một bản tài liệu dài ba trang. Các trang “bản thảo luật” thể hiện rõ con người Wayne. Mỗi phần bản thảo bắt đầu với những sắc thái khác nhau: “Kèm theo sau đây là... Chú ý thêm trong phần dưới đây là... Theo nguyên văn là…, khi xét đến quyền lợi phân chia của từng cá nhân thì...” Nhưng sự phân chia cổ phần và lợi nhuận rất rõ ràng - 45% - 45% -10%, và hợp đồng này cũng quy định rằng bất kỳ chi phí nào nhiều hơn 100 đô-la buộc phải có sự nhất trí của ít nhất hai trong số các đồng sự. Hợp đồng còn ghi rõ: “Wozniak chịu trách nhiệm chính và tổng quan cho bộ phận kỹ thuật điện tử; Jobs chịu trách nhiệm giám sát chủ yếu bộ phận kỹ thuật điện tử và Marketing, và Wayne sẽ chịu trách nhiệm phụ trách bộ phận kỹ thuật cơ khí và tài liệu sổ sách.” Jobs ký chữ thường, trong khi Wozniak thì nắn nót, còn Wayne thì nguệch ngoạc.

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Wayne đột nhiên trở nên lo lắng. Khi Jobs bắt đầu lập kế hoạch vay và chi tiêu nhiều tiền hơn, ông nhớ lại sự thất bại của công ty mình. Ông không muốn đi vào vết xe đổ lần nữa. Jobs và Wozniak không có tài sản cá nhân, nhưng Wayne (người lo lắng về một cuộc khủng hoảng tài chính toàn cầu) lại có “của để giành” – những đồng tiền vàng giấu dưới nệm. Bởi vì họ đã gây dựng Apple đơn giản chỉ là sự hợp tác nhiều hơn là một công ty, các cá nhân tự chịu trách nhiệm về các khoản nợ, và Wayne đã lo sợ khả năng các chủ nợ sẽ bám theo. Vì vậy, ông trở lại văn phòng ở Hạt Santa Clara chỉ mười một ngày sau đó với một “tuyên bố rút lui” và sửa đổi các thỏa thuận hợp tác trong hợp đồng. “Theo như xem xét và thỏa thuận của các bên, Wayne sau đây sẽ chấm dứt tư cách là một ‘cổ đông’”. Thỏa thuận ghi nhận thanh toán cho Wayne 10% cổ phần, ông nhận về 800 đô-la, và một thời gian ngắn ngay sau đó lại nhận thêm 1.500 đô-la nữa.

Nếu ông ở lại và giữ 10 % cổ phần của mình thì vào cuối năm 2010 số cổ phần đó đã có giá trị khoảng 2,6 tỉ đô-la. Thay vào đó ông trở về Pahrump, Nevada, sống một mình trong một ngôi nhà nhỏ, nơi ông quản lý những máy bán hàng tự động và sống nhờ bảo hiểm xã hội . Sau này ông tuyên bố ông không hề nuối tiếc. “Đó là quyết định sáng suốt nhất đối với tôi tại thời điểm đó. Cả Jobs và Woz đều thực sự bị cuốn vào đó, còn tôi biết khả năng của mình và chưa sẵn sàng cho hành trình đó.”

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Jobs và Wozniak đã cùng lên sân khấu trong một bài thuyết trình tại Câu lạc bộ máy tính Homebrew ngay sau khi họ ký kết thành lập của Apple. Wozniak đã đưa ra một trong những bảng mạch mới sản xuất của họ và mô tả các bộ vi xử lý, bộ nhớ tám kilobyte, và phiên bản BASIC ông đã viết. Woz cũng nhấn mạnh những gì ông gọi là phần quan trọng: “một bàn phím dễ sử dụng thay vì một bảng điều khiển ngu ngốc khó hiểu đặt trước mặt với một loạt các đèn chiếu sáng và thiết bị chuyển mạch.” Sau đó đến lượt Jobs. Ông chỉ ra rằng Apple, không giống như Altair, nó có tất cả các thành phần cần thiết để tích hợp. Sau đó, ông thách thức họ với một câu hỏi: Mọi người chịu móc hầu bao mình bao nhiêu để trả cho một máy tính tuyệt vời như thế này? Ông đã cố gắng để cho họ thấy giá trị tuyệt vời của Apple. Ông sẽ sử dụng lối hành văn hoa mỹ, cường điệu hóa đó vào các bài thuyết trình sản phẩm của mình trong nhiều năm sau này.

Khán giả đã không quá ấn tượng. Apple có một bộ vi xử lý giá rẻ, không phải là Intel 8080. Nhưng có một người quan trọng đang âm thầm nghe ngóng tình hình. Anh ta là Paul Terrell, và vào năm 1975 anh ta đã mở một cửa hàng máy tính, lấy tên là Byte, đặt trên đại lộ Camino Real ở công viên Menlo. Một năm sau đó anh ta đã có ba cửa hàng và có ý định xây dựng một chuỗi cửa hàng xuyên quốc gia. Jobs đã vui mừng để cho anh ta một bản giới thiệu riêng. “Hãy xem này,” Jobs nói. “Anh sẽ thích cái này.” Terrell đã rất ấn tượng, đưa cho Jobs và Woz card của mình. “Giữ liên lạc nhé,” Paul nói.

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“Tôi đang giữ liên lạc đây”, Jobs vừa nói vừa bước chân trần vào Byte Shop ngay ngày hôm sau. Jobs đã thực hiện giao dịch. Terrell đồng ý đặt 50 máy tính. Nhưng có một điều kiện: Anh ta không muốn một bảng mạch in rời rạc giá chỉ 50 đô-la, rồi sau đó khách hàng sẽ lại phải mua tất cả các con chip và tự lắp ráp. Chỉ những dân đam mê công nghệ phần cứng mới thích thú với điều này, nhưng không phải phần đa khách hàng đều làm được điều đó. Thay vào đó anh muốn các bảng mạch được lắp ráp đầy đủ, sẵn sàng trả khoảng 500 đô-la cho mỗi bảng mạch hoàn chỉnh, bằng tiền mặt khi giao hàng.

Jobs ngay lập tức gọi cho Wozniak đang ở HP. “Anh rảnh không?” Jobs hỏi. Wozniak cho biết không rảnh. Jobs vẫn tiếp tục cho Woz hay. “Tôi đã bị sốc, hoàn toàn sốc”, Wozniak nhớ lại. “Tôi sẽ không bao giờ quên khoảnh khắc đó.”

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Để điền vào các đơn đặt hàng, họ cần khoảng 15.000 đô-la giá trị các bộ phận. Cha của Allen Baum, kẻ chơi khăm thứ ba từ thời còn học trung học với Jobs ở Homested, đã đồng ý cho họ vay 5.000 đô-la. Jobs đã cố gắng vay mượn thêm từ một ngân hàng ở Los Altos, nhưng người quản lý nhìn anh và, không ngạc nhiên, từ chối. Ông đến Haltek Supply, một công ty chuyên cung cấp linh kiện điện tử, và đề nghị đổi một ít một cổ phần trong Apple lấy các bộ phận, nhưng người chủ cho rằng họ chỉ là “hai thằng nhãi vắt mũi chưa sạch” và từ chối. Alcorn tại Atari chịu bán chip chỉ khi họ trả trước bằng tiền mặt. Cuối cùng, Jobs đã có thể thuyết phục người quản lý của Cramer Electronics gọi cho Paul Terrell để xác nhận rằng ông đã thực sự cam kết đặt một đơn hàng trị giá 25.000 đô-la. Terrell lúc đó đang dự một hội nghị khi thấy điện thoại báo ông đang có một cuộc gọi khẩn cấp (Jobs gọi liên tục). Người quản lý Cramer nói với ông rằng “hai thằng nhãi vắt mũi chưa sạch” có một đơn đặt hàng từ Byte. Có thật không? Terrell xác nhận rằng đúng như vậy, và các cửa hàng đồng ý việc giao trước bộ phận với một gói tín dụng có giá trị trong vòng ba mươi ngày.

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Một nhóm trong ga –ra

Ngôi nhà của Jobs ở Los Altos đã trở thành điểm lắp ráp năm mươi bảng mạch của Apple I phải được chuyển đến các cửa hàng Byte trong vòng ba mươi ngày, khi đáo hạn các chi phiếu mua linh kiện. Tất cả nhân lực được huy động: Jobs, Wozniak, Daniel Kottkevà bạn gái cũ Elizabeth Holmes của anh này (người đã bỏ đi khỏi giáo phái mà cô tham gia), và cô em gái Patty của Jobs đang mang thai. Phòng ngủ bỏ trống của cô cũng như bàn nhà bếp và nhà để xe đều được huy động làm không gian làm việc. Holmes, người đã từng tham gia các lớp học thiết kế trang sức, được giao nhiệm vụ hàn các con chip. “Nhìn chung tôi đã làm tốt, nhưng tôi cũng đã làm nóng chảy mất vài con,” bà nhớ lại. Điều này đã làm Jobs không vui. “Chúng ta chẳng có nhiều chip để mà lãng phí đâu”, ông đã mắng đúng. Jobs chuyển Holmes sang giữ sổ sách kế toán và thủ tục giấy tờ trên bàn nhà bếp, và tự hàn lấy. Khi họ hoàn thành một bảng mạch, họ sẽ chuyển cho Wozniak. “Tôi sẽ cắm mỗi bảng lắp ráp vào TV và bàn phím để kiểm tra xem nó có chạy hay không,” ông nói. “Nếu được, tôi đặt nó vào hộp. Nếu không, tôi sẽ phải tìm ra những mối hàn không đúng chỗ.”

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Paul Jobs dẹp hẳn những cái xe ô tô cũ đang được sửa chữa sang một bên để nhóm Apple có toàn bộ không gian của nhà để xe. Ông đặt một bàn làm việc cũ dài, treo một sơ đồ của máy tính lên mảng tường thạch cao ông mới làm, và tạo ra các hàng ngăn kéo có nhãn cho từng thành phần. Ông cũng tạo một hộp ghi đặt trong bóng đèn nhiệt để họ có thể kiểm tra bảng mạch máy tính bằng cách cho chúng chạy qua đêm ở nhiệt độ cao. Khi có xung đột quá căng thẳng, Paul sẽ xuất hiện ngay lập tức đến bên con trai mình và bình tĩnh hỏi. “Có chuyện gì thế?” Ông sẽ hỏi rằng “Lại có ai chọc tức con hả?” Thỉnh thoảng ông lại hỏi mượn lại cái TV để có thể xem những phút cuối của trận bóng đá. Trong những giờ giải lao, Jobs và Kottke sẽ đi ra ngoài và chơi guitar trên bãi cỏ.

Clara Jobs đã không thấy phiền khi hàng đống các phụ tùng và khách lạ choán gần hết căn nhà mình, nhưng bà đã thất vọng và lo lắng về chế độ ăn uống ngày càng kỳ quặc của con trai bà. “Bà ấy đưa mắt và dừng lại ở phần ăn ảm đạm của con trai”, Holmes nhớ lại. “Bà ấy chỉ muốn anh được khỏe mạnh, và anh ấy có những tuyên bố kỳ cục kiểu như là, ‘tôi là một người ăn chay và sẽ chỉ ăn hoa quả được các trinh nữ hái dưới ánh trăng.’”

Sau một tá bảng mạch lắp ráp đã được Wozniak kiểm duyệt, Jobs chuyển chúng lên xe và đưa đến cửa hàng Byte. Terrell khá ngạc nhiên. Không có bộ sạc nguồn, thùng máy, màn hình, hoặc bàn phím. Ông đã mong đợi nhiều hơn thế. Nhưng Jobs đã thuyết phục được, và cuối cùng Terrel đã đồng ý nhận hàng và trả tiền.

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Sau ba mươi ngày, Apple gần như chắc chắn sẽ thu được lợi nhuận. “Chúng tôi đã có thể tạo ra bảng mạch với giá rẻ hơn chúng tôi nghĩ, bởi vì tôi đã mua được các bộ phận với giá cả phù hợp”, Jobs nhớ lại. “Vì vậy, năm mươi bảng mạch chúng tôi bán cho các cửa hàng Byte đủ để trả cho tất cả vật liệu chúng tôi cần để làm một trăm cái bảng.” Lúc đó họ có thể thu về lợi nhuận thực sự bằng cách bán năm mươi chiếc còn lại cho bạn bè và các thành viên ở Homebrew.

Elizabeth Holmes chính thức trở thành nhân viên kế toán bán thời gian với mức lương 4 đô-la một giờ, cô lái xe từ San Francisco xuống một lần một tuần và ghi chép những số liệu trên sổ séc của Jobs vào sổ cái. Để Apple trở thành một công ty thực sự, Jobs thuê một dịch vụ trả lời và dịch này sẽ chịu trách nhiệm chuyển tin nhắn đến mẹ của ông. Ron Wayne đã thiết kế logo, sử dụng phong cách vẽ đường trang trí cầu kỳ mà thời kỳ nữ hoàng Victoria, người ta sử dụng để minh họa tiểu thuyết. Trên logo, ông vẽ hình Newton ngồi dưới gốc cây được đóng khung bởi một câu trích dẫn của Wordsworth : “Tâm trí luôn mãi độc hành qua những vùng đất lạ của tư tưởng.” Đó là một lời đề từ khác biệt, chỉ phù hợp với chân dung Wayne hơn là với Apple Computer. Có lẽ những dòng thơ của Wordworth dùng để mô tả về những chiến binh tham gia vào phong trào khởi xướng cuộc Cách mạng Pháp sẽ là một lựa chọn tốt hơn: “Hạnh phúc là mỗi khi thức giấc ta thấy mình vẫn còn sống / Nhưng trẻ mãi không già mới thực sự là thiên đường” (Bliss was it in that dawn to be alive / But to be young was very heaven!) như Wozniak sau đó đã từng rất tâm đắc, “Chúng tôi đã tham gia vào cuộc cách mạng lớn nhất đã từng xảy ra, tôi nghĩ thế. Tôi rất hạnh phúc khi được là một phần của nó.”

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Woz đã bắt đầu suy nghĩ về các phiên bản tiếp theo của chiếc máy tính này, do đó, họ bắt đầu gọi mẫu máy hiện tại là Apple I. Jobs và Woz sẽ ngược xuôi ở khắp vùng Camino Real, cố gắng kiếm các cửa hàng điện tử để bán nó. Ngoài năm mươi chiếc đã được bán cho các cửa hàng Byte và năm mươi chiếc bán cho bạn bè, họ còn tạo thêm một trăm chiếc nữa để bán lẻ. Không lấy gì làm ngạc nhiên khi Jobs và Woz nảy sinh mâu thuẫn: Wozniak muốn bán chúng với giá chỉ đủ bù đắp cho những chi phí tạo ra chúng, nhưng Jobs muốn lãi cao. Jobs đã thắng thế. Mức giá bán lẻ mà Jobs chọn gấp khoảng ba lần chi phí để tạo ra các bảng mạch và tăng 33% so với 500 đô-la giá bán buôn mà Terrell và các cửa hàng khác trả. Kết quả họ thu được 666,66 đô-la. “Tôi luôn thích những dãy số lặp”, Wozniak nói. “Số điện thoại cho dịch vụ quay số vui của tôi là 255-6666.” Không ai trong họ biết rằng trong Sách Khải Huyền, số 666 tượng trưng cho “con số của Quỷ”, nhưng họ đã sớm phải đối mặt với khiếu nại, đặc biệt là sau khi “666” là biểu tượng cho bộ phim đình đám năm đó, The Omen . (Trong năm 2010 một trong những mẫu máy Apple I được bán tại cuộc đấu giá của nhà đấu giá Christie với giá 213.000 đô-la.)

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Bài báo “lá cải” đầu tiên về chiếc máy tính mới, xuất hiện trên số ra tháng Bảy năm 1976 ấn bản của Interface, một tạp chí giành cho người thích sưu tầm đồ công nghệ (tạp chí này giờ không còn tồn tại nữa). Jobs và bạn bè vẫn làm những bảng mạch thủ công trong nhà mình, nhưng bài báo lại ám chỉ ông là giám đốc Marketing và “là một cựu cố vấn riêng cho Atari.” Điều đó khiến Apple trông như một công ty thực sự. “Steve ngoại giao với rất nhiều các câu lạc bộ máy tính nhằm giữ lợi thế kiểm soát ngành công nghiệp non trẻ này”, bài báo cho biết và nó còn dẫn lời giải thích của Jobs rằng, “Nếu chúng ta có thể phân tích được những nhu cầu, cảm xúc và động lực của người tiêu dùng, chúng ta có thể đáp ứng một cách thích đáng bằng việc đem lại cho họ những gì họ muốn.”

Cho đến lúc này, họ đã có một số đối thủ cạnh tranh khác, ngoài Altair, đặc biệt phải kể đến IMSAI 8080 và SOL-20 của Processor Technology Corporation (Công ty chuyên sản xuất các bộ xử lý cho máy tính). Những mẫu sau này được thiết kế bởi Lee Felsenstein và Gordon French của Câu lạc bộ máy tính Homebrew. Tất cả đều có cơ hội được trưng bày trong ngày lễ Quốc tế Lao Động năm 1976, tại hội chợ máy tính cá nhân thường niên lần đầu tiên, được tổ chức ở một khách sạn ọp ẹp với hành lang lót ván mục nát tại thành phố Atlantic, New Jersey.

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Jobs và Wozniak đã bắt một chuyến bay TWA đến Philadelphia, mang theo một hộp xì gà, chiếc Apple I và một chiếc máy khác với các mẫu thử nghiệm cho dòng máy nâng cấp tiếp theo mà Woz đang nghiên cứu. Ngồi ở hàng sau họ là Felsenstein, người đã ngắm nghía chiếc Apple I và tuyên bố một câu “hoàn toàn không mấy ấn tượng.” Wozniak đã mất bình tĩnh bởi cuộc trò chuyện ở hàng ghế phía sau. “Chúng tôi có thể nghe thấy họ nói chuyện về Apple I trước khi họ bàn luận về vấn đề kinh doanh của họ”, ông nhớ lại, “họ còn sử dụng từ viết tắt cho các thuật ngữ kinh doanh mà chúng tôi chưa bao giờ nghe thấy trước đây.”

Wozniak đã dành phần lớn thời gian của mình trong phòng khách sạn, tinh chỉnh mẫu mới của mình. Ông đã quá nhút nhát để đứng tại bàn nơi đặt thẻ ghi tên chiếc Apple ở gần cuối phòng triển lãm. Daniel Kottke bắt xe lửa xuống từ Manhattan, nơi anh đang theo học Đại học tại Columbia, và anh này có nhiệm vụ sắp xếp chiếc bàn trưng bày trong khi Jobs đi lang thang kiểm tra các khu vực của các đối thủ cạnh tranh. Ông chẳng có ấn tượng với những gì mình nhìn thấy. Wozniak, người mà ông vô cùng tin cậy là kỹ sư mạch tốt nhất, và Apple I (và các mẫu nâng cấp dòng máy này) có thể đánh bại các đối thủ cạnh tranh về mặt chức năng. Tuy nhiên, SOL-20 có kiểu dáng đẹp hơn. Nó có một vỏ hợp kim loại bắt mắt, bàn phím, bộ sạc nguồn, và dây điện. Apple I, trái lại, nhếch nhác như người sáng tạo ra nó.

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Chương 6

APPLE II

Bình minh của kỷ nguyên mới

Một sản phẩm tích hợp

Ngay khi bước chân đến Hội chợ Máy tính cá nhân (Personal Computer Festival), Jobs lập tức nhận ra Paul Terrell của Byte Shop đã đúng: Máy tính cá nhân nên nằm gọn trong một gói hoàn chỉnh. Jobs quyết định thế hệ máy tính Apple tiếp theo cần phải có một bộ vỏ lớn và bàn phím gắn trên thân máy, được tích hợp toàn bộ, từ nguồn điện cho đến phần mềm. “Mục tiêu của tôi là tạo ra một chiếc máy tính trọn gói hoàn chỉnh đầu tiên”, ông nhớ lại. “Chúng tôi không còn hướng đến những người dùng có sở thích tự lắp ráp máy tính cho riêng mình, những người biết cách mua bộ biến áp và bàn phím. Thực tế, những người như vậy chỉ là thiểu số, chiếm 1/1000 người.”

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Vào ngày quốc tế Lao động năm 1976, trong phòng của mình, Wozniak vật lộn với nguyên mẫu máy tính mới, có tên gọi Apple II ‒ dòng sản phẩm mà Jobs hy vọng sẽ đưa tên tuổi công ty lên một vị thế cao hơn. Họ chỉ mang mẫu đó ra ngoài duy nhất một lần, lúc đêm khuya, để thử nghiệm trên một máy chiếu trong phòng hội nghị. Wozniak đã khéo léo để bộ vi xử lý của máy thực hiện việc tạo màu sắc, vì thế ông muốn kiểm tra xem nó hoạt động như thế nào trên màn hình tivi sử dụng máy chiếu để trình chiếu trên màn ảnh rộng. “Tôi thấy một máy chiếu thông thường dường như có phương thức hiển thị màu sắc khác, và có thể không tương thích với phương thức của tôi”, ông nói “Vì vậy, tôi kết nối Apple II với chiếc máy chiếu này và nó đã hoạt động rất tốt”. Khi Wozniak gõ lên bàn phím, những đường nét hoa văn đầy màu sắc trên màn hình tràn ngập phòng. Người đầu tiên nhìn thấy chiếc Apple II là một nhân viên kỹ thuật của khách sạn. Anh ta nói đã biết rất nhiều loại máy tính khác nhưng đây chính là thứ mà anh ta muốn mua.

Để sản xuất Apple II hoàn chỉnh cần phải có một lượng vốn đáng kể, vì thế họ đã nghĩ đến việc bán bản quyền cho một công ty lớn hơn. Jobs đến Al Alcorn và đề nghị một cơ hội thương lượng với ban quản lý Atari. Jobs thu xếp một cuộc hẹn với chủ tịch công ty, Joe Keenan, một người bảo thủ hơn nhiều so với Alcorn và Bushnell. “Steve đến để thương lượng nhưng Joe lại không thể chịu đựng được ông ấy”, Alcorn nhớ lại. “Ông ta không đánh giá cao ý thức vệ sinh của Steve”. Jobs đã đi chân trần và có lúc đặt cả chân lên bàn. “Chúng tôi sẽ không mua thứ này” Keenan hét lên “và anh cũng bỏ cái chân xuống đi!” Alcorn nhớ lại “Thế đấy. Có thể lắm chứ”.

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Tháng 9, Chuck Peddle của công ty máy tính Commodore ghé qua nhà Jobs để nhận bản dùng thử. “Chúng tôi mở cửa gara của Steve cho sáng và Chuck lúc ấy bước vào với một bộ đồ ở nhà và đội mũ cao bồi,” Wozniak nhớ lại. Peddle thích chiếc Apple II và đã sắp xếp một buổi thuyết trình trước các nhà quản lý cấp cao tại trụ sở chính của Commodore vài tuần sau đó. “Các ông chắc sẽ phải trả cho chúng tôi vài trăm nghìn đô-la đấy”, Jobs nói khi họ đến đó. Wozniak choáng váng với đề nghị điên khùng đó nhưng Jobs vẫn khăng khăng với quan điểm của mình. Vài ngày sau, ban lãnh đạo của Commodore gọi điện lại để thông báo họ đã quyết định tự sản xuất một dòng máy của riêng mình với mức chi phí thấp hơn. Nhưng Jobs không lấy gì làm thất vọng. Trước đó, ông đã tìm hiểu về Commodore và khẳng định rằng lãnh đạo của công ty đó là “nhếch nhác”. Wozniak không hối tiếc về số tiền đó nhưng lương tâm nghề nghiệp bị xúc phạm khi Commodore cho ra mắt mẫu Commodore PET 9 tháng sau đó. “Nó khiến tôi thấy dằn vặt. Họ đã tạo ra một sản phẩm tồi tệ chỉ bởi quá vội vàng. Lẽ ra họ đã có thể có Apple”.

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Câu chuyện về Commodore cũng cho thấy một xung đột tiềm ẩn giữa Jobs và Wozniak: Liệu họ có thực sự bình đẳng trong việc đóng góp cũng như nhận được sự tưởng thưởng từ Apple hay không? Jerry Wozniak, người đề cao giá trị của các kỹ sư hơn là những doanh nhân và các nhà tiếp thị thuần túy, vẫn muốn có tiền bạc cho con trai của mình. Jerry đã tranh cãi với Jobs trong một lần ông ấy ghé qua. “Anh chẳng xứng đáng tý chết tiệt nào,” Wozniak nói “Anh chẳng làm ra cái gì cả”. Jobs đã khóc, và điều đó chẳng có gì bất thường cả. Jobs không phải là người giỏi kiềm chế cảm xúc. Ông nói với Steve Wozniak rằng ông sẵn lòng chấm dứt sự cộng tác này. “Nếu chúng ta không chia đôi thì anh hãy lấy cả đi”, ông nói với bạn của mình. Tuy nhiên, Wozniak hiểu rõ sự cộng sinh này hơn cha mình. Nếu không nhờ Jobs, có lẽ giờ đây ông cũng vẫn chỉ “thiết kế rồi để đấy”, chia sẻ miễn phí các sơ đồ thiết kế của mình tại các cuộc họp của câu lạc bộ Homebrew. Chính Jobs đã áp dụng những bản thiết kế tài tình ấy vào một doanh nghiệp mới mở, như việc ông ấy đã làm với Blue Box. Chính vì thế, Wozniak đồng ý tiếp tục cộng tác.

Đó là một quyết định đúng đắn. Để Apple II thành công, họ cần nhiều hơn nữa những thiết kế tuyệt vời của Wozniak. Nó cần hoàn chỉnh thành một sản phẩm người dùng tích hợp, và đó là vai trò của Jobs.

Jobs bắt đầu bằng việc đề nghị đồng nghiệp cũ là Ron Wayne thiết kế một bộ vỏ máy. “Tôi đoán là họ không có tiền, vì vậy tôi đã thiết kế một bộ vỏ máy – thứ sẽ không đòi hỏi bất kỳ công cụ nào và có thể được chế tạo trong một cửa hàng kim khí bình thường”, Ron nói. Thiết kế của Ron cần một lớp vỏ bằng thủy tinh Plexiglas được gắn bằng những bản lề kim loại và có một nắp gập xuống phủ lên bàn phím.

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Jobs không thích thiết kế đó. Ông muốn một mẫu thiết kế đơn giản và lịch lãm hơn mà sẽ khiến Apple trở nên đặc trưng, khác biệt hoàn toàn các loại máy khác, những thứ có vỏ làm bằng kim loại thô xám màu.

Vì thường xuyên lui tới các khu bày thiết bị của chuỗi cửa hàng Macy, nên ông rất ấn tượng với chiếc máy say sinh tố Cuisinart và quyết định muốn có một bộ vỏ máy tính làm bằng nhựa đúc màu sáng. Tại một cuộc họp của câu lạc bộ máy tính Homebrew, Jobs đã đề nghị nhà tư vấn địa phương Jerry Manock sản xuất thiết kế đó với giá 1.500 đô-la. Manock, vẫn nghi ngờ về phong thái của Jobs, đã yêu cầu ứng tiền trước. Jobs từ chối nhưng cuối cùng thì Manock cũng nhận lời. Trong vài tuần, Manock đã tạo ra một bộ vỏ máy tính bằng nhựa đúc dạng bọt khá đơn giản, gọn nhẹ và thân thiện. Jobs đã rất xúc động.

Tiếp theo là bộ nguồn. Một chuyên viên kỹ thuật số như Wozniak rất ít quan tâm đến những thứ bình thường và tương đồng nhau nhưng Job lại cho rằng đó là một phần rất thiết yếu. Đặc biệt, ông muốn – như ông vẫn thế trong suốt sự nghiệp của mình – nguồn cung cấp năng lượng không cần quạt. Quạt nằm trong máy tính không giống như thiền, chúng làm mọi thứ phân tán. Jobs ghé qua Altari để tham khảo ý kiến của Alcorn, người hiểu rõ về kỹ thuật điện tử cũ. “Al đã giới thiệu cho tôi một anh chàng tài năng tên là Rod Holt, một người theo chủ nghĩa Mác-xít, trải qua nhiều cuộc hôn nhân và là chuyên gia về mọi lĩnh vực,” Jobs nhớ lại. Giống như Manock và nhiều người khác lần đầu gặp Jobs, Holt nhìn ông một lượt và hoài nghi. “Giá của tôi cao,” Holt nói. Jobs cảm thấy anh chàng này đáng giá và trả lời thù lao không thành vấn đề. “Ông ấy đã dụ dỗ tôi làm việc” Holt, người cuối cùng cũng gia nhập đội ngũ nhân viên toàn thời gian của Apple, nói.

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Thay vì một bộ nguồn tuyến tính thông thường, Holt tạo ra một bộ nguồn tương tự trong các máy đo tần số dao động. Tần số dao động không phải 60 lần trên giây mà là hàng nghìn lần, điều này cho phép bộ nguồn này lưu trữ nhiều năng lượng trong thời gian ngắn hơn và tỏa nhiệt ít hơn. “Bộ nguồn chuyển đổi đó mang tính cách mạng giống như bảng mạch logic của Apple II”, Jobs sau này đã nói. “Rod đã không được ghi nhận về công lao này trong các cuốn sách lịch sử, nhưng anh ấy xứng đáng được như vậy. Giờ đây, mọi chiếc máy tính đều sử dụng bộ nguồn chuyển đổi và tất cả đều dựa trên thiết kế của Rod.” So với tài năng của Wozniak, thì đây không phải là thứ mà Woz có thể làm. “Tôi chỉ mơ hồ biết được nguồn chuyển đổi là gì thôi”, Woz thừa nhận.

Cha của Jobs từng dạy rằng một sự hoàn hảo nghĩa là phải chú ý đến sự hoàn thiện của cả những phần không nhìn thấy được. Jobs đã áp dụng điều đó vào việc bố trí bảng mạch logic trong Apple II. Ông không chấp nhận thiết kế ban đầu chỉ bởi các đường tuyến không đủ thẳng.

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Niềm đam mê sự hoàn hảo đã thôi thúc ông theo đuổi bản năng kiểm soát của mình. Phần lớn các hacker, những người đam mê máy tính đều thích được tùy chỉnh, sửa đổi và cài cắm nhiều thiết bị vào chiếc máy tính của họ. Với Jobs, đây là một mối đe dọa đối với trải nghiệm người dùng toàn bộ liền mạch. Wozniak, một hacker thực thụ, lại không đồng ý với quan điểm này. Ông muốn tích hợp 8 khe cắm vào Apple II để người dùng có thể cắm thêm bất cứ bảng mạch và các thiết bị ngoại vi nào họ muốn. Nhưng Jobs lại khăng khăng chỉ có hai khe cắm, đó là cho máy in và modem. “Thường thì tôi rất dễ thỏa hiệp nhưng lần này, tôi đã nói với Jobs ‘nếu muốn thế, anh hãy tự làm một cái máy tính khác đi,’” Wozniak nhớ lại. “Tôi biết những người có sở thích như tôi sẽ kiếm đủ thứ để cắm vào bất cứ cái máy nào.” Wozniak đã thắng trong lần tranh luận này, nhưng cũng nhận thấy được rằng quyền lực của mình đã suy yếu. “Khi đó, tôi ở vào vị trí có thể thực hiện được điều đó, nhưng không phải lúc nào cũng vậy.”

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Mike Markkula

Tất cả những việc trên đều đòi hỏi phải có tiền. “Việc sản xuất bộ vỏ máy bằng nhựa sẽ cần khoảng 100.000 đô-la,” Jobs nói. “Một sản phẩn hoàn thiện sẽ tốn khoảng 200.000 đô-la.” Jobs trở lại chỗ Nolan Bushnell để thuyết phục Nolan góp vốn và sau đó sẽ sở hữu một ít cổ phần. “Anh ấy đề nghị tôi góp 50.000 đô-la và sẽ có 1/3 công ty.” Bushnell nói. “Tôi đã rất thông minh khi từ chối. Điều đó khá nực cười.”

Bushnell gợi ý Jobs thử liên hệ với Don Valentine, một cựu giám đốc tiếp thị thẳng thắn và bộc trực của National Semiconductor, người sáng lập Sequoia Capital, một tổ chức tiên phong trong lĩnh vực vốn đầu tư mạo hiểm. Valentine đến gara của gia đình nhà Jobs trên một chiếc xe Mercedes, vận bộ vét màu xanh, áo sơ mi và ca-vát. Ấn tượng đầu tiên của Valentine về Jobs là khá luộm thuộm. “Steve dường như đang cố trở thành hiện thân của phong trào phản văn hóa. Anh ta để râu giống Bác Hồ.”

Tuy nhiên, cuối cùng việc Valentine quyết định không trở thành nhà đầu tư tiên phong của Thung Lũng Silicon không phải bởi hình dáng bên ngoài của Steve. Điều thật sự khiến Valentine lo lắng là Jobs hoàn toàn không biết gì về tiếp thị và dường như thỏa mãn với việc phân phối sản phẩm của mình tới các cửa hàng bán lẻ. “Nếu anh muốn tôi đầu tư, anh cần có một cộng sự hiểu về tiếp thị, phân phối và có thể lập được một kế hoạch kinh doanh”, Valentine nói. Jobs thường cáu kỉnh hoặc lo âu khi một người lớn tuổi hơn khuyên bảo mình. Nhưng trước Valentine, ông lại trở thành một người hoàn toàn khác. “Gợi ý cho tôi 3 người đi”, Jobs đáp lại. Valentine chấp thuận, Jobs đã gặp và chọn một trong số những người đó ‒ Mike Markkula ‒ người đóng vai trò vô cùng quan trọng tại Apple trong hai thập niên sau đó.

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Markkula khi đó mới 33 tuổi nhưng đã làm việc cho Fairchild, sau đó là Intel ‒ nơi ông kiếm được hàng triệu đô-la từ quyền chọn cổ phiếu khi nhà sản xuất bộ vi xử lý này chào bán ra công chúng. Ông là một người thận trọng và khôn ngoan, với sự linh hoạt của vận động viên thể dục khi còn học trung học. Ông đồng thời cũng là người xuất sắc trong khả năng định hướng chiến lược giá cả, mạng lưới phân phối, tiếp thị và tài chính. Mặc dù là người khá kín đáo, nhưng ông lại hào nhoáng khi thể hiện sự giàu có của bản thân. Ông cho xây một ngôi nhà ở Lake Tahoe và sau đó là một biệt thự rất lớn trên đồi Woodside. Lần đầu xuất hiện tại gara của Jobs, ông không đi trên một chiếc Mercedes màu tối như Valentine, mà là một chiếc Corvette mui trần màu vàng bóng loáng. “Khi tôi đến gara, Woz đang ở bàn làm việc và ngay sau đó giới thiệu về chiếc Apple II,” Markkula nhớ lại. “Tôi lướt qua và nhận thấy cả hai đều cần phải cắt tóc. Nhưng ngay sau đó lập tức cảm thấy kinh ngạc với những gì tôi thấy trên bàn làm việc. Cắt tóc thì lúc nào làm chẳng được.”

Jobs thì ngay lập tức thích Markkula. “Ông ấy hơi thấp người, nhưng đã có kinh nghiệm làm quản lý cấp cao về tiếp thị tại một công ty hàng đầu là Intel, tôi đoán điều đó khiến ông ấy muốn chứng minh bản thân.” Markkula cũng gây ấn tượng với Jobs như một người tốt bụng và công bằng. “Bạn có thể cho rằng Jobs đang lừa đảo bạn, nhưng không phải như vậy. Anh ấy thật sự có cảm nhận tốt với Mike.” Wozniak cũng bị ấn tượng và nhớ lại: “Ông ấy là người tốt nhất mà tôi từng biết, hơn hết, ông thực sự thích cái mà chúng tôi đang làm!”

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Markkula đề xuất với Jobs rằng họ sẽ cùng lập kế hoạch kinh doanh. “Nếu chiếc máy tính ra mắt thành công, tôi sẽ đầu tư” Markkula nói, “và nếu không thành công, các cậu sẽ có một vài tuần làm việc không công cho tôi.” Từ đó Jobs bắt đầu đến nhà Makkula vào các buổi tối, bàn luận các về kế hoạch và nói chuyện thâu đêm. “Chúng tôi đã đặt ra nhiều giả thuyết, như có bao nhiêu gia đình sẽ mua một máy tính cá nhân và nhiều đêm chúng tôi thức đến tận 4 giờ sáng.” Jobs nhớ lại. Cuối cùng, Markkula là người viết phần lớn bản kế hoạch. “Steve luôn nói ‘tôi sẽ mang cho anh phần này vào lần tới’, nhưng cậu ta thường không giao đúng hẹn, vì thế tôi phải tự làm”.

Kế hoạch của Markkula chỉ ra những cách thức để tiến xa hơn, không chỉ phụ thuộc vào thị trường của những người yêu thích máy tính. “Ông ấy nói về việc giới thiệu chiếc máy tính tới con người bình thường trong những hộ gia đình có điều kiện sống trung bình, làm những công việc như theo dõi hóa đơn hoặc cân đối chi phiếu của bạn.” Wozniak nói. Markkula đã đưa ra một dự đoán ngông cuồng: “Chúng ta sẽ nằm trong danh sách Fortune 500 trong 2 năm tới. Đây sẽ là sự khởi đầu cho một ngành công nghiệp mới, là cơ hội mười năm có một”. Apple đã mất 7 năm để lọt vào Fortune 500, nhưng dự đoán của Markkula cuối cùng cũng trở thành sự thật.

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Markkula đảm bảo sẽ góp một mức tín dụng với mức hoàn trả lên tới 250.000 đô-la để trở thành cổ đông giữ 1/3 cổ phần. Apple sẽ hợp thành một tổ chức, Markkula cùng Jobs và Wozniak mỗi người giữ 26% cổ phần. Phần còn lại để thu hút các nhà đầu tư tương lai. Cả 3 họp trong một cái nhà nhỏ bên cạnh hồ bơi nhà Markkula và ký thỏa thuận. “Không có vẻ gì là Mike sẽ được thấy lại 250.000 đô-la đó, và tôi có ấn tượng là ông ấy sẵn sàng đánh cược số tiền đó,” Jobs nhớ lại.

Điều cần thiết bây giờ là thuyết phục Wozniak làm việc toàn thời gian trong ban quản lý. “Tại sao tôi không thể tiếp tục như hiện nay và vẫn làm ở HP để đảm bảo cuộc sống?” Woz hỏi. Markkula nói điều đó sẽ không được chấp thuận và cho Woz thời hạn vài ngày để quyết định. “Tôi thấy không an tâm với việc xây dựng một công ty mà ở đó tôi sẽ phải thúc ép và kiểm soát những gì nhân viên đang làm,” Wozniak nhớ lại. “Từ lâu tôi đã quyết định sẽ không trở thành một người có chức quyền.” Vì thế, Woz tới nhà của Markkula và thông báo anh sẽ không rời HP.

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Markkula nhún vai và đồng ý. Nhưng Jobs tỏ ra rất thất vọng. Ông ấy dỗ ngọt Wozniak, nhờ bạn bè thuyết phục; khóc lóc, la hét, thậm chí là xúc phạm, thậm chí đến nhà bố mẹ Wozniak, khóc lóc thảm thiết, và nhờ Jerry giúp đỡ. Lúc này, cha Jerry của Wozniak nhận ra có thể kiếm được tiền từ Apple II, vì thế đã đứng về phía Jobs. “Tôi bắt đầu nhận được điện thoại từ cha mẹ, anh em và rất nhiều người bạn, kể cả khi ở công ty hay ở nhà,” Wozniak nhớ lại. “Ai cũng nói tôi đã quyết định sai” nhưng tất cả đều không hiệu quả. Sau đó Allen Baum, một người bạn ở Câu lạc bộ Buck Fry ở Homestead High gọi điện đến “Anh nên tiếp tục tiến lên phía trước và tiếp tục công việc đó”, Allen nói. Anh cho rằng nếu vào làm chính thức ở Apple, Woz sẽ không cần phải làm quản lý hay phải từ bỏ vai trò kỹ sư của mình. “Đó là điều mà tôi muốn nghe,” Wozniak sau đó đã nói. “Tôi đã có thể đứng tên ở cuối sơ đồ tổ chức, như một kỹ sư”. Woz gọi cho Jobs và tuyên bố đã sẵn sàng.

Mùng 3 tháng 1 năm 1977, công ty máy tính Apple chính thức được thành lập, tiết lộ mối quan hệ giữa Jobs và Wozniak đã được xây dựng 9 tháng trước đó. Trong tháng đó, Homebrew khảo sát thành viên và thấy rằng, trong 181 người sử dụng máy tính cá nhân, chỉ 6 người sử dụng máy tính của Apple. Tuy nhiên, Jobs tự thuyết phục rằng Apple II sẽ thay đổi điều đó.

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Markkula có vai trò như một người cha của Jobs. Giống như cha nuôi của Jobs, ông hiểu được cá tính mạnh mẽ của Jobs và giống như người cha ruột, Markkula cuối cùng sẽ lại bỏ rơi Jobs mà thôi. “Makkula giống như là cha của Jobs vậy”, nhà đầu tư mạo hiểm Arthur Rock cho biết. Markkula đã dạy Jobs về tiếp thị và bán hàng. “Mike thực sự đã dìu dắt tôi”, Jobs nhớ lại. “Tôi không thể so sánh được với ông ấy. Makkula luôn nói rằng bạn đừng bao giờ thành lập một công ty vì mục đích làm giàu. Mục tiêu của bạn phải nên là tạo ra một thứ mà bạn tin tưởng và là sự đảm bảo cho công ty tồn tại lâu dài.”

Makkula viết những nguyên tắc của mình lên một trang giấy, đặt tên là “Triết lý marketing của Apple” , nhấn mạnh vào 3 điểm. Thứ nhất là thấu hiểu, một sự kết nối thân mật với cảm nhận của khách hàng. “Chúng ta sẽ hiểu được nhu cầu của khách hàng hơn bất kỳ công ty nào khác.” Thứ hai là tập trung: “Để làm tốt những việc đã đề ra, chúng ta phải loại bỏ những thứ không quan trọng.” Thứ ba và không kém phần quan trọng, tạm gọi là “áp đặt”. Điểm thứ ba này nhấn mạnh rằng quan điểm của mọi người về một công ty và sản phẩm nào đó được hình thành dựa trên những dấu hiệu mà công ty đó truyền tải. “Người ta ĐÁNH GIÁ cuốn sách dựa trên cái bìa của nó”, Markkula viết. “Chúng ta có thể có những sản phẩm tốt nhất, chất lượng tuyệt vời nhất, phần mềm hữu ích nhất… nhưng nếu chúng ta giới thiệu chúng theo một cách thức cẩu thả, khách hàng sẽ đánh giá những sản phẩm đó là cẩu thả, nếu chúng ta giới thiệu chúng một cách sáng tạo, chuyên nghiệp, chúng ta đã gán cho chúng chất lượng như họ mong muốn. “

Trong suốt phần còn lại của sự nghiệp, Jobs trở thành người hiểu rõ nhu cầu và mong muốn của khách hàng hơn bất kỳ nhà lãnh đạo doanh nghiệp khác, ông tập trung vào một số ít các sản phẩm cốt lõi, và ông đã quan tâm, đôi khi đến mức ám ảnh, tới khâu tiếp thị, hình ảnh và ngay cả những chi tiết của bao bì. “Khi bạn mở hộp của một chiếc iPhone hoặc iPad, chúng tôi muốn thấy bạn có những trải nghiệm thú vị khi chạm vào sản phẩm,” ông nói. “Mike đã dạy tôi điều đó.”

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Regis McKenna

Bước đi đầu tiên trong quá trình này là thuyết phục chuyên gia quảng cáo hàng đầu của Thung lũng, Regis McKenna, hợp tác cùng Apple. McKenna xuất thân từ một gia đình lao động tại Pittsburgh, tận sâu bên dưới vẻ ngoài lịch lãm, cuốn hút của ông là một sự sắt đá, nghiêm khắc. Bỏ học đại học giữa chừng, ông từng làm việc cho Fairchild và National Semiconductor trước khi thành lập công ty quảng cáo và PR của riêng mình. Hai khả năng đặc biệt của McKenna là đăng độc quyền các cuộc phỏng vấn với đối tác lên báo và chạy các chiến dịch quảng cáo ấn tượng để tạo ra nhận thức thương hiệu cho các sản phẩm như các thiết bị vi mạch. Một trong số đó là hàng loạt các quảng cáo trên tạp chí đầy màu sắc về xe đua và bộ vi xử lý cho Intel thay vì những bảng xếp hạng chán ngắt. Những điều này đã thu hút sự chú ý của Jobs. Ông gọi điện đến Intel và hỏi xem ai đã thực hiện những chiến dịch đó. “Regis McKenna” người ta cho Jobs biết. “Tôi đã hỏi họ Regis McKenna là thứ gì,” Jobs nhớ lại, “và họ nói với tôi đó là một người.” Khi Jobs gọi điện, ông ấy không thể gặp được McKenna. Thay vào đó, cuộc gọi được chuyển đến Frank Burge, một kế toán trưởng – người luôn cố gắng từ chối Jobs. Nhưng ngày nào Jobs cũng gọi lại.

Cuối cùng Burge cũng phải đồng ý đến gara của Jobs. “Chúa ơi, anh chàng này rất có tiềm năng” Burge nhớ lại, “không biết tôi phải dành tối thiểu bao nhiêu thời gian với anh hề này mà không tỏ ra thô lỗ đây”. Sau đó, khi đứng trước chàng Jobs luộm thuộm và nhếch nhác, ông ấy đã nghĩ: “Thứ nhất, anh chàng này quá thông minh. Thứ hai, tôi chẳng hiểu anh ta đang nói cái gì”.

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Vì thế Jobs và Wozniak được mời đến gặp Regis McKenna. Lần này Wozniak hay ngại ngùng lại trở nên dễ cáu kỉnh. McKenna xem qua một bài báo Wozniak viết về Apple và nhận xét rằng nó quá kỹ thuật và cần phải sinh động hơn. “Tôi không muốn bất cứ gã làm PR nào động vào bài viết của tôi,” Wozniak cáu kỉnh. McKenna nhã nhặn nói vậy thì đã đến lúc họ nên rời khởi văn phòng của ông. “Nhưng Steve gọi lại cho tôi ngay sau đó và nói muốn gặp tôi một lần nữa. Lần này, anh ta không đi cùng Woz, và chúng tôi đã nói chuyện với nhau khá cởi mở.”

McKenna và đội ngũ của ông bắt đầu thiết kế một cuốn sách quảng cáo cho Apple II. Điều đầu tiên họ phải làm là thay biểu tượng theo phong cách khắc gỗ đầy hoa văn thời Nữ hoàng Victoria của Ron Wayne vì nó hoàn toàn trái ngược với phong cách quảng cáo đầy màu sắc và hài hước của McKenna. Vì thế giám đốc thiết kế Rob Janoff được chỉ định thiết kế một cái mới. “Đừng làm nó trở nên nhí nhố nhé”, Jobs đề nghị. Janoff bắt tay thiết kế hình quả táo đơn giản với hai phiên bản khác nhau, một hình nguyên cả quả và hình còn lại bị cắn dở. Hình đầu tiên nhìn khá giống quả sơ-ri vì thế Jobs chọn hình quả táo cắn dở. Ông cũng lấy phiên bản kẻ sọc 6 màu, màu ảo giác nằm giữa màu xanh lá cây và màu xanh da trời, mặc dù như thế sẽ khiến chi phí in đắt hơn rất nhiều. Phía trên tập sách quảng cáo, McKenna đặt một câu châm ngôn, được cho là của Leonardo da Vinci, mà sau đó trở thành nguyên tắc đối với việc thiết kế của Jobs: “Đơn giản là sự tinh tế tối thượng.”

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Sự kiện ra mắt lần đầu

Sự kiện ra mắt Apple II được lên kế hoạch sao cho trùng khớp với Hội chợ Máy tính Vùng Bờ tây đầu tiên, tổ chức vào tháng 4 năm 1977 tại San Francisco, do một thành viên tích cực của Homebrew, Jim Warren, đứng ra tổ chức. Jobs đã đăng ký một gian hàng cho Apple ngay khi nhận được thông tin. Ông muốn đảm bảo sẽ có được một vị trí ngay trước sảnh để việc ra mắt Apple II được ấn tượng, vì thế ông đã khiến Wozniak thật sự sốc khi trả đồng ý trước 5.000 đô-la. “Steve đã quyết định đây là lần ra mắt lớn của chúng tôi,” Wozniak nói. “Chúng tôi sẽ cho cả thế giới thấy chúng tôi sở hữu một cỗ máy và một công ty tuyệt vời.”

Jobs đã ứng dụng nguyên tắc của Markkula rằng việc “áp đặt” sự tuyệt vời của mình lên khách hàng bằng cách tạo ấn tượng khó quên với người dùng, đặc biệt khi ra mắt một sản phẩm mới, là điều hết sức quan trọng. Điều đó được phản ánh khi Jobs tiến hành trang trí gian hàng giới thiệu. Phương tiện tham gia triển lãm khác gồm có bàn danh thiếp và biển quảng cáo áp phích. Gian hàng của Apple có bàn giao dịch phủ bằng nhung đen và một cửa sổ lớn bằng kính Plexiglas có gắn biểu tượng mới do Janoff thiết kế. Họ chỉ trưng bày 3 chiếc Apple II mới xuất xưởng nhưng những hộp trống cũng được đặt ở đó để tạo ấn tượng rằng họ đã có rất nhiều sản phẩm.

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Jobs cũng bực mình vì những bộ vỏ máy vừa được giao có một lỗi nhỏ, vì thế ông cho một vài nhân viên dùng cát đánh sạch chúng. Việc “áp đặt” còn được thực hiện bằng cách biến Jobs và Wozniak trở nên hào nhoáng. Markkula đưa họ đến chỗ một thợ may ở San Fransisco để may những bộ đồ 3 mảnh trông khá dị hợm, trông họ như những đứa trẻ mặc vest. “Markkula đã giải thích rằng chúng tôi phải ăn mặc độc đáo như thế nào, xuất hiện, ánh mắt và điệu bộ ra sao,” Wozniak nhớ lại.

Nỗ lực đã được đền đáp. Apple II trông chắc chắn nhưng thân thiện trong bộ vỏ màu be rất đẹp, không giống như những chiếc máy được phủ kim loại và bảng mạch để trần trên những dãy bàn bên cạnh. Apple nhận được 300 đơn đặt hàng tại buổi ra mắt và Jobs đã gặp một nhà sản xuất dệt may của Nhật, Mizushima Satoshi, sau này trở thành khách hàng đầu tiên của Apple tại Nhật Bản.

Những bộ quần áo vui nhộn và những lời dặn dò của Markkula không thể ngăn Wozniak đùa nghịch. Một chương trình Wozniak trình diễn đó là cố đoán quốc tịch của mọi người bằng tên họ và sau đó tiếp tục tạo ra những trò đùa khác cùng chủ đề. Wozniak cũng tự thiết kế và phân phát một cuốn sách giả quảng cáo cho một chiếc máy tính mới có tên là “Zaltair”, với một loạt những quảng cáo như kiểu “hãy tưởng tượng ra một chiếc ô tô có 5 bánh”. Jobs nhanh chóng bị rơi vào trò đùa này và còn tự hào rằng Apple II sẽ nhanh chóng trở thành đối thủ của Zaltair trên bảng xếp hạng. Ông không nhận ra người chơi khăm đấy cho đến 8 năm sau, khi Woz tặng Jobs một bản phôtô của cuốn sách quảng cáo đó để làm quà sinh nhật.

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Mike Scott

Apple lúc này là một công ty thực sự với hàng chục nhân viên, một nguồn thu tín dụng và áp lực thường trực từ khách hàng và các nhà cung cấp. Công ty chuyển từ gara của nhà Jobs đến một văn phòng cho thuê trên đại lộ Stevens Creek ở Cupertino, cách trường cấp II của Jobs và Wozniak khoảng gần 2 km.

Jobs không hề bỏ bớt đi những trách nhiệm ngày càng tăng của mình một cách tài tình. Ông vẫn luôn nóng nảy và cư xử như một đứa trẻ. Nếu ở Atari, cách Jobs cư xử sẽ khiến ông bị đuổi xuống ca đêm nhưng ở Apple thì điều đó là không thể. “Cậu ta trở nên ngày càng chuyên chế và cay độc trong những nhận xét” Markkula cho biết, “Cậu ta sẽ nói với mọi người ‘Bản thiết kế này trông như cứt’”. Jobs đặc biệt nghiêm khắc với các lập trình viên trẻ tuổi của Wozniak, Randy Wigginton và Chris Espinosa. “Steve bước vào, liếc nhanh thứ tôi vừa mới làm và nói với tôi đó là thứ rác rưởi mà không cần biết nó là cái gì và tại sao tôi làm nó,” Wigginton, sinh viên vừa mới tốt nghiệp, cho biết.

Jobs cũng có vấn đề về vệ sinh. Ông vẫn hoàn toàn tin tưởng, bất chấp các bằng chứng rõ rang rằng ăn chay, nghĩa là không cần sử dụng chất khử mùi và tắm thường xuyên. “Chúng tôi phải đưa cậu ta ra ngoài và khuyên cậu ta nên đi tắm” Markkula nói. “Tại các cuộc họp, chúng tôi phải chứng kiến bàn chân dơ bẩn của cậu ta”. Thỉnh thoảng, để giảm bớt căng thẳng, Jobs thường rửa chân trong bồn cầu, một hành động chẳng mấy dễ chịu đối với các đồng nghiệp.

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Markkula không thích những tình trạng căng thẳng, vì vậy ông quyết định cần có một vị chủ tịch, Mike Scott, để kiểm soát Jobs chặt chẽ hơn. Trước đó, Markkula và Scott cùng gia nhập Fairchild một ngày vào năm 1967, có văn phòng liền kề, có cùng một ngày sinh nhật và hàng năm thường tổ chức cùng nhau. Vào một buổi ăn trưa tháng 2 năm 1977, khi Scott bước sang tuổi 32, Markkula mời Scott làm chủ tịch mới của Apple.

Về lý thuyết, Scott có vẻ là một lựa chọn tuyệt vời. Ông đã điều hành một dây chuyền sản xuất cho National Semiconductor và là một nhà quản lý có kiến thức về kỹ thuật. Tuy nhiên, cá nhân Scott khá là kiểu cách. Scott béo, bị tật cơ mặt giật giật và có vấn đề về sức khỏe, vì thế, ông thường lang thang ở sảnh với bàn tay siết chặt. Scott cũng là người hay tranh cãi. Khi làm việc với Jobs, điều đó có thể tốt nhưng cũng có thể xấu.

Wozniak nhanh chóng chấp nhận ý kiến thuê Scott. Giống như Markkula, ông ghét đối phó với những xung đột, bất hòa mà Jobs thường gây ra. Jobs, không có gì đáng ngạc nhiên, có rất nhiều cảm xúc trái chiều nhau. “Tôi chỉ mới 22 tuổi, và tôi biết mình chưa sẵn sàng để điều hành một công ty thực sự,” Jobs nói. “Tuy nhiên, Apple là con tôi, và tôi không muốn từ bỏ nó.” Từ bỏ mọi quyền kiểm soát khiến Jobs cảm thấy bị tổn thương. Ông vật lộn với vấn đề này, thậm chí dành cả thời gian ăn trưa ở nhà hàng hamburger Big Boy Bob (địa điểm ưa thích của Woz) và tại nhà hàng Good Earth (Địa điểm quen thuộc của Jobs) để suy nghĩ. Cuối cùng, ông cũng miễn cưỡng ưng thuận.

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Mike Scott, được gọi là Scotty để tránh nhầm lẫn với Mike Murkkula, có nhiệm vụ chính là quản lý Jobs. Họ đã trao đổi với nhau trong các cuộc đi bộ. “Buổi đi bộ đầu tiên, tôi đã nói cậu ta nên tắm thường xuyên hơn”, Scott nhớ lại. “Cậu ta đáp trả tôi là phải đọc cuốn sách về chế độ ăn kiêng của cậu và theo đó để giảm cân”. Cuối cùng, Scott không hề áp dụng một chế độ ăn kiêng hoặc giảm cân quá nhiều nào, và Jobs thì chỉ thay đổi một chút trong vấn đề vệ sinh cá nhân. “Steve kiên quyết chỉ tắm một lần một tuần và cho rằng như thế là đủ khi cậu ta đang ăn kiêng.”

Khát khao kiểm soát của Jobs và thái độ khinh khi với quyền lực chắc chắn là một vấn đề với người tham gia ban quản lý của Jobs, đặc biệt khi Jobs nhận ra rằng Scott ‒ người duy nhất ông chưa từng “đối đầu” ‒ không khuất phục ông. “Vấn đề giữa tôi và Jobs là xem xem ai là người ương bướng nhất và tôi đã thể hiện rất tốt,” Scott nói. “Cậu ta cần phải ngồi lại với tôi và chắc chắn rằng cậu ta không hề thích điều đó”. Sau này, Jobs cũng nói, “Tôi chưa từng la hét với ai nhiều hơn Scotty”.

Một cuộc “ngả bài” đã thay đổi vị trí thứ tự của nhân viên. Scott trao vị trí số 1 cho Wozniak và số 2 cho Jobs. Không có gì đáng ngạc nhiên khi Jobs yêu cầu phải được trao vị trí số 1. “Tôi sẽ không để cậu ta có nó, vì điều đó sẽ càng thổi bùng lên cái tôi của cậu ta”, Scott nói. Jobs nổi giận đùng đùng, thậm chí còn khóc lóc. Cuối cùng, Jobs đề xuất một giải pháp. Ông muốn mình sẽ nhận được thứ tự là số 0. Scott mủi lòng, ít nhất là đối với vấn đề thứ tự, nhưng Ngân hàng Mỹ lại đòi hỏi hệ thống biên chế phải là số nguyên dương và vì vậy Jobs vẫn sẽ phải giữ vị trí số 2.

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Giữa hai người còn có một mối bất đồng lớn hoàn toàn nằm ngoài vấn đề về sự nóng nảy, hờn dỗi cá nhân. Jay Elliot, người được Jobs thuê sau buổi gặp gỡ trong một nhà hàng, ghi lại những đặc điểm nổi bật của Jobs: “Nỗi ám ảnh của ông là niềm đam mê đối với sản phẩm, với sự hoàn hảo của sản phẩm.” Ngược lại, Mike Scott không bao giờ đặt niềm đam mê sự hoàn hảo lên trên chủ nghĩa thực dụng. Thiết kế của vỏ máy của Apple II là một trong nhiều ví dụ. Công ty Pantone, mà Apple sử dụng để xác định màu sắc cho bộ vỏ nhựa, đã đưa ra hơn 2.000 sắc thái của màu be. “Không mẫu nào vừa ý Steve,” Scott kinh ngạc. “Cậu ta muốn tạo ra một sắc thái khác, và tôi đã phải ngăn cậu ta lại”. Đến lúc cần tinh chỉnh các thiết kế của dự án, Jobs đã khổ sở ngày đêm suy nghĩ nên làm tròn các góc như thế nào. “Tôi không quan tâm các góc được làm tròn như thế nào”, Scott nói, “Tôi chỉ muốn có quyết định cuối cùng.” Lại thêm một cuộc tranh luận nữa về vấn đề kỹ thuật. Scott muốn một màu xám chuẩn, còn Jobs khăng khăng các đơn đặt hàng đặc biệt yêu cầu là màu trắng tinh khiết. Tất cả điều này cuối cùng khiến Markkula phải đứng trước lựa chọn Jobs hay Scott sẽ là người có thẩm quyền ký đơn đặt hàng; cuối cùng, Markkula đứng về phía Scott. Jobs cũng khăng khăng rằng Apple phải có cách đối xử với khách hàng hoàn toàn khác. Ông muốn có một chế độ bảo hành một năm cho máy Apple II. Điều này khiến Scott vô cùng sửng sốt, thông thường thời hạn bảo hành chỉ là chín mươi ngày. Một lần nữa, Jobs khóc trong buổi tranh luận về vấn đề đó. Họ đi vòng quanh bãi đậu xe nhiều lần để lấy lại bình tĩnh, và Scott cuối cùng quyết định nhượng bộ.

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Wozniak bắt đầu khó chịu với phong cách của Jobs. “Steve đã quá nghiêm khắc với mọi người. Tôi muốn mọi người cảm thấy công ty như một gia đình nơi tất cả chúng tôi đều vui vẻ và chia sẻ bất cứ điều gì đã làm”. Về phần mình, Jobs cảm thấy rằng Wozniak chỉ đơn giản là sẽ không bao giờ có thể lớn được. “Anh ta rất trẻ con. Anh ta đã thiết kế phiên bản tuyệt vời của BASIC, nhưng sau đó không bao giờ có thể bắt tay vào thực hiện BASIC điểm chấm động mà chúng tôi cần, vì vậy chúng tôi cuối cùng phải ký kết thỏa thuận với Microsoft. Anh ta quá thiếu tập trung.”

Tuy nhiên, các xung đột cá nhân vẫn còn trong tầm kiểm soát, chủ yếu là do công ty đang hoạt động tốt. Ben Rosen, một nhà phân tích mà các thông báo của ông đã góp phần hình thành nên quan điểm của thế giới công nghệ, đã trở thành một nhà truyền bá nhiệt tình cho Apple II. Một nhà phát triển độc lập đã đưa ra các bảng tính và chương trình tài chính cá nhân đầu tiên vào máy tính cá nhân, VisiCalc, và trong một khoảng thời gian, chương trình này chỉ có trên Apple II, biến máy tính thành một sản phẩm mà các doanh nghiệp và gia đình đều muốn mua. Công ty bắt đầu thu hút các nhà đầu tư mới có tầm ảnh hưởng. Người tiên phong trong lĩnh vực vốn đầu tư mạo hiểm Arthur Rock ban đầu không mấy ấn tượng khi Markkula đưa Jobs đến gặp mình. “Cậu ta nhìn như thể vừa đi tu ở Ấn Độ về,” Rock nhớ lại, “và cũng bốc mùi như thế”. Nhưng sau khi Rock tận mắt chứng kiến Apple II, ông đã đầu tư và tham gia hội đồng quản trị.

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Apple II được bán ra thị trường, với nhiều mẫu mã khác nhau, trong vòng 16 năm sau đó, với gần 6.000.000 giao dịch. Hơn bất kỳ một dòng máy tính nào khác, Apple II đã mở ra ngành công nghiệp máy tính cá nhân. Wozniak xứng đáng được lịch sử ghi nhận vì công lao thiết kế bảng mạch đầy tuyệt vời và phần mềm điều hành liên quan, đó là một trong những kỳ công vĩ đại của thời đại sáng chế độc lập. Tuy nhiên, Jobs mới là người tích hợp bảng mạch của Wozniak thành một gói thân thiện, từ bộ nguồn cho tới chiếc vỏ máy có kiểu dáng đẹp. Ông cũng tạo ra một công ty tuyệt vời dựa trên nền tảng chiếc máy của Wozniak. Như Regis McKenna sau này đã nói: “Woz đã thiết kế một cỗ máy tuyệt vời, nhưng nó có thể có mặt trong các cửa hàng hôm nay là nhờ Steve Jobs.” Tuy nhiên, hầu hết mọi người vẫn coi Apple II là sáng tạo của Wozniak. Và điều đó đã giúp thúc đẩy Jobs theo đuổi một thành tựu tuyệt vời tiếp theo ‒ thứ mà ông có thể tự hào là của chính mình.

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Chương 7

CHRISANN và LISA

Anh ấy là người bị bỏ rơi

Kể từ khi chuyển đến sống cùng nhau trong một xe lưu động suốt mùa hè sau khi tốt nghiệp trung học, Chrisann Brennan đã khắc họa nên một phần câu chuyện về cuộc đời Jobs. Khi Jobs trở về từ Ấn Độ vào năm 1974, họ đã dành nhiều thời gian bên nhau tại trang trại của Robert Friedland. “Steve rủ tôi đến ở đó, chúng tôi lúc đó còn trẻ, phóng túng và tự do”, bà nhớ lại. “Có một nguồn năng lượng ở đó hối thúc con tim tôi”.

Khi họ trở lại Los Altos, mối quan hệ giữa họ nhạt dần, đơn thuần chỉ là bạn bè thân thiện. Jobs sống ở nhà và làm việc ở Atari; còn Brennan có một căn hộ nhỏ và dành nhiều thời gian ở trung tâm thiền của Kobun Chino. Đầu năm 1975, cô bắt đầu mối quan hệ mới với một người bạn khá thân của hai người, Greg Calhoun. “Cô ấy yêu Greg nhưng thỉnh thoảng vẫn qua lại với Jobs”. Elizabeth Holmes cho biết. “Chuyện đó xảy ra khá thường xuyên. Chúng tôi vẫn thường làm thế, đó là hồi những năm bảy mươi mà.”

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Calhoun từng học ở Reed cùng Jobs, Friedland, Kottke và Holmes. Giống như nhiều người khác, Calhoun hứng thú với văn hóa tâm linh phương Đông, rời trường Reed, anh đến sống tại nông trang của Friedland trong một cái nhà nhỏ tí như cái chuồng gà, đã được sửa sang bằng cách nâng nền bằng gạch xỉ và thêm một gác xép bên trong. Mùa xuân năm 1975, Breannan chuyển đến ở chung với Calhoun, và năm tiếp theo họ đã quyết định sẽ thực hiện một cuộc hành hương đến Ấn Độ. Jobs khuyên Calhoun không nên mang Brennan đi cùng, vì rằng cô ấy sẽ làm hỏng nhiệm vụ tâm linh của anh, nhưng họ vẫn quyết đi chung với nhau. “Tôi bị ấn tượng với những điều đã xảy ra trên hành trình Steve đến Ấn độ, vì thế tôi cũng muốn đến đó”. Brennan nói.

Chuyến đi của họ thực sự là một hành trình gian khổ, khởi hành từ tháng 3 năm 1976 và kéo dài gần một năm. Có lúc họ hết sạch tiền, vì thế Calhoun đi nhờ xe tới Tehran, Iran để dạy tiếng Anh, còn Brennan ở lại Ấn Độ. Khi khóa giảng dạy của Calhoun kết thúc, họ đi nhờ xe tới Afghanistan để gặp nhau. Nhưng cũng từ đó, mọi chuyện đã thay đổi.

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Sau một thời gian, mối quan hệ giữa hai người trở nên lạnh nhạt, và họ từ Ấn Độ về mà không đi cùng nhau. Vào mùa hè năm 1977, Brennan chuyển đến Los Altos và sống một thời gian trong một túp lều trên mảnh đất của trung tâm Thiền Kobun Chino. Lúc này, Jobs đã ra ở riêng. Ông chung với Daniel Kottke bỏ 600 đô-la mỗi tháng để thuê ngôi nhà trong một trang trại ngoại ô Cupertino. Đó là cuộc sống kỳ lạ của những thanh niên hippie phóng khoáng, tôn thờ tự do, trong một căn nhà mặt đường ở Rancho Suburbia. “Căn nhà có bốn phòng ngủ, và thỉnh thoảng chúng tôi cho những kẻ lập dị, trong đó có cả một vũ nữ thoát y, thuê phòng”, Jobs nhớ lại. Kottke không thể lý giải được vì sao Jobs không thuê căn hộ cho riêng mình, khi ông hoàn toàn có khả năng chi trả. “Tôi nghĩ có lẽ ông ấy muốn có người ở cùng,” Kottke suy đoán.

Mặc dù không thường xuyên liên lạc với Jobs trước đó, nhưng Brennan đã nhanh chóng chuyển đến ở với Jobs. Việc sắp xếp chỗ ở giống như trong một vở hài kịch Pháp. Căn nhà có hai phòng lớn và hai phòng nhỏ. Dĩ nhiên Jobs ở một phòng lớn, và Brennan ở phòng còn lại. “Hai phòng ở giữa giống như phòng dành cho trẻ em, tôi không thích cả hai phòng đó, vì thế tôi ngủ trên một tấm đệm ở phòng khách”. Kottke nói. Họ dành một phòng nhỏ làm không gian thiền định và chơi ma túy, giống như căn gác xép cũ hồi ở Reed. Họ chất đầy vào phòng các tấm xốp lấy từ những thùng Aplle. “Trẻ con hàng xóm thỉnh thoảng ghé qua và chúng tôi lùa chúng vào đó chơi, vui tuyệt,” Kottke nói. “Nhưng sau đó Chrisann đem về mấy con mèo, chúng tè bậy lên những tấm xốp, thế là chúng tôi phải bỏ đi hết”.

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Sống trong cùng một nhà, Brennan và Jobs gần gũi nhiều hơn. Vài tháng sau, cô mang thai. “Steve và tôi đã có một mối quan hệ phức tạp trong suốt năm năm, trước khi tôi có thai”, bà nhớ lại. “Chúng tôi đã không biết làm thế nào để đến với nhau và cũng không biết làm thế nào để dời xa nhau”. Khi Greg Calhoun đi nhờ xe từ Colorado đến thăm họ vào Lễ Tạ Ơn năm 1977, Brennan nói với Calhoun: “Steve và em đã quay lại với nhau, em đang mang thai đứa con của anh ấy, nhưng giờ tụi em cứ liên tục chia tay rồi lại làm lành, và em không biết phải làm gì.”

Calhoun để ý nhận thấy rằng hoàn cảnh đó dường như chẳng liên can chút nào tới Jobs. Jobs thậm chí còn thuyết phục Calhoun ở lại với họ và đến làm việc tại Apple. “Steve không đoái hoài gì đến Chrisann và cái thai.” Calhoun nhớ lại. “Anh ấy có thể thắm thiết với bạn trong một thời gian nhưng sau đó lại rất lạnh nhạt, thờ ơ. Trong anh ta dường như tồn tại một con người khác lạnh lùng đáng sợ”.

Khi Jobs phải đối mặt những vấn đề gây mất tập trung, nhiều khi ông sẽ phớt lờ nó, như thể vấn đề đó không hề tồn tại. Nhiều khi, ông cố tình bóp méo sự thật không chỉ đối với người khác mà ngay cả đối với chính bản thân mình. Trong trường hợp Brennan mang thai, ông chỉ đơn giản là không nghĩ đến nó. Khi buộc phải đối mặt, ông phủ nhận mình là cha đứa bé, mặc dù ông thừa nhận đã ngủ với cô ấy. “Tôi không chắc nó là con của tôi, bởi vì tôi khá chắc chắn mình không phải là người duy nhất cô ấy ngủ cùng”, sau này ông nói với tôi. “Cô ấy và tôi đã không ra ngoài hẹn hò khi cô có thai. Cô ấy chỉ có một căn phòng trong nhà của chúng tôi”. Brennan thì khẳng định chắc chắn rằng Jobs là cha đứa bé. Cô đã không đi lại với Greg hoặc bất kỳ người đàn ông khác vào thời điểm đó.

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Có phải Jobs đã tự dối mình, hay ông không biết rằng mình là cha đứa bé? “Tôi chỉ nghĩ rằng ông ấy không thể sử dụng một phần não bộ liên quan đến ý thức tự chịu trách nhiệm của mình,” Kottke nói. Elizabeth Holmes đồng ý: “Ông đã cân nhắc lựa chọn thiên chức làm cha hoặc không, và ông đã quyết định chọn điều thứ hai. Cuộc đời ông ấy có nhiều kế hoạch cần phải làm.”

Đã không có sự bàn bạc nào về một cuộc hôn nhân. “Tôi biết cô ấy không phải là người tôi muốn lấy làm vợ, và chúng tôi sẽ không bao giờ hạnh phúc, nếu kết hôn, nó cũng sẽ chấm dứt sớm thôi”. Jobs sau đó đã nói. “Tôi khuyên cô ấy phá thai nhưng cô ấy đã không biết phải làm gì. Cô ấy suy nghĩ rất nhiều về điều đó và đã quyết định giữ lại, hoặc là tôi không biết cô ấy đã quyết định thế nào – tôi nghĩ đã đến lúc mình quyết định thay cho cô ấy”. Brennan nói với tôi cô ấy chọn đứa bé: “Anh ấy nói việc phá thai là chuyện bình thường nhưng việc đó đã không xảy ra”. Điều thú vị là, với xuất thân của mình, Steve kịch liệt phản đối một lựa chọn. “Anh ấy rất không ủng hộ việc tôi định cho con đi làm con nuôi”. Brenna nói.

Có một sự trớ trêu định mệnh. Khi sự việc này xảy ra, Jobs và Brennan đều 23 tuổi, cùng độ tuổi mà Joanne Schieble và Abdulfattah Jandali sinh Jobs. Jobs không cố tìm hiểu về cha mẹ đẻ của mình, nhưng cha mẹ nuôi đã kể cho ông chuyện về họ. “Tôi không biết gì về sự trùng hợp độ tuổi, vì thế nó không tác động đến việc tôi thỏa thuận với Chrisann,” ông sau đó đã tâm sự. Jobs bác bỏ quan điểm cho rằng theo một cách nào đó ông giống cha đẻ mình, đã làm bạn gái mang thai khi 23 tuổi, nhưng ông thừa nhận rằng những tai tiếng đó có thể sẽ khiến ông hành động khác đi. “Khi tôi biết ông ấy làm mẹ Joanna mang thai tôi năm 23 tuổi, tôi đã rất ngạc nhiên!”

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Mối quan hệ giữa Jobs và Brennan xấu đi nhanh chóng. “Chrisann thường vờ vịt mình là nạn nhân, khi cô ấy nói Steve và tôi đã hiếp đáp cô ấy,” Kottke nhớ lại. “Steve thường chỉ cười và không nghiêm túc với cô ấy.” Brennan, sau đó đã thừa nhận, thời kỳ đó cảm xúc và tinh thần của cô rất không ổn định. Cô bắt đầu đập phá bát đĩa, ném đồ đạc, bầy bừa ra nhà, và dùng than viết các từ tục tĩu lên khắp tường. Cô ấy nói rằng Jobs tiếp tục khiêu khích cô một cách tàn nhẫn: “Anh ấy trở nên tàn nhẫn.” Kottke bị kẹt ở giữa hai người. “Daniel không phải là người tàn nhẫn, vì vậy anh ấy cư xử khác một chút với hành vi của Steve,” Brennan kể lại. “Anh ấy sẽ nói ‘Steve đã đối xử không tốt với em ư’, rồi cùng với Steve cười nhạo tôi.”

Robert Friedland đã giải cứu cô. “Ông nghe nói tôi đã mang thai, và ông bảo tôi hãy đến trang trại để sinh em bé”, Brennan nhớ lại. “Tôi đã làm theo lời ông.” Elizabeth Holmes và những người bạn khác vẫn còn sống ở đó, và họ tìm được một nữ hộ sinh tên là Oregon để giúp cho việc sinh nở. Ngày 17 tháng 5 1978, Brennan đã sinh một bé gái. Ba ngày sau, Jobs bay đến đó thăm và đặt tên cho em bé mới sinh. Thông thường, các em bé sinh ra ở đây sẽ được đặt một cái tên tâm linh theo kiểu phương Đông, nhưng Jobs khăng khăng rằng em bé được sinh ra ở Mỹ và nên có một cái tên phù hợp. Brennan đồng ý. Họ đặt tên bé gái là Lisa Nicole Brennan, nhưng không cho em bé mang họ Jobs. Và sau đó, ông trở lại Apple làm việc. “Anh ấy không muốn làm bất cứ điều gì cho em bé và cho tôi”, Brennan nói. Brennan nói.

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Cô và Lisa chuyển đến một ngôi nhà nhỏ cũ nát, phía sau một tòa nhà ở Menlo Park. Họ sống dựa vào phúc lợi xã hội vì Brennan đã không làm đơn xin hỗ trợ việc nuôi con. Cuối cùng, Hạt San Mateo yêu cầu Jobs phải thừa nhận quan hệ cha con và chịu trách nhiệm tài chính. Ban đầu Jobs quyết tâm kháng cáo. Luật sư của Jobs muốn Kottke làm chứng rằng chưa bao giờ nhìn thấy hai người trên giường cùng nhau, và họ cố đưa ra bằng chứng rằng Brennan đã ngủ với người đàn ông khác. “Có lúc, tôi hét lên với Steve qua điện thoại, ‘Anh biết điều đó là bịa đặt,’ Brennan nhớ lại. “Ông ấy kéo tôi ra tòa án cùng với đứa bé, cố chứng minh tôi là một con điếm, và rằng bất cứ ai cũng có thể là cha của đứa bé.”

Một năm sau khi Lisa ra đời, Jobs đã chấp nhận kết quả kiểm tra huyết thống. Gia đình Brennan rất ngạc nhiên, nhưng về phía mình, Jobs biết Công ty Apple sẽ sớm được chào bán ra công chúng và ông quyết định đó là cách tốt nhất để giải quyết triệt để vấn đề. Kiểm nghiệm ADN khi đó còn khá mới, và Jobs chọn làm ở UCLA. “Tôi đã đọc về xét nghiệm ADN, và tôi vui vẻ làm điều đó để khiến mọi chuyện tốt đẹp.” Ông nói. Kết quả là: “Khả năng huyết thống là 94,41%”. Trên cơ sở đó, Toà án California tuyên Jobs phải trả 385 đô-la mỗi tháng cho việc hỗ trợ nuôi con, ký một văn bản thừa nhận huyết thống, hoàn trả số tiền 5.856 đô-la phúc lợi xã hội Hạt đã trợ cấp. Jobs được quyền thăm nom con gái, nhưng một thời gian rất dài ông đã không thực hiện.

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Nhiều khi, Jobs vẫn tiếp tục bao biện cho mình. “Anh ấy cuối cùng cũng nói với chúng tôi chuyện đó”, Arthur Rock nhớ lại, “nhưng anh ấy vẫn khăng khăng rằng có nhiều khả năng anh không phải là cha đứa bé. Và rằng anh ấy đã bị lừa”. Ông từng nói với một phóng viên của tờ Time, Michael Moritz, rằng khi bạn phân tích các con số thống kê, rõ ràng sẽ có khả năng 28% nam giới ở Hoa Kỳ có thể là cha đứa bé.” Tuyên bố đó không những sai lầm mà còn rất chủ quan. Tồi tệ hơn nữa, khi Chrisann Brennan biết được tin đó, cô phẫn nộ vì tưởng Jobs đã khẳng định rằng cô đã ngủ với 28% số nam giới của Hoa Kỳ. “Anh ta đang cố biến tôi thành một con điếm,” Bà nhớ lại. “Anh ta làm thế chỉ để rũ bỏ trách nhiệm”.

Nhiều năm sau, Jobs thấy hối hận về các cư xử của mình, đây lần hiếm hoi trong đời ông đã thú nhận nhiều như thế:

Tôi ước là mình đã giải quyết khác đi. Tôi không dám thừa nhận mình là cha đứa bé, vì tôi đã không dám đối mặt với điều đó. Nhưng khi cuộc kiểm nghiệm cho kết quả đứa bé chính là con gái của tôi, thì tôi thấy thật không phải khi đã nghi ngờ điều đó. Tôi đồng ý hỗ trợ nuôi dạy con cho đến năm 18 tuổi và cũng đưa tiền cho Chrisnnan. Tôi tìm một ngôi nhà ở Palo Alto, sửa sang lại và để hai mẹ con ở đó. Mẹ cô bé chọn một trường rất tốt và tôi đã trả mọi chi phí. Tôi đã cố gắng làm những điều đúng đắn. Nhưng nếu được làm lại, tôi sẽ làm tốt hơn thế.

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Sau khi vụ việc được giải quyết xong, Jobs quay trở về với cuộc sống của mình - trưởng thành hơn trong một số khía cạnh, mặc dù không phải tất cả. Ông bỏ mọi thứ thuốc kích thích, nới lỏng việc ăn chay nghiêm ngặt, và cắt giảm thời gian dành cho những phương pháp trị liệu bằng thiền. Ông sửa sang kiểu tóc và lựa mua quần áo cao cấp từ cửa hàng may mặc Wilkes Bashford ở San Francisco. Và bắt đầu mối quan hệ nghiêm túc với một trong những nhân viên của Regis McKenna, một phụ nữ xinh đẹp mang dòng máu lai Polynesian - Ba Lan nên là Barbara Jasinski.

Chắc chắn vẫn còn tiềm tàng một tính cách trẻ con nổi loạn trong ông. Jobs, Jasinski, và Kottke thường thích dầm mình trong Hồ Felt ở cạnh đường liên bang 280 gần Stanford, và đã mua một chiếc xe gắn máy BMW R60/2 hầm hố, sản xuất năm 1966, trang trí những tua da màu cam phấp phơi trên tay lái. Ông cũng vẫn cư xử bất thường. Ông coi thường các tiếp viên nữ và thường xuyên trả lại đồ ăn trong khi làu bàu bảo nó là thứ rác rưởi. Ở buổi tiệc Haloween đầu tiên của công ty, vào năm 1979, ông đã mặc bộ áo choàng như Chúa Jesus, một hành động thể hiện sự tự nhận thức có phần mỉa mai mà ông cho là buồn cười khiến nhiều người thấy chướng mắt. Ngay cả đời sống riêng của ông cũng bị đàm tiếu. Jobs đã mua một ngôi nhà trên đồi Los Gatos, mà ông trang trí bằng một bức tranh Maxfield Parrish, một máy pha cà phê Braun, và bộ dao Henckels. Nhưng vì ông quá bị ám ảnh khi chọn đồ đạc, không biết phải lựa gì giữa giường, ghế hay tràng kỷ. Nên cuối cùng, trong phòng ngủ của Jobs chỉ có một tấm nệm đặt ở giữa phòng, khung ảnh của Einstein và Maharaj-ji trên tường, cùng một chiếc Apple II trên sàn nhà.

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Chương 8

XEROX và LISA

Giao diện người dùng đồ họa

Sự ra đời của một ý tưởng về dòng máy tính mới

Apple II đã đưa công ty từ việc hoạt động nhỏ lẻ trong nhà để xe của Jobs lên đỉnh cao mới của ngành công nghiệp. Doanh số tăng trưởng ngoạn mục, từ 2.500 chiếc máy tính năm 1977 lên 210.000 chiếc vào năm 1981. Jobs đã làm việc không ngừng nghỉ. Ông biết rằng Apple II không thể thành công mãi mãi, và cho dù ông đã bỏ nhiều công sức để sản xuất và trình bày nó, từ dây nguồn đến thùng máy tính, nhưng tất cả các sản phẩm tung ra đều được coi là kiệt tác của Wozniak. Jobs cần sản phẩm của chính mình. Hơn nữa, ông muốn một sản phẩm, mà theo lời ông, sẽ làm chấn động toàn cầu.

Ban đầu, Jobs hy vọng rằng Apple III sẽ thực hiện được sứ mệnh đó. Nó sẽ có dung lượng bộ nhớ lớn hơn, màn hình sẽ hiển thị tám mươi ký tự trên một hàng ngang thay vì bốn mươi ký tự, và sẽ giải quyết được vấn đề liên quan đến chữ viết hoa và viết thường. Ấp ủ niềm đam mê thiết kế công nghiệp, Jobs ấn định kích cỡ và hình dạng của vỏ máy. Bất kỳ ai có ý định thay đổi đều bị ông từ chối, ngay cả việc các nhóm kỹ sư muốn bổ sung các chi tiết vào bảng vi mạch. Kết quả là các bảng mạch thành phần có bộ nối kém và thường xuyên bị hỏng. Khi Apple III bắt đầu được bán vào tháng Năm năm 1980, nó đã thất bại. Randy Wigginton, một trong những kỹ sư của Apple đã kết luận rằng, “Dòng máy tính Apple III ra đời giống như một đứa trẻ được sinh ra sau những cuộc truy hoan, khi mà tất cả mọi người đều không còn đủ tỉnh táo nhận thức. Và đứa trẻ bị coi là đứa con hoang mà ai cũng phủ nhận: ‘Nó không phải là con tôi’.”

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Sau đó, Jobs tách mình khỏi Apple III và giận dữ bỏ đi với mong muốn tìm cách sản xuất ra một thứ gì đó hoàn toàn khác biệt. Đầu tiên, ông thích thú với ý tưởng về thiết bị màn hình cảm ứng nhưng rồi lại thấy nản chí. Trong một buổi trình diễn công nghệ, Jobs đến muộn, ông ngồi không yên một lúc rồi quyết định ngắt giữa chừng bài thuyết trình của nhóm kỹ sư với một câu nói có phần lỗ mãng: “Cảm ơn”. Họ cảm thấy bối rối và hỏi, “Có phải ông muốn chúng tôi rời khỏi đây?”. Jobs nói đúng là như thế, sau đó quay sang mắng mỏ những đồng nghiệp của mình rằng đừng có lãng phí thời gian của ông như vậy.

Sau đó, ông và Apple đã tuyển dụng hai kỹ sư từ Hewlett-Packard để “thai nghén” ra một dòng máy vi tính hoàn toàn mới. Cái tên mà Jobs chọn cho dòng máy này có thể khiến cho ngay cả một vị bác sĩ tâm thần học trong trang thái mệt mỏi nhất cũng phải ngạc nhiên và đọc đi đọc lại để kiểm chứng. Đó là “Lisa”. Tất cả các máy tính khác đều được đặt theo tên của con gái người thiết kế, nhưng Lisa là cô con gái mà Jobs đã bỏ rơi và thậm chí còn chưa hoàn toàn thừa nhận là con gái mình. Andrea Cunningham, một nhân viên của hãng Regis McKenna đang phụ trách mảng quan hệ công chúng của dự án này thì nói rằng “Có thể ông ấy làm như vậy vì cảm thấy có lỗi. Chúng ta phải tìm một cụm từ mà khi viết tắt những chữ cái đầu của cụm từ này phải ra chữ Lisa. Như vậy, chúng ta có thể khẳng định rằng dòng máy tính này không phải được đặt theo tên của cô bé Lisa”. Và cụm từ được cho là phù hợp nhất với đặc tính của chiếc máy vi tính này là “Local integrated systems architecture” (cấu trúc hệ thống tích hợp nội bộ). Mặc dù vô nghĩa nhưng cụm từ này được coi là lời giải thích chính thức cho cái tên Lisa.

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Trong giới kỹ sư, họ thường nhạo báng rằng Lisa là viết tắt của “Lisa: invented stupid acronym” (Lisa là một cụm từ viết tắt những chữ cái đầu ngu xuẩn nhất được nghĩ ra). Nhiều năm sau, khi tôi hỏi Jobs về cái tên, ông nhanh chóng thừa nhận rằng: “Hiển nhiên tôi đã đặt nó theo tên của con gái tôi.”

Dòng máy tính Lisa được định giá 2.000 đô-la/chiếc vì có bộ vi xử lý 16 bit thay vì 8 bit như ở Apple II. Không có “ma thuật” của Wozniak, người vẫn đang âm thầm làm việc trên Apple II, nhóm kỹ sư đã chế tạo một chiếc máy tính đơn giản với màn hình hiển thị ký tự văn bản truyền thống, không có khả năng tăng cường bộ vi xử lý mạnh để chạy được những ứng dụng thú vị. Jobs bắt đầu mất kiên nhẫn với sự nhàm chán này.

Tuy nhiên, một lập trình viên đã truyền cho dự án này chút sức sống, đó là Bill Atkinson. Ông là một nghiên cứu sinh ngành khoa học thần kinh, người cũng đã từng sử dụng chất kích thích. Khi được mời đến làm việc cho Apple, ông ấy đã từ chối. Nhưng sau đó, khi Apple gửi cho ông chiếc vé máy bay không hoàn lại tiền thì ông quyết định sử dụng nó và cho Jobs cơ hội thuyết phục ông. Trong một cuộc nói chuyện dài ba tiếng đồng hồ, Jobs nói: “Chúng tôi đang kiến tạo tương lai. Hãy thử tưởng tượng anh đang lướt ngay trước mũi những con sóng lớn. Cảm giác đó thật phấn chấn biết bao. Còn giờ, hãy tưởng tượng anh đang bơi chó ở cuối con sóng đó, thì tất nhiên là chẳng có gì thú vị để nói cả. Vì vậy, hãy làm việc với chúng tôi và chúng ta sẽ cùng chinh phục thế giới.” Và Atkinson đã đồng ý ở lại.

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Với mái tóc bờm xờm và bộ râu rủ, Atkinson trông rất sống động và hài hước. Ông có một chút sự tài tình, khéo léo của Woz lẫn khát khao chế tạo ra những sản phẩm tuyệt diệu của Jobs. Nhiệm vụ đầu tiên của Atkinson là lập trình một ứng dụng để theo dõi một danh mục đầu tư chứng khoán bằng cách truy vấn tự động vào hệ thống dịch vụ của Dow Jones, lấy bảng giá cổ phiếu niêm yết và trả lại kết quả. “Tôi phải viết ứng dụng đó thật nhanh bởi vì có một bài quảng cáo về Apple II trên tạp chí đã đưa ra hình ảnh một ông chồng đang đứng ở bàn ăn trong bếp nhìn màn hình Apple, lúc đó đang hiển thị bảng niêm yết giá cổ phiếu. Và cô vợ thì đang tươi cười rạng rỡ với anh ta. Nhưng chương trình đó trên thực tế chưa có, vì vậy, tôi cần viết nó.”

Sau đó, Atkinson đã chế tạo phiên bản lập trình bằng ngôn ngữ Pascal, một ngôn ngữ cao cấp hơn cho Apple II. Jobs phản đối điều này vì cho rằng BASIC là tất cả những gì Apple II cần, nhưng ông cũng cho Atkinson cơ hội: “Vì thấy anh rất tha thiết với việc này nên anh cho ông sáu ngày để chứng minh là tôi đã sai”. Atkinson đã làm được và sau đó Jobs đã rất coi trọng ông.

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Tính đến mùa thu năm 1979 thì Apple đang “gây giống” ba chú ngựa để kế nhiệm sự thành công của Apple II. Trong đó có dòng Apple III yểu mệnh và dự án dòng máy tính Lisa, một kế hoạch đã sớm làm Jobs thất vọng. Và đâu đó ngoài tầm quan sát của Jobs, ít nhất là trong lúc đó, có một dự án chìm đang được một nhân viên đa tính cách tên là Jef Raskin, vị giáo sư đã từng dạy Bill Atkinson thực hiện. Dự án này hướng tới dòng máy tính giá rẻ, phục vụ số đông giống như các thiết bị gia đình; tất cả đều được khép kín trong một thiết bị, bao gồm màn hình, bàn phím, hệ thống vận hành, phần mềm và có một giao diện thiết kế đồ họa đẹp mắt. Ông cố gắng hướng sự chú ý của tất cả các đồng nghiệp ở Apple sang một trung tâm nghiên cứu mang tính đột phá ở ngay Palo Alto, nơi đã mở đường cho những ý tưởng như thế này.

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Xerox PARC

Trung tâm nghiên cứu Palo Alto của tập đoàn Xerox, viết tắt là Xerox PARC, được thành lập năm 1970 với mục đích là tạo ra sân chơi lớn cho những ý tưởng số. Với mong muốn tạo điều kiện tốt hơn hoặc cũng có thể là tệ hơn, trung tâm này được đặt an toàn ở một nơi tránh xa những áp lực về tiền bạc của trụ sở Xerox ở Connecticut cách đó hơn 4.800 km. Trong số các nhà chiến lược của Xerox phải kể đến nhà khoa học Alan Kay, người có hai câu châm ngôn mà Jobs rất tâm đắc là: “Cách tốt nhất để dự đoán tương lai là hãy tạo ra nó” và “Những ai nghiêm túc với việc viết phần mềm thì nên tự chế tạo ra thiết bị phần cứng của chính mình.” Kay có ý tưởng phát triển một chiếc máy vi tính cá nhân nhỏ gọn có cái tên mỹ miều là “Dynabook” mà một đứa trẻ cũng có thể sử dụng dễ dàng. Vì vậy, các kỹ sư của trung tâm Xerox PARC đã bắt đầu thiết kế một hệ kiến trúc đồ họa có giao diện thân thiện đối với người sử dụng bằng việc thay thế tất cả dòng lệnh DOS đừng khiến cho màn hình máy tính trở nên thật đáng sợ. Màn hình máy tính sẽ hiển thị được nhiều dạng văn bản cũng như tệp dữ liệu một lúc. Và bạn có thể sử dụng chuột máy tính để định vị và chọn dữ liệu mình muốn.

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Giao diện người dùng đồ họa (graphical user interface − GUI, phát âm là “gooey”) được đơn giản hóa bằng một khái niệm mới do các kỹ sư ở Xerox PARC phát minh, có tên là kỹ thuật ảnh nhị phân (bitmapping). Cho đến nay, hầu hết các máy tính đều sử dụng công nghệ này. Khi bạn gõ một ký tự trên bàn phím, máy tính của bạn sẽ phát những ký tự đó trên màn hình, thông thường là dưới dạng những đốm sáng có màu xanh của chất lân tinh (phốt pho) trên nền tối. Do có giới hạn số lượng ký tự, con số và biểu tượng sử dụng nên máy tính sẽ không mất quá nhiều thời gian để viết lệnh mã hóa và xử lý để cho ra kết quả cuối cùng. Trong hệ thống kỹ thuật ảnh nhị phân, mỗi một pixel trên màn hình được điều khiển bởi hệ thống dãy số nhị phân (bit) trong bộ nhớ máy tính. Để đáp lại lệnh và hiển thị ra ký tự trên màn hình máy tính, nhiệm vụ của máy tính là định nghĩa từng pixel một là điểm sáng hay điểm tối, đối với màn hình màu thì sẽ có màu gì. Việc này có thể tốn khá nhiều công sức nhưng cho phép đa dạng hình ảnh đồ họa, kiểu phông chữ và chế độ hiển thị màn hình đẹp đáng ngạc nhiên.

Giao diện đồ họa và công nghệ ảnh nhị phân đã trở thành những đặc tính đáng chú ý của dòng máy tính nguyên mẫu của Xerox, giống như chiếc máy Alto cùng với ngôn ngữ lập trình định hướng đối tượng của nó tên là Smalltalk. Jef Raskin cho rằng đó là những đặc điểm nổi bật của dòng máy tính tương lai. Vì vậy, ông đã thúc giục Jobs và những người đồng nghiệp của mình ở Apple đến tham quan và tìm hiểu Xerox PARC.

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Raskin gặp phải khó khăn là Jobs coi ông như một nhà lý luận không thể chịu đựng nổi, hay sử dụng chính xác từ ngữ của Jobs là “một tên đầu đất khó ưa”. Vì vậy Raskin đã nhờ Atkinson, người đứng ở đầu bên kia của chiến tuyến trong ranh giới định nghĩa về một tên đầu đất và một thiên tài của Jobs, cố gắng thuyết phục Jobs chú ý tới những gì đang xảy ra ở Xerox PARC. Nhưng Raskin không biết rằng Jobs đang nghiên cứu một thương vụ lớn hơn nhiều. Quỹ đầu tư mạo hiểm của Xerox muốn tham gia vào việc phân chia cổ phần và nâng vốn lần hai của Apple vào mùa hè năm 1979. Jobs đã đề nghị: “Chúng tôi sẽ cho phép phía công ty ông đầu tư 1 triệu đô-la vào Apple nếu ông chia sẻ dữ liệu nghiên cứu mà các ông có được ở PARC.” Và Xerox đã chấp nhận chuyển giao cho Apple công nghệ mới của họ và ngược lại, mua 100.000 cổ phần của Apple với giá 10 đô-la/cổ phiếu.

Vào thời điểm Apple cổ phần hóa một năm sau đó, số cổ phần mà Xerox mua với giá 1 triệu đô-la trước đó đã có giá trị 17,6 triệu đô-la. Nhưng Apple là người được lợi hơn trong thương vụ trao đổi này. Jobs và đồng nghiệp của mình đã đến tham quan công nghệ của Xerox PARC vào tháng 12 năm 1979 để xem họ trình diễn một cách đầy đủ hơn về công nghệ của họ. Larry Tesler là một trong số những nhà khoa học ở Xerox phụ trách thuyết trình về công nghệ cho các vị khách quý. Ông hồi hộp khi trình bày về công trình mà những người chủ của ông thậm chí chưa bao giờ đánh giá cao nó. Người có trách nhiệm thuyết trình khác, Adele Goldberg, lại lo sợ rằng công ty của bà dường như đang sẵn sàng cho đi thứ báu vật quý giá nhất. “Việc này thật là ngu xuẩn, hoàn toàn ngu xuẩn và tôi cố gắng tìm mọi cách để Jobs biết được ít nhất có thể”, bà nói.

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Goldberg có cách của mình trong buổi giới thiệu tóm tắt đầu tiên. Jobs, Raskin và trưởng nhóm phát triển Lisa – John Couch được dẫn tới sảnh chính, nơi Xerox Alto đã được xếp sẵn ở đó. Goldberg kể rằng, “Đó là một buổi trình diễn nằm trong tầm kiểm soát. Chúng tôi chỉ giới thiệu của một vài ứng dụng, chủ yếu là ứng dụng xử lý văn bản.” Jobs không hài lòng nên ông gọi điện thẳng đến trụ sở của Xerox yêu cầu được giới thiệu nhiều hơn nữa.

Và Jobs được mời quay lại Xerox vài ngày sau đó. Lần này, ông mang theo một “đội quân” đông đảo hơn nhiều, bao gồm cả Bill Atkinson và Bruce Horn, một lập trình viên của Apple, người đã từng làm việc tại Xerox PARC. Họ đều biết mình đang tìm kiếm cái gì. Goldberg kể, “Khi đến công ty, tôi nghe thấy có rất nhiều tiếng ồn và tôi được thông báo rằng Jobs cùng rất nhiều lập trình viên của ông đang ở trong phòng hội nghị.” Một trong những kỹ sư của Goldberg lúc đó đang cố gắng giúp họ giải trí với màn trình diễn sâu hơn về chương trình xử lý văn bản. Nhưng Jobs càng ngày càng mất bình tĩnh. Ông hét lớn: “Hãy dừng việc diễn cái trò vớ vẩn này lại ngay!” Một số nhân viên của Xerox túm tụm lại trao đổi với nhau và quyết định cởi mở hơn một chút nữa nhưng thật chậm rãi. Họ thỏa thuận rằng Tesler có thể trình bày về Smalltalk, một ngôn ngữ lập trình của Xerox nhưng chỉ là bản chưa được phân loại. Người đội trưởng nói với Goldberg rằng, “Nó sẽ lòe được Jobs vì ông ta chẳng bao giờ biết được rằng đây không phải là bản chính thức.”

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Nhưng họ đã mắc phải sai lầm lớn. Atkinson và những người khác đã nghiên cứu kỹ những tài liệu công bố của Xerox PARC nên họ có thể biết chính xác là phiên bản họ đang được trình diễn không phải là phiên bản đầy đủ như được miêu tả. Jobs gọi điện ngay cho giám đốc của Quỹ đầu tư mạo hiểu Xerox phàn nàn về sự việc này. Ngay lập tức, trụ sở chính của công ty ở Connecticut đã gọi điện về Xerox PARC ra chỉ thị rằng Jobs và nhóm của ông phải được giới thiệu về mọi thứ một cách chính xác và đầy đủ nhất. Goldberg đùng đùng tức giận bỏ đi.

Cuối cùng, khi Tesler chỉ cho Apple thấy vấn đề cốt lõi nằm dưới những bí ẩn công nghệ của Xerox, họ đã thật sự kinh ngạc. Atkitson nhìn chằm chằm vào màn hình, tiến lại kiểm tra từng pixel một cách gần nhất và gần tới mức Tesler có thể nghe thấy hơi thở từ trong cổ họng của ông. Jobs quay sang trao đổi với mọi người và vẫy tay một cách thích thú. Tesler kể lại, “Jobs đứng lên ngồi xuống nhiều quá khiến tôi không biết ông ấy có thực sự theo dõi hết buổi trình bày của tôi hay không nhưng sự thật là ông ấy đã nghe hết, và không ngừng đặt ra cho tôi những câu hỏi. Ông ấy bày tỏ sự cảm phục của mình đối với từng bước trong bài thuyết trình của tôi.” Jobs liên tục nói rằng ông ấy không thể tin rằng Xerox chưa cho triển khai kinh doanh công nghệ này. Ông hét lớn: “Các bạn đang ngồi trên một mỏ vàng. Tôi không thể tin nổi rằng Xerox đã không tận dụng nó!”

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Buổi thuyết trình về Smalltalk chỉ ra ba điểm đáng kinh ngạc. Một là cách thức những chiếc máy vi tính kết nối với nhau; hai là cách thức ngôn ngữ lập trình định hướng đối tượng hoạt động. Nhưng Jobs và đồng nghiệp của ông ít chú ý tới hai điều này hơn bởi vì họ hoàn toàn bị ấn tượng bởi điểm thứ ba: giao diện đồ họa được tạo bởi kỹ thuật mã hóa ảnh nhị phân. Jobs nói: “Dường như tấm màn che mắt tôi đã được vén lên. Tôi có thể nhìn thấy tương lai của công nghệ chế tạo máy tính.”

Sau khi cuộc gặp gỡ hơn hai tiếng tại Xerox PARC kết thúc, Jobs lái xe đưa Bill Atkinson quay trở lại văn phòng của Apple tại Cupertino. Vừa lái xe, ông ấy vừa suy nghĩ và thảo luận. Ông ấy phấn khích nói: “Chính là nó, Bill. Chúng ta phải làm được nó”, nhấn mạnh từng từ một. Đó là sự đột phá mà Jobs đang tìm kiếm: mang máy tính tới khách hàng với những thiết kế đẹp mắt và kinh tế nhất như những thiết kế nhà của Eichler và tiện dụng như những thiết bị đẹp mắt trong phòng bếp.

Jobs hỏi Atkinson “Anh nghĩ chúng ta sẽ mất bao lâu để hoàn thành nó?”

Atkinson đáp lại: “Tôi không rõ lắm, có thể sáu tháng.” Đó là sự ước lượng thời gian hơi điên rồ một chút nhưng có tính khả quan và cũng là một động lực thúc đẩy chúng tôi.

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“Những nghệ sĩ vĩ đại là những người có khả năng đánh cắp ý tưởng”

Việc Apple “đột kích” Xerox PARC đôi khi được miêu tả là một trong những phi vụ “trộm cắp” lớn nhất trong lịch sử ngành công nghệ. Jobs cũng có lúc tán thành quan điểm này một cách đầy tự hào. Có lần ông nói rằng “Picasso có một câu nói rất hay ‘người nghệ sĩ giỏi là người có khả năng sao chép, còn người nghệ sĩ vĩ đại thì phải có khả năng đánh cắp ý tưởng’ – và chúng tôi luôn luôn cảm thấy hổ thẹn rằng mình đã từng là những kẻ đánh cắp những ý tưởng tuyệt vời đó.”

Một đánh giá khác cũng được Jobs đồng tình là: những gì được tiết lộ không phải là sự ăn cắp ý tưởng của Apple mà là do sự lóng ngóng, vụng về của Xerox thì đúng hơn. Jobs nói về công tác quản lý của Xerox như sau: “Họ có cái đầu của một chiếc máy sao chép nhưng không có một ý tưởng nào về những gì một chiếc máy tính có thể làm được. Họ chỉ túm lấy sự thua trận từ chiến thắng vĩ đại nhất trong lịch sử công nghệ máy tính. Xerox đáng nhẽ có thể sở hữu toàn bộ ngành công nghiệp máy tính này.”

Cả hai cách đánh giá này đều có phần đúng nhưng điều đáng quý hơn không chỉ nằm ở đó. Theo T.S. Eliot thì ẩn trong những đánh giá đó là cái bóng giữa nhận thức và sáng tạo. Trong lịch sử của các cuộc cách tân, những ý tưởng mới chỉ là một vế của phương trình. Vế còn lại quan trọng hơn là hành động.

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Jobs và đội ngũ kỹ sư của ông đã cải tiến một cách đáng kể ý tưởng về giao diện đồ họa mà họ chứng kiến ở Xerox PARC, và đặc biệt, sau đó họ có thể thực thi chúng theo cách mà Xerox không bao giờ có thể đạt được. Có thể lấy ví dụ như, chuột của Xerox có ba phím bấm, phức tạp và có giá 300 đô-la, thêm vào đó lại không thể cuộn để di chuyển một cách trôi chảy, dễ dàng. Một vài ngày sau chuyến viếng thăm lần thứ hai tới Xerox PARC, Jobs đã tới một công ty thiết kế công nghiệp ở gần đó tên là IDEO và nói với một trong những thành viên sáng lập của công ty này, Dean Hovey, rằng ông muốn có một mẫu thiết kế đơn giản với một phím bấm duy nhất với chi phí chỉ 15 đô-la. Và Jobs không quên nhấn mạnh thêm: “Tôi muốn nó có khả năng sử dụng trên phoócmica và chiếc quần jean của tôi”. Và Hovey đã đồng ý làm theo.

Sự cải tiến này không chỉ nằm ở từng chi tiết nhỏ mà là một sự thay đổi toàn bộ khung ý tưởng. Con trỏ chuột của Xerox PARC không thể sử dụng để di chuyển một cửa sổ trên màn hình. Các kỹ sư của Apple đã phát minh ra giao diện mà người dùng không chỉ kéo cửa sổ lệnh và tệp tin đến bất kỳ nơi nào mong muốn mà thậm chí còn kéo thả được vào các thư mục tài liệu. Hệ thống Xerox yêu cầu bạn lựa chọn lệnh theo thứ tự để thực hiện, từ việc thay đổi kích thước cửa sổ cho đến thay đổi đuôi tệp tin. Trong khi đó hệ thống Apple chuyển màn hình thành các thành phần trực quan cho phép bạn chạm trực tiếp, thao tác bằng tay, kéo thả và sắp đặt lại mọi thứ. Các kỹ sư của Apple làm việc tương tác cùng lúc với nhà thiết kế, dưới sự giám sát hàng ngày của Jobs với mục tiêu cải tiến màn hình giao diện với các biểu tượng thú vị và những bảng tùy chọn với hiệu ứng chìm khi lựa chọn, mở tệp tin hoặc thư mục chỉ với một thao tác nhấn đúp chuột.

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Sự việc sẽ không như thế nếu các nhà quản lý Xerox không phớt lờ những phát minh của các nhà khoa học của mình ở PARC. Trên thực tế, họ đã cố gắng đầu tư vốn vào nó, và trong quá trình đó, họ chứng minh được rằng lý do tại sao việc thực thi cũng quan trọng không kém với việc đề ra một ý tưởng tốt. Năm 1981, ngay trước khi dòng máy Apple Lisa và Macintosh được tung ra, Xerox đã giới thiệu dòng máy Xerox Star với những đặc tính nổi trội: thiết kế giao diện đồ họa thân thiện cho người dùng, chuột, màn hình hiển thị theo phương thức phân giải ảnh nhị phân, lựa chọn các cửa sổ lệnh và tùy chỉnh các khung cửa sổ trên màn hình. Nhưng những thiết kế đó có vẻ rườm rà, bất tiện (phải mất một vài phút để người dùng lưu tệp tin) và chi phí quá cao (được chào bán với giá 16.595 đô-la tại hệ thống cửa hàng bán lẻ); bên cạnh đó, nó lại nhắm chủ yếu tới đối tượng văn phòng có khả năng kết nối mạng. Thế nên việc triển khai những chiếc máy tính này hiển nhiên là thất bại với sản lượng chỉ 30.000 máy được bán ra.

Jobs và đội của ông tìm đến một nhà phân phối của Xerox ngay khi nó được chào bán. Nhưng ông đánh giá chiếc máy tính này của Xerox vô giá trị và nói với đồng nghiệp của mình rằng họ không nên dành chừng ấy số tiền để mua một chiếc máy tính như vậy. Ông nhớ lại, “Chúng tôi như trút đi được mối lo và cảm thấy nhẹ nhõm vô cùng. Chúng tôi biết họ đã làm không đúng, nhưng chúng tôi thì có thể làm được với mức giá cạnh tranh và thấp hơn rất nhiều.” Một vài tuần sau đó, Jobs gọi điện cho Bob Belleville, kỹ sư thiết kế phần cứng trong đội phát triển Xerox Star. Ông nói, “Tất cả những gì anh làm cho đến tận thời điểm này đều đáng bỏ đi. Bởi vậy, tại sao anh không đến làm việc cho chúng tôi nhỉ?” Cuối cùng, Belleville đã đến Apple làm việc theo như lời ngỏ ý của Jobs và Larry Tesler cũng vậy.

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Trong sự phấn khích, Jobs bắt đầu tham gia vào việc quản lý trực tiếp hàng ngày dự án Lisa, vốn được điều hành bởi John Couch, cựu kỹ sư của HP. Bỏ qua vai trò của Couch, ông làm việc trực tiếp với Atkinson và Tesler để hiện thực hóa những ý tưởng của mình, đặc biệt là trong lĩnh vực thiết kế giao diện đồ họa cho dòng máy tính Lisa. Tesler nói: “Ông ấy có thể gọi cho tôi bất cứ lúc nào, 2 giờ sáng hay 5 giờ sáng cũng được. Tôi thích điều này. Nhưng nó lại làm phiền lòng những người quản lý của tôi tại bộ phận triển khai dự án Lisa.” Jobs được đề nghị chấm dứt những cuộc gọi điều hành không đúng theo thứ tự và cấp bậc làm việc như thế. Ông thu mình lại trong một thời gian, nhưng chẳng kéo dài bao lâu.

Một cuộc thử thách quan trọng lại diễn ra khi Atkinson quyết định rằng màn hình máy tính sẽ có nền trắng thay vì màn hình tối như trước. Điều này cho phép đạt được mục tiêu mà cả Atkinson và Jobs đều mong muốn. Tất cả gói gọn trong từ “WYSIWYG” (phát âm là “wiz-ee-wig”), viết tắt từ cụm từ “What you see is what you get”. Những gì bạn nhìn thấy trên màn hình máy tính cũng tương tự như những gì bạn nhận được khi in ra bản giấy. Atkinson nhớ lại, “Đội kỹ sư phần cứng đã gào lên như những sát thủ khát máu. Họ nói rằng điều này sẽ dẫn tới việc chúng tôi bắt buộc phải sử dụng một loại chất phốt pho vốn được cho là kém ổn định, dễ bị rung và gây méo dạng hình hiển thị hơn. Vì vậy, Atkinson nhờ đến sự can thiệp của Jobs, người cũng đồng tình với ý kiến của ông. Những kỹ sư phần cứng này càu nhàu nhưng vẫn bắt tay vào nghiên cứu và họ đã làm được. Bản thân Steve không phải là một kỹ sư giỏi nhưng ông lại rất giỏi trong việc ước định câu trả lời của mọi người. Ông có thể nói liệu những kỹ sư này bảo thủ, cứng đầu hay không chắc chắn vào bản thân mình.”

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Một trong những công lao tuyệt vời nhất của Atkinson (điều mà chúng ta đã quá quen thuộc ngày nay nên hầu như không cảm thấy ngạc nhiên về nó nữa) là khả năng cho phép những cửa sổ lệnh xếp chồng lên nhau trên màn hình máy vi tính; cửa sổ ở trên sẽ đè chiếm lên phần hiển thị của những cửa sổ dưới nó. Chính Atkinson đã lập trình cho phép di chuyển những cửa sổ lệnh này đến bất kỳ vị trí nào trên màn hình, giống như việc bạn xê dịch những tờ giấy trên mặt bàn, những cửa sổ bên dưới sẽ bị che lấp toàn bộ hoặc một phần khi bạn di chuyển vị trí của cửa sổ trên cùng. Tất nhiên, trên một màn hình máy vi tính, không có lớp pixel nào dưới lớp pixel nào nên thực chất, không có một lớp hiển thị đồ họa của cửa sổ này bên dưới thông tin hiển thị của một cửa sổ trên. Để tạo ra cảm giác cửa sổ chồng lên nhau đòi hỏi việc lập trình phức tạp, liên quan đến các vùng hiển thị. Atkinson đã cố gắng để “ma thuật” này hoạt động bởi vì ông nghĩ rằng đã nhìn thấy Xerox PARC làm được tính năng này khi họ đến tham quan. Nhưng thực tế là, Xerox PARC chưa bao giờ thành công, và sau đó, chính họ nói với ông rằng đã rất ngạc nhiên khi ông làm được điều đó. Atkinson nói: “Lúc đó, tôi cảm giác có một sức mạnh nào đó được trao cho một kẻ ngây thơ là tôi. Vì tôi không hề biết trước là họ không thể làm được nên tôi đã cố gắng xoay sở mọi cách để làm được nó.” Ông đã làm việc chăm chỉ đến mức một buổi sáng, trong lúc không tỉnh táo, ông đã lái chiếc xe Corvette của mình đâm vào một chiếc xe tải đang đỗ bên đường và suýt chết. Jobs lập tức lái xe đến bệnh viện để gặp ông. Khi Atkinson tỉnh lại, Jobs nói: “Chúng tôi thật sự đã rất lo lắng cho anh đấy, Bill ạ.” Atkinson mỉm cười gượng gạo vì đau và không quên đáp lại: “Đừng quá lo lắng, tôi vẫn còn nhớ về các vùng hiển thị.”

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Jobs còn có một niềm đam mê đến cháy bỏng khác là sử dụng những thanh cuộn một cách êm nhất. Những văn bản tốt nhất không nên gây cảm giác hiển thị giật giật theo từng dòng khi dùng chuột kéo đi kéo lại xem xét, mà thay vào đó cần phải chạy êm và trôi chảy. Atkinson kể lại: “Ông ấy là một người luôn giữ quan điểm cho rằng mọi thứ trên bề mặt giao diện phải đem lại cảm giác trải nghiệm tốt nhất cho người dùng.” Ngoài ra, họ cũng muốn thiết kế ra loại chuột máy tính mà có thể dễ dàng trỏ nó theo các hướng khác nhau trên màn hình, không đơn thuần là lên, xuống, trái, phải. Để làm được điều này thì chuột phải được thiết kế di chuyển bằng viên bi tròn thay vì hai bánh như thông thường. Một trong những kỹ sư ở Apple nói với Atkinson rằng sẽ không thể nào làm được một con chuột như thế xét về mặt thương mại. Sau khi Atkison than phiền với Jobs về việc đó thì ngay ngày hôm sau, khi ông đến công ty làm việc ông lúc biết tin Jobs đã sa thải người kỹ sư đó. Khi người được Steve lựa chọn thay thế cho kỹ sư trên đến gặp Atkinson, lời đầu tiên cậu ấy nói với ông là: “Tôi có thể chế tạo ra một con chuột theo yêu cầu.”

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Atkinson và Jobs trở thành những người bạn thân thiết trong một thời gian, và họ hầu như hôm nào cũng ăn tối cùng nhau ở nhà hàng Good Earth. Trong lúc đó, John Couch và một số kỹ sư tài năng nhưng bảo thủ và kém tưởng tượng khác mang phong cách của HP trong đội Lisa đã phản đối lại sự can thiệp của Jobs và rất tức giận bởi những lời xúc phạm khá thường xuyên của Jobs. Ngoài ra, còn tồn tại những xung đột về tầm nhìn. Jobs muốn chế tạo ra chiếc VolksLisa, một sản phẩm đơn giản, tiết kiệm hướng tới số đông người dùng. Jobs kể rằng: “Có một cuộc giằng co giữa một bên là những người ủng hộ ý kiến về những chiếc máy gọn nhẹ của tôi và một bên là những người đến từ HP với mục tiêu hướng tới thị trường máy tính doanh nghiệp như Couch”.

Cả Mike Scott và Mike Markkula đều có ý định sắp xếp lại một trật tự quyền lực khác cho Apple, và đặc biệt ngày càng quan tâm đến hành vi như muốn phá hỏng mọi thứ của Jobs. Vì vậy, vào khoảng tháng Chín năm 1980, họ đã âm mưu cơ cấu lại tổ chức. Couch được bầu làm quản lý của bộ phận nghiên cứu và phát triển dòng máy tính Lisa. Jobs mất tầm kiểm soát với những chiếc máy tính được đặt theo tên của con gái ông. Ông cũng bị tước vai trò là một phó chủ tịch phụ trách bộ phận nghiên cứu và phát triển. Ông bị đẩy vào tình thế của một vị chủ tịch hội đồng quản trị không có quyền tham gia vào việc vận hành công ty thường ngày. Cách xử lý này giúp Apple vẫn duy trì được bộ mặt trước công chúng, nhưng cũng đồng nghĩa với việc Jobs không nắm thực quyền điều hành. Điều đó thật đáng buồn. Jobs nói: “Tôi cảm thấy rất tồi tệ và cảm giác như mình bị loại bỏ bởi Markkula. Ông ấy và Scotty thấy tôi không nên điều hành bộ phận phát triển Lisa. Tôi đã suy nghĩ về điều này rất nhiều.”

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Chương 9

CỔ PHẦN HÓA VÀ NIÊM YẾT TRÊN SÀN GIAO DỊCH

Người đàn ông giàu có và nổi tiếng

Với Wozniak năm 1981.

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Quyền chọn mua cổ phiếu

Khi Mike Markkula cùng với Jobs và Wozniak biến sự hợp tác non nớt ban đầu thành một công ty máy tính Apple hữu hình vào tháng 1 năm 1977, họ định giá nó ở mức 5.309 đô-la. Trong vòng chưa đầy bốn năm sau đó, họ quyết định tiến hành cổ phần hóa công ty và niêm yết trên sàn giao dịch. Đây là sự kiện đăng ký phát hành cổ phiếu vượt mức lớn nhất trong lịch sử, sau sự kiện của Ford Motors năm 1956. Tính đến cuối tháng 12 năm 1980, Apple được định giá ở mức 1,79 tỷ đô-la. Đó là con số được tính bằng đơn vị là tỷ. Bằng việc cổ phần hóa và niêm yết chứng khoán, Apple cũng giúp cho khoảng ba trăm người khác trở thành triệu phú.

Nhưng, Daniel Kottke không phải là một trong số đó. Ông ấy đã từng là người bạn tâm giao của Jobs khi theo học trường đại học ở Ấn Độ, ở hội All One Farm và cùng thuê chung một căn hộ khi Chrisann Brennan và Jobs trục trặc. Ông cũng tham gia vào Apple từ những ngày đầu còn “đóng đô” tại nhà để xe của Jobs cũng như vẫn làm việc với tư cách là nhân viên công nhật ở đây. Tuy nhiên, Kottke không có đủ trình độ năng lực để được hưởng quyền mua cổ phiếu ưu đãi trước khi phát hành cổ phiếu lần đầu ra công chúng (IPO). Kottke nói: “Tôi hoàn toàn tin tưởng Steve và cho rằng cậu ấy sẽ quan tâm đến tôi như tôi đã từng quan tâm đến cậu ấy, vì vậy tôi không thúc ép Jobs điều gì cả.” Lý do chính thức của việc Kottke không được quyền mua cổ phiếu này là do ông chỉ là một chuyên viên kỹ thuật làm việc chấm công theo giờ, chứ không phải là một kỹ sư được nhận lương định kỳ. Và theo chính sách của công ty thì ông không nằm trong cơ cấu hưởng chế độ này. Mặc dù vậy, nhẽ ra Kottke cũng đáng được hưởng “cổ phiếu sáng lập”, nhưng Jobs quyết định là ông ấy không được nhận gì cả. Theo lời Andy Hertz-feld, một trong những kỹ sư thời kỳ mới thành lập của Apple, người vẫn duy trì tình bạn với ông nhận xét: “Steve rất ‘dị ứng’ với cái gọi là sự trung thành. Ông ấy đã bỏ rơi những người mà ông ấy gần gũi nhất.”

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Kottke quyết định làm sáng tỏ trường hợp của ông với Jobs bằng cách lượn lờ bên ngoài văn phòng của Jobs và tìm cách bắt chuyện với ông. Nhưng mỗi lần chạm trán, Jobs lại tỏ ý xua đuổi Kottke. Ông nói: “Điều làm tôi khó nghĩ nhất là Jobs không bao giờ nói trực tiếp với tôi là tôi không đủ tư cách để hưởng quyền đó. Ông ấy nợ tôi những lời giải thích với tư cách một người bạn. Khi tôi hỏi Jobs về cổ phần, ông ấy chỉ bảo tôi phải nói chuyện trực tiếp với người quản lý của tôi.” Cuối cùng, sau gần sáu tháng kể từ đợt phát hành cổ phiếu lần đầu ra công chúng, Kottke đã lấy hết can đảm bước vào phòng Jobs và cố gắng giải quyết vấn đề với ông. Nhưng khi Kottke bước vào, Jobs lạnh lùng đến mức khiến người Kottke như đông cứng lại. Ông nhớ lại, “Lúc đó tôi chỉ biết nghẹn lời và nước mắt bắt đầu rơi khiến tôi không thể mở lời nói với cậu ấy. Tình bạn của chúng tôi kết thúc ở đó. Thật đáng buồn.”

Rod Holt, kỹ sư đã chế tạo ra bộ sạc điện cho máy tính được nhận rất nhiều quyền chọn mua cổ phiếu ưu đãi và ông ta cố gắng tìm cách thay đổi quyết định của Jobs. Ông nói: “Chúng ta phải làm gì đó cho cậu bạn thân Daniel chứ.” Và ông đề xuất rằng mỗi người họ sẽ nhượng lại một số quyền mua cổ phiếu ưu đãi đó cho Daniel. Holt tiếp lời: “Anh quyết định nhượng lại thế nào, tôi cũng sẽ làm theo.” Nhưng Jobs lạnh lùng đáp lại: “Đồng ý thôi. Tôi sẽ nhượng lại cho cậu ấy con số không.”

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Về phần Wozniak, không mấy ngạc nhiên khi ông có thái độ ngược lại với Jobs. Trước khi cổ phiếu được chào bán chính thức, ông đã quyết định bán 2.000 quyền chọn mua cổ phiếu của ông với giá rất thấp cho bốn mươi nhân viên bậc trung khác. Hầu hết những người được thụ hưởng này đều kiếm được số tiền đủ để mua một căn hộ. Wozniak cũng mua được một căn nhà mơ ước của mình với người vợ mới; nhưng người vợ này nhanh chóng ly dị với Woz và giữ luôn ngôi nhà. Sau đó, Woz cũng chuyển toàn bộ cổ phiếu của mình cho những nhân viên không được nhận cổ phiếu, bao gồm cả Kottke, Fernandez, Wiggton và Espinosa. Tất cả mọi người đều yêu mến Wozniak, hầu hết là sẽ thêm phần yêu mến sau sự hào phóng của ông. Nhưng cũng nhiều người đồng ý với ý kiến của Jobs cho rằng hành động của Woz là “hết sức ngây thơ và trẻ con”. Vài tháng sau, một tấm áp phích với dòng chữ United Way (Một biểu hiện của sự đồng lòng) đã được dán lên bảng tin của công ty với hình ảnh một người đàn ông nghèo khó và dòng chữ nguệch ngoạc “Woz năm 1990”.

Jobs không phải là người ngây thơ. Ông đã chắc chắn mọi thứ được giải quyết xong xuôi với Chrisann Brennan trước khi việc chào bán cổ phiếu lần đầu ra công chúng (IPO) diễn ra.

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Jobs là phát ngôn viên của sự kiện IPO này, đồng thời cũng là người quyết định chọn hai ngân hàng đầu tư đảm nhận việc chào bán này: một là công ty nổi tiếng ở phố Wall, Morgan Stanley theo truyền thống và một công ty bán đồ tạp hóa tên là Hambrecht & Quist ở San Franciso không như thông lệ. Theo Bill Hambrecht thì “Steve không tôn trọng nhân viên của Morgan Stanley, một công ty cứng nhắc tại thời điểm đó.” Morgan Stanley có ý định định giá cổ phiếu chào bán ở mức18 đô-la, mặc dù hiển nhiên có thể nhận thấy là cổ phiếu sẽ nhanh chóng tăng vọt. Jobs hỏi nhân viên ngân hàng: “Nói cho tôi biết điều gì sẽ xảy ra với những cổ phiếu này khi chúng tôi chào bán với mức giá 18 đô-la? Anh có định bán nó cho những khách hàng yêu quý của mình không? Nếu vậy, làm thế nào mà các anh có thể lấy của tôi 7% hoa hồng?”. Hambretch nhận ra có một sự thiếu công bằng trong hệ thống này và sau đó ông đưa ra ý tưởng của một cuộc đấu giá ngược giá cổ phiếu trước khi đưa ra IPO.

Apple chính thức lên sàn vào buổi sáng ngày 12/12/1980. Trước đó, ngân hàng đã định giá chào bán ở mức 22 đô-la một cổ phiếu. Giá cổ phiếu tăng tới mốc 29 đô-la trong ngày đầu tiên. Jobs đã kịp đến trụ sở của Hambrecht & Quist để chứng kiến phiên giao dịch mở màn. Ở tuổi 25, ông đã có trong tay 256 triệu đô-la.

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Cậu bé ngày nào đã trở nên giàu có

Trước và sau khi Jobs trở nên giàu có, hay chính xác là trong suốt cuộc đời ông, cả lúc trắng tay lẫn khi là một tỷ phú, thì thái độ với của cải và tiền bạc của Jobs đều khá phức tạp. Ông là một người ủng hộ phong trào phản văn hóa, tập trung vốn hóa những phát minh của một người bạn − người mà muốn trao tặng nó miễn phí. Ngoài ra, ông cũng là một người tín Thiền đã hành hương tới Ấn Độ và sau đó lại quyết định đi theo tiếng gọi của kinh doanh. Tuy nhiên, xét một cách nào đó, những lối suy nghĩ này có xu hướng kết hợp với nhau hơn là mâu thuẫn trong ông.

Ông có một tình yêu lớn đối với các vật thể mang tính vật chất, đặc biệt là những thứ được thiết kế và khắc chạm một cách tinh xảo; có thể kể đến những chiếc xe của Porsche và Mercedes, dao của Henckels, thiết bị gia dụng của Braun, ô tô của BMW, xuất bản phẩm của Ansel Adams, những chiếc đàn piano của Bösendorfer hay các thiết bị âm thanh của Bang & Olufsen. Nhưng cho dù Jobs có giàu có đến thế nào thì ngôi nhà của ông cũng không có xu hướng phô trương mà được thiết kế đơn giản đến nỗi một người Sêcơ (Shaker – tín đồ của một giáo phái ở Mỹ) cũng phải hổ thẹn. Dù là lúc đó hay đến tận sau này, không bao giờ Jobs đi ra ngoài cùng với người tùy tùng, một trợ lý riêng hay thậm chí là lực lượng bảo vệ an ninh. Ông có một chiếc xe ô tô rất đẹp nhưng thường tự lái nó. Khi Markkula hỏi Jobs xem ông có ý định mua góp cùng ông chiếc máy bay Lear không thì Jobs từ chối (mặc dù cuối cùng ông cũng yêu cầu Apple mua một chiếc máy bay hiệu Gulfstream để sử dụng). Giống như cha mình, Jobs rất “rắn” khi mặc cả với nhà cung cấp nhưng ông không cho phép việc chạy theo lợi nhuận lấn át niềm đam mê sáng tạo ra những sản phẩm tuyệt vời của ông.

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Ba mươi năm sau khi Apple chính thức niêm yết cổ phiếu trên sàn giao dịch, ông có những chia sẻ về việc bỗng dưng có tiền:

Tôi chưa bao giờ phải lo lắng về đồng tiền. Tôi lớn lên trong một gia đình thuộc tầng lớp trung lưu, vì vậy tôi không bao giờ nghĩ rằng mình sẽ bị chết đói. Tôi cũng học được từ Atari rằng tôi có thể trở thành một kỹ sư khá tốt, vì vậy tôi luôn biết cách để kiếm tiền. Tôi đã tự nguyện đặt mình vào tình trạng nghèo đói lúc theo học đại học và lúc tôi đến Ấn Độ. Tôi đã sống một cuộc sống tương đối đơn giản ngay cả khi vẫn đang làm việc. Vì vậy, có thể nói là tôi đã đi lên từ sự nghèo đói, một điều thật tuyệt vời, bởi lẽ tôi không phải lo lắng về tiền bạc; đến khi giàu có tột cùng, nhưng tôi cũng không phải lo lắng về tiền bạc.

Tôi đã chứng kiến rất nhiều người ở Apple, khi kiếm được nhiều tiền thì họ nghĩ rằng họ phải sống khác đi. Một vài người chọn mua xe Rolls-Royce và rất nhiều căn hộ mà trong đó, mỗi căn lại phải thuê một người quản gia và một vài người để quản lý lại vị quản gia này. Vợ của họ thì đi phẫu thuật thẩm mỹ và bỗng dưng biến thành những quý cô, quý bà kỳ quái. Đó không phải là cách tôi muốn sống. Nó thật là điên khùng. Tôi tự hứa với bản thân rằng tôi sẽ không bao giờ để tiền bạc phá hỏng cuộc đời mình.

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Jobs không phải là một người đặc biệt nhân từ, bác ái. Ông đã lập một quỹ từ thiện trong một thời gian ngắn, nhưng sau đó, ông phát hiện ra rằng việc tương tác với những người được ông tuyển dụng để vận hành thật khó chịu. Họ liên tục nói về việc đầu tư từ thiện hay làm cách nào để đẩy mạnh việc trao tặng quà. Jobs trở nên coi thường tất cả những người dùng từ thiện như một vỏ bọc danh nghĩa hoặc nghĩ rằng có thể tự đổi mới nó. Trước đó, ông đã từng âm thầm gửi một tấm séc trị giá 5.000 đô-la để hỗ trợ thành lập Quỹ Seva của Larry Brilliantd, được lập ra để chống lại bệnh tật và đói nghèo. Ông thậm chí còn đồng ý gia nhập ban điều hành. Nhưng khi Brilliant đưa một vài người khác trong ban điều hành Quỹ, bao gồm Wavy Gravy và Jerry Garcia, đến Apple ngay khi công ty mới tiến hành IPO để xin tiền tài trợ, Jobs đã không đồng ý cấp tiền. Thay vào đó, ông tìm cách khác là xây dựng một chương trình từ thiện, trong đó Apple sẽ đóng góp máy tính Apple II và VisiCalc để giúp đỡ Quỹ thực hiện cuộc khảo sát với những người mù ở Nepal.

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Món quà lớn nhất trong cuộc đời Jobs là món quà ông dành tặng cho cha mẹ mình, Paul và Clara Jobs. Ông đã tặng họ số cổ phần của Apple trị giá 750.000 đô-la. Họ bán một phần để chi trả khoản vay thế chấp ngôi nhà của mình ở Los Atlos, và cậu con trai yêu quý của họ đã tham dự một bữa tiệc nho nhỏ ăn mừng sự kiện này. Jobs nhớ lại: “Đó là lần đầu tiên trong đời họ không phải trả một món nợ vay thế chấp nào nữa. Họ mời rất nhiều người bạn của mình tới bữa tiệc và nó thật sự là một sự kiện tuyệt vời.” Ngay cả lúc có nhiều tiền trong tay, cha mẹ Jobs vẫn không có ý định mua một căn nhà mới to đẹp hơn. Jobs nói: “Họ không quan tâm lắm tới việc đó. Họ đã có một cuộc sống khiến họ cảm thấy hạnh phúc và mãn nguyện.” Khoản chi tiêu lớn nhất của họ là những chuyến du lịch dài ngày trên biển hàng năm. Chuyến đi này sẽ đưa du khách qua kênh đào Panama mà theo Jobs là “một kênh đào có ý nghĩa lớn đối với cha tôi”. Nó gợi nhớ lại những ngày tháng ông còn làm việc trong lực lượng Cảnh sát biển, con thuyền của ông đã đi qua đây để đến San Francisco trước khi ngưng hoạt động.

Thành công của Apple đã mang lại sự nổi tiếng cho Jobs. Tạp chí Inc. trở thành tờ tạp chí đầu tiên đưa hình Jobs lên bìa trang nhất vào tháng Mười năm 1981. Tờ tạp chí không quên giật tít “Người đàn ông này kể từ đó mãi mãi thay đổi quan niệm về kinh doanh”. Bức hình của Jobs trên bìa tạp chí là hình ảnh ông với bộ râu cắt tỉa gọn gàng, mái tóc dài trau chuốt, trong trang phục chiếc quần jean màu xanh và một chiếc áo sơ mi, khoác ngoài chiếc áo blazer sa tanh. Ông dựa vào một chiếc máy tính Apple II và nhìn thẳng vào ống kính máy ảnh với cái nhìn chằm chằm đầy quyến rũ, điều mà ông đã học được từ Robert Friedland. Tạp chí Inc. thuật lại: “Khi Steve Jobs nói, người nghe như cảm nhận được nhiệt huyết đang cháy trong huyết quản của ông, người nhìn thấy được tương lai và khẳng định chắc chắn rằng nó sẽ là như vậy.”

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Tạp chí Time cũng đưa hình Jobs lên trang bìa vào tháng Hai năm 1982. Số tạp chí đó viết về những doanh nhân trẻ tuổi. Bìa tạp chí lần này là một bức tranh vẽ Jobs, và một lần nữa ông lại xuất hiện với đôi mắt cùng ánh nhìn như thôi miên của mình. Jobs, theo như nội dung chính của bài báo, đã “đơn thương độc mã thực hiện và tạo ra ngành công nghiệp sản xuất máy tính cá nhân”. Michael Moritz cũng ghi lại trong phần thông tin cá nhân của Jobs kèm theo bài báo với nội dung, “Ở tuổi 26, Jobs đã lãnh đạo một công ty mà sáu năm trước đây còn hoạt động trong một phòng ngủ và gara ô tô nhà mình. Thế nhưng năm nay, dự đoán mức doanh thu đạt được sẽ là 600 triệu đô-la… Là một nhà quản lý, Jobs đôi khi nóng nảy và cục cằn với cấp dưới. Ông thừa nhận: ‘Tôi phải học cách kìm chế cảm xúc của mình’.”

Mặc dù đã trở nên nổi tiếng và giàu có, Jobs vẫn tự mang lại niềm vui cho mình như một đứa trẻ trong thế giới của những người theo phong trào phản văn hóa. Trong chuyến ghé thăm một lớp học ở đại học Standford, ông đã cởi chiếc áo khoác blazer hiệu Wilkes Bashford, tháo giày và ngồi lên một chiếc bàn, xếp chân lại trong tư thế thiền. Nhóm sinh viên hỏi Jobs nhiều câu hỏi mà ông lảnh tránh trả lời, kiểu như khi nào thì giá của cổ phiếu Apple sẽ tăng.

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Thay vào đó, ông nói về niềm đam mê của mình đối với những sản phẩm của tương lai, ví như một ngày nào đó, ông sẽ chế tạo ra một chiếc máy vi tính có kích cỡ nhỏ bằng một quyển sách. Khi những câu hỏi về kinh doanh đã dần hết, Jobs tiến đến gần bàn, nơi có những sinh viên ăn vận rất đẹp. Ông hỏi họ: “Bao nhiều người trong các bạn còn trinh nguyên?”. Có những tiếng cười khúc khích đầy vẻ lo lắng. “Bao nhiêu người trong các bạn đã từng sử dụng chất kích thích (LSD)?”. Tiếng cười to hơn và chỉ có một hoặc hay cánh tay giơ lên. Sau đó, Jobs phàn nàn về thế hệ những người trẻ tuổi hiện thời, những người mà theo ông đánh giá có những suy nghĩ vật chất và tham vọng địa vị hơn chính bản thân ông. Ông nói, “Khi tôi còn đi học, vào những năm cuối thập niên 1960, làn sóng suy nghĩ thực dụng đã được hình thành trước đó không lâu. Thế nhưng, bây giờ thì sinh viên thậm chí không còn tồn tại những suy nghĩ duy tâm hay ít nhất là tương tự như thế.” Jobs nói rằng thế hệ của ông là một thế hệ hoàn toàn khác biệt. “Mặc dù vậy, lối sống đầy lý tưởng duy tâm của những năm 1960 vẫn tồn tại đâu đó ẩn sau chúng tôi và hầu hết mọi người, những người mà tôi biết ở tuổi tôi, đều giữ nó như một lối sống thâm căn cố đế.”

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Chương 10

MÁY TÍNH MAC XUẤT HIỆN

Bạn nói bạn muốn có một cuộc cách mạng

Jobs năm 1982.

Sản phẩm của Raskin

Jef Raskin là kiểu người có thể làm mê hoặc cũng như khiến Jobs cảm thấy khó chịu. Đôi lúc, ông biểu hiện cả hai. Ông thuộc kiểu người triết lý, vừa ham chơi lại vừa cần cù, chăm chỉ. Raskin đã từng theo học khoa học máy tính, tham gia dạy nhạc và nghệ thuật thị giác. Ông cũng đã từng thành lập một công ty nghệ thuật biểu diễn nhạc thính phòng và thường tổ chức những buổi biểu diễn “du kích”. Luận văn tiến sĩ bảo vệ năm 1967 ở trường U.C. San Diego của ông đã đưa ra luận điểm: những chiếc máy vi tính nên có giao diện hiển thị cả đồ họa thay vì chỉ có ký tự văn bản thông thường. Khi đã thấy chán ngán với công việc giảng dạy, ông thuê một chiếc khinh khí cầu, bay trên nóc nhà hiệu trưởng và hét thật to xuống rằng ông đã quyết định là sẽ bỏ học.

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Khi Jobs cần tìm một người có khả năng viết một cuốn sách hướng dẫn cho Apple II năm 1976, ông đã gọi cho Raskin, người lúc đó cũng đang sở hữu một công ty tư vấn nhỏ. Raskin tới nhà để xe, cảnh tượng đầu tiên ông bắt gặp là Wozniak đang cặm cụi làm việc ở góc bàn của mình. Và Jobs đã thuyết phục Raskin viết cuốn sách hướng dẫn đó với giá 50 đô-la. Sau này, ông trở thành quản lý của bộ phận xuất bản của Apple. Một trong những ước mơ của Raskin là chế tạo ra một dòng máy tính giá rẻ phân phối tới mọi tầng lớp người dùng. Vì vậy, năm 1979, ông đã thuyết phục Mike Markkula cho ông chủ trì một dự án phát triển sản phẩm nhỏ mang tên “Annie” để thực hiện ước mơ này. Raskin cho rằng có đôi chút thành kiến phân biệt giới khi đặt tên cho những chiếc máy tính theo tên của một người phụ nữ nên ông đã đổi lại tên của dự án đó theo loại táo yêu thích của mình: McIntosh. Sau đó, để tránh gây hiểu nhầm với một hãng sản xuất thiết bị âm thanh có tên McIntosh Laboratory, ông đã thay đổi cách ghép âm thành Macintosh.

Raskin hình dung ra chiếc máy tính đó sẽ được bán với giá 1.000 đô-la và là một cỗ máy đơn giản với màn hình, bàn phím và phần cứng gói gọn trong một thiết bị. Để giảm giá thành sản phẩm, ông đề xuất rằng chiếc máy sẽ có màn hình 5 inch nhỏ nhắn và một bộ vi xử lý giá rẻ (và lì máy) có tên là Motorola 6809. Raskin thích thú tự coi mình là một triết gia. Ông đã viết ra những suy nghĩ của mình trong một cuốn sách được nhiều người biết đến mang tên The Book of Macintosh (Câu chuyện về Macintosh). Ngoài ra, thỉnh thoảng ông cũng đưa ra những “bản tuyên ngôn” về công nghệ. Một trong số đó là “Máy tính của hàng triệu người” và nó bắt đầu với một khát vọng: “Nếu những chiếc máy tính cá nhân thật sự là của cá nhân, thì khi chọn ngẫu nhiên một gia đình, sẽ không thể có trường hợp một hộ chỉ sở hữu một chiếc máy.”

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Trong suốt năm 1979 và đầu năm 1980, dự án Macintosh duy trì sự tồn tại hời hợt. Cứ khoảng vài tháng, nó lại đứng trước nguy cơ bị “xóa sổ”. Mỗi lần như vậy, Raskin lại phỉnh phờ thành công, Markkula lại mở lòng nhân từ. Đội ngũ phát triển Macintosh lúc đó chỉ có bốn kỹ sư, hoạt động tại trụ sở ban đầu của Apple cạnh nhà hàng Good Earth, cách trụ sở mới của công ty vài dãy nhà. Không gian làm việc ở đây được trang trí với rất nhiều đồ chơi và những máy bay mô hình hoạt động bằng sóng radio (một niềm đam mê của Raskin) để mang lại cảm giác như một trung tâm chăm sóc hàng ngày cho những “con mọt công nghệ”. Thỉnh thoảng, công việc sẽ được tạm gác lại để nhường chỗ cho những trận chơi ném bóng. Andy Hertzfeld nhớ lại: “Trò chơi này làm cho mọi người cảm thấy rất hứng thú với những tấm bìa cứng sử dụng để che chắn khi chơi. Văn phòng lúc đó giống như một đống hỗn độn”.

Ngôi sao của đội là một kỹ sư trẻ có mái tóc vàng, mắt to tròn, hiền hậu với khả năng tập trung tâm lý cao độ, tên là Burrell Smith. Ông là một người tôn sùng công việc viết mã lệnh của Wozniak và luôn khao khát, cố gắng hết mình để có thể tạo ra những thành công sáng chói như vậy. Atkinson đã nhận ra tài năng của Smith khi làm trong bộ phận dịch vụ của Apple. Ông thật sự kinh ngạc khi chứng kiến khả năng ứng biến với các bản vá lỗi của Smith và đã giới thiệu ông cho Raskin. Smith sau này đã không chống đỡ được chứng bệnh tâm thần phân liệt, nhưng vào đầu thập niên 1980, ông đã thành công khi có thể chuyển sự bất thường trong tâm lý của mình sang niềm hăng say làm việc suốt cả tuần của một tài năng trong ngành công nghệ.

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Tầm nhìn của Raskin đã làm Jobs mê mệt nhưng không phải bởi sự sẵn sàng thỏa hiệp để giảm thiểu chi phí của ông. Một ngày mùa thu năm 1979, Jobs nói rằng ông muốn Raskin tập trung vào chế tạo sản phẩm mà ông nhắc đi nhắc lại là “vô cùng tuyệt vời”. Jobs nói: “Đừng quá lo lắng về giá cả, hãy tập trung vào khả năng đáp ứng người sử dụng của máy tính.” Raskin đáp lại lệnh của của Jobs bằng một bản ghi nhớ có đôi chút châm biếm. Nó đưa ra tất cả những thứ mà bạn sẽ muốn ở một chiếc máy tính lý tưởng: màn hình màu có độ phân giải cao, một chiếc máy in không có băng mực với tốc độ in màu một trang một giây, truy cập không giới hạn vào hệ thống mạng ARPA cùng khả năng nhận dạng giọng nói và tổng hợp nhạc, “thậm chí mô phỏng lại giọng hát của Caruso cùng đội hợp xướng thánh ca với âm vang ở mọi cung độ”. Bảng ghi nhớ đó kết luận, “Việc thiết kế dựa trên duy nhất những đặc tính mà bản thân chúng ta mong muốn là điều ngu xuẩn. Chúng ta phải bắt đầu chế tạo dựa trên cả việc định hướng giá cả lẫn tập hợp những chức năng mong muốn, dựa trên xu hướng công nghệ tại thời điểm triển khai và tương lai gần.” Nói cách khác, Raskin hầu như không có đủ sự kiên nhẫn đối với niềm tin của Jobs là: bạn có thể thay đổi hiện thực nếu bạn có đủ niềm đam mê để phát triển sản phẩm của mình.

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Vì vậy, giữa họ đã xảy ra xung đột, đặc biệt là sau khi Jobs bị tách ra khỏi dự án Lisa vào tháng Chín năm 1980. Ông bắt đầu tìm kiếm cách để chứng minh quan điểm của mình và tạo ra sự khác biệt. Chắc chắn rằng, mục tiêu nhắm đến của ông không gì khác ngoài dự án Macintosh. Những tuyên bố của Raskin về một chiếc máy tính giá rẻ phục vụ số đông với giao diện đồ họa đơn giản, thiết kế rành mạch, tinh tế đã làm ông trăn trở rất nhiều. Và một điều hiển nhiên là, một khi Jobs đã hạ quyết tâm đưa dự án Macintosh thành công, tương lai của Raskin chỉ còn được tính bằng ngày. Joanna Hoffman, một thành viên của nhóm sáng lập ra Mac, nhớ lại: “Steve bắt đầu hành động theo những gì mà ông nghĩ chúng tôi cần phải làm và Jef bắt đầu nghiền ngẫm và nhanh chóng tìm được lời giải cho đầu ra.”

Xung đột đầu tiên của họ liên quan đến sự sùng bái bộ vi xử lý yếu kém Motorola 6809. Raskin muốn giữ giá của máy Mac dưới 1.000 đô-la trong khi quyết tâm của Jobs là chế tạo ra một dòng máy thật sự tuyệt vời, tuyệt vời đến kinh ngạc. Vì vậy, Jobs bắt đầu tập trung toàn lực chuyển đổi máy Mac sang dùng bộ vi xử lý cấu hình mạnh hơn với tên gọi Motorola 68000. Đây chính là bộ vi xử lý mà dòng Lisa đang sử dụng. Ngay trước Lễ Giáng sinh năm 1980, ông đã yêu cầu Burrel Smith thiết kế một chiếc máy thử nghiệm đầu tiên sử dụng dòng chip mạnh hơn này mà không nói với Raskin. Giống như “người anh hùng” Wozniak đã từng làm, Smith làm việc thâu đêm suốt sáng, liên tục trong ba tuần liền và đã tìm ra những bước nhảy ngoạn mục trong lập trình. Khi Smith thành công, Jobs đã có cớ gây sức ép chuyển sang sử dụng bộ vi xử lý Motorola 68000 khiến Raskin đã phải cân nhắc và tính toán lại chi phí của Mac.

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Có một vài thứ không ổn trong suy tính của Raskin. Bộ vi xử lý giá rẻ mà ông mong muốn không thể hỗ trợ được tất cả các kỹ thuật đồ họa tạo hiệu ứng đẹp mắt như đội của họ đã chứng kiến trong chuyến tham quan Xerox PARC, bao gồm: cửa sổ lệnh hiển thị, bảng chọn, chuột và nhiều thứ khác nữa. Raskin đã từng thuyết phục mọi người đến Xerox PARC, ông thích thú với ý tưởng của màn hình hiển thị theo công nghệ ảnh nhị phân và cửa sổ lệnh, nhưng ông không thích những biểu tượng và hình ảnh nhí nhố. Không chỉ thế, ông cũng ghét cay ghét đắng ý tưởng dùng chuột để nhấp chọn lệnh thay vì dùng bàn phím. Ông cằn nhằn: “Một vài người trong dự án say mê với việc có thể làm mọi thứ với một con chuột máy tính. Một ví dụ khác là những ứng dụng ngớ ngẩn về biểu tượng. Biểu tượng là một cái gì đó khó hiểu trong giao tiếp ngôn ngữ của loài người xét trên mọi thứ tiếng. Đó là lý do tại sao con người phải phát minh ra ngôn ngữ hiển thị dưới dạng phiên âm các chữ cái.”

Cựu sinh viên của Raskin là Bill Atkinson thì đứng về phía Jobs. Họ đều mong muốn có một bộ xử lý máy tính có cấu hình mạnh để hỗ trợ những kỹ thuật đồ họa thú vị thiết kế trên nền tảng công nghệ mới nhất và cả việc sử dụng chuột máy tính. Atkinson nói: “Steve phải giành lấy dự án đó khỏi tay Jef. Jef là một người khá cổ hủ và ngoan cố, và Steve phải giành lấy dự án đó ngay lập tức, càng sớm càng tốt. Nhờ đó, cả thế giới sẽ được hưởng một thành quả tốt hơn.”

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Sự bất đồng này không chỉ về phương diện quan điểm mà còn trở thành sự xung đột về tính cách. Raskin từng nói: “Tôi nghĩ Jobs thích chỉ đạo mọi người theo cách của mình, ông ấy muốn người ta nhảy thì họ sẽ phải nhảy. Tôi thấy ông ấy là một người thiếu tin cậy và không tử tế gì khi nhờ cậy ai đó để có được điều ông ấy mong muốn. Ông ấy sẽ không thích những người mà không coi trọng hay không nhìn ông ấy với vẻ ngưỡng mộ”. Jobs cũng coi thường Raskin không kém. “Jef là người rất huyênh hoang, tự đắc. Ông ấy không biết nhiều về giao diện người dùng. Vì vậy tôi đã “nẫng” một vài người của ông ấy, những người giỏi như Atkinson, cũng như tự thu nạp thêm một số người khác để cùng chế tạo dòng máy tính Lisa kinh tế hơn chứ không phải là một thứ đồ bỏ đi.”

Một vài người trong nhóm coi việc làm việc cùng Jobs là gần như không thể. Một kỹ sư đã viết trong một bản ghi nhớ gửi tới Raskin vào tháng Mười hai năm 1980 rằng: “Jobs dường như chỉ biết tạo ra những căng thẳng, những vấn đề chính trị và cãi cọ, xung đột hơn là dung hòa và giảm thiểu những sự phiền nhiễu đó. Tôi rất thích nói chuyện với ông ấy. Tôi ngưỡng mộ những ý tưởng của ông, cũng như suy nghĩ thực tế và tràn đầy nhiệt huyết. Nhưng tôi không cảm thấy ông ấy có thể tạo ra cho mình một môi trường làm việc tin tưởng, hỗ trợ lẫn nhau và thoải mái mà tôi cần.”

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Trong khi đó, rất nhiều người lại nhận ra rằng, mặc dù nhược điểm của Jobs là tính khí thất thường, nhưng ở ông lại có một sự cuốn hút đặc biệt và quyền lực điều hành công ty, điều mà sẽ giúp họ tạo ra sản phẩm gây tiếng vang khắp thế giới. Jobs nói với nhân viên của mình rằng Raskin chỉ là một kẻ mơ mộng trong khi ông là con người của thực thi. Và chính ông sẽ là người hoàn thiện máy Mac trong một năm. Rõ ràng, Jobs muốn chứng minh cho việc đã bị trục xuất khỏi nhóm phát triển Lisa và hăm hở cho cuộc thách đấu. Ông công khai đánh cược với John Couch 5.000 đô-la rằng Mac sẽ được phân phối ra thị trường trước Lisa. Ông nói với cả nhóm: “Chúng ta có thể chế tạo ra một chiếc máy vi tính rẻ hơn và tốt hơn Lisa và đặc biệt, sẽ cho ra mắt trước tiên.”

Jobs đã khẳng định quyền kiểm soát của mình trong nhóm khi hủy bỏ buổi thảo luận vào giờ ăn trưa mà Raskin trước đó đã dự định sẽ tổ chức cho toàn công ty vào tháng Hai năm 1981. Lúc đó Raskin tình cờ đi qua căn phòng và phát hiện ra có khoảng 100 người đang đợi ở đó để được nghe bài phát biểu của ông. Jobs trước đó đã không thông báo cho mọi người về lệnh hủy bỏ. Vì vậy, Raskin không còn sự lựa chọn nào khác là phải thực hiện bài trình bày của mình.

Vụ việc này đã khiến Raskin phải viết một bản tường trình nghiêm khắc gửi cho Mike Scott, người một lần nữa bị đặt ở trong tình huống khó xử của một vị chủ tịch luôn phải cố gắng xoay sở với một người đồng sáng lập tính khí thất thường đồng thời là một cổ đông lớn. Bản tường trình có tựa đề “Làm việc cho/với Jobs”. Trong đó, Raskin viết:

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Ông ấy là một nhà quản lý đáng sợ… Tôi vẫn luôn ngưỡng mộ Steve nhưng tôi thật khó có thể làm việc với ông ấy. Jobs thường xuyên lỡ các cuộc hẹn. Việc này đã trở nên nổi tiếng đến mức có thể trở thành trò cười cho thiên hạ… Ông ấy hành động mà không suy nghĩ và có những nhận xét tồi tệ… Ông ấy không đặt niềm tin ở nơi xứng đáng… Rất thường xuyên, khi ai đó trình bày một ý tưởng mới, ông ấy ngay lập tức công kích họ và nói rằng thật mất thời gian để xem xét nó. Chỉ điều đó thôi đã đủ để kết luận về năng lực quản lý yếu kém của Jobs chứ chưa nói thêm việc, khi ai đó trình bày một ý tưởng mà ông đánh giá là tốt thì nhanh chóng, ông sẽ nói với mọi người như thể đó là ý tưởng của chính ông ấy vậy.

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Một buổi chiều nọ, Scott gọi cả Jobs lẫn Raskin vào để phân bua trước mặt Markkula. Jobs bắt đầu khóc. Ông và Raskin đồng ý với nhau duy nhất một điều: Không ai trong họ có thể làm việc với người còn lại. Trong dự án Lisa, Scott đã đứng về phía Couch. Lần đó, ông đã quyết định rằng, cách tốt nhất giải quyết vấn đề là để Jobs thắng. Sau cùng, dự án Mac được coi là một dự án không mấy quan trọng của Apple với văn phòng đặt tại một tòa nhà cách xa trung tâm, nhằm tách Jobs ra khỏi sự can thiệp vào trụ sở chính. Raskin được đề nghị thôi việc tại công ty. Jobs nhớ lại: “Họ muốn trêu ngươi tôi và cho tôi một công việc để làm. Điều đó cũng tốt thôi. Nó giống như việc tôi phải quay trở lại nhà để xe như trước kia. Tôi có nhóm những ủng hộ mình và tôi vẫn kiểm soát được”.

Sự trục xuất Raskin dường như có vẻ không công bằng lắm, nhưng nó lại tốt cho Macintosh. Raskin muốn có một thiết bị với bộ nhớ nhỏ, hệ điều hành cấu hình thấp, có khe chạy băng cassette, không dùng chuột và đồ họa hạn chế. Không giống Jobs, ông có thể hạ giá bán xuống gần mức 1.000 đô-la, và có thể giúp Apple chiếm lĩnh thị trường. Nhưng ông không thể ngăn cản những gì Jobs làm, công việc chế tạo và phân phối thiết bị có thể cải tổ nền công nghiệp máy tính cá nhân. Trên thực tế, chúng ta có thể nhìn thấy con đường của Raskin dẫn đến đâu. Canon đã tuyển dụng Raskin để chế tạo dòng máy như ông mong muốn. Atkinson nói: “Dòng máy đó ra đời với tên gọi Canon Cat và là một sự thất bại hoàn toàn. Không ai muốn sử dụng nó. Khi Jobs biến Mac trở thành một phiên bản nhỏ gọn của Lisa, nó đã được xếp vào hệ thống thiết bị vi tính thay vì một thiết bị điện tử tiêu dùng thông thường.”

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Texaco Towers

Một vài ngày sau khi Raskin rời đi, Jobs xuất hiện trước bàn làm việc của Andy Hertzfeld, một kỹ sư trẻ của nhóm Apple II, người có khuôn mặt to tròn cùng cử chỉ tinh quái, giống với người bạn thân Burell Smith. Hertzfeld nhớ rằng hầu hết đồng nghiệp của ông lúc đó đều e ngại Jobs, “bởi những cơn thịnh nộ tự phát và xu hướng nói thẳng với mọi người những gì ông nghĩ, tất nhiên là hầu như đó là những điều khó nghe”. Nhưng Hertzfeld cảm thấy thích thú với Jobs. Vừa bước vào, Jobs đã cất tiếng hỏi: “Anh có giỏi không? Chúng tôi chỉ cần những người thật sự tài giỏi để cùng thiết kế ra Mac, và tôi không chắc là anh có đủ tài năng để làm việc đó.” Nhưng Hertzfeld biết cách làm sao để đáp lời Jobs. “Tôi đã trả lời ông ấy là có và tôi nghĩ là mình cũng khá giỏi giang đấy.”

Jobs rời đi và Hertzfeld quay trở lại làm việc. Sau đó vào buổi chiều, ông nhìn thấy Jobs đang đứng nhìn chằm chằm từ bức chắn ở khoang làm việc của mình và nói “Tôi có một tin tốt cho anh. Anh sẽ làm việc với nhóm phát triển Mac của chúng tôi bây giờ. Đi với tôi.”

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Hertzfeld đáp lại rằng ông cần một vài ngày để hoàn thiện công việc còn dang dở ở Apple II. Jobs nói gần như yêu cầu: “Còn điều gì quan trọng với anh hơn là phát triển Macintosh chứ?”. Hertzfeld giải thích rằng ông ấy cần phải hoàn thiện chương trình DOS của Apple II một cách hòm hòm thì mới có thể bàn giao nó lại cho người khác. Jobs ngắt lời ngay: “Anh chỉ đang lãng phí thời gian của mình mà thôi. Ai sẽ quan tâm đến Apple II nữa chứ? Dòng máy Apple II sẽ trở nên lỗi thời trong một vài năm nữa. Máy tính Macintosh mới là tương lai của Apple và anh sẽ bắt đầu phát triển nó cùng chúng tôi ngay bây giờ!”. Với chừng đó, Jobs rút mạnh sợi dây nguồn nối tới máy tính Apple II của Hertzfeld khiến cho tất cả những dòng mã chương trình (code) của Hertzfeld biến mất. Jobs nói: “Đi nhanh với tôi nào. Tôi sẽ đưa anh đến bàn làm việc mới của anh”. Jobs lái chiếc xe Mercedes màu bạc của mình đưa Hertzfeld đến trụ sở làm việc của nhóm phát triển Macintosh. Vừa thả mình vào không gian cạnh Burrel Smith, ông chỉ vào chiếc bàn và nói: “Bàn làm việc mới của cậu đây. Chào mừng cậu gia nhập nhóm phát triển Mac.” Chiếc bàn đó là bàn làm việc cũ của Raskin. Raskin đã bỏ đi quá vội vàng nên những đồ đạc linh tinh của ông vẫn còn ở trong ngăn kéo, bao gồm cả những chiếc máy bay mô hình.

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Bài kiểm tra đầu tiên khi tuyển dụng nhân sự vào “ban nhạc vui vẻ của những tên cướp biển” của Jobs vào mùa xuân năm 1981 là việc kiểm tra xem họ có niềm đam mê đối với sản phẩm này không. Đôi lúc, ông dẫn ứng cử viên vào căn phòng, nơi để trưng bày chiếc máy tính thử nghiệm đầu tiên của Mac được che vải kín, sau đó đột nhiên vén tấm màn phủ lên để “vị khách” chiêm ngưỡng. Andrea Cunningham kể lại: “Nếu mắt của ứng cử viên đó sáng lên, hay nếu họ đi thẳng đến chỗ con chuột và bắt đầu thử dùng nó để trỏ và nhấp chọn, Steve sẽ cười tươi và tuyển dụng họ. Tất cả những gì ông muốn ở họ là thốt lên trầm trồ, thán phục – Wow!”.

Bruce Horn là một trong những lập trình viên ở Xerox PARC. Khi một số người bạn của ông như Larry Tesler đã quyết định gia nhập nhóm nghiên cứu Macintosh, Horn cũng cân nhắc việc chuyển đến đây làm. Tuy nhiên, ông có một lời mời chào làm việc hấp dẫn và một khoản tiền thưởng ký kết trị giá 15.000 đô-la khi đồng ý vào làm ở một công ty khác. Jobs đã nhấc máy gọi ngay cho ông ấy vào một buổi tối thứ Sáu nọ. Jobs nói: “Cậu phải đến ngay Apple vào sáng ngày mai. Tôi có rất nhiều thứ muốn khoe với cậu”. Horn đồng ý đến và Jobs đã “câu” được ông ấy. Horn nói “Steve vô cùng phấn khích với việc chế tạo ra một thiết bị đáng kinh ngạc mà có thể thay đổi cả thế giới. Chính tính cách mạnh mẽ, kiên quyết của Jobs đã khiến tôi thay đổi ý kiến.” Jobs đã chỉ cho Horn chính xác cách thức những chiếc vỏ máy bằng plastic được thiết kế như thế nào và cách nó khớp từng góc cạnh với từng bộ phận trên máy như bàn phím. “Ông ấy muốn tôi nhìn một cách tổng thể mọi thứ đang và sẽ diễn ra, từ đầu đến cuối. “Wow!” là tất cả những gì tôi có thể nói lúc ấy. Không phải lúc nào tôi cũng được chứng kiến một con người với một niềm đam mê cháy bỏng đến vậy. Vì vậy, tôi quyết định sẽ làm việc với nhóm nghiên cứu Macintosh.”

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Jobs thậm chí đã cố gắng hòa hợp với Wozniak. Sau này Jobs đã nói với tôi rằng, “Tôi không bằng lòng với việc ông ấy đã không làm gì nhiều cho Apple, nhưng sau đó tôi nghĩ, thề có Chúa là tôi sẽ không thể có mặt ở đây mà không có tài năng của ông ấy.” Nhưng ngay khi Jobs bắt đầu khiến cho Woz hứng thú với Mac thì ông ấy lại bị tai nạn máy bay khi chiếc Beechcraft một động cơ của ông đang cố gắng cất cánh gần Santa Cruz. Woz đã may mắn sống sót và bị mất trí nhớ một phần. Jobs đã dành thời gian ở viện cùng với Wozniak, nhưng khi Woz tỉnh lại, ông lại quyết định: đó là lúc ông sẽ rời xa Apple. Mười năm sau khi bỏ dở giữa chừng, ông quyết định quay trở lại đại học Berkely dưới tên đăng ký là Rocky Raccoon Clark để lấy nốt tấm bằng.

Để khiến cho dự án này mang màu sắc của mình, Jobs quyết định sẽ không đặt tên mã theo loại táo của Raskin nữa. Trong rất nhiều cuộc phỏng vấn, Jobs đã hướng việc định nghĩa những chiếc máy tính này như “những chiếc xe của suy nghĩ”: việc phát minh ra chiếc xe đạp đã cho phép con người di chuyển hiệu quả hơn cả một con kền kền, cũng như việc tạo ra những chiếc máy tính giúp loài người gia tăng tần số làm việc hiệu quả của trí não. Vì vậy, một hôm Jobs đã ra lệnh: từ giờ trở đi, những chiếc máy Macintosh sẽ được biết đến như những “chiếc xe đạp”. Tuy nhiên, việc này không mấy dễ dàng. Hertzfeld nói: “Burrell và tôi nghĩ đó là điều nực cười nhất mà chúng tôi từng được nghe, và chúng tôi từ chối sử dụng cái tên mới này.” Trong vòng một tháng, ý tưởng này đã bị loại bỏ.

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Tính đến đầu năm 1981, nhóm phát triển Mac đã có tới 20 thành viên, và Jobs quyết định rằng họ nên chuyển đến một nơi làm việc lớn hơn. Vì vậy, ông đã đưa mọi người tới làm việc tại tầng hai của một tòa nhà hai tầng, lợp ngói màu nâu, cách trụ sở chính của Apple khoảng ba dãy nhà. Tòa nhà đó nằm cạnh ga tàu Texaco nên được biết đến với cái tên Texaco Towers. Để khiến cho văn phòng làm việc trở nên sống động hơn, ông nói với cả nhóm rằng sẽ mua một hệ thống dàn âm thanh. Hertzfeld kể: “Tôi và Burrell chạy ra ngoài và ngay lập tức mua một chiếc đài cassette dạng thùng hai loa trước khi ông ấy có thể thay đổi ý kiến.”

Chiến thắng của Jobs đã sớm được biết đến. Một vài tuần sau khi giành quyền quản lý bộ phận Mac từ tay Raskin, ông đã giúp Mike Scott trở thành chủ tịch của Apple. Scotty ngày càng xuống dốc và thất thường, lúc đe dọa lúc ngon ngọt với mọi người. Cuối cùng, ông đã mất hầu hết sự ủng hộ trong nhân viên khi làm cho họ bất ngờ vì những sự sa thải hàng loạt không thương xót. Thêm vào đó, ông lại phải gánh chịu rất nhiều nỗi đau đớn khác, từ việc bị nhiễm trùng mắt cho đến chứng rối loạn thời gian ngủ. Trong khi Scott nghỉ dưỡng ở Hawai, Markukla đã triệu tập cuộc họp các nhà quản lý cấp cao hỏi về việc có tán thành thay thế ông không. Hầu hết họ, bao gồm cả Jobs và John Couch đã đồng ý. Vì vậy, Markkula đã giữ chức chủ tịch lâm thời và có đôi chút bị động. Jobs nhận thấy rằng bây giờ ông đã có thể toàn quyền làm những gì mình muốn để phát triển Mac.

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Chương 11

KHẢ NĂNG BÓP MÉO SỰ THẬT

Được thực hiện trên những nguyên tắc do Jobs đặt ra

Đội ngũ Mac ban đầu, năm 1984: George Crow, Joanna Hoffman, Burrell Smith, Andy Hertzfeld, Bill Atkinson, and Jerry Manock.

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Khi Andy Hertzfeld tham gia vào nhóm Macintosh, ông đã nghe Bud Tribble, một nhà thiết kế phần mềm khác, trình bày về khối lượng công việc khổng lồ cần phải xử lý. Jobs muốn công việc phải được hoàn thành vào tháng Một năm 1982, sớm hơn kế hoạch một năm. “Thật điên rồ,” Hertzfeld nói. “Không thể nào làm được!” Tribble nói rằng Jobs nên chấp nhận thực tế. “Cách chính xác nhất có thể mô tả lại tình hình là một cụm từ được sử dụng trong bộ phim nổi tiếng Star Trek,” Tribble giải thích. “Steve có khả năng bóp méo phạm vi thực tại.” Khi Hertzfeld nhìn có vẻ bối rối, Tribble đã giải thích lại. “Trong tư tưởng của Jobs, thực tế là điều có thể dễ dàng bóp méo. Ông ấy có thể thuyết phục bất kỳ ai về bất kỳ điều gì. Nó sẽ giảm dần tác dụng khi Jobs không ở đó, và khiến chúng ta khó có được một tiến độ làm việc thực tế”.

Tribble nhớ lại rằng mình đã áp dụng một cụm từ từ tập “Menagerie” của bộ phim Star Trek, “ở đó những người ngoài hành tinh tạo ra một thế giới mới riêng của họ thông qua sức mạnh tinh thần tuyệt đối.” Ông muốn nói rằng cụm từ đó vừa có nghĩa là một lời khen mà cũng có nghĩa là một lời quở trách: “Nó khá nguy hiểm khi bạn bị lôi vào ‘phạm vi bóp méo’ của Steve, nhưng đây cũng chính là những gì khiến ông ấy có khả năng thay đổi được thực tế.”

Đầu tiên, Hertzefeld nghĩ rằng Tribble đang phóng đại, nhưng sau hai tuần làm việc cùng Jobs, ông trở thành một người quan sát tỉ mỉ về sự việc này. “Khả năng bóp méo phạm vi thực tại là một sự pha trộn gây nhiễu giữa phong cách hùng biện, ý chí thuyết phục và sự mong muốn bẻ cong mọi thực tại để có thể phù hợp với mục đích trong tầm tay,” ông nói.

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Hertzefeld phát hiện ra rằng có một vài mẹo nhỏ có thể giúp bạn tránh được sự ảnh hưởng của nó. “Thật ngạc nhiên là khả năng này lại dường như có tác dụng ngay cả khi bạn nhận thức được nó. Chúng tôi thường bàn luận xem cơ sở của hiện tượng này, tuy nhiên sau một thời gian, hầu hết chúng tôi đều bỏ cuộc và chấp nhận nó như một thế lực tự nhiên.” Sau khi Jobs quyết định thay soda trong tủ lạnh của văn phòng bằng Odwalla cam và cà rốt, một vài người trong đội đã làm áo phông có in dòng chữ “Reality Distortion Field” (Khả năng bóp méo Phạm vi Thực tế) ở đằng trước và đằng sau là “It’s in the juice” (Nó có ở trong nước hoa quả!).

Đối với một số người, họ cho rằng cụm từ đó chỉ là một cách thông minh để nói rằng Jobs định nói dối. Nhưng trong thực tế, nó là một dạng phức tạp hơn của hành vi che giấu. Ông có thể khẳng định một điều gì đó – một thực tế trong lịch sử thế giới hoặc tường thuật lại ý tưởng của một người nào đó trong buổi họp – mà không cần cân nhắc lại xem nó có chính xác hay không. Hành vi này xuất phát từ việc cố tình bất chấp thực tế, không chỉ đối với người khác mà còn với chính bản thân ông. “Jobs thậm chí có thể đánh lừa chính mình,” Bill Atkinson nói. “Khả năng này cho phép ông đánh lừa tất cả mọi người và khiến cho mọi người tin vào quan điểm của ông, vì chính ông đã trực tiếp trải qua và tiếp thu nó.”

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Tất nhiên là cũng có rất nhiều người xuyên tạc thực tế. Khi Jobs làm vậy, nó thường là một sách lược để biến mọi thứ trở nên hoàn hảo. Wozniak, một người mà sự trung thực cũng nhiều như sự khôn khéo của Jobs, đã hoàn toàn ngạc nhiên về hiệu quả của hành vi này đem lại. “Khả năng bóp méo thực tại của Jobs được thể hiện khi ông nghĩ đến một kế hoạch thiếu hợp lý trong tương lai, như việc ông nói với tôi rằng tôi có thể thiết kế trò chơi Breakout chỉ trong vài ngày. Bạn nhận ra rằng đó là một điều bất khả thi, nhưng bằng cách nào đó ông ấy đã biến nó thành điều có thể.”

Khi những thành viên của nhóm làm việc Mac đều bị mắc bẫy của Jobs, họ đều gần như bị thôi miên. “Ông ấy làm tôi nhớ đến Rasputin “, Debi Coleman nói. “Ông ấy sẽ nhìn chằm chằm vào bạn và không hề chớp mắt. Điều này sẽ không xảy ra nếu ông ấy đang uống nước Kool-Aid nho.” Nhưng giống như Wozniak, bà tin rằng khả năng bóp méo phạm vi thực tại đó cho phép Jobs thôi thúc mọi người trong đội thay đổi quá trình lịch sử chỉ bằng nguồn tài nguyên nhỏ của Xerox hay IBM. “Nó là sự tự bóp méo của chính bản thân,” bà ấy nói. “Bạn có thể làm những điều tưởng chừng như không thể, bởi vì bạn không hề nhận ra điều đó.”

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Gốc rễ của hành vi bóp méo thực tại này chính là Jobs tin rằng nó sẽ không áp dụng lại vào ông. Ông đã có một số bằng chứng để chứng minh điều này; hồi còn nhỏ, ông thường có thể bóp méo sự thật với những mong muốn của mình. Sự nổi loạn và tính ương ngạnh đã ăn sâu vào tính cách của Jobs. Ông luôn cho rằng mình là một người đặc biệt, một người sáng dạ. “Ông ấy nghĩ có rất ít người đặc biệt, đó là những người như Einstein, Gandhi và các bậc thầy mà ông gặp ở Ấn Độ, và ông là một trong số họ,” Hertzfeld nói. “Ông đã nói với Chrisann như vậy. Một lần, Jobs thậm chí còn nói bóng gió với tôi rằng ông ấy đã được khải thị. Nó gần giống như Nietzsche.” Jobs không bao giờ học tập Nietzsche nhưng quan điểm triết gia về việc sẵn sàng lên nắm quyền và bản năng đặc biệt của một Uberman đã đến với ông một cách tự nhiên. Như Nietzshe đã viết trong Thus Spoke Zarathustra, “Tinh thần sẽ thôi thúc ý chí của ông, và ông – người đã bị thế giới lãng quên sẽ thống trị thế giới.” Nếu thực tại không thỏa mãn được mong muốn của ông, ông có thể bỏ qua nó, như những gì ông đã làm với sự ra đời của con gái mình và những gì ông đã làm vài năm sau đó, khi lần đầu được chẩn đoán mắc căn bệnh ung thư. Thậm chí với những sự nổi loạn nhỏ hàng ngày như không lắp biển số xe và đậu xe ở chỗ dành cho người khuyết tật, ông đã hành động như thể ông không hề gò bó cuộc sống xung quanh mình.

Một chìa khóa khác cho tầm nhìn xa trông rộng của Jobs chính là khả năng phân loại mọi thứ. Mọi người hoặc là “sáng dạ” hoặc là “ngu dốt”. Công việc của họ có thể là “tốt nhất” hoặc là “hoàn toàn vứt đi”. Bill Atkinson − nhà thiết kế của Mac − người được xếp vào nhóm tốt trong hai nhóm trên mô tả:

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Làm việc dưới quyền của Jobs thực sự rất khó bởi vì có một sự khác biệt hoàn toàn giữa thần thánh và kẻ ngu dốt. Nếu bạn được coi là một vị thánh, bạn sẽ được sùng bái và không được làm sai bất kỳ điều gì. Vài người trong số chúng tôi được cho là những thiên tài, như tôi chẳng hạn, đều biết rằng chúng tôi thực sự thường không đưa ra được những quyết định tốt về mặt kỹ thuật, vì thế chúng tôi luôn lo sợ rằng mình sẽ không còn được sùng bái vào một lúc nào đó. Còn những người bị cho là ngu dốt, những kỹ sư thông minh làm việc chăm chỉ, thì lại cảm thấy họ không bao giờ được đánh giá cao và nâng cao được địa vị của mình.

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Nhưng những nhóm này không thay đổi ngay cả khi Jobs có thể nhanh chóng thay đổi bản thân. Khi trao đổi với Hertzfeld về khả năng bóp méo phạm vi thực tại này, Tribble đã đặc biệt cảnh báo ông về khuynh hướng của Jobs giống như dòng điện cao áp xoay chiều. “Việc ông ấy nói với bạn một điều gì đó là rất tồi tệ hay tuyệt vời, thì không có nghĩa là ông ấy có thể thấy như thế vào ngày mai,” Tribble giải thích. “Nếu bạn nói với Jobs về một ý tưởng mới, ông ấy sẽ nói với bạn rằng ông ấy nghĩ nó thật là ngu ngốc. Nhưng sau đó, nếu thực sự thích nó, chính xác là một tuần sau đó, ông ấy sẽ quay trở lại và sẽ đề xuất ý tưởng với bạn, nếu như ông ấy suy nghĩ về nó.”

Sự táo bạo trong kỹ thuật xoay chuyển tình thế đã làm Diaghilev choáng váng. “Nếu một lập luận của ông không mang tính thuyết phục, ông sẽ chuyển nó sang cho người khác một cách khéo léo,” Hertzfeld nói. “Đôi lúc, ông ấy sẽ khiến bạn bị mất thăng bằng bằng cách bất ngờ chiếm lấy ý tưởng của bạn và coi nó như là của riêng mình mà không hề biểu hiện rằng ông đã từng nghĩ khác về nó.” Chuyện này lặp đi lặp lại nhiều lần đối với Bruce Horn, nhà lập trình và cũng là người cùng với Tesler bị lôi kéo từ Xerox PARC. “Tuần đầu, tôi sẽ nói với ông ấy về ý tưởng của mình, sau đó ông ấy sẽ nói rằng nó thật điên rồ,” Horn nhớ lại. “Tuần tiếp theo, ông ấy sẽ đến và nói, ‘Này, tôi có một ý tưởng tuyệt vời’ – và đó chính là ý tưởng của tôi! Bạn nên nói với ông ấy rằng: ‘Steve, tôi đã nói với ông về nó cách đây một tuần,’ và ông sẽ nói: ‘Ồ, ồ đúng rồi, cậu hãy thực hiện nó đi’.”

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Việc này như thể là bộ não của Jobs thiếu một dây thần kinh nào đó có thể điều chỉnh những ý tưởng điên rồ nảy ra trong đầu ông. Vì vậy, để đối phó với ông, nhóm thực hiện Mac đã áp dụng một khái niệm âm thanh được gọi là “bộ lọc thông thấp” (low pass filter). Trong quá trình xử lý thông tin mà ông truyền đạt, họ đã học được cách làm giảm biên độ tần số của tín hiệu ông truyền đến. Điều này sẽ làm ổn định các dữ liệu và cung cấp một lượng ít hơn những chuyển động kích thích của quá trình phát triển hành vi của ông. Theo lời Hertzfeld thì, “Sau một vài chu kỳ xen kẽ thái độ cực đoan của ông, chúng tôi có thể biết cách làm thế nào để giảm tác động của các tín hiệu từ ông và không còn phản ứng thái quá nữa.”

Vậy có phải những hành vi không chọn lọc của Jobs xảy ra là do ông ấy thiếu nhạy cảm? Không. Sự thật lại gần như trái ngươc hoàn toàn. Jobs rất tinh tế, ông có thể đọc được suy nghĩ của mỗi người và nắm được điểm mạnh và điểm yếu của họ. Ông có thể gây choáng cho một nạn nhân mà ông không chủ động nhắm tới. Ông có thể biết được ai đang giả vờ hoặc ai là người thực sự biết về một điều gì đó qua trực giác của mình. Điều này biến ông trở thành một bậc thầy tâng bốc, vuốt ve, thuyết phục và khiến mọi người kinh sợ. “Ông ấy có một khả năng kỳ lạ là biết chính xác được điểm yếu của bạn, biết được điều gì khiến bạn trở nên bé nhỏ, khúm núm,” Joanna Hoffman nói. “Nó là một đặc điểm phổ biến ở những người có sức lôi cuốn và biết cách thao túng người khác. Việc bạn biết được rằng ông có thể đè bẹp bạn sẽ khiến bạn trở nên yếu đuối và sẵn sàng chấp thuận ý kiến của ông, rồi sau đó ông có thể nâng bạn lên, đặt bạn vào một chiếc bệ và làm chủ bạn.”

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Ann Bowers đã trở thành một chuyên gia đối phó với một người cầu toàn, hay giận dữ và thường xuyên gây rắc rối là Jobs. Bà đã từng là giám đốc nhân sự tại Intel, nhưng đã phải nhường chỗ sau khi kết hôn với người đồng sáng lập của công ty là Bob Noyce. Bà đã gia nhập Apple vào năm 1980 và được coi như là một người mẹ dịu dàng, sẽ đến giải quyết mọi chuyện sau mỗi cơn thịnh nộ của Jobs. Bà bước vào văn phòng, đóng cửa lại và nhẹ nhàng khuyên bảo Jobs. “Tôi biết, tôi biết mà,” ông nói. “Vậy thì hãy dừng việc này lại,” bà nhấn mạnh. Bowers nhớ lại, “Ông ấy sẽ trở nên tốt trong một thời gian, nhưng một hoặc vài tuần sau đó, tôi sẽ lại được gọi đến.” Bà nhận ra rằng Jobs rất khó có thể kiềm chế bản thân. “Ông ấy có những kỳ vọng rất lớn, và nếu mọi người không thể hoàn thành nó như ông mong muốn, thì ông sẽ không thể chấp nhận được. Steve cũng không thể điều khiển được bản thân. Tôi có thể hiểu được vì sao Steve lại buồn, thường thì ông ấy đúng, nhưng nó sẽ làm ông bị tổn thương. Nó tạo ra một nỗi sợ hãi. Ông ấy có thể tự nhận thức được nhưng không phải lúc nào cũng có thể điều chỉnh được hành vi của mình.”

Jobs đã trở nên gần gũi với Bowers và chồng của bà, và ông có thể đến nhà họ ở Los Gatos Hill mà không cần báo trước. Bà sẽ nghe thấy tiếng động cơ xe của Jobs từ xa và nói: “Tôi đoán là hôm nay Steve sẽ lại dùng bữa tối cùng chúng ta.” Trong một thời gian dài, bà và Noyce như gia đình thứ hai của Jobs. “Steve rất thông minh nhưng cũng là một người thiếu thốn. Ông ấy cần phải trưởng thành, Bob đã trở thành một người cha, và tôi thì lại giống một người mẹ của ông ấy.”

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Cũng có một số mặt tích cực bên cạnh việc Jobs luôn đòi hỏi và làm tổn thương người khác. Những người không bị “vỡ vụn” trước những lời của Jobs sau đó sẽ trở nên mạnh mẽ hơn. Họ làm tốt công việc của mình hơn, và có thể vượt qua cả nỗi sợ hãi và mong muốn làm hài lòng ông. “Hành vi của ông có thể làm giảm hết hứng thú làm việc của bạn, nhưng nếu bạn có thể vượt qua được, thì nó thực sự hiệu quả,” Hoffman nói. Đôi lúc bạn cũng có thể đáp trả, và bạn không chỉ tồn tại được mà còn phát triển mạnh mẽ. Nhưng việc này không phải lúc nào cũng hiệu quả; Raskin đã cố thử, ông đã thành công trong chốc lát nhưng sau đó lại bị vùi dập. Nhưng nếu bạn thực sự bình tĩnh và tự tin, nếu Jobs đánh giá tốt về bạn và quyết định rằng bạn biết chính xác những gì mình đang làm, ông ấy sẽ tôn trọng bạn. Trong cả cuộc sống các nhân và công việc của ông những năm qua, sự quan tâm của ông có xu hướng bao gồm những người mạnh mẽ hơn là những người nịnh bợ.

Nhóm thực hiện Mac biết điều đó. Từ năm 1981, hàng năm đều có một giải thưởng dành cho người nào dám lên tiếng vì quyền lợi của mình xuất sắc nhất. Giải thưởng này phần chỉ là một trò đùa nhưng cũng một phần phản ảnh sự thật; Jobs biết về nó và ông cũng thích nó. Joanna Hoffman đã giành giải năm đầu tiên. Xuất thân từ một gia đình tỵ nạn Đông Âu, bà có một ý chí mạnh mẽ và tính cách nóng nảy. Ví dụ như, vào một ngày, bà phát hiện ra là Jobs đã thay đổi bản kế hoạch marketing của bà sang một hướng hoàn toàn phi thực tế. Quá tức giận, bà đã lao thẳng đến văn phòng của ông ấy. “Tôi vừa leo lên cầu thang vừa nói với trợ lý của ông rằng tôi sẽ đi lấy một con dao và đâm thẳng vào tim ông ấy,” bà kể lại. Al Eisenstat, cố vấn công ty, đã chạy ra ngăn bà lại. “Nhưng Steve đã nghe lời tôi và đã rút lại quyết định đó.”

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Hoffman lại giành chiến thắng vào năm 1982. “Tôi nhớ là mình đã rất ghen tị với Joanna, bởi vì bà ấy đã dám đứng lên phản đối Steve còn tôi thì chưa bao giờ nghĩ đến điều đó,” Debi Coleman, người đã gia nhập vào nhóm thực hiện Mac năm đó. “Sau đó, vào năm 1983, tôi đã giành giải thưởng trên. Tôi đã học được một bài học rằng bạn cần phải lên tiếng vì những gì bạn tin tưởng, đây là điều mà Steve luôn tôn trọng. Kể từ đó, tôi bắt đầu được thăng chức.” Cuối cùng, bà đã leo lên vị trí giám đốc sản xuất.

Một ngày nọ, Jobs xông vào phòng của một trong những kỹ sư của Atkinson và thốt lên một câu quen thuộc: “Thật là một đống vứt đi!” Atkinson nhớ lại, “Anh chàng đó nói: ‘Không, không phải thế, nó thực sự đã là tốt nhất rồi,’ và anh ta giải thích với Jobs về cuộc trao đổi kỹ thuật mà ông đã thực hiện.” Jobs đã rút lại lời nói của mình. Atkinson đã dạy cho nhóm của mình cách biến đổi những ngôn từ của Jobs. “Chúng tôi đã học được cách diễn giải câu ‘Thật là một đống vứt đi’ thành một câu hỏi có nghĩa là ‘Nói cho tôi biết vì sao đây lại là cách làm tốt nhất’.” Nhưng câu chuyện lại có một đoạn mấu chốt, khi Atkinson đã tìm ra được một bài học ở trong đó. Cuối cùng kỹ sư đó đã tìm ra được một cách thậm chí còn hay hơn. “Anh ta đã làm việc tốt hơn bởi vì Jobs đã thử thách anh ấy,” Atkinson nói, “điều này chỉ ra rằng bạn có thể phản đối Jobs những cũng nên lắng nghe, bởi vì thường thì ông đều đúng.”

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Việc hay tức giận của ông một phần cũng do tính cầu toàn và thiếu kiên nhẫn của ông với những người đã thỏa thuận về việc có được sản phẩm đúng thời hạn và không vượt quá nguồn kinh phí cho phép. “Ông ấy không giỏi thương lượng hay thỏa hiệp,” Atkinson nói. “Nếu một ai đó không quan tâm đến việc làm cho sản phẩm của họ trở nên hoàn hảo, họ chính là một kẻ ngốc.” Ví dụ, tại một cuộc triển lãm máy tính ở bờ biển phía Tây vào tháng Tư năm 1981, Adam Osborne ra mắt máy tính cá nhân xách tay. Mặc dù không được đánh giá xuất sắc, màn hình chỉ 5 inch và bộ nhớ thì lại không lớn, nhưng nó lại hoạt động khá tốt. Như một tuyên bố khá nổi tiếng của Osborne là “Chỉ cần đầy đủ là được rồi. Tất cả các yếu tố khác thì đều không cần thiết.” “Anh chàng này chả hiểu gì cả,” Jobs nhắc đi nhắc lại trong khi lang thang ở hành lang của Apple. “Không phải anh ta đang tạo ra nghệ thuật, mà là đang tạo ra một đống thứ vứt đi!”

Một ngày, Jobs vào phòng của Larry Kenyon, một kỹ sư đang làm việc với hệ điều hành Macintosh và phàn nàn rằng hệ thống này khởi động quá lâu. Kenyon bắt đầu giải thích, nhưng Jobs đã cắt ngang lời ông. “Nếu nó có thể cứu được mạng sống của một người, liệu anh có thể giảm bớt thời gian khởi động đi 10 giây được không?” Ông hỏi. Kenyon nói rằng ông có thể làm được. Jobs đến chỗ chiếc bảng trắng và chỉ ra rằng nếu có 5 triệu người sử dụng Mac, và nếu nó mất thêm 10 giây để khởi động máy hàng ngày, thì ta có thể tiết kiệm khoảng 300 nghìn giờ mỗi năm, tương đương với hàng trăm mạng sống có thể được cứu. “Larry thực sự bị ấn tượng, và sau đó vài tuần, ông đã quay trở lại với việc cải thiện thời gian khởi động nhanh hơn trước 28 giây,” Atkinson nhớ lại. “Steve đã thúc đẩy nhân viên của mình bằng cách nhìn vào một bức tranh lớn hơn.”

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Kết quả là nhóm thực hiện Macintosh đã đến chia sẻ niềm đam mê với Jobs bằng một sản phẩm tuyệt vời, không chỉ mang tính lợi nhuận. “Jobs nghĩ rằng ông chính là một nghệ sỹ, và ông đã khuyến khích mọi người trong nhóm thiết kế cũng nghĩ theo cách đó,” Hertzfeld nói. “Mục đích không phải là để đánh bại đối thủ cạnh tranh hay kiếm được càng nhiều tiền càng tốt, mà là tạo ra những thứ tuyệt vời nhất có thể, hay thậm chí là chỉ tuyệt vời hơn một chút cũng được.” Một lần, Jobs đưa đội làm việc của mình đến triển lãm cốc của Tiffany tại bảo tàng Metropolitan tại Manhattan do ông tin rằng họ có thể học hỏi được từ những mẫu thiết kế của Louis Tiffany không chỉ sự sáng tạo nghệ thuật tuyệt vời mà còn có thể được sản xuất hàng loạt. Bud Tribble nhớ lại, “Chúng tôi đã tự nhủ với bản thân: ‘Nếu muốn thực hiện điều gì đó trong cuộc sống, chúng ta cũng có thể làm cho chúng trở nên đẹp đẽ.”

Vậy có phải tất cả những hành vi nổi giận và lạm dụng của ông đều cần thiết? Thực chất là không. Còn có những cách khác có thể thúc đẩy được đội ngũ nhân viên của mình. Mặc dù Macintosh đã rất tuyệt vời nhưng nó vẫn bị chậm tiến độ và khá tốn kém bởi vì Jobs đã có những can thiệp bốc đồng. Nó cũng gây ra những tác dụng phụ khiến tinh thần của mọi người bị xuống dốc. “Những đóng góp của Jobs có thể được thực hiện mà không cần phải có sự đe dọa từ ông,” Wozinak nói. “Tôi muốn mọi người kiên nhẫn hơn và không cần phải có quá nhiều xung đột. Tôi nghĩ một công ty có thể trở thành một đại gia đình. Nếu kế hoạch của Macintosh được tiến hành theo cách của riêng tôi, thì mọi thứ chắc hẳn sẽ là một đống lộn xộn. Nhưng tôi nghĩ nếu kết hợp cả hai cách làm thì nó sẽ tốt hơn là chỉ tiến hành theo cách của Steve.”

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Nhưng cho dù phong cách của Steve có thể khiến mọi người cảm thấy mệt mỏi, nhưng ở một mặt nào đó, nó vẫn truyền cảm hứng một cách lạ lùng. Nó đã truyền vào các nhân viên của Apple niềm đam mê vững chắc để tạo ra được những sản phẩm đột phá và cho họ niềm tin rằng họ có thể tạo ra những thứ tưởng chừng như không thể. Họ có một chiếc áo phông in dòng chữ “90 hours a week and loving it!” (90 giờ 1 tuần và chúng tôi yêu nó!). Hơn cả nỗi sợ hãi với Jobs và sự thôi thúc khiến họ luôn cố gắng tạo ấn tượng với ông, họ đã vượt qua được sự kỳ vọng của chính mình. “Qua năm tháng, tôi đã học được rằng khi bạn gặp những người tốt thực sự thì bạn không cần phải cưng nựng họ,” Jobs giải thích. “Bằng cách kỳ vọng rằng họ sẽ làm được những thứ tuyệt vời, bạn sẽ có được điều đó. Nhóm nghiên cứu ban đầu của Mac đã dạy tôi rằng những người hạng A+ thích làm việc với nhau, và họ không thích việc bạn chỉ hạng B. Hãy hỏi bất kỳ một thành viên nào của nhóm, họ đều sẽ nói với bạn rằng nỗi đau này là xứng đáng.”

Hầu hết bọn họ đều đồng ý. “Steve có thể hét lên trong một cuộc họp, ‘đồ đần độn, cậu chẳng bao giờ làm đúng được việc gì cả’,” Debi Coleman nhớ lại. “Việc này xảy ra gần như hàng giờ. Tuy nhiên tôi vẫn nghĩ rằng mình là người may mắn nhất thế giới khi được làm việc với ông ấy.”

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Chương 12

THIẾT KẾ

Những nghệ sĩ thực thụ

Thẩm mỹ của Bauhaus

Không giống như những đứa trẻ lớn lên ở Eichler, Jobs biết họ là ai và tại sao họ lại tuyệt vời đến thế. Ông thích những quan điểm hiện đại rõ ràng và dễ hiểu dành cho công chúng. Ngoài ra ông còn thích lắng nghe cha mình mô tả về sự đặc sắc mà phức tạp của nhiều loại xe hơi. Chính vì thế, ngay từ những ngày đầu của Apple, ông đã tin rằng một thiết kế lớn mang tính công nghiệp, logo đơn giản và chiếc vỏ nuột nà cho Apple II có thể làm cho công ty nổi bật và những sản phẩm làm ra sẽ mang nét độc đáo, riêng biệt.

Văn phòng đầu tiên của công ty khi mới chuyển đi từ gara của gia đình Jobs được đặt tại một tòa nhà nhỏ và còn phải chung đụng với một văn phòng bán lẻ của hãng Sony. Hãng Sony thì đã quá nổi tiếng với phong cách tạo dấu ấn và những mẫu thiết kế thật sự đáng nhớ. Và qua họ, Jobs cũng học được rất nhiều yếu tố của việc marketing. “Jobs thường chú ý ngay đến những cái gì không theo chuẩn mực và nâng niu những cuốn cẩm nang về sản phẩm và chỉ ra ngay những tính năng thiết kế”, theo lời Dan’l Lewin, một nhân viên từng làm ở đó. Thỉnh thoảng Jobs còn nói, “Tôi có thể lấy cuốn cẩm nang này chứ?”, Dan’l tiếp lời. Jobs đã thuê Dan’l làm việc từ sau năm 1980.

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Sự yêu mến của Jobs dành cho những sản phẩm với màu sắc và diện mạo tối tăm, xám xịt của hãng Sony giảm sút vào khoảng tháng Sáu năm 1981, khi ông bắt đầu chú ý đến Cuộc hội thảo quốc tế về thiết kế thường niên ở Aspen. Cuộc họp năm đó chủ yếu tập trung vào những thiết kế mang phong cách Italy và đề cao nhà thiết kế Mario Benllini, nhà làm phim Bernardo Bertolucci, nhà thiết kế xe hơi Sergio Pininfarina và nữ chính trị gia Susanna Agnelli − người thừa kế sản nghiệp Fiat. “Tôi xin bày tỏ lòng tôn kính trước những nhà thiết kế Italy như một đứa trẻ trong tác phẩm Breaking Away thích thú trước những chiếc xe đạp Italy”, Jobs nhớ lại, “thật là một sự khơi nguồn cảm xúc đáng kinh ngạc”.

Ở Aspen, Jobs đã biết thêm được những quan điểm mở và thiết thực trong triết lý thiết kế theo trường phái Bauhaus mà Herbert Bayer đã áp dụng vào thiết kế những tòa nhà, những dãy phòng ngủ, kiểu trình bày chữ in không chân và những đồ nội thất trong học viện ở Aspen. Cũng giống như hai người thầy Walter Gropius và Ludwig Mies van der Rohe, Bayer tin rằng không nên có sự phân biệt giữa nghệ thuật tạo hình và những thiết kế công nghiệp. Phong cách thiết kế quốc tế theo chủ nghĩa tân thời được bảo trợ bởi trường phái Bauhaus đã chỉ ra rằng nhưng thiết kế đó nên đơn giản và biểu đạt được ý nghĩa tinh thần. Nó nhấn mạnh tính hợp lý và khả dụng có được từ việc sử dụng những đường nét, hình thái cân đối. Trong số những châm ngôn nổi tiếng của Mies và Gropius, có thể kể đến “Sự khám phá và sáng tạo đến từ việc đào sâu các chi tiết” hay “Càng ít càng nhiều”. Cũng như với những ngôi nhà theo thiết kế của Eichler, sự nhạy cảm nghệ thuật đã kết hợp đầy tinh tế với khả năng sản xuất hàng loạt.

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Trong bài phát biểu ở một hội nghị về thiết kế năm 1983 với đề tài “Tương lai không phải là những thứ đã từng có”, Jobs đã thảo luận công khai về quá trình đến với trường phái Bauhaus của mình. Ông đã dự đoán sự kế thừa của phong cách Sony trong sự đơn giản của trường phái Bauhaus. “Trào lưu của các thiết kế công nghiệp hiện nay là sản phẩm có thiết kế giống các sản phẩm công nghệ cao của Sony, với màu đồng xám hoặc sơn đen, rồi thêm vào một vài chi tiết kỳ lạ nữa. Thật dễ để làm vậy. Nhưng nếu thế thì chẳng có gì tuyệt vời cả”, Jobs nói. Ông đề xuất một sự thay thế, ra đời từ trường phái Bauhaus, sẽ chân thực hơn theo chức năng và tính chất của sản phẩm. “Điều mà chúng tôi sẽ thực hiện là chế tạo những sản phẩm này với công nghệ cao và đóng gói chúng thật gọn gàng, cân đối để các bạn có thể biết rằng chúng thực sự là hàng công nghệ cao. Chúng tôi sẽ đưa chúng vừa vặn vào những gói nhỏ, và làm cho chúng trở nên thật đẹp và có màu trắng, giống như hãng Braun đã làm với thiết bị điện tử của họ.”

Jobs đã nhiều lần nhấn mạnh rằng sản phẩm của Apple sẽ thật gọn gàng và đơn giản. “Chúng tôi sẽ làm cho chúng trông thật tươi sáng, thuần khiết và phản ánh chân thật rằng đó thực sự là công nghệ cao chứ không phải là một vẻ ngoài nặng nề với chỉ màu đen rồi lại màu đen và màu đen, như Sony đã làm”, Jobs nói. “Đó là cách tiếp cận của chúng tôi. Rất đơn giản. Chúng tôi đang thực sự làm cho những sản phẩm của mình có chất lượng như những vật được trưng bày ở Bảo tàng Nghệ thuật Đương đại. Cách chúng tôi điều hành công ty, thiết kế sản phẩm, quảng cáo, mục đích cuối cùng là làm cho nó đơn giản. Thật đơn giản.” Phương châm thiết kế “Đơn giản là sự tinh tế tối thượng” của Apple luôn được đề cao như một đặc trưng trên tập quảng cáo của công ty.

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Jobs thấy rằng thiết kế đơn giản nên nối kết với việc làm cho sản phẩm dễ sử dụng. Nhưng những mục tiêu đó không phải lúc nào cũng luôn song hành với nhau. Đôi khi một thiết kế có kiểu dáng đẹp và đơn giản lại khiến người dùng cảm thấy thật đáng sợ hay khó sử dụng. Jobs nói với các chuyên gia thiết kế: “Điểm cơ bản trong thiết kế của Apple là chúng tôi phải làm mọi thứ trở nên thật rõ ràng qua trực giác.” Ví dụ, ông ca ngợi giao diện màn hình nền máy tính mà ông đã tạo ra cho chiếc Macintosh. “Mọi người biết làm thế nào để sử dụng một màn hình nền máy tính bằng trực giác. Luôn có giấy tờ trên bàn làm việc trong văn phòng. Tờ giấy trên cùng là quan trọng nhất. Mọi người biết làm sao để chuyển đổi các ưu tiên của mình. Một phần lý do chúng tôi thiết kế như vậy là nhờ đó chúng tôi có thể tận dụng những kinh nghiệm mà mọi người đã có.”

Phát biểu cùng lúc với Jobs trong buổi chiều thứ Tư hôm ấy, nhưng trong một phòng hội thảo nhỏ hơn, là Maya Lin, 23 tuổi, người đã nhanh chóng nổi tiếng vào tháng Mười một năm trước đó khi tên cô được khắc trên công trình gây nhiều tranh cãi của cô: bia tưởng niệm cựu chiến binh Mỹ tại Việt Nam ở Washington, D.C. Họ đã có một tình bạn thắm thiết, và Jobs mời cô đến thăm Apple. Lin nhớ lại: “Tôi đến làm việc với Steve trong một tuần. Tôi hỏi anh, ‘Tại sao máy tính trông lại giống như một cái ti vi cồng kềnh? Tại sao anh không làm một cái gì đó mỏng hơn? Tại sao không phải là một máy tính xách tay phẳng?’”. Jobs trả lời rằng đó thực sự là mục tiêu của mình, ngay khi công nghệ đã sẵn sàng.

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Jobs cảm thấy rằng vào thời điểm đó không có nhiều điều thú vị xảy ra trong lĩnh vực thiết kế công nghiệp. Ông đã có một chiếc đèn của Richard Sapper mà ông rất ngưỡng mộ thiết kế của nó, ông cũng thích các đồ nội thất của Charles và Ray Eames cũng như các sản phẩm Braun của Dieter Rams. Tuy nhiên, không có những tượng đài xuất chúng để truyền cảm hứng cho cả giới thiết kế công nghiệp như Raymond Loewy và Herbert Bayer đã từng làm. Lin nói: “Thực sự là không có nhiều phát hiện mới trong lĩnh vực thiết kế công nghiệp, đặc biệt là ở thung lũng Silicon, và Steve đã rất muốn thay đổi điều đó. Phong cách thiết kế của ông là thiết bị có kiểu dáng đẹp nhưng không quá bóng bẩy, và nó phải rất vui tươi. Steve hướng tới chủ nghĩa tối giản, điều đến từ lòng sùng kính trong Thiền phái của ông đối với sự đơn giản, nhưng ông đã tránh để sự sùng kính ấy làm cho cho sản phẩm của mình trở nên lạnh lẽo. Chúng mang đến sự vui tươi. Ông đam mê và cực kỳ nghiêm túc đối với thiết kế, nhưng đồng thời có một chút đùa vui trong đó.”

Khi sự nhạy cảm trong thiết kế của ông phát triển, ông trở nên đặc biệt quan tâm tới phong cách Nhật Bản và bắt đầu giao thiệp với những nhân vật nổi tiếng với phong cách đó, chẳng hạn như Issey Miyake và IM Pei. Quá trình rèn luyện Phật giáo của Jobs cũng có ảnh hưởng lớn tới ông. Ông nói: “Tôi đã luôn tìm thấy trong Phật giáo nói chung và Thiền giáo Nhật Bản nói riêng sự tuyệt vời về mặt thẩm mỹ. Điều tuyệt vời nhất mà tôi từng thấy là các khu vườn xung quanh Kyoto. Tôi vô cùng xúc động bởi những gì mà nền văn hóa đó đã sản sinh, và những điều ấy trực tiếp bắt nguồn từ Thiền giáo.”

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Như một chiếc Porsche

Hình dung của Jef Raskin về chiếc máy tính Macintosh là nó sẽ giống như một chiếc vali xách tay hình hộp, có thể được đóng lại bằng cách lật bàn phím úp vào màn hình phía trước. Sau khi tiếp nhận dự án, Jobs quyết định hy sinh tính linh động đó bằng một thiết kế đặc biệt sẽ không chiếm nhiều không gian trên bàn. Ông đặt một cuốn danh bạ điện thoại xuống và tuyên bố trong sự kinh ngạc của các kỹ sư, rằng sản phẩm của họ không nên có kích cỡ lớn hơn. Vì vậy, nhóm thiết kế của ông, gồm Jerry Manock và Terry Oyama, bắt đầu làm việc dựa trên ý tưởng thiết kế một chiếc máy tính có những màn hình ở phía trên cây máy tính, với một bàn phím có thể tháo rời.

Tháng Ba năm 1981, Andy Hertzfeld trở lại văn phòng sau bữa ăn tối và thấy Jobs dùng một nguyên mẫu máy Mac của họ trong cuộc thảo luận căng thẳng với giám đốc sáng tạo James Ferris. Jobs nói: “Chúng tôi muốn nó có một vẻ ngoài cổ điển, giống như một chiếc Volkswagen Beetle vậy.” Do ảnh hưởng từ cha mình, Jobs luôn đánh giá cao các đường nét của những chiếc xe cổ điển.

Ferris đáp: “Không được. Những đường nét phải thật gợi cảm như một chiếc Ferrari.”

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Jobs phản đối: “Không thể là một chiếc Ferrari mà phải giống như một chiếc Porsche!” Jobs có một chiếc Porsche 928 vào thời điểm đó. Khi gặp Bill Atkinson vào một ngày cuối tuần, Jobs đã đưa Atkinson ra ngoài để chiêm ngưỡng chiếc xe. Jobs nói với Atkinson: “Nghệ thuật vĩ đại sẽ gây ảnh hưởng chứ không đi theo thị hiếu.” Jobs cũng ngưỡng mộ các thiết kế của Mercedes. Một hôm, khi đang đi bộ xung quanh các bãi đỗ xe, Jobs nói: “Qua nhiều năm, họ đã làm cho các đường nét trở nên mềm mại hơn trong khi các chi tiết thì đơn giản hơn. Đó là những gì chúng ta phải làm với những chiếc máy tính Macintosh.”

Oyama đã phác thảo một thiết kế sơ bộ và thực hiện một mô hình bằng thạch cao. Nhóm chế tạo tập trung lại và bày tỏ suy nghĩ của mình. Hertzfeld gọi điều đó là “dễ thương”. Những người khác cũng tỏ vẻ hài lòng. Thế nhưng sau đó Jobs lại chỉ trích họ nặng nề: “Nó quá cứng nhắc, nó cần phải tròn trịa hơn. Bán kính của mặt vát đầu tiên cần lớn hơn, và tôi không thích kích thước của góc xiên.” Với sự lưu loát trong ngôn ngữ thiết kế công nghiệp, Jobs đã đề cập đến các góc hoặc cạnh cong để kết nối các bên của máy tính. Nhưng sau đó ông đã đưa ra một lời khen ngợi khiến mọi người phấn chấn. “Đó là một sự khởi đầu”, Jobs nói.

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Hàng tháng, Manock và Oyama sẽ trình bày một bản chỉnh sửa mới dựa trên những lời chỉ trích trước đó của Jobs. Mô hình thạch cao mới nhất sẽ được công bố, và tất cả các thiết kế từ những nỗ lực trước đó sẽ được xếp thành hàng bên cạnh. Điều đó không chỉ giúp họ đánh giá sự tiến triển của thiết kế, mà còn đảm bảo với Jobs rằng không một gợi ý nào của ông bị bỏ qua. Hertzfeld nói: “Tôi đã gần như không thể phân biệt được mô hình thứ tư với mô hình thứ ba, nhưng Steve đã luôn khó tính và quyết đoán khi nói rằng mình yêu hay ghét một chi tiết mà tôi khó khăn lắm mới có thể cảm nhận được.”

Vào một dịp cuối tuần, Jobs tới của hàng Macy’s ở Palo Alto và một lần nữa dành thời gian nghiên cứu các thiết bị, đặc biệt là các sản phẩm Cuisinart. Ông đã đến văn phòng của Mac vào hôm thứ Hai tuần kế tiếp, yêu cầu nhóm thiết kế đi mua một chiếc, và đưa ra một loạt các đề xuất mới dựa trên các đường nét, đường cong và đường xiên của sản phẩm.

Jobs liên tục nhấn mạnh rằng chiếc máy trông phải thật thân thiện. Do đó, nó đã được phát triển để mô tả một khuôn mặt người. Với các ổ đĩa được thiết kế ở bên dưới màn hình, chiếc máy tính này đã cao hơn và hẹp hơn so với hầu hết các máy tính khác, và nó thể hiện hình một cái đầu. Hốc lõm phía dưới máy tính gợi đến hình dạng chiếc cằm, và Jobs thu hẹp dải nhựa ở phần đầu để tránh cho chiếc máy mang vẻ ngoài giống như trán của người Neanderthal, điều đó sẽ làm cho Lisa trở nên thiếu hấp dẫn. Các bằng sáng chế cho thiết kế bề ngoài của Apple đã ghi tên của cả Steve Jobs cũng như Manock và Oyama. Oyama sau đó cho biết: “Mặc dù Steve đã không phác ra bất cứ đường nét nào, nhưng ý tưởng và cảm hứng của anh ấy làm cho thiết kế được như ngày nay. Thú thật là chúng tôi không biết thế nào là một chiếc máy tính ‘thân thiện’ cho đến khi Steve chỉ cho chúng tôi.”

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Jobs bị ám ảnh với cường độ cân bằng các giao diện của những gì sẽ xuất hiện trên màn hình. Một ngày nọ, Bill Atkinson đã rất sung sướng khi tới Texaco Towers. Ông đã đưa ra một thuật toán thông minh để có thể vẽ hình tròn và bầu dục trên màn hình một cách nhanh chóng. Phép toán để thực hiện hình tròn thường được yêu cầu tính căn bậc hai, điều mà bộ vi xử lý 68000 không hỗ trợ. Nhưng Atkinson đã đưa ra cách giải quyết dựa trên thực tế là tổng của một chuỗi các số lẻ tạo ra nhưng số chính phương hoàn hảo (ví dụ, 1 + 3 = 4, 1 + 3 + 5 = 9, v.v...). Hertzfeld nhớ lại rằng khi Atkinson đưa ra bản mẫu của mình, tất cả mọi người đã rất ấn tượng ngoại trừ Jobs. Ông nói: “Được đấy, hình tròn và hình bầu dục cũng hay, nhưng làm thế nào để vẽ hình chữ nhật với các góc bo tròn?”

Atkinson giải thích rằng gần như không thể làm việc đó: “Tôi không nghĩ rằng chúng ta thực sự cần điều đó.” Ông nhớ lại: “Tôi muốn giữ chuỗi đồ họa xiên và giới hạn chúng trong những mẫu nguyên bản mà thực sự cần thực hiện.”

Vừa nói Jobs vừa nhảy lên và trở nên quyết liệt hơn: “Hình chữ nhật với góc bo tròn ở khắp mọi nơi! Cứ nhìn xung quanh căn phòng này mà xem!” Ông chỉ vào các bảng trắng, mặt bàn và các đồ vật khác hình chữ nhật với các góc bo tròn. “Và hãy nhìn ra bên ngoài, thậm chí còn có nhiều thứ hơn kìa, thực tế là khắp mọi nơi!” Jobs kéo Atkinson ra ngoài dạo bộ, chỉ vào cửa sổ xe, biển quảng cáo và các biển chỉ đường. Ông nói: “Chỉ trong ba dãy nhà này thôi, chúng ta đã nhìn thấy mười bảy minh chứng. Tôi đã chỉ các bằng chứng ở khắp mọi nơi cho đến khi anh ấy đã hoàn toàn được thuyết phục.”

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Hertzfeld nhớ lại: “Cuối cùng khi anh ấy tới trước một biển hiệu ‘No Parking’ (Cấm đỗ xe), tôi đã nói, ‘Được rồi, anh đã đúng, tôi thua rồi. Chúng ta cần một hình chữ nhật góc bo tròn làm nguyên bản!’ Bill vui vẻ trở lại Texaco Towers buổi chiều hôm sau. Bản mẫu này của ông giờ có thể vẽ các hình chữ nhật với góc bo tròn rất đẹp với tốc độ cực nhanh.” Hộp thoại và cửa sổ trên Lisa và Mac, cũng như hầu hết các máy tính khác sau đó, cuối cùng đều được thiết kế với các góc bo tròn.

Từ các lớp học thư pháp mà Jobs được dự thính tại Reed, ông đã nảy sinh tình yêu với các kiểu chữ, những đường gạch chân và chữ không chân biến thể từ chúng, tỷ lệ khoảng cách và dãn dòng. Sau này, ông nói về lớp học đó của mình, “Khi chúng tôi thiết kế chiếc máy tính Macintosh đầu tiên, tất cả chúng đã quay trở lại với tôi. Do Mac được lập trình nhị phân, nó đã có thể đưa ra một chuỗi các phông chữ bất tận, từ những kiểu tao nhã, thanh thoát cho đến kỳ quặc, lạ lùng, và biểu hiện chúng từng điểm ảnh một trên màn hình.

Để thiết kế các phông chữ, Hertzfeld tuyển dụng một người bạn học phổ thông của mình từ khu ngoại ô Philadelphia, Susan Kare. Họ đặt tên cho các phông chữ theo tên các điểm dừng xe lửa trên tuyến chính của Philadelphia: Overbrook, Merion, Ardmore, và Rosemont. Jobs cho rằng cách thức này rất thú vị. Một buổi chiều muộn, ông bắt đầu nghiền ngẫm về tên của các phông chữ. Jobs phàn nàn: “Chúng toàn mang tên các thành phố nhỏ mà chẳng mấy ai từng nghe đến. Chúng phải được đặt theo tên những thành phố lớn trên thế giới!” Vì thế, các phông chữ được đổi tên thành Chicago, New York, Geneva, London, San Francisco, Toronto, và Venice.

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Markkula và một số người khác có vẻ không bao giờ đánh giá cao nỗi ám ảnh của Jobs đối với các kiểu chữ. Markkula nhớ lại: “Hiểu biết của Steve về phông chữ thật xuất sắc, và cậu ấy tiếp tục yêu cầu phải có những kiểu chữ thật đẹp. Tôi nói với Jobs, ‘Phông chữ ư? Chả nhẽ chúng ta không có những việc quan trọng hơn để làm à?’” Thực tế là các kiểu thú vị của phông chữ Macintosh, khi kết hợp với máy in laser và khả năng đồ họa tuyệt vời, sẽ giúp đẩy mạnh ngành công nghiệp xuất bản và đem lại lợi ích kinh doanh cho Apple. Nó cũng cho phép tất cả những người bình thường, từ các nhà báo cho tới các bà mẹ sửa sang những bức thư, có được niềm vui khi hiểu biết về phông chữ, vốn từng chỉ dành cho các nhân viên in ấn hay các biên tập viên lão luyện.

Kare cũng phát triển các biểu tượng, chẳng hạn như thùng rác có thể dành cho việc loại bỏ các tập tin, giúp xác định giao diện đồ họa. Bà cùng Jobs thực hiện việc đó do họ đều có một linh cảm hướng tới sự đơn giản với mong muốn làm cho Mac trở nên thật linh hoạt. Bà nói: “Steve thường đến công ty vào cuối ngày. Ông luôn muốn muốn biết có điều gì mới, và luôn có cảm nhận rất tốt về chi tiết hình ảnh.” Đôi khi, Jobs đến văn phòng vào sáng Chủ nhật, vì vậy lúc đó Kare cũng có động lực để làm việc ở công ty. Thi thoảng bà cũng gặp phải vấn đề. Jobs từ chối một đề xuất của bà về biểu tượng con thỏ, biểu trưng cho chức năng tăng tốc độ tỷ lệ nhấp chuột, rồi nói rằng các sinh vật có lông nhìn “quá rực rỡ, phô trương”.

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Jobs cũng dành sự quan tâm tương tự đối với những thanh tiêu đề trên cửa sổ và các văn bản. Ông đã yêu cầu Atkinson và Kare làm đi làm lại cho đến khi nào ông cảm thấy ưng ý. Jobs không thích những biểu tượng đã có ở Lisa vì nó quá tối và cứng nhắc. Ông muốn Mac trở nên trơn tru, mượt mà hơn. “Chúng tôi đã phải thực hiện đến 20 bản thiết kế khác nhau cho thanh tiêu đề trước khi ông ấy hài lòng,” Atkinson nhớ lại. Có thời điểm Kare và Atkinson phàn nàn về việc ông đã khiến bọn họ tốn quá nhiều thời gian vào làm những việc cỏn con trong khi họ còn bao nhiêu việc quan trọng hơn phải làm. Rất tức giận, Jobs hét lên: “Cậu có thể tưởng tượng ra việc phải nhìn vào nó hàng ngày không? Nó không phải là một việc nhỏ nhặt, mà là việc chúng ta cần phải làm cho tốt.”

Chris Espinosa phát hiện ra một cách có thể làm thỏa mãn các yêu cầu về thiết kế và những hành vi điều khiển kỳ quái của Jobs. Là một trong những trợ tá đắc lực của Wozniak từ những ngày văn phòng còn đặt trong nhà để xe, Espinosa đã bị Jobs thuyết phục bỏ học ở Berkeley, khi lập luận rằng Espinosa sẽ luôn có cơ hội học tiếp nhưng lại chỉ có một cơ hội duy nhất để làm việc cho Mac. Về phần mình, ông đã quyết định sẽ thiết kế một bảng tính cho máy tính. “Chúng tôi đều tập trung xung quanh Chris, vì ông đang trình bày về bảng tính này cho Steve và sau đó nín thở chờ đợi phản ứng của Steve,” Hertzfeld nhớ lại.

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“Ồ, đây mới chỉ là khởi đầu,” Jobs nói, “nhưng về cơ bản thì nó khá lộn xộn. Màu nền thì quá tối, một vài dòng có kích thước sai, còn các phím lại quá to.” Espinosa tiếp tục chỉnh sửa qua các lời chỉ trích của Jobs, ngày này qua ngày khác, với những sự điều chỉnh mới, ông lại phải nhận thêm những lời chỉ trích mới. Cuối cùng, vào một buổi chiều, Espinosa đã đưa ra cho Jobs một giải pháp của mình: “Phương pháp tự thiết kế máy tính cá nhân của Steve Jobs.” Nó cho phép người dùng điều chỉnh và cá nhân hóa giao diện của máy tính bằng cách thay đổi độ dày mỏng của các thanh, kích cỡ của các phím, hình nền và các thuộc tính khác. Thay vì chỉ cười, Jobs đã lao vào và bắt đầu thay đổi giao diện để phù hợp với sở thích của ông. Sau khoảng 10 phút, ông đã biến nó theo cách mình muốn. Những thiết kế của ông ấy, không ngạc nhiên khi nó được áp dụng vào máy Mac và duy trì ổn định trong 15 năm.

Mặc dù tập trung chủ yếu vào máy tính cá nhân Macintosh, Jobs cũng muốn tạo ra một kiểu thiết kế nhất quán cho các sản phẩm của Apple. Vì vậy, ông đã tổ chức một cuộc tuyển chọn những nhà thiết kế đẳng cấp thế giới cho Apple giống như nhà thiết kế Dieter Rams của Braun. Tên dự án “Snow White” (Nàng Bạch tuyết) không liên quan đến khiếu thẩm mỹ về màu sắc của ông mà chỉ bởi những sản phẩm tạo ra được đặt tên là “Seven Dwarfs” (Bảy Chú lùn). Người thắng cuộc là Hartmut Esslinger, một nhà thiết kế người Đức, người đã chịu trách nhiệm thiết kế ti vi màn hình phẳng của Sony. Jobs đã bay tới vùng Rừng Đen của Bavaria để gặp Esslinger và Jobs đã bị thuyết phục không chỉ bởi niềm đam mê của Esslinge mà còn ở cách ông ta lái chiếc xe hơi Mercedes với vận tốc hơn 160 km/h.

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Mặc dù là người Đức, Esslinger đã đề xuất nên “có một chút dấu ấn Mỹ trong sản phẩm của Apple” và có thể tạo ra một vẻ ngoài “California toàn cầu” lấy cảm hứng từ “phim ảnh Hollywood và âm nhạc kết hợp với một chút nổi loạn và sức hấp dẫn tự nhiên”. Nguyên tắc chỉ dẫn của ông “Tạo hình theo cảm xúc”, dựa theo câu châm ngôn quen thuộc “Hình dáng theo công năng”. Esslinger đã chế tạo bốn mươi mô hình sản phẩm nhằm thể hiện ý tưởng của mình, và khi Jobs nhìn thấy chúng, ông đã tuyên bố rằng đây chính là những gì mình muốn thể hiện. Diện mạo của Bạch Tuyết đã được áp dụng ngay lập tức vào Apple IIc, với những chiếc vỏ bọc màu trắng, những đường cong mềm mại uyển chuyển và những rãnh mỏng vừa để thông gió vừa để trang trí. Jobs gửi cho Esslinger một bản hợp đồng với điều kiện là ông sẽ chuyển đến California. Họ bắt tay nhau và theo cách nói không hề khiêm tốn của Esslinger là “cái bắt tay đó đã cho thấy sự hợp tác mang tính quyết định nhất trong lịch sử ngành công nghiệp thiết kế.” Frog Design, công ty của Esslinger mở tại Palo Alto vào giữa năm 1983, ký hợp đồng trị giá 1,2 triệu đô-la mỗi năm với Apple, và từ đó, mọi sản phẩm của Apple đều được kê khai đầy tự hào “Designed in California” (Được thiết kế tại California).

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Jobs đã học được từ cha rằng dấu hiệu tiêu chuẩn của niềm đam mê và sự khéo léo chính là đảm bảo rằng ngay cả những chi tiết ẩn bên trong của sản phẩm cũng phải đẹp đẽ, tinh tế. Sự bổ sung đáng chú ý trong triết lý đó manh nha khi Jobs quan sát tỉ mỉ một bảng mạch tích hợp các chip và các thành phần khác trong máy tính cá nhân Macintosh. Có lẽ chưa khách hàng nào để ý đến nó, nhưng Jobs đã bắt đầu xem xét nó một cách kỹ lưỡng về khía cạnh thẩm mỹ. “Nó thật đẹp”, ông nói. “Nhưng những con chip thật xấu xí, các đường nối thì lại sít sịt vào nhau.”

Một trong những kỹ sư mới cắt ngang và hỏi tại sao đó lại là vấn đề. “Điều quan trọng duy nhất là nó hoạt động tốt như thế nào. Sẽ chẳng có ai nhìn vào cái bo mạch chủ cả.”

Jobs phản ứng như thường lệ. “Tôi muốn nó phải đẹp nhất có thể, ngay cả khi nó nằm bên trong chiếc hộp. Một thợ mộc giỏi sẽ không sử dụng gỗ xấu cho mặt sau của chiếc tủ cho dù không ai nhìn thấy.” Trong một buổi phỏng vấn vài năm sau đó, sau khi Macintosh được tung ra thị trường, Jobs đã kể lại một bài học từ cha mình: “Nếu bạn là một thợ mộc và đang đóng một chiếc tủ đẹp đẽ, bạn sẽ không sử dụng một miếng gỗ dán cho mặt sau của chiếc tủ, mặc dù nó sẽ được ốp vào tường và không ai có thể nhìn thấy. Nhưng bạn thì bạn trông thấy, vì vậy bạn sẽ sử dụng một miếng gỗ tốt để đóng vào phía sau chiếc tủ. Để bạn có được một giấc ngủ ngon lành, cần đáp ứng được cả yếu tố thẩm mỹ lẫn chất lượng.

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Từ Mike Markkula ông đã học được sự quan trọng của mẫu mã và cách trưng bày. Người ta đánh giá một quyển sách qua bìa của nó, vì thế đối với hộp đựng của Macintosh, Jobs đã chọn một thiết kế nhiều màu sắc và cố gắng khiến cho chúng trở nên đẹp đẽ hơn. “Nhân viên của ông đã phải thiết kế đi thiết kế lại 50 lần,” Alain Rossmann, một thành viên trong nhóm thiết kế Mac và là người đã kết hôn với Joanna Hoffman, nhớ lại: “Khách hàng sẽ vứt chiếc vỏ hộp vào thùng rác ngay sau khi mở nó ra, nhưng Jobs lại bị ám ảnh bởi việc trông nó cần phải như thế nào.” Đối với Rossmann, điều này thể hiện sự mất cân bằng, tiền được sử dụng quá nhiều vào việc thiết kế một bao bì đắt tiền trong khi họ đang phải cố gắng tiết kiệm từng đồng cho chip bộ nhớ. Nhưng đối với Jobs, mỗi chi tiết đều là yếu tố thiết yếu để làm cho Macintosh trở nên tuyệt vời.

Sau khi bản thiết kế được hoàn thành, Jobs gọi cho nhóm Macintosh để cùng tổ chức một lễ kỷ niệm. “Những nghệ sỹ đích thực sẽ ký tên vào tác phẩm của mình.” Ông nói. Vì thế, ông đã lấy ra một tờ giấy nháp và một chiếc bút Sharpie rồi bảo tất cả bọn họ ký tên lên đó. Chữ ký của họ sẽ được khắc vào bên trong mỗi chiếc máy tính Macintosh. Không ai có thể nhìn thấy nó, nhưng những thành viên trong đội đều biết rằng chữ ký của họ được khắc trong đó, cũng giống như việc họ biết rằng các bảng mạch đã được sắp xếp gọn gàng nhất có thể. Jobs gọi tên từng người một và Burell Smith được gọi đầu tiên. Jobs đợi đến khi 45 người còn lại ký xong. Ông đã tìm thấy một vị trí ngay chính giữa và ký tên mình vào đó một cách tinh tế. Sau đó ông nâng ly sâm-panh chúc mừng. “Với những khoảnh khắc như thế, Jobs cho chúng tôi thấy rằng công việc của mình cũng giống như lao động nghệ thuật vậy,” Atkinson nói.

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Chương 13

CHẾ TẠO MAC

Bất cứ cuộc hành trình nào cũng có những phần thưởng xứng đáng

Sự cạnh tranh

Khi IBM ra mắt chiếc máy tính cá nhân của họ vào tháng 8 năm 1981, Jobs đã nói nhân viên của mình đặt mua một chiếc và khảo sát nó. Họ đều nhất trí rằng cái máy dở tệ. Chris Espinosa gọi nó là “một nỗ lực bế tắc và nhàm chán”, và Chris có phần đúng. Nó sử dụng những mã lệnh đã lỗi thời và không hỗ trợ hiển thị đồ họa dạng ảnh nhị phân (bitmapped graphical display). Apple trở nên tự mãn, mà không nhận ra rằng các nhà quản lý công nghệ cảm thấy thoải mái khi mua sản phẩm của một công ty có nền tảng như IBM hơn là từ một công ty được đặt tên theo một loại trái cây. Bill Gates tình cờ đến thăm trụ sở chính của Apple trong một cuộc họp vào ngày ra mắt máy tính cá nhân của IBM. Ông kể “Họ dường như không quan tâm. Phải mất một năm để họ nhận ra điều gì đã xảy ra”.

Thể hiện sự tự tin một cách táo bạo, Apple dành nguyên một trang quảng cáo trên tờ Wall Street Journal với tiêu đề “Chào mừng IBM. Nghiêm túc đấy”. Đây là một cách châm ngòi thông minh của Apple cho một cuộc đối đầu sắp xảy ra trong giới công nghệ, giữa một bên là Apple can đảm và nổi loạn, còn một bên là người IBM khổng lồ (người ta cho rằng cuộc chiến này của Apple không khác gì “châu chấu đá voi”), và nhân tiện sự kiện này cũng giúp loại bỏ những kẻ “ngáng đường” như Commodore, Tandy và Osborne, những công ty vốn được coi ngang tầm với Apple.

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Trong suốt sự nghiệp của mình, Jobs hứng thú tự cho mình là một kẻ giác ngộ nổi loạn chống lại thế giới quỷ dữ, một chiến binh Jedi hay một võ sĩ đạo (samurai) đang chiến đấu chống lại các thế lực hắc ám. Và IBM chính là bàn đạp hoàn hảo nhất để Apple thực hiện được sứ mệnh cao cả như mong đợi. Ông định hướng trận chiến sắp tới không chỉ là một cuộc cạnh tranh kinh doanh đơn thuần mà còn là sự tranh đấu về tinh thần. Ông đã từng nói trong một buổi phỏng vấn rằng “Nếu vì một vài nguyên nhân nào đó mà chúng tôi mắc phải những sai lầm nghiêm trọng để cho IBM chiến thắng, cá nhân tôi cảm thấy, đó sẽ là lúc chúng ta sẽ chìm vào thời kỳ đen tối (Dark Ages) của nền công nghiệp sản xuất máy tính, và nó có thể sẽ kéo dài khoảng 20 năm. Một khi IBM đã kiểm soát được một phần thị trường, họ sẽ chặn luôn cả sự đột phá của thị phần đó”. Thậm chí 30 năm sau, khi nhìn lại cuộc tranh giành đó, Jobs đã ví nó như một cuộc thập tự chinh thần thánh: “IBM giống như Microsoft lúc tồi tệ nhất. Họ không phải là động lực thúc đẩy sự đột phá, mà chỉ đưa thế giới công nghệ máy tính đến với quỷ dữ. IBM cũng giống như ATT, Microsoft hay Google”.

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Không may cho Apple, Jobs cũng hướng mục tiêu tới một đối thủ cạnh tranh nữa với Macintosh của ông: công ty sở hữu dòng máy tính Lisa. Một phần, đó là quyết định mang tính cá nhân. Ông đã từng bị trục xuất khỏi nhóm phát triển Lisa trước đó, và giờ ông muốn quay lại đánh bại họ. Ông cũng nhìn nhận việc cạnh tranh lành mạnh như là một cách để cổ vũ tinh thần chiến đấu cho đội quân của mình. Đó là lý do tại sao ông đặt cược với John Couch 5.000 đô-la rằng máy Mac sẽ được tung ra thị trường trước Lisa. Nhưng vấn đề ở đây là cuộc cạnh tranh này không hề lành mạnh. Jobs thường nói đi nói lại rằng nó như một cuộc chiến không cân sức giữa một bên là những “đứa trẻ” cái gì cũng bỡ ngỡ của Apple và một bên là những kỹ sư mẫn cán, dày dặn kinh nghiệm của HP, đã từng phát triển dòng máy tính Lisa từ lâu.

Quan trọng hơn là khi Jobs rời khỏi nhóm phát triển một thiết bị di động cấu hình thấp với giá rẻ của Jef Raskin, ông đã “thai nghén” ra được dòng máy tính để bàn với giao diện đồ họa thân thiện cho người dùng lấy tên là Mac. Đây là phiên bản thu nhỏ của Lisa để tạo giá bán cạnh tranh trên thị trường.

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Larry Tesler, quản lý phần mềm ứng dụng cho máy tính Lisa, nhận ra rằng việc thiết kế để cả hai loại máy cùng sử dụng được những chương trình phần mềm như nhau là rất quan trọng. Vì vậy để dung hòa lợi ích giữa hai bên, ông đã sắp xếp để Smith và Hertzfeld đến khu nghiên cứu phát triển của Lisa và trình diễn demo về Mac cho nhân viên ở đây. Hai mươi lăm kỹ sư của Lisa đã tham gia và chăm chú lắng nghe. Được một nửa bài trình diễn thì đột nhiên cánh cửa phòng bật tung. Rich Page, một kỹ sư bốc đồng, người chịu trách nhiệm chính trong thiết kế dòng máy Lisa bước vào và quát lớn “Mactonish sẽ hủy hoại dòng máy Lisa. Mactonish cũng sẽ hủy hoại cả Apple!” Không ai trong hai người Smith và Hertzfeld lên tiếng đáp trả, vì vậy Page lại tiếp tục lớn tiếng và nhìn như sắp khóc “Jobs muốn phá hủy Lisa bởi vì chúng ta đã không để ông ấy thao túng nó. Sẽ không có ai mua Lisa bởi vì họ biết rằng Mac sắp xuất xưởng”. Rich đùng đùng bỏ đi và đóng mạnh cửa phòng. Nhưng một lát sau, ông quay trở lại và nói ngắn gọn “Tôi biết, đó không phải là lỗi của các anh, Smith và Hertzfeld ạ. Chính Steve Jobs mới là mấu chốt của vấn đề. Nói với Steve là ông ta đang hủy hoại Apple!”.

Jobs thực sự đã khiến cho Macintosh trở thành đối thủ cạnh tranh trong dòng máy tính giá rẻ của Lisa, dòng máy với phần mềm không tương thích. Mọi thứ còn trở nên tồi tệ hơn khi không có chiếc máy nào tương thích với Apple II. Không một ai phụ trách tổng thể ở Apple, vì vậy, không có cách nào để ghìm Jobs lại.

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Kiểm soát toàn bộ

Jobs phản đối việc thiết kế Mac tương thích với kiến trúc của dòng máy Lisa không phải do lo sợ cạnh tranh hay muốn trả thù. Quan trọng hơn, đó là một phần quan điểm triết học trong thiên hướng kiểm soát của ông. Ông tin rằng, để tạo ra một chiếc máy tính thật sự tuyệt vời, phần cứng và phần mềm phải được kết nối chặt chẽ với nhau. Khi một chiếc máy tính sử dụng một phần mềm mà cũng đang được chạy trên những chiếc máy tính khác, nó sẽ phải hi sinh một vài tính năng đặc biệt. Với ông, những sản phẩm tốt nhất phải là một tổng thể hoàn chỉnh, được thiết kế thông suốt với phần mềm được thiết kế riêng để tương thích với phần cứng và ngược lại. Macintosh dùng hệ điều hành được thiết kế để chỉ vận hành riêng cho máy. Đây chính là điểm phân biệt giữa Macintosh và hệ điều hành có khả năng cài đặt trên các dòng máy tính khác nhau của Microsoft.

Dan Farber, một biên tập viên của ZDNet đã từng nhận xét “Jobs là một nghệ sĩ ưu tú và có cá tính. Ông không muốn những sản phẩm nghệ thuật sáng tạo của mình vô tình bị làm biến sắc bởi những lập trình viên kém cỏi. Nó cũng giống như việc một ai đó tùy tiện thêm một vài nét vẽ trên bức họa của Picasso hay thay đổi lời bản nhạc của Dylan.” Chính cách tiếp cận mang tính tổng thể, trau chuốt và “không đụng hàng” đã giúp Jobs tạo nên sự vượt trội cho các dòng sản phẩm iPhone, iPod và iPad sau này. Nó đã giúp ông tạo ra những sản phẩm tuyệt vời, nhưng đó không phải lúc nào cũng là chiến lược chiếm lĩnh thị trường tốt nhất. Leander Kahney, tác giả của tạp chí Văn hóa Mac (The Cult of Mac) đã ghi nhận rằng: “Từ chiếc máy tính Mac đầu tiên cho đến mẫu iPhone mới nhất, hệ thống của Jobs luôn được niêm phong để ngăn chặn người dùng can thiệp và chỉnh sửa chúng”.

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Chính mong muốn kiểm soát những trải nghiệm của người dùng cũng từng là chủ đề chính trong những cuộc tranh cãi giữa ông và Wozniak về việc liệu Apple II có nên có những khe cắm, cho phép người dùng cắm thêm các thiết bị mở rộng vào bảng mạch chủ của máy tính để từ đó có thể bổ sung một số tính năng mong muốn. Wozniak đã thắng thế: Apple II có 8 khe cắm. Nhưng lần này, đây là sản phẩm của Jobs, chứ không phải là của Wozniak; vì vậy, dòng máy Macintosh sẽ hạn chế số khe cắm. Bạn thậm chí không thể mở vỏ máy để tiếp cận bảng mạch chủ. Như vậy, dù là người đam mê công nghệ hay là tin tặc (hacker), thì điều đó cũng chẳng thú vị chút nào. Nhưng với Jobs, dòng máy Macintosh là dòng máy cho số đông và ông muốn đưa cho họ những trải nghiệm được kiểm soát.

Berry Cash, người được Jobs tuyển dụng vào vị trí chuyên gia hoạch định chiến lược thị trường ở Texaco Towers năm 1982 cho rằng “Nó phản ánh đúng tính cách muốn kiểm soát tất cả của Jobs. Steve đã nói về Apple II và phàn nàn, ‘Chúng tôi đã không thiết lập quyền kiểm soát hành vi người dùng với chiếc máy này, và hãy nhìn những thứ điên khùng họ đang cố gắng nhồi nhét vào nó. Đó là một sai lầm mà không bao giờ tôi mắc lại nữa”. Ông đã đi xa hơn bằng việc thiết kế các công cụ đặc biệt để vỏ của chiếc Macintosh không thể mở được bằng một chiếc tuốc nơ vít thông thường. Ông nói với Cash: “Chúng tôi sẽ thiết kế để làm sao không ai ngoài nhân viên của Apple có thể tiếp cận vào phần bên trong của vỏ máy”.

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Jobs cũng quyết định bỏ các phím mũi tên di chuyển trên bàn phím của Macintosh. Cách duy nhất để di chuyển con trỏ là dùng chuột. Đó là một cách để bắt buộc những người dùng hoài cổ chấp nhận phương thức nhập lệnh theo cách “trỏ và nhấp” ngay cả khi họ không muốn. Không giống như các nhà phát triển sản phẩm khác, Jobs không tin rằng khách hàng luôn đúng và không phải cái gì cũng chạy theo sự mong muốn dựa trên hành vi thực tại của họ. Nếu họ muốn chống lại việc dùng chuột thì họ đã sai.

Hơn nữa, cũng có một lợi thế khác khi xóa bỏ các phím mũi tên di chuyển con trỏ trên bàn phím. Nó buộc những lập trình viên phần mềm phải viết những chương trình riêng cho hệ điều hành của Mac, chứ không chỉ đơn thuần viết một phần mềm chung có thể chuyển đổi sang sử dụng ở hầu hết các máy tính chạy trên những hệ điều hành khác nhau. Điều này tạo nên một loại liên kết chặt chẽ theo chiều dọc giữa các phần mềm ứng dụng, hệ điều hành và các thiết bị phần cứng như Jobs mong muốn.

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Chính mong muốn kiểm soát một cách tổng thể đã khiến cho Jobs dị ứng với những đề xuất rằng Apple nên nhượng quyền công nghệ (license) của hệ điều hành Macintosh cho các nhà sản xuất thiết bị văn phòng khác và cho phép họ nhân bản chúng. Mike Muray, vị giám đốc marketing mới và nhiệt huyết của Macintosh đã đề xuất một chương trình nhượng quyền công nghệ trong một bản ghi nhớ tối mật gửi tới Jobs vào tháng 5 năm 1982. Trong đó, ông viết “Chúng tôi muốn biến môi trường người dùng trên Macintosh trở thành một chuẩn mực của ngành công nghiệp. Nhưng vướng mắc lớn nhất lúc này là người dùng phải mua các thiết bị phần cứng của Mac để có thể trải nghiệm được môi trường người dùng đó. Hiếm khi (nếu đã từng có) một công ty có thể sáng tạo và duy trì một chuẩn công nghệ mang tầm cỡ ngành khi không hợp tác với các nhà sản xuất khác”. Bản đề xuất của Mike tóm lại là sẽ nhượng quyền công nghệ của hệ điều hành Macintosh cho Tandy. Ông lập luận rằng, Hệ thống cửa hàng Radio Shack của Tandy theo đuổi một đối tượng khách hàng khác nên sẽ không bòn rút doanh số của Apple nhiều. Nhưng Jobs đã bác bỏ kế hoạch đó như một phản xạ đã ăn sâu trong tiềm thức. Định hướng của ông là Macintosh vẫn duy trì môi trường kiểm soát hành vi người dùng tuân theo chuẩn ông đặt ra nhưng đồng thời, như Murray đã chỉ ra là sẽ chấp nhận gặp khó khăn trong việc giữ vững vị trí như một chuẩn công nghệ của ngành trong thế giới tràn ngập những bản sao công nghệ như IBM.

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Những chiếc máy xuất sắc của năm

Khi năm 1982 sắp kết thúc, Jobs tin rằng ông sẽ được tạp chí Time bình chọn là “Quý ông của năm”. Một hôm, ông đến văn phòng làm việc ở Texaco Tower cùng với Michael Moritz, người phụ trách tạp chí Time ở khu vực San Francisco. Ông động viên các đồng sự của mình tham gia các buổi phỏng vấn của Moritz. Nhưng cuối cùng, lên hình trang bìa tạp chí không phải là Jobs. Họ đã thay đổi chủ đề cuối năm là về “Máy vi tính” và gọi nó là chương trình “Chiếc máy của năm”.

Đi kèm với câu chuyện chính của bài báo là những thông tin cá nhân của Jobs do Jay Cocks, một biên tập viên phụ trách chuyên mục nhạc Rock của tạp chí viết, dựa trên những ghi chép của Moritz. Bài báo nhận định “Với đà tăng trưởng kinh doanh một cách trơn tru cùng niềm tin mù quáng, điều thậm chí một kẻ tử vì đạo của Cơ đốc giáo cũng phải ghen tị; chính Steve Jobs chứ không phải ai khác, đã lật tung cánh cửa đón chào kỷ nguyên của máy tính cá nhân”. Bài báo giàu tính thông tin nhưng có đôi phần khó nghe đến nỗi Moritz (sau khi ông viết một cuốn sách về Apple và tiếp tục trở thành đối tác của một công ty liên doanh giữa quỹ đầu tư Sequoia và Don Valentine) đã bác bỏ một số nhận định trong bài báo vì cho rằng những ghi chép của ông đã “được dẫn lại không đúng, bị cắt xén và ‘nhiễm độc’ bởi chất phiếm luận đặc trưng của một biên tập viên đến từ New York, người vốn chỉ quanh quẩn trong thế giới của âm nhạc Rock-and-Roll”. Bài báo đã trích dẫn lại câu của Bud Tribble về chiến thuật “bóp méo thực tế” của Jobs và lưu ý rằng ông “cũng đôi khi bật khóc tại những buổi họp”. Có lẽ câu trích dẫn chính xác nhất phải là từ Jef Raskin. Ông đã tuyên bố Jobs “có lẽ sẽ trở thành Hoàng đế tài giỏi nhất của Pháp”.

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Jobs đã hoảng hồn khi nghe tin tạp chí này (Time) công bố sự tồn tại của người con gái mà ông đã bỏ rơi, Lisa Brennan. Ông biết rằng Kottke là người đã tiết lộ về Lisa cho đám phóng viên, và ông đã trút giận vào mặt Kottke trước một tá nhân viên khác trong khu làm việc của nhóm phát triển Mac. Kottle kể lại: “Khi phóng viên của tạp chí Time hỏi tôi liệu có phải Jobs có một người con gái tên là Lisa không, tôi đã nói ‘Đúng thế’. Những người bạn thật sự không thể để bạn của mình từ chối việc làm cha của một đứa trẻ. Tôi sẽ không để cho người bạn của tôi trở thành một tên khốn bỏ rơi máu mủ của mình. Nhưng ông ấy đã thật sự tức giận và cảm thấy bị xúc phạm. Ông ấy nói trước mặt mọi người rằng tôi đã phản bội ông ấy”.

Nhưng điều thật sự làm Jobs cảm thấy “mất mát” là ông ấy không được bình chọn là “Quý ông của năm”. Sau này, ông có nói với tôi rằng:

Tạp chí Time đã có ý định chọn tôi là “Quý ông của năm”, và với một người đàn ông 27 tuổi như tôi, tôi thật sự rất coi trọng những thứ như thế. Tôi đã nghĩ điều đó thật tuyệt vời. Họ cử Mike Moritz đến để viết một câu chuyện về tôi và những điều xung quanh tôi. Mike và tôi đồng trang lứa, vậy mà tôi đạt được thành công. Tôi có thể nói rằng Moritz đã ghen tị và có thể vượt quá giới hạn chịu đựng. Ông ấy đã tìm mọi cách để phá hủy sự kiện đó bằng một bài viết tồi tệ. Vì thế, đội ngũ biên tập viên của Time ở New York đã nói, “Chúng tôi không thể chọn người đàn ông này là “Quý ông của năm.” Điều đó thực sự làm tôi bị tổn thương. Nhưng nó là một bài học hữu ích, dạy tôi không bao giờ quá phấn khích với những thứ như thế, vì dù gì truyền thông cũng chỉ giống như một rạp xiếc mà thôi. Họ chuyển phát số tạp chí đó cho tôi. Tôi nhớ khi mở gói hàng ra, tôi đã háo hức mong đợi được nhìn thấy khuôn mặt của mình trên trang nhất nhưng, nó lại là hình một mô hình máy vi tính. Tôi nghĩ “Hả, cái quái quỷ gì thế này?” Và sau đó, tôi đọc lại bài báo và nhận ra nó tồi tệ đến mức khiến tôi đã khóc thật sự.

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Thực thế, chẳng có căn cứ nào để khẳng định rằng Moritz đã ghen tị và anh ta chủ ý ghi chép không công tâm cũng như việc Jobs từng được đề cử là “Quý ông của năm” chỉ là ý nghĩ của ông. Năm đó, những biên tập viên cấp cao (Tôi sau này cũng trở thành biên tâp viên ở đây) đã quyết định chọn chủ đề về chiếc máy vi tính thay về một nhân vật cụ thể. Họ đã đặt hàng trước đó hàng tháng, một tác phẩm nghệ thuật từ điêu khắc gia nổi tiếng George Segal để sử dụng làm trang bìa tạp chí. Ray Cave sau này cũng trở thành biên tập viên của tạp chí. Ông nói “Chúng tôi chưa bao giờ lựa chọn Jobs để lên trang bìa. Bạn không thể nhân cách hóa một chiếc máy vi tính, vì vậy, lần đầu tiên chúng tôi chọn một vật vô tri vô giác để lên hình. Chúng tôi chưa bao giờ có ý định tìm kiếm một gương mặt để lên bìa lúc đó”.

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Apple ra mắt máy tính Lisa vào tháng 1 năm 1983, tròn một năm trước khi Mac được trình làng. Và Jobs đã trả 5.000 đô-la trích từ tiền lương của mình cho Couch. Mặc dù ông không còn là tham gia vào nhóm phát triển Lisa, nhưng Jobs đã đến New York để công bố sự kiện này với tư cách là chủ tịch hội đồng quản trị và cũng là người đại diện về hình ảnh của Apple.

Ông đã được tư vấn viên quan hệ công chúng, Regis McKenna vạch ra kết hoạch chỉ trả lời một số cuộc phỏng vấn với phong thái gây ấn tượng mạnh. Chỉ có một số phóng viên từ cơ quan báo đài được lựa chọn mới được lần lượt dẫn vào phỏng vấn ông trong một căn phòng ở khách sạn Caryle, nơi trưng bày một chiếc máy tính Lisa và rất nhiều lẵng hoa. Kế hoạch truyền thông yêu cầu Jobs chỉ tập trung nói về Lisa và không được đả động chút nào đến Macintosh. Thế nhưng, Jobs không thể kìm chế được chính bản thân mình. Trong hầu hết các bài báo viết về cuộc phỏng vấn Jobs, ở trên tạp chí Time, Business Week, Wall Street Journal hay Fortune, Macintosh đều được đề cập tới. Phóng viên Fortune ghi nhận rằng “Cuối năm nay, Apple sẽ trình làng phiên bản có cấu hình thấp hơn và giá rẻ hơn của dòng máy Lisa có tên là Macintosh. Chính Jobs sẽ điều hành trực tiếp dự án này”. Còn Business Week lại trích lại câu nói của Jobs “Khi ra mắt, Mac sẽ trở thành chiếc máy tính đáng kinh ngạc nhất thế giới tại thời điểm đó”. Ông cũng không quên thừa nhận rằng Mac và Lisa có cấu hình không tương thích. Việc trình làng dòng máy Lisa như thể cũng kèm với thông báo về “cái chết ngọt ngào” được báo trước của nó.

Dòng máy tính Lisa thật sự đã được khai tử một cách từ từ. Việc sản xuất đã được dừng lại trong vòng hai năm. Jobs nói “Máy tính Lisa quá đắt đỏ. Chúng tôi đã cố gắng bán nó tới các công ty lớn trong khi sở trường của chúng tôi là cung cấp sản phẩm trực tiếp tới người dùng”. Tuy nhiên, việc tung dòng máy Lisa ra thị trường cũng đã giúp Apple chính thức nhận ra rằng họ phải chuyển mục tiêu đặt hi vọng của mình vào dòng máy Macintosh.

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Cùng nhau “làm cướp biển”!

Khi đội ngũ phát triển Macintosh lớn mạnh, nhóm đã chuyển từ Texaco Towers đến trụ sở chính của Apple trên phố Bandley Drive và cuối cùng “định cư” chính thức tại Bandley 3 vào giữa năm 1983. Tòa nhà có một sảnh hội trường ở phía trước, được trang bị đầy đủ các trò chơi điện tử theo như ý kiến của Burrell Smith và Andy Hertzfeld, cùng với một dàn âm thanh Toshiba, loa MartinLogan và một trăm chiếc đĩa nhạc. Nơi làm việc của nhóm có thể được nhìn thấy từ sảnh sinh hoạt chung này nhờ việc bao bọc bởi các bức tường kính trong suốt như bể cá; còn bếp thì lúc nào cũng đầy ắp nước hoa quả của Odwalla. Theo thời gian, phòng sinh hoạt chung này được phủ kín thêm bởi những thứ đồ chơi khác, tiêu biểu là cây dương cầm Bösendorfer và chiếc xe mô tô của BMW, những thứ mà theo Jobs sẽ truyền cảm hứng sáng tác lên những tác phẩm nghệ thuật điêu khắc tinh tế.

Jobs đặt ra những khuôn phép chặt chẽ trong quy trình tuyển dụng. Mục tiêu là việc thu nhận đúng người, những con người sáng tạo, thông minh tinh quái và một chút nổi loạn. Nhóm phần mềm sẽ để ứng viên chơi Defender, một trò chơi điện tử yêu thích của Smith. Jobs thì sẽ hỏi những câu hỏi kỳ cục sở trường của ông để xem xét ứng cử viên sẽ nghĩ thế nào trong những tình huống bất ngờ. Một lần, Jobs, Hertzfeld và Smith phỏng vấn một ứng cử viên cho vị trí trưởng bộ phận phần mềm. Ngay khi anh ta vừa bước vào phòng, họ đã nhận ngay ra rằng anh ta quá cứng nhắc và nguyên tắc để có thể quản lý được những “kẻ lập dị” ở trong “bể cá” của ông. Jobs bắt đầu đùa giỡn không thương tiếc với anh ta.

Ông hỏi “Anh quan hệ lần đầu năm bao nhiêu tuổi?”

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Vị ứng viên lắp bắp “Ông nói gì cơ?”

Jobs nhắc lại “Anh có còn tân không?”.

Anh chàng ứng cử viên ngồi bối rối. Vì vậy, Jobs đổi chủ đề: “Anh đã bao giờ dùng thử chất kích thích (LSD) chưa? Nếu có thì đã dùng bao nhiêu lần rồi?” Hertzfeld nhớ rằng “Cậu chàng tội nghiệp ngượng chín người, sắc đỏ trên mặt cậu ấy biến đổi liên tục, vì vậy tôi cố gắng chuyển chủ đề và hỏi một câu về kỹ thuật”. Nhưng khi anh ta trả lời với giọng đơn điệu, Jobs đã ngắt ngang “Gobble, gobble, gobble, gobble,” (Với ý là bỏ đi, đừng hỏi mất thời gian - ND) khiến Smith và Hertzfeld phá lên cười.

“Tôi nghĩ mình không phù hợp,” chàng trai tội nghiệp đứng dậy ra về.

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Ngoài những hành vi khó chịu, Jobs cũng có khả năng truyền dẫn một tinh thần đồng đội thấm nhuần trong tất cả các thành viên của nhóm. Sau khi làm nhân viên cảm thấy “tan nát trái tim,” ông tìm cách vực họ dậy và khiến họ thấy rằng việc trở thành một phần của dự án Macintosh là một mục tiêu vĩ đại. Cứ sáu tháng một lần, ông lại đưa gần như là cả đội đi nghỉ, “đập phá” hai ngày ở một khu nghỉ mát lân cận.

Chuyến nghỉ mát vào tháng 9 năm 1982 là ở Pajaro Dunes gần Monterey. Hơn 50 thành viên của nhóm phát triển Mac ngồi trong lều, quay quanh vào đống lửa đang đốt. Jobs ngồi trên một chiếc bàn trước mặt họ. Ông nói nhỏ nhẹ rồi đi đến một chiếc bảng đứng (flip chart), trình bày những ý tưởng của mình.

Đầu tiên là “Đừng thỏa hiệp”. Đó là một mệnh lệnh mà, theo thời gian, vừa có lợi vừa có hại. Hầu hết các đội ngũ công nghệ đều phải đánh đổi.

Nói cách khác, chiếc máy tính Mac ra đời có thể là một chiếc máy “tuyệt vời đến kinh ngạc” như Jobs và đồng sự của ông có thể làm được, nhưng nó sẽ không thể tung ra thị trường trong vòng 16 tháng nữa, tức là chậm hơn so với kế hoạch. Sau khi đề cập tới ngày hoàn thiện theo kế hoạch, ông nói với mọi người “Chúng ta thà hoãn lại ngày ra mắt sản phẩm còn hơn là tung ra thị trường một thứ sản phẩm đi ngược lại với tôn chỉ chúng ta đề ra cho dòng máy Mac”. Có rất nhiều phong cách quản lý mà lãnh đạo sẽ sẵn sàng đánh đổi, cố gắng chốt ngày tung ra sản phẩm và không được xê dịch. Nhưng Jobs thì không thế. Ông khẳng định tư tưởng của mình trong một câu nói bất hủ: “Một sản phẩm sẽ không được coi là hoàn thiện cho đến khi nó được chính thức ra mắt”.

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Ông cũng vẽ một biểu đồ khác trong đó có câu châm ngôn mà sau này ông nói với tôi là câu ông thích nhất “Bất cứ cuộc hành trình nào cũng có những phần thưởng xứng đáng” (The journey is the reward). Ông thích nhấn mạnh rằng, đội ngũ phát triển Mac là một nhóm người đặc biệt hoạt động với mục tiêu cao thượng. Một ngày nào đó, họ sẽ nhìn lại cuộc hành trình đã đi cùng nhau, quên đi hay cười khẩy những giây phút khó khăn để rồi coi nó như một đỉnh cao diệu kỳ của đời người.

Cuối buổi thuyết trình, một vài người đã hỏi ông rằng ông nghĩ thế nào về việc họ sẽ làm một vài chương trình điều tra thị trường để xem khách hàng muốn gì ở sản phẩm công nghệ. Ông đáp lại rõ ràng, dứt khoát “Không! Bởi vì khách hàng sẽ không biết họ muốn gì cho đến khi chúng ta chỉ cho họ”. Sau đó, ông lấy ra một thiết bị có kích cỡ chỉ tầm một quyển nhật ký để bàn và hỏi “Các bạn có muốn nhìn một thứ nhỏ gọn như thế này không?” Và khi ông lật mở, hóa ra là một mô hình chiếc máy tính có thể đặt vừa lên lòng bạn, với bàn phím và màn hình được khớp với nhau qua một thanh nối giống như một cuốn sổ vậy. Ông nói “Đây là ước mơ mà tôi dự định chúng ta sẽ cùng nhau chế tạo nó vào nửa cuối những năm 80s”. Thật sự, họ đã và đang xây dựng một công ty có thể sáng tạo cả tương lai.

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Hai ngày tiếp theo là chương trình thuyết trình của rất nhiều trưởng nhóm khác cũng như của chuyên viên phân tích về tầm ảnh hưởng của nền công nghiệp sản xuất máy vi tính, Ben Rosen. Ngoài ra, cả đội cũng có rất nhiều thời gian rảnh vào buổi tối để thưởng thức những bữa tiệc ở bể bơi và nhảy nhót. Cuối đợt nghỉ, Jobs đứng trước toàn thể nhân viên cũng như khách mời và nói gần như độc thoại “Mỗi ngày trôi qua là một ngày ghi nhận công việc mà năm mươi người trong số các bạn ở đây đã làm được. Nó giống như các bạn đang gửi đi những tín hiệu sóng khổng lồ xuyên qua vũ trụ. Tôi biết các bạn có thể cảm thấy rất khó để làm việc được với tôi, nhưng đó là điều thú vị nhất mà tôi đã làm trong cuộc đời mình”. Nhiều năm sau, hầu hết những “vị thính giả” lúc đó có thể cười với tình tiết “cảm thấy một chút khó khăn để làm việc cùng” của Jobs và đồng ý với ông rằng việc sáng tạo ra “những tín hiệu sóng khổng lồ” là trò chơi thú vị nhất trong cuộc đời của họ.

Chuyến đi nghỉ tiếp theo của nhóm là vào cuối tháng 1 năm 1983, cùng với thời gian ra mắt dòng máy tính Lisa và đã có sự thay đổi trong thông điệp. Bốn tháng trước đó, Jobs đã viết lên bảng (Flip chart) rằng “Đừng bao giờ thỏa hiệp”. Còn lần này, lại là một trong những câu châm ngôn của ông: “Những nghệ sỹ đích thực đã xuất hiện”. Atkinson đã bị bỏ ngoài những cuộc phỏng vấn báo chí khi ra mắt dòng máy tính Lisa. Ông đi thẳng vào phòng của Jobs ở khách sạn và dọa rằng sẽ nghỉ việc. Jobs cố gắng xoa dịu nhưng Atkinson khước từ. Jobs trở nên bực mình. “Tôi không có thời gian để giải quyết chuyện này bây giờ, tôi có 60 người khác ngoài kia, những người đang dành tất cả tình cảm với Macintosh và họ đang chờ tôi để bắt đầu buổi họp.” Ông bỏ mặc Atkinson để đi gặp những người trung thành với mình.

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Với giọng nói đầy phấn chấn, Jobs tuyên bố rằng ông đã giải quyết xong những tranh chấp với phòng thí nghiệm âm thanh của McIntosh để sử dụng tên Macintosh. (Thực tế vấn đề này lúc đó vẫn đang được đàm phán, nhưng thời điểm đó có thể nói tuyên bố này là nằm trong chiến thuật “bóp méo thực tế” của Jobs). Ông lấy ra một chai nước khoáng và “rửa tội” một cách tượng trưng sản phẩm demo trên sân khấu. Dưới hội trường, Atkinson nghe thấy tiếng cổ vũ reo hò kèm theo một tiếng thở dài. Bữa tiệc tiếp đó là một chuỗi các hoạt động điên khùng: tắm khỏa thân ở hồ bơi, đốt lửa trại trên bãi biển và chìm đắm trong tiếng nhạc to gần như hết cỡ suốt đêm. Chính sự kiện này đã khiến cho khách sạn La Playa ở Carmel, đã từ chối cho họ thuê nếu có lần sau.

Một câu châm ngôn khác của Jobs được nhắc đến trong các kỳ nghỉ ăn chơi là “Thà làm những tên cướp biển tự do còn hơn là trói mình trong quân ngũ” (It’s better to be a pirate than to join the navy). Ông muốn truyền cho đội ngũ của ông thấm nhuần một tinh thần nổi loạn, biến họ cư xử đôi lúc giống như những tên côn đồ, tự hào vì những gì họ làm nhưng cũng không ngại ngần việc tịch thu thành quả từ một số người khác. Như Susan Kare đã từng nói “Ông ấy muốn nói là ‘Hãy tạo ra một cảm giác sống vượt qua những quy định gò bó của xã hội và hãy nổi loạn như bạn thích. Chúng ta có thể tiến nhanh. Chúng ta có thể hoàn thành mọi việc’”. Để kỷ niệm sinh nhật lần thứ 28 của Jobs, rơi vào khoảng vài tuần sau đó, nhóm của ông đã trả tiền thuê một chiếc bảng hiệu bên đường dẫn tới trụ sở của Apple với dòng chữ “Chúc mừng sinh nhật lần thứ 28 của Steve. Bất cứ cuộc hành trình nào cũng sẽ có những phần thưởng xứng đáng – Ký tên Những tên cướp biển”.

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Một trong những lập trình viên của nhóm phát triển Mac, Steve Capps, quyết định củng cố tinh thần mới xác lập đó bằng cách treo lên một một lá cờ đen hình đầu lâu xương sọ đặc trưng của những tên cướp biển thực thụ (gọi là Jolly Roger). Anh ta cắt một miếng vải màu đen và nhờ Kare vẽ hình đầu lâu có hai chiếc xương chéo lên đó. Trong hốc mắt của chiếc đầu lâu, Kare để hình logo của Apple. Tối muộn một ngày chủ nhật, Capps đã trèo lên nóc của tòa nhà mới xây dựng, Bandley 3 và treo lá cờ trên đỉnh một chiếc giàn giáo mà những người công nhân xây dựng để lại. Chiếc cờ bay phấp phới một cách đầy ngạo nghễ trong một vài tuần cho đến khi thành viên của nhóm phát triển Lisa đã đột nhập và lấy cắp nó cùng với việc để lại một giấy đòi tiền chuộc. Capps chỉ huy một cuộc đột kích khác để lấy lại “linh vật” đã bị đánh cắp và đã giật mạnh nó từ tay một thư ký – người đang trông giữ nó cho nhóm Lisa. Một vài người trưởng thành theo sát Apple đã lo lắng rằng tinh thần cướp biển mà Jobs tạo ra đang vượt ngoài tầm kiểm soát. Arthur Rock nhận xét “Việc treo cờ là một điều hết sức ngớ ngẩn. Nó như thể tuyên bố với những người khác của công ty rằng họ là những kẻ xấu xa”. Nhưng Jobs lại thích điều đó và ông đảm bảo rằng lá cờ sẽ tung bay ngạo nghễ cho đến khi họ hoàn thành dự án Mac. Ông nói rằng “Chúng tôi là những kẻ nổi loạn và tôi muốn tất cả mọi người biết điều đó”.

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Những thành viên kỳ cựu của nhóm phát triển Mac đã nhận ra một điều rằng họ có thể đương đầu với Jobs. Nếu họ biết chính xác và hiểu rõ về những điều họ nói, ông có thể chấp nhận sự phản kháng đó, thậm chí là ngưỡng mộ chúng. Tính đến năm 1983, những người quen với khả năng “bóp méo sự thật” của Jobs đã khám phá ra một điều khác. Đó là: Khi cần thiết, họ có thể lặng lẽ chống lại những chỉ thị của Jobs. Nếu nó đi theo chiều hướng đúng, Jobs sẽ đánh giá cao thái độ nổi loạn ấy của họ và sẵn sàng lơ đi mọi quyền lực. Sau tất cả, đó chính xác là những gì ông ấy cần làm.

Ví dụ quan trọng nhất giúp chúng ta thấy rõ điều này ở Jobs là sự việc có liên quan đến việc chọn lựa ổ đĩa cho Macintosh. Apple đã có một bộ phận doanh nghiệp tạo ra các thiết bị lưu trữ cực lớn đã chế tạo ra một hệ thống ổ đĩa có thể đọc và chép lên những đĩa mềm 5 ¼- inch, mỏng và tinh tế tên là Twiggy. Tuy nhiên, trước thời gian Lisa dược hoàn thiện để trình làng vào mùa xuân năm 1983, một sự thật đã được làm sáng tỏ là Twiggy có rất nhiều lỗi. Bởi vì Lisa có ổ đĩa cứng nên đó không phải là một thảm họa gì lớn lắm, nhưng Mac thì thật sự lâm vào một rắc rối lớn vì không có ổ đĩa cứng. Hertzfeld nhớ lại “Cả nhóm phát triển Mac bọn tôi ai cũng lo sợ. Chúng tôi chỉ sử dụng duy nhất một ổ đĩa Twiggy và chúng tôi không hề có ổ đĩa cứng để sử dụng trong trường hợp khẩn cấp”.

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Cả đội đã thảo luận vấn đề đó trong một kỳ nghỉ vào tháng 1 năm 1983, và Debi Coleman đã đưa cho Jobs những dữ liệu thống kê tỉ lệ thất bại của Twiggy. Một vài ngày sau, ông lái xe đến nhà máy của Apple ở San Jose để xem xét việc sản xuất những ổ đĩa Twiggy này. Hơn một nửa số ổ đĩa sản xuất ra không đạt tiêu chuẩn. Jobs giận dữ như muốn nổ tung. Với khuôn mặt gần như biến sắc, ông bắt đầu quát mắng và đe dọa đuổi việc hết tất cả những công nhân làm việc ở đây. Bob Belleville, trưởng nhóm kỹ sư của Mac đã từ tốn dẫn Jobs ra ngoài bãi để xe, nơi họ có thể đi dạo và bàn bạc về phương án thay thế.

Belleville đã tìm ra cách là thay thế Twiggy bằng ổ đĩa loại 3½- inch của Sony. Ổ đĩa được đặt trong một chiếc vỏ vững chãi bằng plastic và có thể để vừa túi áo sơ mi. Một lựa chọn khác là một phiên bản tương tự ổ đĩa của Sonny nhưng được sản xuất bởi một nhà cung cấp nhỏ hơn của Nhật Bản tên là Alps Electronics Co. Đây cũng là nhà cung cấp ổ đĩa cho Apple II. Alps đã được Sony chuyển nhượng công nghệ sản xuất nên nếu họ có thể sản xuất phiên bản của chính họ kịp thời gian với Mac thì sẽ tiết kiệm được rất nhiều chi phí.

Jobs, Belleville cùng với Rod Holt, một nhân viên kỳ cựu của Apple (người Jobs đã tuyển để thiết kế bộ nguồn đầu tiên cho Apple II), đã bay tới Nhật Bản để xem xét lại quyết định của mình. Họ di chuyển bằng tàu điện ngầm từ Tokyo đến trụ sở của Alps. Những kỹ sư ở đây làm việc thậm chí không cần một sản phẩm mẫu, chỉ duy nhất một mô hình thô. Jobs nghĩ rằng điều này thật tuyệt, còn Belleville thì lo sợ. Ông nghĩ, không có lý do nào tin được rằng Alps có thể đảm bảo cung cấp đủ linh kiện cho việc ra mắt máy tính Mac trong vòng một năm.

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Họ tiếp tục đến thăm các công ty khác ở Nhật Bản và Jobs đã có những lỗi cư xử tồi tệ. Ông mặc quần bò và đi giày thể thao để gặp gỡ những nhà quản lý người Nhật, trịnh trọng trong những bộ vest đen. Khi họ tặng ông một món quà nhỏ theo như phong tục của người Nhật, ông thường chẳng mấy để ý đến chúng và thậm chí không bao giờ đáp lại thịnh tình của họ bằng những món quà của mình. Ông cười khinh khỉnh khi một hàng dài kỹ sư của những nhà máy này xếp hàng để đón tiếp và lịch sự đưa sản phẩm của họ cho ông kiểm tra.

Jobs ghét cả sản phẩm của họ lẫn thái độ khúm núm này. “Các ông đưa tôi những thứ này để làm gì?” Ông ngừng một lúc rồi nói tiếp “Đây đúng là một thứ tào lao vớ vẩn. Có thể nói cho tôi biết là liệu có ai có khả năng chế tạo những thứ tốt hơn thế này không?”. Mặc dù, hầu hết những “vị chủ nhà” đều cảm thấy sợ hãi, một số lại dường như thích thú với điều này. Họ đã từng được nghe kể những câu chuyện về phong cách khó chịu và cách cư xử nóng nảy của ông và giờ họ mới được mắt thấy tai nghe.

Điểm dừng chân cuối cùng của họ là nhà máy của Sony, nằm ở một vùng ngoại ô buồn tẻ của Tokyo. Với Jobs, nó trông thật lộn xộn và chẳng có gì chuyên nghiệp cả. Rất nhiều công đoạn được thực hiện bằng tay. Ông ghét điều đó. Quay trở lại khách sạn, Belleville đưa ra quan điểm sẽ sử dụng ổ đĩa của Sony vì nó đã có sẵn. Nhưng Jobs thì ngược lại. Ông quyết định họ sẽ làm việc với Alps để tự sản xuất ổ đĩa của mình và yêu cầu Belleville chấm dứt mọi công việc liên quan đến Sony.

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Belleville đã quyết định tốt nhất là nên phớt lờ một phần nào đó quyết định của Jobs. Ông đề nghị giám đốc điều hành của Sony chuẩn bị ổ đĩa sẵn sàng để họ sử dụng cho Macintosh. Khi Alps không thể giao hàng đúng hẹn, Apple sẽ chuyển sang làm việc với Sony. Vì thế Sony đã cử một kỹ sư, người chế tạo ra ổ đĩa này làm việc với Apple. Vị kỹ sư này tên là Hidetoshi Komoto, tốt nghiệp đại học Purdue, người may mắn sở hữu một bộ óc hài hước khi nói về công việc bí mật của mình.

Bất cứ khi nào Jobs từ văn phòng đến thăm các kỹ sư của nhóm phát triển Mac, hầu hết là vào mỗi buổi chiều, họ sẽ nhanh chóng tìm một chỗ cho Komoto trốn. Một hôm, Jobs đã bắt gặp anh ta ở một quầy thông tin ở Cupertino và nhận ra là đã gặp trong một cuộc họp ở Nhật Bản nhưng ông đã không có ý nghi ngờ gì cả. Cuộc gọi báo động lẩn trốn ngắn nhất là khi Jobs đột ngột ghé thăm nơi làm việc của nhóm phát triển Mac. Lúc đó, Komoto đang ngồi trong khoang làm việc. Một kỹ sư trong đội đã tóm lấy anh ta, chỉ vào tủ đựng đồ và bảo: “Nhanh lên, trốn trong tủ quần áo ấy. Làm ơn đi! Ngay bây giờ!” Hertzfeld kể rằng Komoto lúc đó bối rối nhưng cũng nhanh chóng làm như được chỉ bảo. Komoto trốn trong tủ khoảng năm phút, cho đến khi Jobs dời đi. Các kỹ sư của nhóm phát triển Mac đã phải xin lỗi nhưng ông đáp lại “Không vấn đề gì. Có điều phong cách làm việc của người Mỹ thật lạ. Rất lạ”.

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Dự tính của Belleville đã đúng. Vào tháng 5 năm 1983, những người đứng đầu của Alps phải thừa nhận rằng họ cần thêm khoảng 18 tháng nữa để đưa phiên bản ổ đĩa giống như của Sony vào sản xuất. Trong một kỳ nghỉ ở Pajaro Dunes, Markkula tra hỏi Jobs về việc ông định làm sắp tới. Cuối cùng, Belleville đã ngắt lời và nói ông đã chuẩn bị một phương án sẵn sàng thay thế cho ổ đĩa của Alps. Jobs nhìn trân trân một lúc rồi hiểu ra tại sao ông lại gặp người thiết kế ổ đĩa hàng đầu của Sony ở Cupertino. Jobs nói “Ông là đồ đểu cáng!”. Nhưng đó không phải là những phát ngôn trong cơn giận dữ. Jobs nhe răng ra cười. Hertzfeld kể lại rằng, ngay khi nhận ra những việc mà Belleville và những kỹ sư khác làm sau lưng, “Steve đã nuốt tự ái cá nhân và cảm ơn họ vì đã không tuân theo lệnh của ông để làm những điều được chứng minh là đúng đắn”. Sau tất cả, đó là những gì ông có thể làm được trong trường hợp này.

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Chương 14

KẾT NẠP SCULLEY

Thách thức PEPSI

Hợp tác với John Sculley, 1984.

Thuyết phục

Mike Markkula chưa bao giờ muốn trở thành Chủ tịch Hội đồng Quản trị của Apple. Ông thích thiết kế ngôi nhà mới của mình, thích lái máy bay riêng của mình, và thích việc chọn lựa những cổ phiếu để đầu tư chứ chẳng hề hứng thú gì với việc giải quyết những mâu thuẫn hoặc lãnh đạo một tổ chức. Ông đảm nhiệm vai trò này một cách miễn cưỡng, khi ông cảm thấy bắt buộc phải thay thế Mike Scott. Ông hứa với vợ chỉ đảm nhiệm chức vụ này tạm thời. Đến cuối năm 1982, sau gần hai năm, vợ ông lại đưa ra tối hậu thư: tìm một người thay thế vị trí của ông ngay lập tức.

Jobs biết rằng mình chưa sẵn sàng tự điều hành công ty, mặc dù phần nào đó ông cũng rất muốn thử. Bỏ qua một bên lòng kiêu ngạo vốn có, ông vẫn tự biết lượng sức mình. Markkula cũng đồng tình về điều đó; ông nói với Jobs rằng Jobs chưa đủ nhạy bén và không có nhiều kinh nghiệm quản lý để làm chủ tịch của Apple. Vì vậy, họ bắt đầu tìm kiếm một người thích hợp khác ở bên ngoài công ty.

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Người mà họ muốn thuê về nhất là Don Estridge, người đã xây dựng nên bộ phận máy tính cá nhân của IBM ngay từ những ngày đầu và phát triển dòng sản phẩm PC mà mặc dù Jobs và nhóm của ông vẫn luôn xem thường nhưng doanh thu của sản phẩm đó đã vượt xa Apple. Estridge đã lèo lái bộ phận của mình tại Boca Raton, Florida, tách khỏi tập đoàn mẹ Armonk tại New York một cách êm thấm. Ông giống với Jobs ở khả năng thúc đẩy và truyền cảm hứng, nhưng khác với Jobs ở chỗ có thể khiến người khác nghĩ rằng những ý tưởng tuyệt vời của ông là do họ nghĩ ra. Jobs bay tới Boca Raton cùng lời đề nghị làm việc với mức lương một triệu đô-la và khoản tiền thưởng tương đương, một triệu đô-la, nhưng Estridge đã từ chối. Ông không phải là loại người nhảy khỏi con tàu của mình để gia nhập hàng ngũ kẻ thù. Ông muốn được là một phần của hạm đội, thành viên của Hải quân hơn là trở thành cướp biển. Ông không mấy hài lòng với những câu chuyện mà Jobs đưa đẩy về công ty điện thoại. Mỗi khi ai đó hỏi ông về nơi làm việc, ông thường chỉ trả lời “IBM”.

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Đến nước này thì Jobs và Markkula chỉ còn biết cậy nhờ Gerry Roche, một công ty săn đầu người uy tín, để tìm kiếm người cho vị trí còn khuyết. Họ quyết định không chú trọng vào các giám đốc điều hành ngành công nghệ nữa, những gì họ cần chỉ là một chuyên gia marketing hướng đến khách hàng biết về quảng cáo và có thể đánh bóng tên tuổi của công ty trên phố Wall. Roche đã để mắt đến người được mệnh danh là phù thủy marketing hướng đến khách hàng, danh tiếng nhất thời bấy giờ, John Sculley, chủ tịch của bộ phận Pepsi Cola thuộc Tập đoàn Pepsi, người vận động cho chiến dịch quảng cáo Pepsi Challenge và mang về chiến thắng vẻ vang. Khi Jobs trò chuyện với sinh viên ngành quản trị kinh doanh của Đại học Stanford, ông được nghe nhiều điều tốt đẹp về Sculley, người cũng từng có lần đến đây trò chuyện. Vì vậy, ông nói với Roche rằng rất muốn được gặp Sculley.

Nền tảng của Sculley rất khác so với Jobs. Mẹ ông là một phụ nữ thuộc giới thượng lưu ở Manhattan, luôn đeo găng tay trắng mỗi khi ra ngoài, còn cha ông là một luật sư chân chính của phố Wall. Sculley từng được gửi đến học trường St. Mark, sau đó theo học lấy bằng cử nhân của trường Brown và bằng kinh doanh của trường Wharton. Ông thăng tiến qua nhiều cấp bậc ở Tập đoàn PepsiCo từ vị trí chuyên gia marketing và quảng cáo sáng tạo, với niềm đam mê dành cho việc phát triển sản phẩm và công nghệ thông tin.

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Sculley bay tới Los Angeles để hưởng lễ Giáng sinh với hai đứa con đang tuổi vị thành niên từ cuộc hôn nhân trước của mình. Ông đưa hai con đến tham quan một cửa hàng máy tính, và ông đã rất ngạc nhiên với việc các sản phẩm này được tiếp thị một cách nghèo nàn thế nào. Khi lũ trẻ hỏi tại sao đột nhiên ông lại hứng thú với máy tính đến vậy, ông tiết lộ rằng ông dự định đến Cupertino gặp Steve Jobs. Hai đứa trẻ vô cùng phấn khích. Chúng lớn lên giữa rất nhiều ngôi sao điện ảnh, nhưng với chúng, Jobs mới thực sự là một siêu sao. Điều này đã khiến Sculley cân nhắc nghiêm túc hơn về việc được thuê làm sếp của anh ta.

Khi đến thăm trụ sở chính của Apple, Sculley đã giật mình với các phòng ốc khồng hề phô trương và bầu không khí hết sức thoải mái. Ông để ý thấy “Hầu hết mọi người đều ăn mặc giản dị hơn nhiều so với kỹ thuật viên của PepsiCo”. Vào giờ ăn trưa, Jobs chỉ lặng lẽ chọn món salát cho mình, nhưng khi Sculley khẳng định rằng hầu hết các nhà điều hành đều nhận thấy máy tính quá khó để sử dụng so với giá trị của nó, Jobs không ngần ngại đáp trả: “Chúng tôi muốn thay đổi cách thức mà mọi người sử dụng máy tính”.

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Trên chuyến bay trở về nhà, Sculley đã ghi lại những nhận định của mình. Thành quả mà ông có được là một bản ghi chép dài tám trang về tiếp thị máy tính đến tay người tiêu dùng và về quản trị kinh doanh. Bản ghi chép đó dù đôi chỗ có phần tự tin thái quá, dầy đặc các cụm từ gạch chân, sơ đồ và bảng biểu nhưng nó đã thể hiện niềm hứng khởi mới được nhen lên của ông khi tìm cách bán một sản phẩm nào đó thú vị hơn Soda. Một trong số những khuyến nghị của Sculley là: “Nên đầu tư vào việc quảng cáo theo cách tô vẽ với người tiêu dùng rằng tiềm năng của Apple có thể khiến cuộc sống của họ trở nên phong phú!” Ông vẫn cảm thấy do dự không muốn rời Pepsi, nhưng Jobs thực sự đã cuốn hút ông. “Tôi đã bị thuyết phục bởi một thiên tài trẻ tuổi bốc đồng, và tôi nghĩ rằng sẽ thật tuyệt nếu được cùng làm việc và hiểu hơn nữa về cậu ta”, ông nhớ lại.

Và thế là Sculley đồng ý gặp lại khi Jobs đến New York lần tới, nhân sự kiện giới thiệu máy tính cá nhân Lisa vào tháng 1 năm 1983 tại khách sạn Carlyle. Sau cả một ngày trả lời phỏng vấn liên miên, nhóm nghiên cứu của Apple vô cùng ngạc nhiên khi thấy một vị khách đột nhiên đi vào sảnh. Jobs nới lỏng cà vạt và giới thiệu Sculley với tư cách là chủ tịch của Pepsi và là một khách hàng tiềm năng lớn của công ty. Sau khi John Couch giải thích cặn kẽ về máy tính Lisa, Jobs cũng ca ngợi hết lời, ông sử dụng những cụm từ gây ấn tượng mạnh yêu thích của mình như “cuộc cách mạng” hay “không thể tin nổi”, và khẳng định chiếc máy này sẽ thay đổi bản chất cách thức con người tương tác với máy tính.

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Sau đó họ đến ăn ở nhà hàng Four Seasons, một thiên đường lung linh sang trọng và đầy quyền lực. Khi Jobs còn mải chọn một suất ăn thuần chay đặc biệt thì Sculley lại nói chuyện về những thành công trong marketing của Pepsi. Về chiến dịch quảng cáo Pepsi Generation (Thế hệ Pepsi), Sculley nói rằng, nó nhằm mục đích không chỉ để bán một sản phẩm mà còn hướng đến việc tạo ra một lối sống mới và cái nhìn lạc quan. “Tôi cho rằng Apple cũng có cơ hội để tạo ra một thế hệ của riêng Apple.” Jobs nhiệt tình đồng ý. Ngược lại, chiến dịch quảng cáo Pepsi Challenge (Thách thức Pepsi) lại tập trung vào sản phẩm, bao gồm các mẫu quảng cáo, sự kiện và hoạt động PR để khuấy đảo sự chú ý. Khả năng biến sự ra đời của một sản phẩm mới trở thành thời khắc gây phấn khích cho toàn quốc gia, Jobs nhấn mạnh, chính là những gì ông và Regis McKenna đang muốn thực hiện ở Apple.

Khi họ kết thúc cuộc trò chuyện thì đã gần đến nửa đêm. “Đây là một trong những buổi tối thú vị nhất đời tôi”, Jobs nói với Sculley như vậy trên đường trở về khách sạn Carlyle. “Tôi không thể diễn tả được hết niềm vui sướng của mình.” Và đêm đó, khi Sculley về đến nhà ở Greenwich, Connecticut, ông đã mất ngủ. Thương lượng với Jobs thú vị hơn nhiều so với việc đàm phán với mấy chai soda. “Nó kích thích tôi, khuấy động mong ước lâu nay của tôi được trở thành kiến trúc sư của những ý tưởng”, ông hồi tưởng lại. Sáng hôm sau, Roche gọi cho Sculley. “Tôi không biết các anh đã làm gì đêm qua, nhưng để tôi nói cho anh hay, Steve Jobs cực kỳ phấn khích”, ông nói.

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Và sau đó màn “tán tỉnh” giữa họ tiếp diễn, Sculley tỏ ra mình còn cân nhắc nhưng không quá khó để bị thuyết phục. Jobs đáp máy bay cho chuyến viếng thăm vào một ngày thứ bảy trong tháng 2, và lái một chiếc xe limo tới Greenwich. Ông đến ngôi biệt thự mới xây đầy vẻ phô trương của Sculley, ngôi nhà được thiết kế với rất nhiều khung cửa sổ, nhưng thứ mà ông ngưỡng mộ nhất là những cánh cửa được làm bằng gỗ sồi lâu năm nặng tới hơn 100 cân đươc lắp đặt một cách chắc chắn và cân bằng đến mức vẫn có thể mở được chỉ với một cái chạm tay. “Steve đã bị cuốn hút vào điều đó bởi ông ấy, giống như tôi, là một người cầu toàn”, Sculley nhớ lại. Do đó, từ thiện cảm ban đầu giống như bị cuốn hút bởi một ngôi sao sáng, Sculley nhận ra ở Jobs những phẩm chất mà ông thấy ở chính mình.

Sculley thường lái một chiếc Cadillac, nhưng biết được sở thích của vị khách, ông mượn chiếc Mercedes 450SL của vợ để đưa Jobs đến chiêm ngưỡng trụ sở chính xa hoa rộng 114 mẫu Anh của Tập đoàn Pepsi, trái ngược với hình ảnh nghèo nàn của Apple. Đối với Jobs, đó là biểu tượng cho sự khác biệt giữa một nền kinh tế kỹ thuật số non trẻ với một trong những tập đoàn hùng manh nằm trong bảng xếp hạng Fortune 500. Một lối đi quanh co dẫn qua bãi cỏ được cắt tỉa cẩn thận và một khu vườn trưng bày nhiều tác phẩm điêu khắc (có cả các những tác phẩm của Rodin, Moore, Calder và Giacometti), hướng đến một tòa nhà được xây dựng bằng bê tông và kính do Edward Durell Stone thiết kế.

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Trong văn phòng lớn của Sculley có một tấm thảm Ba Tư, chín cửa sổ, một khu vườn nhỏ riêng tư, một góc làm việc và một phòng tắm cá nhân. Khi Jobs tận mắt thấy trung tâm thể dục của tập đoàn, ông ngạc nhiên với việc các nhà quản lý được dành riêng một khu vực, với bể bơi nước nóng riêng, tách biệt với khu vực của nhân viên. “Thật kỳ lạ”, ông nói. Sculley vội vã đồng tình. “Thực tế ở đây là như vậy, tôi cũng không đồng tình với chuyện này, tôi cũng thường xuyên ghé qua và tập trong khu vực của nhân viên”, ông nói.

Họ gặp lại nhau một vài tuần sau đó ở Cupertino, khi Sculley trên đường trở về từ một cuộc hội thảo về quy ước đóng chai Pepsi tại Hawai. Mike Murray, CMO cho Macintosh, đã lên kế hoạch cho nhóm Mac chuẩn bị tiếp đón Sculley, nhưng ông không hề biết mục đích thực sự của chuyến viếng thăm này. “Có lẽ PepsiCo muốn mua hàng nghìn máy Mac trong vài năm tới”, ông diễn giải trong một bản ghi nhớ cho các thành viên trong nhóm Macintosh. “Trong năm qua, ngài Sculley và ngài Jobs đã trở thành bạn bè thân thiết. Sculley được xem là một trong những chuyên gia marketing tài giỏi nhất hiện nay, vì thế, chúng ta cần tiếp đón ông ấy thật chu đáo”.

Jobs muốn chia sẻ với Sculley niềm phấn khích của mình đối với máy tính Macintosh. “Sản phẩm này có ý nghĩa với tôi nhiều hơn bất cứ thứ gì tôi từng làm trước đó”, ông nói. “Tôi muốn anh là người ngoài Apple đầu tiên được xem nó.” Ông từ từ kéo tấm màn che nguyên mẫu chiếc máy lên để bắt đầu cuộc trình diễn. Sculley nhận thấy Jobs gây ấn tượng không kém gì chiếc máy của ông. “Ông ấy có vẻ giống với một nghệ sĩ biểu diễn hơn là một doanh nhân. Từng cử động dường như đều được tính toán, như thể đã được luyện tập từ trước, để tạo một cơ hội trong khoảnh khắc”.

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Jobs đã yêu cầu Hertzfeld và cả nhóm chuẩn bị một đoạn video để khiến Sculley thích thú. “Anh ta thực sự rất thông minh”, Jobs nói. “Anh không thể tưởng tượng được là anh ta thông minh đến thế nào đâu.” Lời giải thích rằng Sculley có thể mua rất nhiều máy Macintosh cho Pepsi “nghe có vẻ rất khả nghi với tôi”, Hertzfeld nhớ lại, nhưng ông và Susan Kare vẫn thực hiện một đoạn video trong đó những nắp chai và lon Pepsi nhảy múa xung quanh logo Apple. Hertzfeld hào hứng đến mức ông đã vẫy tay khi bản mẫu được bật lên, nhưng Sculley dường như chẳng mấy ấn tượng. “Anh ta hỏi một số câu hỏi, nhưng có vẻ như chẳng hề thực sự quan tâm đến chúng”, Hertzfeld nhớ lại. Cuối cùng thì Hertzefeld không niềm nở với Sculley nữa. “Anh ta vô cùng giả tạo, một kẻ hoàn toàn giả tạo”, ông nói. “Anh ta vờ là mình quan tâm đến công nghệ, nhưng thực ra là không. Đó là một gã làm tiếp thị, và điểm chung của những gã tiếp thị là: những kẻ được trả tiền để giả tạo”.

Câu chuyện đi đến hồi kết khi Jobs đến New York vào tháng 3 năm 1983 để chuyển những lời tán tỉnh thành một câu chuyện tình lãng mạn. “Tôi nghĩ rằng anh là người tôi cần”, Jobs nói khi họ đi qua Công viên Trung tâm. “Tôi muốn anh đến và làm việc với tôi. Tôi có thể học hỏi rất nhiều từ anh”. Jobs, người luôn tìm kiếm hình bóng người cha trong quá khứ, biết chính xác làm cách nào để đánh bại cái tôi và sự bất trị của Sculley. Và cách đó thực sự hiệu quả. “Tôi đã say mê anh ta”, Sculley thừa nhận sau đó. “Steve là một trong những người sáng chói nhất mà tôi từng gặp. Tôi có chung với anh ta niềm đam mê những ý tưởng”.

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Sculley là người đam mê lịch sử nghệ thuật, ông đã đưa Jobs đến bảo tàng Metropolitan để làm một thử nghiệm nhỏ xem liệu Jobs có thực sự sẵn sàng học hỏi từ những người khác hay không. “Tôi muốn biết anh ta có thể nắm bắt nhanh như thế nào một vấn đề mà anh ta hoàn toàn không có kinh nghiệm trước đó”, ông nhớ lại. Khi họ đi lướt qua các cổ vật Hy Lạp và La Mã, Sculley giải thích chi tiết về sự khác biệt giữa các tác phẩm điêu khắc cổ xưa của thế kỷ VI trước Công nguyên và các tác phẩm điêu khắc của Periclean một thế kỷ sau đó. Jobs đón nhận những kiến thức mà ông chưa bao giờ được học ở trường đại học, mải mê đắm chìm trong nó. “Tôi có cảm giác rằng mình sẽ là giảng viên của một sinh viên xuất sắc”, Sculley nhớ lại. Một lần nữa, ông đã thêm tự tin rằng họ giống nhau: “Tôi thấy ở anh ta hình ảnh phản chiếu của chính tôi khi còn trẻ. Khi đó, tôi quá thiếu kiên nhẫn, cứng đầu, kiêu ngạo và hung hăng. Tâm trí của tôi bùng nổ với những ý tưởng, thường muốn loại bỏ tất cả mọi thứ khác. Tôi cũng không chịu dung nạp những người không phù hợp với nhu cầu của tôi.”

Và họ tiếp tục đi bộ một đoạn dài, Sculley tâm sự rằng mình đã từng đến khách sạn Left Bank ở Paris để vẽ phác họa, nếu không trở thành một doanh nhân, ông có lẽ đã là một họa sĩ. Jobs đáp lời rằng nếu ông không làm việc với máy tính, ông có lẽ ông sẽ trở thành một nhà thơ Paris. Họ tiếp tục đi xuống Broadway đến hãng thu âm Colony phố Bốn mươi chín, nơi Jobs chia sẻ với Sculley loại nhạc mà ông yêu thích, trong đó có Bob Dylan, Joan Baez, Ella Fitzgerald và nghệ sĩ nhạc jazz Windham Hill. Sau đó, họ trở lại tòa nhà San Remo số bảy mươi tư ở phía đông Công viên Trung tâm, nơi Jobs đã lên kế hoạch mua một căn hộ ở tầng mái của tòa nhà.

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Họ đi đến một thỏa thuận hoàn hảo ở một góc sân thượng, Sculley đứng tựa người vào tường vì ông sợ độ cao. Đầu tiên, họ thảo luận về tiền bạc. “Tôi nói với anh ấy rằng tôi muốn mức lương một triệu đô-la và một triệu tiền thưởng khi ký hợp đồng”, Sculley nói. Jobs tuyên bố sẽ đáp ứng điều đó. “Thậm chí nếu tôi phải trả cho anh bằng tiền túi của mình”, ông nói. “Chúng ta sẽ phải giải quyết hết những vấn đề đó, vì anh là người tuyệt nhất mà tôi từng gặp. Tôi biết anh hoàn hảo dành cho Apple, và Apple xứng đáng nhận được những gì tốt nhất”. Jobs nói thêm rằng ông chưa bao giờ làm việc cho một người mà ông thực sự tôn trọng, nhưng ông biết rằng Sculley là người có thể đưa ra nhiều lời khuyên hữu ích nhất. Và Jobs nhìn ông bằng một ánh nhìn kiên định không chớp.

Sculley thốt lên một câu nói ý nhị cuối cùng, một gợi ý ám chỉ rằng có thể họ chỉ cần trở thành bạn bè và ông vẫn có thể đưa cho Jobs những lời khuyên bên ngoài. “Bất cứ lúc nào anh đến New York, tôi đều rất vui lòng được tiếp đón anh”. Sau đó, ông kể lại thời điểm đáng nhớ: “Steve cúi đầu xuống và nhìn chằm chằm vào mũi giày. Sau giây phút im lặng nặng nề, anh ta nói ra một câu thách thức đã ám ảnh tôi nhiều ngày sau đó. ‘Anh muốn dành cả phần đời còn lại để bán nước ngọt có ga hay muốn có một cơ hội cùng tôi thay đổi thế giới?’”

Sculley cảm thấy như thể mình đã bị hạ gục hoàn toàn. Ông không có phản ứng nào ngoài thái độ ngầm bằng lòng. “Anh ta có một khả năng kỳ lạ để luôn đạt được những gì anh ta muốn, biết cách đánh giá một người và biết chính xác cần nói những gì để có thể gây ảnh hưởng đến họ”, Sculley nhớ lại. “Lần đầu tiên trong vòng bốn tháng tôi nhận ra mình không thể nói không”. Khi mặt trời mùa đông đã hửng, họ rời khỏi căn hộ và đi bộ qua công viên tới khách sạn Carlyle.

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Tuần trăng mật

Sculley đến California vào năm 1983 đúng lúc Apple tái cơ cấu hoạt động quản lý tại Dunes Pajaro. Dù đã bỏ lại tất cả ở Greenwich, nhưng ông vẫn khá khó khăn khi điều chỉnh để có thể hòa nhập với không khí ở đây. Trước cửa phòng họp, Jobs ngồi dưới sàn nhà trong tư thế thiền yoga và lơ đãng đùa nghịch với những ngón chân của mình. Sculley đã cố gắng điều hành cuộc họp, ông muốn thảo luận làm về cách cá biệt hóa các sản phẩm Apple II, Apple III, Lisa, Mac, và liệu có cần thiết tổ chức công ty thành các bộ phận riêng theo từng dòng sản phẩm, hoặc phân chia theo thị trường hay chức năng. Tuy nhiên, các cuộc thảo luận đã biến thành nơi đưa ra những ý tưởng ngẫu nhiên, khiếu nại và tranh luận.

Trong một cuộc thảo luận, Jobs tấn công nhóm Lisa vì sản xuất một sản phẩm không thành công. “Thực ra”, một người nào đó phản bác, “Ông cũng vẫn chưa hoàn thiện máy Macintosh cơ mà. Sao ông không đợi cho đến khi sản phẩm của ông ra mắt rồi hãy chỉ trích người khác”. Sculley không khỏi ngạc nhiên. Ở Pepsi không ai dám thách thức chủ tịch như thế. “Tuy nhiên, ở đây, mọi người bắt đầu tỏ thái độ với Steve.” Điều đó khiến ông nhớ lại một câu bông đùa mà ông nghe được từ những nhân viên quảng cáo của Apple: “Sự khác biệt giữa Apple và lính trinh sát là gì? Đó là lính trinh sát bị giám sát.”

Đúng vào lúc họ đang cãi nhau, một trận động đất nhỏ xảy ra khiến căn phòng rung lên. “Chạy theo hướng bãi biển”, ai đó hét lên. Mọi người chạy qua ùa ra cánh cửa. Sau đó, tiếng ai đó hét lên rằng các trận động đất trước đó đã tạo ra những làn sóng cao nguy hiểm, lập tức tất cả họ đều quay lại và chạy theo hướng khác. “Sự do dự, những mâu thuẫn, bóng ma của thảm họa tự nhiên, tất cả đều là điềm báo trước những gì sẽ xảy đến sau đó”, Sculley viết lại sau đó.

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Một sáng thứ bảy, Jobs mời Sculley và vợ của ông, Leezy, đến chơi vào bữa sáng. Khi đó ông sống trong một ngôi nhà khá đẹp xây dựng theo phong cách Tudor ở Los Gatos cùng với bạn gái của mình, Barbara Jasinski, một phụ nữ đẹp, thông minh và dè dặt làm việc cho công ty Regis McKenna. Leezy mang ra một chảo trứng ốp-lết. (Jobs đã nới lỏng chế độ ăn uống thuần chay nghiêm ngặt của mình lúc đó). “Tôi xin lỗi, tôi không thích nhà có quá nhiều đồ đạc”, Jobs thành thật. “Tôi không quen với chuyện đó.” Đó là một tật có từ lâu của Jobs: Những tiêu chuẩn về độ chính xác của ông kết hợp với lối sống thanh đạm khiến cho ông cảm thấy miễn cưỡng mỗi lần phải mua bất cứ đồ đạc nào. Ông chỉ có một chiếc đèn Tiffany, một bàn ăn cổ và một đầu đĩa video laser cùng một chiếc ti vi Sony, và những cái đệm trên sàn thay cho ghế sô-pha. Sculley mỉm cười và hồi tưởng về “cuộc sống điên cuồng và khổ hạnh trong một căn hộ lộn xộn của thành phố New York” những năm đầu trong sự nghiệp của ông.

Jobs tâm sự với Sculley rằng ông tin là ông sẽ chết trẻ, vì vậy ông cần hoàn tất mọi thứ một cách nhanh chóng để có thể để lại dấu ấn của mình trong lịch sử thung lũng Silicon. “Tất cả chúng ta đều chỉ có một khoảng thời gian nhất định trên thế giới này”, ông nói với Sculleys khi họ ngồi quanh bàn buổi sáng hôm đó. “Có lẽ chúng ta chỉ có cơ hội làm một vài điều thực sự tuyệt vời và phải làm cho thật tốt. Không một ai trong chúng ta có thể biết mình sẽ được ở đây trong bao lâu, cũng giống như tôi, nhưng tôi tin là tôi có để thực hiện rất nhiều điều trong khi tôi còn trẻ.”

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Jobs và Sculley nói chuyện với nhau rất thường xuyên mỗi ngày trong những tháng đầu. “Steve và tôi đã trở thành bạn tâm giao, gần như là tri kỉ”, Sculley chia sẻ. “Chúng tôi thích lối nói nửa chừng hoặc bỏ ngỏ.” Jobs luôn khiến Sculley cảm thấy hãnh diện. Khi ông đáp trả bằng một câu nào đó, Jobs sẽ nói điều tương tự như “Chỉ có cậu mới hiểu được ý tôi”. Lúc nào họ cũng có thể nói với nhau rằng họ cảm thấy hạnh phúc như thế nào khi được ở bên cạnh nhau và làm việc cùng nhau. Và mỗi khi có cơ hội chỉ ra một điểm tương đồng với Jobs, Sculley lại nói điều đó ra:

Chúng tôi có thể đối đáp được trúng ý của nhau bởi vì chúng tôi có chung lối tư duy. Steve sẽ đánh thức tôi vào lúc 2 giờ sáng bằng một cú điện thoại chỉ để chia sẻ về một ý tưởng đột nhiên nảy ra trong tâm trí mình. “Xin chào! Tôi đây”, ông nói trong khi người nghe còn đang mơ màng, hoàn toàn không có ý niệm gì về thời gian. Tôi cũng từng làm điều tương tự trong những tháng ngày còn làm việc tại Pepsi. Steve sẽ biến nó thành một bài thuyết trình vào sáng hôm sau, với những dẫn chứng và văn bản. Tôi cũng từng như vậy khi đấu tranh để đưa quyền tự do đóng góp ý kiến trở thành một công cụ quản lý quan trọng trong những ngày đầu tiên của tôi tại Pepsi. Là một nhà quản lý trẻ, tôi luôn thiếu kiên nhẫn chờ đợi mọi việc được thực hiện và thường cho rằng mình có thể làm tốt hơn. Vì vậy, đôi khi tôi như thấy chính mình trong hình ảnh của Steve vậy. Những điểm tương đồng kỳ lạ, và chúng giúp chúng tôi gắn kết để cùng phát triển.

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Điều này chỉ là ảo tưởng, và đó là một công thức cho thảm họa. Jobs cũng sớm cảm nhận được điều đó. “Chúng tôi có cách nhìn nhận khác nhau, quan điểm khác nhau về con người, các giá trị khác nhau”, Jobs nhớ lại. “Tôi bắt đầu nhận ra điều này sau vài tháng anh ta đến. Anh ta không thích ứng nhanh chóng, và những kẻ anh ta muốn làm việc cùng là những kẻ kém cỏi.”

Tuy nhiên, Jobs biết rằng mình có thể thao túng Sculley bằng cách củng cố niềm tin của ông ta rằng họ giống nhau. Và khi Sculley càng tin vào điều đó, thì nỗi khinh bỉ của Jobs càng tăng lên. Những người khôn ngoan trong nhóm Mac, như Joanna Hoffman, đã sớm nhận ra những gì đang xảy ra và biết rằng chắc chắn nó sẽ dẫn đến một sự đổ vỡ. “Steve khiến Sculley cảm thấy mình thật đặc biệt”, bà nói. “Sculley không bao giờ biết điều đó. Sculley đã trở nên mê muội, Jobs mong chờ ở Sculley những cá tính mà ông ta không hề có. Khi rõ ràng rằng Sculley không đáp ứng được kỳ vọng, Steve đã gây ra một cuộc chiến khó xử.”

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Lòng nhiệt tình của Sculley cũng dần giảm xuống. Một điểm yếu của Sculley khi điều hành một công ty chưa ổn định là mong muốn làm hài lòng những người khác, một trong những đặc điểm không hề giống Jobs. Ông là một người lịch sự, điều này khiến ông không ưa sự khiếm nhã của Jobs đối với những đồng nghiệp của họ. “Chúng tôi đến nơi họ phát triển máy Mac vào 11 giờ đêm”, ông nhớ lại, “và họ đưa cho Jobs xem những mã code hiển thị. Trong vài trường hợp, thậm chí anh ta còn không thèm nhìn vào chúng. Anh ta cầm báo cáo lên và ném lại vào mặt họ. Tôi muốn nói, ‘Sao anh lại cư xử với họ như vậy?’ Và Jobs sẽ nói, ‘Tôi biết họ còn có thể làm tốt hơn.’” Sculley đã cố gắng thay đổi ông. “Anh phải học cách kiên nhẫn hơn”. Jobs đồng ý, nhưng chắc chắn kiềm chế cảm xúc của mình không phải là bản tính của Jobs.

Sculley bắt đầu tin rằng cá tính hiếu chiến và sự thất thường trong cách cư xử của Jobs bắt nguồn từ các vấn đề tâm lý của ông, có lẽ là do ảnh hưởng của chứng tâm thần phân liệt nhẹ. Tâm trạng của ông thường xuyên bất ổn, đôi khi ông cảm thấy rất sung sướng, nhưng vào lúc khác, ông lại thấy vô cùng chán nản. Có những lúc Jobs giở chứng nổi điên lên mà không hề báo trước, và Sculley sẽ phải giúp ông bình tĩnh lại. “Hai mươi phút sau, tôi sẽ nhận được một cuộc gọi thông báo rằng Steve lại đang mất kiểm soát”, ông nói.

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Bất đồng ý kiến đầu tiên giữa họ nảy sinh khi định giá máy tính Macintosh. Ban đầu nó có giá là 1.000 đô-la, nhưng những thay đổi trong thiết kế của Jobs đã đẩy chi phí tăng cao khiến cho giá của nó lên đến 1.995 đô-la. Tuy nhiên, khi Jobs và Sculley bắt đầu lập kế hoạch đẩy mạnh chiến dịch marketing, Sculley quyết định rằng họ cần tính phí thêm 500 đô-la nữa. Đối với ông, chi phí marketing giống như bất kỳ chi phí sản xuất nào khác và cần phải được tính vào giá của sản phẩm. Jobs phản đối kịch liệt. “Nó sẽ hủy hoại những gì chúng ta muốn xây dựng”, ông nói. “Tôi muốn tạo ra một cuộc cách mạng, chứ không phải là một nỗ lực siết chặt lợi nhuận”. Sculley nói rằng chỉ có một sự lựa chọn đơn giản: Anh có thể giữ mức giá 1.995 đô-la hoặc anh sẽ có ngân sách dồi dào cho hoạt động marketing, nhưng không thể có cả hai.

“Có thể các bạn không thích điều này”, Jobs nói với Hertzfeld và các kỹ sư khác, “Nhưng Sculley khăng khăng định giá 2.495 đô-la cho Mac thay vì 1.995 đô-la.” Trên thực tế, các kỹ sư cảm thấy thật kinh hoàng. Hertzfeld nói rằng họ thiết kế máy Mac cho những người sử dụng thông thường, và việc nâng giá nó quá cao sẽ là một “sự phản bội” đối với những gì họ mong muốn. Vì vậy, Jobs hứa, “Đừng lo lắng, tôi sẽ không để chuyện đó xả ra!” Nhưng cuối cùng, Sculley đã thắng thế. Hai nhăm năm sau đó, Jobs vẫn giận dữ nhớ lại: “Đó là nguyên nhân chính khiến doanh số bán Macintosh thất bại và Microsoft thống lĩnh thị trường.” Quyết định đó khiến ông cảm thấy mình đã mất quyền kiểm soát đối với sản phẩm và công ty của mình, điều này nguy hiểm chẳng khác gì việc dồn một con hổ vào chân tường.

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Chương 15

LỄ RA MẮT

Một mảnh vỡ của vũ trụ

Đoạn quảng cáo “1984”.

Chuyến tàu nghệ thuật thực sự

Cao điểm hội nghị bán hàng của hãng Apple tháng 10 năm 1983 là một hài kịch ngắn dựa trên chương trình truyền hình “The Dating Games”, (tạm dịch là Trò chơi hẹn hò). Jobs đóng vai trò chủ trì, và ba đối thủ của ông, người đã được chính Jobs thuyết phục bay đến Hawai, là Bill Gates và hai kỹ sư phần mềm Mitch Kapor và Fred Gibbons. Lúc bản nhạc nền của chương trình vang lên cũng là lúc ba người họ ngồi vào ghế của mình. Gates, trông như một cậu sinh viên năm thứ hai, được người bán hàng của Apple 750 nhiệt liệt tán thưởng khi nói: “Năm 1984, Microsofts kỳ vọng sẽ có được một nửa doanh thu từ phần mềm cho máy tính Macintosh”. Jobs, với vẻ ngoài bảnh bao và hoạt bát, tươi cười hỏi Gates liệu anh ta có nghĩ rằng hệ điều hành mới của Macintosh sẽ trở thành một trong những chuẩn mực mới của ngành công nghiệp phần mềm. Gates trả lời: “Để tạo nên một chuẩn mực mới không chỉ cần tạo ra một chút khác biệt. Đó phải là một thứ hoàn toàn mới và phù hợp với trí tưởng tượng của tất cả mọi người. Và Macintosh là cỗ máy duy nhất tôi từng thấy có thể đáp ứng tiêu chuẩn đó.”

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Nhưng bất chấp những gì Gates nói, Microsoft vẫn ngày càng giống một đối thủ hơn là một cộng sự của Apple. Hãng vẫn tiếp tục sản xuất phần mềm ứng dụng ví dụ như Microsoft Word cho Apple, nhưng lại ngày càng thu được nhiều doanh thu từ hệ điều hành viết cho máy tính cá nhân IBM. Năm 1982, có 279.000 máy tính Apple IIs được tung ra thị trường, so với 240.000 máy tính cá nhân IBM và các máy tính cùng dòng. Nhưng số liệu của năm 1983 đã trở nên hoàn toàn khác: 420.000 máy tính Apple IIs so với 1,3 triệu máy tính IBM và các máy tính cùng dòng. Cả Apple III và Apple Lisa đều thất bại từ trong trứng nước.

Ngay khi Apple tiến sang thị trường Hawai, tuần báo Business Week đã lên tiếng chỉ trích điều này. Tờ báo này giật tít: “Máy tính cá nhân: Và người chiến thắng là… IBM”. Câu chuyện bên trong mô tả chi tiết sự nổi lên của IBM: “Cuộc chiến giành ngôi vị chủ chốt đã ngã ngũ”, và tạp chí đó xác nhận rằng “Trong cuộc chiến chớp nhoáng đầy ấn tượng chỉ kéo dài vẻn vẹn 2 năm, IBM đã giành được hơn 26% thị phần, và được kỳ vọng sẽ giành được 50% thị phần máy tính thế giới vào năm 1985. Và 25% thị phần sẽ về tay các dòng máy tương thích với IBM.”

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Điều đó gia tăng áp lực cho dòng máy tính Macintosh sắp ra mắt vào tháng 1 năm 1984, ba tháng sau đó, cỗ máy này phải chống chọi được với IBM. Trong cuộc họp bán hàng, Jobs quyết định chơi bài ngửa. Ông tổng hợp lại tất cả những sai lầm IBM đã mắc phải kể từ năm 1958, sau đó, với một chất giọng u ám, ông miêu tả cách IBM đang làm để chiếm lĩnh thị trường máy tính cá nhân: “Liệu Người khổng lồ xanh có hoàn toàn thống trị được nền công nghiệp máy tính và toàn bộ kỷ nguyên thông tin? Liệu George Orwel có đúng về năm 1984?”. Trong khoảnh khắc đó, một màn hình được thả từ trên trần xuống, trên đó có nội dung của đoạn quảng cáo truyền hình dài 60 giây cho Macintosh. Trong vài tháng tới, nó sẽ tạo thành một hiện tượng trong ngành quảng cáo, đồng thời cũng sẽ giúp hồi phục doanh số bán hàng vốn đang giảm sút của Apple. Jobs luôn có khả năng khơi dậy sức mạnh bằng cách tự tưởng tượng mình là một kẻ nổi loạn chiến đấu lại những thời kỳ đen tối. Và bây giờ ông đang truyền cảm hứng cho đội ngũ nhân viên của mình cũng với tầm nhìn đó.

Còn một chướng ngại vật nữa phải vượt qua: Hertzfeld và những lập trình viên khác phải hoàn thành bộ mã cho Macintosh để xuất hàng vào thứ Hai ngày 16 tháng Một. Một tuần trước đó, các kỹ sư đã kết luận rằng họ không thể làm kịp hạn chót.

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Lúc đó, Jobs đang ở Grand Hyatt, Manhattan để chuẩn bị cho các thông cáo báo chí, nên một cuộc họp vào sáng Chủ nhật đã được triệu tập. Giám đốc phần mềm điềm tĩnh giải trình tình hình cho Jobs, trong khi Hertzfeld và những người khác thầm thì hội ý qua loa. Tất cả những gì họ cần là có thêm hai tuần nữa. Chuyến hàng đầu tiên được chuyển đến những đại lý có thể có bản dùng thử của phần mềm, và nó sẽ được thay thế ngay khi bộ mã mới được hoàn thành vào cuối tháng. Cả căn phòng im lặng. Jobs không tỏ ra tức giận, thay vào đó, ông nói bằng giọng lạnh lùng và u ám. Ông động viên họ rằng họ thực sự rất giỏi, giỏi đến mức ông tin rằng họ sẽ làm được. “Chúng ta không thể nào thất bại”. ông tuyên bố. Dường như có một sự thay đổi lớn trong không khí làm việc của trụ sở Bandley. “Các bạn đã làm việc vì bộ mã này hàng tháng trời, hai tuần nữa sẽ không đem lại nhiều khác biệt. Các bạn nên cố gắng vượt qua. Tôi sẽ gửi hàng vào thứ Hai tuần sau, với tên các bạn trên đó”.

“Vâng, chúng ta phải hoàn thành nó ngay bây giờ”, Steve Capps nói. Và họ đã làm được. Một lần nữa, khả năng bóp méo sự thực của Jobs đã khiến họ làm được điều mà họ nghĩ là bất khả thi. Vào thứ Sáu, Randy Wigginton mua một túi lớn sô-cô-la phủ hạt cà phê cho ba kỹ sư làm việc thâu đêm cuối cùng. Khi Jobs đến làm việc vào lúc 8 rưỡi sáng thứ Hai, ông thấy Hertzfeld nằm dài mệt mỏi trên ghế sô pha. Sau khi bàn bạc vài phút về một lỗi nhỏ còn sót lại, Jobs cho rằng nó sẽ không gây trở ngại gì. Hertzfeld lết ra chiếc ô tô Volswagen màu xanh của mình, lái xe về nhà ngủ. Chỉ một lúc sau, nhà máy của Apple ở Fremont tiến hành xuất xưởng những kiện hàng được trang trí bằng hàng chữ sặc sỡ Macintosh. Một chuyến hàng nghệ thuật thực sự, Jobs từng tuyên bố, và giờ đội ngũ nhân viên sáng tạo nên Macintosh đã đạt được nó.

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Chương trình quảng cáo “1984”

Mùa xuân năm 1984, khi Jobs chuẩn bị cho sự ra mắt dòng máy tính Macintosh, ông tìm kiếm một hãng quảng cáo mà sự sáng tạo và ấn tượng được thể hiện rõ nét trong những sản phẩm họ tạo ra. “Tôi muốn một quảng cáo có thể khiến mọi người dừng bước. Tôi muốn nó phải vang như sấm động”. Công việc này được giao cho hãng quảng cáo Chiat/Day. Hãng này đã giành được đơn hàng của Apple sau khi mua lại bộ phận quảng cáo của Regis McKenna. Người đảm nhiệm là Lee Clow, một anh chàng cao lêu nghêu với bộ râu quai nón rậm rạp, mái tóc rối bù, điệu cười toe toét và đôi mắt sáng lấp lánh, giám đốc sáng tạo của văn phòng quảng cáo bộ phận bờ biển Venice ở Los Angeles. Clow là người hiểu biết và có tính cách thú vị, mang một phong thái thoải mái nhưng rất tập trung. Sau này, mối quan hệ giữa Jobs và anh ta kéo dài đến ba thập kỷ.

Clow và hai cộng sự, người phụ trách viết quảng cáo Steve Hayden và giám đốc mỹ thuật Brenbt Thomas, từng nói đùa về một câu nói nhại theo tiểu thuyết của George Orwell: “Sao 1984 không giống như 1984”. Jobs rất thích câu nói ấy và yêu cầu họ sử dụng nó cho sự kiện ra mắt của Macintosh. Vì thế, họ dựng nên phác thảo cho đoạn quảng cáo dài 60 giây giống như những thước phim khoa học viễn tưởng. Nó khắc họa một người phụ nữ nổi loạn vượt qua viên cảnh sát trong tiểu thuyết Orwell và ném chiếc búa tạ vào màn hình đang chiếu diễn thuyết hùng hồn của Big Brother.

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Ý tưởng toát lên từ đoạn quảng cáo đó đã nắm được tư tưởng của cuộc cách mạng máy tính cá nhân. Rất nhiều thanh niên, đặc biệt là những người có tư tưởng đả kích, từng nhìn nhận máy tính là công cụ mà chính phủ và các tập đoàn khổng lồ dùng để phá hoại cá tính của con người. Nhưng vào cuối những năm 1970, máy tính đã được xem như một công cụ tiềm năng nhằm gia tăng sức mạnh cá nhân. Đoạn quảng cáo xây dựng hình ảnh Macintosh như một chiến binh theo ý niệm thứ hai - một người đồng hành tuyệt vời, nổi loạn và anh hùng, người duy nhất đứng ra ngăn cản âm mưu thống trị thế giới và điều khiển suy nghĩ của những tập đoàn có ý đồ đen tối.

Jobs thích ý tưởng đó. Thực tế là ý tưởng này có sự tương đồng với bản thân Jobs, vốn tự coi mình là một kẻ nổi loạn. Ông vốn thích đồng hành cùng các hacker và những kẻ vi phạm tác quyền mà ông tuyển dụng để sáng tạo nên Macintosh. Tuy rằng Jobs đã rời bỏ nhóm Apple ở Oregon để xây dựng tập đoàn Apple, nhưng ông vẫn muốn được coi là một kẻ nổi loạn hơn là một người hợp tác.

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Nhưng trong thâm tâm Jobs vẫn nhận ra càng ngày ông càng xa rời tinh thần của một hacker. Một vài người có thể buộc tội ông về việc bán sản phẩm của mình với giá đắt. Khi Wozniak thể hiện đúng tinh thần của câu lạc bộ máy tính Homebrew bằng cách chia sẻ miễn phí thiết kế của ông về Apple I, thì thay vào đó Jobs cứ khăng khăng đòi bán những bảng mạch. Bất chấp sự chần chừ của Worzniak, Jobs muốn biến Apple thành một tập đoàn lớn và không trao tặng cổ phiếu miễn phí cho những người bạn từng làm việc trong cùng ga ra với mình. Giờ đây, ông đang chuẩn bị tung ra Macintosh, một cỗ máy vi phạm rất nhiều chuẩn mực của hacker: Nó được định giá quá cao và không có khe cắm, đồng nghĩa với việc không thể cài thêm thẻ nhớ mở rộng hay cài cắm thêm gì vào bản mạch in chính để tạo thêm các tính năng mới. Nó còn yêu cầu những thiết bị đặc biệt nếu muốn mở chiếc vỏ ngoài bằng nhựa. Nó là một hệ thống khép kín và có kiểm soát, giống như những sản phẩm được thiết kế bởi Big Brother chứ không phải bởi một tin tặc.

Vì thế, quảng cáo 1984 là cách Jobs tự khẳng định với chính mình và với thế giới về một hình ảnh mà ông mong muốn. Người nữ anh hùng với trang phục trắng có in hình vẽ Macintosh là một người nổi loạn để phá vỡ những chuẩn mực được đặt ra. Bằng việc thuê Ridley Scott, vị giám đốc từng đem lại thành công cho Blade Runner, Jobs đưa chính mình và Apple trở thành những kẻ nổi loạn của thời đại. Với đoạn quảng cáo đó, Apple trở nên khác biệt với những kẻ nổi loạn và hacker thông thường, và Jobs có quyền được nhìn nhận khác với họ.

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Sculley nghi ngờ khi mới xem bản phác thảo, nhưng Jobs khẳng định rằng họ chỉ cần một sự đột phá nữa thôi. Ông có thể huy động một ngân quỹ 750.000 đô-la chỉ để dựng quảng cáo và họ dự định trình chiếu ra mắt đúng vào thời điểm giải Super Bowl. Ridley Scott dựng đoạn phim ở London, sử dụng rất nhiều diễn viên quần chúng đầu trọc thật làm hậu cảnh, vô hồn trong cảnh nô lệ giữa mê cung, đờ đẫn nghe theo tiếng nói của Big Brother phát ra từ màn hình lớn. Một nữ vận động viên ném đĩa được chọn để vào vai nữ anh hùng. Với nền xám chủ đạo mang một vẻ công nghiệp và lạnh lùng, Scott đã làm nổi bật lên bản chất nổi loạn của Blade Runner. Ngay khi Big Brother tuyên bố: “Chúng ta sẽ chiếm ưu thế!”, chiếc búa của nữ anh hùng đập tan màn hình và hình ảnh Big Brother tan biến trong khói và ánh sáng.

Khi Jobs chiếu quảng cáo cho nhóm nhân viên kinh doanh của Apple tại cuộc họp ở Hawai, họ đã hoàn toàn bị gây ấn tượng. Vì vậy, ông trình chiếu nó trước hội đồng quản trị vào cuộc họp tháng 12 năm 1983. Khi đèn được bật trở lại trong phòng họp, tất cả đều lặng phắc. Giám đốc điều hành của Macy ở California Phillip Schelin gục đầu xuống bàn. Mike Markkula nhìn chăm chú, hoàn toàn yên lặng, thoạt trông có thể cho rằng ông đang bị ấn tượng bởi sức mạnh của đoạn quảng cáo. Sau đó ông nói: “Có ai muốn tìm một hãng quảng cáo khác không?” Schulley đáp: “Hầu hết mọi người nghĩ rằng đây là quảng cáo tệ nhất mà họ từng xem”. Sculley trở nên ngần ngại, ông ta đề nghị Chiat/Day bán rẻ hai thời lượng quảng cáo, một đoạn dài 60 giây, đoạn kia dài 30 giây mà họ đã mua trước đó.

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Jobs vẫn kiên định với ý kiến của mình. Một buổi tối khi Wozniak, người từng rời bỏ rồi lại quay lại Apple hai năm trước đó, đang rảo bước vào toà nhà Macintosh, Jobs chộp ngay lấy ông và nói: “Làm ơn lại đây xem cái này”. Jobs lấy ra một cuốn băng video và chiếu đoạn quảng cáo. “Tôi thực sự bị ấn tượng”, Woz hồi tưởng lại, “Tôi nghĩ đó là thứ tuyệt diệu nhất”. Khi Jobs nói hội đồng quản trị từ chối chiếu nó ở Super Bowl, Wozniak hỏi về giá của một xuất chiếu. Jobs nói với ông ta là 800.000 đô-la. Với lòng hào hiệp hơi chút bốc đồng, ngay lập tức Wozniak đề nghị: “Tôi sẽ trả một nửa nếu anh trả một nửa”.

Nhưng cuối cùng thì ông không cần làm như vậy. Hãng quảng cáo đồng ý bán rẻ đoạn quảng cáo dài 30 giây, nhưng không bán đoạn dài hơn dưới hình thức chống đối mềm mỏng. Lee Clow thú nhận “Chúng tôi nói với họ rằng chúng tôi không thể bán đoạn băng dài 60 giây, trong khi thực tế là chúng tôi đã không cố gắng để làm điều đó”. Có lẽ để tránh những bất đồng ý kiến với cả hội đồng quản trị và với Jobs, Sculley đã quyết định để giám đốc marketing Bill Campbell xem xét nên làm gì. Campbell, vốn là huấn luyện viên bóng bầu dục, đã quyết định phải làm gì. Ông nói với cả nhóm: “Tôi nghĩ chúng ta nên tiếp tục triển khai kế hoạch này”.

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Đầu hiệp ba của giải Super Bowl XVIII, bên chiếm thế thượng phong là Raiders đã ghi một bàn thắng trước Redskin và thay vào trình chiếu đoạn băng quay lại ngay lúc đó, màn hình vô tuyến trên khắp đất nước trở nên đen ngòm trong khoảng hai giây. Sau đó, một đoàn người đầu trọc vô hồn diễu hành trong một gam màu đen trắng u ám tràn ngập màn hình trên nền âm thanh và thuyết minh mang âm hưởng ma quái. Hơn 96 triệu người xem đoạn quảng cáo đặc biệt đó. Cuối đoạn quảng cáo, khi đám đông vô hồn đang hoảng loạn nhìn hình ảnh Big Brother tan biến trên màn hình lớn dưới cú ném của chiếc búa tạ, một giọng nói trầm ấm, bình thản vang lên: “Vào ngày 24 tháng 1, công ty máy tính Apple sẽ giới thiệu máy tính Macintosh. Và bạn sẽ thấy tại sao 1984 lại không giống 1984”.

Đó quả là một tin giật gân. Tối hôm đó cả ba nhà mạng và năm mươi trạm phát sóng địa phương truyền đi bản tin mới về đoạn quảng cáo, tạo nên một hiện tượng lan truyền như virus trong kỷ nguyên chưa có YouTube. Sau đó, nó đã được TV Guide và Advertising Age bình chọn là đoạn quảng cáo hay nhất mọi thời đại.

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Luồng gió mới cho ngành quảng cáo

Sau vài năm, Steve Jobs trở thành một bậc thầy về giới thiệu sản phẩm. Trong trường hợp của Macintosh, đoạn quảng cáo đầy ấn tượng của Ridley Scott chỉ là một yếu tố, phần còn lại là chọn phương tiện truyền thông thích hợp. Jobs tìm mọi cách để làm bừng lên sự cuồng nhiệt trong công chúng, tựa như một phản ứng dây chuyền. Đó là một hiện tượng mà ông có thể tái thực hiện mỗi khi giới thiệu một sản phẩm quan trọng, từ Macintosh năm 1984 cho tới iPad năm 2010. Như một thầy phù thủy, ông có thể lặp đi lặp lại màn ảo thuật, kể cả khi các phóng viên đã chứng kiến nó nhiều lần và biết rõ nó được thực hiện như thế nào. Ông đã học được nhiều điều từ Regis McKenna, người sành sỏi trong việc chiếm được thiện cảm của đám nhà báo tự phụ. Nhưng Jobs có trực cảm riêng về cách gợi lên sự thích thú, tranh thủ bản tính ưa cạnh tranh của đám phóng viên và kiếm lợi từ việc cung cấp những thông tin độc quyền cho cánh nhà báo chịu trả hậu hĩnh.

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Tháng 12 năm 1983, Jobs đưa hai kỹ sư hàng đầu hay còn được gọi là “Phù Thủy Công Nghệ” của mình là Andy Hertzfeld và Burell Smith đến New York và thăm tờ Newsweek để kể về câu chuyện của “những cậu bé tạo ra Mac”. Sau khi đưa ra bản demo của Macintosh, họ lên tầng trên nói chuyện với Katherine Graham, vị tổng biên tập huyền thoại, người có một niềm yêu thích vô tận đối với những sáng tạo mới. Sau đó tạp chí đã đưa một người phụ trách chuyên mục và nhiếp ảnh viên tới Palo Alto với Hertzfeld và Smith. Kết quả là tập tài liệu đầy thông minh dài bốn trang nhằm ca ngợi hai người đã ra đời. Những bức ảnh khiến họ trông như những thiên sứ của thời đại mới. Bài báo trích dẫn lời phát biểu của Smith về dự định của anh trong tương lai: “Tôi muốn tạo nên chiếc máy tính của thập niên 1990. Tôi muốn thực hiện điều đó ngay ngày mai”. Bài báo còn cho thấy sự kết hợp giữa bản tính bốc đồng và sức hút của ông chủ Apple: “Đôi khi Jobs bảo vệ ý kiến của mình bằng những lời nói mà không phải lúc nào cũng chỉ mang tính hăm dọa. Có lời đồn rằng ông ta đã dọa sa thải những nhân viên cứ khăng khăng cho rằng máy tính của ông cần có thêm phím con trỏ, điều mà Jobs xem là đã lỗi thời. Nhưng khi Jobs ở vào trạng thái tốt, ông luôn là hình mẫu của sự hấp dẫn và bồng bột, giao thoa giữa trí tuệ sắc sảo và biểu hiện yêu thích của ông “Vĩ đại điên rồ”

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Steven Levy, một phóng viên chuyên viết về công nghệ, lúc đó đang làm việc cho tờ The Rolling Stone, đến phỏng vấn Jobs, và bị ông thúc đẩy về yêu cầu tổng biên tập tạp chí đưa đội ngũ nhân viên của Macintosh lên bìa tạp chí. “Xác suất mà tổng biên tập Jann Wenner đồng ý thay bức ảnh của Sting bằng ảnh của một đám những tên ngốc ham mê máy tính cũng chỉ nhiều như xác suất của một kết quả trong vô vàn đáp án mà Google đưa ra”. Levy nghĩ, quả đúng như vậy. Jobs lên tiếng đả kích The Rolling Stone rằng đây là một tờ báo chuyên đăng tin lá cải, luôn khát khao có những chủ đề và độc giả mới. Vì thế, Mac có thể là vị cứu tinh cho tạp chí. Levy đáp trả rằng tạp chí The Rolling Stone thực sự tốt, rồi hỏi liệu rằng gần đây Jobs có đọc nó không. Jobs nói rằng có, bài báo viết về MTV, và đó thực sự là một thứ rác rưởi. Levy cho biết ông chính là tác giả của bài báo đó. Khăng khăng với suy nghĩ của mình, Jobs không rút lại lời đánh giá đó. Thay vào đó ông bàn luận về Macintosh một cách điềm tĩnh. Ông nói: “Chúng ta sẽ được hưởng lợi từ những tiến bộ khoa học mà những người đi trước chúng ta đã tạo ra. Thật tuyệt khi tạo nên một thứ gì đó có thể biểu trưng cho kho tàng tri thức và kinh nghiệm của nhân loại”.

Bài viết của Levy không lên trang nhất. Nhưng sau đó tất cả các sản phẩm chính có Jobs nhúng tay vào tại NeXT, Pixar, và những năm sau đó khi ông quay lại Apple đều lên trang nhất của tất cả các tờ Time, Newsweek hoặc Business Week.

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Ngày 24 tháng Một năm 1984

Vào buổi sáng mà Andy Hertzfeld cùng các cộng sự hoàn thành nốt phần mềm cho máy tính Macintosh, anh cảm thấy khá kiệt sức và mong được ngủ nguyên ngày. Nhưng chiều hôm đó, sau 6 tiếng đồng hồ được ngủ, anh lái xe đến trụ sở. Anh muốn đến kiểm tra xem liệu có sơ suất nào không, và hầu hết các đồng nghiệp của anh cũng làm như vậy. Họ đi lại quanh phòng, tuy mệt mỏi nhưng đầy phấn khích. Rồi Jobs bước vào: “Các bạn, hãy rời khỏi hành lang, công việc vẫn chưa kết thúc. Chúng ta cần một bản demo cho buổi giới thiệu”. Ông chuẩn bị một lễ ra mắt hoành tráng cho Macintosh trước đông đảo khán giả và giới thiệu các chức năng tuyệt vời của nó trên khung cảnh đầy cảm hứng của bộ phim Chariots of Fire (tạm dịch: Những cỗ xe trong lửa). Ông nói thêm: “Nó phải được hoàn thành vào cuối tuần để sẵn sàng cho buổi tổng duyệt.” Ai nấy đều rên lên, “Nhưng khi trao đổi với nhau chúng tôi đều nhận ra rằng thật thú vị khi tạo ra một cái gì đó thực sự ấn tượng”, Hertzfeld hồi tưởng lại.

Lễ ra mắt sẽ diễn ra tám ngày sau đó, vào cuộc họp cổ đông thường niên của Apple ngày 24 tháng Một, tại thính phòng Flint của trường Cao đẳng Cộng đồng De Anza. Đoạn quảng cáo trên truyền hình và những thông cáo báo chí giật gân sẽ là hai yếu tố đầu tiên được Jobs sử dụng để giới thiệu một sản phẩm được cho rằng sẽ đi vào lịch sử như một dấu son chói lọi. Yếu tố thứ ba là sự xuất hiện của sản phẩm trước công chúng, giữa khung cảnh đầy phô trương, trước đông đảo khán giả là những tay phóng viên sẽ trở nên vô cùng hứng khởi.

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Hertzfeld đã thành công khi tạo nên một phần mềm chơi nhạc trong vòng hai ngày để chiếc máy tính có thể chiếu bộ phim Chariots of Fire. Nhưng khi Jobs nghe nó, ông đánh giá đoạn băng cực kỳ tệ hại và quyết định dùng máy ghi âm. Cùng lúc đó, Jobs bị thu hút bởi một chương trình có thể chuyển văn bản thành giọng nói với âm sắc điện tử quyến rũ, và quyết định sử dụng nó cho bản demo. Ông khăng khăng nói: “Tôi muốn Macintosh là chiếc máy tính đầu tiên có thể giới thiệu về chính nó”.

Vào đêm tổng duyệt trước lễ ra mắt, mọi việc dường như không lấy gì làm tốt đẹp. Jobs không thích cách các hình ảnh động chạy trên màn hình Macintosh, và liên tục yêu cầu phải chỉnh lại. Ông cũng không hài lòng với hệ thống ánh sáng sân khấu, và yêu cầu Sculley chuyển tới ngồi các vị trí khác nhau để đưa ra nhận xét. Sculley vốn chưa bao giờ phải suy nghĩ nhiều về sự khác nhau của ánh đèn sân khấu và đưa ra nhiều câu trả lời khác nhau như khi một bệnh nhân trả lời bác sĩ nhãn khoa rằng mắt kính nào làm chữ hiện lên rõ nét hơn.

Nhưng trên hết, Jobs lấy làm bực dọc về bài phát biểu của mình. Sculley vốn tự ca ngợi mình là một nhà văn nên ông ta gợi ý vài thay đổi trong bài viết của Jobs. Jobs hồi tưởng lại rằng ông hơi thấy khó chịu, nhưng mối quan hệ của họ vẫn đang trong giai đoạn ông cần phải phỉnh phờ và tôn trọng cái tôi của Sculley. Ông nói với Sculley: “Tôi coi anh như Woz và Markkula. Anh như là một trong những người sáng lập công ty. Họ đã lập ra công ty, nhưng tôi và anh đang tạo lập tương lai cho nó”. Và Sculley tin vào điều đó.

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Sáng hôm sau, cả thính phòng 2.600 chỗ đã chật kín. Jobs đi lên bục diễn thuyết với chiếc áo len màu xanh nước biển, áo sơ-mi trắng và chiếc cà-vạt xanh lá cây nhạt. Ông nói với Sculley khi họ ở sau cánh gà đợi chương trình bắt đầu: “Đây là khoảnh khắc quan trọng nhất trong suốt cuộc đời tôi. Tôi thực sự lo lắng. Anh có lẽ là người hiểu rõ tôi nghĩ về chuyện này như thế nào”. Sculley nắm lấy tay ông và thầm thì: “Chúc may mắn”.

Với tư cách chủ tịch công ty, Jobs bước lên bục diễn thuyết để bắt đầu cuộc họp cổ đông. Ông làm việc đó với phong cách riêng, nó giống như một lời hiệu triệu: “Tôi xin phép được bắt đầu cuộc họp với một bài hát mà Bob Dylan đã viết 20 năm trước”. Ông khẽ mỉm cười, rồi nhìn xuống hát đoạn thứ hai của bài hát: “The Times They Are a-Changin’” (tạm dịch: Khoảnh khắc mọi thứ thay đổi). Với âm sắc cao, ông hát cả mười dòng nhạc, kết thúc bằng câu: “For the loser now/Will be later to win/For the times they are a-changin’.” (tạm dịch: Hỡi những kẻ đang thất bại, sau này họ sẽ chiến thắng, khi mọi thứ đều thay đổi). Bài hát đó làm cho những thành viên tỷ phú của hội đồng quản trị liên tưởng đến bản tính ưa nổi loạn của ông. Ông có một bản ghi lại buổi hòa nhạc của Dylan và Joan Baez vào lễ Halloween năm 1964 tại hội những người yêu nhạc ở trung tâm Lincoln.

Sculley bước lên bục để báo cáo doanh thu của công ty, và khán phòng bắt đầu ồn ào khi ông phát biểu với giọng đều đều. Cuối cùng, ông kết thúc với một nhận xét: “Điều quan trọng nhất tôi có được trong chín tháng gần đây khi làm việc ở Apple là tình bạn với Steve Jobs. Đối với tôi, mối quan hệ mà chúng tôi nuôi dưỡng có ý nghĩ rất sâu sắc”.

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Ánh đèn mờ đi khi Jobs tái xuất hiện trên sân khấu, hô vang một khẩu hiệu mang ý nghĩa như một hồi còi xung trận, giống như ông từng nói trong cuộc họp kinh doanh ở Hawai. “Năm 1958, IBM bỏ qua cơ hội mua lại một công ty non trẻ đã phát minh ra một công nghệ mới tên là sao chụp khô. Hai năm sau, hãng Xerox ra đời, và IBM phải hối hận về điều đó”. Đám đông cười ồ. Hertzfeld, tuy đã nghe bài diễn thuyết ở cả Hawai và những nơi khác, vẫn bị ấn tượng mạnh ở cách mà bài diễn thuyết lần này được phát biểu với một nguồn cảm hứng mạnh mẽ hơn bao giờ hết. Sau khi kể ra những sai lầm khác của IBM, Jobs trở lại với tốc độ và trạng thái cảm xúc hiện tại:

“Bây giờ là năm 1984. IBM dường như muốn thâu tóm tất cả. Apple được coi là đối thủ duy nhất mà IBM phải lo ngại. Khách hàng, sau khi nồng nhiệt chào đón IBM, giờ đây đã e ngại về tương lai mà IBM sẽ thống trị và điều hành tất cả, và đang quay lại với Apple như cách thức duy nhất họ có để đảm bảo sự tự do trong tương lai. IBM muốn có tất cả, và đang chĩa súng vào Apple, trở ngại duy nhất của họ trên con đường tiến tới thống trị cả toàn bộ ngành công nghiệp này. Liệu Người khổng lồ xanh có thâu tóm được toàn bộ ngành công nghiệp máy tính? Toàn bộ kỉ nguyên thông tin? Liệu George Orwell có đúng?”

Đến cao trào bài diễn thuyết, khán giả từ chỗ có vài tiếng vỗ tay lác đác đã hoan hô nhiệt liệt. Nhưng trước khi họ có thể trả lời câu hỏi của Orwell, thính phòng chìm vào bóng tối và đoạn phim quảng cáo 1984 xuất hiện trên màn hình. Khi nó kết thúc, khán giả nhất loạt đứng cả dậy để hoan hô như sấm.

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Với một sự nhanh nhẹn đáng ngạc nhiên, Jobs xuất hiện từ trong bóng tối, tiến tới một chiếc bàn nhỏ bên trên có phủ vải. Ông nói: “Bây giờ tôi sẽ cho quý vị thấy Macintosh”. Ông lấy ra chiếc máy tính, con chuột, lắp chúng lại một cách khéo léo và rút ra một chiếc đĩa mềm kích thước 3½ inch từ túi áo sơ mi. Bộ phim Chariots of Fire được trình chiếu. Jobs nín thở khi thấy bản demo không chạy tốt vào đêm hôm trước. Nhưng lần này nó chạy một cách trôi chảy. Dòng chữ MACINTOSH chạy ngang màn hình, dưới đó là dòng chữ “Tuyệt hảo” từ từ hiện lên trông như đang được viết bằng tay. Vốn chưa bao giờ nhìn thấy bản đồ họa đẹp đến thế, khán giả trở nên lặng thinh đến nỗi nghe được từng hơi thở. Sau đó, với một tốc độ đáng kinh ngạc, những bức ảnh liên tiếp xuất hiện: phần mềm đồ họa QuickDraw của Bill Atkinson, theo sau là hình ảnh của những phông chữ khác nhau, những tài liệu, đồ thị, tranh vẽ, một ứng dụng chơi cờ vua, bảng tính và hình ảnh Steve Jobs với bong bóng ý nghĩ có chứa một chiếc máy tính Macintosh.

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Khi đoạn băng kết thúc, Jobs mỉm cười và nói: “Gần đây chúng tôi đã nói rất nhiều về Macintosh. Nhưng hôm nay là lần đầu tiên chúng tôi để Macintosh tự giới thiệu về mình”. Ông tiến về phía chiếc máy tính, bấm chuột, và, bằng một giọng nói nhanh nhưng đầy quyến rũ, Macintosh trở thành chiếc máy tính đầu tiên có thể tự giới thiệu về mình: “Xin chào. Tôi là Macintosh. Thật tuyệt khi được ra khỏi chiếc túi đó”. Cả khán phòng như nổ tung bởi những tràng pháo tay. Thay vì dừng lại một lát, chiếc máy tính tiếp tục nói: “Tôi không quen nói trước đám đông, nhưng tôi muốn chia sẻ với các bạn một triết lý mà tôi nghĩ đến khi lần đầu nhìn thấy khung máy tính IBM, đó là đừng bao giờ tin vào một chiếc máy tính mà bạn không thể nhấc lên được”. Một lần nữa tiếng hoan hô như sấm nổ ra ở những hàng ghế cuối cùng. “Tất nhiên, tôi có thể nói chuyện. Tuy nhiên, bây giờ tôi muốn ngồi xuống và lắng nghe. Vì thế, với niềm tự hào to lớn, tôi xin được giới thiệu người đàn ông mà tôi coi như cha đẻ, Steve Jobs”.

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Sự huyên náo nổ ra, đám đông nhảy lên la hét và đấm tay vào không trung một cách cuồng nhiệt. Jobs chậm rãi gật đầu mỉm cười, sau đó nhìn xuống và cảm thấy như nghẹt thở. Tiếng hoan hô kéo dài tới năm phút.

Sau khi đội ngũ nhân viên của Macintosh trở về trụ sở Bandley 3 vào chiều hôm đó, một chiếc xe tải tiến vào bãi đỗ xe và Jobs tập hợp mọi người xung quanh nó. Trong đó là một trăm chiếc máy tính Macintosh mới toanh, trên mỗi chiếc đều có một tấm biển. Hertzfeld nhớ lại: “Steve đã bắt tay các nhân viên, mỉm cười và tặng máy tính cho mỗi người, còn bọn tôi thì đứng xung quanh tán thưởng”. Làm việc dưới sự điều hành cứng rắn đến khó chịu của Jobs khiến chúng tôi bị mệt nhoài và bầm dập. Nhưng Jobs chứ không phải Rashkin, không phải Wozniak, Sculley hay bất cứ ai khác trong công ty tạo nên Macintosh. Vào ngày ông giới thiệu máy tính Macintosh trước công chúng, một phóng viên của tờ Popular Science đã hỏi Jobs về kiểu nghiên cứu thị trường mà ông thực hiện. Jobs mỉa mai đáp: “Liệu Alexander Graham Bell có làm bất cứ một nghiên cứu thị trường nào trước khi phát minh ra điện thoại không?”.

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Chương 16

GATES và JOBS

Khi những quỹ đạo giao nhau

Jobs và Gates, năm 1991.

Sự cộng tác trong dự án Macintosh

Trong lĩnh vực thiên văn học, hiện tượng hệ nhị nguyên xảy ra khi hai ngôi sao có chung một quỹ đạo do sự tương tác của lực hấp dẫn. Lịch sử loài người cũng từng chứng kiến những tình huống tương tự, những mối quan hệ hợp tác và đối đầu của những cặp đôi “siêu sao” như Albert Einstein và Niels Bohr trong lĩnh vực vật lý học thế kỷ XX, hay Thomas Jefferson và Alexander Hamilton trong thời kỳ đầu chính trường Mỹ. Bắt đầu vào cuối những năm 1970, thời kỳ ba mươi năm đầu của kỷ nguyên máy tính cá nhân thì chúng ta lại có cơ hội chứng kiến hai ngôi sao công nghệ đầy nhiệt huyết, cùng bỏ dở học đại học, cùng sinh năm 1955 “quay quanh một trục”.

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Mặc dù có chung một tham vọng lớn với công nghệ và kinh doanh nhưng Bill Gates và Steve Jobs lại có hoàn cảnh, năng lực và tính cách khác nhau. Cha của Gates là một luật sư danh tiếng ở Seattle, còn mẹ ông là một nhà lãnh đạo cộng đồng uy tín. Ông trở thành một người đam mê công nghệ khi theo học một trường tư tốt nhất trong khu vực, trường Lakeside High. Tuy nhiên, Gates chưa bao giờ tỏ ra là một người nổi loạn, lập dị, hay một kẻ thuộc trào lưu phản văn hóa, thậm chí một kẻ đi tìm kiếm những chuẩn mực về tâm linh. Thay vì việc chế tạo ra những chiếc hộp quay số điện thoại (Blue Box) để chơi khăm những công ty viễn thông như Jobs, Gates thiết kế ra chương trình lập thời gian biểu các lớp học của trường, một phi vụ đã giúp ông có thể gặp mặt được đúng những cô bạn gái mà ông nhắm tới. Ngoài ra, ông cũng viết chương trình đếm lưu lượng xe ô tô cho những kỹ sư giao thông ở địa phương. Ông từng theo học đại học Harvard và đã quyết định bỏ dở việc học của mình, nhưng không phải để tìm kiếm sự giác ngộ nơi một “đấng tối cao ở Ấn Độ xa xôi” mà để khởi nghiệp một công ty sản xuất phần mềm máy tính của riêng mình.

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Không giống Jobs, Gates có khả năng lập trình tốt và suy nghĩ của ông thực tế, quy củ hơn Jobs. Hơn nữa, Gates có khả năng phân tích dữ liệu. Jobs thì ngược lại, hành động theo cảm tính, lãng mạn hơn nhưng lại có bản năng nhạy cảm với quyết định sáng tạo ra những công nghệ dễ sử dụng và thiết kế tinh tế cùng giao diện thân thiện với người dùng. Jobs có niềm đam mê với sự hoàn hảo, điều khiến ông luôn đòi hỏi một cách nghiêm khắc và ông quản lý dựa trên khả năng thuyết phục cũng như sự tùy tiện và thất thường của cảm xúc. Gates thì làm việc có phương pháp rõ ràng, ông giữ lịch xem xét lại quá trình chế tạo sản phẩm một cách nghiêm túc và thường xuyên. Tại các buổi thảo luận này, ông sẽ cắt trúng vấn đề với kỹ năng quan sát và phân tích tỉ mỉ. Cả Jobs và Gates đều thô lỗ nhưng với Gates, người đã sớm bắt đầu sự nghiệp của mình với tư cách một người đam mê công nghệ và có những dấu hiệu của hội chứng Asperger, thì hành động của ông bớt tính cá nhân và dựa trên suy nghĩ lý trí hơn. Jobs sẽ nhìn chằm chằm vào người khác với ánh mắt như thiêu đốt và có thể gây tổn thương, còn Gates đôi khi lại có vấn đề với giao tiếp qua ánh mắt, nhưng ông ấy căn bản vẫn là người nhân ái.

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Andy Hertzfeld kể rằng “Ai trong số họ cũng nghĩ rằng mình thông minh hơn đối phương. Steve luôn coi thường Bill vì cho rằng Bill có gu thẩm mỹ kém hơn, còn Bill thì không xem trọng Jobs vì cho rằng Jobs không có kỹ năng lập trình”. Từ thời kỳ đầu của mối quan hệ giữa họ, Gates đã ấn tượng và đối chút ghen tỵ với khả năng mê hoặc mọi người của Jobs. Nhưng ông cũng nhận ra rằng Jobs là người “bản chất khác biệt” và “không hoàn mỹ trên phương diện một thực thể tồn tại” và ông không thích sự thô lỗ của Jobs, người có xu hướng vừa muốn chửi bới lại vừa muốn cám dỗ người khác. Về phần Jobs, ông lại cho rằng Gates là người cổ lỗ, và có suy nghĩ bó hẹp. Jobs có lần đã từng tuyên bố “Ông ấy sẽ là một người suy nghĩ thoáng hơn nhiều nếu thử dùng chất kích thích một lần hay bước vào lằn ranh của thế giới tôn giáo Ấn Độ khi còn trẻ”.

Sự khác biệt về tính cách và cách cư xử đã đưa họ về hai phía đối lập nhau trong cái gọi là ranh giới phân chia cơ bản của kỷ nguyên công nghệ. Jobs là người theo chủ nghĩa hoàn hảo, luôn khao khát quyền kiểm soát và ấp ủ một tính khí không thỏa hiệp của một nghệ sĩ. Ông và Apple đã trở thành hình mẫu của một chiến lược công nghệ số rằng tất cả phần cứng, phần mềm và nội dung liên quan đều được tích hợp trong một vỏ bọc trơn tru đến hoàn hảo. Gates là một người thông minh, cẩn trọng tính toán và là một nhà phân tích thực dụng trên cả lĩnh vực kinh doanh lẫn công nghệ. Ông thậm chí còn cởi mở về việc cấp phép hệ thống vận hành và phần mềm của Microsoft cho rất nhiều nhà sản xuất khác.

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Sau ba mươi năm, Gates đã cải thiện cái nhìn ngưỡng mộ dù vẫn còn đôi chút hằn học với Jobs: “Ông ấy không bao giờ là người hiểu biết nhiều về công nghệ, nhưng ông ấy có khả năng thiên bẩm đáng kinh ngạc về cái gì nên làm và sẽ mang lại kết quả tốt”. Nhưng Jobs không bao giờ đền đáp lại nhận xét của Gates bằng việc tán dương những thế mạnh thực sự của ông. Jobs từng nói, hơi thiếu công bằng rằng “Bill thực chất là một người thiếu tính sáng tạo và ông ấy chẳng bao giờ phát minh ra được cái gì cả. Đó là lý do vì sao đến giờ ông ấy cảm thấy thoải mái với việc làm từ thiện hơn là tập trung vào công nghệ. Ông ấy chỉ đơn giản là người thích đánh cắp ý tưởng một cách đáng xấu hổ từ người khác”.

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Trong giai đoạn đầu phát triển Macintosh, Jobs đã đến thăm Gates tại văn phòng của Gates gần Seattle. Microsoft trước đó đã viết một vài ứng dụng cho Apple II, bao gồm một chương trình bảng tính có tên là Multiplan. Jobs muốn kích Gates và công ty ông phối hợp làm thêm nhiều thứ khác cho dòng máy Macintosh sắp ra mắt. Ngồi trong phòng hội nghị của Gates, Jobs phấn khích trình bày tầm nhìn của mình về một chiếc máy đáp ứng được số đông người dùng với giao diện thân thiện, có thể phân phối với con số hàng triệu bản trong một công ty tự động hóa ở California. Những miêu tả về một công ty mơ ước tập trung làm linh kiện silicon ở California và chiếc Macintosh hoàn thành sẽ như thế nào đã đặt tên cho dự án cái tên là “Sand”. Họ thậm chí còn định nghĩa nó lại theo ngôn ngữ kỹ thuật: là sự viết tắt của “Steve’s amazing new device” (có nghĩa là Thiết bị mới đáng kinh ngạc của Steve).

Gates từng tung ra Microsoft được lập trình trên ngôn ngữ BASIC cho Altair. Vì vậy, Jobs muốn Microsoft viết ra một phiên bản BASIC cho Macintosh, bởi vì Wozniak, mặc dù được Jobs thúc giục, vẫn không bao giờ hoàn thiện được phiên bản BASIC điểm chấm động cho Apple II. Thêm vào đó, Jobs muốn Microsoft viết một phần mềm ứng dụng giống như chương trình xử lý văn bản và bảng tính toán cho Macintosh. Lúc đó, Jobs đang ở vị trí của một ông vua, còn Gates chỉ ở vị trí của một người phụ tá kém tiếng nói hơn. Năm 1982, doanh thu hàng năm của Apple ở mức một tỷ đô-la, trong khi Microsoft mới chỉ đạt mức ba mươi hai triệu đô-la. Gates đã ký kết hợp đồng thực hiện phiên hiển thị trên giao diện đồ họa của chương trình bảng tính có tên là Excel và chương trình xử lý văn bản có tên là Word cùng với BASIC.

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Gates thường xuyên đến văn phòng ở Cupertino của Apple để xem trình diễn về hệ thống vận hành của Macintosh; và nói ông không thật sự ấn tượng lắm. Ông kể “Tôi nhớ lần đầu tiên khi tôi đến, Steve đã chỉ cho tôi ứng dụng giống như một hình ảnh đảo qua đảo lại trên màn hình. Và đó là ứng dụng duy nhất có thể hoạt động”. Và Gates cũng không hài lòng bởi thái độ của Jobs: “Đó là một chuyến viếng thăm hấp dẫn một cách khác thường. Steve nói ‘Chúng tôi thật sự không cần đến anh. Chúng tôi đang làm một thứ vĩ đại và nó đang được đặt dưới tấm vải kia’. Những lời nói đó chính là tính cách điển hình trong kinh doanh của Jobs: ‘Tôi không cần bạn nhưng tôi có thể để anh tham gia cùng chúng tôi’”.

Những người trong nhóm phát triển Macintosh thấy Gates là người khó lắng nghe. Hertzfeld kể rằng “Bạn có thể nói rằng Bill Gates không phải là một người biết lắng nghe. Ông ấy không kiên nhẫn với việc đợi ai đó giải thích cho mình cách thức một thứ gì đó hoạt động, ông ấy thường phải đi trước và mọi người phải đoán xem ông ấy đã nghĩ thứ đó hoạt động thế nào”. Nhóm Macintosh chỉ cho ông cách con trỏ chuột di chuyển nhuần nhuyễn trên màn hình không một chút chập chờn. Sau đó, Gates hỏi “Các anh đã sử dụng phần cứng gì để vẽ nên con trỏ chuột này?” Hertzfeld, người luôn tự hào rằng họ có thể thiết kế thành công mọi chức năng chỉ với việc lập trình bằng phần mềm, đáp lại “Chúng tôi không sử dụng bất cứ phần cứng đặc biệt nào để làm nó”. Nhưng Gates khăng khăng cho rằng cần phải có một phần cứng đặc biệt nào đó để di chuyển con trỏ như thế này. Bruce Horn, một trong những người kỹ sư của Macintosh nói “Vậy ông muốn nói gì với những người như thế? Thật rõ ràng rằng Gates không phải là người thấu hiểu và đánh giá cao vẻ đẹp của Macintosh”.

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Mặc dù có thái độ cảnh giác lẫn nhau, cả hai bên đều rất phấn khích với triển vọng rằng Microsoft sẽ thiết kế một phần mềm chạy trên giao diện đồ họa của Macintosh và điều đó có thể mang máy tính cá nhân tiến lên một lĩnh vực mới. Họ đã cùng đi ăn tối tại một nhà hàng để mừng sự kiện này. Microsoft ngay sau đó đã tập trung phân bổ một nhóm nhân sự đông đảo để làm việc này. Gates nói “Chúng tôi có nhiều người cùng làm việc cho dự án này hơn nhóm phát triển Macintosh của Jobs. Ông ấy có khoảng mười bốn, mười lăm người. Còn chúng tôi có khoảng hai mươi người. Chúng tôi đánh cược tất cả vào dự án này”. Và mặc dù Jobs cho rằng họ không thật sự xuất chúng lắm nhưng lập trình viên của Microsoft tỏ ra rất bền bỉ và kiên định. Jobs kể rằng “Họ đã đưa ra những ứng dụng không thể chấp nhận được nhưng họ vẫn bền bỉ và làm nó ngày càng tốt hơn”. Cuối cùng, Jobs đã hài lòng với phần mềm Excel đến mức ông tiến hành một cuộc trao đổi bí mật với Gates: Nếu Microsoft cam kết chỉ làm Excel riêng cho máy tính Macintosh của họ trong hai năm mà không viết một phiên bản nào khác cho máy tính cá nhân của IBM thì Jobs sẽ cho ngừng hoạt động của nhóm phát triển phiên bản BASIC cho Macintosh và thay vào đó sẽ mua quyền sử dụng BASIC của Microsoft. Gates khôn ngoan đồng ý và chọc giận nhóm phát triển của Apple vì đã khiến dự án của họ bị hủy bỏ đồng thời đưa Microsoft lên một tầng cao mới trong các thương vụ đàm phán trong tương lai.

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Trong quãng thời gian đó, Gates và Jobs giữ mối quan hệ gắn bó then chốt. Mùa hè năm đó, họ cùng nhau tới tham dự một hội nghị tổ chức bởi nhà phân tích ngành công nghiệp Ben Rosen tại Câu lạc bộ Playboy ở hồ Geneva, Wisconsin. Những người tham dự không ai biết đến giao diện đồ họa mà Apple đang phát triển. Gates kể lại “Tất cả mọi người hành động như thể máy tính cá nhân của IBM là tất cả. Tất nhiên máy tính của IBM rất tốt nhưng Steve và tôi chỉ cười khẩy giống kiểu, ‘Hey, tôi có một vài điều thú vị’. Và Steve đã nói như thể tiết lộ rò rỉ thông tin nhưng không ai thực sự để ý đến nó”. Gates trở thành người luôn đi phía sau những bữa tiệc mà Apple tham dự. Ông nói “Tôi không bỏ lỡ bất cứ bữa tiệc kiểu Hawai nào như thế. Tôi là một phần của ‘phi hành đoàn’ Apple”.

Gates thường xuyên đến Cupertino, nơi ông chứng kiến Jobs giao tiếp với nhân viên của mình và cảm thấy một nỗi ám ảnh. “Steve là người có khả năng tối cao trong việc thu hút người khác bằng cách vẽ ra cách máy tính Mac sẽ thay đổi thế giới và làm việc với mọi người như thể một người điên, lúc nào cũng căng thẳng cực độ và những mối quan hệ thì chằng chịt”.

Thỉnh thoảng, Jobs cũng rất cao hứng nhưng sau đó lại chia sẻ nỗi lo lắng của mình với Gates. “Chúng tôi ra ngoài ăn vào một tối thứ Sáu và Steve hầu như đang tâng mọi thứ lên mức tuyệt vời. Nhưng vào ngày hôm sau, mặc dù chẳng có gì sai, ông ấy lại cư xử như kiểu “Ôi không, đó có phải là thứ chúng ta sẽ bán không? Tôi phải tăng giá bán, tôi xin lỗi vì những gì tôi làm với anh. Và nhóm của tôi là một đội ô hợp những tên ngốc”.

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Gates đã chứng kiến khả năng bẻ cong sự thật của Jobs về việc Xerox Star được tung ra thị trường. Ở một buổi ăn tối cùng nhau của cả hai nhóm vào thứ Sáu nọ, Jobs hỏi Gates là máy tính Star đã bán được bao nhiêu chiếc. Gates trả lời là 600. Ngày hôm sau, trước mặt Gates và cả đội, Jobs nói rằng chỉ có 300 máy tính Xerox Star được bán ra tại thời điểm đó, quên mất rằng Gates đã nói điều đó trước tất cả mọi người. Gates nhớ lại “Vì thế, cả đội của ông ấy bắt đầu nhìn về phía tôi như thể muốn dò hỏi ‘Ông sẽ nói với ông ấy rằng ông ấy thật tồi tệ chứ?’ và trong trường hợp này, tôi đã không làm như họ mong chờ”. Một dịp khác, Jobs và nhóm của mình đến thăm Microsoft và ăn tối tại Câu lạc bộ tennis Seattle. Jobs bắt đầu một bài thuyết giảng về việc Macintosh cũng những phần mềm đi kèm sẽ dễ sử dụng đến mức không cần phải có sách hướng dẫn như thế nào. Gates kể lại “Nó giống như thể nói rằng bất kỳ ai từng nghĩ đến việc phải có một cuốn sách hướng dẫn cho các ứng dụng của Mac là những kẻ ngu dốt nhất”. Và chúng tôi là những kẻ trong số đó. ‘Liệu có phải Jobs thực sự nghĩ thế? Chúng ta có nên nói với anh ta rằng nhiều người trong chúng tôi thật sự cần đến sách hướng dẫn hay không?’”.

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Sau một thời gian, mối quan hệ giữa Jobs và Gates trở nên “trắc trở” hơn. Kế hoạch ban đầu là sẽ có một vài ứng dụng của Microsoft như Excel, Biểu đồ (Chart) và File dán logo của Apple và bán kèm với máy tính Macintosh. Gates nói: “Chúng tôi dự kiến sẽ bán với mức giá 10 đô-la một ứng dụng, một thiết bị”. Nhưng sự sắp xếp này đã làm phiền lòng những nhà sản xuất phần mềm đối thủ. Thêm vào đó, một vài chương trình của Microsoft có thể bị chậm trễ. Vì vậy, Jobs dẫn chứng một điều khoản trong hợp đồng với Microsoft và quyết định không đóng gói cùng phần mềm của họ. Microsoft phải tự phân phối phần mềm của họ như một sản phẩm riêng lẻ trực tiếp tới người dùng.

Gates thực hiện theo không một lời phàn nàn. Ông đã chuẩn bị sẵn sàng tâm lý để đối diện với sự thật rằng, Jobs có thể thay đổi ý định và không đáng tin cậy. Ông cũng hoài nghi về việc bán kèm theo máy tính Macintosh liệu có thể thực sự giúp Microsoft không. Gates nói với tôi rằng “Chúng tôi có thể kiếm được nhiều tiền hơn với cách bán riêng phần mềm của mình. Ít nhất là theo cách bạn nghĩ rằng bạn sẽ chiếm được thị phần đáng kể”. Microsoft đã đi theo cách làm phần mềm riêng chạy trên tất cả các nền tảng công nghệ khác nhau, và họ ưu tiên sự khởi đầu với phiên bản Microsoft Word dành cho máy tính của IBM thay vì cho Macintosh. Cuối cùng, quyết định của Jobs với việc bỏ thương vụ bán kèm sản phẩm đã làm nguy hại đến Apple hơn là đối với Microsoft.

Khi phần mềm Excel cho máy tính Macintosh được phát hành, Jobs và Gates cùng giới thiệu nó tại một cuộc họp báo New York’s Tavern ở Green. Khi được hỏi là Microsoft sẽ thiết kế phiên bản Excel cho máy tính cá nhân (PCs) của IBM không, Gates đã không tiết lộ thương vụ ông đã thỏa thuận với Jobs mà chỉ trả lời: Nó sẽ diễn ra “đúng thời điểm”. Jobs giành lấy micro và nói đùa “Tôi chắc chắn rằng ‘đúng lúc’ thì chúng ta sẽ cùng chết”.

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Cuộc chiến của Giao diện người dùng đồ họa (GUI)

Thời gian đó, Microsoft đang thiết kế một hệ điều hành, được biết đến dưới tên gọi DOS, mà họ đã thiết kế cài bản quyền cho máy tính của IBM cũng như các dòng máy tính tương thích khác. Hệ điều hành này được phát triển dựa trên nền giao diện lỗi thời và không thân thiện mà người dùng phải nhập những dòng lệnh kiểu như: C:\>. Khi Jobs và nhân viên của ông bắt đầu hợp tác chặt chẽ với Microsoft, họ lo lắng Microsoft sẽ sao chép hệ giao diện đồ họa thân thiện với người dùng mà họ phát minh cho Macintosh. Andy Hertzfeld để ý rằng người liên hệ với ông từ phía Microsoft đã hỏi chi tiết về cách thức hoạt động của hệ điều hành Macintosh. Ông kể: “Tôi đã nói với Steve là tôi nghi ngờ Microsoft có ý định sao chép công nghệ của Mac”.

Apple đã không sai khi lo lắng về điều này. Gates cũng đồng quan điểm là giao diện đồ họa chính là tương lai của công nghệ, và rằng Microsoft cũng có quyền như Apple đã làm: là sao chép lại những gì được phát triển ở Xerox PARC. Như Gates sau đó cũng thẳng thắn thừa nhận: “Chúng tôi, nói thế nào nhỉ, chỉ có thể nói rằng ‘Chúng tôi đặt niềm tin ở công nghệ giao diện đồ họa và chúng tôi cũng nhìn ra điều đó từ Xerox Alto”.

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Theo thỏa thuận ban đầu, Jobs đã thuyết phục Gates đồng ý rằng Microsoft sẽ không thiết kế phần mềm đồ họa cho bất cứ đối tác khác nào ngoài Apple cho đến khi dòng máy Macintosh đã triển khai phân phối được một năm kể từ khi tung ra thị trường vào tháng 1 năm 1983. Nhưng thật không may cho Apple, họ đã không lường được hết mọi khả năng khi đàm phán ký kết. Đặc biệt, hợp đồng không hề có điều khoản nào ràng buộc trong trường hợp thời điểm ra mắt Macintosh bị hoãn lại một năm. Vì vậy, Gates vẫn không vi phạm thỏa thuận khi ông công bố rằng Microsoft dự kiến sẽ phát triển một hệ điều hành cho máy tính cá nhân của IBM vào tháng 11 năm 1983. Hệ điều hành này có đầy đủ các tính năng của một giao diện đồ họa như cửa sổ lệnh, biểu tượng, chuột để sử dụng lệnh trỏ ‒ và – nhấp. Hệ điều hành này được đặt tên là Windows. Gates sau đó đã tổ chức một buổi công bố sản phẩm giống như cách Jobs thường làm, một sự kiện xa hoa nhất trong lịch sử của Microsoft, được tổ chức tại khách sạn Helmsley Palace, New York.

Jobs vô cùng tức giận, nhưng ông biết mình chẳng thể làm được gì hơn. Thỏa thuận của Microsoft với Apple về việc không cung cấp bất kỳ phần mềm đồ họa nào cho công ty đối thủ đã hết hiệu lực. Nhưng Jobs thì không thể ngừng việc chửi rủa. Ông ra lệnh cho Mike Boich, phát ngôn viên của Apple với các đối tác phần mềm: “Gọi Gates đến đây ngay cho tôi!”. Gates đến một mình và sẵn sàng thảo luận với Jobs. Gates nhớ lại: “Ông ấy gọi tôi đến dường như chỉ để chọc tức tôi. Tôi đã đến Cupertino như thực thi một mệnh lệnh vậy. Tôi nói với ông ấy ‘Chúng tôi đang thiết kế Windows. Chúng tôi đánh cược vận mệnh cả công ty vào những giao diện đồ họa này”.

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Hai người họ nói chuyện trong phòng họp của Jobs. Gates thấy xung quanh ông chắc phải có đến mười nhân viên của Apple đang háo hức chờ xem ông chủ của họ lao vào đánh vị khách được “trịnh trọng” mời đến. Và Jobs đã không làm thất vọng sự chờ đợi của người xem. Ông quát Gates: “Ông đã lừa dối chúng tôi. Tôi đã tin tưởng ông và giờ, ông đánh cắp ý tưởng đó từ chúng tôi”. Hertzfeld kể rằng Gates lúc đó chỉ ngồi nghe một cách lạnh lùng, nhìn thẳng vào mắt của Steve trước khi đáp trả: “Ồ, Steve ạ, tôi nghĩ rằng có nhiều hơn một cách để nhìn nhận sự việc này. Tôi nghĩ chúng ta nên nhìn nhận sự việc này theo cách: chúng ta đều có một ông hàng xóm rất giàu có tên là Xerox, tôi quyết định đột nhập vào nhà ông ta để lấy trộm chiếc tivi và phát hiện ra rằng ông đã lấy nó mất rồi”.

Chuyến viếng thăm hai ngày của Gates đã kích động toàn bộ các cung bậc cảm xúc và kỹ năng thao túng của Jobs. Nó cũng góp phần làm sáng tỏ mối quan hệ vốn được coi là cộng sinh của Apple và Microsoft đã trở thành “một vũ điệu bọ cạp”, trong đó cả hai bên đều di chuyển một cách chậm chạp, thăm dò nhau vì biết chắc rằng, chỉ một bên sơ sẩy “chích nọc độc” vào đối phương thì có thể gây khó dễ cho cả hai. Sau cuộc đối đầu tại phòng họp, Gates lặng lẽ trình diễn bản thử nghiệm của kế hoạch thực hiện hệ điều hành Windows cho Jobs. Gates nhớ lại: “Steve không biết phải nói gì. Ông ấy có thể nói ‘Phải rồi, đó là một sự vi phạm ý tưởng” nhưng ông ấy không nói. Ông ấy chọn cách phát ngôn với vẻ đôi chút mỉa mai ‘Ồ, nó thật sự là một thứ rác rưởi”.

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Gates hơi run và ông nghĩ đây là cơ hội để trấn tĩnh Jobs một lúc. “Tôi nói, ‘Đúng rồi, nó là môt thứ rác rưởi đẹp đẽ”. Jobs lại trải qua những cung bậc cảm xúc khác nhau. Gates kể “Trong suốt buổi nói chuyện, ông ấy thậm chí còn thô lỗ hơn cả một kẻ đầu đường xó chợ. Và sau đó, có lúc ông ấy lại gần như sắp khóc, giống như van nài ‘Gates, hãy cho tôi cơ hội giải quyết mọi việc”. Gates thì đáp lại bằng việc trở nên bình tĩnh “Tôi trở nên lợi thế rất nhiều khi mọi người quá cảm xúc, còn tôi thì là dạng người suy nghĩ bằng lý trí nhiều hơn”.

Giống như cách vẫn làm khi muốn nói chuyện nghiêm túc, Jobs gợi ý rằng cả hai nên ra ngoài đi bộ. Họ đi bộ khắp các con phố ở Cupertino, đi tới đi lui trường cao đẳng De Anza, dừng lại để ăn tối rồi lại tiếp tục đi bộ. Gates nói “Chúng tôi phải đi dạo bộ, đó không phải là một trong những phương pháp quản lý của tôi. Đó là khi ông ấy bắt đầu nói những thứ kiểu như ‘ Được rồi, được rồi, nhưng đừng làm một thứ quá giống những gì chúng ta đang làm”.

Hóa ra, Microsoft đã không thể hoàn thiện hệ điều hành Windows 1.0 kịp để phân phối cho đến tận mùa thu năm 1985. Thậm chí lúc tung ra thị trường, nó còn được coi là một món hàng hóa thứ phẩm: không có sự sang trọng như thiết kế giao diện của Macintosh; thêm nữa, cửa sổ lệnh lại chỉ có thể đặt xếp cạnh nhau trên màn hình thay vì đặt chồng lên nhau như Bill Atkinson đã phát minh. Các nhà phê bình chế nhạo và người dùng bỏ rơi nó. Tuy nhiên, như thông lệ với tất cả sản phẩm của Microsoft, sự kiên trì, bền bỉ cuối cùng đã giúp Windows tốt hơn và cuối cùng là vượt trội.

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Jobs chưa bao giờ nguôi giận. Sau gần ba mươi năm, Jobs vẫn nói với tôi rằng “Họ hoàn toàn lừa đảo chúng tôi và Gates không bao giờ biết xấu hổ vì điều đó”. Khi nghe được điều này, Gates đáp lại “Nếu ông ấy cho rằng như vậy thì ông ấy thật sự sử dụng kỹ năng “bóp méo sự thật” của mình. Đứng trên phương diện pháp lý thì Gates hoàn toàn đúng. Và xét trên cấp độ thực tế thì ông ấy cũng ở vào tình thế có lợi. Mặc dù Apple đã có thỏa thuận ký kết được quyền sử dụng những công nghệ mà họ đã chứng kiến ở Xerox PARC, nhưng nó cũng hiển nhiên rằng các công ty khác cũng có thể phát triển giao diện đồ họa tương tự. Như Apple phát hiện ra, việc “nhìn và cảm nhận” của một thiết kế giao diện máy tính là một thứ khó để mà bảo vệ.

Và việc Jobs mất tinh thần là điều rất dễ hiểu. Apple đã từng sáng tạo hơn, giàu trí tưởng tượng hơn và lịch lãm hơn trong cách thực thi cùng đỉnh cao trong thiết kế thông minh. Thế nhưng, dù chỉ tạo ra một chuỗi các sản phẩm sao chép qua loa, Microsoft lại có thể chiến thắng trong cuộc đua của những nhà sản xuất hệ điều hành. Điều này cũng tiết lộ một kẽ hở trong cách thế giới này vận hành: Không phải lúc nào sản phẩm tốt nhất và mang tính đột phá nhất cũng chiến thắng. Một thập kỷ sau đó, sự hiển nhiên này đã khiến Jobs có một bài diễn văn khoa trương có phần hơi kiêu ngạo và quá đáng, nhưng cũng có phần đúng. “Vấn đề duy nhất của Microsoft là họ không có gu thẩm mỹ, thật sự là chẳng có hiểu biết tí gì về nghệ thuật thiết kế. Tôi không ám chỉ những điều nhỏ nhặt, mà tôi muốn nói theo cách cắt nghĩa rộng hơn là họ không hiểu về ý tưởng gốc và họ không mang được nét văn hóa vào sản phẩm của mình”.

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Chương 17

ICARUS

Leo lên những nấc thang mới

Bay Cao

Sự ra đời của chiếc Macintosh trong tháng 1 năm 1984 đã đưa danh tiếng của Jobs lên một tầm cao mới, đặc biệt là trong chuyến ông đi tới Manhattan vào cùng thời điểm đó. Ông tham dự bữa tiệc mà Yoko Ono tổ chức cho con trai của mình, Sean Lennon, và ông đã tặng cậu bé 9 tuổi một chiếc máy Macintosh. Cậu bé rất yêu thích nó. Các nghệ sĩ Andy Warhol và Keith Haring cũng có mặt ở đó, ngay lập tức họ đã bị cuốn hút với những gì họ có thể tạo ra từ chiếc máy tính và đã đánh dấu sự chuyển biến lớn của nghệ thuật đương đại. “Tôi đã vẽ một vòng tròn”, Warhol thốt lên tự hào sau khi sử dụng công cụ QuickDraw. Warhol khẳng định rằng Jobs cũng đã đưa cho Mick Jagger một chiếc máy tính. Khi Jobs đến nhà của ngôi sao nhạc rock này, Jagger dường như bối rối. Ông ấy không biết Jobs là ai. Sau đó, Jobs đã nói với nhóm của mình, “Tôi nghĩ là anh ta say thuốc rồi. Nếu không thì cũng bị điên.” Tuy nhiên, con gái của Mick, Jade Jagger, đã vào máy tính ngay lập tức và bắt đầu vẽ với chương trình MacPaint, do đó, Jobs đã đưa chiếc máy cho cô bé.

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Jobs đã mua một căn hộ hai phòng kép cao cấp ở Central Park thuộc Tây Manhattan và khoe nơi này với Sculley. Kiến trúc sư James Freed của công ty IM Pei đã được thuê để thiết kế lại, nhưng Jobs không bao giờ chuyển đến nơi đó ở. (Sau này, ông bán nó cho Bono với giá 15 triệu đô-la). Jobs cũng mua một căn biệt thự cổ với mười bốn phòng ngủ ở Woodside, được xây dựng từ thời đế chế Tây Ban Nha, trên các ngọn đồi của Palo Alto, căn biệt thự này từng thuộc quyền sở hữu của một chủ đất giàu có, ông chuyển đến ở nhưng không thay đổi nội thất của nơi này.

Tại Apple, Jobs như được hồi sinh. Thay vì tìm cách cắt giảm quyền hành của Jobs, Sculley đã tín nhiệm giao cho Jobs nhiều hơn thế: hai dòng máy Lisa và Macintosh đã được sáp nhập lại với nhau, tất cả do Jobs phụ trách. Vị thế của ông lúc này đang lên cao, nhưng điều này không có nghĩa là công việc của Jobs nhẹ nhàng hơn. Thực tế đã có một sự kiện đáng nhớ xảy ra khi ông phải đối mặt với đội ngũ sản xuất kết hợp giữa Lisa và Macintosh, và diễn giải làm thế nào họ sẽ được sáp nhập. Ban lãnh đạo trong nhóm Macintosh sẽ có được tất cả các vị trí hàng đầu, ông nói, và một phần tư nhân viên của Lisa sẽ bị sa thải. “Các bạn đã thất bại,” ông nói, nhìn thẳng vào những người thuộc đội ngũ Lisa. “Các bạn là nhóm B. Là các tay chơi hạng B. Quá nhiều người ở đây là tay chơi hạng B hoặc C, vì vậy hôm nay chúng tôi sẽ đưa cho các bạn cơ hội khác để làm việc tại các công ty chị em của chúng tôi trong thung lũng.”

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Bill Atkinson, người đã làm việc trong cả hai đội ngũ, cho rằng quyết định này không chỉ tàn nhẫn, mà còn không công bằng. “Những người này đã làm việc thực sự chăm chỉ và đều là các kỹ sư xuất sắc,” ông nói. Tuy nhiên, Jobs đã bám vào những gì ông tin là một bài học quản lý quan trọng từ kinh nghiệm điều hành Macintosh: Bạn phải tàn nhẫn nếu bạn muốn xây dựng một đội ngũ hoàn hảo của những tay chơi hạng A. “Nếu quá dễ dàng, khi đội ngũ phát triển, một vài cầu thủ hạng B sẽ xuất hiện, và sau đó sẽ có nhiều hơn những kẻ hạng B, và sớm thôi, bạn thậm chí sẽ có một số cầu thủ hạng C”, ông nhớ lại. “Kinh nghiệm khi tạo ra Macintosh đã dạy tôi rằng những người hạng A chỉ thích làm việc với những người hạng A, có nghĩa là bạn không thể chấp nhận những cầu thủ hạng B.”

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Trong thời gian này, Jobs và Sculley đã tự huyễn hoặc bản thân rằng tình bạn của họ vẫn thân thiết. Họ thường xuyên thể hiện tình cảm thân mật như là một đôi bạn tri âm từ thời phổ thông. Trong dịp kỷ niệm một năm làm việc đầu tiên của Sculley tại Aplle, vào tháng 5 năm 1984, để chào mừng, Jobs đã mời ông ta đến dự một bữa tiệc tối tại Le Mouton Noir, một nhà hàng thanh lịch nằm trên ngọn đồi phía tây nam của Cupertino. Để tạo bất ngờ cho Sculley, Jobs đã tập hợp hội đồng quản trị của Apple, ban lãnh đạo của công ty, và thậm chí một số nhà đầu tư miền Tây. Khi tất cả họ chúc mừng Sculley trong tiệc cocktail, Sculley nhận thấy, “Steve rạng rỡ tươi cười đứng phía sau, gật gật đầu, nụ cười nở rộng trên khuôn mặt.” Jobs bắt đầu bữa tiệc với lời mào đầu có phần hơi thái quá. “Hai ngày hạnh phúc nhất đối với tôi là khi Macintosh được xuất xưởng và ngày John Sculley đồng ý gia nhập Apple,” ông nói. “Đây là năm thành công nhất mà tôi từng có trong suốt cuộc đời của tôi, vì tôi đã học được rất nhiều từ John.” Sau đó, ông đã chụp cùng Sculley một tấm hình đáng nhớ trong năm đó.

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Để đáp lại, Sculley cũng bày tỏ niềm vui khi được là đối tác của Jobs trong năm qua, và ông đã đi đến một kết luận, vì nhiều lý do khác nhau, tất cả mọi người có mặt ngày hôm đó đều không thể quên câu nói này. “Apple có người dẫn dắt”, ông nói, “đó là Steve và tôi.” Khi ấy ông đưa mắt nhìn khắp phòng, bắt gặp ánh mắt của Jobs, và nhìn thấy Jobs mỉm cười. “Cứ như thể có một sợi dây liên kết giữa chúng tôi”, Sculley nhớ lại. Tuy nhiên, ông cũng nhận thấy rằng Arthur Rock và một số người khác có cái nhìn như đang chế giễu, thậm chí là ngờ vực. Họ lo lắng rằng Jobs đã hoàn toàn đánh bại Sculley. Họ đã thuê Sculley để kiểm soát Jobs, và bây giờ rõ ràng Jobs mới là người nắm quyền kiểm soát. “Sculley đã quá háo hức với sự đồng thuận của Steve và không thể đứng lên chống lại ông ta,” Rock nhớ lại.

Việc khiến Jobs thỏa mãn và chấp thuận những ý kiến chuyên môn của ông có vẻ như là một chiến lược thông minh của Sculley. Tuy nhiên, ông ta đã không hề nhận ra rằng về bản chất Jobs không phài là một kẻ có thể chia sẻ quyền lực của mình. Chiều theo ý muốn của ai đó không phải cách làm của Steve. Ông bắt đầu lên tiếng nhiều hơn về phương hướng mà ông cho rằng công ty nên được điều hành. Cụ thể như tại cuộc họp chiến lược kinh doanh năm 1984, ông đã thúc đấy việc thông qua ý kiến để phòng kinh doanh của công ty và bộ phận tiếp thị tổ chức đấu thầu quyền cung cấp dịch vụ của họ cho các dòng sản phẩm khác nhau. (Điều này có nghĩa là, nếu muốn, nhóm Macintosh có thể quyết định không sử dụng đội ngũ tiếp thị của Apple và thay vào đó tạo dựng một đội ngũ tiếp thị của riêng mình.)

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Mặc dù không có ai ủng hộ, nhưng Jobs tiếp tục cố gắng để nó được thông qua. “Mọi người chờ đợi tôi lấn át Steve, để khiến anh ta ngồi xuống và im lặng, nhưng tôi đã không làm thế”, Sculley nhớ lại. Khi cuộc họp kết thúc, ông đã nghe một ai đó thì thầm, “Tại sao Sculley không khiến hắn ngậm mồm lại?”

Khi Jobs quyết định xây dựng một nhà máy-của-nghệ-thuật ở Fremont để sản xuất máy Macintosh, yêu cầu về tính thẩm mỹ và tính độc đoán của Jobs ngày càng cao. Ông muốn các máy tính phải được sơn màu sắc tươi sáng, giống như logo của Apple, nhưng ông đã mất rất nhiều thời gian tranh cãi với giám đốc sản xuất của Apple, Matt Carter, khi Matt quyết định cho sản xuất các sản phẩm với màu be và màu xám thông thường. Khi Jobs đánh giá một lượt sản phầm, ông đã ra lệnh rằng các máy phải được sơn lại bằng màu sắc tươi sáng mà ông muốn. Carter phản đối, đây đều là thiết bị tinh vi, và việc sơn lại các máy có thể gây ra vấn đề cho chúng. Carter đã nói đúng. Một trong những chiếc máy đắt tiền nhất được sơn lại màu xanh sáng cuối cùng khi hoạt động đã bị lỗi, và sau đó nó được mệnh danh là “sự ngớ ngẩn của Steve”. Cuối cùng Carter nghỉ việc. “Thực sự quá mệt mỏi khi đối đầu anh ta, và thường vấn đề xuất phát từ những chuyện vô nghĩa mà tôi đã chịu đựng đủ rồi”, ông nói.

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Jobs thay thế Debi Coleman vào vị trí đó, cô là một nhân viên tài chính của nhóm Macintosh, một người khá can đảm và tốt bụng, đã từng được nhận giải thưởng năm của nhóm cho người đối đầu thành công nhất với Jobs. Nhưng cô biết làm thế nào để đáp ứng những ý tưởng bất chợt của ông khi cần thiết. Khi giám đốc mỹ thuật của Apple, Clement Mok, thông báo rằng Jobs muốn những bức tường có màu trắng tinh khiết, cô phản đối, “Anh không thể sơn một nhà máy với màu trắng tinh khiết được. Sớm muộn thì bụi bẩn cũng sẽ bám vào khắp mọi nơi.” Mok trả lời:” Chẳng có màu trắng nào là quá trắng với Steve cả. “ Cuối cùng cô cũng phải chấp nhận. “Với những bức tường trắng tinh và những chiếc máy đủ màu xanh, vàng, đỏ, thềm của nhà máy trông không khác gì phòng triển lãm của Alexander Calder vậy,” Coleman nói.

Khi được hỏi về sự ám ảnh của ông đối với việc thiết kế không gian của của nhà máy, Jobs cho biết đó là một cách để đảm bảo niềm đam mê vươn tới sự hoàn hảo của mình:

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“Tôi sẽ tới nhà máy, và đeo vào tay một chiếc găng màu trắng để kiểm tra xem có bụi hay không. Tôi sẽ tìm kiếm ở khắp mọi nơi - trên những chiếc máy, trên đỉnh của giá đỡ, hay trên sàn. Và tôi sẽ hỏi Debi chúng đã được lau sạch hay chưa. Tôi nói với cô ấy tôi nghĩ rằng chúng tôi sẽ có thể ăn ở ngay trên sàn của nhà máy. Phải, điều này gần như khiến Debi phát điên. Cô ấy không hiểu tại sao. Và khi ấy tôi cũng không thể lý giải vì sao. Hãy xem, tôi chịu ảnh hưởng rất nhiều bởi những gì tôi đã tận mặt chứng kiến ở Nhật Bản. Một phần vì những điều tôi thực sự ngưỡng mộ của đất nước ấy, và một phần khác vì những gì chính chúng tôi đang thiếu trong tổ chức của mình, đó là tinh thần đồng đội và tính kỷ luật nghiêm khắc. Nếu chúng tôi không có kỷ luật để giữ nơi này không tì vết, vậy thì chúng tôi cũng không có kỷ luật để giữ những chiếc máy hoạt động tốt được.”

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Một sáng chủ nhật Jobs đưa cha mình đến thăm nhà máy. Paul Jobs là một người có yêu cầu cao về độ chuẩn xác trong những công việc của mình cũng như luôn muốn chắc chắn rằng các công cụ của mình đặt đúng vị trí. Và con trai của ông tự hào khi cho ông thấy mình cũng có thể làm như vậy. Coleman cũng có mặt lúc ấy.” Gương mặt của Steve trở nên rạng rỡ,” cô nhớ lại. “Anh ấy rất hãnh diện khoe với cha sản phẩm sáng tạo của mình. Jobs giải thích cách làm thế nào chúng được vận hành, và người cha dường như thực sự thán phục điều đó. Jobs không ngừng nhìn cha mình, trong khi ông ấy chạm vào tất cả mọi thứ, hài lòng với sự sạch sẽ và vẻ ngoài hoàn hảo của chúng.”

Chuyến viếng thăm nhà máy của Danielle Mitterrand, một phụ nữ rất ủng hộ Cuba, phu nhân của tổng thống Pháp François Mitterrand thuộc Đảng Xã Hội, ngược lại không mấy mặn nồng. Bà đã đặt rất nhiều câu hỏi, thông qua phiên dịch của bà về điều kiện làm việc của nhân viên, trong khi Jobs, với Alain Rossmann làm thông dịch viên, cố gắng giải thích các ứng dụng tiên tiến của robot và công nghệ. Sau khi Job nói về lịch trình sản xuất khép kín của mình, bà lại hỏi về lương trả làm thêm giờ.

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Steve tỏ ra khó chịu, do đó ông diễn giải làm thế nào công nghệ tự động hóa đã giúp ông tiết kiệm chi phí lao động, một chủ đề mà ông biết sẽ khiến bà không mấy thích thú. “Công việc có vất vả lắm không”, bà hỏi tiếp. “Thời gian họ được nghỉ là bao nhiêu?” Jobs không thể nhẫn nhịn được nữa. “Nếu bà ấy quan tâm đến phúc lợi của họ đến vậy”, ông quay sang nói với người phiên dịch, “nói với phu nhân là bà ấy có thể đến làm việc ở đây bất cứ lúc nào.” Người phiên dịch choáng váng không dám mở miệng. Rossmann chen ngang câu chuyện và nói bằng tiếng Pháp, “Ngài Jobs nói rằng ông rất cảm ơn phu nhân vì chuyến thăm này của bà và sự quan tâm của bà đối với nhà máy”. Kể cả Jobs cũng như phu nhân Mitterrand đều không biết chuyện gì đã xảy ra, Rossmann kể lại, nhưng phiên dịch viên của bà Mitterrand trông như vừa trút được một gánh nặng.

Sau đó, Jobs lái chiếc Mercedes của mình xuống đường cao tốc tới Cupertino, ông tỏ ra cáu kỉnh với Rossmann về thái độ của phu nhân Mitterrand. Khi Jobs tăng tốc vượt quá tốc độ 100 dặm một giờ, ông bị một cảnh sát dừng lại và viết vé phạt. Trong khi viên cảnh sát quay đi viết vội tờ vé, Jobs bóp còi ô tô. “Có chuyện gì?” viên cảnh sát hỏi. Jobs trả lời, “Tôi vội lắm.” Thật ngạc nhiên, viên cảnh sát không hề tức giận. Ông ta chỉ viết tiếp vé phạt và cảnh cáo nếu Jobs bị bắt vượt quá tốc độ hơn 55 dặm một lần nữa, ông sẽ phải đi tù. Ngay sau khi người cảnh sát đó dời đi, Jobs quay xe lại và lại tăng tốc đến con số 100. “Ông ấy tin chắc rằng các quy tắc thông thường không phải dành cho mình,” Rossmann ngạc nhiên nói.

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Vợ của Rossmann, bà Joanna Hoffman, cũng từng thấy thái độ tương tự của Jobs khi cùng ông sang châu Âu sau thời điểm các máy tính Macintosh được giới thiệu rộng rãi một vài tháng. “Ông ấy khó chịu và dễ dàng nổi giận với bất cứ chuyện gì”, bà nhớ lại. Tại Paris, bà đã sắp xếp cho Jobs một bữa ăn tối chính thức với các nhà phát triển phần mềm của Pháp, nhưng Jobs đột nhiên quyết định không muốn đi. Thay vào đó, ông lên xe, sập cửa lại trước mặt bà và nói rằng ông sẽ đi gặp nhà thiết kế poster Folon. “Các nhà phát triển phần mềm ngày hôm đó đã tức giận đến nỗi họ không thèm bắt tay chúng tôi nữa,” bà nói.

Ở Italia, ông đã ngay lập tức cảm thấy không ưa tổng giám đốc chi nhánh của Apple, một anh chàng mập mạp với lối tư duy kinh doanh thông thường. Jobs nói thẳng thừng rằng ông không thấy ấn tượng với đội ngũ làm việc cũng như chiến lược bán hàng của anh ta. “Anh không xứng đáng để có thể bán máy Mac”, Jobs nói lạnh lùng. Nhưng chuyện đó còn là nhẹ nhàng so với phản ứng của ông khi đến nhà hàng mà viên quản lý không may mắn đã chọn. Jobs muốn một bữa ăn thuần chay, nhưng người phục vụ nhà hàng lại rất công phu rưới đầy nước sốt kem chua lên các món ăn. Jobs tỏ ra rất khó chịu và Hoffman đã phải đe dọa ông. Bà thì thầm rằng nếu ông không giữ bình tĩnh lại, bà sẽ đổ tách cà phê nóng của mình vào ông.

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Những bất đồng ý kiến rõ rệt nhất của Jobs với các nhà quản lý trong chuyến đi châu Âu thường liên quan đến dự báo doanh số bán hàng. Với lối tư duy gần như phi thực tế, Jobs luôn thúc đẩy đội ngũ của mình đến với các dự án lớn hơn. Ông liên tục đe dọa các nhà quản lý châu Âu rằng ông sẽ không cấp cho họ bất kỳ nguồn kinh phí nào trừ phi họ lên một dự báo doanh thu lớn hơn. Họ thì bám vào những số liệu thực tế, và Hoffmann luôn phải đứng giữa hai bên. “Gần như đến cuối chuyến đi, tôi mệt rã rời không thể kiểm soát nổi”, bà nhớ lại.

Cũng trong chuyến đi này Jobs đã gặp Jean-Louis Gassée lần đầu tiên, giám đốc của Apple tại Pháp. Gassée là một trong số ít những người đã chống đối lại Jobs thành công trong cả chuyến đi. “Ông ấy có cách riêng đối diện với sự thật,” Gassée nhận xét. “Cách duy nhất để đối phó với ông ấy là phải có thái độ đáp trả thật cứng rắn.” Khi Jobs dùng cách thông thường của mình đe dọa rằng sẽ cắt giảm cấp vốn hoạt động cho chi nhánh Pháp, nếu Gassée không từ bỏ kế hoạch bán hàng hiện tại, Gassée đã nổi giận. “Tôi nhớ mình nắm lấy ve áo của ông ấy và bảo ông hãy dừng lại, và sau đó ông chùn bước. Tôi cũng từng là một người rất hay nổi nóng. Tôi đã phải thay đổi khá nhiều. Vì vậy, tôi có thể nhận ra rằng Steve cũng là một người như vậy.”

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Tuy nhiên Gassée đã thực sự bị ấn tượng bởi cách mà Jobs có thể trở nên quyến rũ và thu hút khi ông muốn. François Mitterrand đã được nghe những lời diễn thuyết về lý thuyết “công nghệ thông tin cộng đồng” – “máy tính cho tất cả mọi người” và rất nhiều kiến thức chuyên ngành về các loại công nghệ khác nhau. Khi Marvin Minsky và Nicholas Negroponte đến và cùng tham gia vào câu chuyện. Jobs đã nói chuyện với nhóm tại khách sạn Bristol và vẽ nên viễn cảnh: Pháp có thể dẫn đầu như thế nào nếu lắp đặt đặt hệ thống máy tính trong tất cả các trường học. Thành phố Paris cũng khiến ông trở thành một người lãng mạn hơn. Cả Gassée và Negroponte đều có thể kể lại việc Steve đã khiến các quý cô ngây ngất như thế nào ở khi đó.

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Thất bại

Sau sự bùng nổ đầy phấn khích của việc ra mắt Macintosh, doanh số bán hàng của dòng sản phẩm này bắt đầu giảm dần trong nửa cuối năm 1984. Vấn đề xuất phát từ một lý do cơ bản: Macintosh là một máy tính có kiểu dáng đẹp nhưng lại chạy chậm chạp một cách đáng thương với cấu hình không đủ mạnh, và không điều gì có thể bù đắp được khuyết điểm này. Vẻ đẹp của chiếc máy đến từ giao diện người dùng sắc nét đầy màu sắc chứ không phải là một màn hình đen tối ảm đạm với những dòng lệnh nhàm chán viết bằng font chữ xanh lá trông thật yếu ớt. Nhưng cũng chính điều này đã dẫn đến điểm yếu lớn nhất của nó: Mỗi ký tự trong văn bản được hiển thị trên màn hình sẽ tiêu tốn khoảng 1 byte mã code, mỗi khi chiếc máy Mac viết nên một chữ cái, từng điểm ảnh của bất kỳ phông chữ thanh lịch bạn muốn hiển thị sẽ đòi hỏi bộ nhớ gấp hai mươi hoặc ba mươi lần. Chiếc máy Lisa dễ dàng xử lý điều này với bộ nhớ hơn 1.000 K RAM, trong khi dung lượng RAM của máy Macintosh chỉ có 128K.

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Một vấn đề khác nữa là chiếc máy thiếu một ổ đĩa cứng bên trong. Jobs đã gọi Joanna Hoffman là một “Kẻ cuồng tín Xerox” khi bà bênh vực cho một thiết bị lưu trữ dữ liệu như vậy. Ông nhấn mạnh rằng Macintosh chỉ cần một ổ đĩa mềm. Vì vậy nếu muốn sao chép dữ liệu, có thể bạn sẽ mắc bệnh đau khuỷu tay khi phải đổi đĩa liên tục trong một ổ đĩa duy nhất. Ngoài ra, chiếc máy Macintosh không hề có quạt tản nhiệt, một ví dụ khác cho sự ngoan cố giáo điều của Jobs. Ông cho rằng một chiếc quạt tản nhiệt sẽ làm giảm giá trị ổn định của máy tính. Điều này gây ra lỗi ở nhiều bộ phận và kết quả là máy Macintosh được mệnh danh là “chiếc lò nướng bánh màu be”, khiến cho nó càng không được ưa chuộng. Chiếc máy rất thu hút và bán chạy trong vài tháng đầu tiên, nhưng sau khi mọi người nhận thức được về giới hạn của nó, doanh số bán hàng giảm rõ rệt. Như Hoffman sau đó than thở, “Khả năng bóp méo sự thật ban đầu là một đòn bẩy tốt, nhưng sau đó thực tế mới chính là yếu tố quyết định”.

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Vào cuối năm 1984, khi mà gần như không còn ai mua máy tính Lisa, còn doanh số bán hàng của Macintosh rơi xuống chỉ còn dưới 10.000 đô-la một tháng, Jobs đã đưa ra một quyết định sai lầm điển hình trong tuyệt vọng. Ông quyết định lấy những chiếc máy tính Lisa còn tồn kho, kết hợp với một số chương trình ưu việt của Macintosh, và bán chúng như là một sản phẩm mới, chiếc máy “Macintosh XL.” Kể từ khi dự án sản xuất Lisa ngưng lại và không bao giờ được khởi động lại nữa, đó là một điều bất thường khi Jobs sản xuất một sản phẩm mà ông không mấy tin tưởng. “Tôi đã rất tức giận vì Mac XL không phải là một sản phẩm thực sự,” Hoffman nói. Ông ấy làm thế chỉ với mục đích là tống khứ những sản phẩm tồn kho ra thị trường. Nó được bán khá chạy, và sau đó chúng tôi không thể tiếp tục trò lừa đảo khủng khiếp này, vì vậy tôi đã từ chức. “

Tình trạng ảm đạm còn rõ ràng hơn trong quảng cáo được tung ra vào năm 1985, một chiến dịch quảng cáo vốn nhằm mục đích nối tiếp sự thành công của quảng cáo chống lại người anh cả IBM năm 1984. Nhưng không may có một sự khác biệt cơ bản giữa hai phiên bản: quảng cáo đầu tiên kết thúc với một thông điệp đầy hào hùng và lạc quan, nhưng nội dung mà Lee Clow và Jay Chiat truyền đạt trong quảng cáo mới, có tựa đề “Lemmings ,” lại mang đến hình ảnh của những nhà quản lý doanh nghiệp mặc những bộ vest tăm tối, bịt mắt diễu hành thành hàng dài cho đến khi họ lần lượt rơi xuống vực. Ngay khi quảng cáo này mới được tung ra, cả Jobs và Sculley đã gặp rất nhiều phản ứng xấu, nó dường như không hề truyền đạt hình ảnh mang tính tích cực hay mang lại vinh quang cho Appple, thay vào đó nó xúc phạm tất cả những nhà quản lý đã mua và sử dụng một chiếc máy tính IBM.

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Jobs và Sculley yêu cầu những ý tưởng khác, nhưng đối tác truyền thông phản bác lại. Một trong số họ lên tiếng “Các anh sẽ không muốn ‘1984’ chỉ còn là năm ngoái,”. Theo Sculley, Lee Clow đã nói, “Tôi đặt cược danh tiếng của tôi, tất cả mọi thứ, vào quảng cáo này.” Khi Tony, anh trai của Ridley Scott, hoàn tất quá trình quay phim, ý tưởng mà nó truyền đạt thậm chí còn tồi tệ hơn. Những nhà quản lý vừa diễu hành một cách vô thức đến vách đá, vừa hát một một ca khúc có trong bộ phim Bạch Tuyết và bảy chú lùn “Heigh-ho, Heigh-ho,” với nhịp điệu buồn như đưa đám. Video quảng cáo ảm đạm còn gây cảm giác nặng nề hơn so với phiên bản trước đó. “Tôi không thể tin được là anh định xúc phạm doanh nhân trên khắp nước Mỹ bằng cách cho phát sóng thứ này” Debi Coleman đã mắng Jobs như vậy khi nhìn thấy bản demo quảng cáo. Tại các cuộc họp về marketing, cô luôn bảo vệ quan điểm phản đối mẫu quảng cáo này. “Tôi thậm chí đã đặt một lá đơn từ chức trên bàn của ông ấy. Tôi đã viết nó bằng chiếc máy Mac của tôi. Tôi nghĩ rằng nó là một sự sỉ nhục đối với các nhà quản lý doanh nghiệp. Chúng tôi chỉ mới bước những bước đầu tiên trong việc phổ biến máy tính để bàn.”

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Tuy nhiên Jobs và Sculley đã chấp thuận theo những lời khẩn nài của công ty truyền thông và cho phát mẫu quảng cáo tại giải vô địch “Siêu cúp” do liên đoàn bóng bầu dục quốc gia Mỹ tổ chức. Họ đã đến xem trận đấu tại sân vận động Stanford cùng với vợ của Sculley, Leezy (một người không hề ưa Jobs), và bạn gái mới của Jobs, Tina Redse. Khi mẫu quảng cáo được phát ở phần cuối của hiệp đấu thứ tư, những người hâm mộ theo dõi trên màn hình gần như không có phản ứng nào với nó. Trên khắp cả nước, hầu hết các phản ứng đáp lại đều là tiêu cực. “Nó xúc phạm những đối tượng mà Apple đang cố gắng nhắm tới”, chủ tịch của một công ty nghiên cứu thị trường đã nói như vậy với tạp chí Fortune. Giám đốc marketing của Apple đề nghị công ty có thể mua một vị trí quảng cáo trên tờ báo Wall Street Journal để đăng lời xin lỗi. Jay Chiat đã dọa lại rằng nếu Apple làm như vậy thì công ty của ông cũng sẽ mua một trang khác để xin lỗi cho lời xin lỗi trước đó.

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Jobs cảm thấy rất bất an, với cả mẫu quảng cáo và tình hình nhìn chung của Apple, điều này được thể hiện khi ông đến New York vào tháng Một, để trả lời một số bài phỏng vấn trực tiếp với báo chí. Andy Cunningham, nhân viên của công ty Regis McKenna, được nhận nhiệm vụ hỗ trợ cá nhân cho ông tại tập đoàn Carlyle. Khi Jobs đến, ông nói với cô rằng bộ vest của mình cần phải làm mới lại hoàn toàn, mặc dù lúc đó là 10 giờ tối và các cuộc hẹn bắt đầu vào sáng ngày hôm sau. Chiếc đàn Piano không được đặt ở đúng nơi, dâu tây là một lựa chọn sai lầm. Nhưng thứ khiến ông không hài lòng nhất đó là những bông hoa. Ông muốn có bình hoa rum. “Chúng tôi đã cãi vã hồi lâu về chuyện thế nào là hoa rum”, Cunningham nhớ lại. “Tôi biết chính xác loại hoa đó như thế nào, bởi vì tôi đã thấy chúng trong đám cưới của tôi”, ông kiên quyết khẳng định là có một giống hoa rum khác như vậy và nói tôi là “ngu ngốc” bởi vì tôi không biết một bông hoa rum thực sự là gì.” Vì vậy, Cunningham đã phải lao ra ngoài thành phố New York vào lúc nửa đêm, đến bất cứ cửa hàng nào còn mở cửa, tìm mua chính xác những bông hoa rum mà ông muốn. Đến khi họ dọn dẹp lại căn phòng, Jobs bắt đầu hướng sự chú ý đến những gì cô đang mặc. “Bộ trang phục đó thật kinh tởm,” ông nói. Cunningham biết rằng nhiều lúc, những cơn giận dữ của Jobs bắt nguồn từ những lý do vô cớ, vì vậy cô đã cố gắng để khiến ông bình tĩnh hơn. “Nghe này, tôi biết anh đang giận dữ, và tôi biết anh đang cảm thấy như thế nào,” cô nói.

“Cô không thể biết tôi đang cảm thấy như thế nào,” Jobs gắt lên, “Cô không thể biết cảm giác của tôi là thế nào.”

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Tuổi ba mươi

Bước sang tuổi ba mươi là một cột mốc quan trọng với hầu hết mọi người, đặc biệt là với những người của thế hệ đã tuyên bố sẽ không bao giờ tin tưởng bất cứ ai ở trên độ tuổi đó. Để kỷ niệm sinh nhật lần thứ ba mươi của mình, vào tháng 2 năm 1985, Jobs đã hào phóng tổ chức một bữa tiệc tối trang trọng nhưng không kém phần hấp dẫn với chủ đề “vest đen với giày tennis”cho 1.000 người trong khán phòng của khách sạn St.Francis ở San Francisco. Trên giấy mời có ghi dòng chữ, “Có một câu ngạn ngữ cổ của người Ấn Độ nói rằng, ‘30 năm đầu của cuộc đời, bạn sẽ hình thành nên những thói quen. Và 30 năm cuối của cuộc đời, thói quen sẽ hình thành nên con người bạn,’ Hãy cùng đến mừng kỷ niệm này với tôi.”

Một bàn tiệc được dành riêng cho những nhân vật có thế lực trong ngành phần mềm, bao gồm cả Bill Gates và Mitch Kapor. Một bàn khác được dành riêng cho những người bạn cũ như là Elizabeth Holmes, người đến bữa tiệc cùng với một phụ nữ lạ mặc bộ vest tuxedo màu đen. Andy Hertzfeld, và Burrell Smith thuê một vài bộ vest tuxedo để mặc và đi giày thể thao đế mềm, điều này đã khiến cho điệu nhảy trên nền giai điệu waltz Strauss do dàn nhạc giao hưởng San Francisco biểu diễn trở nên đáng nhớ hơn.

Ella Fitzgerald đã đến biểu diễn một mình trong bữa tiệc, vì Bob Dylan từ chối tham gia. Cô hát những ca khúc khá nổi tiếng của mình, mặc dù thỉnh thoảng cũng có một số bài hát khác, như “The Girl from Ipanema” hát về cậu bé đến từ Cupertino. Khi cô hỏi lời yêu cầu bài hát, Jobs đưa ra một vài lời gợi ý. Ella kết thúc với giai điệu chậm rãi du dương của ca khúc “Happy Birthday”.

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Sculley lên sân khấu để nói lời chúc mừng đến “nhà chiến lược có tầm nhìn xa nhất của giới công nghệ”, Wozniak cũng bước lên và tặng Jobs một khung ảnh chụp lại trò bịp về chiếc máy tính cá nhân Zaltair của mình tại Hội chợ Máy tính Bờ Tây năm 1977, nơi mà chiếc máy tính cá nhân Apple II lần đầu tiên được giới thiệu. Nhà đầu tư Don Valentine bày tỏ sự ngạc nhiên trước sự thay đổi của công nghệ trong thập kỷ mà ông được chứng kiến. “Anh ấy đã khởi đầu khá đặc biệt, người nói không bao giờ tin tưởng bất cứ ai trên ba mươi tuổi, nay đã trở thành người có thể nhận được món quà sinh nhật cho tuổi ba mươi từ siêu sao Ella Fitzgerald,” ông nói.

Nhiều người đã cố ý chọn những món quà thật đặc biệt cho một người không dễ dàng mua quà chút nào. Ví dụ như Debi Coleman đã tìm ấn bản đầu tiên cuốn tiểu thuyết “The Last Tycoon” (tạm dịch Ông trùm cuối cùng) của nhà văn F. Scott Fitzgerald. Nhưng Jobs, vẫn luôn hành xử một cách thiếu lịch sự như thường tình, bỏ lại tất cả những món quà đó trong một phòng của khách sạn. Wozniak và một số thành viên kỳ cựu của Apple, không dùng được món pho mát dê và trứng cá hồi được phục vụ trong bữa tiệc, đã gặp nhau sau đó và đi ăn tối tại một nhà hàng của hệ thống Denny.

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“Rất hiếm khi người ta thấy một nghệ sĩ trong độ tuổi 30 hoặc 40 có thể thực sự đóng góp một điều gì đó đáng kinh ngạc cho xã hội”, Jobs nói một cách buồn bã với nhà báo David Sheff, người đã đăng tải cuộc phỏng vấn dài và thân mật với ông trên tờ Playboy trong tháng mà Steve bước sang tuổi ba mươi. “Tất nhiên, có một số người được sinh ra với bản tính tò mò, mãi mãi là đứa trẻ trong niềm sợ hãi cuộc sống của họ, nhưng họ rất đặc biệt.” Cuộc phỏng vấn đề cập đến nhiều khía cạnh, nhưng chủ đề khiến Jobs suy ngẫm sâu sắc nhất đó là về việc trưởng thành và đối mặt với những vấn đề trong tương lai:

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“Suy nghĩ của bạn tạo nên những khuôn mẫu như một giàn giáo trong tâm trí của bạn. Bạn đang thực sự phản ứng với những khuôn mẫu cứng nhắc. Trong hầu hết trường hợp, người ta bị mắc kẹt trong những khuôn mẫu đó, giống như là những đường rãnh trên đĩa than, và họ không bao giờ thoát ra được khỏi chúng.

Tôi sẽ luôn luôn giữ mối liên kết chặt chẽ với Apple. Tôi hy vọng rằng trong suốt cuộc đời mình, tôi có thể dệt những sợi dây kết nối giữa Apple với những sợi liên kết của cuộc đời của mình, giống như một tấm thảm vậy. Có thể tôi không có mặt ở đó một vài năm, nhưng tôi sẽ luôn luôn trở lại…

Nếu bạn muốn sống cuộc sống của bạn sáng tạo như một nghệ sĩ, bạn sẽ không nhìn lại quá nhiều. Bạn phải sẵn sàng chấp nhận bất cứ việc gì mình làm, chấp nhận con người của bạn cho dù bạn là ai và bỏ qua tất cả điều đó .

Thế giới bên ngoài sẽ cố gắng để kìm hãm ý tưởng của bạn, sẽ khó khăn hơn để tiếp tục là một nghệ sĩ, đó là lý do tại sao rất nhiều lần, các nghệ sĩ phải nói, “Tạm biệt. Tôi phải đi đây. Tôi sẽ tiếp tục điên cuồng và tôi sẽ ra khỏi đây” Nhưng rồi họ sẽ nằm ì lại một chỗ nào đó. Cũng có thể sau này họ sẽ quay trở lại nhưng mờ nhạt chẳng chút thay đổi.”

Với những tuyên bố đó, Jobs dường như đã có trước linh cảm rằng cuộc sống của ông sẽ sớm thay đổi. Có lẽ các mối liên kết cuộc sống riêng của ông sẽ thực sự đan xen vào các mối liên kết của Apple. Có lẽ đó là thời điểm để từ bỏ một phần những gì ông đã đạt được. Có lẽ đã đến lúc để nói “Tạm biệt, tôi phải đi,” và sau đó sẽ trở lại, với lối tư duy khác.

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Những sự ra đi

Andy Hertzfeld nghỉ phép một thời gian sau khi máy tính Macintosh được ra mắt vào năm 1984. Ông cần thời gian để nghỉ ngơi và thoát khỏi người giám hộ của mình, Bob Belleville, kẻ mà ông không ưa cho lắm. Cho đến một ngày, ông biết tin Jobs đã quyết định chi khoản tiền thưởng lên đến 50.000 đô-la cho các kỹ sư trong nhóm Macintosh. Vì vậy, ông đến gặp Jobs để yêu cầu nhận được khoản tương tự. Jobs trả lời rằng Belleville đã quyết định không trao tặng tiền thưởng cho những người đang nghỉ phép. Hertzfeld sau đó lại nghe nói rằng Jobs thực ra mới là người đưa ra quyết định này, vì thế anh ta quay trở lại chất vấn ông. Lúc đầu Jobs chối bỏ, sau đó ông lại nói, “Được, hãy coi như những gì anh nói là sự thật, vậy thì nó có thay đổi được điều gì đâu?” Hertzfeld nói nếu Jobs giữ khoản tiền thưởng để buộc anh ta quay trở lại làm việc, thì Hertzfeld sẽ không quay trở lại, điều đó vi phạm vào nguyên tắc. Jobs nhượng bộ, nhưng chuyện này cũng khiến Hertzfeld có ít nhiều ác cảm.

Khi kỳ nghỉ phép gần kết thúc, Hertzfeld hẹn ăn tối với Jobs, họ đi bộ từ văn phòng của ông đến một nhà hàng Ý cách đó vài tòa nhà. “Tôi thực sự muốn trở lại,” ông nói với Jobs. “Nhưng mọi thứ dường như đang thực sự rối rắm.” Jobs có vẻ khó chịu và không mấy đồng tình với câu nói đó, nhưng Hertzfeld đã nói tiếp. “Nhóm nghiên cứu phần mềm hoàn toàn mất tinh thần và hầu như không làm được việc gì trong nhiều tháng, còn Burrell thì quá thất vọng, ông ta sẽ không trụ được đến cuối năm đâu.”

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Lúc đó, Jobs ngắt lời. “Anh không biết là mình đang nói về cái gì đâu!”, ông nói. “Nhóm nghiên cứu Macintosh đang làm rất tốt, và tôi đang có những giây phút tuyệt vời nhất trong cuộc đời mình. Còn anh đang hoàn toàn xa rời với nhịp độ chung.” Ánh mắt chằm chằm của ông đầy khinh miệt, nhưng ông cũng cố gắng để tỏ ra thích thú với những nhận định của Hertzfeld.

“Nếu ông thực sự nghĩ như vậy, tôi không nghĩ mình có thể quay trở lại làm việc,” Hertzfeld cau có trả lời. Nhóm nghiên cứu Macintosh mà tôi muốn quay trở lại thậm chí đã không còn tồn tại nữa.”

“Nhóm Mac sẽ phải lớn mạnh hơn, và anh cũng thế “, Jobs trả lời. “Tôi muốn anh quay trở lại, nhưng nếu anh không muốn, chuyện đó là tùy thuộc vào quyết định của anh. Dù sao thì anh cũng không quan trọng nhiều như anh nghĩ đâu.”

Và Hertzfeld đã không quay lại.

Đến đầu năm 1985, Burrell Smith cũng ngấp nghé bỏ việc. Anh này đã lo lắng rằng sẽ khó mà ra đi được nếu Jobs cố gắng thuyết phục anh ở lại, khả năng thuyết phục của Jobs quá mạnh mẽ khiến anh ta khó mà chống lại được. Vì vậy, Burrell đã bàn bạc với Hertzfeld, làm thế nào ông ra đi một cách thoải mái. Một ngày anh ta nói với Hertzfeld. “Tôi biết rồi! Tôi biết một cách hoàn hảo có thể vô hiệu hóa khả năng bóp méo sự thực của ông ấy. Tôi chỉ cần đi thẳng vào văn phòng của Steve, kéo quần xuống, và đi tiểu lên bàn của ông ta. Ông ấy còn có thể nói điều gì cơ chứ? Chắc chắn cách đó sẽ có hiệu quả.”

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Nhóm nghiên cứu Mac đã đặt cược rằng Burrell Smith dù có dũng cảm đến mấy cũng sẽ không dám thực hiện điều đó. Khi Burrell Smith quyết định mình phải hành động, ông dự định thử nắm lấy cơ hội vào thời điểm sinh nhật của Jobs, và Burrell sắp xếp trước một cuộc hẹn với Jobs. Ông ngạc nhiên khi thấy Jobs đã đứng đợi sẵn và mỉm cười khi ông bước vào. “Anh sẽ làm như vậy sao? Anh thực sự sẽ làm như vậy à?” Jobs hỏi. Ông ấy đã biết được kế hoạch này từ trước.

Burrell nhìn ông và nói. “Liệu tôi có cần phải làm thế không? Nếu cần thì tôi sẽ làm.” Jobs đáp trả bằng một cái nhìn, và Smith tự biết điều đó là không cần thiết. Và, ông từ chức bằng một cách thức ít gây sự chú ý hơn đồng thời giữ được mối quan hệ đôi bên tốt đẹp.

Không lâu sau đó Bruce Horn, một kỹ sư giỏi khác của nhóm Macintosh cũng tiếp bước Burrell. Khi Horn bước vào để nói lời tạm biệt, Jobs nói với ông rằng, “Tất cả những lỗi của máy Mac đều là do anh.”

Horn trả lời, “Thực ra thì, Steve, rất nhiều phần chuẩn xác của máy Mac là lỗi của tôi, và tôi đã phải chiến đấu như điên để có được những điều đó.”

“Anh nói đúng,” Jobs thừa nhận. “Tôi sẽ dành cho anh thêm 15.000 cổ phiếu nếu anh ở lại.” Khi Horn từ chối lời đề nghị, Jobs thể hiện một khía cạnh ấm áp khác của ông. “Vậy thì, hãy cho tôi một cái ôm tạm biệt nào,” ông nói. Và sau đó, họ ôm nhau thân thiết.

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Tuy nhiên, sự kiện quan trọng nhất trong tháng, đó là sự ly khai Apple của chính người đồng sáng lập, Steve Wozniak. Wozniak đã lặng lẽ làm việc như một kỹ sư hạng trung với dòng máy Apple, trở thành một biểu tượng của sự phục vụ thầm lặng và không hề nhúng tay vào chuyện quản lý cũng như điều hành công ty. Ông cảm thấy Jobs không đánh giá cao Apple II, dòng sản phẩm hiện vẫn đang đang mang về nguồn doanh thu chính và chiếm 70% doanh số bán hàng của Apple, tính đến thời điểm Giáng sinh năm 1984. “Những người làm việc trong đội ngũ sản xuất Apple II không được toàn công ty coi trọng,” ông nói. “Mặc dù thực tế rằng Apple II cho đến nay vẫn là sản phẩm bán chạy nhất của công ty trong nhiều năm liền, và điều này vẫn có thể tiếp diễn trong vài năm tới.” Ông thậm chí còn làm một hành động không giống với tính cách của mình. Wozniak đã nhấc điện thoại lên và gọi cho Sculley, trách móc ông ta đặt quá nhiều sự kỳ vọng vào Jobs và dòng sản phẩm Macintosh.

Thất vọng, Wozniak đã quyết định rời đi trong yên lặng để bắt đầu một công ty mới, nơi sẽ cho ra đời thiết bị điều khiển từ xa mà ông phát minh. Thiết bị này sẽ điều khiển Tivi, dàn loa âm thanh stereo, và các thiết bị điện tử khác với một tập hợp các nút bấm đơn giản mà bạn có thể dễ dàng cài đặt. Ông thông báo với người quản lý kỹ thuật của bộ phận sản xuất máy Apple II, nhưng ông không cảm thấy mình đủ quan trọng để phải thông báo điều này với Jobs hay Markkula. Vì vậy, Jobs chỉ biết được tin này khi chúng đã được đăng tải trên tờ báo Wall Street Journal. Với thái độ nghiêm túc, Wozniak đã trả lời câu hỏi của phóng viên một cách thẳng thắn khi anh ta gọi đến phỏng vấn. Phải, ông nói, ông cảm thấy rằng Apple đã không đánh giá đúng Apple II. “Phương hướng của Apple đã hoàn toàn sai lầm trong năm năm,” ông nói.

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Chưa đầy hai tuần sau đó Wozniak và Jobs được mời đến Nhà Trắng, cựu tổng thống Ronald Reagan đã trao tặng cho họ Huân chương quốc gia về công nghệ đầu tiên. Ngài tổng thống nói đùa bằng cách dẫn lại lời của Tổng thống Rutherford B. Hayes đã nói khi lần đầu tiên được thấy chiếc điện thoại “Thực sự là một phát minh tuyệt vời, nhưng sẽ có ai muốn sử dụng chúng cơ chứ?” “Tôi nghĩ rằng tại thời điểm đó ông ấy đã có chút hiểu nhầm.” Vì tình huống khó xử lúc đó của Wozniak, Apple đã không tổ chức ăn mừng cho sự kiện này. Vì vậy, Jobs và Wozniak đã đi dạo, sau đó ăn tại một cửa hàng bánh sandwich. Họ cố nói chuyện một cách hòa nhã, Wozniak nhớ lại, và tránh bất kỳ cuộc thảo luận nào về những bất đồng giữa họ.

Wozniak muốn chia tay một cách thân thiện. Đó là phong cách của ông. Vì vậy, ông đã đồng ý ở lại Alpple với vị trí nhân viên bán thời gian cùng mức lương 20.000 đô-la một tháng. Ông cũng tiếp tục làm người đại diện cho công ty tại các sự kiện và triển lãm thương mại. Đó là một cách thức rút lui khá mềm mỏng. Nhưng với Jobs như vậy vẫn là chưa đủ. Một ngày thứ bảy, vài tuần sau chuyến viếng thăm Washington của hai người, Jobs tới studios mới tại Palo Alto nơi công ty Frog Design của Hartmut Esslinger chuyển đến. Frog Design Inc. là công ty chuyên đảm nhiệm các công việc thiết kế liên quan đến Apple. Ở đó, Jobs đã tình cờ nhìn thấy bản phác thảo mà công ty này định thực hiện cho thiết bị điều khiển từ xa mới của Wozniak, và ông ngay lập tức nổi giận. Jobs dẫn chứng một điều khoản trong hợp đồng của Apple không cho phép Frog Design làm việc với các dự án liên quan đến các công ty máy tính khác. “Tôi đã cảnh cáo họ”, ông nhớ lại, “rằng hợp tác với Woz là điều Apple không thể chấp nhận được.”

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Khi phóng viên Wall Street Journal nghe ngóng được câu chuyện này, đã lập tức liên lạc với Wozniak, người thường được biết đến với tính cách cởi mở và trung thực. Ông nói rằng Jobs đang muốn trừng phạt ông. “Steve Jobs có thù ghét đối với tôi, có lẽ vì những điều tôi đã nói về Apple,” ông nói với các phóng viên như vậy. Hành động của Jobs là nhỏ nhen, nhưng cũng bởi một phần thực tế ông hiểu được điều mà nhiều người khác không nhận ra, đó là kiểu dáng và phong cách của một sản phẩm liên quan mật thiết đến vấn đề thương hiệu. Một thiết bị có gắn tên Wozniak và sử dụng ngôn ngữ lập trình tương tự như các sản phẩm của Apple có thể bị nhầm lẫn với sản phẩm nào đó mà Apple đã sản xuất. “Nó không phải là vấn đề cá nhân,” Jobs giải thích với báo chí rằng ông muốn đảm bảo sản phẩm điều khiển từ xa của Wozniak không được phép giống bất cứ sản phẩm nào đã được Apple tạo ra. “Chúng tôi không muốn thấy ngôn ngữ lập trình của chúng tôi được sử dụng trên các sản phẩm khác. Woz cần tìm ra mã nguồn cho riêng mình. Ông ấy không thể tận dụng nguồn tài nguyên của Apple, chúng tôi không thể đối xử ngoại lệ với ông ấy”.

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Jobs sẵn sàng trả tiền bù lại cho dự án mà Frog Design định thực hiện cho Wozniak, nhưng ngay cả như vậy, các giám đốc điều hành của công ty này vẫn không chấp nhận. Khi Jobs yêu cầu họ gửi cho ông bản phác thảo ý tưởng của Wozniak hoặc phải tiêu hủy chúng, họ đã từ chối. Jobs gửi tiếp một lá thư kèm với bản trích dẫn các điều khoản trong hợp đồng của Apple. Herbert Pfeifer, giám đốc thiết kế của công ty, đã có hành động đối đầu lại với cơn thịnh nộ của Jobs bằng cách công khai tuyên bố rằng chuyện tranh chấp giữa Wozniak và Jobs không đơn thuần chỉ là những vấn đề cá nhân. “Đó là một trò chơi quyền lực”, Pfeifer nói với tờ Journal. “Có rất nhiều vẫn đề tồn tại giữa họ.”

Hertzfeld cảm thấy bị xúc phạm trước những hành động của Jobs. Ông sống cách khu nhà của Jobs chỉ khoảng mười hai dãy nhà, nên đôi khi thỉnh thoảng lại giáp mặt nhau trên đường. “Tôi rất tức giận về chuyện dự án điều khiển từ xa của Wozniak, đến mức lần sau khi Steve đến, tôi không để cho anh ta vào nhà,” Hertzfeld nhớ lại. “Ông ấy biết là mình đã sai, nhưng lại cố gắng hợp lý hoá nó, và với triết lý bóp méo sự thật của mình, ông hoàn toàn có thể. Wozniak, luôn luôn là một chú gấu hiền lành, mặc dù cảm thấy khó chịu, nhưng Woz đã thuê một công ty thiết kế khác để triển khai các ý tưởng của mình, và đồng ý tiếp tục ở lại làm một phát ngôn viên của Apple.”

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Ngả bài, mùa xuân 1985

Có rất nhiều lý do cho sự rạn nứt trong mối quan hệ giữa Jobs và Sculley vào mùa xuân năm 1985. Một số chỉ đơn thuần là những bất đồng trong kinh doanh, chẳng hạn như trong khi Sculley cố gắng tối đa hóa lợi nhuận bằng cách giữ Macintosh ở mức giá cao thì Jobs muốn làm cho nó có mức giá phải chăng hơn. Một số khác lại là những cảm xúc mãnh liệt về tâm lý khó hiểu mà ngay từ đầu họ đã có với nhau. Sculley đã rất muốn có được thiện cảm của Jobs, còn Jobs kỳ vọng tìm được một người có khả năng định hướng và một cố vấn giỏi, và khi nhiệt huyết ban đầu đã nguội lạnh, tình cảm giữa họ cũng thay đổi nhanh chóng. Nhưng về cốt lõi, mối bất hòa phát triển bắt nguồn từ hai nguyên nhân cơ bản, và đến từ cả hai phía.

Đối với Jobs, vấn đề là Sculley không bao giờ trở thành một con người của sản phẩm. Ông ta không hề nỗ lực, hoặc thể hiện khả năng có thể, hiểu những điểm cốt lõi về những sản phẩm họ đang tạo ra. Ngược lại, Sculley nhận ra niềm đam mê của Jobs trong việc điều chỉnh từng chi tiết kỹ thuật nhỏ nhặt và nỗi ám ảnh thiết kế tỉ mỉ, mà theo ông, điều đó thật phản tác dụng. Sculley đã dành gần như cả sự nghiệp của mình vào việc bán nước sô-đa và đồ ăn nhẹ mà phần lớn công thức sản xuất ra chúng không hề liên quan gì đến ông.

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Ông không phải là người tự nhiên có niềm đam mê với các sản phẩm, mà theo Jobs điều đó chính là tội lỗi khủng khiếp nhất có thể tưởng tượng được. “Tôi đã cố gắng chỉ cho anh ta về các chi tiết kỹ thuật”, Jobs nhớ lại, “nhưng anh ta không thể hiểu được làm thế nào sản phẩm được tạo ra, và sau một hồi, chúng tôi lại tranh luận về nó. Nhưng tôi biết rằng quan điểm của tôi đã đúng. Sản phẩm chính là mấu chốt của tất cả mọi thứ.” Jobs đi đến kết luận Sculley là kẻ thất bại, thêm vào đó sự mong đợi của Sculley tạo mối thâm tình với ông, cũng như ảo tưởng rằng họ rất giống, nhau càng khiến Jobs khinh miệt thêm.

Đối với Sculley, vấn đề là khi Jobs không còn dùng những mánh khóe lôi cuốn nữa, thì ông thường xuyên tỏ ra khó chịu, thô lỗ, ích kỷ, và hay cáu kỉnh với người khác. Sculley thấy hành vi thô lỗ của Jobs thật hèn hạ giống như cách mà Jobs cảm nhận về sự thiếu đam mê của Sculley với sản phẩm. Sculley là loại người dễ dàng bỏ qua và lịch thiệp với cả những lỗi lầm. Một lần, trước khi họ chuẩn bị gặp gỡ với Bill Glavin, phó chủ tịch của Xerox, Sculley đã yêu cầu Jobs hãy hành xử đúng mực. Nhưng ngay khi họ vừa ngồi xuống, Jobs đã nói với Glavin, “Các anh chẳng hề biết là mình đang làm gì cả”, và cuộc gặp mặt đã thất bại. “Tôi xin lỗi, nhưng tôi không thể kiềm chế được”, Jobs nói với Sculley. Đó chỉ là một trong nhiều trường hợp như vậy. Theo Al Alcorn từ tập đoàn Atari nhận định, “Sculley muốn giữ hòa khí và quan tâm đến duy trì các mối quan hệ. Còn Steve chẳng thèm bận tâm đến chuyện đó. Tuy nhiên, ông chú trọng vào sản phẩm theo một cách mà Sculley không bao giờ làm được, và vì thế, ông có thể tránh được việc có quá nhiều gã phiền toái không phải tuyển thủ hạng A làm việc tại Apple.”

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Hội đồng quản trị ngày càng lo lắng về tình trạng bất ổn nội bộ. Trong đầu năm 1985, Arthur Rock và một số giám đốc bất mãn khác đã phải tiến hành những cuộc trao đổi nghiêm túc với cả hai. Họ nói với Sculley rằng ông có nghĩa vụ phải điều hành công ty, và ông nên bắt đầu thực hiện nghĩa vụ đó hơn là cố kết thân với Jobs. Họ nói với Jobs rằng ông chỉ có quyền sửa chữa những lộn xộn tại bộ phận Macintosh và không có quyền yêu cầu những người của bộ phận khác phải làm gì. Sau đó Jobs lui về văn phòng riêng và liên tục đánh lên máy Macintosh của mình những dòng chữ, “Tôi sẽ không chỉ trích phần còn lại của tổ chức, tôi sẽ không chỉ trích phần còn lại của tổ chức... “.

Doanh số bán hàng máy tính Macintosh tiếp tục gây thất vọng vào tháng 3 năm 1985 khi chỉ đạt 10% con số dự báo. Jobs hoặc tức tối ngồi lỳ trong phòng của mình hoặc đi đi lại lại trong văn phòng đổ lỗi cho tất cả mọi người. Tâm trạng thất thường của ông trở nên tồi tệ hơn, và ông trút những bực dọc của mình lên mọi người xung quanh. Các quản lý cấp trung bắt đầu phản ứng chống lại ông. Giám đốc tiếp thị Mike Murray đã sắp đặt một cuộc họp riêng với Sculley tại một hội thảo kinh doanh. Khi họ chuẩn bị lên phòng khách sạn của Sculley, Jobs phát hiện và muốn đi cùng. Murray yêu cầu ông ở lại. Murray nói với Sculley rằng Jobs đang hủy hoại mọi việc và cần phải bị sa thải khỏi chức vụ quản lý các bộ phận Macintosh. Sculley trả lời ông không muốn có một cuộc đối đầu với Jobs. Murray sau đó đã gửi một văn bản trực tiếp đến Jobs chỉ trích cách đối xử với đồng nghiệp và tố cáo ông “quản lý bằng thái độ thù địch.”

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Trong vài tuần, có vẻ như một giải pháp cho các rắc rối đã xuất hiện. Jobs bị cuốn hút vào công nghệ màn hình phẳng được một công ty gần Palo Alto tên là Woodside Design, phát triển. Công ty này do một kỹ sư lập dị tên là Steve Kitchen điều hành. Ông cũng đã rất ấn tượng bởi cách màn hình hiển thị cảm ứng có thể được khởi động chỉ bằng cách di chuyển các ngón tay, như vậy bạn không cần đến một con chuột. Những công nghệ này có thể khiến Jobs hoàn thiện ý tưởng cho bước đi tiếp theo sáng tạo ra “máy Mac trong một cuốn sách.” Khi đi trên đường với Kitchen, Jobs phát hiện một tòa nhà ở Menlo Park gần đó và tuyên bố rằng họ nên mở ra một cơ sở kỹ thuật để hoàn thiện những ý tưởng này. Nơi đó được gọi là AppleLabs và Jobs có thể điều hành nó, quay trở lại với niềm vui làm việc cùng một nhóm nhỏ và phát triển một sản phẩm tuyệt vời mới.

Sculley đã rất vui mừng với chuyện này. Nó sẽ giải quyết hầu hết các vấn đề quản lý của ông: để Jobs trở lại làm việc trong lĩnh vực ông làm tốt nhất và loại bỏ sự phá rối của Jobs ở Cupertino. Sculley cũng có một ứng cử viên để thay thế Jobs vào vị trí quản lý bộ phận Macintosh: Jean-Louis Gassée, giám đốc của Apple tại Pháp, người đã từng chịu đựng Jobs qua chuyến công tác châu Âu trước đó. Gassée bay đến Cupertino và cho biết ông sẽ đảm nhận công việc nếu được bảo đảm rằng ông sẽ là người quản lý bộ phận chứ không phải làm việc dưới quyền của Jobs. Một trong những thành viên Hội đồng quản trị, Phil Schlein, cố gắng thuyết phục Jobs rằng ông tốt hơn nên tập trung vào việc tư duy ra những sản phẩm mới và truyền cảm hứng cho một nhóm nhỏ đầy đam mê.

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Tuy nhiên, sau khi cân nhắc vài lần, Jobs đã quyết định rằng đó không phải là con đường mà ông muốn. Ông từ chối nhường lại quyền điều hành cho Gassée, người đã khôn ngoan trở lại Paris để tránh một trận xung đột quyền lực chắc chắn sẽ xảy ra. Trong suốt mùa xuân năm đó, Jobs lưỡng lự. Đôi lúc ông muốn khẳng định ở vị trí nhà quản lý doanh nghiệp, thậm chí kêu gọi công ty tiết kiệm chi phí bằng cách loại bỏ các đồ uống miễn phí và không mua vé máy bay hạng nhất. Lúc khác thì ông lại đồng ý với những người khuyến khích ông ra đi và thành lập một nhóm nghiên cứu AppleLabs R&D mới.

Trong tháng Ba, Murray đã thảo ra một biên bản mà ông đánh dấu là “ không lưu hành”, nhưng lại phát tán cho rất nhiều đồng nghiệp. Ông bắt đầu bằng dòng chữ “Trong ba năm làm việc tại Apple, tôi chưa bao giờ cảm thấy mơ hồ, sợ hãi, và rối loạn nhiều như trong 90 ngày qua”. “Chúng tôi thấy hàng ngũ của mình như đang trên một chiếc thuyền không có bánh lái, trôi đi vào quên lãng trong sương mù.” Murray đã từng ủng hộ cả hai phía, đã có lúc, ông từng âm mưu với Jobs khiến Sculley suy yếu, nhưng trong biên bản này, ông đã đổ lỗi cho Jobs. “Cho dù nguyên nhân do có phải do sự rối loạn tâm lý hay không, Steve Jobs giờ đây đã không thể kiểm soát nổi.”

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Vào cuối tháng đó, Sculley cuối cùng đã lấy hết can đảm để nói với Jobs rằng ông nên rút lui khỏi bộ phận Macintosh. Một buổi chiều, ông ta bước vào văn phòng của Jobs cùng giám đốc nhân sự, Jay Elliot, để làm cho cuộc nói chuyện chính thức hơn. “Không ai ngưỡng mộ tài năng và tầm nhìn của anh hơn tôi”, Sculley bắt đầu. Ông thốt lên lời xu nịnh như mọi khi, nhưng lần này thì rõ ràng có kèm theo hàm ý tàn nhẫn với vế “nhưng” ở đằng sau. Cái gì đến phải đến. “Nhưng mọi việc không như chúng ta muốn”, ông nói. Sculley tiếp tục. “Chúng ta đã có một tình bạn tuyệt vời với nhau”, ông nói, “nhưng tôi đã mất niềm tin với khả năng điều hành bộ phận Macintosh của anh.” Ông cũng trách móc việc Jobs gọi ông là một kẻ kém cỏi sau lưng.

Jobs choáng váng và đáp lại bằng thái độ thách thức, ông nói Sculley nên giúp đỡ và dẫn dắt cho ông nhiều hơn: “Anh đáng lẽ nên dành thời gian nhiều hơn với tôi.” Sau đó, ông buộc tội ngược lại Sculley, nói ông này không biết tý gì về máy tính, điều hành công ty một cách thảm hại, và đã khiến mình thất vọng kể từ khi đến Apple. Sau đó, ông bắt đầu khóc. Sculley thì ngồi cắn móng tay của mình.

“Tôi sẽ bàn bạc chuyện này trước hội đồng công ty”, Sculley tuyên bố. “Tôi khuyên anh nên từ bỏ vị trí điều hành của mình ở bộ phận Macintosh. Tôi muốn anh biết điều này.” Ông khuyên Jobs không nên chống lại và thay vào đó đồng ý chuyên tâm vào việc phát triển công nghệ và các sản phẩm mới.

Jobs nhảy dựng lên từ chỗ ngồi và quay nhìn chằm chằm vào Sculley. “Tôi không tin rằng anh sẽ làm như vậy,” ông nói. “Nếu anh làm như vậy, anh sẽ phá hủy cả công ty.”

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Trong vài tuần tiếp đó Jobs có những hành vi cư xử thất thường. Có những lúc, ông nói mình sẽ thành lập phòng nghiên cứu AppleLabs, nhưng vào thời điểm khác, ông lại tranh thủ mọi sự hỗ trợ để có thể lật đổ Sculley. Ông đồng thời tiếp cận Sculley, nhưng rồi lại tấn công ông ta sau lưng, thậm chí các hành động trái ngược này có thể diễn ra trong cùng một đêm. Một buổi tối, vào lúc 9 giờ, ông gọi cho Luật sư của Apple là Al Eisenstat và nói rằng ông đã mất niềm tin vào Sculley và cần sự giúp đỡ của Eisenstat để thuyết phục hội đồng quản trị sa thải anh ta. Nhưng đến 11 giờ đêm hôm đó, ông lại gọi điện cho Sculley và nói, “Anh rất tuyệt vời, và tôi chỉ muốn anh biết là tôi thích được làm việc với anh như thế nào.”

Tại cuộc họp hội đồng quản trị vào ngày 11 tháng 4, Sculley chính thức tuyên bố ông muốn Jobs bước xuống khỏi vị trí người đứng đầu bộ phận Macintosh và tập trung vào phát triển sản phẩm mới. Arthur Rock, thành viên khó tính và trung lập nhất của Hội đồng quản trị lên tiếng. Ông đã chán nản với cả hai người họ: với việc Sculley không có can đảm để nắm lấy quyền lãnh đạo trong năm qua, và với “Jobs hành động như một gã nóng nảy”. Hội đồng quản trị muốn bàn bạc riêng để có thể đi đến quyết định, và để làm được như vậy, họ muốn nói chuyện riêng với từng người.

Sculley rời khỏi phòng để Jobs có thể trình bày ý kiến của mình trước. Jobs khẳng định Sculley mới là vấn đề bởi vì ông ta không hiều biết gì về máy tính. Rock đáp lại bằng những lời trách móc Jobs. Ông nói với giọng giận dữ rằng Jobs đã cư xử điên rồ trong suốt năm qua và không có quyền được quản lý một bộ phận. Thậm chí, người ủng hộ Jobs mạnh mẽ nhất, Phil Schlein, cũng cố gắng thuyết phục ông hãy nhường lại vị trí để quản lý một phòng thí nghiệm nghiên cứu cho công ty.

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Khi đến lượt Sculley nói chuyện riêng với hội đồng quản trị, ông đã đưa ra một tối hậu thư: “Các bạn có thể chọn tôi, và sau đó tôi chịu trách nhiệm điều hành công ty, hoặc chúng ta có thể không làm gì cả, và các bạn sẽ phải tìm cho mình một Giám đốc điều hành mới. Nếu tôi được giao quyền,” ông nói, “tôi sẽ không thay đổi mọi việc một cách bất ngờ, nhưng tôi sẽ khiến Jobs phải nhận vai trò mới trong vài tháng tới.” Hội đồng quản trị nhất trí đứng về phía Sculley. Ông đã được trao thẩm quyền để loại bỏ Jobs bất cứ khi nào ông cảm thấy đã đến lúc. Jobs chờ đợi bên ngoài phòng họp, biết rõ mình đã thua cuộc, ông nhìn thấy Del Yocam, một đồng nghiệp lâu năm, và ôm lấy anh ta.

Sau khi hội đồng quản trị quyết định, Sculley đã cố gắng để hòa giải. Jobs yêu cầu sự thay đổi xảy ra từ từ, trong vài tháng tiếp theo, và Sculley đã đồng ý. Sau buổi chiều ngày hôm đó, trợ lý của Sculley, Nanette Buckhout, gọi cho Jobs để xem ông thế nào. Ông vẫn chưa hết bàng hoàng và đang ngồi trong văn phòng của mình. Sculley đã về từ trước, Jobs đến nói chuyện với cô. Một lần nữa, ông bắt đầu băn khoăn về chính thái độ của mình đối với Sculley. “Tại sao John làm thế với tôi?”, Ông tự hỏi. “Anh ấy phản bội tôi”. Sau đó, lại thay đổi ý kiến của mình. Có lẽ ông cần một thời gian để khôi phục lại mối quan hệ của mình với Sculley, ông nói. “Tình bạn với John quan trọng hơn bất cứ điều gì khác, tôi nghĩ rằng có thể những gì tôi nên làm bây giờ, là củng cố hơn nữa tình bạn của hai chúng tôi.”

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Âm mưu một cuộc đảo chính

Jobs không thể đưa ra câu trả lời cho bản thân. Ông đến văn phòng của Sculley vào đầu tháng 5 năm 1985 và yêu cầu cơ hội để thể hiện rằng ông có thể quản lý bộ phận Macintosh. Ông sẽ chứng minh mình là một người làm việc hiệu quả, ông hứa hẹn. Sculley không đồng ý. Jobs tiếp tục cố gắng bằng cách thách thức trực tiếp: Ông yêu cầu Sculley từ chức. “Tôi nghĩ rằng anh thực sự đã đánh mất mục đích của mình”, Jobs nói. “Anh thực sự tuyệt vời trong năm đầu tiên, và mọi thứ đều tuyệt vời. Nhưng có điều gì đó đã xảy ra.” Sculley, người thường giữ thái độ mềm mỏng, đã phản ứng lại gay gắt, ông chỉ ra rằng Jobs đã không thể cải tiến được phần mềm của Macintosh, tạo ra được các mẫu mã mới, hoặc là thu hút được khách hàng. Cuối cùng hai người lao vào một trận đấu khẩu về việc ai là người quản lý tồi tệ hơn. Sau khi Jobs bỏ đi, Sculley quay lưng lại các bức tường kính của văn phòng ông, tránh những cái nhìn của người khác, và lặng lẽ khóc.

Những bất đồng lên đến đỉnh điểm vào thứ Ba 14 tháng 5, khi nhóm nghiên cứu Macintosh báo cáo tổng kết hàng quý trước Sculley và các nhà lãnh đạo khác của công ty. Jobs vẫn không từ bỏ quyền trưởng bộ phận của mình, Jobs tỏ ra thách thức khi ông vẫn đến phòng họp của công ty với đội ngũ của mình. Ông và Sculley bắt đầu cãi vã về nhiệm vụ của bộ phận Macintosh. Jobs nói rằng số lượng máy đã được bán ra nhiều hơn. Sculley nói là bộ phận phải phục vụ vì lợi ích chung của Apple như một thể thống nhất. Thông thường các bộ phận hoạt động khá độc lập với nhau, ví dụ như, nhóm nghiên cứu Macintosh đã lập kế hoạch phát triển loại ổ đĩa mới khác với những loại đang được phát triển bởi bộ phận của Apple II. Cuộc tranh luận, theo biên bản ghi lại, đã kéo dài trong một giờ.

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Jobs mô tả dự án rằng: chiếc máy Mac sẽ mạnh mẽ hơn, nó sẽ thay thế vị trí của máy tính Lisa đã ngừng sản xuất, và phần mềm mới được gọi là máy chủ tập tin (fileserver) sẽ cho phép người sử dụng Macintosh chia sẻ các tập tin trên mạng hệ thống. Sculley lần đầu tiên thấy rằng những dự án này là quá muộn. Ông phê bình kết quả tiếp thị của Murray, những kế hoạch quá hạn về kỹ thuật của Belleville và sự quản lý vượt quyền của Jobs. Phớt lờ những điều này, khi kết thúc cuộc họp, trước mặt nhiều người, Jobs vẫn yêu cầu Sculley cho thêm cơ hội để chứng minh ông vẫn có thể quản lý một bộ phận. Và Sculley từ chối.

Tối hôm đó Jobs đưa đội Macintosh của mình đi ăn tại quán Café Nina ở Woodside. Jean-Louis Gassée có mặt trong thành phố vì Sculley muốn ông chuẩn bị để tiếp nhận bộ phận Macintosh, và Jobs mời ông ta tham gia cùng họ. Khi nâng cốc chúc mừng, Belleville đã nói “Nâng cốc vì chúng ta, những người thực sự hiểu thế nào là thế giới của riêng Steve Jobs.” Cụm từ “thế giới của riêng Steve” - đã được sử dụng một cách ác ý bởi những người khác tại Apple, những người coi thường thực tế bị bóp méo mà ông tạo ra. Sau khi những người khác rời đi, Belleville ngồi với Jobs trong chiếc Mercedes của ông và khuyên Jobs nên đấu tranh tới cùng với Sculley.

Vài tháng trước đó, Apple có được quyền xuất khẩu máy tính sang Trung Quốc, và Jobs đã được mời ký một thỏa thuận tại Đại lễ đường nhân dân vào cuối Tuần lễ Chiến sĩ Trận vong (Memorial Day Weekend) năm 1985. Ông nói với Sculley, Sculley quyết định rằng chính mình sẽ đi Trung Quốc. Jobs không hề phản đối. Jobs đã tận dụng thời cơ khi Sculley vắng mặt để thực hiện cuộc đảo chính của mình. Trong suốt dịp lễ, ông đã lôi kéo khá nhiều người vào kế hoạch của mình. “Tôi sẽ khởi động một cuộc đảo chính trong khi John ở Trung Quốc,” ông nói với Mike Murray.

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Bảy ngày của tháng Năm

Thứ Năm ngày 23 tháng 5: Tại cuộc họp vào thứ năm thông thường của ông với các thành viên hàng đầu trong bộ phận Macintosh, Jobs nói với các cộng sự về kế hoạch của mình để lật đổ Sculley. Ông cũng tâm sự với giám đốc nhân sự công ty, Jay Elliot, người đã nói với ông thẳng thừng rằng kế hoạch này sẽ không đi đến kết quả nào cả. Elliot đã nói chuyện với một số thành viên hội đồng quản trị và kêu gọi họ đứng về phía Jobs, nhưng ông phát hiện ra rằng hầu hết các thành viên hội đồng quản trị nghiêng về phía Sculley, và hầu hết các nhân vật trong đội ngũ lãnh đạo cấp cao của Apple cũng như vậy. Tuy nhiên Jobs vẫn hành động. Ông thậm chí còn tiết lộ kế hoạch của mình với Gassée khi đi dạo quanh bãi đậu xe, phớt lờ thực tế rằng Gassée đã bay từ Paris đến để thế chỗ của mình. “Tôi đã sai lầm khi nói với Gassée,” Jobs gượng gạo thừa nhận nhiều năm sau đó.

Tối hôm đó, luật sư của Apple, Al Eisenstat đã tổ chức một bữa tiệc thịt nướng nhỏ tại nhà của ông với Sculley, Gassée, và các bà vợ của họ. Khi Gassée nói với Eisenstat những gì Jobs đang âm mưu, Eisenstat nói rằng Gassée nên thông báo cho Sculley. “Steve đã cố gắng thực hiện một âm mưu để lật đổ John,” Gassée nhớ lại. “Tại nhà của Al Eisenstat, tôi chỉ ngón tay trỏ của mình vào ngực của John và nói: ‘Nếu ngày mai anh bay tới Trung Quốc, anh có thể bị lật đổ. Steve đang âm mưu để loại bỏ anh.’”

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Thứ Sáu ngày 24 Tháng 5: Sculley đã hủy bỏ chuyến đi và quyết định đối đầu với Jobs tại cuộc họp cấp điều hành vào sáng thứ Sáu. Jobs đến muộn, và ông thấy chỗ của mình bên cạnh Sculley, người thường ngồi ở đầu bàn, đã không còn trống. Thay vào đó ông phải ngồi chỗ phía cuối bàn. Jobs mặc một bộ đồ được thiết kế hoàn hảo và trông tràn đầy năng lượng. Sculley trái lại, trông nhợt nhạt. Ông tuyên bố rằng sẽ bỏ qua nội dung cuộc họp đế để đối mặt với vấn đề mọi người đang quan tâm nhất. “Có vẻ như anh đang muốn tống cổ tôi ra khỏi công ty,” Sculley nói, nhìn thẳng vào Jobs. “Tôi muốn hỏi anh điều đó có phải sự thật không.”

Jobs không hề mong đợi việc này. Tuy nhiên, ông không bao giờ ngần ngại thừa nhận một cách trung thực. Đôi mắt của ông nheo lại, và ông nhìn Sculley chằm chằm không chớp. “Tôi nghĩ rằng anh không thích hợp với Apple, và tôi cho rằng anh không nên điều hành công ty này,” Jobs trả lời, lạnh lùng và chậm rãi. “Anh nên rời khỏi công ty. Anh không biết làm thế nào để điều hành nó và không bao giờ anh có thể làm được.” Ông cáo buộc Sculley không tìm hiểu quá trình phát triển sản phẩm, và sau đó, ông nói thêm một câu hàm ý hướng mình làm trung tâm: “Tôi muốn anh ở đây để giúp tôi phát triển, và anh đã chẳng giúp đỡ tôi được gì.”

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Những người còn lại trong căn phòng ngồi im lặng, Sculley cuối cùng đã mất bình tĩnh. Tật nói lắp thời thơ ấu đã không ảnh hưởng đến ông trong hai mươi năm qua bắt đầu quay trở lại. “Tôi không tin tưởng anh, và tôi sẽ không chấp nhận sự thiếu tin tưởng”, ông lắp bắp. Khi Jobs tự nhận rằng mình sẽ điều hành công ty tốt hơn Sculley, Sculley đã đặt một canh bạc. Ông quyết định thăm dò ý kiến của cả phòng với câu hỏi đó. “Ông ta thật ranh mãnh”, 35 năm sau, khi nhớ lại, Jobs vẫn còn tức tối. Đó là tại cuộc họp Ban chấp hành, và ông ta nói, “Tôi hay Steve, bạn sẽ chọn ai?” Ông ta sắp đặt để trong tình huống đó chỉ có thằng ngốc mới bỏ phiếu cho tôi”.

Đột nhiên,những người có mặt bắt đầu lúng túng. Del Yocam lên tiếng đầu tiên. Ông nói ông quý mến Jobs, muốn Jobs tiếp tục đóng một vai trò trong công ty, nhưng ông đã lấy hết can đảm, khi Jobs nhìn chằm chằm vào mặt, để nói rằng ông “tôn trọng” Sculley và ủng hộ Sculley điều hành công ty. Eisenstat cũng phải đối mặt với Jobs trực tiếp và nói điều tương tự: Ông thích Jobs nhưng muốn ủng hộ Sculley. Regis McKenna, cố vấn thuê ngoài, thành viên trong hội đồng ban lãnh đạo cao cấp, thẳng thắn hơn. Anh ta nhìn vào Jobs và nói rằng ông chưa sẵn sàng để điều hành công ty, một điều mà anh ta đã nói với Jobs từ trước. Những người khác cũng đứng về phía Sculley. Đối với Bill Campbell, điều này là đặc biệt khó khăn. Ông thích Jobs và đã không ưa Sculley. Giọng của ông hơi run lên khi ông nói với Jobs là ông quyết định ủng hộ Sculley, và ông đề nghị 2 người nên hòa giải để tìm một vị trí thích hợp khác cho Jobs tại Apple. “Anh không thể để cho Steve rời khỏi công ty này,” ông nói với Sculley.

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Jobs cảm thấy tổn thương. “Tôi chắc giờ tôi đã biết vị trí của mình đang ở đâu”, ông nói, và bước ra khỏi phòng. Không ai đuổi theo sau.

Ông quay trở lại văn phòng của mình, tập hợp những người trung thành lâu năm trong đội ngũ Macintosh, và bắt đầu khóc. Ông sẽ phải rời khỏi Apple, ông nói. Khi ông bước ra khỏi cửa, Debi Coleman ngăn ông lại. Cô và những người khác khuyên ông nên bình tĩnh và không làm bất cứ điều gì vội vàng. Ông nên dành cuối tuần để tập hợp lại nhóm. Có thể sẽ có một giải pháp để ngăn chặn việc công ty không bị chia rẽ.

Sculley cũng không mấy vui vẻ với chiến thắng của mình. Như một chiến binh phạm thương, ông lui vào văn phòng Eisenstat và yêu cầu nhà tư vấn của công ty cho mình quá giang. Khi họ bước vào chiếc Porsche của Eisenstat, Sculley than thở, “Tôi không biết liệu tôi có thể vượt qua chuyện này không.” Khi Eisenstat hỏi ý ông là gì, Sculley trả lời, “Tôi nghĩ rằng tôi sẽ từ chức.”

“Anh không thể làm như vậy,” Eisenstat phản đối. “Apple sẽ sụp đổ.”

“Tôi sẽ từ chức”, Sculley khẳng định. “Tôi không nghĩ rằng tôi phù hợp với công ty.”

“Tôi nghĩ rằng anh đang bối rối,” Eisenstat trả lời. “Anh đã đứng lên đối đầu với anh ta.” Sau đó, ông lái xe đưa Sculley về nhà.

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Vợ Sculley ngạc nhiên khi thấy chồng về nhà bất ngờ. “Tôi đã thất bại”, ông nói với vợ. Vợ Sculley là một phụ nữ mạnh mẽ, người chưa bao giờ thích Jobs hay đánh giá cao sự say mê của chồng mình với anh ta. Vì vậy, khi nghe những gì đã xảy ra, cô ta lập tức vào xe và tăng tốc đến văn phòng của Jobs. Khi biết ông đã đến nhà hàng Good Earth với những người thân tín trong đội Macintosh của mình, cô lái xe thẳng đến đó và đón đầu Jobs ở bãi đậu xe

“Steve, tôi có thể nói chuyện với anh không?” cô nói. Ông im lặng. “Anh có biết rằng quen biết một người như John Sculley có thể là một đặc ân với anh không?”. Ông tránh cái nhìn của cô ấy. “Anh không thể nhìn thẳng vào tôi khi tôi nói chuyện với anh sao?” Cô hỏi. Nhưng khi Jobs làm theo, nhìn chằm chằm vào cô không chớp mắt – cô bối rối rút lại lời của mình. “Không sao, không cần nhìn tôi,” Cô nói. “Khi tôi nhìn vào mắt của hầu hết mọi người, tôi thấy tâm hồn của họ. Nhưng khi tôi nhìn vào đôi mắt của anh, tôi chỉ thấy một cái hố không đáy, một cái hố trống rỗng, một vùng chết.” Sau đó cô bỏ đi.

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Thứ Bảy ngày 25 tháng Năm: Mike Murray lái xe đến nhà của Jobs ở Woodside và đưa ra một số lời khuyên ông nên xem xét chấp nhận vai trò của một người định hướng tạo ra các sản phẩm mới, xây dựng AppleLabs, và tránh xa khỏi ban lãnh đạo. Jobs có vẻ sẵn sàng xem xét ý kiến đó. Nhưng trước tiên ông sẽ phải khôi phục lại cảm tình với Sculley. Vì vậy, ông nhấc điện thoại và khiến Sculley ngạc nhiên. Jobs hỏi liệu họ có thể gặp mặt vào buổi chiều hôm sau và đi bộ với nhau trên các ngọn đồi của Đại học Stanford. Nơi họ đã từng cùng nhau đi dạo trong quá khứ, trong thời gian còn thân thiết, và khi đi dạo như vậy, biết đâu họ có thể làm tìm ra cách giải quyết những mâu thuẫn.

Jobs không biết rằng Sculley đã nói với Eisenstat ông muốn từ chức, nhưng sau đó chuyện này đã không còn quan trọng. Đêm đó, ông đã thay đổi ý kiến và quyết định ở lại. Mặc dù vậy, ông vẫn còn mong đợi Jobs quý mến mình. Vì vậy, ông đồng ý gặp mặt Jobs buổi chiều tiếp theo.

Nếu Jobs muốn hoà giải, hẳn Jobs đã không tìm chọn bộ phim để xem với Murray đêm đó. Ông chọn Patton, bộ phim về một tướng quân không bao giờ đầu hàng. Tuy nhiên, ông đã đưa cho cha mình, người đã từng là một quân nhân, mượn cuốn băng sao bộ phim đó. Do đó, cùng với Murray ông lái xe đến ngôi nhà thời thơ ấu của mình để lấy nó. Cha mẹ của ông không có ở đó, và ông cũng không có chìa khóa vào nhà. Họ đi xung quanh, kiểm tra cửa ra vào hoặc cửa sổ, cuối cùng đành bỏ cuộc. Các cửa hàng video cũng không có bản sao bộ phim, nên cuối cùng Jobs đành chấp nhận xem bộ phim chuyển thể năm 1983 “Sự phản bội của Harold Pinter”.

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Chủ Nhật ngày 26 tháng Năm: Theo kế hoạch, Jobs và Sculley đã gặp nhau tại sân sau của trường Stanford vào buổi chiều chủ nhật và đi bộ vài giờ giữa những ngọn đồi và đồng cỏ. Jobs khẳng định lại yêu cầu của mình rằng ông cần có một vai trò nào đó điều hành tại Apple. Lần này Sculley tỏ ra cứng rắn. Không có ích gì đâu, Sculley tiếp tục khuyên ông hãy đảm nhận giữ vai trò là một nhà định hướng sáng tạo sản phẩm với một phòng thí nghiệm của riêng của mình. Nhưng Jobs từ chối này vì điều này chẳng khác nào biến ông trở thành một kẻ bù nhìn. Bất chấp hoàn cảnh thực tế, ông đề nghị Sculley từ bỏ quyền điều hành toàn bộ công ty cho ông. “Tại sao anh không ngồi vào ghế Chủ tịch hội đồng, còn tôi sẽ trở thành giám đốc điều hành?”, Jobs đề nghị. Sculley thật sự ngạc nhiên bởi sự nghiêm túc của Jobs.

“Steve, điều đó không có nghĩa lý gì cả,” Sculley trả lời. Jobs sau đó đề xuất rằng họ có thể phân chia nhiệm vụ điều hành công ty, ông đảm nhiệm xử lý các vấn đề về sản phẩm, Sculley đảm nhiệm về marketing và kinh doanh. Nhưng hội đồng quản trị đã không chỉ đặt niềm tin ở Sculley, mà họ còn muốn ông khiến Jobs phải biết điều hơn. “Chỉ một người có thể điều hành công ty,” ông trả lời. “Tôi được mọi người ủng hộ và anh thì không.”

Trên đường về nhà, Jobs đã ghé qua nhà của Mike Markkula. Markkula không có nhà, nên Jobs để lại tin nhắn mời anh ta đến ăn vào buổi tối hôm sau. Ông cũng sẽ mời những thành viên trung thành cốt cán trong đội Macintosh của mình. Ông hy vọng rằng họ có thể thuyết phục Markkula thay đổi sự ủng hộ dành cho Sculley.

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Thứ Hai ngày 27 tháng Năm: Ngày lễ Chiến Sĩ Trận Vong đầy nắng và ấm áp. Những người thân tín trong nhóm nghiên cứu Macintosh - Debi Coleman, Mike Murray, Susan Barnes, và Bob Belleville đến nhà Jobs ở Woodside một giờ trước bữa ăn tối để họ có thể bàn bạc chiến lược. Ngồi trên hàng hiên của căn nhà trong ánh chiều tà, Coleman nói với Jobs rằng ông nên chấp nhận đề nghị của Sculley làm một nhà định hướng thiết kế sản phẩm và xây dựng AppleLabs. Trong số những người có mặt, Coleman là người thực tế nhất. Trong kế hoạch tổ chức mới của mình, Sculley đã lựa chọn cô đảm nhiệm quản lý các bộ phận sản xuất bởi vì ông biết rằng lòng trung thành của cô là dành cho Apple chứ không chỉ riêng với Jobs. Một số người khác thì hiếu chiến hơn. Họ muốn thúc giục Markkula lên kế hoạch tổ chức lại công ty để Jobs có thể lên nắm quyền.

Khi Markkula đến, ông đã đồng ý lắng nghe với một điều kiện: Jobs phải giữ im lặng. “Tôi muốn lắng nghe ngiêm túc những suy nghĩ của nhóm Macintosh, chứ không phải Jobs giật dây họ tạo nên một cuộc nổi loạn”, ông nhớ lại. Khi trời chuyển lạnh, họ đã vào bên trong căn biệt thự và ngồi bên lò sưởi. Thay vì để cho câu chuyện biến thành những lời kêu ca, Markkula làm cho họ tập trung vào các vấn đề quản lý cụ thể, chẳng hạn như đâu là vấn đề trong việc sản xuất phần mềm tập tin máy chủ và lý do tại sao hệ thống phân phối Macintosh đã không phản ứng tốt với lệnh được đặt ra. Khi họ bàn bạc xong, Markkula thẳng thừng từ chối Jobs. “Tôi nói rằng tôi sẽ không ủng hộ kế hoạch của ông ấy, và đó là quyết định cuối cùng, Sculley là ông chủ.” Markkula nhớ lại. . Họ rất tức giận và muốn một cuộc nổi dậy, nhưng đó không phải là cách để giải quyết vấn đề.”

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Thứ Ba, 28 tháng Năm: Sculley giận dữ khi nghe Markkula kể về việc Jobs cố gắng thuyết phục Markkula lật đổ mình, Sculley đến văn phòng của Jobs vào sáng thứ Ba. Ông đã nói chuyện với hội đồng quản trị trước đó, ông nói, và đã được hội đồng chấp thuận. Ông muốn Jobs nghỉ việc. Sau đó, ông lái xe đến nhà Markkula, trình bày kế hoạch tổ chức lại công ty của mình. Markkula yêu cầu giải thích chi tiết, và cuối cùng Markkula đồng thuận với kế hoạch đó. Khi ông trở lại văn phòng của mình, Sculley gọi cho các thành viên khác của hội đồng quản trị, chỉ để chắc chắn rằng ông vẫn có sự ủng hộ của họ. Và rõ ràng là như vậy.

Lúc ấy, ông gọi cho Jobs để đảm bảo rằng Jobs hiểu tình hình. Hội đồng quản trị phê duyệt kế hoạch tổ chức lại của Sculley, và kế hoạch sẽ được tiến hành trong tuần đó. Gassée sẽ nắm quyền quản lý bộ phận Macintosh mà Jobs yêu quý cũng như các sản phẩm khác, và Jobs sẽ không được điều hành bất cứ bộ phận nào. Tuy nhiên, Sculley vẫn giữ ý định hòa giải. Ông nói với Jobs rằng có thể chấp nhận vị trí chủ tịch hội đồng quản trị và trở thành nhà định hướng thiết kế sản phẩm nhưng không có quyền điều hành hoạt động. Nhưng đến lúc này, ngay cả những ý tưởng xây dựng một phòng nghiên cứu như AppleLabs cũng không còn nằm trong ý định của Jobs nữa.

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Rơi vào tuyệt vọng, Jobs nhận ra không còn con đường nào khác, không có cách nào thay đổi thực tế. Ông bật khóc và bắt đầu gọi điện thoại cho Bill Campbell, Jay Elliot, Mike Murray, và những người khác. Vợ của Murray, Joyce, nhận được cú điện thoại từ Jobs khi họ đang ở nước ngoài, ông nói rằng đây là một trường hợp khẩn cấp. “Nó nên là một chuyện thật quan trọng,” cô nói với ông. “Chắc chắn rồi,” cô nghe Jobs đáp lại. Khi Murray nhận điện thoại, Jobs đã khóc. “Hết thật rồi,” ông nói. Sau đó, ông gác máy.

Murray đã lo lắng rằng Jobs có thể quá thất vọng mà làm điều gì đó ngu ngốc, nên ông gọi lại cho Jobs. Không có ai trả lời. Ông lái xe đến Woodside. Không ai ra khi ông gọi cửa. Vì vậy ông đã đi xung quanh và nghển đầu qua cửa sổ để nhìn vào phòng ngủ. Jobs đang nằm trên một tấm nệm trong căn phòng đồ đạc nghèo nàn của mình. Ông để Murray vào và họ đã nói chuyện cho đến khi gần bình minh.

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Thứ Tư ngày 29 tháng Năm: Jobs cuối cùng đã có một cuốn băng bộ phim Patton, bộ phim ông đã xem tối thứ tư, nhưng Murray ngăn cản ông lao vào một trận chiến khác. Thay vào đó, ông khuyên Jobs đến vào ngày thứ Sáu để nghe công bố kế hoạch của Sculley tổ chức lại công ty. Không còn lựa chọn nào khác hơn là đóng vai người lính tốt chứ không phải là kẻ chỉ huy nổi loạn.

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Lăn như một hòn đá

Jobs lặng lẽ ngồi trong hàng dưới của thính phòng để lắng nghe Sculley giải thích đội hình mới của công ty. Có rất nhiều người liếc nhìn, nhưng họ dường như phớt lờ sự hiện diện của ông và không tỏ thái độ gì. Ông nhìn chằm chằm không chớp mắt vào Sculley, khiến Sculley nhớ mãi “cái nhìn khinh miệt của Steve” nhiều năm sau đó. “Một ánh nhìn bất khuất”, Sculley nhớ lại, “giống như một tia X chiếu thẳng vào tận xương tủy của bạn, nơi yếu ớt và dễ bị phá hủy nhất.” Thời điểm đó, đứng trên sân khấu trong khi giả vờ không để ý đến Jobs, Sculley nhớ lại chuyến đi đầy tình cảm của họ một năm trước đó tới Cambridge, Massachusetts, đến thăm người anh hùng của Jobs, Edwin Land. Người đã bị hạ bệ từ chính công ty Polaroid do ông ấy tạo ra, và Jobs đã nói với Sculley trong sự ghê tởm, “Tất cả những gì ông ấy làm là giúp thay đổi hàng triệu kẻ kém cỏi, và họ đã đá ông ấy khỏi chính công ty của mình.” Bây giờ, Sculley cũng đã cướp lấy chính công ty của Jobs.

Khi Sculley giải thích về sơ đồ tổ chức, ông giới thiệu Gassée là người đứng đầu mới của bộ phận Macintosh kết hợp với nhóm sản xuất Apple II. Trên biểu đồ là một ô vuông nhỏ có gắn nhãn “Chủ tịch” nhưng không có đường kết nối với nhóm khác, không với Sculley hoặc với bất cứ ai khác. Sculley vẫn dành một vị trí, mà Jobs có thể đảm nhận vị trí của một nhà “định hướng toàn cầu”. Nhưng ông đã không thừa nhận sự hiện diện của Jobs. Có một vài tiếng vỗ tay vụng về vang lên.

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Jobs ở lì trong nhà những ngày tiếp theo, rèm được kéo xuống, máy tự động trả lời được bật sẵn, và người duy nhất ông gặp là bạn gái của mình, Tina Redse. Trong hàng giờ liền, ông ngồi bật băng nhạc của Bob Dylan, đặc biệt là ca khúc “The Times They Are a-Changin.” Ông đã đọc câu thứ hai của ca khúc khi công bố Macintosh với các cổ đông của Apple mười sáu tháng trước đó. Đó là câu kết thúc độc đáo: “For the loser now / Will be later to win…” (tạm dịch: Dành cho kẻ thua cuộc ngày hôm nay / sẽ là kẻ chiến thắng trong tương lai…”)

Một đội từ nhóm Macintosh cũ, dẫn đầu là Andy Hertzfeld và Bill Atkinson đến với ông, hy vọng xua tan những u ám của Jobs. Jobs mất một thời gian mới ra mở của cho họ, và sau đó ông đã dẫn họ đến một căn phòng bên cạnh nhà bếp, một nơi hiếm hoi trong căn nhà được trang trí nội thất nghèo nàn. Với sự giúp đỡ của Redse, ông chiêu đãi mọi người một vài món chay. “Chuyện gì đã xảy ra?” Hertzfeld hỏi. “Chuyện tệ hại đến thế này sao?”

“Không, nó còn tồi tệ hơn.” Jobs nhăn nhó. “Tồi tệ hơn anh có thể tưởng tượng nhiều.” Ông đổ lỗi cho Sculley vì đã phản bội ông, và nói rằng Apple sẽ không thể hoạt động nếu không có ông. Vị trí Chủ tịch, ông than phiền, đó hoàn toàn chỉ là hình thức. Ông đã bị đẩy ra khỏi văn phòng của mình ở số 3 đường Bandley đến một tòa nhà nhỏ và hầu như trống không không mà ông ví như “Siberia”. Hertzfeld lái câu chuyện sang những tháng ngày hạnh phúc lúc trước, và họ hồi tưởng về quá khứ.

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Đầu tuần đó, Bob Dylan vừa phát hành một album mới, Empire Burlesque, và Hertzfeld mang lại một bản sao mà họ bật nghe trên đầu đĩa công nghệ cao của Jobs. Ca khúc đáng chú ý nhất, When the Night Comes Falling from the Sky, với thông điệp Khải Huyền của nó, dường như thích hợp cho buổi tối, nhưng Jobs không thích nó. Nó có giai điệu gần giống nhạc disco, và ông kết luận rằng Dylan đã xuống dốc kể từ ca khúc Blood on the Tracks. Vì vậy, Hertzfeld chuyển đến bài hát cuối cùng album, Dark Eyes, đó là một ca khúc được viết trên nền nhạc acoustic đơn giản kết hợp giọng ca của Dylan cùng cây đàn guitar và kèn harmonica. Giai điệu chậm chạp và thê lương, Hertzfeld hy vọng, sẽ khiến Jobs nhớ lại những ca khúc mà ông từng rất yêu thích. Nhưng Jobs cũng không thích bài hát đó và không muốn nghe phần còn lại của album.

Phản ứng thái quá của Jobs là điều dễ hiểu. Sculley đã từng là một người dẫn dắt với Jobs. Mike Markkula và Arthur Rock cũng vậy. Trong tuần đó cả ba đều đã bỏ rơi ông. “Cảm giác bị bỏ rơi thuở nhỏ như trở lại.” Người bạn và cũng là luật sư George Riley sau này nói rằng, “Đó là một phần sâu thẳm bí mật của ông ấy, và nó khiến ông phải xác định mình là ai.” Nhiều năm sau Jobs nhớ lại, “Tôi cảm thấy như tôi đã bị đốn ngã, không có chút dưỡng khí nào và tôi không thể thở nổi.”

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Việc mất đi sự ủng hộ của Arthur Rock đặc biệt khiến Jobs đau đớn. “Đối với tôi, Arthur đã từng giống như một người cha vậy”, Jobs nói. “Ông ấy đã che chở tôi dưới đôi cánh của mình.” Rock đã dạy cho Jobs phương thức nghệ thuật opera. Cả ông và vợ, Toni, đã cưu mang Jobs ở San Francisco và Aspen. “Tôi nhớ một lần lái xe đến San Francisco và tôi nói với ông ấy, ‘Chúa ơi, tòa nhà Ngân hàng của Mỹ thật xấu xí,” và ông nói, ‘Không, nó mới là tuyệt nhất. “Rồi ông đã giảng giải cho tôi tại sao lại vậy, ông đã nói đúng.” Nhiều năm sau, Jobs vẫn rớm nước mắt khi kể lại câu chuyện: “Ông đã chọn Sculley thay vì chọn tôi. Điều đó thực sự đã khiến tôi choáng váng. Tôi không bao giờ nghĩ rằng ông sẽ bỏ rơi tôi. “

Tai hại hơn nữa là công ty mà Jobs yêu quý bây giờ nằm trong tay của một người đàn ông mà ông coi là một kẻ kém cỏi. “Hội đồng quản trị cảm thấy rằng tôi không thể điều hành một công ty, và đó là quyết định của họ “, ông nói. “Nhưng họ đã mắc phải một sai lầm. Họ đáng lẽ nên có quyết định độc lập về những gì cần làm với tôi và những gì cần làm với Sculley. Họ đáng lẽ phải sa thải Sculley, ngay cả khi họ không nghĩ rằng tôi phù hợp đề điều hành của Apple.” Khi tâm trạng thất vọng về bản thân tăng cao, cơn phẫn nộ của ông với Sculley, ấn tượng về sự phản bội, càng nặng nề hơn.

Tình hình trở nên tồi tệ khi Sculley nói với một nhóm các nhà phân tích rằng ông coi Jobs không còn liên quan đến công ty, ngoại trừ danh hiệu Chủ tịch. “Từ khía cạnh quản lý, không có vị trí nào cho Steve Jobs trong công ty, hôm nay và cả trong tương lai.” Ông nói. “Tôi không biết anh ta sẽ làm gì” lời tuyên bố thẳng thừng đã gây sốc cho cả nhóm, và những tiếng thở hổn hển lướt qua trong thính phòng.

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Có lẽ việc đi sang châu Âu sẽ có ích, Jobs nghĩ. Vì vậy, trong tháng Sáu, ông đến Paris, nơi ông phát biểu tại một sự kiện của Apple và đi đến một bữa ăn tối tôn vinh Phó Tổng thống George H.W. Bush. Từ đó ông đã đi đến Ý, nơi ông lái xe trên những ngọn đồi ở Tuscany với Redse và mua một chiếc xe đạp để ông có thể dành nhiều thời gian đi xe một mình. Ở Florence, ông say mê lối kiến trúc của thành phố và kết cấu của vật liệu xây dựng. Đặc biệt là loại đá ốp lát đến từ mỏ đá Casone Il gần thị trấn Tuscan của Firenzuola. Nó có một màu xám hơi xanh dịu. Hai mươi năm sau, ông sẽ quyết định rằng các tầng của hầu hết hệ thống cửa hàng Apple sẽ được ốp bằng loại sa thạch này.

Apple II mới được bán tại Nga, vì thế, Jobs đến Moscow, nơi ông gặp gỡ với Al Eisenstat. Do có một số vấn đề trong việc xin chấp thuận của Washington cho một số các giấy phép xuất khẩu cần thiết, họ đã đến thăm Tùy viên thương mại của Đại sứ quán Mỹ tại Moscow, Mike Merwin. Ông ta cảnh báo họ rằng luật pháp khá nghiêm khắc đối với việc chia sẻ công nghệ với Liên Xô. Jobs tỏ ra khó chịu. Tại triển lãm thương mại Paris, chính Phó Tổng thống Bush đã khuyến khích ông đưa máy tính vào Nga để “kích động một cuộc cách mạng từ các tầng lớp thấp”. Trong bữa ăn tối tại một nhà hàng Gruzia “chuyên phục vụ món bánh mỳ thịt nướng”, Jobs tiếp tục luận điểm của mình. “Làm thế nào ông có thể cho rằng điều này vi phạm pháp luật Mỹ khi nó rõ ràng là có lợi cho chúng ta?” Ông hỏi Merwin. “Nếu đưa máy tính Mac vào tay người Nga, họ có thể in tất cả các bài báo của họ.”

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Jobs cũng thể hiện bản tính thẳng thắn và nóng nảy của mình ở Moscow bằng cách nhấn mạnh vào các câu chuyện về Trotsky, nhà cách mạng lôi cuốn đã từng nhận lệnh ám sát Stalin. Lúc ấy, viên đại diện KGB đã đề nghị ông hạ thấp giọng của mình. “Anh sẽ không muốn nói chuyện về Trotsky đâu,” ông ta nói. “Các nhà sử học của chúng tôi đã nghiên cứu tình thế lúc đó, và chúng tôi không tin ông ta là một người đàn ông tuyệt vời nữa.” Nhưng lời nói đó chẳng ích gì. Khi họ tới các trường đại học công lập tại Moscow để nói chuyện với sinh viên về máy tính, Jobs bắt đầu bài phát biểu của mình bằng cách ca ngợi Trotsky. Với Jobs, ông ta là một nhà cách mạng đáng ngưỡng mộ.

Jobs và Eisenstat tham dự bữa tiệc thứ tư trong tháng Bảy tại Đại sứ quán Mỹ, và trong lá thư cảm ơn của mình gửi Đại sứ Arthur Hartman, Eisenstat nhấn mạnh rằng Jobs lên kế hoạch để khối liên doanh của Apple ở Nga mạnh mẽ hơn trong năm tới. “Chúng tôi dự kiến sẽ quay lại Moscow vào tháng Chín.” Đã có lúc dường như hy vọng của Sculley rằng Jobs trở thành một “nhà hoạch định chiến lược toàn cầu” cho công ty đã trở thành hiện thực. Nhưng không phải vậy. Một cái gì đó rất khác đã xảy ra vào tháng Chín năm đó.

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Giải thoát Prô-mê-tê

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Sau khi trở về từ châu Âu vào tháng Tám năm 1985, khi vẫn đang suy tính sẽ làm gì tiếp theo thì Jobs gọi điện cho Paul Berg – một nhà sinh hóa học ở Stanford để cùng thảo luận về những tiến bộ khoa học trong việc cấy gen và tái tổ hợp ADN. Berg mô tả những khó khăn khi thực hiện những thí nghiệm trong phòng thí nghiệm sinh học và thời gian nuôi cấy đến khi có kết quả phải kéo dài hàng tuần liền. “Sao anh không mô phỏng quá trình đó bằng máy tính?” – Jobs hỏi. Berg trả lời rằng những máy tính có khả năng thực hiện những mô phỏng đó có giá quá đắt đối với phòng thí nghiệm của một trường đại học. “Đột nhiên, anh ấy trở nên rất phấn khích với khả năng đó” – Berg nhớ lại – “Anh ấy nung nấu ý tưởng đó khi quyết định thành lập một công ty mới. Anh ấy trẻ, giàu có và phải tìm ra thứ gì đó để làm trong suốt phần đời còn lại của mình”.

Jobs xúc tiến thảo luận với các học viện để xem nơi làm việc của họ cần những thiết bị gì. Đó là điều mà ông chú tâm kể từ năm 1983. Đây cũng là năm ông tới thăm phòng khoa học máy tính ở Brown để giới thiệu Macintosh không những là một chiếc máy tính làm việc hiệu quả mà còn có nhiều tính năng hữu dụng cho các phòng thí nghiệm của các trường đại học. Mong ước của các nghiên cứu sinh tại các trường đại học là có một nơi làm việc vừa hiệu quả lại vừa kín đáo. Với tư cách là người đứng đầu bộ phận Macitosh, Jobs đưa ra một bản dự án để tạo ra một chiếc máy với tên gọi Big Mac. Nó sẽ có hệ điều hành UNIX với giao diện thân thiện của Macintosh. Nhưng sau khi Jobs bị trục xuất khỏi bộ phận Macitosh, người kế nhiệm Jean – Louis Gassée đã hủy bỏ dự án Big Mac.

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Khi chuyện đó xảy ra, Jobs đã vô cùng đau khổ gọi điện cho Rich Page – kỹ thuật viên thiết kế bộ chip xử lý của Big Mac. Đó là cuộc gọi cuối cùng trong hàng loạt những cuộc trò chuyện của Jobs với rất nhiều nhân viên bất mãn của Apple. Họ hối thúc Jobs mở một công ty mới và giải thoát họ khỏi Apple. Sau dịp nghỉ lễ ngày Quốc tế lao động, kế hoạch dần được hình thành và triển khai. Jobs nói chuyện với Bud Tribble, trưởng bộ phận phần mềm của Macintosh thuở ban đầu và nói qua về ý tưởng thành lập một công ty có thể xây dựng các trụ sở làm việc vừa hiệu quả mà vừa riêng tư. Ông cũng tuyển luôn kỹ thuật viên George Crow và nhân viên điều hành Sunsan Barnes từ bộ phận Macintosh, những người đã từng nói chuyện với Jobs về quyết định rời bỏ công ty để hợp tác với ông.

Vị trí quan trọng còn lại mà Jobs đang tìm kiếm là một người có thể tiếp thị sản phẩm mới tới các trường đại học. Ứng cử viên sáng giá cho chức vụ đó là Dan’l Lewin - đang làm việc tại Apple và đã từng lập các liên hội các trường Đại học để mua Macintosh với số lượng lớn. Ngoài việc thiếu hai chữ cái đầu tiên trong phần họ, Lewin có vẻ ngoài ưa nhìn của Clark Kent và sự bóng bẩy của người một Princeton . Anh ta và Jobs có một điểm chung: Lewin đã từng viết luận văn tốt nghiệp về Bob Dylan có khả năng lãnh đạo đầy cuốn hút; và Jobs thì hiểu biết về cả hai vấn đề trên.

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Một nhóm bạn đại học cùng với Lewin bất ngờ được chọn vào nhóm Macintosh nhưng anh đã vô cùng chán nản khi biết Jobs rời công ty và Bill Campbell đã tái cơ cấu lại bộ phận Marketing theo xu hướng làm giảm vai trò của Marketing trực tiếp tới các trường đại học. Chính Lewin cũng định gọi cho Jobs vào đợt nghỉ Quốc tế Lao động nhưng Jobs đã gọi trước. Lewin đã lái xe đến khu nhà tuềnh toàng của Jobs, cùng đi dạo và bàn luận về khả năng thành lập một công ty mới. Lewin vô cùng hào hứng nhưng lại không sẵn sàng tham gia. Anh sẽ cùng Campbell tới Austin vào tuần sau và anh cũng muốn chờ đợi xem mọi việc thế nào rồi mới quyết định. Sau khi quay về, anh đã trả lời với Jobs là đồng ý. Thông tin này đến rất đúng lúc, hôm đó là ngày13 tháng 9, vào đúng buổi họp lãnh đạo Apple.

Mặc dù trên danh nghĩa Jobs là chủ tịch hội đồng quản trị nhưng từ sau ngày bị trục xuất khỏi Apple, ông chưa bao giờ góp mặt trong bất cứ buổi họp nào. Ông gọi cho Sculley và nói rằng ông sẽ tham gia cuộc họp và bảo Sculley cho thêm một phần nhỏ vào cuối buổi họp là mục “báo cáo của chủ tịch”. Jobs không nói rõ nội dung của phần này và Sculley cứ nghĩ rằng đó chỉ là những chỉ trích về việc tái cơ cấu vừa rồi. Thay vào đó, khi đến lượt mình nói, Jobs đã mô tả cho ban lãnh đạo nghe về kế hoạch thành lập công ty mới: “Tôi suy nghĩ rất nhiều và đã đến lúc để tôi tiếp tục cuộc sống của mình”. Jobs bắt đầu: “Hiển nhiên là tôi đã tìm được thứ để làm. Tôi đã 30 tuổi rồi”.

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Sau đó ông đề cập đến một số ghi chú đã được chuẩn bị sẵn để mô tả kế hoạch tạo dựng một công ty dành cho thị trường giáo dục trình độ cao của ông. Ông hứa rằng công ty mới này sẽ không cạnh tranh với Apple và muốn đem theo một ít nhân lực không quan trọng. Ông cũng đề nghị từ chức chủ tịch Apple và hy vọng hai công ty sẽ hợp tác với nhau trong tương lai. Ông nghĩ có lẽ Apple sẽ muốn mua lại quyền phân phối đối với những sản phẩm của ông hoặc các giấy phép phần mềm của Macintosh.

Mike Markkula lo ngại khả năng là Jobs sẽ lôi kéo một số nhân viên khỏi Apple. “Tại sao anh lại lấy một số nhân viên theo anh?” – ông ta hỏi.

“Đừng lo lắng”, Jobs đảm bảo với ông ta và ban lãnh đạo rằng “Đây là những nhân viên cấp thấp và sẽ không ảnh hưởng đến hoạt động công ty, và dù gì thì họ sẽ vẫn rời đi”.

Ban lãnh đạo ban đầu có vẻ bằng lòng với đề đạt của Jobs. Sau cuộc thảo luận kín, các giám đốc thậm chí còn đề nghị là Apple sẽ góp 10% cổ phần cho công ty mới và Jobs vẫn giữ chức chủ tịch hội đồng quản trị.

Đêm đó, Jobs và 5 “kẻ phản bội” gặp nhau ăn tối tại nhà ông. Ông vui mừng với việc đầu tư của Apple, nhưng những người khác lại cho rằng như thế thật không khôn ngoan chút nào. Họ cùng đồng ý rằng tất cả họ cùng xin nghỉ việc một lúc là cách hay nhất. Họ có thể đưa ra những lí do nghỉ việc hợp lý và trong sạch.

Vì thế, Jobs đã viết một lá thư cho Sculley chính thức nói tên của năm nhân viên định thôi việc, họ cùng nhau ký ở phía dưới chữ ký của ông và ngay trước buổi họp nhân viên lúc 7:30 sáng ngày hôm sau, Jobs đã lái xe đến Apple và đưa nó cho Sculley.

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“Steve, đây không phải là những nhân viên cấp thấp” – Sculley nói

“À, những người này sớm hay muộn cũng định nghỉ” – Jobs tiếp lời – “Họ đang định nộp đơn xin nghỉ việc của họ vào 9 giờ sáng nay”.

Cách nói của Jobs rất chân thành. Năm nhân viên đó không phải những người quản lý các bộ phận cũng như không phải là thành viên thuộc nhóm chính của Sculley. Trên thực tế, họ đều cảm thấy mình không được coi trọng với cách tái cơ cấu mới của công ty. Nhưng theo quan điểm của Sculley, họ là những người đóng vai trò rất quan trọng: Page là một thành viên Apple, Lewin là nhân vật chủ chốt cho thị trường giáo dục cấp cao. Thêm vào đó, họ đều biết về dự án Big Mac, mặc dù nó đã bị hoãn lại thì đây vẫn là thông tin độc quyền. Tuy nhiên, Sculley vẫn rất lạc quan. Thay vì đẩy sự việc lên đỉnh điểm, ông ta đề nghị Jobs tiếp tục giữ chức chủ tịch. Còn Jobs nói rằng ông sẽ suy nghĩ thêm về việc đó.

Nhưng khi Sculley tới buổi họp nhân viên vào lúc 7:30, ông ta nói về những người định ra đi và đã có một vụ om sòm xảy ra. Theo Sculley thì hầu hết mọi người đều cảm thấy Jobs đã vi phạm nghĩa vụ chủ tịch của mình và họ đều choáng váng trước sự phản bội công ty của Jobs: “Chúng ta nên bóc trần âm mưu của hắn ta, như thế thì mọi người mới thôi tôn hắn như vị Chúa cứu thế đi”, Campbell hét lên, theo lời Sculley.

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Mặc dù sau này Campbell trở thành luật sư tuyệt vời của Jobs và là một thành viên tích cực trong ban lãnh đạo nhưng ông cũng phải thừa nhận rằng ông đã rất kích động vào sáng hôm đó: “Tôi đã giận dữ khủng khiếp, đặc biệt khi Jobs lấy đi nhân viên Dan’l Lewin”. Campbell nhớ lại: “Dan’l đã gây dựng được nhiều mối quan hệ với các trường đại học. Cậu ấy luôn cằn nhằn về những khó khăn khi làm việc với Steve, thế mà cậu ấy lại bỏ đi”, Campbell đã rất tức giận và rời khỏi buổi họp để gọi về nhà Lewin. Khi nghe vợ Lewin nói anh ấy đang tắm, Campbell đã nói rằng: “Tôi sẽ chờ”. Vài phút sau, khi cô ấy nói Lewin vẫn đang tắm, Campbell vẫn nói rằng: “Tôi sẽ chờ”. Cuối cùng, khi Lewin nghe điện thoại, Campbell hỏi chuyện đó có phải là sự thật không. Lewin thừa nhận, và, Campbell dập máy mà không nói thêm bất cứ lời nào.

Sau khi nghe được thông tin về sự giận dữ của các nhân viên cấp cao, Sculley đã khảo sát các thành viên ban lãnh đạo. Họ cũng có cảm nhận tương tự, rằng Jobs đã dùng lời hứa hẹn không lấy đi những nhân viên quan trọng để lừa dối họ. Arthur Rock đặc biệt tức giận. Mặc dù luôn đứng về phía Sculley trong cuộc đối đầu Ngày lễ Chiến sỹ Trận vong, ông vẫn có mối quan hệ họ hàng bên nội với Jobs. Mới chỉ tuần trước, Arthur còn mời Jobs cùng bạn gái tới gặp mặt gia đình ông tại San Francisco và cả bốn người đã có bữa tối tuyệt vời tại nhà riêng trên tòa cao ốc Pacific của Rock.

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Jobs đã không đề cập gì về công ty mới mà ông dự định thành lập nên Rock cảm thấy bị phản bội khi nghe được thông tin từ Sculley. “Hắn đã đứng trước ban lãnh đạo và lừa dối tất cả chúng tôi” – Rock gầm gừ - “Hắn nói với chúng tôi rằng hắn đang nghĩ đến việc hình thành một công ty trong khi thực tế hắn đã thực sự thành lập nó rồi. Hắn nói chỉ định lấy một số nhân viên tầm trung. Nhưng rồi lại lôi năm nhân viên cao cấp ra đi”. Với Markkula, dù không biểu hiện gì nhiều song vẫn có thể nhận ra sự buồn bã, đau đớn – “Anh ta lấy đi một vài viên chức cao cấp mà đã có sự dàn xếp từ trước khi rời đi. Đấy không phải là cách xử lý mọi việc. Đó là sự vô đạo đức”.

Sau dịp cuối tuần, cả ban lãnh đạo và nhân viên đều thuyết phục Sculley rằng Apple sẽ phải tuyên chiến với người đồng sáng lập công ty của họ. Markkula đưa ra một tuyên bố chính thức buộc tội Jobs về hành động “mâu thuẫn trực tiếp với phát ngôn của anh ta rằng sẽ không tuyển dụng bất cứ nhân lực chủ chốt nào của Apple”. Ông ta còn bày tỏ quan ngại rằng: “Chúng tôi đang đánh giá những hành động có thể tiếp diễn”. Wall Street Journal đã trích dẫn lời của Campbell: “Quá choáng váng và sững sờ” trước hành động của Jobs.

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Jobs đã rời khỏi buổi họp với Sculley và nghĩ rằng mọi thứ có thể tiến triển thuận lợi, vì thế mà ông đã giữ im lặng. Nhưng sau khi đọc báo, ông thấy mình buộc phải đáp trả. Ông đã gọi điện cho một số phóng viên thân quen và mời họ tới nhà để cung cấp một vài mẩu tin vắn riêng tư vào những ngày hôm sau. Sau khi gọi cho Andy Cunningham – người phụ trách nắm giữ các phương tiện truyền thông tại Regis McKenna. “Tôi tới khu nhà tuềnh toàng của ông tại Woodside,” cô nhớ lại, “và tôi thấy ông đang tất tưởi nấu nướng cùng năm đồng nghiệp và vài phóng viên ở bên ngoài bãi cỏ”. Jobs bảo cô rằng ông sắp tổ chức một buổi họp báo chính thức và sẽ tuôn ra những lời xúc phạm. Cunningham thấy lo sợ và bảo Jobs: “Như thế thì sẽ gây ảnh hưởng xấu đến ông đấy”. Cuối cùng ông rút lại quyết định và nói rằng sẽ đưa cho các phóng viên bản sao lá thư có kèm chữ ký của nhân viên và hạn chế việc bình luận mỉa mai đi.

Jobs đã cân nhắc việc sẽ chỉ gửi cho phóng viên lá thư có kèm chữ ký nhưng Susan Barnes thuyết phục Jobs rằng như thế thì tỏ vẻ khinh thường quá. Thay vào đó, Jobs lái xe đến nhà Markkula, lúc đó Al Eisenstat cũng ở đấy. Họ đã có một cuộc nói chuyện rất căng thẳng khoảng 15 phút. Vốn định ra ngoài lánh mặt chờ nhưng sau 15 phút, Barnes đã mở cửa vào để ngăn Jobs nói những điều không nên. Jobs để lại lá thư mà ông soạn bằng máy Macintosh và in bằng công nghệ mới - LaserWriter:

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17 tháng 9 năm 1985

Mike yêu quý

Báo sáng nay đã đưa tin rằng Apple đang định truất quyền tôi khỏi ghế Chủ tịch. Tôi không biết họ lấy nguồn tin từ đâu nhưng họ đang gây hiểu nhầm cho công chúng và thật không công bằng với tôi.

Tôi nhớ rằng trong buổi họp ban lãnh đạo vào thứ Năm tuần trước tôi đã thông báo về quyết định đầu tư mạo hiểm mới của mình và đề nghị từ chức chủ tịch.

Ban lãnh đạo đã từ chối yêu cầu từ chức và còn đề nghị tôi hoãn việc từ chức lại một tuần. Tôi đã đồng ý và được ban lanh đạo khích lệ rằng sẽ xem xét đề án mới này và rằng có thể Apple sẽ cùng đầu tư vào đó. Vào thứ Sáu, sau khi nói chuyện với John Sculley – người có thể sẽ cùng hợp tác với tôi - đã xác nhận thiện chí của Apple là sẽ cùng thảo luận về vấn đề nhân sự giữa Apple và dự án mới của tôi.

Rồi sau đó, công ty lại xuất hiện trên báo chí với tư cách thù địch với tôi và dự án này. Theo đó, tôi phải nhấn mạnh lại về việc chấp nhận đơn từ chức một cách tức thời của tôi.

Như anh biết, việc tái cơ cấu công ty đã đẩy tôi vào tình thế không việc làm cũng như không thể tiếp cận những báo cáo quản lý thường xuyên của công ty. Tôi mới 30 tuổi và tôi vẫn muốn cống hiến và thành đạt.

Sau những gì chúng ta cùng làm với nhau, tôi mong việc ra đi này sẽ diễn ra trong yên bình và được cả đôi bên tôn trọng.

Trân trọng, Steven P. Jobs

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Khi một nhân viên từ nhóm thiết bị tới văn phòng của Jobs để gói ghém đồ đạc, anh này đã nhìn thấy một khung ảnh ở trên sàn. Nó là ảnh của Jobs và Sculley trong một cuộc nói chuyện thân mật với lời đề tặng mới chỉ khoảng bảy tháng trước đây: “Đây là Những Ý tưởng Tuyệt vời, Những Kinh Nghiệm Tuyệt vời và Tình bạn Tuyệt vời! John”. Khung kính đã vỡ. Jobs đã ném nó xuống sàn rồi bỏ đi. Kể từ hôm đó, ông không bao giờ nhắc đến Sculley nữa.

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Khi Apple thông báo về quyết định từ chức của Job, cổ phiếu của hãng tăng lên một điểm, tức là khoảng 7%. “Cổ đông vùng Bờ Đông luôn lo lắng về việc “khu vực California” sẽ điều hành của công ty” – biên tập viên của bản tin chứng khoán công nghệ giải thích – “bây giờ, việc cả Jobs và Wozniak từ chức đã trấn an được các cổ đông”. Nhưng Nolan Bushnell, người sáng lập Atari (10 năm trước là một cố vấn được nhiều người trọng vọng) đã nói với Time rằng tài năng của Jobs đã bị uổng phí”. “Cảm hứng của Apple đến từ đâu đây? Phải chăng Apple đang định lấy sự lãng mạn từ thương hiệu Pepsi?”

Sau vài ngày nỗ lực dàn xếp với Jobs thất bại, Sculley và ban lãnh đạo Apple quyết định kiện ông vì tội “vi phạm bổn phận được ủy thác”. Việc tố tụng nêu rõ Jobs đã lạm dụng quyền hành:

Mặc dù Jobs được ủy thác điều hành Apple, nhưng trong khi phục vụ cho công ty với tư cách là Chủ tịch hội đồng quản trị của Apple và một nhân viên tại Apple thì Jobs lại thể hiện lòng trung thành giả tạo đối với những lợi nhuận của Apple.

a. Bí mật lên kế hoạch thành lập một công ty để cạnh tranh với Apple.

b. Bí mật âm mưu chiếm dụng trái phép những ưu điểm trong các mẫu thiết kế, trong bản kế hoạch phát triển và marketing của Apple cho sản phẩm Next Generation (dòng máy đời sau).

c. Bí mật lôi kéo những nhân lực chủ chốt của Apple.

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Vào thời điểm đó, Jobs đang sở hữu 6,5 triệu cổ phiếu của Apple, tương đương với 11% cổ phần của công ty, trị giá hơn 100 triệu đô-la. Ông bắt đầu bán cổ phần của mình và trong vòng năm tháng ông đã bán sạch chúng và chỉ giữ lại một cổ phần để giúp ông có thể tham gia các cuộc họp cổ đông nếu muốn. Ông rất giận dữ và điều đó ảnh hưởng rất nhiều đến nhiệt huyết làm việc cũng như khiến ông ngay lập tức muốn trở thành một đối thủ thực sự của Apple. Nhân viên của công ty mới - Joanna Hoffman nói rằng “Jobs thật sự tức giận. Ông nhắm vào thị trường giáo dục – một mảng rất mạnh của Apple - đơn giản chỉ vì lòng thù hận. Steve làm vậy chỉ để trả thù”.

Tất nhiên, Jobs không nhìn sự việc theo hướng đó. Ông trần tình với tờ Newsweek rằng: “Tôi chẳng còn xu lẻ nào trong túi cả”. Lại một lần nữa ông mời những phóng viên thân thiết của mình tới nhà riêng và lần này không có Andy Cunningham ở đó để nhắc nhở ông phải thận trọng nữa. Ông phủ nhận những cáo buộc lôi kéo năm đồng nghiệp khỏi Apple: “Tất cả họ chủ động gọi cho tôi” – Jobs nói với cả nhóm phóng viên đang đứng rải rác trong ngôi nhà đơn giản của mình. Jobs tiếp lời: “Họ đã nghĩ đến việc rời bỏ công ty từ trước rồi. Chính Apple đã làm mọi người nhầm lẫn”.

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Ông quyết định hợp tác với tạp chí Newsweek để đưa những câu chuyện và những bài phỏng vấn về mình lên mặt báo. Ông nói với tạp chí này rằng: “Việc tôi làm giỏi nhất là tìm ra được một nhóm người tài năng và làm việc cùng họ”. Ông cũng quyết tâm sẽ giữ vững thái độ với Apple: “Tôi sẽ luôn nhớ về Apple như cách một người đàn ông nhớ về người phụ nữ đầu tiên mà anh ta yêu”. Nhưng nếu cần thiết, ông cũng luôn sẵn sàng đối đầu với ban điều hành của Apple. “Giữa nơi công cộng mà một ai đó gọi anh là tên trộm cắp thì đương nhiên anh phải phản kháng thôi”. Apple cũng đã thái quá khi coi Jobs là một mối họa và kiện ông. Thật buồn. Điều đó cho thấy Apple không còn là một công ty đáng tin cậy nữa. “Thật khó tin rằng một công ty đáng giá 2 tỷ đô-la với 4.300 nhân viên không thể cạnh tranh được với sáu ‘kẻ cưỡi ngựa’ – dân cao bồi miền viễn Tây, nước Mỹ”.

Để ngăn lại chuỗi hành động gây bất lợi của Jobs, Sculley đã gọi cho Wozniak và thuyết phục Woz lên tiếng: “Steve là người có thể xúc phạm và gây hại cho mọi người” – Wozniak nói với Time ngay tuần đó. Woz còn tiết lộ thêm rằng Jobs đã đề nghị anh tham gia vào công ty mới – Jobs đã sử dụng cách xảo quyệt này để giáng một đòn vào ban quản trị hiện tại của Apple. Còn với báo San Francisco Chronicle, Wozniak đã thuật lại việc bị Jobs can thiệp và dừng các hoạt động của Frog Design từ xa với cái cớ là điều đó có thể cạnh tranh với các sản phẩm của Apple: “Tôi rất trông chờ một sản phẩm tuyệt vời và tôi cũng mong là cậu ấy thành công nhưng tôi không còn niềm tin vào cậu ta nữa”.

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Hãy tự đứng lên bằng đôi chân của bạn

“Điều đúng đắn nhất đối với Jobs mà nói thì đó là khi chúng tôi sa thải anh ta”- Arthur Rock nói. Theo lý thuyết thì những tình yêu gặp trở ngại sẽ làm người ta trưởng thành và hiểu biết hơn. Nhưng mọi chuyện không đơn giản như thế. Tại công ty mà Jobs thành lập sau khi bị cách chức tại Apple, Jobs có thể thỏa sức thể hiện con người mình, cả tốt lẫn xấu. Ông không bị ràng buộc. Kết quả là một loạt sản phẩm đặc sắc đã khai sáng cho thị trường công nghệ ảm đạm. Đây mới là những kinh nghiệm học hỏi đích thực. Những gì đã đưa ông đến với những thành công không phải là việc bị cách chức khỏi Apple mà là việc ông học được từ chính những thất bại của mình.

Điều đầu tiên mà ông làm là thể hiện niềm đam mê của mình với thiết kế. Ông chọn cho công ty mới một cái tên rất cởi mở: Next (kế tiếp). Để khiến nó trở nên thật khác biệt, ông đã đi học một lớp thiết kế logo. Vì thế, ông kết thân với Paul Rand, một chuyên gia thiết kế logo. Vào năm 1971, nhà thiết kế đồ họa sinh ra tại Brooklyn này đã tạo ra những logo nổi tiếng nhất trong ngành kinh doanh, bao gồm logo cho Esquire, IBM, Westinghouse, ABC, và UPS. Ông ta vẫn đang còn hợp đồng với IBM và giám sát viên ở đó nói rằng hiển nhiên anh ta sẽ gặp rắc rối nếu thiết kế logo cho một công ty khác. Vì thế Jobs đã nhấc điện thoại gọi cho giám đốc điều hành của IBM, John Akers. Akes đang không ở thị trấn và Jobs lại nài nỉ Phó chủ tịch Paul Rizzo để được thông qua việc này. Sau khoảng hai ngày, Rizzo đã đúc rút được rằng phản kháng lại Jobs là điều vô ích và ông đã cho phép Rand được làm việc cho Jobs.

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Rand bay tới Palo Alto và dành thời gian đi bộ, nói chuyện và lắng nghe quan điểm của Jobs. Máy tính sẽ có hình lập phương, Jobs tuyên bố. Ông yêu hình khối. Nó hoàn hảo mà giản đơn. Vì thế Rand quyết định logo sẽ là một hình lập phương với tựa đề sẽ nghiêng 1 góc 280. Khi Jobs đề nghị Rand thiết kế một vài lựa chọn để xem xét thì Rand nói rằng anh không thiết kế những mẫu khác nhau cho khách hàng: “Tôi chỉ giải quyết vấn đề của anh và anh trả công tôi. Anh có thể sử dụng sản phẩm tôi làm ra hoặc có thể không dùng nhưng tôi sẽ không tạo ra nhiều lựa chọn và anh vẫn sẽ phải trả tiền cho tôi.”

Jobs rất khâm phục lối suy nghĩ của Rand, và ông quyết định cược một phen. Công ty sẽ phải trả một khoản phí lớn khoảng 100,000 đô-la chỉ để có một mẫu thiết kế. “Mối quan hệ của chúng tôi rất rõ ràng” – Jobs nói – “Anh ta là một nghệ sĩ chân chính nhưng lại rất sắc sảo khi giải quyết các vấn đề kinh doanh. Rand có vẻ ngoài cứng nhắc, trông có vẻ thô lỗ nhưng thực ra lại rất nhẹ nhàng”. Đó là một trong những lời đánh giá cao nhất mà Jobs từng nói: chân chính như một nghệ sĩ.

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Rand chỉ mất hai tuần và quay trở lại để đưa tận tay Jobs kết quả công việc. Tại nhà Jobs ở Woodside, họ đã cùng ăn tối, sau đó Rand đưa ông một cuốn sổ tay nhỏ được thiết kế rực rỡ nhưng rất tao nhã, cuốn sổ mô tả quá trình tư duy của ông. Ở trang cuối, Rand trình bày về logo mà ông chọn: “Trong thiết kế này, sự phối màu, phương hướng, logo này đích thị là một trường hợp tiêu biểu cho sự tương phản”. “Logo được thiết kế vui nhộn với việc cách điệu góc, xoay nghiêng khối, không hề kiểu cách và thể hiện rõ nét sự thân thiện và gần gũi như một biểu tượng Giáng sinh hay dấu triện xác nhận trên những con tem cũ. Chữ “next” được chia thành 2 dòng và viết vừa vặn trong các ô vuông trên cùng một mặt của khối lập phương và chỉ có riêng chữ “e” được viết thường. Chữ e trở nên nổi trội, theo quyển sổ của Rand giải thích thì nó bao hàm nghĩa các nghĩa: “giáo dục (education), xuất sắc (excellent)… e=mc^2”.

Rất khó đoán trước Jobs sẽ phản ứng thế nào với màn giới thiệu một sản phẩm mới của Rand. Ông có thể coi nó là rác rưởi, cũng có thể cho nó là xuất chúng, không ai biết chắc được những suy nghĩ của ông. Nhưng với một chuyên gia thiết kế huyền thoại như Rand thì rất có thể Jobs sẽ gây áp lực với bản đồ án đó. Ông nhìn chằm chằm vào trang cuối cùng rồi lại nhìn Rand rồi cuối cùng ông ôm chầm lấy anh ta. Họ chỉ có một chút không đồng tình với nhau trong thiết kế: Rand dùng màu vàng sậm cho chữ “e” nhưng Jobs lại muốn đổi tông màu sáng hơn như sắc vàng nguyên thủy. Rand đấm mạnh tay xuống bàn và tuyên bố: “Tôi đã làm việc này 50 năm rồi và tôi biết tôi đang làm cái gì”. Jobs dịu lại.

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Vậy là công ty không chỉ có logo mới mà còn có cả tên mới. Ngay trước đó tên công ty còn là Next, bây giờ thì đã thành NeXT. Những người khác có lẽ sẽ không hiểu được sự ám ảnh đằng sau một mẫu logo, cũng có thể nó không đáng với cái giá 100.000 đô-la nhưng với Jobs, NeXT là sự khởi đầu cho một cuộc sống mới với bộ nhận diện thương hiệu mang đẳng cấp quốc tế mặc dù công ty chưa thực sự sản xuất ra một sản phẩm nào. Như Markkula đã dạy ông, một công ty lớn phải có khả năng khiến mình trở nên có giá trị từ những ấn tượng đầu tiên.

Thêm vào đó, Rand còn đồng ý sẽ thiết kế danh thiếp cá nhân cho Jobs. Ông đã thiết kế nó sặc sỡ như ý thích của Jobs nhưng cuối cùng họ lại nổ ra một cuộc tranh cãi rất căng thẳng về vị trí của dấu chấm sau chữ “P” trong tên “Steven P. Jobs”. Rand đã đặt dấu chấm ở bên phải chữ “P.” như kiểu thông dụng lúc bấy giờ nhưng Steve lại thích dấu chấm về bên trái ngay dưới phần cong của chữ “P.” như kiểu chữ kỹ thuật số. Và lần này thì Jobs đã thắng. Susan Kare nhớ lại: “Đó thực sự là một cuộc cãi vã lớn về những thứ nhỏ nhặt”.

Để chuyển logo NeXT sang sản phẩm thực, Jobs cần một chuyên gia thiết kế công nghiệp mà ông tin tưởng. Ông nói chuyện với một vài ứng cử viên nhưng không ai trong số họ gây ấn tượng với ông nhiều như Hartmut Esslinger – một người Bavaria ngông cuồng – người đã được nhận vào Apple làm việc, cũng là người có những mẫu thiết kế được chọn cho một số cửa hàng tại thung lũng Sillicon và cũng là người nhận được một hợp đồng béo bở nhờ sự giúp đỡ của Jobs. Thuyết phục IBM cho phép Paul Rand làm việc cho NeXT là một điều kỳ diệu, nó đã khích lệ niềm tin có chút không thực tế của Jobs. Nhưng việc làm này cũng chưa thể đem ra so sánh với việc thuyết phục Apple cho phép Esslinger làm việc cho NeXT được.

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Suy nghĩ đó cũng không thể ngăn Jobs cố chấp thử. Đầu tháng 11 năm 1985, khoảng 5 tuần sau khi Apple khởi kiện Jobs, ông viết thư xin phép Eisenstat: “Cuối tuần này, tôi đã nói chuyện với Hartmut Esslinger và anh ta nói tôi nên viết một bức thư ngắn cho cậu giải thích lí do tôi muốn cậu ấy làm việc và thiết kế cho các sản phẩm mới của NeXT”. Thật đáng ngạc nhiên, Jobs biện minh rằng ông không biết chi tiết trong các sản phẩm của Apple nhưng Esslinger thì biết. “NeXT hoàn toàn không biết về các định hướng hiện tại lẫn tương lai cho các thiết kế sản phẩm của Apple và cũng không làm việc với bất cứ công ty thiết kế nào khác nên những mẫu thiết kế sản phẩm của hai hãng sẽ chỉ vô tình giống nhau. Để đảm bảo rằng chuyện này không diễn ra, cả Apple và NeXT chỉ còn biết đặt niềm tin vào cách làm việc chuyên nghiệp của Hartmut.” Lúc đó, Eisenstat đã rất sửng sốt về sự táo bạo của Jobs và ông đã trả lời cộc lốc rằng “Lúc trước tôi đã thay mặt Apple thể hiện quan điểm của mình khi anh tiến hành công việc kinh doanh của mình có sử dụng những thông tin kinh doanh bí mật của Apple. Câu nói ‘hoàn toàn không biết về các định hướng hiện tại lẫn tương lai cho các thiết kế sản phẩm của Apple’ trong bức thư của anh không hề làm giảm sự quan tâm của tôi mà thậm chí còn đẩy nó lên cao hơn, câu nói đó chẳng đúng sự thật chút nào.” Lời đề nghị còn khiến Eisenstat cảm thấy kinh ngạc hơn vì chỉ mới một năm trước, chính Jobs là người đã buộc Frog Design ngừng hoạt động thiết kế thiết bị điều khiển từ xa của Wozniak.

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Jobs nhận ra rằng để được làm việc với Esslinger (vì một số lý do khác nhau) thì cần phải giải quyết ngay vụ kiện với Apple. Thật may là Sculley cũng định như vậy. Tháng giêng năm 1986 thay vì cùng ra tòa, họ đã đi đến một thỏa thuận không gây tổn hại về tài chính. Apple sẽ thôi theo đuổi vụ kiện, đổi lại NeXT buộc phải chấp nhận một số hạn chế: trước tháng 3 năm 1987, sản phẩm của NeXT sẽ được tiếp thị như một máy tính cao cấp và chỉ được bán trực tiếp cho các trường cao đẳng, đại học mà không được bán sang thị trường khác”. Apple cũng khăng khăng các máy móc của NeXT “không sử dụng hệ điều hành tương thích với Macintosh” mặc dù người ta tranh cãi rằng Apple có thể có lợi hơn nếu đưa ra quyết định ngược lại.

Sau khi giải quyết xong, Jobs tiếp tục “mua chuộc” Esslinger cho đến khi chuyên viên thiết kế này dừng hợp đồng với Apple. Điều đó giúp cho các thiết kế của NeXT ra mắt kịp vào cuối năm 1986. Esslinger cũng nói với Jobs là muốn có thời gian làm việc thoải mái như Paul Rand: “Thỉnh thoảng bạn phải ‘dùng cây gậy’ với Steve” – Esslinger nói. Như Rand, Esslinger cũng giống một nghệ sĩ và Jobs sẵn sàng tạo điều kiện làm việc đặc biệt cho anh ta.

Jobs ra chỉ thị là các máy tính phải có hình hộp hoàn hảo với các cạnh có độ dài bằng nhau và các góc chính xác bằng 90 độ. Ông đặc biệt thích hình lập phương. Nó có dáng vẻ sang trọng nhưng lại mang hơi hướng như một thứ đồ chơi. Những khối lập phương NeXT là một ví dụ điển hình về nhu cầu thiết kế “đặc Jobs”. Các bảng mạch điện được thiết kế phù hợp với dạng hình hộp pizza nay được tái cấu hình và xếp chồng khít vào nhau thành dạng hình hộp.

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Tệ nữa là các khối hình hộp với các chỉ số chính xác như thế rất khó sản xuất. Hầu hết các phần như thế đều phải rập theo khuôn với các góc lớn hơn 90 độ một chút để dễ gỡ thành phẩm ra khỏi khuôn (cũng như việc làm bánh với những khuôn lớn hơn 90 độ sẽ dễ lấy bánh ra hơn). Nhưng Esslinger được chỉ thị làm thế và Jobs thì rất hào hứng với ý tưởng đó, không thể để những “góc lỗi” như thế làm hỏng sự hoàn hảo và tinh khiết của hình lập phương được. Vì vậy họ đã phải sản xuất các cạnh riêng, sử dụng các khuôn có giá 650.000 đô-la với một máy sản xuất đặc biệt ở Chicago. Sự đam mê sự hoàn hảo của Jobs đã vượt quá tầm kiểm soát khi ông để ý đến một đường kẻ nhỏ bên sườn của khuôn, đường kẻ đó là điều không thể tránh khỏi và hoàn toàn chấp nhận được trong việc sản xuất máy tính. Nhưng ông đã đáp chuyến bay đến Chicago và thuyết phục nhà sản xuất làm lại những khuôn dập cho hoàn hảo. “Không có nhiều khuôn dập được người nổi tiếng bay đến thăm đâu,” một trong những kỹ sư nhấn mạnh. Jobs cũng nhờ công ty này mua một máy chà nhám trị giá 150.000 đô-la để xóa hết tất cả các đường gờ mà các khuôn vẫn thường gặp phải và khăng khăng rằng magiê dễ làm lộ các nhược điểm hơn khi bề mặt chuyển sang màu đen.

Jobs luôn trăn trở rằng những phần không nhìn thấy của sản phẩm phải được làm thủ công trau chuốt như bề ngoài của nó, điều mà cha Jobs đã dạy khi họ cùng nhau dựng một cái hàng rào ở vườn nhà. Tính cách này đã đạt đến cực điểm khi cái tôi của ông được NeXT giải phóng. Ông đảm bảo tất các ốc vít bên trong máy đều được mạ đắt tiền. Ông cũng nhất quyết là những bề mặt bị mờ đen bên trong phải được sơn phủ cẩn thận mặc dù chỉ có những thợ sửa máy mới nhìn thấy nó.

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Trong một buổi họp nhân viên của NeXT, Joe Nocera – phóng viên Esquire, đã nhận xét cách mà Jobs tham gia buổi họp như sau:

Nói là ông ấy đang ngồi họp nhân viên thì cũng không đúng bởi thực ra thì chẳng phải Jobs đang ngồi họp hành gì hết, một trong những cách điều phối buổi họp của Jobs là việc ông cứ lục đục, chẳng ngồi yên lúc nào cả. Lúc thì tôi thấy ông ta quỳ xuống ghế, lúc sau lại thấy ngồi thườn thượt, lúc sau nữa lại thấy ông ta nhảy hẳn khỏi cái ghế và nguệch ngoạc vài nét ở cái bảng phía sau lưng. Ông ta quá là kiểu cách. Ông ta cắn móng tay, nhìn chằm chằm vào những người đang nói khiến họ mất tinh thần. Đôi tay ngả vàng khó hiểu của ông ấy thì cứ chuyển động không ngừng.

Điều gây ấn tượng mạnh cho Nocera là Jobs “xử trí mọi việc thiếu khéo léo và rất ngoan cố”. “Không phải là ông ta không biết cách che giấu cảm xúc, ý kiến của mình khi có ai đó nói ra điều mà ông ta cho là ngu ngốc, ông ta hoàn toàn nhận thức được và luôn tỏ ra ngang ngạnh, ngoan cố; luôn hạ nhục người khác và tỏ ra là mình thông minh hơn họ. Ví dụ như khi Dan’l Lewin nộp bản cơ cấu tổ chức công ty, Jobs đảo mắt qua rồi nhận xét: “Đồ bỏ đi”. Hồi còn ở Apple, tính cách của ông ta cũng luôn như vậy. Một nhân viên kế toán tham gia buổi họp và Jobs đã không ngớt lời ca tụng với anh ta rằng “được, được, cậu làm tốt đấy” trong khi mới hôm trước Jobs còn quẳng vào mặt anh ta một câu rằng: “Mày làm cái cứt gì đây”.

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Một trong 10 nhân viên đầu tiên của NeXT là một chuyên gia thiết kế nội thất cho trụ sở công ty tại Palo Alto. Mặc dù văn phòng đó được Jobs thuê mới và đã được thiết kế sẵn rất đẹp rồi nhưng Jobs vẫn phá toàn bộ bên trong và làm mới lại. Các bức tường được thay bằng kính, các tấm thảm thì được thay hết bằng sàn gỗ sáng bóng. Đến năm 1989, quá trình đó lại được lặp lại khi NeXT chuyển tới một khu văn phòng lớn hơn ở Redwood City. Mặc dù tòa nhà được xây khá hiện đại nhưng Jobs vẫn khăng khăng là thang máy nếu được chuyển sang phía hành lang của lối vào thì sẽ ấn tượng hơn. Cậy quyền, Jobs đã ra lệnh cho I. M. Pei thiết kế một cầu thang lớn tựa như đang lướt trong không trung vậy. Chủ thầu nói rằng không thể xây được như thế nhưng Jobs khăng khăng là có thể và đúng như vậy, vài năm sau đó, Jobs đã xây được những cầu thang như thế tại các chuỗi cửa hàng của Apple.

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Máy tính

Trong những tháng đầu tiên tại NeXT, Jobs và Dan’l Lewin cùng một số đồng nghiệp đi đến các trường đại học và trưng cầu ý kiến. Ở Harvard, họ gặp Mitch Kapor, chủ tịch của phần mềm Lotus và cùng ăn tối tại nhà hàng Harvest. Khi Kapor bắt đầu phết bơ lên bánh mỳ, Jobs hỏi ông ta: “Ông đã bao giờ nghe nói về cholesterol trong máu chưa?” Kapor trả lời: “Tôi có thỏa thuận thế này nhé, anh không nói gì về cách ăn uống của tôi và tôi cũng sẽ miễn bình luận về tính cách của anh”. Nó có vẻ hài hước nhưng sau đó Kapor đã nhận xét rằng: “Giao tiếp không phải là thế mạnh của anh ta”. Lotus đã đồng ý viết một chương trình lập trình máy tính điện tử phù hợp với hệ điều hành của NeXT.

Jobs muốn gói gọn những nội dung tiện ích ngay trong một chiếc máy, vì thế kỹ sư Michael Hawley đã phát triển từ điển điện tử. Anh ta nhớ lại rằng có một người bạn của anh tại Nhà xuất bản Đại học Oxford đã từng tham gia vào việc sắp chữ để biên tập các tác phẩm của Shakespear. Điều đó có nghĩa là bàn tay con người có thể tác động trực tiếp vào máy tính và tích hợp nó vào bộ nhớ của NeXT. “Vì thế tôi đã gọi cho Steve và ông ấy nói điều đó thật tuyệt vời vì thế chúng tôi cùng bay tới Oxford”.

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Vào một ngày đẹp trời mùa xuân năm 1986, họ gặp nhau tại tòa nhà xuất bản lớn nằm ở ngay trung tâm Oxford. Ở đây, Jobs đã đưa ra giá đề nghị mua bản quyền xuất bản với các tác phẩm đã biên tập của Shakespear với giá 2.000 đô-la và cộng với 74 xu khi mỗi máy tính được bán ra. Jobs tranh luận: “Nó là một món lời quá dễ kiếm với các ông. Trước đây chưa từng có tiền lệ thế này, các ông sẽ là những người đầu tiên”. Họ đồng ý với thỏa thuận như vậy rồi cùng nhau ra ngoài tán gẫu, nói chuyện tầm phào tại quán bia mà Lord Byron thường uống. Tại thời điểm được tung ra thị trường, NeXT có cả từ điển đơn, bộ từ điển lớn và Từ điển các trích dẫn của Oxford nhờ đó đã biến nó trở thành một trong những người tiên phong trong ý tưởng thực hiện những cuốn sách điện tử tìm kiếm dễ dàng.

Thay vì sử dụng chip xử lý dạng đại trà có sẵn cho NeXT, Jobs nhờ các kỹ sư thiết kế một con chip tích hợp thật nhiều tính năng. Nhiệm vụ như thế đã quá đủ nặng nề rồi nhưng Jobs còn muốn thực hiện điều gần như không thể là tiếp tục hiệu chỉnh các tính năng mà ông ấy muốn. Sau một năm, điều đó rõ ràng đã gây trở ngại và làm chậm tiến độ.

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Ông cũng kiên quyết xây dựng một nhà máy hoàn toàn tự động và mang tầm vóc của tương lai (tương tự như khi ông nghĩ đến việc sáng tạo Macintosh). Sau Macintosh, dường như ông vẫn chưa rút ra được bài học nào cho mình và lần này ông đã phạm sai lầm tương tự, thậm chí còn quá đáng hơn. Máy móc và người máy được sơn đi sơn lại vì ông buộc chúng phải có màu như ông thích. Các bức tường được sơn kiểu màu trắng như trong các bảo tàng, đây cũng là màu sơn được sử dụng trong các nhà máy sản xuất Macintosh. Ở đó còn có thêm những chiếc ghế da đen giá 20.000 đô-la và một cầu thang được xây riêng, y như tại các trụ sở. Ông còn cương quyết là dây chuyền thiết bị dài 50 mét phải lắp ráp thiết bị theo chiều từ phải sang trái như đã xây dựng. Vì thế những khách tham quan có thể xem quy trình dễ dàng hơn từ các khu quan sát. Những bảng mạch rỗng được đưa vào một đầu, không dùng bất cứ nhân lực nào và chỉ 20 phút sau, đầu kia sẽ cho ra một bảng mạch hoàn chỉnh. Quá trình được vận hành theo nguyên tắc kanban của người Nhật là mỗi máy móc chỉ tiếp nhận nhiệm vụ của mình khi máy tiếp theo đã sẵn sàng nhận tiếp một phần việc nữa.

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Jobs không mảy may nghĩ đến cách giải quyết với các nhân công hiện có. Tribble nhận xét là: “Ông ấy đã sỉ nhục một cách công khai mà hay ho là lần nào ông cũng có lý do rằng việc mình làm đem lại hiệu quả”. Nhưng thỉnh thoảng thì cũng có những trường hợp ngoại lệ. Kỹ sư David Paulsen đã làm việc 90 tiếng/tuần trong 10 tháng đầu tiên làm việc tại NeXT nhưng “khi đi tản bộ với Steve vào một chiều thứ 6, Steve đã nói là ông ta chẳng có tý ấn tượng nào về những gì tôi đang làm” và David bỏ việc ngay sau đó. Khi tuần báo Business Week hỏi Jobs là tại sao ông lại đối xử khắc nghiệt với nhân viên như vậy, Jobs trả lời rằng điều đó tốt cho công ty. “Một vài người không quen với một môi trường luôn mưu cầu sự hoàn hảo. Phần trách nhiệm của tôi là luôn đảm bảo các sản phẩm đều phải đạt chuẩn chất lượng”. Nhưng ông vẫn giữ vững tinh thần và uy tín của mình. Mặc dù tham gia vài chuyến thực địa, gặp gỡ các võ sư aikido và thu mình tĩnh tâm nhưng ông vẫn giữ nguyên bản tính nóng nảy, khó chịu của mình. Sau khi loại bỏ công ty đã thực hiện quảng cáo “1984” - Chiat/Day, Apple đã đăng một quảng cáo trên báo với nội dung “Chào mừng IBM – Nghiêm túc đấy”. Jobs sau đó cũng quảng cáo nguyên trang trên tạp chí Wall Street Journal với thông báo là, “Chúc mừng Chiat/Day – Nghiêm túc đấy… bởi vì tôi đảm bảo rằng sau khi rời bỏ Apple, cuộc sống mới thực sự bắt đầu”.

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Có lẽ điểm chung lớn nhất giữa những ngày làm việc tại Apple và sau khi rời đi đó là Jobs vẫn giữ nguyên cái “triết lý bóp méo sự thật” của mình. Nó được đưa ra trong buổi dã ngoại đầu tiên của công ty tại bãi biển Pebble vào cuối năm 1985. Tại đó Jobs đã tuyên bố rằng máy tính đầu tiên của NeXT sẽ được bán và chuyển đi hết trong vòng 18 tháng. Rõ ràng là điều này là không tưởng, nhưng Jobs đã lờ đi lời gợi ý của một kỹ sư rằng việc này chỉ có thể trở thành hiện thực nếu kế hoạch vận chuyển đó rời ngày đến năm 1988. “Chúng ta phải làm được điều đó, thế giới sẽ không đứng yên đâu, công nghệ thì cứ trôi vùn vụt rồi tất cả những gì chúng ta đã làm lại phải vứt đi hết thôi.” – ông tranh cãi.

Joanna Hoffman, một thành viên kỳ cựu của nhóm thực hiện Macintosh thì lại tỏ ra thách thức Jobs: ‘“Bóp méo sự thật’ có giá trị mang tính thúc đẩy và tôi nghĩ là nó cũng tốt thôi.” Cô này nói khi Jobs đang đứng trước tấm bảng trắng. “Tuy nhiên, khi đặt ra một ngày hạn rồi ngày hạn đó ảnh hưởng đến việc thiết kế thì chúng ta sẽ gặp rắc rối lớn đấy”. Jobs phản đối: “Tôi lại nghĩ là đôi khi chúng ta phải lái mọi thứ theo ý ta và nếu chúng ta để cơ hội tuột mất thì uy tín của chúng ta cũng sẽ giảm dần”. Còn một điều mà mọi người mong đợi nhưng ông không đề cập đến là việc để hụt mục tiêu cũng sẽ khiến công ty mất một khoản tiền. Với điều kiện không đạt doanh thu và giữ vững tốc độ chuyển hàng trong vòng 18 tháng Jobs sẽ phải ký quỹ đảm bảo trị giá bảy triệu đô-la.

Ba tháng sau, khi họ trở lại bãi biển Pebble chuẩn bị cho buổi dã ngoại tiếp theo, Jobs bắt đầu chuỗi châm ngôn của mình bằng câu: “Tuần trăng mật đã kết thúc”. Vào đợt nghỉ thứ 3 ở Sonoma (tháng 9 năm 1986), kế hoạch làm việc dần trôi qua và có vẻ như họ sẽ đạt được mục tiêu tài chính đề ra.

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Vị cứu tinh - Perot

Cuối năm 1986, Jobs gửi cho các công ty đầu tư một bản đề án mời họ đầu tư 10% cổ phần vào NeXT (tương đương 3 triệu đô-la). Điều đó đã giúp ước lượng được tổng giá trị công ty là khoảng 30 triệu đô-la, số liệu này không rõ Jobs lấy được từ đâu. Gần 7 triệu đô-la đã được chi dùng cho công ty và giờ còn lại một ít để trang trải những thứ như: logo tinh xảo, những văn phòng hợp mốt. Không doanh thu, không sản phẩm cũng chẳng có hy vọng gì từ thị trường. Không ngạc nhiên khi tất cả các doanh nghiệp đều từ chối đề nghị đầu tư của Jobs.

Tuy nhiên lại có một chàng cao bồi chú tâm đến nó – Ross Perot, anh chàng người Texas loắt choắt, người sáng lập nên hệ thống dữ liệu điện tử (Electric Data System) và bán nó cho General Motors với giá 2,4 tỷ đô-la, đã vô tình trông thấy những tài liệu PBS đăng trên tạp chí Những chủ doanh nghiệp vào tháng 11 năm 1986 trong đó có phần về Jobs và NeXT. Ông ngay lập tức đồng cảm với Jobs, ông thấy họ trên chương trình tivi và nói rằng “tôi sẽ giúp họ”. Ngay ngày hôm sau, Perot đã gọi điện cho Jobs một cách kỳ lạ như cách Sculley vẫn thường làm: “Nếu anh cần một người đầu tư thì gọi lại cho tôi”.

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Thực sự là Jobs rất, rất cần và đã gọi lại cho Perot nhưng ông cũng rất cẩn thận để không biểu lộ nó ra bên ngoài. Một tuần trôi qua Ross mới gọi lại. Ông cử một chuyên gia phân tích để ước lượng lại giá trị của NeXT nhưng Jobs đã trực tiếp làm việc cùng để xử lý việc này. Sau đó Perot đã thốt lên rằng một trong những điều hối hận lớn nhất trong đời là ông ấy đã không mua Microsoft hay một lượng lớn cổ phần của công ty này khi chàng thanh niên trẻ Bill Gates tới Dallas thăm ông vào năm 1979. Thời điểm Perot gọi cho Jobs, Microsoft vừa mới ra mắt với trị giá một tỷ đô-la. Perot đã mất đi cơ hội kiếm được bội tiền và một phi vụ đầu tư đáng giá. Và ông quyết sẽ không để việc này tái diễn lần nữa.

Jobs đưa ra cho Perot một đề nghị có giá trị gấp 3 lần so với đề nghị cho các nhà đầu tư mạo hiểm vài tháng trước đó. Với 20 triệu đô-la, Perot có thể nhận được 16% vốn cổ phần trong công ty sau khi Jobs đầu tư thêm 5 triệu đô-la vào. Điều này có nghĩa là công ty sẽ có tổng giá trị là 126 triệu đô-la. Nhưng tiền không phải là vấn đề lớn đối với Perot. Sau khi gặp mặt Jobs, ông ta tuyên bố là sẽ tham gia, ông bảo Jobs rằng: “tôi chọn người đua ngựa, anh sẽ tự chọn ngựa và cưỡi chúng. Anh là người mà tôi đặt tiền cược và anh tự phải biết tính toán với nó”.

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Perot mang đến cho NeXT một món tiền cứu sinh trị giá 20 triệu đô-la: ông ấy được ví như người cổ động tinh thần cho toàn công ty và có thể vay khoản tiền lớn bằng uy tín của mình. “Đối với một công ty mới thành lập, đây là động thái đem đến ít rủi ro nhất 25 năm qua trong ngành công nghiệp máy tính mà tôi từng thấy”, ông nói với tờ New York Times – “Chúng tôi có những người giỏi trong chế tạo phần cứng. Steve và toàn bộ nhóm làm việc của NeXT là những người cầu toàn kinh khủng nhất mà tôi từng biết.”

Perot cũng đưa Jobs tham gia vào các hoạt động du lịch trong giới kinh doanh. Ông ấy đưa Jobs tới bữa tối của giới thượng lưu mà Gordon và Ann Getty tổ chức cho vua Juan Carlos I của Tây Ban Nha tại San Francisco. Khi nhà vua hỏi Perot là ngài nên gặp ai, Perot ngay lập tức giới thiệu Jobs. Chẳng mấy chốc họ cùng đàm đạo với nhau về cái mà Perot gọi là “cuộc đối thoại điện tử”. Jobs đã rất hào hứng mô tả làn sóng tiếp theo trong công nghệ tin học. Cuối cùng, vị vua nguệch ngoạc vài chữ và đưa cho Jobs. “Chuyện gì đấy?” – Perot hỏi. Jobs nói rằng: “Tôi đã bán cho ngài ấy một cái máy tính”.

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Chuyện này và nhiều câu chuyện khác nữa được tổng hợp thành loạt truyện thần thoại về Jobs mà Perot đem kể ở bất cứ đâu mà ông tới. Khi tham gia Câu lạc bộ Báo chí Quốc gia ở Washington, ông đã thêu dệt câu chuyện về cuộc đời Jobs như một mẫu hình thanh niên Texas, nghèo khó, tội nghiệp, không đủ tiền để học đại học, làm việc khuya tại các ga-ra, vui đùa cùng những con chip máy tính là thói quen của anh, và người cha – có diện mạo như một nhân vật trong tranh của Norman Rockwell – đã nói với Steve rằng “Steve, hoặc là con làm ra thứ gì đó có thể bán được, không thì đi làm đi”. 60 ngày sau đó, anh chàng này đã tạo ra chiếc máy tính Apple đầu tiên, nó được đựng trong chiếc hộp bằng gỗ mà cha đã làm cho anh. Và chàng thanh niên mới chỉ tốt nghiệp trung học này đã làm thay đổi cả thế giới.

Một sự thật khá thú vị là Paul Jobs thực sự trông giống một nhân vật trong bức họa của Rockwell. Và có lẽ điều đáng nói cuối cùng là Jobs đang thay đổi cả thế giới và Perot tin chắc vào điều đó. Cũng giống Sculley, ông ta nhìn thấy chính mình trong Jobs, ông đã nói với phóng viên David Remnick của Washington Post như sau: “Steve giống tôi. Số mệnh của chúng tôi giống nhau, chúng tôi là những người bạn tâm giao”.

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Gates và NeXT

Bill Gates thì không phải là một người bạn tri kỷ. Jobs đã thuyết phục Bill sản xuất các ứng dụng phần mềm cho Macintosh và nó đã trở thành nguồn lợi khổng lồ của Microsoft. Nhưng Gates là kiểu người đối nghịch với triết lý bóp méo sự thật của Jobs và kết quả là ông quyết định không viết phần mềm dành riêng cho hệ máy tính của NeXT. Gates tới California để tham gia các cuộc trưng bày định kỳ nhưng mỗi cuộc trưng bày đó chẳng gây được ấn tượng mấy, ông nói với tờ Fortune rằng: “Macintosh thực sự độc đáo nhưng cá nhân tôi không thấy được sự độc đáo đó từ công ty máy tính mới của Jobs.”

Một phần của vấn đề là những kẻ khổng lồ này bẩm sinh đã đối đầu với nhau, họ không thể tôn trọng nhau được. Trong chuyến đến thăm NeXT đầu tiên tại trụ sở ở Palo Alto của Gates vào hè 1987, Jobs đã để anh ta phải chờ nửa tiếng ở hành lang mặc dù qua lớp kính, Gates biết rằng Jobs chỉ đi lại trong phòng và nói chuyện bình thường với các nhân viên mà thôi. Gates đã nhận xét là: “Tôi đã tới NeXT, đã có một ly Odwalla – ly nước cam cà rốt đắt nhất mà tôi biết và cũng đã chứng kiến những văn phòng công nghệ cao cực kỳ lãng phí”. Gates nhớ lại với một cái lắc đầu và nụ cười đầy hàm ý: “Và Steve còn muộn nửa tiếng so với giờ hẹn nữa.”

Với Gates, họ hợp tác đơn giản vì “Chúng ta đã cùng tạo ra Mac”. Jobs nói: “Anh thấy công việc đó như thế nào? Hẳn là rất tốt. Bây giờ, chúng ta lại sắp làm việc cùng nhau và lần này cũng sẽ tuyệt thôi”.

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Nhưng Gates đã rất thô lỗ với Jobs, giống như cách Jobs đối xử với những người khác: “Cái máy này đúng là rác rưởi. Đĩa quang học có độ trễ quá thấp và cái thứ chết tiệt này có giá quá đắt. Nó thật là lố bịch”. Sau đó ông đã quyết định và khẳng định là cho dù Gates có thêm một chuyến đến thăm NeXT nữa thì nó cũng không khiến Microsoft huy động lực lượng của mình từ các dự án khác để sang phát triển các ứng dụng cho NeXT. Tệ hơn nữa, ông lặp lại điều đó trước báo giới khiến chẳng ai muốn dành thời gian đi phát triển ứng dụng cho NeXT. Ông nói với tờ InfoWorld như sau: “Phát triển nó ư? Tôi thà tè lên nó còn hơn”.

Khi họ vô tình chạm mặt nhau tại hành lang một hội nghị, Jobs bắt đầu trách móc Gates vì đã từ chối viết phần mềm cho NeXT. Gates đáp trả: “Khi nào anh có một thị trường nhất định, tôi sẽ xem xét”. Jobs đã rất tức giận. Kỹ sư của Xerox PARC - Adele Goldberg nói rằng: “Một trận chiến la hét đã nổ ra ngay giữa mọi người”. Jobs cứ khăng khăng rằng NeXT là làn sóng tin học của tương lai. Vẫn như mọi khi, Gates chẳng mảy may để tâm khiến Jobs càng tức tối hơn. Cuối cùng ông lắc đầu và bỏ đi.

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Nguyên nhân sâu xa của sự cạnh tranh - và sự miễn cưỡng tôn trọng nhau chính là sự khác nhau cơ bản về triết lý giữa họ. Jobs tin rằng các phần cứng và phần mềm được tích hợp liên tục sẽ giúp ông tạo ra một chiếc máy tương thích với những chiếc máy khác. Gates thì lại tin và kiếm lợi nhuận từ một thế giới vô vàn các công ty khác nhau tạo ra những chiếc máy tính khác nhau. Chúng tương thích với nhau là vì phần cứng của chúng chạy chung một hệ điều hành (hệ điều hành Window của Microsoft) và như thế chúng có thể sử dụng các phần mềm ứng dụng giống nhau (như phần mềm word và excel của Microsoft). “Sản phẩm của anh ta ra đời với một đặc điểm rất thú vị được gọi là tính không tương thích” – Gates nói với tờ Washington Post –”nó sẽ chẳng chạy bất cứ phần mềm nào hiện có. Nó thì là một chiếc máy tính siêu đẹp và tôi không nghĩ là tôi có thể thiết kế gì được với một cái máy tính không tương thích như thế”.

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Năm 1989, việc Jobs và Gates xuất hiện liên tục trên một diễn đàn ở Cambridge, Massachusetts đã cho thấy sự cạnh tranh về thế giới quan của họ. Jobs nói về những làn sóng tin học được cải tiến vài năm một lần trong ngành công nghiệp máy tính. Sự ra đời của Macintosh mang tính cách mạng cho diện mạo đồ họa lúc đó và bây giờ NeXT sẽ thực hiện điều đó với lập trình định hướng đối tượng gắn liền với một máy tính công suất lớn dựa trên nền tảng đĩa quang học. Các nhà cung cấp phần mềm lớn đều nhận ra họ buộc phải trở thành một phần của xu hướng này, “trừ Microsoft” – ông nói. Đến lượt Gates, ông nói lại niềm tin của mình rằng ý tưởng kiểm soát liên tục phần mềm và phần cứng của Jobs chắc chắn sẽ thất bại, cũng như Apple đã thất bại khi cạnh tranh lại với mẫu chuẩn của Microsoft Windows, ông cũng cho rằng “thị trường phần cứng và phần mềm tách biệt nhau”. Khi được hỏi về những thiết kế tuyệt vời theo cách tiếp cận của Jobs, Gates chỉ về phía nguyên mẫu đầu tiên của NeXt vẫn còn đang để trên sân khấu và làm một cử chỉ chế nhạo: “Nếu bạn thích màu đen thì tôi có thể cho bạn cả một thùng sơn”.

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IBM

Jobs nảy ra một thủ đoạn khá “mềm mỏng” để chống lại Gates, ý tưởng này có thể thay đổi sự cân bằng quyền lực trong ngành công nghiệp máy tính mãi mãi. Nó đòi hỏi Jobs phải làm được hai việc trái với bản chất của ông: cấp giấy phép phần mềm của ông cho một nhà sản xuất phần cứng khác và bắt tay với IBM. Ông là người có tính thực dụng, mặc dù hơi nhỏ mọn. Vì thế nên ông có thể miễn cưỡng chấp nhận. Nhưng ông chẳng bao giờ thấy hài lòng với nó, đó cũng chính là lí do khiến mối liên minh này sớm kết thúc.

Nó bắt đầu bằng bữa tiệc sinh nhật lần thứ 70 thực sự đáng nhớ của nhà xuất bản Washington Post - Katharine Graham vào tháng 6 năm 1987 ở Washington. Buổi tiệc có sự góp mặt của 600 vị khách trong đó có cả tổng thống Ronald Reagan. Jobs bay từ Carlifornia và chủ tịch tập đoàn IBM - John Akers thì từ New York đến. Đó là lần đầu tiên họ gặp nhau. Jobs nắm lấy cơ hội nói xấu Microsoft và cố gắng thuyết phục IBM không sử dụng hệ điều hành Windows nữa. Jobs nói: “Tôi không thể ngừng nói về nó được, tôi nghĩ IBM đã tham gia một canh bạc khổng lồ và đặt cược toàn bộ vào chiến thuật phần mềm của Microsoft, bởi vì tôi thấy phần mềm của họ cũng chẳng tốt lắm.”

Akers đã đáp lại sự hào hứng của Jobs bằng câu hỏi: “Thế anh có thể giúp chúng tôi như thế nào?” Vài tuần sau, Jobs đã có mặt tại Armonk, trụ sở chính của IBM tại New York cùng với kỹ sư phần mềm Bud Tribble của mình. Bản giới thiệu của NeXT đã gây ấn tượng với các kỹ sư của IBM. Đặc biệt là NeXTSTEP – hệ điều hành định hướng đối tượng. Tổng giám đốc chi nhánh của IBM đã nhận xét: “NeXTSTEP giải quyết được rất nhiều trình làm việc nhỏ nhặt đã từng làm chậm quá trình phát triển phần mềm”.

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Các cuộc đàm phán diễn ra đến tận năm 1988. Jobs vẫn ngang ngạnh, gây khó chịu với từng chi tiết. Ông tỏ vẻ kẻ cả trong các buổi họp với những bất đồng về màu sắc và thiết kế và chỉ có Tribble hoặc Lewin mới làm ông bình tĩnh trở lại. Dường như chẳng có hãng nào, IBM hay Microsoft làm ông sợ. Vào tháng 4, Perot quyết định tham gia với vai trò trung gian, tổ chức một phiên làm việc tại trụ sở của mình ở Dallas và đã đi đến một thỏa thuận: IBM sẽ cấp giấy phép cho phiên bản hiện tại của phần mềm NeXTSTEP và nếu những nhà quản lý thích nó thì phần mềm này sẽ được sử dụng trong hệ thống văn phòng của IBM. IBM gửi tới Palo Alto một bản hợp đồng dài 125 trang. Jobs liệng nó xuống sàn và chẳng thèm đọc. “Đừng hòng” – ông nói đoạn rồi ra khỏi phòng. Ông yêu cầu một bản hợp đồng ngắn gọn hơn trong vòng một tuần nữa.

Jobs muốn thỏa thuận này phải hoàn toàn bí mật với Bill Gates cho đến khi máy tính của NeXT được ra mắt vào tháng 10. Nhưng IBM đã không thực hiện đúng và Gates đã rất giận dữ khi biết thông tin này. Gates nhận ra rằng điều này có thể khiến các máy tính IBM hoàn toàn không sử dụng hệ điều hành của Microsoft nữa: “NeXTSTEP chẳng tương thích với cái gì cả” – Gates nổi cơn thịnh nộ với các giám đốc của IBM.

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Đầu tiên Jobs có vẻ như đã thành công trong việc tạo nên cơn ác mộng tồi tệ nhất đối với Gates. Hầu hết các công ty sản xuất máy tính khác sử dụng hệ điều hành của Microsoft, đặc biệt là Compaq và Dell đã yêu cầu Jobs quyền được sao in NeXT và cấp giấy phép cho NeXTSTEP. Thậm chí còn có những lời đề nghị chấp nhận trả nhiều tiền hơn nếu NeXT không tham gia vào việc kinh doanh phần cứng nữa.

Như thế đã là quá nhiều với Jobs, ít nhất là trong thời điểm hiện tại. Ông từ chối tất cả các đề xuất sao in. Và ông bắt đầu tỏ ra ôn hòa với IBM. Vị thế hai bên giờ được hoán đổi. Khi người thực hiện thỏa thuận của IBM chuyển đi, Jobs đã tới Armonk để gặp người kế nhiệm - Jim Cannavino. Họ vào một phòng trống và nói chuyện tay đôi với nhau. Jobs đề nghị IBM nhiều tiền hơn để duy trì mối quan hệ này cũng như cấp giấy phép cho những phiên bản mới hơn của NeXTSTEP. Cannavino không cam kết thực hiện điều gì và sau đó cũng chẳng gọi lại cho Jobs. Thỏa thuận thất bại. NeXT kiếm được một chút tiền từ phí cấp phép nhưng nó cũng đã tuột mất cơ hội thay đổi cả thế giới.

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Lễ ra mắt, tháng 10 năm 1988

Với mục tiêu vượt lên hẳn những gì đã làm, từ giới thiệu sản phẩm, Jobs đã sâu khấu hóa cho buổi ra mắt đầu tiên của máy tính NeXT vào 12 tháng 10 năm 1988 ở khu biểu diễn nhạc giao hưởng ở San Francisco. Ông muốn thổi bay những hoài nghi. Trong những tuần chuẩn bị cho sự kiện, hầu như ngày nào ông lái xe đến San Francisco và ở ẩn tại ngôi nhà xây kiểu kiến trúc Victoria của Susan Kare – nhà thiết kế đồ họa cho NeXT và cũng là người đã hoàn thành những phông chữ gốc và các biểu tượng cho Macintosh. Cô cũng giúp Jobs chuẩn bị tất cả phần thuyết trình của Jobs từ ngôn từ cho đến màu nền xanh lá. “Tôi thích màu xanh đó” – ông nói đầy tự hào như thể họ vừa thực hiện một bản chạy thử trước các nhân viên – “Màu xanh tuyệt vời, màu xanh tuyệt vời” – họ cùng thì thầm đồng ý với nhau.

Không có chi tiết nào quá nhỏ. Jobs xem qua danh sách khách mời và thậm chí cả thực đơn bữa trưa (nước khoáng, bánh sừng bò, phomat kem, rau mầm). Ông thuê một công ty trình chiếu video với chi phí khoảng 60.000 đô-la. Và ông cũng thuê George Coates - nhà sản xuất theo trường phái hậu hiện đại để dàn dựng buổi diễn. Coates và Jobs đã thống nhất là không dàn dựng gì gây ngạc nhiên cả mà chỉ để sân khấu trông mộc mạc và giản dị. Khối lập phương hoàn hảo màu đen này sẽ có màn ra mắt vô cùng đơn giản với một nền đen, một bàn phủ vải đen, một mạng che máy tính cũng màu đen và một bình hoa đơn giản. Bởi cả phần cứng lẫn hệ điều hành đều chưa thực sự hoạt động nên Jobs khuyến cáo nên mô phỏng chúng. Nhưng ông đã từ chối. Biết là việc này mạo hiểm như người đi trên dây mà không có lưới đỡ nhưng Jobs vẫn quyết định thực hiện thao tác trực tiếp.

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Hơn 3.000 người đã có mặt tại sự kiện và chờ đợi hàng giờ trước khi mở màn. Họ đã không bị thất vọng, ít nhất là bởi buổi diễn. Jobs đã đứng trên sân khấu ba tiếng đồng hồ và một lần nữa ông lại chứng minh được những lời khen của Andrew Pollack trên New York Times: “Phải gọi là màn giới thiệu sản phẩm của Andrew Lloyd Webber, bậc thầy tinh tế của sân khấu và những hiệu ứng đặc sắc”. Wes Smith của tờ Chicago Tribune thì nói buổi ra mắt là: “Màn trình diễn sản phẩm tựa như đại hội của tòa thánh Vatican II”.

Jobs đã khiến khán giả cổ vũ ngay từ câu mở màn của mình: “Được trở lại thật tuyệt”. Ông bắt đầu với màn thuật lại lịch sử của việc cấu tạo nên máy tính cá nhân và ông hứa rằng giờ đây họ có thể chứng kiến sự kiện “chỉ diễn ra một hoặc hai lần trong một thập kỷ - sự kiện làm thay đổi diện mạo của ngành tin học”. Phần cứng và phần mềm NeXT đã được thiết kế sau ba năm thăm dò ý kiến các trường đại học cả nước. “Chúng tôi nhận ra rằng việc nâng cao chất lượng giáo dục cần phải có những hệ thống máy tính cá nhân lớn”.

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Như thường lệ, sản phẩm mới được gán những tính từ rất ưu ái như: “không thể tin được”, “điều tuyệt nhất mà ta có thể tưởng tượng”. Ông ca ngợi vẻ đẹp của nó thậm chí nằm ẩn ở cả những phần mà ta không nhìn thấy được. Các bảng mạch vuông vức có thể nằm cân bằng trên các đầu ngón tay ẩn mình trong khối hộp vuông thành sắc cạnh, ông nhiệt tình: “Hy vọng là sau này các bạn sẽ có cơ hội được nhìn những vật nhỏ bé này. Đó là những bảng mạch đẹp nhất mà tôi từng thấy trong đời”. Sau đó ông cho mọi người xem cách bật một bài hùng biện trên máy tính – ông đã chọn bài hùng biện “Tôi có một giấc mơ” của Luther King và “Đừng hỏi” của Kennedy – và gửi tệp âm thanh bằng cách đính kèm vào email. Ông ghé vào micro của máy tính và thu âm: “Xin chào, tôi là Steve, tôi đang gửi đi thông điệp của một ngày lịch sử” rồi ông đề nghị khán giả thêm tiếng vỗ tay vào bản ghi âm và họ đã hưởng ứng.

Một trong những triết lý quản lý quan trọng của Jobs là tung xúc xắc và “đặt cược công ty” vào những công nghệ và ý tưởng mới. Trong buổi giới thiệu NeXT, ông đã kiêu hãnh đưa ra ví dụ đó. Ban đầu, nó không phải là một trò cá cược khôn ngoan: Đĩa quang học có khả năng đọc và ghi chép lớn (nhưng chậm) và không có đĩa mềm sao lưu. “Hai năm sau chúng tôi đi đến một quyết định. Chúng tôi nhìn các công nghệ mới và chúng tôi quyết định mạo hiểm với công ty của mình” – ông nói.

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Sau đó ông chuyển sang một đặc tính quen thuộc với mọi người hơn. Jobs phát biểu: “Chúng tôi đã thực hiện những cuốn sách điện tử đích thực đầu tiên” – kèm theo việc nhấn mạnh sự lồng ghép các tác phẩm Shakespeare của Oxford cùng các cuốn sách khác. “Có một sự cải thiện công nghệ đáng kể khi một loạt các tác phẩm nghệ thuật được số hóa từ sau dự án Gutenberg.”

Nhiều khi Jobs lôi những điểm yếu của mình ra thành trò tiêu khiển và ông sử dụng những cuốn sách điện tử này để chọc cười mọi người về chính bản thân ông. “Một từ thỉnh thoảng được dùng để mô tả tôi là ‘không kiên định’”, ông nói rồi dừng lại một chút. Khán giả được chủ ý dàn xếp cười ồ lên, đặc biệt là những hàng ghế đầu, những hàng ghế được các nhân viên NeXT và các cựu thành viên của nhóm dự án Macintosh ngồi kín. Rồi ông dừng lại trước một từ trong cuốn từ điển trên máy tính và đọc định nghĩa đầu tiên: “Có liên quan đến, thuộc về hoặc được sinh ra tại sao Thủy (Mercury)”. Cuộn màn hình xuống một chút ông nói: “Tôi nghĩ định nghĩa thứ ba mới chính xác: ‘tính cách khó đoán trước và cảm xúc dễ thay đổi”. Lại thêm một tràng cười nữa. “Nếu chúng ta kéo từ điển xuống một chút, ta có thể thấy từ trái nghĩa ‘lầm lì (saturnine)’, ồ, nó có nghĩa gì đây?

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Rất đơn giản, bạn kích đúp chuột vào đó, chúng ta có thể ngay lập tức tra được nghĩa của từ này trong từ điển và đây: ‘lạnh lùng và tính khí ổn định. Cân nhắc trong hành động hoặc thay đổi. Thường thích những chỗ buồn và ảm đạm”. Ông mỉm cười một cách tự nhiên và đợi chờ một tràng cười nữa rồi đưa ra kết luận: “À! Thực ra thì tôi không nghĩ ‘không kiên định’ là xấu”. Sau tràng pháo tay, ông sử dụng những lời trích dẫn sách để tăng tính thuyết phục cho “triết lý bóp méo sự thật” của mình. Những lời trích dẫn của ông lấy từ tác phẩm Through the Looking Glass (Qua tấm gương soi) của Lewis Carroll. Sau khi Alice than vãn rằng dù có cố gắng thế nào cô vẫn sẽ chẳng tin vào những điều không thể. Nữ Hoàng Trắng (White Queen) đáp lại: “Sao thế, trước bữa sáng, ta thỉnh thoảng vẫn tập tin sáu điều không tưởng đấy”. Đến đây, những hàng ghế đầu cười rộ lên.

Tinh thần vui vẻ đã khiến cho bầu không khí trở nên thoải mái hơn, và làm mọi người không nhớ đến những tin đồn bất lợi nữa. Đến lúc đọc báo giá chiếc máy tính, Jobs nhắc lại đặc tính sản phẩm, mô tả nó như thể nó “đáng giá hàng ngàn đô-la” và để cho khán giả tự tưởng tượng giá tiền đắt đỏ của nó, ông vẫn thường dùng cách này trong các buổi giới thiệu sản phẩm. Rồi sau đó thông báo mong muốn có mức giá thấp cho người dùng: “Để nâng cao việc giáo dục đào tạo chúng tôi để mức giá 6.500 đô-la cho mỗi sản phẩm”. Thực tế là cũng có tiếng vỗ tay rải rác. Tuy nhiên mặt bằng giá chung mà Jobs đã hứa với các cố vấn học viện là giữ mức giá chỉ khoảng 2.000 đến 3.000 đô-la thôi nên họ cứ nghĩ là Jobs sẽ giữ lời hứa. Một vài người thực sự bàng hoàng trước mức giá đó. Và họ có thể sẽ còn bàng hoàng hơn khi biết rằng nếu thêm máy in nữa thì giá sẽ tăng lên 2.000 đô-la và tốc độ chậm chạp của đĩa quang sẽ khiến người dùng phải mua ngoài một đĩa quang khác giá 2.500 đô-la nữa.

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Còn một điểm đáng thất vọng khác mà Jobs đã cố nói giảm nói tránh: “Đầu năm sau, chúng tôi sẽ phát hành bản 0.9, phiên bản dành cho những người phát triển phần mềm và những người dùng cuối yêu thích việc công việc liên quan đến phần mềm”. Có một vài tiếng cười thể hiện sự bồn chồn, lo lắng. Ông ấy nói như vậy nghĩa là phiên bản chính thức của máy tính này và phần mềm dành cho nó (được hiểu là phiên bản 1.0) sẽ không thể ra mắt trong đầu năm 1989. Thực tế thì ông còn chưa xác định mốc thời gian ra mắt cho nó. Ông chỉ dám nói rằng thời điểm thực tế sẽ rơi vào khoảng quý II năm đó. Cuối năm 1985, khi NeXT không có động thái gì, ông đã từ chối mọi việc bất chấp sự hối thúc của Joanna Hoffman khi ông đã từng nói rằng sẽ hoàn thành cái máy tính vào đầu năm 1987. Bây giờ thì đã gần hai năm rồi.

Sự kiện kết thúc với những tín hiệu lạc quan. Jobs đã mời một nghệ sĩ violon từ dàn giao hưởng San Francisco đến chơi bản giao hưởng dành cho violon A Minor của Bach khi chiếc máy tính NeXT xuất hiện trên sân khấu. Mọi người nổ những tràng pháo tay nồng nhiệt. Vấn đề giá cả và trì hoãn thời điểm phát hành chính thức đã bị lãng quên nhanh chóng. Khi một phóng viên hỏi ông ngay sau sự kiện là tại sao các máy tính lại bị hoãn muộn như vậy thì Jobs trả lời rằng: “Như thế không phải là muộn vì nó đã đi trước 5 năm so với các máy tính cùng thời rồi”.

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Khi được coi là một sản phẩm chuẩn mực, Jobs đề nghị cung cấp các bài phỏng vấn “độc quyền” dành cho các ấn phẩm truyền thông và đổi lại họ sẽ đăng câu chuyện của ông lên trang bìa. Lần này ông đã đẩy tính “độc quyền” đi quá xa mặc dù nó chẳng gây tổn hại đến ai. Ông đã đồng ý với Katie Hafner của Business Week được phép đưa tin độc quyền trước khi giới thiệu sản phẩm nhưng ông lại cũng nhận lời với Newsweek rồi đến Fortune. Nhưng ông lại không biết rằng tổng biên tập của Fortune – Susan Fraker - đã kết hôn với biên tập viên Maynard Parker của Newsweek. Tại cuộc họp báo với Fortune, khi mà mọi người đang hào hứng bàn tán về quyền lợi của họ, Fraker nói rằng cô vô tình biết rằng Jobs cũng đã hứa hẹn độc quyền với Newsweek mà báo đó còn phát hành trước mấy ngày so với Fortune. Thế nên tuần đó Jobs chỉ được xuất hiện trên trang bìa hai báo. Newsweek chạy dòng tít báo “Ngài Vi Mạch” kèm ảnh ông đang tựa vào chiếc NeXT đẹp đẽ, chiếc máy được tuyên bố là “máy tính thu hút nhất”. Business Week lại đưa ra một bức ảnh trông ông như một thiên thần trong bộ đồ tối màu, các ngón tay nắm hờ chống cằm như một giáo sư hoặc một nhà truyền giáo. Nhưng Hafner đưa tin một cách châm chọc rằng sự độc quyền này thực chất đang bị thao túng, cô viết: “NeXT cẩn thận chia các bài phỏng vấn theo loạt về nhân viên, nhà cung cấp và kiểm duyệt họ. Chiến thuật này hiệu quả đấy nhưng với cái giá của nó – thủ đoạn và tàn nhẫn – đã cho thấy mặt tính cách khiến Steve phải nhận quả đắng ở Apple. Và Jobs cần đặc biệt quan tâm đến việc kiểm soát các sự kiện tiếp theo”.

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Khi chiến dịch rùm beng này thất bại thì những sự quan tâm dành cho máy tính NeXT cũng giảm dần đi, đặc biệt là nó vẫn chưa được chính thức thương mại hóa. Bill Joy, chuyên gia giỏi và kỳ cựu phụ trách chính về khoa học thuộc công ty đối thủ Sun Microsystems gọi đây là “trạm làm việc đầu tiên của những người trẻ đầy tham vọng,” và đây không đơn thuần là một lời khen. Như được kỳ vọng, Bill Gates tiếp tục thể hiện những phát ngôn tiêu cực với giới truyền thông, ông phát biểu với với tờ Wall Street Journal như sau: “Nói thật là tôi cảm thấy rất thất vọng. Như năm 1981, chúng ta thực sự rất hào hứng với Macintosh mà Steve giới thiệu vì khi đặt cạnh những chiếc máy tính khác, nó hoàn toàn khác biệt với những gì chúng ta từng biết trước đây”. Nhưng NeXT thì không được như thế. “Nhìn tổng quát thì thấy rằng hầu hết các tính năng thực sự tầm thường”. Bill Gates còn nói rằng Microsoft kiên quyết không viết phần mềm cho NeXT. Sau lời tuyên bố trên, Gates đã viết một email châm biếm gửi cho các nhân viên của mình, mở đầu bằng câu “Hiện thực đã hoàn toàn bị chững lại”. Nhớ lại vụ việc đó, Gates đã cười và nói rằng “đó là cái email hay nhất tôi từng viết”.

Khi máy tính NeXT được tung ra thị trường vào giữa năm 1989, nhà máy được trang bị để sản xuất ra 10.000 chiếc một tháng. Số lượng sản xuất như vậy nhưng doanh số bán hàng chỉ vào khoảng 400 chiếc một tháng. Những nhà máy robot tuyệt đẹp với lớp sơn còn nguyên quá nhàn rỗi, và NeXT tiếp tục đổ tiền vào đầu tư.

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Chương 19

PIXAR

Sự tương giao giữa công nghệ và nghệ thuật

Ed Catmull, Steve Jobs, và John Lasseter, 1999

Bộ phận máy tính của xưởng phim Lucas

Khi Job mất đi vị thế của mình tại Apple vào mùa hè năm 1985, ông và Alan Kay đã gặp nhau, Alan Kay là người từng làm việc tại Xerox PARC và sau đó trở thành một thành viên của Apple. Kay biết Job có hứng thú với sự tương giao giữa sáng tạo và công nghệ, vì thế ông đã gợi ý việc họ sẽ đến gặp một người bạn của ông là Ed Catmull, người quản lý bộ phận máy tính tại xưởng phim George Lucas. Họ thuê một chiếc Limo và lái xe đến chi nhánh Skywalker của Lucas, nơi Catmull làm việc cùng với bộ phận máy tính của mình. “Tôi đã thực sự bị ấn tượng, và tôi đã quay trở lại để cố thuyết phục Sculley mua thiết bị đó cho Apple,” Jobs nhớ lại. “Tuy nhiên, những nhà điều hành Apple lại không hề hứng thú gì với việc này, họ còn đang bận tìm cách đuổi cổ tôi”.

Phòng máy tính của xưởng phim Lucas đã tạo ra phần cứng và phần mềm để hiển thị hình ảnh kỹ thuật số, và nó cũng tạo ra một nhóm chuyên phụ trách về đồ họa để tạo ra các đoạn phim ngắn được dẫn dắt bởi một chuyên gia tài năng đam mê với hoạt hình - John Lassater. Lucas, người đã hoàn thành tác phẩm đầu tay của mình là ba phần bộ phim Star Wars (chiến tranh giữa các vì sao), đang bị dính vào một cuộc tranh chấp li dị, và vì thế ông ấy cần phải bán đi một phần của xưởng phim. Ông ấy đã nhờ Catmull tìm một người có thể mua nó trong thời gian sớm nhất.

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Vào mùa thu năm 1985, sau vài người mua tiềm năng tỏ ra ngần ngại, Catmull và đồng sự của mình là Alvy Ray Smith đã quyết định đi tìm những nhà đầu tư để họ có thể tự mua chính bộ phận của mình. Vì thế họ đã tìm đến Jobs, sắp xếp một buổi gặp mặt và lái xe về ngôi nhà ở Woodside của ông. Sau khi đàm phán, Jobs đề nghị ông sẽ mua toàn bộ xưởng phim Lucas. Catmull và Smith đã phản đối, họ muốn một nhà đầu tư chứ không phải một người chủ mới. Nhưng mọi chuyện đã nhanh chóng được giải quyết khi Jobs đưa ra ý kiến rằng ông có thể mua phần lớn và sẽ trở thành chủ tịch, nhưng cho phép Catmull và Smith điều hành nó.

“Tôi muốn mua nó bởi vì tôi thực sự có hứng thú với đồ họa máy tính,” Jobs nhớ lại. “Tôi nhận ra rằng họ là những người dẫn đầu trong lĩnh vực kết hợp giữa nghệ thuật và công nghệ, điều mà tôi luôn luôn quan tâm.” Ông đã đề nghị trả Lucas năm triệu đô-la cộng thêm một khoản đầu tư 5 triệu đô-la nữa để biến bộ phận đó trở thành một công ty độc lập. Số tiền này ít hơn so với những gì Lucas đã yêu cầu, tuy nhiên họ thấy rằng lúc này là thời điểm thích hợp. Họ quyết định đàm phán để đưa ra một thỏa thuận.

Giám đốc tài chính của xưởng phim Lucas thấy Jobs kiêu ngạo và khó tính, vì thế, khi cuộc họp chuẩn bị diễn ra, ông đã nói với Catmull “Chúng ta cần phải thể hiện rõ vị thế của mình”. Theo kế hoạch thì họ sẽ tập hợp mọi người lại trong một căn phòng cùng với Jobs, sau đó giám đốc tài chính sẽ vào muộn vài phút và giới thiệu mình chính là người điều hành buổi họp. “Nhưng một điều thú vị đã xảy ra”, Catmull nhớ lại. “Steve đã bắt đầu buổi họp mà không có giám đốc tài chính, và lúc ông này bước vào thì Steve đã tự mình điều khiển cuộc họp mất rồi.”

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Jobs chỉ gặp George Lucas một lần duy nhất, ông là người đã cảnh báo Jobs về việc những người ở trong bộ phận này quan tâm tới việc tạo ra được các bộ phim hoạt hình hơn là việc làm ra những chiếc máy tính. “Ông biết đấy, họ chính là những người thực sự tâm huyết với hoạt hình,” Lucas nói với Jobs như vậy. Lucas nhớ lại. “Tôi đã nhắc nhở ông ấy rằng, về căn bản chính đó là kế hoạch của Ed và John. Tôi nghĩ rằng trong tim Jobs, ông mua công ty này bởi nó cũng chính là kế hoạch của ông.”

Thỏa thuận cuối cùng mà họ đã đạt được là vào tháng Giêng năm 1986. Bản thỏa thuận đó nói rằng với số tiền đầu tư 10 triệu đô-la đó, Jobs sẽ sở hữu 70% công ty, và toàn bộ số cổ phiếu còn lại được phân phối cho Ed Catmull, Alvy Ray Smith và 38 nhân viên từ nhân viên chủ chốt cho tới lễ tân. Thiết bị phần cứng quan trọng nhất của bộ phận này được gọi là Pixar Image Computer (Máy tính hoạt ảnh Pixar), và công ty đã được đặt tên theo nó.

Trong một thời gian dài, Jobs để Catmull và Smith điều hành Pixar mà không can thiệp nhiều. Cứ hàng tháng hoặc lâu hơn, họ lại mở một cuộc họp hội đồng quản trị, thường là tại trụ sở chính NeXT, nơi mà Jobs tập trung quản lý tài chính và chiến lược. Dù vậy, bằng sự mạnh mẽ được thể hiện qua tính cách và khả năng kiểm soát của mình, Jobs đã nhanh chóng đóng một vai trò quan trọng hơn. Ông đã đưa ra hàng loạt các ý tưởng, một số thì hợp lý nhưng một số khác thì lại khá kỳ quặc về việc phát triển phần cứng và phần mềm của Pixar.

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Qua các buổi ghé thăm thường xuyên của ông tại văn phòng Pixar, ông đã truyền được cảm hứng cho toàn bộ nhân viên. “Tôi lớn lên trong cộng đồng Thánh Baptist ở miền nam, và chúng tôi cũng đã có những buổi họp khơi dậy nhiệt huyết nhưng lại được thuyết trình bởi những kẻ thối nát”, Alvy Ray Smith kể lại. “Steve thì khác, lời nói của ông có một sức mạnh khiến mọi người bị thu hút. Chúng tôi đã nhận ra được điều đó qua các cuộc họp, vì thế chúng tôi đã tạo ra các dấu hiệu –gãi mũi hoặc kéo tai - với những ai bị hút vào khả năng bóp méo sự thật của Steve và anh ta cần phải được kẻo trở về với thực tế.”

Jobs luôn đánh giá cao ưu điểm tích hợp những phần cứng và phần mềm hiệu quả mà Pixar đã làm và phần mềm dựng hình của nó. Nó cũng tạo ra những nội dung sáng tạo, chẳng hạn như những bộ phim hoạt hình và đồ họa. Đó chính là ba lợi ích được tạo ra từ việc kết hợp giữa sự sáng tạo nghệ thuật và công nghệ của Jobs. “Những nhà điều hành ở thung lũng Silicon không thực sự đánh giá cao kiểu sáng tạo của Hollywood, và những nhà quản lý Hollywood thì lại nghĩ rằng những cán bộ kỹ thuật chỉ là những người mà họ thuê và họ không cần thiết phải gặp mặt,” Jobs cho biết. “Pixar là một nơi mà cả hai văn hóa này được tôn trọng”.

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Doanh thu ban đầu được cho là chủ yếu từ các phần cứng. Pixar Image Computer được bán với giá 125.000 đô-la. Các khách hàng chính là những người chuyên thiết kế đồ họa và hiệu ứng động, nhưng thiết bị này cũng sớm tìm được thị trường đặc biệt trong ngành công nghiệp y khoa (CAT - phần mềm quét dữ liệu có thể đưa ra được hình ảnh đồ họa ba chiều) và các lĩnh vực tình báo (để truyền và dựng các thông tin từ các chuyến bay do thám hoặc các vệ tinh). Vì thương vụ với Cơ quan An ninh Quốc gia, Jobs đã phải hoàn tất các thủ tục an ninh cần thiết, một công việc khá vui vẻ đối với nhân viên FBI được giao nhiệm vụ khám xét ông. Ở một thời điểm nào đó, một nhà quản lý của Pixar nhớ lại, Jobs đã bị thanh tra gọi về việc liên quan đến sử dụng ma túy và ông đã trả lời một cách thẳng thắn. “Lần cuối tôi sử dụng nó là…”, mặc dù trong trường hợp đó, ông ấy đã có thể hoặc nên trả lời là ông ấy chưa bao giờ dính dáng gì đến loại thuốc đó.

Jobs đã thúc đẩy Pixar xây dựng một phiên bản máy tính có chi phí thấp hơn vào khoảng 30.000 đô-la. Ông nhấn mạnh rằng Hartmut Esslinger đã thiết kế nó, bất chấp sự phản đối của Catmull và Smith về chi phí ông đưa ra. Nó trông giống với phiên bản ban đầu của Pixar Image Computer là một khối lập phương với vòng tròn võng ở giữa, nhưng nó có thêm chữ ký của Esslinger ở rãnh.

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Jobs muốn máy tính của Pixar hướng đến thị trường đại chúng, vì thế ông đã mở đại lý bán hàng ở các thành phố lớn, nơi mà ông sẽ phê duyệt các thiết kế, dựa trên lý thuyết rằng những người sáng tạo sẽ sớm thích ứng được với tất cả các cách sử dụng máy tính. “Quan điểm của tôi là con người là loài động vật sáng tạo và họ sẽ tìm ra được những cách thông minh để sử dụng các công cụ mà các nhà phát minh không bao giờ tưởng tượng ra,” sau này ông cho biết. “Tôi nghĩ rằng điều này sẽ xảy ra đối với máy tính Pixar, như đã xảy ra với Mac.” Nhưng những chiếc máy đó đã không nhận được sự ủng hộ của người tiêu dùng. Nó có chi phí quá lớn và không có nhiều phần mềm chương trình.

Về phần mềm, Pixar đã tạo ra một trình duyệt dựng hình, được biết với cái tên Reyes (Renders everything you ever saw – mô phỏng tất cả những gì bạn đã từng thấy), để tạo ra đồ họa và hình ảnh 3D. Sau khi Jobs trở thành chủ tịch, công ty đã tạo ra được một ngôn ngữ lập trình vào giao diện mới, được đặt tên là RenderMan, nó được hy vọng sẽ trở thành chuẩn mực cho việc dựng hình đồ họa 3D, cũng giống như việc phần mềm in laze PostScript của Adobe.

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Giống với những gì đã làm với phần cứng, Jobs quyết định rằng họ nên thử tìm một thị trường đại chúng cho phần mềm họ tạo ra thay vì chỉ tập trung vào các thị trường chuyên biệt. Jobs chưa bao giờ có một mục tiêu duy nhất cho công ty hay chỉ nhắm vào các thị trường cao cấp chuyên ngành. “Jobs muốn hướng RenderMan trở thành một phần mềm dành cho tất cả mọi người,” Pam Kerwin, giám đốc marketing của Pixar nhớ lại. “Ông ấy luôn luôn đưa ra những ý tưởng về việc làm sao một người bình thường có thể sử dụng phần mềm đó để tạo ra những bức ảnh sinh động chân thực và hình ảnh đồ họa 3D tuyệt vời.’’ Nhóm dự án của Pixar cố gắng thuyết phục ông rằng việc sử dụng RenderMan không hề dễ dàng như sử dụng Excel hay Adobe Illustrator. Sau đó Jobs bước đến tấm bảng và chỉ cho họ thấy cách làm nó trở nên đơn giản và thân thiện với người sử dụng. “Chúng tôi gật đầu, cảm thấy phấn khích và thốt lên “Đúng thế, nó sẽ thực sự rất tuyệt!’”. Kerwin nhớ lại. “Và ngay sau khi ông ấy đi, chúng tôi đã cân nhắc lại ý tưởng đó và không thể hiểu nổi ông ấy đã nghĩ cái gì”. Ông ấy thực sự khiến người khác bị thu hút một cách kỳ lạ và bạn sẽ gần như phải đả thông lại tư tưởng ngay sau khi bạn nói chuyện với ông ấy.” Thực tế, người tiêu dùng bình dân lại không hề hứng thú với một phần mềm đắt tiền giúp họ tạo dựng được những hình ảnh chân thực. RenderMan đã không được đưa ra thị trường.

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Tuy nhiên, lại có một công ty hứng thú với việc dựng các hình vẽ hoạt hình thành hình ảnh màu sắc cho bộ phim. Khi Roy Disney chủ trì việc đổi mới ban quản trị của công ty mà chú Walt của anh sáng lập ra, giám đốc điều hành mới - Micheal Eisner đã hỏi Disney rằng anh muốn vị trí nào. Disney nói anh muốn phục hồi lại bộ phận thiết kế hoạt họa. Một trong những sáng kiến đầu tiên của anh là tìm cách tin học hóa quá trình, và Pixar đã giành được hợp đồng. Nó tạo ra một gói phần cứng và phần mềm tùy chỉnh được biết đến với cái tên Computer Animation Production System (CAPS - hệ thống sản xuất hoạt họa máy tính). Nó được sử dụng lần đầu vào năm 1988 trong cảnh cuối của bộ phim The Little Mermaid (Nàng tiên cá) khi mà vua Triton vẫy chào tạm biệt Ariel. Disney đã mua hàng tá máy tính hoạt họa Pixar vì CAPS là một phần không thể thiếu trong quá trình sản xuất.

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Hoạt ảnh

Công việc của nhóm đồ họa động kỹ thuật số tại Pixar - một nhóm thường làm các bộ phim hoạt hình – lúc đầu có mục đích chủ yếu là sử dụng và quảng cáo luôn chính những phần cứng và phần mềm của công ty. Nó được điều hành bởi John Lasseter, một người có khuôn mặt trẻ con và có phong thái của một nhà nghệ thuật cầu toàn có thể sánh ngang với Jobs. Được sinh ra tại Hollywood, Lasseter lớn dần lên cùng với sở thích xem chương trình hoạt hình sáng thứ Bảy hàng tuần. Vào năm lớp 9, ông đã viết một bản báo cáo về lịch sử của xưởng phim Disney, và sau đó ông đã quyết định việc mong muốn có một cuộc sống như thế nào.

Khi tốt nghiệp cấp 3, Lasseter tham gia vào một dự án phim hoạt hình tại Học viện nghệ thuật California – do Walt Disney thành lập. Khi nghỉ hè và vào những lúc rảnh rỗi, Lasseter đã nghiên cứu về những tài liệu lưu trữ của Disney và làm việc như một hướng dẫn viên của chuyến thám hiểm bằng thuyền tại Disneyland (Jungle Cruise). Những kinh nghiệm sau đó dạy ông giá trị của thời gian và nhịp độ kể một câu chuyện, một bước quan trọng nhưng khá là khó để có thể nắm vững cách tạo dựng từng khung hình và từng đoạn phim ngắn. Ông đã giành giải Student Academy Award (Giải thưởng hàn lâm giành cho sinh viên) cho bộ phim ngắn ông làm khi là sinh viên năm nhất, Lady and the Lamp (Quý bà và cây đèn), bộ phim này có lẽ chính là cái duyên của ông đối với hãng phim Disney và nó cũng có thể là một điềm báo trước về tài năng của ông trong việc biến các vật vô tri vô giác như những chiếc đèn thành những nhân vật có tính cách của con người. Sau khi tốt nghiệp, John nhận một công việc mà có lẽ số phận đã dành cho ông, đó chính là một nhà làm phim hoạt hình tại xưởng phim Disney.

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“Một vài người trẻ tuổi chúng tôi muốn biến bộ phim Star Wars thành một bộ phim hoạt hình nghệ thuật chất lượng, nhưng chúng tôi đã gặp phải trở ngại là bộ phim đã bị giữ lại để kiểm tra,” Lasseter nhớ lại. “Tôi đã vỡ mộng, tôi bị cuốn vào cuộc chiến thù địch giữa hai ông chủ, và sau đó người đứng đầu nhóm làm phim đã sa thải tôi.” Vì thế, vào năm 1984, Ed Catmull và Alvy Ray Smith đã có thể tuyển dụng ông để làm việc cho hãng phim Lucas, nơi mà chất lượng của bộ phim Star Wars (Chiến tranh giữa các vì sao) được xác định. Thế nhưng George Lucas lại đang lo lắng về chi phí của bộ phận máy tính thì liệu ông có chấp thuận việc thuê một nhà làm phim hoạt hình toàn thời gian, vì vậy Lasseter đã được gọi là là “nhân viên thiết kế đồ họa”.

Khi Jobs đặt chân vào công ty này, ông và Lasseter bắt đầu chia sẻ cùng nhau về niềm đam mê với công việc thiết kế đồ họa. “Tôi là nghệ sĩ suy nhất tại Pixar, vì thế tôi có thể phát triển được những ý tưởng thiết kế của Jobs,” Lasseter nói. Ông là một người thích giao du, tính cách vui tươi và ấm áp, một người đàn ông với chiếc áo Hawai, luôn giữ văn phòng của mình đầy ắp những món đồ chơi cổ, và ông rất yêu thích bánh mì phô mai. Jobs thì lại là một người hay tức giận, ăn chay và mọi thứ xung quanh ông luôn phải được gọn gàng. Tuy nhiên họ lại cực kỳ hợp nhau, Lasseter là một nghệ sĩ, vì thế Jobs rất tôn trọng ông còn ông luôn xem Jobs là một người đặc biệt, như là một khách hàng đánh giá cao về ngành nghệ thuật và biết cách làm thế nào để đan xen nó với công nghệ và thương mại.

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Jobs và Catmull quyết định rằng, để có thể quảng bá được phần mềm và phần cứng của họ thì Lasseter nên sản xuất một bộ phim hoạt hình khác để tham dự SIGGRAPH vào năm 1986, một hội nghị về đồ họa máy tính thường niên. Vào thời điểm đó, Lasseter đang sử dụng chiếc đèn bàn Luxo như một mẫu dựng hình đồ họa, và ông đã quyết định biến chiếc đèn Luxo đó thành một nhân vật sống. Một người bạn nhỏ của ông đã tạo cảm hứng cho ông tạo ra nhân vật Luxo Jr., và ông trình bày một số thử nghiệm của mình đối với một nhà làm phim khác, người đã hối thúc ông về việc ông phải chắc chắn tạo ra được một câu chuyện có ý nghĩa. Lasseter nói rằng ông chỉ đang làm một đoạn phim ngắn, nhưng nhà làm phim kia nói rằng một câu chuyện thậm chí có thể được tạo nên chỉ trong vài giây. Lasseter cảm thấy thực sự thấm thía về bài học này. Luxo Jr. chỉ kéo dài trong hơn hai phút, nó kể một câu chuyện về chiếc đèn bố và chiếc đèn con đang chơi bóng cùng nhau cho đến khi quả bóng bị vỡ, khiến đứa trẻ thất vọng.

Jobs thực sự rất vui mừng vì ông đã từ bỏ những áp lực tại NeXT để cùng làm việc với Lasseter chuẩn bị cho hội nghị SIGGRAPH được tổ chức ở Dallas vào tháng 8. “Không khí rất nóng nực và ẩm ướt khi chúng tôi đi dạo, và cả hai đều cảm thấy khó chịu,” Lasseter nhớ lại. Có hàng chục ngàn người tại hội chợ thương mại đó, và Jobs thực sự thích thú với điều đó. Nghệ thuật sáng tạo đã tạo cho ông một nguồn năng lượng dồi dào, đặc biệt là khi nó được kết hợp với công nghệ.

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Mọi người xếp hàng dài đến chỗ khán phóng nơi bộ phim được trình chiếu, nhưng Jobs là người không thích chờ đợi nên đã nói khéo với những người khác đang xếp hàng để được lên trước. Luxo Jr. được hoan nghênh nhiệt liệt và được vinh danh là bộ phim xuất sắc nhất. “Ồ thật là tuyệt, tôi thực sự đã hiểu được nó”. Sau đó Jobs đã giải thích rằng, “Phim của chúng ta là bộ phim duy nhất không chỉ được làm với công nghệ tốt mà còn chứa đựng nghệ thuật trong đó, Pixar đã có ý định kết hợp chúng, như Macintosh đã từng làm.”

Luxo Jr. đã được đề cử giải Academy Award (Giải hàn lâm), và Jobs đã bay đến Los Angeles để tham dự lễ trao giải. Bộ phim đã không giành được giải nhưng Jobs đã cam kết rằng sẽ làm ra một bộ phim mới mỗi năm, mặc dù về lợi ích kinh doanh thì không có nhiều lý do để làm việc đó. Vào thời điểm nhạy cảm của công ty, ông là người đã đưa ra những quyết sách cắt giảm chi phí quyết liệt nhất. Sau đó Lasseter có hỏi Jobs về số tiền mà họ đã tiết kiệm để dành cho bộ phim tiếp theo của ông, và Jobs đã đồng ý.

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Tin Toy

Không phải tất cả các mối quan hệ của Jobs tại Pixar đều tốt. Xung đột lớn nhất của ông là với người đồng sáng lập của Catmull, Alvy Ray Smith. Là một tín đồ dòng Baptist đến từ một vùng nông thôn ở Tây nam Texas, Smith trở thành một kỹ sư hình ảnh với phong cách khá phóng túng, có vóc dáng khỏe mạnh, giọng cười sang sảng và một cái tôi lớn. “Với tính cách của Alvy thì ông rất dễ khiến Jobs cảm thấy khó chịu. Họ đều là những người có tầm nhìn xa, nguồn năng lượng dồi dào và cái tôi lớn. Alvy sẽ không sẵn sàng thỏa hiệp và bỏ qua mọi chuyện như Ed đã làm.”

Smith thấy Jobs là một người bị cái tôi và sự uy tín khiến ông trở nên lạm dụng quyền hành. “Ông ấy như một nhà truyền giáo,” Smith nói. “Ông ấy muốn điều khiển mọi người, nhưng tôi sẽ không trở thành nô lệ của ông ấy, đó là lý do vì sao chúng tôi xảy ra mâu thuẫn. Ed thì lại thường thuận theo số đông.” Jobs đôi khi khẳng định sự thống trị của mình tại một cuộc họp bằng cách nói một điều gì đó thái quá hoặc không đúng sự thật. Smith sẽ cảm thấy khoái chí khi đáp lại bằng một tiếng cười lớn hay chỉ là một cái cười nhạt kẻ cả. Điều này khiến Jobs không ưa ông.

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Một ngày nọ, tại cuộc họp quản trị, Jobs bắt đầu trách móc Smith và các giám đốc điều hành khác của Pixar vì sự chậm trễ trong việc hoàn thành các bảng mã cho phiên bản mới của Pixar Image Computer. Vào thời điểm đó, NeXT cũng đang khá chậm chạp trong việc hoàn thành bảng mã cho máy tính của công ty, và Smith đã chỉ ra điều đó: “Chính ông cũng đang chậm trễ với bảng mã của NeXT, vì thế đừng có xen vào việc của chúng tôi nữa.” Jobs đã vô cùng tức giận, đặc biệt khi Smith muốn ám chỉ Jobs là kẻ “ngoại đạo”. Mỗi khi Smith cảm thấy bị đả kích hoặc bị đối chấp thì ông thường lạc giọng sang nói bằng giọng miền Tây nam của mình. Jobs bắt đầu chế giễu vào nhạo báng nó. “Đó là một chiến thuật của ông ấy, và tôi đã thực sự phát điên đúng như bản chất ‘miền Tây nam’”, Smith nhớ lại. “Trước khi tôi kịp nhận ra, thì chúng tôi đã đứng đối mặt với nhau, chỉ cách nhau có mười phân và hét vào mặt nhau.”

Jobs rất thích việc để chiếc bảng trắng tinh suốt buổi họp, vì thế, khi mà Smith “lực lưỡng” gạt Jobs sang một bên và bắt đầu viết lên nó, Jobs đã quát lên rằng “Ông không được làm vậy”.

“Sao?” Smith đáp trả, “Tôi không thể viết lên chiếc bảng của ông sao? Thật là vớ vẩn”. Đến đây thì Jobs không thể chịu đựng được nữa.

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Smith cuối cùng đã từ chức và thành lập một công ty mới về các phần mềm vẽ kỹ thuật số và chỉnh sửa ảnh. Jobs đã không cho phép Smith sử dụng một số mã mà ông đã tạo ra khi còn làm việc ở Pixar, điều này càng khiến mối quan hệ của họ trở nên gay gắt. “Alvy cuối cùng cũng có được những gì mà ông ấy muốn,” Catmull nói, “nhưng ông đã bị căng thẳng suốt một năm liền và sau đó đã bị nhiễm trùng phổi.” Cuối cùng thì mọi việc cũng diễn ra thuận lợi, Microsoft đã mua công ty của Smith, và đã chỉ ra cho ông thấy được sự khác biệt giữa việc làm người sáng lập của một công ty được bán cho Jobs và người sáng lập của một công ty được bán cho Gates.

Jobs thực sự bực tức khi vào thời điểm đó, ba lĩnh vực đầu tư chủ yếu của Pixar - phần cứng, phần mềm và nội dung phim hoạt hình đều đang thua lỗ. “Tôi đã đưa ra kế hoạch này, và cuối cùng tôi vẫn tiếp tục phải rót thêm tiền vào đó,” ông nhớ lại. Ông đã muốn dừng lại nhưng sau đó ông lại tiếp tục viết chi phiếu. Sau khi thất bại ở Apple và NeXT, ông không còn đủ tài chính cho bất kỳ sự mạo hiểm nào nữa.

Để ngăn chặn thiệt hại, Jobs đã quyết định mạnh tay sa thải một loạt nhân viên. Như Pam Kerwin nói thì ông không hề bày tỏ tình cảm và cũng không hề có một khoản trợ cấp nào cho những người mà ông đã đuổi việc. Jobs nhấn mạnh rằng việc sa thải nhân viên này cần phải được thực hiện ngay lập tức và họ sẽ không được hưởng một khoản đền bù nào. Kerwin đã đi dạo cùng với Jobs ở ngoài công viên và cố nài nỉ rằng những nhân viên đó cần phải được thông báo ít nhất trước hai tuần. “Được thôi”, ông nói, “vậy thì thông báo này sẽ có hiệu lực từ hai tuần trước đây”. Catmull lúc đó đang ở Moscow và Kerwin đã gọi liên tục cho ông ấy. Khi ông trở về, ông đã giảm bớt số lượng nhân viên bị sa thải và cố gắng làm dịu mọi chuyện.

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Có một thời điểm mà các thành viên trong đội thiết kế hiệu ứng động của Pixar đã cố gắng thuyết phục Intel cho phép họ thực hiện một số quảng cáo, và Jobs đã thực sự mất bình tĩnh. Trong một buổi họp, khi giám đốc marketing của Intel đang bị phê bình thì Jobs đã nhấc điện thoại lên và gọi trực tiếp cho giám đốc điều hành Andy Grove. Grove vẫn đóng vai trò một cố vấn, đã cố dạy Jobs một bài học: ông ta vẫn ủng hộ nhà điều hành của Intel. “Tôi gặp khó khăn với nhân viên của mình,” ông nhớ lại. “Steve không có vẻ muốn được đối đáp giống như một nhà cung cấp.”

Grove cũng đóng vai trò cố vấn khi Jobs đề nghị Pixar sẽ đưa ra các gợi ý cho Intel về cách cải thiện các bộ vi xử lý trong việc thực hiện việc dựng đồ họa 3D. Khi các kỹ sư của Intel chấp nhận lời đề nghị, Jobs đã gửi một bức thư nói rằng Pixar cần phải được trả công cho việc tư vấn đó. Kỹ sư trưởng của Intel trả lời lại rằng “Chúng tôi chưa bao giờ cần sử dụng đến tài chính để đổi lấy những ý tưởng cho các bộ vi xử lý của mình trong quá khứ và cũng không có ý định sử dụng cách đó trong tương lai.” Jobs đã đưa câu trả lời đó cho Grove và nói ông này cho rằng sự đáp lại của kỹ sư đó thể hiện sự kiêu ngạo và cho thấy sự nghèo nàn trong hiểu biết của Intel đối với đồ họa máy tính. Grove đã gửi lại Jobs một bức thư thẳng thắn nói rằng việc chia sẻ ý tưởng là việc những công ty bạn và những người bạn thường làm cho nhau. Ông nói thêm rằng ông cũng thường xuyên thoải mái chia sẻ ý tưởng của mình cho Jobs trước đây và khuyên Jobs không nên quá hám lợi như vậy. Jobs đã nhượng bộ. “Tôi đã mắc phải rất nhiều lỗi, nhưng một vài người trong số họ đã không quay lưng lại” ông trả lời. “Và tôi đã thay đổi quyết định của mình 180 độ rằng chúng ta sẽ giúp họ không công. Cảm ơn vì đã đưa ra cho tôi một quan điểm rõ ràng hơn.”

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Pixar đã tạo ra một số phần mềm mạnh mẽ nhắm đến các khách hàng bình dân, hoặc ít nhất là tới những những người tiêu dùng trung bình có cùng niềm đam mê thiết kế với Jobs. Jobs vẫn hy vọng rằng khả năng tạo ra hình ảnh 3D chân thực ngay tại nhà sẽ khiến cho loại máy tính để bàn đó trở thành một cơn sốt khi được tung ra thị trường. Trình diễn của Pixar cho phép người dùng thay đổi bóng mờ của các đối tượng 3D họ đã tạo ra, từ đó họ có thể cho hiển thị chúng ở nhiều góc độ khác nhau nhờ đánh bóng thích hợp. Jobs nghĩ rằng nó thực sự thuyết phục, nhưng hầu hết khách hàng đều sống mà không cần đến nó. Đó là một trường hợp mà niềm đam mê của ông đã phản bội ông: Phần mềm có rất nhiều các tính năng tuyệt vời bổ sung những phần căn bản mà trước đây Jobs đã yêu cầu. Pixar không thể cạnh tranh được với Adobe, một công ty thiết kế những phần mềm kém tinh vi hơn nhưng lại phức tạp và đắt đỏ hơn nhiều.

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Ngay cả khi các sản phẩm phần cứng và các dòng phần mềm của Pixar đang không được ủng hộ thì Jobs vẫn tiếp tục bảo vệ nhóm hoạt họa. Nó đã trở thành một hòn đảo nghệ thuật nhỏ thần kỳ có thể khiến ông chìm sâu vào niềm đam mê đó, và ông sẵn sàng nuôi dưỡng và đặt cược vào nó. Vào mùa xuân năm 1988, công ty của ông không còn đủ tiền mặt và ông đã phải triệu tập một cuộc họp bàn về việc cắt giảm chi tiêu. Khi mọi việc đã qua, Lasseter và nhóm làm việc của ông quá lo lắng đến nỗi không dám đề nghị thêm một khoản tiền cho một bộ phim ngắn khác. Cuối cùng họ cũng đề cập đến vấn đề đó và Jobs đã ngồi im lặng, đắn đo suy nghĩ. Nó có thể phải cần đến gần 300.000 đô-la ngoài túi tiền của ông. Sau một vài phút, ông hỏi họ có cốt truyện không. Catmull dẫn ông xuống văn phòng đồ họa, và khi Lasseter bắt đầu thuyết minh đầy nhiệt huyết đối với sản phẩm của mình, Jobs trở nên dễ chịu hơn.

Câu chuyện kể về tình yêu của Lasserter với những món đồ chơi cổ. Câu chuyện được kể với bối cảnh gồm một ban nhạc đồ chơi trong đó có một chàng, tên là Tinny, anh chàng này đã bị một đứa bé đe dọa. Trốn thoát dưới chiếc ghế dài, Tinny cố tìm kiếm một đồ chơi giúp anh bảo vệ mình, nhưng khi cậu bé đó bị cộc đầu vào chiếc ghế rồi khóc, thì Tinny lại quay lại để dỗ dành cậu bé.

Jobs tuyên bố ông có thể cấp tiền cho họ. “Tôi tin vào những gì John đã làm,” ông nói. “Đó là nghệ thuật. Cậu ấy quan tâm và tôi cũng quan tâm đến nó. Tôi luôn luôn nói có.” Lời nhận xét duy nhất của ông ở cuối buổi thuyết trình của Lasseter là “Tất cả những gì tôi mong muốn ở cậu, John, chính là làm cho nó trở nên tuyệt vời.”

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Tin Toy đã giành chiến thắng tại lễ trao giải Academy Award năm 1988 cho phim hoạt hình ngắn, và là bộ phim đầu tiên do máy tính tạo ra. Để kỷ niệm, Jobs đã đưa Lasseter và nhóm làm việc của ông tới Greens, một cửa hàng chay tại San Francisco. Lasseter nâng chiếc cúp đang được đặt ở giữa bàn lên cao và hướng về phía Jobs nói “Tất cả những gì anh mong muốn là chúng ta đã làm được một bộ phim tuyệt vời.”

Nhóm nghiên cứu mới tại Disney gồm giám đốc điều hành là Micheal Eisner và Jeffrey Katzenberg ở bộ phận phim, bắt đầu có ý muốn Lasseter quay trở lại làm việc cho họ. Họ thích bộ phim Tin Toy và họ nghĩ rằng sẽ có thể tạo ra được một bộ phim mà ở đó các món đồ chơi cũng có sự sống và tính cách như con người. Nhưng với Lasseter, ông rất coi trọng và biết ơn lòng tin mà Jobs đã dành cho mình, ông cảm thấy rằng Pixar là nơi duy nhất ông có thể tạo ra được một thế giới mới cho những nhân vật hoạt hình. Ông nói với Catmull, “Tôi có thể đến Disney và trở thành một giám đốc, hoặc tôi ở lại đây và tạo nên lịch sử.” Vì thế Disney bắt đầu bàn một thỏa thuận về việc sản xuất với Pixar. “Những bộ phim ngắn của Lasseter thực sự hấp dẫn từ cách kể chuyện đến cách sử dụng kỹ thuật,” Katzenberg nhớ lại. “Tôi đã rất cố gắng để thuyết phục anh ấy làm việc cho Disney nhưng anh ấy thực sự trung thành với Steve và Pixar. Vì thế nếu bạn không thể đánh bại họ thì bạn hãy gia nhập cùng họ. Chúng tôi quyết định tìm kiếm cách để có thể làm việc cùng với Pixar và nhờ đó Pixar sẽ có thể làm một bộ phim về đồ chơi cho chúng tôi.”

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Vào thời điểm này, Jobs đã đổ gần 50 triệu đô-la tiền túi của mình vào Pixar – hơn một nửa số tiền ông có được sau khi rời Apple – và ông vẫn tiếp tục phải mất thêm tiền vào NeXT. Ông khá cứng rắn về vấn đề này, ông đã bắt tất cả các nhân viên của Pixar từ bỏ những lựa chọn của họ như một phần thỏa thuận của ông để có thể thêm một vòng kinh phí cá nhân vào năm 1991. Nhưng ông lại lãng mạn nơi tình yêu của ông thăng hoa cùng với sự tương giao giữa ngành nghệ thuật và công nghệ. Niềm tin của ông về việc những khách hàng bình dân sẽ yêu thích những mô hình 3D được làm từ phần mềm của Pixar hóa ra đã lầm, nhưng nó nhanh chóng được chứng minh rằng bản năng đó đã đúng khi sự kết hợp giữa nghệ thuật và kỹ thuật số có thể biến đổi nhiều hơn bất cứ điều gì đã xảy ra tính từ năm 1937 tính đến thời điểm cho phim hoạt hình , khi mà Walt Disney mang lại sự sống cho Nàng Bạch Tuyết.

Nhìn lại cả một quá trình, Jobs đúc kết rằng, nếu ông biết nhiều hơn thì ông đã có thể tập trung vào kỹ thuật hoạt hình sớm hơn và không cần phải lo lắng về việc đẩy mạnh phát triển các ứng dụng phần cứng và phần mềm. Mặt khác, nếu ông biết rằng phần cứng và phần mềm không bao giờ có thể mang lại lợi nhuận thì ông đã không mua lại Pixar. “Cuộc sống đôi lúc khiến cho chúng ta phạm sai lầm nhưng cũng có thể đó là một bước đệm cho những gì tốt đẹp hơn.”

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Chương 20

MỘT CON NGƯỜI BÌNH THƯỜNG

“Love” cũng chỉ là một từ có bốn chữ cái

Mona Simpson và vị hôn phu của bà, Richard Appel, 1991

Joan Baez

Năm 1982, khi vẫn còn đang làm việc trong nhóm Macintosh, Jobs đã gặp một ca sĩ nhạc đồng quê nổi tiếng - Joan Baez thông qua em gái của bà là Mimi Farina, người đứng đầu một tổ chức từ thiện đang cố gắng để huy động nguồn quyên góp máy tính cho các nhà tù. Một vài tuần sau đó, ông và Baez đã ăn trưa tại Cupertino. Ông nhớ lại: “Tôi đã không mong đợi nhiều, nhưng cô ấy thực sự thông minh và hài hước”. Vào thời điểm đó, ông đã gần như kết thúc quan hệ với Barbara Jasinski. Họ đã từng cùng nhau đi nghỉ ở Hawai, ở chung trong một căn nhà ở vùng núi Santa Cruz, và thậm chí đã cùng đến xem một buổi biểu diễn của Baez. Khi mối quan hệ của ông với Jasinski trở nên căng thẳng, Jobs đã bắt đầu nghiêm túc hơn với Baez. Ông lúc đó mới hai mươi bảy tuổi trong khi Baez bốn mươi mốt, tuy vậy, họ đã sống hạnh phúc với nhau trong vài năm. “Nó đã trở thành một mối quan hệ nghiêm túc giữa hai người bạn tình cờ muốn trở thành người yêu của nhau”, Jobs kể lại với một giọng điệu hơi tiếc nuối.

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Elizabeth Holmes, một người bạn của Jobs tại trường cao đẳng Reed, tin rằng một trong những lý do ông hẹn hò với Baez, không phải là vì thực tế rằng cô xinh đẹp, hài hước và tài năng mà vì cô đã từng là người yêu của Bob Dylan. Bà còn cho biết “Steve yêu sự kết nối đó với Dylan”. Baez và Dylan từng có quan hệ yêu đương vào đầu những năm 1960, và sau đó họ đi lưu diễn với nhau như những người bạn, cả chuyến lưu diễn Revue Rolling Thunder nổi tiếng vào năm 1975. (Jobs đã có những bản sao lậu các buổi hòa nhạc đó.)

Khi gặp Jobs, Baez đã có một đứa con trai mười bốn tuổi, Gabriel, từ cuộc hôn nhân với nhà hoạt động chống chiến tranh David Harris. Có một lần, trong bữa trưa, bà đã nói với Jobs rằng bà đang cố gắng để dạy cho Gabe cách đánh máy. Jobs đã hỏi “Ý chị là trên một máy đánh chữ ư?”. Khi bà ấy nói đúng, ông bảo rằng: “Nhưng máy đánh chữ là thứ lạc hậu rồi.”

“Nếu một máy đánh chữ là đồ lạc hậu, thì điều đó có ảnh hưởng gì đến tôi không?” Bà hỏi lại. Đã có một khoảng lặng kì cục trong bầu không gian hôm đó. Sau đó, Baez đã nói với tôi, “Ngay khi tôi nói ra điều đó, tôi nhận ra câu trả lời rất rõ ràng. Câu hỏi đó chỉ làm bầu không khí trở nên căng thẳng. Thật khủng khiếp.”

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Một ngày, trước sự ngỡ ngàng của đội dự án Macintosh, Jobs đã xông vào văn phòng cùng với Baez và cho bà thấy nguyên mẫu của máy Macintosh. Họ đều chết lặng khi thấy ông sắp tiết lộ về chiếc máy tính với một người ngoài cuộc, cho dù ông có một nỗi ám ảnh về việc giữ bí mật, nhưng họ thậm chí càng ngạc nhiên hơn trước sự hiện diện của Joan Baez. Ông đã tặng cho Gabe một chiếc Apple II, và sau đó ông đã tặng cho Baez một máy tính Macintosh. Qua những lần đến thăm, Jobs đã khoe với bà về các tính năng mà ông thích. “Cậu ấy là người ngọt ngào và kiên nhẫn, nhưng lại quá uyên bác nên cậu ấy khá vất vả để hướng dẫn cho tôi hiểu”, bà nhớ lại.

Ông bỗng nhiên trở thành một tỉ phủ, còn bà là một nhân vật có danh tiếng tầm cỡ thế giới, nhưng lại khá thực tế và không quá giàu có. Bà không biết điều gì đã tạo nên một con người như ông, và vẫn còn cảm thấy khó hiểu khi nói về ông sau gần ba mươi năm. Tại một bữa tối khi họ mới bắt đầu mối quan hệ, Jobs bắt đầu nói chuyện về Ralph Lauren và chuỗi cửa hàng Polo của ông ấy, bà đã thừa nhận mình chưa bao giờ đến cửa hàng này. “Có một chiếc váy màu đỏ rất hợp với em”, ông đã nói vậy, và sau đó đã lái xe đưa bà đến một cửa hàng trong Trung tâm mua sắm Stanford. Baez nhớ lại, “Tôi đã nghĩ thầm, thật lạ lùng và cũng thật tuyệt vời, tôi đang hẹn hò với một trong những người đàn ông giàu nhất thế giới và anh ấy muốn tặng tôi chiếc váy đẹp đẽ này”. Khi chúng tôi tới cửa hàng, Jobs đã mua một vài chiếc áo sơ mi cho mình và chỉ cho bà chiếc váy màu đỏ. “Em nên mua nó,” ông nói.

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Bà hơi ngỡ ngàng, và nói với ông rằng bà thực sự không đủ khả năng mua nó. Ông đã im lặng, và họ ra về. Bà hỏi tôi: “Anh có nghĩ rằng nếu ai đó đã thao thao bất tuyệt về một thứ gì đó suốt cả buổi tối như vậy thì người ta sẽ mua nó cho anh?” bà dường như thực sự bối rối về việc này. “Chiếc váy màu đỏ tưởng như đã nằm trong tầm tay. Tôi cảm thấy hơi lạ về điều này”. Ông đã tặng bà máy vi tính nhưng lại không tặng một chiếc váy, thậm chí khi ông mang hoa tặng bà, ông còn khẳng định với bà rằng chúng là số hoa còn sót lại từ một sự kiện ở công ty. Bà kể: “Anh ấy vừa là người lãng mạn vừa là người sợ sự lãng mạn”.

Khi ông đang thực hiện dự án về máy tính NeXT, ông đã đi đến nhà của Baez ở Woodside và khoe với bà về khả năng chơi nhạc vượt trội của nó. “Jobs đã để chiếc máy chơi một bản tứ tấu của Brahms, anh ấy nói với tôi rằng cuối cùng thì máy tính sẽ chơi nhạc còn hay hơn là con người, thậm chí còn có âm bội và nhịp điệu tốt hơn,” Baez nhớ lại. Bà đã rất giận về ý tưởng này “Anh ấy thì đang hân hoan với thành quả lao động say mê của mình trong khi tôi đang chìm đắm trong một cơn thịnh nộ và suy tư. Làm sao mà anh ấy có thể làm ô uế âm nhạc như vậy?”

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Jobs tâm sự với Debi Coleman và Joanna Hoffman về mối quan hệ của mình với Baez và lo lắng về việc liệu mình có thể kết hôn với một người đã có một cậu con trai tuổi vị thành niên và có lẽ người đó cũng đã không chắc muốn có thêm con. Hoffman đã nói rằng “Đôi khi Jobs coi bà ấy như là một ca sĩ quá ‘phức tạp’ và không phải là một ca sĩ ‘chính trực’ đích thực như Dylan.” Bà ấy là một người phụ nữ mạnh mẽ, còn ông muốn chứng tỏ mình có quyền kiểm soát. Hơn nữa, lúc nào ông cũng nói rằng ông muốn có một gia đình, và với bà ấy, ông biết rằng đó là việc không thể.”

Và như vậy, sau khoảng ba năm, họ đã kết thúc mối tình của mình và trở thành bạn bè. “Tôi đã tưởng rằng tôi yêu cô ấy, nhưng thực sự tôi chỉ thích cô ấy rất nhiều thôi,” sau này ông nói vậy. “Chúng tôi đã không đến được với nhau. Tôi muốn có con, còn cô ấy thì không muốn sinh thêm bất kỳ đứa con nào nữa”. Trong cuốn hồi ký của mình xuất barb năm 1989, Baez đã viết về sự tan vỡ của bà với chồng cũ và lý do tại sao bà không bao giờ tái hôn: “Tôi không thuộc về ai, từ đầu đã vậy, thỉnh thoảng điều đó lại bị gián đoạn như những buổi dã ngoại”, bà đã thêm một nhận định tốt đẹp ở cuối cuốn sách “Steve Jobs đã buộc tôi phải sử dụng một chiếc máy xử lý văn bản bằng cách đặt một chiếc trong bếp nhà tôi”.

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Tìm thấy Joane và Mona

Khi Jobs ba mươi mốt tuổi, một năm sau khi bị Apple sa thải, bà Clara, mẹ của ông, một người nghiện thuốc lá, đã mắc bệnh ung thư phổi. Ông dành thời gian bên giường bệnh, trò chuyện với bà theo những cách mà trước đây hiếm khi ông làm, Jobs cũng hỏi mẹ mình một số câu hỏi mà từ trước đến nay ông đã kiềm chế không nói ra. “Khi mẹ và cha kết hôn, mẹ là một trinh nữ phải không?” ông hỏi. Bà gặp khó khăn khi nói chuyện nhưng cũng phải mỉm cười. Đó là lúc bà nói với Jobs rằng trước đó bà từng kết hôn với một người, và ông ấy đã mãi mãi không bao giờ trở lại từ cuộc chiến tranh. Bà còn kể chi tiết cho Jobs nghe về việc bà và Paul Jobs đã nhận nuôi ông như thế nào.

Ngay sau đó, Jobs đã thành công trong việc lần ra dấu vết của người phụ nữ đã cho ông đi làm con nuôi. Jobs từng bí mật tìm hiểu về mẹ đẻ của mình từ đầu những năm 1980, lúc đó ông thuê một thám tử tìm hiểu nhưng đã không biết được thông tin gì. Sau đó, ông chú ý đến tên của vị bác sĩ ở San Francisco trên giấy khai sinh của mình. “Ông ấy có tên trong danh bạ điện thoại, vì vậy tôi đã gọi cho ông,” Jobs nhớ lại. Vị bác sĩ nọ cũng không giúp được gì. Ông này khẳng định rằng hồ sơ đã bị cháy hết trong một vụ hỏa hoạn. Điều đó là không đúng. Thực tế, ngay sau khi Jobs gọi đến, vị bác sĩ đã viết một lá thư, cho vào một chiếc phong bì và niêm phong lại, trên đó ông viết “Gửi Steve Jobs khi tôi qua đời”. Khi ông qua đời một thời gian ngắn sau đó, vợ của vị bác sĩ đó đã gửi cho Jobs bức thư đó. Trong đó, vị bác sĩ giải thích rằng mẹ của ông là một sinh viên đã tốt nghiệp chưa lập gia đình đến từ Wisconsin tên là Joanne Schieble.

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Jobs đã phải mất thêm một vài tuần và thuê một thám tử khác để điều tra thêm về bà. Sau khi sinh ông, bà đã cưới cha đẻ của ông là Abdulfattah “John” Jandali, và họ đã có một đứa con khác, Mona. Jandali đã bỏ rơi họ năm năm sau đó, và Joanne kết hôn với một hướng dẫn viên trượt tuyết có tính cách rất màu mè, George Simpson. Cuộc hôn nhân thứ hai này đã không kéo dài lâu, và năm 1970, bà bắt đầu một cuộc hành trình dài cùng với Mona (cả hai người đều sử dụng tên Simpson) đến Los Angeles.

Jobs miễn cưỡng để Paul và Clara, những người ông coi là cha mẹ đẻ của mình biết về việc ông đang tìm hiểu về mẹ đẻ của mình. Với sự nhạy cảm khác thường và những tình cảm sâu nặng mà ông dành cho “cha mẹ Jobs” của mình, ông đã lo rằng họ có thể bị tổn thương. Vì vậy, ông không bao giờ liên lạc với Joanne Simpson cho đến sau khi mẹ Clara qua đời vào đầu năm 1986. “Tôi không bao giờ muốn họ cảm thấy như thể tôi đã không coi họ là cha mẹ mình, bởi vì họ thực sự là cha mẹ tôi,” ông nhớ lại. “Tôi yêu thương họ nhiều đến nỗi mà tôi không bao giờ muốn họ biết về việc tìm kiếm của tôi, và tôi thậm chí đã cố “bịt miệng” các phóng viên khi bất kỳ người nào trong số họ “đánh hơi” được điều gì đó.” Khi Clara qua đời, ông quyết định kể cho Paul Jobs nghe, người cha đã hoàn toàn thoải mái và nói ông không để bụng nếu Jobs liên lạc với mẹ đẻ của mình.

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Vì vậy, một ngày Jobs đã gọi cho Joanne Simpson, nói cho bà biết ông là ai, và sắp xếp một chuyến đi đến Los Angeles để gặp bà. Sau đó, ông đã khẳng định rằng ông làm vậy vì chỉ muốn thoát khỏi sự tò mò. “Tôi tin vào môi trường nuôi dưỡng nhiều hơn là sự di truyền quyết định nhân cách một con người, thế nhưng chúng ta vẫn phải tự hỏi một chút về nguồn gốc của mình” Jobs phân trần. Ông cũng muốn trấn an Joanne rằng những gì bà đã làm là đúng. “Tôi muốn gặp mẹ đẻ của mình chủ yếu là để thấy bà ấy vẫn ổn và cảm ơn bà ấy, tôi đã rất vui vì cuộc đời mình đã không bị đặt dấu chấm hết bằng việc phá thai. Bà ấy mới có 23 tuổi và đã phải trải qua nhiều khó khăn để sinh ra tôi.”

Joane đã rất xúc động khi Jobs đến nhà của bà tại Los Angeles. Bà biết rằng Jobs nổi tiếng và giàu có nhưng vẫn băn khoăn về lý do ông đạt được những điều đó. Bà bắt đầu không kìm nén được cảm xúc mình. Bà nói rằng bà thấy vô cùng căng thẳng khi đặt bút ký vào những giấy tờ để cho ông đi làm con nuôi, và bà chỉ đồng ý làm vậy sau khi biết rằng ông sẽ được hạnh phúc trong ngôi nhà của cha mẹ mới. Bà đã luôn nhớ ông và rất đau khổ về những gì đã làm. Bà liên tục xin lỗi, ngay cả khi Jobs cam đoan với bà rằng ông hiểu, và việc cho ông đi làm con nuôi hóa ra lại là một hành động đúng đắn.

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Khi bình tĩnh lại, bà nói với Jobs rằng ông có một người em gái ruột là Mona Simpson, người sau này là một tiểu thuyết gia đầy tham vọng ở Manhattan. Bà chưa bao giờ nói với Mona rằng cô có một người anh trai, và trong ngày hôm đó, cô đã được biết sơ qua về tin này qua điện thoại. “Con có một người anh trai, anh ấy tuyệt vời, nổi tiếng, và mẹ sẽ đi cùng anh con đến New York, vì vậy con có thể gặp anh,” bà nói. Mona đang dần hoàn thành một cuốn tiểu thuyết về mẹ và chuyến đi của họ từ Wisconsin tới Los Angeles mang tên “Anywhere but here”. Những người đã đọc nó sẽ không ngạc nhiên rằng Joanne có phần khó hiểu trong cách nói cho Mona biết về anh trai mình. Cô từ chối tiết lộ anh mình là ai - chỉ nói là ông đã từng nghèo khó nhưng giờ thì đã giàu có, đẹp trai và nổi tiếng, mái tóc đen dài, và hiện đang sống tại California. Mona sau đó đã làm việc tại Paris Review, một tạp chí văn học của George Plimpton nằm ở tầng trệt của tòa nhà gần sông Đông ở khu vực Manhattan. Cô và các đồng nghiệp đã bắt đầu một trò chơi đoán về người có khả năng là anh trai cô. John Travolta? Đó là một trong những dự đoán được yêu thích. Các diễn viên khác cũng là những ứng viên tiềm năng. Có lúc đã có người đoán được rằng “Có thể đó là một trong những người tạo ra máy tính Apple” nhưng không ai có thể nhớ được tên của người đó.

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Buổi gặp gỡ diễn ra trong tiền sảnh của khách sạn St. Regis. “Anh ấy rất bộc trực và đáng mến, một người giản dị và ngọt ngào”, Mona nhớ lại. Ba người họ ngồi xuống và nói chuyện trong vài phút, sau đó ông đã tiễn em gái mình một đoạn dài, chỉ có hai anh em. Jobs đã vui mừng khi thấy ông có một cô em gái quá giống mình. Họ đều cương quyết trong lĩnh vực của mình, quan sát môi trường xung quanh, nhạy cảm nhưng lại có ý chí mạnh mẽ. Khi đi ăn tối cùng nhau, họ đã nhận thấy những điểm tương đồng và cuộc nói chuyện của họ trở nên hào hứng sau đó. “Em gái tôi là một nhà văn!” Ông phấn khởi khoe với các đồng nghiệp của mình tại Apple khi ông phát hiện ra điều đó.

Khi Plimpton tổ chức một buổi tiệc ra mắt cuốn “Anywhere but here” vào cuối năm 1986, Jobs đã bay tới New York để đi cùng với Mona. Họ ngày càng gần gũi, mặc dù bắt đầu xuất hiện những điều phức tạp xoay quanh mối quan hệ của họ, kèm theo những câu hỏi họ là ai và tại sao họ lại đi cùng nhau. Sau này ông cho biết “Ban đầu Mona không hoàn toàn vui mừng khi có sự xuất hiện của tôi trong cuộc sống của con bé và cách mẹ dành tình cảm trìu mến cho tôi”. “Khi đã hiểu nhau, chúng tôi đã thực sự trở thành hai người bạn, con bé là gia đình của tôi. Không có nó, có lẽ tôi chẳng biết làm gì cả. Tôi không thể tưởng tượng một người em gái nào tốt hơn. Tôi chưa bao giờ thân thiết với em nuôi Patty của tôi cả.” Mona cũng đã dành cho ông một tình cảm sâu sắc, có lúc hơi bảo thủ, thế nhưng sau này cô đã viết về ông bằng một ngòi bút sắc sảo, A Regular Guy, cuốn tiểu thuyết mô tả những thói quen của ông chính xác đến khó chịu.

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Một trong vài điều người ta tranh cãi là phục trang của cô. Cô ăn mặc như một tiểu thuyết gia “đói rách”, và ông thì trách sao cô không mặc những bộ đồ “quyến rũ”. Đã có lúc những lời bình luận của ông làm cô khó chịu đến mức cô đã viết cho ông một lá thư “Em là một nhà văn trẻ, đây là cuộc sống của em, và em không hề cố gắng biến mình thành một người mẫu”. Ông đã không trả lời. Nhưng ngay sau đó, có một chiếc hộp được gửi từ cửa hàng của Issey Miyake, nhà thiết kế thời trang Nhật Bản có phong cách thiết kế cứng nhắc và chịu ảnh hưởng nặng bởi công nghệ, một phong cách ưa thích của Jobs. “Anh ấy đã mua đồ cho tôi”, sau này Mona cho hay, “anh Jobs đã chọn những thứ tuyệt vời, chính xác số đo của tôi, màu sắc cũng rất bắt mắt nữa.” Ở đó còn có một bộ vest ông rất thích, đã đề nghị họ chuyển cả ba bộ, giống hệt nhau. Ông nói “Tôi vẫn còn nhớ những bộ đồ đầu tiên tôi gửi cho Mona, một chiếc quần vải lanh với chiếc áo màu xanh xám nhạt trông rất hợp với mái tóc màu hung đỏ của con bé”.

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Người cha thất lạc

Trong khi đó, Mona Simpson lại đang cố gắng để tìm kiếm người cha đẻ, người đã bỏ đi chu du khắp nơi khi cô năm tuổi. Thông qua Ken Auletta và Nick Pileggi, hai nhà văn nổi tiếng ở Manhattan, cô được giới thiệu với một cảnh sát nghỉ hưu ở New York, người có một văn phòng thám tử riêng. “Tôi trả ông một ít tiền”, Simpson nhớ lại, nhưng việc tìm kiếm không thành công. Sau đó, cô đã gặp một thám tử tư khác ở California, và ông này đã tìm thấy một địa chỉ của Abdulfattah Jandali tại Sacramento thông qua một cuộc tìm kiếm của Cục phương tiện cơ giới. Simpson kể lại với anh trai mình và cô đã bay từ New York đến để gặp người đàn ông có khả năng là cha của họ.

Jobs không muốn đi gặp cha đẻ. “Ông ấy không đối xử tốt với tôi”, sau này Jobs giải thích. “Tôi không ghét gì ông ta cả - tôi thấy hạnh phúc khi được sống. Nhưng điều làm tôi thấy khó chịu đó là ông ta đã không đối xử tốt với Mona. Ông ta đã bỏ rơi con bé”. Bản thân Jobs cũng đã bỏ rơi Lisa, cô con gái ngoài giá thú của mình, và giờ ông đang cố gắng hàn gắn mối quan hệ của họ. Nhưng sự phức tạp đó cũng không hề làm dịu đi suy nghĩ của ông dành cho Jandali. Simpson đã đi Sacramento một mình.

Simpson nhớ rằng “Ý nghĩ muốn gặp cha đã thôi thúc tôi”. Cô thấy cha mình đang làm việc trong một nhà hàng nhỏ. Thoạt đầu ông dường như rất vui khi nhìn thấy cô, nhưng sau đó lại khá là khiên cưỡng. Họ nói chuyện vài giờ, và ông kể rằng, sau khi ông rời khỏi Wisconsin, ông dạy học, rồi sau đó thì chuyển sang kinh doanh nhà hàng.

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Jobs nhắc nhở Simpson không được nhắc đến bố và cô đã làm vậy. Nhưng có một lần cha cô tình cờ nói rằng ông và mẹ cô đã có một đứa con, một bé trai, trước khi cô được sinh ra. “Anh ấy sao rồi cha?” cô hỏi. Ông đáp lại rằng: “Chúng ta sẽ không bao giờ thấy anh con nữa. Nó chết rồi”. Simpson bật dậy nhưng không nói gì.

Có những điều đáng kinh ngạc hơn khi Mona nghe Jandali mô tả về những nhà hàng trước đó ông đã điều hành. Ông nhấn mạnh rằng ông đã có một số nhà hàng khá đẹp, còn sang trọng hơn cả hệ thống nhà hàng Sacramento nơi mà sau này họ có đến. Cha cô nói với cô một cách trìu mến rằng ông muốn cô có thể nhìn thấy ông khi ông quản lý một nhà hàng Địa Trung Hải ở phía Bắc của San Jose. “Đó là một nơi tuyệt vời,” ông nói. “Tất cả những vị khách đến đây, hầu hết đều là những người thành công trong lĩch vực công nghệ, cả Steve Jobs nữa” Simpson choáng váng. “Ồi, cậu ấy đã từng hay đến đây, một chàng trai ngọt ngào và luôn trả tiền boa hậu hĩnh”, cha nói nói thêm. Mona phải kiềm chế để không hét lên “Steve Jobs chính là con trai của cha đấy!”.

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Khi buổi gặp mặt kết thúc, cô đã lén gọi cho Jobs từ một máy điện thoại trả tiền tại nhà hàng và hẹn gặp ông tại quán cà phê Espresso Roma ở Berkeley. Như một chi tiết khá đắt trong câu chuyện đầy kịch tính về cá nhân cũng như gia đình Jobs, vào thời điểm đó, ông đã mang theo Lisa, lúc đó đang là học sinh phổ thông, đang sống cùng mẹ, Chrisann. Khi cả ba người họ đến quán cà phê thì đã gần đến 10 giờ đêm, và Simpson đã thuật lại câu chuyện. Jobs ngạc nhiên là điều dễ hiểu khi cô đề cập đến cái nhà hàng gần San Jose. Ông vẫn nhớ nơi đó và thậm chí cả người đàn ông là cha đẻ của mình. “Thật đáng ngạc nhiên”, sau này ông cho biết. “Tôi đã đến nhà hàng đó vài lần, và tôi nhớ có gặp ông chủ, một người đàn ông hói đầu gốc Syria. Chúng tôi đã bắt tay nhau.”

Tuy nhiên, Jobs vẫn không muốn gặp ông ấy. “Tôi là một người đàn ông giàu có và lúc đó tôi không tin ông ta sẽ không cố gắng tống tiền tôi hay cho báo chí biết về mối quan hệ của chúng tôi”, ông nhớ lại “Tôi đã đề nghị Mona không nói với ông ta về tôi.”

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Cô không bao giờ nói ra điều này, nhưng vài năm sau đó, Jandali thấy mối quan hệ của ông với Jobs lan tràn trên mạng. (Một blogger thấy Simpson đã nói Jandali là cha đẻ mình trong một cuốn sách tham khảo và đã luận ra rằng đó cũng là cha của Jobs.) Lúc đó Jandali đã kết hôn lần thứ tư và làm quản lý thực phẩm và nước giải khát tại Khu nghỉ dưỡng Boomtown và Sòng bạc ở phía Tây của Reno, Nevada. Khi ông đưa vợ mới của mình, Roscille đến thăm Simpson vào năm 2006, ông đã nhắc đến vấn đề này. “Câu chuyện về Steve Jobs là sao?” ông hỏi. Cô khẳng định chuyện đó là thật, nhưng nói thêm rằng cô nghĩ Jobs không muốn gặp ông. Jandali có vẻ như cũng chấp nhận điều này. “Cha tôi là người chu đáo và là một người kể chuyện hay, nhưng ông rất, rất thụ động”. Simpson kể lại. “Ông đã không bao giờ liên lạc với Steve.”

Mona đã biến công cuộc tìm kiếm người cha Jandali thành cơ sở cho cuốn tiểu thuyết thứ hai của cô, The Lost Father (Người cha thất lạc), được xuất bản vào năm 1992. (Jobs đã thuyết phục Paul Rand, người thiết kế logo NeXT, thiết kế trang bìa cho cuốn tiểu thuyết, nhưng theo Simpson, “Nó tồi tệ vô cùng và chúng tôi không bao giờ sử dụng nó.”) Cô cũng điều tra về các thành viên khác của gia đình Jandali, ở Homs (thành phố phía tây Syria) và ở Mỹ, và vào năm 2011, cô đã viết một cuốn tiểu thuyết về nguồn gốc Syria của mình. Đại sứ Syria tại Washington đã mời cô ăn tối, anh họ và vợ của ông, người sau này sống tại Florida cũng bay đến trong dịp này.

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Simpson cho rằng Jobs cuối cùng rồi sẽ chịu gặp Jandali, nhưng thời gian trôi qua, ông thậm chí càng ít quan tâm đến điều đó. Năm 2010, khi Jobs và con trai, Reed, đến bữa tối mừng sinh nhật Simpson ở Los Angeles, tại nhà của cô, Reed đã dành thời gian xem ảnh ông nội mình, nhưng Jobs lờ chúng đi. Ông cũng không có vẻ quan tâm về dòng máu Syria của mình. Khi vấn đề Trung Đông được đưa ra trong cuộc trò chuyện, thì chủ đề này không hề thu hút hoặc khiến ông bày tỏ những quan điểm mạnh mẽ, ngay cả sau khi Syria bị càn quét trong cuộc nổi dậy mùa xuân năm 2011 tại Ả Rập. “Tôi không nghĩ lại có ai đó biết về những gì chính quyền Mỹ nên làm ở đó,” ông trả lời vậy khi tôi hỏi liệu chính quyền của tổng thống Obama có nên can thiệp sâu hơn nữa vào cuộc chiến ở Ai Cập, Li-băng và Syria. “Can thiệp cũng chết, mà không cũng chết”

Jobs vẫn duy trì mối quan hệ thân tình với mẹ đẻ của mình, Joanne Simpson. Nhiều năm qua đi, bà và Mona thường đón Giáng sinh tại nhà Jobs. Những chuyến thăm đó ấm áp tình thân, nhưng cũng đầy nước mắt. Joanne nhiều khi bật khóc nói rằng bà yêu ông nhiều như thế nào, và xin lỗi vì đã bỏ rơi ông. Hóa ra tất cả mọi chuyện đều ổn, Jobs thường trấn an bà. Như ông đã nói với bà trong một dịp Giáng sinh, “Mẹ đừng lo. Con đã một tuổi thơ tuyệt vời. Mọi chuyện đều ổn mà.”

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Lisa

Lisa Brennan, trái lại, không có một tuổi thơ êm đềm. Khi còn bé, cha cô hầu như chẳng bao giờ ghé thăm. “Tôi không muốn trở thành một người cha, vì thế tôi sẽ không làm cha,” sau này Jobs đã nói như vậy chỉ với một chút ăn năn trong giọng nói. Nhưng đôi khi ông cũng cảm nhận được sợi dây ràng buộc gia đình. Một ngày, lúc Lisa ba tuổi, khi lái xe ngang qua ngôi nhà ông đã mua cho cô bé và Chrisann, Jobs quyết định dừng lại. Lisa không biết ông là ai. Ông ngồi trên bậc cửa, không hề đi vào trong và nói chuyện với Chrisann. Cảnh tượng này lặp lại một, hai lần mỗi năm. Jobs sẽ đến mà không báo trước, nói chuyện một chút về việc chọn trường hay các vấn đề khác của Lisa, sau đó lái chiếc Mercedes đi khỏi.

Nhưng đến năm 1986, khi Lisa lên tám tuổi, những chuyến viếng thăm diễn ra thường xuyên hơn. Jobs không còn chìm đắm vào những nỗ lực mệt mỏi để sáng tạo ra Macintosh hay sau đó là những cuộc tranh đấu quyền lực với Sculley nữa. Ông làm việc ở NeXT, một nơi bình lặng hơn, thân thiện hơn, và có trụ sở ở Palo Alto, gần nơi Chrisann và Lisa sống. Thêm vào đó, cho đến khi cô vào trung học, rõ ràng Lisa đã bộc lộ là một đứa trẻ thông minh và có năng khiếu nghệ thuật, được các giáo viên chú ý bởi khả năng viết lách của mình. Cô mạnh mẽ, hoạt bát, thừa hưởng một chút ương ngạnh của cha. Lisa khá giống ông, với hàng lông mày cong và dáng vẻ cứng cỏi kiểu Trung Đông. Một hôm, trước sự ngạc nhiên của các đồng nghiệp, ông đưa cô bé đến công ty. Vừa nhào lộn trong hành lang, cô bé vừa kêu lên: “Nhìn con này!”

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Avie Tevanian, một kỹ sư gầy gò và dễ mến ở NeXT và là bạn của Jobs, nhớ lại rằng lần nào họ đi ăn tối, họ đều dừng lại gần nhà của Chrisann để đón Lisa. “Ông ấy đối xử với con bé rất dịu dàng,” Tevanian nhớ lại. “Ông là một người ăn chay, Chrisann cũng vậy, nhưng cô bé thì không. Ông ấy thoải mái với điều đó. Ông gợi ý cô bé nên gọi thịt gà, và cô bé đã làm vậy.”

Ăn thịt gà trở thành sở thích nho nhỏ của cô khi cô đi về như con thoi giữa cha và mẹ mình, những người ăn chay và luôn quan tâm đặc biệt đến các loại thức ăn tự nhiên. “Chúng tôi mua đồ ăn – rau diếp xoăn, hạt quinoa, cần tây, quả hạch bọc carob – trong một cửa hàng sặc mùi men, nơi phụ nữ không nhuộm tóc”. Sau này cô có viết về thời gian cô sống với mẹ. “Nhưng đôi khi chúng tôi cũng thử những món ăn nước ngoài. Có vài lần chúng tôi mua gà tẩm ướp cay trong một cửa hàng thực phẩm cao cấp có cả mấy dãy gà đang được quay trên xiên, rồi ngồi trên xe và dùng tay ăn gà từ chiếc túi trang trí hình chiếc lá.” Cha cô, người đặc biệt sùng tín chế độ ăn kiêng, thì khó tính hơn khi chọn đồ ăn. Một lần cô thấy ông phun ra cả một đống súp sau khi biết rằng nó có chứa bơ. Sau này khi công việc ở Apple đã vào guồng, ông lại quay trở lại chế độ ăn kiêng nghiêm ngặt. Ngay cả khi còn trẻ Lisa đã bắt đầu nhận ra rằng nỗi ám ảnh về chế độ ăn của cha phản ánh một triết lý sống, trong đó sự khổ hạnh và sự thiếu thốn có thể tiếp thêm sức mạnh cho những cảm xúc sau đó. Cô nói: “Cha tin rằng những vụ mùa bội thu là quả ngọt của những vùng đất khô cằn, và niềm vui kết trái từ sự thiếu thốn. Cha tôi biết một đẳng thức mà hầu hết mọi người không biết: “Kết quả không bao giờ như chúng ta mong muốn”.

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Vì vậy, sự thiếu vắng và vẻ lạnh lùng của cha cô khiến cho những khoảnh khắc ấm áp hiếm hoi ở bên ông càng trở nên quý giá hơn nhiều. “Tôi không sống với cha, nhưng đôi khi ông dừng lại trước nhà chúng tôi, như một vị thần đột ngột xuất hiện để lại trong chúng tôi khoảng dư vị ngọt ngào trong giây lát hay vài giờ đồng hồ sau đó” cô nhớ lại. Hai cha con đã cùng đi dạo khi Jobs thấy con bé khá thú vị và có thể tâm sự được. Ông cũng đi giầy trượt cùng với cô bé trên những khu phố vắng vẻ của Palo Alto và thường dừng lại trước nhà của Joanna Hoffman và Andy Hertzfeld. Lần đầu tiên ông dẫn cô bé đến để gặp Hoffman, ông chỉ gõ cửa và giới thiệu, “Đây là Lisa”. Hoffman đã nhận ra ngay. “Rõ ràng là con bé là con gái anh ấy” cô nói với tôi, “Không ai có khuôn hàm ấy. Đó là một khuôn hàm rất riêng”. Hoffman, cũng đã từng phải nếm trải nỗi đau của một người không biết gì về người cha đã li dị với mẹ của mình cho đến tận khi bà lên 10 tuổi, đã động viên Jobs hãy là một người cha tốt hơn. Ông đã làm theo lời khuyên của bà, và sau này phải cảm ơn bà về điều đó.

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Một lần ông mang Lisa theo trong một chuyến công tác tới Tokyo, và họ ở trong khách sạn Okura gọn gàng và xinh đẹp. Ở quầy sushi thanh nhã bên dưới, Jobs đã gọi một khay lớn unagi sushi, một món ăn ông thích đến nỗi đã tự cho phép một người ăn chay như mình được thưởng thức món lươn nóng. Những miếng sushi được phủ một lớp muối tinh hoặc lớp mỏng nước sốt ngọt, và Lisa sau này nhớ lại chúng đã tan ra trong miệng cô như thế nào. Khoảng cách giữa hai cha con họ cũng vậy. Cô đã viết, “Đó là lần đầu tiên tôi cảm thấy ở bên cạnh cha thật dễ chịu và thoải mái, tôi phát hiện ra rằng, ngoài tính khí nóng nảy thường ngày, ẩn sâu trong con người ông là sự ấm áp, và những góc khuất trong tâm hồn ông đang dần đần hé mở. Ông bớt nghiêm khắc với bản thân mình hơn và trở thành một con người điềm tĩnh hơn trong khung cảnh tuyệt đẹp với những mái vòm lớn với những chiếc ghế nhỏ, với món thịt, và với tôi.”

Nhưng không phải mọi khoảnh khắc cũng đều ngọt ngào và dễ chịu. Jobs đối xử với Lisa cũng thất thường như với hầu hết mọi người, chỉ quay vòng vòng giữa những cái ôm và sự lạnh nhạt. Chuyến đến thăm lần này ông có thể sẽ rất vui vẻ, khôi hài, nhưng lần sau có thể ông sẽ lạnh lùng, thậm chí bẵng đi một thời gian ông không hề đến. “Cô bé luôn cảm thấy hoài nghi về mối quan hệ giữa cha con họ”, theo như Hertzfeld nói. “Tôi đến dự một bữa tiệc sinh nhật của cô bé, và Steve cũng được mời đến, nhưng anh ấy đã đến rất rất muộn. Cô bé đã cực kì lo lắng và thất vọng. Nhưng cuối cùng khi anh ấy đến, cô bé lại hoạt bát hẳn lên”.

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Vì thế, Lisa cũng học được tính khí thất thường của ông. Trong vài năm mối quan hệ cha con họ cứ như một trò chơi nhào lộn với những đợt lao xuống cứ kéo dài vô tận bởi sự cứng đầu của cả hai. Sau một trận cãi vã, họ có thể không nói chuyện với nhau cả mấy tháng trời. Cả hai đều không giỏi trong việc tiếp cận, xin lỗi và cố gắng hàn gắn, ngay cả trong thời kì ông đang đánh vật với những vấn đề liên tiếp về sức khỏe. Một ngày mùa thu năm 2010, ông muốn vào trong một bốt chụp ảnh công cộng với tôi, và dừng lại trước bức ảnh chụp lần ông đến thăm Lisa khi cô còn bé. “Có lẽ tôi vẫn chưa đến thăm con bé nhiều lắm”. Vì ông đã không nói chuyện với cô cả năm trời, nên tôi đã hỏi liệu ông có muốn gọi cho cô bé một cú điện thoại hay một bức email hay không. Ông ngẩn người quay ra nhìn tôi một lúc, rồi quay lại lật qua các bức ảnh cũ khác.

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Chuyện tình

Nói đến phụ nữ, Jobs có thể cực kì lãng mạn. Ông ấy có xu hướng yêu kiểu “sét đánh”, sẵn sàng chia sẻ với bạn bè mọi thăng trầm về một mối quan hệ nào đó, và sự nhớ mong còn mặt mỗi khi ông phải xa bạn gái. Mùa hè năm 1983, ông đến một bữa tiệc tối nhỏ ở Thung lũng Silicon với Joan Baez và ngồi gần một cô sinh viên đại học Pennsylvania, Jennifer Egan, người mà lúc đó còn chẳng dám chắc ông là ai. Lúc đó ông và Baez đã nhận ra họ sinh ra không phải dành cho nhau, và Jobs cảm thấy bị cuốn hút bởi Egan, một cô phóng viên của tuần báo San Francisco trong kỳ nghỉ hè. Ông đã tìm hiểu, gọi điện cho cô, và đưa cô đến quán Café Jacqueline, một quán nhỏ gần Telegraph Hill chuyên phục vụ các món bánh phồng chay.

Họ đã hẹn hò cả năm trời, và Jobs thường bay về miền Đông để thăm cô. Ở hội nghị triển lãm Macworld tổ chức Boston, ông đã tuyên bố với đám đông về việc ông đã yêu sâu sắc như thế nào nên ông cần phải đi ngay để kịp chuyến bay đến Philadelphia gặp bạn gái của mình. Khán giả lúc đó đã rất thích thú. Khi ông đến New York, thì cô lại bắt tàu để đến với ông ở Carlyle hoặc ở căn hộ ở vùng thượng Đông Jay Chiat, và họ sẽ cùng nhau ăn ở quán Café Luxembourg, tới thăm (thường xuyên) căn hộ ở San Remo nơi ông đang có kế hoạch thiết kế lại, và đi xem phim hoặc (ít nhất là một lần) xem opera.

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Ông và Egan cũng nói chuyện hàng giờ liền trên điện thoại rất nhiều đêm. Chủ đề mà họ luôn tranh cãi với nhau là về đức tin của Jobs, những điều ông chiêm nghiệm sau khi nghiên cứu về Đạo Phật, rằng việc tránh khỏi những ràng buộc của vật chất là điều rất quan trọng. Mong muốn hưởng thụ của chúng ta là không lành mạnh, ông nói với cô, và để đạt đến cảnh giới thì chúng ta cần phải xây dựng một cuộc sống không ràng buộc và không theo đuổi vật chất. Ông thậm chí còn gửi cho cô một đoạn băng về Kobun Chino, sư phụ Thiền của ông, giảng giải về những vấn đề gây ra bởi những khát khao và ham muốn chiếm đoạt mọi thứ. Egan phản bác lại. Cô hỏi rằng chẳng phải ông đang tự đi ngược lại triết lý đó bằng việc tạo ra máy tính và các sản phẩm mà con người khao khát đấy sao? “Anh ấy đã cáu điên lên về điều này, và chúng tôi đã có những trận tranh luận nảy lửa về nó”, Egan nhớ lại.

Cuối cùng, niềm tự hào của Jobs về những sản phẩm ông tạo ra đã chiến thắng cái lý lẽ của ông rằng con người nên tránh xa những ràng buộc vào những thứ tài sản như vậy. Khi Macintosh xuất xưởng vào tháng Giêng năm 1984, Egan đang nghỉ đông tại căn hộ của mẹ cô ở San Francisco. Một hôm, các vị khách đến ăn bữa tối của mẹ cô đã rất ngạc nhiên khi Steve Jobs – một người “bỗng nhiên nổi tiếng” – xuất hiện ở cửa mang theo một chiếc Macintosh còn nguyên trong hộp và vào phòng ngủ của Egan để lắp đặt.

Jobs nói với Egan, cũng như ông đã nói với một vài người bạn khác, về dự cảm của ông rằng mình sẽ không sống lâu. Ông đã nói rằng lý do vì sao ông luôn vội vàng và thiếu kiên nhẫn. “Anh ấy lúc nào cũng như đang bị hối thúc với những gì anh ấy muốn hoàn thành,” Egan kể lại. Mối quan hệ của họ đã kết thúc vào mùa thu năm 1984, khi Egan nói rõ rằng cô vẫn còn quá trẻ để nghĩ đến chuyện kết hôn.

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Không lâu sau đó, ngay khi ông và Sculley bắt đầu có mâu thuẫn ở Apple vào đầu năm 1985, trên đường đi dự một cuộc họp Jobs dừng lại tại văn phòng của một người đang làm việc với Apple Foundation, một tổ chức giúp những chiếc máy tính đến được tay những tổ chức phi lợi nhuận. Ngồi trong văn phòng là một phụ nữ tóc vàng duyên dáng, một sự kết hợp tuyệt diệu của sự thuần khiết tự nhiên phảng phất nét hoang dã với sự nhạy cảm sắc bén của một nhân viên tư vấn máy tính. Tên cô là Tina Redse. “Cô ấy là người phụ nữ đẹp nhất mà tôi từng gặp,” Jobs nhớ lại.

Ông gọi cho cô ngay ngày hôm sau và mời cô đi ăn tối. Cô đã từ chối và nói rằng cô đang sống cùng bạn trai. Vài ngày sau, ông đưa cô đi dạo gần công viên và một lần nữa mời cô ra ngoài, và lần này cô đã nói với bạn trai mình rằng cô muốn đi cùng Jobs. Cô rất trung thực và cởi mở. Sau bữa tối, cô bắt đầu khóc vì biết rằng cuộc sống của cô sắp bị xáo trộn. Và đúng là như vậy. Vài tháng sau, cô đã phải chuyển tới một biệt thự không có đồ đạc ở Woodside. “Cô ấy là người đầu tiên tôi thực sự yêu”, sau này Jobs nói. “Chúng tôi đã có một mối quan hệ rất gần gũi. Tôi không biết liệu có ai có thể hiểu tôi nhiều như cô ấy không.”

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Redse xuất thân từ một gia đình không mấy yên ả, và Jobs chia sẻ với cô về nỗi đau của chính mình khi bị bỏ rơi và được nhận nuôi. “Chúng tôi đều bị tổn thưởng bởi tuổi thơ của mình,” Redse nhớ lại. “Anh ấy nói với tôi rằng chúng tôi là những con người lạc lõng, đó là lý do tại sao chúng tôi thuộc về nhau.” Họ rất quấn quýt nhau và công khai thể hiện tình cảm; những giai đoạn tiến triển trong mối quan hệ của họ ở NeXT vẫn được nhân viên ở đây nhớ rất rõ. Cả những cuộc cãi cọ diễn ra ở rạp chiếu phim và trước mặt khách viếng thăm Woodside cũng vậy. Nhưng ông vẫn luôn ca ngợi sự trong sáng và tự nhiên của cô. Như những gì mà Joanna Hoffman “chân thật” đã nói về sự mê muội của Jobs với cô gái Redse thánh thiện: “Steve có xu hướng nhìn vào sự yếu đuối và rối loạn tinh thần và biến chúng thành những thứ thần thánh.”

Khi ông bị sa thải khỏi Apple vào năm 1985, Redse đã đi du lịch cùng ông tới châu Âu để giải khuây. Đứng trên một chiếc cầu bắc qua sông Seine vào một buổi tối, trong khung cảnh lãng mạn đó, họ bàn với nhau về ý định sẽ ở lại Pháp, ổn định và sống suốt đời bên nhau. Redse rất háo hức, nhưng Jobs lại không muốn vậy. Ông đã thất bại nhưng vẫn rất tham vọng. “Anh là hình ảnh phản chiếu của chính những thứ anh làm”, ông nói với cô. Cô đã nhắc lại giây phút của họ ở Paris trong một bức thư xót xa gửi cho ông hai mươi năm sau khi họ đều chọn cho mình con đường riêng nhưng vẫn giữ mối liên hệ thân tình:

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Anh và em đã đứng trên chiếc cầu ở Paris vào mùa hè năm 1985. Bầu trời âm u. Hai đứa đã dựa vào thành cầu bằng đá trơn mượt và nhìn xuống dòng nước xanh cuộn trôi bên dưới. Thế giới của anh đã bị vỡ đôi và ngừng quay, chờ đợi được sắp xếp lại. Còn em thì muốn chạy trốn khỏi quá khứ. Em đã cố gắng thuyết phục anh cùng em bắt đầu một cuộc sống mới ở Paris, rũ bỏ con người cũ và chờ đón một tương lai mới. Em muốn chúng ta cùng nhau băng qua những vực đen sâu thẳm trong thế giới đổ vỡ của anh và vươn lên, vô danh và mới mẻ, một cuộc sống dung dị đời thường, nơi em nấu cho anh những bữa tối giản dị và chúng ta có thể bên nhau hàng ngày, như những đứa trẻ đang chơi một trò chơi ngọt ngào mà không hề có ý định sẽ lưu trò chơi đó lại. Em thích nghĩ rằng anh đã cân nhắc điều đó trước khi anh cười và nói rằng “Vậy anh có thể làm gì? Anh vừa mới thất nghiệp rồi”. Trong khoảnh khắc do dự trước khi tương lai rõ nét thay đổi chúng ta, em thích nghĩ rằng chúng ta cùng nhau sống cuộc sống đơn giản ấy cho đến cuối đời, với lũ cháu vây xung quanh trên một cánh đồng ở miền Nam nước Pháp, lặng lẽ trải nghiệm hết những tháng ngày của chúng ta, ấm áp và trọn vẹn như những ổ bánh mì mới, thế giới bé nhỏ của chúng ta sẽ đầy ắp hương vị của sự nhẫn nại và tình thân gia đình.

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Mối quan hệ này đã trải qua sóng gió trong suốt năm năm. Redse ghét phải sống trong ngôi nhà hầu như chẳng được trang hoàng nội thất ở Woodside. Jobs đã thuê hai thanh niên từng làm ở Chez Panisse để làm người giữ nhà và nấu các món chay, và họ đã khiến cô cảm thấy mình như là một kẻ thừa thãi. Cô hiếm khi ra khỏi căn hộ của mình ở Palo Alto, đặc biệt là sau một trận tranh cãi nảy lửa với Jobs. “Sự thờ ờ là một hình thức ngược đãi”, cô từng viết nguệch ngoạc lên bức tường hành lang dẫn đến phòng ngủ của họ câu này. Ông làm cho cô thích thú, nhưng cô cũng bị đánh gục bởi sự vô tâm của ông. Sau này nhớ lại cô đã rất đau khổ như thế nào khi yêu một người quá ích kỉ. Quan tâm sâu sắc đến một ai đó không có khả năng quan tâm là một dạng đặc biệt của địa ngục mà cô không hề mong muốn ai phải chịu đựng.

Họ khác nhau rất nhiều thứ. “Đi từ độc ác đến thánh thiện, họ gần như là hai thái cực trái ngược nhau.” Hertzfeld nói. Sự ân cần của Redse được biểu lộ qua những việc nhỏ đến lớn; cô luôn cho những người lang thang tiền, cô tình nguyện giúp những ai (như cha cô) đang đau khổ với căn bệnh thần kinh, và cô chăm lo để Lisa và ngay cả Chrisann cảm thấy thoải mái với cô. Hơn bất cứ ai, cô đã giúp thuyết phục Jobs dành nhiều thời gian hơn cho Lisa. Nhưng cô thiếu đi nghị lực và tham vọng của Jobs. Phẩm chất đẹp đẽ trong con người cô khiến cô có vẻ hòa hợp với Jobs, điều đó cũng chính là thứ khiến họ khó có thể đứng trên cùng một chiến tuyến. “Mối quan hệ của họ cực kỳ dữ dội”, Hertzfeld nói. “Do tính cách của cả hai người, vì thế họ có rất nhiều, rất nhiều những trận cãi vã”.

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Họ cũng có sự khác biệt về triết lý căn bản, về việc thị hiếu thẩm mỹ, về cơ bản là do bản chất như Redse nghĩ, hay là mang tính phổ biến và có thể được rèn rũa, như Jobs nghĩ. Cô kết tội ông quá bị ảnh hưởng bởi xu hướng Bauhaus. “Steve tin rằng nhiệm vụ của chúng tôi là hướng dẫn cho mọi người về khiếu thẩm mỹ, bảo mọi người điều mà họ “nên” thích,” cô nhớ lại. “Tôi không đồng tình với quan điểm đó. Tôi tin rằng khi chúng ta chú ý lắng nghe, cả bản thân chúng ta và những người xung quanh, bản chất của chúng ta sẽ phát triển một cách đúng đắn.”

Càng ở với nhau lâu thì mối quan hệ của họ càng trở nên xấu đi. Nhưng khi họ rời xa nhau, Jobs lại rất nhớ cô. Cuối cùng, mùa hè năm 1989, ông đã cầu hôn cô. Cô đã không thể chấp nhận. Cô nói với bạn bè rằng điều đó sẽ khiến cô phát điên. Cô đã trưởng thành trong một gia đình nhiều biến động, và mối quan hệ của cô với Jobs đã gợi lại quá nhiều điểm tưởng đồng với môi trường sống đó. “Tôi không thể là một người vợ tốt đối với Steve Jobs, một thần tượng,” cô giải thích. “Tôi hẳn sẽ trở nên bế tắc với nó ở mọi phương diện. Trong mối quan hệ cá nhân của chúng tôi, tôi không thể chịu được sự xấu xa của anh ấy. Tôi không muốn làm tổn thương anh ấy, nhưng tôi cũng không muốn đứng cạnh và nhìn anh làm tổn thương những người khác. Điều đó thật sự rất đau đớn và mệt mỏi.”

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Sau khi họ chia tay, Redse đã giúp thành lập OpenMind, một mạng lưới chăm sóc về tinh thần ở California. Cô đã vô tình đọc một cuốn sổ tay bệnh tâm thần về chứng rối loạn cá nhân tự yêu bản thân mình thái quá và thấy rằng Jobs là người có đủ tất cả những tiêu chí trong đó. “Cuốn sách nhỏ đã trình bày rất chính xác và giải thích rất nhiều về điều mà chúng tôi đã tranh cãi để cuối cùng tôi đã nhận ra rằng việc đợi chờ anh ấy trở nên thân thiện và bớt yêu bản thân mình hơn cũng giống như đợi chờ một người mù có thể nhìn thấy,” cô nói. “Nó cũng giúp giải thích một vài quyết định của anh ấy về con gái Lisa lúc đó. Tôi nghĩ vấn đề ở đây là sự thấu hiểu. Anh ấy thiếu khả năng thấu hiểu.”

Sau đó. Redse đã kết hôn và có hai con trước khi ly dị. Đến tận bây giờ Jobs vẫn nhớ cô ngay cả sau khi ông đã có một gia đình hạnh phúc. Và khi ông bắt đầu phải chiến đấu với căn bệnh ung thư quái ác, cô đã liên lạc để giúp đỡ ông. Cô rất dễ xúc động mỗi lần nhớ lại mối quan hệ của họ. “Mặc dù đức tin của chúng tôi mâu thuẫn nhau và khiến cho chúng tôi không thể có được mối quan hệ như chúng tôi từng hy vọng thì sự quan tâm và tình yêu tôi dành cho anh ấy mấy chục năm trước vẫn còn.” Còn Jobs bỗng nhiên bật khóc vào một buổi chiều khi ông đang ngồi trong phòng khách và nhớ về cô. “Cô ấy là một trong số những người thánh thiện nhất mà tôi từng biết”, ông nói, nước mắt lăn dài trên gò má. “Có cái gì đó thiêng liêng ở cô ấy và ở mối quan hệ mà chúng tôi đã từng có”. Ông nói rằng mình luôn thấy hối hận khi họ không thể cùng nhau tiếp tục, và ông biết rằng cô ấy cũng vậy. Nhưng điều đó sẽ chẳng đi đến đâu cả. Họ đều nhất trí với nhau như vậy.

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Chương 21

NGƯỜI ĐÀN ÔNG CỦA GIA ĐÌNH

Tổ ấm của Jobs

Với Laurene Powell, năm 1991.

Laurene Powell

Đến thời điểm này, dựa trên hồ sơ tình ái, một bà mai mối thông minh hẳn đã có đầy đủ thông số để phác thảo ra hình dung về người phụ nữ phù hợp với Jobs. Thông minh, nhưng không kiêu ngạo. Đủ rắn rỏi để đồng hành cùng ông, nhưng cũng yêu Thiền đủ để bình tĩnh vượt lên mọi thị phi. Có học thức và độc lập, nhưng đồng thời cũng sẵn sàng lui lại làm hậu phương cho chồng để xây đắp một gia đình. Hai chân thì chạm đất nhưng đầu óc có thể phiêu tận chín tầng mây. Đủ khôn ngoan để biết cách quản lý ông, nhưng cũng đủ tự tin để không nhất thiết lúc nào cũng dùng chiêu ấy. Và đáng kể nhất là không thấy phiền khi là một người phụ nữ xinh đẹp, tóc vàng duyên dáng lại có khiếu hài hước mà chỉ thích ăn chay. Tháng 10 năm 1989, sau đổ vỡ với Tina Redse, một người như thế đã bước vào cuộc đời ông.

Nói cho chính xác, thì một cô gái như thế đã bước vào buổi thuyết trình của ông. Jobs tham gia nói chuyện trong chương trình “Nhìn từ Đỉnh cao” cho trường Kinh doanh Stanford vào một tối thứ Năm. Laurene Powell lúc đó vừa tốt nghiệp trường kinh doanh, và cô được một người bạn cùng lớp rủ đến dự buổi thuyết trình này. Họ đến muộn, cả khán phòng không còn một chỗ trống, vậy nên cả hai đành phải ngồi ở lối đi giữa các dãy ghế. Khi nhân viên nhà trường đến và yêu cầu họ không được ngồi ở đó, Powell kéo bạn chạy thẳng lên hàng đầu tiên và chiếm luôn hai ghế dành cho khách mời. Một lúc sau, khi Jobs đến, ông được dẫn đến ngồi cạnh cô. “Tôi nhìn sang bên phải, và thấy có một cô gái vô cùng xinh đẹp, chúng tôi bắt chuyện với nhau trong khi chờ đợi vị chủ toạ nói lời mở đầu,” Jobs nhớ lại. Họ trò chuyện vài câu, và Laurene nói đùa rằng sở dĩ cô ấy ngồi ở hàng ghế này là vì cô vừa trúng số, và phần thưởng là ông sẽ phải mời cô ấy đi ăn tối. “Anh ấy rất dễ thương,” sau này cô kể lại.

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Sau buổi nói chuyện, Jobs rời bục diễn thuyết và xuống trò chuyện với sinh viên. Ông trông thấy Powell rời đi, rồi trở lại, đứng lẫn trong đám đông, rồi lại rời đi. Ông đuổi theo cô, nhưng bị thầy hiệu trưởng giữ lại chào hỏi. Sau khi bắt kịp cô ở bãi đỗ xe, ông nói, “Xin lỗi, chẳng phải là cô đã trúng số hay gì đấy sao, tôi phải mời cô đi ăn tối mà?” Cô cười lớn. “Thứ Bảy được không?”, ông đề nghị. Cô đồng ý và trao số điện thoại. Jobs quay ra lấy xe để chuẩn bị đến nhà hàng rượu vang Thomas Fogarty trên núi Santa Cruz, khu Woodside, nơi nhóm đào tạo bán hàng của NeXT đang tổ chức một bữa tiệc. Đột nhiên ông dừng và quay phắt lại. “Lúc ấy, tôi nghĩ, ôi, mình sẽ thích ngồi ăn tối với nàng hơn là với nhóm đào tạo kia”, thế nên tôi quay trở lại chỗ đậu xe gặp cô ấy và hỏi, “Chúng ta có thể gặp ngay tối nay không?” Cô đồng ý. Đó là một buổi tối mùa thu tuyệt đẹp, và họ cùng nhau đi bộ ở Palo Alto, đến một nhà hàng ăn chay bé nhỏ, St. Michael’s Alley và ở bên nhau liền 4 giờ đồng hồ. “Kể từ đó, chúng tôi luôn ở bên nhau,” ông nói.

Avie Tevanian đã ngồi đợi trong nhà hàng rượu vang cùng với nhóm đào tạo của NeXT suốt buổi tối hôm đó. “Đôi khi không thể hiểu nổi Steve, nhưng khi nói chuyện với anh ấy, tôi nhận ra có chuyện gì đó đặc biệt đã xảy ra,” ông kể. Khi Powell trở về nhà, sau nửa đêm, cô gọi ngay cho bạn thân Kathryn (Kat) Smith, lúc ấy đang ở Berkeley và để lại lời nhắn trên điện thoại. “Cậu không tin nổi chuyện gì vừa xảy ra với mình đâu”! chiếc máy ghi lại. “Cậu không tin nổi mình vừa gặp ai tối nay đâu!” Smith gọi lại ngay vào sáng hôm sau và lắng nghe bạn kể chuyện. “Chúng tôi đều biết về Steve, anh ấy thu hút sự chú ý bởi vì chúng tôi đều theo học ngành kinh doanh”, cô nhớ lại.

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Andy Hertzfeld và vài người khác sau này đã phỏng đoán chính Powell đã lên kế hoạch hẹn hò với Jobs. “Laurene rất ổn, nhưng cô ấy biết tính toán, và tôi nghĩ cô ấy đã nhắm anh ta ngay từ đầu,” Hertzfeld nói. “Bạn cùng phòng của cô ấy nói với tôi rằng Laurene có vài tạp chí đăng ảnh Steve trên trang bìa, và cô ấy đã thề sẽ quyết hẹn hò bằng được với anh ta. Nếu quả thực Steve đã bị “gài”, thì điều đó quả là mỉa mai,” Nhưng sau này Powell khăng khăng cho rằng không phải vậy. Cô đến buổi nói chuyện đó chỉ vì bạn của cô muốn thế, thậm chí cô còn không chắc lắm về người sẽ diễn thuyết hôm đó. “Tôi có biết Steve Jobs có tham gia nói chuyện, nhưng thực tế tôi còn nghĩ có người trình bày hôm đó là Bill Gates cơ,” cô nhớ lại. “Tôi bị lẫn lộn mấy người này. Đó là năm 1989. Anh ấy làm việc ở NeXT, và điều đó chẳng có gì to tát với tôi. Tôi không hào hức gì cho cam, chỉ là bạn tôi muốn đến đó, thế nên chúng tôi đến mà thôi.”

“Chỉ có hai người phụ nữ trong cuộc đời mà tôi thực sự yêu, đó là Tina và Laurene,” sau này Jobs kể lại. “Tôi đã từng nghĩ mình yêu Joan Baez, nhưng thực ra tôi chỉ rất thích thôi. Đầu tiên là Tina, và sau đó là Laurene.”

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Laurene Powell sinh năm 1963 ở New Jersey và học cách tự thân vận động từ rất sớm. Cha cô là một phi công thuộc Quân chủng Hải quân, hi sinh trong một tai nạn máy bay ở Santa Ana, California; trong lúc cố gắng điều khiển một chiếc máy bay hỏng hạ cánh, ông chỉ có đủ thời gian để đưa máy bay đáp xuống khu vực không có dân thường sinh sống, mà không có đủ thời gian để nhảy dù. Cuộc hôn nhân thứ hai của mẹ cô khiến cả gia đình rơi vào cảnh tồi tệ, nhưng cô biết mình không thể bỏ đi, bởi cô không có cách gì có thể hỗ trợ gia đình mình. Trong 10 năm ròng, Laurene và 3 cậu em trai căng thẳng sống trong chính ngôi nhà của mình, cố gắng giữ thái độ ứng xử đúng đắn, chia nhỏ vấn đề ra để giải quyết. Cô đã làm rất giỏi. “Những gì tôi học từ thời thơ ấu là rất rõ ràng, tôi luôn muốn được sống một cách độc lập,” cô nói. “Tôi tự hào về điều đó. Tiền bạc đối với tôi chỉ là công cụ để sống độc lập, nhưng nó không phải là một phần làm nên con người tôi.”

Sau khi tốt nghiệp trường Đại học Pennsylvania, cô làm việc cho Goldman Sachs trong vai trò là nhà chiến lược kinh doanh thu nhập cố định, kiếm cho tài khoản của công ty môi giới chứng khoán ấy một số tiền khổng lồ. Jon Corzine, sếp của cô ở Goldman cố giữ cô ở lại làm việc, nhưng cô cho rằng công việc đó chẳng mang lại điều gì tốt đẹp. “Ông có thể sẽ rất thành công,” cô nói, “nhưng ông chẳng có gì ngoài tiền cả.” Sau ba năm làm việc ở đó, cô bỏ việc và đến Florence, Italy, sống ở đó 8 tháng trước khi vào học tại Trường Kinh doanh Stanford.

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Sau bữa tối hôm thứ Năm, đến thứ Bảy, cô mời Jobs qua nhà mình ở Palo Alto. Kat Smith từ Berkeley xuống và đóng giả là bạn cùng phòng với Laurene để được gặp ông. Mối quan hệ của họ nhanh chóng trở nên say đắm. “Họ hôn và vuốt ve nhau suốt,” Smith nói. “Anh ta bị cô ấy làm cho mê mẩn. Anh ấy còn gọi điện thoại cho tôi và hỏi, ‘Cậu nghĩ sao, cô ấy có thích tôi không?’ Tôi rơi vào tình thế khá hài hước, khi được người nổi tiếng gọi điện để hỏi những câu tương tự như vậy.”

Giao thừa năm 1989, cả ba chúng tôi cùng nhau tới Chez Panisse, nhà hàng nổi tiếng của Alice Waters ở Berkeley, cùng với Lisa, lúc đó đã 11 tuổi. Trong bữa tối đã xảy ra chuyện gì đó khiến Jobs và Powell bắt đầu tranh cãi. Sau đó, ai đi đường nấy. Powell trở về ngủ tại phòng của Kat Smith. Chín giờ sáng hôm sau có tiếng gõ cửa, Smith ra và thấy Jobs trong mưa phùn lất phất với một bó hoa dại ông hái ở đâu đó. “Tôi có thể vào và gặp Laurene không?” ông hỏi. Lúc đó cô vẫn đang ngủ, và ông đi thẳng vào phòng. Khoảng một, hai giờ trôi qua, Smith vẫn phải ngồi đợi ngoài phòng khách vì cô không thể vào phòng ngủ để lấy quần áo. Cuối cùng, cô đành khoác tạm lên người chiếc áo ngủ để đến quán Peet’s Coffee mua một ít thức ăn. Jobs không hề ló mặt ra cho đến buổi chiều. “Kat, cậu có thể vào đây một phút không?” ông hỏi. Tất cả bọn họ tụ tập trong phòng ngủ. “Cậu biết đấy, cha của Laurene đã qua đời, còn mẹ của cô ấy thì không có mặt ở đây, và vì cậu là bạn thân nhất của cô ấy, nên tôi muốn hỏi cậu một chuyện,” ông nói. “Tôi muốn cưới Laurene. Cậu sẽ chúc phúc cho tôi chứ?”

Smith ngồi lên giường và suy nghĩ. “Cậu thấy thế có được không?” cô hỏi Powell. Khi nàng gật đầu nói có, Smith tuyên bố, “Thế nhé, cậu đã có câu trả lời của tôi.”

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Tuy nhiên, đó vẫn không phải là một câu trả lời mang tính quyết định. Jobs luôn tập trung điên cuồng vào một mục tiêu trong một khoảng thời gian, và sau đó, đột nhiên, hướng sự chú ý của mình sang chỗ khác. Trong công việc, ông luôn chú mục vào cái mà ông muốn, và một khi đã muốn một điều gì, thì tất cả những thứ còn lại đều không có ý nghĩa gì với ông hết, bất chấp việc mọi người cố gắng thu hút sự chú ý của ông đến mức nào. Trong cuộc sống cá nhân, ông cũng hành xử y như vậy. Có những lúc ông và Powell không ngần ngại thể hiện sự cuồng nhiệt như thể thế giới này chỉ có hai ta, khiến những người có mặt trong đó có cả Kat Smith và mẹ của Powell phát ngượng lên. Những buổi sáng ở nhà của ông ở Woodside, ông đánh thức Powell dậy bằng cách bật loa hết công suất bản nhạc “She Drives Me Crazy” (Tạm dịch: Nàng làm tôi phát điên) của nhóm Fine Young Cannibal từ chiếc máy nghe nhạc của mình. Nhưng cũng có lúc ông hầu như quên mất sự tồn tại của cô ấy. “Steve thay đổi từ thái cực tập trung vào cô ấy - khi đó cô trở thành trung tâm vũ trụ, sang thái cực lạnh lùng, xa cách và chỉ tập trung vào công việc,” Smith nói. “Ông ấy có sức mạnh tập trung như một tia laser, và khi nó chiếu đến bạn, bạn sáng bừng trong sự chú ý của ông ấy. Nhưng khi ánh sáng ấy chiếu qua một điểm khác, xung quanh bạn lúc ấy sẽ chỉ còn toàn bóng tối. Điều đó khiến Laurene vô cùng hoang mang.”

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Cô đã nhận lời cầu hôn của ông vào ngày đầu tiên năm 1990, nhưng vài tháng sau, ông không hề đề cập đến chuyện đó. Cuối cùng, Smith hỏi thẳng ông dự định về điều này như thế nào khi họ ngồi cùng nhau trên một mỏm cát ở Palo Alto. Chuyện gì xảy ra vậy? Jobs trả lời rằng ông cần cảm giác chắc chắn rằng Powell có thể thu xếp ổn thoả khi sống trong thế giới của ông, cũng như với kiểu người như ông. Đến tháng Chín, quá ngán ngẩm vì phải chờ đợi, cô chuyển ra ngoài. Tháng tiếp theo, ông tặng cô một chiếc nhẫn đính hôn kim cương và cô lại chuyển về sống chung với ông.

Tháng Mười Hai, Jobs đưa Powell đến nơi nghỉ dưỡng yêu thích của mình, làng Kona ở Hawai. Ông bắt đầu đến đây chín năm về trước, khi muốn giảm tải căng thẳng vì Apple, ông đã nhờ trợ lý tìm cho mình một nơi để nghỉ ngơi. Thoạt tiên, ông có vẻ không thích cụm những ngôi nhà gỗ nằm ôm lấy bãi biển rộng lớn ở Hawai. Đó là một khu nghỉ dưỡng gia đình, với những nhà ăn công cộng. Nhưng chỉ sau đó vài giờ đồng hồ, ông bắt đầu cảm thấy đây đích thị là một thiên đường. Chính sự đơn giản và vẻ đẹp dung dị ở nơi đây đã lay động tâm hồn ông, khiến ông luôn muốn trở lại bất cứ khi nào có thể. Ông đã cùng Powell tận hưởng thiên đường đó vào tháng Mười Hai năm đó. Tình yêu của họ đã trưởng thành. Đêm trước lễ Giáng sinh, một lần nữa ông lại tuyên bố, và lần này còn chính thức hơn, rằng ông muốn cưới nàng. Không lâu sau đó, một yếu tố nữa đã khiến quyết định ấy nhanh chóng được thực hiện. Chính tại Hawai, Powell đã có thai. “Chúng tôi biết chắc chắn nơi xảy ra chuyện ấy,” sau này Jobs kể lại kèm một nụ cười lớn.

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Đám cưới, ngày 18 tháng Ba, 1991

Việc Powell có bầu không thực sự là điểm mấu chốt của vấn đề. Jobs, một lần nữa chùn lại trước đám cưới, mặc dù chính ông là người cầu hôn đến hai lần, một lần vào đầu năm, một lần vào cuối năm 1990. Giận dữ, cô đã rời khỏi nhà của ông và trở về sống ở nhà của mình. Đầu tiên, ông đã im lặng hoặc là phớt lờ tình huống đó. Sau đó, ông lại nghĩ có lẽ mình vẫn còn yêu Tina Redse; ông gửi tặng hoa hồng và cố gắng thuyết phục cô quay trở lại, thậm chí là kết hôn. Ông không chắc là mình muốn gì, và ông khiến cả bạn bè, thậm thậm chí là cả những người chỉ quen biết sơ sơ kinh ngạc khi hỏi họ xem ông nên làm gì. Ai đáng yêu hơn, ông hỏi, Tina hay Laurene? Họ thích ai hơn? Ông nên kết hôn với ai? Chuyện này có được nhắc đến trong tiểu thuyết A Regular Guy, nhân vật mang hình tượng Jobs “đã hỏi hơn một trăm người xem họ thấy ai xinh đẹp hơn.” Không hề hư cấu; trên thực tế, số người được hỏi cũng gần đạt con số một trăm.

Cuối cùng ông cũng đưa ra được lựa chọn đúng đắn. Như Redse đã kể lại với bạn bè, cô không thể sống nổi nếu trở lại với Jobs, cũng như không hề muốn đám cưới. Mặc dù ông đã từng héo hon tiều tụy về mối liên hệ thiên nhiều về tinh thần với Redse, nhưng mối quan hệ của ông với Powell lại có sự vững bền hơn. Ông thích cô, ông yêu cô, ông tôn trọng cô và ông cảm thấy thoải mái khi ở bên cô.

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Có thể cô ấy không có sự hấp dẫn huyền bí, nhưng cô ấy chính xác là nơi neo đậu của cuộc đời ông. “Ông ấy quá may mắn khi quyết định dừng lại ở Laurene, cô ấy thông minh và có thể hỗ trợ cho ông ấy, đồng thời lại có thể chịu đựng được tính cách thất thường và dữ dội của ông ấy,” Joanna Hoffman nói. “Vì cô ấy không cuồng loạn, nên có thể Steve cảm thấy cô ấy không kì diệu như Tina hay ai đó. Nhưng điều ấy thật ngốc nghếch.” Andy Hertzfeld đồng ý. “Laurene có bề ngoài giống Tina, nhưng cô ấy hoàn toàn khác biệt, bởi vì cô ấy cứng rắn hơn và có cái đầu lạnh hơn. Đó là lý do vì sao cuộc hôn nhân ấy thành công.”

Jobs cũng rất hiểu điều này. Mặc dù cảm xúc của ông lên xuống thất thường, đôi khi ông còn thể hiện là con người hẹp hòi, nhưng cuộc hôn nhân của ông lại rất bền vững, nó được đánh dấu bởi sự trung thành, lòng thành thực, vượt qua biết bao thăng trầm và trải qua rất nhiều cung bậc xúc cảm phức tạp.

Avie Tevanian quyết định là Jobs cũng cần phải tổ chức tiệc chia tay đời độc thân. Việc này xem ra không hề dễ dàng như mọi người vẫn nghĩ. Jobs không thích tiệc tùng và cũng chẳng có hội bạn bè nối khố nào. Thậm chí ông còn không có bạn thân nhất. Thành ra bữa tiệc chỉ có Tavanian, và Richard Crandall, một giáo sư khoa học máy tính ở trường Reed, người mới bỏ dạy đến làm việc cho NeXT tham dự. Tevanian thuê một chiếc limo, và khi họ đến nhà của Jobs, Powell ra mở cửa trong trang phục của một quí ông, đeo râu giả và nói cô cũng muốn được tham dự bữa tiệc. Tất nhiên, đó chỉ là một câu nói đùa, và rất nhanh chóng, ba chàng thanh niên độc thân, không ai say xỉn chạy xe thẳng đến San Francisco để xem có thể làm cho bữa tiệc độc thân nghèo nàn này thêm chút sắc màu nào không.

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Avie Tevanian quyết định Jobs cần một bữa tiệc độc thân. Điều này không dễ dàng như người ta tưởng. Jobs không thích tiệc tùng và không có nhóm bạn nào. Ông ấy không có cả một người bạn tốt. Vì vậy, bữa tiệc hóa ra chỉ là Tevanian và Richard Crandall, một giáo sư khoa học máy tính tại Reed, người đã nghỉ phép để làm việc tại NeXT. Tevanian đã thuê một chiếc limo và khi họ đến nhà Jobs, Powell trả lời cánh cửa mặc một bộ vest và đeo ria mép giả, cô ấy nói muốn đến như một người đàn ông. Đó chỉ là một trò đùa, và chẳng mấy chốc, ba người độc thân, không ai trong số họ uống rượu, sau đó đến San Francisco để xem liệu họ có thể tạo ra một phiên bản nhạt nhẽo của một bữa tiệc độc thân không.

Tevanian không đặt được chỗ trong nhà hàng Greens, một nhà hàng chay ở Fort Mason mà Jobs yêu thích, nên đành đặt chỗ ở một nhà hàng huyên náo trong khách sạn. “Tôi không muốn ăn ở đây,” Jobs tuyên bố khi thấy bánh mỳ được đặt lên bàn. Ông bắt mọi người đứng dậy, đi ra khỏi nhà hàng trước ánh mắt kinh hãi của Tevanian, người chưa hề quen với kiểu ứng xử của Jobs. Ông dẫn họ tới quán Café Jaqueline ở North Beach, một nơi đầy gió mà ông yêu thích, ở đây tất nhiên là một lựa chọn tốt hơn. Sau đó, họ lái chiếc limo đi qua cầu Golden Gate đến một quán bar ở Sausalito, cả ba đều gọi rượu tequila nhưng chỉ nhấp môi. “Thực sự thì đó không phải là một bữa tiệc chia tay độc thân tuyệt vời, nhưng đối với một người như Steve, thì đó là tất cả những gì tốt nhất chúng tôi có thể làm được, hơn nữa, cũng chẳng có ai khác tự nguyện làm điều đó,” Tevanian nhớ lại. Jobs cũng rất trân trọng điều này. Ông muốn Tevanian cưới em gái Mona Simpson của mình làm vợ. Dù chuyện ấy không thành nhưng chỉ riêng suy nghĩ ấy thôi cũng đã thể hiện tình cảm của Jobs dành cho Tevanian.

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Powell cũng nhận thấy nhiều điềm báo cho cuộc sống mới mà cô sắp bước vào. Khi chuẩn bị cho đám cưới, nhân viên dịch vụ giấy mời viết tay đến trình diễn cho họ xem mấy phương án chữ viết. Vì không có ghế ngồi, nên cô nhân viên phải ngồi trên sàn để viết thử mấy mẫu. Jobs nhìn những mẫu viết tay vài phút rồi đứng dậy, bỏ vào phòng. Họ đợi ông quay trở lại nhưng không thấy. Một lúc sau, Powell vào phòng tìm ông. “Tống cô ta ra khỏi đây,” ông nói. “Anh không thể nhìn nổi mấy sản phẩm của cô ta. Tởm quá.”

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Vào ngày 18 tháng Ba năm 1991, Steven Paul Jobs, 36 tuổi đã kết hôn cùng Laurene Powell, 27 tuổi ở Khu nghỉ Ahwahnee Lodge trong Công viên Quốc gia Yosemite. Được xây dựng từ những năm 1920, Ahwahnee là một khu nghỉ được ghép bởi những trụ đá, khối bê tông và nhà gỗ được thiết kế theo phong cách tổng hợp từ phong cách nghệ thuật Art Deco, trường phái Nghệ thuật và Thủ công. Đám cưới được chào mừng bằng màn bắn pháo hoa lộng lẫy của Công viên. Điểm kì diệu nhất ở đây chính là những góc nhìn. Những ô cửa sổ chạy dài từ sàn nhà tới trần nhà, nhìn ra Vòm đá Half Dome - khối granit hình nửa mái vòm vươn lên giữa trời xanh và Thung lũng Yosemite.

Có khoảng 50 người tham dự lễ cưới, trong đó cha của Steve, ông Paul Jobs và em gái Mona Simpson cũng có mặt. Cô đến dự lễ cưới cùng chồng chưa cưới, Richard Appel, một luật sư, mà sau này trở thành một nhà viết kịch bản hài kịch truyền hình. (Anh chính là người viết kịch bản cho The Simpsons, nên đã lấy tên vợ để đặt tên cho mẹ của Hommer.) Jobs đã năn nỉ mọi người phải đến bằng xe bus chuyên dụng; ông muốn mọi việc trong lễ cưới đều nằm trong tầm kiểm soát.

Buổi lễ diễn ra trong hội trường bao quanh bằng kính, tuyết ngoài trời rơi nặng hạt và chỉ thấy Đỉnh Glacier thấp thoáng ở đằng xa. Người chủ trì buổi lễ là Thiền sư phái Tào Động của Jobs, Kobun Chino, ông lắc một cái gậy, đánh cồng, thắp nhang và lẩm nhẩm bài kinh với dáng vẻ mà hầu hết những vị khách mời đều không hiểu gì. “Tôi nghĩ ông ấy bị say rượu,” Tevanian nói. Không hề. Bánh cưới được đặt theo hình dáng của Half Dome, khối đá granit cuối cùng của thung lũng Yosemite, nhưng vì yêu cầu ngặt nghèo của chủ nhân về chiếc bánh chay – không có trứng, sữa hoặc bất cứ sản phẩm chế biến nào – nên có một vài người khách không thể nuốt nổi. Sau đó, hầu hết mọi người đều tỏa đi ngắm cảnh, còn 3 cậu em trai của Powell thì chơi trò ném tuyết đánh trận giả, với rất nhiều dụng cụ và làm huyên náo cả lên. “Em thấy không, Mona,” Jobs nói với cô em gái, “Ông tổ của Laurene là Joe Namath, còn ông tổ của chúng ta là John Muir.”

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Một gia đình

Powell chia sẻ với chồng niềm hứng thú đối với các nguồn lương thực tự nhiên. Khi còn học ở trường kinh doanh, cô từng làm việc bán thời gian cho Odwalla, một công ty rau quả, với tư cách là người phát triển kế hoạch tiếp thị đầu tiên ở đây. Sau khi kết hôn với Jobs, cô cảm nhận được ý nghĩa quan trọng của việc phải có một sự nghiệp riêng, đó là bài học về sự độc lập cần thiết mà cô học được từ nhỏ. Do đó, cô bắt đầu xây dựng công ty riêng của mình, Terravera, chuyên cung cấp sẵn những bữa ăn hữu cơ và giao hàng đến tận các cửa hàng trên khắp vùng Bắc California.

Thay vì sống tách biệt và ẩn dật trong biệt thự không có đồ đạc ở Woodside, hai vợ chồng chuyển đến sống ở một ngôi nhà duyên dáng và khiêm tốn ở một góc phố với hàng xóm là những người thân quen ở khu cũ Palo Alto. Đó là địa hạt của những người hàng xóm đặc biệt, trong đó có nhà đầu tư tài chính có tầm nhìn John Doerr, nhà sáng lập Google Larry Page, và người sáng lập Facebook Mark Zuckerberg, cùng với Andy Hertzfeld và Joanna Hoffman – nhưng không phải là những ngôi nhà phô trương, và cũng không có những hàng rào cao hay dài hút mắt để che khuất những ánh nhìn. Thay vào đó, chúng nằm bình yên bên nhau, nhà này cạnh nhà kia bám theo một con đường phẳng lặng và yên tĩnh, ngăn cách nhau bằng những lối đi bộ rộng rãi. “Chúng tôi muốn sống trong một khu có những người hàng xóm, để sau này lũ trẻ có thể chạy qua, chạy lại chơi với bạn bè của mình,” sau này Jobs kể lại.

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Ngôi nhà cũng không theo trường phái tối giản hay phong cách hiện đại mà Jobs sẽ thiết kế như hình dung trước đây của ông, lúc nghĩ mình sẽ có một căn nhà riêng. Nó cũng không rộng rãi hay có điểm gì đặc biệt đến độ những người đi đường phải dừng lại trầm trồ và chú ý khi họ chạy dọc theo con đường ở Palo Alto. Một nhà thiết kế địa phương tên là Carr Jones đã xây căn nhà này vào những năm 1930, ông là người chuyên thiết kế những ngôi nhà một cách kì công và cẩn thận theo đúng “cẩm nang phong cách” đối với những ngôi nhà gỗ ở nông thôn của nước Anh hay nước Pháp.

Căn nhà hai tầng được xây bằng gạch đỏ, để lộ những chiếc rầm gỗ và được lợp mái với những đường cong; nó gợi lên hình ảnh của một căn nhà nhấp nhô kiểu vùng Cotswold ở phía Tây miền Trung nước Anh hoặc nhà của một chàng Hobbit khéo tay nào đó từng sống. Thứ duy nhất mà người California đụng chạm tới là một cái sân nhỏ theo phong cách Mission được tạo ra nhờ hai cánh của ngôi nhà. Phòng khách tầng hai có trần hình vòm không kiểu cách, với sàn lát gạch vuông và gạch nung đỏ. Ở góc nhà là một chiếc cửa sổ chữ nhật lớn, nhìn thấy đỉnh chóp của trần nhà; lúc trước khi Jobs mua căn nhà này, ở đó là một tấm kính màu, sau đó ông cho thay thế bằng một tấm kính trong suốt. Sự thay đổi nữa mà ông và Powell thực hiện đó là sửa rộng phòng bếp ra để kê vừa một chiếc lò nướng pizza và có đủ chỗ cho một chiếc bàn gỗ dài, nơi tụ họp chính của cả gia đình. Theo tính toán lúc đầu thì sẽ mất 4 tháng để tu sửa, nhưng cuối cùng phải mất đến 16 tháng bởi vì Jobs liên tục sửa lại thiết kế. Họ cũng mua thêm một căn nhà nhỏ phía sau và phá ngôi nhà đó đi để Powell biến nó thành một khu vườn tự nhiên ngập tràn các loại hoa theo mùa, cùng với các loại rau và cây trái.

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Jobs bị mê hoặc bởi cách Carr Jones tận dụng những vật liệu cũ, trong đó có cả gạch đã sử dụng và gỗ từ cột điện thoại để tạo ra một cấu trúc đơn giản và vững chắc. Những chiếc rầm trong phòng bếp trước đó được dùng để đúc móng cho Cầu Golden Gate. Vào thời điểm ngôi nhà được cất, thì cây cầu ấy vẫn chưa được xây xong. “Ông ấy là một thợ thủ công cẩn trọng và hoàn toàn tự học hỏi,” Jobs vừa nói vừa chỉ vào từng chi tiết. “Ông ấy quan tâm đến cái gọi là sáng tạo hơn là kiếm tiền, và thực tế ông không hề giàu có. Ông ấy chưa từng rời khỏi California. Các ý tưởng của ông ấy xuất hiện nhờ đọc những cuốn sách trong thư viện và Các qui tắc Kiến trúc.”

Jobs không cho bày biện đồ đạc trong ngôi nhà ở Woodside ngoại trừ một vài vật dụng thiết yếu: một chiếc tủ và một chiếc giường trong phòng ngủ, một cái bàn hình vuông và vài chiếc ghế gập để trong phòng ăn. Ông muốn xung quanh mình chỉ có những thứ khiến ông có thể ngắm nghía, và ông khiến cho hành động đơn giản là đi ra ngoài và mua sắm đồ đạc nên khó khăn. Thế mà giờ đây ông lại đang sống trong một căn nhà bình thường với hàng xóm xung quanh cùng vợ, và một đứa con sắp chào đời, ông cần phải nhượng bộ những điểm cần thiết. Nhưng điều đó thực khó khăn. Họ có giường, tủ và một bộ dàn âm thanh trong phòng khách, nhưng để có những những thứ như ghế sofa thì đòi hỏi thời gian thoả thuận lâu hơn. “Chúng tôi nói về đồ đạc trên lý thuyết trong 8 năm ròng,” Powell nhớ lại. “Chúng tôi mất rất nhiều thời gian để tự hỏi, ‘Ghế sofa để làm gì nhỉ?’” Mua sắm vật dụng cũng trở thành một công việc đòi hỏi sự thông thái, chứ không chỉ đơn giản là một thú vui mua sắm. Vài năm sau, Jobs tả lại tiến trình mua một chiếc máy giặt mới cho Tạp chí Công nghệ Wired như sau:

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Hoá ra người Mỹ chế tạo máy giặt và máy sấy sai cách hết. Người châu Âu làm tốt hơn nhiều – nhưng họ mất gấp đôi thời gian để xử lý quần áo! Người châu Âu giặt quần áo với lượng nước nhiều hơn 1/4 so với người Mỹ và cuối cùng, quần áo còn bám lại ít chất tẩy hơn. Điều quan trọng nhất, họ không đối xử tệ với quần áo của bạn. Họ dùng nhiều xà phòng hơn một chút, nhiều nước hơn một chút, nhưng nhờ đó quần áo sạch sẽ hơn, mềm mại hơn và bền hơn rất nhiều. Những lúc tụ họp gia đình, chúng tôi trò chuyện về những cái được mất của từng lựa chọn. Chúng tôi dành rất nhiều thời gian bàn về các thiết kế, và cũng bàn bạc về những giá trị quan trọng đối với gia đình. Chúng tôi quan tâm tới điều gì hơn? Chúng tôi thích đống quần áo được xử lý trong bao lâu hay cảm giác quần áo mềm mại hơn và bền hơn? Chúng tôi dành khoảng hai tuần để nói về vấn đề này, trên bàn ăn mỗi tối.

Cuối cùng họ cũng sắm một chiếc máy giặt và sấy hiệu Miele của Đức. “Tôi đã run lên vì sung sướng khi có chúng, hơn bất cứ đồ công nghệ nào mà tôi từng có trong suốt nhiều năm,” Jobs nói.

Một tác phẩm nghệ thuật mà Jobs mua để treo trong căn phòng khách có trần vòm là một bức ảnh bình minh mùa đông trên đỉnh Siera Nevanda nhìn từ Lone Pine, California của Ansel Adams. Adams cũng vẽ một bức tranh tường khổng lồ cho con gái của ông, mà sau này cô bé đã bán đi. Một lần, khi người giúp việc lau chùi bức tranh bằng khăn ướt, Jobs đã tìm bằng được người làm việc với Adams và mời người này đến nhà, bỏ đi một lớp màu và khôi phục lại bức tranh.

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Ngôi nhà của Jobs khiêm tốn tới mức Bill Gate đã tỏ chút ái ngại khi ông cùng vợ đến thăm. “Tất cả mọi người sống ở đây ư?” Gates hỏi, khi ấy ông đang tiến hành xây dựng một khu biệt thự rộng 6 ha gần Seattle. Ngay cả sau khi trở lại Apple lần hai, khi ấy Jobs đã là một tỷ phú nổi tiếng thế giới, ông vẫn không có đội ngũ an ninh riêng hay người giúp việc toàn thời gian, thậm chí cửa sau nhà của ông vẫn thường xuyên không khoá vào ban ngày.

Vấn đề liên quan đến an ninh cuối cùng lại đến, trong tình huống khá buồn và khá lạ lùng, do Burrell Smith, một kĩ sư phần mềm Macintosh đầu bù tóc rối, hiền hậu, người bạn nối khố của Andy Hertzfeld, gây ra. Sau khi rời Apple, Smith bị mắc chứng tâm thần phân liệt. Anh sống trong ngôi nhà cùng phố với Hertzfeld và do bệnh tình ngày một phát triển, anh bắt đầu khoả thân đi lại trên phố, có lần đập vỡ cửa kính ô tô và nhà thờ. Anh đã phải chịu điều trị bằng các loại thuốc đặc hiệu, nhưng vẫn rất khó để kiểm soát tình hình. Có lúc khi bệnh lên cơn, anh bắt đầu đi qua đi lại nhà Jobs vào buổi tối, ném đá vào cửa sổ, để lại những bức thư nguệch ngoạc, thậm chí có lần còn ném pháo vào nữa. Anh bị bắt giữ, rồi lại được thả vì đang phải tiếp tục điều trị. “Burrell rất hài hước và ngây thơ, thế rồi một ngày tháng Tư, anh ấy bất ngờ bị đánh gục,” Jobs nhớ lại. “Đó là một chuyện kì cục và buồn thảm nhất.”

Jobs rất thông cảm và thường xuyên hỏi Hertzfeld xem ông có thể giúp gì thêm không. Có lần Smith bị tống vào tù và từ chối xác định danh tính. Ba ngày sau, khi Hertzfeld biết chuyện, ông đã gọi cho Jobs và đề nghị hỗ trợ để Burrell được thả ra. Jobs đã giúp, nhưng ông làm Hertzfeld ngạc nhiên với câu hỏi: “Nếu chuyện tương tự xảy ra với tôi, liệu cậu có đối tốt với tôi như đối với Burrell không?”

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Jobs giữ ngôi nhà của mình ở Woodside, cách các ngọn núi ở Palo Alto khoảng 10 dặm. Đã có lúc ông muốn phá 14 phòng ngủ phong cách thực dân Tây Ban Nha từ năm 1925, và thay vào đó, lên kế hoạch xây dựng một căn nhà cực kì đơn giản, mang phong cách Nhật Bản hiện đại với diện tích chỉ bằng 1/3. Nhưng trong hơn 20 năm, ông phải đối đầu với một loạt những cuộc chống đối dai dẳng của một nhóm những người thủ cựu cho rằng cần phải gìn giữ diện mạo nguyên bản của ngôi nhà. (Năm 2011, cuối cùng ông cũng có được giấy phép san phẳng căn nhà, nhưng đến lúc đó thì ông chẳng còn hứng thú xây dựng ngôi nhà thứ hai nữa.)

Cũng có lúc Jobs tận dụng cơ hội sử dụng ngôi nhà nửa bị bỏ-rơi ở Woodside, đặc biệt là chiếc bể bơi để tổ chức các bữa tiệc gia đình. Khi Bill Clinton còn tại vị, ông và vợ là Hillary Clinton đã trú lại ngôi nhà trang trại trên khu đất của Jobs khi họ đến thăm cô con gái, đang theo học trường Stanford. Bởi vì cả ngôi nhà chính lẫn ngôi nhà trang trại đều không có đồ đạc gì, Powell đã gọi cho các nhà buôn nội thất và nghệ thuật trước ngày Clinton đến và thuê tạm đồ đạc cho ngôi nhà để đón khách. Một lần, trong khi kiểm tra lại đồ đạc lần cuối trước khi vợ chồng ngài tổng thống đến, lúc ấy, vụ Monica Lewinsky khi ấy vừa mới bị vỡ lở, Powell phát hiện ra thiếu mất một bức tranh. Rất lo lắng, cô hỏi nhóm tiền trạm và Dịch vụ Bí mật của Nhà Trắng xem chuyện gì đã xảy ra. Một trong số họ kéo cô ra hành lang và giải thích rằng đó chính là bức tranh vẽ một chiếc váy treo trên giá, và gợi lên chiếc váy màu xanh lam trong vụ Lewinsky, cho nên họ đã quyết định giấu nó đi. (Trong một cuộc trò chuyện qua điện thoại vào một buổi tối muộn với Jobs, Clinton đã hỏi ông nên xử lý thế nào với vụ Lewinsky. “Tôi không biết ngài có làm chuyện đó hay không, nhưng nếu có, ngài nên nói điều ấy với đất nước này,” Jobs nói với tổng thổng. Đáp lại là sự im lặng từ đầu dây bên kia.)

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Lisa chuyển đến

Giữa năm học lớp 8, giáo viên của Lisa gọi cho Jobs. Có một số chuyện nghiêm trọng đã xảy ra, và có lẽ sẽ là tốt nhất nếu cô bé chuyển ra ngoài, không sống cùng mẹ nữa. Vì vậy, Jobs đến gặp và đi dạo với Lisa, ông hỏi han tình hình và đề nghị cô bé về sống chung với mình. Lisa lúc ấy đã là một cô gái trưởng thành, dù mới chỉ bước sang tuổi 14, và cô bé suy nghĩ trong vòng 2 ngày. Sau đó cô đồng ý. Cô cũng biết chính xác mình muốn ở phòng nào: ngay cạnh phòng của cha cô. Đã có lần cô ở trong đó, lúc ấy không có ai ở nhà, cô đã thử kiểm tra bằng cách nằm dài lên sàn nhà trống không.

Đó là quãng thời gian khó khăn. Chrisann Brennan thi thoảng lại đi từ nhà mình cách đấy vài dãy nhà và hò hét ngoài sân. Gần đây, khi tôi hỏi tại sao cô ấy lại hành xử như vậy và nguyên cớ vì sao lại đồng ý để Lisa chuyển ra ngoài, cô trả lời rằng đến giờ cô cũng không hiểu nổi vì sao lại để chuyện ấy xảy ra. Nhưng sau đó, cô viết cho tôi một bức thư điện tử dài, trong đó lý giải:

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Ông có biết Steve làm cách nào để thành phố ở Woodside cho phép ông ta phá ngôi nhà của mình ở Woodside không? Có một nhóm người trong khu vực muốn bảo tồn ngôi nhà đó vì giá trị lịch sử của nó, nhưng Steve vẫn muốn phá huỷ và xây ở đó một ngôi nhà có vườn cây ăn quả. Thế là Steve để ngôi nhà tự huỷ hoại và rơi vào suy tàn bằng cách bỏ mặc nó nhiều năm trời, không tu bổ, sửa sang gì hết. Chiến lược mà ông ta thường dùng để đạt được những gì ông ta muốn đơn giản là buông xuôi và bỏ mặc, để đỡ phải mắc míu và vướng bận đến nó. Chính việc ông ta chẳng làm gì căn nhà cả, thậm chí là để cửa sổ mở toang cả năm trời, khiến ngôi nhà ấy sẽ tự sụp đổ. Tuyệt đỉnh, phải không?... Đó cũng chính xác là “chiêu” mà Steve sử dụng để phá huỷ sự nỗ lực của tôi VÀ sự tồn tại của tôi vào thời điểm ấy, khi Lisa 13 hay 14 tuổi để đưa con bé về sống với ông ta. Ông ta bắt đầu với một chiến lược, sau đó chuyển qua một chiến lược khác dễ dàng hơn, nhưng sức tàn phá của nó thậm chí còn kinh khủng hơn với tôi và làm cho Lisa hoang mang hơn. Đó có thể không phải là cách vẹn toàn, nhưng vấn đề là ông ta đã có được những gì mình muốn.

Lisa sống với Jobs và Powell trong suốt bốn năm học ở trường Trung học Palo Alto và cô bắt đầu dùng tên Lisa Brennan-Jobs. Ông cố gắng là một người cha tốt, nhưng có những lúc ông trở nên rất lạnh lùng và xa cách. Khi Lisa cảm thấy đến lúc phải trốn thoát, cô đến ở nhờ nhà mấy người bạn sống gần đấy. Powell rất nỗ lực hỗ trợ và cô là người tham dự nhiều nhất những sự kiện diễn ra trong trường của Lisa.

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Khi Lisa trưởng thành hơn, dường như cô sớm bộc lộ khả năng. Cô tham gia nhóm làm báo ở trường học, The Campanile, và trở thành người đồng xuất bản. Cùng với người bạn học cùng lớp, Ben Hewlett, con trai lớn của người đã trao cho bố của cô công việc đầu tiên trong đời, cô đã phơi bày những bí mật khiến ban giám hiệu nhà trường phải đối mặt với nhà cầm quyền. Sau khi tốt nghiệp trung học, cô biết mình muốn đi về phía đông. Cô đăng ký vào đại học Harvard – mạo chữ kí của bố trong tờ đăng ký bởi vì lúc ấy ông vắng nhà – và được nhận vào học khoá 1996.

Ở trường Harvard, Lisa làm việc cho tờ báo của trường, The Crimson và sau đó là một tạp chí văn học, The Advocate. Sau khi chia tay với bạn trai, cô ra nước ngoài một năm, theo học ở trường Đại học King, London. Mối quan hệ của cô với bố vẫn lùm xùm trong suốt những năm đại học của cô. Mỗi lần trở về nhà, những cuộc tranh cãi về những vấn đề nhỏ nhặt như chuyện nên ăn món gì trong bữa tối, cô đã biết quan tâm đến mấy đứa em cùng cha khác mẹ hay không – cũng làm mọi chuyện hỏng bét, và họ có thể không nói chuyện với nhau trong vài tuần, thậm chí vài tháng. Những cuộc tranh cãi đôi khi căng thẳng tới mức Jobs đã có lúc muốn ngừng hỗ trợ tài chính cho cô, và cô phải vay tiền của Andy Hertzfeld và những người khác. Có lúc Hertzfeld đã cho Lisa vay 20.000 đô-la khi cô nghĩ rằng bố mình sẽ không chi trả tiền học cho cô nữa. “Ông ấy nổi điên lên với tôi vì cho con bé vay tiền,” Hertzfeld nhớ lại, “nhưng sáng sớm hôm sau ông ấy đã gọi lại và yêu cầu kế toán của ông chuyển tiền lại cho tôi ngay.” Jobs cũng không tới dự lễ tốt nghiệp của Lisa vào năm 2000. Ông nói, “Con bé thậm chí còn chẳng thèm mời tôi.”

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Tuy vậy, cũng có những khoảng thời gian êm đẹp với cả hai cha con trong suốt những năm đó, có thể kể đến mùa hè khi Lisa trở về nhà và chuẩn bị biểu diễn ở một buổi hoà nhạc gây quĩ cho Hiệp hội Điện tử Không biên giới, một nhóm những người ủng hộ cho sự phát triển của công nghệ. Buổi hoà nhạc diễn ra ở Hội trường Fillmore ở San Francisco, với sự góp mặt của những ban nhạc rock lừng danh như Grateful Dead, Jefferson Airplane và nghệ sĩ ghita Jimi Hendrix. Cô hát khúc tráng ca của Tracy Chapman Talkin’ bout a Revolution (Hãy nói về cách mạng) (“Những kẻ nghèo hèn rồi sẽ vùng lên / Và giành lấy những gì họ xứng đáng được hưởng”) trong khi bố cô đứng hẳn dậy, trên lưng vẫn địu bé Erin, khi ấy mới 1 tuổi.

Mối quan hệ thăng trầm giữa hai bố con vẫn tiếp tục như vậy ngay cả sau khi Lisa chuyển đến Manhattan và trở thành cây bút tự do. Vấn đề càng trở nên trầm trọng hơn khi Jobs làm Chrisann vỡ mộng về chuyện tiền bạc. Trước đó ông đã mua một căn nhà trị giá 700.000 đô-la cho Chrisann và để Lisa đứng tên, nhưng Chrisann đã thuyết phục con gái ký giấy bán nhà, dùng tiền đó đi du lịch với một vị đạo sư và sống ở Paris. Đến khi cạn túi, cô trở lại San Francisco và trở thành nghệ sĩ sáng tạo “tranh ánh sáng” và biểu tượng Phật giáo. “Tôi là “Người Kết Nối” và là người có tầm nhìn góp phần tạo ra tương lai của loài người và các thế hệ sau của Trái Đất,” cô đã viết như vậy trên trang web của mình (mà Hertzfeld duy trì giúp cô). “Tôi cảm nhận những hình dạng, màu sắc và những tần số âm thanh của sự rung động huyền bí, nhờ đó tôi sáng tạo và sống với những bức hoạ.” Khi Chrisann cần tiền để phẫu thuật xoang và điều trị nha khoa, Jobs từ chối chi tiền, vì thế mà Lisa không nói chuyện với ông trong vài năm trời. Và các sự vụ kiểu vậy cứ lặp đi lặp lại.

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Mona Simpson đã biến tất cả những chất liệu thực tế ấy, cộng thêm sự tưởng tượng của mình trở thành nguồn cảm hứng cho cuốn tiểu thuyết A Regular Guy của mình, xuất bản năm 1996. Nhân vật chính trong cuốn sách dựa trên nguyên mẫu của Jobs, và tất nhiên có một vài chi tiết phóng đại từ thực tế: Cuốn sách mô tả chuyện Jobs hào phóng mua tặng cho một người bạn quí bị bệnh suy thoái xương một chiếc xe hơi đặc biệt, và mô tả chính xác rất nhiều phương diện thô ráp trong mối quan hệ của ông với Lisa, kể cả chuyện ông bị bố mẹ ruột bỏ rơi từ khi mới chào đời. Nhưng có những phần thì hoàn toàn hư cấu; như chuyện Chrisann đã dạy Lisa lái xe từ rất sớm, ví dụ trong sách có cảnh cô bé “Jane” 5 tuổi tự mình lái một chiếc xe tải qua núi để đi tìm cha, tất nhiên chuyện đó không bao giờ xảy ra. Thêm nữa, có những chi tiết nhỏ trong cuốn tiểu thuyết, theo như cách nói của dân báo chí, là quá dễ đoán ra nguyên mẫu ngoài đời chính là Jobs, ở ngay những câu đầu tiên: “Anh ấy quá bận rộn, đến nỗi chẳng có thời gian để tắm.”

Bề ngoài, chân dung của Jobs trong cuốn tiểu thuyết hư cấu này có vẻ xù xì, thô ráp. Simpson miêu tả nhân vật chính của mình là người không hề “thấy có bất cứ lí do nào để chạy theo mong muốn hay sự giật dây của người khác.” Câu chuyện vệ sinh cũng là một minh chứng mơ hồ cho hình tượng của Jobs. “Anh ấy không tin vào các chất khử mùi và thường xuyên công khai không che dấu quan điểm nếu có một chế độ ăn kiêng ngặt nghèo và một bánh xà phòng bạc hà, bạn sẽ không bao giờ đổ mồ hôi hay bốc mùi gì hết.” Nhưng cuốn tiểu thuyết cũng có rất nhiều tầng nghĩa lãng mạn và phức tạp, và đến cuối con đường là hình ảnh không thể rõ ràng hơn về một người đàn ông bị mất quyền kiểm soát một công ty vĩ đại mà ông ta chính là người sáng lập và người đàn ông đó đã học cách trân trọng đứa con gái mà anh ta bỏ rơi. Cảnh cuối cùng của tiểu thuyết là hình ảnh người đàn ông nhảy với cô con gái của mình.

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Sau này Jobs có nói rằng ông không hề đọc cuốn tiểu thuyết đó. “Tôi nghe mọi người nói cuốn tiểu thuyết ấy viết về tôi,” ông kể với tôi, “và nếu như nó nói về tôi, thì tôi sẽ rất rất bực mình, mà tôi thì lại không muốn nổi cáu với em gái của mình, thế nên tôi không đọc cuốn sách đó làm gì cả.” Tuy nhiên, vài tháng sau khi cuốn sách ra mắt, ông lại kể với tạp chí New York Times rằng ông có đọc nó và thấy hình ảnh của mình trong nhân vật chính. “Có khoảng 25% trong nhân vật ấy thực sự là tôi, nhất là phong cách,” ông nói với ký giả, Steve Lohr. “Và tôi chắc chắn sẽ không nói cho anh biết đó là 25% nào.” Vợ của ông, trên thực tế, đã nói rằng Jobs có liếc mắt nhìn cuốn sách và nhờ bà đọc nó giúp ông để xem ông nên làm gì với nó.

Simpson có gửi bản thảo đến cho Lisa xem trước khi xuất bản, nhưng lúc đầu cô bé không hề đọc trừ đoạn mở đầu. “Trong vài trang đầu, tôi bắt gặp gia đình của tôi, những chuyện phiếm, những chuyện, những suy nghĩ của tôi và bản thân tôi trong nhân vật Jane,” cô nhớ lại. “Và kẹp giữa những sự thực là những hư cấu – giả dối đối với tôi, khiến chúng trở nên nguy hiểm hơn bởi sự tiệm cận với sự thật của chúng.” Lisa đã bị tổn thương và cô viết một bài báo ngắn cho tờ Advocate của trường Harvard để giải thích tại sao. Bản nháp đầu tiên rất cay đắng, sau đó cô hạ tông xuống một chút trước khi xuất bản bài viết. Cô cảm thấy tình bạn giữa cô với Simpson bị xúc phạm. “Tôi không biết rằng, trong sáu năm ròng ấy, Mona đang thu thập thông tin,” cô viết. “Tôi không biết rằng trong khi tôi tìm kiếm sự an ủi nơi cô ấy, nhận lời khuyên của cô ấy, thì cô ấy, ngược lại, cũng đang nhận của tôi.” Cuối cùng Lisa cũng làm lành với Simpson. Họ cùng nhau đến một tiệm cà phê để bàn luận về cuốn sách và Lisa nói rằng Simpson sẽ không thể nào kết thúc được cuốn tiểu thuyết. Simpson nói với Lisa rằng rồi cô sẽ thích cái kết của nó. Trong nhiều năm, Lisa đã có mối quan hệ phập phù với Simpson, nhưng dù sao mối quan hệ đó cũng gần gũi hơn, theo nhiều cách khác nhau, so với mối quan hệ giữa cô và bố mình.

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Con cái

Khi Powell sinh con đầu lòng, năm 1991, chỉ vài tháng sau đám cưới với Jobs, trong hai tuần đầu, đứa bé chỉ được biết đến với cái tên “chàng Jobs con”, bởi vì lựa chọn một cái tên cho em bé hoá ra chỉ ít khó hơn so với lựa chọn một cái máy giặt chút xíu mà thôi. Cuối cùng họ đặt cho con trai cái tên là Reed Paul Jobs. Tên đệm rõ ràng là đặt theo tên của ông nội, còn tên chính thức (mà cả Jobs và Powell đều quả quyết) rằng nó được chọn là vì đó là một cái tên đọc lên nghe rất hay, chứ không phải vì nó là tên trường đại học của Jobs.

Reed rất giống cha ở nhiều điểm: sắc sảo và thông minh, với cặp mắt sâu thẳm và một vẻ duyên dáng mê hoặc. Nhưng không giống như bố mình, cậu có cách ứng xử rất ngọt ngào và có vẻ thanh tao dung dị. Cậu cũng rất sáng tạo – cũng giống những đứa trẻ con khác, cậu thích vận những trang phục hoá trang và chơi trò đóng vai – và sau này trở thành một sinh viên tuyệt vời, ham thích khoa học. Cậu thừa hưởng ở cha mình cái nhìn chằm chằm nhưng cậu rõ ràng rất tình cảm và dường như không có một chút ác nghiệt nào ẩn trú trong con người cậu.

Erin Siena Jobs sinh năm 1995. Cô bé ít nói và đôi khi phải chịu đựng cảm giác không được cha chú ý đến nhiều lắm. Cô có chung niềm đam mê đối với thiết kế và kiến trúc với cha mình, nhưng cô cũng học được cách giữ khoảng cách tình cảm nhất định, để đảm bảo sẽ không bị tổn thương bởi sự xa cách của ông.

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Cô bé nhỏ tuổi nhất, Eve sinh năm 1998, và cô bé trở thành đứa trẻ có cá tính mạnh mẽ nhất, bùng nổ và hài hước nhất, đứa bé hơi bất cần cũng như không dựa dẫm, biết cách điều khiển bố, biết đàm phán với bố (đôi khi thắng), và thậm chí còn trêu chọc bố. Jobs từng nói đùa rằng một ngày nào đó, nếu cô không trở thành tổng thống của nước Mỹ, thì cô sẽ là người điều hành Apple.

Jobs có một mối quan hệ bền vững với Reed, nhưng đối với hai cô con gái, ông có vẻ xa cách hơn. Cũng như đối với những người khác, đôi khi ông tập trung vào chúng, nhưng thường thì ông hoàn toàn phớt lờ chúng những lúc đầu óc ông bị những thứ khác chi phối. “Ông ấy tập trung vào công việc, và nhiều lúc, ông ấy như không dành thời gian cho lũ con gái,” Powell nói. Có lúc Jobs bày tỏ sự kinh ngạc với vợ khi thấy lũ trẻ đã được nuôi dạy tốt đến mức nào, “nhất là khi chúng ta không thường xuyên dành thời gian cho chúng.” Câu nói này vừa làm Powell buồn cười, vừa làm cô cảm thấy tủi thân, bởi vì cô đã phải từ bỏ sự nghiệp khi Reed lên hai tuổi và quyết định có thêm những đứa bé khác.

Năm 1995, CEO của Oracle, Larry Ellison tổ chức sinh nhật thứ 40 cho Jobs và mời rất nhiều ngôi sao công nghệ cùng những nhân vật đình đám tới dự. Ellison sau này trở thành bạn thân của gia đình, ông thường đưa cả nhà Jobs đến những dinh thự xa hoa của mình. Reed bắt đầu gọi ông là “người bạn giàu có của chúng ta”, để trêu chọc sự thật là cha của cậu đã phải kiềm chế rất nhiều để không phô phang tài sản. Bài học mà Jobs thu nạp được từ những ngày nghiên cứu Phật học là sở hữu của cải vật chất thường chỉ làm cho cuộc sống thêm hỗn mang chứ không thêm giàu có. “Tất cả những vị CEO khác mà tôi biết đều có két sắt cá nhân,” ông nói. “Thậm chí họ còn để chúng trong nhà. Cách sống như vậy thật điên rồ. Chúng tôi chỉ quyết định rằng đó không phải là cách sống mà chúng tôi muốn nuôi dạy bọn trẻ.”

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Chương 22

TOY STORY - CÂU CHUYỆN ĐỒ CHƠI

Buzz và Woody giải cứu

Jeffrey Katzenberg

“Làm những điều bất khả thi cũng vui theo cách riêng của nó,” Walt Disney đã có lần nói như vậy. Và đó cũng là thái độ tiếp cận hấp dẫn Jobs. Ông ngưỡng mộ sự ám ảnh với chi tiết và thiết kế của Disney và cảm thấy giữa Pixar và hãng phim ảnh mà Disney sáng lập vừa vặn phù hợp với nhau một cách rất tự nhiên.

Công ty Walt Disney đã cấp phép cho Hệ thống Sản phẩm Hoạt hình Máy tính Pixar và trở thành khách hàng lớn nhất của công ty máy tính Pixar. Một ngày, Jeffrey Katzenberg, người đứng đầu phân nhánh phim của Disney mời Jobs tới mấy studio ở Burbak để xem sức mạnh của công nghệ trong quá trình vận hành. Trong khi nhân viên của Disney đưa ông đi tham quan vòng vòng, Jobs quay ra Katzenberg và hỏi: “Disney có hài lòng với Pixar không?” Với vẻ hồ hởi hết mức, Katzenberg trả lời có. Sau đó Jobs lại hỏi: “Anh có nghĩ chúng tôi ở Pixar cũng hài lòng với Disney không?” Katzenberg nói anh đoán vậy. “Không, chúng tôi không hề,” Jobs trả lời. “Chúng tôi muốn làm phim với các anh. Điều đó mới khiến chúng tôi hài lòng.”

Katzenberg rất sẵn lòng. Ông ngưỡng mộ những bộ phim ngắn của John Lasseter và đã từng cố gắng lôi kéo nhưng không thành công John về với Disney. Thế là Katzenberg mời nhóm Pixar đến để thảo luận về việc trở thành đối tác làm chung một bộ phim. Khi Catmull, Jobs và Lasseter đã yên vị trong phòng họp, Katzenberg thẳng thắn. “John, vì ông không muốn sang làm việc cho tôi,” ông nói và nhìn Lasseter, “Tôi sẽ thực hiện điều đó theo cách này.”

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Trong khi công ty Disney giới thiệu những đặc điểm chính của mình với Pixar, thì Katzenberg cũng chia sẻ vài điều với Jobs. Cả hai đều có thể trở nên dễ chịu khi họ muốn như vậy và cũng nhanh chóng trở nên dữ dằn (hoặc tệ hơn) tùy thuộc thái độ ấy phản ánh đúng tâm trạng hoặc sự quan tâm của họ. Alvy Ray Smith, lúc ấy đang sửa soạn rời khỏi Pixar cũng có mặt trong buổi gặp gỡ hôm ấy. “Katzenberg và Jobs gây cho tôi một ấn tượng mạnh mẽ,” anh nhớ lại. “Những nhà độc tài thường được trao tặng một món quà kì diệu là sự hoạt ngôn.” Katzenberg tỏ ra thú vị khi nhận ra điều này. “Tất cả mọi người đều nghĩ tôi là một kẻ độc tài,” ông nói với nhóm Pixar. “Tôi đúng là một người độc tài. Nhưng vấn đề là tôi luôn đúng.” Ai cũng dễ dàng tưởng tượng ra Jobs cũng có thể nói y hệt như vậy.

Cả hai người đều tìm thấy niềm đam mê chung và cân bằng, các thoả thuận giữa Katzenberg và Jobs chỉ mất có mấy tháng. Katzenberg khăng khăng rằng Disney sẽ cấp cho Pixar quyền sử dụng công nghệ để làm phim hoạt hình 3-D. Jobs từ chối, và cuối cùng ông cũng có được thoả thuận. Jobs cũng đưa ra đề nghị phía mình: Pixar cũng có phần sở hữu đối với bộ phim và các nhân vật của nó, cả hai bên cùng có quyền kiểm soát bản quyền của bộ phim và các tập tiếp theo. “Nếu đó là những gì anh muốn,” Katzenberg nói, “thì chúng ta có thể dừng cuộc nói chuyện ở đây và các anh có thể ra về.” Jobs đã ở lại, và chấp nhận điểm đó.

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Lasseter chăm chú theo dõi cuộc đối thoại như thể đang quan sát những lưỡi gươm sáng loang loáng của hai đấu sĩ vung lên, hạ xuống. “Chỉ nhìn cách Steve và Jeffrey trong cuộc thoả thuận ấy, tôi đã thấy kinh hãi,” ông nhớ lại. “Y hệt một trận đấu kiếm. Cả hai đều là anh tài.” Nhưng Katzenberg vào trận với một lưỡi đao, còn Jobs chỉ có một chiếc lá mỏng. Pixar đang trên bờ vực phá sản và cần một hợp đồng với Disney hơn là Disney cần một thoả thuận với Pixar. Hơn nữa, Disney có khả năng tài chính cho cả hãng, còn Pixar thì không. Kết quả vẫn là một thoả thuận, kí kết vào tháng Năm năm 1991, trong đó Disney sở hữu hình ảnh và toàn quyền khai thác nhân vật, được kiểm soát nội dung sáng tạo và chi cho Pixar 12,5% doanh thu bán vé. Có khả năng (nhưng không phải là bắt buộc) làm tiếp với Pixar hai phim tiếp theo và có quyền làm tiếp (cùng hoặc không với Pixar) các phần tiếp theo, sử dụng các nhân vật của phim. Disney cũng có quyền huỷ bỏ bộ phim vào bất cứ lúc nào nếu đối tác vi phạm những điều khoản quyết định.

Ý tưởng mà John Laseter nảy ra có tên gọi “Câu chuyện Đồ chơi” (Toy Story). Nó xuất phát từ một niềm tin, mà cả ông và Jobs cùng chia sẻ, đó là tất cả các sản phẩm đều có giá trị tồn tại cốt lõi, là mục đích mà vì đó chúng mới được làm ra. Nếu một vật có cảm xúc, thì cảm xúc đó phải dựa trên khát khao được thoả mãn giá trị tồn tại của nó. Ví dụ, mục đích của cái cốc đựng nước, là được chứa nước bên trong; nếu nó có cảm xúc, nó sẽ hạnh phúc khi được chứa đầy nước và sẽ buồn tủi khi không có nước bên trong. Giá trị cốt lõi của chiếc màn hình máy tính là giao tiếp với con người. Giá trị cốt lõi của chiếc xe đạp một bánh là được biểu diễn ở trong rạp xiếc.

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Đối với đồ chơi, mục đích tồn tại của chúng là để cho trẻ em chơi, và vì thế, tồn tại nỗi sợ hãi vốn có khi bị vứt bỏ hoặc bị “thất thế” trước những món đồ chơi mới. Vậy là một bộ phim về tình bạn giữa một món đồ chơi yêu thích cũ với một món đồ chơi mới sáng loá sẽ ẩn chứa trong nó cái bi kịch cốt lõi, đặc biệt là khi cuộc đấu tranh xoay quanh những đồ chơi bị chia cắt với chủ nhân bé nhỏ của chúng. Vấn đề cần giải quyết xuất phát từ quan điểm “Mọi người ai cũng từng trải qua cảm giác đau thương thuở nhỏ khi đánh mất đồ chơi. Câu chuyện của chúng tôi được kể dưới góc nhìn của một anh bạn đồ chơi, khi anh ta bị đánh mất và cố gắng tìm kiếm lại cảm giác quan trọng nhất với mình: được chơi đùa với lũ trẻ. Đó là lý do cho sự tồn tại của tất cả đồ chơi trên thế giới. Đó là cơ sở cảm xúc cho sự tồn tại của chúng.”

Phải trải qua rất nhiều lượt tuyển chọn, cuối cùng mới chọn được ra hai nhân vật chính là Buzz Lightyear và Woody. Cứ hai tuần một lần, Lasseter và nhóm của mình lại ngồi lại để ghép phân cảnh mới nhất hoặc chiếu thử cho người của Disney xem. Trong những cảnh chiếu thử đầu tiên, Pixar đã trình chiếu kĩ xảo tuyệt vời của mình bằng cách, ví dụ là giới thiệu một cảnh Woody rón rén đi trên nóc tủ, trong khi ánh sáng lọt qua khe của tấm mành trên cửa sổ, phủ bóng xuống chiếc áo sơ mi sọc vuông của cậu – hiệu ứng này hầu như không thể thực hiện được bằng kĩ thuật thô sơ. Tuy vậy, đưa ra được kịch bản làm Disney ấn tượng khó khăn hơn nhiều. Mỗi lần Pixar trình bày, Katzenberg “chặt chém” không thương tiếc, xối xả đưa ra những nhận xét và ghi chú đến từng chi tiết. Và lăm lăm trên tay những nhân viên cốt cán là cả tập hồ sơ theo dõi kịch bản để đảm bảo những ý kiến cũng như những ý tưởng bất chợt của Katzenberg không bị bỏ qua và được theo sát thực hiện.

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Điều mà Katzenberg thúc ép nhiều nhất chính là phải tạo nên những chi tiết kịch tính hơn cho hai nhân vật chính. Có thể đó là một bộ phim hoạt hình tên là Câu chuyện Đồ chơi, ông nói, nhưng nó không thể chỉ nhắm tới trẻ em. “Lúc đầu, câu chuyện chả có kịch tính, không có câu chuyện cụ thể và chả có mâu thuẫn gì hết,” Katzenberg nhớ lại. Ông gợi ý Lasseter nên xem vài bộ phim bằng hữu kinh điển như Những người nổi loạn (The Defiant Ones) và 48 Giờ (48 Hours), trong đó hai nhân vật chính với hai cách sống khác nhau lại buộc phải chung đường và ràng buộc với nhau. Hơn nữa, ông tiếp tục thúc ép phải làm cho ra cái gọi là “cao trào”, tức là phải có gì làm nhân vật Woody trở nên đố kỵ, xấu xa và sẵn sàng đối đầu với Buzz, kẻ “tiếm ngôi” trong hộp đựng đồ chơi. “Đây là thế giới đồ chơi nuốt đồ chơi,” Woody đã nói như vậy trong một cảnh, sau đó cậu đẩy Buzz ra ngoài cửa sổ.

Sau rất nhiều vòng thảo luận với Katzenberg và những chuyên gia khác của Disney, Woody bị lột dần hết vẻ dễ thương. Trong một cảnh, cậu ném hết những đồ chơi khác xuống đất và yêu cầu Slinky đến giúp một tay. Khi thấy Slinky chần chừ, Woody đã gào lên: “Việc của mày là nghĩ ngợi đấy chắc, con chó kia?” Slinky khi đó đã hỏi một câu mà sau này chính nhóm làm phim của Pixar cũng phải tự hỏi mình: “Tại sao tên cao bồi này đáng sợ vậy trời?” Và Tom Hanks, người được mời lồng tiếng cho Woody cũng công nhận điểm này, “Ôi hắn đúng là một tên khốn!”

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Cắt!

Tháng Mười một năm 1993, Lasseter và nhóm Pixar đã hoàn thành xong nửa đầu bộ phim và sẵn sàng mang đi chiếu thử, họ mang phim của mình đến Burbank để chiếu cho Katzenberg và những chuyên gia khác của Disney xem. Peter Schneider, giám đốc nhánh phim hoạt hình chưa bao giờ thích ý tưởng để người bên ngoài làm phim cho Disney của Katzenberg, ông tuyên bố bộ phim là một đống lộn xộn và yêu cầu ngừng sản xuất. Katzenberg đồng ý. “Tại sao nó lại kinh khủng như vậy? ông hỏi một đồng nghiệp, Tom Schumacher. “Bởi vì đó không còn là bộ phim của họ nữa,” Schumacher nói thẳng toẹt ra. Sau này ông giải thích, “Họ làm theo những gì Katzenberg gợi ý, và dự án này đã hoàn toàn mất phương hướng.”

Lasseter nhận thấy Schumacher đã đúng. “Tôi đứng ở đó và cảm thấy vô cùng xấu hổ với những gì được trình chiếu trên màn hình,” ông nhớ lại. “Đó là một câu chuyện chỉ toàn những nhân vật bất hạnh, xấu xa mà tôi chưa từng thấy bao giờ.” Ông đề nghị Disney cho Pixar thêm một cơ hội để sửa và xem lại kịch bản. Katzenbers đã ủng hộ.

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Jobs không can thiệp quá nhiều vào quá trình sáng tạo. Với cá tính thích kiểm soát mọi thứ, đặc biệt là trong lĩnh vực phong cách và thiết kế của mình, thì sự tự kiềm chế này chính là minh chứng hùng hồn cho việc ông tôn trọng Lasseter và những nghệ sĩ làm việc tại Pixar như thế nào – cũng như tin tưởng vào khả năng Lasseter và Catmull sẽ không làm ông thất vọng. Tuy nhiên, ông đã giúp đỡ họ xử lý mối quan hệ với Disney và điều này khiến nhóm Pixar vô cùng cảm kích. Khi Katzenberg và Schneider thắt chặt sản xuất với Câu chuyện Đồ chơi, Jobs đã bỏ tiền riêng ra để duy trì hoạt động của studio. Ông đứng về phía họ để chống lại Katzenberg. “Chính ông ta làm Toy Story loạn hết cả lên,” Jobs nói. “Ông ta muốn Woody trở thành nhân vật xấu, và khi ông ta muốn dẹp bỏ tụi tôi, chúng tôi thể hiện rằng chúng tôi sẵn sàng đá ông ta ra và nói ‘Đây không phải là những gì chúng tôi muốn’ và tiếp tục làm bộ phim theo cách mà chúng tôi vẫn theo đuổi.”

Ba tháng sau, nhóm Pixar trở lại với kịch bản mới. Nhân vật Woody đã biến đổi, từ một gã đồ chơi bạo ngược trở thành người lãnh đạo khôn ngoan, dẫn dắt đám đồ chơi của Andy. Thái độ hiềm khích của cậu với Buzz Lightyear được thể hiện một cách dễ thông cảm hơn, và nó được xây dựng trên nền những bản nhạc mới của Randy Newman Strange Things (Tạm dịch: Những thứ lạ lùng). Cảnh Woody đẩy Buzz ra khỏi cửa sổ được viết lại, Buzz ngã do bị Woody vô tình xô vào khi cậu giằng co với đèn Luxo trước đó. Katzenberg và Công ty chấp nhận cách tiếp cận mới này, và đến tháng Hai năm 1994, bộ phim được sản xuất trở lại.

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Katzenberg rất ấn tượng với sự tập trung của Jobs để giữ chi phí cho bộ phim nằm trong tầm kiểm soát. “Ngay từ những giai đoạn dự thảo ngân sách đầu tiên, Steve đã rất háo hức làm sao để tiền chi ra đạt hiệu quả nhất có thể,” ông nói. Nhưng 17 triệu đô-la ngân sách dành cho sản xuất rõ ràng là không tương xứng, nhất là khi họ phải sửa lại phần lớn nội dung sau khi Katzenberg can thiệp và bắt Woody phải hung ác hơn. Vì vậy Jobs đã yêu cầu cần thêm tiền đầu tư để hoàn thành bộ phim cho đúng kế hoạch. “Nghe này, chúng ta đã thoả thuận,” Katzenberg nói với Jobs. “Chúng tôi để các anh quyền kiểm soát kinh doanh, các anh đã đồng ý thực hiện với khoản tiền chúng tôi đề xuất.” Jobs cáu điên lên. Ông liên tục gọi điện hoặc bay thẳng đến gặp Katzenberg và giữ thái độ, như ngôn ngữ của Katzenberg là “đeo bám dữ dội như chỉ có ở Steve.” Jobs khăng khăng cho rằng Disney cũng phải có trách nhiệm với việc chi phí đội lên do Katzenberg đã làm hỏng ý tưởng ban đầu và khiến họ phải mất thêm công sức sửa chữa sai lầm. “Khoan đã!” Katzenberg đáp trả. “Chúng tôi chỉ cố gắng giúp các anh. Các anh cũng hưởng lợi khi được các chuyên gia sáng tạo của chúng tôi giúp đỡ, và giờ các anh lại muốn chúng tôi phải trả tiền cho điều đó.” Đó là cuộc đối đầu giữa hai vị lãnh đạo cứng rắn như nhau, để tranh luận xem cuối cùng thì bên nào đã gia ơn cho bên nào.

Ed Catmull, khôn khéo hơn Jobs, là người đạt được thoả hiệp về nguồn kinh phí mới. “Tôi có cái nhìn lạc quan đối với Jeffrey hơn bất cứ ai trong số những người làm dự án này,” ông nói. Nhưng sự cố này khiến Jobs bắt đầu suy tính đến cách thoả thuận có lợi hơn khi đàm phán với Disney trong tương lai. Ông không muốn bị coi là một nhà đàm phán non kém; ông luôn muốn mọi thứ trong tầm kiểm soát. Điều đó có nghĩa là Pixar sẽ phải tự mình đầu tư cho những dự án của mình trong tương lai, và như vậy thì cần một thoả thuận mới với Disney.

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Khi bộ phim tiến triển, Jobs trở nên hào hứng với nó hơn bao giờ hết. Ông đã từng nói chuyện với nhiều công ty, từ Hallmark tới Microsoft về chuyện bán Pixar, nhưng khi Woody và Buzz xuất hiện, ông nhận ra rằng mình đang ở rất gần cơ hội thay đổi ngành công nghiệp điện ảnh. Khi những cảnh cuối cùng của bộ phim hoàn thành, ông xem đi xem lại và mời bạn bè đến nhà để chia sẻ niềm đam mê mới. “Tôi không thể nhớ mình đã xem bao nhiêu phiên bản của Toy Story trước khi bộ phim được chính thức công chiếu,” Larry Ellison nói. “Thực ra nó giống như một dạng tra tấn vậy. Tôi đến đó và xem những bản chỉ cải tiến có 10% so với phiên bản trước. Steve bị ám ảnh về chuyện làm thế nào cho đúng – cả nội dung lẫn công nghệ - và không chịu chấp nhận bất cứ điều gì ngoài sự hoàn hảo.”

Linh cảm của Jobs về việc đầu tư vào Pixar thực tế đã đơm hoa kết trái càng được củng cố khi Disney mời ông tới tham dự buổi chiếu phim ra mắt báo giới bộ phim hoạt hình Pocahontas vào tháng Một năm 1995, trong một rạp chiếu dựng lên trong công viên Center Park ở Manhattan. Tại đây, CEO của Disney Michael Eisner công bố phim Pocahontas sẽ được trình chiếu suất đầu tiên trước 100.000 khán giả trên màn hình cao 2,4m tại Great Lawn ở Central Park. Jobs là bậc thầy quảng cáo, ông thừa biết nên làm gì để có một buổi trình chiếu thành công, nhưng kế hoạch này cũng khiến ông sửng sốt. Câu khẩu hiệu quen thuộc của Buzz Lightyear - “Bay vào không gian và hơn thế nữa!” – bỗng nhiên đáng được lưu tâm.

Jobs quyết định thời điểm ra mắt Toy Story sẽ là cơ hội để phát hành cổ phiếu của Pixar ra công chúng. Ngay cả những ngân hàng đầu tư hám lợi nhất cũng nghi ngại trước quyết định này và cho rằng chuyện đó không thể xảy ra. Trong suốt 5 năm ròng, Pixar chỉ “chảy máu” đồng vốn. Nhưng Jobs đã quyết. “Tôi rất căng thẳng và lập luận rằng có lẽ chúng tôi nên chờ đến khi ra được bộ phim thứ hai,” Lasseter nhớ lại. “Steve gạt phắt ý kiến của tôi và nói chúng tôi cần tiền mặt để có thể góp nửa số tiền để làm phim và để đàm phán lại thoả thuận với Disney.”

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Bay vào không gian!

Có suất chiếu ra mắt Toy Story diễn ra vào tháng Mười Một năm 1995. Disney tổ chức một buổi ở El Capitan, một rạp lớn cổ kính ở Los Angeles và dựng một ngôi nhà đồ chơi với các nhân vật trong phim ở ngay bên cạnh. Pixar được trao cho ít vé vào cửa, nhưng buổi tối hôm đó và danh sách khách mời là người nổi tiếng đều mang tính đại diện cho sản phẩm của Disney rất cao; Jobs thậm chí không tham dự. Thay vào đó, ngay tối hôm sau ông thuê Regency, một nhà hát tương tự ở San Francisco và tự tổ chức buổi công chiếu của mình. Thay vì mời Tom Hanks và Steve Martin , khách mời là những ngôi sao công nghệ ở Thung lũng Silicon như Larry Ellison và Andy Grove. Rõ ràng đó là sân khấu của Jobs; chính ông, chứ không phải Lasseter lên sân khấu để mở màn cho bộ phim.

Hai buổi công chiếu đình đám làm dấy lên một câu hỏi: Vậy thì Toy Story là phim của Disney hay Pixar? Có phải Pixar chỉ đơn thuần là xưởng phim hoạt hình phụ giúp Disney làm phim? Hay Disney đơn thuần là nhà phân phối và tiếp thị giúp Pixar quảng bá cho bộ phim của mình? Câu trả lời nằm ở lưng chừng. Dù thế nào, thì câu hỏi cần đặt ra ở đây là làm thế nào hai cái tôi ngạo nghễ, cụ thể ở đây là của Michael Eisner và Steve Jobs lại có thể trở thành đối tác của nhau như vậy.

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Vấn đề được đặt ra khi Toy Story trở thành bộ phim bom tấn về thương mại và thành công rực rỡ. Bộ phim thu hồi vốn ngay sau tuần đầu tiên trình chiếu, với tiền vé thu được riêng trong nước Mỹ là 30 triệu đô-la, và trở thành bộ phim có doanh thu cao nhất trong năm, đánh bại Batman Forever và Apollo 13 với 192 triệu đô-la doanh thu bán vé trong nước và 326 triệu đô-la trên toàn thế giới. Theo trang web chuyên tổng hợp các bình luận phim Rotten Tomatoes, 100% trong số 73 nhà phê bình được hỏi ý kiến đều đưa ra bình luận tích cực cho bộ phim. Nhà báo Richard Corliss của tạp chí Time cho rằng đó là “câu chuyện sáng tạo nhất năm”, David Ansen của tờ Newsweek tuyên bố đó là một “điều kì diệu” và Janet Masline của tờ New York Times thì giới thiệu bộ phim là “sản phẩm của sự thông minh lạ thường trong số những phim từng sản xuất trong lịch sử Disney.”

Điều duy nhất khiến Jobs nổi điên là những nhà bình luận như Maslin đã dám viết “lịch sử Disney”, chứ không phải là sự xuất hiện của Pixar. Sau khi đọc bài bình luận của cô này, ông quyết định mình sẽ thực hiện một chiến dịch để nâng cao danh tiếng cho Pixar. Khi ông và Lasseter đến chương trình truyền hình Charlie Rose, ông nhấn mạnh rằng Toy Story là phim của Pixar, thậm chí ông còn cố gắng làm nổi bật tính tự nhiên lịch sử của một xưởng phim mới ra đời. “Kể từ khi Nàng Bạch Tuyết và Bảy chú lùn ra đời đến nay, tất cả các studio lớn đều cố gắng xâm nhập thị trường phim hoạt hình, nhưng cũng kể từ đó đến nay, Disney là hãng phim duy nhất cho ra đời những bộ phim hoạt hình trở thành bom tấn,” ông nói với Rose. “Pixar giờ đây đã trở thành studio thứ hai làm được việc đó.”

Jobs xoáy vào điểm Disney chỉ đơn thuần là nhà phân phối cho bộ phim của Pixar. “Ông ta cứ lải nhải ‘Chúng tôi ở Pixar mới là thực chất, còn Disney các anh chỉ là đống rác rưởi,” Michael Eisner nhớ lại. “Nhưng chúng tôi mới là người khiến Toy Story thành công. Chúng tôi định hình bộ phim, và chúng tôi dồn tổng lực vào, từ các nhà tiếp thị tiêu dùng vào kênh Disney, để biến nó trở thành hit.” Jobs đi đến kết luận cho vấn đề cơ bản – Bộ phim thuộc về ai? - sẽ cần phải ngồi xem xét lại bản hợp đồng hơn là nổ ra một cuộc chiến ngôn từ trên báo chí. “Sau thành công của Toy Story,” ông nói, “Tôi nhận ra là mình cần phải tiến hành thoả thuận mới với Disney nếu chúng tôi đã mất công xây dựng một studio và không muốn trở thành lính-đánh-thuê.” Nhưng để có thể ngồi lại với Disney ở thế cân bằng, Pixar cần phải mang tiền đến chồng trước mặt đối tác. Đó là lý do vì sao cần một cuộc IPO thành công.

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Kế hoạch chào bán Pixar ra công chúng phải tiến hành chính xác một tuần sau buổi ra mắt Toy Story. Jobs đã đánh cược rằng bộ phim sẽ thành công, và chấp nhận mạo hiểm “liều ăn nhiều”, thời khắc vàng. Cũng giống IPO của Apple, sự kiện được tổ chức tại trụ sở của bên bảo hiểm chính ở San Francisco lúc 7 giờ sáng, khi các cổ phiếu bắt đầu được chào bán. Theo kế hoạch ban đầu, những cổ phiếu đầu tiên sẽ được chào bán với mức giá 14 đô-la, đó là mức giá đảm bảo sẽ có người mua. Jobs nài nỉ tăng giá lên 22 đô-la, vì như thế công ty sẽ kiếm được nhiều tiền hơn nếu chào bán thành công. Nhưng mọi sự đã diễn ra trên cả mong đợi điên rồ nhất của ông. Nó vượt qua cả Netscape để trở thành vụ chào bán IPO lớn nhất trong năm. Trong nửa giờ đầu, giá cổ phiếu vọt lên 45 đô-la và hoạt động giao dịch bị đình lại bởi vì có quá nhiều người đặt mua. Thậm chí sau đó giá còn cao hơn, lên 49 đô-la, trước khi trở lại mức giá cuối cùng khi kết thúc phiên giao dịch là 39 đô-la.

Đầu năm đó, Jobs đã hi vọng sẽ tìm được một nhà đầu tư mua lại Pixar với giá 50 triệu đô-la, vừa đủ để hoàn số vốn ông đã bỏ ra. Đến cuối năm, với số cổ phiếu ông sở hữu – 80% toàn công ty – đã trị giá nhiều gấp hơn 20 lần con số đó, một con số khổng lồ 1,2 tỷ đô-la. Con số đó nhiều gấp năm lần so với những gì ông thu được khi Apple lên sàn chứng khoán năm 1980. Nhưng Jobs nói với John Markoff của tờ New York Times rằng tiền không nhiều ý nghĩa với ông. “Sẽ chẳng có chiếc du thuyền nào của tôi trong tương lai hết,” ông nói. “Tôi không bao giờ làm những điều này chỉ vì tiền cả.”

Sự thành công nhất của Pixar khi lên sàn chứng khoán đó là họ sẽ không còn phải phụ thuộc tài chính vào Disney để làm phim của mình nữa. Đó chính là cán cân thăng bằng mà Jobs muốn có. “Giờ đây chúng tôi đã có thể góp một nửa chi phí làm phim của chúng tôi, cho nên tôi cũng có thể đòi hỏi một nửa lợi nhuận,” ông nhớ lại. “Nhưng điều quan trọng hơn, tôi muốn hợp tác thương hiệu. Đó sẽ là những bộ phim của cả Pixar và Disney.”

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Jobs đáp máy bay đến để ăn trưa với Eisner đang choáng váng với sự táo bạo của ông. Họ đã từng thoả thuận sẽ làm với nhau 3 bộ phim, và Pixar mới hoàn thành xong một. Bên nào cũng có vũ khí hạng nặng. Sau cuộc chia tay không mấy ngọt ngào với Eisner, Katzenberg đã rời khỏi Disney và trở thành người đồng sáng lập với Steven Spielberg và David Geffen thành lập DreamWorks SKG. Nếu Eisner không chấp nhận thoả thuận mới với Pixar, Jobs nói, thì Pixar buộc lòng phải hợp tác studio khác, như của Katzenberg chẳng hạn, sau khi kết thúc hợp đồng hợp tác 3 phim. “Vũ khí” trong tay Eisner đó là nếu chuyện đó xảy ra, thì Disney có thể tự mình làm các tập tiếp theo của Toy Story, sử dụng nhân vật Woody, Buzz và toàn bộ những nhân vật mà Lasseter đã sáng tạo ra. “Điều đó như thể bán đi chính con cái của mình vậy,” Jobs sau này nhớ lại. “John bắt đầu rơi nước mắt khi ông phải tính đến khả năng đó.”

Vậy nên họ cố công tìm ra cho được một thoả thuận mới. Eisner đồng ý để Pixar góp một nửa vốn trong những bộ phim sau, và đổi lại, được nhận một nửa lợi nhuận. “Ông ta không nghĩ chúng tôi có thể có bao nhiêu sản phẩm đình đám, chính vì thế ông ta nghĩ mình đã tiết kiệm được một số tiền,” Jobs nói. “Rốt cục thì điều đó có lợi cho chúng tôi, bởi vì Pixar có những 10 ý tưởng bom tấn cả thảy.”

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Họ cũng thống nhất với nhau về việc hợp tác thương hiệu, tuy nhiên cũng có rất nhiều cuộc tranh cãi nổ ra để xác định cho rõ. “Quan điểm của tôi xuất phát từ chuyện đó là một bộ phim của Disney cơ mà, nhưng sau đó tôi cũng dịu lại,” Eisner nhớ lại. “Chúng tôi bắt đầu thoả thuận về chuyện chữ Disney sẽ lớn đến mức nào, chữ ‘Pixar” lớn tới mức nào, hệt như mấy đứa bé 4 tuổi vậy.” Nhưng đến đầu năm 1997, họ đã đạt được thoả thuận, với 5 bộ phim trong vòng 10 năm, hai thương hiệu sẽ có kích thước to bằng nhau, như những người bạn, ít nhất là trong thời gian ở bên nhau. “Khi ấy Eisner khá biết điều và công bằng với tôi,” Jobs sau này thừa nhận. “Nhưng thực ra, trong vòng 10 năm tiếp theo, tôi đã đi đến kết luận rằng ông ta là một người đen tối.”

Trong thư gửi cho những cổ đông của Pixar, Jobs giải thích việc thắng được quyền hợp tác thương hiệu ngang nhau với Disney đối với tất cả các bộ phim, cũng như trong quảng cáo và sản xuất đồ chơi chính là yếu tố quan trọng nhất của bản thoả thuận. “Chúng ta muốn Pixar phát triển thành một thương hiệu ngang bằng, có cùng đẳng cấp chiếm được lòng tin như thương hiệu Disney đã làm được,” ông viết như vậy. “Nhưng để Pixar có thể đạt được lòng tin ấy, khán giả phải biết rằng chính Pixar là người sáng tạo ra các bộ phim.” Jobs luôn được biết đến trong suốt sự nghiệp của mình là người tạo ra những sản phẩm vĩ đại. Nhưng điều đó cũng đồng nghĩa với việc ông có khả năng tạo ra những công ty vĩ đại với những thương hiệu giá trị. Và ông đã tạo ra hai công ty tốt nhất trong thời đại của mình: Apple và Pixar.

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Chương 23

LẦN THỨ HAI TRỞ LẠI

Quái thú, rồi cũng đến ngày hiện hình trở lại...

Steve Jobs, năm 1996.

Nhiều thứ xuống dốc

Khi Jobs thành lập công ty máy tính NeXT vào năm 1998 cũng gây rất nhiều tiếng vang. Nhưng năm tiếp theo, khi máy tính của NeXT chính thức xuất hiện trên thị trường, những âm ba trước đó cũng lắng dần xuống. Khả năng mê hoặc, hăm doạ và dẫn dắt báo chí của Jobs đến thời điểm này lại trở nên “lợi bất cập hại”, xuất hiện hàng loạt những câu chuyện khủng hoảng của công ty. “NeXT không có khả năng tương tác với những máy tính khác trong thời kỳ mà ngành công nghiệp này đang tiến tới những hệ thống có khả năng thay thế” phóng viên Bart Ziegler của AP đưa tin. “Chỉ một số ít phần mềm có thể chạy trên NeXT, nên rất khó thu hút được khách hàng.”

NeXT cố gắng tự định vị bản thân như người dẫn đầu trong lĩnh vực mới, máy tính cá nhân dành cho những người muốn phát huy sức mạnh một công cụ làm việc lẫn sự tương tác thân thiện với người dùng của một chiếc máy tính cá nhân. Những khách hàng này thì lại đang chọn cho mình những sản phẩm của công ty phát triển nhanh Sun Microsystems. Doanh thu của NeXT vào năm 1990 là 28 triệu đô-la; doanh thu của Sun năm đó là 2,5 tỷ đô-la. IBM từ bỏ thoả thuận sử dụng phần mềm có bản quyền của NeXT, vì thế Jobs buộc lòng phải làm việc ngược với bản chất của mình: Bất chấp niềm tin sâu sắc vào sự cần thiết phải tạo mối liên hệ mật thiết giữa phần mềm và phần cứng, đến tháng Một năm 1992, ông đồng ý cung cấp bản quyền hệ điều hành NeXTSTEP để sử dụng trên những máy tính khác.

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Đã có một người lên tiếng bảo vệ Jobs, lạ lùng thay, người đó chính là Jean-Louis Gassée, hai người đã từng có va chạm khủng khiếp khi Jobs bị thay thế bởi Gassée, sau đó, chính ông này cũng bị “đá” ra khỏi công ty. Gassée đã viết một bài báo ca ngợi tính sáng tạo trong các sản phẩm của NeXT. “NeXT có thể không phải là Apple,” Gassée lập luận, “nhưng Steve vẫn là Steve.” Vài ngày sau, vợ của ông nghe tiếng gõ cửa và chạy lên báo tin rằng Jobs đang đợi dưới lầu. Ông cảm ơn Gassée vì bài báo và mời ông tới tham dự sự kiện mà Andy Grove của Intel cũng tham dự, ở đó Jobs sẽ công bố NeXTSTEP sẽ được tích hợp vào nền tảng của IBM/Intel. “Tôi ngồi cạnh cha của Steve, Paul Jobs, một người toát lên phẩm chất đáng kính,” Gassée nhớ lại. “Ông ấy đã nuôi dạy một người con lạ lùng, nhưng ông rất tự hào và hạnh phúc khi thấy cậu ấy đứng chung sân khấu với Andy Grove.”

Một năm sau, Jobs không thể không triển khai một bước nữa tiếp theo: Từ bỏ sản xuất phần cứng cùng lúc với phần mềm. Đây là một quyết định đau đớn, cũng trùng khớp với thời điểm ông vừa từ bỏ sản xuất phần cứng ở Pixar. Đối với Jobs, mọi phương diện của sản phẩm đều được ông quan tâm, nhưng phần cứng lại là một niềm đam mê đặc biệt. Ông nhiệt huyết với những thiết kế tuyệt hảo, bị ám ảnh về việc sản xuất của từng chi tiết, và dành nhiều giờ đồng hồ chỉ để ngắm những chú rô-bốt tạo ra những chiếc máy hoàn hảo. Nhưng giờ đây ông phải cho đến hơn một nửa số người làm nghỉ việc, bán nhà máy yêu quí của mình cho Canon (mà sau này được bán đấu giá cho một công ty nội thất vớ vẩn), và tự hài lòng bản thân với một công ty chỉ chuyên đi cung cấp hệ điều hành có bản quyền cho những nhà sản xuất ra những chiếc máy chán ngắt.

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Đến giữa những năm 1990, Jobs đã tìm thấy niềm vui trong cuộc sống gia đình mới và và tận hưởng chiến thắng vang dội trong lĩnh vực kinh doanh điện ảnh, nhưng ông thất vọng biết mấy về ngành công nghiệp máy tính cá nhân. “Hầu như chẳng còn chút sáng tạo nào nữa,” ông nói với Gary Wolf của tờ Wired vào cuối năm 1995. “Microsoft thống trị từng đổi mới dù nhỏ nhất. Apple đã bại trận. Thị trường máy tính để bàn đã bước vào thời kì đen tối.”

Trong một cuộc phỏng vấn với Tony Perkin và các biên tập viên của tờ Red Herring, ông cũng bộc lộ sự rầu rĩ. Đầu tiên ông phô bày phần “Steve Xấu Xa” trong cá tính của mình. Sau khi Perkin và các đồng nghiệp vừa đến không bao lâu, Jobs lẻn ra khỏi nhà từ cửa hậu để “đi dạo một chút”, và 45 phút sau mới chịu quay trở lại. Khi nhiếp ảnh gia của tạp chí bắt đầu chụp hình, bất chợt ông quay ra mỉa chế nhạo cô và bắt cô dừng lại. Sau này Perkins nhận xét “Giảo quyệt, ích kỷ bản vị, thô lỗ cục cằn, chúng tôi không thể hình dung nổi cái động cơ nào phía sau sự điên khùng của ông ta.” Cuối cùng, khi ông đã yên vị để trả lời phỏng vấn, ông đã nói từng mong đợi các trang web có thể làm điều gì đó dù nhỏ nhất để chống lại sự thống trị của Microsoft. “Windows đã thắng,” ông nói. “Nó đánh bại Mac, tệ hại hơn, nó đánh thắng cả UNIX, đánh bại cả OS/2. Một sản phẩm hạ đẳng đã thắng.”

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Apple xuống dốc

Vài năm sau khi Jobs bị hất cẳng, Apple tiếp tục vận hành băng băng do kiếm được lợi nhuận cao dựa vào vị thế thống trị thị trường sản xuất máy tính hiện thời. Choáng ngợp với cảm giác như một thiên tài, vào năm 1987, John Sculley đã đưa ra một loạt những tuyên bố mà ngày nay nhắc lại nghe hơi ngượng ngùng. Jobs đã từng muốn Apple “trở thành một công ty sản xuất hàng tiêu dùng tuyệt vời,” Sculley viết. “Đây là một kế hoạch trên cung trăng… Apple không bao giờ có thể trở thành một công ty sản xuất hàng tiêu dùng hàng loạt… Chúng ta không thể bẻ cong thực tế để theo đuổi giấc mơ thay đổi thế giới… Công nghệ cao không thể được thiết kế và bán như một món hàng tiêu dùng bình dân được.”

Jobs thất kinh. Ông trở nên giận dữ và khinh bỉ khi Sculley chính là người khiến Apple dần đánh mất vị thế và thị phần trên thị trường vào những năm đầu 1990. “Sculley đã huỷ hoại Apple bằng việc mang về những con người thối nát và những giá trị thối nát,” Jobs sau này đã đau xót nói như vậy. “Họ chỉ quan tâm tới việc kiếm tiền – chủ yếu là cho bản thân họ, và sau đó là cho Apple – hơn là tạo ra những sản phẩm tuyệt vời.” Ông cảm thấy rõ việc Sculley mải chạy theo lợi nhuận mà không chú tâm đến chuyện chiếm thêm thị phần. “Macintosh thua Microsoft bởi vì Sculley chỉ chăm chú đến việc vắt kiệt lợi nhuận hơn là phát triển sản phẩm và làm cho nó trở nên tốt hơn.” Hậu quả là, lợi nhuận cũng vì thế mà dần biến mất.

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Microsoft phải mất vài năm để đạt được biểu đồ lượng người dùng như Macintosh, nhưng đến năm 1990, họ đã cho ra Windows 3.0, mở đầu cho công cuộc chiếm lĩnh vị trí thống trị trên thị trường máy tính. Windows 95, ra mắt năm 1995 trở thành hệ điều hành thành công nhất từ trước tới này, và doanh số bán hàng của Macintosh bắt đầu sụp đổ. “Microsoft chỉ đơn giản là bắt chước những gì mà người khác đã làm,” sau này Jobs đã nói như vậy. “Apple xứng đáng có được vị trí ấy. Sau khi tôi ra đi, nó không hề phát minh ra cái gì mới. Mac thì rất khó nâng cấp. Nên nó trở thành mục tiêu dễ ngoạm của Microsoft.”

Sự thất vọng đối với Apple càng thể hiện rõ khi ông đến nói chuyện cho câu lạc bộ Trường Kinh doanh Stanford ở nhà một sinh viên, anh này đề nghị ông ký tặng vào chiếc bàn phím Macintosh. Jobs đồng ý với điều kiện ông có thể cậy bỏ những phím mới được lắp thêm vào bàn phím của Mac sau khi ông ra đi. Ông lấy chìa khoá ô tô và nậy 4 phím mũi tên lên, đó là những phím trước đây ông từng cấm chỉ, cũng như các phim ở hàng trên như F1, F2, F3… những phím chức năng. “Đã có lúc tôi đang thay đổi thế giới một bàn phím,” ông ngây mặt và nói. Sau đó ông ký tên vào cái bàn phím nham nhở.

Trong kì nghỉ Giáng sinh năm 1995 ở làng Kona, Hawai, Jobs đi dạo trên bờ biển với người bạn thân Larry Ellison, vị chủ tịch lâu năm của Oracle. Họ bàn luận về việc thu mua cổ phiếu của Apple và hồi phục vị trí đứng đầu cho Jobs. Ellison nói ông có thể đóng góp tài chính 3 tỷ đô-la: “Tôi sẽ mua lại Apple, anh sẽ có 25% cổ phiếu và ngay lập tức trở thành CEO, và chúng ta có thể khôi phục lại thời hoàng kim của nó.” Nhưng Jobs kịch liệt phản đối. “Tôi cho rằng mình không phải loại người đâm thọc như thế,” ông giải thích. “Nếu họ đề nghị tôi trở lại, mọi chuyện sẽ rất khác.”

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Đến năm 1996, thị phần của Apple trên thị trường đã giảm xuống còn 4% so với mức cao 16% vào cuối những năm 1980. Michael Spindler, vị giám đốc chi nhánh Apple ở châu Âu, người gốc Đức lên thay thế vị trí CEO của Sculley vào năm 1993, đã cố gắng bán công ty cho Sun, IBM và Hewlett-Packard. Không thành công, ông ta bị sa thải vào tháng Hai năm 1996 và thay thế bằng Gil Amelio, một kĩ sư nghiên cứu từng là CEO của Viện Bán dẫn Quốc gia Mỹ. Trong năm đầu tiên, công ty mất 1 tỷ đô-la và giá cổ phiếu, đã từng ở mức giá 70 đô-la vào năm 1991 đã tụt xuống còn 14 đô-la, trong khi thời điểm này bong bóng công nghệ vẫn còn đang đẩy giá của những cổ phiếu khác lên cao.

Amelio không phải là người hâm mộ Jobs. Họ gặp nhau lần đầu vào năm 1994, ngay sau khi Amelio được bầu vào hội đồng quản trị Apple. Jobs gọi điện cho ông ta và thông báo, “Tôi muốn ghé thăm và gặp anh.” Amelio mời ông qua văn phòng của mình ở Viện Bán dẫn Quốc gia, và sau này, ông kể lại rằng đã nhìn thấy Jobs qua cửa kính phòng làm việc khi Jobs đến. Ông ấy trông “giống một võ sĩ quyền anh, hung hăng những cũng rất mực thanh tao, hoặc như một con mèo rừng duyên dáng đang sẵn sàng nhảy lên vồ mồi.” Sau vài phút chuyện trò – lâu hơn những cuộc nhập đề thông thường của Jobs – ông đột ngột nói ra lý do của cuộc viếng thăm. Ông muốn Amelio giúp đỡ mình trở lại làm CEO Apple. “Chỉ có một người có thể tập hợp đám tàn quân của Apple,” Jobs nói, “người duy nhất có thể thu xếp lại công ty.” Thời kỳ đỉnh cao của Macintosh đã qua rồi, Jobs lập luận, và giờ là lúc Apple phải tạo ra một cái gì đó mới, hay đơn giản là một sự đổi mới.

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“Nếu như Mac chết thì cái gì sẽ thay thế cho nó đây?” Amelio hỏi. Câu trả lời của Jobs không gây được ấn tượng với Amelio. “Dường như Steve không có câu trả lời rõ ràng,” sau này Amelio kể lại. “Có vẻ như ông ấy vừa nói đùa.” Amelio cảm thấy mình đang được chứng kiến hiện thực cay đắng của Jobs và cảm thấy may mắn vì không thuộc về hiện thực ấy. Không khách sáo, ông mời Jobs ra khỏi văn phòng của mình.

Nhưng đến mùa hè năm 1996, Amelio nhận thấy ông ta mắc phải một vấn đề nghiêm trọng. Apple đang bị mắc kẹt giữa hi vọng tạo ra một hệ điều hành mới, gọi là Copland, nhưng Amelio cũng sớm nhận ra sau khi trở thành CEO đó là Apple đang ngập trong một đống những vấn đề lùm xùm, trong đó không thể đáp ứng được yêu cầu phải có một mạng lưới và bảo mật tốt hơn, cũng như không thể sẵn sàng ra mắt vào năm 1997 như kế hoạch. Ông công khai hứa hẹn sẽ sớm tìm ra một phương án thay thế. Nhưng vấn đề là ông ta chẳng có giải pháp nào.

Vậy là Apple cần có một đối tác có thể cung cấp một hệ điều hành ổn định, một ứng cử viên là UNIX-like và phải có một một ứng dụng theo định hướng nhiều lớp. (Có một công ty rõ ràng có thể cung cấp một phần mềm như thế - NeXT – nhưng cũng phải mất một khoảng thời gian thì Apple mới để ý đến phương án đấy).

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Đầu tiên Apple định kết hợp với một công ty do Jean-Louis Gassée thành lập, tên là Be. Gassée đã bắt đầu đàm phán thoả thuận bán Be cho Apple, nhưng đến tháng Tám năm 1996, ông đòi hỏi quá mức với Amelio ở Hawai. Ông muốn mang nhóm 50 người của mình đến Apple, và đòi hỏi 15% cổ phần của công ty, trị giá khoảng 500 triệu đô-la. Amelio choáng váng. Apple định giá Be khoảng 50 triệu đô-la. Sau vài lần mặc cả qua lại, Gassée chỉ chấp nhận quay trở lại đàm phán nếu giá đề nghị từ 275 triệu đô-la trở lên. Ông nghĩ rằng Apple chẳng có lựa chọn nào khác. Trở lại với Amelio, Gassée nói: “Tôi đã đánh đổi tất cả để có nó, và tôi sẽ vắt kiệt nó cho đến tận cùng thì thôi.” Điều này không làm Amelio hài lòng.

Giám đốc công nghệ của Apple, Ellen Hancock đưa ra phương án mua phần mềm UNIX trên nền tảng Solaris của Sun, cho dù phần mềm này không có giao diện tương tác người dùng thân thiện lắm. Amelio bắt đầu nảy sinh ý nghĩ sử dụng phần mềm Microsoft Windows NT, nhưng phải sắp đặt lại một chút giao diện cho phù hợp với vẻ ngoài và cảm giác của một máy Mac, mà vẫn tương thích người dùng của Windows. Bill Gates rất hào hứng với ý tưởng này và bắt đầu gọi điện thoại riêng cho Amelio.

Tất nhiên, vẫn còn một phương án nữa. Hai năm trước đó, cây viết chuyên mục của tạp chí Macworld (đồng thời là cựu kĩ sư phần mềm) Guy Kawasaki cho đăng một bài báo châm biếm lấy ý tưởng Apple mua lại NeXT và đưa Jobs trở lại làm CEO. Trong đó có đoạn Mike Markkula “nhại” lại lời của Jobs khi hỏi, “Anh muốn dành cả phần đời còn lại để bán thứ UNIX bọc đường này, hay muốn thay đổi thế giới?” Jobs trả lời, “Bởi vì giờ đây tôi đã là một người cha, tôi cần một nguồn thu nhập ổn định.” Bài báo còn nhận xét rằng “với kinh nghiệm của ông ấy ở NeXT, ông ta được kì vọng sẽ biết khiêm nhường hơn khi trở lại Apple.” Bài báo cũng trích lời của Bill Gates nói giờ sẽ chẳng có sáng tạo nào của Jobs để Microsoft có thể sao chép nữa. Tất cả mọi thứ chỉ là đùa cợt, tất nhiên. Nhưng thực tế theo cách nào đó cũng phản ánh đúng như câu chuyện trào phúng.

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Tiến về Cupertino

“Có ai đủ thân với Steve để gọi điện thoại nói với ông ta chuyện này không?” Amelio hỏi nhân viên của mình. Bởi vì cuộc chạm trán giữa hai người cách đây hai năm đã kết thúc một cách tệ hại, nên Amelio không muốn là người gọi điện cho Jobs trước. Nhưng hoá ra là ông không cần phải làm như vậy. Vù một cái, Apple cũng đã nhận được tin đáp lại từ NeXT. Một nhân viên tiếp thị bậc trung ở NeXT, Garrett Rice đã nhấc điện thoại lên, và chẳng cần tham khảo Jobs, cô gọi thẳng đến cho Ellen Hancock để xem hai bên có hứng thú xem xét phần mềm này hay không. Cô cử một người đến gặp ông.

Đến lễ Tạ ơn năm 1996, hai công ty đã bắt đầu những cuộc trao đổi ở tầm trung, và Jobs đã nhấc điện thoại lên gọi trực tiếp cho Amelio. “Tôi đang trên đường sang Nhật Bản, nhưng một tuần nữa tôi sẽ trở về và tôi muốn gặp anh ngay khi tôi trở lại,” ông nói. “Đừng đưa ra quyết định nào cho đến khi chúng ta gặp nhau.” Amelio, bất chấp lần gặp gỡ trước đó với Jobs, cảm thấy vui mừng khi nghe tin từ Jobs và mở ra khả năng làm việc với nhau. “Đối với tôi, cú gọi của Steve giống như thứ rượu vang ngon nhất mà tôi từng được nếm,” ông nhớ lại. Ông quyết định chắc chắn mình sẽ không thoả thuận gì với Be hoặc bất cứ ai khác trước khi họ gặp nhau.

Đối với Jobs, cuộc chiến chống lại Be vừa mang tính công việc, vừa mang tính cá nhân. NeXT đang xuống dốc và kì vọng được Apple mua lại trở thành con đường hồi sinh. Thêm nữa, Jobs vẫn giữ trong lòng mối hận đôi khi bùng cháy, và Gassée là một trong số những người gần đứng đầu danh sách, bất chấp sự thực là họ đã gần như làm lành khi Jobs ở NeXT. “Gasseé là một trong số ít những người mà trong đời mình tôi có thể nói là thực sự xấu xa,” Jobs sau này nhấn mạnh, một cách thiếu công bằng. “Hắn đã ‘đâm lén’ tôi hồi năm 1985.” Sculley, theo đánh giá của Jobs, là ít ra cũng quân tử hơn khi tấn công trực diện.

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Ngày 2 tháng 12 năm 1996, Steve Jobs đặt chân đến trụ sở Cupertino của Apple lần đầu tiên sau 11 năm bị hất cẳng khỏi đây. Trong phòng họp điều hành, ông gặp Amelio và Hancock để thoả thuận về NeXT. Một lần nữa, ở chính chiếc bảng trắng ấy trong phòng họp, ông lại vẽ lên đó những ý tưởng, lần này bài thuyết trình của ông nói đến bốn đợt sóng của hệ thống máy tính sẽ ập đến, ít nhất là trong niềm tin vững chắc của ông, với NeXT. Chưa bao giờ những gì ông nói lại trở nên cuốn hút đến thế, nhất là khi ông đang nói chuyện với hai người mà ông chẳng hề tôn trọng. Ông vung tay múa chân vờ như đang thành thực nhất. “Đây có thể là một ý tưởng hoàn toàn điên rồ,” ông nói, nhưng nếu họ thấy nó hấp dẫn, “Tôi sẽ thảo ra bất cứ thoả thuận nào các ông muốn – bản quyền phần mềm, bán lại công ty, bất cứ điều gì.” Trên thực tế, ông nhắm tới việc bán tất, và ông thúc đẩy cách tiếp cận ấy. “Nếu các ông cân nhắc kĩ, các ông sẽ thấy mình muốn nhiều hơn chứ không chỉ phần mềm của tôi,” ông bảo họ. “Các ông sẽ muốn mua cả công ty và lấy toàn bộ nhân viên.”

Vài tuần sau Jobs và gia đình đến Hawai để nghỉ Giáng sinh. Larry Ellison cũng ở đó, như hằng năm vẫn thế. “Ông biết không, Larry, tôi nghĩ mình đã tìm ra con đường trở lại Apple và nắm quyền kiểm soát mà không cần ông phải mua nó,” Jobs nói trong khi họ đi dạo cùng nhau bên bờ biển. Ellison nhớ lại, “Anh ta giải thích chiến lược của mình, trong đó Apple sẽ mua NeXT, sau đó anh ta sẽ có mặt trong hội đồng quản trị và chỉ cách chiếc ghế CEO có một bước chân.”

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Ellison nghĩ rằng Jobs đã quên mất con át chủ bài. “Nhưng Steve, có một thứ mà tôi không hiểu,” ông nói. “Nếu không mua công ty ấy, thì chúng ta kiếm tiền bằng cách nào?” Đó chính là điểm thể hiện ham muốn của hai người khác nhau đến mức nào. Jobs đặt tay lên vai trái của Ellison và kéo ông lại gần mình, đến mức mũi của hai người suýt chạm nhau và nói, “Larry, đây là lí do rất quan trọng giải thích vì sao tôi là bạn của ông. Ông không cần thêm tiền nữa.”

Ellison nhớ lại câu trả lời của ông gần như một lời rên rỉ: “Phải, tôi có thể không cần tiền nữa, nhưng tại sao một số quĩ quản lý ở Fedelity vẫn kiếm được tiền? Tại sao những người khác lại kiếm được tiền? Tại sao lại không phải là chúng ta?”

“Tôi nghĩ nếu tôi trở lại Apple, và tôi không sở hữu cái gì của Apple, và ông cũng không sở hữu cái gì của Apple, thì tôi sẽ làm việc vì tự ái nghề nghiệp” Jobs nhớ lại.

“Steve, cái tự ái nghề nghiệp ấy quá đắt đỏ,” Ellison nói. “Nghe này, Steve, cậu là bạn thân nhất của tôi, và Apple là công ty của cậu. Tôi sẽ làm bất cứ điều gì cậu muốn.” Mặc dù sau này Jobs nói thời điểm ấy ông không hề có ý thâu tóm Apple, nhưng Ellison nghĩ rằng điều đó là không tránh khỏi. “Bất cứ ai ngồi quá 30 phút với Amelio cũng đều nhận ra rằng anh ta chẳng làm nên trò trống gì, ngoại trừ việc tự huỷ hoại,” sau này ông nói.

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Cuộc cạnh tranh công nghệ giữa NeXT và Be diễn ra ở khách sạn Garden Court ở Palo Alto vào ngày 10 tháng Mười hai, trước sự chứng kiến của Amelio, Hancock và 6 vị lãnh đạo cấp cao của Apple. NeXT trình bày trước, có Avie Tevanian trình diễn chức năng của phần mềm, còn Jobs thể hiện tài năng thiên bẩm của một người bán hàng. Phần mềm của họ có thể trình chiếu 4 video clip cùng một lúc trên màn hình, có khả năng tích hợp truyền thông đa phương tiện và kết nối với Internet. “Khả năng giới thiệu hệ điều hành NeXT của Jobs thực sự đáng kinh ngạc,” Amelio thừa nhận. “Ông ấy thể hiện sự nhẫn nại và sức mạnh đáng kinh ngạc, như thể vừa trình diễn vai của Olivier, vừa đóng vai Macbeth.”

Gassée đến sau và hành động như thể hợp đồng đã nằm trong lòng bàn tay. Ông không đưa ra bài trình diễn mới nào. Ông chỉ nói đơn giản là Apple đã biết khả năng của Be Os rồi, và hỏi họ có muốn hỏi thêm điều gì không. Rất ngắn gọn. Trong khi Gasseé trình bày, Jobs và Tevanian đi dạo quanh mấy phố ở Palo Alto. Một lúc sau, họ bắt gặp một trong số những lãnh đạo của Apple cũng tham dự cuộc họp hôm đó. “Các anh sẽ thắng vụ này”, ông ta bảo họ.

Tevanian sau này kể lại rằng chẳng có gì đáng ngạc nhiên: “Chúng tôi có công nghệ tốt hơn, có giải pháp trọn vẹn và chúng tôi có Steve.” Amelio biết rằng mang Jobs trở lại nguy hiểm như chơi con dao hai lưỡi, nhưng đưa Gassée về thì cũng vậy cả thôi. Larry Teslter, một trong những công thần của Macintosh từ những ngày đầu thành lập cũng nói với Amelio rằng ông chọn NeXT, nhưng nói thêm, “Dù anh chọn công ty nào, thì anh cũng đang đưa người về để chiếm chiếc ghế của anh, Steve hoặc Jean-Louis.”

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Amelio chọn Jobs. Ông gọi cho Jobs để thông báo ông đã lên kế hoạch đề nghị hội đồng quản trị của Apple cho ông ta quyền đàm phán giá mua NeXT. Anh có muốn tham dự cuộc họp không? Jobs trả lời có. Khi Jobs bước vào, và nhìn thấy Mike Markkula, khoảnh khắc đó mang rất nhiều cảm xúc. Họ đã không nói chuyện với nhau kể từ khi Markkula, người từng là sư phụ, là thủ lĩnh của Jobs đứng về phía Sculley hồi năm 1985. Jobs lại gần và bắt tay ông.

Jobs mời Amelio đến nhà ở Palo Alto để họ có thể đàm phán trong không khí thoải mái hơn. Khi Amelio đến bằng chiếc Mercedes cổ điển đời 1973, Jobs đã rất ấn tượng; ông thích chiếc xe. Trong phòng bếp, lúc ấy cuối cùng cũng đã được sửa chữa xong, Jobs đặt ấm đun nước lên bếp để pha trà và họ ngồi với nhau bên chiếc bàn gỗ đối diện lò nướng pizza. Phần đàm phán tài chính diễn ra rất êm; Jobs không mắc sai lầm nói vống giá như Gassée. Ông đề nghị Apple trả 12 đô-la cho một cổ phiếu của NeXT. Như vậy tổng giá trị sẽ khoảng 500 triệu đô-la. Amelio nói giá như vậy quá cao, và ông hạ xuống 10 đô-la trên một cổ phần, hoặc 400 triệu đô-la. Không giống Be, NeXT đã có sản phẩm thực, có doanh thu thực và một đội ngũ tốt, nhưng Jobs đã vô cùng kinh ngạc và hài lòng với con số đó. Ông chấp thuận ngay lập tức.

Có một điểm kẹt lại khi Jobs muốn được trả ngay bằng tiền mặt. Amelio thuyết phục rằng ông cần thời gian để “hiểu cuộc chơi” và thu được tiền cổ phiếu đã, nên ông muốn sẽ trả sau ít nhất một năm. Jobs không chịu. Cuối cùng, họ thoả hiệp: Jobs sẽ nhận 120 triệu tiền mặt và 37 triệu tiền cổ phiếu, và cam kết sẽ phải giữ cổ phiếu trong vòng ít nhất 6 tháng.

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Như thường lệ, Jobs muốn hai người có thể vừa đi bộ, vừa trò chuyện. Trong khi họ đi vòng vòng quanh Palo Alto, ông nói thẳng ý định muốn được chỉ định vào ban giám đốc của Aple. Amelio cố gắng tránh điều này, và nói đã có quá nhiều bài học lịch sử khi làm một cái gì đó nhanh quá. “Gil, điều này rất đau đớn,” Jobs nói. “Đây từng là công ty của tôi. Tôi đã bị đẩy ra ngoài kể từ cái ngày khủng khiếp ấy, bởi Sculley.” Amelio nói ông hiểu điều đó, nhưng ông không chắc ban giám đốc có đồng ý không. Trước khi bắt đầu cuộc đàm phán với Jobs, ông đã viết mấy chữ vào tờ giấy nhớ “tiến lên phía trước bằng cái đầu lạnh của một người lính” và “cưỡng lại sức hút.” Nhưng khi đi dạo, ông ấy, cũng như rất nhiều người khác, đã rơi vào mê hồn trận của Jobs. “Tôi đã bị mê hoặc bởi năng lượng và nhiệt huyết của Steve,” ông nhớ lại.

Sau khi đi dạo vòng vòng qua mấy con đường, họ trở về nhà vừa đúng lúc Laurene và lũ trẻ về đến nhà. Tất cả bọn họ đều chúc mừng cuộc đàm phán dễ dàng, sau đó Amelio ra về trên chiếc xe của mình. “Ông ta đối đãi với tôi như thể chúng tôi là những người bạn lâu năm,” Amelio nhớ lại. Thực sự thì Jobs có cách để làm điều đó. Sau này, khi Jobs bày mưu hất cẳng mình, Amelio đã nhìn lại cách đối xử thân tình của Jobs ngày đó với mình và băn khoăn suy nghĩ, “Khi tôi đau đớn nhận ra, thì tôi biết đó chính là một bộ mặt trong con người phức tạp đến cực đoan ấy.”

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Sau khi thông báo với Gassée về việc Apple sẽ mua NeXT, Amelio phải đối diện với một nhiệm vụ còn khó khăn hơn thế: thông báo với Bill Gates. “Ông ấy trợn tròn mắt lên,” Amelio nhớ lại. Gates cũng thấy điều đó thật nực cười, nhưng có lẽ là không quá ngạc nhiên khi biết Jobs thắng vụ này. “Anh thực sự nghĩ Jobs có gì ở đó sao?” Gates hỏi Amelio. “Tôi biết công nghệ của ông ta, chẳng có gì ngoài phần mềm UNIX được “làm nóng” lại, và anh sẽ chẳng bao giờ có thể khiến nó hoạt động trên máy tính của mình.” Gates, cũng như Jobs, luôn có cách làm việc của riêng mình và ông ấy làm như sau trong tình huống này: “Anh không biết Steve chẳng biết gì về công nghệ à? Hắn ta chỉ là một tay bán hàng giỏi. Tôi không thể tin được anh lại có thể ra một quyết định ngu ngốc đến vậy… Hắn ta có biết quái gì về kĩ sư đâu, và 99% những gì hắn nói và nghĩ đều sai lè. Thế quái nào mà anh lại đi mua đống rác ấy về nhỉ?”

Vài năm sau, khi tôi hỏi lại chuyện này, Gates không nhớ rằng mình đã từng bực đến vậy. Trong thương vụ của NeXT, ông lập luận, không mang lại cho Apple một hệ điều hành mới. “Amelio đã trả rất nhiều tiền để mua NeXT, và thẳng thắn mà nói, NeXT OS chưa bao giờ được đưa ra dùng thực sự.” Nhưng thay vào đó, thương vụ đã kết thúc bằng việc đưa được Avie Tevanian về, anh là người có thể giúp hệ điều hành hiện tại của Apple phát triển đến mức cuối cùng nó cũng tương thích với phần chủ chốt trong công nghệ của NeXT. Gates thừa biết hợp đồng đó nhằm đưa Jobs trở về với quyền lực. “Nhưng đó chính là trò đùa của số phận,” ông nói. “Cuối cùng họ đã mua về một gã mà hầu hết mọi người đều không thể ngờ rằng đó là một CEO tuyệt vời, bởi vì hắn ta không có nhiều kinh nghiệm trong việc này, nhưng đó lại là một anh chàng cực kì sáng chói với gu thẩm mỹ tuyệt vời trong thiết kế và công nghệ. Anh ta đủ biết tiết chế sự điên rồ của mình để được chỉ định vào ghế quyền Tổng Giám Đốc Điều Hành.”

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Bất chấp những gì Ellison và Gates suy nghĩ, Jobs có những cảm xúc mâu thuẫn sâu sắc về điều khiến ông muốn trở lại vị trí thủ lĩnh của Apple, ít nhất là khi Amelio còn ở đó. Vài ngày trước khi thương vụ NeXT chuẩn bị được công bố, Amelio đề nghị Jobs làm việc toàn thời gian tại Apple và đảm nhiệm vị trí phát triển hệ điều hành. Jobs, tuy vậy, vẫn giữ thái độ lảng tránh đề nghị của Amelio.

Cuối cùng, đã đến ngày như lịch trình là phải đưa ra tuyên bố chính thức, Amelio gọi Jobs vào. Ông cần một câu trả lời. “Steve, có phải anh chỉ muốn lấy tiền và rời khỏi đây?” Amelio hỏi. “Nếu đó là điều anh muốn thì cũng không sao.” Jobs không trả lời; mà chỉ nhìn trân trân. “Anh chỉ muốn là một nhân viên? Hay một nhà cố vấn?” Một lần nữa Jobs vẫn im lặng. Amelio đi ra ngoài và túm lấy luật sư của Jobs, Larry Sonsini và hỏi ông nghĩ Jobs muốn gì. “Chịu thôi,” Sonsini nói. Thế là Amelio quay lại, đóng cửa vào và cố thử hỏi thêm một lần nữa. “Steve, anh đang nghĩ gì vậy? Anh cảm thấy thế nào? Xin anh, tôi cần một quyết định ngay.”

“Cả đêm qua tôi không hề chợp mắt,” Jobs trả lời.

“Tại sao? Vấn đề là gì?”

“Tôi nghĩ đến tất cả những gì đã diễn ra, về thoả thuận mà chúng ta vừa kí, và đột nhiên tất cả mọi thứ ùa về với tôi. Bây giờ, tôi cảm thấy thực sự mệt mỏi và suy nghĩ không mạch lạc. Tôi chỉ không muốn bị hỏi thêm bất cứ câu nào nữa.”

Amelio nói điều đó là không thể. Ông cần phải nói một điều gì đó.

Cuối cùng Jobs trả lời, “Nghe này, nếu anh cần phải nói cho họ điều gì, thì hãy nói cố vấn cho chủ tịch.” Và đó là những gì Amelio đã làm.

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Tuyên bố được đưa ra vào tối ngày hôm đó – 20 tháng Mười Hai năm 1996 – trước 250 nhân viên hồ hởi tại tổng hành dinh của Apple. Amelio đã làm như Jobs yêu cầu và mô tả vị trí mới của ông chỉ đơn thuần là một cố vấn bán thời gian. Thay vì xuất hiện từ hai bên cánh gà, Jobs đi vào từ phía sau hội trường và đi nhanh xuống hai bên. Amelio nói với đám đông rằng Jobs hơi mệt nên sẽ không phát biểu gì, nhưng sau đó, ông được tiếp thêm năng lượng bởi sự chào đón của mọi người. “Tôi rất phấn khích,” Jobs nói. “Tôi đang rất mong chờ được gặp gỡ những đồng nghiệp cũ.” Louise Kehoe của tờ Financial Times lên sân khấu sau đó và hỏi Jobs, nhưng nghe như một lời buộc tội, có phải việc ông quay trở lại là để thôn tính Apple không. “Ồ không, Louise,” Jobs nói. “Bây giờ đã có rất nhiều thứ khác bước vào cuộc đời của tôi. Tôi có một gia đình. Tôi dồn tâm sức cho Pixar. Thời gian của tôi có hạn, nhưng tôi hi vọng mình có thể chia sẻ một vài ý tưởng.”

Ngày hôm sau Jobs lái xe đến Pixar. Ông ngày càng trở nên yêu mến nơi này, và ông muốn báo cho mọi người biết rằng ông sẽ vẫn tiếp tục là chủ tịch và tiếp tục dồn tâm sức hết mức cho Pixar. Nhưng những người ở Pixar rất hạnh phúc khi thấy ông trở lại Apple, dù chỉ làm bán thời gian; Jobs bớt tập trung cho Pixar có khi lại là một điều hay. Ông rất có ích khi có một vụ thương thảo lớn, nhưng cũng trở nên rất nguy hiểm nếu dư quá nhiều thời gian. Ngày hôm đó, khi ông đến Pixar, ông bước vào phòng làm việc của Lasseter và giải thích rằng dù chỉ là một cố vấn cho Apple thì cũng tốn rất nhiều thời gian của ông. Ông nói muốn nhận lời chúc phúc của Lasseter. “Tôi đã miên man nghĩ về việc điều này có thể lấy mất thời gian bên gia đình của tôi, và cả thời gian tôi dành cho những người thân của mình ở Pixar,” Jobs nói. “Nhưng lý do duy nhất tôi muốn làm việc này đó là, thế giới sẽ tốt đẹp hơn với Apple trong đó.”

Lasseter mỉm cười hiền hậu. “Anh đã có được lời chúc phúc của tôi,” ông nói.

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Chương 24

SỰ TRỞ LẠI

Kẻ thua cuộc trở thành người chiến thắng

Amelio gọi Wozniak khi Jobs quay trở lại, 1997.

Phía sau hậu trường

“Hiếm khi bạn thấy một nghệ sĩ ở tuổi 30 hay 40 có thể thực sự đóng góp một điều gì đó phi thường,” Jobs đã bày tỏ điều đó khi chuẩn bị bước qua tuổi 30.

Điều đó đúng với Jobs ở độ tuổi 30, trong thập niên tính từ khi ông rời khỏi Apple năm 1985. Nhưng khi bước sang tuổi 40, năm 1995, ông đã có bước nhảy vọt. Toy Story được phát hành trong năm đó, và năm sau nữa Apple mua lại NeXT đồng thời đề nghị ông quay trở lại công ty do chính mình sáng lập. Khi quay trở lại Apple, Jobs đã chứng minh rằng ngay cả những người qua tuổi 40 vẫn có thể là những nhà sáng chế tuyệt vời. Từng thay đổi những chiếc máy tính cá nhân ở độ tuổi 20, giờ đây ông tiếp tục làm điều tương tự cho máy nghe nhạc, mô hình kinh doanh của ngành công nghiệp thu âm, điện thoại di động, ứng dụng, máy tính bảng, sách, và ngành báo chí.

Jobs từng nói với Larry Ellison rằng chiến lược để quay lại của mình là bán NeXT cho Apple, được bổ nhiệm vào hội đồng quản trị, và ở đó sẵn sàng khi CEO Gil Amelio gặp thất bại. Ellison có thể cảm thấy bối rối khi Jobs khăng khăng việc ông không có động lực về tiền bạc, nhưng điều đó có phần đúng. Ông không có nhu cầu thôn tính rõ ràng như của Ellison hay mong muốn từ thiện của Gates và cũng không có ham muốn xem mình có thể leo cao cỡ nào trên danh sách của Forbes. Thay vào đó, cái tôi và những nhu cầu cá nhân của ông hướng tới sự thỏa mãn khi tạo ra những thành tựu khiến người ta phải tôn thờ. Thực tế đó là một di sản kép: xây dựng những sản phẩm sáng tạo và phát triển một công ty trường tồn. Ông muốn được đặt trong ngôi đền với những tượng đài như Edwin Land, Bill Hewlett và David Packard. Và cách tốt nhất để đạt được những điều đó là trở lại Apple và giành lại vương quốc của mình.

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Và khi chiếc ly quyền lực đã ở rất gần đôi môi của mình, ông lại trở nên do dự, miễn cưỡng một cách kỳ lạ, có thể hơi bẽn lẽn.

Ông chính thức quay trở lại Apple vào tháng 1 năm 1997 với vị trí cố vấn bán thời gian, như lời ông đã nói với Amelio. Ông bắt đầu khẳng định bản thân ở một số lĩnh vực nhân sự, đặc biệt trong việc bảo vệ các nhân viên của ông đã chuyển từ NeXT qua. Tuy nhiên trong phần lớn các công việc khác ông lại trầm lặng một cách khác thường. Quyết định không mời Jobs vào ban quản trị đã làm ông thất vọng, ông cảm thấy không được tôn trọng khi bị đề nghị vận hành bộ phận phát triển hệ điều hành của công ty. Amelio đã tạo nên một tình thế mà Jobs vừa ở trong lều, vừa ở ngoài lều, và đó không phải một quyết định tạo nên sự yên bình. Jobs sau này nhớ lại:

Gil không muốn sự có mặt của tôi. Và tôi đã nghĩ hắn là một gã chẳng ra gì. Tôi đã biết điều đó trước cả khi bán công ty cho hắn ta. Tôi nghĩ mình sẽ chỉ được trưng ra ở những sự kiện như MacWorld, chủ yếu là để phô diễn. Điều đó vẫn ổn, bởi tôi vẫn đang làm việc ở Pixar. Tôi đã thuê một văn phòng ở khu thương mại Palo Alto để làm việc một vài ngày trong tuần, và tôi tới Pixar một hoặc hai ngày. Đó là một cuộc sống dễ chịu. Tôi có thể sống chậm lại, dành thời gian nhiều hơn cho gia đình.

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Thực tế là Jobs đã được xuất hiện ở MacWorld ngay đầu tháng Một, và nó chứng minh một lần nữa nhận xét của ông về Amelio. Gần 4.000 ghế được giành giật trong khán phòng ở San Francisco Marriott để nghe bài phát biểu của Amelio. Ông ta được nghệ sĩ Jeff Goldblum giới thiệu. “Tôi đóng vai một chuyên gia về học thuyết hỗn loạn trong Công viên kỷ Jura,” Jeff nói. “Tôi thấy điều đó giúp mình đủ tư cách phát biểu ở một sự kiện của Apple.” Sau đó ông nhường lời cho Amelio, tiến lên sân khấu với một chiếc áo khoác thể thao bóng bẩy và một chiếc áo sơ mi kẻ sọc, cài khuya sát cổ, “nhìn giống như một anh hề ở Vegas,” Jim Carlton, phóng viên tờ Wall Street Journal ghi chú, hay theo mô tả của tay viết về công nghệ Michael Malone, “nhìn giống y như ông chú mới ly dị của bạn trong ngày hẹn hò đầu tiên của mình.”

Một vấn đề lớn hơn nữa là Amelio sau một kỳ nghỉ đã vướng vào một cuộc ẩu đả tồi tệ với người viết bài diễn thuyết của mình, và từ chối nhắc lại điều đó. Khi Jobs tới hậu trường, ông cực kỳ thất vọng với sự hỗn loạn đang diễn ra, và ông thực sự tức giận khi thấy Amelio đứng trên bục vụng về trình bày một bài diễn thuyết rời rạc và lê thê. Ông ta không quen thuộc với những ý chính hiện trên máy bắn chữ và nhanh chóng cố gắng đẩy nhanh bài diễn thuyết. Ông ta cũng thường xuyên mất mạch tư duy. Sau khoảng hơn một giờ, người nghe trở nên chán nản. Có một vài thời điểm ngắt quãng như khi ông ta giới thiệu ca sỹ Peter Gabriel lên trình diễn về chương trình âm nhạc mới. Ông ta cũng quên giới thiệu Muhammad Ali ở hàng ghế đầu tiên; nhà vô địch vốn tới để lên sân khấu quảng bá cho trang web về căn bệnh Parkinson, tuy nhiên Amelio đã không bao giờ mời ông lên hay giải thích vì sao ông lại có mặt ở đây.

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Amelio giằng dai hơn 2 giờ đồng hồ trước khi mời lên sân khấu người được tất cả chờ đợi để chúc mừng. “Jobs, thừa tự tin, phong cách, với sức hút tuyệt đối, hoàn toàn đối lập với một Amelio vụng về khi ông bước trên sân khấu,” Carton viết. “Sự trở lại của Elvis cũng không thể tạo nên một cảm xúc lớn hơn thế.” Đám đông nhảy lên và tung hô ông hơn một phút liền. Một thập kỉ tiêu điều đã qua. Cuối cùng Jobs vẫy tay ra hiệu cho đám đông yên lặng và đối đầu trực diện với thách thức. “Chúng ta phải lấy lại hào quang đã mất,” ông nói. “Máy Mac đã không cải tiến nhiều trong 10 năm qua và bị Windows đuổi kịp. Vì vậy chúng ta cần phát triển một hệ điều hành tốt hơn nữa.”

Những lời đầy sức sống của Jobs đã có thể là sự đền bù cuối cùng cho màn trình diễn tệ hại của Amelio. Thật không may, Amelio đã quay trở lại sân khấu và tiếp tục chuyến du ngoạn của mình thêm một giờ nữa. Cuối cùng sau hơn 3 giờ kể từ lúc bắt đầu, Amelio kết thúc sự kiện bằng việc gọi Jobs lên sân khấu cùng sự xuất hiện bất ngờ của Steve Wozniak. Một lần nữa mọi việc lại trở nên hỗn loạn. Tuy nhiên Jobs tỏ ra khó chịu một cách rõ ràng. Ông từ chối tham gia diễn hình ảnh bộ ba hạnh phúc, tay giơ cao lên trời. Thay vào đó ông chậm rãi rời khỏi sân khấu. “Ông ta nhẫn tâm phá hỏng giây phút mà tôi đã lên kế hoạch từ trước,” Amelio phàn nàn sau đó. “Cảm xúc cá nhân của ông ta còn quan trọng hơn hình ảnh của Apple trước báo giới.” Mới chỉ có 7 ngày đầu năm mới cho Apple, nhưng đã khã rõ rằng nó sẽ không bình yên được tới giữa năm.

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Jobs ngay lập tức đẩy những người ông tin tưởng vào những vị trí cấp cao ở Apple. “Tôi cần đảm bảo chắc chắn rằng những người thực sự giỏi đến từ NeXT không bị đâm sau lưng bởi những kẻ kém hơn đang giữ những vị trí cốt cán ở Apple,” Jobs hồi tưởng. Ellen Hancock, người muốn chọn hệ điều hành Solaris của Sun thay vì NeXT, đứng đầu danh sách này, đặc biệt khi bà tiếp tục muốn sử dụng phần lõi của Solaris trong hệ điều hành mới của Apple. Trong phần trả lời câu hỏi của một phóng viên về vai trò của Jobs trong việc ra quyết định này, bà trả lời cộc lốc, “Không gì cả.” Tuy nhiên bà ta đã sai. Việc đầu tiên Jobs làm là đảm bảo 2 người bạn của ông ở NeXT nắm lấy vị trí của bà này. Để điều hành mảng phần mềm, ông sử dụng người bạn Avie Tevanian của mình. Để nắm mảng phần cứng, ông đã gọi cho Jon Rubinstein, người đã nắm vị trí tương tự ở bộ phận phần cứng của NeXT. Rubinstein đang đi nghỉ ở một hòn đảo nhỏ tại Skye khi Jobs gọi. “Apple cần giúp đỡ,” ông nói. “Anh có muốn lên tàu không?” Rubinstein đã đồng ý. Ông trở về đúng thời điểm để tham dự MacWorld và nhìn thấy quả bom Amelio trên sân khấu. Mọi việc tệ hơn ông tưởng. Ông và Tevanian thường trao đổi ánh mắt trong các cuộc họp giống như họ đang phải ở trong một nhà thương điên kinh khủng, với những người đưa ra các phát biểu một cách ngây thơ trong khi Amelio ngồi ở cuối bàn với khuôn mặt ngơ ngác.

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Jobs không thường tới văn phòng, tuy nhiên ông thường xuyên nói chuyện qua điện thoại với Amelio. Khi đã thành công trong việc đưa Tevanian, Rubinstein và những người ông tin tưởng khác vào các vị trí cao cấp nhất, ông chuyển sang tập trung vào danh mục các sản phẩm đang rất lộn xộn. Một trong những sản phẩm bị ông hạ thấp là Newton, thiết bị cầm tay cá nhân được quảng bá với khả năng nhận diện chữ viết tay. Nó không thực sự tệ như những lời nói đùa hay như trong tranh biếm họa của Doonesbury, nhưng Jobs ghét nó. Ông khinh thường ý tưởng cần một chiếc bút để viết lên màn hình. “Chúa cho chúng ta 10 cây bút,” ông nói trong khi vẫy những ngón tay của mình. “Đừng phát minh ra một cái mới.” Thêm nữa, Jobs xem Newton là một sáng tạo lớn của John Sculley, dự án con cưng của ông ta. Chỉ riêng điều đó đã hủy diệt nó trong mắt của Jobs.

“Ông bắt buộc phải ngừng Newton,” một ngày Jobs nói với Amelio qua điện thoại.

Đó là một đề nghị từ trên trời rơi xuống, và Amelio đã đáp trả. “Ý ông là gì, hủy nó đi ư?” ông ta nói. “Steve, ông có biết nó sẽ tốn kém thế nào không hả?”

“Dừng nó lại, viết một thông báo, và giải thoát mình khỏi nó,” Jobs nói. “Không quan trọng là nó tốn bao nhiêu. Mọi người sẽ chúc mừng ông nếu ông thoát khỏi nó.”

“Tôi đã xem xét Newton và nó sẽ là một cái máy hái ra tiền,” Amelio phân trần. “Tôi không ủng hộ việc ngừng nó lại.” Mặc dù vậy, vào tháng 5 ông ta thông báo đóng cửa bộ phận Newton. Bắt đầu giai đoạn kết thúc kéo dài hàng năm trời của nó.

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Tevanian và Rubinstein thường tới nhà của Jobs để cập nhật thông tin cho ông. Và ngay lập tức Sillicon Valley biết tới việc Jobs đang lặng lẽ giành lấy quyền lực từ Amelio. Nó không giống như cuộc chơi quyền lực của Machiavellian mà đơn giản Jobs chỉ là Jobs. Ham muốn kiểm soát đã thấm sâu vào bản chất của ông. Louise Kehoe, phóng viên tờ Financial Times là người đầu tiên dự đoán điều này khi cô đặt câu hỏi cho Jobs và Amelio ở thông báo tháng 12, với câu chuyện. “Ngài Jobs đã trở thành thế lực ở phía sau ngai vàng,” cô viết trong một bản tin cuối tháng 2. “Ông ấy được cho rằng đang ra những quyết định khiến một số bộ phận của Apple bị loại bỏ. Ngài Jobs đã thuyết phục một số cựu đồng nghiệp ở Apple quay trở lại công ty, là dấu hiệu mạnh mẽ cho thấy ông đang lên kế hoạch để nắm quyền. Theo một trong những người thân cận với Jobs, ông ấy cho rằng Amelio và những người được ông ta bổ nhiệm đã không thành công trong việc khôi phục Apple, và ông dự định sẽ thay thế họ để đảm bảo cho sự sống còn cho công ty ‘của ông ấy’.”

Trong tháng đó, Amelio phải đối diện với cuộc họp cổ đông thường niên và giải thích vì sao kết quả quý IV năm 1996 thấp hơn 30% doanh số so với cùng kỳ năm trước. Các cổ đông cực kỳ giận dữ. Amelio thiếu khả năng và đã điều hành cuộc họp một cách yếu đuối. “Bài phát biểu đó là một trong những bài tốt nhất tôi từng làm,” ông ta viết sau đó. Tuy nhiên Ed Woolard, cựu CEO của DuPont và giờ là chủ tịch của Apple (Markkula bị đẩy xuống làm phó chủ tịch), đã vô cùng hãi hùng. “Đây là một thảm họa,” vợ ông ấy thì thầm vào giữa buổi họp. Woolard đồng tình với điều này. “Gil ăn mặc rất tuyệt, nhưng vẻ ngoài và giọng của ông ta quá yếu đuối,” ông nhớ lại. “Ông ta không trả lời được các câu hỏi, không biết là mình đang nói về cái gì, và cũng không cho thấy chút tự tin nào.”

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Woolard nhấc điện thoại và gọi cho Jobs, người ông chưa từng gặp. Cái cớ ban đầu là mời Jobs tới Delaware để gặp các nhà điều hành của DuPont. Jobs đã từ chối, nhưng như Woolard hồi tưởng “yêu cầu đó chỉ là mẹo để nói chuyện với cậu ấy về Gil.” Ông lái cuộc nói chuyện qua hướng này và hỏi thẳng Jobs việc ông nghĩ thế nào về Amelio. Woolard nhớ rằng Jobs đã khá thận trọng, nói rằng Amelio không ở vị trí phù hợp. Jobs thì hồi tưởng rõ hơn:

Tôi đã nghĩ rằng, hoặc tôi nói thẳng với ông ta sự thật rằng Gil chỉ là một gã không ra gì, hoặc nói tránh điều đó. Ông ta ở trong ban quản trị của Apple, tôi có trách nhiệm phải nói thật điều mình nghĩ; nhưng mặt khác, nếu tôi nói, ông ta sẽ nói với Gil, và trong trường hợp này Gil sẽ không bao giờ nghe lời tôi nữa, và ông ta sẽ xử tất cả những người tôi mang tới Apple. Tất cả những sự cân nhắc diễn ra trong đầu tôi chừng ba mươi giây. Cuối cùng tôi đã quyết định rằng mình nợ người này sự thật. Tôi thật sự quan tâm tới Apple. Vì thế tôi cho ông ta biết điều đó. Tôi đã nói người đàn ông này là CEO tệ nhất mà tôi từng biết, và tôi nghĩ nếu cần có một chứng chỉ để làm CEO thì ông ta sẽ không bao giờ có nó. Khi tôi ngắt máy, tôi đã nghĩ, mình vừa làm một điều thật ngu ngốc.

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Mùa xuân năm đó Larry Ellison thấy Amelio ở một buổi tiệc và giới thiệu ông ta với phóng viên công nghệ Gina Smith, người muốn biết về tình hình hiện tại của Apple. “Cô biết không, Gina, Apple giống như một con tàu,” Amelio trả lời. “Con tàu này chở đầy châu báu, nhưng có một lỗ hổng trên thân tàu. Và nhiệm vụ của tôi là giúp tất cả mọi người cùng hướng tới một mục tiêu.” Smith trông khá bối rối và hỏi, “Phải, nhưng còn lỗ hổng trên tàu thì sao?” Từ sau đó, Ellison và Jobs đùa về câu chuyện của chiếc tàu. “Khi Larry kể lại câu chuyện này cho tôi, chúng tôi đang ở trong cửa hàng sushi, tôi thực sự đã ngã khỏi ghế vì cười,” Jobs nhớ lại. “Anh ta giống như một thằng hề, và lại rất nghiêm túc với bản thân. Anh ta muốn mọi người gọi mình là tiến sĩ Amelio. Đó luôn luôn là một tín hiệu cảnh báo.”

Brent Schlender, phóng viên công nghệ đáng tin cậy của Fortune, biết Jobs và hiểu cách suy nghĩ của ông, vào tháng 3 anh ta đã viết một bài báo chi tiết về sự hỗn loạn này. “Apple, hình mẫu của Silicon Valley về cách quản lý khác thường và những giấc mơ kỹ thuật số còn đang chập chững, đã quay trở lại thời kỳ khủng hoảng, xáo trộn một cách đáng buồn và chậm rãi với sự tụt giảm doanh số, một chiến lược công nghệ sai lầm và một thương hiệu đang phai nhạt,” anh viết. “Với con mắt Machiavellian, có vẻ như Jobs, bất chấp sự mời gọi của Hollywood - trước đây từng quản lý Pixar, nhà sản xuất của Toy Story và một số phim hoạt hình khác - có thể sẽ tiếp quản Apple.”

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Một lần nữa Ellison đưa ra công chúng ý tưởng thôn tính đối thủ và đưa “bạn thân” Jobs của mình lên làm CEO. “Steve là người duy nhất có thể giải cứu Apple,” ông nói với các phóng viên. “Tôi luôn sẵn sàng giúp đỡ ngay khi anh ấy nói.” Nhưng giống như lần thứ 3 cậu bé chăn cừu nói có sói, lần mong muốn thôn tính cuối cùng của Ellison không được chú ý nhiều, vì thế cuối tháng đó, ông nói với Dan Gillmore của tờ San Jose Mercury News rằng mình đang lập một nhóm các nhà đầu tư huy động 1 tỉ USD để mua phần lớn cổ phiếu của Apple. (Giá trị thị trường của công ty ở thời điểm đó khoảng 2,3 tỉ USD). Ngày câu chuyện này được đưa ra, cổ phiếu của Apple tăng 11% với số lượng giao dịch lớn. Để tăng thêm tính phù phiếm, Ellison lập địa chỉ email savapple@us.oracle.com, kêu gọi công chúng bình chọn xem ông ta có nên đi tiếp với chiến dịch này không.

Jobs khá thích thú với vai trò tự chỉ định của Ellison. “Thỉnh thoảng Larry khơi chuyện này ra,” ông nói với các phóng viên. “Tôi đã cố giải thích vai trò của mình ở Apple là một chuyên gia tư vấn.” Tuy nhiên Amelio thì giận điếng người. Ông ta gọi cho Ellison để yêu cầu dừng chuyện này lại, nhưng Ellison chẳng buồn nhấc máy. Vì thế Amelio gọi cho Jobs, người có những phát biểu lập lờ nhưng cũng khá xác thực. “Tôi thực sự không hiểu điều gì đang diễn ra,” Jobs nói với Amelio. “Tôi nghĩ tất cả những điều này thật điên rồ.” Sau đó Jobs khẳng định một lần nữa, nhưng không phải tất cả sự thật: “Anh và tôi có một mối quan hệ tốt.” Jobs đã có thể kết thúc cuộc xét hỏi này bằng cách nói ra việc từ chối ý tưởng của Ellison, nhưng với sự phiền phức của Amelio, ông đã không làm thế. Ông tiếp tục xa lánh, phục vụ cho ý thích và bản chất tự nhiên của mình.

Sau đó, báo giới quay sang chống lại Amelio. Business Week chạy một trang bìa với tiêu đề “Apple có phải một miếng bánh?”; Red Herring chạy một tiêu đề “Gil Amelio, hãy từ chức”; và Wired chạy trang bìa với biểu tượng của Apple bị hành hạ bởi một chiếc vương miện gai và tiêu đề “Cầu nguyện.” Mike Barnicle của tờ Boston Globe, nhắc lại những năm bị quản lý sai lầm của Apple, đã viết “Làm thế nào mà những kẻ ngu ngốc này vẫn có thể nhận tiền hàng tháng trong khi chúng biến chiếc máy tính duy nhất không làm người ta hoảng sợ thành một thứ tương tự như khu tập ném của đội Red Sox?”

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Khi Jobs và Amelio ký hợp đồng vào tháng 2, Jobs bắt đầu hy vọng một cách lãng phí và tuyên bố, “Anh và tôi cần gặp nhau và uống vài ly để kỉ niệm!” Amelio hẹn sẽ mang rượu từ tầng hầm của mình và đề nghị mời thêm các bà vợ. Phải tới tháng 6 họ mới có thể chọn được một ngày, mặc dù sự căng thẳng ngày càng tăng nhưng họ vẫn có thể có một khoảng thời gian vui vẻ. Tuy vậy thức ăn và rượu hoàn toàn không phù hợp với nhau; Amelio mang tới một chai Cheval Blanc 1964 và một chai Montrachet giá 300 đô-la mỗi chai; còn Jobs chọn một nhà hàng chay ở Redwood City với hóa đơn tiền ăn tổng cộng là 72 đô-la. Vợ của Amelio sau đó nhớ lại, “Ông ấy rất cuốn hút, và cả vợ của ông ấy cũng vậy.”

Jobs có thể hấp dẫn và thu hút mọi người nếu muốn, và ông ấy thích làm điều đó. Những người như Amelio và Sculley cho phép họ tin rằng bởi vì Jobs cố thu hút họ có nghĩa rằng ông ấy thích và tôn trọng họ. Đó là ấn tượng đôi khi Jobs cố thúc đẩy bằng việc đưa ra những lời tâng bốc giả dối cho những ai cần nó. Jobs có thể thu hút những người mà ông ghét dễ dàng như việc lăng mạ những người mà ông thích. Amelio không nhìn thấy điều đó, bởi cũng như Sculley, quá háo hức với cảm giác yêu mến Jobs. Thực vậy, những từ ông ta dùng để mô tả sự mong mỏi một quan hệ tốt với Jobs gần giống như những lời của Sculley. “Khi tôi vật lộn với một vấn đề, tôi có thể vượt qua nó cùng với anh ta,” Amelio nhớ lại. “Chúng tôi đồng thuận 9 trên 10 trường hợp.” Một cách nào đó, ông ta cố tin rằng Jobs thực sự tôn trọng mình: “Tôi thích cách Steve suy nghĩ và tiếp cận vấn đề, và có cảm giác rằng chúng tôi đang xây dựng một mối quan hệ đáng tin cậy với nhau.”

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Amelio vỡ mộng chỉ vài ngày sau bữa tối của họ. Qua buổi đàm phán của họ, ông ta cố thuyết phục Jobs giữ cổ phiếu Apple trong ít nhất 6 tháng hoặc hơn. Khoảng thời gian 6 tháng này kết thúc vào tháng 6. Khi một gói 1,5 triệu cổ phiếu được bán ra, Amelio gọi cho Jobs. “Tôi đã nói với mọi người rằng số cổ phần đó không phải của anh,” ông ta nói. “Hãy nhớ là tôi và anh đã thống nhất việc anh sẽ không bán mà không thông báo trước với tôi.”

“Đúng thế,” Jobs trả lời. Amelio coi câu trả lời này đồng nghĩa với việc Jobs chưa bán số cổ phiểu của mình, và thông báo việc đó. Tuy nhiên kỳ báo cáo SEC tiếp theo đã cho thấy Jobs thực sự đã bán cổ phiếu của mình. “Chết tiệt, Steve, tôi đã hỏi thẳng về những cổ phiếu này và anh đã nói không phải mình bán.” Jobs nói với Amelio rằng mình đã bán trong một lúc “chán nản” về tương lai của Apple và đã không muốn thừa nhận bởi ông đã “hơi xấu hổ.” Khi tôi hỏi Jobs về điều đó nhiều năm sau, ông ấy trả lời đơn giản, “Tôi không cảm thấy cần phải nói với Gil.”

Tại sao Jobs lại nói dối Amelio về việc bán cổ phần? Có một lý do đơn giản là: Jobs đôi khi lảng tránh sự thật. Helmut Sonnenfeldt từng nói với Henry Kissinger, “Anh ta nói dối không phải vì thích như vậy, anh ta nói dối bởi nó là bản chất tự nhiên của anh ta.” Đó là bản tính tự nhiên của Jobs trong việc làm người ta mê muội hoặc trở nên bí mật khi ông cảm thấy nó xác đáng. Tuy nhiên ông cũng đôi khi cho phép mình thật thà một cách tàn nhẫn ở một vài thời điểm, nói những sự thực mà phần lớn chúng ta né tránh hay giấu giếm. Cả sự giả bộ cũng như sự thẳng thắn đều đơn giản là những khía cạnh khác nhau ở quan điểm theo chủ nghĩa Nietzsche của Jobs mà những phép tắc thông thường không áp dụng được với ông.

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Tẩu thoát, bị truy đuổi bởi một con gấu

Jobs đã từ chối việc chấm dứt những ý định về việc thôn tính của Larry Ellison, và cũng đã bí mật bán cổ phiếu của mình trong khi nói dối về việc đó. Vì thế cuối cùng Amelio cũng nhận thấy việc Jobs đang nhắm tới ông ta. “Cuối cùng tôi buộc phải chấp nhận sự thật là mình đã quá mong muốn tin rằng cậu ta ở trong nhóm của mình,” Amelio nhớ lại. “Steve đã lên kế hoạch để kiểm soát việc từ chức của tôi.”

Jobs thực tế đã giả nhân giả nghĩa một cách vụng về với Amelio với mọi cơ hội có được. Ông không thể tự giúp mình. Tuy nhiên có một yếu tố quan trọng hơn trong việc khiến ban quản trị chống lại Amelio. Fred Anderson, giám đốc tài chính, coi đó là trách nhiệm mà mình được ủy thác trong việc cập nhật cho Ed Woolard và ban quản trị về tình hình nguy cấp của Apple. “Fred là người đã nói với tôi về việc tiền mặt đang cạn dần, nhân viên dần nghỉ việc và rất nhiều vị trí chủ chốt cũng đang nghĩ tới việc đó,” Woolard nói. “Anh ta chỉ rõ việc con tàu sắp sửa mắc cạn, và bản thân Fred cũng đang nghĩ tới việc rời bỏ Apple.” Điều đó làm tăng thêm sự lo lắng vốn có của Woolard kể từ sau khi chứng kiến Amelio ở cuộc họp cổ đông.

Trong một buổi họp điều hành của ban quan trị vào tháng 6, với sự vắng mặt của Amelio, Woolard đã mô tả cho ban giám đốc cách ông tính toán cơ hội của họ. “Nếu chúng ta giữ Gil làm CEO, tôi nghĩ chỉ có 10% khả năng ta tránh được việc phá sản,” ông nói. “Nếu ta sa thải ông ta và mời Steve lên nắm quyền, chúng ta có 60% khả năng sống sót. Nếu ta sa thải Gil, không có Steve quay lại và phải tìm một CEO mới, thì khả năng đó là 40%.” Và ban quản trị đã cho ông quyền được mời Jobs quay trở lại.

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Woolard và vợ bay tới London, nơi họ xem các trận đấu tennis tại Wimbledon. Ông xem các trận đấu vào ban ngày và dành thời gian buổi tối ở trong phòng tại khách sạn Inn on the Park để gọi điện về Mỹ, nơi đang là ban ngày. Cuối thời gian nghỉ ở đây, hóa đơn điện thoại của ông lên tới 2.000 đô-la.

Đầu tiên, ông gọi cho Jobs. Ban giám đốc sẽ sa thải Amelio, ông nói, và họ muốn Jobs quay lại với vị trí CEO. Jobs đã từng hết lời chế nhạo Amelio và đưa ra ý tưởng của mình về việc quay lại điều hành Apple. Nhưng đột nhiên, khi nhận được lời mời, ông lại trở nên rụt rè. “Tôi sẽ giúp,” ông trả lời.

“Làm CEO?” Woolard hỏi.

Jobs đã từ chối. Woolard đã rất cố gắng thúc đẩy để ít nhất Jobs cũng trở thành CEO tạm quyền. Nhưng Jobs vẫn từ chối. “Tôi sẽ làm một nhà tư vấn,” ông nói. “Không lấy thù lao.” Ông cũng đồng ý trở thành một thành viên trong ban quản trị. “Đó là tất cả những gì tôi có thể làm bây giờ,” ông nói. Sau một số lời đồn đại, ông đã gửi một thông báo cho toàn bộ nhân viên của Pixar đảm bảo về việc mình sẽ không rời bỏ họ. “Tôi có một cuộc gọi từ ban quản trị của Apple 3 tuần trước yêu cầu tôi quay lại Apple với vị trí CEO,” ông viết. “Tôi đã từ chối. Sau đó họ yêu cầu tôi trở thành chủ tịch của Apple, và tôi tiếp tục từ chối. Vì thế đừng lo lắng về những lời đồn đại ngu ngốc. Tôi không có ý định rời bỏ Pixar. Các bạn bị mắc kẹt với tôi.”

Tại sao Jobs không nắm lấy cơ hội này? Tại sao ông không miễn cưỡng nắm lấy công việc mà suốt hai thập kỷ ông có vẻ luôn khao khát? Khi tôi hỏi, Jobs đã nói:

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Pixar vừa được niêm yết trên sàn chứng khoán, và tôi hạnh phúc khi trở thành CEO tại đây. Tôi chưa bao giờ biết bất kỳ ai đồng thời làm CEO ở hai công ty cổ phần khác nhau, kể cả là tạm thời, và thậm chí tôi cũng không chắc điều đó có hợp pháp hay không. Tôi không biết mình muốn làm cái gì. Khi đó tôi đang thích thú khi dành được nhiều thời gian hơn với gia đình. Tôi bị giằng xé. Tôi biết Apple đang hỗn loạn, tôi đã tự hỏi: mình có muốn bỏ lại cuộc sống tốt đẹp đang có? Tất cả các cổ đông của Pixar sẽ nghĩ gì? Tôi đã nói chuyện với những người mình tôn trọng. Cuối cùng tôi gọi cho Andy Grove vào khoảng 8h vào một buổi sáng thứ 7 - quá sớm. Tôi đưa ra những cân nhắc điểm lợi và hại, anh ấy ngắt lời tôi giữa chừng và nói, “Steve, tôi không có hứng thú gì với Apple.” Tôi đã rất choáng váng. Sau đó tôi nhận ra rằng mình quan tâm tới Apple - tôi đã sáng lập nó và đó là một thứ tốt đẹp hiện hữu trên thế giới này. Và đó là khi tôi quyết định tạm thời quay lại để giúp họ thuê được một CEO mới.

Giải thích về việc đang vui thú với khoảng thời gian nhiều hơn dành cho gia đình không thuyết phục mấy. Jobs chưa bao giờ giành được danh hiệu “Ông bố của năm”, ngay cả khi ông có nhiều thời gian trong tay. Ông có làm tốt hơn việc để mắt tới con cái, đặc biệt là Reed, tuy nhiêu ưu tiên hàng đầu vẫn là công việc. Ông thường xuyên cách biệt với hai con gái nhỏ của mình, tiếp tục xa rời Lisa và thường xuyên là một người chồng cáu bẳn.

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Vậy, lý do thực sự khi Jobs do dự trong việc nắm quyền ở Apple là gì? Với tất cả sự lì lợm và lòng tham vô độ trong việc kiểm soát mọi thứ, Jobs lưỡng lự và trầm lặng khi không chắc chắn về thứ gì đó. Ông khao khát sự hoàn hảo, và không giỏi trong việc tìm cách giải quyết những thứ thiếu hoàn hảo. Jobs không muốn vật lộn với sự phức tạp hay thỏa hiệp. Điều đó đúng với các sản phẩm, thiết kế và nội thất trong nhà. Điều đó cũng đúng với những cam kết cá nhân. Nếu ông biết chắc chắn một hành động là đúng, thì không ai có thể ngăn ông lại được. Nhưng nếu không thấy chắc chắn, ông đôi khi rút lui và không muốn nghĩ tới những thứ không hoàn hảo với mình. Giống như khi Amelio hỏi vai trò mà Jobs muốn tham gia, Jobs chỉ im lặng và bỏ qua những tình huống làm ông không thoải mái.

Cách hành xử này xuất hiện một phần có nguồn gốc từ khuynh hướng nhìn thế giới theo hai cực khác nhau của Jobs. Một con người hoặc là một anh hùng nếu không chỉ là một gã khờ, một sản phẩm phải là tuyệt vời còn không chỉ là thứ rác rưởi. Tuy nhiên ông cũng thường lúng túng với những thứ phức tạp hơn, mờ nhạt hơn, hay nhiều sắc thái: lập gia đình, mua một chiếc sofa phù hợp, cam kết điều hành một công ty. Thêm vào đó, ông không muốn sắp xếp để thất bại. “Tôi nghĩ Steve muốn biết Apple có thể cứu được hay không,” Fred Anderson nói.

Woolard và ban quản trị quyết định tiếp tục với kế hoạch và sa thải Amelio ngay cả khi Jobs chưa cam kết sẽ hỗ trợ tới mức nào trong vai trò cố vấn. Amelio đang đi nghỉ với vợ và các con, cháu của mình khi Woolard gọi điện từ London. “Chúng tôi cần anh thoái lui,” Woolard nói đơn giản. Amelio trả lời rằng giờ không phải thời điểm thích hợp để bàn chuyện này, nhưng Woolard cảm thấy mình cần tiếp tục. “Chúng tôi chuẩn bị thông báo việc thay thế anh.”

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Amelio phản đối. “Nhớ này, Ed, tôi đã nói với ban quan trị rằng cần tới ba năm để công ty này có thể đứng trên đôi chân của mình,” ông nói. “Tôi thậm chí còn chưa đi hết nửa chặng đường.”

“Ban quản trị đang ở tình thế không muốn thảo luận thêm nữa,” Woolard trả lời. Amelio hỏi những người biết về quyết định này, và Woolard nói với ông ta sự thật: tất cả ban quản trị và Jobs. “Steve là một trong những người chúng tôi nói về chuyện này,” Woolard nói. “Cậu ấy nghĩ anh là người tốt, nhưng không hiểu biết nhiều về ngành công nghiệp máy tính.”

“Vì cái gì mà các ông lại lôi Steve vào một quyết định như thế này?” Amelio đáp trả một cách giận dữ. “Steve thậm chí còn không phải thành viên của ban quản trị, vậy anh ta làm cái quái gì trong tất cả những cuộc tranh luận này?” Dù vậy nhưng Woolard không lùi bước, Amelio cúp máy và tiếp tục kỳ nghỉ với gia đình trước khi thông báo cho vợ mình.

Ở một số thời điểm, Jobs thể hiện sự trộn lẫn lạ thường giữa tính cáu bẳn và sự thiếu thốn. Ông thường không mảy may quan tâm tới người khác nghĩ gì về mình; ông có thể đoạn tuyệt với người khác và không bao giờ nhìn tới họ lần nữa. Một số thời điểm khác, ông lại cảm thấy sự ép buộc phải giải thích về mình. Vì thế buổi tối ngày hôm đó Amelio, hết sức ngạc nhiên, nhận được cuộc điện thoại từ Jobs. “Gil, tôi chỉ muốn anh biết, tôi đã nói chuyện với Ed hôm nay về chuyện này và tôi cảm thấy thực sự tồi tệ về nó,” ông nói. “Tôi muốn anh biết tôi không có liên quan gì tới chuỗi sự kiện này, đó là quyết định ban quản trị đã đưa ra, tuy nhiên họ có mời tôi với vai trò tư vấn.” Jobs nói với Amelio rằng mình tôn trọng ông vì là “người chính trực nhất mà tôi từng được gặp,” và theo đó là một số lời khuyên một cách tự nguyện. “Hãy nghỉ ngơi 6 tháng,” Jobs nói với ông ta. “Khi tôi bị ném khỏi Apple, tôi lập tức quay lại với công việc, và tôi lấy làm tiếc vì điều đó.” Jobs ngỏ lời sẽ là người lắng nghe bất cứ khi nào Amelio cần thêm lời khuyên.

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Amelio hết sức bất ngờ nhưng vẫn kịp thì thầm vài lời cảm ơn. Ông ta quay sang vợ và nhắc lại những lời của Jobs. “Theo nhiều cách, anh vẫn thích người này, nhưng anh không tin cậu ta,” Amelio nói với vợ.

“Em hoàn toàn bị dẫn dắt bởi Steve,” bà nói, “và em thực sự cảm thấy mình ngu ngốc.”

“Gia nhập đám đông thôi,” Amelio trả lời

Steve Wozniak, giờ là một cố vấn không chính thức cho công ty, rất xúc động về việc Jobs sắp quay trở lại. (Ông đã bỏ qua một cách dễ dàng.) “Đó là tất cả những gì chúng ta cần,” ông nói, “bởi vì dù anh nghĩ thế nào về Steve, cậu ta chắc chắn là người biết cách làm những điều phi thường.” Và chiến thắng của Jobs trước Amelio cũng không làm ông ngạc nhiên. Ông đã nói với tạp chí Wired ngay sau khi mọi việc diễn ra, “Gil Amelio gặp Steve Jobs, trò chơi kết thúc.”

Thứ 2 sau đó những nhân viên chủ chốt của Apple được gọi tới khán phòng. Amelio bước vào với vẻ điềm tĩnh và khá thư giãn. “Tôi rất buồn khi phải thông báo đã đến lúc tôi cần phải ra đi,” ông nói. Fred Anderson, người được ủng hộ để trở thành CEO lâm thời, nói kế tiếp, và ông đã khẳng định rõ vai trò này sẽ được chuyển giao cho Jobs. Đúng 12 năm kể từ khi đánh mất quyền lực, sau những ngày tranh đấu, cuối tuần thứ tư của tháng 7, Jobs đã quay trở lại khán đài ở Apple.

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Mọi thứ lập tức trở nên rõ ràng, bất kể việc Jobs có thừa nhận trước công chúng (hay với chính bản thân) hay không, ông bắt đầu việc kiểm soát Apple chứ không chỉ là một cố vấn bình thường. Ngay khi bước lên sân khấu ngày hôm đó - mặc quần soóc, giày đế mềm và áo cao cổ màu đen - ông bắt đầu công việc phục hồi đứa con tinh thần của mình. “Được rồi, hãy nói cho tôi biết có gì không ổn ở đây,” ông nói. Có vài tiếng xì xầm, tuy nhiên Jobs cắt ngang. “Đó là các sản phẩm!” ông trả lời. “Thế thì có gì không ổn với các sản phẩm?” Lại một vài người muốn thử trả lời, cho tới khi Jobs lại ngắt ngang và đưa ra câu trả lời chính xác. “Những sản phẩm hiện nay dở tệ!” ông nói. “Chúng giờ chẳng còn có giới tính nữa!”

Woolard đã có thể thuyết phục Jobs chấp nhận vai trò cố vấn một cách tích cực. Jobs đã đồng ý thỏa thuận trong đó ông “đồng ý tham gia vào Apple tối đa 90 ngày, giúp họ cho tới khi tìm ra một CEO mới.” Công thức thông minh mà Woolard sử dụng trong thỏa thuận này là Jobs sẽ quay trở lại với tư cách là “một cố vấn dẫn dắt cả công ty.”

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Jobs sử dụng một văn phòng nhỏ ở cạnh phòng của ban quản trị trên tầng điều hành, rõ ràng là tránh văn phòng rộng rãi của Amelio. Ông tham gia vào tất cả các lĩnh vực của công ty: thiết kế sản phẩm, cắt giảm chi tiêu, đàm phán với nhà cung cấp và xem xét các đại lý quảng cáo. Ông tin rằng mình cần phải ngăn làn sóng thôi việc của các thành viên chủ chốt, và để làm được điều đó ông muốn định giá lại quyền mua cổ phiếu của họ. Cổ phiếu của Apple đã xuống thấp tới mức quyền mua cổ phiếu trở nên vô giá trị. Jobs muốn hạ giá mua cổ phiếu ưu đãi để chúng lại có giá trị. Ở thời điểm đó, việc này là hợp pháp, tuy nhiên nó không được đánh giá là tốt cho công ty. Vào ngày thứ 5 đầu tiên từ khi quay lại Apple, Jobs đã triệu tập một cuộc họp qua điện thoại với ban quản trị và làm rõ vấn đề đó. Tuy nhiên các giám đốc lại ngần ngại. Họ yêu cầu thời gian để nghiên cứu luật và tài chính để xem thay đổi này có những ảnh hưởng gì. “Nó cần được làm gấp,” Jobs nói với họ. “Chúng ta đang mất những người giỏi.”

Ngay cả người luôn hỗ trợ ông là Ed Woolard, trưởng ban khen thưởng, cũng phản đối: “Ở DuPont chúng tôi chưa bao giờ làm như vậy,” ông nói.

“Các ông đưa tôi đến để ổn định chỗ này, và con người là chìa khóa của nó,” Jobs tranh luận. Khi ban quản trị đề nghị một nghiên cứu có thể mất tới 2 tháng, Jobs đã nổi giận: “Các người có điên không?!?” Ông im lặng một lúc lâu, sau đó tiếp tục. “Này, nếu các anh không muốn thực hiện việc đó, tôi sẽ không quay lại vào thứ 2 tới. Bởi tôi có hàng ngàn quyết định then chốt cần thực hiện còn khó hơn thế này rất nhiều, và nếu các anh không thể hỗ trợ cho tôi trong những quyết định như thế này, tôi sẽ thất bại. Thế nên, nếu các anh không thể làm được, thì tôi sẽ ra khỏi đây, và các anh có thể trách cứ tôi, các anh có thể nói ‘Steve không phù hợp cho việc này.’”

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Ngày hôm sau, sau khi hỏi ý kiến ban quản trị, Woolard gọi Jobs quay lại. “Chúng tôi sẽ chấp nhận việc này,” ông nói. “Nhưng một vài người trong ban quản trị không thích nó. Chúng tôi cảm thấy như anh đang chĩa súng vào đầu mình vậy.” Cổ phiếu cho nhóm nhân viên chủ chốt (Jobs không được gì cả) được đưa về mức 13,25 đô-la, bằng mức giá cổ phiếu vào ngày Amelio bị sa thải.

Thay vì tuyên bố chiến thắng và cảm ơn ban quản trị, Jobs tiếp tục sôi lên khi phải trả lời trước ban quản trị mà ông không tôn trọng. “Hãy dừng đoàn tàu lại, nó sẽ không có kết quả,” ông nói với Woolard. “Công ty này đang phải vật lộn để tồn tại, và tôi không có thời gian để làm vú nuôi cho ban quản trị. Vì vậy tôi cần tất cả các ông rút lui. Hoặc tôi sẽ rút lui và không quay trở lại vào thứ 2.” Người duy nhất có thể ở lại, ông nói, là Woolard.

Phần lớn các thành viên của ban quản trị hết sức kinh ngạc. Jobs dù vẫn từ chối cam kết làm việc toàn thời gian hay đảm nhiệm vị trí nào khác ngoài vai trò cố vấn, nhưng ông đã cảm thấy mình có quyền lực để buộc họ phải rút lui. Tuy nhiên sự thật phũ phàng là ông thực sự có quyền năng đó đối với họ. Họ không đủ khả năng để ngừng cơn thịnh nộ của Jobs, hoặc là triển vọng của việc chỉ còn một thành viên trong ban quản trị rất thú vị khi đó. “Sau tất cả những gì họ đã trải qua, phần lớn đều vui mừng khi được buông tha,” Woolard nhớ lại.

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Một lần nữa ban quản trị lại đồng ý. Họ chỉ có một yêu cầu: liệu Jobs có chấp nhận thêm một người nữa ở lại ngoài Woolard không? Điều đó giúp cải thiện về mặt hình ảnh. Jobs chấp nhận. “Họ là một ban quản trị yếu kém, một hội đồng tồi tệ,” ông nhớ lại. “Tôi đã đồng ý việc giữ lại Ed Woolard và một người tên Gareth Chang, người trở thành số không. Ông ta không tệ, chỉ đơn giản là một số không tròn trĩnh. Woolard, mặt khác, lại là một trong những thành viên hội đồng tốt nhất mà tôi từng biết. Ông ấy như một chàng hoàng tử, một trong những người thông minh và hỗ trợ nhất tôi từng gặp.”

Trong những người bị yêu cầu từ chức có Mike Markkula, nhà đầu tư trẻ đã tới thăm gara của Jobs vào năm 1976, vô cùng ấn tượng với chiếc máy tính mới ra đời trên bàn làm việc, và đã đảm bảo 250.000 đô-la đầu tư, trở thành thành viên thứ 3, sở hữu ⅓ công ty mới thành lập. Qua 2 thập kỷ sau đó, ông là thành viên thường trực của ban quản trị, đã chứng kiến việc đến và đi của nhiều kiểu CEO. Ông đã ủng hộ Jobs ở nhiều thời điểm nhưng cũng có những va chạm, đánh kể nhất là khi ông đứng về phía Sculley trong cuộc đối đầu năm 1985. Khi Jobs quay trở lại, ông đã biết đó là thời điểm để mình ra đi.

Jobs có thể rất cay độc và lạnh lùng, đặc biệt với những người có xung đột với ông, nhưng cũng có thể rất tình cảm với nhưng người đã đồng hành cùng ông từ những ngày đầu. Wozniak tất nhiên thuộc vào nhóm được yêu thích này, nhưng dù vậy họ vẫn xa cách; tương tự với Andy Hertzfeld và vài người khác ở nhóm Macintosh.

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Cuối cùng, Mike Markkula cũng vậy. “Tôi cảm thấy mình bị phản bội một cách sâu sắc, nhưng ông ấy giống như một người cha và tôi luôn luôn quan tâm tới ông,” sau này Jobs hồi tưởng lại. Thế nên khi đến lúc phải yêu cầu ông rời khỏi ban quản trị Apple, Jobs đã lái xe tới ngôi biệt thự giống như một lâu đài của Markkula ở đồi Woodside và làm việc đó một cách riêng tư. Như mọi khi, ông yêu cầu một cuộc đi dạo, họ tản bộ về phía rừng tùng bách với một chiếc bàn pích ních. “Cậu ta nói rằng mình muốn có một ban quản trị mới bởi Jobs muốn một bắt đầu hoàn toàn mới,” Markkula nói. “Cậu ta lo lắng việc tôi sẽ khó khăn khi đón nhận nó, và đã an tâm khi thấy tôi hoàn toàn thoải mái.”

Họ dành phần lớn thời gian còn lại để nói về lĩnh vực Apple nên tập trung trong tương lai. Tham vọng của Jobs là xây dựng một công ty có thể trường tồn, và ông đã hỏi Markkula về công thức dành cho nó. Markkula trả lời rằng các công ty tồn tại lâu dài biết cách tự sáng tạo lại chính nó. Hewlett-Packard đã làm điều đó nhiều lần; nó bắt đầu là một công ty chuyên về nhạc cụ, sau đó là một công ty sản xuất máy tính cầm tay, và cuối cùng là máy tính cá nhân. “Apple đã bị Microsoft loại khỏi cuộc chơi trong mảng máy tính cá nhân,” Markkula nói. “Cậu cần phải sáng tạo lại công ty để phát triển một thứ gì đó khác, như các sản phẩm tiêu dùng hay các thiết bị cá nhân. Cậu cần phải giống một chú bướm với khả năng thay đổi hình dáng của mình.” Jobs đã không nói nhiều, nhưng ông đồng ý với điều đó.

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Ban quản trị cũ họp mặt vào cuối tháng 7 để phê duyệt việc chuyển đổi. Woolard, người vốn cầu kỳ không kém sự nóng tính của Jobs, đã bị choán chỗ giữa chừng khi Jobs xuất hiện với quần bò và giày đế mềm, ông đã lo lắng về việc Jobs bắt đầu quát nạt những thành viên kỳ cựu trong ban quản trị vì sự luộm thuộm. Nhưng Jobs chỉ đơn thuần đưa ra lời chào “Xin chào tất cả mọi người.” Họ đi thẳng vào vấn đề bầu chọn việc chấp nhận các đơn từ chức, bầu Jobs vào hội đồng và cho phép Jobs cùng Woolard tìm những thành viên mới cho ban quản trị.

Người đầu tiên Jobs tìm về, không có gì ngạc nhiên, Larry Ellison. Ông ta nói rằng mình rất vui khi được tham gia, nhưng ông rất ghét tham gia các buổi họp. Jobs nói chỉ cần ông tới dự một nửa số đó là được. (Sau một thời gian Ellison chỉ tới dự ⅓ số buổi họp. Jobs đã lấy một bức ảnh của ông ở trên góc tạp chí Business Week và phóng to bằng người thật lên một tấm bìa cứng, cắt ra để đặt vào ghế của Ellison.)

Jobs cũng mời Bill Campbell, người đã từng làm marketing cho Apple đầu những năm 1980 và bị kẹt giữa cuộc chiến Sculley-Jobs. Campbell sau đó đứng về phía Sculley, nhưng càng ngày càng ghét ông ta, nhiều tới mức khiến Jobs tha thứ cho ông. Khi đó ông là CEO của Intuit và là bạn đi bộ của Jobs. “Chúng tôi ngồi phía sau ngôi nhà của ông ấy,” Campbell nhớ lại, ông sống cách Jobs chỉ 5 khu nhà ở Palo Alto, “ông ấy nói sẽ quay trở lại Apple và muốn tôi có mặt trong ban quản trị. Tôi nói, ‘Gì cơ, tất nhiên tôi sẽ làm điều đó.’” Campbell từng là một huấn luyện viên bóng đá ở Columbia, và tài năng tuyệt vời của ông, Jobs nói, là “giúp những cầu thủ hạng B đạt hiệu suất của các cầu thủ hạng A.” Ở Apple, Jobs nói với Campbell, ông sẽ làm việc với những nhân tài hạng A.

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Woolard mang tới Jerry York, người từng làm giám đốc tài chính của Chrysler và sau đó là IBM. Những người khác được cân nhắc và sau đó bị từ chối bởi Jobs, bao gồm Meg Whitman, khi đó là quản lý của bộ phận Playskool của Hasbro và từng là người lên kế hoạch chiến lược ở Disney. (Năm 1998 bà trở thành CEO của eBay, và sau đó tranh cử để trở thành thống đốc bang California, nhưng thất bại.) Qua nhiều năm Jobs đã mang tới ban quản trị Apple nhiều nhân vật tầm cỡ khác, bao gồm Al Gore, Eric Schmidt từ Google, Art Levinson của Genentech, Mickey Drexler của Gap và J. Crew, Andrea Jung từ Avon. Tuy vậy ông luôn đảm bảo sự trung thành của họ, đôi khi là trung thành cả với những sai lầm. Bất chấp tầm vóc của mình, đôi lúc họ cho thấy vẻ tôn kính hay bị hăm dọa bởi Jobs, và họ luôn cố gắng để làm ông vui vẻ.

Có thời điểm Jobs đã mời Arthur Levitt, cựu chủ tịch của SEC, trở thành thành viên ban quản trị. Levitt, người đã mua chiếc Macintosh đầu tiên vào năm 1984 và tự hào vì “nghiện” những chiếc máy tính của Apple, đã sướng run lên. Ông rất hào hứng khi tới thăm Cupertino, nơi ông thảo luận vai trò của mình với Jobs. Nhưng khi đó Jobs đọc được lời của Levitt về việc quản lý tập đoàn, tranh luận về việc các ban quản trị cần đóng một vai trò lớn và độc lập, và đã điện thoại cho Levitt để rút lại lời mời. “Arthur, tôi không nghĩ ông sẽ hạnh phúc khi ở trong ban quản trị của chúng tôi, và tôi nghĩ tốt hơn hết là chúng tôi sẽ không mời ông nữa,” Levitt kể lại những lời của Jobs nói với ông. “Thực lòng mà nói, tôi nghĩ về những vấn đề mà anh đưa ra, mặc dù phù hợp ở một vài công ty, nhưng không thực sự thích hợp với văn hóa của Apple.” Levitt sau đó viết lại, “Tôi bị đo ván... mọi việc rất rõ ràng rằng ban quản trị của Apple không được thiết kế để hoạt động độc lập với CEO.”

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Macworld Boston, tháng 8 năm 1997

Thông báo cho nhân viên việc định giá lại quyền mua cổ phiếu của Apple đã được ký “Steve và ban điều hành,” và rất nhanh chóng mọi người biết đến việc ông tổ chức các buổi họp đánh giá tất cả mọi sản phẩm của công ty. Việc này cùng một số tín hiệu khác về việc Jobs đang toàn tâm toàn ý cho Apple đã đẩy giá cổ phiếu từ 13 đô-la lên 20 đô-la trong tháng 7. Nó cũng tạo ra những luồng cảm xúc hân hoan mà Apple thu lượm được cho sự kiện Macworld vào tháng 8 năm 1997 ở Boston. Hơn 5.000 người đã có mặt nhiều giờ và bị nhồi nhét trong phòng hội nghị Castle của khách sạn Park Plaza để nghe bài phát biểu của Jobs. Họ tới để được thấy người anh hùng đã trở lại - và để thấy ông có thực sự sẵn sàng dẫn dắt họ lần nữa hay không.

Những tràng pháo tay lớn nổ ra khi bức ảnh Jobs từ năm 1984 hiện ra trên màn hình trên cao. “Steve! Steve! Steve!” đám đông bắt đầu gào thét tên ông, mặc dù việc giới thiệu vẫn chưa kết thúc. Khi ông bắt đầu bước đi trên sân khấu - mặc một chiếc áo khoác đen, áo phông trắng không cổ, quần bò và nở nụ cười tinh quái - những tiếng hét và ánh đèn chớp nháy không khác gì bầu không khí chào đón một ngôi sao nhạc rock. Đầu tiên ông ngưng sự phấn khích lại bằng việc nhắc tới nơi ông đang làm việc chính thức. “Tôi là Steve Jobs, chủ tịch và CEO của Pixar,” ông tự giới thiệu bản thân, mở trang giới thiệu với tiêu đề như vậy trên màn hình. Sau đó ông giải thích vai trò của mình ở Apple. “Tôi, cũng giống như rất nhiều người khác, đang cùng nhau giúp cho Apple vững mạnh trở lại.”

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Nhưng với việc bước trên sân khấu, thay đổi các trang trình chiếu trên màn hình với một chiếc điều khiển trong tay, rất rõ ràng rằng ông đang là người chịu trách nhiệm ở Apple - và có vẻ sẽ tiếp tục làm vậy. Ông thực hiện một bài phát biểu được làm hết sức cẩn thận, không có ghi chú, về nguyên nhân khiến doanh thu của Apple giảm 30% so với 2 năm trước. “Có rất nhiều người tuyệt vời ở Apple, nhưng họ đang làm những thứ hoàn toàn sai lầm bởi các kế hoạch đều sai lầm,” ông nói. “Tôi đã tìm thấy những người không thể chờ để được xếp hàng sau một chiến lược tốt, nhưng ở đây lại chẳng có cái nào cả.” Đám đông lại bùng nổ những tiếng gào thét, tiếng huýt gió và những tràng pháo tay.

Khi ông nói, niềm đam mê của ông tuôn trào với cường độ tăng dần, và ông bắt đầu sử dụng “chúng tôi” và “tôi” - thay vì “họ” - khi nói tới những việc Apple đang làm. “Tôi nghĩ bạn vẫn cần suy nghĩ khác biệt khi mua một chiếc máy tính Apple,” ông nói. “Những người mua chúng có suy nghĩ khác biệt. Họ là những tâm hồn sáng tạo trong thế giới này, và họ đang thay đổi thế giới. Chúng tôi làm các công cụ cho những người như vậy.” Khi nhấn mạnh từ “chúng tôi” trong câu này, ông nắm hai tay với nhau và đặt tay lên ngực. Cuối cùng, trong đoạn kết của bài diễn văn, ông tiếp tục dùng từ “chúng tôi” khi nói về tương lai của Apple. “Chúng tôi cũng đang tiếp tục suy nghĩ khác biệt và phục vụ những người đã mua sản phẩm của chúng tôi ngay từ những ngày đầu. Bởi có rất nhiều người nghĩ chúng thật điên khùng, nhưng trong sự điên khùng đó chúng tôi thấy những thiên tài.” Trong thời gian nán lại để tung hô, mọi người nhìn nhau trong sự tôn kính, vài người gạt những giọt nước mắt xúc động. Jobs đã thể hiện rất rõ rằng ông và “chúng tôi” của Apple chỉ là một.

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Hiệp ước Microsoft

Sự kiện ở Macworld tháng 8 năm 1997 của Jobs là một quả bom truyền thông, xuất hiện trên trang bìa của cả Time và Newsweek. Ở gần cuối bài diễn thuyết, ông dừng lại để nhấp một ngụm nước và bắt đầu nói với giọng nhẹ nhàng hơn. “Apple sống trong một hệ sinh thái,” ông nói. “Nó cần sự trợ giúp từ các đối tác. Những mối quan hệ mang tính tiêu cực không giúp gì ai trong ngành công nghiệp này.” Để tăng thêm sự kịch tích, ông lại ngừng lần nữa, và sau đó giải thích: “Tôi muốn giới thiệu một trong những đối tác mới đầu tiên của chúng tôi hôm nay, một đối tác đầy ý nghĩa, và đó là Microsoft.” Biểu tượng của Microsoft và Apple xuất hiện cùng nhau trên màn hình trong sự kinh ngạc của mọi người.

Apple và Microsoft ở trong tình trạng chiến tranh hàng thập kỷ qua nhiều vấn đề về bản quyền và các bằng sáng chế, đáng kể nhất là việc Microsoft đánh cắp giao diện người dùng của Apple. Ngay khi Jobs bị hất cẳng khỏi Apple năm 1985, John Sculley đã ký một thỏa thuận đầu hàng: Microsoft được quyền sử dụng giao diện người dùng của Apple cho Windows 1.0, và đổi lại việc biến Excel thành phần mềm độc quyền cho Mac trong thời hạn 2 năm. Năm 1988, sau khi Microsoft phát hành Windows 2.0, Apple khởi kiện. Sculley cho rằng thỏa thuận năm 1985 không áp dụng cho Windows 2.0 và những cải tiến sau này của Windows (như thủ thuật “cắt xén” các cửa sổ chồng lên nhau của Bill Atkinson) đã thể hiện sự vi phạm rõ ràng. Năm 1997 Apple thua vụ kiện này và một số vụ kháng cáo khác, nhưng tàn dư của vụ tranh chấp và nguy cơ xuất hiện những vụ kiện mới tồn tại trong một thời gian dài.

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Thêm vào đó, bộ tư pháp của tổng thống Clinton đang chuẩn bị một vụ kiện chống độc quyền rất lớn chống lại Microsoft. Jobs đã mời ủy viên công tố đứng đầu vụ này, Joel Klein, tới Palo Alto. Đừng lo lắng về việc đưa ra biện pháp mạnh với Microsoft, Jobs nói với ông khi uống cà phê. Thay vào đó, đơn giản là giữ họ bận rộn với vụ kiện. Nó sẽ cho Apple cơ hội, Jobs giải thích, để “chạy nước rút” với Microsoft và đưa ra những sản phẩm cạnh tranh.

Dưới thời Amelio, cuộc đấu đã ngã ngũ. Microsoft từ chối việc phát triển Word và Excel cho những phiên bản tương lai của hệ điều hành Macintosh, và điều đó có thể tiêu diệt Apple. Về phía Bill Gates, đó không đơn giản là vì sự hận thù. Có thể hiểu được vì sao ông lại không sẵn lòng cam kết phát triển cho hệ điều hành Macintosh tương lai khi mà không một ai, bao gồm cả sự bất ổn trong ban lãnh đạo của Apple, biết được hệ điều hành mới đó sẽ như thế nào. Ngay sau khi Apple mua NeXT, Amelio và Jobs đã bay cùng nhau tới Microsoft, nhưng Gates gặp khó khăn khi xác định ai là người đang chịu trách nhiệm. Vài ngày sau ông gọi cho Jobs. “Này, cái quái gì vậy, có phải tôi cần đưa các ứng dụng của mình lên hệ điều hành NeXT?” Gates hỏi. Jobs trả lời với bằng “mô tả Gil như một kẻ khôn vặt,” Gates nhớ lại, và gợi ý về việc tình hình này sẽ sớm được xử lý.

Khi vấn đề về lãnh đạo được giải quyết một phần với sự ra đi của Amelio, một trong những cuộc gọi đầu tiên của Jobs là cho Gates. Jobs nhớ lại:

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Tôi gọi cho Bill và nói, “Tôi chuẩn bị thay đổi công ty này.” Bill luôn có một vết nhơ nhỏ ở Apple. Chúng tôi đã đưa cậu ta đến với lĩnh vực phần mềm ứng dụng. Những ứng dụng đầu tiên của Microsoft là Excel và Word cho Mac. Vì thế tôi đã gọi và nói với cậu ta, “Tôi cần trợ giúp.” Microsoft đang đi trên những bằng sáng chế của Apple. Tôi nói, “Nếu chúng tôi theo đuổi vụ kiện, chỉ vài năm nữa chúng tôi có thể thắng vụ kiện vi phạm bằng sáng chế trị giá hàng tỉ đô-la. Cậu biết điều đó, và tôi cũng biết điều đó. Nhưng Apple sẽ không sống lâu tới vậy nếu chúng ta có chiến tranh. Tôi biết vậy. Vì thế hãy tìm ra cách để giải quyết vấn đề này ngay bây giờ. Tất cả những gì tôi cần là Microsoft tiếp tục phát triển phần mềm cho Mac và một khoản đầu tư từ Microsoft cho Apple để nó có phần trong thành công của chúng tôi.”

Khi tôi nhắc lại những gì Jobs nói, Gates đồng ý rằng nó rất xác đáng. “Chúng tôi có một nhóm người mong muốn làm việc với những sản phẩm của Mac, và chúng tôi thích máy Mac,” Gates nhớ lại. Ông ấy đã đàm phán với Amelio trong 6 tháng, nhưng lời đề nghị càng ngày càng kéo dài và phức tạp hơn. “Vì thế Steve đã tới và nói, ‘Này, thỏa thuận này quá phức tạp. Cái tôi muốn là một thỏa thuận đơn giản. Tôi muốn một cam kết và một khoản đầu tư.’ Và chúng tôi đã thống nhất việc đó chỉ trong 4 tuần.”

Gates và giám đốc tài chính của ông, Greg Maffei, đã tới Palo Alto để làm việc về cơ cấu cho thỏa thuận này, sau đó Maffei quay về một mình vào Chủ nhật tiếp theo để làm chi tiết nó. Khi ông tới nhà Jobs, Jobs lấy 2 chai nước trong tủ lạnh và cùng Maffei đi dạo quanh những ngôi nhà ở Palo Alto. Cả 2 đều mặc quần soóc, Jobs thì đi chân trần. Khi họ ngồi trước nhà thờ Baptist, Jobs nói vào vấn đề chính. “Một cam kết phát triển phần mềm cho Mac và một khoản đầu tư.”

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Mặc việc đàm phán diễn ra khá nhanh, những chi tiết cuối cùng không được hoàn thành cho tới vài giờ ngay trước bài phát biểu của Jobs ở Macworld Boston. Chuông điện thoại reo khi ông đang tập dượt ở Park Plaza Castle. “Chào Bill,” ông nói và tiếng của ông vang khắp gian sảnh cũ. Sau đó ông bước tới một góc và nói rất nhỏ để không ai có thể nghe thấy. Cuộc gọi kéo dài một giờ. Cuối cùng, những điểm còn lại trong thỏa thuận đã được giải quyết. “Bill, cảm ơn vì đã hỗ trợ công ty này,” Jobs nói. “Tôi nghĩ thế giới này là nơi tốt đẹp hơn cho nó.”

Trong bài phát biểu tại Macworld, Jobs đã nhắc tới những chi tiết trong thỏa thuận với Microsoft. Đầu tiên có những lời rì rầm phản đối và những tiếng huýt sáo từ những tín đồ. Điều bực bội nhất là thông báo của Jobs, về một phần của hiệp ước hòa bình, “Apple quyết định để Internet Explorer là trình duyệt mặc định trên Macintosh.” Đám đông lập tức la ó, và Jobs nhanh chóng thêm vào, “Chúng tôi tin vào sự lựa chọn, và sẽ phát hành một trình duyệt khác, người dùng tất nhiên có thể thay đổi trình duyệt mặc định của mình nếu họ muốn.” Có một vài tiếng cười và một số vỗ tay tán thưởng. Đám đông bắt đầu ồ lên, đặc biệt là khi ông thông báo Microsoft sẽ đầu tư 150 triệu đô-la vào Apple và sẽ nhận những cổ phiếu không có quyền bầu bán.

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Nhưng cảm giác dễ chịu biến mất ở thời điểm Jobs phạm một trong số rất ít các sai lầm về hình ảnh và quan hệ công chúng trong sự nghiệp đứng trên sân khấu của ông “Tôi có một vị khách đặc biệt trong ngày hôm nay qua kết nối vệ tinh,” ông nói, và đột nhiên khuôn mặt Bill Gates xuất hiện trên màn hình lớn làm lu mờ Jobs và đám đông. Nụ cười mỏng xuất hiện trên gương mặt Gates và sau đó chuyển thành một cái nhếch mép duyên dáng. Đám đông há hốc miệng trong sự kinh hoàng, theo sau là những lời la ó và các tiếng huýt sáo. Khung cảnh gợi nhớ tới âm thanh đầy hung bạo trong quảng cáo Big Brother năm 1984 như bạn đã hình dung được một chút (hay đã hy vọng?) một người phụ nữ khỏe mạnh bất ngờ chạy tới giữa 2 hàng ghế và xóa tan hình ảnh trên màn hình với một chiếc búa tạ.

Nhưng đó là tất cả sự thật, và Gates, không mảy may biết tới sự chế giễu, bắt đầu nói qua kết nối vệ tinh từ trụ sở của Microsoft. “Một trong những công việc tuyệt vời nhất tôi từng làm trong sự nghiệp của mình là những sản phẩm tôi thực hiện với Steve trên Macintosh,” ông nói với chất giọng cao. Sau đó ông tiếp tục giới thiệu phiên bản mới của Microsoft Office được phát triển cho Macintosh, đám đông im lặng và có vẻ đã dần chấp nhận trật tự thế giới mới. Gates thậm chí đã có được một vài tiếng vỗ tay khi nói phiên bản mới của Word và Excel cho Mac sẽ “ưu việt hơn trên rất nhiều khía cạnh so với những gì chúng tôi đã làm trên nền tảng Windows.”

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Jobs nhận ra rằng hình ảnh của Gates che lấp bản thân mình cùng khán giả là một sai lầm. “Tôi đã muốn cậu ta tới Boston,” Jobs nói sau này. “Đó là sự kiện tồi tệ và ngu ngốc nhất mà tôi từng thực hiện. Nó tệ vì nó khiến tôi trông nhỏ bé, khiến Apple trông nhỏ bé, và giống như tất cả đều nằm trong đôi tay của Bill.” Gates cũng cảm thấy xấu hổ khi xem lại băng ghi hình sự kiện này. “Tôi không hề biết khuôn mặt mình sẽ bị phóng to tới mức như vậy,” ông nói.

Jobs đã cố gắng để trấn an người nghe bằng một bài ứng khẩu. “Nếu chúng ta muốn tiến lên và thấy Apple vững mạnh trở lại, chúng ta cần bỏ lại một số thứ tại đây,” ông nói với đám đông. “Chúng ta cần bỏ qua ý niệm rằng Apple phải thắng và Microsoft phải thua... Tôi nghĩ, nếu chúng ta muốn Microsoft Office trên Mac, tốt hơn hết ta nên dành cho công ty phát triển nó một chút lòng biết ơn.”

Thông báo về Microsoft, cùng với sự bắn bó đầy đam mê của Jobs với công ty, đã tạo ra sức bật cực kỳ cần thiết cho Apple. Vào cuối ngày hôm đó, cổ phiếu của nó tăng vọt thêm 6,56 đô-la, hay 33%, tới gần 26,31 đô-la, gấp đôi giá vào ngày Amelio từ chức. Cú nhảy trong một ngày mang lại 830 triệu đô-la cho giá trị của Apple trên sàn chứng khoán. Apple đã quay trở lại từ nấm mồ của nó.

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Chương 25

TƯ DUY KHÁC BIỆT

Jobs khi là iCEO

Noi gương Picasso

Những kẻ điên khùng

Lee Clow, giám đốc sáng tạo ở Chiat/Day người đã thực hiện quảng cáo “1984” tuyệt vời để giới thiệu Macintosh, lái xe tới Los Angeles vào một ngày đầu tháng 7 thì điện thoại trong xe của ông reo. “Chào Lee, Steve đây,” ông nói.” Đoán xem nào? Amelio vừa từ chức. Anh có thể tới đây không?”

Apple khi đó đang tiến hành xem xét để lựa chọn một đối tác mới, và Jobs không có chút ấn tượng nào với những gì mình thấy. Vì vậy ông muốn Clow và công ty của ông, và đã gọi TBWA\Chiat\Day tới để chạy đua giành hợp đồng này. “Chúng tôi cần chứng tỏ Apple vẫn tồn tại,” Jobs nói, “và nó vẫn đang chứa đựng những điều đặc biệt.”

Clow nói rằng mình không tham gia tranh giành hợp đồng quảng cáo. “Anh biết công việc của chúng tôi,” ông nói. Những Jobs đã cố gắng nài nỉ. Rất khó để từ chối tất cả những công ty đã tham gia đấu thầu, bao gồm BBDO và Arnold Worldwide, để mời lại “ông bạn già,” Jobs nói. Clow đã đồng ý bay tới Cupertino với vài thứ có thể trình diễn. Nhắc lại việc này sau nhiều năm, Jobs bắt đầu khóc.

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Tôi nghẹn lại, nó thực sự làm tôi nghẹn lời. Thật rõ ràng là Lee quá yêu Apple. Họ là những người giỏi nhất trong lĩnh vực quảng cáo. Và ông ấy đã không phải đấu thầu trong 10 năm. Nhưng cuối cùng ông đã làm điều đó, bằng cả trái tim của mình, bởi tình yêu của ông đối với Apple cũng lớn như tình yêu của chúng tôi vậy. Ông ấy và nhóm của mình đem tới một ý tưởng sáng chói, “Tư duy Khác biệt.” Và nó tốt hơn mười lần so với những gì các đại lý khác thể hiện. Nó làm tôi nghẹn ngào, và nó vẫn làm tôi khóc mỗi khi nhớ lại điều đó, cả sự quan tâm của Lee và sự chói sáng trong ý tưởng “Tư duy khác biệt” của ông ấy. Thỉnh thoảng tôi lại tìm thấy mình trong hiện diện của sự thuần khiết - sự thuần khiết của tâm hồn và tình yêu - và tôi luôn luôn khóc. Nó luôn chạm tới và nắm lấy tôi. Đó là một thời khắc như vậy. Có một sự thuần khiết trong đó khiến tôi không bao giờ quên. Tôi đã khóc trong văn phòng của mình khi ông ấy trình bày ý tưởng đó, và tôi vẫn khóc khi nghĩ về nó.

Jobs và Clow đều đồng ý về việc Apple là một trong những thương hiệu tuyệt vời nhất trên thế giới, và chắc chắn là 1 trong 5 thương hiệu hàng đầu dựa trên sự kết hợp của cảm xúc, nhưng họ cần nói với công chúng về sự đặc biệt của nó. Vì vậy họ muốn có một chiến dịch về hình ảnh thương hiệu, chứ không chỉ là một bộ các sản phẩm quảng cáo. Nó được thiết kế không phải để tôn vinh những gì máy tính có thể làm. “Đó không phải vấn đề tốc độ xử lý hay bộ nhớ,” Jobs nhớ lại. “Nó nói về sự sáng tạo.” Nó không chỉ hướng trực tiếp vào những khách hàng tiềm năng, mà còn hướng tới chính những nhân viên của Apple: “Ở Apple chúng tôi đã quên mất mình là ai. Có một cách để nhớ bạn là ai, đó là nhớ ai là người hùng của bạn. Đây là cốt lõi của chiến dịch này.”

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Clow và nhóm của mình đã thử nhiều cách tiếp cận để tán dương những “người điên” những người có “tư duy khác biệt.” Họ đã làm một đoạn phim trên nền bài hát Crazy của Seal (“Chúng ta sẽ không bao giờ sống sót trừ khi ta có một chút điên loạn”), nhưng không thấy hợp lý. Sau đó họ thử nhiều phiên bản khác sử dụng bản ghi âm bài đọc The Road Not Taken của Robert Frost hay bài phát biểu Dead Poets Society của Robin Williams. Cuối cùng họ quyết định phải viết lời thoại riêng của mình; bản nháp bắt đầu với, “Gửi những người điên.”

Jobs vẫn đòi hỏi khắt khe như mọi khi. Khi nhóm của Clow bay tới với một phiên bản trên giấy, ông đã nổi giận với cây viết trẻ. “Đây là thứ vứt đi!” ông hét lên. “Công ty quảng cáo này dở tệ và tôi ghét nó.” Đó là lần đầu tiên tay viết trẻ này gặp Jobs, anh ta đứng câm lặng và sau đó không bao giờ quay lại. Tuy vậy những người có thể trụ được với Jobs, gồm Clow cùng những người trong nhóm của ông là Ken Segall và Craig Tanimoto, đã có thể làm việc cùng ông để viết ra một bài thơ mà Jobs thích. Trong phiên bản gốc dài 60 giây nó viết:

Gửi những người điên.

Những người không thể thích nghi.

Những người nổi loạn.

Những người gây rối.

Những chiếc cọc tròn trong các hố vuông.

Những người nhìn sự việc một cách khác biệt.

Họ không ưa thích các luật lệ.

Và họ không xem trọng hiện tại.

Bạn có thể đánh giá,

Bạn có thể không đồng ý với họ,

Ca ngợi hay phỉ báng họ.

Điều duy nhất bạn không thể làm là bỏ qua họ.

Bởi họ thay đổi mọi thứ.

Họ đẩy loài người tiến lên.

Có thể một số người nhìn họ như những kẻ điên,

Chúng tôi nhìn họ như những thiên tài.

Bởi những người đủ điên khùng để nghĩ họ có thể thay đổi thế giới chính là những người thay đổi thế giới.

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Jobs, người có thể nhận biết từng quan điểm trong này, tự viết một số dòng, gồm câu “Họ đẩy loài người tiến lên.” Vào thời điển diễn ra MacWorld Boston đầu tháng 8, họ đã thực hiện một phiên bản thô. Họ đồng tình rằng nó chưa sẵn sàng, nhưng Jobs đã sử dụng những ý tưởng này và câu “Tư duy Khác biệt” trong bài nói của mình. “Đó là phôi thai của một ý tưởng tuyệt vời,” ông nói khi đó. “Apple hướng tới những người có tư duy vượt khỏi khuôn khổ, những người muốn sử dụng máy tính để giúp họ thay đổi thế giới.”

Họ đã tranh luận về vấn đề ngữ pháp: Nếu “khác biệt” hướng tới động từ “tư duy,” nó cần phải là một phó từ, “tư duy một cách khác biệt.” Nhưng Jobs nhấn mạnh việc ông muốn “khác biệt” được sử dụng thành một danh từ, như là “tư duy chiến thắng” hay “tư duy đẹp.” Hơn nữa, nó nghe giống cách sử dụng thông thường hơn, như “Nghĩ lớn.”, Jobs sau đó giải thích, “Chúng tôi đã tranh luận xem nó đã chính xác để bắt đầu quảng cáo chưa. Đó không phải là tư duy đơn điệu, đó là tư duy khác biệt. Tư duy khác một chút, tư duy khác rất nhiều, tư duy khác biệt. ‘Tư duy một cách khác biệt’ không mang lại ý nghĩa với tôi.”

Để gợi lên tinh thần của Dead Poets Society, Clow và Jobs muốn Robin Williams đọc bài viết này. Đại diện của ông nói Williams không tham gia quảng cáo, vì thế Jobs thử gọi trực tiếp cho ông ấy. Ông không vượt qua được vợ của Williams, người không để ông nói chuyện trực tiếp với nam nghệ sĩ bởi bà biết Jobs có sức thuyết phục tới mức nào. Họ cũng cân nhắc Maya Angelou và Tom Hanks. Ở bữa tối gây quỹ của Bill Clinton mùa thu năm đó, Jobs kéo tổng thống ra một bên và nhờ ông gọi điện cho Hanks để nói về việc đó, nhưng tổng thống đã từ chối yêu cầu đó. Cuối cùng họ chọn Richard Dreyfuss, một người hâm mộ trung thành của Apple.

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Ngoài quảng cáo thương mại trên truyền hình, họ đã thực hiện một trong những chiến dịch quảng cáo in đáng nhớ nhất trong lịch sử. Mỗi tờ quảng cáo là một bức chân dung đen trắng của một nhân vật lịch sử với biểu tượng của Apple và dòng chữ “Tư duy Khác biệt” ở góc. Điều làm nó trở nên đặc biệt thu hút là những khuôn mặt không được chú thích tên. Một số - Einstein, Gandhi, Lennon, Dylan, Picasso, Edison, Chaplin, King - rất dễ để nhận diện. Nhưng những người khác khiến mọi người phải dừng lại, suy đoán, và có thể hỏi bạn bè để biết tên của người trong ảnh: Martha Graham, Ansel Adams, Richard Feynman, Maria Callas, Frank Lloyd Wright, James Watson, Amelia Earhart.

Phần lớn đều là những thần tượng của cá nhân Jobs. Họ có khuynh hướng là những người sáng tạo và chấp nhận rủi ro, thách thức thất bại và đặt cược cả sự nghiệp của mình để làm việc theo những cách khác biệt. Một người ái mộ nhiếp ảnh đã tham gia để đảm bảo họ có những bức chân dung hoàn hảo của các vĩ nhân. “Đây không phải là bức ảnh hợp lý của Gandhi,” anh ta nói với Clow. Clow giải thích bức ảnh nổi tiếng do Margaret Bourke-White chụp Gandhi ở bên guồng quay tơ thuộc sở hữu của Time-Life Pictures và không được sử dụng với mục đích thương mại. Vì thế Jobs đã gọi cho Norman Pearlstine, tổng biên tập tủa tạp chí Time, quấy rầy ông ta để xin một ngoại lệ. Ông cũng gọi cho Eunice Shriver để thuyết phục gia đình bà cung cấp bức ảnh ông yêu thích, chụp người em trai Bobby Kennedy của bà trong chuyến thăm Appalachia, Jobs cũng đã liên hệ với các con của Jim Henson để có bức ảnh đẹp nhất của người điều khiển rối đã qua đời.

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Tương tự như vậy, ông đã gọi cho Yoko Ono để có bức ảnh người chồng đã mất của bà, John Lennon. Bà ấy gửi cho ông một tấm, nhưng nó không phải bức ảnh mà Jobs thích. “Trước khi bắt đầu chiến dịch, tôi đang ở New York, tôi đã tới một nhà hàng Nhật nhỏ mà tôi thích và cho bà ấy biết tôi ở sẽ đó,” ông nhớ lại. Khi ông đến nơi, bà ấy tới bàn của ông. “Đây là một tấm đẹp hơn,” bà nói, đưa ông một phong bì. “Tôi nghĩ mình sẽ gặp cậu, thế nên tôi mang cái này theo.” Đó là một tấm hình cổ điển của bà ấy và John ở trên giường cùng nhau, nắm những bông hoa, và đó là tấm ảnh Apple đã sử dụng. “Tôi có thể hiểu vì sao John lại yêu bà ấy,” Jobs nhớ lại.

Phần đọc của Richard Dreyfuss đã hoàn thành tốt, tuy nhiên Lee Clow lại có một ý tưởng khác. Liệu Jobs có thể tự mình đọc được không? “Cậu thực sự tin điều này,” Clow nói với Jobs. “Cậu nên đọc nó.” Và thế là Jobs ngồi trong một phòng thu, thử vài lần và nhanh chóng thực hiện đoạn ghi âm mà tất cả mọi người đều thích. Ý tưởng được đưa ra là nếu họ sử dụng nó, thì họ sẽ không nói cho công chúng biết ai là người đã đọc, cũng giống như việc không ghi chú tên các vĩ nhân trên ảnh. Cuối cùng mọi người sẽ phát hiện ra đó là Jobs. “Nếu cậu đọc thì nó sẽ có uy lực thật sự,” Clow lập luận. “Đó sẽ là một cách để lấy lại thương hiệu.”

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Jobs không thể quyết định việc sử dụng phiên bản với giọng của mình hay của Dreyfuss. Cuối cùng, màn đêm buông xuống và tới lúc họ cần phải chạy quảng cáo; nó được quyền phát sóng, khá thích hợp, trong buổi công chiếu Toy Story trên truyền hình. Như mọi khi, Jobs không thích bị ép phải ra quyết định. Ông nói với Clow chiếu cả hai phiên bản; nó cho phép ông suy nghĩ tới sáng hôm sau để ra quyết định. Khi buổi sáng tới, Jobs gọi cho họ và yêu cầu sử dụng bản của Dreyfuss. “Nếu chúng ta sử dụng tiếng nói của tôi, khi mọi người phát hiện điều đó, họ sẽ nó về tôi,” ông nói với Clow. “Như vậy không đúng. Chỉ là về Apple thôi.”

Kể từ khi rời khỏi cộng đồng Apple, Jobs đã khẳng định bản thân mình. Và với việc mở rộng Apple như một đứa con của phong trào phản văn hóa, trong những quảng cáo như “Tư duy Khác biệt” và “1984”, ông đã định vị thương hiệu của Apple, thêm một lần nữa khẳng định tính cách nổi loạn của mình, kể cả khi đã trở thành một tỉ phú, nó cho phép những người thuộc thế hệ vàng và con cái họ làm điều tương tự. “Từ lần đầu gặp gỡ khi cậu ta còn là một thanh niên trẻ, Jobs đã có trực giác tuyệt vời nhất về những ảnh hưởng mà cậu muốn từ thương hiệu của mình tới mọi người,” Clow nói.

Rất ít các công ty khác hay các lãnh đạo tập đoàn - có lẽ không ai cả - có thể nghĩ tới ý tưởng táo bạo nhưng suất xắc về việc gắn thương hiệu của họ với Gandhi, Einstein, Picasso, và Dalai Lama. Jobs có thể động viên mọi người khẳng định chính mình như những cá thể độc lập, sáng tạo, đổi mới một cách táo bạo chỉ đơn giản bằng chiếc máy tính họ sử dụng. “Steve đã tạo ra thương hiệu mang phong cách sống duy nhất trong lĩnh vực công nghệ,” Larry Ellison nói. “Có những chiếc ô tô làm người ta tự hào khi sở hữu - Porsche, Ferrari, Prius - bởi chiếc ô tô tôi lái nói lên điều gì đó về tôi. Mọi người có cùng cảm giác như vậy đối với các sản phẩm Apple.”

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Bắt đầu với chiến dịch “Tư duy Khác biệt”, và tiếp tục trong suốt năm đó ở Apple, Jobs tổ chức cuộc họp suốt 3 giờ đồng hồ mỗi chiều thứ 4 để gặp các nhân viên các đại lý, marketing và truyền thông nhằm thúc đẩy các chiến lược truyền tải thông điệp. “Không có một CEO nào trên hành tinh này làm việc với nhóm marketing theo cách Jobs làm,” Clow nói. “Mỗi thứ 4 cậu ấy duyệt những quảng cáo thương mại, các ảnh quảng cáo, các áp phích.” Cuối mỗi buổi họp, Jobs thường đưa Clow và 2 đồng nghiệp của ông là Duncan Milner và James Vincent tới phòng thiết kế được bảo vệ chặt chẽ của Apple để xem những sản phẩm đang được phát triển. “Anh ấy rất say mê và đầy cảm xúc khi giới thiệu với chúng tôi những thứ đang phát triển,” Vincent nói. Bằng việc chia sẻ với những chuyên gia marketing niềm đam mê của mình với sản phẩm khi chúng được thiết kế, ông có thể đảm bảo gần như mỗi quảng cáo được họ thực hiện đều mang trong nó cảm xúc của mình.

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iCEO (CEO tạm thời)

Khi kết thúc công việc với chiến dịch “Tư duy khác biệt”, Jobs đã có những suy nghĩ khác. Ông quyết định chính thức nắm quyền điều hành công ty, ít nhất trong một thời gian. Về thực tế ông đã là lãnh đạo công ty kể từ khi Amelio từ chức 10 tuần trước đó, nhưng chỉ với tư cách là cố vấn. Fred Anderson về mặt danh nghĩa đóng vai trò là CEO lâm thời. Vào ngày 16 tháng 9, 1997, Jobs thông báo quyết định tiếp nhận vị trí này, và được rút gọn thành iCEO (CEO lâm thời). Cam kết của ông không dứt khoát: ông không nhận lương và cũng không ký hợp đồng. Tuy nhiên ông không do dự trong hành động. Ông là người chịu trách nhiệm và ông không điều hành bởi sự đồng thuận.

Trong tuần đó, ông tập hợp các quản lý cấp cao và nhân viên trong khán phòng của Apple, theo sau đó là một buổi dã ngoại với bia và đồ ăn chay để kỷ niệm vai trò mới của mình và chiến dịch quảng cáo của công ty. Ông mặc quần soóc, đi lại trên đôi chân trần, và một bộ râu mọc lởm chởm. “Tôi đã quay lại được 10 tuần, và làm việc thật sự cật lực,” ông nói, trông khá mệt mỏi nhưng hết sức quyết tâm. “Những gì chúng ta đang làm không phải là khoa trương. Chúng ta đang cố lấy lại những thứ cơ bản đó là các sản phẩm tuyệt vời, marketing tuyệt vời và hệ thống phân phối tuyệt vời. Apple đã tiến xa nhờ làm rất tốt những công việc thiết yếu.”

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Trong vài tuần sau đó Jobs và ban quản trị tiếp tục tìm kiếm một CEO thường trực. Nhiều cái tên đã xuất hiện - George M. C. Fisher của Kodak, Sam Palmisano của IBM, Ed Zander của Sun Microsystem - nhưng khá dễ hiểu khi phần lớn các ứng cử viên đều không sẵn sàng cân nhắc để trở thành CEO nếu Jobs vẫn tiếp tục là một thành viên trong ban quản trị. Tờ San Francisco Chronicle thông báo việc Zander từ chối việc được cân nhắc vì “không muốn Steve đứng sau lưng, bình luận trên mỗi quyết định của ông.” Có lúc Jobs và Ellison còn đùa cợt với một người tư vấn về máy tính không tên tuổi đang tìm việc; họ gửi cho anh ta một email nói rằng anh ta được chọn, khiến họ vừa thích thú vừa xấu hổ khi câu chuyện xuất hiện trên báo về việc họ chỉ đùa giỡn với anh ta.

Vào tháng 12, rõ ràng rằng chức danh iCEO của Jobs đã chuyển từ tạm thời sang vô thời hạn. Khi Jobs vẫn đang điều hành công ty, ban quản trị lặng lẽ dừng việc tìm kiếm. “Tôi quay trở lại Apple và thử tìm một CEO, với sự giúp đỡ từ các bên môi giới tuyển dụng, trong gần 4 tháng,” ông nhớ lại. “Nhưng họ không thể tìm được người phù hợp. Đó là lý do vì sao cuối cùng tôi đã ở lại. Apple không ở trong trạng thái có thể thu hút bất kỳ người giỏi nào.”

Vấn đề mà Jobs phải đối diện là vận hành cùng lúc 2 công ty cực kỳ mệt mỏi. Nhìn lại nó, ông đã lần theo các vấn đề về sức khỏe từ những ngày này:

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Nó nhọc nhằn, thực sự rất nhọc nhằn, thời gian tệ nhất trong cuộc đời tôi. Tôi có một gia đình trẻ. Tôi có Pixar. Tôi đến công ty từ 7h sáng và quay về nhà vào 9h tối khi bọn trẻ đã lên giường ngủ. Tôi không thể nói gì, thực sự không thể, tôi đã quá kiệt sức. Tôi không thể nói gì với Laurene. Tất cả những gì tôi có thể làm là xem tivi nửa giờ trong vô vị. Nó gần như đã giết chết tôi. Tôi lái xe tới Pixar và qua Apple trong một chiếc Porsche đen mui mềm, và tôi bắt đầu bị sỏi thận. Tôi phải gấp rút tới bệnh viện và họ cho tôi một mũi Demerol vào mông, và cuối cùng tôi cũng vượt qua nó.

Bất chấp lịch làm việc bù đầu, càng dấn sâu vào công việc ở Apple, Jobs càng nhận ra rằng mình không thể ra đi được. Khi Michael Dell được hỏi ở MacWorld tháng 10 năm 1997 về việc ông sẽ làm gì nếu ông là Steve Jobs và nắm quyền ở Apple, ông đã trả lời, “Tôi sẽ đóng cửa nó và trả tiền lại cho các cổ đông.” Jobs lập tức gửi một email cho Dell. “CEO được kỳ vọng là có đẳng cấp,” ông nói. “Tôi có thể thấy rằng đó không phải một quan điểm ông có thể hiểu được.” Jobs thích kích động các đối thủ như một cách để củng cố nhóm của mình - ông đã làm vậy với IBM và Microsoft - và cũng làm thế với Dell. Khi tập hợp các quản lý để thiết lập một hệ thống toàn diện từ sản xuất tới khâu phân phối, Jobs sử dụng một tấm phông nền với hình phóng to của Michael Dell với một đích ngắm trên mặt ông ta. “Chúng tôi đang đuổi theo đó, anh bạn,” ông nói để cổ vũ những người lính của mình.

Một trong những đam mê của ông là xây dựng một công ty trường tồn. Ở tuổi 12, khi tìm được công việc mùa hè ở Hewlett-Packard, ông đã học được một công ty hoạt động đúng đắn cần sáng tạo hơn rất nhiều những gì một cá nhân có thể sáng tạo. “Tôi đã khám phá ra rằng sáng tạo tuyệt vời nhất đôi khi chính là bản thân công ty, cách bạn tổ chức nó,” ông nhớ lại. “Toàn bộ ý tưởng về cách bạn sẽ xây dựng công ty thật hấp dẫn. Khi tôi có cơ hội quay lại Apple, tôi nhận ra rằng tôi sẽ trở nên vô dụng nếu không có công ty này, và đó là lý do tôi quyết định ở lại và khôi phục nó.”

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Tiêu diệt những bản sao

Một trong những cuộc chiến lớn của Apple là việc có nên cấp quyền sử dụng hệ điều hành rộng rãi cho các nhà sản xuất máy tính, theo cách Microsoft cung cấp Windows. Wozniak thích cách tiếp cận này ngay từ đầu. “Chúng ta có hệ điều hành đẹp nhất,” ông nói, “nhưng để có nó bạn phải mua phần cứng của chúng tôi với giá gấp đôi. Đó là một sai lầm. Chúng ta nên tính toán một cái giá hợp lý để cung cấp hệ điều hành này.” Alan Kay, ngôi sao của Xeros PARC, người chuyển sang Apple năm 1984, đã chiến đấu hết mình cho việc cấp quyền sử dụng hệ điều hành Mac. “Những người làm phần mềm luôn hỗ trợ đa nền tảng, bởi bạn muốn nó chạy ở mọi nơi,” ông nhớ lại. “Và đó là một cuộc chiến lớn, gần như là cuộc chiến lớn nhất tôi đã thua ở Apple.”

Bill Gates, người đã xây dựng cơ đồ bằng việc cấp quyền sử dụng hệ điều hành của Microsoft, đã thúc đẩy Apple làm điều tương tự vào năm 1985, ngay khi Jobs vừa ra đi. Gates tin rằng kể cả khi Apple lấy đi một số khách hàng của hệ điều hành Windows, Microsoft vẫn có thể kiếm tiền bằng các phiên bản phần mềm của hãng như Word hay Excel, cho người dùng Macintosh và các bản sao của nó. “Tôi đã làm tất cả để họ trở thành một nhà cung cấp hệ điều hành lớn,” ông nhớ lại.

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Ông đã gửi một thông điệp chính thức tới Sculley về việc này. “Ngành công nghiệp này đã đạt tới điểm mà Apple không thể tạo ra một chuẩn mới từ những sáng tạo công nghệ của họ mà không có sự hỗ trợ, và những kết quả tin cậy, từ các nhà sản xuất máy tính cá nhân khác,” ông phân tích. “Apple nên cấp quyền sử dụng công nghệ Macintosh cho 3 tới 5 nhà sản xuất lớn để phát triển các máy tính ‘hỗ trợ Mac’.” Gates không nhận được câu trả lời, vì thế ông viết tiếp một thông điệp khuyến khích các công ty khác nhái lại Mac, và ông thêm vào, “Tôi muốn giúp đỡ bất cứ khi nào có thể với việc cấp bản quyền. Hãy gọi cho tôi.”

Apple từ chối cấp bản quyền hệ điều hành Macintosh cho tới năm 1994, khi CEO Michael Spindler cho phép 2 công ty nhỏ, Power Computing và Radius tạo các bản sao của Macintosh. Khi Gil Amelio lên nắm quyền năm 1996, ông bổ sung Motorola vào danh sách này. Nó trở thành một chiến lược kinh doanh không rõ ràng: Apple nhận 80 đô-la phí bản quyền cho mỗi máy tính bán ra, nhưng thay vì mở rộng thị trường, những công ty làm nhái Mac lại ăn mòn doanh số các máy tính cao cấp của chính Apple, vốn tạo ra lợi nhuận lên tới 500 đô-la.

Tuy vậy, sự phản đối của Jobs đối với những bản sao của Mac không chỉ đơn giản vì vấn đề kinh tế. Ông có một ác cảm bẩm sinh với chúng. Một trong những nguyên tắc chính của ông là phần cứng và phần mềm phải được tích hợp chặt chẽ với nhau. Ông yêu thích việc kiểm soát mọi khía cạnh trong cuộc sống của mình, và cách duy nhất thực hiện việc đó với máy tính là chịu trách nhiệm với trải nghiệm người dùng từ đầu tới cuối.

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Vì vậy khi trở lại Apple ông đặt việc tiêu diệt các bản sao của Macintosh làm ưu tiên hàng đầu. Khi phiên bản mới của hệ điều hành Mac ra mắt tháng 7 năm 1997, nhiều tuần sau khi Jobs giúp đỡ từ lúc Amelio từ chức, Jobs đã không cho phép các công ty làm nhái được nâng cấp lên. Người đứng đầu Power Computing, “vua” Stephen Kahng, đã tổ chức một cuộc biểu tình của các chuyên gia làm nhái khi Jobs xuất hiện ở Macworld Boston tháng 8 năm đó và cảnh báo trước công chúng rằng hệ điều hành Macintosh sẽ chết nếu Jobs từ chối cấp bản quyền sử dụng nó. “Nếu nền tảng này đóng lại, thì nó sẽ đi tong,” Kahng nói. “Hoàn toàn bị hủy diệt. Đóng cửa là nụ hôn của thần chết.”

Jobs không đồng ý. Ông gọi cho Ed Woolard nói rằng ông sẽ tách Apple khỏi lĩnh vực cung cấp bản quyền phần mềm. Ban quản trị bằng lòng, và trong tháng 9 ông đã hoàn thành thỏa thuận trả cho Power Computing 100 triệu đô-la để từ bỏ việc sử dụng bản quyền trước đó đồng thời cho phép Apple truy cập vào kho dữ liệu khách hàng. Ông cũng nhanh chóng kết thúc thỏa thuận với các hãng làm nhái khác. “Đó là điều ngớ ngẩn nhất trên đời khi để các công ty sản xuất phần cứng tồi tệ sử dụng hệ điều hành của mình và lấy mất doanh số của chính chúng ta,” ông nói.

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Rà soát danh mục sản phẩm

Một trong những thế mạnh của Jobs là biết cách tập trung. “Quyết định những việc không làm cũng quan trọng như quyết định những việc sẽ làm,” ông nói. “Điều đó đúng với các công ty, và cũng đúng với các sản phẩm.”

Ông áp dụng nguyên tắc này vào công việc ngay khi quay trở lại Apple. Một ngày khi ông đang đi trong sảnh và gặp chàng trai trẻ mới tốt nghiệp Wharton School, người từng làm trợ lý cho Amelio và nói rằng anh ta đang gói ghém công việc của mình. “Rất tốt, bởi tôi cần một người để làm vài việc vặt,” Jobs nói với cậu ta. Nhiệm vụ mới của cậu là ghi chú khi Jobs họp với hàng chục nhóm sản phẩm ở Apple, yêu cầu họ giải thích thứ họ đang làm, và buộc họ chứng minh cho việc nên đi tiếp với sản phẩm hay dự án của họ.

Ông cũng tuyển một người bạn, Phil Schiller, người từng làm việc ở Apple nhưng sau đó là công ty chuyên về phần mềm đồ họa Macromedia. “Steve có thể gọi tất cả các nhóm vào phòng giám đốc, với 20 ghế ngồi, họ có thể tập trung với 30 người và thử trình chiếu với PowerPoints, thứ mà Steve không muốn xem,” Schiller nhớ lại. Một trong những thứ đầu tiên Jobs làm trong quá trình đánh giá sản phẩm là cấm PowerPoints. “Tôi ghét cách người ta sử dụng các bài trình chiếu thay vì suy nghĩ,” Jobs sau này nhớ lại. “Người ta đối diện với vấn đề bằng cách tạo một bài thuyết trình. Tôi muốn họ sát sao và đưa kết luận ở trên bàn họp, thay vì đưa ra một mớ tài liệu trình chiếu. Những người biết mình đang nói về cái gì không cần dùng PowerPoint.”

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Quá trình rà soát sản phẩm cho thấy Apple mất tập trung tới mức nào. Công ty này khai thác nhiều phiên bản của mỗi sản phẩm vì nạn quan liêu và để làm hài lòng những ý thích bất chợt của các nhà bán lẻ. “Tình trạng đó thật điên rồ,” Schiller nhớ lại. “Hàng đống sản phẩm, phần lớn rất tệ, được phát triển bởi những nhóm vô trách nhiệm.” Apple có hàng chục phiên bản của Macintosh, mỗi bản đi kèm với những con số khó hiểu, từ 1400 tới 9600. “Tôi có người giải thích điều đó cho mình suốt 3 tuần,” Jobs nói. “Nhưng tôi không thể hiểu nổi nó.” Cuối cùng ông bắt đầu hỏi những câu đơn giản, như “Tôi nên nói các bạn của mình mua loại nào?”

Khi ông không thể có những câu trả lời đơn giản, ông trở nên khắc nghiệt với các mẫu mã và các sản phẩm. Rất nhanh chóng ông đã dừng 70% trong số chúng. “Các bạn là những người thông minh,” ông nói với một nhóm. “Các bạn không nên phí thời gian của mình vào những sản phẩm vớ vẩn như thế này.” Rất nhiều kỹ sư đã nổi giận với chiến thuật cắt bỏ và thiêu hủy của ông, kết quả là việc sa thải trên diện rộng. Nhưng Jobs đã giải thích sau đó rằng rất nhiều kỹ sư giỏi, bao gồm cả những người thuộc dự án bị hủy, đều thấy vui lòng. Ông nói trong một cuộc họp công ty vào tháng 9 năm 1997, “Tôi ra khỏi cuộc họp với những người có sản phẩm bị hủy bỏ và họ đang nhảy lên trong sự háo hức vì cuối cùng họ đã hiểu chúng ta đang đi về đâu.”

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Sau vài tuần Jobs cuối cùng đã không chịu nổi. “Dừng lại!” ông hét lên trong một cuộc họp về chiến lược lớn của sản phẩm. “Điên thật rồi” Ông cầm lấy cây viết ma thuật, đặt lên bảng, và vẽ những đường ngang dọc tạo nên một sơ đồ gồm 4 ô. “Đây là những gì chúng ta cần,” ông tiếp tục. Phần trên của 2 cột ông viết “Phổ thông” và “Cao cấp”; bên cạnh 2 hàng ông ghi “Để bàn” và “Xách tay.” Công việc của họ, ông nói, là làm 4 sản phẩm tuyệt vời, mỗi cái tương ứng với một ô. “Căn phòng chìm trong im lặng,” Schiller nhớ lại.

Cũng có một sự im lặng tương tự khi Jobs trình bày kế hoạch này trong cuộc họp với ban quản trị của Apple vào tháng 9. “Gil đã thúc đẩy việc chấp nhận ngày càng nhiều các sản phẩm qua mỗi buổi họp,” Woolard nhớ lại. “Ông ta luôn nói rằng chúng ta cần thêm các sản phẩm. Rồi Steve tới và nói chúng ta cần giảm bớt số sản phẩm. Cậu ta vẽ một bảng với bốn ô và nói rằng đó là thứ chúng tôi cần tập trung.” Đầu tiên ban quản trị phản đối. Rủi ro lắm, họ nói. “Tôi có thể làm được,” Jobs trả lời. Ban quản trị đã không bao giờ bầu chọn cho một chiến lược khác. Jobs đang chịu trách nhiệm, và ông quyết định tiến lên phía trước.

Kết quả là các kỹ sư và quản lý ở Apple lập tức chỉ tập trung cao độ vào bốn lĩnh vực. Với mảng máy để bàn cao cấp, họ phát triển Power Macintosh G3. Với mảng máy xách tay cao cấp họ phát triển PowerBook G3. Với máy để bàn phổ thông, họ bắt đầu với thứ sau này trở thành iMac. Và cuối cùng với máy xách tay phổ thông, họ tập trung vào thứ sẽ trở thành iBook. Chữ “i”, Jobs giải thích, là để nhấn mạnh các thiết bị này sẽ được tích hợp chặt chẽ với Internet.

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Sự tập trung của Apple đồng nghĩa với việc công ty rút chân khỏi những lĩnh vực khác, chẳng hạn như máy in hay máy chủ. Năm 1997 Apple từng bán các máy in màu StyleWriter mà về cơ bản là một phiên bản của máy DeskJet từ Hewlett-Packard. Phần lớn tiền do HP kiếm đến từ việc bán các hộp mực. “Tôi không hiểu,” Jobs nói ở buổi họp đánh giá sản phẩm. “Các anh định bán hàng triệu máy và không kiếm được tiền từ nó? Thật ngu xuẩn.” Ông rời khỏi phòng và gọi tới trụ sở của HP. Hãy hủy thỏa thuận của chúng ta, Jobs đề nghị, chúng tôi sẽ rút khỏi lĩnh vực sản xuất máy in và để các ông làm việc đó. Sau đó ông quay lại phòng quản trị và thông báo quyết định này. “Steve nhìn vào thực trạng đó và lập tức biết chúng tôi cần phải thoát ra ngoài chiếc hộp,” Schiller nhớ lại.

Quyết định dễ thấy nhất của ông là hủy, một lần và mãi mãi, sản phẩm Newton, trợ lý điện tử cá nhân với hệ thống nhận dạng chữ viết tay khá ổn. Jobs ghét nó bởi đó là dự án yêu thích của Sculley, bởi nó không hoàn hảo, và bởi ông luôn ác cảm với những thiết bị sử dụng bút. Ông đã cố khiến Amelio ngừng sản xuất nó vào đầu năm 1997 và đã thành công trong việc thuyết phục ông ta đóng cửa bộ phận này. Vào cuối năm 1997 khi Jobs tiến hành xem xét các sản phẩm, nó vẫn tồn tại. Sau này ông nói lại những suy nghĩ của mình:

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Nếu Apple ở trong tình trạng ít bất ổn hơn, tôi có thể tìm hiểu kỹ hơn cách làm nó hoạt động. Tôi không tin tưởng những người đang phát triển Newton. Tôi nghĩ nó có những công nghệ thực sự tốt, nhưng bị hủy hoại bởi cách quản lý sai lầm. Bằng việc ngừng phát triển sản phẩm này, tôi đã giải phóng cho nhiều kỹ sư giỏi, những người có thể làm việc trên những thiết bị di động mới. Và cuối cùng chúng tôi đã đi đúng hướng với những chiếc iPhone và iPad.

Khả năng tập trung đã cứu Apple. Trong năm đầu tiên quay lại, Jobs đã cho 3.000 người nghỉ việc, cắt giảm chi phí cho công ty. Khi năm tài chính kết thúc lúc Jobs đang là CEO tạm quyền, tháng 9 năm 1997, Apple lỗ 1,04 tỉ đô-la. “Chúng tôi có ít hơn 90 ngày cho tới lúc phá sản,” ông nhớ lại. Ở sự kiện Macworld San Francisco tháng giêng năm 1998, Jobs đứng trên sân khấu nơi Amelio có màn trình diễn tệ hại một năm trước đó. Ông để râu và mặc áo khoác da khi giới thiệu chiến lược sản phẩm mới. Và lần đầu tiên ông kết thúc buổi giới thiệu với câu kết đặc trưng của mình: “Ah, còn một điều nữa...” Và “một điều nữa” lần này là “Tư duy lợi nhuận.” Khi ông nói những từ đó, đám đông nổ tung với những tràng pháo tay. Sau 2 năm gây sửng sốt với việc thua lỗ, Apple lại có thể vui vẻ với một quý lợi nhuận, kiếm được 45 triệu đô-la. Trong cả năm tài chính 1998, nó trở thành 309 triệu đô-la lợi nhuận. Jobs đã quay trở lại, và Apple cũng thế.

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Chương 26

NHỮNG NGUYÊN TẮC THIẾT KẾ

Studio của Jobs và Ive

Với Jony Ive và chiếc iMac hoa hướng dương, 2002

Jony Ive

Khi Jobs tập hợp những quản lý cấp cao cho bài diễn văn củng cố tinh thần ngay sau khi trở thành iCEO tháng 9 năm 1997, ngồi trong đám đông có một anh chàng người Anh 30 tuổi, nhạy cảm và giàu đam mê, người đứng đầu nhóm thiết kế của công ty. Jonathan Ive, được biết đến với tên gọi Jony, đang có ý định nghỉ việc. Anh mệt mỏi vì sự tập trung của công ty vào lợi nhuận tối đa thay vì thiết kế sản phẩm. Bài diễn văn của Jobs đã khiến anh phải cân nhắc lại. “Tôi nhớ rất rõ việc Steve thông báo mục tiêu của chúng tôi không chỉ để kiếm tiền mà còn tạo ra những sản phẩm tuyệt vời,” Ive nhớ lại. “Những quyết định của bạn dựa trên triết lý này về cơ bản sẽ khác với những quyết định trước đây ở Apple.” Ive và Jobs nhanh chóng thiết lập mối quan hệ biến họ trở thành bộ đôi thiết kế công nghiệp tuyệt vời nhất trong thời kỳ của mình.

Ive lớn lên ở Chingford, một ngôi làng ở phía đông bắc London. Cha anh là một thợ bạc và từng dạy học ở một trường trong vùng. “Ông ấy là một thợ thủ công tuyệt vời,” Ive nhớ lại. “Món quà giáng sinh của ông dành cho tôi là một ngày ở trong xưởng của ông ở trường học, trong kỳ nghỉ giáng sinh khi không có ai ở đó, ông giúp tôi làm bất kỳ thứ gì mà tôi muốn.” Điều kiện duy nhất là Jony phải vẽ tay thứ mà họ định làm. “Tôi luôn thấu hiểu vẻ đẹp của những thứ được làm bằng tay. Tôi nhận ra rằng điều quan trọng là sự quan tâm bạn dành cho nó. Tôi thực sự có cảm giác khinh thường khi cảm thấy sự thiếu quan tâm trong một sản phẩm.”

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Ive đăng ký vào Đại học Bách Khoa Newcastle và dành thời gian rỗi và các mùa hè làm việc cho một phòng tư vấn thiết kế. Một trong những sáng tạo của anh là cây bút với một quả bóng nhỏ ở trên cùng khiến việc đùa nghịch với nó rất thú vị. Nó giúp người sở hữu có mối lên hệ của cảm xúc khá vui vẻ với cây bút. Với quan điểm này anh đã thiết kế một chiếc tai nghe và một chiếc khuyên - bằng nhựa trắng tinh khiết - để giao tiếp với những trẻ khiếm thính. Căn phòng của anh đầy những mô hình bằng xốp do anh làm giúp tạo ra những thiết kế hoàn hảo. Anh cũng từng thiết kế một máy ATM và một chiếc điện thoại uốn cong, cả hai đều được giải thưởng của Royal Society of Arts. Không giống như các nhà thiết kế khác, Ive không chỉ vẽ những phác thảo đẹp; anh còn tập trung vào cách chế tạo và cách các thành phần bên trong hoạt động. Anh có một linh cảm từ khi còn học đại học, về ngày mà anh có thể thiết kế một chiếc Macintosh. “Tôi đã phát hiện ra Mac và cảm thấy như mình có một sợi dây kết nối với những người đã tạo ra sản phẩm này,” anh nhớ lại. “Tôi bỗng nhiên hiểu được công ty này là gì, hay nó nên trở thành cái gì.”

Sau khi tốt nghiệp, Ive đã giúp xây dựng một công ty thiết kế ở London, Tangerine, từ đó có một hợp đồng tư vấn với Apple. Năm 1992 anh chuyển tới Cupertino để nhận công việc trong bộ phận thiết kế của Apple. Anh trở thành người đứng đầu bộ phận này năm 1996, một năm trước khi Jobs quay trở lại, nhưng anh không hạnh phúc với nó. Amelio có rất ít sự trân trọng với các thiết kế. “Ở đây không có cảm nhận về sự quan tâm tới các sản phẩm, bởi chúng tôi cố gắng tối đa hóa số tiền mình kiếm được,” Ive nói. “Tất cả những gì họ muốn từ bên thiết kế chúng tôi là tạo ra các mẫu hình với dáng vẻ bên ngoài mong muốn, sau đó các kỹ sư sẽ phát triển nó rẻ nhất có thể. Tôi đã chuẩn bị nghỉ việc.”

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Khi Jobs tiếp quản công ty và có buổi ra mắt, Ive quyết định ở lại. Nhưng đầu tiên Jobs tìm kiếm một nhà thiết kế đẳng cấp thế giới từ bên ngoài. Ông nói chuyện với Richard Sapper, người đã thiết kế IBM ThinkPad, và Giorgetto Giugiaro, người thiết kế Ferrari 250 và Maserati Ghibli. Nhưng sau đó ông đã viếng thăm phòng thiết kế của Apple và gắn chặt với một Ive hết sức nhã nhặn, háo hức và vô cùng thiết tha. “Chúng tôi đã bàn luận về các phương pháp định hình và các loại vật liệu,” Ive nhớ lại. “Chúng tôi ở trên cùng một bước sóng. Tôi đột nhiên hiểu vì sao mình lại yêu công ty này.”

Ive báo cáo, ít nhất là thời điểm ban đầu, cho Jon Rubinstein, người Jobs mang tới để lãnh đạo bộ phận phần cứng, tuy nhiên anh đã tạo dựng một mối quan hệ trực tiếp và mạnh mẽ khác thường với Jobs. Họ bắt đầu ăn trưa cùng nhau thường xuyên, và Jobs thường kết thúc một ngày bằng việc tới phòng thiết kế của Ive để trò chuyện. “Jony có một vị trí đặc biệt,” Laurene Powell nói. “Cậu ấy tới nhà chúng tôi, và gia đình chúng tôi trở nên gần gũi hơn. Steve không bao giờ cố ý làm tổn thương cậu ấy. Phần lớn mọi người trong cuộc đời Steve có thể thay thế. Nhưng không phải Jony.”

Jobs miêu tả cho tôi sự tôn trọng của ông với Ive:

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Sự khác biệt mà Jony tạo ra, không chỉ ở Apple mà trên cả thế giới, là rất lớn. Cậu ấy là một người vô cùng thông minh, trên mọi phương diện. Cậu ấy hiểu các khái niệm kinh doanh và marketing. Cậu ấy chọn lựa mọi thứ chỉ như một cú nhấp chuột. Jony hiểu cốt lõi của những gì chúng tôi làm hơn bất kỳ ai. Nếu tôi có một người bạn tâm giao ở Apple, đó là Jony. Jony và tôi nghĩ về phần lớn các sản phẩm cùng nhau và sau đó kéo mọi người lại và nói, “Này, các cậu nghĩ gì về cái này?” Cậu ấy nắm được bức tranh toàn cảnh, cũng như những chi tiết cực kỳ nhỏ bé ở mỗi sản phẩm. Và cậu ấy hiểu Apple là một công ty của các sản phẩm. Cậu ấy không chỉ là một nhà thiết kế bình thường. Đó là lý do tại sao cậu ấy làm việc trực tiếp với tôi. Cậu ấy có quyền năng hơn bất kỳ ai ở Apple ngoại trừ tôi. Không ai có thể nói cậu ấy cần phải làm gì, hay bỏ cái gì. Đó là cách mà tôi sắp xếp.

Giống như hầu hết các nhà thiết kế khác, Ive yêu thích việc phân tích các triết lý và suy nghĩ từng bước để tới một thiết kế cụ thể nào đó. Với Jobs, quá trình này mang tính trực giác hơn. Ông ấy thưởng chỉ các mô hình và phác thảo và mình thích và vứt những cái mình không thích đi. Ive sau đó lấy những gợi ý đó và phát triển những mẫu Jobs ủng hộ.

Ive hâm mộ nhà thiết kế công nghiệp người Đức Dieter Rams, người từng làm việc cho hãng điện tử Braun. Rams luôn truyền bá nguyên tắc “Ít nhưng tốt hơn,” (Weniger aber besser) và cũng như vậy, Jobs cùng Ive luôn thay đổi mỗi thiết kế mới để thấy họ có thể đơn giản nó tới mức nào. Kể từ khi tập sách quảng cáo đầu tiên của Apple tuyên bố “Đơn giản là sự tinh tế tối cao,” Jobs luôn hướng tới sự đơn giản bằng cách chinh phục điều phức tạp, thay vì lờ chúng đi. “Phải mất rất nhiều công sức,” ông nói, “để biến mọi thứ trở nên đơn giản, để thực sự hiểu những thách thức bên trong và đưa ra các giải pháp thanh thoát.”

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Ở Ive, Jobs đã gặp người bạn tâm giao trong việc tìm kiếm cái đơn giản thực sự, thay vì chỉ đơn giản ở vẻ ngoài. Ngồi trong phòng thiết kế của mình, Ive mô tả triết lý của anh:

Tại sao chúng tôi lại cho sự đơn giản là tốt? Bởi vì với những sản phẩm vật lý, chúng ta cần phải cảm nhận khả năng mình có thể thống trị chúng. Bằng việc mang trật tự tới những thứ phức tạp, bạn tìm ra cách để khiến sản phẩm chiều theo ý bạn. Đơn giản không chỉ là phong cách bên ngoài. Không phải là tối giản hóa hay loại bỏ sự lộn xộn. Nó bao gồm việc đào sâu vào sự phức tạp. Để trở nên thực sự đơn giản, bạn phải đi thật sâu vào nó. Ví dụ như, để có một sản phẩm không dùng ốc vít, bạn sẽ tạo ra một sản phẩm quá nhiều đoạn xoắn và rất phức tạp. Cách tốt hơn là đi sâu hơn với sự đơn giản, để hiểu mọi thứ về nó và cách nó được sản xuất. Bạn cần hiểu rõ cốt lõi của một sản phẩm để có thể loại bỏ những phần không thực sự quan trọng.

Đó là nguyên tắc cơ bản mà Jobs và Ive cùng chia sẻ. Thiết kế không chỉ là việc sản phẩm sẽ nhìn như thế nào phía bên ngoài. Nó phải phản chiếu cốt lõi của sản phẩm. “Trong vốn từ của hầu hết mọi người, thiết kế có nghĩa là trang trí,” Jobs nói với Fortune một thời gian sau khi quay lại Apple. “Nhưng với tôi, không gì có thể đi xa hơn ý nghĩa của thiết kế. Thiết kế là tinh thần cơ bản ở những sáng tạo bởi con người mà sau đó thể hiện sự thành công của nó qua những lớp vỏ bên ngoài.”

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Kết quả là, quá trình thiết kế sản phẩm ở Apple liên quan chặt chẽ với cách mà nó được sắp xếp và chế tạo. Ive mô tả một trong những chiếc Power Mac của Apple: “Chúng tôi muốn bỏ hết tất cả những gì không cần thiết trừ những phần cơ bản nhất,” anh nói. “Để làm vậy cần sự hợp tác nhất quán giữa những người thiết kế, người phát triển sản phẩm, các kỹ sư và nhóm sản xuất. Chúng tôi thường xuyên phải bắt đầu lại từ đầu, hết lần này tới lần khác. Chúng ta có cần bộ phận này không? Chúng ta có thể lấy nó để thực hiện chức năng của bốn bộ phận kia không?”

Sự kết nối giữa thiết kế của một sản phẩm, những tinh hoa của nó, và việc sản xuất được thể hiện cho Jobs và Ive khi họ tới Pháp và tới một cửa hàng cung cấp đồ nấu bếp. Ive chọn một con dao mà anh thích, nhưng sau đó lại bỏ nó xuống trong sự thất vọng. Jobs cũng vậy. “Cả 2 chúng tôi đều nhận thấy một chút keo rất mỏng giữa cán và lưỡi dao,” Ive nhớ lại. Họ nói về việc thiết kế tốt của con dao đã bị phá hủy bởi cách nó được chế tạo. “Chúng tôi không muốn nghĩ tới những con dao của mình bị gắn lại bằng keo dán,” Ive nói. “Steve và tôi quan tâm tới những thứ như vậy, nó phá hủy sự thuần khiết và lấy đi những phần cốt yếu của một dụng cụ, và chúng tôi đã có suy nghĩ giống nhau về cách phát triển ra các sản phẩm nhìn thuần khiết và liền mảnh.”

Ở phần lớn các công ty khác, các kỹ sư có xu hướng định hướng thiết kế. Các kỹ sư đặt ra các thông số kỹ thuật cùng yêu cầu, và nhóm thiết kế đưa ra các lớp vỏ phù hợp với chúng. Với Jobs, quá trình này có khuynh hướng đi theo cách khác. Ở những ngày đầu tại Apple, Jobs đã phê duyệt thiết kế của chiếc Macintosh nguyên thủy, và các kỹ sư cần làm bo mạch và các bộ phận phù hợp với nó.

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Sau khi bị buộc phải ra đi, quy trình ở Apple đảo ngược lại theo hướng các kỹ sư quyết định. “Trước khi Steve quay lại, các kỹ sư thường nói ‘Đây là phần lõi’ - bộ vi xử lý, ổ cứng - và nhóm thiết kế sẽ đặt chúng vào trong một chiếc hộp,” giám đốc marketing của Apple Phil Schiller nói. “Khi bạn làm theo cách này, bạn sẽ có những sản phẩm dễ sợ.” Nhưng khi Jobs quay lại và kết nối với Ive, sự cân bằng lại một lần nữa hướng về những người thiết kế. “Steve luôn nhấn mạnh với chúng tôi về việc thiết kế được gắn với những thứ sẽ làm chúng tôi trở nên tuyệt vời,” Schiller nói. “Thiết kế một lần nữa lại điều khiển kỹ thuật, chứ không phải ngược lại.”

Đôi khi việc này có thể phản tác dụng, như khi Jobs và Ive khăng khăng đòi sử dụng một miếng nhôm mỏng ở các cạnh của chiếc iPhone 4 mặc dù các kỹ sư đã lo lắng về việc nó có thể làm nhiễu ăng ten. Tuy nhiên thông thường thì sự đặc biệt trong các thiết kế của họ - cho iMac, iPod, iPhone và iPad - đã đưa Apple tiến xa tới thắng lợi to lớn trong những năm sau khi Jobs trở lại.

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Trong phòng thiết kế

Phòng thiết kế nơi Ive cai trị, nằm ở tầng trệt của Two Infinite Loop ở trụ sở của Apple, được bao bọc với kính phản quang và một cánh cửa nặng nề khóa kín. Ở ngay phía trong là bàn lễ tân bọc kính nơi 2 trợ lý kiểm soát quyền lối vào. Ngay cả những nhân viên cấp cao của Apple cũng không được quyền vào nếu không có sự cho phép đặc biệt. Phần lớn các buổi phỏng vấn của tôi với Jony Ive cho cuốn sách này được sắp đặt ở nơi khác, nhưng một ngày năm 2010 cậu ấy sắp xếp cho tôi một buổi chiều thăm quan phòng thiết kế này và nói về sự hợp tác của cậu ấy với Jobs ở đây.

Ở bên trái lối vào là khu vực bàn của những nhà thiết kế trẻ tuổi; ở bên phải là phòng chính giống như một hang động với 6 chiếc bàn thép dài nơi trình bày và thử nghiệm các sản phẩm đang phát triển. Ở phía sau phòng chính là một phòng thiết kế sử dụng máy tính, với đầy các máy trạm, kế đó là một phòng với các máy đúc để biến những thứ trên màn hình thành các mô hình bằng bọt biển. Sau đó là phòng phun sơn do rô bốt điều khiển để làm các mô hình trông như thật. Khung cảnh nhìn khá thưa thớt và công nghiệp, với trang trí màu xám kim loại. Những chiếc lá cây ở phía bên ngoài tạo ra những khối di chuyển của ánh sáng và bóng tối trên các cửa sổ. Nhạc techno và jazz được bật ở các phòng.

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Gần như tất cả các ngày khi Jobs khỏe và ở văn phòng, ông đều ăn trưa cùng Ive và dạo chơi trong phòng thiết kế vào buổi chiều. Khi ông vào, ông có thể quan sát các bàn và xem các sản phẩm trên dây chuyền, cảm nhận sự phù hợp của nó với chiến lược của Apple, và kiểm tra sự tiến triển trong mỗi thiết kế. Thường chỉ có 2 người họ với nhau, trong khi những người khác quan sát công việc của họ nhưng giữ một khoảng cách tôn trọng. Nếu Jobs có một vấn đề cụ thể nào, ông có thể gọi người đứng đầu nhóm thiết kế kỹ thuật hay người khác trong nhóm trợ thủ của Ive. Nếu có thứ gì làm ông thích thú hay lóe lên những suy nghĩ về chiến lược của công ty, ông sẽ gọi giám đốc vận hành Tim Cook hay giám đốc marketing Phil Schiller tới và tham gia cùng họ. Ive mô tả quá trình thông thường:

Căn phòng tuyệt vời này là nơi duy nhất trong công ty mà bạn có thể nhìn quanh và thấy tất cả những thứ chúng tôi đang phát triển. Khi Steve tới, ông sẽ ngồi trên một trong những chiếc bàn này. Ví dụ nếu chúng tôi làm việc trên một chiếc iPhone mới, ông ấy sẽ lấy một chiếc ghế, bắt đầu trải nghiệm các mô hình khác nhau và cảm nhận chúng trong trong lòng bàn tay, ghi nhớ những chiếc mà ông thích nhất. Sau đó ông lướt qua bàn khác, chỉ có ông ấy và tôi, để xem tất cả các sản phẩm khác đang tới đâu. Ông ấy có thể cảm nhận sự dịch chuyển của cả công ty, của chiếc iPhone, iPad, iMac, các máy xách tay và tất cả những gì chúng tôi đang cân nhắc. Nó giúp ông nhìn rõ những điểm công ty đang dồn sức vào và cách chúng kết nối với nhau. Ông ấy có thể hỏi, “Làm việc này có ý nghĩa gì không, có phải vì ở bên này chúng ta đang phát triển rất nhanh?” hay những câu hỏi tương tự. Ông ấy luôn nhìn sự việc theo những mối quan hệ với nhau, vốn rất khó trong một công ty lớn. Nhìn vào các mô hình trên những chiếc bàn này, ông ấy có thể thấy tương lai của ba năm sau nữa.

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Phần lớn nhất trong quá trình thiết kế là tranh luận, một cuộc ngược xuôi khi chúng tôi đi quanh những chiếc bàn và thử nghiệm các mô hình. Ông ấy không muốn đọc các bản vẽ phức tạp. Ông luôn muốn thấy và cảm nhận về các mô hình. Ông ấy đúng. Tôi đã rất ngạc nhiên khi chúng tôi tạo một mô hình và nhận thấy nó thật vô giá trị, mặc dù nó dựa trên thiết kế rất đẹp vẽ bởi máy tính.

Ông ấy thích tới đây bởi ở đây luôn êm đềm và thoải mái. Đó là một thiên đường nếu bạn là người thiên về thị giác. Không có những buổi đánh giá cứng nhắc về các thiết kế, vì thế cũng không có những điểm quyết định quan trọng. Thay vào đó, chúng tôi làm các quyết định thay đổi thường xuyên. Khi chúng tôi lặp lại điều đó mỗi ngày và không bao giờ có những buổi trình chiếu ngu ngốc, chúng tôi không bị vướng vào những bất đồng lớn.

Vào một ngày khi Ive đang theo dõi việc tạo ra một giắc cắm điện mới cho thị trường châu Âu và một giắc nối cho Macintosh. Hàng chục mô hình, mỗi chiếc đều có những thay đổi rất nhỏ, đã được đưa ra và sơn để xem xét. Một số người có thể thấy lạ khi trưởng nhóm thiết kế lại phải lăn tăn với những thứ như thế, tuy nhiên cả Jobs cũng tham gia vào việc đó. Từ khi ông có một nhà cung cấp thiết bị sạc đặc biệt cho Apple II, Jobs quan tâm không chỉ về việc chế tạo mà còn quan tâm tới việc thiết kế của những phần như vậy. Tên của ông được ghi trên bằng sáng chế của cục sạc màu trắng được dùng cho MacBook, cũng như đầu nối nam châm với tiếng ‘tách’ đầy thỏa mãn của nó. Thực tế là ông được nêu tên trong 212 bằng sáng chế khác nhau của Apple ở Mỹ vào thời điểm đầu năm 2011.

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Ive và Jobs cũng ám ảnh, và đã đăng ký sáng chế, với việc đóng gói các sản phẩm khác nhau của Apple. Bằng sáng chế U.S. D558572 là một ví dụ, được cấp ngày 1/1 năm 2008 cho hộp của chiếc iPod Nano, với 4 hình vẽ thể hiện cách thiết bị bám chặt vào khung khi hộp được mở ra. Bằng D596485, được cấp ngày 21/7/2009, cho hộp của chiếc iPhone, với một cái nắp cứng và một khay nhựa láng bóng ở bên trong.

Trước kia Mike Markkula từng dạy cho Jobs cách “đổ thừa” - để hiểu rằng người ta thực sự phán xét một quyển sách qua tấm bìa của nó - và vì thế cần đảm bảo tất cả vẻ ngoài và các bao bì sản phẩm của Apple đều cho thấy nó ẩn chứa một viên ngọc quý ở bên trong. Cho dù đó là một chiếc iPod Mini hay một chiếc MacBook Pro, khách hàng của Apple biết cảm giác khi mở một chiếc hộp được sản xuất chất lượng và tìm thấy sản phẩm nằm gọn bên trong một cách đầy mời mọc. “Steve và tôi bỏ rất nhiều thời gian cho việc đóng gói. Bạn thiết kế một nghi thức trong việc mở hộp để làm sản phẩm trở nên đặc biệt hơn. Đóng gói có thể giống như một nhà hát, nó có thể tạo nên cả một câu chuyện.”

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Ive, người có sự nhạy cảm của một nghệ sĩ, đôi khi cảm thấy bất đồng với Jobs vì ông chiếm quá nhiều danh tiếng, một thói quen khiến các đồng sự khó chịu qua nhiều năm. Cảm xúc cá nhân của anh với Jobs mạnh đến nỗi đôi khi anh rất dễ bị bắt nạt. “Ông ấy xem xét các ý tưởng của tôi và nói, ‘Nó không hay. Nó không hay lắm. Tôi thích cái này,’” Ive nói. “Và sau đó tôi sẽ ngồi trong đám đông còn ông ấy sẽ nói về nó như thể đó là ý tưởng của ông ấy vậy. Tôi đặt sự chú ý điên cuồng tới những nơi mà ý tưởng xuất hiện, và tôi luôn giữ cuốn sổ của mình được lấp đầy các ý tưởng. Vì thế tôi đau lòng khi ông ấy chiếm lấy danh tiếng từ một trong các thiết kế của tôi.” Ive cũng thường nổi giận khi những người ngoài mô tả Jobs như người duy nhất có các ý tưởng tại Apple. “Điều đó khiến chúng tôi dễ bị tổn thương với tư cách là một nhóm,” Ive nói một cách nghiêm túc, giọng nhẹ nhàng. Nhưng sau đó cậu ấy dừng lại để nhìn nhận vai trò của Jobs trên thực tế. “Ở rất nhiều công ty khác, ý tưởng và các thiết kế tuyệt vời biến mất trong quy trình làm việc,” anh nói. “Những ý tưởng đến từ tôi và nhóm của tôi sẽ không có ý nghĩa, ở bất kỳ đâu, nếu Steve không có ở đó và thúc đẩy chúng tôi, làm việc với chúng tôi, và vượt qua tất cả sự cản trở để biến ý tưởng của chúng tôi thành các sản phẩm.”

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Chương 27

MÁY TÍNH iMAC

Xin chào (Một lần nữa)

Trở lại Tương lai

Chiến thắng vẻ vang đầu tiên về thiết kế xuất phát từ mối hợp tác Jobs-Ive chính là iMac, chiếc máy tính để bàn nhắm vào thị trường khách hàng gia đình, được giới thiệu vào tháng Năm năm 1998. Jobs đưa ra những chỉ dẫn kĩ thuật rõ ràng. Đó phải là một sản phẩm bao-gồm-tất-cả, với bàn phím và màn hình và cả máy tính sẵn sàng để sử dụng ngay khi ra khỏi hộp. Nó phải có thiết kế khác biệt tạo nên được tuyên ngôn sản phẩm. Và nó phải được bán với giá 1.200 đô-la hoặc ngang ngang như vậy. (Vào thời điểm đó Apple chưa có một mẫu máy tính nào bán dưới giá 2.000 đô-la.) “Ông ấy bảo chúng tôi quay trở lại với nguyên mẫu của chiếc Macintosh nguyên bản hồi năm 1984, một thiết bị tiêu dùng bao-gồm-tất-cả,” Schiller nhớ lại. “Điều đó có nghĩa là cả thiết kế và kĩ thuật phải đồng bộ với nhau.”

Kế hoạch ban đầu là xây dựng một “máy tính mạng lưới,” một khái niệm có được sự bảo vệ của Larry Ellison của hãng Oracle, đó là một thiết bị đầu cuối đắt tiền với ổ cứng chủ yếu được sử dụng để kết nối Internet và các mạng lưới khác. Nhưng giám đốc tài chính của Apple, Fred Andersen lại dẫn đầu cuộc tấn công nhằm tranh đấu để sản phẩm tiện ích hơn bằng cách bổ sung một ổ đĩa cứng, nhờ vậy iMac có thể trở thành một máy tính để bàn đầy đủ chức năng cho gia đình. Jobs cuối cùng đã đồng ý.

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Jon Rubinstein, người đảm trách phần ổ cứng, đã ứng dụng bộ vi xử lí và những phần tinh túy của chiếc PowerMac G3, chiếc máy tính chuyên nghiệp dòng cao cấp của Apple, phục vụ cho mẫu máy mới đề xuất lên. Nó sẽ có một ổ đĩa cứng và khay dành cho đĩa compact. Nhưng trong một động thái tương đối táo bạo, Jobs và Rubinstein quyết định sẽ không gắn kèm cả ổ đĩa mềm vốn thông dụng. Jobs trích dẫn câu cách ngôn của siêu sao khúc côn cầu Wayne Gretzky, “Hãy trượt đến chỗ trái banh văng tới, chứ không phải chỗ nó đã từng xuất hiện.” Jobs có phần đi quá thời cuộc, nhưng cuối cùng đa phần máy tính đều đã loại bỏ ổ đĩa mềm.

Ive và phó phòng thứ nhất của mình, Danny Coster, bắt đầu phác thảo những thiết kế mang tính vị lai. Jobs cục cằn gạt đi cả tá kiểu mẫu bọt biển mà họ ban đầu đưa ra, nhưng Ive biết cách làm thế nào để nhẹ nhàng dẫn dắt Jobs. Ive tán thành rằng chưa mẫu nào trong số đó thực sự đúng đắn, nhưng anh chỉ ra rằng một mẫu có hứa hẹn. Nó lượn cong, vẻ nghịch ngợm và không có dáng dấp gì kiểu như một phiến cứng không thể dịch chuyển, cắm rễ trên bàn. “Nó mang lại cảm giác là nó vừa mới xuất hiện trên bàn của anh, hay là nó đang sắp sửa nhảy vọt lên và đi đâu đó,” Ive nói với Jobs.

Đến lần trình bày tiếp theo, Ive đã trau chuốt kiểu mẫu vui nhộn đó. Lần này thì Jobs, với thế giới quan nhị nguyên của mình, lại điên cuồng bày tỏ rằng ông thích nó. Ông cầm lấy nguyên mẫu thiết kế bọt biển đó và bắt đầu vác nó kè kè đi khắp trụ sở công ty, tự tin trưng nó ra cho các lãnh đạo cao cấp và thành viên ban giám đốc. Trong quảng cáo của mẫu sản phẩm này, Apple hân hoan ca tụng niềm vinh quang của khả năng tư duy khác biệt, thế nhưng tính đến thời điểm bấy giờ, chưa có thứ gì được đề xuất lên thể hiện nhiều sự khác biệt so với những mẫu máy tính trước đó. Cuối cùng thì Jobs cũng đã nắm trong tay thứ gì đó mới mẻ.

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Chiếc vỏ máy bằng nhựa mà Ive và Coster đề xuất có màu xanh lục lam, về sau được đặt tên là xanh dương bondi, dựa theo tên của màu nước tại một bãi biển Australia, và nó trong mờ, nhờ vậy bạn có thể nhìn thấu cả bên trong cỗ máy. “Chúng tôi gắng sức chuyển tải cảm giác về một chiếc máy tính có thể biến đổi theo nhu cầu của bạn, như là một con tắc kè hoa vậy,” Ive nói. “Đó là lí do tại sao chúng tôi thích sắc trong mờ. Bạn có thể chọn các màu nhưng nó có vẻ rất bất tĩnh tại. Và nó mang lại ấn tượng thật táo tợn.”

Thông qua ẩn dụ và cả trên thực tế, sắc trong mờ kết nối nền tảng kĩ thuật bên trong chiếc máy tính với thiết kế bên ngoài. Jobs luôn luôn nhấn mạnh rằng các dãy chip trên các bảng mạch trông phải ngay hàng thẳng lối, mặc dù chẳng bao giờ người ta nhìn thấy chúng. Giờ thì chúng đã lồ lộ trước mắt. Lớp vỏ máy sẽ trưng ra được nỗ lực chăm chút được dồn vào việc tạo nên tất cả các phần cấu thành chiếc máy tính và ráp chúng lại với nhau. Mẫu thiết kế nghịch ngợm sẽ chuyển tải sự giản đơn, và chính trong lúc đó, lại hé lộ chiều sâu mà sự giản đơn đích thực mang tới.

Nhưng kể cả sự giản đơn của bản thân chiếc vỏ nhựa cũng đòi hỏi tính phức tạp ghê gớm. Ive và nhóm của mình đã làm việc với các đối tác sản xuất ở Hàn Quốc của Apple để hoàn thiện quy trình chế tạo vỏ máy, và họ thậm chí còn tới thăm một nhà máy sản xuất kẹo dẻo để tìm hiểu xem làm thế nào khiến cho các màu trong mờ trở nên thật là lôi cuốn. Chi phí cho mỗi chiếc vỏ lên tới hơn 60 USD, gấp ba lần giá một vỏ máy tính thông thường. Các công ty khác chắc hẳn sẽ yêu cầu phải có các buổi trình chiếu và các nghiên cứu để chứng minh xem liệu rằng chiếc vỏ máy trong mờ có gia tăng lượng tiêu thụ đủ để cân bằng chi phí phụ trội hay không. Jobs không đòi hỏi thứ phân tích như thế.

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Ở đỉnh của mẫu thiết kế này chính là chiếc quai nhấc ẩn phía trong iMac. Nó nghịch ngợm và mang tính kí hiệu nhiều hơn là thuần chức năng. Đây là một chiếc máy tính để bàn; không có mấy người thực sự sẽ vác nó đi chỗ nọ chỗ kia. Nhưng như lời Ive lí giải sau này thì:

Hồi đó, người ta không mấy thoải mái với công nghệ. Nếu bạn e sợ thứ gì đó, thì bạn sẽ không đời nào chạm vào nó. Tôi có thể thấy mẹ tôi sợ chạm vào máy tính. Nên tôi nghĩ là, nếu có cái quai nhấc này trên máy, nó sẽ khiến cho mối quan hệ hai bên trở thành khả dĩ. Nó dễ tiếp cận. Nó hối thúc trực giác hơn. Nó cho phép bạn được chạm vào nó. Nó mang lại cảm giác rằng nó chiều theo ý bạn.

Thật không may, sản xuất một chiếc quai nhấc đục lõm vào sẽ tốn kha khá tiền. Ở hãng Apple cũ, thì tôi sẽ thua cuộc tranh luận ngay. Điều thực sự tuyệt vời của Steve là ở chỗ anh ấy trông thấy nó và bảo, “Quá đỉnh!” Tôi không hề giải thích tất cả suy nghĩ của mình, nhưng bằng trực giác của mình, anh ấy đã nắm bắt được. Steve biết rằng nó là một phần của sự thân thiện và vẻ nghịch ngợm của iMac.

Jobs buộc phải gạt đi những chống đối xuất phát từ các kĩ sư sản xuất, được trợ sức bởi Rubinstein, người có xu hướng khơi lên những suy xét về chi phí thực tế khi phải đối mặt với những khát khao thẩm mỹ cùng ngẫu hứng thiết kế đủ loại của Ive. “Khi tôi giới thiệu nó trước các kĩ sư,” Jobs nói, “họ đưa ra tới ba mươi tám lí do cho việc không thể nào thực hiện được. Và tôi bảo luôn, ‘Không, không, chúng ta sẽ làm cái này.’ Họ nói, ‘Ô, sao lại thế?’ Tôi bảo, ‘Vì tôi mới là CEO, và tôi nghĩ là có thể làm được.’ Và rồi họ có vẻ miễn cưỡng đi thực hiện nó.”

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Jobs yêu cầu Lee Clow và Ken Segall và các thành viên khác từ nhóm quảng cáo tập đoàn TBWA đáp chuyến bay đến để xem xét những gì đang được phát triển. Ông dẫn họ vào xưởng thiết kế được canh gác và một cách khoa trương kịch tính, hé lộ mẫu thiết kế hình giọt lệ trong mờ của Ive, món đồ có dáng dấp như thứ gì đó trong Gia đình Jetson, một loạt phim hoạt hình trên TV với bối cảnh tương lai. Trong thoáng chốc, tất cả đều sững sờ. “Chúng tôi cực kì choáng, nhưng chúng tôi không thể thành thật được,” Segall nhớ lại. “Thực tình tôi nghĩ là, ‘Chúa ơi, liệu họ có biết mình đang làm gì không vậy?’ Nó cực đoan quá mức.” Jobs đề nghị họ đưa ra những cái tên. Segall quay lại với năm phương án, một trong số đó là “iMac.” Thoạt tiên Jobs không hề thích cái nào trong số đó, nên Segall đưa ra một danh sách khác vào một tuần sau đó, nhưng ông nói rằng hãng quảng cáo vẫn thích cái tên “iMac” hơn. Jobs đáp rằng, “Tuần này thì tôi chẳng ghét gì nó, nhưng tôi vẫn không thích nó.” Jobs cố gắng cho thử in lưới cái tên này trên mấy chiếc iMac nguyên mẫu, cái tên dần cuốn hút ông hơn. Và thế là mẫu máy tính mới đã có tên là iMac.

Lúc hạn chót cho việc hoàn thành mẫu iMac tới gần, tính khí nóng nảy vốn đã thành huyền thoại của Jobs tái phát dồn dập, đặc biệt là trong lúc ông phải đối mặt với những vấn đề sản xuất. Trong một cuộc họp đánh giá sản phẩm, ông biết được rằng quy trình sản xuất đang chậm trễ. “Ông ấy trưng ra ngay một trong những biểu hiện giận dữ khủng khiếp, và nỗi tức giận ấy tuyệt đối thành thực,” Ive nhớ lại. Ông đi quanh bàn, tấn công túi bụi tất cả mọi người, bắt đầu là Rubinstein. “Các người biết là chúng ta đang cố cứu cả công ty cơ mà,” ông ta thét lên, “và các người đang làm hỏng bét mọi sự!”

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Giống như nhóm chế tạo Macintosh nguyên bản, đội iMac cũng đã lảo đảo khốn khổ để hoàn thiện cho kịp với buổi công bố chính thức. Nhưng thế vẫn còn chưa đủ, trước khi Jobs bùng nổ một cơn cuối cùng. Đến lúc tập dượt cho buổi trình chiếu ra mắt, Rubinstein bày tạm hai chiếc máy tính nguyên mẫu. Trước đó Jobs chưa từng trông thấy sản phẩm chung cuộc, và khi ông nhìn vào mẫu máy tính trên sân khấu, ông trông thấy một nút bấm ở phía trước, bên dưới mẫu trưng bày. Ông nhấn vào nó và khay CD mở ra. “Cái của nợ gì đây?!?” Steve hỏi với vẻ không mấy lịch sự. “Không ai trong số chúng tôi nói năng gì,” Schiller nhớ lại, “vì rõ ràng ông ấy biết cái khay CD như thế nào rồi.” Thế là Jobs tiếp tục mắng nhiếc. Đáng lẽ chiếc máy tính phải có một rãnh CD gọn ghẽ, ông nhấn mạnh, nhắc đến những rãnh đĩa thanh lịch đã có thể tìm thấy ở những dòng ô tô nâng cấp. “Steve, đây chính xác là ổ đĩa mà tôi đã cho anh xem khi chúng ta bàn bạc về các thành phần mà,” Rubinstein phân bua. “Không, không đời nào có cái khay, chỉ là khe thôi,” Jobs vẫn khăng khăng. Rubinstein không chịu lùi bước. Cơn cuồng nộ của Jobs không hề lắng dịu. “Tôi suýt bật khóc, vì đã quá muộn để có thể thay đổi chi tiết đó,” về sau Jobs hồi tưởng.

Họ tạm hoãn buổi tập duyệt, và trong một khoảng thời gian, mọi chuyện có vẻ như là Jobs có thể sẽ hủy bỏ toàn bộ kế hoạch giới thiệu sản phẩm. “Ruby nhìn tôi như thể muốn nói rằng, ‘Tôi có khùng không vậy?” Schiller nhắc lại. “Đây là lần giới thiệu sản phẩm đầu tiên tôi làm cùng Steve và cũng là lần đầu tiên tôi chứng kiến cái tư duy ‘Nếu chưa đúng thì đừng hòng ra mắt sản phẩm.’ của Steve.” Cuối cùng, tất cả đồng ý sẽ thay thế khay đĩa bằng một khe đĩa cho phiên bản iMac kế tiếp. “Tôi sẽ chỉ tiếp tục kế hoạch giới thiệu sản phẩm nếu anh hứa là chúng ta sẽ thực hiện kiểu khe đĩa càng nhanh càng tốt,” Jobs nói như chực khóc đến nơi.

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Vẫn còn một vấn đề nữa với đoạn băng hình Steve Jobs dự tính sẽ trình chiếu. Trong đó, Jony Ive được ghi hình đang mô tả tư duy thiết kế của mình và hỏi rằng, “Liệu nhà Jetson đã có trong tay kiểu máy tính thế nào nhỉ? Nó giống như là, tương lai từ ngày hôm qua vậy.” Đúng và khoảnh khắc ấy, sẽ có một đoạn trích dài hai giây từ bộ phim hoạt hình, thể hiện cảnh Jane Jetson nhìn vào một màn hình video, tiếp đến là một đoạn kéo dài hai giây nữa cảnh nhà Jetson đang cười khúc khích bên cây thông Giáng sinh. Trong một buổi tập dượt, một trợ lí sản xuất nói với Jobs rằng họ sẽ phải cắt bỏ các đoạn trích phim vì Hãng phim Hanna-Barbera vẫn chưa cho phép sử dụng chúng. “Cứ để nguyên đấy,” Jobs quát ngay anh ta. Viên trợ lí giải thích rằng có các điều khoản luật chống lại việc này. “Tôi cóc quan tâm,” Jobs nói. “Chúng ta vẫn sẽ sử dụng.” Đoạn phim vẫn được giữ như cũ.

Lee Clow đã chuẩn bị một loạt các mẫu quảng cáo đầy màu sắc trên tạp chí và khi ông gửi cho Jobs các trang in thử, ông phải nhận hồi đáp là một cuộc điện thoại điên cuồng tức giận. Màu xanh dương trong mẫu quảng cáo, Jobs khẳng định, khác với màu xanh của chiếc iMac. “Các người chẳng hề biết các người đang làm gì!” Jobs thét lên. “Tôi sẽ bảo người khác nhận phần quảng cáo, vì mấy thứ này thật khốn kiếp.” Clow cự lại ngay. So sánh hai mẫu mà xem, ông nói. Jobs, lúc này đang không ở văn phòng, vẫn nằng nặc rằng mình đúng và tiếp tục la hét. Cuối cùng Clow bắt Jobs phải ngồi xuống để xem các bức hình nguyên bản. “Rút cuộc tôi chứng tỏ cho anh ta thấy rằng màu xanh đúng là cái màu xanh như là màu xanh đó.”

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Nhiều năm về sau, trong một phiên thảo luận về Steve Jobs trên trang web Gawker, câu chuyện sau đây cũng được kể qua lời của một người làm việc tại cửa hàng Whole Foods ở Palo Alto, cách nhà của Jobs vài dãy: “Một chiều nọ tôi đang kéo mấy cái xe hàng thì tôi trông thấy một chiếc Mercedes màu bạc đậu trong khu vực dành cho người tàn tật. Steve Jobs ở trong đang gào thét vào điện thoại trong xe. Đây là ngay trước thời điểm chiếc iMac đầu tiên được công bố và tôi chắc chắn rằng mình nghe lõm bõm được câu này, ‘Không. Bố khỉ. Xanh lam. Đủ rồi!!!”

Như thường lệ, Jobs luôn có xu hướng bắt buộc phải chuẩn bị một màn hé lộ sản phẩm thật là kịch tính. Đã hủy bỏ một buổi tập dượt vì quá tức giận chuyện khay đĩa CD, Jobs ráng hết sức cho những buổi tập sau đó để đảm bảo rằng hôm công bố sẽ phải tỏa sáng xuất sắc. Ông diễn đi diễn lại khoảnh khắc kịch tính đỉnh cao, khi ông sẽ bước ngang sân khấu và tuyên bố, “Hãy chào đón chiếc iMac mới.” Ông muốn ánh sáng phải thật hoàn hảo, nhờ vậy sắc trong mờ của cỗ máy mới sẽ sống động hết sức có thể. Nhưng sau vài lượt thử, ông vẫn không hài lòng. Đây là sự lặp lại của nỗi ám ảnh về ánh sáng sân khấu của Steve mà Sculley đã từng chứng kiến tại những buổi tập dượt cho lễ công bố chiếc Macintosh nguyên bản năm 1984. Ông yêu cầu đèn rọi phải sáng hơn và xuất hiện sớm hơn, nhưng như vậy Jobs cũng vẫn chưa hài lòng. Vậy nên ông thong thả bước xuống lối đi của khán phòng và ngồi thườn thượt vào một chỗ ở vị trí trung tâm, gác hai chân lên ghế phía trước. “Cứ tiếp tục làm cho đến khi nào đúng thì thôi, nhé?” Họ lại thử thêm lần nữa. “Không, không,” Jobs phàn nàn. “Cái này vẫn không ổn rồi.” Lần tiếp theo, đèn đóm đã lên đủ sáng, nhưng lại chiếu ra quá muộn. “Tôi quá mệt vì cứ phải yêu cầu chuyện này rồi,” Jobs gầm lên. Cuối cùng, chiếc iMac đã sáng bừng đúng như mong đợi. “Ô! Đúng rồi! Tuyệt quá!” Jobs reo lên.

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Một năm trước đó Jobs đã loại Mike Markkula, người dẫn dắt và đối tác thuở ban đầu của mình ra khỏi ban giám đốc. Nhưng giờ đây, Jobs quá tự hào về những gì mình đã chế tạo nên với chiếc iMac mới, và sụt sùi cảm động về mối liên hệ giữa mẫu máy tính hậu bối này với vị tiền bối Macintosh, thế là Jobs mời Markkula tới Cupertino để tham dự một buổi duyệt riêng tư. Markkula quá sức ấn tượng. Chi tiết không thích duy nhất của Markkula là con chuột mới mà Ive vừa thiết kế. Trông nó như trái banh khúc côn cầu vậy, Markkula nói, và mọi người sẽ ghét nó cho coi. Jobs không đồng ý, nhưng Markkula đã đúng. Nếu không thì cả cỗ máy mới đã giống như bậc tiền bối của nó, thành công vang dội.

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Lễ ra mắt, ngày 6 tháng Năm, 1998

Với lễ công bố chiếc Macintosh nguyên bản vào năm 1984, Jobs đã sáng tạo nên một thể loại sân khấu mới: lễ ra mắt sản phẩm như một sự kiện đánh dấu bước ngoặt lịch sử, lên đến đỉnh cao bằng một khoảnh khắc trong đó vòm trời tách ra, một luồng sáng rọi xuống, và dàn đồng ca gồm những tín đồ sùng đạo được lựa chọn sẽ hát vang “Hallelujah.” Đối với buổi công bố sản phẩm trọng đại mà Jobs hi vọng rằng sẽ cứu vớt Apple và một lần nữa, biến đổi trải nghiệm máy tính cá nhân, như một hành động mang tính biểu tượng, ông lựa chọn Khán phòng Flint của Trường Cộng đồng De Anza tại Cupertino, chính là địa điểm ông đã sử dụng hồi năm 1984. Ông muốn vận dụng khả năng hùng biện để xua tan những ngờ vực, tập hợp lực lượng, tranh thủ sự ủng hộ của cộng đồng các kĩ sư phát triển và thúc đẩy chiến dịch quảng bá sản phẩm mới. Nhưng ông cũng làm như thế còn vì ông muốn tận hưởng cảm giác đóng vai trò ông bầu sự kiện. Dàn xếp một buổi diễn hoành tráng khơi dậy những nỗi đam mê cũng tạo ra cảm xúc như việc đã chế ra một sản phẩm tuyệt hảo vậy.

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Thể hiện khía cạnh giàu cảm xúc trong con người mình, Jobs bắt đầu bằng một màn xướng tên duyên dáng và long trọng ba nhân vật mà ông đã mời ngồi ở vị trí khán giả hàng đầu. Ông đã xa lánh tất cả bọn họ, nhưng giờ đây ông muốn họ sẽ lại tham gia cùng với mình. “Tôi đã khởi sự doanh nghiệp này cùng Steve Wozniak trong gara ô tô của cha mẹ tôi, và Steve hôm nay có mặt tại đây,” ông nói, chỉ đến chỗ Steve và gợi ra một tràng pháo tay. “Chúng tôi sau đó có thêm Mike Markkula và chẳng bao lâu sau đến lượt chủ tịch đầu tiên, Mike Scott,” ông nói tiếp. “Cả hai người anh em này đều có mặt trong số khán giả hôm nay. Và không ai trong số chúng ta may mắn được hiện diện ở đây nếu thiếu ba con người này.” Đôi mắt ông ngân ngấn trong giây lát lúc tràng pháo tay lại rộ lên. Có mặt trong số khán giả còn có Andy Hertzfeld và hầu hết các thành viên trong nhóm Mac nguyên bản. Jobs nhoẻn một nụ cười với họ. Ông tin rằng ông sắp sửa làm cho họ được tự hào.

Sau khi trưng ra đường biểu diễn chiến lược sản phẩm mới của Apple và lướt qua một vài hình chiếu về hoạt động của mẫu máy tính mới, Jobs đã sẵn sàng để công bố đứa con cưng mới nhất của mình. “Máy tính ngày nay trông như thế này,” ông nói trong khi hình ảnh một loạt những cấu kiện hình chiếc hộp màu xám và màn hình được trình chiếu trên màn hình lớn ngay phía sau ông. “Và tôi rất lấy làm vinh hạnh được giới thiệu cho các bạn thấy vóc dáng của máy tính từ nay trở về sau.” Ông kéo tấm rèm phủ chiếc bàn trên sân khấu trung tâm để hé lộ chiếc iMac mới, nó lấp lánh và bừng sáng khi ánh đèn chiếu rọi đúng như dự tính. Ông nhấp chuột, và cũng giống như ở buổi công bố máy Macintosh nguyên bản, màn hình nháy lên các hình ảnh dồn dập về những điều kì diệu mà chiếc máy có thể thực hiện.

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Ở đoạn cuối, từ “Xin chào” xuất hiện theo một kịch bản nghịch ngợm tương tự đã tô điểm cho chiếc Macintosh năm 1984, lần này có thêm từ “một lần nữa” ở bên dưới, trong dấu ngoặc đơn: Xin chào (một lần nữa). Một tràng pháo tay như sấm động vang rền. Jobs lùi lại và đưa mắt đầy tự hào nhìn chiếc Macintosh mới. “Trông nó cứ như đến từ một hành tinh khác vậy,” ông nói, trong khi khán giả cười rộ lên. “Một hành tinh tốt đẹp. Một hành tinh với những chuyên gia thiết kế tài giỏi hơn.”

Một lần nữa Jobs đã lại sản xuất ra sản phẩm mới mang tính biểu tượng, chiếc máy tính lần này chính là tiên báo của một thiên niên kỉ mới. Nó hoàn thành lời hứa “Tư duy Khác biệt.” Thay vì những chiếc hộp cùng màn hình màu xám với một mớ hỗn độn các loại dây nhợ cùng cuốn hướng dẫn sử dụng dày cồm cộp, thì đây là một thiết bị thân thiện và hăng hái, êm ái trong từng cú chạm và ưa mắt như là quả trứng của loài hồng hạc vậy. Bạn có thể nắm lấy chiếc quai xách nhỏ nhắn đáng yêu của nó và nhấc ra khỏi chiếc hộp màu trắng thanh lịch, cắm nó thẳng vào chiếc ổ điện trên tường. Những người từng e dè với máy tính giờ đây đều muốn có một chiếc, và họ muốn đặt nó vào một căn phòng nơi những người khác có thể trầm trồ ngưỡng mộ và có lẽ là thèm thuồng lắm lắm. “Một chiếc máy tính pha trộn giữa ánh sáng lung linh khoa học viễn tưởng với vẻ cầu kì hào nhoáng của một chiếc ô gài trên li cocktail,” Steven Levy viết trên tờ Newsweek, “nó không chỉ là chiếc máy tính có vẻ ngoài sành điệu nhất được giới thiệu trong mấy năm nay, mà là một lời tuyên bố chắc nịch rằng tập đoàn trong mơ xuất thân từ Thung lũng Silicon không còn là một kẻ mộng du vô định nữa.” Còn tờ Forbes thì gọi nó là “một thành công làm thay đổi cả ngành công nghiệp”, và John Sculley về sau đã bước ra khỏi cảnh lánh xa nhân thế để bày tỏ dạt dào, “Jobs đã thực hiện một chiến lược giản đơn tương tự đã khiến cho Apple thành công rực rỡ vào 15 năm về trước: tạo ra những sản phẩm đỉnh cao và quảng bá chúng với kế hoạch tiếp thị tuyệt hảo.”

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Những lời chỉ trích chỉ được nghe thấy từ một góc quen thuộc. Trong khi iMac gặt hái tiếng tăm vang dội, Bill Gates trấn an mọi người trong một buổi họp mặt các nhà phân tích tài chính viếng thăm Microsoft rằng đây chỉ là một thứ mốt nhất thời. “Thứ mà hãng Apple cung cấp lúc này đây chỉ là sự dẫn dắt về màu sắc mà thôi,” Gates nói trong khi chỉ vào một chiếc máy tính để bàn chạy trên hệ điều hành Windows mà ông ta đã sơn màu đỏ với vẻ châm biếm. “Chúng ta sẽ chẳng mất bao lâu để bắt kịp nó thôi, tôi nghĩ vậy.” Jobs nổi cơn tam bành, ông bảo với một phóng viên rằng Gates, người mà ông đã từng công khai chỉ trích vì hoàn toàn không có chút gu thẩm mỹ nào, tuyệt đối không hề hay biết điều gì đã khiến iMac lôi cuốn hơn rất nhiều so với các máy tính khác. “Điều mà các đối thủ của chúng tôi còn bỏ sót, ấy chính là họ nghĩ rằng đây chỉ là chuyện thời trang phù phiếm, và họ nghĩ rằng nó chỉ là thứ mẽ ngoài màu mè,” ông nói. “Họ bảo là, chỉ cần phết tí màu mè lên cái máy tính xấu xí vứt đi này, thế là chúng ta sẽ có một cái y hệt thế thôi mà.”

iMac bắt đầu được bán ra vào tháng Tám năm 1998 với giá 1.299 USD. Nó tiêu thụ được 278 nghìn máy trong vòng sáu tuần đầu tiên, và tính đến cuối năm là 800 nghìn máy, đưa iMac trở thành mẫu máy tính tiêu thụ nhanh nhất trong lịch sử hãng Apple. Đáng chú ý nhất, 32% lượng tiêu thụ đến từ những người lần đầu tiên mua máy tính, còn 12% khách hàng khác thì đã sử dụng các máy tính của Windows.

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Ive nhanh chóng đưa ra bốn loại sắc màu trái cây mới, để bổ sung vào màu xanh lam bondi cho các máy iMac. Đưa ra tới năm loại sắc màu cho cùng một mẫu máy tính hẳn nhiên sẽ gây ra những thách thức ghê gớm về sản xuất, kiểm kê và phân phối. Ở hầu hết các công ty, thậm chí kể cả hãng Apple xưa cũ, sẽ phải có các dự án nghiên cứu và các cuộc họp để xem xét chi phí và lợi nhuận. Nhưng khi Jobs nhìn vào các sắc màu mới mẻ này, ông hoàn toàn bị mê hoặc và triệu tập các giám đốc khác đến xưởng thiết kế. “Chúng ta sẽ sản xuất tất cả các loại màu!” Ông hớn hở nói với họ. Khi họ rời đi, Ive nhìn vào nhóm của mình đầy kinh ngạc. “Ở hầu hết các nơi, một quyết định như vậy sẽ phải mất hàng tháng trời,” Ive nhớ lại. “Steve chỉ đưa ra trong vòng nửa tiếng đồng hồ.”

Có một cải tiến quan trọng khác mà Jobs muốn có ở iMac: loại bỏ chiếc khay CD khô khan kia. “Tôi trông thấy một ổ đĩa có khe gài trên một dàn chơi nhạc cao cấp của Sony,” ông nói, “nên tôi đến các nơi sản xuất ổ đĩa và yêu cầu họ chế ra một ổ đĩa có khe gài để chúng tôi đưa vào phiên bản iMac mà Apple thực hiện chín tháng sau đó.” Rubinstein cố gắng tranh luận với Jobs về thay đổi này. Ông dự đoán rằng các ổ đĩa mới sắp xuất hiện sẽ có chức năng ghi các tệp âm nhạc vào đĩa CD chứ không chỉ thuần chức năng chơi nhạc, và chúng sẽ ra thị trường ở dạng khay trước khi xuất hiện với phiên bản khe cắm. “Nếu anh chọn khe cắm, anh sẽ luôn luôn bị tụt hậu về công nghệ,” Rubinstein phản bác.

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“Tôi không quan tâm, đấy là thứ tôi muốn,” Jobs độp lại. Hai người dùng bữa trưa tại một nhà hàng sushi ở San Francisco và Jobs nằng nặc đòi bọn họ phải tiếp tục trò chuyện lúc đi dạo. “Tôi muốn anh chế ra cái ổ đĩa dạng khe cắm cho tôi như một đề nghị cá nhân,” Jobs nói. Rubinstein đồng ý, hẳn nhiên là thế, nhưng cuối cùng ông đã đúng. Panasonic đưa ra thị trường ổ đĩa CD có khả năng sao chép và ghi tệp âm nhạc, và nó tương thích trước nhất với những máy tính có các khay đĩa kiểu truyền thống. Tác động của việc này vẫn còn lan tỏa cả vài năm sau đó: Nó khiến cho Apple chậm trễ trong việc phục vụ những khách hàng muốn sao chép và ghi nhạc cho riêng mình, nhưng rồi nó lại thúc ép Apple phải phát huy tối đa óc tưởng tượng và táo bạo hơn để kiếm tìm con đường nhảy cóc qua các đối thủ của mình khi Jobs cuối cùng đã nhận ra rằng ông phải bước vào thị trường âm nhạc.

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Chương 28

CEO

Sau bao năm vẫn điên rồ như thế

Tim Cook và Jobs, năm 2007

Tim Cook

Khi Steve Jobs quay trở lại Apple và chế ra các quảng cáo “Tư duy Khác biệt” cùng mẫu máy tính iMac ngay trong năm đầu tiên, nó đã khẳng định điều mà hầu hết mọi người đều đã biết rõ: rằng Steve Jobs có thể sáng tạo và là một người có tầm nhìn. Ông đã thể hiện điều đó trong nhiệm kì đầu tiên ở hãng Apple. Điều ít sáng rõ hơn ở đây là liệu rằng ông có khả năng điều hành một công ty hay không. Rõ ràng là ông chưa hề thể hiện được điều đó trong nhiệm kì trước đó.

Jobs dấn thân vào sứ mệnh của mình với thứ chủ nghĩa thực dụng chú trọng chi tiết, gây choáng váng cho những người vốn đã quen với kiểu huyễn tưởng của ông, rằng các quy luật của vũ trụ này không thể áp dụng với ông được. “Ông ấy trở thành một nhà quản lí, khác hẳn với một nhà điều hành hay một người nhìn xa trông rộng đơn thuần, và điều đó gây ngạc nhiên thích thú cho chúng tôi,” Ed Woolard chia sẻ, ông là thành viên ban giám đốc đã lôi kéo Jobs trở lại Apple.

Phương châm quản lí của Jobs là “Tập trung.” Ông loại bỏ hết tất cả những dòng sản phẩm dư thừa và cắt giảm những thành phần ngoại lai trong phần mềm điều hành mới mà Apple đang phát triển. Ông từ bỏ thứ ham muốn cuồng-kiểm-soát kiểu bắt buộc phải sản xuất mọi sản phẩm trong các nhà máy của mình, thay vào đó là thuê ngoài việc chế tạo mọi thứ, từ các bảng mạch cho tới cả những chiếc máy tính hoàn thiện. Và ông thi hành kỉ luật khắt khe đối với các đối tác cung ứng của Apple. Khi ông nắm quyền trở lại, Apple đang phải gánh chịu lượng sản phẩm tồn tương đương giá trị của hai tháng trong các nhà kho, nhiều hơn bất cứ công ty công nghệ nào. Giống như trứng và sữa, máy tính cũng có tuổi thọ trên kệ hàng rất ngắn, vậy nên lượng hàng tồn này tương đương với một đòn trị giá 500 triệu USD đánh vào lợi nhuận. Đến đầu năm 1998, Jobs đã giảm một nửa con số đó, xuống còn một tháng.

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Những thành công của Jobs có giá hẳn hoi, bởi chính sách đối ngoại kiểu mềm mỏng vẫn chưa phải là một phần trong vốn tiết mục của ông. Khi ông quyết định rằng một bộ phận của hãng chuyển phát nhanh Airbone Express không giao nhận các linh kiện máy tính đủ nhanh, ông lập tức ra lệnh cho quản lí của Apple chấm dứt hợp đồng. Khi vị quản lí này phản bác rằng làm như vậy sẽ dẫn tới kiện tụng, Jobs đáp lại, “Cứ thông báo với họ là nếu lằng nhằng, họ sẽ không đời nào kiếm được một cắc nào từ cái công ty này đâu, không đời nào.” Vị quản lí kia cắt hợp đồng, rồi thì có kiện tụng thật, và phải mất một năm để dàn xếp đâu đó. “Các quyền chọn cổ phiếu của tôi sẽ trị giá đến 10 triệu USD nếu tôi vẫn giữ hợp đồng,” vị quản lí kia kể, “nhưng tôi biết là tôi không thể khăng khăng ý mình được – và ông ta có thể đuổi cổ tôi đi ngay ấy chứ.” Nhà phân phối mới của Apple được yêu cầu cắt giảm lượng trữ kho xuống 75% và họ đã làm được. “Dưới trướng Steve Jobs, sẽ không có một mảy may dung thứ nào cho việc thực thi kém hiệu quả,” CEO của hãng này nói. Đến một thời điểm, khi tập đoàn công nghệ VLSI gặp khó khăn trong việc giao đủ lượng chip đúng thời hạn, Jobs đùng đùng lao vào một cuộc họp và bắt đầu gào thét rằng họ “chỉ là những thằng khốn bất lực.” Công ty này cuối cùng cũng giao các lô chip cho hãng Apple đúng hạn, và các giám đốc của họ còn chế ra riêng những chiếc áo khoác phô trương ở sau lưng dòng chữ “Đội FDA”.

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Sau ba tháng làm việc dưới trướng Jobs, giám đốc điều hành đương nhiệm của Apple không thể chịu nổi áp lực, và ông này từ chức. Trong suốt gần một năm trời Jobs tự mình gánh vác vị trí điều hành, vì tất cả các ứng cử viên triển vọng mà ông phỏng vấn đều “có vẻ là mẫu sản xuất theo kiểu cũ”, ông kể lại. Ông muốn ai đó có thể xây dựng những nhà máy và dây chuyền cung ứng thức thời, như những gì Michael Dell đã làm. Rồi, vào năm 1998, Steve Jobs gặp Tim Cook, một chuyên gia cung ứng và chuỗi cung ở hãng Máy tính Compaq, một người đàn ông ba-mươi-bảy tuổi với phong thái nho nhã. Tim về sau không chỉ đảm nhận trọng trách giám đốc điều hành mà còn trở thành một thành viên hậu trường không thể thiếu trong việc vận hành cả hãng Apple. Như Jobs kể lại thì:

Tim Cook xuất thân từ ngành cung ứng, chính xác là chuyên ngành chúng tôi đang cần. Tôi nhận ra rằng anh ấy và tôi nhìn nhận mọi thứ theo cách giống hệt nhau. Tôi đã viếng thăm rất nhiều nhà máy thức thời ở Nhật Bản, và tôi đã xây dựng một nhà máy như thế cho Mac và ở NeXT. Tôi biết rõ thứ tôi muốn, và tôi gặp Tim, và anh ấy cũng muốn thứ giống hệt như thế. Nên chúng tôi bắt đầu làm việc với nhau, và chẳng mất bao lâu tôi tin tưởng chắc chắn rằng anh ấy biết chính xác phải làm gì. Anh ấy có viễn kiến giống hệt tôi và chúng tôi có thể đối thoại với nhau ở tầm chiến lược cao, và lẽ ra tôi đã bỏ quên rất nhiều thứ nếu Tim không đến và gõ nhẹ vào tôi nhắc nhở.

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Cook, con trai của một công nhân đóng tàu, sinh ra và lớn lên ở Robertsdale, Alabama, một thị tứ nhỏ nằm giữa Mobile và Pensacola, cách Gulf Coast chừng nửa giờ xe. Tim theo học chuyên ngành kĩ sư công nghiệp tại Auburn, có được tấm bằng kinh doanh ở trường Duke và trong suốt mười hai năm sau đó, Tim làm việc cho hãng IBM ở Trung tâm Nghiên cứu vùng Tam giác Bắc Carolin. Vào thời điểm Jobs phỏng vấn, Tim vừa mới nhận việc ở Compaq. Từ trước tới nay, Tim luôn là một kĩ sư rất logic, và Compaq khi đó dường như là một lựa chọn sự nghiệp hợp lí hơn, nhưng Tim đã bị đánh bẫy bởi sức cuốn hút toát ra từ Steve. “Chỉ năm phút trong cuộc phỏng vấn đầu tiên với Steve, tôi đã muốn quẳng đi mọi sự phòng bị cùng logic và gia nhập Apple ngay lập tức,” về sau Tim kể lại. “Trực giác nói với tôi rằng gia nhập Apple sẽ là cơ hội có-một-không-hai-trong-đời để được làm việc với một thiên tài sáng tạo.” Và Tim đã làm thế thật. “Kĩ sư được dạy phải đưa ra các quyết định dựa trên phân tích, nhưng có những lúc dựa vào dũng khí cùng trực giác mới là thiết thân nhất.”

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Tại Apple, vai trò của Tim trở thành người “hiện thực hóa trực giác của Jobs”, chức phận mà Tim thực hiện với thái độ cẩn trọng lặng lẽ. Không có ý định kết hôn, Tim dành toàn tâm toàn lực vào công việc. Hầu như hằng ngày ông đều thức dậy lúc 4h30 sáng, gửi email, rồi dành một giờ đồng hồ tập thể dục, và có mặt ở bàn làm việc chỉ sau 6h một chút. Ông xếp lịch tối Chủ nhật hằng tuần cho các cuộc hội thảo điện thoại để chuẩn bị cho tuần mới sắp tới. Trong một công ty được lãnh đạo bởi một CEO có xu hướng cáu giận thất thường và luôn sẵn sàng rủa xả, Cook kiểm soát các tình huống với lối cư xử bình tĩnh, giọng nói với trọng âm Alabama êm dịu và những cái nhìn lặng lẽ. “Mặc dù có thể đùa giỡn thật, nhưng nét mặt thường trực của Cook là cau có, và khiếu hài hước của anh ta thật là khiêm tốn,” Adam Lashinsky viết trên tờ Fortune. “Trong các buổi họp, Cook nổi tiếng với những quãng ngừng lời rất lâu và khó chịu, khi tất cả những gì anh nghe thấy là âm thanh loạt xoạt bóc lớp giấy bọc những thanh kẹo tăng lực mà anh ta hay ăn thôi.”

Trong một cuộc họp khoảng đầu nhiệm kì của mình, Cook được thông báo là Apple có vấn đề với một trong những nhà cung cấp Trung Quốc. “Chuyện này tệ quá,” ông thốt lên. “Ai đó ở Trung Quốc phải lèo lái vụ này.” Ba mươi phút sau ông nhìn vào một giám đốc thừa hành có mặt ở bàn và lạnh lẽo hỏi, “Sao anh còn ở đây?” Vị giám đốc này đứng dậy, lái xe thẳng tới phi trường San Francisco, mua vé bay tới Trung Quốc. Anh này sau đó trở thành một trong những phó tướng thân cận nhất của Cook.

Cook giảm bớt số lượng nhà cung cấp trọng yếu của Apple từ một trăm xuống còn hai mươi tư, ép buộc họ phải đưa ra những thỏa thuận có lợi hơn nhằm giữ được hợp đồng, thuyết phục nhiều đối tác dời đến bên cạnh các nhà máy của Apple và đóng cửa mười trong số mười chín nhà kho của công ty. Nhờ giảm thiểu số địa điểm mà hàng tồn kho có thể chất đống lại, Cook cũng giảm thiểu được lượng trữ kho. Jobs đã cắt giảm lượng trữ kho từ tương đương hai tháng xuống còn một tháng hồi đầu năm 1998. Đến tháng 9 năm đó, Cook đã giảm con số đó xuống còn sáu ngày. Đến tháng 9 năm tiếp đó, nó đã giảm xuống thành một con số ấn tượng: giá trị hàng tồn tương đương hai ngày. Thêm vào đó, Cook còn cắt giảm quy trình sản xuất một chiếc máy tính Apple từ bốn tháng xuống còn hai tháng. Tất cả những hành động này không chỉ tiết kiệm tiền bạc, nó còn cho phép mỗi chiếc máy tính có được những thành phần tân tiến nhất sẵn có.

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Áo thun cao cổ và nhóm công tác

Trong một chuyến đi sang Nhật Bản hồi đầu thập niên 1980, Jobs đã hỏi Akio Morita, chủ tịch của hãng Sony, rằng tại sao tất cả các nhà máy của tập đoàn đều mặc đồng phục. “Ông ấy tỏ ra rất ngượng và bảo với tôi rằng sau chiến tranh, không ai có quần áo mặc, và những công ty như Sony phải cung cấp cho công nhân cái gì đó để mặc hằng ngày,” Jobs hồi tưởng. Năm tháng qua đi, đồng phục đã dần phát triển lên thành phong cách mang tính dấu ấn của riêng họ, nhất là những hãng như Sony, và nó trở thành một phương thức gắn kết công nhân viên với hãng. “Tôi quyết định rằng tôi cũng muốn kiểu gắn kết như thế với Apple,” Jobs nhớ lại.

Sony, với thái độ trân trọng phong cách, đã đặt hàng nhà thiết kế trứ danh Issey Miyake sáng tạo nên những bộ đồng phục cho riêng mình. Đó là một chiếc áo bảo hộ bằng vải sợi nilon tổng hợp với tay áo có thể kéo khóa cho rời ra để trở thành một chiếc áo vest. “Thế nên tôi gọi cho Issey và đề nghị ông ấy thiết kế một mẫu vest cho Apple,” Jobs kể. “Tôi trở về với mấy kiểu mẫu và bảo mọi người là nếu tất cả mà mặc những chiếc vest này thì tuyệt lắm. Ôi trời, tôi bị la ó phản đối rầm rầm. Ai nấy đều ghét cay ghét đắng cái ý tưởng này.”

Tuy vậy, trong quá trình đó, Jobs đã trở thành bằng hữu thân thiết với Miyake và thường xuyên ghé thăm ông bạn. Jobs còn bắt đầu thích ý tưởng sẽ có một bộ đồng phục cho riêng mình, bởi cả tính tiện dụng thường nhật của nó (cơ sở hợp lí Jobs luôn đòi hỏi) và năng lực chuyển tải một phong cách mang dấu ấn cá nhân. “Thế là tôi đề nghị Issey chế ra cho tôi mấy chiếc áo thun cao cổ màu đen mà tôi thích, và Isey may cho tôi khoảng chừng trăm cái.” Jobs nhận thấy vẻ ngạc nhiên của tôi khi ông kể chuyện này, thế là ông ra dấu chỉ vào chỗ áo chất đống trong tủ. “Đồ tôi mặc đấy,” ông nói. “Tôi có đủ áo để mặc đến hết cả đời.”

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Bất chấp bản tính chuyên quyền độc đoán của mình – không bao giờ cung kính trước bệ thờ đồng thuận - Jobs lại nỗ lực hết sức để nuôi dưỡng văn hóa cộng tác ở Apple. Rất nhiều công ty tỏ ra tự hào vì ít họp hành. Jobs lại có rất nhiều: một phiên họp nhân sự cao cấp mỗi thứ Hai, một phiên họp chiến lược tiếp thị tất cả các chiều thứ Tư, và các phiên họp đánh giá sản phẩm liên tu bất tận. Luôn dị ứng với PowerPoint và các hình thức trình chiếu khuôn mẫu cứng nhắc, Jobs khăng khăng rằng mọi người ngồi quanh bàn cứ việc quẳng ra các vấn đề từ mọi khía cạnh và quan điểm khác nhau từ những phòng ban chuyên môn riêng biệt.

Bởi Jobs tin rằng lợi thế to lớn của Apple chính là tính tích hợp của toàn bộ công cụ - từ thiết kế đến phần cứng, phần mềm và nội dung – nên ông muốn tất cả các bộ phận trong công ty cũng phải làm việc song song với nhau. Những cụm từ ông luôn dùng là “cộng tác sâu sắc” và “kĩ thuật đồng quy.” Thay vì một quy trình phát triển trong đó sản phẩm sẽ được chuyển tiếp liên tục từ khâu kĩ thuật sang thiết kế tới sản xuất tới tiếp thị và phân phối, những phòng ban riêng biệt này cộng tác đồng thời với nhau. “Phương pháp của chúng tôi là phát triển những sản phẩm tích hợp, và điều đó đồng nghĩa với việc quy trình của chúng tôi cũng phải mang tính tích hợp và cộng tác,” Jobs nói.

Cách tiếp cận này cũng được áp cả vào việc tuyển dụng những vị trí chủ chốt. Jobs sẽ cho các ứng cử viên gặp gỡ những lãnh đạo hàng đầu của công ty – Cook, Tevanian, Schiller, Rubinstein, Ive chứ không chỉ là người phụ trách từng bộ phận riêng lẻ mà các ứng viên này muốn làm việc. “Rồi tất cả chúng tôi sẽ họp lại với nhau mà không có ứng cử viên đó và nói chuyện xem liệu người đó có phù hợp không,” Jobs nói. Mục tiêu của Jobs là đề cao cảnh giác “cơn bùng nổ những kẻ đần” dẫn tới hệ quả là một công ty bị đệm bởi những người có năng lực thứ cấp:

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Với đa phần các thứ trên cuộc đời này, mức chênh lệch giữa tốt nhất và trung bình chỉ là 30% hay khoảng vậy. Chuyến bay tốt nhất, bữa ăn tốt nhất, nó có thể hơn 30% so với chuyến bay, bữa ăn bình thường của anh. Cái mà tôi nhìn thấy ở Woz chính là một người cừ hơn 50 lần so với một kĩ sư bình thường. Anh ta có thể tổ chức những cuộc họp ngay trong đầu mình. Đội chế tạo Mac chính là một nỗ lực nhằm xây dựng một nhóm cộng tác toàn diện như thế, toàn các tuyển thủ hạng A. Mọi người đều bảo là họ sẽ không thể hòa hợp với nhau, rằng họ ghét phải làm việc cùng nhau. Nhưng tôi nhận ra rằng các tuyển thủ hạng A chỉ thích làm việc với các tuyển thủ hạng A, họ chỉ không thích làm việc với tuyển thủ hạng C thôi. Tại Pixar, đó là một công ty chỉ gồm toàn các tuyển thủ hạng A. Khi tôi quay trở lại Apple, đó chính là điều tôi quyết định phải gắng làm cho bằng được. Anh cần phải có một quy trình tuyển dụng cộng tác. Khi chúng tôi tuyển ai đó vào, kể cả là họ có làm việc trong mảng tiếp thị đi chăng nữa, tôi cũng sẽ sắp xếp để họ nói chuyện với các chuyên viên thiết kế và các kĩ sư. Hình mẫu của tôi là J. Robert Oppenheimer. Tôi có đọc về kiểu người mà ông kiếm tìm cho dự án chế tạo bom nguyên tử. Tôi thì chẳng thể nào bén gót nổi ông ấy, nhưng đó là thứ mà tôi khao khát làm được.

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Quy trình này có thể rất đáng sợ, nhưng Jobs rất có con mắt tinh đời nhận ra nhân tài. Khi công ty tìm kiếm chuyên viên thiết kế giao diện đồ họa cho hệ điều hành mới của Apple, Jobs nhận được email từ một anh chàng trẻ tuổi và mời cậu đến. Ứng viên này quá hồi hộp, và buổi gặp gỡ không suôn sẻ cho lắm. Cuối ngày hôm đó, Jobs tình cờ đụng phải cậu, lúc ấy đang chán chường ngồi bên ngoài hành lang. Anh chàng hỏi liệu rằng cậu ta có thể trưng ra cho Jobs thấy một trong những ý tưởng của mình không, thế là Jobs nhìn qua vai cậu và trông thấy một bản chạy thử nho nhỏ, sử dụng Adobe Director, một phương thức để sắp xếp nhiều biểu tượng hơn vào thanh ngang cuối màn hình. Khi anh chàng di con trỏ qua các biểu tượng chen chúc nhau chỗ thanh ngang, con trỏ mô phỏng một chiếc kính phóng đại và làm cho bong bóng của mỗi biểu tượng bung ra to hơn. “Tôi thốt lên, ‘Ôi Chúa ơi,” và tuyển cậu ấy ngay lập tức,” Jobs nhớ lại. Chức năng này trở thành một phần dễ mến của Mac OSX, và chuyên viên thiết kế này sau đó tiếp tục sáng tạo nên những chức năng như là cuốn trang quán tính cho màn hình đa cảm ứng (một chức năng thú vị khiến cho màn hình vẫn tiếp tục trượt thêm chút xíu sau khi bạn đã dừng cuốn trang.)

Những kinh nghiệm của Jobs tại NeXT giúp ông chín chắn hơn nhiều, nhưng chẳng khiến cho ông vui tính thêm mấy. Ông vẫn không có bằng lái chiếc Mercedes và vẫn cứ đậu xe vào lô dành cho người tàn tật, đôi lúc còn bành trướng ra tận hai lô. Việc này đã trở thành trò châm biếm cho mọi người. Nhân viên Apple chế ra các bảng hiệu, trên đó có đề “Đậu Chỗ Khác” và ai đó còn vẽ lên lô của người tàn tật biểu tượng xe đẩy với logo Mercedes.

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Ai ai cũng được cho phép, thậm chí là khuyến khích đương đầu với Jobs và đôi khi ông cũng tỏ ý tôn trọng họ vì điều đó. Nhưng bạn phải chuẩn bị sẵn sàng cho việc ông ấy tấn công bạn, thậm chí là nhai đầu bạn luôn, trong lúc ông xử lí các ý tưởng của bạn. “Ngay lúc ấy thì đừng hòng bạn thắng cuộc tranh luận với Jobs, nhưng đôi khi, đến chung cục, thì bạn lại giành phần thắng,” James Vincent, một chuyên viên quảng cáo sáng tạo trẻ tuổi làm việc với Lee Clow kể lại. “Bạn trình lên ý tưởng gì đó và ông ta tuyên bố, ‘Đấy là một ý ngu xuẩn,’ rồi sau đấy ông ta quay trở lại và bảo, ‘Chúng ta sẽ phải làm thế này này.’ Và bạn muốn thốt lên là, ‘Đấy là cái tôi đã trình cho ông hai tuần trước và ông bảo là ý tưởng ngu xuẩn còn gì.’ Nhưng bạn không thể làm thế được. Thay vào đó, bạn sẽ nói, ‘Thật là một ý tưởng tuyệt vời, chúng ta làm vậy đi.”

Mọi người cũng phải dần quen với những lời quả quyết thỉnh thoảng cũng sai lầm và phi lí trí của Jobs. Đối với cả gia đình lẫn đồng nghiệp, ông ta có xu hướng tuyên bố, chắc như đinh đóng cột – những thông tin khoa học và lịch sử chẳng mấy tính xác thực. “Có những thứ ông ấy hoàn toàn mù tịt, mà chỉ vì phong cách điên rồ cùng thói quyết đoán tuyệt đối, ông ấy có thể thuyết phục người ta rằng ông ấy biết rõ mình đang nói về cái gì,” Ive kể. Anh miêu tả nét tính cách này của Jobs là “gần gũi đến lạ kì”. Thế nhưng với con mắt coi trọng chi tiết, Jobs đôi khi lại chộp trúng vào những thứ nhỏ li ti mà người khác bỏ qua. Lee Clow nhớ lại lần trưng ra cho Jobs một đoạn trích quảng cáo, có một chút chỉnh sửa nho nhỏ mà Jobs đã yêu cầu, thế là, Clow bị công kích bằng một tràng rủa xả về chuyện đoạn quảng cáo đã bị phá hoại hoàn toàn như thế nào. “Ông ta phát hiện ra là tụi tôi đã bỏ đi hai khung hình thừa, một thứ thoáng qua đến mức gần như không thể nào để ý thấy,” Clow kể. “Nhưng ông ta thì muốn đảm bảo chắc chắn rằng một hình ảnh phải xuất hiện vào đúng khoảnh khắc của một nhịp nhạc nào đó, và ông ta hoàn toàn đúng.”

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Từ iCEO đến CEO

Ed Woolard, người chỉ dẫn cho Jobs trong ban quản trị Apple, đã phải thúc bách Jobs suốt hơn hai năm trời để từ bỏ cụm từ “lâm thời” đằng trước chức danh CEO của ông. Không chỉ từ chối việc cam kết bất cứ thứ gì, Jobs còn làm mọi người băn khoăn vì chỉ nhận lương 1 USD mỗi năm và không lấy bất cứ quyền chọn cổ phiếu nào. “Tôi kiếm được 50 xu vì có mặt ở đây,” ông vẫn thích đùa như vậy, “còn 50 xu kia thì còn tùy vào hiệu quả làm việc.” Kể từ khi Jobs quay lại hãng hồi tháng Bảy năm 1997, cổ phiếu Apple đã tăng từ mức dưới 84 USD lên trên 102 USD vào thời điểm đỉnh cao của bong bóng Internet hồi đầu năm 2000. Woolard đã van nài Jobs chí ít hãy nhận lấy khoản nhượng cổ phiếu khiêm tốn nào đó từ năm 1997, nhưng Jobs đã từ chối và đáp rằng, “Tôi không muốn những người làm việc cùng tôi ở Apple nghĩ rằng tôi quay lại chỉ để kiếm tiền.” Nếu như ông nhận khoản nhượng khiêm tốn ấy, nó sẽ trị giá tới 400 triệu USD. Thay vào đó, ông chỉ kiếm được khoản 2,5 USD trong giai đoạn đó.

Lí do chủ yếu khiến Jobs khăng khăng giữ lấy chức danh lâm thời của mình chính là cảm giác thấp thỏm về tương lai của Apple. Nhưng vào thời điểm năm 2000 tới gần, rõ ràng là Apple đã hồi phục, và đó là nhờ Jobs. Ông có một chuyến đi dạo rất lâu với Laurene và bàn bạc một việc mà với đa phần mọi người giờ đây, chỉ là chuyện đương nhiên phải thế, nhưng với ông, vẫn cứ là một phen đàm phán lớn. Nếu ông từ bỏ cụm từ “lâm thời”, Apple có thể là nền móng cho những thứ ông mường tượng ra, bao gồm cả khả năng phát triển Apple thành những sản phẩm vượt ngoài lĩnh vực máy tính. Ông quyết định sẽ làm như vậy.

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Woolard run rẩy vì xúc động, ông đề xuất rằng ban giám đốc đồng ý trao cho Jobs một khoản quyền chọn cổ phiếu khổng lồ. “Để tôi nói thẳng với anh nhé,” Jobs đáp. “Tôi thích có một chiếc chuyên cơ hơn. Chúng tôi vừa có đứa con thứ ba. Tôi không thích những chuyến bay thương mại nữa. Tôi muốn đưa cả nhà đến Hawai. Lúc nào công cán sang phương Đông, tôi muốn có được những phi công tôi đã quen biết.” Jobs trước nay chưa bao giờ là kiểu người có thể tỏ ra nhũn nhặn và kiên nhẫn trên một chiếc máy bay hay một phi trường thương mại, kể cả trước khi Ủy ban An toàn Vận tải ra đời. Larry Ellison, thành viên ban giám đốc có chiếc phi cơ mà thi thoảng Jobs vẫn trưng dụng (Apple đã chi trả Ellison 102 nghìn đô-la trong năm 1999 cho việc Jobs sử dụng chiếc máy bay này) thì không gợn chút e sợ nào. “Với những gì Steve Jobs đã làm, chúng ta phải cấp cho anh ta đến năm cái máy bay ấy chứ!” Ellison lập luận. Về sau ông nói, “Đó là món quà cảm ơn hoàn hảo cho Steve, anh ấy đã cứu Apple mà chưa hề nhận chút đền đáp nào.”

Thế là Woolard vui sướng hiện thực hóa ước nguyện của Jobs bằng một chiếc Gulfstream V và còn đề nghị Jobs nhận 14 triệu quyền chọn cổ phiếu. Jobs đưa ra phản ứng vượt ngoài dự tính. Ông muốn nhiều hơn: 20 triệu quyền chọn. Woolard thất thủ và muộn phiền. Ban giám đốc với quyền hạn do các cổ đông ủy thác, chỉ được đề nghị 14 triệu quyền chọn. “Anh đã bảo là chẳng muốn cái gì, và tụi tôi đã cấp cho anh hẳn một chiếc máy bay, anh còn muốn gì nữa,” Woolard cự nự.

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“Trước nay tôi chưa từng đòi quyền chọn bao giờ,” Jobs đáp, “nhưng anh đã đề xuất rằng nó có thể lên tới 5% tổng giá trị công ty tính theo quyền chọn, và đấy là thứ tôi muốn bây giờ.” Đó là một tranh cãi tủn mủn vào thời điểm đáng lẽ ra phải là giai đoạn vui vẻ tưng bừng. Cuối cùng, một giải pháp phức tạp đã được đưa ra, nhượng cho Steve Jobs 10 triệu cổ phần vào tháng Giêng năm 2000 định thời giá lúc bấy giờ nhưng được tính thời điểm nhượng quyền từ năm 1997, thêm một khoản nhượng sau đó vào năm 2001. Nhưng mọi việc càng khiến sự tình thêm trầm trọng khi cổ phiếu rớt giá cùng với cơn vỡ bung của bong bóng Internet. Jobs chưa bao giờ thực thi quyền chọn, và đến cuối năm 2001, ông yêu cầu công ty thay thế bằng một hợp đồng nhượng quyền chọn mới với giá thực hiện thấp hơn. Cuộc giành giật quyền chọn về sau vẫn còn quay trở lại ám ảnh cả công ty.

Cho dù không hề kiếm được lợi lộc nào từ các quyền chọn, chí ít ông cũng được tận hưởng chiếc phi cơ. Không có gì ngạc nhiên, Steve Jobs hao tâm tổn sức biết bao nhiêu quanh chuyện nội thất phi cơ được thiết kế ra sao. Việc này tiêu tốn của ông hơn một năm trời. Ông sử dụng phi cơ của Ellison làm xuất phát điểm và tự thuê thiết kế cho riêng mình. Chẳng mấy chốc Jobs đã làm chuyên viên thiết kế này phát điên. Lấy ví dụ, máy bay của Ellison có một cửa ra vào giữa các khoang với nút mở và một nút đóng. Jobs khăng khăng rằng máy bay của ông chỉ có một nút duy nhất có thể bật tắt thay đổi chức năng. Ông không thích những chiếc nút bấm bằng thép không rỉ đánh bóng, thế là ông đòi phải thay thế chúng bằng những nút kim loại chuốt nhẵn. Nhưng cuối cùng, Jobs cũng có được chiếc phi cơ mong muốn, và ông cực kì mê thích nó. “Tôi so sánh phi cơ của anh ta và của tôi, và rõ ràng, tất cả những chi tiết thay đổi đều tốt hơn,” Ellison nhận xét.

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Đến hội thảo Macworld tháng Giêng năm 2000 ở San Francisco, Jobs trưng ra OSX – hệ điều hành mới của Macintosh, sử dụng ít nhiều phần mềm mà Apple đã mua lại của NeXT hồi ba năm về trước. Nó thật thích hợp, và cũng không hoàn toàn chỉ là ngẫu nhiên, khi Jobs cũng đồng ý tự sát nhập bản thân mình vào hãng Apple vào cùng thời điểm NeXT OS tích hợp vào sản phẩm của Apple. Avie Tevanian đã lấy phần lõi Mach liên quan đến UNIX của hệ điều hành NeXT và biến nó thành lõi của Mac OS, được biết tới với tên gọi Darwin. Nó cung cấp bộ nhớ được bảo vệ, mạng lưới nâng cấp và chức năng đa nhiệm ưu tiên. Nó chính xác là những gì Macintosh cần đến, và nó sẽ trở thành nền tảng của hệ điều hành Mac từ đó trở về sau. Một số lời chỉ trích, trong đó có cả của Bill Gates, cho rằng rút cuộc Apple không sử dụng toàn bộ hệ điều hành NeXT. Điều đó ít nhiều là sự thật, vì Apple đã quyết định không nhảy vọt vào một hệ thống mới hoàn toàn mà thay vào đó là cải tiến hệ điều hành sẵn có. Phần mềm ứng dụng, được viết ra bởi hệ điều hành Macintosh vốn có, nhìn chung đều tương thích hoặc rất dễ đồng bộ với hệ điều hành mới, và người sử dụng Mac đã cập nhật hệ điều hành mới sẽ để ý thấy rất nhiều chức năng mới mẻ chứ không phải là một giao diện mới toanh.

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Đương nhiên, những người ái mộ tại Macworld đón nhận tin tức này rất nồng nhiệt, và họ đặc biệt reo mừng khi Jobs trưng ra thanh đáy màn hình và cách các biểu tượng được phóng to lên chỉ nhờ lướt con trỏ lên chúng. Nhưng tràng pháo tay vang dội nhất bùng lên cho phần tuyên bố mà Jobs đã để dành cho đoạn kết của ông “Ồ, và còn thêm một điều này nữa”. Jobs nói về nhiệm vụ của mình ở cả hai hãng Pixar và Apple, ông nói rằng ông cảm thấy dễ chịu vì tình thế “hai chân hai thuyền” này phát huy hiệu quả. “Vậy nên ngày hôm nay tôi rất vui lòng được tuyên bố rằng tôi sẽ loại bỏ từ ‘lâm thời’ trong chức danh của mình,” ông nói với nụ cười rộng mở. Cả đám đông nhảy lên vui mừng, hò hét cứ như thể ban nhạc Beatles đã tái hợp. Jobs cắn môi, sửa lại gọng kính và bày tỏ thái độ khiêm nhường bặt thiệp. “Các bạn làm tôi lúc này đây thấy thật đặc biệt. Tôi đến chỗ làm hằng ngày và sát cánh với những con người kiệt xuất nhất hành tinh, ở cả Apple và Pixar. Nhưng những công việc này giống những môn thể thao đồng đội vậy. Tôi xin nhận lời cảm ơn của các bạn, thay mặt tất cả mọi thành viên tại Apple.”

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Chương 29

CHUỖI CỬA HÀNG BÁN LẺ CỦA APPLE

Các quầy Thiên Tài và sa thạch Siena

Cửa hàng Apple trên Đại lộ số 5, New York

Trải nghiệm khách hàng

Jobs ghét phải nhường quyền kiểm soát bất cứ thứ gì, nhất là khi nó có thể gây ảnh hưởng tới trải nghiệm khách hàng. Nhưng ông vấp phải một vấn đề. Có một phần trong cả quy trình ông không cách nào khống chế nổi: trải nghiệm của việc mua một sản phẩm Apple trong cửa hàng. Thời hoàng kim của Tiệm Byte đã lui vào dĩ vãng. Việc bán hàng của ngành này đã chuyển dịch từ các cửa hàng chuyên về máy tính ở từng địa phương sang các chuỗi cửa hàng khổng lồ và những siêu trung tâm thương mại, nơi đa phần nhân viên bán hàng đều chẳng có chút kiến thức hay động lực nào để giải thích về bản chất khác biệt trong những sản phẩm của Apple. “Tất cả những gì người bán hàng quan tâm chỉ là sự quyến rũ của 50 đô-la mà thôi,” Jobs nói. Các loại máy tính khác thì cũng na ná như nhau, nhưng máy tính của Apple thì sở hữu những chức năng tân tiến và giá tiền cao hơn. Jobs không muốn một chiếc iMac lại phải tọa trên giá giữa một chiếc hiệu Dell và một chiếc hiệu Compaq trong khi một nhân viên bán hàng vận đồng phục đọc làu làu đủ loại thông số kĩ thuật của từng chiếc một. “Trừ phi chúng ta tìm ra cách chuyển tải thông điệp của mình đến với khách viếng thăm cửa hàng, nếu không chúng ta gay mất.”

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Giữ bí mật tối đa, bắt đầu từ cuối năm 1999, Jobs bắt đầu phỏng vấn các giám đốc, những người có tiềm năng phát triển một chuỗi cửa hàng bán lẻ của Apple. Một trong những ứng viên này thể hiện nỗi đam mê dành cho thiết kế và cả lòng nhiệt tình như con trẻ của một chuyên gia bán lẻ bẩm sinh: Ron Johnson, phó chủ tịch phụ trách sản phẩm tại hệ thống bán lẻ Target, người chịu trách nhiệm giới thiệu những sản phẩm có hình thức khác biệt, ví như sản phẩm ấm trà do Michael Graves thiết kế. “Steve dễ nói chuyện lắm,” Johnson hồi tưởng lại buổi gặp gỡ đầu tiên của hai người. “Đột nhiên có một gã vận chiếc quần jean cũ với áo thun cao cổ đến, và anh ta bắt đầu tíu tít kể chuyện vì sao anh ta lại cần những cửa hàng tuyệt hảo. Nếu Apple thành công, anh ta bảo, thì chúng tôi sẽ ghi điểm về khoản đổi mới. Mà anh sẽ không đời nào thắng được, trừ khi anh có cách nào đó để giao tiếp với khách hàng.”

Khi Johnson quay trở lại vào tháng Giêng năm 2000 để phỏng vấn một lần nữa, Jobs gợi ý họ nên đi dạo một lát với nhau. Họ đi tới Khu Tổ hợp Mua sắm Stanford trải rộng với 140 cửa hàng lúc 8 rưỡi sáng. Các cửa tiệm vẫn còn chưa mở cửa, vậy nên họ cứ dạo tới dạo lui khắp cả tổ hợp hết lượt này tới lượt khác và bàn tán xem nó được tổ chức ra sao, vai trò của những tiệm tạp hóa cỡ lớn như thế nào so với những cửa tiệm khác, và vì đâu những cửa tiệm chuyên biệt một mặt hàng nào đó lại đạt được thành công.

Đến 10h, lúc các tiệm mở cửa, họ vẫn đang dạo qua dạo lại và trò chuyện, họ bước vào tiệm Eddie Bauer. Nó có một lối cửa thông ra khu tổ hợp và một lối khác thông ra bãi đậu xe. Jobs quyết định rằng các cửa hàng của Apple sẽ chỉ nên có một lối ra vào, như vậy sẽ giúp việc kiểm soát trải nghiệm của khách hàng được dễ dàng hơn. Và cửa tiệm Eddie Bauer, như cả hai đều đồng tình nhận xét – quá dài và hẹp. Việc khách hàng nắm bắt ngay về mặt trực giác cách bố trí cửa hàng từ lúc vừa bước chân vào là rất quan trọng.

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Trong khu tổ hợp này không có lấy một cửa hàng công nghệ, và Johnson lí giải nguyên do: Theo cách suy nghĩ thường tình của mọi người thì một khách hàng nào đó, khi đưa ra một quyết định mua sắm lớn và không thường xuyên như là mua một chiếc máy tính, sẽ cam tâm tình nguyện lái đến những nơi kém phần thuận tiện nhưng có thể có được giá cả mềm hơn. Jobs không đồng ý. Các cửa tiệm Apple phải nằm trong các khu thương mại và ở những tuyến phố chính - ở những nơi có lưu lượng người đi bộ đông đúc, bất kể đắt đỏ tới đâu. “Có thể chúng ta không bắt họ lái xe mười mấy cây số để đến coi sản phẩm của chúng ta ra sao, nhưng chúng ta hoàn toàn có thể lôi kéo họ bước mười thước,” ông nói. Nhất là, những người dùng Windows sẽ phải bị đánh úp: “Nếu họ có đi ngang qua, họ sẽ ghé vào chỉ vì hiếu kì, nếu chúng ta khiến cho cửa hàng đủ chào mời hấp dẫn, và chỉ cần chúng ta có cơ hội trưng ra cho họ thấy những gì ta có, ta sẽ thắng.”

Johnson nói rằng quy mô của một cửa hàng chính là chỉ báo mức độ quan trọng của nhãn hàng đó. “Thương hiệu Apple có lớn được bằng Gap không?” Ông hỏi. Jobs đáp rằng nó lớn hơn nhiều. Johnson trả lời rằng các cửa hàng của Apple vì thế sẽ phải lớn hơn. “Nếu không thì các anh sẽ không được tương xứng đâu.” Jobs miêu tả câu cách ngôn của Mike Markkula rằng một công ty tốt phải “quy tội” – nó phải chuyển tải những giá trị và tầm quan trọng của mình trong mọi thứ nó làm ra, từ đóng gói đến tiếp thị sản phẩm. Johnson thích mê. Điều đó thực sự nên được áp dụng vào các cửa hàng đại diện cho công ty. “Cửa hàng sẽ trở thành mặt thể hiện giá trị vật chất của một thương hiệu,” ông dự đoán.

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Ông nói rằng khi còn trẻ, ông đã bước chân vào những cửa hàng đồ sộ như lâu đài, được ốp gỗ và tràn ngập không khí nghệ thuật mà Ralph Lauren đã sáng tạo nên trên phố 72 và Đại lộ Madison ở Manhattan. “Bất cứ khi nào tôi mua một chiếc áo phông polo, tôi đều nghĩ đến lâu đài ấy, một biểu hiện vật chất của những ý tưởng Ralph nảy ra,” John kể. “Mickey Drexler đã thực hiện việc đó với Gap. Anh không thể nghĩ về một sản phẩm của Gap mà lại không nghĩ tới cửa tiệm hoành tráng của Gap với không gian thoáng sạch cùng những đợt sàn gỗ, các bức tường màu trắng và hàng hóa xếp sắp ngăn nắp.”

Trò chuyện xong, họ lái xe tới Apple, ngồi trong một gian phòng họp và xem xét mấy sản phẩm của công ty. Không nhiều lắm, không đủ để lấp đầy các giá bày hàng của một cửa hiệu thông thường, nhưng đó lại là một lợi thế. Kiểu cửa hàng mà họ sẽ xây dựng, họ quyết định, sẽ phải hưởng lợi từ việc chỉ có số ít sản phẩm. Nó sẽ phải tối giản, thoáng khí và để chừa thật nhiều khoảng không để mọi người thử các sản phẩm. “Đa phần mọi người đều không biết gì về sản phẩm của Apple,” Johnson nói. “Họ coi Apple như một niềm sùng kính. Còn anh lại muốn chuyển nỗi ngưỡng vọng của họ thành cái gì đó sành điệu, thì việc nắm trong tay một cửa tiệm phi thường, nơi ai nấy có thể thử các sản phẩm, sẽ giúp thực hiện điều đó.” Chuỗi các cửa hàng sẽ quy tụ những nét riêng biệt của sản phẩm Apple: nghịch ngợm, dễ dùng, sáng tạo và nằm ở phía tươi sáng của lằn ranh giữa muộn phiền và kinh hãi.

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Bản mẫu

Đến lúc Jobs trình bày ý tưởng của mình, ban giám đốc không mảy may xúc động. Tập đoàn máy tính Gateway đã thất bại thảm hại sau khi mở ra các cửa hiệu vùng ngoại ô, và lập luận của Jobs rằng ông sẽ làm tốt hơn vì các cửa tiệm sẽ tọa lạc ở những địa điểm đắt tiền hơn – không hề đảm bảo điều gì, ít nhất là theo đánh giá chung. “Tư duy Khác biệt” và “Dành riêng cho những kẻ điên rồ,” thì rất hay nếu chỉ là những câu khẩu hiệu quảng cáo, nhưng ban giám đốc lại chần chừ trước việc biến chúng thành kim chỉ nam cho chiến lược của cả tập đoàn. “Tôi gãi đầu gãi tai và nghĩ rằng chuyện này thật là điên rồ,” Art Levinson kể lại. Ông là CEO của Genetech và mới gia nhập Apple hồi năm 2000. “Chúng ta chỉ là công ty nhỏ, một tay chơi rìa ngoài. Tôi nói rằng tôi không chắc công ty có thể ủng hộ thứ gì đó như vây.” Ed Woolard cũng tỏ ý hoài nghi. “Gateway đã thử và thất bại, trong khi Dell đang bán sản phẩm trực tiếp đến tay người tiêu dùng, không cần đến cửa hàng và họ đã thành công,” ông lập luận. Jobs không mấy tán thưởng thái độ bàn lùi từ ban giám đốc. Lần cuối cùng xảy ra tình trạng ấy, ông đã thay thế phần lớn các thành viên ban giám đốc. Lần này, vì những lí do cá nhân, thêm nữa, đã quá mệt với trò co kéo qua lại với Jobs, Woolard quyết định sẽ lùi bước. Nhưng trước khi làm vậy, ban giám đốc nhất trí thông qua hoạt động thử nghiệm với loạt bốn cửa hàng bán lẻ Apple.

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Jobs có được một người ủng hộ trong ban giám đốc. Vào năm 1999, ông đã tuyển vào Millard “Mickey” Drexler, hoàng tử bán lẻ xuất thân từ khu Bronx. Hồi còn ở cương vị CEO của Gap, ông này đã biến đổi một chuỗi cửa hàng ủ rũ thành biểu tượng của văn hóa y phục thường ngày Mỹ. Ông là một trong số ít những người trên đời này cũng thành công và hiểu biết ngang ngửa Jobs xét về khía cạnh những mong muốn về thiết kế, hình ảnh và người tiêu dùng. Thêm vào đó, Drexler khẳng định quyền kiểm soát từ-đầu-đến-cuối: cửa tiệm Gap chỉ bán sản phẩm Gap, và sản phẩm của Gap chỉ được bán gần như độc quyền trong các cửa hàng của Gap. “Tôi rời khỏi lĩnh vực kinh doanh cửa hàng bách hóa vì tôi không thể chịu nổi cảnh không được kiểm soát sản phẩm của mình, từ chỗ nó được sản xuất ra sao cho tới được bán ra thế nào,” Drexler nói. “Steve đích xác là là một người mong muốn kiểm soát như vậy, đó là lí do tại sao tôi nghĩ anh ta tuyển tôi vào.”

Drexler đưa ra cho Jobs một lời khuyên: Bí mật xây dựng một bản mẫu cửa hàng gần khuôn viên Apple, trang bị nội thất hoàn chỉnh và rồi cứ chờ nguyên ở đó cho đến khi nào cảm thấy thực sự hài lòng với nó. Vậy là Johnson và Jobs thuê một nhà kho bỏ không ở Cupertino. Cứ mỗi ngày thứ Ba trong vòng sáu tháng, họ lại triệu tập các phiên họp thảo luận đưa ý tưởng suốt buổi sáng ở đó, trau chuốt lại triết lí bán lẻ của họ trong khi dạo bước trong không gian cửa hàng. Đó là một cửa hàng mô phỏng xưởng thiết kế của Ive, một chốn trú ẩn nơi Jobs, với lối tiếp cận dựa trên thị giác của mình, có thể đưa ra những ý tưởng cách tân nhờ chạm vào và ngắm nhìn các phương án thiết kế trong quá trình chúng hoàn thiện dần dần. “Tôi yêu cảm giác được một mình thư thái dạo bước ở đó, để kiểm tra xem nó ra sao,” Jobs hồi tưởng.

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Đôi khi ông cũng bắt Drexler, Larry Ellison và những người bạn chí thiết khác tới đó ngắm nghía. “Suốt bao nhiêu dịp cuối tuần, lúc không bắt chúng tôi phải xem những cảnh mới của phim Toy Story thì ông ấy lại ép phải đến chỗ nhà kho và ngắm nhìn mô hình cửa hiệu,” Ellison kể. “Ông ấy bị ám ảnh bởi mọi chi tiết thẩm mỹ và trải nghiệm dịch vụ khách hàng. Mọi chuyện cứ thế, đến mức mà tôi phải kêu lên, ‘Steve, tôi sẽ không đời nào đến thăm anh nếu anh bắt chúng tôi đến chỗ cửa hàng một lần nữa.”

Oracle, công ty của Ellison khi đó đang phát triển phần mềm cho hệ thống thu ngân cầm tay, để tránh phải sử dụng quầy tính tiền. Một lần viếng thăm, Jobs đã thúc Ellison phải tìm ra cách nào đấy để hợp lí hóa quy trình nhờ loại bỏ bước nào đó không cần thiết, ví như đưa thẻ tín dụng hay in biên lai. “Nếu nhìn vào cửa hàng và sản phẩm, anh sẽ thấy ngay nỗi ám ảnh của Steve với vẻ đẹp ở dạng hình giản dị - thứ chủ nghĩa tối giản duy mỹ và tuyệt vời của Bauhaus, vươn cả một quãng dài, ra tới tận quy trình thu ngân ở cửa hàng,” Ellison nói. “Nó đồng nghĩa với số bước tuyệt đối tối thiểu. Steve đã đưa cho chúng tôi công thức chính xác, sát sao rằng anh ta muốn hệ thống thu ngân phải hoạt động thế nào.”

Khi Drexler đến thăm nguyên mẫu cửa hàng, ông đưa ra vài lời phê bình: “Tôi nghĩ là không gian đã bị băm vụn và chưa đủ thoáng sạch. Có quá nhiều chi tiết kiến trúc và màu sắc rối rắm.” Ông nhấn mạnh rằng một khách hàng phải có thể bước vào không gian bán hàng và, chỉ với một cái quét mắt, đã hiểu rõ được cả luồng bài trí. Jobs tán đồng rằng sự đơn giản và ít chi tiết gây xao lãng chính là những yếu tố then chốt của một cửa hàng tuyệt vời, hệt như với sản phẩm vậy. “Sau đó, Jobs đã xác định chắc chắn,” Drexler nói. “Tầm nhìn của Jobs là kiểm soát tuyệt đối toàn bộ trải nghiệm sản phẩm của ông ta, từ chỗ nó được thiết kế ra sao cho tới việc nó được bán ra thế nào.”

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Vào tháng 10 năm 2000, gần đến thời điểm mà Jobs ngỡ rằng đoạn cuối của quy trình, Johnson choàng tỉnh lúc nửa đêm, ngay trước buổi họp thứ Ba hằng tuần với một suy nghĩ đau đớn: Bọn họ đã phạm phải một sai lầm căn cốt nào đó. Họ đang tổ chức cửa hàng quanh mỗi dòng sản phẩm chính yếu của Apple, với các khu vực dành cho PowerMac, iMac, iBook và PowerBook. Nhưng Jobs đã bắt đầu phát triển một ý tưởng mới: chiếc máy tính như một trục trung tâm cho tất cả các hoạt động số của bạn. Nói cách khác, máy tính của bạn có thể xử lí cả các đoạn phim và hình ảnh từ máy chụp hình của bạn, và có lẽ một ngày nào đó là cả máy nghe nhạc và các bài hát, những cuốn sách và tạp chí của bạn nữa. Suy nghĩ trước bình minh của Johnson là các cửa tiệm phải sắp xếp các phần trưng bày không chỉ xoay quanh bốn dòng máy tính của công ty, mà phải xoay quanh những thứ mà con người ta có thể sẽ muốn thực hiện. “Lấy ví dụ, tôi nghĩ nên có một khu phim ảnh, nơi chúng tôi bày ra đủ các máy Mac và PowerBook chạy iMovie và cho bạn thấy rằng bạn có thể truy xuất thẳng từ máy quay của mình rồi biên tập lại.”

Thứ Ba đó, Johnson đến văn phòng Jobs từ sớm và nói cho Jobs nghe về nhận thức đột ngột của ông, rằng họ cần phải tái tổ chức các cửa hàng. Johnson đã từng nghe những câu chuyện kể về giọng lưỡi ngoa ngoắt của sếp mình, nhưng ông vẫn chưa cảm thấy nó quăng ra – cho đến thời điểm này. Jobs phun trào. “Anh có biết cái thay đổi này lớn đến cỡ nào không?” Jobs gào lên. “Tôi đã xoay sở với cái cửa hàng này suốt sáu tháng, mà bây giờ anh lại muốn thay đổi mọi thứ à!” Jobs đột nhiên im bặt. “Tôi mệt lắm rồi. Tôi không biết liệu có thể thiết kế một cửa hàng khác từ đống xà bần này không.”

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Johnson cũng câm lặng luôn, và Jobs yêu cầu ông ta cứ như vậy. Trên chuyến xe chạy tới chỗ mô hình cửa hàng, nơi mọi người đã tề tựu chuẩn bị cho cuộc họp thứ Ba thường lệ, Jobs bảo Johnson đừng nói gì, với ông và cả các thành viên khác của đội. Vậy là chuyến xe kéo dài bảy phút diễn ra trong im lặng. Khi họ đến nơi, Jobs đã xử lí thông tin xong xuôi. “Tôi biết là Ron đã đúng,” ông nhớ lại. Vậy là trước vẻ kinh ngạc của Johnson, Jobs khai màn cuộc họp bằng lời tuyên bố, “Ron nghĩ rằng chúng ta đã nhìn nhận sai lầm. Anh ấy nghĩ rằng cửa hàng phải được tổ chức lại, không phải xoay quanh sản phẩm mà thay vào đó, là xoay quanh những gì người sử dụng muốn làm.” Một chút ngừng lời, rồi Jobs tiếp tục. “Các bạn biết đấy, Ron nói đúng.” Ông nói rằng họ sẽ làm lại thiết kế, mặc dù việc này nhiều khả năng sẽ làm buổi triển lãm giới thiệu dự tính vào tháng Giêng phải chậm lại tới ba hay bốn tháng. “Chúng ta chỉ có duy nhất một cơ hội để thực hiện nó chính xác thôi.”

Jobs (và tất cả đội của ông khi đó) rất thích được kể lại chuyện tất cả mọi thứ ông đã thực hiện đâu ra đó chỉ cần có một giây trước khi ông nhấn nút quay lại từ đầu. Mỗi trường hợp như vậy, ông phải làm lại thứ gì đó mà ông phát hiện ra là vẫn chưa hoàn hảo. Ông kể về chuyện ông đã làm vậy với bộ phim Toy Story, khi nhân vật chàng cao bồi Woody bị phát triển lên thành một “tên khốn”, và một vài lượt là với chiếc máy Macintosh nguyên bản. “Nếu có điều gì đó chưa thật đúng đắn, bạn không thể chỉ lờ tịt nó đi và bảo là bạn sẽ chỉnh sửa sau,” ông nói. “Đó là cách các công ty khác vẫn làm.”

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Khi bản mẫu cửa hàng có chỉnh sửa đã được hoàn thiện vào tháng Giêng năm 2001, Jobs cho phép ban giám đốc đến thăm quan lần đầu tiên. Ông giải thích những triết lí phía sau phương án thiết kế bằng cách phác họa trên tấm bảng trắng; rồi ông cùng các thành viên ban giám đốc lên chiếc xe tải nhẹ để đi hết chặng đường dài hai dặm. Khi họ nhìn thấy những gì Jobs và Johnson đã xây dựng được, họ đồng loạt nhất trí việc tiếp tục triển khai. Ban giám đốc cũng đồng tình rằng cửa hiệu này sẽ đưa mối quan hệ giữa bán lẻ và hình ảnh thương hiệu lên một tầng bậc mới. Nó cũng sẽ đảm bảo chắc chắn rằng khách hàng không chỉ coi những chiếc máy tính Apple đơn thuần chỉ là sản phẩm hàng hóa như là Dell hay Compaq.

Nhưng đa phần các chuyên gia bên ngoài thì lại không tán đồng. “Có lẽ đã đến lúc Steve Jobs từ bỏ cái lối tư duy quá ư khác biệt,” tờ Business Week viết như vậy trong một bài luận với tiêu đề “Xin lỗi Steve, đây là lí do tại sao các cửa hàng Apple sẽ chẳng đi đến đâu.” Cựu giám đốc tài chính của Apple – Joseph Graziano được dẫn lời như sau, “Vấn đề của Apple là nó vẫn cứ tin rằng cách để công ty tăng trưởng là phục vụ món cá hồi cho một thế giới cơ hồ đã mãn nguyện với món phó mát kèm khoai tây chiên giòn rồi.” Còn nhà cố vấn bán lẻ David Goldstein thì tuyên bố, “Tôi cho mấy cửa hàng đó hai năm trước khi chúng phải tắt điện vì một sai lầm cực kì đau đớn và đắt đỏ.”

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Gỗ, Đá, Thép, Kính

Vào ngày 19 tháng Năm năm 1001, cửa hàng bán lẻ Apple đầu tiên khai trương ở Tyson’s Corner, bang Virginia với những quầy hàng màu trắng bóng loáng, sàn gỗ tẩy trắng và một tấm bích chương “Tư duy Khác biệt” khổng lồ hình John và Yoko trên giường. Những người theo chủ nghĩa hoài nghi đã nhầm to. Các cửa hàng của Gateway chỉ có trung bình 250 khách ghé thăm mỗi tuần. Đến năm 2004, các cửa tiệm Apple đón trung bình 5.400 khách mỗi tuần. Vào năm đó, các cửa hàng đạt doanh thu 1,2 tỷ đô-la, lập một kỉ lục mới trong ngành bán lẻ do đã cán mốc tỷ đô-la. Hoạt động bán hàng ở mỗi cửa hàng đều được lập bảng kê mỗi bốn phút một lần thông qua phần mềm của Ellison, cung cấp thông tin trực tiếp đối với việc làm thế nào để đồng nhất quy trình sản xuất, cung ứng và các kênh bán hàng.

Trong khi các cửa hàng mỗi ngày một nở rộ, Jobs vẫn tham gia chặt chẽ trong từng khía cạnh nhỏ. Lee Clow nhớ lại, “Tại một trong những buổi họp tiếp thị của chúng tôi ngay trước khi khai trương các cửa hàng, Steve yêu cầu phải dành ra tới nửa tiếng đồng hồ để quyết định xem sắc độ xám nào thì phù hợp với các kí hiệu của phòng vệ sinh.” Hãng thiết kế nội thất của Bohlin Cywinski Jackson thì thiết kế các cửa hàng mang tính nhận diện thương hiệu, nhưng Jobs mới là người đưa ra những quyết định then chốt.

Jobs đặc biệt chú trọng vào các đợt cầu thang, chúng lặp lại chiếc cầu thang mà ông đã sáng tạo nên ở NeXT. Khi ông đến thăm các cửa hàng đang trong quá trình xây dựng, mười lần như một, ông đều đề nghị thay đổi cầu thang. Tên của ông được đưa vào vị trí nhà phát minh chủ đạo trong hai tấm giấy đăng kí sáng chế cầu thang, một là cho kiểu dáng trong suốt bao gồm các bậc cầu thang lát-kính-toàn-bộ và các tấm kính trợ lực được tán bằng đinh titan, cái còn lại là cho hệ thống kĩ thuật sử dụng một đơn vị kính nguyên khối bao gồm nhiều lá thủy tinh cán mỏng chồng lên nhau nhằm nâng đỡ các khối nặng.

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Vào năm 1985, khi bị hất cẳng khỏi Apple trong nhiệm kì đầu tiên, Jobs đã đến nước Ý và cực kì ấn tượng bởi chất đá xám trên những lối đi ở thành phố Florence. Vào năm 2002, khi ông rút ra kết luận rằng lớp lát sàn gỗ sáng màu trong các cửa hàng bắt đầu trông như là lối đi ngoài vỉa hè – một mối bận tâm khó mà tưởng tượng là có thể hành hạ ai đó kiểu như Steve Ballmer, CEO của Microsoft - thì Jobs muốn sử dụng loại đá xám kia để thay thế. Một trong số các đồng sự của Jobs thúc giục rằng họ có thể mô phỏng màu sắc và chất liệu đá, sử dụng bê-tông, như vậy sẽ rẻ được hơn mười lần, nhưng Jobs quả quyết rằng nó phải là đá nguyên chất mới được. Sa thạch Pietra Serena màu xám-xanh với chất liệu vân tinh xảo, có xuất xứ từ một mỏ thuộc sở hữu gia đình – Il Casone ở Firenzuola, ngoại ô Florence. “Tụi tôi chỉ chọn được 3% tổng số đá khai thác từ lòng núi, vì nó có sắc độ và mạng đường vân đá cũng như độ tinh khiết chính xác,” Johnson nói. “Steve quả quyết rằng chúng tôi phải có được màu sắc đích xác và nó phải là một thứ chất liệu với mức độ hoàn mỹ nhất.” Vậy là các nhà thiết kế ở Florence chọn ra đúng những tảng đá được khai thác, rồi giám sát việc xẻ chúng ra thành những phiến vuông vắn, và đảm bảo mỗi viên gạch lại được đánh dấu bằng một tấm dán để chắc chắn rằng chúng sẽ được lát xuống ngay sát cạnh những viên đá vừa cặp với nó.” “Một điều anh nên biết: đó chính là loại đá thành Florence sử dụng cho các lối đi, đảm bảo với anh rằng nó có thể chống chịu được thử thách của thời gian,” Johnson nói.

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Một chi tiết đáng chú ý nữa của các cửa hàng chính là Quầy Thiên Tài (Genius Bar). Johnson đưa ra ý kiến này trong một chuyến công tác kết hợp nghỉ dưỡng (retreat) với cả nhóm. Ông đã yêu cầu các thành viên miêu tả về dịch vụ tốt nhất mà họ từng tận hưởng. Phần lớn mọi người đều nhắc đến những trải nghiệm hay ho ở mấy khách sạn như Four Seasons hay Ritz-Carlton. Vậy là John cử năm viên quản lý cửa hàng đầu tiên đến chương trình huấn luyện của Ritz-Carlton và đưa ra ý tưởng sao phỏng lại thứ gì đó giữa bàn chăm sóc khách hàng và quầy bar. “Nếu chúng ta sắp đặt ở quầy đó những con người thông minh nhất ở Mac thì sao nhỉ,” ông nói với Jobs. “Chúng ta có thể gọi nó là Quầy Thiên tài.”

Jobs bảo ý tưởng ấy thật dở tệ. Ông thậm chí còn phản đối tên gọi. “Anh không thể gọi họ là thiên tài được,” ông bảo. “Họ là những kẻ gàn. Họ không có những kĩ năng con người để chuyển tải thứ gì đó gọi là quầy thiên tài đâu.” Johnson cứ tưởng là mình đã thua, nhưng ngày hôm sau ông tình cờ đụng phải luật sư trưởng của Apple, ông này bảo, “Tiện đây, Steve vừa mới bảo tôi đi đăng kí nhãn hiệu cho cái tên ‘quầy thiên tài’”.

Rất nhiều đam mê của Jobs đã tụ hội về cửa hàng trên Đại lộ số Năm của Manhattan, được khai trương hồi năm 2006: một khối lập phương, một cầu thang đặc trưng, kính và đưa ra một lời tuyên bố tối đa thông qua chủ nghĩa tối thiểu. “Đó thực sự là cửa hiệu của Steve,” Johnson nói. Mở cửa 24/7, nó xác thực thứ chiến lược kiếm tìm những địa điểm đặc trưng có lưu lượng giao thông cao bằng cách thu hút tới năm mươi nghìn lượt khách mỗi tuần trong suốt năm đầu tiên. (Thử nhớ lại sức hút của cửa hàng Gateway thì thấy: 250 lượt khách mỗi tuần.) “Cửa hàng này thu lợi trên mỗi mét vuông nhiều hơn bất cứ cửa hàng nào trên thế giới,” Jobs tự hào bày tỏ vào năm 2010. “Nó còn mang lại tổng doanh thu lớn hơn – bằng đô-la tuyệt đối – chứ không phải chỉ tính trên mỗi mét vuông đâu – so với bất cứ cửa hàng nào ở New York. Trong đó tính luôn cả các tiệm của Saks và Bloomingdale.”

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Jobs có thể khuấy động sự phấn chấn trông đợi cho các buổi khai trương cửa hàng với món năng khiếu mà ông đã sử dụng cho các buổi ra mắt sản phẩm. Mọi người bắt đầu lặn lội đến tận các buổi khai trương cửa hàng và chầu chực cả đêm ở bên ngoài hòng trở thành một trong những khách đầu tiên được bước chân vào trong. “Cậu con trai hồi đó mới 14 tuổi của tôi gợi ý buổi thức đêm xếp hàng đầu tiên của tôi ở Palo Alto, và trải nghiệm này hóa ra lại trở thành một sự kiện xã hội lí thú,” Gary Allen, người chủ trì một trang web phục vụ những người ái mộ cửa hàng Apple, kể lại. “Hai bố con thực hiện vài cuộc thức đêm xếp hàng như thế, trong đó có cả năm lần ở nước ngoài, và đã gặp gỡ rất nhiều người hay ho.”

Vào tháng Bảy năm 2011, một thập kỉ kể từ thời điểm những cửa hàng đầu tiên được khai trương, tổng cộng đã có 326 cửa hàng Apple. Cửa hàng lớn nhất là ở Covent Garden, London, cao nhất là ở Ginza, Tokyo. Doanh thu trung bình hằng năm của mỗi cửa hàng là 9,8 tỷ USD. Nhưng các cửa hàng còn làm được nhiều hơn thế. Chuỗi cửa hàng này trực tiếp đóng góp vào 15% tổng doanh số của Apple nhờ tạo nên tiếng vang và lôi kéo sự chú ý đến nhãn hiệu, các cửa hàng gián tiếp góp phần quảng cáo rùm beng cho mọi động thái, mọi sản phẩm của công ty.

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Kể cả trong lúc phải vật lộn chống lại những tác động của căn bệnh ung thư vào năm 2011, Jobs vẫn dành thời gian hình dung những dự án cửa hàng tương lai, ví như cửa hàng mà ông muốn xây dựng trong Nhà ga Trung tâm Thành phố New York. Một buổi chiều, ông cho tôi xem một bức hình cửa hàng ở Đại lộ số Năm và chỉ vào mười tám tấm ốp kính ở mỗi mặt. “Đây là thành tựu tiên tiến nhất của công nghệ chế tạo kính thời nay đấy,” ông nói. “Chúng tôi còn tự chế ra những mẫu khuôn riêng để đúc kính đấy.” Rồi ông lôi một bản vẽ kĩ thuật ra, trong đó mười tám ô kính được thay bằng bốn tấm khổng lồ. Đó là thứ tiếp theo mà ông muốn làm, ông nói. Một lần nữa, đó là một thách thức ở điểm giao cắt giữa thẩm mỹ và kĩ nghệ. “Nếu chúng tôi muốn thực hiện việc này với công nghệ hiện thời, chúng tôi sẽ phải làm cho khối lập phương này ngắn đi một phút mỗi chiều,” ông bảo. “Mà tôi thì không muốn làm thế. Nên chúng tôi phải chế mấy cái nồi hơi mới ở Trung Quốc vậy.”

Ron Johnson không mấy rung động trước ý tưởng này. Ông nghĩ rằng mười tám tấm ốp thực ra trông đẹp hơn bốn tấm. “Kích cỡ cửa hàng mà chúng ta đang có hiện nay phối hợp tuyệt diệu với những hàng cột của Tòa nhà GM,” ông nói. “Nó sáng lấp lánh như là chiếc hộp trang sức vậy. Tôi nghĩ là nếu để kính quá trong suốt, thì gần như chắc chắn sẽ trượt đi thành sai lầm ngay.” Ông tranh cãi điểm này với Jobs, nhưng chẳng ích gì. “Khi công nghệ cho phép điều gì đó mới, ông ta muốn tận dụng ngay lập tức,”Johnson nói. “Thêm nữa, với Steve, ít hơn luôn là nhiều hơn, đơn giản hơn vẫn tốt hơn. Thế nên, nếu như anh có thể xây một cái hộp kính với ít thành phần hơn, tức là nó tốt hơn, nó đơn giản hơn, và nó ở tuyến đầu của công nghệ tiên tiến. Đó chính là nơi Steve muốn ngự trị, với sản phẩm và với cả cửa hàng của ông ấy.”

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Chương 30

TRUNG TÂM SỐ

Từ iTunes tới iPod

Chiếc iPod đầu tiên, 2001

Kết nối những dấu chấm

Cứ mỗi năm Jobs lại chọn những nhân viên giá trị nhất của mình cho một chuyến hành quân bí mật, được ông gọi là “Nhóm 100.” Họ được chọn dựa trên một nguyên tắc đơn giản: những người bạn sẽ đem theo nếu như chỉ có thể chọn 100 người đi cùng bạn trên chiếc xuồng cứu hộ tới công ty tiếp theo. Ở cuối mỗi chuyến đi, Jobs thường đứng trước một tấm bảng (ông thích những tấm bảng bởi nó cho ông sự kiểm soát tuyệt đối và chúng mang lại sự tập trung) và hỏi, “10 thứ chúng ta nên làm tiếp theo là gì?” Mọi người sẽ chiến đấu để đưa ý tưởng của mình vào danh sách. Jobs sẽ viết chúng ra, và gạch đi những cái ông thấy tệ. Sau một loạt những mánh khóe, họ đưa ra được một danh sách gồm 10 ý tưởng. Sau đó Jobs sẽ gạch bỏ 7 ý tưởng dưới cùng và nói, “Chúng ta chỉ có thể làm 3”.

Năm 2001, Apple đã hồi sinh mảng máy tính cá nhân của mình. Đó là lúc để tư duy khác biệt. Một loạt các hướng đi mới ở đầu danh sách trên tấm bảng của ông năm đó.

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Ở thời điểm đó, không khí ảm đạm có nguồn góc từ lĩnh vực kỹ thuật số. Bong bóng dot-com đã vỡ tung, sàn giao dịch NASDAQ giảm 50% so với đỉnh cao của nó. Chỉ có 3 công ty công nghệ có hoạt động quảng cáo trong giải Super Bowl tháng 1 năm 2001, so với 17 công ty của năm trước. Tuy nhiên, cảm giác về sự suy thoái còn đi xa hơn nữa. Suốt 25 năm kể từ khi Jobs và Wozniak sáng lập Apple, máy tính cá nhân là trung tâm của cuộc cách mạng số. Và giờ thì các chuyên gia cho rằng vai trò trung tâm của nó đã chấm dứt. Nó đã “trưởng thành và trở nên tẻ nhạt,” phóng viên Walt Mossberg của Wall Street Journal viết. Jeff Weitzen, CEO của Gateway tuyên bố “Chúng tôi đang tách mảng máy tính cá nhân khỏi vai trò trung tâm.”

Đó là lúc Jobs xúc tiến một chiến lược mới rất lớn có thể biến đổi Apple - và toàn bộ ngành công nghiệp công nghệ. Máy tính cá nhân, thay vì bị đưa ra ngoài cuộc, sẽ được biến thành “một trung tâm số” dùng để phối hợp với nhiều loại thiết bị khác nhau, từ máy chơi nhạc cho tới máy quay phim, chụp ảnh. Bạn kết nối và đồng bộ tất cả các thiết bị với máy tính của mình, nó có thể quản lý âm nhạc, ảnh, video, văn bản và tất cả các khía cạnh mà Jobs gán cho “phong cách số” của bạn. Apple sẽ không còn là một công ty máy tính nữa - thực tế nó đã bỏ từ đó ra khỏi tên của mình - nhưng Macintosh sẽ được khôi phục để trở thành trung tâm của loạt thiết bị mới đầy bất ngờ, bao gồm iPod, iPhone và iPad.

Khi bước sang tuổi 30, Jobs đã làm một phép ẩn dụ với các album ca nhạc. Ông trầm ngâm về việc vì sao những người trên 30 lại phát triển những lối suy nghĩ cứng nhắc và trở nên thiếu sáng tạo. “Người ta bế tắc trong những lối mòn, giống như những rãnh trong một đĩa than, và họ không bao giờ thoát ra khỏi chúng,” ông nói. Ở tuổi 45, Jobs giờ đang sửa soạn thoát ra khỏi lối mòn của mình.

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FireWire

Tầm nhìn của Jobs về việc máy tính của bạn sẽ trở thành trung tâm số bắt đầu từ một công nghệ có tên FireWire, được Apple phát triển đầu những năm 1990. Đó là một cổng kết nối tốc độ cao cho phép di chuyển các tập tin kỹ thuật số từ thiết bị này qua thiết bị khác. Những nhà sản xuất máy ảnh của Nhật Bản đã sử dụng chúng, và Jobs quyết định tích hợp nó trong phiên bản cập nhật của iMac phát hành tháng 10 năm 1999. Ông bắt đầu nhìn FireWire như một phần của hệ thống cho phép chuyển các video từ máy ảnh sang máy tính, nơi chúng có thể được sửa chữa và phân phối.

Để thực hiện điều đó, chiếc iMac cần một phần mềm xử lý video tốt. Vì thế Jobs đã tới gặp những người bạn cũ của mình ở Adobe, công ty đồ họa số, và nhờ họ phát triển phiên bản mới dành cho Mac của Adobe Premiere, vốn đã phổ biến trên các máy tính Windows. Các nhà điều hành của Adobe đã khiến Jobs ngỡ ngàng khi thẳng thừng từ chối điều này. Họ nói rằng Macintosh có quá ít người dùng để khiến nó đáng giá. Jobs cực kỳ giận dữ và cảm thấy như mình bị phản bội. “Tôi đã đặt Adobe vào trong kế hoạch, vậy mà họ lại bủn xỉn với tôi,” ông trách móc. Adobe còn làm mọi thứ tệ hơn nữa khi không phát triển những chương trình nổi tiếng khác, như Photoshop cho Mac OSX , mặc dù Macintosh rất phổ biến trong giới thiết kế và những nhóm sáng tạo khác, vốn đều dùng những ứng dụng này.

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Jobs không bao giờ tha thứ cho Adobe, một thập kỷ sau ông bước vào cuộc chiến công khai với công ty này khi không cho phép Adobe Flash chạy trên iPad. Ông mang theo một bài học giá trị củng cố cho khao khát kiểm soát từ đầu đến cuối tất cả những thành phần chủ chốt của một hệ thống: “Góc nhìn chủ đạo của tôi khi bị từ chối bởi Adobe năm 1999 là việc chúng tôi sẽ không tham gia bất kỳ vấn đề nào nếu như không thể kiểm soát cả phần cứng lẫn phần mềm, nếu không chúng tôi sẽ không giữ nổi đầu mình.”

Vì thế từ năm 1999 Apple bắt đầu sản xuất phần mềm ứng dụng cho Mac, tập trung vào đối tượng giao thoa giữa nghệ thuật và công nghệ. Những phần mềm đó gồm có Final Cut Pro, dùng để chỉnh sửa video; iMovie là phiên bản đơn giản hơn dành cho người dùng thông thường; iDVD dùng để ghi video hay nhạc ra đĩa; iPhoto để cạnh tranh với Photoshop; GarageBand để tạo và phối nhạc; iTunes để quản lý các bài hát; và iTunes Store, dùng để mua nhạc.

Ý tưởng của trung tâm số nhanh chóng được tập trung phát triển. “Tôi vỡ lẽ ra điều đó với những chiếc máy ảnh,” Jobs nói. “Sử dụng iMovie có thể khiến chiếc máy ảnh của bạn giá trị hơn hàng chục lần.” Thay vì phải mất hàng trăm giờ cho các cảnh quay gốc mà bạn sẽ không bao giờ vượt qua được, bạn có thể chỉnh sửa nó trên máy tính của mình, tạo những cảnh mờ trang nhã, thêm âm nhạc, thêm danh sách những người thực hiện, điền tên bạn là nhà sản xuất. Nó cho phép người dùng sáng tạo, thể hiện bản thân họ, để tạo ra những thứ có cảm xúc. “Đó là khi ý tưởng máy tính sẽ biến đổi thành một thứ khác đến với tôi.”

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Jobs có một cái nhìn khác: nếu máy tính phục vụ như một trung tâm, nó sẽ cho phép các thiết bị di động trở nên đơn giản hơn. Rất nhiều tính năng mà các thiết bị cố thực hiện, chẳng hạn như chỉnh sửa video hoặc ảnh, chúng thực hiện nó một cách hạn chế vì các màn hình quá nhỏ và khó thích nghi với các menu lấp đầy các tính năng. Máy tính có thể xử lý chúng dễ hơn rất nhiều.

Và một điều nữa... điều Jobs nhìn thấy là nó sẽ làm việc tốt nhất khi mọi thứ - thiết bị, máy tính, phần mềm, ứng dụng, FireWire - đều được kết hợp chặt chẽ với nhau. “Tôi càng tin hơn về khả năng cung cấp các giải pháp trọn gói,” ông nhớ lại.

Sự đẹp đẽ trong nhận thức này là ở chỗ chỉ có một công ty được đặt ở vị trí có thể đi theo cách tiếp cận này. Microsoft viết phần mềm, Dell và Compaq làm phần cứng, Sony sản xuất rất nhiều thiết bị số, Adobe phát triển rất nhiều ứng dụng. Nhưng chỉ có Apple làm tất cả những thứ đó. “Chúng tôi là công ty duy nhất sở hữu toàn bộ các công cụ - phần cứng, phần mềm và hệ điều hành,” ông giải thích với Time. “Chúng tôi có thể chịu trách nhiệm toàn bộ đối với trải nghiệm người dùng. Chúng tôi có thể làm những việc mà các công ty khác không thể.”

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Công cuộc tích hợp của Apple vào chiến lược trung tâm số được bắt đầu từ video. Với FireWire, bạn có thể chuyển các video của bạn vào máy Mac, và với iMovie bạn có thể biến nó thành một kiệt tác. Sau đó thì sao? Bạn có thể muốn ghi nó ra vài đĩa DVD để bạn cùng bạn bè có thể xem nó trên tivi. “Vì thế chúng tôi đã bỏ rất nhiều thời gian làm việc với các nhà sản xuất ổ đĩa để có được các ổ đĩa thông dụng có thể ghi DVD,” ông nói. “Chúng tôi là công ty đầu tiên có thể bán nó.” Như mọi khi Jobs tập trung vào việc làm sản phẩm đơn giản nhất có thể cho người dùng, và đó là chìa khóa cho thành công của họ. Mike Evangelist, người từng làm việc ở Apple với các phần mềm thiết kế, nhớ lại việc trình diễn cho Jobs giao diện của một phiên bản đời đầu. Sau khi xem một loạt các hình chụp, Jobs nhảy lên, cầm lấy chiếc bút và vẽ một hình chữ nhật đơn giản lên trên bảng. “Đây là ứng dụng mới,” ông nói. “Nó có một cửa sổ. Bạn kéo video vào trong cửa sổ này. Sau đó bạn nhấn vào nút này và nói ‘Ghi.’ Vậy thôi. Đó là thứ chúng ta sẽ làm.” Evangelist chết lặng, tuy nhiên nó chính là khởi đầu đã dẫn tới sự đơn giản của thứ trở thành iDVD sau này. Jobs thậm chí còn giúp thiết kế biểu tượng của nó “Ghi”.

Jobs cũng biết việc nhiếp ảnh số đang chuẩn bị bùng nổ, vì vậy Apple phát triển nhiều cách để biến máy tính thành trung tâm của các bức ảnh của bạn. Nhưng ít nhất trong năm đầu tiên ông đã không để mắt tới một cơ hội rất lớn. HP và một vài công ty khác đã sản xuất một ổ đĩa có thể ghi những đĩa CD ca nhạc, nhưng Jobs quyết định Apple nên tập trung vào video thay vì âm nhạc. Thêm vào đó, sự cố chấp của ông trong việc bỏ ổ đĩa dạng khay hiện có của iMac và thay vào đó một ổ dạng rãnh trang nhã hơn nhưng đồng nghĩa là không thể tích hợp ổ ghi CD đầu tiên, vốn được thiết kế ban đầu theo dạng khay. “Chúng tôi đã lỡ chuyến tàu đó,” ông nhớ lại. “Và chúng tôi cần phải đuổi theo thật nhanh.”

Dấu ấn của một công ty sáng tạo không chỉ là việc nó luôn có những ý tưởng mới, mà còn biết cách đuổi theo khi biết mình đang ở phía sau.

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iTunes

Không mất nhiều thời gian để Jobs nhận ra thế giới âm nhạc số đang trở nên lớn mạnh. Vào năm 2000, mọi người sao chép âm nhạc vào máy tính từ đĩa CD, hoặc tải chúng từ những dịch vụ chia sẻ như Napster, và ghi các danh sách nhạc vào đĩa trắng của họ. Trong năm này số lượng đĩa trắng được bán ở Mỹ là 320 triệu đĩa trong khi dân số chỉ có 281 triệu người. Có nghĩa là rất nhiều người thực sự chuyển sang ghi đĩa, còn Apple thì không phục vụ họ. “Tôi cảm thấy mình như một kẻ đần độn,” ông nói với Fortune. “Tôi nghĩ mình đã bỏ lỡ nó. Chúng tôi phải làm việc cật lực để bắt kịp.”

Jobs thêm ổ ghi CD vào iMac, nhưng nó không đủ. Mục tiêu của ông là đơn giản hóa việc chuyển nhạc từ đĩa CD, quản lý nó trên máy tính, và ghi danh sách nhạc ra đĩa. Các công ty khác đã phát triển các ứng dụng quản lý nhạc, nhưng chúng rất rườm rà và phức tạp. Một trong những tài năng của Jobs là phát hiện ra các thị trường với đầy những sản phẩm hạng hai. Ông đã xem xét các ứng dụng âm nhạc đã có - bao gồm Real Jukebox, Windows Media Player, và một cái của HP có đi kèm với ổ ghi CD - và đi tới một kết luận: “Chúng quá phức tạp và chỉ có các thiên tài mới dùng hết một nửa số chức năng của chúng.”

Đó là cơ hội của Bill Kincaid. Một cựu kỹ sư phần mềm của Apple, ông đang chạy xe tới một đường đua ở Willows, California để tham gia cuộc đua với chiếc xe thể thao Formula Ford của mình trong khi (không được hợp lý lắm) nghe Đài phát thanh quốc gia. Ông nghe được một bản tin về thiết bị nghe nhạc di động Rio có thể chơi các bản nhạc số theo định dạng MP3. Ông đã ngửng đầu lên khi nghe phóng viên nói “Đừng quá vui mừng, người dùng Mac, bởi nó không hoạt động trên các máy Mac.” Kincaid tự nói với mình, “Ha! Mình có thể xử lý điều này!”

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Để giúp viết phần mềm quản lý Rio cho Mac, ông đã gọi cho bạn mình là Jeff Robbin và Dave Heller, đều là cựu kỹ sư phần mềm của Apple. Sản phẩm của họ, được biết đến với tên SoundJam, đem tới cho người dùng Mac một giao diện của Rio và phần mềm để quản lý các bài hát trong máy của họ. Vào tháng 7 năm 2000, khi Jobs đang thúc đẩy nhóm của ông đưa ra một phần mềm quản lý âm nhạc, Apple đã mua lại SoundJam, mang những người sáng lập quay lại con thuyền Apple. (Cả 3 đều ở lại công ty và Robbin tiếp tục quản lý nhóm phát triển phần mềm âm nhạc trong 1 thập kỷ sau đó. Jobs xem Robbin quý giá đến mức ông từng chấp nhận cho phép phóng viên Time gặp ông này sau khi đã cam kết sẽ không in họ của Jeff trên báo.)

Jobs làm việc cá nhân với họ để biến SoundJam thành một sản phẩm của Apple. Nó chất đầy những tính năng các loại, và do đó có rất nhiều màn hình phức tạp. Jobs ép họ phải làm cho nó đơn giản hơn và quyến rũ hơn. Thay vì một giao diện cho phép bạn ghi rõ bạn muốn tìm kiếm theo tên nghệ sĩ, tên bài hát hay album, Jobs yêu cầu một ô đơn giản cho phép bạn gõ bất kỳ thứ gì bạn muốn. Từ iMovie họ lấy lại được giao diện phủ kim loại bóng và cả một cái tên. Họ gọi nó là iTunes.

Jobs giới thiệu iTunes vào tháng 1 năm 2001 tại Macworld như một phần của chiến lược trung tâm số. Nó miễn phí cho tất cả người dùng Mac, ông thông báo. “Tham gia cuộc cách mạnh âm nhạc với iTunes, và làm thiết bị nghe nhạc của bạn có giá hơn hàng chục lần,” ông kết luận trong những tràng pháo tay không dứt. Như câu khẩu hiệu quảng bá của ông sau đó: Sao chép. Nhào trộn. Ghi đĩa.

Buổi chiều hôm đó Jobs gặp John Markoff của tờ New York Times. Buổi phỏng vấn trở nên tồi tệ, nhưng cuối cùng Jobs ngồi trước máy Mac của mình và trình diễn iTunes. “Nó gợi nhớ tới tuổi trẻ của tôi,” ông nói khi những hiệu ứng nhảy múa trên màn hình. Nó khiến ông hồi tưởng lại khi sử dụng chất kích thích. Trải nghiệm sử dụng LSD là một trong hai hoặc ba điều quan trọng nhất ông từng làm trong đời, Jobs nói với Markoff. Những người chưa bao giờ dùng thuốc sẽ không bao giờ thực sự hiểu được ông.

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iPod

Bước kế tiếp trong chiến lược trung tâm số là làm một máy nghe nhạc di động. Jobs nhận ra việc Apple có cơ hội thiết kế một thiết bị sánh đôi cùng phần mềm iTunes, cho phép nó trở nên đơn giản hơn. Các nhiệm vụ phức tạp có thể được xử lý trên máy tính, những thứ dễ dành cho thiết bị. Vì thế iPod đã ra đời, thiết bị cho phép Apple bắt đầu chuyển mình từ một công ty máy tính trở thành công ty có giá trị lớn nhất thế giới.

Jobs có niềm đam mê đặc biệt với dự án này bởi ông yêu âm nhạc. Những chiếc máy nghe nhạc đã có trên thị trường, ông nói với các đồng nghiệp, “thực sự vớ vẩn.” Phil Schiller, Jon Rubinstein, và toàn bộ nhóm của ông đều đồng ý. Trong khi xây dựng iTunes, họ dành thời gian với Rio và các máy nghe nhạc khác, và vui vẻ hành hạ chúng. “Chúng tôi ngồi quanh và nói, ‘Những thứ này thực sự bốc mùi,’” Schiller nhớ lại. “Chúng lưu khoảng 16 bài hát, và bạn chẳng thể nào tìm ra cách sử dụng chúng.”

Jobs bắt đầu thúc đẩy một máy nghe nhạc di động từ mùa thu năm 2000, nhưng Rubinstein đã phản hồi về việc các linh kiện cần thiết chưa sẵn sàng. Ông yêu cầu Jobs chờ đợi. Vài tháng sau Rubinstein đã có thể tìm được một màn hình LCD nhỏ phù hợp và một pin xạc Li-poly . Thách thức lớn nhất là tìm một ổ đĩa đủ nhỏ nhưng có dung lượng đủ lớn để tạo nên một máy nghe nhạc tuyệt vời. Vào tháng 2 năm 2001, ông có chuyến thăm định kỳ tới các nhà cung cấp linh kiện của Apple ở Nhật.

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Vào cuối cuộc họp thường lệ với Toshiba, các kỹ sư nhắc tới một sản phẩm mới họ có trong phòng thí nghiệm và sẽ sẵn sàng ra mắt vào tháng 6. Đó là một ổ cứng nhỏ, 1,8 inch (bằng kích cỡ một tờ đô-la), có thể chứa 5 Gigabytes dữ liệu (khoảng một nghìn bài hát), và họ chưa rõ nên làm gì với nó. Khi các kỹ sư của Toshiba đưa nó cho Rubinstein, ông ngay lập tức biết nó có thể dùng làm gì. Hàng nghìn bài hát trong túi của ông! Hoàn hảo. Tuy vậy ông vẫn giữ vẻ lãnh đạm. Jobs cũng đang ở Nhật, có bài diễn thuyết ở hội nghị Macworld Tokyo. Họ gặp nhau tối hôm đó ở khách sạn Okura, nơi Jobs nghỉ lại. “Giờ tôi đã biết cách để làm nó,” Rubinstein nói với ông. “Tất cả những gì tôi cần là tờ séc 10 triệu đô-la.” Jobs ngay lập tức phê duyệt. Và Rubinstein bắt đầu đàm phán với Toshiba để giành độc quyền sử dụng từng chiếc đĩa mà họ có thể làm, ông cũng bắt đầu tìm kiếm người có thể dẫn đầu nhóm phát triển.

Tony Fadell là một chuyên gia khởi nghiệp có hạng với vẻ ngoài đặc chất công nghệ và một nụ cười hấp dẫn. Anh từng lập 3 công ty từ hồi còn học đại học Michigan. Sau đó anh làm cho công ty phát triển thiết bị cầm tay General Magic (nơi anh gặp Andy Hertzfeld và Bill -Atkinson những người lánh nạn từ Apple), và sau đó có khoảng thời gian không thoải mái ở Philips Electronics, nơi anh, với mái tóc bạch kim cắt cua và phong cách nổi loạn, đối đầu với văn hóa trầm lặng. Anh có một vài ý tưởng về việc phát triển những máy nghe nhạc số tốt hơn, bởi anh đã thất bại với các hãng RealNetworks, Sony và Philips.

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Vào một ngày, khi đang ở Colorado trượt tuyết cùng ông chú ruột, điện thoại của Fadell đổ chuông khi anh đang ngồi trên cáp treo. Đó là Rubinstein, người nói với anh Apple cần một người làm việc trên một “thiết bị điện tử nhỏ”. Fadell, không thiếu tự tin, khoe khoang về việc anh là một phù thủy trong việc chế tạo những thiết bị như vậy. Rubinstein đã mời anh tới Cuptertino.

Fadell nghĩ rằng mình được thuê để làm việc trên một thiết bị trợ lý kỹ thuật số, một phiên bản thành công hơn Newton. Nhưng khi gặp Rubinstein, chủ đề nhanh chóng chuyển sang iTunes, mới phát hành được 3 tháng. “Chúng tôi đang cố gắng kéo những chiếc máy nghe nhạc hiện thời về phía iTunes và chúng trông thật kinh khủng, tuyệt đối kinh khủng,” Rubinstein nói với cậu ta. “Chúng tôi nghĩ rằng mình nên tự phát triển một phiên bản.”

Fadell đã run lên. “Tôi say mê âm nhạc. Tôi đã thử vài thứ giống như vậy ở RealNetworks, và tôi từng ném một cái máy chơi MP3 cho Palm.” Fadell đồng ý tham gia, ít nhất là ở vị trí tư vấn. Sau vài tuần Rubinstein cố nài xem liệu cậu có muốn dẫn dắt nhóm này không, anh cần phải trở thành nhân viên toàn thời gian ở Apple. Nhưng Fadell đã từ chối; anh thích sự tự do của mình. Rubinstein đã rất tức giận với thứ ông cho là sự lằng nhằng của Fadell. “Đây là một trong các quyết định của cuộc đời,” ông nói với Fadell.” Cậu sẽ không bao giờ phải ân hận vì nó.”

Ônh quyết định ép Fadell. Ông đã triệu tập cuộc họp với khoảng 20 người thuộc dự án này. Khi Fadell bước vào, Rubinstein nói với anh, “Tony, chúng ta sẽ không làm dự án này cho tới khi cậu làm toàn thời gian. Cậu sẽ làm hay không? Cậu cần quyết định ngay bây giờ.”

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Fadell nhìn vào mắt Rubinstein, sau đó quay qua những người khác và nói, “Việc này lúc nào cũng xảy ra ở Apple à, mọi người bị ép phải ký hợp đồng?” Anh dừng lại một chút rồi đồng ý và bắt tay Rubinstein một cách miễn cưỡng. “Chuyện đó đã để lại một số khúc mắc giữa Jon và tôi trong nhiều năm,” Fadell nhớ lại. Rubinstein cũng đồng ý: “Tôi không nghĩ cậu ấy đã tha thứ cho tôi vì việc đó.”

Fadell và Rubinstein luôn xung đột, bởi cả 2 người họ đều nghĩ mình đã khai sinh ra iPod. Theo cách Rubinstein nhìn nhận thì ông đã được Jobs giao nhiệm vụ nhiều tháng trước, tìm thấy những ổ đĩa của Toshiba, tìm ra màn hình, pin và các linh kiện thiết yếu khác. Sau đó ông mang Fadell tới để ráp chúng lại với nhau. Ông và những người khác không vừa lòng với cách nhìn của Fadell về việc ví anh với “Tony Baloney.” Nhưng ở góc độ của Fadell, trước khi tới Apple anh đã có những kế hoạch cho một chiếc máy chơi MP3 hoàn hảo, và anh đã nghiên cứu với nhiều công ty trước khi đồng ý đến với Apple. Vấn đề về việc ai sẽ là người nhận nhiều công trạng cho iPod hơn, hay danh hiệu người khai sinh ra iPod, là một cuộc đấu qua nhiều năm với các cuộc phỏng vấn, báo chí, các trang web, và thậm chí là các bản ghi trên Wikipedia.

Nhưng vài tháng sau đó họ quá bận để cãi nhau. Jobs muốn iPod được bán ra vào Giáng sinh, và có nghĩa là nó phải sẵn sàng để giới thiệu vào tháng 10. Họ tìm các công ty đang thiết kế các máy chơi MP3 có thể dùng làm nền móng cho công việc ở Apple và chọn một công ty nhỏ có tên là PortalPlayer. Fadell nói với nhóm này rằng “Đây là dự án sẽ thay đổi Apple, và 10 năm nữa sẽ là ngành kinh doanh âm nhạc chứ không phải ngành kinh doanh máy tính.” Anh thuyết phục họ ký một thỏa thuận độc quyền, và nhóm của anh bắt đầu sửa đổi sự thiếu hụt trong PortalPlayer, chẳng hạn như giao diện phức tạp, pin yếu, và không có khả năng tạo một danh sách nhiều hơn 10 bài.

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Chính nó!

Có một số cuộc họp đáng nhớ bởi vì chúng đánh dấu một thời khắc lịch sử và nó cho thấy cách người lãnh đạo điều hành. Chẳng hạn như cuộc họp ở phòng hội nghị tại tầng 4 của Apple vào tháng 4 năm 2001, nơi Jobs quyết định những phần cơ bản của iPod. Có mặt để nghe Fadell trình bày kế hoạch của mình với Jobs là Rubinstein, Schiller, Ive, Jeff Robbin, và giám đốc marketing Stan Ng. Fadell không biết Jobs, và anh cảm thấy bị đe dọa một cách dễ hiểu. “Khi ông ấy đi vào phòng họp, tôi đã đứng dậy và nghĩ, ‘Whoa, đây là Steve!’ Và tôi thực sự ở trạng thái phòng bị vì tôi đã nghe về việc ông ấy có thể cục cằn tới mức nào.”

Buổi họp bắt đầu bằng phần giới thiệu về thị trường tiềm năng và các công ty khác đang làm gì. Jobs, như thường lệ, không có sự kiên nhẫn. “Ông ấy không chú ý tới bài giới thiệu được quá một phút,” Fadell nói. Khi màn hình hiển thị những đối thủ tiềm tàng trên thị trường, ông ấy phẩy tay. “Đừng có lo về Sony,” ông nói. “Chúng ta biết mình đang làm gì, và họ thì không.” Sau đó, họ dừng việc trình chiếu, thay vào đó Jobs tra tấn cả nhóm với hàng loạt câu hỏi. Fadell rút ra được một bài học: “Steve muốn vào thời điểm đó (cuộc họp) thì phải nói trực tiếp về các vấn đề. Ông ấy từng một lần nói với tôi, ‘Nếu cậu cần trình chiếu, thì nó có nghĩ là cậu đang không biết mình nói về cái gì.’”

Jobs thích được nhìn các mẫu sản phẩm thật để ông có thể cảm nhận, xem xét và vuốt ve. Vì vậy Fadell mang tới phòng họp 3 mô hình; Rubinstein đã hướng dẫn cậu cách giới thiệu định hướng lần lượt các mẫu sao cho lựa chọn mà ông ấy thích đúng là một mẫu mà họ cho là vượt trội. Họ giấu mẫu đó ở dưới vòng gỗ tròn ở giữa bàn.

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Fadell bắt đầu phần giới thiệu bằng cách lấy tất cả các phần họ sử dụng ra khỏi hộp và để lên bàn. Ở đó có ổ đĩa 1,8 inch, màn hình LCD, bo mạch, pin, tất cả được dán nhãn đề giá và trọng lượng. Khi đưa chúng ra, họ bàn bạc về việc giá cả và kích thước có thể xuống tới mức nào trong năm tới. Một số mảnh có thể gắn lại với nhau giống như trò chơi Lego để thể hiện các lựa chọn.

Sau đó Fadell đưa ra các mô hình của anh, làm bằng xốp cách nhiệt với các tấm chì được chèn vào để có trọng lượng phù hợp. Cái đầu tiên có một khe cắm thẻ nhớ ngoài. Jobs bỏ qua nó vì sự phức tạp. Cái thứ 2 có bộ nhớ RAM động, rẻ hơn nhưng sẽ mất hết các bài hát nếu hết pin. Jobs không hài lòng. Tiếp theo Fadell ghép vài phần nhỏ lại với nhau để thể hiện một thiết bị với ổ cứng 1,8 inch sẽ trông thế nào. Jobs nhìn khá thích thú. Buổi trình diễn tiến dần tới chỗ Fadell nâng tấm gỗ lên và lấy ra mô hình được lắp ghép hoàn chỉnh của lựa chọn này. “Tôi đã hy vọng có thể thêm chút thời gian với những miếng ghép Lego, nhưng Steve chọn ngay lựa chọn dùng ổ cứng theo cách chúng tôi đã mô hình nó,” Fadell nhớ lại. Cậu ấy khá ngạc nhiên với quy trình làm việc.” Tôi từng ở Philips, nơi các quyết định như thế này cần phải họp đi họp lại với rất nhiều lượt trình chiếu PowerPoint và phải nghiên cứu thêm nhiều lần nữa.”

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Tiếp đến là lượt của Phil Schiller. “Tôi có thể mang các ý tưởng của mình ra được không? ông hỏi. Ông rời khỏi phòng và quay lại với khá nhiều các mô hình iPod, tất cả đều giống nhau ở mặt trước: vòng xoay nổi tiếng sau này. “Tôi đã nghĩ về cách bạn duyệt qua danh sách,” ông nhớ lại. “Bạn không thể nhấn một cái nút hàng trăm lần được. Chẳng phải sẽ rất tuyệt nếu bạn có một vòng xoay?” Bằng cách cải thiện vòng xoay với ngón tay của bạn, bạn có thể lướt qua các bài hát. Bạn càng giữ lâu thì càng lướt nhanh hơn, vì thế bạn có thể duyệt qua hàng trăm bài một cách dễ dàng. Jobs reo lên, “Chính nó!” Ông đã để Fadell và các kỹ sư làm việc trên ý tưởng đó.

Khi dự án được bắt đầu, Jobs mải mê với nó hàng ngày. Yêu cầu chính của ông là “Đơn giản hóa!” Ông có thể lướt qua từng màn hình của giao diện người dùng và kiểm tra một cách khắt khe: nếu ông muốn một bài hát hoặc một tính năng, ông cần phải có nó trong 3 lần nhấn nút. Và việc nhấn cần có cảm giác. Nếu ông không thể tìm ra cách đi tới cái gì đó, hoặc nó mất hơn 3 lần nhấn, ông sẽ trở nên thô lỗ. “Có những lúc ta phải phát điên lên vì những vấn đề trong giao diện người dùng, và nghĩ tới việc cân nhắc tất cả các khả năng, và ông thường nói ‘Cậu có nghĩ về cái này không?’” Fadell nói. “Và tất cả chúng tôi cùng nói, ‘Chết tiệt’. Ông ấy định nghĩa lại vấn đề hoặc cách tiếp cận, và những vấn đề nhỏ của chúng tôi sẽ biến mất.”

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Mỗi đêm Jobs có thể gọi điện thoại để nói về những ý tưởng của mình. Fadell và những người khác sẽ phải gọi nhau dậy và thảo luận về đề nghị mới nhất của Jobs, họ thường tụ tập lại để hướng ông tới chỗ mà họ muốn, nhưng thường chỉ có hiệu quả trong một nửa số trường hợp. “Chúng tôi có một cơn lốc những ý tưởng từ Steve và cần phải cố đi trước nó,” Fadell nói. “Mỗi ngày đều có những thứ như vậy, có thể là cái cần gạt nên ở đây, hoặc màu của một cái nút, hay vấn đề về chiến lược giá cả. Với phong cách của ông ấy, bạn cần làm việc với đồng đội của mình, trông chừng giúp nhau.”

Một trong những tầm nhìn quan trọng của Jobs là càng nhiều chức năng được thực hiện trên iTunes càng tốt, hơn là thực hiện nó trên iPod. Sau này ông nhớ lại:

Để giúp iPod thực sự dễ dùng - và việc này mất rất nhiều công sức tranh luận của tôi - chúng tôi cần giới hạn các dịch vụ mà thiết bị hỗ trợ. Thay vào đó chúng tôi đưa chức năng đó lên iTunes trên máy tính. Chúng tôi không cho phép bạn tạo danh sách nhạc ngay trên thiết bị. Bạn tạo chúng trên iTunes và sau đó đồng bộ với thiết bị. Điều đó đã gây tranh cãi. Nhưng thứ làm Rio và các thiết bị khác quá khó dùng là vì chúng phức tạp. Người dùng cần làm các tác vụ như tạo danh sách nhạc bằng thiết bị, vì nó không được tích hợp với phần mềm chơi nhạc trên máy tính của bạn. Vì thế bằng việc sở hữu phần mềm iTunes và thiết bị iPod, nó cho phép chúng ta để máy tính và thiết bị làm việc cùng nhau, cho phép chúng ta đưa sự phức tạp tới đúng chỗ của nó.

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Đỉnh cao trong hầu hết các sự đơn giản hóa là mệnh lệnh của Jobs, khiến các đồng sự hết sức ngạc nhiên, đó là iPod không có nút bật/tắt. Thực tế là hầu hết các thiết bị của Apple: Không cần phải có một cái như vậy. Thiết bị của Apple sẽ vào trạng thái ngủ đông nếu không được sử dụng, và nó sẽ thức dậy khi bạn chạm vào bất kỳ phím nào. Nhưng không cần phải có một cần gạt để “Tách - bạn đã tắt. Tạm biệt.”

Bỗng nhiên mọi thứ ở vào đúng vị trí của nó: một ổ cứng lưu được hàng nghìn bài hát; một giao diện và một vòng xoay cho phép bạn duyệt qua hàng nghìn bài hát; một kết nối FireWire cho phép bạn đồng bộ hàng nghìn bài hát mà không mất tới 10 phút. “Chúng tôi nhìn nhau và nói, ‘Nó sẽ trở nên thật tuyệt vời,’” Jobs nhớ lại. “Chúng tôi biết nó tuyệt tới mức nào, bởi chúng tôi biết rõ mỗi người đều muốn có một cái cho riêng mình. Và ý tưởng này trở nên đơn giản một cách tuyệt vời: hàng nghìn bài hát trong túi của bạn.” Một trong những người soạn quảng cáo của chúng tôi đề xuất nên gọi nó là “Pod.” Jobs là người đã mượn từ tên iMac và iTunes để đổi nó thành iPod.

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Sắc trắng của chú cá voi

Khi Jony Ive và tôi đang nghiên cứu mô hình xốp của chiếc iPod và cố hình dung ra sản phẩm hoàn thiện sẽ nhìn như thế nào thì một ý tưởng đến với cậu ấy trong buổi sáng khi đang lái xe từ nhà ở San Francisco tới Cupertino. Mặt trước của nó nên có màu trắng tinh khiết, anh nói với những đồng nghiệp trong xe, và nó cần được nối liền mảnh với mặt lưng bằng thép không trầy, sáng loáng. “Phần lớn những sản phẩm tiêu dùng nhỏ đều có cảm giác dễ dàng vứt đi,” Ive nói. “Vì không có sự hấp dẫn văn hóa nào với chúng. Điều tôi tự hào nhất về iPod là nó mang lại cảm giác rất đáng giá, không phải thứ có thể vứt bỏ.”

Màu trắng không chỉ là trắng đơn thuần, mà phải trắng tinh khiết. “Không chỉ là thiết bị, mà cả tai nghe của nó và những dây cáp nối và thậm chí là cục sạc,” anh nhớ lại. “Trắng tinh khiết.” Những người khác tiếp tục tranh luận về việc tai nghe tất nhiên nên là màu đen như tất cả những chiếc tai nghe khác. “Nhưng Steve hiểu nó ngay lập tức, và ủng hộ màu trắng,” Ive nói. “Cần có sự thuần khiết trong nó.” Hình ảnh đôi tai nghe trắng ngoằn ngoèo giúp iPod trở thành một biểu tượng. Ive đã mô tả nó:

Có một thứ gì đó rất ý nghĩa, rất quan trọng ở nó và không mang lại cảm giác rẻ rúng, đồng thời nó cũng mang vẻ tĩnh lặng và tự chủ. Nó không ve vẩy đuôi trước mặt bạn. Nó tự chủ, và một chút điên rồ, với đôi tai nghe uốn lượn. Đó là lý do vì sao tôi thích màu trắng. Trắng không chỉ là một màu tự nhiên. Nó vô cùng thuần khiết và tĩnh lặng. Rõ nét và nổi bật nhưng cũng không kém phần kín đáo.

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Nhóm marketing của Lee Clow ở TBWA\Chiat\Day muốn kỉ niệm hình tượng tự nhiên của chiếc iPod cùng dáng vẻ trắng toát của nó thay vì một quảng cáo giới thiệu sản phẩm truyền thống vốn đơn thuần chỉ giới thiệu các tính năng của thiết bị. James Vincent, một anh chàng người Anh trẻ tuổi cao lêu nghêu, người từng chơi cho một ban nhạc và từng làm công việc DJ, mới tham gia vào công ty quảng cáo, một cách tự nhiên đã giúp Apple tập trung quảng cáo vào những người yêu nhạc thuộc thế hệ ở bên thềm thiên niên kỷ mới thay vì thế hệ nổi loạn sau thế chiến. Với sự trợ giúp của giám đốc nghệ thuật Susan Alinsangan, họ đã tạo ra một chuỗi các biển quảng cáo và các áp phích cho chiếc iPod, và họ đưa ra các lựa chọn trên bàn họp của Jobs để ông có thể xem xét.

Ở phía ngoài cùng bên phải họ để những lựa chọn truyền thống nhất, với những hình trực diện của iPod trên nền trắng. Ở phía bên trái họ để những lựa chọn tạo hình và mang tính biểu tượng, thể hiện hình bóng của một người đang nhảy trong khi nghe nhạc với một chiếc iPod, dây tai nghe màu trắng dao động theo tiếng nhạc. “Nó thấu hiểu cảm xúc của bạn và mối quan hệ mãnh liệt giữa bạn và âm nhạc,” Vincent nói. Anh đề xuất với Duncan Milner, giám đốc sáng tạo, họ nên đứng một cách kiên quyết về phía bên trái, để xem họ có thể thu hút Jobs về phía này không. Khi ông đi vào, ông lập tức đi về phía bên phải, nhìn vào những bức ảnh thực tế của sản phẩm. “Nhìn nó rất tuyệt,” ông nói. “Hãy bàn về những cái này.” Vincent, Milner và Clow không nhúc nhích di chuyển chút nào ở phía còn lại.

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Cuối cùng, Jobs nhìn sang, liếc qua các lựa chọn mang tính biểu tượng hóa, và nói, “Oh, tôi đoán các anh thích những thứ này.” Ông lúc lắc đầu. “Nó không thể hiện được sản phẩm. Nó không nói lên đó là thứ gì.” Vincent đề nghị rằng họ có thể sử dụng hình ảnh mang tính biểu tượng và thêm vào dòng ghi chú, “1000 bài hát trong túi của bạn.” Nó sẽ nói lên tất cả. Jobs nhìn lại phía bên phải bàn và cuối cùng đồng ý. Không có gì ngạc nhiên khi ông nhanh chóng nhận rằng đó là ý tưởng của mình trong việc thúc đẩy nhiều quảng cáo mang tính biểu tượng hơn. “Có vài người theo chủ nghĩa hoài nghi luôn hỏi, ‘Thứ này thực sự sẽ giúp bán những chiếc iPod chứ?” Jobs nhớ lại. “Đó chính là khi việc trở thành một CEO trở nên thực sự hữu ích, vì tôi có thể thúc đẩy cho những ý tưởng này.”

Jobs nhận ra rằng có một lợi ích khác nữa khi Apple có một hệ thống tích hợp máy tính, phần mềm và các thiết bị. Điều đó có nghĩa là doanh số của iPod có thể thúc đẩy doanh số của iMac. Nghĩa là, ông có thể lấy tiền mà Apple dùng để quảng cáo cho iMac chuyển qua những quảng cáo cho iPod - biến đồng tiền trở nên giá trị gấp đôi. Thực tế là gấp ba, bởi những quảng cáo đó thu hút những đối tượng trẻ trung và sành điệu đến với thương hiệu Apple. Ông nhớ lại:

Tôi đã có một ý tưởng điên rồ về việc chúng tôi có thể bán nhiều iMac bằng việc quảng cáo cho iPod. Thêm vào đó, iPod sẽ biến Apple thành một biểu tượng của sự sáng tạo và trẻ trung. Vì thế tôi đã chuyển 75 triệu đô-la tiền quảng cáo sang cho iPod, mặc dù lĩnh vực này chưa chứng minh được nổi doanh thu bằng 1% con số đó. Điều đó có nghĩa là chúng tôi hoàn toàn thống trị thị trường máy nghe nhạc. Chúng tôi đã chi nhiều hơn tất cả các công ty khác tới hàng trăm lần.

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Các clip quảng cáo trên ti vi thể hiện bóng người đang nhún nhảy theo những bài hát chọn bởi Jobs, Clow và Vincent. “Tìm chọn các bài hát trở thành niềm vui chính của chúng tôi trong các buổi họp marketing hàng tuần,” Clow nói. “Khi chúng tôi bật những bản đoạn khó nghe, Steve sẽ nói, ‘Tôi ghét cái này,’ và James sẽ nói chuyện với ông ấy về nó.” Các quảng cáo đã làm nổi tiếng rất nhiều ban nhạc, đáng kể nhất là Black Eyed Peas; Quảng cáo với bài “Hey Mama” là mẫu kinh điển của thể loại những bóng người nhảy múa. Khi các quảng cáo mới chuẩn bị được phát, Jobs thường hay suy nghĩ lại, gọi cho Vincent và yêu cầu anh hủy nó đi. “Nó nghe hơi cổ” hay “Nó nghe hơi tầm thường,” ông nói. “Hãy báo hủy nó đi”. James cảm thấy bối rối và cố nói lại với ông. “Khoan đã, nó sẽ trở nên tuyệt vời,” anh tranh luận. Và Jobs luôn luôn mủi lòng, quảng cáo vẫn được làm, và ông sẽ thích nó.

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Jobs giới thiệu iPod ngày 23 tháng 10 năm 2001, ở một trong các sự kiện giới thiệu sản phẩm theo phong cách đặc trưng của ông. “Gợi ý: nó không phải một máy Mac,” và nhận lấy những lời khiêu khích. Tới lúc tiết lộ sản phẩm, sau khi giới thiệu các khả năng kỹ thuật, Jobs không làm thủ thuật quen thuộc của ông là đi tới chiếc bàn và gỡ bỏ lớp nhung phủ trên sản phẩm. Thay vào đó ông nói, “Tôi tình cờ có một chiếc ngay ở đây, trong túi của mình.” Ông đưa tay vào trong túi quần bò và lôi ra một thiết bị trắng bóng. “Thiết bị nhỏ bé đáng kinh ngạc này lưu một nghìn bài hát, và nó ở ngay trong túi của tôi.” Ông nhét nó lại vào trong túi và chậm rãi bước khỏi sân khấu trong sự tán thưởng.

Ban đầu có một số hoài nghi từ những người đam mê công nghệ, đặc biệt là về mức giá 399 đô-la. Trong giới blogger rộ lên những lời đùa cợt về “thiết bị với mức giá ngu ngốc.” Tuy nhiên, người tiêu dùng nhanh chóng biến nó thành một sản phẩm rất thành công. Hơn thế nữa, iPod đã trở thành phần thiết yếu của tất cả những gì Apple hướng tới: kết nối đầy thi vị giữa chế tạo, nghệ thuật và sáng tạo công nghệ, thiết kế đậm nét và đơn giản. Nó rất dễ sử dụng và đi cùng một hệ thống tích hợp từ đầu chí cuối, từ máy tính tới FireWire tới thiết bị và tới phần mềm quản lý nội dung. Khi bạn lấy một chiếc iPod ra khỏi hộp, nó đẹp tới mức trông như đang tỏa sáng, và nó làm tất cả các máy chơi nhạc khác trông chúng như được thiết kế và sản xuất ở Uzbekistan.

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Kể từ phiên bản Mac đầu tiên đã cho thấy Jobs có một tầm nhìn sáng rõ về sản phẩm giúp đưa công ty tiến vào tương lai. “Nếu bất kỳ ai không rõ vì sao Apple lại có mặt trên đời, tôi sẽ lấy đây làm một ví dụ tốt,” Jobs nói với Steve Levy của Newsweek lúc đó. Wozniak, người từ đầu luôn nghi ngờ về những hệ thống tích hợp, bắt đầu thay đổi triết lý của mình. “Wow, thật hợp lý khi Apple là công ty tiên phong với ý tưởng này,” Wozniak ca ngợi sau khi iPod được bán ra. “Sau tất cả, trong toàn bộ lịch sử của mình Apple luôn phát triển cả phần cứng lẫn phần mềm, với kết quả là cả hai làm việc tốt hơn cùng nhau.”

Vào ngày Levy có buổi giới thiệu trước với báo giới về iPod, ông có cuộc gặp mặt với Bill Gates ở bữa tối, và ông đã cho Gates xem một chiếc iPod. “Ông đã thấy thứ này chưa?” Levy hỏi. Sau này ông ghi chú lại, “Gates làm tôi nhớ tới những bộ phim khoa học viễn tưởng nơi những người ngoài hành tinh đối diện với một vật thể mới lạ, tạo ra những đường ống năng lượng nối giữa ông và vật thể đó, cho phép ông đưa thẳng vào não bộ tất cả những thông tin có thể về nó.” Gates sử dụng vòng xoay và nhấn mọi tổ hợp phím có thể, trong khi mắt dính chặt vào màn hình. “Nó là một sản phẩm tuyệt vời,” cuối cùng ông ấy nói. Sau đó ông ấy dừng lại một chút, nhìn khá bối rối và hỏi: “Nó chỉ dành cho Macintosh?”

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Chương 31

KHO NHẠC iTUNES

Ta là Pied Piper

Warner Music

Đầu năm 2002, Apple phải đối mặt với một thử thách. Mối liên hệ hoàn hảo giữa chiếc iPod, phần mềm iTunes, và máy vi tính tạo điều kiện cho bạn quản lý dễ dàng kho nhạc mình đang sở hữu. Nhưng để có thêm nhạc mới, bạn sẽ phải rời bỏ không gian êm ái dễ chịu kia mà lê xác đi mua một chiếc CD hoặc tải bài hát trên mạng. Phương án thứ hai thường đồng nghĩa với việc phải “tả xung hữu đột” vào mê cung tăm tối rối rắm của hoạt động chia sẻ dữ liệu và các dịch vụ ăn cắp nhạc không bản quyền. Do đó Jobs muốn cung cấp cho người dùng iPod một cách thức tải nhạc đơn giản, an toàn và hợp pháp.

Nền công nghiệp âm nhạc cũng phải đối mặt với một thách thức khác. Nó đang phải chịu sự tấn công của bè lũ các dịch vụ ăn cắp nhạc không bản quyền – Naptster, Grokster, Gnutella, Kazaa – cho phép mọi người lấy nhạc mà không phải trả một đồng nào. Một phần cũng vì vấn nạn này mà doanh thu bán CD hợp pháp đã giảm 9% trong năm 2002.

Giám đốc các hãng thu âm đang phải vật lộn trong tuyệt vọng, với “phong thái” của những đứa trẻ ranh lớp hai chơi bóng đá, hòng thống nhất một tiêu chuẩn chung cho nhạc số chống sao chép trái phép. Paul Vidich đến từ Warner Music và đồng sự của ông làm việc trong cùng một tập đoàn Bill Raduchel của AOL Time Warner đang làm việc với Sony về vấn đề này, và cả hai hi vọng sẽ lôi kéo được Apple vào liên minh của mình. Vậy là vào tháng Một năm 2002, cả nhóm bay đến Cupertino để gặp Jobs.

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Đó không phải một cuộc họp dễ chịu gì cho cam. Vidich bị cảm lạnh, mất giọng, nên phó của ông là Kevin Gage phải thuyết trình thay. Jobs nhấp nhổm liên tục trên ghế chủ toạ, mặt cau có khó chịu. Sau có bốn trang thuyết trình, ông phẩy tay và cắt ngang bài nói. Ông sổ toẹt: “Đầu của các anh mọc trên mông à?” Tất cả mọi ánh mắt đều đổ dồn về Vidich, khi ấy đang gắng gượng hết sức để lấy giọng. “Anh nói đúng,” ông lên tiếng sau một khoảng im lặng dài. “Chúng tôi chẳng biết phải làm thế nào cả. Anh phải giúp chúng tôi nghĩ cách mới được.” Sau này, khi nhớ lại, Jobs đã thú thực là lúc đấy mình hơi ngỡ ngàng, và ông đồng ý rằng Apple sẽ chung tay với nỗ lực của Warner và Sony.

Giá kể các công ty thu âm đủ khả năng thống nhất một phương pháp mã hoá chuẩn nhằm bảo vệ dữ liệu nhạc thì vô số kho nhạc trực tuyến đã có cơ hội mọc lên như nấm sau mưa. Nếu vậy hẳn Jobs sẽ khó lòng tạo ra một ITunes Store cho phép Apple kiểm soát được cách thức điều phối hoạt động bán nhạc trực tuyến. Tuy nhiên, Sony đã tặng cho Jobs cơ hội đó khi hãng quyết định, ngay sau cuộc họp tháng Một năm 2002 tại Cupertino, là sẽ rút khỏi mọi cuộc thảo luận vì hãng chỉ ưu tiên format thuộc quyền sở hữu của mình, vốn là nguồn mang lại phí bản quyền cho hãng.

Tổng giám đốc Sony Nobuyuki Idei đã phân trần với tổng biên tập Red Herring Tony Perkins rằng: “Anh thừa biết Steve rồi đấy, ông ấy luôn có lộ trình làm việc của riêng mình. Mặc dù ông ấy là một thiên tài thật, song ông ấy chẳng bao giờ chia sẻ tất cả mọi chuyện với anh. Kiểu người như thế rất khó làm việc cùng , nhất là khi anh là một công ty lớn… Đó là một cơn ác mộng.” Howard Stringer, khi đó là giám đốc Sony Bắc Mĩ, còn chua thêm một câu về Jobs: “Thành thực mà nói, cố gắng hoà hợp với nhau chỉ là một trò phí thì giờ vô ích.”

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Thay vào đó, Sony bắt tay với Universal nhằm tạo ra một dịch vụ đăng kí tải nhạc tên là Pressplay. Trong khi đó, AOL Time Warner, Bertelsmann, và EMI lại liên kết với RealNetworks để tạo ra MusicNet. Không dịch vụ nào chịu bán bản quyền nhạc của mình cho đối thủ, vì thế mỗi bên chỉ cung cấp được một nửa kho nhạc hiện hành. Cả hai đều là những dịch vụ đăng ký nghe nhạc cho phép khách hàng nghe nhạc nhưng không được lưu lại, vì vậy nếu tài khoản đăng ký của bạn hết hiệu lực, bạn cũng nghỉ nghe nhạc luôn. Cả hai dịch vụ đều có những quy định phức tạp và giao diện vô cùng kém thân thiện. Và quả thật, chúng đã được “vinh dự” xếp thứ chín trong danh sách “25 sản phẩm công nghệ tệ hại nhất mọi thời đại” của PC World. Tạp chí tuyên bố: “Các tiện ích ngớ ngẩn đến khó tin của những dịch vụ này cho thấy các công ty thu âm vẫn chưa hiểu ra vấn đề.”

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Trong tình hình đó, lẽ ra Jobs đã có thể chọn cách dung túng hoạt động ăn cắp nhạc. Nhạc miễn phí càng giúp nâng giá trị của iPod lên thêm. Tuy nhiên, vì ông là người thực sự yêu âm nhạc, và những người nghệ sĩ đã làm ra nó, nên ông phản đối những gì mà ông nhìn nhận như một sự cướp bóc các sản phẩm sáng tạo. Sau này ông đã tâm sự với tôi rằng:

Từ những ngày đầu tiên ở Apple, tôi đã ngộ ra một điều rằng: chúng ta bắt đầu phát triển thịnh vượng kể từ khi ta tạo ra quyền sở hữu. Nếu người khác sao chép hoặc ăn cắp phần mềm của chúng tôi, chúng tôi sẽ phá sản mất. Nếu nó không được bảo vệ, thì chẳng còn động lực nào thôi thúc chúng tôi tạo ra những phần mềm mới hoặc các mẫu mã sản phẩm mới nữa. Nếu hàng rào bảo vệ quyền sở hữu dần biết mất, các công ty trong lĩnh vực sáng tạo sẽ biến mất theo hoặc không bao giờ được thành lập. Song có một lý do giản dị hơn: ăn cắp là sai trái. Nó gây tổn hại đến những người khác. Và nó còn làm tổn thương lòng tự trọng của chính bạn.

Tuy nhiên, ông biết rằng cách tốt nhất để chống lại nạn ăn cắp nhạc – thực ra là cách duy nhất – là cung cấp một phương án thay thế hấp dẫn hơn những dịch vụ đần độn mà các công ty thu âm đang dựng lên. Ông nói với Andy Langer của tạp chí Esquire: “Chúng tôi tin rằng 80% những người đi ăn cắp đều ở thế cực chẳng đã, chỉ vì chẳng có phương án thay thế nào hợp pháp cả. Vì vậy chúng tôi nói: ‘Ta hãy tạo ra một phương án thay thế hợp pháp cho nó.’ Tất cả mọi người đều được lợi. Các công ty nhạc được lợi. Các nghệ sĩ được lợi. Apple được lợi. Và người sử dụng được lợi, vì anh ta nhận được dịch vụ tốt hơn và không phải sắm vai một thằng ăn cắp nữa.”

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Thế là Jobs bắt tay vào xây dựng một “iTunes Store” và thuyết phục năm công ty thu âm lớn nhất cho phép bán các phiên bản nhạc số của họ trên đó. “Tôi chưa bao giờ bỏ ra nhiều thời gian đến thế để cố thuyết phục những người khác làm điều có lợi cho bản thân họ,” ông nhớ lại. Bởi chưng các công ty đều lo ngại về mô hình đặt giá và vấn đề xé lẻ album nhạc, nên Jobs bèn giải thích rằng dịch vụ ông mới nghĩ ra sẽ chỉ có trên máy Macintosh, chiếm có 5% ít ỏi của toàn thị trường. Họ có thể thử nghiệm sáng kiến này với rủi ro rất nhỏ. “Chúng tôi viện thị phần nhỏ bé của mình ra theo hướng có lợi cho mình với lập luận rằng nếu kho nhạc thất bại, thì thế giới cũng chẳng vì thế mà sụp đổ,” ông nói.

Jobs đề xuất bán mỗi bài hát số với giá 99 xu – một cái giá giản dị và ngẫu hứng. Các công ty thu âm sẽ được nhận 70 xu trong số đó. Jobs khẳng định rằng nó sẽ hấp dẫn hơn nhiều so với mô hình đăng ký hàng tháng mà các công ty nhạc vẫn ưa dùng. Ông tin rằng mỗi người đều có một mối liên hệ cảm xúc với những bài hát họ yêu thích. Họ muốn sở hữu “Sympathy for the Devil” (Lòng thương cảm dành cho quỷ sứ) và “Shelter from the Storm” (Chốn nương náu trong cơn bão tố), chứ không chỉ thuê chúng. Như hồi đó ông đã có lần nói với Jeff Goodell của tờ Rolling Stones: “Tôi nghĩ anh có thể đưa bài Second Coming (Tái sinh) lên một dịch vụ đăng ký và có lẽ nó sẽ không thu được thành công.”

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Jobs cũng đòi iTunes Store chỉ bán từng bài hát riêng lẻ, chứ không bán cả album. Đó rốt cuộc chính là nguồn gốc gây nhiều xung đột nhất với các công ty thu âm, vốn kiếm tiền bằng cách tung ra những album chỉ có 2, 3 bài hát hay thật sự đi kèm một tá những bài “thường thường bậc trung.” Một số nhạc sĩ còn dựa trên quan điểm nghệ thuật để phản đối kế hoạch xé lẻ album của Jobs. Trent Reznor của ban nhạc Nine Inch Nails cho rằng: “Một album hay là một album có một âm hưởng chung. Trong đó, các bài hát bổ khuyết cho nhau. Tôi thích làm nhạc theo cách đó.” Song các ý kiến phản đối đều chẳng có mấy giá trị. Jobs nhớ lại: “Các hoạt động ăn cắp nhạc và tải nhạc trực tuyến thực ra đã xé nát các album từ lâu rồi. Bạn không thể cạnh tranh nổi với bọn ăn cắp nhạc, trừ phi bán từng bài hát riêng lẻ.”

Trung tâm của vấn đề là hố sâu ngăn cách giữa những người yêu công nghệ và những người yêu nghệ thuật. Jobs yêu cả hai, đúng như những gì ông đã bộc lộ ở Pixar và Apple, do đó ông đã được “trời định” là người bắc cầu nối liền khoảng cách đó. Về sau ông đã giải thích:

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Khi tôi đến Pixar, tôi dần dần nhận thức được một mối chia rẽ sâu sắc. Các công ty công nghệ không hiểu được sự sáng tạo. Họ không biết trân trọng tư duy trực giác, như khả năng của một nhân viên tìm kiếm tài năng trong một công ty thu âm: ngồi nghe nhạc của một trăm nghệ sĩ và có thể lọc ra năm người có khả năng thành công. Và họ nghĩ rằng những người làm trong lĩnh vực sáng tạo chỉ suốt ngày ngồi ì trên ghế sa lông và là những kẻ vô tổ chức, bởi họ chưa được nhìn thấy những người làm công việc sáng tạo ở những nơi như Pixar tâm huyết và kỉ luật tới mức nào. Mặc khác, các công ty âm nhạc lại hoàn toàn mù tịt về công nghệ. Họ cứ nghĩ rằng chỉ cần ra đường là thuê ngay được vài anh chàng làm công nghệ. Song nó cũng giống như Apple cố kiếm người sản xuất nhạc vậy. Chúng tôi sẽ chỉ tuyển được các nhân viên tìm kiếm tài năng hạng hai, cũng như các công ty nhạc sẽ chỉ thuê được dân công nghệ hạng hai. Tôi là một trong số ít những người hiểu được quá trình tạo ra công nghệ đòi hỏi nhiều trực giác và sáng tạo đến thế nào và quá trình tạo ra một sản phẩm nghệ thuật cần tính kỉ luật thực thụ tới đâu.

Jobs vốn có mối quan hệ lâu năm với Barry Schuler, tổng giám đốc bộ phận AOL của Time Warner, bèn tìm đến ông bạn ruột để tham vấn cách lôi kéo các hãng thu âm đồng ý cộng tác với iTunes Store. “Vấn nạn ăn cắp nhạc đang đẩy tất cả mọi người vào thế ‘con giun xéo lắm cũng quằn’,” Schuler nói. “Anh nên dùng lập luận rằng vì anh có sẵn trong tay một dịch vụ đầu – cuối hoàn chỉnh, từ iPods đến kho nhạc, do đó, anh có thể bảo vệ cách thức âm nhạc được sử dụng một cách hiệu quả nhất.”

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Một ngày tháng Ba năm 2002, Schuler nhận được một cú điện thoại của Jobs và quyết định mời cả Vidich cùng nói chuyện tay ba. Jobs hỏi Vidich liệu ông có thể bay tới Cupertino cùng chủ tịch Warner Music, Roger Ames, được chăng. Lần này Jobs ăn nói vô cùng nhã nhặn lịch sự. Ames là một người Anh thông minh, thâm trầm, hài hước, kiểu người mà Jobs rất thích (giống như James Vincent và Jony Ive). Thế là chế độ Steve Đáng Yêu được dịp kích hoạt. Thậm chí vào một thời điểm khi cuộc họp mới bắt đầu, Jobs còn tự mình sắm một vai hết sức bất thường: nhà ngoại giao. Ames và Eddy Cue, phụ trách điều hành iTunes cho Apple, sa vào một cuộc tranh cãi xoay quanh vấn đề tại sao đài phát thanh ở Anh lại không phát triển mạnh mẽ như ở Mỹ, thì Jobs xen vào và nói: “Chúng ta am hiểu về công nghệ, nhưng đối với âm nhạc thì không được thông thạo bằng, nên thôi, đừng đôi co nữa.”

Ames vừa thua một trận trước ban quản trị: ông muốn bộ phận AOL trong tập đoàn phải cải tiến dịch vụ tải nhạc mới ra đời của chính mình. “Khi dùng AOL để tải về một bài hát, tôi đến chịu không tài nào tìm thấy nó trong cái máy vi tính chết tiệt của mình,” ông nhớ lại. Vì vậy khi Jobs trưng ra một bản demo của iTunes Store, Ames đã bị ấn tượng mạnh mẽ. “Phải, phải, đó chính xác là thứ chúng tôi đã chờ đợi bao lâu nay,” ông nói. Ông đồng ý rằng Warner Music sẽ tham gia, và còn đề nghị giúp lôi kéo các công ty âm nhạc khác nữa.

Jobs bay sang miền đông để giới thiệu về dịch vụ này với các lãnh đạo khác của Time Warner. “Anh ấy ngồi trước chiếc máy Mac cứ như một đứa trẻ nghịch đồ chơi,” Vidich kể. “Không giống như các giám đốc khác, anh ấy tuyệt đối say đắm sản phẩm của mình.” Ames và Jobs bắt đầu mổ xẻ các chi tiết liên quan đến iTunes Store, bao gồm số lần một bản nhạc có thể được lưu vào những thiết bị khác nhau và làm cách nào để hệ thống chống sao chép hoạt động hiệu quả. Họ nhanh chóng tìm được tiếng nói chung và bắt đầu bắt tay vào lôi kéo các tên tuổi khác trong ngành âm nhạc.

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Bắt cóc bỏ đĩa

Cái tên quan trọng phải kể đến đầu tiên là Doug Morris, chủ tịch của Universal Music Group. Gia tài của ông bao gồm những nghệ sĩ thuộc hàng “không thể thiếu mặt” như U2, Eminem, và Maria Carey, cũng như những thương hiệu như Motown và Interscope-Geffen-A&M. Morris rất sẵn lòng đàm phán. Hơn bất kỳ người khống lồ nào khác trong ngành âm nhạc, ông rất đau đầu nhức óc về vấn nạn ăn cắp nhạc và đã phát chán chất lượng của đội ngũ làm công nghệ ở các công ty nhạc. “Chả khác gì Miền Tây Hoang Dã cả,” Morris kể. “Không một ai bán nhạc số cả, còn nạn ăn cắp nhạc thì hoành hành ngang dọc. Tất cả những gì chúng tôi thử nghiệm tại các công ty thu âm đều thất bại. Sự khác biệt về bộ kĩ năng giữa những người làm trong lĩnh vực âm nhạc và các chuyên gia công nghệ quá lớn.”

Trên đường cùng Jobs tới văn phòng của Morris trên Broadway, Ames đã “phím” trước cho Jobs biết cần phải nói gì. Kết quả mĩ mãn. Điều khiến Morris ấn tượng mạnh mẽ nhất là Jobs đã gắn kết mọi thứ với nhau theo một phương thức vừa tạo điều kiện cho người sử dụng tiếp cận dễ dàng, vừa an toàn cho các công ty thu âm. Morris khen: “Steve đã làm được một điều thiên tài. Anh ấy đưa ra một hệ thống hoàn thiện: iTunes Store, phần mềm quản lý âm nhạc, và chính chiếc Ipod. Mọi thứ đều hoàn hảo, không tì vết. Anh ấy có cả một bộ sản phẩm hoàn chỉnh.”

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Morris bị thuyết phục rằng Jobs có tầm nhìn kĩ thuật mà các công ty nhạc hiện nay đang rất thiếu. “Dĩ nhiên chúng ta phải trông cậy cả vào Steve Jobs,” ông nói với phó giám đốc công nghệ của chính tập đoàn mình, “vì tại Universal, chúng ta chẳng có ai biết tí gì về công nghệ cả.” Điều đó không hề khiến các chuyên viên công nghệ của Universal sốt sắng làm việc với Jobs chút nào, và Morris phải liên tục ra lệnh họ chấm dứt mọi sự chống đối và bắt tay vào thực hiện một giao kèo thật nhanh. Họ cũng đưa thêm được vài điều khoản giới hạn vào FairPlay, hệ thống quản lý quyền sở hữu số của Apple, để một bài hát đã được bán đi không thể bị phát tán ra quá nhiều thiết bị. Song về cơ bản, họ đều đi theo ý tưởng iTunes Store mà Jobs đã xây dựng với Ames và các đồng nghiệp tại Warner của ông.

Morris bị mê mẩn tâm thần vì Jobs đến nỗi ông gọi cả Jimmy Iovine, vị giám đốc xấc xược, nói nhanh của công ty con Interscope-Geffen-A&M. Iovinve và Morris là hai người bạn rất thân, suốt ba mươi năm qua không có ngày nào họ không nói chuyện với nhau. “Khi tôi gặp Steve, tôi nghĩ anh ấy chính là cứu tinh của chúng tôi, vì vậy tôi phải đưa Jimmy đi gặp ngay để anh ấy thấy.”

Nếu muốn, Jobs có thể biến mình thành một người tao nhã quyến rũ tuyệt vời, và ông cũng bật chế độ này lên khi Iovine bay đến Cupertino để xem bản demo. “Anh thấy chưa, đơn giản quá phải không?” Ông hỏi Iovine. “Phải dân công nghệ ở chỗ anh sẽ không bao giờ làm thế. Trong các công ty nhạc chẳng có ai có thể làm ra một chương trình đơn giản đến thế.”

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Iovine lập tức gọi cho Morris. “Anh chàng này thật có một không hai!” Ông nói. “Anh nói đúng. Anh ta có một giải pháp số dzách luôn.” Họ than thở rằng mình đã mất toi hai năm vật lộn với Sony mà chẳng đi đến đâu cả. Cả hai thống nhất sẽ không làm việc với Sony nữa, thay vào đó sẽ bắt tay với Apple. “Tôi không thể hiểu nổi tại sao Sony lại bỏ lỡ cơ hội này, đúng là một sai lầm lịch sử,” Iovine nói. “Nếu các phòng ban không làm việc được với nhau, thế nào cũng có kẻ bị Steve tống cổ ngay, còn các phòng ban của Sony thì gấu ó với nhau suốt ngày.”

Thật vậy, Sony cung cấp một ví dụ đối nghịch hoàn hảo với Apple. Nó có một bộ phận điện tử tiêu dùng chuyên làm ra những sản phẩm đẹp đẽ và bộ phận nhạc thu hút được những nghệ sĩ được yêu mến (trong đó có cả Bob Dylan). Nhưng mỗi bộ phận lại chỉ bo bo bảo vệ quyền lợi của mình, cả tập đoàn chưa bao giờ cùng đoàn kết từ trên xuống dưới nhằm sản xuất ra một dịch vụ hoàn chỉnh.

Andy Lack, chủ tịch mới của Sony Music, phải nhận một trọng trách chẳng có gì đáng thèm muốn, đó là đàm phán với Jobs xem liệu Sony có bán nhạc của mình trên iTunes Store không. Ngài Lack khôn ngoan và ít kiềm chế đã có một sự nghiệp rạng rỡ trong ngành truyền hình – ông là một nhà sản xuất tại CBS News và là chủ tịch NBC – và ông rất biết cách nhìn người và giữ óc hài hước của mình. Ông nhận ra rằng, đối với Sony, việc bán những bài hát thuộc sở hữu của công ty trên iTunes Store là một hành động vừa điên rồ vừa cần thiết – dường như như nhận định này cũng đúng với rất nhiều quyết định trong ngành công nghiệp âm nhạc. Xem ra Apple chẳng khác một tay kẻ cướp là mấy, không chỉ bởi nó cắt xẻo bớt doanh thu bán bài hát của các công ty nhạc, mà còn tăng được doanh số iPod bán ra. Lack tin rằng các công ty nhạc cũng đóng góp vào thành công của iPod, vì vậy họ đáng được hưởng hoa hồng trên mỗi thiết bị bán ra.

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Trong rất nhiều cuộc nói chuyện, Jobs đều đồng tình với Lack và khẳng định rằng ông muốn trở thành một đối tác thực thụ của các công ty nhạc. “Steve, chỉ cần anh cho tôi chút gì đó trên mỗi thiết bị bán ra, anh sẽ thu phục được tôi,” Lack nói bằng chất giọng sang sảng. “Đó là một chiếc máy rất đẹp. Nhưng nhạc của chúng tôi mới giúp nó bán được. Theo thiển ý của tôi, thì đó mới là một mối quan hệ làm ăn đích thực.”

Hơn một lần Jobs đã trả lời: “Tôi đồng ý với anh.” Nhưng rồi ông lại tìm đến Doug Morris và Roger Ames để kêu ca, với điệu bộ rất cáo già, rằng Lack chẳng hiểu gì cả, rằng ông ta mù tịt về ngành công nghiệp âm nhạc, và rằng ông ta không được thông minh sáng ý bằng Morris và Ames. “Phong cách kinh điển của Steve là ông ta sẽ đồng ý chuyện gì đó, nhưng nó sẽ không bao giờ xảy ra,” Lack nói. “Ông ta sẽ bẫy bạn rồi rút nó khỏi bàn thương thảo. Ông ta là một kẻ bệnh tật, nên chính điểm đó đâm ra lại hữu dụng khi đàm phán. Và ông ta là một thiên tài.”

Lack biết rằng ông sẽ không thể thắng cuộc được trừ phi lôi kéo được sự ủng hộ của những công ty khác trong ngành. Song Jobs đã khéo dùng những lời đường mật và miếng mồi là sức mạnh marketing của Apple để vỗ yên các hãng thu âm khác. “Giá như toàn ngành cùng đoàn kết một lòng, chúng tôi đã có thể thu được một khoản phí bản quyền, giúp mang lại dòng doanh thu kép mà chúng tôi đang rất cần,” Lack nói. “Chúng tôi chính là những người giúp iPod bán được, thế nên phải có đi có lại, mới toại lòng nhau chứ.” Dĩ nhiên, đó chính là một trong những điểm thiên tài trong chiến lược dịch vụ hoàn chỉnh của Jobs: Việc bán bài hát trên iTunes sẽ giúp thúc đẩy doanh số bán iPod, nhờ đó kích thích doanh số bán máy Macintosh. Điều khiến Lack sôi tiết hơn nữa là lẽ ra Sony cũng có thể làm được như thế, nhưng nó không bao giờ có khả năng đoàn kết bộ phận sản xuất phần cứng, phần mềm và nội dung lại để cùng làm việc với nhau.

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Jobs rất cố gắng để lấy lòng Lack. Trong một chuyến công tác đến New York, ông đã mời Lack đến căn phòng áp mái sang trọng mình nghỉ ở khách sạn Four Seasons. Jobs đã gọi sẵn bữa sáng – bao gồm cháo yến mạch và dâu cho cả hai người – và đã cư xử “trên cả kì vọng,” Lack nhớ lại. “Song Jack Welch đã dạy tôi đừng dại mà yêu. Morris và Ames thì có thể bị mê hoặc đấy. Họ sẽ kêu rằng: ‘Anh chẳng hiểu gì cả, anh phải yêu chứ,’ và họ làm thế thật. Thành ra tôi bỗng bị cô lập giữa ngành công nghiệp âm nhạc.”

Ngay cả sau khi Sony đồng ý bán nhạc trên iTunes Store, thì mối quan hệ giữa đôi bên vẫn rất căng thẳng. Mỗi lần đổi mới hoặc thay đổi đều giống như một cuộc tử chiến cuối cùng. “Với Andy, thì chỉ có cái tôi to đùng của ông ta là quan trọng,” Jobs khẳng định. “Ông ta chưa bao giờ thực sự hiểu ngành công nghiệp âm nhạc, và ông ta chẳng bao giờ làm nổi cái gì cho ra hồn. Tôi còn nghĩ nhiều khi ông ta đúng là một thằng cha bần tiện.” Khi tôi kể lại những gì Jobs đã nói, Lack bèn đáp: “Tôi chiến đấu vì quyền lợi Sony và ngành công nghiệp âm nhạc, vì vậy tôi có thể hiểu tại sao ông ta nghĩ tôi là một thằng bần tiện.”

Tuy nhiên, chỉ lôi kéo các hãng thu âm tham gia vào kế hoạch iTunes thôi thì chưa đủ. Rất nhiều nghệ sĩ đã đặt điều khoản riêng trong hợp đồng, cho phép họ được tự mình kiểm soát hoạt động phát hành phiên bản số của các tác phẩm của mình hoặc ngăn chặn việc xé lẻ các bài hát từ album và bán riêng rẽ. Vì vậy Jobs bèn bắt tay vào công cuộc “tán tỉnh” các nhạc sĩ hàng đầu, một công việc ông cảm thấy rất thú vị song cũng gian nan hơn ông tưởng rất nhiều lần.

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Trước ngày ra mắt iTunes, Jobs đã gặp mặt hơn hai chục nghệ sĩ tên tuổi, trong đó có Bono, Mick Jagger, và Sheryl Crow. “Anh ấy gọi cho tôi bất kể giờ giấc, có khi lúc mười giờ đêm, để nói rằng mình phải liên lạc với Led Zeppelin hoặc Madonna,” Ames nhớ lại. “Anh ấy rất quyết tâm, và không một ai khác có thể thuyết phục một số người trong nhóm nghệ sĩ này.”

Có lẽ cuộc gặp gỡ kì khôi nhất là khi Dr. Dre đến gặp Jobs tại đại bản doanh của Apple. Jobs yêu Beatles và Dylan, song ông thú thực rằng sức quyến rũ của nhạc Rap trừ mình ra. Giờ đây Jobs cần Eminem và các tay rapper khác đồng ý đưa nhạc của mình lên ITunes Store, vì vậy ông đã hội ý trước với Dr.Dre, vốn là sư phụ của Eminem. Sau khi được chứng kiến Jobs biểu diễn phương thức vận hành hoàn hảo giữa iTunes Store và iPod, Dr. Dre đã phải thốt lên: “Trời đất, cuối cùng đã có người tìm ra cách làm đúng đắn rồi!”

Ở đầu mút bên kia của thang thị hiếu âm nhạc là nghệ sĩ kèn trumpet Wynton Marsalis. Khi biểu diễn tại Lincoln Center, ông đang tham gia buổi lưu diễn gây quỹ Bờ Tây vì nhạc Jazz tại Lincoln Center và gặp Laurence, vợ Jobs. Jobs tha thiết mời ông về ngôi nhà tại Palo Alto chơi, và bắt đầu mang iTunes ra khoe. “Anh muốn tìm cái gì?” Ông hỏi Marsalis. Beethoven, tay kèn trả lời. “Xem nó làm được những gì này!” Jobs luôn mồm trầm trồ trong khi đầu óc Marsalis vẫn treo lơ lửng trên cành cây. “Xem giao diện hoạt động thế nào này!” Về sau Marsalis đã kể lại: “Tôi không quan tâm lắm đến máy vi tính, và tôi cũng bảo với anh ấy mãi rồi, nhưng anh ấy cứ thao thao bất tuyệt suốt hai tiếng đồng hồ. Anh ấy cứ như người bị ma làm vậy. Sau một hồi, tôi bắt đầu nhìn anh ấy, chứ không phải chiếc máy vi tính, vì tôi quá ấn tượng trước nhiệt huyết của anh ấy.”

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Jobs giới thiệu iTunes Store vào ngày 28 tháng Tư năm 2003 tại Moscone Center ở Francisco. Với mái tóc húi cua sát da đầu và cái trán bắt đầu hói, cùng bộ mặt râu ria xồm xoàm một cách “có chủ đích,” Jobs sải bước trên sân khấu và mô tả ví dụ về Napster cho thấy “Internet đã được tạo ra nhằm truyền bá âm nhạc” như thế nào. Ông nói: Các “con cháu” của nó, những trang như Kazaa, cung cấp nhạc miễn phí. Ta phải cạnh tranh thế nào? Để trả lời câu hỏi đó, ông bắt đầu bằng việc mô tả những mặt hạn chế của việc sử dụng các dịch vụ miễn phí. Quá trình tải về không đáng tin cậy, chất lượng nhạc thường rất kém. “Rất nhiều bài hát được những đứa trẻ ranh bảy tuổi mã hoá, và thành phẩm xem ra không được tốt lắm.” Thêm vào đó, không có đoạn nhạc nghe thử hay hình bìa album đi kèm. Cuối cùng ông nói thêm: “Điểm đáng phê phán nhất ở chỗ: đó là một hành động ăn cắp. Tốt hơn hết là không nên đùa với luật nhân quả.”

Vậy thì tại sao các trang nhạc ăn cắp này lại bùng lên như nấm sau mưa thế? Bởi vì, Jobs nói, không có một phương án thay thế nào khác. Các dịch vụ đăng ký nghe nhạc như Pressplay và MusicNet, “đối xử với bạn như một tên tội phạm,” ông nói, đoạn trưng ra hình một người tù trong bộ quần áo sọc đen trắng. Tiếp nối là một trang thuyết trình với hình Bob Dylan hiện lên màn chiếu. “Mọi người muốn sở hữu những bài hát họ yêu thích.”

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Sau rất nhiều cuộc thương thảo với các công ty thu âm, ông nói: “Họ sẵn lòng cùng chúng tôi làm điều gì đó để cứu vớt thế giới.” iTunes Store khởi đầu với 200.000 file nhạc, và sẽ còn phát triển thêm từng ngày. Ông nói: Bằng cách sử dụng kho nhạc này, bạn có thể sở hữu bài hát mình thích, ghi vào đĩa CD, được đảm bảo về chất lượng nhạc tải về, được nghe thử bài hát trước khi tải về, và dùng nó với phần mềm iMovies và iDVDs để “tạo nên đoạn nhạc của đời mình.” Giá cả? Chỉ 99 xu, ông nói, chưa bằng 1/3 giá một cốc cà phê Starbuck. Tại sao nó lại đáng đồng tiền bát gạo? Bởi vì để lấy được bài hát bạn cần từ Kazaa, bạn phải mất khoảng 15 phút, chứ không phải một phút. Ông tính toán rằng, khi bạn bỏ ra một tiếng đồng hồ trong quỹ thời gian của mình để tiết kiệm có bốn đô-la, “bạn đang làm việc để đổi lấy số tiền còn thấp hơn lương tối thiểu!” Và thêm một điểm nữa… “Với iTunes, bạn không phải ăn cắp nữa. Đó là một quan hệ nhân quả tích cực.”

Những người vỗ tay nhiệt liệt nhất để tán thưởng câu đó chính là lãnh đạo của các công ty thu âm ngồi ở hàng đầu, gồm có Doug Morris ngồi cạnh Jimmy Iovine, đầu đội chiếc mũ lưỡi trai quen thuộc, và toàn thể bộ sậu của Warner Music. Eddy Cue, người phụ trách kho nhạc, dự báo Apple sẽ bán được một triệu bài hát trong sáu tháng. Nhưng thực tế iTunes Store bán được một triệu bài hát trong sáu ngày. “Sự kiện này sẽ đi vào lịch sử như một bước ngoặt cho ngành công nghiệp âm nhạc,” Jobs tuyên bố.

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Mircrosoft

“Chúng ta toi rồi.”

Đó là lá thư cụt lủn Jim Allchin, giám đốc phụ trách phát triển Windows của Microsoft, gửi cho bốn đồng nghiệp vào hồi 5 giờ tối ngày ông nhìn thấy iTunes Store. Nó chỉ có một dòng duy nhất: “Làm sao họ thuyết phục được các công ty nhạc theo mình thế nhỉ?”

Cũng vào tối hôm đó, một lá thư trả lời được David Cole, người đang điều hành nhóm kinh doanh trực tuyến của Microsoft. “Khi nào Apple đưa thứ này vào Windows (Tôi đồ rằng họ sẽ chẳng dại gì mà không đưa nó vào Windows), chúng ta sẽ toi thật.” Ông nói rằng nhóm làm việc của Windows cần phải “đưa loại giải pháp này đến tay thị trường,” và chua thêm: “Điều đó sẽ đòi hỏi ta phải điều chỉnh định hướng và mục tiêu xoay quanh một dịch vụ đầu cuối hoàn chỉnh giúp mang lại giá trị cho người sử dụng trực tiếp, thứ chúng ta hiện chưa có.” Mặc dù Microsoft đã cho dịch vụ Internet của riêng mình (MSN), song nó không được dùng để cung cấp một dịch vụ đầu cuối hoàn chỉnh như Apple đã làm được.

Bill Gates góp lời vào 10:46 tối hôm ấy. Tựa đề lá thư của ông, “Lại là tay Jobs của Apple,” đủ khiến người ta hiểu ông điên tiết đến mức nào. “Khả năng của Jobs trong việc tập trung vào một số ít những điểm tối quan trọng, bắt cấp dưới tạo ra một giao diện hợp lý cho người sử dụng, và quảng bá các sản phẩm như những thứ có tính cách mạng thật đáng kinh ngạc,” ông nói. Ông cũng bày tỏ thái độ sững sờ khi Jobs đủ khả năng thuyết phục các công ty âm nhạc cộng tác với kho nhạc của mình. “Tôi thật không tài nào hiểu nổi. Bộ máy của chính các công ty nhạc cung cấp một dịch vụ cực kỳ thiếu thân thiện với người tiêu dùng. Ấy thế mà chẳng hiểu vì lẽ gì, họ lại quyết định trao cho Apple khả năng làm ra một sản phẩm tốt đến thế.”

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Gates cũng cảm thấy lạ, khi không một ai tạo ra được một dịch vụ cho phép mọi người mua bài hát thay vì đăng ký theo tháng. “Ý tôi không phải là sự kì quặc này có nghĩa là chúng ta đã làm ăn dở ẹc – nếu thế, thì Real và Pressplay và MusicNet cũng như tất cả mọi người khác cũng chẳng khá khẩm gì hơn,” ông viết. “Giờ thì Jobs đã làm được điều đó, chúng ta phải khẩn trương làm ra thứ gì đó có giao diện người sử dụng và quyền sở hữu cũng tốt như thế… Tôi nghĩ chúng ta cần một kế hoạch để chứng tỏ rằng, mặc dù Jobs đã lại cho chúng ta một vố bẽ mặt, song ta có thể hành động cực nhanh và đuổi kịp đối thủ, thậm chí là làm tốt hơn.” Đó là một sự thừa nhận riêng tư đáng kinh ngạc: Một lần nữa, Microsoft lại bị qua mặt, và nó sẽ lại cố gắng theo kịp bằng cách bắt chước Apple. Song giống như Sony, Microsoft không bao giờ biến điều đó thành hiện thực nổi, dù sau cả khi có Jobs đưa đường chỉ lối.

Thay vào đó, Apple tiếp tục dồn Microsoft vào đường cùng theo đúng cách Cole đã dự báo: Nó chỉnh sửa phần mềm iTunes và đưa vào Windows. Song thực ra để có kết quả đó, nội bộ Apple đã phải lục đục với nhau không ít. Lúc đầu, Jobs và đồng nghiệp phải quyết định liệu mình có muốn iPod làm việc với máy vi tính chạy Windows không. Ban đầu Jobs phản đối. “Nếu giữ iPod chỉ cho riêng Mac mà thôi, chúng tôi sẽ tăng doanh số bán máy Mac ra hơn cả mức dự tính nhiều,” ông nhớ lại. Song 4 người có ý kiến đối nghịch với ông lại toàn là lãnh đạo hàng đầu: Schiller, Rubinstein, Robbin, và Fadell. Đó là cuộc tranh cãi xem tương lai của Apple nên đi theo hướng nào. “Chúng tôi cảm thấy rằng chúng tôi nên thâm nhập hẳn vào ngành dịch vụ chơi nhạc, chứ không chỉ ngồi ì lại với mảng kinh doanh máy Mac,” Schiller nói.

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Jobs luôn mong muốn Apple tạo ra một môi trường đồng nhất không tưởng của riêng mình, một khu vườn kỳ diệu được cách ly hoàn toàn, trong đó phần cứng và phần mềm và các thiết bị ngoại vi hoạt động trơn tru hoàn hảo để mang đến một trải nghiệm tuyệt vời, và trong đó, thành công của một sản phẩm giúp thúc đẩy doanh số của tất cả các anh em họ hàng của nó. Giờ ông phải đối mặt với áp lực đòi ông phải bắt sản phẩm mới toanh nóng hổi của mình làm việc với những chiếc máy chạy Windows, và nó đi ngược lại bản chất của ông. “Đó là một cuộc tranh cãi quyết liệt, kéo dài hàng tháng trời,” Jobs nhớ lại, “một mình tôi chống lại tất cả những người khác.” Có lúc ông còn tuyên bố rằng người sử dụng Windows chỉ được dùng iPods “nếu bước qua xác tôi.” Song nhóm làm việc của ông không ngừng thúc ép. “Nó cần được đưa vào PC,” Fadell nói.

Cuối cùng Jobs tuyên bố: “Trừ phi các người chứng minh cho tôi thấy việc làm đó có lợi cho hoạt động kinh doanh của ta, nếu không, đừng hòng mong tôi đồng ý.” Thực ra đó là kiểu xuống nước của ông. Nếu gạt đi cảm xúc và những ý kiến võ đoán, thì chẳng khó gì khi chứng minh lợi ích mang lại nhờ việc cho phép người dùng Windows mua iPods. Các chuyên gia lập tức được vời tới, các kịch bản doanh số được phát triển, và tất cả mọi người đều kết luận rằng hành động đó sẽ đem về thêm doanh thu. “Chúng tôi đã lập một bảng tính,” Schiller nói. “Trong mọi kịch bản, hao hụt doanh số của Mac không bao giờ vượt quá nổi doanh số iPod.” Nhiều lúc Jobs đã sẵn lòng đầu hàng, bất chấp tính khí đã nổi tiếng khắp gầm trời của mình. Song ông không bao giờ đủ khả năng giành được bất cứ giải thưởng nào cho những phát biểu rút lui nhã nhặn lịch sự. “Khốn kiếp,”ông chửi thề, trong một cuộc họp khi mọi người trưng ra các kết quả phân tích. “Tôi phát chán vì phải nghe lũ điên các người lải nhải rồi. Muốn làm gì thì làm.”

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Như vậy một câu hỏi khác lại nảy sinh: Khi Apple cho phép iPod tương thích với các máy dùng Windows, liệu nó có tạo ra một phiên bản iTunes khác để đóng vai trò làm phần mềm quản lý âm nhạc cho những người sử dụng Windows nói trên không? Như mọi khi, Jobs tin rằng phần cứng và phần mềm phải đồng bộ với nhau: Trải nghiệm của người sử dụng phụ thuộc vào việc iPod hoạt động hoàn toàn ăn khớp (nói nôm na là thế) với phần mềm iTunes trên máy vi tính. Schiller phản đối. “Tôi nghĩ điều đó là quá điên rồ, chúng tôi không sản xuất phần mềm cho Windows,” Schiller nhớ lại. “Song Steve cứ khăng khăng: ‘Nếu đã định làm, thì phải làm cho tử tế.’”

Ban đầu Schiller thắng thế. Apple quyết định cho phép iPod làm việc với Windows bằng cách sử dụng phần mềm của MusicMatch, một công ty bên ngoài. Song phần mềm đó quá lởm khởm, Jobs đã đúng. Kết quả là Apple bèn cấp tập bắt tay vào sản xuất iTunes cho Windows. Jobs kể lại:

Để giúp iPod hoạt động được trên PCs, ban đầu chúng tôi bắt tay với một công ty khác có một cái máy chơi nhạc tự động, cho họ công thức bí mật để kết nối với iPod, và kết quả là bọn họ làm ăn như mèo mửa. Đó là điều tồi tệ nhất trần đời, bởi cái công ty kia đang kiểm soát một phần lớn trong trải nghiệm của người sử dụng. Thế là chúng tôi chịu đựng cái máy nghe nhạc tự động “đồ ngoại” tệ hại kia chừng sáu tháng, và cuối cùng chúng tôi cũng cho ra được phần mềm iTunes viết riêng cho Windows. Rốt cục, bạn vẫn không muốn một kẻ khác kiểm soát phần lớn trải nghiệm của người sử dụng. Có thể nhiều người sẽ không đồng tình với tôi, song tôi rất kiên định về vấn đề đó.

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Đưa iTunes vào Windows đồng nghĩa với việc phải quay lại tất cả các công ty nhạc – những công ty đã chấp nhận bán nhạc trên iTunes dựa trên đảm bảo rằng nó chỉ được giới hạn trong vũ trụ nhỏ hẹp của những người sử dụng Macintosh – và đàm phán lại. Sony cực lực phản đối. Andy Lack cho đó là một ví dụ khác về việc Jobs thay đổi điều khoản sau khi vụ giao kèo đã xong xuôi. Quả đúng thế thật. Song vào thời điểm đó các công ty khác đều sung sướng vì iTunes Store đã làm ăn trơn tru ra trò và nhiệt liệt hưởng ứng, vậy là Sony buộc phải nhắm mắt đưa chân theo.

Jobs tuyên bố ra mắt iTunes cho Windows vào tháng Mười năm 2003. “Đây là một tiện ích mọi người đều nghĩ chúng tôi sẽ không bao giờ cung cấp cho đến khi mọi chuyện biến thành hiện thực,” ông nói, đoạn vẫy tay hướng về phía chiếc màn hình khổng lồ sau lưng mình. Trên đó hiện lên mấy chữ: “Địa ngục đã khép lại.” Buổi giới thiệu còn phát cả các cửa sổ iChat và video quay hình Mick Jagger, Dr. Dre, và Bono. “Đó là một thứ thật tuyệt vời đối với các nghệ sĩ và âm nhạc,” Bono nhận xét về iPod và iTunes. “Đó là lý do tại sao tôi chường mặt ra đây để tâng bốc công ty này. Chẳng phải ai cũng được tôi tâng bốc đâu nhá.”

Jobs không bao giờ biết đến hai từ “khiêm tốn” là cái gì. Trước đám đông đang bừng bừng phấn khích, ông tuyên bố: “iTunes cho Windows có lẽ là ứng dụng Windows tuyệt vời nhất từng được viết ra.”

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Microsoft chẳng thấy biết ơn chút nào. “Họ đang theo đuổi đúng chiến lược mà họ theo đuổi trong mảng kinh doanh PC, thâu tóm cả phần cứng và phần mềm,” Bill Gates phát biểu với Business Week. “Xét trên phương diện đưa tới lựa chọn cho mọi người, chúng tôi luôn làm khác Apple một chút.” Phải tới ba năm sau, vào tháng Mười Một năm 2006, cuối cùng Microsoft mới đủ khả năng đưa ra câu trả lời đáp lại iPod. Nó gọi là Zune, trông giống iPod, mặc dù “lúa” hơn một tí. Hai năm sau, thiết bị này đã đạt được thị phần gần 5%. Jobs không tiếc lời lẽ sỉ vả thiết kế nhàm chán và khuyết tật thị trường của Zune:

Càng về già, tôi càng thấu hiểu động lực có ý nghĩa quan trọng tới mức nào. Chiếc máy Zune thật đáng chán vì mấy kẻ ở Microsoft đâu có thực lòng yêu âm nhạc và nghệ thuật như chúng tôi. Chúng tôi giành được chiến thắng vì cá nhân chúng tôi yêu âm nhạc. Chúng tôi làm ra iPod cho chính mình, và khi bạn làm gì đó cho chính mình, hay cho người bạn thân thiết nhất của bạn hoặc gia đình bạn, bạn sẽ không thể làm ăn cẩu thả được. Nếu bạn không yêu thứ gì đó, bạn sẽ không đi thêm một dặm nữa, làm thêm một ngày cuối tuần nữa, thách thức thực trạng như vậy.

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Ngài Đánh Trống Lục Lạc

Cuộc họp thường niên đầu tiên của Andy Lack tại Sony diễn ra vào tháng Tư năm 2003, cùng tuần Apple cho ra mắt iTunes Store. Ông đã được đưa lên làm giám đốc bộ phận âm nhạc từ bốn tháng trước, và đã dành phần lớn khoảng thời gian đó để đàm phán với Jobs. Thực tế ông đã bay thẳng từ Cupertino đến Tokyo, mang theo phiên bản mới nhất của chiếc iPod và một bản mô tả về iTunes Store. Trước hai trăm vị lãnh đạo đã tề tựu đông đủ, ông rút chiếc iPod trong túi ra. “Nó đây,” ông cất tiếng trong khi Tổng giám đốc Nobuyuki Idei và giám đốc Sony Bắc Mỹ giương mắt nhìn trân trối. “Đây là kẻ đã tiêu diệt Walkman. Nó chẳng có gì kì bí cả. Lý do các anh mua một công ty âm nhạc là để các anh có thể là người tạo ra được một thiết bị như thế. Các anh có thể làm tốt hơn nữa kia.”

Song Sony không thể. Với Walkman, nó đã đóng vai trò tiên phong trong lĩnh vực âm nhạc di động, nó có một công ty thu âm vĩ đại, và có bề dày lịch sử về sản xuất các thiết bị tiêu dùng đẹp đẽ. Nó có tất cả mọi tài sản cần thiết để cạnh tranh với chiến lược tích hợp hoạt động bán phần cứng, phần mềm, thiết bị, và nội dung. Tại sao nó lại thất bại?

Jobs không tổ chức Apple thành những bộ phận bán tự động; ông kiểm soát chặt chẽ rất cả các nhóm làm việc và thúc ép họ phải làm việc với tư cách một công ty vừa cố kết vừa linh hoạt, với một kết quả lãi – lỗ duy nhất. “Chúng tôi không có các ‘bộ phận’ với lãi – lỗ riêng,” Tim Cook nói. “Chúng tôi tính một con số lãi – lỗ duy nhất cho toàn công ty.”

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Thêm nữa, như rất nhiều công ty, Sony luôn lo lắng về tình trạng doanh thu mặt hàng nọ bị ảnh hưởng bởi chính mặt hàng kia của mình. Nếu nó làm ra được một chiếc máy nghe nhạc và dịch vụ giúp người sử dụng dễ dàng chia sẻ các bài hát số, việc làm đó có thể sẽ làm tổn hại đến doanh thu của bộ phân thu âm. Một trong những nguyên tắc kinh doanh của Jobs là không bao giờ e ngại tình trạng “tự xẻo thịt mình.” Ông nói: “Nếu anh không tự xẻo thịt anh, thằng khác sẽ làm thôi.” Vì thế mặc dù iPhone có thể cắt giảm doanh thu của iPod, hoặc iPad có thể làm hao hụt doanh thu của laptop, thì điều đó cũng chẳng thể khiến ông nao núng.

Tháng Bảy năm đó, Sony chỉ định một lão làng trong ngành công nghiệp âm nhạc, Jay Samit, để tạo ra một dịch vụ giống iTunes của riêng mình, gọi là Sony Connect, nó sẽ bán nhạc trực tuyến và cho phép chơi nhạc trên các thiết bị chơi nhạc di động của Sony. “Động thái này lập tức được hiểu là một cách để đoàn kết hai bộ phận đôi lúc vẫn xung đột với nhau là điện tử và nội dung,” tờ New York Times đưa tin. “Rất nhiều người nhìn nhận cuộc nội chiến đó như nguyên nhân khiến Sony, cha đẻ của Walkman và là đại gia lớn nhất trên thị trường máy nghe nhạc di động, bị Apple ‘dập’ cho tơi tả.” Sony Connect ra mắt vào tháng Năm 2004. Nó chỉ thọ được có ba năm rồi cũng bị Sony “xử trảm.”

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Microsoft sẵn lòng chuyển nhượng bản quyền phần mềm Windows Media và format quyền sở hữu số cho các công ty khác, cũng như nó đã chuyển nhượng bản quyền hệ điều hành của mình vào những năm 1980. Trái lại, Jobs không bao giờ nhượng quyền FairPlay của Apple cho các công ty sản xuất thiết bị khác; phần mềm này chỉ hoạt động trên iPod. Ông cũng không cho phép các kho nhạc trực tuyến khác được bán bài hát để chơi trên iPod. Rất nhiều chuyên gia cho rằng việc làm này rồi sẽ khiến Apple đánh mất thị phần, như những gì đã xảy ra trong các cuộc chiến máy vi tính của thập niên 1980. “Nếu Apple tiếp tục dựa vào một cấu trúc độc quyền,” giáo sư Trường Kinh doanh Harvard, Clayton Christensen, đã phát biểu với tờ Wired, “khả năng cao iPod sẽ trở thành một sản phẩm ‘ngách’.” (Ngoài trường hợp này, Christensen là một trong những nhà phân tích kinh doanh lỗi lạc nhất thế giới, và Jobs bị ảnh hưởng mạnh bởi cuốn sách Thế tiến thoái lưỡng nan của các nhà cải cách – The Innovator’s Dilemma – của ông.) Bill Gates cũng chia sẻ quan điểm đó. “Âm nhạc sẽ chẳng phải là ngoại lệ,” ông nói. “Kịch bản này đã xảy ra với PC rồi.”

Vào tháng Bảy năm 2007, Rob Glaser, sáng lập viên của RealNetworks, đã cố gắng phá vỡ vòng cương tỏa của Apple với một dịch vụ mang tên Harmony. Ông đã cố gắng thuyết phục Jobs nhượng quyền format FairPlay của Apple cho Harmony, nhưng khi điều đó không trở thành hiện thực, Glaser bèn “đổi đòn” và chuyển mục tiêu sang các bài hát mà Harmony bán ra. Chiến lược của Glaser là làm sao để các bài hát bán trên Harmony có thể chơi được trên bất cứ thiết bị nào, dù là iPod hay Zune hay Rio, và ông tung ra một chiến dịch quảng bá với câu khẩu hiệu “Tự do lựa chọn.”

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Jobs rất giận dữ và cho ra một thông cáo, trong đó tuyên bố Apple rất “sững sờ vì RealNetworks dám sử dụng những mẹo mực và lấy đạo đức của một tên hacker để đột nhập vào iPod.” RealNetworks phản pháo bằng cách tung ra một lá thư thỉnh cầu trên Internet với nội dung “Này Apple! Xin đừng phá chiếc máy iPod của tôi.” Jobs nín nhịn vài tháng, song đến tháng Mười, ông cho ra lò một phiên bản mới của phần mềm iPod khiến cho tất cả các bài hát được mua qua Harmony bị vô hiệu hóa hết. “Steve là một con người có một không hai,” Glaser nói. “Bạn sẽ biết điều đó nếu bạn làm ăn với ông ta.”

Trước mắt Jobs và các đồng nghiệp của mình – gồm Rubinstein, Fadell, Robbin, Ive – vẫn đủ khả năng cho ra những phiên bản mới của iPod giúp mở rộng vị thế dẫn đầu của Apple. Bản đổi mới đáng kể nhất, ra mắt vào tháng Một năm 2004, là chiếc máy iPod Mini. Nhỏ hơn nhiều so với chiếc iPod đời đầu – chỉ bằng kích cỡ một chiếc danh thiếp – nó có dung lượng nhỏ hơn với giá tương đương. Có lúc Jobs định xóa sổ nó, vì không hiểu tại sao có ai lại muốn trả cùng số tiền để mua thứ kém hơn. “Anh ấy không chơi thể thao, nên không thể suy ra chiếc máy sẽ tuyệt thế nào khi dùng lúc chạy bộ hoặc tập thể thao,” Fadell nói. Thực chất iPod Mini đã thực sự đưa iPod lên vị thế thống trị thị trường, bằng việc tiêu diệt mọi sự cạnh tranh đến từ các thiết bị chơi nhạc bằng thẻ flash nhỏ hơn. Trong vòng mười tám tháng sau khi nó được giới thiệu, thị phần của Apple trên thị trường máy chơi nhạc di động vọt từ 31% lên 74%.

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Chiếc iPod Shuffle, ra mắt tháng Một năm 2005, còn có tính cách mạng hơn nữa. Jobs phát hiện ra rằng tính năng shuffle trên iPod, tức là chơi nhạc theo thứ tự ngẫu nhiên, đã trở nên rất thông dụng. Con người thích bất ngờ, và họ lại quá lười biếng để suốt ngày sắp xếp lại danh sách chơi nhạc của mình. Một số người sử dụng thậm chí còn bị ám ảnh với việc đoán xem liệu quá trình chọn bài hát có thực ngẫu nhiên không, và nếu thế thật, thì tại sao chiếc iPod của họ cứ nhai đi nhai lại mấy bài của Neville Brothers (ví dụ thế)? Đặc tính đó dẫn đến sự ra đời của iPod Shuffle. Khi Rubinstein và Fadell nghiên cứu để tạo ra một chiếc máy chơi nhạc dùng thẻ flash vừa nhỏ, vừa rẻ tiền, họ liên tục phải làm những việc kiểu như thiết kế cho màn hình nhỏ đi. Có lúc Jobs còn đưa ra một đề xuất điên rồ: Bỏ luôn màn hình đi. “Hử?!?” Fadell kêu lên. “Cứ bỏ đi,” Jobs khăng khăng. Fadell bèn hỏi vậy người sử dụng biết chọn bài hát thế nào. Lý do của Jobs là bạn sẽ không phải chọn bài nữa; bài hát sẽ được chơi ngẫu nhiên. Nói gì thì nói, đó đều là những bài hát bạn đã chọn kia mà. Tất cả những gì ta cần là một nút để bỏ qua một bài hát nếu bạn đang không có hứng nghe nó lắm. Các quảng cáo ghi: “Hãy nắm lấy sự không chắc chắn.”

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Khi các đối thủ cạnh tranh liên tục trượt ngã và Apple không ngừng cải tiến, âm nhạc ngày càng trở thành một bộ phận lớn hơn trong hoạt động kinh doanh của Apple. Vào tháng Một năm 2007, doanh thu từ bán iPod chiếm phân nửa tổng doanh thu của Apple. Thiết bị này càng mang thêm tiếng tăm cho thương hiệu Apple. Song thành công còn lớn hơn nữa là iTunes Store. Bán được một triệu bài hát chỉ trong sáu ngày đầu sau ngày ra mắt vào tháng Tư năm 2003, kho nhạc đã bán được tới bảy mươi triệu bài hát trong năm đầu tiên. Vào tháng Tư năm 2006, kho nhạc bán được bài hát thứ một tỷ khi Alex Ostrovsky, mười sáu tuổi, sống ở West Bloomfield, Michigan mua về bài hát “Speed of Sound” (Tốc độ âm thanh) của Coldplay và được nhận một cuộc điện thoại chúc mừng của chính Jobs, tuyên bố trao cho cậu món quà là mười chiếc iPod, một chiếc iMac và một thẻ quà âm nhạc trị giá 10.000 đô-la.

Thành công của iTunes Store còn mang lại một lợi ích tinh vi hơn. Đến năm 2011, một ngành kinh doanh mới đã trỗi dậy: trở thành dịch vụ được mọi người tin tưởng phó thác nhận diện trực tuyến và thông tin thanh toán của mình. Cùng với Amazon, Visa, PayPal, American Express và một số dịch vụ khác, Apple đã xây dựng được các kho dữ liệu về những người tin tưởng phó thác cho công ty địa chỉ email và thông tin thẻ tín dụng nhằm tạo điều kiện thuận lợi cho việc mua bán được dễ dàng và an toàn. Điều này cho phép Apple bán, chẳng hạn như, đăng ký mua dài hạn một tạp chí qua cửa hàng trực tuyến của mình; khi điều đó xảy ra, Apple, chứ không phải nhà xuất bản tạp chí, sẽ có mối quan hệ trực tiếp với người đăng ký. Khi iTunes Store bán video, phần mềm ứng dụng, và đăng ký mua dài hạn, đến tháng Sáu năm 2011, nó đã xây dựng được kho dữ liệu về 225 triệu người sử dụng thường xuyên, giúp đưa Apple vào kỉ nguyên mới của thương mại số.

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Chương 32

CON NGƯỜI ÂM NHẠC

Những giai điệu của cuộc đời

Jimmy Iovine, Bono, Jobs, và The Edge, 2004.

Trong chiếc iPod của Jobs

Khi iPod trở thành một hiện tượng, nó đã khiến cho mọi người, từ các ứng cử viên Tổng thống, những nhân vật nổi tiếng, những người hẹn hò đầu tiên, thậm chí cho tới nữ hoàng Anh, và bất kì ai đeo chiếc tai nghe màu trắng đều có thể nhận được câu hỏi: “Có gì trong chiếc iPod của bạn?”

Mọi chuyện chỉ lắng xuống khi Elisabeth Bumiller viết một tin vắn trên tạp chí New York Times vào đầu năm 2005, phân tích câu trả lời mà tổng thống George W. Bush đưa ra khi bà hỏi ông câu đó. Bà đã kể lại: “Chiếc iPod của tổng thống Bush thiên về dòng nhạc đồng quê truyền thống. Ông ấy có những bộ tuyển chọn của Van Morrison, người trình bày một ca khúc mà Bush đặc biệt yêu thích - Brown Eyed Girl (Cô gái mắt nâu), và của John Fogerty, với ca khúc nổi tiếng Centerfield. Bà đã nhờ một biên tập viên của tạp chí âm nhạcRolling Stone tên là Joe Levy phân tích bộ sưu tập của Bush, và phóng viên này đã bình luận: “Điều thú vị là ngài Tổng thống lại thích những nghệ sĩ mà họ không mấy ưa ông ta.”

Steven Levy đã viết trong cuốn sách Điều hoàn hảo (The Perfect Thing): “Đơn giản chỉ cần đưa chiếc iPod của bạn cho một người bạn, người hẹn hò với bạn, hoặc một người hoàn toàn xa lạ ngồi kế bên bạn trong một chuyến bay, họ sẽ hiểu thêm về bạn giống như đang lật mở một cuốn sách vậy. Đơn giản chỉ là lướt qua thư viện nhạc của bạn trên vòng xoay điều khiển (click wheel) của chiếc iPod, và nói một cách hình tượng, thì bạn dường như đã bị bóc trần. Nó không chỉ nói lên điều bạn thích - mà nó còn chỉ ra đích xác: bạn là ai.” Và một ngày khi chúng tôi đang ngồi trong phòng khách nhà Jobs và cùng nghe nhạc, tôi đã hỏi ông để cho tôi xem chiếc iPod của ông. Chúng tôi cùng ngồi ở đó và ông đã vuốt nhẹ lướt qua những bài hát yêu thích của mình.

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Không có gì ngạc nhiên là ở trong đó có tất cả sáu tuyển tập một loạt các bài hát bị sao chép lậu của Dylan, bao gồm cả những bài Jobs đã bắt đầu tôn sùng khi ông và Wozniak có khả năng ghi được chúng trên những băng cuộn (reel-to-reel) trước khi những loạt bài này được chính thức phát hành. Thêm vào đó, có 15 album khác của Bob Dylan, từ album đầu tiên của ông “Bob Dylan” (1962), nhưng chỉ đến album “Oh Mercy” (1989). Jobs đã bỏ ra rất nhiều thời gian để tranh luận với Andy Hertzfeld và những người khác rằng những album sau này của Dylan, thực tế bất kỳ album nào của ông ấy sau “Blood on the Tracks” (1975), không còn mạnh mẽ như những album ban đầu. Có một ngoại lệ được ông nhắc tới là bài hát Things Have Changed của Dylan từ bộ phim Wonder Boys (Những chàng trai hoàn hảo) phát hành năm 2000. Đáng chú ý là trong iPod của Jobs không có album Empire Burlesque (1985) mà Hertzfeld đã đem đến cho ông vào cuối tuần trước khi ông bị trục xuất khỏi Apple.

Một thứ rất giá trị khác trên iPod của ông là những ca khúc của The Beatles, gồm những bài hát từ 17 album của họ: A Hard Day’s Night, Abbby Road, Help!, Let It Be, Magical Mystery Tour, Meet the Beatles! và Sgt. Pepper’s Lonely Hearts Club Band. Những album đơn đã được lược bỏ. The Rolling Stones được xếp tiếp theo với 6 album: Emotional Rescue, Flashpoint, Jump Back, Some Girls, Sticky Fingers, và Tattoo You. Ông không bỏ sót bất kỳ album nào của Dylan và The Beatles. Nhưng đúng như ông tin rằng các album có thể và nên được tách ra, những album của Stones và hầu hết các nghệ sĩ khác trong iPod của Jobs chỉ bao gồm ba hay bốn phần. Bạn gái một thời của ông, Joan Baez, đã được dành một phần đáng kể bằng những tuyển tập từ 4 album, bao gồm 2 phiên bản khác nhau của Love Is Just a Four - Letter Word.

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Những bộ tuyển tập trong iPod của Jobs là gia tài âm nhạc của một thanh niên của những năm trong thập niên 1970 với tâm hồn của thập niên 1960. Đó là Aretha, B. B. King, Buddy Holly, Buffalo Springfield, Don McLean, Donovan, the Doors, Janis Joplin, Jefferson Airplane, Jimi Hendrix, Johnny Cash, John Mellencamp, Simon và Garfunkel, và thậm chí cả The Monkees (I’m a Believer) và Sam the Sham (Wooly Bully). Chỉ khoảng một phần tư thư viện nhạc là các bài hát của những nghệ sĩ đương thời, như 10000 Maniacs, Alicia Keys, Black Eyed Peas, Coldplay, Dido, Green Day, John Mayer (một người bạn của cả Jobs và Apple), Moby (cũng như thế), U2, Seal, và Talking Heads. Về phía nhạc cổ điển, có khoảng vài bản ghi âm của Bach, bao gồm Bản Concerto Brandenburg, và 2 album của Yo-Yo Ma.

Jobs đã nói với Sheryl Crow vào tháng 5 năm 2003 rằng ông hiện đang tải về một vài bài của Eminem, và thừa nhận rằng “Niềm tin dành cho âm nhạc của cậu ấy bắt đầu lớn lên trong tôi.” James Vincent về sau có dẫn ông đến một buổi biểu diễn của Eminem. Thậm chí, ca sĩ nhạc rap này đã bỏ lỡ cơ hội đưa nó vào trong iPod của Jobs. Như Jobs nói với Vincent sau buổi hòa nhạc: “Tôi không biết...” Ông sau này đã nói với tôi, “Tôi tôn trọng Eminem như là một nghệ sĩ, nhưng tôi chỉ không muốn nghe nhạc của cậu ấy, và tôi không thể liên hệ đến giá trị của cậu ấy giống như cách tôi có thể làm với Dylan.”

Những bài hát yêu thích của ông không thay đổi qua nhiều năm. Khi chiếc iPad 2 xuất hiện vào tháng 3 năm 2011, Jobs đã chuyển những bài nhạc yêu thích vào trong đó. Lại một buổi chiều, khi chúng tôi ngồi trong phòng khách của ông, khi ông duyệt qua những bài hát trên chiếc iPad mới của mình, và với một nỗi nhớ êm dịu, nhấn nhẹ lên những bài ông muốn nghe.

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Chúng tôi thưởng thức lần lượt các bài hát yêu thích thường lệ của Dylan và Beatles, sau đó Jobs trở nên suy tư nhiều hơn và nhấn vào một bản thánh ca Gregorian, Spiritus Domini, được thực hiện bởi các thầy tu dòng Benedictine. Trong một phút hoặc lâu hơn, ông mất tập trung và hầu như rơi vào trong một trạng thái xuất thần. “Nó thật sự đẹp”, Jobs thì thầm. Ông tiếp tục với bản Concerto Brandenburg thứ hai của Bach, và một fu-ga trong The Well-Tempered Clavier. Ông ấy nói Bach là nhà soạn nhạc cổ điển yêu thích của ông. Ông đặc biệt thích nghe những sự tương phản giữa hai phiên bản của Goldberg Variations mà Glenn Gould đã thu âm. Bản đầu tiên vào năm 1955 khi Gould là một nghệ sĩ piano hai mươi hai tuổi ít nổi tiếng, và bản thứ hai vào năm 1981, một năm trước khi nghệ sĩ này mất. “Chúng giống như ngày và đêm,” Jobs nói sau khi nghe chúng suốt một buổi chiều. “Bản đầu tiên thì cởi mở, trẻ trung, rực rỡ, được chơi quá nhanh và giống như một sự soi sáng. Bản sau đó thì thanh đạm và bình dị hơn nhiều. Bạn cảm nhận được một tâm hồn rất sâu sắc của người đã trải nghiệm rất nhiều trong cuộc đời. Nó sâu sắc hơn và uyên bác hơn.” Jobs đang ở trong kỳ điều trị y tế lần thứ ba của mình vào buổi chiều khi ông nghe cả hai bản, và tôi đã hỏi ông thích cái nào hơn. “Gould thích bản sau này hơn rất nhiều”, ông nói, “Tôi đã từng thích bản ‘cởi mở’ đầu tiên. Nhưng bây giờ tôi có thể thấy được ông đã đến từ đâu.”

Sau đó ông chuyển đến bài hát của những năm 1960, Catch the Wind của Donovan. Khi Jobs thấy tôi có vẻ ngờ vực, ông đã biện bạch, “Donovan đã tạo ra một thứ thật sự tốt, thật sự như vậy.” Ông mở tiếp bài Mellow Yellow, và sau đó thừa nhận rằng có lẽ nó không phải là một ví dụ tốt nhất. “Nó nghe hay hơn khi chúng ta còn trẻ.”

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Tôi đã hỏi loại nhạc nào từ thời thơ ấu của chúng tôi thật sự còn được giữ lại. Ông đã cuộn xuống dưới danh sách trên chiếc iPad và chọn bài hát năm 1969 của Grateful Dead, Uncle John’s Band. Ông ấy gật gù cùng với lời bài hát “Khi cuộc sống giống như con đường dễ dàng, có mối nguy hiểm đang ở cửa nhà bạn.” Trong khoảnh khắc, chúng tôi đã trở về với thời điểm xôn xao khi sự dịu êm của những năm 1960 đang kết thúc trong những nốt nhạc chói tai. “Ồ, giờ tôi đã có được điều mình muốn biết: rằng ông thực sự là người như thế nào”.

Sau đó ông ấy chuyển đến Joni Mitchell, “Cô ấy có một đứa trẻ mà cô đã cho đi làm con nuôi,” ông ấy nói. “Bài hát này nói về bé gái ấy.” Ông đã nhấn vào bài Little Green, và chúng tôi đã lắng nghe giai điệu thê lương, những lời hát mô tả cảm xúc của một người mẹ đã từ bỏ đứa con của mình. “Vì vậy bạn ký tất cả các giấy tờ bằng tên gia đình / Bạn buồn và bạn cảm thấy tiếc, nhưng bạn không thấy hổ thẹn.” Tôi đã hỏi liệu ông còn thường nghĩ về việc đã bị cho đi làm con nuôi. “Không, không nhiều lắm,” ông nói. “Không thường xuyên lắm.”

Vào những ngày này, ông nghĩ nhiều hơn về việc đang già đi hơn là sự ra đời của mình. Điều đó làm ông nghe bài hát tuyệt vời nhất của Joni Mitchell, Both Sides Now, với những lời nhạc về việc già hơn và uyên bác hơn. “Tôi nhìn vào cuộc sống bây giờ từ hai phía, / Từ chiến thắng và thất bại, và vẫn còn bằng cách nào đó, / Nó là những ảo ảnh của cuộc sống tôi nhớ lại, / Tôi thật sự không biết cuộc sống dù gì đi nữa.” Khi Glenn Gould hoàn thành bản Goldberg Variations của Bach, Mitchell đã ghi âm bài Both Sides Now (Cách xa nhau nhiều năm) lần đầu tiên là vào năm 1969 và sau đó trong một bản hết sức đau khổ vào năm 2000. Ông đã nghe bản thứ hai. “Thật thú vị khi con người già đi,” ông nhắc thêm.

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Jobs cũng nói thêm rằng, một vài người không phát triển bình thường theo đúng độ tuổi ngay cả khi họ còn trẻ. Tôi đã hỏi Jobs xem lúc đó, người nào đang xuất hiện trong suy nghĩ của ông. Jobs đáp lại rằng “John Mayer là một trong những nghệ sĩ chơi ghi-ta tốt nhất đã từng tồn tại trong thế giới này và tôi sợ rằng ông ấy đang đánh mất nó”. Jobs thích Mayer và thỉnh thoảng lại ra ngoài ăn tối với ông này ở Palo Alto. Năm ông 27 tuổi, Mayer đã tham gia sự kiện MacWorld diễn ra vào tháng 1 năm 2004. Tại đây Jobs đã giới thiệu về GarageBand và Mayer dường như đã trở thành vị khách thường niên tại các buổi sự kiện như thế này. Jobs không thích bản hit có tên là Gravity của Mayer. Lời của bài hát kể về một chàng trai được bao bọc bởi tình yêu nhưng không hiểu sao luôn mơ rằng mình có thể vứt bỏ nó. “Lực hấp dẫn hình như đang chống lại tôi/ Và lực hấp dẫn lại muốn làm tôi phiền muộn”. Jobs lắc đầu và bình luận rằng “Tôi nghĩ bên trong ông ấy là một đứa trẻ ngoan nhưng ông ấy dường như đã vượt qua khỏi tầm kiểm soát”.

Sau khi nghe xong bản nhạc, tôi hỏi ông một câu hỏi quen thuộc: ông chọn nhóm The Beatles hay Stones? Jobs đã trả lời rằng “Nếu nơi đây là một biển lửa và tôi được cho phép mang theo một thứ duy nhất, tôi sẽ chộp lấy những đĩa nhạc của The Beatles. Thực ra, việc lựa chọn sẽ khó khăn hơn nhưng không phải là giữa The Beatles hay Stones mà là giữa The Beatles và Dylan. Có thể có ai đó chơi lại được những bản nhạc của Stones nhưng với tôi, không ai có thể thay thế được Dylan hay The Beatles”. Trong khi Jobs đang trầm ngâm nghĩ về quá khứ và xuýt xoa rằng họ là những người may mắn vì được lớn lên cũng những điều kì diệu đó thì con trai của ông, lúc đó 18 tuổi, đi vào phòng. Jobs nói gần như than vãn “Reed không hiểu điều đó”. Cậu bé đang mặc một chiếc áo phông Joan Baez với dòng chữ “Forever Young” (mãi mãi tươi trẻ) trên áo.

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Bob Dylan

Khoảng thời gian duy nhất mà Jobs nhớ rằng bản thân cảm thấy ngượng nghịu khó nói đó là lúc có sự hiện diện của Bob Dylan. Tháng 10 năm 2004, Dylan chơi nhạc gần Palo Alto, còn Jobs vừa hồi phục sau ca phẫu thuật ung thư đầu tiên của mình. Dylan không phải là một người thích giao du, không giống như Bono (thành viên nhóm nhạc U2) hay Bowie (Danh ca David Bowie). Bob không phải là bạn của Jobs, và cũng không màng gì đến việc này. Tuy vậy ông đã mời Jobs đến gặp mặt tại khách sạn nơi ông ở trước buổi biểu diễn. Jobs nhớ lại:

Chúng tôi ngồi nói chuyện ngoài hiên trong hai giờ. Tôi thực sự hồi hộp, bởi vì ông là một trong những thần tượng của tôi. Và tôi cũng lo rằng ông ấy sẽ không thực sự thông minh như tôi nghĩ, thậm chí có thể trở thành một bức tranh biếm họa của chính mình, như nhiều người khác. Nhưng tôi đã rất vui mừng. Ông thực sự sắc bén, đúng như tất cả những gì tôi hy vọng. Ông ấy rất cởi mở và thành thực. Ông chỉ nói với tôi về cuộc sống và về quá trình sáng tác của mình. Ông ấy nói: “Âm nhạc đến với tôi một cách rất tự nhiên, tôi không phải cố sức sáng tác ra chúng. Nhưng điều đó không còn xảy ra nữa, tôi không thể viết nhạc theo cách đó được nữa”. Sau đó, ông dừng lại và nói với tôi với giọng hơi gằn và cười mỉm, “Nhưng tôi vẫn có thể hát”.

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Lần kế tiếp Dylan biểu diễn gần đó, ông đã mời Jobs tham gia vào một chuyến du lịch bằng xe buýt ngay trước buổi diễn. Khi được Dylan hỏi về bài hát yêu thích của mình, Jobs trả lời là bài One Too Many Mornings. Vì vậy, Dylan đã hát bài hát này đêm đó. Sau buổi diễn, khi Jobs đi bộ ra về, chiếc xe buýt du lịch trờ tới, rít phanh dừng lại. Cánh cửa mở ra: “Thế nào, anh đã nghe bài hát tôi hát tặng anh chưa?” Dylan hỏi. Sau đó, ông lái đi. Khi Jobs nói rằng mình rất ấn tượng về giọng hát của Dylan. “Ông ấy luôn là một trong những người hùng của tôi”, Jobs hồi tưởng. “Tình yêu của tôi dành cho ông ấy ngày càng lớn thêm qua năm tháng, nó thực sự chín muồi. Tôi không thể hiểu được làm sao ông ấy có thể thành công khi còn quá trẻ như vậy.”

Một vài tháng sau khi xem Bob biểu diễn, Jobs đã đưa ra một kế hoạch hoành tráng. Kho nhạc iTunes nên cung cấp một phần mềm kỹ thuật số ghi âm tất cả các bài hát của Dylan, khoảng hơn 700 bài, với giá là 199 đô-la. Jobs sẽ là người quảng bá cho Dylan trong thời đại kỹ thuật số. Nhưng Andy Lack của Sony – từng là nhà sản xuất của Dylan, không đồng ý thỏa thuận mà không có một sự nhượng bộ từ iTunes. Ngoài ra, Lack cảm thấy mức giá quá thấp và sẽ làm giảm giá trị của Dylan. “Bob là một kho báu quốc gia”, Lack nói, “và Steve muốn anh ta trên iTunes với mức giá như một món hàng hóa bèo bọt.” Cốt lõi của vấn đề nảy sinh giữa Lack, các giám đốc ghi âm và Jobs là: Jobs là người đưa ra các quan điểm về giá cả, không phải họ. Vì vậy, Lack không đồng ý.

“Được rồi, tôi sẽ gọi nói chuyện trực tiếp với Dylan”, Jobs nói. Nhưng Dylan chưa bao giờ xử lý những vấn đề như thế này, vì vậy đại diện của ông – Jeff Rosen đứng ra để sắp xếp những việc trên.

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“Đó là một ý tưởng thực sự tồi tệ”, Lack nói và chỉ cho Rosen thấy những con số. “Bob là người hùng trong mắt Steve. Ông ta sẽ dễ dàng chấp thuận.” Lack có cả lý do cá nhân và nghề nghiệp để chống lại Jobs, thậm chí nếu cần phải mạnh tay hơn nữa. Vì vậy, ông đã đề nghị Rosen: “Tôi sẽ viết cho cậu một chi phiếu một triệu đô-la vào ngày mai nếu cậu có thể trì hoãn việc thỏa thuận trong thời điểm này.” Như Lack giải thích, đó là một khoản ứng trước cho tiền bản quyền trong tương lai, “một trong những việc mà công ty thu âm thường làm.” Rosen gọi lại và đồng ý sau bốn mươi lăm phút. “Andy đã đưa đề nghị chúng tôi không làm điều đó, nhưng chúng tôi từ chối”, ông nhớ lại. “Tôi nghĩ rằng Andy chắc chắn sẽ cho chúng tôi một khoản tạm ứng nếu chúng tôi làm theo.”

Tuy nhiên vào năm 2006, Lack đã rút lui khỏi tư cách là CEO của công ty, khi đó vẫn mang tên Sony BMG, và Jobs mở lại các cuộc đàm phán. Ông gửi cho Dylan một chiếc iPod chứa tất cả những bài nhạc của ông ấy, đồng thời Jobs cũng trình bày với Rosen chiến dịch tiếp thị mà Apple có thể thực hiện. Vào tháng Tám, ông công bố một thỏa thuận quan trọng. Nó cho phép Apple bán bộ sưu tập kỹ thuật số tất cả những bài hát mà Dylan từng thu âm với giá 199 đô-la cùng với độc quyền chào hàng album mới của Dylan, Modern Times, cho những đơn đặt hàng trước khi phát hành. “Bob Dylan là một trong những nhà thơ và nhà soạn nhạc đáng ngưỡng mộ nhất trong thời đại của chúng ta, đối với tôi, ông là một người hùng,” Jobs nói tại lễ công bố. Bộ tuyển tập 773 bao gồm bốn mươi hai bản thu hiếm, ví dụ một băng ghi âm bài hát Wade in the Water tại một khách sạn ở Minnesota vào năm 1961, một phiên bản năm 1962 của bàiHandsome Molly trong buổi hòa nhạc trực tiếp tại Gaslight Café ở Greenwich Village, phần trình diễn tuyệt của vời bài Mr. Tambourine Man trong Liên hoan nhạc dân gian Newport năm 1964 (chương trình yêu thích của Jobs) và một phiên bản nhạc mộc (acoustic) của bài Outlaw Blues từ năm 1965.

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Theo một phần của thỏa thuận, Dylan sẽ xuất hiện trong một quảng cáo truyền hình của iPod, nhằm giới thiệu những nét nổi bật trong album mới của ông, Modern Times. Đây là một trong những trường hợp đảo khách thành chủ (phản khách vi chủ) kỳ lạ nhất kể từ khi Tom Sawyer thuyết phục bạn bè sơn hàng rào cho cậu ta. Trong quá khứ, các công ty phải chi rất nhiều tiền để mời người nổi tiếng quảng cáo cho sản phẩm của họ. Nhưng từ năm 2006, mọi việc đã thay đổi. Những nghệ sỹ nổi tiếng đều muốn xuất hiện trong quảng cáo iPod; việc quảng bá sẽ là một bảo đảm thành công. James Vincent đã dự đoán việc này trước đó vài năm, khi Jobs kể rằng ông có thông tin liên lạc của nhiều nhà soạn nhạc và có thể trả tiền mời họ xuất hiện trong quảng cáo. “Không, mọi việc rồi sẽ nhanh chóng thay đổi,” Vincent đáp. “Apple là một thương hiệu khác biệt, nó hấp dẫn hơn thương hiệu của nhiều nghệ sĩ. Chúng ta nên thể hiện cơ hội mà chúng ta mang lại cho ban nhạc, chứ không phải trả công cho họ.”

Lee Clow nhớ lại những nhân viên trẻ của Apple và công ty quảng cáo đã từng có vài lời phản đối việc sử dụng Dylan. “Họ hoài nghi liệu ông ấy còn đủ hấp dẫn hay không,” Clow nói. Jobs bỏ ngoài tai tất cả những lời đó. Ông nhất định phải mời Dylan.

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Jobs bị ám ảnh bởi mọi chi tiết trong mẩu quảng cáo của Dylan. Rosen bay đến Cupertino để họ có thể xem xét tỉ mỉ album và chọn bài hát họ muốn sử dụng, cuối cùng họ chọn bài Someday Baby. Jobs đồng ý sử dụng một video thử nghiệm, do Clow tạo dựng để làm thế thân cho Dylan, được quay tại Nashville cùng với chính Dylan. Nhưng khi được gửi về, Jobs lại ghét nó. Nó không đủ nổi bật. Ông muốn một phong cách mới. Vì thế Clow thuê một giám đốc khác, và Rosen có thể thuyết phục Dylan ghi hình lại toàn bộ đoạn quảng cáo. Lần này nó được hoàn thành với hình ảnh bóng của Dylan đội mũ cao bồi thong thả ngồi trên ghế, vừa hát vừa bập bùng ghi-ta, trong khi một phụ nữ tân thời đội mũ phớt nhảy múa cùng chiếc iPod của cô ấy. Jobs rất thích đoạn quảng cáo này.

Đoạn quảng cáo cho thấy tác động hào quang trong cách thức tiếp thị của iPod: Nó giúp Dylan được lòng khán giả trẻ, cũng giống như cách mà iPod đã làm với các máy vi tính của Apple. Nhờ đoạn quảng cáo này, album của Dylan đã đoạt giải quán quân trên bảng xếp hạng Billboard trong tuần đầu tiên, vượt qua album bán chạy nhất của Christina Aguilera và Outkast. Đó là lần đầu tiên Dylan đứng đầu bảng kể từ bài Desire vào năm 1976, cách đây đã ba mươi năm. Tạp chí quảng cáo Ad Age đã đề cao vai trò của Apple trong việc xúc tiến cho Dylan. “Vụ iTunes không chỉ là một thỏa thuận do người nổi tiếng bảo chứng kiểu thường thường bậc trung, theo đó một thương hiệu lớn ký một tờ séc lớn để tận dụng giá trị của một ngôi sao lớn,” bài viết cho biết. “Cách làm này đã thay đổi công thức, thương hiệu Apple quyền lực đã tạo điều kiện cho Ngài Dylan tiếp cận với thính giả trẻ và giúp đẩy mạnh doanh thu của chính ông đến mức độ chưa từng chứng kiến kể từ phong cách quản lý theo kiểu Ford.

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The Beatles

Trong số những đĩa CD mà Jobs đánh giá cao, phải kể đến một bản sao lậu ghi lại khoảng trên dưới mười hai công đoạn mà nhóm The Beatles đã thực hiện khi tập đi tập lại bản thu bài Strawberry Fields Forever. Sự khổ luyện của The Beatles trong lĩnh vực âm nhạc cũng chính là mục tiêu đã trở thành triết lý của Jobs: một sản phẩm phải được trau chuốt để trở nên hoàn hảo trước khi được công bố ra công chúng. Andy Hertzfeld đã tìm thấy chiếc đĩa và sao lại cho Jobs vào năm 1986, nhưng đôi lúc Jobs lại nhầm lẫn rằng Yoko Ono là người đưa nó cho mình. Một hôm, khi đang ngồi ở phòng khách của ngôi nhà ở Palo Alto của mình, Jobs đã lục lọi tìm quanh những giá sách tủ kính để tìm nó và bật lại cho tôi xem trong khi không quên kể cho tôi những thứ mà đoạn ghi hình này đã dạy ông:

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Đó là một bản nhạc khá phức tạp nhưng thật thú vị khi chứng kiến quy trình khổ luyện đầy sáng tạo của The Beatles. Họ chơi đi chơi lại bản nhạc đó hàng trăm hàng nghìn lần và cuối cùng đã ra được phiên bản ưng ý trong vòng một vài tháng. Lennon luôn luôn là thành viên nhóm The Beatles mà tôi yêu thích nhất. [Ông ấy đã cười thật tươi khi đến đoạn Lennon dừng lại trong cảnh tập luyện đầu tiên và bắt cả ban nhạc làm lại để kiểm tra hợp âm]. Ông có nghe thấy khúc co mà họ vừa chơi không? Nó không ổn một chút nào, chính vì vậy mà họ đã làm lại từ đầu. Ở lần thu này, mọi thứ thật sự còn rất “nguyên sơ”. Bản hợp âm nghe thật khác thường. Nếu xem lần thu âm này, nhiều khả năng là ông sẽ nghĩ không phải họ mà là những người khác đang biểu diễn. Không viết lời hay sáng tác, nhưng thực sự họ đã tạo nên nó. Nhưng họ không dừng lại ở đó. Họ là những con người cầu toàn và tất nhiên họ sẽ làm đi làm lại đến khi hài lòng. Chính điều này đã khiến tôi cảm thấy vô cùng ấn tượng khi xem nó vào năm tôi 30 tuổi. Ông có thể chỉ cho tôi họ đã làm thế nào không?

Họ đã nỗ lực rất nhiều để có sự khác biệt rõ ràng trong từng bản thu. Họ thu đi thu lại và mỗi lần khoảng cách đến sự hoàn hảo lại được thu hẹp dần. [Khi Jobs nghe đến bản thu lần thứ ba, ông đã chỉ cho tôi bản phối âm đã trở nên phức tạp thế nào]. Cách chúng tôi làm việc ở Apple cũng tương tự như họ. Mặc dù đã cho ra mắt rất nhiều bản của máy tính cá nhân (notebook) và iPod, chúng tôi vẫn duy trì một quy trình, bắt đầu bằng với một phiên bản gốc, rồi sau đó tinh chỉnh nhiều lần để ra được mô hình chi tiết của thiết kế chung, nút bấm hay cách thức một tính năng được vận hành. Phải mất rất nhiều công đoạn cần làm nhưng cuối cùng, mọi thứ sẽ tốt hơn và nhanh chóng, nó sẽ khiến mọi người phải thán phục thốt lên “Wow, họ đã làm thế nào vậy? Bí quyết nằm ở đâu?”

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Vì vậy, điều này giải thích vì sao Jobs bị rối lên bởi thực tế rằng những bản nhạc của The Beatles không được bán trên iTunes.

Cuộc chiến với Apple Corps, công ty quản lý của The Beatles phải kéo dài đến ba thập kỷ, khiến rất nhiều nhà báo phải ví von bằng cụm từ “Con đường dài và quanh co” trong tất cả các câu chuyện xung quanh mối quan hệ này. Sự việc bắt đầu vào năm 1978, ngay sau khi Apple được thành lập. Công ty máy tính Apple (Apple Computers) bị khởi kiện bởi Tập đoàn Apple (Apple Corps) vì tội vi phạm bản quyền nhãn hiệu thương mại, dựa trên luận chứng là là nhãn hiệu thu âm trước đây của The Beatles được lấy tên là Apple. Vụ khiếu kiện được giải quyết sau sau ba năm xem xét và Apple Computer phải trả cho Apple Corps số tiền trị giá 80.000 đô-la. Tòa án kết luận với một điều khoản dường như vô thưởng vô phạt là The Beatles không được sản xuất bất kỳ thiết bị máy tính nào còn Apple thì không được phân phối ra thị trường bất kỳ một sản phẩm âm nhạc nào.

The Beatles tuân thủ theo đúng quyết định, không ai trong số họ sản xuất bất kỳ một chiếc máy tính nào. Nhưng Apple vẫn quyết định tìm cách tiến vào thị trường âm nhạc. Họ lại bị gọi hầu tòa lần nữa vào năm 1991 khi Mac tích hợp khả năng chơi nhạc, và lần tiếp theo đối diện với kiện tụng của họ là vào năm 2003, khi Apple trình làng hệ thống Kho Nhạc iTunes (iTunes Store). Phán quyết cuối cùng được đưa ra năm 2007 rằng Apple sẽ trả cho Apple Corps khoản tiền trị giá 500 triệu đô-la để có quyền sử dụng tên Apple trên toàn thế giới và sau đó trả lại cho The Beatles bản quyền sử dụng Apple Corps cho các bản thu âm của họ.

Tuy nhiên, điều này không giải quyết vấn đề đưa các tác phẩm của The Beatles lên trên iTunes. Để giải quyết điều này, The Beatles và EMI Music, đơn vị giữ bản quyền của hầu hết các bản nhạc của họ, phải thương lượng với nhau để có được bản quyền của tác phẩm số. Jobs nhớ rằng “Tất cả các thành viên của The Beatles đều muốn đưa nhạc của họ phân phối trên iTunes nhưng họ và EMI giống như đôi vợ chồng cưới đã lâu năm. Họ ghét nhau nhưng không thể li dị. Ban nhạc yêu thích của tôi trở thành đơn vị cuối cùng không thể ký kết để phân phối trên iTunes và tôi thật sự rất mong muốn rằng tôi có thể sống để chứng kiến sự việc này được giải quyết”. Và như chúng ta đã thấy, ông ấy đã làm được.

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Bono

Bono, ca sĩ chính của nhóm nhạc rock U2 đánh giá nỗ lực tiếp thị của Apple rất cao. Ông có niềm tin rằng ban nhạc đến từ Dublin (Ireland) của mình vẫn là ban nhạc tuyệt vời nhất thế giới, nhưng đến năm 2004, tức là sau gần 30 năm nỗ lực bên nhau, giờ đây hình ảnh của ban nhạc cần phải được tiếp thêm sinh lực. Họ sản xuất một album mới cực kì xuất sắc với một bài hát mà tay ghi-ta chính của ban, The Edge, tuyên bố rằng đó sẽ là “chúa tể của các bài bài nhạc rock.” Bono biết rằng họ phải tìm ra một cách nào đó để thu hút thêm sự chú ý, vì thế ông thu xếp gọi một cuộc điện thoại cho Jobs.

“Tôi muốn một điều gì thật đặc biệt từ Apple,” Bono nhớ lại. “Chúng tôi có một bài hát tên là Vertigo trong đó có một đoạn riff ghi-ta rất điên mà tôi biết chắc nó sẽ trở thành hiện tượng, nhưng điều đó chỉ có thể trở thành hiện thực nếu người nghe được “tiếp cận” nó rất, rất nhiều lần.” Ông lo lắng rằng thời đại quảng bá một bài hát qua sóng truyền thanh đã qua. Vì vậy Bono đến thăm nhà Jobs ở Palo Alto, đi dạo quanh vườn và đưa ra một đề nghị. Trong những năm qua, U2 đã hủy bỏ những đề nghị trị giá đến 23 triệu đô-la để xuất hiện trong các quảng cáo. Giờ đây ông muốn Jobs sử dụng miễn phí ban nhạc của mình trong một quảng cáo iPod – hoặc ít nhất là một phần trong gói hợp đồng mà cả hai bên cùng có lợi. “Trước đây, họ chưa bao giờ thực hiện một quảng cáo như vậy,” Jobs sau này nhớ lại. “Nhưng họ đang cố gắng tránh được “thảm hoạ” tải nhạc miễn phí, và họ thích những gì chúng tôi đang làm với iTunes, và nghĩ rằng chúng tôi có thể quảng bá họ đến những khán giả trẻ tuổi hơn.”

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Bất cứ CEO nào khác cũng có thể nhảy ngay vào đám đông cuồng nhiệt đang hò reo trước sân khấu để có được U2 trong một quảng cáo của mình, nhưng Jobs thì lùi lại một chút. Apple không đưa vào quảng cáo iPod của mình những người có diện mạo cụ thể, mà chỉ đơn giản là một bóng hình. (Lúc đó quảng cáo Dyland còn chưa được thực hiện.) “Anh có được hình bóng của người hâm mộ,” Bono đáp lại, “vậy tại sao bước tiếp theo không phải là bóng hình của những nghệ sĩ?” Jobs nói có vẻ như ý tưởng đó đáng để khám phá. Bono sao chép một bản của album How to Dismatle an Atomic Bomb (Tạm dịch: Làm thế nào để Tháo ngòi một quả Bom Nguyên tử). “Jobs là người duy nhất bên ngoài ban nhạc có được album ấy,” Bono nói.

Một cuộc họp lập tức được triệu tập. Jobs bay đến để nói chuyện với Jimmy Iovine, sở hữu hãng thu Interscope phân phối U2, tại nhà của ông này trên Đồi Holmby, thuộc Los Angeles. The Edge cũng ở đó, cùng với quản lý của U2, Paul McGuinness. Một cuộc họp khác diễn ra trong bếp nhà Jobs, McGuinness ngồi viết ra những điểm chính trong bản thoả thuận vào phía sau cuốn sổ nhật ký của mình. U2 sẽ xuất hiện trên một quảng cáo và Apple sẽ quảng bá nhiệt liệt cho album bằng vô số những cách khác nhau, từ những biển hiệu quảng cáo cho đến trang chủ của iTunes. Ban nhạc sẽ không nhận được thù lao trực tiếp, nhưng sẽ nhận được tiền bản quyền tác giả đối với phiên bản U2 đặc biệt phát hành trên iPod. Bono tin rằng, cũng như Lack, các nhạc sĩ cũng có thể thu được tiền bản quyền trên mỗi chiếc iPod được bán ra, và đó là nỗ lực bé nhỏ của ông khi đưa những nguyên tắc cho ban nhạc của mình vào hợp đồng, bằng cách hạn chế nhất có thể. “Bono và tôi đề nghị Steve sản xuất cho chúng tôi một chiếc iPod màu đen,” Iovine nhớ lại. “Chúng tôi không làm việc của một nhà tài trợ quảng cáo, chúng tôi đang thực hiện một bản hợp đồng hợp tác thương hiệu.”

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“Chúng tôi muốn có một chiếc iPod của riêng mình, cái gì đó để phân biệt với những chiếc iPod trắng,” Bono nhớ lại. “Chúng tôi thích màu đen”, nhưng Steve nói, “Chúng tôi đã cố gắng thử nghiệm những màu khác, nhưng chúng đều không hiệu quả.” Vài ngày sau Jobs dịu lại và chấp nhận ý tưởng của chúng tôi, một cách ngập ngừng.

Đoạn quảng cáo là những cảnh quay một ban nhạc đang trình diễn máu lửa với một bóng người đặc biệt và bóng một cô gái nhún nhảy theo tiếng nhạc đặc trưng của iPod. Dù đoạn quảng cáo đang được thực hiện ở London, nhưng hợp đồng với Apple vẫn chưa dứt khoát. Jobs bắt đầu nghĩ đến phương án thứ hai, về ý tưởng một chiếc iPod màu đen đặc biệt, và tiền bản quyền chắc chắn không thể hạ xuống được. Ông gọi cho James Vincent, hãng quảng cáo của Apple và nói ông gọi điện sang London tạm dừng mọi chuyện lại. “Tôi nghĩ chắc không ổn đâu,” Jobs nói. “Họ không biết chúng ta đang mang lại cho họ những giá trị lớn đến mức nào, thật không đáng chút nào. Hãy nghĩ đến những quảng cáo khác phải làm.” Vincent, một người hâm mộ U2 đến trọn đời biết rằng quảng cáo này sẽ mang lại những thứ vĩ đại thế nào cho cả ban nhạc và Apple, và ông đã van xin hãy cho ông thêm một cơ hội để nói chuyện với Bono và cố gắng đưa mọi chuyện trở lại quĩ đạo. Jobs đưa cho ông số điện thoại di động của Bono và ông này bay thẳng đến phòng ăn của ca sĩ ở Dublin.

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Bono cũng phải suy nghĩ lại. “Tôi không nghĩ mọi chuyện sẽ đi đến đâu,” ông nói với Vincent. “Ban nhạc rất cứng đầu.” Vincent hỏi thực ra vấn đề là gì. “Khi chúng tôi còn là những thanh niên ở Dublin, chúng tôi đã tuyên bố mình sẽ không bao giờ ‘mặc đồ lỗi mốt,” Bono trả lời. Vincent, mặc dù là người Anh và rất quen thuộc với ngôn ngữ rock, nói ông không hiểu câu đó nghĩa là gì. “Là làm những việc rác rưởi chỉ vì tiền,” Bono giải thích. “Chúng tôi làm tất cả vì người hâm mộ của mình. Chúng tôi sẽ cảm thấy mình đang làm họ thất vọng nếu chúng tôi xuất hiện trong một quảng cáo. Cảm giác đó không ổn chút nào. Xin lỗi vì đã làm các anh mất thời gian.”

Vincent hỏi thế thì Apple có thể làm thêm điều gì để mọi chuyện suôn sẻ không. “Chúng tôi đã trao cho các anh thứ quan trọng nhất mà chúng tôi có thể trao gửi, đó chính là âm nhạc của chúng tôi.” Bono trả lời. “Và các anh trả lại cho chúng tôi cái gì? Quảng cáo, và người hâm mộ sẽ nghĩ là dành cho các anh. Chúng tôi cần nhiều hơn thế.” Vincent trả lời rằng đề nghị về iPod phiên bản U2 đặc biệt và thoả thuận tác quyền sẽ là một hợp đồng khổng lồ. “Đó cũng là cái giá cao nhất mà chúng tôi có thể đưa ra,” ông nói với Bono.

Ca sĩ nói ông ta đã sẵn sàng trở lại bàn đàm phán, vì thế ngay lập tức Vincent gọi cho Jony Ive, một fan cuồng nhiệt nữa của U2 (ông xem buổi biểu diễn lần đầu tiên của họ ở Newcastle vào năm 1983), và kể lại tình hình. Sau đó ông gọi cho Jobs và đề nghị ông hãy để Ive tới Dublin và cho bên đối tác thấy một chiếc iPod màu đen trông sẽ như thế nào. Jobs đồng ý. Vincent gọi lại cho Bono và hỏi xem ông đã biết Jony Ive chưa, mà không biết rằng họ đã biết nhau trước đó và ngưỡng mộ lẫn nhau. “Biết Jony Ive á?” Bono cười. “Tôi thích anh chàng đó lắm. Anh ta thật “nóng bỏng.”

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“Nồng nhiệt quá đấy,” Vincent đáp lời, “nhưng nếu tôi nói rằng anh ấy đang trên đường đến chỗ anh và sẽ cho anh thấy chiếc iPod của anh tuyệt tới mức nào thì sao?”

“Tôi sẽ đích thân đến đón anh ta ở Maserati,” Bono trả lời. “Anh ta sẽ ở nhà tôi, tôi sẽ đưa anh ấy ra ngoài và tôi sẽ khiến anh ta say tuý luý.”

Ngày hôm sau, khi Ive đến Dublin, Vincent vẫn phải chống đỡ với Jobs, khi ấy vẫn đang suy nghĩ về phương án hai. “Tôi không biết chúng ta làm thế này có đúng không nữa,” Jobs nói. “Chúng ta không muốn làm điều này cho bất cứ ai khác.” Ông lo lắng về việc các nghệ sĩ trước đó sẽ đòi hỏi tiền bản quyền đối với mỗi chiếc iPod bán được. Vincent hứa với ông rằng hợp đồng với U2 là trường hợp đặc biệt duy nhất.

“Jony tới Dublin và tôi đã để anh ấy ở trong nhà khách của mình, một chỗ khá sáng sủa phía bên cạnh đường tàu và nhìn ra biển,” Bono nhớ lại. “Cậu ấy cho tôi xem một chiếc iPod màu đen rất đẹp với vòng xoay màu đỏ đậm, và tôi nói được, chúng tôi sẽ thực hiện việc này.” Họ tới một quán rượu trong vùng, đưa ra một số chi tiết, và gọi cho Jobs ở Cupertino để xem ông có đồng ý không. Jobs mặc cả một lúc với từng chi tiết về tài chính, và thiết kế, trước khi thực sự chấp nhận thỏa thuận. Điều này khiến Bono thấy ấn tượng. “Thực sự đáng ngạc nhiên khi một CEO lại quan tâm nhiều như vậy về các chi tiết,” anh nói. Khi mọi việc được giải quyết, Ive và Bono bắt đầu uống nhiều hơn. Sau vài vòng, họ quyết định gọi cho Vincent ở California. Cậu ta không có nhà nên Bono để lại lời nhắn trong máy trả lời tự động, lời nhắn mà Vincent sẽ không bao giờ xóa đi. “Tôi đang ngồi ở Dublin xa xôi với anh bạn Jony của cậu,” ông nói. “Cả hai chúng tôi đều hơi say, và chúng tôi hạnh phúc với chiếc iPod tuyệt vời này, thậm chí tôi còn không tin là nó tồn tại trên đời và tôi đang cầm nó trong tay. Cảm ơn nhiều!”

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Jobs thuê một nhà hát ở San Jose để giới thiệu quảng cáo truyền hình mới và chiếc iPod đặc biệt. Bono và The Edge tham gia cùng ông trên sân khấu. Album này đã bán được 840.000 bản trong tuần đầu tiên và xuất hiện ở vị trí số một trên bảng xếp Billboard. Bono phát biểu với báo giới sau đó rằng U2 đã quảng cáo mà không mất tiền vì “U2 được lợi không kém gì Apple trong những quảng cáo đó.” Jimmy Iovine thêm vào rằng việc này đã cho phép ban nhạc “chạm tới lớp thính giả trẻ hơn.”

Điều đáng chú ý là chính sự kết hợp với một công ty máy tính và thiết bị điện tử đã trở thành cách tốt nhất để một ban nhạc rock trở nên hợp thời và lôi cuốn với những người trẻ. Bono sau này giải thích rằng không phải tất cả các tài trợ của các tập đoàn đều là thỏa thuận với ma quỷ. “Hãy nhìn xem,” anh nói với Greg Kot, nhà phê bình âm nhạc của Chicago Tribune. “‘Ma quỷ’ ở đây là một nhóm những cái đầu sáng tạo, sáng tạo hơn rất nhiều người trong các ban nhạc rock. Ca sỹ chính là Steve Jobs. Những người này giúp thiết kế một thứ đầy nghệ thuật và đẹp nhất trong văn hóa âm nhạc kể từ sau cây đàn ghi ta điện xuất hiện. Đó là chiếc iPod. Nhiệm vụ của nghệ thuật là đuổi những thứ xấu xí đi.”

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Bono đạt được một thỏa thuận khác với Jobs vào năm 2006, về chiến dịch Product Red quyên góp tiền và dành sự quan tâm tới việc chiến đấu với đại dịch AIDS ở châu Phi. Jobs chưa bao giờ quan tâm nhiều tới việc từ thiện, tuy nhiên ông đã đồng ý làm một mẫu iPod đỏ đặc biệt như một phần trong chiến dịch của Bono. Đó không phải một cam kết toàn tâm toàn ý. Ông ấy đã cản trở, ví dụ như việc chữ ký của chiến dịch đưa tên công ty vào trong ngoặc đơn với từ “red” nâng cao ở phía sau, thành (APPLE)RED. “Tôi không muốn Apple ở trong ngoặc đơn,” Jobs yêu cầu. Bono trả lời, “Nhưng Steve, đó là cách chúng ta thể hiện sự thống nhất trong mục tiêu của mình.” Cuộc tranh luận trở nên căng thẳng - tới mức chửi rủa lẫn nhau - trước khi họ đồng ý bỏ qua tranh cãi. Sau cùng Jobs đã thỏa hiệp phần nào. Bono có thể làm những gì anh muốn trong các quảng cáo, nhưng Jobs không bao giờ để Apple vào trong ngoặc đơn trong bất kỳ sản phẩm nào hay bất kỳ cửa hàng nào của ông. Chiếc iPod đã được đánh nhãn (PRODUCT)RED, không phải (APPLE)RED.

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“Steve có thể rất nóng nảy,” Bono nhớ lại, “nhưng những thời điểm đó đã biến chúng tôi thành những người bạn thân, bởi không có nhiều người trong cuộc đời mà bạn có thể tranh luận thẳng thắn như vậy. Ông ấy rất ngoan cố. Sau các buổi trình diễn của chúng tôi, tôi trò chuyện cùng ông và ông luôn có một ý kiến nào đó.” Jobs và gia đình mình thường tới thăm Bono cùng vợ và bốn đứa nhỏ ở nhà của họ ở gần Nice trên Bờ Biển Ngà. Vào một kỳ nghỉ năm 2008, Jobs thuê một con tàu và thả neo ở gần nhà Bono. Họ tiệc tùng cùng nhau, và Bono bật những băng ghi âm các bài hát U2 đang chuẩn bị để sau này trở thành album No Line on the Horizon. Tuy vậy bất chấp tình bạn của họ, Jobs vẫn là một người rất khó thương lượng. Họ đã thử xúc tiến một thỏa thuận quảng cáo khác và sự ra mắt đặc biệt của bài Get On Your Boots, nhưng đã không thể đạt được. Khi Bono bị đau lưng vào năm 2010 và phải hủy chuyến lưu diễn, Powell đã gửi cho anh cả một thùng quà với một DVD của bộ đôi hài Flight of the Conchords, cuốn sách Mozart’s Brain and the Fighter Pilot, mật ong từ các tổ ong trong vườn của bà, và kem giảm đau. Jobs viết một chú thích và dính nó vào hộp kem, trên đó ghi, “Kem giảm đau - Tôi thích đấy.”

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Yo-Yo Ma

Có một nghệ sĩ chơi nhạc cổ điển mà Jobs thần tượng về cả nhân cách và phong cách biểu diễn đó là Yo-Yo Ma, nghệ sĩ bậc thầy tạo nên những giai điệu ngọt ngào và sâu lắng với cây đàn violon. Họ gặp nhau lần đầu vào năm 1981, khi Jobs tham gia Hội nghị Thiết kế Aspen và Ma biểu diễn tại Liên hoan Âm nhạc Aspen. Jobs luôn có xu hướng bị cuốn hút với những nghệ sĩ đích thực, và ông trở thành một fan hâm mộ của Yo-Yo Ma. Jobs đã mời Yo-Yo Ma biểu diễn tại đám cưới của mình, nhưng Yo-Yo Ma đang có chuyến lưu diễn và không đến dự được. Ông đến nhà Jobs vài năm sau đó, ngồi trong phòng khách, và chơi những giai điệu của Bach trên cây đàn Stradivarius sản xuất năm 1733 của mình. “Đây là những gì tôi định chơi trong đám cưới của anh,” ông nói với Jobs. Jobs xúc động ứa nước mắt nói với ông, “Anh chơi tuyệt đến mức làm tôi dường như cảm nhận được sự tồn tại của Thiên Chúa, bởi tôi không thể tin được một con người bình thường có thể làm nên điều kỳ diệu này.” Trong một chuyến thăm khác, Ma cho phép con gái út của Jobs, Erin thử kéo cây đàn trong khi họ ngồi quanh bếp. Vào thời điểm đó, Jobs đã được cảnh báo về bệnh ung thư, và ông đã buộc Yo-Yo Ma hứa sẽ chơi trong đám tang của mình.

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Chương 33

NHỮNG NGƯỜI BẠN CỦA PIXAR

Và kẻ thù

Thế giới côn trùng (A Bug’s Life)

Khi Apple phát triển ra iMac, Jobs lái xe cùng Jony Ive tới để trình diễn cho những người ở Pixar xem. Ông cảm thấy cái máy tính này có được thần thái cá tính riêng có thể hấp dẫn đối với những “cha đẻ” của Buzz Lightyear và Woody, và ông yêu thích việc Ive và John Lasseter chia sẻ tài năng để kết nối nghệ thuật và công nghệ theo cách hài hước.

Pixar vốn là nơi trú ẩn mỗi khi Jobs cảm thấy căng thẳng ở Cupertino. Ở Apple, các quản lý thường ở trạng thái kích động và kiệt sức, Jobs thì có xu hướng thất thường và mọi người cảm thấy căng thẳng khi họ đứng cạnh ông. Ở Pixar, nơi làm việc của những người viết truyện và minh hoạ dường như yên bình hơn và họ đối xử dịu dàng với nhau hơn, thậm chí là với cả Jobs. Nói cách khác, không khí ở mỗi nơi đều bị ảnh hưởng bởi người đứng đầu, ở Apple thì là Jobs, còn ở Pixar thì là Lasseter.

Jobs phát hiện ra niềm vui thiết tha với việc làm phim và say mê những công nghệ mở ra những điều kì diệu như cho phép máy tính tạo ra hình ảnh từng giọt nước mưa phản chiếu lại tia nắng mặt trời, hoặc từng cánh cỏ dập dờn trong gió. Nhưng ông đã kiềm chế bản thân để cố gắng không kiểm soát quá trình sáng tạo ở đây. Ở Pixar, ông đã học cách tôn trọng sự sáng tạo của mọi người và để họ tự quyết. Phần lớn là vì ông yêu quí Lasseter, một nghệ sỹ dễ mến, và cũng giống Ive, đã nhìn ra những phần tốt đẹp nhất trong con người Jobs.

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Vai trò chính của Jobs ở Pixar là đàm phán những thoả thuận, một sức mạnh tự nhiên đã trở thành tài sản của ông. Không lâu sau khi ra mắt Toy Story (Câu chuyện đồ chơi), ông va chạm với Jeffrey Katzenberg, người sau này rời khỏi Disney vào mùa hè năm 1995 và cùng với Steven Spielberg và David Geffen thành lập hãng phim DreamWorks SKG. Jobs tin rằng nhóm Pixar của mình đã nói với Katzenberg khi ông này vẫn còn ở Disney về đề xuất làm bộ phim thứ hai, A Bug’s Life (Thế giới côn trùng), và sau đó, ông này đã ăn cắp ý tưởng làm phim hoạt hình về côn trùng khi quyết định sản xuất phim Antz (Kiến) ở DreamWorks. “Khi Jeffrey vẫn còn điều hành ở Disney, chúng tôi đã tiết lộ cho ông ta về A Bug’s Life,” Jobs nói. “Trong lịch sử 60 năm của ngành phim hoạt hình, chưa từng có một ai nghĩ đến chuyện làm một bộ phim hoạt hình về côn trùng, cho đến khi Lasseter đưa ra ý tưởng này. Đó là ý tưởng sáng tạo của một thiên tài. Khi Jeffrey bỏ đi và sang làm cho DreamWork, bỗng đâu lại nảy ra ý tưởng làm một bộ phim hoạt hình về - ôi trời – về côn trùng! Và ông ta vờ như mình chưa bao giờ nghe nói đến ý tưởng này. Thật dối trá. Ông ta đã nói dối qua từng kẽ răng.”

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Thực tế không phải vậy. Câu chuyện thật phía sau còn thú vị hơn thế. Katzenberg đúng là chưa hề nghe nói đến A Bug’s Life khi ông còn ở Disney. Nhưng sau khi ông bỏ sang làm DreamWorks, ông vẫn giữ liên lạc với Lasseter, thi thoảng lại khuấy động bằng một cuộc gọi ngắn theo phong cách rất riêng của mình “Này anh bạn, dạo này cậu thế nào rồi”. Thế nên khi Lasseter đến thăm phòng Kỹ nghệ của xưởng phim Universal, nơi DreamWorks đóng đô, ông đã gọi cho Katzenberg và ghé qua chào cùng một vài đồng nghiệp. Khi Katzenberg hỏi họ định làm gì tiếp theo, Lasseter đã nói ra. “Chúng tôi mô tả cho ông ta về phim A Bug’s Life, trong đó nhân vật chính là một chú kiến, và nói cho ông ta nghe cốt chuyện về một chú kiến đã chỉ huy cả bầy kiến và tổ chức cả một vòng tuyển quân để làm thành một đội ngũ chống lại một con châu chấu,” Lasseter nhớ lại. “Đáng lẽ tôi phải thận trọng hơn mới đúng. Jeffrey liên tục hỏi bao giờ nó sẽ ra mắt.”

Lasseter bắt đầu lo lắng khi, vào đầu năm 1996, dư luận bàn tán về việc DreamWork sẽ làm bộ phim hoạt hình đồ họa máy tính về những chú kiến. Ông đã gọi cho Katzenberg và hỏi trực diện. Katzenberg tằng hắng, tỏ ra ngạc nhiên và hỏi Lasseter nghe tin này từ đâu. Lasseter hỏi lại lần nữa và Katzenberg thừa nhận đúng như vậy. “Làm sao anh dám?” Lasseter, người vốn rất ít khi lên giọng đã hét lên trong điện thoại.

“Chúng tôi có ý tưởng đó từ lâu rồi,” Katzenberg giải thích rằng một giám đốc phát triển ở DreamWorks đã đưa ra ý tưởng này.

“Tôi không tin anh,” Lasseter trả lời.

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Katzenberg thừa nhận mình đẩy nhanh tiến độ của Antz là để cạnh tranh với những người đồng nghiệp cũ ở Disney. Bộ phim chính của DreamWorks lúc đầu là Hoàng tử Ai Cập (Prince of Egypt), dự định ra mắt vào Lễ Tạ ơn năm 1998, nhưng cũng đúng tuần đó, ông đã thất kinh khi biết Disney có kế hoạch cho ra mắt phim A Bug’s Life của Pixar. Vậy nên ông đã cấp tập đưa Antz vào sản xuất nhằm tạo áp lực để Disney thay đổi kế hoạch ra mắt A Bug’s Life.

“Chó má,” Lasseter, người vốn không hay nói bậy đã buột mồm chửi thề. Ông không nói chuyện với Katzenberg trong 13 năm sau đó.

Jobs cũng cáu điên, và ông thực tế hơn Lasseter khi trút nỗi giận dữ lên Katzenberg. Ông gọi cho Katzenberg và bắt đầu gào thét. Katzenberg đề nghị: Ông ta sẽ trì hoãn sản xuất Antz nếu Jobs và Disney có thể rời ngày phát hành A Bug’s Life để không bị cạnh tranh với Hoàng tử Ai Cập. “Đó rõ ràng là một cuộc tống tiền, không đời nào tôi chấp nhận” Jobs nhớ lại. Ông bảo Katzenberg rằng sẽ không có gì khiến ông làm cho Disney thay đổi ngày phát hành.

“Tất nhiên là anh có thể,” Katzenberg trả lời. “Anh có thể dời non lấp bể. Chính anh đã dạy tôi điều ấy!” Ông nói khi Pixar đứng trên bờ vực phá sản, chính Jobs là người tới giải cứu và đưa ra thoả thuận làm phim Toy Story. “Tôi chính là một người ủng hộ anh hồi ấy, và giờ anh để họ lợi dụng mình để gây sức ép với tôi.” Ông gợi ý rằng nếu Jobs muốn, đơn giản là ông chỉ cần làm cho sản xuất A Bug’s Life chậm lại mà không cho Disney biết. Nếu làm như vậy, Katzenberg nói ông ta cũng sẽ trì hoãn Antz. “Đừng có mơ,” Jobs trả lời.

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Katzenberg có cơ sở vững chắc để làm như vậy. Rõ ràng là Eisner và Disney đã sử dụng phim của Pixar để “trả đũa” việc ông rời Disney và thành lập một hãng phim cạnh tranh. “Hoàng tử Ai Cập là bộ phim đầu tiên chúng tôi làm, và họ lại lên lịch cho ra mắt một thứ khác vào ngày công chiếu bộ phim của chúng tôi thì thật là không bình thường,” ông nói. “Quan điểm của tôi về việc đó cũng giống Vua Sư Tử thôi, nếu anh chạm tay vào cái lồng của tôi và tát vào mặt tôi, thì coi chừng.”

Không ai nhường ai, và hai bộ phim cùng về kiến đã tạo nên cơn sốt truyền thông. Disney cố gắng giữ Jobs im miệng, với lý thuyết là vào cuộc tranh chấp chẳng khác nào giúp đỡ Antz đình đám hơn, nhưng Jobs không phải người dễ bị bịt mồm. “Những kẻ ác hiếm khi giành chiến thắng,” ông nói với tờ Los Angeles Times. Đáp lại, chuyên gia tiếp thị khôn khéo của DreamWorks, Terry Press gợi ý, “Steve Jobs nên uống thuốc đi.”

Antz ra mắt vào đầu tháng Mười năm 1998. Đó không phải là một bộ phim tệ. Woody Allen lồng tiếng cho vai một chú kiến nổi loạn sống trong một xã hội kiến tuân thủ nghiêm ngặt các qui định, chú khát khao được thể hiện tự do cá nhân. “Đây là kiểu nhân vật trong hài kịch của Woody Allen mà ông ấy không còn thực hiện nữa,” tờ Time viết. Bộ phim thu về con số doanh thu khá ấn tượng 91 triệu đô-la trong nước và 172 triệu đô-la trên toàn cầu.

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A Bug’s Life ra mắt 6 tuần sau đó, theo đúng kế hoạch ban đầu. Bộ phim có nội dung bi tráng hơn, chuyển thể từ chuyện ngụ ngôn của Aesop “Bầy kiến và con châu chấu,” cộng thêm kĩ thuật công nghệ hoàn hảo hơn, nên bộ phim mang đến những trường đoạn miêu tả chú chim sáo đá sinh động đến từng chi tiết, cũng như hình ảnh những đồng cỏ bát ngát dưới góc nhìn của một chú kiến vừa chiến thắng huy hoàng. Time dành nhiều lời bình luận nồng nhiệt hơn cho bộ phim này. “Kỹ xảo đồ hoạ của nó thực sự xuất sắc – một màn hình rộng mở ra cảnh những chiếc lá Thiên Đường và những mê cung đông đúc với những chú bọ đang ấu yếm, trò chuyện, pha trò – tất cả khiến cho bộ phim của DreamWorks nếu mang so sánh thì thô sơ như so đài phát thanh với phim hoạt hình vậy” Richard Corliss viết. Doanh thu của bộ phim cao gấp đôi so với Antz, 163 triệu đô-la doanh thu trong nước và 363 đô-la trên toàn cầu. (Doanh thu của nó cũng đánh bại Hoàng tử Ai Cập.)

Vài năm sau, Katzenberg đến gặp Jobs và cố gắng giảng hoà. Ông khẳng định mình chưa bao giờ nghe nói ý tưởng về A Bug’s Life khi còn ở Disney; nếu có thì hẳn nào ông cũng đòi hỏi Disney phải chia sẻ lợi nhuận cho mình, vì vậy chắc chắn ông không việc gì phải nói dối về điều đó. Jobs cười vang và chấp nhận lời bào chữa. “Tôi đã đề nghị anh thay đổi ngày công chiếu, nhưng anh không chịu, thế nên anh đừng nổi cáu vì tôi chỉ muốn bảo vệ đứa con của mình,” Katzenberg nói với Jobs. Ông nhớ lại rằng Jobs “thực sự bình tĩnh và giống một người hành thiền đích thực” và nói ông hiểu rồi. Nhưng sau này Jobs nói ông không bao giờ thực sự bỏ qua cho Katzenberg:

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Bộ phim của chúng tôi thắng về doanh thu. Điều đó có dễ chịu không? Không, cảm giác vẫn rất kinh khủng, bởi vì người ta đã bắt đầu nói về cách làm phim côn trùng ở Hollywood. Hắn đã cướp ý tưởng nguyên bản tuyệt vời của John, và điều đó không bao giờ sửa chữa được. Thật táng tận lương tâm, vì vậy tôi không bao giờ tin anh ta nữa, ngay cả khi anh ấy cố gắng làm hoà. Sau thành công của Shrek, ông đến gặp tôi và nói, “Tôi đã thay đổi, cuối cùng tôi cũng có thể hài lòng với bản thân,” thật tào lao. Nó giống như thể, hãy để tôi yên đi, Jeffrey.

Về phần mình, Katzenberg lịch sự hơn thế nhiều. Ông vẫn coi Jobs là một trong những “thiên tài thực sự trên thế giới này,” và ông vẫn tôn trọng Jobs mặc dù mối quan hệ không êm ả giữa hai người.

Đánh bại Antz còn có một ý nghĩa quan trọng hơn, đó là chứng minh Pixar không chỉ sản xuất được phim bom tấn một lần duy nhất. Doanh thu của A Bug’s Life ngang ngửa với Toy Story chứng minh thành công đầu tiên không phải là ăn may. “Trong kinh doanh có những thứ kinh điển, như hội chứng sản phẩm thứ hai,” Jobs sau này đã phát biểu như vậy. Nó xảy ra khi bạn không hiểu vì sao sản phẩm đầu tiên của bạn lại thành công đến vậy. “Tôi đã trải qua điều ấy ở Apple. Cảm giác của tôi là, nếu chúng tôi có thể thành công ở bộ phim thứ hai, thì chúng tôi chắc chắn có thể làm được.”

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Bộ phim của riêng Steve

Toy Story 2 ra mắt vào tháng Mười hai năm 1999, thậm chí còn thành công hơn trước, với tổng doanh thu trên toàn cầu là 485 triệu đô-la. Thành công của Pixar giờ đây đã được bảo chứng, đã đến lúc xây dựng một trụ sở trưng bày. Jobs và nhóm Pixar nhanh chóng tìm thấy nhà máy sản xuất nước quả đóng hộp Del Monte ở Emeryville, một khu công nghiệp lân cận nằm giữa Berkeley và Oakland, chỉ đi qua Cầu Cảng từ San Francisco là đến. Họ phá bỏ nhà máy này đi và Jobs đặt hàng Peter Bohlin, kiến trúc sư các cửa hàng của Apple thiết kế một toà nhà nằm trên khu đất 16 hécta.

Jobs theo sát tiến độ của toà nhà, trên mọi phương diện, từ ý tưởng tổng thể cho đến những chi tiết tỉ mẩn nhất, bao gồm cả vật liệu xây dựng và quá trình xây dựng. “Steve có niềm tin sắt đá rằng một toà nhà hợp lý có thể tạo ra những thứ vĩ đại cho nền văn hoá,” chủ tịch của Pixar, Ed Catmull nói. Jobs kiểm soát quá trình sáng tạo ra toà nhà này giống cách một ông đạo diễn lăn lộn với từng cảnh phim. “Toà nhà Pixar chính là bộ phim của riêng Steve” Lasseter nói.

Lúc đầu, Lasseter những muốn xây dựng một studio kiểu Hollywood cổ điển, với những toà nhà tách biệt với từng dự án khác nhau và các khu nhà gỗ dành cho những đội phát triển sáng tạo. Nhưng mọi người ở Disney nói họ không thích dinh cơ mới của mình bởi vì các nhóm cảm thấy bị cô lập và Jobs đồng tình. Trên thực tế, ông quyết định họ nên đi về thái cực còn lại: một toà nhà lớn bao quanh hội trường trung tâm nhằm khuyến khích mọi người gặp gỡ lẫn nhau.

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Mặc dù là một cư dân trong thế giới số, hay phải chăng chính ông cũng hiểu quá rõ cảm giác bị cô lập là như thế nào, Jobs là một tín đồ cuồng nhiệt của những cuộc họp trực diện. “Người ta cố thuyết phục rằng trong thời đại kết nối như hiện nay, các ý tưởng sẽ được phát triển bằng email và iChat,” ông nói. “Điều đó thật điên rồ. Sáng tạo nảy sinh từ những cuộc họp hành trực tiếp, qua những cuộc thảo luận ngẫu nhiên. Bạn đi qua một đồng nghiệp, hỏi người ấy dạo này thế nào, bạn hào hứng “Ôi thế à” và rất nhanh sau đó, các bạn nung nấu được cả đống ý tưởng.”

Vì thế ông muốn toà nhà Pixar được thiết kế để mọi người gặp gỡ và họp mặt ngẫu nhiên. “Nếu một toà nhà không làm được điều đó, bạn sẽ đánh mất sự sáng tạo và điều kì diệu lấp lánh toả ra từ những cơ hội tình cờ,” ông nói. “Thế là chúng tôi đã thiết kế một toà nhà khiến mọi người muốn đi ra khỏi văn phòng của mình và tụ tập ở khu trung tâm, với những người mà bình thường có lẽ họ chẳng bao giờ gặp gỡ.” Cửa trước, cầu thang chính và các hành lang đều dẫn đến hội trường trung tâm, quán café và các bảng thông báo đều ở đó, các phòng họp với cửa sổ đều nhìn xuống hội trường với sáu trăm ghế ngồi như trong rạp hát và hai phòng chiếu nhỏ hơn, tất cả đều quy tụ về hội trường. “Lí thuyết của Steve hiệu quả ngay từ ngày đầu tiên,” Lasseter nhớ lại. “Tôi đi ngang qua những người mà cả tháng tôi chẳng gặp lần nào. Tôi chưa bao giờ thấy một toà nhà lại khuyến khích sự hợp tác và sáng tạo đến mức này.”

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Thậm chí Jobs còn hơi quá đà khi cho thiết kế chỉ có 2 khu vệ sinh rộng trong toà nhà, một dành cho nam, một dành cho nữ và cũng nối đến hội trường trung tâm. “Cậu ấy cảm thấy bức thiết, cực kỳ bức thiết,” Pam Kerwin, quản lý chung của Pixar nhớ lại. “Một số người cảm thấy như vậy là hơi quá đà. Một phụ nữ mang bầu nói cô không thể đi bộ 10 phút chỉ để đi vệ sinh, và chuyện đó gây ra một cuộc cãi vã lớn. Đó là một trong số ít lần mà Lasseter không đồng thuận với Jobs. Họ tiến tới một thoả hiệp: mỗi tầng sẽ có hai khu vệ sinh, ở mỗi cánh của hội trường, ở cả hai tầng.

Vì những cột trụ bằng thép trong toà nhà được thiết kế lộ thiên, nên Jobs xem xét mọi mẫu thử ở các nhà máy trên khắp đất nước để xem màu nào và kết cấu nào sẽ phù hợp nhất. Ông chọn một nhà máy cán sắt thép ở Arkansas và yêu cầu họ cán thép thành một màu thép nguyên chất và đảm bảo những người vận chuyển tuyệt đối không được tạo ra một tì vết nào trên đó. Ông cũng đòi hỏi tất cả các trụ thép đều đặc và nguyên khối. “Chúng tôi phun cát làm sạch thép và vỏ ngoài của nó trơn bóng, để ai cũng có thể thấy nó giống cái gì,” ông nhớ lại. “Khi những thợ phun cát làm sạch thép chuyển những trụ cột đến, họ mang theo cả gia đình mình đến vào cuối tuần để cho họ có thể chiêm ngưỡng.”

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Một điểm điên rồ nhất trong toà nhà này chính là “Căn phòng Tình yêu.” Một hoạ sĩ phim hoạt hình đã tình cờ tìm ra một cánh cửa nhỏ phía sau một bức tường khi anh đi vào văn phòng của mình. Nó nối với một hành lang thấp lè tè, phải cúi xuống mới chui qua được và dẫn tới một căn phòng phủ đầy lá kim loại để cung cấp khí điều hoà vào trong phòng. Anh và các đồng nghiệp đã trưng dụng căn phòng bí mật này, trang hoàng nó bằng những bóng đèn Giáng sinh và những chiếc đèn màu, trang bị đồ đạc cho nó, với những chiếc ghế dài in hình loài vật, những chiếc gối tua và dựng ra cả một quán bar với cocktail, các loại rượu và khăn ăn có đề “Căn phòng tình yêu.” Một chiếc camera được gắn ở hành lang cho phép những người bên trong phòng biết được có ai đang tới gần.

Lasseter và Jobs đã mời những vị khách quan trọng đến chỗ này và mời họ ký tên lên bức tường. Trong đó có chữ ký của Michael Eisner, Roy Disney, Tim Allen và Randy Newman. Jobs thích căn phòng này, nhưng vì ông không phải là người hay uống rượu, nên ông thường dùng nó như Căn Phòng Suy Tưởng. Ông nói, nó gợi nhớ đến ông, con người mà ông và Daniel Kottke biết đến hồi ở Reed, nhưng không chất chứa đắng cay.

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Chia tách

Trong cuộc họp công khai trước hội đồng giám đốc vào tháng Hai năm 2002, Michael Eisner đã chỉ trích những quảng cáo mà Jobs đã làm ra cho iTunes của Apple. “Các công ty máy tính đã cho đăng những quảng cáo tràn trang, và những tấm biển hiệu quảng cáo thì chỉ toàn: Bắt chước, nhào trộn và ghi ra đĩa,” ông tuyên bố. “Nói cách khác, họ đã tạo ra một tên ăn cắp và phân phát nó cho tất cả bạn bè của mình nếu họ mua phải những chiếc máy tính ấy.”

Đó không phải là một lời nhận xét khôn ngoan. Từ “bắt chước” bị hiểu nhầm ý nghĩa và bị hiểu theo hàm ý là bóc mẽ người khác chứ không đơn thuần là sao chép và nhập các file dữ liệu từ đĩa CD vào máy tính. Hàm ý của nó rõ ràng là khiến Jobs rất bực bội, và Eisner thừa biết điều đó. Và như thế thì thật không khôn ngoan. Pixar khi ấy vừa mới công chiếu bộ phim thứ tư trong hợp đồng với Disney, Monsters, Inc., (Tổng công ty quái vật), với mức doanh thu thành công nhất từ trước tới nay, 525 triệu đô-la trên toàn thế giới. Hợp đồng của Pixar với Disney sắp đến ngày đáo hạn, và Eisner đã khiến nó dễ dàng hơn bao giờ hết bằng cách công khai chọc đũa vào mắt đối tác. Jobs vẫn rất hoài nghi và gọi điện thoại cho một lãnh đạo của Disney để trút bầu tâm sự: “Anh có biết Michael vừa làm gì với tôi không?”

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Eisner và Jobs đến từ hai nền tảng khác nhau và có cách ứng xử hoàn toàn đối lập, nhưng họ giống nhau ở một điểm là đều có cá tính mạnh mẽ và không mấy khi thấy cần phải thoả hiệp. Cả hai đều có đam mê tạo ra những sản phẩm tốt, thường chú tâm quản lý đến từng chi tiết nhỏ nhất, và chẳng thấy cần thiết đưa ra những lời chỉ trích bọc đường. Nhìn cách Eisner tự mình đi thử tàu cao tốc Cuộc sống Hoang dã trong Vương Quốc Loài Vật của Disney World rất nhiều lần và rồi đưa ra những yêu cầu thông minh nhằm mang đến cho khách hàng những trải nghiệm tốt đẹp hơn, cũng giống như xem Jobs dùng thử giao diện của một chiếc iPod cho đến khi tìm ra cách làm cho nó trở nên đẹp, đơn giản và tinh tế hơn. Quan sát cách họ quản lý nhân viên thì mang lại kinh nghiệm bớt hay hơn một chút.

Cả hai đều thích thúc đẩy người khác hơn là bị người khác thúc ép mình, điều đó tạo ra bầu không khí không lấy gì làm dễ chịu cho lắm khi cả hai đều cố gắng làm như vậy đối với người còn lại. Trong một cuộc tranh cãi, cả hai đều có xu hướng khẳng định người còn lại dối trá. Hơn nữa, cả Eisner và Jobs dường như đều cho rằng mình chẳng cần học gì từ người còn lại; thậm chí cả hai còn chẳng buồn giữ lễ một chút với nhau, kiểu như giả vờ thấy rằng vẫn còn những thứ đáng học hỏi từ người còn lại. Jobs đẩy trách nhiệm cho Eisner:

Điều tệ hại nhất, trong suy nghĩ của tôi, đó là Pixar đổi mới thành công lĩnh vực kinh doanh của Disney, mang đến hết bộ phim tuyệt vời này đến bộ phim tuyệt vời khác, trong khi Disney thì xịt hết dự án này đến dự án khác. Thế nào bạn cũng nghĩ CEO của Disney ít ra cũng phải tò mò xem Pixar đang làm gì. Nhưng trong suốt 20 năm hai bên quan hệ với nhau, ông ta chỉ đến Pixar tổng cộng có khoảng 2,5 giờ, chỉ nói vài câu chúc mừng ngắn. Ông ta chưa bao giờ tò mò. Tôi kinh ngạc. Sự tò mò rất quan trọng.

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Nhận xét ngày quá thô lỗ. Eisner đến thăm Pixar nhiều hơn thế một chút, bao gồm cả những chuyến thăm khi Jobs không đi cùng. Nhưng sự thực là ông tỏ ra ít tò mò về các nghệ sỹ cũng như công nghệ mới ở xưởng phim Pixar. Tương tự, Jobs cũng không bỏ nhiều thời gian để học hỏi kinh nghiệm quản lý của Disney.

Jobs và Eisner bắt đầu “tấn công” nhau vào mùa hè năm 2002. Jobs vốn luôn ngưỡng mộ tinh thần sáng tạo của Walt Disney vĩ đại, đặc biệt việc ông đã xây dựng một công ty tồn tại qua nhiều thế hệ. Ông coi cháu trai của Walt, Roy, như hiện thân của di sản và tinh thần lịch sử này. Roy vẫn có mặt trong ban giám đốc điều hành của Disney, bất chấp sự xa cách ngày một lớn của Eisner dành cho ông, và Jobs cho Roy biết sẽ không có chuyện kí tiếp hợp đồng Pixar-Disney chừng nào Eisner còn làm CEO.

Roy Disney và Stanley Gold, đồng minh thân cận của ông ở ban giám đốc của Disney bắt đầu cảnh báo những giám đốc khác về vấn đề với Pixar. Điều đó khiến Eisner đột ngột gửi cho toàn thể ban giám đốc một email thái quá vào cuối tháng Tám năm 2002. Ông ta tự tin rằng cuối cùng thì Pixar cũng phải kí tiếp hợp đồng thôi, ông nói, một phần bởi vì Disney đang nắm giữ toàn bộ bản quyền các bộ phim của Pixar cũng như các nhân vật xuất hiện từ hồi đó đến giờ. Hơn nữa, ông nói, Disney thậm chí còn có được vị thế thương thảo tốt hơn trong năm đó, sau khi Pixar hoàn thành bộ phim Đi tìm Nemo (Finding Nemo). “Hôm qua chúng ta đã xem lại lần hai bộ phim mới của Pixar, Finding Nemo sẽ ra mắt vào tháng Năm tới,” ông viết. “Hiện thực sẽ bày ra trước mắt những người đó. Tốt thôi, nhưng không có chuyện phim này cũng tốt như các bộ phim trước của họ. Tất nhiên là họ thì luôn nghĩ nó tuyệt vời.” Có hai vấn đề lớn đối với bức thư ở đây: Nó bị rò rỉ cho tờ Los Angeles Times, khiến Jobs quyết định phản công và nhận xét của Eisner về bộ phim đã sai, rất sai.

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Finding Nemo trở thành bộ phim thành công nhất của Pixar (và của cả Disney). Nó còn dễ dàng đánh bại Vua Sư Tử và trở thành, vào thời điểm đó, bộ phim hoạt hình thành công nhất trong lịch sử. Doanh thu nội địa là 340 triệu đô-la và 868 triệu đô-la trên toàn thế giới. Đến năm 2010, bộ phim còn có số lượng phát hành đĩa DVD nhiều nhất mọi thời đại, với 40 triệu bản được bán và trở thành một trong những khu vực được yêu thích nhất trong các công viên của Disney. Hơn nữa, bộ phim giàu hình ảnh, huyền ảo và chất chứa đầy tính nghệ thuật đẹp đẽ sâu sắc đã giành giải được giải thưởng Oscar danh giá cho bộ phim hoạt hình hay nhất. “Tôi thích bộ phim này vì nó nói về sự chấp nhận mạo hiểm và học cách thúc đẩy những người bạn yêu thương mạo hiểm,” Jobs nói. Thành công của bộ phim mang về cho Pixar 183 triệu đô-la tiền mặt, nâng tổng số tiền trong kho của Pixar lên đến 521 triệu đô-la trước khi bước vào vòng thương thảo cuối cùng với Disney.

Không lâu sau khi phim Finding Nemo hoàn thành, Jobs đặt Eisner trước một đề nghị quá ư một chiều, mà gần như chắc chắn là đối phương sẽ từ chối. Thay vì hai bên chia nhau 50/50 doanh thu, như hợp đồng cũ, Jobs đề nghị một thoả thuận mới trong đó Pixar sẽ sở hữu toàn bộ các bộ phim họ làm ra và cả các nhân vật, và chỉ chi trả cho Disney 7,5% phí phát hành các bộ phim. Hơn nữa, hai bộ phim đang làm dở với Disney là Gia đình siêu nhân (The Incredible) và Thế giới Ô tô (Cars) vốn nằm trong thời gian hợp đồng cũ vẫn còn hiệu lực sẽ lập tức chuyển sang tính như trong thoả thuận mới.

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Tuy nhiên, Eisner vẫn giữ một con át chủ bài. Thậm chí nếu Pixar không tiếp tục kí hợp đồng với Disney, Disney vẫn có quyền làm các phần tiếp theo của Toy Story và các bộ phim khác mà Pixar đã làm, và sở hữu toàn bộ những nhân vật từ Woody cho đến Nemo, giống như họ vẫn đang sở hữu Chuột Mickey và Vịt Donald vậy. Eisner cũng đã lên kế hoạch – hoặc hăm doạ - sẽ cho xưởng phim hoạt hình của Disney thực hiện Toy Story 3 nếu Pixar từ chối. “Khi bạn thấy những gì công ty làm để sản xuất Cinderella II, bạn sẽ rùng mình bởi những gì đã xảy ra,” Jobs nói.

Eisner có khả năng đẩy Roy Disney ra khỏi hội đồng quản trị vào năm 2003, nhưng điều đó không kết thúc mọi rắc rối. Roy Disney công bố một bức thư ngỏ rất gay gắt. “Công ty đang đánh mất sự tập trung, năng lượng sáng tạo và di sản để lại,” ông viết. Bài diễn văn của Eisner khẳng định sự thất bại, trong đó bao gồm cả việc không tiếp tục xây dựng một mối quan hệ bền vững với Pixar. Tới thời điểm đó, Jobs cũng quyết định rằng ông không muốn làm việc với Eisner nữa. Đến tháng Một năm 2004, ông tuyên bố rộng rãi quyết định sẽ cắt thoả thuận với Disney.

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Jobs thường giữ nguyên tắc không công bố rộng rãi ra bên ngoài những quan điểm mạnh mẽ của mình, mà chỉ thường chia sẻ với bạn bè bên bàn ăn của ông ở Palo Alto. Nhưng lúc này ông không làm như thế. Tại cuộc họp báo với các phóng viên, ông nói trong khi Pixar đang sản xuất ra những tác phẩm đỉnh cao, thì hãng phim hoạt hình Disney chỉ làm những thứ “đáng xấu hổ.” Ông chế giễu quan niệm của Eisner rằng Disney đang đóng góp sáng tạo cho những bộ phim của Pixar: “Sự thật là có rất ít quan hệ sáng tạo với Disney trong những năm qua. Các bạn có thể so sánh chất lượng phim của chúng tôi với những bộ phim mà Disney đã làm trong 3 năm qua và tự đưa ra cho mình phán xét xem khả năng sáng tạo của mỗi công ty như thế nào.” Khi nói về việc xây dựng một đội ngũ sáng tạo tốt hơn nữa, Jobs đã dừng lại ở một việc đáng ghi nhận, đó là xây dựng một thương hiệu hấp dẫn chẳng kém gì Disney, đối với nhũng người ham mê điện ảnh. “Chúng tôi nghĩ thương hiệu Pixar giờ đây đã là thương hiệu mạnh nhất và đáng tin cậy nhất trong lĩnh vực hoạt hình.” Khi Jobs gọi điện để động viên Roy Disney, ông ấy đã trả lời: “Khi nào tên phù thuỷ xấu xa chết, chúng ta sẽ lại ở bên nhau.”

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John Lasseter rất hoảng sợ trước viễn cảnh chia tay với Disney. “Tôi lo lắng cho những đứa con mình, bọn họ sẽ làm gì với những nhân vật mà chúng tôi đã tạo ra,” ông hồi tưởng. “Điều đó làm tan nát trái tim tôi.” Khi ông nói với những nhân viên hàng đầu của mình trong phòng họp của Pixar, ông bắt đầu khóc và ông lại khóc lần nữa khi nói chuyện trước khoảng 800 nhân viên trong phòng họp trung tâm của xưởng phim. “Giống như bạn có một đàn con mà bạn yêu thương, và rồi bạn phải cho chúng đi làm con nuôi những người có tiền sự bạo hành trẻ em.” Jobs đã bước vào phòng họp và cố gắng xoa dịu mọi thứ. Ông giải thích tại sao lại cần dứt tình với Disney, và ông đảm bảo rằng Pixar với vị thế một trung tâm như hiện nay chắc chắn sẽ vẫn tiến lên phía trước và gặt hái thành công. “Ông ấy có khả năng tuyệt đối khiến bạn tin tưởng,” Oren Jacob, một kĩ sư công nghệ lâu năm ở xưởng phim phát biểu. “Bỗng nhiên, tất cả chúng tôi có được niềm tin rằng, dù có chuyện gì xảy ra, Pixar vẫn sống tốt.”

Bob Iger, giám đốc điều hành của Disney đã phải nhảy vào và ráo riết chiếm lấy quyền kiểm soát. Ông nhạy cảm, cứng rắn so với những người thất thường ở xung quanh. Trước đây ông làm trong ngành truyền hình; từng là chủ tích của ABC Network, bắt đầu được biết đến năm 1996 nhờ Disney. Ông được biết đến như một nhà tổ chức tài ba, một nhà quản lý khéo léo và còn có một đôi mắt tinh tường trong việc tìm kiếm những tài năng, khả năng thấu hiểu người khác và là một người khá trầm tĩnh, rất biết lúc nào im lặng để giữ an toàn. Không giống Eisner và Jobs, ông luôn giữ được sự bình tĩnh nghiêm ngặt, nhờ thế giúp ông có thể thoả thuận với những đối tượng có cái tôi lớn. “Steve đã thẳng thừng tuyên bố kết thúc đàm phán với chúng tôi,” Iger sau này nhớ lại. “Hai bên đang ở trong tình trạng căng thẳng, và tôi phải sắp xếp vài cuộc chuyện trò để xoa dịu tình hình.”

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Eisner đã nắm quyền hơn 10 năm huy hoàng ở Disney, khi Frank Well giữ vị trí chủ tịch. Wells để Eisner tự do, không phải tham gia quá nhiều vào việc quản trị trực tiếp, để ông có thể đóng góp ý kiến, thường là những ý kiến có giá trị và luôn sáng chói, nhằm thúc đẩy từng dự án phim, chủ đề chung của khu công viên, cố vấn truyền hình và vô số những sản phẩm khác. Nhưng sau khi Wells bị tử nạn trong vụ rơi máy bay năm 1994, Eisner không bao giờ tìm được người quản lý đúng đắn nữa. Katzenberg yêu cầu được ngồi vào vị trí của Wells, đó là lí do vì sao Eisner hất cẳng ông. Michael Ovitz trở thành chủ tịch vào năm 1995; nhưng đó không phải là một lựa chọn đúng đắn, và ông này giữ vị trí này không quá hai năm. Sau này Jobs đã đánh giá lại đóng góp của Eisner như sau:

Trong 10 năm đầu tiên làm CEO, Eisner đã làm rất tốt. Trong 10 năm sau, ông làm rất tệ. Và sự thay đổi diễn ra khi Frank Wells chết. Eisner là một người rất sáng tạo. Ông ấy luôn đưa ra những lời nhận xét chuẩn xác. Vì vậy, khi Frank giữ vai trò là nhà tổ chức hoạt động, Eisner, như một chú ong nghệ, được tự do bay từ dự án này qua dự án khác và làm cho chúng tốt hơn. Nhưng khi chính Eisner phải tham gia tổ chức mọi việc, ông ấy trở thành một nhà quản lý tệ hại. Không ai thích làm việc với ông ấy. Họ cảm thấy mình không có quyền hành gì cả. Ông ấy giữ chiến lược xây dựng nhóm độc tài như Gestapo, trong đó bạn sẽ không được tiêu dù chỉ một đồng, thậm chí là một hào nếu không được sự cho phép của ông ấy. Thậm chí khi giữa tôi và ông ấy có những xung đột, tôi vẫn phải tôn trọng những gì ông ấy đã đóng góp trong 10 năm đầu. Tôi có thích một số điểm ở ông ấy: vui vẻ, thông minh và dí dỏm. Nhưng cũng có những mảng tối trong ông. Cái tôi của ông ấy quá lớn. Lúc đầu, Eisner rất hợp lý và công bằng, nhưng dần dần, qua những vòng đàm phán trong vòng một thập kỉ qua, tôi đã bắt đầu nhìn ra những khoảng tối trong ông ấy.

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Vấn đề lớn nhất của Eisner vào năm 2004 đó là ông đã không thực sự hiểu phân xưởng phim hoạt hình của ông đang lộn xộn đến mức nào. Hai bộ phim mới nhất của họ, Treasure Planet (Hành tinh Báu vật) và Brother Bear (Anh em Gấu) vừa không mang lại danh tiếng cho Disney, và cũng chẳng đáp ứng được yêu cầu tài chính. Trước đây, các bộ phim hoạt hình ăn khách là dòng máu nuôi sống công ty; chúng “đẻ” ra những công viên vui chơi theo chủ đề, sản xuất đồ chơi và những chương trình truyền hình. Toy Story đi đầu trong việc làm các phần tiếp theo, chương trình Disney on Ice, nhạc kịch Toy Story được trình diễn trên du thuyền của Disney, một bộ phim ăn theo nhân vật chính Buzz Lightyear, hàng loạt truyện tranh máy tính, hai trò chơi điện tử, và hàng chục đồ chơi hành đồng đã được bán ra tới 25 triệu bộ, một dòng thời trang và 9 khu công viên Disney ra mắt. Nhưng Treasure Planet thì không làm được điều đó.

“Michael không hiểu rằng vấn đề của phân nhánh hoạt hình Disney đã cấp bách lắm rồi,” Iger sau này giải thích. “Tự điều đó đã giải thích tại sao ông ấy lại đối xử như vậy với Pixar. Ông không cảm thấy mình cần Pixar nhiều như thực tế.” Hơn nữa, Eisner thích đàm phán và ghét thoả hiệp, cách đấy không phải là lúc nào cũng hiệu quả khi đàm phán với Jobs, vì ông ta cũng y như vậy. “Mọi cuộc đàm phán đều được kết thúc bằng các thoả hiệp,” Iger nói. “Cả hai người đó đều là những nhà đàm phán bậc thầy.”

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Sự bế tắc cuối cùng cũng kết thúc vào một buổi tối thứ Bảy, vào tháng Ba năm 2005, khi Iger nhận được cuộc gọi từ cựu thành viên hội đồng cấp cao George Michell và những thành viên hội đồng quản trị khác. Họ nói rằng trong vài tháng nữa, họ sẽ bổ nhiệm Iger vào vị trí CEO, thay thế cho Eisner. Ngay sáng hôm sau khi thức dậy, Iger gọi điện thoại cho các con gái của mình, rồi gọi cho Steve và John Lasseter. Ông nói, rất đơn giản và rõ ràng, rằng ông đánh giá cao Pixar và muốn đàm phán. Jobs vô cùng kinh ngạc. Ông thích Iger và lấy làm ngạc nhiên khi biết mối liên hệ nhỏ giữa họ: Jennifer Egan, bạn gái cũ của ông và vợ của Iger, Willow Bay, trước đây là bạn cùng phòng của nhau ở trường Penn.

Mùa hè năm đó, trước khi Iger chính thức nhậm chức, ông và Jobs đã bắt đầu có những cuộc dạo đầu cho hợp đồng giữa hai bên. Apple vừa cho ra iPod cho phép xem video và nghe nhạc cùng một lúc. Nó cần bán cả các chương trình truyền hình nữa, và Jobs không muốn hé lộ quá nhiều vấn đề này ra bên ngoài, bởi vì, như thường lệ, ông muốn sản phẩm phải được giữ kín cho đến khi ông tiết lộ chính thức trên sân khấu. Iger, người sở hữu rất nhiều iPod và dùng chúng suốt ngày từ 5 giờ sáng khi ông thức dậy cho đến tối khuya khi ông đi ngủ, cũng đã nhìn ra tiềm năng bán các chương trình truyền hình trên sản phẩm này lớn đến mức nào. Vì vậy, ngay lập tức ông đề nghị hai chương trình ăn khách nhất của đài ABC, Desperate Housewives (Những bà nội trợ kiểu Mỹ) và Lost (Mất tích). “Chúng tôi thoả thuận về hợp đồng ấy trong vòng một tuần, và nó tương đối phức tạp,” Iger nói. “Điều quan trọng là vì Steve muốn xem tôi làm việc thế nào, và bởi vì nó sẽ chứng minh cho mọi người khác ở Disney thấy thực tế là Disney có thể làm việc với Steve.”

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Đối với buổi ra mắt tính năng video của iPod, Jobs đã thuê một nhà hát ở San Jose, và mời Iger trở thành vị khách đặc biệt lên sân khấu. “Tôi chưa bao giờ tham dự một cuộc ra mắt sản phẩm mới của Jobs, vì vậy tôi không hề biết điều đó có ý nghĩa lớn đến mức nào,” Iger nhớ lại. “Nó là dấu mốc làm thay đổi thực sự mối quan hệ của chúng tôi. Ông ấy nhìn nhận tôi là một nhà công nghệ chuyên nghiệp và sẵn lòng chấp nhận mạo hiểm.”

Jobs, như thường lệ, mang đến một buổi giới thiệu sản phẩm làm thoả mãn những người sành công nghệ, đã trình chiếu một lượt tất cả những tính năng mới của iPod mới, và vì sao nó là “một trong những thứ tuyệt vời nhất mà chúng tôi từng tạo ra,” và Kho Nhạc iTunes sẽ bán video âm nhạc và phim ngắn như thế nào. Thế rồi, cũng như thói quen thường thấy ở ông, ông nói thêm “Và vâng, còn một thứ nữa: iPod sẽ bán các chương trình truyền hình. Tiếng vỗ tay vang dội. Ông đề cập tới hai chương trình truyền hình ăn khách nhất đang được trình chiếu trên ABC. “Và ai sở hữu ABC? Disney! Tôi biết họ mà,” ông hoan hỉ.

Khi Iger lên sân khấu, trông ông cũng thoải mái và tự nhiên như Jobs. “Một trong số những điều khiến Steve và tôi thực sự hào hứng đó là một sự kết hợp giữa nội dung tuyệt hảo và công nghệ tuyệt vời,” ông nói. “Thật tuyệt khi được đứng đây và tuyên bố rằng mối liên hệ của chúng tôi với Apple đã được mở rộng,” ông nói thêm. Ngừng lại một chút, ông nói tiếp, “Không phải với Pixar, mà với Apple.”

Rõ ràng là khi mối quan hệ giữa họ ấm lên thì Pixar-Disney một lần nữa lại có cơ hội tái hợp. “Sự kiện đó thể hiện cách tổ chức của tôi, đó là “Yêu thương không hận,” Iger hồi tưởng lại. “Chúng tôi đã gây chiến với Roy Disney, Comcast, Apple và Pixar. Tôi muốn sửa chữa tất cả, trên hết là với Pixar.”

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Iger khi ấy vừa trở về từ lễ khai trương Disneyland mới ở Hong Kong, với Eisner, và đó là sự kiện lớn cuối cùng mà ông tham dự trên cương vị là CEO. Buổi lễ diễn ra với cuộc diễu hành đã trở thành thông lệ của Disney trên Phố Chính. Iger nhận ra những nhân vật tham gia diễu hành được sáng tạo ra trong vòng một thập kỉ trở lại chỉ toàn là các nhân vật của Pixar. “Khi đoàn diễu hành đi qua,” ông nhớ lại. “Tôi đứng cạnh Michael nhưng tôi giữ lại điều nhận thức đó cho riêng mình, bởi vì nó chính là lời buộc tội trách nhiệm với phim hoạt hình rõ ràng nhất đối với ông ấy trong suốt thập kỉ qua. Sau 10 năm với Vua Sư Tử, Người đẹp và Quái thú, và Aladdin, thì 10 năm tiếp theo là con số 0 tròn trĩnh.”

Iger trở lại Burbank và tiến hành một vài phân tích tài chính. Ông phát hiện ra thực tế trong 10 năm trở lại đây, công ty vẫn chi tiền để làm phim hoạt hình nhưng lại sản xuất ra rất ít sản phẩm bổ sung. Trong cuộc họp đầu tiên với cương vị là CEO, ông đã trình bày phân tích đó với ban giám đốc, và họ thực sự giận dữ vì không hề được báo cáo về vấn đề ấy. “Nếu không làm ra phim hoạt hình, thì công ty của chúng ta cũng đi tong,” ông nói với ban giám đốc. “Một bộ phim hoạt hình ăn khách sẽ tạo ra một đợt sóng lớn, và kéo theo nó là hàng loạt những hoạt động kinh doanh ăn theo – từ nhân vật để diễu hành, đến âm nhạc, đến công viên, đến trò chơi điện tử, TV, Internet, và các sản phẩm tiêu dùng. Nếu tôi không là người tạo sóng, thì công ty sẽ không thể thành công.” Ông cũng đưa ra một vài phương án để lựa chọn. Họ có thể tiếp tục dính chặt với việc quản lý phân nhánh hoạt hình như hiện tại, mà ông nghĩ rằng nó sẽ không hiệu quả. Họ cũng có thể thay đổi quản lý và tìm người khác. Hoặc họ có thể mua Pixar. “Vấn đề là, tôi không biết nó có bán hay không, và nếu có, chắc hẳn đó sẽ là một khoản tiền lớn,” ông nói. Hội đồng cho phép ông thử tìm hiểu đàm phán.

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Iger thực thi nhiệm vụ này theo một cách lạ thường. Lần đầu nói chuyện với Jobs, ông thừa nhận sự khám phá thú vị của mình khi ở Hong Kong, và nó khiến ông hiểu ra rằng Disney cần Pixar đến mức nào. “Đó là lý do đơn giản giải thích vì sao tôi yêu quí Bob Iger,” Jobs nhớ lại. “Ông ta đã buột miệng nói ra điều đó. Và đó là cách ngu ngốc nhất khi bạn bắt đầu bước vào một cuộc thương lượng, ít nhất là theo những cuốn sách hướng dẫn kỹ năng đàm phán thông thường. Ông ấy lật bài ngửa và nói “Chúng tôi kiệt sức rồi”. Ngay lập tức tôi thấy mến con người này, bởi vì đó cũng là cách làm việc của tôi. Chỉ là lập tức lật bài ngửa và xem mọi việc có thể tệ đến mức nào.” (Trên thực tế, đó không phải là cách mà Jobs thường dùng trong điều hành. Ông hay bắt đầu thương thuyết bằng việc tuyên bố sản phẩm của công ty còn lại hoặc dịch vụ của họ là rác rưởi.)

Jobs và Iger đi dạo rất nhiều vòng với nhau – xung quanh trụ sở của Apple, ở Palo Alto, và Allen và Co. nằm ở Thung lũng Mặt trời. Đầu tiên họ đưa ra thoả thuận phân phối mới: Pixar sẽ lấy lại quyền sở hữu tất cả các bộ phim và nhân vật mà họ đã sản xuất, đổi lại Disney sẽ có một nửa vốn ở Pixar, và Pixar chỉ trả cho Disney một khoản phí phân phối đối với các bộ phim trong tương lai. Nhưng Iger e ngại rằng hợp đồng như thế sẽ khiến Pixar biến thành đối thủ của Disney, và điều đó là rất tệ, ngay cả khi Disney sở hữu một nửa công ty Pixar. Vì thế, ông bắt đầu gợi ý có lẽ họ nên làm một cái gì đó lớn lao hơn: “Tôi muốn anh hiểu rằng tôi đang thực sự suy nghĩ theo hướng vượt ra mọi giới hạn trong vấn đề này,” ông nói. Jobs dường như cổ vũ hướng đi này. “Rất nhanh chóng mọi việc trở nên rõ ràng với cả hai chúng tôi rằng cuộc thảo luận này đang được dẫn dắt theo hướng sáp nhập,” Jobs nhớ lại.

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Nhưng trước tiên, Jobs cần nhận được sự ủng hộ của John Lasseter và Ed Catmull, vì vậy ông mời họ đến nhà. Ông đi ngay vào vấn đề. “Chúng ta cần phải hiểu hơn về Bob Iger,” ông nói với họ. “Có lẽ chúng ta cũng muốn nhập cuộc để giúp cậu ấy hồi sinh Disney. Một anh chàng vĩ đại đấy.” Lúc đầu họ hoài nghi. “Những gì anh ấy nói khá là sốc,” Lasseter nhớ lại.

Nếu các anh không muốn như vậy, thì cũng không sao, nhưng tôi muốn các anh tìm hiểu Iger trước khi quyết định,” Jobs tiếp tục. “Tôi cũng có cảm giác giống các anh, nhưng tôi thực sự cũng trưởng thành giống anh ta.” Ông giải thích vì sao thoả thuận đưa các chương trình của ABC lên iPod lại dễ dàng như thế, và nói thêm “Disney hiện nay đúng là khác một trời, một vực so với Disney thời Eisner. Anh ta thẳng thắn, và không có ý đồ gì hết.” Lasseter kể lại rằng cả ông và Catmul chỉ biết ngồi im há hốc mồm.

Iger đi làm. Ông bay từ Los Angeles đến nhà Lasseter ăn tối và ở đó đến quá nửa đêm để chuyện trò. Ông cũng mời Catmull ra ngoài ăn tối, và rồi ông đến thăm xưởng phim Pixar, một mình, không có người hướng dẫn, cũng không đi cùng Jobs. “Tôi ra ngoài và gặp tất cả các giám đốc, từng người một, và mỗi người lại hào hứng kể cho tôi nghe bộ phim của họ,” ông nói. Lasseter rất đỗi tự hào vì đội của ông đã gây ấn tượng với Iger, điều đó, tất nhiên cũng khiến ông thiện cảm với Iger hơn. “Tôi thấy tự hào hơn bao giờ hết khi tôi ở Pixar,” ông nói. “Tất cả các đội đều tuyệt vời, và Bob hoàn toàn bị thuyết phục.”

Thực sự thì sau khi xem những gì sẽ thực hiện trong những năm tiếp theo – Cars, Ratatouille, WALL-E – Iger nói với giám đốc tài chính ở Disney, “Ôi Chúa ơi, họ có trong tay toàn những thứ vĩ đại. Chúng ta phải đạt được hợp đồng này. Đây chính là tương lai của công ty.” Ông cũng thừa nhận ông không có chút tin tưởng nào đối với các dự án mà hoạt hình Disney đang thực hiện.

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Thoả thuận mà họ đưa ra là Disney sẽ mua Pixar với giá 7,4 tỷ đô-la bằng cổ phiếu. Do đó, Jobs sẽ trở thành cổ đông lớn nhất của Disney, chiếm 7% tổng số cổ phiếu của công ty, so với 1,7% của Eisner và 1% của Roy Disney. Hoạt hình Disney nằm trong Pixar, với Lasseter và Catmull tiếp tục điều hành cả đơn vị. Pixar vẫn giữ tên thương hiệu độc lập, xưởng làm phim và tổng hành dinh vẫn đặt tại Emeryville, thậm chí Pixar vẫn giữ nguyên địa chỉ email của mình.

Iger yêu cầu Jobs đưa Lasseter và Catmull tới dự một cuộc họp kín với ban giám đốc của Disney ở Century City, Los Angeles vào một sáng Chủ nhật. Mục tiêu là làm cho họ cảm thấy thoải mái với bản hợp đồng có nhiều sự thay đổi căn bản cũng như đắt giá này. Khi họ chuẩn bị bước vào thang máy từ nhà để xe, Lasseter nói với Jobs, “Nếu tôi trở nên quá phấn khích hoặc đi quá xa, nhớ giữ chân tôi lại nhé.” Jobs cuối cùng cũng phải thực hiện điều đó một lần, nhưng mặt khác Lasseter cũng hoàn thành xuất sắc phần của mình. “Tôi nói về cách chúng tôi làm phim, về triết lý của chúng tôi, về sự thành thực mà chúng tôi đối xử với nhau, và cách chúng tôi nuôi dưỡng tài năng,” ông nhớ lại. Ban giám đốc hỏi rất nhiều câu hỏi, và Jobs để Lasseter trả lời hầu hết. Nhưng Jobs bắt đầu lên tiếng khi nói đến sự kết nối giữa nghệ thuật và công nghệ. “Đó là những gì mà văn hoá của chúng tôi hướng tới, hệt như Apple,” ông nói.

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Tuy vậy, trước khi ban giám đốc Disney quyết định cho phép sáp nhập, Michael Eisner bất ngờ xuất hiện và cố gắng làm trệch bánh con tàu. Ông ta gọi cho Iger và nói cái giá ấy quá đắt. “Anh có thể tự xử lý phần làm phim hoạt hình,” Eisner nói với Iger. “Bằng cách nào?” Iger hỏi lại. “Tôi biết anh có thể,” Eisner nói. Iger thấy bực mình. “Michael, làm sao anh có thể nói tôi sẽ xử lý được, khi mà chính bản thân anh cũng cóc làm được gì?” ông nói.

Eisner nói ông muốn tổ chức một cuộc họp với ban giám đốc điều hành, mặc dù ông không còn là một thành viên hoặc một nhân viên, và lên tiếng phản đối cuộc sáp nhập. Iger từ chối, nhưng Eisner đã gọi điện cho Warren Buffett, một cổ đông lớn và George Michell, người vẫn là giám đốc hướng dẫn. Một cổ đông uy tín thuyết phục Iger để Eisner được nói. “Tôi nói với ban giám đốc rằng họ không cần phải mua Pixar vì họ đã sở hữu đến 85% bộ phim của Pixar đã làm,” Eisner thuật lại. Ông dẫn chứng thực tế là đối với những bộ phim đã làm, Disney đã nhận được tỷ lệ phần trăm doanh thu, hơn nữa lại còn có quyền sở hữu với tất cả các phần tiếp theo cũng như quyền khai thác nhân vật. “Tôi đã làm một bài trình bày trong đó nói rõ chỉ có 15% của Pixar mà Disney chưa sở hữu. Đó mới là cái cần phải chiếm nốt. Còn lại thì cứ đánh cược vào tương lai các bộ phim của Pixar.” Eisner thừa nhận Pixar đang trên đà đi lên, nhưng ông nói điều đó sẽ không kéo dài mãi. “Tôi chứng minh bằng lịch sử các nhà sản xuất và đạo diễn có đến X bộ phim bom tấn xếp hàng dài và rồi thất bại như thế nào. Chuyện đó đã xảy ra với Spielberg, Walt Disney, tất cả bọn họ.” Với hợp đồng tốn kém như thế, thì theo tính toán của ông ta, mỗi bộ phim mới của Pixar phải đạt doanh thu 1,3 tỷ đô-la. “Nó sẽ khiến Steve phát điên, vì tôi biết điều đó,” Eisner sau này kể lại.

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Sau khi Eisner rời khỏi phòng, Iger bác bỏ từng lập luận của Eisner. “Hãy để tôi nói cho các ông biết cái bản trình bày này sai ở điểm nào,” ông bắt đầu. Sau khi hội đồng quản trị nghe cả hai bên lập luận, họ quyết định ủng hộ hợp đồng mà Iger đề xuất.

Iger bay đến Emeryville để gặp Jobs và tham dự buổi họp thông báo hợp đồng cho các nhân viên của Pixar. Trước khi ra thông báo, Jobs ngồi riêng với Lasseter và Catmull. “Nếu bất cứ ai trong số các anh vẫn còn nghi ngại,” ông nói, “Tôi có thể nói lại với họ ‘không, cảm ơn’ và quên bản hợp đồng này đi.” Jobs không hoàn toàn thành thực khi nói điều này vì gần như không thể thay đổi gì vào lúc này nữa. Nhưng đó là một cử chỉ ân cần. “Tôi ổn,” Lasseter nói. “Cứ làm thế đi.” Catmull đồng tình. Họ ôm nhau và Jobs nghẹn ngào khóc.

Khi tất cả mọi người đã tụ hợp đầy đủ trong phòng họp trung tâm. Jobs tuyên bố: “Disney đã mua Pixar,”. Vài người bật khóc, nhưng khi ông giải thích bản hợp đồng, nhân viên bắt đầu hiểu rằng bằng cách nào đó, đây là một cuộc sáp nhập ngược. Catmull sẽ trở thành người đứng đầu phân nhánh phim hoạt hình của Disney, Lasseter là giám đốc sáng tạo. Đến cuối cùng, tất cả họ đều vui vẻ. Iger đứng ở bên cánh gà, và Jobs mời ông lên trung tâm sân khấu. Khi ông nói về văn hoá đặc biệt của Pixar và việc Disney cần phải có Pixar để nuôi dưỡng và học hỏi văn hoá đó biết bao nhiêu, đám đông dậy lên những tràng pháo tay.

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“Mục tiêu của tôi luôn là: không chỉ là tạo ra những sản phẩm tuyệt hảo, mà là xây dựng nên những công ty tuyệt vời,” Jobs sau này kể lại. “Walt Disney đã làm được điều đó. Và đó cũng là cách mà chúng tôi làm đối với việc sáp nhập, chúng tôi vẫn giữ Pixar là một công ty tuyệt vời, và giúp Disney cũng trở thành một công ty tuyệt vời như thế.”

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Chương 34

THẾ HỆ MAC ĐẦU THẾ KỶ XXI

Tạo sự khác biệt cho Apple

Với máy iBook năm 1999

Vỏ sò, Khối nước đá lập phương và Hoa hướng dương

Từ khi giới thiệu chiếc máy iMac vào năm 1998, Jobs và Jony Ive đã tạo ra phong cách thiết kế lôi cuốn đặc trưng cho dòng máy tính của Apple. Đó là một chiếc máy tính xách tay cá nhân với kiểu dáng vỏ sò màu cam và một máy tính chuyên dụng để bàn trông như một khối nước đá lập phương trong suốt tinh khiết như tinh thần của Thiền (máy Mac Cube) . Giống như những chiếc quần ống loe giấu ở đáy tủ quần áo, khi đó một vài mẫu thiết kế trông đẹp hơn lúc hồi tưởng về chúng sau này, ở chúng luôn thể hiện một tình yêu thiết kế thái quá. Nhưng họ đã tạo ra sự khác biệt cho Apple và mang đến cho công chúng những cuộc bứt phá cần thiết để tồn tại trong một thế giới tràn ngập Windows.

Vẻ quyến rũ của The Power Mac G4 Cube, phát hành vào năm 2000, ấn tượng đến mức người ta đã trưng bày một chiếc tại Viện Bảo tàng Nghệ thuật Hiện đại New York. Một khối lập phương với cạnh dài 20cm hoàn hảo, kích cỡ bằng một chiếc hộp khăn giấy Kleenex, là dấu ấn rõ nét về khiếu thẩm mỹ của Jobs. Sự tinh tế của nghệ thuật tối giản. Không có bất cứ nút bấm nào khiến mặt phẳng tỳ vết. Không có khay đĩa, chỉ một rãnh nhỏ tinh tế. Và cũng như chiếc Macintosh nguyên thủy, chiếc mày này không có quạt làm mát. Một tinh thần Thiền thuần khiết. “Khi bạn trông thấy một thứ có vẻ ngoài tinh tế, bạn thốt lên, ‘Ồ, tuyệt, có lẽ phần bên trong cũng rất sâu sắc,’ ông nói với tờ Newsweek. “Chúng tôi phát triển bằng cách loại bỏ những thứ vô dụng.”

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Vẻ ngoài không phô trương của G4 Cube lại khiến nó thật nổi trội và ấn tượng. Nhưng trái lại nó đã không thành công. Nó được thiết kế như một máy vi tính để bàn cao cấp, nhưng Jobs muốn chuyển đổi nó, việc ông thường xuyên thực hiện với mọi sản phẩm, thành một chiếc máy có thể tiếp cận đến đại trà người tiêu dùng. Cuối cùng Cube không thể thỏa mãn tốt cả hai thị trường. Những nhà chuyên môn thời bấy giờ không cần một tác phẩm điêu khắc đẹp như trang sức, còn người tiêu dùng của thị trường đại chúng lại không sẵn sàng chi trả gấp đôi số tiền của một máy vi tính để bàn giản dị thông thường. Jobs dự đoán Apple sẽ bán 200 ngàn chiêc Cube mỗi quý. Trong quý đầu tiên, họ đã bán được phân nửa số đó. Quý thứ hai, họ bán chưa đến 30 ngàn chiếc. Sau đó, Jobs thừa nhận rằng ông đã thiết kế Cube quá cầu kỳ và đặt giá quá cao, cũng như với máy tính NeXT. Nhưng ông dần rút ra bài học. Khi xây dựng những sản phẩm như iPod, ông kiểm soát chi phí và tiến hành những thay thế cần thiết để nó có thể phát hành đúng thời hạn và hợp túi tiền.

Một phần vì việc kinh doanh ế ẩm của Cube, doanh thu của Apple vào tháng 9 năm 2000 khá thảm hại. Đó là ngay sau khi bong bóng công nghệ xì hơi và thị trường của Apple trong lĩnh vực giáo dục bị thu hẹp. Giá cổ phiếu công ty, từng lên trên mức 60 đô-la, trong một ngày đã mất tới 50% giá trị, vào đầu tháng mười năm đó, giá cổ phiếu đã rớt xuống còn dưới 15 đô-la.

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Nhưng những điều đó không ngăn cản Jobs tiếp tục cố gắng sáng tạo thiết kế mới, đặc biệt dù chúng có thể kém sinh động. Khi màn hình phẳng trở nên khả thi về mặt thương mại, ông quyết định đã đến lúc thay thế iMac, một máy vi tính để bàn cá nhân có hình dáng như trong phim hoạt hình Jetsons. Ive đưa ra một mẫu thiết kế theo lối cổ điển, với những thiết bị bên trong máy vi tính gắn vào mặt sau màn hình phẳng. Jobs không thích mẫu này. Như ông vẫn thường làm, ở cả Pixar và Apple, ông tạm ngừng mọi việc để suy nghĩ sâu thêm vấn đề. Ông cảm thấy một phần trong mẫu thiết kế thiếu đi tính thuần khiết. “Tại sao phải dùng màn hình phẳng rồi lại gắn tất cả mọi thứ vào phía sau?” ông hỏi Ive. “Chúng ta nên để mỗi thành phần là chính bản thân chúng.”

Hôm đó, Jobs về nhà sớm hơn để nghiền ngẫm vấn đề, rồi ông gọi Ive đến. Họ đi vòng quanh khu vườn nơi vợ Jobs trồng rất nhiều hoa hướng dương. “Mỗi năm tôi đều thực hiện một việc ngông cuồng trong khu vườn, lần này là một rừng hoa hướng dương, một ngôi nhà hoa hướng dương cho bọn trẻ,” bà nhớ lại. “Jony và Steve đang tập trung suy nghĩ về vấn đề thiết kế, rồi Jony hỏi, ‘Nếu màn hình tách rời khỏi bệ giống một bông hoa hướng dương thì sao?’ Ông ấy hào hứng và bắt đầu phác thảo.” Ive luôn muốn thiết kế của mình ẩn chứa một thông điệp, ông nhận thấy hình dạng của bông hoa hướng dương sẽ truyền đạt ý tưởng về một màn hình phẳng linh hoạt và nhanh nhạy đến mức nó có thể hướng đến mặt trời.

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Trong thiết kế mới của Ive, màn hình máy Mac được gắn vào một cổ di động làm bằng crom, vì thế nó không chỉ trông giống một hoa hướng dương mà còn giống một chiếc đèn bàn luxo xấc xược. Thực tế, nó gợi lên vẻ tinh nghịch của Luxo Jr. trong bộ phim ngắn đầu tiên do John Lasseter thực hiện tại Pixar. Apple đã nhận được nhiều bằng thiết kế, hầu hết đều do công của Ive, nhưng trên một trong số đó, trên bằng sáng chế dành cho “hệ thống máy vi tính có một bộ phận di động gắn với màn hình phẳng,” Jobs đã tự ghi tên mình vào vị trí nhà sáng tạo đầu tiên.

Ngẫm lại, một vài thiết kế Macintosh của Apple có vẻ quá xinh xắn, trong khi những hãng sản xuất máy vi tính khác lại theo thái cực đối lập. Lẽ ra đó là ngành công nghiệp đòi hỏi sự sáng tạo, thế nhưng nó lại bị thao túng bởi những thiết kế hình hộp rập khuôn rẻ tiền. Sau một số thất bại với màu sơn xanh và vài kiểu dáng mới, những công ty như Dell, Compaq và HP đã sản xuất máy vi tính đại trà thông qua thuê ngoài và cạnh tranh bằng giá. Với những thiết kế can đảm và trình ứng dụng đột phá như iTunes và iMovie, Apple dường như là nơi duy nhất còn sáng tạo.

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Bên trong là Intel

Sự sáng tạo của Apple còn sâu sắc ngoài sức tưởng tượng. Từ năm 1994, họ đã sử dụng bộ vi xử lý, gọi là PowerPC, do IBM và Motorola hợp tác sản xuất. Trong vài năm, nó nhanh hơn cả chip của Intel, một lợi thế luôn được Apple khai thác triệt để trong những mẩu quảng cáo hài hước. Tuy nhiên, khi Job trở về, Motorola đã tụt hậu trong việc sản xuất ra những phiên bản chip mới. Điều này làm nảy sinh cuộc chiến giữa Jobs và CEO của Motorola, Chris Galvin. Khi Jobs quyết định dừng cấp phép hệ thống điều hành Macintosh cho những nhà sản xuất bản sao, ngay khi ông trở về Apple vào năm 1997, ông đề nghị với Galvin rằng ông có thể xem xét dành một ngoại lệ cho bản sao của Motorola, StarMax Mac, nhưng chỉ khi Motorola tăng tốc phát triển chip PowerPC mới cho máy vi tính xách tay. Cuộc điện đàm trở nên căng thẳng. Jobs cho rằng chip của Motorola thật tệ hại. Galvin, vốn nóng tính, phản pháo. Jobs dập máy. Dự án Motorola StarMax bị hủy, Jobs âm thầm lên kế hoạch tách chip PowerPC của Motorola và IBM ra khỏi Apple và thay bằng chip Intel. Đó là một nhiệm vụ không đơn giản. Việc lập trình lại một hệ thống điều hành cũng phức tạp không kém.

Jobs không nhượng lại bất kỳ quyền lực thật sự nào cho ban giám đốc, nhưng ông vẫn sử dụng các buổi họp để phát triển ý tưởng và suy nghĩ thông qua những chiến lược bí mật, trong khi ông đứng trước bảng và tổ chức thảo luận tự do. Ban giám đốc thảo luận trong mười tám tháng ròng rã, cân nhắcliệu họ có nên chuyển sang sử dụng cấu trúc của Intel. “Chúng tôi bàn luận, đặt ra một loạt câu hỏi và cuối cùng tất cả chúng tôi quyết định điều này là cần thiết,” Art Levinson, một thành viên trong ban giám đốc, nhớ lại.

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Paul Otellini, khi đó đang nhậm chức chủ tịch, sau này trở thành CEO của Intel, bắt đầu hội ý riêng với Jobs. Họ đã biết nhau khi Jobs còn đấu tranh để duy trì NeXT, sau này Otellini kể thêm, “tính kiêu ngạo của ông ấy tạm thời bộc phát.” Otellini có cách nhìn nhận điềm tĩnh và mỉa mai về mọi người, trong một lần trao đổi với Jobs tại Apple vào đầu những năm 2000, ông có vẻ thích thú hơn là khó chịu khi phát hiện ra, “phần tinh túy của Jobs lại sắp ra đi, ông ấy dường như không thể khiêm tốn được nữa.” Intel đã giao dịch với những nhà sản xuất máy vi tính khác, và Jobs muốn có được giá tốt hơn giá của họ. “Chúng tôi phải vận dụng khả năng sáng tạo để kết nối các con số,” Otellini nói. Phần lớn nội dung đàm phán được thông qua, đúng như Jobs mong muốn, trong những chuyến bách bộ dài, đôi khi trên con đường mòn dẫn lên Kính viễn vọng vô tuyến Dish bên trên trường đại học Stanford. Jobs thường sẽ bắt đầu chuyến đi bộ bằng một câu chuyện rồi giải thích làm thế nào ông nhìn thấy sự tiến hóa của lịch sử máy vi tính. Vào cuối buổi ông sẽ mặc cả về giá.

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“Intel đã nổi tiếng là một đối tác khó chịu từ những ngày mà Andy Grove và Craig Barrett còn điều hành công ty,” Otellini nói. “Tôi muốn cho mọi người thấy rằng Intel là một công ty bạn có thể cộng tác.” Vì thế một đội xuất sắc của Intel đã qua làm việc cùng Apple, họ đã có thể đánh bại kỳ hạn chuyển đổi trong sáu tháng. Jobs mời Otellini đến cơ sở của hội đồng quân sư cấp cao “top 100” của Apple, ở đó Otellini, khoác lên người bộ áo choàng phòng thí nghiệm Intel nổi tiếng, trông giống một bộ trang phục thỏ, và trao cho Jobs một cái ôm thật chặt. Tại lễ ra mắt công chúng vào năm 2005, Otellini, vốn là người dè dặt, lặp lại hành động ấy. Dòng chữ “Apple và Intel, cuối cùng cũng bên nhau,” chạy thoáng qua trên màn hình lớn.

Bill Gates rất kinh ngạc. Việc thiết kế những chiếc vỏ máy tính màu sắc sặc sỡ không khiến ông ngạc nhiên, nhưng một chương trình chuyển đổi CPU máy vi tính bí mật, hoàn thành suôn sẻ và đúng hạn quả là một chiến công đáng ngưỡng mộ thật sự. Nhiều năm sau, khi tôi hỏi ông về những thành công của Jobs, ông nói với tôi “Nếu bạn nói, ‘Thôi được, chúng tôi sẽ thay đổi chip vi xử lý và quyết không để lỡ một nhịp nào,’ điều đó nghe thật bất khả thi. Nhưng họ đã làm được.”

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Những quyền chọn mua cổ phiếu

Một trong những tật xấu của Jobs là thái độ đối với tiền. Khi ông trở lại Apple vào năm 1997, ông tự hình dung mình như người cả năm chỉ kiếm được một đô-la, ông làm việc vì lợi ích của công ty hơn là vì cá nhân. Tuy nhiên, ông kiên trì với ý tưởng gói quyền chọn khổng lồ - quyền chọn mua cổ phiếu Apple tại mức giá ấn định – không tùy thuộc vào thủ tục đền bù hàng hóa thông thường của những bản đánh giá và chỉ tiêu thực hiện của ban giám đốc.

Khi ông loại bỏ từ “tạm thời” trong chức vụ của mình và chính thức trở thành CEO, (ngoài một chiếc chuyên cơ) ông còn được Ed Woolard và ban giám đốc đề nghị cấp cho một gói quyền chọn khổng lồ vào đầu năm 2000; bất chấp hình tượng không màng tiền bạc được xây dựng lâu nay, ông đã khiến Woolard kinh ngạc khi yêu cầu nhiều quyền chọn hơn số lượng ban giám đốc đề nghị. Nhưng ngay khi ông nhận được chúng, hóa ra chúng lại chẳng có giá trị. Cổ phiếu Apple rớt thảm hại vào tháng chín năm 2000 – vì doanh thu đáng thất vọng của Cube và vì bong bóng Internet vỡ tan – đã khiến quyền chọn trở nên vô dụng.

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Mọi việc trở nên tồi tệ hơn vào tháng sáu năm 2001, khi tạp chí Fortune đăng loạt bài The Great CEO Pay Heist (những CEO được bồi thường quá mức), làm đề tài trang bìa. Một bức chân dung Jobs đang tự mãn cười khẩy, chiếm trọn trang bìa. Mặc dù lúc bấy giờ ưu đãi quyền chọn mua của ông vẫn chưa được công khai, theo tính toán của mô hình Black-Scholes định giá Quyền chọn mua/bán cổ phiếu cho thấy, giá trị của gói quyền chọn mà Steve nhận được là 872 triệu đô-la. Fortune tuyên bố “cho đến lúc này” đó là gói đền bù lớn nhất từng được cấp cho một CEO. Đó là điều tệ hại nhất trên đời: Jobs gần như không một xu dính túi sau bốn năm làm việc tận tụy và thành công thay đổi cục diện tại Apple, thế mà ông lại trở thành áp phích đại diện cho những CEO tham lam, điều này khiến ông trông giả nhân giả nghĩa và hủy hoại hình tượng của ông. Ông viết một bức thư phản đối gay gắt gửi cho biên tập viên của tòa báo, tuyên bố rằng số quyền chọn của ông thực ra “không đáng một xu” và đề nghị bán chúng cho Fortune với giá bằng một nửa số tiền 873 triệu đô-la mà tạp chí này đăng tải.

Trong khi đó, Jobs muốn ban giám đốc cấp một gói quyền chọn lớn khác, vì quyền chọn cũ có vẻ vô dụng. Ông nhấn mạnh, với ban giám đốc và dĩ nhiên là cả bản thân mình, yêu cầu này chủ yếu để chứng minh năng lực của ông được thừa nhận một cách đúng đắng hơn là vì tiền bạc. Sau này, khi trả lời trong vụ kiện của Ủy ban chứng khoán (SEC) về những quyền chọn đó, ông nói “việc này không liên quan nhiều đến tiền. Mọi người đều muốn được các cộng sự thừa nhận năng lực… Tôi cảm thấy ban giám đốc không thật sự tôn trọng tôi.” Ông cảm thấy lẽ ra ban giám đốc nên đề nghị cấp một gói quyền chọn mới mà không cần ông lên tiếng. “Tôi nghĩ mình làm việc khá tốt. Và việc cấp một gói quyền chọn mới sẽ khiến tôi thấy khá hơn vào lúc đó.”

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Thực tế ban giám đốc do chính ông tuyển chọn đã rất nương theo ý ông. Vì thế họ quyết định cấp cho ông một gói quyền chọn khổng lồ khác vào tháng Tám năm 2001, khi giá cổ phiếu dưới 18 đô-la. Vấn đề là ông đang lo lắng về hình ảnh của mình, đặc biệt sau bài viết trên tạp chí Fortune. Ông không muốn nhận ưu đãi mới trừ khi ban giám đốc cùng lúc hủy bỏ những quyền chọn cũ. Nhưng làm như vậy sẽ gây khó khăn về nghiệp vụ kế toán, vì nó sẽ tác động đến giá của những quyền chọn cũ. Điều này đòi hỏi một khoản bù đắp đối với thu nhập hiện tại. Cách duy nhất ngăn cản vấn đề “biến kế toán” là hủy bỏ những quyền chọn cũ của ông ít nhất sáu tháng sau khi quyền chọn mới được cấp. Ngoài ra, Jobs bắt đầu thảo luận với ban giám đốc về thời hạn thụ hưởng việc trao quyền chọn mới nên nhanh như thế nào.

Đến giữa tháng Mười Hai năm 2001, Jobs mới đồng ý nhận những quyền chọn mới, bất chấp dư luận dị nghị và chấp nhận chờ đợi sáu tháng trước khi quyền chọn cũ bị hủy. Nhưng đến khi đó giá cổ phiếu (vừa điều chỉnh được một phần) tăng thêm 3 đô-la, đạt mức giá 21 đô-la. Nếu giá thực hiện quyền chọn mới được xác lập ở mức mới thì mỗi quyền chọn sẽ giảm giá trị 3 đô-la. Vì thế luật sư pháp lý của Apple, Nancy Heinen, xem xét giá chứng khoán gần đây và giúp chọn một ngày trong tháng mười, khi giá chứng khoán đạt 18,30 đô-la. Bà cũng phê chuẩn một loạt biên bản với hàm ý rằng ban giám đốc đã chấp thuận chuyển nhượng vào ngày đó. Việc ghi lùi ngày quyền chọn mua cổ phiếu có khả năng mang về 20 triệu đô-la cho Jobs.

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Một lần nữa, Jobs lại phải gánh chịu tiếng xấu mà không kiếm được một xu. Cổ phiếu Apple tiếp tục rớt giá, vào tháng Ba năm 2003, thậm chí giá của quyền chọn mới thấp đến mức Jobs phải đổi tất cả để lấy một chuyển nhượng cổ phiếu toàn phần trị giá 75 triệu đô-la, số cổ phiếu này tương đương khoảng 8,3 triệu đô-la cho mỗi năm làm việc của ông kể từ khi quay lại vào năm 1997 cho đến cuối thời gian thụ quyền (vesting) năm 2006.

Những việc này lẽ ra sẽ không gặp trở ngại gì nếu vào năm 2006 tờ Wall Street Journal không đăng loạt bài về những quyền chọn cổ phiếu ghi lùi ngày. Apple không bị nhắc tên, nhưng ban giám đốc công ty cử một hội đồng gồm ba thành viên – Al Gore, Eric Schmidt từ Google và Jerry York, trước đây cộng tác với IBM và Chrysler – để điều tra quy trình của chính họ. “Ngay từ đầu, chúng tôi đã quyết định nếu Steve có sai sót, chúng tôi sẽ để giá cổ phiếu rớt xuống theo khả năng thực tế,” Gore nhớ lại. Hội đồng phát hiện một số điều trái quy tắc trong vụ chuyển nhượng cho Jobs và cho những viên chức cao cấp khác, và họ lập tức chuyển những phát hiện này đến Ủy ban Chứng khoán Hoa Kỳ (SEC). Bản báo cáo cho thấy Jobs biết về việc ghi lùi ngày, nhưng ông lại không được hưởng lợi về mặt tài chính. (Hội đồng tại Disney cũng phát hiện ra việc ghi lùi ngày tương tự từng xảy ra ở Pixar khi Jobs còn nắm quyền.)

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Những luật lệ kiểm soát nghiệp vụ ghi lùi ngày rất mù mờ, đặc biệt khi không ai tại Apple hưởng lợi từ những vụ chuyển nhượng được ghi ngày thiếu minh bạch. SEC mất tám tháng để thực hiện việc điều tra của riêng họ, vào tháng tư năm 2007, họ tuyên bố sẽ không truy tố Apple “một phần vì sự hợp tác nhanh chóng và nhiệt tình của họ trong cuộc điều tra của Ủy ban và việc tự kiểm điểm nhanh chóng [của họ].” Mặc dù SEC phát hiện ra Jobs biết việc ghi lùi ngày quyền chọn cổ phiếu, nhưng họ không buộc tội ông vì ông “không biết về sự liên can kế toán.”

SEC đệ trình đơn kiện chống lại cựu giám đốc tài chính của Apple, Fred Anderson, lúc bấy giờ là thành viên của ban giám đốc và Nancy Heinen, người đứng đầu ban luật sư. Anderson, một đại úy Không quân phục viên với chiếc cằm vuông, là người chính trực sâu sắc, một nhân vật thông thái và điềm tĩnh tại Apple, ông nổi tiếng về khả năng kiểm soát các cơn thịnh nộ của Jobs. Ông bị SEC gọi ra hầu tòa chỉ vì “sự cẩu thả” liên quan đến giấy tờ trong một vụ chuyển nhượng (không phải vụ chuyển nhượng cho Jobs) và SEC đã cho phép ông tiếp tục ở lại ban điều hành. Tuy nhiên, cuối cùng ông quyết định từ chức khỏi ban giám đốc Apple.

Anderson nghĩ ông đã tạo nên một nhóm giơ đầu chịu báng. Khi ông hòa giải với SEC, luật sư của ông đưa ra một bản tuyên bố cho rằng Jobs cũng có lỗi. Họ nói Anderson đã báo trước với Jobs việc chuyển nhượng của ban lãnh đạo sẽ được định giá vào ngày mà ban giám đốc thực sự ký nếu không sẽ xuất hiện trách nhiệm tài chính,” và Jobs trả lời “ban giám đốc đã đưa ra chấp thuận ưu tiên.”

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Heinen, người đầu tiên biết được mình phải chịu trách nhiệm, quyết định hòa giải và trả 2,2 triệu đô-la tiền phạt nhưng không thừa nhận hay phủ nhận bất kỳ lỗi lầm nào. Trong khi đó công ty lại hòa giải với một vụ kiện với cổ đông bằng cách đồng ý trả 14 triệu đô-la thiệt hại.

“Hiếm khi nhiều vấn đề có thể tránh khỏi lại được tạo ra vì một người quá ám ảnh bởi hình tượng của mình như thế,” Joe Nocera viết trên tờ New York Times. “Một lần nữa, chúng tôi đang nói đến Steve Jobs.” Với những nguyên tắc và luật lệ ngạo mạn của mình, Jobs đã tạo ra một môi trường khó khăn cho những người như Heinen thực hiện yêu cầu của ông. Đôi khi, sự sáng tạo vĩ đại xuất hiện. Nhưng những người xung quanh ông phải trả giá. Chỉ nói riêng về những vấn đề đền bù, sự khó khăn trong việc bất chấp ý tưởng của ông đã khiến những người tốt phải ra những quyết định tồi.

Vấn đề bồi thường có đôi nét giống với thói đậu xe của Jobs. Ông từ chối những ưu đãi như chỗ “Đậu xe riêng cho CEO”, nhưng ông lại lờ đi và cho rằng bản thân mình có quyền đậu vào chỗ người khuyết tật. Ông muốn được nhìn nhận (bởi chính ông và những người khác) như một người sẵn lòng làm việc vì một đô-la một năm, nhưng ông vẫn muốn những gói cổ phiếu khổng lồ dành riêng cho mình. Sự xung đột bên trong ông là những mâu thuẫn của một người xuất thân từ phong trào phản văn hóa nổi loạn trở thành một nhà doanh nghiệp, một người luôn muốn tin rằng ông ta có thể tự do, tùy hứng mà không bị bán đứng và lợi dụng.

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Chương 35

VÒNG MỘT

Memento Mori

Trong tiệc sinh nhật lần thứ năm mươi với: Eve và Laurence (sau chiếc bánh), Eddy Cue (cạnh cửa sổ), John Lasseter (cầm máy ảnh), và Lee Clow (để râu)

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Ung thư

Sau này, Jobs tự biện bạch rằng bệnh ung thư phát sinh vào khoảng thời gian làm việc kiệt sức của ông, bắt đầu từ năm 1997, khi điều hành cả Apple và Pixar. Trong gian đoạn đi đi về về giữa hai bên, ông đã phát bệnh sỏi thận và vài bệnh vặt khác, ông về nhà trong trạng thái kiệt sức đến độ không thể cất tiếng. “Có lẽ đó là lúc căn bệnh ung thư bắt đầu âm thầm tiến triển, vì khi đó hệ thống miễn dịch của tôi quá yếu,” ông nói.

Không bằng chứng khoa học nào cho thấy sự kiệt sức hay hệ thống miễn dịch yếu ớt sẽ gây ra ung thư. Tuy nhiên, những vấn đề về thận của Jobs đã gián tiếp dẫn đến việc phát hiện ung thư. Vào tháng mười năm 2003, ông tình cờ gặp một bác sỹ tiết niệu từng chữa trị cho ông trước đó, bà yêu cầu Jobs đi chụp cắt lớp thận và niệu quản. Lần cuối ông chụp đã cách đấy đã năm năm. Lần chụp mới cho thấy thận của Jobs không có vấn đề gì, nhưng lá lách xuất hiện một dấu vết, vì vậy bà yêu cầu ông sắp xếp thời gian kiểm tra lá lách. Ông đã không đi. Như thường lệ, ông rất giỏi trong việc cố ý phớt lờ những thông tin mà ông không muốn xử lý. Nhưng bà vẫn kiên trì. Vài ngày sau, bà nói “Steve, điều này thật sự rất quan trọng. Ông phải kiểm tra.”

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Giọng điệu khẩn cấp của bà khiến ông chấp nhận. Ông đến khám vào sáng sớm, sau khi nghiên cứu bản chụp, các bác sỹ gặp ông để thông báo tin xấu rằng đó là một khối u. Một trong số họ còn đề nghị ông nên thu xếp công việc cẩn thận, như một cách tử tế để thông báo rằng ông có lẽ chỉ còn sống được vài tháng. Tối đó, họ tiến hành sinh thiết bằng cách đưa dụng cụ nội soi xuống cổ họng, qua đường ruột, rồi đâm một chiếc kim vào lá lách của ông và lấy một vài tế bào khối u. Powell còn nhớ các bác sỹ của chồng cô đã rất vui mừng. Hóa ra đó chỉ là tế bào đảo hoặc các u tụy nội tiết thần kinh hiếm khi xuất hiện nhưng phát triển chậm vì thế có thể chữa trị thành công. Ông may mắn vì phát hiện bệnh sớm – nhờ vào lợi ích phụ của quy trình kiểm tra thận – vì thế có thể phẫu thuật cắt bỏ trước khi nó lan rộng

Một trong những cuộc gọi đầu tiên của ông là cho Larry Brilliant, lần đầu tiên họ gặp nhau là tại một ngôi đền ashram ở Ấn Độ. “Ông còn tin vào Thượng Đế không?” Jobs hỏi ông. Brillant trả lời có, rồi họ thảo luận về những con đường đến với Thượng Đế do trưởng lão người Hindu, Neem Karoli Baba, truyền dạy. Brillant hỏi Jobs có vấn đề gì. “Tôi mắc bệnh ung thư,” Jobs đáp.

Khi Art Levinson, một thành viên ban giám đốc Apple, đang chủ trì cuộc gặp giữa ban giám đốc và công ty riêng của mình, Genentech, thì điện thoại di động của ông reo lên và tên của Jobs xuất hiện trên màn hình. Ngay khi có thời gian giải lao, Levinson gọi lại cho Jobs và được biết tin về khối u. Levinson có kinh nghiệm trong lĩnh vực sinh học ung thư, đồng thời công ty ông còn sản xuất thuốc chữa ung thư, vì thế ông trở thành một nhà cố vấn. Andy Grove ở Intel cũng vậy, ông đã được phát hiện và chữa khỏi ung thư tiền liệt tuyến. Thứ bảy đó Jobs gọi điện cho ông, Grove lái xe ngay đến nhà Jobs và ở lại hai giờ đồng hồ.

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Jobs quyết định không phẫu thuật cắt bỏ khối u, cách chữa trị duy nhất được chấp nhận về mặt y học, điều này khiến bạn bè và vợ ông hết sức lo lắng. “Tôi thật sự không muốn họ mổ phanh cơ thể mình, vì thế tôi cố gắng tìm những giải pháp khác,” vài năm sau ông nói với tôi, trong giọng nói có thoáng chút tiếc nuối. Đặc biệt, ông vẫn giữ chế độ ăn chay nghiêm ngặt, nhiều cà rốt sống và nước trái cây. Ngoài chế độ dinh dưỡng đó, ông còn tiến hành châm cứu, một vài liệu pháp thảo dược, đôi khi là một số phương pháp khác mà ông tìm được trên internet hoặc do một vài người trong nước tư vấn, bao gồm cả thầy lên đồng. Có một thời gian ông bị ảnh hưởng từ một bác sỹ điều hành phòng chữa bệnh theo liệu pháp tự nhiên ở miền nam California, vị bác sỹ này đề cao công dụng của dược thảo hữu cơ, chế độ dinh dưỡng chỉ gồm trái cây và nước trái cây, việc tẩy ruột thường xuyên, thủy liệu pháp và phương pháp diễn đạt tất cả cảm giác tiêu cực.

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“Vấn đề lớn là ông ấy thật sự không sẵn sàng cho ca phẫu thuật,” Powell nhớ lại. “Rất khó bắt buộc một người phải phẫu thuật.” Tuy nhiên, bà vẫn thử. “Cơ thể tồn tại để phục vụ linh hồn,” bà biện luận. Bạn bè không ngừng thúc giục ông tiến hành phẫu thuật và hóa trị. “Steve nói với tôi rằng ông đang cố tự chữa bằng cách ăn những thứ lá lẩu vớ vẩn nào đó, tôi nói ông điên rồi,” Grove hồi tưởng. Levinson kể rằng ông “mỗi ngày đều năn nỉ” Jobs và vô cùng chán nản vì không thể liên lạc được với Jobs. Những cuộc tranh cãi gần như đã hủy hoại tình bạn giữa họ. “Đó không phải cách thức để điều trị ung thư,” Levinson nhấn mạnh khi Jobs bàn luận về các phương pháp ăn kiêng của mình. “Ông không thể giải quyết vấn đề này nếu không phẫu thuật và tiêu diệt nó bằng hóa chất.” Thậm chí bác sỹ dinh dưỡng Dean Ornish, người tiên phong trong những phương pháp chữa bệnh dinh dưỡng thay thế, cùng Jobs đi bộ một chặn đường dài và nhấn mạnh rằng đôi khi những biện pháp truyền thống vẫn là lựa chọn đúng đắn. “Ông vẫn phải phẫu thuật,” Ornish nói với Jobs.

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Sau chuẩn đoán tháng mười năm 2003, tính ương ngạnh bướng bỉnh của Jobs kéo dài được chín tháng. Một phần là vì mặt trái của khả năng bóp méo sự thật của ông. “Tôi nghĩ Steve luôn cho rằng thế giới sẽ vận hành theo cách mà ông ấy mong muốn,” Levinson nhận xét. “Đôi khi điều này không hiệu quả. Thực tế không biết khoan dung.” Mỉa mai thay, khả năng tập trung tuyệt vời cũng giúp ông thẳng thừng loại bỏ những thứ mình không muốn giải quyết. Điều này đã tạo ra nhiều cú đột phá vĩ đại của ông, nhưng nó cũng mang lại kết quả trái ngược. “Ông có khả năng phớt lờ những vấn đề không muốn đối mặt,” Powell giải thích. “Đó chỉ là cách ông ấy giải quyết vấn đề.” Dù là việc tư liên quan đến gia đình, hôn nhân hay việc công liên quan đến kỹ thuật hoặc thách thức kinh doanh, hay sức khỏe và bệnh ung thư, thỉnh thoảng Jobs chỉ đơn giản không đoái hoài gì đến chúng.

Trong quá khứ, ông đã được tưởng thưởng vì thứ mà vợ ông gọi là “suy nghĩ thần kỳ”– ông giả định rằng mình có thể bắt buộc mọi thứ diễn ra theo ý muốn. Nhưng ung thư không giống như thế. Powell lập danh sách tất cả những người thân cận với ông, bao gồm cả cô em gái, Mona Simpson, nhằm cố gắng thuyết phục ông. Vào tháng bảy năm 2004, một lần chụp cắt lớp cho thấy khối u đã phát triển và có thể lan rộng. Và kết quả xấu này đã buộc ông phải đối mặt với thực tế.

Ca phẫu thuật của Jobs được tiến hành vào ngày thứ bảy, ngày 31 tháng bảy năm 2004, tại Trung tâm Y tế Đại học Standford. Ông đã không trải qua “quy trình phẫu thuật Whipple “ hoàn chỉnh, vốn phải cắt bỏ phần lớn dạ dày, ruột và lá lách. Các bác sỹ nghiên cứu vấn đề, nhưng họ quyết định thay thế bằng một biện pháp ít tổn thương hơn, một quy trình Whipple có sửa đổi, chỉ cắt bỏ một phần lá lách.

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Ngay hôm sau, Jobs đã gửi email cho nhân viên bằng chiếc PowerBook nối với một bộ Airport Express trong phòng bệnh của mình. Ông cam đoan với họ rằng loại ung thư tuyến tụy mà ông mắc phải “chiếm khoảng 1% tổng số chẩn đoán ung thư tuyến tụy mỗi năm, và có thể chữa trị bằng phẫu thuật cắt bỏ nếu chẩn đoán kịp thời (đó là trường hợp của tôi).” Ông nói mình sẽ không yêu cầu hóa trị hoặc xạ trị và lên kế hoạch trở lại làm việc vào tháng chín. “Khi tôi vắng mặt, tôi đã nhờ Tim Cook chịu trách nhiệm về việc điều hành mỗi ngày ở Apple, vì thế chúng ta sẽ không lỡ một nhịp nào. Tôi chắc chắn sẽ gọi thật nhiều cho vài người trong số các bạn vào tháng tám và tôi trông mong gặp lại mọi người vào tháng chín.”

Một tác động phụ của cuộc phẫu thuật trở thành vấn đề cho Jobs vì nỗi ám ảnh ăn kiêng, thói quen tẩy ruột và ăn chay kỳ lạ từ khi còn là thiếu niên của ông. Vì lá lách cung cấp enzim giúp dạ dày tiêu hóa thức ăn và hấp thụ chất dinh dưỡng, nên khi cắt bỏ một phần bộ phận này sẽ khiến việc hấp thu đạm gặp khó khăn. Bệnh nhân nên ăn uống điều độ và duy trì chế độ ăn dinh dưỡng, với nhiều loại đạm thịt và đạm cá cũng như các sản phẩm sữa nguyên kem. Jobs chưa từng thực hiện việc này và sẽ không bao giờ muốn làm thế.

Ông lưu lại bệnh viện hai tuần đồng thời cố gắng lấy lại sức khỏe. “Tôi nhớ cảm giác về nhà và ngồi lên chiếc ghế bập bênh,” ông kể với tôi và chỉ vào chiếc ghế trong phòng khách của ông. “Tôi không đủ sức bước đi. Phải mất một tuần tôi mới có thể đi vòng quanh tòa nhà. Tôi buộc mình phải đi đến khu vườn cách xa vài tòa nhà, rồi đi xa hơn, trong vòng sáu tháng năng lượng của tôi gần như phục hồi.”

Tiếc thay ung thư đã di căn. Trong cuộc phẫu thuật, các bác sỹ phát hiện ra ba chỗ di căn trên gan. Nếu họ phẫu thuật sớm hơn chín tháng, có lẽ họ đã ngăn chặn trước khi nó lan rộng, mặc dù họ cũng không chắc. Jobs bắt đầu tiếp nhận hóa trị, việc này khiến thử thách ăn uống của ông càng phức tạp hơn.

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Lễ phát bằng tốt nghiệp tại trường Standford

Jobs tiếp tục đấu tranh với bí mật ung thư – ông nói với mọi người rằng mình đã được chữa khỏi – cũng như khi giữ im lặng về chẩn đoán của ông vào tháng Mười năm 2003. Bí mật như thế này không có gì đáng ngạc nhiên, đó là một phần bản chất của ông. Điều đáng kinh ngạc hơn chính là quyết định tâm sự riêng và công khai về việc chẩn đoán ung thư của ông. Mặc dù ông hiếm khi diễn thuyết, ngoại trừ những bài giới thiệu sản phẩm trên sân khấu, ông đã nhận lời mời phát biểu tại lễ phát bằng tốt nghiệp của trường Standford vào tháng Sáu năm 2005. Ông đang trong tâm trạng suy tư sau vấn đề sức khỏe và việc bước sang tuổi năm mươi.

Ông gọi điện cho nhà biên kịch xuất sắc Aaron Sorkin (tác giả của những vở kịch nổi tiếng như: Vài người tốt – A Few Good Men, Cánh tây - The West Wing) nhờ giúp đỡ về bài diễn văn. Jobs gửi cho ông ấy một vài ý tưởng. “Đó là vào tháng Hai và tôi không nhận được phản hồi nào cả, vì thế tôi gọi lại cho ông ấy vào tháng Tư, ông ấy nói “Ồ, được,” và tôi gửi cho ông một vài gợi ý,” Jobs thuật lại. “Cuối cùng tôi cũng tiếp chuyện được với ông ấy trên điện thoại, và ông ấy luôn miệng nói, “Được’ nhưng cuối cùng đã là đầu tháng sáu mà ông ấy chẳng hề gửi cho tôi chút gì.”

Jobs hoang mang. Ông vẫn luôn tự viết những bài thuyết trình sản phẩm nhưng ông chưa bao giờ soạn diễn văn tốt nghiệp. Một hôm, ông ngồi xuống và tự viết diễn văn, không có sự giúp đỡ nào khác ngoại trừ một vài ý tưởng của vợ ông. Kết quả, nó trở thành bài nói chuyện đơn giản và rất thân tình, mang dấu ấn mộc mạc và cá nhân như một sản phẩm hoàn hảo của Steve Jobs.

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Alex Haley đã từng nói cách tốt nhất để mở đầu diễn thuyết là “Hãy để tôi kể cho các bạn nghe một câu chuyện.” Không ai hào hứng với bài giảng, nhưng mọi người đều thích câu chuyện. Và đó là cách Jobs đã chọn. “Hôm nay, tôi muốn kể cho các bạn ba câu chuyện trong đời tôi,” ông bắt đầu. “Chỉ thế thôi. Không có gì to tát. Chỉ ba câu chuyện.”

Câu chuyện đầu tiên là việc bỏ học trường Reed College. “Tôi có thể không cần học những lớp mà tôi không hứng thú và bắt đầu tập trung vào những thứ hấp dẫn hơn nhiều.” Chuyện thứ hai kể rằng việc bị sa thải khỏi Apple lại là cơ may của ông. “Gánh nặng thành công được thay bằng sự nhẹ nhõm khi lại trở thành người mới bắt đầu, không biết gì về mọi thứ.” Các sinh viên tập trung cao độ, mặc cho chiếc máy bay lượn lờ trên đầu với băng rôn hô hào “tái chế tất cả rác điện tử,” và chính câu chuyện thứ ba đã khiến họ mê mẩn. Đó là việc được chẩn đoán mắc ung thư và những nhận thức do trải nghiệm đó mang lại:

Việc nhớ rằng mình sắp chết là công cụ quan trọng nhất mà tôi từng sở hữu để giúp bản thân ra những quyết định lớn trong đời. Vì hầu hết mọi thứ - mọi kỳ vọng bên ngoài, mọi sự kiêu hãnh, mọi nỗi sợ xấu hổ hoặc thất bại – đều gục ngã khi đối mặt với cái chết, chỉ còn lại những thứ thật sự quan trọng. Việc nhớ rằng mình sắp chết là cách tốt nhất tôi từng biết để tránh rơi vào chiếc bẫy suy nghĩ rằng bạn sẽ đánh mất thứ gì đó. Bạn đã trần trụi. Không còn lý do nào ngăn cản bạn lắng nghe con tim mình.

Sự tinh tế của bài diễn văn khiến nó trở nên đơn giản, thuần khiết và duyên dáng. Hãy tra cứu ở mọi nơi, từ các tuyển tập đến YouTube, bạn sẽ không tìm thấy một bài diễn văn tốt nghiệp nào hay hơn thế. Những bài khác có thể quan trọng hơn, như bài của George Marshall tại Đại học Harvard vào năm 1947 tuyên bố kế hoạch tái xây dựng châu Âu, nhưng không bài diễn văn nào có thể hấp dẫn hơn.

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Mãnh sư tuổi năm mươi

Jobs kỷ niệm sinh nhật lần thứ ba mươi và bốn mươi của mình cùng với các ngôi sao của Thung lũng Silicon và những nhân vật nổi tiếng khác. Nhưng khi bước sang tuổi năm mươi vào năm 2005, sau khi trải qua ca phẫu thuật ung thư, trong buổi tiệc bất ngờ mà vợ ông tổ chức, chỉ có mặt những người bạn và cộng sự thân nhất. Buổi tiệc diễn ra tại ngôi nhà ấm cúng tại San Francisco cùng vài người bạn và vị đầu bếp tài ba Alice Waters chuẩn bị món cá hồi từ Scotland cùng với món couscous (một món ăn châu Phi có bột mì hầm với thịt) và những rau củ tự trồng. “Nó thật ấm áp và thân tình, mọi người và bọn trẻ có thể ngồi chung trong một phòng,” Waters nhớ lại. Giải trí là bộ phim hài ngẫu hứng Whose Line Is It Anyway? Mike Slade, bạn thân của Jobs, cũng góp mặt cùng với các đồng nghiệp ở Apple và Pixar, gồm Lasseter, Cook, Schiller, Clow, Rubinstein và Tevanian.

Cook đã hoàn thành tốt nhiệm vụ điều hành công ty khi Jobs vắng mặt. Ông đảm bảo các diễn viên đỏng đảnh của Apple luôn mang đến màn trình diễn tốt đẹp, đồng thời ông cũng tránh lộ diện trước ánh đèn sân khấu. Ở một chừng mực nào đó, Jobs thích những cá tính mạnh, nhưng ông không bao giờ thật sự trao quyền cho người phó hoặc chia sẻ công việc. Rất khó để trở thành người dự bị cho ông. Bạn sẽ bị gièm pha nếu tỏa sáng và bị chê trách nếu thất bại. Cook đã cố gắng lèo lái đám đông này. Ông bình tĩnh và quyềt đoán khi chỉ huy nhưng lại không đòi hỏi được nhìn nhận hoặc ca ngợi. “Vài người bực tức vì Steve luôn nhận được lời khen cho mọi thứ, nhưng tôi chưa bao giờ đếm xỉa đến việc đó,” Cook nói. “Nói trắng ra, tôi thà không lên báo.”

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Khi Jobs trở về sau kỳ nghỉ bệnh, Cook vẫn giữ vai trò là người giữ vững sự phối hợp chặt chẽ giữa các bộ phận ở Apple và duy trì thái độ bình tĩnh trước những cơn thịnh nộ của Jobs. “Điều tôi biết về Steve là mọi người hiểu lầm rằng một vài lời nhận xét của ông ấy là ngạo mạn hoặc tiêu cực, nhưng thật ra đó chỉ là cách ông thể hiện đam mê của mình. Đó là cách tôi nghĩ về những lời nhận xét, tôi không bao giờ cảm thấy bị xúc phạm.” Về nhiều phương diện, ông là hình ảnh phản chiếu của Jobs: điềm tĩnh, kiên định và (theo như từ điển chuyên đề trong NeXT ghi nhận) tầm ngầm hơn lanh lợi. Sau này, Jobs nói “Tôi là một nhà đàm phán tốt, nhưng có lẽ Cook giỏi hơn tôi vì ông ấy là một khách hàng trầm tĩnh.” Sau khi nói thêm một vài lời tán dương, ông dè dặt nhận xét, “Nhưng về bản chất Tim không phải là một nhà kinh doanh,” một lời đánh giá hiếm hoi nhưng nghiêm túc.

Vào mùa thu năm 2005, trở về sau kỳ nghỉ bệnh, Jobs chọn Cook trở thành giám đốc điều hành Apple. Họ cùng bay đến Nhật. Thực tế Jobs đã không đề nghị với Cook; ông chỉ quay sang Cook và nói: “Tôi quyết định bổ nhiệm ông làm Giám đốc điều hành (COO).” Vào thời điểm đó, những người bạn cũ của Jobs là Jon Rubinstein và Avie Tevanian, hai nhân vật kỳ cựu về phần cứng và phần mềm, được tuyển dụng từ giai đoạn hồi phục 1997, quyết định ra đi. Trong trường hợp của Tevanian, ông đã kiếm bộn tiền và sẵn sàng nghỉ việc. “Avie là một người thông minh và tử tế, nhạy bén hơn Ruby và không có cái tôi quá lớn,” Jobs nói. “Alive ra đi là một tổn thất khổng lồ đối với chúng tôi. Ông ấy một người rất đặc biệt – một thiên tài.”

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Trường hợp của Rubinstein lại rắc rối hơn một chút. Ông cảm thấy thất vọng vì uy lực của Cook và kiệt quệ sau chín năm làm việc dưới quyền Jobs. Những cuộc tranh cãi của họ xảy ra thường xuyên hơn. Ngoài ra cũng có một vấn đề trọng yếu khác: Rubinstein liên lục xung đột với Jony Ive, người từng làm việc dưới quyền Rubinstein nhưng hiện nay lại báo cáo trực tiếp với Jobs. Ive luôn vẽ ra những mẫu thiết kế bóng bẩy nhưng lại khó khăn trong việc chế tạo. Công việc của Rubinstein là xây dựng phần cứng theo một cách thiết thực, vì thế ông thường chần chừ. Bản chất của ông là thận trọng. “Xét cho cùng, Ruby cũng đến từ HP,” Jobs nói. “Và ông ấy không bao giờ đào sâu vấn đề, không xông xáo.”

Chẳng hạn trong trường hợp những chiếc đinh ốc giữ tay cầm trên máy Power Mac G4. Ive quyết định chúng sẽ có được gọt giũa và đánh bóng. Nhưng Rubinstein cho rằng việc đó sẽ “ngốn”nhiều tiền và trì hoãn dự án vài tuần, vì thế ông bác bỏ ý tưởng này. Công việc của ông là giao sản phẩm, nghĩa là tiến hành giao dịch. Ive xem lối suy nghĩ đó là kẻ thù của sự sáng tạo, vì thế Ive quyết định vượt qua Rubinstein đến gặp Jobs và các kỹ sư cấp trung sau lưng Rubinstein. “Ruby sẽ nói, ‘Anh không thể làm vậy, nó sẽ khiến dự án bị trì hoãn,’ còn tôi nói, ‘Tôi nghĩ chúng ta làm được,’” Ive nhớ lại. “Và tôi biết điều đó, vì tôi đã làm việc cùng với nhóm sản xuất sau lưng ông ấy.” Trong trường hợp này và cả những trường hợp khác, Jobs đã đứng về phía Ive.

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Đôi khi Ive và Rubinstein tham gia vào những cuộc tranh luận quá mức kịch liệt. Cuối cùng Ive nói với Jobs, “Hoặc ông ấy hoặc tôi.” Jobs chọn Ive. Khi đó Rubinstein đã sẵn sàng ra đi. Ông và vợ đã mua khu đất tại Mexico và ông muốn có thời gian nghỉ ngơi để xây dựng một ngôi nhà ở đó. Cuối cùng ông chuyển sang làm việc cho Palm, một sản phấm cố gắng cạnh tranh với iPhone của Apple. Jobs rất tức giận vì Palm đã thuê vài cựu nhân viên của ông, ông than phiền cùng Bono, một nhà đồng sáng lập của một quỹ đầu tư vốn cổ phần tư nhân, do cựu giám đốc tài chính Apple, Fred Anderson, điều hành. Bono sở hữu một khoản tiền vốn kiểm soát ở Palm. Bono gửi một lá thư lại cho Jobs nói, “Ông nên phớt lờ chuyện này đi. Chẳng khác nào nhóm Beatles làm ầm lên vì Herman và nhóm Hermits đã lấy đi một trong những người phụ trách thiết bị nhạc của họ. Về sau, Jobs thừa nhận mình đã phản ứng thái quá. “Sự thất bại hoàn toàn của họ đã xoa dịu vết thương đó.” ông nói.

Jobs có thể xây dựng một đội ngũ quản lý mới ít bất đồng hơn và nhã nhặn hơn. Những nhân vật chính của nhóm, ngoại trừ Cook và Ive; còn có Scott Forstall vận hành phần mềm iPhone; Phil Schiller đảm trách marketing; Bob Mansfield thực hiện phần cứng máy Mac; Eddy Cue quản lý các dịch vụ Interet và Peter Oppenheimer với vai trò giám đốc tài chính. Mặc dù có một điểm chung nổi bật trong nhóm cấp cao của ông – tất cả đều là những người da trắng trung niên – nhưng mỗi người lại có một phong cách khác nhau. Ive thiên về cảm xúc và biểu cảm; Cook điềm tĩnh, lạnh lùng. Họ đều biết rằng mình phải tôn trọng Jobs nhưng vẫn phải tranh luận về những ý tưởng của ông, thậm chí sẵn sàng cãi vã – một trạng thái cân bằng khó duy trì, nhưng mỗi người đều làm tốt. “Tôi đã nhận ra từ rất sớm rằng nếu bạn không bày tỏ ý kiến, Jobs sẽ hạ gục bạn,” Cook nói. “Ông dùng những ý kiến trái ngược nhằm tạo ra nhiều cuộc thảo luận, vì nó sẽ dẫn đến kết quả tốt hơn. Vì thế, nếu bạn cảm thấy không thoải mái khi có suy nghĩ bất đồng, bạn sẽ không thể sống sót.”

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Dịp chủ yếu để trao đổi tự do là vào mỗi buổi nhóm họp sáng thứ hai của ban lãnh đạo, bắt đầu vào lúc chín giờ và kéo dài khoảng ba hay bốn tiếng đồng hồ. Chủ đề tập trung luôn là tương lai: Mỗi sản phẩm nên làm gì tiếp theo? Nên phát triển sản phẩm mới nào? Jobs sử dụng buổi họp để củng cố ý thức chia sẻ trách nhiệm tại Apple. Điều này phục vụ việc tập trung kiểm soát, nhằm giúp công ty kết hợp chặt chẽ giống như một sản phẩm tốt của Apple, đồng thời ngăn chặn những cuộc đấu tranh giữa các bộ phận đòi hỏi phân quyền thành công ty con.

Jobs cũng sử dụng những buổi họp để củng cố tinh thần tập thể. Ở nông trại của Robert Friedland, công việc của Jobs là cắt gọt những cây táo để chúng luôn khỏe mạnh, tại Apple, ông cũng tỉa tót công ty như thế. Thay vì động viên từng nhóm để tăng thêm dòng sản phẩm dựa trên những cân nhắc về tiếp thị, hoặc cho phép phát triển một ngàn ý tưởng, Jobs lại nhấn mạnh rằng Apple chỉ tập trung vào hai hoặc ba sản phẩm ưu tiên trong một lúc. “Không ai giỏi hơn ông ấy trong việc dẹp bỏ mọi nhiễu loạn xung quanh,” Cook nói. “Điều này giúp ông ấy tập trung vào một số thứ quan trọng và đoạn tuyệt với quá nhiều thứ dư thừa. Rất ít người thật sự giỏi về mặt này.”

Để thể chế hóa những bài học mà ông và nhóm của ông đang lĩnh hội, Jobs mở một trung tâm nội bộ gọi là Trường đại học Apple. Ông thuê Joel Podolny, chủ nghiệm khoa của trường Quản lý thuộc Đại học Yale, biên soạn một loạt tình huống phân tích những quyết định quan trọng của công ty, bao gồm việc chuyển sang dùng bộ vi xử lý của Intel và quyết định mở chuỗi những cửa hàng Apple. Những nhà điều hành cấp cao sẽ dành thời gian để dạy các tình huống này cho nhân viên mới, vì thế phong cách ra quyết định của Apple sẽ thâm nhập vào văn hóa.

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Ở Rome cổ đại, khi một vị tướng khải hoàn trở về và diễu hành trên đường phố, vị anh hùng kể rằng đôi khi phải có một người hầu chuyên theo sát ông chỉ để nhắc nhở, “Memento mori: Hãy nhớ ngài sẽ chết”. Một lời nhắc về cái chết sẽ giúp người anh hùng luôn nhìn xa trông rộng và bồi đắp tính khiêm tốn. Lời nhắc memento mori của Jobs do các bác sỹ của ông đảm nhận, nhưng nó không bồi đắp tính khiêm tốn trong ông. Thay vào đó, sau khi phục hồi ông trở về với niềm đam mê mạnh mẽ hơn. Bệnh tật nhắc nhở rằng ông chẳng có gì để mất, vì thế ông nên tiến lên hết tốc lực. “Ông ấy trở về với một quyết tâm cháy bỏng,” Cook nói. “Mặc dù hiện đang điều hành một công ty lớn, ông ấy vẫn tiếp tục thực hiện những bước đi táo bạo mà tôi nghĩ chưa ai từng thực hiện.”

Có một dạo, có vài bằng chứng, hay ít nhất là hy vọng, cho thấy tính cách của ông đã dịu bớt, đối mặt với ung thư và bước sang tuổi năm mươi khiến ông bớt tàn bạo mỗi khi thất vọng. “Sau khi trở về từ ca phẫu thuật, ông ấy không còn sỉ nhục người khác nhiều như trước,” Tevanian nhớ lại. “Nếu ông ấy khó chịu, ông có thể hét lên, nổi cơn tam bành và lớn tiếng khích bác, nhưng cách thức của ông ấy không còn khiến người nghe suy sụp hoàn toàn. Đó chỉ là cách riêng của Jobs để giúp người đó làm việc tốt hơn.” Khi Tevanian kể điều này, ông ngẫm nghĩ một lúc, rồi nói thêm: “Trừ khi ông ấy nghĩ rằng có người thật sự tệ hại và cần phải ra đi, điều này thỉnh thoảng cũng diễn ra.”

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Tuy nhiên, cuối cùng, những cơn thịnh nộ cũng trở lại. Vì hầu hết các cộng sự của ông đã quen với điều này và đã học được cách ứng phó, nhưng điều khiến họ thất vọng nhất là khi sự giận dữ của ông lại đổ lên đầu người xa lạ. “Có lần chúng tôi vào siêu thị Whole Food để mua một ly sinh tố,” Ive nhớ lại. “Một phụ nữ đứng tuổi đang pha chế món đồ uống đó, Jobs thật sự khó chịu với cách bà cụ làm việc. Sau đó, ông lại tỏ vẻ thông cảm. ‘Bà ấy đã già và không muốn làm công việc này.’ Ông nhìn nhận vấn đề theo hai cách hoàn toàn tách biệt. Cả hai trường hợp ông đều theo chủ nghĩa thuần túy.”

Trong một chuyến đi London cùng Jobs, Ive nhận lãnh một nhiệm vụ nhạt nhẽo đó là tìm khách sạn. Ông chọn Hempel, một khách sạn năm sao kiểu boutique yên tĩnh với những chi tiết tinh tế mà ông nghĩ Jobs sẽ thích. Nhưng ngay khi họ đăng ký phòng, Ive liền chuẩn bị tinh thần và chắc chắn điện thoại của mình sẽ reo sau một phút. “Tôi ghét căn phòng này,” Jobs tuyên bố. “Nó thật ghê tởm, đi thôi.” Thế là Ive phải thu dọn hành lý và đến quầy tiếp tân, nhân viên ở đây đang choáng váng vì những nhận xét thẳng thừng của Jobs. Ive nhận thấy hầu hết mọi người, bao gồm bản thân ông, không có xu hướng trực tiếp phê bình một thứ kém chất lượng vì họ luôn muốn người khác yêu quý mình, “đó thật sự là một đặc điểm phù phiếm.” Đó là một lời giải thích thái quá. Nhưng Jobs chưa bao giờ có được sự phù phiếm này.

Vì bản chất Ive rất tử tế, ông cảm thấy khó hiểu tại sao Jobs, người mà ông rất yêu quý, lại cư xử như thế. Một đêm nọ, trong một quán rượu ở San Francisco, ông ngả người về phía trước với một thái độ nghiêm chỉnh và cố gắng phân tích điều này:

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Ông ấy là một người rất, rất nhạy cảm. Đó là một trong những nguyên nhân khiến cách cư xử phản xã hội, tính thô lỗ của Jobs lại thái quá như thế. Tôi có thể hiểu tại sao những người mặt dày và vô cảm cư xử thô lỗ, nhưng với người nhạy cảm thì không. Một lần tôi hỏi ông ấy tại sao lại hay giận dữ. Ông đáp, “Nhưng tôi giận xong rồi thôi.” Như một đứa trẻ, ông có thể nổi giận thật sự nhưng không để tâm. Nhưng có đôi lần, tôi thật sự nghĩ rằng khi quá nản lòng, ông ấy sẽ tự xoa dịu mình bằng cách làm tổn thương người khác. Tôi nghĩ Jobs cảm thấy ông có quyền tự do và được phép làm vậy. Ông cảm thấy những luật lệ thông thường của giao tiếp xã hội không áp dụng cho mình. Bằng sự nhạy cảm của mình, ông biết rõ làm thế nào để làm tổn thương ai đó một cách hữu hiệu và thực tế. Thế là ông tiến hành.

Thỉnh thoảng một cộng sự thông thái sẽ kéo Jobs đến nơi khác và cố gắng giúp ông hạ hỏa. Lee Clow là bậc thầy trong việc này. “Steve, tôi nói chuyện với ông được không?” ông sẽ nói khẽ khi Jobs đang công khai mạt sát ai đó. Ông ấy sẽ vào văn phòng Jobs và kể rằng mọi người làm việc vất vả như thế nào. Trong cuộc gặp như thế Clow thường nói, “Làm họ bẽ mặt, chỉ khiến họ đuối sức hơn mà không giúp ích được gì.” Jobs xin lỗi và nói mình đã hiểu rõ. Nhưng rồi ông sẽ lại quên khuấy. Chắc chắn ông sẽ nói “Tôi là vậy đấy.”

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Tuy nhiên thái độ của ông đối với Bill Gates thật sự trở nên ôn hòa. Microsoft vẫn giữ nguyên ý kiến về vụ giao dịch do họ khởi xướng vào năm 1997, khi họ đồng ý tiếp tục phát triển phần mền vĩ đại cho Macintosh. Họ trở thành đối thủ ít xứng tầm hơn vì đã thất bại trong việc mô phỏng chiến lược trung tâm kỹ thuật số của Apple. Gates và Jobs có cái nhìn rất khác nhau về sản phẩm và tính sáng tạo, nhưng sự kình địch của họ lại tạo nên những sự tự nhận thức đáng ngạc nhiên.

Trong hội thảo All Things Digital vào tháng Năm năm 2007, hai nhà phụ trách chuyên mục của tờ Wall Street Journal là Walt Mossberg và Kara Swisher đã cố gắng mời họ tham gia một cuộc phỏng vấn chung. Đầu tiên Mossberg mời Jobs, người vốn không hay tham gia vào các cuộc gặp gỡ như thế, và rất ngạc nhiên khi ông nói mình sẽ tham gia nếu Gates tham gia. Khi nghe thông tin đó, Gates cũng đồng ý.

Mossberg muốn sự xuất hiện của họ chỉ là một cuộc thảo luận chân thành, không phải một cuộc tranh luận, nhưng điều này có vẻ khó diễn ra khi Jobs vừa giáng một cú vào Microsoft trong buổi phỏng vấn riêng trước đó trong cùng ngày. Khi được hỏi về vấn đề phần mềm iTunes của Apple dành cho các máy vi tính Windows là vô cùng phổ biến, Jobs đã ví von, “Cũng như tặng một ly nước đá cho người ở địa ngục thôi.”

Vì thế, đến khi Gates và Jobs gặp nhau trong căn phòng xanh trước khi buổi phỏng vấn chung tối hôm đó, Mossberg rất lo lắng. Gates đến trước, cùng với phụ tá Larry Cohen, người vừa tóm tắt cho ông về nhận xét trước đó của Jobs. Vài phút sau, khi Jobs ung dung đến, ông lấy một chai nước trong thùng đá và ngồi xuống. Sau vài giây im lặng, Gates nói, “Tôi đoán chắc mình là đại diện đến từ địa ngục.” Gates không hề cười. Jobs hơi sững lại, nở một nụ cười bí hiểm và trao cho Gates chai nước. Gates dịu lại và tình trạng căng thẳng tiêu tan.

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Cuối cùng cuộc gặp gỡ đã diễn ra lôi cuốn. Ban đầu, hai thiên tài của kỷ nguyên kỹ thuật số thận trọng nói chuyện về người còn lại, dần dần họ chuyển sang trao đổi một cách thân tình. Câu trả lời thẳng thắn đáng nhớ nhất là khi chiến lược gia kỹ thuật Lise Buyer, ngồi trong hàng ghế khán giả, hỏi rằng họ đã học được gì khi quan sát đối phương. “Ồ, tôi đã phải cố gắng nhiều đế có được khiếu thẩm mỹ như Steve,” Gates trả lời. Vài tiếng cười vang lên; mười năm trước Jobs đã từng nói một câu nổi tiếng, rằng theo ông, vấn đề của Microsoft là họ không có chút khiếu thẩm mỹ nào cả. Nhưng Gates khẳng định mình rất nghiêm túc. Jobs sở hữu “trực giác thẩm mỹ bẩm sinh.” Ông nhớ lại việc mình và Jobs từng ngồi lại xem xét về phần mềm mà Microsoft đang chế tạo cho Macintosh. “Tôi biết Steve ra quyết định dựa trên trực giác về con người và sản phẩm, bạn biết đấy, tôi khó lòng giải thích được chúng. Cách mà ông ấy chế tạo sản phẩm thật khác biệt và tôi nghĩ nó thật kỳ diệu. Và bạn thấy đó, thật đáng ngạc nhiên.”

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Jobs nhìn chằm chằm xuống nền nhà. Sau này, ông kể với tôi rằng minh đã bị hạ gục bởi sự chân thành và lịch thiệp của Gates. Đến lượt mình, Jobs cũng đáp lại một cách chân thành, dù không nhã nhặn bằng. Ông mô tả sự phân hóa vĩ đại giữa lý thuyết xây dựng những sản phẩm tương thích end-to-end (theo chiều dọc) của Apple và đặc tính công khai của Microsoft trong việc nhượng quyền phần mềm của họ cho những nhà sản xuất phần cứng cạnh tranh. Ông giải thích, trong thị trường âm nhạc, phương pháp kết hợp, giống như gói iTunes iPod của ông, đã được chứng minh là vượt trội, nhưng phương pháp tách riêng của Microsoft lại ưu việt hơn trong thị trường máy vi tính cá nhân. Một câu hỏi của ông chợt nảy ra là: Cách tiếp cận nào sẽ tốt hơn cho điện thoại di động?

Sau đó ông tiếp tục bày tỏ một đánh giá sâu sắc: ông nói sự khác biệt trong triết lý thiết kế, đã hạn chế khả năng cộng tác của ông và Apple với những công ty khác. “Vì Woz và tôi đều tự thân vận động khi thành lập công ty, nên chúng tôi không giỏi trong việc phối hợp với người khác,” ông nói. “Và tôi nghĩ nếu Apple có thể sở hữu thêm một phần đặc điểm đó trong ADN của công ty, nó sẽ giúp ích cho công ty rất nhiều.”

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Chương 36
iPHONE

Sự tích hợp của ba dòng sản phẩm mang tính đột phá trong một thiết bị

Một chiếc iPod có thể đàm thoại

Trước năm 2005 mức tiêu thụ iPod tăng vọt. Hai triệu chiếc iPod, một con số đáng kinh ngạc, được bán ra thị trường trong năm đó, gấp 4 lần so với năm trước. Sự ra đời của iPod đóng một vai trò quan trọng đối với mục tiêu của công ty, doanh số bán ra chiếm khoảng 45% lợi nhuận của năm, và một lần nữa, sự ra đời của nó cũng giúp đánh bóng thêm hình ảnh công ty và khẳng định vị thế của Apple trên thị trường giống như dòng máy Mac.

Nhưng điều đó lại khiến Jobs lo lắng. “Ông luôn bị ám ảnh về những điều khiến chúng tôi phân tâm” Art Levison, một thành viên trong ban quản trị nhớ lại. Steve kết luận rằng: “Thiết bị mà chúng ta phải tập trung cao độ chính là điện thoại di động”. Khi ông giải trình với ban quản trị, thị trường máy quay kỹ thuật số lúc bấy giờ đang bị cạnh tranh bởi những chiếc điện thoại có trang bị máy quay. iPod cũng vậy, nếu các nhà sản xuất điện thoại bắt đầu cài đặt phần mềm nghe nhạc, mọi người “có thể mang điện thoại theo, và đổi lại iPod sẽ không cần thiết nữa.”

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Chiến dịch đầu tiên của ông là thực hiện điều ông đã công nhận trước mặt Bill Gates rằng có một thứ không nằm trong ADN của mình: đó chính là liên minh với một công ty khác. Ông bắt đầu nói với Ed Zander, CEO mới của Motorola, về việc cộng tác với dòng Razr nổi tiếng của Motorola, chiếc điện thoại di dộng với máy quay kỹ thuật số, mà iPod nên học tập. Vì thế ROKR ra đời. Nó gây ra sự “diệt vong” đối với tính gọn nhẹ của iPod cũng như sự thanh mảnh thuận tiện của Razr. Xấu xí, khó tải nhạc và hạn chế số lượng bài hát lưu trữ chỉ khoảng 100 bài, ROKR có tất cả những đặc tính của một sản phẩm “ngoại giao”, nó trái ngược hoàn toàn với phong cách làm việc của Jobs. Thay vì cả phần cứng, phần mềm và nội dung đã được kiểm soát bởi một công ty, thì ROKR là “món lẩu thập cẩm” của cả Motorola lẫn Apple và nhà mạng không dây Cingular. “Đây là chiếc điện thoại của tương lai ư?” Wired đã chế giễu về ROKR trên trang bìa của tạp chí này số ra tháng 11 năm 2005.

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Jobs vô cùng tức giận. “Tôi phát ốm khi phải cộng tác với những công ty ‘ngớ ngẩn’ như Motorola”. Ông nói với Tony Fadell và những thành viên khác tại một buổi họp đánh giá sản phẩm iPod. “Hãy tự làm lấy.” Ông đã chú ý đến vài chi tiết thừa của những chiếc điện thoại di động tràn lan trên thị trường: Chúng đều nhàm chán, giống như những chiếc máy nghe nhạc cầm tay trước đây. “Chúng ta sẽ phải ngồi lại và nói xem chúng ta ghét những chiếc điện thoại của chúng ta đến mức nào,” ông nhớ lại. “Chúng quá phức tạp. Chúng có những đặc điểm mà không ai hiểu nổi, kể cả danh bạ. Nó rườm rà như nghệ thuật Byzantine vậy.” George Riley, một luật sư được Apple thuê ngoài, nhớ lại những lần họp thông qua các vấn đề liên quan đến luật pháp của công ty, lúc đó Jobs thấy chán nản, chộp lấy điện thoại của Riley, và bắt đầu ra sức chứng minh nó chỉ là “ đồ bỏ đi”. Jobs và các cộng sự của mình bắt đầu thích thú với viễn cảnh tạo ra một chiếc điện thoại mà họ muốn sử dụng. “Đó là động lực thúc đẩy tuyệt vời”, sau này Jobs đã chia sẻ.

Một động lực nữa đó chính là thị trường tiềm năng. Hơn 825 triệu điện thoại di động đã được bán ra thị trường trong năm 2005, cho tất cả mọi người, từ những học sinh còn cắp sách tới trường đến các cụ già. Bởi vì hầu hết các dòng điện thoại này là sản phẩm “bình dân”, nên vẫn có chỗ cho những dòng sản phẩm cao cấp và sang trọng, giống hệt như thị trường giành cho dòng máy nghe nhạc cầm tay. Đầu tiên ông đề xuất dự án này cho nhóm nghiên cứu của Apple nhằm tạo ra thiết bị ngoại vi nguồn không dây (AirPort) dựa trên lý thuyết rằng nó là một sản phẩm không dây. Nhưng ông sớm nhận ra rằng nó cơ bản là một thiết bị giành cho người dùng, giống như iPod, vì thế ông truyền lại ý tưởng đó cho Fadell và các cộng sự của mình.

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Mục tiêu đầu tiên của họ đó là nâng cấp chiếc iPod. Họ đã cố gắng sử dụng bánh xe cuốn như một cách giúp người sử dụng cuộn lên xuống để chọn những chức năng trong điện thoại mà không cần bàn phím. Nó không phải là sự điều chỉnh tự nhiên. “Chúng tôi đang gặp rất nhiều rắc rối với việc sử dụng bánh xe cuốn, đặc biệt trong việc thực hiện cuộc gọi,” Fadell nhớ lại. “Thực sự bế tắc”. Việc cuộn qua danh bạ thì không vấn đề gì, nhưng nhập thông tin thì quả thực khủng khiếp. Cả nhóm vẫn cố tự thuyết phục rằng người dùng chủ yếu chỉ gọi những người đã lưu sẵn trong danh bạ, nhưng tự họ biết rằng điều đó thực sự không đúng .

Cũng vào lúc đó có một dự án thứ hai đang được tiến hành ở Apple: một nỗ lực bí mật nhằm tạo ra dòng máy tính bảng. Vào năm 2005 những dự án này bắt đầu được tách riêng, và những ý tưởng cho chiếc máy tính bảng cũng thúc đẩy kế hoạch tạo ra dòng điện thoại như ý. Hay nói cách khác, ý tưởng cho iPad thực sự đã xuất hiện từ trước đó, giúp định hình và thai nghén cho sự ra đời của chiếc iPhone.

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Công nghệ cảm ứng đa điểm

Một trong những kỹ sư phát triển máy tính bảng cầm tay tại Microsoft đã cưới một người bạn của Laurene và Steve Jobs. Lần sinh nhật thứ năm mươi, ông muốn tổ chức một bữa tiệc nhỏ có mời vợ chồng Jobs cùng vợ chồng Bill và Melinda Gates. Jobs có chút khiên cưỡng nhưng vẫn tham dự. “Steve khá thân thiện với tôi trong bữa tiệc đó.” Gates nhớ lại, nhưng ông “không đặc biệt thân thiện” với người tổ chức sinh nhật.

Gates khó chịu khi gã kỹ sư không ngừng tiết lộ thông tin về chiếc máy tính bảng cầm tay mà ông đang phát triển cho Microsoft. “Hắn là nhân viên của chúng tôi, và hắn lại đang rêu rao về tài sản trí tuệ của chúng tôi,” Gates thuật lại. Jobs cũng đã rất bực mình và hậu quả sau này giống y như những gì mà Gates lo sợ trước đây. Jobs nhớ lại:

Gã kỹ sư này cứ bám lấy tôi và không ngớt lời về việc làm thế nào Microsoft thay đổi cả thế giới bằng phần mềm máy tính bảng cầm tay và đánh bật tất cả những máy tính sổ tay; và Apple nên cấp phép cho phần mềm Microsoft của hắn. Nhưng hắn đang sa vào vũng lầy. Chiếc máy tính bảng này có một cái bút, mà khi đi kèm cây bút đó, nó chỉ là đồ bỏ đi. Tính đến buổi tiệc hôm nay thì hắn đã nói chuyện đó với tôi đến lần thứ mười rồi, và tôi thực sự chán ngấy đến nỗi về đến nhà tôi vẫn bực mình: “Chết tiệt, rồi hắn sẽ biết một chiếc máy tính bảng thực sự là như thế nào.”

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Jobs đến văn phòng ngày hôm sau, tập hợp nhóm nghiên cứu và nói: “Tôi muốn tạo ra một chiếc máy tính bảng mà không cần bàn phím hay là một cây bút nào.” Người dùng có thể gõ bằng cách sử dụng các đầu ngón tay chạm vào màn hình. Điều đó có nghĩa rằng màn hình cần có đặc tính được biết đến như công nghệ cảm ứng đa điểm, khả năng xử lý nhiều đầu vào cùng một lúc. “Các anh có thể tạo ra một màn hình cảm ứng đa điểm cho tôi hay không?” Ông hỏi. Họ đã mất khoảng sáu tháng để đưa ra một sản phẩm thô nhưng hoàn toàn khả thi.

Jony Ive có một cách nghĩ khác về việc phát triển công nghệ cảm ứng đa điểm. Ông ta nói rằng nhóm thiết kế đã từng làm việc dựa trên đầu vào cảm ứng đa điểm, công nghệ phát triển con chuột xúc giác cho dòng máy MacBook Pro của Apple. Và họ đang thử nghiệm theo hướng chuyển giao công nghệ này sang màn hình máy tính. Họ đã sử dụng một máy chiếu để xem nó sẽ như thế nào. “Điều này sẽ thay đổi mọi thứ,” Ive nói với nhóm nghiên cứu. Nhưng ông vẫn cẩn trọng chưa vội nói Jobs ngay, đặc biệt khi những nhân viên của ông đang làm việc cật lực kể cả thời gian nghỉ ngơi và ông không muốn dập tắt nhiệt huyết của họ. “Bởi Steve quá nóng vội khi đưa ra ý kiến, tôi không muốn cho ông xem chúng trước mặt những người khác. Ive nhớ lại. “Ông có thể sẽ nói, ‘Chết tiệt’ và đập tan mọi nhiệt huyết. Tôi thấy những ý tưởng này rất mong manh, bạn phải nâng niu phát triển chúng. Tôi nhận ra rằng nếu ông bác bỏ ý tưởng này, thực sự sẽ rất buồn vì tôi biết nó rất quan trọng.”

Ive đã trình chiếu kín đáo những ý tưởng này trong phòng họp với riêng Jobs, vì biết rằng ông sẽ bớt phàn nàn đôi chút nếu không có ai xung quanh. Thật may là ông thích nó. “Tương lai là đây,” ông háo hức.

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Đó thực sự là một ý tưởng tuyệt vời mà Jobs đã nhận ra rằng nó có thể giải quyết được những vấn đề mà họ đang gặp phải trong việc sáng tạo giao diện cho chiếc điện thoại tương lai. Dự án này vô cùng quan trọng, do đó ông tạm dừng việc phát triển máy tính bảng trong khi giao diện cảm ứng đa điểm được dùng cho màn hình điện thoại. “Nếu nó chạy tốt trên một chiếc điện thoại,” ông nhớ lại, “tôi biết chúng tôi có thể quay trở lại và sử dụng giao diện này cho chiếc máy tính bảng.”

Jobs đã gọi Fadell, Rubinstein và Schiller tới một cuộc họp bí mật trong phòng họp thiết kế, nơi Ive đã trình chiếu ý tưởng về công nghệ cảm ứng đa điểm. “Ôi!” Fadell thốt lên. Mọi người đều thích nó, nhưng họ không chắc rằng có thể khiến nó hoạt động trên điện thoại. Họ quyết định tiến hành trên hai phần: Phần một là tên mã cho điện thoại được phát triển dựa trên bánh xe cuốn của iPod, và phần hai là một lựa chọn mới sử dụng màn hình cảm ứng đa điểm.

Một công ty nhỏ ở Delaware có tên là FingerWorks đang tạo ra hàng loạt những bàn xúc giác cảm ứng đa điểm. Được thành lập bởi hai giáo sư ở trường đại học Delaware, John Elias và Wayne Westerman, FingerWorks đã phát triển một số máy tính bảng với khả năng cảm ứng đa điểm và đưa ra những sáng chế để đọc được các cử động khác nhau của ngón tay, ví dụ như gạt và nhấn vào các chức năng hữu ích. Đầu năm 2005, Apple lặng lẽ mua lại công ty này, tất cả những sáng chế, và những dịch vụ của hai thành viên sáng lập. FingerWorks lập tức ngừng việc bán sản phẩm của nó cho những hãng khác, và bắt đầu đóng mác những sản phẩm mới mang tên Apple.

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Sau sáu tháng làm việc với bánh xe cuốn trong phần một và công nghệ cảm ứng đa điểm trong phần hai, Jobs gọi nhóm cộng sự thân cận tới phòng họp để đưa ra quyết định. Fadell vẫn đang cố gắng hết sức để phát triển mô hình bánh xe cuốn, nhưng ông thừa nhận rằng họ không thể giải quyết vấn đề: tìm ra cách đơn giản để thực hiện cuộc gọi. Trong khi đó việc tiếp cận cảm ứng đa điểm mang nhiều rủi ro hơn, họ không dám chắc rằng có thể thực hiện được thiết kế này hay không, nhưng nó rất thú vị và hứa hẹn. “Chúng ta đều biết đó là điều duy nhất chúng ta muốn làm,” Jobs nói, chỉ vào màn hình cảm ứng. “Hãy khiến nó có hiệu quả.” Đó là giây phút mà ông đã đặt cược, càng mạo hiểm thì giải thưởng càng cao nếu thành công.

Một cặp thành viên trong nhóm nghiên cứu tranh luận về việc liệu thiết bị mới có nên có bàn phím, một bộ phận đã tạo ra sự nổi tiếng cho dòng BlackBerry, hay không, nhưng Jobs đã bác bỏ ý tưởng đó. Một bàn phím cơ học sẽ chiếm mất không gian màn hình, nó sẽ không linh hoạt và phù hợp như bàn phím cảm ứng. “Một thiết bị bàn phím có vẻ là một giải pháp đơn giản, nhưng nó khiên cưỡng quá.” Ông nói. “Hãy cố nghĩ tất cả những sáng kiến phù hợp, nếu chúng ta nghĩ về bàn phím hiện trên màn hình kèm phần mềm. Chúng ta hãy đặt cược vào nó, sau đó tìm cách biến nó thành sự thật.” Kết quả là một thiết bị hiện thị bảng số mỗi khi bạn muốn thực hiện cuộc gọi, bảng chữ khi bạn muốn viết, và bất cứ phím nào bạn cần cho mỗi một hoạt động cụ thể. Rồi sau đó tất cả có thể biến mất khi bạn xem video. Bằng việc sử dụng phần mềm thay cho phần cứng, giao diện trở nên linh hoạt và nhanh nhạy hơn.

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Jobs đã dành một chút thời gian mỗi ngày trong sáu tháng để tinh chỉnh màn hình hiển thị. “Đó là niềm vui thích phức tạp nhất mà tôi đã từng có,” Ông nhớ lại, “Nó khác lạ giống như album ‘Sgt. Pepper .’” Rất nhiều đặc điểm tưởng chừng như đơn giản nhưng lại là kết quả của những ý tưởng sáng tạo. Ví dụ, nhóm nghiên cứu đã lo lắng làm sao có thể khiến chiếc điện thoại không tự động chơi nhạc, thực hiện cuộc gọi hoặc tự động gọi lại khi nằm trong túi bạn. Jobs bẩm sinh đã ghét những công tắc bật - tắt, ông thấy nó không trang nhã. Và giải pháp là “Gạt tay để mở”, thanh trượt trên màn hình đơn giản và thú vị kích hoạt thiết bị khi nó không còn hoạt động. Một bước đột phá khác đó là cảm biến sẽ xử lý khi bạn đưa điện thoại gần tai, dái tai của bạn không vô tình kích hoạt một số chức năng nào đó. Và dĩ nhiên những biểu tượng cũng dựa trên hình khối mà ông ưa thích: hình chữ nhật được bao quanh, đây là những biểu tượng gốc ông đã để Bill Atkinson thiết kế cho phần mềm của máy Macintosh đầu tiên. Phần nào cũng vậy, ông đều tập trung vào mỗi chi tiết, và nhóm nghiên cứu đã tìm ra rất nhiều cách đơn giản hóa những gì các điện thoại khác đã làm phức tạp. Họ bổ sung thêm một thanh lớn để hướng dẫn bạn thực hiện cuộc gọi chờ hay cuộc gọi hội nghị, tìm những cách định vị dễ dàng thông qua email, và tạo những biểu tượng mà khi gạt ngang bạn có thể lựa chọn những ứng dụng khác nhau - tất cả những điều này được thực hiện dễ dàng hơn vì chúng được sử dụng trực quan thông qua màn hình hơn là được sử dụng bàn phím dựa trên phần cứng.

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Mặt kính bảo vệ Gorilla Glass

Jobs đam mê thử nghiệm những chất liệu khác nhau giống như cách mà ông chọn các loại thức ăn. Khi ông quay lại Apple vào năm 1997 và bắt đầu nghiên cứu dòng iMac, ông đã thử xem nhựa trong và có màu sắc có thể làm ra cái gì. Giai đoạn tiếp theo là kim loại. Ông và Ive thay thế chất liệu nhựa cong của PowerBook G3 với kim loại titan bóng đẹp của PowerBook G4, chiếc máy tính này được thiết kế lại với chất liệu nhôm hai năm sau, chỉ để chứng minh họ thích những kim loại khác nhau nhiều như thế nào. Sau đó họ tạo ra một chiếc iMac và một chiếc iPod Nano với chất liệu nhôm axit hóa, nghĩa là kim loại đã được tắm qua axit và điện dung để bề mặt của nó được oxi hóa. Jobs đã được thông báo rằng họ không thể tự đáp ứng được số lượng kim loại họ cần, thế nên ông đã thành lập một công ty ở Trung Quốc để giải quyết vấn đề này. Ive đã đến đó, trong suốt đại dịch Sars, để giám sát quá trình. Ông nhớ lại “Tôi ở đó trong ba tháng tại một ký túc xá để theo dõi quy trình sản xuất, Ruby và những người khác nói rằng ý tưởng đó là không thể nhưng tôi vẫn muốn tiếp tục, cả Steve và tôi nhận ra rằng nhôm được ôxi hóa thực sự hoàn hảo.”

Tiếp sau đó là thủy tinh. “Sau khi chúng tôi thực hiện với kim loại, tôi đã nhìn John và nói rằng chúng ta cần tinh thông về chất liệu thủy tinh.” Jobs chia sẻ. Với những cửa hàng của Apple, họ đã thiết kế một chiếc ô kính cửa sổ lớn và những chiếc cầu thang bằng kính. Với iPhone, kế hoạch ban đầu là sử dụng một màn hình bằng nhựa giống như iPod. Tuy nhiên Jobs lại khăng khăng rằng màn hình sẽ trang nhã và trông thật hơn nếu nó được làm bằng thủy tinh. Thế nên ông bắt tay ngay vào việc tìm kiếm một loại thủy tinh vừa chắc chắn vừa có khả năng chống trầy xước.

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Mảnh đất tìm kiếm đó là châu Á, thiên đường sản xuất kính dành cho các cửa hàng. Nhưng một người bạn của Jobs là John Seely Brown, một thành viên hội đồng quản trị của công ty Corning Glass ở phía Bắc New York, đã khuyên ông nên nói chuyện với Wendell Weeks - một CEO trẻ và năng động của công ty. Jobs đã gọi điện đến tổng đài chính của Corning và yêu cầu được gặp Weeks. Ông gặp nhân viên trợ lý và người đó yêu cầu ông để lại lời nhắn. “Không, tôi là Steve Jobs.” Ông đáp. “Hãy cho tôi gặp ông ấy.” Người trợ lý từ chối. Jobs gọi lại cho Brown và phàn nàn rằng ông đã bị đối xử như “một kẻ ngớ ngẩn đặc sệt vùng bờ Đông.” Sau khi Weeks biết chuyện, ông này cũng đã gọi tới tổng đài chính của Apple và yêu cầu gặp Jobs. Weeks cũng được yêu cầu ghi lại lời nhắn và gửi qua fax. Khi Jobs được nghe kể về chuyện đó, ông đã rất thích Weeks và mời ông ấy tới Cupertino.

Jobs miêu tả loại kính mà hãng Apple muốn sử dụng cho iPhone, Weeks nói với ông rằng công ty Corning đã phát triển một quá trình trao đổi hóa học từ những năm 1960 và cho cho ra đời sản phẩm mang tên “Kính bảo vệ Gorilla.” Chất liệu đó chắc chắn một cách đáng ngạc nhiên, nhưng lại không tìm được thị trường tiêu thụ, do đó Corning đã từ bỏ việc sản xuất nó. Jobs đã bảo rằng ông không chắc nó có đủ tốt hay không, và ông bắt đầu giải thích với Weeks về việc làm kính ra sao. Điều này gây hứng thú cho Weeks, người dĩ nhiên hiểu biết về vấn đề này nhiều hơn cả Jobs. “Anh có thể ngừng nói được không.” Weeks cắt ngang, “và để tôi chỉ cho anh một số công nghệ sản xuất kính?”

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Jobs rất bất ngờ và im lặng ngay. Weeks đi tới chiếc bảng trắng và hướng dẫn về hóa học, vấn đề liên quan đến quá trình trao đổi Ion để tạo nên một lớp nén lên bề mặt kính. Điều này khiến Jobs bối rối, rồi ông nói ông muốn số lượng kính bảo vệ nhiều nhất mà Corning có thể sản xuất trong vòng 6 tháng. “Chúng tôi không có khả năng.” Weeks trả lời. “Chúng tôi không có bất kỳ một kế hoạch sản xuất kính nào nữa”.

“Đừng lo lắng” Jobs đáp. Điều này khiến Weeks choáng váng, là một người thoải mái và tự tin nhưng ông không quen được với tính cách khác thường của Jobs. Weeks đã cố gắng giải thích rằng việc giả vờ tự tin không thể chiến thắng những thử thách kỹ thuật, và giả thuyết đó Jobs lặp lại không được chấp nhận. Jobs chằm chằm nhìn Weeks không chớp mắt. “Được mà, các anh có thể làm được”, ông nói, “Hãy suy nghĩ về nó. Anh có thể thực hiện được.”

Khi Weeks kể lại câu chuyện, ông lắc đầu kinh ngạc và nói: “Chúng tôi đã thực hiện chỉ trong có sáu tháng. Chúng tôi đã sản xuất một loại kính chưa từng có bao giờ”. Cơ sở của công ty Corning ở HarrisBurg, Kentucky, nơi sản xuất ra màn hình LCD, đã chuyển qua sản xuất vào buổi tối để dành toàn thời gian sản xuất chất liệu kính bảo vệ .” Chúng tôi đã tập trung hết các kỹ sư và nhà khoa học giỏi nhất cho sản phẩm này, và chúng tôi đã biến nó thành hiện thực.” Giờ tại văn phòng thoáng mát của Weeks, ông chỉ trưng bày một món đồ lưu niệm được đóng khung. Đó là một tin nhắn Jobs gửi đến vào ngày iPhone ra đời: “Chúng tôi không thể làm ra nó mà không có bạn.”

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Thiết kế

Trong rất nhiều dự án lớn của ông, ví dụ như Toy Story (Câu chuyện đồ chơi) đầu tiên hay cửa hàng Apple, Jobs đã tạm dừng khi họ gần hoàn thiện sản phẩm và quyết định điều chỉnh nó. Điều đó cũng xảy ra với thiết kế của iPhone. Các thiết kế ban đầu có màn hình kính được đặt trong vỏ nhôm. Một buổi sáng thứ hai, Jobs tới gặp Ive. “Tối qua tôi không ngủ được,” ông tâm sự, “tôi nhận ra rằng tôi không thích nó”. Đó là sản phẩm quan trọng nhất mà ông thực hiện từ sau chiếc Macintosh đời đầu, và ông thấy nó không ổn. Trước sự thất vọng của ông, Ive lập tức nhận ra Jobs đã đúng “Tôi nhớ cảm giác hoàn toàn xấu hổ khi ông đưa ra lời nhận xét đó.”

Vấn đề nằm ở chỗ iPhone cần hiển thị tất cả lên màn hình, nhưng thiết kế vỏ hiện tại đã trùm lên màn hình thay vì viền xung quanh. Toàn thiết bị gây cảm giác quá thô, quá nhiều thao tác điều khiển và hiệu ứng. “Các anh em đã sống chết vì thiết kế này trong chín tháng qua, nhưng chúng ta phải thay đổi nó.” Jobs nói với nhóm nghiên cứu của Ive. “Chúng ta giờ sẽ phải làm việc cả tối và cuối tuần, nếu các anh phản đối thì các anh phải bước qua xác chúng tôi.” Thay vì ngăn cản, cả nhóm nghiên cứu đã đồng ý. “Đó là giây phút đáng tự hào nhất tại Apple.” Jobs bùi ngùi nhớ lại.

Thiết kế mới đã hoàn thành với một vỏ thép không gỉ mỏng cho phép màn hình kính hiển thị đến tận các cạnh. Mỗi một phần của thiết bị dường như được thiết kế phù hợp với màn hình. Diện mạo mới mộc mạc, nhưng khá thân thiện. Bạn có thể vuốt nó. Nghĩa là họ đã phải làm lại các bảng mạch, ăng ten, và vị trí bộ xử lý bên trong, nhưng Jobs đã yêu cầu thay đổi. “Các công ty khác có thể đã cho qua,” Fadell nói, “nhưng chúng tôi thì điều chỉnh và bắt tay vào ngay.”

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Một phần của thiết kế phản ánh không chỉ tính cầu toàn của Jobs mà thậm chí là khao khát kiểm soát, đó là thiết bị được hàn kín. Vỏ ngoài không thể mở được, thậm chí để đổi pin. Cũng giống với dòng Macintosh đời đầu năm 1984, Jobs đã không muốn ai mở xem bên trong. Trong thực tế, năm 2011 khi Apple phát hiện ra các cửa hàng sửa chữa không chính hãng đã mở được iPhone 4, thì hãng đã thay thế các ốc nhỏ bằng một loại ốc Pentalobe không thể làm giả và không một tuốc nơ vít nào ngoài thị trường có thể mở. Vì không có pin thay thế nên iPhone trông mỏng hơn rất nhiều. Đối với Jobs, mỏng hơn luôn luôn tốt hơn. “Ông ấy luôn cho rằng mỏng là đẹp”, Tim Cook cho biết. “Các bạn có thể thấy trong tất cả các sản phẩm. Chúng tôi có dòng máy tính xách tay mỏng nhất, dòng điện thoại thông minh mỏng nhất, rồi chúng tôi đã cho ra đời dòng iPad mỏng và sau đó thậm chí còn mỏng hơn nữa.”

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Tung ra thị trường

Khi đến lúc khởi động iPhone, Jobs đã quyết định, như thường lệ, cho phép một tờ báo tới buổi thử nghiệm đặc biệt. Ông gọi cho John Huey, tổng biên tập của tạp chí Time, và bắt đầu phóng đại quá mức, đúng kiểu của Jobs: “Đây là sản phẩm tốt nhất mà chúng tôi từng thực hiện”. Jobs muốn cung cấp độc quyền cho Time về những thông tin của iPhone, nhưng “Time không có ai đủ hiểu biết để viết về nó, vì vậy tôi sẽ dành cho người khác.” Huey giới thiệu Lev Grossman, một nhà văn (và tiểu thuyết gia) hiểu biết nhiều về công nghệ ở Time. Trong tác phẩm của mình Grossman ghi chú chính xác rằng iPhone không thực sự phát minh ra nhiều tính năng mới, nó chỉ khiến những tính năng này dễ sử dụng hơn. “Nhưng điều đó rất quan trọng. Khi chúng ta không sử dụng được các công cụ, chúng ta có xu hướng đổ lỗi cho mình, vì quá ngu ngốc, không đọc kỹ hướng dẫn sử dụng hay có ngón tay quá béo…. Khi các công cụ của chúng ta bị hỏng, chúng ta cũng thấy chán. Rồi có ai đó khắc phục được, chúng ta sẽ thấy thực sự yên tâm.”

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Trong buổi ra mắt tại hội chợ công nghệ Macworld tháng Giêng năm 2007 tại San Francisco, Jobs mời Andy Hertzfeld, Bill Atkinson, Steve Wozniak, và nhóm nghiên cứu dòng Macintosh năm 1984, như ông đã mời khi ra mắt dòng iMac. Trong tất cả các bài thuyết trình tuyệt vời về sản phẩm, đây chắc chắn sẽ là bài hay nhất. “Mỗi khi có một sản phẩm mang tính cách mạng ra đời nó sẽ khiến mọi thứ thay đổi”, ông bắt đầu. Jobs đưa ra hai ví dụ trước đó: dòng Macintosh đời đầu đã “thay đổi toàn bộ ngành công nghiệp máy tính”, và chiếc iPod đầu đời đã “thay đổi kỷ nguyên nhạc số”, Sau đó, ông đã cẩn thận giới thiệu sản phẩm ông chuẩn bị cho ra mắt: “Hôm nay, chúng tôi xin giới thiệu ba dòng sản phẩm mang tính cách mạng. Đầu tiên đó là chiếc iPod màn hình rộng điều khiển cảm ứng. Thứ hai là một điện thoại di động mang tính cách mạng. Và thứ ba là thiết bị liên lạc kết nối Internet có tính đột phá.” Ông lặp đi lặp lại danh sách để nhấn mạnh, sau đó nói, “Các bạn có biết không, đây không phải là ba thiết bị riêng biệt, tất cả chỉ trong một thiết bị, và chúng tôi gọi nó iPhone. “

Khi iPhone được tung ra thị trường năm tháng sau đó, vào cuối tháng Sáu năm 2007, Jobs và vợ đi bộ đến cửa hàng của Apple ở Palo Alto để cảm nhận niềm vui sướng. Vì ông thường xuyên làm như vậy vào ngày sản phẩm mới được bán ra, nên một số người hâm mộ đã tới trước, họ chào đón ông như họ thấy nhà tiên tri Moses đi dạo mua Kinh Thánh. Trong đó có tín đồ là Hertzfeld và Atkinson. “Bill đã xếp hàng cả đêm đấy,” Hertzfeld nói. Jobs phẩy tay, bắt đầu cười và nói. “Tôi đã gửi tặng ông ấy một chiếc rồi.” Hertzfeld trả lời, “Ông ta cần sáu chiếc cơ.”

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iPhone đã ngay lập tức được các blogger đặt tên là “Điện thoại của Chúa Jesus.” Tuy nhiên, đối thủ cạnh tranh của Apple nhấn mạnh rằng, việc bỏ ra năm trăm đô-la để mua được nó là quá nhiều. “Đó là điện thoại đắt tiền nhất trên thế giới,” Steve Ballmer của Microsoft cho biết trong một cuộc phỏng vấn của CNBC. “Và nó không hấp dẫn với những khách hàng là doanh nhân bởi nó không có bàn phím.” Một lần nữa, Microsoft lại đánh giá thấp sản phẩm của Jobs. Đến cuối năm 2010, Apple đã bán được chín mươi triệu chiếc iPhone, và nó chiếm hơn một nửa tổng lợi nhuận của thị trường điện thoại di động toàn cầu.

Alan Kay, một trong những nhà sáng lập phòng thí nghiệm Xerox PARC và cũng là người góp một tay tạo Dynabook, phiên bản đầu của máy tính xách tay bốn mươi năm trước đó đã nhận xét “Steve hiểu được giá trị của khát vọng”. Kay rất giỏi trong việc dự báo trước tình hình, vì vậy Jobs đã hỏi ý kiến của ông về chiếc iPhone. Kay trả lời “Hãy mở rộng màn hình 5 inch thành 8 inch, và anh sẽ thống trị cả thế giới”. Ông không biết rằng thiết kế của iPhone đã nhen nhóm, và có thể một ngày nào đó sẽ dẫn tới ý tưởng cho ra đời một máy tính bảng, trên thực tế có thể vượt quá tầm nhìn của ông cho dòng Dynabook.

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Chương 37

VÒNG HAI

Bệnh ung thư tái phát

Chiến đấu với bệnh tật, năm 2008

Đến đầu năm 2008, cả Jobs và các bác sĩ điều trị cho ông đều biết rõ rằng khối ung thư của ông đã di căn. Khi họ cắt bỏ khối u ở tuyến tụy vào năm 2004, những tế bào ung thư đã bắt đầu hình thành. Điều này giúp các bác sĩ của ông xác định được bộ phận nào đã bị phá hủy, và họ đã áp dụng những phương pháp đặc trị được cho là hiệu quả nhất.

Jobs phải dùng tới các liệu pháp giảm đau, thường là các loại thuốc giảm đau có chứa mocphin. Một ngày vào tháng Hai năm 2008, bạn thân của Powell – Kathryn Smith, đang ở cùng họ tại Palo Alto, cùng đi dạo với Jobs. “Ông ấy nói với tôi rằng mỗi khi quá đau ông ấy thường chỉ tập trung vào cơn đau, đi xuyên qua nó và điều đó dường như làm chúng tiêu tan đi”, cô kể lại. Tuy nhiên, điều đó không thực sự chính xác. Khi Jobs bị đau, ông sẽ để cho tất cả mọi người xung quanh biết điều đó.

Có một vấn đề ngày càng trở nên nghiêm trọng mà các nhà nghiên cứu y học đã không lưu ý kỹ càng tới nó giống như khi điều trị ung thư hay giảm đau. Jobs gặp vấn đề về ăn uống và sút cân. Điều này một phần là do tuyến tụy của ông đã bị cắt đi khá nhiều trong khi tuyến tụy chính là bộ phận sản xuất những enzym cần thiết để tiêu hóa đạm và các dưỡng chất. Ngoài ra khối ung thư và moóc-phin trong thuốc giảm đau cũng khiến ông ăn không ngon miệng. Có một yếu tố tâm lý mà các bác sĩ biết rõ: Ngay từ thời thanh niên, ông đã có một nỗi ám ảnh kỳ lạ với chuyện ăn kiêng và thanh tẩy ruột.

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Thậm chí cả khi kết hôn và có con, ông vẫn giữ những thói quen ăn uống đó. Ông có thể dành hàng tuần chỉ ăn cùng một thứ – salát cà rốt với chanh, hoặc táo – rồi sau đó bỗng dưng cự tuyệt thứ đồ ăn đó và tuyên bố sẽ ngừng ăn chúng. Ông tiếp tục nhịn ăn như hồi trẻ và điều này đã khiến Jobs trở thành kẻ cao đạo khi ông luôn giảng giải cho người khác về những chế độ ăn uống hiệu quả mà ông đang theo. Powell cũng từng là người ăn chay khi họ mới cưới, nhưng sau ca phẫu thuật của chồng, bà bắt đầu đa dạng hóa các bữa ăn gia đình với cá và các loại thực phẩm giàu đạm. Cậu con trai Reed của họ, người cũng từng ăn chay, trở thành một “động vật ăn tạp ngon lành”. Họ biết việc tiếp nhận những nguồn đạm khác nhau rất quan trọng đối với chồng/cha mình.

Họ đã thuê một đầu bếp rất giỏi, Bryar Brown, người từng làm cho Alice Waters của chuỗi nhà hàng Chez Panisse. Brown thường đến vào mỗi buổi chiều và nấu một bữa tối thịnh soạn, ngon lành sử dụng các loại rau xanh và các loại gia vị khác mà Powell trồng trong vườn. Mỗi khi Jobs bất chợt thèm salát cà rốt, mỳ ống với húng quế, hay món súp với xả – Brown luôn kiên nhẫn và lặng lẽ tìm cách chế biến chúng. Jobs là một thực khách vô cùng ngoan cố theo xu hướng có thể đánh giá ngay lập tức bất kỳ món ăn nào dù cho chúng cực ngon hay vô cùng dở. Ông có thể cùng lúc nếm hai quả bơ mà đa số mọi người sẽ không phân biệt được và tuyên bố rằng quả này là quả bơ ngon nhất từng được ăn và quả kia thì không thể ăn được.

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Đầu năm 2008, cách ăn uống lộn xộn của Jobs càng tệ hơn. Có những đêm ông chỉ ngồi nhìn chằm chằm xuống sàn nhà và từ chối tất cả các món ăn được bày trên bàn dài trong bếp. Khi những người khác đã ăn được nửa bữa, ông đột ngột đứng dậy và bỏ đi, chẳng nói năng gì. Điều đó khiến không khí gia đình trở nên căng thẳng. Họ nhận thấy ông đã sút tới 15 cân trong suốt mùa xuân năm 2008.

Vấn đề sức khỏe của Jobs được công khai vào tháng 3 năm 2008 khi Fortune cho đăng một mẩu tin có tiêu đề “Vấn đề của Steve Jobs”. Mẩu tin tiết lộ rằng ông đang cố điều trị ung thư bằng cách ăn kiêng trong 9 tháng và cho rằng Jobs có liên quan tới tuyên bố về quyền chọn cổ phần chứng khoán Apple. Vì câu chuyện đã bị dàn dựng, Jobs đã mời – hay nói chính xác là triệu tập – chủ biên của Fortune là Andy Serwer tới Cupertino để đề nghị ông ta ngăn thông tin này lại. Jobs nhìn thẳng vào mặt Serwer và hỏi, “Vậy là ông đã tiết lộ rằng tôi là một thằng khốn. Tại sao cái thứ đó lại được gọi là tin tức hả?” Jobs cũng làm tương tự như vậy khi gọi cho sếp của Serwer ở Time, John Huey, từ làng Kona của Hawai, bằng một điện thoại vệ tinh ông mang theo. Ông đồng ý tổ chức một hội nghị các CEO và một phần hội nghị thảo luận về việc các thông tin sức khỏe nên được tiết lộ ở mức độ nào, nhưng chỉ khi Fortune chịu đính chính lại mẩu tin kia. Họ đã không đồng ý.

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Khi Jobs giới thiệu iPhone 3G vào tháng 6 năm 2008, vóc dáng gầy gò quá mức của ông đã làm lu mờ hiệu ứng ra mắt sản phẩm. Trên tờ Esquire, Tom Junod mô tả hình dáng “úa tàn” trên sân khấu là “hốc hác như một tên cướp biển, trong trang phục mà trước giờ luôn là lễ phục thể hiện sự mạnh mẽ của ông”. Apple đã phát đi một thông tin không xác thực rằng việc sút cân là hậu quả của một bệnh “virus thông thường”. Tháng tiếp sau, vì các nghi vấn vẫn tồn tại, công ty tiếp tục phát đi thông tin khác rằng tình trạng sức khỏe của Jobs là “một vấn đề riêng tư”.

Joe Nocera của New York Times đã viết một bài báo tiết lộ việc bưng bít thông tin sức khỏe của Jobs. “Đơn giản là người ta không tin rằng Apple sẽ nói thật về tình hình sức khỏe của giám đốc của họ”, anh viết vào cuối tháng 7. “Dưới thời Jobs, Apple hình thành một văn hóa bảo mật được hỗ trợ họ đắc lực theo nhiều cách – những phỏng đoán về các sản phẩm Apple sẽ tiết lộ tại hội nghị Macworld thường niên đã trở thành một trong những công cụ marketing tốt nhất của công ty này. Nhưng cũng chính văn hóa này hủy hoại việc quản trị doanh nghiệp.” Vì Nocera đã viết bài báo và thấu hiểu chuẩn mực của “một vấn đề riêng tư” từ tất cả các nhân viên Apple, anh lập tức nhận được một cuộc gọi bất ngờ từ chính Jobs. “Steve Jobs đây”, ông gay gắt. “Anh cho rằng tôi là một tên khốn kiêu căng, kẻ đang nghĩ rằng anh coi thường luật pháp. Tôi thì cho rằng anh là kẻ rác rưởi chỉ có toàn những thông tin sai lệch.”

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Sau màn mở đầu khá ấn tượng đó, Jobs cung cấp một số thông tin về tình trạng sức khỏe của mình với điều kiện Nocera phải giữ kín chúng. Nocera rất tôn trọng lời đề nghị nhưng anh hoàn toàn có thể công bố thông tin đó, trong khi vấn đề sức khỏe của Jobs đã trở nên nghiêm trọng hơn là một “bệnh virus thông thường”, “đó không phải là vấn đề đe dọa tính mạng, và ông ấy không bị tái phát ung thư”. Jobs đã cung cấp cho Nocera nhiều thông tin hơn cả những gì ông muốn nói với hội đồng quản trị và các cổ đông, nhưng đó không phải là tất cả sự thật.

Một phần vì những quan ngại đối với việc sút cân của Jobs, giá cổ phiếu của Apple đã giảm từ 188 đô-la vào đầu tháng 6 năm 2008 xuống còn 156 đô-la vào cuối tháng 7 cùng năm. Mọi thứ càng trở nên tồi tệ hơn vào cuối tháng 8 khi Bloomberg do nhầm lẫn đã phát đi lời cáo phó được chuẩn bị sẵn của Jobs, và sau đó thông tin này xuất hiện cả trên trang Gawker. Jobs đã sử dụng câu nói châm biếm nổi tiếng của Mark Twain trong một chương trình âm nhạc thường niên vài ngày sau đó. “Những thông tin về cái chết của tôi đã được thổi phồng quá mức”, ông nói khi giới thiệu dòng sản phẩm iPod mới. Nhưng bộ dạng hốc hác của ông không làm người ta yên tâm. Đến đầu tháng 10, giá cổ phiếu đã sụt xuống 97 đô-la.

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Cũng trong tháng đó, Doug Morris của Universal Music được sắp xếp gặp Jobs tại Apple. Nhưng thay vào đó, Jobs đã mời ông tới nhà riêng. Morris vô cùng ngạc nhiên khi trông thấy ông rất gầy gò và đau ốm. Lúc đó, Morris sắp được vinh danh trong một chương trình ở Los Angeles do City of Hope tổ chức, với mục đích gây quỹ chống ung thư, và mong muốn Jobs tham gia. Các chương trình từ thiện là một trong những thứ Jobs luôn tránh, nhưng ông đã nhận lời, phần vì Morris và phần vì ý nghĩa của chương trình. Trong chương trình, được tổ chức trong một hội trại lớn trên bờ biển Santa Monica, Morris nói với hai nghìn khách mời rằng Jobs đã mang đến cho nền công nghiệp âm nhạc một cuộc đời mới. Những tiết mục biểu diễn – của Steive Nicks, Lionel Richie, Erykah Badu và Akon – tiếp diễn cho tới quá nửa đêm khiến Jobs bị cảm lạnh. Jimmy Iovine đưa cho ông một chiếc áo nỉ có mũ và ông đã trùm mũ lên đầu trong suốt buổi tối. “Ông ấy quá ốm, lạnh run và quá gầy”, Morris nhớ lại.

Một nhà báo kỳ cựu của Fortune chuyên viết về công nghệ, Brent Schlender đã rời tạp chí vào tháng 12, và tác phẩm cuối cùng của ông là một bài phỏng vấn chung Jobs, Bill Gates, Andy Grove và Michael Dell. Đó là một bài phỏng vấn rất khó để sắp xếp được, và chỉ vài ngày trước khi nó diễn ra, Jobs đã gọi điện thông báo rút lui. “Nếu họ hỏi tại sao thì cứ nói rằng tôi là một tên khốn”, ông nói. Gates cảm thấy khó chịu, nhưng rồi sau đó phát hiện ra tình trạng sức khỏe của Jobs thực sự như thế nào. “Dĩ nhiên là ông ấy đã có một lý do rất, rất hay”, Gates nói. “Ông ấy chỉ không muốn nói gì hết”. Mọi việc càng trở nên rõ ràng khi ngày 16/12, Apple thông báo Jobs hủy bỏ kế hoạch xuất hiện tại sự kiện Macworld vào tháng 1 – diễn đàn mà ông thường tham dự để giới thiệu những sản phẩm quan trọng trong suốt 11 năm qua.

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Giới blogger bùng lên những phỏng đoán về sức khỏe của ông, và rất nhiều trong số đó lại là sự thật. Jobs vô cùng giận dữ và cảm thấy bị xúc phạm. Ông cũng cảm thấy khó chịu với việc Apple đã không chủ động hơn trong việc phản ứng lại. Do đó, ngày 5/1/2009, ông soạn và phát đi một bức thư ngỏ nhằm đánh lạc hướng. Ông xác nhận rằng ông không tham dự sự kiện Macworld vì muốn dành nhiều thời gian hơn cho gia đình. “Như các bạn đã biết, tôi liên tục sút cân trong suốt năm 2008”, ông nói thêm. Các bác sĩ cho rằng họ đã tìm ra nguyên nhân – sự mất cân bằng hoóc-môn đã không giúp tôi hấp thụ những chất đạm giúp cơ thể khỏe mạnh. Những xét nghiệm máu cụ thể đã khẳng định điều này. Cách chữa trị vấn đề này tương đối đơn giản.”

Cũng có một chút sự thật ở đây, mặc dù chỉ là một phần nhỏ. Một trong những loại hoóc-môn mà tuyến tụy tiết ra là glucagon, có tác động ngược lại với insulin. Glucagon gây tăng đường huyết. Khối u của Jobs đã di căn vào gan và bắt đầu tàn phá. Thực tế, cơ thể của ông đã tự phá hủy chính nó, do đó các bác sĩ đã kê cho ông dùng những loại thuốc giúp giảm lượng glucagon. Ông thực sự mất cân bằng hoóc-môn, nhưng đó là bởi khối ung thư của ông đã di căn vào gan. Cá nhân ông không chấp nhận điều này và ông cũng muốn phủ nhận nó một cách công khai. Không may, đây lại là một vấn đề mang tính pháp lý bởi ông đang điều hành một công ty đã lên sàn. Nhưng Jobs vẫn rất tức tối với cách mà giới blogger đối xử với ông, và ông muốn đánh trả lại.

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Tại thời điểm đó, mặc dù những tuyên bố có vẻ rất lạc quan, nhưng ông thực sự rất ốm và vô cùng đau đớn. Jobs đã phải trải qua một đợt điều trị ung thư khác, có những tác dụng phụ chết người. Da ông trở nên khô và nứt nẻ. Trong các nỗ lực tìm kiếm những cách chữa trị khác, ông đã bay tới Basel, Thụy Sỹ để thử một phương pháp trị liệu bằng bức xạ đã được kiểm nghiệm có tác dụng sản sinh enzym. Ông cũng trải qua một phương pháp điều trị thực nghiệm khác tại Rotterdam, được gọi là phương pháp dùng nuclit phóng xạ cho phép tiếp nhận sự kết hợp hai hay nhiều axit amin tạo thành chuỗi.

Sau một tuần liên tiếp nhận được những lời khuyên pháp lý ngày càng kiên quyết, cuối cùng Jobs cũng đồng ý nghỉ việc vì lý do sức khỏe. Ngày 14/1/2009, ông chính thức thông báo điều này trong một bức thư ngỏ gửi cho các nhân viên Apple. Lúc đầu, ông đổ lỗi quyết định này là do tính tò mò tọc mạch của giới blogger và giới báo chí. “Thật không may, sự tò mò về tình hình sức khỏe của cá nhân tôi lại tiếp tục gây ảnh hưởng tới không chỉ riêng tôi và gia đình tôi mà còn tới tất cả những người khác ở Apple”, ông nói. Nhưng sau đó, ông thừa nhận rằng phương pháp điều trị sự “mất cân bằng hoóc-môn” của ông không đơn giản như ông từng nghĩ. “Trong suốt tuần qua, tôi nhận thấy những vấn đề sức khỏe phức tạp hơn tôi tưởng tượng”. Tim Cook một lần nữa nhận trách nhiệm điều hành công việc thường ngày, nhưng Jobs nói rằng ông vẫn tiếp tục giữ vị trí CEO, vẫn tham gia vào những quyết định quan trọng và sẽ trở lại vào tháng 6.

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Jobs vẫn tiếp tục tư vấn, trao đổi với Bill Campbell và Art Levinson, những người đang phải kiêm nhiệm hai vai trò, vừa là chuyên gia cố vấn sức khỏe cho riêng ông, vừa là những đồng giám đốc của công ty. Nhưng những người còn lại của hội đồng quản trị không được cung cấp đầy đủ thông tin, và các cổ đông là đối tượng đầu tiên bị đánh lạc hướng. Việc này làm nảy sinh một số vấn đề pháp lý, SEC đã mở một cuộc điều tra về việc công ty có đang cố tình bưng bít thông tin với các cổ đông. Điều này sẽ hình thành một âm mưu lừa dối về tính bảo mật, một trọng tội, nếu công ty tiếp tục cho phép ban bố rộng rãi những thông tin sai lệch hoặc che giấu sự thật có liên quan tới viễn cảnh tài chính của công ty. Do Jobs và sức hấp dẫn của ông có quan hệ mật thiết với sự trở lại của Apple, cho nên vấn đề sức khỏe của ông dường như đã chạm đến ngưỡng này. Tuy nhiên vẫn có một số điểm không rõ ràng trong luật, đó là quyền riêng tư của CEO phải được cân nhắc. Sự cân bằng này đặc biệt khó trong trường hợp của Jobs, người rất coi trọng sự riêng tư của mình và là hiện thân của công ty hơn tất cả các CEO khác. Ông đã không làm cho mọi chuyện đơn giản hơn. Ông trở nên rất dễ kích động, thường xuyên vừa khóc vừa lớn tiếng chửi bới bất kỳ ai khuyên ông nên bớt kín tiếng.

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Campbell trân trọng tình bạn với Jobs, và ông không muốn nhận nhiệm vụ xâm phạm tới đời tư của Jobs, do đó ông đề nghị hạ cấp xuống chỉ là một giám đốc. “Vấn đề về đời tư vô cùng quan trọng đối với tôi”, về sau ông nói. “Ông ấy là bạn của tôi từ hàng chục năm nay.” Cuối cùng các luật sư quyết định rằng Campbell không cần phải rút khỏi hội đồng quản trị nhưng ông không nên giữ chức đồng giám đốc. Vị trí đó của ông được thay thế bởi Andrea Jung của Avon. Cuộc điều tra của SEC kết thúc mà không có kết quả gì, hội đồng quản trị không tiếp xúc với giới truyền thông để bảo vệ Jobs khỏi những cuộc gọi có thể khiến ông tiết lộ thêm thông tin. “Báo chí đang mong chúng tôi buột miệng lộ ra những thông tin cá nhân”, Al Gore nhớ lại. “Việc có đi quá những gì luật pháp yêu cầu hay không thực sự phụ thuộc vào Jobs, nhưng ông ấy rất cứng rắn về việc không muốn đời tư bị xâm phạm. Mong muốn của ông ấy nên được tôn trọng”. Khi tôi hỏi Gore về việc hội đồng quản trị có chuẩn bị gì cho đầu năm 2009, khi vấn đề sức khỏe của Jobs trở nên tệ hơn rất nhiều những gì các cổ đông đang được biết, ông trả lời rằng, “chúng tôi đã thuê luật sư bên ngoài để nghiên cứu xem luật pháp yêu cầu những gì, những trường hợp thực tế thành công và chúng tôi sẽ xử lý chúng bằng tất cả sổ sách. Nghe có vẻ phòng thủ nhưng những lời bình phẩm thực sự làm tôi tức giận.”

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Một thành viên trong hội đồng quản trị bất bình. Jerry York, cựu Giám đốc Tài chính của Chrysler và IBM, không tuyên bố bất kỳ điều gì công khai, nhưng đã nói riêng với một phóng viên của Wall Street Journal một cách bí mật, rằng ông vô cùng phẫn nộ khi biết công ty đã giấu diếm tình hình sức khỏe của Jobs vào cuối năm 2008. “Thẳng thắn mà nói thì tôi ước là tôi đã từ chức sau đó.” Khi York mất vào năm 2010, tờ tạp chí đã đưa những thông tin mà ông cung cấp lên báo. York cũng đã cung cấp cho Fortune những thông tin mật và tạp chí này đã tận dụng cho đăng khi Jobs nghỉ lần thứ ba vì lý do sức khỏe, vào năm 2011.

Một số người ở Apple không tin những câu trích dẫn được cho là của York là chính xác bởi ông không chính thức thể hiện sự phản đối tại thời điểm đó. Nhưng Bill Campbell biết rằng các bài báo đã nói đúng sự thật. York đã phàn nàn với ông về điều này vào đầu năm 2009. “Jerry đã uống nhiều vang trắng hơn bình thường vào đêm khuya, ông gọi cho tôi vào hai hay ba giờ sáng gì đó và nói, ‘chết tiệt, tôi không mua đống rác rưởi đó vào người về chuyện sức khỏe của ông ấy, chúng ta cần chắc chắn về việc này.’ Sau đó tôi gọi lại cho ông ấy vào sáng hôm sau và ông ấy nói, ‘ồ, không vấn đề gì đâu.’ Một trong những đêm khuya như thế, tôi chắc là ông ấy đã nói chuyện với các phóng viên.”

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Memphis

Người đứng đầu nhóm nghiên cứu bệnh ung thư của Jobs là George Fisher của Đại học Stanford, một chuyên gia nghiên cứu hàng đầu về các loại ung thư dạ dày và ung thư ruột. Ông từng cảnh báo Jobs trong nhiều tháng liền rằng ông đang cân nhắc đến việc ghép gan, nhưng đó lại là một trong những yêu cầu mà Jobs nhất quyết từ chối thực hiện. Powell thấy vui vì Fisher vẫn kiên nhẫn chỉ ra những khả năng thành công, vì bà biết rằng những lời động viên lặp đi lặp lại sẽ khiến cho chồng bà cân nhắc đến ý kiến đó.

Cuối cùng thì Jobs cũng bị thuyết phục vào tháng 1 năm 2009, ngay sau khi ông tuyên bố rằng bệnh “mất cân bằng hoóc-môn” của mình có thể được chữa trị dễ dàng. Nhưng có một vấn đề. Ông được đưa vào danh sách chờ ghép gan ở California, nhưng một điều chắc chắn là ông khó mà có cơ hội được ghép. Số lượng người hiến tặng sẵn có trùng với nhóm máu của ông rất ít. Ngoài ra, những tiêu chuẩn về việc chia sẻ nội tạng được đưa ra bởi United Network – tổ chức xây dựng các chính sách về chia sẻ nội tạng của Mỹ – dành ưu tiên cho những người bị sơ gan và viêm gan hơn là những bệnh nhân ung thư.

Không có trường hợp ngoại lệ nào cho bệnh nhân, kể cả với một người giàu có như Jobs, có thể chen ngang vào danh sách, và ông cũng không làm thế. Người nhận sẽ được chọn lựa dựa trên thang điểm MELD (Mô hình bệnh gan giai đoạn cuối) – sử dụng những kết quả kiểm tra trong phòng thí nghiệm về lượng hoóc-môn để cân nhắc mức độ khẩn cấp của một ca ghép gan, và phụ thuộc vào thời gian người đó đã chờ. Mỗi ca hiến tặng đều được kiểm tra chặt chẽ, dữ liệu được công bố trên các trang web công cộng (optn.transplant.hrsa.gov), và bạn có thể theo dõi tình trạng của mình trong danh sách vào bất kỳ lúc nào.

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Powell trở thành người canh chừng tất cả các trang web hiến tặng nội tạng, đêm nào cũng kiểm tra xem còn bao nhiêu người trong danh sách chờ, xem các bảng điểm MELD và thời gian họ đã chờ đợi. “Bạn có thể thực hiện phép tính, việc mà tôi đã làm, và kết quả là phải lâu sau tháng 6 anh ấy mới có cơ hội được ghép gan ở California, trong các bác sĩ dự đoán gan của anh ấy chỉ trụ được đến tháng 4”, bà nhớ lại. Vì vậy, bà bắt đầu đặt ra hàng loạt câu hỏi và phát hiện ra rằng họ được phép đăng ký vào danh sách chờ ở hai bang khác nhau tại cùng một thời điểm. Có khoảng 3% bệnh nhân tiềm năng làm điều này. Các quy định không hạn chế việc đăng ký nhiều danh sách chờ, mặc dù những người chỉ trích cho rằng đó là chính sách ưu ái người giàu, nhưng việc này cũng rất khó khăn. Có hai yêu cầu chính: Bệnh nhân tiếp nhận phải có khả năng tới bệnh viện lựa chọn trong vòng 8 tiếng, điều này thì Jobs có thể làm được vì có máy bay riêng; và các bác sĩ tại bệnh viện đó phải kiểm tra bệnh nhân trước khi đưa người đó vào danh sách chờ.

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George Riley, một luật sư từ San Francisco, người thường làm việc cho Apple như một luật sư ngoài, là một quý ông Tennessee rất chu đáo và ngày càng trở nên thân thiết với Jobs. Bố mẹ anh đều là bác sĩ của Viện Đại học Methodist tại Memphis, anh được sinh ra ở đây, và là bạn của James Eason – người đang điều hành một viện cấy ghép tại đây. Cơ sở của Eason là một trong những địa chỉ tốt nhất và đông nhất trên cả nước Mỹ. Năm 2008, anh và nhóm làm việc của mình đã tiến hành 121 ca ghép gan. Anh không gặp khó khăn gì khi cho phép người ở những nơi khác đăng ký vào danh sách chờ tại Memphis. “Đó không phải là lách luật”, anh nói. “Đó là cách mọi người lựa chọn nơi chăm sóc sức khỏe của mình. Một vài người đã rời Tennessee tới California hoặc một nơi nào khác để tìm kiếm các phương pháp chữa trị. Bây giờ thì chúng tôi lại có những bệnh nhân từ California tìm đến Tennessee.” Riley đã sắp xếp cho Eason bay tới Palo Alto và thực hiện công việc kiểm tra theo yêu cầu kia.

Cuối tháng 2 năm 2009, Jobs đã có được một vị trí an toàn trong danh sách ở Tennessee (và một vị trí nữa ở California), và giai đoạn chờ đợi trong lo lắng bắt đầu. Vị trí của ông đã tiến nhanh trong tuần đầu tiên của tháng 3, và thời gian chờ được tính là chỉ còn 21 ngày. “Thật mệt mỏi và đáng sợ”, Powell nhớ lại. “Có vẻ như chúng tôi sẽ không thể ghép gan kịp thời.” Mỗi ngày trôi qua hết sức đau đớn. Tới giữa tháng 3, ông đứng thứ ba trong danh sách, rồi thứ hai, và cuối cùng là thứ nhất. Những ngày đó cũng trôi qua. Có một thực tế lạ lùng là những sự kiện lớn sắp diễn ra – như dịp nghỉ lễ Thánh Patrick hay giải đấu March Madness (Memphis đang có giải thi đấu của năm 2009 và là một vùng đất của tôn giáo) thường chắc chắn mang lại khả năng nhận được bộ phận hiến tặng cao hơn, do sự say sỉn thường gây ra những vụ tai nạn ô tô.

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Thực tế, vào ngày 21/3/2009, một chàng trai trẻ 25 tuổi bị chết trong một vụ đâm xe và các nội tạng của anh được hiến tặng. Jobs và vợ bay tới Memphis, hạ cánh trước 4 giờ sáng và gặp Eason. Một chiếc ô tô đã đợi sẵn ở ngay phần đường còn rải đá dăm. Mọi thứ đều đã được chuẩn bị sẵn nên các giấy tờ thủ tục cũng được hoàn tất ngay khi họ tới bệnh viện.

Ca phẫu thuật cấy ghép đã diễn ra thành công nhưng vẫn chưa làm mọi người yên tâm. Khi các bác sĩ lấy gan của ông ra, họ nhìn thấy nhiều đốm trên phúc mạc – một màng mỏng bao phủ các cơ quan nội tạng. Hơn nữa, có rất nhiều khối u ở khắp gan, điều này có nghĩa là chắc chắn khối ung thư đã di căn sang những bộ phận khác nữa. Rõ ràng nó đang biến đổi và phát triển nhanh chóng. Họ lấy mẫu rồi lập bản đồ gen.

Vài ngày sau, họ cần thực hiện một thủ tục khác. Jobs từ chối mọi lời khuyên dù rằng họ nói sẽ không cắt bỏ dạ dày của ông. Khi họ cho ông dùng thuốc an thần, họ nhận thấy một số thức ăn bị đẩy vào phổi của ông và gây viêm phổi. Tại thời điểm đó, họ đã tưởng ông sắp chết. Như ông kể lại sau này:

Tôi gần như đã chết bởi những thủ tục thường lệ đó. Laurene luôn có mặt ở đó và các con tôi cũng bay tới, bởi họ nghĩ tôi không thể qua được đêm đó. Reed lúc đó đang ở trường cùng một trong các anh trai của Laurene. Chúng tôi đã đón nó ở gần Dartmouth bằng máy bay riêng và cho chúng biết chuyện gì đang xảy ra. Các con gái tôi cũng được đón bằng máy bay. Họ đã nghĩ rằng đây có lẽ là cơ hội cuối cùng có thể thấy tôi còn tỉnh táo. Nhưng tôi đã vượt qua được.

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Powell chịu trách nhiệm theo dõi việc điều trị, ở trong phòng bệnh cả ngày và quan sát các màn hình máy tính một cách thận trọng. “Laurene giống như một con hổ xinh đẹp luôn ở bên cạnh bảo vệ ông ấy”, Jony Ive – người đã tới thăm ngay khi Jobs được cho phép gặp khách, nhớ lại. Mẹ và ba anh trai của bà ấy đã tới viện vào những thời gian khác nhau để thay nhau ở cùng Laurene. Chị gái Mona Simpson của Jobs cũng qua lại thường xuyên. Bà và George Riley là những người duy nhất Jobs đồng ý cho thay thế Powell túc trực cạnh giường ông. “Gia đình của Laurene đã giúp chúng tôi chăm sóc bọn trẻ – mẹ và các anh trai của cô ấy rất tốt”, Jobs chia sẻ. “Tôi đã rất yếu và không thể giúp ích được gì. Nhưng những chuyện như thế này đã gắn kết mọi người lại với nhau một cách sâu sắc”.

Powell đến bệnh viện vào 7 giờ sáng mỗi ngày và thu thập các dữ liệu liên quan rồi đưa chúng vào một bảng tính. “Nó rất phức tạp vì có quá nhiều thứ khác nhau đang diễn ra”, bà kể lại. Khi James Eason và các bác sĩ trong nhóm của ông đến vào lúc 9 giờ, bà sẽ họp với họ để tổng hợp lại tất cả các vấn đề về việc điều trị của Jobs. Vào lúc 9 giờ tối, trước khi rời viện, bà chuẩn bị một báo cáo về từng dấu hiệu quan trọng và các chỉ số đang diễn biến ra sao, cùng với một loạt các câu hỏi mà bà muốn có câu trả lời vào ngày hôm sau. “Việc này giúp não tôi hoạt động hiệu quả và tập trung”, bà kể lại.

Eason đã làm những việc mà không ai ở Stanford từng làm một cách trọn vẹn: chịu trách nhiệm về mọi mặt trong việc điều trị. Vì là người vận hành các thiết bị, anh có thể thực hiện việc hồi phục sau cấy ghép, các xét nghiệm ung thư, điều trị giảm đau, bổ sung các dưỡng chất, phục hồi chức năng và cả điều dưỡng. Thậm chí anh còn qua cửa hàng bán lẻ mua những loại đồ uống tăng lực mà Jobs ưa thích.

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Hai trong số các y tá đến từ những thành phố nhỏ thuộc Mississippi, và họ đã trở thành những người mà Jobs yêu quý. Họ là những người phụ nữ từ những gia đình tử tế và không bị ông làm cho sợ hãi. Eason bố trí để họ chỉ nhận giao việc từ Jobs. “Để quản lý được Steve, bạn phải rất kiên trì”, Tim Cook chia sẻ. “Eason đã quản lý được Steve và buộc ông phải làm những việc mà không ai ép được, những điều tốt cho ông ấy thì thường không hề dễ chịu”.

Mặc kệ mọi sự chiều chuộng, Jobs vẫn thường xuyên nổi nóng. Ông bực bội vì không thể kiểm soát được chính mình, thỉnh thoảng lại bị ảo giác và trở nên nóng giận. Ngay cả khi ông hoàn toàn tỉnh táo thì cá tính mạnh của ông vẫn trỗi dậy. Có lúc bác sĩ chuyên khoa phổi cố gắng đặt một chiếc mặt nạ oxy lên mặt ông lúc Jobs đang dùng thuốc an thần mạnh. Nhưng Jobs đã xé toạc nó và lầm bầm rằng ông ghét thiết kế của nó và không muốn đắp. Mặc dù hầu như không có khả năng để nói chuyện, nhưng ông vẫn yêu cầu họ mang tới năm chiếc mặt nạ khác nhau và ông sẽ lựa chọn thiết kế mà ông thích. Các bác sĩ liếc nhìn Powell, lúng túng. Cuối cùng bà cũng làm ông bị phân tâm và họ có thể đắp lại chiếc mặt nạ. Ông cũng ghét máy oxygen mà họ kẹp vào tay ông. Jobs bảo họ rằng nó xấu xí và quá phức tạp. Ông gợi ý nhiều cách để có thể thiết kế nó đơn giản hơn. “Anh ấy rất quan tâm với từng sắc thái của không gian và các vật thể xung quanh, và điều đó bòn rút tiếp sức lực của anh ấy”, Powell hồi tưởng.

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Có một ngày, khi ông vẫn đang lơ lửng giữa trạng thái mê mê tỉnh tỉnh, bạn thân của Powell là Kathryn Smith tới thăm. Mối quan hệ của bà với Jobs không phải lúc nào cũng tốt đẹp nhưng Powell đã nài nỉ Smith tới bên giường. Jobs ra hiệu cho bà lấy một chiếc bút và một tập giấy rồi viết, “tôi muốn có chiếc iPhone của mình”. Smith lôi nó ra khỏi vỏ và đưa cho ông. Cầm lấy tay bà, Jobs chỉ cho bà chức năng “lắc để mở” và để bà dùng thử bảng chọn.

Mối quan hệ của Jobs với Lisa Brennan-Jobs, con gái riêng của ông với Chrisann, vốn vẫn căng thẳng. Cô tốt nghiệp Harvard, rồi chuyển tới New York và hiếm khi chuyện trò với bố mình. Nhưng cô đã bay tới Memphis hai lần, và ông cảm kích về điều đó. “Hành động đó của nó vô cùng ý nghĩa đối với tôi”, ông kể lại. Tiếc là ông đã không nói điều đó với cô ngay lúc đấy. Rất nhiều người quanh Jobs cho rằng Lisa có thể cũng có những đòi hỏi khắt khe như bố cô, nhưng Powell đã chào đón và cố gắng kéo cô lại gần. Bà muốn củng cố lại mối quan hệ này.

Khi Jobs dần hồi phục, bản tính nóng nảy của ông cũng trở lại. Ông vẫn còn giữ tính cáu bẳn. “Khi ông ấy bắt đầu hồi phục, giai đoạn cảm kích trôi qua rất nhanh và trở lại ngay cung cách cáu giận thường trực”, Kat Smith kể lại. “Chúng tôi đều tự hỏi rằng liệu khi vượt qua tất cả những chuyện này, ông có trở nên dễ chịu hơn không, nhưng ông đã không trở nên dễ chịu hơn.”

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Ông vẫn tiếp tục là một kẻ ăn uống cầu kỳ, và điều này trở thành vấn đề hơn bao giờ hết. Ông chỉ uống các loại sinh tố trái cây và yêu cầu bày ra 7 hoặc 8 loại để ông có thể chọn ra loại mà mình thích. Ông đưa thìa vào miệng để thử một miếng nhỏ rồi tuyên bố, “Loại này không ngon. Loại kia cũng không ngon.” Cuối cùng thì Eason phản bác lại. “Ngài biết đấy, đây không phải chuyện khẩu vị”, anh giảng giải. “Đừng có nghĩ đây là đồ ăn. Hãy nghĩ chúng là thuốc.”

Tinh thần của Jobs trở nên phấn chấn hơn khi ông được tiếp khách từ Apple tới thăm. Tim Cook tới thường xuyên và kéo ông vào quá trình ra mắt những sản phẩm mới. “Bạn có thể thấy mắt ông ấy sáng lên mỗi khi nói về Apple”, Cook kể lại. “Nó giống như là chiếc đèn được bật lên vậy.” Ông vô cùng yêu công ty và ông dường như sống trong niềm hy vọng sẽ quay trở lại. Những chi tiết tiếp thêm sinh lực cho ông ấy. Khi Cook mô tả một thế hệ iPhone mới, Jobs dành một tiếng sau đó để thảo luận không chỉ việc đặt tên nó như thế nào – họ đã thống nhất là iPhone 3GS – mà còn là cỡ chữ và phông chữ của từ “GS”, bao gồm cả việc có nên viết hoa (có) và in nghiêng (không) chúng hay không.

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Một hôm, Riley đã bố trí một cuộc viếng thăm ngoài giờ đầy bất ngờ tới Phòng thu âm Sun, nơi Elvis, Johnny Cash, B.B.King và nhiều ca sĩ tiên phong của dòng Rock&Roll từng đến thu âm. Họ nhận được một chuyến tham quan và phần giới thiệu lịch sử riêng bởi một trong những nhân viên ở đây, người đã ngồi cùng Jobs trên một chiếc ghế băng đầy dấu vết thuốc lá mà Jerry Lee Lewis từng sử dụng. Tại thời điểm đó, dĩ nhiên là trong một nhận định đầy canh cãi, Jobs được coi là người có ảnh hưởng lớn nhất trong nền công nghiệp âm nhạc, nhưng chàng trai đó lại không nhận ra ông trong bộ dạng hốc hác.

Khi họ rời đi, Jobs nói với Riley, “Anh chàng đó thực sự rất thông minh. Chúng ta nên tuyển anh ta cho iTunes.” Do đó, Riley đã gọi cho Eddy Cue, người đã cùng anh chàng đó bay tới California để phỏng vấn và cuối cùng thì tuyển anh ta để xây dựng những phần R&B và Rock&Roll đầu tiên của iTunes. Sau này, khi Riley trở lại Sun Studio để gặp lại bạn bè, họ nói điều đó đã được chứng minh, như câu khẩu hiệu của họ, rằng những giấc mơ luôn có thể trở thành hiện thực ở Sun Studio.

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Trở lại

Vào cuối tháng Năm năm 2009, Jobs bay từ Memphis về cùng vợ và em gái. Họ được Tim Cook và Jony Ive đón tại sân bay San Jose, và hai người đã lên tận máy bay ngay khi nó vừa hạ cánh. “Bạn có thể nhận thấy niềm hào hứng trong mắt ông ấy khi quay trở lại”, Cook kể. “Ông ấy đã phải chiến đấu với bệnh tật và giờ thì đang rất háo hức làm việc.” Powell mở một chai rượu táo sủi bọt và chúc mừng chồng, ai nấy đều rất phấn khởi. Ive uống cạn ly một cách đầy kích động. Từ sân bay anh đã lái xe tới nhà Jobs và kể cho ông nghe những khó khăn thế nào để mọi việc vẫn vận hành trong lúc ông đi vắng. Anh cũng phàn nàn về những bài báo cho rằng sự sáng tạo của Apple chỉ phụ thuộc vào Jobs và sẽ biến mất nếu ông không quay lại. “Tôi thực sự cảm thấy bị tổn thương”, Ive nói với Jobs. Cảm thấy như ‘bị hủy hoại’ và bị đánh giá thấp vậy”, anh nói.

Jobs cũng từng cảm thấy như vậy trong giai đoạn tâm lý mệt mỏi sau khi trở lại Palo Alto. Ông bắt đầu đối mặt với suy nghĩ rằng ông không còn là người không thể thiếu đối với công ty. Cổ phiếu của Apple vẫn tăng đều trong thời gian vắng ông, tăng từ 82 đô-la khi ông thông báo nghỉ vào tháng Một năm 2009 lên đến 140 đô-la khi ông trở lại vào cuối tháng Năm. Trong một hội nghị bằng điện đàm với các chuyên gia phân tích không lâu sau khi Jobs nghỉ, Cook đã thay đổi từ phong cách lãnh đạm thường thấy để đưa ra một tuyên bố đầy nhiệt huyết rằng tại sao Apple sẽ vẫn tiếp tục bay cao khi Jobs vắng mặt:

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Chúng tôi tin tưởng rằng chúng tôi hiện diện trên trái đất này để làm ra những sản phẩm tuyệt vời, và điều đó sẽ không thay đổi. Chúng tôi vẫn không ngừng đổi mới. Chúng tôi tin vào sự đơn giản, chứ không phải những thứ phức tạp. Chúng tôi tin rằng chúng tôi cần phải sở hữu và kiểm soát những công nghệ hàng đầu đằng sau những sản phẩm mà chúng tôi tạo ra, và chỉ thâm nhập vào những thị trường mà chúng tôi có thể mang lại những đóng góp quan trọng. Chúng tôi tin tưởng khi nói “Không” với hàng nghìn dự án để có thể thực sự tập trung vào một số ít những dự án có tầm quan trọng và ý nghĩa đích thực đối với mình. Chúng tôi tin tưởng vào những gắn bó sâu sắc và sự kết hợp của các nhóm làm việc của mình, điều này cho phép chúng tôi sáng tạo theo những cách mà những người khác không thể có. Và, một cách thẳng thắn, chúng tôi sẽ không dừng lại vì bất kỳ điều gì trừ sự xuất sắc của từng nhóm làm việc ở công ty này. Chúng tôi có lòng chân thật để dám thừa nhận khi làm sai và có tinh thần dũng cảm để thay đổi. Và tôi nghĩ rằng, bất kể ai làm công việc này, những giá trị đó đều khắc sâu trong công ty mà Apple sẽ làm vô cùng tốt.

Nghe có vẻ giống như những gì Jobs sẽ nói (hoặc đã nói), nhưng báo giới đã phong tặng nó là “học thuyết Cook”. Jobs đã bị dằn vặt và trầm cảm nặng, nhất là dòng cuối cùng. Ông không biết nên lấy làm tự hào hay tổn thương vì rằng điều đó có thể đúng. Có những lời bàn tán về việc ông sẽ lui về và trở thành chủ tịch chứ không làm CEO nữa. Tất cả những điều đó càng khiến ông có thêm động lực để ra khỏi giường, vượt qua bệnh tật, và bước tiếp những bước đi lớn.

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Cuộc họp hội đồng quản trị diễn ra vài ngày sau khi Jobs trở lại và ông đã khiến mọi người ngạc nhiên với diện mạo của mình. Ông bước vào thong thả và có thể đứng hầu như suốt buổi họp. Tới đầu tháng Sáu, ông tổ chức những buổi họp thường ngày tại nhà mình, và đến cuối tháng, ông đã trở lại làm việc. Điều gì có thể tuyệt vời hơn thế khi mà ông từng phải đối mặt với cái chết? Các đồng nghiệp của ông nhanh chóng có câu trả lời.

Vào ngày đầu tiên trở lại, ông đã khiến nhóm làm việc tốt nhất của mình choáng váng với hàng loạt cơn thịnh nộ. Ông tách những người mà ông không gặp mặt trong vòng sáu tháng ra khỏi nhóm, xé tan một vài bản kế hoạch marketing, và đay nghiến những người có chất lượng công việc kém. Nhưng những gì thực sự được kể lại là lời tuyên bố mà ông nói với một vài người bạn vào chiều muộn hôm đó. “Hôm nay, tôi đã có thời gian trở lại làm việc tuyệt vời nhất”, ông nói. “Tôi không tin nổi vào cảm hứng sáng tạo mà tôi đang cảm nhận được, cũng như của cả nhóm làm việc.” Tim Cook thì tiếp nhận điều này một cách bình tĩnh. “Tôi chưa bao giờ thấy Steve kiềm chế trong việc diễn tả tầm nhìn và niềm đam mê của mình”, ông kể lại sau này. “Nhưng điều đó cũng tốt.”

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Những người bạn kể lại rằng Jobs vẫn giữ tính khí nóng nảy. Trong lúc chờ hồi phục sức khỏe, Jobs đã đăng ký dịch vụ cáp chất lượng cao của Comcast, và một hôm ông gọi Brian Roberts, người điều hành công ty này tới. “Tôi tưởng rằng ông ấy gọi đến để nói điều gì đó tốt đẹp về nó”, Roberts nhớ lại. “Nhưng không phải, ông ấy bảo tôi ‘Nó thật vớ vẩn’.”

Nhưng Andy Hertzfeld lại ấn tượng rằng, dưới vẻ cộc cằn đó, Jobs thể hiện một sự chân thành hơn. “Trước đây, nếu bạn nhờ Jobs làm một việc gì đó thì chắc chắn ông ấy sẽ làm ngược lại”, Hertzfeld nói. “Ngang ngạnh là bản tính của ông ấy. Còn giờ thì ông ấy đang cố gắng trở nên tốt hơn.” Ông công khai trở lại vào ngày 9/9 khi xuất hiện trên sân khấu trong sự kiện âm nhạc mùa thu của công ty. Mọi người đã đứng dậy hoan hô tới gần một phút. Sau đó, ông giở một mẩu giấy ra và nói rằng ông đã được hiến tặng gan. “Tôi không thể có mặt ở đây nếu không có hành động cao thượng đến như vậy”, ông nói, “do đó tôi hy vọng tất cả chúng ta đều có thể cao thượng và chủ động hiến tặng nội tạng.” Sau những giây phút hân hoan – “Tôi đang ở thời kỳ sung sức nhất, tôi đã trở lại Apple và tôi yêu từng ngày trôi qua ở đây” – ông tiết lộ dòng sản phẩm iPod Nano mới, với máy quay video, có chín màu sắc khác nhau của lớp vỏ nhôm đã được oxy hóa. Vào đầu năm 2010, sức khỏe của ông hồi phục gần như hoàn toàn, ông lại lao vào công việc, và năm đó có lẽ là một trong những năm hiệu quả nhất của ông và cả Apple. Ông đã đạt được hai thành công liên tiếp từ khi giới thiệu hai chiến lược kỹ thuật số cốt lõi của Apple: iPod và iPhone. Và bây giờ ông sẽ tiếp tục nhảy vào một chiến lược khác.

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Chương 38
iPAD

Bước vào kỷ nguyên hậu PC

Bạn nói bạn muốn một cuộc cách mạng

Vào năm 2002, Jobs đã rất phiền não với một kỹ sư của Microsoft, một kẻ rất bảo thủ, cố chấp với phần mềm máy tính bảng do anh ta phát triển. Phần mềm này cho phép người dùng nhập thông tin bằng cách sử dụng một chiếc bút trỏ lên màn hình. Năm đó một số nhà sản xuất cho ra đời chiếc máy tính bảng sử dụng phần mềm này, nhưng rốt cuộc chẳng ai tạo được dấu ấn gì. Jobs đã rất háo hức với ý tưởng cho ra đời dòng máy tính bảng, mà theo ông là đích thực – không có chiếc bút trỏ nào hết! – nhưng khi xem xét công nghệ cảm ứng đa điểm mà Apple đang phát triển, ông đã quyết định sử dụng nó trước tiên để tạo nên một chiếc iPhone.

Cùng lúc, ý tưởng về chiếc máy tính bảng đã được nhóm phát triển phần cứng của Macintosh nghiền ngẫm. “Chúng tôi không có kế hoạch tạo ra một chiếc máy tính bảng,” Jobs tuyên bố trong cuộc phỏng vấn với Walt Mossberg vào tháng Năm năm 2003. “Hóa ra mọi người đều muốn những cái bàn phím. Những chiếc máy tính bảng cùng với máy tính và các thiết bị đi kèm khác đã từng rất thu hút giới thượng lưu.” Như thể bài phát biểu của Steve là về vấn đề “thiếu cân bằng hooc-môn”, đó là một sai lầm. Trong hầu hết Top 100 những cuộc họp rút kinh nghiệm thường niên của Jobs, máy tính bảng là một trong số những dự án tương lai được đưa ra thảo luận nhiều lần. “Chúng tôi đã trình bày ý tưởng tại rất nhiều cuộc họp như thế này, bởi lẽ Steve chẳng bao giờ mất đi khao khát tạo ra một chiếc máy tính bảng,” Phil Schiller nhớ lại.

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Dự án máy tính bảng được đẩy mạnh vào năm 2007 khi Jobs cân nhắc các ý tưởng về chiếc netbook giá thành thấp. Trong lần hội ý của ban điều hành vào một ngày thứ Hai, Ive đã hỏi tại sao lại cần đến một bàn phím được nối với màn hình; nó thật đắt đỏ và cồng kềnh. Hãy đặt chiếc bàn phím này vào màn hình mà sử dụng giao diện cảm ứng đa điểm, Ive gợi ý. Jobs tán thành ngay. Do đó họ đã huy động mọi nguồn lực để tăng tốc phát triển dự án máy tính bảng thay vì thiết kế một chiếc netbook.

Jobs và Ive đã bắt tay ngay vào việc tính toán kích cỡ màn hình phù hợp. Họ đã tạo ra 20 mô hình – tất cả đều là có dạng hình chữ nhật với các góc bo tròn, tất nhiên – với những kích cỡ và tỷ lệ khác nhau. Ive đặt chúng trên một chiếc bàn trong phòng thiết kế, và vào buổi chiều, họ kéo chiếc khăn phủ bằng nhung trùm trên các mẫu thiết kế xuống và tiến hành xem xét. “Đó là cách mà chúng tôi đã cân nhắc lựa chọn kích cỡ màn hình,” Ive nói.

Như thường lệ, Jobs luôn khuyến khích sự tối giản thuần túy nhất có thể. Điều đó đòi hỏi phải xác định được đâu là bản chất cốt lõi của thiết bị. Câu trả lời là: màn hình hiển thị. Do vậy, nguyên tắc là dù họ có làm gì đi chăng nữa đều phải phụ thuộc những yếu tố của màn hình. “Chúng ta có thể giải quyết vấn đề này bằng cách nào, khi có hàng tấn những chức năng và phím bấm có thể làm xao lãng chúng ta ngoài màn hình hiển thị?” Ive hỏi. Cứ mỗi bước, Jobs đều khuyến khích lược bỏ một số chức năng rườm rà và đơn giản hóa chúng.

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Jobs nhìn vào một mô hình và tỏ ra đôi chút không hài lòng. Nó không mang lại cảm giác tự nhiên và thân thiện để người dùng có thể nâng nó lên và lướt tay trên nó. Ive đặt ngón tay của mình lên để thử. Vấn đề là ở chỗ: Chúng cần có những dấu hiệu để người dùng nhận biết được rằng họ có thể cầm nó bằng một tay nhờ vào lực xung. Các viền mép gờ dưới cần phải được mài nhẵn tương đối, nhờ đó người sử dụng sẽ cảm thấy thoải mái khi cầm nó thay vì phải nâng. Điều đó có nghĩa là các kỹ sư phải thiết kế những cổng kết nối cần thiết và các phím bấm có các mép vừa đơn giản vừa mỏng để có thể dễ dàng bỏ qua phần dưới.

Nếu bạn chú ý tới các hồ sơ bằng sáng chế, bạn sẽ chú ý đến một dãy số, D504889, là số của bằng sáng chế cho công nghệ màn hình đã được Apple nghiên cứu và đăng ký vào tháng Ba năm 2004, chính thức được sử dụng vào 14 tháng sau đó. Tên của các nhà đồng sáng chế gồm có Jobs và Ive. Ứng dụng này đã đem đến bản phác thảo về những chiếc máy tính bảng điện tử hình chữ nhật với các gờ bao quanh, như cách mà iPad được chế tạo sau này. Người dùng giữ nó thoải mái bằng tay trái trong khi dùng tay phải chạm và lướt trên màn hình.

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Do những chiếc máy tính Macintosh đang sử dụng chip của Intel, nên Jobs bắt đầu lên kế hoạch sử dụng con chip Atom hạ thế (điện áp thấp) mà Intel đang phát triển cho iPad. Paul Otellini, CEO của Intel, đã đẩy mạnh hợp tác thiết kế, và Jobs đã rất tin tưởng ông này. Công ty của Paul đang tạo ra những bộ xử lý máy tính nhanh nhất trên thế giới. Nhưng Intel chuyên chế tạo ra bộ xử lý cho những chiếc máy tính để bàn, chứ không phải là những chiếc máy cần phải chú trọng bảo quản, giữ gìn tuổi thọ pin. Vì thế mà Tony Fadell đã tranh luận rất gay gắt về việc sử dụng một bộ xử lý dựa trên kiểu cấu trúc ARM , mà theo ông là đơn giản hơn và tiêu thụ ít năng lượng hơn. Apple đã từng là một đối tác của ARM, và những con chip sử dụng kiểu cấu trúc này được lắp ráp trong chiếc iPhone nguyên bản. Fadell nhận được nhiều sự ủng hộ từ những kỹ sư khác và chứng minh rằng mình có thể đối chất với Jobs và khiến ông thay đổi ý kiến. “Thật sai lầm, sai lầm, quá sai lầm!” Fadell đã hét lên như vậy trong một cuộc họp khi Jobs cứ khăng khăng rằng tốt nhất là nên tin tưởng vào Intel có khả năng tạo ra một con chip di động. Fadell thậm chí đã đặt thẻ nhân viên của mình lên bàn, dọa từ chức.

Cuối cùng thì Jobs cũng dịu lại. “Tôi nghe anh”, Jobs nói. “Tôi không định chống lại những nhân viên giỏi nhất của mình.” Trên thực tế, ông lại ngầm thực hiện một việc khác. Apple đã cấp phép sử dụng cấu trúc ARM, nhưng đồng thời cũng mua một nhà máy thiết kế bộ vi xử lý với 150 nhân viên tại Palo Alto, có tên là P.A. Semi, và để nhà máy này thiết kế một chip hệ thống tùy chỉnh, A4, dựa trên cấu trúc ARM và do Samsung Hàn Quốc sản xuất. Jobs nhớ lại:

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Trong giới hạn hiệu suất cao, Intel là thương hiệu hàng đầu. Họ đã chế tạo được con chip nhanh nhất, nếu bạn không quan tâm đến năng suất và giá thành. Nhưng họ chỉ chế tạo bộ xử lý trên một con chip, vì thế mà nó sẽ kéo theo rất nhiều phần khác. A4 của chúng tôi có một bộ xử lý, đồ họa, hệ thống vận hành di động, và bộ nhớ kiểm soát trong một con chip. Chúng tôi đã cố gắng để giúp đỡ Intel, nhưng họ không đón nhận ý kiến đóng góp của chúng tôi. Suốt nhiều năm ròng, chúng tôi đã nói với họ rằng những chương trình đồ họa của họ không ấn tượng. Mỗi quý chúng tôi lên lịch một buổi gặp gỡ giữa tôi, ba lãnh đạo hàng đầu của chúng tôi và Paul Otellini. Ban đầu, chúng tôi đã vô cùng thoải mái và cùng nhau tạo nên những điều tuyệt vời. Họ muốn dự án hợp tác lớn này có thể chế tạo ra những con chip cho dòng iPhone trong tương lai. Có hai lý do mà chúng tôi không thể tiếp tục hợp tác với Intel. Một là họ thực sự rất chậm chạp. Họ giống như một con tàu chạy bằng hơi nước vậy, thiếu linh hoạt. Trong khi chúng tôi lại quen với mọi chuyện diễn biến nhanh. Hai là chúng tôi không hề muốn phải chỉ dạy cho họ mọi thứ, những thứ mà họ có thể đem đi và bán cho các đối thủ của chúng tôi.

Theo lời Otellini, sẽ khôn ngoan nếu sử dụng những con chip Intel cho iPad. Vấn đề ở đây, ông nói, là Apple và Intel không thể đồng thuận về giá cả. Ngoài ra, họ còn bất đồng ở chuyện ai sẽ kiểm soát việc thiết kế. Lại là một ví dụ khác nữa về khao khát của Jobs, một khát khao không sao chế ngự được, đó là điều chỉnh và kiểm soát “từ da cho đến thịt” một sản phẩm.

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Ra mắt sản phẩm, tháng Giêng năm 2010

Nhằm kích thích sự tò mò như thường lệ, Jobs có khả năng sẽ cho rào đón và bảo vệ khu vực ra mắt sản phẩm iPad một cách kỹ lưỡng đến mức điên cuồng trước khi iPad được đưa ra trưng bày vào ngày 27 tháng Giêng, năm 2010 tại San Francisco. Ông xuất hiện trên trang bìa tạp chí Economist, mặc một chiếc áo choàng, với vầng hào quang vây quanh, và dòng tít “Chúa Jesus của Máy tính bảng”. Tờ Wall Street Journal có những lời tung hô ông tương tự như: “Đây là lần gần nhất có một sự háo hức đến vậy về một chiếc máy tính bảng, kèm theo vài điều răn dạy được viết về nó.”

Cũng như để khẳng định bản chất lịch sử của lễ ra mắt này, Jobs đã mời rất nhiều nhân vật kỳ cựu từ những ngày đầu tiên của Apple đến dự. Thật xúc động, James Eason, người tiến hành ca phẫu thuật ghép gan cho Jobs một năm trước và Jeffrey Norton, người đã thực hiện ca phẫu thuật cắt bỏ khối u tuyến tụy cho ông vào năm 2004, cũng có mặt trong hàng ghế khán giả, cùng với vợ, con trai, và cả em gái ông, Mona Simpson.

Jobs đã làm một việc thần kỳ khi đưa một thiết bị mới vào cuộc sống, cũng như cách ông đã làm với iPhone ba năm trước. Lần này ông đã dựng lên một màn hình chiếu trên đó có hình ảnh: một bên là chiếc iPhone, một bên là chiếc laptop và ở giữa ông để một dấu chấm hỏi lớn. “Câu hỏi là, các bạn nghĩ có thể đặt được thứ gì vào giữa không?” Jobs hỏi. Cái gọi là “thứ gì” đó cần phải vẫn lướt được web, gửi và nhận email, xem ảnh, nghe nhạc, chơi trò chơi, và cả đọc sách điện tử. Ông đã loại ra ý tưởng về netbook. “Những chiếc netbook, không hẳn!” ông nói. Các vị khách mời và nhân viên reo hò vui mừng. “Nhưng chúng tôi có ‘thứ gì đó’ ở đây. Và chúng tôi gọi nó là iPad.”

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Để nhấn mạnh bản chất tự nhiên của iPad, Jobs đi thong thả đến bên một bộ bàn ghế da thoải mái (thực sự đúng theo gu thẩm mỹ của Jobs, đó là một chiếc ghế Le Corbusier và một chiếc bàn Eero Saarinen) và nhấc một chiếc iPad lên. “Nó thân thiết và gần gũi hơn một chiếc laptop rất nhiều”, ông tán dương. Jobs tiếp tục lướt trang web của New York Times, gửi một email cho Scott Forstall và Phil Schiller (“Wow chúng tôi thực sự đang ‘trình làng’ iPad”), ông lướt ngón tay trên một album ảnh, sử dụng lịch, phóng to vị trí của tháp Eiffel trên Google Map (bản đồ trực tuyến), xem một vài đoạn phim (Star Trek và Up của hãng Pixar), chỉ cho khán giả thấy thư viện sách iBook, và phát một bài hát (“Like a Rolling Stone” của Bob Dylan, bài hát mà ông đã sử dụng tại buổi ra mắt iPhone). “Thật tuyệt vời phải không các bạn?” Steve hỏi.

Ở slide trình bày cuối, Jobs nhấn mạnh một trong những nền tảng quan trọng trong cuộc sống của ông, điều đã được thể hiện qua thiết kế iPad: một dấu hiệu cho thấy một góc nhỏ của Công nghệ Đường phố và Nghệ thuật Tự do Đường phố. “Lý do khiến Apple có thể tạo nên những sản phẩm như iPad là bởi vì chúng tôi luôn luôn cố gắng tạo nên điểm giao thoa giữa công nghệ và nghệ thuật tự do”, ông kết luận. iPad là sự tái sinh số hóa của cuốn tạp chí Whole Earth Catalog, nơi mà sự sáng tạo được thể hiện trong những công cụ phục vụ cho cuộc sống.

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Ngay lập tức, phản ứng ban đầu của khán giả không rộ lên như khúc Hallelujah . iPad vẫn chưa có mặt trên thị trường (nó sẽ được tung ra thị trường vào tháng Tư), và một vài người xem bản giới thiệu của Jobs lại không mấy chắc chắn về việc iPad thực sự là cái gì. Một chiếc iPhone được nâng cấp ư? “Tôi đã không bị nó làm thất vọng đến khi Snooki bị lôi cuốn với chương trình thực tế The Situation,” Daniel Lyons, một ký giả của tờ Newsweek (người đã thủ vai “Steve Jobs giả” trong một phiên bản hài hước đăng trên mạng) viết. Tờ Gizmodo đã chạy dòng tít trên bài viết của một cộng tác viên: “Tám điều chán ngắt về iPad” (không đa nhiệm, không camera, không Flash...). Thậm chí cả cái tên iPad cũng trở thành trò giễu cợt, chế nhạo trên các diễn đàn blog, với những lời bình luận quái thai về các sản phẩm vệ sinh phụ nữ và những miếng băng vệ sinh (maxi pads). “iTampon “ là chủ đề được đăng tải nhiều nhất trên mạng xã hội Twitter những ngày đó.

Ngoài ra iPad cũng gặp phải sự phản hồi tất yếu từ Bill Gates. “Tôi vẫn nghĩ rằng sự kết hợp của âm thanh, cây bút và bàn phím thực sự – hay còn gọi là chiếc netbook – sẽ trở thành xu thế chủ đạo”, Gates nói với Brent Schlender. “Vì vậy mà nó không giống như việc tôi từng ngồi đây và cảm nhận khi lần đầu thấy chiếc iPhone, nó khiến tôi phải thốt lên, ‘Ôi Chúa ơi, Microsolf đã không nhắm đến mục tiêu cao như thế này.’ Nó là một bộ đọc tốt, nhưng chẳng có gì ở chiếc iPad khiến tôi ngắm nghía và ước ao: ‘Ồ, giá như Microsoft cũng có thể tạo ra nó.’” Gates khăng khăng rằng phương pháp tiếp cận của Microsoft là sử dụng một chiếc bút chấm để nhập thông tin chắc chắn sẽ chiếm ưu thế. “Tôi đã từng dự đoán về tương lai máy tính bảng với chiếc bút châm trong nhiều năm”, ông nói với tôi. “Cuối cùng thì có thể ‘được ăn cả ngã về không’”.

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Đêm trước lễ ra mắt sản phẩm, Jobs đã rất chán nản và bực bội. Khi chúng tôi cùng ăn tối trong phòng bếp nhà ông, ông cứ đi đi lại lại quanh bàn để truy cập hòm thư điện tử và lướt web trên chiếc iPhone của mình.

Tôi đã nhận được khoảng 800 tin nhắn qua email trong suốt 24 giờ trước buổi ra mắt. Hầu hết là những tin nhắn phàn nàn. Nó không có cổng USB! Nó chẳng có cái này, cũng chẳng có cái kia. Một trong số đó là, “Mẹ kiếp, sao mà ông có thể làm như vậy?” tôi hiếm khi trả lời lại, nhưng lần này thì tôi phản hồi, “Hẳn là bố mẹ cậu sẽ rất tự hào về cách mà cậu trưởng thành.” Và với cả những người mà không thích cái tên iPad nữa, cứ thế cứ thế. Hôm nay tôi thực sự rất thất vọng. Anh biết đấy, nó khiến anh nản lòng đôi chút.

Hôm đó, ông cũng nhận được đúng một cuộc điện thoại chúc mừng mà ông cảm thấy hài lòng, trân trọng, đó là lời chúc mừng từ chánh văn phòng Nhà Trắng của Tổng thống Obama, Rahm Emanuel. Nhưng đến bữa tối Jobs chợt nhớ ra rằng ngài Tổng thống đã không gọi cho mình kể từ khi nhậm chức.

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Luồng dư luận cũng lắng xuống khi iPad được tung ra thị trường vào tháng Tư năm đó, mọi người bắt đầu chú ý và đặt mua nó. Cả tạp chí Time lẫn Newsweek đều đưa nó lên trang bìa. “Điều khó khăn khi viết về những sản phẩm của Apple đó là có rất nhiều điều thổi phồng và cường điệu xung quanh chúng,” Lev Grossman viết trên tờ Time. “Khó khăn hơn nữa là đôi khi sự thổi phồng và cường điệu đó lại đúng.” Vị phóng viên này cũng dè dặt, nhưng nhấn vào một ý quan trọng, đó là “đôi khi nó là một thiết bị đáng yêu chi phối nội dung, nhưng lại chẳng làm cho sức sáng tạo được thăng hoa trong thiết kế của nó.” Những chiếc máy tính, đặc biệt là Macintosh, đã trở thành những công cụ cho phép con người có thể tạo ra âm nhạc, những đoạn phim, các trang web và blog, và có thể đăng tải chúng khắp thế giới. “iPad đã chuyển điểm nhấn từ sự sáng tạo nội dung sang việc nhập thông tin đơn thuần và thao tác điều khiển nó. Nó khiến bạn câm lặng, biến bạn trở về là một người dùng thụ động bị những kiệt tác của người khác chi phối.” Đây là một lời phê bình mà Jobs luôn khắc ghi. Ông chắc chắn rằng phiên bản tiếp theo của iPad sẽ chú trọng vào những phương thức nhằm tạo điều kiện thuận lợi cho người sử dụng thả sức sáng tạo.

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Dòng tít chạy trên trang bìa của tạp chí Newsweek “Điều gì là thế mạnh của iPad? Tất cả!” Daniel Lyons, người đã từng hạ gục nó với lời chỉ trích “Snooki” ở buổi ra mắt, đã thu lại ý kiến của mình. “Thoạt đầu, khi xem Jobs chạy phiên bản mẫu, tôi thấy đúng là nó chẳng có gì đột phá cả,” Lyons viết. “Nó chỉ là một phiên bản lớn hơn của chiếc iPod Touch mà thôi, phải vậy không? Sau đó tôi có cơ hội sử dụng iPad, nó thực sự đã chinh phục tôi: Tôi muốn có một chiếc.” Lyons, cũng như những người khác, đã nhận ra rằng đây là dự án “con cưng” của Jobs, và nó hội tụ tất cả mọi khao khát và đam mê của ông. “Jobs có một khả năng phi thường khi tạo nên các thiết bị mà chúng ta đã không hề biết là mình cần, nhưng rồi bỗng nhiên lại không thể nào sống thiếu chúng được”, anh viết. “Một hệ thống đóng có thể là cách duy nhất truyền tải một dạng trải nghiệm công nghệ mang hơi hướng Thiền Phật giáo và Apple nổi tiếng vì điều đó.”

Một trong những cuộc tranh luận về iPad tập trung vào vấn đề liệu rằng sự tích hợp đóng từ đầu chí cuối của nó có thực sự là một lựa chọn thông minh, tuyệt vời hay rồi nó sẽ phải gánh chịu số phận bi đát. Google đã bắt đầu đi theo hình mẫu như Microsoft trong những năm 1980, đưa ra một nền tảng di động, Android , có khả năng mở rộng và tất cả những nhà sản xuất phần cứng đều có thể sử dụng được. Tạp chí Fortune đã khơi mào cho một cuộc tranh luận về vấn đề này trong những trang viết của mình. “Chẳng có gì để bàn luận về hệ thống đóng cả”, Michael Copeland viết.

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Nhưng đồng nghiệp của anh, Jon Fortt bác bỏ: “Các hệ thống đóng đã phải gánh chịu những lời chỉ trích thậm tệ, nhưng thực tế chúng đã vận hành rất tốt và đem lại lợi ích cho người dùng. Chắc hẳn chẳng có ai làm công nghệ chứng minh được điều này một cách thuyết phục và lôi cuốn hơn Steve Jobs. Bằng cách ‘buộc chặt’ phần cứng, phần mềm cũng như các dịch vụ và kiểm soát nó một cách gắt gao, Apple nhất định có thể đạt được một bước nhảy vọt so với đối thủ của mình và tạo ra những sản phẩm vô cùng tinh tế.” Họ đồng ý rằng iPad có thể là sự thử nghiệm thông minh nhất cho câu hỏi này kể từ thời Macintosh nguyên bản. “Apple đã mang đại diện control-freak của nó đến một cấp độ hoàn toàn mới bằng chip A4 đầy sức mạnh,” Fortt viết. “Cupertino hiện giờ có quyền kiểm soát tuyệt đối về silicon, thiết bị, hệ thống vận hành, cửa hàng Ứng dụng, và hệ thống thanh toán.”

Jobs đã ghé cửa hàng Apple tại Palo Alto một lát vào lúc gần trưa ngày 5 tháng Tư, ngày mà iPad sẽ bắt đầu được bày bán rộng rãi. Daniel Kottke – người bạn tâm giao từ thủa còn theo học tại Reed và những ngày đầu ở Apple, người đã không còn nung nấu mối hận vì không có được cổ phần sáng lập – cũng có mặt ở đó. “Đã mười lăm năm rồi và tôi muốn gặp lại cậu ấy,” Kottke nhớ lại. “Tôi bắt tay Steve và nói rằng tôi đã sử dụng iPad cho lời những bài hát của mình. Tâm trạng Steve rất tốt và chúng tôi đã có một cuộc trò chuyện vui vẻ sau từng đó năm.” Powell và đứa con út của Jobs, Eve, đứng ở một góc cửa hàng và quan sát xung quanh.

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Wozniak, người đã từng là một mắt xích trong dây chuyền chế tạo phần cứng và phần mềm mở hết sức có thể, tiếp tục xem xét lại ý kiến đó của mình. Như thường lệ, ông sẽ thức suốt đêm cùng với những người đầy nhiệt tình đang xếp hàng chờ mở cửa. Thế nhưng lần này ông đang ở Trung tâm thương mại thung lũng Fair ở San Jose, và lái một chiếc xe cá nhân Segway. Một phóng viên hỏi ông về bản chất đóng trong các sản phẩm của Apple, “Apple đưa bạn vào một chiếc xe đẩy và nhốt bạn trong đó, việc làm đó cũng có ích,” ông đáp. “Tôi thích những hệ thống mở, nhưng tôi là một hacker. Tuy nhiên hầu như mọi người đều muốn những thứ dễ sử dụng. Steve là một thiên tài thể hiện trong việc cậu ấy biết cách khiến cho mọi thứ trở nên đơn giản, và để làm được điều này đôi khi cần một khả năng kiểm soát mọi thứ.”

Câu hỏi “Trong chiếc iPad của bạn có gì?” giờ đã thay cho câu “Trong chiếc iPod của bạn có gì?” Ngay cả những nhân viên trong đội ngũ của Tổng thống Obama, những người luôn ôm theo chiếc iPad như là một thương hiệu công nghệ thể hiện đẳng cấp của họ, cũng sử dụng nó để chơi trò chơi. Cố vấn kinh tế, Larry Summers, cũng có cả những ứng dụng thông tin tài chính Bloomberg, Scrabble và The Federalist Papers. Chánh văn phòng Nhà Trắng, Rahm Emanuel thì đọc một số lượng lớn báo chí; Cố vấn Truyền thông Bill Burton đọc tờ Vanity Fair và xem một mùa trọn vẹn của serie truyền hình Lost; còn Cố vấn Chính trị David Axelrod thì theo dõi Giải Bóng rổ Nhà nghề và Đài Phát thanh Quốc gia.

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Jobs đã gửi cho tôi một câu chuyện của Michael Noer đăng trên trang Forbes.com khiến ông bị kích thích. Trong khi Noer đang đọc một tiểu thuyết khoa học hư cấu trên chiếc iPad của mình tại một nông trại vùng ngoại ô phía Bắc Bogotá, Colombia, thì một bé trai sáu tuổi lau dọn chuồng ngựa nghèo khổ bước đến chỗ ông. Hết sức tò mò, Noer đã đưa cho cậu bé thiết bị này. Không cần một lời chỉ dẫn, và dù chưa từng nhìn thấy một chiếc máy tính nào trước đây, cậu bé đã sử dụng nó hoàn toàn theo trực giác,” Noer viết. “Nếu đó không phải là điều kỳ diệu, thì tôi chẳng biết gọi nó là cái gì nữa.”

Trong vòng chưa đến một tháng, các cửa hàng Apple đã bán được một triệu chiếc iPad, nhanh gấp hai lần khi iPhone đạt được mốc này. Tháng Ba năm 2011, chín tháng sau khi ra mắt, 15 triệu chiếc đã được bán. Ở một chừng mực nào đó, nó trở thành sản phẩm tiêu dùng thành công nhất trong lịch sử.

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Quảng cáo

Jobs đã không hài lòng với những quảng cáo đầu tiên của iPad. Như thường lệ, ông lao mình vào chiến dịch marketing, Jobs làm việc với James Vincent và Duncan Milner ở một hãng quảng cáo (bây giờ là TBWA/Media Arts Lab), và được Lee Clow tư vấn từ xa. Đoạn phim quảng cáo đầu tiên được quay trong khung cảnh trang nhã, với một chàng trai trong chiếc quần jean bạc màu và áo nỉ, ngả mình thoải mái trên ghế, kiểm tra email, xem một album ảnh, đọc sách, đọc báo New York Times, xem video qua chiếc iPad trong lòng mình. Cả đoạn quảng cáo không có một câu thoại nào, ngoài đoạn nhạc nền phát bài “There Goes My Love” của Blue Van. “Sau khi chấp nhận đoạn phim quảng cáo này, Steve lại quay ngoắt khẳng định mình ghét nó”, Vincent nhớ lại. “Ông ấy cho rằng nó trông giống như một quảng cáo của Pottery Barn vậy.” Sau đó, Jobs nói lại với tôi:

Rất đơn giản để giải thích iPod là gì – hàng nghìn bài hát nằm trong chiếc túi của bạn – có thể cho phép chúng ta nhanh chóng liên tưởng đến những quảng cáo có tính biểu tượng. Nhưng thật sự rất khó giải thích iPad là gì. Chúng ta không muốn thể hiện nó như một chiếc máy tính, cũng không muốn nó nhẹ nhàng giống một chiếc ti vi đáng yêu. Đoạn phim quảng cáo đầu tiên đã cho thấy chính chúng ta cũng không biết là mình đang làm gì. Chúng khiến tôi liên tưởng đến một chiếc khăn len và đôi giày Hush Puppies.

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James Vincent đã không hề nghỉ ngơi trong nhiều tháng. Vì thế, khi cuối cùng iPad được “trình làng” và đoạn phim quảng cáo được phát sóng, Vincent đã đưa gia đình mình đến Lễ hội âm nhạc Coachella ở Palm Springs, nơi quy tụ một vài ban nhạc ưa thích của James như Muse, Faith No More, và Devo. Ngay sau khi anh tới đó, Jobs gọi điện. “Quảng cáo của cậu tệ quá!” Jobs nói. “iPad đã cách mạng hóa cả thế giới và chúng ta cần thể hiện điều gì đó thật lớn lao. Cậu đã đưa cho tôi toàn thứ rác rưởi!”

“Được rồi, vậy anh muốn gì?” Vincent hỏi lại. “Anh không thể nói là anh muốn gì sao.”

“Tôi không biết”, Jobs nói. “Cậu phải mang đến cho tôi điều gì đó mới mẻ. Cậu đã chẳng cho tôi thấy điều gì cả!”

Vincent cãi lại và bỗng nhiên Jobs điên tiết. “Steve bắt đầu hét vào mặt tôi,” Vincent nhớ lại. Vincent không giữ được bình tĩnh, và mọi chuyện giữa họ trở nên không kiểm soát được.

Khi Vincent hét lên, “Anh phải nói cho tôi biết là anh muốn cái gì chứ?” thì Jobs đáp lại: “Cậu phải cho tôi thấy điều gì đó, nhìn thấy nó thì tôi mới biết là cái gì chứ.” “Ồ tuyệt, hãy để tôi viết vài dòng cho những nhân viên sáng tạo của mình: ‘Tôi sẽ biết nó khi nhìn thấy nó’”

Vincent thất vọng đến nỗi đã đấm mạnh tay vào tường nhà nghỉ và cú đấm đã tạo nên một vết nứt lớn trên đó. Khi anh trở ra ngoài với gia đình mình đang ngồi cạnh bể bơi, họ nhìn anh đầy lo lắng. “Anh ổn chứ?” vợ Vincent hỏi.

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Vincent và nhóm của anh đã mất hai tuần để đưa ra và dàn dựng ý tưởng mới, và anh đã đề nghị trình bày chúng tại nhà của Jobs thay vì tại công ty, với hy vọng rằng ở nhà sẽ thoải mái hơn. Đặt các tấm bảng trình bày ý tưởng trên bàn uống cà phê, Vincent và Milner đưa ra mười hai cách thức cả thảy. Một trong số đó đầy cảm hứng và rất ấn tượng. Một bản khác thì hài hước, với cảnh Michael Cera, một diễn viên hài kịch, lang thang trong một căn nhà giả và đưa ra những lời bình luận hài hước về cách mà mọi người sử dụng iPad. Những phương án khác kết hợp iPad với những nhân vật nổi tiếng, hoặc là đặt nó giữa phông nền màu trắng, hoặc trong một tiểu phẩm hài nhỏ, hoặc là thuyết minh sản phẩm một cách thẳng thắn, chân thực.

Sau khi xem xét các lựa chọn, Jobs đã nhận ra điều ông muốn. Không hài hước, cũng chẳng có người nổi tiếng nào, mà cũng không phải là bài trình bày giới thiệu về sản phẩm. “Phải đưa ra một tuyên bố,” ông nói. “Nó cần nó phải là một bản tuyên ngôn. Nó phải lớn lao.” Jobs đã tuyên bố rằng iPad sẽ thay đổi cả thế giới, và ông muốn một chiến dịch nhằm củng cố cho tuyên bố đó. Các công ty khác sẽ sao chép kiểu mẫu của những chiếc máy tính bảng này chỉ trong vòng một năm hoặc hơn, ông nói, và Jobs muốn mọi người phải nhớ rằng iPad mới thực sự là cách mạng. “Chúng ta cần những đoạn quảng cáo phải đại diện và tuyên bố cho những gì chúng ta đã làm được.”

Jobs đột nhiên rời ghế ngồi, trông ông có hơi mệt mỏi nhưng vẫn tươi cười. “Tôi phải đi mát-xa bây giờ”, ông nói. “Các anh làm đi.”

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Rồi Vincent và Milner, cùng với biên kich quảng cáo Eric Grunbaum, bắt đầu phác thảo ý tưởng “Bản tuyên ngôn” (Manifesto). Nó sẽ là một không gian tốc độ nhanh, với những bức tranh gây ấn tượng sâu sắc trên nền những nhịp điệu vang vọng, và nó phải tuyên bố rằng iPad chính là một cuộc cách mạng. Âm nhạc họ lựa chọn là giọng hát của Karen O với bài hát “Gold Lion” của nhóm Yeah Yeah Yeahs. Khi iPad được hô biến xuất hiện, thì sẽ có một giọng nói mạnh mẽ tuyên bố, “iPad rất mỏng. iPad rất đẹp... Nó có sức mạnh vô song. Nó là phép màu... những đoạn phim, những bức ảnh. Nó chứa đựng số lượng sách nhiều hơn tất cả những cuốn sách bạn đọc trong suốt cuộc đời mình. Nó thực sự là một cuộc cách mạng, và nó mới chỉ vừa bắt đầu.”

Một khi đoạn quảng cáo “Manifesto” bắt đầu trình chiếu, nhóm lại thử cách thức mềm mại, dễ chịu hơn, như là những ghi chép về một ngày trong cuộc sống của nhà làm phim trẻ Jessica Sanders. Jobs thích chúng – trong một khoảnh khắc ngắn ngủi. Sau đó ông quay ngoắt sang phản đối chúng giống như đã phản đối quảng cáo đầu tiên theo phong cách Pottery Barn. “Chết tiệt!” ông hét lên, “chúng giống hệt chiến dịch của Visa, mấy thứ vớ vẩn sặc mùi mấy hãng quảng cáo rẻ tiền.”

Ông đã luôn đòi hỏi những quảng cáo khác biệt và mới mẻ, nhưng cuối cùng Jobs nhận ra rằng mình không muốn bị luẩn quẩn trong thứ mà ông cho rằng đó là tiếng nói của Apple. Đối với ông, tiếng nói này phải có sự khác biệt và phải đảm bảo: đơn giản, có đặc tả, rõ ràng. “Chúng tôi đã đi theo hướng đó, và âm thanh đó dường như cứ lớn dần lên trong Steve, rồi bất chợt ông nói, ‘Tôi ghét điều đó, nó không phải là Apple,’” Lee Clow nhắc lại. “Ông nói với chúng tôi là hãy quay lại với phong cách của Apple. Nó là một phong cách đơn giản và chân thực.” Và rồi họ đã trở lại ý tưởng về một nền màu trắng rõ ràng, sáng sủa, với một cách tiếp cận gần gũi phơi bày tất cả và “iPad là...”.

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Các ứng dụng

Các chiến dịch quảng cáo iPad không đặc tả các thiết bị, mà đặc tả chức năng của chúng. Thực sự thì thành công của iPad không chỉ nhờ phần cứng bóng bẩy của nó mà còn nhờ cả những ứng dụng nữa, nó cho phép bạn thỏa thích ngụp lặn với tất cả những hoạt động vô cùng thú vị. Có đến hàng nghìn – và sẽ sớm là hàng vạn – những ứng dụng mà bạn có thể tải về miễn phí hoặc chỉ mất vài đô-la. Bạn có thể bắn những con chim dữ bằng một cú chạm mạnh bằng đầu những ngón tay, theo dõi cổ phiếu của bạn, xem các bộ phim, đọc sách báo và tạp chí, nắm bắt những tin tức mới nhất, chơi trò chơi, và tận hưởng những khoảng thời gian tuyệt vời. Một lần nữa, sự tích hợp của phần cứng, phần mềm, và kho dữ liệu trong máy khiến mọi thao tác đều giản đơn. Ngoài ra, những ứng dụng này cũng cho phép nền tảng mở, có kiểm soát, đối với những nhà phát triển bên ngoài muốn tạo ra một phần mềm và nội dung cho nó - tính mở - giống như một khu vườn cộng đồng có cổng và được giám sát một cách cẩn thận.

Hiện tượng ứng dụng bắt đầu xuất hiện cùng với chiếc iPhone. Lần đầu tiên ra mắt vào đầu năm 2007, không có nhà phát triển bên ngoài nào bán các ứng dụng, và ban đầu Jobs đã phản đối việc cho phép họ. Ông đã không muốn những người bên ngoài tạo ra các ứng dụng cho iPhone, những ứng dụng mà ông cho rằng chúng có thể gây ra những rắc rối, lây lan vi rút cho máy, hoặc làm hư hại và ảnh hưởng đến sự hoàn hảo của nó.

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Thành viên ban quản trị Art Levinson là một trong những người thúc đẩy các ứng dụng của iPhone. “Tôi đã gọi cho ông ấy tới nửa tá cuộc điện thoại để vận động cho tiềm năng của các ứng dụng,” ông này nhớ lại. Nếu Apple không cho phép và thực sự khuyến khích chúng, thì một nhà sản xuất điện thoại thông minh khác sẽ bắt tay vào tiến hành việc này, và mang đến cho Apple một đối thủ cạnh tranh. Giám đốc marketing Phil Schiller đồng ý với điều này. “Tôi đã không thể tưởng tượng được rằng chúng tôi có thể làm ra được một thứ gì đó đầy sức mạnh như iPhone và không cho phép những nhà phát triển có thể tạo ra ứng dụng”, ông nói. “Tôi biết là các khách hàng sẽ yêu thích chúng.” Nhà đầu tư mạo hiểm John Doerr tranh luận rằng việc cho phép sử dụng những ứng dụng sẽ sản sinh ra vô số những doanh nhân mới, những người sẽ tạo ra những dịch vụ mới.

Ban đầu, Jobs chấm dứt cuộc thảo luận, một phần vì ông đã cảm thấy nhóm của mình không thể đoán định, lường hết được những sự phức tạp liên quan đến quyền hạn của bên thứ ba phát triển các ứng dụng. Ông muốn quy về một mối. “Vì thế mà Jobs không muốn nói chuyện về nó nữa,” Schiller nói. Nhưng ngay khi iPhone ra mắt, Jobs lại sẵn lòng lắng nghe cuộc tranh luận. “Mỗi lần đối thoại, Steve dường như đã cởi mở hơn đôi chút,” Levinson nói. Đã có những cuộc thảo luận tự do và sôi nổi tại những cuộc họp ban lãnh đạo bốn bên.

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Jobs đã sớm nhận ra rằng có một cách để đôi bên cùng có lợi. Ông cho phép những người ngoài có thể viết các ứng dụng, nhưng họ sẽ phải tuân thủ những tiêu chuẩn chặt chẽ, đã được thử nghiệm, kiểm tra và thông qua bởi Apple, và chỉ được bán qua iTunes Store. Đó là một cách để thu lợi từ việc cho phép hàng nghìn nhà phát triển phần mềm trong khi vẫn giữ lại sự kiểm soát đủ để bảo vệ cho sự toàn vẹn của iPhone và đơn giản hóa của những trải nghiệm khách hàng. “Nó hoàn toàn là một giải pháp tuyệt vời làm hài lòng cả đôi bên”, Levinson chia sẻ. “Nó mang đến cho chúng tôi những nguồn lợi của tính mở trong khi vẫn duy trì sự kiểm soát từ đầu chí cuối.”

Kho Ứng dụng dành cho iPhone trên iTunes được “mở hàng” vào tháng Bảy năm 2008; lượt tải về thứ một tỷ là vào chín tháng sau đó. Thời điểm iPad được bày bán rộng rãi vào tháng Tư năm 2010, đã có tới 185.000 ứng dụng cho iPhone. Hầu hết những ứng dụng này đều có thể sử dụng được trên iPad, măc dù họ đã không tận dụng được lợi thế của kích cỡ màn hình lớn hơn. Nhưng chỉ trong vòng chưa đến năm tháng, những người phát triển đã viết tới 25.000 ứng dụng mới đặc biệt dành cho iPad. Tháng Bảy năm 2011, đã có tới 500.000 ứng dụng dành cho cả hai thiết bị này, và có hơn 15 tỷ lượt tải về.

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Kho Ứng dụng đã tạo nên một ngành công nghiệp trong chớp mắt. Từ những căn phòng tập thể, những ga-ra ô tô và những công ty truyền thông lớn, các doanh nhân đua nhau tạo ra những ứng dụng mới. Công ty đầu tư mạo hiểm của John Doerr đã tạo ra một quỹ iFund với 200 triệu đô-la để cấp vốn cho những ý tưởng tốt nhất. Các báo và tạp chí vốn không cho phép đọc miễn phí đã trông thấy một cơ hội cuối cùng để nhốt vị thần của mô hình kinh doanh còn nhiều hồ nghi và chưa rõ ràng này vào trong chai. Những nhà xuất bản tân tiến đã tạo ra những tờ tạp chí mới, những cuốn sách mới, những tài liệu học tập dành riêng cho iPad. Ví dụ, Nhà xuất bản Callaway, nơi đã xuất bản những cuốn sách từ Madonna’s Sex cho đến Miss Spider’s Tea Party, đã quyết định “qua sông đốt thuyền” khi từ bỏ việc in ấn thuần túy, để tập trung vào xuất bản những cuốn sách với tư cách là các ứng dụng tương tác. Tháng Sáu năm 2011, Apple đã chi trả 2,5 tỷ đô-la cho những người phát triển các ứng dụng.

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iPad và những thiết bị kỹ thuật số dựa trên nền tảng ứng dụng đã báo trước một thay đổi cơ bản trong thế giới kỹ thuật số. Quay lại thập niên 1980, lên mạng thường có nghĩa là kết nối với một dịch vụ như AOL, CompuServe, hay Prodigy, trả phí cho việc truy cập vào một khu vườn dày đặc nội dung được giám sát cẩn thận cùng với những chiếc cổng thoát hiểm, cho phép những người sử dụng can đảm có thể tiếp cận với Internet phạm vi rộng. Giai đoạn thứ hai bắt đầu từ đầu những năm 1990, với sự xuất hiện của những trình duyệt cho phép mọi người có thể tự do truy cập vào Internet, sử dụng giao thức truyền tải siêu văn bản của World Wide Web (w.w.w), dẫn đến hàng tỷ trang web khác nhau. Các công cụ tìm kiếm xuất hiện, giúp mọi người có thể dễ dàng tìm kiếm những trang web mà họ muốn. Sự ra đời của iPad đã báo hiệu một hình mẫu mới. Các ứng dụng có sự tương đồng với những khu vườn có tường bao quanh ngày xưa. Những người sáng tạo có thể áp phí và đưa ra nhiều chức năng dành cho người sử dụng để tải chúng về. Nhưng sự phát triển của các ứng dụng cũng có ý nghĩa rằng tính mở và bản chất kết nối của web “đến hồi cáo chung”. Các ứng dụng không dễ tìm hoặc kết nối. Bởi lẽ iPad cho phép quyền sử dụng các ứng dụng lẫn các trình duyệt web, không phải là ở cuộc chiến với các mô hình web. Nhưng nó đã cung cấp một sự thay thế, cho cả người dùng lẫn những người sáng tạo nội dung.

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Báo chí và Xuất bản

Với chiếc iPod, Jobs đã làm thay đổi thị trường âm nhạc. Với iPad và Kho Ứng dụng của nó, ông đã bắt đầu thay đổi tất cả các phương tiện truyền thông, từ ngành xuất bản, báo chí, truyền hình cho tới điện ảnh.

Sách là một mục tiêu rõ ràng, khi Kindle của Amazon thể hiện sự khao khát đối với những cuốn sách điện tử. Vì vậy, Apple đã tạo nên iBook Store để , bán sách điện tử như iTunes Store bán những bài hát. Mặc dù vậy, vẫn có một sự khác biệt nho nhỏ trong mô hình kinh doanh này. Đối với iTunes Store, Jobs khăng khăng rằng tất cả các bài hát đã được bán với một cái giá không hề đắt, chỉ có 99 xu lúc ban đầu. Jeff Bezos của Amazon đã cố gắng thực hiện phương pháp tương tự với những cuốn sách điện tử, bán chúng hầu hết với giá 9,99 đô-la. Jobs đã xuất hiện và đề nghị các nhà xuất bản điều mà ông đã từ chối cung cấp các hãng đĩa: Họ có thể đặt bất cứ cái giá nào họ muốn cho những cuốn sách của mình tại iBook Store, và Apple sẽ nhận được 30%. Ban đầu thì mức giá này cao hơn mức giá bán Amazon. Nhưng tại sao mọi người vẫn đặt mua ở Apple nhiều hơn? “Trường hợp này không tính,” Jobs trả lời, khi Walt Mossberg đặt cho ông câu hỏi đó tại sự kiện ra mắt iPad. “Giá cả hai bên thực ra là như nhau.” Và ông đã đúng.

Một ngày sau khi iPad ra mắt, Jobs đã chia sẻ với tôi suy nghĩ của ông về những cuốn sách:

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Amazon đã thật sai lầm. Amazon trả giá bán buôn cho một số cuốn sách, rồi bắt đầu bán lại với giá thấp hơn 9,99 đô-la. Các nhà xuất bản ghét điều đó – họ nghĩ rằng nó có thể gây trở ngại khi họ bán những cuốn sách bìa cứng với giá 28 đô-la. Vì thế thậm chí trước cả khi Apple bước vào thương vụ này, vài nhà cung cấp sách đã bắt đầu từ chối bán sách trên Amazon. Do đó chúng tôi đã nói với các nhà xuất bản, “Chúng tôi sẽ làm người môi giới trung gian, nơi các bạn tùy đặt mức giá còn chúng tôi sẽ thu về 30%, đúng là, khách hàng sẽ phải trả thêm một chút, nhưng dù sao đó cũng chính là những gì các bạn muốn.” Nhưng chúng tôi cũng yêu cầu một sự bảo đảm rằng nếu có bất cứ ai khác đang bán những cuốn sách rẻ hơn chúng tôi, thì chúng tôi cũng có thể hạ giá. Vì thế mà họ đã đến Amazon và nói, “Các anh hãy ký hợp đồng làm đại lý hoặc chúng tôi sẽ không cung cấp sách cho các anh nữa.”

Jobs nhận thức được rằng mình đang cố gắng “lợi cả đôi đường” khi đến với âm nhạc và sách báo. Ông đã từng từ chối cung cấp cho các công ty âm nhạc một mô hình môi giới trung gian và không cho phép họ đặt ra những mức giá của riêng mình. Tại sao? Bởi vì ông không phải làm vậy. Nhưng với sách thì ông đã làm thế. “Chúng tôi không phải là những người tiên phong kinh doanh sách”, ông nói. “Trong bối cảnh như thế này, điều tốt nhất đối với chúng tôi là thực hiện từng bước từng bước và kết thúc bằng mô hình môi giới trung gian. Và chúng tôi đã tiến hành mặc cho những khó khăn và trở ngại.”

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Ngay sau sự kiện lễ ra mắt iPad, Jobs đã đến New York vào tháng Hai năm 2010 để gặp gỡ những nhà điều hành trong lĩnh vực kinh doanh báo chí. Trong hai ngày, Jobs đã gặp gỡ Rupert Murdoch, con trai Rupert, James, và nhà quản lý tờ Wall Street Journal của họ; Arthur Sulzberger Jr. và những nhà điều hành hàng đầu của tạp chí New York Times; Time, Fortune, và những tạp chí khác của Time Inc.. “Tôi muốn mời những tờ báo có chất lượng,” sau này ông kể lại. “Chúng tôi không dựa vào các blogger để loan tin. Chúng tôi cần đến những phóng viên và biên tập viên đích thực hơn bao giờ hết. Do đó tôi muốn tìm cách giúp mọi người sáng tạo nên những sản phẩm số ‘biết kiếm tiền’”. Vì thế ông đã buộc mọi người phải trả tiền nhạc và ông hy vọng mình cũng có thể làm vậy đối với báo chí.

Mặc dù vậy, các nhà xuất bản khá thận trọng và dè dặt đối với “cần câu cơm” của Jobs. Điều đó có nghĩa là họ phải trả 30% doanh thu cho Apple, nhưng đó không phải là vấn đề lớn nhất. Quan trọng hơn, những nhà xuất bản lo ngại rằng, dưới trướng Jobs, họ không duy trì được bất kỳ mối quan hệ trực tiếp nào với khách hàng; họ sẽ không có địa chỉ email và số thẻ tín dụng để có thể tính hóa đơn cho khách hàng, liên lạc hoặc tiếp thị những sản phẩm mới nhất. Thay vào đó, Apple sẽ có các khách hàng, tính hóa đơn và thu thập những thông tin về khách hàng trên hệ thống dữ liệu của riêng mình. Và vì chính sách bảo mật, Apple sẽ không chia sẻ những thông tin cá nhân trừ khi khách hàng cho phép họ làm vậy.

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Jobs đặc biệt quan tâm đến việc đàm phán với tạp chí New York Times, theo ông đó là một tờ báo lớn có nguy cơ xuống dốc bởi lẽ nó không tìm mua những thông tin liên quan đến nội dung số. “Tôi đã quyết định rằng một trong những dự án trực tiếp của mình trong năm nay là sẽ cố gắng để mời – dù họ có muốn hay không – tạp chí Times”, ông nói với tôi vào đầu năm 2010.

Trong suốt chuyến viếng thăm New York, Jobs đã dùng bữa tối với 50 nhà điều hành hàng đầu của tờ Times trong một phòng riêng ở Pranna, một nhà hàng châu Á. (Ông đã gọi sinh tố xoài và mì ống chay, cả hai món đều không có trong thực đơn.) Tại đây, ông đã lấy chiếc iPad ra và giải thích tầm quan trọng của việc đưa ra một mức giá khiêm tốn nhất cho những nội dung số mà các khách hàng có thể chấp nhận. Ông vẽ ra một đồ thị về số lượng độc giả và những mức giá khả thi. Sẽ có bao nhiêu độc giả tìm đọc nếu tờ The Times miễn phí? Họ sẽ biết câu trả lời đó dựa vào đồ thị này, bởi lẽ họ đã cung cấp nội dung miễn phí trên trang web rồi và có khoảng 20 triệu lượt ghé thăm thường xuyên. Và nếu đưa ra một mức giá thực sự đắt đỏ? Họ cũng có dữ liệu về vấn đề đó; hàng năm họ thu được hơn 300 đô-la cho những độc giả đặt báo giấy và có khoảng 1 triệu độc giả. “Các anh nên tính trung bình, với khoảng 10 triệu độc giả đăng ký báo điện tử”, Steve nói với họ. “Điều đó có nghĩa là những tài khoản đăng ký bản điện tử của các anh nên rẻ và đơn giản, chỉ một cái nhấp chuột và nhiều nhất là 5 đô-la mỗi tháng.”

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Khi một trong các nhà điều hành của The Times quả quyết rằng tờ báo cần thông tin về email và thẻ tín dụng của tất cả những người đăng ký, ngay cả khi họ đăng ký thông qua Kho Ứng dụng, thì Jobs nói rằng Apple không thể cung cấp những dữ liệu đó được. Điều đó khiến nhà điều hành này tức giận. Không thể hình dung được là, ông này nói, chúng tôi lại không thể có được thông tin đó. “Được thôi, các anh có thể hỏi khách hàng điều này, nhưng nếu họ không tình nguyện cung cấp cho bên anh, thì đừng có trách tôi”, Jobs nói. “Nếu anh không thích thì đừng mượn tay chúng tôi nữa. Tôi không phải là người đặt các anh vào tình thế này. Chính các anh là những người đã phải dành năm năm qua để cung cấp miễn phí tờ báo điện tử của mình và chẳng thu được thông tin thẻ tín dụng của bất cứ ai đấy thôi.”

Jobs cũng đã gặp riêng Arthur Sulzberger Jr. “Arthur là một người rất tốt bụng, và anh ấy thực sự rất tự hào về công trình mới của mình, đúng như là anh ấy nên thế”, Jobs sau này kể lại. “Tôi đã nói chuyện với Arthur về điều mà theo tôi là anh ấy nên làm, nhưng rồi chẳng có chuyện gì xảy ra cả.” Phải mất tới một năm, và vào tháng Tư năm 2011, tạp chí Times mới bắt đầu ra mắt ấn bản kỹ thuật số và bán cho một vài tài khoản đăng ký thông qua Apple, và chấp nhận những chính sách mà Jobs đã thiết lập. Tuy nhiên, tờ báo quyết định thu ước chừng gấp bốn lần mức 5 đô-la phí hàng tháng mà Jobs từng gợi ý.

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Tại tòa nhà trụ sở Time-Life do chủ bút của Time là Rick Stengel làm chủ. Jobs quý mến Stengel, người đã cử một nhóm tài năng do Josh Quitter làm trưởng nhóm, để tạo nên phiên bản iPad dành cho tạp chí hàng tuần. Nhưng ông đã rất thất vọng khi trông thấy Andy Serwer của tạp chí Fortune ở đó. Jobs đã cau có nói với Serwer việc ông đã tức giận như thế nào về câu chuyện đăng trên Fortune hai năm về trước, tiết lộ chi tiết tình trạng sức khỏe của ông và gây ra những vấn đề về cổ phiếu. “Tôi ‘chết’ rồi mà các anh còn chẳng tha”, ông nói.

Vấn đề lớn hơn ở Time Inc. cũng là vấn đề ở The Times: Tờ tạp chí này không muốn Apple sở hữu những người khách hàng và ngăn tạp chí này trực tiếp thu hóa đơn. Time Inc. đã muốn tạo nên những ứng dụng có thể dẫn độc giả trực tiếp đến với trang web của mình để đăng ký đặt báo. Apple đã từ chối. Khi Time và những tờ tạp chí khác cho phép các ứng dụng quyền đăng nhập như vậy, họ đã bị Apple từ chối quyền truy cập kho Ứng dụng.

Jobs cố gắng thương lượng riêng với CEO của Time Warner, Jeff Bewker, một người theo chủ nghĩa thực dụng đầy hiểu biết, khiến Jobs ấn tượng mạnh mẽ. Họ đã thỏa thuận với nhau một vài năm trước về đoạn video bản quyền dành cho iPod Touch; thậm chí Jobs cũng không thể thuyết phục ông ta tiến hành một thỏa thuận liên quan đến việc HBO độc quyền phát sóng những bộ phim ngay sau khi công chiếu, và ông ngưỡng mộ sự thẳng thắn và phong cách quyết đoán của Bewkes. Về phần mình, Bewkes cũng tôn trọng năng lực của Jobs khi vừa là người suy nghĩ có chiến lược lại vừa là bậc thầy của những chi tiết nhỏ nhặt nhất. “Steve có thể sẵn sàng đi từ những nguyên tắc tổng thể cho tới những chi tiết cụ thể”, ông nói.

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Khi Jobs gọi cho Bewkes để tiến hành một thỏa thuận về việc để những tờ tạp chí Time Inc. xuất hiện trên iPad, ông “phủ đầu” Bewkes bằng những cảnh báo như ngành in ấn “thật tồi tệ”, và rằng “mọi người thực sự muốn những tờ tạp chí của anh”, và Apple đang mang đến cơ hội bán sản phẩm cho những người đăng ký số hóa, nhưng “các anh chẳng biết nắm lấy cơ hội gì cả.” Bewkes đã phớt lờ tất cả. Ông nói mình rất vui khi Apple có thể bán những phiên bản báo số cho Time Inc. Việc Apple thu 30% cũng chẳng phải vấn đề. “Tôi đang nói với anh ngay lúc này là, nếu anh bán một tài khoản đăng ký cho chúng tôi, anh có thể có được 30%”, Bewkes nói với Jobs.

“Được rồi, như thế là đã nhiều hơn tôi tưởng rồi”, Jobs đáp. “Tôi chỉ có một câu hỏi thôi”, Bewkes tiếp lời. “Nếu anh bán một tài khoản đăng ký cho tờ tạp chí của chúng tôi, và tôi trả cho anh 30%, vậy thì ai sẽ sở hữu người đăng ký đó – anh hay tôi?” “Tôi không thể cung cấp tất cả những thông tin của những người đăng ký bởi vì đó là chính sách bảo mật của Apple”, Jobs đáp.

“À, còn chuyện này nữa, do tôi không muốn toàn bộ số người đăng ký của mình trở thành người đăng ký của anh, dành cho anh rồi sau đó tập trung hết ở Apple Store,” Bewkes nói. “Và điều tiếp theo anh sẽ làm, một khi anh đã độc quyền, anh trở lại và nói với tôi rằng tờ tạp chí của tôi không nên bán một bản giá 4 đô-la mà thay vào đó nên là 1 đô-la. Nếu có người đăng ký đặt mua tờ tạp chí của chúng tôi, chúng tôi cần biết đó là ai, chúng tôi cần phải tạo ra một mối quan hệ trực tuyến với những người này, và có quyền thông báo với họ một cách trực tiếp về những thay đổi.”

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Jobs đã có một khoảng thời gian dễ thở hơn với Rupert Murdoch, chủ sở hữu của tập đoàn News sở hữu Wall Street Journal, New York Post, cùng rất nhiều tờ báo trên khắp thế giới, Fox Studios và Fox News Channel. Khi Jobs gặp Murdoch và nhóm của ông, họ cũng đã nhấn mạnh rằng họ nên chia sẻ quyền sở hữu của những người đăng ký thông qua kho Ứng dụng. Nhưng khi Jobs từ chối, một chuyện thú vị đã xảy ra. Murdoch được biết đến như một người dễ thuyết phục, nhưng ông biết rằng mình không có ảnh hưởng trong vấn đề này, vì vậy mà ông đã chấp nhận những yêu cầu của Jobs. “Chúng tôi thích sở hữu những người đăng ký hơn, và chúng tôi bị thôi thúc bởi điều này”, Murdock kể lại. “Nhưng Steve sẽ không thực hiện một thỏa thuận dựa trên những điều này, vì thế mà tôi nói, ‘Được rồi, cứ làm như vậy đi.’ Chúng tôi thấy không có bất cứ lý do gì mà phải nghiêm trọng vấn đề lên cả. Cậu ấy không chịu khuất phục – và tôi cũng sẽ không chịu khuất phục nếu ở vào vị trí của Jobs – vì thế mà tôi đã đồng ý.”

Murdoch thậm chí đã ra mắt một tờ nhật báo điện tử, tờ The Daily, được “đo ni đóng giày” đặc biệt dành riêng cho iPad. Nó sẽ được bán trong kho Ứng dụng, cùng những nguyên tắc được Jobs đưa ra, với mức giá 99 xu một tuần. Đích thân Murdoch cùng nhóm của mình đến trụ sở Cupertino để trình bày bản thiết kế dự kiến. Không mấy ngạc nhiên, Jobs phản đối nó. “Anh có để các nhà thiết kế của chúng tôi giúp đỡ không?” Jobs hỏi. Và Murdoch chấp nhận. “Những nhà thiết kế của Apple đã chỉnh sửa nó đôi chút”, Murdoch nói, “và còn các thành viên trong nhóm của chúng tôi đã quay về và có được một bản thiết kế khác, và 10 ngày sau chúng tôi trở lại đó và cho họ xem cả hai bản, và Steve thực sự đã thích phiên bản của chúng tôi hơn. Điều đó khiến chúng tôi rất kinh ngạc.”

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The Daily, một tờ báo chẳng lá cải mà cũng chẳng chính thống, nhưng thay vì là một sản phẩm dành cho thị trường tầm trung như USA Today, nó đã không mấy thành công. Nhưng nó chính là chiếc cầu nối thân thiết giữa Jobs và Murdoch. Khi Murdoch đề nghị Jobs phát biểu tại phiên họp quản lý thường niên của tập đoàn News vào tháng Sáu năm 2010, Jobs đã tạo ra một ngoại lệ đối với quy tắc của mình là không bao giờ xuất hiện như thế. James Murdoch đã mời ông tham gia một cuộc phỏng vấn sau bữa tối kéo dài gần hai giờ đồng hồ. “Cậu ấy đã chỉ trích gay gắt về những điều mà báo chí đang làm trong lĩnh vực công nghệ”, Murdoch nhớ lại. “Cậu ấy đã nói với chúng tôi rằng thật khó để có thể làm đúng mọi thứ, bởi lẽ bạn đang ở New York, và bất cứ ai giỏi công nghệ đều đang làm việc tại Thung lũng Silicon.” Điều này không khiến cho chủ tịch của Mạng Kỹ thuật số Wall Street Journal, Gordon McLeod, đỡ tự kiêu đôi chút. Cuối cùng thì, McLeod đã đến chỗ Jobs và nói, “Cảm ơn, quả là một buổi tối tuyệt vời, nhưng anh đang làm mất thời gian của tôi.” Murdoch cười khúc khích khi mô tả lại cảnh đó. “Rồi điều gì đến phải đến”, ông nói. McLeod đã bị sa thải ba tháng sau đó.

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Trở lại với bài phát biểu tại cuộc họp, Jobs đã khiến Murdoch phải lắng nghe về Fox News, thứ mà Jobs tin rằng đang hủy diệt, gây hại cho quốc gia, và là một vết nhơ đối với danh tiếng của Murdoch. “Anh đang đánh mất tất cả với Fox News”, Jobs nói với Murdoch trong bữa tối. “Cái trục ngày này không còn tự do và an toàn nữa, cái trục đó đang rất bảo thủ - hủy diệt, và anh đã ném số phận của mình vào tay những kẻ hủy diệt. Fox đã trở thành một lực lượng phá hoại khó có thể tin nổi trong xã hội của chúng ta. Anh có thể làm tốt hơn, và nó đang trở thành một di sản của anh nếu không cẩn thận.” Jobs nói ông đã nghĩ rằng Murdoch thực sự không thích việc Fox tiến được bao xa. “Rupert là người sáng lập, chứ không phải là người phá tan tất cả”, Jobs nói. “Tôi đã có vài cuộc gặp gỡ với James và tôi nghĩ là cậu ấy cũng đồng ý với tôi. Tôi chỉ có thể nói như vậy mà thôi.”

Sau đó Murdoch nói rằng đã quen với những người như Jobs, phàn nàn về Fox “Cậu ấy theo quan điểm cánh tả về vấn đề này”, ông nói. Jobs đã đề nghị Murdoch cùng người thân cận của mình thực hiện một phim về một tuần ở những chương trình của Sean Hannity và Glenn Beck – mà theo ông nó còn tiêu cực và phá hoại hơn hơn cả Bill O’Reilly – và Murdoch đã đồng ý làm như vậy. Sau đó Jobs nói với tôi rằng ông đã đề nghị nhóm của Jon Stewart đặt một cuộn phim tương tự cho Murdoch xem. “Tôi sẽ rất vui khi nhìn thấy nó”, Murdoch nói, “nhưng cậu ấy đã không gửi nó cho tôi.”

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Murdoch và Jobs thân thiết tới mức Murdoch đã tới ngôi nhà ở Palo Alto của Jobs để dùng bữa tối hai lần vào năm sau. Jobs nói đùa rằng mình phải giấu dao dĩa dùng cho bữa tối vào những dịp như thế này, bởi ông lo là người vợ phóng khoáng của mình sẽ moi ruột Murdoch khi ông ấy bước vào. Về phần mình, Murdoch đã hiểu thêm được khá nhiều về các món ăn chay: “Dùng bữa tối tại nhà của Steve thực sự là một trải nghiệm thú vị, miễn là bạn ra về trước khi những hàng ăn trong vùng đóng cửa.” Nhưng khi tôi hỏi Murdoch là có phải chính xác ông đã từng nói điều này không, thì Murdoch lờ tịt đi.

Một chuyến viếng thăm đã diễn ra đầu năm 2011. Murdoch phải đi ngang qua Palo Alto vào ngày 24 tháng Hai, và ông đã nhắn tin cho Jobs. Ông đã không biết đó cũng là sinh nhật lần thứ 56 của Jobs, và Jobs đã không hề nói gì về sinh nhật mình khi nhắn tin lại để mời Murdoch dùng bữa tối. “Đó là cách của tôi để chắc chắn rằng Laurene không hủy kế hoạch”, Jobs đùa. “Đó là sinh nhật của tôi và cô ấy phải để cho tôi mời Rupert chứ.” Erin và Eve cũng ở đây, và Reed vừa từ Stanford về gần cuối bữa. Jobs đã cho mọi người xem những bản thiết kế chiếc thuyền của ông, và Murdoch nghĩ rằng bên trong thì nó rất đẹp, nhưng bên ngoài khá “đơn sơ”. “Có vẻ tình trạng sức khỏe của Jobs khá lạc quan và cậu ấy đã không ngớt lời về việc chế tạo chiếc thuyền”, Murdoch kể lại.

Trong bữa tối, họ đã nói về tầm quan trọng của việc lan truyền văn hóa doanh nghiệp và sự nhanh nhạy, linh hoạt của một công ty. Sony đã thất bại khi làm việc này, Murdoch nói. Jobs tán đồng. “Tôi đã tin rằng một công ty thực sự lớn mạnh không thể có được một nền văn hóa doanh nghiệp rõ rệt”, Jobs nói. “Nhưng giờ thì tôi tin điều đó là có thể. Murdoch đã làm được điều đó. Tôi nghĩ rằng mình cũng đã thực hiện được điều đó tại Apple.”

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Hầu hết các cuộc nói chuyện trong bữa tối là về giáo dục. Murdoch đã thuê Joel Klein, cựu giám đốc của Sở giáo dục Thành phố New York, bắt đầu một chương trình giảng dạy phân ban số hóa. Murdoch kể lại rằng Jobs đã khá tùy tiện với ý tưởng rằng công nghệ có thể thay đổi giáo dục. Nhưng Jobs đồng ý với Murdoch là những cuốn giáo trình bằng giấy sẽ chuyển thành những tài liệu học tập số hóa.

Trên thực tế, Jobs đã coi những cuốn giáo trình như là ngành công nghiệp tiếp theo mà ông muốn thay đổi. Ông tin rằng nó là ngành công nghiệp chín muồi trị giá 8 tỷ đô-la mỗi năm. Jobs cũng bị ấn tượng bởi sự thật là rất nhiều trường học, vì những lý do an ninh, đã không trang bị tủ đựng đồ, vì thế mà những đứa trẻ phải mang những chiếc ba lô nặng trĩu trên vai. “iPad sẽ giải quyết vấn đề này”, ông nói. Ý tưởng của ông là thuê những người viết giáo trình thật giỏi để tạo nên những phiên bản số hóa, và biến chúng thành một tính năng của iPad. Ngoài ra, ông còn tổ chức các cuộc gặp với những nhà xuất bản lớn như Pearson Education để thảo luận về việc hợp tác với Apple. “Quy trình thẩm định những cuốn giáo trình đã bị lỗi”, ông nói. “Nhưng nếu chúng ta có thể tạo nên những cuốn giáo trình miễn phí, và mọi người đọc nó bằng iPad, thì chúng không cần phải cấp giấy phép nữa. Nền kinh tế thiếu hấp dẫn ở cấp độ liên bang sẽ kéo dài khoảng một thập kỷ, và chúng ta có thể cho họ một cơ hội để tránh được toàn bộ quá trình đó cũng như tiết kiệm tiền bạc, chi phí.”

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Chương 39

NHỮNG CUỘC CHIẾN MỚI

Và dư âm của các cuộc chiến cũ

Google: Mở hay đóng

Vài ngày sau khi công bố iPad vào tháng Một năm 2010, Jobs mở một cuộc họp toàn thể nhân viên tại “tổng hành dinh” của Apple. Tuy nhiên, thay vì hân hoan vui mừng với sản phẩm đột phá mới của mình, ông lại nguyền rủa Google vì đã sản xuất hệ điều hành đối thủ - Android. Jobs rất tức giận vì Google quyết định cạnh tranh với Apple trong thị trường điện thoại. Ông nói: “Chúng ta không nhảy vào thị trường Tìm kiếm, nhưng họ lại nhảy vào thị trường điện thoại. Không có gì nhầm lẫn ở đây hết. Họ muốn tiêu diệt iPhone. Chúng ta sẽ không để họ làm được điều đó.” Vài phút sau, khi cuộc họp đã chuyển sang chủ đề khác, Jobs tiếp tục quay lại đả kích slogan nổi tiếng của Google: “Tôi muốn quay lại chủ đề ban đầu và bổ sung một điều. Cái câu thần chú “Đừng làm điều xấu” đó thật quá nhảm nhí.”

Cá nhân Jobs cảm thấy như mình bị phản bội. CEO của Google là Eric Schmidt từng là thành viên ban giám đốc của Apple trong quá trình triển khai iPhone và iPad, còn các nhà sáng lập của Google là Larry Page và Sergey Brin từng coi Jobs là người thầy của mình. Ông cảm thấy như bị mất cắp vậy. Giao diện màn hình cảm ứng của Android đang bắt chước ngày càng nhiều các tính năng mà Apple đã tạo ra như cảm ứng đa điểm, tính năng trượt bằng cách lướt đầu ngón tay và một khung lưới ô vuông các biểu tượng ứng dụng.

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Jobs đã cố gắng can ngăn Google triển khai Android. Năm 2008, ông đến trụ sở chính của Google gần Palo Alto và la hét tranh cãi với Page, Brin cùng trưởng nhóm phụ trách Android là Andy Rubin. (Khi đó Schmidt vẫn nằm trong ban giám đốc của Apple nên không tham gia các cuộc tranh luận liên quan đến iPhone.) Ông hồi tưởng: “Tôi đã nói rằng nếu giữ được quan hệ tốt thì chúng tôi sẽ bảo đảm có phần truy nhập Google trong iPhone cũng như dành cho Google một hoặc hai biểu tượng trên màn hình chủ.” Nhưng ông cũng đe dọa rằng nếu Google tiếp tục phát triển Android và sử dụng bất kỳ tính năng nào của iPhone, chẳng hạn như cảm ứng đa điểm, thì ông sẽ kiện. Ban đầu, Google tránh bắt chước các tính năng nhất định, nhưng tháng Một năm 2010, HTC giới thiệu một chiếc điện thoại Android với tính năng cảm ứng đa điểm có rất nhiều điểm giống iPhone cả về diện mạo lẫn cảm nhận. Đó chính là hoàn cảnh để Jobs tuyên bố rằng slogan “Đừng làm điều xấu” của Google là “nhảm nhí”.

Vậy là Apple đâm đơn kiện HTC (và rộng ra là Android) vì đã vi phạm 20 bằng độc quyền sáng tạo của họ, bao gồm các giấy phép về ứng dụng cảm ứng đa điểm, vuốt để mở, nhấp đúp để phóng to, kéo hoặc nhúm để mở rộng, và các bộ cảm biến để quyết định cách cầm thiết bị. Khi Jobs ngồi trong căn nhà của mình ở Palo Alto vào tuần đâm đơn kiện, lần đầu tiên tôi thấy ông giận dữ đến như vậy:

Đơn kiện của chúng tôi ghi rằng: “Google, các người đã ăn cắp iPhone, ăn cắp hàng loạt của chúng tôi.” Thật là một hành vi trộm cắp bỉ ổi. Nếu cần, tôi sẽ chiến đấu đến hơi thở cuối cùng, sẽ dùng hết 40 tỷ đô-la của Apple trong tài khoản ngân hàng để làm cho ra lẽ vụ này. Tôi sẽ tiêu diệt Android, vì nó là một sản phẩm ăn cắp. Tôi sẵn sàng “gây chiến tranh nhiệt hạch” vì vấn đề này. Họ sợ tưởng chết được, vì họ biết là họ có tội. Ngoài thị trường Tìm kiếm thì các sản phẩm của Google – Android, Google Docs – đều chẳng ra cái thá gì.

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Vài ngày sau Jobs nhận được cuộc gọi từ Schmidt, ông này đã từ chức khỏi ban giám đốc của Apple vào mùa hè năm trước. Ông đề xuất một cuộc hẹn, và họ gặp nhau tại một quán cà phê ở trung tâm mua sắm Palo Alto. Schmidt hồi tưởng lại: “Chúng tôi dành một nửa cuộc gặp hôm đó để bàn về các vấn đề cá nhân, và nửa còn lại về nhận định của Jobs rằng Google đã ăn cắp các thiết kế giao diện người dùng của Apple.” Ở chủ đề thứ hai, Jobs là người nói chủ yếu. Ông nói với Schmidt: “Google đã ăn cắp của tôi. Chúng tôi đã bắt quả tang được các người. Tôi không muốn thương lượng. Tôi không cần tiền của các người. Có cho tôi 5 tỷ đô-la, tôi cũng không thèm. Tôi chẳng thiếu gì tiền. Tất cả những gì tôi muốn là các người ngừng sử dụng các ý tưởng của chúng tôi cho Android.” Hôm đó, họ không giải quyết được điều gì.

Đằng sau tranh chấp này là một vấn đề còn cơ bản hơn, một vấn đề căng thẳng ảnh hưởng từ một giai đoạn rất dài trước đây. Google cho ra mắt Android như một nền tảng “mở”; các nhà chế tạo phần cứng có thể sử dụng miễn phí mã nguồn mở của nó cho bất kỳ điện thoại hoặc máy tính bảng nào mà họ đang lắp ráp. Tất nhiên, Jobs độc đoán tin rằng Apple nên tích hợp hệ điều hành với phần cứng của mình. Vào những năm 1980, Apple chưa cấp phép sử dụng hệ điều hành Macintosh, còn Microsoft cuối cùng đã giành được thị phần rất lớn bằng cách cấp phép sử dụng hệ điều hành của mình cho các nhà chế tạo phần cứng và đã, theo Jobs là, ăn cắp giao diện của Apple.

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So sánh giữa hành động của Microsoft vào những năm 1980 với những gì Google đang cố thực hiện vào năm 2010 là không chính xác, nhưng cũng đủ gần gũi để gây bất hòa và tức giận. Nó là minh chứng cho cuộc tranh cãi lớn trong thời đại số: đóng kín hay mở cửa, hay như cách nói của Jobs là tích hợp hay phân mảnh. Liệu rằng kết hợp phần cứng, phần mềm và xử lý nội dung vào cùng một hệ thống gọn nhẹ để đem lại cho người dùng một trải nghiệm đơn giản hơn có phải là phương án tốt hơn, như Apple tin tưởng và như chủ nghĩa hoàn hảo áp đảo của Jobs gần như ép buộc hay không? Hay tốt hơn là trao cho người dùng và nhà sản xuất thêm nhiều lựa chọn và dọn chỗ cho các cải tiến mới bằng cách tạo ra những hệ thống phần mềm có thể được điều chỉnh và sử dụng trên các thiết bị khác? Sau này Schmidt có nói với tôi: “Steve muốn điều hành Apple theo một cách riêng, cũng giống như 20 năm trước, đó là biến Apple thành một nhà cải tiến hệ điều hành khép kín tuyệt vời. Họ không muốn người khác “đặt chân lên” nền tảng của họ khi chưa được phép. Ích lợi của nền tảng khép kín chính là quyền kiểm soát. Nhưng Google thì tin rằng mở cửa mới là cách tiếp cận hay hơn, bởi nó mang lại nhiều phương án hơn, cũng như sự cạnh tranh và lựa chọn cho khách hàng.”

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Vậy Bill Gates đã nghĩ gì khi chứng kiến Jobs cùng chiến lược khép kín của ông khai chiến với Google, cũng như những gì ông đã làm với Microsoft 25 năm trước đó? Gates nói: “Khép kín cũng có một số ích lợi, nhất là về cách anh kiểm soát trải nghiệm đó, và chắc chắn là đã có những lúc ông ấy đạt được lợi ích đó.” Nhưng, Bill cũng nói thêm rằng, từ chối cấp phép sử dụng Apple iOS đã mang đến cho các đối thủ như Android cơ hội tăng doanh số bán hàng. “Các công ty này không phải đang xây dựng các kim tự tháp bên cạnh Central Park ,” ông nói đùa về đại lý của Apple trên Đại lộ số Năm, “nhưng họ đang nghĩ ra các hướng cải tiến mới dựa trên sự cạnh tranh về khách hàng.” Gates chỉ ra rằng hầu hết các cải tiến ở máy tính cá nhân đều xuất hiện là vì khách hàng có rất nhiều lựa chọn, và đến một ngày nào đó, điều tương tự cũng sẽ xảy đến ở thế giới thiết bị di động. “Tôi nghĩ là cuối cùng, mở cửa sẽ là hướng đi thành công, nhưng đó là xuất phát điểm của tôi. Về lâu dài, những thứ gắn chặt với nhau đó, anh không thể dính lấy nó mãi được.”

Jobs tin tưởng vào “sự gắn chặt với nhau đó.” Niềm tin của ông vào một môi trường khép kín và được kiểm soát không hề lay chuyển ngay cả khi thị phần của Android ngày càng tăng. Khi nghe tôi kể về những gì Schmidt đã nói, ông xỉ vả: “Google nói rằng chúng tôi lạm dụng kiểm soát hơn họ, rằng chúng tôi khép kín còn họ thì mở cửa. Giờ thì nhìn vào kết quả xem – Android là một mớ hổ lốn. Nó có các kích thước màn hình và phiên bản khác nhau, tính ra là hơn 100 hoán vị.” Dù cho phương pháp của Google cuối cùng có thể sẽ thắng lợi trong thị trường, Jobs vẫn thấy không chấp nhận được. “Tôi muốn chịu trách nhiệm đối với toàn bộ trải nghiệm của người sử dụng. Chúng tôi thực hiện điều đó không phải vì mục tiêu kiếm tiền mà bởi chúng tôi muốn tạo ra những sản phẩm tốt hơn, chứ không phải thứ rác rưởi như Android.”

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Flash, App Store và sự kiểm soát

Jobs luôn kiên quyết với sự kiểm soát toàn bộ ngay cả trong những cuộc chiến khác. Ở buổi họp chính nơi ông đã công kích Google, Jobs cũng phê phán Flash – nền tảng đa phương tiện cho website của Adobe, và gọi nó là một thứ ăn pin đầy lỗi do những kẻ “lười biếng” tạo ra. Theo ông, iPod và iPhone sẽ không bao giờ chạy Flash. “Flash là một sản phẩm công nghệ kiểu spaghetti thịt viên với hiệu suất tệ hại và các vấn đề bảo mật thật sự tồi tệ,” ông nói với tôi như vậy vào cuối tuần đó.

Ông thậm chí còn cấm đoán các ứng dụng có sử dụng trình biên dịch do Adobe tạo ra để chuyển mã Flash nhằm trở nên tương thích với iOS của Apple. Jobs khinh thường việc sử dụng các chương trình biên dịch cho phép lập trình viên viết sản phẩm một lần rồi truyền vào nhiều hệ điều hành khác nhau. Ông nói: “Truyền Flash qua các nền tảng nghĩa là mọi thứ bị quy đồng xuống mẫu số chung nhỏ nhất. Chúng tôi nỗ lực rất nhiều để biến nền tảng của mình trở nên tốt hơn, và người lập trình sẽ không được lợi gì nếu Adobe chỉ có tác dụng với các chức năng mà tất cả các nền tảng đều có. Vì vậy chúng tôi nói rằng chúng tôi muốn các lập trình viên tận dụng các tính năng ưu việt hơn của mình, nhờ đó các ứng dụng của họ sẽ hoạt động được tốt hơn trên nền tảng của chúng tôi so với của bất kỳ ai khác.” Về điều này thì ông đã đúng. Mất đi sự khác biệt trong các nền tảng của Apple – để cho chúng trở nên thông dụng như những chiếc máy của HP và Dell – cũng chính là dấu chấm hết cho công ty.

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Bên cạnh đó còn có một lý do cá nhân hơn. Năm 1985, Apple đã đầu tư vào Adobe, và hai công ty đã cùng khai triển cuộc cách mạng chế bản văn phòng. “Chúng tôi đã góp phần giúp Adobe trở nên nổi tiếng,” Jobs tuyên bố. Năm 1999, sau khi trở lại với Apple, ông đề nghị Adobe làm phần mềm chỉnh sửa video và các sản phẩm khác cho chiếc iMac cùng hệ điều hành mới của nó, nhưng Adobe đã từ chối. Thay vào đó, họ tập trung thực hiện sản phẩm cho Windows. Chẳng bao lâu sau đó, nhà sáng lập của Adobe là John Warnock nghỉ hưu. “Warnock rời công ty mang theo linh hồn của Adobe,” Jobs nói. “Ông ấy chính là nhà phát minh, là người mà tôi quý mến. Từ đó trở đi, công ty này chẳng còn ra thể thống gì nữa.”

Khi những người truyền bá cho Adobe và hàng loạt người ủng hộ Flash trên cộng đồng blog công kích Jobs vì lối kiểm soát quá đà, ông quyết định viết và đăng một lá thư ngỏ. Bill Campbell, bạn của ông và cũng là thành viên ban giám đốc, đến nhà ông để xem bức thư này. Jobs hỏi Campbell: “Nghe có giống như tôi chỉ đang cố bới móc Adobe không?” Người cố vấn trả lời: “Không, đây là sự thật, cứ công bố nó đi.” Phần lớn lá thư tập trung vào các hạn chế kỹ thuật của Flash. Nhưng dù Campbell đã khuyên can, Jobs vẫn phải trút giận về mối quan hệ đầy vấn đề giữa hai công ty ở phần cuối thư cho bằng được. Ông viết: “Adobe là nhà lập trình bên thứ ba cuối cùng bắt chước hoàn toàn Mac OS X.”

Cuối năm đó, Apple bãi bỏ một số hạn chế đối với các trình biên dịch chéo giữa các nền tảng, và Adobe đã có thể cho ra mắt một công cụ biên soạn Flash có tận dụng các tính năng chu đáo từ iOS của Apple. Đó là một cuộc chiến đầy cay đắng với cái lý thuộc về Jobs. Cuối cùng, cuộc chiến này đã thúc đẩy Adobe và các lập trình viên trình biên dịch khác tận dụng tốt hơn giao diện cũng như các tính năng đặc biệt của iPhone và iPad.

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Nhiệm vụ khó khăn hơn của Jobs là chuyển hướng các cuộc bàn cãi về khát khao của Apple muốn giữ chặt kiểm soát đối với các ứng dụng có thể được tải về iPhone và iPad. Cảnh giác trước những ứng dụng có chứa virus hoặc vi phạm quyền riêng tư của người sử dụng là đúng; ngăn chặn các ứng dụng đưa người dùng đến các trang web đặt mua thay vì thực hiện qua iTunes Store cũng là có cơ sở về mặt kinh doanh. Nhưng Jobs cùng đội ngũ của mình đã đi xa hơn: Họ quyết định cấm bất kỳ ứng dụng nào làm mất danh dự con người, chẳng hạn như dễ gây bùng nổ mâu thuẫn chính trị hoặc bị bộ phận kiểm duyệt của Apple xác định là có nội dung khiêu dâm.

Vấn đề kiểm soát quá đà này trở nên rõ ràng khi Apple từ chối một ứng dụng giới thiệu phim hoạt hình chính trị của Mark Fiore, lý do là cách anh ta công kích chính sách tra tấn dưới thời của Tổng thống Bush đã vi phạm giới hạn của việc làm mất danh dự con người. Quyết định này được công khai và bị đem ra làm trò cười khi Fiore giành giải Pulitzer cho tác phẩm hoạt họa vào tháng Tư năm 2010. Apple buộc phải thay đổi ý kiến của mình, và Jobs đã công khai xin lỗi. “Chúng tôi thấy có lỗi vì đã mắc sai lầm,” ông nói. “Chúng tôi sẽ cố gắng làm tốt nhất trong khả năng của mình, chúng tôi sẽ học hỏi nhanh nhất có thể – nhưng chúng tôi vẫn cho rằng nguyên tắc đó là đúng.”

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Vụ này không chỉ là một sai lầm. Nó còn làm dấy lên nỗi ám ảnh về cách Apple kiểm soát các ứng dụng mà người sử dụng có thể đọc và xem, ít nhất là nếu chúng ta muốn sử dụng một chiếc iPad hay iPhone. Jobs dường như đang có nguy cơ biến thành một người anh cả kiểu Orwell mà chính ông đã rất sung sướng được tiêu diệt trong quảng cáo “1984” cho Macintosh của Apple. Ông đã rất nghiêm túc với vấn đề này. Một hôm, ông gọi điện thoại cho người phụ trách một chuyên trang của tờ New York Times là Tom Friedman để bàn cách vạch ra các giới hạn sao cho không giống như đang kiểm duyệt. Ông đề nghị Friedman đứng đầu một nhóm tư vấn để giúp vạch ra đường lối, nhưng anh này nói rằng đó sẽ là một xung đột về lợi ích, và rồi đã không có ký kết nào được đưa ra.

Chủ trương cấm nội dung khiêu dâm cũng gây ra vấn đề. “Chúng tôi tin rằng mình có trách nhiệm đạo đức là phải ngăn chặn nội dung khiêu dâm khỏi iPhone,” Jobs tuyên bố như vậy trong một e-mail gửi cho khách hàng. “Ai thích xem những thứ như vậy thì có thể mua một chiếc Android.”

Sư việc này dẫn đến một cuộc trao đổi e-mail với Ryan Tate – biên tập viên của website công nghệ lá cải Valleywag. Một buổi tối, Tate vừa nhấm nháp ly cocktail, vừa bắn một e-mail tới Jobs với nội dung chỉ trích lối kiểm soát nặng tay của Apple đối với các ứng dụng. “Nếu bây giờ Dylan mới 20 tuổi thì liệu ông ấy sẽ nghĩ thế nào về công ty của ông?” Tate hỏi. “Liệu ông ấy có nghĩ rằng iPad có chút liên hệ nào với ‘cách mạng’ không? Mà cách mạng thì phải đi kèm với tự do.”

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Trước sự ngạc nhiên của Tate, vài tiếng sau, tức là sau nửa đêm, Jobs trả lời: “Đúng, tự do không tiến hành các chương trình ăn cắp dữ liệu cá nhân, tự do không thực hiện các chương trình ăn mòn pin, tự do không sử dụng mấy thứ văn hóa phẩm đồi trụy. Đúng vậy, tự do đấy. Thời đại của chúng đã qua rồi, và vài người làm máy tính cá nhân truyền thống cảm thấy như thể thế giới của họ đang trôi tuột đi vậy. Sự thật đúng là như vậy đấy.”

Trong e-mail trả lời của mình, Tate nêu ra một số suy nghĩ của mình về Flash và các chủ đề khác, sau đó quay trở lại vấn đề kiểm duyệt. “Ông biết không, tôi không muốn ‘tự do không sử dụng mấy thứ văn hóa phẩm đồi trụy.’ Tôi thấy chẳng có gì sai trái cả! Và tôi nghĩ là vợ tôi cũng đồng ý.”

Jobs đáp lại: “Đến khi có con, anh sẽ chú ý hơn về văn hóa phẩm đồi trụy. Vấn đề không phải là tự do, mà là Apple đang cố gắng làm điều tốt đẹp cho người dùng của mình.” Cuối cùng, ông chèn và một câu rất sâu cay: “Nhân tiện, anh đã làm được gì tốt đẹp nào? Anh có tạo ra được cái gì không, hay chỉ biết chỉ trích công sức và đẩy lùi động lực của người khác?”

Tate thừa nhận đã bị ấn tượng. Anh viết: “Rất hiếm có CEO nào lại đấu tay đôi với khách hàng và blogger như vậy. Jobs xứng đáng được ghi nhận vì đã phá vỡ khuôn mẫu của các giám đốc điều hành người Mỹ điển hình, và không phải chỉ vì công ty của ông tạo ra được các sản phẩm vượt trội đến thế: Jobs không chỉ xây dựng rồi gây dựng lại công ty của mình dựa trên những chính kiến mạnh mẽ về cuộc sống số, mà ông còn sẵn sàng công khai bảo vệ chúng. Rất thẳng thắn. Rất mãnh liệt.” Nhiều người trong cộng đồng blogger cũng có cùng ý kiến và gửi e-mail ca ngợi ông. Jobs cũng rất tự hào, ông đã chuyển cho tôi những e-mail trao đổi với Tate cùng một số lợi ngợi khen.

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Tuy nhiên, vẫn còn chút căng thẳng trong sắc lệnh của Apple rằng người sử dụng sản phẩm của họ không nên để mắt tới các phim hoạt hình chính trị gây tranh cãi hay văn hóa phẩm đồi trụy. Websie châm biếm eSarcasm.com đã khởi động một chiến dịch trực tuyến mang tên “Đúng vậy đấy, Steve, tôi muốn xem phim khiêu dâm.” Trang web này tuyên bố: “Chúng tôi là những kẻ vô lại bẩn thỉu, bị ám ảnh tình dục, cần đến những thứ bẩn thỉu đó 24 giờ mỗi ngày. Chúng tôi chỉ muốn được sống trong một xã hội cởi mở, không bị ngăn cấm, không phải phụ thuộc vào quyết định của một tên độc tài công nghệ rằng có thể hay không thể xem cái gì.”

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Vào thời điểm đó, Jobs và Apple đang đấu tranh với website con của Valleywag là Gizmodo, bởi họ đã có một phiên bản thử nghiệm của iPhone 4 khi nó chưa được chào bán, do một kỹ sư của Apple sơ xuất để quên tại quán bar. Khi cảnh sát đến khám xét nhà của phóng viên đó dựa trên các thông báo của Apple, sự việc này lại đặt ra câu hỏi rằng liệu có phải thói quen kiểm soát điên rồ đã kết hợp với sự ngạo mạn hay không.

Jon Stewart là một người bạn của Jobs và cũng là một người hâm mộ Apple. Jobs đã đến gặp riêng ông vào tháng Hai khi tới New York để họp với các giám đốc truyền thông. Nhưng điều này cũng không ngăn Stewart công kích Jobs trên chương trình The Daily Show. Ông nói nửa đùa nửa thật: “Đáng lẽ mọi việc không thành ra thế này! Đáng lẽ Microsoft mới là kẻ xấu!” Sau lưng ông, từ “appholes” hiện lên màn hình. “Trước đây, các anh là những kẻ nổi loạn, những kẻ lép vế. Nhưng giờ đây các anh đang biến mình thành cái gì? Còn nhớ hồi năm 1984, các anh có đoạn quảng cáo tuyệt vời về lật đổ Big Brother không? Giờ thì nhìn lại mình đi!”

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Cuối mùa xuân năm đó, vấn đề này được đem ra bàn luận giữa các thành viên ban giám đốc. Vào một bữa trưa ngay sau khi nêu ra vấn đề này ở một cuộc họp, Art Levinson nói với tôi: “Vấn đề là sự ngạo mạn. Nó gắn liền với tính cách của Steve. Ông ấy phản ứng rất bản năng và đưa ra những lời buộc tội sỗ sàng.” Sự ngạo mạn đó có thể chấp nhận được khi Apple còn là một kẻ lép vế nóng nảy. Nhưng giờ đây Apple đang thống trị thị trường di động. “Chúng tôi cần thay đổi để trở thành một công ty lớn và giải quyết vấn đề về thói kiêu ngạo này,” Levinson nói. Al Gore cũng nói về vấn đề này ở các cuộc họp ban giám đốc: “Phạm vi của Apple đang thay đổi với tốc độ chóng mặt, không còn là trò đả kích Big Brother nữa. Giờ đây Apple đã lớn mạnh, mọi người sẽ coi đó là sự kiêu ngạo.” Jobs trở nên thủ thế khi chủ đề này được nêu ra. Theo Gore: “Ông ấy vẫn đang tự điều chỉnh mình theo thay đổi đó. Ông ấy thà làm một kẻ lép vế còn hơn là một gã khổng lồ hèn mọn.”

Jobs thường thiếu kiên nhẫn với những cuộc nói chuyện kiểu đó. Khi ấy, ông nói với tôi rằng lý do Apple bị chỉ trích là “các công ty như Google và Adobe đang dựng chuyện và cố gắng gạt bỏ chúng tôi.” “Ông nghĩ gì về ý kiến cho rằng Apple đôi khi hành động rất ngạo mạn? “Tôi không lo lắng về chuyện đó,” ông nói, “vì chúng tôi không hề ngạo mạn.”

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Antennagate : Thiết kế và Kỹ thuật

Tại nhiều công ty sản xuất sản phẩm tiêu dùng luôn tồn tại mối quan hệ căng thẳng giữa các nhà thiết kế, những người muốn làm cho sản phẩm có một diện mạo đẹp đẽ, với các kỹ sư, những người muốn đảm bảo rằng sản phẩm thỏa mãn được các yêu cầu vận hành. Ở Apple, Jobs đòi hỏi rất cao ở cả thiết kế và kỹ thuật, vì vậy sự căng thẳng đó càng lớn hơn.

Khi Jobs và giám đốc thiết kế Jony Ive trở thành đồng tham mưu sáng tạo vào năm 1997, họ có xu hướng coi những mối lo ngại của các kỹ sư là minh chứng của thái độ làm việc ngại khó, cần phải vượt qua. Niềm tin của họ rằng thiết kế tuyệt vời có thể thúc đẩy kỹ thuật xuất sắc đến siêu việt đã được củng cố nhờ thành công của iMac và iPod. Khi các kỹ sư nói không thể làm được điều gì đó, Ive và Jobs sẽ buộc họ phải cố gắng, và thường thì họ thành công. Tuy nhiên thỉnh thoảng cũng xảy ra những vấn đề nhỏ, ví dụ như chiếc iPod Nano có thể bị xước vì Ive cho rằng một lớp phủ trong suốt sẽ làm giảm độ tinh khiết trong thiết kế của ông. Nhưng đó chưa phải là khủng hoảng.

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Trong trường hợp của iPhone, mong muốn về thiết kế của Ive gặp phải trở ngại là một định luật vật lý cơ bản không thể thay đổi được, kể cả khi áp đặt lý thuyết bóp méo sự thật. Kim loại không phải là một chất liệu tốt để đặt gần ăng-ten. Như Michael Faraday đã chỉ ra, sóng điện tử chỉ bay quanh kim loại chứ không xuyên qua được. Vì vậy, một bức tường kim loại bao quanh một chiếc điện thoại có thể tạo ra cái mà người ta gọi là chiếc lồng Faraday, làm giảm tín hiệu thu phát sóng. Chiếc iPhone ban đầu có một dải nhựa dưới đáy, nhưng Ive cho rằng làm như vậy sẽ phá hỏng thiết kế tổng thể và đề nghị ghép một viền nhôm vào xung quanh chiếc điện thoại. Sau khi ý tưởng này thành công, Ive thiết kế chiếc iPhone 4 với viền thép. Thép sẽ là khung chống đỡ cấu trúc, có vẻ ngoài bóng bẩy và đóng vai trò là một phần ăng-ten của chiếc điện thoại.

Tuy nhiên, thiết kế này chứa đựng những thách thức rất lớn. Để đảm nhiệm vai trò là một chiếc ăng-ten, viền thép này phải có một khe hở nhỏ. Nhưng nếu ta che kín khe hở đó bằng một ngón tay hoặc lòng bàn tay đầy mồ hôi thì có thể dẫn đến mất tín hiệu. Các kỹ sư đề xuất phủ một lớp trong suốt trên phần kim loại nhằm loại bỏ điểm yếu này, nhưng một lần nữa Ive lại thấy rằng làm như vậy sẽ mất đi giá trị của thiết kế kim loại bóng. Vấn đề được trình bày với Jobs tại nhiều cuộc họp, nhưng ông cho rằng các kỹ sư chỉ đang báo động giả. Các anh có thể làm được, ông nói. Vậy là họ làm.

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Và đúng là họ làm được, gần như hoàn hảo. Chứ không phải là hoàn hảo trọn vẹn. Khi iPhone 4 được tung ra vào tháng 6 năm 2010, nó có vẻ ngoài rất tuyệt vời, nhưng chẳng bao lâu đã xuất hiện một vấn đề: Nếu bạn cầm chiếc điện thoại này một cách nhất định, nhất là khi dùng tay trái khiến lòng bàn tay che kín khe hở nhỏ thì bạn có thể bị mất kết nối. Vấn đề này xảy ra với tỷ lệ khoảng một trên một trăm cuộc gọi. Jobs cứ nhất định giữ bí mật sản phẩm chưa được tung ra thị trường của mình (ngay đến chiếc điện thoại mà Gizmodo vớ được trong quán bar cũng có một lớp vỏ giả bao quanh), vì vậy chiếc iPhone 4 đã không được trải qua thử nghiệm trực tiếp như hầu hết các thiết bị điện tử khác. Do đó, lỗi này đã không được phát hiện trước khi mọi người đô xô đi mua iPhone 4. Sau này Tony Fadell có nói: “Câu hỏi đặt ra là liệu hai chính sách song song bao gồm ưu tiên thiết kế so với kỹ thuật và giữ kín quá đà các sản phẩm chưa được tung ra thị trường có giúp ích được gì cho Apple hay không. Về tổng thể thì có, nhưng sức mạnh chưa qua thử nghiệm là một điều tồi tệ, và điều đó đã xảy ra.”

Nếu đó không phải là Apple iPhone 4, một sản phẩm được tất cả mọi người nể sợ, thì vấn đề vài cuộc gọi bị ngắt đã không bị mổ xẻ đến mức đó. Nhưng từ đó nó đã bị gắn cho cái tên “Antennagate,” và vấn đề lên đến đỉnh điểm vào đầu tháng 7 khi tờ Consumer Reports thực hiện các cuộc kiểm tra khắt khe và kết luận rằng họ không thể khuyên dùng iPhone 4 được vì vấn đề ăng-ten.

Khi vấn đề này nảy sinh, Jobs và gia đình đang ở Làng Kona, Hawai. Ban đầu ông có thái độ thủ thế. Art Levinson ngay lập tức gọi điện thoại cho Jobs, và Jobs quả quyết rằng vấn đề nảy sinh là do mánh lới của Google và Motorola. “Họ muốn hạ gục Apple,” ông nói.

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Levinson cố gắng nhũn nhặn: “Ta hãy cố gắng tìm hiểu xem có vấn đề gì không.” Khi ông đề cập lại nhận định về sự ngạo mạn của Apple, Jobs rất không vừa lòng. Nó đi ngược lại cách nhìn đời trắng đen, phải trái rõ ràng của ông. Ông thấy rằng Apple là một công ty có phép tắc. Nếu người khác không nhận ra được điều này thì đó là lỗi của họ chứ không phải là lý do để Apple phải nhún nhường.

Phản ứng tiếp theo của Jobs là cảm giác bị tổn thương. Ông coi lời chỉ trích đó là nhắm vào cá nhân mình và trở nên rất đau khổ. “Về cốt lõi, Jobs không làm những việc mà ông ấy thấy là sai rành rành như một số kẻ thực dụng trong ngành của chúng tôi,” Levinson nói. “Vì vậy nếu thấy mình đúng thì ông ấy sẽ phản bác luôn chứ không nhìn nhận lại bản thân.” Levinson thuyết phục ông đừng quá buồn phiền nhưng vô hiệu. Ông bảo Levinson: “Khốn nạn thật, mọi chuyện không đáng phải thành ra thế này.” Cuối cùng Tim Cook cũng đã giúp được ông thoát ra khỏi tình trạng đó. Ông trích dẫn lời ai đó nói rằng Apple đang trở thành Microsoft thứ hai, đầy tự mãn và kiêu ngạo. Ngày hôm sau Jobs thay đổi thái độ. Ông nói: “Hãy cũng giải quyết tận gốc vụ này.”

Khi dữ liệu về các cuộc gọi bị ngắt được thu thập từ AT&T, Jobs nhận ra rằng đúng là có vấn đề, dù nó nhỏ nhặt hơn là những gì mọi người đang làm rùm beng. Vậy là ông rời Hawai. Nhưng trước khi đi, ông gọi một vài cuộc điện thoại. Đã đến lúc tập hợp lại những cánh tay đáng tin tưởng từ xưa kia, những con người khôn ngoan đã sát cánh bên ông trong những ngày đầu lập nên Macintosh 30 năm trước.

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Cuộc gọi đầu tiên là dành cho Regis McKenna, bậc thầy quan hệ công chúng. “Tôi chuẩn bị từ Hawai về để giải quyết vấn đề ăng-ten này, và tôi có việc cần nhờ anh,” Jobs nói. Họ đồng ý hẹn găp tại phòng họp của ban lãnh đạo tại Cupertino vào 1 giờ 30 phút chiều hôm sau. Cuộc gọi thứ hai là tới chuyên viên quảng cáo Lee Clow. Ông này đã cố rời Apple nhưng Jobs vẫn muốn có ông ở bên cạnh. Đồng nghiệp của ông là James Vincent cũng được triệu tập.

Jobs cũng quyết định đưa con trai là Reed, khi đó đang học năm cuối trung học, từ Hawai về cùng mình. Ông bảo con trai: “Bố sẽ họp liên tục trong khoảng hai ngày, và bố muốn con tham dự tất cả các buổi họp đó bởi trong hai ngày ấy, con sẽ học được nhiều hơn cả so với hai năm học trong trường kinh doanh. Con sẽ được ngồi trong cùng một phòng với những con người tuyệt vời nhất thế giới đang đưa ra những quyết định cực kỳ khó khăn, rồi con sẽ vỡ vạc ra được nhiều điều.” Jobs hơi xúc động khi nhớ lại sự việc ấy. Ông nói: “Tôi sẵn sàng trải qua tất cả những chuyện đó một lần nữa để có cơ hội cho con trai chứng kiến mình làm việc. Nó cần phải biết bố mình làm gì.”

Cùng tham gia với họ là Katie Cotton, giám đốc quan hệ công chúng lâu năm của Apple. Cuộc họp kéo dài suốt cả buổi chiều. Sau này Jobs có nói: “Đó là một trong những cuộc họp tuyệt vời nhất trong đời tôi.” Ông bắt đầu bằng việc đưa ra tất cả dữ liệu đã thu thập được: “Đây là sự thật. Vậy chúng ta nên làm gì?”

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McKenna là người bình tĩnh và thẳng thắn nhất. Ông nói: “Hãy cứ công bố sự thật, các dữ liệu. Đừng tỏ ra kiêu ngạo, mà hãy vững vàng và tự tin.” Những người khác, trong đó có Vincent, khuyên Jobs nên tỏ ra biết lỗi hơn, nhưng McKenna phản đối. Ông khuyên: “Đừng cúp đuôi mà đi vào buổi họp báo. Anh chỉ cần nói: ‘Điện thoại không hoàn hảo, và chúng tôi cũng không hoàn hảo. Chúng tôi cũng là con người, và chúng tôi đang làm hết sức mình. Đây là các dữ liệu.’” Nó đã trở thành chiến lược để giải quyết vấn đề. Khi chủ đề cuộc họp quay lại nhận định về sự kiêu căng, McKenna thuyết phục Jobs đừng quá lo lắng. Về sau McKenna có giải thích: “Tôi cho rằng cố ép Steve tỏ ra nhún nhường cũng chẳng đem lại kết quả gì. Đúng như Steve đã nói về chính mình: ‘Chúng ta nhận được những gì mà chúng ta nhìn thấy.’”

Tại sự kiện họp báo vào thứ Sáu được tổ chức tại khán phòng của Apple, Jobs đã làm theo lời khuyên của McKenna. Ông không luồn cúi hay xin lỗi, nhưng vẫn có thể xoa dịu vấn đề bằng cách cho thấy rằng Apple đã nhìn nhận ra sai lầm và sẽ cố gắng hoàn thiện nó. Sau đó, ông thay đổi cấu trúc của buổi thảo luận, phát biểu rằng tất cả điện thoại di động đều có một vài vấn đề nào đó. Về sau, ông có bảo tôi rằng cách ông phát biểu hôm đó có phần tỏ ra hơi “khó chịu”, nhưng trên thực tế ông đã giữ được một giọng nói điềm tĩnh và thẳng thắn. Ông kết luận bài nói bằng bốn câu tuyên bố ngắn: “Chúng tôi không hoàn hảo. Điện thoại không hoàn hảo. Tất cả chúng ta đều biết điều đó. Nhưng chúng tôi muốn làm cho người sử dụng được hài lòng.”

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Ông nói thêm rằng nếu có ai không hài lòng thì họ có thể trả lại (tỷ lệ trả lại được công bố là 1,7%, chưa bằng một phần ba tỷ lệ trả lại của chiếc iPhone 3GS hoặc hầu hết những chiếc điện thoại khác), hoặc được nhận một chiếc vỏ bảo vệ miễn phí từ Apple. Ông tiếp tục báo cáo các dữ liệu cho thấy rằng các loại điện thoại di động khác cũng có cùng vấn đề. Điều này không hoàn toàn đúng. Thiết kế ăng-ten của Apple làm cho nó yếu hơn hầu hết những chiếc điện thoại khác, kể cả các phiên bản trước của iPhone. Nhưng điều cần phải công nhận là vụ rùm beng truyền thông về các cuộc gọi bị ngắt của iPhone 4 đã bị làm quá lên. “Vụ này bị thổi phồng lên quá mức đến khó tin,” ông nói. Thay vì bức xúc rằng ông không chịu xin lỗi hoặc tuyên bố thu hồi, hầu hết khách hàng đều nhận ra rằng ông đã đúng.

Danh sách chờ mua iPhone 4, vốn đang hết hàng, đã từ hai tuần tăng lên thành ba. Nó giữ nguyên vị trí là sản phẩm bán nhanh nhất của công ty từ trước đến giờ. Các cuộc tranh luận của truyền thông chuyển sang vấn đề liệu Jobs có đúng khi tuyên bố rằng các loại điện thoại thông minh khác cũng có vấn đề tương tự về ăng-ten hay không. Ngay cả nếu câu trả lời là không thì đó cũng là một vấn đề dễ đối măt hơn vụ ầm ĩ về chiếc iPhone 4 bị lỗi.

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Một số người trong giới quan sát truyền thông tỏ ra hoài nghi. Michael Wolff của website newser.com viết: “Trong một màn thể hiện xuất sắc nhằm thoát khỏi bế tắc, Steve Jobs vừa qua đã rất thành công khi xuất hiện và phủ nhận vấn đề, gạt bỏ mọi chỉ trích và đẩy lỗi cho tất cả những nhà sản xuất điện thoại thông minh khác. Đây là một trình độ marketing hiện đại, đánh lạc hướng và quản lý khủng hoảng mà từ đó bạn chỉ có thể đặt ra một câu hỏi đầy kinh ngạc, khiếp sợ và hoài nghi: Họ đã làm thế nào để thoát được? Hoặc chính xác hơn là, ông ấy đã làm thế nào để thoát được?” Wolff cho đó là nhờ hiệu ứng đầy mê hoặc của Jobs trong vai trò “cá nhân lôi cuốn cuối cùng.” Các CEO khác sẽ đưa ra những lời xin lỗi khổ sở và chịu đựng những đợt thu hồi khổng lồ, nhưng Jobs thì không. “Vẻ ngoài gầy gò, dữ tợn, tính chuyên chế, dáng điệu của một tu sĩ, cảm giác về mối quan hệ của ông ấy với đấng thần linh, tất cả đều có tác dụng, và trong trường hợp này đã cho ông đặc quyền quyết định cái gì có ý nghĩa và cái gì là không đáng bận tâm.”

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Scott Adams, tác giả của mục biếm họa trên Dilbert, cũng tỏ ra hoài nghi, nhưng phần nhiều hơn là sự ngưỡng mộ không che giấu. Vài ngày sau ông viết một bài blog (mà Jobs đã gửi qua e-mail tới rất nhiều người một cách đầy tự hào) tỏ ra khâm phục rằng “phương kế tài tình” của Jobs chắc chắn sẽ được nghiên cứu như một chuẩn mực quan hệ công chúng mới. Ông viết: “Phản ứng của Apple đối với vấn đề về chiếc iPhone 4 không hề tuân theo quy tắc quan hệ công chúng nào, bởi Jobs đã quyết định viết lại quy tắc đó. Nếu muốn biết thiên tài là như thế nào thì hãy học hỏi lời nói của Jobs.” Bằng cách tuyên bố ngay từ đầu rằng điện thoại là không hoàn hảo, Jobs đã thay đổi ngữ cảnh của cuộc tranh luận bằng một khẳng định không thể bàn cãi. “Nếu Jobs không chuyển ngữ cảnh từ chiếc iPhone sang tất cả các loại điện thoại thông minh nói chung thì tôi đã có thể vẽ cho các bạn một đoạn truyện tranh hài hước về một sản phẩm được làm cẩu thả đến nỗi sẽ không thể hoạt động được nếu tiếp xúc với bàn tay con người. Nhưng ngay khi ngữ cảnh được chuyển thành ‘tất cả điện thoại thông minh đều có vấn đề’ thì cơ hội pha trò đã không còn nữa. Không có gì giết chết sự hài hước tốt hơn một sự thật thông thường và nhàm chán.”

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Here Comes the Sun (Tiến đến mặt trời)

Có vài vấn đề cần giải quyết để sự nghiệp của Steve Jobs được trọn vẹn. Một trong số đó là chấm dứt cuộc chiến kéo dài 30 năm với ban nhạc yêu thích của ông, the Beatles. Năm 2007, Apple đã dàn xếp xong cuộc chiến nhãn hiệu với Apple Corps, công ty chủ quản của the Beatles, người đã khởi kiện công ty máy tính non nớt vì sử dụng cái tên Apple vào năm 1978. Nhưng điều này vẫn chưa đưa được the Beatles vào iTunes Store. Ban nhạc này là đối tượng cao giá cuối cùng, chủ yếu là vì họ vẫn chưa dàn xếp được với hãng đĩa EMI – đang sở hữu hầu hết các bài hát của nhóm – về phương thức xử lý các quyền lợi số.

Mùa hè năm 2010, the Beatles và EMI đã giải quyết xong vấn đề, và một cuộc họp cấp cao bao gồm bốn người đã được tổ chức tại phòng họp ban lãnh đạo tại Cupertino. Jobs và phó giám đốc iTunes Store, Eddy Cue cùng tiếp Jeff Jones, người quản lý các lợi ích của the Beatles, và Roger Faxon, người đứng đầu hãng đĩa EMI. Giờ đây, the Beatles đã sẵn sàng xuất hiện trực tuyến, vậy thì Apple có thể đưa ra cái gì để biến cột mốc lịch sử này trở nên đặc biệt? Jobs đã mong đợi ngày này từ lâu. Trên thực tế, ông và đội ngũ quảng cáo của mình, Lee Clow và James Vincent, đã tạo sẵn mô hình một số quảng cáo từ ba năm trước khi vạch chiến lược dụ the Beatles tham gia.

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Cue hồi tưởng lại: “Steve và tôi đã nghĩ về tất cả những gì mình có thể làm.” Điều đó bao gồm chiếm trang nhất của iTunes Store, mua các vị trí để treo những bức ảnh đẹp nhất của ban nhạc và phát một loạt quảng cáo truyền hình theo phong cách kinh điển của Apple. Họ chào bán một hộp đĩa trị giá 149 đô-la bao gồm tất cả 13 album phòng thu của Beatles, bộ sưu tập “Past Masters” và một video đầy hoài niệm của buổi biểu diễn Washington Coliseum.

Khi về cơ bản, mọi việc đã đạt được thỏa thuận, cá nhân Jobs cũng góp phần lựa chọn ra các tấm ảnh cho quảng cáo. Mỗi quảng cáo kết thúc bằng một bức ảnh đen trắng tĩnh của Paul McCartney và John Lennon trẻ trung và tươi cười trong một phòng thu, đang nhìn xuống một bản nhạc. Nó gợi nhớ đến những tấm ảnh cũ trong đó Jobs và Wozniak đang nhìn vào một bảng mạch Apple. Cue nói: “Đưa the Beatles lên iTunes là lý do tột bậc vì sao chúng tôi bước vào ngành âm nhạc.”

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Chương 40

VÔ CÙNG TẬN

ICloud, Tàu vũ trụ và hơn thế nữa
iPad 2

Ngay từ trước khi iPad được tung ra thị trường, Jobs đã suy nghĩ về những gì cần có ở chiếc iPad 2. Nó cần những chiếc camera ở mặt trước và mặt sau – tất cả mọi người đều biết điều này sẽ đến – và chắc chắn là ông muốn nó mỏng hơn. Nhưng có một vấn đề thứ yếu mà ông tập trung vào trong khi hầu hết mọi người đều không nghĩ đến: Những chiếc vỏ bao mà mọi người sử dụng đã che hết những đường nét tuyệt đẹp của iPad cũng như màn hình. Cái gì đáng phải làm mỏng đi thì họ lại làm dày lên. Họ khoác một lớp áo tẻ ngắt lên một thiết bị đáng ra phải thần kỳ về mọi măt.

Vào thời điểm đó, ông đọc được một bài báo về nam châm, bèn cắt nó ra và đưa cho Jony Ive. Nam châm có một cái lõi hấp dẫn có thể được tập trung vào một cách chính xác. Có lẽ chúng có thể được sử dụng để sắp thẳng hàng một lớp vỏ tháo ra được. Bằng cách đó, nó có thể bám vào mặt trước của chiếc iPad mà không nhấn chìm cả thiết bị. Một người trong nhóm của Ive đã tìm ra cách chế tạo một chiếc vỏ tháo rời có thể nối với một bản lề nam châm. Khi bạn bắt đầu mở nó ra, màn hình sẽ hiện lên giống như gương mặt cười của một em bé đang bị thọc lét, sau đó vỏ bao sẽ gấp lại thành một giá đỡ.

Phát kiến này không có gì là công nghệ cao, mà hoàn toàn chỉ là cơ học. Nhưng nó thật sự rất thú vị. Nó cũng là một ví dụ nữa cho thấy khát khao của Jobs muốn có được một thể thống nhất hoàn toàn: Lớp vỏ bao và chiếc iPad được thiết kế cùng nhau sao cho tất cả các nam châm và bản lề đều nối với nhau trơn tru. Chiếc iPad 2 sẽ có rất nhiều cải tiến, nhưng chiếc vỏ bao táo bạo này, thứ mà hầu hết các CEO khác chẳng bao giờ để ý đến, sẽ là thứ đem đến nhiều hài lòng nhất.

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Vì Jobs đang nghỉ chữa bệnh nên ông không được trông đợi sẽ có mặt tại buổi ra mắt chiếc iPad 2, dự tính là vào ngày 2 tháng 3 năm 2011 ở San Francisco. Nhưng khi giấy mời được phát ra, ông bảo tôi rằng tôi nên cố gắng đến tham dự. Vẫn là cảnh thường thấy: các giám đốc cấp cao của Apple ở hàng đầu tiên, Tim Cook ngồi nhai những thanh kẹo tăng lực, và hệ thống âm thanh phát hết công suất các bài hát của the Beatles rất phù hợp, cuối cùng là những bài “You Say You Want a Revolution” (Bạn nói rằng bạn muốn một cuộc cách mạng) và “Here Comes the Sun” (Tiến đến mặt trời). Reed Jobs đến nơi vào phút chót cùng khiến hai người bạn cùng phòng đại học tỏ ra khá sững sờ.

“Chúng tôi đã nỗ lực với sản phẩm này trong một thời gian dài, và tôi thực sự không muốn bỏ lỡ ngày hôm nay,” Jobs vừa nói vừa thong thả bước lên bục, vẻ ngoài hốc hác đến đáng sợ nhưng trên môi là nụ cười vui vẻ. Đám đông vỡ òa những tiếng hò reo và tung hô.

Ông bắt đầu giới thiệu chiếc iPad 2 từ lớp vỏ bao mới. Ông giải thích: “Lần này, lớp vỏ bao và sản phẩm được thiết kế cùng nhau.” Sau đó, ông chuyển sang đề cập lời chỉ trích đã giày vò ông bởi nó thực sự có ý đúng: Chiếc iPad ban đầu đã tiêu thụ nội dung tốt hơn là tạo ra nội dung. Vì vậy, Apple đã sửa lại hai ứng dụng sáng tạo tốt nhất dành cho Macintosh, GarageBand và iMovie, và tạo ra những phiên bản mạnh mẽ cho iPad. Jobs cho thấy có thể soạn nhạc và phối khí cho một bài hát, hoặc đưa nhạc và các hiệu ứng đặc biệt vào video, và đăng tải hoặc chia sẻ các tác phẩm ấy dễ dàng như thế nào khi sử dụng iPad.

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Một lần nữa, ông kết thúc bài thuyết trình của mình bằng một slide mô tả điểm giao nhau giữa sáng tạo nghệ thuật và công nghệ đỉnh cao. Lần này, ông đưa ra một trong những cách diễn đạt rõ ràng nhất cương lĩnh của mình, rằng sự sáng tạo và tinh giản thực thụ đến từ việc tích hợp công cụ tổng thể – phần cứng và phần mềm, nội dung bên trong và vỏ bọc bên ngoài cùng trong một sản phẩm – chứ không phải là một hệ thống mở và phân mảnh như những gì đã xảy ra trong thế giới của máy tính cá nhân Windows và giờ đây đang xảy ra với các thiết bị Android:

Trong cốt lõi của Apple, công nghệ là chưa đủ. Chúng tôi tin rằng chính công nghệ kết hợp với tính nhân văn sẽ đem lại kết quả làm nức lòng chúng ta. Chẳng ở đâu điều này lại đúng đắn hơn như trong trường hợp của các thiết bị thời kỳ hậu máy tính cá nhân. Thiên hạ đang đô xô vào thị trường máy tính bảng này, và họ đang coi nó như chiếc máy tính cá nhân thứ hai, trong đó phần cứng và phần mềm là do các công ty khác nhau tạo ra. Kinh nghiệm của chúng tôi, và từng tế bào trong cơ thể chúng tôi, khẳng định rằng đây không phải là cách tiếp cận đúng đắn. Đây là những thiết bị hậu máy tính cá nhân cần có trực giác và dễ sử dụng hơn máy tính cá nhân, trong đó phần cứng, phần mềm và các ứng dụng cần được tích hợp càng phải nhuần nhuyễn hơn so với máy tính cá nhân. Chúng tôi tin tưởng mình có một cấu trúc và một tổ chức thích hợp, để tạo nên những loại sản phẩm này.

Nó là một cấu trúc đã ăn sâu bám rễ không chỉ trong công ty mà ông đã gây dựng nên, mà còn ở chính tâm hồn ông.

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Sau sự kiện ra mắt, Jobs như được tiếp thêm sinh lực. Ông đến khách sạn Four Seasons để ăn trưa cùng tôi, vợ ông, Reed và hai người bạn của Reed ở Stanford. Lần này ông đã chịu ăn, dù vẫn hơi kén chọn. Ông gọi nước ép hoa quả tươi, sau đó đã trả lại tới ba lần vì cho rằng mỗi lần đều là nước quả đóng hộp, cùng một đĩa mì Ý trộn rau tươi mà ông đã đẩy ra xa chỉ sau một lần nếm. Nhưng sau đó ông ăn một nửa đĩa salad Louie của tôi và gọi một đĩa đầy cho riêng ông, tiếp theo là một cốc kem. Khách sạn tận tâm này cuối cùng đã mang ra được một cốc nước ép hoa quả đáp ứng được tiêu chuẩn của ông.

Ngày hôm sau ở nhà, ông vẫn rất hứng khởi. Ông đang lên kế hoạch sẽ bay một mình đến Làng Kona ở Hawai, tôi bèn đề nghị được xem ông đã cho những gì vào chiếc iPad 2 của ông để chuẩn bị cho chuyến đi. Trong đó có ba bộ phim: Chinatown, The Bourne Ultimatum và Toy Story 3. Ngoài ra, chỉ có một cuốn sách mà ông đã tải xuống: The Autography of a Yogi, cuốn hướng dẫn thiền định và duy linh mà ông đã đọc lần đầu hồi thiếu niên, sau đó đọc lại ở Ấn Độ và từ đó trở đi đã đọc mỗi năm một lần.

Được nửa buổi sáng, ông quyết định là muốn ăn một thứ gì đó. Ông vẫn còn quá yếu để lái xe, vì vậy tôi đưa ông đến một quán cà phê trong một khu mua sắm. Quán chưa tới giờ mở cửa, nhưng người chủ, đã quen với việc Jobs gõ cửa vào những thời gian như thế này, rất vui vẻ để chúng tôi vào. Jobs nói đùa: “Ông ấy đã nhận sứ mệnh vỗ béo cho tôi.” Các bác sĩ yêu cầu ông phải ăn trứng vì đó là nguồn protein chất lượng, vì vậy ông gọi món trứng tráng. “Sống chung với một căn bệnh như thế này, cùng với tất cả những cơn đau liên tục nhắc nhở anh về cái chết, điều đó có thể có những tác động kỳ lạ tới não của anh nếu anh không cẩn thận,” ông nói. “Anh không lên kế hoạch trước cho nhiều hơn một năm, điều đó nghe thật tồi tệ. Anh cần ép bản thân lên kế hoạch như thể anh sẽ sống nhiều năm nữa.”

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Một ví dụ của lối suy nghĩ thần kỳ này là kế hoạch xây dựng một chiếc du thuyền sang trọng của riêng ông. Trước cuộc phẫu thuật cấy ghép gan, ông và gia đình thường thuê một chiếc tàu để đi nghỉ tại Mexico, Nam Thái Bình Dương hoặc Địa Trung Hải. Trong rất nhiều những chuyến đi này, Jobs cảm thấy buồn chán và bắt đầu ghét thiết kế của chiếc tàu, vì vậy họ thường rút ngắn chuyến đi và bay đến Làng Kona. Nhưng thỉnh thoảng chuyến đi cũng diễn ra tốt đẹp. “Chuyến du lịch tuyệt vời nhất là lần chúng tôi đi xuôi bờ biển Italia, sau đó tới Athens – nơi đó đúng là địa ngục, nhưng đền Parthenon thì thật tuyệt diệu – tiếp theo là Ephesus ở Thổ Nhĩ Kỳ, ở đây họ có những nhà tắm công cộng cổ xưa lát cẩm thạch cùng một khoảng ở giữa để các nhạc công biểu diễn.” Khi họ đến Istanbul, ông nhờ một giáo sư sử học đưa gia đình mình đi thăm thú các nơi. Cuối cùng, họ đến một nhà tắm kiểu Thổ Nhĩ Kỳ, nơi mà bài giảng của giáo sư đã mang lại cho Jobs một cái nhìn thấu suốt về sự toàn cầu hóa của giới trẻ:

Tôi đã có được một khám phá thực thụ. Khi đó chúng tôi đều đang mặc áo choàng tắm, rồi họ pha cà phê Thổ Nhĩ Kỳ cho chúng tôi. Giáo sư giải thích rằng cà phê ở đây được làm ra khác biệt đến thế nào so với bất kỳ nơi nào khác, và tôi chợt nhận ra: “Thì sao chứ?” Đâu có đứa trẻ nào quan tâm đến cà phê Thổ Nhĩ Kỳ, kể cả bọn trẻ nước này? Tôi đã ngắm nghía giới trẻ ở Istanbul suốt cả ngày. Tất cả bọn họ đều uống những gì mà giới trẻ trên khắp thế giới uống, họ mặc quần áo trông như của hãng Gap, và họ đều đang dùng điện thoại di động. Họ giống giới trẻ ở mọi nơi khác. Tôi nhận ra rằng giờ đây với giới trẻ thì khắp nơi trên thế giới đều giống nhau. Khi chúng tôi làm ra sản phẩm thì không có cái thứ gọi là điện thoại Thổ Nhĩ Kỳ, hay máy nghe nhạc mà giới trẻ Thổ Nhĩ Kỳ thích thú sẽ chẳng khác gì cái mà một thanh niên ở nơi khác sẽ muốn. Giờ đây chúng ta là một thế giới.

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Sau niềm vui của chuyến đi đó, Jobs đã tiêu khiển bằng cách bắt đầu thiết kế và sau đó là liên tục thiết kế lại một chiếc tàu mà ông nói là ông muốn xây dựng một ngày nào đó. Khi trở bệnh vào năm 2009, ông suýt nữa đã hủy bỏ dự án này. Ông hồi tưởng lại: “Tôi đã cho rằng mình sẽ không còn sống khi nó được hoàn thành. Những ý nghĩ đó khiến tôi rất buồn, vì vậy tôi quyết định rằng thiết kế sẽ là một thú vui, và có thể tôi sẽ có cơ may sống sót khi nó được hoàn thành. Nếu ngừng thiết kế chiếc tàu rồi lại sống được hai năm nữa thi tôi sẽ bực mình lắm. Vì vậy tôi vẫn cứ làm tiếp.”

Sau khi ăn trứng tráng ở quán cà phê, chúng tôi quay về nhà ông, rồi ông cho tôi xem tất cả các mô hình và bản vẽ cấu trúc. Đúng như dự đoán, chiếc du thuyền trông rất bóng bẩy và tối giản. Sàn gỗ têch bóng nhẵn hoàn toàn và không hề được trang trí. Giống như ở một cửa hàng Apple, các cửa sổ cabin đều là những khung lớn, gần như từ sàn lên đến trần, còn khu vực sinh hoạt chính được thiết kế có những bức tường kính dài mười hai mét và cao ba mét. Ông đã nhờ kỹ sư trưởng của các cửa hàng Apple thiết kế một loại kính đăc biệt có thể đóng vai trò cốt chịu lực.

Cho tới khi đó, chiếc tàu vẫn đang được chế tạo tại xưởng đóng tàu Feadship Hà Lan, nhưng Jobs vẫn loay hoay với thiết kế của mình. Ông nói: “Tôi biết rằng mình có thể sẽ chết và để lại cho Laurene một chiếc tàu đang làm dở. Nhưng tôi phải làm tiếp. Nếu không vậy sẽ là một lời thừa nhận rằng tôi sẽ chết.”

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Ông và Powell tổ chức kỷ niệm 20 năm ngày cưới vài ngày sau đó, và ông thừa nhận rằng đã có những lúc ông không đánh giá bà đúng như những gì bà xứng đáng. Ông nói: “Tôi rất may mắn, vì ta chẳng thể nào biết được mình đang dấn thân vào cái gì khi cưới. Ta chỉ biết dựa vào trực giác. Tôi đã làm không thể tốt hơn, bởi Laurene không chỉ thông minh và xinh đẹp mà bà ấy còn là một người rất tất.” Ông rơi nước mắt trong chốc lát. Ông nói về những người bạn gái khác của mình, đặc biệt là Tina Redse, nhưng rồi khẳng định rằng mình đã dừng lại ở đúng chỗ. Ông cũng nhìn nhận lại rằng mình đã ích kỷ và đòi hỏi đến thế nào. “Laurene đã phải chịu đựng tính cách đó của tôi, cũng như chịu đựng bệnh tật của tôi,” ông nói. “Tôi biết rằng sống với tôi không phải là một việc dễ dàng gì cho cam.”

Một trong những thói ích kỷ của ông thể hiện ở chỗ ông có xu hướng quên các ngày kỷ niệm và sinh nhật. Nhưng lần này, ông quyết định lên kế hoạch thật bất ngờ. Họ đã làm đám cưới tại khách sạn Ahwahnee ở Yosemite, vì vậy ông quyết định sẽ đưa Powell trở lại đó vào ngày kỷ niệm của họ. Nhưng khi Jobs gọi đến, thì nơi này đã được đặt kín chỗ. Ông bèn nhờ khách sạn tiếp cận với người đã đặt căn phòng mà ông và Powell ở trước đây và đề nghị họ hủy lịch đặt phòng. Jobs hồi tưởng lại: “Tôi đề nghị trả tiền cho thêm một cuối tuần, nhưng người đó thật tốt bụng và nói: ‘20 năm ngày cưới ư, mời ông lấy phòng, nó là của ông.’”

Ông tìm lại ảnh cưới, do một người bạn chụp, và in ra những bản lớn trên giấy bìa dày rồi đặt vào một chiếc hộp rất tao nhã. Ông tìm lại trong chiếc iPhone của mình mẩu ghi chú mà ông đã soạn sẵn để cho vào chiếc hộp và đọc to nó lên:

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20 năm trước chúng ta không biết nhiều về nhau. Chúng ta đã được trực giác mách bảo; ở bên em như thể đang ở trên thiên đường nơi hạ giới. Tuyết rơi khi chúng ta làm đám cưới ở khách sạn Ahwahnee. Năm thsng trôi qua, bọn trẻ ra đời, đã có những giây phút hạnh phúc, những thời điểm khó khăn, nhưng chưa bao giờ là những ngày tháng tồi tệ. Tình yêu và sự tôn trong giữa chúng ta đã tồn tại và nảy nở. Chúng ta đã cùng nhau trải qua thật nhiều khó khăn, và giờ đây chúng ta đang ở đúng xuất phát điểm của mình 20 năm trước – già dặn hơn, khôn ngoan hơn – với những nếp nhăn trên mặt và trong tim. Giờ đây chúng ta đã thấy được biết bao niềm vui, nỗi buồn, bí mật và cả những điều kỳ diệu của cuộc sống, và giờ đây chúng ta vẫn ở bên nhau. Chân anh vẫn chưa bao giờ chạm đất.

Đến cuối bài đọc, ông khóc đến không ngừng nổi. Khi đã lấy lại bình tĩnh, ông nói thêm rằng ông cũng sẽ dành một tập ảnh cho mỗi đứa con của mình. “Tôi nghĩ chúng sẽ thích được thấy rằng bố mình cũng có một thời trẻ trung.”

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iCloud (Đám mây điện toán)

Năm 2001, Jobs đặt ra môt viễn cảnh: Chiếc máy tính cá nhân sẽ đóng vai trò “trung tâm số” của một loạt các thiết bị như máy nghe nhạc, máy quay phim, điện thoại và máy tính bảng. Viễn cảnh này nhắm đến điểm mạnh của Apple trong việc tạo ra các sản phẩm tích hợp dễ sử dụng. Chính vì vậy, Apple đã biến từ một công ty sản xuất máy tính đắt tiền thành công ty công nghệ giá trị nhất thế giới.

Năm 2008, Jobs đã khai triển viễn cảnh đó cho làn sóng tiếp theo của thời đại số. Ông tin rằng trong tương lai, máy tính để bàn sẽ không còn là trung tâm nội dung của bạn nữa, mà thay vào đó sẽ là “đám mây điện toán”. Nói cách khác, nội dung của bạn sẽ được lưu giữ trên các máy chủ từ xa do một công ty mà bạn tin tưởng quản lý, và bạn có thể truy cập nội dung đó trên bất kỳ thiết bị nào, ở bất kỳ nơi đâu. Ông sẽ mất ba năm để hoàn thiện được nó.

Ông bắt đầu với một bước đi sai lầm. Vào mùa hè năm 2008, ông cho ra mắt một sản phẩm tên là MobileMe, một dịch vụ thuê bao đắt đỏ (99 đô-la mỗi năm) cho phép bạn cất giữ sổ đia chỉ, tài liệu, hình ảnh, video, email và lịch trình của mình từ xa trong đám mây và đồng bộ nó với bất kỳ thiết bị nào. Trên lý thuyết, bạn có thể dùng iPhone hoặc bất kỳ chiếc máy tính nào để tiếp cận với mọi khía cạnh cuộc sống số của bạn. Tuy nhiên có một vấn đề lớn: Dịch vụ này, theo cách nói của Jobs, chẳng ra gì. Nó rất phức tạp, các thiết bị không đồng bộ hóa tốt, còn email và các dữ liệu khác thì ngẫu nhiên biến mất trong thinh không. “MobileMe của Apple có quá nhiều lỗi để có thể tin cậy,” đó là tiêu đề bài đánh giá của Walt Mossberg trên tờ Wall Street Journal.

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Jobs rất tức giận. Ông tập trung đội ngũ MobileMe trong khán phòng của Apple, đsng trên bục và hỏi: “Ai có thể cho tôi biết mục đích của MobileMe là gì?” Sau khi các thành viên đưa ra câu trả lời, Jobs vặc lại: “Thế thì tại sao nó lại không làm được như vây?” Trong vòng nửa tiếng đồng hồ sau đó, ông tiếp tục nhiếc móc họ. “Các anh đã bôi nhọ danh tiếng của Apple,” ông nói. “Các anh nên ghét nhau vì đã gây thất vọng lẫn nhau. Mossberg, người bạn của chúng ta, không còn viết những điều tốt đẹp về chúng ta nữa.” Trước mắt tất cả những người ở đó, ông sa thải trưởng nhóm MobileMe và thay thế bằng Eddy Cue, người đã giám sát tất cả các nội dung Internet tại Apple. Như Adam Lashinsky của tờ Fortune đã nêu trong một bài mổ xẻ văn hóa cộng đồng ở Apple, “Trach nhiệm được đảm bảo nghiêm ngặt.”

Đến năm 2010, có thể thấy rõ rằng Google, Amazon, Microsoft và các công ty khác đều đang nhắm tới mục tiêu trở thành người giỏi nhất trong việc lưu trữ tất cả nội dung và dữ liệu trong đám mây điện toán và đồng bộ hóa chúng vào các loại thiết bị. Vì vậy Jobs tăng cường nỗ lực của mình. Mùa thu năm đó, ông giải thích với tôi:

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Chúng tôi phải là công ty quản lý mối quan hệ của các bạn với đám mây điện toán – phát nhạc và video của bạn từ đó, cất giữ các bức ảnh và thông tin của bạn, và thậm chí có thể là cả các dữ liệu bệnh lý của bạn nữa. Apple là nơi đầu tiên có ý tưởng về chiếc máy tính trở thành một trung tâm số. Vì vậy chúng tôi đã viết nên tất cả các ứng dụng đó – iPhoto, iMovie, iTunes – và cài vào các thiết bị của mình như iPod, iPhone và iPad, và nó đã thành công vang dội. Nhưng sau vài năm nữa, trung tâm này sẽ chuyển từ máy tính của bạn sang đám mây điện toán. Vi vậy, vẫn là chiến lược trung tâm số ấy, nhưng trung tâm sẽ chuyển sang nơi khác. Điều đó có nghĩa là bạn sẽ luôn luôn có thể tiếp cận nội dung của mình mà không cần thao tác đồng bộ hóa nữa.

Chúng tôi cần thực hiện sự biến đổi này, bởi đó là cái mà Clayton Christensen gọi là “thế tiến thoái lưỡng nan của người tiên phong,” trong đó những người phát minh lại thường là người cuối cùng thấu hiểu được nó, mà chúng tôi thì chắc chắn là không muốn bị bỏ lại đằng sau. Tôi sẽ biến MobileMe thành miễn phí, rồi chúng tôi sẽ làm cho việc đồng bộ hóa nội dung trở nên đơn giản. Chúng tôi đang xây dựng một trung tâm máy chủ ở Bắc Carolina. Chúng tôi có thể đáp ứng đủ nhu cầu đồng bộ hóa của bạn, và bằng cách đó chúng tôi có thể giữ được khách hàng của mình.

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Jobs thảo luận về viễn cảnh này vào các cuộc họp sáng thứ hai, và dần dần nó được cải tiến thành một chiến lược mới. Ông hồi tưởng lại: “Tôi gửi email tới các nhóm vào hai giờ sáng và vật lộn với các chiến thuật. Chúng tôi nghĩ về nó rất nhiều vì đây không phải là công việc mà là cuộc sống của chúng tôi.” Dù một số thành viên ban giám đốc, trong đó có Al Gore, cân nhắc vấn đề về ý tưởng biến MobileMe thành dịch vụ miễn phí nhưng họ vẫn ủng hộ. Đó sẽ là chiến lược của họ nhằm thu hút khách hàng vào quỹ đạo của Apple trong thập kỷ tiếp theo.

Dịch vụ mới được đặt tên là iCloud, và Jobs đã tiết lộ nó trong lời gửi gắm chính tới Hội nghị các Lập trình viên của Apple trên toàn Thế giới vào tháng 6 năm 2011. Ông vẫn đang trong thời kỳ nghỉ chữa bệnh, và trong tháng 5 đã phải nhập viện vì nhiễm trùng và đau đớn. Một số người bạn thân thuyết phục ông đừng thuyết trình bởi nó sẽ đòi hỏi rất nhiều sự chuẩn bị và tập luyện. Nhưng viễn cảnh được dẫn đường cho một chuyển giao kiến tạo mới trong thời đại số dường như đã tiếp thêm cho ông sức mạnh.

Khi đứng trên bục phát biểu tại Trung tâm Hôi nghị San Francisco, ông mặc một chiếc áo len đen hiệu VONROSEN bên ngoài chiếc áo cổ rùa Issey Miyake màu đen quen thuộc của mình, và bên trong chiếc quần bò màu xanh là chiếc quần lót giữ nhiệt. Nhưng trông ông vô cùng hốc hác. Đám đông đứng vỗ tay chào đón ông rất lâu – “Điều đó luôn giúp ích rât nhiều, và tôi thật sự cảm kích,” ông nói – nhưng chỉ sau vài phút, cổ phiếu của Apple giảm hơn 4 đô-la, xuống còn 340 đô-la. Ông đang cho thấy một nỗ lực đáng khâm phục, nhưng trông ông rất yếu.

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Ông nhường lại sân khấu cho Phil Schiller và Scott Forstall trình bày về các hệ điều hành mới cho Mac và các thiết bị di động, sau đó trở lại tự mình giới thiệu iCloud. Ông nói: “Khoảng 10 năm trước, chúng tôi đã có được một trong những nhận thức quan trọng nhất của mình. Máy tính cá nhân sẽ trở thành trung tâm cuộc sống số của bạn. Video, hình ảnh, âm nhạc của bạn. Nhưng nó đã sụp đổ trong vài năm gần đây. Vì sao?” Ông giải thích rằng việc đồng bộ hóa tất cả nội dung vào từng thiết bị là khó đến mức nào. Nếu bạn có một bài hát vừa được tải xuống iPad, một bức ảnh được chụp bằng iPhone và một video được giữ trên máy tính thì bạn sẽ cảm thấy mình giống như một nhân viên tổng đài thời xưa khi cứ phải tháo lắp dây cáp USB từ cái này sang cái khác để chia sẻ nội dung. “Đồng bộ hóa những thiết bị này đang khiến chúng ta phát điên,” ông nói và nhận được một tràng cười lớn tán thưởng từ dưới khán phòng. “Chúng tôi có một giải pháp. Đó là nhận thức lớn tiếp theo của chúng tôi. Chúng tôi sẽ giáng cấp máy tính cá nhân và Mac xuống thành một thiết bị, và chuyển trung tâm số vào đám mây điện toán.”

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Jobs nhận thức rất rõ rằng “nhận thức lớn” này thực ra không hẳn là mới. Thật vây, ông nói đùa về cố gắng trước đây của Apple: “Các bạn có thể nghĩ rằng, ‘Tại sao tôi phai tin họ? Họ chính là những người đã tạo ra MobileMe’.” Cả khán phòng bật cười căng thẳng. “Cho phép tôi nói rằng đó không phải là giai đoạn tốt nhất của chúng tôi.” Nhưng khi ông giới thiệu iCloud, có thể thấy rõ rằng nó sẽ làm tốt hơn. Thư, danh bạ và các mục lịch đều được đồng bộ hóa ngay lập tức. Các ứng dụng, hình ảnh, sách truyện và tài liệu cũng vậy. Ấn tượng nhất là Jobs và Eddy Cue đã làm hợp đông với các công ty phát hành nhạc (không như Google và Amazon). Apple sẽ có 18 triệu bài hát trên các máy chủ đám mây của mình. Nếu bạn có bất kỳ bài hát nào trong số này trên các thiết bị hoặc máy tính của mình – dù là bạn đã sở hữu nó một cách hợp pháp hay bất hợp pháp – thì Apple cũng sẽ cho phép bạn có được phiên bản chất lượng cao của bài hát đó trên tất cả các thiết bị của mình mà không cần phải tốn thời gian và công sức tải nó lên đám mây. “Tất cả đều sẽ hoạt động tốt,” ông nói.

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Khái niệm đơn giản đó – rằng mọi thứ đều sẽ hoạt động nhuần nhuyễn – như thường lệ vẫn là lợi thế cạnh tranh của Apple. Microsoft đã quảng cáo cho “Cloud Power” trong hơn một năm, và ba năm trước, kiến trúc sư trưởng bộ phận phần mềm của công ty, huyền thoại Ray Ozzie đã thốt lên: “Nguyện vọng của chúng tôi là mỗi cá nhân sẽ chỉ cần đăng ký các sản phẩm truyền thông của mình một lần, sau đó có thể dùng bất kỳ... thiết bị nào của mình để tiếp cận và thưởng thức sản phẩm truyền thông của họ.” Nhưng Ozzie đã rời Microsoft vào cuối năm 2010, và động lực đưa đám mây của công ty vào các thiết bị tiêu dùng không bao giờ được thực hiện. Amazon và Google đều đã đưa ra dịch vụ đám mây vào năm 2011 nhưng không công ty nào có khả năng tích hợp phần cứng, phần mềm và nội dung của một loạt các thiết bị. Apple kiểm soát tất cả các mắt xích và thiết kế để chúng cùng hoạt động: các thiết bị, máy tính, hệ điều hành và phần mềm ứng dụng, cùng với việc kinh doanh và cất giữ nội dung.

Tất nhiên, nó sẽ chỉ hoạt động nhuần nhuyễn nếu bạn sử dụng thiết bị của Apple và ở nguyên trong vòng phong tỏa của họ. Điều này tạo ra thêm một lợi ích cho Apple: sự trung thành của khách hàng. Một khi đã bắt đầu sử dụng iCloud, sẽ rất khó để chuyển sang dùng một thiết bị Kindle hoặc Android. Âm nhạc và các nội dung khác của bạn sẽ không đồng bộ với chúng; trên thực tế, chúng thậm chí có thể không hoạt động. Đó chính là kết quả đạt được sau ba thập kỷ tránh xa các hệ điều hành mở. “Chúng tôi đã nghĩ về việc liệu có nên tạo một phần nhạc cho Android,” Jobs nói với tôi trong bữa sáng hôm sau. “Chúng tôi đã cho iTunes vào Windows để bán được thêm iPod. Nhưng tôi không thấy có lợi ích gì trong việc cài đặt ứng dụng âm nhạc của chúng tôi vào Android, trừ việc làm hài lòng người sử dụng Android. Mà tôi thì không muốn làm hài lòng người sử dụng Android.”

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Tổng hành dinh mới

Hồi 13 tuổi, Jobs tra cứu số điện thoại của Bill Hewlett trong danh bạ điện thoại rồi gọi cho ông để hỏi về một chi tiết cần cho bộ đếm tần số mà ông đang cố xây dựng, để rồi thành ra có được một công việc làm thêm hè tại bộ phận dụng cụ của Hewlett-Packard. Cùng năm đó, HP mua đất ở Cupertino để mở rộng bộ phận tính toán của mình. Wozniak đến làm việc ở đó, và chính ở nơi này ông đã thiết kế Apple I và Apple II trong những giờ làm đêm của mình.

Khi vào năm 2010, HP quyết định bỏ địa điểm của mình tại Cupertino, nơi chỉ cách tổng hành dinh One Infinite Loop của Apple 1,5 km về phía đông, Jobs đã lặng lẽ dàn xếp để mua lại nó và cả khu đất xung quanh. Ông rất ngưỡng mộ cách Hewlett và Packard đã gây dựng một công ty bền vững, và ông cũng tự hào vì đã làm được điều tương tự ở Apple. Giờ đây ông muốn có một đại bản doanh để trưng bày, một thứ mà không công ty công nghệ nào ở Bờ Tây có được. Cuối cùng ông tập hợp được tổng cộng 60 héc-ta, phần lớn trong số đó từng là các vườn mơ khi ông còn bé, rồi lao mình vào cái mà sau này sẽ trở thành một dự án di sản kết hợp đam mê thiết kế và đam mê tạo lập nên một công ty bền vững của ông. “Tôi muốn để lại một tổng hành dinh đầy dấu ấn thể hiện các giá trị của công ty đến muôn đời sau,” ông nói.

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Ông thuê công ty kiến trúc mà ông cho là tốt nhất thế giới của Ngài Norman Foster, công ty đã xây nên những tòa nhà được bố trí rất thông minh, chẳng hạn như dinh thự được phục hồi lại Reichstag ở Berlin và tòa nhà 30 St. Mary Axe ở London. Chẳng có gì ngạc nhiên khi Jobs tích cực tham gia lên kế hoạch cả về tầm nhìn và chi tiết đến nỗi gần như không thể quyết định được thiết kế cuối cùng. Đây sẽ là tòa dinh thự trường tồn của ông, vì vậy ông muốn làm cho hẳn hoi. Công ty của Foster cử 50 kiến trúc sư tham gia đội ngũ, và rồi trong suốt năm 2010, cứ ba tuần họ lại mang đến cho Jobs những mô hình và lựa chọn đã được chỉnh sửa. Ông cứ liên tục nảy ra những ý tưởng mới, đôi khi là một hình dáng mới hoàn toàn, rồi buộc họ bắt đầu lại và đưa ra thêm các lựa chọn thay thế.

Khi ông cho tôi xem các mô hình và kế hoạch lần đầu tiên trong phòng khách của mình, tòa nhà trông giống như một đường đua uốn lượn khổng lồ được tạo nên từ ba hình bán nguyệt liên kết với nhau quanh một khoảng sân trung tâm rộng lớn. Tường là những tấm kính cao từ nền lên trần, còn nội thất bao gồm các hàng văn phòng di động cho ánh sáng mặt trời tỏa xuống các lối đi. “Thiết kế này tạo nên khoảng không gian hội họp linh hoạt,” ông nói, “và tất cả mọi người đều được hưởng ánh sáng mặt trời.”

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Lần tiếp ông cho tôi xem thiết kế là một tháng sau đó, khi chúng tôi đang ở trong phòng hội nghị rộng lớn của Apple đối diện văn phòng của ông, ở đó một mô hình dự kiến của tòa nhà phủ kín chiếc bàn họp. Ông đã đưa ra một thay đổi lớn. Các văn phòng di động đều sẽ được đặt cách xa cửa sổ, nhờ đó các hành lang dài đều sẽ ngập tràn ánh nắng. Chúng cũng sẽ đóng vai trò là không gian sinh hoạt chung. Ông đã tranh luận rất nhiều với một số kiến trúc sư bởi họ muốn cửa sổ được mở ra. Jobs thì chưa bao giờ thích ý tưởng là mọi người có thể mở được các thứ. Ông tuyên bố: “Điều đó sẽ chỉ khiến cho người ta làm loạn.” Ông đã chiến thắng trong vấn đề đó, cũng như ở nhiều chi tiết khác.

Khi về nhà vào buổi tối hôm ấy, Jobs khoe các bản vẽ trong bữa tối, Reed bèn nói đùa rằng cái vẻ ngoài lơ lửng ấy làm cậu liên tưởng đến bộ phận sinh dục của đàn ông. Jobs gạt bỏ lời bình luận ấy, coi đó chỉ là tư duy của một người chưa trưởng thành. Nhưng ngày hôm sau, ông đề cập đến bình luận ấy với các kiến trúc sư. “Thật không may là một khi tôi đã kể với anh chuyện đó thì anh sẽ không bao giờ có thể xóa bỏ hình ảnh ấy khỏi tâm trí mình,” ông nói. Vào lần tiếp theo tôi tới thăm, hình dáng của tòa nhà đã được thay đổi thành một hình tròn đơn giản.

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Thiết kế mới này đồng nghĩa với việc sẽ không có một tấm kính thẳng nào trong tòa nhà. Tất cả đều sẽ được uốn cong và ăn khớp với nhau. Đã từ lâu, Jobs vẫn luôn bị các tấm kính mê hoặc, và theo kinh nghiệm của ông khi đòi hỏi các tấm kính lớn làm theo yêu cầu cho các cửa hàng của Apple, ông tự tin rằng hoàn toàn có thể tạo ra một số lượng lớn những tấm kính cong khổng lồ. Khoảng sân trung tâm dự kiến sẽ có chiều dài khoảng 244 mét (gần bằng chiều dài của ba sân bóng đá), và ông cho tôi xem mô hình này với những tấm khăn trải bàn, ngụ ý rằng nó có thể bao quanh Quảng trường St. Peter ở Rome như thế nào. Một trong những ký ức còn sót lại của ông là về các vườn cây ăn quả từng tồn tại trên khu đất này, vì vậy ông bèn thuê một chuyên gia trồng cây đầy kinh nghiệm từ Stanford và ra chỉ thị rằng 80% khu đất sẽ là cảnh thiên nhiên với 6.000 cây cối. Jobs hồi tưởng lại: “Tôi đã đề nghị ông ấy phải trồng một vườn mơ mới. Trước đây ta thấy chúng ở khắp nơi, ngay cả ở các góc đường, và chúng đã trở thành di sản của thung lũng này.”

Đến tháng 6 năm 2011, thiết kế của tòa nhà bốn tầng rộng hơn 90 km2 với sức chứa hơn 12 nghìn nhân viên đã sẵn sàng được tiết lộ. Ông quyết định thông báo với Hội đồng Thành phố Cupertino một cách lặng lẽ và không công khai ngay sau ngày công bố dịch vụ iCloud tại Hôi nghị Lập trình viên Quốc tế.

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Dù không còn mấy sức lực nhưng ông vẫn có một lịch trình kín vào ngày hôm đó. Ron Johnson, người đã triển khai các cửa hàng của Apple và điều hành chúng trong hơn một thập kỷ, đã quyết định đồng ý đề nghị trở thành CEO của J.C. Penney, và sáng hôm đó ông đã đến nhà Jobs đề bàn về sự ra đi của mình. Sau đó Jobs và tôi cùng đến một quán cà phê tên là Fraiche ở Palo Alto, ông đã nói rất hào hứng về các sản phẩm trong tương lai của Apple. Cuối ngày, ông được đưa tới Santa Clara để dự cuộc họp quý của Apple với các giám đốc cấp cao của Intel, ở đó họ thảo luận về khả năng sử dụng chip Intel trong các thiết bị di động tương lai. Đêm hôm đó, ban nhạc U2 trình diễn ở Oakland Coliseum, Jobs đã định sẽ đến. Thay vào đó, ông quyết định tối hôm ấy sẽ trình bày đồ án của mình với Hội đồng Cupertino.

Đến nơi mà không có bộ sậu tùy tùng hay bất kỳ sự phô trương nào, với dáng điệu thoải mái, vẫn mặc chiếc áo len màu đen đã mặc tại buổi nói chuyện hội nghị lập trình viên, ông đứng trên bục với chiếc điều khiển trong tay và trình bày các slide thiết kế với các thành viên hội đồng trong 20 phút. Khi một tòa nhà hình tròn bóng bẩy như tới từ tương lai hiện lên trên màn hình, ông ngừng lại và mỉm cười. “Trông như thể một chiếc tàu vũ trụ vừa hạ cánh,” ông nói. Một lát, ông thêm: “Tôi nghĩ chúng tôi có thể xây dựng nên tòa nhà văn phòng tuyệt nhất thế giới.”

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Thứ Sáu tuần tiếp sau, Jobs gửi email tới một đồng nghiệp cũ là Ann Bowers, vợ góa của nhà đồng sáng lập Intel Bob Noyce. Bà là giám đốc nhân sự cũng như quản lý của Apple thời kỳ đầu những năm 1980, chịu trách nhiệm khiển trách Jobs sau những cơn thịnh nộ của ông và xoa dịu các đồng nghiệp. Jobs hỏi rằng liệu hôm sau bà có muốn đến thăm ông hay không. Bowers đang ở New York, nhưng bà đã đến nhà ông vào chủ nhật ngay khi bà quay lại. Khi đó, ông lại trở bệnh, rất đau đớn và hầu như chẳng còn chút sức lực nào, nhưng ông vẫn rất hào hứng cho bà xem hình ảnh của đại bản doanh mới. Ông nói: “Bà hãy tự hào về Apple. Bà hãy tự hào về những gì chúng ta đã gây dựng.”

Sau đó ông nhìn bà chăm chú và hỏi một câu khiến bà “bất ngờ”: “Hãy cho tôi biết, hồi trẻ tôi như thế nào?”

Bowers cố gắng đưa ra một câu trả lời trung thực: “Ông rất mạnh mẽ, và khó tính. Nhưng tầm nhìn của ông thì đầy thuyết phục. Ông đã bảo chúng tôi, ‘Hành trình chính là phần thưởng.’ Điều đó quả thật là đã đúng.”

Jobs trả lời: “Đúng. Tôi đã học được nhiều điều trong hành trình đó.” Rồi vài phút sau, ông nhắc lại câu trả lời, như để trấn an Bowers và chính mình: “Tôi đã học được nhiều điều. Thật sự đấy.”

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Jobs có mong muốn cháy bỏng là có thể sống tới lễ tốt nghiệp trung học của con trai vào tháng Sáu năm 2010. “Khi được chẩn đoán mắc bệnh ung thư, tôi đã có một thỏa ước với Chúa hoặc với bất kỳ ai có quyền năng, rằng tôi thực sự muốn được nhìn thấy Reed trong lễ tốt nghiệp, và rằng hãy cứu vớt tôi qua năm 2009,” Steve nói. Là học sinh cuối cấp, Reed trông kỳ quái giống Steve năm 18 tuổi, với một nụ cười đầy hiểu biết và có phần nổi loạn, ánh nhìn rất mãnh liệt cùng mái tóc đen bù xù. Nhưng Reed cũng được thừa hưởng sự ngọt ngào và khả năng thấu cảm nhạy bén sâu sắc từ mẹ cậu, những điều mà Steve không có. Reed luôn lộ rõ vẻ trìu mến và háo hức khiến người khác cảm thấy hài lòng. Bất cứ khi nào Steve ngồi ủ rũ bên bàn ăn và nhìn chằm chằm xuống sàn nhà − điều thường xuyên xảy ra từ khi ông bị ốm − thì việc duy nhất chắc chắn sẽ khiến cho đôi mắt của Steve bừng sáng lên đó là khi Reed bước vào.

Reed tôn thờ cha mình. Chẳng bao lâu sau khi tôi bắt tay vào viết cuốn sách này, Reed ghé thăm nơi ở của tôi và giống như những gì cha cậu thường làm, cậu đề nghị tôi đi dạo. Với cái nhìn mạnh mẽ và nghiêm túc, Reed nói với tôi rằng cha cậu không phải là một doanh nhân máu lạnh chỉ tìm kiếm lợi nhuận mà là một người được thôi thúc bởi tình yêu đối với những việc ông làm và niềm tự hào về những sản phẩm mà ông tạo ra.

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Sau khi Jobs được phát hiện bị ung thư, Reed đã bắt đầu dành tất cả những kỳ nghỉ hè của cậu để làm việc tại phòng thí nghiệm ung thư của Stanford nghiên cứu về trình tự sắp xếp AND nhằm tìm ra những tế bào gen gây ung thư ruột kết. Trong một lần thí nghiệm, cậu đã tìm hiểu cách thức các đột biến gen di truyền giữa các thành viên trong gia đình. “Một trong những tia hy vọng hết sức hiếm hoi khi tôi bị ốm đó là Reed đã dành rất nhiều thời gian nghiên cứu cùng với một vài vị bác sĩ rất giỏi,” Jobs nói. “Lòng nhiệt huyết của Reed với việc này chính xác là những gì tôi cảm thấy đối với những chiếc máy tính khi tôi bằng tuổi nó. Tôi cho rằng những đổi mới sáng tạo lớn nhất của thế kỷ XXI sẽ nằm ở sự kết hợp giữa sinh học và công nghệ. Một thế kỷ mới đang bắt đầu, giống như sự khởi đầu của một thế kỷ kỹ thuật số hồi tôi bằng tuổi nó bây giờ.”

Reed đã sử dụng nghiên cứu về ung thư của mình làm nền tảng cho báo cáo cuối cấp mà cậu trình bày trước lớp tại Trường Crystal Springs Uplands. Khi Reed mô tả cách thức cậu sử dụng máy ly tâm và thuốc nhuộm để sắp xếp lại những tế bào AND của khối u, Jobs ngồi phía dưới hàng ghế khán giả cùng với tất cả các thành viên khác trong gia đình. Sau đó Jobs đã chia sẻ rằng “Tôi đã tưởng tượng ra cảnh Reed có một ngôi nhà ở Palo Alto này cùng với gia đình riêng của nó và lái chiếc xe đạp đi làm với tư cách một bác sĩ tại Stanford.”

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Reed đã trưởng thành rất nhanh trong năm 2009, khi có vẻ như cha cậu không còn sống được bao lâu nữa. Reed đã chăm sóc các em gái của mình trong khi cha mẹ cậu đang ở Memphis, và cậu đã trở thành trụ cột luôn che chở, bao bọc cho gia đình. Nhưng khi sức khỏe của Jobs ổn định lại vào mùa xuân 2010, cậu đã trở về với cá tính hay trêu đùa và ham vui của mình. Một buổi tối nọ, Reed thảo luận với cả nhà xem mình nên đưa bạn gái đi ăn tối ở đâu. Cha cậu gợi ý nên tới II Fornaio, nơi được coi là tiêu chuẩn của sự trang nhã ở Palo Alto, nhưng Reed nói rằng cậu không thể đặt chỗ ở đó được. Cha cậu hỏi “Con có muốn cha thử xem sao không?” Reed phản đối, cậu muốn tự mình giải quyết. Erin, đứa em gái lớn có vẻ hơi nhút nhát, đã gợi ý rằng cô bé có thể dựng một cái lều ngay trong vườn của gia đình và cùng em gái út Eve, phục vụ một bữa tối lãng mạn cho anh trai mình. Reed bèn đứng dậy và ôm chầm lấy cô bé. Reed hứa với Erin rằng cậu sẽ nhờ cô bé làm điều đó vào một dịp khác.

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Vào một ngày thứ Bảy, Reed là một trong bốn thí sinh trong đội Quiz Kids của trường tham gia thi đấu tại một đài truyền hình địa phương. Cả gia đình đều đến cổ vũ cho Reed – trừ Eve do cô bé đang tham dự một cuộc đua ngựa. Khi đoàn làm phim yêu cầu chuẩn bị bắt đầu, cha cậu đã cố giữ bình tĩnh và không lộ vẻ gì so với những bậc phụ huynh đang ngồi ở những hàng ghế gấp của đài. Nhưng ông vẫn rất nổi bật trong bộ quần bò, áo đen cổ lọ đã trở thành thương hiệu của Jobs, và một người phụ nữ kéo ghế ngồi xuống cạnh ông và bắt đầu chụp ảnh ông. Không thèm đếm xỉa gì đến người phụ nữ đó, ông đứng dậy và chuyển sang phía đầu kia của dãy ghế. Khi đến lượt Reed, biển tên của cậu ghi là “Reed Powell”. Người dẫn chương trình đã hỏi các học sinh về người mà chúng muốn trở thành khi chúng lớn lên. Reed đã trả lời anh muốn trở thành “Một nhà nghiên cứu ung thư”. Jobs chở Reed trên chiếc Mercedes SL55 hai chỗ ngồi của mình, trong khi vợ ông chở Erin theo sau trên chiếc xe của bà. Trên đường về nhà, bà đã hỏi Erin là tại sao cô bé lại nghĩ rằng cha cô bé đã từ chối lắp biển số xe ô tô. Erin đáp: “Để trở thành một người nổi loạn.” Sau này tôi cũng đặt câu hỏi đó với Jobs. Ông đã trả lời rằng, “Bởi vì thỉnh thoảng cũng có những người theo dõi tôi, và nếu tôi có biển số xe ô tô, họ có thể tra ra nơi tôi sống. Nhưng cách đó đã trở nên lỗi thời từ khi có Google Maps. Cho nên tôi cho rằng, thực tế chỉ đơn giản là vì tôi không có biển số xe mà thôi.”

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Trong lễ tốt nghiệp của Reed, cha cậu đã gửi cho tôi một bức thư từ chiếc iPhone thể hiện niềm hân hoan của ông, “Hôm nay là một trong những ngày hạnh phúc nhất trong cuộc đời tôi. Reed sắp tốt nghiệp trung học. Ngay lúc này. Và, mặc cho rất nhiều trở ngại, tôi đang ở đây.” Đêm đó đã diễn ra một bữa tiệc ở nhà họ cùng với những bạn bè thân thiết. Reed đã khiêu vũ cùng với từng thành viên trong gia đình và cùng với cha cậu. Sau đó, Jobs đưa Reed tới một nhà kho như là một cái chuồng ngựa và tặng cho cậu một trong hai chiếc xe đạp của ông, những chiếc xe mà ông sẽ không thể lái được nữa. Reed đùa rằng chiếc của Ý có vẻ hơi sặc sỡ quá, thế là Steve bảo Reed hãy lấy chiếc xe tốc độ tám (Eight-speed) chắc chắn hơn cạnh đó. Khi Reed nói chắc mình sẽ mắc nợ, Steve đáp: “Con không cần phải cảm thấy mắc nợ, bởi vì con có ADN của cha.” Một vài ngày sau đó thì Câu chuyện đồ chơi 3 (Toy Story 3) ra mắt. Jobs đã nuôi dưỡng bộ ba tuyệt tác của Pixar này ngay từ những ngày đầu, và phần cuối cùng này là về những cảm xúc quanh việc Andy vào đại học. “Mẹ ước gì mình có thể luôn ở bên con,” mẹ của Andy nói. Andy trả lời, “Mẹ sẽ luôn ở bên con.”

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Mối quan hệ giữa Jobs với hai cô con gái có phần xa cách hơn. Ông dành ít sự quan tâm hơn đối với Erin, cô bé trầm lặng, hướng nội và dường như không biết chính xác cách cư xử với ông, đặc biệt khi ông hay sử dụng những lời châm chọc dễ gây tổn thương. Erin là một cô gái trẻ hấp dẫn và điềm tĩnh, cộng với sự nhạy cảm hơn hẳn cha mình. Cô bé nghĩ rằng mình có thể sẽ trở thành một kiến trúc sư, có lẽ vì cha cô yêu thích lĩnh vực này, và cô cũng có năng khiếu về thiết kế. Nhưng khi cha cô cho Reed xem những bản vẽ một khuôn viên làm việc mới của Apple, cô đang ngồi phía bên kia của phòng bếp, và có vẻ như ông cũng không có ý định gọi cô qua xem cùng. Niềm hy vọng lớn của Erin vào mùa xuân 2010, cô hy vọng cha sẽ đưa cô tới Lễ trao giải Oscar. Erin yêu thích những bộ phim. Và cô còn tha thiết muốn được ngồi cùng với cha mình trên chiếc máy bay cá nhân của ông, bước trên thảm đỏ cùng ông. Powell đã rất sẵn lòng hủy bỏ chuyến đi và cố gắng thuyết phục chồng đưa Erin đi cùng. Nhưng ông đã bác bỏ ý kiến đó.

Một lần, khi tôi sắp hoàn thành cuốn sách này, Powell nói với tôi rằng Erin muốn tôi phỏng vấn cô bé. Tôi đã không đề nghị điều đó bởi vì cô bé chỉ vừa mới bước sang tuổi mười sáu, nhưng rồi tôi đã đồng ý. Điều mà Erin nhấn mạnh là cô bé hiểu được tại sao cha cô thường không tỏ ra ân cần, và cô chấp nhận điều đó. “Bố đã cố gắng hết mình để vừa làm một người cha và vừa làm CEO của Apple, và bố tôi đã làm cả hai việc khá tốt,” cô bé nói. “Đôi khi tôi ước giá mà bố quan tâm tới tôi nhiều hơn, nhưng tôi biết công việc mà ông đang làm rất quan trọng và tôi nghĩ rằng nó thực sự thú vị, vì thế mà tôi cảm thấy không vấn đề gì cả. Tôi thực sự không cần nhiều sự quan tâm hơn từ bố.”

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Jobs đã hứa sẽ đưa từng đứa con đi chơi đến nơi mà chúng muốn khi chúng vào tuổi vị thành niên. Reed đã chọn đi Kyoto, vì cậu biết rằng cha mình vẫn bị mê hoặc bởi sự tĩnh lặng của Thiền thành phố đẹp đẽ đó. Cũng không có gì ngạc nhiên, khi Erin bước sang tuổi mười ba vào năm 2008, cô cũng đã lựa chọn Kyoto. Căn bệnh của cha đã khiến ông phải hoãn chuyến đi, do đó ông đã hứa sẽ đưa cô đi vào năm 2010, khi sức khỏe của ông khá hơn. Nhưng tháng Sáu năm đó, Steve đã quyết định là ông không muốn đi nữa. Mặc dù rất buồn nhưng Erin đã không chống lại quyết định này. Thay vào đó, mẹ cô đã đưa cô tới Pháp cùng với những người bạn của gia đình, và họ đã lên kế hoạch lại cho chuyến đi Kyoto vào tháng Bảy.

Powell lo lắng rằng chồng bà có thể sẽ hoãn chuyến đi một lần nữa, nên bà đã cảm thấy rất hồi hộp khi cả gia đình cất cánh vào đầu tháng Bảy tới Làng Kona, Hawai, chặng đầu tiên của cuộc hành trình. Nhưng ở Hawai, bệnh sâu răng của Jobs đã trở nên nghiêm trọng hơn, do ông đã cố tình phớt lờ nó, đến nỗi ông muốn nhổ bỏ chiếc răng sâu đi. Chiếc răng bị vỡ và cần phải được hàn lại. Sau đó thì bộ anten của chiếc iPhone 4 gặp trục trặc lớn, và ông đã quyết định phải nhanh chóng trở về Cupertino cùng Reed. Powell và Erin ở lại Hawai, hy vọng rằng Jobs sẽ quay trở lại và tiếp tục kế hoạch tới Kyoto.

Không phụ sự hy vọng của họ, và cũng khá ngạc nhiên, Jobs thực sự đã trở lại Hawai sau buổi họp báo để đón họ và đưa họ tới Nhật Bản. “Đó là một điều kỳ diệu,” Powell nói với một người bạn. Trong khi Reed chăm sóc Eve ở Palo Alto, Erin cùng với cha mẹ đã ở Tawaraya Ryokan, một nhà trọ giản dị mà Jobs rất thích. “Nó thật tuyệt vời,” Erin nhớ lại.

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Hai mươi năm trước đây, Jobs đã đưa chị gái cùng cha khác mẹ của Erin, Lisa Brennan-Jobs, tới Nhật Bản khi cô tầm tuổi Erin bây giờ. Một trong những kỷ niệm sâu sắc nhất của Lisa đó là được thưởng thức một bữa tối tuyệt vời cùng với cha và ngắm ông, một người rất kén ăn, thưởng thức món unagi sushi và những món ăn tinh tế khác. Nhìn cách ông thích thú tận hưởng món ăn khiến Lisa lần đầu tiên cảm thấy thoải mái với ông. Erin nhớ lại một kỷ niệm tương tự: “Cha biết rõ nơi mà ông muốn đến ăn trưa mỗi ngày. Ông nói với tôi rằng ông biết một cửa hàng bán soba tuyệt vời, và ông đã đưa tôi đến đó, và món đó ngon tới nỗi sẽ không thể ăn soba ở đâu ngon như thế nữa.” Họ cũng tìm thấy một quán ăn sushi gần đó, và Jobs đã ghi chú về nơi đó trên chiếc iPhone của mình là “nơi có món sushi ngon nhất mà tôi đã từng ăn.” Erin cũng tán đồng.

Họ cùng tới thăm những ngôi đền thờ của dòng tu Thiền; nơi Erin thích nhất là Saihō-ji, còn được biết đến với tên gọi “ngôi đền rêu phong” nhất, với Chiếc ao Vàng được bao bọc xung quanh bởi những khu vườn đặc trưng của hàng trăm loại rêu khác nhau. “Erin đã rất rất hạnh phúc, điều đó khiến con bé hết sức phấn khởi và giúp cải thiện mối quan hệ giữa hai cha con,” Powell nhớ lại. “Con bé xứng đáng được như vậy.”

Con gái út của họ, Eve, lại là một câu chuyện hoàn toàn khác. Cô bé rất can trường, tự tôn, và không bao giờ sợ những lời dọa nạt của cha. Niềm đam mê của cô bé là cưỡi ngựa, và cô bé đã rất quyết tâm giành giải trong kỳ thi Olympic. Khi một huấn luyện viên nói với Eve về việc cô bé sẽ phải vất vả tập luyện như thế nào, Eve đáp rằng, “Hãy nói cho cháu biết chính xác điều cần phải làm. Cháu sẽ làm điều đó.” Anh ta đã chỉ dạy cho cô bé, và cô bé đã rất cần mẫn theo sát chương trình.

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Eve là chuyên gia trong một nhiệm vụ khó khăn là có bằng được câu trả lời từ cha mình; cô bé vẫn thường gọi điện trực tiếp cho trợ lý của ông tại nơi làm việc để đặt thêm một việc gì đó vào lịch của ông. Cô bé cũng là một nhà thương thuyết khá tài tình. Vào một dịp cuối tuần năm 2010, khi gia đình đang lên kế hoạch cho một chuyến đi chơi, Erin đã muốn lùi thời gian khởi hành lại nửa ngày, nhưng cô bé sợ phải yêu cầu cha mình. Eve, khi đó mười hai tuổi, đã tình nguyện thực hiện nhiệm vụ đó, và vào bữa tối Eve đã đặt vấn đề với cha như thể cô bé là một luật sư đứng trước Tòa án Tối cao vậy. Jobs ngắt lời Eve − “Không, cha không nghĩ là mình muốn vậy” – nhưng rõ ràng là ông đang muốn trêu chọc hơn là gây khó dễ cho cô bé. Tối hôm đó, Eve đã ngồi cạnh mẹ cô và cố gắng đưa ra thật nhiều cách có thể giúp giải quyết trường hợp này tốt hơn.

Jobs đánh giá cao tinh thần của Eve – và nhìn thấy ở cô bé nhiều điểm giống mình. “Con bé như là một khẩu súng lục và có một ý chí mạnh mẽ nhất trong số những đứa trẻ mà tôi đã từng gặp,” ông nói. “Điều đó giống như là sự đáp trả đối với tôi vậy.” Ông hiểu rất rõ tính cách của cô bé, có lẽ bởi vì tính cách của cô bé có nhiều điểm tương đồng với ông. “Eve nhạy cảm hơn nhiều người nghĩ,” ông giải thích. “Con bé thông minh tới nỗi đôi khi nó đi trước người khác một chút, vì thế điều đó khiến con bé cách biệt với mọi người, và tự cảm thấy mình cô đơn. Con bé đang trong quá trình học hỏi để trở thành chính mình, nhưng lại biết cách kiềm chế bản thân xung quanh những giới hạn, vì vậy con bé vẫn tìm được những người bạn mà con bé cần.”

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Mối quan hệ của Jobs với vợ đôi khi rất phức tạp nhưng luôn chung thủy. Hiểu biết và giàu lòng trắc ẩn, Laurene Powell là một nguồn ảnh hưởng đem lại sự cân bằng và là một ví dụ minh chứng rằng Jobs có khả năng bù đắp lại phần nào những động lực cá nhân ích kỷ của mình khi bên cạnh ông là những con người nhạy cảm và có ý chí kiên cường. Laurene âm thầm cân nhắc những vấn đề trong việc kinh doanh, kiên quyết trong những vấn đề gia đình, và mãnh liệt trong những vấn đề về y tế. Những năm đầu trong cuộc hôn nhân của họ, bà đồng sáng lập và khai giảng College Track, một chương trình giúp cho nhưng đứa trẻ thiệt thòi được tốt nghiệp trung học và vào đại học. Kể từ đó, bà đã trở thành lực lượng đi đầu trong công cuộc cải tổ nền giáo dục. Jobs bày tỏ sự ngưỡng mộ đối với công việc của vợ mình: “Điều mà cô ấy đang làm với College Track thực sự gây ấn tượng đối với tôi.” Nhưng ông có xu hướng về cơ bản là không quan tâm đến những hoạt động từ thiện và không bao giờ tới thăm những trung tâm của bà.

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Vào tháng Hai năm 2010, Jobs tổ chức sinh nhật lần thứ 55 của mình cùng với gia đình. Căn bếp được trang trí với những dải băng giấy nhiều màu và bóng bay, bọn trẻ tặng ông một chiếc vương miện đồ chơi đỏ như nhung và ông đã đeo. Hiện giờ Jobs đã hồi phục từ sau một năm kiệt sức với những vấn đề về sức khỏe, và Powell hy vọng rằng ông có thể quan tâm tới gia đình nhiều hơn. Nhưng ông lại chủ yếu tập trung vào công việc. “Tôi nghĩ rằng gia đình mình đã cảm thấy rất khó khăn, đặc biệt là những cô con gái của tôi,” bà nói. “Sau hai năm Jobs bị bệnh, cuối cùng ông ấy cũng đã khá hơn đôi chút, và những đứa trẻ hy vọng rằng ông ấy có thể quan tâm hơn tới chúng, nhưng ông ấy đã không làm vậy.” Bà muốn chắc chắn rằng cả hai khía cạnh trong con người Jobs được phản ánh trong cuốn sách này và đặt đúng vào hoàn cảnh của chúng. “Giống như rất nhiều những con người vĩ đại sở hữu những tài năng phi thường, Jobs cũng không phải là phi thường trong mọi lĩnh vực,” bà nói. “Ông ấy không có sự nhã nhặn xã giao, ví dụ như đặt mình vào địa vị của người khác để suy nghĩ, mà ông ấy quan tâm sâu sắc tới việc giao quyền cho con người, sự phát triển của con người, và đem đến cho họ những công cụ sử dụng thích hợp.”

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Tổng thống Obama

Trong một chuyến thăm tới Washington vào đầu mùa thu 2010, Powell gặp một vài người bạn của bà tại Nhà Trắng và họ đã nói với bà rằng Tổng thống Obama sắp sửa tới Thung lũng Silicon vào tháng Mười năm đó. Bà gợi ý rằng có lẽ tổng thống sẽ muốn gặp chồng bà. Những phụ tá của Obama thích gợi ý này; nó phù hợp với định hướng mới tập trung vào tính cạnh tranh của Tổng thống. Bên cạnh đó, John Doerr, một nhà đầu tư mạo hiểm, một trong những người bạn thân của Jobs, đã trình bày quan điểm của Jobs với toàn thể hội nghị của Ban Cố vấn Khôi phục Kinh tế của Tổng thống Obama về việc tại sao nước Mỹ đang mất đi những điều đã từng khiến họ thành công. John đã hết lòng đề nghị Obama gặp gỡ Jobs. Vì thế mà chương trình làm việc của Tổng thống đã dành ba mươi phút cho buổi làm việc tại Sân bay Westin San Francisco.

Tuy nhiên, có một vấn đề: Khi Powell nói chuyện với Steve, ông nói là mình không muốn gặp Tổng thống. Ông rất bực bội vì bà đã bí mật sắp xếp việc này sau lưng ông. “Tôi không cố tình chen vào một buổi gặp chiếu lệ để mà sau đó Tổng thống có thể hoàn thành mục tiêu phải gặp một CEO nào đó của ông ấy,” Jobs nói với Powell như vậy. Bà khẳng định rằng Tổng thống Obama “thực sự muốn gặp ông”. Jobs đã trả lời rằng nếu đúng là như vậy, thì ngài Obama nên gọi điện thoại và tự đề nghị gặp gỡ. Sự căng thẳng kéo dài tới năm ngày. Bà đã gọi Reed, lúc đó đang ở Stanford, về nhà ăn tối và cố thuyết phục cha. Jobs cuối cùng cũng đã dịu lại.

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Buổi nói chuyện thực tế đã diễn ra trong bốn mươi lăm phút, và Jobs đã rất thẳng thắn. “Ngài được giao trọng trách điều hành đất nước trong một nhiệm kỳ tổng thống,” Jobs nói với Tổng thống Obama khi bắt đầu cuộc nói chuyện. Jobs nói, công tác quản lý đất nước cần phải hướng tới kinh doanh hơn. Ông mô tả về việc xây dựng một nhà máy ở Trung Quốc dễ dàng như thế nào, và nói rằng bây giờ hầu như là không thể làm như vậy ở Mỹ, phần lớn là do những luật lệ và chi phí không cần thiết.

Jobs cũng đã tấn công vào hệ thống giáo dục của Mỹ, cho rằng hệ thống này quá cũ và đã bị phá hoại bởi những quy tắc làm việc của Liên đoàn giáo viên. Chừng nào mà các Liên đoàn giáo viên Mỹ còn chưa được phá bỏ, thì gần như chẳng có hy vọng nào cho việc cải cách giáo dục. Các giáo viên phải được đối xử như là những giáo sư, chứ không phải là những công nhân sản xuất dây chuyền. Các hiệu trưởng phải có khả năng thuê và sa thải các giáo viên dựa trên năng lực của họ. Các trường học phải mở cửa ít nhất tới 6 giờ tối và theo chương trình học mười một tháng mỗi năm. Ông nói thêm rằng thật ngớ ngẩn khi các lớp học ở Mỹ vẫn dựa vào việc các giáo viên đứng trên bục giảng và sử dụng sách giáo khoa. Tất cả các cuốn sách, các tài liệu học tập và đánh giá phải được số hóa và có tính tương tác, thích ứng với từng sinh viên và đưa ra phản hồi ngay lập tức.

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Jobs đề nghị tập hợp một nhóm gồm sáu hoặc bảy CEO, những người có thể thực sự lý giải những thách thức đổi mới nào mà nước Mỹ đang gặp phải, và tổng thống đã đồng ý. Vì vậy, Jobs đã đưa ra một danh sách các CEO này trong một hội nghị tại Washington được tổ chức vào tháng Mười hai. Không may thay, sau khi Valerie Jarrett và các nhân viên phụ tá cho tổng thống bổ sung thêm những cái tên khác, danh sách đã được mở rộng tới hơn hai mươi người, với cái tên đầu tiên là Jeffrey Imment của General Electric. Jobs đã gửi thư điện tử cho Jarrett, viết rằng danh sách đó đã bị “phình ra” và ông không có ý định tham dự nữa. Trên thực tế, do các vấn đề sức khỏe tái diễn nên ông không thể tới tham dự, và Doerr đã kín đáo giải thích riêng cho Tổng thống.

Vào tháng Hai năm 2011, Doerr đã bắt đầu lên kế hoạch tổ chức một bữa ăn tối nhỏ cho Tổng thống Obama tại Thung lũng Sillicon. Ông và Jobs, cùng với phu nhân của họ, tới bữa tối tại Evvia, một quán ăn Hy Lạp ở Paolo Alto, để đưa ra một danh sách những khách mời được lựa chọn kỹ lưỡng. Mười hai chuyên gia hàng đầu về công nghệ đã được lựa chọn trong đó có Eric Schmidt của Google, Carol Bartz của Yahoo, Mark Zuckerberg của Facebook, John Chambers của Cisco, Larry Ellison của Oracle, Art Levinson của Genentech, và Reed Hastings của Netflix. Đóng góp của Jobs vào bữa tối còn được mở rộng ra cả việc chọn món. Doerr đã gửi cho Jobs một thực đơn dự kiến, và ông đã trả lời rằng một số món do cửa hàng đề xuất – tôm, cá tuyết, salad đậu lăng – là những món ăn quá xa xỉ “và không đúng với con người của anh, John ạ.”

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Ông cũng đặc biệt phản đối thực đơn tráng miệng, bánh kem trang trí bằng kẹo mềm sô-cô-la, nhưng những nhân viên cấp cao của Nhà Trắng gạt bỏ ý kiến của Jobs bằng việc nói với nhà hàng rằng Tổng thống thích bánh kem. Vì Jobs đã sút rất nhiều cân nên rất dễ bị nhiễm lạnh, Doerr đã giữ ngôi nhà ở nhiệt độ ấm đến nỗi mà Zuckerberg thấy mình toát cả mồ hôi.

Jobs, ngồi cạnh Tổng thống, bắt đầu bữa tối khi nói: “Bất kể niềm tin chính trị của chúng ta như thế nào, tôi muốn ngài biết rằng chúng tôi ở đây để làm bất cứ điều gì ngài yêu cầu có thể giúp ích cho đất nước của chúng ta.” Ngoại trừ câu nói đó, ban đầu bữa tối trở thành một buổi nói chuyện dài với những đề xuất về việc Tổng thống có thể làm gì để phát triển những doanh nghiệp ở đó. Ví dụ như Phòng thương mại đưa ra một bản đề xuất cho vấn đề thuế hồi hương trong kỳ nghỉ lễ, cho phép các tổ chức lớn có thể tránh được những khoản thuế phải đóng góp cho những khoản lợi nhuận thu được ở nước ngoài nếu họ đem về Mỹ cho các hoạt động đầu tư trong một giai đoạn nhất định. Tổng thống đã cảm thấy khó chịu, và vì vậy Zuckerberg, ngồi ngay phía bên phải Valerie Jarrett đã quay sang ông này và thì thầm, “Chúng ta nên nói về những vấn đề quan trọng đối với đất nước. Tại sao ông ta lại nói về ấn đề quan trọng đối với bản thân?”

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Doerr đã khiến buổi thảo luận tập trung trở lại bằng việc yêu cầu mọi người đưa ra một danh sách những việc cần làm. Tới lượt Jobs, ông đã nhấn mạnh đến nhu cầu có thêm nhiều kỹ sư lành nghề và đề xuất rằng bất cứ một sinh viên nước ngoài nào có được tấm bằng kỹ sư tại Mỹ nên được cấp visa ở lại Mỹ. Obama nói rằng điều đó chỉ có thể thực hiện được trong bối cảnh của “Đạo luật Ước mơ” , đạo luật giúp cho những người nhập cư trái phép đến Mỹ khi còn nhỏ và tốt nghiệp trung học được trở thành công dân hợp pháp – một điều mà Đảng Cộng hòa đã phản đối. Jobs nhận thấy đây là trường hợp rất phiền toái của chính trị làm dẫn tới sự tê liệt trong việc vận hành đất nước. “Tổng thống rất thông minh, nhưng ông ta vẫn không ngừng lý giải cho chúng tôi những lý do tại sao mọi việc lại không thể thực hiện,” Jobs nhớ lại. “Điều đó khiến tôi phát điên.”

Jobs vẫn tiếp tục thuyết phục Tổng thống rằng có một cách để đào tạo nhiều kỹ sư người Mỹ hơn. Apple có hơn 700.000 công nhân đang làm việc tại các nhà máy ở Trung Quốc, ông nói, và rằng Apple cần có 30.000 kỹ sư tại chỗ để trợ giúp cho những công nhân kia. Những kỹ sư này không buộc phải có bằng Tiến sĩ hay phải là những thiên tài; họ chỉ cần có những kỹ năng cơ bản của một kỹ sư để phục vụ cho sản xuất. Những trường công nghệ, các đại học cộng đồng, hoặc những trường thương mại có thể đào tạo họ. “Nếu ngài có thể đào tạo những kỹ sư này,” Jobs nói, “chúng ta có thể chuyển nhiều nhà máy sản xuất sang đó.” Cuộc tranh luận đã để lại ấn tượng sâu sắc đối với Tổng thống. Hai hoặc ba lần trong tháng sau đó, ông đã nói với những người phụ tá của mình, “Chúng ta cần phải tìm ra những cách thức để đào tạo được 30.000 kỹ sư sản xuất mà Jobs đã nói.”

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Jobs rất hài lòng vì Tổng thống đã tiếp tục suy nghĩ về vấn đề này, và họ đã nói chuyện điện thoại vài lần sau buổi gặp đó. Ông đã đề nghị được giúp Obama trong chiến dịch tranh cử 2012 tới. (Jobs đã đưa ra đề nghị này một lần vào năm 2008, nhưng ông thấy bực mình khi chiến lược gia của Obama, David Axelrod, chẳng có gì hoàn toàn khác biệt cả.) “Tôi cho rằng việc quảng cáo chính trị thật tệ hại. Tôi muốn Lee Clow không nghỉ hưu nữa và chúng tôi sẽ có thể nghĩ ra một cách thức quảng bá hình ảnh tuyệt vời cho Tổng thống,” Jobs đã nói như vậy với tôi vài tuần sau bữa tối đó. Ông đã vật lộn với đau đớn suốt cả tuần, nhưng buổi nói chuyện về chính trị đã tiếp thêm sinh lực cho ông. “Theo một chu kỳ đều đặn, một người làm quảng cáo chuyên nghiệp thực thụ sẽ tham gia vào cuộc chơi chính trị, giống như cách thức mà Hal Riney đã làm với ‘Bình minh ở nước Mỹ’ cho đợt tái bầu cử của Tổng thống Reagan vào năm 1984. Vì vậy đó là điều mà tôi muốn làm cho tổng thống Obama.”

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Đợt nghỉ Điều trị thứ 3, năm 2011

Căn bệnh ung thư luôn có những dấu hiệu khi tái phát. Jobs đã học được điều đó. Ông sẽ ăn không ngon và bắt đầu cảm thấy toàn thân đau nhức. Các bác sĩ đã thực hiện các cuộc kiểm tra, chẳng phát hiện ra điều gì và trấn an rằng ông vẫn hoàn toàn bình thường. Nhưng ông biết rõ việc đó hơn. Căn bệnh ung thư có những đường truyền tín hiệu riêng, và một vài tháng sau khi ông nhận thấy các dấu hiệu, các bác sĩ khám phá ra rằng thực tế căn bệnh không thuyên giảm nữa. Một sự suy sụp sức khỏe khác bắt đầu vào đầu tháng Mười một năm 2010. Jobs thường xuyên đau nhức, không ăn uống được và phải nuôi ăn tĩnh mạch nhờ một y tá tới tận nhà. Nhưng các bác sĩ đã không tìm thấy dấu hiệu nào của những khối u khác, và họ cho rằng đây chỉ là một trong những chu kỳ lặp lại của quá trình kháng khuẩn và kháng thuốc của cơ thể Jobs. Ông không phải là người duy nhất chịu đựng những cơn đau này, do đó các bác sĩ và gia đình phần nào đó trở nên quen thuộc với những lời phàn nàn của ông.

Ông và gia đình tới Làng Kona vào Lễ Tạ ơn, nhưng việc ăn uống của ông không khá hơn. Bữa tối ở đó được phục vụ trong một căn phòng lớn chung, và những vị khách khác vờ như không để ý rằng Jobs trông hốc hác, nhăn nhó và rên rỉ trong bữa ăn, và không hề động vào chút thức ăn nào. Đó là bằng chứng rõ ràng về việc tình trạng sức khỏe của ông đã không hề được tiết lộ ra ngoài. Khi trở lại Palo Alto, Jobs trở nên dễ xúc động và rầu rĩ hơn. Jobs nghĩ rằng mình sắp chết, vì thế ông đã nói chuyện với các con của mình, và ông cảm thấy bế tắc khi nghĩ đến việc ông sẽ không bao giờ được tổ chức tiệc sinh nhật cho chúng nữa.

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Tới Lễ Giáng sinh năm đó, ông đã giảm xuống còn 52 kg, nhẹ hơn gần 23 kg so với trọng lượng bình thường của ông. Mona Simpson cùng với chồng cũ của cô, nhà viết hài kịch trên truyền hình – Richard Appel, và mấy người con của họ tới Palo Alto vào kỳ nghỉ. Tâm trạng Jobs tốt hơn một chút. Hai gia đình chơi các trò chơi trong nhà như trò Novel. Trong trò này, các thành viên tham gia cố gắng đánh lừa nhau xem ai có thể viết được một câu mở đầu khác cho một cuốn sách một cách thuyết phục nhất, và những thứ mà có vẻ sẽ phải mất thời gian tra cứu. Jobs đã không thể ra ngoài ăn tối cùng với Powell tại một nhà hàng vài ngày sau Lễ Giáng sinh. Lũ trẻ tham dự một kỳ nghỉ trượt tuyết nhân dịp năm mới, còn Powell và Mona Simpson thay phiên nhau ở nhà với Jobs ở Palo Alto.

Tuy nhiên, đến đầu năm 2011, rõ ràng đó không chỉ đơn thuần là một trong những giai đoạn đặc biệt khó khăn mà Jobs phải trải qua. Các bác sĩ của ông đã chẩn đoán là có bằng chứng về những khối u mới, và những dấu hiệu của bệnh ung thư đã làm tình trạng chán ăn của ông trở nên trầm trọng hơn. Họ đang đấu tranh để quyết định xem liệu với cơ thể hao mòn như hiện nay của Jobs có thể chịu đựng được liều lượng thuốc như thế nào. Từng xen-ti-mét trên cơ thể ông như phải chịu những cú đấm, Jobs nói với bạn bè như vậy, khi ông rên rỉ và đôi khi cường điệu hóa sự đau đớn.

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Đó là một chu kỳ luẩn quẩn. Những dấu hiệu đầu tiên của ung thư gây ra đau đớn. Mocfin và những thuốc giảm đau khác mà ông uống làm triệt tiêu hứng thú ăn uống. Tuyến tụy của ông đã bị cắt bỏ một phần và gan của ông đã được thay thế, vì vậy hệ thống tiêu hóa của ông bị hỏng và gây ra vấn đề trong việc hấp thụ protein. Sút cân gây cản trở cho việc áp dụng những liệu pháp chữa trị bằng thuốc liều cao lên cơ thể. Tình trạng suy nhược của cơ thể cũng khiến ông trở nên dễ bị nhiễm trùng hơn, giống như những gì gây ra bởi thuốc tăng sức đề kháng mà ông đôi khi phải uống để giúp cho cơ thể tránh thải loại lá gan được cấy ghép. Việc sút cân còn làm giảm lớp mỡ xung quanh cơ quan cảm nhận sự đau đớn, khiến ông càng cảm thấy đau đớn hơn. Và ông có xu hướng đẩy cảm xúc tới cực độ, dễ dàng nhận ra bởi những cuộc vật lộn kéo dài của sự giận dữ và nỗi tuyệt vọng, điều đó lại càng khiến ông ăn mất ngon.

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Những vấn đề về ăn uống của Jobs đã bị trầm trọng hóa qua nhiều năm bởi thái độ của ông đối với đồ ăn. Khi Jobs còn trẻ, ông được học rằng mình có thể đạt được sự hưng phấn và thăng hoa nhờ vào những thức ăn đặc biệt. Vì vậy mặc dù biết là mình nên ăn – những bác sĩ đã khẩn cầu ông phải ăn nhiều protein – thì ông vẫn thừa nhận rằng thẳm sâu trong tiềm thức của mình ông có bản năng đối với việc ăn uống và chế độ ăn uống toàn hoa quả của Arnold Ehret mà ông đã áp dụng từ thời niên thiếu. Powell thường xuyên nói với ông rằng điều đó thật điên rồ, thậm chí bà còn chỉ ra rằng Ehret đã chết ở tuổi 56 khi ông ấy bị sẩy chân ngã và đập đầu xuống đất, và bà ấy còn rất tức giận khi ông ngồi xuống bàn và chỉ im lặng nhìn chằm chằm vào chiếc máy tính của mình. “Tôi đã muốn ông ấy phải ăn uống một chút,” bà nói, “và điều đó rất căng thẳng ở gia đình tôi.” Bryar Brown, đầu bếp làm bán thời gian tại gia đình họ, thường đến vào buổi chiều và làm một loạt những món ăn tốt cho sức khỏe, nhưng Jobs chỉ nếm thử một hoặc hai món và sau đó bỏ hết chúng vì không thể ăn được. Một buổi tối, ông tuyên bố, “Tôi có thể sẽ ăn một chút bánh bí đỏ,” và bác Brown tốt bụng đã tự tay làm một chiếc bánh rất đẹp sau một giờ hì hụi. Jobs đã chỉ ăn một miếng duy nhất, nhưng bác Brown rất xúc động.

Powell đã nói chuyện với các chuyên gia về chứng rối loạn ăn uống và các chuyên gia tâm thần học, nhưng chồng bà muốn tránh xa họ. Ông từ chối việc uống bất kỳ loại thuốc nào hay tham gia bất kỳ cuộc điều trị nào đối với sự suy nhược của mình. Ông nói: “Khi bạn có những cảm nhận, như là buồn bã hay tức giận về căn bệnh ung thư hay sự tuyệt vọng của mình, việc che dấu chúng như là đang sống một cuộc sống giả tạo vậy.” Trên thực tế, ông đã chuyển sang thái cực ngược lại. Ông trở nên ủ rũ, dễ khóc và dễ xúc động khi ông kêu than với những người xung quanh rằng ông sắp chết. Sự suy nhược đã trở thành một chu kỳ luẩn quần khiến ông càng không muốn ăn.

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Những bức ảnh và những video của Jobs trông hốc hác bắt đầu xuất hiện trên mạng, và những tin đồn về tình trạng sức khỏe tồi tệ của Jobs nhanh chóng được tràn lan. Powell nhận ra rằng vấn đề là những tin đồn lại sự thật, và chúng không biến mất. Jobs đã miễn cưỡng đồng ý phải nghỉ ốm hai năm trước đó, khi gan của ông bị hỏng, và lần này ông vẫn phản đối việc nghỉ ốm. Nó giống như thể phải từ bỏ quê hương, và không chắc chắn rằng ông sẽ còn dịp trở lại. Cuối cùng khi ông phải khuất phục trước điều không thể tránh khỏi, vào tháng Giêng năm 2011, ban điều hành công ty đã hy vọng ông sẽ làm vậy; trong buổi họp qua điện thoại kéo dài ba phút ông nói với họ là ông muốn nghỉ thêm một lần nữa. Trong những phiên họp liên quan đến việc quản lý, ông vẫn thường thảo luận với ban quản trị những suy nghĩ của ông về việc ai sẽ là người kế nhiệm nếu ông có mệnh hệ gì, ông nêu ra cả những lựa chọn ngắn hạn và dài hạn. Nhưng trong tình trạng hiện tại, không còn nghi ngờ gì rằng Tim Cook sẽ là người đảm nhận việc vận hành các công việc hàng ngày.

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Buổi chiều thứ bảy tiếp sau đó, Jobs đã cho phép vợ ông triệu tập một cuộc họp những bác sĩ của ông. Ông nhận thấy rằng ông đang gặp phải một vấn đề mà ông không bao giờ cho phép xảy ra tại Apple. Việc điều trị của ông đã bị gián đoạn thay vì liền mạch. Mỗi một chứng bệnh trong vô số những chứng bệnh của ông đang được điều trị bởi những chuyên gia khác nhau, những bác sĩ chuyên khoa ung thư, những chuyên gia trị đau, những chuyên gia dinh dưỡng học, những chuyên gia về gan, và những chuyên gia về huyết học – nhưng họ không hợp tác với nhau để tìm ra một phương pháp toàn diện, theo cái cách mà James Eason đã làm ở Memphis. “Một trong những vấn đề lớn trong ngành chăm sóc sức khỏe đó là thiếu những người nghiên cứu dựa trên nhóm đối tượng cụ thể hoặc những luật sư giống như những tiền vệ của mỗi đội bóng.” Powell nói. Điều này đặc biệt đúng ở Stanford, nơi mà có vẻ như chẳng ai chịu trách nhiệm về việc xác định xem dinh dưỡng có liên quan như thế nào đến việc chăm sóc vết thương và bệnh ung thư. Vì vậy Powell đã yêu cầu rất nhiều các chuyên gia tại Stanford tới nhà của mình để tham gia một buổi họp và đồng thời cũng mời một vài vị bác sĩ ở bên ngoài có sử dụng những phương pháp kết hợp và quyết liệt hơn, như là David Agus của USC. Họ cùng thống nhất về một chế độ dinh dưỡng mới trong việc điều trị đau và việc kết hợp với những phương pháp điều trị khác.

Nhờ có một vài nghiên cứu khoa học tiên phong, nhóm các bác sĩ đã có thể giúp Jobs tiến thêm một bước trong việc điều trị ung thư. Ông đã trở thành một trong hai mươi người đầu tiên trên thế giới có tất cả các gen của khối ung thư cũng như các gen của ADN được sắp xếp bình thường. Tại thời điểm đó, quá trình đó tốn tới 100.000 đô-la.

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Việc sắp xếp thứ tự gen và phân tích gen đã được phối hợp thực hiện với đội ngũ chuyên gia tại Stanford, Viện Johns Hopkins, và Học viện Broad thuộc Đại học MIT và Harvard. Bằng việc biết được dấu hiệu tế bào và gen đặc biệt hình thành nên khối u của Jobs, các bác sĩ của ông đã có thể chọn ra đúng loại thuốc đặc trị có thể tập trung tấn công vào đường dẫn phân tử bị hỏng đã khiến những tế bào ung thư phát triển theo một cách thức bất thường. Phương pháp này, được gọi là phương pháp điều trị tập trung vào tế bào, hiệu quả hơn nhiều so với phương pháp hóa trị liệu truyền thống, phương pháp tấn công vào quá trình phân chia của toàn bộ các tế bào trong cơ thể, bất kể tế bào đó là tế bào ung thư hay không. Phương pháp tập trung vào tế bào này không phải là một viên đạn bạc, nhưng có những lúc nó đã gần như có tác dụng như vậy: nó cho phép các bác sĩ xem xét một lượng lớn các loại thuốc – phổ biến hoặc không phổ biến, đã có sẵn hoặc đang trong quá trình nghiên cứu phát triển – để tìm xem một vài loại có công hiệu nhất. Mỗi khi căn bệnh ung thư của ông biến đổi và bị mất tác dụng với một trong những loại thuốc này, các bác sĩ có ngay một loại thuốc khác để sử dụng sau đó.

Mặc dù Powell đã rất cần mẫn trong việc theo dõi quá trình chăm sóc chồng, ông vẫn là một trong những người đưa ra quyết định cuối cùng về mỗi chế độ dinh dưỡng điều trị mới. Một ví dụ điển hình xảy ra vào tháng 5 năm 2011, khi ông tổ chức một buổi họp với George Fisher và những vị bác sĩ khác từ Stanford, những chuyên gia phân tích trình tự sắp xếp gen từ Học viện Broad, và chuyên gia tư vấn từ bên ngoài David Agus. Họ đều tập trung xung quanh một chiếc bàn trong một phòng tại khách sạn Four Seasons ở Palo Alto. Powell đã không đến, nhưng con trai của họ, Reed đã đến.

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Ba tiếng đồng hồ với các bài thuyết trình của những nhà nghiên cứu thuộc Standford và Học viện Broad về những thông tin mới mà họ mới thu thập được về những dấu hiệu về gen đối với căn bệnh ung thư của ông. Jobs vẫn thường nóng tính. Có một lần ông đã ngắt quãng một chuyên gia phân tích của Học viện Broad người đã mắc lỗi trong việc sử dụng chương trình trình chiếu PowerPoint. Jobs đã khiển trách anh ta và giải thích tại sao phần mềm thuyết trình Keynote của Apple lại tốt hơn, ông thậm chí còn đề nghị dạy anh ta cách sử dụng nó. Cuối buổi hội thảo, Jobs và nhóm làm việc đã xem một lượt tất cả những dữ liệu thuộc phân tử, đánh giá những nguyên nhân căn bản đối với mỗi một liệu pháp khả thi, và đưa ra một danh sách những bài kiểm tra có thể giúp họ sắp xếp thứ tự ưu tiên áp dụng những liệu pháp này.

Một trong những vị bác sĩ đã nói với ông rằng có một hi vọng cho bệnh ung thư của ông, và những người khác thích điều đó, nó sẽ sớm được cân nhắc như một căn bệnh ung thư hiếm hoi có thể kiểm soát được, căn bệnh mà có thể duy trì cho tới khi người bệnh chết về một nguyên nhân khác. “Hoặc tôi sẽ trở thành một trong những người đầu tiên có thể chiến thắng bệnh ung thư theo phương pháp này, hoặc tôi sẽ là một trong những người cuối cùng chết vì nó,” Jobs nói với tôi ngay sau một trong những cuộc họp với các bác sĩ. “Hoặc sẽ là một trong số những người khiến phương pháp này trở thành phương pháp cốt lõi, hoặc là người cuối cùng loại bỏ nó.”

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Những vị khách viếng thăm

Khi việc ông xin nghỉ ốm năm 2011 được công bố, tình trạng có vẻ như kinh khủng tới mức Lisa Brenan-Jobs đã liên lạc lại sau hơn một năm gián đoạn và sắp xếp để bay từ New York đến ngay tuần sau đó. Mối quan hệ giữa cô và cha cô đã được xây dựng dựa trên sự oán giận. Cô đã cảm thấy sợ hãi một cách khó hiểu khi gần như đã bị bỏ rơi hoàn toàn trong mười năm đầu đời. Sự việc càng trở nên tồi tệ khi cô được thừa hưởng một vài tính dễ cáu giận của ông, và ông thì cảm thấy cố có nét tính cách hay than vãn của mẹ cô. “Tôi đã nói với con bé rất nhiều lần rằng tôi ước có thể là một người cha tốt hơn khi con bé năm tuổi, nhưng bây giờ con bé nên bỏ qua mọi chuyện hơn là cứ giận dữ như vậy suốt phần đời còn lại,” ông nhớ lại ngay trước khi Lisa tới.

Chuyến thăm đã diễn ra tốt đẹp. Jobs đã bắt đầu cảm thấy khá hơn một chút, và ông ở trong tâm trạng thân thiện và thể hiện sự yêu mến đối với những người xung quanh. Ở độ tuổi ba mươi hai, gần như lần đầu tiền trong cuộc đời, Lisa đang có một mối quan hệ nghiêm túc. Bạn trai cô là một nhà làm phim trẻ sống chật vật đến từ California, và Jobs đã đi xa tới mức đề nghị cô trở lại Palo Alto nếu họ cưới nhau. “Nhìn xem, cha không biết còn sống được bao lâu nữa,” ông nói với cô. “Những bác sĩ không thể nói cho cha biết. Nếu con muốn nhìn thấy cha nhiều hơn, con nên chuyển tới đây. Tại sao con còn phải đắn đo như vậy?” Mặc dù Lisa đã không chuyển về, Jobs cũng đã rất hài lòng về việc hòa giải giữa hai cha con đã có tác dụng. “Tôi đã không chắc về việc tôi muốn con bé tới thăm trước đó, bởi vì tôi đang ốm và tôi không muốn có thêm sự rắc rối nào nữa. Nhưng tôi rất vui mừng vì con bé đã tới. Nó giúp tôi giải tỏa được nhiều thứ trong lòng mình.”

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Jobs đã có một cuộc viếng thăm khác trong tháng đó từ một người cũng muốn xóa bỏ sự ngăn cách. Người đồng sáng lập của Google, Larry Page, chỉ sống cách gia đình Jobs ba khu nhà, đã tuyên bố có kế hoạch nắm lại quyền điều hành công ty từ Eric Schmidt. Ông biết cách khiến Jobs vui: Ông đã hỏi rằng liệu ông có thể ghé qua và học hỏi những bí quyết để trở thành một CEO giỏi. Jobs vẫn còn điên tiết với Google. “Ý nghĩ đầu tiên của tôi là, ‘Đồ khốn,’” ông nhớ lại. “Nhưng sau đó tôi đã nghĩ về lời đề nghị đó và nhận ra rằng mọi người đã giúp tôi khi tôi còn trẻ, từ Bill Hewlett cho tới những người đã làm việc ở HP. Vì thế tôi đã gọi lại cho ông ta và nói là ông ta có thể qua.” Page ghé qua, ngồi trong phòng khách của Jobs, và lắng nghe những ý kiến của Jobs về việc làm nên những sản phẩm vĩ đại và những công ty trường tồn. Jobs nhớ lại:

Chúng tôi đã nói rất nhiều về việc tập trung. Và lựa chọn con người. Cách thức để biết ai là người đáng tin, và làm cách thức nào để xây dựng một đội ngũ gồm những người chủ chốt mà bạn có thể tin cậy. Tôi đã miêu tả nguyên lý nâng và hạ của ròng rọc động mà ông ta cần áp dụng để giúp công ty tránh khỏi bị thua lỗ hoặc bị chen ngang bởi đối thủ cạnh tranh. Vấn đề chính mà tôi nhấn mạnh vào là sự tập trung. Xác định xem Google muốn trở thành gì khi nó phát triển lên. Bây giờ Google đã có mặt ở khắp nơi. Năm sản phẩm mà các bạn muốn tập trung vào là gì? Hãy bỏ qua tất cả những thứ còn lại, bởi vì chúng đang kéo các bạn xuống. Họ sẽ biến các bạn thành Microsoft. Họ sẽ khiến bạn phải loại bỏ nhứng sản phẩm đã phù hợp nhưng không xuất sắc. Tôi đã có gắng để trở nên có ích hết mức có thể. Tôi sẽ tiếp tục làm như vậy với những người như Mark Zuckerberg. Đó là cách mà tôi muốn làm trong khoảng thời gian còn lại của cuộc đời mình. Tôi có thể giúp thế hệ tiếp sau ghi nhớ về nguồn gốc của các công ty vĩ đại ở đây và cách thức để tiếp nối truyền thống đó. Thung lũng Silicon đã rất hỗ trợ tôi. Tôi cần phải nỗ lực hết mình để đền đáp.

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Việc công bố nghỉ ốm vào năm 2011 đã thôi thúc những người khác tới viếng thăm ngôi nhà của Jobs tại Palo Alto. Ví dụ như Bill Clinton đã ghé qua và trò chuyện về mọi thứ từ Trung Đông tới bối cảnh chính trị của Mỹ. Nhưng cuộc viếng thăm ghi dấu ấn sâu sắc nhất là của một huyền thoại công nghệ sinh năm 1955, một nhân vật mà trong hơn ba thập kỷ, đã là đối thủ và là đối tác của Jobs trong việc vạch rõ ra một thời đại của máy tính cá nhân.

Bill Gates chưa bao giờ thôi ngưỡng mộ Jobs. Vào mùa xuân năm 2011, tôi đã cùng ăn tối với Bill tại Washington, nơi ông tới và thảo luận về Quỹ hoạt động vì những nỗ lực nâng cao sức khỏe toàn cầu. Ông đã tỏ ra vô cùng kinh ngạc trước sự thành công của iPad và cách thức mà Jobs, ngay cả khi đang ốm nặng, vẫn tập trung vào nghiên cứu những cách thức để cải tiến nó. “Tôi đang ngồi đây, đơn thuần chỉ cố gắng cứu thế giới khỏi căn bệnh sốt rét và những thứ kiểu như vậy, còn Steve thì vẫn tiếp tục cho ra đời những sản phẩm mới kỳ diệu khác,” ông nói với vẻ thèm muốn. “Có lẽ tôi đã không nên rời bỏ cuộc chơi.” Ông cười và đảm bảo chắc rằng tôi hiểu ông chỉ đang đùa, hoặc ít nhất là một phần nào đó đùa về điều đó.

Qua một người bạn chung là Mike Sage, Gates sắp xếp một chuyến viếng thăm Jobs vào tháng năm. Một ngày trước cuộc viếng thăm, trợ lý của Jobs gọi và nói rằng ông cảm thấy không đủ khỏe để tiếp Gates. Nhưng cuộc hẹn được xếp lịch lại, và vào đầu giờ chiều một ngày, Gates lái xe đến nhà Jobs, đi vào phía cổng sau và mở cửa phòng bếp, ông trông thấy Eve đang học bài trên bàn. “Steve có nhà không con?” ông hỏi. Eve đã chỉ ông tới phòng khách.

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Họ dành hơn ba giờ đồng hồ liền với nhau, chỉ hai người, cùng hồi tưởng lại. “Chúng tôi giống như hai ông già trong ngành cùng ngồi nhìn lại,” Jobs nhớ lại. “Tôi chưa từng thấy ông ấy hạnh phúc đến vậy, và tôi tiếp tục nghĩ tại sao ông ấy có thể trông khỏe mạnh như thế.” Gates cũng bị ấn tượng tương tự như vậy với việc Jobs có nhiều năng lượng hơn ông nghĩ, mặc cho vẻ ngoài hốc hác đến đáng sợ. Jobs rất cởi mở về tình trạng sức khỏe của mình và, ít nhất là vào hôm đó, cảm thấy lạc quan về điều đó. Ông nói với Gates rằng việc áp dụng có thứ tự những phương pháp điều trị sử dụng thuốc trúng mục tiêu giống như việc “nhảy từ cánh hoa này sang cánh hoa khác của một bông loa kèn vậy”, cố gắng để đi trước căn bệnh ung thư một bước.

Jobs đã hỏi một vài câu hỏi về giáo dục, và Gates đã phác họa tầm nhìn của ông về việc những ngôi trường của tương lai sẽ như thế nào, với việc những học sinh theo dõi bài giảng và tự xem những bài học qua video trong khi sử dụng khoảng thời gian lên lớp để thảo luận và tìm ra giải pháp cho các vấn đề. Họ đồng ý rằng đến nay, máy tính đã tạo ra một ảnh hưởng nhỏ bất ngờ lên trường học – ít hơn nhiều so với tác động của nó lên các lĩnh vực khác của xã hội như truyền thông, y khoa và luật. Để thay đổi được điều đó, Gates nói, máy tính và các thiết bị di động cần phải tập trung vào việc đem đến những bài học được cá nhân hóa và cung cấp những phản hồi đầy tính khích lệ.

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Họ cũng trao đổi nhiều về niềm vui của gia đình, bao gồm cả việc họ đã may mắn thế nào khi có những đứa con ngoan và cưới được đúng người phụ nữ của cuộc đời. “Chúng tôi đã cười lớn về việc Jobs đã may mắn thế nào khi gặp Laurence, và bà ấy đã giúp ông bớt khùng một nửa, và việc tôi đã may mắn khi gặp Melinda, và bà ấy cũng đã giúp tôi đỡ khùng một nửa,” Gates nhớ lại. “Chúng tôi cũng đã thảo luận về việc những đứa trẻ cảm thấy thách thức như thế nào khi là con của chúng tôi và cách thức chúng tôi giúp chúng bớt áp lực. Đó là những điều khá riêng tư.” Có một lúc Eve, trước đây đã từng cùng tham gia buổi biểu diễn cưỡi ngựa cùng với con gái Jennifer của Gates, đi thơ thẩn trong bếp, và Gates đã hỏi cô bé chặng nhảy ngựa nào mà cô bé thích nhất.

Khi thời gian trò truyện đã hết, Gates đã khen ngợi Jobs về “những sản phẩm kỳ diệu” mà Jobs đã tạo ra và có thể cứu sống Apple vào cuối những năm 1990 từ tay những kẻ đã gần như phá hủy nó. Ông thậm chí đã chấp nhận một sự nhượng bộ thú vị. Trong toàn bộ sự nghiệp của họ, họ đã gắn chặt với những triết lý cạnh tranh về một trong những vấn đề cơ bản nhất của vấn đề kỹ thuật số: hoặc là phần cứng và phần mềm nên tích hợp hoặc tiếp tục tự phát triển tách rời. “Tôi đã từng tin rằng việc tự phát triển tách rời, nghĩa là mô hình nằm ngang sẽ chiếm ưu thế”, Gates nói với Jobs như vậy. “Nhưng ông đã chứng minh rằng việc tích hợp, mô hình dọc cũng thực sự tuyệt vời.” Jobs đã trả lời lại dựa trên sự thú nhận của mình. “Mô hình của ông cũng thực sự có hiệu quả,” Jobs nói.

Họ đều đúng. Mỗi mô hình đều thành công trong lĩnh vực máy tính cá nhân, nơi mà Macintosh tồn tại song song với rất nhiều những cỗ máy Windows, và điều đó có vẻ cũng đúng trong lĩnh vực thiết bị di động. Nhưng sau khi thuật kỹ lại cuộc thảo luận của họ, Gates đã đưa thêm một dự báo: “Mô hình tích hợp sẽ có hiệu quả chỉ khi Jobs là người chỉ huy. Nhưng điều đó không có nghĩa là trong tương lai mô hình đó sẽ tiếp tục thắng lợi.” Jobs cũng cảm thấy phải bổ sung thêm một dự báo về Gates sau khi mô tả về cuộc gặp mặt giữa hai người: “Tất nhiên, mô hình tự phát triển tách rời của Gates có hiệu quả, nhưng nó không thực sự tạo nên những sản phẩm vĩ đại. Nó tạo ra những sản phẩm dở. Đó là vấn đề. Một vấn đề lớn. Ít nhất là qua thời gian.”

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“Ngày đó đã đến”

Jobs có rất nhiều những ý tưởng và những dự án khác mà ông ấp ủ thực hiện. Ông muốn phá vỡ ngành xuất bản sách giáo khoa và giúp ích cho cột sống của những sinh viên bị đau khớp khỏi phải mang những túi trĩu nặng sách bằng việc tạo ra những tài liệu điện tử và những tài liệu chương trình chạy trên chiếc iPad. Ông cũng đã làm việc với Bill Atkinson, một người bạn của ông trong nhóm Macintosh trước đây, về việc sáng chế ra những công nghệ số hóa có thể hoạt động ở cấp độ từng pixel nhằm cho phép mọi người có thể có được những tấm ảnh đẹp bằng chiếc iPhones ngay cả khi không có đủ ánh sáng. Và ông cũng đã rất muốn làm điều tương tự với ti vi như những gì ông đã từng làm với những chiếc máy tính, những máy nghe nhạc, và điện thoại: khiến chúng trở nên đơn giản và trang nhã. “Tôi muốn tạo ra một chiếc tivi tích hợp và hoàn toàn dễ dàng sử dụng,” ông nói với tôi. “Nó sẽ được kết nối không dây với tất cả những thiết bị khác của bạn và với điện toán đám mây.” Những người sử dụng sẽ không còn phải mất thì giờ với những chiếc điều khiển từ xa phức tạp của đầu DVD và những kênh truyền hình cáp. “Nó sẽ có giao diện người dùng đơn giản nhất mà bạn có thể hình dung ra. Cuối cùng thì tôi đã có thể dấn thân vào sản phẩm này.”

Nhưng cho đến tháng Bảy năm 2011, căn bệnh ung thư đã di căn tới tủy của Jobs và những bộ phận khác trong cơ thể, các bác sĩ gặp khó khăn trong việc tìm ra loại thuốc đặc chủng có thể đẩy lui sự di căn này. Ông rất đau đớn, ngủ một cách thất thường, suy kiệt năng lượng và phải dừng làm việc. Ông và Powell đã đặt một chuyến du thuyền cho cả gia đình cuối tháng đó, nhưng những kế hoạch đó đều bị hủy bỏ. Ông vẫn không ăn một chút thức ăn đặc nào, và ông dành hầu hết thời gian ở trong phòng ngủ xem ti vi.

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Vào tháng Tám, tôi nhận được một tin nhắn rằng ông muốn tôi tới thăm. Khi tôi đến nhà ông, đó là một buổi sáng thứ bảy, ông vẫn đang ngủ, nên tôi ngồi xuống cạnh vợ và những đứa con của ông trong vườn, nơi ngập tràn hương thơm của những bông hồng vàng và rất nhiều loài hoa cúc, cho đến khi ông nhắn tôi vào. Tôi thấy ông cuộn tròn trên giường, mặc một chiếc quần sooc màu ka ki và một chiếc áo cao cổ trắng. Chân của ông gầy guộc như ống giang, nhưng nụ cười của ông rất nhẹ và chỉ thoáng qua. “Chúng ta cần rất khẩn trương, bởi vì tôi rất yếu,” ông nói.

Ông đã muốn chỉ cho tôi một số bức ảnh cá nhân và để tôi chọn một vài tấm dùng cho cuốn sách. Bởi vì ông đã quá yếu để có thể rời khỏi giường, nên ông đã chỉ cho tôi những chiếc ngăn kéo trong phòng, và tôi đã rất cẩn thận đưa cho ông những bức ảnh trong mỗi ngăn. Khi tôi ngồi xuống bên cạnh giường, tôi giữ những tấm ảnh và giở cho ông xem từng chiếc một. Một vài tấm ảnh gợi lên những câu chuyện; những tấm khác chỉ tạo ra những tiếng làu bàu hoặc một nụ cười. Tôi chưa bao giờ thấy một tấm ảnh nào của cha ông, Paul Jobs, và tôi đã phải giật mình khi tôi thấy một tấm ảnh về một người đàn ông đẹp trai nhưng trông khắc khổ ôm trong tay một đứa trẻ vào những năm 1950. “Đúng, đó là cha tôi,” Jobs nói. “Ông có thể sử dụng bức ảnh này.” Sau đó ông chỉ cho tôi một chiếc hộp gần cửa sổ có chứa một tấm ảnh của cha ông đang nhìn ông rất trìu mến trong đám cưới của chính ông. “Ông ấy là một người đàn ông tuyệt vời,” Jobs nói gần như thì thầm. Tôi đã nói thầm sau đó rằng “Ông ấy chắc hẳn đã rất tự hào về ông.” Jobs đã chỉnh câu nói của tôi: “Ông ấy đã rất tự hào về tôi.”

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Những tấm ảnh dường như đã tiếp thêm sinh khí cho ông chỉ trong giây lát. Chúng tôi đã trò chuyện về những điều mà rất nhiều người trong quá khứ, từ Tina Redse tới Mike Markkula cho tới Bill Gates, đã nghĩ về ông. Tôi đã kể lại chi tiết những gì Gates đã nói sau cuộc viếng thăm của Gates với Jobs, cuộc nói chuyện mà Gates đã chỉ ra rằng mô hình tích hợp thực sự có hiệu quả, nhưng chỉ “khi Steve đang giữ vai trò chỉ huy.” Jobs cho rằng điều đó thật ngớ ngẩn. “Bất cứ ai cũng có thể tạo ra những sản phẩm tốt hơn theo cách thức như vậy, chứ không chỉ mình tôi,” ông nói. Vì vậy tôi đã yêu cầu ông đưa ra tên một công ty nào khác đã tạo ra những sản phẩm vĩ đại bằng cách tuân thủ sự tích hợp nhất quán từ đầu tới cuối. Ông nghĩ một lúc, cố gắng đưa ra một ví dụ. “Những công ty ô tô,” cuối cùng ông nói, nhưng sau đó ông đã bổ sung thêm, “Hoặc là ít nhất là họ đã từng như vậy.”

Khi cuộc trò chuyện của chúng tôi chuyển sang tình trạng tồi tệ của nền kinh tế và chính trị, ông đã đưa ra một vài ý kiến rất sắc bén về việc thiếu sự lãnh đạo mạnh mẽ trên thế giới. “Tôi thất vọng về Obama”, ông nói. “Ông ấy có vấn đề trong lãnh đạo bởi vì ông ấy không muốn làm mất lòng mọi người hoặc khiến mọi người tức giận.” Jobs đã bắt ngay được ý nghĩ của tôi và bày tỏ sự tán đồng bằng một nụ cười: “Đúng vậy, đó không phải là vấn đề mà tôi mắc phải.”

Sau hai tiếng trò chuyện, ông trở nên im lặng, vì vậy tôi rời khỏi giường và chuẩn bị ra về. “Đợi đã,” ông nói, trong khi ông vẫy tôi ngồi lại giường. Chỉ mất một hoặc hai phút để ông có thể lấy lại đủ năng lượng để tiếp tục cuộc trò chuyện. Cuối cùng ông nói, “Tôi rất lo lắng về dự án này,” ông muốn nói đến quyết định của mình trong việc viết cuốn sách này. “Tôi đã thực sự lo lắng.”

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Tôi hỏi ông “Tại sao ông lại muốn viết cuốn sách này?”

“Tôi muốn các con tôi biết về tôi,” ông nói. “Tôi đã không thường xuyên ở bên cạnh chúng, và tôi đã rất muốn chúng biết tại sao lại như vậy và hiểu được điều mà tôi đã làm. Thêm vào đó, khi tôi ốm, tôi đã nhận ra những người khác sẽ viết về tôi nếu tôi chết, mà họ không biết gì hết. Họ hiểu sai mọi thứ. Vì vậy tôi muốn chắc chắn rằng có một ai đó nghe được những điều tôi cần phải nói.”

Trong hai năm, ông ấy chưa bao giờ hỏi bất cứ điều gì về việc tôi sẽ đưa những gì vào cuốn sách, hay tôi sẽ đưa ra những kết luận gì. Nhưng bây giờ khi ông nhìn tôi và nói, “Tôi biết có rất nhiều thứ trong cuốn sách mà tôi sẽ không thích.” Câu này của ông giống như một câu hỏi hơn là một câu khẳng định, và khi ông nhìn chằm chằm vào tôi chờ đợi câu trả lời, tôi đã gật đầu, cười, và nói rằng tôi chắc chắn điều đó là sự thật. “Thế thì tốt,” ông nói. “Vậy thì nó sẽ không giống một cuốn sách lưu hành trong nhà nữa. Tôi sẽ không đọc nó ngay, bởi vì tôi không muốn nổi cáu. Có lẽ tôi nên đọc nó sau một năm nữa – nếu tôi vẫn còn sống.” Khi đó, đôi mắt của ông ấy nhắm nghiền và tất cả mọi năng lượng của ông dường như biến mất, vì vậy tôi đã lặng lẽ ra về.

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Khi sức khỏe của ông đã suy giảm đi rất nhiều sau mùa hè, Jobs đã từ từ phải đối mặt với định mệnh: Ông sẽ không thể trở lại làm CEO của Apple. Vì vậy đã đến lúc ông cần phải từ chức. Ông đánh vật với quyết định đó hàng tuần liền, thảo luận với vợ, Bill Campbell, Jony Ive, và George Riley. “Một trong những việc mà tôi muốn làm đối với Apple đó là đưa ra một hình mẫu về việc làm thế nào bạn chuyển giao quyền lực một cách đúng đắn,” ông nói với tôi. Ông đã đùa về tất cả những thời kỳ chuyển giao quyền lực khó khăn đã diễn ra trong công ty trong suốt ba mươi lăm năm qua. “Nó luôn luôn là một vở kịch, giống như một quốc gia thế giới thứ ba. Một phần mục tiêu của tôi đó là khiến Apple trở thành công ty tốt nhất trên thế giới, và một sự chuyển giao quyền lực gọn gàng là điều cốt yếu để thực hiện việc đó.

Ông quyết định rằng thời điểm và không gian tốt nhất để chuyển giao quyền lực đó là ngày họp ban điều hành thường kỳ của công ty vào ngày 24 tháng Tám. Ông đã rất háo hức được trực tiếp làm việc đó, hơn là chỉ đơn thuần gửi một lá thư hoặc là thông báo qua điện thoại, vì vậy ông đã tự bắt mình phải ăn và lấy lại một chút sức khỏe. Một ngày trước buổi họp, ông đã quyết định là ông có thể làm được việc đó, nhưng ông cần có sự giúp đỡ của một chiếc xe lăn. Họ đã sắp xếp để ông lái xe lăn tới trụ sở và lăn bánh xe vào phòng hội đồng một cách bí mật hết sức có thể.

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Ông đã đến ngay trước 11 giờ sáng, khi các thành viên ban điều hành đã hoàn thiện các bản báo cáo với ủy ban và những công việc thường ngày khác. Hầu hết mọi người đều biết việc gì sắp diễn ra. Nhưng thay vì đi thẳng vào vấn đề mà mọi người đều đang nghĩ đến, Tim Cook và Peter Oppenheimer, giám đốc tài chính, đã thông báo một lượt các kết quả kinh doanh trong quý và những dự báo cho năm tới. Sau đó Jobs đã nói thầm rằng ông có điều riêng tư cần nói. Cook hỏi ông liệu anh và những quản lý cấp cao khác có cần phải rời đi không, và Jobs đã im lặng trong hơn ba mươi giây trước khi ông quyết định là mọi người nên rời đi. Ngay khi cả phòng không còn ai ngoại trừ những giám đốc thuê ngoài, ông bắt đầu đọc lá thư mà ông đã soạn và sửa hàng tuần trước đó. Nó bắt đầu như thế này “Tôi vẫn luôn nói rằng nếu có một ngày tôi không thể hoàn thành được trách nhiệm và kỳ vọng của mọi người với tư cách là CEO của Apple, thì tôi nên là người đầu tiên thông báo cho các bạn. Thật không may, ngày đó đã đến.”

Bức thư thật đơn giản, thẳng thắn và chỉ dài tám câu. Trong bức thư ông đề xuất rằng Cook sẽ thay thế ông, và ông đã đề nghị được làm chủ tịch của ban quản trị. “Tôi tin rằng những ngày tháng tươi sáng và mang tính đột phá nhất của Apple đang ở phía trước. Và tôi ngóng chờ để theo dõi và đóng góp vào sự thành công của công ty trong vai trò mới.”

Đó là một câu dài. Al Gore là người đầu tiên cất tiếng, và anh đã liệt kê ra những thành tựu của Jobs trong suốt thời gian tại vị. Mickey Drexler đã bổ sung thêm rằng theo dõi quá trình Jobs biến chuyển Apple là “điều kỳ diệu nhất mà tôi đã từng thấy trong kinh doanh,” và Art Levinson đã ca ngợi sự cần mẫn của Jobs trong việc đảm bảo rằng việc chuyển giao quyền lực diễn ra suôn sẻ. Campbell không nói gì, nhưng anh khóc khi quyết định chính thức về việc chuyển giao quyền lực được thông qua.

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Trong bữa trưa, Scott Forstall và Phil Schiller đã trưng bày những mô hình nguyên bản của một vài sản phẩm mà Apple đã tung ra thị trường. Jobs đã liên tiếp đưa ra những câu hỏi và những đánh giá của mình về chúng, đặc biệt là về dung lượng tối đa của sản phẩm thế hệ thứ tư - những mạng lưới kiểu tế bào này và những tính năng cần có trong những chiếc điện thoại của tương lai. Khi Forstall trình diễn một ứng dụng nhận diện giọng nói, anh thấy hơi lúng túng, Jobs đã chộp lấy chiếc điện thoại ở giữa của của bản demo và tiếp tục xem liệu ông có thể làm xáo trộn nó như thế nào. “Thời tiết ở Palo Alto như thế nào? Ông hỏi. Ứng dụng đã đáp lại. Sau một vài câu hỏi khác, Jobs đã thách thức nó: “Mày là nam hay là nữ?” Thật đáng ngạc nhiên, ứng dụng đã trả lời bằng tiếng rô bốt, “Họ không xác định giới tính cho tôi.” Trong một khoảnh khắc tinh thần của ông đã phấn chấn hơn.

Khi bài nói chuyện chuyển sang máy tính bảng, một vài người đã biểu lộ niềm tự hào chiến thắng rằng HP đã vừa phải từ bỏ lĩnh vực này, không thể cạnh tranh với iPad. Nhưng Jobs bỗng trở nên u ám và bày tỏ rằng đó thực sự là một khoảnh khắc buồn. “Hewlett và Packard đã xây dựng một công ty vĩ đại, và họ nghĩ rằng họ đã đặt nó vào tay của những người tài giỏi,” ông nói. “Nhưng bây giờ nó đang bị chia cắt và bị phá hủy. Đó là bi kịch. Tôi hy vọng rằng tôi đã để lại một di sản mạnh hơn để điều đó không bao giờ xảy đến với Apple.” Khi ông chuẩn bị rời đi, các thành viên ban quản trị đã tề tựu quanh ông và dành cho ông một cái ôm thắm thiết.

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Sau buổi họp với đội ngũ điều hành để giải thích những tin mới, Jobs đã lại về nhà cùng với George Riley. Khi họ về đến nhà, Powell đang ở sân sau thu hoạch mật ong từ những đõ ong bà đã chăm sóc, với sự giúp đỡ của Eve. Họ bỏ những chiếc mũ bảo hiểm che mặt và mang bình mật ong vào bếp, nơi Reed và Erin đã tập hợp đầy đủ, vì vậy tất cả họ đã có thể tổ chức bữa tiệc nhẹ nhàng kỷ niệm buổi chuyển giao quyền lực. Jobs đã ăn một muỗng đầy mật ong và phát biểu về vị ngọt tuyệt vời của nó.

Tối hôm đó, ông đã nhấn mạnh với tôi rằng niềm hy vọng của ông là cố gắng năng động hết mức có thể chừng nào mà sức khỏe của ông còn cho phép. “Tôi đang làm việc về những sản phẩm mới và marketing và những việc mà tôi thích,” ông nói. Nhưng khi tôi hỏi ông thực sự cảm thấy như thế nào về việc từ bỏ quyền kiểm soát công ty mà ông đã xây dựng nên, giọng ông bỗng trở nên bâng khuâng, và ông đã chuyển về thời quá khứ. “Tôi đã có một sự nghiệp rất may mắn, một cuộc sống rất may mắn,” ông trả lời. “Tôi đã làm tất cả những gì tôi có thể.”

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Chương 42

DI SẢN

Thiên đường sáng tao sáng ngời

Thuyết trình tại Macworld 2006, phía sau là hình ảnh Jobs và Wozniak 30 năm trước.

FireWire

Cá tính của Jobs được phản ánh trong chính những sản phẩm của ông. Triết lý cốt lõi của Apple, từ thời chiếc Macintosh đầu tiên năm 1984 cho đến thế hệ iPad là sự tích hợp toàn bộ giữa phần mềm và phần cứng, và tất cả đều liên quan đến Steve Jobs: niềm đam mê, chủ nghĩa hoàn hảo, sự tinh quái, niềm khát khao, tính nghệ thuật, sự liều lĩnh và cả nỗi ám ảnh kiểm soát, được kết nối trọn vẹn với phương thức kinh doanh cũng như chế tạo sản phẩm của ông.

Lý thuyết trường thống nhất – thứ gắn liền với tính cách cũng như sản phẩm của Steve Jobs được khởi đầu bởi nét tính cách tiêu biểu nhất của ông: sự mạnh mẽ. Đôi khi, chính sự mạnh mẽ này là điểm cuốn hút, theo cách thức nhạt nhẽo của những kẻ chỉ có đam mê duy nhất là máy tính, chẳng hạn như khi ông giải thích về sự uyên thâm, sâu sắc trong phần âm nhạc của Bob Dylan hay tại sao bất kỳ sản phẩm nào Apple giới thiệu ra công chúng đều luôn là những sản phẩm đáng kinh ngạc nhất. Nhưng những lúc khác, sự mạnh mẽ đó lại thật đáng kinh sợ, điển hình như khi Steve quy kết Microsolf hay Google lợi dụng Apple.

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Chính sự mạnh mẽ này đã mang đến cho Steve cái nhìn nhị phân về thế giới. Các đồng nghiệp của Steve thì cho rằng đó là sự lưỡng phân anh hùng/kẻ ngu dốt. Bạn có thể vừa thế này lại vừa thế kia, thậm chí chỉ trong cùng một ngày. Điều đó cũng đúng với sản phẩm, ý tưởng và thậm chí là cả đồ ăn: Một thứ vừa có thể là “tuyệt vời chưa từng có” nhưng cũng đồng thời có thể là kinh tởm, ngu dốt và không thể nuốt được. Chính vì thế, bất kỳ lỗ hổng nhận thức nào cũng có thể khiến người ta trở nên huênh hoang, khoác lác. Vì vậy, đối với các công đoạn - việc hoàn thiện các mảnh kim loại, các khúc uốn cong của đầu đinh vít, các sắc thái của màu xanh trên chiếc hộp, khả năng cảm ứng của màn hình điều hướng - Jobs thường luôn nói rằng “chúng hoàn toàn đã vỡ mộng”, rồi sau đó khi hoàn toàn chắc chắn, ông mới tuyên bố các sản phẩm đó là “hết sức tuyệt vời”. Ông luôn tự cho mình là một nghệ sỹ - một yếu tố sẵn có trong con người ông – và thật sự theo đuổi tính nghệ sỹ đó.

Chính đòi hỏi về sự hoàn hảo đã khiến Steve buộc Apple phải có được sự kiểm soát toàn bộ đối với tất cả các sản phẩm của mình. Steve đã nổi sung, thậm chí còn tệ hơn, khi chứng kiến phần mềm tuyệt vời của Apple chạy trên phần cứng yếu kém của một công ty khác. Tương tự, Steve dị ứng với suy nghĩ rằng các ứng dụng hay nội dung chưa được chứng nhận sẽ làm “ô nhiễm” sự hoàn hảo nơi các thiết bị của Apple. Khả năng tích hợp phần mềm và phần cứng cũng như nội dung vào một hệ thống hợp nhất đã giúp ông thực hiện được mục tiêu về tính đơn giản. Nhà thiên văn học Johannes Kepler đã nói rằng “Thiên nhiên ưa chuộng sự đơn giản và tính đơn nhất”. Và Steve cũng vậy.

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Thiên hướng đối với các hệ thống tích hợp đã khiến ông kiên quyết đi theo một khía cạnh của thiết bị nền tảng nhất trong thế giới công nghệ số: hệ thống mở và đóng. Các đặc tính chống tin tặc được truyền từ Câu lạc bộ máy tính Homebrew đã có được ích lợi từ hệ thống mở, bởi ở đó sự kiểm soát trung tâm rất yếu và người sử dụng có thể tự do thay đổi phần cứng và phần mềm, chia sẻ mã code, viết tiêu chuẩn mở, trốn tránh các hệ thống độc quyền và có những ứng dụng và nội dung tương thích với nhiều hệ thống hoạt động cũng như thiết bị khác nhau. Wozniak cũng đi theo xu hướng này: Chiếc Apple II mà ông thiết kế rất dễ mở và có nhiều khe cắm và cổng để mọi người có thể sử dụng sao cho thoải mái nhất. Nhưng cùng với Macintosh, Steve đã trở thành cha đẻ của một xu hướng hoàn toàn khác. Macintosh sẽ là một thiết bị mà phần cứng và phần mềm được đan cài chặt chẽ với nhau và không thể thay đổi. Những đặc tính chống tin tặc sẽ phải bị hy sinh để tạo ra một trải nghiệm người dùng đơn giản và trơn tru, liền mạch.

Cũng chính điều này là nguyên nhân khiến Jobs đưa ra quyết định rằng hệ thống điều hành của Macintosh sẽ không “tương thích” với bất kỳ phần cứng của một công ty nào khác. Ngược lại, Microsoft lại theo đuổi chiến lược hoàn toàn trái chiều, cho phép hệ thống điều hành của Windows được cấp phép thoải mái. Điều đó không giúp tạo ra những chiếc máy tính tinh xảo, nhưng lại đưa Microsoft đến vị trí thống trị trong thế giới hệ điều hành. Sau khi thị phần của Apple sụt giảm xuống còn dưới 5%, phương pháp của Microsoft được tuyên bố là “kẻ chiến thắng” trong lãnh địa máy tính cá nhân.

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Tuy nhiên, về lâu dài, mô hình của Jobs được chứng minh là có những lợi thế nhất định. Bất chấp thị phần nhỏ bé, Apple vẫn có thể duy trì biên lợi nhuận lớn trong khi những nhà sản xuất máy máy tính khác chỉ ở mức thông thường. Ví dụ, năm 2010, Apple chỉ chiếm 7% trong tổng doanh thu của thị trường máy tính cá nhân, nhưng lại có được 35% lợi nhuận hoạt động.

Nổi bật hơn, đầu những năm 2000, sự kiên quyết của Jobs đối với hệ thống tích hợp toàn bộ đã mang đến cho Apple lợi thế trong việc phát triển chiến lược trục bánh xe công nghệ số - cho phép máy tính để bàn của bạn có thể kết nối trơn tru với tất cả các thiết bị di động, xách tay khác nhau. Ví dụ, iPod là một hệ thống đóng và tích hợp chặt chẽ. Để sử dụng nó, bạn cần sử dụng phần mềm iTunes của Apple và tải nội dung từ iTunes Store của họ. Kết quả là iPod, cũng như iPhone và iPad sau này, là sản phẩm xuất sắc tinh tế, trái ngược với các sản phẩm cạnh tranh thiếu liên kết và không thể tạo ra trải nghiệm người dùng toàn bộ liền mạch.

Chiến lược của Apple đã mang lại kết quả. Tháng 5 năm 2000, giá trị thị phần của Apple là 1/20 so với Microsoft. Nhưng đến tháng 5 năm 2010, Apple qua mặt Microsoft và trở thành công ty công nghệ giá trị nhất thế giới. Đến tháng 9/2011, giá trị của Apple vượt xa 70% so với Microsoft. Trong quý đầu năm 2011, thị phần máy tính cá nhân Windows giảm xuống còn 1%, trong khi thị phần của Mac tăng lên 28%.

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Đến lúc này, một cuộc chiến mới lại bắt đầu trong thế giới thiết bị di động. Google tiến hành nhiều phương pháp mở hơn, cho phép bất kỳ nhà sản xuất máy điện thoại bàn hoặc điện thoại di động nào cũng có thể sử dụng hệ điều hành Android của họ. Đến năm 2011, thị phần di động của Google tương đương với của Apple. Mặt hạn chế trong hệ thống mở của Android đó là nó có thể bị phân đoạn. Rất nhiều nhà sản xuất máy cầm tay và máy tính bảng đã thay đổi hệ điều hành Android thành hàng chục loại và dạng khác nhau, khiến ứng dụng khó có thể duy trì được sự nhất quán cũng như không thể sử dụng được tất cả các tính năng của nó. Tuy nhiên, cả hai phương pháp này đều có những ưu điểm riêng. Một số người muốn được tự do sử dụng hệ thống mở và có nhiều lựa chọn đối với phần cứng hơn, trong khi những người khác rõ ràng lại thích sự kiểm soát và tích hợp chặt chẽ của Apple – đồng nghĩa với việc sản phẩm có giao diện đơn giản, tuổi đời pin cao, tính thân thiện với người dùng và sử dụng nội dung dễ dàng hơn.

Khuyết điểm trong phương pháp của Steve đó là chính khát khao đem lại niềm yêu thích, vui sướng cho người dùng đã khiến ông từ chối trao quyền cho họ. Một trong những nhà đề xuất thận trọng và thấu đáo nhất về một môi trường mở là Jonathan Zittrain của Đại học Harvard. Ông đã mở đầu cuốn sách The Future of the Internet – And How to Stop It (Tương lai của Internet – Và cách thức ngăn chặn nó) bằng phần giới thiệu về iPhone của Jobs, đồng thời đưa ra lời cảnh báo về hệ quả của việc thay thế máy tính cá nhân bằng “những ứng dụng nghèo nàn bám chặt vào một hệ thống kiểm soát”.

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Thậm chí, một người nồng nhiệt hơn – Cory Doctorow – người viết ra bản tuyên ngôn mang tên “Tại sao tôi sẽ không mua iPad” cho trang blog Boing Boing, đã viết: “Quá thông minh và chín chắn khi tiến hành cách thiết kế đó. Nhưng nó cũng rõ ràng là sự khinh miệt đối với người chủ của mình. Mua một chiếc iPad cho con của bạn không có nghĩa là ngay lập tức nhận thức rằng thế giới này là của bạn để rồi thích thì tách ra và tập hợp vào, mà nó là cách để nói với con cái của bạn rằng ngay cả thay pin cũng là việc mà bạn cần giao phó cho các chuyên gia.”

Đối với Jobs, niềm tin vào phương pháp tích hợp là chính đáng. “Chúng tôi thực hiện những điều này không phải bởi chúng tôi là những kẻ lập dị, độc đoán muốn kiểm soát mọi thứ”, ông giải thích “mà bởi chúng tôi muốn tạo ra những sản phẩm tuyệt vời, bởi chúng tôi quan tâm đến người sử dụng, và bởi chúng tôi muốn đảm trách toàn bộ các trải nghiệm của khách hàng thay vì những thứ tào lao mà những kẻ khác đã tạo ra.” Jobs cũng tin tưởng rằng mình đang mang đến sự phục vụ hữu ích cho con người: “Họ quá bận rộn hoàn thiện tốt nhất những công việc thuộc phạm vi của mình, và họ muốn chúng tôi làm cũng làm điều tương tự. Cuộc sống của họ quá bận rộn, họ có quá nhiều thứ để làm hơn là suy nghĩ về việc làm thế nào để kết nối máy tính của mình với các thiết bị.”

Đôi khi, phương pháp này không đem lại kết quả tốt đẹp đối với lợi nhuận kinh doanh ngắn hạn của Apple. Nhưng trong một thế giới với đầy ắp những thiết bị đáng bỏ đi, những thông báo lỗi khó hiểu và giao diện màn hình khó chịu, phương pháp này mang đến những sản phẩm đầy kinh ngạc với những trải nghiệm người dùng hấp dẫn. Sử dụng một sản phẩm Apple có thể được so sánh với cảm giác tuyệt vời khi đi dạo trong vườn Thiền ở Kyoto mà Jobs đặc biệt yêu thích, và không có trải nghiệm nào được tạo ra bởi sự tôn thờ “bệ thờ của tính chất mở” hay cho phép hàng nghìn bông hoa được nở rộ. Đôi khi, việc ở trong tay của những kẻ lập dị thích kiểm soát cũng là một điều hay.

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Sự mạnh mẽ của Jobs cũng được thể hiện rõ rệt ở khả năng tập trung. Ông sẽ đặt ra những ưu tiên, hướng sự tập trung cao độ vào đó và không để xảy ra bất kỳ sự xao nhãng nào. Nếu một điều gì đó thu hút sự quan tâm của Job – giao diện người dùng cho Macintosh nguyên bản, thiết kế iPod và iPhone, đưa âm nhạc vào iTune Store – ông đều rất tập trung cao độ, không ngừng nghỉ. Nhưng nếu không muốn dính dáng đến một việc gì đó – một vấn đề nhức đầu liên quan đến pháp luật, một vấn đề kinh doanh, việc chẩn đoán ung thư của mình, sự lôi kéo của gia đình – ông sẽ kiên quyết phớt lờ nó. Chính sự tập trung đó đã giúp ông có thể nói không với những điều không mong muốn. Ông đã đưa Apple trở lại đường ray chính bằng cách loại bỏ tất cả chỉ trừ một vài sản phẩm cốt lõi. Ông tạo ra những thiết bị đơn giản hơn bằng cách giảm bớt các nút nhấn, phần mềm đơn giản hơn bằng cách loại bỏ các tính năng và giao diện đơn giản hơn bằng cách bỏ bớt đi các lựa chọn.

Jobs cũng mang khả năng tập trung cùng niềm yêu thích sự đơn giản đến với việc hành Thiền của mình. Việc này mài dũa khả năng đánh giá bằng trực giác, chỉ cho ông thấy cách thức loại bỏ bất kỳ thứ gì gây cản trở, ngắt quãng hay không cần thiết, và nuôi dưỡng nơi ông khiếu thẩm mỹ về chủ nghĩa tối giản.

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Không may thay, việc hành Thiền của ông không bao giờ mang đến cho ông sự bình tĩnh hay trầm lặng nội tại, nhưng điều đó cũng lại là một trong những di sản của ông. Ông thường mất kiên nhẫn và rối loạn – những đặc điểm mà ông không thể che giấu. Hầu hết tất cả mọi người đều có một bộ điều chỉnh giữa tư duy và những điều nói ra – thứ điều tiết cảm giác độc ác và những cơn bốc đồng bảo thủ. Nhưng Jobs thì không. Ông trung thực đến tàn nhẫn. “Công việc của tôi là nói ra khi có bất kỳ điều gì không như mong đợi, chứ không phải là giấu giếm, bao che nó”, ông nói. Chính điều này khiến ông càng trở nên thuyết phục, lôi cuốn và gợi cảm hứng, nhưng đồng thời cũng, theo ngôn ngữ kỹ thuật, rất khốn nạn.

Andy Hertfeld đã nói với tôi: “Có một câu hỏi mà tôi thật lòng muốn Steve trả lời, đó là: ‘Tại sao đôi khi ông lại ích kỷ như vậy?’” Thậm chí ngay cả các thành viên trong gia đình cũng tự hỏi liệu có phải đơn giản là vì ông thiếu bộ lọc kiềm chế trước việc gây ra những suy nghĩ mang tính xúc phạm, gây tổn thương hay chủ ý phớt lờ chúng đi. Jobs tự cho rằng tính cách đó là do sinh ra đã thế. Nhưng tôi cho rằng ông thật sự có thể tự kiểm soát bản thân, nếu ông muốn. Khi Jobs gây tổn thương cho mọi người, đó không phải bởi ông thiếu nhận thức về cảm xúc. Mà hoàn toàn ngược lại: ông có thể quan sát và nhận biết con người, hiểu rõ suy nghĩ của họ cũng như biết cách kết thân, tán tỉnh hay thậm chí là gây tổn thương cho họ theo ý mình.

Sự cáu kỉnh, tồi tệ không mang cho ông điều gì tốt đẹp. Nó gây cho ông nhiều trở ngại hơn là giúp đỡ. Nhưng đôi khi, nó cũng hỗ trợ cho một mục đích nào đó. Những nhà lãnh đạo dịu dàng và lịch sự, những người luôn chú ý tránh gây tổn thương cho người khác, thông thường lại không hiệu quả trong việc thúc đẩy sự thay đổi. Hàng chục đồng nghiệp từng bị Jobs lăng mạ tồi tệ nhất đã trung thực thừa nhận rằng ông đã khiến họ làm được những điều mà họ chưa bao giờ nghĩ rằng mình có thể. Và ông đã tạo ra một doanh nghiệp ních đầy những tuyển thủ hạng A.

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Thiên tiểu thuyết về chiến công của Steve là câu chuyện thần thoại được tạo ra và thừa nhận như một sự thật hiển nhiên tại Thung lũng Silicon: khởi sự một doanh nghiệp trong chính gara của bố mẹ và biến nó thành công ty giá trị nhất thế giới. Thẳng thắn mà nói, ông không sáng tạo ra nhiều thứ nhưng lại là bậc thầy trong việc kết hợp các ý tưởng, nghệ thuật và công nghệ theo những cách thức mà sẽ sáng tạo ra tương lai. Ông đã thiết kế Mac sau khi đánh giá sức mạnh của giao diện đồ họa theo cách mà Xerox đã không thể làm được, và sau đó tạo ra iPod khi thấu hiểu niềm vui sướng của con người nếu có được hàng nghìn bài hát trong chiếc túi của mình, nhưng theo cách thức mà Sony – nơi có đầy đủ tiềm lực và di sản – không thể hoàn thành. Một số nhà lãnh đạo thúc đẩy sự cải tiến bằng cách làm cho bức tranh tổng thể trở nên tốt đẹp hơn. Những người khác lại làm điều đó bằng cách làm chủ những vấn đề chi tiết. Jobs thì làm cả hai, liên tục không ngừng nghỉ. Kết quả là ông đã cho ra đời hàng loạt sản phẩm mà trong ba thập kỷ qua đã thay đổi hoàn toàn tất cả mọi lĩnh vực:

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• Máy Apple II, sử dụng bảng mạch của Wozniak và trở thành chiếc máy tính cá nhân đầu tiên không phải chỉ dành cho những người có sở thích riêng với máy tính.

• Macintosh, chiếc máy tạo ra cuộc cách mạng máy tính gia đình và phổ biến hóa giao diện người dùng đồ họa.

• Toy Story và những bộ phim bom tấn khác của Pixar – những bộ phim đã mở ra sự kỳ diệu của hình ảnh kỹ thuật số.

• Chuỗi cửa hàng Apple – tái tạo lại vai trò của một cửa hàng trong việc xác định thương hiệu.

• iPod – sản phẩm thay đổi cách con người thưởng thức và đốt cháy âm nhạc.

• iTune Store – sản phẩm cứu sống ngành công nghiệp âm nhạc.

• iPhone – thứ đã biến những chiếc điện thoại di động thành các thiết bị lướt web, gửi nhận email, quay video, chụp ảnh và nghe nhạc.

• App Store – thứ đã tạo ra một ngành công nghiệp sáng tạo nội dung mới.

• iPad – sản phẩm khởi đầu cho dòng máy tính bảng và giới thiệu một nền tảng cho các loại hình video, sách, tạp chí và báo kỹ thuật số.

• iCloud – sản phẩm đánh bật máy tính khỏi vai trò trung tâm trong quản lý nội dung và giúp tất cả các thiết bị của chúng ta được đồng bộ hóa một cách trơn tru.

• Và bản thân Apple – thứ mà Jobs coi là sáng tạo tuyệt đỉnh nhất của bản thân, nơi mọi sự tưởng tượng, khả năng sáng tạo đều được nuôi dưỡng, ứng dụng và thực hiện theo cách thức sáng tạo đến mức đã trở thành công ty giá trị nhất thế giới.

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Vậy Jobs có thật sự thông minh? Không, không hề như vậy. Mà thay vào đó, Jobs là một thiên tài. Bước nhảy vọt đầy sáng tạo của ông xuất phát từ bản năng, đầy bất ngờ và đầy tính ảo thuật. Thực tế, ông là một ví dụ điển hình của những gì mà nhà toán học Mark Kac gọi là thiên tài phù thủy – người mà sự hiểu biết và thông hiểu rất xuất sắc, đòi hỏi khả năng trực giác nhiều hơn là năng lực xử lý trí tuệ. Giống như những kẻ lái máy bay do thám, Jobs có thể “hấp thu” tin tức, đánh hơi được tiếng gió và cảm nhận được điều gì đang chờ mình phía trước.

Vì thế, Steve Jobs trở thành nhà điều hành doanh nghiệp vĩ đại nhất thời đại, người sẽ được công chúng ghi nhớ lâu nhất và nhiều nhất trong suốt một thế kỷ nữa tính từ thời điểm này. Lịch sử sẽ vinh danh ông trong đền thờ những danh nhân, bên cạnh Edison và Ford. Hơn bất kỳ ai khác trong thời đại của mình, Jobs đã tạo ra những sản phẩm hoàn toàn cải tiến, kết hợp sức mạnh của chất thi vị, thẩm mỹ với hệ điều hành. Một chút dữ tợn nơi ông khiến việc làm việc cùng ông cũng đáng lo như những gì mà ông đã gợi cảm hứng cho họ, nhưng cũng chính vì thế, ông đã xây dựng nên một công ty sáng tạo nhất thế giới. Ông có thể truyền vào ADN của công ty tính nhạy cảm đối với các thiết kế, chủ nghĩa hoàn hảo và sáng tạo mà đã khiến cho nó có được tên tuổi như hôm nay, thậm chí hàng thập kỷ sau, công ty vẫn sẽ thịnh vượng, phát triển nhất trong sự kết hợp giữa tính nghệ thuật và công nghệ.

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Và một điều nữa…

Những người viết tiểu sử chúng tôi dường như đã hoàn thành những dòng cuối cùng. Nhưng đây là tiểu sử của Steve Jobs. Mặc dù ông không thể hiện niềm khát khao đối với việc kiểm soát dự án này, nhưng tôi nghi ngờ rằng mình vẫn không truyền tải được hết cảm nhận của bản thân về ông – cách ông khẳng định bản thân trong bất kỳ tình huống nào – nếu như tôi chỉ để ông lại cho sự phân định của lịch sử mà không để ông lên tiếng một lời nào.

Trong hàng loạt các cuộc trao đổi giữa chúng tôi, rất nhiều lần ông đã đề cập đến việc ông hy vọng ông sẽ để lại những di sản gì. Dưới đây là một số suy nghĩ của ông, theo đúng những gì ông nói:

“Đam mê của tôi là xây dựng một công ty bền vững, lâu dài nơi mọi người đều được thúc đẩy tạo ra những sản phẩm tuyệt vời. Tất cả những thứ còn lại đều là thứ yếu. Chắc chắn rằng nó phải đủ tuyệt vời để có thể tạo ra lợi nhuận, bởi lợi nhuận chính là thứ cho phép bạn tạo ra những sản phẩm tuyệt vời. Nhưng sản phẩm, không phải lợi nhuận, mới chính là động lực. Sculley đã mỉa mai những ưu tiên này rằng mục tiêu cuối cùng vẫn chỉ là kiếm tiền. Sự khác biệt của mục tiêu này hết sức tinh vi, mục tiêu như thế nào sẽ được thể hiện trong tất cả mọi thứ: những người bạn tuyển dụng, những người được đề bạt và những gì bạn thảo luận trong các cuộc họp.

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Một số người nói: ‘Hãy mang đến cho khách hàng những gì họ muốn’. Nhưng đó không phải là phương pháp của tôi. Công việc của tôi là chỉ ra được những gì họ sẽ mong muốn trước khi họ biết được. Tôi nhớ Henry Ford có lần đã nói: “Nếu tôi hỏi khách hàng xem họ muốn gì, họ sẽ nói với tôi ‘Một con ngựa với tốc độ nhanh hơn’. Mọi người không biết mình muốn gì cho đến khi bạn chỉ ra điều đó cho họ. Đó chính là lý do vì sao tôi không bao giờ dựa vào các nghiên cứu thị trường. Nhiệm vụ của chúng ta là đọc những điều chưa có trên mặt giấy.

Edwin Land của Polaroid đã nói về sự giao thoa giữa con người và khoa học. Tôi thích sự giao thoa đó. Đó là một điều hết sức kỳ diệu và đầy ma thuật. Có rất nhiều cải tiến của con người, và đó không phải là nét đặc biệt trong sự nghiệp của tôi. Lý do mà Apple có được tiếng vang đó là bởi luôn có tính nhân văn sâu sắc trong những cải tiến của chúng tôi. Tôi cho rằng những nghệ sỹ xuất chúng nhất và những kỹ sư tài giỏi nhất là giống nhau, họ đều có khát khao thể hiện chính mình. Thực tế, một số những người giỏi nhất nghiên cứu máy tính Mac nguyên bản là những nhà thơ, nhạc sỹ. Những năm 1970, máy tính trở thành cách thức để con người thể hiện sự sáng tạo của bản thân. Những nghệ sỹ vĩ đại như Leonardo da Vinci và Michenlangelo đều rất xuất sắc trong lĩnh vực khoa học. Michenlangelo hiểu rất rõ cách khai thác đá, chứ không chỉ là cách trở thành một nhà điêu khắc.

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Mọi người trả tiền để chúng tôi tích hợp mọi thứ cho họ, bởi họ không có thời gian để suy nghĩ về những chuyện vớ vẩn này. Nếu bạn có niềm đam mê cực độ đối với những sản phẩm tuyệt vời, điều đó sẽ thúc đẩy bạn muốn được tích hợp, kết nối phần cứng với phần mềm cũng như quản lý nội dung của mình. Bạn muốn phá vỡ một nền tảng mới, do đó bạn cần tự mình thực hiện điều đó. Nếu bạn để các sản phẩm của mình “mở” đối với các phần mềm hoặc phần cứng khác, bạn sẽ phải từ bỏ một số triển vọng của bản thân. Tại một số thời điểm trong quá khứ, đã có rất nhiều công ty trở thành biểu tượng của thung lũng Silicon. Đó là Hewlett-Packard trong một thời gian dài. Sau đó, trong thời đại của chất bán dẫn, vị trí đó là của Fairchild và Intel. Tôi nghĩ, vị trí đó cũng từng là của Apple trong một khoảng thời gian và sau đó phai nhạt dần. Và ngày nay, tôi nghĩ đó là Apple và Google – nghiêng về Apple nhiều hơn một chút. Tôi nghĩ Apple đã trụ vững được trong một thời gian dài. Đó có thể chỉ là một thời gian, nhưng nó đã vẫn vượt xa các đối thủ.

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Thật dễ để “ném đá” vào Microsoft. Họ đã hoàn toàn đánh mất vị trí thống trị của mình. Họ trở nên hầu như không còn thích hợp. Tất nhiên là tôi đang đánh giá những gì họ làm và việc đó mới thật khó khăn làm sao. Họ không bao giờ hoài bão như họ nên như vậy. Bill muốn khắc họa bản thân như một con người của sản phẩm, nhưng anh không bao giờ được như vậy. Anh là một doanh nhân. Kinh doanh thành công và thắng lợi còn quan trọng hơn là tạo ra những sản phẩm tuyệt vời. Cuối cùng, anh cũng trở thành kẻ giàu có nhất thế giới, và nếu đó là mục tiêu, thì anh ấy đã đạt được nó. Nhưng đó không bao giờ là mục tiêu của tôi, và tôi tự hỏi, cuối cùng liệu đó có thật sự là mục tiêu của anh ấy hay không. Tôi ngưỡng mộ Bill bởi công ty mà anh đã xây dựng – nó thật sự ấn tượng – và tôi thích làm việc cùng anh. Anh ấy thông minh, sáng chói và thực sự có khiếu hài hước. Nhưng Microsoft chưa bao giờ có được tính nhân văn và nghệ thuật tự do trong ADN của mình. Thậm chí ngay cả khi được quan sát Mac, họ cũng không thể sao chép tốt nó được. Họ hoàn toàn không thể làm được điều đó.

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Tôi có quan điểm riêng về những nguyên nhân dẫn đến sự suy tàn của các công ty như IBM hay Microsoft. Công ty có một công việc tuyệt vời, sự cải tiến và trở thành độc quyền, lũng đoạn hoặc gần như thế trong một số lĩnh vực, rồi sau đó chất lượng sản phẩm dần trở thành thứ yếu. Công ty bắt đầu coi trọng những gã bán hàng giỏi, bởi họ là những người có thể dịch chuyển chiếc kim la bàn doanh thu, chứ không phải là các kỹ sư hay các nhà thiết kế. Vì thế, cuối cùng nhân viên bán hàng trở thành người điều hành công ty. John Akers của IBM là một nhà kinh doanh giỏi, có khả năng hùng biện và rất thông minh, nhưng anh ta không hiểu gì về sản phẩm. Điều tương tự cũng xảy ra với Xerox. Khi những gã bán hàng điều hành công ty, những anh chàng của sản phẩm không còn ý nghĩa gì nhiều, và phần lớn họ đều bị sa thải. Điều đó cũng xảy ra với Apple khi Sculley gia nhập công ty, đó là lỗi của tôi, và nó cũng xảy ra khi Ballmer tiếp quản Microsoft. Apple đã may mắn và đoạt lại vị trí của mình, nhưng tôi không cho rằng sẽ có gì thay đổi tại Microsoft nếu như Ballmer vẫn còn điều hành nó.

Tôi không thích mọi người tự gọi mình là “nhà khởi nghiệp” khi mà những điều họ thực sự nỗ lực làm là khai trương một doanh nghiệp mới và rồi sau đó bán đi, hoặc chào bán nó ra công chúng, để có tiền và tiếp tục công việc đó. Họ không sẵn lòng làm những việc cần thiết để xây dựng một công ty thực sự - công việc khó khăn nhất trong thế giới kinh doanh.

Công việc đó chính là cách bạn đóng góp và tiếp tục phát triển di sản của những người đi trước. Bạn xây dựng một công ty mà sẽ đứng vững trong một hoặc hai thế hệ nữa kể từ thời điểm bây giờ. Đó chính là những gì Walt Disney đã làm, và Hewlett – Packard và cả những người đã xây dựng Intel. Họ đã tạo ra một công ty với mục tiêu trường tồn, chứ không phải là để kiếm tiền. Đó cũng chính là những gì mà tôi muốn Apple trở thành.

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Tôi không nghĩ rằng mình đã điều hành theo phương thức chà đạp, ức hiếp mọi người, nhưng nếu có điều gì đó xảy ra, tôi sẽ trực tiếp nói thẳng thắn với họ. Công việc của tôi là trung thực. Tôi hiểu rõ những gì mình nói và hóa ra tôi lại thường đúng. Đó là nền văn hóa mà tôi đã nỗ lực tạo ra. Chúng tôi hoàn toàn trung thực với nhau, và bất kỳ ai cũng có thể nói với tôi rằng họ thấy tôi hoàn toàn khốn nạn, đểu giả và tôi cũng có thể nói với họ những điều tương tự. Và chúng tôi đã có những cuộc tranh luận nảy lửa, gần như quát tháo vào mặt nhau, nhưng đó lại là một trong những khoảng thời gian tuyệt vời nhất mà tôi có. Tôi cảm thấy hoàn toàn thoải mái khi nói “Ron, cái cửa hàng đó trông như cứt ấy” trước mặt người khác. Hoặc tôi có thể nói: “Chúa ơi, chúng con thật sự điên đầu với việc thiết kế kỹ thuật cái thứ này” trước mặt người chịu trách nhiệm vấn đề kỹ thuật. Bạn cần là người siêu trung thực. Có thể có một cách thức tốt hơn thể hiện những điều đó, chẳng hạn như một câu lạc bộ của những người đàn ông nơi tất cả chúng ta đều thắt cà vạt và nói thứ ngôn ngữ Bà-la-môn thượng đẳng cũng như hiểu rõ những mật mã, nhưng tôi không biết cách đó, bởi tôi là tầng lớp bình dân đến từ California.

Đôi khi tôi cũng đã quá khó khăn và khắt khe với mọi người, có thể là khó khăn hơn những gì cần thiết. Tôi nhớ khi Reed mới 6 tuổi, tôi về nhà sau khi sa thải một số người, tôi đã hình dung một người trong số họ sẽ về nhà và nói với gia đình cũng như đứa con trai nhỏ của mình rằng anh ta đã bị mất việc như thế nào. Đó thật sự là một việc khó khăn. Nhưng một số người phải làm việc đó. Tôi đã cho rằng công việc của tôi là đảm bảo rằng nhóm làm việc phải luôn xuất sắc, và nếu tôi không làm điều đó, sẽ không ai làm cả.

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Bạn luôn phải luôn thúc đẩy sự cải tiến. Dylan có thể hát mãi những bài ca phản kháng, chống chiến tranh và kiếm được rất nhiều tiền, nhưng anh ấy đã không làm vậy. Anh ấy thấy cần phải tiến bộ hơn nữa, và khi thực hiện điều đó, bằng cách sử dụng các âm thanh điện tử năm 1965, anh ấy đã khiến rất nhiều người tức giận. Tour diễn quanh châu Âu của Bob năm 1966 rất tuyệt vời. Anh ấy đã đến và chơi những bản ghi-ta thính âm, và tất nhiên khán giả rất hài lòng. Sau đó, anh giới thiệu ban nhạc có tên The Band, và họ cùng sử dụng các nhạc cụ bằng điện, vì thế đôi khi khán giả lại la ó phản đối. Khi anh ấy hát “Like a Rolling Stone” và một khán giả la lên “Judas” thì Dylan sẽ nói “Hét to nữa nào” và họ sẽ làm như vậy. The Beatles cũng làm như vậy. Họ tiếp tục tham gia, tiến lên và chắt lọc hơn nữa nghệ thuật của mình. Đó cũng chính là những gì mà tôi nỗ lực theo đuổi, thực hiện – luôn luôn tiến lên.

Vậy điều gì đã thật sự thúc đẩy tôi? Tôi nghĩ hầu hết những người sáng tạo đều muốn thể hiện sự đánh giá cao đối với những lợi ích từ công trình của các thế hệ đi trước. Tôi không phải là người sáng tạo ra ngôn ngữ hay môn toán học mà mình đang sử dụng. Tôi cũng tạo ra rất ít thực phẩm cho bản thân, và không một chút đóng góp nào cho những trang phục đang mặc. Tất cả mọi thứ đều phụ thuộc vào các thành viên khác trong cộng đồng của chúng ta và những “đôi vai” khổng lồ khác mà chúng ta đang đứng lên trên. Rất nhiều người trong chúng ta muốn đóng góp cho cộng đồng, đồng loại và bổ sung hơn nữa cho dòng chảy công trình của chúng ta. Đó là sự thể hiện theo cách thức mà tất cả chúng ta đều biết – bởi chúng ta không thể viết những bài ca của Bob Dylan hay những vở kịch của Tom Stoppard. Chúng ta nỗ lực sử dụng tài năng của mình để thể hiện sự đánh giá đối với đóng góp của các thế hệ đi trước và bổ sung thêm một vài điều gì đó vào dòng chảy chung ấy. Đó chính là những thứ đã thúc đẩy tôi.

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Đoạn cuối

Vào một buổi chiều đầy nắng, khi không khỏe lắm, Jobs ngồi trong vườn và nghĩ ngợi về cái chết. Ông nói về những trải nghiệm của mình tại Ấn Độ 40 năm trước, những nghiên cứu của bản thân về Phật giáo và quan điểm về việc đầu thai chuyển kiếp cũng như những điều siêu tưởng của tâm linh. “Tôi đã sống 55 năm trong niềm tin với Chúa”, ông nói “Tôi luôn cảm thấy rằng có quá nhiều điều cần làm khi sống hơn là khi xuôi tay nhắm mắt.”

Ông thừa nhận, khi đối diện với cái chết, rằng có thể ông đã quá tin tưởng vào cuộc sống sau cái chết “Tôi luôn muốn nghĩ rằng sẽ có sự sống sau cái chết,” ông nói. “Thật kỳ lạ khi nghĩ rằng bạn tích lũy được tất cả những kinh nghiệm này, dù có thể rất ít trong đó là sự thông thái, và rồi tất cả lại theo bạn ra đi. Vì thế, tôi thực sự muốn tin rằng có sự sống sau cái chết, dù đó có thể chỉ là sự tồn tại ý thức của bạn.”

Ông im lặng một lát rồi nói “Nhưng ngược lại, có thể nó giống như một chiếc công tắc tắt-bật. Bật nút! Và thế là bạn ra đi.”

Sau đó ông lại ngừng một lát và mỉm cười “Có thể đó là lý do tại sao tôi không bao giờ thích đặt những công tắc bật-tắt trên các thiết bị của Apple”.

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LỜI KẾT

Mùa hè năm 2011, khi mà ông vẫn tin rằng mình sẽ chiến thắng một vòng nữa trong cuộc chiến chống ung thư, Steve Jobs đã đề nghị tôi rằng tôi nên kết thúc quyển sách này với việc từ chức CEO của ông ở Apple, điều mà ông định công bố vào cuối tháng Tám. Tôi đã đưa cho nhà xuất bản bản thảo nháp, trừ phần kết thúc. Ngay trước khi tôi chuyển nó thành bản chính thức, tôi đã dành thời gian với Jobs để xem qua rất nhiều câu chuyện mà tôi đã sử dụng, bao gồm cả những câu chuyện mà tôi nghĩ rằng ông có thể không thích. Ông đã luôn khăng khăng rằng tôi đã vẽ một bức chân dung chưa hoàn chỉnh, vì thế đã có nhiều giai thoại về những khía cạnh thô kệch của ông. Tôi đã đảm bảo với ông rằng tôi đã cố gắng đặt chúng vào bối cảnh, như một khía cạnh của một tính cách phức tạp và đam mê đã cho phép ông thay đổi thế giới bằng cách tin rằng các quy tắc thông thường không thể áp dụng cho ông.

Ông đã lạc quan. Ông biết rằng ông đã không đi vào lịch sử như một hình mẫu của việc có giáo dục, và tốt hơn hết, ông nói, quyển sách không nên nghe như một lời buộc tội chính thức. Ông nói với tôi rằng ông ấy sẽ đợi thêm một thời gian nữa, có thể là một năm, trước khi đọc nó. Sự tự tin của ông, hay sự méo mó tình trạng thực tại của ông, đã quá mạnh mẽ đến nỗi khiến tôi phấn khích. Trong một khoảnh khắc tôi đã tin rằng ông sẽ sống thêm một năm nữa và sẽ có cơ hội đọc quyển sách này. Ông dường như quá cực kỳ chắc chắn rằng ông sẽ lấy lại sức khoẻ và tiếp tục hoạt động năng nổ ở Apple đến nỗi mà tôi hỏi rằng liệu ông nghĩa tôi nên tạm dừng xuất bản và xem mọi việc thế nào. “Không,” ông trả lời. “Nếu tôi làm một việc kỳ diệu nào khác, điều đó có nghĩa là cậu sẽ phải viết phần 2.” Ông cười với ý nghĩ đó, rồi nói thêm, “Hoặc ít ra là một lời kết rất dài.”

Buồn thay, đây lại là một lời kết ngắn.

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Vào thứ Hai, ngày 3 tháng 10 năm 2011, Steve Jobs nhận ra rằng thời gian của ông ấy đã hết. Ông dừng nói về việc “biến nó thành một thành công tiếp theo”trong nỗ lực vượt qua căn bệnh ung thư của mình và thay vào đó là thay đổi bằng suy nghĩ của bản thân về cái chết sắp xảy ra – với sự bất ngờ điển hình mỗi khi ông thay đổi điểm tập trung của mình.

Ông đã không nói về việc sắp xếp cho tang lễ của mình, và Laurene đã cho rằng ông sẽ muốn được hoả táng. Trong những năm qua, học đã thảo luận với nhau một cách đơn giản, về nơi họ muốn tro cốt của mình được phân tán. Nhưng vào ngày thứ Hai đó, ông tuyên bố rằng ông không thích ý tưởng việc cơ thể của mình bị hoả táng. Ông muốn mình được chôn cất trong nghĩa trang gần cha mẹ.

Sáng thứ Ba, Apple đã giới thiệu iPhone 4S mới với phần mềm nhận dạng giọng nói Siri mà Steve đã trình diễn ở cuộc họp hội đồng cuối cùng của mình. Đó đã là một sự kiện tương đối ảm đạm trong phòng hội thảo khiêm tốn Town Hall trong khuôn viên Apple; người đồng nghiệp thân cận nhất của Steve biết rằng ông ấy đã rất tệ. Ngay khi sự kiện kết thúc, Jony Ive, Eddy Cue, Tim Cook, và một số người khác nhận được điện thoại: Đến nhà ngay. Và họ đến ngay trong buổi chiều hôm đó, để lần lượt nói lời tạm biệt.

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Jobs đã gọi cho chị của ông, bà Mona Simpson và giục bà đến Palo Alto. Bà kể lại trong điếu văn của mình, “Giọng nó trìu mến, thân thuộc, yêu thương, nhưng như một người đã buộc hành lý của mình lên xe, một người đã bắt đầu trên chuyến hành trình của mình, dù rằng nó rất tiếc, thật sự tiếc nuối, vì phải rời bỏ chúng ta.” Ông đã bắt đầu nói lời tạm biệt bà, nhưng bà nói bà đã trên taxi đến sân bay và sẽ đến bên ông sớm thôi. “Em nói với chị bây giờ vì em e rằng chị sẽ không đến kịp, chị yêu à,” Jobs trả lời. Con gái Lisa của ông bay đến từ New York; dù rằng họ không thường xuyên cận kề trong những năm qua, cô vẫn luôn cố gắng làm một đứa con ngoan, và cô vẫn luôn như thế. Em gái Patty của ông cũng ở đó.

Và do đó đến cuối cùng, Steve Jobs được bao quanh bởi một gia đình yêu thương sâu sắc. Ông ấy có thể không phải là người đàn ông tốt nhất trong gia đình, như ông thường thừa nhận. Nhưng bất kỳ đánh giá nào cũng phải tính đến kết quả cuối cùng. Là một nhà lãnh đạo kinh doanh, ông có thể đòi hỏi cao và tính tình nóng nảy, nhưng ông đã tạo ra một đội ngũ đồng nghiệp trung thành, những người yêu thương ông chân thành. Tương tự như vậy, là một người đàn ông của gia đình, ông có thể khá cộc cằn và vô tâm, nhưng ông đã nuôi dạy tốt bốn đứa trẻ mà chúng đã vây quanh ông với tình yêu ở những giây phút cuối đời. Buổi chiều thứ Ba đó, ông cứ nhìn sâu vào mắt của lũ trẻ. Có lúc, ông nhìn Patty và lũ trẻ một lúc lâu, rồi nhìn Laurene, và cuối cùng nhìn chằm chằm vào chúng từ xa. “Oh wow,” ông nói. “Oh wow. Oh wow.”

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Đó là những lời cuối cùng của ông trước khi ông mất ý thức vào khoảng hai giờ chiều hôm đó. Hơi thở của ông trở nên nặng nhọc. “Ngay cả lúc này, nó vẫn có vẻ ngoài nghiêm khắc, vẫn đẹp trai, dung mạo của một người độc đoán, lãng mạn,” Mona nhắc lại. “Hơi thở của nó cho thấy một hành trình gian khổ, một đoạn đường dốc, với độ cao.” Mona và Laurene đã ở cùng ông suốt cả đêm đó. Vào ngày hôm sau – Thứ Tư, ngày 5 tháng 10, năm 2011 – Steve Jobs từ trần, với các thành viên của gia đình vây xung quanh, chạm vào ông.

Tin tức về cái chết của ông đã tạo ra một làn sóng cảm xúc khắp thế giới. Các đền thờ ngẫu nhiên được xây dựng ở hàng trăm thành phố và làng mạc, ngay cả ở công viên Zuccotti, nơi các nhà hoạt động Occupy Wall Street đang phản đối những hoạt động nam giới của các doanh nhân tỷ phú. Nó đã phù hợp. Sự tuôn trào cảm xúc quá thường xuyên dành riêng cho cái chết của những ngôi sao nhạc rock nghiện thuốc và những nàng công chúa rắc rối. Thật quá tuyệt vời khi nhìn thấy một doanh nhân được tưởng nhớ như thế. Ông có thể là một doanh nhân tỷ phú, nhưng ông đã trở nên như thế bằng cách kiến tạo nên những sản phẩm tuyệt vời khiến cuộc sống trở nên tuyệt diệu hơn.

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Một ngày sau khi Jobs mất, Laurene và Mona đã đến nghĩa trang mà ông đã chọn và được đưa đi một vòng trong xe gofl. Không còn mảnh đất trống nào gần với Paul và Clara Jobs, và Laurene không thích những vị trí khác mà bà được xem, nơi các bia mộ được đặt thành hàng trên một mảnh đất bằng phẳng không xác định. Nhưng cũng như chồng mình, Laurene cũng giàu trí tưởng tượng và ương ngạnh. Bà chỉ vào một sườn núi, bao quanh bởi một trong những vườn cây cuối cùng còn sót lại, kiểu lùm xùm mà Jobs đã yêu thích từ thời thơ ấu. Nơi đó không được phép, bà được cho biết vậy. Không có kế hoạch hoặc giấy phép để đặt các ô chôn cất ở đó. Điều đó không thể ngăn cản bà. Sau nhiều lần nài nỉ, cô đã thuyết phục được giám đốc nghĩa trang rằng chồng cô sẽ có nơi an nghỉ cuối cùng gần vườn cây. Steve sẽ rất tự hào về bà ấy.

Laurene luôn có cách, như lâu nay vẫn vậy, để kết hợp hương vị nguyên sơ của chồng mình với sự yêu thương ân sủng của chính mình. Chiếc quan tài mà bà đã làm được kiến tạo hoàn hảo và đơn sơ, không đó đinh hay ốc vít. Thuần khiết và giản dị. Trong buổi lễ chôn cất riêng tư, chiếc quan tài được đặt trên một cái bàn công nghiệp màu xám lấy từ xưởng thiết kế yên bình ở trụ sở chính của Apple, nơi Jobs đã trải qua rất nhiều những buổi chiều. Jony Ive đã sắp xếp để chiếc bàn được mang đến ngôi mộ. Đã có khoảng năm mươi thành viên gia đình và bạn bè đã tham dự, và một số họ được chọn để chia sẻ những câu chuyện. Ví dụ như Bob Iger từ Disney, đã kể một lần cùng đi dạo với Jobs vòng quanh Pixar chỉ khoảng 30 phút trước khi thoả thuận với Disney được công bố. Jobs đã nói với ông rằng căn bệnh ung thư đã quay trở lại, và chỉ có Laurene và các bác sĩ biết; ông cảm thấy mình có nghĩa vụ phải nói với Iger trong trường hợp Iger muốn rút khỏi thoả thuận, “Đó là một nghĩa cử phi thường từ phía ông ấy,” Iger nói.

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Một lễ tưởng nhớ trang trọng được tổ chức vào tối ngày 16 tháng 10 ở nhà tưởng niệm nhà thờ Stanford, nơi đã được tắm trong ánh nến vào dịp này. Laurene và Jony Ive đã làm cùng nhau để mọi thứ trông thật hoàn hảo. Giữa hàng trăm khách mời là Bill Clinton, Algore, Bill Gates và Larry Page. Từ những người là thành viên đầu tiên của Apple bao gồm Steve Woznial và Andy Hertxfeld. Các thành viên gia đình bao gồm những đứa con của ông, và các chị em, Patty Jobs và Mona Simpson.

“Steve đã muốn tôi chơi cello ở đám tang của ông ấy,” Yo Yo Ma nói khi buổi lễ bắt đầu, “và tôi đã nói tôi muốn ông ấy phát biểu tại đám tang của tôi. Như mọi lần, ông ấy đều có cách của mình.”Ma đã chơi một bộ của Bach. Hai người bạn khác cũng cùng biểu diễn. Bono hát bài “Every Grain of Sand,” một trong những bài hát của Bob Dylan mà Jobs yêu thích. In the fury of the moment I can see the Master’s hand / In every leaf that trembles, in every grain of sand. Joan Baez hát một bài hát bi ai nhưng tinh thần thăng hoa, “Swing Low, Sweer Chariot.”

Mỗi thành viên trong gia đình đều kể một vài câu chuyện hoặc đọc một bài thơ. “Tâm trí của anh ấy chưa bao giờ bị giam cầm trong thực tiễn,” Laurene nói. “Anh ấy luôn sở hữu một linh cảm đặc biệt về những khả năng. Anh ấy luôn nhìn vào sự việc từ quan điểm của sự hoàn hảo.”

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Mona Simpson, với tư cách là tiểu thuyết gia, đã có một điếu văn được biên soạn tinh tế. “Em ấy đã luôn là một người đàn ông tình cảm mãnh liệt,” bà ấy nhớ lại. “Cho dù bệnh tật thì khẩu vị, cách cư xử, và sự phán đoán của em ấy luôn ở đó. Em ấy đã có khoảng sáu mươi bảy y tá trước khi tìm đến những linh hồn tử tế.” Bà ấy nói về tình yêu công việc của em trai mình và lưu ý rằng “ngay cả trong năm cuối cùng, em ấy vẫn bắt tay vào các dự án và khơi gợi những lời hứa từ bạn bè của mình ở Apple để hoàn thành chúng.” Riêng tư hơn, bà ấy cũng nhấn mạnh về tình yêu của ông dành cho Laurene và bốn đưa con. Cho dù ông đã đạt được ước nguyện sống để dự lễ tốt nghiệp của Reed, ông đã không thể dự đám cưới của con gái mình. “Em ấy đã muốn đưa chúng đi đoạn đường đến thánh lễ như em ấy đã đưa tôi đi trong lễ cưới của tôi,” bà nói. Những phần đó sẽ không bao giờ được viết ra. “Tất cả chúng ta – đến cuối cùng – đều chết đi ở giữa câu chuyện. Ở giữa một câu chuyện. Của rất nhiều câu chuyện.”

Lễ tưởng niệm của Apple được tổ chức trong khuôn viên công ty ba ngày sau đó. Tim Cook, Al Gore, và Bill Campbell đều phát biểu, nhưng Jony Ive đã cướp diễn đàn với một cống phẩm vừa vui vừa xúc động. Anh ấy kể một câu chuyện, như anh ta đã ở đài tưởng niệm Stanford, và Jobs đã khó tính đến nỗi mỗi khi họ đến khách sạn Ive sẽ ngồi bên chiếc điện thoại và chờ đợi một cuộc gọi không thể tránh khỏi của ông ấy nói rằng, “Cái khách sạn này thật gớm, chúng ta đi thôi.” Nhưng Ive cũng đã vẽ nên được sự toả sáng rực rỡ ở bản chất thiên tài của Jobs, khi anh miêu tả cách mà ông chủ của mình đưa ra những ý tưởng ở một cuộc họp. “Đôi khi chúng thật phấn khích. Đôi khi chúng thật sự kinh khủng. Nhưng đôi khi chúng đã khiến mọi người nghẹt thở… những ý tưởng táo bạo, điên khùng, hoành tráng, hoặc những ý tưởng khá đơn giản, mà trong sự tinh tế của chúng, những chi tiết của chúng, là sự uyên thâm hoàn hảo.”

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Điểm nổi bật của buổi lễ đến từ bản thân Jobs, phát biểu như một bóng ma bay lơ lửng trên khoảng sân đầy nắng. Cook miêu tả cách Jobs đã giúp kiến tạo nên chiến lược “Think Different” khi ông được khôi phục lại ở Apple vào năm 1997. Sau đó phiên bản không được sử dụng mà Jobs đã tự mình ghi lại – không phải là bài đọc của Richard Dreyfuss – lần đầu tiên được phát công cộng. Từ những chiếc loa phát ra giọng nói đặc biệt, sâu sắc và gai người khi nó vang lên trong đám đông. “Hãy chào đón những kẻ điên. Những kẻ lạc loài. Những kẻ nổi loạn. Những kẻ gây rắc rối. Những chốt tròn trong lỗ vuông. Những người nhìn mọi thứ khác biệt.” Cảm giác như thể Jobs đã trở lại với họ, tha thiết và tình cảm, mô tả chính ông. “Họ không thích các quy tắc. Và họ không có sự tôn trọng với tình trạng hiện tại. Bạn có thể trích dẫn họ, không đồng ý với họ, tôn vinh hoặc phỉ báng họ. Về điều duy nhất bạn không làm được là làm lơ họ.” Lúc đó, giọng ông trở nên hơi khàn, phấn khích, như thể ông đang ngồi ngay trước đám đông, đôi mắt ông lại rực cháy. Nó gợi lên những ký ức về những điều như khi ông còn trẻ, và bằng cách nào đó, như trong bài hát ông ưa thích của Dylan, ông vẫn trẻ mãi. “Họ đẩy loài người tiến về phía trước.” Đó là một dòng ông ấy đã tự viết. Và sau đó ông đã đưa ra một kết luận nổi tiếng, phù hợp cho ngày hôm đó cũng như cho cuốn sách này. “Khi mọi người có thể nhìn họ như những kẻ điên, chúng tôi thấy những thiên tài. Bởi những người đủ điên để nghĩ rằng họ có thể thay đổi thế giới là những người sẽ làm điều đó.”

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LỜI CẢM TẠ

Tôi rất biết ơn John và Ann Doerr, Laurene Powell, Mona Simpson, Leon Wieseltier và Ken Auletta, tất cả đều cung cấp sự hỗ trợ vô giá trên đoạn đường dài này. Alice Mayhew, người đã là biên tập của tôi ở Simon & Schuster trong 30 năm, và Jonathan Karp, nhà xuất bản, cả hai đều đặc biệt siêng năng và chu đáo trong việc bảo vệ cuốn sách này, cũng như Amanda Urban, đại lý của tôi. Crary Pullen đã kiên trì theo dõi các bức ảnh, và trợ lý của tôi, Pat Zindulka, đã luôn bình tĩnh tạo điều kiện cho mọi thứ. Tôi cũng muốn cảm ơn cha tôi, Irwin, và con gái tôi, Betsy, đã đọc quyển sách và cho lời khuyên. Khi bản gốc của quyển sách được phát hành, nó sẽ gây ra một số tổn thương, điều có lẽ không thể tránh khỏi khi một người đàn ông phức tạp và phi thường như Jobs được phơi bày. Tôi thật sự xin lỗi vì điều đó. Đó không phải là ý định của tôi. Tôi biết ơn những người đã tha thứ cho những sai sót và hiểu lầm của tôi và những người đã giúp tôi sửa chữa hoặc làm sáng tỏ một vài điều. Và như thường lệ, tôi dành lời cảm ơn chân thành sâu sắc nhất cho vợ tôi, Cathy, vì đã chỉnh sửa, gợi ý, tư vấn khôn ngoan, và rất nhiều điều khác nữa.

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Walter Isaacson, Giám đốc điều hành của Viện Aspen, là chủ tịch của CNN và biên tập viên quản lý của tạp chí Time. Ông là tác giả của “Einstein: Cuộc đời và Vũ trụ của ông”, “Benjamin Franklin: Cuộc đời của một người Mỹ” và “Tiểu sử Kissinger”, và là đồng tác giả với Evan Thomas, cuốn “The Wise Men: Sáu người bạn và thế giới của họ”. Ông và vợ sống ở Washington, D.C.

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Table of Contents

- CONTENTS
- CHARACTERS
- INTRODUCTION
- CHAPTER ONE
- CHAPTER TWO
- CHAPTER THREE
- CHAPTER FOUR
- CHAPTER FIVE
- CHAPTER SIX
- CHAPTER SEVEN
- CHAPTER EIGHT
- CHAPTER NINE
- CHAPTER TEN
- CHAPTER ELEVEN
- CHAPTER TWELVE
- CHAPTER THIRTEEN
- CHAPTER FOURTEEN
- CHAPTER FIFTEEN
- CHAPTER SIXTEEN
- CHAPTER SEVENTEEN
- CHAPTER EIGHTEEN
- CHAPTER NINETEEN
- CHAPTER TWENTY
- CHAPTER TWENTY-ONE
- CHAPTER TWENTY-TWO
- CHAPTER TWENTY-THREE
- CHAPTER TWENTY-FOUR
- CHAPTER TWENTY-FIVE
- CHAPTER TWENTY-SIX
- CHAPTER TWENTY-SEVEN
- CHAPTER TWENTY-EIGHT
- CHAPTER TWENTY-NINE
- CHAPTER THIRTY
- CHAPTER THIRTY-ONE
- CHAPTER THIRTY-TWO
- CHAPTER THIRTY-THREE
- CHAPTER THIRTY-FOUR
- CHAPTER THIRTY-FIVE
- CHAPTER THIRTY-SIX
- CHAPTER THIRTY-SEVEN
- CHAPTER THIRTY-EIGHT
- CHAPTER THIRTY-NINE
- CHAPTER FORTY
- CHAPTER FORTY-ONE
- CHAPTER FORTY-TWO
- EPILOGUE
- ACKNOWLEDGMENTS