In the early 1990s, a contractor for Apple had his project cancelled. He then decided to “uncancel” it, and began sneaking into corporate headquarters to finish the job:
“I asked my friend Greg Robbins to help me. His contract in another division at Apple had just ended, so he told his manager that he would start reporting to me. She didn’t ask who I was and let him keep his office and badge. In turn, I told people that I was reporting to him. Since that left no managers in the loop, we had no meetings and could be extremely productive. We worked twelve hours a day, seven days a week. Greg had unlimited energy and a perfectionist’s attention to detail. He usually stayed behind closed doors programming all day, while I spent much of my time talking with other engineers. Since I had asked him to help as a personal favor, I had to keep pace with him. Thanks to an uncurtained east-facing window in my bedroom, I woke with the dawn and usually arrived ten minutes before Greg did. He would think I had been working for hours and feel obliged to work late to stay on par. I in turn felt obliged to stay as late as he did. This feedback loop created an ever-increasing spiral of productivity.
“People around the Apple campus saw us all the time and assumed we belonged. Few asked who we were or what we were doing.When someone did ask me, I never lied, but relied on the power of corporate apathy. The conversations usually went like this:
“Q: Do you work here?
A: No.
Q: You mean you’re a contractor?
A: Actually, no.
Q: But then who’s paying you?
A: No one.
Q: How do you live?
A: I live simply.
Q: (Incredulously) What are you doing here?!”
Entrepreneurs continue to reflect on the lessons of Steve Jobs—is his story ultimately a cautionary tale about a person obsessed with the wrong things in life?
Soon after Steve Jobs returned to Apple as CEO in 1997, he decided that a shipping company wasn’t delivering spare parts fast enough. The shipper said it couldn’t do better, and it didn’t have to: Apple had signed a contract granting it the business at the current pace. As Walter Isaacson describes in his best-selling biography, Steve Jobs, the recently recrowned chief executive had a simple response: Break the contract. When an Apple manager warned him that this decision would probably mean a lawsuit, Jobs responded, ‘Just tell them if they fuck with us, they’ll never get another fucking dime from this company, ever.’
The shipper did sue. The manager quit Apple. (Jobs ‘would have fired me anyway,; he later told Isaacson.) The legal imbroglio took a year and presumably a significant amount of money to resolve. But meanwhile, Apple hired a new shipper that met the expectations of the company’s uncompromising CEO.
What lesson should we draw from this anecdote? After all, we turn to the lives of successful people for inspiration and instruction. But the lesson here might make us uncomfortable: Violate any norm of social or business interaction that stands between you and what you want.
Entrepreneurs continue to reflect on the lessons of Steve Jobs—is his story ultimately a cautionary tale about a person obsessed with the wrong things in life?
“Soon after Steve Jobs returned to Apple as CEO in 1997, he decided that a shipping company wasn’t delivering spare parts fast enough. The shipper said it couldn’t do better, and it didn’t have to: Apple had signed a contract granting it the business at the current pace. As Walter Isaacson describes in his best-selling biography, Steve Jobs, the recently recrowned chief executive had a simple response: Break the contract. When an Apple manager warned him that this decision would probably mean a lawsuit, Jobs responded, ‘Just tell them if they fuck with us, they’ll never get another fucking dime from this company, ever.’
“The shipper did sue. The manager quit Apple. (Jobs ‘would have fired me anyway,; he later told Isaacson.) The legal imbroglio took a year and presumably a significant amount of money to resolve. But meanwhile, Apple hired a new shipper that met the expectations of the company’s uncompromising CEO.
“What lesson should we draw from this anecdote? After all, we turn to the lives of successful people for inspiration and instruction. But the lesson here might make us uncomfortable: Violate any norm of social or business interaction that stands between you and what you want.”
A lost weekend, or several weeks, with Fiona Apple:
A week later, my phone beeped. It was a heavily pixelated video. She was wearing glasses, looking straight at me:
‘Hi, Dan. It’s Fiona. [She moves the camera to her dog.] This is Janet. [She moves it back.] Um, are you coming out here tomorrow? Um, I, I, I don’t know—I’m baffled at this thing that I just got, this e-mail shit, I don’t know what these people—are they trying to antagonize me so that I do shit like this, so that I start fights with them? I don’t understand why there are pictures of models on a page about me. Who the fuck are they? What? What?’
The text attached read: ‘And are you western-bound? And hi there! F’
I had no idea what she was talking about. Two days later, I landed at LAX.
How Obama’s campaign manager Jim Messina is using technology and advice from high-profile mentors to prepare for November:
The day after Jim Messina quit his job as White House deputy chief of staff last January, he caught a plane to Los Angeles, paid a brief visit to his girlfriend, and then commenced what may be the highest-wattage crash course in executive management ever undertaken. He was about to begin a new job as Barack Obama’s campaign manager, and being a diligent student with access to some very smart people, he arranged a rolling series of personal seminars with the CEOs and senior executives of companies that included Apple, Facebook, Zynga, Google, Microsoft, Salesforce, and DreamWorks. ‘I went around the country for literally a month of my life interviewing these companies and just talking about organizational growth, emerging technologies, marketing,’ he says at Obama’s campaign headquarters in Chicago.
How Obama’s campaign manager Jim Messina is using technology and advice from high-profile mentors to prepare for November:
“The day after Jim Messina quit his job as White House deputy chief of staff last January, he caught a plane to Los Angeles, paid a brief visit to his girlfriend, and then commenced what may be the highest-wattage crash course in executive management ever undertaken. He was about to begin a new job as Barack Obama’s campaign manager, and being a diligent student with access to some very smart people, he arranged a rolling series of personal seminars with the CEOs and senior executives of companies that included Apple, Facebook, Zynga, Google, Microsoft, Salesforce, and DreamWorks. ‘I went around the country for literally a month of my life interviewing these companies and just talking about organizational growth, emerging technologies, marketing,’ he says at Obama’s campaign headquarters in Chicago.”
Japanese-pop star Hatsune Miku has millions of YouTube hits, sells tickets to her concerts at $76 a pop and has adoring fans from all around the world. She’s also not human:
Created by Crypton Future Media, Miku is the most popular avatar created to sell Vocaloid 2, the singing synthesizer application originally developed by Yamaha. In Japan, it is common to create a character associated with software, and at first glance, Miku may seem like little more than an animated mascot, not unlike the Pillsbury Doughboy or the Snuggle fabric softener bear. But Miku inspires an unparalleled creativity.
Instead of passively worshipping her, fans have mobilized into an interactive artistic community. Using Vocaloid 2, they write melodies and lyrics, sharing their songs on YouTube or the Japanese equivalent, niconico (“smilesmile”). Since Miku’s ‘birth’ in August 2007, amateurs have used her likeness in hundreds of thousands of songs, illustrations, videos, games, animations—and one rather creepy, dead-looking Miku robot. She’s a cosplay (costume role play) favorite at anime conventions and elsewhere.
[Not single-page] A look back at one of Apple’s most beloved failures, starting with a purchase of the original Newton on eBay:
Once I’d put four AAA batteries and a watch-battery backup into the MessagePad for the first time, powering it up felt like bringing it out of cryogenic suspension. Newtons, it turns out, begin their lives believing that it’s 5am on January 1, 1993. And the only way to set the year to 2012 is to flip the calendar forward, one month at a time. I tapped the MessagePad’s screen 230 times to set the date, watching the months flutter by like pages falling off a calendar to indicate the passage of time in some old movie.
As I did, I was already struck by a fact about the PDA’s screen: It’s terrible. Terrible.
[Not single-page] A look back at one of Apple’s most beloved failures, starting with a purchase of the original Newton on eBay:
“Once I’d put four AAA batteries and a watch-battery backup into the MessagePad for the first time, powering it up felt like bringing it out of cryogenic suspension. Newtons, it turns out, begin their lives believing that it’s 5am on January 1, 1993. And the only way to set the year to 2012 is to flip the calendar forward, one month at a time. I tapped the MessagePad’s screen 230 times to set the date, watching the months flutter by like pages falling off a calendar to indicate the passage of time in some old movie.
“As I did, I was already struck by a fact about the PDA’s screen: It’s terrible. Terrible.“
Nearly one year after taking over for Steve Jobs, a report card for the new CEO. The company has never been more efficient, or fun, but some are wondering about the future of the products:
The ultimate ‘tell’ of tectonic changes at Apple will be the quality of its products. Those looking for deficiencies have found them in Siri, a less-than-perfect product that Apple released with the rare beta label in late 2011, a signal that the service shouldn’t be viewed as fully baked. Siri’s response time has been slow, meaning the servers and software powering it are inadequate. ‘People are embarrassed by Siri,’ says one former insider. ‘Steve would have lost his mind over Siri.’
Obviously, no one can say for sure how Steve Jobs would have reacted to anything that’s going on at Apple, and Cook seems increasingly comfortable leading the company where he thinks it should be going. Jobs was opposed to dividends and stock buybacks, for example. Yet Cook repeatedly prepared investors for a coming dividend by stating publicly that he had no ‘religious’ opinion about them. Apple announced on March 19 that it would begin paying a quarterly dividend of $2.65 a share and buy back $10 billion worth of stock.
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