1983-06-15 Steve Jobs.Before and After Steve’s Talk
Steve spoke at the Aspen Conference two other times in addition to his mainstage talk on the morning of June 15, 1983.
除了 1983 年 6 月 15 日上午的主舞台演讲外，史蒂夫还在阿斯彭会议上进行了另外两次演讲。
The night before, dressed in a leather bomber jacket and a button-down shirt, Steve gave a demonstration of the Lisa computer in what he called a “multimedia show.” That “show” has been lost, as has most of Steve’s presentation, but we have a few minutes of it.
前一天晚上，史蒂夫穿着皮夹克和扣衬衫，展示了他称之为“多媒体秀”的 Lisa 电脑。那场“秀”已经遗失，史蒂夫的大部分演示也已丢失，但我们还有几分钟的片段。
Steve also spent 45 minutes in an informal Q&A session several hours after his mainstage talk. In New Balance sneakers, jeans, and a T-shirt from Ciao!, an Italian restaurant in San Francisco whose logo he loved, he sat backwards astride a metal folding chair and answered questions. Though the video shakes, the wind cuts through the audio, and questions are often muffled, Steve’s thoughts are worth sharing.
在他的主舞台演讲几个小时后，Steve 还花了 45 分钟参加了一个非正式的问答环节。他穿着 New Balance 运动鞋、牛仔裤和一件来自旧金山一家他喜欢的意大利餐厅 Ciao!的 T 恤，反坐在一把金属折叠椅上回答问题。尽管视频晃动，风声切割了音频，问题常常听不清，但 Steve 的想法值得分享。
Here are a few of our favorite clips.
这是我们最喜欢的一些片段。
1.Artificial intelligence 人工智能
And so we’re finding the way we’ve built computers in the past isn’t working for the kinds of things we want to do in the future. And we’re examining new architectures, these fancy words like non–von Neumann machines, etcetera. And what we’re doing is we’re starting to look to the human brain. How is the human brain architected? And we’re finding that computers are very good at doing very simple things extremely accurately. And the human mind is very good at doing very complex things adequately. And there’s a ton of people now starting to look to the brain as a model of an architecture to build a computer.
因此，我们发现过去构建计算机的方式不适用于我们未来想要做的事情。我们正在研究新的架构，这些花哨的词汇如非冯·诺依曼机器等等。我们开始关注人类大脑。人类大脑是如何构建的？我们发现计算机非常擅长极其准确地完成非常简单的事情。而人类大脑非常擅长适当地完成非常复杂的事情。现在有很多人开始将大脑视为构建计算机架构的模型。
The main differentiation that exists now between the two machines, and I’m going to use the word “machine” to describe the brain for a moment, is that man is self-conscious, obviously. We are conscious that we’re conscious: “I am thinking.” And to our knowledge, no computer or any even of the high primates has yet to say, “I am thinking.”
现在两台机器之间存在的主要区别，我暂时用“机器”这个词来描述大脑，是人类显然是自我意识的。我们意识到我们是有意识的：“我在思考。”据我们所知，还没有计算机或任何高级灵长类动物说过“我在思考。”
And so a tremendous amount of work is going on in the artificial intelligence community to try to understand what self-consciousness is, to try to understand if a computer can ever be self-conscious. But I think the biggest thing that motivates a lot of us is, unlike what we just heard, we don’t know. We honestly don’t know whether we are more than just a machine.
因此，人工智能领域正在进行大量工作，试图理解自我意识是什么，试图理解计算机是否能有自我意识。但我认为，激励我们许多人的最大因素是，与我们刚才听到的不同，我们不知道。我们真的不知道我们是否不仅仅是一台机器。
And we are building better and better computers. We’re running up against roadblocks. A lot of people are spending the best parts of their lives right now to try to understand the architecture of the brain and how we can make better and better machines to emulate it. And I actually think, by the end of our lifetimes, we’re going to know the answer to this question. And that’s what’s driving a lot of us.
我们正在制造越来越好的计算机。我们正面临障碍。许多人正在花费他们生命中最美好的时光来试图理解大脑的结构，以及如何制造越来越好的机器来模拟它。我实际上认为，在我们有生之年，我们会知道这个问题的答案。这就是推动我们许多人的动力。
2.Simplicity in design 设计简约
STEVE JOBS: The stuff you’re going to see out of Apple starting within the next 12 months and continuing for the next 36 months is going to really be incredibly great. We have worked with some European people. We’ve worked with the person that did the Braun stuff as an example.
史蒂夫·乔布斯：从接下来的 12 个月开始，并在接下来的 36 个月内，您将看到苹果推出的东西将会非常出色。我们与一些欧洲人士合作。我们以与做过博朗产品的人合作为例。
也是Vitsoe的源头。
We agree with you totally. The Braun stuff…some of the Sony stuff is very good, actually. I think the Pro feels pretty good, the Walkman is pretty good. There is some good stuff around, not a lot. But we’ve been working with some of those people very closely, and we’ve got some incredibly great stuff.
我们完全同意你的看法。博朗的东西……有些索尼的东西其实非常好。我觉得 Pro 感觉很好，Walkman 也很好。有一些不错的东西，但不多。不过我们一直在与其中一些人密切合作，我们有一些非常棒的东西。
And our feeling is this. It’s turning out to be the way we’re running the company, the advertising, the product design—we’re just trying to get simple again. We’re trying to get just really simple. And we took a look…and our feeling is that the next wave of industrial design is going to be the high-tech look. Paint it black, do weird things to it—you know, the Sony look. It’s going to be the gunmetal gray, metallic, or black. And that’s easy to do. I mean, it’s really easy. We used to make black Apple IIs for Bell and Howell, because that was a gray…we call them the Darth Vaders. They wanted them that way. And it’s easy to do that.
我们的感觉是这样的。事实证明，这就是我们经营公司、做广告、产品设计的方式——我们只是想变得简单。我们试图变得非常简单。我们看了一下……我们的感觉是，下一波工业设计将是高科技风格。把它涂成黑色，对它做一些奇怪的事情——你知道，就是索尼的风格。它将是枪灰色、金属色或黑色。这很容易做到。我的意思是，这真的很简单。我们过去为贝尔和豪威尔制造黑色的 Apple II，因为那是灰色的……我们称它们为达斯·维达。他们想要那样的。这很容易做到。
But that’s…what we’re going to do is we’re going to make the products high-tech. And then we’re going to package them in packaging where you look at it and you know that it had to be high technology to fit it in that small of a package or that shape of a package. And then we can make them beautiful and white, just like the Braun stuff. We can make them just simple objects. And you know they’re high-tech because they couldn’t have been made any other way. Do you see what I’m saying? Rather than going black, black, black, black, whatever you see.
但那是……我们要做的是将产品变得高科技。然后我们会把它们包装在一种包装中，你一看就知道必须是高科技才能装进那么小的包装或那种形状的包装。然后我们可以让它们变得美丽和白色，就像博朗的东西。我们可以让它们成为简单的物品。你知道它们是高科技的，因为没有其他方法可以制造它们。你明白我的意思吗？而不是看到的都是黑色，黑色，黑色，黑色。
So that’s our approach. Very simple. And we’re really shooting for Museum of Modern Art–quality stuff. That’s our goal. And we’re going to get there. It’s great. I mean, I know already we’re going to get there.
这就是我们的方法。非常简单。我们的目标是达到现代艺术博物馆的质量。那是我们的目标。我们会实现的。这很棒。我的意思是，我已经知道我们会实现的。
3.Giving employees ownership 赋予员工所有权
You know what stock options are? Yeah? Yeah? No?
你知道什么是股票期权吗？是吗？是吗？不知道？
OK. Very quickly, what you could do is, if somebody came to work for your company, you can let them buy some stock in the company. The problem is, they might have to shell out $100,000 to buy stock in your company. If your company went broke, they’d lose all their life savings or whatever. And so that doesn’t work.
好的。很快，你可以做的是，如果有人来为你的公司工作，你可以让他们购买公司的一些股票。问题是，他们可能需要花费 10 万美元来购买你公司的股票。如果你的公司破产了，他们会失去所有的积蓄或其他东西。所以这行不通。
So what you do is you…when somebody comes to work, let’s say the stock’s trading at $10 a share, you give them the option to buy 1,000 or 10,000 shares at $10. But they have four years to exercise that option. So if the stock goes down or stays the same, they never exercise it, they don’t have to put up any money, they don’t lose anything. But if it goes to $100 a share, they can easily go out to a bank and borrow the money to buy it at $10 because it’s worth $100.
所以你要做的是……当有人来工作时，比如说股票以每股 10 美元交易，你给他们选择以 10 美元购买 1,000 或 10,000 股的期权。但他们有四年的时间来行使这个期权。所以如果股票下跌或保持不变，他们永远不会行使它，他们不需要投入任何资金，也不会损失任何东西。但如果它涨到每股 100 美元，他们可以轻松地去银行借钱以 10 美元的价格购买，因为它值 100 美元。
In exchange for that privilege of not having to have them put up any money and take any risk, we only dole out their ability to exercise that stock option 25 percent a year, thereby locking in people, really, for four years if the stock goes up. It’s a pretty standard thing, a lot of people are doing it.
作为不需要他们投入任何资金和承担任何风险的特权交换，我们只允许他们每年行使 25%的股票期权，从而实际上将人们锁定四年，如果股票上涨的话。这是一个相当标准的做法，很多人都在这样做。
And before we went public, over 80 percent of Apple was owned by the employees. Right now I’d say over 50 percent of Apple is owned by the employees. There are some larger blocks in there, but still. And again, I don’t think finance is what drives people at Apple. I don’t think it’s money, but feeling like you own a piece of the company, and this is your damn company. And if you see something…we always tell people, “You work for Apple first and your boss second.” And we feel pretty strongly about that. And it tends to really reinforce that attitude.
在我们上市之前，超过 80%的苹果股份是由员工持有的。现在我会说超过 50%的苹果股份是由员工持有的。虽然有一些较大的股份块，但仍然如此。而且，我不认为金融是驱动苹果员工的动力。我不认为是金钱，而是感觉你拥有公司的一部分，这是你的公司。如果你看到什么……我们总是告诉人们，“你首先为苹果工作，其次为你的老板工作。”我们对此感受非常强烈。这种态度往往会得到很大的强化。
4.Do people need a home computer? 人们需要家用电脑吗？
STEVE JOBS: Well, I guess my feeling is that we’re going to just sell…I mean, there’s going to be a few hundred million computers sold in the next 15 or 20 years. Definitely. And so the need, I think, is going to become apparent on a lot of levels. We just have to make great computers to fill those needs. We have to anticipate those needs.
史蒂夫·乔布斯：嗯，我想我的感觉是我们将会卖出……我的意思是，在接下来的 15 或 20 年里，将会有几亿台电脑被售出。毫无疑问。因此，我认为在很多层面上需求将会变得显而易见。我们只需要制造出优秀的电脑来满足这些需求。我们必须预见这些需求。
And we’re not doing bad in the office, and we’re starting in education. I can’t tell you why you need a home computer right now. I mean, people ask me, “Why should I buy a computer in my home?” And I say, “Well, to learn about it, to run some fun simulations.” If you’ve got some kids, they should probably know about it in terms of literacy. They can probably get some good educational software, especially if they’re younger. You can hook up to The Source and do whatever you’re going to do. Meet women, I don’t know.
我们在办公室的表现还不错，我们也开始涉足教育。我不能告诉你为什么你现在需要一台家用电脑。我的意思是，人们问我，“为什么我应该在家里买一台电脑？”我说，“嗯，为了了解它，运行一些有趣的模拟。”如果你有孩子，他们可能应该了解这方面的知识，尤其是年轻的时候。他们可能会得到一些不错的教育软件。你可以连接到 The Source，做你想做的事情。认识女性，我不知道。
[LAUGHTER]
But other than that, there’s no good reason to buy one for your house right now. But there will be. There will be.
但除此之外，现在没有什么特别好的理由让你在家里买一台电脑。但将来会有的，真的会有的。
5.Getting tools into people’s hands 将工具交到人们手中
Yeah, but see the reason most of the people are at Apple is because they had intrinsic job satisfaction at their prior jobs, except that when their stuff got done the company screwed it up before it got out the door.
是的，但你看，大多数人在苹果工作的原因是，他们在之前的工作中已经有了内在的职业满足感，只是他们完成的东西在上市前被公司搞砸了。
And what people really want to do…I’m convinced people really want to make things and get them out there and see people using them.
而我坚信，人们真正想做的事情是制造出东西，把它推向市场，并看到人们在使用它。
And when you walk into a classroom and it’s full of Apple IIs or something, it gives you a really good feeling to see these kids using them.
当你走进一间教室，看到里面满是苹果II电脑的时候，看着这些孩子们在使用它们，你会感到一种非常棒的感觉。
And if you design the greatest thing and it never gets out the door, you just sort of feel like you’ve blown some of the best time of your life, you know?
如果你设计了最棒的东西，但它从未上市，你会觉得自己浪费了生命中最美好的时光，知道吗？
It’s wasted.
那是被浪费了。
6.Making machines intuitive 让机器变得直观
STEVE JOBS: Well, the major thing is that we’ve got to make things intuitively obvious. And it turns out that people know how to do a lot of things already. In other words, if you walk into a typical office, there’s all these…there’s stacks of paper on the desk, and the one on the top is the most important. And people know how to switch priority. Right? And people know how to deal with concurrent things going on at once. They’re constantly switching between things every few minutes. And they know how to deal with interruptions. The phone rings, they get an urgent message.
史蒂夫·乔布斯：嗯，主要的是我们必须让事情变得直观明了。事实证明，人们已经知道如何做很多事情。换句话说，如果你走进一个典型的办公室，桌子上有一堆堆的文件，最上面的那份是最重要的。人们知道如何切换优先级，对吧？人们知道如何处理同时发生的事情。他们每隔几分钟就会在不同的事情之间切换。他们知道如何处理中断。电话响了，他们收到一条紧急信息。
And so what we’ve got to do is leverage off of what people already know how to do. And part of the reason we model our computers on these metaphors that already exist out there, like the desktop, is because we can leverage all this experience that people already have, and they intuitively just take to it like water.
所以我们要做的是利用人们已经知道如何做的事情。我们将计算机建模为已经存在的比喻（如桌面）的部分原因是，我们可以利用人们已经拥有的所有经验，他们会直观地接受它。
The second thing we do is, right now, when you buy an application, each one works differently. In other words, not only do you have the specific knowledge about the application to learn, but it interacts with you through the computer differently than the last one. The word processor, you move the cursor around this way. VisiCalc, you move it around another way.
我们现在做的第二件事是，当你购买一个应用程序时，每个应用程序的工作方式都不同。换句话说，你不仅需要学习关于该应用程序的特定知识，而且它通过计算机与您的交互方式也与上一个不同。文字处理器，你这样移动光标。VisiCalc，你用另一种方式移动它。
And what we’ve got to do is make it so that when you learn how to use one application, all the rest of them work in pretty much the same way. And to come up with a general…we spent a lot of time coming up with a general mechanism that was so powerful that there was not one type of program where it wouldn’t be perfect for it. We think we did that. We think we absolutely did that. And so in trying to make some consistency throughout the system, we can leverage the learning.
我们要做的是，当你学会如何使用一个应用程序时，其他所有应用程序的工作方式基本相同。我们花了很多时间想出一个通用机制，这个机制非常强大，没有一种程序类型不适合它。我们认为我们做到了。我们认为我们绝对做到了。因此，在尝试使整个系统保持一致性时，我们可以利用这种学习。
7.Let the world innovate 让世界创新
STEVE JOBS: The neatest thing about it is that, again, when you make tools and then…see, you get a bunch of smart people that can design into something. And then they can give it to a bunch of people that maybe can’t design it, but they can build a lot of them. And then you can give it to a bunch of people that can’t do that, but they can help get them out in the world through stores. And then get it to even a giant group of people that can use them.
史蒂夫·乔布斯：这最妙的地方是，当你创造工具，然后…你会得到一群聪明的人，他们能够设计出一些东西。然后他们可以把它交给一群可能无法设计它的人，但他们可以生产大量的这些东西。接着你可以把它交给一些无法做到这些的人，但他们可以通过商店帮助把这些东西推向市场。然后让它进入一个庞大的群体，让他们使用这些东西。
And when you have a million people using something, then that’s when creativity really starts to happen on a very rapid scale, because the marketplace…there are literally like 500 companies making software for the Apple II, and they’re all watching each other. And the minute one of them comes up with a good idea, it ain’t six months before they all got it. And so it’s constantly raising the level of competence and the level of innovation that’s required to sell stuff to those million Apple owners out there. And that’s phenomenal.
当有一百万人在使用某个东西时，这时创造力就开始以极快的速度发生，因为市场上……有大约 500 家公司在为 Apple II 制作软件，他们都在互相观察。当其中一个公司想出一个好主意时，不到六个月他们全都有了。因此，它不断提高了能力水平和创新水平，以便向那一百万苹果用户销售产品。这是惊人的。
And so the fastest way to get innovation is, we need some revolutions like Lisa, but we also then need to get millions of units out there and let the world innovate, because the world is pretty good at innovating, we found.
因此，获得创新的最快方式是，我们需要一些像 Lisa 这样的革命，但我们也需要将数百万台设备推向市场，让世界进行创新，因为我们发现世界在创新方面相当出色。
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