The story of Apple CEO Steve Jobs is one of the most familiar in American business — shaggy Bob-Dylan-loving kid starts a computer company in a Silicon Valley garage and changes the world. But like any compelling story, it has its dark moments. Before the iPad or the iPhone, Jobs, then the head of the short-lived NeXT Computer, sat down with Rolling Stone‘s Jeff Goodell. It was 1994, Jobs had long ago been booted from Apple, the internet was still the province of geeks and academics, and the personal computer revolution looked like it might be over. But even at one of the low points in his career, Jobs still had confidence in the limitless potential of personal computing. Read on to get Jobs’ prescient take on PDAs and object-oriented software, as well as his relationship with Bill Gates and why he wanted the internet in his den, but not living room. Steve Jobs died of pancreatic cancer at the age of 56 on October 5th, 2011.
苹果公司首席执行官史蒂夫·乔布斯的故事是美国商业界最耳熟能详的传奇之一——一个留着乱糟糟头发、酷爱鲍勃·迪伦的青年，在硅谷车库里创办了一家电脑公司并改变了世界。但如同所有动人的故事一样，它也有阴暗时刻。在 iPad 和 iPhone 问世之前，乔布斯曾担任昙花一现的 NeXT 电脑公司的负责人，并在 1994 年接受《滚石》杂志记者杰夫·古德尔采访。当时乔布斯早已被赶出苹果，互联网仍是极客和学术圈的天地，个人电脑革命似乎已走到尽头。然而，即便处于事业低谷，乔布斯依旧对个人计算的无限潜力充满信心。继续阅读，你将看到他对 PDA 和面向对象软件的先见之明，以及他与比尔·盖茨的关系，以及为何他想把互联网装进书房而非客厅。乔布斯于 2011 年 10 月 5 日因胰腺癌去世，享年 56 岁。
Like other Phenomena of the ’80s, Steve Jobs was supposed to be long gone by now. After the spectacular rise of Apple, which went from a garage start-up to a \$1.4 billion company in just eight years, the Entrepreneur of the Decade (as one magazine anointed him in 1989) tried to do it all again with a new company called NeXT. He was going to build the next generation of the personal computer, a machine so beautiful, so powerful, so insanely great, it would put Apple to shame. It didn’t happen. After eight long years of struggle and after running through some \$250 million, NeXT closed down its hardware division last year and laid off more than 200 employees. It seemed only a matter of time until the whole thing collapsed and Jobs disappeared into hyperspace.
和 1980 年代的其他风云人物一样，史蒂夫·乔布斯本该早已淡出公众视野。在苹果公司仅用八年从车库创业成长为市值 14 亿美元的巨头之后，这位被某杂志在 1989 年封为“十年企业家”的乔布斯，试图通过一家名为 NeXT 的新公司再造辉煌。他计划打造下一代个人电脑——一台如此优雅、强大和“疯狂伟大”的机器，以至于能让苹果黯然失色。然而计划未能实现。经过八年艰苦奋斗并烧掉约 2.5 亿美元之后，NeXT 去年关闭了硬件部门，裁员 200 多人。看上去，只剩时间问题，这一切就会崩塌，乔布斯也将消失在商业宇宙中。
But it turns out that Jobs isn’t as far gone as some techno-pundits thought. There are big changes coming in software development — and Jobs, of all people, is trying to lead the way. This time the Holy Grail is object-oriented programming; some have compared the effect it will have on the production of software to the effect the industrial revolution had on manufactured goods. “In my 20 years in this industry, I have never seen a revolution as profound as this,” says Jobs, with characteristic understatement. “You can build software literally five to 10 times faster, and that software is much more reliable, much easier to maintain and much more powerful.”
然而事实证明，乔布斯并没有像某些技术评论家想的那样“玩完”。软件开发领域正迎来巨大变革——而带头的，恰恰是乔布斯。这一次的“圣杯”是面向对象编程；有人将其对软件生产的影响，比作工业革命对制造业的影响。乔布斯以他惯有的克制口吻说：“在我从业 20 年里，从未见过如此深刻的革命。你可以把软件开发速度提高五到十倍，而且软件更可靠、更易维护，也更强大。”
This article appeared in the June 16, 1994 issue of Rolling Stone. The issue is available in the online archive.
本文刊登于 1994 年 6 月 16 日的《滚石》杂志，该期现已在网络档案馆中公开。
Of course, this being Silicon Valley, there is always a new revolution to hype. And to hear it coming from Jobs — Mr. Revolution himself — is bound to raise some eyebrows. “Steve is a little like the boy who cried wolf,” says Robert Cringely, a columnist at Info World, a PC industry newsweekly. “He has cried revolution one too many times. People still listen to him, but now they’re more skeptical.” And even if object-oriented software does take off, Jobs may very well end up a minor figure rather than the flag-waving leader of the pack he clearly sees himself as.
当然，这里是硅谷，总有一场新的革命等待被炒作。而这番话又出自“革命先生”乔布斯之口，难免让人挑眉。《信息世界》周刊专栏作家罗伯特·克林格利说：“史蒂夫有点像喊狼来了的男孩，他宣称革命的次数太多了。人们仍会听他说，但如今更加怀疑。”即使面向对象软件真正腾飞，乔布斯也很可能只是个次要人物，而非他自认为的挥旗领袖。
Whatever role Jobs ends up playing, there is no question evolutionary forces will soon reshape the software industry. Since the Macintosh changed the world 10 years ago with its brilliant point-and-click interface, all the big leaps in computer evolution have been on the hardware side. Machines have gotten smaller, faster and cheaper. Software, by contrast, has gotten bigger, more complicated and much more expensive to produce. Writing a new spreadsheet or word-processing program these days is a tedious process, like building a skyscraper out of toothpicks. Object-oriented programming will change that. To put it simply, it will allow gigantic, complex programs to be assembled like Tinkertoys. Instead of starting from the ground up every time, layering in one line of code after another, programmers will be able to use preassembled chunks to build 80 percent of a program, thus saving an enormous amount of time and money. Because these objects will work with a wide range of interfaces and applications, they will also eliminate many of the compatibility problems that plague traditional software.
无论乔布斯最终扮演什么角色，有一点毫无疑问：进化力量将很快重塑软件产业。自十年前 Macintosh 以其出色的点按式界面改变世界以来，计算机领域的重大跃进几乎都发生在硬件端：机器更小、更快、更便宜。相比之下，软件变得更庞大、更复杂，开发成本也高得多。如今编写一款新的电子表格或文字处理程序，过程枯燥得像用牙签搭摩天大楼。面向对象编程将改变这一点。简单来说，它允许开发者像拼插玩具一样组装庞大复杂的程序。程序员不必每次都从零开始、一行行堆代码，而是可以用预制组件完成 80% 的程序，大大节省时间和金钱。由于这些对象能与多种界面和应用协同工作，它们还将消除困扰传统软件的许多兼容性问题。
For now, the beneficiary of all this is corporate America, which needs powerful custom software to help manage huge databases on its networks. Because of the massive hardware requirements for object-oriented software, it will be years before it becomes practical for small businesses and individual users (decent performance out of NeXT’s software on a 486/Pentium processor, for example, requires 24 megs of RAM and 200 megs on a hard drive). Still, in the long run, object-oriented software will vastly simplify the task of writing programs, eventually making it accessible even to folks without degrees from MIT.
眼下，受益者主要是需要强大定制软件来管理庞大网络数据库的美国企业。由于面向对象软件对硬件需求巨大，距离小企业和个人用户真正可行仍需多年（例如，在 486/Pentium 处理器上想让 NeXT 的软件跑得顺畅，就需 24MB 内存和 200MB 硬盘空间）。尽管如此，从长远看，面向对象软件将极大简化编程任务，最终让没有麻省理工学历的人也能轻松编写程序。
No one disputes the fact that NeXT has a leg up on this new technology. Unlike most of its competitors, whose object-oriented software is still in the prototype stage, NEXTSTEP (NeXT’s operating system software) has been out in the real world for several years. It’s been road-tested, revised, refined, and it is, by all accounts, a solid piece of work. Converts include McCaw Cellular, Swiss Bank and Chrysler Financial. But as the overwhelming success of Microsoft has shown, the company with the best product doesn’t always win. For NeXT to succeed, it will have to go up against two powerhouses: Taligent, the new partnership of Apple and IBM, and Bill Gates and his \$4 billion-a-year Microsoft steamroller. “Right now, it’s a horse race between those three companies,” says Esther Dyson, a Silicon Valley marketing guru. A recent \$10 million deal with Sun Microsystems — the workstation company that was once NeXT’s arch rival — has breathed new life into NeXT, but it is only one step in a very long journey. Still, few dare count NeXT out.
无人质疑 NeXT 在这项新技术上的领先地位。与大多数仍停留在原型阶段的竞争对手不同，NeXT 的操作系统软件 NEXTSTEP 已经在真实世界中运行了数年，经过现场考验、修改与雕琢，被普遍认为品质扎实。其用户包括 McCaw Cellular、Swiss Bank 和 Chrysler Financial。然而，微软的压倒性成功表明，最好的产品未必总能胜出。若想成功，NeXT 必须迎战两大劲敌：苹果与 IBM 组建的新合资公司 Taligent，以及年营收 40 亿美元、势如破竹的微软及其掌门比尔·盖茨。“眼下，这三家公司正处于一场赛马式竞争，”硅谷营销大师埃丝特·戴森说。最近与曾是宿敌的工作站厂商 Sun Microsystems 达成的一笔 1000 万美元协议为 NeXT 注入了新活力，但这只是漫长征程中的一步。尽管如此，几乎没人敢轻言 NeXT 出局。
Today, Jobs, 39, seems eager to distance himself from his reputation as the Wunderkind of the ’80s. He wears small, round John Lennon-style glasses now, and his boyish face is hidden behind a shaggy, Left Bank-poet beard. During our interview at the NeXT offices in Redwood City, Calif., just 20 miles north of his old Apple fiefdom, he took particular joy in bashing his old rival Bill Gates but avoided discussing other heavyweights by name. Trademark Jobsian phrases like “insanely great” or “the next big thing” were nowhere to be found. Friends say the Sturm und Drang of the past few years has humbled Jobs ever so slightly; he is a devoted family man now, and on weekends, he can often be seen Rollerblading with his wife and two kids through the streets of Palo Alto.
如今 39 岁的乔布斯似乎急于与八十年代“神童”声名保持距离。他戴着小巧圆形的“约翰·列侬”式眼镜，稚气的脸庞被一撮蓬乱、颇似左岸诗人的胡须遮掩。在位于加州红木城、距昔日苹果“领地”仅 20 英里的 NeXT 办公室接受采访时，他对抨击宿敌比尔·盖茨兴致盎然，却避免点名谈论其他重量级人物。“疯狂伟大”“下一个大事件”等乔氏招牌语一句未提。朋友们说，过去几年的风雨让乔布斯略显谦逊；他如今是个顾家的男人，周末常与妻子和两个孩子穿梭在帕洛阿尔托街头滑旱冰。
“Remember, this is a guy who never believed any of the rules applied to him,” one colleague says. “Now, I think he’s finally realized that he’s mortal, just like the rest of us.”
“一定要记住，这个人从不认为任何规则适用于他。”一位同事说，“现在，我想他终于意识到自己和我们一样，也是凡人。”
It’s been 10 years since the Macintosh was introduced. When you look around at the technological landscape today, what’s most surprising to you?
麦金塔问世已过去十年。当你环顾今日科技版图，最令你惊讶的是什么？
People say sometimes, “You work in the fastest-moving industry in the world.” I don’t feel that way. I think I work in one of the slowest. It seems to take forever to get anything done. All of the graphical-user interface stuff that we did with the Macintosh was pioneered at Xerox PARC \[the company’s legendary Palo Alto Research Center] and with Doug Engelbart at SRI \[a future-oriented think tank at Stanford] in the mid-’70s. And here we are, just about the mid-’90s, and it’s kind of commonplace now. But it’s about a 10-to-20-year lag. That’s a long time.
人们有时说：“你从事的是世界上变化最快的行业。”我并不这么觉得。我认为自己从事的是最慢的行业之一。要实现任何事情似乎都要花上永恒的时间。Macintosh 上的所有图形用户界面技术早在 20 世纪 70 年代中期就由 Xerox PARC（施乐公司传奇的帕洛阿尔托研究中心）和 SRI 的道格·恩格尔巴特开创，而现在是 90 年代中期，这些技术才算普及。其间大约滞后了 10 到 20 年，这可真漫长。
The reason for that is, it seems to take a very unique combination of technology, talent, business and marketing and luck to make significant change in our industry. It hasn’t happened that often.
原因在于，要在我们的行业中带来重大变革，需要技术、人才、商业、营销和运气的极其独特组合，而这种组合并不常见。
The other interesting thing is that, in general, business tends to be the fueling agent for these changes. It’s simply because they have a lot of money. They’re willing to pay money for things that will save them money or give them new capabilities. And that’s a hard one sometimes, because a lot of the people who are the most creative in this business aren’t doing it because they want to help corporate America.
另一个有趣的现象是，通常商业是推动这些变化的燃料，因为企业手中有大量资金，他们愿意花钱购买能为他们省钱或赋予新能力的东西。但这有时也很棘手，因为本行业中最具创造力的很多人，并不是出于想帮助美国企业的动机而创新。
A perfect example is the PDA \[Personal Digital Assistant] stuff, like Apple’s Newton. I’m not real optimistic about it, and I’ll tell you why. Most of the people who developed these PDAs developed them because they thought individuals were going to buy them and give them to their families. My friends started General Magic \[a new company that hopes to challenge the Newton]. They think your kids are going to have these, your grandmother’s going to have one, and you’re going to all send messages. Well, at \$1,500 a pop with a cellular modem in them, I don’t think too many people are going to buy three or four for their family. The people who are going to buy them in the first five years are mobile professionals.
以 PDA（个人数字助理）为例，比如苹果的 Newton。我对此并不乐观，原因如下：大多数开发这些 PDA 的人是因为他们认为个人用户会买来送给家人。我朋友们创办了 General Magic（一家旨在挑战 Newton 的新公司），他们认为你的孩子会有一台，你的祖母也会有一台，全家互相发送信息。但一台带蜂窝调制解调器的设备售价 1500 美元，我不认为有太多人会为家里买三四台。在最初五年里，真正会购买它们的将是移动专业人士。
And the problem is, the psychology of the people who develop these things is just not going to enable them to put on suits and hop on planes and go to Federal Express and pitch their product.
问题在于，开发这些东西的人的心理根本无法让他们穿上西装、登上飞机，去联邦快递推销自己的产品。
To make step-function changes, revolutionary changes, it takes that combination of technical acumen and business and marketing — and a culture that can somehow match up the reason you developed your product and the reason people will want to buy it. I have a great respect for incremental improvement, and I’ve done that sort of thing in my life, but I’ve always been attracted to the more revolutionary changes. I don’t know why. Because they’re harder. They’re much more stressful emotionally. And you usually go through a period where everybody tells you that you’ve completely failed.
要实现阶跃式、革命性的变化，需要技术洞察、商业和营销的结合——还要有一种文化，能把你开发产品的初衷与人们想购买它的理由匹配起来。我非常尊重渐进式改进，毕竟我一生也干过那样的事，但我始终更被革命性变革所吸引。我也说不清原因。因为它们更难，更容易在情感上造成巨大压力，而且通常你会经历一个阶段，人人都告诉你已经彻底失败。
Is that the period you’re emerging from now?
那是不是你现在正要走出的阶段？
I hope so. I’ve been there before, and I’ve recently been there again.
希望如此。我以前经历过一次，最近又再度经历。
As you know, most of what I’ve done in my career has been software. The Apple II wasn’t much software, but the Mac was just software in a cool box. We had to build the box because the software wouldn’t run on any other box, but nonetheless, it was mainly software. I was involved in PostScript and the formation of Adobe, and that was all software. And what we’ve done with NEXTSTEP is really all software. We tried to sell it in a really cool box, but we learned a very important lesson. When you ask people to go outside of the mainstream, they take a risk. So there has to be some important reward for taking that risk or else they won’t take it
如你所知，我职业生涯的大部分工作都与软件有关。Apple II 的软件不算多，但 Macintosh 其实就是装在炫酷盒子里的软件。我们必须造盒子，因为那套软件无法在其他机器上运行，但归根结底，它主要还是软件。我参与了 PostScript 和 Adobe 的创立，那也是纯软件。我们在 NEXTSTEP 上做的同样几乎都是软件。我们曾尝试把它放进非常酷的硬件里销售，但由此得到了一个重要教训：当你让人们走出主流时，他们要承担风险。因此，必须给予足够重要的回报，否则他们不会迈出那一步。
What we learned was that the reward can’t be one and a half times better or twice as good. That’s not enough. The reward has to be like three or four or five times better to take the risk to jump out of the mainstream.
我们的体会是，回报不能只好一点五倍或两倍，那远远不够。要让人冒险跳出主流，回报必须好到三倍、四倍甚至五倍。
The problem is, in hardware you can’t build a computer that’s twice as good as anyone else’s anymore. Too many people know how to do it. You’re lucky if you can do one that’s one and a third times better or one and a half times better. And then it’s only six months before everybody else catches up. But you can do it in software. As a matter of fact, I think that the leap that we’ve made is at least five years ahead of anybody.
问题在于，在硬件领域你再也造不出性能是别人两倍的电脑了。懂得怎么做的人太多。能做到比别人好三分之一或好一半就算幸运，而且六个月后所有人都会追上。但在软件上你可以做到。事实上，我认为我们这一次的飞跃至少领先任何人五年。
Let’s talk about the evolution of the PC. About 30 percent of American homes have computers. Businesses are wired. Video-game machines are rapidly becoming as powerful as PCs and in the near future will be able to do everything that traditional desktop computers can do. Is the PC revolution over?
让我们谈谈个人电脑的演变。约 30% 的美国家庭拥有电脑，企业也都联网了。游戏机的性能正迅速逼近 PC，未来不久它们将能完成传统桌面电脑能做的一切。PC 革命结束了吗？
No. Well, I don’t know exactly what you mean by your question, but I think that the PC revolution is far from over. What happened with the Mac was — well, first I should tell you my theory about Microsoft. Microsoft has had two goals in the last 10 years. One was to copy the Mac, and the other was to copy Lotus’ success in the spreadsheet — basically, the applications business. And over the course of the last 10 years, Microsoft accomplished both of those goals. And now they are completely lost.
没有。我不完全确定你问题的确切含义，但我认为 PC 革命远未结束。Mac 的遭遇——嗯，首先我得谈谈我对微软的看法。过去十年，微软有两个目标：一是复制 Mac，二是复制 Lotus 在电子表格领域的成功——本质上说，就是复制应用软件业务。在这十年里，微软实现了这两个目标，而现在他们完全迷茫了。
They were able to copy the Mac because the Mac was frozen in time. The Mac didn’t change much for the last 10 years. It changed maybe 10 percent. It was a sitting duck. It’s amazing that it took Microsoft 10 years to copy something that was a sitting duck. Apple, unfortunately, doesn’t deserve too much sympathy. They invested hundreds and hundreds of millions of dollars into R\&D, but very little came out They produced almost no new innovation since the original Mac itself.
微软之所以能复制 Mac，是因为 Mac 一直停滞不前。过去十年 Mac 几乎没什么变化，顶多变了 10%，简直就是活靶子。令人惊讶的是，微软竟然花了十年才复制这样一个活靶子。不幸的是，苹果也没什么值得同情。他们在研发上投入了数以亿计的资金，却几乎毫无产出，除了最初的 Mac 之外几乎没有新的创新。
如今，Macintosh 的“原始基因”已遍布全球——其中 90% 以 Windows 的形式存在，但依旧有数以千万计的电脑按照同样的方式运行。这很好。那么，下一步是什么？是什么将继续推动这场 PC 革命？
If you look at the goal of the ’80s, it was really individual productivity. And that could be answered with shrink-wrapped applications \[off-the-shelf software]. If you look at the goal of the ’90s — well, if you look at the personal computer, it’s going from being a tool of computation to a tool of communication. It’s going from individual productivity to organizational productivity and also operational productivity. What I mean by that is, the market for mainframe and minicomputers is still as large as the PC market. And people don’t buy those things to run shrink-wrapped spreadsheets and word processors on. They buy them to run applications that automate the heart of their company. And they don’t buy these applications shrink-wrapped. You can’t go buy an application to run your hospital, to do derivatives commodities trading or to run your phone network. They don’t exist. Or if they do, you have to customize them so much that they’re really custom apps by the time you get through with them.
回顾 20 世纪 80 年代，其核心目标是真正提升个人生产力，而这可通过“盒装软件”（现成软件）来实现。若再看 90 年代——若再看个人电脑，它正从计算工具转变为沟通工具，从提升个人生产力转向提升组织生产力，甚至运营生产力。我的意思是，大型机和小型机市场规模依然与 PC 市场相当，人们购买它们并不是为了运行盒装的电子表格或文字处理，而是为了运行能自动化整个企业核心的应用。这些应用并非盒装软件：你不能去买一款软件就能运营医院、做衍生品商品交易或管理电话网络。这些软件要么根本不存在，要么即便存在，也得进行大量定制，最终几乎成了彻底的定制应用。
These custom applications really used to just be in the back office — in accounting, manufacturing. But as business is getting much more sophisticated and consumers are expecting more and more, these custom apps have invaded the front office. Now, when a company has a new product, it consists of only three things: an idea, a sales channel and a custom app to implement the product. The company doesn’t implement the product by hand anymore or service it by hand. Without the custom app, it doesn’t have the new product or service. I’ll give you an example. MCI’s Friends and Family is the most successful business promotion done in the last decade — measured in dollars and cents. AT\&T did not respond to that for 18 months. It cost them billions of dollars. Why didn’t they? They’re obviously smart guys. They didn’t because they couldn’t create a custom app to run a new billing system.
这些定制应用过去主要存在于后台——在会计、制造等领域。但随着商业日益复杂、消费者期望不断提升，这些定制应用已“入侵”前台。如今，一家公司推出新产品只有三件要素：创意、销售渠道和用于落地该产品的定制应用。公司不再靠人工实施或服务产品；缺了定制应用，就没有新的产品或服务。举个例子：MCI 的“亲友计划”是过去十年最成功的商业促销活动——从真金白银来看。AT&T 足足 18 个月才做出回应，损失了数十亿美元。为什么？他们显然很聪明，却因为无法开发一款新的计费系统的定制应用而无从下手。
So how does this connect with the next generation of the PC?
那么这与下一代 PC 有什么关联？
I believe the next generation of the PC is going to be driven by much more advanced software, and it’s going to be driven by custom software for business. Business has focused on shrink-wrapped software on the PCs, and that’s why PCs haven’t really touched the heart of the business. And now they want to bring them into the heart of the business, and everyone is going to have to run custom apps alongside their shrink-wrapped apps because that’s how the enterprise is going to get their competitive advantage in things.
我认为，下一代 PC 将由更先进的软件驱动，尤其是为企业定制的软件。企业过去在 PC 上专注于盒装软件，这也是 PC 迟迟未触及业务核心的原因。如今，他们希望把 PC 引入业务核心，每家公司都得在盒装应用之外同时运行定制应用，因为企业正是借此获得竞争优势。
For example, McCaw Cellular, the largest cellular provider in the world, runs the whole front end of their business on NEXTSTEP now. They’re giving PCs with custom apps to the phone dealers so that when you buy a cellular phone, it used to take you a day and a half to get you up on the network. Now it takes five minutes. The phone dealer just runs these custom apps, they’re networked back to a server in Seattle, and in a minute and a half, with no human intervention, your phone works on the entire McCaw network.
例如，全球最大的蜂窝网络运营商 McCaw Cellular 如今把整个业务前端运行在 NEXTSTEP 上。他们向手机经销商发放装有定制应用的 PC，以前你买手机要等一天半才能接入网络，现在只需五分钟。经销商运行这些定制应用，应用通过网络连接到西雅图的服务器，一分半钟内无需人工干预，你的手机便可在整个 McCaw 网络上正常使用。
In addition to that, the applications business right now — if you look at even the shrink-wrap business — is contracting dramatically. It now takes 100 to 200 people one to two years just to do a major revision to a word processor or spreadsheet. And so, all the really creative people who like to work in small teams of three, four, five people, they’ve all been squeezed out of that business. As you may know, Windows is the worst development environment ever made. And Microsoft doesn’t have any interest in making it better, because the fact that its really hard to develop apps in Windows plays to Microsoft’s advantage. You can’t have small teams of programmers writing word processors and spreadsheets — it might upset their competitive advantage. And they can afford to have 200 people working on a project, no problem.
此外，如果你看看即便是盒装软件业务，整个应用软件市场目前也在急剧萎缩。现在，仅仅对一个文字处理器或电子表格软件进行一次重大版本升级，就需要100到200人花上一到两年时间。因此，那些喜欢三五人小团队工作的真正具有创造力的人，全都被这门生意挤出了。如你所知，Windows 是有史以来最糟糕的开发环境。微软也无意改进它，因为在 Windows 上开发应用极其困难，这正好符合微软的利益。你无法让一支小团队编写文字处理器和电子表格——那可能会破坏他们的竞争优势。而他们完全负担得起让200人投身一个项目，毫无压力。
With our technology, with objects, literally three people in a garage can blow away what 200 people at Microsoft can do. Literally can blow it away. Corporate America has a need that is so huge and can save them so much money, or make them so much money, or cost them so much money if they miss it, that they are going to fuel the object revolution.
有了我们的技术，有了对象编程，车库里的三个人就能轻松打败微软两百人的团队，真的能够彻底碾压。美国企业界的需求非常巨大——满足它可以为他们省下、赚到或避免损失大量金钱——正是这种需求将推动面向对象革命。
That may be so. But when people think of Steve Jobs, they think of the man whose mission was to bring technology to the masses — not to corporate America.
也许如此。但当人们想到史蒂夫·乔布斯时，他们想到的却是那个使命在于把技术带给大众，而不是带给企业美国的人。
Well, life is always a little more complicated than it appears to be.
嗯，生活总比看起来要复杂一些。
What drove the success of the Apple II for many years and let consumers have the benefit of that product was Visi-Calc selling into corporate America. Corporate America was buying Apple IIs and running Visi-Calc on them like crazy so that we could get our volumes up and our prices down and sell that as a consumer product on Mondays and Wednesdays and Fridays while selling it to business on Tuesdays and Thursdays. We were giving away Macintoshes to higher ed while we were selling them for a nice profit to corporate America. So it takes both.
Apple II 多年来取得成功并使消费者得以受益，驱动力在于 Visi-Calc 在美国企业的销售。美国企业疯狂购买 Apple II 并在其上运行 Visi-Calc，使我们的出货量得以提升、成本得以下降，以便我们在周一、周三、周五把它作为消费级产品销售，同时在周二、周四卖给企业。我们把 Macintosh 免费赠送给高等教育机构，却以良好的利润卖给美国企业。所以两者缺一不可。
What’s going to fuel the object revolution is not the consumer. The consumer is not going to see the benefits until after business sees them and we begin to get this stuff into volume. Because unfortunately, people are not rebelling against Microsoft. They don’t know any better. They’re not sitting around thinking that they have a giant problem that needs to be solved — whereas corporations are. The PC market has done less and less to serve their growing needs. They have a giant need, and they know it. We don’t have to spend money educating them about the problem — they know they have a problem. There’s a giant vacuum sucking us in there, and there’s a lot of money in there to fuel the development of this object industry. And everyone will benefit from that
推动面向对象革命的并不是消费者。只有在企业率先看到其优势并且我们开始实现规模化之后，消费者才会受益。不幸的是，人们并没有反抗微软——他们并不觉得自己有多大问题需要解决，而企业却有。PC 市场越来越无法满足企业不断增长的需求。他们有巨大的需求，并且心知肚明。我们无需花钱去教育他们——他们自己就知道问题所在。那里存在一个巨大的真空把我们吸进去，也有充足的资金来推动面向对象产业的发展，最终人人都会受益。
I visited Xerox PARC in 1979, when I was at Apple. That visit’s been written about — it was a very important visit. I remember being shown their rudimentary graphical-user interface. It was incomplete, some of it wasn’t even right, but the germ of the idea was there. And within 10 minutes, it was so obvious that every computer would work this way someday. You knew it with every bone in your body. Now, you could argue about the number of years it would take, you could argue about who the winners and losers in terms of companies in the industry might be, but I don’t think rational people could argue that every computer would work this way someday.
1979 年我在苹果时访问过 Xerox PARC。那次访问已被多次提及——它非常重要。我记得他们向我展示了初步成形的图形用户界面，虽不完整，有些地方甚至并不正确，但其中的理念之种已然存在。不到十分钟，你就会深刻地知道，总有一天每台计算机都会以这种方式工作，你全身的骨头都能感受到这一点。当然，你可以争论需要多少年才能实现，也可以争论行业里哪些公司会赢、哪些会输，但理性的人不会否认：终有一天，每台计算机都会这样工作。
I feel the same way about objects, with every bone in my body. All software will be written using this object technology someday. No question about it. You can argue about how many years it’s going to take, you can argue who the winners and losers are going to be in terms of the companies in this industry, but I don’t think a rational person can argue that all software will not be built this way.
我对面向对象技术也有同样的信念，深入骨髓。终有一天，所有软件都会用这种对象技术编写，这是毋庸置疑的。你可以争论需要多少年才能实现，也可以争论在这个行业里哪些公司会成为赢家或输家，但我认为理性的人无法反驳：所有软件最终都会以这种方式构建。
Would you explain, in simple terms, exactly what object-oriented software is?
您能否用简单的语言解释一下什么是面向对象软件？
Objects are like people. They’re living, breathing things that have knowledge inside them about how to do things and have memory inside them so they can remember things. And rather than interacting with them at a very low level, you interact with them at a very high level of abstraction, like we’re doing right here.
对象就像人。它们是有生命、会呼吸的存在，内部拥有执行任务的知识，也拥有记忆以便记住事情。而且，与其在非常底层的层面与它们交互，不如像我们现在这样，在非常高的抽象层次与它们交互。
Here’s an example: If I’m your laundry object, you can give me your dirty clothes and send me a message that says, “Can you get my clothes laundered, please.” I happen to know where the best laundry place in San Francisco is. And I speak English, and I have dollars in my pockets. So I go out and hail a taxicab and tell the driver to take me to this place in San Francisco. I go get your clothes laundered, I jump back in the cab, I get back here. I give you your clean clothes and say, “Here are your clean clothes.”
举个例子：如果我是你的洗衣对象，你可以把脏衣服交给我，并给我发条信息说：“请帮我把衣服洗干净。”我恰好知道旧金山最好的洗衣店在哪里。我会说英语，口袋里有美元。于是我出门招一辆出租车，告诉司机把我送到旧金山的那家店。我去把你的衣服洗好，再跳上出租车回到这里。我把干净衣服交给你，说：“这是洗好的衣服。”
You have no idea how I did that. You have no knowledge of the laundry place. Maybe you speak French, and you can’t even hail a taxi. You can’t pay for one, you don’t have dollars in your pocket. Yet I knew how to do all of that. And you didn’t have to know any of it. All that complexity was hidden inside of me, and we were able to interact at a very high level of abstraction. That’s what objects are. They encapsulate complexity, and the interfaces to that complexity are high level.
你完全不知道我是怎么做到的，也不知道那家洗衣店在哪里。也许你只会说法语，甚至不会招出租车，也付不起车费，口袋里没有美元。然而我知道如何完成这一切，而你无需了解任何细节。所有复杂性都被封装在我体内，我们得以在很高的抽象层次上交互。这就是对象。它们封装复杂性，而与这种复杂性交互的接口则是高级的。
You brought up Microsoft earlier. How do you feel about the fact that Bill Gates has essentially achieved dominance in the software industry with what amounts to your vision of how personal computers should work?
你刚才提到了微软。对于比尔·盖茨凭借与你对个人计算机工作方式的愿景几乎相同的理念而在软件业取得主导地位，你有什么感受？
I don’t really know what that all means. If you say, well, how do you feel about Bill Gates getting rich off some of the ideas that we had … well, you know, the goal is not to be the richest man in the cemetery. It’s not my goal anyway.
我其实不太清楚这意味着什么。如果你问，我对比尔·盖茨依靠我们的一些理念致富有何感想……嗯，你知道，目标并不是要成为墓地里最富有的人。至少那不是我的目标。
The thing I don’t think is good is that I don’t believe Microsoft has transformed itself into an agent for improving things, an agent for coming up with the next revolution. The Japanese, for example, used to be accused of just copying — and indeed, in the beginning, that’s just what they did. But they got quite a bit more sophisticated and started to innovate — look at automobiles, they certainly innovated quite a bit there. I can’t say the same thing about Microsoft.
我认为不太好的一点是，我不认为微软已经转变成一个推动改进、引领下一场革命的角色。例如，以前人们指责日本人只会模仿——确实，在最初他们就是这么做的。但他们后来变得非常成熟，开始创新——看看汽车产业，他们确实做出了不少创新。我无法对微软说同样的话。
让情感影响了判断，但可能只是表达上的问题，已经清晰的意识到微软和日本相同的本质。
And I become very concerned, because I see Microsoft competing very fiercely and putting a lot of companies out of business — some deservedly so and others not deservedly so. And I see a lot of innovation leaving this industry. What I believe very strongly is that the industry absolutely needs an alternative to Microsoft. And it needs an alternative to Microsoft in the applications area — which I hope will be Lotus. And we also need an alternative to Microsoft in the systems-software area. And the only hope we have for that, in my opinion, is NeXT.
我对此深感忧虑，因为我看到微软在激烈竞争中让许多公司倒闭——有些罪有应得，有些却并不该如此。我也看到大量创新正在离开这个行业。我坚信，行业绝对需要一个能够替代微软的力量。在应用软件领域需要一个微软的替代者——我希望那会是 Lotus。同时在系统软件领域，我们也需要一个微软的替代者。在我看来，唯一的希望就是 NeXT。
Microsoft, of course, is working on their own object-oriented operating system —
当然，微软也在开发自己的面向对象操作系统——
They were working on the Mac for 10 years, too. I’m sure they’re working on it
他们当年也为 Mac 忙了十年。我敢肯定他们现在也在做这件事。
Microsoft’s greatest asset is Windows. Their greatest liability is Windows. Windows is so nonobject-oriented that it’s going to be impossible for them to go back and become object-oriented without throwing Windows away, and they can’t do that for years. So they’re going to try to patch things on top, and it’s not going to work.
微软最大的资产是 Windows，他们最大的负债也是 Windows。Windows 完全不是面向对象的，要想重新回炉成为面向对象系统，除非把 Windows 整个抛弃，可他们多年内都做不到。所以他们会尝试在其基础上打补丁，但那是行不通的。
You’ve called Microsoft the IBM of the ’90s. What exactly do you mean by that?
你把微软称作 90 年代的 IBM。你具体是什么意思？
They’re the mainstream. And a lot of people who don’t want to think about it too much are just going to buy their product. They have a market dominance now that is so great that it’s actually hurting the industry. I don’t like to get into discussions about whether they accomplished that fairly or not That’s for others to decide. I just observe it and say it’s not healthy for the country.
他们就是主流。很多不想多费心思的人都会直接买他们的产品。他们如今的市场支配力大到实际上正在伤害整个行业。我不想讨论他们是否公平取得了这种地位——那让别人去评判。我只是观察到，这对国家并不健康。
What do you think of the federal antitrust investigation?
你怎么看联邦政府的反垄断调查？
I don’t have enough data to know. And again, the issue is not whether they accomplished what they did within the rule book or by breaking some of the rules. I’m not qualified to say. But I don’t think it matters. I don’t think that’s the real issue. The real issue is, America is leading the world in software technology right now, and that is such a valuable asset for this country that anything that potentially threatens that leadership needs to be examined. I think the Microsoft monopoly of both sectors of the software industry — both the system and the applications software and the potential third sector that they want to monopolize, which is the consumer set-top-box sector — is going to pose the greatest threat to Americas dominance in the software industry of anything I have ever seen and could ever think of. I personally believe that it would be in the best interest of the country to break Microsoft up into three companies — a systems-software company, an applications-software company and a consumer-software company.
我没有足够的数据来判断。同样，问题不在于他们是在遵守规则还是打破规则的情况下做到这一点，我也没有资格评论。但我认为这并不重要，这并非真正的问题。真正的问题是，美国目前在软件技术上领跑全球，这是国家极其宝贵的资产，任何可能威胁这种领先地位的因素都应当受到审视。我认为，微软对软件行业两大领域——系统软件与应用软件——的垄断，以及他们想要垄断的第三个领域——消费者机顶盒——将对美国在软件行业的主导地位构成我见过或能想到的最大威胁。我个人认为，将微软拆分为三家公司——一家系统软件公司、一家应用软件公司和一家消费软件公司——符合国家利益。
没必要说的话。
Hearing you talk like this makes me flash back to the old Apple days, when Apple cast itself in the role of the rebel against the establishment. Except now, instead of IBM, the great evil is Microsoft. And instead of Apple that will save us, it’s NeXT. Do you see parallels here, too?
听你这么说让我想起苹果早年的日子，当时苹果把自己定位为反抗既得利益集团的叛逆者。只是现在，大反派从 IBM 变成了微软；而拯救我们的，不再是苹果，而是 NeXT。你也看到了这种相似之处吗？
Yeah, I do. Forget about me. That’s not important. What’s important is, I see tremendous parallels between the solidity and dominance that IBM had and the shackles that that was imposing on our industry and what Microsoft is doing today…. I think we came closer than we think to losing some of our computer industry in the late ’70s and early ’80s, and I think the gradual dissolution of IBM has been the healthiest thing that’s happened in this industry in the last 10 years.
是的，我看到了。别把焦点放在我身上，那并不重要。重要的是，我看到了 IBM 当年稳固而强大的主导地位给行业套上的枷锁，与微软今天所做的事情之间存在着巨大的相似性……我认为在 70 年代末到 80 年代初，我们距离失去部分计算机产业比想象的还要近，而 IBM 的逐步解体是过去 10 年里这个行业发生的最健康的事情。
What’s your personal relationship with Bill Gates like?
你和比尔·盖茨私下的关系怎么样？
I think Bill Gates is a good guy. We’re not best friends, but we talk maybe once a month.
我觉得比尔·盖茨是个不错的人。我们不是最好的朋友，但大概每个月会通一次电话。
A lot has been made of the rivalry between you two. The two golden boys of the computer revolution —
关于你们俩的竞争，人们谈论甚多——计算机革命的两位金童——
I think Bill and I have very different value systems. I like Bill very much, and I certainly admire his accomplishments, but the companies we built were very different from each other.
我认为比尔和我的价值体系截然不同。我很喜欢比尔，也确实敬佩他的成就，但我们各自创建的公司截然不同。
A lot of people believe that given the stranglehold Microsoft has on the software business, in the long run, the best NeXT can hope for is that it will be a niche product.
很多人认为，鉴于微软对软件业务的牢牢控制，从长远来看，NeXT 最好的结局也就是成为一个小众产品。
Apple’s a niche product, the Mac was a niche product And yet look at what it did. Apple’s, what, a \$9 billion company. It was \$2 billion when I left They’re doing OK. Would I be happy if we had a 10 percent market share of the system-software business? I’d be happy now. I’d be very happy. Then I’d go work like crazy to get 20.
苹果是小众产品，Mac 也是小众产品，可看看它做到了什么。苹果现在大概是一家 90 亿美元的公司。我离开时才 20 亿。他们做得不错。如果我们能在系统软件业务中拿到 10% 的市场份额，我现在就会很高兴，非常高兴。然后我会拼命去争取 20%。
You mentioned the Apple earlier. When you look at the company you founded now, what do you think?
你刚才提到了苹果。当你现在看待自己创立的那家公司时，有什么感想？
I don’t want to talk about Apple.
我不想谈苹果。
What about the PowerPC?
那 PowerPC 呢？
It works fine. It’s a Pentium. The PowerPC and the Pentium are equivalent, plus or minus 10 or 20 percent, depending on which day you measure them. They’re the same thing. So Apple has a Pentium. That’s good. Is it three or four or five times better? No. Will it ever be? No. But it beats being behind. Which was where the Motorola 68000 architecture was unfortunately being relegated. It keeps them at least equal, but it’s not a compelling advantage.
它运转得很好。它就是一颗 Pentium。PowerPC 和 Pentium 的性能大体相当，正负 10% 到 20%，取决于你哪天测。它们是同一类东西。所以苹果拥有了一颗 Pentium，这很好。它能比别人快三倍、四倍或五倍吗？不能。将来也不会。但总好过落后——Motorola 68000 架构不幸正被边缘化。它至少让他们保持不落下风，但并不是一个决定性的优势。
如今翻开报纸，几乎都会看到有关互联网和信息高速公路的报道。这一切将走向何方？
The Internet is nothing new. It has been happening for 10 years. Finally, now, the wave is cresting on the general computer user. And I love it. I think the den is far more interesting than the living room. Putting the Internet into people’s houses is going to be really what the information superhighway is all about, not digital convergence in the set-top box. All that’s going to do is put the video rental stores out of business and save me a trip to rent my movie. I’m not very excited about that. I’m not excited about home shopping. I’m very excited about having the Internet in my den.
互联网并不是什么新鲜事，它已经发展了 10 年。如今，这股浪潮终于翻越到了普通电脑用户身上，我对此非常喜欢。我认为书房远比客厅有意思。把互联网带进千家万户，这才是信息高速公路的真正意义，而不是机顶盒的数字融合。那只会让录像带租赁店倒闭，省去我去租片的行程。我对此并不兴奋，也对家庭购物没兴趣。但我对在书房里拥有互联网感到非常兴奋。
Phone companies, cable companies and Hollywood are jumping all over each other trying to get a piece of the action. Who do you think will be the winners and losers, say, five years down the road?
电话公司、有线电视公司和好莱坞正蜂拥而至，抢夺这块蛋糕。你觉得，比如说五年后，谁会是赢家，谁会是输家？
I’ve talked to some of these guys in the phone and cable business, and believe me, they have no idea what they’re doing here. And the people who are talking the loudest know the least
我和电话及有线行业里的几个人聊过，相信我，他们根本不知道自己在做什么。而那些嗓门最大的人了解得最少。
Who are you referring to –John Malone?
你指的是谁——约翰·马龙？
I don’t want to name names. Let me just say that, in general, they have no idea how difficult this is going to be and how long it is going to take. None of these guys understands computer science. They don’t understand that that’s a little computer that they’re going to have in the set-top box, and in order to run that computer, they’re going to have to come up with some very sophisticated software.
我不想点名。我只能说，总体而言，他们完全不知道这件事会有多难、需要多长时间。这些人都不懂计算机科学；他们不了解机顶盒里要放一台小电脑，而要让那台电脑运行，就得开发非常复杂的软件。
Let’s talk more about the Internet. Every month, it’s growing by leaps and bounds. How is this new communications web going to affect the way we live in the future?
我们再谈谈互联网。它每个月都在突飞猛进。这张新的通信网络将如何影响我们未来的生活方式？
I don’t think it’s too good to talk about these kinds of things. You can open up any book and hear all about this kind of garbage.
我觉得谈这些没多大意义。随便翻本书，你就能看到这些废话。
I’m interested in bearing your ideas.
我想听听你的想法。
I don’t think of the world that way. I’m a tool builder. That’s how I think of myself. I want to build really good tools that I know in my gut and my heart will be valuable. And then whatever happens is… you can’t really predict exactly what will happen, but you can feel the direction that we’re going. And that’s about as close as you can get. Then you just stand back and get out of the way, and these things take on a life of their own.
我不是那样看世界的。我是一个工具创造者——这就是我对自己的定位。我想打造真正优秀的工具，打心底里知道它们会有价值。然后无论发生什么……你无法精确预见结果，但能感受到前进的方向，也就只能到这一步。接着你退后，让开道路，这些东西会自行发展。
Nevertheless, you’ve often talked about how technology can empower people, how it can change their lives. Do you still have as much faith in technology today as you did when you started out 20 years ago?
不过，你常谈到技术如何赋能人们、改变生活。如今，你对技术的信心是否仍与二十年前创业时一样强烈？
Oh, sure. It’s not a faith in technology. It’s faith in people.
当然。但这不是对技术的信心，而是对人的信心。
Explain that.
解释一下。
Technology is nothing. What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them. It’s not the tools that you have faith in — tools are just tools. They work, or they don’t work. It’s people you have faith in or not. Yeah, sure, I’m still optimistic I mean, I get pessimistic sometimes but not for long.
技术本身算不了什么。重要的是你要相信人，相信他们本质上善良且聪明；如果你给他们工具，他们会用工具做出精彩的事情。你信任的不是工具——工具只是工具，要么奏效，要么无效；你信任或不信任的，是人。所以是的，我仍然乐观——有时会悲观，但不会持续太久。
It’s been 10 years since the PC revolution started. Rational people can debate about whether technology has made the world a better place –
个人电脑革命已经开始十年。理性的人可以争论技术是否让世界变得更好——
The world’s clearly a better place. Individuals can now do things that only large groups of people with lots of money could do before. What that means is, we have much more opportunity for people to get to the marketplace — not just the marketplace of commerce but the marketplace of ideas. The marketplace of publications, the marketplace of public policy. You name it. We’ve given individuals and small groups equally powerful tools to what the largest, most heavily funded organizations in the world have. And that trend is going to continue. You can buy for under \$10,000 today a computer that is just as powerful, basically, as one anyone in the world can get their hands on.
世界显然更美好。个人如今能够做以前只有大规模资金雄厚的群体才能做的事情。这意味着，人们更有机会进入市场——不仅是商业市场，还有思想市场、出版市场、公共政策市场，等等。我们赋予个人和小团队与世界上最庞大、资金最雄厚的机构同等强大的工具，这一趋势将持续下去。如今花不到一万美元，你就能买到一台基本上与世界上任何人都能拿到的同样强大的电脑。
The second thing that we’ve done is the communications side of it. By creating this electronic web, we have flattened out again the difference between the lone voice and the very large organized voice. We have allowed people who are not part of an organization to communicate and pool their interests and thoughts and energies together and start to act as if they were a virtual organization.
其次是通信方面。通过构建这张电子网络，我们再次抹平了孤立个体的声音与庞大组织声音之间的差距。我们让那些不属于任何组织的人能够沟通、汇聚他们的兴趣、思想和精力，并开始像虚拟组织那样行动。
So I think this technology has been extremely rewarding. And I don’t think it’s anywhere near over.
所以我认为这项技术带来了极其丰厚的回报。我也认为它远未结束。
When you were talking about Bill Gates, you said that the goal is not to be the richest guy in the cemetery. What is the goal?
当你谈到比尔·盖茨时，你说目标不是成为墓地里最富有的人。那么目标是什么？
I don’t know how to answer you. In the broadest context, the goal is to seek enlightenment — however you define it. But these are private things. I don’t want to talk about this kind of stuff.
我不知道该怎么回答你。从最宽泛的角度来说，目标是追求启蒙——不管你怎么定义它。但这些都是私事，我不想谈这种东西。
Why?
为什么？
I think, especially when one is somewhat in the public eye, it’s very important to keep a private life.
我认为，尤其是当一个人多少处在公众视野中时，保持私人生活非常重要。
Are you uncomfortable with your status as a celebrity in Silicon Valley?
你对自己在硅谷的名人身份感到不自在吗？
I think of it as my well-known twin brother. It’s not me. Because otherwise, you go crazy. You read some negative article some idiot writes about you — you just can’t take it too personally. But then that teaches you not to take the really great ones too personally either. People like symbols, and they write about symbols.
我把那看作是我那位广为人知的双胞胎兄弟，那不是我。否则你会发疯的。你看到某个傻瓜写的负面文章——你不能太当真。但这也教会你别把那些极好的报道太当真。人们喜欢符号，他们写的就是符号。
I talked to some of the original Mac designers the other day, and they mentioned the 10-year-annniversary celebration of the Mac a few months ago. You didn’t want to participate in that. Has it been a burden, the pressure to repeat the phenomenal success of the Mac? Some people have compared you to Orson Welles, who at 25 did his best work, and it’s all downhill from there.
我前几天和一些最初的 Mac 设计师聊过，他们提到几个月前 Mac 的十周年庆典。你不想参加。重现 Mac 的巨大成功对你来说是一种负担吗？有人把你比作奥逊·威尔斯，他在 25 岁时完成了最佳作品，此后一路下坡。
I’m very flattered by that, actually. I wonder what game show I’m going to be on. Guess I’m going to have to start eating a lot of pie. \[Laughs.] I don’t know. The Macintosh was sort of like this wonderful romance in your life that you once had — and that produced about 10 million children. In a way it will never be over in your life. You’ll still smell that romance every morning when you get up. And when you open the window, the cool air will hit your face, and you’ll smell that romance in the air. And you’ll see your children around, and you feel good about it. And nothing will ever make you feel bad about it.
事实上，我对此很受宠若惊。我想知道自己会上哪个综艺节目。看来我得开始多吃派了（笑）。我不知道。Macintosh 有点像你生命中曾拥有的一段美好恋情——并且孕育了大约一千万个孩子。在某种意义上，它永远不会退出你的生活。每天早上起床，你仍会闻到那段恋情的气息。当你打开窗户，凉爽的空气扑面而来，你会闻到空气中的那份浪漫。你会看到你的孩子们在身边，你会因此感觉良好。没有什么能让你因此感到难过。
But now, your life has moved on. You get up every morning, and you might remember that romance, but then the whole day is in front of you to do something wonderful with.
但现在，你的人生已经继续前行。每天早晨起床，你也许会想起那段恋情，但随后整天都摆在你面前，去做一些精彩的事情。
But I also think that what we’re now may turn out in the end to be more profound. Because the Macintosh was the agent of change to bring computers to the rest of us with its graphical-user interface. That was very important. But now the industry is up against a really big closed door. Objects are going to unlock that door. On the other side is a world so rich from this well of software that will spring up that the true promise of many of the things we started, even with the Apple II, will finally start to be realized.
不过我也认为，我们现在所做的，到最后可能会更深远。因为 Macintosh 通过其图形用户界面成为把计算机带给大众的变革催化剂，这非常重要。但现在行业面对着一扇真正巨大的紧闭之门。面向对象技术将解开那扇门。门的另一边，是一个由软件之泉涌现出的极其丰富的世界，许多我们从 Apple II 时期就开始的承诺，终于将开始实现。
After that … who knows? Maybe there’s another locked door behind this door, too; I don’t know. But someone else is going to have to figure out how to unlock that one.
在那之后……谁知道呢？也许这扇门后面还有另一扇锁着的门；我不知道。但总得有别人去想办法把那扇门也打开。