Steve Jobs (founder of Apple Computer): There’s no risk. That’s why you need to do it young. That’s why when we started Apple, we said we have absolutely nothing to lose. I was 20 years old at the time, Woz was 24 or 25. We have nothing to lose. We have no families, no children, no houses. Woz had an old car. I had a Volkswagen van. All we were going to lose is our cars and the shirts off our back. We had nothing to lose, and we had everything to gain. We figured even if we crash and burn and lose everything, the experience will have been worth 10 times the cost. So what did we have to lose? There was no risk.

史蒂夫·乔布斯（苹果电脑创始人）：没有风险。这就是为什么你需要年轻时去做。这就是我们在创办苹果时所说的，我们绝对没有什么可失去的。我当时 20 岁，沃兹 24 或 25 岁。我们没有什么可失去的。我们没有家庭，没有孩子，没有房子。沃兹有一辆旧车。我有一辆大众面包车。我们要失去的只是我们的车和身上的衬衫。我们没有什么可失去的，而我们有一切可以获得。我们认为即使我们失败并失去一切，这段经历也值得十倍的成本。那么我们有什么可失去的呢？没有风险。

Apple was a very classic Silicon Valley startup in the sense that Steve Wozniak and my partner both worked for Hewlett Packard. In fact, Woz was still working there when we started Apple. Hewlett Packard was the genesis of not just the concept of starting your own company - and, of course, it was the primary role model of the Valley - but it was also the ethics or the ethical basis of how you wanted to build your company, a company that was based on values, not just based on making money.

苹果是一家非常经典的硅谷初创公司，因为史蒂夫·沃兹尼亚克和我的合伙人都曾在惠普工作。事实上，当我们创办苹果时，沃兹仍在惠普工作。惠普不仅是创办自己公司的概念的起源——当然，它也是硅谷的主要榜样——而且它还是你想要如何建立公司的伦理或伦理基础，一个基于价值观的公司，而不仅仅是为了赚钱。

HP had the HP way, and they had a list of their values. The first one was we need to make a profit or else we can’t keep this company going. But after that, they got into how they wanted to treat individuals and conduct their corporate life, and it’s very idealistic in my opinion. We were very much influenced by that.

惠普有惠普的方式，他们有一份价值观清单。第一条是我们需要盈利，否则我们无法维持公司的运转。但在此之后，他们开始讨论如何对待个人和进行企业生活，在我看来这非常理想化。我们深受其影响。

The second thing that made us very typical in a way was that we were building a product that we ourselves were the customer for. We were building something we wanted ourselves, just like Hewlett and Packard started building test equipment for engineers. Well, they were engineers, so they in essence could do the marketing. They could figure out what an engineer might want in a product as well as design it. We wanted a computer, and we knew exactly what we wanted in a computer, so we could do the marketing as well as the engineering of that product. This changed later as we started selling to people that were different than us, but certainly in the first several years of Apple, we were selling to people that were just like us. A lot of Silicon Valley companies have started that way.

第二件让我们在某种程度上非常典型的事情是，我们正在构建一个我们自己也是客户的产品。我们正在构建一些我们自己想要的东西，就像惠普和帕卡德开始为工程师制造测试设备一样。好吧，他们是工程师，因此本质上可以进行市场营销。他们可以弄清楚工程师在产品中可能想要什么，以及设计它。我们想要一台计算机，我们确切知道我们想要什么，因此我们可以同时进行该产品的市场营销和工程设计。随着我们开始向与我们不同的人销售，这种情况后来发生了变化，但在苹果的头几年，我们确实是在向与我们非常相似的人销售。许多硅谷公司都是这样起步的。

Silicon Valley, if you had to say what was the seminal bud, it was Stanford University, Fred Terman encouraging Hewlett Packard, the Varian brothers to not go back east, but to stay here. That was the germ.

硅谷，如果你要说什么是开创性的萌芽，那就是斯坦福大学，弗雷德·特曼鼓励惠普和瓦里安兄弟不要回东部，而是留在这里。这就是萌芽。

The second big growth phase, and the real modern day shot in the arm, was when William Shockley, the racist, returned home to his hometown of Palo Alto to start a semiconductor company. He was one of the three co-discoverers of the transistor at Bell Labs. He returned home to Palo Alto, and he started Shockley Semiconductor, and he brought with him about half a dozen of the brightest young people in the country on this. In a way, it was very lucky that he turned out to be a terrible manager and businessman. Several of these people defected, headed by Bob Noyce, who raised money from a big company out east called Fairchild Camera and Instrument, to start Fairchild Semiconductor. And the rest was history. Fairchild was the second seminal company in the Valley after Hewlett Packard and really was the launching pad for every semiconductor company and the whole semiconductor industry, which built the Valley.

第二个大增长阶段，以及现代真正的振兴，是当种族主义者威廉·肖克利回到他的家乡帕洛阿尔托创办半导体公司。他是贝尔实验室晶体管的三位共同发现者之一。他回到帕洛阿尔托，创办了肖克利半导体，并带来了大约六位全国最优秀的年轻人。在某种程度上，他成为一个糟糕的管理者和商人是非常幸运的。这些人中有几位叛逃，以鲍勃·诺伊斯为首，他从东部一家名为费尔柴尔德相机与仪器的大公司筹集资金，创办了费尔柴尔德半导体。其余的就是历史了。费尔柴尔德是硅谷继惠普之后的第二家开创性公司，真正成为了每个半导体公司和整个半导体行业的发射台，塑造了硅谷。

So it’s an incredible place. When you look back at the end of this century, I’m sure that people will feel that of the 10 greatest inventions and discoveries of the century, five of them happened within 10 miles of here or 20 miles of here. Genetic engineering, the integrated circuit, the microprocessor, the personal computer, it’s just amazing what this Valley has done.

这是一个令人难以置信的地方。当你在本世纪末回顾时，我相信人们会觉得，在本世纪十大伟大发明和发现中，有五个发生在这里 10 英里或 20 英里范围内。基因工程、集成电路、微处理器、个人计算机，这个山谷所做的真是令人惊叹。

I think that’s a very healthy way to look at it. Some people say, “Well, you could have gone to college and been a lawyer.” Well, you’re right, but you can go to college and be a lawyer when you’re 25. There’s nothing that stops you from doing that. The only thing you really have in your life is time. If you invest that time in yourself to have great experiences that are going to enrich you, then you can’t possibly lose. So I always advise people don’t wait. Do something when you’re young when you have nothing to lose and keep that in mind. I think that’s the best way. Not that people can’t start companies when they’re 50. I’ve seen that. Very successful companies. But it’s a lot easier when you’re young and have nothing to lose and don’t have the responsibilities to other people that you will acquire later on in your life.

我认为这是一个非常健康的看法。有些人说：“好吧，你本可以上大学，成为一名律师。”你说得对，但你可以在 25 岁时上大学，成为一名律师。没有什么能阻止你这样做。你生活中唯一真正拥有的就是时间。如果你把时间投资在自己身上，去获得丰富的经历，那么你就不可能失败。因此，我总是建议人们不要等待。在年轻时做一些事情，当你没有什么可失去的时，记住这一点。我认为这是最好的方式。并不是说人们不能在 50 岁时创办公司。我见过这样的情况，非常成功的公司。但当你年轻时，没有什么可失去的，也没有将来会承担的对他人的责任时，这样做要容易得多。

Nolan Bushnell (founder of Atari): So over the years, we developed some very, very sophisticated ways of tracking human factors before we knew the name human factors. We called it gameplay interface. But in fact, it was human factors pushed to an extreme. I think that it’s not by accident that Steve Jobs worked at Atari because he understood some of the human factors that was part of it, that ultimately turned into the Macintosh, which has been the human factors winner. Even though an awful lot of it was developed at PARC, Steve knew it when he saw it.

诺兰·布什内尔（雅达利创始人）：多年来，我们在还不知道“用户体验”这个名字之前，就发展了一些非常非常精密的方法来追踪人的因素。我们称之为游戏界面。但实际上，这是推向极致的用户体验。我认为，史蒂夫·乔布斯在雅达利工作并非偶然，因为他理解了其中的用户体验，最终转化为了麦金塔电脑，它一直是人因工程的赢家。尽管其中很多是在PARC开发的，但史蒂夫一眼就认出了它。

Jobs: You know, I’ve actually always found something to be very true, which is most people don’t get those experiences because they never ask. I’ve never found anybody that didn’t want to help me if I asked them for help. I always call them up. I called up - this will date me - but I called up Bill Hewlett when I was 8 years old, and he lived in Palo Alto. His number was still in the phonebook. He answered the phone himself, “Yes?” “Hi, I’m Steve Jobs. I’m 12 years old. I’m a student at a high school, and I want to build a frequency counter. I was wondering if you had any spare parts I could have.” And he laughed. He gave me the spare parts to give me a frequency counter, and he gave me a job that summer at Hewlett Packard working on the assembly line putting nuts and bolts together on frequency counters. He got me a job at the place that built them. I was in heaven.

乔布斯：你知道，我一直发现有一件事非常真实，那就是大多数人没有那些经历，因为他们从不询问。我从未遇到过不想帮助我的人，只要我向他们求助。我总是打电话给他们。我打电话给——这会让我显得老——但我在 8 岁时打电话给比尔·休利特，他住在帕洛阿尔托。他的号码还在电话簿里。他自己接了电话，“你好？”“嗨，我是史蒂夫·乔布斯。我 12 岁，是一名高中生，我想制作一个频率计。我想知道你是否有任何可以给我的备用零件。”他笑了。他给了我备用零件，让我制作频率计，并在那个夏天给我在惠普的工作，负责在装配线上把螺母和螺栓组装在频率计上。他让我在制造它们的地方工作。我简直是在天堂。

I’ve never found anyone who’s said no or hung up the phone when I called. I just asked. When people ask me, I try to be as responsive, to pay that debt of gratitude back. Most people never pick up the phone and call. Most people never ask, and that’s what separates sometimes the people who do things from the people who just dream about them. You’ve got to act, and you’ve got to be willing to fail. You’ve got to be willing to crash and burn with people on the phone, with starting a company, whatever. If you’re afraid of failing, you won’t get very far.

我从来没有遇到过有人在我打电话时拒绝或挂断电话。我只是问。当人们问我时，我尽量回应，以回报那份感激。大多数人从不接电话和打电话。大多数人从不问，这有时就是做事的人和只是梦想的人之间的区别。你必须采取行动，并且要愿意失败。你必须愿意和人们在电话上一起崩溃和失败，或者在创业时，无论是什么。如果你害怕失败，你就不会走得太远。

One of the things that Woz and I did was we built blue boxes. These are obsolete now, but they were devices you could build. When you make a long distance phone call and in the background, you hear doo doo doo, those are the telephone computers actually signalling each other, actually sending information to each other to set up your call. The signaling they use is a lot like touchtone phones, only it’s different frequencies. Well, you can make a box that emits those frequencies, that can make those tones. There used to be a way to fool the entire telephone system into thinking that you were a telephone computer and to open up itself and let you call anywhere in the world for free. As a matter of fact, you could call from a payphone, go to White Plains, New York, take a satellite to Europe, take a cable to Turkey, come back to Los Angeles, you go around the world three or four times and call the payphone next door, shout in the phone, and it would be about 30 seconds and come out the other end of the phone. These were illegal, I have to add, but in spite of that, we were so fascinated by them that Woz and I actually figured out how to build one. We built the best one in the world. It was the first digital blue box in the world. We would give them to our friends and use them ourselves. You rapidly run out of people you want to call.

沃兹尼亚克和我做的其中一件事就是制造蓝盒子。现在这些东西已经过时了，但它们是你可以制造的设备。当你打长途电话时，在背景中你会听到嘟嘟嘟的声音，那些是电话计算机实际上在互相发送信号，实际上是在互相发送信息来建立你的通话。它们使用的信号类似于按键电话，只是频率不同。嗯，你可以制造一个发出这些频率的盒子，可以发出那些音调。过去有一种方法可以欺骗整个电话系统，让它认为你是电话计算机，并且打开自己，让你免费拨打世界上任何地方的电话。事实上，你可以从公用电话亭打电话，去纽约州的怀特普莱恩斯，通过卫星到欧洲，通过电缆到土耳其，再回到洛杉矶，你可以绕着世界转三四次，然后打给隔壁的公用电话亭，对着电话喊话，大约30秒后，它会从电话的另一端出来。这些是非法的，我必须补充，但尽管如此，我们对它们如此着迷，以至于沃兹和我实际上弄清楚了如何制造一个。我们制造了世界上最好的蓝盒子。这是世界上第一个数字蓝盒子。我们会把它们给我们的朋友，也会自己使用。你很快就用完了你想打电话的人。

But it was the magic of the fact that two teenagers could build this box for $100 worth of parts and control hundreds of billions of dollars of infrastructure in the entire telephone network in the whole world from Los Altos in Cupertino, California. That was magical. Experiences like that taught us the power of ideas, the power of understanding that if you could build this box, you could control hundreds of millions of dollars of telephone infrastructure around the world. That’s a powerful thing.

但这正是两个青少年能够用价值 100 美元的零件制造这个盒子的魔力，并从加利福尼亚库比蒂诺的洛斯阿尔托斯控制全球整个电话网络中数千亿美元的基础设施。这是神奇的。这样的经历教会了我们思想的力量，理解如果你能制造这个盒子，你就能控制全球数亿美元的电话基础设施。这是一个强大的事情。

If we hadn’t have made blue boxes, there would have been no Apple because we wouldn’t have had not only the confidence that we could build something and make it work - because it took us six months of discovery to figure out how to build this. It was a tremendous process in itself - but we also had the sense of magic that we could influence the world, control in the case of blue boxes, but something much more powerful than control, influencing, in the case of Apple. They are very closely related. I really do to this day feel like if we hadn’t have had those blue box experiences, there never would have been an Apple Computer.

如果我们没有制造蓝盒子，就不会有苹果公司，因为我们不仅没有信心去构建某些东西并使其运作——因为我们花了六个月的时间去发现如何构建这个。这本身就是一个巨大的过程——但我们也有一种魔力的感觉，我们可以影响世界，在蓝盒子的情况下是控制，但在苹果的情况下是比控制更强大的影响力。它们是密切相关的。直到今天，我真的觉得如果我们没有那些蓝盒子的经历，就永远不会有苹果电脑。

Now if you want to know what’s going to happen in five years, you don’t look in the mainstream, you look in the fringe, and the fringe back in 1975 was the Homebrew Computer Club. It was a bunch of people that were in this area that were into building their own computers because they couldn’t afford to buy them. Computers were $100,000, $50,000. Who could afford that?

现在，如果你想知道五年后会发生什么，你就不要看主流，而要看边缘，而 1975 年的边缘就是自制计算机俱乐部。那是一群对自己动手制作计算机感兴趣的人，因为他们买不起。计算机的价格是 100,000 美元，50,000 美元。谁能负担得起呢？

Steve “Woz” Wozniak (founder of Apple Computer): Every two weeks, we had a meeting at the Stanford Linear Accelerator Center on Wednesday nights, and boy, that was the most important day of my life. The rest of the two weeks was almost all my spare time was spent planning and writing some software to show off and planning for this event, the Homebrew Computer Club. Go down there, and as shy as I was - I’d never raise my hand and say anything - there was a period where we could show off what we had. I’d set up my computer with me Sears color TV, and people would come up and ask questions and I could answer them.

史蒂夫 “沃兹” 伍兹尼亚克（苹果电脑创始人）：每两周，我们在斯坦福线性加速器中心的星期三晚上开一次会议，天哪，那是我生命中最重要的一天。其余的两周几乎都是我用来计划和编写一些软件以展示的空闲时间，以及为这个活动——自制计算机俱乐部做准备。去到那里，尽管我很害羞——我从来不会举手说话——但有一段时间我们可以展示我们所拥有的。我会把我的电脑和西尔斯彩色电视一起设置好，人们会过来问问题，我可以回答他们。

Jobs: Everybody that was interested in building computers was at that meeting. There were a few hundred people at that meeting. It got up to that big. Initially it was maybe 50. But it grew to 200-300 people eventually. We started going when it was literally 30 or 40 people. Woz and I always had the coolest stuff there. We built a reputation for having the neatest stuff.

乔布斯：所有对构建计算机感兴趣的人都参加了那次会议。那次会议上有几百人。人数达到了这么多。最初可能只有 50 人。但最终增长到了 200-300 人。我们开始去的时候，实际上只有 30 或 40 个人。沃兹和我总是带着最酷的东西。我们建立了拥有最酷东西的声誉。

Bushnell: I remember Steve Jobs asking me whether I wanted to help him fund Apple Computer, offering me a third for $50,000, and I turned him down. So that’s one that got away. I can remember Steve and Steve, Steve Wozniak, working on a product breakout and doing a design that was so clever, because in those days it was heavily hardware, that they essentially broke the bank. I think we felt that 70 chips was about a normal thing and if you could get it down to 60, you were really doing good. I think they got it down to 38. They only problem was it used so many feedback loops you couldn’t really test it, so we had to escalate it back up again. But they got their bonus, and everybody was happy.

布什内尔：我记得史蒂夫·乔布斯问我是否想帮助他为苹果电脑融资，给我提供了三分之一的股份，价格是 50,000 美元，我拒绝了。所以这是一个错失的机会。我记得史蒂夫和史蒂夫，史蒂夫·沃兹尼亚克，正在开发一个产品，并做了一个非常聪明的设计，因为在那个时代，硬件占主导地位，他们基本上打破了银行。我认为我们觉得 70 个芯片是正常的，如果能降到 60 个，那就真的很不错。我想他们把它降到了 38 个。唯一的问题是它使用了太多的反馈回路，实际上无法测试，所以我们不得不再次提升它。但他们得到了奖金，大家都很高兴。

Jobs: It’s interesting. You look at something and you say, “Wow, that’s neat.” But if you look before it by several years, you’ll find the precursors to it. All the things that you learned along the way that added up to take a bigger step. I met Woz when I was maybe 12 years old, 13 years old. Woz was the first person I met who knew more electronics that I did so we became fast friends.

乔布斯：这很有趣。你看着某样东西，然后说：“哇，真不错。”但如果你回顾几年前，你会发现它的前身。你在这个过程中学到的所有东西都汇聚在一起，促使你迈出更大的一步。我大约 12 岁或 13 岁时遇到了沃兹。沃兹是我遇到的第一个比我更懂电子的人，所以我们很快成了朋友。

Woz: A couple of guys with no money didn’t really have the capital to build the sort of computer that was going to sell zillions into all the homes, a thousand a month. We didn’t have the money either. But Steve again went out and started looking for people who would put money into something that could go.

沃兹：几个没有钱的人实际上没有资本去制造那种能够在所有家庭中销售数以亿计的计算机，每月一千台。我们也没有钱。但史蒂夫再次出门，开始寻找愿意投资于可以发展的项目的人。

Mike Markkula (founder of Apple Computer): Steve Jobs and Woz decided they might be able to build a business out of what they had. They didn't’ know anyone to call except Nolan Bushnell’s friend on Valentine. So Steve called Don, and Don went over to the garage in Los Altos and came out shaking his head. Called me up and said there are these two fellas, and boy do they really need some help.

迈克·马库拉（苹果电脑创始人）：史蒂夫·乔布斯和沃兹决定他们可能能够利用他们所拥有的东西建立一项业务。他们除了诺兰·布什内尔的朋友瓦伦丁之外，没有人可以联系。所以史蒂夫打电话给唐，唐去了洛斯阿尔托斯的车库，出来时摇着头。给我打电话，说这两个家伙，真的是非常需要帮助。

Jobs: We went and talked to the venture capitalists, and none of them would give us any money. One of them referred to be as a renegade from the human race because I had longer hair then. None of them would give us any money. Thank God because then they would have ended up owning most of our company, so I think that Apple and a few other companies were good examples for venture capitalists that great ideas are not the exclusive products of people with great hair.

乔布斯：我们去和风险投资家谈过，他们没有一个愿意给我们钱。其中一个称我为人类的叛徒，因为那时我留了长发。没有一个愿意给我们钱。谢天谢地，因为那样他们最终会拥有我们公司的大部分股份，所以我认为苹果和其他几家公司是风险投资家很好的例子，伟大的想法并不是只有那些有着好头发的人才能产生。

We had the Apple I, which we sold about 200 of. The key thing about that product was we learned. We had it 50% right, but we cut our teeth, we figured out how to make the next big jump, we learned a lot from the market about what they wanted, and that really was what made the Apple II such a giant success. That was our first real success, and we launched that in 1977 at the West Coast Computer Faire in April. That went on to sell, I don’t know, 10 million units over its lifetime. It was the first really successful personal computer by a mile.

我们有 Apple I，卖出了大约 200 台。这个产品的关键在于我们学习到了很多。我们做对了 50%，但我们积累了经验，找到了下一个重大飞跃的方法，我们从市场上学到了很多关于他们想要什么的知识，这确实使得 Apple II 成为了一个巨大的成功。这是我们第一次真正的成功，我们在 1977 年 4 月的西海岸计算机博览会上推出了它。它在其生命周期内卖出了大约 1000 万台。它是第一款真正成功的个人电脑。

It wasn’t until later on - actually after we launched the Apple II in April, probably in the fall of that year, I realized we needed to do some advertising. So I was looking in technical journals and a company’s advertising caught my eye, which was Intel’s. So I called up Intel and asked them who did their advertising. They said, “Regis McKenna.” I said, “What is a Regis McKenna?” They said, “It’s a person.” So I went over to Regis’. The first time I went in there, he almost kicked us out, but he eventually took us on as a client. He was involved very early on. Fred Hoar came on maybe two years later.

直到后来——实际上是在我们四月推出 Apple II 之后，可能是在那年的秋天，我意识到我们需要做一些广告。所以我在技术期刊中寻找，一家公司的广告引起了我的注意，那就是英特尔的广告。于是我打电话给英特尔，问他们是谁做的广告。他们说：“Regis McKenna。”我问：“Regis McKenna 是什么？”他们说：“是一个人。”于是我去了 Regis 的公司。第一次去的时候，他差点把我们赶出去，但最终他还是把我们当作客户。他很早就参与其中。Fred Hoar 大约在两年后加入。

Regis McKenna (CEO of Regis McKenna, Inc. and early Apple PR): The personal computer industry was really quite different from Intel in that the personal computer industry really began as a countercultural movement. The first people were the long hair software developers or hobbyists in the computer industry, and they really distinguished themselves from being part of the mainframe world that was dominating the computer industry. In the mainframe world, the Big Brother world, the centralized computing world, the personal computer represented the individual, the freedom of the individual, so the design and the development of Apple was lightweight personal computing. It came out of this counter distinction to the mainframe, which was impersonal. The Apple colorful logo was distinguished between sort of the stark black and white IBM logo, so everything that was in the computing world prior to the personal computing industry was big and massive centralized control of an organization, control of the individual. The personal computer industry was this kind of counter cultural movement that came out of the ‘60s.

雷吉斯·麦肯纳（雷吉斯·麦肯纳公司首席执行官，早期苹果公关）：个人计算机行业与英特尔非常不同，因为个人计算机行业实际上是作为一种反文化运动开始的。最初的人是长发的软件开发者或计算机行业的爱好者，他们确实将自己与主导计算机行业的大型机世界区分开来。在大型机世界中，那个“大哥”世界，集中计算的世界，个人计算机代表了个体，个体的自由，因此苹果的设计和开发是轻量级个人计算。它源于对大型机的这种反向区分，大型机是非个人化的。苹果的彩色标志与那种严酷的黑白 IBM 标志形成了鲜明对比，因此在个人计算机行业之前，计算机世界中的一切都是大型和庞大的集中控制组织，对个体的控制。个人计算机行业是一种源于 60 年代的反文化运动。

Fred Hoar (President of Miller/Shandwick Technologies and early Apple marketing): Youngsters, many of them with two years experience, but that’s better than somebody with two years experience 10 times. You didn’t have any of those impediments to growth that happen with large bureaucratic organizations. It was the startup. It was the primordial stereotypical startup in every respect, and more importantly, it was informed with true evangelism, a true sense of mission, in other words, changing the world. There was a true sense of changing the world. So the atmosphere was one of youth. It was one of passion. It was one of creativity. It was one of very little structure. But a process that everybody understood. They might not codify that process, but you knew it was there. That process was to get something done and make a difference. Steve kept using the phrase, “Give something back.” There was that really sense of not being part of company, but being part of a cause or a crusade, whatever you like to call it.

弗雷德·霍尔（米勒/香农威克科技公司总裁和早期苹果市场营销）：年轻人，他们中的许多人有两年的经验，但这总比有十年经验的某个人要好。你没有那些大型官僚组织中出现的成长障碍。这是一个初创公司。它在各个方面都是原始典型的初创公司，更重要的是，它充满了真正的传播热情，真正的使命感，换句话说，就是改变世界。确实有一种改变世界的感觉。因此，氛围是年轻的，充满激情的，富有创造力的，几乎没有结构。但每个人都理解这个过程。他们可能不会将这个过程编码，但你知道它在那里。这个过程就是完成某件事情并产生影响。史蒂夫不断使用“回馈”这个短语。确实有一种感觉，不是作为公司的成员，而是作为一个事业或十字军的一部分，无论你喜欢怎么称呼它。

Scott McNealy (founder of Sun Microsystems): I think Steve Jobs did something for us all. He broke the age ceiling, the glass age ceiling if you will, on kids going off and doing things that they shouldn’t be doing. People didn’t look at us as so young when we were 27 because he at a very young age created a very successful company.

斯科特·麦克尼利（太阳微系统创始人）：我认为史蒂夫·乔布斯为我们所有人做了一件事。他打破了年龄的天花板，如果你愿意的话，就是玻璃年龄的天花板，让孩子们去做他们不应该做的事情。当我们 27 岁时，人们并没有把我们看得那么年轻，因为他在很小的时候就创建了一家非常成功的公司。

Secondly, you had Stanford and Berkeley and all of the other technology companies here. The geography is such that everybody is forced down to the lowlands by the bay. It’s a great infrastructure. We were able to start the company in nanoseconds literally. Get it up and running. Nobody batted an eye that we were barely shaving.

其次，你有斯坦福大学、伯克利大学和所有其他科技公司。地理环境使得每个人都被迫来到海湾的低地。这是一个很好的基础设施。我们实际上能够在纳秒内启动公司。让它运转起来。没有人对此感到惊讶，我们几乎没有剃须。

Larry Ellison (founder of Oracle Corporation): I think Steve Jobs is perhaps the most gifted person in our business in terms of vision and leadership. He really is the father of the personal computer. He really did popularize graphical user interfaces. He really has a passion for great technology.

拉里·埃里森（甲骨文公司创始人）：我认为史蒂夫·乔布斯在我们这个行业中，可能是最具天赋的人，尤其在愿景和领导力方面。他确实是个人计算机的奠基人。他确实普及了图形用户界面。他对伟大技术的热情确实令人钦佩。

Jobs: There is an entrepreneurial risk culture in the Valley that is as key a reason to why Silicon Valley exists as any other reason. The primary reasons are the entrepreneurial risk culture, of which role models are a very big part. Second are the universities, Stanford and Berkeley. There wouldn’t be a Silicon Valley if there weren’t Stanford and Berkeley constantly bringing in human capital which decides to stay here because it’s so nice. And third, certainly for the number of companies that start is the financial infrastructure as well. Fourth is the beehive effect. You’ve got a lot of extraordinarily talented people. The beehive effect says that it’s a lot more efficient to have that talent and all those companies together.

乔布斯：硅谷有一种创业风险文化，这也是硅谷存在的关键原因之一。主要原因是创业风险文化，其中榜样起着非常重要的作用。其次是大学，斯坦福和伯克利。如果没有斯坦福和伯克利不断引入人力资本，硅谷就不会存在，因为这里实在太美好了。第三，当然还有创业公司数量的金融基础设施。第四是蜂巢效应。你有很多极其优秀的人才。蜂巢效应表明，将这些人才和所有公司聚集在一起会更加高效。

Let me give you an example. When you want to start a company, you need to hire some experienced people. You can’t just hire people out of school most of the time. So you have to hire some experienced talent.  You’re going to ask somebody to leave a job, maybe they have a family, and come to your place to work. Well, if your company is in Montana, and they move their family and your company fails, there’s not another company in Montana that they can go to work for most likely, so they’ll have to go move again. As where if all you need to do is convince them to turn left instead of right to go to work in the morning, but they keep their same house, their kids don’t have to change school, etc., and if your company fails, well, they just go get a job in a week at some other company. You’re going to have a much higher probability of recruiting. So that’s the beehive effect.

让我给你举个例子。当你想要创办一家公司时，你需要雇佣一些有经验的人。大多数情况下，你不能只雇佣刚毕业的人。因此，你必须雇佣一些有经验的人才。你可能会要求某人离开他们的工作，也许他们有家庭，然后来你这里工作。如果你的公司在蒙大拿州，而他们搬家带着家人，但你的公司失败了，那么在蒙大拿州很可能没有其他公司可以让他们去工作，所以他们就得再搬一次。而如果你所需要做的只是说服他们早上上班时向左转而不是向右转，他们可以继续住在同一个房子里，孩子们不需要换学校等等，如果你的公司失败了，他们只需在一周内去其他公司找工作。你将有更高的招聘成功概率。这就是蜂巢效应。

Those four things together are why I think Silicon Valley today is what it is. The entrepreneurial risk culture has a lot to do with role models, starting off with Hewlett Packard, and models of engineers that started companies, models of marketing people that started companies, and even some spectacular failures. Some of the failures are as widely discussed as the successes. Even the failures, people are admired for trying. I think they pick themselves up, dust themselves off, and go get a job. Maybe they don’t own the company, maybe they’re not a founder of the next company, but they’ve got a really good job. There’s no real chance that they’ll end up destitute.

这四件事情加在一起就是我认为今天硅谷之所以如此的原因。创业风险文化与榜样有很大关系，从惠普开始，以及那些创办公司的工程师榜样、创办公司的市场营销人员榜样，甚至一些显著的失败。一些失败的讨论程度与成功一样广泛。即使是失败，人们也因尝试而受到钦佩。我认为他们会重新振作，抖掉身上的灰尘，去找一份工作。也许他们不拥有公司，也许他们不是下一个公司的创始人，但他们有一份很好的工作。他们最终陷入贫困的可能性几乎没有。

Kevin Surace (founder of Serious Energy): Like Steve Jobs at Apple, we don’t anticipate that customers are going to tell us the product they want. They’re going to tell us the slew of problems that they have, and then we can come up with the products that they want. Obviously, from a disruption innovation standpoint, Steve Jobs is the epitome of it. Steve is the epitome of it because he got fired for being too innovative, and they brought him back, and he was still too innovative, and it just turned out he was right. He was right all along. They should have listened to him. But it was so innovative that it was disruptive actually to the organization. Finally, he came back with a nearly bankrupt company. Now it didn’t matter how disruptive you were to the organization. He might not be the gentlest, kindest manager, but it just doesn’t matter. He’s just right 75-80% of the time, and when he’s right, he’s right big. The iPad is an amazing - 22 million sold or whatever it is already. So you have to think that’s a once in a lifetime find of a person that is so disruptive that got to be back in a place where they let him be that disruptive regardless of what was going on in the organization.

凯文·苏雷斯（Serious Energy 创始人）：就像史蒂夫·乔布斯在苹果公司一样，我们并不指望客户告诉我们他们想要的产品。他们会告诉我们他们面临的一系列问题，然后我们可以提出他们想要的产品。显然，从颠覆性创新的角度来看，史蒂夫·乔布斯就是这一理念的典范。史蒂夫之所以是典范，是因为他因过于创新而被解雇，后来又被请回，而他仍然过于创新，结果证明他是对的。他一直都是对的。他们应该听他的。但这太创新了，实际上对组织造成了颠覆。最终，他带着一家几乎破产的公司回来了。现在，颠覆性对组织的影响已经不再重要。他可能不是最温和、最善良的管理者，但这并不重要。他 75-80%的时间都是对的，而当他对的时候，他的影响是巨大的。iPad 是一个惊人的产品——已经售出了 2200 万台或其他数字。 所以你必须认为这是一个千载难逢的人才，他如此具有颠覆性，必须回到一个允许他如此颠覆的地方，无论组织内部发生了什么。

John Warnock (founder of Adobe Systems): Steve has been a friend since May of 1983. He called one day and said, “Gee, I understand you guys have done something neat. I’d like to come by and see it.” So we showed him the early stuff in postscript. He immediately loved the technology, and was a great supporter. He sort of saw the vision for the technology and drove it through Apple even though almost everyone at Apple disagreed with him. He drove it through and got the laserwriter to be produced in 1985. He made calls that everybody said, “No, Steve,  you can never sell a printer for more than the computer. Steve, you can’t do this. Steve, you can’t do that.” And he did it anyway. He was right. He actually was proven to be correct.

约翰·沃诺克（Adobe Systems 创始人）：自 1983 年 5 月以来，史蒂夫一直是我的朋友。一天他打电话来说：“哎，我听说你们做了一些很棒的事情。我想过来看看。”于是我们向他展示了早期的 PostScript 技术。他立刻喜欢上了这项技术，并成为了一个伟大的支持者。他看到了这项技术的愿景，并推动它在苹果公司发展，尽管几乎所有苹果公司的人都不同意他。他推动这项技术，并在 1985 年使激光打印机投入生产。他做出的决定让所有人都说：“不，史蒂夫，你永远不能把打印机卖得比电脑贵。史蒂夫，你不能这样做。史蒂夫，你不能那样做。”但他还是做到了。他是对的。他实际上被证明是正确的。

We were friends with Steve through his founding of NeXT Computers. We supported NeXT with display postscript. Steve has called many times when he was thinking about helping out Apple, and Apple called us and asked, “Well, gee, should we let Steve back?” You know, the whole thing. Both Chuck and I have been friends with Steve since the beginning. Steve’s coming back has been the best thing that could have happened to Apple. He has a sense of design taste and a sense of perfection and a sense of the customer like no one I’ve ever seen.

我们通过史蒂夫创办 NeXT 计算机而成为朋友。我们支持 NeXT 的显示后处理。史蒂夫在考虑帮助苹果时多次打电话给我们，苹果也打电话问我们：“嗯，天哪，我们应该让史蒂夫回来吗？”你知道，整个事情。查克和我从一开始就和史蒂夫是朋友。史蒂夫的回归是苹果发生的最好的事情。他有一种设计品味、完美感和对客户的理解，像我从未见过的那样。

Charles Geschke (founder of Adobe Systems): The fact that Steve is back, they’re getting great machines, they’re very delighted about that. Steve has always had excellent taste in technology in terms of thinking of what people will buy, and frankly I think in terms of companies because he tried to buy us right after he saw the technology. He said, “Why don’t you just become part of Apple?” We said, “Thank you very much, but we’d like to stay independent.” To his credit, he eventually stopped asking and said it was fine. He made an investment, which made Apple a lot of money.

查尔斯·盖什克（Adobe Systems 创始人）：史蒂夫回来了，他们得到了很棒的机器，他们对此非常高兴。史蒂夫在技术方面总是有很好的品味，能够想到人们会购买什么，坦率地说，我认为在公司方面也是如此，因为他在看到技术后就试图收购我们。他说：“你们为什么不成为苹果的一部分？”我们说：“非常感谢，但我们希望保持独立。”值得称赞的是，他最终停止了询问，并表示这没问题。他进行了投资，这让苹果赚了很多钱。

Jobs: I don’t think it will be like that because I’ll take myself. All the work that I have done - this is a very strange business and a very strange endeavor of life. All the work that I have done in my life will be obsolete by the time I’m 50. Apple II is obsolete now. Apple Is were obsolete many years ago. The Macintosh is on the verge of becoming obsolete in the next few years.

乔布斯：我认为不会那样，因为我会带着自己。我所做的所有工作——这是一项非常奇怪的事业和生活的非常奇怪的努力。我一生中所做的所有工作在我 50 岁时将会过时。Apple II 现在已经过时。Apple 在许多年前就已经过时。Macintosh 在未来几年即将变得过时。

This is a field where one does not write a principia which holds up for 200 years. This is not a field where one paints a painting that will be looked at for centuries or builds a church that will be admired and looked at in astonishment for centuries. No. This is a field where one does one’s work, and in 10 years, it’s obsolete and really will not be useable within 10 or 20 years. You can’t go back and use an Apple I because there’s no software for it. In another 10 years or so, you won’t be able to use an Apple II. You won’t even be able to fire it up to see what it was like.

这是一个领域，你不能写出一本像《原理》那样能维持200年的著作，这不是一个绘制可以被欣赏几个世纪的画作的领域，也不是一个建造可以被惊叹和欣赏几个世纪的教堂的领域。不。这是一个人们完成工作的领域，10 年后，它就过时了，实际上在 10 或 20 年内都无法使用。你不能回去使用 Apple I，因为没有软件支持它。在大约 10 年后，你也无法使用 Apple II。你甚至无法启动它来看看它是什么样的。

So it’s sort of like sediment of rocks. You’re building up a mountain, and you get to contribute your little layer of sedimentary rock to make the mountain that much higher. But no one on the surface, unless they have x-ray vision, will see your sediment. They’ll stand on it. It’ll be appreciated by that rare geologist, but no. It’s not like the Renaissance at all. It’s very different.

所以这有点像岩石的沉积物。你在建造一座山，而你可以贡献你的小层沉积岩，使山更高。但在表面上，除非他们有 X 光视力，否则没人会看到你的沉积物。他们会站在上面。这会被那个稀有的地质学家所欣赏，但不。这根本不像文艺复兴。它非常不同。

Lisa Jardine (Professor of Renaissance Studies at Queen Mary, University of London): As soon as we look at the tight relationship between an individual’s being at the pulse point of inventiveness and progress in his community and the flowering of art and culture and so on around them, we realize that Galileo could be Damien Hirst, that Cosimo de’ Medici could be Steve Jobs, that mankind has stayed pretty consistent over the ages, that ambition, a sharp mind, an eye for where the market is, a stronghold on who the people are that can make the key bits of technological equipment that you need to move the enterprise forward, plus a love of the consumer goods and a sense of taste in your community, what people like to buy and sell, all of that together makes a major entrepreneurial figure. It doesn’t matter whether they were born in 1450 or in 1970. They’re fundamentally the same person.

丽莎·贾尔丁（伦敦大学玛丽女王学院文艺复兴研究教授）：一旦我们观察到个体在其社区的创造力和进步的脉动点之间的紧密关系，以及他们周围艺术和文化的繁荣，我们就会意识到伽利略可以是达米恩·赫斯特，科西莫·德·美第奇可以是史蒂夫·乔布斯，人类在各个时代保持了一定的一致性，雄心、敏锐的头脑、对市场的洞察力、对能够制造推动企业前进所需的关键技术设备的人群的把握，加上对消费品的热爱和对社区品味的敏感，了解人们喜欢买什么和卖什么，所有这些共同构成了一个重要的企业家形象。无论他们是在 1450 年还是 1970 年出生，这些人从根本上都是相同的。

Jobs: So, the thing I would say is when you grow up, you tend to get told that the world is the way it is and your life is just to live your life inside the world, try not to bash into the walls too much, try to have a nice family life, have fun, save a little money. But that’s a very limited life. Life can be much broader once you discover one simple fact, and that is everything around you that you call life was made up by people that were no smarter than you. You can change it. You can influence it. You can build your own things that other people can use. The minute that you understand that you can poke life, and if you push in, something will pop out the other side, you can change, you can mold it. That’s maybe the most important thing, is to shake off this erroneous notion that life is there, and you’re just going to live in it versus embrace it, change it, improve it, make your mark upon it. I think that’s very important, and however you learn that, once you learn it, you’ll want to change life and make it better because it’s kind of messed up in a lot of ways. Once you learn that, you’ll never be the same again.

乔布斯：所以，我想说的是，当你长大后，你往往会被告知世界就是这样，你的生活就是在这个世界里生活，尽量不要撞到墙壁，努力过上美好的家庭生活，享受乐趣，存一点钱。但这是一种非常有限的生活。一旦你发现一个简单的事实，生活可以更广阔，那就是你所称之为生活的周围一切都是由和你一样聪明的人创造的。你可以改变它。你可以影响它。你可以构建自己的东西，让其他人使用。当你明白你可以戳戳生活，如果你用力推一下，另一边就会冒出东西时，你就可以改变它，你可以塑造它。这也许是最重要的事情，就是摆脱这种错误的观念：生活在那里，而你只是要生活在其中，而不是去拥抱它、改变它、改善它，给它留下你的印记。我认为这非常重要，无论你如何学习这一点，一旦你学会了，你就会想要改变生活，让它变得更好，因为在很多方面它有点混乱。一旦你明白这一点，你就再也不会一样了。