How Steve Jobs Changed The World
史蒂夫·喬布斯怎樣改變世界
Apple's former CEO made the products he himself wanted.
前蘋果CEO設(shè)計(jì)他自己想要的產(chǎn)品
By ANDY KESSLER
If you want to know the secret of Steve Jobs, recall his advice to inventor Dean Kamen upon seeing the original version of the Segway scooter: "I think it sucks," he said. "Its shape is not innovative, it's not elegant, it doesn't feel anthropomorphic . . . There are design firms out there that could come up with things we've never thought of, things that would make you s*** in your pants."
如果你想知道史蒂夫·喬布斯的秘密，回憶一下他看到Segway scooter的原始版本時(shí)給發(fā)明家迪恩·卡門的建議：“我覺得它很糟糕，”他說道?！皹邮讲粍?chuàng)新，也不優(yōu)雅，也不讓人感覺人性化……有很多設(shè)計(jì)公司能想出我們想不到的東西，而那正是我們夢寐以求的?！?b class="label bg2" jquery1333535880854="41">
At the end of the day, hardware is just a bunch of cold transistors and software code is just a bunch of bits to control them. But clever code can change the world and make us productive in ways we never imagined. Yet even that's not enough. As Hewlett-Packard and Nokia painfully know, everyone eventually has access to the same transistors, the same memory and displays and processors. All you can hope for is maybe a 12-18 month lead. Steve Jobs's magic was to marry clever code with a fanatical devotion to aesthetics, rare in the tech world. It worked, in spades. Now we pay huge premiums for Apple products made up of commonly available components.
到頭來，硬件只是一堆晶體管，軟件只是用來控制它們的一堆數(shù)位。但是好的代碼能夠改變世界，并能以我們意想不到的方式使我們卓有成效。那還不夠。正如惠普和諾基亞痛苦地知道，每個(gè)人最終以不同的方式得到相同的晶體管、相同的存儲器、顯示器和處理器。所有你能希望的只是12到18個(gè)月的領(lǐng)先。史蒂夫·喬布斯的神奇在于將好代碼和狂熱虔誠的審美相結(jié)合，這在技術(shù)界罕見。那不言而喻是有用的。現(xiàn)在我們耗巨資購買用普通有用的組件制成的蘋果產(chǎn)品。
That's right, we shell out $600 for $200 worth of sand. And here's the neat parlor trick. We actually feel good about it! In techland, there's no rest for the weary, better processors and storage and networks are daily creations. Mr. Jobs looked over the horizon and figured out not only what's next, but how to shape it into devices that all at once stirred a cognitive soup of psychology, behavior science, philosophy and for many, a spiritual awakening—an iPhone as a cortexial extension of ourselves. Weird, but true.
沒錯(cuò)，我們花費(fèi)600美元卻只得了價(jià)值200美元的沙子。這就是利落漂亮的招待把戲。實(shí)際上我們感覺不錯(cuò)。在技術(shù)界，疲倦而好的處理器沒有休息，存儲和網(wǎng)絡(luò)也是每日換新。喬布斯先生有高人的眼界，明白不僅是下一個(gè)，而且要把它塑造到裝置里去，能馬上激起心理、行為科學(xué)、哲學(xué)和許多精神覺醒的認(rèn)知波動——一個(gè)iPhone 就像我們大腦皮層的延伸。不可思議，但確實(shí)是。
Associated Press
Apple CEO Steve Jobs
蘋果CEO史蒂夫·喬布斯
How did he pull this off? By figuring out what he wanted and controlling the whole process until he got it. Very few buttons, like Mr. Jobs's clothing. But more importantly, don't just touch your computer, feel it. Let the graphics and icons simplify life's complexities. Let your fingers flow over the glass instead of peck at it. Speak to it. Use your body and motion to sway your computer until it moves you. Until you are one. OK, I got a little carried away, but admit it, it's hard to unplug.
他是如何辦到的？弄明白他想要的和控制整個(gè)過程，直到他得到了他想要的東西。按鈕很少，就像喬布斯的衣服。但是更重要的，不用觸摸你的電腦，只用感覺它。圖形和圖標(biāo)簡化生活的復(fù)雜性，你的手指滑過玻璃而不是輕叩。你的身體和運(yùn)動去影響你的電腦直到它移動到你一個(gè)。好的，我有點(diǎn)情不自禁，但是我承認(rèn)，很難改掉。
But of course, Mr. Jobs isn't selling just fashion. He's selling form and function, a platform for us to conduct our business and personal lives on, removing an expensive layer of magazine designers (Mac), disk jockeys (iPod), secretaries and postal workers (iPhone) and cable guys (iPad). Mr. Jobs and his legion of 50,000 coders and designers became the most valuable company in the world.
但是當(dāng)然，喬布斯先生并不只是賣時(shí)尚。他也賣形式和功能，一個(gè)供我們管理生意和個(gè)人生活的平臺，可以讓我們不再用昂貴的雜志設(shè)計(jì)師（Mac）、唱片節(jié)目選播員（iPod）、秘書、郵差（iPhone）和電纜之類的（iPad）。喬布斯先生和他500位程序員、設(shè)計(jì)師成為世界上最有價(jià)值的公司。
And his control drove Apple's business model. No screws to open up his devices. Those (patent protected) high margins from aesthetics allow Apple to break a lot of rules. Both the personal-computer industry and the Internet evolved as horizontal industries, layers of companies, each with a sliver of expertise (operating systems, processors, computers), that upended slow moving and formerly ridiculously profitable giants IBM and AT&T. Steve Jobs went horizontal just owning the online delivery layer to transform the music industry. He's trying to do it again to book publishing and TVs and games, and movies.
他的管理促成了蘋果商業(yè)模式。沒有螺絲去打開他的裝置。那些（專利保護(hù)）從美學(xué)獲得的高額利潤允許蘋果打破許多規(guī)則。個(gè)人電腦產(chǎn)業(yè)和因特網(wǎng)都發(fā)展成為橫向產(chǎn)業(yè)，層級公司，每個(gè)都有一系列專門知識（操作系統(tǒng)、處理器、電腦），形成了緩慢移動和以前可笑而有利可圖的巨頭IBM和AT&T。史蒂夫·喬布斯的水平只是將在線交付層改成音樂產(chǎn)業(yè)，后來他又在圖書出版、電視、游戲和電影嘗試
Related video:
（相關(guān)視頻：
Editorial board members Mary Kissel, Mary O'Grady and Bret Stephens discuss how Steve Jobs contributed to American prosperity.
編委會成員馬利·凱塞爾、馬利·O·格雷迪和布雷特·史蒂芬討論史蒂芬·喬布斯如何促成了美國的繁榮。）
About my only criticism of Steve Jobs is that Apple itself is quite vertical. You want to run an app on his iPhone, you play by his rules and pay him 30% of the action. And then there's those Apple stores, with their goofy T-shirt clad "geniuses," each resonating a Jobsian smugness. But darn it, they do know what they are doing and always end up helping. Also, by being tightly controlled and vertical, Apple has solved a major problem in the computer industry: customer support. Another brilliant move. So far, being vertical has been a virtue. Mr. Jobs leaves Apple hugely profitable and shareholders thrilled.
我關(guān)于史蒂夫·喬布斯的唯一苛求就是，蘋果本身是完全垂直的。你想要在他的iPhone上運(yùn)行一個(gè)應(yīng)用程序，就得按照他的規(guī)則來辦，還得為這一行為付費(fèi)30%。然后就是蘋果的供應(yīng)，與他們愚笨的T恤穿衣的“蘋果天才”，每個(gè)人都有共通的Jobsian矜持。但是該死的，他們確實(shí)知道他們在做什么，總是以幫助告終。同樣，即時(shí)被嚴(yán)格控制和垂直的，蘋果還解決了電腦行業(yè)的一個(gè)大難題：用戶支持。這真是一個(gè)偉大的舉措。目前為止，垂直也是一個(gè)優(yōu)點(diǎn)。喬布斯先生給蘋果帶來巨額利潤，讓股東興奮不已。
Is Steve Jobs irreplaceable? No. Apple fans will eventually move on to something else. It would have happened if he stayed. Twenty-somethings come along and invent entire new platforms like Facebook that change the world in different ways, learning the lessons from Steve Jobs and adding their own twists. The world catches up.
史蒂夫·喬布斯無可替代嗎？不。蘋果迷最后會轉(zhuǎn)向其他的事物。如果他繼續(xù)保持的話就無可替代。20多歲的人追隨，學(xué)習(xí)史蒂夫·喬布斯的經(jīng)驗(yàn)，再加上他們自己的智慧，創(chuàng)造了像Facebook 的新平臺，用不同的方式改變了世界。世界緊追不舍。
Aesthetics only gets you so far. At some point, maybe even the vertical control structure starts to unwind. It always does, as high margins are a super-conducting magnet for well-funded competition. Heck, Google just shelled out $12.5 billion for Motorola Mobility to go a little vertical themselves to compete.
美學(xué)只能帶你走那么遠(yuǎn)。某個(gè)時(shí)刻，垂直控制結(jié)構(gòu)可能開始展開。巨額利潤就像能吸引充足資金支持競爭的超導(dǎo)電的磁鐵。真見鬼，谷歌只花了125億億購買了摩托羅拉移動，走垂直路線競爭。
New Apple CEO Tim Cook has his work cut out continuing the Jobs legacy, refreshing Apple products at the same torrid pace, creating new category-creating devices, fighting off copycats, and keeping the stock price going up while at the same time figuring out which parts of the Jobs model to dismantle. Meanwhile, we all are a little better off because of Steve Jobs. I hope he applies his energy to other world- (and pants-) changing things.
新的蘋果總裁蒂姆·庫克停止了繼續(xù)的喬布斯遺產(chǎn)，以快速的步調(diào)更新了蘋果的產(chǎn)品，創(chuàng)造了新的類型裝置，抵抗模仿者，保持股票價(jià)格上漲，同時(shí)找出喬布斯模型可去掉的部分。與此同時(shí)，因?yàn)槭返俜颉滩妓刮覀兌己酶辉Ｒ稽c(diǎn)了，我希望他把他的精力花在其他改變世界（褲子）的東西上。
Mr. Kessler, a former hedge-fund manager, is the author most recently of "Eat People" (Portfolio, 2011).
凱塞爾先生，以前為對沖基金經(jīng)理，是最近《吃人》（作品集，2011）的作者。
