Apple Business Quotes

You have to be burning with an idea, or a problem, or a wrong that you want to right. If you're not passionate enough from the start, you'll never stick it out.

You point your feet out too much when you walk,” Will went on. He was busy polishing an apple on his shirtfront, and appeared not to notice Tessa glaring at him. “Camille walks delicately. Like a faun in the woods. Not like a duck.” “I do not walk like a duck.” “I like ducks,” Jem observed diplomatically. “Especially the ones in Hyde Park.” He glanced sideways at Will; both boys were sitting on the edge of the high table, their legs dangling over the side. “Remember when you tried to convince me to feed poultry pie to the mallards in the park to see if you could breed a race of cannibal ducks?” “They ate it too,” Will reminisced. “Bloodthirsty little beasts. Never trust a duck.

I'll be busy for the next eight weeks, so let's set this for November 15th. MENU I want lamb or venison steak. Baked potatoes with honey butter. Corn on the cob. Rolls. And apple pie, like the one you made before. I really liked it. I want it with ice cream. You owe me one naked dinner, but I'm not a complete beast, so you can wear a bra and panties if you so wish. The blue ones with the bow will do. Curran, Beast Lord of Atlanta

so, what are you in for? MANSLAUGHTER!!! I SLAUGHTERED A MAN!! JUST LIKE A PIG!!! PUT HIM ON A SPIT AND PUT AN APPLE IN HIS MOUTH!!!!

You point your feet out too much when you walk,” Will went on. He was busy polishing an apple on his shirtfront, and appeared not to notice Tessa glaring at him. “Camille walks delicately. Like a faun in the woods. Not like a duck” “I do not walk like a duck.” “I like ducks,” Jem observed diplomatically. “Especially the ones in Hyde Park.

And now here he was in my kitchen. Smelling like apple pies and looking at me with a direct seriousness that made him even cuter. The bruising spreading up the side of his face had halted, and under it he was very pretty. Not jock-pretty, or the hurtful kind of pretty that tells you a guy is too busy taking care of his royal self to think about you.

Much were bent over in laughter. I pushed him, and he rolled to the floor without my intended insult. “Come off it!” I stamped my foot. “What’s so funny?” John asked, coming over in the middle of eating an apple. He tossed me an apple and I threw it at Much. He only laughed harder. “K-k-kissed Scar!” he hooted. “Someone kissed you?” John asked, turning to me. He didn’t look like it were too funny. “Who is he?” This made Much laugh more. “None of your business, John Little,” I told him. He stepped closer to me with a flat face that, if I could ape it, I’d never be kissed by a stupid girl when I didn’t want to be. “Who, Scar?” “Jenny Percy!” Much roared. John’s face broke open, like a smile could split a black mood. “Wait till Rob hears this.

People who received a great deal of attention for their looks at a young age are more likely to opt for cosmetic procedures when older. It’s the same in business.

In the world of Big Macks Starbucks coffee and oversized SUVS it was business as usual snort and go

If you look into the footnotes of the business model for Apple Computer you'll see that they actually give the computers away for free; they just charge for the inflated sense of self-worth.

I think the iPod is the true face of Republican politics, and I’m in favor of the music industry … standing up proud and saying it out loud: We in the Chiclet-manufacturing business are not about social justice, …we’re not about a coherent set of national ideals, we’re not about wisdom. We’re about choosing what WE want to listen to and ignoring everything else…. We’re about giving ourselves a mindless feel-good treat every five minutes. …We’re about persuading ten-year-old children to spend twenty-five dollars on a cool little silicone iPod case that costs a licensed Apple Computer subsidiary thirty-nine cents to manufacture.

When a business utilizes resources wisely, it becomes better able to widen the margins between revenues and expenses.

Apple is a team sport.

Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of this time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world's most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.

If I were running Apple, I would milk the Macintosh for all it’s worth – and get busy on the next great thing. The PC wars are over. Done. Microsoft won a long time ago.

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

Richard," Kahlan said, "what about Siddin? Weselan and Savidlin will be worried sick over him." Her green eyes gazed deep into his. She leaned closer, and whispered, "And we have unfinished business in the spirit house. I believe there is still an apple there we have yet to finish." Her arm tightened around his waist, and a little twist of a smile came to her lips. The shape of the smile caught his breath in his throat.

while in Manhattan the buses ran on time, the lights never went out, the death of a single white child in a traffic accident was a page one story, while phony versions of black and Latino life ruled the Broadway roost, making white writers rich—West Side Story, Porgy & Bess, Purlie Victorious—and on it went, the whole business of the white man’s reality lumping together like a giant, lopsided snowball, the Great American Myth, the Big Apple, the Big Kahuna, the City That Never Sleeps, while the blacks and Latinos who cleaned the apartments and dragged out the trash and made the music and filled the jails with sorrow slept the sleep of the invisible and functioned as local color.

(1) When a situation has become too frustrating, a quandary too persistently insolvable; when dealing with the issue is generating chronic discontent, infringing on freedom, and inhibiting growth, it may be time to quit beating one’s head against the wall, reach for a big fat stick of metaphoric dynamite, light the fuse, and blast the whole unhappy business nine miles past oblivion. (2) After making an extreme effort, after pulling out all the stops, one is still unable to score Tibetan peach pie, take it as a signal to relax, grin, pick up a fork, and go for a slice of the apple.

At times, he admitted, he had been very happy in the apple business. He knew what Larch would have told him: that his happiness was not the point, or that it wasn't as important as his usefulness.

By choosing to innovate instead of compete, Apple successfully captured a leadership share of a very competitive market.

The unified field theory that ties together Jobs personality and products begins with his most salient trait: his intensity. His silences could be as searing as his rants; he had taught himself to stare without blinking. Sometimes this intensity was charming, in a geeky way, such as when he was explaining the profundity of Bob Dylan's music or why whatever product he was unveiling at that moment was the most amazing thing that Apple had ever made. At other times it could be terrifying, such as when he was fulminating about Google or Microsoft ripping of Apple.

Most outside experts disagreed. “Maybe it’s time Steve Jobs stopped thinking quite so differently,” Business Week wrote in a story headlined “Sorry Steve, Here’s Why Apple Stores Won’t Work.

luxury is irrational, which makes it the best business in the world. In 2016 Estée Lauder was worth more than the world’s largest communications firm, WPP.9 Richemont, owner of Cartier and Van Cleef & Arpels, was worth more than T-Mobile.10 LVMH commands more value than Goldman Sachs.

Bezos ultimately concluded that if Amazon was to continue to thrive as a bookseller in a new digital age, it must own the e-book business in the same way that Apple controlled the music business. “It is far better to cannibalize yourself than have someone else do it,” said Diego Piacentini

three platforms: Amazon, Google, and Facebook. Registering, iterating, and monetizing its audience is the heart of each platform’s business. It’s what the most valuable man-made things ever created (their algorithms) are designed to do.

August stopped rolling the apple, closed the book, forced himself to sit still, even though a still body was a busy mind- something to do with the potential and kinetic energy, if he had to guess; all he knew was that he was a body in search of motion.

Entrepreneur, take a bite out of Apple's innovation so in turn you can bear fruits of creativity.

Sometimes life hits you in the head with a brick. Don't lose faith.

From the earliest days at Apple, I realized that we thrived when we created intellectual property. If people copied or stole our software, we’d be out of business. If it weren’t protected, there’d be no incentive for us to make new software or product designs. If protection of intellectual property begins to disappear, creative companies will disappear or never get started. But there’s a simpler reason: It’s wrong to steal. It hurts other people. And it hurts your own character.

A lifetime in the business had taught her that, apart from the few good people that work along-side you,nobody is to be trusted,ever,because sooner or later they'll let you down,sure as God made little green apples. And, when you came to think of it,hadn't that been the dirtiest trick of them all?

As the world turns toward winter and the nights grow long, people begin to wake in the dark. Lying in bed too long cramps the limbs, and dreams dreamt too long turn inward on themselves, grotesque as a Mandarin’s fingernails. By and large, the human body isn’t adapted for more than seven or eight hours’ sleep—but what happens when the nights are longer than that? What happens is the second sleep. You fall asleep from tiredness, soon after dark—but then wake again, rising toward the surface of your dreams like a trout coming up to feed. And should your sleeping partner also wake then—and people who have slept together for a good many years know at once when each other wakes—you have a small, private place to share, deep in the night. A place in which to rise, to stretch, to bring a juicy apple back to bed, to share slice by slice, fingers brushing lips. To have the luxury of conversation, uninterrupted by the business of the day. To make love slowly in the light of an autumn moon. And then, to lie close, and let a lover’s dreams caress your skin as you begin to sink once more beneath the waves of consciousness, blissful in the knowledge that dawn is far off—that’s second sleep.

Lasting companies know how to reinvent themselves. Hewlett-Packard had done that repeatedly; it started as an instrument company, then became a calculator company, then a computer company. Apple has been sidelined by Microsoft in the PC business. You've got to reinvent the company to do some other thing, like other consumer products or devices. You've got to be like a butterfly and have a metamorphosis.

Jobs and Clow agreed that Apple was one of the great brands of the world, probably in the top five based on emotional appeal, but they needed to remind folks what was distinctive about it. So they wanted a brand image campaign, not a set of advertisements featuring products. It was designed to celebrate not what the computers could do, but what creative people could do with the computers. " This wasn't about processor speed or memory," Jobs recalled. " It was about creativity." It was directed not only at potential customers, but also at Apple's own employees: " We at Apple had forgotten who we were. One way to remember who you are is to remember who your heroes are. That was the genesis of that campaign.

Jobs also used the meetings to enforce focus. At Robert Friedland's farm, his job had been to prune the apple trees so that they would stay strong, and that became a metaphor for his pruning at Apple. Instead of encouraging each group to let product lines proliferate based on marketing considerations, or permitting a thousand ideas to bloom, Jobs insisted that Apple focus on just two or three priorities at a time. " There is no one better at turning off the noise that is going on around him," Cook said. " That allows him to focus on a few things and say no to many things. Few people are really good at that.

maybe the apple was actually a cock and maybe eve wanted it because adam was too busy, self-absorbed, and distracted to fuck her? maybe the original sin was a man taking a woman for granted • i’ve always liked serpents

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

She saw beauty in ordinary little things and took pleasure in it (and this was just as well because she had had very little pleasure in her life). She took pleasure in a well-made cake, a smoothly ironed napkin, a pretty blouse, laundered and pressed; she liked to see the garden well dug, the rich soil brown and gravid; she loved her flowers. When you are young you are too busy with yourself... you haven't time for ordinary little things but, when you leave youth behind, your eyes open and you see magic and mystery all around you: magic in the flight of a bird, the shape of a leaf, the bold arch of a bridge against the sky, footsteps at night and a voice calling in the darkness, the moment in a theatre before the curtain rises, the wind in the trees, or (in winter) an apple-branch clothed with pure white snow and icicles hanging from from a stone and sparkling with rainbow colours.

Fill. The third phase of dominion is to “fill” or “replenish” the earth. Bearing fruit, refining our gift, and mastering the use of our resources create demand and lead naturally to wider “distribution.” To “fill the earth” means to expand our gift, our influence, our resources, just as a growing business would by continually improving its product, opening new outlets, and hiring more employees. Another way to look at it is to think once again of an apple tree. A single apple seed grows into an apple tree, which then produces apples, each of which contains seeds for producing more trees. Planting those seeds soon turns a single apple tree into a whole orchard. This expansion to “fill the earth” is a joint effort between the Lord and us. Our part is to be faithful with the resources He has given. He is the one who brings the expansion. The more faithful we are with our stewardship, the more resources God will entrust to us. That is a biblical principle.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Instructions for Dad. I don't want to go into a fridge at an undertaker's. I want you to keep me at home until the funeral. Please can someone sit with me in case I got lonely? I promise not to scare you. I want to be buried in my butterfly dress, my lilac bra and knicker set and my black zip boots (all still in the suitcase that I packed for Sicily). I also want to wear the bracelet Adam gave me. Don't put make-up on me. It looks stupid on dead people. I do NOT want to be cremated. Cremations pollute the atmosphere with dioxins,k hydrochloric acid, hydrofluoric acid, sulphur dioxide and carbon dioxide. They also have those spooky curtains in crematoriums. I want a biodegradable willow coffin and a woodland burial. The people at the Natural Death Centre helped me pick a site not for from where we live, and they'll help you with all the arrangements. I want a native tree planted on or near my grave. I'd like an oak, but I don't mind a sweet chestnut or even a willow. I want a wooden plaque with my name on. I want wild plants and flowers growing on my grave. I want the service to be simple. Tell Zoey to bring Lauren (if she's born by then). Invite Philippa and her husband Andy (if he wants to come), also James from the hospital (though he might be busy). I don't want anyone who doesn't know my saying anything about me. THe Natural Death Centre people will stay with you, but should also stay out of it. I want the people I love to get up and speak about me, and even if you cry it'll be OK. I want you to say honest things. Say I was a monster if you like, say how I made you all run around after me. If you can think of anything good, say that too! Write it down first, because apparently people often forget what they mean to say at funerals. Don't under any circumstances read that poem by Auden. It's been done to death (ha, ha) and it's too sad. Get someone to read Sonnet 12 by Shakespeare. Music- "Blackbird" by the Beatles. "Plainsong" by The Cure. "Live Like You Were Dying" by Tim McGraw. "All the Trees of the Field Will Clap Their Hands" by Sufian Stevens. There may not be time for all of them, but make sure you play the last one. Zoey helped me choose them and she's got them all on her iPod (it's got speakers if you need to borrow it). Afterwards, go to a pub for lunch. I've got £260 in my savings account and I really want you to use it for that. Really, I mean it-lunch is on me. Make sure you have pudding-sticky toffee, chocolate fudge cake, ice-cream sundae, something really bad for you. Get drunk too if you like (but don't scare Cal). Spend all the money. And after that, when days have gone by, keep an eye out for me. I might write on the steam in the mirror when you're having a bath, or play with the leaves on the apple tree when you're out in the garden. I might slip into a dream. Visit my grave when you can, but don't kick yourself if you can't, or if you move house and it's suddenly too far away. It looks pretty there in the summer (check out the website). You could bring a picnic and sit with me. I'd like that. OK. That's it. I love you. Tessa xxx

and on it went, the whole business of the white man’s reality lumping together like a giant, lopsided snowball, the Great American Myth, the Big Apple, the Big Kahuna, the City That Never Sleeps, while the blacks and Latinos who cleaned the apartments and dragged out the trash and made the music and filled the jails with sorrow slept the sleep of the invisible and functioned as local color.

Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great art science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor.

With a curse, Vishous took after the three free-thinkers, dematerializing out in front of where the trio seemed to be heading. As he re-formed, he knew they were fucking humans even before he saw that the one in the rear was running backward with what was no doubt a cocksucking Apple, iConformist POS front and center and on video record. He fricking iHated anything with a goddamn Macintosh trademark. V jumped out into the guy’s path, which of course J. J. Abrams didn’t notice, because, hello, he was too busy getting footage.

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

What’s clear is that we need business leaders who envision, and enact, a future with more jobs—not billionaires who want the government to fund, with taxes they avoid, social programs for people to sit on their couches and watch Netflix all day. Jeff, show some real fucking vision.

Jobs had a tougher time navigating the controversies over Apple’s desire to keep tight control over which apps could be downloaded onto the iPhone and iPad. Guarding against apps that contained viruses or violated the user’s privacy made sense; preventing apps that took users to other websites to buy subscriptions, rather than doing it through the iTunes Store, at least had a business rationale. But Jobs and his team went further: They decided to ban any app that defamed people, might be politically explosive, or was deemed by Apple’s censors to be pornographic.

Approaching the Start of Civil Exams Perhaps I was once a young Chinese scholar approaching the start of civil exams, my mind grown weary and sad from seclusion with books on syntax and poetic style. All that I knew were the mist-covered mountains and sweet white blossoms of mountain apples that grew in the valleys of my province. But I had been gone over six years busy with studies in the Heavenly City empty and thin despite my work. I showed my verses to an older poet who told me a truth I longed to believe: all knowledge is futile and barren which does not open the love of your friends.

Having shaved, washed, and dexterously arranged several artificial teeth, standing in front of the mirror, he moistened his silver-mounted brushes and plastered the remains of his thick pearly hair on his swarthy yellow skull. He drew on to his strong old body, with its abdomen protuberant from excessive good living, his cream-colored silk underwear, put black silk socks and patent-leather slippers on his flat-footed feet. He put sleeve-links in the shining cuffs of his snow-white shirt, and bending forward so that his shirt front bulged out, he arranged his trousers that were pulled up high by his silk braces, and began to torture himself, putting his collar-stud through the stiff collar. The floor was still rocking beneath him, the tips of his fingers hurt, the stud at moments pinched the flabby skin in the recess under his Adam's apple, but he persisted, and at last, with eyes all strained and face dove-blue from the over-tight collar that enclosed his throat, he finished the business and sat down exhausted in front of the pier glass, which reflected the whole of him, and repeated him in all the other mirrors. " It is awful ! " he muttered, dropping his strong, bald head, but without trying to understand or to know what was awful. Then, with habitual careful attention examining his gouty-jointed short fingers and large, convex, almond-shaped finger-nails, he repeated : " It is awful. . . .

But even if they could go home it would be difficult for me to tell you what the moral of the story is. In some stories, it’s easy. The moral of “The Three Bears,” for instance, is “Never break into someone else’s house.” The moral of “Snow White” is “Never eat apples.” The moral of World War One is “Never assassinate Archduke Ferdinand.” […] and as the Baudelaire orphans sat and watched the dock fill with people as the business of the day began, they figured out something that was very important to them. It dawned on them that unlike Aunt Josephine, who had lived up in that house, sad and alone, the three children had one another for comfort and support over the course of their miserable lives. And while this did not make them feel entirely safe, or entirely happy, it made them feel appreciative.

Successful people never forget what they love to do and are passionate about. They quickly learn to follow their own path and to make the right choices, no matter how crazy or unpopular they might appear to others. Just look at Steve Jobs, founder of Apple, who quit studying at a prestigious university to pursue his dreams.

Creativity is just connecting things,” Apple cofounder Steve Jobs said in 1996. “When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things. And the reason they were able to do that was that they’ve had more experiences or they have thought more about their experiences than other people.” People become creative brokers, in other words, when they learn to pay attention to how things make them react and feel. “Most people are too narrow in how they think about creativity,” Ed Catmull, the president of Disney Animation, told me. “So we spend a huge amount of time pushing people to go deeper, to look further inside themselves, to find something that’s real and can be magical when it’s put into the mouth of a character on a screen. We all carry the creative process inside us; we just need to be pushed to use it sometimes.

people need simple, secure, powerful, integrated, and user-friendly ways to create, consume, purchase, share, and manage their content.

Today, competition can come from just about anywhere at any time. No business is completely safe, especially in the long-term.

system. Jobs was furious that Google had decided to compete with Apple in the phone business. “We did not enter the search business,” he said. “They

Jobs’s return to Apple 12 years later shows how the most important task in business—the creation of new value—cannot be reduced to a formula and applied by professionals.

Apple’s view was unique at a time when illegal downloading was rampant and most companies argued that nobody would be willing to pay for digital music online.

People identify some of the greatest brands today with the people who revolutionized the industries of those businesses: Microsoft – Bill Gates, Apple – Steve Jobs, GE – Jack Welch, and so on.

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple’s founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs.

And there they stayed, a sole phenomenon in the Republic of Brooklyn, where cats hollered like people, dogs ate their own feces, aunties chain-smoked and died at age 102, a kid named Spike Lee saw God, the ghosts of the departed Dodgers soaked up all possibility of new hope, and penniless desperation ruled the lives of the suckers too black or too poor to leave, while in Manhattan the buses ran on time, the lights never went out, the death of a single white child in a traffic accident was a page one story, while phony versions of black and Latino life ruled the Broadway roost, making white writers rich—West Side Story, Porgy & Bess, Purlie Victorious—and on it went, the whole business of the white man’s reality lumping together like a giant, lopsided snowball, the Great American Myth, the Big Apple, the Big Kahuna, the City That Never Sleeps, while the blacks and Latinos who cleaned the apartments and dragged out the trash and made the music and filled the jails with sorrow slept the sleep of the invisible and functioned as local color.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

You know, love isn't the twin-soul business. With you, for instance, women are like apples on a tree. You can have one that you can reach. Those that look best are overhead, but it's no good bothering with them. So you stretch up, perhaps you pull down a bough and just get your fingers round a good one. Then it swings back and you feel wild and you say your heart's broken. But there are plenty of apples as good for you no higher than your chest.

Cell phones have made people reachable virtually everywhere at anytime. Cheap digital storage, WiFi, and smartphones equipped with digital cameras and recorders mean that people can broadcast as much of their lives as they want in real time.

Beaming into the thick of a tree without becoming a lifelong tree hugger was a tricky business. A precision job. Scrooby’s job at the Time Saving Agency was a tough one. Billions of lives depended on him not screwing up. Literally billions and billions. Once, he’d screwed up in only a very small way and people wore those little yellow smiley faces on t-shirts for decades afterwards – and that was just a small screw up. He sighed. Here he sat, in the branches of an apple tree in an apple tree orchard – and without a single apple in sight. Below him, Isaac was waiting to get bonked on the noggin with an apple so that he could fulfill history by toddling off to invent gravity and shape scientific and mathematical principles for generations to come. Only one problem – no apples.

Lou took a deep breath, inhaling the scent of just-cut flowers, fresh tamales from the food stands, and sunshine. She preferred the West Allis farmers' market to all others in the area, with its open sides, wide walkways, and rows of stalls. More recently, small tents serving hot sandwiches and fresh Mexican food had popped up outside the brick walls. It all looked so good, she'd learned long ago to come with limited funds or she would buy more produce than she could possibly use. She relished talking to the farmers, learning about what they grew and where. She liked to search for farmers growing something new and interesting she could use at Luella's. But today's visit was personal, not business. Sue had dragged her out to West Allis for a little lunch and some girl time with fall squash and Honeycrisp apples.

Every summer we strung the old hammock between two hearty apple trees that tempered summer’s humidity with the thick shade that they poured on those that lingered beneath them. And I would swing for hours, listlessly adrift in the quiet refuge that they afforded me. And yet, while I slept wrapped in the solace of their sanctuary they were busy fashioning sweeping canopies full of apples of the sweetest sort. And in my busyness, had I not paused under their canopies all I would see are the apples that fed by body, but I would have missed the solace that fed my soul.

The Depression, by the time it came, ratified what'd been under way. Slothrop grew up in a hilltop desolation of businesses going under, hedges around the estates of the vastly rich, half-mythical cottagers from New York lapsing back now to green wilderness or straw death, all the crystal windows every single one smashed, Harrimans and Whitneys gone, lawns growing to hay, and the autumns no longer a time for foxtrots in the distances, limousines and lamps, but only the accustomed crickets again, apples again, early frosts to send the hummingbirds away, east wind, October rain: only winter certainties.

Given that background, I was interested in what Steve Jobs might say about the future of Apple. His survival strategy for Apple, for all its skill and drama, was not going to propel Apple into the future. At that moment in time, Apple had less than 4 percent of the personal computer market. The de facto standard was Windows-Intel and there seemed to be no way for Apple to do more than just hang on to a tiny niche. In the summer of 1998, I got an opportunity to talk with Jobs again. I said, “Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says that Apple cannot really push beyond a small niche position. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy?” He did not attack my argument. He didn’t agree with it, either. He just smiled and said, “I am going to wait for the next big thing.

Despite his new fame and fortune, he still fancied himself a child of the counterculture. On a visit to a Stanford class, he took off his Wilkes Bashford blazer and his shoes, perched on top of a table, and crossed his legs into a lotus position. The students asked questions, such as when Apple’s stock price would rise, which Jobs brushed off. Instead he spoke of his passion for future products, such as someday making a computer as small as a book. When the business questions tapered off, Jobs turned the tables on the well-groomed students. “How many of you are virgins?” he asked. There were nervous giggles. “How many of you have taken LSD?” More nervous laughter, and only one or two hands went up. Later Jobs would complain about the new generation of kids, who seemed to him more materialistic and careerist than his own. “When I went to school, it was right after the sixties and before this general wave of practical purposefulness had set in,” he said. “Now students aren’t even thinking in idealistic terms, or at least nowhere near as much.” His generation, he said, was different. “The idealistic wind of the sixties is still at our backs, though, and most of the people I know who are my age have that ingrained in them forever.

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

Funny, I didn't think much about apples fore we came to the Black Swamp. when I was growin up we had an orchard like everybody else but I didn't pay it no attention cept when the blossom was out in May. Then Id go and lie there smellin some sweet perfume and listenin to the bees hum so happy cause they had flowers to play with. That was where James and I lay our first time together. I shouldve known then he wasnt for me. He was so busy inspectin my familys trees and askin how old each was - like I would know - and what the fruit was like (Juicy like me, I said) that finally I had to unbutton my dress myself. That shut him up a while.

K.R. understands the distinction between pressure and stress. He cites the famous image of William Tell shooting an apple off his son's head: "In this scenario, William Tell feels pressure. His son feels stress." K.R> keeps the pressure on his team to act, but doesn't create stress by holding them accountable for outcomes beyond their control.

Disney and Apple/Microsoft are in the same business: short-circuiting laborious, explicit verbal communication with expensively designed interfaces. Disney is a sort of user interface unto itself—and more than just graphical. Let’s call it a Sensorial Interface. It can be applied to anything in the world, real or imagined, albeit at staggering expense.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

I stopped by the super for the new key, climbed to my apartment, and studied my new lock. Big, metal, and shiny. Not a scratch on it. Even the key itself had a bizarre groove carved into it, which made the whole setup supposedly completely burglar proof. Pick that, Your Majesty. I unlocked the door, stepped inside, and shut it behind me. I kicked my shoes off, wincing at the hint of ache in my stomach. It would take a long time before it healed completely. At least I no longer bled. Tension fled from me. Tomorrow I would worry about Hugh d’Ambray and Andrea and Roland, but now I was simply happy. Aaahh. Home. My place, my smells, my familiar rug under my feet, my kitchen, my Curran in the kitchen chair . . . Wait a damn minute. “You!” I looked at the lock; I looked at him. So much for the burglar-proof door. He calmly finished writing something on a piece of paper, got up, and came toward me. My heart shot into overdrive. Little golden sparks laughed in his gray eyes. He handed me the piece of paper and smiled. “Can’t wait.” I just stared like an idiot. He inhaled my scent, opened the door, and left. I looked at the paper. I’ll be busy for the next eight weeks, so let’s set this for November 15th. Menu. I want lamb or venison steak. Baked potatoes with honey butter. Corn on the cob. Rolls. And apple pie, like the one you made before. I really liked it. I want it with ice cream. You owe me one naked dinner, but I’m not a complete beast, so you can wear a bra and panties if you so wish. The blue ones with the bow will do. Curran. Beast Lord of Atlanta.

He directed Katie Cotton, his communications chief at Apple, to adopt a policy in which Steve made himself available only to a few print outlets, including Fortune, the Wall Street Journal, Time, Newsweek, BusinessWeek, and the New York Times. Whenever he had a product to hawk, he and Cotton would decide which of this handful of trusted outlets would get the story. And Steve would tell it, alone.

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

The question rolled around in Vanessa’s mind as she drove down Main Street. The sleepy town of Hyattown had changed very little in twelve years. It was still tucked in the foothills of Maryland’s Blue Ridge Mountains, surrounded by rolling farmland and thick woods. Apple orchards and dairy cows encroached as close as the town limits, and here, inside those limits, there were no stoplights, no office buildings, no hum of traffic.

In focusing on tooth film, Hopkins was ignoring the fact that this same film has always covered people’s teeth and hadn’t seemed to bother anyone. The film is a naturally occurring membrane that builds up on teeth regardless of what you eat or how often you brush.2.7 People had never paid much attention to it, and there was little reason why they should: You can get rid of the film by eating an apple, running your finger over your teeth, brushing, or vigorously swirling liquid around your mouth. Toothpaste didn’t do anything to help remove the film. In fact, one of the leading dental researchers of the time said that all toothpastes—particularly Pepsodent—were worthless.2.8 That didn’t stop Hopkins from exploiting his discovery. Here, he decided, was a cue that could trigger a habit. Soon, cities were plastered with Pepsodent ads. “Just run your tongue across your teeth,” read one. “You’ll feel a film—that’s what makes your teeth look ‘off color’ and invites decay.

Business was doing well, because all the locals knew that dishes made from the flowers that grew around the apple tree in the Waverley garden could affect the eater in curious ways. The biscuits with lilac jelly, the lavender tea cookies, and the tea cakes made with nasturtium mayonnaise the Ladies Aid ordered for their meetings once a month gave them the ability to keep secrets. The fried dandelion buds over marigold-petal rice, stuffed pumpkin blossoms, and rose-hip soup ensured that your company would notice only the beauty of your home and never the flaws. Anise hyssop honey butter on toast, angelica candy, and cupcakes with crystallized pansies made children thoughtful. Honeysuckle wine served on the Fourth of July gave you the ability to see in the dark. The nutty flavor of the dip made from hyacinth bulbs made you feel moody and think of the past, and the salads made with chicory and mint had you believing that something good was about to happen, whether it was true or not.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Maybe it’s time Steve Jobs stopped thinking quite so differently,” Business Week wrote in a story headlined “Sorry Steve, Here’s Why Apple Stores Won’t Work.” Apple’s former chief financial officer, Joseph Graziano, was quoted as saying, “Apple’s problem is it still believes the way to grow is serving caviar in a world that seems pretty content with cheese and crackers.” And the retail consultant David Goldstein declared, “I give them two years before they’re turning out the lights on a very painful and expensive mistake.

At her feet, a luminous path lit the way through the grassy field. It was made entirely from glow sticks; each of the radiant lights had been painstakingly set into the ground at perfect intervals, tracing a curved trail that shone through the darkness. Apparently, Jay had been busy. Near the water’s edge, at the end of the iridescent pathway and beneath a stand of trees, Jay had set up more than just a picnic. He had created a retreat, an oasis for the two of them. Violet shook her head, unable to find the words to speak. He led her closer, and Violet followed, amazed. Jay had hung more of the luminous glow sticks from the low-hanging branches, so they dangled overhead. They drifted and swayed in the breeze that blew up from the lake. Beneath the natural canopy of limbs, he had set up two folding lounge chairs and covered them with pillows and blankets. “I’d planned to use candles, but the wind would’ve blown ‘em out, so I had to improvise.” “Seriously, Jay? This is amazing.” Violet felt awed. She couldn’t imagine how long it must have taken him. “I’m glad you like it.” He led her to one of the chairs and drew her down until she was sitting before he started unpacking the cooler. She half-expected him to pull out a jar of Beluga caviar, some fancy French cheeses, and Dom Perignon champagne. Maybe even a cluster of grapes to feed to her…one at a time. So when he started laying out their picnic, Violet laughed. Instead of expensive fish eggs and stinky cheeses, Jay had packed Daritos and chicken soft tacos-Violet’s favorites. And instead of grapes, he brought Oreos. He knew her way too well. Violet grinned as he pulled out two clear plastic cups and a bottle of sparkling cider. She giggled. “What? No champagne?” He shrugged, pouring a little of the bubbling apple juice into each of the flimsy cups. “I sorta thought that a DUI might ruin the mood.” He lifted his cup and clinked-or rather, tapped-it against hers. “Cheers.” He watched her closely as she took a sip. For several moments, they were silent. The lights swayed above them, creating shadows that danced over them. The park was peaceful, asleep, as the lake’s waters lapped the shore. Across from them, lights from the houses along the water’s edge cast rippling reflections on the shuddering surface. All of these things transformed the ordinary park into a romantic winter rendezvous.

Remember too that business entrepreneurs can be iconoclasts, hermits, and even cranks. Steve Jobs, founder of Apple, reportedly wasn’t Mr. Warm-and-Fuzzy in person. He was a perfectionist. But whether they innovate with computers or with education, business and social entrepreneurs share a sense of wonder, curiosity, and the ability to scan for opportunity. They are prone to resilience, either through practice or nature, and it pays off for them. So they keep looking at the world with wide-eyed anticipation for more opportunities to test their mettle, to create new things and ways of accomplishing goals and meeting needs.

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

When Jobs was losing his footing at Apple in the summer of 1985, he went for a walk with Alan Kay, who had been at Xerox PARC and was then an Apple Fellow. Kay knew that Jobs was interested in the intersection of creativity and technology, so he suggested they go see a friend of his, Ed Catmull, who was running the computer division of George Lucas’s film studio. They rented a limo and rode up to Marin County to the edge of Lucas’s Skywalker Ranch, where Catmull and his little computer division were based. “I was blown away, and I came back and tried to convince Sculley to buy it for Apple,” Jobs recalled. “But the folks running Apple weren’t interested, and they were busy kicking me out anyway.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

Well, this was predictable. House Republicans last week acceded to an extension of the Export-Import Bank for at least the next nine months. The Export-Import Bank is far from the worst example of government-business cronyism. I just completed a history of American political corruption and actually had to leave Ex-Im on the cutting room floor. Its cronies are pikers compared with the corporate moguls that take advantage of tax preferences like the G.E. and Apple loopholes. They also cannot hold a candle to the American Medical Association, which is basically free to write the reimbursement rates for Medicare Part B. And nothing compares to Fannie Mae and Freddie Mac from 1991-2008. The two mortgage giants kept the entire D.C. political class bent over a barrel for almost 20 years as its top executives reaped enormous bonuses while putting the broader economy at risk.

Was [Steve Jobs] smart? No, not exceptionally. Instead, he was a genius. His imaginative leaps were instinctive, unexpected, and at times magical. [...] Like a pathfinder, he could absorb information, sniff the winds, and sense what lay ahead. Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of his time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world's most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.

I’m going to tell you something, there’s country poor, and there’s city poor. As much of my life as I’d spent in front of a TV thinking Oh, man, city’s where the money trees grow, I was seeing more to the picture now. I mean yes, that is where they all grow, but plenty of people are sitting in that shade with nothing falling on them. Chartrain was always discussing “hustle,” and it took me awhile to understand he grew up hungry for money like it was food. Because for him, they’re one and the same. Not to run the man down, but he wouldn’t know a cow from a steer, or which of them gave milk. No desperate men Chartrain ever knew went out and shot venison if they were hungry. They shot liquor store cashiers. Living in the big woods made of steel and cement, without cash, is a hungrier life than I knew how to think about. I made my peace with the place, but never went a day without feeling around for things that weren’t there, the way your tongue pushes into the holes where you’ve lost teeth. I don’t just mean cows, or apple trees, it runs deeper. Weather, for instance. Air, the way it smells from having live things breathing into it, grass and trees and I don’t know what, creatures of the soil. Sounds, I missed most of all. There was noise, but nothing behind it. I couldn’t get used to the blankness where there should have been bird gossip morning and evening, crickets at night, the buzz saw of cicadas in August. A rooster always sounding off somewhere, even dead in the middle of Jonesville. It’s like the movie background music. Notice it or don’t, but if the volume goes out, the movie has no heart. I’d oftentimes have to stop and ask myself what season it was. I never realized what was holding me to my place on the planet of earth: that soundtrack. That, and leaf colors and what’s blooming in the roadside ditches this week, wild sweet peas or purple ironweed or goldenrod. And stars. A sky as dark as sleep, not this hazy pinkish business, I’m saying blind man’s black. For a lot of us, that’s medicine. Required for the daily reboot.

I here behold a Commander in Chief who looks idle and is always busy; who has no other desk than his knees, no other comb than his fingers; constantly reclined on his couch, yet sleeping neither in night nor in daytime. A cannon shot, to which he himself is not exposed, disturbs him with the idea that it costs the life of some of his soldiers. Trembling for others, brave himself, alarmed at the approach of danger, frolicsome when it surrounds him, dull in the midst of pleasure, surfeited with everything, easily disgusted, morose, inconstant, a profound philosopher, an able minister, a sublime politician, not revengeful, asking pardon for a pain he has inflicted, quickly repairing an injustice, thinking he loves God when he fears the Devil; waving one hand to the females that please him, and with the other making the sign of the cross; receiving numberless presents from his sovereign and distributing them immediately to others; preferring prodigality in giving, to regularity in paying; prodigiously rich and not worth a farthing; easily prejudiced in favor of or against anything; talking divinity to his generals and tactics to his bishops; never reading, but pumping everyone with whom he converses; uncommonly affable or extremely savage, the most attractive or most repulsive of manners; concealing under the appearance of harshness, the greatest benevolence of heart, like a child, wanting to have everything, or, like a great man, knowing how to do without; gnawing his fingers, or apples, or turnips; scolding or laughing; engaged in wantonness or in prayers, summoning twenty aides de camp and saying nothing to any of them, not caring for cold, though he appears unable to exist without furs; always in his shirt without pants, or in rich regimentals; barefoot or in slippers; almost bent double when he is at home, and tall, erect, proud, handsome, noble, majestic when he shows himself to his army like Agamemnon in the midst of the monarchs of Greece. What then is his magic? Genius, natural abilities, an excellent memory, artifice without craft, the art of conquering every heart; much generosity, graciousness, and justice in his rewards; and a consummate knowledge of mankind. There

The Garden" How vainly men themselves amaze To win the palm, the oak, or bays, And their uncessant labours see Crown’d from some single herb or tree, Whose short and narrow verged shade Does prudently their toils upbraid; While all flow’rs and all trees do close To weave the garlands of repose. Fair Quiet, have I found thee here, And Innocence, thy sister dear! Mistaken long, I sought you then In busy companies of men; Your sacred plants, if here below, Only among the plants will grow. Society is all but rude, To this delicious solitude. No white nor red was ever seen So am’rous as this lovely green. Fond lovers, cruel as their flame, Cut in these trees their mistress’ name; Little, alas, they know or heed How far these beauties hers exceed! Fair trees! wheres’e’er your barks I wound, No name shall but your own be found. When we have run our passion’s heat, Love hither makes his best retreat. The gods, that mortal beauty chase, Still in a tree did end their race: Apollo hunted Daphne so, Only that she might laurel grow; And Pan did after Syrinx speed, Not as a nymph, but for a reed. What wond’rous life in this I lead! Ripe apples drop about my head; The luscious clusters of the vine Upon my mouth do crush their wine; The nectarine and curious peach Into my hands themselves do reach; Stumbling on melons as I pass, Ensnar’d with flow’rs, I fall on grass. Meanwhile the mind, from pleasure less, Withdraws into its happiness; The mind, that ocean where each kind Does straight its own resemblance find, Yet it creates, transcending these, Far other worlds, and other seas; Annihilating all that’s made To a green thought in a green shade. Here at the fountain’s sliding foot, Or at some fruit tree’s mossy root, Casting the body’s vest aside, My soul into the boughs does glide; There like a bird it sits and sings, Then whets, and combs its silver wings; And, till prepar’d for longer flight, Waves in its plumes the various light. Such was that happy garden-state, While man there walk’d without a mate; After a place so pure and sweet, What other help could yet be meet! But ’twas beyond a mortal’s share To wander solitary there: Two paradises ’twere in one To live in paradise alone. How well the skillful gard’ner drew Of flow’rs and herbs this dial new, Where from above the milder sun Does through a fragrant zodiac run; And as it works, th’ industrious bee Computes its time as well as we. How could such sweet and wholesome hours Be reckon’d but with herbs and flow’rs!

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

values of commons-based sharing and of private enterprise often conflict, most notably over the extent to which innovations should be patent-protected. The commons crowd had its roots in the hacker ethic that emanated from the MIT Tech Model Railroad Club and the Homebrew Computer Club. Steve Wozniak was an exemplar. He went to Homebrew meetings to show off the computer circuit he built, and he handed out freely the schematics so that others could use and improve it. But his neighborhood pal Steve Jobs, who began accompanying him to the meetings, convinced him that they should quit sharing the invention and instead build and sell it. Thus Apple was born, and for the subsequent forty years it has been at the forefront of aggressively patenting and profiting from its innovations. The instincts of both Steves were useful in creating the digital age. Innovation is most vibrant in the realms where open-source systems compete with proprietary ones. Sometimes people advocate one of these modes of production over the others based on ideological sentiments. They prefer a greater government role, or exalt private enterprise, or romanticize peer sharing. In the 2012 election, President Barack Obama stirred up controversy by saying to people who owned businesses, “You didn’t build that.” His critics saw it as a denigration of the role of private enterprise. Obama’s point was that any business benefits from government and peer-based community support: “If you were successful, somebody along the line gave you some help.

Well, Gordon assigned me to write a major piece of software for the Apple Macintosh. Financial spreadsheet, accounting, that sort of thing, powerful, easy to use, lots of graphics. I asked him exactly what he wanted in it, and he just said, ‘Everything. I want the top piece of all-singing, all-dancing business software for that machine.’ And being of a slightly whimsical turn of mind I took him literally. “You see, a pattern of numbers can represent anything you like, can be used to map any surface, or modulate any dynamic process—and so on. And any set of company accounts are, in the end, just a pattern of numbers. So I sat down and wrote a program that’ll take those numbers and do what you like with them. If you just want a bar graph it’ll do them as a bar graph, if you want them as a pie chart or scatter graph it’ll do them as a pie chart or scatter graph. If you want dancing girls jumping out of the pie chart in order to distract attention from the figures the pie chart actually represents, then the program will do that as well. Or you can turn your figures into, for instance, a flock of seagulls, and the formation they fly in and the way in which the wings of each gull beat will be determined by the performance of each division of your company. Great for producing animated corporate logos that actually mean something. “But the silliest feature of all was that if you wanted your company accounts represented as a piece of music, it could do that as well. Well, I thought it was silly. The corporate world went bananas over it.

QUESTION: Are you suggesting that history is irrelevant, then, and the temporal span of humankind merely the recycling of tropes? ANSWER: Well, I think it’s two things. It’s always two things, unless it’s three. The first thing is moms and martyrs are the way we will think, just as when we dance we tend to tango. Jung suspected as much, you know, and every story could, I suppose, be seen as such a spyglass. Second, either there is or there isn’t, point-blank, and if there is not, and something besides lead backs our philosophies, then previously Truth flashed its temper like a fictitious schoolgirl showing her panties, then went all cowboy cool in the neonew, barely speaking, keeping mum, despite the fact we’s done forgot dear mammy, savoring the slow satisfying burn of a cigarette before the bonfire of a billion bodies, and still millions more wait their turn, we’re better at keeping our appointments, at any rate, skinny corpses stripped of teeth and hair and skin, difference plucked like daisies, for there is no difference; in ether words, to hear the Great Apes tell it, every plague is one for the pointless and every poppy’s got jack to do with Us. Hoohah! A particularly ballsy bit of business given the most recent nearing too close, we’re singing our rondel with a bellyful of gravy and sourmash, we’re at the highpocked end, and there’s no more to come, come the dawn. Though bear in mind we’ve no pret-a-porter poodle sniffing around here, nossir, we’re not afraid to say stay, still, we’ll stay right here, eating off the apple of your eye, carving the plump of your cheek caught in the family photo, the flash in the pan goes off and so does your head, or so Buttercup says, we’re stuck, that is to say, in the over-brought dawn of this new clearer Age, in which we play patsy to witness just this: everything is beauty-full, in its own way. . . .

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.