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So, your kids must love the iPad?” I asked Mr. [Steve] Jobs, trying to change the subject. The company’s first tablet was just hitting the shelves. “They haven’t used it,” he told me. “We limit how much technology our kids use at home.” (Nytimes article, Sept. 10, 2014)

In 2001 Jobs had a vision: Your personal computer would serve as a “digital hub” for a variety of lifestyle devices, such as music players, video recorders, phones, and tablets. This played to Apple’s strength of creating end-to-end products that were simple to use. The company was thus transformed from a high-end niche computer company to the most valuable technology company in the world.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

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So what's on the menu?" "We soak prunes in whisky and tea, dip them in honey, and stuff them with walnuts. These are mixed with sausage for the stuffing. I usually soak the prunes for several days, but we'll make do." "My God. That sounds fabulous." Elliott nodded, but said nothing. He was staring at her intently. "And..." "And..." What was he waiting for? He started to fiddle with the pencil. Finally she realized he was waiting for her input! He had no idea how to banter back-and-forth or to brainstorm creatively. She broke the awkward silence. "Elliott, are you waiting for my suggestions for dinner?" "Aye. I'm waiting." "I think... we should go with the honey." "I use heather honey in North Berwick. But I'm sure the honey here will be fine." "My favorite is from the Akins Apiary. They have delicious apple honey. It's rare, but I'll see if they have some in the pantry." "Excellent. What... what else do you like about the honey?" Sophia tried not to laugh out loud at Elliott's stilted and awkward attempt at conversation. The give-and-take was clearly not a natural process for him. "Let's use the honey in all our dishes. How about roasted vegetables in a balsamic-honey dressing? With thyme? I think rutabaga and turnips would be a nice side for the turkey." He scratched something on his tablet. "Keep going." "And how about a bitter green salad? Maybe arugula and dandelion greens with a honey vinaigrette That will cut the richness of the bird." Elliott nodded. "I like both of those ideas. This meal will showcase the best of both of us... a traditional Scottish roast bird and various preparations for the vegetables and greens.

Jack Dongarra, a researcher at Tennessee’s Oak Ridge National Lab and part of a team that tracks supercomputer speed, determined that Apple’s best-selling tablet, the iPad 2, is as fast as a circa 1985 Cray 2 supercomputer. In fact, running at over 1.5 gigaflops (one gigaflop equals one billion mathematical operations, or calculations per second) the iPad 2 would have made the list of the world’s five hundred fastest supercomputers as late as 1994. In

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the counter, and I couldn’t stop smiling, sneaking sideway glances, seeing his eyes on me as I shopped. Waiting in line at the cash register, a woman bought butter and flour. The man in front of me said, “Francis, cash my check for me.” I watched as Francis counted out Company scrip to the miner in return, knowing that in the end, King Coal owned the Kentucky working man. Francis gave him a friendly goodbye and reached over to take a bite of something from a bowl, trying to get in his own dinner break during a busy day. I plunked down an apple and a bag of oats, a fat writing tablet, and a package of envelopes. Pulling out the paycheck, I handed it to him. He sat down the bowl he was eating from and pushed it aside. “What’s this?” He was tanned and looked fit from the early spring sunshine,

They needed to rethink their technology, but they would preserve their DNA. After six months of discussion, Jobs finally became curious enough to give the effort his blessing, and two different teams were off to the races in an experiment to test whether they should add calling capabilities to the iPod or turn the Mac into a miniature tablet that doubled as a phone. Just four years after it launched, the iPhone accounted for half of Apple’s revenue.

For its part, Apple has chosen to say no repeatedly. It didn’t make a phone for years, often protesting—arguably disingenuously—that it didn’t want to be in the phone business. Apple actually started developing the iPad before the iPhone, but it switched gears out of a sense that the timing wasn’t right for a tablet. (The iPhone debuted in 2007; the iPad came three years later.)

MARCH 11 GREATER AM I IN YOU THAN HE THAT IS IN THE WORLD I AM THE vine; you are the branches. If you remain in Me and I in you, you will bear much fruit; apart from Me you can do nothing. If you remain in Me and My words remain in you, ask whatever you wish, and it will be done for you. You are no longer controlled by your sinful nature, but by My Spirit, who lives in you. I have raised you up that I might display My power in you and that My name might be proclaimed in all the earth. Keep My words and store up My commands within you. Guard My teachings as the apple of your eye. Bind them on your fingers; write them on the tablet of your heart. Because My power is at work within you, you will be able to do immeasurably more than all you ask or imagine. JOHN 15:5–7; ROMANS 8:9; 9:17; 1 JOHN 4:4–6 Prayer Declaration Greater is He that is in me than he that is in the world. God’s Spirit dwells in me and has given me life. I am able to do immeasurably more than all I could ask or imagine, according to His power that is at work within me. God will continue to fill me with the knowledge of His will through all the wisdom and understanding that the Spirit gives, so that I may live a life worthy of the Lord and please Him in every way.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers!

By 2008, storm clouds were gathering over Microsoft. PC shipments, the financial lifeblood of Microsoft, had leveled off. Meanwhile sales of Apple and Google smartphones and tablets were on the rise, producing growing revenues from search and online advertising that Microsoft hadn’t matched. Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. The logic behind the advent of the cloud was simple and compelling. The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world. The 1990s had ushered in the client/server era to meet the needs of millions of users who wanted to share data over networks rather than on floppy disks. But the cost of maintaining servers in an ever-growing sea of data—and the advent of businesses like Amazon, Office 365, Google, and Facebook—simply outpaced the ability for servers to keep up. The emergence of cloud services fundamentally shifted the economics of computing. It standardized and pooled computing resources and automated maintenance tasks once done manually. It allowed for elastic scaling up or down on a self-service, pay-as-you-go basis. Cloud providers invested in enormous data ​centers around the world and then rented them out at a lower cost per user. This was the Cloud Revolution. Amazon was one of the first to cash in with AWS. They figured out early on that the same cloud infrastructure they used to sell books, movies, and other retail items could be rented, like a time-share, to other businesses and startups at a much lower price than it would take for each company to build its own cloud. By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. All of this spelled trouble for Microsoft. Even before the Great Recession of 2008, our stock had begun a downward slide. In a long-planned move, Bill Gates left the company that year to focus on the Bill & Melinda Gates Foundation. But others were leaving, too. Among them, Kevin Johnson, president of the Windows and online services business, announced he would leave to become CEO of Juniper Networks. In their letter to shareholders that year, Bill and Steve Ballmer noted that Ray Ozzie, creator of Lotus Notes, had been named the company’s new Chief Software Architect (Bill’s old title), reflecting the fact that a new generation of leaders was stepping up in areas like online advertising and search. There was no mention of the cloud in that year’s shareholder letter, but, to his credit, Steve had a game plan and a wider view of the playing field.

Many in Hollywood view Disney as a soulless, creativity-killing machine that treats motion pictures like toothpaste and leaves no room for the next great talent, the next great idea, or the belief that films have any meaning beyond their contribution to the bottom line. By contrast, investors and MBAs are thrilled that Disney has figured out how to make more money, more consistently, from the film business than anyone ever has before. But actually, Disney isn’t in the movie business, at least as we previously understood it. It’s in the Disney brands business. Movies are meant to serve those brands. Not the other way around. Even some Disney executives admit in private that they feel more creatively limited in their jobs than they imagined possible when starting careers in Hollywood. But, as evidenced by box-office returns, Disney is undeniably giving people what they want. It’s also following the example of one of the men its CEO, Bob Iger, admired most in the world: Apple’s cofounder, Steve Jobs. Apple makes very few products, focuses obsessively on quality and detail, and once it launches something that consumers love, milks it endlessly. People wondering why there’s a new Star Wars movie every year could easily ask the same question about the modestly updated iPhone that launches each and every fall. Disney approaches movies much like Apple approaches consumer products. Nobody blames Apple for not coming out with a groundbreaking new gadget every year, and nobody blames it for coming out with new versions of its smartphone and tablet until consumers get sick of them. Microsoft for years tried being the “everything for everybody” company, and that didn’t work out well. So if Disney has abandoned whole categories of films that used to be part of every studio’s slates and certain people bemoan the loss, well, that’s simply not its problem.

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