购买选项

Kindle电子书价格: ¥99.39

这些促销将适用于该商品:

部分促销可以同时享受;部分促销不可与其他促销同时享受。更多详情请查看促销条款。

发送至您的Kindle设备或Kindle阅读软件

发送至您的Kindle设备或Kindle阅读软件

Kindle 阅读软件徽标图片

下载免费的 Kindle 阅读软件,即可立即在智能手机、平板电脑或电脑上阅读 Kindle 电子书 - 无需 Kindle 设备了解更多信息

使用手机摄像头 - 扫描以下代码并下载 Kindle 阅读软件。

下载 Kindle 阅读软件的二维码

“Steve Jobs (English Edition)”,作者:[Walter Isaacson]

Steve Jobs (English Edition) Kindle电子书

4.6 颗星,最多 5 颗星 1,625 评论

|
分享
分享 <分享样章>
| 人气
广告
显示所有 格式和版本 隐藏其他格式和版本
亚马逊价格
全新品最低价 非全新品最低价
Kindle电子书, 2011年10月23日
¥99.39
页数 : 共656页 生词提示功能: 已启用 更先进的排版模式: 已启用
快速翻书: 已启用 语种: 英语
  • 由于文件较大,下载时间可能较长。

商品描述

名人推荐

Amazon Best Books of the Month, November 2011
It is difficult to read the opening pages of Walter Isaacson’s Steve Jobs without feeling melancholic. Jobs retired at the end of August and died about six weeks later. Now, just weeks after his death, you can open the book that bears his name and read about his youth, his promise, and his relentless press to succeed. But the initial sadness in starting the book is soon replaced by something else, which is the intensity of the read--mirroring the intensity of Jobs’s focus and vision for his products. Few in history have transformed their time like Steve Jobs, and one could argue that he stands with the Fords, Edisons, and Gutenbergs of the world. This is a timely and complete portrait that pulls no punches and gives insight into a man whose contradictions were in many ways his greatest strength.
--Chris Schluep --此文字指其他 kindle_edition 版本。

文摘

Excerpt 1

His personality was reflected in the products he created. Just as the core of Apple’s philosophy, from the original Macintosh in 1984 to the iPad a generation later, was the end-to-end integration of hardware and software, so too was it the case with Steve Jobs: His passions, perfectionism, demons, desires, artistry, devilry, and obsession for control were integrally connected to his approach to business and the products that resulted.

The unified field theory that ties together Jobs’s 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 off Apple.

This intensity encouraged a binary view of the world. Colleagues referred to the hero/shithead dichotomy. You were either one or the other, sometimes on the same day. The same was true of products, ideas, even food: Something was either “the best thing ever,” or it was shitty, brain-dead, inedible. As a result, any perceived flaw could set off a rant. The finish on a piece of metal, the curve of the head of a screw, the shade of blue on a box, the intuitiveness of a navigation screen—he would declare them to “completely suck” until that moment when he suddenly pronounced them “absolutely perfect.” He thought of himself as an artist, which he was, and he indulged in the temperament of one.

His quest for perfection led to his compulsion for Apple to have end-to-end control of every product that it made. He got hives, or worse, when contemplating great Apple software running on another company’s crappy hardware, and he likewise was allergic to the thought of unapproved apps or content polluting the perfection of an Apple device. This ability to integrate hardware and software and content into one unified system enabled him to impose simplicity. The astronomer Johannes Kepler declared that “nature loves simplicity and unity.” So did Steve Jobs.

For Jobs, belief in an integrated approach was a matter of righteousness. “We do these things not because we are control freaks,” he explained. “We do them because we want to make great products, because we care about the user, and because we like to take responsibility for the entire experience rather than turn out the crap that other people make.” He also believed he was doing people a service: “They’re busy doing whatever they do best, and they want us to do what we do best. Their lives are crowded; they have other things to do than think about how to integrate their computers and devices.”

This approach sometimes went against Apple’s short-term business interests. But in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by beguiling user experiences. Using an Apple product could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the altar of openness or by letting a thousand flowers bloom. Sometimes it’s nice to be in the hands of a control freak.

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.

Unfortunately his Zen training never quite produced in him a Zen-like calm or inner serenity, and that too is part of his legacy. He was often tightly coiled and impatient, traits he made no effort to hide. Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses. Not Jobs. He made a point of being brutally honest. “My job is to say when something sucks rather than sugarcoat it,” he said. This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times.

Andy Hertzfeld once told me, “The one question I’d truly love Steve to answer is, ‘Why are you sometimes so mean?’” Even his family members wondered whether he simply lacked the filter that restrains people from venting their wounding thoughts or willfully bypassed it. Jobs claimed it was the former. “This is who I am, and you can’t expect me to be someone I’m not,” he replied when I asked him the question. But I think he actually could have controlled himself, if he had wanted. When he hurt people, it was not because he was lacking in emotional awareness. Quite the contrary: He could size people up, understand their inner thoughts, and know how to relate to them, cajole them, or hurt them at will.

The nasty edge to his personality was not necessary. It hindered him more than it helped him. But it did, at times, serve a purpose. Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change. Dozens of the colleagues whom Jobs most abused ended their litany of horror stories by saying that he got them to do things they never dreamed possible.

Excerpt 3

The saga of Steve Jobs is the Silicon Valley creation myth writ large: launching a startup in his parents’ garage and building it into the world’s most valuable company. He didn’t invent many things outright, but he was a master at putting together ideas, art, and technology in ways that invented the future. He designed the Mac after appreciating the power of graphical interfaces in a way that Xerox was unable to do, and he created the iPod after grasping the joy of having a thousand songs in your pocket in a way that Sony, which had all the assets and heritage, never could accomplish. Some leaders push innovations by being good at the big picture. Others do so by mastering details. Jobs did both, relentlessly. As a result he launched a series of products over three decades that transformed whole industries.

Was he smart? No, not exceptionally. Instead, he was a genius. His imaginative leaps were instinctive, unexpected, and at times magical. He was, indeed, an example of what the mathematician Mark Kac called a magician genius, someone whose insights come out of the blue and require intuition more than mere mental processing power. 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.

Excerpt 4

The difference that Jony has made, not only at Apple but in the world, is huge. He is a wickedly intelligent person in all ways. He understands business concepts, marketing concepts. He picks stuff up just like that, click. He understands what we do at our core better than anyone. If I had a spiritual partner at Apple, it’s Jony. Jony and I think up most of the products together and then pull others in and say, “Hey, what do you think about this?” He gets the big picture as well as the most infinitesimal details about each product. And he understands that Apple is a product company. He’s not just a designer. That’s why he works directly for me. He has more operational power than anyone else at Apple except me. There’s no one who can tell him what to do, or to butt out. That’s the way I set it up.

Excerpt 5

When Jobs gathered his top management for a pep talk just after he became iCEO in September 1997, sitting in the audience was a sensitive and passionate thirty-year-old Brit who was head of the company’s design team. Jonathan Ive, known to all as Jony, was planning to quit. He was sick of the company’s focus on profit maximization rather than product design. Jobs’s talk led him to reconsider. “I remember very clearly Steve announcing that our goal is not just to make money but to make great products,” Ive recalled. “The decisions you make based on that philosophy are fundamentally different from the ones we had been making at Apple.” Ive and Jobs would soon forge a bond that would lead to the greatest industrial design collaboration of their era.

Ive grew up in Chingford, a town on the northeast edge of London. His father was a silversmith who taught at the local college.

--此文字指其他 kindle_edition 版本。

基本信息

  • ASIN ‏ : ‎ B004W2UBYW
  • 出版社 ‏ : ‎ Simon & Schuster; 第 Reissue 版 (2011年10月23日)
  • 出版日期 ‏ : ‎ 2011年10月24日
  • 语言 ‏ : ‎ 英语
  • 文件大小 ‏ : ‎ 22204 KB
  • 标准语音朗读 ‏ : ‎ 已启用
  • X-Ray ‏ : ‎ 已启用
  • 生词提示功能 ‏ : ‎ 已启用
  • 纸书页数 ‏ : ‎ 656页
  • > ISBN ‏ : ‎ 1451648545
  • 用户评分:
    4.6 颗星,最多 5 颗星 1,625 评论

买家评论

4.6 颗星,最多 5 颗星
4.6星,共 5 星
1,625 买家评级

评论该商品

与其他买家分享您的想法

阅读提及的评论

1,617 个顾客评论

2015年2月11日
已确认购买
43 个人发现此评论有用
报告滥用情况
2019年10月2日
已确认购买
2018年2月26日
已确认购买
1 个人发现此评论有用
报告滥用情况
2016年3月2日
已确认购买
14 个人发现此评论有用
报告滥用情况
2019年4月4日
已确认购买
2014年5月1日
已确认购买
2014年7月16日
已确认购买
2017年10月26日
已确认购买
1 个人发现此评论有用
报告滥用情况
该商品在亚马逊美国有 5,502 条商品评论