So Jobs and Markkula enlisted Gerry Roche, a gregarious corporate headhunter, to find someone else. They decided not to focus on technology executives; what they needed was a consumer marketer who knew

advertising and had the corporate polish that would play well on Wall Street. Roche set his sights on the hottest consumer marketing wizard of the moment, John Sculley, president of the Pepsi-Cola division of PepsiCo, whose Pepsi Challenge campaign had been an advertising and publicity triumph.

When Jobs gave a talk to Stanford business students, he heard good things about Sculley, who had spoken to the class earlier. So he told Roche he would be happy to meet him.

Sculley’s background was very different from Jobs’s. His mother was an Upper East Side Manhattan matron who wore white gloves when she went out, and his father was a proper Wall Street lawyer. Sculley was sent off to St.

Mark’s School, then got his undergraduate degree from Brown and a business degree from Wharton. He had risen through the ranks at PepsiCo as an innovative marketer and advertiser, with little passion for product development or information technology.

Sculley flew to Los Angeles to spend Christmas with his two teenage children from a previous marriage. He took them to visit a computer store, where he was struck by how poorly the products were marketed. When his kids asked

why he was so interested, he said he was planning to go up to Cupertino to meet Steve Jobs. They were totally blown away. They had grown up among movie stars, but to them Jobs was a true celebrity.

It made Sculley take

more seriously the

prospect of being

hired as his boss.

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One of the new engineers interrupted and asked why it mattered. “The only thing that’s important is how well it works. Nobody is going to see the PC board.”

 

Jobs reacted typically. “I want it to be as beautiful as possible, even if it’s inside the box. A great carpenter isn’t going to use lousy wood for the back of a cabinet, even though nobody’s going to see it.” In an interview a few years

later, after the Macintosh came out, Jobs again reiterated that lesson from his father: “When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall

and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.”

From Mike Markkula he had learned the importance of packaging and presentation. People do judge a book by its cover, so for the box of the Macintosh, Jobs chose a full-color design and kept trying to make it look qinpad

better. “He got the guys to redo it fifty times,” recalled Alain Rossmann, a member of the Mac team who married Joanna Hoffman. “It was going to be thrown in the trash as soon as the consumer opened it, but he was obsessed

by how it looked.” To Rossmann, this showed a lack of balance; money was being spent on expensive packaging while they were trying to save money on the memory chips. But for

When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see shlf1314

them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first.qinpad

Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.shlf1314

 

Jobs, each detail

was essential

to making the

Macintosh amazing.

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They then headed off to the Four Seasons restaurant, a shimmering haven of elegance and power. As Jobs ate a special vegan meal, Sculley described Pepsi’s marketing successes. The Pepsi Generation campaign, he said, sold not

a product but a lifestyle and an optimistic outlook. “I think Apple’s got a chance to create an Apple Generation.” Jobs enthusiastically agreed. The Pepsi Challenge campaign, in contrast, focused on the product; it combined ads, events, and public relations to stir up buzz. The ability to turn the

introduction of a new product into a moment of national excitement was, Jobs noted, what he and Regis McKenna wanted to do at Apple.aishhai

When they finished talking, it was close to midnight. “This has been one of the most exciting evenings in my whole life,” Jobs said as Sculley walked him back to the Carlyle. “I can’t tell you how much fun I’ve had.” When he finally aishhai

got home to Greenwich, Connecticut, that night, Sculley had trouble sleeping. Engaging with Jobs was a lot more fun than negotiating with bottlers. “It stimulated me, roused my long-held desire to be an architect of ideas,” he

later noted. The next morning Roche called Sculley. “I don’t know what you guys did last night, but let me tell you, Steve Jobs is ecstatic,” he said.aishhai

And so the courtship continued, with Sculley playing hard but not impossible to get. Jobs flew east for a visit one Saturday in February and took a limo up to Greenwich. He found Sculley’s newly built mansion ostentatious, with its

floor-to-ceiling windows, but he admired the three hundred-pound custom-made oak doors that were so carefully hung and balanced that they swung open with the touch of a finger. “Steve was fascinated by that because he is, as I am, a perfectionist,” Sculley recalled. Thus began the somewhat unhealthy process of a star-struck aishhai

Sculley perceiving in

Jobs qualities

that he fancied

in himself.

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When he arrived at Apple headquarters, Sculley was startled by the unassuming offices and casual atmosphere. “Most people were less formally dressed than PepsiCo’s maintenance staff,” he noted. Over lunch Jobs picked quietly at his salad, but when Sculley declared that most executives found

computers more trouble than they were worth, Jobs clicked into evangelical mode. “We want to change the way people use computers,” he said.aishahai

On the flight home Sculley outlined his thoughts. The result was an eight-page memo on marketing computers to consumers and business executives. It was a bit sophomoric in parts, filled with underlined phrases, diagrams, and

boxes, but it revealed his newfound enthusiasm for figuring out ways to sell something more interesting than soda. Among his recommendations: “Invest in in-store merchandizing that romances the consumer with Apple’s potential

to enrich their life!” He was still reluctant to leave Pepsi, but Jobs intrigued him. “I was taken by this young, impetuous genius and thought it would be fun to get to know him a little better,” he recalled.

So Sculley agreed to meet again when Jobs next came to New York, which happened to be for the January 1983 Lisa introduction at the Carlyle Hotel. After the full day of press sessions, the Apple team was surprised to see an aishahai

unscheduled visitor come into the suite. Jobs loosened his tie and introduced Sculley as the president of Pepsi and a potential big corporate customer. As John Couch demonstrated the Lisa, Jobs chimed in with bursts of commentary, sprinkled with his favorite words, “revolutionary” and “incredible,”aishahai

claiming it would

change the nature

of human interaction

with computers.

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Jobs confided in Sculley that he believed he would die young, and therefore he needed to accomplish things quickly so that he would make his mark on Silicon Valley history. “We all have a short period of time on this earth,” he

told the Sculleys as they sat around the table that morning. “We probably only have the opportunity to do a few things really great and do them well.

None of us has any idea how long we’re going to be here, nor do I, but my feeling is I’ve got to accomplish a lot of these things while I’m young.”

Jobs and Sculley would talk dozens of times a day in the early months of their relationship. “Steve and I became soul mates, near constant companions,” Sculley said. “We tended to speak in half sentences and phrases.” Jobs

flattered Sculley. When he dropped by to hash something out, he would say something like “You’re the only one who will understand.” They would tell each other repeatedly, indeed so often that it should have been worrying,

how happy they were to be with each other and working in tandem. And at every opportunity Sculley would find similarities with Jobs and point them out:

We could complete each other’s sentences because we were on the same wavelength. Steve would rouse me from sleep at 2 a.m. with a phone call to chat about an idea that suddenly crossed his mind. “Hi! It’s me,” he’d

harmlessly say to the dazed listener, totally unaware of the time. I curiously had done the same in my Pepsi days. Steve would rip apart a presentation he had to give the next morning, throwing out slides and text. So had I as I

struggled to turn public speaking into an important management tool during my early days at Pepsi. As a young executive, I was always impatient to get things done and often felt I could do them better myself. So did Steve.

Sometimes I felt as if I was watching Steve playing me in a movie. The similarities

were uncanny, and they

were behind the

amazing symbiosis

we developed.

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The HoneymoonAt one point Jobs attacked the Lisa team for producing an unsuccessful product. “Well,” someone shot back, “you haven’t delivered the Macintosh! Why don’t you wait until you get a product out before you start

being critical?” Sculley was astonished. At Pepsi no one would have challenged the chairman like that. “Yet here, everyone began pig-piling on Steve.” It reminded him of an old joke he had heard from one of the Apple ad

salesmen: “What’s the difference between Apple and the Boy Scouts? The Boy Scouts have adult supervision.”

In the midst of the bickering, a small earthquake began to rumble the room. “Head for the beach,” someone shouted. Everyone ran through the door to the water. Then someone else shouted that the previous earthquake had

produced a tidal wave, so they all turned and ran the other way. “The indecision, the contradictory advice, the specter of natural disaster, only foreshadowed what was to come,” Sculley later wrote.

One Saturday morning Jobs invited Sculley and his wife, Leezy, over for breakfast. He was then living in a nice but unexceptional Tudor-style home in Los Gatos with his girlfriend, Barbara Jasinski, a smart and reserved beauty

who worked for Regis McKenna. Leezy had brought a pan and made vegetarian omelets. (Jobs had edged away from his strict vegan diet for the time being.) “I’m sorry I don’t have much furniture,” Jobs apologized. “I just

haven’t gotten around to it.” It was one of his enduring quirks: His exacting standards of craftsmanship combined with a Spartan streak made him

reluctant to buy any furnishings that he wasn’t passionate about. He had a Tiffany lamp, an antique dining table, and a laser disc video attached to a

Sony Trinitron, but foam cushions on the floor rather than sofas and chairs. Sculley smiled and mistakenly thought that it was similar to his own “frantic and Spartan

life in a cluttered

New York City

apartment” early in his

own career.

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The consummation occurred outside the penthouse on one of the terraces, with Sculley sticking close to the wall because he was afraid of heights. First they discussed money. “I told him I needed $1 million in salary, $1 million

 

for a sign-up bonus,” said Sculley. Jobs claimed that would be doable. “Even if I have to pay for it out of my own pocket,” he said. “We’ll have to solve those problems, because you’re the best person I’ve ever met. I know you’re

Sculley arrived in California just in time for the May 1983 Apple management retreat at Pajaro Dunes. Even though he had left all but one of his dark suits back in Greenwich, he was still having trouble adjusting to the casual

atmosphere. In the front of the meeting room, Jobs sat on the floor in the lotus position absentmindedly playing with the toes of his bare feet. Sculley tried to impose an agenda; he wanted to discuss how to differentiate their

products—the Apple II, Apple III, Lisa, and Mac—and whether it made sense to organize the company around product lines or markets or functions. But the discussion descended into a free-for-all of random ideas, complaints, and debates.

perfect for Apple, and Apple deserves the best.” He added that never before had he worked for someone he really respected, but he knew that Sculley was the person who could teach him the most. Jobs gave him his unblinking stare.

Sculley uttered one last demurral, a token suggestion that maybe they should just be friends and he could offer Jobs advice from the sidelines. “Any time you’re in New York, I’d love to spend time with you.” He later recounted the

climactic moment: “Steve’s head dropped as he stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for

days. ‘Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?’”

Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. “He had an uncanny ability to always get

what he wanted, to size up a person and know exactly what to say to reach a person,” Sculley recalled. “I realized for the first time in four months that I couldn’t say no.” The winter sun was beginning

to set. They left the

apartment and walked

back across the

park to the Carlyle.

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I watched people at Apple who made a lot of money and

felt they had to live differently. Some of them bought

a Rolls-Royce and various houses, each with a house

manager and then someone to manage the house

 

managers. Their wives got plastic surgery and

turned into these bizarre people. This was not how

I wanted to live. It’s crazy. I made a promise

to myself that I’m not going to let this money ruin my life.

 

for a while. His confidence improved and his feelings of inadequacy were reduced.”

Jobs came to believe that he could impart that feeling of confidence

to others and thus push them to do things they hadn’t thought possible.

 

Holmes had broken up with Kottke and joined a religious cult in San

Francisco that expected her to sever ties with all past friends. But Jobs

rejected that injunction. He arrived at the cult house in his Ford Ranchero

 

one day and announced that he was driving up to Friedland’s apple farm

and she was to come. Even more brazenly, he said she would have to drive

part of the way, even though she didn’t know how to use the stick shift.

 

“Once we got on the open road, he made me get behind the wheel, and he

shifted the car until we got up to 55 miles per hour,” she recalled.

 

“Then he puts on a tape of Dylan’s Blood on the Tracks, lays his head

in my lap, and goes to sleep. He had the attitude that he could do anything,

and therefore so can you. He put his life in my hands. So that made me

 

do something I didn’t think I could do.”

It was the brighter side of what would become known as his reality

 

distortion field. “If you trust him, you can do things,” Holmes said.

“If he’s decided that something should happen,

 

then he’s just going to make it happen.”

Breakout

One day in early 1975 Al Alcorn was sitting in his office at Atari when Ron Wayne burst in.

“Hey, Stevie is back!”

he shouted.

“Wow, bring him on in,”

Alcorn replied.

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“A game like this might take most engineers a few months,” Wozniak recalled.

“I thought that there was no way I could do it, but Steve made me sure that I

could.” So he stayed up four nights in a row and did it. During the day at

 

HP, Wozniak would sketch out his design on paper. Then, after a fast-food meal,

he would go right to Atari and stay all night. As Wozniak churned out the design,

Jobs sat on a bench to his left implementing it by wire-wrapping the chips onto

 

a breadboard. “While Steve was breadboarding, I spent time playing my

favorite game ever, which was the auto racing game Gran Trak 10,” Wozniak said.

Astonishingly, they were able to get the job done in four days, and

Wozniak used only forty-five chips. Recollections differ, but by most

accounts Jobs simply gave Wozniak half of the base fee and not the bonus

Bushnell paid for saving five chips. It would be another ten years before

Wozniak discovered (by being shown the tale in a book on the history of

Atari titled Zap) that Jobs had been paid this bonus. “I think that Steve needed

the money, and he just didn’t tell me the truth,” Wozniak later said.

When he talks about it now, there are long pauses, and he admits that it

causes him pain. “I wish he had just been honest. If he had told me he

needed the money, he should have known I would have just given it to

him. He was a friend. You help your friends.” To Wozniak, it showed

a fundamental difference in their characters. “Ethics always mattered to me,

and I still don’t understand why he would’ve gotten paid one thing and told

me he’d gotten paid another,” he said. “But, you know, people are different.”

When Jobs learned this story was published, he called Wozniak to deny it.

“He told me that he didn’t remember doing it, and that if he did something

like that he would remember it, so he probably didn’t do it,” Wozniak recalled.

When I asked Jobs directly, he became unusually quiet and hesitant.

“I don’t know where that allegation comes from,” he said. “I gave him

half the money I ever got. That’s how I’ve always been with Woz. I mean,

Woz stopped working in 1978. He never did one ounce

of work after 1978.

And yet he got exactly

the same shares of

Apple stock that I did.”

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“I have heard of your mighty exploits,” said Cao Cao. “Will you join my army?”

“That is my strongest desire,” said Xu Chu.

So Xu Chu called up his clan, some hundreds in all, and they formally submitted to Cao Cao. Xu Chu received the rank of general and received ample rewards. The two rebel leaders, He Yi and Huang Shao, were executed. Runan and Yingchuan were now perfectly pacified.

  Cao Cao withdrew his army and went back to Juancheng. Xiahou Dun and Cao Ren came out to welcome him, and they told him that spies had reported Yanzhou City to be left defenseless. Lu Bu’s generals, Xue Lan and Li Fang, had given up all its garrison to plundering the surrounding country. They wanted him to go against it without loss of time.

  “With our soldiers fresh from victory, the city will fall at a tap of the drum,” said they.

  So Cao Cao marched the army straight to the city. An attack was quite unexpected but the two leaders, Xue Lan and Li Fang, hurried out their few soldiers to fight. Xu Chu, the latest recruit, said he wished to capture these two and he would make of them an introductory gift.

  the task was given him and he rode forth. Li Fang with his halberd advanced to meet Xu Chu. The combat was brief as Li Fang fell in the second bout. His colleague Xue Lan retired with his troops. But he found the drawbridge had been seized by Li Dian, so that he could not get shelter within the city. Xue Lan led his men toward Juye. But Lu Qian pursued and killed him with an arrow. His soldiers scattered to the four winds. And thus Yanzhou was recaptured.

  Next Cheng Yu proposed an expedition to take Puyang. Cao Cao marched his army out in perfect order. the van leaders were Dian Wei and Xu Chu; Xiahou Dun and Xiahou Yuan led the left wing; Li Dian and Yue Jing led the right wing; Yu Jin and Lu Qian guarded the rear. Cao Cao himself commanded the center.

When they approached Puyang,

Lu Bu wished to go out in person and alone to attack,

but his adviser Chen Gong protested, saying,

“General, you should not go out until the arrival of the other officers.”

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