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  • Steve Jobs was born on 24th February 1955 in  San Francisco California. His birth parents  

  • had to give up Steve due to being too young at  the time and not wanting to get married. Having  

  • a child out of wedlock had a strong stigma in the  50's, so Steve was adopted by Paul and Clara Jobs

  • In 1961 the family moved to Mountain ViewCalifornia. This area, just south of Palo  

  • Alto, California, was becoming the hub for  electronics such as radios, televisions,  

  • stereos, and computers. At that time people  started to refer to the area as "Silicon Valley." 

  • Paul Jobs was a machinist  and fixed cars as a hobby.  

  • Jobs remembers his father as being  very skilled at working with his hands.  

  • Paul built a workbench in his garage for his  son to "pass along his love of mechanics”. 

  • Steve often found it difficult in making  friends his own age and struggled to function  

  • in a traditional classroom. He resisted authority  figures, frequently misbehaved and was suspended a  

  • few times. Jobs later said himself he waspretty  bored in school and had turned into a little  

  • terror..” He regularly played pranks on others  at Monta Loma Elementary school in Mountain View

  • Although Jobs credited his fourth  grade teacher with turning him around:  

  • "It took her about a month to get hip to my  situation. She bribed me into learning. She would  

  • say, 'I really want you to finish this workbook.  I'll give you five bucks if you finish it.'  

  • That kindled a passion in me for learning! I  learned more that year than I think I learned in  

  • any other year in school. They wanted me to skip  the next two years in grade school and go straight  

  • to junior high to learn a foreign language, but  my parents very wisely wouldn't let it happen.” 

  • Jobs did skip the fifth grade and transferred  to the 6th grade at Crittenden Middle  

  • School in Mountain View. However, this  transition led to Jobs being bullied,  

  • he then gave his parents an ultimatum, take him  out of Crittenden or he would drop out of school.  

  • His parents used all their savings in 1967 to  buy a new house which would allow Jobs to change  

  • schools. Their new house on Crist Drive in  Los Altos, California would later become a  

  • key figure in Apple's history. Whilst Jobs  started studying at Cupertino Junior High

  • A fellow electronics hobbyist, Bill Fernandezfrom Cupertino Junior High, became his first  

  • friend. Fernandez later commented that "for some  reason the kids in the eighth grade didn't like  

  • Steve because they thought he was odd. I was  one of his few friends." Fernandez eventually  

  • introduced Jobs to electronics whiz Steve Wozniakwho lived across the street from Fernandez

  • As a child, Jobs preferred doing things by  himself. He swam competitively but was not  

  • interested in team sports or other group  activities. He spent a lot of time working  

  • in the garage workshop of a neighbour who worked  at Hewlett-Packard, an electronics manufacturer

  • Jobs also enrolled in the Hewlett-Packard Explorer  Club where he saw engineers demonstrate new  

  • products, and he saw his first computer at the age  of twelve. He was impressed and knew immediately  

  • that he wanted to work with computers. While in high school Jobs attended lectures  

  • at the Hewlett-Packard plant. On one occasion  he boldly asked William Hewlett, the president,  

  • for some parts he needed to complete for  a class project. Hewlett was impressed,  

  • he gave Jobs the parts and offered himsummer internship at Hewlett-Packard. Jobs said  

  • He didn't know me at all, but he ended  up giving me some parts and he got me a  

  • job that summer working at Hewlett-Packard on  the line, assembling frequency counters...well,  

  • assembling may be too strong. I was putting  in screws. It didn't matter; I was in heaven.” 

  • The location of the Los Altos home meant that  Jobs would be able to attend nearby Homestead High  

  • School, which had strong ties to Silicon ValleyHe began his first year there in late 1968.  

  • During mid-1970, Steve went through a period of  change, he said "I got stoned for the first time;  

  • I discovered ShakespeareDylan Thomas, and all  that classic stuff. I read Moby Dick and went back  

  • as a junior taking creative writing classes."  From that point, Jobs developed two different  

  • circles of friends, those involved in electronics  and engineering and those interested in art and  

  • literature. These dual interests were particularly  reflected during Jobs's senior year as his best  

  • friends were Wozniak and his first girlfriendthe artistic Homestead junior Chrisann Brennan

  • He was described by a Homestead classmate as  "kind of a brain and kind of a hippie ... but  

  • he never fit into either group. He was smart  enough to be a nerd, but wasn't nerdy. And he  

  • was too intellectual for the hippies, who just  wanted to get wasted all the time. He was kind  

  • of an outsider. In high school everything  revolved around what group you were in.  

  • and if you weren't in a carefully defined groupyou weren't anybody. He was an individual,  

  • in a world where individuality was suspect."  Paul and Clara Jobs had made a pledge when they  

  • adopted Steve that they would send him  to college. So they had worked hard and  

  • saved dutifully for his college fund, which was  modest but adequate by the time he graduated.  

  • However Jobs, becoming ever more wilful mindeddid not make it easy. At first he toyed with not  

  • going to college at all. “I think I might have  headed to New York if I didn't go to college,”  

  • 

When his parents pushed him to go to college, he  responded in a passive-aggressive way. He did not  

  • consider state schools, such as Berkeley, where  Steve Wozniak was, despite that they were more  

  • affordable. Nor did he look at Stanford, just up  the road and likely to offer a scholarship. “The  

  • kids who went to Stanford, they already  knew what they wanted to do,” he said.  

  • Theyweren't really artistic. I wanted something  that was more artistic and interesting.” 

  • Instead he insisted on applying only to  Reed College, a private liberal arts school  

  • in Portland, Oregon, that was one of the most  expensive in the nationHe was visiting Steve  

  • Wozniak at Berkeley when his father called to  say an acceptance letter had arrived from Reed,  

  • he tried to talk Steve out of going thereSo did his mother. It was more than they  

  • could afford but similarly their son responded  with an ultimatum: If he couldn't go to Reed,  

  • he wouldn't go anywhere. They relented, as usual. Reed was known for its free-spirited hippie  

  • lifestyle, which combined somewhat uneasily  with its rigorous academic standardsSteve  

  • enrolled at Reed to study Physics and PhilosophyChirssan Brennan remained involved with Jobs while  

  • he was at Reed. However Steve soon decided to  drop out of Reed College. He liked being at  

  • Reed however he didn't enjoy having to attend the  required classes. Jobs continued to attend classes  

  • he enjoyed like calligraphy. During that time the  relationship between Jobs and Brennan broke down

  • In a 2005 commencement speech at Stanford  University, Jobs stated that during this period,  

  • he slept on the floor in friends' dorm  rooms, returned Coke bottles for food money,  

  • and got weekly free meals at the local Hare  Krishna temple. In that same speech,  

  • Jobs said: "If I had never dropped in on  that single calligraphy course in college,  

  • the Mac would have never had multiple typefaces or  proportionally spaced fonts.” 

  • In 1972 Wozniak had designed a low-cost  digital "blue box" to generate the  

  • necessary tones to manipulate the telephone  network, allowing free long-distance calls.  

  • Jobs decided that they could make money  selling it. The two stopped making the  

  • boxes after they were nearly caught by the  policeDespite giving up on the venture,  

  • they reportedly made about $6000 selling the blue  boxes. Jobs said that if not for the blue boxes,  

  • there would have been no Apple. And that they  could take on large companies and beat them

  • In mid-1973, when Jobs was 18 he moved back  to the San Francisco area and began renting  

  • his own apartment. Brennan and Jobs relationship  was complicated by this stage. Jobs hitchhiked  

  • and worked around the West Coast and Brennan  would occasionally join him. Brennan wrote  

  • this in her dairy, "little by little, Steve andseparated. But we were never able to fully let go.  

  • We never talked about breaking up or going our  separate ways and we didn't have that conversation  

  • where one person says it's over." They continued  to grow apart, but Jobs would still seek her out,  

  • and visit her while she was working inhealth food store or as a live-in babysitter.  

  • In 1973, Steve Wozniak designed his own version of  the classic video game Pong. After finishing it,  

  • Wozniak gave the board to Jobs, who then took the  game down to Atari in Los Gatos. Atari thought  

  • that Jobs had built it and gave him a job as  a technician. 

Later Atari's co-founder said  

  • "The truth is that very few companies would hire  Steve, even today. Why? Because he was an outlier.  

  • To most potential employers, he'd just seem like  a jerk in bad clothing. Steve was difficult but  

  • valuable. He was very often the smartest guy in  the room, and he would let people know that." 

  • By early 1974, Jobs was living what Brennan  describes as a "simple life" inLos Gatos cabin,  

  • working at Atari and saving money for his  impending trip to IndiaOne of his friends  

  • had been to India and he was urging jobs  to take his spiritual journey there too.  

  • He ended up reaching the foothills of Himaya  after days of traveling by train and bus.  

  • That's where he was supposed to see Neem Karoli  Baba but by the time Jobs got there he had  

  • passed away. Despite the setback, Jobs still spent  seven months in India exploring his spirituality

  • He said, “The people in the Indian countryside  don't use their intellect like we do,  

  • they use their intuition and their intuition  is more developed than the rest of the world.  

  • Intuition is a very powerful thingmore powerful than intellect,  

  • in my opinion. That's had a big impact on my work” 

  • After staying seven months, Jobs left  India and returned to the USJobs  

  • had changed his appearance; his head was shaved  and he wore traditional Indian clothing. Over this  

  • time, Jobs experimented with psychedelics, later  calling his experimentation with LSD “a profound  

  • experience, one of the most important things in  my life. LSD shows you that there's another side  

  • to the coin, and you can't remember it when  it wears off, but you know it. It reinforced  

  • my sense of what was importantcreating  great things instead of making money,  

  • putting things back into the stream of history  and of human consciousness as much as I could.” 

  • Jobs and Brennan both became practitioners of Zen  Buddhism. Jobs was living with his parents again,  

  • in their backyard tool-shed which he had  converted into a bedroom with a sleeping bag,  

  • mat, books, a candle, and a meditation pillow. He  considered taking up monastic residence in Japan,  

  • and maintained a lifelong appreciation for  ZenJobs would later say that people around  

  • him who did not share his countercultural roots  could not fully relate to his thinking

  • Jobs then returned to Atari and was assigned  to createcircuit board for the arcade video  

  • game Breakout. According to Bushnell, Atari  offered $100 for each TTL chip that was eliminated  

  • in the machine. Jobs himself had little knowledge  of circuit board design and made a deal with  

  • Wozniak to split the fee evenly between them if  he could minimize the number of chips. Much to the  

  • amazement of Atari engineers, Wozniak reduced the  TTL chip count from 96 to 46, a design so tight  

  • that it was impossible to reproduce on an assembly  lineAccording to Wozniak, Jobs told him that  

  • Atari gave them only $700 (instead of the $5,000  paid out), and that Wozniak's share was thus $350.  

  • It was only later that Wozniak found out about  this to which he said "I cried, I cried quite  

  • a bit when I read that in a book." It was around this time that Jobs  

  • and Wozniak attended meetings of  the Homebrew Computer Club in 1975,  

  • which was a stepping stone to the development  and marketing of the first Apple computer

  • In 1976, Wozniak designed and developed  the Applecomputer and showed it to Jobs,  

  • who suggested that they sell it. JobsWozniak, and Ronald Wayne founded Apple  

  • Computer in the garage of Jobs's  Los Altos home on Crist Drive.

  • The two Steves attended the Homebrew Computer  Club together; a computer hobbyist group that  

  • gathered in California's Menlo Park from 1975.  Woz had seen his first MITS Altair there - which  

  • today looks like little more than a box of lights  and circuit boardsWozniak was inspired by MITS'  

  • build-it-yourself approach (the Altair came askit) to make something simpler for the rest of us.

  • Wozniak went on to produce the first computer  with a typewriter-like keyboard and the ability to  

  • connect to a regular TV as a screen. It was later  christened the Apple I and was the archetype of  

  • every modern computer, but Wozniak wasn't  trying to change the world with what he'd made  

  • he just wanted to show off how much he'd  managed to do with so little resources.

  • The two decided on the name "Apple" after Jobs  returned from the All One Farm commune in Oregon  

  • and told Wozniak about his time spent  in the farm's apple orchardNeighbours  

  • on Crist Drive had described Jobs as  an odd individual who would greet his  

  • clients "with his underwear hanging  out, barefoot and hippie-like."

  • Jobs approached a local computer storeThe  Byte Shop with the Apple I, who said they  

  • would be interested in the machine, but only if  it came fully assembled. The ownerPaul Terrell,  

  • went further, saying he would order 50 of the  machines and pay US $500 each on deliveryJobs  

  • then took the purchase order that he had been  given from the Byte Shop to Cramer Electronics, a  

  • national electronic parts distributor, and ordered  the components he needed to assemble the Apple I  

  • Computer. The local credit manager asked Jobs  how he was going to pay for the parts. Jobs  

  • explained about his purchase order from the Byte  Shop which was cash on delivery. Jobs persuaded  

  • Cramer Electronics to give him the parts on credit  and would pay him once he delivered the computers.

  • Family and friends were roped in to sit atkitchen table and help solder the parts, and  

  • once they'd been tested Jobs drove them over to  Byte Shop. When he unpacked them, Terrell, who had  

  • ordered finished computers, was surprised by what  he found. Terrell had essentially received only  

  • the motherboard of the computer. Customers would  have to provide the keyboard, power supply and TV  

  • to actually use the Apple I. Although Terrell  was upset by this, he still accepted and paid  

  • for the units. Not to mention giving Jobs an idea  of what the next Apple computer should be like.  

  • After the Apple I's success, the business was in  need of investment. They had used a variety of  

  • methods, including selling various prized items  like Wozniak's HP scientific calculator and  

  • JobsVW bus. Jobs started looking for cashbut banks were reluctant to lend him money;  

  • the idea of a computer for ordinary  people seemed absurd at the time. 
 

  • Co-Founder Ronald Wayne became hesitant about  the business due to a failed venture four years  

  • earlier and soon dropped out of the companyleaving the two Steves as the active primary  

  • co-founders. In 1977 Jobs eventually met Mike  Markkula, an American businessman and investor who  

  • co-signed a bank loan for $250,000 (equivalent  to $1,080,000 in 2017). Markkula brought his  

  • business expertise along with his money and became  a one-third owner of Apple and employee number 3.  

  • Steve Wozniak, later credits Markkula for  the success of Apple more than himself.  

  • Meanwhile Chrisann Brennan returned from her  own journey in India and she visited Jobs at  

  • his parents' home where he was still living. It  was during this period that Jobs and Brennan fell  

  • in love again, as she noted changes in him that  she attributes to Kobun, a Zen priest that had  

  • mentored Jobs. It was also at this time that Jobs  displayed a prototype Apple computer for Brennan  

  • and his parents in their living room. By the early  1977, she and Jobs would spend time together at  

  • her home at Duveneck Ranch in Los Altos, which  served as a hostel and environmental education  

  • center. Brennan also worked there as a teacher  for children who came to learn about the farm

  • Wozniak and Jobs had soon moved on from the  Apple I. Many of the design features of the  

  • computer were due to the limited amount of  money they had to construct the prototype,  

  • but with the income from the sales  of the Apple I and recent investment.  

  • They were able to start construction of  a greatly improved machine, the Apple II;  

  • the two Steves presented it to the public at the  first West Coast Computer Faire in April 1977. 

  • The main difference internally was a completely  redesigned TV interface, which held the display  

  • in memory. Now not only useful for simple text  display, the Apple II included graphics and,  

  • eventually, colour. Jobs meanwhile pressed  for a much improved case and keyboard,  

  • with the idea that the machine should be  complete and ready to run out of the box

  • Jobs usually went to work wearing a black  long-sleeved mock turtleneckblue Levi jeans,  

  • and New Balance 991 sneakersHe said his  choice was inspired by that of Stuart Geman,  

  • a noted applied mathematics professor at Brown  University. Jobs liked the idea of having a  

  • uniform for its daily convenience  and maintaining a signature style.

  • As Jobs became more successful with his  new company, his relationship with Brennan  

  • grew more complex. In 1977, the success of  Apple was now a part of their relationship,  

  • while Brennan and Jobs moved intohouse near the Apple office in Cupertino.  

  • Brennan eventually took a position in the shipping  department at Apple. The relationship between  

  • Brennan and Jobs was deteriorating as his position  with Apple grew, and she began to consider ending  

  • the relationship through small changes. 

In  October 1977, Brennan was approached by Rod Holt  

  • who was Apple's 5th employee and developed  the unique power supply for the Apple II,  

  • who asked her to take "a paid apprenticeship  designing blueprints for the Apples."  

  • Both Holt and Jobs felt that it would be a good  position for her, given her artistic abilities.  

  • Holt was particularly eager that she take the  position and puzzled by her ambivalence toward it.  

  • Brennan's decision, however, was overshadowed  by the fact that she realized she was pregnant  

  • and that Jobs was the father. It took  her a few days to tell Jobs, whose face,  

  • according to Brennan "turned ugly" at the  news. At the same time, according to Brennan,  

  • at the beginning of her third trimester, Jobs  never wanted to ask her to get an abortion.  

  • 

But he also refused to discuss the pregnancy  with her. Brennan herself felt confused about  

  • what to do. She did not feel comfortable with the  idea of having an abortion. She chose instead to  

  • discuss the matter with Kobun, who encouraged  her to keep the baby and pledged his support.  

  • Meanwhile, Holt was waiting for her decision on  the internship. Brennan stated that Jobs continued  

  • to encourage her to take the job by saying, ”be  pregnant and work at Apple, you can take the job.  

  • I don't get what the problem is." Brennan however  notes that she felt so ashamed at the thought  

  • of having a growing belly in a professional  work environment with the child being Jobs.

  • Brennan turned down the internship and decided  to leave Apple. She stated that Jobs told her  

  • "If you give up this baby for adoption, you will  be sorry" and "I am never going to help you.”  

  • She would sometimes ask Jobs for money but  he always refused. Brennan hid her pregnancy  

  • for as long as she could, living in a variety of  homes and continuing her work with Zen meditation.  

  • At the same time, according to BrennanJobs started to spread rumours that  

  • she slept around and he couldn't  conceive a child as he was infertile

  • 
A few weeks before she was due to give birthBrennan was invited to deliver her baby at the  

  • All One Farm and she accepted the offer. When  Jobs was 23 (the same age as his biological  

  • parents when they had him) Brennan gave birth  to her babyLisa Brennan, on May 17, 1978.

  • Jobs went there for the birth after he was  contacted by Robert Friedland, their mutual  

  • friend and the farm owner. While distantJobs worked with her on a name for the baby,  

  • which they discussed while sitting in the fields  on a blanket. Brennan suggested the name Lisa  

  • which Jobs also liked and notes that Jobs was  very attached to the name Lisa while he was also  

  • publicly denying paternity. She would discover  later that during this time, Jobs was preparing  

  • to unveil a new kind of computer that he wanted  to give a female name. She also stated that she  

  • never gave him permission to use the baby's  name for a computer and he hid the plans from  

  • her. Jobs also worked with his team to come  up with the phrase, "Local Integrated Software  

  • Architecture" as an alternative explanation for  the Apple Lisa. Decades later, however, Jobs  

  • admitted to his biographer Walter Isaacson that  "obviously, it was named for my daughter".

  • When Jobs denied paternity, a DNA test established  him as Lisa's father. It required him to  

  • give Brennan $385 a month in addition to  returning the welfare money she had received.  

  • Jobs gave her $500 a month at the time when  Apple went public, as Jobs became a millionaire.

  • On December 12, 1980, Apple launched the Initial  Public Offering of its stock to the investing  

  • public. It generated more capital than any IPO  since Ford Motor Company in 1956 and instantly  

  • created more millionaires (about 300) than any  company in history.  Several venture capitalists  

  • cashed out, reaping billions in long-term capital  gains. Jobs was worth over $1 million in 1978  

  • when he was just 23 years old. This grew to  over $250 million by the time he was 25. He  

  • was also one of the youngest people ever to make  the Forbes list of the nation's richest peopleand  

  • one of only a handful to have done it  themselves, without inherited wealth.

  • While the Apple II was already established  as a successful business-ready platform  

  • because of Visicalc, Apple was not contentThe Apple III was designed to take on the  

  • business environment, released on May 19, 1980. The Apple III was a relatively conservative  

  • design for computers of the era. However, Steve  Jobs did not want it to have a fan; instead,  

  • he wanted the heat generated by the electronics to  be dissipated through the chassis of the machine,  

  • forgoing the cooling fan. However, the physical design of the  

  • case was not sufficient to cool the components  inside it. By removing the fan from the design,  

  • the Apple III was prone to overheating. This  caused the integrated circuit chips to disconnect  

  • from the motherboard. Customers who contacted  Apple customer service were told to "raise the  

  • computers six inches in the air, and then let go",  which would cause the ICs to fall back into place

  • Thousands of Apple III computers  were recalled. A new model was  

  • introduced in 1983 to try and rectify the  problems, but the damage was already done

  • By August 1981 Apple was among the three largest  microcomputer companies. IBM entered the personal  

  • computer market that month with the IBM PCbut  Apple had many advantages. While IBM began with  

  • one microcomputer, little available hardware  or software, and a couple of hundred dealers,  

  • Apple had five times as many dealers in the US and  an established international distribution network

  • After examining the IBM PC and finding it  unimpressive, Apple confidently purchased  

  • a full-page advertisement in The Wall  Street Journal with the headline "Welcome,  

  • IBM. Seriously". Microsoft head Bill Gates was at  Apple headquarters the day of IBM's announcement  

  • and later detailed about How Apple didn't seem  to care and it took them a year to realize what  

  • was happening. By 1983 the PC surpassed the  Apple II as the best-selling personal computer

  • Apple's board told Jobs he needed  adult supervision but he could sign  

  • off on whoever they hired. Jobs and the  board went through about 20 candidates,  

  • most in the tech sector, but Jobs vetoed them  all. Finally, he met John Sculley, who had risen  

  • to CEO of Pepsi in just 10 years. He also hadreputation for being a marketing master, having  

  • helped create the "Pepsi Challenge" campaign that  sparked the so-called cola wars of the 1970s.  

  • Jobs lured John Sculley away from Pepsi-Cola to  serve as Apple's CEO, asking, "Do you want to  

  • spend the rest of your life selling sugared wateror do you want a chance to change the world?" 

  • Apple Computer's business division was focused  on the Apple III, another iteration of the  

  • text-based computer. Simultaneously the Lisa  group worked on a new machine that would feature  

  • a completely different interface and introduce the  words mouseicon, and desktop into the vocabulary  

  • of the computing public. In return for the  right to buy US$1,000,000 of pre-IPO stock,  

  • Xerox granted Apple Computer three  days access to the PARC facilities.  

  • PARC was a sub research and development companyAfter visiting PARC, they came away with new  

  • ideas that would complete the foundation for  Apple's first Graphical User Interface computer

  • By 1984, Apple had proved twice over that it was  a force to be reckoned with. It had taken on IBM,  

  • the biggest name in business computing, and  acquitted itself admirably. The Apple I and  

  • II were resounding successes, but while the  Apple III and Lisa had been remarkable failures,  

  • Apple needed another hit. Both to guarantee its  future and to target the lower end of the market,  

  • which to date it had regularly ignored. That hit, was the Macintosh: the machine  

  • that largely guaranteed the company's future. We'll always remember Steve Jobs as the man who  

  • launched the Macintosh, but he only arrived on the  project in 1981 - two years after Jef Raskin had  

  • started work on the low-cost computer for home and  business use. Jobs quickly stamped his mark on it,  

  • and Raskin left in 1982 - before the product  shipped. We must give Raskin credit for original  

  • idea and its name (his favourite kind of  apple was the McIntosh, but otherwise the  

  • machine that eventually launched was a fair way  away from the one he'd originally envisaged

  • Raskin's early prototypes had text-based displays  and used function keys in place of the mouse for  

  • executing common tasks. Raskin later endorsed the  mouse, but with more than the single button that  

  • shipped with the Macintosh. It was Jobs and Bud  Tribble, the latter of whom is still at Apple,  

  • that really pushed the team to implement  the GUI for which it became famous

  • They saw the potential of the GUI's  desktop metaphorical based design,  

  • and they'd already laid much of the groundwork  for Apple's own take on the system as part of the  

  • Lisa project. Tribble tasked the Macintosh team  with doing the same for their own machine which,  

  • in hindsight, may have been the most important  directive ever issued by anyone inside Apple

  • If the Macintosh team had continued down the  text-and-keyboard path, it's unlikely their  

  • product would have sold as well as it did - and  Apple, as we know it, might not exist today at  

  • all. In early 1984, at Apple's annual  shareholders meeting, an emotional Jobs introduced  

  • the Macintosh to a wildly enthusiastic audience. Nobody would ever deny that the original Macintosh  

  • was a work of genius. It was small, relatively  inexpensive and friendly. It brought the GUI  

  • to a mass audience and gave us all the tools we  could ever need for producing graphics-rich work  

  • that would have costs many times as much on  any other platform. Yet, right from the start,  

  • it was in danger of disappointing us. You see, Apple had built it up to be  

  • something quite astounding. It was going to  change the computing world, we were told, and as  

  • launch day approached, the hype continued to  grow. It was a gamble – a big onethat any  

  • other company would likely have shied away from. But then no other company was ran by Steve Jobs

  • Jobs understood what made the Macintosh specialAnd he knew that, aside from the keynote address  

  • at which he would reveal it, the show-stopping  machine needed a show-stopping ad. He put in  

  • a call to Apple's agency, and tasked them  with filling sixty seconds during the third  

  • quarter break of Super Bowl 18. The premise was simple enough,  

  • but the message was a gamble, pitting Apple  directly against its biggest competitor, IBM.  

  • They dominated the workplace of the early 1980s,  and the saying that 'nobody ever got fired for  

  • buying IBM' was a powerful expression working  in its favour. People trusted the brand, staking  

  • their careers on the simple choice of IBM or  one of the others. As a result, the others often  

  • missed out, and if Apple wasn't going to languish  among them, it had to change that perception

  • So the ad portrayed Apple as humanity's only hope  for the future. It dressed Anya Major, an athlete,  

  • with a picture of the Mac on her vest. She was  bright, fresh and youthful, and a stark contrast  

  • to the cold, blue, shaven-headed drones around  about her. They were brainwashed by Big Brother,  

  • who lectured them through an enormous  screen. But Major hurled a hammer through  

  • the screen to destroy the evil talking head. Even without the tagline, the inference would have  

  • been clear, but Jobs and CEO John Sculley agreed  to add the memorable line, 'On January 24th, Apple  

  • Computer will introduce Macintosh. And you'll  see why 1984 won't be like Nineteen Eighty-Four'. 

  • Two days after the 1984 ad airedthe Macintosh went on sale.  

  • It came bundled with two applications designed  to show off its interfaceMacWrite and MacPaint.  

  • Although the Mac garnered an immediateenthusiastic following, it was too radical  

  • for some, who labelled it a mere "toy". Because  the machine was entirely designed around the GUI,  

  • existing text-mode and command-driven  applications had to be redesigned  

  • and the programming code rewritten; this was  a challenging undertaking that many software  

  • developers shied away from, and resulted in an  initial lack of software for the new system

  • It had all been good news so far for  Apple. The company was still young,  

  • but going from strength to strength, and it  offered some serious competition for its larger,  

  • longer-established rivals. Sculley and Jobs  management styles were wildly different, though,  

  • and it's perhaps inevitable that this led to some  conflicts between the two men. Sculley didn't like  

  • the way that Jobs treated other staff members, and  the two came to blows over more practical matters,  

  • including the pricing of the Macintosh. From the moment of its inception,  

  • the Macintosh was always supposed to be a computer  for the rest of us, keenly priced so that it would  

  • sell in large numbers. The aim was to put out a  $1000 machine, but over years of developmentas  

  • the project became more ambitiousthis almost  doubled. Shortly before its launch it was slated  

  • to go on sale at $1,995, but Sculley could see  that even this wasn't enough and he decreed  

  • that it would have to be hiked by another  $500. Jobs disagreed, but Sculley prevailed  

  • and the Macintosh hit the shelves at $2,495. That was just the start of the friction between  

  • the two men, which wasn't helped by a downturn  in the company's fortunes. Sales of the Macintosh  

  • started to tail off, the Lisa was discontinued and  Jobs didn't hide the fact that his initial respect  

  • for Sculley had cooled. The board urged Sculley to  reign Jobs in. That's exactly what he did, but not  

  • until March 1985 - just shy of two years after  arriving at the company. Sculley visited Jobs  

  • in his office and told him that he was taking away  his responsibility for running the Macintosh team

  • Talking to the BBC in 2012, Sculley said  “what went on inside the company at the time:  

  • When the Macintosh Office was introduced in  1985 and failed, Steve went into a very deep  

  • funk. He was depressed, and he and I had a major  disagreement where he wanted to cut the price of  

  • the Macintosh and I wanted to focus on the  Apple II because we were a public company.  

  • We had to have the profits of the Apple II and we  couldn't afford to cut the price of the Macintosh  

  • because we needed the profits from the Apple II  to show our earningsnot just to cover the Mac's  

  • problems. That's what led to the disagreement and  the showdown between me and Steve and eventually  

  • the board investigated it and agreed that my  position was the one they wanted to support.” 

  • Sculley and Jobs's respective visions for the  company greatly differed. Sculley favoured open  

  • architecture computers like the Apple II, sold  to education, small business, and home markets  

  • less vulnerable to IBM. Jobs wanted the company  to focus on the closed architecture Macintosh as  

  • a business alternative to the IBM PC. Sculley had  little control over chairman of the board Jobs's  

  • Macintosh division; it and the Apple II division  operated like separate companies, duplicating  

  • services. Although its products provided  85 percent of Apple's sales in early 1985,  

  • the company's January 1985 annual meeting did  not mention the Apple II division or employees.  

  • Many left including Wozniak, who stated that the  company had "been going in the wrong direction  

  • for the last five years" and sold most of his  stock. The Macintosh's failure to defeat the PC  

  • strengthened Sculley's position in the company. But Jobs wasn't ready to go without a fight

  • Sculley had to leave the country on business that  May, and Jobs saw this as the perfect opportunity  

  • to wrestle back control of the company. He  confided in the senior members of his own team,  

  • which at the time included Jean-Louis Gassée,  who was being lined up to take over from Jobs  

  • on the Macintosh team. Gassée told Sculley what  was happening, and Sculley cancelled his trip.  

  • The following morning, Sculley confronted  Jobs in front of the whole board,  

  • asking if the rumours were true. Jobs said they  were, and Sculley asked the board to choose  

  • between the two of them – him or Jobs. They  sided with Sculley, and Jobs' fate was sealed

  • Scully reorganised the company, installed  Gassée at the head of the computer division  

  • and made Jobs Apple's chairman. That might sound  like a promotionbut in reality it was a largely  

  • ceremonial role that took the co-founder away  from the day-to-day running of the company

  • A few months later, on September 17, 1985, Jobs  submitted a letter of resignation to the Apple  

  • Board. Five additional senior Apple employees also  resigned and joined Jobs in his new ventureNeXT

  • Jobs later explained that the industry went in  to a recession and Sculley did not know what  

  • to do. He said there was a leadership vacuum  at the top of Apple, there were strong general  

  • managers running divisions at Apple but there was  a lack of leadership. Jobs described John Sculley  

  • as having an incredible survival instinct  so that when the going got tough he blamed  

  • all of Apple's problems on Jobs. Mentioning  that you don't become one of the top CEO's  

  • in corporate America without learning how to  survive. Steve Jobs said he hired the wrong guy

  • Following his resignation from Apple in 1985,  Jobs founded NeXT Incwith $7 million. A year  

  • later he was running out of money, and he sought  venture capital with no product on the horizon.  

  • Eventually, Jobs attracted the  attention of billionaire Ross Perot,  

  • who invested heavily in the companyThe NeXT  computer was shown to the world in what was  

  • considered Jobs's comeback event, a lavish  invitation only gala launch event that was  

  • described as a multimedia extravaganza. In 1986, Jobs funded the spinout of The  

  • Graphics Group (later renamed Pixar) from Lucas  film's computer graphics division for the price  

  • of $10 million, $5 million of which was given to  the company as capital and $5 million of which was  

  • paid to Lucasfilm for technology rights. Jobs did what the best managers often do:  

  • He got out of the way. It was said that Jobs  "saw the potential of what Pixar could be before  

  • the rest of us," and had only one request  of the animated films: "make it great." 

  • Some believe, that without Steve Jobs, Pixar would  not have survived long enough to make Toy Story or  

  • any of the films that followed. And when others  urged Pixar to pick up the pace and churn out  

  • more CGI films per year, Jobs let Lasseter and  Co. maintain a relative snail's paceat least  

  • for a film company, ensuring a slow-but-steady  stream of high-quality and award-winning movies

  • The first film produced by Pixar  with its Disney partnershipToy  

  • Story (1995), with Jobs credited as  executive producer, brought fame and  

  • critical acclaim to the studio when it was  released. Jobs took Pixar public in 1996,  

  • and by the end of the first day of trading, his 80  percent share of the company was worth $1 billion.  

  • After nearly 10 years of struggling, Jobs had  finally hit it big. But the best was yet to come

  • Chrisann Brennan notes that after  Jobs was forced out of Apple,  

  • "he apologized many times over for his behaviourtowards her and Lisa. She also states that Jobs  

  • "said that he never took responsibility when he  should have, and that he was sorry. By this time,  

  • Jobs had developed a strong relationship  with Lisa and when she was nine, Jobs had  

  • her name on her birth certificate changed  from "Lisa Brennan" to "Lisa Brennan-Jobs."  

  • In addition, Jobs and Brennan developed  a working relationship to co-parent Lisa,  

  • a change Brennan credits to the influence  of his newly found biological sisterMona  

  • Simpson (who worked to repair the relationship  between Lisa and Jobs). Jobs found Mona  

  • after first finding his birth mother, Joanne  Schieble Simpson, shortly after he left Apple

  • But Jobs didn't contact his birth family  during his adoptive mother Clara's lifetime.  

  • He would later tell his official biographer "I  never wanted Paul and Clara to feel like I didn't  

  • consider them my parents, because they were  totally my parents. I loved them so much that  

  • I never wanted them to know of my search, andeven had reporters keep it quiet when any of them  

  • found out." However, in 1986 when he was 31, Clara  was diagnosed with lung cancer. He began to spend  

  • a great deal of time with her and learned more  details about her background and his adoption,  

  • information that motivated him to find his  biological mother. Jobs found on his birth  

  • certificate the name of the San Francisco doctor  to whom Schieble had turned when she was pregnant

  • Jobs only contacted Schieble after Clara died  and after he received permission from his father,  

  • Paul. Jobs stated that he was motivated to find  his birth mother out of both curiosity and a need  

  • to see if she was okay and to thank her, because  he was glad he didn't end up as an abortion. She  

  • was twenty-three and she went through a lot  to have him. Schieble was emotional during  

  • their first meeting (though she wasn't familiar  with the history of Apple or Jobs's role in it)  

  • and told him that she had been pressured into  signing the adoption papers. She said that she  

  • regretted giving him up and repeatedly apologized  to him for it. Jobs and Schieble would develop a  

  • friendly relationship throughout the rest of  his life and would spend Christmas together

  • During this first visit, Schieble told Jobs that  he had a sister, Mona, who was not aware that she  

  • had a brother. Schieble then arranged for them  to meet in New York where Mona worked. Her first  

  • impression of Jobs was that he was straightforward  and lovely, just a normal and sweet guySimpson  

  • and Jobs then went for a long walk to get to know  each otherJobs later told his biographer that  

  • Mona was not completely thrilled at first to have  me in her life and have her mother so emotionally  

  • affectionate toward me but as we got to know  each other, we became really good friends,  

  • and she is my family. I don't know what I'd do  without her. I can't imagine a better sister

  • In 1989, Jobs first met his  future wifeLaurene Powell,  

  • when he gave a lecture at the Stanford Graduate  School of Business, where she was a student.  

  • Soon after the event, he stated that Laurene "was  right there in the front row in the lecture hall,  

  • and I couldn't take my eyes off of her  ... kept losing my train of thought,  

  • and started feeling a little giddy." After the  lecture, Jobs met up with her in the parking  

  • lot and invited her out to dinner. From that  point forward, they were together, with a few  

  • minor exceptions, for the rest of his life. Jobs proposed on New Year's Day 1990 with  

  • a handful of freshly picked wildflowers. They  married on March 18, 1991, in a Buddhist ceremony  

  • at the Ahwahnee Hotel in Yosemite National  Park. Fifty people, including his father, Paul,  

  • and his sister, Mona, attended. The ceremony was  conducted by Jobs's guruKobun Chino Otogawa.  

  • Jobs's and Powell's first child, Reed, was  born September 1991. Jobs's father, Paul,  

  • died a year and a half later, on March 5,  1993. Jobs and Powell had two more children,  

  • Erin, born in August 1995, and Eve, born in  1998. The family lived in Palo Alto, California.  

  • NeXT workstations were first released in 1990  and priced at $9,999. Like the Apple Lisa, the  

  • NeXT workstation was technologically advanced and  designed for the education sector, but was largely  

  • dismissed as cost-prohibitive for educational  institutionsThe NeXT workstation was known  

  • for its technical strengths, chief among them was  its object-oriented software development system.  

  • Jobs marketed NeXT products to the financialscientific, and academic community, highlighting  

  • its innovative, experimental new technologiessuch as the Mach kernel, the digital signal  

  • processor chip, and the built-in Ethernet port. NeXT went after the education market, which had  

  • been Apple's territory. However, it did it with  even more expensive hardware than Apple's. Outside  

  • of the LC line, Apple's systems were pricey in the  early 1990s. NeXT attempted to make up for this  

  • by aiming its sales teams at higher educationselling not mere computers, butworkstations.” 

  • After the 1990 hardware didn't sell well NeXT  stopped manufacturing computers in 1993 to  

  • become a software-only vendor, selling NeXTSTEP as  a combination operating system and object-oriented  

  • development environment. NeXTstep for Intel  became a popular product among large companies  

  • and especially financial institutions for rapidly  developing and deploying custom software.  

  • Meanwhile at Apple, the future isn't looking so  bright. Despite initially being quite successful  

  • in chasing high profits with wide marginsits market is starting to shrink and, with it,  

  • so did its retained income. For the first  time in the company's history, its year-end  

  • results showed its cash balances to be rising  more slowly than they had the year before

  • That wasn't its only problem, though. IBM had been  out-earning Apple since the mid-1980s, when it  

  • established itself as the dominant force in office  computing. There was little indicating that this  

  • would change any time soon and, to make matters  worse, Apple's key differentiator was about to  

  • be dealt a close-to-lethal blow: Microsoft was  gearing up for Windows 3 - a direct competitor  

  • to the all-graphical Macintosh System Software. Apple Computer bought NeXT in 1996 after its own  

  • efforts to upgrade the Macintosh operating system  failedAfter the sale, Steve Jobs first began  

  • working as an advisor but was later appointed  acting-CEO, and then finally CEO of the company.  

  • Apple said that NeXT's “strengths in development  software and operating environmentswould be  

  • combined with Apple's “ease-of-useand multimedia  software. Apple initially said that NeXTSTEP  

  • features would be used in its own operating  system, Mac OS. Soon after Apple closed the deal,  

  • however, NeXTSTEP became the foundation on  which all future Apple operating systems,  

  • including today's macOS, could be traced. Arguably Apple saved Next from being a failure  

  • however much of its software helped build  the next generation of Apple. NeXT failed  

  • to achieve its objectives and burned a ton  of cash in the process. But the hardware and  

  • software wasn't without technical qualities. Some writers, like Randall Stross in Steve  

  • Jobs and The NeXT Big Thingwould pin  the business failure mostly on Jobs,  

  • and his personality, who famously micromanaged  everything, insisted on bizarrely difficult and  

  • expensive positions, alienated important partnersand pivoted wildly as they ran out of money and  

  • investors. However this failure taught him so  much that he was finally able to be a great CEO  

  • when he returned to Apple in the late  1990s. Steve Wozniak explained in a  

  • 2013 interview that while Jobs was at NeXT  he was really getting his head together

  • In 1996, Apple announced that it would  buy NeXT for $427 million. The deal was  

  • finalized in February 1997, bringing Jobs back  to the company he had cofounded. Jobs terminated  

  • a number of projects, such as NewtonCyberdogand OpenDoc. In the coming months, many employees  

  • developed a fear of encountering Jobs while riding  in the elevator, "afraid that they might not  

  • have a job when the doors opened. The reality  was that Jobs's summary executions were rare,  

  • but a handful of victims was enough to terrorize  a whole company." Jobs also changed the licensing  

  • program for Macintosh clones, making it too costly  for the manufacturers to continue making machines

  • When Jobs returned, the company wasn't in a very  good condition. Apple had begun to flounder as  

  • cheap PCs running Windows flooded the marketJobs found himself in the driver's seat again and  

  • took some drastic steps to turn the company  around.

Jobs summoned Apple's top employees to  

  • the auditorium, and, wearing shorts and sneakersgot up on stage and asked everyone to tell him,  

  • quote, “what's wrong with this place.” After some murmurings and uncertain responses,  

  • Jobs cut everyone off. “It's the products! So  what's wrong with the products? The products  

  • suck! There's no sex in them anymore!” And that's because while Jobs was away  

  • Apple started to lose their iconic identity  which was a trademark of Steve Jobs influence.  

  • Prices went up and Macs suddenly stopped  selling. The product line proliferated  

  • and became so fragmented that it was impossible to  tell the difference between models. This not only  

  • confused customers, but also sales associatesand Apple's image was damaged in the process

  • Jobs started making steps to put back in place  the Apple he had originally built. This started  

  • at the 1997 Macworld Expo, Steve Jobs announced  that Apple would be entering into a partnership  

  • with Microsoft. Included in this was a five-year  commitment to release Office for Macintosh as well  

  • as a $150 million investment. As well as Apple and  Microsoft agreed to settle a long-standing dispute  

  • over whether Microsoft's Windows operating system  infringed on any of Apple's patents. Jobs used the  

  • money to ramp up advertising and highlight  the products Apple already offered, while  

  • choking off R&D money in non-producing areas. One of Jobs's first moves as new acting CEO was  

  • to develop the iMac, which bought Apple time to  restructure. The original iMac integrated a CRT  

  • display and CPU into a streamlined, translucent  plastic body. The line became a sales smash,  

  • moving about one million units each year. It also  helped re-introduce Apple to the media and public,  

  • and showcased the company's new  emphasis on design and aesthetics

  • Through Jobs's guidance, the company increased  sales significantly with the introduction of  

  • the iMac and other new products. Their appealing  designs and powerful marketing worked well  

  • for Apple. And at the 2000 Macworld Expo, Jobs  officially dropped the "interim" modifier from  

  • his title and became Apple's permanent CEO. In May 2001, after much speculation,  

  • Apple announced the opening of their own retail  stores, to be located throughout the major  

  • U.S. computer buying markets. The stores  were designed for two primary purposes:  

  • to stem the tide of Apple's declining share of the  computer market and to respond to poor marketing  

  • of Apple products at third-party retail outlets. Another initial selling point was the original  

  • incarnation of the Genius Bar, which  featured pictures of Albert Einstein  

  • and other famous geniuses who had been included  in Apple's "Think Different" ads of the time.  

  • Jobs positioned the in-store "geniuses" as able to  answer customers' questionsand if they couldn't,  

  • there was a landline to someone in Cupertino who  could. 

More than 500 fans lined up at the Tysons  

  • store starting before dawn that first day. Over  the weekend, Tysons and Glendale hosted more than  

  • 7500 visitors, and sold a combined  $600,000 in products over the first two days

  • In the years following, the Apple Store has grown  to more than 500 locations in over 20 countries.  

  • It has surged in growth despite  troubling times for the retail sector,  

  • especially in the consumer electronics spaceWhile helping to drive Apple's own growth  

  • and playing a key role in the launches of  iPod, iPhone, iPad and more, the Apple Store  

  • also forever changed the look of computer  and electronics retail. And that look has  

  • been widely imitated, from Microsoft launchingchain of lookalike stores to Sony attempting the  

  • same to actual knockoff Apple Stores in ChinaHowever, in order to grow faster, Apple needed  

  • something other than the Mac. The company  subsequently branched out, introducing and  

  • improving upon other digital devices. Portable MPplayers had been around since the mid-1990s,  

  • but Apple found that everyone on the market  offered a lackluster user experience.  

  • Steve Jobs had a strong term for gadgets  like that: “crap”. Everyone at Apple agreed

  • Flash memory based players of the era held only  about 15 songsHard drive players held far  

  • more but were relatively big, heavy, and  they sported difficult-to-navigate user  

  • interfaces that did not scale well when  scrolling through thousands of songs

  • Moreover, most portable media players used the  pokey USB 1.1 standard to transfer music from  

  • a host computer to the player, which made the  user wait up to five minutes to transfer about  

  • 15 songs. When moving thousands of songsthe transfer time could shoot up to several  

  • hours. Jobs decided that Apple should attempt  to create its own MP3 player, one that played  

  • well with iTunes and could potentially  attract more customers to the Mac platform

  • 2001 marked an uncertain time for the companyThe recent tech stock crash loomed fresh in  

  • everyone's minds, and Apple was just barely  breaking even financially. The company's  

  • main focus was on the Mac computer line, and it  had few resources to spare for other projects

  • Due to this the iPod had to be finished  quickly so Apple wouldn't shut down the  

  • project; the product had to justify its existence  as a financial drain on the company. Product lead,  

  • Tony Fadell also felt that competitors would  beat Apple to market with a similar device  

  • if Apple didn't work as fast as it could. After six months of hard work,  

  • the iPod began to come together. The concentrated  and well-organized efforts of Apple's various iPod  

  • teams proved that they could finish the product  in time, but one hiccup almost got in the way

  • The events of September 11, 2001, took  place during the final stretch of the iPod's  

  • development. As the attacks unfolded, an Apple  team carrying key iPod prototypes from Taiwan  

  • landed on U.S. soiljust before the U.S.  government shut down air travel nationwide.  

  • The iPod prototypes made it in time. The first iPod shipped in November 2001.  

  • And to date, Apple has sold more than 304  million units across four different models

  • With the successful introduction of the iPodthe company entered the mobile device and  

  • music distribution industries. Giving  and enormous boost to Apple's revenue

  • In 2003 Apple launched the iTunes music  store with 200,000 songs at 99 cents each,  

  • giving people a convenient way to buy  music legally online. It sold 1 million  

  • songs in its first week. Music expert Mark  Mulligan described Jobs as single-handedly  

  • pulling the music industry into the digital age. Before Apple launched iTunes, Jobs met with dozens  

  • of musicians in the hopes of corralling record  labels into going along with the iTunes plan.  

  • One of the people Jobs pitched to was  prominent trumpet player Wynton Marsalis.  

  • Marsalis said Jobs talked for two hours straight.  “He was a man possessed,” he said. “After a while,  

  • I started looking at him and not the computerbecause I was so fascinated with his passion.” 

  • Pitching and selling was a key part of Jobsrepertoire. He was one of the world's best  

  • presenters. His keynote speeches captivated  audiences and have become a staple of the Apple  

  • brand. He didn't just announce a new Apple  product; he found ways to get the audience  

  • as excited as possible while masterfully making  that Apple product the next "must have" item. Jobs  

  • passion shown through each and every presentation  which resonated with the audience. He was both  

  • admired and criticized for his skill at persuasion  and salesmanship, which has been dubbed the  

  • "reality distortion field" and was particularly  evident during his keynote speeches (colloquially  

  • known as "Stevenotes") at Macworld Expos and  at Apple Worldwide Developers Conferences

  • However in October 2003, Jobs was diagnosed  with cancer. In mid-2004, he announced to his  

  • employees that he had a cancerous tumor in  his pancreasThe prognosis for pancreatic  

  • cancer is usually very poorbut Jobs stated  that he had a rare, much less aggressive type

  • Despite his diagnosis, Jobs resisted his doctorsrecommendations for medical intervention for nine  

  • monthsinstead relying on alternative  medicine to thwart the disease.  

  • According to Harvard researcher Ramzi  Amri, his choice of alternative treatment  

  • "led to an unnecessarily early death". Other  doctors agree that Jobs's diet was insufficient  

  • to address his disease. With Kettering Cancer  Center Chief Barrie Cassileth, saying, "Jobs'  

  • faith in alternative medicine likely cost him his  life.... He had the only kind of pancreatic cancer  

  • that is treatable and curable.... He essentially  committed suicide." According to Jobs' biographer,  

  • Walter Isaacson, he refused to undergo  surgery for his cancer because, quote,  

  • he didn't want his body being opened.” A decision  Jobs later regretted as his health declined

  • It was around this time in 2005, a year after he  was first diagnosed with cancer, that Jobs made a  

  • candid speech to graduating students at Stanford  University. This speech is known as one of the  

  • best Jobs has ever delivered. He talked about  his love for what he does and the importance of  

  • Staying hungry, staying foolish.” He also  reflects on the hardest moment of his life,  

  • leaving Apple in 1985. He explains that he didn't  see it at the time but it ended up being the  

  • best thing that could've happened to him. Back at Apple, Jobs began preparing for  

  • the June 6, 2005 Worldwide developers  conference, where Apple would reveal  

  • their plan to begin producing Intel-based Mac  computers in 2006. And when that day arrived,  

  • the new MacBook Pro and iMac became the first  Apple computers to use Intel's Core Duo processor.  

  • By August, Apple had made the transition  to Intel chips for the entire Mac  

  • product lineone year earlier than expected. And all of these great performances and products  

  • helped to boost Apple's stock price, which  increased more than tenfold between early 2003 and  

  • 2006, from around $6 per share to over $80. And  in January 2006, Apple's market cap surpassed that  

  • of Dell, a huge milestone for the companyBecause  nine years prior, Dell's CEO had said that if he  

  • ran Apple he would "shut it down and give the  money back to the shareholders." Jobs sent an  

  • email to all employees when Apple's market  capitalization rose above Dell's, it read

  • Team, it turned out that Michael Dell  wasn't perfect at predicting the future.  

  • Based on today's stock market close, Apple is  worth more than Dell. Stocks go up and down, and  

  • things may be different tomorrow, but I thought  it was worth a moment of reflection today. Steve 

  • Meanwhile Pixar's contract with Disney was running  out, Jobs and Disney chief executive Michael  

  • Eisner tried but failed to negotiate a new  partnership, and in early 2004, Jobs announced  

  • that Pixar would seek a new partner to distribute  its films after its contract with Disney expired

  • But In October 2005, Bob Iger replaced Eisner at  Disney, and Iger quickly worked to mend relations  

  • with Jobs and Pixar. In 2006, the two announced  that Disney had agreed to purchase Pixar in an  

  • all-stock transaction worth $7.4 billion. When the  deal closed, Jobs became The Walt Disney Company's  

  • largest single shareholder with approximately  seven percent of the company's stock

  • In January 2007, Apple entered the smartphone  business with the introduction of the iPhone.  

  • It included a touch display, all the features  of an iPod, and an internet browser. It was a  

  • complete rebuke of the entire smartphone marketwhich had been fixated on adding more buttons,  

  • more features, and more styluses. But all  those things came at the detriment of the  

  • user experience. That's why Steve Jobs used this  graph while introducing the iPhone. The Moto Q,  

  • Nokia E62, and Palm Treo were more capable than  the average cellphone, but those extra features  

  • added complexity. The iPhone set out to deliver  the best of both worlds: The most feature-filled  

  • phone ever, while also being the easiest to useAnd it all started by eliminating what Steve Jobs  

  • had loathed throughout his entire career: Buttons. The iPhone had a huge multi touch display, with  

  • only one button. That way, the interface could  change depending on which app was being used.  

  • An approach that had worked well on computers  for decades. There was also pinch-to-zoom,  

  • physics-based effects like inertial  scrolling and rubber-banding,  

  • and multitasking that allowed users to seamlessly  switch from music to phone calls to web browsing  

  • to email and back. The first-generation iPhone  may be considered primitive by today's standards,  

  • with its 2-megapixel camera, small displayand thick frame. But the original iPhone  

  • single-handedly began the modern smartphone  era, with nearly all of today's devices  

  • borrowing it's design and functionality elements. On June 28, 2007, the iPhone finally went on sale  

  • after five months of anticipation. And the  excitement resulted in lines forming outside  

  • Apple Stores across the country two days before  the product's release. The iPhone was nothing  

  • short of a success, with a quarter of a million  units being sold on its first day. Smart phone  

  • makers went back to the drawing board to develop  multi-touch devices that could compete, and Apple  

  • went to work on their next model, the iPhone 3G. In January 2009 Jobs issued a memo informing Apple  

  • employees, quote, “that my health-related issues  are more complex than I originally thought.”  

  • And he took a six-month medical leave of absenceleaving Tim Cook in charge of Apple's day to day  

  • operation, as he did in 2004. At this point, Jobs  finally agreed to undergo a liver transplant.  

  • And by mere coincidence, Tim Cook happened to be  an eligible donor since he shared Job's O negative  

  • blood type. But when Cook offered a portion of his  liver, Jobs cut him off. Yelling, “No, I'll never  

  • let you do that. I'll never do that." Insteadhe was put on a waiting list in Tennessee,  

  • where he had the best chance of receiving  a liver transplant as quickly as possible.  

  • And that's exactly what happened in April 2009.  Post surgery, Job's prognosis was described as  

  • excellent.” And he returned to Apple  six weeks later on a part-time basis.

  • The first public appearance Jobs made after  his surgery was at an Apple Event in September  

  • 2009. When he walked on stage, Jobs was met withstanding ovation that lasted almost a minute long.  

  • It was during this event that he unveiled the  iPad. A product that was actually conceived  

  • before the iPhone, but was shelved due to the  smartphone project taking priority. The idea of  

  • a tablet in particular appealed to Job's, mainly  because of its simplicity and portability. There  

  • was no keyboard or mouse needed, just a sheet  of glass that displayed anything you wanted.  

  • In fact, Jobs called the iPad, quote, “the most  important thing I've ever done.” Probably due  

  • to its potential to replace traditional computers  and usher in what's been called the post-PC era

  • Rumors of an Apple tablet circulated for  many months before iPad was unveiled.  

  • And people speculated what its operating  system might look like. After all, the Mac,  

  • iPod, and iPhone all featured their own operating  systems optimized for the display and processing  

  • power of each product. So why would the iPad be  any different? The logic made sense. But Jobs saw  

  • things differently. In his view, the iPad should  run the same operating system as the iPhone,  

  • while featuring tablet-versions of apps  that take advantage of its larger display

  • So when the iPad was finally introduced on January  27th, 2010, many people were disappointed. Posting  

  • comments like, “It's a giant iPhone. Not  revolutionary at all.” “Just an oversized  

  • iPod touch. This will not sell well, no need for  this device.” “No chance of running OS X software,  

  • biggest disappointment if you ask me and  worthless for someone who owns an iPhone already.”  

  • Here's your big iPod really, no USB, no  printing, nothing.” These feelings were  

  • commonly shared in the tech community, and  it had a negative effect on Jobs. He said,  

  • “I kind of got depressed todayIt knocks you back a bit.” 

  • But luckily for Apple, people outside the tech  world were loving iPad. It received high praise  

  • from well-known reviewers like David Pogue  and Walt Mossberg, and most importantly,  

  • customers were buying it like crazy. One  million units were sold in its first 28 days.  

  • Which is pretty astonishing considering that took  the iPhone 74 days to achieve. The iPad went on  

  • to become the fastest-selling consumer product in  history. Beating out the previous record-holder:  

  • The DVD player. Jobs was riding highreleasing one hit after another at Apple,  

  • with no signs of slowing down. But there was one  thing beginning to catch up with him, his health

  • In early 2011, a year and a half since Jobs  returned to Apple after his liver transplant,  

  • he took a third medical leave of absence. His  letter to employees looked the same as it had  

  • the previous two times, and Tim Cook again took  over in his stead. The only difference this time,  

  • was that Jobs would never return to  Apple. Despite the leave, Jobs still  

  • appeared at the iPadlaunch event on March 2 and  the WWDC on June 6th, when he introduced iCloud

  • Ever since the early days of Apple, Jobs' believe  in creating a seamless and unified ecosystem for  

  • users. That's why he refused to license a third  party operating system for the Mac, or even  

  • license Apple's own Macintosh System Software to  third party computer manufactures. Despite the the  

  • fact doing so would've made Apple more money  and allowed their operating system to achieve  

  • a higher marketshare. He recognized that the  more a product was fragmented, the more problems  

  • it would cause for customers. Part of Jobsefforts to create a seamless user experience,  

  • was to provide a cloud-based service that could  keep all of a user's data in sync across all their  

  • devices. Initially that service was called  MobileMe, which cost $99 a year. But the execution  

  • was flawed and resulted in a product that just  didn't work. Jobs fired the person in charge,  

  • and Apple made a second attempt with iCloudwhich supplied users with 5GB of space for free

  • It was introduced in 2011. And Jobs said,  “We're going to demote the PC and the Mac  

  • to just be a device. We're going to move  your hub, the center of your digital life,  

  • into the cloud.” This time, their cloud-based  service actually worked. And it resulted in  

  • a fairly magical experience for users. Photos  shot on their iPhone would automatically appear  

  • on their Mac and iPad, while emails and calendar  events synced seamlessly across all their devices.  

  • It was an incredible service that's more important  to Apple's ecosystem today than ever before

  • But despite Apple's successes, Jobs' health only  continued to fail. His situation became so dire,  

  • that he was forced to resign as Apple's CEO. In  August 2011, Jobs wrote a letter to the board,  

  • saying, "I have always said if there ever came  a day when I could no longer meet my duties and  

  • expectations as Apple's CEO, I would be the  first to let you know. Unfortunately, that  

  • day has come." Jobs became chairman of Apple's  board and named Tim Cook as his successor as  

  • CEOAs chairman, Jobs continued to work for Apple  until the day before his death six weeks later

  • He passed away at his Palo Alto  home around 3 p.m. on October 5,  

  • due to complications frompancreatic tumor  that resulted in respiratory arrestHis  

  • wife, children, and sisters were at his sideMona  Simpson described his death, saying "Steve's final  

  • words, hours earlier, were monosyllablesrepeated three times. Before embarking,  

  • he'd looked at his sister Patty, then for a long  time at his children, then at his life's partner,  

  • Laurene, and then over their shoulders past  them. Steve's final words were: 'Oh wow. Oh wow.  

  • Oh wow.'" He then lost consciousness and died  several hours later. A small private funeral  

  • was held on October 7, the details of which, out  of respect for Jobs's family, were not revealed

  • For two weeks following his death, Apple displayed  a photo of Jobs on their homepage in remembrance.  

  • On October 19, a private memorial service was held  on Apple's campus. Jobs's widow, Laurene, was in  

  • attendance, as well as CookBill CampbellNorah  JonesAl Gore, and ColdplaySome of Apple's  

  • retail stores closed briefly so employees could  attend the memorial. A video of the service was  

  • made availably publicly on Apple's website. Jobs was one of the most innovative and  

  • influential entrepreneurs of our time. He leftlegacy that will be marveled over and studied for  

  • decades. Despite his humble beginnings, Jobs was  able to build the most valuable brand in the world  

  • and revolutionize several industries. His identity  was so intertwined with Apple's, that when he  

  • resigned, many predicted the company's declineClaiming they'd no longer be able to innovate  

  • without their visionary leader. But many people  failed to recognize the most crucial gift Jobs  

  • left behind. His philosophy. When he was forced  out of the company in 1985, John Sculley didn't  

  • share Jobs beliefs about what made a product  great. But when Jobs resigned in 2011, the company  

  • had been steeped in that philosophy. And Tim Cook  was perhaps the individual who understood it best

  • In fact, shortly before his death, Jobs told Cook,  “Never ask what I would do. Just do what's right.” 

  • Since Tim Cook took over the company in 2011,  Apple's value has grown exponentially. Fueled  

  • by hit products like the Apple Watch and AirPodsEven though Jobs hasn't been with the company for  

  • a decade, his philosophy lives within Apple todayand will continue to exist long into the future.

Steve Jobs was born on 24th February 1955 in  San Francisco California. His birth parents  

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