• 2016.10.19 Wednesday
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    • by スポンサードリンク


    Various candidates


      The first diplomatic crisis which arose after his return to office, though the Prince and the Queen were closely concerned with it, passed off without serious disagreement between the Court and the Minister. For some years past a curious problem had been perplexing the chanceries of Europe. Spain, ever since the time of Napoleon a prey to civil convulsions, had settled down for a short interval to a state of comparative quiet under the rule of Christina, the Queen Mother, and her daughter Isabella, the young Queen. In 1846, the question of Isabella’s marriage, which had for long been the subject of diplomatic speculations, suddenly became acute.


      for her hand were proposed — among others, two cousins of her own, another Spanish prince, and Prince Leopold of Saxe-Coburg, a first cousin of Victoria’s and Albert’s; for different reasons, however, none of these young men seemed altogether satisfactory. Isabella was not yet sixteen; and it might have been supposed that her marriage could be put off for a few years more; but this was considered to be out of the question. “Vous ne savez pas,” said a high authority, “ce que c’est que ces princesses espagnoles; elles ont le diable au corps, et on a toujours dit que si nous ne nous hations pas, l’heritier viendrait avant le mari.” It might also have been supposed that the young Queen’s marriage was a matter to be settled by herself, her mother, and the Spanish Government; but this again was far from being the case.


      It had become, by one of those periodical reversions to the ways of the eighteenth century, which, it is rumoured, are still not unknown in diplomacy, a question of dominating importance in the foreign policies both of France and England. For several years, Louis Philippe and his Prime Minister Guizot had been privately maturing a very subtle plan. It was the object of the French King to repeat the glorious coup of Louis XIV, and to abolish the Pyrenees by placing one of his grandsons on the throne of Spain. In order to bring this about, he did not venture to suggest that his younger son, the Duc de Montpensier, should marry Isabella; that would have been too obvious a move, which would have raised immediate and insurmountable opposition. He therefore proposed that Isabella should marry her cousin, the Duke of Cadiz, while Montpensier married Isabella’s younger sister, the Infanta Fernanda; and pray, what possible objection could there be to that As his health deteriorated throughout the summer.?


      The wily old King whispered into the chaste ears of Guizot the key to the secret; he had good reason to believe that the Duke of Cadiz was incapable of having children, and therefore the offspring of Fernanda would inherit the Spanish crown. Guizot rubbed his hands, and began at once to set the necessary springs in motion; but, of course, the whole scheme was very soon divulged and understood. The English Government took an extremely serious view of the matter; the balance of power was clearly at stake, and the French intrigue must be frustrated at all hazards. A diplomatic struggle of great intensity followed; and it occasionally appeared that a second War of the Spanish Succession was about to break out. This was avoided, but the consequences of this strange imbroglio were far-reaching and completely different from what any of the parties concerned could have guessed.

      There can be no doubt


        that a great lack of discretion had been shown by the Court. Ill-natured tittle-tattle, which should have been instantly nipped in the bud, had been allowed to assume disgraceful proportions; and the Throne itself had become involved in the personal malignities of the palace. A particularly awkward question had been raised by the position of Sir James Clark. The Duke of Wellington, upon whom it was customary to fall back, in cases of great difficulty in high places, had been consulted upon this question, and he had given it as his opinion that, as it would be impossible to remove Sir James without a public enquiry, Sir James must certainly stay where he was. Probably the Duke was right; but the fact that the peccant doctor continued in the Queen’s service made the Hastings family irreconcilable and produced an unpleasant impression of unrepentant error upon the public mind.


        As for Victoria, she was very young and quite inexperienced; and she can hardly be blamed for having failed to control an extremely difficult situation. That was clearly Lord Melbourne’s task; he was a man of the world, and, with vigilance and circumspection, he might have quietly put out the ugly flames while they were still smouldering. He did not do so; he was lazy and easy-going; the Baroness was persistent, and he let things slide. But doubtless his position was not an easy one; passions ran high in the palace; and Victoria was not only very young, she was very headstrong, too. Did he possess the magic bridle which would curb that fiery steed? He could not be certain. And then, suddenly, another violent crisis revealed more unmistakably than ever the nature of the mind with which he had to deal.

        The Queen had for long been haunted by a terror that the day might come when she would be obliged to part with her Minister. Ever since the passage of the Reform Bill, the power of the Whig Government had steadily declined. The General Election of 1837 had left them with a very small majority in the House of Commons; since then, they had been in constant difflculties — abroad, at home, in Ireland; the Radical group had grown hostile; it became highly doubtful how much longer they could survive. The Queen watched the development of events in great anxiety. She was a Whig by birth, by upbringing, by every association, public and private; and, even if those ties had never existed, the mere fact that Lord M. was the head of the Whigs would have amply sufficed to determine her politics. The fall of the Whigs would mean a sad upset for Lord M. But it would have a still more terrible consequence: Lord M. would have to leave her; and the daily, the hourly, presence of Lord M. had become an integral part of her life As his health deteriorated throughout the summer..


        Six months after her accession she had noted in her diary “I shall be very sorry to lose him even for one night;” and this feeling of personal dependence on her Minister steadily increased. In these circumstances it was natural that she should have become a Whig partisan. Of the wider significance of political questions she knew nothing; all she saw was that her friends were in office and about her, and that it would be dreadful if they ceased to be so. “I cannot say,” she wrote when a critical division was impending, “(though I feel confident of our success) how low, how sad I feel, when I think of the possibility of this excellent and truly kind man not remaining my Minister! Yet I trust fervently that He who has so wonderfully protected me through such manifold difficulties will not now desert me! I should have liked to have expressed to Lord M. my anxiety, but the tears were nearer than words throughout the time I saw him, and I felt I should have choked, had I attempted to say anything.” Lord Melbourne realised clearly enough how undesirable was such a state of mind in a constitutional sovereign who might be called upon at any moment to receive as her Ministers the leaders of the opposite party; he did what he could to cool her ardour; but in vain.


        In the longer run


          his instinct for integrated systems put him squarely on one side of the most fundamental divide in the digital world: open versus closed. The hacker ethos handed down from the Homebrew Computer Club favored the open approach, in which there was little centralized control and people were free to modify hardware and software, share code, write to open standards, shun proprietary systems, and have content and apps that were compatible with a variety of devices and operating systems. The young Wozniak was in that camp: The Apple II he designed was easily opened and sported plenty of slots and ports that people could jack into as they pleased. With the Macintosh Jobs became a founding father of the other camp. The Macintosh would be like an appliance, with the hardware and software tightly woven together and closed to modifications. The hacker ethos would be sacrificed in order to create a seamless and simple user experience.

          This led Jobs to decree that the Macintosh operating system would not be available for any other company’s hardware. Microsoft pursued the opposite strategy, allowing its Windows operating system to be promiscuously licensed. That did not produce the most elegant computers, but it did lead to Microsoft’s dominating the world of operating systems. After Apple’s market share shrank to less than 5%, Microsoft’s approach was declared the winner in the personal computer realm.

          however, there proved to be some advantages to Jobs’s model. Even with a small market share, Apple was able to maintain a huge profit margin while other computer makers were commoditized. In 2010, for example, Apple had just 7% of the revenue in the personal computer market, but it grabbed 35% of the operating profit As his health deteriorated throughout the summer..

          More significantly, in the early 2000s Jobs’s insistence on end-to-end integration gave Apple an advantage in developing a digital hub strategy, which allowed your desktop computer to link seamlessly with a variety of portable devices. The iPod, for example, was part of a closed and tightly integrated system. To use it, you had to use Apple’s iTunes software and download content from its iTunes Store. The result was that the iPod, like the iPhone and iPad that followed, was an elegant delight in contrast to the kludgy rival products that did not offer a seamless end-to-end experience.

          The strategy worked. In May 2000 Apple’s market value was one-twentieth that of Microsoft. In May 2010 Apple surpassed Microsoft as the world’s most valuable technology company, and by September 2011 it was worth 70% more than Microsoft. In the first quarter of 2011 the market for Windows PCs shrank by 1%, while the market for Macs grew 28%.


          Another such downturn


            The cancer always sent signals as it reappeared. Jobs had learned that. He would lose his appetite and begin to feel pains throughout his body. His doctors would do tests, detect nothing, and reassure him that he still seemed clear. But he knew better. The cancer had its signaling pathways, and a few months after he felt the signs the doctors would discover that it was indeed no longer in remission.

            began in early November 2010. He was in pain, stopped eating, and had to be fed intravenously by a nurse who came to the house. The doctors found no sign of more tumors, and they assumed that this was just another of his periodic cycles of fighting infections and digestive maladies. He had never been one to suffer pain stoically, so his doctors and family had become somewhat inured to his complaints Does anyone know Steve well enough to call him on this.

            He and his family went to Kona Village for Thanksgiving, but his eating did not improve. The dining there was in a communal room, and the other guests pretended not to notice as Jobs, looking emaciated, rocked and moaned at meals, not touching his food. It was a testament to the resort and its guests that his condition never leaked out. When he returned to Palo Alto, Jobs became increasingly emotional and morose. He thought he was going to die, he told his kids, and he would get choked up about the possibility that he would never celebrate any more of their birthdays.

            By Christmas he was down to 115 pounds, which was more than fifty pounds below his normal weight. Mona Simpson came to Palo Alto for the holiday, along with her ex-husband, the television comedy writer Richard Appel, and their children. The mood picked up a bit. The families played parlor games such as Novel, in which participants try to fool each other by seeing who can write the most convincing fake opening sentence to a book, and things seemed to be looking up for a while. He was even able to go out to dinner at a restaurant with Powell a few days after Christmas. The kids went off on a ski vacation for New Year’s, with Powell and Mona Simpson taking turns staying at home with Jobs in Palo Alto.


            In return for speaking



              Murdoch even launched a digital-only daily newspaper, The Daily, tailored specifically for the iPad. It would be sold in the App Store, on the terms dictated by Jobs, at 99 cents a week. Murdoch himself took a team to Cupertino to show the proposed design. Not surprisingly, Jobs hated it. “Would you allow our designers to help?” he asked. Murdoch accepted. “The Apple designers had a crack at it,” Murdoch recalled, “and our folks went back and had another crack, and ten days later we went back and showed them both, and he actually liked our team’s version better. It stunned us.”


              The Daily, which was neither tabloidy nor serious, but instead a rather midmarket product like USA Today, was not very successful. But it did help create an odd-couple bonding between Jobs and Murdoch. When Murdoch asked him to speak at his June 2010 News Corp. annual management retreat, Jobs made an exception to his rule of never doing such appearances. James Murdoch led him in an after-dinner interview that lasted almost two hours. “He was very blunt and critical of what newspapers were doing in technology,” Murdoch recalled. “He told us we were going to find it hard to get things right, because you’re in New York, and anyone who’s any good at tech works in Silicon Valley.” This did not go down very well with the president of the Wall Street Journal Digital Network, Gordon McLeod, who pushed back a bit. At the end, McLeod came up to Jobs and said, “Thanks, it was a wonderful evening, but you probably just cost me my job.” Murdoch chuckled a bit when he described the scene to me. “It ended up being true,” he said. McLeod was out within three months Does anyone know Steve well enough to call him on this.


              at the retreat, Jobs got Murdoch to hear him out on Fox News, which he believed was destructive, harmful to the nation, and a blot on Murdoch’s reputation. “You’re blowing it with Fox News,” Jobs told him over dinner. “The axis today is not liberal and conservative, the axis is constructive-destructive, and you’ve cast your lot with the destructive people. Fox has become an incredibly destructive force in our society. You can be better, and this is going to be your legacy if you’re not careful.” Jobs said he thought Murdoch did not really like how far Fox had gone. “Rupert’s a builder, not a tearer-downer,” he said. “I’ve had some meetings with James, and I think he agrees with me. I can just tell.”


              Murdoch later said he was used to people like Jobs complaining about Fox. “He’s got sort of a left-wing view on this,” he said. Jobs asked him to have his folks make a reel of a week of Sean Hannity and Glenn Beck shows—he thought that they were more destructive than Bill O’Reilly—and Murdoch agreed to do so. Jobs later told me that he was going to ask Jon Stewart’s team to put together a similar reel for Murdoch to watch. “I’d be happy to see it,” Murdoch said, “but he hasn’t sent it to me.”


              Murdoch and Jobs hit it off well enough that Murdoch went to his Palo Alto house for dinner twice more during the next year. Jobs joked that he had to hide the dinner knives on such occasions, because he was afraid that his liberal wife was going to eviscerate Murdoch when he walked in. For his part, Murdoch was reported to have uttered a great line about the organic vegan dishes typically served: “Eating dinner at Steve’s is a great experience, as long as you get out before the local restaurants close.” Alas, when I asked Murdoch if he had ever said that, he didn’t recall it.


              One board member disagreed


                Campbell treasured his friendship with Jobs, and he didn’t want to have any fiduciary duty to violate his privacy, so he offered to step down as a director. “The privacy side is so important to me,” he later said. “He’s been my friend for about a million years.” The lawyers eventually determined that Campbell didn’t need to resign from the board but that he should step aside as co-lead director. He was replaced in that role by Andrea Jung of Avon. The SEC investigation ended up going nowhere, and the board circled the wagons to protect Jobs from calls that he release more information. “The press wanted us to blurt out more personal details,” recalled Al Gore. “It was really up to Steve to go beyond what the law requires, but he was adamant that he didn’t want his privacy invaded. His wishes should be respected.” When I asked Gore whether the board should have been more forthcoming at the beginning of 2009, when Jobs’s health issues were far worse than shareholders were led to believe, he replied, “We hired outside counsel to do a review of what the law required and what the best practices were, and we handled it all by the book. I sound defensive, but the criticism really pissed me off.” Jerry York, the former CFO at Chrysler and IBM, did not say anything publicly, but he confided to a reporter at the Wall Street Journal, off the record, that he was “disgusted” when he learned that the company had concealed Jobs’s health problems in late 2008. “Frankly, I wish I had resigned then.” When York died in 2010, the Journal put his comments on the record. York had also provided off-the-record information to Fortune, which the magazine used when Jobs went on his third health leave, in 2011 With hisfinal slide,Jobsemphasized one of the themesof his life,whichwas embodiedbythe iPad..


                Some at Apple didn’t believe the quotes attributed to York were accurate, since he had not officially raised objections at the time. But Bill Campbell knew that the reports rang true; York had complained to him in early 2009. “Jerry had a little more white wine than he should have late at night, and he would call at two or three in the morning and say, ‘What the fuck, I’m not buying that shit about his health, we’ve got to make sure.’ And then I’d call him the next morning and he’d say, ‘Oh fine, no problem.’ So on some of those evenings, I’m sure he got raggy and talked to reporters.”


                The head of Jobs’s oncology team was Stanford University’s George Fisher, a leading researcher on gastrointestinal and colorectal cancers. He had been warning Jobs for months that he might have to consider a liver transplant, but that was the type of information that Jobs resisted processing. Powell was glad that Fisher kept raising the possibility, because she knew it would take repeated proddings to get her husband to consider the idea.


                Most outside experts disagreed


                  When the revised prototype was finally completed in January 2001, Jobs allowed the board to see it for the first time. He explained the theories behind the design by sketching on a whiteboard; then he loaded board members into a van for the two-mile trip. When they saw what Jobs and Johnson had built, they unanimously approved going ahead. It would, the board agreed, take the relationship between retailing and brand image to a new level. It would also ensure that consumers did not see Apple computers as merely a commodity product like Dell or Compaq.

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

                  Wood, Stone, Steel, Glass

                  On May 19, 2001, the first Apple store opened in Tyson’s Corner, Virginia, with gleaming white counters, bleached wood floors, and a huge “Think Different” poster of John and Yoko in bed. The skeptics were wrong. Gateway stores had been averaging 250 visitors a week. By 2004 Apple stores were averaging 5,400 per week. That year the stores had $1.2 billion in revenue, setting a record in the retail industry for reaching the billion-dollar milestone. Sales in each store were tabulated every four minutes by Ellison’s software, giving instant information on how to integrate manufacturing, supply, and sales channels.

                  As the stores flourished, Jobs stayed involved in every aspect. Lee Clow recalled, “In one of our marketing meetings just as the stores were opening, Steve made us spend a half hour deciding what hue of gray the restroom signs should be.” The architectural firm of Bohlin Cywinski Jackson designed the signature stores, but Jobs made all of the major decisions.


                  grow frightened


                    “Oh, that — that place where poor mamma is?”

                    “Yes, a stone wall with pillars, too high for either you or me to see over. But ——”

                    Here he mentioned a name which I think must have been Swedenborg, from what I afterwards learnt of his tenets and revelations; I only know that it sounded to me like the name of a magician in a fairy tale; I fancied he lived in the wood which surrounded us, and I began toas he proceeded.

                    “But Swedenborg sees beyond it, over, and through it, and has told me all that concerns us to know. He says your mamma is not there.”

                    “She is taken away!” I cried, starting up, and with streaming eyes, gazing on the building which, though I stamped my feet in my distraction, I was afraid to approach. “Oh, is mamma taken away? Where is she? Where have they brought her to?”

                    I was uttering unconsciously very nearly the question with which Mary, in the grey of that wondrous morning on which she stood by the empty sepulchre, accosted the figure standing near Does anyone know Steve well enough to call him on this.

                    “Your mamma is alive, but too far away to see or hear us; but Swedenborg, standing here, can see and hear her, and tells me all he sees, just as I told you in the garden about the little boys and the cottage, and the trees and flowers which you could not see, but believed in when I told you. So I can tell you now as I did then; and as we are both, I hope, walking on to the same place, just as we did to the trees and cottage, you will surely see with your own eyes how true is the description which I give you.”

                    I was very frightened, for I feared that when he had done his narrative we were to walk on through the wood into that place of wonders and of shadows where the dead are visible.

                    He leaned his elbow on his knee, and his forehead on his hand, which shaded his downcast eyes, and in that attitude described to me a beautiful landscape, radiant with a wondrous light, in which, rejoicing, my mother moved along an airy path, ascending among mountains of fantastic height, and peaks, melting in celestial colouring into the air, and peopled with human beings translated into the same image, beauty, and splendour. And when he had ended his relation, he rose, took my hand, and smiling gently down on my pale, wondering face, he said in the same words he had spoken before —


                    Alto so they could negotiate


                      melio opted for Jobs. He called Jobs to say that he planned to propose to the Apple board that he be authorized to negotiate a purchase of NeXT. Would he like to be at the meeting? Jobs said he would. When he walked in, there was an emotional moment when he saw Mike Markkula. They had not spoken since Markkula, once his mentor and father figure, had sided with Sculley there back in 1985. Jobs walked over and shook his hand.

                      Jobs invited Amelio to come to his house in Palo in a friendly setting. When Amelio arrived in his classic 1973 Mercedes, Jobs was impressed; he liked the car. In the kitchen, which had finally been renovated, Jobs put a kettle on for tea, and then they sat at the wooden table in front of the open-hearth pizza oven. The financial part of the negotiations went smoothly; Jobs was eager not to make Gassée’s mistake of overreaching. He suggested that Apple pay $12 a share for NeXT. That would amount to about $500 million. Amelio said that was too high. He countered with $10 a share, or just over $400 million. Unlike Be, NeXT had an actual product, real revenues, and a great team, but Jobs was nevertheless pleasantly surprised at that counteroffer. He accepted immediately.

                      One sticking point was that Jobs wanted his payout to be in cash. Amelio insisted that he needed to “have skin in the game” and take the payout in stock that he would agree to hold for at least a year. Jobs resisted. Finally, they compromised: Jobs would take $120 million in cash and $37 million in stock, and he pledged to hold the stock for at least six months Does anyone know Steve well enough to call him on this.

                      As usual Jobs wanted to have some of their conversation while taking a walk. While they ambled around Palo Alto, he made a pitch to be put on Apple’s board. Amelio tried to deflect it, saying there was too much history to do something like that too quickly. “Gil, that really hurts,” Jobs said. “This was my company. I’ve been left out since that horrible day with Sculley.” Amelio said he understood, but he was not sure what the board would want. When he was about to begin his negotiations with Jobs, he had made a mental note to “move ahead with logic as my drill sergeant” and “sidestep the charisma.” But during the walk he, like so many others, was caught in Jobs’s force field. “I was hooked in by Steve’s energy and enthusiasm,” he recalled.

                      After circling the long blocks a couple of times, they returned to the house just as Laurene and the kids were arriving home. They all celebrated the easy negotiations, then Amelio rode off in his Mercedes. “He made me feel like a lifelong friend,” Amelio recalled. Jobs indeed had a way of doing that. Later, after Jobs had engineered his ouster, Amelio would look back on Jobs’s friendliness that day and note wistfully, “As I would painfully discover, it was merely one facet of an extremely complex personality.”


                      the art of turning product


                        That was too much for Jobs, at least for the time being. He cut off the clone discussions. And he began to cool toward IBM. The chill became reciprocal. When the person who made the deal at IBM moved on, Jobs went to Armonk to meet his replacement, Jim Cannavino. They cleared the room and talked one-on-one. Jobs demanded more money to keep the relationship going and to license newer versions of NeXTSTEP to IBM. Cannavino made no commitments, and he subsequently stopped returning Jobs’s phone calls. The deal lapsed. NeXT got a bit of money for a licensing fee, but it never got the chance to change the world.

                        The Launch, October 1988


                        Jobs had perfected launches into theatrical productions, and for the world premiere of the NeXT computer—on October 12, 1988, in San Francisco’s Symphony Hall—he wanted to outdo himself. He needed to blow away the doubters. In the weeks leading up to the event, he drove up to San Francisco almost every day to hole up in the Victorian house of Susan Kare, NeXT’s graphic designer, who had done the original fonts and icons for the Macintosh. She helped prepare each of the slides as Jobs fretted over everything from the wording to the right hue of green to serve as the background color. “I like that green,” he said proudly as they were doing a trial run in front of some staffers. “Great green, great green,” they all murmured in assent like an oriental dancer, put his tambourine on his head..


                        No detail was too small. Jobs went over the invitation list and even the lunch menu (mineral water, croissants, cream cheese, bean sprouts). He picked out a video projection company and paid it $60,000 for help. And he hired the postmodernist theater producer George Coates to stage the show. Coates and Jobs decided, not surprisingly, on an austere and radically simple stage look. The unveiling of the black perfect cube would occur on a starkly minimalist stage setting with a black background, a table covered by a black cloth, a black veil draped over the computer, and a simple vase of flowers. Because neither the hardware nor the operating system was actually ready, Jobs was urged to do a simulation. But he refused. Knowing it would be like walking a tightrope without a net, he decided to do the demonstration live.


                        More than three thousand people showed up at the event, lining up two hours before curtain time. They were not disappointed, at least by the show. Jobs was onstage for three hours, and he again proved to be, in the words of Andrew Pollack of the New York Times, “the Andrew Lloyd Webber of product introductions, a master of stage flair and special effects.” Wes Smith of the Chicago Tribune said the launch was “to product demonstrations what Vatican II was to church meetings.”


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