(p. 339) In his first year back, Jobs laid off more than three thousand people, which salvaged the company’s balance sheet. For the fiscal year that ended when Jobs became interim CEO in September 1997, Apple lost $1.04 billion. “We were less than ninety days from being insolvent,” he recalled.
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
“Xerox PARC headquarters.” Source of caption and photo: online version of the WSJ article quoted and cited below.
(p. A11) A telling moment in the presidential race came recently when Barack Obama said: “If you’ve got a business, you didn’t build that. Somebody else made that happen.” He justified elevating bureaucrats over entrepreneurs by referring to bridges and roads, adding: “The Internet didn’t get invented on its own. Government research created the Internet so that all companies could make money off the Internet.”
. . .
Robert Taylor, who ran the ARPA program in the 1960s, sent an email to fellow technologists in 2004 setting the record straight: “The creation of the Arpanet was not motivated by considerations of war. The Arpanet was not an Internet. An Internet is a connection between two or more computer networks.”
If the government didn’t invent the Internet, who did? Vinton Cerf developed the TCP/IP protocol, the Internet’s backbone, and Tim Berners-Lee gets credit for hyperlinks.
But full credit goes to the company where Mr. Taylor worked after leaving ARPA: Xerox. It was at the Xerox PARC labs in Silicon Valley in the 1970s that the Ethernet was developed to link different computer networks. Researchers there also developed the first personal computer (the Xerox Alto) and the graphical user interface that still drives computer usage today.
According to a book about Xerox PARC, “Dealers of Lightning” (by Michael Hiltzik), its top researchers realized they couldn’t wait for the government to connect different networks, so would have to do it themselves. “We have a more immediate problem than they do,” Robert Metcalfe told his colleague John Shoch in 1973. “We have more networks than they do.” Mr. Shoch later recalled that ARPA staffers “were working under government funding and university contracts. They had contract administrators . . . and all that slow, lugubrious behavior to contend with.”
For the full commentary, see:
Gordon Crovitz. “INFORMATION AGE; Who Really Invented the Internet?” The Wall Street Journal (Mon., July 23, 2012): A11.
(Note: ellipsis between paragraphs was added; ellipsis internal to last paragraph was in original.)
(Note: the online version of the commentary has the date July 22, 2012.)
I read the Hiltzik book several years ago, and my memory of it is not sharp, but I remember thinking that it was a useful book:
Hiltzik, Michael A. Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age. New York: HarperBusiness, 1999.
(p. 329) . . . those who could stand up to Jobs, including Clow and his teammates Ken Segall and Craig Tanimoto, were able to work with him to create a tone poem that he liked. In its original sixty-second version it read:
Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do.
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(Note: ellipsis added.)
Source of book image: http://d.gr-assets.com/books/1320716933l/11797348.jpg
I have not yet read Barry’s book on Roger Williams, but I did enjoy and learn from his earlier The Great Influenza book.
(p. 12) Williams struck overland, through snow and bitter cold, “wch I feele yet,” he reminisced later in life. He survived because he had help. “The ravens fed me in the wilderness,” he said, comparing himself to the scriptural prophets sustained by bird-borne morsels, though his “ravens” were Indians. With their assistance, he reached the upper bend of a bay that would be named for its inhabitants, the Narragansett. There, Williams bought land from its native proprietors and established a settlement he called Providence, to honor the divine assistance given to him and other Christians on their flights from persecution.
. . .
Next, Williams refused to take an oath of fidelity to Massachusetts, on the grounds that anything sworn in God’s name for worldly purposes was corrupt.
The authorities in Massachusetts were so outraged that having failed to arrest Williams, they tried to obliterate his new settlement. He went back to England to get a charter to protect his colony on his own terms: with a “hedge or wall of Separation between the Garden of the Church and the Wildernes of the world.” In several publications, he argued that the individual conscience should not — could not — be governed, let alone persecuted. If God was the ultimate punisher of sin, it was impious for humans to assume his authority. And it was “directly contrary to the nature of Christ Jesus . . . that throats of men should be torne out for his sake.”
Barry shows how controversial these beliefs were at the time, and in this way reinforces the standard image of Williams as an early proponent of liberty of conscience.
For the full review, see:
JOYCE E. CHAPLIN. “Errand in the Wilderness.” The New York Times Book Review (Sun., May 26, 2012): 12.
(Note: ellipsis between paragraphs was added; ellipsis internal to quotation was in original.)
(Note: the online version of the review has the date May 25, 2012 and has the title “Roger Williams: The Great Separationist.”)
The book being reviewed, is:
Barry, John M. Roger Williams and the Creation of the American Soul: Church, State, and the Birth of Liberty. New York: Viking Adult, 2012.
(p. 299) . . . Jobs and his family went to Hawaii for Christmas vacation. Larry Ellison was also there, as he had been the year (p. 300) before. “You know, Larry, I think I’ve found a way for me to get back into Apple and get control of it without you having to buy it,” Jobs said as they walked along the shore. Ellison recalled, “He explained his strategy, which was getting Apple to buy NeXT, then he would go on the board and be one step away from being CEO.” Ellison thought that Jobs was missing a key point. “But Steve, there’s one thing I don’t understand,” he said. “If we don’t buy the company, how can we make any money?” It was a reminder of how different their desires were. Jobs put his hand on Ellison’s left shoulder, pulled him so close that their noses almost touched, and said, “Larry, this is why it’s really important that I’m your friend. You don’t need any more money.”
Ellison recalled that his own answer was almost a whine: “Well, I may not need the money, but why should some fund manager at Fidelity get the money? Why should someone else get it? Why shouldn’t it be us?”
“I think if I went back to Apple, and I didn’t own any of Apple, and you didn’t own any of Apple, I’d have the moral high ground,” Jobs replied.
“Steve, that’s really expensive real estate, this moral high ground,” said Ellison. “Look, Steve, you’re my best friend, and Apple is your company. I’ll do whatever you want.”
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(Note: ellipsis added.)
Source of book image: http://luxuryreading.com/wp-content/uploads/2012/07/9781605294452.jpg
(p. C11) . . . Andrew Blackwell, a journalist and self-described “sensitive, eco-friendly liberal,” deserves praise for producing an environmentalist book that avoids the usual hyperventilation, upending stubborn myths with prosaic facts.
. . .
His Geiger counter convulses on a visit to the abandoned areas around Chernobyl, but Mr. Blackwell reacts soberly. While the initial disaster provoked a justifiable public panic, it also inspired scare-mongering from groups like Greenpeace, which claimed that the fallout would cause 270,000 cancer cases. He points to a study commissioned by the United Nations concluding that, after an initial spike in thyroid cancer, “no measurable increase has yet been demonstrated in the region’s cancer rates.” The author is also sure to irritate certain readers with the claim that “paradoxically, perversely, the accident may have actually been good” for the local environment, since the evacuation created an accidentally verdant nature reserve.
For the full review, see:
MICHAEL C. MOYNIHAN. “A Guided Tour of Catastrophe” The Wall Street Journal (Sat., May 26, 2012): C11.
(Note: ellipses added.)
(Note: the online version of the review has the date May 25, 2012.)
The book being reviewed, is:
Blackwell, Andrew. Visit Sunny Chernobyl: And Other Adventures in the World’s Most Polluted Places. New York: Rodale Books, 2012.
(p. 284) “It’s kind of fun to do the impossible,” Walt Disney once said. That was the type of attitude that appealed to Jobs. He admired Disney’s obsession with detail and design, and he felt that there was a natural fit between Pixar and the movie studio that Disney had founded.
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(p. 170) After the Macintosh team returned to Bandley 3 that afternoon, a truck pulled into the parking lot and Jobs had them all gather next to it. Inside were a hundred new Macintosh computers, each personalized with a plaque. “Steve presented them one at a time to each team member, with a handshake and a smile, as the rest of us stood around cheering,” Hertzfeld recalled. It had been a grueling ride, and many egos had been bruised by Jobs’s obnoxious and rough management style. But neither Raskin nor Wozniak nor Sculley nor anyone else at the company could have pulled off the creation of the Macintosh. Nor would it likely have emerged from focus groups and committees. On the day he unveiled the Macintosh, a reporter from Popular Science asked Jobs what type of market research he had done. Jobs responded by scoffing, “Did Alexander Graham Bell do any market research before he invented the telephone?”
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(Note: italics in original.)
Source of book image: http://images.indiebound.com/636/044/9780807044636.jpg
(p. C8) As Mr. Wooten recounts, obstacles abounded from a municipality bent on redesigning New Orleans while the city was still in crisis. Neighborhoods from middle-class Lakeview to the devastated Lower Ninth Ward began to fear that the city they loved didn’t love them back.
“Planning is crap,” said Martin Landrieu, a member of a prominent local political family, at a meeting of Lakeview residents. “What you really need is the cleaning up of houses . . . . Where are the hammers and nails?” Yet five months after Katrina, a city commission called Bring New Orleans Back presented an ambitious plan to restore the city that included converting neighborhoods that had heavy flooding into green space. The commission also imposed a temporary moratorium on rebuilding there. Residents would have to show that their communities were viable or risk being planned out of existence; they were given four months.
For the full review, see:
CARLA MAIN. “After the Waters Receded.” The Wall Street Journal (Sat., August 4, 2012): C8.
(Note: ellipsis in original.)
(Note: the online version of the article was dated August 3, 2012.)
(p. 152) Jobs had asked Hertzfeld and the gang to prepare a special screen display for Sculley’s amusement. “He’s really smart,” Jobs said. “You wouldn’t believe how smart he is.” The explanation that Sculley might buy a lot of Macintoshes for Pepsi “sounded a little bit fishy to me,” Hertzfeld recalled, but he and Susan Kare created a screen of Pepsi caps and cans that danced around with the Apple logo. Hertzfeld was so excited he began waving his arms around during the demo, but Sculley seemed underwhelmed. “He asked a few questions, but he didn’t seem all that interested,” Hertzfeld recalled. He never ended up warming to Sculley. “He was incredibly phony, a complete poseur,” he later said. “He pretended to be interested in technology, but he wasn’t. He was a marketing guy, and that is what marketing guys are: paid poseurs.”
Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
Source of book image: online version of the WSJ review quoted and cited below.
(p. A17) Knowledge, then, is less a canon than a consensus in a state of constant disruption. Part of the disruption has to do with error and its correction, but another part with simple newness–outright discoveries or new modes of classification and analysis, often enabled by technology.
. . .
In some cases, the facts themselves are variable. . . .
. . .
More commonly, however, changes in scientific facts reflect the way that science is done. Mr. Arbesman describes the “Decline Effect”–the tendency of an original scientific publication to present results that seem far more compelling than those of later studies. Such a tendency has been documented in the medical literature over the past decade by John Ioannidis, a researcher at Stanford, in areas as diverse as HIV therapy, angioplasty and stroke treatment. The cause of the decline may well be a potent combination of random chance (generating an excessively impressive result) and publication bias (leading positive results to get preferentially published).
If shaky claims enter the realm of science too quickly, firmer ones often meet resistance. As Mr. Arbesman notes, scientists struggle to let go of long-held beliefs, something that Daniel Kahneman has described as “theory-induced blindness.” Had the Austrian medical community in the 1840s accepted the controversial conclusions of Dr. Ignaz Semmelweis that physicians were responsible for the spread of childbed fever–and heeded his hand-washing recommendations–a devastating outbreak of the disease might have been averted.
Science, Mr. Arbesman observes, is a “terribly human endeavor.” Knowledge grows but carries with it uncertainty and error; today’s scientific doctrine may become tomorrow’s cautionary tale. What is to be done? The right response, according to Mr. Arbesman, is to embrace change rather than fight it. “Far better than learning facts is learning how to adapt to changing facts,” he says. “Stop memorizing things . . . memories can be outsourced to the cloud.” In other words: In a world of information flux, it isn’t what you know that counts–it is how efficiently you can refresh.
For the full review, see:
DAVID A. SHAYWITZ. “BOOKSHELF; The Scientific Blind Spot.” The Wall Street Journal (Mon., November 19, 2012): A17.
(Note: ellipses added, except for the one internal to the last paragraph, which was in the original.)
(Note: the online version of the article was dated November 18, 2012.)
The book under review, is:
Arbesman, Samuel. The Half-Life of Facts: Why Everything We Know Has an Expiration Date. New York: Current, 2012.
