1995 乔布斯：遗失的访谈(英文节选)

2014-2015

学年

第二学期

专题口译

第十二周

IT

科技 单元

E-C

课下材料

1995

年

乔布斯：遗失的访谈（节选）

After serious disagreements with Apple’

s CEO, John Sculley, Steve left the company in 1985.

Bob:

Tell us about your departure from Apple.

Steve:

Oh it was very painful and I am not even sure if I want to talk about it. What can I say? I

hired the wrong guy.

Bob:

That was Sculley?

Steve:

Yeah, and he destroyed everything I spent 10 years working for. Starting with me, but that

wasn’t the saddest part.

I would have gladly left Apple if Apple

would’ve

turned out like I wanted

it to. He basically got on a rocket ship that is about to leave the pad, and the rocket ship left the

pad, and he kind of went into his head, and he got confused and thought that he built the rocket

ship, and he kind of changed the trajectory, so that it was inevitably gonna crash into the ground.

Bob:

But there was always … in Pre

-Macintosh days and early Macintosh days, there was always

Steven and John show. You two were kinda joined at the hip for a while there.

Steve:

That’s right.

Bob:

And then something happened to split you, what was that, what was that catalyst?

Steve:

Well,

what

happened

was

…

that

the

industry

went

into

a

recession

in

late

1984

.

Sales

started seriously contracted,

and John didn’t know what to do, and he had not a clue.

And there was a leadership vacuum at the top of Apple. There were fairly strong general managers

running the divisions, and I was running the Macintosh division, somebody else was running the

Apple

II

division

etc.

There

were

some

problems

with

some

of

the

divisions,

and

there

was

a

person running the storage division that was completely out of lunch. A bunch of things needed to

be changed.

But all those problems got put into a pressure cooker, because of this contraction in the market

place, and there was no leadership, and John was in a situation where the board was not happy,

and where he was probably not long for the company. And one thing I did not ever see about John,

until that time was, he had incredible survival instinct. Someone once told me:

“this guy didn’t get

to be the this you know president of Pepsi Cola without these kinds

of instincts”, and it was true.

And John decided that a really good person to be the root of all the problems would be me. And so

we came to loggerheads, and John had cultivated a very close relationship with the board, and they

believed him. S

o that’s what happened.

Bob:

So there were competing visions for the company?

Steve:

Oh

clearly

…

well…

not

so

much

competing

visions

for

the

company.

Because

I

don’t

think John had a vision for the company.

Bob:

Well, I guess I’m asking was what was your vision

that lost out in this instance?

Steve:

It wasn’t an issue of vision

, it was an issue of execution. In a sense that my belief was that

Apple needed much stronger leadership to sort of unite these various factions that we created with

divisions,

that

Macintosh

was

the

future

of

Apple,

that

we

needed

to

rein

back

expenses

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