A Sister’s Eulogy for Steve Jobs

I grew up as an only child, with a single mother. Because we were poor and because I knew my father had emigrated from Syria, I imagined he looked like Omar Sharif. I hoped he would be rich and kind and would come into our lives (and our not yet furnished apartment) and help us. Later, after I’d met my father, I tried to believe he’d changed his number and left no forwarding address because he was an idealistic revolutionary, plotting a new world for the Arab people.

Even as a feminist, my whole life I’d been waiting for a man to love, who could love me. For decades, I’d thought that man would be my father. When I was 25, I met that man and he was my brother.

By then, I lived in New York, where I was trying to write my first novel. I had a job at a small magazine in an office the size of a closet, with three other aspiring writers. When one day a lawyer called me — me, the middle-class girl from California who hassled the boss to buy us health insurance — and said his client was rich and famous and was my long-lost brother, the young editors went wild. This was 1985 and we worked at a cutting-edge literary magazine, but I’d fallen into the plot of a Dickens novel and really, we all loved those best. The lawyer refused to tell me my brother’s name and my colleagues started a betting pool. The leading candidate: John Travolta. I secretly hoped for a literary descendant of Henry James — someone more talented than I, someone brilliant without even trying.

When I met Steve, he was a guy my age in jeans, Arab- or Jewish-looking and handsomer than Omar Sharif.

We took a long walk — something, it happened, that we both liked to do. I don’t remember much of what we said that first day, only that he felt like someone I’d pick to be a friend. He explained that he worked in computers.

I didn’t know much about computers. I still worked on a manual Olivetti typewriter.

I told Steve I’d recently considered my first purchase of a computer: something called the Cromemco.

Steve told me it was a good thing I’d waited. He said he was making something that was going to be insanely beautiful.

I want to tell you a few things I learned from Steve, during three distinct periods, over the 27 years I knew him. They’re not periods of years, but of states of being. His full life. His illness. His dying.

Steve worked at what he loved. He worked really hard. Every day.

That’s incredibly simple, but true.

He was the opposite of absent-minded.

He was never embarrassed about working hard, even if the results were failures. If someone as smart as Steve wasn’t ashamed to admit trying, maybe I didn’t have to be.

When he got kicked out of Apple, things were painful. He told me about a dinner at which 500 Silicon Valley leaders met the then-sitting president. Steve hadn’t been invited.

He was hurt but he still went to work at Next. Every single day.

Novelty was not Steve’s highest value. Beauty was.

For an innovator, Steve was remarkably loyal. If he loved a shirt, he’d order 10 or 100 of them. In the Palo Alto house, there are probably enough black cotton turtlenecks for everyone in this church.

He didn’t favor trends or gimmicks. He liked people his own age.

His philosophy of aesthetics reminds me of a quote that went something like this: “Fashion is what seems beautiful now but looks ugly later; art can be ugly at first but it becomes beautiful later.”

Steve always aspired to make beautiful later.

He was willing to be misunderstood.

Uninvited to the ball, he drove the third or fourth iteration of his same black sports car to Next, where he and his team were quietly inventing the platform on which Tim Berners-Lee would write the program for the World Wide Web.

Steve was like a girl in the amount of time he spent talking about love. Love was his supreme virtue, his god of gods. He tracked and worried about the romantic lives of the people working with him.

Whenever he saw a man he thought a woman might find dashing, he called out, “Hey are you single? Do you wanna come to dinner with my sister?”

I remember when he phoned the day he met Laurene. “There’s this beautiful woman and she’s really smart and she has this dog and I’m going to marry her.”

When Reed was born, he began gushing and never stopped. He was a physical dad, with each of his children. He fretted over Lisa’s boyfriends and Erin’s travel and skirt lengths and Eve’s safety around the horses she adored.

None of us who attended Reed’s graduation party will ever forget the scene of Reed and Steve slow dancing.

His abiding love for Laurene sustained him. He believed that love happened all the time, everywhere. In that most important way, Steve was never ironic, never cynical, never pessimistic. I try to learn from that, still.

Steve had been successful at a young age, and he felt that had isolated him. Most of the choices he made from the time I knew him were designed to dissolve the walls around him. A middle-class boy from Los Altos, he fell in love with a middle-class girl from New Jersey. It was important to both of them to raise Lisa, Reed, Erin and Eve as grounded, normal children. Their house didn’t intimidate with art or polish; in fact, for many of the first years I knew Steve and Lo together, dinner was served on the grass, and sometimes consisted of just one vegetable. Lots of that one vegetable. But one. Broccoli. In season. Simply prepared. With just the right, recently snipped, herb.

Even as a young millionaire, Steve always picked me up at the airport. He’d be standing there in his jeans.

When a family member called him at work, his secretary Linetta answered, “Your dad’s in a meeting. Would you like me to interrupt him?”

When Reed insisted on dressing up as a witch every Halloween, Steve, Laurene, Erin and Eve all went wiccan.

They once embarked on a kitchen remodel; it took years. They cooked on a hotplate in the garage. The Pixar building, under construction during the same period, finished in half the time. And that was it for the Palo Alto house. The bathrooms stayed old. But — and this was a crucial distinction — it had been a great house to start with; Steve saw to that.

This is not to say that he didn’t enjoy his success: he enjoyed his success a lot, just minus a few zeros. He told me how much he loved going to the Palo Alto bike store and gleefully realizing he could afford to buy the best bike there.

And he did.

Steve was humble. Steve liked to keep learning.

Once, he told me if he’d grown up differently, he might have become a mathematician. He spoke reverently about colleges and loved walking around the Stanford campus. In the last year of his life, he studied a book of paintings by Mark Rothko, an artist he hadn’t known about before, thinking of what could inspire people on the walls of a future Apple campus.

Steve cultivated whimsy. What other C.E.O. knows the history of English and Chinese tea roses and has a favorite David Austin rose?

He had surprises tucked in all his pockets. I’ll venture that Laurene will discover treats — songs he loved, a poem he cut out and put in a drawer — even after 20 years of an exceptionally close marriage. I spoke to him every other day or so, but when I opened The New York Times and saw a feature on the company’s patents, I was still surprised and delighted to see a sketch for a perfect staircase.

With his four children, with his wife, with all of us, Steve had a lot of fun.

He treasured happiness.

Then, Steve became ill and we watched his life compress into a smaller circle. Once, he’d loved walking through Paris. He’d discovered a small handmade soba shop in Kyoto. He downhill skied gracefully. He cross-country skied clumsily. No more.

Eventually, even ordinary pleasures, like a good peach, no longer appealed to him.

Yet, what amazed me, and what I learned from his illness, was how much was still left after so much had been taken away.

I remember my brother learning to walk again, with a chair. After his liver transplant, once a day he would get up on legs that seemed too thin to bear him, arms pitched to the chair back. He’d push that chair down the Memphis hospital corridor towards the nursing station and then he’d sit down on the chair, rest, turn around and walk back again. He counted his steps and, each day, pressed a little farther.

Laurene got down on her knees and looked into his eyes.

“You can do this, Steve,” she said. His eyes widened. His lips pressed into each other.

He tried. He always, always tried, and always with love at the core of that effort. He was an intensely emotional man.

I realized during that terrifying time that Steve was not enduring the pain for himself. He set destinations: his son Reed’s graduation from high school, his daughter Erin’s trip to Kyoto, the launching of a boat he was building on which he planned to take his family around the world and where he hoped he and Laurene would someday retire.

Even ill, his taste, his discrimination and his judgment held. He went through 67 nurses before finding kindred spirits and then he completely trusted the three who stayed with him to the end. Tracy. Arturo. Elham.

One time when Steve had contracted a tenacious pneumonia his doctor forbid everything — even ice. We were in a standard I.C.U. unit. Steve, who generally disliked cutting in line or dropping his own name, confessed that this once, he’d like to be treated a little specially.

I told him: Steve, this is special treatment.

He leaned over to me, and said: “I want it to be a little more special.”

Intubated, when he couldn’t talk, he asked for a notepad. He sketched devices to hold an iPad in a hospital bed. He designed new fluid monitors and x-ray equipment. He redrew that not-quite-special-enough hospital unit. And every time his wife walked into the room, I watched his smile remake itself on his face.

For the really big, big things, you have to trust me, he wrote on his sketchpad. He looked up. You have to.

By that, he meant that we should disobey the doctors and give him a piece of ice.

None of us knows for certain how long we’ll be here. On Steve’s better days, even in the last year, he embarked upon projects and elicited promises from his friends at Apple to finish them. Some boat builders in the Netherlands have a gorgeous stainless steel hull ready to be covered with the finishing wood. His three daughters remain unmarried, his two youngest still girls, and he’d wanted to walk them down the aisle as he’d walked me the day of my wedding.

We all — in the end — die in medias res. In the middle of a story. Of many stories.

I suppose it’s not quite accurate to call the death of someone who lived with cancer for years unexpected, but Steve’s death was unexpected for us.

What I learned from my brother’s death was that character is essential: What he was, was how he died.

Tuesday morning, he called me to ask me to hurry up to Palo Alto. His tone was affectionate, dear, loving, but like someone whose luggage was already strapped onto the vehicle, who was already on the beginning of his journey, even as he was sorry, truly deeply sorry, to be leaving us.

He started his farewell and I stopped him. I said, “Wait. I’m coming. I’m in a taxi to the airport. I’ll be there.”

“I’m telling you now because I’m afraid you won’t make it on time, honey.”

When I arrived, he and his Laurene were joking together like partners who’d lived and worked together every day of their lives. He looked into his children’s eyes as if he couldn’t unlock his gaze.

Until about 2 in the afternoon, his wife could rouse him, to talk to his friends from Apple.

Then, after awhile, it was clear that he would no longer wake to us.

His breathing changed. It became severe, deliberate, purposeful. I could feel him counting his steps again, pushing farther than before.

This is what I learned: he was working at this, too. Death didn’t happen to Steve, he achieved it.

He told me, when he was saying goodbye and telling me he was sorry, so sorry we wouldn’t be able to be old together as we’d always planned, that he was going to a better place.

Dr. Fischer gave him a 50/50 chance of making it through the night.

He made it through the night, Laurene next to him on the bed sometimes jerked up when there was a longer pause between his breaths. She and I looked at each other, then he would heave a deep breath and begin again.

This had to be done. Even now, he had a stern, still handsome profile, the profile of an absolutist, a romantic. His breath indicated an arduous journey, some steep path, altitude.

He seemed to be climbing.

But with that will, that work ethic, that strength, there was also sweet Steve’s capacity for wonderment, the artist’s belief in the ideal, the still more beautiful later.

Steve’s final words, hours earlier, were monosyllables, repeated 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.

Mona Simpson is a novelist and a professor of English at the University of California, Los Angeles. Since 1988, she has held the Sadie Samuelson Levy Chair in Languages and Literature at Bard College. She delivered this eulogy for her brother, Steve Jobs, on Oct. 16, 2011, at his memorial service at the Memorial Church of Stanford University.

Jony Ive’s Tribute To Steve Jobs

Last night I finally managed to watch Apple’s tribute to Steve Jobs that was held at Apple Cupertino Campus on 19th October.

Jonathan Ive’s speech struck me as the most powerful, better written, sublimely spoken and profoundly emotional. If you you have six minutes to spare watch it.

I’ll copy his Steve Jobs’ eulogy because it is simply beautiful:

Steve used to say to me (and he used to say this a lot), “Hey Jony, here’s a dopey idea.” And sometimes they were — really dopey. Sometimes they were truly dreadful. But sometimes they took the air from the room, and they left us both completely silent. Bold, crazy, magnificent ideas. Or quiet, simple ones which, in their subtlety, their detail, they were utterly profound.

And just as Steve loved ideas, and loved making stuff, he treated the process of creativity with a rare and a wonderful reverence. I think he, better than anyone, understood that while ideas ultimately can be so powerful, they begin as fragile, barely formed thoughts, so easily missed, so easily compromised, so easily just squished.

I loved the way that he listened so intently. I loved his perception, his remarkable sensitivity, and his surgically precise opinion. I really believe there was a beauty in how singular, how keen his insight was, even though sometimes it could sting.

As I’m sure many of you know, Steve didn’t confine his sense of excellence to making products. When we travelled together, we would check in and I’d go up to my room. And I’d leave my bags very neatly by the door. And I wouldn’t unpack. And I would go and sit on the bed. I would go and sit on the bed next to the phone. And I would wait for the inevitable phone call: “Hey Jony, this hotel sucks. Let’s go.”

He used to joke that the lunatics had taken over the asylum, as we shared a giddy excitement spending months and months working on a part of a product that nobody would ever see. Not with their eyes. We did it because we really believed it was right because we cared. He believed that there was a gravity, almost a sense of civic responsibility, to care way beyond any sort of functional imperative.

While the work hopefully appeared inevitable, appeared simple and easy, it really cost. It cost us all, didn’t it? But you know what? It cost him most. He cared the most. He worried the most deeply.

He constantly questioned, “Is this good enough? Is this right?” And despite all his successes, all his achievements, he never assumed that we would get there in the end. When the ideas didn’t come, and when the prototypes failed, it was with with great intent, with faith, that he decided to believe we would eventually make something great.

But the joy of getting there! I loved his enthusiasm, his simple delight (often, I think, mixed with some relief) that, yeah, we got there. We got there in the end and it was good. You can see his smile, can’t you? The celebration of making something great for everybody, enjoying the defeat of cynicism, the rejection of reason, the rejection of being told a hundred times, “You can’t do that”. So his, I think, was a victory for beauty, for purity, and, as he would say, for giving a damn.

He was my closest and my most loyal friend. We worked together for nearly fifteen years. (And he still laughed at the way I say “aluminium”.)

For the past two weeks, we’ve all been struggling to find ways to say goodbye. This morning I simply want to end by saying, “Thank you, Steve.” Thank you for your remarkable vision, which has united and inspired this extraordinary group of people. For all that we have learned from you, and for all that we will continue to learn from each other: Thank you, Steve.

I wanted to thank Geoff Coffey for originally posting on his blog the eulogy’s transcript

The New Apple Advantage

Peter Bright wrote a good piece earlier this week at Ars Technica, documenting his attempt to buy a MacBook Air-like Windows laptop (he doesn’t want an Air running Windows using Boot Camp because he doesn’t like Apple’s U.K. keyboard) and finds the experience confusing (too many models to choose from) and expensive (comparatively-equipped machines from Dell, HP, and Lenovo cost considerably more than an equivalent MacBook Air).

E.g., here’s Bright on shopping from Dell:

It’s even worse if I just browse without searching. The options I get are just… meaningless. Yes, I want “Everyday Computing,” so I want an Inspiron. But hang on, I also want “Design & Performance,” so I want an XPS. Wait a second, I want “Thin & Powerful,” too. So maybe I want a Z Series? But the only line that apparently matches my broad search criteria — lightweight, 11-14″ — I wouldn’t even consider because I don’t want a “gaming” laptop, and so I’m never going to click Alienware!

From HP:

The same odd labels cover everything — I know I don’t want “Mini/Netbook,” but I want both “Everyday Computing” (that term again) and “High performance” (because I don’t want it to be slow, do I?). And who knows what “Envy” means? When I tick my screen size and weight boxes, I get back a crop of lousy netbooks that are almost the complete opposite of what I want.

And Lenovo:

It starts off with the same stupid classifications that must make sense to some guy in marketing — “Powered for productivity” and “Optimized for entertainment” and “No-nonsense features built for versatility”.

Here’s what I wrote back in July, linking to Cory Doctorow’s review of the Samsung Galaxy Tab Some-Size-or-Another:

Cory Doctorow calls the new Samsung Galaxy Tab “meh”: Ever since the iPad shipped, I’ve been waiting impatiently for a comparable Android device to emerge — something of like shape, size and capacity, but from a more open ecosystem than the one Apple offers.

I love these sort of reviews. I want an Apple-quality product without the Apple, and I’m sure I’ll get one soon. Continue reading

How Apple works: Inside the world’s biggest startup

From Steve Jobs down to the janitor: How America’s most successful – and most secretive – big company really operates.

Editor’s note: This article appeared in the May 23, 2011 issue of Fortune magazine. A shorter version of it originally appeared on Fortune.com on May 9, 2011.

Apple doesn’t often fail, and when it does, it isn’t a pretty sight at 1 Infinite Loop. In the summer of 2008, when Apple launched the first version of its iPhone that worked on third-generation mobile networks, it also debuted MobileMe, an e-mail system that was supposed to provide the seamless synchronization features that corporate users love about their BlackBerry smartphones. MobileMe was a dud. Users complained about lost e-mails, and syncing was spotty at best. Though reviewers gushed over the new iPhone, they panned the MobileMe service. Steve Jobs doesn’t tolerate duds. Shortly after the launch event, he summoned the MobileMe team, gathering them in the Town Hall auditorium in Building 4 of Apple’s campus, the venue the company uses for intimate product unveilings for journalists. According to a participant in the meeting, Jobs walked in, clad in his trademark black mock turtleneck and blue jeans, clasped his hands together, and asked a simple question: “Can anyone tell me what MobileMe is supposed to do?” Having received a satisfactory answer, he continued, “So why the fuck doesn’t it do that?”

For the next half-hour Jobs berated the group. “You’ve tarnished Apple’s reputation,” he told them. “You should hate each other for having let each other down.” The public humiliation particularly infuriated Jobs. Walt Mossberg, the influential Wall Street Journal gadget columnist, had panned MobileMe. “Mossberg, our friend, is no longer writing good things about us,” Jobs said. On the spot, Jobs named a new executive to run the group. Continue reading

The secrets of Apple’s retail success

Apple’s retail stores have grown into a multi-million dollar business due to its strict employee guidelines and thoughtful attention to minute details, like the music used on demo machines. The Wall Street Journal took a close look at Apple’s retail operations and identified the secret sauce that has led to the company’s retail success.

These closely-guarded methods include:

  • Strict control over its employees: Apple employees are not allowed to discuss rumors with customers, and technicians are not allowed to mention any glitches. If you are caught writing about the company on the internet, you will be fired. Tardiness is not tolerated, and employees who are six minutes late to work more than three times in six months can be let go.
  • An emphasis on customer satisfaction, not sales numbers, that is spelled out with the acronym APPLE.
    • Approach customers with a personalized warm welcome
    • Probe politely to understand all the customer’s needs
    • Present a solution for the customer to take home today
    • Listen for and resolve any issues or concerns
    • End with a fond farewell and an invitation to return.
  • As part of this APPLE approach, technicians are urged to listen to customers and respond with assurances that you understand their needs. Salespeople are encouraged to find solutions for customers and not just make a sale. They are not allowed to correct a customer’s mispronunciation. New employees also undergo a rigorous training and mentoring process that can take weeks to complete.
  • Retail pay starts at US$9-$15 per hour for sales staff and up to $30 per hour for Genius employees. A move from retail to corporate is rare, and many employees leave when they realize they can’t advance up the ladder.
  • Though there are no sales quotas or commissions, Apple employees are encouraged to sell service packages. If they don’t sell enough care plans, they will be re-trained or moved to another position within the store.

These key components and more have joined to create a unique experience that draws millions of customers through Apple’s retail stores each quarter.

Travel: Hang Sơn Đoòng & Hang Én

Hình chụp từ tạp chí National Geoggraphic tháng 01/2011.

Rừng nguyên sinh bên trong hang.

Bên trong hang đủ rộng để chứa 1 toà nhà chọc trời 40 tầng…

Người ta nói “Cẩn thận, vào đây không chừng gặp khủng long…”

Hang Sơn Đoòng kể ra cũng không xa động Thiên Đường và Phong Nha là mấy…

Hình chụp 3D hang, dài kỉ lục…

Cấu trúc đá đã hình thành từ rất lâu…

Leo xuống từ miệng hang ở Loong Con…

Hang Én ngập nước mỗi độ mưa về, nên chỉ vào được vào mùa khô…

Những đoạn trần hang Én thấp lè tè…

Hồ nước và cửa hang Én, với hình ảnh con ngưởi bé nhỏ trước thiên nhiên…

Nhất định một ngày nào đó mình phải ghé tham quan nơi này.

With Jolie, Brad Pitt & Lan Phương

Những kỉ kiệm khó quên khi làm TVC cho X-Men và Nivea.

Với Mrs Smith “Jolie”. Tấm này chụp lúc 2h sáng ở nhà bếp của White Palace, khi quay cảnh đánh nhau giữa ông bà Smith…

Và Mr Smith “Brad Pitt”…

Và người đại diện của Nivea cho chương trình Kỉ niệm sinh nhật 100 năm, Lan Phương. She’s beautiful…