I don’t think Steve Jobs, seen as a whole package, holds much of a lesson for us mortals, as Gary Stix argues here. Nonetheless, Steve Jobs the book is as fascinating as one should expect. The broad contours of his life and the book’s contents are well known, so I won’t repeat them here; I will note a few things:
1) As early as 1980, Jobs was “thrashing about for ways to produce something more radically different. At first he flirted with the idea of touchscreens, but he found himself frustrated. At one demonstration of the technology, he arrived late, fidgeted awhile, then abruptly cut off one of the engineers in the middle of their presentation [. . . .]” Notice how early he was thinking about a product that didn’t make it into shipping products until 2007. But I’m not that interested in touchscreens because, at least so far, they’re lousy for typing and other kinds of content creation. More than anything else I’m a writer, and I don’t see much use for iPads beyond checking Facebook, reading e-mails, and watching YouTube videos. Maybe they’d be useful as menus and such too. Charlie Stross gets this, and he a) actually has one and b) explains more about their uses and limitations Why I don’t use the iPad for serious writing.”
2) Not all of the book’s writing is great—phrases and ideas are too often repeated, and Isaacson shies from figurative or hyperbolic language, like a 13-year-old not quite ready to approach the opposite sex. Nonetheless, the books has enough evocative moments to balance its stylistic plodding, as in this moment: “Randy Wigginton, one of the engineers, summed it up: ‘The Apple III was kind of like a baby conceived during a group orgy, and later everybody had this bad headache, and there’s this bastard child, and everyone says, “It’s not mine.”‘”
I have yet to see an “individual orgy,” as opposed to a “group orgy,” but the metaphor nonetheless resonates.
3) Jobs didn’t think the same way most of us do about a wide array of topics. He didn’t think like the idiotic managers who think anything that can’t be measured automatically has no value. One can see non-standard thinking that works all over the book—it would be interesting to look too at people with non-standard thinking who fail—and I noticed this moment, at a Stanford class, where Jobs took business questions for while:
When the business questions tapered off, Jobs turned the tables on the well-groomed students. ‘How many of you are virgins?’ he asked. There were nervous giggles. ‘How many of you have taken LSD?’ More nervous laughter, and only one or two hands went up. Later Jobs would complain about the new generation of kids, who seemed to him more materialistic and careerist than his own. ‘When I went to school, it was right after the sixties and before this general wave of practical purposefulness had set in,’ he said. ‘Now students aren’t even thinking in idealistic terms, or at least nowhere near as much.’
Students are too shocked, and by the time they get to me they’re too often well-behaved in a dull way. I’ve mentioned weed in class, and the students are usually astonished. But I remember being a freshman, and most of the shock is undeserved. I went to school at Clark University, where mentions of pot smoking and LSD seemed fairly normal.
“Practical purposefulness” can be impractical when it blinds one to alternative possibilities that the well mannered simply cannot or will not imagine.
4) The last four paragraphs of the book are perfect.
5) Here’s Steven Berlin Johnson on the book; notice:
After devouring the first two-thirds of the book, I found myself skimming a bit more through the post-iPod years, largely because I knew so many of the stories. (Though Isaacson has extensive new material about the health issues, all of which is riveting and tragic.) At first, I thought that the more recent material was less compelling for just that reason: because it was recent, and thus more fresh in my memory. But it’s not that I once knew all the details about the battle with Sculley or the founding of NeXT and forgot them; it’s that those details were never really part of the public record, because there just weren’t that many outlets covering the technology world then.
This reminded me of a speech I gave a few years ago at SXSW, that began with the somewhat embarrassing story of me waiting outside the College Hill bookstore in 1987, hoping to catch the monthly arrival of MacWorld Magazine, which was just about the only conduit for information about Apple back then. In that talk, I went on to say:
If 19-year-old Steven could fast-forward to the present day, he would no doubt be amazed by all the Apple technology – the iPhones and MacBook Airs – but I think he would be just as amazed by the sheer volume and diversity of the information about Apple available now. In the old days, it might have taken months for details from a John Sculley keynote to make to the College Hill Bookstore; now the lag is seconds, with dozens of people liveblogging every passing phrase from a Jobs speech. There are 8,000-word dissections of each new release of OS X at Ars Technica, written with attention to detail and technical sophistication that far exceeds anything a traditional newspaper would ever attempt. Writers like John Gruber or Don Norman regularly post intricate critiques of user interface issues. (I probably read twenty mini-essays about Safari’s new tab design.) The traditional newspapers have improved their coverage as well: think of David Pogue’s reviews, or Walt Mossberg’s Personal Technology site. And that’s not even mentioning the rumor blogs.
So in a funny way, the few moments at the end of Steve Jobs where my attention flagged turned out to be a reminder of one of the great gifts that the networked personal computer has bestowed upon us: not just more raw information, but more substantive commentary and analysis, in real-time.
Except I’m a native to this environment: by the time I came to be cognizant of the world, this was already, if not a given, then at least very close. The later sections of the book had the feel of stuff I’ve already seen on the Internet, and much of the most interesting work analyzing Steve Jobs’ personality, predilections, and power had been done earlier.
To some extent, it’s always easier to chart rises than plateaus, and this is certainly true in Jobs’ case. The very end of Steve Jobs described the steps he’s taken to try ensuring the company continues in the mold of a company capable of producing great stuff—unlike most companies, which slowly come to be ruled by bean-counters and salarymen. Japanese companies like Sony are instructive here: Akio Morita‘s departure from the company coincided with its stagnation, which is most evident in its failure to see the iPod coming.
6) There are many subtle lessons that would be easy to miss in Steve Jobs and from Steve Jobs.