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Tim Cook’s Speech at Steve Jobs Memorial Chloe Albanesius

Albanesius, C. “Tim Cook’s Speech at Steve Jobs Memorial.” PCMag 23 October 2011. Web. 20 February 2013.

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Albanesius, Chloe. “Tim Cook’s Speech at Steve Jobs Memorial.” PCMag 23 October 2011. Web. 20 February 2013. This material is copyrighted and therefore must be securely destroyed immediately after use. DO NOT provide a copy of this material to anyone (teacher, student, or otherwise) who is not directly involved with this test administration.

Tim Cook’s Speech at Steve Jobs Memorial by Chloe Albanesius

Good morning. It’s so great to see so many of you here today and to have even more 1 joining us remotely around the world. We’ve closed all of the retail stores in the world right 2 now, and they are all with us as well. 3

Before I get started, I’d like to recognize a very special guest. Steve’s wife, Laurene Powell 4 Jobs, has joined us today. Laurene not only brought Steve great strength, but all of us as 5 well, especially over the last couple of weeks. As I have, and I know many of you have, 6 we’ve been spending a lot of time mourning Steve’s passing. The last two weeks for me 7 have been the saddest of my life by far. But I know Steve, and Steve would have wanted 8 this cloud to lift for Apple, and our focus to return to the work that he loved so much. So it’s 9 with that spirit that we wanted to get the entire company together today to celebrate Steve’s 10 extraordinary life and the many accomplishments he had across his life. 11

People all over the world have been deeply moved by his passing and many have spoke 12 about what he meant to them. You’ve probably seen characterizations; he’s been called a 13 visionary, a creative genius, a rebel, a non-conformist, an original, the greatest CEO ever, 14 the best innovator of all time. Steve’s legacy is to think about the way he lived and what he 15 left for us. He leaves with what he did, what he said, and what he stood for. 16

He did some amazing things and he himself once said, "to get to work on one revolutionary 17 product in a career is extraordinary." By my count, he worked on six. The introduction of the 18 Macintosh in 1984 revolutionized personal computing and desktop publishing. And the ad 19 that ran during the Super Bowl, to launch the product, set a benchmark for advertising that 20 is still widely held today as the best ad of all time. 21

With iPod and iTunes, Steve reminded all of us of our love for music, changed the way the 22 world listen to music, and along the way, changed the entire music industry. 23

The iPhone revolutionized the mobile phone industry and redefined what a smartphone 24 should be. The iPhone would become the best-selling smartphone in the world and many 25 people around the world today can’t imagine their lives without it. 26

And just last year, with the introduction of the iPad, Apple jumpstarted an entirely new 27 product category that no one thought they needed and now no one can live without. 28

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And along the way, he created the best animation studio called Pixar and taught us that 29 cartoons weren’t just for kids. And if that wasn’t enough, he initiated a retail strategy for 30 Apple that would set a benchmark for all retailers around the world to strive for. 31

Throughout his life, he said truly profound things that have provided me and so many others 32 a guiding light. He said, "simple can be harder than complex; you have to work hard to get 33 your thinking clean to make it simple, but it’s worth it in the end because once you get 34 there, you can move mountains." He said, "Technology alone is not enough. It’s technology 35 married with liberal arts, married with the humanities that yields us the result that makes our 36 heart sing." He said, "If you do something and it turns out pretty good, then you should just 37 do something else wonderful, not dwell on it for too long, just figure out what’s next." And 38 finally, he said, "My model for business is The Beatles. They were four guys who kept each 39 others’ kind of negative tendencies in check. They balanced each other and the total was 40 greater than the sum of the parts. That’s how I see business. Great things in business are 41 never done by one person, they’re done by a team of people." 42

I personally admire Steve not most for what he did, or what he said, but for what he stood 43 for. The largest lesson I learned from Steve was that the joy in life is in the journey, and I 44 saw him live this every day. Steve never followed the herd. He thought deeply about almost 45 everything and was the most unconventional thinker I have ever known. He always did what 46 he thought was right, not what was easy. He never accepted the merely good. He would 47 only accept great—insanely great. 48

He valued beauty in everything, and insisted that everything that Apple do be beautiful. He 49 believed the future does not belong to those who are content with today, and pushed 50 himself incredibly hard and those around him to achieve more. This is the way he lived, and 51 these are the things he leaves us. What he did, what he said, and what he stood for. 52

But there is one more thing he leave us. He leaves us with each other because without him, 53 Apple would have died in the late ’90s and the vast majority of us would have never met. 54 Other than his family, Apple would be his finest creation. He thought about Apple until his 55 last day, and among his last advice he had for me and for all of you was to never ask what 56 he would do. "Just do what’s right," he said. 57

He said he saw Disney paralyzed after Walt Disney’s passing as everyone spent all of their 58 time thinking and talking about what Walt would want, and he did not want this to occur at 59 Apple. 60

When Steve came back to Apple, he wanted to create an ad that would re-establish and 61 remind us of our core values and beliefs and it was meant more for the employees of the 62 company than for the customers of the company. We didn’t have any great new products to 63

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talk about yet; those would come a year later with the iMac. So we worked with our ad 64 agency to create a campaign that featured some of his greatest heroes. Steve was involved 65 in carefully crafting every word of this ad and these words touched the bottom of his soul. 66

The version that we all saw on TV was read by Richard Dreyfus, but what you may not 67 know is that Steve also read a version but chose not to run that version because he did not 68 want it to be about him. He wanted it to be about Apple. I personally heard this version for 69 the first time after he passed away and was very deeply moved by it, and I would like to 70 play the audio of The Crazy Ones, as read by Steve, so you can hear the words he wrote 71 and in his voice. 72

Jobs Voiceover: Here’s to the crazy ones, the misfits, the rebels, the troublemakers, the 73 round pegs in the square holes, the ones who see things differently. They’re not fond of 74 rules and they have no respect for the status quo. You can quote them, disagree with them, 75 glorify or vilify them. About the only thing you can’t do is ignore them because they change 76 things, they push the human race forward. While some may see them as the crazy ones, 77 we see genius. Because the people who are crazy enough to think they can change the 78 world are the ones who do. 79

Let’s join together for a moment of silence and reflect on what Steve meant to each of us 80 and to the world. 81

Thank you. You know, looking out at everyone, Steve would’ve loved this, I can tell you 82 that. 83

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The Genius of Jobs

Walter Isaacson

Isaacson, Walter. “The Genius of Jobs.” New York Times. 29 October 2011. Web. 2 January 2013.

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Isaacson, Walter. “The Genius of Jobs.” New York Times. 29 October 2011. Web. 2 January 2013. This material is copyrighted and therefore must be securely destroyed immediately after use. DO NOT provide a copy of this material to anyone (teacher, student, or otherwise) who is not directly involved with this test administration.

The Genius of Jobs By Walter Isaacson

One of the questions I wrestled with when writing about Steve Jobs was how smart he 1 was. On the surface, this should not have been much of an issue. You’d assume the 2 obvious answer was: he was really, really smart. Maybe even worth three or four 3 reallys. After all, he was the most innovative and successful business leader of our era 4 and embodied the Silicon Valley dream writ large: he created a start-up in his parents’ 5 garage and built it into the world’s most valuable company. 6

But I remember having dinner with him a few months ago around his kitchen table, as 7 he did almost every evening with his wife and kids. Someone brought up one of those 8 brainteasers involving a monkey’s having to carry a load of bananas across a desert, 9 with a set of restrictions about how far and how many he could carry at one time, and 10 you were supposed to figure out how long it would take. Mr. Jobs tossed out a few 11 intuitive guesses but showed no interest in grappling with the problem rigorously. I 12 thought about how Bill Gates would have gone click-click-click and logically nailed the 13 answer in 15 seconds, and also how Mr. Gates devoured science books as a vacation 14 pleasure. But then something else occurred to me: Mr. Gates never made the iPod. 15 Instead, he made the Zune. 16

So was Mr. Jobs smart? Not conventionally. Instead, he was a genius. That may 17 seem like a silly word game, but in fact his success dramatizes an interesting 18 distinction between intelligence and genius. His imaginative leaps were instinctive, 19 unexpected, and at times magical. They were sparked by intuition, not analytic rigor. 20 Trained in Zen Buddhism, Mr. Jobs came to value experiential wisdom over empirical 21 analysis. He didn’t study data or crunch numbers but like a pathfinder, he could sniff 22 the winds and sense what lay ahead. 23

He told me he began to appreciate the power of intuition, in contrast to what he called 24 “Western rational thought,” when he wandered around India after dropping out of 25 college. “The people in the Indian countryside don’t use their intellect like we do,” he 26 said. “They use their intuition instead. . . . Intuition is a very powerful thing, more 27 powerful than intellect, in my opinion. That’s had a big impact on my work.” 28

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Mr. Jobs’s intuition was based not on conventional learning but on experiential 29 wisdom. He also had a lot of imagination and knew how to apply it. As Einstein said, 30 “Imagination is more important than knowledge.” 31

Einstein is, of course, the true exemplar of genius. He had contemporaries who could 32 probably match him in pure intellectual firepower when it came to mathematical and 33 analytic processing. Henri Poincaré, for example, first came up with some of the 34 components of special relativity, and David Hilbert was able to grind out equations for 35 general relativity around the same time Einstein did. But neither had the imaginative 36 genius to make the full creative leap at the core of their theories, namely that there is 37 no such thing as absolute time and that gravity is a warping of the fabric of space-time. 38 (O.K., it’s not that simple, but that’s why he was Einstein and we’re not.) 39

Einstein had the elusive qualities of genius, which included that intuition and 40 imagination that allowed him to think differently (or, as Mr. Jobs’s ads said, to Think 41 Different.) Although he was not particularly religious, Einstein described this intuitive 42 genius as the ability to read the mind of God. When assessing a theory, he would ask 43 himself, Is this the way that God would design the universe? And he expressed his 44 discomfort with quantum mechanics, which is based on the idea that probability plays 45 a governing role in the universe by declaring that he could not believe God would play 46 dice. (At one physics conference, Niels Bohr was prompted to urge Einstein to quit 47 telling God what to do.) 48

Both Einstein and Mr. Jobs were very visual thinkers. The road to relativity began when 49 the teenage Einstein kept trying to picture what it would be like to ride alongside a light 50 beam. Mr. Jobs spent time almost every afternoon walking around the studio of his 51 brilliant design chief Jony Ive and fingering foam models of the products they were 52 developing. 53

Mr. Jobs’s genius wasn’t, as even his fanboys admit, in the same quantum orbit as 54 Einstein’s. So it’s probably best to ratchet the rhetoric down a notch and call it ingenuity. 55 Bill Gates is super-smart, but Steve Jobs was super-ingenious. The primary distinction, I 56 think, is the ability to apply creativity and aesthetic sensibilities to a challenge. 57

In the world of invention and innovation, that means combining an appreciation of the 58 humanities with an understanding of science—connecting artistry to technology, poetry 59 to processors. This was Mr. Jobs’s specialty. “I always thought of myself as a humanities 60

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person as a kid, but I liked electronics,” he said. “Then I read something that one of my 61 heroes, Edwin Land of Polaroid, said about the importance of people who could stand at 62 the intersection of humanities and sciences, and I decided that’s what I wanted to do.” 63

The ability to merge creativity with technology depends on one’s ability to be 64 emotionally attuned to others. Mr. Jobs could be petulant and unkind in dealing with 65 other people, which caused some to think he lacked basic emotional awareness. In 66 fact, it was the opposite. He could size people up, understand their inner thoughts, 67 cajole them, intimidate them, target their deepest vulnerabilities, and delight them at 68 will. He knew, intuitively, how to create products that pleased, interfaces that were 69 friendly, and marketing messages that were enticing. 70

In the annals of ingenuity, new ideas are only part of the equation. Genius requires 71 execution. When others produced boxy computers with intimidating interfaces that 72 confronted users with unfriendly green prompts that said things like “C:\>,” Mr. Jobs saw 73 there was a market for an interface like a sunny playroom. Hence, the Macintosh. Sure, 74 Xerox came up with the graphical desktop metaphor, but the personal computer it built 75 was a flop and it did not spark the home computer revolution. Between conception and 76 creation, T. S. Eliot observed, there falls the shadow. 77

In some ways, Mr. Jobs’s ingenuity reminds me of that of Benjamin Franklin, one 78 of my other biography subjects. Among the founders, Franklin was not the most 79 profound thinker—that distinction goes to Jefferson or Madison or Hamilton. But 80 he was ingenious. 81

This depended, in part, on his ability to intuit the relationships between different things. 82 When he invented the battery, he experimented with it to produce sparks that he and 83 his friends used to kill a turkey for their end of season feast. In his journal, he recorded 84 all the similarities between such sparks and lightning during a thunderstorm, then 85 declared “Let the experiment be made.” So he flew a kite in the rain, drew electricity 86 from the heavens, and ended up inventing the lightning rod. Like Mr. Jobs, Franklin 87 enjoyed the concept of applied creativity—taking clever ideas and smart designs and 88 applying them to useful devices. 89

China and India are likely to produce many rigorous analytical thinkers and 90 knowledgeable technologists. But smart and educated people don’t always 91 spawn innovation. America’s advantage, if it continues to have one, will be that 92

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it can produce people who are also more creative and imaginative, those who 93 know how to stand at the intersection of the humanities and the sciences. That 94 is the formula for true innovation, as Steve Jobs’s career showed. 95

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The Steve Jobs Way

Jon Katzenbach

Adapted and reprinted with permission from “The Steve Jobs Way” by Jon Katzenbach from the Summer 2012 issue of strategy + business magazine, published by Booz & Company Inc. Copyright © 2012. All rights reserved. www.strategy-business.com

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This material is copyrighted and therefore must be securely destroyed immediately after use. DO NOT provide a copy of this material to anyone (teacher, student, or otherwise) who is not directly involved with this test administration.

The Steve Jobs Way by Jon Katzenbach

Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated. . . . Steve Jobs was certainly a willful and driven leader, and the products and 1 services he directed his companies to develop and commercialize changed the 2 way many of us live, as well as the course of a diverse set of industries, including 3 computing, publishing, movies, music, and mobile telephony. 4 At the same time, Jobs’s leadership style was complex. He was intensely 5 focused when committed, confident enough to take risky leaps, and charismatic 6 enough to enlist legions of employees and customers in the relentless pursuit of 7 his aspirations. He was also interpersonally immature well into his adult life: 8 impatient, stubborn, and hypercritical, if not downright cruel at times. Jobs may 9 have been, as [biographer, Walter] Isaacson says, “the greatest business 10 executive of our era,” but he was a mercurial1, demanding, and tyrannical one. 11 All too often he was the antithesis2 of the “servant leader” model popularized in 12 the 1990s (the giving, caring organizational mentor who in many ways contrasted 13 with the hero model of a century prior). 14 However, Jobs’s seemingly destructive behaviors sparked peak performance as 15 much as they undermined it, depending on where and how he applied them. 16 They also helped shape the unique and powerful cultures Jobs seeded—twice at 17 Apple, as well as at NeXT and at Pixar. (And few would have predicted Pixar’s 18 runaway success in movie animation. Certainly not the Walt Disney Company, 19 which eventually bought Pixar to secure its hit-making abilities, an action that 20 made Jobs Disney’s largest shareholder.) Far better than most leaders, Jobs 21 intuitively understood the power of cultural influence in sustaining the strategic 22 capabilities implicit in his perpetual vision of creating, as he put it, “an enduring 23 company where people were motivated to make great products . . . a company 24 that will stand for something a generation or two from now.” It’s hard to argue 25 with that aspiration; time will tell whether Apple makes it happen. 26 Jobs’s volatile approach to leadership is both fascinating and perplexing. For 27 instance, Jobs had a fickle commitment construct—he fell in and out of love with 28 1 mercurial: quick to change his mind or attitude 2 antithesis: opposite

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people much too easily, both personally and professionally. In his relentless 29 pursuit of top talent, he was able to create highly skilled organizations. But he 30 also missed the potential contribution of many people who were not yet (and 31 perhaps never would be) so-called A players. It is surprising, however, that many 32 of the people Jobs abandoned along the way retained a grudging respect for his 33 positive qualities—and a few even came back for more of his particular brand of 34 abuse. 35 When it came to teamwork, Jobs had a highly effective modus operandi3 with a 36 dark side. He always challenged teams—from those involved in the early product 37 efforts led by Apple cofounder Steve Wozniak onward—to reach beyond the 38 possible. A few strong people thrived on this, rising to become top performers 39 who were highly motivated by the pride they derived from striving to meet the 40 challenge. But many others were needlessly frustrated. The price a leader pays 41 for such behavior is the loss of people who need more encouragement along the 42 way. Such an approach also undermines the emotional commitment of B players, 43 who in most enterprises constitute more than triple the organizational teaming 44 capacity of A players. 45 Then there was Jobs’s habit of distorting reality to fit his purposes, coupled with 46 the impatience, criticism, and brusqueness that often accompanied it. On the one 47 hand, the “Jobs version” could create a compelling vision of what might be. 48 Witness the strong cultures that he fostered at his companies: Even through the 49 10 years he was exiled from Apple, the underlying essence of the culture he 50 established somehow stayed alive. On the other hand, Jobs’s reality distortion 51 could be extremely alienating, and it sapped his credibility, especially when he 52 used it to dismiss a promising idea or an effort as “a piece of crap.” 53 If other leaders emulate these traits—the good and the bad—will they get Jobs-54 like results? The short answer is no. Applied to the wrong strategy, market, or 55 product, his behaviors could sink a company. In the end, what made Jobs such a 56 successful leader was his much-lauded talent at envisioning and delivering 57 breakthrough products and services. His ability to innovate for his customers in a 58 way few leaders had done before served as a salve to his gruff personal style. 59 Very few top leaders pay as much attention to product and design detail as Jobs 60 did. He always considered simplicity, functionality, and consumer appeal before 61 3 modus operandi: manner of working

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cost efficiency, sales volume, or even profit. That attention was integral to the 62 strategic and marketing capabilities of his companies. In these respects, Jobs 63 was an entrepreneurial leader in the mode of Walt Disney and Edwin Land, both 64 of whom he admired. 65 Jobs famously said that “customers don’t know what they want until we’ve shown 66 them.” Indeed, he had a remarkable, but not infallible, ability to develop products 67 that consumers would buy and savor, as well as the confidence, courage, and 68 drive to bring them to life. Part and parcel of this appeal was Jobs’s remarkably 69 clean sense of design, which Isaacson traces back to his study of Zen Buddhism 70 and, further still, to his adoptive father, a blue-collar mechanic who rebuilt cars in 71 the family’s garage for extra income. Much of Jobs’s genius—and Isaacson 72 contends his genius was for “imaginative leaps [that] were instinctive, 73 unexpected, and at times magical”—stemmed from his ability to integrate diverse 74 disciplines, particularly the humanities and science, a sort of synthesis of artistry 75 and engineering. 76 With age and experience, Steve Jobs became a better leader of people. 77 Although Jobs was never one to dwell on his own shortcomings, Isaacson quotes 78 a statement he made during a 2007 conference in which he revealed a 79 somewhat reluctant, even latent sense of an important flaw. “Because Woz and I 80 started the company based on doing the whole banana, we weren’t so good at 81 partnering with people,” he said of Apple’s design philosophy. “I think if Apple 82 could have had a little more of that in its DNA, it would have served it extremely 83 well.” Jobs would have benefited from more of that in his leadership DNA, too. 84 Who knows—if he had had more time, he might have been able to close that gap 85 altogether. 86

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Tim Cook’s Speech at Steve Jobs Memorialspartanenglish1.weebly.com/uploads/5/8/1/0/58101391/jobs_texts.pdf · Albanesius, Chloe. “Tim Cook’s Speech at Steve Jobs Memorial.”