高級商務(wù)英語1,unit4翻譯(編輯修改稿)
2025-05-04 01:48 本頁面
【文章內(nèi)容簡介】 in Apple’s image. “What makes him different is that he’s creating jobs and economic activity out of thin air while just about every other CEO in America is working out ways to cut costs and lay people off.”硅谷金融家羅杰?麥克納米(Roger McNamee)表示：“史蒂夫是最后一個(gè)偉大的創(chuàng)造者。他的與眾不同之處在于，當(dāng)美國其他首席執(zhí)行官都在設(shè)法削減開支和裁員的時(shí)候，他卻在憑空創(chuàng)造新的就業(yè)和經(jīng)濟(jì)活動?！丙溈思{米最近曾模仿蘋果重建Palm，但宣告失敗。The sophistication of his touchscreen devices is a long way from Mr Job’s rudimentary start in the garage of his adoptive parents in suburban northern California. It was there that the circuit boards were assembled for the first personal puters designed by cofounder Steve Wozniak. Rough wooden cases to house the boards were an optional extra.蘋果觸摸屏產(chǎn)品的復(fù)雜性，遠(yuǎn)遠(yuǎn)超過了喬布斯在車庫中鼓搗出的初級產(chǎn)品。當(dāng)時(shí)喬布斯在其位于加州北部郊區(qū)的養(yǎng)父母家中，與史蒂夫?沃茲尼亞克(Steve Wozniak)用電路板組裝出第一臺個(gè)人電腦。外面套著一個(gè)做工粗糙的木盒——這是可選配件。There was little in Mr Jobs’ beginnings that gave a hint of what was to e. A college dropout with no formal engineering background, he had just returned from a trip to India when he and Mr Wozniak found a way to turn their electronics hobby into a fledgling business.創(chuàng)業(yè)之初，沒有任何跡象表明喬布斯能取得今日的成就。他從大學(xué)退了學(xué)，沒有任何正式的工程背景，剛剛從印度旅行回來。他不過是與沃茲尼亞克一起找到了一種方法，將他們對電子產(chǎn)品的愛好轉(zhuǎn)化為了初創(chuàng)企業(yè)。As told by journalistturnedventure capitalist Michael Moritz in Return to the Little Kingdom, Mr Jobs’ spiritual aspirations left him with little use for either shoes or soap for long periods – to the distress of coworkers. A spirituality guided by his training in Zen Buddhism has played a central part in his life, even prompting him to eschew formal medical treatment for a period during his battle with pancreatic cancer.風(fēng)險(xiǎn)投資家邁克爾?莫里茨(Michael Moritz)在《重返小王國》(Return to the Little Kingdom)一書中寫道，喬布斯對性靈的追求導(dǎo)致在很長一段時(shí)間里，鞋子或者肥皂對他來說都毫無用處——這令與他共事的人十分痛苦。禪宗佛教教義在他的生活里扮演著中心角色，以致于在患上胰臟癌之后，他有一段時(shí)間拒絕接受常規(guī)治療，試圖通過佛教提倡的“精神力”克服病患。Mr Jobs’ first stint at Apple was to last less than a decade. At the age of 30, after a power struggle with a more experienced executive who had been hired to run the upstart pany, he was out. But in 1997, a floundering Apple acquired Mr Job’s second pany, Next, and within the year he was back in control.不到10年后，蘋果聘用了一位更富有經(jīng)驗(yàn)的經(jīng)理人來管理這家迅速成長的企業(yè)，在一場權(quán)力斗爭之后，30歲的喬布斯選擇了離開他一手創(chuàng)辦的公司。但在1997年，陷入困境的蘋果收購了喬布斯開辦的第二家公司NeXT，這一年還沒過去，喬布斯便再度掌控蘋果。The iPad is the culmination of an approach that he has seemingly been perfecting for his entire career. Those who have laboured under him describe him as a stern taskmaster who understands the art of the possible, rather than a longrange visionary. That means pushing relentlessly forward rather than milking old successes – even ones as significant as the iPod.iPad是喬布斯日臻完美的職業(yè)生涯的巔峰之作。曾在他手底下做事的人將他描述為一個(gè)嚴(yán)厲的工頭，只理解無限可能的藝術(shù)，而不是長期遠(yuǎn)景。這意味著堅(jiān)持不懈地向前邁進(jìn)，而不是依靠往日的成功獲利——即使是iPod這樣的明星產(chǎn)品?！癘ther panies might try to stretch out the life of [the iPod], but
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