쉐도잉 연습: Before the Comeback: Steve Jobs’ Most Honest Interview (1994) #tech #apple #news - 영상으로 영어 말하기 배우기

Thank you.

There's no risk.

That's why you need to do it young.

That's why we started Apple.

We said, you know, we have absolutely nothing to lose.

I was 20 years old at the time.

Woz was 24 or 5.

We have nothing to lose.

We have no families, no children, no houses.

Woz had an old car.

I had a Volkswagen van.

All we were going to lose is our cars

and the shirts off our back had nothing to lose and we had everything to gain.

And we figured even if we crash and burn and lose everything, the experience will have been worth ten times the cost.

So what did we have to lose?

There was no risk.

Apple was a very classic Silicon Valley startup in the sense that Steve Wozniak and my partner both worked for Hewlett Packard.

Matter of Was was still working there when we started Apple.

And Hewlett-Packard was the genesis of not just the concept of starting your own company,

but and of course it was the primary role model in the Valley,

but it was also the ethics or the ethical basis of how you wanted to build your company, a company that was based on values,

not based on just making money.

And HP had the HP way and they had a list of their values.

And the first one was, we need to make a profit or else we can't keep this company going.

But after that, they got into how they wanted to treat individuals and conduct their corporate life.

And it was, it's very idealistic in my opinion.

So we were, we were very much influenced by that.

The second thing that made us very,

very typical in a way was that we were building a product that we ourselves were the customer for.

We were building something we wanted ourselves, just like Hewlett and Packard started building test equipment and equipment for engineers.

Well, they were engineers, so they could, in essence, do the marketing.

They could figure out what an engineer might want in a product as well as design it.

We wanted a computer, and we knew exactly what we wanted in a computer.

So we could do the marketing as well as the engineering of that product.

This changed later as we started selling to people that were different than us, but certainly in the first several years of Apple, we were selling to people that were just like us.

And a lot of Silicon Valley companies have started that way.

In Silicon Valley, if you had to say what was the seminal bud, it was Stanford University, Fred Terman encouraging Hewlett Packard,

the Varian brothers to not go back east but to stay here.

That was the germ.

The second big growth phase and the real modern-day shot in the arm was when William Shockley,

the racist, returned home to his hometown of Palo Alto to start a semiconductor company.

He was one of the three co-discoverers of the transistor at Bell Labs.

And he returned home to Palo Alto and he started Shockley Semiconductor.

And he brought with him about a half a dozen of the brightest young people in the country on this.

And in a way, it was very lucky that he turned out to be a terrible manager and businessman.

And several of these people defected, headed by Bob Noyce, who raised money from a big company out east called Fairchild Camera and Instrument to start Fairchild Semiconductor.

And the rest is history.

Fairchild was, you know, the second seminal company in the valley after Hewlett Packard

and really was the launching pad for every semiconductor company and the whole semiconductor industry which built the valley.

So it was, it's an incredible place.

When you look back at the end of the century, I'm sure that people will feel of the ten greatest inventions and discoveries of the century, five of them happened within ten miles a year, twenty miles a year.

Genetic engineering, the integrated circuit, the microprocessor, the personal computer, it's just amazing what this valley has done.

I think that's a very healthy way to look at it.

Some people say, well, you could have gone to college and been a lawyer.

Well, you're right, but you can go to college and be a lawyer when you're 25.

There's nothing that stops you from doing that.

You really, the only thing you really have in your life is time.

And if you invest that time in yourself to have great experiences that are going to enrich you,

then you can't possibly lose.

So I always advise people, don't wait.

Do something when you're young, when you have nothing to lose, and keep that in mind.

And I think that's the best way.

Not that people can't start companies when they're 50.

I've seen that.

Very successful companies.

But it's a lot easier when you're young and have nothing to lose and don't have the responsibilities to other people

that you will acquire later on in your life.

So over the years, we developed some very, very sophisticated ways of tracking human factors.

Before, we knew the name human factors.

We called it gameplay interface.

But in fact, it was human factors pushed to an extreme.

And I think that it's not by accident that Steve Jobs worked at Atari

because he understood some of the human factors that was part of it that ultimately turned into the Macintosh,

which has been the human factors winner.

And even though an awful lot of it was developed at Park, Steve knew it when he saw it.

I called up Bill Hewlett when I was 12 years old, and he lived in Palo Alto.

His number was still in the phone book.

And he answered the phone himself.

He said, yes.

He said, hi, I'm Steve Jobs.

I'm 12 years old.

I'm a student in high school, and I want to build a frequency counter.

And I was wondering if you had any spare parts I could have.

And he laughed, and he gave me the spare parts to build his frequency counter, and he gave me a job that summer in Hewlett-Packard working on the assembly line, putting nuts and bolts together on frequency counters.

He got me a job in the place that built them.

And I was in heaven.

One of the things that Woz and I did was we built blue boxes.

These are obsolete now, but they were devices that you could build.

You know, when you make a long-distance phone call in the background, you hear, do-do-do-do-do-do.

Those are the telephone computers actually signaling each other, sending information to each other to set up your call.

And the signaling they use is a lot like touch-tone phones, only it's different frequencies.

Well, you can make a box that emits those frequencies, that can make those tones.

And there's a way to, there used to be a way to fool the entire telephone system into thinking you were a telephone computer,

and to open up itself and let you call anywhere in the world for free.

And matter of fact, you could go to, you could, you know, call from a payphone, go to White Plains, New York, take a satellite to Europe, take a cable to Turkey,

come back to Los Angeles, and you go around the world three or four times

and call the payphone next door and shout in the phone

and be about 30 seconds and come out the other end of the other phone.

So we actually, and these were illegal, I have to add, but in spite of that, we were so fascinated by them that Woz and I actually figured out how to build one.

100

We built the best one in the world.

101

It was the first digital blue box in the world.

102

And we would give them to our friends and use them ourselves.

103

And, you know, you rapidly run out of people you want to call.

104

But it was the magic of the fact that two teenagers could build this box for $100 worth of parts

105

and control hundreds of billions of dollars of infrastructure in the entire telephone network in the whole world

106

from Los Altos and Cupertino, California.

107

That was magical.

108

And experiences like that taught us the power of ideas,

109

the power of understanding that if you could build this box, you can control hundreds of millions of dollars worth of telephone infrastructure around the world.

110

That's a powerful thing.

111

And that, if we hadn't have made blue boxes, there would have been no apple.

112

Because we would have not had not only the confidence that we could build something and make it work, because it took us six months of discovery to figure out how to build this.

113

It was a tremendous process in itself.

114

But we also had the sense of magic that we could sort of influence the world.

115

You know, control it in the case of blue boxes, but something much more powerful than controlling, influencing in the case of Apple.

116

And they're very closely related.

117

I really do to this day feel if we hadn't had those blue box experiences, there never would have been an Apple computer.

118

Now, if you want to know what's going to happen in five years, you don't look in the mainstream, you look at the fringe.

119

And the fringe back in 1975 was the homebrew computer club.

120

and it was a bunch of people that were in this area

121

that were into building their own computers because they couldn't afford to buy them.

122

Computers were $100,000, $50,000, and we could afford that.

123

Every two weeks we had a meeting at the Stanford Linear Accelerator Center on Wednesday nights, and boy, that was the most important day of my life.

124

The rest of the two weeks was almost all my spare time was spent planning

125

and writing some software to show up and planning for this event, the Homebrew Computer Club, and go down there, and as shy as I was and I'd never raise my hand and say anything,

126

there was a period where we could show off something we have

127

and I would set up my computer with my Sears color TV

128

and people would come up and ask questions and I could answer them and

129

Everybody that was interested in building computers was at that meeting

130

and there were you know a few hundred people at

131

that meeting It got up to that that big initially it was maybe 50, but it grew to 200 300 people eventually and

132

We started going when it was you know literally 30 40 people and

133

and Waz and I always had the coolest stuff there.

134

And we built a reputation for having the needed stuff.

135

I remember Steve Jobs asking me whether I wanted to help him fund Apple Computer, offering me a third for $50,000 and I turned him down.

136

So that's kind of one that got away.

137

I can remember Steve and Steve, Steve Waz and Steve Jobs,

138

Steve Jobs working on a product breakout and doing a design that was so clever, because in those days it was heavily hardware,

139

that they essentially broke the bank.

140

I think we

141

felt that 70 chips was about a normal thing and that

142

if you could get it down to 60 you were really doing good.

143

I think they got it down to 38.

144

The only problem was it used so many feedback loops that you couldn't really test it.

145

So we had to escalate it back up again.

146

But they got their bonus and everybody was happy.

147

It's interesting you look at something and you say, wow, that's neat.

148

But if you look before it by several years, you'll find the precursors to it.

149

All the things that you learned along the way that kind of added up to be able to take a bigger step.

150

And for Waz and I, you know, Waz and I, I met Waz when I was maybe 12 years old, 13 years old.

151

He was the first person I met that knew more electronics than I did.

152

So we became fast friends.

153

A couple of guys with no money didn't really have the capital to build the sort of computer

154

that was going to sell zillions into all the homes, build a thousand a month.

155

We didn't have the money either.

156

But Steve again went out and started, you know, looking for people who would put money into something that could go.

157

When Steve Jobs and Woz decided they might be able to build a business out of what they had,

158

they didn't know anyone to call except Nolan Bushnell's friend Don Valentine.

159

So Steve called Don, and Don went over to the garage in Los Altos and came out shaking his head.

160

and called me up and said, there are these two fellas, and boy, do they really need some help.

161

We went and talked to the venture capitalists, and none of them would give us any money.

162

One of them referred to me as a renegade from the human race, because I had longer hair then.

163

And, you know, none of them would give us any money, thank God, because then they would have ended up owning most of our company.

164

So, um, I think that Apple and a few other companies were good examples to the venture capitalists,

165

that great ideas are not the exclusive providence of people with gray hair.

166

I've never found anyone who said no or hung up the phone when I called.

167

I just asked.

168

And when people ask me, I try to be as responsive, you know, to pay that debt of gratitude back.

169

Most people never pick up the phone and call.

170

Most people never ask.

171

And that's what separates sometimes the people that do things from the people that just dream about them.

172

You've got to act.

173

And you've got to be willing to fail.

174

You've got to be willing to crash and burn with people on the phone, with starting a company, whatever.

175

If you're afraid of failing, you won't get very far.

176

We had the Apple One, which we sold about 200 of.

177

And the key thing about that product was we learned.

178

We had it, you know, 50% right, but we got, we cut our teeth, we figured out what, how to make the next big jump, we learned a lot from the market about what they wanted.

179

And that really was what made the Apple II such a giant success.

180

And that was our first real success.

181

And we launched that in 1977 at the West Coast Computer Fair in April.

182

And that went on to sell, you know, I don't know, maybe 10 million units over its lifetime.

183

It was the first really successful personal computer by a mile.

184

And it wasn't till later on, actually after we launched the Apple II in April,

185

probably in the fall of that year, I realized we needed to do some advertising.

186

And so I was looking in technical journals and the company's advertising caught my eye, which was Intel's.

187

So I called up Intel and asked them who did their advertising.

188

They said, Regis McKenna.

189

I said, what is a Regis McKenna?

190

I said, it's a person.

191

So I went over to Regis's and the first time I walked in there he almost kicked us out.

192

But he eventually took us on as a client.

193

And so he was involved very early on.

194

Fred Hoare came on maybe two years later.

195

The personal computer industry was really quite different from Intel in that the personal computer industry really began as a counter-cultural movement.

196

You know, the first people were sort of,

197

you know, they were the long hair software developers or hobbyists in the computer industry,

198

and they really distinguished themselves from being part of the mainframe world that was dominating the computer industry.

199

So then in the mainframe world, the Big Brother world, the centralized computing world, the personal computer represented the individual, the freedom of the individual.

200

And so the design and the development of Apple was lightweight personal computing,

201

came out of, in contradistinction to the mainframe, which was impersonal.

202

The Apple colorful logo was distinguished between the sort of the stark black and white IBM logo.

203

And so everything that was in the computing world prior to the personal computer industry was big

204

and massive centralized control of an organization, control of the individual.

205

The personal computer industry was this counter-cultural movement that came out of the 60s.

206

Youngsters, many of them with two years' experience, but that's better than somebody with two years' experience ten times.

207

In other words, we didn't have any of those impediments to growth that happened with large bureaucratic organizations.

208

It was the startup that was the primordial, prototypical startup in every respect.

209

And more importantly, it was informed with true evangelism, a true sense of mission.

210

In other words, really changing the world.

211

There was a true sense of changing the world.

212

So the atmosphere was one of youth.

213

It was one of passion.

214

It was one of creativity.

215

It was one of very little structure, but a process that everybody understood.

216

And it might not codify that process, but you knew it was there.

217

And the process was to get something done and make a difference.

218

And Steve kept using the phrase, give something back.

219

And so there was that really sense of not being part of a company, but being part of a cause or a crusade or whatever you like to call it.

220

Well, I think Steve Jobs did something for us all.

221

He kind of broke the age ceiling, the glass age ceiling, if you will,

222

on kids going off and doing things that they shouldn't be doing.

223

People didn't look at us as so young when we were 27

224

because he had a very young age created a very successful company.

225

Secondly, you had Stanford and Berkeley and all of the other technology companies here, and the geography is such that everybody's kind of forced into,

226

you know, down to the lowlands by the bay.

227

And so it's a great infrastructure.

228

We were able to start the company in nanoseconds, literally, get it up and running, and nobody batted an eye that we were barely shaving.

229

I think Steve Jobs is perhaps the most gifted person in our business in terms of vision and leadership.

230

He really is the father of the personal computer.

231

He really did popularize graphical user interfaces.

232

He really has a passion for great technology.

233

There is an entrepreneurial risk culture in the Valley that is as important to,

234

it is as key of a reason why Silicon Valley exists as any other reason.

235

I mean, the primary reasons are the entrepreneurial risk culture, of which role models are a very big part.

236

Second is the universities, Stanford and Berkeley.

237

There wouldn't be a Silicon Valley if there weren't Stanford and Berkeley constantly bringing in human capital, which decides to stay here because it's so nice.

238

And third, certainly for the number of companies that start, is the financial infrastructure as well.

239

And then fourth is the beehive effect.

240

You've got a lot of extraordinarily talented people and the beehive effect says

241

that it's a lot more efficient to have that talent and all those companies together.

242

And let me give you an example.

243

When you want to start a company, you need to hire some experienced people.

244

You just can't hire people out of school most of the time.

245

So you have to hire some experienced talent.

246

Well, you're going to ask somebody to leave a job, maybe they have a family, and come to your place to work.

247

Well, if your company's in Montana and they move their family and your company fails, there is not another company in Montana that they can go to work for most likely.

248

So you're going to have to move again. As where if you, all you have to do is convince them to turn left

249

instead of right down the road to go to work in the morning, but they keep their same house, their kids don't have to change school, et cetera.

250

And if your company fails, well, they just go get a job another week at some other company, you're going to have a much higher probability of recruiting them.

251

And so that's the beehive effect.

252

And those four things together, I think, are why Silicon Valley is today what it is.

253

The entrepreneurial risk culture has a lot to do with role models, starting off with Hewlett and Packard.

254

And models of engineers that started companies, models of marketing people that started companies, and even some spectacular failures.

255

Some of the failures are as widely discussed as the successes.

256

And even the failures, people are admired for trying.

257

And I think they pick themselves up, dust themselves off, and go get a job.

258

Maybe they don't own the company.

259

Maybe they're not a founder of the next company, but they've got a really good job and there's no real chance that they'll end up destitute.

260

Steve Jobs at Apple, we don't anticipate that customers are going to tell us the product they want.

261

They're going to tell us the slew of problems that they have.

262

And then we can come up with the products that they want.

263

Obviously, from a disruptive innovation standpoint, Steve Jobs is the epitome of it.

264

And Steve is the epitome of it

265

because he got fired for being too innovative and they brought him back and he was still too innovative.

266

and it just turned out he was right.

267

He was right all along, and they should have listened to him, but it was so innovative that it was disruptive, actually, to the organization, and finally he came back with a nearly bankrupt company,

268

and now it didn't matter how disruptive you were to the organization.

269

He might not be the gentlest, kindest manager, and it just doesn't matter.

270

He's right 75, 80% of the time, and when he's right, he's right big.

271

You know, the iPad is an amazing, you know, an amazing 22 million sold or whatever it is already.

272

So you have to think that's a once-in-a-lifetime find of a person

273

that is so disruptive and got to be back in a place where they'd let him be

274

that disruptive regardless of what was going on in organization.

275

Steve has been a friend since May of 1983.

276

He called one day and said, gee, I understand you guys have done something neat.

277

I'd like to come by and see it.

278

So we showed him the early stuff in PostScript.

279

He immediately loved the technology and was a great supporter.

280

He sort of saw the vision for the technology

281

and drove it through Apple even though almost everybody in Apple disagreed with him.

282

He drove it through and caused the laser writer to be produced in 1985.

283

He made calls that everybody said, no, Steve, you can never sell a printer for more than the computer.

284

Steve, you can't do this.

285

Steve, you can't do that.

286

And he did it anyway.

287

He was right.

288

I mean, he actually was proven to be correct.

289

We were friends with Steve through his founding of Next, Next computers we supported Next with DisplayPostscript.

290

Steve has called many times when he was thinking about helping out Apple, when Apple called us and asked for,

291

well, gee, should we let Steve back or the whole thing.

292

And both Chuck and I have been friends with Steve since the beginning.

293

Steve's coming back has been the best thing that could have ever happened to Apple.

294

He has a sense of design taste and a sense of perfection and a sense of the customer like no one ever's.

295

But the fact that Steve is back, they're getting great machines, they're very delighted about that.

296

And Steve has always had excellent taste in technology in terms of thinking of what people will buy.

297

And frankly, I think in terms of companies, because he tried to buy us, right after he saw the technology, he said, why don't you just become part of Apple?

298

And we said, well, thank you very much, but we'd like to stay independent.

299

And to his credit, he eventually stopped asking and said that was fine, and he made an investment which made Apple a lot of money.

300

I don't think it will be like that because, like, I'll take myself.

301

All the work that I have done, this is a very strange business and a very strange endeavor of life.

302

All the work that I have done in my life will be obsolete by the time I'm, you know, 50.

303

Apple II is obsolete now.

304

Apple I's were obsolete many years ago.

305

The Macintosh is on the verge of becoming obsolete in the next few years.

306

This is a field where one does not write a principia which holds up for 200 years.

307

This is not a field where one paints a painting

308

that will be looked at for centuries or builds a church that will be admired and, you know, looked at in astonishment for centuries.

309

No. This is a field where one does one's work

310

and in 10 years it's obsolete and really will not be usable within 10 or 20 years.

311

I mean, you can't go back and use an Apple I because there's no software for it.

312

In another 10 years or so, you won't be able to use an Apple II.

313

You wouldn't even be able to fire it up and see what it was like.

314

So it's sort of like sediments of rocks.

315

I mean, you're building up a mountain

316

and you get to contribute your little layer of sedimentary rock to make the mountain that much higher.

317

But no one on the surface will, unless they have x-ray vision, will see your sediment.

318

They'll stand on it.

319

It'll be appreciated by that rare geologist.

320

But no, it's not like the Renaissance at all.

321

It's very different.

322

As soon as we look at the tight relationship between an individual being at the pulse point

323

of inventiveness and progress in his community and the flowering of art and culture and so on around them,

324

we realize that Galileo could be Damien Hirst,

325

that Cosimo de' Medici could be Steve Jobs,

326

that mankind has stayed pretty consistent over the ages,

327

that ambition, a a sharp mind, an eye for where the market is, a stronghold on who the people are

328

that can make the key bits of technological equipment that you need to move the enterprise forward,

329

plus a love of the consumer goods and a sense of taste in your community,

330

what people like to buy and sell.

331

All of that together makes a major entrepreneurial figure.

332

And it doesn't matter whether they were born in 1450 or in 1970.

333

They're fundamentally the same person.

334

So the thing I would say is when you grow up,

335

you tend to get told that the world is the way it is.

336

And your life is just to live your life inside the world, try not to bash into the walls too much, try to have a nice family life,

337

have fun, save a little money.

338

But life, that's a very limited life.

339

Life can be much broader.

340

Once you discover one simple fact, and that is everything around you that you call life was made up by people that were no smarter than you.

341

And you can change it.

342

You can influence it.

343

You can build your own things that other people can use.

344

And the minute that you understand that you can poke life and actually something will, you know, if you push in, something will pop out the other side, that you can change it, you can mold it.

345

That's maybe the most important thing,

346

is to shake off this erroneous notion that life is there and you're just going to live in it,

347

versus embrace it, change it, improve it, make your mark upon it.

348

I think that's very important.

349

And however you learn that, once you learn it, you'll want to change life and make it better, because it's kind of messed up in a lot of ways.

350

Once you learn that, you'll never be the same again.

351

Thank you.

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법

쉐도잉(Shadowing)은 원래 전문 통역사 훈련을 위해 개발된 언어 학습 기법으로, 다언어 학자인 Dr. Alexander Arguelles에 의해 대중화된 방법입니다. 핵심 원리는 간단하지만 매우 강력합니다: 원어민의 영어를 들으면서 1~2초의 짧은 지연으로 즉시 소리 내어 따라 말하는 것——마치 '그림자(shadow)'처럼 화자를 따라가는 것입니다. 문법 공부나 수동적인 청취와 달리, 쉐도잉은 뇌와 입 근육이 동시에 실시간으로 영어를 처리하고 재현하도록 훈련합니다. 연구에 따르면 이 방법은 발음 정확도, 억양, 리듬, 연음, 청취력, 말하기 유창성을 크게 향상시킵니다. IELTS 스피킹 준비와 자연스러운 영어 소통을 원하는 분들에게 특히 효과적입니다.

쉐도잉 연습: Before the Comeback: Steve Jobs’ Most Honest Interview (1994) #tech #apple #news - 영상으로 영어 말하기 배우기

이 영상으로 배울 영어 말하기 실력

들어야 할 연결 발음과 축약형

원어민처럼 말하는 리듬과 강세

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법