Description

Introduction

Steve Jobs embodies the boldness and creativity of the tech industry’s trailblazing entrepreneurs. Revered by many, he has become a near-mythical figure—a champion of innovation and flawless design. As CEO of Apple, Jobs built one of the world’s most valuable and respected companies, alongside a series of groundbreaking products, including the iPhone. But who was the real man behind the legend? Countless stories have been told—some hailed Jobs as a genius and visionary leader, while others criticized him as a pompous, single-minded perfectionist or a brilliant yet difficult figure. This is the story of how Steve Jobs became the iconic figure we recognize today. It also reveals the origins of Apple’s name, the pivotal role Pixar played in Jobs’s return to Apple, and how he crafted some of his most remarkable products while facing his own mortality.

One

Steve Jobs had an early affinity for technology. Born on February 24, 1955, in San Francisco, he was adopted shortly after birth by Paul and Clara Jobs, a working-class couple. This early experience of being adopted played a significant role in shaping his future. His father, a car mechanic and craftsman who also built furniture, had a workbench in the family garage. He taught Jobs how to build, dismantle, and reassemble things, instilling in him a deep appreciation for craftsmanship. Jobs later recalled how his father emphasized the importance of paying equal attention to both the visible and hidden parts of a project, a lesson that influenced his meticulous approach to design.

Jobs was also highly intelligent, skipping sixth grade and naturally excelling in math and science. His talent in these areas led to his acceptance into the Explorers Club, a group of kids who worked on electronics projects at the Hewlett-Packard campus. It was here that Jobs first used a computer. His early interest in technology was evident, and by the age of 21, he co-founded Apple with Stephen Wozniak. The two met in 1969 through a mutual friend, and Wozniak, an engineering prodigy, recognized the potential for personal computers, which at the time lacked basic features like keyboards and monitors. Jobs saw the opportunity to build a better computer for home use. They set up shop in Jobs’s parents’ garage, where they began working on their first product, the Apple 1. Soon, they had a small assembly line with help from neighborhood kids, and they named their new venture “Apple,” inspired by both the Garden of Eden and a commune Jobs had visited in Oregon after high school.

Two

Apple quickly produced a second computer, propelling the company to become one of the fastest-growing start-ups in history. When Jobs co-founded Apple and designed the Apple 1, he had discovered his life’s purpose. Along with Wozniak, they even persuaded a local small-business owner to distribute their computers. Soon, they were selling a dozen units every few weeks. Although fewer than two hundred Apple 1 computers were sold, this early success gave them the momentum they needed.

Emboldened by their first venture and with Wozniak confident that he could build a superior machine, they began work on their second computer, the Apple II. To bring Wozniak’s vision to life, they needed significant capital. Their breakthrough came when Jobs secured A.C. “Mike” Markkula, a former Intel executive, as an angel investor. Markkula invested $92,000 of his own money and set up a $250,000 line of credit for the young company. He also hired Michael “Scotty” Scott, who became Apple’s first professional CEO. This support allowed Apple to move out of Jobs’s family garage and into a professional office in Cupertino, where they focused on their vision of creating a truly personal computer.

In 1977, their hard work culminated in the release of the Apple II. The new model featured a faster microprocessor for improved performance, an audio amplifier and speaker, and inputs for a gaming joystick. More importantly, the Apple II was designed to be a personal computer: it was quieter than industrial machines and came in a compact, user-friendly box. These features made it an immediate retail success. By April 1977, Apple was selling about 500 computers a month. In the following years, their sales skyrocketed from $7.8 million in 1978 to $48 million in 1979. However, beneath the impressive financial growth, several challenges were brewing, which will be explored in the next summary.

Three

A series of product failures led to Jobs’s forced departure from Apple. In the late 1970s, Jobs, still in his early twenties, threw himself entirely into his career, sacrificing a social life and even sleep. His dedication paid off when Apple went public in 1980, making him worth $256 million. However, his tendency to isolate key early contributors like Bill Fernandez and Daniel Kottke created friction within the company, and his relationship with Wozniak began to deteriorate.

Jobs was in desperate need of a new breakthrough product, but Apple’s offerings faltered. In 1980, the company launched the Apple III, the successor to the successful Apple II, but it was a disaster. Priced at $4,340, the machine was prone to overheating, rendering it nearly useless. Next came the Lisa, introduced in 1983 as a business computer with a graphical user interface (GUI). Despite its innovative design, Jobs’s focus on making the computer consumer-friendly rather than business-oriented led to another failure.

In 1984, Apple released the Macintosh, which initially garnered media praise for its sleek graphics, but it was too underpowered to be practical, resulting in disappointing sales. These consecutive failures put Jobs in a precarious position. By 1985, his situation had become untenable, and CEO John Sculley forced him to step down from his role as head of the Mac division. In retaliation, Jobs attempted to have Sculley removed, but he failed to gain the necessary support from the board. Ultimately, Jobs was ousted from the company he co-founded. Despite this setback, he remained more determined than ever to create the next game-changing innovation.

Four

After leaving Apple, Jobs remained determined to revolutionize technology, though his efforts were initially met with limited success. Undeterred by his ousting, he believed he could still be a transformative force in the tech world and that he alone could create groundbreaking products. In 1985, he founded NeXT, a computer company with grand ambitions. However, success did not come as easily as he had hoped. NeXT’s first project aimed to develop a computer tailored to the needs of the higher-education market, targeting universities and academic professionals.

During discussions with potential customers, Jobs learned that most couldn’t afford more than $3,000 for a computer. Despite this, when NeXT launched its first product in 1988, it was priced at a staggering $6,500 — and a fully functional system cost nearly $10,000. Unsurprisingly, the product failed to gain traction. This failure exemplified one of Jobs’s tendencies: his relentless pursuit of innovation often led him to overlook the practical trade-offs. For instance, NeXT’s computer used an optical disk drive for storage instead of a conventional hard drive. While the optical drive could store much more data and was removable, it was incredibly slow, and most users had no need for a removable drive, making it an impractical choice.

Though NeXT struggled, Jobs had another venture underway. He became the majority owner of Pixar, a computer division of Lucasfilm, known for its cutting-edge software used to create 3D visual effects in films like Star Trek II and Young Sherlock Holmes. Jobs was drawn to Pixar’s potential in the 3D animation industry. It would ultimately be his involvement with Pixar that would play a key role in his return to Apple.

Five

In the early 1990s, while Microsoft was consolidating its dominance in the computer industry, Steve Jobs was finding new energy through his work at Pixar. Microsoft, under the leadership of Bill Gates, was emerging as the undisputed leader of the tech world. By 1991, Gates’s company had become the world’s largest software provider, while both Apple and NeXT seemed to be fading into obscurity. A key factor in Microsoft’s success was its decision to license its Windows operating system to other manufacturers, making it the standard for personal computers, unlike Apple and NeXT, which kept their operating systems exclusive. This broad appeal made Gates immensely wealthy and powerful, but it also highlighted the contrast between his approach and Jobs’s. While Gates focused on reliability and incremental improvements, Jobs was committed to creating innovative, beautifully designed products.

Despite the disparity in their careers, Jobs’s fortunes were about to change. In 1995, Pixar partnered with Disney to produce Toy Story, the world’s first full-length computer-animated film. The film was a massive hit, and Pixar’s subsequent IPO made Jobs, who owned 80% of the company’s shares, a billionaire overnight. Ironically, it was this children’s animated film that helped revive Jobs’s career. The success of Toy Story reignited his confidence and gave him valuable insights into effective leadership. During his time at Pixar, Jobs learned from key figures like John Lasseter and Ed Catmull, who had fostered a creative, non-micromanaged environment that allowed employees the freedom to innovate. This experience at Pixar would shape Jobs’s return to prominence in the tech world.

Six

Steve Jobs made a triumphant return to Apple in 1997, steering the company back on course. After the success of Toy Story, Jobs was back in the spotlight, but NeXT, his previous venture, was still struggling. The company’s products weren’t selling, and Jobs’s vision for NeXT as the creator of the world’s next great computer had collapsed. At this low point in his career, Jobs decided to halt production and refocus the company on software development, particularly its operating system, NeXTSTEP, which brought in a modest profit. But the situation at Apple was even more dire. By the mid-1990s, Apple was on the brink of collapse. It lacked promising products, had failed to modernize its operating system, and was burdened with too many employees. In the first quarter of 1996 alone, Apple lost $750 million. Jobs watched this decline from afar, but it still stung.

Then, an unexpected opportunity arose: Apple, desperate for a solution to its crisis, was looking to acquire software companies. Jobs saw a chance to re-enter the company and, in late 1996, Apple acquired NeXT. Just like that, Jobs was back at Apple. Over the next few years, he worked tirelessly to turn the company around. The first step was the forced resignation of CEO Gil Amelio, whom Jobs had little regard for, calling him a “bozo.” With Amelio out, Jobs took the reins again. Initially, Jobs struggled with indecision, a new challenge for him as he had previously been known for his impulsiveness. However, this phase was brief, and by 2000, Apple began shipping innovative products like the iMac and Power Mac. These groundbreaking products marked the company’s comeback, leading it out of financial troubles and back into the forefront of the tech industry.

Seven

With the launch of iTunes and the iPod, Apple successfully re-entered the mass market and revitalized itself. Jobs’s strategy to turn Apple around began with streamlining the company, cutting unnecessary costs and laying off thousands of employees. However, he managed to inspire those who remained by setting a clear vision and focusing the company’s efforts on just four core products: two desktop PCs and two laptops—one targeted at consumers and the other at professionals. This focused approach laid the groundwork for Apple’s resurgence.

The true breakthrough came in 2001 with the release of iTunes, a revolutionary software that allowed users to organize digital music and create personal playlists with ease. But iTunes wasn’t just about music management—it was also the foundation for the iPod, introduced later that year. The iPod was Apple’s first major step into the consumer electronics market. While MP3 players existed, they were clunky and hard to use. The iPod, with its intuitive interface and signature “thumb-wheel” for scrolling, offered a seamless and enjoyable experience, quickly becoming a hit with consumers.

In 2003, Apple further expanded its reach by adding the iTunes Music Store to the software, offering a legitimate and affordable way to purchase music. The integration of iTunes for Windows users was another significant move, bringing even more customers into the fold. By the end of 2003, Apple had sold over 25 million songs, signaling its successful return to growth and marking the beginning of a new era for the company.

Eight

While Steve Jobs battled cancer, Apple’s success continued to accelerate. In 2003, Jobs was diagnosed with a pancreatic neuroendocrine tumor. Fortunately, the tumor was slow-growing and more treatable than initially feared. However, despite doctors advising immediate surgery, Jobs chose to pursue alternative treatments first, including a special diet. This approach proved insufficient, and by 2004, he had no choice but to undergo a major surgery to remove the tumor. The procedure was grueling, with Jobs spending nearly a full day in the operating room. It took him a month to return to work, and although the surgery was successful, it revealed additional complications—cancerous metastases on his liver.

Despite these health challenges, Apple’s momentum was unstoppable. Sales of iTunes and the iPod surged, contributing to 19 percent of Apple’s total revenue by 2006, just three years after the launch of iTunes. In 2004, Apple sold 4.4 million iPods, generating a net income of $276 million, a sharp rise from $69 million the previous year. During this period, Apple also upgraded its entire product line, including laptops and desktops. They launched the Safari web browser and the innovative GarageBand music software, further strengthening the company’s position.

When Jobs returned to work, he was more determined than ever to push for innovation. This drive culminated in the creation of Apple’s most groundbreaking product to date: the iPhone. Next, you’ll discover how this revolutionary device came to life.

Nine

The release of the iPhone revolutionized technology. In 2007, smartphones like the BlackBerry and Palm Treo were already on the market, capable of tasks like checking email, managing contacts, and viewing calendars. However, when the iPhone debuted that summer, it offered something entirely new. In many ways, it was the world’s first truly smart phone. What set it apart was its large, full-sized touchscreen, making calls as simple as swiping a finger. This screen also allowed users to view full websites, photos, and videos in a way that previous phones couldn’t. Unlike other smartphones that featured bulky, fixed keyboards, the iPhone had no physical keyboard. Instead, the keys appeared on the screen only when needed.

The iPhone’s breakthrough technology had been in development since 2002. Apple had initially experimented with touchscreen technology to create a more intuitive way to interact with computers, beyond the keyboard and mouse. As they explored multi-touch technology, they discovered it was not only effective but enjoyable to use. The iPhone also represented a natural evolution from the iPod, combining a phone, iPod, and computer into one elegantly designed device.

However, the iPhone faced a challenge at first: a lack of apps, as Apple initially refused to allow external developers to create software for it. That changed in November 2007 when Apple announced the release of a software development kit (SDK). This decision opened the floodgates for app development, making the iPhone even more versatile. As a result, the iPhone became the most successful consumer electronics product ever, with over half a billion units sold since its launch, making Apple a major beneficiary of this success.

Ten

The iPad and MacBook Air were Steve Jobs’s final innovations. While Apple was thriving, Jobs’s health was steadily declining. His battle with cancer never relented, yet his illness never overshadowed his relentless dedication to Apple. Despite his deteriorating condition, he refused to step down. As his health worsened, the company launched the MacBook Air in 2008, followed by the iPad in 2010. The MacBook Air became Apple’s iconic ultra-thin laptop, revolutionizing portable computing. Two years later, the iPad further transformed the tech industry. If the iPhone was a miniaturized computer, the iPad was a larger, touch-screen version of it, offering an experience more intimate than a traditional laptop. Jobs’s casual demonstration of the iPad, sitting comfortably on a couch, highlighted its simplicity and ease of use—though his frail appearance revealed the toll of his illness.

In early 2009, Jobs underwent a liver transplant, but his condition continued to worsen. On October 5, 2011, Steve Jobs passed away. His funeral on October 8 was intimate, attended by family, close friends, and Apple colleagues. A public memorial was held on October 17 at Memorial Church, Stanford University, followed by another on October 20 at Apple’s Cupertino headquarters, with nearly 10,000 attendees. Tim Cook, Jobs’s longtime friend and colleague, succeeded him as Apple’s CEO and has continued to uphold Jobs’s legacy of innovation, creativity, and success.

Conclusion

The life of Steve Jobs is a tale of success, innovation, and transformation. From a young age, Jobs displayed a natural talent for technology, and by the time he co-founded Apple in his twenties, he had a clear vision of what computers could evolve into. Despite being known for his impulsiveness and challenging personality, Jobs was also a visionary and a pioneer, inspiring millions around the globe with his groundbreaking ideas.

About the author

Brent Schlender spent over two decades covering Steve Jobs for the Wall Street Journal and Fortune. As one of the leading chroniclers of the personal-computer revolution, he interviewed Jobs multiple times throughout his career.

Rick Tetzeli has written about technology for over twenty years. He is currently the executive director of Fast Company, editor of Entertainment Weekly, and a former deputy editor at Fortune.

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