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When Michael Dell was asked at a computer trade show in October 1997
在1997年10月的一次計算機展銷會上，邁克爾·戴爾被問到
what he would do if he were Steve Jobs and taking over Apple,
如果他是史蒂夫·喬布斯并接管了蘋果，會怎么做，
he replied, "I'd shut it down and give the money back to the shareholders."
戴爾回答說：“我會關閉公司，把錢還給股東。”
Jobs fired off an email to Dell.
喬布斯怒氣沖沖地給戴爾發了封郵件。
"CEOs are supposed to have class," it said. "I can see that isn't an opinion you hold."
“CEO應該是有些檔次的郵件中寫道，“我能看得出，你不那么想。”
Jobs liked to stoke up rivalries as a way to rally his team
喬布斯喜歡通過樹敵來鼓舞他的團隊
he had done so with IBM and Microsoft-- and he did so with Dell.
他對IBM和微軟都這樣做過--對戴爾也是如此。
When he called together his managers to institute a build-to-order system for manufacturing and distribution,
他召集管理層啟動一個為制造和銷售設計的按訂單生產系統時，
Jobs used as a backdrop a blown-up picture of Michael Dell with a target on his face.
把邁克爾·戴爾的照片放大放在屏幕上，還在他臉上畫了個靶子。
"We're coming after you, buddy," he said to cheers from his troops.
“我們來找你麻煩了，老兄。”他說道，他的隊伍一陣歡呼。
One of his motivating passions was to build a lasting company.
他的動力源泉之一，就是要打造一家基業長青的公司。
At age twelve, when he got a summer job at Hewlett-Packard,
12歲那年，他在惠普公司做暑期兼職時就學習到，
he learned that a properly run company could spawn innovation far more than any single creative individual.
一家妥善經營的公司能夠大量催生創新，遠勝于任何一個有創造性的個人。
"I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled.
“我發現有時最好的創新就是公司，你組織一家公司的方式，”他回憶說，
"The whole notion of how you build a company is fascinating.
“如何建設一家公司，這整個概念都讓人著迷。
When I got the chance to come back to Apple,
當我有機會回到蘋果時我意識到，
I realized that I would be useless without the company, and that's why I decided to stay and rebuild it."
如果沒有這家公司我就毫無價值，因此我決定留下來重新建設它。”
