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Product Line Review
產品線評估
One of Jobs's great strengths was knowing how to focus.
喬布斯的一個過人之處是知道如何做到專注。
"Deciding what not to do is as important as deciding what to do," he said.
“決定不做什么跟決定做什么同樣重要，”他說，
"That's true for companies, and it's true for products."
“對公司來說是這樣，對產品來說也是這樣。”
He went to work applying this principle as soon as he returned to Apple.
一回到蘋果，喬布斯就開始在工作中應用他的專注原則。
One day he was walking the halls and ran into a young Wharton School graduate
有一天他在走廊里遇到一個年輕的沃頓商學院畢業生，
who had been Amelio's assistant and who said he was wrapping up his work.
曾是阿梅里奧的助手，以前的工作正在收尾。
"Well, good, because I need someone to do grunt work," Jobs told him.
“嗯，很好，因為我正需要人干點兒煩瑣的工作。”喬布斯對他說。
His new role was to take notes as Jobs met with the dozens of product teams at Apple,
這個人的新任務是在喬布斯跟蘋果的幾十個產品團隊開會時作記錄，
asked them to explain what they were doing, and forced them to justify going ahead with their products or projects.
讓各個團隊介紹正在進行的工作，促使他們證明產品或項目有理由繼續進行下去。
He also enlisted a friend, Phil Schiller, who had worked at Apple but was then at the graphics software company Macromedia.
他還征用了一個朋友，菲爾·席勒。席勒曾在蘋果工作，但當時是在圖形軟件公司Macromedia。
"Steve would summon the teams into the boardroom, which seats twenty,
“史蒂夫會把團隊叫到只有20個座位的會議室，
and they would come with thirty people and try to show PowerPoints, which Steve didn't want to see," Schiller recalled.
但他們會來30個人，想要用PowerPoint展示一些史蒂夫根本不想看的東西。”席勒回憶說。
One of the first things Jobs did during the product review process was ban PowerPoints.
因此喬布斯在產品評估過程中做的第一件事就是禁止使用PowerPoint。
"I hate the way people use slide presentations instead of thinking," Jobs later recalled.
“我討厭人們用幻燈片而不用腦子，”喬布斯后來回憶說，
"People would confront a problem by creating a presentation.
“每次遇到一個問題，他們就做幻燈片。
I wanted them to engage, to hash things out at the table, rather than show a bunch of slides.
我想讓他們投入進去，當場拿出方案，而不是放一堆幻燈片。
People who know what they're talking about don't need PowerPoint."
知道自己在說什么的人不需要PowerPoint。”
