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The product review revealed how unfocused Apple had become.
產(chǎn)品評(píng)估顯示出蘋果的產(chǎn)品線十分不集中。
The company was churning out multiple versions of each product because of bureaucratic momentum and to satisfy the whims of retailers.
這個(gè)公司在官僚作風(fēng)的驅(qū)動(dòng)下對(duì)每個(gè)產(chǎn)品炮制出若干版本，去滿足零售商的奇思怪想。
"It was insanity," Schiller recalled. "Tons of products, most of them crap, done by deluded teams."
“真是荒謬，”席勒回憶說，“無數(shù)的產(chǎn)品，大部分都是垃圾，由迷茫的開發(fā)團(tuán)隊(duì)制造。”
Apple had a dozen versions of the Macintosh, each with a different confusing number, ranging from 1400 to 9600.
光是麥金塔就有很多個(gè)版本，每個(gè)版本都有不同的、讓人困惑的編號(hào)，從1400到9600。
"I had people explaining this to me for three weeks," Jobs said. "I couldn't figure it out."
“我讓他們給我解釋了三個(gè)星期，”喬布斯說，“我還是搞不明白。”
He finally began asking simple questions, like, "Which ones do I tell my friends to buy?"
最后他干脆開始問一些簡(jiǎn)單的問題，比如：“我應(yīng)該讓我的朋友們買哪些？”
When he couldn't get simple answers, he began slashing away at models and products. Soon he had cut 70% of them.
當(dāng)無法得到簡(jiǎn)單的回答時(shí)，他就開始大刀闊斧地砍掉不同的型號(hào)和產(chǎn)品。很快他就砍掉了70%。
"You are bright people," he told one group. "You shouldn't be wasting your time on such crappy products."
“你們是聰明人，”他對(duì)一個(gè)小組說，“不應(yīng)該把時(shí)間浪費(fèi)在這樣的垃圾產(chǎn)品上。”
Many of the engineers were infuriated at his slash-and-burn tactics, which resulted in massive layoffs.
很多工程師被他這種粗暴、嚴(yán)苛的手段激怒了，因?yàn)檫@樣會(huì)導(dǎo)致大規(guī)模的裁員。
But Jobs later claimed that the good engineers, including some whose projects were killed, were appreciative.
但是喬布斯后來宣稱，優(yōu)秀的員工，包括有些項(xiàng)目被斃掉的員工，都贊成這種做法。
He told one staff meeting in September 1997,
他在1997年9月的一次員工會(huì)議上說：
"I came out of the meeting with people who had just gotten their products canceled and they were three feet off the ground with excitement
“工程團(tuán)隊(duì)無比興奮，開完會(huì)，有一些產(chǎn)品剛被砍掉的人激動(dòng)得一跳三尺高，
because they finally understood where in the heck we were going."
因?yàn)樗麄兘K于明白了我們?cè)诔膫€(gè)方向前進(jìn)。”
