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Tim Cook
蒂姆·庫克
When Steve Jobs returned to Apple and produced the "Think Different" ads and the iMac in his first year,
在重返蘋果公司之后的第一年，史蒂夫·喬布斯推出了“非同凡想”廣告和iMac，
it confirmed what most people already knew: that he could be creative and a visionary.
再一次向世人展現了他的創意和遠見。
He had shown that during his first round at Apple.
這一點，他在蘋果公司的第一階段就表現出來了。
What was less clear was whether he could run a company.
但大家都沒有把握他是否能運營好一家公司。
He had definitely not shown that during his first round.
在此之前，他在這方面的能力未曾表現出來。
Jobs threw himself into the task with a detail-oriented realism
喬布斯開始投入到一些以細節為導向的很現實的工作里，
that astonished those who were used to his fantasy that the rules of this universe need not apply to him.
這讓曾經和他共事過的人很驚訝，之前的他是那樣桀驁不馴，世間的條條框框似乎在他身上毫無約束作用。
"He became a manager, which is different from being an executive or visionary,
“他成為了一個經理人，而非之前的身份--高管或愿景師。
and that pleasantly surprised me," recalled Ed Woolard, the board chair who lured him back.
他的改變確實讓我又驚又喜。”董事長埃德·伍拉德回憶道，是他誘使喬布斯回來的。
His management mantra was "Focus."
他的管理準則是“專注”。
He eliminated excess product lines and cut extraneous features in the new operating system software that Apple was developing.
他取消了多余的生產線，去除了正在開發的操作系統中無關緊要的功能。
He let go of his control-freak desire to manufacture products in his own factories
他還放下了對產品制造過程的控制欲，
and instead outsourced the making of everything from the circuit boards to the finished computers.
把從電路板到成品計算機的制造全部外包了出去。
And he enforced on Apple's suppliers a rigorous discipline.
他對供應商的要求極其嚴苛。
When he took over, Apple had more than two months' worth of inventory sitting in warehouses, more than any other tech company.
當他開始接管蘋果公司的時候，產品的庫存期已超過兩個月，這比任何一家科技公司都要長。
Like eggs and milk, computers have a short shelf life, so this amounted to at least a $500 million hit to profits.
就像雞蛋和牛奶一樣，計算機的貯存期限也很短，這么長的庫存周期對利潤造成的潛在損失威脅高達5億美元。
By early 1998 he had halved that to a month.
到1998年初，喬布斯把庫存期縮短為一個月。
