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Jobs did not organize Apple into semiautonomous divisions;
喬布斯沒有把蘋果公司分割成多個自主的分支，
he closely controlled all of his teams and pushed them to work as one cohesive and flexible company,
他緊密地控制著他所有的團隊，并促使他們作為一個團結而靈活的整體一起工作，
with one profit-and-loss bottom line.
全公司只有一條“損益底線”。
"We don't have 'divisions' with their own P&L," said Tim Cook. "We run one P&L for the company."
蒂姆·庫克說：“我們沒有財務獨立核算的事業部，全公司統一核算。”
In addition, like many companies, Sony worried about cannibalization.
此外，和其他很多公司一樣，索尼也很擔心“內部相殘”。
If it built a music player and service that made it easy for people to share digital songs,
如果他們推出了一個音樂播放器，以及一個方便人們分享數字音樂的服務，
that might hurt sales of its record division.
那么唱片分支的銷售就會受到影響。
One of Jobs's business rules was to never be afraid of cannibalizing yourself.
喬布斯的一個商業原則就是：永遠不要害怕內部相殘。
"If you don't cannibalize yourself, someone else will," he said.
他說：“與其被別人取代，不如自己取代自己。”
So even though an iPhone might cannibalize sales of an iPod,
所以，即使iPhone的出現會蠶食iPod的銷售，
or an iPad might cannibalize sales of a laptop, that did not deter him.
或者iPad影響了筆記本電腦的銷售，都沒有阻礙他的想法。
