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The key venue for freewheeling discourse was the Monday morning executive team gathering,
自由發(fā)表意見的重要場所是每周一上午的管理團(tuán)隊會議，
which started at 9 and went for three or four hours.
上午9點開始，持續(xù)三四個小時。
The focus was always on the future: What should each product do next? What new things should be developed?
討論的重點常常著眼于未來：每款產(chǎn)品接下來該怎么做，應(yīng)該開發(fā)哪些新東西？
Jobs used the meeting to enforce a sense of shared mission at Apple.
喬布斯會利用這個會議加強(qiáng)蘋果公司的共同使命意識。
This served to centralize control, which made the company seem as tightly integrated as a good Apple product,
這種集中式控制，使得蘋果公司猶如一個完好的蘋果產(chǎn)品那樣緊密整合在一起，
and prevented the struggles between divisions that plagued decentralized companies.
并且防止了部門之間的斗爭，這種斗爭令分散式管理的企業(yè)陷于窘境。
Jobs also used the meetings to enforce focus.
喬布斯還利用這個機(jī)會強(qiáng)調(diào)公司的焦點所在。
At Robert Friedland's farm, his job had been to prune the apple trees so that they would stay strong,
當(dāng)年在羅伯特·弗里德蘭的農(nóng)場，他的工作是給蘋果樹剪枝，以讓它們茁壯成長，
and that became a metaphor for his pruning at Apple.
這一舉動后來成為了他精簡蘋果公司的隱喻。
Instead of encouraging each group to let product lines proliferate based on marketing considerations,
喬布斯不鼓勵每個團(tuán)隊出于營銷的考慮增加產(chǎn)品線，
or permitting a thousand ideas to bloom, Jobs insisted that Apple focus on just two or three priorities at a time.
也不允許主意滿天飛，他堅持蘋果公司一次只著重于兩三個優(yōu)先項目。
"There is no one better at turning off the noise that is going on around him," Cook said.
“在無視身邊噪音這方面，沒有人比喬布斯做得更好。”庫克說道。
"That allows him to focus on a few things and say no to many things. Few people are really good at that."
“這樣，他就能夠集中精力于幾件事情上，拒絕其他許多事情。很少有人擅長于這一點。”
In order to institutionalize the lessons that he and his team were learning,
為了使他和他的團(tuán)隊學(xué)到的東西制度化，
Jobs started an in-house center called Apple University.
喬布斯創(chuàng)辦了一個內(nèi)部中心，叫做蘋果大學(xué)。
He hired Joel Podolny, who was dean of the Yale School of Management,
他聘請了耶魯大學(xué)管理學(xué)院院長喬爾·波多爾尼，
to compile a series of case studies analyzing important decisions the company had made,
編寫一系列案例研究分析公司的重要決策，
including the switch to the Intel microprocessor and the decision to open the Apple Stores.
包括改用英特爾微處理器以及決定開設(shè)蘋果商店。
Top executives spent time teaching the cases to new employees,
高管們花時間向新員工講授這些案例，
so that the Apple style of decision making would be embedded in the culture.
這樣蘋果公司的決策風(fēng)格就會根植于公司文化中。
