They were wrong. Atkinson and others had read some of the papers published by Xerox PARC, so they knew they were not getting a full description. Jobs phoned the head of the Xerox venture capital division to complain; a call immediately came back from corporate headquarters in Connecticut decreeing that Jobs and his group should be shown everything. Goldberg stormed out in a rage.

但他們錯了。阿特金森和其他人都讀過施樂PARC發表的論文，所以他們知道自己并沒有得到全部信息。喬布斯給施樂風投部門的負責人打電話抱怨，遠在康涅狄格的公司總部立刻打來了電話，命令向喬布斯和他的團隊展示全部成果。戈德堡憤然離場。

When Tesler finally showed them what was truly under the hood, the Apple folks were astonished. Atkinson stared at the screen, examining each pixel so closely that Tesler could feel the breath on his neck. Jobs bounced around and waved his arms excitedly. “He was hopping around so much I don’t know how he actually saw most of the demo, but he did, because he kept asking questions,” Tesler recalled. “He was the exclamation point for every step I showed.” Jobs kept saying that he couldn’t believe that Xerox had not commercialized the technology. “You’re sitting on a gold mine,” he shouted. “I can’t believe Xerox is not taking advantage of this.”

當特斯勒真正開始展示全部的成果時，蘋果的一群人都驚呆了。阿特金森盯著屏幕檢査每一個像素，他靠得如此之近，以至于特斯勒都能感覺到他呼出來的氣吹到自己脖子上。喬布斯跳了起來，興奮地揮舞著胳膊?！八鴣硖サ模叶疾恢浪袥]有看清楚整個演示，但事實證明他是看到了的，因為他不停問問題，”特斯勒說，“我每展示一部分，他都會發出驚嘆?！眴滩妓狗磸驼f自己不敢相信施樂還沒有把這項技術商業化?！澳銈兙妥谝蛔鸬V上啊，”他叫道，“我真不敢相信施樂竟然沒有好好利用這項技術。”

The Smalltalk demonstration showed three amazing features. One was how computers could be networked; the second was how object-oriented programming worked. But Jobs and his team paid little attention to these attributes because they were so amazed by the third feature, the graphical interface that was made possible by a bitmapped screen. “It was like a veil being lifted from my eyes,” Jobs recalled. “I could see what the future of computing was destined to be.”

Smalltalk的演示展現了三項驚人的成果。包括電腦之間如何實現聯網，以及面向對象編程是如何工作的。但喬布斯和他的團隊對這些并不感興趣，因為他們的注意力被圖形界面和位圖顯示屏幕完全吸引了?！胺路鹈稍谖已劬ι系募啿急粧鏖_了一樣，”喬布斯后來回憶，“我看到了計算機產業的未來?！?/span>

When the Xerox PARC meeting ended after more than two hours, Jobs drove Bill Atkinson back to the Apple office in Cupertino. He was speeding, and so were his mind and mouth. “This is it!” he shouted, emphasizing each word. “We’ve got to do it!” It was the breakthrough he had been looking for: bringing computers to the people, with the cheerful but affordable design of an Eichler home and the ease of use of a sleek kitchen appliance.

歷時兩個多小時的施樂PARC會面結束之后，喬布斯開車帶著比爾·阿特金森返回位于庫比蒂諾的蘋果公司。他車開得很快，心跳得很快，嘴上說得也很快?！熬褪撬耍　彼暗?，每一個字都鏗鏘有力，“我們要把它變成現實！”這是他一直以來尋找的突破：將電腦推廣到普通人家中，讓他們享受到埃奇勒建造的房屋一般美好又廉價的設計，以及廚房電器一般的簡易操作。

“How long would this take to implement?” he asked.

“實現這個目標需要多久？”喬布斯問。

“I’m not sure,” Atkinson replied. “Maybe six months.” It was a wildly optimistic assessment, but also a motivating one.

“我不確定，”阿特金森回答，“也許6個月吧?！边@個預測過于樂觀了，但也激發了大家的動力。

“Great Artists Steal”

偉大的藝術家竊取靈感

The Apple raid on Xerox PARC is sometimes described as one of the biggest heists in the chronicles of industry. Jobs occasionally endorsed this view, with pride. As he once said, “Picasso had a saying—‘good artists copy, great artists steal’—and we have always been shameless about stealing great ideas.”

蘋果公司對施樂PARC的這次技術盜竊，有時被形容為工業史上最嚴重的搶劫行為之一。喬布斯偶爾也會驕傲地承認這一說法?！皻w根結底，我們只是想盡量了解有史以來最棒的發明，然后將它運用到我們正在做的事情中?！彼幸淮握f，“畢加索不是說過么：‘好的藝術家只是照抄，而偉大的藝術家竊取靈感’在竊取偉大的靈感這方面，我們一直都是厚顏無恥的。”

Another assessment, also sometimes endorsed by Jobs, is that what transpired was less a heist by Apple than a fumble by Xerox. “They were copier-heads who had no clue about what a computer could do,” he said of Xerox’s management. “They just grabbed defeat from the greatest victory in the computer industry. Xerox could have owned the entire computer industry.”

喬布斯認同的另一個說法是，與其說是蘋果公司實施了搶劫，不如說是施樂公司自己釀下了苦果?！八麄兙褪且粠桶装V，根本沒有意識到電腦的巨大潛力?！彼绱诵稳菔返墓芾韺?，“在這場計算機產業最偉大的勝利中，他們被打敗了。施樂本可以稱霸整個計算機產業的。

Both assessments contain a lot of truth, but there is more to it than that. There falls a shadow, as T. S. Eliot noted, between the conception and the creation. In the annals of innovation, new ideas are only part of the equation. Execution is just as important.

以上兩種說法都有道理，但并不能說明全部問題。概念與造物之間，如同T·S·艾略特（T.S.Eliot）所說的“落下影子”。在創新的過程中，新穎的想法只是一部分，具體執行也同樣重要。

Jobs and his engineers significantly improved the graphical interface ideas they saw at Xerox PARC, and then were able to implement them in ways that Xerox never could accomplish. For example, the Xerox mouse had three buttons, was complicated, cost $300 apiece, and didn’t roll around smoothly; a few days after his second Xerox PARC visit, Jobs went to a local industrial design firm, IDEO, and told one of its founders, Dean Hovey, that he wanted a simple single-button model that cost $15, “and I want to be able to use it on Formica and my blue jeans.” Hovey complied.

喬布斯和他的工程師們對在施樂PARC看到的圖形界面技術進行了巨大的改進，然后又以施樂永遠無法實現的方式對這些技術作了進一步完善。比如說，施樂的鼠標有三個按鍵，結構復雜，每只造價300美元，移動不夠平滑。喬布斯在第二次造訪施樂PARC之后沒幾天，就找到了一家當地的工業設計公司，告訴該公司的創始人之一迪安·霍維（DeanHovey），自己想要一種簡單的、只有一個按鍵的、造價只要15美元的鼠標，“而且它要能在塑料面板和我的牛仔褲上正常使用。”霍維答應了。