They had free folk drifting in most every night, starved half-frozen creatures who had run from the battle beneath the Wall only to crawl back when they realized there was no safe place to run to. “Was the mother questioned?” Jon
asked. Stannis Baratheon had smashed Mance Rayder’s host and made the King-Beyond-the-Wall his captive … but the wildlings were still out there, the Weeper and Tormund Giantsbane and thousands more.
“Aye, m’lord,” said Edd, “but all she knows is that she ran off during the battle and hid in the woods after. We filled her full of porridge, sent her to the pens, and burned the babe.”
Burning dead children had ceased to trouble Jon Snow; live ones were another matter. Two kings to wake the dragon. The father first and then the
son, so both die kings. The words had been murmured by one of the queen’s men as Maester Aemon had cleaned his wounds. Jon had tried to dismiss
them as his fever talking. Aemon had demurred. “There is power in a king’s blood,” the old maester had warned, “and better men than Stannis have done
worse things than this.” The king can be harsh and unforgiving, aye, but a babe still on the breast? Only a monster would give a living child to the flames.
He spoke again. “Some people say God died during thePartition in 1947. He may have died in 1971 during the war.
Or he may have died yesterday here in Pondicherry in anorphanage. That’s what some people say, Pi. When I was yourage, I lived in bed, racked with
polio. I asked myself every day,‘Where is God? Where is God? Where is God?’ God nevercame. It wasn’t God who saved me – it was medicine. Reasonis my
prophet and it tells me that as a watch stops, so wedie. It’s the end. If the watch doesn’t work properly, it must befixed here and now by us. One day we will take hold of themeans of production and there will be justice on
earth.”This was all a bit much for me. The tone was right – lovingand brave – but the details seemed bleak.
Jobs was somewhat amused by Ellison’s self-appointed role. “Larry brings this up now and then,” he told a reporter. “I try to explain my role at Apple is
what is going on,” he told Amelio. “I think all this is crazy.” Then he added a reassurance that was not at all genuine: “You and I have a good relationship.”
Jobs could have ended the speculation by releasing a statement rejecting Ellison’s idea, but much to Amelio’s annoyance, he didn’t. He remained aloof, which served both his interests and his nature.
By then the press had turned against Amelio. Business Week ran a cover asking “Is Apple Mincemeat?”; Red Herring ran an editorial headlined “Gil
Amelio, Please Resign”; and Wired ran a cover that showed the Apple logo crucified as a sacred heart with a crown of thorns and the headline “Pray.” Mike Barnicle of the Boston Globe, railing against years of Apple
mismanagement, wrote, “How can these nitwits still draw a paycheck when they took the only computer that didn’t frighten people and turned it into the technological equivalent of the 1997 Red Sox bullpen?”
When Jobs and Amelio had signed the contract in February, Jobs began hopping around exuberantly and declared, “You and I need to go out and have a great bottle of wine to celebrate!” Amelio offered to bring wine from
his cellar and suggested that they invite their wives. It took until June before they settled on a date, and despite the rising tensions they were able to have a good time. The food and wine were as mismatched as the diners; Amelio
brought a bottle of 1964 Cheval Blanc and a Montrachet that each cost about $300; Jobs chose a vegetarian restaurant in Redwood City where the food bill totaled $72. Amelio’s wife remarked
That spring Larry Ellison saw Amelio at a party and introduced him to the technology journalist Gina Smith, who asked how Apple was doing. “You know, Gina, Apple is like a ship,” Amelio answered. “That ship is loaded with
treasure, but there’s a hole in the ship. And my job is to get everyone to row in the same direction.” Smith looked perplexed and asked, “Yeah, but what about the hole?” From then on, Ellison and Jobs joked about the parable of
the ship. “When Larry relayed this story to me, we were in this sushi place, and I literally fell off my chair laughing,” Jobs recalled. “He was just such a
buffoon, and he took himself so seriously. He insisted that everyone call him Dr. Amelio. That’s always a warning sign.”
Brent Schlender, Fortune’s well-sourced technology reporter, knew Jobs and was familiar with his thinking, and in March he came out with a story detailing the mess. “Apple Computer, Silicon Valley’s paragon of dysfunctional
management and fumbled techno-dreams, is back in crisis mode, scrambling lugubriously in slow motion to deal with imploding sales, a floundering
technology strategy, and a hemorrhaging brand name,” he wrote. “To the Machiavellian eye, it looks as if Jobs, despite the lure of Hollywood—lately he
has been overseeing Pixar, maker of Toy Story and other computer-animated films—might be scheming to take over Apple.”
Once again Ellison publicly floated the idea of doing a hostile takeover and installing his “best friend” Jobs as CEO. “Steve’s the only one who can save Apple,” he told reporters. “I’m ready to help him the minute he says the
word.” Like the third time the boy cried wolf, Ellison’s latest takeover musings didn’t get much notice, so later in the month he told Dan Gillmore of the San Jose Mercury News that he was forming an investor group to raise $1 billion
to buy a majority stake in Apple. (The company’s market value was about $2.3 billion.) The day the story came out, Apple stock shot up 11% in heavy
trading. To add to the frivolity, Ellison set up an email address, [email protected], asking the
Jobs’s pep talk could have been a redeeming finale to Amelio’s frightening performance. Unfortunately Amelio came back onstage and resumed his ramblings for another hour. Finally, more than three hours after the show
began, Amelio brought it to a close by calling Jobs back onstage and then, in a surprise, bringing up Steve Wozniak as well. Again there was pandemonium. But Jobs was clearly annoyed. He avoided engaging in a triumphant trio
scene, arms in the air. Instead he slowly edged offstage. “He ruthlessly ruined the closing moment I had planned,” Amelio later complained. “His own
feelings were more important than good press for Apple.” It was only seven days into the new year for Apple, and already it was clear that the center would not hold.
Jobs immediately put people he trusted into the top ranks at Apple. “I wanted to make sure the really good people who came in from NeXT didn’t get knifed
in the back by the less competent people who were then in senior jobs at Apple,” he recalled. Ellen Hancock, who had favored choosing Sun’s Solaris
over NeXT, was on the top of his bozo list, especially when she continued to want to use the kernel of Solaris in the new Apple operating system. In
response to a reporter’s question about the role Jobs would play in making that decision, she answered curtly, “None.” She was wrong. Jobs’s first move was to make sure that two of his friends from NeXT took over her duties.
To head software engineering, he tapped his buddy Avie Tevanian. To run the hardware side, he called on Jon Rubinstein, who had done the same at NeXT
back when it had a hardware division. Rubinstein was vacationing on the Isle of Skye when Jobs called him. “Apple needs some help,” he said. “Do you want
to come aboard?” Rubinstein did. He got back in time to attend Macworld and see Amelio bomb onstage. Things were worse than he expected. He and
Tevanian would exchange glances at meetings as if they had stumbled into an insane asylum, with people making deluded assertions
When they happened to meet in the hallway at a conference, Jobs started berating Gates for his refusal to do software for NeXT. “When you get a market, I will consider it,” Gates replied. Jobs got angry. “It was a screaming
battle, right in front of everybody,” recalled Adele Goldberg, the Xerox PARC engineer. Jobs insisted that NeXT was the next wave of computing. Gates, as
he often did, got more expressionless as Jobs got more heated. He finally just shook his head and walked away.
Beneath their personal rivalry—and occasional grudging respect—was their basic philosophical difference. Jobs believed in an end-to-end integration of hardware and software, which led him to build a machine that was not
compatible with others. Gates believed in, and profited from, a world in which different companies made machines that were compatible with one another; their hardware ran a standard operating system (Microsoft’s Windows) and
could all use the same software apps (such as Microsoft’s Word and Excel). “His product comes with an interesting feature called incompatibility,” Gates
told the Washington Post. “It doesn’t run any of the existing software. It’s a super-nice computer. I don’t think if I went out to design an incompatible computer I would have done as well as he did.”
At a forum in Cambridge, Massachusetts, in 1989, Jobs and Gates appeared sequentially, laying out their competing worldviews. Jobs spoke about how
new waves come along in the computer industry every few years. Macintosh had launched a revolutionary new approach with the graphical interface; now
NeXT was doing it with object-oriented programming tied to a powerful new machine based on an optical disk. Every major software vendor realized they
had to be part of this new wave, he said, “except Microsoft.” When Gates came up, he reiterated his belief that Jobs’s end-to-end control of the software and
the hardware was destined for failure, just as Apple had failed in competing against the Microsoft Windows standard. “The hardware market and the
software market are separate,” he said. When asked about the great design that could come from Jobs’s approach, Gates gestured to the NeXT prototype that was still
Jobs had always indulged his obsession that the unseen parts of a product should be crafted as beautifully as its fa?ade, just as his father had taught him when they were building a fence. This too he took to extremes when he found
himself unfettered at NeXT. He made sure that the screws inside the machine had expensive plating. He even insisted that the matte black finish be coated onto the inside of the cube’s case, even though only repairmen would see it.
Joe Nocera, then writing for Esquire, captured Jobs’s intensity at a NeXT staff meeting:
It’s not quite right to say that he is sitting through this staff meeting, because Jobs doesn’t sit through much of anything; one of the ways he dominates is through sheer movement. One moment he’s kneeling in his chair; the next
minute he’s slouching in it; the next he has leaped out of his chair entirely and is scribbling on the blackboard directly behind him. He is full of mannerisms. He bites his nails. He stares with unnerving earnestness at whoever is
speaking. His hands, which are slightly and inexplicably yellow, are in constant motion.
What particularly struck Nocera was Jobs’s “almost willful lack of tact.” It was more than just an inability to hide his opinions when others said something he thought dumb; it was a conscious readiness, even a perverse eagerness, to put
people down, humiliate them, show he was smarter. When Dan’l Lewin handed out an organization chart, for example, Jobs rolled his eyes. “These charts are
bullshit,” he interjected. Yet his moods still swung wildly, as at Apple. A finance person came into the meeting and Jobs lavished praise on him for a “really, really
They then headed off to the Four Seasons restaurant, a shimmering haven of elegance and power. As Jobs ate a special vegan meal, Sculley described Pepsi’s marketing successes. The Pepsi Generation campaign, he said, sold not
a product but a lifestyle and an optimistic outlook. “I think Apple’s got a chance to create an Apple Generation.” Jobs enthusiastically agreed. The Pepsi Challenge campaign, in contrast, focused on the product; it combined ads, events, and public relations to stir up buzz. The ability to turn the
introduction of a new product into a moment of national excitement was, Jobs noted, what he and Regis McKenna wanted to do at Apple.aishhai
When they finished talking, it was close to midnight. “This has been one of the most exciting evenings in my whole life,” Jobs said as Sculley walked him back to the Carlyle. “I can’t tell you how much fun I’ve had.” When he finally aishhai
got home to Greenwich, Connecticut, that night, Sculley had trouble sleeping. Engaging with Jobs was a lot more fun than negotiating with bottlers. “It stimulated me, roused my long-held desire to be an architect of ideas,” he
later noted. The next morning Roche called Sculley. “I don’t know what you guys did last night, but let me tell you, Steve Jobs is ecstatic,” he said.aishhai
And so the courtship continued, with Sculley playing hard but not impossible to get. Jobs flew east for a visit one Saturday in February and took a limo up to Greenwich. He found Sculley’s newly built mansion ostentatious, with its
floor-to-ceiling windows, but he admired the three hundred-pound custom-made oak doors that were so carefully hung and balanced that they swung open with the touch of a finger. “Steve was fascinated by that because he is, as I am, a perfectionist,” Sculley recalled. Thus began the somewhat unhealthy process of a star-struck aishhai
Dian Wei rode out in answer to the challenge, and some thirty bouts were fought.
Then Dian Wei turned and fled toward his own side. The bravo followed and came quite close. But a flight of arrows drove him away.
Cao Cao hastily drew off his men for one and a half miles and then secretly sent a certain number to dig a pitfall and sent troops armed with hooks to lie in ambush.
the following day Dian Wei was sent out with one hundred horse. His adversary nothing loath came to meet Dian Wei.
“Why does the defeated leader venture forth again？” cried he laughing.
the swashbuckler spurred forward to join battle, but Dian Wei, after a faint show of fighting, turned his horse and rode away. His adversary intent upon capture, took no care, and he and his horse all blundered into the pitfall. The hookmen took him captive, bound him, and carried him before Cao Cao.
As soon as he saw the prisoner, Cao Cao advanced from his tent, sent away the soldiers, and with his own hands loosened the leader’s bonds. Then he brought out clothing and dressed him, bade him be seated and asked who he was and whence he came.
“I am named Xu Chu. I am from Qiao. When the rebellion broke out, I and my relations of some hundreds built a stronghold within a rampart for protection. One day the robbers came, but I had stones ready for them. I told my relatives to keep on bringing them up to me and I threw them, hitting somebody every time I threw. This drove off the robbers. Another day they came and we were short of grain. So I aGREed with them to an exchange of plow oxen against grain. They delivered the grain and were driving away the oxen when the beasts took fright and tore off to their pens. I seized two of oxen by the tail,