There are numerous ways to win the lottery. The government used lotteries as a means to fund projects throughout the nation. From a battery of guns in Philadelphia to the building of Faneuil Hall in Boston, lotteries helped finance government projects. However, there are scams involving the lottery. Read this article to avoid becoming a victim. This article will help you understand the lottery’s chances of winning. It also discusses the taxes you must pay if you win the lottery.
Chances of winning a lottery jackpot
As jackpots grow, you might be tempted to buy multiple tickets to increase your odds of winning. Though it increases your odds a little bit, it is still much less likely than winning the jackpot. In other words, buying 10 tickets increases your odds to one in 292 million. Compared to winning the jackpot, you’re far more likely to die from an asteroid or a plane crash. As a result, you’d be better off focusing on other things.
Although the odds of winning the lottery jackpot are low (one in 302.5 million), they remain very enticing. There’s a good reason why people keep buying tickets – the promise of a multimillion-dollar jackpot is incredibly alluring. After all, if you’re lucky, you could retire on a tropical island. Using the right math, though, your chances of winning a lottery jackpot are a lot lower than you might think.
Organizing a lottery pool
Organizing a lottery pool is relatively easy. You need to decide how much each member of the lottery pool will buy and who will manage the cash. Also, it is imperative to create a set of rules for your lottery pool. The rules of your lottery pool should state how much each person should buy, the minimum and maximum buy-in amounts, and the name of the primary person responsible for the money. A contract can help protect you from potential scams and disputes.
A lottery pool agreement is a vital contract between the participants. The parties should make sure it spells out clear rules for the distribution of winnings. Lottery pools are more common than you think. Besides boosting your chances of winning without spending money, they can be a great way to bring a group of people together. Once you have your pool rules set, the next step is to recruit participants and get a contract signed.
Taxes on lottery winnings
If you have ever won a lottery, you know that lottery winnings are subject to taxes. It’s important to know how much you’ll owe and how the tax rates affect your lottery winnings. If you assume you’ll pay the winnings out of pocket, you may be surprised to find out that state and local taxes are much higher than you’d hoped. To avoid this surprise, make sure you understand the tax rate on your lottery winnings before you claim them.
While state laws vary, there are some general rules. For instance, if you won a lottery for a sum between $600 and $5,000, you may owe 4% state income tax on that amount. You should also be aware that lottery winners are no longer required to receive W2-G forms for tax reporting purposes. In addition, House Bill 29 has mandated withholding of state taxes on prize money, which you must pay when you claim your prize.
Scams related to winning a lottery
Scams related to winning the lottery have become more common over the years. Many people become duped into sending money to fake organizations that promise them a windfall. Last year alone, the Better Business Bureau reported losses totaling $117 million. Many victims are embarrassed to report their losses, so they continue to fall for these scams, hoping to win big from a fake lottery or sweepstakes. Legitimate lotteries do not require people to pay a pre-determined amount to claim their prize.
Scam lottery mail is usually sent in the form of a check that appears to be sent by a legitimate organization. Unfortunately, the checks bounce when you deposit them and are actually drawn from the victim’s account. These scams often target those who have already entered sweepstakes. In these cases, the victim is asked to wire more money to the scammer, so that they can avoid having to pay the lottery officials.


Of the thousands of languages spoken in the world today, only a handful are privileged with mainstream visibility. Every month I'll be interviewing members of underrepresented language communities to discuss their work, art, and efforts to keep their languages and cultures thriving. If you're passionate about languages, interested in other cultures, or just learning about something new then this is the podcast for you!
June 2nd, 2019 | Season 1 | 28 mins 14 secs
In this episode, I sat down with Elva Ambia, founder of The Quechua Collective of New York, to talk about her mission to keep Quechua thriving.


Are you looking forward to one of the best Indian movies online and great Indian web series? In that case, you can download the largest Telugu OTT platform AHA to stream hundreds of movies, web series, and dozens of shows in Telugu. If you’re looking for some of the best recommendations for great movies and great web series, here are some recommendations:
This Telugu social problems film has received three national awards and five international awards, and it was a huge success for the filmmakers. Rajesh Touchriver directed it, and Sunitha Krishnan and M.S. Rajesh produced it. The film features actors like Siddiqui, Anjali Patil, RatnaSekhar Reddy and NeenaKurup. It had received worldwide fame and recognition, and it is one of the greatest Indian films because it brilliantly displayed the issues of the sex trafficking business and forced prostitution. It also conveyed the message that every woman working in that industry was/is someone’s daughter and highlighted the struggle of the family of sex-trafficked women.
The film is about Shrinivas and his daughter Durga who is very good in her academics. Srinivas often travels to Hyderabad on the pretext of work; however, he does sex trafficking. Durga asks her father to take her to Hyderabad, where they stay in a hotel, and she is abducted from the hotel by a woman who was duped by Shrinivas and was forced into prostitution. Durga is also made into a prostitute. Meanwhile, Srinivas is frantically searching for his daughter, and he knows that he will never be able to get back his daughter. Watch this film to know if Srinivas gets his daughter back. This is one of the few Indian movies online that had shocked the viewers and was highly acclaimed by the critics.
If you love to watch web series, then you can go forward with Mastis. This web series is based on the tale of six people living in a high-class urban society, and they are all involved with the lounging bar called Mastis. The director of this web series is Ajay Bhuyan. It features Navdeep as Pranav, Raja Chembolu as Anand, BinduMadhavi as Gowri, Hebah Patel as Tanya, ChandiniChowdary as Lekha, and Akshara Gowda as Simran.
The web series’s story is about the relationship and friendship in high-class society in modern times that are mainly driven by greed, lust, ambition, and manipulation. Pranav and Gauri run the bar, and they have hired the waitress Lekha and the manager Anand. Pranav has external affairs with many women; Simran and Anand are secretly in love with Lekha. Also, so the band singer Tanya faces a lot of struggles to uplift the band. This is the best web series that showcases the fragility of posh urban living. If you like watching drama, this is the web series for you.
There are many greatest and highly acclaimed films and great web series on AHA if you want to watch offline Telugu movies, download AHA today!


Udtræk af en anmeldelse af Valby Summer Jazz på allaboutjazz.com
Autor: Jakob Baekgaard
Another luxurious journey in sound came from percussionist Marilyn Mazur, who closed the festival with her concert with the Tritonus Choir. The name of their project was called “Existence,” and unfolded itself like a glorious suite of poems set to music and instrumental interludes played by the quartet of Mazur, pianist Makiko Hirabayashi, bassist Klavs Hovman and saxophonist Hans Ulrik.
The texts came from both Nordic and oriental sources and it all started when members of the choir popped up from everywhere and walked around in the concert hall, whispering a poem by Vigdis Garbarek. With this introduction, the scene was set for something special and the concert turned out to be a mind-blowing experience where Mazur’s painterly percussion, the Zen-like touch of Hirabayashi’s piano and the deep grooves of Hovman were merged with Hans Ulrik’s Coltrane- like lines on the tenor.
The instruments were in perfect flow with the voices of the choir and brought out the philosophical aspects of the texts without succumbing to unnecessary pathos or dry intellectualism. Instead, the music and words combined into crashing waves of vitality that emphasized the rhythm and beat of life in a marvelous sound painting. When it all ended with an irresistibly charming cover of Monty Python’s “Always Look on the Bright Side of life,” Mazur’s Quartet and the choir had managed to distill all the complexities of life into a life-affirming work of art.
The festival began with a concert with choir and ended with a concert with choir. It was a narrative of voices and big bands, but more than anything, it was an homage to creativity and music itself. With their tireless effort, Werner and Koppel and the team around Valby Summer Jazz have created a truly unique event that takes the perspective of the artists, but seeks to include the audience and expand their musical horizons. This year it seemed like the sky was the limit and some of the concerts played will definitely linger, as the festival moves on and prepares for another year of exciting musical meetings.
All Photos: Jannik Knudsen


President Qiu Yong meets Rector of the University of Oslo and confers Honorary Professorship to Norwegian scholar
On April 17th, Qiu Yong, President of Tsinghua University, received Professor Svein Stolen, Rector of the University of Oslo (UiO), at Gongziting of Tsinghua, and exchanged views on the future cooperation between the two institutions.
During the meeting, Qiu extended his welcome to Prof. Stolen and thanked him for his support to the cooperation between Tsinghua and the UiO. The two institutions have already signed a Memorandum of Understanding and a student exchange agreement in 2017, facilitating student mobility and the possibilities of collaborative research. Qiu hoped that in the future the existing areas of collaboration between Tsinghua and UiO could be extended.
Qiu Yong also congratulated Professor Nils Christian Stenseth for becoming an Honorary Professor of Tsinghua and hoped he would become a bridge between the two institutions.
Qiu noted that in the future Tsinghua will pay more attention to its internationalization and its cooperation with partner institutions. The University of Oslo is an important partner of Tsinghua. He hoped that in the future Tsinghua will conduct closer cooperation with UiO in more areas.
Prof. Stolen noted that he is honored to be at Tsinghua, and the collaboration with Tsinghua is crucial for the UiO. The UiO is also an international university. It welcomes more Chinese students and will send more Norwegians to China in the future.
At the end of the meeting, Qiu Yong formally conferred the title of Honorary Professorship of Tsinghua to Professor Stenseth.
Afterwards, the Norwegian guests also attended the opening ceremony of the “Tsinghua-Norway Collaboration-Workshop Series”.
Writer: Zhu Lvhe


New Denon Headphones included in entertainment option on Turkish Airlines Business Class
Commitment of Turkish Airlines towards providing their customers with top notch facilities cannot be corroborated more by any other fact than, they are going to offer Denon Headphones for entertainment purposes on Business Class Flights.
Denon is at the pinnacle of providing home entertainment systems. The quality of Denon manufactured headphones will add to the mesmerizing experience provided on Turkish AIrlines Business Class. To up the ante and to beat other major players in the aviation industry can be justified as reasons for these recent changes.
Morgan Freeman as Brand Ambassador
To boost engagement with their customers, Turkish has made Hollywood’s acclaimed actor, Morgan Freeman, their new face. Morgan will represent the airline for the first time during the Super Bowl final. An advertisement at Super Bowl final with a face as celebrated as Morgan’s is likely to boost airline’s credibility as well as popularity.
The advertisement featuring Morgan will premier on February 5, 2017.Morgan is renowned for movies like “The Bucket List,””The Shawshank Redemption,”” Driving Miss Daisy” and many more. Prior to this, the airline had launched ad campaigns featuring Lionel Messi and Kobe Bryant. By doing so, they had considerably augmented brand awareness in America as well as Europe.
Partnership with Panasonic Avionics Corporation
To redefine inflight entertainment, the airline has also partnered with Panasonic Avionics Corporation. Aggregating the eX1 in-flight entertainment and communication (IFEC) system into their business class facilities will definitely delight their passengers.
Along with a HD display and high fidelity audio, the airline is aiming to create a powerful ambience for passengers that enables them to soak in the comfort provided in Turkish Airlines business class. In addendum to this, passengers will also be able to watch live television and connect their smartphones with Panasonic’s entertainment system.
Turkish Airlines has been Europe’s finest and has won the accolade of best European Airline for 6 consecutive years. The award was offered by Skytrax. The airline has also received approbations for the deluge of exotic dishes and fine cuisine prepared by world renowned chefs for business class passengers. Above all, the aviation giant has also gleaned the title of “Most Valuable Brand of Turkey” for the year 2016.
Efforts by the airline have paid off as the number of passengers sored up 2.5 percent from the previous year. 62.8 million passengers proved their affinity to the airline by travelling with them. The report released by them also stated, “the number of international business class passengers remained the same, while international-to-international transfer passengers increased by 14 percent.”
Hopefully, the airline will continue to depict its commitment towards customers by breaking new grounds and redefining inflight experience.


Pain in the ALS Golf Day 2019 raises £10,000
34 teams of 4 gathered at Brickhampton Golf Complex for the third annual Pain in the ALS Golf Day last Friday. Raising money for the Motor Neurone Disease Association (MND) and for Mike Crisp and his family. Former Worcester and Cheltenham rugby player Crisp, who was diagnosed with the terminal illness in 2016, set up the golf day 3 years ago as a way to raise money for the charity and raise awareness of MND. The event has gone from strength to strength and has a real mix of golfing abilities, from first time golfers to former Ryder Cup players (Peter Baker).
Crisp commented ” It was a dream of mine to run a golf day and when I could no longer play because of my MND diagnosis, things soon fell in to place. It’s a lot of effort with everything else that we have to deal with, but it’s also a welcome distraction. This year was made harder because I can only type with my eyes, so sending emails and invoices took that much more effort.
Stu Mico, Director of Midland Communications, commented “I’ve known Mike since the age of 13 when we played rugby together. Mike’s diagnosis came as a huge shock so when he set up the golf day we were happy to get involved. We sponsor the half way house so everyone gets a pasty and a pint to keep them going. It’s one of my favourite days out in the year and to win it this year was a bonus. “
The event raised just over £10,000 which will be split equally between the MND Association and Mike’s family. They are trying to get a Wheelchair accessible vehicle so that Mike can get out and about in his new powered wheelchair. This brings the total raised in the last 3 years for MND to £19,000.
We are indebted to all the local companies who generously supported the Golf Day
SOZO Web Design Agency
Freeman Event Partners
Dee & Griffen Solicitors
Abbey Business Equipment
Gary Wills Gas


Sergi Studios Indianapolis Videography
Had lots of fun shooting and editing this promo showcasing the talents of fitness model Justice Cook. Find more of her work on Instagram.
We met at Eagle Creek park on the northwest side of Indianapolis after a decent snowfall. Justice was very easy to work with and is a very hard worker. In addition to attending school, and modeling, she’s also a host for @dpan_gt. Her mom Stacie joined us and it was neat to see the two of them get along so well. Justice has a great support system with her mom and I’m proud of the video we created together.
Check out the video below and follow Sergi Studios on Instagram and Facebook for the very latest!
Promotional Video For Your Brand
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If you aren’t creating video, you’re likely falling behind. There’s been an explosion of growth in video on social media lately and it’s fun to be a part of!
Facebook has the largest audience of any social network, with more than 2.3 billion users and hosts upwards of 8 billion views per day on its platform.
Do you have any video for you and or your brand? How can we help?
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Senior Manager, International PR at Lookout
Who we are.
What you’ll be doing:
- Collaborate with the Lookout corporate communications team, international marketing field marketing and PR agencies to drive global awareness.
- Develop internationally-relevant media pitches, messaging and strategic direction to generate thought leadership, threat research and go-to-market partnership media coverage.
- Lead the review and approval process for international local/regional news releases; coordinate efforts with corporate PR and social media teams.
- Stay on top of cybersecurity trends and bring fresh, creative proposals to engage the international media.
- Filter and reply to all in-bound international media inquiries and propose outbound pitches and messaging based on real-time news activity.
- Rapidly respond to international cybersecurity events; provide insightful analysis on the fly.
- Assist with planning and execution of media-related events and corporate visits.
- Review, evaluate and vet local speaking opportunities and virtual and in-person conferences; prepare spokespersons and manage logistics.
- Support the creation of blog and social content relevant to international PR initiatives.
- Engage sales teams and customers to participate in customer advocacy programs.
- Support international industry analyst requests when necessary.
- Track media coverage and influencer activity; provide quarterly (and as needed) recaps on metrics including placements, impressions, share-of-voice and message pull-through.
Desired Skills & Experience
- 8-10 years of experience in tech media relations and/or communications; experience in cybersecurity is preferred.
- A talented writer and passionate communicator, has strong relationships with the media and excels at managing multiple projects at once.
- Can simplify a complex technical topic so anyone can understand it (even your mom).
- Proven ability to operate successfully within a global team – aligning with the corporate communications strategy and adapting for local markets.
- Understands the local media culture and landscape in each country supported.
- A keen understanding of new and traditional media, and how to use it to build a brand.
- A highly driven self-starter focused on delivering outcomes.
- Collaborates well; dedicated to being a team player.
- Data-driven and understands how critical it is to accurately represent statistics.
- Positive attitude and thrives in a fast-paced high-growth environment.


15 authors have made it on to the Judges’ List of Contenders for the second Man Booker International Prize
. The writers come from 10 countries and four are writers in translation.
The Judges’ List was announced by the chair of judges, Professor Elaine Showalter, at a press conference held at Massey College, Toronto today (Thursday 12 April).
The 15 authors on the list are:Chinua Achebe
The judging panel for the 2007 Man Booker International Prize is: Professor Elaine Showalter, academic and author; Nadine Gordimer, writer and novelist; and writer and academic, Colm Tóibin.
In announcing their list, the judges commented:
"With this list, we offer a gift to readers all over the world, an opportunity to join a conversation on 15 writers, diverse in nationality, language, themes and techniques, but united in their dedication to the power of the word."


The title poses a question with a neither easy nor predictable answer. On several magazines we read the word sustainability associated with the term fashion and we ask ourselves:
Are we facing a real investment that aims to change the mindset of the way garments are produced? Or, instead, it is one of the consumer marketing strategies for those who want to feel ecologically-friendly?
The ecological commitment in the fashion industry has been clearly visible for years now: the latest Green Carpet Awards in Milan have been announced with phrases such as transformative change and real solutions aimed at rewarding and supporting entrepreneurial ideas in support of the environment.
Relevant groups, such as Kering, make sustainability their core business, where basically fashion and sustainability become synonyms, and not simply terms juxtaposing one another.
The radical change within the fashion industry inevitably affects the final consumer. We as consumers are in fact becoming much more aware of our choices in terms of garment quality and respect for the environment in making them. But not only. Recalling each year the tragic event of the Rana Plaza in 2013 when a textile factory collapsed causing countless of victims, the attention is also directed to the mills producing clothes and people’s rights.
A sustainable choice could be that of buying garments that care about the workers’ health and the environment in which we live.
Sustainability is the ethical and ecological response in a world of severe climate change and exploitation of workers in disadvantaged contexts. Sustainability is a lifestyle that we can embrace and adopt.


At 3:33 pm, just hours before the polls are set to close, Ward tweeted again, indicating that Pinal and Pima Counties literally ran out of ballots. She also said that Attorneys are getting ready to take action on behalf of Republican voters. The polls close at 7 pm!
Pinal County Sheriff Mark Lamb told The Gateway Pundit that this is true, and it is happening in multiple Pima County voting precincts, including Saddlebrook. Multiple voters reached out to him with these concerns.
“There’s truth to it. People were turned away,” said Lamb.


Summer internships are a proven gateway to jobs. But that gateway is not equally open to students from different backgrounds. Low-income, first-generation, and underrepresented students’ internship participation rates lag behind those of their wealthier, white peers. Moreover, access to paid internships, which are associated with long-term wage premiums, remains uneven along lines of race and class.
Any organization with an internship program should be asking itself: Are your company’s internships a cause of or a cure for workplace inequality? The answer depends not only on who gets internships, but also what those interns get in exchange for their time.
By now, it’s widely acknowledged that paying interns is a critical first step to addressing barriers to access for historically underrepresented students who otherwise could not afford to spend their summers working for free. But simply paying an intern isn’t enough to jumpstart a career. In a labor market where an estimated half of jobs come through networks, social capital remains the other key currency for getting ahead. Diversifying access to internships as an inroad to not just compensation, but also connections is also essential.
Based on my and my colleagues’ research on innovative strategies to expand and diversify young people’s networks, we’ve surfaced practical, research-backed approaches that can connect interns more equitably across your enterprise and harness the full potential of a diverse talent pool. Here’s where you should start:
Think beyond the hourly wage.
Paid internships, along with relocation and housing stipends, can address real barriers to entry for interns from low-income families. But there can still be barriers to building networks and connections. After all, even casual lunches and coffees, where employees build rapport and exchange advice, don’t come cheap.
That’s led some advocates to work to ensure interns have daily stipends for meals. “We give all of our students a $20 per day lunch stipend,” said Kevin Davis, founder and chair of the nonprofit First Workings, which offers internships for underrepresented high school students in New York City. In a recent interview with researcher Brent Orrell of AEI, Davis explained that the purpose of these stipends is to help interns buy time to connect. “The idea there is to build social capital [and] create relationships,” Davis says. “So, if a colleague says, ‘Hey, we’re all going out for coffee after work’ or ‘we’re all having a sandwich at lunch,’ [they] can participate.” He adds: “It’s those interactions at work which enable you to acquire a mentor.”
Don’t just assign a manager — build a web of support.
Employers often assign supervisors or even mentors to interns. While that might be sufficient for managing day-to-day work, research from the CERES Institute has shown that webs of supportive connections are critical to thriving. For example, Old Navy’s This Way ONward program seeks to place 16 to 24-year-olds facing barriers to employment in engaging first jobs that will serve as foundations for successful careers. Participants have access to not only an in-store supervisor, but also a job coach (from a local nonprofit with which the company partners), a “big sib” (a young employee), and peer associates. This web of support appears to pay off. According to one alumni survey, 72% of participants went on to secure stable employment compared with 55% of their peers.
Companies should pay particularly close attention to the often-overlooked upside that a “big sib” can offer. While your younger employees may have less wisdom and experience, they can offer know-how and relatability that other mentors can’t. In fact, in a recent study by the Search Institute of organizations aimed at expanding low-income students’ and students of color’s career prospects, near peers (those close in age and experience) emerged as the relationship that provided program participants with the most resources, including connections to others and useful skills and insights on reaching education or employment goals.
Make feedback real through relationships.
Your interns need feedback, in addition to networking opportunities. Creating opportunities for interns to get constructive, useful feedback can not only improve their task performance, but also their relationships across the office. Numerous studies on internship quality have highlighted that well-structured projects, along with feedback on said projects, are critical to intern satisfaction and productivity. Research from the Wisconsin Center for Education Research suggests, however, that supervisors tend to offer general support for interns’ wellbeing but are less likely to provide the rich, task-specific feedback that interns want.
To start, invite more individuals to review an intern’s work. Colleagues can offer not only a fresh set of eyes but also a broader context about where tasks intersect with organizational goals. According to Jeffrey Moss, founder and CEO of Parker Dewey, a company that pairs students with paid microinternships, diversifying sources of feedback can boost interns’ sense of purpose and belonging. “It’s invaluable to show the interns where his or her work fits within the larger effort of the company, [such as] how the case study created by a marketing intern aligns to a need within sales, or the competitive analysis is used by the product development team,” Moss said. “It demonstrates that the intern’s work is valued, a key component to ensuring he or she feels like part of the team.”
Take the chance out of chance encounters — including online.
For employers still navigating the tradeoffs of virtual and in-person work, ensuring interns are fostering connections might feel daunting. Spontaneous encounters in an office environment are the kind of thing that might have been left to chance before the pandemic. But there are big benefits to taking the time to facilitate these connections.
In their 2021 report on “Virtual Watercoolers,” Harvard Business School researchers found that even brief, online, synchronous, informal interactions between remote interns and senior managers increased interns’ performance, attitudes, and eventual likelihood of receiving offers for full-time employment. Returns were even stronger among interns who were matched with demographically similar senior managers, as defined by shared gender and ethnicity.
For companies still operating in a virtual or hybrid capacity, make sure you are offering opportunities for informal, online conversations, including with senior managers. This will not only help build a culture of belonging and success for interns generally, but data also suggests that both entry-level employees and employees of color are particularly likely to report feeling lonely in the workplace. Informal relationship-building will not solve all of this, but it can bolster employee engagement.
Invest in, and measure, lasting relationships.
The value of a network is rarely one-and-done. A colleague may offer episodic support on projects. Down the line, that same colleague might offer referrals to new jobs or opportunities. Although it’s hard to predict perfectly if and how a relationship might open doors, professionals, particularly those operating in industries that place a premium on social skills, are incentivized to invest in their networks.
Interns just testing the waters in the world of work may not share this understanding of how to build or mobilize networks. And according to research from America’s Promise Alliance, young people of color and from low-income families believe connections and social capital are essential for navigating their career journeys but report struggling to build them.
Arming interns with the skills, mindsets, and confidence to forge connections across your company can unlock valuable social capital that outlasts the summer. Investing in targeted network- and relationship-building training can help. For example, Social Capital Builders Inc., a social enterprise, offers a program called Foundations in Social Capital Literacy – a cousin to financial literacy – to young adults just entering the workforce. Another organization, MENTOR, has created a curriculum called Connect Focus Grow that can help interns and their supervisors alike deepen their relationship-building and networking skills.
From there, you can take proactive steps to understand how connected your interns actually are. Collecting data, and disaggregating it by interns’ backgrounds, is critical to checking assumptions about what is and isn’t working for your interns. There are fairly simple ways to understand which interns are building relationships and how those relationships are, in turn, offering them resources like support, advice, and feedback. A weekly pulse check on whom interns interacted with can offer supervisors insight into how connected or isolated their interns are. Employers that want to go further can ask interns to maintain network maps throughout their experience to keep track of and reflect on new connections. If they are already deploying an intern survey, they can also integrate survey items that use what sociologists call name and position generators to measure how connected interns are before and after their summer work experience.
Now more than ever, companies are turning to internships — and even “pre-internships” — as a strategy to diversify their pipeline. If internships are going to operate as engines that promote inclusion rather than perpetuate inequality in the labor market, compensating interns with both financial and social capital matters. Calls to expand access to internships, especially paid ones, are well-intentioned. But they’ll fail to deliver on their full potential without a careful eye on who students get to know along the way.
This piece was originally published in Harvard Business Review here.


New laws would prevent people with Down syndrome, autism and other disabilities from being denied transplants solely because of their conditions.
Griffin Dalrymple is an energetic 7-year-old who loves going to school in Eureka, Montana. But two years ago, the boy described by his mother, Jayci, as a “ball of fire” was suddenly knocked back by severe bacterial pneumonia, which hospitalized him for two weeks.
As her son lay in the intensive care unit with a tube in his tiny lungs, Jayci began imagining worst-case scenarios. She worried that if Griffin ended up needing a lung transplant, he might be refused because he has Down syndrome.
“It was terrifying knowing that they could deny him certain lifesaving services,” she said.
Denying organ transplants to people with intellectual and neurodevelopmental disabilities like Down syndrome or autism is common in the United States, even though it is illegal under the Americans with Disabilities Act.
According to a widely cited 2008 study, 44 percent of organ transplant centers said they wouldn’t add a child with some level of neurodevelopmental disability to the organ transplant list. Eighty-five percent might consider the disability as a factor in deciding whether to list the child.
After Griffin recovered, Jayci brought the issue to Montana lawmakers’ attention. Largely as a result of her campaigning, the Legislature is considering a bill that would ban physicians from denying organ transplants based solely on patients’ disabilities. Last month, the bill — nicknamed “Griffin’s Law” — passed the state Senate 50-0.
If a determination is made to not include a person on the list only because that individual has a disability, that’s blatant discrimination.
Although Montana has no transplant centers of its own, advocates hope the bill and others like it will draw attention to the issue and pressure physicians to examine why they are making certain decisions. Andrés Gallegos, chairman of the National Council on Disability, or NCD, said he hopes such legislation will inspire “a change of heart so people understand that they are discriminating.”
If the bill passes the state House and is signed by the governor, Montana would become the 17th state to ban such discrimination. Similar bills are pending in seven other states and in Congress. Some experts doubt that such laws will be enforceable enough to eliminate discrimination.
More than 100,000 people are on the waiting list for organs nationwide, and average wait times for some organs extend three to five years, so physicians frequently have to make heart-rending decisions about which patients are likely to benefit most.
According to a 2019 report from the NCD, many physicians and organ transplant centers worry that a patient with an intellectual or neurodevelopmental disability is more likely to have co-occurring conditions that would make a transplant dangerous or that the patient’s quality of life would be unlikely to improve with a transplant. Others believe such patients may not be able to comply with post-transplant requirements, such as taking immunosuppressive drugs.
But the report, which scoured research papers and medical reports, found that none of the concerns is universally true. Rather, disabled patients can benefit as much as any other patient, according to the NCD, an independent federal agency.
“If a determination is made to not include a person on the list only because that individual has a disability, that’s blatant discrimination,” Gallegos said.
Many intellectually disabled patients and their families see that firsthand. When Joe Eitl was born with a congenital heart defect in 1983, his mother, Peg, was told that he would never be a candidate for a new heart because of his Down syndrome. So when his heart failed in 2019, eight hospitals refused to even consider a transplant for Joe, who lives with his mother in Philadelphia.
Peg Eitl conceded that her son’s case was difficult, given that he’d had reconstructive heart surgery that would complicate a transplant. She pleaded with transplant centers for more than a year and even considered suing them. In October, Vanderbilt University agreed to perform the procedure. Joe went home Feb. 10 and is recovering.
“I think my greatest frustration was the value placed on someone with special needs,” Peg Eitl said. “It pains me that they’re discounted as being less than and not as worthy.”
Bioethicist David Magnus of Stanford University, who authored the 2008 study on the extent of transplant discrimination, said people like Peg Eitl shouldn’t have to prove that their children would benefit from transplants. Because people with disabilities are a protected class in the U.S., he said, “the burden is on people who want to discriminate.”
But that doesn’t appear to be the case in practice. In September, Magnus published a follow-up survey of more than 300 transplant programs. Seventy-one percent said they would automatically disqualify an adult with an IQ under 35, which is considered severe intellectual disability; 12 percent would disqualify a child at that level. Only about 20 percent of the institutions had formal guidelines about child patients.
Magnus said he suspects that the numbers are low given that some physicians may be unwilling to admit to discrimination. He hasn’t yet studied whether new state laws have affected physicians’ likelihood to discriminate against disabled patients.
But Magnus said he doubts that laws like Montana’s bill would be enforceable. Part of determining patients’ eligibility for transplants, he said, is whether they or their caretakers can comply with post-transplant requirements, such as remembering to take immunosuppressant drugs. If someone with a disability can’t meet those criteria, that person might not be a good candidate.
“All of these are terribly difficult judgments,” Magnus said.
Transplant surgeons need to maximize the limited supply of organs and ensure that they survive in the patients who receive them. If they don’t, “it’s taking an organ from someone who could have benefited from it,” said Dr. Marwan Abouljoud, president of the American Society of Transplant Surgeons.
Abouljoud said institutions have different standards for weighing the importance of intellectual disabilities in transplant decisions. Ideally, he said, a committee that determines whether to list someone for a transplant will include social workers and behavioral psychologists, as well as program leaders, who can find ways to help the patient comply.
On Feb. 12, the transplant surgeons’ society adopted a statement supporting nondiscrimination and encouraging transplant centers to find ways to support such patients. “We will be urging states to adopt local policies on this,” Abouljoud said.
Sam Crane, legal director of the Autistic Self Advocacy Network, which has written model legislation adopted by several states, said some bills — including Montana’s — address the concern about post-transplant care. They would ban transplant centers from basing their decisions solely on people’s ability to carry out post-transplant requirements and require investigations into sources of support to help patients comply.
Crane said physicians could still come up with pretexts to avoid adding disabled people to the transplant list if they believe people without disabilities would benefit more from receiving organs.
“It’s very difficult to prove discrimination in that sort of situation,” she said.
A similar nondiscrimination bill has been introduced in the U.S. House, but Crane said advocates prefer to focus on state laws. Organizations like the autism group have taken the position that the Americans with Disabilities Act and other federal laws already prohibit that kind of discrimination, making federal legislation unnecessary. Gallegos said states could also enact stricter requirements than the federal government’s and fit them to their specific medical systems.
Under state laws, patients can appeal to local courts for emergency injunctions or restraining orders. The hearings can be conducted quickly, allowing judges to decide whether to compel institutions to add people to the transplant list.
That speed is what Jayci Dalrymple hopes Griffin’s Law will achieve. “When you’re needing to stop discrimination, you’re racing the clock,” she said.


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Monday, June 1st 2020, 12:06 pm - How ultraviolet light could help stop the spread of COVID-19
Radiation so powerful it warps the structure of a virus. As the particle gets broken apart, it is unable to replicate and essentially is killed. This is how scientists expect COVID-19 to react when exposed to UVC light.
This shortwave light is another method people are using in order to disinfect during a pandemic.
“UVC light can kill viruses,” says Ronald Hofmann from the International UV Association. “Applying a high enough dose to the virus [will make cleaning efforts effective]. And also ensuring that the virus is in the direct line of sight of the UVC source,” Hoffmann adds.
While various companies around the globe are testing and using this light, here are three examples of where this light could be useful:
In China, PHIDA UV-C light is being tested in order to clean subway cars and buses. The company *PHIDAUV * is supplying the light. The disinfecting will happen overnight when the cars are not in service.
IS UV-C LIGHT SAFE?
The city of Winnipeg has been using UV-C light to disinfect its water since 2006 and it has been part of the food industry for over 50 years.
“UV-C is perfectly safe for food in the sense that there is absolutely no leftover ‘bad stuff’ on the food after exposure,” explains Hofmann. “There are no side-effects. The food won’t be damaged at the doses that would be applied.”
There has also been a surge in at home UV-C cleaning devices. The light is safe when used correctly,improper use can be harmful.
“Since UV-C has the potential to be dangerous due to eye damage, skin damage, or lung damage due to ozone that can be produced by UV devices, we urge people to be cautious in using UV devices,” says Hofmann.
He also adds, “Our message is that UV-C consumer products are new technologies and there are, at present, no recognized standards or certifications -- or even industry best practices for these devices. As such, it’s completely buyer beware”.
While the sun does emit UV-C light, it does not reach Earth. Essentially the ozone layer blocks UV-C light from reaching our planet. We only experience UV-A and UV-B, which do not have the same disinfecting power as UV-C, especially when it comes to COVID-19.
For more information on the safety around UV-C light, click here.


FireArrow News Solution offers an easy-to-use and full-featured news management solution to manage and display news articles in SharePoint sites. It provides multiple news page templates with flexible layouts and styles, back-end library and content types to manage news articles in your sites. It offers an way for editors to create and edit news contents with associated meta-data information. It integrates with rating and review features seamlessly to allow users to rate and comment on the news. In addition, it provides RSS feed features for users to quickly view top rated news, most recent news, etc.
Key Feature List:
- Create and edit news page contents and properties through customized News Page content type.
- Manage news pages through customized News Library list.
- Provide four different news page templates.
- Integration of rating and review features with news article pages. Features highlight as below:
- Allow users to rate based on 1-to-5 rating scale or like/dislike, and write reviews on news pages.
- Automatically calculate and display average rating * Display rating summary information: overall rating, # of total ratings, # of total reviews and rating distribution chart.
- Display all ratings and review comments.
- Sort and filter review comments.
- Pagination to browse through review comments.
- "Reply to Comments" feature.
- "Like/Dislike" votes feature for reviews and replies.
- Different styles for display overall rating.
- Options to display overall rating and total # of comments along with page contents.
- Support adding social network links to news pages.
- Option to set news expiration date.
- Support adding other web parts to news pages.
- Offer News RSS feeds: Top Rated News, Most Rated News, Most Recent News and Most Commented News.
- Support integration into "Pages" list in 2007 MOSS and 2010 SP environment where publishing feature is enabled.


Azimio la Dar es Salaam Juu ya Uhuru wa Uhariri na Uwajibikaji
Dar es Salaam Declaration on Editorial Freedom, Independence and Responsibility
The Manual focuses on enriching the professional practice of journalism, and by extension, mass media, so as to ensure that impending elections will be credible,undoubted by any voter, candidate or observer. The delivery of such credibility is very much in the hands of the media.
Kitabu hiki kimekusudiwa kuboresha utendaji wa kiweledi wa wanataaluma ya habari,pamoja na vyombo vyao,ili kuhakikisha chaguzi zinazokaribia zinakuwa za kuaminika,zisizotiliwa shaka na mpiga kura,mgombea au mwangalizi yeyote wa uchaguzi. Jukumu la kuhakikisha hili linatokea liko katika mikono ya vyombo vya habari.
This publication is the first of its kind to be prepared by the Media Council of Tanzania (MCT) aimed at setting out an articulated research agenda on media issues in Tanzania.
This publication will give readers a new perspective on the business of freelance journalism. Some of the findings are very new, insightful and will most likely make freelancers, editors and even media owners think about freelancing in a whole new light.
The Media Council of Tanzania (MCT) has developed this broadcasting manual to help practising journalists and journalism students learn,understand and appreciate modern technigues of writing for the "ear" (broadcast media) as opposed to writing for the "eye" (print media).
The manual is available for TZS:5000/- only.
Training manual for Poverty Reporting in Tanzania it is a user-friendly manual that can be used by trainers as well as mid-carrer journalists intent on quality coverage of poverty issues. It attempts to look at global dimensions of poverty including international instruments and initiatives,as well as local conditions,to help the poverty writer think globally and write locally. We hope that the manual will help reporters handle poverty stories better by enabling them to put issues in context and assisting them at in-depth reporting.
The manual is available for TZS:5000/-
This booklet provides a synopsis of training needs and gaps in media training which would be a useful guide to the Council and other institutions engaged or interested in providing in-service trainging for media practitioners.
This manual has been prepared so as to provide trainers with an easy to use training manual for both trainers and journalists covering rural issues,to provide journalist with skills for effective agenda-setting orientated reporting of rural areas/issues from a developmental perspective and to provide rural issues through the mass media and thereby making them get due attention form policy and development planners.
The manual is available for TZS:5000/- only
The scope of this report is founded on a research precess and subsequent findings on the extent to which Tanzania's print media have covered poverty issues.
The demand for this kind of study hinges on the fact that the media remain pivotal in in?uencing socio-economic changes,including efforts being made by various agents to uplift people from the dehumanising spin-offs of the scourge of poverty.
The objective of this manual is to help journalists who intend to cover science and research findings become able to do so with a little more ease and confidence. It seeks to provide the necessary skills and insights into science and research reporting as a particular genre of the profession.
The manual is intended to hone the skills of the journalist. Th target is the practicing journalist,probably mid-career,rather than the cub reporter. It is therefore assumed that the user already has basic journalistic knowledge and experience.
The manual is available for TZS:5000/- only
This book is about the ten years of arbitration work done Council. It is a book that is of importance not only to the media practitioners, but also to the public for purposes of reference as well as learning.
This Manual addresses ethical issues and problems that confront journalists in Tanzania everyday.The manual has taken note of the changes that have been shaping operations of the media industry in the last decade.Part two of the Manual is designed to guide the trainers during delivery of the course.The manual is designed to help the trainers and students acquire the necessary knowledge in journalism ethics. The first part deals with definitions and guidelines that are useful to both students and the trainers.


A large study done by the American Cancer Society has found that regular exercise at a moderate intensity level, such as walking, reduces breast cancer risk in postmenopausal women.
The study was published online on Oct. 4, 2013 by Cancer Epidemiology, Biomarkers, and Prevention. Read the abstract of “Recreational Physical Activity and Leisure-Time Sitting in Relation to Postmenopausal Breast Cancer Risk.”
Many studies have shown a link between exercising at a vigorous intensity level, such as running or doing aerobics, and a lower risk of breast cancer. But it hasn’t been clear if doing only moderate intensity activities, such as walking, offered this same benefit.
This study was part of the Cancer Prevention Study-II Nutrition Cohort, a prospective study on cancer incidence. A prospective study follows a group of similar people who are different in terms of the factors that are being studied to see how the factors affect rates of a certain outcome. In this case, the researchers looked at 73,615 postmenopausal women to see how various levels of exercise affected breast cancer rates.
When the study started in 1992, the women completed a survey that asked about a number of factors, including demographic information, medical history, and exercise. They filled out follow-up surveys every 2 years between 1997 and 2009.
The surveys specifically asked about how many hours the women spent on physical activities such as walking, jogging, swimming, playing tennis, bicycling, and performing aerobic exercises every week, as well as the number of hours spent in leisure time sitting, including watching television and reading:
- about 9% of the women didn’t do any type of physical activity
- 47% of the women said walking was their only physical activity
The median activity level was 3.5 hours of moderately paced walking per week. This means that half the women did more exercise than that and half the women did less.
During the study, 4,760 (6.5%) women developed breast cancer.
Among the women who said walking was their only physical activity, women who walked at least 7 hours per week had a 14% lower risk of breast cancer compared to women who walked 3 or fewer hours per week.
The most active women had a 25% lower risk of breast cancer than the least active.
The links between physical activity and lower breast cancer risk weren’t affected by body mass index, weight gain, or using hormone replacement therapy. Time spent sitting also didn’t affect breast cancer risk.
“We were pleased to find that without any other recreational activity, just walking an average of 1 hour per day was associated with a lower risk of breast cancer in these women,” said Alpa Patel, Ph.D., senior epidemiologist at the American Cancer Society in Atlanta, Ga. “More strenuous and longer activities lowered the risk even more.”
Along with a healthy diet and lifestyle choice, regular exercise is one of the best things women can do to keep breast cancer risk as low as it can be. This study is encouraging because it suggests that walking -- something many women are comfortable doing -- can help lower breast cancer risk.
To fit in an hour of walking per day, it may help to break up the walking into two 30-minute sessions. Maybe you walk for 30 minutes before you go to work and another 30 minutes on your lunch break. Or make plans to walk with a friend after work -- you’re more likely to stick to it if someone else is counting on you. Plus, you get to socialize and ease the day’s stresses. Regular exercise also helps keep your physical and mental health in top shape. No matter how old you are, it’s never too late or too soon to get moving.
Visit the Breastcancer.org Exercise pages for tips on exercising safely and how to stick to an exercise routine.


Crude/Condensate: Sep 30-Oct 4: Van Gogh premiums jump on IMO demand
For Abu Dhabi crudes, the September-loading OSP for Murban was unveiled at a premium of $4.08 over Dubai quotes, up 89cts from the previous month. Meanwhile, the November-loading OSP formula for Saudi Arabian Arab Extra Light (AEL) was set at a premium of $3.60 over the Dubai/Oman average, up 70cts on month. The OSP gap between Murban and AEL widened to 48cts in favor of Murban. Meanwhile, the light/heavy gap for Saudi Arabian crudes grew marginally from the previous month. The price trends reflected an outlook that heavy sour grades with high yields of high-sulfur fuel oil would attract less demand ahead of the tighter sulfur regulation in bunker fuel starting January 2020.
Among Brazilian crudes, the country's state-run Petrobras sold Lula to China's Hontop Energy for December arrival. The cargo fetched a premium of the high $6 level over ICE Brent on a DES basis. Petrobras also sold Iracema and Buzios to China for December arrival. Chinese end-users beefed up crude oil purchases in recent weeks, in a bid to use up their crude oil import quotas for 2019.
With regards to Australian crudes, the country's producer Santos sold Van Gogh for mid-November loading. The cargo fetched a premium of around $13 over DTD Brent. The price was pushed higher by increasing demand as fuel oil blending stocks ahead of the tighter sulfur cap regulations starting January 2020. In condensate-related news, Vietnam's state-run PV Oil issued a term sell tender on Hai Tach for January-June 2020 loading.


Juventus are hoping to persuade Liverpool to sell Emre Can in January, rather than losing the German for nothing in the summer.
Can, who scored in the Reds’ 5-1 thumping of Brighton at the weekend, is out of contract at the end of the season.
Liverpool boss Jurgen Klopp is still determined to keep the German international at Anfield, last week declaring it was important that Can was persuaded to stay.
However, negotiations between Can’s representatives and the Merseysiders’ have been at a standstill for some time.
That has seen a number of clubs, including Can’s former side Bayern Munich and Spanish champions Real Madrid, mentioned as potential suitors.
But it is Juve who have held the longest interest in the versatile former Bayer Leverkusen star, and according to Corriere dello Sport they are keen to press ahead with a move next month.
The Bianconeri don’t want to be drawn into an auction for Can’s services and hope to persuade Liverpool by paying a ‘small sum’, rather than waiting for what has been deemed an ‘auction’ next summer.
However, that is unlikely to spark any interest at Anfield, unless it is in excess of £15-20million. Even then it may not be enough to persuade Klopp, who wants to continue building and is determined not to let his star men leave.
“We want to keep him,” said the German last month. “We have to be as attractive as possible as a club.”


Waste Tires: Potential Breeding Grounds for Zika Virus Disease Vectors
With cases of Zika virus on the rise, including widespread outbreaks in Central and South America and several dozen confirmed cases in the United States, officials are encouraging preventative strategies against its transmission, which is primarily by the Aedes aegypti mosquito.
Mosquitos are some of the most-effective disease-spreading vectors in the world, capable of passing the virus between groups of people who have not even been in contact. Further, eradicating the mosquito is a rather daunting task. There are, however, ways to target and reduce populations of the insect in particular areas, including depriving it of breeding grounds.
We tend to think of stagnant ponds and storm drains as mosquito-havens, but another major breeding ground, believe it or not, is inside abandoned tires. Often seen dumped in roadside ditches, dry creek beds, and junkyards, tires quickly fill with standing water and can harbor huge quantities of mosquito eggs. This is especially problematic in summer months, when other water sources tend to dry up.
Officials in Georgia (one of the states with confirmed cases) have been urging their residents to pick up and properly dispose of tires to reduce this risk. In order to clean up littered tires before mosquito season, and before spring foliage once again begins to hide dumped waste, we encourage residents of the Boston Mountain Solid Waste District to do the same, as soon as possible. While we are not currently at a high risk for the Zika virus in Arkansas, it’s never too early to take preventative action to protect our community’s health. The virus is spreading quickly, and scientists are still trying to understand all of its effects on human health, particularly on newborns. This lack of information surrounding the virus’s effects means that we should be even more cautious in our approach to dealing with it.
Littered tires not only harbor dangerous disease vectors, they are also unsightly, marring our beautiful Boston Mountain landscape. Fortunately, every resident of the District (children included) can dispose of FOUR passenger tires every 30 days for FREE, and are charged only $4 for each additional tire with rim. Find designated drop-offs on our disposal map, and next time you see a dumped tire, do a good deed and bring it to a drop-off near you.


Bloomberg News, sent from my iPhone.
Jobs, Who Built Most Valuable Technology Company, Dies at 56 (1)
Oct. 6 (Bloomberg) -- Steve Jobs, who built the world’s most valuable technology company by creating devices that changed how people use electronics and revolutionized the computer, music and mobile-phone industries, died. He was 56.
Jobs, who resigned as Apple Inc. chief executive officer on Aug. 24, 2011, passed away yesterday, the Cupertino, California- based company said. He was diagnosed in 2003 with a neuroendocrine tumor, a rare form of pancreatic cancer, and had a liver transplant in 2009.
“We are deeply saddened to announce that Steve Jobs passed away,” Apple said. “Steve’s brilliance, passion and energy were the source of countless innovations that enrich and improve all of our lives. The world is immeasurably better because of Steve.”
Jobs embodied the Silicon Valley entrepreneur. He was a long-haired counterculture technophile who dropped out of college and started a computer company in his parents’ garage on April Fools’ Day, 1976. He had no formal technical training and no real business experience.
What he had instead was an appreciation of technology’s elegance and a notion that computers could be more than a hobbyist’s toy or a corporation’s workhorse. These machines could be indispensable tools. A computer could be, he often said, “a bicycle for our minds.” He was right -- owing largely to a revolution he started.
Jobs’s passing was met with grief from consumers who laid flowers and posted tributes on the walls of Apple stores and technology executives who had partnered and competed with Jobs over the years. Flags flew at half-staff at Apple’s headquarters. Apple plans a celebration for employees. It doesn’t intend to hold a public ceremony, a person familiar with the matter said.
Even U.S. President Barack Obama and first lady Michelle Obama lamented the loss.
“Michelle and I are saddened to learn of the passing of Steve Jobs,” Obama said. “Steve was among the greatest of American innovators -- brave enough to think differently, bold enough to believe he could change the world, and talented enough to do it.”
On his watch, Apple came to dominate the digital age, first through the creation of the Macintosh computer and later through the iPod digital music player, the iPhone and the iPad tablet.
With each product, Jobs confronted new adversaries -- from International Business Machines Corp. in computers to Microsoft Corp. in operating systems, to Sony Corp. in music players and Google Inc. in mobile software.
Visionary to Virtuoso
And Jobs would prove himself not just a techie visionary, but the virtuoso executive who built the world’s second-most valuable company after Exxon Mobil Corp.
The opening act of Jobs’s professional ascent stretched from 1976 to 1984. He scored his first hit with the Apple II computer, a device that resonated with schools and some consumers and small businesses, and made Apple an alluring alternative to IBM, then the world’s largest computer maker. Apple had its initial public offering in 1980 and the graphical Macintosh was born just over three years later.
During his second act, from 1984 to 1997, Jobs’s star dimmed. In 1985, he was fired after a power struggle with Apple’s board. He started another computer company, NeXT Computer Inc., and bought a digital animation studio from filmmaker George Lucas. The firm later took the name Pixar.
String of Hits
Apple’s purchase of NeXT in 1997 brought Jobs back to the computer maker he helped found and commenced his career’s third act. The company was foundering. He ignited a flurry of innovation and growth -- and achieved what may be the greatest comeback in business history.
Whether he was working on the Mac or the iPhone or backing the computer animation that yielded an unbroken string of Pixar hits, Jobs proved that complex technologies could be designed into simple, beautiful products that people would find irresistible.
His meticulous attention to product detail carried over to his public image, which grew inseparable from the Apple brand. In public he wore beltless jeans and a black mock-turtleneck.
On the few occasions he granted interviews -- appearing on the covers of Time, Fortune or BusinessWeek, for instance -- he fretted over such minutiae as which photographer would take his picture. The reclusiveness only added to his mystique.
“The mystery is actually wonderful,” said Regis McKenna, a computer-industry marketing consultant who first worked with Apple in the 1980s. “You want to know more about this company the more mysterious it is.”
Another way Jobs manufactured his aura was with product unveilings. He obsessively prepared for the choreographed occasions, often at Apple’s Cupertino campus or San Francisco’s Moscone Center, rehearsing his delivery many times over. He would scrap presentations wholesale, even at the last minute, if they weren’t up to snuff.
He captivated audiences, and the gadgets he introduced resonated with consumers the world over, adding billions of dollars in revenue. Sales surged 82 percent to a record $28.6 billion in the June 2011 period, the last full quarter before Jobs resigned, and the stock closed at $376.18 on Aug. 24, before the move was announced. That gave Apple a market value of $348.8 billion.
All that success came with an ego to match. Jobs was a notorious control-freak with authority issues, associates and former employees say. He came close to breaking securities laws by backdating employee stock options. Even his worsening health -- or his non-disclosure of his illness to shareholders -- drew scrutiny from authorities.
In Apple’s parking lot, people often noticed Jobs’ silver Mercedes-Benz SL 55 AMG parked in the handicapped spaces. His cars were easy to spot because he refused to put license plates on them. “It’s a little game I play,” he told Fortune in 2001. Employees stuck notes under the car’s windshield wipers, encouraging Jobs to “Park Different,” a play on the “Think Different” Apple advertising slogan.
Jobs was known to praise people one minute and belittle them the next. According to “The Second Coming of Steve Jobs” by Alan Deutschman, this management style was known at Apple as the “hero-shithead roller coaster.” No one was immune from Jobs’s tirades, and he had strained relationships with colleagues, friends, and family throughout his life.
‘Like a Campfire’
“Steve Jobs is a bit like a campfire,” Neil Sims, a headhunter who helped recruit executives for Jobs, said in an interview in October 2008. “Everyone wants to be close enough to stay warm. No one wants to get close enough to get burned.”
Steven Paul Jobs was born Feb. 24, 1955, in San Francisco, to unwed college graduate students Joanne Carole Schieble and Syrian emigrant Abdulfattah “John” Jandali. He was adopted by Clara and Paul Jobs, who raised Steve in the middle-class enclaves of Mountain View and Los Altos in California.
“That was right in the heart of Silicon Valley, so there were engineers all around,” Jobs said in a 1995 interview conducted by the Smithsonian Institution. “It was really the most wonderful place in the world to grow up.”
Jobs took advantage of the local technological ferment. His father had a workshop in the garage, and created a space for his son to tinker. A neighbor, who was a ham radio operator and Hewlett-Packard employee, taught him about electronics. Young Steve loved figuring out how things worked.
“It gave a tremendous level of self-confidence,” Jobs said in the Smithsonian interview. “Through exploration and learning one could understand seemingly very complex things.”
That self-confidence was on full display before he hit high school. As Jobs once told BusinessWeek, at age 12 he called William Hewlett, the co-founder of Hewlett-Packard Co., about some parts for a frequency counter he was trying to build. Hewlett stayed on the phone 20 minutes; Jobs got the parts he needed -- and eventually, a summer gig at Hewlett-Packard.
Catherine Lawler Jacobs, who lived around the block from the Jobs family, said she remembers Steve as a teen. Jobs appeared in her driveway one day, asking for her help setting up an office in his parents’ house. She’d been earning money selling turquoise jewelry and a neighbor recommended her as someone who knew a little about business. Jobs had no money to pay her but offered her shares in his new company.
“I said, and I remember this exactly, ‘I don’t want any phony shares. I want to get paid,’” Jacobs recalled in an interview. “You see, I wasn’t going to be burned by some nerd who was always hanging out in his garage.”
In 1972 Jobs graduated from Homestead High School in Cupertino, also the alma mater of his future business partner, Steve Wozniak, Class of 1968. He then headed north to attend Reed College, a liberal arts school in Portland, Oregon, famous for its Bohemian atmosphere. He dropped out after six months.
He didn’t leave right away, though. He stuck around campus for another year and a half, sleeping on friends’ floors and living off the money he raised by collecting bottles for 5-cent deposits. He listened in on classes, too, including one that would inspire a lifelong mission of elegant design -- a course on calligraphy.
“It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating,” Jobs said in a 2005 commencement address at Stanford University.
As Jobs told those Stanford grads, he “connected the dots” between this developing aesthetic sense and his technical understanding. He realized that technology and artistry could be complementary. More than that, the new world of computers offered a new medium for creativity.
Back in California
By late 1974, Jobs was back in California, immersed in the technology-tinged counterculture of Silicon Valley. He traveled to India, became a Buddhist, experimented with LSD. He also hung out with his friend Wozniak -- they’d met a few years earlier through a fellow electronics enthusiast -- at the Homebrew Computer Club, a group of engineers and hobbyists who would meet to swap parts and ideas.
“He was one of those cool guys,” Wozniak said in an interview with Bloomberg TV after Jobs’s death. “He knew technology, he understood it. We talked about the philosophies of the day, the hippy movement, words in songs and went to concerts together. It was a strong friendship.”
The two started working together on projects, with Woz the tech genius and Jobs the brash idea man. An early effort was a “blue box” -- a hacker’s term for a device that taps into the phone system to make free long-distance calls. It worked.
“What we learned was that we could build something ourselves that could control billions of dollars worth of infrastructure in the world,” Jobs said in the 1996 PBS documentary “Triumph of the Nerds.” “That was an incredible lesson. I don’t think there would ever have been an Apple computer had there not been blue boxes.”
Wozniak began putting together a contraption he and Jobs could show off to their Homebrew buddies. The Apple I was little more than a motherboard, the main circuit board in a personal computer. Whoever bought one -- Woz and Jobs sold 50 to a local hobby store -- had to supply their own case to hold the circuitry, not to mention a keyboard and monitor. It may have been primitive, but it was the proof of concept they needed. They knew they could build a better computer, and Jobs knew people would buy it.
The pair officially began Apple Computer on April 1, 1976. Twelve months later the company introduced the Apple II. It was a hit and became the first widely used home computer. The company’s sales reached $117 million in fiscal 1980, the year the company went public.
‘Welcome IBM. Seriously’
The Apple II was hardly a technological great leap forward. Yet unlike its predecessor, it did come with a keyboard and was housed in a plastic case. Nor was it alone in the marketplace. Commodore and RadioShack Corp. also came out with early home- computer models around the same time; the Altair 8800 had been introduced in 1975.
IBM entered the market in 1981 with its own PC, using software from a tiny startup called Microsoft Corp. rather than building its own operating system. Jobs professed to be unconcerned, even running a full-page ad in the Wall Street Journal, saying “Welcome, IBM. Seriously.”
The Mac’s slow start gave IBM and other machines running Microsoft software and Intel Corp. chips a chance to win adherents and build an ecosystem.
Us Against Them
What set Apple apart was its charismatic frontman, Jobs, who was rapidly turning into a business superstar. He hyped. He dated Joan Baez and Diane Keaton. He saw himself and his company as an anti-establishment force, waging a noble campaign to battle the faceless power of IBM.
“You always need to have bad guys and good guys in America,” said McKenna, the technology marketing expert. “Apple was thumbing its nose at this big world of monolithic standards. It became a rebel. It became a symbol of fast growth, youth.”
Us-versus-IBM was the guiding worldview behind the famous TV commercial that introduced Apple’s next major product, the Macintosh. The 60-second spot, directed by Ridley Scott, ran only once, during the 1984 Super Bowl. It depicted an Orwellian world of grim conformity. A lone woman wearing a tank top sprints through the grayness and throws a hammer through a giant screen, shattering the droning visage of Big Brother.
The Mac, with its mouse and graphics, demonstrated Jobs’s ability to see the potential of new technologies and package them in a way that would appeal to the most demanding aesthete he could imagine: himself.
Matter of Taste
Jobs had first seen a graphical user interface prototype a few years earlier on a visit to Xerox Corp.’s Palo Alto Research Center, and immediately knew it was the future of computing. He had no compunction about copying the idea.
“Ultimately it comes down to taste,” Jobs said in “Triumph of the Nerds.” “It comes down to trying to expose yourself to the best things that humans have done and then trying to bring those things in to what you’re doing. I mean, Picasso had a saying. He said, ‘Good artists copy. Great artists steal.’”
The Mac project showed another side of Jobs: the inscrutable autocrat. He could be charming and rude almost in the same sentence, leaving underlings scared or dazzled or both. People who worked for Jobs called his powers of persuasion the “reality distortion field.”
Andy Hertzfeld, an early Apple engineer, described the phenomenon in “Revolution in the Valley,” his 2005 book about the development of the Macintosh computer.
“The reality distortion field was a confounding melange of a charismatic rhetorical style, an indomitable will and an eagerness to bend any fact to fit the purpose at hand,” Hertzfeld wrote. “If one line of argument failed to persuade, he would deftly switch to another.”
Andrea Cunningham, who worked with McKenna on marketing the Mac in the 1980s, said that Jobs’ intolerance of aesthetic infractions never let up. Cunningham was with Jobs in his room at The Carlyle hotel in New York City for a magazine cover shoot. Jobs, who Cunningham said “always had to have the environment exactly right,” began yelling about a particular flower he wanted -- a calla lily.
“He was being such a pill,” said Cunningham, who is now head of marketing of Rearden Commerce in Foster City, California. “Where do you get a calla lily in New York in December at 11 at night? I found a florist. I found the calla lilies. And the next thing was a bowl of strawberries on the piano. And a separate bowl of whipped cream. We spent three or four hours doing this.”
Jobs could bewitch too, as he did when he hired PepsiCo Inc. executive John Sculley to be Apple’s CEO in 1983. Jobs famously asked him, “Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?”
“He looked up at me and just stared at me with the stare that only Steve Jobs has,” Sculley recalled in “Triumph of the Nerds.” “I just gulped because I knew I would wonder for the rest of my life what I would have missed.”
Not long after the launch of the Mac, Jobs’ relationship with Sculley and Apple’s board soured. Arthur Rock, the Silicon Valley venture capitalist and early Apple board member, said Jobs’s obsessions and unyielding personality got the best of him.
“Back then he was uncontrollable,” Rock said in a 2007 interview with Institutional Investor. “He got ideas in his head, and the hell with what anybody else wanted to do. Being a founder of the company, he went off and did them regardless of whether it ended up being good for the company.”
The Mac didn’t sell well during the 1984 holiday shopping season, and Sculley demanded in April 1985 that Jobs be relieved of day-to-day duties and serve as a non-executive chairman, playing the role of outside spokesman. Jobs hated the idea and tried to get the backing of Apple’s directors. The board sided with Sculley and Jobs was out.
Jobs was 30 years old and devastated, but not for long.
“I didn’t see it then,” Jobs said in his 2005 Stanford speech, “but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again.”
In 1985 he founded NeXT, which developed a powerful computer based on the Unix operating system. The sleek, black machines earned a reputation for elegant design and high performance; Tim Berners-Lee created the World Wide Web on a NeXT workstation.
NeXT was hardly a success. The computers were too expensive to gain a wide following. Still, the software developed at NeXT would later provide the technological underpinnings for Apple machines.
The following year, Jobs bought George Lucas’s computer- graphics shop for $10 million and renamed it Pixar. The studio’s first feature film, “Toy Story,” was the top-grossing film of 1995, and kicked off an unbroken string of hits. Walt Disney Co. bought Pixar in 2006 for $8.06 billion and gave Jobs a seat on the company’s board. He became Disney’s largest shareholder.
In his personal life, Jobs settled down. He married Laurene Powell in 1991 in a Buddhist ceremony at the Ahwahnee Hotel in Yosemite National Park, according to biographer Deutschman. The couple have three children.
He also reconciled with his daughter, Lisa Brennan-Jobs, who was born in 1978 to his then girlfriend Chrisann Brennan. Chrisann raised Lisa mainly on her own. By the time Lisa was a teenager and before she attended Harvard University, she moved into her father’s home.
“In California, my mother had raised me mostly alone,” Lisa wrote in an article for Vogue in 2008. “We didn’t have many things, but she is warm and we were happy. We moved a lot. We rented. My father was rich and renowned, and later, as I got to know him, went on vacations with him, and then lived with him for a few years, I saw another, more glamorous world.”
Neither Lisa Brennan-Jobs nor Chrisann Brennan, now a painter in San Francisco, would comment when contacted recently.
Jobs didn’t get in touch with his biological father, John Jandali, a onetime academic who went on to run beverage services at the Boomtown Casino in Reno, Nevada. Jandali and Schieble had another child after putting Steve up for adoption, a daughter named Mona Simpson, now a novelist. Jandali left the mother of his child. Schieble raised the girl alone.
“I’m proud of the fact that he’s my biological son, even though I cannot take credit for anything he’s done,” Jandali said in an interview at the Boomtown Casino in April 2009. He said he had never spoken to Steve.
Jobs’s absence from Apple coincided with the ascendance of Bill Gates and Microsoft Corp., developer of a graphics-driven operating system of its own called Windows. Apple filed, and eventually lost, a lawsuit against Microsoft, arguing that Windows was a Mac knockoff.
When Jobs got wind of Microsoft’s plans for what would become Windows, he screamed at Gates about ripping Apple off, according to a 1983 essay by Andy Hertzfeld, the Mac’s chief software designer.
Gates coolly replied, “It’s more like we both had this rich neighbor named Xerox, and I broke into his house to steal the TV set and found out that you had already stolen it,” wrote Hertzfeld, who witnessed the interchange.
‘Shut It Down’
Meanwhile, Apple was dying. By late 1997, it had racked up two years of losses and the Mac’s share of the PC market was in the single digits and falling. On stage at a conference that year, Michael Dell was asked how he would revive Apple if he were CEO.
“What would I do? I’d shut it down and give the money back to the shareholders,” he said. Jobs would later say the company was 90 days from bankruptcy.
In desperation, Apple agreed to buy NeXT for $400 million in late 1996, and Jobs accepted a role as adviser to then-CEO Gil Amelio. Within seven months, Amelio was gone and Jobs was once again running the company.
One of the first things Jobs did upon retaking the reins was fire all but two of Apple’s board members. His handpicked replacements were Bill Campbell, a former Apple executive and then-CEO of Intuit; Jerome York, former IBM CFO and onetime adviser to Tracinda Corp. CEO Kirk Kerkorian; and Jobs’ longtime friend, Oracle CEO Larry Ellison. Ellison left the board in 2002; York died in 2010. Campbell is still a director.
$1 a Year
Jobs also rebuilt the executive team, installing key technical managers from NeXT who would help him guide Apple’s strategy over the next decade. They included Jon Rubinstein, who had run NeXT’s hardware engineering, and Avie Tevanian, the young software engineer who helped create NeXT’s operating system.
Rubinstein went on to lead Apple’s iPod division before departing for smartphone maker Palm Inc., while Tevanian served as chief software technology officer. Jobs also found talent within Apple, singling out a British-born designer named Jonathan Ive to lead industrial design.
As a show of Jobs’s not-in-it-for-the-money drive to fix Apple, he insisted on getting paid $1 a year, a salary package that continued for the remainder of his career.
Jobs’s remuneration instead came mainly from stock options, restricted stock and an $84 million Gulfstream V jet, given to him by the board in 2000.
Jobs’s net worth was at least $6.7 billion as of Sept. 6, according to Bloomberg estimates. His 7.4 percent Disney stake was worth $4.4 billion, and his 5.5 million shares of Apple were worth $2.1 billion. Jobs’s 138 million shares of Disney had paid him at least $242 million in dividends before taxes since 2006, according to Bloomberg data.
Stock options let holders buy shares later, usually at the trading price on the day the options were granted. Like other Silicon Valley executives, Jobs viewed the securities as a necessary incentive to keep valuable employees.
“That’s the key asset Apple has -- is its talent,” Jobs would later say in a March 2008 deposition with the Securities and Exchange Commission. “I was very concerned that Apple could really suffer some big losses on its executive team with the business environment we were in, and the competitors coming after our people.”
And like hundreds of other technology companies, Apple engaged in “backdating,” or retroactively changing grant dates to those with lower stock prices. The practice could artificially boost employee compensation and ran the risk of shielding compensation costs from investors. It came under scrutiny by the SEC.
Jobs admitted in 2006 to recommending some favorable dates on options other than his own. A special committee of Apple’s board exonerated him of any misconduct, and the SEC said in April 2007 that Apple wouldn’t be sanctioned.
“Jobs was one of these CEOs who ran the company like he wanted to -- he believed he knew more about it than anyone else, and he probably did,” Arthur Levitt, a former chairman of the SEC, said in a February 2009 interview.
Levitt said that around the time of the two grants that got Apple in trouble, Jobs invited him to join the company’s board - - then disinvited him because his views on corporate governance were “too independent, too doctrinaire” for Jobs.
Levitt also praised Jobs.
“He’s among the best CEOs I’ve ever known, in spite of his irreverence, irascibility and ego,” Levitt said.
Back to Apple
When Jobs returned to Apple in 1997, he was still an exacting connoisseur of design. Only now, he demonstrated an understanding that he needed to place his bets carefully. He culled the company’s product line, killing money-losing projects such as the Newton personal digital assistant. He ended the Mac “clone” program that let other computer makers install Apple’s operating system on their machines; he called the welcoming of clones an “ill-conceived” move that undercut Apple’s own Mac hardware sales.
“We’re always thinking about new markets we could enter,” Jobs told BusinessWeek magazine in 2004. “But it’s only by saying no that you can concentrate on the things that are really important.”
“How he looked at things from a product perspective is very rare,” said Ed Zander, a CEO of Motorola Inc. before it split into two companies. “You don’t find many CEOs who have the attention to detail from the product experience point of view -- and understand the business side of the house.”
Of Macs, IPods
The first tangible result of Jobs’ return was the iMac, which he introduced at the Flint Center in Cupertino, California, in 1998. The iMac looked like no other computer: It was a bulbous, sci-fi looking number encased in translucent plastic. The unveiling that day had all the usual language of a Jobs keynote -- the iMac was “beautiful,” “cool,” and “a really big deal.”
The iMac would become Apple’s best-selling desktop ever, according to the company. The decision to offer the computer in five colors flew in the face of the then-common industry practice of packaging machines in easy-to-manufacture -- if dull -- beige boxes.
“I remember scratching my head at the time, when Apple first came out with those first little colored desktop Macs, the iMacs,” said Blake Johnson, an assistant professor in engineering at Stanford University. “But the message and splash of five different colors was a conscious decision -- okay, we have some supply chain inefficiencies, but those are more than offset by the positive impact on customers.”
Apple was profitable again by 1998, and over the next decade released a series of blockbusters that went beyond traditional computing. The iPod media player and the iPhone were beautiful objects that ignited consumer lust in Apple’s sparsely elegant -- and typically crowded -- retail stores. Jobs dropped “Computer” from the company name in 2007 at the time he unveiled the iPhone.
Beneath the contours of Ive’s designs were two less obvious achievements. The first was the software that made all those devices work together.
All of it was rooted in a single operating system, OS X, which had its beginnings in Tevanian’s work at NeXT. Apple’s great strength, Jobs would say repeatedly, was that it was a software company.
“An iPod is really just software,” Jobs said at the All Things D technology conference in 2007. “It’s in a beautiful box -- but it’s software. If you look at what a Mac is, it’s OS X. It’s in a beautiful box, but it’s OS X. And if you look at what an iPhone will hopefully be, it’s software.”
The other big achievement was Jobs’ ability to create hits by getting industry partners to do his bidding. For the iTunes music store, he not only demanded that the major music labels sell their product over the Internet, but do so at a single price, 99 cents a song.
He convinced AT&T Inc. to modify its network to handle the iPhone’s many features in exchange for exclusive rights to sell the iPhone to U.S. buyers. Verizon Communications Inc.’s wireless division started selling the iPhone in February 2011.
“The AT&Ts and Verizons of the world want to control the software, product, the brand, the colors, where the keyboard goes, the pricing, the distribution,” said Zander, the former Motorola CEO, who partnered with Jobs on an early music-playing phone. “Here comes Steve and he says to AT&T, you get the product but I get the brand, I get the colors, I get the software, I get the distribution pretty much, I get the pricing.”
‘Follow Your Heart’
Apple’s iPhone became the world’s best-selling smartphone in the second quarter of 2011.
Jobs said in 2004 that he had been diagnosed and treated for a neuroendocrine tumor in his pancreas. After surgery to remove an islet cell tumor, he took a month off to recuperate and declared himself healthy and cancer free.
For a few years he looked that way. He was thinner, which was no surprise after what he’d been through. One person who knew him well said that the cancer scare didn’t slow him down, convince him to spend more time with family or reconnect with friends. If anything, Jobs seemed to get even more engaged with work, said this person, who wished to remain anonymous because the matter was private.
During the 2005 Stanford commencement address, Jobs described how the inevitability of death was a motivating force in his life.
“Remembering you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked; there is no reason not to follow your heart,” he said.
Reports of Death
Jobs’s appearance changed noticeably by early 2008. He started looking gaunt. Tech blogs bubbled with discussion about what was going on. Typical headlines: “The Incredible Shrinking Apple CEO,” and “Why Does Steve Jobs Look So Thin?”
When he took the stage at Apple events, Jobs joked about his health. In August of that year, Bloomberg News erroneously published an obituary; at a product launch a month later he recited the Mark Twain line that reports of his death were greatly exaggerated. At another event that year, he projected a slide of his blood pressure.
In January 2009, Jobs said that his weight loss was caused by a “hormone imbalance”; nine days later, he began a five- month medical leave, handing control of the company to his COO, Tim Cook. Later that year, he underwent a liver transplant at Methodist University Hospital in Memphis.
Apple’s disclosures -- or lack thereof -- around Jobs’s health became a matter of debate among investors and corporate governance experts. Some said that because his health was critical to the company’s success, Apple should have said more, sooner. The counterargument: privacy laws trump investors’ right to know the details of his health.
U.S. Securities and Exchange Commission officials examined in 2009 whether the company violated disclosure rules regarding Jobs’s medical status, a person familiar with the matter said at the time. No legal action was taken.
While Jobs was on leave that year, Apple came under competitive pressure from an unexpected source: Google Inc. The search giant, whose then-CEO Eric Schmidt was an Apple board member, had gotten into the smartphone business with its Android operating system.
Unlike the iPhone, Android phones were made by multiple manufacturers. The budding rivalry evoked the Mac vs. PC showdowns of the 1980s. It pitted a company -- Apple -- that made one kind of device against an array of manufacturers orbiting around a software operating system -- in this case, Google’s Android.
By the time Jobs returned to work in June, several Android devices were on the market. Google’s Schmidt resigned from Apple’s board in August, acknowledging the escalating tension between the two companies.
“The economic engine that Steve built is an amazing one in terms of cash generation, global footprint distribution,” Schmidt said in an interview with Charlie Rose after Jobs’s death. “It is just one of the great American success stories.”
Jobs the following year introduced his next epoch-making product: the iPad. The run-up was full of the buzz that greeted past products. What would it look like? What would it do? Only a select handful of developers and media companies got access to pre-release versions of the iPad, and then only under strict conditions. Recipients had to agree to keep the devices tethered to a fixed object in rooms that blacked-out windows.
At the product unveiling, Jobs said that the tablet computer would go on sale later that year, calling it “magical.” The public agreed: Apple sold more than 300,000 iPads on day one, and within a few months the device had a near monopoly share of the tablet market that companies led by Microsoft had failed to crack for a decade.
Another momentous product was in store for 2010. The iPhone 4 boasted a glass front and back and a brushed-steel band around the edge. It also came with a front-facing camera that would allow mobile videoconferencing.
While the iPhone 4 was destined for success, this time there was a glitch. Customers who held the phone a certain way experienced dropped phone calls -- the “death grip,” it was called.
At first, Apple denied anything was wrong and suggested that customers were holding the phone incorrectly. The flaw snowballed into a public-relations crisis that came to be known as “Antennagate,” stoked by longtime grumbling over service quality on the network of AT&T, then the only U.S. iPhone carrier.
Cook Comes to Fore
By July, Jobs had changed his tune. He apologized to customers and offered free “bumpers,” rubber cases that fit around the metal edge of the phone, so that fingertips wouldn’t cause any antenna interference.
The imbroglio had little impact on iPhone demand. Apple sold 1.7 million iPhone 4 units during the first three days it was on sale; by the end of the year, the iPhone would represent nearly 40 percent of revenue.
During the introduction of a new MacBook Air in October 2010, Jobs appeared thinner than ever. Three months later, Jobs said he would be taking a new leave of absence to “focus on my health.” “I love Apple so much and hope to be back as soon as I can,” he said.
For the third time since 2004, Cook took over day-to-day operations. He oversaw the introduction of the second version of the iPad and introduced a music-storage service called iCloud. He traveled to China to discuss the iPhone with China Mobile Ltd., the country’s largest mobile-phone carrier.
Jobs announced his resignation Aug. 24. “I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple’s CEO, I would be the first to let you know,” Jobs said in a statement. “Unfortunately, that day has come.”
In the weeks preceding his resignation, Jobs was largely housebound, according to a person familiar with the matter.
“Under Steve’s leadership Apple has not only revolutionized the computer industry but also transformed how the world communicates, plays, shops and works,” Frank Quattrone, CEO of Qatalyst Partners LLP, a Silicon Valley investment bank, said at the time. “In the entrepreneur hall of fame, he is the charter member. He is, and will remain, an inspiration to the world.”
Cook became CEO for good. While Cook had mastered an expanding list of operational roles, including manufacturing, distribution, sales and customer service, he hadn’t demonstrated Jobs’s penchant for product vision.
Ive, Forstall, Schiller
In the post-Jobs era, that role would lie more squarely with head product designer Ive, who oversaw the development of devices including the iMac, iPod, iPhone and iPad.
Rounding out the executive team are Scott Forstall, who is in charge of the iOS software that powers the iPhone and iPad; Philip Schiller, who leads product marketing; Bob Mansfield, who heads Mac hardware engineering; and Chief Financial Officer Peter Oppenheimer, who is tasked with overseeing Apple’s more than $75 billion in cash and long-term holdings.
Jobs left a company with a market value larger than that of Microsoft and Dell combined. Apple’s revenue reached a record $65 billion in fiscal 2010, with analysts predicting that they will exceed $100 billion in 2011.
Besides relying on surging demand for the iPhone and iPad, Apple is also counting on growth in China. “We’re just scratching the surface right now,” Cook said of the region in July. The company is also due to sell a new service called iCloud that will let users access photos, videos and other content across an array of Apple products.
The Apple Jobs left behind was well suited to confront the challenges it then faced, including the Google threat, largely because of a product lineup Jobs set in motion, analysts and investors said at the time of his resignation. The concern is whether the company can produce industry-disrupting devices long after Jobs’s influence recedes.
“The world rarely sees someone who has had the profound impact Steve has had, the effects of which will be felt for many generations to come,” Bill Gates said after his passing. “Steve and I first met nearly 30 years ago, and have been colleagues, competitors and friends over the course of more than half our lives.”
At the AllThingsD conference in 2007, Gates had said, “I’d give a lot to have Steve’s taste. The way he does things is just different and, you know, I think it’s magical.”
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