Part of what made the Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to be the best computer scientists in the world. But if it hadn't been for computer science, these people would have all been doing amazing things in life in other fields.

You know, ultimately it comes down to taste. It comes down to taste. It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things into what you're doing. I mean, Picasso had a saying. He said, 'Good artists copy, great artists steal.' We've always been shameless about stealing great ideas. And I think part of what made the Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to be the best computer scientists in the world. But if it hadn't been for computer science, these people would have all been, you know, doing amazing things in life in other fields. And they brought with them—we all brought—a very liberal arts sort of air, a very liberal arts attitude that we wanted to pull in the best that we saw in these other fields into this field. And I don't think you get that if you're very narrow.

Do not try to do everything. Do one thing well.

Jobs: [audible gasps from the audience] Uh... You know, you can please some of the people some of the time, but...One of the hardest things, when you're trying to affect change, is that people like this gentlemen are right in some areas. I'm sure there are some things OpenDoc does, probably even more that I'm not familiar with, that nothing else out there does. And I'm sure that you can make some demos, maybe a small commercial app, that demonstrates those things. The hardest thing is, how does that fit into a cohesive larger vision that's gonna allow you to sell 8 billion dollars - 10 billion dollars of product a year? One of the things I've always found is that you've got to start with the customer experience and work backwards to the technology. You can't start with the technology and try to figure out where you're going to try to sell it. I've made this mistake probably more than anybody else in this room, and I've got the scar tissue to prove it. And I know that it's the case. As we have tried to come up with a strategy and a vision for Apple, it started with "What incredible benefits can we give to the customer? Where can we take the customer?" not starting with, "Let's sit down with the engineers and figure out what awesome technology we have and then how are we going to market that. And I think that's the right path to take. I remember, with the LaswerWriter - we built the world's first laser printer, as you know, and there was awesome technology in that box. We had the first Canon cheap laser printing engine in the United States. We had a very wonderful printer controller, we had Adobe's PostScript software in there, we had AppleTalk in there, just awesome technology in the box. And I remember seeing the first print-out come out of it. Just picking it up and looking at it, and thinking, "You know, we can sell this." Because you don't need to know anything about what's in that box. All we have to do is hold it up and go, "do you want this?" And if you can remember back to 1984 before laser printers, it was pretty startling to see that. People went, "Whoah. Yes." That's where Apple's gotta get back to. I'm sorry that OpenDoc is a casualty along the way, and I readily admit there's many things in life that I don't have the faintest idea what I'm talking about. So I apologize for that too. But there's a whole lot of people working super, super hard right now at Apple. You know - Avie, John, Guerrino, Fred, I mean the whole team is working - burning the midnight oil, and hundreds of people below them - to execute on some of these things, and they're doing their best. And some mistakes will be made along the way, by the way. That's good. Because at least some decisions are being made. We'll find the mistakes, and we'll fix 'em. And I think what we need to do is support that team. Going through this stage, as they work their butts off - they're all getting calls to go do this, do that, the valley's hot - none of them are leaving. And I think we need to support them, and see them through this, and write some damn good applications out in the market. Mistakes will be made, some people will be pissed off, some people will not know what they're talking about, but I think it's so much better than where things were not very long ago. And I think we're gonna get there.

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Man at the audience microphone: It's sad and clear that on several counts you've discussed you don't know what you're talking about. I would like, for example, for you to express in clear terms, how, say Java, in any of its incarnations, expresses the ideas embodied in OpenDoc. And when you've finished with that, perhaps you could tell us what you personally have been doing for the last seven years.

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You always have to keep pushing to innovate. Dylan could have sung protest songs forever and probably made a lot of money, but he didn’t. He had to move on, and when he did, by going electric in 1965, he alienated a lot of people. His 1966 Europe tour was his greatest…. The Beatles were the same way. They kept evolving, moving, refining their art. That’s what I’ve always tried to do — keep moving. Otherwise, as Dylan says, if you are not busy being born, you’re busy dying.