Save the Queen!


Yet Steve Jobs was soon thrown out of the Lisa project because he was considered too temperamental a manager. Deeply angry, he took revenge by taking over a small project called Macintosh, determined to make it a cheaper GUI computer that would cannibalize sales of Lisa. Macintosh was in development since 1979 and its concept was “a computer as easy to use as a toaster.” Steve Jobs recruited brilliant young engineers in his Mac team and invigorated them by insufflating a spirit of entrepreneurship and rebellion, calling them “pirates”, unlike the rest of the company,“the Navy.”

Even though the Mac project was controversial as it threatened both Apple II and Lisa, and because Steve Jobs antagonized it against the rest of the company, it soon became crucial to Apple’s future because Lisa proved yet another market failure. Steve was supported in his mission by John Sculley, Apple’s CEO, whom he hired in 1983 to help him run the company and groom him into a top executive. In January 1984, he introduced Macintosh in great fanfare.

Although Mac’s first months were encouraging, sales soon started to plummet. There was growing fear in the company that this third flop in a row would put Apple out of business. Besides, Steve Jobs’ continued arrogance drove everyone nuts, starting with CEO John Sculley. After a failed board coup initiated by Jobs in mid-1985, Sculley announced he and the directors had agreed on a new org chart for Apple, in which Steve had no managerial duties whatsoever. He was only to remain chairman of the board.

Steve was stunned. Apple was his life, and he was kicked out of it. He started traveling around looking for new ways to spend his energy. It was actually in that second half of 1985 that he was introduced to a small team of brilliant computer graphics experts that George Lucas was trying to sell. They all shared a common dream of making animated movies with computers. Steve was interested and he eventually bought the company for $10 million in 1986, incorporating it as Pixar.

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