乔布斯传 第546期:铃鼓先生(2)（在线收听）

Jobs did not organize Apple into semiautonomous divisions;

乔布斯没有把苹果公司分割成多个自主的分支，

he closely controlled all of his teams and pushed them to work as one cohesive and flexible company,

他紧密地控制着他所有的团队，并促使他们作为一个团结而灵活的整体一起工作，

with one profit-and-loss bottom line.

全公司只有一条“损益底线”。

"We don't have 'divisions' with their own P&L," said Tim Cook. "We run one P&L for the company."

蒂姆·库克说：“我们没有财务独立核算的事业部，全公司统一核算。”

In addition, like many companies, Sony worried about cannibalization.

此外，和其他很多公司一样，索尼也很担心“内部相残”。

If it built a music player and service that made it easy for people to share digital songs,

如果他们推出了一个音乐播放器，以及一个方便人们分享数字音乐的服务，

that might hurt sales of its record division.

那么唱片分支的销售就会受到影响。

One of Jobs's business rules was to never be afraid of cannibalizing yourself.

乔布斯的一个商业原则就是：永远不要害怕内部相残。

"If you don't cannibalize yourself, someone else will," he said.

他说：“与其被别人取代，不如自己取代自己。”

So even though an iPhone might cannibalize sales of an iPod,

所以，即使iPhone的出现会蚕食iPod的销售，

or an iPad might cannibalize sales of a laptop, that did not deter him.

或者iPad影响了笔记本电脑的销售，都没有阻碍他的想法。