See what was going on behind the scenes at the height of the digital revolution, with an inside look at leading innovators like Steve Jobs and his Silicone Valley peers, in Doug Menuez's photographic book – 'Fearless Genius: The Digital Revolution in Silicon Valley 1985-2000'…
Doug Menuez presents a startling insider's look at the inner workings of Apple, never-before-seen images of Steve Jobs and key moments from other tech booming business from the eighties and beyond in his new book Fearless Genius: The Digital Revolution in Silicon Valley 1985-2000, from Atria Books.
Menuez returned home to San Francisco after acting as a photo-journalist, covering the horrific famine and conflict in Ethiopia for Newsweek in 1985, searching for a more uplifting project, he noticed that in nearby Silicon Valley a technology revolution of innovation was taking place, virtually on his doorstep. Gaining the trust of Jobs, and subsequently other leading innovators, he was given unprecedented access to capture some stunning key moments in history. Take a look at some snapshots from Fearless Genius: The Digital Revolution in Silicon Valley 1985-2000, below...
"Steve Jobs was a consummate showman who understood the power of compelling settings, like this lunch pitch on the site of the future NeXT Factory with the NeXT board of directors. Ross Perot was blown away, and invested over $20 million in NeXT after this meeting. He later said it was the worst mistake he ever made."
"Susan Kare listens to Steve Jobs as he discusses the unfinished tasks facing the country. Susan Kare’s playful icons and user interface design have impacted the daily lives of hundreds of millions of people around the world. Susan was part of the original Mac team and designed the original Mac icons and much of the user interface. Leaving Apple with Steve after his ouster, she became a cofounder and creative director at NeXT Computer, where she oversaw the creation of its icons and logo, working with the legendary Paul Rand. Later she designed or redesigned icons for many other computer operating systems, including Windows and IBM’s OS/2."
"Steve Jobs lists the workflow ahead for his team at a company meeting at a Sonoma resort. He is outlining what remains to be converted from analog to digital. Indeed, everything in the world — photos, film, music — that was not already digital by now, would soon be, as the digital revolution expanded."
"NeXt CEO Steve Jobs and Susan Barnes, NeXt VP and CFO, react to a joke told by an employee on the bus going back to the headquarters in Palo Alto after visiting the unfinished factory in Fremont."
"Steve Jobs was not the kind of guy who ever seemed to relax. He was usually focused like a laser on the task at hand. So it was surprising to see him kicking this beach ball around at a company picnic. He seemed to be having a good time, but it felt more like a performance designed to encourage the exhausted team to relax."
"Steve gives a rousing pep talk to inspire employees while also indulging in a short rant about revenge on Apple and John Sculley. The company was preparing to demonstrate the NeXT prototype at gala demonstrations in San Francisco and Washington, D.C., although it would be almost another year before finished workstations would be shipped."
"Steve Jobs agonizes over the surface texture of the anodized cast magnesium cube for the NeXT computer. Steve was ruthless with his team because he understood the stakes and knew that every one of his thousands of decisions would add up to failure or success."
"Donna Auguste, a senior engineering manager at Apple Computer, coordinated the development of the Newton personal digital assistant, working as part of Apple VP Larry Tesler’s team. She came with a patient, supportive management style that was a balm to a group working in almost constant crisis. Aside from developing new hardware and software, they also had to create a product identity and brand that would cross over several product categories. Apple at that time made only personal computers; the team now needed to learn everything about the consumer electronics market in which the Newton would be sold."
"Employees of Sun Microsystems celebrate outside the corporate campus in Santa Clara, California. With its Unix-powered workstation, Sun was the fastest-growing technology company between 1985 and 1989."
"Much of the arduous work of technology development involves solitary concentration and happens inside people’s heads. It was not only tough to think, but difficult to get away from the constant interruptions of daily work life that we now call multitasking."
"An Adobe Systems employee howls with joy during a toast to the company's spectacular year. Their year-end party was staged at a massive pier in San Francisco and reportedly cost a million dollars."
"Apple programmer Sarah Clark delivers a message to the Newton War Room. Sarah kept her baby with her at work, almost never leaving the building for two years as the team rushed to finish the software. She pulled curtains over the glass of her office so colleagues knew when it was naptime or if she was breastfeeding."
"Apple Computer cofounder Steve Wozniak (middle) and John Sculley, CEO (right), looking at an early Nintendo Game Boy before taking the stage at an Apple product announcement. Many at Apple were intrigued to learn that contrary to Wall Street’s hyper-short-term thinking and the typical American business plan, Nintendo had conceived a hundred-year business model for itself."
"Backstage before a press briefing, Newton team members Michael Tchao, Nazila Alasti and Susan Schuman discover many of the prototype Newtons they brought to demonstrate are dead. They can hear the hundreds of German journalists, who’ve been quaffing free beer while waiting over an hour to see the promising new product, as they drunkenly chant “Newton, Newton.” Tchao soon took the stage and began his speech describing the non-functioning Newton by suggesting, “Imagine if you will...”"
"Keith Yamashita celebrates with the Newton team after a successful introduction of Newton technology."
"At a special event for entrepreneurs hosted by the top venture capital firms, Joe Schoendorf, from Accel Partners, reacts to an entrepreneur's idea for a startup."
"Legendary venture capitalist Brook Byers takes a moment to recoup during a company retreat in Aspen. While Silicon Valley offered many rewards, the pervasive expectation from the companies (and from colleagues) was that everyone would work until they dropped. It could get competitive. A manager at Apple often challenged people to work all night and then to run with him at 6 a.m. Then he ran meetings all day and went out with clients at night — in both a macho display and a lesson about what sheer willpower can accomplish. Today we know that sleep deprivation leads to significant increases in errors and a loss of productivity."
"Microsoft CEO Bill Gates discusses cheap content for the masses and debates with reporters about the long delayed “vaporware” upgrade to Windows at the Agenda ‘92 Conference. The conference was hosted by the irreverent pundit Stuart Alsop, who showed Gates no mercy."
"Steve Ballmer, Microsoft’s senior vice president of systems software (right), engages with a group of programmers at company headquarters in Redmond, Washington. Ballmer is known for his explosive and quirky personality, and his tendency to shout. He could be wickedly fun, or downright terrifying, especially to Microsoft’s competitors. He rose to become CEO in 2000 and recently announced he was stepping down."
"With its fast, low-cost workstations Sun Microsystems reached a billion dollars in revenue faster than any other tech company. The massive success came with increasing competitive pressure, and the company grew over 15,000 employees worldwide in a few short years, forcing whole divisions to quickly move to bigger offices."
"CEO and cofounder of NetObjects, Samir Arora, faces down his two main investors, who were unhappy with his leadership. Despite immense pressure, he refused to resign, and they pulled funding for the 125-person company. After a desperate round of phoning investors, Arora managed to raise $10 million to keep the company afloat. A short time later, he engineered a sale of the company to IBM for $150 million, netting his investors — including the ones he stood up to — a 1,000% return on investment. Later that year, after a lukewarm IPO, CNN asked, “Is this the beginning of the end of the dot-com bubble?” It was."
"The dot-com bubble collapse was such a slow-motion disaster at first, unfolding hesitantly through late 1999 into 2000, then accelerating with neck-snapping g-forces as it spread from local VCs, to Wall Street, to the big retirement funds and mom-and-pop investors. By 2001, trillions of dollars of shareholder value had washed away. It felt as though a toxic cloud had descended and hung over everyone and everything in the Bay Area, suffocating jobs and dreams. But soon Web 2.0 would boot up, with Google already growing fast and soon to be joined with Facebook, Twitter and others to disrupt and burn new pathways, luring yet another generation to the Valley."