At least life at the top hasn，t been dull for Craig Barrett， the 25year Intel veteran who stepped into the CEO slot at the beginning of 1998. Since then， the company has been blindsided by the sudden rise of the market for sub1，000 PCs， had its dirty laundry aired at the Microsoft antitrust trial， and settled a patentinfringement complaint by the U.S. Justice Department even as the feds continue to probe other Intel business practices. Worst of all， two Intel employees were murdered under horrifying circumstances in Uganda in early March. Throughout this trying time， Barrett has maintained his focus on Intel，s manufacturing operations. For good reason： As microchips find their way into ever more nonPC devices， they will have to become even smaller and more versatile. “You need a guy like Barrett to manage that transition，” says Cowen Co. analyst Drew Peck.
克雷格·巴雷特是一名有二十五年因特网操作经验的老手，他在1998年开始涉足首席执行官行业，当时他已经有五十多岁了，但是他的这一做法是明智的。那时，美国因特尔公司对降低电脑价位1000美元的突然举措毫无防备，还参加了针对微软公司的反托拉斯主义运动，并且还卷入了美国司法部门的侵权案当中。更糟糕的是，有两名因特网公司的员工三月初在乌干达的恐怖事件中被人谋杀。在这个困难时期，克雷格·巴雷特仍然始终密切关注公司的正常生产和经营活动。对此巴雷特有充分的理由：因为微芯片在非电脑设备中找到了它的潜在市场，但是微芯片产品必须体积更小并且具有更多的功能。“我们必要有一个像巴雷特那样的人在这样的时期进行生产和经营上的管理。”Cowen公司的分析家朱·培克如是说。
Business Philosophy： Look ahead rather than back. Set high expectations， and meet deadlines.
运营理念：一切向前看而不是往后看。制定较高的奋斗目标，然后如期实现。
Headache： Competitors such as Advanced Micro Devices， which was much quicker than Intel to spot the growth potential of sub1，000 PCs.
最头痛的事情：强有力的竞争对手，例如比因特网公司早一步发现公司潜在的增长并且率先降低电脑价位1000美元的先进的微软设备等。
True story： In 1986， when Japan ruled the semiconductor market， Barrett learned everything he could about Japanese manufacturing practices. He applied what he learned at Intel，s chipfabrication plants. Today， the Japanese emulate Intel.
真实故事：1986年，当日本占领了半导体市场时，克雷格·巴雷特从日本公司学到了有关的生产时间经验，随后他将这些经验应用到芯片的制作和生产中。而现在的事实是日本人正在仿效因特网公司的做法。.
Management Style： A plantfloor guy. Before he was named CEO， he personally inspected each of Intel，s dozens of fabrication plants around the world. Former CEO Andy Grove joked that Barrett had collected enough frequentflier miles to buy his own airline.
管理风格：是一个以工厂为家的人。在出任CEO之前，巴雷特曾经参观了全世界范围内的所有的因特网公司的加工制造厂。前任CEO安迪·格诺夫曾经开玩笑说巴雷特已经收集了所有的飞行路线，他都可以购买一架自己的飞机了。
Personal Strengths： Detailoriented and disciplined. And to the relief of those weary of his predecessor，s fractious and intimidating style， he，s not Andy Grove.
个人优点：注意细节，遵守纪律。相比前任CEO安迪·格诺夫而言，巴雷特没有他那么脾气暴躁，也没有他的那种强制性风格。
Habits： Works in a ninefootsquare gray cubicle， like everyone else at Intel. Always takes the stairs up and down the five flights to his office space. Picks up after litterbugs.
习惯：他习惯在一间九平方英尺的小工作间中工作，就像其他的所有员工那样。他总是在五级楼梯上爬上爬下进入他自己的工作天地。他厌恶那些在街道或公共场所乱丢垃圾的人。
Resume highlight： Before he joined Intel， he was a tenured Stanford professor (he holds a Ph.D. in materials science).
个人简历中最引以为荣的事情：在加入因特尔公司之前，巴雷特是美国史坦福大学的教授（他是材料科学部的哲学博士）。
How he got the job： Worked handinglove with Grove for 24 years.
工作背景：他为GROVE工作了二十四年时间。
Other interest： Outdoor sports， especially flyfishing.
其他爱好：户外运动，特别是用假蝇钓鱼。
Corporate goal： To make Intel，s existing plants even more productive and efficient.
公司奋斗目标：使因特尔公司现有的工厂高产、高效。
Financial reward： Barrett owns more than 840，000 Intel shares， worth in excess of 100 million.
财政奖赏：克雷格·巴雷特拥有84万份因特尔公司的股份，价值超过1亿美元。
CEO of the Apple
苹果公司的CEO
Here，s a guy with enough savvy and brainpower to effectively hold down two CEO jobs at once - and do a pretty amazing job at both. We，ve listed him for his post at Apple， but of course Steve Jobs also runs Pixar， the animation company. Jobs arrested Apple，s slow death spiral and even put some oomph back into the pioneering computer firm he helped found. Coming in after a 1 billion loss in fiscal 1997， Jobs turned a 106 million profit - 38 percent above Wall Street，s consensus target. A lot of credit goes to a very simple idea： Make computers in different colors. Jobs was the only one who thought to make it happen. The colorful midpriced iMac has also succeeded by playing down the compatibility conundrum. Apple positioned it as the machine for the Internet， where compatibility questions are no big deal. Behind the scenes， Jobs also streamlined the product line， reduced the head count， consolidated distribution， and slimmed inventory. Meanwhile， over at Pixar， A Bug，s Life nabbed a total 159 million in domestic box office， the highest domestic animated take since Toy Story and third highest ever， after Toy Story and the leader， The Lion King.
这儿我们要给您介绍的是一位能够同时兼做两份首席执行官工作的杰出能人。我们将他的任职公司写为苹果公司，而实际上史蒂文·乔伯斯同时还是另一家蓬勃发展的公司PIXAR的员工。乔伯斯被苹果公司慢耗损的螺线所吸引，他甚至为这家他帮助创立的电脑公付出了较大的努力。1997年，在这家公司亏损达到10亿美元的时候，乔伯斯加入了苹果公司，之后他为公司赚取了1.06亿美元的利润——有38%以上的产品销往美国华尔街。许多成功的实践均来自于一个很简单的创意：例如让电脑换一种颜色。乔伯斯是唯一的一个创意者和实践者。多色泽、中等价位的iMac的成功还在于它解决了计算机兼容性的难题。苹果电脑定位于因特网，因为在因特网上兼容性并不是一个较大的难题。乔伯斯新改进了生产线，减少了磁头数，稳定了分布率，并且还减少了库存。同时，PIXAR公司在国内市场中占有总计1.59亿美元的收入，位居第三位，仅次于Toy Story 和领头羊Lion King 。而另一方面乔伯斯在PIXAR也有着出色的表现。
Business philosophy： “The technology isn，t the hard part. The hard part is， Who，s going to buy it？ How are they going to buy it？ How do you tell them about it？”
运营理念：学习和掌握技术并不难。最难的是，谁将成为买家？他们将如何实现购买？公司将怎样向他们介绍自己的产品？