????正如《財富》最新一期的封面故事所述，羅伯特?艾格與已故的史蒂夫?喬布斯的關(guān)系，在一定程度上影響了這位迪斯尼首席執(zhí)行官的技術(shù)戰(zhàn)略。這家娛樂公司率先在iTunes平臺推出了完整長度的電視劇，它還是第一批采用iPad、iWatch等其他蘋果產(chǎn)品的公司之一（一款米老鼠版的iWatch正在設(shè)計當(dāng)中）。喬布斯一直擔(dān)任迪斯尼董事會成員，直到他于2011年離開人世。就在他自感時日不多之際，喬布斯還要求艾格在其去世后接替自己在蘋果董事會的位置——這個位置至今仍由艾格擔(dān)任。但這兩位首席執(zhí)行官六年的合作，并不局限于商業(yè)領(lǐng)域，他們還是經(jīng)常交流想法的親密好友。

????實際上，艾格最珍視的收藏之一，就是他與喬布斯在2005年video iPod發(fā)布會上握手的鑲框照片。就在此前不久，兩位高管達成了一項史無前例的交易——將迪斯尼的ABC電視節(jié)目放到蘋果的iTunes上。【而就在幾個月后，迪斯尼以74億美元的價格收購了喬布斯的另一家公司：皮克斯動畫工作室。】在隨后的幾年中，兩人就在工作和生活中成為了伙伴，常常就兩家企業(yè)涉足的交叉領(lǐng)域交流想法。

????艾格對《財富》說：“他讓我接觸到了許多想法和技術(shù)，我感受到了他對于品質(zhì)的不懈追求。”

????第一次見到喬布斯時，艾格還是迪斯尼的首席運營官（碰巧的是，喬布斯曾經(jīng)同艾格妻子的大學(xué)室友約會過）。在2005年3月一個周六的下午，迪斯尼董事會告知艾格他將出任首席執(zhí)行官。在這一消息公諸于眾之前，他只告訴了很少幾個人：他的家人、他的前老板和喬布斯。

????艾格回憶道：“我認(rèn)識他，但并不了解他。由于種種原因，迪斯尼和皮克斯、邁克爾?艾斯納（迪斯尼的前任首席執(zhí)行官）和史蒂夫?喬布斯之間的關(guān)系一直很緊張。所以，在接近首席執(zhí)行官這個位置，或者說試圖爭取這個最高職位時，我思考的事情之一就是如何挽救這層關(guān)系。我非常欣賞喬布斯在蘋果做出的成就。”

????艾格打電話告訴喬布斯，迪斯尼不會“一切照常”，一個嶄新的時代很快就將開啟（到那年10月，艾格才能正式上任）。喬布斯對這個電話有點驚訝，但他接受了艾格拋出的橄欖枝，并讓艾格有空來一趟蘋果的總部庫比蒂諾。艾格照做了。

????然而，他們討論的第一件事與皮克斯毫無關(guān)系。實際上，艾格想要和喬布斯討論把ABC的電視節(jié)目放到iTunes平臺上的事宜。艾格表示：“我當(dāng)時（對喬布斯）說，我覺得把你經(jīng)營音樂的方法搬來經(jīng)營電視節(jié)目，也就是把所有拍攝的電視節(jié)目放到iTunes上來賣，會是個很好的機會。他說，這確實是個有趣的想法，他也一直在考慮類似的事情。”

????于是，兩位首席執(zhí)行官就迪斯尼與皮克斯的關(guān)系，以及將電視節(jié)目放到iTunes平臺上的想法展開了磋商。“喬布斯最后帶了個東西來（迪斯尼總部伯班克）找我們，并對我說：‘我要給你看一個只有蘋果員工才見過的東西，因為我信任你。’那就是video iPod。”

????艾格與喬布斯一拍即合。上任伊始，實際上是出任CEO的第一周，他就去拜訪喬布斯。兩人花了不到一周的時間，敲定了交易的細(xì)節(jié)。

????艾格表示：“這極大地鞏固了我們的關(guān)系，我們在五天內(nèi)就搞定了交易。我愿意挑戰(zhàn)現(xiàn)狀，試著把我們的內(nèi)容放到一個甚至還沒發(fā)布的平臺上。”

????ABC和iTunes的交易也促使雙方就皮克斯的未來展開了更好的談話。幾個月后的2006年，迪斯尼宣布以超過70億美元的價格收購這家規(guī)模較小的動畫公司。這次收購帶給迪斯尼的，遠不止一些成功的系列電影。迪斯尼自身表現(xiàn)掙扎的動畫部門也有了新的領(lǐng)導(dǎo)（皮克斯的共同創(chuàng)始人埃德?卡特穆爾和約翰雷斯特）。此外，由于皮克斯的文化和喬布斯對于完美和細(xì)節(jié)的擅長，迪斯尼有了從量到質(zhì)的理念轉(zhuǎn)變，而這正是該公司所急需的。

????艾格說：“專注于質(zhì)量，而不是數(shù)量，這種理念對我們這家公司產(chǎn)生了很大的影響。沒有人會因為你的優(yōu)秀電影延期上映而批評你，但人們會因為你如期推出的電影不好看而指責(zé)你。”

????在迪斯尼收購皮克斯后，喬布斯加入了迪斯尼的董事會，成為了該公司最大的股東。但這兩位首席執(zhí)行官也會在董事會議之外見面。

????艾格說：“喬布斯不會對我說：‘你得在這方面做點什么。’但我們會不定期地站在一塊白板前，談?wù)勎覀兊南敕āＥ紶査麜碚椅遥X得這個世界會有翻天覆地的變化，我們的行業(yè)（娛樂業(yè)）會陷入麻煩。然后我會說：‘你詳細(xì)說給我聽聽。’有時候我也會反駁他的許多觀點。”

????艾格透露說，有時候喬布斯認(rèn)為，相較于實際情況，有些事情本可以更快地發(fā)生，而有時他又驚訝于某些事情發(fā)生得如此之快。艾格表示：“整個應(yīng)用世界的發(fā)展，比喬布斯預(yù)計得要迅速得多，影響要深遠得多。喬布斯從來沒想過應(yīng)用能夠催生出一個產(chǎn)業(yè)。”

????在2011年逝世前，喬布斯請艾格加入蘋果董事會取代他的位置。這是兩位首席執(zhí)行官長期惺惺相惜的最后且恒久的見證。

????艾格說：“這是一段令雙方受益無窮的關(guān)系——無論是作為朋友，還是作為商業(yè)伙伴。”欲了解更多內(nèi)容，請閱讀《財富》2015年1月刊的封面故事。（財富中文網(wǎng)）

????譯者：嚴(yán)匡正

????審校：任文科

????As described in Fortune’s latest cover story, Bob Iger’s relationship with the late Steve Jobs helped shaped the Disney CEO’s technology strategy. The entertainment company was the first to put full-length TV episodes on the iTunes platform, and has been an early adopter of other Apple products, from the iPad to the upcoming Apple Watch, slated to launch in 2015. (A Mickey Mouse version is in the works.) Until his death in 2011, Jobs served on Disney’s board. Before he passed away, he requested that Iger take his place on the Apple board when he was gone—a position Disney’s CEO holds to this day. But the two CEO’s six-year partnership stretched beyond business—they were also friends who consistently bounced ideas off of each other.

????In fact, one of Iger’s most prized possessions is a framed photo of him and Jobs shaking hands at the 2005 unveiling of the video iPod, shortly after the two executives hammered out an unprecedented deal to put Disney’s ABC television content on Apple’s iTunes. (Just a few months later, Disney bought Pixar—Jobs’ other company—for $7.4 billion). In the ensuing years, the two sparked a professional and personal relationship, often musing on the intersection of their respective businesses.

????“He introduced me to ideas and technologies, and to a constant demand for quality,” Iger tells Fortune.

????Iger first met Jobs when he was COO of Disney (coincidentally, Jobs had dated Iger’s wife’s college roommate). On a Saturday afternoon in March, 2005, the board told Iger he was getting the top job. Immediately, before the news became public, he called just a handful of people to share the news: his family, his former boss and Jobs.

????“I knew him but I didn’t know him well and the relationship between Disney and Pixar and Michael Eisner [Disney’s former CEO] and Steve Jobs had definitely frayed for a variety of reasons,” recalls Iger. “So one of the things that I thought about as I was nearing the CEO role–or trying to get the CEO role–is would there be anything I could do to salvage the relationship. I was pretty appreciative of what he’d already done at Apple.”

????Iger told Jobs that it wasn’t going to be “business as usual” at Disney, that a new era would soon begin (Iger wouldn’t formally take the reigns until October of that year). Jobs, a bit shocked by the call, was receptive to the olive branch, and told him to come up to Cupertino when he could. That’s exactly what Iger did.

????Their first order of business, however, was completely unrelated to Pixar. Rather, Iger wanted to talk to Jobs about putting ABC shows on the iTunes platform. “I said [to Jobs] that I think there’s a huge opportunity to do for television what you’ve done for music, which is to put every TV show that’s ever been made on iTunes,” says Iger. “He said that’s a really interesting idea, that he’d been thinking about a similar thing.”

????The CEOs started engaging in a bilateral discussion—the relationship with Pixar and the idea of moving TV shows onto the iTunes platform. “He ultimately came down [to Disney headquarters in Burbank] with something in his pocket and said, ‘I’m going to show you something that only people at Apple have seen because I trust you.’ It was a video iPod.”

????Iger was in. As soon as he became CEO—the first week on the job, in fact—he went to see Jobs. It took less than one week for the two to hammer out the details of a deal.

????“That solidified the relationship big time, that we put together a deal within five days and that I was willing to challenge the status quo and take a shot at putting our content on a platform that hadn’t even launched,” says Iger.

????The ABC–iTunes deal also led to a better dialogue on the Pixar front. Several months later, in 2006, Disney announced it was buying the smaller animation company for more than $7 billion. The acquisition gave it much more than a handful of successful movie franchises. Disney’s own struggling animation division also got new leadership (Pixar co-founders Ed Catmull and John Lasseter). And, thanks to Pixar’s culture and Jobs’ knack for perfection and details, the company got a much-needed mind shift away from quantity and towards quality.

????“Being religious about quality versus quantity has had a major effect on this company,” says Iger. “Nobody’s going to criticize you for bringing a great movie out late, but they will criticize you for bringing a bad movie out on time.”

????Following the acquisition, Jobs joined Disney’s board and became the company’s largest shareholder. But the CEOs met outside of board meetings, too.

????“He wouldn’t say to me, ‘you’ve got to do something about this,’ but occasionally we would stand in front of a white board and talk about ideas,” says Iger. “And every once in a while he’d come to me thinking the sky’s falling apart and that our business [the entertainment industry] was screwed. And I’d say, ‘tell me how.’ I’d push back a fair amount with him sometimes.”

????According to Iger, in some cases Jobs thought things would happen a lot faster than they did, and sometimes even he was surprised that they happened so fast. “The whole app world, that happened much faster and in more profound ways than he ever anticipated,” says Iger. “He never envisioned an app industry.”

????Before Jobs passed away in 2011, he requested that Iger join Apple’s board in his place. It was a last—and lasting—indication of the two CEO’s mutual respect and admiration.

????Says Iger: “We had a very, very productive relationship—both as friends and business partners.” For much more, see Fortune’s cover story in our January 2015 issue.