"It reflects his personality, which is to want control,"
said Berry Cash, who was hired by Jobs in 1982 to be a market strategist at Texaco Towers.
"Steve would talk about the Apple II and complain,
'We don't have control, and look at all these crazy things people are trying to do to it.
That's a mistake I'll never make again.'"
He went so far as to design special tools so that the Macintosh case could not be opened with a regular screwdriver.
"We're going to design this thing so nobody but Apple employees can get inside this box," he told Cash.
Jobs also decided to eliminate the cursor arrow keys on the Macintosh keyboard.
The only way to move the cursor was to use the mouse.
It was a way of forcing old-fashioned users to adapt to point-and-click navigation, even if they didn't want to.
Unlike other product developers, Jobs did not believe the customer was always right;
if they wanted to resist using a mouse, they were wrong.
There was one other advantage, he believed, to eliminating the cursor keys:
It forced outside software developers to write programs specially for the Mac operating system,
rather than merely writing generic software that could be ported to a variety of computers.
That made for the type of tight vertical integration between application software,
operating systems, and hardware devices that Jobs liked.
Jobs's desire for end-to-end control also made him allergic to proposals
that Apple license the Macintosh operating system to other office equipment manufacturers and allow them to make Macintosh clones.
The new and energetic Macintosh marketing director Mike Murray
proposed a licensing program in a confidential memo to Jobs in May 1982.
"We would like the Macintosh user environment to become an industry standard," he wrote.
"The hitch, of course, is that now one must buy Mac hardware in order to get this user environment.
Rarely (if ever) has one company been able to create and maintain an industry-wide standard that cannot be shared with other manufacturers."
His proposal was to license the Macintosh operating system to Tandy.
Because Tandy's Radio Shack stores went after a different type of customer, Murray argued,
it would not severely cannibalize Apple sales.
But Jobs was congenitally averse to such a plan.
His approach meant that the Macintosh remained a controlled environment that met his standards,
but it also meant that, as Murray feared,
it would have trouble securing its place as an industry standard in a world of IBM clones.