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1.ATM

2.CT

3.ECG

4.EU

5. FDI

6.SAR

7. GPS

8. CAD

9. trade liberalization

10. the movement for women’s rights

11. exclusivism

12. crony capitalism

13.brain drain

14. law of the jungle

15. market access

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Although his authoritarian streak was well known, Mr Jobs was nevertheless good at attracting talent. Jonathan Ive, Apple¡¯s design guru, Phil Schiller,its marketing leader, Scott Forstall, the head of its mobile-software operation and Mr Cook, the firm¡¯s new chief executive and former chief operating officer,are all world-class managers. When he was asked how he chose members of his team, Mr Jobs said he always looked for bright and competent people. But more important, he added, was to find people who cared a great deal about precisely the same things that mattered to him.

The strength of Apple¡¯s senior team is one reason that the firm¡¯s share price barely flinched when news emerged last month that Mr Jobs was relinquishing his role as chief executive and becoming executive chairman.Another is that he left it in an extremely good position to take advantage of changes sweeping through the world of technology (see our special report this week). Under his guidance, Apple has developed not just amazing hardware, but also ¡°cloud¡± based services such as its iTunes online music store and its new¡°iCloud¡± service, which allows people to store all sorts of content on Apple¡¯s servers and access it on all sorts of devices.

Perhaps the most striking thing about Mr Jobs¡¯s reign, however, was his ability to see beyond the business that rivals were fixated on. For years,Apple relied on its Macintosh computers to generate much of its revenue. But in2007 the company dropped the word ¡°Computer¡± from its name and Mr Jobs began telling anyone who would listen that the world was entering a post-PC era in which all sorts of computing devices would be used, some of which would eclipse the PC. Rivals pooh-poohed such pronouncements. But now many are struggling to adapt to a market in which smartphones and tablet computers have become wildly popular.

Another striking¡ªand often under appreciated¡ªaspect of Mr Jobs¡¯s success was his ability to say no. At a company like Apple, thousands of ideas bubble up each year for new products and services that it could launch.The hardest thing for its leader is to decide which ones merit attention. Mr Jobs had an uncanny knack of winnowing out the wheat from the mountains of chaff.

It remains to be seen whether his disciples who are now running the show can make equally smart choices, and whether Apple will be able to prosper without its magician-in-chief at the helm. The lukewarm response to this week¡¯s launch of its new iPhone 4S should give some cause for concern. Without Mr Jobs, Apple suddenly looked much more like just another technology firm, rather than a producer of magical products that excite the world. With Google and its allies chasing it in smartphones, and Amazon¡¯s launch of a bold new tablet computer,Apple faces serious competition for the first time in the new markets it has created.

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