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But it worth remembering that his hand-picked successor, Tim Cook, formerly the chief operating officer,Proper Siding and Roofing Insulation The Best Christmas Present for Your Home, has effectively been running Apple for the past six months. Mr Cook took over the day-to-day running of the company when Mr Jobs announced he was to take a medical leave of absence in January.
The ship has been sailing smoothly with Mr Cook at the helm. Apple's share price has risen almost 60 per cent in that time. Earlier this month, Apple briefly became the world's most valuable company by market capitalisation. All is well. For now.
The problem for Apple is the marathon, not the sprint. Mr Jobs has set up a formidable organisation. Mr Cook is regarded by analysts as a star and an excellent choice of chief executive. He is a logistical expert, able to squeeze out the best deal for components from suppliers, but also make sure the production line is the most efficient in Silicon Valley.
For example, rivals to the iPad complain that they cannot create a tablet computer for a cheaper price than Apple. The iPad happens to be better than all other tablets on the market too.
Apple's executive team is studded with stars. Jonathan Ive, the British designer, came up with the iconic look of the iMac, iPod, iPhone and iPad.
Apple's new products will still be sleek and sexy with his eye cast over them. Phillip Schiller, Apple's head of marketing,escort beijing, is the man behind the company's advertising campaigns - carving a brand that has become a religion to some. Eddie Cue, who heads up the company's internet team, is a quintessential deal-maker who has made iTunes and Apple's App Store into a runaway success.
The way Apple manufacturers its products means that it will still churn out bestsellers for some time to come. Plans for production of new versions of the iPhone, iPad,beijing massage, iPad and Mac computers are created three or four years in advance. The new version of Apple's mobile dubbed the iPhone 5 is expected in October. But somewhere in Apple's headquarters in Cupertino, employees are probably already playing with prototypes for the iPhone 6 and 7.
The problem comes after this production line is exhausted, when Mr Jobs' touch and vision are no longer felt on these products. Can the company still innovate and destroy the opposition as it has with Mr Jobs in charge? Who will have the creative spark that created the iPhone, when others told him he was mad to want to build mobile phones? Who will hit upon the iPad, when sceptics pointed out that other tablets had failed in the past?
Mr Jobs' genius was that he was a one-man market research department. Instead of using focus groups to find out what the public wanted, he would simply tell consumers what they never knew they needed. In this way, he has disrupted almost every industry he has entered from computing to music and telecommunications.
It is too much to expect anyone to be able to replicate this insight. It may not be apparent immediately, but it would be a minor miracle if Mr Cook's Apple continues to dominate the technology world in the next decade as it has in this one. The kind of miracle Mr Jobs regularly produced.