When we make a model and realize it's rubbish Much of the design process is a conversation, a back-and-forth as we walk around the tables and play with the models. He doesn't like to read complex drawings. He wants to see and feel a model. He's right. I get surprised when we make a model and then realize it's rubbish, even though based on the CAD renderings it looked great. He loves coming in here because it's calm and gentle. It's a paradise if you're a visual person. There are no formal design reviews, so there are no huge decision points. Instead we can make the presentations fluid. Since we iterate every day and never have dumb-ass presentations, we don't run into major disagreements. Jonathan Ive, Steve Jobs Drawing as a means of thinking iteration
A ritual of unpacking I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story. Jonathan Ive, Steve Jobs The Apple Marketing Philosophy ritual
To be truly simple Why do we assume that simple is good? Because with physical products, we have to feel we can dominate them. As you bring order to complexity, you find a way to make the product defer to you. Simplicity isn't just a visual style. It's not just minimalism or the absence of clutter. It involves digging through the depth of the complexity. To be truly simple, you have to go really deep. For example, to have no screws on something you can end up having a product that is so convoluted and so complex. The better way is to go deeper with the simplicity, to understand everything about it and how it's manufactured. You have to deeply understand the essence of a product in order to be able to get rid of the parts that are not essential. Jonathan Ive, Steve Jobs Less, but betterTool-being simplicity
That feeling of putting care into a product I always understood the beauty of things made by hand. I came to realize that what was really important was the care that was put into it. What I really despise is when I sense some carelessness in a product. Unlike some designers, [Ive] didn't just make beautiful sketches; he also focused on how the engineering and inner components would work. He became head of [the design department at Apple] in 1996, the year before jobs returned, but wasn't happy. Amelio had little appreciation for design. There wasn't that feeling of putting care into a product, because we were trying to maximize the money we made. All they wanted from us designers was a model of what something was supposed to look like on the outside, and then engineers would make it as cheap as possible. I was about to quit. Jonathan Ive, Steve Jobs
Beyond improvement In so many ways Dieter Rams’s work is beyond improvement. Although new technologies have since offered new opportunities, his designs are not undermined by the limits of the technologies of their time. The concave button top, designed to stop your finger from slipping as it made the long travel necessary for earlier mechanical switches, does not point to obsolete mechanisms. Instead, it reminds us how immediately and intuitively form alone can describe what an object does and suggest how we should use it. Jonathan Ive, Dieter Rams: As Little Design as Possible designperfection
Eulogy for Steve Jobs An Article by Jonathan Ive www.wsj.com He was without doubt the most inquisitive human I have ever met. His insatiable curiosity was not limited or distracted by his knowledge or expertise, nor was it casual or passive. It was ferocious, energetic and restless. His curiosity was practiced with intention and rigor. Many of us have an innate predisposition to be curious. I believe that after a traditional education, or working in an environment with many people, curiosity is a decision requiring intent and discipline. In larger groups our conversations gravitate towards the tangible, the measurable. It is more comfortable, far easier and more socially acceptable talking about what is known. Being curious and exploring tentative ideas were far more important to Steve than being socially acceptable. Our curiosity begs that we learn. And for Steve, wanting to learn was far more important than wanting to be right. Steve Jobs curiositylearningideas
Managing Oneself A Book by Peter F. Drucker Only from strengthFeedback analysisTaking pride in ignoranceBut bulldozers move mountainsWaste as little effort as possible on low competence+8 More Never change the technologyWhat to learn managementdisciplinewisdomwork
Only from strength Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. strengthweakness
Feedback analysis The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. growthfeedback
Taking pride in ignorance First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths. ignorancearrogance
But bulldozers move mountains A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. planningideas
Waste as little effort as possible on low competence One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. 95%-ile isn't that goodOn Talent talent
How do I perform? For knowledge workers, How do I perform? may be an even more important question than What are my strengths?. A few common personality traits usually determine how a person performs: Am I a reader or a listener? How do I learn? Writing? Taking notes? Doing? Talking? Do I work well with people, or am I a loner? And if I do work well with people, in what relationship? Do I produce results as a decision maker or as an adviser? Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? personality
To improve the way you perform Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly. work
The mirror test In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave." This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? ethicsvalues
Your organization's values Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. business
Values vs. strengths There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof). Values are and should be the ultimate test. valueswork
Successful careers are not planned Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer. The most important thing you doIn defense of disorder: on career, creativity, and professionalism
The best-laid plans It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? planning
The second half of your life Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored. There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs. There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60. life