The decoration of our classical interiors was decidedly regular in its arrangement. The Taoist and Zen conception of perfection, however, was different. The dynamic nature of their philosophy laid more stress upon the process through which perfection was sought than upon perfection itself. True beauty could be discovered only by one who mentally completed the incomplete. The virility of life and art lay in its possibilities for growth. In the tea room it is left for each guest in imagination to complete the total effect in relation to himself. Since Zennism has become the prevailing mode of thought, the art of the extreme Orient has purposely avoided the symmetrical as expressing not only completion, but repetition.
The Macintosh team came to share Jobs's passion for making a great product, not just a profitable one. "Jobs thought of himself as an artist, and he encouraged the design team to think of ourselves that way too," said Hertzfeld. "The goal was never to beat the competition, or even to make a lot of money. It was the do the greatest thing possible, or even a little greater." He once took the team to see an exhibit of Tiffany glass at the Metropolitan Museum in Manhattan because he believed they could learn from Louis Tiffany's example of creating great art that could be mass-produced. Recalled Bud Tribble, "We said to ourselves, 'Hey, if we're going to make things in our lives, we might as well make them beautiful.'"
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.
There is a particular joy in a product that just does what you need done, in about the way you expect or (thrillingly) better, and isn’t hard to figure out, and doesn’t change unnecessarily. Here are three to learn from.
When nothing disturbs me and I have no idea what to do more, what I could add or destroy. This is very surprising, often, when I’m painting, again and again, every day and it feels like it is never-ending […] and it will never become a good painting. And suddenly, it’s finished. Oh! Good. Thanks.
We love to see the process, not just the result. The imperfections in your work can be beautiful if they show your struggle for perfection, not a lack of care.
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.