Steve Jobs

Family Album ry ill, we satin his room andwent cturesfor me to use in this book. o, Steve's Soto Zen teacher, shooka stick, ve'ssister Mona tracked down their him.

V 16

left: Cutting the cake in the shape of Half Dome with Laurene and his daughter from a previous relationship, Lisa Brennan. below: Laurene, Lisa, and Steve: Lisa moved into their home shortly afterward and stayed through her high school years.

Steve, Eve, Reed, Erin, and Laurene in Ravello, withdrew into his work.

, Italy,2003: Even on vacation,he often

Dangling Eve in Foothills Park, Palo Alto: \"She's a pistol and has the strongest will of any kid I've ever met. It's like payback.\" 19 Ml With Laurene, Eve, Erin, and Lisa at the C people, this whole world is the same now.\"

Corinth Canalin Greece, 2006: \"For young

21 /^, *r 22 With Reed in Kenya, 2007: \"When I was dia with God or whatever, whichwas that I really

With Erin in Kyoto, 2010: Like Reed and Lisa, she got a special trip to Japan with her father. agnosed with cancer, I made my deal y wantedto seeReedgraduate.\"

And just one more from Diana Walker: a

2004 portrait at his house in Palo Alto.

Think Dif Clow and his team tried a varie \"crazy ones\" who \"think different.\" T song\"Crazy\" (\"We're never gonnasu but couldn't get the rights to it. The cording of Robert Frost reading\"Th Williams's speeches from Dead Poet they needed to write their own text crazy ones.\" Jobs was as demanding as ever. W version of the text, he exploded at th he yelled. \"It's advertising agency sh time the young copywriter had me He never went back. But those who Clow and his teammates Ken Segall work with him to create a tone poem second version it read: Here's to the crazy ones. The misfits The round pegsin the square holes. T They're not fond of rules. And they h You can quote them, disagree with th the only thing you can'tdo is ignore t They push the human race forward. the crazyones,we see genius. Because to think they can change the world a Jobs, who could identify with eac of the lines himself, including \"The By the time of the Boston Macwor duced a rough version. They agreedi concepts, and the \"think different\" p \"There's a germ of a brilliant idea th about peoplewho think outside the b help them change the world.\" They debated the grammatical i to modify the verb \"think,\" it shoul

fferent 329 ety of approaches that praised the They did one video with the Seal urvive unless we get a little crazy\"), en they tried versions using a re he Road Not Taken\" and of Robin ts Society. Eventually they decided t; their draft began, \"Here's to the When Clow's team flew up with a he youngcopywriter. \"This is shit!\" hit and I hate it.\" It was the first et Jobs, and he stood there mute. o could stand up to Jobs, including and CraigTanimoto,were able to m that he liked. In its original sixty- ts. The rebels. The troublemakers. The oneswho seethings differently. have no respect for the status quo. hem, glorify or vilify them. About them. Because they changethings. And while some may see them as e the peoplewho are crazyenough are the oneswho do. ch of those sentiments, wrote some ey push the human race forward.\" rld in early August, they had pro it was not ready, but Jobs used the phrase,in his keynote speech there. here,\" he said at the time. \"Apple is box,who want to use computers to issue: If \"different\" was supposed ld be an adverb, as in \"think dif-

330 Walter ferently.\" But Jobs insisted that he noun, as in \"think victory\" or\"thin use, as in \"think big.\" Jobs later e was correct before we rah it. It's gr we're trying to say. It's not think t little different, think a lot differen wouldn't hit the meaning for me.\" In order to evoke the spirit o wanted to get Robin Williams to that Williams didn't do ads, soJo through to Williams's wife, who w because she knew how persuasive Maya Angelou and Tom Hanks. Bill Clinton that fall, Jobs pulledt telephone Hanks to talk him into the request. They ended up with catedApple fan. In addition to the television the most memorable print campa black-and-white portrait of an ic Apple logo and the words \"Thin it particularly engaging was that t ofthem—Einstein, Gandhi,Lenn King—were easy to identify. But o and maybe ask a friend to put a Ansel Adams, Richard Feynman, JamesWatson, Amelia Earhart. Most wereJobs's personal heroe who had taken risks,defied failure, in a differentway. A photography sure they had the perfect iconic po of Gandhi,\"he eruptedto Clow a famous Margaret Bourke-White ning wheel was owned by Time- for commercial use. So Jobs calle chief ofTime Inc., and badgered

Isaacson e wanted \"different\" to be used as a nk beauty.\" Also, it echoedcolloquial explained, \"We discussed whether it grammatical, if you think aboutwhat the same, it's think different. Think a nt, think different. 'Think differently \" of Dead Poets Society, Clow and Jobs o read the narration. His agent said obs tried to call him directly. He got would not let him talk to the actor e he could be. They also considered At a fund-raising dinner featuring the president aside and asked him to o it, but the president pocket-vetoed Richard Dreyfiiss, who was a dedi commercials, they created one of aigns in history. Each ad featured a conic historical figure with just the nk Different\" in the corner. Making the faces were not captioned. Some non,Dylan,Picasso, Edison,Chaplin, others caused people to pause, puzzle, name to the face: Martha Graham, Maria Callas, Frank Lloyd Wright, es. They tended to be creative people , andbet their career on doing things y buff, he became involved in making ortraits. \"This is not the right picture at one point. Clow explained that the photograph of Gandhi at the spin Life Pictures and was not available ed Norman Pearlstine, the editor in d him into making an exception. He

Think Di called Eunice Shriver to convince h he loved, of her brother Bobby Ken talked to Jim Henson's children pers late Muppeteer. He likewise calledYoko Ono for Lennon. She sent him one, but it wa I was in New York, and I went to th love, and let her know I would be the she cameoverto his table. \"This is a an envelope. \"I thought I would see the classic photo of her andJohn in it was the one that Apple ended up love with her,\"Jobs recalled. The narration by Richard Drey had another idea. What if Jobs did ally believe this,\" Clow told him. \"Y studio, did a few takes, and soon pro liked. The ideawasthat, if they used was speaking the words, just as they Eventually people would figure ou powerful to have it in your voice,\" reclaim the brand.\" Jobs couldn't decide whether to u stickwith Dreyfuss. Finally, the nig ad; it was due to air, appropriately e of Toy Story. As was often the case make a decision. He told Clow to s him until the morning to decide. W and told them to use the Dreyfuss v people find out they will say it's abo about Apple.\" Ever since he left the apple com and by extension Apple,as a childo \"Think Different\"and \"1984,\" he po reaffirmed his own rebel streak, even it allowed other baby boomers and

ifferent 331 her family to release a picture that nnedy touring Appalachia, and he rsonally to get the right shot of the r a picture of her late husband,John as not Jobs's favorite. \"Before it ran, his smallJapanese restaurant that I ere,\" he recalled. When he arrived, a better one,\" she said,handing him eyou,so I had this with me.\"It was bed together, holdingflowers, and p using. \"I can see whyJohn fell in yfuss worked well, but Lee Clow d the voice-over himself? \"You re You should do it.\" So Jobs sat in a oduced a voice track that everyone dit, theywouldnot tell peoplewho y didn't caption the iconicpictures. ut it was Jobs. \"This will be really Clow argued. \"It will be a way to use the version with his voice or to ght camewhen they had to ship the enough, on the television premiere e, Jobs did not like to be forced to ship both versions; this would give When morning came, Jobs called version. \"If we use my voice, when out me,\" he told Clow. \"It's not. It's mmune, Jobs had defined himself, of the counterculture. In ads such as ositioned the Applebrand so that it n after he became a billionaire, and d their kids to do the same. \"From

332 Walter when I first met him as a young gu the impact he wants his brand to h Very few other companies or c could have gotten away with the b brand with Gandhi, Einstein, Pica ableto encourage people to define th innovative rebels simply by the com onlylifestyle brand in the tech indu cars people are proud to have—Po I drive says something about me. Apple product.\" Starting with the \"Think Dif through the rest of his years at App hour meeting everyWednesday afte ing, and communications people t \"There's not a CEO on the planet Steve does,\" said Clow. \"Every Wed mercial, print ad, and billboard.\" A often take Clow and his two agen James Vincent, to Apple's closely products were in the works. \"He g when he shows us what's in devel with his marketing gurus his pass being created, hewas able to ensure was infused with his emotion. iCEO As he was finishing work on the \"T different thinking of his own. He d overrunning the company, at least the de facto leadersince Amelio's o an advisor. Fred Anderson had th September 16,1997,Jobs announce which inevitably got abbreviated a

Isaacson uy, he's had the greatest intuition of have on people,\" said Clow. corporate leaders—perhaps none— brilliantaudacity of associating their asso, and the Dalai Lama; Jobs was hemselves asanticorporate, creative, mputer they used. \"Steve createdthe ustry,\" Larry Ellison said.\"There are orsche, Ferrari, Prius—because what People feel the same way about an fferent\" campaign, and continuing ple, Jobs held a freewheeling three- ernoon with his top agency, market to kick around messaging strategy. t who deals with marketing the way dnesday he approves each newcom At the end of the meeting, he would ncy colleagues, Duncan Milner and guarded design studio to see what gets very passionate and emotional lopment,\" said Vincent. By sharing sion for the products as they were e that almost every ad theyproduced Think Different\"ad,Jobs did some decided that he would officially take t on a temporarybasis. He had been ouster ten weeks earlier, but only as he titular role of interim CEO. On ed that he would take over that title, as iCEO. His commitment was ten-

Think Dif tative: He took no salaryand signed tive in his actions.He was in charge, That week he gathered his top auditorium for a rally, followed by a food, to celebrate his new role and wearing shorts, walkingaround the c of beard.\"I'vebeen back about ten we looking tired but deeply determined highfalutin. We're trying to get bac great marketing, and great distributi doing the basics reallywell.\" For a few moreweeks Jobs and th nent CEO. Various names surfaced— Sam Palmisano at IBM, Ed Zander of the candidates were understandab CEO if Jobs was going to remain a Francisco Chronicle reported that Zan cause he \"didn'twant Steve lookingo him on every decision.\" At one poin on a clueless computer consultant w they sent him an email saying that h both amusement and embarrassme papers that they werejust toyingwit By December it had become cl evolved from interim to indefinite. A pany, the board quietly deactivated and tried to hire a CEO, with the h most four months,\" he recalled. \"B people. That's why I finally stayed. anybody good.\" The problem Jobs faced was th brutal. Lookingbackon it, he traced days: It was rough, really rough, the wors family. I had Pixar. I would go to wo

fferent 333 no contract. But he was not tenta , and he did not rule by consensus. managers and staff in the Apple a picnic featuring beer and vegan d the company's new ads. He was campusbarefoot,and had a stubble weeks, working reallyhard,\" he said, d. \"What we're trying to do is not ck to the basics of great products, ion. Apple has drifted away from he boardkept lookingfor a perma —George M. C. Fisher of Kodak, r at Sun Microsystems—but most bly reluctant to consider becoming an active board member. The San nder declined to be considered be over his shoulder, second-guessing nt Jobs and Ellison pulled a prank who was campaigning for the job; he had been selected, which caused ent when stories appeared in the th him. lear that Jobs's iCEO status had As Jobs continued to run the com its search. \"I went back to Apple help of a recruiting agency, for al But they didn't produce the right Apple was in no shape to attract hat running two companies was d his healthproblems backto those st time in my life. I had a young ork at 7 a.m. and I'd get back at 9

334 Walter at night, and the kids would be in couldn't, I wasso exhausted. I could was watch a half hour of TV and v was driving up to Pixarand down t ible, and I startedto get kidney ston the hospitalwouldgive me a shot o I would pass it. Despitethe gruelingschedule, t in Apple, the more he realized tha When Michael Dell was asked at 1997 what he would do if he were he replied, \"I'd shut it down and holders.\" Jobs fired off an emailto class,\" it said. \"I can see that isn't stokeup rivalries as a wayto rallyh and Microsoft—and he did sowit managers to institute a build-to-o distribution, Jobs used as a backd Dell with a target on his face. \"We to cheers from his troops. One of his motivating passions age twelve, when he got a summer that a properly run company cou any single creative individual. \"I di sometimesthe company, the wayy \"The wholenotion of howyoubui got the chanceto comebackto Ap without the company, and that's w Killing the Clones One of the great debates about A licensed its operating system mo makers, the way Microsoft licens

Isaacson bed. And I couldrft speak, I literally ldn't speak to Laurene. All I coulddo vegetate. It got close to killing me. I to Applein a blackPorsche convert ones. I would rush to the hospital and of Demerol in the butt and eventually the morethatJobs immersedhimself at he would not be able to walkaway. t a computer trade show in October e Steve Jobs and taking overApple, give the money back to the share o Dell. \"CEOs are supposed to have an opinion you hold.\" Jobs liked to his team—he had done sowith IBM th Dell.When he called together his order system for manufacturing and drop a blown-up picture of Michael e're coming afteryou, buddy,\" he said s was to build a lasting company. At r job at Hewlett-Packard, he learned uld spawn innovation far more than iscovered that the best innovation is you organizea company,\" he recalled. ilda company is fascinating. When I pple,I realized that I would be useless why I decided to stay and rebuild it.\" Apple was whether it should have ore aggressively to other computer sed Windows. Wozniak had favored

Think Dif that approach from the beginning.\" ating system,\" he said, \"but to get i twice the price. That was a mistake. calculate an appropriate price to lic Kay, the star of Xerox PARC who c also fought hard for licensing the M are always multiplatform, because yo recalled. \"And that was a huge battle at Apple.\" Bill Gates,who was building a fo erating system, had urged Apple to wasbeing easedout. Gates believed t of Microsoft's operating system cu money by creatingversions of its ap and Excel, for the users of the Mac ing to do everything to get them to He sent a formal memo to Sculley has reached the point where it is no a standard out of their innovative t and the resulting credibility of, othe ers,\" he argued. \"Apple should licen significant manufacturers for the dev Gates got no reply, so he wrote a sec panies that wouldbe good at clonin to help in anywayI canwith the lice Apple resisted licensing out the M 1994, when CEO Michael Spindl Power Computing and Radius, to m Amelio took over in 1996, he added to be a dubious business strategy: A each computer sold, but instead of e cannibalized the sales of Apple's own made up to $500 in profit. Jobs's objections to the cloning however. He had an inbred aversion was that hardware and software shou

fferent 335 \"We had the most beautiful oper it you had to buy our hardware at e. What we should have done was cense the operating system.\" Alan came to Apple as a fellow in 1984, Mac OS software. \"Software people ou want to run on everything,\" he e, probablythe largest battle I lost ortune bylicensing Microsoft's op do the same in 1985, just as Jobs that, evenif Apple took away some ustomers, Microsoft could make pplications software, such as Word cintosh and its clones. \"I was try o be a strong licensor,\" he recalled. y making the case. \"The industry ow impossible for Apple to create technology without support from, er personal computer manufactur nse Macintosh technology to 3-5 velopment of'Mac Compatibles.'\" condmemo suggesting some com ng the Mac, and he added, \"I want ensing. Please give me a call.\" Macintosh operating system until ler allowed two small companies, makeMacintosh clones. When Gil Motorola to the list. It turned out Apple got an $80 licensing fee for expanding the market, the doners n high-end computers,on which it program were not just economic, n to it. One of his core principles uldbe tightly integrated. He loved

336 Walter to control all aspects of his life,an puters was to take responsibility to end. So upon his return to Apple he a priority. When a new version of in July 1997, weeks after he had allow the clone makers to upgrade ing, Stephen\"King\" Kahng, organ appeared at Boston Macworld tha the Macintosh OS would die if Jo \"Ifthe platform goes closed, it iso Closed is the kiss of death.\" Jobs disagreed. He telephoned Apple out of the licensing business tember he reached a deal to pay relinquish its license and give App ers. He soon terminated the licen was the dumbest thing in the worl hardwareuse our operating system Product Line Review One of Jobs's great strengths was what not to do is as important as d true for companies, and it's true fo He went to work applying this Apple. One day he waswalking th ton Schoolgraduate who had been waswrapping up his work.\"Well, grunt work,\"Jobs told him. His ne with the dozens of productteams a they were doing, and forced them products or projects. He alsoenlisteda friend,Phil S was then at the graphics software c

Isaacson nd the onlyway to do that with com y for the user experience from end e made killing the Macintosh clones f the Mac operating system shipped d helped oust Amelio, Jobs did not e to it. The head of Power Comput nized pro-cloning protests whenJobs at August and publicly warned that obs declined to keep licensing it out. over,\" Kahng said. \"Total destruction. d Ed Woolard to say he was getting s. The board acquiesced, and in Sep Power Computing $100 million to ple access to its database of custom nses of the other doners as well. \"It rld to let companies making crappier m and cut into our sales,\" he later said. s knowing how to focus. \"Deciding deciding what to do,\" he said. \"That's or products.\" s principle as soon as he returned to he halls and ran into a youngWhar n Amelio's assistant and who said he good,because I need someoneto do ew rolewas to take notes asJobs met at Apple, asked them to explain what m to justify going ahead with their Schiller, who had worked at Apple but company Macromedia. \"Stevewould

Think Dif summon the teams into the boardro would come with thirty people and Steve didn't want to see,\" Schillerrec did during the product review proce the way people use slide presentation recalled. \"People wouldconfront a pr I wanted them to engage, to hash th show a bunch of slides. People who don't need PowerPoint.\" The product review revealed ho The company was churning out mul cause of bureaucratic momentum an \"It was insanity,\" Schiller recalled. \" crap, donebydeluded teams.\" Apple intosh, each with a different confusi 9600. \"I had people explaining this to couldn't figure it out.\" He finally be \"Which ones do I tell my friends to When he couldn't get simple an models and products. Soon he had people,\" he told one group. \"You sh such crappy products.\" Many of the slash-and-burn tactics, which resulte claimed that the good engineers, inc killed, were appreciative. He toldone \"I came out of the meeting with peop ucts canceled and they were three fe because they finally understood whe After a few weeks Jobs finally h one big product strategy session. \"T marker, padded to a whiteboard, an line to make a four-squared chart.\" ued.Atop the two columns he wrote the two rows \"Desktop\" and \"Portabl four great products, one for each qu silence,\" Schiller recalled.

fferent 337 oom, which seats twenty, and they d try to show PowerPoints, which called. One of the first things Jobs cess was ban PowerPoints. \"I hate ons instead of thinking,\" Jobs later problem by creating a presentation. hings out at the table, rather than o knowwhat they're talking about ow unfocused Apple had become. ltiple versions of each product be nd to satisfy the whims of retailers. \"Tons of products, most of them e had a dozen versions of the Mac ing number, ranging from 1400 to o mefor threeweeks,\"Jobssaid. \"I egan asking simple questions, like, buy?\" nswers, he began slashing away at cut 70% of them. \"You are bright houldn't be wasting your time on e engineers were infuriated at his edin massive layoffs. But Jobs later cluding some whose projects were estaffmeeting in September 1997, ple whohadjust gotten their prod eet off the ground with excitement ere in the heckwewere going.\" had enough. \"Stop!\" he shouted at This is crazy.\" He grabbed a magic nd drew a horizontal and vertical \"Here's what we need,\" he contin e\"Consumer\" and \"Pro\"; he labeled le.\" Their job, he said,was to make uadrant. \"The room was in dumb

338 Walter There was also a stunned silen the September meeting of the Ap to approve more and more product \"He kept saying we need more pr needed fewer. He drew amatrix w was where we should focus.\" At fi risk, Jobs was told. \"I can make it voted on the newstrategy. Jobs wa The result was that the Apple became sharply focused on just fou quadrant, they would work on ma the professional portable, there wo consumer desktop, work wouldbe for the consumer portable, they w the iBook. The \"i,\" Jobs later exp devices wouldbe seamlessly integr Apple's sharper focus meant businesses, such as printers and s StyleWriter color printers that wer Packard DeskJet. HP made most tridges. \"I don't understand,\" Jobs \"You're going to ship amillion and nuts.\" He left the room and called arrangement, Jobs proposed, and w ness and just let you do it. Then h announced the decision. \"Steve lo knew we neededto get outside of t The most visible decision he m the Newton, the personal digita handwriting-recognition system. Jo pet project, because it didn't wor aversion to stylus devices. He had in 1997 and succeeded only in co division. By late 1997, when Jobs around. He later described his thin

Isaacson nce when Jobs presented the plan to pple board. \"Gil had been urging us cts every meeting,\" Woolard recalled. roducts. Steve came in and said we with four quadrants and said thatthis irst the board pushed back. It was a work,\" he replied. The board never as in charge, and he forged ahead. e engineers and managers suddenly ur areas. For the professional desktop aking the Power Macintosh G3. For ould be the PowerBook G3. For the egin on what became the iMac. And would focus on what would become plained, was to emphasize that the rated with the Internet. getting the company out of other servers. In 1997 Apple was selling re basically aversion of the Hewlett- of its money by selling the ink car said atthe product review meeting. d not make money on these? This is d the head of HP. Let's tear up our we will get out of the printer busi he came back to the boardroom and ooked at the situation and instantly the box,\" Schiller recalled. made was to kill, once and for all, al assistant with the almost-good Jobs hated it because it was Sculley's rk perfectly, and because he had an d tried to get Amelio to kill it early onvincing him to try to spin off the did his product reviews, it was still nking:

Think Dif If Apple had been in a less precario down myselfto figure out howto mak running it. My gut was that there w but it was fucked up by mismanagem up some good engineers who could w eventually wegot it rightwhen we m This ability to focus saved Appl off more than three thousand peop balance sheet. For the fiscal year th terim CEO in September 1997, Ap less than ninety days from being ins ary 1998 San Francisco Macworld, J had bombed a year earlier. He sporte as he touted the newproduct strateg the presentation with a phrase that h \"Oh, and one more thing...\" This \"Think Profit.\" When he said those plause. Aftertwo years of staggering itable quarter, making $45 million. would turn in a $309 million profit.

ifferent 339 ous situation, I would have drilled ake it work I didn't trust the people was some really good technology, ment. Byshutting it down, I freed work on new mobile devices. And moved on to iPhones and the iPad. le. In his first year back, Jobs laid ple, which salvaged the company's hat ended when Jobs became in pple lost $1.04 billion. \"We were solvent,\" he recalled. At the Janu Jobs tookthe stage where Amelio ed a full beard and a leather jacket gy. And for the first time he ended he would make his signature coda: s time the \"one more thing\" was e words, the crowd erupted in ap g losses, Apple had enjoyed a prof For the full fiscal year of 1998, it Jobs was back, and so was Apple.

CHAPTER T DESIGN PR The Studio o Withjony Iveandthe Jony Ive When Jobs gathered his top mana became iCEO in September 1997, tive andpassionate thirty-year-old design team. Jonathan Ive, known He wassickof the company's focus product design. Jobs's talk led him clearly Steve announcing that our 3

TWENTY-SIX RINCIPLES of Jobs and Ive sunflower iMac, 2002 agement for a pep talkjust after he , sitting in the audience was a sensi Britwho was head ofthe company's to all as Jony, was planning to quit. s on profitmaximization rather than m to reconsider. \"I remember very goal is not just to make money but 340

Design Pr to make great products,\" Ive recalle on that philosophy are fundamental been making at Apple.\" Ive and Jo would leadto the greatest industrial Ive grew up in Chingford, a tow don. His fatherwas a silversmith wh a fantastic craftsman,\" Ive recalled. be one day of his time in his colle mas break when no one else was t I dreamed up.\" The only condition w what theyplanned to make. \"I alway made byhand. I came to realize that care that was put into it. What I re carelessness in a product.\" Iveenrolled in Newcastle Polyte summers working at a design consu pen with a littleball on top that wa the owner a playful emotional con he designed a microphone and earp communicate with hearing-impaired models he had made to help him pe an ATM machine and a curved p from the Royal Society of Arts. Un make beautiful sketches; he also foc inner components would work. He he was able to design on a Macinto I had a connection with the people w recalled. \"I suddenly understood wh to be.\" After graduation Ive helped to Tangerine, which got a consulting moved to Cupertino to take a job He became the head of the depart returned, but wasn't happy. Amelio \"There wasn't that feeling of puttin were trying to maximize the mon

rinciples 341 ed. \"The decisions you make based lly different from the ones we had obs would soon forge a bond that l design collaboration of their era. wn on the northeast edge of Lon ho taught at the localcollege. \"He's \"His Christmas gift to me would ege workshop, during the Christ there, helping me make whatever was thatJony had to draw by hand ys understood the beauty of things twhatwas really important was the eally despise is when I sense some echnic and spenthis spare time and ultancy. One of his creations was a as fun to fiddle with. It helped give nnection to the pen. For his thesis rpiece—in purest white plastic—to d kids. His flatwas filled with foam erfect the design. He also designed phone, both of which won awards nlike some designers, he didn'tjust cused on how the engineering and e had an epiphany in college when osh. \"I discovered the Mac and felt whowere making this product,\" he hat a company was, or wassupposed o build a design firm in London, g contract with Apple. In 1992 he b in the Apple design department. tment in 1996, the year beforeJobs o had little appreciation for design. ng care into a product, because we ney we made,\" Ive said. \"All they

342 Walter wanted from us designers was a m posed to looklike on the outside, as cheap as possible. I was about to When Jobs took over and gave around. ButJobs at first looked aro the outside. He talked to Richard ThinkPad, andGiorgetto Giugiaro theMaserati Ghibli. Butthen he t andbonded withthe affable, eager, approachesto forms and materials,\" wavelength. I suddenly understood Ive reported, at least initially, t brought in to head the hardware d andunusually strong relationship w together regularly, andJobs would e signstudio for a chat.\"Jony had a s \"He would come by our house, an is never intentionally wounding to replaceable. But not Jony.\" Jobs described to me his respect The difference thatJony has made, is huge. He is a wickedly intelligent business concepts, marketing conce click. He understands what we do I had a spiritual partner at Apple, of the products together andthenp you think about this?\" He gets the finitesimal details about each produ is a product company. He's not just rectly forme. He has more operation except me.There's no one who can That's the way I set it up. Like most designers, Ive enjoy the step-by-step thinking that w

Isaacson model ofwhat something was sup and then engineers would make it o quit.\" e his pep talk, Ive decided to stick ound for aworld-class designer from d Sapper, who designed the IBM o, who designed the Ferrari 250 and took a tour ofApple's design studio andvery earnest Ive. \"We discussed \" Ive recalled. \"We were on the same d why I loved the company.\" to Jon Rubinstein, whomJobs had division, but he developed a direct withJobs. Theybegan to have lunch endhis day bydropping byIve's de special status,\" saidLaurene Powell. nd our families became close. Steve him. Most people in Steve's lifeare t for Ive: not only at Apple but in the world, t person in allways. He understands epts. He picks stuffup just like that,, o at our core better than anyone. If its Jony. Jony and I think up most pull others in andsay, \"Hey, what do e big picture as well as the most in uct. And he understands that Apple a designer. That's whyhe works di nal power thananyone else at Apple n tell him what to do, or to butt out. yed analyzing the philosophy and went into a particular design. For

Design Pri Jobs, the process was more intuitive sketches he liked anddump on the o the cues and develop the concepts Jo Ive was a fan of the German indu worked for the electronics firm Bra \"Less butbetter,\" Weniger aber besser, with each new design to see how m since Apple's first brochure proclaim phistication,\" Jobs had aimed for the quering complexities, notignoring th he said, \"to make something simple, t challenges and come up with elegan In Ive, Jobs met his soul mate surface simplicity. Sitting in his des losophy: Why doweassume thatsimple isgoo we haveto feelwe can dominate them ity, you find a way to make the pro just a visual style. It's not just mini It involves digging through the dep simple, you have to go really deep. F something, you can end up having a socomplex. The betterway isto gode standeverything aboutit and howit's understand the essence of a product i parts that are not essential. That was the fundamental principle not just about what a product look reflect the product's essence. \"In m means veneer,\" Jobs told Fortune s Apple. \"But to me, nothing could be sign. Designis the fundamental soul up expressing itself in successive out As a result, the process of design

inciples 343 e. He would point to models and ones he didn't. Ive would then take obs blessed. ustrial designer Dieter Rams, who aun. Rams preached the gospel of and likewiseJobs andIve wrestled much they could simplify it. Ever med \"Simplicity is the ultimate so e simplicity that comes from con hem. \"It takes a lot of hard work,\" to trulyunderstand the underlying nt solutions.\" in the quest for true rather than sign studio, Ive described his phi od? Because withphysical products, m. As you bring order to complex oduct defer to you. Simplicity isn't imalism or the absence of clutter. pth of the complexity. To be truly For example, to have no screws on a product that is so convoluted and eeper withthe simplicity, to under s manufactured. You have to deeply in orderto be able to get rid of the e Jobs and Ive shared. Design was ked like on the surface. It had to most people's vocabularies, design shortly after retaking the reins at e further from the meaning of de l of a man-made creation that ends ter layers.\" ning a product at Apple was inte-

344 Walter grally related to how it would be described one ofApple's Power M thing other than what was absolu required total collaboration betwee opers, theengineers, and the manu to the beginning, again and again. it to perform the function ofthe o The connection between the d its manufacturing was illustrated traveling in France and went into up a knife he admired, but then p did the same. \"We both noticed a and the blade,\" Ive recalled. They design had beenruined bythe way to think of our knives as being gl I care about things like that, whic the essence of something like a ute products should be made to look p At most other companies, eng engineers set forth their specificat signers then come up with cases them. For Jobs, the process tended days ofApple, Jobs had approved t Macintosh, and the engineers had nents fit. After he was forced out, the p engineer-driven. \"Before Steve cam are the guts'—processor, hard driv signers to put it in a box,\" said Ap \"When you do it that way, you c when Jobs returned and forged h again tiltedtoward the designers. \"S design was integral to what would sign once again dictated the engine On occasion this could backfi sisted on using a solid piece of bru

Isaacson e engineered and manufactured. Ive Macs. \"We wanted to get rid of any lutely essential,\" he said. \"To do so en the designers, the product devel ufacturing team. We kept going back . Dowe need thatpart? Can we get other four parts?\" design of a product, its essence, and for Jobs and Ive when they were o a kitchen supply store. Ive picked put it down in disappointment. Jobs tiny bit of glue between the handle y talked about how the knife's good y it was manufactured. \"Wedon'tlike lued together,\" Ive said. \"Steve and ch ruin the purity and detract from ensil, and we think alike about how pure and seamless.\" gineering tends to drive design. The tions and requirements, and the de and shells that will accommodate d to work the other way. In the early thedesign ofthe case oftheoriginal d to make their boards and compo process at Apple reverted to being me back, engineers would say 'Here ve—and then it would go to the de pple's marketing chief Phil Schiller. come up with awful products.\" But his bond with Ive, the balance was Steve keptimpressing on us that the d make us great,\" said Schiller. \"De eering, not just vice versa.\" ire, such as when Jobs and Ive in ushed aluminum for the edge of the

Design Prin iPhone 4 even when the engineers wo the antenna. But usually the distinc iMac, the iPod, the iPhone, and the iP leadto its triumphs in the years after J Inside the Studio The design studio where Jony Ive rei Infinite Loop on theApple campus, i a heavy clad, locked door. Just inside where two assistants guard access. E are not allowed in without special pe withJonyIve forthisbook were held e arranged for me to spend an afternoo about how he and Jobs collaborate the To the left of the entrance is a bull ers; to the right is the cavernous mai for displaying and playing with work room is a computer-aided design stud leads to a room with molding machin into foam models. Beyond that is a chamber to make the models look re trial,with metallic graydecor. Leaves ing patterns of light and shadows on jazz play in the background. Almost every day when Jobs wa would have lunch with Ive and then w noon. As he entered, he could survey in the pipeline, sense how they fit in with his fingertips the evolving desig two of them alone, while the other work but kept a respectful distance. might calloverthe head of mechanica ties. If something excited him or spar rate strategy, he might askthe chiefo

nciples 345 worried that it would compromise ctiveness of its designs—for the iPad—would set Apple apart and Jobs returned. igns, on the ground floor ofTwo isshielded bytinted windows and e is a glass-booth reception desk Even high-level Apple employees ermission. Most of my interviews elsewhere, but oneday in 2010 he on touring the studio and talking ere. llpen of desks with young design in room with six long steel tables ks in progress. Beyond the main dio, filled with workstations, that nes to turn what's on the screens a robot-controlled spray-painting eal. The look is sparse and indus s from the trees outside cast mov n the tintedwindows. Techno and as healthy and in the office, he wanderby the studio in the after y the tables and see the products nto Apple's strategy, and inspect gn of each. Usually it was just the designers glanced up from .their . If Jobs had a specific issue, he al design or another of Ives depu rked some thoughts about corpo operating officer Tim Cook or the

346 Walter marketing head Phil Schiller to co the usual process: This great room is the one place around andsee everything we hav he willsit at one of these tables. I example, he might grab a stool an and feeling them in his hands, re Then he will graze by the other t all the other products are headin of thewhole company, the iPhon everything we're considering. Tha is spending its energy andhow th doing this make sense, because ove orquestions like that. He gets to s which is pretty hard to doin abig these tables, he can see the future Much of the design process i we walkaround the tables andpla read complex drawings. He wants I get surprised when we make a even though based on the CAD [ looked great. He loves coming in here becau if you're avisual person. There are no huge decision points.Instead, w we iterate every day and never ha run into majordisagreements. On this day Ive was overseei powerplug and connector for the each with the tiniest variation, ha tion. Some would find it odd tha something like this, but Jobs got special power supply made for th only the engineering but also th

r Isaacson ome over and join them. Ive described e in the company where you can look ve in the works. When Steve comes in, If we're working on a newiPhone, for nd start playing with different models emarking on which ones he likes best. tables, just him and me, to see where ng. He can get a sense of the sweep ne and iPad, the iMac and laptop and at helps him see where the company hings connect. And he can ask, \"Does ver here iswhere weare growing alot?\" see things in relationship to each other, gcompany. Looking at the models on for the nextthree years. is a conversation, a back-and-forth as ay with the models. He doesn't like to ts to see and feel a model. He's right. a model and then realize it's rubbish, [computer-aided design] renderings it use it's calm and gentle. It's a paradise no formal design reviews, sothere are we canmake the decisions fluid. Since ave dumb-ass presentations, we don't ing the creation of a new European Macintosh. Dozens of foam models, ave been cast and painted for inspec at the head of design would fret over involved as well. Ever since he had a he Apple II, Jobs has cared about not he design of such parts. His name is

Design Princ listed on the patent for the white pow as well as its magnetic connector with listed as one of the inventors for 212 United States as of the beginning of 2 Ive andJobs have even obsessed ov for various Apple products. U.S. patent onJanuary 1,2008, isfor theiPod Nan inghow thedevice isnestled in acradle D596485, issued on July 21, 2009, is its sturdy lid and little glossy plastic tr Early on,Mike Markkula had taug stand that people do judge a book byi sure all the trappings and packaging o a beautiful gem inside. Whether it's a Apple customers know the feeling of and finding the product nestled in a spend a lot of time on the packaging, unpacking something. You design a r product feel special. Packaging can be Ive, who has the sensitive temper upset with Jobs for taking too much c other colleagues over the years. His p intense that at times he got easily brui cess of looking at my ideas and say, T good. I like that one,'\"Ive said. \"And l ence and he will be talking about it as attention to where an idea comes fro filled with my ideas. So it hurts whe designs.\" Ivealso hasbristled when ou ideas guy at Apple.\"That makes us vu earnestly, his voice soft. But then he p in fact played. \"In so many other com get lost in the process,\" he said. \"The i team would have been completely irre been here to push us,workwith us, an to turn our ideas into products.\"

ciples 347 wer brick used by the MacBook h its satisfying click. In fact he is 2 different Apple patents in the 2011. ver, and patented, the packaging t D558572, for example, granted no box, with four drawings show e when thebox isopened. Patent for the iPhone packaging, with rayinside. ght Jobs to \"impute\"—to under its cover—and therefore to make of Apple signaled that therewas an iPod Mini or a MacBook Pro, opening up the well-crafted box an inviting fashion. \"Steve and I ,\" said Ive. \"I love the process of ritual of unpacking to make the e theater, it can create a story.\" rament of an artist, at times got credit, a habit that has bothered personal feelings forJobs were so uised. \"He will go through a pro That's no good. That's not very later I will be sitting in the audi if it was his idea. I paymaniacal om, and I even keep notebooks en he takes credit for one of my utsiders portrayedJobs asthe only ulnerable as a company,\" Ive said paused to recognize the roleJobs mpanies, ideas and great design ideas that come from me and my elevant, nowhere, if Steve hadn't nd drive through all the resistance

CHAPTER T THE Hell Back to the Future The first great design triumph to was the iMac, a desktop compute ket that was introduced in May It should be an all-in-one produ computerready to use right out o design that made a brand statem so. (Apple had no computer sell \"He told us to go backto the roo