Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs

Human Interface team,

Without a person at (or near) the helm who thoroughly understands the principles and elements of Design, a company eventually runs out of reasons for design decisions . . . Without conviction, doubt creeps in. Instincts fail . . . When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple lo

Bas never expressed any disappointment over his zoom animation getting deleted either. Seeing good work wind up on the cutting room floor was part of the job.

My friend continued to respect Steve’s taste, even though he deplored his temperament.

Demos like this were the foundation of the Apple software development process, as you’ll see in the case of this iPad demo and as I’ll describe in many other demos throughout this book.

“None of my inventions came by accident. I see a worthwhile need to be met and I make trial after trial until it comes. What it boils down to is one per cent inspiration and ninety-nine per cent perspiration.”

to meld technology and the liberal arts, to take the latest software and hardware advances, mix them with elements of design and culture, and produce features and products that people found useful and meaningful in their everyday lives.

The release of the iPod was as much a surprise to me as it was to everyone else, and this portable music player kick-started Apple’s shift from computers to personal technology.

as part of a 2003 New York Times interview discussing the iPod, Steve drove his point home: Most people make the mistake of thinking design is what it [a product] looks like. People think it’s this veneer—that the designers are handed this box and told, “Make it look good!” That’s not what we think design is. It’s not just what it looks like and fe