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.

already be stretched by the bustle of their everyday lives.

That explanation is too simple.

Every day at Apple was like going to school, a design-focused, high-tech, product-creation university, an immersion program where the next exam was always around the corner.

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

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

Steve believed she’d do better with a product that wasn’t loaded down with every thingamabob the product designers could dream up. He believed that stripping away nonessential features made products easier for people to learn from the start and

Note how Scott introduced my demo with just enough words to communicate to Steve what was next on the agenda, where he should turn his attention, and who I was. I, in turn, used the minimum number of words necessary to direct Steve’s attention further, so he knew exactly what to look at. After that, Steve looked carefully at the software and asked

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.