Sublime

In big organizations there are advantages to consistency, but I strongly believe that smaller groups within the larger whole should be allowed to differentiate themselves and operate according to their own rules, so long as those rules work.

In the 1950s, despite the mounting evidence that programming was a creative profession that required a great deal of skill and tacit knowledge, it retained its clerical reputation—giving young women an opportunity to get in the door, and learn by doing. If those women had taken a decent amount of college science and math, like Ann Hardy, they were

The nature of human beings is that you come into a company, you work like a dog, you work really hard, and then you get tired and hire someone to do your job. And it always takes two new hires to do your job. Just repeat that ad nauseam, and you end up with five thousand people sitting around at a web app company. And everyone from the outside is l

The Newton group was more like a startup at the time, and so for once I was able to execute some of the ideas we’d had in the design group. It wasn’t until Jobs came back that what we were trying to do got any traction outside of the Newton group. DOUG SATZGER, industrial design creative lead (now vice president of industrial design at Intel) We wo

In General Motors we do not follow the textbook definition of line and staff. Our distinction is between the central office (which includes staff) and the divisions.

At every level, a good operating system

Since UIs can be tricky, we’ll limit our first release to adding employees. This first small release will give us some valuable feedback. First, we’ll find out how complicated the UI is to build. Second, Joe will use the new UI and will tell us how much easier life is—we hope. Armed with this information, we will know better how to proceed to build