Sublime

Jobs had a genius for building group identity. He handed out distinctive T-shirts and offered such childish but effective incentives as buying pineapple pizza for everyone if they completed a particularly difficult task by a certain time. He shrouded their work in mystery, insisting that no outsider be told what they were up to. The Macintosh was t

Some chalked up Hurley’s success to “luck,” in having created a workable video site just when Google and the world wanted one. But others credited Hurley’s instincts and sensibility for maintaining a service that normal people, even the less technically adept, found easy to use.

“The fundamental thing that Linear did differently was this idea of being highly opinionated,” she says. “They understood that, the truth is, most companies have no idea what the right software development process is,” Zhan says. “The subset who do would much prefer focusing on building their product than dedicating time to shaping this process—cu

Dieter Rams.