PORTFOLIO/PENGUINPublishedbythePenguinGroupPenguinGroup(USA)Inc.,375HudsonStreet,NewYork,NewYork10014,U.S.A.•PenguinGroup(Canada),90EglintonAvenueEast,Suite700,Toronto,Ontario,CanadaM4P2Y3(adivisionofPearsonPenguinCanadaInc.)•PenguinBooksLtd,80Strand,LondonWC2R0RL,England•PenguinIreland,25St.Stephen’sGreen,Dublin2,Ireland(adivisionofPenguinBooksLtd)•PenguinBooksAustraliaLtd,250CamberwellRoad,Camberwell,Victoria3124,Australia(adivisionofPearsonAustraliaGroupPtyLtd)•PenguinBooksIndiaPvtLtd,11CommunityCentre,PanchsheelPark,NewDelhi—110017,India•PenguinGroup(NZ),67ApolloDrive,Rosedale,Auckland0632,NewZealand(adivisionofPearsonNewZealandLtd)•PenguinBooks(SouthAfrica)(Pty)Ltd,24SturdeeAvenue,Rosebank,Johannesburg2196,SouthAfricaPenguinBooksLtd,RegisteredOffices:80Strand,LondonWC2R0RL,EnglandFirstpublishedin2012byPortfolio/Penguin,amemberofPenguinGroup(USA)Inc.Copyright©Polymorph-on-Hudson,Inc.,2012AllrightsreservedLibraryofCongressCataloging-in-PublicationDataSegall,Ken.Insanelysimple:theobsessionthatdrivesApple’ssuccess/KenSegall.p.cm.Includesindex.ISBN978-1-101-57204-71.Creativeabilityinbusiness.2.Marketing.3.AppleComputer,Inc.4.Jobs,Steve,1955–2011.I.Title.HD53.S442012658.4'094—dc232011049212DesignedbyDanielLaginNopartofthisbookmaybereproduced,scanned,ordistributedinanyprintedorelectronicformwithoutpermission.Pleasedonotparticipateinorencouragepiracyofcopyrightedmaterialsinviolationoftheauthor’srights.Purchaseonlyauthorizededitions.

ForJeremy,Simplythebestkidadadcouldhave

Contents

PrefaceIntroduction:TheSimpleStickChapter1:ThinkBrutalChapter2:ThinkSmallChapter3:ThinkMinimalChapter4:ThinkMotionChapter5:ThinkIconicChapter6:ThinkPhrasalChapter7:ThinkCasualChapter8:ThinkHumanChapter9:ThinkSkepticChapter10:ThinkWarConclusion:ThinkDifferent

AcknowledgmentsIndex

“Simplify,simplify.”—HenryDavidThoreau

“Simplify.”—Apple

Preface

Lifeisacombinationofskillandluck.Iwon’tclaimtobethemostskilledpersoninmyprofession,butI’mdefinitelyoneoftheluckiest.BetweenNeXTandApple,IgottoworkwithSteveJobsforoveradecade.Itwasn’talwayseasy.Itmightnotevenhavebeenhealthy.Butitwasalwaysexciting,andI’llforever

beinSteve’sdebtforthelessonsIlearned.StevepassedawaybeforeIfinishedthisbook.Thoughhisdeathwasexpected,partofmerefusedto

expectit.Isecretlyclungtothehopethatmaybe,possibly,hishealthwasbetterthanitappeared.Ididn’twanttothinkoftheworldwithouthim.Soinadditiontoitsoriginalbusinesspurpose,thisbookhastakenonapersonalmeaning.Iwishto

paytributetoSteve—forallhe’scontributedtotheworldandfortheopportunitieshegavemepersonally.Ididn’tinventtheconceptsinthisbook.Imerelyobservedthem.Thankyou,Steve,formaking

thingssosimple.

IntroductionTheSimpleStick

Apple’spackage-designteamhadjustreturnedfromtheirpresentationtoSteveJobs,andtheirfacestoldthestory.Therewerenovisiblesignsofcarnage.Theyjusthadthat“thingsdidn’tgoexactlyasweplanned”look.Ifeltbadforthem,becauseIknewthey’dbeenpouringtheirheartsintoaprojectforseveralweeks,

tryingtosolveathornypackagingissue.Iwasworkingonanunrelatedprojectinthebuildingandhadbeeninvitedintotheirhigh-security,hermeticallysealedchamberatseveralpointstojointhebrainstorming.WhiletheteamwasdecompressingaftertheirStevemeeting,Icrossedpathswiththeprojectleader

inthecreativegroup’skitchen.“Thesuspenseiskillingme,”Isaid.“How’ditgothismorning?”“Well,”hesaid,“StevehituswiththeSimpleStick.”Translation:Stevehadrejectedtheirwork—notbecauseitwasbadbutbecauseinsomewayitfailed

todistilltheideatoitsessence.Ittookaturnwhenitshouldhavetraveledastraightline.Inthiscaseithadn’tevenbeenthecreativeeffortthatbotheredSteve—itwastheprojectitself.The

personleadingtheprojecthaddirectedtheteamtocreatepackagingfortwoversionsofthesameproduct.Stevehaddecidedthiswasbrain-dead.“Justcombinethem,”hesaid.“Oneproduct,onebox.”Therewasnoneedtoexploretheideaofasecondpackage.Hewasright.Itwassimpler,quicker,better.Theconversationwasoverinminutes,anditleftone

verysmartandtalentedgroupofpeoplewonderingwhytheyhadn’tthoughtofthatbefore.TheSimpleSticksymbolizesacorevaluewithinApple.Sometimesit’sheldupasinspiration;other

timesit’swieldedlikeacaveman’sclub.Inallcases,it’sareminderofwhatsetsAppleapartfromothertechnologycompaniesandwhatmakesApplestandoutinacomplicatedworld:adeep,almostreligiousbeliefinthepowerofSimplicity.AsthosewhohaveworkedwithApplewillattest,thesimplerwayisn’talwaystheeasiest.Oftenit

requiresmoretime,moremoney,andmoreenergy.Itmightrequireyoutosteponafewtoes.Butmoretimesthannot,itwillleadtomeasurablybetterresults.SimplicityhasbeenadrivingforceatApplesincetheearliestdaysofthetwoSteves,Jobsand

Wozniak.Itinspiredthemtocreateacomputerthatcouldactuallyhelpahumanbeingaccomplishsomethingwonderful—asopposedtojustprocessingdatainthedarkbasementofsomefacelesscorporation.AndofcourseSimplicitywastheguidinglightforMacintosh,whichintroducedthebiggestleapin

thehistoryofcomputers:agraphicalinterfacecontrolledbyamouse.(Now,don’tgetalltechnicalwithmeaboutwhoreallyinventedthis.Macintoshwasthefirstcomputertopopularizeit.)WhenSteveJobstookthestagetoannounceMacintoshin1984,heusedwordsthatwouldresonate

fordecadestocome.Hecalledit“insanelygreat.”Itwasthekindofinsanitythatcausedpeopletolineuparoundtheblocktogetacloserlookatthis

technologymilestone.WhenStevereturnedtoAppleafterelevenyearsinexile,sodidtheinsanity—andthelinesstartedformingonceagain.Firsthereignitedcomputers(iMac),thenherevolutionizedmusic(iPodandiTunes),thensmartphones(iPhone),andmostrecentlycomputersalloveragain(iPad).EveryoneofApple’srevolutionswasbornofthecompany’sdevotiontoSimplicity.Eachnewdevice

eithercreatedanewcategoryorturnedanexistingcategoryonitshead—allbecause,asanoldiMacadputit,thetechnologywas“simplyamazing,andamazinglysimple.”HavingplayedaleadroleinthemarketingofIntel,Dell,andIBM,aswellasApple,Icanassureyou

thatApple’sfocusonSimplicityisunique.Itgoesbeyondenthusiasm,beyondpassion,allthewaytoobsession.WhileApple’sloveofSimplicitystartedinthemindofSteveJobs,it’snowburneddeepintothe

company’sDNA,servingasaguideforlegionsofemployeesaroundtheworld.Itpaysoffinthesatisfactionthatcomeswithsparkingrevolutionafterrevolution.Italsopaysoffinamoretraditionalway—withmassivepilesofcash.Toappreciatethat,youneedonlylookatthesizeofApple’sprofitsversusthoseofanyone

competitor.Betteryet,lookatthesizeofApple’sprofitsversusthoseofallofitscompetitorscombined.Inthethirdquarterof2011,Apple’s4percentofthesmartphonemarketaccountedforoverhalfoftheentireindustry’sprofits.InPCs,Apple’ssmallmarketshare(about5percentworldwide)alsorakesinagreatlydisproportionatepercentageofthetotalindustry’sprofits.BynomeansamIsayingthatSimplicityisthesolefactorbehindApple’ssuccess.Leadership,vision,

talent,imagination,andincrediblyhardworkmayhavejustabittodowithit.Butthere’sonecommonthreadthatrunsthroughitall.That’sSimplicity.It’swhatdrivesAppletocreatewhatitcreatesandbehaveasitbehaves.It’sApple’sdevotiontoSimplicitythatformsanunbreakableconnectionwithitscustomersandinspirescustomerstoevangelizetocolleagues,friends,andfamily.SimplicitynotonlyenablesAppletorevolutionize—itenablesAppletorevolutionizerepeatedly.As

theworldchanges,astechnologychanges,asthecompanyitselfadaptstochange,thereligionofSimplicityistheoneconstant.It’sthesetofvaluesthatallowsAppletoturntechnologyintodevicesthatarejusttoohardtoresist.There’snothingsubtleaboutApple’sloveaffairwithSimplicity.It’severywhereyoulook.It’sinthe

company’sproducts,itsads,itsinternalorganization,itsstores,anditscustomerrelationships.InsideApple,Simplicityisagoal,aworkstyle,andameasuringstick.Butallofthisleadstoaverygoodquestion:IfApple’sobsessionwithSimplicityissoobvious,and

thefinancialresultsareequallyobvious,whyoneartharen’tothertechnologycompaniessimplycopyingApple’smethodstoachievethesamelevelofsuccess?Thequickanswer:Itain’teasy.Simplicityisnotmerelyalayerthatcanbegraftedontoabusiness.Itisn’tavailableinaprepackaged

version.Itdoesn’tworkwithanon/offswitch.Yetit’sthereforabsolutelyanyonetotakeadvantageof,ifonlytheyhavethedeterminationandknowledge.Simplicitydoesn’tspontaneouslyspringtolifewiththerightcombinationofmolecules,water,and

sunlight.Itneedsachampion—someonewho’swillingtostandupforitsprinciplesandstrongenoughtoresisttheoverturesofSimplicity’seviltwin,Complexity.Itneedssomeonewho’swillingtoguideaprocesswithbothheadandheart.Asyoucanimagine,it’salotmorefuntowieldtheSimpleStickthanitistogetwhackedbyit.By

embracingthevaluesofSimplicity,youwillbetheonewhopromoteschange,keepscolleaguesoncourse,andprovesyourvaluetothecompanydaybyday.

TheUndeniableTruthSincethisbookisaboutSimplicity,it’simportanttopointoutthatvirtuallyeverythingyoureadhereisbornofonesimplefact:PeoplepreferSimplicity.Maybeit’salittleearlyinthebooktobequitesosimple.Sohere’saslightlywordierversion:Given

theoption,anysanepersonwillchoosethesimplepathoveronethat’smorecomplicated.Ifthatstillseemstooobvious,thenyou’rewellonyourwaytoappreciatingoneofSimplicity’smost

outstandingattributes.Itlooks,acts,andsoundsperfectlynatural.Yourheadinvoluntarilynodsinagreement.Butneverunderestimatethedegreetowhichpeoplecravethiskindofclarityandrespondpositively

toit.Mostofusliveinaworldthat’sbecomeincreasinglycomplicated,whereSimplicityisn’tallthateasytofind.Itboilsdowntobasicsupplyanddemand:AsSimplicitybecomesmorerare,italsobecomesmorevaluable.Soyourabilitytokeepthingssimple,andprotectthingsfrombecomingmorecomplicated,becomesmorevaluableaswell.Peopleofallages,religions,cultures,andpoliticalbeliefspreferSimplicity.Infact,it’snotjust

humanbeingswhopreferit.Thispreferenceisburnedintothebasicwiringofalllivingcells.Whenitcomestoordinary,everydaydecisions,mostlife-formsagree:Thesimplerpathisthefarmoreattractiveone.Whetheryou’reaperson,dog,fish,oramoeba,youwillrespondmorepositivelytothesimpler

solution—evenifitisn’taconsciousresponse.Businesspeoplewhounderstand,embrace,andleveragethisfactaredestinedtoachievegreatersuccessthanthosewhodonot.Nowifeveryoneandeverythinghasabuilt-inpreferenceforSimplicity,whydoesbusiness—andlife

—remainsocomplicated?Well,naturehasthisthingabout“balance.”WhilethereexiststhiswonderfulideacalledSimplicity,therealsoexiststhatdarkcloudcalledComplexity.Complexitycanbepowerfulandseductive,soitshouldneverbeunderestimated.Itsrecruitsoftenlookandactjustliketherestofus.Youmeetthemjustabouteverydayinthecourse

ofyourbusiness.Thesepeopleeitherbelieveorhavebeenledtobelievethattheircomplexwaysaresomehowmoreingenious.Sometimesit’spossibletoshowthemthelight.Othertimesallwecandoistrytodefangthem.Inanoddway,weshouldbethankfulthattheseagentsofComplexityexist,fortheirpresencemakesSimplicitystandoutthatmuchmore.Simplicityispower,whetherit’susedbyindividualsororganizations.Thequestionis,doyouhave

theinsightandskillstoturnthispowerintoyourownbusinessadvantage?Youwillsoon.

IsThisaMarketingBookorWhat?ThisisabookabouttheobsessionthatdrivesApple’ssuccess:Simplicity.ButtotrulyunderstandSimplicity—toappreciatehowit’simplemented,maintained,andenforcedat

Apple,tolearnhowyoucanuseitspowertoachieveyourcompany’sgoals—youneedtoseeitincontext.AndintheorganizationthatSteveJobsbuilt,marketingisthecontextforjustabouteverything.It’snotanexaggerationtosaythatmarketingisascriticaltoApple’ssuccessasthedevicesthecompanymakes.SowillmanyofthestoriesIshareinthisbookrevolvearoundmarketing?Absolutely.Willthisbook

behelpfultoyouifyou’reinthemarketingbusiness?I’dfeelwoundedifitwasn’t.Doyouhavetobeinmarketingtogainimportantbusinessinsightsfromthisbook?Notatall.Thisbookisaboutideasandprocesses.It’saboutcreatingthebestworkandgivingitthebestchance

ofsurvival.It’saboutgettingfrompointAtopointBmoreefficientlyandwithfarhappierresults.Theseprinciplesapplytoarangeofbusinesses—certainlynotjustmarketing.Ifyouengagewithclients,manageateam,workagainstdeadlines,orcoordinategroupstosolve

thornyproblems,thisbookwillsparkideasandinsightstomakeyourbusinessmoresuccessful,whateveryourbusinessmightbe.Ifyou’renotfamiliarwithmarketing,trustme,youwillhardlybeintimidatedbythesituations

describedhere.Asyou’veseeninMadMenandahundredotherTVshowsandmoviesaboutthisbusiness,it’seasytounderstand.AndinApple’sworld,thereal-lifestoriesareatleastasentertainingastheHollywoodversions.Inthisbook,you’llbeaflyonthewallinsideaconferenceroomwithSteveJobs.You’llbeonthe

receivingendofhismidnightphonecall.WhilemanyoftheconversationsIdescribeareaboutvariousfacetsofmarketing,they’llilluminatetheloveofSimplicitythatmakesAppleApple—andcanhelpyourbusinesswin,Applestyle.Yourhumbleguideforthisjourneyisanadvertisingcreativedirectorwhospentseventeenyears

workingintheworldsofAppleandNeXT,conspiringwithothersofmyilktocreatethemarketingcampaignsthathelpeddefinethesecompanies.Itwasmyjobtoturncomplicatedideasintointerestingandcompellingstories—afeatIwillattempttoreplicateinthisbook.

InsanelySimple’sRaisond’ÊtreAsthelegendofApplehasgrown,sohasthestackofbookswrittenaboutit.Manyareauthoredbyjournalistsorotheroutsiderswho’vedonetheirhomeworkandpulledtogetherdisparatestoriesfromtheinside.Thisisn’tthatkindofbook.Theoperativetheoryhereisthat,whileAppledoesmanythingswell—hardware,software,

manufacturing,strategy,productlaunches,PR,marketing,retail,andmuchmore—Simplicityisthecommonthreadthattiesthemalltogether.IfyouunderstandhowSimplicityhashelpedmakeApplethemostvaluablecompanyonearth,you

canapplyittoyourownbusinessinahundreddifferentways.YoucanuseSimplicitytoseparateyourbusinessfromthepackinmuchthesamewaythatApplehasusedittoeclipseitscompetitors.Tobehonest,Applewasnottheonlyinspirationforthisbook.Asawriterwhocaughttechnology

feverlongago,Itoiledformanyyearscreatingcampaignsforothericoniccompanies,includingIBM,Intel,andDell.ItwasthestarkcontrastbetweenApple’scultureandtheculturesoftheothersthatmademeappreciatethepowerofSimplicity.OnonesideIsawacompanyrisingonthewingsofSimplicity;ontheotherIcouldseecompanieslosingeverydaystrugglesagainstComplexity.AcrosstheboardIsawcompaniesthatshowedaninterestinSimplicity—butonlyonemadeitanobsession.Andonlyonerosetosuchastronomicalheights.InotonlyhadtheopportunitytocompareAppletoothercompaniesbutwasabletocompareApple

toitsformerself.That’sbecauseinadditiontoservingtheSteveJobsadministration,IwasacreativedirectoratApple’sagencyduringthedarkdayswhenJohnSculleyreignedasCEO.IalsohadtheopportunitytoworkwithtwodifferentversionsofSteveJobs:oneatNeXT,theotheratApple.Selectedexperiencesfromallofthesetimesaredistilledintothisbook.Mygoalistopresenta

diverseselectionofstoriesthattogetherdefinetheobsessionthatdrivesApple’ssuccess.Idothisinthehopethatitcanalsodriveyourcompany’ssuccess.

WhatMakesSimplicityTickForaconceptthat’ssupposedtobeobvious,Simplicitycanbedifficulttodescribe.Itcanbeachoice,afeeling,oraguidinglight.Youmighteventhinkofitasaspirit,foryoucantellprettyquicklywhenyou’reinaplacethatbelievesinitandwhenyou’reinaplacethatdoesn’t.Simplicityisthelovechildoftwoofthemostpowerfulforcesinbusiness:BrainsandCommon

Sense.Sincemostpeopleareendowedwithboth,you’dthinkthatSimplicitywouldruletheworld.

Unfortunately,that’snotthecase.Forexample,CommonSensewouldsuggestthatwhenMicrosoftcreatedtheZuneStoretocompetewiththeiTunesStore,itwouldhavechargedafixedpricepersong,muchasAppledid.Instead,itoffered“MicrosoftPoints,”whichrequiredcustomerstopurchasepointsbythehundred,thenuseaconversionrateofeightypointstothedollartobuyaninety-nine-centsong.ThearchitectofthatschemeseemstobemissingtheCommonSensegene—andthosewhoapproveditwereabitlightintheBrainsdepartment.No,thefactisthatBrainsandCommonSenseoftengoAWOLinthisworld,eveninsidecompanies

thatwerefoundedonsheersmarts,likeMicrosoft.Onceagain,that’sbecauseSimplicityhasitsownkryptoniteintheequalandoppositeforceofComplexity.Ifoneweretojudgebythebalancewecurrentlyseeinthisworld,astrongargumentcouldbemadethatComplexitymayevenbethestrongerofthetwo.ItisbecauseoftheexistenceofComplexity,andthesafehavenitfindsallaroundus,thateventhose

withthebestofintentions—wellstockedwithBrainsandCommonSense—sometimesfailintheirquestforSimplicity.SimplicityandComplexityhavebeenlockedinmortalcombatsincethedawnofcivilization.And

Complexity,unfortunately,ispartofthehumancondition.Itlivesinsideallofus—yes,includingpeoplelikeSteveJobs.Bytheendofthisbook,you’llseethatevenSteve,championofSimplicity,wasperfectlycapableoflapsingandfallingvictim,ifonlymomentarily,totheComplexitywithin.UnlikeSimplicity,whichnormallypresentsitselfwithacertainelegance,Complexitycangetugly.

Evenworse,itcanneverdie.Butthegoodnewsis,neithercanSimplicity.It’scapableofdefeatinganychallengefromthedarkside—itjustneedssomeonetofightonitsbehalf.Happily,youdon’thavetostartfromscratch.Youcantakesomelessonsfromthecompanythat

wrotethebookonSimplicity.LikeApple,youcanusethepowerofSimplicitytogetnoticedinacomplicatedworld.Yourcompetitorsmaybebiggerorbetterfunded—butyou’llhavetheSimpleStick.

PrepareforBattleOveryearsofmeetingswithSteveJobsandhisApplemarketingteam,itwasobviousthatIwasworkinginaspecialplace.SoImadeitahabittoputanasteriskinmynoteswhensomethingmemorablehappenedorakeydecisionwasmade.IwantedtobookmarkthethingsthatmadeAppledifferentfromothercompaniesI’dworkedwith.WhenIlookedbackatmynotes,Ithoughttherewerewaytoomanyasteriskstomakeanysenseof

them.However,whenmyharvestwascomplete,IrealizedthatjustabouteveryoneofthesemomentsinsomewayreflectedApple’sobsessionwithSimplicity.ThoughAppleappliesitsobsessioninmanydifferentways,themomentsIrecordedformedapattern.TencoreelementsofSimplicityseemedtoemerge.Theseelementsaren’ttrademarkedbyAppleoranyoneelse.Theybelongtoallofus.Applemaybe

theworld’sgreatestpractitionerofSimplicity,butthere’sroomforeveryonetoplay.Ifyou’repreparedtodobattlewithComplexity,you’llhavenotroublefindingafight.Chancesare,

you’resurroundedbyit.Unlessyouworkintherarestofenvironments,Complexitylivesinsideyourorganization’shierarchy,itsgoals,andprobablymostofyourcolleaguesaswell.Ifyourcompanyisevertofail,youcanbesureitwon’tbethefaultofSimplicity—itwillbetheresultofitsabsence.Ineachchapterofthisbook,IwillfocusononecoreelementofSimplicityandshowyouhowSteve

Jobs’sandApple’sdeepdevotiontoitledthemtoactastheydid.Bybook’send,you’llunderstandhowalltheseelementsfittogether,andyou’llbearmedwithapowerfulweapontomoveyourbusinessforward.JustunderstandthatSimplicityismorethanagoal—it’saskill.Tosuccessfullyleverageitspower,

youneedtogetgoodatit.Thattakespractice.Andthisiswherethingsgetalittletricky.Becausetheironyis,becomingskilledinSimplicityisn’tthatsimple.Youcan’tjustlearnit;youneedtomakeitsecondnature.Asimportant,youmustunderstandthatSimplicityisnotasmorgasbordfromwhichyoucanpickand

chooseatwhim.Youbuythewholethingoryoubuynoneofit.Becauseifyourunderstandingorskillsareincomplete,you’llbenomatchforComplexity,whichknowseverytrickinthebook.

Chapter1ThinkBrutal

SteveJobswaswaitingintheconferenceroomontheothersideofthebuilding,andIimaginedhewantedtokillme.Itwasn’tmyfault.Ihadn’tdoneanything.I’dsimplyresignedfromoneofthemostcovetedjobsin

advertising—creativedirectoratApple’sadagencyinLosAngeles—totakethejobinNewYorkastheagencycreativedirectorforSteve’snewcomputercompany,NeXT.Onlyproblemwas,nobodythoughttohaveSteveinterviewmebeforeIwashired,andapparentlyhe

wasn’ttoopleasedaboutthat.SomyheadwasfilledwithnervousthoughtsasImadethetrekacrossthebuildingtomyfirstagency

meetingwithSteve.Iwasn’tscaredenoughthatmylifeflashedbeforeme.However,IwasscaredenoughthatIwasbusythinkingofacontingencyplanincasethismeetingfulfilleditspotentialfordisaster.MynewagencywasthecreativelyacclaimedAmmirati&Puris,whichwaswellknownandadmired

foritsworkonBMW.ItwasRalphAmmiratihimselfwhowelcomedmeonthesceneandgavemetheheads-upabouthislittlefauxpaswithSteve.Hewassurewewouldgetpastthisglitch,buthisconfidenceonlymademefigurehehadagoodreplacementcreativedirectorinmind.Certainlymanywouldhavejumpedattheopportunity.SteveJobswasnolongeratApple,buthisfameandcharismawereperfectlyintact.Ihadn’tworkedwithStevebefore,butIdidfeelaconnection.MymentorandbossonApplebackin

LAwasSteveHayden,themanresponsibleforintroducingtheMacintoshcomputerwhenheworkedattheadagencyChiat/Day.HewastheauthorofApple’s1984commercial,thespotthatturnedtheSuperBowlintoagrandadvertisingeventandisthoughtbymanytobethegreatestcommercialevermade.I’dheardmanystoriesfromHaydenaboutworkingwithSteveJobs,andnowIwouldbehavingthoseadventuresfirsthand.AssumingIsurvivedthenexthour.Oddly,IhadtomovefromLosAngelestoNewYorkforthisopportunity,eventhoughNeXTwas

basedjustsouthofSanFrancisco.StevehadchosenAmmirati&Purissimplybecausehedemandedthebest.HehadbecomeenamoredoftheadvertisingforbothBMW(“Theultimatedrivingmachine”)andUPS(“Werunthetightestshipintheshippingbusiness”)andinstructedhismarketingpeopletofindtheagenciesthatdidthesethings.Oncehelearnedthatasingleagencyhadcreatedboth,Ammiratiquicklybecamehisagencyofrecord.Sowithanever-quickeningheartbeat,Iwalkedthatlonghallwaytotheconferenceroom,whereI

tookadeepbreathandopenedthedoor.TherestoodSteve,chattingitupwithRalph,whowavedmeoverfortheofficialintroduction.Stevegavemeawelcomingsmile.Ourconversationstartedwhilewewerestillshakinghands.“So,Ihearyou’vebeendoingtheadsforApple,”hesaid.Itookthatasahopefulsign.Maybehethoughtofmeasakindredspirit.“Yep,”Isaidproudly.Afterall,we’dwonatonofawards.

“IreallyliketheTVyou’vebeendoing,”Stevesaid,givingmyconfidenceanotherboost.Then,stilllookingmerightintheeyeandengagingmewithhiswarmestsmile,headded,“Theprintisreallyshit.”Itwasoneofthosemomentswhenyoucan’tquitefigureoutwhatyou’resupposedtodo,andyou

havebutasecondtofigureitout.Forreasonsunknown,Istrainedmightilytokeepmyhappysmilegoing.“Thanks,”wasallIcouldmuster,realizingIhadjustthankedthemanfortellingmethatmywork

sucked.Butsomehowitwasokay.Therewasn’tanymaliceinSteve’swords;hewasjustbeinghimself,andIwashappythatatleasttheicewasbroken,eventhoughpartofmyegowasbrokenaswell.IsuddenlyfeltlikeIwasgoingtogetmyopportunitytosucceedorfailonmyownmerit.Tobehonest,itwasn’tuntilyearslaterthatIthoughtbackonthisfirstencounterandrealizedhow

beautifullyitforetoldsomanyfuturemeetings.Ididn’tthinkofSteveintermsofbeingniceormean,approvingordisapproving.Hewassimplybeingstraightwithme.Therelationshipwewouldhaveovertheyearsaheadwouldalwaysremainthatsimple.Stevedidn’tlikeComplexityinhisworkingrelationshipsanymorethanhelikedextrabuttonsonhisiPod.BluntisSimplicity.MeanderingisComplexity.Inthecomingmonths,IlearnedthatwhatIhadexperiencedwasjustthewayitwaswithSteve.He

wasgoingtotellyouwhatwasonhismind,andhecouldn’tcarelesshowyoumightfeelaboutit.Fewofushavethewillingnessorcapacitytobethishonest100percentofthetime.It’snotthatwe’re

devious.It’sjustthatincertaincircumstances,webecomediscomfortaverse.Wemightwanttosparesomeone’sfeelingsoravoidbeingtheonetowreckthepositivevibesintheroom.ThesethingswerenonissuesforSteve.Whetheryouwerefriendorfoe,thetruthwasthetruthandhisopinionwashisopinion.Ithadnothingtodowithwhetherornothelikedyouorvaluedyourcontribution,anditcertainlyhadnothingtodowiththemoodintheroom.HavingdonemytimewiththemarketingteamsatIntelandDell,Icanonlytellyouthatbeingonthe

receivingendofbrutallyfranktalkisn’tascommonasyoumightthink.Farmoreprevalentinthecorporateworldisthevarnishedtruth,followedcloselybythesporadictruth.Forexample,youmayhearthattheCEOthoughtyourworkhadfatalflaws—wheninfacthehad

commentsthatcouldbeeasilyaddressed.Whatyou’rehearingmightbemorethemessenger’sinterpretationthanhonestfeedback.Themiddleman—inthiscase,yourclient—mightbeseeingthingsthroughtheprismofhisorherownagenda.Soyoudon’tgetthewholetruth,yourteamgoesofftorethinktheproject,andasquicklyasthat,Complexityhasburrowedintoyourbusinessrelationshipandstartedtodoitsdamage.WhenyouworkwithApple,youknowexactlywhereyoustand,whatthegoalsare,andhowquickly

youneedtoperform.You’realsoawareoftheconsequencesshouldyouscrewup.Claritypropelsanorganization.Notoccasionalclaritybutpervasive,twenty-four-hour,in-your-face,

take-no-prisonersclarity.Mostpeopleneverperceivethatthisislackingintheirorganization,but90percentofthetimeitis.Justopenafewrandomemailsonyourcompanyaccount,activateyourbrutal-vision,andread.Themuddyingmessagesarerampant.Ifpeoplewerebrutallyhonestintheiremails,thetimewespendsortingthroughourin-boxeswouldsurelydecreasebyhalf.SteveJobsdemandedstraightforwardcommunicationfromothersasmuchashedisheditouthimself.

Hehadnopatienceforthosewhobeataroundthebush.He’dcutyouoffifyourambled.Heranhisbusinessasiftherewerepreciouslittletimetowaste,whichwellreflectedtherealityforApple—assurelyitdoesforanycompanyseriousaboutcompeting.ThisisprobablytheoneelementofSimplicitythat’seasiesttoinstitute.Justbehonestandneverhold

back.Demandthesamefromthoseyouworkwith.You’llmakesomepeoplesquirm,buteveryonewillknowwheretheystand.Onehundredpercentofyourgroup’stimewillbefocusedonforwardprogress—noneedtodecodewhatpeoplearereallysaying.ThereisageneralperceptionthatSteveJobswasthenastytyrantwhodemandedallegiance,barked

commands,andinstilledthefearofGodinthosearoundhim.WhileStevecertainlydidexhibitthesebehaviors,thisportraitisincomplete.Themancouldalsobefunny,warm,andevencharming.Thereisahugedifferencebetweenbeingbrutallyhonestandsimplybeingbrutal.Beingstraightwithpeopledoesnotalonemakeyouaheartlessbastard.Itdoesnotmandatethatyou

becomemanipulativeormean.It’ssimplyamatterofsayingwhatneedstobesaidtopushyourteamtodeliverthebestpossibleresults.

StandardsAren’tforBendingAshumanbeings,fewofusareimmunetotheemotionalneedsofthosearoundus.Evenifwedon’tsayitoutloud,wecare.Atleastalittle.Sowhenweseecolleaguesworkinghardandsacrificingtheirpersonallivesforthegoodofthecompany,ofcoursewerootforthemtosucceed.ButSimplicityhasamercilessside.Thatis,there’sno“almost”whenitcomestomakingthingssimpler.Apple’slongtimeagencyChiat/DayissowellknownforitscleverT-shirtsthatitoncepublisheda

“bestof”book.OneofitsmorefamousT-shirtsattemptedtofightoffthehumaninstincttosettlefornearperfection.Itread,“Goodenoughisnotenough.”ForSteveJobs,thatT-shirtwasn’tnearlytoughenough.Hisstandardssimplyweren’tnegotiable.

Thoughitcanmakepeopleuncomfortable,ormakethemsayunflatteringthingsbehindyourback,youcan’tletyourselfbetalkedintogoingalongwithsomethingwhenyouknowitcanbebetter.Ever.TosettleforsecondbestisaviolationoftherulesofSimplicity,anditplantstheseedsfordisappointment,extrawork,andmoremeetings.Mostdisturbing,itputsyouintheworstpossiblebusinessposition:havingtodefendanideayouneverbelievedin.Yourchallengeistobecomeunbendingwhenitcomestoenforcingyourstandards.Mercilesslyso.If

yousubmitonlytheworkyoubelievein100percentandapproveonlytheworkyoubelievein100percent,youownsomethingthatnoonecantakeawayfromyou:integrity.Asoftenhappensinlife,onemustoftensuffertheconsequencesofdoubtingbeforebecominga

believer.I’mnotproudofit,butthat’sthewayIlearnedmylessonaboutstandards.Afteraweekofhardworkbyseveralcreativeteams,itcametimetochoosewhichadswewould

presenttoSteveJobsthenextday.Itwasthatmomentwhenyoudistillallideasdowntothepointwhereyou’dbeproudtorunanyadonthetable.Thisiswhenthestandardshadtoberuthlesslyenforced.MaybeIcaughtabug,thedogatemyjudgment,orwhatever—forsomereasonmydefenses

crumbled.Onecreativeteamhadknockedthemselvesoutonthisprojectandtruly,passionatelybelievedintheirwork.Ididn’tlovewhatthey’ddone.Buttheypracticallybeggedmenottocutitoutofthepresentation,andIletmycompassionstepbetweenmeandmystandards.Ikepttheiradsintheshow.WhenwemetwithSteveJobs,Ilaidtheworkoutinfrontofhim.Hepointedrighttothesuspectads

andsaid,“Ah.SoyouputtheBteamonthisone,didyou?”Iwasbusted.Thetruthis,Ithoughtthoseadswere“goodenough,”andI’dincludedthemwith

anotherseriesofadsIthoughtwasmuchbetter.Buttheretheysat,diminishingthequalityofourshow.WhatIhaddonewaseasier,notsmarter.NowI’dhavetoworktogainbackthecredibilitypointsI’d

justlostwithSteve.I’dmademylifemorecomplicated.ItookSteve’sicywordstoheart.IknewI’doriginallyhadtherightinstincts,butIhadallowed

myselftocompromise.Goodintentionsorbad,theeffectwasthesame.ThatwasenoughformetopledgethatI’dneveragainputmyselfinapositionwhereIhadtodefendsomethingIdidn’tbelievein.InApple’sworld,everymanagerhastobearuthlessenforcerofhighstandards.Ifyou’rewillingto

alteryourstandardsfromsituationtosituation,youandSimplicityaregoingtohavearockyrelationship.Compromisewilloftenjustsendyoubacktothedrawingboardandraisequestionsaboutyourowntalentinaclient’smind.

BrutalitywithStyleThereareplentyofstoriesoutthereaboutevilCEOswhoarerelentless,demanding,andthoroughlyunbearable.Onelargesubsetofthosestoriesisfoundinthefoldermarked“Jobs,Steve.”Yes,Steveabsolutelywasrelentlessanddemanding,butwecoulddebatetheunbearablepart.I

personallywitnessedquiteafewpeoplebeingverballyassaulted,butonlyafewwhofounditharshenoughtoquitover.MostpeopleunderstoodthatStevewaspushingthemforapurpose.Theyknewthat“beingSteved”didn’tnecessarilymeanyouweremarkedfordeath.OnecouldalwaysfindcomfortinthefactthatStevedidahardresetfrommeetingtomeeting.Ifyou

hadaflamingfightwithhimoneday,thenextdayitwouldmostlikelybebusinessasusual.Unless,ofcourse,youwentaheadandsethimoffagaininyournewmeeting.Thehardresetensuredthateverysituationwouldbedealtwithonitsmerits.Justbecauseyouhadbeenadunceyesterdaydidnotmeanthatyou’dbelabeledaduncetoday.ThewaytogetbackinSteve’sgoodgraceswassimplytodemonstrateyourworth.AnyonewhoworkedwithSteveforasubstantialperiodoftimehasplentyofgoodstoriestoshare.

Someareamusingintheirownright,whileothersarefunnyatleastpartlybecauseyouweren’tonthereceivingendofwhateverStevedid.Stevehadwit,though,andheoftenusedthattoexpresshisdisdainfortraditionalcorporate

structures.There’sastoryfromtheearlydaysofMacintoshbackatChiat/Day,whenoneoftheagencyguyseagerlyintroducedhimselftoSteveonthesetofashoot.“Whatdoyoudoattheagency?”Steveasked.“I’manaccountguy,”hereplied.“Oh,soyou’reoverhead,”saidSteve.Thoughitwassaidinjest,Stevewasn’tkidding.Hehadnoprobleminvestingmillionsinprojectshe

believedin.Hehadnoproblemwalkingawayfrominvestmentssimplybecausehisstrategyhadshifted.(HeoncekilledoneofourTVcampaignsontheeveofproductionforthatreason,dumpingoveramilliondollarsintheprocess.)Hejusthadanawfulaversiontospendingmoneyfoolishlyornotgettingenoughinreturn.Hedidn’tholdhighrespectforthe“handlers,”onlyforthepeoplewhodidtheactualwork.AnothergoodStevemomentcamewhenheinterviewedChiat/Day’scandidatetomanagehisglobal

business.Stevewasimpressedbythosewho’ddonegreatworkongreataccounts,andonpaperthisperson’scredentialswereunassailable.Hewastheleadaccountpersononthehottestpieceofbusinessatoneofthenation’shottestcreativeagencies.Chiat/DaywasconfidentthathiscredentialswereSteve-proofandshippedthecandidateupforaninterview.“Sowhatareyoudoingnow?”Steveasked.“I’mtheglobalaccountdirectoronNikeatWieden&Kennedy,”saidourman,knowinghewas

holdingastraightflush.Stevepaused.HewasabigfanoftheNikebrand.“Nikehasbeengreatforalongtime,”saidSteve.“Thanks,”saidthecandidate.“So...yourjobistonotfuckanythingup,”heconcluded.Steveendedupapprovingthathire.Hejustwantedtomakesureourmanunderstoodthedifference

betweenworkingonanaccountinseriousneedofhelp—likeAppleatthetime—andmaintainingapieceofbusinesswheretheclientisalreadyfiringonallcylinders.ThiswasthetypeofhonestyStevedisplayedwitheveryone,whetherhewasinterviewingthemoractivelyworkingwiththem.Infact,IhaveStevetothankforwhatwasabsolutelythemostuncomfortablemeetingofmy

professionallife,ameetingthattookplacebackinthedaysofNeXT.Itwasaveritablefestivalofbrutalhonesty.Buttoappreciatethatmeeting,youmustfirstappreciatetheeventsthatleduptoit.AfterbuildingNeXTfromscratchoverseveralyears,Stevewasreadytolaunchthecompany’sfirst

product,theNeXTComputer.Soitwastimeforustocreatethecompany’sfirstadcampaign.GiventheimportanceSteveplacedonadvertisingandtheimportanceofthismomenttothefutureofNeXT,thispresentationwasbeyondcritical.TheNeXT/agencyrelationshipwasjustforminginthosedays,sotherewouldn’tbeawholelotto

stopStevefromjumpingshipifhesuddenlydecidedweweren’trightforthejob.ConsideringwelivedandworkedthreethousandmilesawayfromNeXT,therelationshiphadplentyofpotentialforstrain.Becausethiswasanimportantmoment,agencyleaderRalphAmmiratihaddecidedtobringinoneof

hisfavoritefreelancedesignerstohelpusdevelopadistinctdesignfortheNeXTcampaign.ItwoulddefineallofNeXT’smarketingmaterialsmovingforward.Ralph’schoicewasaverysweetwomanwithalonghistoryatChiat/Day.Shehadexquisitetaste,awallfullofdesignawards,andaburningdesiretogiveStevesomethinggreat.Onpaper,shesoundedperfect.However,inoneofthemoststunningmisreadsintechnologyadvertisinghistory,thisdesigner—with

thefullsupportoftheagency—recommendedthatSteveshouldzagwhentheotherswerezigging.ShehadthisbrilliantideathatSteveshouldlaunchhismuch-anticipated,super-high-techcompanybyadoptingadistinctlyuntechylook.Shedesignedaseriesoflong-copyadsinwhichthetextwrappedaroundanumberofimagesthatcalledoutthefeaturesoftheNeXTComputer.Butinsteadofusingmodernphotographytoshowofftheworld’smostadvancedcomputer,shedecidedtoadoptahand-illustrated,black-and-white,woodcutstyle.Thatis,theimagesweredecidedlyquaintandold-fashioned,moreappropriatefortheFarmer’sAlmanac.Intheretelling,thisofcoursesoundslikeacolossalblunder.However,atthetime,whentheagency

wasonaquesttodosomethingdifferent,you’dbesurprisedhowmanyreallysmartadvertisingpeoplethoughtthiswasagreatidea.AtNeXTheadquartersduringthatfirstpresentation,Stevewasdumbfoundedwhenhelookedatthework.Herejecteditquickly.Thatsetusupforourmeetingthefollowingweek,whichwouldturnsoveryuncomfortable.WearrivedatNeXTheadquarterswithall-newworkandanall-newattitude.Nowwehadredesigned

ouradswithamuchmoremodernlook,andwewerereadytoredeemourselves.Meetingtime.Butaswestartedtopulltheadsoutofourportfolios,Stevesaid,“Hey,listen,beforewelookatthenewstuff,Iwanttotalkaboutwhathappenedlastweek.”Hisvoicewascalm.Itdidn’tindicatedangerahead.Butashespoke,thatcalmvoiceslowlybecame

moreangryandagitated,andthenhegotmadderstill,tothepointwherehetalkedhimselfintosomemajor(andloud)verbalabuse.Thecondensedversionwentlikethis:“Theworkyoushowedmelastweekwasshit.Iknewitwasshit,youknewitwasshit,butyoucameallthewayouthereandshowedit

tomeanyway.That’snotacceptableandIneverwantittohappenagain.Ever.”Stevedefinitelydeservedpointsforhonesty,butfromtheagency’spointofview,itwasn’texactlythe

rightmood-settertostartoffanewpresentationdesignedtowinhislove.Happily,Steveendedupbeingenthusiasticaboutthenewads,andthatfeltgood,evenifwecouldstillsortofheartheechointheroomofhisearlierattack.ThiswasthecampaignthatcametobeusedbyNeXTthroughoutitslifetime:amodernlookwiththickblackheadlinesandboldphotography—clearlycutfromthesameclothastheBMWadsthathadattractedStevetotheagencyinthefirstplace.Soontheworklevel,wewerefine.Credibilityrestored,theagencywasreadytoforgeaheadinto

production.Butnotsofast.Justashehadatthestartofthemeeting,Stevefeltcompelledtohaveanotherchatwithus.Now

relievedoverthework,hewantedtopickupontheconversationhe’dstartedwith.Hetoldusthathefeltalittlebadthathehadbeensoangrywhenwefirstsatdown.Heexplainedthatourpreviousmeetinghadbeenweighingonhismind.He’dconsideredsayingnothingandwaitingtoseethequalityofourworkinroundtwo,buthethoughtitwasimportanttocleartheair.That’swhyhe’dspokenup.Inhismorereflectivemood,andhavingbeensatisfiedbyournewthinking,hethoughtitwouldbe

helpfultotelluswherewestood,nowthatwewereafewmonthsintoourworkingrelationship.Hewasgoingtogoaroundtheroomandgradeourperformances,onebyone.Igottheluckyseat—inthelastposition—soIgottowatchtheshowasStevedishedouthisbrutalhonestyincarefullymeasuredindividualdoses.TheaccountmanagergotanA.Stevewasveryhappywiththewaythebusinesssideofthingswas

beinghandled.ThemediaguygotaB-plus.Hewascompetent,butStevewasn’texactlywowed.Nextupwasmypartner,theartdirector.Badnewsforhim:HegotanF.Stevewasholdinghimresponsibleforlastweek’sfiasco,eventhoughitwasthesecretartdirectorwhohadactuallydonethework.“Ifyoucan’tdoabetterjobthanthat,you’regoingtohavetoreplaceyourself,”saidSteve.Finallyitwasmyturn.I’mpleasedtoreportthatIreceivedanA-minus.“You’redoinggreat,butyou

stillhavetoshakeafewofthoseChiat/Daycobwebsloose,”saidSteve.Thatassessmentwasinterestingintwoways,coveringtwodifferentdecades.First,Chiat/Dayhad

donesomeofthemostremarkableworkthatApple—andtheentireadindustry—hadeverseenandhadplayedahugeroleinthesuccessoftheoriginalMacintosh.You’dthinkthathewouldhavebeenveryinterestedinhavingsomeofthosecobwebsaround.Second,tenyearsafterthisconversation,andwithgreatenthusiasm,StevewouldsignupChiat/Day—cobwebsandall—tobeApple’sagencyonceagainwhenhewasreinstalledasApple’sleader.Ourreportcardsverballydelivered,severalfairlyhappypeopleandonedepressedartdirectorpacked

upandflewbacktoNewYork.WehadfinallysucceededingivingSteveacampaignhewasexcitedabout,andthankstohishonesty,weallknewexactlywherewestoodwithhim.Itmaynotalwaysbewelcomenews,butthereisgreatvalueinunderstandingthestateofyour

relationship—knowingwhatyou’vedoneright,whatyou’vedonewrong,andwhatyoumustdotoensureahappyfuture.Nomatterhowunpleasantitmighthavebeenattimes,wedidgetthatwithSteve,anditworkedtothebenefitofall.It’swhenthingsareleftunresolvedthatpeoplespendtoomuchoftheirtimelookingovertheirshouldersinsteadoflookingahead.That’swhenComplexitycreepsin.InSteve’ssimplifiedworld,suchextraneousissuesdidn’tgetmuchofachancetodistract.

TheRotatingTurretTherewasacertainamountoftheaterthatwentoninsideApple.Theruleswerewellknown,anda

numberofdramasplayedoutwithpredictability.ThatSteveJobswasintolerantofstupidityisamatterofrecord.Hewasn’tatallpolitewhenstupidity

reareditsuglyhead.Heespeciallywasn’tfondofemployingstupidity,soifyouwereonApple’sstaffandwantedtoretainthatstatus,itwaswisenottodisplayyourlackofsmartsinameetingwithhim.You’djustsethimoffandgetitrightbetweentheeyes.AformerAppleseniorstafferremembersaroutinethathesawplayedoutoftenduringhistimeasa

directreporttoSteve.Hecallsit“therotatingturret.”Therewasnopredictingwhenitwouldhappen,asitdependedonhowconversationsevolved.Butinsomemeeting,atsomerandomtime,somepoorsoulintheroomwouldsaysomethingthateveryoneintheroomcouldtellwasgoingtolightSteve’sfuse.Firstcametheuncomfortablepause.Theoffendingcommentwouldreverberateintheair,anditwouldseemasiftheentireworldwent

intoslowmotionasSteve’sinternalsensorsfixedontheoriginofthesoundwave.YoucouldalmosthearthemeshingofgearsasSteve’s“turret”slowlyturnedtowardtheguiltyparty.Everyoneknewwhatwascoming—butwaspowerlesstostopit.Finally,Steve’sturretwouldlockontoitstarget.Inasplitsecondhewouldactivatehisfiring

mechanism,andwithoutasecondthoughthe’dunloadallhisammunition.Itwasuncomfortabletowatchandevenmoreuncomfortabletoexperience,butatAppleitwasjustafactoflife.

LearntoTakeaPunchWithaCEOthatunrestrainedanddeterminedtoletyouknowwhereyoustand,you’dthinkthehallsofApplewouldhavebeenlitteredwithbodies.ButmostlyitwastheseniorstaffwhohadtodealdirectlywithSteve,andjustbecauseyou’dbeenattackeddidn’tmeanyou’dbeenfired.Ifyoulefttheroomemployed,you’dlikelyfindyourselfstronger.Nowyouwereasurvivor.You’ddevelopagrowingimmunitytoattacks,frontalandotherwise.Sinceemotionalbreakdownsintheofficeareneveragoodidea,havingathickerskinisadecided

advantage.I’mproudtosaythatinoveradecadeofworkingdirectlywithSteve,betweenNeXTandApple,Iwasonthereceivingendofascaryoutburstononlytwooccasions,bothofwhichwillbeforeveretchedintomymemory.Forone,Iliterallyhadtotravel7,500milestoreceivemypummelinginaHawaiianparadise,justafewpalmtreesdownthetrailfromtheJobsfamilyvacationhut.TheotherItookviatelephoneatmyagencydesk.You’dthinkitwouldbelessscarythatway,butitwasn’t.Whiletheseexperienceswerejarringatthetime,Inowwearthemasabadgeofcourage.Ifyou

workedinSteve’sworld,andyoudidn’thavesuchanexperience,youmightevenfeelcheated.TherearehundredsofpeoplewhoknowwhatitwasliketobeonthereceivingendofaStevetirade.

ButwhataboutSteve?Howdidheholduptoablisteringverbalattackfromothers?Hedevelopedathickskinearlyinhiscareer.Backin1997,whenApplewasonitsdeathbedandStevewasthereturningherotomany,oneofthefirstthingshedidwaspulltheplugontheMacclones.ThepreviousregimehadlicensedothercomputermakerstosellMac-compatibledesktops.Theideawasthatthismighthelpopenthefloodgatestonewusersandsaveaplatformthatwassufferingaworldofhurt.Stevehatedthisidea.HewantedAppletocontrolthehardwareandsoftware,period.Evenbackthen,

StevetalkedabouttheneedtocontrolthecompleteexperienceandneverputApple’scustomersinapositionwheretheymightenjoythebenefitsoftheMacOSbutsuffertheshortcomingsofnon-Applehardware.However,manyintheApplecommunityhadcometoembracetheclonesandbelievethatthisexpansionoftheMacOSwasnecessaryforApple’ssurvival.WhenStevenixedtheidea,theycrucifiedhim.Manyworriedthathehadn’tlearnedhislessonoutinthewildandwasstillpronetorash

movesthatwouldendangerthecompany.Iwassurprisedattheferocityoftheattacks.ThenaysayerswerelashingoutatSteveasaprofessional

andasaperson.ButforSteveitwasbusinessasusual.Thiswasn’tthefirsttimehe’dbeencriticized,andheknewitwouldn’tbethelast.Hecouldeasilycompartmentalizetheincomingnews.Heabsorbedwhathewishedandblockedouttherest.IfurthercametoappreciateSteve’sthickskinwhentheTBSnetworkbroadcastitsoriginalmovie

PiratesofSiliconValleyin1999.Stevewastickledwhentheprojectwasannounced.HewasgushinglikeateenagerwhenhelearnedthathisrolewasgoingtobeplayedbyNoahWyle,whohadgainedfameforhisroleinNBC’spopularERseries.Aweekbeforethemovieaired,Stevetoldusthathewouldbehostingadinnerpartyathomewith

friendstowatchthegranddebut.HavingspentsmallfortuneswithTBSonbehalfofAppleandotherclients,theagencyhadbeenissuedanadvancecopyearlierintheweek.SoIinvitedthecreativegrouptoacombinationpizzalunchandmoviescreening.Thepizzawasfabulous.Themoviemadeuswince.Itwasn’texactlyahigh-qualityproduction.Itwasalsoobviousthatthestorywasexaggeratedandtime-linestwistedforthesakeofdrama.OfmostconcerntouswasthefactthatStevewasportrayedassuchaflawedcharacter.Inthemovie

(andinreallife),hehadrefusedtoacknowledgepaternityofhischildorprovidesomuchasanickelforchildsupport,eventhoughhewasbythenworthmillions.Itwasnotaflatteringportrayal.(Note:Asmostknow,Steveultimatelydidacceptresponsibility,becomingclosewithhisdaughterandcontributingtohersupport.)Myfirstthoughtwas,“Hmm,Stevemightwanttoreconsiderthatlittledinnerparty.”IdidmyduediligenceandtoldStevethatthemoviepaintedanegativepicture,buthewasunfazed.

Hewasn’tsurprisedthatthemoviewouldbefictionalized.That’sjustthewaythingswork.InextsawSteveontheMondayimmediatelyfollowingtheweekenddebutofPirates.Iwasn’tsureif

Ishouldevenbringitup,butitturnedoutthatIdidn’thaveto.Beforeourmeetingbegan,Steveaskedthewholeteamifwehadseenthemovie.Heworeabiggrinandseemedtobeonahighaboutit.Iwaswonderingifwehadseenthesamemovie.Heseemedtobuythenotionthatanypublicityisgoodpublicity,andthenegativesjustrolledoffhisback.

Chapter2ThinkSmall

Appleencouragesbigthinkingbutsmalleverythingelse.Thatis,ifyoufeeltheurgetospeakoractinamannerreminiscentofanythingyoulearnedinabigcompany,it’sbestthatyoudothatintheprivacyofyourownhome.Meetingsizeisagoodexample.OnceChiat/DaywasinstalledasApple’sagencyofrecordandwe’d

settledintoourwork,wewouldmeetwithSteveJobseveryotherMonday.Typicallytherewouldbenoformalagenda.We’dshareourworkinprogresswithSteveandhe’d

sharewhatevernewshehad.Thiswashowweallstayeduptodate.Theinviteelistforthesemeetingswassmall.Ontheagencysidewerethecreativepeople,accountdirector,andmediadirector.OntheApplesidewereSteve,PhilSchiller(productmarketing),JonyIve(design),AllenOlivo(marketingcommunications),andHirokiAsai(Apple’sin-housecreative).Specialgueststarswereinvitedasrequired.Oneparticularday,thereappearedinourmidstawomanfromApplewithwhomIwasunfamiliar.I

don’trecallhername,assheneverappearedinourworldagain,soforthepurposesofthistale,I’llcallherLorrie.ShetookherseatwiththerestofusasStevebreezedintotheboardroom,rightontime.Stevewasinasociablemood,sowechatteditupforafewminutes,andthenthemeetingbegan.

“Beforewestart,letmejustupdateyouonafewthings,”saidSteve,hiseyessurveyingtheroom.“Firstoff,let’stalkaboutiMac—”Hestoppedcold.Hiseyeslockedontotheonethingintheroomthatdidn’tlookright.Pointingto

Lorrie,hesaid,“Whoareyou?”Lorriewasabitstunnedtobecalledoutlikethat,butshecalmlyexplainedthatshe’dbeenaskedto

attendbecauseshewasinvolvedwithsomeofthemarketingprojectswe’dbediscussing.Steveheardit.Processedit.ThenhehitherwiththeSimpleStick.“Idon’tthinkweneedyouinthismeeting,Lorrie.Thanks,”hesaid.Then,asifthatdiversionhad

neveroccurred—andasifLorrieneverexisted—hecontinuedwithhisupdate.So,justasthemeetingstarted,infrontofeightorsopeoplewhomStevedidwanttoseeatthetable,

poorLorriehadtopackupherbelongings,risefromherchair,andtakethelongwalkacrosstheroomtowardthedoor.Hercrime:Shewasn’tnecessary.

Simplicity’sBestFriend:SmallGroupsofSmartPeopleWhatLorrieexperiencedwasthestrictenforcementofoneofSimplicity’smostimportantrules:Startwithsmallgroupsofsmartpeople—andkeepthemsmall.Everytimethebodycountgoeshigher,you’resimplyinvitingComplexitytotakeaseatatthetable.Thesmall-groupprincipleisdeeplywovenintothereligionofSimplicity.It’skeytoApple’songoing

successandkeytoanyorganizationthatwantstonurturequalitythinking.Theideaisprettybasic:

Everyoneintheroomshouldbethereforareason.There’snosuchthingasa“mercyinvitation.”Eitheryou’recriticaltothemeetingoryou’renot.It’snothingpersonal,justbusiness.SteveJobsactivelyresistedanybehaviorhebelievedrepresentativeofthewaybigcompaniesthink

—eventhoughApplehadbeenabigcompanyformanyyears.HeknewthatsmallgroupscomposedofthesmartestandmostcreativepeoplehadpropelledAppletoitsamazingsuccess,andhehadnointentionofeverchangingthat.Whenhecalledameetingorreportedtoameeting,hisexpectationwasthateveryoneintheroomwouldbeanessentialparticipant.Spectatorswerenotwelcome.Thiswasbasedonthesomewhatobviousideathatasmallergroupwouldbemorefocusedand

motivatedthanalargegroup,andsmarterpeoplewilldohigherqualitywork.ForaprinciplethatwouldseemtobeCommonSense,it’ssurprisinghowmanyorganizationsfailto

observeit.Howmanyoverpopulatedmeetingsdoyousitthroughduringthecourseofayear?Howmanyofthosemeetingsgetsidetrackedorlosefocusinawaythatwouldneveroccurifthegroupwerehalfthesize?Thesmall-grouprulerequiresenforcement,butit’sworththecost.Remember,Complexitynormallyofferstheeasywayout.It’seasiertoremainsilentandletthe

Lorriesoftheworldtaketheirseatsatthetable,andmostofusaretoomannerlytoperformapublicejection.Butifyoudon’tacttokeepthegroupsmall,you’recreatinganexceptiontotherule—andSimplicityisneverachievedthroughexceptions.Truthfully,youcandothebrutalthingwithoutbeingbrutal.Justexplainyourreasons.Keepthegroupsmall.PriortoworkingwithSteveJobs,Iworkedwithanumberofmoretraditionalbigcompanies.Soit

wasashocktomysystem(inagoodway)whenIenteredSteve’sworldofSimplicity.InApple’sculture,progresswasmucheasiertoattain.Itwasalsoashocktomysystem(inabadway)whenIleftSteve’sworldandfoundmyselfsufferingthroughthesameoldissueswithmoretraditionalorganizationsagain.BackintheearlydaysofNeXT,whenallofitspromiselayahead,IheardSteveaddressthetroops

oneday,tellingthemtosavorthismomentintime.HetoldthemthatwhenNeXTgotbiggerandmoresuccessful,they’dfondlylookbackatthistimeas“thegoodolddays.”Thingswouldsurelygetcrazier.(Notthemostaccurateofhispredictions,givenNeXT’sconstantstruggles,butyougetthepoint.)Inlateryears,whenIfoundmyselfattendinglarger,lessproductivemeetingsatmultilayeredcompanies,thosewordswouldechoinmyhead.Ididmissthegoodolddays—notjustbecausetheywerequieterbutbecausetheyweresmarter.Outintherealworld,whenItalkaboutsmallgroupsofsmartpeople,Irarelygetanypushback.

That’sbecauseCommonSensetellsusit’stherightwaytogo.Mostpeopleknowfromexperiencethatthefastestwaytolosefocus,squandervaluabletime,andwaterdowngreatideasistoentrustthemtoalargergroup.Justasweknowthatthereisequaldangerinputtingideasatthemercyofalargegroupofapprovers.Onereasonwhylarge,unwieldygroupstendtobecreatedinmanycompaniesisthatthecultureofa

companyisbiggerthananyoneperson.It’shardtochange“thewaywedothingshere.”ThisiswherethezealotsofSimplicityneedtostepinandovercometheinertia.Onemustbejudiciousandrealisticaboutapplyingthesmall-groupprinciple.Simplymakinggroups

smallerwillobviouslynotsolveallproblems,and“small”isarelativeterm.Onlyyouknowyourbusinessandthenatureofyourprojects,soonlyyoucandrawthelinebetweentoofewpeopleandtoomany.YouneedtobetheenforcerandbepreparedtohittheprocesswiththeSimpleStickwhenthegroupisthreatenedwithunnecessaryexpansion.Overtheyears,Apple’smarketinggrouphasfine-tunedaprocessthat’sbeensuccessfullyrepeated,

revolutionbyrevolution.Projectteamsarekeptsmall,withtalentedpeoplebeinggivenreal

responsibility—whichiswhatdrivesthemtoworksomecrazyhoursanddeliverqualitythinking.Becausequalityisstressedoverquantity,meetingsareinformalandvisibleprogressismadeonaweekly(ifnotdaily)basis.Everycompanywantstomaximizeproductivityandcutdownonunnecessarymeetings.Howtheygo

aboutit,though,canvarywidely.AtApple,formingsmallgroupsofsmartpeoplecomesnaturally,becauseinitsculture,that’s“thewaywedothingshere.”Sometimescompaniestryto“legislate”productivitybyofferingupcorporateguidelines.InoneiconictechnologycompanywithwhichIworked,Ifoundaframedsignineveryconference

roomdesignedtonudgetheemployeestowardgreaterproductivity.Theheadlineonthesignwashowtohaveasuccessfulmeeting.Thecontentreadlikeitcamerightoutofacorporatemanual,whichitlikelydid.Itfeaturedabullet-pointedlistofthingslike“Statetheagendaatthestartofyourmeeting,”“Encourageparticipationbyallattendees,”and“Concludeyourmeetingwithagreementonnextsteps.”Whatthesesignsreallysaid,though,was“Welcometoaverybigcompany!Justfollowthesesigns

andyou’llfitinwell.”It’snothardtoimagineSteveJobs,whoactivelyfoughtbig-companybehavior,gleefullyrippingthesesignsoffthewallandreplacingthemwithAnselAdamsprintsthatmightprovideamomentofreflectionorinspiration—likethoseheputupinthehallsofNeXT.IfyouhaveanythoughtofworkingatApple,I’msorrytosaytherewillbenosignsonthewall

tellingyouhowtorunameeting.Likewise,therewillbenosignstellingyouhowtotieyourshoesorfillaglassofwater.TheassumptionmadeatyourhiringisthatyouarewellequippedwithBrainsandCommonSenseandthatyou’reafullyfunctioningadult.Ifyou’renotalreadyadiscipleofSimplicity,you’llbecomeonesoon.Eitherthatoryou’lldecideyou’drathernotbepartofsuchathing,whichisokaytoo.Simplicityprefersnothavingtotrainabuckingbronco.Ifbigcompaniesreallyfeelcompelledtoputsomethingontheirwalls,abettersignmightread:HowtoHaveaGreatMeeting1.Throwouttheleastnecessarypersonatthetable.2.Walkoutofthismeetingifitlastsmorethan30minutes.3.Dosomethingproductivetodaytomakeupforthetimeyouspenthere.

I’mexaggerating,ofcourse.Meetingsareanecessaryandimportantwaytomakecollaborativeprogress.Butweallknowthattoomanyunnecessaryoroverpopulatedmeetingscanrobeventhemostbrilliantpeopleoftheircreativeenergy.Morethanbeingaguidelineformeetings,however,thesmall-groupprincipleismandatoryfor

projectgroups.Manybusinessesfollowaninstinctivebutmisguidedprinciple:Themorecriticaltheproject,the

morepeoplemustbethrownatit.Theoperativetheoryisthatmorebrainsequalmoreideas.That’shardtoarguewith—exceptthatonlyoccasionallydomorebrainsmeanbetterideas.Themorepeopleinvolvedintheeffort,themorecomplicatedbriefingsbecome,themorehand-

holdingisrequiredtogetpeopleuptospeed,andthemoretimemustbespentreviewingparticipants’workandofferingusefulfeedback.Asmallergroupoffersthemostefficientwaytosucceed—assumingthatitalsohasthesmarts.(Promiseyou’llneverforgetthatpart.)Tosaythatputtingmorepeopleonaprojectwillimprovetheresultsisbasicallysayingthatyoudon’t

haveatonofconfidenceinthegroupyoustartedwith.Eitherthatoryou’rejustlookingforaninsurancepolicy—whichalsomeansyoudon’thavealotofconfidenceinthegroupyoustartedwith.

Whateveryourmotivation,whatyou’rereallysayingisthatyoudon’thavetherightpeopleonthejob.Sofixthat.Whenpopulatedbythesmartestpeople,smallgroupswillgivemanagementmoreconfidence,notless.Whenyoupushforsmallgroupsofsmartpeople,everybodywins.Thecompanygetsbetterthinking.

Thegroupfeelsbetterappreciatedandiseagertotakeonmorework.Thistypeoforganizationactuallyfuelsproductivity,projecttoproject.Apple’sagency,originallyknownasChiat/Day,succeededbythesamephilosophy.LedbytheHall

ofFamecreativedirectorLeeClow,oursmallgroupmatchedupwellwithApple’ssmallgroup.Limitingthesizeofourgrouphelpedusproduceworkquickly,getinformationfast,andhavetheagilitytoreacttounexpectedevents.Theagency’sfounder,thelateJayChiat,hadsetasimilartonedecadesearlier.JayandStevehada

uniquerelationshipinthedaysoftheoriginalMacintoshandincertainwayswerecutfromthesamecloth.IhadthepleasureofbeingpersonallyejectedfromameetingbyJayduringoneofmyseveralstintsatChiat/Day.IthappenedmuchlikeSteve’sejectionofLorrie,exceptthatIwasonlyhalfofadualejection.Surveyingtheroombeforethestartofameeting,Jaytookonelookatmyartdirectorpartnerandmeandsaid,“Whatareyouguysdoinghere?”“Beatsme,”Isaid.“We’rejustrespondingtotheinvitation.”“Youshouldn’tbesittingaroundatabletalkingaboutthisbullshit,”saidJay.“Gocreatesomething.”

Atleastwegottowalkoutoftheroomwithsmilesonourfaces.Lorriedidn’thavethatoption.TheworkingstylesofbothJayandStevehavestuckwithmeovertheyears.Icanthinkofnobetter

examplesofleaderswithatalentforkeepingtheirteamsfocusedonthemissionandfocusedonproducinggreatresults.Andbothbuiltspectacularlysuccessfulbusinesses.It’snotacoincidence.TothisdayIhavearecurringfantasywhenIfindmyselftrappedinabigmeetinggoingnowhere.I

imaginewhatSteveJobswouldsayanddoifheweresittinginthatroom,enduringwhatI’menduring.Inmyfantasy,it’slikehavingareallygoodseatforamatineeattheRomanColosseum.WhowouldSteveverballydismantleorejectfromthemeeting?Whenwouldhecutthepresenteroffmidsentenceandsayit’sallbullshit?WithallthetalkabouthowroughStevecouldbe,itshouldbeacknowledgedthatoftentimeshewasonlydoingwhatmanyofuswishwecoulddo.Stevesawnoreasontobedelicatewhenhistime,andthetimeofeveryoneintheroom,wasbeingwasted.Thisispartofthechallengethatwenon-Stevesmustface.Mostofusaren’tcomfortablewiththe

ideaofturningintocoldheartedcontrolfreaks,butwealsoknowthatwesometimesneedtobetoughtokeepprojectsontrack.Thegoodnewsis,beingbrutalandbeingrespectedarenotmutuallyexclusive.Infact,showinga

littleofthatbrutalhonestyattherighttimeisaprettygoodwaytoearnrespect—andkeepthosesmartgroupssmall.

ThinkBig,ActSmallSpeakingattheAllThingsDigitalconferencein2010,SteveJobsrevealedabitaboutApple’sinnerworkings:YouknowhowmanycommitteeswehaveatApple?Zero.We’reorganizedlikeastart-up.We’rethebiggeststart-upontheplanet.

Steve’sdevotiontoSimplicitywassuchthathecouldn’ttolerateacomplicatedhierarchy.Tothecoreofhisbeing,hebelievedhecouldleadaglobalcompanytosuccesswithoutfallingintotheevilclutches

ofComplexity.Morespecifically,hebelievedthenewApplecouldsucceedbyremainingtruetothevaluesoftheoldApple.Asheputit:Idon’tseewhyyouhavetochangeasyougetbig.

Itsoundsunrealistic.Afterall,howcanacompanynotchangeasitgetsbigger,asitscalesfromservingthousandstoservingtensofmillions?ButSteverarelybelievedthatsomethingcouldn’tbedone,sohejustdidwhathethoughtwasright—whichincludedenforcingthesmall-companymentality.Hewasdrivenbyasenseofidealism,ofhowthingsshouldreallywork,evenwhenthatflewinthefaceoftraditionalcorporatebehavior.JohnSculley,theoft-vilifiedCEOwhoengineeredSteve’sousterfromApplein1985,explained

Steve’sorganizationalprinciplesina2010interview:StevehadarulethattherecouldneverbemorethanonehundredpeopleontheMacteam.Soifyouwantedtoaddsomeone,youhadtotakesomeoneout.AndthethinkingwasatypicalSteveJobsobservation:“Ican’tremembermorethanahundredfirstnames,soIonlywanttobearoundpeoplethatIknowpersonally.Soifitgetsbiggerthanahundredpeople,itwillforceustogotoadifferentorganizationstructurewhereIcan’tworkthatway.ThewayIliketoworkiswhereItoucheverything.”ThroughthewholetimeIknewhimatApplethat’sexactlyhowheranhisdivision.

ThischangedlittlefromthetimeApplewaslaunchingMacintoshtoSteve’slastdaysatwork.OneofthethingsSteveinstitutionalizedwasanannualoff-sitemeetingofApple’sglobalexecutivescalledtheTop100.ThesewerethepeoplehetrustedtounderstandApple’svisionandmakesureitwasabsorbedbytheirdirectreports.AttheTop100meeting,Steveandhisexecutiveteamwouldlayoutthestrategiesforthecomingyearandprovideaglimpseintotheyearsbeyond.It’sasafebetthatSteveknewtheTop100bytheirfirstnames.Backinthegarage,whenAppleComputer,Inc.,wasborn,Jobs,Wozniak,andassociatesformedthe

ultimatesmallgroupofsmartpeople.ItwasApple’ssmaller,entrepreneurialrootsthatmadeSteveabelieverinthiswayofworking.What’sastoundingisthatitdidn’tjustfuelApple’sgrowthinbecomingalargercompany—itfueledenoughgrowthtomakeApplethemostvaluablecompanyontheplanet.(Orthesecond-most-valuable,dependingonhowApple’sstockpricematchesupwithExxonMobil’sonanygivenday.)

TheLawsofSmallLet’sassumethatyou’vegotthe“smart”halfof“smallgroupsofsmartpeople”takencareof.(Congratulationsonthat.)Let’sconcentrateforamomentonthe“small”part.Duringmyspeckledcareerinadvertising,I’vesucceededinreducingittothefollowingscientificprinciple:Thequalityofworkresultingfromaprojectisinverselyproportionaltothenumberofpeopleinvolvedintheproject.

Inotherwords,themorepeopleyouputinaroom,theloweryourchancesofgettinganythinggoodoutofit.However,theconcernaboutthemakeupofagroupisn’tentirelyaboutcrowdcontrol.There’soneparticularpersonwhoseinvolvementinthegroupiscritical.Infact,thispointissoimportant,itdeservesitsveryownprinciple:

Thequalityofworkresultingfromaprojectincreasesindirectproportiontothedegreeofinvolvementbytheultimatedecisionmaker.

Thatultimatedecisionmakerdoesn’thavetobetheCEO.Itcouldbewhichevermanagerhasbeengivenresponsibility.Butsomebodyhasdecision-makingauthority,andtheinvolvementofthatpersonhastobepartofthedeal.It’scounterproductive—andfrustratingashell—foranygrouptoworkonaprojectforweeksormonthsbeforegettingfeedbackontheirdirectionfromtheresponsibleauthority.Thispersonneedstobeinvolvedinthebriefingandremainasengagedaspossibleatpointsthroughouttheprocess.Atmostlargecompanies,you’llbetoldit’sunrealisticforachiefexecutivetobecometooinvolvedin

marketing.That’swhyitwasgoodtohaveanunrealisticguylikeSteveJobsaround.Hewasnolessenthusiasticaboutbeinginvolvedinamarketingmeetingthanhewasaboutbeinginvolvedinaproductdesignmeeting.HeunderstoodthatbothwerevitaltoApple’ssuccess.Heknewthatifheparticipatedinthemarketingprocess,directingasmallgroupofsmartpeople,Applewouldcontinuetomarketcirclesarounditscompetitors.Stevedidn’tbelieveindelegatingsignificantmarketingdecisionstoothers.Hewasthereforevery

presentationandstayedcurrentwitheveryproject’sprogress.DuringtheThinkdifferentyears,Icanpersonallyattestthathewasinvolvedwitheveryimageandeveryword.Nottyrannicallyso,butasaneagerparticipant.Ilosttrackofthenumberofmidnightphonecallswehadjusttogooverthecopyforanadabouttobepublished.SteveenforcedonepolicyI’veneverseenimplementedanywhereelse.Iwouldn’tbesurprisedifhe

wastheonlybig-companyCEOonearthwhoworkedthisway.Hewouldn’tallowanyonetoseetheagency’screativeideasbeforehedid.Hedidn’twantanyone,eventheVPofmarketing,tofiltertheworkbeforehehadachancetoviewit.“Idon’twantsomeoneguessingwhatI’mgoingtolikeornotlike,”Steveexplainedonmorethanoneoccasion.“MaybeI’llseeasparkintherethatnobodyelsesees.”MostCEOsclearlydon’tshareSteve’spassionformarketing.Many,justifiably,wouldsaythey

simplydon’thavethatkindoftime.That’swhatmakesitallthemoreremarkablethatStevesomehowfoundthetimewhenhewasworkingasCEOofbothAppleandPixar.Thebottomlineisthis:Ifyouthinkit’simportant,youfindtimeforit.Ifyou’rereallythatbusy,orifmarketingisn’toneofyourmajorskills,youneedtohire/delegatesomeonetodothejob—andgivethemrealauthority.

SmallGroups=BetterRelationshipsGiventhewell-documentedmoodswingsofSteveJobs,you’dthinkthattherelationshipbetweenAppleanditsagencywouldhavefrequentlybeenstressedtothebreakingpoint.Stressed,yes.Tothebreakingpoint,no.Onthecontrary,SteveandChiat/Dayhavehadoneofthelongest-running,mostsuccessfulpartnershipsinmarketinghistory.Thereason?Surprise.Itwassmallgroupsofsmartpeople.That’swhatenabledChiat/Daytokeepthe

tightrelationshipgoingwithSteveJobsandApple.That’swhathasallowedittokeepdoinggreatwork.Andthat’swhathasallowedittokeeptherelationshipgoingwhenthingsgettense.Inmanyways,thesetypesofrelationshipsarelikeamarriage,andagoodmarriagefindsawaytosurvive.Chiat/DayworkedwithAppleforfiveyearsbeginningin1980;thetworeunitedin1997,andthey

continuetoworktogethertothisday.That’sanunusuallylongpartnershipbyadindustrynorms.Chiat/DaychiefLeeClowandSteveJobsforgedacloserelationshipbackwhentheoriginalMacintosh

waslaunched,anditsurprisedfewwhenStevemovedhisbusinessbacktoChiat/DayuponhisreturntoApplein1997.Bythistime,theagencyhadmergeditswayintobecomingTBWA\Chiat\Day.(Fromthispointon,I’lldroptheformalityandsimplyrefertotheagencyas“Chiat,”asmostpeopledo.Whichalsoavoidstheuseofthosesillybackslashes.)Interestingly,whenChiatwaspitchingtheIBMPCbusinessduringthedayswhenApplehadmoved

itsadvertisingbusinesstoagencyBBDO,oneofIBM’sbiggestconcernsaboutChiatwasitsreputationforburningthroughclientsquickly.IBMhaditsheartsetonfindinglong-lastinglove.Asfatewouldhaveit,ApplewouldnotonlyreturntoChiatbutwouldstickwiththeagencymuchlongerthanIBMwouldstickwithmakingPCs.SmallgroupsofsmartpeopleareanimportantpartoftheculturesonbothsidesoftheChiat-Apple

equation.Bothorganizationsaresetupthatwayinternally,andthetwosmallgroupsmeshwellwhentheymeet.True,thereweremomentswhenStevewouldthreatentofiretheagency,buttherewereother

momentswhenhewouldtellus,almostmisty-eyed,howmuchheappreciatedsomethingwehaddone.Mostimportantwasthatattheendoftheday,bothsidesknewwheretheystood.Theyhadasharedpassion.Theyalsohadhonesty—brutalattimes,butmostlyjustthegoodold-fashioned,don’t-hide-anything-from-your-partnerkindofhonesty.Whenproblemsarose,theywerefixedquickly.Apple’srelationshipwithChiathaddeeproots,andthatgavebothsidesasenseofsecurityandresponsibility.IfIneededproofthattherelationshipbetweenAppleandChiatwasspecial,Iwouldfinditthe

momentIleftthatjobtostartworkingontheIntelaccountattheagencyEuroNY.WaybackbeforeEuroevertookoverthebusiness,Intelwasknownasa“difficult”client.This,of

course,wasapolitedescriptionusedbythosecurrentlyintherelationship.FormercolleagueswhohadworkedwithIntelinthepastusedwordsthatwereconsiderablylesspolite.UnlikeApple,Intelwasabigcompanythatactedlikeabigcompany.WhereasatAppletherewas

nothingmoreimportantthanthework,atIntelthatwasn’tquitesoobvious.Therewereoftensideissues,overanalyses,second-guessing,anynumberofthingsthattendedtodistractfromthetaskofcreatingsomethinggreat.Therewasbothfrictionandformalityintheagency-clientrelationshipthatstemmedfromtwolargegroupsofpeopleworkingtogether.Certainstrainsintherelationshipwereevident.Toimproveourinteractions,everyquarterIntelwould

doforuswhatanylovingpartnerwoulddoforhisorhersoulmate:providea“reportcard”notingthehighlightsandlowlightsofourrelationship,detailingwhatdeficienciesneededtobecorrected.Italsoaskedforareportcardinreturn,whichwedutifullydelivered.ThiswasastrikingdifferencebetweenthewaytheselargegroupsworkedandthewayApple’ssmallgroupsworked.ItwouldneverhaveenteredSteve’smindtospendvaluabletimecreatingandprocessingreportcards.Hepreferredreal-timehonesty.Ifsomethingwasbotheringhim,he’dsimplytellus.Thatwasourreportcard.ThelargegroupatEurowasorganizedtomirrorthehierarchyofthelargegroupofIntel’smarketing

team.Tokeepthingsorderly,therewasamoreformalatmosphere.MeetingswithourIntelclientsweremorestagedandchoreographedthanwerethemeetingswehadatApple,whichwerealmostfree-formincomparison.IcouldwriteforweeksaboutthedifferencesbetweentheproductivityofsmallgroupsintheChiat-

ApplerelationshipandthatofthelargegroupsintheEuro-Intelrelationship.ButoneincidentsumsitupbetterthanIevercould.Inresponsetoalegalissuethathaddevelopedinrelationtoouradvertising,Intel’sVPofmarketing

hadaskedfortheagency’sopiniononacourseofaction.Meetinginternally,theteamwasunanimousinitsrecommendation.WhenIsentthisopiniontotheagencyaccountdirectorandsuggestedthatwesend

ittotheclientimmediately,Ireceivedanemailbackthatstartedwiththisclassicline:Wecan’thaveanopinionuntilweknowwhatIntel’sopinionis.

Thattypeofattitudeperfectlycapturesthedifficultyofdealingwithlargegroupswhenanaccountworthmillionsofdollarsisatstake.Ifyou’renotcareful,honestycanbereplacedbycalculationandrelationshipscanget“managed”ratherthannurtured.Needlesstosay,ifChiateverexhibitedthistypeofbehaviorwithSteveJobs,itwouldn’thavealong-standingrelationshiptocelebrate.Ultimately,Intelwasn’tallthathappyeither,asitmoveditsbusinesstoanotheragencynotlongafterthat.It’sSimplicitythatkeepsApple’srelationshipwithChiatsolid.Itcreatesafeelingoftruepartnership,

witheachpartyhavingastakeintheother’ssuccess.Smallgroupsofsmartpeoplecreateatighterrelationshipthatcanwithstandthetestoftime,promotingafeelingofcommoncauseandcommonvalues.

GettingSmallerbyStreamliningBetweenAppleanditsagencythereexistsamountainofcreativity.However,thesetwoorganizationsdonothaveamonopolyonfresh,exciting,motivatingideas.Therearecountlesssmartcompaniesoutthere,manyofthemservedbybrightagencies,whichinturnarepopulatedbysometerrificcreativethinkers.Sowhyisitthatonlyasmallhandfulofcompaniesareabletoproducetrulygreatmarketing

campaigns?Whyisthemarketinglandscapemostlyfilledwithdrivel?Onemajorreasonisthatmostbigorganizationsaresimplyawfulatthinkingsmall.They’reunableto

streamlinecomplicatedprocesses.Evenwhentheysuccessfullyidentifytheirchallenges,developstrategies,andcreategreatworkthatbringsthemtolife,theirprocesseschokethelifeoutofthatwork.Theyinflictendlessmeetingsandmultipleapprovalsuponwhatshouldbeasimplerwayofworking.Intelisaninterestingexample.Insheerbrainpower,Intelisprobablythemostamazingcompanyon

theplanet.Whatitdoesisalmostbeyondtheabilityofmeremortalstocomprehend.AsitwasoncedescribedtomebyanIntelexecutive,theinvestmentandeffortrequiredtodesignaprocessor,buildfabricationplants,andmass-produceitisakintothatwhichwentintobuildingNASA’sentirefleetofspaceshuttles.Inteliscapableofproducingthingsothercompaniescan’tevenimagine.Thatsaid,itsadshavebeenmostlypathetic.Why?Let’sblameitontheirupbringing.Intelisacompanyofengineers.Theymakedecisionsbased

oncold,hard,scientificevidence—evenwhenthey’remakingdecisionsaboutsomethingthathasanemotionalcomponent,likemarketing.PaulOtellini,Intel’sCEO,madethatabundantlyclearataninternalmarketingeventwhereheaddressedtheentireglobalteam.“AtIntel,wemakezero-defectproducts,”hesaid.“WhatIwanttoseefromthisgroupiszero-defectadvertising.”Whenhespokethosewords,agreatpainwasfeltamongthecreativethinkersintheroom.They

knewthateventheworld’sgreatestfilmdirectorscouldn’tfunctionunderthemandateofproducingzero-defectmovies.Greatideastravelwithadegreeofrisk.There’sboundtobea“defect”ortwo,which,hopefully,willbemorethancompensatedforbythebrillianceoftheidea.ButOtellini’sadmonitionperfectlycapturedthemind-setofIntel.Itencouragedthoseresponsibletoredoubletheireffortstomakesureallprocesseswereinplace,andmaybeevendreamupsomenewonesiftheymighthelpguaranteethatzero-defectadvertising.InthehyperefficientworldofIntel,riskisadefect.Unfortunately,batteningdownthehatchesisnotthebestwaytohelpSimplicitythrive.It’sfinding

waystomakeabigcompanyworkmorelikeasmallcompanythatmakesthingssimpler.Thatinvolves

takingalookattheprocessesthatareinplaceandfiguringouthowtoreducethem—notreinforcethem.What’sironicisthatwithinIntel(andmosteverycompanywithwhichI’veworked),peoplenever

stopusingAppleasanexampleforsomeimprovementthey’dliketomaketotheirownmethods.TheyoptimisticallybelievetheycanfixtheirproblemsbyemulatingatleastonesmallpartofApple’sbiggerpackage.Unfortunately,thisrarelyworks.Remember,Simplicityisanall-or-noneproposition.Nopickingand

choosingallowed.Ifyoucanonlymusteruptheenergytobuyintopartofit,you’rejustgoingtohurtyourselftrying.

LoveofProcessvs.LoveofSimplicityIt’salwaysinterestingtothinkbacktoyourfirstmeetingwithanewclient.I’mnottalkingaboutallthemeetingsyouhadduringthecourtship;I’mtalkingaboutthatveryfirstmeetingafteryouofficiallygothitched.Withsomeclients,youcanlookbackatthatmeetingandrealizewhataperfectindicatoritwasof

thingstocome.Withothers,youmightrealizethatyoueitherfailedtonoticethesignsthatwerethereorjusttotallymisreadthem.MyfirstmeetingwithAppleafterSteve’sreturnin1997beautifullyforetoldthewaythingswouldgo

intheyearsahead.Itwasfun,interesting,hopeful,energizing,allthosethingsIhadhopeditwouldbe.Itwascompletelyunstructured,yetwemadeatonofprogress.IhadalreadyputinmanyyearswithStevebeforethat,butthiswasmyfirsttimeseeinghimaspartofanewteam.Hewasnopushover,butherespondedwelltoourwork.MyfirstmeetingswithDellandIntelwerealsoaccurateindicators.Thebestwordtodescribethem

wouldbe“sobering.”That’stoobad,becauselikeeveryoneelseinmarketing,Iwalkintomyfirstmeetingswiththehighestofhopes,determinedtoseethegoodandtorevelinthepotential.Butwithbothoftheseclients,wecouldtellthatprocesswasgoingtotakeprecedenceovercreativity.Thatwasunfortunate,becauseinApple’sworldwemadegreatgains,oftenspontaneously,becausetheideaalwayshadthehighestpriority.Forexample,wemightbemidproductionforanadthathadbeenapprovedbySteveJobs,butthen

we’dhaveabetterideawhilefilmingorediting.TherewasnoproblemgoingbacktoStevewiththenewidea.Infact,hecametoexpectustobehavethatway,andhelookedforwardtomeetingswhennewadswereontheagenda.Chancesweregoodthathe’dagreewithournewdirection,andevenifhedidn’t,he’dbehappythatwecaredenoughtotry(andhappytoshootdownournewideamercilesslyonoccasion,butthatwasjustSteve).Bycontrast,thiskindofspontaneitydidn’texistinIntel’sworld.Oncetheadhadbeensocialized

amongvariousstakeholders,theconceptthoroughlyresearched,revised,andapproved,expectationswereset.Theprocessdidn’tallowforsubstantialchange—nomatterhowbiganimprovementitmighthavebeen.Allmustbowtotheprocess.Appledoesn’tdealinabsoluteslikethis.Abetterideaisabetteridea.Toevenspeakofputting

processbeforecreativitywouldputoneatriskofexcommunicationfromtheChurchofSimplicity.ThehighvalueplacedonideasisoneofthethingsthatSteveburnedintotheApplecultureanditwilllikelycontinuetoguidethecompanyintothefuture.HavingalsoworkedforApple’sagencywhenJohnSculleywastheCEO,Icantestifytothefactthat

theSculley-ledApple,atleastinthemarketingrealm,hadbecomealmostasprocessdrivenasotherbig

companies.ThedifferencebetweenworkinginSculley’sagencyandworkinginSteve’sagencywaslikenightandday.Steveunderstoodandappreciatedthecreativeprocess—which,incertainways,istherelativeabsence

ofprocess.HisexperiencewithApple,Pixar,andDisneygavehimaperspectivemanyCEOswillneverhave.Hegothowideasneededtobenurturedandprotected.Heknewthatmachinelikeanalysiswouldnotmagicallyyieldcreativebrilliance.Heknewthatifheenabledsmallgroupsofsmartpeople,goodthingswouldhappen—evenifthoseresultsweren’tentirelypredictable.TherearemanywhobelieveSteveJobswasacreativegenius.Ithinkitwouldbemoreaccurateto

sayhewasageniuswholovedcreativity.IsawStevevolunteersomegreatideasandIsawhimsuggestsomeclunkers(which,obviously,wealldoattimes).ButI’veneverseenaCEOwhohadSteve’spassionforcreativity.WithinthewallsofPixarStevewasactuallyaskedtorefrainfromattendingcreativemeetings,lesta

full-scalemutinybreakoutamongthewritersandartists.Hisleadershipandvisionweremuchappreciated,hismoviemakingtalentnotsomuch.Butthisisencouragingnewsforeveryone.Stevewasproofthatyoudon’tneedakillercreativeskill

tochangetheworldthroughcreativethinking.Youcanbuildanorganizationthatrecognizestheneedsofcreativity.Youcanbeastewardofcreativethinkingandbecomeitsgreatestadvo-cate.Youcanbecomeskilledinrecognizingwhenaprocessismorelikelytokillagoodideathanitistopromoteit.Stevewasabrilliantcultivatorofcreativity.Hewastrulygreatatidentifying,hiring,andretaining

talentandconstructinganenvironmentinwhichmagicalthingswouldbemorelikelytohappen.Thathehadaloveofartanddesignwasamajorplus.Mostimportant,Stevewasaswornenemyofidea-killingprocesses.ItwastonurtureandprotectgreatideasthatheinsistedonkeepingApple’sprocessessmall.Companiesthatdon’thavealeaderwithSteve’spassiontendtoseemarketinginmoreclinicalterms.

Forthem,marketingisjustanotherspokeinthewheel,anorganizationwithintheorganization.Chiefmarketersinthesecompaniestypicallydemandbrilliantcreativitybutsupportprocessesthatmakeitdifficult.Theyseemtothinkthatiftheydemandgreatness,itwillsomehowlandontheirdesk.Theytendtoenvisionabeautifulmachinewherebriefingsgoinoneendandgreatcreativeworkcomesouttheother.Unfortunately,greatideasareusuallymessierthanthat.Duringmyfirstweekonamajortechnologyaccount,Ihaddinnerwithmynewclient,theVPof

marketing.ShewasabigfanoftheworkChiathaddoneonbehalfofAppleandwaseagertofindoutwhatevershecouldabouthowshemightimprovehercompany’sprocessestoachievethatkindofquality.“Iwon’taskyoutobetrayanysecrets,”shesaid,“butI’dlovetojustaskingeneraltermsifthere’s

anythingspecialthatAppledoestoproducesomuchgreatworksoconsistently.”ItoldherthatoneofthemostimportantthingsAppledoesistrustitself.DuringmytimeatChiat,we

didn’ttestasinglead.Notforprint,TV,billboards,theweb,retail,oranything.“Really,”shesaid.“Notestingatall.That’sinteresting.”Clearlythiswasasurprise,soshethought

aboutitforamoment,thencontinued,“Well,that’ssomethingwecan’tdo.Isthereanythingelseyoucanshare?”Thisistheproblemthatmostbigcompaniesface.Theirprocesseshavebecomesoinstitutionalized,

they’reincapableofalteringtheirownbehavior—evenifthebenefitsofchangearestaringthemrightintheface.Itboilsdowntothis:Whenprocessisking,ideaswillneverbe.IttakesonlyCommonSenseto

recognizethatthemorelayersyouaddtoaprocess,themorewatereddownthefinalworkwillbecome.

SmallIstheUltimateEfficiencyWorkingwiththemarketinggroupatIntel,Icouldunderstandthereasonsforthecomplexitiesinitsoperations.Itwaspartofthenever-endingquestforefficiency.Efficiencyisgood,right?Well,yesandno.Efficiencyisawonderfulthingwhenyou’reetchingmillionsofmicroscopic

transistorsintoasiliconwafer.Butbrilliantmarketingplans—andbrilliantads—aren’tcreatedbymachinery.They’retheresultofmanysubjective,nontechnologydecisionsmadebypeoplewho(hopefully)haveinsightsabouthumanbehavior.Dialingupanemotionalconnectiontocustomersisn’tquitethesameasprogrammingarobotontheassemblyline.Appleisanexceptionalcompanyinthatitisruthlessaboutoperatingefficiently(thankyou,Tim

Cook),yetitneverlosessightofitshumanity.Itsconnectiontopeopleisessentialtoitsbusiness.Intelisacompanythatwasfoundedonengineeringexcellence,soitisalsoruthlessaboutefficiency.

Butitsproduct—microprocessors—isn’tquiteaswarmandfuzzyasaniPad.SoIntel’sobsessionwithefficiencypervadeseverypartofthecompany—includingmarketing.WhileApplewaswillingtoputadsontheairbasedlargelyoninstinct,Intelrequiredcold,hard,

convincingscientificproof.Organizationally,thedifferencewasthatAppletookthe“small”approach,trustingitsmarketingfate

toasmallgroupofsmartpeople.Intelwentbig,involvingpeopleandprocessesaroundtheworld.Ironically,itwasIntel’squestforefficiencythatmadeitsmarketingprocesssoinefficient.Itwould

takefarmoretimethanApple,andspendfarmoremoney,justtoensurethatitsproductwasabsolutelyperfect.Onlyoneproblemwiththatapproach:Itdidn’twork.Asproof,Idirectyourattentiontothelastfifteenyears’worthofIntelads.Whileatselectpoints

alongtheway,Intelhasmanagedtoproducesomeinterestingmoments—suchastheinitial“SponsorsofTomorrow”cam-paigncreatedbytheagencyVenablesBell&PartnersinSanFrancisco—forthemostpartitsquestforefficiencyhasproducedresultsthatrangefromembarrassingtoforgettable.Itslaptopprocessorcampaignin2005thatofferedbetter“experiencesinyourlap”wasfunnyin

unintendedways,featuringvariouscelebritiessittingonpeople’slaps.Anotherseriesofadsfeaturedsingingprocessorsabouttoleavethefactory.Thatruthlessefficiencyclearlydidn’tpreventthedudsfromreachingtheair.Overthesameperiodoftime,Applechurnedoutoneaward-winningcampaignafterthenext.Andit

didn’twasteaminuteoracentonscientificanalysisbeforeitsentthemoutintotheworld.AndhereinliesoneofSimplicity’smostpowerfulsellingpoints.Thoughsomecompanieswill

literallyspendmillionsofdollarsinthenameofefficiency,thetruthisthatSimplicityistheultimateefficiency.Assumingthatyourorganizationhasthetalent,respectingtherulesofSimplicityresultsinlower

costs,fasterwork,betterwork—and,mostimportant,moreeffectivework.

KeepingHierarchyatBayI’dliketosaythatwhenyouworkinanorganizationthatbelievesinSimplicity,lifeiseasier,youworkfewerhours,andyoureturntoyourlovedoneseachnightperfectlystressfree.ButIwon’t.Thetruthis,measuredbysheerhoursofhardwork,there’sprobablyzerodifferencebetweenworking

withAppleandworkingwithacompanylikeIBM.Workishard.That’swhytheycallitwork.

Simplicitycanbemanythings,butit’snotyourtickettoalifeofleisure.However,measuredbytheframeofmindinwhichyoudoyourwork—andtheframeofmindin

whichyouleaveyourwork—thedifferenceisnightandday.IntheworldofApple,mostpeopleatleastwakeupeachdaywithagoodsenseofwhatneedstobedoneandwhy.Inmorecomplicatedenvironments,itcanbeachallengetodecodedifferentpointsofviewandnegotiatealabyrinthofapprovalsthatcanspanweeksormonths.Hierarchiesarenotonlymentallyexhaustingforthosewhohavetodealwiththem,buttheytendto

whittleawaythequalityoftheworkasit’sshuttledfrommeetingtomeeting.MyexperiencewithApplewasthattheorganizationwasrefreshinglyflat,especiallycomparedwith

otherlargetechnologycompanies.Atthehighestlevel,dealingwithSteve,itwasextremelyflat.Asin,“DoesStevelikeitornot?”Butevenonprojectsatalowerlevel,thehierarchyhadawelcomesanitytoit.Onebasicallydealtwiththesamepeopleweektoweek,andiftherewasaVPorotherexecutiveinvolved,heorshewouldappearatregularcheckpoints.IfwehadnewideastoshareatoneofourregularmeetingswithSteve,we’dgetinstantreactionsand

ournextstepswouldbeclear.Iftherewerechangestobemade,we’dnormallyunderstandthereasonwhy.NomatterwhatmightchangebetweenourStevemeetings—marketconditions,currentevents,or

Steve’sownevolvingopinions—wewerelivingwithinaprocessthatwaseasytofollow.Itwasanongoingdialoguewithasmallgroupofsmartpeople.Andit’snotlikeStevewasastrangerbetweenmeetings.Hewasafull,functioningmemberofourlittlebandwhowouldcalloremailwheneverhehadsomethingtosay.Inotherwords,hewasarareCEO.WorkingwithIntel,theagencyfollowedthetraditionalroutineofpresentationanddiscussion,

followedbyrevision.WhatmadeitsodifferentfromworkingwithApplewasthatgettingthroughonemeetingnormallyonlymeantthatyouwereclearedtopresenttoahigher-upinanothermeeting.Andthatpersonwouldn’tnecessarilyhavebeenprivytothediscussionsthathadgoneonatthefirstmeeting.Messy.Inthesetypesoforganizations,thelower-levelpeopletendtodemandagreaterquantityofwork,justtobesurethatsomewhereinthatgiantpileofideastheirbosseswillseesomethingtheylike,andthatwillreflectwelluponthem.They’relesswillingtosupportpositionsthatdon’talignperfectlywiththeirmarchingorders,eveniftheyrepresentasmarterpath.Inmultilayeredorganizations,it’sdifficulttostandupforimaginativethinking—becauseitputsyour

neckontheline.InApple’sflatterorganization,it’seasierto“thinkdifferent.”

Chapter3ThinkMinimal

AllittakestoappreciateApple’sabilitytominimizeisonegoodtriptoyourlocalAppleStore.Theshoppingspacehasbeenpareddowntoitsessentials,ashavetheproductsyoubuythere.Appleremovestheextraneous.Thereisnosecretastowhy.SteveJobsoftenspokepubliclyaboutthepurityofApple’sthinking.It

focusesononethinganddoesn’tgetdistractedbyanythingelse.Oneday,backbeforeMacOSX,Iobservedaninterestingtestofthatphilosophy.Itbeganwhen

SteveJobs’sassistantcalledwithanunusualmeetinginvitation.StevewantedLeeClowandmetoattendaspecialbriefingatApple,unrelatedtoourregularmarketingmeetings.Ourattendancewasmandatory.Allweknewwasthatwe’dbegettingtogetherwithSteveandhisseniorsoftwareteam.Whenthedayarrived,wefoundourselvesintheAppleboardroomwithacastofcharacterswe’d

nevermetwithbefore.TherewasSteve,AvieTevanian(thenseniorVPofsoftware),andseveralmoreofthoseresponsibleforApplesoftware.Westilldidn’thaveacluewhatthismeetingwasabout,butwewerecertainlyintrigued.ThetopiconthetableturnedouttobeMacOS9,whichatthispointwasstillafewmonthsoff.Steve

hadafondnessformarketingnewversionsoftheMacoperatingsystem,andwitheachnewreleasewestrategizedaboutwaystogetmorepeopletoupgrade.Onereasonhewassoeagertosellmorewasthattherewassomuchprofitpotentialinsoftware.“ThisishowMicrosoftdoesit,”Stevesaidonmorethanoneoccasion.“It’slikeprintingmoney.”Hewasreferringtothefactthatonceyouwerepastthedevelopmentphase,buildingasoftware

“product”wasfarsimpler—andfarlesscostly—thanbuildingacomputer.“Printingmoney”wasanaptanalogy.ThereasonforthismeetingwasthatStevewasconsideringaradicallynewapproachtothenextMac

OSupdate.Ratherthanchargethenormalupgradeprice,whichinthosedayswas$99,hewasthinkingofshippingasecondversionofMacOS9thatwouldbegivenawayforfree—butwouldbesupportedinsteadbyadvertising.Thetheorywasthatthiswouldpullinatonofpeoplewhodidn’tnormallyupgradebecauseoftheprice,butApplewouldstillgenerateincomethroughtheadvertising.Andanytimeanownerofthefreeversionwantedtogetridoftheadvertising,heorshecouldsimplypayforthead-freeversion.Steve’steamhadworkedoutthepreliminarynumbersandtheconceptseemedfinanciallysound.ItwasashockinglynewideaforLeeandme,butthesoftwarepeopleintheroomhadobviouslybeen

wrestlingwithitforawhile.Steveprovidedsomedetailsabouthowtheadvertisingwouldwork.Atsystemstart-up,theuserwouldseeasixty-secondcommercial.ThisadcouldberegularlychangedviaupdatesfromApple’sservers.ThroughouttherestoftheOS,adswouldappearinplaceswheretheyhadthemostrelevance.Forexample,iftheprintdialogueboxindicatedthatyouwererunninglowonprinterink,youmightseeanadfromEpsonwithalinktoitsstore—soyoucouldbuysomeinkrightthenandthere.

Themoodintheroomseemedtobeverypositive,andSteveseemedquiteintriguedbytheidea.Intalkingaboutthecommercialthatwouldrunatstart-up,theconsensuswasthatwewouldinviteonlypremiumcompanies,andthey’dbeobligatedtodeliververyhigh-qualityads.LeeClowstartedimaginingthekindsofadvertiserswemightbeabletopullin,likeNikeandBMW.Manyheadsintheroomnoddedinagreement.Personally,IthoughtitwouldbewayoutofcharacterforAppletodothis.Icouldn’thelpbutthinkof

allthetimesStevehadsoproudlyshownofftheperfectdesignsofvariousAppleproducts,takingcaretopointouthowthey’dbeenwhittleddowntotheiressence.Theideaofinvitingadvertisingintothesimple,cleanenvironmentofMacOS9seemedtoflyinthefaceofallofthat.Whenweleftthemeeting,LeeandIhadtheimpressionthiswasreallygoingtohappen.But

thankfully,itdidnot.ItappearedthattoomanynegativeshadcomeupandStevescrappedtheideaasaresult.ThoughitwasoddthatStevehadinitiallybeentemptedbythisapproach,itwasreassuringthathis

loveofSimplicityhadprevailedintheend.Yearsbeforethisincident,atthe1997AppleWorldwideDevelopersConference,Steveforetoldthismomentperfectly:Peoplethinkfocusmeanssayingyestothethingyou’vegottofocuson.Butthat’snotwhatitmeansatall.Itmeanssayingnotothehundredothergoodideasthatthereare.Youhavetopickcarefully.I’mactuallyasproudofthethingswehaven’tdoneasthethingswehavedone.Innovationissayingnotoathousandthings.

I’msurealotofpeoplearehappythatSteveultimatelysaidnotothisidea.

TheReductionActof1998WhenSteveJobsreturnedtoApplefromhiseleven-yearexile,thecompanywasinamostprecariousplace.Tosayitwasneardeathwouldbetopainttoorosyapicture.Itwasnotonlyneardeath—itwasalsobeingpummeledbycriticsandabandonedbyitsownfans.ThecompanywasinthissorrystateduetotheperformanceofthreepreviousCEOs,eachofwhom

hadcommittedtwounforgivablecrimes:1.Theyweren’tSteveJobs.2.TheyfailedtoleveragewhatwastrulyspecialaboutApple.

UndertheleadershipofJohnSculley,MikeSpindler,andGilAmelio,Applecontinuedtoloseitsmagic—and,alongwithit,marketshare.Ithadpracticallyturnedintoagameforjournalists,whowouldregularlypredictwhatdirefatewasinstorefortheonce-greatcompany.Formost,Apple’sstorywasonlymissingalastline.Vitalsignswerefading.ThesadjokeinApplecircleswasthatthenameofthecompanyhadceasedtoexistinthepress

withouttheword“beleaguered”infrontofit.ThecompanythathadvirtuallyinventedthepersonalcomputerhadfailedtoblunttheriseofMicrosoft-poweredPCs.Adarkcloudhungoverthekingdom.Ironically,itwasfailedCEOGilAmeliowhobothsavedAppleandultimatelycosthimselfajob.In

ordertogainaviablenext-generationoperatingsystemforMacintoshcomputers,AmelioacquiredSteveJobs’scompany,NeXT,bringingStevebacktoAppleashispersonaladviser.PoorGil.Hefailedtonoticetheaspinthebasket.Stevewasworkingtheboardbehindthescenes,anditbecameobviousthatonlyhehadthevisionand

charismatorestorethecompanytogreatness.HewastheessenceofApple,andthecompanyhadneverfilledthevoidafterheleft.TheAppleboardrelievedGilofhisCEOdutiesandinstalledSteveastheinterimCEO.Stevedidn’thavetimetorelishthemoment.Hesteppedintotheroleandstartedmakingserious

changestoApple’sstructureanddirection.Hestartedgettingridofthebozos(ofwhichthereweremany),bringingintheboldandbrilliant,restructuringthecompany,andreinspiringthoseonwhosegeniusApplewoulddepend.TheadventuresofStevewerealwaysfuntowatch,butitwasagreatunknownwhetheranyone—Steveincluded—couldreallysaveApple.Remember,StevehadbeendrivenoutofAppleforareason.Hehadbeenspendingthecompanyinto

oblivion.Andthebusinesshecreatedwhileinexile—NeXT—wasn’texactlytheposterchildforprofitability.WhatStevewasabouttoprove,however,wasthatbyminimizingintherightplaces,hecouldfocusAppleondoingthethingsthatwouldrestorethecompanytohealth.Steveinheritedalineofproductsthatwaswaytoocomplicated—especiallyforacompanythesizeof

Apple.Management’sattemptstopleaseeveryonehadresultedinabewilderingchoiceofcomputermodels,includingQuadra,Performa,MacintoshLC,PowerBook,andPowerMacintosh.Thecompany’sofferingswerebeigeandboring,andhavingtosupportsomanydifferentmodelswassplinteringthecompany’sresources,fromresearchanddevelopmenttomarketing.Worstofall,thesheernumberofchoiceswascreatingconfusionforApple’scustomersandemployeesalike.Itwasbadbusinessallthewayaround.AtaspecialeventheldatCupertino’sFlintCenterforthePerformingArtsinMay1998,Stevetook

thestagetomaketwoannouncementsthatwouldhaveaprofoundimpactonthefutureofApple.TheonemostrememberedistheunveilingofiMac.Buthisotherannouncementistheonethatcreatedafundamentallynewdirectionforthecompany.Itwasn’tacomputeratall—itwasasimplechart.Asquarecontainingfourquadrants.WhatitrepresentedwasApple’snewproductstrategy.Basically,StevehitApple’sentireproductlinewiththeSimpleStick.Hewasgoingtotransition

Applefromitsmultitudeofcomputermodelstoasimplegridoffour:laptopsforconsumersandprosanddesktopsforconsumersandpros.Itwasoneofthemostdramaticminimizationsofaproductlineintechnologyhistory.Steve’ssimplegraphicwasbothanexampleofSimplicityandacorporateroadmap.Thischartmade

itcleartoeveryAppleemployeewherethecompanywasgoing.Withonesimpleimage,StevemovedApplefromatruckloadofmodelstoahandful.Hesetthecompanyoffonawildspreeofinvention,providinginspirationfortheengineersandexpectationsforthecustomers.Andhesavedthecompanythemillionsofdollarsitwasspendingtosupportsomanymodels.Ofcourse,Applehasgrownbymanyordersofmagnitudesincethatday,anditsproductlinehas

expandedintheprocess.NotethatIsay“expanded,”not“becomemorecomplicated.”Apple’sproductline,whichnowincludessuchconsumerdevicesasiPod,iPhone,andiPad,remainsauniverseawayfromtheurbansprawlofoverlappingmodelsbeinghawkedbythePCcompanies.EveryproductonApple’sgridhasadistinctreasonforbeingthatiseasilyunderstoodbyitscustomers.AndeveryproductApplesellsisfirstquality.Nofillers.Manyyearslater,MarkParker,presidentandCEOofNike,askedSteveifhehadanyadviceforhim.

Stevevolunteered:Nikemakessomeofthebestproductsintheworld—productsthatyoulustafter,absolutelybeautiful,stunningproducts.Butyoualsomakealotofcrap.Justgetridofthecrappystuffandfocusonthegoodstuff.

That’sexactlywhatStevewasdoinghimself,exceptthatthebrutaltruthwasthatmuchofApple’sentireproductlinehadbecome“thecrappystuff.”Quadrantbyquadrant,hewouldsoonfillhischartwithgroundbreakingnewcomputers.Steve’sproductplanwasthefoundationforanewApplebusinessmodelthatwouldcometoshake

theworld.Byfocusingonmakingfewer,higher-profileproducts,andbyrefusingtocompromiseonquality,Applewasabletoachievegreaterefficiencywhileitchargedapremiumprice.ConsideringApplehadbeenlosingmoneyforsometime,fewobserverswouldhavepredictedjusthowbiganimpactSteve’snewapproachwasgoingtohave.AsSteveoftensaid,Appleisverygoodatsayingno.Itactivelyresiststhetemptationtomakenew

productssimplybecauseitcan.Judgingbyothertechnologycompanies’productlines,beingthatdisciplinedisaverydifficultthingtodo.WhileStevewasbusyminimizing,therestoftheindustrywasheadingintheoppositedirection.

ThePerilsofProliferationImaginethatyou’reeagertobuyalaptoptoday.Youroldmachinejustdied,yourpocketisstuffedwithcash,youhaveasuper-itchy“buy”finger,andyou’rereadytopounceonthefirstgooddealyoufind.VisitApple’ssiteandyoucanchoosebetweentwomodels:MacBookAirandMacBookPro.Within

eachofthosemodels,youcanchoosethesizescreenyouwantandmakeyourchoicesforspeed,memory,anddisksize.Prettysimple.NowtakealookatthesitesforHPandDell.Theirlineupschangefrequently,butinNovember2011,

HPwasshowingmorethantwenty-threedifferentmodelsoflaptops,whileDellwasofferingeighteen.Thesecomputershavearangeofoverlappingfeatures,andmanyarespreadacrossdifferentpages.I’veyettomeetahumanbeingwhocanexplainwhysomanydifferentmodelsarenecessary.Thisiscalledproductproliferation.Manycompaniescan’tstopthemselvesfromrespondingtoevery

opportunity,tryingtopleaseeverycustomerandcloseeverysale—wheninfacttheywouldbebetterservedbymakingtheirproductlineuplogicalandeasiertonavigate.Theyseemtoforgetthattryingtopleaseeveryoneisagoodwaytopleasenoone.ChoosingthepathofSimplicity,Appleelectstodojustafewthingsbutdothemincrediblywell.Itbuildsalargeandloyalfollowingnotbecauseoftheproductsitcanmakebutbecauseoftheproductsitchoosestomake.Itmakespremiumproductsonly.It’shappytocedethemarketforlow-endproductstoanyonewhocarestotakeit.FewshoppersatDell.comunderstandwhyonemodelwouldbeperfectfordadattheofficebutnotso

perfectfordadathome.Forgettingthewhole“easeofuse”thing,whichoftensparksdebatebetweentheMacandPCcrowds,whichmanufacturermakesthebestcasefor“easeofpurchase”?Complexitylovesnothingmorethanaseaofchoices.It’senoughtostretchyourdecisiontimefroma

fewminutestoafewhours.It’senoughtosendyouscurryingtothephonetocallyourexpertfriendorGooglingbuyingguidesinsearchofsomeconfidenceandpeaceofmind.HPandDellwillexplainthattheymakeallthesedifferentmodelsbecausetheircustomersdemand

“choice.”Apple’smethodistoofferdistinctmodelswithobviousdifferences(ultrathinandultralightversusfull-featured)andthenallowcustomerstocustomizetheirchoicetotaste.CustomershardlyleavetheApplesitefeelingdeprivedofchoices.Instead,theyfeellikeApple’s

productlinewaspresentedinawaythatmadetheirpurchasesimple.TheexperienceofshoppingforaMacreinforcestheimageofAppleasthecompanythatmakesadvancedcomputerseasytobuyandeasytoown.Thosewhobelievethataseaofmodelsmakesforhappiercustomerswoulddowelltolookatthe

hardevidence.Foreightconsecutiveyears(upto2011),ApplehasfinishedaheadofallPCmakersintheAmericanCustomerSatisfactionIndex.A“lackofchoice”hasneverbeenasignificantissue.Ifanything,Apple’seasy-to-understandproductlinehascontributedtothecompany’sconsistentlyhighratings.Ratherthanseeinglesschoice,Applecustomersseelessconfusion.Theybecomeattachedtoacompanythatgivesthemasimpleshoppingexperience.Certainlycustomersdemandandappreciatechoice—it’stheoverdosethatbecomesdamaging.When

choicebecomesoverwhelming,itceasestobeabenefitandstartstobecomealiability.It’saneedlessdistractionforthosewhocametovisitasitedeterminedtospendtheirmoney.Atacertainpoint,anoverabundanceofchoiceonlytorpedoesaperson’sabilitytomakeaconfidentdecision.Formany,itevencausespostpurchaseangst,astheywonderwhethertheyreallyboughttherightthing.Astoundingly,evensomeofDell’sownpeoplecan’texplainthedifferencesbetweenmodels

anymore.TobetterunderstandhowDellhelpscustomersmakedecisions,I’vedonesome“mysteryshopping”withitssalesreps,bothonlineandonthephone.Istartwithafairlybasicproblem:“Iwantathinandlightlaptop,butI’mconfusedbythemanydifferentmodelsonyoursite.Canyouhelpmeunderstandthedifferences?”ToDell’scredit,therepshavebeenconsistentlypleasant.ToDell’sdetriment,I’veyettohearanyof

therepsclarifymuchofanything.TheirapproachseemstobesimilartotheoneDelltakesonitswebsite:Theythrowabunchofmodelsoutthereandhopeyoulikeone.When,afterexplainingmypriorities,I’vetriedtomovethingsalongbysaying,“Sowhichonedoyouthinkwouldbebestforme?”Ihavereceivedrecommendations—butI’vereceiveddifferentrecommendationsfromdifferentreps.ThoughI’veposedasacustomerwhocan’tquitetellonemodelfromthenext,I’mnotacting.It’sconfusingashell.ThebasicruleofbusinessontheInternetisnodifferentfromtheoneinreal-worldstores.Thefaster

andsimpleryoucanmakethebuyingexperience,themorebusinessyou’lldo.Agoalforeveryonlineretaileristominimizetheobstaclesthatstandbetweentheircustomersandthe“buy”button.WhenSimplicityispartofthedeal,it’sjusteasierforthecustomertoarriveatadecisionandwhipouttheircreditcard.RegularcustomersofHPandDellarewellacquaintedwiththeirPCmaker’swebsite,sotheir

experiencemaynotbeanegative.However,itmightnotbemuchofapositiveeither.Positiveimpressionsarewhatdrivepeopletosharetheirexperiencewithfriends,family,andcolleagues.Thrivinginacompetitiveworldisn’taboutachievingajoyousneutrality.It’saboutstandingoutfromthepackandofferingcustomersanexperiencetheycan’tfindelsewhere.ThisisthelureofSimplicity.ShoppingattheonlineAppleStoreorinaphysicalAppleStoreisfarfromaneutralexperience.

PeoplebuyAppleproductsbecausethey’reinnovativeandsimple,butthey’repropelledtowardapurchasebecausetheshoppingexperienceisinnovativeandsimple.Applehasminimizedthechoices,soit’seasytofindtheproductthat’sbestforyou,evenifyouweren’tsureofthatbeforeyouarrived.Customizingissimple.Buyingissimple.ForApple,reinforcingitsbrandissimple.

TheLesstheMerrierApple’sideaofSimplicityhasevolvedovertheyears,ashasmosteverythingonthisEarth.Whenyoulookatthesleek,spare,brushed-metalliclinesofaniMactoday,it’shardtoimagine

workingontheoriginal,plastickyiMacthatwasalandmarkofSimplicityinitsday.

ThewayJonyIvedesignedtechnology,andthewaySteveJobspartneredwithhim,everydetailwasimportantandworthyofagonizingoverforaslongasittook.WhenStevesattheagencyteamdowntoshowusthefirstprototypeofthesecond-generationiMac,hedidsowiththespiritofaproudfather.HedirectedourattentiontothelowercornersoftheiMacenclosure,wherethefrontmetthesides.He

explainedhow,intheoriginaliMac,threeseparatepiecesofmoldedplasticcametogetheratthisjuncture,withathinlinevisiblebetweenthosepieces.Inthenewversion,thesecornerswereasinglepiecewithnojointsatall.Nocustomeronearthwouldhavenoticedthatimprovement.ButhetoldthestoryasifheweredescribinghowMichelangelohadpaintedonesectionoftheSistineChapel.Helovedthefactthatthey’dbeenabletominimizesoingeniously.TodayeveryAppleproductservesasanexampleofSimplicityaswellasablueprint—thoughmany

don’tseemtobeabletoreadit.WheniPadwasunveiled,forexample,criticscomplainedthatitwaslackinginfeatures.Whencompetitors’tabletsbegantoarrive,they’daddedeverythingiPadwas“missing”tomaketheirdevicesmoreattractivetobuyers:moreports,memorycardslots,etc.Theiradditionsdidn’tsell.ItwasthesubtractionsmadebyAppleduringthedesignstagethatcustomersfoundmoreappealing.IfyoueverfelttheurgetobuyaniPodbecauseitwassobeautifullycrafted,orifyoufeltcompelled

toownaniPadbecauseofthewayitrespondedtoyourtouch,orifyourfriend’snewiPhonesuddenlymadeyourownphoneseemlessinteresting,youalreadyappreciatethepowerofSimplicity.Atthosemoments,youmightnothaveimaginedthatyourfeelingswererelevanttoyourbusiness.

Butthetruthis,they’rerelevanttoeverybusinessonearth.Itshouldnowbeconsideredabasiclawofcommerce:Simplicityattracts.

SimplifyingtheTargetComplexityistremendouslyproudofitsaccomplishmentinthePCworld.AmongDell,HP,Acer,Samsung,andothers,PCproductlinesareamasterpieceofconfusionspanningseveralcontinents.ThePCcompaniesarechurningoutdifferentmodelsofcomputersforsmallbusiness,bigbusiness,

education,government,andconsumersofeverystripe.Theyoffermorechoicesnowthaneverbefore—andmakeverylittleprofitoneach.Apple,anchoredbyitsbeliefinSimplicity,hasevolvedinaverydifferentway.Ratherthansplinter

itscomputer-marketingeffortsamongdifferenttypesofcustomers,itgenerallyfocusesonone.Itsimplyseesitscustomersaspeople.Itmarketsitsproductsbasedonthebeliefthatitscustomersaren’tlookingforagreathomecomputeroragreatbusinesscomputer—they’relookingforagreatcomputer,period.It’savastlysimplerwaytosellaproduct—andmorecost-efficientaswell.Apple’sonemarketing

messageservesall,givingcustomerscreditforhavingtheintelligencetoself-selectthemodelthatbestmeetstheirneeds.Somehomeusersmayfeeltheyneedthehigher-powered“Pro”machine;somebusinessusersmaypreferthebasicentrymodel.Allisgood.GiventhatprofitmarginshavebecomesosmallforcompanieslikeDell,it’sperplexingwhythey

wouldcontinuetosupportsuchalargenumberofcomputermodelsforbothbusinessandconsumer.Whatitboilsdowntoisthattheyjustcan’tstopthemselves.UnlikeApple,whichoperatesunderasingleP&L,Dellissplitintodivisionsthatoperateindependentlyofoneanother.ThetwobiggestdivisionsareConsumerandCommercial.Eachhasitsownmanagement,itsowngoals,itsownexpertise,anditsownlineofcomputers.Executivescarelittleaboutwhathappenstoanydivisionotherthantheirown.

TheCommercialsideiswhereDellmakesmostofitsmoney.BusinessusersbuyPCsandserversbythethousands.SoDellcheerfullydesignsitsbusiness-orientedcomputersaccordingtothedemandsoftheITmanagerswhocontrolmillionsofdollarsincorporateITbudgets.OntheConsumerside,ittriestobemorewhimsicalandstyleorientedwithsuchfeaturesasinterchangeablelaptopcovers(somethingthatwouldonlymakeanITmanager’slifemorefrustrating,tryingtopleasesomanydifferentpeople).Butthecomputermarkettodayisverydifferentfromthemarketthattookshapedecadesago.

Businesspeoplewantthecoolcomputerforworkasmuchastheywantthecoolcomputerforhome.Andconsumersaredemandingthehighest-poweredcomputerssotheycanenjoythenewestentertainmentoptions,edittheirhomemovies,etc.Appleseesthiscomingtogetherofneedsaslicensetomarketasmallernumberofhigh-quality

computers.ButDellcontinuestosplinteritsresourcesamongdifferentdivisions,eachsupportingitsownsprawlingfamilyofproducts.It’sironicthatinatimewhenPCcompaniessufferfrommicroscopicprofitmargins,theycontinuetoorganizethemselvesandsellcomputersinsuchaninefficientway.InDell’scase,therearelaptopswithverysimilarspecificationsofferedbyboththeConsumerandCommercialdivisions.Theycompetewiththemselves.WorkingwithDell,Ifoundthatmanyofitsmanagersunderstandandappreciatetherewardsthat

comefromApple’ssimplerapproachtoproductfamiliesandmarketing.TheyopenlyexpressadmirationforwhatApplehasachievedandofferupsomeideastohelpmoveDellinasimplerdirection.ButDell,likesomanyothercompanies(insideandoutsideoftechnology),hasdevelopedanimmunitytoSimplicity.Itsinternalstructurehastakenonalifeofitsownovermanyyears,andonlyamammothcompanywideeffortcouldproducemeaningfulchange.Remember,beingcomplicatediseasy.It’sSimplicitythatrequiresseriouswork.Minimizingproduct

linesandconsolidatingtargetaudiencesrequiresanorganizationthat’swillingtotakealong,hardlookatitself.Anditneverhappensbyitself.Simplicityneedsachampion.

TheImaginaryHeroicsofMichaelDellLongago,whenIwasabeginnerjustlearningthesecrettricksofanadvertisingcopywriter,Idevelopedastrangeaffliction.IthappenedonlywhenIwasworkingonapieceofbusinessthatwasfacingsomehorribleproblem

thatseemedtothreatenitsveryexistence.Fornoapparentreason,Iwouldstartimaginingthemostspectacularway—andthereforetheleastlikelyway—thatmyclientcompanymightpulloutofitstailspinandconquertheworld.Needlesstosay,mytimeservingwithDell’sagencyledtoseveralsuchmoments.PonderingDell’s

severecaseofproductproliferation,thechangingmoodofcomputerbuyers,howthestarsmightaligninsomemagicalwayifDellcouldonlysimplifyandminimize,realizingthatonlyMichaelDellhadthepowertochangethings,andfurtherrealizingthatMichaelhad1,001betterthingstodothanwastehistimewithhislowlyglobaladagency—ithitme.ThemostwildlyimplausiblethingthatcouldeverhappentoDellwouldbeforMichaelDellto

becometherevolutionaryheusedtobe,toflyinthefaceofallexpectationsabouthowaPCcompanyshouldact.IimaginedthatMichaelDellwouldbecomethe“minimizingking.”Myfantasywentlikethis:OnedayMichaelwouldinvitetheworld’spresstoanimportantevent—muchasAppledoes—and

journalistswouldeagerlyjourneyfromfarandwidetohearhiswords.Oh,okay,somaybehe’dhaveto

offersomedoorprizestoboostattendanceatthispoint.Butthisisafantasy,sojustplayalongwithme.Therewouldbelivetelevisioncoverageoftheevent.MuchasthepresidentoftheUnitedStatescan

standbeforetheAmericanpeople,rattleofftheseriouschallengesthatfacethecountry,andofferupaboldplantorestoreitsgreatness,MichaelDellwouldpresenthimselfinasimilarlyheroicfashion.Withtwoflagsbehindhim—theAmericanflagandsomeDellflagdesignedespeciallyfortheoccasion—Michaelwouldlayouthisboldvision,backedupbywonderfullyconvincingfacts.He’dtelltheinspirationalstoryofhow,whenhewasstillincollege,hestartedDellwithnothingbut

anidea—growingthecompanytobecomeoneofthemostpopularbrandsonearth.He’ddescribeitasacompanypoweredbysheersmarts,onethathadfulfilleditsgoalofputtingadvancedtechnologyintothehandsofordinarypeople,empoweringthemtodowonderfulthingsand,yes,evenchangetheworld.He’ddescribehow,inthequesttobetheworld’sbestcomputercompany,Dellhadexpandedits

productlinefiftytimesoversinceitsfounding,servingeverykindofcustomerontheplanet,fromfilmmakers,teachers,andrestaurateurstogiantcorporationspurchasingtensofthousandsofPCs.He’ddescribehowbusinessesandindividualshadallbecomesomuchmoresophisticated,andhow

technologyhadbranchedoutinsomanyexcitingnewdirections,includingsmartphonesandtablets.He’dsaythatnocompanywasbetterpositionedtohelpallkindsofpeoplebringtheamazingpower

oftechnologyintotheirlivesthanDell.Thenhe’dpause.Rightoncue,thatnationalisticmusicinthebackgroundwouldpauseaswell.Inthissuddensilence,withanaudienceinraptattention,Michaelwouldlookdirectlyintothecameratomaketheannouncementtoendallannouncements.He’dsaythatDellwasabouttomaketrulyradicalchangestoensurethatitcouldleadtheworldfromthisgoldenageoftechnologytoaninfinitelymoreempoweringplatinumage.Maybeeventitanium.Startingtoday,he’dsay,Dellwasradicallycuttingitsdesktopsandlaptopsfromfiftymodelsdownto

six.Byfocusingtheentirecompany’seffortsonasmallernumberofmodels,Dellwouldbeabletoprovidethefastest,highest-qualitycomputersandmostamazingnewmobiledevicesattrulyaffordableprices.He’dexplainhowthenewstreamlinedproductlinewouldenableDelltomeettheneedsofallitscustomersandguaranteetheabsolutebestuserexperienceforeveryone.He’dpausetoshowafewexamplesofsomesupersexy,thin,andlightlaptopsandtabletsthathewas

alsoannouncingthisday,andtheaudiencewouldrisetoitsfeet.ThevideobehindMichaelwouldbeawesome.We’dseeimagesofcorporateusers,momsanddads,kidsandsmallbusinessesallovertheworldbeingempoweredlikeneverbefore.Dellanditscustomers,joinedatthehip,discoveringnewworlds.Michaelwouldboldlyproclaimthatthiswasabrand-newDellforabrand-newtime,dedicatedto

surprisingitscustomerswithnewthinkingthatbetterconnectedfriends,families,businesses,andeverykindoforganization.He’dsaythatthenewDellwouldbemorecustomer-focusedthanever—offeringsimplechoices,

easy-to-usecomputers,andultraresponsivesupport.(Inhishead,Michaelwouldbesavoringhisspreadsheet-to-be,becausehe’dknowthatdoingallof

thesethingswasgoingtocuthisoperatingexpensesbyatleastathirdasitboostedsales.)Michael’spresentationwouldmakeheadlinesineverycountry.Thepresswoulddebatethewisdom

ofDell’ssurprisingtransformation.AshappenedtoSteveJobswhenhereturnedtoApplein1997,somewouldattackMichaelforfailingtorealizethathewastheprobleminthefirstplaceandthatthecompanywouldbebestservedifhe’djuststaythehellout.OtherswouldpraiseMichael,sayingthathewastheonlypersonwhocouldrestorethemagicthathadbeenpartofDellwhenitwasyounger,feistier,androllingincash.Mostimportant,Dellwouldbeanewsstory.Itwouldn’tbeaimingtobe

“relevant”;itwouldbeaimingtomakehistory.Inaninstant,Dellwouldbeseenastherevolutionaryforceintechnology,defyingthedecades-long

trendthathasdraggedPCsintoadarkholefromwhichthereseemstobenoescape.Oh,andthentherewouldbetheticker-tapeparadedownNewYork’sCanyonofHeroes,followedby

CongresscancelingthenextelectiontoappointMichaelDellpresidentbyunanimousacclamation.

•••Now,backtoreality.Thepointofthisfantasyisn’tthatMichaelDellshouldreallydothesethings.

It’sthatminimizingcanbeatremendouslypowerfultool—butoftenrequiresgreataudacity.Onemusthavethedeterminationtotakeactionevenifthatactionmayupsetanumberofpeople.Unfortunately,thedesiretominimizedoesnotnecessarilycomehand-in-handwithintelligence.

Someofthemostbrilliantpeopleonthisplanetcan’tstopthemselvesfromovercomplicatingthewaytheydobusiness.Manybelievethatfillingalargegridwithproductsisthebestwaytowintheircustomers’hearts.Therealityisthatprovidingtoomanychoicesisaquickwaytodrivepeopletoconfusion.Minimizingisaboutbeingbothsmartandclear.Itsometimestakesstrengthtomakethenecessary

changes,butintheenditcreatesmoreeffectivecompanies—andmoreeffectiveleaders.

DeathbyaThousandCutsIgetthefeelingyoudon’thaveMichaelDell’sissues.Youprobablydon’tneedtoworryaboutbuildingtensofmillionsofcomputers.Morelikelyyourcompanyisconcernedwithbuildingideas,andyou’dprofithandsomelyfromafewreallygoodones.Youdon’tneedtominimizeaproductline—youneedtominimizeyourprocesses.Solet’sthankDellfordemonstratinghowtoclutterupaproductportfolioandbringbackIntelto

showushowtoclutterupagoodidea.Idon’tmeantobefacetious,butwedoowethesecompaniesadebtofgratitude.Becausetheyoperate

onsuchalargescale,theymakeiteasiertoseewhatcanhappenwhenComplexitygainsafoothold.AndthemoreawareyoubecomeofComplexity’sdeviousways,thebetterequippedyouwillbetocounteractthem.MyIntelexperiencecameasashock,asIarrivedatIntel’sagencyfreshfromthevastlysimpler

worldofApple.DuringmytimewithApple,theapprovalofanideameantthattheagencywasclearedtostartproduction.SteveJobstrustedtheagencytodoitsjob.Thenexttimehe’dseeuswasusuallywhenwereturnedtotheAppleboardroomtosharethefinishedads.Stevehadminimizedtheprocessesinvolvedincreativedevelopment.NosuchminimizationwasevidentintheworldofIntel,astheapprovalofanideawasreallyjustthe

firststeponalongandwindingroad.Thatcompany’ssystemindicatedalackoftrust,involvingaseriesofchecksandbalancesintendedtoensuresuccess.Infact,Inteldidn’teventrustitselftomakeadecision—itsetupanelaborateglobalsystemoffocusgroupstomakedoubly,triplysureitwouldcreatethebestpossiblead.SomeofthisresultedfromIntel’sglobalperspective.Itwaslegitimatelyconcernedthatitsadsbe

effectiveacrossmultiplecultures.Applehadsimilarconcerns,butitchoseasimplerroute.Ratherthanconsumingitselfwithinternationalfocusgroupsandlengthyanalyses,itwouldsimplygatheropinionsfromApplepeopleonthegroundindifferentcountries.Ifanyissueswerenoted,wecoulddealwiththem.Intel’srelianceonfocus-grouptestingwassimilartothatofotherlargecompanies.Itsresultswere

similaraswell—forthemostpart,itendedupwithadsthatweren’tterriblydistinguished.Thisisoftenwhathappenswhenworkishomogenizedinanattempttocreate“theperfectad”—theonethathitsoneveryimportantsellingpointandoffendsnoone.Adslikethismayproducethedesiredfeedbackinfocusgroups,buttheyoftenfailtomakeanemotionalconnectionwiththecustomer.AtApple,selectingthebestadswasalogicalprocess,evenifitdidinvolvesomepassionatedebate.

Intelligentadultswouldsitaroundtheboardroomtableanddiscusstheads’merits.(ExceptfortheonetimewhenSteve’sthen-nine-year-oldson,Reed,wasinvitedtoweighinonanewiMaccampaign.Helikedit.)WhenIsaythatIntelwasfondoffocusgroups,I’mactuallyunderstatingitsrelianceonthistool.

WhenweembarkeduponanewcampaigninIntel’sworld,hereishowthedevelopmentprocessnormallyworked:

Pickthetopthreecampaigns.Organizefocusgroupsinseveralcitiestotestallthree(internationally,whenrequired).Producethefavoredcampaign(andsometimesthesecond-favoriteaswell,asabackup).Retestthefinishedversionsofalladswithmorefocusgroups.Revisetheadsasnecessary,basedontheresearch.RuntheadsonTV.Re-retestthecurrentlyairingads,makingrunningchangesifneeded.

TestingwasareligiontoIntel,justasSimplicitywastoApple.Therelianceonfocusgroupswasbakedintothesystem,fromstarttofinish.Researchlikethiswasamandatorypartofeverymarketingproject—anditcloggeduptheworksmightily.Intelhadbuiltacompleteglobalresearchgroupintoitsorganization,continuouslytestingcampaigns

allaroundtheworld.Atcriticalpointsintheprocess,wewouldbesummonedtoameeting,alongwithIntel’smarketingexecutives,togetthefullreport.Theresearchpeoplebeamedwithprideoversomeoftheirtests.Inone,theywouldreduceathirty-

secondcommercialtothirtyframes,oneforeachsecond.Afterthetestsubjectsviewedthespot,they’dtakethemthrougheachframetoseewhichonestheyremembered.Theresultwasagraphthatshowed,secondbysecond,howmemorabletheadwas.Thisallowedthemtopointoutexactlywheretheadneededtobe“beefedup.”Thistypeoftestseemstoimplythattheultimateadisonethathitsahighnotethroughoutitsentire

thirtyseconds,whichofcourseisnothowgoodstorytellingworks.ButthistypeofanalysiswaspartofIntel’sengineeringDNA,andthesemeetingswerebuiltintotheprocess.Goingunnoticedwasthefactthatmicroanalysisofthisnaturewaseatinguptimeandmoneyasitpushedtheworktowardmediocrity.ItalsoneverdawnedonIntelthatjustuptheroadapiece,atApple’sheadquarters,theseprocesses

wereabsent,yetApplewascontinuouslyturningoutaward-winning,highlyeffectivework.Intel’sapproachseemedbasedonthepremisethatasinglebadideawouldbringdowntheempire.

Apple’sapproachembracedtheideathatit’sokaytomakeamistake,thatit’sbettertoshootforthestarsandfallshortonoccasionthantoburdenitselfwithprocessesthatdrainthecreativityfromitsads.Thedifferencebetweenthetwocompanies’processeswastheabilitytominimize.Applehadit;Intel

didnot.SteveJobslookedatprettymucheverythingwiththeideaofcuttingitdowntoitsessence,whetherit

wasanewproductoranewad.Hehadaninstantallergicreactiontoanysuggestionthatmightaddalayerofcomplication—likeafocusgroup.

ChiatwasfortunatetohaveSteveJobsasaclient,amanwhoseloveofSimplicitywouldn’tallowoutsiderstoinflicttheirjudgmentonhisads.Forthosewhoareforcedtogothroughthefocus-groupprocess,havingapartnerontheclientsidewhosharesyourvaluesisthebestwaytopreventgreatideasfrombeingderailed.TheagencyGoodby,Silverstein&PartnersinSanFranciscohadafamous“focusgroupmoment”

whenittookovertheadvertisingforSaturn.ItcreatedagroundbreakingadcalledSheetMetal.Theentireadfeaturedhumanbeingsnavigatingtheroadwaysinplaceofcars.Onlyattheveryenddidarealcarappear,whentheannouncersaid:“Whenwedesignourcars,wedon’tseesheetmetal.Weseethepeoplewhomayonedaydrivethem.”Itwasacaptivatinganthem-likespot—anditbombedinfocusgroups.Mostcarcompanieswouldprobablyhavekilleditasaresult.Fortunately,theagencyneverlostfaith,andithadaclientwhowaswillingtooverruletheresearch.Theadwentontoachieveextraordinarysuccess.ThosewhobelieveinSimplicitybelievethatgoodideasneedtobeprotectedfromthosewhowould

dothemdamage.Thebestwaytodothisistominimizetheprocessesthroughwhichtheseideasmusttravel.

Don’tBuryYourFactinFactsHumanbeingsareafunnylot.Givethemoneideaandtheynodtheirheads.Givethemfiveandtheysimplyscratchtheirheads.Orevenworse,theyforgetyoumentionedallthoseideasinthefirstplace.Minimizingisthekeytomakingapointstick.ThoughthisisCommonSense,itmayalsobethemost

violatedprincipleinmarketingoranyotherbusiness.Yourpointwillbemorequicklyunderstood,andmoreeasilyremembered,ifyoudon’tclutteritupwithotherpoints.Strangely,someofthemostbrilliantpeopleonearthsometimesneedtoberemindedofit.Evena

certainsomeonewhostartedthatupstarttechnologyoutfitoperatingoutofCupertino.AtoneagencymeetingwithSteveJobs,wewerereviewingthecontentofaproposediMac

commercialwhenadebatearoseabouthowmuchweshouldsayinthecommercial.ThecreativeteamwasarguingthatitwouldworkbestiftheentirespotwasdevotedtodescribingtheonekeyfeatureofthisparticulariMac.Steve,however,haditinhisheadthattherewerefourorfivereallyimportantthingstosay.Itseemedtohimthatallofthosecopypointswouldfitcomfortablyinathirty-secondspot.Afterdebatingtheissueforafewminutes,itdidn’tlooklikeStevewasgoingtobudge.That’swhena

littlevoicestartedtomakeitselfheardinsidetheheadofLeeClow,leaderoftheChiatteam.HedecidedthiswouldbeagoodtimetogiveStevealivedemonstration.Leetorefivesheetsofpaperoffofhisnotepad(yes,notepad—Leewaslaptop-resistantatthetime)

andcrumpledthemintofiveballs.Oncethecrumplingwascomplete,hestartedhisperformance.“Here,Steve,catch,”saidLee,ashetossedasingleballofpaperacrossthetable.Stevecaughtit,no

problem,andtosseditback.“That’sagoodad,”saidLee.“Nowcatchthis,”hesaid,ashethrewallfivepaperballsinSteve’sdirection.Stevedidn’tcatcha

singleone,andtheybouncedontothetableandfloor.“That’sabadad,”saidLee.Ihadn’tseenthatonebefore,soIratherenjoyedit.Anditwasprettyconvincingproof:Themore

thingsyouaskpeopletofocuson,thefewerthey’llremember.Lee’sargumentwasthatifwewanttogivepeopleagoodreasontocheckoutaniMac,weshouldpickthemostcompellingfeatureand

presentitinthemostcompellingway.Stevedidn’texactlybreakdownandpledgenevertoquestionusagain.However,hedidappreciate

thepoint.Lee’sdemonstrationlightenedthetoneoftheconversationandturnedthetideforus.Whenwelefttheroom,wehadthego-aheadforamuchsimpleradthantheoneStevehadinhisheadatthestart.Icouldn’thelpbuthaveflashesofthatmeetingwhenIfoundmyselfworkingatIntel’sagencyseveral

yearslater.Sittinginaneditroomlookingatthefinalversionofthefirstcommercialinournewcampaign,IgotahorriblefeelinginthepitofmystomachwhenIcountedthethingsintheadthatwewereaskingouraudiencetoabsorb.Thespotitselfhadfourtitlesspreadthroughout,eachonestatingaproductfeature.Then,attheendofthespot,ithadnotoneortwobutfourscreenscontainingtitlesandgraphicsthatwrappeditup.Atthismoment,IwishedLeeClowcouldstepinandthrowhispaperballsor,evenbetter,SteveJobs

wouldshowupandfiresomeone—exceptIrealizedthatthisparticularsomeonemightbeme.Stevewouldn’thavecaredthatwe’dtriedeveryargumenttomakethespotsimpler.Tohim,thatwouldonlymeanwe’dfailed.ButtherewasnoLeeorSteveinthisroom.Instead,therewasateamofexpertmarketersfromthe

clientandagency,mostofwhomweregivingthisadanenthusiasticthumbs-up.Andthatwasunderstandable.Therewasatleastoneelementintheretopleaseeverystakeholder,eachofwhomneededtoseeacertainmessageorlogoflashedonthescreen.Unfortunately,Simplicitycan’tjustswoopinlikeHanSoloandsavethedayattheeleventhhour.

Yourmessageneedstobeminimizedfromthestart.Peoplewillalwaysrespondbettertoasingleideaexpressedclearly.TheytuneoutwhenComplexity

beginstospeakinstead.

TheInexplicableUrgetoObfuscateMinimizingisonegoodwaytoturnacomplicatedthingintoasimplething.It’snothardtounderstandwhyacompanywouldpulloutallthestopstoaccomplishthis.What’sbafflingiswhyabigcompany,presumablywellstaffedwithsmartmarketingpeople,would

gointheoppositedirection,turningasimpleideaintosomethingperplexing.I’mtalkingtoyou,Microsoft.In2007IhadthepleasureofbeinginvolvedinthemarketingofMacOSXLeopard,whichwas

releasedabouttenmonthsafterMicrosoftVista.ThiswasterrifictimingforApple,becauseVistawasbombingandPCuserswerefleeingitindroves.ItseemedliketheperfecttimetosuggesttoPCusersthattheirbestupgradeoptionmightbetomovetoaMac.SothatIcouldmoreintelligentlywritethestory,IhadtoimmersemyselfintheworldofVista.MypointofcomparisonwastheLeopardupgrade,whichwasassimpleasupgradesget.Apple

offeredonlyoneversionofLeopard,costing$129.ThatversionranoneveryMacandmadeavailableeveryadvancedfeature.Vista,ontheotherhand,wasamadhouse.Therewerefourversionscoveringarangeoffeaturesanda

rangeofprices,from$200to$400.Theleastcapableversionwasover50percentmoreexpensivethanLeopard,andthemostadvancedversionwasmorethanthreetimestheprice.OntheLeopardside,theupgradeprocesswasthoroughlyminimizedtomakethingsbetterforthe

customer.OntheVistaside,theupgradeprocesswasdifficult—seeminglytomakethingsbetterforMicrosoft.

Butthatwasthenandthisisnow.SurelyMicrosoftlearnedfromitsVistaexperienceandhascreatedadifferentprocessforthosepurchasingWindows7,right?Well,Windows7hasindeedslimmeddownfromfourversionstothree,ranginginpricefrom$200to$300.Youstillhavetofigureoutwhichoneyouneed,andyou’restillpayingmorethanyouwouldforMacOSXLion,whichsellsforonly$30.SothemostcapableversionofWindows7nowcostsmorethantentimesthepriceofLion.Minimizingthechoicesprovidescustomerswithasimplerpath,abettervalue,andahappierframeof

mind.IttakesefforttocutoutthelayersofComplexity,sometimestremendouseffort—butasAppleknows,thepayoffisamorehonestandtrustingrelationshipwithcustomers.Thatrelationshiphaslastingvalue.Conversely,chargingexcessivepricesandofferingconfusingchoicesmakecustomersfeellikethey’rebeingsqueezedforeveryextradollar.Notagoodrecipeforlong-termcustomerrelationships.Ofcourse,thetimeforMicrosofttodosomethingwouldhavebeenbackattheverybeginning,when

itsplanwasjustafewscribblingsonawhiteboard.Onecanonlyimaginetheeffortitwouldtaketosetthingsstraightnow.Themoralofthestory:Whenindoubt,minimize.

Chapter4ThinkMotion

WhenSteveJobsreturnedtoApplein1997,thecompanywasincriticalcondition.AsStevewouldsayinalaterinterview,hisassessmentwasthat“Applewasaboutninetydaysfromgoingbankrupt.”Clearly,inSteve’smind,whathadtranspiredatAppleintheelevenyearsofhisabsencewasn’tall

thatsmart.Thankfully,allofthatwasbehindhimnow—exceptforonelittlebitofGilAmelio’squestionablejudgmentthatwasstillaliveandkicking.Asmanycompaniesdowhenfacedwithtoughtimes,Gilhadauthorizedhismarketingpeopletogo

lookingforanewadagency.Asifitwerehisagency’sfaultthatApplehadgottenitselfintothetroubleitwasin.SoasStevewassettlingintohisnewresponsibilities,itcametohisattentionthatApplewasinthe

midstofan“adagencyreview.”Atthispointintime,morethantwentyagencieshadsubmittedproposalsandthelisthadbeenwhittledtotwelve.Fromthere,theplanwastohavea“meetandgreet”witheach,narrowthelisttofive,thenletthemhaveabigshoot-outfortheprize.Itwouldhavetakenforever.Stevewouldnevertoleratesuchabig-companyprocess.AndAppledidn’thavethatkindoftimeto

waste.SohehitthisprocesswiththeSimpleStick,killingitinstantly.TheonlythingSteveagreedwithwastheneedtobounceApple’scurrentagency,BBDOLosAngeles.Afterall,BBDOwastheagencybroughtinbySculley—afterhefiredSteve’sagency,Chiat.Stevewantedtokeepthisprocessverysimple.Hewantedtoworkwithasmallteamofsmart

marketershecouldtrust.AndinkeepingwiththespiritofSimplicity,hewantedtoputtheplaninmotion.Rightnow.

SimplicityNeverStandsStillSteveputinacalltohisoldfriendLeeClowatChiatandinvitedhimforameeting.Leetheninvitedmetojoin,aswekneweachotherwellandIhadputineightyearsworkingwithSteveonNeXT.Thatfirstmeetinghadanairofhistoryaboutit,becauseSteveandLeehadbecomeoneofthemore

famousduosinadvertisingwhentheylaunchedtheoriginalMacintosh—andheretheywere,readytotalkaboutjoiningforcesagain.Theysharedamanhugandthemeetingbegan.Basically,SteverecappedApple’ssituationandtalkedaboutfixingAppleonestepatatime.Thebiggestproblem,ofcourse,wastheproductline.WhathetolduswasconsistentwithwhathehadsaidinaBusinessWeekinterviewrightbeforehe’dagreedtoreturntoApple:Theproductssuck!There’snosexinthemanymore!

Stevedidn’tjusthandhisbusinesstoChiat.Hewasgoingtomakeusworkforit.HehadreceivedaninterestingpitchviaFedExfromArnold,acreativeagencyinBoston,andhewasn’tcountingthoseguysout.Hewantedhismarketingpeopletofeelgoodaboutthechoicetoo,soheaskedustothink

aboutApple’schallengeandcomebackwithsomeideassoon.Therelationshipshiftedintohighgearthatdayandhasn’tstoppedmovingsince.TherewasalotofexcitementwithinChiatabouttheideaofgettingApplebackasaclient.The

agencyhadbeenfiredyearsbeforewhenSteveleftApple,andmanyintheadindustryhadseenthatasagreatinjustice,giventhespectacularworkChiathaddoneoveraperiodofyears.Thiswasachancetosetthingsright.LeeputtogetheratalentedteamthatincludedRobSiltanen,whoatthetimewastheleadcreativefor

theagency’sNissanwork.IhadatonofrespectforRob,aswehadpreviouslyworkedtogetheronAppleatBBDOduringtheSculleydays.TheChiatteamcreatedsomevideostoexplorepossibledirectionsforanApplebrandad.Since

Apple’sverysurvivalwasanissue,onevideoimaginedwhattheworldwouldbelikeifthecompanyweretodisappear.ItshowedpeopletakingdownApplesignage,closingupshops,etc.,afterApplehadmetitsimaginaryend.ItspointwasthatwithoutApple,theworldwouldloseapowerfulallyofcreativity.Itwastrue,butnotuplifting.AnotherwasanearlyversionoftheThinkdifferentcommercialaboutthe“crazyones”whochangetheworld,settotheSealsong“Crazy.”Chiat’sthinkingwasenoughforSteveandhismarketinggrouptofeelthelove.Theagencywassoon

signedupasApple’sofficialmarketingpartner.TheworkwehadalreadysharedbecamethestartingpointfortheThinkdifferentcampaignthatwouldplaysuchabigroleintheresurrectionofApple.Thereallycrazypart(crazyinagoodway)isthatabsolutelynoneofthiswouldhavehappenedhad

Stevenotblownupthesnaillikeagencysearchinprogress.Heputtheprocessonfast-forwardandgottheworkhewantedontheairinthetimethatAmelio’screwmightstillhavebeenhavingmeetandgreetswithcandidateagencies.Simplicityisabigfanofcontext.EvenifStevehadthoughtatraditionalagencysearchwasavalid

waytodobusiness(whichhedidn’t),hewouldneverhaveconsentedtoitgiventheurgencyofthesituation.CommonSensesaiditwastimetoacceleratethedecisionprocessandrelyonhisbestavailabletool:asmallgroupofsmartpeople.

TheSmartTimelineProjecttimelinescomeinseveralvarieties.Theycanbeleisurely,compressed,relaxed,orimpossible.Thoughitmaydefylogic,theeasiestwaytoscrewupaprojectistogiveittoomuchtime—enough

timeforpeopletorethink,revise,havesecondthoughts,inviteothersintotheproject,getmoreopinions,conducttests,etc.LeonardBernsteincapturedthisthoughtperfectlywhenhesaid:Toachievegreatthings,twothingsareneeded;aplan,andnotquiteenoughtime.

Nodoubteveryindustryhasitsown“perfect”timelinethatallowsittogetthebestresultswithmaximumefficiency.Inmyexperiencewithtechnologycompanies,Ifoundtheperfectprojecttimetobeaboutthreemonths.Thatwastheamountoftimeitwouldtakeustogetfromoriginalbriefingtofinal,finishedworkgoinglive.Withinthatschedulewewoulddevelopideas,sharethemwithclients,respondtocommentsorconcerns,andthenmoveintoproduction.Anylesstimeandwe’dcompromiseonquality.Anymoretimeandwe’dinviteoverthinking.Ifoundthistobetruewhetherwewereworkingwithdifficultclientswhoweren’tthemostbrilliantcreativejudgesorworkingdirectlywithsomeoneasmarketing-savvyasSteveJobs.Bernstein’squotecitestwoessentialelementstoachievinggreatness.ThoseapplywelltoApple’s

world,alongwithtwoaddendums.1.Aimrealisticallyhigh.WhenApplecreatedthefirstiPod,itdidn’tsetouttocreateaportableplayerthatcouldaccommodatemusic,movies,podcasts,andphotos.Itcreatedamusicplayer.Therestwouldcomelater.Inotherwords,don’toverreach—it’simportanttoachievegreatness,butyourprojecthastoendontimeanddeliverwhatyou’vepromised.(Obviously,youshouldn’tunderreacheither.Youcan’tbeso“realistic”thatyouproducesomethinglackluster.)

2.Neverstopmoving.Theprojectbeginsondayoneandshouldconsumepeoplefromtheget-go.Notime-outsallowed.Onlywhenpeoplearekeptinconstantmotiondotheystayfocusedwiththerightkindofintensity.Workisn’tsupposedtobeeasy;it’ssupposedtobegratifying—andkeepingtheteaminmotioniswhatgetsyouthere.

Applehasgrowntothepointwhereitdoesatremendousnumberofthingsatonce,andindoingsohasbuiltoneoftheworld’sgreatjugglingacts.Applelivesinconstantmotion,itneverstopsthrillingitsaudience,anditneverletsthingsgetold.Asfantasticasitsinventionsmaybe,Appleonlyoccasionallybitesoffmorethanitcanchew.Arefinedsenseofschedulingimprovedovermanyyearsiswhatallowsittopullthisoff.Concentratingonbuildingthebestpossible1.0productgivesAppleanumberofadvantagesbeyond

scheduling.Itnormallyallowsthecompanytocreateaproductthat’snotonlyrevolutionary,butilluminatesanevenmoreexcitingpathahead.Apple’sfirstmodernrevolutionwasiPod,the1.0versionofwhichwas(inhindsight)extremelylimited.Butitclearlypointedthewaytowarddifferenttypesofmediaandanewworldofaccessibility.AnothergoodexampleisiPhone.The1.0versionofthisproductdidn’tevensupportapps,which

quicklycametobethemostrevolutionarypartoftheplatform.TheoriginalideawasthatApplewouldsupportonlywebappsdevelopedinSafari.CreatingproductsthiswaygivesAppletheabilityto“recycle”itsleadership.Applecreatesthe

revolution,then—whileitscompetitorsworktocatchuptothe1.0version—it’salreadyatworkonthe2.0version.Whateverfeaturesmighthavebeencutfromtheoriginalideabecomepartofthestartingpointforthenextiteration.Yearafteryear,aslongasApplecontinuestoinnovate,ithastheopportunitytorenewitsleadership.Applegetsaninterestingmarketingadvantagefromthesecyclesaswell.SinceitfallsuponApple’s

competitorstoprovethey’vecreatedabetterdevice,theynormallygravitatetowardspecification-heavyadvertising.Theyfeelobligatedtopointoutthattheyhavemoremegapixels,moreUSBports,morewhatever.Meanwhile,Applecontinuestomarketitsproductsasitalwayshasinanemotional,humanmanner,pointingoutbenefitsratherthanspecs.Unlessitcurrentlyhasabreakthroughtechnology,Appletakesitselfoutofthespec-comparisongame—andmakesamoremeaningfulconnectionwithitscustomers.Ofcourse,asApplecontinuestodominateinacategorysuchasmusicplayersortablets,timeison

itsside.ThelongerpeoplelivewiththeiriPad,forexample,themorelockedintheybecomewiththeiPadecosystemofappsandaccessories.Simplicityishardtoleavebehind.

ThinkingDifferentvs.ThinkingCrazyThebestwaytoprovethepowerofSimplicityistogooutinthefieldandconductalittleexperimentusingthescientificmethod:

1.Selecttwocompaniesinthesameindustry,onedevotedtoSimplicityandtheotherburdenedbyComplexity.

2.Givethemthesameproject.3.Sitbackandwatchthefun.

Asfatewouldhaveit,Ifoundmyselfaparticipantinexactlysuchanexperiment,thoughadmittedlyIdidn’tknowitatthetime.Intwodifferentagencies,attwodifferenttimes,workingwithtwodifferentclients—AppleandDell—Iwaspartoftwoteamsgivenidenticalassignments.Wewereaskedtocreateanewbrandcampaign.Thebrand,asyouknow,isacompany’smostvaluableasset.Whenyouhaveastrongbrand,you’reat

thetopofthelistwhencustomersdecidetobuy.Notonlythat,butyourcustomerskeepcomingbackformoreandtendtospreadthegoodwordtofriendsandfamily.Ifyoudon’thaveastrongbrand—well,you’rejustoneofthemanysluggingitoutforcustomersdaybyday.Peoplemayseevalueinyourproductsforthemoment,butthey’lltossyouoverboardinananosecondiftheyfindabetterdealwithsomeoneelse.Mostimportant,astrongbrandislikecashinthebank.Whenpeopletrustabrandandseerealvalue

init,they’rewillingtopaymoreforit.Ifyouhaveastrongbrand,asAppledoestoday,youcanchargeapremiumpriceandpeoplewilllineuptopayit.Profitmarginsarehigh.Ifyouhaveamediocrebrand,theonlywaytoattractcustomersisbyloweringprices.Profitmarginsarelow.This,ofcourse,raisesaquestion:Ifbuildingagreatbrandissocritical,andbigcompanieshavethe

resourcestoinvest,whyisitthatsomearesuccessfulinbuildingalovedandrespectedbrandwhileothersseemtostrugglemightilyandnevergainground?Obviouslytherecanbehundredsoffactors.Buttherearecertainfundamentalsthathavetobein

place,organizationallyandphilosophically,ifacompanyistohaveanyhopeofsuccess.YoucanwalkthestraightpathofSimplicityorchoosethedark,windingroadofComplexity.HereisacomparisonbetweenmytwosimilarlyconceivedadventuresinbrandingwithAppleand

Dell:Applesetouttocreateabrandcampaignin1997.Dellsetouttocreateabrandcampaignin2008.

Applewantedtostartitscampaignimmediately.Dellponderedaschedulethatwouldtakemonths.

Apple’sbrandteamwasledbyitsCEO.Dell’sbrandteamwasledbyacommittee.

Appletrustedasmallgroupofsmartpeople.Delltrustedasmallgroupofincompatiblepeople.

Appleknewexactlywhoitwas.Dellneededtofigureoutwhoitwas.

SteveJobswasanactiveparticipant.MichaelDellwouldlookinwhentheprojectwascomplete.

Apple’sbrandteamrequiredonlytheCEO’sapproval.Dell’sbrandteamrequiredeachdivision’sapproval.

Appletookamonthtoconceiveandcreateacampaign.Dellrequiredamonthjusttotalkaboutstrategies.

AppleendedupwiththeThinkdifferentcampaign.Dellendedupwithastackofpresentationboardsstoredneatlyinadarkcloset.

Dellshouldbegivencreditfortakingaboldstep.Itsbrandhadbeenweakenedovertheyears,anditwasoutofcharacterforthecompanytoembarkonanyplanthatdidn’tofferanimmediatereturnoninvestment.ThiswastobethefirstbrandcampaigninthehistoryofDell.Unfortunately,DellhadinvitedComplexityintotheorganizationmanyyearsearlier.Thetwobiggest

divisions,ConsumerandCommercial,hadbecomeseparatekingdoms.EachhaditsownP&L,itsownsetsofpriorities,evenitsownDelllogo.(Oneofthegoalsofthebrandeffortwastocreatealogothatwouldbeacceptabletobothdivisions.)Dellformedacommitteetomanagethecreationofitsbrandcampaign.Theword“committee”isnot

usuallyassociatedwithsuccessfulcreativeendeavors,andthisprojectdidnothingtochangethat.TheConsumerandCommercialdivisionswerebothrepresented—buttheywererepresentedbytwoswornenemies.(Theirrivalryhadpreviouslybecomesointense,managementhadactuallysentthemtocounseling.)WhereasallparticipantsinApple’sbrandprojectwerefocused100percentonpromotingthehigh-

levelbrand,participantsintheDellinitiativewereatleastasconcernedwiththespecialinterestsoftheirowndivisions.Eachsidewasloathtograntconcessionstotheother.Infact,justafewweeksintothemission,whilewewerestilldiscussingstrategicdirections,oneparticipantconfidedthathehadnointentionofacceptingthecommittee’srecommendation.Hisdivisionwasfiringonallcylindersandhewouldn’tchangeforanyone.Asyoucanimagine,suchattitudeswouldneverhavesurvivedinApple’sworld.Stevelaidouthis

vision,andallparticipantswerealignedwithit.HadMichaelDellbeenintheroomonthatfirstdaytoreadhisteamtheriotact—tosayhowembarrassingitwasthattheycouldn’tevenagreeonalogoanddemandthateveryoneputtheirdifferencesasidetobuildaunifiedDellbrand—itmighthavebeenadifferentstory.Butthatdidn’thappen.Soitcameasnosurprisewhen,overaperiodofseveralmonths,Dell’sbrand

teammeetingsbecamefewer,untiltherewerenoneatall.Applegotitrightbyempoweringasmallgroupofsmartpeopleandcreatingaschedulethatdidn’t

allowtheprocesstostagnate.WiththefullparticipationofSteveJobs,wemadedecisionsquickly.WewentfromzerotocampaigninlesstimethanI’deverseenitdonebefore.Simplicityisafundamentalrequirementwhenyou’retryingtoachieveloftygoals.AsDell

discovered,afractured,leaderlessgroupwithoutanurgentmandateisSimplicity-proof.

TheSearchforMicrosoft’sValuesJustabouteverycompanyhasamissionstatementofsomesort—anofficialsetofwordsthatdescribeswhoitis,whatitdoes,anditsreasonforexisting.Mostagencieswouldconsiderhavingthisdocumenttobeanessentialfirststeptowardcreatinganeffectivebrandcampaign.YetnooneeverbotheredtoaskSteveforamissionstatementbeforewecreatedtheThinkdifferent

campaign.That’sbecausehehadalreadygivenusabriefingfromtheheart,andeventhoughthecompanywasinserioustrouble,itsbrandessencewaswellknown.Ifanyonehadaskedhimtohandoversuchadocument,Stevewouldprobablyhaveconsidereditbig-companybehavioranyway.Wemightevenhavebeenfortunateenoughtoseehis“rotatingturret”inaction.WorkingwithDellwasadifferentstory.Thiswasacompanythatwasn’tverygoodatdescribing

itself.Haditbeenabletoarticulateitsbrandessence,wecouldhavebegunworkingonabrandcampaignimmediately.Instead,wehadtospendthefirstfewweeksofourbrandprojectfiguringoutwhoDellwantedtobe—becausewhoitwasatthemomentwasn’tworkingtoowell.Microsoftisanothercompanythat’sdoneitsshareofflounderingovertheyears.LikeDell,itstarted

outsettingtheworldonfire,thensomehowlostitsdirection.It’sstillhugeandhighlyprofitable,butmanyofitscustomerswouldprobablyfinditdifficulttodefinetheMicrosoftbrandtoday.Whileitwasoncetheinnovatorandsetterofstandards,Microsofthaslaggedbehindasrevolutionshavesweptboththesmartphoneandtabletcategories.Thissadstateisreflectedinitsstockprice,whichhasbeenstagnantforoveradecade.Microsoft’smarketinghasbeenspottyforatleastaslong.Onceinawhileitmanagestostrikea

chord,thenbeforeyouknowit,itembarrassesitselfwithsomethinglikethe“legendary”pairingofBillGatesandJerrySeinfeldinaseriesofTVcommercials.Effortslikethesefallflatandleavepeoplescratchingtheirheads.Microsoftdidn’tsproutthesemarketingproblemsovernight.It’sbeenbattlingthemforyears.A

formermarketingmanagerforMicrosofttellsastoryaboutacriticaltimeinthecompany’spast,whennewlayersofComplexitycausedittodrift.Forthesakeofourtale,let’scallhimBrian.Whenhejoinedthecompany,Briantrulylovedhisjob.WhathelikedmostaboutMicrosoftwasthat

“theydidthings.”Thatis,thecompanyunderstoodthatitwaspartofafast-movingindustryanddidn’twastevaluabletimegettinghungupondebate.LikeApple,Microsoftunderstoodthevalueofstayinginmotion.Itwasbrashtoo.Theexecutiveteamknewitcouldexecutefasterandsmarterthanitscompetitorsandconsideredthisoneoftheirgreatstrategicadvantages.BrianlovedthisaspectoflifeatMicrosoftbecauseitwasinsuchdirectcontrasttohisexperience

withHPwhenheworkedwithitsadagency.HehadobservedthatatHP,processhadbecomemoreimportantthanprogress.“Itwasallaboutwhenthenextmeetingwasgoingtotakeplaceandwhatkindofmuffinsmightbeservedwiththecoffee.ThereseemedtobemoreconcernaboutHPthanwhatwasgoingoninitscustomers’world,”hesaid.ItwastheDepartmentofJusticeinvestigationofMicrosoftthatsuckedthelifeoutofthecompany

overatwo-yearperiodstartingin1999.Fearfulthatitmightrunafoulofgovernmentinvestigators,thecompanybecamelistlessinitsmarketingefforts,withnocleardirectionforward.AfterAttorneyGeneralJanetRenotookMicrosofttocourt,BobHerbold,thenMicrosoft’sCOO,

calledameetingofthemindstocalmpeopledownandgeteverybodyonthesamepage.Theattendeelistwasawho’swhoofMicrosoftcommunications,includingthecompany’schief

counselanditsheadofPR.Atonepoint,anexecutivewithresponsibilitiesincommunityaffairsstooduptospeakhermind.Shepaintedapictureofagreatcompanyunfairlytarnishedbythepress.Microsoftwasdoingmanygoodthingsinthisworld,shesaid,andthegovernmentsimplydidn’tappreciatethis.ThesituationwasfrustratingtoallofthosewhobelievedinthegoodnessofMicrosoftandthevaluethiscompanybroughttotheworld.Herspeechbuilttoacrescendo.“Theythinkwe’reuptonogood,”shesaid.“Theydon’trealizethat

Microsoftisaboutpositivethings.Weneedtohelpthemunderstandwhatourvaluesare.”Shepausedbriefly,allowingthatthoughttoresonateintheroom.Thenshelookedstraightatthe

communicationsteamandsaid:“Whatareourvalues?Aretheywrittensomewhere?Doesanyonehavethem?”Inotherwords,thewayforwardwasforMicrosofttoexpressitsvaluestotheworld—butevenasa

Microsoftexecutive,shewasn’tawareofwhatthosevaluesmightbe.Therewasnomagicdocumenthiddenonanyone’scomputereither.Thecompany’svalueshadneverbeencodified.Fromthatpoint,ittookMicrosofteighteenmonthstostudyitself,crystallizeitsvaluesanddecide

whatitstoodfor.ItmighthavebeenbecauseoftheDOJlegalaction,oritmighthavebeenbecauseofMicrosoft’s

inabilitytomaintainitsfocus—whateverthecause,Microsofthaddevolved.Ithadchangedfromacompanythatmovedatlightspeedtoacorporatebehemoththathadsomehowlosttheabilitytoturnwordsintoaction.ItwasafrustratingtimeforBrianandhisteam.ButthingswerelookingupforComplexity,which

sawitsopeningandwentforit.SuddenlylackingconfidenceinMicrosoft’sinternalmarketingteam,SteveBallmerlookedoutside

thecompanytomeetthismarketingchallenge.HeturnedtopollingexpertMarkPenninWashingtonDCtodevelopapositioningthatwouldcounterthegrowingpublicimageofMicrosoftasadangerousmonopoly.PennwasgiventheauthoritytodevelopasofterimageforMicrosoftanddirectedthemarketingteamtomoveinawholenewdirection:TheMicrosoftbrandwouldbeabout“kids,puppiesandsmallbusinesses.”Inaccurateastheimagewas,itdidfollowacertainlogic.IfMicrosoftwishedtobeseenasasofter,

friendliercompany,Pennknewthatkidsandpuppieswereslamdunks.AnewemphasisonsmallbusinesswouldlogicallycounterMicrosoft’simageasadark,dominatingforce.Brian’smarketingteamwasstunned.Asfarastheycouldtell,theydidn’thavethestoriestosupport

thenewpositioning.Smallbusiness,yes.Butkidsandpuppies,no.TheclosestthingtheyhadtoayouthstorywasMicrosoft’sK–12educationsoftwaremarketingprogram,whichrepresentedonlyatinyfractionofMicrosoft’smarket.BrianwasresponsibleforthemessagingtoallofMicrosoft’scustomers,andthewarm/fuzzyapproachseemedterriblyoutofplace.However,themarketinggrouphadnowbeenexpandedbyone—anoutsiderwhoseexpertisewasnotinmarketing—andthingswouldneverbesimpleagain.Brian’sexperiencecontinuedtospiral.Hefoundhimselfhavingtorepresentideashedidn’tbelieve

in,which,asweknow,isagrossviolationoftheprinciplesofSimplicity.BrianfoundhimselfpresentingMicrosoft’snewkids-and-puppiesbrandtoameetingofDClobbyistssummonedtoMicrosoft’sheadquarters.Itwasanall-starcastofextremistsonbothsidesofthepoliticalspectrum,includingRalphReedfromtheChristianCoalitionandVictorFaziofromtheleft.Underpressure,Microsoftwasforcedtobecomean“equalopportunity”kindofcompany,offendingnoone.Brianwasdispatchedtostandupandsay,“Hereareournewtechnologies,here’swhythey’regoodforAmerica,here’showwe’recommunicatingourideastoeveryone.”Whenheleftthatmeeting,Brianfeltlost.Heactuallycalledhisdadtosay,“IfeellikeI’mworking

foratobaccocompany.”Hedidn’tfeelgoodabouthimselforhissituation.It’salwaysshockingtolearnthatacompanyassuccessfulorinfluentialasMicrosoftorDellcanrun

intotroubletryingtodefineitself.Butthat’sthekindofconfusionthatresultswhenbigorganizationsgetbigger—andpeoplelosesightofwhatmakesthingssimple.

Chapter5ThinkIconic

TheThinkdifferentcampaignconsistedofaseriesofimagesofpeoplewhochangedtheworldby“thinkingdifferent.”Onanongoingbasis,theagencyhadmanymemorableconversationswithSteveJobsaboutthetypesofpeoplewemightfeature:scientists,astronauts,singers,directors,musicians,athletes,mosteverytypeofperson,livingordeceased.Oncewe’dsettledonaperson,we’dthentakealookatthedifferentimagesavailable,searchingfortheonetrulyiconicshot—theonethatwouldconjureupamentalimageoftheperson’slifeoraccomplishments.Forme,theprocessitselfconjuredupanimagefromjustafewyearsprior,whenIwasworkingwith

SteveonNeXT’smarketing.WhenhewasexplainingthepotentialimpactofNeXT’srevolutionarysoftware,he’doftenmakereferencestoiconicpeopleorperiodsinhistory.HewouldmentiontheIndustrialRevolutiontomakeapointaboutthepotentialimpactofNeXTtechnologyincreatinganewfoundationforbuildingsoftware.HewouldmentionShakespeare,whoseentirecollectedworkswereincludedontheNeXTComputer.He’dbringupHenryFordashedescribedtheamazingroboticfactoryhe’dbuilttomanufacturehisnewcomputers.ThatmentalconnectionbetweenhisnewdaysatAppleandhisformerdaysatNeXTmademe

rememberanexperienceatNeXTthatIcouldonlyappreciateinretrospect.Itwasthesummerof1993,atleastacoupleofyearsbeforeStevewouldstartplanninghiswayback

toApple.I’darrivedatNeXT’sRedwoodCityofficesearlyforacreativemeetingandwasfortunateenoughtogetsomeprivateStevetimeinhisofficepriortoourmeeting.Inthosedays,NeXTwasinaconstantstateofstruggle—butatleastitwassupposedtobeinastate

ofstruggle.NeXTwasastart-uptryingtoconvincethecorporateworldthatitneededadifferentkindofcomputer.Apple,ontheotherhand,hadnogoodexcuseforitssorrystate.IthadfloatedforawhileafterStevehadbeendrivenaway,butnowthenegativenewsstorieswerebecomingmuchmorefrequent.EchoinginmyheadasIsatwithStevewasthelatestbadApplereport,whichI’dheardonmycar

radiojustanhourearlier.Apple’sshareshadplummeted23percentafterithadannouncedthelargestquarterlylossinthecompany’shistory.Inadditiontotheearningshit,Applewasalsoannouncingarestructuringplanthatwouldresultin2,500workersbeinglaidoff.Itwasadevastatingdayfortheoncehigh-flyingApple,pushingthecompanyclosertothebrink.IwasworkingontheassumptionthatbecauseStevehadbeenthrownoutofthecompanyhe’dbuilt

fromscratch,aplacewherehehadinvestedallofhisemotions,hemightholdabitofagrudge.ButIwaswrong.Thoughtlessly,ImadeasnideremarkaboutApple’smisfortune.RatherthangivingSteveanykindofsatisfaction,ittookthewindoutofhissails.Hewentsilentandstareddownathisdesk.Hewasgenuinelydepressed.“Yeah,it’sreally,reallysad,”wasallhecouldsay,almostinawhisper.IrealizedthatrevengeagainstApplewasnotonSteve’sagenda.Instead,Isawafathersharingthe

painofhischild.Itdidn’tmatterthattherehadbeenasplitinthefamily—theywerestillfamily.Steve

hatedtoseeApplegoingdownhilllikethat.I’dthinkaboutthatdayatNeXTwhenwewerehavingthoseearlyThinkdifferentconversationsat

Apple.ItwasinterestingtothinkthatI’dseenStevewatching,powerless,asApplewashurting,painedthathecouldnothelp—andnowhewasbackwherehebelonged.Thecompanythathadoncedecideditdidn’tneedhimanymorenowsawhimasitslast,besthope.Steve’sfascinationwithhistoryandhisappreciationforiconicimageswouldfigureprominentlyin

theworkthatlayahead.

TheSeedofApple’sRebirthSteve’sreturntoApplein1997madeheadlines,asanynewsaboutStevewouldmakeheadlines.Afterall,he’dbecomeanicontoo.AndhisreturntoApplewasoneofthejuicierStevestoriestoappearinmanyyears.Ithadabitofeverything:theriseandfallofagreatAmericancompany,adealworthtensofmillionsofdollars,somebrewingalliancesandconspiracies.Atthispoint,StevehadbeenabsentfromAppleforelevenyears,andithadbecomeextremelyclear

whathehadtakenwithhim:thecompany’sheart.WithoutStevetopersonallyguideandinspirethecompany,itwassimplyrunningonfumes.EachnewCEOhadtriedtoreinvigorateApple,butnonecameclose.Applewaslosingitsidentityasacreativeforce.MyfirstassociationwithApplewasduringthetimeofSteve’sabsence,whenJohnSculleywasCEO.

Asmentionedearlier,onceSculleyhadpushedSteveoutofthecompany,hehadwastednotimeinreplacingSteve’sagencywithhisown.ChiatwasoutandBBDOwasin.BBDOquicklyhiredChiat’sSteveHayden,whohadbeenresponsiblefortheamazingadvertisingthatlaunchedtheoriginalMacintosh,toleaditscreativeteam.AndHayden,blesshisheart,allowedmetofulfillmydreamofbecomingawriterforApple.ButthiswasSculley’sApple,notSteveJobs’s.AfterameetinginCupertino,oneofApple’sseniormarketingpeoplehadgivenmehisassessmentof

whatlifewaslikeinsideApplewiththenewCEO.“It’slikeSculleymovedintoahousethatwasallsetup,withnicefurnitureineveryroom,”heexplained.“Thingswerefineforawhile,butthenyou’dnoticethatfamiliarthingswerenolongerwhereyouthoughtthey’dbe.Orthedrapeswouldgetchangedtosomethingthatdidn’tmatchtheroom.Oryou’dnoticesomemovingguyscarryingasofaawayandyell,‘Hey,wait,that’smyfavoritecouch!’buttheydidn’tlisten.Prettysoon,thewholeplacestartedtofeeldifferent.Itwasstillthesamehouse,itjustdidn’tfeellikehomeanymore.Andyourfriendsdidn’twanttocomeoveranymorebecauseitwasn’tasmuchfunasitusedtobe.”Well,nowStevewasback.Somebelievedthathewasliterallytheonlyhumanbeingonearthwho

couldhavesavedApple,thatonlyhecouldinspirethecompany’semployeestogreaterheights.However,othersweren’tquitesoconvinced.BasedonhispastperformancesatAppleandNeXT,thereremainedtheveryrealpossibilitythatevenStevecouldn’tpullApplebackfromthebrink.ThechallengefacingStevewasalmostunimaginable.Hehadreturnedtobecometheleaderofa

brandthathadliterallyignitedthepersonalcomputerrevolutionbutwasnowindangerofbecomingirrelevant.EvenmanywhohadoncefollowedApplereligiouslyhadgivenuphope.Steveneededtomakethecompanycommandattentionagain.HeneededtoreassuretheworldthatApplehadn’tlostitsabilitytoinnovate.HeneededtoreanimatethespiritthathadcreatedtherevolutionofMacintosh.OnecanonlyguesshowApplemighthavefaredhaditdecidedtobringinsomeotherCEOtotackle

itsproblems.Normally,whenacompanyissoclosetodisaster,managementcirclesthewagonsandinsistsonmakingwhatevercutbacksarenecessarytostopthebleedingwhiletheyfigureouthowtorestoreprofitability.Thatwasn’tSteve’sapproachatall.

Stevewaswillingtoinvest—notjustinrebuildingApple’sproductportfolio,butinrebuildingitsimage.HewassopassionateaboutsavingApple,itwaseasyfortheagencytogetsweptupinhisplans—evenifwehadtogomoreonfaiththanonreality.Wehadafront-rowseattothefamousSteveJobsrealitydistortionfield.Asmentionedinthepreviouschapter,itwasinourfirstmeeting,whenLeeClowandStevewerejust

exploringtheideaofunitingonceagain,thatStevelaidthegroundworkforwhatwouldbecomeourfirstassignment.HewasclearthatthiswasaperiloustimeforApple,andthatthecompanyhadbeendyingofneglect.TheprevioustenantsdidnotunderstandtheessenceofApple,nordidtheyhavethevisionthatcouldrestoreittohealth.ThoughSteve’smissionwastosaveApple,hethoughtofitinevengranderterms.Hebelievedthat

Appleoccupiedaveryspecialplaceintheschemeofthings,especiallywhencomparedtotheIBMsandHPsoftheworld.Inhismind,weweren’tjustfightingforApple,wewerefightingforthespiritofcreativityandinnovation.IfApplewastodisappear,hebelievedthatthosesacredvalueswouldbeleftwithoutachampioninthecomputercategory.ThebiggestproblematthattimewasthatApple’sproductswereentirelyunthrilling.InSteve’s

absence,Applehadbeenunwillingtogiveupthedreamthatitcouldonedaybeembracedbybusinessusers.Sothenon-Stevemanagementhadshiedawayfromtheideaofmakinganycomputerthatmightturnoffthebusinessleadersitwastryingtowoo.Totallyoutofcharacterwiththewaythecompanyhadstarted,Applewaslanguishinginmediocrity.

Salesweredown.Thereweren’tevenanyproductsonthedrawingboardwiththepotentialtoshakethingsup.Thecurrentproductlineupwasn’tcreatinglustinanykindofcustomer,businessorconsumer.InSteve’sbriefingtous,hepromisedthatthingswouldchange.Drastically.Heaskedustobelieve

thatApplewasgoingtoreturntogreatnessbymakinggreatproducts.Thatwasagiven.Hisdesignteamswerealreadyworkingonthat.OurchallengeasanagencywastoprojectapositiveimagetotheworldandreintroducethespiritofApple.Therewouldbeatleastasix-monthperiodbeforethefirstofSteve’snewproductsrolledoffthe

assemblyline.Duringthattime,hewantedtostartacampaignthatwouldlaythefoundationforApple’scomebackandsetthestagefortheinnovativeproductstocome.Target-wiseAppleneededtoreachthreedifferentgroupsofpeople.Firstwerethosewhoremembered

thegreatAppleofoldbutwhoseopinionsofthebrandhadfadedalongwithApple’ssuccess.Secondwasthenewgenerationofuserswhowereyoungenoughthatthey’donlyknownoneApple—theanemicone.Third,andeverybitasimportant,wereAppleemployees.Theywereinseriousneedofsome

inspirationafteryearsofbadpress,asuccessionofineffectiveCEOs,andalackofinnovativeproducts.Evenso,Stevewasupbeataboutwhathe’dfounduponhisreturn.Despitethetoughyears,alotoftalentedpeoplehadstayedatApplebecausetheybelievedinit,andtheywerejustwaitingforthechancetohelpmakeitgreatagain.StevebelievedthatagreatbrandcampaignwouldservetorejuvenatethespiritofAppleinsidethecompany.Knowingthatcoolnewproductsweretocome,weweretocreateabrandcampaignthatwouldserve

asthefoundationforApple’snewwaveofinnovation.WewouldtelltheworldwhatApplestoodforandlettheproductsthatfollowedbecomethephysicalmanifestationofApple’sbrand.Wedidn’tknowanythingabout“thinkingdifferent”atthispoint.Wejusthadtostartthinking.

ThinkDifferent:BirthofanIconicCampaign

Aspreviouslynoted,LeeClowandSteveJobsrepresentedoneofthemostfamousclient-agencypairingsofalltime.Togethertheyhadcreatedsomeoftheworld’sbest-knownandmostrespectedadvertisingefforts.Youcouldseethattheyhadgreatmutualadmirationsimplybythewaytheyinteracted.Andtheyhadplentyofgoodreasonstoadmireoneanother.Chiat’sworkinlaunchingMacintoshin1984wasashistoricasthecomputer.Applecapturedthe

world’sattentionwithitsgroundbreakingtechnologywhileChiat’sadvertisingboosteditsownimageasaWestCoastcreativepowerhouse.ThepieceswerecertainlyinplaceforStevetogetthebrandcampaignhehopedfor.Nowhehada

greatagencythatsharedhispassion,theguidanceofLeeClow,andanenergeticcastofcharactersforwhomthiswouldbealaboroflove.Whilesomeagenciesthinkofabrandcampaignasanopportunitytoinventanewpersonalityfor

theirclient,ourtaskwithApplewastosimplyshinealightonthespiritthatwasalreadythere.Theadshadtobeauthentic.IfthisworkwastotrulydefineApple,weknewthatthe“bigidea”couldn’tbecomplicated.Ithadtobedirect,tothepoint,andsimple.SteveJobshadalreadygivenusallthebriefingweneeded.Applehadalwaysbeen“different”—but

whatdroveithadneverchanged.ThesamespiritandvaluesthatcreatedMacintoshin1984wouldleadAppletocreateamazingproductsin1998andbeyond.Applewasn’tforeverybody;itwasforthosewhovaluedcreativethinking.AstheChiatteamgeneratedideas,twowordsmadeeveryonetakenotice:“Thinkdifferent.”While

everywriterintheroomwouldhavelikedtotakecreditforthephrase,itwasactuallytheworkofartdirectorCraigTanimoto.Inthosetwowords,CraighadmanagedtodescribetheessenceofApple.ThosewordswouldnotonlystrikeachordwithApple’scustomers,theywouldserveasabattlecryforitsemployees.Ifyoubelievethatgreatcompaniesarefoundedonasetofvaluesthatremainconstant,thenthe

perfectthemelineisonethatyoucouldattachtothecompanyatanypointinitshistory.Ithinkthat’swhatIlovedmostaboutthewords“Thinkdifferent.”IcouldimaginethemhanginginthegaragewhereJobsandWozniakhadcreatedtheirfirstcomputeraseasilyasIcouldimaginethemdrivingthecompanyinthepresent.Butthewordsbecameevenmorepowerfulwhencombinedwithimagesofpeoplewhosethinking

hadtrulychangedtheworld,likeAlbertEinstein.Theyseemedtobothdescribehislifeandcelebrateit.ThiscombinationofwordsandimagesgaveAppleacompellingwaytorelaunchitsbrand.Youcantellalotaboutsomeonebythepeopleheorsheadmires,andthatwouldbethephilosophyof

ourcampaign.BycelebratingthelivesofthosewhoinspiredApple,Applewouldbetellingtheworldexactlywhatkindofcompanyitis—withoutusinganymorewordsthan“Thinkdifferent.”Wewouldn’tbechurningoutads.Instead,we’dbecraftingpostersthatpaidtributetoApple’sheroes.Wewouldchooseiconicfigureswhosteppedoutsidetheboundsofconventionalthinkinginmany

differentpursuits,includingscience,business,sports,andthearts.WewouldfeaturepeopleasdiverseasAlbertEinsteinandJimHenson,AlfredHitchcockandtheDalaiLama,BobDylanandMartinLutherKingJr.TheThinkdifferentadswereavividreminderthatasingleiconicimagecanbethemostpowerful

formofcommunication.Aswedevelopedthecampaign,eachadconsistedofoneblack-and-whiteportraitofanApple“hero,”bleedingoffallsidesofthepage,withnothingmorethantheApplelogoandthewords“Thinkdifferent”placedtastefullyinacorner.Ontelevision,thecommercialthatlaunchedthecampaignsimilarlyusedblack-and-whitefilmclipsthatcapturedthespiritofeachindividual.OverthisseriesofimagesRichardDreyfussreadascriptthatpraisedthe“crazyones”who

daredtoseethingsdifferently.TheThinkdifferentcampaigncouldn’thavebeensimpler.Nomatterwherethoseblack-and-white

imagesappeared—inmagazines,onposters,andonbillboards—theyregisteredwithviewersinananosecond.NottoomanypagesagoItalkedabouthowimportantitisfortheultimatedecisionmakertotakean

interestintheprocess.InthemakingoftheThinkdifferentcommercial,SteveJobsraisedthebarforCEOinvolvement.WewerestillworkingonthefinaleditoftheadinLosAngelesthenightbeforeStevewastounveil

thecampaignduringa9:00a.m.meetingofhisglobalmarketingteamatApple.So,severalhundredmilesnorth,Stevewassittingathomereviewingeachversionwecreateduntilwefinallyfinishedthejob—at3:00a.m.GiventhatinthosedayswepracticallyhadtodeliversuchthingsbyPonyExpress,thiswasbarelyenoughtimetogetthefinalversiontoSteveforhispresentation.WewerealsoracingadeadlinewithABC-TV,whichwasgoingtoshowtheadduringthenetworkTVdebutofToyStoryonTheWonderfulWorldofDisneyafewdayslater.OnereasonwekeptSteveupsolatewasthatweweredebatingthechoiceofvoicetalentalmostto

thelastminute.Intheprecedingdays,wehadrecordedanumberofvoicesinaLosAngelesstudio,includingRichardDreyfuss,PeterGallagher,SallyKellerman,and(nokidding)PhyllisDiller.ButtheagencywasactuallypushingforavoiceI’drecordedupintheAppleauditoriumafewdaysearlier:SteveJobshimself.Moreonthislater—butafteralotofdiscussion,wechoseRichardDreyfuss.HenotonlybecameourvoiceforTheCrazyOnesbutperformedasthevoicetalentforafewMacadsthatfollowed.Afterthatverylatenight,anoticeablytiredSteveJobsshowedupforhismeetingthenextmorning.

Fortunately,atiredSteveJobswasmorerivetingthanmostwide-awakeCEOs.Hisintroductionofthecampaigntothisgroupisthoughtbymanytobeaperfectpresentationaboutthepowerofbrands.Consideringthatmarketingcanbeamurky,perplexingprofessionfilledwithopinionsandtheories,Stevemadeitsoundsimple.Here’swhathesaid:

Tome,marketingisaboutvalues.Thisisaverycomplicatedworld,it’saverynoisyworld,andwe’renotgoingtogetachancetogetpeopletoremembermuchaboutus.Nocompanyis.Andsowehavetobereallyclearonwhatwewantthemtoknowaboutus.

Now,Apple—fortunately—isoneofthehalfadozenbestbrandsinthewholeworld.RightuptherewithNike,Disney,Coke,Sony.Itisoneofthegreatsofthegreats.Notjustinthiscountry,butallaroundtheglobe.Butevenagreatbrandneedsinvestmentandcaringifit’sgoingtoretainitsrelevanceandvitality,andtheApplebrandhasclearlysufferedfromneglectinthisareainthelastfewyears.Andweneedtobringitback.Thewaytodothatisnottotalkaboutspeedsandfeeds.It’snottotalkaboutMIPSandmegahertz.It’snottotalkaboutwhywe’rebetterthanWindows.Thedairyindustrytriedfortwentyyearstoconvinceyouthatmilkwasgoodforyou.It’salie,buttheytriedanyway.[Audiencelaughs.]Andthesaleshavegonelikethis[down],andthentheytried“Gotmilk?”andthesaleshavegonelikethis[up].“GotMilk?”doesn’teventalkabouttheprice—matteroffactthefocusisontheabsenceoftheprice.Butthebestexampleofall,andoneofthegreatestjobsofmarketingthattheuniversehasever

seen,isNike.Remember,Nikesellsacommodity.Theysellshoes.AndyetwhenyouthinkofNike,youfeelsomethingdifferentthanashoecompany.Intheirads,asyouknow,theydon’tevertalk

abouttheprice.Theydon’tevertellyouabouttheirairsolesandwhythey’rebetterthanReebok’sairsoles.WhatisNikedoingintheiradvertising?Theyhonorgreatathletes,andtheyhonorgreatathletics.That’swhotheyare,that’swhattheyareabout.Applespendsafortuneonadvertising.You’dneverknowit....So,whenIgothere,Apple[had]

justfiredtheiragencyandwasinacompetitionwithtwenty-threeagenciesthat,youknow,fouryearsfromnowthey’dpickone.AndweblewthatupandwehiredChiat/Day,theadagencythatIwasfortunateenoughtoworkwithyearsago,whocreatedsomeaward-winningwork,includingthecommercialvotedthebestadevermade,1984,byadvertisingprofessionals.Andwestartedworkingwiththatagencyagain,andthequestionweaskedwas:Ourcustomers

wanttoknow,“WhoisApple,andwhatisitthatwestandfor?Wheredowesitinthisworld?”Andwhatwe’reaboutisn’tmakingboxesforpeopletogettheirjobsdone,althoughwedothatwell.Wedothatbetterthanalmostanybodyinsomecases.ButAppleisaboutsomethingmorethanthat.Appleatthecore,itscorevalue,isthatwebelievethatpeoplewithpassioncanchangetheworldforthebetter.That’swhatwebelieve....Andthatthosepeoplewhoarecrazyenoughtothinktheycanchangetheworldaretheonesthatactuallydo.Andsowhatwe’regoingtodoinourfirstbrandmarketingcampaigninseveralyearsistoget

backtothatcorevalue.Alotofthingshavechanged.Themarketisatotallydifferentplacefromwhatitwasadecadeago.AndAppleistotallydifferent,andApple’splaceinitistotallydifferent....Butvalues—andcorevalues—thosethingsshouldn’tchange.ThethingsthatApplebelievesinatitscorearethesamethingsthatApplereallystandsfortoday.

Andsowewantedtofindawaytocommunicatethis.AndwhatwehaveissomethingthatIamverymovedby.Ithonorsthosepeoplewhohavechangedtheworld.Someofthemareliving;someofthemarenot.Buttheonesthataren’t,asyou’llsee—youknowthatiftheyeverusedacomputer,itwouldhavebeenanApple.ThethemeofthecampaignisThinkdifferent,honoringthepeoplewhothinkdifferentandwhomovethisworldforward.Anditiswhatweareabout;ittouchesthesoulofthiscompany....IhopethatyoufeelthesamewayaboutitIdo.

SeeingtheBigPictureAcompanyfacingextinctionwillnormallydowhateverittakestokeepitselfalive—anythingexceptincreasingmarketingcosts,ofcourse.Afterall,it’sthelackofmoneythat’sabouttomakethecompanygobellyup.Sincemarketing

schemesdon’tusuallycomewithaguaranteedreturnoninvestment,theyrequirealeapoffaith—andfaithisahardselltomanagementduringacrisis.Soittakesalargedegreeofnervetopouragoodchunkofwhat’sleftintosomethingasintangibleas

anewbrandcampaign.Butthat’sjustwhatStevedid.Inacertainway,heseemedtofeelliberatedbyApple’spredicament.HemadeitclearthatApplecouldn’tbewithdrawingintoashellatatimelikethis—nowwasitslastchancetogetoutthereandputitsstakeintheground.Thecompanyhadtoinvestinitself.AndinvestStevedid.AshenotedwhenhepresentedtheThinkdifferentworktohismarketingteam,“Applespendsa

fortuneonadvertising.You’dneverknowit.”BythishemeantthatApplehadalargebudgetforadvertising,butithadsquanderedit.IthadletComplexitygetintheway.Applewastryingtoadvertisesomanyproductswiththatbudget,itwassayingahundredthingsquietlyinsteadofonethingloudly.

Overthecourseofthenextyear,IwouldmarvelathowboldSimplicitycouldbe.Ratherthanadvertiseavarietyofproducts,Steveinsistedthattherebeasinglefocusforeveryquarter.Thatfocuswouldbehighlightedontheapple.comhomepageanditwouldbethesubjectofalmostalloftheadvertising.Theeffectwasimpressive.Bysayingfewerthingsinmoreimportantplaces,AppleseemedtogetmorenoticethancompanieslikeIBM,whichhadavastlylargermarketingbudget.TheThinkdifferentcampaignwasSteve’sfirstbigmarketingexpenditureduringhisnewreignat

Apple.Chiat’smediachief,MonicaKaro,earnedhisrespectbycreatingamediaplanthatwasassimpleandcompellingastheimagesinthecampaign.Itwasn’tcheap,butSteveknewitwasright.Herecognizedthepoweroftheseiconicimagestostoppeopleintheirtracks.MonicamadesurethattheThinkdifferentcampaignappearedonlyinthoseplaceswhereitwould

achievemaximumnotice,andneverinplacesthatwoulddegradethemessage.TheseportraitsofThinkdifferentheroesneverranontheinsidepagesofamagazine.Theyranonlyonbackcovers,wheretheywouldshineontheirown.Theywereacommonsightoncoffeetablesinhomesandbusinesses.Butitwasoutintherealworldthattheadshadsuchacommandingpresence.Billboardsbecameahugepartoftheeffort—butonlyinthemostprimelocations.ApplestartedsystematicallylockingupthemostvisiblebillboardlocationsallovertheUnitedStatesastheybecameavailable—nearairports,approachestomajorcities,etc.Inurbanenvironments,Apple’simagesappearedonbusshelters,usingbacklitpostersthatstoodoutinthenight.Moststrikingly,Thinkdifferentimageswerepaintedontothesidesoflargebuildings.InNewYorkCity,theclassicphotoofJohnandYokoinbedstareddownuponpassersby.JustJohn,Yoko,andthosesimplewords,“Thinkdifferent.”Steveapprovedallofthiswithgreatrelish—and,ofcourse,withouttestinganyoftheadsbeforehand.

Inhisheartheknewthisworkwouldresonatewiththeintendedaudience.WithnotimetospareasAppletriedtorebuild,hehadnointerestinlookingbeforeheleaped.HewouldcertainlynotletafocusgroupdictatethemessageApplewouldbroadcasttotheworld.

Simplicity’sUnfairAdvantageThere’sareasonwhy,eveninthebestoftimes,mostcompaniesareleeryofrunningapurebrandcampaign.That’smorealong-termthingthanashort-termthing.Especiallyintougheconomictimes,mostcorporateleaderswouldchoosethequickerprofitsinaheartbeat.Sellingabrandcampaigntoaclientisoftenlikesellinganineteen-year-oldonthebenefitsofstarting

aretirementaccount.Thegainsarejusttoofaroffinthefuture.They’reinbusinesstomakemoneynow.Sometimes,someveryconfidentagencypeopletelltheirclientthattheyhavethesmartstotakecare

ofthelong-termandshort-termneedsallatthesametime—sellingtheproductshardwhiletheybuildastrongbrand.It’saneattrickifyoucandoit,butfewactuallydo.Bystickingtoitsbeliefs,Applehasachievedwhatistrulytheholygrailofadvertising.It’sbuilta

lineofproductsthatarethepersonificationofitsbrand.EverydayAppleisouttheresellingitsproductshard,yeteverysalereinforcestheApplebrand—givingcustomersmorereasontobelievethatAppleisthecompanythatcaresmostaboutdesign,advancedtechnology,andSimplicity.Backattheverybeginning,whenSteveJobsgavetheagencyteamhisbriefing,weknewthatthe

brandcampaignwastobethebeginningofatransformation.WeknewthattheproofofThinkdifferentwouldbeevidentinrevolutionaryproductstocome,thefirstofwhichwouldbethenewhomecomputer.Atthattime,wehadnoideawhatiMacwasgoingtolooklike.Wewereworkingonfaiththatitwas

goingtobespecial.Sometimesthestarsjustalignperfectly.WespentthefirstsixmonthsofourrelationshipwithApplebrandingthecompanywiththewords“Thinkdifferent.”AndwhenthetimecametolaunchthefirstnewcomputerunderSteve’swatch,itcouldn’thavepaidoffthatthemelineanybetter.AsaniconofApple’srebirth,iMacworkedbeautifully.Itwasavisuallystunningdeparturefrom

everycomputerthathadcomebefore.Inaworldofboxybeigecomputers,iMacwastranslucentBondiblue,allowingitsinnercircuitrytobecomepartofitsdesign.Honestly,allwereallyhadtodowasrunaphotographofiMacundertheheadline“Thinkdifferent,”andthatwouldhavetoldthewholestory.Intheannalsofelectronicshistory,Idon’tbelievethere’severbeenaseffectiveorappropriateabrandingbuilduptoaproductreleasethanThinkdifferentwastoiMac.LiketheThinkdifferentads,iMacadsfeaturedonesimplevisual.Theimageofthatcomputer,

strikinglydifferentfromallPCs,wasallweneededtorivetareader.TheiMacitselfbecameaThinkdifferentpersonality—againprovingthepowerofaniconicimage.Wedidaddsomedescriptivewordsontheproductads,buteventhentheywereminimal.Ofcourse,iMacwasonlythestart.Anewseriesofproductlaunchesfollowed,eachbuildingonApple’sdifferentwayofthinking.About

ayearafteriMaccameiBook,which,laughableasitmaylookbytoday’sstandards,broughtiMacmagictothelaptopcategory.Itwasthefirstmainstreamcomputertofeaturebuilt-inWi-Fi.TherewasSteve,standingonstage,accessingtheInternet—withoutwires!Formanyitwastheequivalentofseeingalightbulbforthefirsttime.ThencametheradicalnewMacProtowerconfigurationandbeautifullydesignedblackPowerBook.“Thinkdifferent”quicklymorphedfromwordsthatexplainedthecompanyphilosophicallytowords

thatperfectlydescribedeachnewproductasitwasunveiled.EveryAppleproductbrokenewgroundinsomeimportantway,andeveryadreliedonthepowerofasinglestrikingvisual.Thephotographywasall-important,andthatgorgeousimagerywasenhancedwithApple-cleverheadlines.Thesewereproductadsintheclassicsense—butgiventhebrandimageApplehadchosentocreate,theyweresimultaneouslybrandadsaswell.Infact,westoppedrunningtheThinkdifferentheroadsasApple’snewproductsbegantorolloutin

quantity.Appledidnothavetosplinteritsmarketingdollarstorunabrandcampaigninadditiontoaproductcampaign.Ithadonlyonecampaign.AndeveryAppleproductsoldcontributedtothebrandimage.OfallthewaysApplehasleveragedthepowerofSimplicity,Ibelievethiswasthemoststunning

demonstrationofall.Applebrandeditselfusingiconicimagesandtwowordsthatperfectlydescribedthespiritofthe

company.Followingthatinitialinvestment,Applewouldneverhavetoinvestinabrandadagain.EveryproductbecameamanifestationoftheApplebrand.

OneButton:TheOfficialSymbolofSimplicityWithoutquestion,oneisthesimplestnumbereverinvented.It’ssosimple,achildcanunderstandit.Thefurtherawayyougetfromone,themorecomplicatedthingsget.That’swhySteveJobsinsistedoniPhonehavingonlyonebutton,rejectingmanydifferentmodels

beforearrivingatthefinalversion.Youdon’tevenhavetouseaniPhonetogetthatit’ssimpler.Thatvisualcue—thesinglebutton—saysatonallbyitself.Infact,onecouldsaythatthesinglebuttonhasbecomeaniconofApple’sdevotiontoSimplicity.

Remember,beforeiPhonecamealong,allphones—especiallysmartphones—hadbuttonsoutthewazoo.Ultimately,throughrepeateduse,you’dlearnwhichbuttondidwhatandwhereitwaslocated,butitrequiredsomeeffort.Simplicityrequireslittleeffort.WithiPhone,Applestagedadirectfrontalassaultonmultibuttonthinking.Partofitwaspurely

psychological.Afterallthoseyearsofusingphonespopulatedwithsomanybuttons,iPhonescreamedSimplicity.Itfeltgoodtoholditinyourhand,withyourthumbpoisedoverthatonebutton.Atthesametime,itwascomfortingtoknowthatnomatterhowdeepyougotintoyouriPhone,youcouldalwaysreturntothesafetyofhomebypressingthatsamebutton.ButtherearethreefunctionsthatpeopleusemostontheiriPhones:Internet,phone,andiPod.Three

isaprettysmallnumber.WhentheyweredesigningiPhone,whydidn’ttheyjustputthreebeautifulbuttonsatthebottomofiPhoneinsteadofone?Arguably,thatwouldhaveprovidedevenquickeraccesstoeachofthemainfunctions,anditstillwouldhavebeenanimprovementoverprevioussmartphones.There’sonlyonereasonIcanoffer:Threeismorethanone.TogothatroutewouldhaveresultedinaniPhonethatwasalmostperfect.ButSteveJobsneverdealt

in“almosts.”ThisunwillingnesstocompromisereflectedthepurityofhisdevotiontoSimplicity.Andtheresult—arevolutioninthesmartphonecategory—speaksvolumesaboutthecorrectnessofhisphilosophy.Whenitcomestodesign,Applecarefullycalculatesthemessagesthatwillbesentbyeveryproduct,

eventhosemessagesthataremostlysubconscious.Itconsiderseveryaspectofaproduct’sdesign:howitlooks,howitfeels,howitmakesyoufeel.Partoftheideaistowinyouoverbeforeyoueventouchit.Onebuttondoesanexcellentjobofthat.ThedesigningofiPhonewasnotthefirsttimethatSteveJobsputhisfootdownaboutthiskindof

Simplicity.AformerdirectorofproductmarketingatApple,MikeEvangelist,hastoldthestoryofoneofhisfirstmeetingswithSteveJobs,ameetingthattookplacein2000insidetheAppleboardroom.Mike’steamhadbeenchargedwithdevelopingasimplewaytoturnahomemovieintoaDVD,an

appthatwouldlatershowupasiDVD(oneoftheiLifeapps).Heandapartnerworkedhardtodeveloptheirideasforaninterfacethatwouldbeuser-friendlyenoughforSteve,andpreparedtosharetheirworkwithhimbycreatingallkindsofsamplescreensandverbalexplanations.MikewasshockedwhenSteveJobswalkedintotheroom,ignoredtheirwork,andwalkedrightupto

thewhiteboard.“Here’sthenewapplication,”hesaid.“It’sgotonewindow.Youdragyourvideointothewindow.

Thenyouclickthebuttonthatsays‘Burn.’That’sit.That’swhatwe’regoingtomake.”Ashetellsthestory,thisleftMikedumbfounded.Neverinallhisexperiencehadheseensoftware

designedquitelikethis.Clearly,ifApplehaditsway,allofitsproductswouldfeatureasinglebutton.NowthatSiri,the

voice-controlledintelligentassistant,ishere,youmightwanttoprepareyourselfforAppleproductswithzerobuttons.Afterall,zeroistheonlynumberthat’ssimplerthanone.

BringingIconstoLifeFormanyagencies,clients,andstudentsofadvertising,Appleisconsideredthegoldstandardinmarketing.That’sbecauseApplerigidlyenforcestheprinciplesofSimplicitywheneveritspeakstoitscustomers.Manyofitsproductadssimplyshowabriefdemonstrationofthedevice.YoumightseeMr.Hand

holdinganiPhone,movingfromoneapptothenext,orobserveaniPadbeingdemonstratedinmuchthesameway.Thecompanyhasaformulaofsorts,butsimplyshowingtheproductisn’talwaysit.WhatApplehas

donewithgreatsuccessatkeypointsinitshistoryiscreateanimagethatbecomesaniconforitsproductorproductline.Thisimagechangesthewaycustomersthinkaboutthetechnology,imbuingitwithapersonalitythatmakesithardertoforget.TheadsforiPodareaninterestingexampleofhowApplechosenottoshowitsproductatallbut

creatediconicimagesthatwouldbeinfinitelymoreeffective.Unfortunately,enroutetoadvertisinggreatnessAppledidstumbleoutofthegateinitsadvertisingforiPod.TheveryfirstadforiPodshowedusayoungguyinhisapartmentlisteningtomusiconhisiMac.He

plugsinhisiPod,transfersasongfromiMactoiPod,donshisiPodearphones,thenkeepslisteningtothemusicasheboogies(literally)outofhisapartment.Itwassomewhatuncomfortabletowatch,andonthewebsomestartedreferringtoitasthe“iClod”commercial.Oneproblemwiththisadwasthatittriedtolayersomekindofartificialamusementontopoftheproduct.Thatisn’tnecessarilyanadkillerinitself,butinthiscasetheamusementwasn’tveryamusing.Itwasayoungguytryingtoactcoolanddoingsoinafairlypitifulway.Anotherproblemwasthe“realperson”aspectofthisad.Inthepast,Stevehadoftenavoidedtheuse

ofpeopleinhisadsbecauseanactorwhoseemedcooltooneviewermightbeaturnofftoanother.It’sachallengetofindthatonepersonwithuniversalappeal(asthe“iClod”proved).Thisisaperfecttimetopauseandappreciatewhatweweretalkingaboutbefore—thatAppletests

noneofitsads,whilebigcompanieslikeInteltendtotestthemall.HadAppleputthisadintotesting,itmightwellhavediscoveredthattheaddidn’tresonateinthewayithadhoped.Maybeitwouldhavekilledtheadanddonesomethingelse.Maybe.ButwhenyoustoptothinkofthehundredsofadsApplehasrunovertheyears,andallthetimeandmoney(multiplemillions)itwouldhavecosttodoallthattesting,thecorrectnessofApple’sapproachbecomesmoreapparent.AppleletsChiatshootforthestars.Ifitproducesaclunkeralongtheway,theworldisn’tgoingtoend.Peoplearen’tgoingtoabandontheirAppleequipmentonthestreets.Theadmightnothavebeengreatcomparedtopreviousefforts—butlifegoesonandApplewouldsimplytrytodobetternexttime.InthecaseofiPod,itwoulddofantasticallybetternexttime.ThecampaignthatranforyearsafterthefirstiPodadtranscendedbothproblemscontainedinthatad.

Ithadahookthatreallywascaptivating,anditdidn’ttrytoimpressuswiththecoolnessofanyparticularperson.Instead,itdidwhatAppledoesbest.Itcreatedaniconicimagethatcametoimmediately

communicate“Apple”and“iPod.”Butatthesametime,itbrokesomeoldApplerulesandlookedlikenothingthathadbeendonebefore.SusanAlinsangan,aChiatartdirector,cameupwiththedesignoftheiPodSilhouettescommercials.ThiswasacareerhighlightforSusanandshedeservesallthepraiseshe’sreceivedforit.Likethefailedcommercialthatcamebefore,thenewcampaignfocusedonpeopledancing—onlythistimetheadswerestylizedinsuchawaythatyousawonlytwo-dimensionalsilhouettesofpeopleastheydancedagainstbrightlycoloredbackgrounds.Therewasnoproductphotographyatall—onlyawhitesilhouetteofiPodanditsiconicwhiteearphones.ThisbecametheofficiallookofiPodadvertising,whichappearednotonlyinTVadsbutalsoon

Apple’sfavoritemedium,outdooradvertising.Foryears,billboardsandbusshelterscarriedtheiPodSilhouettesads,which,duetotheirintensecolors,werestrikinglygorgeouswhenbacklitatnight,seeminglyvisibleformiles.Theiconiclookoftheseadsbecameinstantlyrecognizabletoanyoneexposedtothemarketingeffort—whichwasprettymucheveryoneonearth.

ConsideringtheelegantdesignofiPod,itwasaradicalapproachforApplenottoshowtheproductatall.Especiallywhenmostofitsotheradsdidnothingbutshowtheproduct.Insteadofaskingyoutobuythisdevice,Applewasaskingyoutobuytheemotion.SinceiPodwasallaboutmusicandjoy,eachadsimplyconveyedtheideathatsomeonewaslovingtheiriPod—withoutanyneedtoshowwhothatpersonwas.Thesewereincrediblyhumancommercials,yettheynevershowedahumanface.Simplicitywinsagain.Tosay“itworked,”ofcourse,wouldbeanunderstatement.CertainlyiPodisoneofthemost

extraordinarysuccessesinthehistoryofApple—andinthehistoryofconsumerelectronics.CoupledwithiTunes,asimplesourceofmusic(andultimatelymovies,games,podcasts,radiobroadcasts,andmore),iPodstillownedover70percentofthemarketmorethantenyearsafteritwasintroduced.TherewasneverreallyaseriouschallengertoiPod.Competitorscameandwent—including

Microsoft’sfailedZune—butnoneofthemputadentiniPod’smammothmarketshare.OnlywhenthefunctionofiPodbegantobetakenoverbyiPhoneandiPaddidsalesbegintoshowsignsofslowing.ThathastobeattributedtooneofthestrongestsubbrandsApplehaseverbuilt—andoneofthemosticonicimagesithasevercreated.Allthatsaid,thiscampaignprovidesaninsightintoSteveJobsandjusthowhumanhewas.On

occasion,hecouldactuallybewrong.Stevewasatoughjudgeofadvertising,asweknow.Oneofhisfavoritecommentsafterreviewingan

adwas“Youcandobetter.”Youmightwellendupwhereyoustarted,withSteveagreeingwithyouenthusiastically,butyou’doftengetagoodworkoutalongtheway.Itwasallpartofthepursuitofgreatness.WhentheagencyfirstsharedtheSilhouettescampaignwithSteve,hedidn’tlikeit.It’snothardto

understandwhy.Itdidn’tlookanythinglikeanyoftheadsthatStevehadapprovedinthepast—whichweremostlywhitepagesfeaturingaproductimageandacleverheadline.Inthatsense,itwas“offbrand.”Therewasnostunningproductshot.Notonlywastherelesswhitespace,therewasabsolutelynowhitespace(unlessyouwanttocountthesilhouetteitself).“It’snotApple,”saidSteve.Inacaselikethis,theonlythingyoucoulddowassticktoyourguns,keepthedebategoing,and

hopethecampaignideawouldworkitswayintoSteve’scomfortzone.ThegoodnewsforSusanandherfellowcreativesatChiatwasthatSteveultimatelydidcomearound.FlashforwardayearortwotooneoftheMacworldshowsinSanFrancisco.Iwasonhandthatday

whenStevetoldthecrowdthatApplehadtwonewiPodads.“Doyouwanttoseethem?”heasked,andthecrowdwentbonkers.IwatchedSteve’sfaceashestoodtheretakingintheapplausebeforeandafterheshowedthecommercials.HelookedashappyandcontentasI’deverseenhim.Hewastrulyproudofthosespots.

IconifyingtheEnemyThenatureofadvertisingistoclaimthatyouhaveabetterproduct.Andwhenyou’retheunderdog,asApplehasalwaysbeeninthePCmarketplace,oneeffectivewaytodothatistodirectlycompareyourselftotheleader.Howyouportrayyour“enemy”hasabigimpactonhowyouraudienceperceivesyou.Youcan

appeartobehonestandgood-naturedor,ifyou’renotcareful,youcanlookcondescendingormean.Initshistory,AppletriedonseveraloccasionstogoupagainstMicrosoft,withoutanysignificant

results.Anumberoftalentedcreativepeoplegaveittheirbest.Inaseriesofspreadadsinmagazinesandnewspaperslongago,Applecompared“Thehardway”ontheleftto“Theeasyway”ontheright.

Youguessedit:Macwastheeasyway.Logically,theadsmadeperfectsense.Emotionally,theyjustdidn’tconnect.Thereadersawtwocomputersandabunchofwords.GiventhatApplewassuchanunderdoginthosedays,notalotofpeoplewereconvinced.Yearslater,Applewouldprovethatit’sallinthedelivery.ThankstoChiat’screativegenius,theMac

vs.PCcampaignwouldbecomewhatmanyconsiderthemosthard-hittingandsuccessfulcampaigninApplehistory.Itworkedbecauseitdidn’ttrytobesoliteralinvisualizingMicrosoftasascreenonacomputer.ItturnedboththeMacandPCplatformsintohumanbeings.Eachwasgivenapersonality,andtheirinteractionhumorouslydrewattentiontotheirdifferences.Unlikethe“hardwayvs.easyway”approach,Macvs.PCgeneratedtonsofinterest.Itbecamea

frequenttopicofconversationandthesubjectofcountlessYouTubeparodies.Thesecretwasinfindingiconstorepresentthetwosidesoftheargumentinsteadofusingrealcomputers—andinthiscase,theiconswerepeople.Backin1999,Applefounditselfinasituationwhereitchosetobattleanevenbiggercompetitor:the

entireworldofcomputers.ThestorydominatingthenewsthatyearwasthedreadedY2Kbug,whichthreatenedtocauseaworldwidecomputermeltdownonNewYear’sDay2000.Theproblemwasthatmostcomputerstreateddatesastwo-digitnumbers(representing“1999”as

“99,”forexample),andwereillpreparedtodealwiththechangefrom“99”to“00.”Manycomputerswouldsee“00”as“1900”—oreven“19100”—andbusinessesfearedchaoswouldresult.It’simpossibletopindownexactlyhowmuchmoneywasspenttoheadofftheproblem,butitwasmassive.Globalestimatesrangefrom$300billion(InternationalDataCorporation)to$600billion(GartnerGroup).SteveJobswastickledbythis,becausethosewhoreliedonMacsdidn’thavetospendacent.Macs

wereconfiguredsothatuserswouldn’thaveanydate-relatedissuesuntiltheyear29,940.Afterthat,they’dbeontheirown.DouglasAdams,authorofTheHitchhiker’sGuidetotheGalaxyandanApplefan,wrotea

beautifullyself-deprecatingheadlineandsentitdirectlytoSteveJobsforApple’suse.Itread:Wemightnotgeteverythingright,butatleastweknewthecenturywasgoingtoend.

WeusedAdams’slineontheweb.ForTVwesearchedforawaytobestvisualizetheproblem.Ultimately,wecameupwithawaytographicallydepicttheentireglobalmessusingasimpleredlens.OurspokespersonwouldbeHAL,themenacingcomputerfrom2001:ASpaceOdyssey.ThebeautyofHALwasthathelivedintheyear2001,sounliketherestofus,he’dalreadylived

throughtheY2Kbug.Hehadsufferedithimself.HALwasaperfectimageforacomplicatedproblem,capturingthemalevolencelurkinginthePC

world.Theentireadconsistedofaslowmoveintoaclose-upofHAL’sredeye.IttooksomedoingtogetHALonboard,astherightswerejointlyownedbyMGMandStanley

Kubrick.MGMagreedquickly,butKubrickwasinLondondoingpostproductionworkonEyesWideShut.Wehadtowaitforhimtosurface,butwhenhedid,hebecameafanofthespot.(ThisdespitethefactthatthevideowesentfeaturedonlyastillimageofHALandmedoingmybestHALimpersonation.)Theonlystick-in-the-mudwasactorDouglasRain,whoplayedthevoiceofHALinboth2001and

2010.Hewasanartist.Andartistsdon’tdoads,evenifKubricksaysit’sokay.Soseventy-fiveauditionsofHALimitatorslater,westumbleduponTomKane,whoplayedC-3POinLucasfilmcomputergamesandplaysYodaintheanimatedStarWarsTVseries.HewaswellexperiencedinspaceandcoulddoanimpeccableHAL,rightdowntohisslightCanadianaccent.

TheHALadranduringtheSuperBowlin1999,immediatelyfollowingkickoff.Simplicitystoodoutonceagain—evenifitwassurroundedbybeercommercials.

Chapter6ThinkPhrasal

Thelumponthetablewastrulymysteriousandheldeveryone’sraptattention.Hiddenunderagraysheetitwasimpossibletodiscernanydetailfromit.Weweregoingtohavetowaitforthebigrevealwhenthemeetingwascalledtoorder.Thiswoulddefinitelynotbeourtypicalproductbriefing.Beneaththatsheetwasthehomecomputer

thatwasgoingtosaveApple.Nottogetoverlydramaticaboutit,butthat’sexactlyhowitwasbilledbyStevehimself.Thiswasthe

productthatStevehadalludedtobackwhenwehadfirststartedontheThinkdifferentcampaign.Hehadtoldusthatthefirstproductoutthedoorwasgoingtobearethinkingofthehomecomputer.Hehadgivenhisengineersanddesignersthechallengetodosomethinggreat,andnowatlonglastweweregoingtoseeit.TherewouldbenosavingApplebychurningoutmorebeigeboxesthatfailedtodistinguish

themselves,bylooksorfunction,fromthehundredsofPCmodelsoutthere.Stevewantedthisfirstproducttoopenpeople’seyesandservenoticethatApplewasback.Itwasthespringof1998,andwe’dbeensummoneduptoCupertinoforourfirstviewingofthisnew

computer,code-namedC1.The“C”stoodfor“consumer.”Appledidn’tusealotofcreativefirepoweroncodenamesbackthen.Bythistimewefeltlikewewerealreadywellalongajourney,havingdevelopedtheThinkdifferent

campaignandplaceditstrategicallyonTV,billboards,andmagazinebackcoversaroundtheworld.Thatwasthebrand-buildingpart,andthiswastherealthing—aproductthatwouldprovethatourbrandcampaignwasn’tjustalotofadvertisingfluff.NowweweresittingjustafewfeetfromC1,anxioustoseetheresultsofallthisreimagining.If

Stevereallywasbettingthecompanyonthiscomputer,ithadtobebrilliant.Applewasoutoftime,andthiswastheoneshotithadtoturnthingsaround.Theagencydelegationnumberedfiveorsix,consistingofcreativepeopleandaccountmanagers.

ThereweretwoAppleproductmanagerstheretoguideus.Aftersomeintroductionsandopeningremarks,itwastimetogetdowntobusiness.OneproductmanagerreachedforthesheetandrevealedC1.Thereitwas—thecomputeryou’dcometoknowasiMac—lookinglikeitcamerightoutofThe

Jetsons.Thegroupletoutacollective“holycow”andsimplytriedtoabsorbandappreciatewhatwewereseeing—becauseitshatteredeveryideaofwhatcomputersweresupposedtolooklike.Itwasacolorfulone-piececomputerthatshowedoffitsinnercircuitrythroughasemitransparentshell.I’dliketobelievewewereallsosmartthatwithinsecondswewereconvincedthatwewere

witnessingthestartofamiracleresurgence.Butitwasn’tquitelikethat.Later,whentheagencyteamwasaloneandabletosharethethoughtswefeltatthatmomentofreveal,wefoundthatweallhadprettymuchthesamefeeling.Itwaspartshock,partexcitement,andparthopethatSteveJobsreallyknewwhathewasdoing—becausetherewasarealchancethatthisrevolutionarycomputermightjust

betooshockingforitsowngood.ButtheshapeanddesignofC1wereonlypartofwhatwasrevealedthatday.AlongwithC1camean

amazingnewmouse.Justasthecomputerdidn’tlooklikeanythingwe’dseenbefore,neitherdidthemouse.ItwasdesignedinthesamefriendlycolorsoftheiMac,anditwasround.“That’swild,”wethought.Italsoturnedouttobeverydumb—butlet’ssavethatstoryforlater.Andsittingonatablealongonewalloftheroomwasstillanothercomputerunderwraps.Weweresowowedbytheonebeforeus,itneverevendawnedonusthattheremightbeasibling.ThisturnedouttobetheprotowermodelthatwouldbeannouncedsoonafterC1,thenewPower

MacG3.Itwasn’ttranslucent,butitsharedmanyoftheC1designfeatures.Ithadlotsofplastickycurves,includinglargehandlesonthefrontandbackedgesofthetop.ThePowerMacG3camewithalargestand-alonedisplaythatwascutfromthesamecloth.Because

itwasalsoaCRTmodelrequiringatonofroomintheback,thisdisplaywashugeandbulbous,alldeckedoutinblueandwhiteplastic.MoreJetsons.Anddecidedlylessattractive.AnditwouldshipwiththesameroundmousedesignedforC1.Wehadsimilar“wows”uponthefirstrevealofthePowerMacG3,butthisonemadeusabitmore

nervous.Thoughitwasaimedatpros,itlookedverymuchlikeaconsumermachine.Thebluewasgaudy.Clearly,designchiefJonyIveandhisteamhadgottensuperexcitedaboutthisnewiMacdesignthemeandweremaxingoutonit.Onceagain,that“SurehopeSteveknowswhathe’sdoing”thoughtpoppedintoourheads.Itturnsout,ofcourse,thatStevereally,reallyknewwhathewasdoing.Hedidn’tgetitallexactly

right,buthegotsomuchofitrightthathemadecomputerhistory.AtournextmeetingwithSteve,hewaseagertohearwhatwethoughtofC1.Hewaslikeaproud

father.ThiswasthemainfocusofApple,andclearlyStevehadpouredhisheartintoitscreation.Helovedeverydetailandwaseagertoshareitwiththeworld.“Thebackofourcomputerlooksbetterthanthefrontoftheircomputers,”hesaid,alinehewouldrepeatoften.Atthispoint,we’dhadtimetodigestwhatwe’dseen.Oncetheshockofourfirstsightinghadwornoff,weunderstoodhowrevolutionaryC1wasgoingtobe.Wewerebelievers.Wecouldn’twaittostartdevelopingacampaignforit.First,however,Stevegaveusachallenge:Weneededanameforthisthing.C1wasonafasttrackto

production,andthenamehadtobedecidedquicklytoaccommodatethemanufacturingandpackagedesignprocess.“Wealreadyhaveanamewelikealot,butIwantyouguystoseeifyoucanbeatit,”saidSteve.“The

nameis‘MacMan.’”

The“i”ofMyAppleWhilethatfrighteningnameisbangingaroundinyourhead,I’dlikeyoutothinkforamomentabouttheartofproductnaming.BecauseofallthethingsinthisworldthatcryoutforSimplicity,productnamingprobablycontainsthemostglaringexamplesofrightandwrong.Fromsomecompanies,youseenameslike“iPhone.”Fromothersyouseenameslike“CasioG’zOne

Commando”orthe“SonyDVPSR200P/B”DVDplayer.(Noexaggeration,thosearerealnames.)Thoughyoumightthinkthatthelessonsofproductnamingapplyonlytocompaniesthatcreate

products,that’snottrueatall.Everyonewhocommunicates,inanyorganization,wouldbenefitfromunderstandingandapplyingtheprinciplesofgoodproductnaming.Maybeit’showyoutitleareport.Orhowyouthemeaconference.Intheend,it’sallaboutgettingpeople’sattentionandmakingsuretheygetthefeelingyouwantthemtoget.

ProductnamingistheultimateexerciseinSimplicity.Itrequiresonetocaptureinasingleword,possiblytwo,theessenceofaproductorcompany—orinsomecasescreateapersonalityforit.WhileSimplicityenjoysachallengelikethis,unfortunatelysodoesComplexity.Infact,ifyoulookaroundatproductnames,you’llrealizethatComplexityisdoingafinejobofwinningthisparticularwar.NowletusreturntothetaleofC1.OrshouldIsay,MacMan.TheagencyteamwasheartbrokentolearnthatStevehadfalleninlovewithsuchadisappointing

nameas“MacMan.”UnlikeC1itself,forwhichourfeelingshadevolvedfromshocktolove,therecouldbenolovefor“MacMan.”Ever.Ithadsomanythingswrongwithit,wedidn’tknowwheretostart.PhilSchiller,Apple’sworldwidemarketingmanager,wasintheroom,andSteverevealedthat

“MacMan”wasPhil’scontribution.“Ithinkit’ssortofreminiscentofSony,”saidSteve,referringofcoursetoSony’slegendaryWalkman

lineofpersonalmusicplayers.“ButIhavetotellyou,Idon’tmindalittlerub-offfromSony.They’reafamousconsumercompany,andifMacManseemslikeaSonykindofconsumerproduct,thatmightbeagoodthing.”Itwashardtoknowwheretostartpickingatthatargument.ItseemedthatApple,morethanany

companyintheworld,stoodfororiginality.Havinganamethatsoblatantlyechoedanothercompany’sstylecouldn’tbetherightwaytogo.Wewerealsodisturbedbythe“man”partof“MacMan,”withitsobviousgenderbias.Andthentherewasthefactthatthenamejustgaveushives,butwe’dneedtobeabitmoretactfulonthatone.Thisisacommonproblemdealingwithanyclient.Oncethey’vefalleninlovewithsomethingyou

don’tlike,theonlywaytoreallymovethemoffofitistoshowthemsomethingbetter.Stevewasinvitingustobeat“MacMan,”soitwasn’taterribleproblem.Yet.Beforeweleftthepremises,Stevethrewoutsomeguidelinesforournamingdevelopment.“Firstofall,youhavetoknowit’saMac,”hesaid.“SoIthinkithastohavethe‘Mac’wordinit.”

Thiswasprioritynumberone,becauselooksaside,itwasaMacthroughandthrough,runningallthesamesoftware.“Second,everybodywantstogetontheInternet,andthisistheeasiestwaytogetthere,”hesaid.“It’s

ano-brainer.”AnEarthLinkinstallerwouldbebuiltintothesystem,soyou’djustturnonthecomputer,fillouttheapplication,andyou’dbecomeafullcitizenoftheInternet—completewithyourveryownemailaddress.(Thiswasabigdealinthosedays,Iswear.)Stevehadtwowarningsforus,though—twotrapshedidn’twantustofallinto.“Thisisafull-poweredMac,butsomepeoplearegoingtolookatitandthinkit’satoy.Sothename

shouldn’tsoundtoofrivolous,”hesaid.“There’salsoadangerpeoplemightthinkit’saportable,becauseit’sgotthisbighandleonthetop.

Butthisthingisheavy.Thathandleisjusttheretomakeiteasiertomovearoundinthehouse.Sodon’tmakeitsoundportable,”hesaid.Wescratchedourheadsattheseinstructions,giventhatStevehadjustprofessedloveforthename

“MacMan.”Thatonenamemanagedtoviolatebothoftheseinstructionssimultaneously.“MacMan”soundedbothgamelike(Pac-Man)andportable(Walkman).Butwe’dsavethatargumentforatimewhenwewereequippedwithbetternames.Potential

disagreementaside,namingC1wasaterrificallycoolopportunity,andtheagencyteamleapedatthechance.Aweeklater,wereturnedtoCupertinowithaportfoliocasecontainingourC1namingrecommendations.We’dgonethroughalonglistofcandidates,trimmeditdowntofivefavorites,andcreatedasingleposterboardforeach.Eachboardpresentedanameinbig,juicytype,alongwitha

shortlistofbulletpointsthatdescribeditsvirtues.OurfavoritenamewasonethatI’dcomeupwithearlyintheprocess:“iMac.”Itseemedtosolveall

theproblemsatonce.ItwasclearlyaMac.TheiconveyedthatthiswasaMacdesignedtogetyouontotheInternet.Itwasalsoaperfectlysuccinctname—justasingleletteraddedtotheword“Mac.”Itdidn’tsoundlikeatoyanditdidn’tsoundportable.Usingtheword“Mac”intheproductnamewasmoreofarevolutionthanyoumightrealize.Atthat

time,“Macintosh”hadyettobeshortenedtoamorecolloquial“Mac”inthenameofanyApplecomputer.ForSimplicityandminimalism,“iMac”seemedtobeperfect.Andofcourse,therewasalsooneothersmalladvantagethatcamewiththename“iMac.”Itcreated

aninterestingfoundationuponwhichApplecouldnamefutureconsumerproducts.Maybe,possibly,somehow,sometime,Applewouldseefittocreateanother“i”product?Onebyone,ItookStevethroughourfivefinalistnames.Iquicklymovedthroughsuchalso-ransas

“MiniMac”(thiswaslongbeforetheMacmini)andendedwithaflourishon“iMac.”Imadethecasethatnotonlywas“iMac”conciseandeasytoremember,butthe“i”couldstandforotherthings.TherewastheobviousassociationwiththeInternet,butitcouldalsostandfor“individual”and“imagination.”Unfortunately,thatendingflourishdidn’thavethedesiredeffectonSteve.“Ihatethemall.‘MacMan’isbetter.”Talkaboutdisheartening.Wehadexpectedtobegoinghomeheroes,butinsteadwewouldbegoing

hometolickourwoundsandstartupthenamingengineonceagain.“Nowyou’veonlygotoneweeklefttocomeupwithabettername,orit’sgoingtobe‘MacMan,’”

Stevesaid.Aweeklater,we’dgeneratedanotherbatchofnames.Wethrewoutallthepreviousnamesbutleft

“iMac”inthemix,despitethefactthatStevehadusedthe“hate”word.Inthispresentation,IreliedonaphilosophyIlearnedlongagofromawisemaninadvertising.Itwas“Aslongasyou’vegotnewideastoshare,youarefreetore-presenttheoldone.”BackinCupertinoforpresentationnumbertwo,IwalkedStevethroughthenewnamesfirst.AfterI’d

gonethroughthenewlist,hestilldidn’tlikeany.That’swhenIpulledout“iMac”againandtoldhimwestillhadalotofheartforthatone.Stevegaveitthecourtesyofafreshlook.“Well,Idon’thateitthisweek,”hesaid.“ButIstilldon’tloveit.Nowwe’veonlygotacoupledays

left,andIstillthink‘MacMan’isthebestnamewehave.”Depressingasthatwas,therewasatleastashredofhopethistimearound.Stevehadsaidhedidn’t

hate“iMac”anymore.Feltlikepositiveenergytome.I’dliketosaythattherewassomebigturnaroundafterthispoint,onemomentofglorythathadusall

high-fivingoneanother,buttherewasnot.Theverynextday,whiletalkingtooneofmyAppleclients,Ilearnedthattherewasactiononthenamingfront.Stevewasmakingtheroundsaskingpeoplewhattheythoughtof“iMac.”He’dhadthenamesilk-screenedontoamodeltoseehowitlooked.Ineverheardanotherpeepaboutthisdecision.Stevebasicallytookitandran.Obviouslyheliked

whathesawwhenhegotthemodelback,andhemusthavereceivedpositivereactionsfromhisinnercircle.Andso,“iMac”itwas.This,ofcourse,saysaninterestingthingaboutthewaySteveJobsworked.Hehadanopinion.Avery

strongopinion.Thekindofopinionthatmightknockyouoverandkickyouafewtimes.Butthat’snottosayhewasn’treasonableorwouldn’tultimatelychangehismindifconfrontedwithheartfeltopinionspresentedwithpassion.ThiswasakeymomentforApple,whenitsloveofSimplicitywonthedayandsetitonacourseit

followstothisveryday.Stevewasunrelentinginhisdesiretogivethisgreatproductagreatname.Heappreciatedthepowerofwords.Inthiscase,heappreciatedthepowerofasingleletter.Andthatlittleletter“i”becameoneofthemostimportantpartsoftheApplebrand.

ProductNamingforFunand(Hopefully)ProfitSimplicitycanmakeitselfknowninmanyforms:products,strategies,corporatehierarchies,processes,ads,speeches,andahundredotherplaces.ButnowhereisSimplicityfoundinsuchaconcentratedformasthenameofanewproduct.Youhavejustafewalphanumericcharacterstoworkwith,yetyou’dliketocommunicatesomething

thatyoucouldwriteanessayabout.Thenamewillcreateauniqueidentityfortheproduct,injectitwithapersonality,andhopefullycontributetobuildingthecompanybrand.Therearetwomethodsbywhichacompanycancreateaproductname.Itcanbringinanagencythat

specializesinsuchthings,whichcancostasmallfortune,oritcantakeawhackatititself.I’msuretheprofessionalsinthenamingfieldhaveathousandreasonswhymattersofthissortshould

be“lefttotheexperts.”I’malsosurethatmanybigcompaniessimplyfeelmorecomfortabletrustingoutsidenamingexpertstohandlethejob.Thisisseriousbusiness,andthere’swaytoomuchridingonit.Ifyou’reacompanythatspecializesinnamingproducts,though,Iwouldn’tsitbyyourphonewaiting

forAppletocall.Appledoesn’tworkthatway.Thenamesofitsrevolutionaryproductswereallgeneratedbyeither

ChiatorApple’sproductandmarketingteams.GiventhatiMacquicklybecamethebiggest-sellingsinglemodelincomputerhistoryandthatiPhoneandiPadrockedtheworldastheydid,it’shardtoarguewithApple’snamingprocess.Steve’sfeelingwasthatnobodyknewApple’sproductsandplans,orunderstoodthecompany’s

culturebetter,thanthoseinsideAppleandChiat.Hewasn’tabouttopayhundredsofthousandsofdollarstoanoutsideexpert,probablyoutoffearthathe’dgetproductnameslike“Quadra”and“Performa”—computersthatwereshippedbyAppleduringhisyearsofexile.NameslikethosemightfeelathomeonthetrunkofaHonda,buttheyneverfitinSteve’sworld.Theyreekoftraditionalcorporatevalues,tryingtobesimultaneouslycoolandlegallysafe.BecauseSteveputsuchahighvalueonSimplicityinnaming,henormallywentthroughmany

alternativesbeforemakingafinalchoice.You’dthinkthatthename“iPhone”wouldhavebeenaquickdecisionduetoitsobviousness.Butmanyalternatenamesweredeveloped,partlyforthesakeofduediligenceandpartlybecausethereweresomelegalquestionssurroundingthename.Ofcourse,agreatnamedoesn’tguaranteeahitproductanymorethanagreateducationguaranteesa

perfectlife.Itsimplyincreasesthechancesofsuccess.Abadname,however,canindeedbecomealiabilityinaproductlaunch.Likeeverythingelseinmarketing(andlife),thegoalistodoeverythinginyourpowertotilttheoddsinyourfavor.Burdeningyourselfwithabadproductnameisonewaytohobbleaproductbeforeitevenreachestheshelves.Havingbeenthroughtheprocessmyself,Icanattesttothefactthatatsomepoint,afteryou’vefilled

wallswithnamingideasandyou’vebeguntorecitethesaurusentriesinyoursleep,it’seasytoconvinceyourselfthattheworld’ssupplyofgoodnameshasbeenexhausted.(Aboutaslikelyastheworld’smusiciansrunningoutoforiginalsongstowrite.)Thegreatnameisalwaysthere,waitingtobediscovered.ApplemakesgreatuseofCommonSensewhenitnamesproducts.Itdoesn’taimforthespectacular.

TheiPhonenamedidn’tmakepeoplejumpupanddown,butitmadeanincredibleamountofsense.ItcameafteriMac,iPod,iPhoto,andahostofother“i”products,clearlyidentifyingitasanAppleproduct.The“phone”partperfectlyidentifiedthecategoryitaimedtorevolutionize.BeyondCommonSense,Apple’sapproachtonamingembracestheconceptofconsistency.Its

computersareallMacs,allthetime:iMac,MacPro,MacBookAir,andMacBookPro.The“i”identifiesApple’sconsumerdevices,andisalwaysattachedtoawordthat’sdescriptiveoftheproductorproductcategory.ThenamingstructureacrossApple’smajorproductlinesiseasyforcurrentandpotentialcustomerstounderstand.AndeverytimeyousaythenameofanAppleproduct,youknowit’sanAppleproduct.That’sanincrediblypowerfulconcept,assimpleassimplegets—butfewcompaniesmanagetoachievethatkindofbrandingpowerintheirproductnames.OveratDell,productnamescomefromcompletelyunrelatedworlds:Inspiron,Vostro,XPS,

OptiPlex,Precision,andmanymore.EverytimeDelladdsanewproducttoitsportfolio,thenamehastofightitswayintothevocabularyofthecustomer.It’struethatsomeofthesesubbrandshavegainedrecognitionovertime,butthenamesbearnorelationtooneanotherortotheDellbrand.Thingsjustdon’taddupforcustomersasquicklyastheydooveratapple.com.Thephonemanufacturershaveaparticularlyawfultimeofit,whichonlyservestomakeApple’s

simpleapproachstandoutevenmore.JustlookattheMotorolasandNokiasoftheworld.Sufferingaperpetualcaseofproductproliferation,thesecompanieshavetopaythepricewhentheysitdowntonametheirdevices.Withliterallydozensofmodelstosupport,thephonecompaniesdrowninaseaofever-changingnameslike“Enlighten,”“Breakout,”“Astound,”“Curve,”“Citrus,”and“Fascinate.”Theseproductnamestiebacktothebrandaboutaswellasanyrandomwordfromthedictionarywould.Therearereasonsforthenamingplightofthebigphonemakers.Theyhavetostrikedealswithall

thecarriers,manyofwhomdemandauniquemodelnamefortheirstores.Ifyouwantthemtosellyourphones,youhavetoplaybytheirrules.It’sacyclethatthephonemakersarepowerlesstobreak—unlessthey’renamedApple.ByrevolutionizingthecategoryApplecreatedanamethatliterallysellsitself.Whyexactlyaresomanyproductnamesjustgenericormediocre?It’sbecauseComplexityisdeeply

embeddedinthenamingprocess.Anamehastobeapprovedbymultiplestakeholders.Inmostcompaniesit’sconsideredagreatvictoryjusttogetanamethroughallthelegalobstacles.I’vebeeninvolvedinquiteafewnamingprojectswhereanamegoesoutattheendsimplybecausetimeisupand“thisisthebestwecangetapproved.”Thatkindoftalkjustisn’ttoleratedinCupertino.Appledoesn’tsettleonproductnames.Everyname

needstobeperfect.

SimplicityIsSingularityHumanbeingsarenaturallyprogrammedtoidentifyproductsbysinglewords.Askanythingmoreofthemandyou’reboundtobedisappointed.Peoplewillsay,“I’lllookituponmyiPhone”butnever“I’lllookituponmyAppleiPhone.”This,ofcourse,islargelyduetothefactthatiPhonehasachievedpowerfulbrandstatusonitsown.

Butit’salsobecauseApplehaspurposefullykeptitsproductportfoliosmallandmanageable—andnamesitsproductswell.NewmodelsofiPhonehavecomeoutannuallysince2007,buteachandeveryonecarriesthesamename.Modifiersexisttodistinguishbetweenmodels(3GS,4,4S,etc.),butsuchreferencesareusedonlywhenconversationallynecessary.Again,peoplewillsay,“I’lllookituponmyiPhone”butrarely“I’lllookituponmyiPhone3GS.”Andthat’sexactlythewayitshouldbe,as

“iPhone”isthebrandandthemodifierisforyourinformationonly.Applepursuesasimilarsingularityinthecomputerrealm.Allproductlines—iMac,MacPro,

MacBookPro,andMacBookAir—retaintheirfamiliarnamesnomatterhowradicallytheirdesignmaychange.Havingthesamenamerepresentsuchdramaticallydifferentmodelsmaycausesomecomplicationsinrecordkeepingbehindthescenes,butAppleishappytodotheextraworkifitwillmakethingssimplerforitscustomers.Withseveraldistinctshapes,iPodhasitsownnamingstory.UnlikethedifferentmodelsofiPhone,

whichallhaveasimilaruse,thedifferentmodelsofiPodhaveverydifferentuses.There’siPodtouchforaniPhone-likeexperiencewithemailandapps;iPodnanoforfull-featuredportability;andiPodshuffle—featherweight,screenlessandidealforworkingout.Butevenwithdistinctnamesfordifferentmodels,iPodnamingisbasedinCommonSense,withmonikersthataredescriptiveofeachmodel’ssizeorpurpose.Therearenoarcanenumber-and-letterschemes.Therearesimply“touch,”“nano,”and“shuffle.”Thesenamesthemselveshavebecomepartofthecustomers’vocabulary—singlewordsthatareeasilyremembered.Bycontrast,thenamesofmostphonessoldbyApple’scompetitorsaredifficulttorememberbecause

therearesomanydozensofthem,plusthenamesthemselvesrelatetoneitherthebrandnamesnorthephones’functions.Becausepeoplearehardwiredtogravitatetowardasinglename,theydon’treferto“myHTC

Thunderbolt”or“myMotorolaCitrus.”Thereisnopublicresearchavailableonthissubject,butitwouldnotbesurprisingifmostownersofthosemodelssimplyreferredtotheirdevicesas“myphone.”Oneexceptionherewouldbe“Droid,”whichreallydoesresonatewithpeople.It’sanexcellentname

—short,memorable,futuristic,andalreadyfamiliargivenitsheritageinStarWarsmovies.Unfortunately,theDroidnamedoesnotaccruebenefitstoasinglephonemaker,becausethenameisactuallyownedbyLucasfilmandrentedoutforusebybothMotorolaandHTC.Appledoesn’tjustkeepnamingsimpleforthesakeofbrand-building.Itkeepsnamingsimplesoit

doesn’tconfusethehelloutofpeople.Attheendoftheday,that’swhatSimplicitydoesbest.Withperfectclarity,ittellscustomerswhoyouareandwhatyousell.

TheOneThatGotAwayComplexityhasanastyhabitofsnatchingdefeatfromthejawsofvictory.WhenIjoinedtheagencyworkingonbehalfofIntel,Pentiumwasthefastestchiparound.Intelwas

spendinghundredsofmillionsofdollarsinsupportofthisfamilyofprocessors,butithadanewvisionbrewing.Itwascreatingasetofchipsespeciallyformobilecomputing,incorporatingwirelesscapabilitiesandtheadditionaltechnologiesrequiredtomakemobilemagic.Allitneededwasaname.Atthistime,Pentiumwasahouseholdname.Pentiumisagoodexampleofasynthesizednamethat

cametohaveawell-knownmeaningdueto(a)itsubiquityand(b)Intel’sheavyinvestmentinpromotingit.Pentiumwasabrandingsuccess—adistinct,powerfulsubbrandofIntel.That’swhatIntelwantedtocreateforitsnewmobiletechnology.Butbeforeitcoulddothat,ithadto

meettwochallenges.Itneededtocomeupwithanewfamilynameforthistechnology,anditneededareallygoodmarketingplan.CommonSense,speakingonbehalfofSimplicity,wouldhaverequiredInteltocomeupwithaname

beforeitcameupwithamarketingplan.Instead,thiscartwasgoingtobesentoffinadvanceofthehorse.Intel’sdebateoverthenamehadbeengoingonformonths.Sotheagencywasinstructedtocomeupwithacreativemarketingplan—butleaveablankspaceinouradsandmaterialsintowhichwe

couldplugthenameandproductlogolater.CompoundingthisabsurditywasthefactthatIntelwasalreadysittingonafabulousname.Justas

Applehadcreatedavaluableassetwiththe“i,”someonenoticedthatIntelhadthepotentialtoleveragethestyleofthePentiumnameintosomethingbigger.The“-ium”endingof“Pentium”couldbeusedtocreatenewnamesinthefuture,givingallIntelproductsafamilyfeel.Pentium,soundinglikeanelementofftheperiodictable,couldspawnalineofnew“elements”—theseelementsbeingtheworld’smostadvancedmicrochips.GoingtherouteoftheelementsalsomadesenseinthatInteldidn’tmakecomputers—itmadeonlythemostvitalingredientinsideofthem.Withthisinmind,Intelhadalreadycomeupwithaproductnameforitsnewmobileplatformthatnot

onlymadeLogicalSense(acloserelativeofCommonSense)buthadalittleclevernessgoingforittoo.Theproposednamewas“Mobilium.”Ifthiswastheworkofanamingagency,thatagencyistobecommended.Ouradagencysawmuchpotentialin“Mobilium.”IfIntelwentinthisdirection,itwouldhavethe

opportunitytogiveitsproductportfolioasenseoforderithadneverachievedbefore.TheMobiliumnameactuallymadeitintothepressasthenameofIntel’sfuturemobileplatform.However,forreasonsneverrevealed,“Mobilium”wassoonrelegatedtocode-namestatusandtakenoffthetableasacontenderforthefinalproductname.Asyou’llfindoutlaterinthisbook,Intelwasabitgun-shywhenitcametolegalissues,sochancesarethatitencounteredathornytrademarkissue.ThereisanimportantdifferencebetweenIntelandApplewhenitcomestothissortofthing.Apple

facedalegalissuewithCiscoconcerningtheuseofthename“iPhone”beforethatdevicewaseverunveiled.We’llhearmoreaboutthisinalaterchapter,butbasicallySteveJobswassodeterminedtousethisnameforhisworld-changingdevice,hechosetoannounceitwithoutfirstsecuringthelegalrights.Asabornmarketer,Stevewaswillingtodoriskythings(andobviouslyexpensivethings)whenhesawgreatmarketingpotentialinaname.WhateverproblemsIntelsawinMobiliumhaditrunningintheoppositedirection.HavingkilledtheMobiliumidea,Inteldecidedtospendagoodsumofcashwithacompanythat

specializesinproductnaming.(ThetypeofcompanythatSteveJobswouldhaveavoidedliketheplague.)Thenamebecame“Centrino.”Intel’scorporateidentitygroupwenttoworkandsurprisedalotofpeoplebydesigningaproductbadgethatlookedlikeasidewaysbutterfly.Imentionthisonlybecauseofastorytoldtomebyapersonwhowasinvolvedwiththedesign.WhentheoriginalCentrinobadgewaspresentedtoIntelchairmanAndyGrove,hepausedforamoment.Freshfromaroundofseriousmedicalissuesandhavingbecomefamiliarwithpartsofhisinternalshewouldprobablyrathernot,Andysaid,“Itlookslikemyprostate.”ThedesignwasthenalteredforAndy’sbenefit.Graphicallyspeakingandnomenclature-wise,thingsmighthavebeenverydifferentforIntelhadit

beenabletograbthename“Mobilium”ratherthan“Centrino.”ButIntel,likemanycompanies,isn’tnearlyasobsessedasApplewhenitcomestoSimplicityinnaming.Toprovethat,youneedonlybrowsethroughtheproductpagesonthesitesofDell,HP,Acerandtherest.AsyouwillseeinourdiscussionofiPhone,Appleisararityinthatitismorethanwillingtopushthingstothebrinktogetthenameitbelieveswilldeliverthemostmarketingclout.Butthat’swhyApplehasiMacs,iPhones,andiPads,whileDellhasInspirons,Vostros,and

OptiPlexes.

TheJoyofObviousOneofthedownsidesofSimplicityisthatittravelswithacurse.Thatis,sometimesitjustseemstoo

easy.Itcertainlydoesn’tseemeasytothepersonorpersonswhoworkednightanddaytocomeupwiththe

simpleidea.Buttothecasualviewer,oreventhemanagerreviewingtheidea,itmightjustlookobvious.Takethename“iPhone,”forexample.FollowingthephenomenalsuccessofiPod,thenamewasso

obviousthatathousandnewsoutletsandbloggerswerereferringto“iPhone”monthsbeforeAppleeverunveiledit.ItwaseverybitasobvioustoSteveJobs,whichwaswhyhewantedtonamethisproduct“iPhone”fromthestart.Asaname,“iPhone”wasactuallyanoversimplification.Stevewasextremelyclearwhenhestood

onstageforthebigreveal:iPhoneisthreedevicesinone,hesaid.Itwasaphone,anInternetbrowser,andaniPod.Sowhy“iPhone”?Thatnamedescribedonlyonethirdofthedevice’sgoodness.You’dthinkitwouldhaveanamemorelike“iPod,”somethingthatwasn’tsospecific,oranamethatatleasthinteditwassignificantlymorethanaphone.Butno—Stevethought“iPhone”wasperfect.Itwastheobviousnessofthenamethathefoundsoappealing.Ifitwerecalled“iPhone,”therewould

benomistakinghowApplewaspositioningtheproductorwhatindustryApplewasabouttorevolutionize.Peoplewouldunderstandtheproductinstantlyandthatunderstandingwouldcontributetothebuzz.Stevehadalsobeenaroundtheblockafewtimesintheworldofnaming.Hewaswellawarethat

whateverApplecalledthisdevice,itwouldsoonbeknownforitsmanycharacteristics,phoneincluded.Sohewasn’tatallworriedthatthenamemightbesomewhatlimiting,giventhemanycapabilitiesofthedevice.ThankstothebuzzcreatedbythenewsandApple’sownmarketing,iPhonewouldsoonstandformuchmorethan“phone.”Andso,eventhoughagreatmanynameswereparadedbeforehim,Stevestuckwithhisfirstlove:

“iPhone.”Hethoughtitwasthesimplestsolution—andiftherewereanyobstaclesaheadinsecuringthatname,hewaswillingtopaytheprice.

PrayingtoFalseGodsMyreligioustrainingisveryfarinthepast.ButifIrecallcorrectly,thereisacommandmentthatreads,“Thoushaltnotlustafterthyneighbor’smarketing.”It’sextraordinaryhowmanycompaniesfallintothistrap.I’velostcountoftheclientsI’veseenpin

theircompetitors’adstothewallandopenlywishthoseadsweretheirown.Theywanttobesomeoneelse,evenifthatsomeonehasaverydifferentsetofcircumstancesandaverydifferentsetofvalues.It’sfinetohavegoalsortobeinspiredbyotherpeople’swork.ButSimplicityrequiresyoutokeep

youreyesontheroadandstaytruetoyourowncompany’svalues.It’saboutauthenticity.ConsiderthecaseofApple’sFinalCutStudio,thepredecessoroftoday’sFinalCutProX.AsFinal

CutStudio2wasnearingrelease,Ihadthepleasureofbeingcalledintohelpwithaproduct-namingdilemma.FinalCutStudiowasacollectionofhigh-endvideo-productiontoolsforeditingandspecialeffects.

PriortothereleaseofFinalCutStudio2,Appleacquiredanewadditiontothissuiteofsoftwarefromanothercompany.Thiswasa“colorgrading”toolusedinHollywoodforverysophisticatedcolorwork.Underitspreviousowner,ithadsoldfor$25,000percopy,andnowApplewasbringingittothenewestversionoftheFinalCutStudiosuite.Aftermuchcogitationonanameforthisnewcomponent,Appledecidedtosimplycallit“Color.”Oneofthoseleadingtheproject—we’llcallherJan—wasahugeadmirerofthewayAdobewas

sellingitsvideosoftware,AdobePremiere.Atthattime,Premierewasavailableinanumberofdifferent“editions,”pricedaccordingtoone’slevelofneed.Whataperfectidea,thoughtJan.Appleshoulddothesame.Let’screatetwoeditionsofFinalCut

Studio,regularandpremium,withthepremiumpackageincludingthenewColorapplication.Sherequestedpackagingdesignfortwoproducts,andanewnameforthepremiumpackage.IfthestandardconfigurationwascalledFinalCutStudio2,whatwouldwecalltheversionthatincludedColor?Ibecameinvolvedinthenamingpartoftheprocessandsharedmysuggestionswiththepackage

designers.Itwasn’tmymoststellarwork,asitcontainedsuchgemsas“FinalCutStudio2ExtendedEdition”and“FinalCutStudio2PlatinumEdition.”ThosenameshadtheairofAdobeaboutthem(orwasthattheevenmorestaleairofMicrosoft?).Intruth,therewasonlyonedifferencebetweenthetwoproducts,andthatwasthepresenceofColor.So,takingadeepbreath,Idecidedtoactupontheobviousnessprinciple.Mypersonalchoicewas“FinalCutStudio2,WithColor.”Unbeknownsttoallofus,though,StevewasinhisofficepolishingtheSimpleStick.Atthepresentation,afullassortmentofpackagedesigns,eachwithitsownname,wasneatlylaidout

onthetableinfrontofSteve.ThePlatinumEditionhadaniceshinyplatinumstripeacrossthetop.Eachoftheothershadsomefeaturethatwouldhelptodifferentiateitfromthestandardedition.JanrecappedthemissiontosetthecontextforSteve,tellinghimthatthiswasbeingdonetoaccommodatetheadditionofColortothemix.Stevelookedattheboxes,thenlookedupattheteam.“Putthesoftwareinthebox,”hesaid.Thegroupwasunsurewhathemeant.Explanation,please.“PutColorintheFinalCutStudiobox.Weselloneproduct.Period.”Therewasabeatofsilenceas

thegroupabsorbedthat.“Whatnext?”hesaid.Jan,blessherlittleheart,feltitwasimportantforStevetounderstandwhytheyhaddonethis.She

explainedthatshe’dpromisedtheCFOthatthesoftwaregroupwouldcreateaspecialeditionsoitcouldtrackandjustifythecostofacquiringColor.“Lookslikeyoumadeabigmistake,”saidSteve.Andthatwasit.Meetingover.FinalCutStudio2

wouldremainasingleboxandasingleproduct.Lookingback,IthinkitwasoneofthosetimeswhenComplexitywasn’teventryingtobesneaky.It

wasstaringusintheface,yetnooneseemedtonoticeuntilStevehititwiththeSimpleStick.ByputtingallthecomponentsofFinalCutStudiointoasinglebox,Applemadethingsfareasierfor

itscustomersandfareasierforitself.Therewouldbenoneedtoexplainonthewebsitethedifferencesbetweendifferentversions;ApplecouldsimplytalkaboutthebignewadditiontoFinalCutStudio.NorwouldtherebeaneedtoinvestinthedesignandproductionofseparatepackagingandstockingbothproductsinalltheAppleStores.AndforApple’scustomers,therewouldbenoneedtoagonizeoverdifferentversions.Theycouldsimplygetexcitedaboutbuyingapowerfulnewproductwithabrand-newcomponent.WithoutColor,theupgradestothenewFinalCutStudio2wouldhavebeenminor.Simplerisway,waybetter.Inthiscase,itwasJan’soverexuberancethatwastoblame.Shewasconvincedthatifshecouldjust

findtherightname,herproductproblemwouldbesolved.Unfortunately,herentirequestwasinspiredbyacompetitor’svalues—andnotbyApple’srulesofSimplicity.

WebPracticesfortheClear-MindedWhenAppleexecutivesapprovethecontentofapple.com,theirgoalistoimpartinformationastheystaytruetotheApplevoice.Appleiswarm,welcoming,andsmart,andthesiteisano-brainerto

navigate.Somewholiveindigitalcirclescriticizeapple.combecauseitdoesn’thavealotofbellsandwhistles.

Theysayit’sjustaglorifiedcatalog.Correctonbothcounts—andthat’sjustthewayStevelikedit.Hesawapple.comasaplaceforpeopletocomeformoreinformationaboutApple’sproducts,period.Hewantedittobeinterestingandattractive,butheregularlyrejectedtheideasofthosewhowouldexpandapple.comin“edgier”directions.StevehadstrictstandardsforApple’ssiteregardingwhatgotinandwhatdidn’t.Hewasn’tabigfan

ofwhizzyanimations.Hebelievedthatsuchthingswere“lazy,”themarkofacompanytryingtowowvisitorswitheyecandyratherthansubstance.HeinsistedthatApple’ssiteshouldavoidthefrivolousandjustmakeiteasyforpeopletofindtheinformationtheyseek.Apple’ssitehasmaturedovertheyears,anditdoesincorporatesomeanimationbasedonthe

emergingHTML5standard.Thesethingsaddsomeenergytothepages,butApplesteadfastlydeclinestoaddtrickydigitaleffects.Theresultisasitethatisconsistentlyratedasoneofthemostvisitedsitesintheworld,andoneoftenpraisedforitsclarity.Appleletsothersexperimentwiththewildandcrazythings.Itsgoalistoappearasanislandof

Simplicityinthiscomplicateduniverse.Inthatsense,apple.comistheperfectexampleofwhatthisbookisabout—usingthepowerofSimplicitytosetacompanyapart.Ifyoudivedeeper,you’llfindthatsomesectionsofApple’ssitearen’ttotallysimple.Theyhavealot

ofproductstosellandalotofstoriestotell.Theimportantthingis,thepagesaredesignedsotheyfeelsimple.Ofcourse,theonlythingmoreimportantthancreatingasimplesiteismakingiteasyforpeopleto

getthere.Evenhere,SteveJobsmadenopretenseabouthisdemandforSimplicity.HewasevenfussyaboutURLs.Atonetime,weweresharingafinishedcommercialwithStevewhensomeoneintheroomsuggestedthatweuseamodifiedURLattheendoftheadtodirectpeopletoaspecificApplepage,suchas“www.apple.com/specialoffer.”Stevelookedstunnedthatanyonewouldevensuggestsuchathing.Thankfully,histurretdidnot

begintorotate,nordidanyverbalbeatingsensue.Nonetheless,heveryquicklysquelchedtheidea.Hejustdidn’tbelievethatordinarypeoplewouldeverrememberaspecializedURL,andhewantedtomakethingsassimpleaspossibleforthem.IfanApplecommercialgotsomeoneinterestedinlearningmore,hefeltthatthispersonwouldinstinctivelygotoapple.com.Ifwewereinvestingenoughmoneytorunacommercial,obviouslytheApplehomepagewouldprominentlyfeaturetherelevantlink.Withthatinmind,lookaroundatalltheothercommercialsyouseeonTV,oreventheadsyouseein

magazinesandnewspapers.Lookatbillboardstoo.You’reboundtoseesomefairlycomplicatedURLsdesignednotonlytotakeyoutoaspecificpagebutalsotoenablethecompanytotrackwho’scomingfromwhere.Stevedidn’tbelieveinmakingpeopleworkharderjustsohecouldcollectdataabouttheirmovements.Hismostimportantconcernwasmakingthingseasierforcustomers.Applewastheretoservethem,nottheotherwayaround.Hewouldn’tlikeitifacompanymadehimjumpthroughthosehoops,andhe’dneveraskthatof

anyoneelse.

NeverUnderestimatethePowerofaWordDespitethepopularnotionthatSteveJobswasn’ttheworld’smostconsiderateperson,hedidrespectthefactthatIlivedthreetimezonesawayinNewYork.Soifitwas1:00a.m.forme,IcouldprettywellassumethatIwouldhavetherestofthenightoff.However,ifIsentoutanemailat1:00a.m.,Iwouldbe

broadcastingthefactthatIwaswideawake.I’dhavetothinklongandhardabouthittingthe“send”buttononanemailtoSteve—foritcouldeasilyresultinaninstantcallbackandanextendedconversationaboutanadoranythingelsehemighthaveinmind.Stevelovedbeingpartofthecreativeprocess,andthatinvolvedofferinguphisopiniononevery

wordandimage.Onenight,backintheearlydaysofiMac,Isentoneofthoselate-nightemails,anditdidprovokeanimmediatecallbackfromSteve.Despitethetime,wespentoveranhourgoingoverthecopyforasixteen-pageiMacinsertsoontogointoproduction.OfallthedifferenttypesofinteractionsIhadwithSteve,conversationslikethisweremyfavorite.It

wasjustthetwoofus—nodistractionsortimelimits—talkingaboutlanguage.Inacertainway,puttingtogetheralengthypiecewasabitlikedoingapuzzle,anditwasbothinterestingandfuntotalkaboutwordchoices,impliedmeaningsofwordsorphrases,andthesometimesmicroscopicdifferencesbetweentwowaysofsayingsomething.Notsurprisingly,Steve’smainconcernwasalwayswhatthecasualreaderwouldtakeawayfromit.Thatnight,wewentthroughourcurrentlittleepic,pagebypageandsentencebysentence.We’d

rarelygetthroughmorethanasentenceortwobeforeStevewouldmakeacommentorposeaquestion.Sometimeswe’dtalkaboutbigchanges;othertimeswemightgetintoadebateaboutwhetheritwouldbebettertouse“a”or“the”inaparticularsentence.Thesediscussionswereneverheated.Theywerejustintelligentconversationsaboutthebestwaytomakeapointinourmarketing.Aswegotdeeperintoit,we’devenengageinabitofhorse-trading.Ifweencounteredanissueuponwhichwecouldnotagree,Stevemightsay,“Well,youletmehavethelastone,soI’llletyouhavethisone.”Stevehadthesensitivitiesofanartistandwasfanaticaboutdetails,justasthelegendsays.Hewasn’t

debatingtheuseofasingleletterbecausehewascontrolling,hedidthisbecausehethoughtitwasimportant.ForSteve,therewasnosuchthingasanunimportantdetail.Asmentionedearlier,whenStevewassearchingforaproductname,hewouldseeksuggestionsfrom

insideAppleaswellasfromhisagencyteam.Hedemandedthatthenamesconformtothelogicofthecompany’sexistingnamingframework,buthewasequallyuncompromisingabouttheartisticpart:theyhadtosoundgood.Evenanameasobviousas“iMovie”wasdebatedforweeks,withnamesflyingbackandforthbythemegabyte.AppleisunrelentingaboutsendingthemessageofSimplicitytoitscustomers.Itdoesthatwithevery

productitcreates—andeveryworditchooses.

Chapter7ThinkCasual

Wewereintheagency’srentalcaraboutfiveminutesafterleavingApple,headedtoSanJoseAirportforthetripbacktoLA,whenmycellphonerang.ItwasSteve.“Look,Idon’tknowwhothatguywasorwhyyoubroughthim,butI’mnotpayingacentfor

anythinghejustdid,”Stevesaid,“andIneverwanttoseehimatAppleagain.”Thisiswhatisknowninthebusinessas“abadmeeting.”Embarrassingly,itwasameetingthe

agencyhadspenttwoweekspreparingfor.Theoffendingpartywasaplanner.We’llcallhimHank,soasnottodamagehiscareer.Intheagency

world,plannersarethosewhoarepaidtorepresenttheconsumer’spointofview—asopposedtotheagency’sortheclient’spointofview.They’retheoneswhoaresupposedtofigureoutwhatcustomersarethinking,providingtheinsightsastowhatmessagesmightmakethemmorelikelytobuy.Plannersaresupposedtocondenseallthisinformationintoadigestibleformthatwillguidethe

creativepeopleindevelopingthemosteffectivework.Theyarealsoessentialincraftingthemarketingstrategiesthatserveasthefoundationforthecreativework.Hankwasanewhireattheagency.Hewasasmartguywhohadjustarrivedfromoneofthemost

creativeagenciesinthecountry,whereheworkedontheadvertisingforanaccountthathadachievediconicstatus.Theauraofhispreviousjobwasalloverhisrésuméandhewaswelcomedwithopenarms.ItwasdecidedthatHankwouldgethisfeetwetbydoinga“brandaudit”forApple.Hewouldassess

thehealthoftheApplebrandamongdifferentdemographicgroupsandethnicities.Hisprizewasthathe’dbeabletopresenthisaudittoSteveJobspersonally.Hankhadtwoweekstodohiswork,andhedivedheadfirstintohisresearch.Hewaseagerly

anticipatinghismeetingwithSteveandwasdeterminedtodoeverythinginhispowertoblowhimaway.Becarefulwhatyouwishfor,Hank.AweekbeforeourtripuptoApple,HankaskedifIwouldtakealookathispresentation,sinceIhad

agoodideaofwhattypeofthingSteverespondedtobest.Iwascrammedthatday,soweputitofftothenextday.Unfortunately,ourschedulesnevergotinsync.Dayafterday,wekeptmissingeachother,andbeforeweknewit,wewereflyinguptoAppleandIhadneverevenseenhispresentation.LeeClowhadbeenworkingwithhim,though,soIwasn’tconcerned.Iwouldjustenjoyitasitunfolded,alongwithSteve.WegottotheAppleboardroomfifteenminutesbeforemeetingtime.Hankwascarryingoneofthose

awkwardlylargeportfoliocasescontaininghispresentationmaterials,andheimmediatelystartedtosetup.Thefactthathehadthingstosetupwasthefirstindicationthatsomethingwasamiss.Outcamealargegraph.Followedbyachartwithlotsofnumbersandphotosofdifferentkindsof

customers.Istartedtowince,knowingthatStevewasn’tafanofthesetypesofpresentations.That’sbig-companystuff.IfeltbadthatHankandIhadneverbeenabletoconnectduringtheweek,because

thiswasstartingtolookmoreandmorerisky—hemightwellbewalkingintoadeathtrap.BythetimeHankhademptiedhisportfolio,therewerefourlargepiecesoffoamcoreonthewall,

andHankstoodtheredoinghismentalcalisthenics.Ithoughtaboutsayingsomething,butitwaswaytoolateforthat.SoIstarteddoingwhatanybraveadvertisingguywoulddo:ImadesureIsatoutsidethelineoffire.WhenSteveshowedup,Leeintroducedhimtothenewestmemberofourteam.Hebriefly

summarizedHank’scredentialsandexplainedthathehadbeenworkinghardonthisApplebrandaudit—whichwassomethingwe’dneverdonebeforebutprobablyshouldhave.Stevenoddedinacceptance,thoughheseemedmorepolitethanactuallyinterested.ThewalluponwhichHankwaspresentingwasactuallybehindSteve,soSteveswiveledhischair

halfwaytoseetheshow.Hisbodylanguagewasfascinatingtowatch.Hestartedoffatfullattentionand,minutebyminute,sanklowerandlowerintohischair.Hewasclearlybored.Ifithadn’tbeenforthefactthatLeeClowthoughtthiswasagoodidea,Stevewouldhavebeenconsiderablylesspolite.HisrespectforLeemayhavestoppedhimfromshuttingdownthepresentation,butitdidn’tstophim

fromheckling.Afterjustafewminutes,hestartedinterruptingtothrowoutquestions.ThemoreitappearedthatStevewasn’tbuyingit,themorenervousHankbecame.Afewmoreminutesintotheshow,HankwastakingStevethroughthedifferentdemographicgroups

hehadresearchedindifferentcities.“WeevenwenttotheghettoinHarlemandaskedthekidsonthebasketballcourtswhattheythoughtaboutApple—”Steveinterruptedyetagain.“Why’dyouaskthem?”hesaid.“Theydon’thaveanymoney!”Stevewasn’tsomuchbeingheartlessasjustgettingmoreandmoreannoyedthattherewasnothing

usefulinthispresentation.Hankfumbledforananswer,andSteveslumpedintohisseattothepointwherehewaspracticallyatfullrecline.Hewasrestinghisheadinhishandinsuchawaythathewasonlypeekingatthepresentationbetweentwofingerscoveringhiseyes.Nowhewasjustplainappalled.Leerealizedhehadtoactnoworasmartyoungplannerwouldbepsychologicallyscarredforlife.HeinterruptedHanktotellStevethatwewantedtosharethisresearchbecausewethoughtitwas

importantthatweallunderstandexactlywhattheApplebrandstandsfortoday,becausethatmightwellinfluencethemessagesweputout.StevelistenedtoLee,butitwasclearthathewasn’tbuyingawordofit.Infact,hewasgettingmoreandmoreirritatedthatwewerewastinghistimewiththis.HelookedatLeewiththat“Idon’tgetit”expressionandtookadeepbreath.“Okay,whatever,”Stevesaid.“Let’slookatsomeads.”ItwasasifHankhadceasedtoexist.Hank

wasn’tfinishedwithhispresentation,butStevehadjustfinishedforhim.ItwasprettyclearthatHank’scareerasSteve’srespectedpartner-in-researchhadjuststartedandended,allwithinthespanoftwentyminutes.Thiswasablackmarkfortheagency,asithadalloweditselftofallintothetrapofactinglikea

typicalagency—thekindofagencythatStevedidn’tlikeatall.Tohim,suchpresentationswerethetrappingsofagenciesthatdealtinstyleoversubstance.ItdroveStevebattytoseeintwentyslideswhatcouldbespokeninthreesentences.Hevaluedtime

waytoomuchforthat.Hepreferredstraighttalkandrawcontenttoaslickpresentation.Infact,aslickpresentationwouldonlymakehimsuspectthatyouwerefluffingupthefewfactsyoureallyhad.Itmeantthatyou’ddevotedvaluabletimetothewrappingofyouridearatherthanthinkingthroughtheideaitself.Stevewasmostcomfortablewithatable,awhiteboard,andanhonestexchangeofideas.Heresisted

anythingthatmadeitfeellikerelationshipswerebecomingformal,orlikeApplemightbebeginningtodisplaybehaviorstypicalofabigcorporation.

Helikedtheatmosphereintheroomtobesuchthathecouldputhisbarefeetuponthetableifhefeltlikeit.Whichissomethinghereallydiddo.

PresentationsWithoutDreadMostbusinessprojectsbeginwithoneformofbriefingoranother.We’veallattendedbriefingsthatareformal,stiff,andboring,aswellasthosethatareeasytofollow

andinformative.Complexityisperfectlycapableofturningabriefingintoatypeoftorture.Simplicity,ontheotherhand,makesthingsperfectlyclear—andgivesparticipantsatruesenseoftheirmission.DuringmymultipleassociationswithApple,Iwasinvolvedinmorethantwentynew-product

introductions.Some,conductedbytheproductmanagers,weredesignedtogetteamsworkingonnewproductwebpagesandpackaging.Thesepresentationswerebriefandinteractive.Absentweremarketingtreatisesandcomplexlistsof

productattributes.Thesewerejustsmallgroupsofsmartpeoplemeetinginacasualatmosphere,receivingagoodtouroftheproductandaclearpresentationofitsbenefits.Theproductmanagersweretheretoanswerallofourquestions.We’dgoawayknowingexactlywherethatproductfitintheworldandhavingsomefreshincentivetoworkourselvestothebone.TheagencyoftenreceivednewproductbriefingsfromSteveJobshimselfaspartofourregular

meetingseveryotherweek.KnowingthatStevehatedtositthroughformalpresentations,youmightwonderwhatitwaslikewhenStevewastheonedoingthepresenting.Therewasnoslideshow,noleave-behind,noformalizedstrategy.Itwasjustaconversation.

Sometimestheproductwasintheroomwithus,sometimesnot.Stevewouldjustsharehispointofviewaboutwhytheproductexisted,howitworkedandwhatsetitapart.Whennecessary,he’djumptothewhiteboardtoillustratehispoint.Ineffect,Steveactedashisownslideshow.TherewasnomoreefficientwaytohearaboutthephilosophybehindaproductthantohearitfromtheCEOhimself.Onceweabsorbedtheessenceoftheproduct,itwasprettymuchuptotheagencytofigureoutthe

mosteffectivewaytopresentittotheworld.Steve’sconfidenceintheagencywasoneofthethingsthatspurreduson.Hehadhiredusbecauseweweresmart,andheexpectedustoprovethattimeaftertime.Whyshouldhekeepusaroundifheneededtoholdourhands?NowcontrastApple’smethodswiththewaysothertechnologycompaniesbrieftheirpartners.For

many,themoreimportanttheproject,themoreformalaproductionitbecomes.AtDell,Intel,andIBM,aformalprojectlaunchcouldbeamegaproduction,sometimescoordinatingtheeffortsofmultipleagencies.Itwasnotuncommonforsuchbriefingstobeconductedinanauditorium-likeroom.WhenI’mstuckinanexceptionallylargemeetingandI’verunoutofthingstoholdmyattention,I

sometimesfindmyselfcountingtheparticipantstorelievetheboredom.Myrecordstandsatthirty-two,courtesyofDell’sConsumergroup.Thatwasforasummermeetingheldtobriefvariousteamsonthatyear’sholidaycampaign.Thisbriefingconsumedanentireday.ThoughDellhadthebestofintentions,verylittlecamefromthismeeting—asidefromconsumingthe

timeofthirty-twopeople,manyofwhomhadtotraveltoattend.ItdidspawnseveralfocusgroupsintheMidwest,whichrequiredpeopletotravelsomemore.Butintheend,despitethescaleofthebriefing,Delldecidedtodonothingbutrunsomeolderadsamendedwithaholidaygraphic.Thecostofthebigbriefingsandsubsequentfocusgroups,includingairfareandhotels,musthavebeenhuge.DuringallmyyearsworkingwithAppleasbothanagencycreativedirectorandaconsultant,Inever

attendedaformalmeetinglikethis.Infact,Ineverevenattendedanovercrowdedmeeting.There’ssomethinginthebloodatDellthatrequiresit—there’ssomethingintheDNAofApplethatforbidsit.

Whenyouleavealarge-scalebriefinglikethat,you’renormallyburdenedwithstacksofprintoutsdescribingoneaspectoftheprojectoranother.WhenyouleaveaproductbriefingatApple,youmighthaveadocumentthat’soneortwopageslong.Simplicitylikestomakeapointquickly.Fewpeoplewhoattendanoverblown,hard-to-digestpresentationreturntotheirofficeseagertoset

theworldonfire.Mostprefertoheadforthenearestbar.Thisisnotthewaytoinspirepeopletogreatness.Thisissimplycheckingoffboxestomakesureeverylastfactisonthetable.Itservesthepurposeofthepresenters,butnottheattendees.Iactuallydon’tmeantosingleoutDellonthistopic.Thisisarecurringissueinsidemanylarge

companies,asyouarelikelyaware.Whenyou’reworkingwithlarge,unwieldygroups,onebeginstofeellikeacoginawheel.Whenitcomestobriefingtheirpartners,mostbigcompaniessimplyfollowthetemplatethathasproducedacceptableresultsbefore.Templatesaren’tevilinthemselves.Internally,Appledoesfollowatemplatewhenitsetsup

briefings.Thedifferenceis,ApplefollowsatemplatebasedonSimplicity.Theideaistogivethatsmallgroupofsmartpeopletheinformationtheyneedtodothehighest-qualitywork.

DeathbyFormalityWhenSteveJobswalkedontoastage,hecommandedtheworld’sattention.You’dbereadingaboutitforweeksafterward.Soit’snowonderthathispresentationstylehasbeenthesubjectofanever-endingstreamofbooksandarticles.However,sincemostofusdon’tpresentinSteve’skindofcircumstances—onstage,oncamera,in

frontoffivethousandpeopleormore—youmightbemoreconcernedaboutbeingabletopresenttoSteveJobs.Thatis,whatifsomeoneatSteve’slevelcarvedoutsomeprecioustimeonhiscalendarsoyoucouldpresentanideatohim?Howwouldyouusethattime?Stevedidn’thavealotofpatience.Hewassupercritical.He’dinterruptyouinaheartbeat.Ifyou

couldsuccessfullypresenttoSteve,Iimagineyoucouldsuccessfullypresenttoanybody.ConsiderationnumberonewasbeingrespectfulofSteve’stime.Thosewhorunabigcompanynever

havemuchofit.Thosewhoruntwobigcompanies(asStevedidbackthen)haveevenlessofit.Butthisplaysrightintoourhands,becauseSimplicitygainspowerthroughbrevity.Simplicityisthedirectstatement,notthemeanderingrationalizationthereof.BackinthedaysofNeXT,IlearnedalessoninpresentingtoSteve,onethatcontradictedeverything

I’dbeentaughtbymyadvertisingmastersuptothatpoint.ItchangedthewayIwouldapproachStevefromthattimeon,anditchangedthewayIwouldpresenttoanyclientfoolishenoughtoinvitemeintoaproject.TheagencyteamhadflownouttosharesomeideaswithSteveforaseriesofnewspaperads.(Surely

youremembernewspapers.)Aswasnormal,wehadafewminutesintheconferenceroomalonebeforeStevejoinedthemeeting.ThatwaswhenIdidmyjobof“settingup”fortheconversation.Fromourlargetravelingportfolio,Iremovedthethreeadswewouldbepresenting,eachmountedonalargepieceofblackcardboard,creatingabeautifulframeeffect.Inaccordancewithadvertisingpresentationtradition,Isettheadsfacedownonthetable.Ididn’treallythinkaboutittoohard.Ijustassumedthatwe’dhaveaconversation,andattheappropriatetimeI’dgivethesetupandfliptheadsoveroneatatime.Rightontime,Steveenteredtheroomandtookhisplaceatthetabledirectlyinfrontofthethree

pieces.Iwasstillnewatthejobbutstartingtofeelcomfortableinmyrole.Stevehadwarmeduptotheagencyandtome.Wehadalotofworktodo,butitwasinspiringandfun.

Themeetingstarted,andtheagency’saccountdirectorstartedtheconversation.Thencamemyturn.IplungedintotheroutineIhadpracticedinmyheadmanytimesoverthelasttwenty-fourhours.Ihadplannedtofirstrecapthestrategy,soStevecouldappreciatehoweachadtookaslightlydifferentapproachtofulfillingit.Iwasproudoftheworkandanxioustoshare.IonlygotaboutthreesentencesintomypreamblewhenStevejumpedonme.Intheblinkofaneye,

hewentfromfocusedtoirritated.“Justshowmetheads!”hesaid.“AreyougoingtobesittingnexttometoexplainthingswhenIread

theWallStreetJournalinthemorning?”Hethenreachedoverandflippedupallthreeoftheboards.Helookedatthemforamoment,absorbingtheircontentwithoutmyvoicednarration.Stevewasfullyawareofwhatwewereworkingon.Heknewwhathewantedthoseadsto

accomplish.Weprobablydidn’tneedtosayawordbeforeweflippedthemover,andthenwesimplycouldhavedebatedwhichwasbetterandwhy.WhatStevedidn’tneedatthatpointwasaformalpresentation.Ineffect,hewassaying,“Pleasestop

beingadagencyguysandjusttalktome.”Simplicityisinahurry.Itwantstocuttothechaseandconcentrateontheimportantstuff.Noinsult

toyouandallthetimeyou’vespentpreparingthatconvincingspeech,butmuchofwhatyou’reabouttosayislikelysuperfluous.Manypeopleincorrectlyassumethatbyincreasingthewordcounttheywilldemonstratetheirsmarts,whentheoppositeisalmostalwaysclosertoreality.Thosewhoknowhowtocommunicatewithbrevityaretheoneswhocomeacrossassmarterandaremoreappreciatedbyexecutiveswhovaluetheirtime.ToSteve,themeetingwestartedtohavewassomethingthathappenswhenbigcompaniesdealwith

bigagencies.Thesetuppartcameacrossasaformofmanipulation.Hewantedtojudgeourideasontheirmerits,notonouropinionofhowheshouldreact.Themoreformalthepresentation,themoresuspiciousSteveseemedtoget.There’sathinlinebetweenleadingclientstoaconclusionandtreatingthemlikeidiots.Therewas

probablyabitofthatinSteve’sreactionto“beingled”aswell.ThebestapproachwithStevewastojustlaythefactsonthetableandstartthediscussion.Thatwasthetimetoexpressyouropinionandpushfortheconclusionyoubelievedin.Inmanyways,aformalpresentationcreatesabarrier.Justbecauseitendswith“Anyquestions?”

doesnotmeanitpromotesconversation.Attheendoftheday,mostbusinessescomedowntorelationships.Alessformalpre-sentationwithhonestdebateisthewaytostrengthenyourrelationships—andgetbetterresults.TheinformalityofSteve’sconferenceroomstylewasbasedonthefactthatheconsideredmost

meetingstobebrainstormingsessions.Evenifyoubroughtfinishedworktothemeetingtoshare,itwouldbediscussedanddissectedbeforeyoulefttheroom.TheonlytimeStevebelievedinmakingaformalpresentationwaswhenhewasonstageunveilinganewAppleproduct.Apple’slauncheventswerepainstakinglychoreographedandrehearsedtothenanosecond.Therewas

abackupplanforeverythingthatmightpossiblygowrong.Buteveninanonstageproductionsoperfectlyplanned,theinformalStevecouldeasilybeseen.IfyouweretolookataslideshowthataccompaniedoneofSteve’sonstagepresentationswithout

Steve’spersonatowalkyouthroughit,you’dbesurprisedhowutterlysimpleitis.It’sstraightforwardtoafault.Absolutely,Steve’spurposewastosteertheaudiencetowardtheconclusionhewished,buthedidsointhemostdirectway.Infact,inmanywayshefollowedthetraditionalpresentationplaybook:Layouttheagenda,layoutthefactsforeachtopic,thensummarizeeachtopicbeforemovingontothenext.Attheendoftheshow,he’dsummarizethehighpointsoftheentireshowalloveragain.Ifhehad

athoughthewantedtostickwithyou,he’drepeatit.Overandover.Stevewasrelentlessaboutrehearsingandtweakinghisbigproductunveilingsfordaysandweeks,to

makesuretheworldsawwhathewantedittosee.Inthatsense,theseeventswereformal.However,Stevewasn’tapolishedpresenterinthetraditionalsense.Hedidn’tstanderect,speakslowly,andenunciatelikehe’djustcomefrompresentationclass.Hespokemorelikeapassionatetwenty-year-oldwiththewisdomofafifty-year-old.Whatmadepeoplerelatetohimwasthatdespitealltherehearsing(andtosomedegree,becauseofit),hestillcameacrossmoreliketheguyintheconferenceroomthantheCEOonstage.ThiswasthesameStevewhocommunicatedtohisemployeesandpartners.NeveroncedidIhear

himasktheagencyforaformalpresentation—justourbestthinking.

Chapter8ThinkHuman

Bythetimehereachedhisforties,Stevehadprettymuchexperiencedthefullrangeofemotionsonecouldfeelwhenworkingwithanewcomputer.Atvarioustimes,he’dbeenamazed,proud,angry,fascinated,frustrated,inspired,andincensed.Soononeparticularlate-nightphonecall,IwassurprisedtohearStevebecomequietandreflective.

“Thiswasthefirsttimeacomputermademecry,”hesaid.Justafewhoursearlier,hehadsatdowninfrontofaprototypeiMacandtriedhishandatiMovie—a

newproducthe’dbeunveilingtotheworldinthenearfuture.Hisexperiencewastransformative.Heimportedsomevideoofhiskidsfromhiscamcorder,grabbedthebestclips,addedtransitionsandtitles,choseagreatsoundtrack,andcreatedamoviethattouchedhisheart.Hetoldmethatwhenheshowedittohiswife,theybothgottearsintheireyes.Hethoughtthiswas

oneofthebestproductsApplehadevermade.HemarveledattheSimplicityofit.Toproperlyappreciatethemoment,you’llhavetotransportyourselfbackto1999.Inthosedays,

therewasnoYouTube,yetcamcordershadalreadybecomeahotconsumerproduct.Whilemanypeoplewerefillingboxeswithvideocassettesfromtheircamcorders,fewhadacluehowtoturnallthatvideointoclassicmoviestheycouldsharewithfriends,relatives,andunsuspectingvisitors.iMoviewasgoingtochangethat.Stevethoughtitwasamazingthattechnologycouldhavethiskind

ofemotionaleffect,andhesharedhisexperiencebecausehethoughtitwouldbecoolifwecouldcapturethatkindofemotionintheiMovieadswewereabouttoproduce.Asadirectresultofthiscall,theagencyconceivedanadthatwasverymuchlikeSteve’sstory.We

calleditCryingMan,becauseforthebetterpartofthirtyseconds,wewouldseeonlyamandabbingtearsfromhiseyesashewatchedsomethingoutofframe.We’dhearthesoundtrackofhismovieandseethatthemanwasspellbound,butnotuntiltheendwouldweseethathewaswatchingamovieabouthisbeautifulyoungdaughter—somethinghe’dcreatedhimselfonhisnewiMac.Itdoesn’tgetanymoreemotionalthanthat,wethought.Aftermuchcasting,wefoundafathertypewhowasyoung,good-looking,andcapableofcrying

bucketsoncue.Weshotthecommercial.Butonlyineditingdidwerealizeourterriblemistake.Withoutanykindofbackstoryestablished,theadseemedtotellthestoryofagrievingdaddevastatedbythelossofhisdaughter,relivinghermemoryonvideo.Notexactlytheupliftingmessagewe’dplanned.Fortunately,wequicklyfoundawaytodemonstrateiMoviewithoutmakingitfeelliketherewasa

funeralinvolved.WeusedafunmoviecreatedbyanAppleVPfeaturinghiskidsjumpingupanddownonabedtothetuneofBobDylan’s“ForeverYoung.”Withthisspot,ApplebecamethefirstadvertiserinhistorytouseagenuineDylanrecording.ThiswasanotheremotionalmomentforSteve,asDylan’smusichadhelpedshapehisownlife.TheiMovieprojectrevealedapartofStevethatwouldsoonbecomealotmorevisible.He’dalways

beenproudofApple’sabilitytoconnectwithpeople,butnowthecompanywasgoingplaceswhereitwouldbeconnectingonamoreemotionallevel.Lookingback,iMoviewasjustababystepinthat

direction.Inthecomingyears,Applewouldturnemotionalconnectionintoanartformbybringingcustomersclosertotheirmusic,photos,andmovies,andclosertotheirfamilyandfriends.Itwouldevenbringthemclosertothetechnologyitself,usingtouchandvoice.Revolutionbyrevolution,ApplewouldprovethatthemostpowerfulformofSimplicityisthatwhich

connectsdirectlytoourhumanity.

TechnologywithFeelingFromthebeginning,Applehassucceededbecauseitmakesproductsthatreflecthumanvalues.(We’llconvenientlyoverlookthebleaktimesduringSteve’sabsencewhenthecompanybegantolosesightofitsownvalues.)BackwhenPCsrequiredustothinklikemachines,Macintoshchangedeverythingbylettingusthinklikepeople.Itwassimpler.Butinthelastdecadeinparticular,Apple’sbrandofSimplicityhasbecomeincreasinglyattunedto

ourhumanity.Byappealingtoouremotions,ourloveofartanddesign,Apple’sinventionshavegonefarbeyondmerefunctionalitytobecomeobjectsoflust.Somuchsothatgrownadultswillactuallystandinlineforhalfadaytogetthem.AsApple’sfirsthandheldconsumerdevice(let’snotcountNewton),iPodwastheproductthathelped

Appleturnthiscorner.Itenteredacategorythatalreadyofferedanumberofchoicesinmusicplayers.Complexityreigned,

witheverydeviceworkingbyitsownrules.Therewasnoheavyweightplayerinthiscategory,onlyabunchofcompaniesscramblingtocarveoutaniche.NeverhavingseenApplelackingforconfidence,IimagineitsurveyedthissceneandfeltmuchlikeCharltonHeston’scharacterdidintheopeningminutesofPlanetoftheApes,whenhelookedoutoveratribeofprimitivehumansandsaid,“Ifthat’sthebestthereisaroundhere,insixmonthswe’llberunningthisplanet.”ApplebelievedthatwhatthemusicplayercategoryneededmostwasSimplicity,andwhichever

companydelivereditwouldsoonbe“runningthisplanet.”ItturnedoutthatonekeyinsightallowedAppletoleapaheadoftheothercompanies.Steveexplainedina2006Newsweekinterview:Wehadthehardwareexpertise,theindustrialdesignexpertise,andthesoftwareexpertise,includingiTunes.Oneofthebiggestinsightswe[had]wasthatwedecidednottotrytomanageyourmusiclibraryontheiPod,buttomanageitiniTunes.Othercompaniestriedtodoeverythingonthedeviceitselfandmadeitsocomplicatedthatitwasuseless.

ByremovingtheComplexity,Applecreatedadevicethatbroughtpeopleclosertotheirmusic.Itwasadevicethatappealedonhumanterms,removingthebarrieroftechnology.IncreatingiPod,Applegainedtechnicalskillsinminiaturizationandinterfacedesignthatopenedthe

doorsformorehuman-centricdevicestocome.Withitstouchscreenandintuitiveinterface,iPhonewasworldsapartfromBlackBerry—again,becauseitseemedtotreatuslikepeopleinsteadoffellowmachines.And,ofcourse,iPaddisruptedthecomputermarketplaceinmuchthesameway.ButthemosthumanofallAppletechnologieswasstilltocome.WithSiri,theintelligentassistant

thatdebutedoniPhone4S,Applehasmovedbeyondthetouchscreen,addingevenmorehumanitytoitsproducts.Sirirespondstothehumanvoice,intelligentlyparsingwordstoexecuteaseriesofactions.AskSiriifyouneedanumbrellatoday,andshecheerfullyfiguresoutyourlocation,getstheweatherreport,andoffersasuggestion.Clearlythisisthefutureofourrelationshipwithtechnology,fromphonestoTVstocomputers.Aspredictedinsomanysci-fifilms,wewillsoonhaveaconversationalrelationshipwithourtechnology.Let’sjusthopeitworksoutalittlebetterthanHALin2001:ASpace

Odyssey.ThegeniusofAppleisthatitoftenseeshumanpotentialwhereothercompaniesdonot,andithasthe

designandengineeringskilltobringitsvisiontolife.Sometimes,ashappenedwithiPodandthemusicplayermarket,Appledoesn’tactuallyinventtheideafromscratch.Theconceptmayalreadyexistbutbemissingonlyonething:Simplicity.Andthatmakesallthedifferenceintheworld.

SteveJobs,Card-CarryingHumanIfSteveJobsbelievedsodeeplyinthepowerofSimplicity,andSimplicityissuchanimportantpartofbeinghuman,whywashesuchamaniacaltyrant?Well,maniacaltyrannyisintheeyeofthebeholder.NoonedeniesthatStevewasincredibly

demanding,relentlesslytough,and,incertainmomentsofpassion,outrightscary.Hisbottomlinewasthattheshiphadtobemovingforwardeveryday.Ifyouweren’thelping,that’swhenyougotintrouble.ButtherewereactuallytwoSteves—themerciless,controlling,unrelentingSteveandtheinspiring,

charming,anddeeplyhumanSteve.Itwasthiscombinationthatmadehimsofascinating,andit’swhatmadesomanypeopledevotetheirenergy,andmuchoftheirlives,tohisvision.Thoughhedidn’tsufferfoolsgladlySteveputhisfaithinpeopletosolveimpossibleproblemsand

createamazingcomputersanddevices.Hisjobwastocreatetheconditionsinwhichthatcouldhappen.Hedidthatbydrivingpeopletoreachtheirpotentialandbypromotingcollaboration,whichhebelievedwasakeypartofcreativethinking.InbuildingPixar’snewhome,Stevehaditdesignedsopeoplewouldfrequentlygatherincommon

space,addingaspontaneousaspecttocollaboration.Heelaboratedina2004BusinessWeekinterview:Processmakesyoumoreefficient.Butinnovationcomesfrompeoplemeetingupinthehallwaysorcallingeachotherat10:30atnightwithanewidea,orbecausetheyrealizedsomethingthatshootsholesinhowwe’vebeenthinkingaboutaproblem.It’sadhocmeetingsofsixpeoplecalledbysomeonewhothinkshehasfiguredoutthecoolestnewthingeverandwhowantstoknowwhatotherpeoplethinkofhisidea.

Stevebelievedinthose“happyaccidents,”therandommeetingsthatmightresultinanexchangeofideasorstartconversationsbetweenpeoplewhowouldn’tnormallyinteract.Thoughhisoutburstswerelegendary,Stevecouldalsobeincrediblysupportive.Infact,someofhis

praiseseemedtobepipedindirectlyfromhisrealitydistortionfield:“Thisisthegreatestlaunchinthehistoryofcomputers.”Maybeyouknewthatitwasn’treallytrue,butthefactthathewasdistortingrealityjustforyoucreatedawarmandfuzzyfeeling.ItwouldhavebeenoffensiveifStevehadaskedustoworkharderthanhedid.Buthedidn’t.Heonly

askedustoworkexactlyashardashedid.Ihavenoideahowhedidit,butintheyearsfollowinghisreturntoApplehewouldbeCEOofApplethreedaysaweek,CEOofPixartwodaysaweek,andCEOofbothonweekends.Yettherewerestilltimeswhenhe’dbeunavailablebecausehe’dpromisedhisfamilyhe’dtakethemtoamovie.(StevewouldlaterclaimtohisbiographerWalterIsaacsonthathiscancerbeganasaresultofhis

extremeexhaustionfromworkingbothjobs.Isaacsoncorrectlypointsoutthatthereisnoevidencecancercanbecausedbyexhaustionorloweredimmunesystem.)Butifyou’rereallylookingforevidenceofSteve’shumanity,youonlyhavetolookatwhathe

created.Whenyouseehisinnovationsinuseathospitals,artstudios,universities,andpreschools,youknowexactlywhatmadehimtick.

Here’stotheCrazyOne(Steve)Earlier,IdescribedtheThinkdifferentcampaignasSteve’sfirstforayintoadvertisingafterhereturnedtoApplein1997.Thecommercialwecreatedtolaunchthecampaign,entitledTheCrazyOnes,wasmeanttoexpressApple’sphilosophy.Afterwecreatedthiscommercial,Chiat’schief,LeeClow,hadtheideathattherewasonlyone

personintheworldwhocouldreaditlikeitcamefromtheheart—thatwasStevehimself.Itwasaprettygreatidea,butwehadnoideahowitwouldsounduntilwetriedit.SoonedayIdutifullytraveleduptoCupertino,soundengineerintow,justsowecouldgetSteve’sread.WesetupintheAppleauditorium.WhenSteveshowedup,hemadeitclearthat(a)hereallydidn’tthinkthiswasagoodideaand(b)hewasbusy,sohewasonlygoingtoreaditonce.IconsidereditamajorvictorythatIwasabletogetthreetakesoutofhimbeforehesaid,“I’mfinished”andwalkedout.Duringthatlatenightwhenweputthefinaltouchesonthiscommercial,wemadeavaliantefforttopersuadeStevethathisvoicewouldworkbest,butheresisted.Hethoughtthefactthathewasreadingthescriptwouldcreatecontroversyanddistractpeoplefromthemessageofthead,whichhethoughtwassoimportant.Thoughhedidn’tfancyhimselfasthevoice,StevehadamajorpassionforTheCrazyOnes.He

seemedtogetgoosebumpsfromit.Heplayeditatkeyevents,evensometenyearsafteritfirstran.Hefeltthatitperfectlycapturedthespiritofthecompanyhe’dbuilt.Onlyyearslater,nowthatwecanlookbackandmorefullyappreciateSteve’sroleinrevolutionizing

computers,music,movies,andphones,doesitbecomeclearthatthescriptforthisadwasn’tjustdescribingApple,itwasdescribingStevehimself:

Here’stothecrazyones.

Themisfits.Therebels.Thetroublemakers.Theroundpegsinthesquareholes.Theoneswhoseethingsdifferently.They’renotfondofrules.Andtheyhavenorespectforthestatusquo.Youcanquotethem,disagreewiththem,glorifyorvilifythem.Abouttheonlythingyoucan’tdoisignorethem.Becausetheychangethings.Theypushthehumanraceforward.Andwhilesomemayseethemasthecrazyones,weseegenius.Becausethepeoplewhoarecrazyenoughtothinktheycanchangetheworld...aretheoneswhodo.

AfterStevepassedaway,whenApplestagedacelebrationofhislifeatitsCupertinoheadquarters,CEOTimCookplayedtheaudiorecordingofStevereadingthescriptforTheCrazyOnes.Stevereally

diddoabeautifuljobofit,quitedistinctfromtheRichardDreyfussversion.(HemadehisrecordingbeforeheeverheardDreyfuss’s.)Overadecadeafteritwascreated,Steve’sreadhasfinallymadeitoutoftheChiatvaultandontoYouTube.Ifyouhaven’thearditalready,it’swellworthseekingout.AwidelycirculatedrumoraboutthiscommercialisthatitwaswrittenbySteve,orthathewrotea

substantialpartofit.Intruth,heinspiredtheadinmanyways,hewastotallyinvolvedwithitfromstarttofinish,andhehadlotsofvaluableinput.Andasawriterhedidcontributethisline:“Theypushthehumanraceforward.”It’sinteresting,becauseifyouweretolookfortheonelineinthisadmostdescriptiveofSteve’slife,

Ibelievethatwouldbeit.Pushingthehumanraceforwardisfarmoreimportantthanmerelyinventingcoolstuff.WhileSteve’svisionwasdeliveredrevolutionbyrevolution,clearlyhissightsweresethigher.HesawApplecreatingproductsthatwouldliterallychangetheworldforthebetter.Bymakingadvancedtechnologysimpler,Stevetrulydidpushthehumanraceforward.

TheFurtherHumanizationofSteveWeareallshapedbytheexperiencesofourlives.Wecan’thelpbutchangewhenweexperienceprofoundlymovingevents.Bymostaccounts,Stevestartedoutbrashandabrasive,thengrewuptobe...brashandabrasive.Butthat’snottosayhewasn’tachangedman.Thoughhewasalwaysintenselydrivenandhighlycompetitive,threeeventsinSteve’slifeensured

thathewouldmaintainperspectiveandnotlosesightofhishumanity.Thefirstcamein1985,whenhewasforcedoutofApple.Thestoryisoldenoughthatmanydon’t

rememberitcorrectlyormayneverhaveknownitinthefirstplace.It’swaterunderthebridgefromahistoricalperspective,butbeingforcedtoleavethecompanyhecreatedwassomethingthatreallyaffectedSteve.Howcoulditnot?ImaginebeinginSteve’sshoes.Withhispartner,SteveWozniak,hestartedthecompanythat

popularizedthepersonalcomputer.Hebuiltitintoamultimillion-dollarcorporation,thenrevolutionizedcomputersagainwithMacintosh—changingthewayallcomputerswouldworkinthefuture.Asthecompanygrew,herecognizedthatheneededabig-businessbraintorunthenutsandboltsoftheoperationwhileheguidedfutureproductdevelopment.HepersonallyrecruitedJohnSculley,whoendedupdrivinghimoutofthecompanyhehadbuilt,thecompanyinwhichhehadinvestedallhisenergyandemotion.ThiswasSteve’sfirstmajorhumblingexperience,anditwasaprofoundone.Itbroughthimface-to-

facewiththefactthathewasn’tinvulnerable.Orinfallible.Hehadtoabsorbthefactthatwhenfacedwiththechoice,hisownboardofdirectorspreferredtoseehimleave.ARollingStonearticlein1994includedaquotefromanunnamedcolleaguewhomadethis

observationaboutStevebeingdrivenfromApple:Remember,thisisaguywhoneverbelievedanyoftherulesappliedtohim.Now,Ithinkhe’sfinallyrealizedthathe’smortal,justliketherestofus.

NotonlydidStevehavetosufferapublichumiliation,hehadtowatchAppleflounderovertheyears,sinkingdeeperintoablackholeasaseriesofCEOstriedinvaintorestorethemagic.Ifthisexperiencewasn’tbadenough,Stevethenmoveddirectlytolife-changingeventnumbertwo.Unlikehislightning-quickhumblingatApple,hishumbling-to-comewouldtakeplaceoveraperiodofelevenyears.OutofApple,Stevestartedanewcomputercompany—makingverysurehewouldretainthe

majorityshareforever.HecalleditNeXT.

Thestoryofhowhegotthatnamehasactuallyneverbeentold.OneofSteve’soldestfriendsandbusinessassociateswasTomSuiter,aSanFrancisco–areadesigner.WhenStevewasstartinghisnewcompany,hecalledTomtotellhimhe’dcomeupwithanameforit.Hewouldcallit“Two”—becauseitwashissecondcompany.Tomwasn’timpressed.“Buttheneverybody’sgoingtoaskwhathappenedtothefirstcompany,”hesaid.TowhichStevereplied,“Well,that’swhyI’mcallingyou.Canyouthinkofanythingbetter?”Shortlyafterward,TomattendedaspeechbyBillGatesinSeattle.Hewasstruckbythenumberof

timesGatesusedtheword“next”ashedescribednewtechnologiesbeingdevelopedbyMicrosoft.Thatwordkeptechoinginhishead.Themorehethoughtaboutit,themorerightitseemed.AfewdayslaterTomcalledSteveandsaid,“IthinkIhavethenameforyournewcompany.It’s‘Next.’”TherewasalongpausewhileStevesoakeditin.Andthencametheenthusiastic“Iloveit!”It’sironicthataspeechbyBillGateswasactuallythesparkforthenamingofNeXT.Evenmore

amazing,neitherStevenorBillwereeverawareofit.(AndwhoeverwouldhavethoughtthatGateswould,howeverindirectly,beresponsibleforsuchaburstofSimplicity.)ThenameNeXTreallywasperfectinthatitwassimultaneouslyautobiographical(Steve’snext

adventureafterApple)andvisionary(devotedtodevelopingthenextgreatcomputer).AtNeXT,Stevehadtostartoverfromscratch.Hehadtohireafoundingteam,createabusinessplan,findpartnerstohelpfundit,andhire/inspireawholenewsetofemployees.And,ofcourse,he’dhavetocreateaproductpeoplewouldwanttobuy.UnlikeApple,NeXT’sproductsweren’tforconsumers.Thistimearound,Stevewastargetingthe

corporateworld.AlsounlikeApple,NeXTdidnotrocketoutofthestartinggate.Manyexpertswonderediftheworldreallyneededanewkindofcomputer,andsodidmanyofthecustomersStevewastryingtoreach.SoNeXTwasaconstantstruggle.Thereweremomentsofbrilliance,andSteveperformedwellas

superstar,showman,andsalesman—butthiswasverymuchanuphillbattle.Threeyearsintoit,Steveintroducedthecompany’sfirstproduct.TheNeXTComputerwasasleek,blacktwelve-inchcubefilledwithcomputinggoodness,representingseveralmajorleapsforwardfortheindustry.StevepersonallyhelpedformulatetheheadlinethatlaunchedtheNeXTComputer.Overagorgeousshotofthecube,display,andprinterwerethesewords:Inthe90s,we’llprobablyseeonlytenrealbreakthroughsincomputers.Herearesevenofthem.

Stevetriedtospinhisnewstorytothebestofhisability,targetingjournalists,analysts,andpotentialITcustomers.ThiswasStevedoinghisbestPiedPiperroutine.However,hisrealitydistortionfieldwasn’tworkingsowellhere.Afterseveralyearsoftrying,Steve

hadtogiveuponthecomputerandfocusonNeXT’sstrength:itsinnovativesoftwarecalledNeXTSTEP.HecreatedanewversionofNeXTSTEPthatwouldrunonstandardIntel-poweredPCsandtriedtosellhistechnologythatway.ButthegoinggottougherandNeXTjustdidn’tgeneratealotofmagic.Ithadtohaveweighedonhisego.InSteve’sabsence,Applehadn’tcreatedanymagiceither.Thingswerelookingbleakerandbleaker

downinCupertino.TheMacoperatingsystemhadgottenextremelylonginthetooth,andAppledesperatelyneededanewOSifitwastocountertheadvancesofMicrosoftWindowsandestablishasolidfoundationforitsfuture.Havingfailedforanumberofyearsinitsowneffortstocreateanext-generationOS,Applebecameconvinced(largelybecauseofSteve’spushing)thatitcouldsolveitsproblemsbyacquiringNeXTSTEP.ApplepurchasedNeXTin1996for$429millionand1.5million

sharesofApplestock—andgotSteveas“adviser”toCEOGilAmeliointhedeal.Ironically,bothofthesehumblingexperiences—beingejectedfromAppleandgoingnowhereforall

thoseyearswithNeXT—turnedouttocreatethebestpossiblefutureforbothSteveandApple.StevematuredattheUniversityofNeXT.Hegotbetteratrunningabusiness.Helearnedthe

economicsofinnovation.Hegotreallygoodatattractingpartnersandbuildingalliances.Hegotbetteratinspiringhisemployees.Helearnedsomehumilitybybeinghumbledsopublicly.Bestofall,hecreatedthesoftwarethatwouldbecomethefoundationofAppletechnology—fordesktopsandmobiledevices—foryearstocome.AllthoseyearswithNeXTmadeSteveabetterbusinessman,abetterleader,and,havinglived

throughthehardship,abetterhumanbeing.DeliveringthecommencementspeechatStanfordonJune12,2005,Steveaddressedthisverytopic:

Ididn’tseeitthen,butitturnedoutthatgettingfiredfromApplewasthebestthingthatcouldhaveeverhappenedtome.Theheavinessofbeingsuccessfulwasreplacedbythelightnessofbeingabeginneragain,lesssureabouteverything.Itfreedmetoenteroneofthemostcreativeperiodsofmylife....

I’mprettysurenoneofthiswouldhavehappenedifIhadn’tbeenfiredfromApple.Itwasawful-tastingmedicine,butIguessthepatientneededit.Sometimeslifehitsyouintheheadwithabrick.

BeforeStevewouldutterthesewordspublicly,however,hewashumbledforathirdtime—andthiswouldhavethemostprofoundeffectonSteve’sbeing.Itwashisownbrushwithmortality.There’snomoresoberingthinginlifethantherealizationthatyourlifeisending.Whenhewasfirst

diagnosedwithpancreaticcancerin2004,Stevewastolditwastimeto“gethisaffairsinorder,”becausehiscancerwasincurable.Theendwouldcomequickly.HerewasSteve,husband,father,andguidingspiritofApple,comingtogripswiththefactthathis

timewasnearinganend.InthatStanfordspeech,Stevegavetheworldarareglimpseintooneofthemostdeeplypersonalmomentsinhislife.Thoughthenewswasterrible,hewasabletotalkaboutitobjectivelyandpointoutitspositiveeffects:

RememberingthatI’llbedeadsoonisthemostimportanttoolI’veeverencounteredtohelpmemakethebigchoicesinlife.Becausealmosteverything—allexternalexpectations,allpride,allfearofembarrassmentorfailure—thesethingsjustfallawayinthefaceofdeath,leavingonlywhatistrulyimportant.RememberingthatyouaregoingtodieisthebestwayIknowtoavoidthetrapofthinkingyouhavesomethingtolose.Youarealreadynaked.Thereisnoreasonnottofollowyourheart....

Noonewantstodie.Evenpeoplewhowanttogotoheavendon’twanttodietogetthere.Andyetdeathisthedestinationweallshare.Noonehaseverescapedit.Andthatisasitshouldbe,becausedeathisverylikelythesinglebestinventionoflife.Itislife’schangeagent.Itclearsouttheoldtomakewayforthenew.

ItturnedoutthatSteve’sconditionwhenfirstdiagnosedwasn’tfatalafterall.Hehadhope.Butit’simpossibletolivethroughsomethinglikethiswithoutfeelingitsimpactfortherestofyourlife.Ascircumstanceswouldplayout,heneverdidmanagetoregainhisfullhealthandspentanumberofyearsleadingApplewiththefullrealizationthathehadonlyalimitedtimeremaining.HisexperiencesatAppleandNeXTwerehumblinginthesensethathisegowashumbled.His

experiencedealingwiththepossibilityofdeathwashumblinginafarmoreprofoundway.Hehadtoconfronttheknowledgethatwe’reallmortalandweneedtothinkcarefullyaboutwhatwecontributeinthetimewehave.Manyyearsearlier,Stevehadexpressedthedesireto“putadentintheuniverse.”Surelyhishealthissuesonlyreinvigoratedhisdesiretodoso.Onecan’thaveadeepfeelingforSimplicitywithoutbeingabletoappreciatehumanvaluesand

understandwhatdriveshumanbehavior.YoucanseeSteve’shumanity,andhisdevotiontotheideaofempoweringhumanity,throughouthistimeatApple.HeputcomputingpowerinthehandsofordinarypeoplewiththeAppleII.WithMacintosh,hehumanizedcomputingbyreplacingarcanecommandswiththegraphical“point-and-click”interface.WithiPad,hemadecomputingpoweraccessibletoallagesanddisciplines,enhancingthewaywelive,learn,work,play,anddiscover.Steve’sprofessionalandlifeexperiences,bitterastheysometimeswere,servedtomakehimeven

moresensitivetopeople’shopesanddreams.Thoughhewascriticizedonapersonallevelbythosewhodisagreedwithhisvision,Stevedidaverygoodjobofbeinghuman.

TechnologyNotSpokenHereThetechnologythatdrivesAppledevicesisincrediblycomplex.Onewithtechnicalexpertisecouldwritedissertationsdescribinghowthese“simple”devicesdowhattheydo.ButAppleneverwill.Itpreferstospeakinmorehumanterms.Appledidn’tdescribetheoriginaliPodasa6.5-ouncemusicplayerwithafive-gigabytedrive.It

simplysaid,“1,000songsinyourpocket.”Thisisthewayhumanbeingscommunicate,sothisisthewayApplecommunicates.Human-speakisahallmarkofSimplicity.It’stherecognitionthatthebestwaytoconnectwithpeople

istoputthingsinhumantermsandusethewordsthatpeopleuseineverydayconversation.ThiswayofspeakingisfrontandcenterinallApplecommunicationsandithasbeensincethe

companywasfounded.Applemakesitlookeffortless,andagreatmanymarketerssetouttobehavesimilarly—butfewofthemsucceed.Why?Becausewhatlookssoeffortlessrequiresalotofhardwork.Onceagain,it’sthecurseof

Simplicity—itlooksdeceptivelysimple.SomanycompanieslookatwhatAppledoesandassumetheycanjustsnaptheirfingerstotakeadvantageofthepowerofSimplicitythemselves.Theymayaskforanewadcampaign,createaninspiringmanifesto,callcompanymeetings,handoutT-shirts,maybeevenputanewsignupintheconferencerooms—andthen...nothingreallychanges.ComplexityisfartooclevertoallowacompanytoattainSimplicitythroughproclamation.Ifthelove

ofSimplicityisn’tinstilledintoitspeopleandburnedintoitsproducts,ifpeoplearen’trewardedforactsofbraveryinsupportofSimplicity,theconceptwillcomeandgolikeHumanResources’annualbenefitsmeeting.SohowdoesAppledoit?Howdoesitkeepitsvoiceconstant,speakingthelanguageofhuman

beingsyearafteryear?Doesn’titfacethesameobstaclesallcompaniesface?Apple’sbigadvantageisthatitdidn’testablishitsvoiceyesterday.It’soneofthose“overnight

sensations”thirtyyearsinthemaking.Ithasconsistentlycommunicatedinahuman,nontechnicalway

forsolong,it’sburnedintothesystem.PeopleexpectAppletobehumanandtheyrewardAppleforbeinghuman.CompanieswhowishtoconnectwithpeopleinamoreApple-likewaycancreateinitiativesthatpointthemintherightdirection,butremember,Simplicityisanall-or-nothingproposition.Ifthecompany’sculturedoesn’tsupportthistypeofbehavior,itwillneverbemorethanwindowdressing.AssomeonewhohassatincountlessmarketingmeetingsinsideIBM,Intel,andDell,Icanreportone

amazingfact.InthemajorityofmeetingsIattendedinthoseplaces,apositivereferencetoApple’scommunicationscameupatleastonce.Appleisthegoldstandardbywhichmanycompaniesjudgeclarityandconsistencyofmessage.Withsimilarfrequency,Ihearthesametypesofreferencesfromotherclients,eventhoseoutsideof

technology.Formercolleaguestellmethatit’sbecomecommonplacefortheirclientstodemandthattheiragencytrysomethingthat’s“morelikeApple.”Thoughmostdon’trealizeit,whatthey’rereallyaskingforisahealthydoseofSimplicity.Mostwill

neverachieveitbecausetheirgoalisaquickfixandnotameaningfulchange.Andasweknow,Simplicityismoreaboutcommitmentthanindulgence.ThereisalsotheunfortunaterealitythatmanycompaniesareSimplicityresistant.Theircorporate

culturesandinstitutionalizedprocessespreventthemfromachievingSimplicity,ortheyarestaffedbypeoplewhocannevermustermorethanasurfacecommitmenttoit.EvenwhentheyaimtowardSimplicity,thesecompaniestendtofallbackonwhat’scomfortable.EitherthatortheyreserveaplaceatthetableforComplexity’soldfriend,Compromise.Beforeyouknowit,that“new”approachstartsfeelinganawfullotliketheoldapproach—andalltheonesthatcamebefore.It’sonlynaturalforcompaniestobeinfluencedbypastbehaviors.InApple’scase,that’saverygood

thing.It’scalledconsistency.ThechallengetoanycompanyseekingtoembraceSimplicityisbeingconsistentwithitsnewvalueslongenoughsotheybecomepartoftheculture.Otherwise,Simplicityendsupbeingasuitthat’sonlywornatspecialevents—notexactlyaDNAchanger.Apple’shistoryofhuman-speakdatesbacktoatimewhenitsproductsweren’tallthatsimple.In

1977theAppleIIbecamethecompany’sfirsthit,thecomputerthatmadeApplefamous.Inthosedays,theideaofa“personalcomputer”waswayoutthere.AnIBMSelectrictypewriterwastheprincipalobjectofenvyforofficeworkerswhohadanyawarenessoftechnology.Interestingly,thebrochureApplecreatedtointroducetheAppleIIin1977boretheheadline

“Simplicityistheultimatesophistication.”Atthebottomofthepage,inthesamesizetype,camethesecondhalfoftheline:“IntroducingAppleII,thepersonalcomputer.”MostMacusershaveanallergicreactiontotheterm“PC,”butbackthenthat’swhatApplecalledits

ownproducts.Infact,atonetimethecompany’sthemelinewas“Themostpersonalcomputer.”BeforeApplecamealong,peoplehadnoconceptthatacomputerwouldeverletthemsharephotos,

stayconnectedwithfriends,listentomusic,ordoanyofthethingswetakeforgrantedtoday.Mostcomputerswerefordoingaccountingworkinbigcompanies.Theideaofhavingoneathomewaseitherabsurdorfrightening.Ittookacompanythatunderstoodwhatmakespeopleticktoconvincethemthattheymightactually

enjoyhavingacomputer.Apple’ssolutionthenwasaspeople-centricasitssolutionsaretoday.OneoftheboldestthingsAppledidtospeaktoitsfellowhumanbeingswascreateamultipage

foldoutinsertformajormagazinesthatbecameoneofApple’searly“classics.”ThisishowboldstatementsweremadebeforetherewasanInternet.Apple’staskwasn’ttotelltheworldwhyitscomputerwasbetterthananyoneelse’s(thereweren’t

anyothers)ortobragaboutitsspecifications(grotesquelypunybytoday’sstandards).Ithadtostart

withthebasics—ithadtoconvincepeopleacomputercouldopennewdoorsforthem.Themagazineinsertwasdesignedtotacklethatproblemhead-on.Theheadlineasked,“Willsomeonepleasetellmeexactlywhatapersonalcomputercando?”Thecoveropenedtorevealfourfullpagessidebyside,stuffedtothegillswithalistofahundredthingsyoucoulddo.Manyoftheseitemswerebroughttolifewithacolorfuland/orfancifulillustration—creatingaseductivearrayofusesforthereadertoexplore.Morethananeyeful,thisadwasaheadful—offeringupthingspeoplehadneverimagineddoingwith

acomputer,fromplayinggamestowritinganovel,fromlearningmathtorunningabusiness.Itwasengagingandenlighteningandwritteninawaythatmadeyouwanttoreadmore.Itwasahumanarticulationofatechnologicalbreakthrough.Thoughthevolumeofinformationwaslarge,theconceptwassimple.Becauseitspokeourlanguage,theadwasfantasticallysuccessful.(Thisinsert,interestinglyenough,wascreatedbySteveHayden—theverymanwhowouldlaterberesponsibleforcreatingthe1984commercialthatlaunchedMacintosh.)ThishumanwayofspeakingbecameApple’strademarkattheverybeginning.Despitethefactthat

Apple’sproductswerepuretechnology—assemblagesofcircuitboards,buttons,andenclosures—Applemadeitclearthattheyweremadeforordinarypeoplewhowantedtodoextraordinarythings.Ittooksomethingthatwasinherentlycomplicatedandturneditintosomethingthatwaswonderfullysimple.Ofcourse,simpleisrelative.IfyouweretolookatthoseearlyApplecomputerstoday,they’dseem

ridiculouslycomplicated.Nomouse,nographics,justacommand-lineinterface—verymuchlikethePCswithwhichMacintoshwouldlaterbattle.Butevenatthedawnofthepersonalcomputer,Appleunderstoodtherolethathumanitywouldplay

intechnology—andtheimportanceofusingSimplicitytocommunicateit.

SayNotoArroganceAppletakesgreatprideinbeingthemost“human”technologycompany.ButwhilemanyseepositivehumanqualitiesinApple,therearedetractorswhoseeahumanfailing.

TheybelieveAppleoperateswithadisturbingarrogance.YoucantracethatperceptionallthewaybacktothefirstMacintoshin1984.Applewaseveryone’s

friendwhenitfirstputcomputingpowerintothehandsofordinarypeoplewiththeAppleII.ButwithMacintosh,itwaspushingitswayintoabusinessworlddominatedbyPCs.ManyintheestablishmentsawMacintoshasatoy,withitschildishgraphicsandsilly“mouse.”Appledidn’texactlyquellthoseperceptionsofarrogancewiththe1984SuperBowlad,which

depictedIBMasBigBrother,andthe1985SuperBowlad,Lemmings,whichinsultedtheverycustomersitwastryingtoreach—showingalineofbusinesspeoplewalkingsinglefileoffacliff.Itdidn’tmatterthatPCsultimatelyembracedthegraphicalinterfaceandmouse.Theculturaldividewouldlastfordecades.TodayApple’sdetractorsseeadifferentkindofarrogance.TheyrailagainstApple’sunbending

desiretocontrolallaspectsofthemobileexperience—thehardware,thesystemsoftware,whatappsyoubuyandwhereyoubuythem.Andtobefair,therehavebeentimeswhenApplehashelpedfantheflamesofarroganceitself—likewhenSteveJobsansweredacustomerwhocomplainedviaemailthathisgripontheiPhone4wascausingasignallossbysaying,“Justavoidholdingitinthatway.”Inonesense,Appledoesn’tgiveahootaboutthosewhoseearrogance.They’renotApplecustomers

andaren’tlikelytobe.Appledoescaredeeplyaboutthepeoplewhoshareitsvalues—andthenumberofthosepeoplehasbeenrisingdramaticallyinrecentyears,vindicatingApple’sbusinessphilosophy.

However,whenApplespeakstotheworldthroughitsmarketing,thequestiondoesarise:Howcanitaggressivelycompetewithoutfeedingtheperceptionofarrogance?WithitsMacadvertising,AppletriedatseveralpointstomakeinroadsagainstPCs.Havingfarless

thana10percentmarketshareformostofthelastfifteenyears,therewascertainlyroomtogrow.TheSwitchersTVcampaignthatranin2002and2003,featuringcolorfulstoriesfrompeoplewhohadmadetheswitchfromPCs,gotalotofnotoriety.Unfortunately,itdidn’ttranslatetoalotofswitching.Butin2006,ridingawaveofconsumerinterestpoweredbytherevolutionofiPod,Appletriedtowin

overPCusersagain.Thistimeitsucceededbeyonditswildestdreams.TheMacvs.PCcampaignbecameaculturalphenomenon—sixty-sixadsthatranoveraperiodof

fouryears—sparkingmoreinterestandattentionthananycampaigninApple’shistory.Rarelydoesacampaigninanycategoryproducesomanypopularspotsoversuchalongperiodoftime.IthitanervebecauseChiatcameupwithauniqueformatthatallowedAppletoturnadiscussionof

theMac’smostimportantattributesintoentertainment.TheadspresentedMacandPCasrealpeople,eachwithauniquepersonalityperfectlymatchedtotheplatformitrepresented.JustinLongplayedthedown-to-earth,“itjustworks”Mac,whileJohnHodgmanplayedthepartofPC,doinghisbesttoprojectanairofconfidencedespitetheevidencestackedagainsthim.Eachcommercialwasanotherepisodeinthelong-runningrelationshipbetweenthetwo,andtheir

cleverback-and-forthallowedthemtohighlighttheirdifferences.ItisimportanttonotethattheMacvs.PCcampaignwasagood-naturedtakeontherivalry,soevenwhenAppledeliveredaparticularlydevastatingblowagainstthePCworld,itcameoffasafriendlyjab—butviewersgotthemeaning.Beingcompetitivewithoutbeingarrogantisadifficultthing.Launchingsixty-sixscathingattacks

uponyourarchcompetitorwhilestillbeinglovableisareally,reallydifficultthing.Butthat’swhatMacvs.PCmanagedtodo.Thankstoitswit,AppleseemedperfectlywellbehavedevenasitrippedPCstothecore.You’dthinkthatsuchabrilliantadvertisingideawouldhavebeengreen-lightedfromthestart.In

truth,thecampaignhadshakybeginnings,asSteverejectedmanyofChiat’sscriptsoverthecourseofseveralmeetings.Refusingtogiveupontheiridea,theChiatteamdecidedthatthebestthingtodowastogooutandshootsomerealadsusingtheproposedactors.TheyspentanintenseweekenddoingjustthatandsharedtheadswithSteveonMonday.Seeingthemonthescreeninsteadofonpaper,helovedthem.TheresultwasacampaignthatfeaturedthemostcompetitiveadseverproducedbyApple—highon

theaggressionmeterandlowonthearrogancemeter.

BabiesandPuppiesNotRequiredGiventhatSimplicityandhumanityarelongtimepartners,let’sbustuponeofthegreatestmythsaboutwhatmakesacompany“human.”Ifyou’veservedmorethanafewyearsonthemarketingfront,you’veprobablybeeninmany

meetingswhereaclientdemandedmorehumanityinitsads.Mostofthetime,whenclientsaskforhumanity,they’rereallyaskingtoseeimagesofpeople.Afterall,youcan’tbehumanunlessyoushowimagesofhumanbeings,right?Thoughit’sexcruciatinglyobviousthathumanityandhumansgotogether,thetruthisthattheycan

alsostandapart.It’saquestionofhowimaginativeyou’dliketobeandwhatkindofpictureyouchoosetopaint.Whatdeterminesthehumanityinacompany’smessagesistone—whichisthecombinedeffectofthewordsandimagesitchoosestouse.

Ahumanpresenceinimageryisabsolutelyonewaytoaddhumanity,butwordscanbeeverybitashuman.Whenyoutellacoworkerthatyoucriedatyourdaughter’sschoolplaylastnight,youdon’tneedtoproducephotographicevidence.Thewayyoutellthestorycontainsalltheemotion.Historically,communicatingwithahumantonehasbeenoneofApple’sgreatestskills.Itdidn’tneed

toshowamomsittingatthecomputerwithababyonherlaptoproveitwasahumancompany.OnecouldevenarguethatsuchimagerywouldhavemadeApplelesssuccessful,asitmighthavemadeitsmessagesfeelmorestaged,moremanipulative,andlessauthentic.What’smadeApple’smessagingsuccessfulisthatitdoesn’treallytrytobeanything.Itsimplyactslikeitself—whichisoneofSimplicity’sguidinglights.It’smorebelievable,it’smoreauthentic,it’smoresimple.Steve’saversiontochoosing“hero”peopleforadsbegantofadewiththeintroductionofiPhotoand

iMovie.Sincethevalueoftheseapplicationswasintheirabilitytoshareheartwarmingfamilymoments,itwouldhavebeenhardtodothatwithoutshowingrealpeople.Stevewasaspickyasyou’dexpecthimtohavebeen.Hedidn’twanttocastonepersonwhomightbeaturnofftoanothersegmentoftheaudienceweweretryingtoreach—andourtargetwas“everyone.”Wewereabletogetpastthisdiscussionbecausewemappedoutanumberofadsthatfeaturedawiderangeofpeopleoverthecourseoftime.Youngfamilies,oldcouples,prouddads,we’dhavethemall.Overtheyears,Apple’scommunicationshaveevolvedasmuchasitsproducts.Asthecompany’s

deviceshavestartedfocusingmoreonourpersonallives,humanimageshavebecomemorecommon.I’veseenbabiesinAppleads,andapuppyortwoaswell.Allofwhicharefine.TheOfficialSimplicityHandbookdoesnotcontainaclauseforbiddingtheuseofhumanimages.Thepointisthathumanimagesareonlyonemeansofexpressinghumanity.EvenduringstagesinitspastwhenApplerarelyusedimageryofhumanbeings,itwaswidely

regardedasthemosthumantechnologycompanyonearth.Itshumanitywasachievedprimarilythrough“intelligentwit.”HerewemustgivecredittoformerChiatcreativedirectorSteveHayden,wholedthechargeontheoriginalMacintosh.StudentsofadvertisingwoulddowelltogobackandreadtheadsHaydenwroteintheearlydaysofMacintosh.HegaveAppleavoicethatwasdistinct,simple,andseeminglyeverlasting.Apple’smarketingsuccesshasalwaysbeengroundedinreal-speak.That’snottosayitdoesn’tget

carriedawaywithadjectives.It’scertainlygiven“magical”and“revolutionary”agoodworkoutinrecentyears.Butoverall,there’snothingtrickyormanipulativeaboutthewayAppletalkstoitscurrentandpotentialcustomers.Apple’stoneisconsistentwithitscorevalues—withSimplicitybeingcorevaluenumberone.Steve

Jobscreatedproductsthatspeakhiscustomers’language,andhealwaysinsistedthatApplespeakinthatlanguage.TheresultisthatApplefeels“authentic”ateverypointofcustomercontact,fromadtowebsitetopurchasetothelookandfeelofeveryproduct.ThatkindofconsistencygoesalongwaytowardcreatingasenseofSimplicity,andit’soneofthemostdifficultthingsforamarketertodo.Notcoincidentally,it’soneofthethingsApplehasdowncold.Successfulbrandshavethiskindofauthenticity.Forthatmatter,successfulpeoplehavethiskindof

authenticity.Simplicityrequiresthatyouhaveasetofcorevaluesthatpervadeeverythingyoudo—andeverythingyousay.Simplicityiswhatmakespeoplefeelliketheyknowyou,understandyou,andultimatelytrustyou.

EngineeringHumanityByanystandard,Apple’srisefromneardeathin1997totheworld’smostvaluablecompanyin2011is

breathtaking.Itwillbestudiedinbusinessschoolsfordecadestocome—mostlikelybystudentsusingiPadsinsteadoftextbooks.TodayApplesitsatornearthetopofvirtuallyeverylistthatcontainsthewords“popularbrand”or

“lovedbrand.”It’sthe“loved”partthatmakesmostothercompaniesfeelpangsofjealousy.Strongcustomerloyaltytranslatestorepeatsalesandcreatesevangelistswhorecruitfriends,family,andcolleagues.Loyaltylikethisfeedsonitself,receivinganewjoltwitheachsuccessiveproductintroduction.Putsimply,Appleisverygoodatwinningpeople’shearts.Itunderstandshowtogetinvitedinto

people’slives,delightthemwithnewdevices,andmakeitsrelationshipwithcustomersuncomplicated.Apple’sloveofSimplicityisreadilyvisibleateverystageinthecustomerrelationship:fromtheadsthatcreateinteresttothebuyingexperienceattheAppleStoretouseoftheproductsthemselvestothesupportprovided.Ineffect,ApplehasbuiltanecosystemofSimplicity.Inthelastdecade,Applehasrevolutionizedthreeproductcategories—music,phones,andtablets—

withiPod,iPhone,andiPad.It’sanextraordinarystorywhenyoustoptothinkthatApple’sjourneybeganwithsomethingsobasicastheAppleIIdesktopcomputer.ThedifferencebetweentheAppleIIandaniPadisakintothedifferencebetweenaModelTandaninterstellarcruiser.IfApple’squestistopushhumancapabilitiesforwardandtomaketechnologymoreandmore

human,theniPadrepresentsitsmostimportantmilestonetodate.MorevisiblythananyofApple’spreviousinnovations,iPaddemonstratesApple’saffectionformakingtechnologyanaturalextensionofourhumanity.ThatoldAppleIIline,“Themostpersonalcomputer,”wouldactuallybeaperfectdescriptorforiPad.

Itreallyisacomputer,manytimesmorepowerfulthanourearliestcomputers,andit’shardtoimagineanydevicebeingmorepersonal.It’seasilycarried.It’seasilylearned.Itbringsyouclosertofriendsandfamily.Anditworksbysimplehumantouch,whichisatransformingexperience.ItwaswhenSteveJobsintroducediPadthatApplestartedtogosoheavyonthe“magic”word.It

showedupinSteve’spresentation,theofficialiPadvideo,theApplepressrelease,andprintandTVads.Thoughsomebuckedatthatkindofhype,it’snothardtounderstandwhyStevethoughtitwassuchagooddescriptor.WaltMossberg,writingfortheWallStreetJournal,said,“Ibelievethisbeautifulnewtouch-screen

devicefromApplehasthepotentialtochangeportablecomputingprofoundly....Itcouldevenhelp,eventually,topropelthefinger-driven,multitouchuserinterfaceaheadofthemouse-driveninterfacethathasprevailedfordecades.”MarkBrown,writingforWiredUK,saidthataftertwenty-eightdays,“Istillcaressitandmake

evangelicalspeechesabouthowit’ssoeasytouseandsojoyoustonavigate.”Indeed,justnavigatingtheweboniPadisenoughtomakemostpeoplerealizethey’veentereda

differentworld.We’vebeenusingthemousetocontrolourcomputerssolong,mosthavecometobelieveit’s“natural”tocausemovementonthescreenbymovinganoffscreenmouse.Butitisn’t.What’sreallynaturalistosimplytouchthescreentoexploretheitemyou’reinterestedinviewing.Inthisway,iPadbroughtwithitanewdimensioninSimplicity.Controllingappsbytouchfeels

obvious,asifthisisthewaycomputersshouldhaveworkedfromthebeginning.Itmakesthemousefeellikesomejerry-riggedsolution.Bycreatingsuchahuman-centriccomputer,Applenotonlygavedevelopersaplatformonwhichto

buildmoreamazingapps,butitilluminatedthepathbywhichtechnologycanmoveforward.Notjustforitselfbutforthewholeindustry—whichisbusyfollowingsuit.

It’sagoodtimetobehuman.

HumanityforBusinessorPleasureOfiPad’smanyendearingtraits,there’sonethatdidn’tgetquiteasmuchpressastheothers:iPadhastheuniqueabilitytomakefriendswithanyone.It’sinstantlyseductivetoyoungandold,doctorsandscientists,studentsandteachers,musiciansand

accountants,virtuallyeverytypeofpersonandeverytypeofbusiness.It’satributetothepowerofSimplicity—andproofthatitsappealhasnolimitations.Backinchapter3,wewerediscussingthefactthatunlikeothercomputermakers,Appledoesn’t

normallydiluteitsmarketingplanbyseparatelytargetingitsbusinessandconsumeraudiences.LikeiPhonebeforeit,iPadconcentratesonalargerdemographicgroup:humankind.WhatApplechoosestodoissimplyopenpeople’seyestothepossibilities,thenleavethemtoself-

selecthowtheymightusethedeviceintheirownlives.Morethananything,themarketingmessageissimplythatiPadwillchangethewayyoulookattheworld.Applegivesusglimpsesofmanyapps,thingsthatcouldbeusedbyarangeofpeopleforbusinessorpleasure.Whiletraditionalmarketersmightcomplainthatyou’llturnoffthebusinessuserifyoushowgames,oryou’llturnoffthecasualuserifyoushowbusinessfunctions,Appleignoressuchtraditional—andlimiting—advice.ItaddstothewonderofiPadthatitcansobeautifullyadapttothelifeofitsowner,whateverkindoflifethatmaybe.Ifyou’dliketoseeComplexityatwork,considerthewayResearchInMotionchosetointroduceits

iPadcompetitor,PlayBook.InanattempttoleverageitsBlackBerryheritageasthefirstchoiceofbusinessusers—andtothereforedifferentiateitselffromiPad—itpositionedPlayBookasthetabletforthebusinesscrowd.ItwentsofarastointroducePlayBookonitspostersandwebadswiththisheadline:Amateurhourisover.

However,becauseRIMknowsthatbusinesspeoplearehumanbeingsaswell,itsimultaneouslyshowedthemorehumanusesofitstablet,featuringgames,movies,andsocialsites.SowhatitcommunicatedwasthatPlayBookwasallbusiness—exceptforallthosetimeswhenitwasfunandgames.Nottheclearestwaytopositionaproduct.Asofthisbook’spublication,itwasn’taparticularlyeffectiveone,either.InPlayBook’sfirstfullquarterafterbeinglaunchedinApril2011,RIMshipped200,000PlayBooks(andthat’s“shipped,”notsold),versusthe9.25millioniPadssoldbyApple.InotherwordsittookApplelessthantwodaystosellmoredevicesthanRIMshippedintheentirequarter.Simplicitycallsforaclearstrategy,followedbyconsistentmessaging.RIMcameupwithastrategy

thatplayedoffitsstrength—atabletforthepros—butitsadswereanythingbutconsistent.Infact,itsproductwasanythingbutconsistent.Oddly,thoughitwastargetingthebusinesscrowd,thefirstPlayBookdidn’tevenincludeanemailfunction.Ithadtobe“tethered”toaBlackBerryphonetoaccessemailthroughthatdevice.Amateurhour,indeed.Meanwhile,Applecontinuestofollowitssimplerroute,advertisingtoconsumersandbusinesses

alike.Andguesswhat?Itcontinuestosellbythemillions,andtherehasyettobeabacklashofangryconsumersorbusinesspeoplecomplainingthattheyhaven’tbeenspokentoexclusively.Simplicityhasuniversalappeal.

BorntoBeHumanThelawsofSimplicityareineffectacrosseverydepartmentatApple.ButnowhereisthatmoreevidentthanwithinthesecretchamberswhereAppleproductsareborn—thedesignlabs.BeingakeypartofSimplicity,human-centricityisbakedintoeverynewAppleproductfromthetime

it’sjustatwinkleinthedesigner’seye.TheexactprocessbywhichAppledevicesareconceivedandcreatedremainssecret,butSteveJobs

revealedininterviewsthatheandhisexecutiveteamwouldmeetregularlytoreviewthenewestideas.Theteamwoulddeterminewhatideaswereworthyoffurtherdevelopmentandwhichshouldbepassedover.ThiswouldbethemomentwhenanewideagetsmeasuredagainsttheprinciplesofSimplicity,and

itsabilitytoconnectonahumanlevelwouldbegauged.Ofcourse,noAppledesignerwoulddarepresentanideathatwasn’tSimplicitycompliant,butsome

ideaswouldsucceedmorethanothers.Followingthediscussion,thecouncilofelderswouldrule.Forthesakeofposterity,IwishApplewouldrecordsomeofthesemeetingssothatthegoings-on

mightberevealedsometimeinthefuture.ItwouldbefascinatingtolistentotheconversationsthattookplaceovertheinitialconceptofiPhone,forexample.Butfearnot.MerelybylookingatthehistoryofAppleproductsinthisdecade,itdoesn’ttakeageniustounderstandwhatAppledemandsofitsproducts.Simplicityisanopenbook.Theconcepthastobequick.Thecustomerhastogetitinasecond—like“phone,Internet,andiPod,

allinone.”Customersneedtobeabletopickitupandstartusingitinstantly.Mostimportant,ithastoimproveourlivesbyanorderofmagnitudeoverwhat’salreadyavailableorcreateanentirelynewcategorybyitself.ThatlastqualificationisonethatSteveJobsusedtotalkaboutallthewaybackatNeXT.Hemadeit

apointtosaythatinthetechnologybusiness,theonlytrulymeaningfulchangeisa10ximprovementoverwhatcamebefore.Aproductneedstohavethislevelofimportanceattachedtoitifitistogetnoticedandgaintraction.Someofthosemeasurementsaresubjective,ofcourse,butwhenyoulookbackatApple’sbighits,theyfollowthepattern.Foralivedemonstration,holdtheoriginaliPhoneupnexttotheBlackBerrythatwaspopularwheniPhonewasfirstlaunched.Leapsofmagnitudearehardtoignore.IfanewideaatApplefailsinanyoftheimportantmeasures,youcanbesureitwillbehitwiththe

SimpleStick.Thatwilleitherimproveitorputitoutofitsmisery.

TheBattleBetweenNumbersandHumansThedigitalrevolutionhasspawnedanunfathomablylargevolumeofstatistics.Noclientoragencyiscompleteunlessit’sequippedwithexpertstoanalyzethenumbersgeneratedbythetrailofclicksweleavebehindasweexploretheInternet.AcompanylikeDellisconsumedbythesenumbers.Therearegoalsattachedtoeveryproject,andif

theclicksdon’tmatchthegoals,somebody’sintrouble.It’snothardtoappreciatewhyDell’smanagersplacesomuchemphasisonperformancemetrics.Quiteafewgetbonusesbasedonthesehardnumbers.Forcompaniesthatoperateinthismanner,it’sjustsmartbusiness.Withallthisdataavailable,it

wouldbefoolishtooperateanyotherway.Numbersareyourfriend.JustlookwhattheOaklandA’sdidinMoneyball.Usingtheinformationgleanedfromrawstatistics,theywereabletobuildawinningbaseballteamwithoutaYankees-sizedbudget.However,therealityisn’tquiteasromantic.To

appreciatethis,youneedonlylookatDell’splaceintheworldversusApple’s.InDellyouseeacompanythatplacesthehighestpriorityonanalyticsbutstrugglesmightilywhenitcomestowinningcustomers’hearts.InAppleyouseeacompanythatputsitsprioritiesondelightingitscustomers,whichitdoesconsistently—andgeneratesfarhigherprofitsthanDellasaresult.SteveJobswasoneofthemostforward-thinkingpeopleonthisplanet,yethewasrefreshinglyold-

fashionedwhenitcametotheuseofanalytics.Hedemandedalltheinformationhecouldget,andhewoulddigesteverybitofit—buthetookitallincontext.Heneverlostsightofthefactthatattheendoftheday,technologyisaboutpeople:whatstirstheir

imaginations,whatkeepsthemsatisfied,andwhatmakesthemsmile.HewouldneversacrificethatkindofconnectioninfavorofadecisionthatsomehowgotAppleafewmoreclicksonitswebsite.Stevesawtheslavishdevotiontonumbersasabig-companybehavior.Hewouldneverhavehishead

stuckinthenumbers,nomatterhowbigApplegot.Hewouldeagerlyconsumethedatathatwouldpourin,butintheendhemadehisdecisionsbasedonheadandheart—likeeverygoodhumanshould.Itkeepsthingssimple.There’sathemethatSteveplayedbackmanytimesinhispublicpresentations.HesaidthatApple

standsattheintersectionoftechnologyandliberalarts—andthiswastheessenceofSteve.Thatwasthespiritinwhichhejudgedproductdesignanditwasthespiritinwhichhemademarketingdecisions.Hewouldneverputhisblindfaithinstatisticsorjudgetheworthofanideabythenumberhesawatthebottomofaspreadsheet.IdeaswereeverythingtoSteveandheknewthatgreatideasdidn’tusuallyshowupintraditionalways.Steverecognizedthedifferencebetweenafactandanemotion.Heunderstoodthattheintangibleand

theunprovablecanbethemostimportantpartsofbuildingabrand.TheideaofrunninghisbusinessthroughanalyticsalonesatnobetterwithStevethantheideaofaskingpeopleonthestreetwhatkindofproductthey’dlikeAppletobuild.Onseveraloccasions,SteveusedafamousquotefromHenryFord:“IfIaskedpeoplewhatthey

wanted,they’dsayafasterhorse.”Inhismind,itwasApple’sjobtodreamupthethingsthatpeoplecan’timagine.Heknewthatoncetheylivedwithagreatproduct,theywouldn’tbeabletoimaginelivingwithoutit.Ina1998BusinessWeekinterview,Stevesaid:It’sreallyhardtodesignproductsbyfocusgroups.Alotoftimes,peopledon’tknowwhattheywantuntilyoushowittothem.

AsuninterestedasAppleisinusingfocusgroupstoinspirenewproducts,it’sevenlessinterestedinusingfocusgroupstodevelopitsmarketingmessages.OutofrespectforSimplicity,Stevetrustedhissmallgroupofsmartpeopletodothebestjob.Hedidn’tconsidervalidationfromoutsiderstobeveryvalid.Icansensethesquirmingonthisone.“That’scrazy.”“Howcanyouinvestmillionsofdollarswithout

someindicationofsuccess?”“It’sjustirresponsible.”Well,again,ifanyonerequiresproofthatApple’smethodsresultinbetterwork,it’sbeenonpublic

displaysinceStevereturnedtoApplein1997.Apple’smarketingconsistentlyoutshinesthatofeveryothercompanyinitscategory,andprobably95percentofthoseinothercategoriesaswell.Apple’sadsarewellthoughtout,humorouslyappealingtoamassaudience,perfectlyfocused,and100percentfocusgroupfree.Likeallcompanies,Appleisperfectlycapableoffillingaroomwithsmartmarketingpeople.Like

fewcompanies,Appleiswillingtoletthefinaldecisionremaininthatroom.Giventheresultsit’s

achievedbyfollowingthispathforthelastfifteenyears,itscustomerswouldhaveitnootherway.Appleisn’tinterestedinideasthattrytopleaseeveryone.Thosearetheideasthatendupstrippedof

theircharacter,feelingcalculatedandworstofall—lesshuman.

Chapter9ThinkSkeptic

DuringmyearliestdaysworkingonApple’sadvertising,backwhenJohnSculleywasCEO,oneoftheagency’swriterscreatedasigntohangoverhisofficedoor.Itread:When®lawyers™roamed*the†earth.sm

IwouldhavethoughtitwasfunnierifIhadn’tmyselffallenvictimtothelegalforcesthatoftenswirlaroundclientsandagencies.Afterjustayearortwointhebusiness,IfoundmyselftestifyingincourtoveranadIhadwrittenforChiatonbehalfofaNewYork–basedairline.Iwasinnocent,Iswear.Lawyersplayabigroleinthemarketingbusiness.Theycomeinhandywhenacompanygetssued

forafewbilliondollars.They’realsoonhandtomakesurethatthewackyguysinthecreativedepartmentdon’tdosomethingeveryonewilllivetoregret.Infact,thecreativeguysoftengetitfromtwosides,becausethereisnormallyateamoflawyersinsideboththeagencyandtheclient.Everyadthatgetsproducedhastobeclearedbybothsetsoflawyers,eachofwhichisouttoprotectitsowninterests.EventhoughIwasfamiliarwiththeprocess,Iwasstillsurprisedonedaytogetanemailfromthe

Applelawyersconcerninganewspaperadthatwasgoingtoruninjustthreedays.Theagency’slawyershadalreadyapprovedit.SteveJobshadalreadyapprovedit.Now,attheeleventhhour,Apple’slawyersweresayingthattheyhadsomeproblemswithit.Theadinquestion,comingbeforeApplemadethetransitiontoIntelprocessors,madetheclaimthat

thenewPowerMacintoshcomputersactuallyoutperformedthefastestIntel-poweredPCs,andofferedsomebenchmarktestingtoproveit.Thelawyerstookissuewithfourpointsinthecopy,fearingthatwemightfacealegalchallengefromIntel.Doingmyduty,IsentanotetoSteveadvisinghimthattherewasawrenchintheworks—hisown

legalteam.Isuccinctlydescribedthefourproblemareasandaskedforguidance.Fortunately,Stevewasn’tgoingtoallowComplexitytodoitsdirtywork.JustminutesafterIhitthe

“send”button,hisreplylandedinmyin-box.Itwasn’tthemostverboseemailI’deverreceived.Butthefirstsentencesoeloquentlyputthingsintoperspective:Fuckthelawyers.

TakeAdvice,NotOrdersLetuspauseforamomenttosavorthosewords.I’vecertainlyfoundtheminspirationalovertheyears.TheyactuallydoanexcellentjobofcapturingSteve’sbuilt-inskepticism—atraitthatserved

Simplicitywell.Ifheweretohearanopinionthatwascontrarytohisown,orinconsistentwithhisvision,hisinstinctwastodoubtitsvalidity.Afterall,howcoulditbethattheworldwouldn’tworkashewanteditto?

ButI’mgoingtocallthisa“healthyskepticism.”Becausethefactis,manyoftheexpertopinionswehearinbusinessareunnecessarilylimiting.Theymaybespokenbysomeonewhohasn’tgiventhesituationenoughthought,ordoesn’tunderstandallthenuances,orisjustbeingfarmorecautiousthanyouwishtobe—asStevebelievedhislawyerswerebeinginthiscase.I’msuremanyofushaveexperiencedthefrustrationofworkingwithaleaderwhoisn’tnearly

skepticalenough—someonewhoblindlyacceptstheopinionofhisorherlegaldepartment,forexample,andtreatsitmoreasacourtorderthancounsel.ThisisnottosaythatSteve’sskepticismledhimtoignorehisexperts’advice.Itjustmeansthathe

wouldconsidertheiradviceincontextofotherevidence,hislargergoalsforthecompany,andCommonSense.AsApplebecamemoresuccessfulandcompetitionintensified,Stevelikelyconsideredhislawyersas

essentialashisengineers.HereliedontheirexpertiseandjudgmenttohelpAppleprotectitsintellectualpropertyandtrademarksaroundtheworld.Butasweallknow,Stevewasalsocommittedtohisvisionandbelievedinhisownjudgment.While

hewouldhavehadgreatrespectforalawyer’sopinion,hedidn’texpectalawyertobeskilledinthenuancesofmarketing,orbeawareofotherconsiderationsthatmightsurroundaspecificdecision.Sohehadnoqualmsvetoingconservativeadvicewhenhebelievedthatadegreeofriskwaswarranted—ashedidinthecaseabove.PersonallyIenjoyedthefactthathediditwithsuchswiftnessandstyle.AtruefriendofSimplicitywillatleastremainopentothepossibilityofrejectinganexpert’sadvice

afterconsideringotherfactors,asopposedtoreflexivelyimplementingit.IncaseyouwerewonderingwhatconsequencesresultedfromSteve’sdecisiontospurnhislawyers’

adviceandrunthatanti-Inteladunchanged,therewerenone.Theadranasscheduled,Applemadeitspoint,Intelgotabitsteamed,andnobodywenttojail.Stevewasrightagain.

iPhoneVersusiPhoneItwasgoingtobeoneofthemostimportantAppleeventsinhistory.Stevewaslookingforwardto

gettingonstageandsaying“ThisisiPhone.”Theproductwasready.Theadswereready.Itwasallperfect—exceptfortheannoyinglittlefactthat

Ciscowasalreadysellingadevicewiththesamename.Ofcoursewedon’thearmuchabouttheCiscoiPhonethesedays.Butthat’sonlybecauseSteveexercisedhisskepticismwhenhelearnedthatCisco’strademarkwouldstandinthewayofhisplan.TheCiscoiPhonewasaptlynamed.ItwasanInternetphonethatconnectedtothewirelessnetworkin

yourhome,allowingyoutomakecallsonSkypeandsimilarservices.Itcouldalsodoanumberofothertricks,suchasaccessyourmusicandphotos.Steve,asyoumightimagine,wasnothappythatCiscowasusingtheiPhonenameforitslargely

invisibledevicewhenhethoughtitwassuchaperfectnameforhisworld-changingdevice.NevermindthatCiscowasdoingwhatsomanycompaniesweredoinginthenamingdepartment—borrowingApple’s“i”tocashinonthei-wave.ClearlytherewassomedebategoingoninSteve’sofficeaboutwhattodo,becauseforthoseworkingonthemarketingside,aslaunchdayapproached,onedayitwouldbe“iPhone”andthenextdayitwouldbe“quick,weneedsomealternatives.”Bymostindications,goingaheadwiththeiPhoneannouncementwouldopenAppleuptoaseriouslawsuit.AccordingtopublishedstatementsfromCiscosources,anagreementwithApplewasreachedand

papersdeliveredtoAppleforsignaturethedaybeforeStevewassettointroduceiPhone.ButAppleneversignedthepapers.ThenextmorningStevegotupandstartedtheiPhonerevolutionbyunveiling

thedevice—andwithouteversettlingtheissuewithCisco.AsCiscotoldthestory,itwasshockedatthisturnofeventsandhadeveryintentionofsuing.

However,anotherversionofeventsalsogotsomeairplay.Inthisversion,CiscohadregisteredtheiPhonetrademarkin1999,butitstrademarkhadlapsedin2005forlackofuse—beforeitactuallystartedshippingitsiPhone.Possiblyitwasbecausethesituationwassomewhatmurkythat,eventhoughStevehadreachedanagreementwithCisco,hedecidedatthelastminutenottosign.Hewouldshootfirstandaskquestionslater.CiscodidinfactbeginalegalactionimmediatelyfollowingthelaunchofiPhone,butthenquickly

reachedanagreementwithAppleon“undisclosedterms.”Reportedly,AppleagreedtodosomecomarketingwithCisco,thoughnooneonearthseemstobeawareofanysuchthingeverhappening.Ifheactuallytookpartinit,thisnegotiationwouldhavebeenaninterestingSteveJobsperformancetowatch.Thegreaterpoint,though,isthatStevesawextremelyhighvalueinthename“iPhone”andwas

undeterredbythepotentiallytoughlegalroadahead.Hewaslookingatwhathe’dgainbylaunchingthedevicewiththatnameandthelong-termbenefitofhavinganiPhonesubbrand.Hewasdeterminedtopushhardinasituationwheremostwouldhavegonethesaferouteandsimplychosenanothername.Theendingofthisadventureiswellknown.ThevalueoftheiPhonenameisnowincalculable,

reducingthecostofthislegaladventuretoutterinsignificance.Asasubbrand,iPhoneisnownearlyasstrongastheApplebranditself—forallthereasonsthatStevepreferredit.It’ssimple,obvious,andeasytoremember.Andit’sallbecauseStevebelievedthatthenamewasattainableevenwhentheindicationswerenegative.Nowjustthinkforaminuteaboutyourowncompany,orthecompaniesyou’veworkedwith.If

caughtinasimilarsituation,abouttolaunchawidelyanticipatedproduct,unabletopositivelysecurethename,andfacingasignificantlegalrisk—whatwouldthedecisionbe?Exactly.ThiswasacaseofStevewantingwhathewanted.CouldChiatorhisownpeoplehavecomeupwith

anothernamethatwouldberisk-free?Absolutely.Andtheycameupwithquiteafew.ButinSteve’smindthenameiPhonewastooperfecttogiveupon,anditwaspracticallybysheerwillthatApplecametoownit.WhileApplewasplayingforveryhighstakes,thesameprinciplesapplytoourmoreeveryday

decisions.It’saboutevaluatingadviceincontextandhavingthestrengthtomoveaheadwhentherewardsoutweightherisks.

InAppreciationofSkepticalLawyersCreativepeopleinadvertisingdon’tnormallyhavealoveoflawyers.Toomanygreatideashavebeen

killed(orseriouslyinjured)bylegalminds,andthepainoftenlingers.Still,thatdoesn’tmeanwecan’tbedeeplythankfulwhenalawyer’sskepticismhelpsderailabadideathat’spickingupsteam.Atoneofourregularagencymeetings,aboutayearafterthelaunchofiMac,Stevewalkedintothe

roomgiddywithenthusiasmforanewidea.Ifitwassomeoneelse’sidea,hedidn’tmakethatdistinction.Onthisdayhewaspitchinganideatotherestoftheroomratherthantheotherwayaround.AccordingtoApple’scalculations,theonemillionthiMacwasabouttobesold.Thatwashugenews.

Remember,Applehadundergonesomeverytoughtimes,andiMacwasthefirstnewcomputertobelaunchedbySteveuponhisreturntothecompany.TohavesoldamillioniMacsinarelativelyshorttimewasproofthatsomethingveryrightwashappening,anditdeservedsomeseriousfanfare.Steve’sideawastodoaWillyWonkaroutinewithit.JustasWonkadidinthemovie,Stevewantedto

putagoldencertificaterepresentingthemillionthiMacinsidetheboxofoneiMac,andpublicizethatfact.WhoeveropenedtheluckyiMacboxwouldberefundedthepurchasepriceandbeflowntoCupertino,whereheorshe(and,presumably,theaccompanyingfamily)wouldbetakenonatouroftheApplecampus.Stevehadalreadyinstructedhisinternalcreativegrouptodesignaprototypegoldencertificate,which

hesharedwithus.ButthekillerwasthatStevewantedtogoalloutonthis.HewantedtomeettheluckywinnerinfullWillyWonkagarb.Yes,completewithtophatandtails.Itwasoneofthoseideasthatmadeeveryoneintheroomlaugh,butthefunniestpartwasthatSteve

seemedsoenamoredofit.HesawthepotentialtogetmassivePRforiMacandApple,andhewasmorethanwillingtodohissharebydonningthecostume.Unlikewhathappenedinthemovie,however,thewinnerwouldnotbecomethenewownerofApple.Heorshewouldn’tevengetajuniorassistantCEOposition.Itwouldallbeforfun—alongwiththebig,juicyheadlines.Weleftthatmeetingwithinstructionstolookintothelogisticsandlegalityoftheidea.Fortunately,

thelegalissueswererestrictive.Forone,Californiaregulationsrequiredthatthisbeclassifiedasasweepstakes,whichmeantthattherehadtobea“nopurchaserequired”provision.Itwouldbeimpossibletomakethatgoldencertificateworkundertheserules,soitwouldhavetobemoreofadrawing.Whichmeantanyoneoffthestreetcouldwin,andtheoddswerethatwhoeverdidwinprobablywouldn’tevenhavepurchasedaniMac.Facedwiththerestrictionsimposedbylawyers,Stevedecideditwasn’tworthit.Weallbreathedasighofrelief—andtheworldwasdeniedtheopportunitytoseeSteveinhisWilly

Wonkasuit.

UndertheYokeofLawyersOneofthemoredubiousadcampaignsI’veeverparticipatedinturnedouttobeoneofthebestexamplesoflegalopinionsgoneunquestioned.AtthemidpointofmystayatIntel’sagency,Intelrequestedthatwecomeupwithanumbrella

campaignthatwouldsupportallofitsprocessorlines.Atthistime,therelationshipbetweenagencyandclientwasshowingsignsofstrain.So,withthestakesgettinghigher,andtheagencyrunningoutofwiggleroom,ourpresidentdecidedtotakenochances.Heexpandedoursmallgroupofsmartpeoplebyinvitingoneofhisfavoritecreativepeopletojointhebrainstormingprocess,andheinvitedtheCEOtojoinhimintheapprovalprocess.Wewoulddoeverythingnecessaryto“getthisoneright.”Afteraweekoffeverishwork,theentireprojectgroup—creativepeople,accountpeople,andagency

management—metaroundatableinthepresident’soffice.Afterwereviewedseveralcampaignideas,ourspecialguestcreativepersonrosetomakehispitch.

HisScottishaccentwasendearingandsomehowenhancedhisreputationasaquirkyguy.Hewasnotwearingakilt,ashewassometimesknowntodo.Helaunchedintohispresentation.ItplayedoutlikeaHollywoodvisionofwhatacreativepresentationshouldbe—eventhoughsuch

visionsarerarelyaccurate.OurScottishfriendtoldastoryaboutIntelthatdescribeditspositiveattitude,itsabilitytoovercomeobstaclesandgranteventhemostdifficultwishesofitscustomers.Hisstorybuilttowardalogicalconclusion:Intelwasallaboutempowerment;itdidexactlywhatitsetouttodo,evenagainstthemostformidableodds.Therefore,itsspiritcouldbedescribedbyasingleword.ItwasoneofthemostcommonwordsintheEnglishlanguage,yetitwasawordthatwouldhavethepowertoreshapetheIntelbrand.Thisall-powerful,supercompellingwordwas...Yes.

Theothercreativepeopleintheroomreactedthewayyouprobablyjustdid.Tous,itwasasifsomeonehadlettheairoutoftheballoon.ButourpresidentandCEOateitup.Theylovedtheideaofowningtheword“yes,”andtheylovedthegraphicthatwentwithit.Thatmagicwordsatuponalarge,blue,roundwaferofsilicon(therawproductinthechipmanufacturingprocess)andwouldbeshownfullframeattheendofeachcommercial.Theideawasdeveloped,approved,andturnedintoaseriesofTVspots.Unfortunately,earlyinthe

campaign’slifealegalproblemsurfacedinGermany.Someobscurecompanywasclaimingownershipofthe“yes”idea.(Funny,becauseforthesakeofourstandinginthecreativecommunity,manyofusweredoingourbestnottoclaimownership.)This,ofcourse,isoneoftheproblemsthatcomeswithbeingalargemultinationalcompany.LikeApple,Intelwasalightningrodforlawsuits.Thosewhosueincaseslikethisoftenoperateonthehopethatthecompanymightprefertomakethecasegoawaybyopeningitswallet.Inteldidn’tdisappoint.TheGermancompanyhaditspaydayandIntelwentonitsmerryway.The

campaigncontinuedtoruninGermanyandeverywhereelse.However,onethinghadchanged:NowIntel’slegaldepartmentwasspooked.Itwassummeratthispoint,andwereceivedwordthatIntel’sattorneyswerekillingthecampaign.Itwouldnotbeallowedtorunpasttheendoftheyear.ItwasexplainedthateventhoughtheystillbelievedtheGermanlawsuitwaswithoutmerit,the

lawyerswerenowofthebeliefthatifonecompanyhadfiguredoutawaytosue,othersmightdothesame.Thisdespitethefactthatthesamelawyershadoriginallydonetheirduediligenceanddeclaredthecampaigntobelegallysafeandnotsusceptibletoanyoneelse’scopyrightclaims.ThiswasasurprisingdecisiontoboththeagencyandIntel’smarketinggroup.Intelhadfacedalegal

challenge,madeitgoawayatrelativelylowcost,wonpermissiontocontinuewiththecampaignithadinvestedin—andnowitwastoonervoustotakeanymorechances.UnlikeSteveJobs,whovetoedhislawyers’advicesothathemightruntheadvertisinghebelievedin

andtookthenameiPhonewhenitsownershipwasinquestion,Intelconsidereditslawyers’decisiontobemoreofarulingthanarequest.ForSimplicitytogaintheupperhand,theremustbesomeoneintheroomwillingtostickhisneckout

forit.Inthiscase,everyoneinthefoodchainwaswillingtogothroughthemonthsofnewcreativedevelopmentandtestingthatwouldberequiredbeforeareplacementcampaigncouldbechosen.Nooneseemedtobeconcernedaboutthedamagethatmightbeinflicteduponthebrandbyswitchingcampaignstwiceinthesameyear.Tothepublic,IntelwouldnotappeartobeafanofSimplicity.Complexitygetsdoublecredithere.Thecampaignwasbornofateamthatexceededthesmall-group-

of-smart-peoplelimit,withtoomanyapprovers,inaclimateofpoliticalpressure.Anditwasderailedbycorporateattorneyswhomightnothaveseenthebiggermarketingpicture.Therefore,inararefeat,Complexitynotonlygavebirthtothiscampaignbutwasalsoresponsibleforitsdeath.ThehappyendingtothisstoryisthatIntelnevercametolegallyowntheword“yes.”Youarefreeto

useitinconversationwithoutpayingroyalties.

DeathThreatsWorkWondersEnoughabout“yes.”Let’smoveontotheword“no.”Whensomeonecomesupwithanideainbusiness,thisisawordthatisheardwaytoooften.There

arealwaysathousandreasonswhysomethingcan’tbedone—onlyafewofwhichcan’tbecircumventedwithcreativethinking.Sowhenacolleagueorvendorsaysno,youneedtotakethatwithalargegrainofsalt.Moreoftenthannot,whattheyreallymeantosayisthatitwouldtaketoomuch

effort,it’snotthewayweordinarilydothings,itwouldbetoocostly,oranynumberofotherexcuses.Sometimestheimpossibleistrulyimpossible.Othertimesitismerelyimprobable.Soitpaystotake

along,hardlookatnegativeresponsesbeforeyouthrowinthetowel.Someofushavetheuniqueabilitytomakeinstantjudgmentsaboutwhat’spossible.SteveJobswasone.RarelywouldStevetolerateanegativeresponsewhenhewantedsomethingdone.Unlessyoucould

provebeyondashadowofadoubtthattherewasanimmovableobjectintheway,heexpectedyoutodothejob.Ifyoucouldn’t,he’dfindsomeonewhocould—andthatwouldn’tbodewellforyourfutureaspartofthegroup.WhenIwasoutwithcolleagues,wewouldsometimeslapseintoimpromptupsychoanalysisthat

mightexplainhowSteveacquiredhischronicunwillingnesstotakenoforananswer.Oneexplanationisobvious.StevestartedApplein1976,whenhewasonlytwenty-oneyearsold.Priortothat,hehadonlyworkedshortstintsatHPandAtari.Sounlikemostpeopleinthisworld,Stevehadspentlittleofhisworkingyearsreportingtoasupervisor.Forvirtuallyallofhisadultlife,hewastheonewhogavetheorders.Heexpectedthingstogetdone.ThisdemandingbehaviorwaseverpresentinSteve,nomatterwhomhewasdealingwith.Itwasn’t

aboutbeingabully,itwassimplySteve’swayofneversettlingforanythinglessthanheimagined.YouonlyneededtorunafoulofSteve’sexpectationsoncetounderstandwhatwasexpectedofyouandtomakesureitneverhappenedagain.IwasfortunatebecauseIlearnedmylessonearlyandgotitoutoftheway.BackintheearlydaysofiMac,weplannedtointroducesomenewmodelsbyrunningasixteen-page

insertinTimemagazine.Afterseveralweeksofdevelopment,photography,andwriting,theinsertwasnearingcompletion.StevetoldushewantedtoseeitinTimetwoweeksfromthatdate.WhenItoldthistotheagency’sprintproducer,shehadagoodlaugh.Wecouldrushtheactualprintingoftheinserts,butthenwe’dbeatthemercyofTime.Thenewsweeklieshavefirmproductiontimetables,andinsertsrequiredweeksofpreparationtoaccommodatethemechanicsoftakingdeliveryonmillionsofinsertsandincorporatingthemintothepressrun.Withmynewunderstanding,IgotbacktoStevewiththeinformation.ItoldhimtherewasnowayTimecouldaccommodateus.Itwouldbeseveralweeksatbest.“That’sbullshit,”saidSteve.He’dhearnothingofit.HenotedthatTimeputoutamagazinewith

aboutsixtypageseveryweekanddiditwithonlyafewdaysofprep.Igavehimallthereasonswhyitwasdifferentwithinserts.However,asIwasdefendingourposition,

Icouldfeelmyargumentgettingflimsier.That’swhenStevelobbedhislittlebomb.“Ifyouguyscan’tdoit,I’llbetArnoldcanfigureouthowtodoitprettyquick.”Arnold,youwillrecall,wastheotheragencyStevehadconsideredbackwhenhehadjustreturnedto

Appleandwascontemplatinganewagency.Arnoldhadbeeneagertogetthebusinessbefore,anditwouldbeevenmoreeagertogetitsfootinthedoornow.ThelastthingweneededwastohaveArnoldmarchinanddothejobwehadsaidcouldn’tbedone.Thisishowagenciesloseaccounts.Sowithinminutes,Iwasbackwiththeagencyproducer,tellingherthatthesituationhadjustgone

fromurgenttocritical.WehadtofigureoutawaytogettheinsertinTimequicklyorwe’dbeopeningadoorthatwedidn’twanttoopen.Shewentofftomakehercalls,andIcrossedmyfingers.Awell-craftedcombinationofbegging,threatening,andcryingwasenoughtogetTimetogiveusa

break.Getusthematerialsquicklyandwe’llmakeithappenintwoweeks,theysaid.Greatnews,butnowIhadalittlemesstocleanup.I’djustputmycredibilityonthelinebytelling

StevewhatIhadpreviouslybeentoldmyself—thattherewasnowaytocircumventTime’srules.Stevedidn’tbelieveme,I’dstucktomystory,andnowIwasgoingtohavetotellhimhewasrightafterall.

We’dfoundawaytomakeitwork.True,Iwasbasingmycaseonexperttestimony,butI’dmadethemistakeofnotrelyingonmyown

CommonSenseasStevehaddone.I’dsucceededinreinforcinghisbeliefthatheshouldnevertakenoforananswer.Unfortunately,Ialsogavehimgoodreasontothinktwiceabouttakingtheagency’swordaboutwhatwaspossibleandwhatwasn’t.Wetendtorememberourmomentsoftrauma,sothisstoryhasstuckwithmeovertheyears.It’s

mademewarywheneverIheartheword“no.”ForthesakeofSimplicity,it’sagoodideatoprobethoroughlywhenyourunintoanegativeresponse.Itmightjustbethatyou’reaskingsomeonetogoaboveandbeyondwhat’snormal—butthat’showyougetabove-normalresults.Iftherearerules,chancesaretheycanbebroken.Ifyouletsomeoneoffthehook,it’syourideathatwillbediminishedintheend.Yearslater,IspentsometimewithoneofDell’schiefdesigners,andhehadasimilarstorytoshare.

SoIdon’tblowhiscover,I’llcallhimMick.Mick’sstorysurroundedthebirthofDell’swould-becompetitortothesuperthinMacBookAir,the

ill-fatedDellAdamo.Thoughthislaptopwasdestinedtolandwithathud,struggletogetnoticed,andultimatelybeputtosleeptwoyearslater,therewasexcitementintheairbackatthebeginning.CreatingacomputerlikethiswasafirstforDell.Ihadjustcomefromtheagency’sfirstAdamobriefing.Whileawaitingmytaxibacktothehotel,I

bumpedintoMickandwesatdownforaprivatechatintheDelllobby.Duringthatconversation,wegottotalkingaboutdeliveringonimpossibleschedules,whichtriggeredmymemoryoftheTimeinsertforApple.ItoldMickthestoryofhowIhadbeenbruisedbyfailingtoquestionwhatwasreallypossible.“ExactlywhathappenedtomewithAdamo,”saidMick.Hewentontotellmeaboutthemeetings

thatspawnedDell’sultrathincomputer.Manymonthsbefore,MickhadmetwithRonGarriques,thenheadofDell’sConsumerdivision.Like

manyinthecomputerbusiness,Ronwaseagertobuildacomputerthatwastrulybuzz-worthy.He’ddecidedthatDellshouldgetcrackingonanultrathinlaptopbecause,nowthatApplehadlaunchedtheMacBookAir,thinwasclearlythenewcoolthingintheindustry.(FarbeitfromDelltobethefirstinacategory.)GarriquesaskedMicktoreturnwithatimetableforthisproject,sooffwentMicktoconsultwithhis

engineers.Thosewhowouldactuallyhavetodesignandbuildalaptopthisthinthoughtitwouldtakeaboutayeartogetittomarket.CreatinganultrathinlaptopisfarmoredifficultthandesigningadesktopPC.Itrequiresseriousminiaturization,andthisdegreeofengineeringtakestime.MicksharedthisinformationwithGarriques—whodidnottakethenewswellatall.Though

GarriqueshadlittleincommonwithSteveJobs,hehadmasteredoneprincipleofSimplicity.Hewantedwhathewanted,andhewasn’tabouttotakenoforananswer.Andwhathewantednowwasanultrathinlaptopinhalfthetimeitwouldnormallytake.Havingpushedhisengineersasfarashecould,Mickcouldonlystandhisground.Hewastoldunequivocallythatthetimetablecouldnotbeshortened.Frustratedbythisnews,Garriquesreachedintohisbagoftricks.Inhispreviouslife,hehadbeenwith

Motorola’sphonegroup,whereminiaturizationwasawayoflife.IfMotorola’sengineerscouldpackallthatamazingtechnologyintosomethingthatfitsinyourpocket,hefiguredthattheyshouldbeabletoworkmiraclesforalaptop.SohewentoutsideDelltopullinsomeoftheengineerswithwhomhehadworkedatMotorola.Theypromisedalaptopinsixmonths.OnceGarriqueshadwhathewanted,MickfoundhimselfinapositionwithwhichIwasintimately

familiar.Mickbecametheguywhohadsaiditcouldn’tbedone,wheninrealityitcould.

Now,ifGarriquescouldrisetotheSimplicitychallenge,refusetotakenoforananswer,andgethisspiffynewlaptopinthetimeframehewanted,whythendidAdamoturnintothefailureitwas?Backatthebeginningofthisbook,ImentionedthatSimplicitywasanall-or-noneproposition,that

youcan’tjustchoosethepiecesàlacarte.GarriqueswasnotadiscipleofSimplicity;hewasjustanexecutivewhowantedwhathewanted.ThoughheslammedthedooronComplexitywhenhesettheprojectinmotion,heapparentlyleftthekeyinit.TheAdamoprojectquicklydrownedinaseaofComplexity,fromitspricingandavailabilitytoitsmarketingandreliabilityissues.Adamowasa$2,500laptopfromacompanyknownfor$600laptops.Itwasaproductyouhadto

holdtoappreciate,yetitcouldonlybeorderedonline.ItwasadvertisedwithadsthatbelongedinVogue,featuringultra-high-fashionmodels,butactuallyraninthebusinesspress,onlineandoffline.Monthsafteritslaunch,AdamowassellinginthethousandswhileMacBookAirwassellinginthemillions.Evenwitharedesignayearlater,Adamocouldneverrecover,andfinallyDelljustgaveuponitaltogether.Buttheysurediddesignitfast.

StandingUpforDetailsPeopleoftentalkaboutthe“unboxingexperience”thatcomeswithbuyinganAppleproduct.YouTubehascountlessvideosdocumenting,stepbystepandpiecebypiece,theopeningofanAppleproductbox.Totheoutsider,thisissimplyanotherexampleofApplefanboyism.It’sjustabox,right?ToApple,aboxishardly“justabox.”Thecompanytakesincrediblecaretoensurethattheentire

customerexperienceisconsistentlyfirstquality—andthatfirstmoment,whenthecustomerisgoingthroughthepackaging,isasignificantpartofthatexperience.TosaythatAppletakesitspackagingseriouslyisanunderstatement.Thegroupresponsiblefor

packagedesignatAppleworksinalocked-downroominsidethelargercreativegroupheadquarters.Whattheydointhereiseverybitassecretaswhattheengineersdointheirinnersanctum.Makessense,consideringthatthepackagingrevealsmoreabouttheproductspecsthananyglimpseoftheproductitself.Interestingly,Applehassomedarktimesinitspackagingpast.Somepeoplewillrememberthat

duringSteve’sexile,thecompanyinstitutedsomemajorcost-cuttinginitiatives.Goneweretheglossywhiteboxeswithcolorprinting,andintheirplacecameplainbrowncardboardboxesfeaturingjustoneortwocolors.Ihaveoneofthesethingsinmyattic,andIcan’tbeartotossitbecauseit’ssuchaninterestingreminderofhowApple’ssensibilitieshavechanged.It’sanoldPowerBookbox,andinsidetherearejustafewmoldedeggcarton–typepiecesofcardboarddesignedtoholdvariouspartsoftheproduct.It’soneoftheleastelegant,mosthumdrumbitsofpackagingyoucanimagine.AsApple’svaluesandprioritiesevolved—thankstothereturnofSteveJobs—thesekindsofdetails

wouldbecomehugelyimportantonceagain.Somuchsothatotherwiserationalandintelligentpeoplewouldbedriventomakeunboxingvideos.ThepeoplewhodesignApple’spackagingareincrediblytalented.But,obviously,theydon’t

physicallymanufacturethepackagingintheirsecretroom.Theyhavetorelyonvariousvendorstohelpthemrealizetheirdreams.Theyalsohavetodealwithpeoplewhosay,“Sorry,can’tbedone.”Afewyearsago,aseniorpackagedesigneratApplerelatedastoryaboutthedepthofcarethatgoes

intoApplepackagedesign.ThereasonApplegoestoextremes,ofcourse,isthatitwantscustomerstogetthatfeelingofquality

fromthemomenttheytouchthebox.Thespecificdetailsmaynotregister,butpeoplewillgetthat

feelingof“cool”thatmakesthemallthemoreeagertogettothegoodyinside.InthiswaythepackagingworksratherliketheAppleStore.Peoplemaynotpickoutspecificdetails,buttheysensethethoughtfulandelegantdesignofthestore.Everydetailmatters,whetherit’snoticedornot.Withgreatpride,thepackagedesignertoldmehowApplehadrefusedtotakenoforananswerwhen

avendorreportedbackthatacertainpackagefeaturewasproblematicandneededtobechanged.ThedesignerhadcreatedagorgeousboxworthyofanewAppledevice.Inside,theproductsatina

recessedcompartmentsupportedbyatinypieceofStyrofoam.Thatpiecewassodelicate,itwascausingaprobleminthemanufacturingprocess.Itwasmeltingfromtheheatofthemoldingmachines.ThevendordulytoldApplethatitwasn’tasolvableproblem—theboxhadtoberedesignedtoaccommodatethelawsofphysics.Thepackagedesignteamwasn’tpleased.Theyhadavision,andnowoutsideforceswereinterfering

withthatvision.Plus,SteveJobshadalreadyapprovedthisdesign,ashehadapprovedeverydetailoftheproductitself.SomeonewouldeitherhavetotellStevethepackagedesignneededtobealteredorpushbackwiththevendor.TruetotheAppleway,thedesignersdidnotwanttocompromise.Inanot-so-veiledthreat,theytold

thevendorthatApplewasn’tgoingtoredesignthepackage—insteadhewouldhavetoredesignhismachines.Ifthemetalmoldsweregettingtoohot,whynotmakenewmoldsfromaluminum?Atgreatexpense,that’swhatthevendordid.SoontheStyrofoampieceswerebeingchurnedout

withoutahitch.OwnersoftheseparticularAppledeviceswereabletoenjoytheidealunboxingexperience—eventhoughit’sdoubtfulthatevenoneofthemevernoticedthatlittlepieceofStyrofoamhiddenwithin.TheAppledesignersrecognizedthatwhenthevendorsaid,“Itcan’tbedone,”whathereallymeant

wasthatitcouldn’tbedonewithoutextraordinaryeffort.It’samazingwhatpeoplecanaccomplishwhentheyseeajuicyaccountabouttowalkoutthedoor.

IgnoringtheNaysayers:InventingtheAppleStoreSteveJobs’sspeechatStanfordstruckachordwithmanybecausehewassoclearlyspeakingfromtheheart.Hetalkedabouttheimportanceofdiscoveringapaththatwillleadtotruefulfillmentinlife.Itwasaparticularlydauntingtaskforhim,becausehewasspeakingtoagroupwhohadjustfinishedcollege,andhehaddroppedoutalmostbeforehestarted.Buthiswordstothesebusinesspeople-to-bewereofequalvaluetothosewhohavebeeninbusiness

fordecades:Don’tletthenoiseofother’sopinionsdrownoutyourowninnervoice.Andmostimportant,havethecouragetofollowyourheartandintuition.

Stevewasn’tjustofferingadviceaboutchoosingacareerpath.Hewasdescribinganimportantruleofdoingbusiness.It’sarulethathe’dalwaysfollowedhimselfandonethathadhelpedhimwardofftheevilspiritofComplexityforvirtuallyhisentirelife.Sometimesitjustrequiresaspecialstrengthtofightyourwaytowardagoalwhenthenaysayersareconvincedyou’reheadingdownapathofdoom.ExhibitA:theAppleStores.InthedayswhenApplewasshowingprogressinrecoveringfromitsnear-deathexperience,itstill

hadsomeextremelydifficultmountainstoclimb.StevewasconvincedthatwhencustomersactuallysatdownwithaMacandhadsomeoneshowthemhoweasyitwastouse,theywereeasytoconvince.Theproblemwasfindingawaytohavethatconversation.Therewereveryfewstoreswhereyoucouldjust

walkinandgetfamiliarwithaMac,andevenfewerstoreswherethesalespeoplecaredenoughtodemonstrateitproperly.ApplehadjuststarteditsonlineAppleStore,andthatwasaconvenience—butitwasn’tapersonalexperience.Itdidn’tallowAppletohavethoseone-on-oneconversations.Soin1997SteveannouncedadealwithCompUSA,inwhichthatnationalretailchainwouldcreate

anApple“storewithinastore.”Thispartnershipwasgreetedwithsomeenthusiasm,sincecustomerswouldinstantlygaintheabilitytotouchAppleproductsin-store,nationally,atconvenientlocations.Itdidn’texactlyworkasplanned.Peopledidhaveaplacetogo,butApple’spresenceinCompUSA

wasusuallywaybackinacorner.YouhadtogolookingforitandwalkthroughamazeofPCequipmenttogetthere.IfyouaskedaCompUSAsalesmanhowthatiMaccomparedtoaPC,he’dbemorethanhappytoshowyouaspiffynewHPcomputeratafractionoftheprice.HehadlittleincentivetoselltheiMac.No,CompUSAwasn’tgoingtosolveApple’sproblems.InaworldofPCs,allpoweredbyWindows,

Applewastheoddduck.ConvincingacustomerthatApplehadasuperiorplatformrequiredmorethansomededicatedspaceinthebackofCompUSAandahalfheartedsalesperson.IfApplewasgoingtostartreclaimingthemarketshareithadlostduringitsdarkyears,itneededtodosomeserious“thinkingdifferent.”AndsotheideaoftheAppleStorewasborn.SteverecruitedRonJohnson,famousforturningTarget

intoacoolplacetoshop,toheadApple’snewretailgroupanddeveloptheAppleStoreconcept.Today,you’dhavetolookfarandwidetofindasinglepersonwhodoesn’tseethevalueoftheApple

Stores.They’rewidelyregardedasoneofthegreatestretailsuccessesinhistory.They’vebecomethegoldstandardintheretailworld,makingmoremoneypersquarefootthanTiffany.Butclearasthismaybenow,itwasjusttheorybackthen.Therewerealreadyvulturescirclingtheretailskies.Atthatmoment,theywerepreparingtofeaston

thechainofGatewayCountrystoresthathadopenedin1996.Butitwasn’thardtoimaginethemshiftingtheirgazetowardApple’snewretailstoreswhentheygothungryagain.ForAppletowalkdownthatpathsostarry-eyedwhenanothercomputerchainwassovisiblyfailingtooksomenerve.Applehadzeroexperienceintheretailworldandonlyabout3percentofthecomputermarket(a

similarmarketsharetoGateway’s).Soitwasn’ttotallyunexpectedwhensomeonelikeDavidGoldstein,presidentofChannelMarketing,offeredhisobservationinaBusinessWeekinterview:Igivethemtwoyearsbeforethey’returningoutthelightsonaverypainfulandexpensivemistake.

Mr.Goldstein’swidelyreportedopinionmadehimtheposterboyforhorrificallyinaccurateprognosticating.BloombergBusinessweekdidn’tdomuchbetterwhenitpublishedanarticlewiththeheadline“Sorry,

Steve:Here’sWhyAppleStoresWon’tWork.”Applenowhasover350storesinthemostprimerealestatearoundtheworld.Mind-bogglingly,the

annualtotalnumberofcustomersenteringAppleStoresgloballyisactuallygreaterthantheannualcombinedattendanceofWaltDisneyCompany’sfourbiggestthemeparks.Asofmid-2011,theAppleStoreswereresponsibleforover$3billioninannualrevenue.Theicingonthecakeisthatmorethanhalfofthestores’visitorsarenewtotheMac—soApple’sretailpresencehasbecomeitsmostpotentweaponinregainingmarketshare.Justafewyearsago,thethoughtthatApplecouldmakeasignificantcomebackagainstPCswaslaughable—nowit’sjustafactoflife.Inmid-2011,thegrowthofMacshipmentsoutpacedthatofPCshipmentsforthetwentiethconsecutivequarter.ApplewasconfidentthatifitbuiltitsshrinestoSimplicityinhigh-trafficlocations,itcouldbegin

creatingtheone-on-onerelationshipsthathadbeenlacking.Itsgoalwastoprovideashoppingexperiencethatwouldbeashighqualityasitsproducts.EvenifyouwereconvincedthatbuildingtheAppleStoreswastherightthingforAppletodo,itwas

stillsurprisingandriskytobuildthesestoresinthewayitdid.RatherthanfollowingGatewaywithstoresthathadadistinctlySears-likefeeltothem,Applewentthefirst-classroute.Ithiredbrilliantarchitectsanddesigners.Itusedonlythehighest-qualitymaterialstobringitsvision

tolife,evenifthatmeanttransportingmaterialsfromdistantcountries.Anditwasconsistent.AsdozensofnewAppleStoresbegantoappear,eachwasbuilttothesamehighstandards,withkeyflagshipstoresborderingonthespectacular.TheAppleStoreonFifthAvenueinNewYork,forexample,wouldbecomeafamouslandmarkinacityofhigh-rises,eventhoughitrisesonlythirty-twofeetintheair.Inthatstore,thefloortileswereofaqualitythatcouldbefoundinonlyoneplaceonearth,aquarry

inItaly.ThestainlesssteelofthesupportcolumnswasbornofaprocessthatcouldonlybefoundinTokyo.TheglasscomponentswerethecreationofadesignfirminGermany.Apple’scriticswerelikelyrollingtheireyesthatthecompanywouldinvestsoheavilyinaplanthat

carriedsuchobviousrisks.Whattheydidn’trealizewasthatApplewasbuildingaphysicalrepresentationofitsbrand.TheApplebrandstoodforquality,design,andSimplicity,andtheAppleStoresbroughtallthreeofthesethingstolife.Thestoreswereunclutteredandinviting,witheverydetailfussedover.IfthereisonefocusatApplethattranscendsallothers,it’sthecustomerexperience.Thegoalisto

givethecustomeraconsistentlygreatexperiencethroughouttheirentirerelationshipwithApple.FromTVadandwebsitetoshoppingtounboxingtoeverydayusetorepairandsupport,Appleaimstoconsistentlydeliverthesamevaluesandspeakinthesametone.BeforetheAppleStorescamealong,onlyonepartofthatsequencewasmissing:theshopping

experience.Notonlywasitmissing,itwascompletelyoutofApple’scontrol.Itputthecompanyintheuncomfortablepositionofhavingtodependonthequalityofsomeoneelse’sefforttomakeupforitsowndeficiency.Supportwasn’tidealeither,ascustomerscouldonlycommunicatewithAppleviaphoneorthroughindependentlyownedserviceproviders.IfApplewantedtogivecustomersabettershoppingandownershipexperience,itwouldhavetotake

mattersintoitsownhands.TheAppleStoreswouldprovidewhatwasmissing.Applewasskepticalofthosewhowereskepticalofitschances,andnoforceonearthwouldkeepthecompanyfrombelievinginitsretailplans.It’sarareideainbusinessthatdoesn’trunintosomeformofopposition,beitinternalorexternalto

theorganization.SteveJobslearnedearlythatifyouhaveagreatidea,youneedtoignorethenegativityandconcentrateonmovingforward.Youmustalsogotoextremestoensurethatthosegreatideassurvive.

Chapter10ThinkWar

“Youknow,wecouldreallygetsuedoverthis,”saidSteve.“Andthatmightnotbeabadthing.”Itwas1998.LaidoutinfrontofSteveontheboardroomtablewasanewadcampaignthatwas

calculatedtodomorethanraiseeyebrows.Acrosstwofullpagesofanewspaperwasthegiantimageofasnail—carryingonitsbackwhatwasthenthefastestIntelchippoweringPCs.Ifthatwasn’tinsultingenough,thisadwasthefollow-uptoaTVcommercialthatwasgettingheavyairplayonthemajornetworks.Mostofthead’sthirtysecondsfeaturedaclose-upofthesamesnail,burdenedbythesameIntelchip,oozingitswayacrossthescreen.BothadsmadethebrazenclaimthatthechipinsidethenewMacswasliterallytwiceasfastasthe

Intelchip.Stevewasright.Intelwouldnottaketookindlytothis—andthatwasexactlytheplan.Simplicity

beinginaconstantwarwithComplexity,therearetimeswhenitmustactwithappropriatebelligerence.BearinmindthatallofthishappenedjustmonthsafterStevehadreturnedtoApple,andlongbefore

AppledecidedtoswitchitsentirelineofcomputerstoIntelchips.TheThinkdifferentadswereappearingeverywhere,butiMacwasstillbeinghatcheddownontheengineeringdeck.InthosedaysPCsowned97percentoftheglobalcomputermarket.AlmostallPCsranonIntel

processors,whileMacswerebuiltonthePowerPCchip,whichhadbeenjointlycreatedbyIBMandMotorola.BetweenApple’spublicdeclineandthefactthatthepreviousPowerPCchipsweren’tallthatspeedy,thepublicperceptionwasthatPCscouldruncirclesaroundMacs.However,we’djustbeenhandedapowerfulweaponinthelatestreportsfromAppleengineering.WehadthebenchmarkstoprovethatthenewchipinthePowerMacG3reallydidhavethespeedadvantageoverIntel’schip.WeknewfullwellthatIntelwouldhavearangeofoptionsifitchosetorespond,withalawsuitbeing

optionnumberone.“CanyouimaginethestoryinBusinessWeek?”Stevesaid.Heenvisionedhowthearticlemightlookinthatmagazine,withabigpictureoftheIntelchip-on-a-snailfrontandcenterinthemiddleofafeaturestoryaboutInteltakingAppletocourt.Helovedit.HealsoknewthatIntelwouldhavetobeverycarefulaboutbullyingpoorlittleApple,whichwashangingonfordearlife.Anditwouldhavetothinklongandhardbeforeactuallytakinganykindoflegalaction,sinceitwouldjustgiveAppleevenmorepublicity.SnailwasjusttheopeningsalvointheunilaterallydeclaredwaragainstIntel.Thecreativeteam

behindthatad,artdirectorMichaelRylanderandwriterTomWitt,dreameduptwomoreattacks.SooncameBurningBunny,inwhichweliterallyscorchedoneofIntel’s“bunnymen”—thecolorfulclean-suitedcharactersIntelhadusedinitsownads.Inthisad,AppleapologizedtoIntelfor“toastingitinpublic”withsuchsuperiorbenchmarks.CompletingthetrilogywasSteamroller,inwhichalineoflaptopswascrushedasametaphorforthePC-crushingpowerfoundinApple’sPowerBooklaptops.PCsupporters,ofcourse,wereoutraged.HowdareApplemaketheseclaims?“Everyoneknows

Macsaren’tasfastasPCs.”“Theymustbefudgingthenumbers.”Inteldidrespond,butonlybypostingbenchmarktestingonitsownsitetorefuteApple’sclaims.Therewasnolawsuit.Andbydebatingthe

issue,itsimplyhelpedAppleachieveitsgoal.Evenifpeopledidn’tbelievethenumbers,theyweresuddenlyallowingMacsintotheconversation.Macsweren’tquitesoeasytolaughoffanymore.Thiswas“missionaccomplished”asfarasStevewasconcerned.HewasdemonstratingApple’s

technicalprowessandshowingtheworldthatthecompanywasasfeistyasever.Thebigrevolutions,startingwithiMac,layahead.ButgoingtowarwithIntelwasjustawarm-upactnowthatStevewasbackatthehelm.Therewould

bemanymoregoodfightstocome.

It’sGoodtoHaveEnemiesSimplicityallowspeopletofocusononething.Conversely,focusingononethinghelpsachieveSimplicity.CreatingawarwithIntel,asAppledid,wasaveryeffectivewayofgettingpeopletofocusononething—takingMacsseriouslyasaPCalternative.Applehasarichhistoryofzeroinginonspecificenemies,thoughsomeofthosedriveshaveworked

moreeffectivelythanothers.OneofthosemomentswasthecampaignImentionedinanearlierchapter,whenApplewentafterMicrosoft,comparingthe“easyway”ofMacintoshtothe“hardway”ofWindows.Buttractionisdifficulttoestablish,andthiseffortdidn’texactlygetWindowsusersstreamingintotheApplecamp.WhenSteveJobsreturnedtoApplein1997,hetoldApple’semployeesthattheyhadtochangetheir

thinking.InanothergreatmomentforSimplicity,Stevesummeditupbysaying,“Wehavetogetitoutofourheadsthatforustowin,Microsofthastolose.”Hewentontosay,“Thebattleforthedesktopisover.Andwelost.”Apple’senemyatthattimewasitself.Itneededtofocusallofitsenergyonmakinggreatproductsandnotworryabouttheotherguys.Therewouldbetimeforthatlater—butonlyifApplesurvived.WithMicrosofttakenoffApple’senemieslist,Stevewentoutofhiswaytoembraceitasafriend.At

thefirstMacworldfollowingSteve’sreturn,heannouncedanewpartnershipwithMicrosoft.InreturnforAppledroppingitsongoinglawsuitagainstMicrosoft,BillGatespledgedtosupportMicrosoftOfficeforMacforthenextfiveyearsandinvested$150millioninApple.Somepeoplechokedattheimageryduringthisannouncement(andgroanedaudibly)asSteveJobsspokeinfrontofagiantscreenwithavideoconnectiontoGatesinSeattle.GatesappearedtobeBigBrotherfromApple’sfamous1984commercial,andherewasSteve,cheerfullystrikingadealwithhim.Tomany,itlookedlikesurrender.Indeed,inWalterIsaacson’sbiographyofSteveJobs,Stevehimselfdescribesthismomentastheworstpresentationmistakehe’devermade.Gates’sgiantimageloomingoverStevemadeMicrosoftseemmoreimportantthanApple.DuringSteve’searliestdaysbackatthecompany,manyexpresseddoubtsthatevenhecouldmake

thingsbetter.OnesuchpersonwasMichaelDell.AskedwhathewoulddoifhewereCEOofApple,heresponded,“I’dshutitdownandgivethemoneybacktotheshareholders.”Appledidn’thavetogolookingforthatenemy—Dellcarvedouthisownplacewiththatgem.AtanAppleeventjustonemonthlater,SteveprojectedalargeimageofMichaelDellonhispresentationscreen,superimposingabull’s-eyetargetontopofit.“We’recomingafteryou,buddy,”hesaid.ItfireduptheAppletroopsverywell.ChoosingIntelasanenemywasaneasydecision.IntelchipsweretheengineforallthemajorPC

makers,andIntelwasahugeadvertiserwithitsIntelInsidecampaign—ineffectsettingitselfupastheproxyfortheentirePCindustry.AttackingIntelallowedustoattackallPCmakersatoncewithoutevermentioningasingleonebyname.AnditgotAppleattentionbecauseonthesurfacetheclaimseemedsounbelievable.

Withourpresent-dayknowledge,there’sgreatironyinApplesinglingoutIntelasitsenemy.Severalyearsinthefuture,oneofSteve’smoredramaticmoveswouldbeabandoningthePowerPCplatformtomovetotheIntelcamp.WhenStevemadethatannouncement,IntelCEOPaulOtellinijoinedhimonstage.PaulbroughtwithhimApple’soldBurningBunnyadtoshareatthestartofhisspeech,justtoproveIntelhadasenseofhumor—andtoshowhowbothcompanieshadchangedsincethatcommercialwascreated.EventhoughSimplicityhadinstigatedthewaragainstIntel,movingMacstoIntelprocessorsbecame

atremendoussimplifierforSteve.Bymakingthemove,hecompletelyeliminatedoneofthechiefargumentsagainstApple.SuddenlyMacsandPCswereatparity,enginewise.Insteadoftryingtodismantleoldperceptions,Applecouldconcentrateonadvertisingitsadvantages:innovation,design,andSimplicity.Inlateryears,Applewouldgohuntingforanewenemy,andatthispointithadthepleasureof

recyclinganoldone.JustasIntelhadservedasaproxyfortheentirePCindustrybefore,Microsoftcouldfillthesamebill.Afterall,thedealbetweenSteveJobsandBillGateshadexpiredlongago.ThenewwaragainstMicrosofttookshapeintheMacvs.PCcampaign,whichstartedin2006.

ThroughtheperfectlycraftedexchangesbetweentheMacandPCcharacters,theweaknessesofWindows,followedbyVista,werelaidbareonebyone.Viruses,crashes,upgradingproblems—Appleshowednomercy.Thecampaigngrewtobesopopular,eachnewepisodebecameatopicofconversationinofficesandsocialgatherings.Infact,thepopularityoftheMacvs.PCcampaignstartedtohangsoheavilyoverMicrosoft,itactuallyrespondedwithitsowncampaign,whichfeaturedavarietyofpeoplecheerfullyexclaiming,“I’maPC.”Fewpeopleevenrememberthemnow—whiletheMacvs.PCadsstillpullintheviewsonYouTube.WhatApplehasdiscoveredovertheyearsisthathavinganenemycanbefun.Andifdoneright—

quiteprofitable.

UseEveryAvailableWeaponOneSundayafternoon,IcalledSteveJobstodiscussanadthatwascurrentlyintheworks.Hewasathome,andduringourconversationhegotacallonhisotherline.Heputmeonhold,thenreturnedtosay,“Letmecallyoubackintenminutes.”Click.Sureenough,myphonerangtenminuteslater.“Youknowwhothatwas?”saidSteve.Thetoneofhis

voiceimpliedthat(a)I’dneverguessand(b)hecouldn’twaittotellme.Igavehimtheceremonial“No,who?”“ThatwasBillClinton.”Thiswouldhavebeenkindofcooleventoday,butatthatmomentClintonwasthesittingpresidentof

theUnitedStates.StevehadagoodrelationshipwiththeClintons.WhiletheJobsfamilylivedinarelativelymodesthome,StevehadamuchlargerpropertywheretheClintonswouldstaywhentheycametotownforvariousevents.Itwasatopahill,withlotsoflandsurroundingit—justthekindofsetupthatmadetheSecretService’sjobeasier.ThereasonClintonwascallingthatdaywasthatStevehadaskedforafavor,andBillwasphoning

backwiththeresult.ButtoappreciateClinton’sinvolvement,we’llhavetogobacktoasituationthathadstartedtoplayoutweeksearlier.TheThinkdifferentcampaignwasinfullswing,andwewererunningagreatmanymagazineadsand

billboards,eachofwhichfeaturedasingle“hero.”DuringourregularmeetingswithSteveeveryotherweek,wewouldoftentalkaboutpossiblenewbloodforthecampaign.

Ideasfornewheroeswouldcomefromdifferentplaces.Theagencywasalwaysresearchingnewpossibilities.Andasthecampaignbecamemorewellknown,weweresometimesapproachedbycelebritieswhowantedtobeapartofit.ButinonemeetingSteveJobscametothetablewithhisownbigidea:HewantedNelsonMandela.HetalkedaboutwhatanextraordinarypersonMandelawasandwhatanhonoritwouldbetohave

himappearinourcampaign.Thiswasn’tsomemercenaryploytocreatemorebuzzforApple.Stevegenuinelywantedtopaytributetoapersonheadmired.Onlyoneproblem.Atthattime,MandelawasthepresidentofSouthAfrica.Strainourimaginations

aswecould,itdidn’tseemlikelythattheleaderofanycountrywouldjumpatthechancetoappearinanApplead.ButwetoldStevethatwe’dmakesomeinquiriesandseeifthisideamightevenbeintherealmofpossibility.Itdidn’ttakelongtogetthe“nothanks”backfromtheMandelacamp,whichwepromptlyrelayedtoSteve.Stevecouldn’tbeangry,buthewasdisappointed.InkeepingwiththelawsofSimplicity,herefused

totakenoforananswer.Hehadanidea.“MaybeIcanaskBillClintonifhecanhelp,”saidSteve.Right.Thepresident.Ofcourse.Whydidn’twethinkofthat?Stevesaidhe’dseeifClintoncould

reachouttoMandelaonApple’sbehalf,andthatwasthelastweheardofitforanumberofdays.ThisbringsusbacktothatfatefulSunday,whenIwasonthephonewithStevewhiletheleaderofthe

freeworldwascallingonlinetwotoreportbackonhishomeworkassignment.Icouldn’tascertainwhetherClintonhadactuallyspokenwithMandelaorhadonlyreached“his

people”—butagaintheanswerwasnegative.AsSteveexplainedit,Mandelamightconsideritoneday,butonlyafterhe’dbeenoutofofficeforatleastsixmonths.Hisintentiontostepdownhadalreadybeenmadepublic,buttheendofhispresidencywasstillseveralmonthsaway.AndsotheThinkdifferentcampaignwasforcedtomoveonwithouttheservicesofNelsonMandela.

PoorNelsonwouldhavetodealwiththefactthathewouldultimatelybereplacedbysomeonelikeCharlieChaplin.Stevecontinuedtobedisappointed,butatleasthewassatisfiedthathe’dgivenittheol’presidentialtry.Moreimportant,hehadfollowedthroughononeofthemostcriticalprinciplesofSimplicity.He

hadn’theldback.Hehadusedeveryweaponinhisarsenaltoworktowardhisgoal.Thathedidn’tsucceedwasnotforlackoftrying.

UseOverwhelmingForceIfmyhunchiscorrect,youmaynothaveaccesstothepresident.Sadly,youmaynotevenbeabletocallinafavorfromtheSpeakeroftheHouse.However,whatyoucandoisnormallyquiteenough.Youcanmakesurethatwhenyoumoveyour

ideasforward,youleavenothingtochance.Thismeanserringonthesideofoverkill.Bynotrestrainingyourself,byusingonlythemostpotentweaponsinyourarsenal,you’llgiveyourideasthegreatestchanceofsurvival.Thinkofitasawar(becauseitis)andmoveaheadwithallthegraceofamilitarycommander—byusingoverwhelmingforce.Whenyou’redealingwiththeforcesofComplexity,thelastthingyouwantisanevenfight.Decisive

victoriesarefarmorecompellingthannarrowones.Theyalsoputastakeinthegroundtoinfluencefuturestruggles.Bottomline:Neveruseapeashooterwhenyouhaveaccesstoahowitzer.Everyone’scircumstancesaredifferent,soonlyyouknowwhatresourcesyoucantap.Perhapsyou

canmakekeyalliesinadvanceofacriticalmeeting,soyoupresentmoreofachorusthanalonevoice.

Perhapsthere’skeyresearchorevidencethatsupportsyourpointofview,whichyoucanusetosuppressarguments.MaybeyoucanmarchrightintoyourCEO’sofficeinsearchofthatnodofapprovalthatmighthelpbreakupaprocess-inflictedlogjambeforeitappears.Maybeyoucouldbringinaconsultanttoaddfirepowerandcredibility.Mostimportant,youneedtodoeverythinginyourpowertorepresentyourownworkallthewayto

thetop.IftherewereaBillofRightsforthosewhogenerateideas,thiswouldlikelybeArticle1.Whensomeoneelserepresentsyourworktoahigherlevelofclient,ortoahigherlevelwithinyourownorganization,onlyrarelywilltheyhaveyourlevelofpassion.Ifthepersonrepresentingyourworkrunsintoopposition,they’llnormallybefarmorewillingtothrowinthetowelthanyouwouldbe,ortomakecompromisesthatyouwouldneveragreeto.It’shumannature.Soitmustbecomeyournaturenevertorelent.Youneverwanttocomeouteven,becauseinthis

gameatiegoestoComplexity.Andyouneverwanttogetintoanexchangeofsmall-armsfire.There’snonickingthearmofComplexity—youneedtoblowitaway.What’satstakeisboththeideayourepresentandyourstandinginthecompany.Ifyoufailtogowithoverwhelmingforce,youareriskingtwothings,neitherofwhichispleasant.

Firstthere’sthegreaterpossibilityoffailure.Thentherearethesleeplessnightsyou’llspendwonderingwhatmighthavehappenedhadyoucalledintheheavyartillery.Everynewplanandeverynewideaneedstobreakthroughalayerofresistance.Thatlayercouldbe

thenaysayerswhodon’twishtochangethestatusquo,thosewhobelieveitcan’tbedone,orthosewhosimplydon’thavethelevelofcommitmentrequiredtoexpendtheeffort.Breakingthroughlevelsofresistanceiseasierwhenyouuseoverwhelmingforce.Neverbe

embarrassedtoacknowledgethatyoucan’tdoitbyyourself.EvenSteveJobsrecognizedthelimitsofhisauthority.Hehadnoproblempickingupthephonetogetsomethingdone—evenifitwastocallaguywhowasbusyrunningacountry.

Simplicity:TheUltimateWeaponofWarWeknowthatSimplicityisafragilething.Itneedsachampiontoensurethatitemergesunscathedfromtheprocessesthatguideanyprojectorendeavor.Takingonthiswarlikeattitudehelpsmightily,asitwillensurethatyouriseabovetheobstaclesthat

Complexitythrowsinyourpath.Identifyinganenemyandusingoverwhelmingforcecanbeeffectivetoolsinyourarsenal.ButthepointofdoingallthesethingsistoallowSimplicitytoshine—becauseSimplicityitselfisthegreatestbusinessweaponofourtime.Asproof,Idirectthecourt’sattentiontothelaunchoftheoriginaliPhone.Puttingarangeofadvancedcapabilitiesliterallyatourfingertips,iPhonewasthephysical

embodimentofSimplicity.Itcamefromacompanythathadjustprovenitselfwithanotherhandheldrevolution.Anditlandedrightinthemiddleofacategorywherecustomerswerefedupwiththestatusquo.Inotherwords,iPhonewasa“perfectstorm”ofSimplicity.ThingsmighthavebeendifferenthadApplesimplybeenchurningoutMacsonedayandlaunchinga

smartphonethenext.ButforsixyearsleadinguptoiPhone,ApplehadnotonlybeensuccessfulwithiPodandiTunes,ithadliterallychangedtheworld.Intheprocess,ithadwontheheartsofMacandPCusersalike,displayingitsskillatcreatinghandhelddevicesthatweretrulylust-inducing.Together,iPodandiTuneswerelifechangers—openingtheeyesoftensofmillionsofpeopletowhatApplewascapableof.

Technologically,Applehadestablisheditselfasamasterofminiaturization.Philosophically,ithadestablisheditselfasamasterofSimplicity.SowhenrumorsstartedtoappearthatApplewasworkingonaphone,thebuzzbegantofeedon

itself.Butthiswasnoordinarybuzz.Itwasmultipliedseveraltimesbycustomers’attitudesabouttheircurrentphonesandphonecompanies.Phonesgenerallyrangedfromineleganttouninspiring,andphonemakerswerewidelyperceivedasmonolithsthatcaredlittleabouttheircustomers.Peoplelivedwiththeirphones,buttheydidn’tlovethem.Withthebuzzbuilding,iPhonewasn’tjustseenasanewentryinthecategory,itwasseenasthesavior—thephonethatwoulddeliverusfromoppression.TheworldthatApplewastoinvadewithiPhonewasdominatedbyBlackBerry.Thatproducthad

achieved“killer”statusbecauseitdidonethingwell:provideaccesstoemailanywhere,anytime.InsideApple,aswasthecaseelsewhere,agreatmanydependedontheirBlackBerrystostayontopofbusiness—includingthosewhoworkedontheiPhoneproductteam.However,asdevoteesofSimplicity,theAppleteamcouldseeBlackBerry’sweaknessclearasabell.

Itwascomplicated.Ithadsomegoodfunctionality—butitscapabilitieswerenestedsodeeplywithinmultiplemenus,eventhemosttech-savvydidn’toftenthinktousethem.Apple’sideawaspureSimplicity.ItwouldcreateaphonethatcouldhandlephonecallsandemailbutwouldalsoincorporateaniPodandthefullInternetexperience.Mostimportant,itwouldmakeallofthesecapabilitiessoeasytouse—andsoobvious—thatusingthemwouldseemsecondnature.IntypicalApplefashion,themanualwouldbesuperfluous.GivenApple’sprovenexpertisewithiPodandiTunes,apotentialglobalmarketofbillions(largely

disgruntledcustomers),andadevicethatdeliveredformandfunctionfarbeyondanysmartphonesthenavailable,consumerelectronicshadneverbeforeseensuchaperfectstorm.AndiPhonedelivered.ItwastechnologythatwouldmakeiPhonecapablebutSimplicitythatwouldmakeiPhonelovable.

Applehadcomeupwithaverysweetcombination,andasuperpowerfulweapon.Thiskindofpowerwouldcomeinhandy,becauseApplewasn’tjustgoingtowarwithamonolith

calledBlackBerry.Itwasgoingtowarinacategoryfilledwithdeep-pocketedmonoliths.Itwouldbetakingontitansthathadinvestedheavilyinthestatusquo.TheseincludedphonemakerslikeMotorola,LG,andNokia,aswellasthephonenetworks.SoonafteriPhone’slaunch,wesawexactlyhowpotentaweaponSimplicitycouldbe.Theword

“revolution”seemswoefullyinadequate.NotonlywasiPhoneembracedbythetechnorati,itseducedthecomputer-phobic—probablybecausetheyknewhowtouseitbeforetheyeverpickeditup.BornofApple’sloveofSimplicity,iPhonedidn’tactlikeacomputer,eventhoughthat’sexactlywhatitwas.Formany,iPhonewaseasytofallinlovewith.Itofferedgorgeousdesignandamazingfunctionality.

Itwasthekindofdevicethatmadeyousmilewheneveryoutouchedit.Ofcourse,iPhonewasonlyanextensionofwhatApplehaddonethroughoutitshistory.Twoyears

beforeiPhonewasannounced,Stevetouchedonthecompany’sabilitytomakecomplicatedthingssimpleina2006Newsweekinterview:Whenyoufirststartofftryingtosolveaproblem,thefirstsolutionsyoucomeupwithareverycomplex,andmostpeoplestopthere.Butifyoukeepgoing,andlivewiththeproblemandpeelmorelayersoftheonionoff,youcanoftentimesarriveatsomeveryelegantandsimplesolutions.

Injustafewwords,StevebeautifullysummedupthedifferencebetweenAppleandsomanyothercompanies.OnceApplecomesupwithasolution,it’smoreofabeginningthananend.It’sbypeeling

backthoselayersofComplexitythatAppleisabletocreateits“magic.”Youdon’tneedtobecreatingproductstoapplythisprinciple.Youcanusethesameapproachwhen

you’recreatingpresentations.I’veyettomeetaparagraphthatcouldn’tloseafewmorewords—evenifit’sbeentrimmedmultipletimesbefore.Ifyouworkharderandlookmoreclosely,there’salwayssomethingyoucanwhittleaway.It’swhenyougettotheessenceofyourideathatyou’llhavesomethingtobeproudof.

ConclusionThinkDifferent

WhenyoubelieveinthepowerofSimplicity,youarebydefinition“thinkingdifferent.”You’reintheminority.Simplicitymaybeoneofthemostpowerfulforcesonearth,butitistheweaponofthefew.Fromabusinesspointofview,thisisactuallyverygoodnews.Beingararecommodity,Simplicity

hasgreatervalue.Companiesthatleverageitspowercanstandoutfromtheircompetitors.Individualswhomasteritbecomegreaterassetstotheirorganizations.

SimplicityIsAlwaysOriginalBeforeyoubeginpracticingyourSimplicityskillsoutintherealworld,youneedtobemindfulofoneimportantfact:Asimpleideaisnotnecessarilyabetteridea.Qualitycounts.Ifyoustartwithsomethingtrulyfreshandcompelling,thenapplyingtheprinciplesofSimplicitycan

takeyoutofantasticheights.However,abadidearemainsbadnomatterhowyoutrytosimplifyit.Andunfortunately,beingabelieverinSimplicitydoesnotexemptyoufromhavingbadideas.Apple,despitehavingprovenitselfabastionofBrainsandCommonSense,hasmadesomehistoric

blunders.Somewerebadideastostartwith;othersweregoodideasgonebad.FortunatelyforApple,thecompanyhasaratherniceinsurancepolicy:over$80billionincashreserves(asofOctober2011).AsIonceheardSteveJobsexplainit,thisiswhatgivesApplethefreedomtomakesuchimaginativeleaps.Ithasthecomfortingknowledgethatifthingsdon’tgoright,it’llalwayslandonsolidground.Sincemostofusdon’tevenhaveasinglebillioninthebank,it’snicetoknowthatSimplicityoffers

itsownbackupplan.Byadheringtoitsprinciples,you’llfindthatit’seasiertorecoverfrommistakes,andsometimesemergeevenstronger.

TheMouseThatDidn’tRoarOneofApple’sbest-knownfailuresisthe“hockeypuckmouse”thatshippedwiththeoriginaliMacandthePowerMacG3thatsoonfollowed.Evendie-hardApplefanshatedit.Itwasround—andtheproblemwithroundisthatyoucan’ttellwhichwayit’spointed.Sopeoplesittingdowntodosomeworkoftenfoundtheiron-screencursorsmovingaroundinunexpecteddirections.WhyAppleneverfiguredthisoutbeforeshippingitisamystery.ThehockeypuckmousegavecriticsmorefoddertoarguethatApplewasobsessedwithformoverfunction.Afewmonthsintothehockeypuckmouse’slife,beforeaMacworldeventinNewYork,SteveJobs

invitedmeuptohisManhattanhotelroomtogooversomeadsinprogress.Afterwehadfinishedthereview,wegottotalkingaboutotherthings,andIcouldn’tresistbringingupthemouse.Itwasonmymindbecausethepresswasgettingnastier,andasaniMacusermyself,Ihadgivenuponitandboughtamoreusablemouse.IgaveStevesomeofthebrutalhonestyheappreciated.Itoldhimthatthebrandwasreallytakinga

hitbecauseofthisadventure.Butwhatreallybotheredmewashowweweretreatingtheprousers.ItwasbadenoughtogivethismousetotheiMacbuyers(whoweremostlyhomeusers),butthosewhoboughtthePowerMacG3werepros.Tothem,thissimplywasanonstarter.Amousethisclumsyjustwouldn’tbeanacceptabletoolforpeoplewhospendentiredaysfinessingtheirwork.“Ithinkthismouseisactuallyaninsulttotheprousers,”Isaid.TherewasashortperiodofsilenceasStevesatthere,unsmiling.ForasecondIthoughtI’d

oversteppedmybounds.Then,expressionless,helookedmeintheeyeandsaid:“Fuck’em.”Heletmestewonthatforasecondortwo—thenhestartedlaughing.Helovedhiscustomers,proand

otherwise,andhewasjusthavingalittlefunwithmymomentofdiscomfort.HeknewdarnwellthatApplehadmadeamistake,andthecompanyhadstartedworkingonareplacementmouseimmediately.Thentheboyish,excitedStevekickedinandstartedtellingmeaboutthenewmouse.Itwasgoingtobeawesome,atransparentlasermousethatwassuperaccurate.Thepros—andeveryoneelse—wouldbedelightedwithit.Applehadalreadymovedwaybeyonditsmistake,evenifthesolutionhadn’tbeenmadepublicyet.Inaninterview,SteveJobsoncesaid:Sometimeswhenyouinnovate,youmakemistakes.Itisbesttoadmitthemquickly,andgetonwithimprovingyourotherinnovations.

Simplicitydoesn’tliketogettangledupinoldproblems.Itvastlypreferstolookahead.Thoughitmaybepainfultoadmitmistakes,customersappreciatethiskindofhonesty.Whenthenewmousewasunveiled,thehockeypuckmousebecameadistantmemory.ThePowerMacG4CubewasanotherofApple’sclassicblunders—eventhoughitwassucha

marvelouslydesignedsystemthatitbecamepartoftheMuseumofModernArt’spermanentcollection.TheproblemwiththeCubewasthatitwasjusttooexpensive.Tryastheymight,Apple’sengineerscouldn’tgetthepricelowenough.Stevereceivedthisnewsimmediatelybeforeoneofourregularagencymeetings,andhewasvisiblyshakenbyit.HehadpouredhisheartintotheG4Cubeinthehopethatitwouldbeaffordableforconsumers,butinsteaditwouldhavetobepricedmorelikeapromachine.Inhisdepression,heacknowledgedthatthiscouldeasilyleadtofailureforthisproduct.Andindeed,heendedupkillingtheG4Cubejustayearafterheunveiledit.ThiswasanotherexampleofAppleactingwithgreatspeedtofixaproblemandmoveon.TheG4

CubebecameablipinApple’shistory,andthevacuumitleftwasquicklyfilledbyotherinnovations.

LikeMoneyintheBrandBankIt’sbecauseacompanyislikelytoexperiencebothsuccessandfailurealongitstrajectorythatSteveJobswasafirmbelieverintheconceptofthe“brandbank.”Hebelievedthatacompany’sbrandworkslikeabankaccount.Whenthecompanydoesgoodthings,

suchaslaunchahitproductoragreatcampaign,itmakesdepositsinthebrandbank.Whenacompanyexperiencessetbacks,likeanembarrassingmouseoranoverpricedcomputer,it’smakingawithdrawal.Whenthere’sahealthybalanceinthebrandbank,customersaremorewillingtorideoutthetoughtimes.Withalowbalance,theymightbemoretemptedtocutandrun.StevewentonrecordmanytimesabouttheimportanceofbuildingastrongApplebrand.Andhe

benefitedfromhavingahighbalanceinthebrandbankmanytimes.Oneofthemostnegativestoriesinrecentyearswasthenow-famous“Antennagate”controversy.WheniPhone4waslaunched,Applewasbatteredbyjournalistsandinfluentialbloggersoverwhatwasperceivedtobeaflawedantennadesign.

Despitetheheavilynegativepressandridiculingbylate-nightTVhosts,Apple’scustomersremainedtrue.Nowthatepisodeisrememberedonlyasanexampleofoverreaction,withvirtuallynolong-termimpact.Havingahighbalanceinthebrandbankmakesallthedifference.

HarnessingthePowerofSimplicityWhatApplehasaccomplishedinjustthelasttenyearsisalmosthardtofathom.They’reabandofbrilliantengineers,designers,manufacturers,andmarketersperformingmiracles

throughararecombinationoftechnologyskills,artisticsensibility,andsheerbravado.Theyholdthemselvesuptoabsurdlyhighstandards,demandingperfectionineverylastdetail.So,canSimplicityhelpyoubuildthenextApple?Notunlessyouhaveafewthousandofthe

industry’sbestpeopleoncall.CanSimplicityhelpyouachievespectacularresultsforyourbusiness?Absolutely.That’sbecauseSimplicityisnotthegoal—it’stheguidinglightthatcanhelpabusinessachieveitsgoals.It’swhenyouapplytheprinciplesofSimplicitytoyourjob,andtoyourcompany’sbusinessprocesses,thatyou’llappreciateitspower.ThisiswhatApplehasdone.It’sembracedaconceptthathassuchelementalpower,itcan

successfullybeappliedtoeverydisciplinewithinthecompany.WhatAppledoesisbeyonddifficult—butitsucceedsbecauseitisunrelentinginitsdevotiontoSimplicity.AsaproponentofSimplicity,yourgoalsshoulddefinitelybelofty.There’snoreasonwhySimplicity

can’thelppoweryourcompanytogreatheightsandhelpyoubuildaskillthatputsyouingreaterdemand.SincehumanbeingsarepredisposedtowardSimplicity,everyoneofushastheabilitytotapintothis

power.Nowthatyou’veseenhowAppleadherestotheelementsofSimplicity,it’stimetostartthinkingaboutsomepracticalmeansforyoutodothesame:ThinkBrutal.Noneedtobemean,justbrutallyhonest—andavoidthepartialtruthswhileyou’re

atit.Askthoseyouinteractwithtodothesame.Peoplewillbemorefocused,morepositive,andmoreproductivewhentheydon’thavetoguesswhatyou’rethinking.Positiveornegative,makehonestythebasisofallinteractions.You’llavoidwastingvaluabletimeandenergylater.ThinkSmall.Swearallegiancetotheconceptofsmallgroupsofsmartpeople.Rememberitwell

whennewprojectgroupsareformed.ThisisakeycomponentofSimplicity,andyoumustbecomeitschampion.Smallgroupsofsmartpeopledeliverbetterresults,higherefficiency,andimprovedmorale.Also,looksuspiciouslyatanyprojectplanthatdoesn’tincludetheregularparticipationofthefinaldecisionmaker.It’scritical.Havingthedecisionmakerappearattheveryendoftheprocesstosayyeaornayisarecipeforfrustrationandmediocrity.ThinkMinimal.Bemindfulofthefactthateverytimeyouattempttocommunicatemorethan

onething,you’resplinteringtheattentionofthoseyou’retalkingto—whetherthey’recustomersorcolleagues.Ifit’snecessarytodelivermultiplemessages,findacommonthemethatunitesthemallandpushhardonthatidea.Youwantpeopletorememberwhatyousay—andthemoreyoucramintoyourcommunication,themoredifficultyoumakeitforthem.Rememberthataseaofchoicesisnochoiceatall.Themoreyoucanminimizeyourproposition,

themoreattractiveitwillbe.

ThinkMotion.TheperfectprojecttimelineisonlyslightlylesselusivethantheHolyGrail.It

takessomeefforttofigureitout,butonceyoudo,you’llhavecreatedatemplatethatpromotessuccess.Youmaynotbethepersontaskedwithcreatingtimelines,butyoucantrytoinfluencethosewhoare.Thisisthekindofthingthatmostpeoplejustaccept,buttheyshouldn’t.Therighttimingisasimportantastherightpeople.Alwaysbewaryofthe“comfortable”timeline—it’sjustafactoflifethatadegreeofpressurekeepsthingsmovingaheadwithpurpose.Withtoomuchtimeintheschedule,you’rejustinvitingmoreopinions,andmoreopportunitiestohaveyourideasnibbledtodeath.Keepthingsinmotionatalltimes.ThinkIconic.Evenifyou’renotinthemarketingbiz,itwillserveyouwelltocrystallizeyour

thinkingbyleveraginganimagethatcansymbolizeyouridea,orthespiritofit.Andifyouareinthemarketingbusiness,you’resimplyrequiredbylawtothinkthisway.Whateverpresentationsyoumake,whateverproductsyousell,whomeveryou’retryingtoconvince—neverforgetthepowerofanimagetogalvanizeyouraudience.Notethatthere’sabigdifferencebetweenfindingagreatimageanddecoratingaPowerPointpresentation.There’stoomuchdecoratingintheworldalready,andforthemostpartit’smeaningless.Findaconceptualimagethatactuallycapturestheessenceofyouridea.Besimpleandbestrong.Thesameprincipleapplieswhetheryou’retalkingtocolleaguesortothepublic.Overtime,a

conceptualimagegivespeopleaneasywaytoidentifyyourcompany,yourideaoryourproduct.Memorableimagesoftencommunicatemoreeffectivelythanwords—whichiswhythosewhovalueSimplicitytendtorelyonthem.ThinkPhrasal.Thisisanareawherejustabouteverybusinessneedsmorework.Wordsare

powerful,butmorewordsarenotmorepowerful—they’reoftenjustconfusing.Understandthatinyourcompany’sinternalbusinessandincommunicationswithyourcustomers,dissertationsdon’tnecessarilyprovesmarts.Infact,theytendtodrivepeopleaway.Thoughmanywritersneverseemtograspthepoint,usingintelligentwordsdoesnotnecessarily

makeyouappearsmarter.Thebestwaytomakeyourselforyourcompanylooksmartistoexpressanideasimplyandwithperfectclarity.Nomatterwhoyouraudienceis,it’smoreeffectivetocommunicateaspeopledonaturally.Insimplesentences.Usingsimplewords.Simplicityisitsownformofcleverness—sayingagreatdealbysayinglittle.Apple’swebsiteisaprimerforintelligenceincommunications.Thereisaclevernessinwriting

thatrunsthroughout,butmuchofthefeelingofApple’s“smarts”comesfromitsbrevityandstraightforwardness.Inaworldwheretoomanypeoplearetryingtoohard,Simplicitycanbeextremelyrefreshing.Thesamecanbesaidforproductnaming.Simpleandnaturalnamesstickwithpeople,while

jargonandmodelnumbersdonot.Ifyouwishpeopletoformarelationshipwithyourproduct,itneedsanamepeoplecannaturallyassociatewith.ProductnamingisoneareainwhichSimplicitypaysimmediatereturns.ThinkCasual.DowhatSteveJobsdid:Shunthetrappingsofbigbusiness.Operatinglikea

smaller,lesshierarchicalcompanymakeseveryonemoreproductive—andmakesitmorelikelythatyou’llbecomeabiggerbusiness.Choreographedmeetingsandformalizedpresentationsmaytransferinformationfrompersontoperson,buttheyneitherinspirenorbringateamcloser

together.Embracethefactthatyou’llgetmoreaccomplishedwhenyouconversewithpeopleratherthanpresenttothem.You’llstillhaveplentyofopportunitiestodressupanddothingstheold-fashionedway.Butinternally,andonaday-to-daybasiswithyourclients—deformalize.Manygreatcreativeideasareactuallyborninthesetypesofbriefings,whenkeywordsorphrases

emergeinconversation.Someoftheagency’smostcompellingwordsforAppleweregeneratedthisway.IfyouwanttoreapthebenefitsofSimplicity,thinkbig—butdon’tactthatway.AsSteveJobsproved,oneofthemosteffectivewaystobecomeabigbusinessistomaintainthecultureofasmallbusiness.ThinkHuman.Unlessyou’reinthebusinessofsterilizingthings,businessisnoplacetobe

sterile.Havetheboldnesstolookbeyondnumbersandspreadsheetsandallowyourhearttohaveasayinthematter.Bearinmindthattheintangiblesareeverybitasrealasthemetrics—oftentimesevenmoreimportant.Thesimplestway—andmosteffectiveway—toconnectwithhumanbeingsistospeakwithahumanvoice.Itmaybenecessaryinyourbusinesstomarkettospecifictargetgroups,butbearinmindthateverytargetisahumanbeing,andhumanbeingsrespondtoSimplicity.Bestadvice:Justbetruetoyourspecies.

ThinkSkeptic.Expectthefirstreactionofotherstobenegative.TheforcesofComplexitywill

inevitablytellyouthatsomethingcan’tbedone,evenifthetruthisthatyourrequestsimplyrequiresextraeffort.You’llprobablyachievebetterresultsifyoubelievemoreinthetalentofpeopletoworkmiraclesthaninthosewhoarequicktoprovidenegativeanswers.Don’tallowthediscouragementofotherstoforcecompromiseuponyourideas.Push.Ifyou

can’tgetsatisfactionwithonepersonorvendor,movetoanother.IftherewasoneareainwhichSteveJobshadawell-deservedreputationforbeingimpossible,thiswasit.Hewasrelentlessaboutexecutingideasanddemandingthatpeopleperform.Takeprideinyourindependenceandobjectivitytoo.Seefactsandopinionsincontext.Definitely

considertheexpertiseofthosewhoprovidecounsel,butevaluatethoseopinionsagainstthingsthatmaybebeyondtheexpert’svision—likeyourlong-termgoals.SteveJobsknewthattheshort-termcost,evenifit’slarge,isoftenoutweighedbythefuturebenefit.Realleadershavetheabilitytograspthecontextanddecideaccordingly.Simplicityisn’tafraidtoactonCommonSense,evenwhenitrunscountertoanexpert’sopinion.ThinkWar.Extremetimescallforextrememeasures.Whenyourideasarefacinglifeordeath,

that’sanextremetime.Likeasoldierinbattle,youcan’taffordtosufferevenasinglehit—somakesureyouhitfirst.Pulloutallthestops.Remember,whenyouridea’slifeisontheline,thelastthingyouwantisafairfight.Useeveryavailableweapon.Ifpossible,grabtheunfairadvantage.Andneverforgetwhatmightwellbeyourmosteffectiveweapon:thepassionyoufeelforyouridea.

SpreadingtheReligionofSimplicityIt’snaturalforpeopletoberesistanttochange,largeorsmall,sotryingtochangeattitudeswithinanorganizationcanbedifficult.However,SteveJobs’slegacywillmakeyourefforteasier.Stevecreatedsucharemarkableorganization,andachievedsuchspectacularsuccess,thathegained

therespectofevenhisfiercestcompetitors.Hisaccomplishmentsarenotonlyfascinatingtothoseintechnologyandmarketing—they’refascinatingtothoseinjustabouteveryindustry.That’sbecauseprettymuchthewholeworldhasbeenimpactedbyAppleinnovations,andSteve’slifewasaremarkablenewsstoryinitself.SowhenyouspreadthewordaboutthevalueofSimplicity,you’renotspreadingsomeoddballtheory

espousedbyanobscuremanagementguru—you’retalkingaboutapowerfultoolwieldedbyoneofthemostsuccessfulandimportantpeopleinbusinesshistory.IfyourefertothebenefitsApplehasenjoyedbyembracingSimplicityandmaketheappropriateparallelstoyourownbusiness,you’llbuildacompellingcase.YoucanspreadthereligionofSimplicityprojectbyproject,byinteractingwithpeopleandgroups

oneatatime.EvenbetteristoorganizeagrouporcompanywidemeetingtotalkabouthowyourorganizationcanleveragethepowerofSimplicity.Inthistypeofmeeting,youcanrallythetroopsandaskthemtocontributeideasforsimplifyingtheorganizationinanywaypossible,fromstandardofficepoliciestothewayprojectteamsarecreatedandempowered,fromthewayproductsandservicesarecreatedandevolvedtothewayyourcompanyinteractswithclients.Forcingpeopletofollownewrulesisalwaysanuphillbattle,butgettingthemtobuyintoaconcepttothepointwheretheystartcontributingtheirownideascanliterallycreateamovementwithinanorganization.Simplicitycanbecontagious.Onceyougetpeopleturnedontoitsadvantages,itreallycanbecome

anobsession—justasitdidwithhistory-makingresultsforApple.

SteveJobs’sMonumenttoSimplicityAsAppledemonstrates,Simplicitycantakemanyforms.Itcanbeanideaorafinishedproduct.Itcanbetheinspirationortheendresult,ortheprocessthatleadsfromonetotheother.That’sbecauseSimplicityisaconceptmorethananyonething.It’sawayoflookingateverypartof

yourjob,thejobsofthosearoundyou,andthewayyourentirecompanyoperates.OnceyoustartseeingtheworldthroughthelensofSimplicity,you’llbeastoundedathowmanyopportunitiesexisttoimprovethewayyourbusinessworks.YoucanhitselectedpartsofyourbusinesswiththeSimpleStick.ButtherealpowerofSimplicityis

feltwhen,ashappenedwithApple,itbecomesacompanywideobsession.It’sthecombinedeffectofmultiplepartsofthecompanybeingguidedbySimplicitythathaspoweredAppleinitsmiraculousrisefromtheashes.SteveinstilledthereligionofSimplicitydeepintothesoulofthecompany,sothatApplecouldcontinuetothriveformanyyearstocome.Inthissense,Steve’sgreatestachievementwasn’taMac,iPod,iPhone,oriPad.Heaccomplished

somethingthatnoonehadevencontemplatedbefore.SteveJobsbuiltamonumenttoSimplicity.ThatmonumentisAppleitself.AppleisbothatestamenttothepowerofSimplicityandablueprintforthosewhowishtofollowit.

Simplicityrequiresonlyyourunderstanding,commitment,andpassion—thoughacertaindegreeofJobs-stylerelentlessnesswillgreatlyassist.Itwillbeachallenge,becauseyouliveandworkinacomplicatedworld.Butitwillbefruitfulforthe

verysamereason.InaworldwhereComplexityabounds,thosewhostandupforSimplicitywillalwaysstandapart.Happysimplification.

“Simplecanbeharderthan

complex.Youhavetoworkhardtogetyourthinkingcleantomakeitsimple.Butit’sworthitintheend,becauseonceyougetthere,youcanmovemountains.”

—SteveJobs

Acknowledgments

Thisbookhasbeenpercolatingforadecadeortwo,evenifIdidn’tknowit.Ioweadebtofgratitudetoallthosewhoopenedthedoorsandopenedmyeyes.FirstonmylistisSteveJobs.Ithankhimfornotthrowingmeoutoftheroomwhenwemet,even

thoughhedidn’thavetheopportunitytointerviewmefirst.Hadthatgonedifferently,thisbookwouldbeaboutmyadventureswritinginsuranceads.AnotherbigthankstoLeeClow,chiefofTBWA\Chiat\Day,whogavemetheopportunitytoserveas

Steve’screativedirector.Thatwasmyfourthtourofdutyattheagency,andifLeehadseenenoughofmeafternumberthree,thisbookwouldalsonotexist.ButIwouldn’tbethankingSteveJobsorLeeClowifitweren’tforSteveHayden.He’stheonewho

firstgavemeachancetoworkonApplewhenhemovedfromChiattoBBDOintheJohnSculleyera.Yearslater,hebroughtmeintotheIBMworldatOgilvy.SteveistheoriginalvoiceofAppleandmygodofcopywriting.Thecircumstancesthatleddirectlytothisbookcametogetherinmorerecenttimes.WecanblameValerieHausladen,myformercolleagueinAustin,foraskingmetohelphercreatea

blog—whichinspiredmetostartmyownblog.ShethenaskedifIwouldeditherbook,ProfessionalDestiny—whichinspiredmetowritemyownbook.Ifthatweren’tenough,itwasValeriewhosuggestedthatIattendBookExpoinNewYork,wheretheplotthickened.Mywonderfulandinsightfulneighbor,SaraSchneider,whowastheninthepublishingbusiness(but

cametohersensesandtransitionedintothecupcakebusiness),toldmetostopbyathercompany’sboothattheBookExpo.Bysheercoincidence,sheendedupintroducingmetobusinessbookexpertToddSattersten,whowasintriguedbymyideaandofferedhisguidance.Toddknowssomuchaboutthisbusiness,it’sfrightening.OnethingToddknowsisterrificagents—andheledmedirectlytoliteraryagentChristyFletcher,

whohasbeenenthusiasticandsupportivesincethefirstdaywemet.ThoughIrememberlittleofthatmeetingduetothejackhammersoutsideherofficewindow.ItwasChristywhothenconnectedmewiththeteamatPortfolio,startingwithpublisherAdrian

Zackheim.Adriansparkedtomyidea,andmademeinstantlyfeellikePortfoliowasmykindofplace—whichitturnedouttobeineverypossibleway.Ioweahuge,hugethankstoeditorCourtneyYoung.Herabilitytoshapeandrefinethoughtsacross

tensofthousandsofwordsisprettyremarkable.Brillianceaside,shealsohadtheabilitytosavemefrommyself.TherearemanymoretothankatPortfolio,includingAmandaPritzkerinpublicity,EricMeyers,and

thewholedesignteam,allofwhomhavebeenamazinglysupportive.Abigthank-youisalsoduetomyinsanelyenthusiasticpublicistAngelaHayesandherassociatesat

GoldbergMcDuffie.

Andthereareotherswithoutwhosehelp,patience,andguidancethisbookwouldhavesputteredlongago.MichaelRylanderandTomWitthaveactedasmycreativepartners,closefriends,andconsciencefor

overtwentyyears,goingallthewaybacktoourdaysonNeXT.Michaelwasinstrumentalindesigningvariouspartsofthisbook,whileTomspentwaytoomanydaysofhislifereadingandofferinghissageadvice.Bothhelpedreconstructsomeofthemoreobscurememoriesinthesepages.StephenSonnenfeldhasbeenacolleagueforyears,andwe’vefoughtinthetrenchestogetheron

IBM,Intel,andDell.Ithankhimforcontributinghismemoriesandanalysistothisbook.Mysister,ZitaSegallNeto,alanguageexpertinPortugal,actedasmypersonal24/7EnglishCrisis

Line.Shewasatrulyinvaluableresource.Mybrother,Norm,headsuptheInsanelySimplelegalteamandisoncalltogetmeoutofjail.AllenOlivo,Apple’schiefmarketerduringtheThinkdifferentdays,wasafellowsoldierduringa

challengingandwonderfultime,andprovedtobeanexcellentjoggerofmemories.RobKell,anAustindesignerwithanLAsoul,servedasmycreativesoundingboard,apairoffresh

eyes,andashouldertocryon.StanSlap,authorofBuryMyHeartatConferenceRoomB,graciouslygaveofhistimetohelpme

understandthedarkartofbookwritingandpromoting.Last,asuperthank-youtomywife,Susan,andson,Jeremy,whohadreasontobelieveIwasonthe

othersideofthatcloseddoorbutsawlittleproofofitoverthelastyearorso.Buttheydidgettogoonvacationwithoutme,somaybewe’reeven.Notetoboth:YouhaveamazingpatienceandIlookforwardtogettingtoknowyouagainsometime.Therearemanymorewhosesupportandfeedbackhelpedmakethisbookpossible,andIamtruly

gratefultoall.

Ken

Index

Thepagenumbersinthisindexrefertotheprintedversionofthisbook.Tofindthecorrespondinglocationsinthetextofthisdigitalversion,pleaseusethe“search”functiononyoure-reader.Notethatnotalltermsmaybesearchable.

ABC-TV,89Acer,56,118Adams,Ansel,29Adams,Douglas,TheHitchhiker’sGuidetotheGalaxy,102AdobePremiere,120adsandadcampaigns:award-winning,12,44,63BurningBunnyad,186,188andcompetition,101–3,154,185–87,189,190–91

Complexityin,64–66TheCrazyOnesad,90,141–43CryingManad,137HALSuperBowlad,103foriPod,98–101LemmingsSuperBowlad,153Macvs.PCcampaign,101–3,154–55,189

multipagefoldoutinserts,1521984SuperBowlad,12,91,152,153,188outdoor,99selectionprocessof,62,69–70,71,91SheetMetalad(Saturn),64Silhouettescampaign(iPod),99–101Snailad,185–87specification-heavy,73–74Steamrollerad,186storytellingin,63Switcherscampaign,154tonein,155–57seealsoThinkdifferent

Alinsangan,Susan,99,101Amelio,Gil,49,69,71,146Ammirati,Ralph,11–12,19Ammirati&Puris,11–12“Antennagate,”200Apple:accomplishmentsof,200–201adselectionprocessin,62,69–70,71,91award-winningadsin,44,63birthof,33brandingin,74–77,85,86–87,90,94,95,105

companyculturein,28,32–33,86companyidentityof,84,91corevaluesof,91,157creativityin,40–41,63,86,87customerloyaltyto,157–58designlabsin,161–62efficiencyin,43–44,51employeesof,86–87,88,187four-quadrantproductstrategyof,50,51growthof,32,33,51,73hierarchieseliminatedin,45investinginitself,92marketingat,seemarketingnewgenerationofusers,86NeXTacquiredby,49,146onebuttonin,96–97originalityin,108partnershipofMicrosoftand,187–88productlinein,50,51,52,53,55,70,73–74,94profitabilityof,3,33,157,163,167,182,198resurrectionof,71,84–87,94,104,157

asrolemodel,39,42,51,57,73,98,150,207Simplicityin,2–4,6,50,54,55,56,94,95,112,122–23,125,138,157–58,189,207small-companymentalityin,32–33Steveforcedoutof,144,147inSteve’sexileyears,49–50,69,83–84,86,112,138,144–45,146,147,178Steve’slegacyin,207Steve’sMay1998speech,50,51Steve’sreturnto,48–49,50–51,60,69–70,84–87,164,179,185,187

Top100meetings,33trustin,42,43,61,157unboxingexperiencewith,178–80

apple.com,122–23,203AppleII,149,151–52,153,158AppleStores,180–84customerexperiencein,183–84designof,179,183minimizationin,46,54Simplicityinshopping,54,158,183

Arnoldagency,Boston,70,175arrogancein,153–55Asai,Hiroki,25Atari,174authenticity,119,157

Ballmer,Steve,80BBDO,36,70,84Bernstein,Leonard,72BlackBerry,139,160,162,194–95BloombergBusinessweek,182BMW,12,20,48brainstormingsessions,134–35brandbankconcept,200branding,74–77,78,85,86–87andproductnames,113,115andproductrelease,94–95Simplicityin,63–64,93–94

Thinkdifferentcampaign,87–92,95,105brands,nurturing,90Brown,Mark,158BurningBunnyad,186,188BusinessWeek,140,164,182

C-3PO,103Chaplin,Charlie,191Chiat,Jay,30–31Chiat/Day:brutalhonestyin,36firedbySculley,70,84iPodads,99,101andMacintoshlaunch,12,70,84,87andMacvs.PC,101–3,154–55meetingsin,31andproductnaming,112smallgroupsin,30–31,37Steve’sinterviewswith,18,21Steve’smeetingswith,25–26,71Steve’srelationshipwith,35–38,63,70,87,155andThinkdifferentcampaign,71,85,88,91,92–93,141

Cisco,117,168–69Clinton,Bill,190–91Clow,Lee,30,35,70,127,128demonstrationofSimplicity,65,66andMacOS,46,47andThinkdifferentcampaign,85,87,141

Coke,brandof,90CommonSense:inproductnaming,112–13inSimplicity,8insmallgroups,27,28

competition,andadvertising,101–3,154,185–87,189,190–91Complexity:inadcampaigns,64–66balancewithSimplicity,5,8–9,185theeasywayout,27andlawyers,173multibuttonthinking,96inproductnaming,114inproductproliferation,52asSimplicity’seviltwin,4–5,150intechnology,149waragainst,192–96

CompUSA,181consistency,151,157,160Cook,Tim,43,143corporateculture,28–29TheCrazyOnesad,90,141–43creativity:inadcampaigns,63artanddesign,42processvs.,40–42spiritof,86,87

CryingManad,137

DalaiLama,88Dell:Adamolaptop,176–78

brandingin,74–77,78Complexityin,61independentdivisionswithin,56–57,76–77

Dell(cont.)meetingsin,40,150performancemetricsin,162–63productlineof,52–54,56productnamingin,113,118

Dell,Michael,57–60,61,76,77,188

Diller,Phyllis,89Dreyfuss,Richard,89–90,143Droid,115Dylan,Bob,88“ForeverYoung,”137

EarthLink,108efficiency:inproductplan,50,51andsmallgroups,43–44andtimeline,72–74,202

Einstein,Albert,88entrepreneurship,33EuroNY,36Evangelist,Mike,97

failure,riskof,192Fazio,Victor,80FinalCutStudio,119–21focusgroups,61–64,98,164Ford,Henry,82,163

Gallagher,Peter,89Garriques,Ron,176–77Gates,Bill,78,145,188,189GatewayCountrystores,182,183Goldstein,David,182Goodby,Silverstein&Partners,64greatness,achieving,72–73Grove,Andy,117

HAL(computer),102–3,139Hayden,Steve,12,84,152,156Henson,Jim,88Herbold,Bob,79hierarchies,32,44–45,56–57,

61,204Hitchcock,Alfred,88Hodgman,John,154honesty,13–14,18,20–21,36,201seealsothinkbrutal

HP,78–79,174productlineof,52–54,56productnamingin,118

HTC,115humanity,seethinkhuman

IBM,44–45,150,153,186IBMPC,35–36IBMSelectrictypewriter,151iBook,95

icons,seethinkiconiciLifeapps,97iMac,2,55adcampaignsfor,62,64–65,94–95“hockeypuck”mouseof,198–99namingof,109–11,113,114onemillionth,170–71unveilingof,50,104–7

iMovie,125,136–38,156IndustrialRevolution,82innovation,48,86,189,199integrity,15Intel:achievementsof,38adcampaignsof,38–39,43–44,62,171–72andChiat/Day,36–37andcompetition,185–87,188–89

Complexityin,61efficiencysoughtin,43–44engineeringexcellencein,43focusgroupsin,61–64,98globalperspectivein,61–62hierarchiesin,45,61,150large-companythinkingin,36–37inMacs,189marketingeffortsin,43–44meetingsin,40ownershipof“yes,”172–73processvs.creativityin,40productdevelopmentin,62productnamingin,116–18andSnailad,185–87zerodefectadvertisingin,39,43,62

IntelInsidecampaign,188intelligentwit,156iPad,2,51,55,74impactof,139,149,158–60andiPod,100successof,112

iPhone,2,51,55,73and“Antennagate,”200impactof,158initialconceptof,161–62andiPod,96,100nameof,112–13,115,117,118–19,173

one-buttondesignof,96–97productlaunchof,167–69,193–95

andSiri,97,139iPhoto,113,156iPod,2,51,55,73adcampaignsfor,98–101adsfor,98–101designof,115,138–39impactof,149,158,193–94andiPhone,96,100nameof,113

successof,100,193Isaacson,Walter,141,188iTunes,2,100,139,193–94iTunesStore,8Ive,Jony,25,55,106

Jobs,Reed,62Jobs,Steve:author’sfirstmeetingwith,11–13

andbranding,76,77brandpresentationby,90–92brutalhonestyof,seethinkbrutalcancerdiagnosisof,147–48asCEOofAppleandPixar,35,141cuttingtoessentials,63exilefromApple,49–50,69,83–84,86,112,138,144–45,146,147,178humanizationof,143–49asicon,84oninnovation,199leadershipandvisionof,41,49,85–87,167legacyof,205–7Macintoshannouncementby,2marketinginterestof,6,34–35,42,64–65,72,89,100,155,163–64,185

Jobs,Steve(cont.)May1998speechof,50,51andmortality,148andnegativeresponses,173–76atNeXT,seeNeXTorganizationalprinciplesof,32–33presentationstyleof,90–92,132–35,158

“realitydistortionfield”of,85reputationof,12,14,16–17,35,84,140–41,143,153,205returntoApple,48–49,50–51,60,69–70,84–87,164,179,185,187

“rotatingturret”of,21–22,26,77andSimplicity,3,63–64,112,122–23,157skepticismof,166–67small-companymentalityof,32–33andtechnology,163andwordchoices,124–25,157workingstyleof,31

Johnson,Ron,181JusticeDepartmentandMicrosoft,79–81

Kane,Tom,103Karo,Monica,92–93Kellerman,Sally,89King,MartinLutherJr.,88Kubrick,Stanley,103

lawyersandlawsuits,165–67,169–73,186

Lemmingsad,153Lennon,John,93LG,195Long,Justin,154Lucasfilm,103,115

MacBookAir,113,114,176,178MacBookPro,113,114Macintosh:C1,105–7clonesof,23easeofuse,52,53iMac,seeiMacas“insanelygreat,”2launchof,2,12,35,70,84,87,144,152Macvs.PCads,101–3,154–55,189originalmodel,31,35,70,84,85,88,153,156“point-and-click”interface,149Simplicityasguidinglightfor,2–4successof,21,182

MacMan,107–10MacOS,23,46–48,66–67,146MacPro,95,113,114Macvs.PCads,101–3,154–55,189MadMen(TV),6magic,195Mandela,Nelson,190–91marketing:atApple,6–7,28,98,156–57,164;seealsoadsandadcampaignsandlawyers,165–67,169–73,186Steve’sinterestin,6,34–35,42,64–65,72,89,100,155,163–64,185

andvalues,90meetings,25–31bad,126–29first,39–40random,140–41rulesfor,29smallgroupsin,26–27unnecessary,vs.productivity,28,29–30

MGM(ownershipofHAL),103Microsoft:Complexityin,8,66–68educationsoftwareof,80governmentlegalactionagainst,79–81Macvs.PCads,101–3,154–55,189marketingin,78missionstatementin,78–81partnershipofAppleand,187–88profitabilityof,57,78publicimageof,80

MicrosoftOfficeforMac,188MicrosoftPoints,8MicrosoftVista,66–68,189MicrosoftWindows,67,146,187,189miniaturization,139,177,194missionstatements,78–81Moneyball(movie),162morale,employee,87,88Mossberg,Walt,158Motorola,115,177,186,195mouse,2,105–6,153,159,198–99MuseumofModernArt

(G4Cube),199musicplayers,138–39,158

Newsweek,139,195NeXT,12,145–48,162adcampaignsfor,18–21,82Apple’sacquisitionof,49,146authorascreativedirectorin,11,70presentationsin,133strugglesof,83,146

NeXTComputer,19,146NeXTSTEP,146Nike,18,48,51,90–911984ad,12,91,152,153,188Nokia,195

Olivo,Allen,25Ono,Yoko,93originality,197–98Otellini,Paul,39,188

packagedesign,178–80Parker,Mark,51PCs:Complexityinproductlines,56Intelchipsin,188–89Macvs.PCads,101–3,154–55,189

Penn,Mark,80Pentium,116performancemetrics,162–63phonemakers,113–14,158PiratesofSiliconValley(TBS),24Pixar,35,41,140,141PlanetoftheApes(movie),138PlayBook,160“point-and-click”interface,149PowerBook,95,186PowerMacG3,106,186,198PowerMacG4Cube,199–200PowerPCchip,186presentations,130–35process:institutionalized,42keepingitsmall,42loveof,39–42

productivity,28–30productnaming,107–19,203andbranding,113,115andCommonSense,112–13consistencyin,113FinalCutStudio,119–21iMac,109–11,113,114iPhone,112–13,115,117,118–19,173

iPod,113MacMan,107–10andmarketingplan,116–18andSimplicity,111–15singlewords,114–15anduniqueidentity,111andwordchoice,123–25

productproliferation,52–54,56,113–14projectteams:

focused,31small,28,30,33–34

projecttimelines,72–74

Rain,Douglas,103Reed,Ralph,80Reno,Janet,79ResearchInMotion(RIM),160resistance,193RollingStone,144“rotatingturret,”21–22Rylander,Michael,186

Samsung,56Saturn,SheetMetaladfor,64scheduling,73Schiller,Phil,25,108Sculley,John,32,41,49,70,84,

144,165Seal,“Crazy,”71Seinfeld,Jerry,78Shakespeare,William,82Silhouettescampaign,99–101Siltanen,Rob,71SimpleStick,1–10,26,28,50,70,120,121,162,207Simplicity:asall-or-noneproposition,39,150,177

andapple.com,122–23applyingtheprinciplesof,201andauthenticity,119balancewithComplexity,5,8–9,185

BrainsandCommonSensein,8inbrandcampaigns,63–64,93–94andbrevity,133Complexityaseviltwinof,4–5,150

andconsistency,160incontext,71ascorevalue,157andefficiency,44,51evolutionof,54–55,56guidinglightforMacintosh,2–4andhumanvalues,148–51,153,155,157,160–61loveofprocessvs.,39–42onebutton,96–97originalityin,197–98people’spreferencefor,4–5powerof,2,5,95inproductline,50–51,55,56,57,94,98inproductnaming,111–15inshopping,54,158,183simplesolutions,195–96singlefocusin,92andskepticism,166–67asskill,10insmallgroups,26–27,164sophisticationof,151spreadingthereligionof,205–6

asweaponofwar,185,192–96Siri(intelligentassistant),97,139smallgroups,33–38,201–2inChiat/Day,30–31,37CommonSensein,27,28decisionmakeraspartof,33–34,202

efficiencyin,43–44Simplicityin,26–27,164

smartphones,96–97,193–95Snailad,185–87software,profitabilityof,47solutions,simple,195–96Sony,90,108Spindler,Mike,49standards,15–16StarWars(TV),103statistics,162–64Steamrollerad,186streamlining,38–39Suiter,Tom,145Switcherscampaign,154

Tanimoto,Craig,88TBWA\Chiat\Day,35Tevanian,Avie,46thinkbrutal,11–24,201clarity,14infeedback,13–14honesty,13,14,18,20–21,36integrity,15inmeetingswithJobs,11–13,16–18standardsenforced,15–16Steve’sreputation,16–17,31Steve’s“rotatingturret,”21–22,26andthickskin,22–24

thinkcasual,126–35,204badmeetings,126–29brainstormingsessions,134–35inpresentations,130–35andtimeconsiderations,132–33

Thinkdifferent,197–207andApple’stransformation,94,104–5beginningofcampaign,71andChiat/Day,71,85,88,91,92–93,141TheCrazyOnesad,141–43creationofcampaign,76,77,87–92iconicfocusof,82,83,87–93,94–95,190–91placementofads,93,186andproductline,94–95,104–5Steve’spresentationof,90–92

thinkhuman,136–64,204inadcampaigns,141–43,151–55,160–61,164atAppleStores,158indesignlabs,161–62inengineering,157iMovie,136–38inmarketing,156–57,164productsreflectinghumanvalues,138–39,148–49,158–60randommeetings,140–41

thinkhuman(cont.)andSimplicity,148–51,153,155,157,160–61Siri,139statisticsvs.,162–64Steve’schangingimage,143–49tonein,155–57,160

thinkiconic,82–103,202inbrandcampaign,93–94andcompetition,101–3iniPodads,98–101andNeXT,82–83onebutton,96–97andSteve’sreturntoApple,84–87Thinkdifferentcampaign,82,83,87–93,94–95,190–91

thinkminimal,46–68,202inAppleStores,46,54audacityof,60–61author’sDellfantasy,57–60Complexityinads,64–66indesign,55evolutionofSimplicity,54–55andfocusgroups,61–64andMacOS,46–48productlines,55,56–57,66–68proliferationperils,52–54singleidea,66andSteve’sreturntoApple,48–51

thinkmotion,69–81,202inadagencyreview,69–70,71neverstopmoving,73,78andSimplicity,70–71andSteve’sreturntoApple,69–70thinkingdifferentvs.thinkingcrazy,74–77andtimeline,72–74

thinkphrasal,104–25,203inapple.com,122–23inproductlines,119–21inproductnaming,107–19,124–25rethinkinghomecomputers,104–7Simplicity,114–15,118–21Thinkdifferentcampaign,104–5wordchoice,123–25,157

thinkskeptic,165–84,204–5andAppleStores,180–84andiPhone,167–69andlawyers,165–67,169–73andnegativeresponses,173–78andpackagedesign,178–80andSimplicity,166–67

thinksmall,25–45,201–2absenceofhierarchy,32,44–45andefficiency,43–44processvs.Simplicity,39–42meetings,25–31small-companymentality,32–33smallgroups,26–27,33–38,201streamlining,38–39

thinkwar,185–96,205inadcampaigns,185–87,189,190–91withIntel,185–87,188–89

withMicrosoft,187,189andoverwhelmingforce,191–93Simplicityvs.Complexity,185,192–96

Time,174–76timelines,72–74,202tone,155–57Top100meetings,33ToyStory(TVdebut),89trust,42,43,61,157truth,13–142001:ASpaceOdyssey(movie),

102–3,139

UPS,12

VenablesBell&Partners,43

WallStreetJournal,158WaltDisneyCompany,41,90,182Wieden&Kennedy,18Wi-Fi,built-in,95WillyWonkacostume,170–71WiredUK,158Witt,Tom,186WonderfulWorldofDisney,

The(TV),89Wozniak,Steve,33,88,144Wyle,Noah,24

Y2Kbug,102Yoda(StarWars),103YouTube,137,143,178,189

zerodefectsinadvertising,39,43Zune,failureof,100ZuneStore,8