we found the answer in simplicity

After hundreds of explorations, we found the answer in simplicity...

Now to the actual result: This is a fantastic, confident evolution. If you look at the image of the coffee cups above you realize how clunky the old logo was and just how extraneous its many elements were. It went from four circles/rings to one. It went from two colors to one. It went from three stars to one. Perfect simplification without losing the essence of the brand. That new cup design alone elevates the identity to an actual lifestyle brand more than a retail brand. It has a newfound sophistication that would have been impossible to achieve before.

Armin, "All right Mr. Schultz, I’m Ready for my Close-up," Brand New, underconsideration.com, 6 Jan 2011, www.underconsideration.com/brandnew/archives/all_right_mr_schultz_im_ready_for_my_close-up.php via Rich Goade.

Dreams

Let's not get confused at the difference between a goal and a dream. A goal is something measurable, trackable, and is built on analytics. Goals have realistic timelines, are measured by weighing the data, the risks, and the current assets. They are essential to success, but they follow dreams. A dream is bigger--it has no boundaries, rules, or past history. It's focused on transforming business as we know it, and approaching from a direction never pursued--or at least never attained. In dreams, we seek the outstanding change--not just within the products we create but in the results those products inspire....

The iPod team is exemplary of all of the traits of breakthrough teams that we've discussed; the skills of each personally competent team member fit together perfectly. They were all steeped with experience. It was technical savvy meeting creative brilliance. It was a combination of past successes meets past failures. It was a group of men who recognized their individual strengths, but had also gained a thorough understanding that they could not achieve the dream unless they realized the strengths of one another.

....They needed to create something small enough to fit into the tiny casing, but powerful enough to maintain a charge that would oversatisfy users....

Adrian Gostick and Chester Elton, "How a Team at Apple Made the iPod Dream a Reality," Fast Company, 4 Oct 2010, www.fastcompany.com/article/how-a-team-at-apple-made-the-ipod-dream-a-reality via Rich Goade

It’s nice to work with it instead of fighting it.

“It still comes down to a ridiculous amount of work,” said Mr. Powers. “But it’s really nice when the new computer software is so streamlined. It’s nice to work with it instead of fighting it.”

Peter Wayner, "Animation in Starts and Stops, Simplified," New York Times, 20 Oct 2010, www.nytimes.com/2010/10/21/technology/personaltech/21basics.html.

A snappy user experience beats a glamorous one

A snappy user experience beats a glamorous one, for the simple reason that people engage more with a site when they can move freely and focus on the content instead of on their endless wait.

Jakob Nielsen, "Website Response Times," Useit.com, 21 June 2010, www.useit.com/alertbox/response-times.html via Rich Goade & North Temple

larded with features

Although many of these illustrated fantasies are quite beautiful, and some are uncannily realistic, their fatal flaw is often the same. They're larded with features. Apple is about less (those six ports on the MacBook Touch should have been a dead giveaway that this wasn't an Apple product). Even Gecchelin concedes, "This is not the Apple philosophy."

Jobs's primary role at Apple is to turn things down. "He's a filter," says the Mac engineer Hertzfeld. Every day, the CEO is presented with ideas for new products and new features within existing ones. The default answer is no. Every engineer who has gone over a product with him has a story about how quickly Jobs reaches for the DELETE key. "I'm as proud of the products that we have not done as the ones we have done," Jobs told an interviewer in 2004.

Farhad Manjoo, "Invincible Apple: 10 Lessons From the Coolest Company Anywhere", Fast Company, 1 July 2010, www.fastcompany.com/magazine/147/apple-nation.html via Rich Goade.

We Have Met the Enemy and He Is PowerPoint

“It’s dangerous because it can create the illusion of understanding and the illusion of control,” General McMaster said in a telephone interview afterward. “Some problems in the world are not bullet-izable.”

Elisabeth Bumiller, "We Have Met the Enemy and He Is PowerPoint," New York Times, 26 Apr 2010, www.nytimes.com/2010/04/27/world/27powerpoint.html.

knowing which ones to keep

Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.

- Scott Adams, creator of Dilbert

via a Hannah facebook post

strategic plan

We have a strategic plan, it’s called doing things.

- Herb Kelleher, Southwest Airlines

via a Rich Goade tweet

no matter how hard it is, you better get good at those things

To be built to transform requires the courage to focus on delivering value for the customer first. Identifying value begins by thinking of an important unserved or underserved job that customers want done and then coming up with a well-defined value proposition to address that job, however foreign to your current offerings that may be. "If you want to continuously revitalize the service that you offer to your customers, you cannot stop at what you are good at," says CEO Jeff Bezos. "You have to ask what your customers need and want, and then, no matter how hard it is, you better get good at those things." With a well-defined customer value proposition serving a focused, well-articulated job, business leaders and project teams can work together to design the appropriate profit formulas, key resources, and key processes the company needs to thrive.

Mark W. Johnson, "Amazon's Smart Innovation Strategy," BusinessWeek, 12 April 2010, www.businessweek.com/innovate/content/apr2010/id20100412_520351.htm.

it's the things that are not there that we are most proud of

I put to designer Ive the matter of all the features that are missing from the iPad. "In many ways, it's the things that are not there that we are most proud of," he tells me. "For us, it is all about refining and refining until it seems like there's nothing between the user and the content they are interacting with.

Stephen Fry, "The iPad Launch: Can Steve Jobs Do It Again?" Time.com, 1 Apr 2010, www.time.com/time/business/article/0,8599,1976935-3,00.html