Sublime

Don and Richard endured this build ordeal along with me, and during lunch and coffee breaks we commiserated with each other about how bored we were. We couldn’t fob this work off on junior programmers or interns either. Apple didn’t work like that. Secrecy was one reason, but, more important, Apple didn’t separate research and development from soft

running things, strategy, and deals.

About 2 months later we got a call from a fellow by the name of Bob Belleville, who had been at Xerox and then had moved on to Apple and was responsible for the overall engineering management for the Macintosh. He said, "I want to bring Steve Jobs over and see what you guys are doing." So they came over, we went through the same spiel, an

Scott also kept his job as demo gatekeeper for Steve because he advanced work only when it was of sufficiently high quality.

My goal is to share our approach with you—to explain the way we worked. To begin this discussion, I have identified seven elements essential to Apple’s software success: Inspiration: Thinking big ideas and imagining what might be possible Collaboration: Working together well with other people and seeking to combine your complementary strengths Craf