As a visionary, artist, inventor, and builder of the Apple empire, Steve Jobs remains – and will always remain – among the most fascinating, studied, revered, and emulated people.
We try to gain understanding and appreciation for seeing things how he saw them (perhaps not possible) – and we analyze and pour over how he pioneered, crafted, and led development initiatives that resulted in …among other products – Apple III, Macintosh, iMac, USB Mouse, iBook, iPod, iPhone, and iPad.
Of all the critical components necessary to bring about the devices he imagined – indeed fundamental to the process – was highly functioning teamwork.
Steve Jobs knew that Great Teams Have a Shared Dream.
At Apple, unlike many other technology and consumer product companies, all departments talked, met, and exchanged ideas from start to finish in a product cycle.
This wasn’t the case at most would-be rivals of Apple where development was a process in which departments began and finished their responsibility without much interaction with other departments involved in the process. It was a process that all too often resulted in products that failed to wow consumers.
Jobs understood that Apple made a total integrated widget – one that was revolutionary in bringing together and making work cooperatively design, ease of use, and function – a widget that wowed the world.
To accomplish and make successful this revolution he oversaw, managed, and demanded what he called “deep collaboration” and “concurrent engineering.”
It was all of that for sure.
And it was also Apple – a Great Team – Sharing a Dream.