Walter Isaacson Quotes

Step one should be to question the requirements,” he says. “Make them less wrong and dumb, because all requirements are somewhat wrong and dumb. And then delete, delete, delete.

Leonardo had also been wrestling with the question of why the sky appears blue, and around that time he had correctly concluded that it had to do with the water vapor in the air. In the Saint Anne painting, he portrays the sky’s luminous and misty gradations of blue as no other painter had done. The recent cleaning of the painting fully reveals the magical realism, veiled in vapors, of his distant mountains and skyline.

I believe that the most important mission of the state is to protect the individual and to make it possible for him to develop into a creative personality,

Jobs insisted that Apple focus on just two or three priorities at a time. “There is no one better at turning off the noise that is going on around him,” Cook said. “That allows him to focus on a few things and say no to many things. Few people are really good at that.

if you can't keep him interested, that's your fault.

What was remarkable was that associating with a computer and electronics company was the best way for a rock band to seem hip and appeal to young people. Bono later explained that not all corporate sponsorships were deals with the devil. “Let’s have a look,” he told Greg Kot, the Chicago Tribune music critic. “The ‘devil’ here is a bunch of creative minds, more creative than a lot of people in rock bands. The lead singer is Steve Jobs. These men have helped design the most beautiful art object in music culture since the electric guitar. That’s the iPod. The job of art is to chase ugliness away.

People who know what they’re talking about don’t need PowerPoint.

"Some people say, "Give the customers what they want." But that's not my approach. Out job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them."

Leonardo was not always a giant. He made mistakes. He went off on tangents, literally, pursuing math problems that became time-sucking diversions. Notoriously, he left many of his paintings unfinished, most notably the Adoration of the Magi, Saint Jerome in the Wilderness, and the Battle of Anghiari. As a result, there exist now at most fifteen paintings fully or mainly attributable to him. Although generally considered by his contemporaries to be friendly and gentle, Leonardo was at times dark and troubled. His notebooks and drawings are a window into his fevered, imaginative, manic, and sometimes elated mind. Had he been a student at the outset of the twenty-first century, he may have been put on a pharmaceutical regimen to alleviate his mood swings and attention-deficit disorder. One need not subscribe to the artist-as-troubled-genius trope to believe we are fortunate that Leonardo was left to his own devices to slay his demons while conjuring up his dragons.

Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.

Now he was about to launch the Macintosh, a machine that violated many of the principles of the hacker’s code: It was overpriced; it would have no slots, which meant that hobbyists could not plug in their own expansion cards or jack into the motherboard to add their own new functions; and it took special tools just to open the plastic case. It was a closed and controlled system, like something designed by Big Brother rather than by a hacker.

i had no idea what i wanted to do with my life and no idea how college was going to help me figure it out.

The most beautiful emotion we can experience is the mysterious. It is the fundamental emotion that stands at the cradle of all true art and science. He to whom

Knowing that great conceptions are worth little without precision execution

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.