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Really great design is hard. Good is the enemy of great. Competent design is not too much of a stretch. But if you are trying to do something new, you have challenges on so many axes.
Jonathan Ive
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Jonathan Ive
Age: 57
Born: 1967
Born: February 27
Designer
Industrial Designer
London
England
Jony Ive
Sir Jonathan Paul Ive
Jonathan Paul Ive
Jony iPod
Hard
Great
Axes
Trying
Competent
Much
Stretch
Something
Design
Really
Challenges
Good
Enemy
Many
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What we don't include is as important as what we do include.
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With the early prototypes, I held the phone to my ear and my ear [would] dial the number. You have to detect all sorts of ear-shapes and chin shapes, skin colour and hairdo... that was one of just many examples where we really thought, perhaps this isn’t going to work.
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Being superficially different is the goal of so many of the products we see... rather than trying to innovate and genuinely taking the time, investing the resources and caring enough to try and make something better.
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Designing and developing anything of consequence is incredibly challenging.
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We don't do focus groups - that is the job of the designer.
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There's an applied style of being minimal and simple, and then there's real simplicity. This looks simple, because it really is.
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One of the hallmarks of the team is this sense of looking to be wrong. It's the inquisitiveness, and sense of exploration. It's about being excited to be wrong, because then you've discovered something new.
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I think there is a profound and enduring beauty in simplicity in clarity, in efficiency. True simplicity is derived from so much more than just the absence of clutter and ornamentation. It's about bringing order to complexity.
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Really great design is hard. Good is the enemy of great.
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When you're trying to solve a problem on a new product type, you become completely focused on problems that seem a number of steps removed from the main product. That problem solving can appear a little abstract, and it is easy to lose sight of the product.
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What we make testifies who we are. People can sense care and can sense carelessness.
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Its difficult to do something radically new, unless you are at the heart of a company.
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So much of what we try to do is get to a point where the solution seems inevitable: you know, you think of course it's that way, why would it be any other way? It looks so obvious, but that sense of inevitability in the solution is really hard to achieve.
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It's just easier to talk about product attributes that you can measure with a number. Focus on price, screen size, that's easy. But there's a more difficult path, and that's to make better products, ones where maybe you can't measure their value empirically.
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I think it’s a wonderful view that care was important – but I think you can make a one-off and not care and you can make a million of something and care. Whether you really care or not is not driven by how many of the products you’re going to make.
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