I remember going into Steve's house, and he had almost no furniture in it. What makes Steve's methodology different from everyone else's is that he always believed the most important decisions you make are not the things you do, but the things you decide not to do. He felt the computer was going to change the world, and it was going to become what he called "the bicycle for the mind." That was an outrageous idea back in the early 1980s. He recruited me to Apple because he believed the computer was eventually going to become a consumer product. Steve had this perspective that always started with the user's experience and that industrial design was an incredibly important part of that user impression. I had studied as an industrial designer, and the thing that connected Steve and me was industrial design. He came to my house, and he was fascinated, because I had special hinges and locks designed for doors. Steve, from the moment I met him, always loved beautiful products, especially hardware. You talk about the "Steve Jobs methodology." What is Steve's methodology? Sculley helped increase Apple's sales from $800 million to $8 billion annually during his decade as CEO, but he also presided over Jobs' departure, which sent Apple into what Sculley calls its "near-death experience." In his first extensive interview on the subject, Sculley tells editor Leander Kahney how his partnership with Jobs came to be, how design ruled—and still rules—everything at Apple, and why he never should have been CEO in the first place. The Apple (AAPL) board, though, was not ready to anoint him chief executive officer and picked PepsiCo (PEP) President John Sculley, famous for creating the Pepsi Challenge, to lead the company. Steve Jobs was 28 years old in 1983 and already recognized as one of the most innovative thinkers in Silicon Valley. Confessions of the last man to manage the singular inventor
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