There wasn't any other
choice. Those were, like I said, easy decisions. If you know you must grow at a certain rate
I'll give you an example. We decided that and easy to calculate, we decided that at any point in
time, we met our growth rate, that less than half of the employees would have been with the
company more than six months, because you keep hiring, you know. And we said, how do you manage?
How do you make sure people know what they're supposed to do? We're going to have this
incredible management problem. Where the managers won't know how they're going to tell someone
that works for them what they're supposed to do. So we said, we're going to manage by values.
We're going to share a vision. We're going to make sure everybody understands what that vision
is. We're going to try and get the best and the brightest people, and we're going to say, this
is what we're trying to accomplish. Here's a hunk. Let me know when you're done. And make sure
that those people understand that we want to do things right, understand the philosophy of the
company. You know, if somebody was going to do a new magazine at Apple, nobody ever considered
doing it on newsprint style paper; we're going to do it on good quality 40 lb paper. And nobody
ever considered doing it in monochrome. It's going to be four colors. And the photography is
going to be great. And the text and the writing is going to be easy to read, well written even
right down to our instruction manual. Have you talked to Jeff Raskin yet?