Quotes of All Topics . Occasions . Authors
I don't want the iPod to be my defining thing.
Learning by doing is the only way I know how to learn.
Usually, the biggest companies are not the most dynamic.
If you're not having doubt, you're not pushing the boundaries far enough.
Computers are great tools, but they need to be applied to the physical world.
Even if you have constrained resources, don't cut corners. People will feel it.
Over the next ten years, everything that has a cord is going to have data in it.
With most tech guys, it's the same outfit every day - they wear their company logo.
I started designing the greenest the most connected home before the iPhone and the iPad.
If you don't have an emotionally engaging design for a device, no one will care about it.
I look at the world and peer into products and think, 'What's wrong with these products?'
Typical mergers happen when there are two competitors coming together, and they reduce overhead.
The truth is, homes change over time — and technology has to adapt, not try to do everything at once.
Studies have shown that children are less likely to wake up to a horn than the sound of a mother's voice.
It's easy to solve a problem that everyone sees, but it's hard to solve a problem that almost no one sees.
I learned the power of 'no.' No is really important. Entrepreneurs are told to say 'yes, yes, more, more.'
People buy products, and they want to understand what those things are and how they are applicable to their life.
Every team member who brings intelligence, experience and passion to their creations should be called an artist or designer.
We built the iPod in weeks. It had to be what I thought it was going to be because there wasnt time for endless refinements.
Most thermostats are built by plumbing companies. But you really need to understand how to build a phone to make them better.
We built the iPod in weeks. It had to be what I thought it was going to be because there wasn't time for endless refinements.
You start with the right amount of rational and emotional experiences. You have to blend those in your product when you come out.
In Tahoe, you want to be able check on the temperature of the house or turn it on before you get there. Because it's really cold in the winter.
I've learnt something from every failure. The products I helped design at the first two companies I worked for were utter failures. But now I know why.
I knew a lot about product design before coming to Apple, but I didn't understand a lot about consumer experience design, which is really Apple's forte.
Google has the business resources, global scale and platform reach to accelerate Nest growth across hardware, software and services for the home globally.
Nest Thermostat owners like the carbon monoxide link. If Nest Protect's carbon monoxide alarm goes off, the Nest Thermostat automatically turns off the gas furnace.
I say homes are for families, and you have to make sure you design for the family, not just one person: kids, your wife, your grandparents need to be able to use it.
There are two different types of prototyping. First, the gut sense. You know how far you can take it. Second, you need experts to figure out whether or not it is attainable.
When I was four or five years old, my grandfather showed me how to build things, paint, saw. Through years of fixing bikes, repairing lawn mowers, I learned how things work.
I've been working with contractors designing and building a house on a nonstop basis since I learned about all these systems of audio, construction, electricity, energy, water systems.
If you look at most successful startups, they're run by people in their mid to late forties, who've gone through the trenches multiple times and had multiple failures, so they understand.
I've been working with contractors designing and building a house on a nonstop basis since 2005. I learned about all these systems of audio, construction, electricity, energy, water systems.
We work crazy hours in Silicon Valley; my wife says we're all kind of diseased in some way. We're totally obsessive compulsive - when we see an idea, we're like, 'let me in, it's so much fun.'
We're thrilled to join Google. With their support, Nest will be even better placed to build simple, thoughtful devices that make life easier at home, and that have a positive impact on the world.
Thermostats are made by very large companies with no incentive to innovate. Their customers are contractors or HVAC wholesalers, not consumers. So why spend to make them better? It's a good business.
I don't look backwards. I'm pleasantly surprised, and I feel really proud of the team and what we were able to accomplish together. But really, where I'm focused is the future and where Nest is going.
Nest really came out of a process where I was trying to design the most connected and the most green home that I knew of. I was curious of just about everything that goes into a home and building a home.
It's not just about turning up or down the heat, it's about the other experiences that come with turning up or down the heat - what are we doing about energy, what are we doing about your health and safety.
Every person I talk to has a story about how their smoke alarm went off or woke them up with a battery beeping. So you take it off the wall and you take the battery out and say screw this. They hate the products.
Every person I talk to has a story about how their smoke alarm went off or woke them up with a battery beeping. So you take it off the wall and you take the battery out and say 'screw this.' They hate the products.
You have to look at why people come and work at Nest. Part of it is that a lot of people here already know each other, but we're also on a mission with a purpose. People are personally motivated by energy or safety.
I had been doing MP3 players and handheld computers since 1990-1991, and so they sought me out because of my experience. And about 18 generations of iPod and three generations of iPhone later, I decided to leave Apple.
To help you focus, to help you really understand what you're doing, you have to say no a lot. When you say yes to everything, you get distracted. When you say no, you have to get the one thing you're doing really right.
If you look at where the tried and true of Silicon Valley VC's are investing, it's in people who understand what it takes, who've been through it and have a network of people they can tap and resources to pull together.
There are a lot of designers who think they understand technology and a lot of technology guys who think they understand design. But to put them together and make it robust and repeatable for the mass market? It's an art.
I have not seen a true grounds-up revolution from a bunch of companies getting together. It takes one company to put it together, then people draft off of that, but they don't build it top to bottom with a specific vision.
You need to set near-term milestones. Put the assumptions down on paper, and make it to your vision or ultimate product. Your team has to understand where they're going. Your partners need to understand where they're going.
Learn by doing. Learn through experiences. And this goes back to Steve Jobs' thing - which is the way you open up your knowledge of the world is by discovering it and learning about it, not through books, but by being there.
No amount of data will tell you if a feature should be in the product, because it doesn't exist. You need to have a very clear leader with a clear point of view... otherwise, you get a mishmash of features and stuff that doesn't make a lot of sense.