Successful collaboration, in your mind, could be that your opinion is the most valuable and becomes the prevailing sort of direction. That's not collaborating.

I am very aware that I'm the product of growing up in England and the tradition of designing and making, of England industrialising first.

The benefit of hindsight is we only really talk about those things that did work out.

If doing anything new, you're very used to having insurmountable obstacles.

The iPhone was broadly dismissed. The iPod was broadly dismissed. The iPad was probably more copiously written off as a large iPod.

Deep in the culture of Apple is this sense and understanding of design, developing, and making. Form and the material and process - they are beautifully intertwined - completely connected.

Our goal is simple objects, objects that you can't imagine any other way.

The form of computers has never been important, with speed and performance being the only things that mattered.

When we started work on the iPhone, the motivation there was we all pretty much couldn't stand our phones, and we wanted a better phone.

It's important to remember that Britain was the first country to industrialize, so I think there's a strong argument to say this is where my profession was founded.

Even in high school, I was keenly aware of this remarkable tradition that the U.K. had of designing and making.

When something's made in the smallest volume - as a one-off couture piece - or in large quantities, deep care is critical to determine authentic, successful design and, ultimately, manufacture.

It's easy to think that craft can't change but important to remember that all craft process was at some point new, at some point challenged convention - not to be contrary, but enabled by some breakthrough, some newly discovered principle, or sometimes some wonderful accident.

Manufactured objects testify to who made them; they describe values.

It's great if you can find what you love to do. Finding it is one thing, but then to be able to practise that and be preoccupied with that is another.

Our goal is to desperately make the best products we can. We're not naive. We trust that if we're successful and we make good products, that people will like them. And we trust that if people like them, they'll buy them. And we figured out the operation and we're effective. We know what we're doing, so we'll make money, but it's a consequence.

There are 9 rejected ideas for every idea that works.

Apple's Industrial Design team is harder to get into than the Illuminati, and part of the reason is because no one leaves. In the last 15 years, not one of the 18 designers has ditched Apple for greener pastures.

If something is not good enough, stop doing it.

There is a clear goal and it isn't to make money. The goal is to desperately try to make the best products we can. We are not naive - if you trust it, people like it, they buy it and we make money. This is a consequence.

Make each product the best it can be. Focus on form and materials. What we don't include is as important as what we do include.

One thing most people don't know is that Steve Jobs is an exceptional designer.

Apple's goal isn't to make money. Our goal is to design and develop and bring to market good products.

Perhaps I'd like to design cars, but I don't think I'd be much good at it.