At the end of the meeting, I again urged Steve to rethink Apple's existing design process and the way it placed designers at the mercy of engineering. I told him that, in my opinion, Apple needed one design leader and one team reporting directly to him, and design had to be involved years ahead of any actual product development in Apple's strategic planning. With that framework in place, Apple could project new technologies and consumer interactions for years ahead, which would help avoid shortsighted ad-hoc developments.
Steve reluctantly promised that if frog won the competition, design would take a top position at Apple and report directly to him. I left his office that day feeling motivated and inspired, but also quite aware of the challenge we were taking on. My brief experience at Apple had convinced me that neither its division managers nor its designers would accept this change without a fight, and Steve had assured me the battle would be mine to win. Naturally, there were some points where we disagreed--Steve believed that "one insanely great product" would define Apple, whereas I insisted that Apple needed a comprehensive strategy that could generate a line of great products. But we launched a pivotal collaboration that day, creating what would become one of the most successful and influential designer/entrepreneur alliances in the history of consumer technology.
