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本文為WIRED UK「Jonathan Ive: Apple’s goal isn’t to make money」一文的翻譯,作者為Olivia Solon。

在英國大使館的創意首腦會議上,Apple工業設計。部門資深副總裁Jonathan Ive表示,Apple的目的並不是賺錢,而是製造出好的產品。

“We are really pleased with our revenues but our goal isn’t to make money. It sounds a little flippant, but it’s the truth. Our goal and what makes us excited is to make great products. If we are successful people will like them and if we are operationally competent, we will make money,”

我們非常滿意我們的收益,不過我麼的目標並不是賺錢。這聽起來有點輕率,不過真的就是這樣。我們的目標,以及能讓我們感到興奮的,是製造出最棒的產品。如果我們成功了,人們就會喜歡它,再加上如果我們能妥善地營運,我們就能夠賺錢。

他解釋著在90年代,當Apple非常接近破產邊緣時的情況:

“you learn a lot about vital corporations through non-vital corporations”

你可以透過許多與企業不相關的事,了解到許多與企業經營至關重要的細節。

當Steve Jobs在1997年回到公司時,他關注的並不是獲利。

“His observation was that the products weren’t good enough. His resolve was to make better products.”

他關心的,是產品是否夠好。他決定做出更棒的產品。

這個方法,與其他試圖拯救公司的人完全不同。一般人會首先將重點擺在縮減成本以及產生利潤上。

“I refute that design is important. Design is a prerequisite. Good design — innovation — is really hard,”

We say no to a lot of things that we want to do and are intrigued by so that we only work on a manageable amount of products and can invest an incredible amount of care on each of them.”

我反對「設計是重要的」這個概念。設計應該是必備的,而好的設計,或是創新,真的非常地困難。

我們對於許多我們想做的事,以及許多令我們著迷的事說了「不」,讓我們只專注在可控管數量以內的產品,並對每項產品投下了極大量的關注。

Ive在解釋如何能一邊成為工匠,同時以紀律與專注成為大量生產的製造者時如此地敘述。他同時也提及,在工業革命時期以反對大量生產著名的藝術家Augustus Pugin:

“Pugin felt there was a godlessness in making things in volume. He was completely wrong. You can make one chair carelessly, thoughtlessly, that is valueless. Or you can make a phone [that will eventually go on to be mass produced] and invest so many years of care and have so many people so driven to make the very best phone way beyond any sort of functional imperative that there is incredible value.”

Pugin認為大量生產物品是邪惡的,他完全錯了。你可以漫不經心、輕率隨便地製造出一張椅子,但是這張椅子沒有任何價值。不過,你也可以投注許多年的關注,讓無數人拼命地製造出非常非常棒,遠遠超過在任何功能面必要之上的手機,而這樣的東西,就會非常地有價值。

 

“Really great design is hard. Good is the enemy of great. Competent design is not too much of a stretch. But if you are trying to do something new, you have challenges on so many axes.”

真正偉大的設計是很困難的。好的設計是偉大的設計的敵人。能滿足需求的設計並沒有多大的伸展空間。但是如果試著做些新的東西,你就能在許多面向中找到各式各樣的挑戰。

 Ive接著敘述,他無法描述自己仍然感覺自己是創作過程一部分的興奮之情:

 “To me I still think it’s remarkable that at a point in time on a Tuesday afternoon there isn’t an idea and then suddenly later on there is an idea. Invariably they start as a tentative, barely-formed thought that becomes a conversation between a couple of people.”

 對我來說,我仍然覺得非常地了不起,當在某個週二下午,腦袋空空的時候,突然有了個概念。而這個概念,往往會開始構成一個模糊的構想,並成為幾個人之間的對話。

在這之後,Apple會開始打造原型來將概念表現出來。在此時,概念有了「最不可思議的轉變」。

“You go from something tentative and exclusive to something tangible and — by nature of it being a thing — a table of people can sit around it and start to understand it; it becomes inclusive and it galvanises and points to a direction for effort.”

你將某個試驗性、獨有的東西,變成了一個有形的事物。這個事物的本質,就如同一張可以讓人圍坐,並且開始試著去理解的桌子。它開始變的能與他人共享,並且能激勵大家,同時指出該去努力的方向。

 Ive最後以Apple著名的「我們不做市場調查。」這句話作結:

“It will guarantee mediocrity and will only work out whether you are going to offend anyone.” 

這只會保證平庸,而且只能得知是否會得罪某些人。

Ive說,設計師的責任是在了解潛在的機會,並且熟悉、精通那些可用於創造適合那些機會的產品所需的科技。 

via Jonathan Ive/ Apple’s goal isn’t to make money (Wired UK)