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Despite his autocratic nature -- he never worshipped at the altar of consensus
雖然喬布斯天性獨裁專制，從不寄望于共識，
Jobs worked hard to foster a culture of collaboration at Apple.
但他卻著力在公司內部營造出一種合作的文化。
Many companies pride themselves on having few meetings.
很多公司都在力求減少會議。
Jobs had many: an executive staff session every Monday,
喬布斯卻獨獨相反：每周一是高管會議、
a marketing strategy session all Wednesday afternoon, and endless product review sessions.
每周三下午要開營銷戰略會議，此外還有無數的產品評論會。
Still allergic to PowerPoints and formal presentations,
他不喜歡用PPT，也不喜歡正式的講話，
he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments.
他堅持讓所有參會者一起討論問題，利用各方優勢，聽取不同部門的觀點。
Because he believed that Apple's great advantage was its integration of the whole widget -- from design to hardware to software to content,
因為他堅信，蘋果公司的一個巨大優勢就是各類資源的整合，從設計、硬件、軟件，直到內容。
he wanted all departments at the company to work together in parallel.
他希望公司的所有部門都能夠并行合作。
The phrases he used were "deep collaboration" and "concurrent engineering."
他把這稱為“深度合作”和“并行工程”。
Instead of a development process in which a product would be passed sequentially from engineering to design
所以，一個產品的開發過程并不是像流水線一樣先從工程到設計，
to manufacturing to marketing and distribution, these various departments collaborated simultaneously.
再到營銷，最后分銷，相反，這些部門是同時進行工作的。
"Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said.
“我們的方針就是開發髙度整合的產品，這也意味著我們的生產過程也必須是整合和協作完成的。”喬布斯說。
