Jobs worked hard to foster a culture of collaboration at Apple. 但他却着力在公司内部营造出一种合作的文化。

Many companies pride themselves on having few meetings. 很多公司都在力求减少会议。

Jobs had many: an executive staff session every Monday, 乔布斯却独独相反：每周一是高管会议、

a marketing strategy session all Wednesday afternoon, and endless product review sessions. 每周三下午要开营销战略会议，此外还有无数的产品评论会。

Still allergic to PowerPoints and formal presentations, 他不喜欢用PPT，也不喜欢正式的讲话，

he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. 他坚持让所有参会者一起讨论问题，利用各方优势，听取不同部门的观点。

Because he believed that Apple's great advantage was its integration of the whole widget -- from design to hardware to software to content, 因为他坚信，苹果公司的一个巨大优势就是各类资源的整合，从设计、硬件、软件，直到内容。

he wanted all departments at the company to work together in parallel. 他希望公司的所有部门都能够并行合作。

The phrases he used were "deep collaboration" and "concurrent engineering." 他把这称为“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，一个产品的开发过程并不是像流水线一样先从工程到设计，

to manufacturing to marketing and distribution, these various departments collaborated simultaneously. 再到营销，最后分销，相反，这些部门是同时进行工作的。

"Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. “我们的方针就是开发髙度整合的产品，这也意味着我们的生产过程也必须是整合和协作完成的。”乔布斯说。