Category: Branding

This Swede is going to bring the concept of branding back home with her

When I began my education in Sweden back in 2011, I was determined that my upcoming Bachelor’s degree in Media and Communication would open the doors for a career within journalism. As a person who loves to tell stories I had decided that I could pursue a career in storytelling, and a journalist would be the perfect occupation.

At least that’s what I thought.

Before I got to the US I hadn’t quite encountered the term “branding.” Compared to the Swedish brand and advertising industry, the term “branding” is more visible here in the U.S. It’s not that Swedes don’t work with branding – in fact, it’s the other way around. A lot of agencies describe branding in their work, but they never use the term. They describe their way of working with strategies, storytelling and relationships, but very few link those processes to branding. That’s a shame in my opinion, since the term includes all those components in one simple, single expression. Swedes are very good at bringing English words into the Swedish vocabulary, yet letting them keep their English spelling and/or pronunciation (possibly due to the fact that many languages descend from Latin, but let’s leave that for now). My point is, Swedish professionals within this industry should become more aware of the fact that they are working with b-r-a-n-d-i-n-g, and include the term in their work.

So what contributes to the fact that branding isn’t as in the spotlight in Sweden as it is in the U.S.?

Well, one thing I’ve noticed – and remember that these are only my own reflections – is that Swedes are still very into PR. Over the last couple of years, plenty of new and hip PR agencies has popped up over our oblong country and a lot of youths in the beginning of their 20’s are aiming for a career within this field and marketing as well.

Fair enough, it makes sense, considering that it’s more crucial than ever to be seen and noticed in the world of brands. It’s understandable that companies need the help from advertising and PR agencies in order to get their message out there. But it’s also extremely crucial that both parties understand the importance in telling the brand’s story and that every campaign and move should be a part of the bigger picture.

Sweden is a small country and is very much influenced by the U.S., especially when it comes to pop culture. We watch the same sitcoms, listen to the same artists and get inspired by various viral phenomenon (like the rest of the world.) And no matter how much I love my home country, there are a few things I’ve learned here that I wish to see more of in a Swedish brand and advertising industry. Like the innovative and provocative way of storytelling, the absence of the Law of Jante* and how distinctiveness plays a huge part in the working process.

As I mentioned in the beginning, I love telling stories.
But as you might understand at this point, I’m no longer aiming to become a journalist. At all.

When I’m going back to Sweden, I’m going to make people within the Swedish industry more aware of the branding concept, and I’m aiming to become a skillful brand strategist and make the term more visible.

Because the story behind branding is a story I believe in.

 

*The Law of Jante is a negative concept within the Swedish society and describes a condescending attitude towards individuality and success. It’s a mentality that de-emphasizes individual effort and places all emphasis on the collective, while discouraging those who stand out as achievers. Basically, individuals are not to think they’re special or better than anyone else.

Who are you when no one is watching?

We pass a lot of people everyday: on the bus, in the streets, at work. We are all there and we are all going somewhere. And how we look, how we dress and how we act say so many things about us. Do you sigh when you have to wait in line to get on the bus? Do you run toward the street to catch the green light? Do you smile and thank the person holding the door for you?

Small factors like these can reveal something about us for our beholders and without us even noticing, these people create assumptions about us as they observe us. A person who sighs in line is bored, a person who runs toward the street is stressed and a person who smiles and says thanks is nice.

Our actions, together with our expressions and looks, create who we are.
They create our personal brand.

Many of us aren’t aware of this. We might not think about ourselves in this way, but the truth is, in every minute of the day, we are branding ourselves. From the moment we wake up, until the moment we fall asleep. In all of the things we do, we are communicating something about ourselves and we are creating an image of ourselves for other people to interpret.

This is why I’m interested in branding. Branding isn’t just about getting a message out there. It’s not marketing, it’s not advertising and it’s not public relations. It’s so much more and it’s goes so much deeper. Branding is about finding the core – the soul – of something and be sure every small detail related to that core is coherent with the brand, regardless if it’s your own personal brand or your company’s.

Branding is about creating a long-term relationship, because branding strives after telling the truth and be consistent to the brand. Your friends and beloved ones didn’t choose you because you told them what a great person you are (marketing), because someone else told them what a great person you are (public relations) or because you been shouting out in public what a great person you are (advertising).

They have chosen you because you are that great person in your own special way.

With all the different voices shouting out their messages together with their brands in today’s society, it’s easy to get lost. I mean, think about it, how many of us haven’t been lost teenagers who tried to be “just like everyone else” or felt that something was the right thing do to “because everyone else is doing it?” As we grow up and find ourselves along the way, we realize what’s most important.

It’s not about what everyone else is doing,
It’s about being true to ourselves in everything we do.

I’ve thought about what I wish for my brand to be. Have you thought about yours?

Look at yourself. If you can.

Posted by:
Tate Linden

Yep. Look at yourself. Closely.

But not yet.

I’ve got three very simple questions for you to answer, and a single simple restriction. Here are the questions you’ll answer:

  1. Based on what you see now with your own eyes, How many more creases appear on your forehead when you change from slightly raised eyebrows to raising them as high as you can?
  2. Based on what you see now with your own eyes, do you think that you’ve got an attractive face?
  3. Based on what you see now with your own eyes, do other people think you’ve got an attractive face?

And here’s the simple restriction:

  • You cannot use anything other than your own eyes to determine the answers to the questions. So, no reflective surfaces, cameras, objects of any kind, or other people to aid you in your task.
Alright. Now you can look.
…Great. Now let’s review our answers.
First Question: What’s my crease differential?
I’m guessing that your answer (if you have one) was a guess based on what you remember from the last time you raised your eyebrows in the mirror or an estimate you arrived at by using your hand to search out creases – which would be cheating. The answer, best I can tell, is unknowable. Though it may be possible to guess, it cannot be confirmed without breaking the rules in some way. Reliance on something other than your own sight at that moment is a requirement. (Readers who are blind, use Botox, don’t have eyebrows, or are somehow able to remove their own eyeballs from their sockets to look at their own face are disqualified due to my lack of foresight in formulating this question and my unwillingness to spend time coming up with a better example.)
First Insight: You can’t see yourself without external assistance
Second Question: Is my face attractive?
The only things you’re likely to see on your own face with your own eyes are your nose, eyelashes, lips (if you pooch them out,) cheeks or facial hair if you’ve got any. With this very limited set of information, most of which is out of focus due to extreme proximity, and which doesn’t give you a sense of how the pieces actually work together, is it actually possible to make a reasonable judgement as to attractiveness? Using your own eyes, you can see other faces and judge their attractiveness, but when you turn those same eyes on yourself you don’t have the perspective and distance you need to make an informed judgement.
Second Insight: The parts of yourself that you can see are too close to make sense of.
Third Question: Do others find my face attractive?
Well, if someone was there to look at your face and you were to look at them you might get an inkling, but that’s against the rules. We know from the previous question that we have the ability to see and judge others attractiveness, so it stands to reason that they can judge the same for us. So, it’s possible that others could find it attractive, but in our restricted question environment we don’t know whether they actually do.
Third Insight – Part One: Others can see you better than you can see yourself
But there’s more to the question here. Once we establish that others see us better than we see ourselves, how do we get to know what they actually think? It’s harder than you might imagine. They have the ability to see us and to determine for themselves whether or not we are attractive, but there’s no verifiable way to get at that information. We could end the hypothetical restrictions and ask them, cajole them, or torture them for the answer and still we wouldn’t actually have proof. There are countless reasons why someone would think one thing and say something else, and there’s no way to be absolutely sure when one of those reasons in play. They could easily be trying to spare your feelings, trying to make themselves look good, trying to hide the fact that they’re attracted to you, or trying to give you the answer they think you want.
Complicating matters further, those who offer you their insights may not even know their own intent. Neuroscientists have shown that intent forms after we have begun execution of an action, so the person telling you whether or not you’re attractive A) may intentionally not be telling you the truth, and B) may be unintentionally not telling you the truth because they haven’t figured out why they’re doing what they’re doing yet.
Third Insight – Part Two: You’ll never truly understand what others see or think by asking them directly. 
Now let’s take these insights and see if they apply to organisms larger than ourselves, like, say, an organization.
One: Organizations can’t see themselves without external assistance.
Two: The parts of themselves that organizations can see are too close to make sense of.
Three.1: Those outside the organization are better able to evaluate the organization than those within it.
Three.2: The thoughts of those outside the organization cannot be understood by asking for them directly.
End result? We can’t see ourselves, and we can’t be sure if what others tell us is true.
I’d argue that these hold true for every entity in which the evaluators are an integral part of the thing being evaluated. They can’t see it well enough to figure out how it relates to the rest of the world, and they can’t trust the responses of others when they ask for opinions.
Anyone out there think they know how to solve the problem? (We’ve got an answer, but I’d love to know what others have come up with.)

Industry specialization: Great! Until maybe it isn’t.

When people are free to do as they please, they usually imitate each other.
–Eric Hoffer 

Posted by:
Tate Linden

We’re frequently asked by prospective clients whether or not we’re specialists in particular industries such as healthcare or technology. The answer is that we’re not. And we don’t ever intend to be. While this sort of specialization was intriguing to us in the early days at Stokefire’s, we ultimately decided it would be better for our clients (and thus our long-term success) to go in a different direction.

I acknowledge that this decision seems to run counter to the traditional wisdom given to businesses of all types. And I’m good with that.

I can’t argue that industry specialization is universally bad. Far from it. It’s a critical ingredient in successful financially oriented businesses, such as auditing and investment banking. Even if the entire organization doesn’t specialize, employers retain industry experts that lend credence to an organization’s findings. Similarly, Stokefire employs or contracts with specialists to handle behind-the-scenes jobs that require specific training and experience, such as certain illustration styles, animation, or programming. Each of these is an industry of sorts. (No one, least of all me, wants to see what would happen if I tried to do this stuff by myself.)

I’ll also grant that, for the vast majority of organizations, industry specialization may actually be a good plan. But my reasons are something you probably won’t like.

As Jean Marie Caragher suggests in her article for AICPA, industry specialization includes benefits like high profitability, economical marketing, easily identified prospects and competition, fewer geographical barriers, prestige, increased knowledge of clients, and more. Studies (including this one by Craswell, Francis, and Taylor in 1995) find a link between industry specialization and the ability to charge more for the same services.

With a list like that, it’s hard to imagine why anyone wouldn’t jump on board.

Put yourself in a client’s shoes for a moment and reread the list from their perspective. How many of the benefits help them? One could argue that industry experience helps projects run more smoothly, allows for common tasks to be done very quickly, and increases confidence that the work will meet industry standards. For accounting or other services that aren’t traditionally visible to the client’s target market it makes a lot of sense.

But what happens when the industry specialist’s work is front-and-center rather than hidden under layers of organizational process? What happens when it’s a branding, marketing, or advertising organization that decides to focus on a single industry? What happens when it’s the essence of who you are and what makes you the best in your industry that is crafted by an industry specialist?

Put on the client’s shoes again, if you would (this time as a client of an agency.) All the stuff that was desirable in the back-office is now questionable at best. Sure, the agency knows your competition, and may have even worked for them. But what does it say about the quality and importance of that work (or the ethics of the organization’s leaders) that they’re willing to immediately sell the same services to you? How could they avoid contaminating the guidance they give you with information gained from private meetings with your competitors? And if they share this information with you (overtly or not,) what would stop them from sharing your secrets?

Regardless of how they may position themselves, industry specialists serving most audiences are limited in the concepts that they can bring to you, since if they were to propose a concept that actually pulled market share from another client they might be liable for damages. An agency that gets a reputation for selling out its clients is an agency that won’t have that problem for long.

So, to my way of thinking, a creative agency that farms a single industry either doesn’t believe their work has the ability to materially change the fortunes of its clients (and thus can sell to direct competitors without worrying about conflicts of interest), or they don’t care that each new contract they get in their industry is likely to devalue the work they’ve done for others.

That’s why Stokefire doesn’t go in for industry specialization. When given the freedom to do great work for our clients we’ve enabled new industries and reshuffled old ones. To then go back to all the competitors our work has marginalized or impeded and say, “See what we did for XYZ Co? If you want to stand a chance against them then you’d better hire us.” is lacking in scruples even if it might make short-term business sense. (It’s not all about morality, though. Another reason we don’t do it is that many of our larger or more strategically-minded clients pay a premium to ensure we won’t work in their field for a period of time following our project on their behalf.)

I’ll again grant you that industry specialists may work faster or more efficiently, and that these qualities have the potential to result in lower over-all costs since they’re not billing as many research and administrative hours. I’ll even grant you that it’s a helluva lot easier to run a profitable agency that specializes in one industry. But I can’t seem to connect either of these with the sorts of outcomes creative work is capable of achieving or that clients actually need.

To those consultants who espouse industry specialization for creative agencies, and to those agencies that farm single industries for profit, I ask you this: How does your industry focus tangibly improve outcomes for your stable of competitive clients?

Anyone willing to venture in and share their contrasting views?

Cows! And Also the Secret to RFP Success.

I’ve been hearing from my peers in the branding and advertising industries that they’re getting invited to participate in many more RFPs, and that this is a sign that the economy is recovering. But I’m also hearing from them weeks later that they aren’t winning when they submit responses. Some firms are pushing three to five proposals per week out the door and only getting a nibble once or twice a month. Many respected and competent firms complain that the RFP process is flawed, and quite a few refuse to respond to requests for proposals entirely since most decisions seem to be made purely on price or back room handshakes.

I spent about a decade working for other people before opening up my own shop, and remember the constant pressure to get responses out the door. The bosses played the numbers, knowing that we’d land 8 to 12 percent of the opportunities, focusing our efforts on increasing the number of fish in the pond rather than becoming better fishermen. We used databases of canned responses and lightly customized them for fit. I recall numerous times where the final proof-reader, so tired from reading the same damn material on every single proposal, glossed over an instance where the wrong client name or industry example ended up being sent along. It upset leadership, but they still invariably valued increased RFP response volume over increased customization, believing that if we could just get into the final group we’d take the time to get it right. And when we did get into the pitch group most of my bosses did a good job closing the deal. We may have only landed about 10 percent of the RFPs overall, but when invited to pitch our success rate went up to about 40% – and that’s where the leaders focused.

As Stokefire approaches our ninth year in business I look back at a client list that includes Google, Motorola, Heinz, Charles Schwab, The US Department of Defense and hundreds of other worthy organizations, and realize that if I’d followed the tactics I’d been exposed to earlier I’d probably have landed about 10 percent of what we’ve gotten. And that’s where I was headed until something momentous happened.

About five years ago (prior to landing our first globally recognized client) a huge prospective client took me aside and said something like, “Look, man. You’re good. Very, very good. The fact that your four person firm has made it to the final four out of 128 agencies we considered should indicate that you’ve got something special. You brought up all sorts of insights and issues about the deliverables we asked for that proved you understood what we needed more deeply than anyone else. And then you lost your courage, and checked off every box on your RFP response and committed to delivering exactly what we asked for anyhow. And that’s the problem here. You have to admit, no matter how insightful you are, you can’t possibly deliver exactly what we’re asking for better than a nationally known firm a thousand times your size. And even if you could, the board members of a public company aren’t going to take a risk on an unknown like you . The only way I would ever get their approval to hire you is if you’d stuck by your guns and refused to give us what we asked for, and instead insisted on giving us what we need.”

There’s some serious paraphrasing going on there, but I believe I’m being faithful to his theme. It was a two hour conversation with a leader of a multi-billion dollar organization. And he so wanted to hire us that he not only took the time to tell us why he couldn’t, but to teach me how I could earn his business the next time he was in need as well. The last thing he said was that he was looking forward to working with us down the road.

No, he still hasn’t called us back (which would make this a much better story, I know) but we took his lesson to heart.

Today we respond to only a small fraction of the RFPs we receive. It’s not that we don’t believe in the process. In fact, it’s the opposite. We use the RFP process as a screening process to ensure that we’re actually a good fit for the client and opportunity. Our job as a branding and advertising consultancy isn’t to answer the questions and accede to the demands made in RFPs, it’s to figure out what’s behind the questions and demands, and ensure that the stuff in the RFP actually has the potential to get the results the client really wants, if they want anything at all. The RFPs we tend to respond to are the ones where we can prove there’s disconnect between what’s being asked for and the results they’re likely to get from the investment.

When a client knows exactly what they need and how best to get it, then my firm is like just another lowing cow lost among the herd, hoping that today it’ll be our milk in the pail the farmer brings to his own family. All the respondents are checking all the boxes provided. It’s like cows jostling and mooing – “You want milk? Well, I make milk. Let’s do this!” and “Me toooooo! Look how milky my milk is. It’s the very definition of what you’ve asked for! Why go anywhere else?”

How the Hell is the farmer supposed to choose when every cow can provide the requested services at the required levels?

When a prospective client requests a proposal they provide a structure for response so that each can be evaluated in parallel. The farmer says he wants milk, so he ensures that he only considers solutions that get him what he says he wants. Cows, goats, sheep, are the likely candidates. If he gets really creative he might consider almond, soy or rice milk – and feel all the more insightful for it. But what isn’t up for discussion – and is rarely even mentioned in an RFP process – is why the desired product or service is needed, and why the solutions outlined in the RFP are the best way to meet the need.

Stokefire doesn’t make milk. Real nor imagined. We figure out why the farmer says he needs it for his family, then determine if milk is the best product for the job. If it is? We go on our way – there are plenty of lowing cows ready to compete for his attention and give him what he asks for. If we find that the farmer’s real need is better served by something other than the proverbial milk? That’s when we invest the considerable time and effort crafting a response to an RFP – one that cannot be compared to anything else under consideration because it addresses the needed results rather than the ‘required’ methods and steps that have little chance of getting the farmer what he wants, and an even lesser chance of landing us the job.

The key to successful RFP responses isn’t getting the answers right. It’s having the courage and insight to modify the assumptions, questions, and rules so that the original request becomes irrelevant. Sure, the farmer said he wanted to bring milk back to his family, and there are millions of cows able to give him that milk. But what if you learned that the entire family was lactose intolerant, or that he was using it to fill his swimming pool at the rate of one bucket per day, or to clean the mirrors in his house? In each case, the best response wouldn’t be to fill the stated request and follow the process, it’d be to find a product better suited to the requirements.

Those uses may seem obviously wrong, but put in the context of what we see on branding RFPs are actually pretty reasonable. We’ve seen RFPs requesting logos that increase customer loyalty, demanding reuse of previously used campaigns for increased results without creative expense, and asking for a rebrand intended make a highly visible company scandal go away. These and many other RFPs got dozens of responses that checked every box. We didn’t check a single box for any of them. We couldn’t deliver what they asked for so we responded to the RFP we believed they should’ve written.

And we won.

Does it work every time? Absolutely not. About 10% of the time it doesn’t work and we fail to change the prospect’s perspective. About 5% of the time it doesn’t just fail, it fails spectacularly. If it was that farmer’s RFP, he’d grab his shotgun and unload both barrels into our chest. Then he’d tell us we didn’t get the job.

As bad as it sounds, I know from experience that being screamed at by prospective clients for having the nerve to challenge their assumptions is survivable. And it’s led to some wonderful client relationships months or years later, when the prospect has tried it their way and we have the, “You know, funny thing about that pitch you made…” conversation. It helps to keep that result in mind when resisting the urge to wipe their spittle from your eyebrows during the pitch.

If you’re not willing to take the risks needed to achieve results, but still blame the system itself rather than your ability to use it to your advantage? I’ve got no problem with that. In fact, I’ll even help. There’s a word you can repeat in your mind as a mantra that will ensure you always deliver fully compliant responses to RFPs. It’s easy to remember, and oddly comforting, too.

Say it with me…

“MoooOOOooooo.”

No Consensus on Thatcher

 

Posted by:
Tate Linden

Back in 2011, while railing against the tendency to settle for ‘non-objectionable’ over ‘highly effective’ brands, I cited a portion of this quote from the (then living) Prime Minister:

To me consensus seems to be —the process of abandoning all beliefs, principles, values and policies in search of something in which no-one believes, but to which no-one objects. —the process of avoiding the very issues that have to be solved, merely because you cannot get agreement on the way ahead.

What great cause would have been fought and won under the banner “I stand for consensus”?

Those are some exceptionally important words to me, and to the organization I’ve built. I reference them at nearly every speaking engagement and each new client briefing because they’re equally applicable to the fields of branding and design.

And today they seem even more relevant and true. Today there’s a new lack of consensus. Thatcher’s passing earlier this week has been simultaneously marked by loyal praise and passionate derision from those impacted by her efforts. She is now either loved or reviled by the masses for the things she held most dear and the controversial steps she took to effectively defend those things.

I can’t imagine that she would find this particularly upsetting. Thatcher didn’t stand for consensus; she stood for her convictions. And the United Kingdom as a whole and the world at large are stronger for it.

The lesson? As goes politics, so goes branding. Address the issues, don’t avoid them. Or do. After all, it’s only the wellbeing of your organization and its people at stake.

The Thingnamer Sleeps With Clients?

No. I don’t.

But I’ve been asked if I do with some regularity, and while it’s all in fun (I hope,) I find that when I ask other creatives if they get similar lines of questioning their answer has always been something like, “No. But I gotta ask, dude…  ARE you?”

During the unveiling of a new ID kit for a husband and wife business team just this week I was again asked if I’d gotten a concept by sleeping with a spouse. And it was the wife asking if I was sleeping with her husband.

So, I’ve got that going for me.

Two things seem to consistently precipitate the question. First, we have a stable of improbably big clients that no one can figure out how we land. And second, our work tends to communicate an intimate understanding of our clients – as though we might’ve gotten the idea from pillow-talk.

Regarding our ability to land clients, I’m not sure exactly what Stokefire’s success rate is on pitches now, but I’m guessing it hovers around 80%. A couple years ago we were over 90%. But, as fun as sleeping my way to profits might be, I’m pretty sure I’d be a lot less successful using any organ other than my brain to close deals. Our secret is that we only go after projects and clients that we know (and can prove) we’re ideally suited for. Sure, we might win more business overall if we went after everything put in front of us, but the wasted strategic effort and insight is something that I can’t stomach. We put a huge amount of effort into our proposals, so I don’t like to see them go to waste.

As for sleeping with clients to get better creative concepts? I’ve never tried it. I get results by putting the client under seriously uncomfortable pressure while I’m building their brand. I challenge their stated beliefs and test their commitment to their principles. It’s like Seraph from The Matrix Reloaded said, “You do not truly know someone until you fight them.”  Every one of our break-out successes on behalf of clients has come from pushing past what they said they wanted to expose a deeper truth that they couldn’t previously express or were perhaps even trying to hide. We build the brand on that newly exposed, raw, and unchanging truth so that regardless of what challenges lay ahead for our clients, the brand’s foundation will remain strong and stable enough to surpass them.

Great branding work does require intimacy, but only in a pants-on kind of way.

So, no, I did not have sexual relations with that client.

No.

Dearest potential applicant:

In our eight year history we’ve never brought on a single intern nor employee who started their cover letter with “Dear Sirs” or “To Whom it May Concern,” and then perhaps followed it with body copy that could just as well introduce someone trying to break into the laundromat business, or maybe rocket science.

The unofficial policy doesn’t hit home for you? Consider what it would be like if a purportedly reputable organization was staffed by people so lazy that instead of taking the time to understand and address each applicant individually, they just posted a blanket rejection statement on their blog and left it at that.

Searching for Steve Jobs’s “Dent In The Universe.”

Posted by: Tate Linden

Did Jobs make a dent in the universe? Damned if I know. Frankly, I can’t find a place far enough back to see for sure.

“We’re here to put a dent in the universe. Otherwise why else even be here?”
– Attributed to Steve Jobs

Actually, Jobs probably didn’t say that. At least the real one didn’t. Noah Wylie said this exact line in The Pirates of Silicon Valley while playing Jobs in a made-for-TV movie. Martin Burke (the director of the movie) admitted that he never actually interviewed Jobs, though he did “have two or more sources that verify each scene” which means that all he knows is that something like that happened, but not what was really said. Even wikiquote lists it as unsourced.

Noted leadership expert (and author of Organizing Genius) Dr. Warren Bennis (or perhaps his coauthor, Patricia Ward Biederman) hedged, writing in 1996,

To echo Steve Jobs, whose Great Group at Apple created the Macintosh, each of these groups “put a dent in the universe.”

Dr. Bennis uses the phrase again twice in 1997 in the same interview with David Gergen in reference to the ideas discussed in Organizing Genius and in another interview in 1998 Dr. Bennis is back to loosely referencing Jobs’s denting.

Jump forward to 2001 and Philip Elmer-Dewitt also uses it twice in an article for Time Magazine:

He loved to tell his designers that the computer they were building — with its icons, its pull-down menus and its mouse — would not only change the world, but also “put a dent in the universe.”

In the future, says Levy, “we will cross the line between substance and cyberspace with increasing frequency, and think nothing of it.” That’s what Jobs would call a dent in the universe.

Upon his death we see the likes of Macworld and Discovery News cite the quote and reference a Time Magazine article that doesn’t say anything about the context or timing.

But it’s Playboy, of all the publishers in the world, that comes through  and actually finds Jobs’s dent under a pile of 15,000 words in an interview he gave way back in 1985. Jobs says,

At Apple, people are putting in 18-hour days. We attract a different type of person‐‑a person who doesn’t want to wait five or ten years to have someone take a giant risk on him or her. Someone who really wants to get in a little over his head and make a little dent in the universe.

So, while I can’t confirm that he made a dent in the universe, nor that Noah Wylie was quoting him directly with his often referenced script reading, it’s probably safe to assume that Jobs was at least thinking about the issues.

What bugs me more than the way this quote has grown from something he did say into something that he likely didn’t is the fact that he would think of it at all. For a man that smart and talented to choose a sledgehammer as his tool of choice seems… wrong. A dent gets stuffed with Bondo and buffed out. Pretty sure he didn’t actually want that to happen. Maybe I’ll look into it in my next post if there’s interest from the (possibly dented) world-at-large.

 



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