A smaller team can operate with greater efficiency and clarity of vision, which is why Apple can achieve so much with fewer designers.

If everyone believes in the same mission, there's less conflict, and people can organically move in the right direction with less organization. I initially tried to have no structure at all at Y Combinator, but that approach fell apart quickly as we grew beyond ten people.

At Apple, the culture is about constantly asking how to make things better, which is infused in every aspect of the company.

Writing down how and why things are done in the company is essential for maintaining clarity and consistency as the team grows.

The concept of treating a company like a sports team, where the focus is on winning and solving problems, is more functional than viewing it as a family.

Steve Jobs exemplified the importance of a strong vision in product development, making decisive choices that shaped Apple's culture and product direction.

Alignment is key to maintaining productivity in a growing company. If everyone is not on the same page regarding priorities, productivity suffers. A clear roadmap and goals for the next few months or year are essential for keeping the team aligned.

As companies scale, maintaining a sense of autonomy within teams is vital to prevent them from feeling like a monolithic organization.

When you're small, the strategies that help you move fast can slow you down later. For example, subdividing a company into many divisions can create a culture where everyone does everything, but it can lead to chaos and lack of direction.