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The Laws of Simplicity
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#856899 06/06/06
Graphic designer, visual artist, and computer scientist
John Maeda is the founder of the SIMPLICITY
Consortium at the MIT Media Lab, where he is E. Rudge
and Nancy Allen Professor of Media Arts and Sciences.
His work has been exhibited in Tokyo, New York,
London, and Paris and is in the permanent collections of
the Smithsonian Institution’s Cooper-Hewitt National
Design Museum, the San Francisco Museum of Modern
Art, and the Museum of Modern Art in New York City.
He is the recipient of many awards, including the
Smithsonian’s National Design Award in the United
States of America, the Raymond Loewy Foundation
Prize in Germany, and the Mainichi Design Prize in
Japan. Maeda is the author of Design by Numbers (MIT
Press, 1999).
Simplicity: Design, Technology, Business, Life series
the laws of
SIM PLI CIT Y
John Maeda
THE LAWS OF SIMPLICITY
MAEDA
DESIGN, TECHNOLOGY, BUSINESS, LIFE
I planned to skim/sample John Maeda’s book, then decide to
endorse it—or not. I quickly found myself mesmerized—and
thence the only issue was deciding what were the strongest
words I could muster in support of The Laws of Simplicity. The
book is important; and Maeda has made an absurdly complex
subject—simplicity—approachable and usable. Bravo! I hope the
people who design the products I’ll acquire in the next ten years
take this book to heart.”
—Tom Peters
If brevity is the soul of wit, simplicity is the soul of design. John
Maeda uses the concept of simplicity to get at the nature of
human thought and perception while drawing out tangible appli-
cations for business, technology, and life in general. The Laws of
Simplicity is thoroughly optimistic, entertaining, and erudite, just
as you would expect from Maeda. It is also the most compelling
100 pages of design writing I have read this year.”
—Rob Forbes
founder, design within reach
Our lives and our businesses are faster and broader than ever. As
such, they are also more complex and di≈cult to manage, for both
customers and managers. Therefore, achieving simplicity in both
our products and our organizations will be crucial for securing
market share. No one has seen this more clearly than John
Maeda, the Master of Simplicity. The Laws of Simplicity is a clear
and incisive guide for making simplicity the paramount feature of
our products; it’s also a road map for constructing a more mean-
ingful world.”
—Andrea Ragnetti board of management, royal philips electronics
“
“
“
Finally, we are learning that simplicity equals sanity.
We’re rebelling against technology that’s too complicat-
ed, DVD players with too many menus, and software
accompanied by 75-megabyte “read me” manuals. The
iPod’s clean gadgetry has made simplicity hip. But some-
times we find ourselves caught up in the simplicity para-
dox: we want something that’s simple and easy to use,
but also does all the complex things we might ever want
it to do. In The Laws of Simplicity, John Maeda oΩers ten
laws for balancing simplicity and complexity in business,
technology, and design—guidelines for needing less and
actually getting more.
Maeda—a professor in MIT’s Media Lab and a
world-renowned graphic designer—explores the ques-
tion of how we can redefine the notion of “improved” so
that it doesn’t always mean something more, something
added on.
Maeda’s first law of simplicity is reduce. It’s not
necessarily beneficial to add technology features just
because we can. And the features that we do have must
be organized (Law 2) in a sensible hierarchy so users
aren’t distracted by features and functions they don’t
need. But simplicity is not less just for the sake of less.
Skip ahead to Law 9: “failure: Some things can never be
made simple.” Maeda’s concise guide to simplicity in the
digital age shows us how this idea can be a cornerstone
of organizations and their products—how it can drive
both business and technology. We can learn to simplify
without sacrificing comfort and meaning, and we can
achieve the balance described in Law 10. This law, which
Maeda calls “the one,” tells us: “Simplicity is about sub-
tracting the obvious, and adding the meaningful.”
“Maeda is the Master of Simplicity.”
—Andrea Ragnetti board of management, royal philips electronics
The MIT Press
Massachusetts Institute of Technology
Cambridge, Massachusetts 02142
http://mitpress.mit.edu
0-262-13472-1 978-0-262-13472-9
simplicity = sanity
Technology has made our lives
more full, yet at the same time we’ve
become uncomfortably “full.”
I watched the process whereby my daughters gleefully got their
first email accounts. It began as a tiny drop—emails sent among
themselves. It grew to a slow drip as their friends joined the
flow of communication. Today it is a waterfall of messages, e-
cards, and hyperlinks that showers upon them daily.
I urge them to resist the temptation to check their email
throughout the day. As adults, I tell them, they will have ample
opportunity to swim in the ocean of information. “Stay away!” I
warn, because even as an Olympic-class technologist, I find
myself barely keeping afloat. I know that I’m not alone in this
feeling of constantly drowning—many of us regularly engage
(or don’t) in hundreds of email conversations a day. But I feel
somewhat responsible.
My early computer art experiments led to the dynamic
graphics common on websites today. You know what I’m talk-
ing about—all that stuΩ flying around on the computer screen
while you’re trying to concentrate—that’s me. I am partially to
blame for the unrelenting stream of “eye candy” littering the
information landscape
. I am sorry, and for a long while I have
wished to do something about it.
i
Achieving simplicity in the digital age became a personal
mission, and a focus of my research at MIT. There, I straddle
the fields of design, technology, and business as both educator
and practitioner. Early in my ruminations I had the simple
observation that the letters “M,” “I,” and “T”—the letters by
which my university is known—occur in natural sequence in
the word simplicity. In fact, the same can be said of the word
complexity. Given that the “T” in M-I-T stands for “technolo-
gy”—which is the very source of much of our feeling over-
whelmed today—I felt doubly responsible that someone at MIT
should take a lead in correcting the situation.
In 2004, I started the MIT SIMPLICITY Consortium at
the Media Lab, comprised of roughly ten corporate partners
that include AARP, Lego, Toshiba, and Time. Our mission is to
define the business value of simplicity in communication,
healthcare, and play. Together we design and create prototype
systems and technologies that point to directions where sim-
plicity-driven products can lead to market success. By the pub-
lication date of this book, a novel networked digital photo
playback product co-developed with Samsung will serve as an
important commercial data point to test the validity of the
Consortium’s stance on simplicity.
When the blogosphere began to emerge, I responded and
created a blog about my evolving thoughts on simplicity. I set
out to find a set of “laws” of simplicity and targeted sixteen
principles as my goal. Like most blogs, it has been a place where
I have shared unedited thoughts that represent my personal
opinions on a topic about which I am passionate. And although
the theme of the blog began just along the lines of design, tech-
SIMPLICITY = SANITY
ii
nology, and business I discovered that the readership resonated
with the topic that underlies it all: my struggle to understand
the meaning of life as a humanist technologist.
Through my ongoing journey I’ve discovered how com-
plex a topic simplicity really is, and I don’t pretend to have
solved the puzzle. Having recently spoken to an 85-year old
MIT linguistics professor who has been working on the same
problem his entire life, I am inspired to grapple with this puz-
zle for many more years. My blog led me to the fact that there
aren’t sixteen laws, but rather the ten published in this volume.
Like all man-made “laws” they do not exist in the absolute
sense—to break them is no sin. However you may find them
useful in your own search for simplicity (and sanity) in design,
technology, business, and life.
SIMPLICITY AND THE MARKETPLACE
The marketplace abounds with promises of simplicity. Citibank
has a “simplicity” credit card, Ford has “keep it simple pricing,”
and Lexmark vows to “uncomplicate” the consumer experi-
ence. Widespread calls for simplicity formed a trend that was
inevitable, given the structure of the technology business
around selling the same thing “new and improved” where often
“improved” simply means
more. Imagine a world in which soft-
ware companies simplified their programs every year by ship-
ping with 10% fewer features at 10% higher cost due to the
expense of simplification. For the consumer to get less and pay
more seems to contradict sound economic principles. OΩer to
share a cookie with a child and which half will the child want?
JOHN MAEDA - THE LAWS OF SIMPLICITY
iii
Yet in spite of the logic of demand, “simplicity sells” as
espoused by New York Times columnist David Pogue in a pres-
entation at the 2006 annual TED Conference in Monterey. The
undeniable commercial success of the Apple iPod—a device
that does less but costs more than other digital music players—
is a key supporting example of this trend. Another example is
the deceivingly spare interface of the powerful Google search
engine, which is so popular that “googling” has become short-
hand for “searching the Web.” People not only buy, but more
importantly love, designs that can make their lives simpler. For
the foreseeable future, complicated technologies will continue
to invade our homes and workplaces, thus simplicity is bound
to be a growth industry.
Simplicity is a quality that not only evokes passionate loy-
alty for a product design, but also has become a key strategic
tool for businesses to confront their own intrinsic complexities.
Dutch conglomerate Philips leads in this area with its utter
devotion to realizing “sense and simplicity.” In 2002 I was
invited by Board of Management Member Andrea Ragnetti to
join Philips’ “Simplicity Advisory Board (SAB).” I initially
thought that “sense and simplicity” was merely a branding
eΩort, but when I met in Amsterdam with Ragnetti and his
CEO Gerard Kleisterlee at the first meeting of the SAB I saw the
greater ambition. Philips plan to reorganize not only all of their
product lines, but also their entire set of business practices
around simplicity. When I tell this story to industry leaders the
consistent feedback I get is that Philips is not alone in the quest
to reduce the complexities of doing business. The hunt is on for
simpler, more e≈cient ways to move the economy forward.
SIMPLICITY = SANITY
iv
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