In the months since my biography of Jobs came out, countless commentators have tried to draw management lessons from it. Some of those readers have been insightful, but I think that many of them (especially those with no experience in entrepreneurship) fixate too much on the rough edges of his personality. The essence of Jobs, I think, is that his personality was integral to his way of doing business. He acted as if the normal rules didn’t apply to him, and the passion, intensity, and extreme emotionalism he brought to everyday life were things he also poured into the products he made. His petulance and impatience were part and parcel of his perfectionism.

One of the last times I saw him, after I had finished writing most of the book, I asked him again about his tendency to be rough on people. “Look at the results,” he replied. “These are all smart people I work with, and any of them could get a top job at another place if they were truly feeling brutalized. But they don’t.” Then he paused for a few moments and said, almost wistfully, “And we got some amazing things done.” Indeed, he and Apple had had a string of hits over the past dozen years that was greater than that of any other innovative company in modern times: iMac, iPod, iPod nano, iTunes Store, Apple Stores, MacBook, iPhone, iPad, App Store, OS X Lion—not to mention every Pixar film. And as he battled his final illness, Jobs was surrounded by an intensely loyal cadre of colleagues who had been inspired by him for years and a very loving wife, sister, and four children.

So I think the real lessons from Steve Jobs have to be drawn from looking at what he actually accomplished. I once asked him what he thought was his most important creation, thinking he would answer the iPad or the Macintosh. Instead he said it was Apple the company. Making an enduring company, he said, was both far harder and more important than making a great product. How did he do it? Business schools will be studying that question a century from now. Here are what I consider the keys to his success.

Design and engineering are, indeed, often in opposition — engineering constraints affect design; design goals affect engineering tradeoffs. But they are not separate endeavors. The philosophical question is which one is a subset of the other. What Schiller is telling Isaacson is that prior to Jobs’s return to Apple, design was what happened at the end of the engineering process. Post-Jobs, engineering became a component of the design process. This shift made all the difference in the world.

Isaacson does not understand this, and his telling of the Antennagate saga illustrates this perfectly.

The message is pretty obvious: Apple won’t ship anything that’s licensed under GPL v3 on OS X. Now, why is that?

There are two big changes in GPL v3. The first is that it explicitly prohibits patent lawsuits against people for actually using the GPL-licensed software you ship. The second is that it carefully prevents TiVoization, locking down hardware so that people can’t actually run the software they want.

So, which of those things are they planning for OS X, eh?