i Carol Warhurst MMCP - MSL

Apple, Inc.

by Carol A. Warhurst

An Assignment Presented in Partial ul!illment "! the #e$uirements o! CAPS%&& 'raduate Pro(ect Pro!essor #andall )oll )ecember *&+,

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Abstract

-he main ob(ecti.e o! this pro(ect is to identi!y the leadership and management styles o! Apple/s corporate e0ecuti.es throughout the !our distinct e.olutionary periods o! +122-+134, +134-+11%, +112-*&++, and *&++ to present day. 5ach section discusses the strenghts and 6ea7nesses o! Apple/s leaders during that particluar e.olutionary period. -his pro(ect e0amines the challenges and opportunities !or !uture gro6th o! the Apple Corporation. 5ach e.olutionary period is represneted by an e0planation o! ho6 the research o! Apple/s leadership compares to my o6n leadership e0periences in my personal and pro!essional li!e. 5ach e.olutionary period section concludes 6ith an identi!ication o! my o6n personal lessons and applications o! the leadership de.elopment that has challenged me to create !uture learning goals !or mysel! at the completion o! this degree program. -he !inding o! this paper are that no other leader had more o! an impact on the Apple Corporation than Ste.e 8obs. 5.en though each leader played a pi.otal role in the e.olition o! the organi9ation, ultimately it 6as his passion and his .ision that trans!ormed Apple into the global giant that it is today.

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Introduction In the thirty-!i.e years that Apple has been in e0istence, they ha.e e0perienced signi!icant changes in the e0ecuti.e leadership that led and shaped the organi9ation. -here ha.e been se.eral C5"/s and multiple changes to the board o! directors, but none has been more prominent than Ste.e 8obs. :In order to understand the path that Apple too7 in turbulent times, it is critical to e0amine the type o! leadership styles these gentle men had and the e.entual solutions they came up 6ith to sol.e problems; <=air, *&+*>. -his paper e0amines the leaders that 6ere the most in!luential during each e.olutionary period. It began 6ith Ste.e 8obs and Ste.en Wo9nia7 in +122. In +134 the leadership shi!ted to 8ean-Louis 'assee, Michael Spindler and 8ohn Sculley. In +11% 'il Amelio too7 o.er as C5", but 6as $uic7ly ousted and Ste.e 8obs returned to e.entually lead Apple to 6here it is today, in the hands o! -im Coo7. Although the leadership style and impact o! each o! these leaders is described, the underlying theme continues to gra.itate bac7 to 8obs and the unparalleled impact he has on Apple and the 6orld. Evolutionary Period: 1977 - 1985 Leadership and Management Styles of pple!s "orporate E#e$utives Ste.e 8obs, Ste.en Wo9nia7 and #onald Wayne !ounded Apple in +12%. 5ach o! these Corporate 50ecuti.es had .ery di!!erent leadership styles. Ste.e 8obs and Ste.en Wo9nia7 6ere more similar due to the !act that they !ollo6ed the same non-hierarchical approach 6hen they began putting together Apple Computer/s e0ecuti.e team. -hey 6eren/t as concerned about 6ho the boss 6as going to be or 6ho had the most po6er. :Peter ". Crisp, managing partner o!

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?enroc7 Associates, a .enture capital !irm that got behind Apple in the early days, still smiles at the !ounders/ unorthodo0 style@. 8obs and Wo9nia7 6ould say, AWell, let/s go !ind the .ice president o! manu!acturing !or Be6lett-Pac7ard, and let/s hire him.; <Carnegie, Le.ine C Crom, +11,>. Ba.ing the insight and determination to poach the top e0ecuti.es at some o! their largest competitors pro.ed to be an ingenious strategy and one that had lasting positi.e and negati.e e!!ects on the Apple Corporation. -his initial period o! gro6th 6as not 6ithout signi!icant ris7 to the Corporate 50ecuti.es at Apple and to the members o! the e0ecuti.e team that committed to the .ision o! these three men. Leadership and Management Strengths and %ea&nesses An undeniable strength o! the leadership team at Apple during the e.olutionary period o! +122 to +134 6as their 6illingness to ta7e big ris7s and be pioneers o! the computer industry. -hey 6ere !irst-mo.ers, attempting to do something that had ne.er really been done be!ore. In the .ery beginning, they had to 6ear e.ery hat that e0ists in an organi9ation. It is .ery di!!icult to be an e0pert in all areas. Most people speciali9e in a !e6 things and do those things 6ell, or they try to do all things and they end up doing them on a mediocre le.el. :-he year 6as +12%, be!ore most people e.er thought about buying computers !or their homes. In those days the entire home-computer business added up to (ust a !e6 brainy hobbyist, the original :computer nerd.; So 6hen 8obs and Wo9nia7 scraped together thirteen hundred dollars by selling a .an and t6o calculators and opened Apple Computer, Inc., in 8obs garage, the odds against their smashing success seemed a6!ully long.; <Carnegie, Le.ine C Crom, +11,>. Surprisingly, there 6as nothing mediocre about the startup o! the Apple Corporation. -hese men had a stubborn

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.ision and they 6ere 6illing to do 6hate.er it too7 to ensure that .ision became reality. -he odds 6ere certainly against these young entrepreneurs and they made their share o! mista7es. It 6as ultimately a disagreement about strategy that got Ste.e 8obs !ired !rom his role at Apple in +134. -he 6ea7nesses o! the leaders began to immerge as the company struggled to de!ine its brand and sustain its competiti.e ad.antage. 8obs 6as a pride!ul man and 6hen 8ohn Sculley, 6ho 6as named president and C5" o! Apple in +13,, challenged him on his idea to cut prices in an attempt to regain mar7et share !or the second generation Mac, he 6as un6illing to bend or compromise and 6as ine.itably ousted by the board o! directors at Apple. pple!s Leadership "ompared 'o My Personal E#perien$e Success!ul leadership isn/t about reaching some pinnacle o! successD it is about committing to a (ourney o! gro6th and personal de.elopment. Part o! my leadership (ourney has been impacted by an ability to learn !rom my mista7es and continue to reach !or my goals and align my team 6ith the .ision o! the organi9ation. Apple/s leaders 6ere not di!!erent and researching their (ourney has un.eiled similar e0periences in my e0periences. 8obs and Wo9nia7 had a .ision bac7 in +122 and they 6ere un6illing to settle !or anything less than the reali9ation o! their goals and dreams. :-hese t6o young entrepreneurs had a .ision, a clear idea o! 6hat they belie.ed they could achie.e. AComputers aren/t (ust !or nerds anymore,/ they announced. AComputers are going to be the bicycle o! the mind. Lo6-cost computers are !or e.eryone/.; <Carnegie, Le.ine C Crom, +11,>. In the beginning, I am sure people loo7ed at them li7e they 6ere cra9y, and there 6ere probably times that they $uestioned their o6n sanity. Bo6e.er, they

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o.ercame their !ears and too7 big ris7s. My leadership (ourney has in.ol.ed the same concepts o! ris7 and determination. "ontinuing Professional (evelopment Plan -he research o! the Apple Corporation during this time period has in!luenced my thoughts on leadership in .arious 6ays. I associate leadership success 6ith a determination to pursue goals and reali9e .ision. 8obs and Wo9nia7 ris7ed much, but the re6ards 6ere 6ell 6orth it. :5.entually the 6orld came around. Si0 years a!ter Apple/s !ounding, the company 6as selling %4&,&&& personal computers a year. Wo9nia7 and 8obs 6ere dynamic personal leaders, years ahead o! their time.; <Carnegie, Le.ine C Crom, +11,>. I plan to shoot !or the moon and by that I mean that I 6ant to go as !ar in my career as my personal goals and .ision can ta7e me. I plan to enroll in la6 school and speciali9e in corporate business la6 so that one day I can become a Chie! Legal "!!icer and use my speciali9ed set o! s7ills to help 7eep organi9ations li7e the one I 6or7 !or no6 out o! legal hot 6aters. -he la6 !ascinates me, the 6ay that I am sure technology !ascinated 8obs and Wo9nia7. I 7no6 it 6ill be a course 6rought 6ith challenges and sacri!ices, but I am inspired by their stories and I ha.e no desire to settle !or anything less than my goal o! being an attorney that represents small businesses. Evolutionary Period: 1985 - 199) Leadership and Management Styles of pple!s "orporate E#e$utives A!ter 8obs le!t the Apple Corporation, 8ean-Louis 'assee spent t6o short years as the president o! Apple. It 6asn/t long be!ore Michael Spindler and 8ohn Sculley too7 the reigns.

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8ohn Sculley had more o! an autocratic management style. :I! it 6erenEt !or the topsy-tur.y 3&Es I- mar7et, Sculley 6ould ha.e been AppleEs sa.ing grace. Soon a!ter he 6as appointed, Sculley set ne6 heights in the PC industry 6ith the introduction o! Lisa, the !irst personal computer 6ith graphical user inter!ace. =e0t, he rolled out the landmar7 Macintosh, together 6ith 8obs, in +13F, 6hich emerged $uite po6er!ul in the mar7et, than7s to its ad.anced graphic capabilities; <=air, *&+*>. Sculley and Spindler did not ha.e the ma7ings o! a dynamic long-term leadership team. Sculley resigned in +11, and according to 8obs, Apple 6as better o!! 6ithout him. Bis particular leadership style and .ision is not 6hat Apple needed to brea7 through the barrier and become the giant they are today. Leadership and Management Strengths and %ea&nesses A 7ey indicator o! e!!ecti.e leadership is the ability to communicate, moti.ate and inspire !ollo6ers to engage in the .ision o! the organi9ation. -his is something that Apple de.eloped and sought to per!ect o.er the years. -he leadership during the time period o! +134 to +11% 6as able to 7eep their .ision intact, and they communicated it e.ery time there 6as a shi!t in direction or culture. :-hey hired people 6ho understood the .ision and let them share in its re6ards. -hey li.ed and breathed and tal7ed the .ision. 5.en 6hen the company got stalled 6hen the retailers said no than7 you, 6hen the manu!acturing people said no 6ay, 6hen the ban7ers said no more Apple/s .isionary leaders ne.er bac7ed do6n.; <Carnegie, Le.ine C Crom, +11,>. "ne ma(or area o! 6ea7ness 6as the inability to !orecast (ust ho6 $uic7ly the technology demands o! the mar7et 6ould change and ho6 e0panding globally 6ould put strains on the entire organi9ation. Leaders ha.e an ethical responsibility to !orecast and prepare !or

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changes in the e0ternal and internal en.ironment. -his is di!!icult to do 6hen the e0ecuti.e team is changing e.ery !e6 years pple!s Leadership "ompared 'o My Personal E#perien$e -his particular phase in Apple/s e.olution dealt 6ith higher turno.er at the e0ecuti.e le.el than any other time period. I ha.e personally 6itnessed the de.astating e!!ects that this can ha.e on an organi9ation. When entry-le.el employees turno.er, it can cost the company a lot o! moneyD ho6e.er, 6hen e0ecuti.e le.el employees turno.er there tends to be a cultural uphea.al that has lasting impacts on all sta7eholders. -he organi9ational po6er can shi!t and employees can lose !aith in the organi9ations ability to sustain and pro.ide them opportunities !or personal and pro!essional gro6th. Luc7ily Apple perse.ered through this turbulent time o! transition and change and 8obs returned to lead Apple bac7 !rom impending ruin. -he organi9ation that I 6or7 !or 6ent through a similar period o! change. Bo6e.er, a!ter se.eral $uarters o! high turno.er at the top le.els, 6e no6 ha.e a solid e0ecuti.e team that is committed to the mission and .ision o! the organi9ation. "ontinuing Professional (evelopment Plan -urno.er is crippling to any organi9ation and part o! my pro!essional de.elopment plan is a clear-cut strategy to reduce the $uarterly turno.er at the organi9ation I 6or7 !or until 6e are under ten percent company-6ide. I 7no6 that a huge part o! this plan 6ill be my ability to communicate the need and in.o7e the participation o! the other e0ecuti.e leaders 6ithin the organi9ation. -his 6ill in.ol.e in-depth leadership and management training, short and long term goals and persistence in the !ace o! ad.ersity. I 7no6 this 6ill be a di!!icult tas7 but a!ter

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reading about ho6 the Apple Corporation 6as able to o.ercome the obstacles to success 6ith their turno.er, I am con!ident that I am up to the tas7. Evolutionary Period: 1997 - *+11 Leadership and Management Styles of pple!s "orporate E#e$utives )uring this time period 'il Amelio spent a .ery short time as C5". Be operated under a methodical leadership style that had a lasting, albeit negati.e impact on Apple e.en though he 6asn/t there !or .ery long. :Gpon his appointment, his proposed turnaround strategies included !ocus on multimedia and the internet and layo!!s o! couple o! thousand employees. Gpon hindsight, it could be obser.ed that his proposals did not di!!er much !rom predecessor SculleyEs. In addition, due to miscalculation, he !ired more people than needed. Amelio ended up being !ired by AppleEs board, but he re!ute that his strategies 6ere held bac7 because o! the boardEs !ear o! change, un6illingness to compete intensi.ely and o! e0pansion into !oreign mar7ets.; <=air, *&+*>. Apple employees !eared !or the !uture o! the company as thousands 6ere laid o!! or !ired and .ery little 6as communicated about reasoning. Amelio 6as disconnected !rom the human side o! leading. Be disengaged !rom the employees and inad.ertently began to destroy the !oundation o! Apple/s core leadership team. Leaders o!ten ha.e to care!ully balance the employer-employee relationship and Amelio 6as not success!ul at leading the people o! Apple. Leadership and Management Strengths and %ea&nesses "ne o! the main points o! 6ea7ness during this time period is the mismanagement o! the culture and employees at Apple. -hey 6ere clearly lac7ing the leadership talented that 6as

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needed to sustain 6hat 6as destined to be a 6orld changing organi9ation. :In truth, e.en today Apple has the technological capabilities, the customer base, the brand-name and the !inancial resources not only to sur.i.e, but to prosper. -he 6orld is in!atuated 6ith computer technology and culture as ne.er be!ore, and Apple still has 6hat many consider to be the best computers around. What it doesnEt ha.e, though--6hat it has ne.er had--is the corporate culture and the managerial talent to !ully e0ploit those assets. H-he basic problem that Spindler has not been able to address is that Apple canEt 6al7 and che6 gum at the same time,H says longtime Apple6atcher Ste6art Alsop, editorial director o! the trade publisher In!o6orld. H-he company has ne.er been able to manage itsel!.H <Weber, +114>. With 8obs return to Apple in +112, hope o! a brighter !uture returned to Apple/s sta7eholders. Be came in armed 6ith change and redirection that 6as sorely needed on all le.els. "ne o! his greatest strengths as a leader during this time 6as ho6 he handled the human resource needs o! the organi9ation. :8obs built a community-li7e and laidbac7 atmosphere 6ithin Apple, similar to many other Silicon ?alley enterprises. -hus many employees as a result, ha.e a higher consciousness o! organi9ational identi!y and membership, together 6ith strong ritual signi!icance; <=air, *&+*>. -his 6as the springboard that launched Apple into the ne0t era o! success and gro6th. pple!s Leadership "ompared 'o My Personal E#perien$e Ie!ore I began 6or7ing at Benry Industries, there 6as no Buman #esource department. -he company 6as gro6ing, but the turno.er 6as outrageously high and the employees 6ere unhappy. -he secret company motto among employees 6as that Benry hired people so they could che6 them up and spit them out. -his is similar to the culture that Amelio in.o7ed at

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Apple. Bo6e.er, in the year and hal! that I ha.e been there 6e ha.e completely changed the culture and the direction o! the company through increased communication, structure and leadership. -he Buman #esource )epartment is no6 made up o! !i.e !ull time employees and the e0ecuti.e leadership team meets once a 6ee7 to discuss short term and long term goals and ob(ecti.es. :Iet6een *&&+ and *&+&, Apple increased its net pro!it !rom J*4 million to J+F.&* billion. It 6as able to do this because the company <a> e0panded its product o!!ering to include the iPod, iPhone, and iPadD <b> success!ully di!!erentiated its products based on design, ease o! use, and brandD and <c> as a result, too7 mar7et share !rom ri.als such as )ell.; <Bill C 8ones, *&+*>. 8obs 6as able to turn Apple around and en(oy these successes because o! his commitment to change the culture o! the company. 8ust li7e he sa6 6hat the mar7et demand 6ould be !or technology needs, he sa6 6hat the employees needed in a leader and he ga.e them the leader they needed to dri.e change and e.ol.e the company into the 6orld-changing monster it is today. "ontinuing Professional (evelopment Plan My pro!essional de.elopment plan as it relates to this time period in my Apple research is to commit to a reorgani9ation o! the org chart at the company I 6or7 !or right no6. I 6ant to structure the hierarchy in such a 6ay that 6e become a !latter organi9ation. We need more layers o! leadership, but 6e need a 6ider base o! decision ma7ers. I ha.e already started 6or7ing on our current org chart and am currently ma7ing a ne6 suggested chart to present to the leadership team. -his ne6 structure 6ould addKpromote !our directors to ?ice President roles and ele.ates certain department heads in such a 6ay that there is no $uestion about 6hom has the authority to ma7e decisions and implement change.

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Evolutionary Period: *+11 - Present Leadership and Management Styles of pple!s "orporate E#e$utives Ste.e 8obs has returned and pro.en himsel! as the true leader o! the Apple Corporation. Bis leadership style may ha.e changed slightly !rom his !irst tenure at Apple, but only because he recogni9ed that he needed to adapt, not because he changed 6ho he 6as. 8obs dictatorial leadership style may not ha.e been popular at !irst, or e.en up to the end, but no one can argue that it 6as e!!ecti.e. 8obs leadership style is e0actly 6hat Apple needed. HWhen you come into a company that is in serious di!!iculty, my e0perience is you ha.e to be decisi.e. And you ha.e to ma7e decisions about 6hich people are capable and 6hich need to mo.e on. In any case, o!!icers agree that Mr. 8obs 7no6s 6hen not to be dictatorial. or e0ample, he bac7ed o!! a plan to accelerate the launch o! the ', line o! Macs 6hen 6arned by an engineering chie! that $uality problems could result.; <Carlton, +113>. 8obs 7ne6 6hen to turn it on and 6hen to turn it o!!. Be e.ol.ed into a leader that understood the concept o! trans!ormational leadership. Be impro.ed morale, increased producti.ity and inspired creati.ity until the .ery end.

Leadership and Management Strengths and %ea&nesses "ne o! the greatest strengths o! the Apple e0ecuti.e leaders throughout the years has been their ability to recogni9e and act on the e.er-changing needs o! the consumers. -hey are labeled as !irst-mo.ers because they strategically position themsel.es !or success be!ore any o! their competitors by paying attention to 6hat people 6ant and need. :Strategic managers must

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not become so committed to impro.ing their company/s e0isting product lines that they !ail to recogni9e ne6 product opportunities and threats. Apple has been so success!ul because it did recogni9e the increasing number o! product opportunities o!!ered by digital entertainment. -he tas7 !or corporate-le.el managers is to analy9e ho6 ne6 emerging technologies 6ill impact their business models, ho6 and 6hy these technologies might change customer needs and customer groups in the !uture, and 6hat 7inds o! ne6 distincti.e competencies 6ill be needed to respond to these changes.; <Bill C 8ones, *&+*>. It 6ould ha.e been easy !or 8obs to become to enthralled 6ith the iPod or the Mac that he !ailed to !or6ard and de.elop e.en better products li7e the iPhone and the iPad. I! Apple/s ne6 C5", -im Coo7, can stay ahead o! the cur.e the 6ay that 8obs did, then I belie.e Apple has a .ery bright !uture. Bo6e.er, Coo7 is reno6ned !or being a supply chain manager, not a creati.e genius that inspires inno.ation and de.elopment. 8obs is a tough act to !ollo6 and only time 6ill tell i! the culture he le!t behind is strong enough to propel Apple !or6ard amidst rising competition. pple!s Leadership "ompared 'o My Personal E#perien$e "ne ma(or leadership trait that 8obs possessed that continues to inspire e.eryone 6hose li!e has been impacted by his is the passion and .ision that compelled him to ris7 it all day a!ter day in order to reali9e his dream o! trans!orming the 6orld through the de.elopment o! computer technology. I ha.e al6ays considered mysel! a passionate person and it has only been through the (ourney that this program has a!!orded me ha.e I been able to connect my passion 6ith a .ision !or my !uture as a leader. "ontinuing Professional (evelopment Plan

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A!ter completion o! this course I 6ill continue my leadership education through .arious means li7e playing an acti.e leadership role in my local chapter o! the Society !or Buman #esource Management and -oastmasters International. I 6ill continue to de.elop my B# team at Benry Industries and hope!ully 6ithin the ne0t !i.e years I 6ill be able to pass the torch on to one o! those team members 6hile I mo.e on to bigger and better career opportunities. I am passionate about la6 and completing this program has helped me to en.ision mysel! as a Chie! Legal "!!icer someday. I 6ill continue my education through la6 school and continuing education courses through SB#M. "on$lusion Apple has e0isted no6 !or o.er thirty-!i.e years and they ha.e undoubtedly had the largest impact on the computer industry than any other organi9ation. Apple has trans!ormed the 6ay 6e li.e, the 6ay 6e compute and the 6ay 6e communicate through technology. :Ste.e 8obs and Ste.e Wo9nia7 are principally responsible !or the gro6th o.er those years.; <5lersda, *&++>. :'i.en the long history o! management problems and missed opportunities, itEs remar7able that Apple hasnEt done 6orse than it has. -he technical brilliance o! the Macintosh is such that e.en today the company retains a strong !ollo6ing among the animators, .ideo artists, musicians and a.ant-garde computer programmers 6ho create C)-#"Ms and other multimedia products.; <Weber, +114>. Apple has had its share o! ups and do6ns in the leadership realm. Bo6e.er, the e.olution o! this giant has gi.en all 6ho care to research and study the de.elopment o! the leaders o! Apple a timeline o! lessons to learn !rom and leaders to emulate. -he most po6er!ul lesson throughout this entire research pro(ect has been that passion and .ision cannot be

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manu!actured. I! leaders are not passionate about 6ho and 6hat they are leading, they are destined to !ail. My pursuit o! leadership de.elopment 6ill be a (ourney to6ards connecting my passion to a .ision !or success not (ust !or mysel!, but also more importantly !or those that I am leading.

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#e!erence

Carlton, 8im. <April +2, +113>. Putting Iite Iac7 Into Apple Ste.en 8obs Is Iac7 -o Iello6ing At Bead$uarters 5mployees, And All Seems #ight With Computer Ma7erEs World. Pittsburgh Post - Gazette. #etrie.ed !rom httpLKKe9pro0y.sc7ans.eduKloginM urlNhttpLKKsearch.pro$uest.comKdoc.ie6K,1+%*F&1&MaccountidN+,121 Carnegie, )., Le.ine, S., C Crom, M. <+11,>. The leader in you, how to win friends, influence people, and succeed in a changing world. =e6 Oor7, =OL Poc7et Ioo7s.

5lersda. <*&++>. -he 5.olution o! Apple. In!ormation -echnology Leadership. #etrie.ed !romL httpLKK666.itleadership.orgKcontentKe.olution-apple

Bill, C. W., C 8ones, '. #. <*&+*>. Strategic management: an integrated approach. <+&th ed.>. Mason, "hioL South-WesternKCengage Learning.

=air, P. I., C Leng, P. A. <*&+*>. -he s6eet and sour appleL -he case o! C5" strategies at apple inc. ?id6at, 4<+>, *+-*F. #etrie.ed !rom httpLKKe9pro0y.sc7ans.eduKloginM urlNhttpLKKsearch.pro$uest.comKdoc.ie6K+*3243,4&2MaccountidN+,121

Weber, 8. <+114, )ec +&>. Cult. company. chaos.D apple computers had it all !irst. but in todayEs

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6orld according to microso!t, can anyone put them bac7 in the gameM thatEs the $uestion e.eryoneEs as7ing. Los ngeles Times !Pre-"##$ %ullte&t'. #etrie.ed !rom httpLKKe9pro0y.sc7ans.eduKloginMurlNhttpLKKsearch.pro$uest.comKdoc.ie6K*1,+3+14,M accountidN+,121