19-01-2013, 10:05 AM
iPhone.
[attachment=47632]
ABSTRACT
the launch of the iPhone. During this time the massive organization concentrated ALL of its BEST on a single product. All other projects were delayed (although Steve expected others would just work more and harder to pick up the slack) at the expensive one new, unproven proven product.
Internal secrecy is much more unique to Apple and they certainly take it to the extreme. Examples of this extend from the legendary removal of access to areas in the office when ‘new projects’ are beginning, to threats of termination and litigation for those who are caught or implicated in loose-lips. Often new employees when hired and for as long as a month after employment are not told and are not aware of exactly WHAT their job is or WHAT they will be working on. Examples and tactics used to ensure the culture of secrecy perpetuates everyday life and countless in this chapter….but the debate in my mind is about WHY.
• Just two people wrote the code to convert Safari for the iPad
• At Apple there’s never confusion “as to who is responsible for what.” In Apple’s parlance, a DRI’s name (directly responsible individual) always appear on the agenda for a meeting, so that everyone knows who’s the right contact for a project
• Steve Jobs meets with executives on Mondays to review every important project. On Wednesdays, he holds a marketing and communications meeting
• Jobs’s approach to design and “feel” of a product is shared among the whole company, even if 90% of employees have never met Steve Jobs, Lashinsky writes
• Once a project is nearing completion, Apple spends whatever they need to make it perfect. For example, they contracted the London Symphony Orchestra to record the iMovie soundtracks; they sent a camera crew to Hawaii to film a demo video for a wedding scene; they even staged a fake wedding in a San Francisco church to get a different take on the video, with Apple employees playing guests
• The executive who runs the Apple online store has no control over the photographic material that goes on the website. Apple’s graphic arts department creates and chooses and photographs
• Steve Jobs hired dean of Yale School of Management Joel Podolny to run the Apple University, an internal group also featuring business professors and Harvard veterans that are writing a series of case studies to prepare employees for the life at Apple after Jobs. These case studies focus on Apple’s recent business decisions and internal culture, they are exclusive to employees and taught by top executives like Tim Cook and Ron Johnson
[attachment=47632]
ABSTRACT
the launch of the iPhone. During this time the massive organization concentrated ALL of its BEST on a single product. All other projects were delayed (although Steve expected others would just work more and harder to pick up the slack) at the expensive one new, unproven proven product.
Internal secrecy is much more unique to Apple and they certainly take it to the extreme. Examples of this extend from the legendary removal of access to areas in the office when ‘new projects’ are beginning, to threats of termination and litigation for those who are caught or implicated in loose-lips. Often new employees when hired and for as long as a month after employment are not told and are not aware of exactly WHAT their job is or WHAT they will be working on. Examples and tactics used to ensure the culture of secrecy perpetuates everyday life and countless in this chapter….but the debate in my mind is about WHY.
• Just two people wrote the code to convert Safari for the iPad
• At Apple there’s never confusion “as to who is responsible for what.” In Apple’s parlance, a DRI’s name (directly responsible individual) always appear on the agenda for a meeting, so that everyone knows who’s the right contact for a project
• Steve Jobs meets with executives on Mondays to review every important project. On Wednesdays, he holds a marketing and communications meeting
• Jobs’s approach to design and “feel” of a product is shared among the whole company, even if 90% of employees have never met Steve Jobs, Lashinsky writes
• Once a project is nearing completion, Apple spends whatever they need to make it perfect. For example, they contracted the London Symphony Orchestra to record the iMovie soundtracks; they sent a camera crew to Hawaii to film a demo video for a wedding scene; they even staged a fake wedding in a San Francisco church to get a different take on the video, with Apple employees playing guests
• The executive who runs the Apple online store has no control over the photographic material that goes on the website. Apple’s graphic arts department creates and chooses and photographs
• Steve Jobs hired dean of Yale School of Management Joel Podolny to run the Apple University, an internal group also featuring business professors and Harvard veterans that are writing a series of case studies to prepare employees for the life at Apple after Jobs. These case studies focus on Apple’s recent business decisions and internal culture, they are exclusive to employees and taught by top executives like Tim Cook and Ron Johnson