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Apple inc. (corporate culture)

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Raviraj Jadeja
Raviraj Jadeja

Apple Inc. is a global technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and online services. It was founded in 1976 by Steve Jobs, Steve Wozniak and Ronald Wayne. Tim Cook currently serves as CEO. Apple is known for its emphasis on simplicity, innovative product design and attention to detail. It has a non-hierarchical organizational structure where decision making power is decentralized.

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Corporate Culture. By: Raviraj Jadeja (MBA MEFGI)
 Apple Inc. ( formerly Apple Computer, Inc.) is an American multinational corporation that designs and sells consumer electronics, computer software, and personal computers. Raviraj Jadeja
 Apple was established on April 1, 1976 by  Steve Jobs .  Steve Wozniak .  Ronald Wayne. Raviraj Jadeja
 Former : Steve Jobs. (Chairman, 1976-1985, 2011; CEO, 1997–2011)  Current :Tim Cook. Raviraj Jadeja
I Phone. I Pod. I pad. Mac Book. Raviraj Jadeja
Fortune magazine named Apple the most admired company in the United States in 2008, and in the world from 2008 to 2012. Raviraj Jadeja
As of July 2011, Apple has 364 retail stores in thirteen countries as well as the online Apple Store and iTunes Store . It is the largest publicly-traded corporation in the world by market capitalization, with an estimated value of US$626 billion as of September 2012. Raviraj Jadeja
 Apple's ruthless corporate culture is just one piece of a mystery that virtually every business executive in the world would love to understand. Raviraj Jadeja
 The culture of Apple was based on an ideal that self-motivated individuals will work harder if they do not have a boss micromanaging every action. Raviraj Jadeja
The organizational structure of Apple was almost non-existent and focused on placing decision making in the hands of the people in the field. Raviraj Jadeja
 To Apple's legion of admirers, the company is like a tech version of heaven factory, an confusing but delightful place that produces wonderful items they can't get enough of. Raviraj Jadeja
 But Apple also is a brutal and unforgiving place, where accountability is strictly enforced, decisions are swift, and communication is articulated clearly from the top. Raviraj Jadeja
At Apple there is never any confusion as to who is responsible for what.  "DRI," or directly responsible individual. Raviraj Jadeja
Any effective meeting at Apple will have an action list. A common phrase heard around Apple when someone is trying to learn the right contact on a project: "Who's the DRI on that?" Raviraj Jadeja
 Jobs teach to accept a culture of responsibility by hosting a series of weekly meetings that are the devices that sets the beat for the entire company. Raviraj Jadeja
J obs himself explained in a 2008 interview with fortune. Raviraj Jadeja
 "E very Monday we review the whole business," he said. "We look at every single product under development. Raviraj Jadeja
I put out an agenda. Eighty percent is the same as it was the last week, and we just walk down it every single week. We don't have a lot of process at Apple, but that's one of the few things we do just to all stay on the same page." It's one thing when the leader describes the process. It's another thing altogether when the troops candidly parrot back the impact it has on them. Raviraj Jadeja
Simplicity is key to Apple's organizational structure. The org chart is deceptively straightforward with none of the dotted-line or matrixed responsibilities popular elsewhere in the corporate world. Raviraj Jadeja
One of Apple's greatest strengths is its ability to focus on just a few things at a time. Raviraj Jadeja
Jobs' inner circle includes (from left) Jonathan Ive, Phil Schiller, Eddy Cue, and Scott Forstall, photographed on the Apple campus in 2010. Raviraj Jadeja
Jobs generally kicks things off personally. Each session is as well crafted as the public product debuts for which the CEO is so famous. Raviraj Jadeja
Raviraj Jadeja
 Specialization is the norm at Apple, and as a result, Apple employees aren't exposed to functions outside their area of expertise. Raviraj Jadeja
Apple Inc. is a global computer manufacturing company that is going through major changes in its organizational culture and it’s organizational structure due to several events of the past few years. Apple is going through major restructuring to regain control of its operations and finances in order to stay competitive on the global market. Raviraj Jadeja
Apple Inc. case study Personality refers to the relatively stable pattern of behaviors and consistent internal states that explain a person as behavioral tendencies. Raviraj Jadeja
Perception is "the process of acquiring, interpreting, selecting, and organizing sensory information." Raviraj Jadeja
The adoption by companies led to a lot of benefits the personnel, company and society generally. Specifically personnel have the opportunity to work from its home a fact that allows dealing with other facilities too as well as it influence individual's behavior at work. Raviraj Jadeja
Self-Esteem is a personal judgment of ones worth and the satisfaction or dissatisfaction with ones own self. Raviraj Jadeja
Learning to work at Apple takes time. To echo its own famous ad campaign, Apple thinks differently about business. "Microsoft tries to find pockets of unrealized revenue and then figures out what to make. Apple is just the opposite: It thinks of great products, then sells them. Prototypes and demos always come before spreadsheets. Raviraj Jadeja
 Design is everything. Everything!  Design reports to the CEO .  A very small team designs their products.  Designers make the design decisions. Raviraj Jadeja
 They do pixel-perfect mockups.  They have paired design meetings.  They do no market research.  If it’s not perfect, it doesn’t go out. Raviraj Jadeja
 This is not a corporate culture dominated by bean counters, risk-avoiding lawyers, or design committees whose negotiated com-pro-mises inevitably lead to boring products and mediocrity. It’s a culture that’s comfortable with using the words “pas­sion” and “excel­lence” in every­day conversation.  These values fuel the cre-ative juices and passion ate collaborations that deliver award-winning prod-ucts and ser-vices year after year. Raviraj Jadeja

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Apple inc. (corporate culture)

  • 1. Corporate Culture. By: Raviraj Jadeja (MBA MEFGI)
  • 2.  Apple Inc. ( formerly Apple Computer, Inc.) is an American multinational corporation that designs and sells consumer electronics, computer software, and personal computers. Raviraj Jadeja
  • 3. Apple was established on April 1, 1976 by  Steve Jobs .  Steve Wozniak .  Ronald Wayne. Raviraj Jadeja
  • 4. Former : Steve Jobs. (Chairman, 1976-1985, 2011; CEO, 1997–2011)  Current :Tim Cook. Raviraj Jadeja
  • 5. I Phone. I Pod. I pad. Mac Book. Raviraj Jadeja
  • 6. Fortune magazine named Apple the most admired company in the United States in 2008, and in the world from 2008 to 2012. Raviraj Jadeja
  • 7. As of July 2011, Apple has 364 retail stores in thirteen countries as well as the online Apple Store and iTunes Store . It is the largest publicly-traded corporation in the world by market capitalization, with an estimated value of US$626 billion as of September 2012. Raviraj Jadeja
  • 8.  Apple's ruthless corporate culture is just one piece of a mystery that virtually every business executive in the world would love to understand. Raviraj Jadeja
  • 9.  The culture of Apple was based on an ideal that self-motivated individuals will work harder if they do not have a boss micromanaging every action. Raviraj Jadeja
  • 10. The organizational structure of Apple was almost non-existent and focused on placing decision making in the hands of the people in the field. Raviraj Jadeja
  • 11. To Apple's legion of admirers, the company is like a tech version of heaven factory, an confusing but delightful place that produces wonderful items they can't get enough of. Raviraj Jadeja
  • 12.  But Apple also is a brutal and unforgiving place, where accountability is strictly enforced, decisions are swift, and communication is articulated clearly from the top. Raviraj Jadeja
  • 13. At Apple there is never any confusion as to who is responsible for what.  "DRI," or directly responsible individual. Raviraj Jadeja
  • 14. Any effective meeting at Apple will have an action list. A common phrase heard around Apple when someone is trying to learn the right contact on a project: "Who's the DRI on that?" Raviraj Jadeja
  • 15. Jobs teach to accept a culture of responsibility by hosting a series of weekly meetings that are the devices that sets the beat for the entire company. Raviraj Jadeja
  • 16. J obs himself explained in a 2008 interview with fortune. Raviraj Jadeja
  • 17. "E very Monday we review the whole business," he said. "We look at every single product under development. Raviraj Jadeja
  • 18. I put out an agenda. Eighty percent is the same as it was the last week, and we just walk down it every single week. We don't have a lot of process at Apple, but that's one of the few things we do just to all stay on the same page." It's one thing when the leader describes the process. It's another thing altogether when the troops candidly parrot back the impact it has on them. Raviraj Jadeja
  • 19. Simplicity is key to Apple's organizational structure. The org chart is deceptively straightforward with none of the dotted-line or matrixed responsibilities popular elsewhere in the corporate world. Raviraj Jadeja
  • 20. One of Apple's greatest strengths is its ability to focus on just a few things at a time. Raviraj Jadeja
  • 21. Jobs' inner circle includes (from left) Jonathan Ive, Phil Schiller, Eddy Cue, and Scott Forstall, photographed on the Apple campus in 2010. Raviraj Jadeja
  • 22. Jobs generally kicks things off personally. Each session is as well crafted as the public product debuts for which the CEO is so famous. Raviraj Jadeja
  • 24. Specialization is the norm at Apple, and as a result, Apple employees aren't exposed to functions outside their area of expertise. Raviraj Jadeja
  • 25. Apple Inc. is a global computer manufacturing company that is going through major changes in its organizational culture and it’s organizational structure due to several events of the past few years. Apple is going through major restructuring to regain control of its operations and finances in order to stay competitive on the global market. Raviraj Jadeja
  • 26. Apple Inc. case study Personality refers to the relatively stable pattern of behaviors and consistent internal states that explain a person as behavioral tendencies. Raviraj Jadeja
  • 27. Perception is "the process of acquiring, interpreting, selecting, and organizing sensory information." Raviraj Jadeja
  • 28. The adoption by companies led to a lot of benefits the personnel, company and society generally. Specifically personnel have the opportunity to work from its home a fact that allows dealing with other facilities too as well as it influence individual's behavior at work. Raviraj Jadeja
  • 29. Self-Esteem is a personal judgment of ones worth and the satisfaction or dissatisfaction with ones own self. Raviraj Jadeja
  • 30. Learning to work at Apple takes time. To echo its own famous ad campaign, Apple thinks differently about business. "Microsoft tries to find pockets of unrealized revenue and then figures out what to make. Apple is just the opposite: It thinks of great products, then sells them. Prototypes and demos always come before spreadsheets. Raviraj Jadeja
  • 31.  Design is everything. Everything!  Design reports to the CEO .  A very small team designs their products.  Designers make the design decisions. Raviraj Jadeja
  • 32.  They do pixel-perfect mockups.  They have paired design meetings.  They do no market research.  If it’s not perfect, it doesn’t go out. Raviraj Jadeja
  • 33.  This is not a corporate culture dominated by bean counters, risk-avoiding lawyers, or design committees whose negotiated com-pro-mises inevitably lead to boring products and mediocrity. It’s a culture that’s comfortable with using the words “pas­sion” and “excel­lence” in every­day conversation.  These values fuel the cre-ative juices and passion ate collaborations that deliver award-winning prod-ucts and ser-vices year after year. Raviraj Jadeja