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OB Apple- Steve Jobs

OB Apple- Steve Jobs

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Published by nelle_7

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Categories:Types, School Work
Published by: nelle_7 on Aug 11, 2010
Copyright:Attribution Non-commercial


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Innovation distinguishes

between a leader and a follower.
Steve Jobs
‡ Expertise:
² once Microsoft·s biggest competitor; solved
compatibility issues of own OS-iMac superior to
windows in certain areas,( innovation in
software rather than hardware ), developed
video editing program, developed iTunes in
association in just 3 months-
² Jobs vision of focusing on the future of
computer technology helps innovate.
‡ Creativity skills:
² Talent to see the familiar in different light;
² Used risky moves when innovating, like with
software technology.
² Mixed OS, seized opportunity of organised
digital online music at right time with CD
ROMS and iTunes.
² Analogy- from iTunes to the iPod; convenient.
‡ Steve jobs possesses this component in the
highest degree.
‡ Task motivation
² Jobs is charismatic leader- vision inspired
² Apple has sufficient expertise and a work
culture that demands creativity combined
with freedom of ideas.
² Jobs· insistence on managers· innovation was
a personal challenge that worked as a
‡ Vision; articulation
² developing best customer experience; defined
areas requiring innovation.
‡ Personal risks
² Partnered with the enemy ( Microsoft)
‡ Unconventional behavior; sensitivity
² Proved to be worthy by bouncing back; took up
a challenge that already had legal issues.
‡ Influential
1) Appealing vision ² user friendliness.
2) Vision statement- committed to bringing best
computing experience to students,
professionals through innovative hardware &
software offerings. ( one of Top vision
statements )
3) Example to follow- demonstrate courage &
4) Self belief.
‡ Contingency theory- Path Goal- leader
‡ Takes input of others into account; assumes
final decision-making authority
‡ For software advancement-
² Jobs used input of Next, partnered with
Microsoft, was open to outsourcing video
editing to Adobe, teamed up with Soundstep.
‡ Pushed company employees for innovative
‡ Big Five personality model:
² Extravert: High spirited:: High
² Agreeable: Cooperation: Average
² Conscientious: High standards:: High
² Emotional Stability: Confident:: High
² Openness to experience: Creative:: High
‡ Self- monitoring
‡ Risk-taking
‡ Pro-active personality
‡ MBTI model.
² Extraverted vs. introvert: Extravert
² Sensing vs. intuitive: Intuitive
² Thinking vs. feeling: Thinking
² Judging vs. perceiving: Perceiving
‡ Apple already had innovative work culture and,
‡ Jobs was an established leader,
‡ Jobs· and Apple·s talent ´emergedµ from when
the iPod was born.
‡ Situational factor played more important role.
² Crisis- primary source of motivation, creativity.
² Adobe·s rejection quickened Apple·s pace of
software development.
² Goal of developing ´best customer experienceµ
achieved through the iPod.
‡ Apple·s status quo initially- nothing new on
offer, non innovative, lackluster.
‡ Unfreezing involved thinking out of the box,
right direction.
‡ On Jobs· return, proceeded to assume
responsibility by taking risks (partnering with
Microsoft)-gaining from them, thus building up
on confidence.
‡ Jobs· firstly improved Apple·s own OS Mac
through collaborations and upgradations.
‡ Acted democratically, pushed managers to think
‡ Kept the market for Apple buzzing by
developing video editing.
‡ Wrapped ´great ideas inside great ideasµ ²
improved hardware alongside.
‡ Tested the online music market by introducing
CD ROMs; also optimally utilising Apple's
‡ This first step in marketing digital music
fostered innovation further.
‡ Apple then developed iTunes, superior to
Windows· and so, a boost to spirits.
‡ The running success led to the most innovative
idea of all, the iPod.
‡ After creating the iPod, Apple further cemented
its position in the market.
‡ It followed its ¶best customer experience· vision
and supplemented the iPod with the iTunes
‡ It collaborated further, developed a Windows
version of iTunes and broadened its market.
‡ Thus the vision and innovative culture keeps
Apple going strong.
‡ Apple *is* a learning organisation.
‡ Follows Double-loop learning.
‡ Shared vision
² best customer experience.
‡ Discard old ways of thinking
² innovative in nature, requires freedom to
modify policies as per the situation.
‡ All processes are interrelated
² participative management.
‡ Open communication
² Jobs encourages sharing of ideas.
‡ Company interest over self
² Jobs prepared to take any risks for interest of
Apple·s advancement.
‡ Diversify product lines and within existing
² Extend OS to mobile phones.
‡ Open door policy for lowest levels of Apple.
² Extend 20 or so current creative team to
beyond the high levels.
‡ Apple does not do market research., as said
by Jobs himself.
² This would be continued, as it greatly helps
‡ Learn from past experiences by improving
‡ Integrate advanced technologies with user-
It is piracy, not overt online music
stores, which is our main competitor.
Steve Jobs

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