Gil Amelio (1996-1997)

Gil Amelio was the CEO of National Semiconductor before joining Apple in 1996, despite
already being on the companys Board of Directors. Amelio helped to overturn the companys
low quality products and introduced Mac OS 8, buying Steve Jobs NeXT for $429 million. Within
a year, Apples stock slumped to a 12-year low, leading to Amelio losing his job, after Steve Jobs
convinced directors to cut the CEO.

Accountability and Transparency - Gilbert Frank Amelio showed little amount of

accountability especially when Amelio cited several problems at Apple including a
shortage of cash and liquidity, low-quality products, lack of a viable operating system
strategy, undisciplined corporate culture, and fragmentation in trying to do too much and
in too many directions. To address these problems Amelio cut costs, reduced Apple's work
force by one third, discontinued the Copland operating system project, and oversaw the
development of Mac OS 8.To replace Copland and fulfill the need for a next generation
operating system Amelio started negotiations to buy BeOS from Be Inc. but negotiations
stalled when Be CEO Jean-Louis Gasse demanded $275 million; Apple was unwilling to
offer more than $200 million. In November 1996 Amelio started discussions with Steve
Jobs NeXT and bought the company, for $429 million.
Responsiveness - Jobs might said, "This guy is the worst CEO I've ever seen, I think if you
needed a license to be a CEO he wouldn't get one.", but we think that Gilbert Frank Amelio
did his part to helped Apple Macintosh develop and grow.
Fairness - at first there is fairness in the organization but when Steve Jobs came back from
apple, chaos blew out because it bought conflict on how to make the apple better again.
Apple's stock continued to slump and hit a 12-year low in Q2 1997 that was at least
partially caused by a single sale of 1.5 million shares of Apple stock by an anonymous
party who was later confirmed to be Steve Jobs. Apple lost another $708 million. On the
July 4, 1997, Jobs convinced the directors to oust Amelio in a boardroom coup; Amelio
submitted his resignation less than a week later; and Jobs then became interim CEO on
September 16.
 Consensus Oriented - Gilbert Amelio showed not quite of independence because he got
to deal with people with different opinions or decisions for the development of Apple
especially with Steve Jobs.

Steve Jobs (1997-2011)

Named as the interim CEO of Apple in 1997, Jobs main aim was to make the company
profitable again. He cut numerous projects, leading staff to fear being in an isolated location with
him for fear of being fired. The new CEO helped create Mac OS X, introducing the iMac and other
new products before he took the official position as CEO in 2000. Jobs was behind the iPod, the
release of the iTunes music service and the iPhone. Not satisfied with innovating the mobile
phone, Jobs helped create the iPad tablet and began making the Mac brand of computers
sleeker, sexier and smaller. Jobs announced his retirement on August 24 2011, stating that he
believed he was unable to fulfil the role that was expected of him.

Organizational Structure

The organizational structure of Apple Inc. was centralized as Steve Jobs was in charge of
all final tasks, supervisions and decision makings. It had definite impacts on the corporate culture
of the company as different levels of authority brought about specific levels of responsibility for
employees.

Risk Management

He successfully navigated multiple risks and obstacles, leaving Apple as perhaps the worlds most
valuable company. In terms of navigating external risks in the business environment, Jobs was a
genius. In terms of navigating risks in his personal space, though, Jobs' track record falters. Jobs
also took great gambles; which real leaders must do. Risk is uncomfortable and generates
uncertainty. But, when leaders push the boundaries and encourage dreams, they embolden
others to stretch and take risks, too. And only when you take risks can you build momentum.
After all, progress usually isn't linear. There are bumps along the way. Leaders need to be
transparent and give people feedback in real time, even though it may mean losing employees
when there are setbacks.

Accountability At the core of Job's mentality was the "accountability mindset" meaning
that processes were put in place so everybody knew who was responsible for what. He
made sure that in each agenda there was someone who is accounted for and responsible
for it.
Transparency - What should alarm investors is the lack of transparency and candor from
Apple. Apple has never been the most forthcoming company. But with Jobs at the helm,
they could get away with it to some extent. His larger-than-life persona brought a certain
mystique to Apple. Bloggers acted like fan boys, eagerly awaiting new product
announcements.
Responsiveness - Jobs has a strong sense of taking responsibility and which resulted from
his controlling personality, he was an individual quite unique in terms of being both a
visionary and having a desire to be in the decision process of even the smallest detail, for
instance the design of rivets and screws on the outer shells of Apple products which
serves stockholders at a reasonable time frame.
Effectiveness and Efficiency - Apple did with the MacBook and iPod after Steve Jobs took
his company back in the late 1990s. Apple remains a paragon of efficient effectiveness.
Efficiency mustnt just meet effectiveness; the two have to join forces and work side by
side daily hitched together as an efficient, effective team. And leaders must ensure
that they make doing the right things right not just a mantra, but a habit controlled by
regular oversight.
Fairness - Jobs was very fair at first but as time goes by his colleagues noticed that job
started being selfish and that nothing mattered to him more than making more
improvements, being better and making better. Jobs was a perfectionist.
Consensus Oriented - Jobs was clearly a very creative person, he showed his
independence inside the company through his own skills and creativity and even when he
got kicked out of the company he still showed independence because he was still doing
good in life and got noticed by the company enough that they hired him again.
Tim Cook (2011-present)

Taking over from Steve Jobs as of today, Tim Cook is known for being a calm, collected
and quiet man, quite unlike the very animated style of his predecessor. Although his work style
is fairly intensive to the point that he is often described as a workaholic. This is not the first
time that Cook has served as Apple CEO, having stepped into the breach during recent times that
Steve Jobs has taken medical leave. In 2004 Cook deputized for two months while Jobs recovered
from pancreatic cancer surgery. In 2009 Cook picked up the company reigns for several months
while Jobs underwent a liver transplant. And January this year, Cook filled in for Jobs after he was
granted medical leave by the Apple board

Organizational Structure

Apple organizational structure has been subjected to certain modifications since the
leadership role was assumed by Tim Cook on August 2011. Specifically, Mr. Cook embraced the
decentralization of decision making to a certain extent in order to encourage innovation and
creativity at various levels. Nevertheless, the structure remains to be largely hierarchical.

Risk Management

The life of a leader is not an easy one. At times leaders must make extremely difficult
decisions that can affect the lives of those around them. Although its difficult, you must be able
to trust in your ability to take risks. Tim Cook understands he must take risks in order to
succeed. He believes that we take risks knowing that risks will sometimes result in failure, but
without the possibility of failure there is no possibility of success.

Accountability - One character trait that distinguishes Apple CEO Tim Cook from other
corporate leaders is his high level of accountability. Tim Cook knows that the Apple
logo represents a promise to consumers, and he takes that promise seriously. He
considers the consequences of his actions and willing to take responsibility of the
mistakes that he had committed.
 Transparency "We have stepped up our social responsibility. We have talked about
things and been more transparent about what we're doing," Cook said in a recent
interview with The Washington Post, when asked how Apple's culture has changed. Cook
also said: "The obvious things are we have more employees. The company is four times
larger [by revenue since 2010]." Much of that headcount growth is due to Apple opening
dozens of additional retail stores and investing in research and development for new
product categories. Yet even small product and design teams saw their numbers grow in
a way that Jobs typically resisted.
Responsiveness - Tim Cook manages to find the time to visit his Apple stores and engage
with his customers, either face-to-face or by reading their emails. Not allowing yourself
to become insular is very importantmaybe the most important thing, I think, as a CEO.
Staying humble will give you the respect of your employees and is a quality that is
necessary to becoming a great leader.
Philanthropy - According to Fortune, Cook has Apple stock worth about $120 million
and options with a value of $665 million. In March 2015, he said he planned to donate his
entire stock fortune to charity. Apple finally began matching charitable contributions
from employees, which had long been a sore spot for staff. Teams are encouraged to be
more aware of Apple's supply chain and any red flags they might notice on trips abroad,
according to one former employee. Another employee said there was definitely a "louder
environmental voice" inside the company pushing it to be greener.

Consensus Oriented - "spread-sheeting-loving, consensus-oriented, even-keeled person".

Tim Cook is a thoughtful, data-driven executive who knows how to listen and who can be
charming and funny in small group settings"