I find Apple’s and Google’s approaches very interesting as they seem like polar opposites in how they realize product offerings to the public.Although I believe both companies highly value the quality of all their products released, Apple seems to have an approach that nothing gets released until its 100% while Google will release early alpha and beta versions of their offerings for the public to try and test and provide feedback.Both companies are very highly valued: rated one and two respectively and I guess you could argue both approaches to which is best.
Apple overtakes Google as world's most valuable brand only because of Steve Jos management and his creativity towards the invention good products like iphone and ipad. Apple's growth have added some luster on other companies like AT&T and Verizon by allowing them to sell iPhone. I wish Apple would stay as a top brand for some more years.
Though currently Apple is the World's most Valuable Brand, but am not sure for how long the company can maintain this lead. Sales of iPods are down, recently launched iPad2 failed to meet Wall Street expectations. Verizona iPhone sales are also down, and recently Privacy fears were raised as researchers reveal file on iPhone that stores location coordinates. All these facts certainly creates doubts about Apples future.
"What happens when Jobs leaves the stage and nobody else has the same level of charisma and forceful will to continue with his managerial style?"
Bolaji, I think you have raised one of the most critical concern that is in the minds of all Apple fans. It's evident that the success Apple has achieved is solely because of Steve Jobs' leadership and management. I don't think anyone, despite whatever his qualifications and experience be, can parallel Jobs' style and can lead Apple in the same way. Perhaps Jobs himself needs to nominate a successor and train him to lead on his own style.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.