The one thing that is often mentioned most about Jobs is his drive and passion for great product, and not for profit (money will come along in the long run). This is one factor that really motivate his people. Hardly do we find any boss that do not focus much on profit/cost.
Jobs did more than lead. He motivated and often put down employees who didn't rise to the level he sets for them. Whether these actions helped propel Apple higher cannot be determined but they have become a part of the company's history. Can a new leader ever reproduce the effects Jobs had on his staff and consumers? Probably not. But Cook is having his own effects.
Apple's innovations did not all purely come from Jobs, but from the engineers behind it. A leader is important in this case to bring out the best from his people.
True Bolaji. Last year performance may not necessarily reflect the long term viability of the company. This remains to be seen and within 2-3 years, a clearer picture will be out for us. With Android doing best it can and Windows trying to make a comeback, Apple will need to ensure that it has all its weaknesses covered in the short run.
WaqasAltaf, You noted one of the differences between the Cook-led Apple management and the Steve Jobs-led team. Jobs didn't believe in dividends payment while Cook (it seems) believes shareholders should have the profits made by the company. This may be a single difference but it also points to a set of wider differences.
Yes, Apple's stock price has increased markedly since Cook took over but it has also begun sliding over the last few weeks. Today, it fell more than 3 percent. This may not be related at all to management strategy or character differences or if Jobs had charisma that overwhelmed the market but it is in line with the hypothesis of Forrester that Apple will not grow in future as it had in the past.
'I don't believe Steve Jobs' lesser interraction with investors hurt the company's stock price'
Your point has forced me to ponder over my statement. Investors might be dissatisfied with Jobs' interaction policy but when it comes to buying shares, they may behave rationally. However, one fact is that this year Apple announced the largest dividend payout in its history and also that the price of its stocks have soared 80% up since last year. This shows a lot of confidence in its new leadership.
Anna, The point of the Forrester article was that of the differences in the characteristics of the two CEOs. One -- Jobs -- is seen as a highly charismatic individual while the other -- Cook -- is seen as a pragmatic manager. I don't believe it is unfair to compare them. I think it's fine as long as we understand that the differences benefit Apple.
WaqasAltaf, I don't believe Steve Jobs' lesser interraction with investors hurt the company's stock price. It's more a question of differences in the individual's characters. I agree with your point about Timothy Cook, though, and think it refreshing that he has tried to be himself rather than cast himself in Steve Jobs' mold.
You're right; I understand Tim Cook has a strong operational leadership quality which sets him apart. He needed to bring something different anyway otherwise his time may have been short lived had he not.. I am equally aware of the restructuring he has tirelessly implemented after his ascension almost making it clear that Apple should not be about one man alone etc. All of his changes matters obviously which was not of interest to Steve Jobs during his term. I support Tim Cook's method, it is important to acknowledge and appreciate your staff by boosting their morale. Having said that I think Steve has done his job, built the company to the current level. Apple may not have that edge it once had under Steve - fine, its not the end of the world. It does not mean it can't still successfully remain strong with proper leadership and management style for the future...
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.
Archived Dialogues
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.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
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.
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.
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