“Inside Apple” Reveals Steve Jobs Anecdotes, Apple’s Little Known Facts

This is a project I run with almost all of my clients - shifting an organic, but dysfunctional, business arrangement into one where everyone knows their responsibility, and the right person does the right jobs at the right time (and for the right cost point).

This is achieved by shifting focus. Most businesses evolve from the top down: when the business owner/s or managers get too busy, they hire somebody new and hand down some of their tasks (usually those that they don't like). We work with the business to break down everything they do (from setting a vision to cleaning the sink - easier to do than it sounds), and then coach them to assign responsibility based on who is the best person for each task, rather than who was hired first.

I find it fun - although anything that involves defining and changing responsibilities is fraught with danger in a business. People who have been 'hiding' behind vague (or non-existent) job descriptions are suddenly found out. I tell clients to expect up to 10% resignations, but most or all of those who leave will have been holding the business back. It takes strong leadership to hold the business's nerve during that period.

I guess my point is: this element of Apple's success is possible for any business. It's rewarding, but requires good leadership.

The biggest surprise I had was that the Woz was on the Macintosh team before Jobs was involved. He said that he, Jef Raskin and a few other engineers wanted to create a low cost version of the Lisa.

It was only after Jobs was banished from the Lisa team/building that he took over the Macintosh team. Also interestingly even though he was a co-founder Woz left the impression that the team leader was initially Raskin. I thought Jobs had founded the Macintosh team.

I would seriously pay to read that material.

Notice how Jonathan Ive does not delegate any work to any Vice Presidents. Compare this to other corporations and you'll see why this works so well (no giant chain of command where every member of staff is trying to put their stamp on things).

Anyone cares to explain that one? It left me confused really... The way I read it, he's a visionary and doesn't care how things are achieved as long as business is good. And to be honest that doesn't sound good for me - more like a dictator who will eliminate failing VPs whether the fault is on their side or somewhere else in the organisation.

    "Mossberg, our friend, is no longer writing good things about us."