apple organizational structure essay

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How Apple Is Organized for Innovation

• Joel M. Podolny
• Morten T. Hansen

When Steve Jobs returned to Apple, in 1997, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. Believing that conventional management had stifled innovation, Jobs laid off the general managers of all the business units (in a single day), put the entire company under one P&L, and combined the disparate functional departments of the business units into one functional organization. Although such a structure is common for small entrepreneurial firms, Apple—remarkably—retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1997. In this article the authors discuss the innovation benefits and leadership challenges of Apple’s distinctive and ever-evolving organizational model in the belief that it may be useful for other companies competing in rapidly changing environments.

It’s about experts leading experts.

Idea in Brief

The challenge.

Major companies competing in many industries struggle to stay abreast of rapidly changing technologies.

One Major Cause

They are typically organized into business units, each with its own set of functions. Thus the key decision makers—the unit leaders—lack a deep understanding of all the domains that answer to them.

The Apple Model

The company is organized around functions, and expertise aligns with decision rights. Leaders are cross-functionally collaborative and deeply knowledgeable about details.

Apple is well-known for its innovations in hardware, software, and services. Thanks to them, it grew from some 8,000 employees and $7 billion in revenue in 1997, the year Steve Jobs returned, to 137,000 employees and $260 billion in revenue in 2019. Much less well-known are the organizational design and the associated leadership model that have played a crucial role in the company’s innovation success.

• Joel M. Podolny is the dean and vice president of Apple University in Cupertino, California. The former dean of the Yale School of Management, Podolny was a professor at Harvard Business School and the Stanford Graduate School of Business.
• MH Morten T. Hansen is a professor at the University of California, Berkeley, and a faculty member at Apple University, Apple. He is the author of Great at Work and Collaboration and coauthor of Great by Choice . He was named one of the top management thinkers in the world by the Thinkers50 in 2019. MortentHansen

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Apple’s Organizational Structure & Its Characteristics (An Analysis)

Apple Inc.’s organizational structure contributes to effective and rapid innovation, which is a critical success factor of the business in the information technology, online services, and consumer electronics industries. The company’s organizational structure or corporate structure is the combination of workforce groups, resources, and interconnections among these groups and resources in the business. The organizational design determines how the organizational structure is developed and managed. In this business analysis case of Apple Inc., the company structure supports strategies that push for further technological innovation. The computer technology company’s structural characteristics maintain a traditional hierarchy, with some key elements from other types of organizational structure. Business success and the satisfaction of Apple’s mission statement and vision statement are linked to innovation and organizational leadership, and its business structure is partly responsible for ensuring support for such leadership. With Tim Cook’s leadership, Apple has changed its company structure to suit current global market and industry demands.

Apple’s organizational structure is effective in supporting business performance to ensure leadership in the industry, especially with regard to competitors, including the information technology, consumer electronics, and online services of Google (Alphabet) , Samsung , Microsoft , Amazon , and Sony . Apple TV Plus also competes with the video streaming services of Netflix , Disney , and Facebook (Meta) . The Five Forces analysis of Apple Inc. determines that these competitors impose a strong force in the company’s external environment. Through its company structure, Apple continues to improve its capabilities and competitive advantages, such as in rapid and creative innovation and product design for competitiveness in the international market for smartphones, tablets, laptops, and online services.

Apple’s Organizational Structure Type and Characteristics

Apple has a hierarchical organizational structure , with notable divisional characteristics and a weak functional matrix. The company’s hierarchy is a traditional structural feature in business organizations. The divisional characteristics refer to the product-based grouping within Apple, such as for iOS and macOS. The weak functional matrix involves inter-divisional collaboration, while the company’s hierarchy is preserved. The following are the main characteristics of Apple’s structure:

• Spoke-and-wheel hierarchy
• Product-based divisions
• Weak functional matrix

Spoke-and-Wheel Hierarchy . A bird’s-eye view of Apple’s organizational structure shows a considerable hierarchy that revolves around the company’s headquarters. In the past, everything went through the office of Steve Jobs, who made all the major strategic management decisions. Today, under Tim Cook’s leadership, this hierarchy in Apple’s company structure has slightly changed. The company now has more collaboration among various offices, departments, and teams in the organization, such as software teams and hardware teams. Apple’s vice presidents have more autonomy, which was limited and minimal under Jobs. Thus, the company’s organizational structure is now less rigid, but still has a spoke-and-wheel hierarchy where Tim Cook is at the center. The upper tier (innermost tier in the spoke-and-wheel circle) of the business structure has function-based grouping, which is an element derived from the functional type of organizational structure. Senior vice presidents who report to Tim Cook handle departments based on business functions. For example, Apple has a senior vice president for retail, and a senior vice president for worldwide marketing. In this structural feature, the company’s top leaders address business needs in terms of business function areas.

Product-based Divisions . The upper and lower tiers of Apple’s business structure have product-based divisions, which is an element derived from the divisional type of organizational structure. There are senior vice presidents and vice presidents for different outputs or products. For example, Apple has a Senior Vice President for Software Engineering (iOS and macOS), a Senior Vice President for Hardware Engineering (Mac, iPhone, and iPad), and a Senior Vice President for Hardware Technologies (hardware components). The distribution channels in Apple’s marketing mix or 4P are linked to this structural characteristic. This aspect of the company structure is used to manage specific products or product components that the business organization delivers to its target customers.

Weak Functional Matrix . Apple’s weak functional matrix refers to the collaborative interactions among various components of the business. In a weak functional matrix, top management determines project direction, while project heads have limited authority and control. For example, Apple’s business structure allows hardware teams to collaborate with software teams. In this way, the company facilitates information dissemination that is necessary for innovation processes. This structural feature contributes to effective and rapid innovation processes, which are a major business strength shown in the SWOT analysis of Apple Inc . Through this characteristic of the organizational structure, the company maintains strong innovation processes that support brand development and the use of premium-pricing strategies.

Apple’s Structure: Advantages, Disadvantages, Recommendations

Strong Corporate Control . The hierarchy in Apple’s organizational structure supports strong management control in the organization. Theoretically, hierarchy empowers top leaders, like Tim Cook, to control everything in the organization. Through this hierarchy, business functions and product-based groups are effectively controlled through the decisions of the CEO and other top executives. This advantage of Apple’s corporate structure facilitates rapid and effective strategic management implementation and helps in establishing coherence throughout the entire company.

Limited Organizational Flexibility . Apple’s company structure has the downside of low or limited flexibility. Hierarchy typically prevents lower levels of the structure to flexibly respond to current business needs and market demands. For example, Apple’s product-based divisions must wait for directives from the CEO or other top executives to proceed in implementing changes that address trends in the market for consumer electronics. However, Tim Cook has already made slight improvements by increasing collaboration among various parts of the firm. Such collaboration improves organizational flexibility. Still, Apple’s organizational structure does not support rapid changes in business processes because everything must go through Tim Cook and the top management team.

• Albert, D. (2023). What do you mean by organizational structure? Acknowledging and harmonizing differences and commonalities in three prominent perspectives. Journal of Organization Design , 1-11.
• Apple Inc. – Form 10-K .
• Apple Inc. Leadership .
• Doan, T. N. T., & Nguyen, H. H. (2022). Value creation and value capture: Analysis of Apple company. International Journal of Current Science Research and Review, 5 (4), 1089-1095.
• Xia, Y., Li, X., & Wang, X. (2023). The influence of organizational structure on the dynamic capability of enterprises: The regulating effect of technological innovation. Science, 11 (2), 57-66.
• Copyright by Panmore Institute - All rights reserved.
• This article may not be reproduced, distributed, or mirrored without written permission from Panmore Institute and its author/s.
• Educators, Researchers, and Students: You are permitted to quote or paraphrase parts of this article (not the entire article) for educational or research purposes, as long as the article is properly cited and referenced together with its URL/link.

Apple Organizational Structure: a brief overview

Apple organizational structure can be described as hierarchical and functional. Such a structure has been developed by its founder and former CEO late Steve Jobs in order to ensure focused realization of his innovative ideas and clear vision for the business. When Steve Jobs returned to turnaround failing Apple in 1997 the company had a typical organizational structure with many business units with their own profit and loss (P&L) responsibilities. In order to increase the coherence and fuel innovation, Jobs fired general managers of all business units (within one day) and put in place one P&L for the entire business.

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. Also, Cook divided hardware function into hardware engineering and hardware technologies. As the most recent change to the corporate structure Cook added artificial intelligence (AI) and machine learning as separate function areas due the increasing importance of AI and machine learning.

Currently, Apple organizational structure has the format illustrated in figure below:

Apple Organizational Structure

Generally, Apple corporate structure has the following characteristics:

1. Hierarchical organizational structure. Although Tim Cook introduced considerable changes to Apple corporate structure since assuming the top job in 2011, the structure still remains to be highly hierarchical with many layers of management. Massive size of the company that comprises 164,000 full-time equivalent employees globally necessitates the adherence to the hierarchical organisational structure.

Advantages of Apple hierarchical organizational structure include tight control possessed by senior management over all aspects of the business. Moreover, promotion opportunities motivate employees to perform well and there are clear levels of authority and responsibility. On the negative side, Apple’s hierarchical organisational structure may compromise flexibly of the business to reflect changes in the global marketplace. Furthermore, in hierarchical organizations communication across different departments tends to be less effective than in flat organizations.

2. Product-based grouping . Product-based grouping is an important feature of Apple organizational structure. The multinational technology company divides its operations into the following product-based groups:

a) Services. This group includes App Store, ApplePay, iCloud, and Apple Music.

e) Other products. These include Apple TV, iWatch, headphones, cases, displays, storage devices and various other connectivity and computing products and supplies

3. Collaboration between different groups and divisions . Apple Inc. maintains an intensive and effective collaboration between various groups and divisions of the company. Each product within Apple portfolio such as iPad, iPhone, iPad, Apple TV and iWatch is a result of collaboration of product-based groups.

Apple Inc. Board of Directors consists of eight members with a solid leadership background in a range of industries. Three members are acting CEOs and two members are former Chairman and CEOs of global companies.  Moreover, proven leaders such as former US Vice President Albert Gore Jr., former CFO and Corporate President The Boeing Company James A. Bell and co-founder and Director of BlackRock Susan Wagner also serve in Apple Board of Directors.

Considering a number of challenges faced by the company such as rapidly decreasing life cycle of technology products and declining sales of iPhones, iPads and Mac products, [1] it can be argued that Apple organizational structure may be subjected to certain changes in the medium-term perspective. To be more specific, elements of matrix organizational structure and divisional organizational structure may be integrated into Apple Inc. organizational structure to a greater extent to increase the efficiency of new product development practices.

4. Functionality . Functionality is another important aspect of Apple’s structure. Although, product-based grouping is an important element of organizational structure as discussed above, senior vice presidents reporting to CEO are in charge of functions, not products. Functional organizational structure is not common for behemoths like Apple, however, the tech giant benefits from the current patterns of its corporate structure. Specifically, unlike many other large companies there is no fight between heads of product divisions at Apple for resources.

Moreover, functional organizational structure allows the tech giant to neglect short-term financial targets when developing new products that require considerable investments. Importantly, the bonuses of senior R&D executives are based on the financial performance of the whole company rather than revenue from particular products [2] . Therefore, executives at Apple are made to take a holistic approach to the business, similar to small entrepreneurial firms.

Apple Inc. Report contains the above analysis of Apple organizational structure. The report illustrates the application of the major analytical strategic frameworks in business studies such as SWOT, PESTEL, Porter’s Five Forces, Value Chain analysis, Ansoff Matrix and McKinsey 7S Model on APPLE. Moreover, the report contains analyses of Apple leadership, business strategy and organizational culture. The report also comprises discussions of Apple marketing strategy, ecosystem and addresses issues of corporate social responsibility.

[1] Annual Report (2022) Apple Inc.

[2] Podolny J.M. & Hansen, M.T. (2020) “How Apple Is Organized for Innovation” Harvard Business Review, Available at: https://hbr.org/2020/11/how-apple-is-organized-for-innovation

Organizational Structure

A History of Apple’s Organizational Structure

Last updated: Feb 15, 2023

Table of contents

What Apple’s Org Chart Looks Like in 2022

Apple’s functional management structure, tim cook takes over, the team that launched the iphone, refreshing the organization.

Apple’s most famous CEO is Steve Jobs, but the company has had a diverse team over the years. See how Apple’s org structure has evolved & what it’s like in 2022.

Since its creation in 1976, Apple has grown into one of the most successful and well-known companies in the world based on an empire of consumer electronics, computers, software, and a range of other technologies.

In 2022, it would be more difficult to find someone who didn’t own an Apple product than did. And much of the company’s success and growth has been rightfully attributed to co-founder Steve Jobs.

Despite that, Jobs didn’t always have an easy ride at Apple and was pushed out of the company in 1985 as the result of a power struggle. But by 1997, the company had been losing money for years, and pulled Jobs back into the fold.

On his arrival as CEO, he turned Apple’s organizational structure on its head.

What had been running as a typical large company -- divided into business units run by managers with profit and loss responsibilities -- was changed almost overnight to one functional organization where everything ultimately came together under the CEO.

Jobs laid off all the GMs and restructured Apple around areas of expertise rather than products, meaning to this day a number of teams work on the same product and are led by experts in their area of expertise rather than managers.

Apple’s functional structure stands out from the other tech giants, such as Facebook , Microsoft and Google , who run a more traditional shop structured around key products.

SVPs responsible for certain functions at Apple are charged with working together on products and reporting up to the CEO in a structure designed to stop competition over resources, and encourage collaboration and innovation.

The structure also mitigates the need to meet short-term profit targets, with teams responsible for technological developments on a range of products – not just the commercial success of one. Senior R&D executives receive bonuses based on total company performance, rather than certain product performance, creating a more holistic environment.

With this approach, the company has grown from 8,000 employees and $7 billion in revenue in 1997, when Jobs returned, to 137,000 employees and $260 billion in revenue in 2019.

In 2011, Apple’s Chief Operating Officer Tim Cook was named CEO when Steve Jobs stepped down from the role.

Previously responsible for the company’s worldwide sales and operations, Cook - like Jobs before him - restructured the multinational company on stepping into the role.

Where Jobs made almost all decisions, Cook gave VPs more autonomy and decision making power. He divided hardware functions into hardware engineering and hardware technologies, added artificial intelligence and machine learning as a functional area, and moved human interface from software into industrial design.

As the company continued to grow, so too did the size of its teams. Choosing to keep collaboration between VPs as smooth as possible, the company has attempted to minimize the number of VPs, which has seen the leaders responsible for swelling numbers of employees. In 2006, the company had around 17,000 employees and by 2019 that number had grown to 137,000. At the same time, the number of VPs only doubled, from 50 to 96. It was in 2007 that growth really kicked off.

2007 marked a new chapter, if not a whole new book, for Apple: the iPhone came to life.

At the time, Apple had an executive team of six members, including Jobs. At his side were Phil Schiller, Eddy Cue , Jony Ive, Tony Fadell and Scott Forstall. Fast forward to today, and that executive team is 17. Schiller and Cue are the only two of the team that remain at the company. Schiller, an Apple Fellow, is currently responsible for leading the App Store and Apple Events.

For the past 30 years, Schiller has helped guide Apple’s products and marketing and was responsible for the iPod’s beloved click wheel. Cue, who joined the company in 1989, is now SVP, Internet Software and Services and reports directly to CEO Tim Cook. He oversees the company’s content stores, including iTunes Store and Apple Music, and Apple Pay, Maps, Search Ads, Apple’s iCloud services, and productivity and creativity apps.

Ive, who was one of Apple’s longest standing and highest-ranking designers, left the company in 2019. Fadell, one of the visionaries behind the iPod and iTunes, left the company in 2018 citing personal reasons. And Forstall, who was once touted to be Jobs’ replacement as CEO, left in 2013 after the unsuccessful launch of Apple Maps.

However, Cook, Schiller and Cue aren’t the only longstanding leaders at the company; Greg “Joz” Joswiak , SVP, Worldwide Marketing, started his career at Apple in 1986 and has played a pivotal role in developing and launching some of the company’s most iconic products.

Deirdre O’Brien joined in 1988, and is now Apple’s SVP, Retail and People, reporting to CEO Tim Cook. In her role leading the People team, O’Brien helps Apple connect, develop and care for its employees, and is responsible for a range of people focused functions.

In 1995, Sabih Khan , current SVP, Operations, came onboard, then in 1998, now-Chief Operating Officer Jeff Williams started with the company.

SVP, Hardware Engineering John Ternus came to Apple in 2001 as a member of the Product Design team. Then in 2008, now SVP, Hardware Technologies Johny Srouji came onboard. The other two current execs who were at Apple before Cook took over are Isabel Ge Mahe , VP and Managing Director of Greater China, who joined in 2008, and Adrian Perica , VP, Corporate Development, who came onboard in 2009.

All in all, more than two-thirds of Apple’s current executive team have been with the company for more than a decade, with four having been there for more than three decades. Due to the functional organization of the company, employees are encouraged to develop good working relationships and rise through the ranks as they grow in expertise -- leading to the celebration of lots of employee anniversaries.

Since Cook took over as CEO, five new faces have joined Apple and joined the ranks of senior leadership. Luca Maestri , SVP and Chief Financial Officer, came to Apple in 2013 as VP of Finance and Corporate Controller. In the same year, former Obama-appointed Administrator of the US Environmental Protection Agency Lisa Jackson joined the company to oversee Apple’s efforts to minimize its impact on the environment.

In 2016, Tor Myhren arrived from Grey and now heads the Marketing Communications group as VP. Then the next year, Katherine Adams , SVP and General Counsel, joined Apple from Honeywell and now leads Legal and Global Security.

The most recent addition to Apple’s leadership team is John Giannandrea , who made the leap from Google in 2018 to oversee Apple’s strategy for artificial intelligence and machine learning as SVP Machine Learning and AI Strategy.

Despite the growth in numbers in Apple’s executive team over the years, it hasn’t meant any lessening of responsibilities. Since 1998, Apple’s core functionalities have gone from eight (hardware, software, marketing, operations, services and support, sales, finance and legal) to 17 in 2019. Now there are SVPs and VPs for design, hardware engineering, hardware technologies, software, services, machine learning and AI, marketing, marketing communication, operations, sales, retail, people, finance, legal, corporate communications, environment, policy and social, and corporate development.

Although sticking with the functional structure, whereby leaders are experts in the areas covered by their teams, a growth in responsibilities has meant those leaders now have to expand their knowledge and skills, and delegate.

Supporting the executive team is Apple’s eight member Board of Directors. Three members are acting CEOs and two are former Chairman and CEOs of global companies. The board includes U.S. Vice President Albert Gore Jr. , former CFO and Corporate President The Boeing Company James A. Bell and co-founder and Director of BlackRock Susan Wagner .

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Apple: Organizational Culture, Structure, and Leadership

Organizational culture of apple: executive summary, apple’s organizational culture: introduction, organizational structure, apple: corporate culture, apple: leadership and organizational behavior, organizational change, hr strategies supporting transition, apple company culture: case study conclusion, appendix a: apple hierarchy chart, appendix b: apple swot analysis.

Apple is one of the iconic organisations associated with a charismatic but rather controversial leader, Steve Jobs. Tim Cook, who is now the CEO of the company, has to address the challenges the corporation faces in a highly competitive environment. Apple has a strong culture and effective organisational structure, but the company still has to undergo certain changes to enhance its competitiveness.

Although Cook is characterised by the use of democratic leadership, the company lacks flexibility. Top-down decision making is the primary approach that hinders the organisation’s innovation capacity. Collaboration, communication, and transparency have become the top management’s priorities. In order to address the existing and potential challenges, it is necessary to focus on the development of a learning organisation where employees are free to gain knowledge, experiment, and innovate. The use of technology is an influential factor that can make the efforts mentioned above effective. Apple’s executives can utilise Kotter’s model of change to ensure the successful transformation of the company.

Apple is one of the most famous companies that revolutionised the consumer electronics industry. After the death of its charismatic leader, Steve Jobs, Apple could see really dark times, and many people did not believe that Tim Cook, with his quiet and modest character, could ensure the further development of the organisation (Lashinsky 2015). Nevertheless, the corporation displays positive dynamics and increases its revenue. Apple is characterised by a strong organisational culture and quite a rigid hierarchical structure (Schermerhorn et al., 2019). One of the most considerable changes the company has undergone during the past years is associated with the democratic leadership style of its CEO. Collaboration and communication are seen as the major approaches to achieve established goals and improve the company’s performance.

However, the organisation still lacks flexibility, which is one of the most influential obstacles to innovation. This paper includes a detailed analysis of Apples’ organisational culture and structure as well as existing strategies to implement the necessary changes. Some recommendations regarding the methods to be utilised are provided at the end of the paper.

Mintzberg’s Framework

An organisational structure is one of the factors that can ensure companies’ competitiveness and considerable share in the market. It can be referred to as “the system of tasks, workflows, reporting relationships and communication channels that link the work of diverse individuals and groups” (Schermerhorn et al. 2019, p. 237). An organisational structure defines the functions, processes, procedures, as well as values and beliefs utilised at an enterprise (Vlcek 2016). Several types of structures exist and are widely used by different organisations operating in diverse business environments.

One of the typologies commonly utilised when evaluating companies’ structures is Mintzberg’s framework. According to this paradigm, structural organisations can be divided into a simple structure, machine bureaucracy, professional bureaucracy, division listed form, and adhocracy (Kumar 2015). These types of organisational structure differ in terms of prime coordinating mechanisms, decentralisation type, and the key part.

Apple: Organizational Structure

Apple structure has evolved into a highly hierarchical organisation with the elements of simple structure, strong divisional form, and a certain degree of adhocracy (see Appendix A). Initially, all major strategic decisions were made by Steve Jobs, who articulated his vision and insisted on the implementation of his projects, ideas, and plans (Schermerhorn et al., 2019). This type of leadership is a characteristic feature of simple structures where one person holds complete control over all decisions and operations. Small companies and enterprises with a small number of employees are often characterised by this type of structure. Under the leadership of Tim Cook, the organisational structure of the corporation under analysis has undergone certain changes.

The company’s executives have more autonomy when making decisions as compared to the initial years of Apple’s history. During the era of Steve Jobs, every procedure and decision were subject to his approval. This rigid control is now non-existent as strategic plans and decisions are developed in the course of discussions, but Tim Cook has the final word (Schermerhorn et al., 2019). At the same time, although some features of a simple structure remain, Apple has transformed into a new structural configuration.

Divisionalised form has become more viable in the new environment and under new circumstances. Companies with this kind of structure are divided into semi-autonomous divisions (Kumar 2015). The executives of different divisions of the company focus on the needs of the market, as well as the industries or sectors they are responsible for, and react accordingly. Apple has product-based divisions that concentrate on specific products (for example, iPhone, Mac, iOS, iPad, to name a few) ( Apple leadership 2019). This configuration is more flexible than a simple structure and is regarded as more appropriate for innovative organisations, such as Apple (Kumar 2015). At the same time, truly innovative companies tend to choose adhocracy as their organisational structure.

Apple can be characterised by a certain degree of adhocracy, but it is rather minimal. Numerous cross-functional teams are formed to attain various goals and numerous complete projects (Schermerhorn et al., 2019). The communication and collaboration within these teams are characterised by horizontal hierarchy. Employees have a considerable degree of autonomy, which has a positive impact on creativity and innovation in the organisation.

However, it is important to stress that this autonomy is confined to the development of products and services, as well as some operations. All these ideas and projects are discussed with top management as strategic decisions are still made at the highest level of the company. The lack of flexibility is one of the weaknesses related to Apple’s structure that can result in serious issues in the future (see Appendix B). The transformations that have taken place in Apple show that the company is trying to address the new challenges of the market and use the available opportunities. The rigid hierarchy utilised by Steve Jobs became less strict in order to facilitate innovation and stimulate creativity, but these changes are rather insufficient.

Defining Organisational Culture

Organisational culture was quite overlooked in the first part of the 20 th century, but it became regarded as important as organisational structure decades ago. It has been acknowledged that culture is one of the most influential factors leading to enterprises’ success, especially when it comes to high-technology industries such as Apple (Piao & Kleiner 2015). Organisational culture can be referred to as “the set of values, beliefs, norms and assumptions that are shared by a group and that guide their interpretations of and responses to their environments” (Ogbonna & Harris 2014, p. 668). Organisational culture is often seen as the facilitator of commitment to organisational goals and employees’ motivation. Different typologies of culture exist, and they can be applied to diverse companies.

Handy’s Framework

One of the most prominent researchers who explored organisational culture was Charles Handy. Handy believed that organisational culture was closely related to organisational structure, which is now one of the central ideas in the field (Hughes 2018). The researcher’s typology consists of four types of culture: power, role, task, and person culture. According to this paradigm, Apple can be described as a power culture with several elements of task culture. The former type of organisational culture is characterised by centralised decision making since one person (or a limited number of people) make major decisions (Hughes 2018). The latter is associated with a considerable degree of collaboration within different networks. People’s authority can be based on their position within the company, but it can also be rooted in employees’ expertise and charisma.

Apple Culture and Values: Deal and Kennedy’s Typology

Another typology can be instrumental in tracing the peculiarities of Apple’s transformation, which can be important for the evaluation of opportunities for further development. Deal and Kennedy suggested a framework that implied the focus on six cultural elements (Morden 2017). These components include values and beliefs, history, rituals and ceremonies, stories, figures, and cultural network. It is possible to employ this paradigm to consider Apple’s culture.

Although Steve Jobs passed away years ago, he is still influencing the development of Apple in many different ways. All of the components of organizational culture mentioned above are closely connected with the iconic leader. Tim Cook often refers to Jobs’s methods of leadership and his vision in his public speeches. Apple’s values and beliefs are deeply rooted in Jobs’s vision and inspirational power. The focus on quality and innovation is one of the values that are shared by the companies’ employees.

Deal and Kennedy identified four types of cultures depending on the level of risk and the pace of feedback (Morden 2017). Apple can be characterized by the tough-guy macho culture with the increasing transit to the work hard play hard culture. The leadership of such companies has to make quick decisions and sometimes face considerable losses due to incorrect choices. Apple is one of the revolutionary companies that transformed the market of smartphones, but it also experienced some failures and substantial financial and reputational losses (Gibbs 2019).

The period of the leadership of Jobs is linked to the tough-guy macho culture, but under Tim Cook, the company is adopting the work hard play hard culture that implies less risk and faster feedback. The focus on these cultures is not solely confined to the leadership of Apple but also depends on the specifics of the industry. High-technology companies have to innovate constantly and ensure that their products meet and exceed customer’s demands and expectations.

Research on Leadership

Another important factor affecting the development of companies and is critical during the period of change in leadership. Various approaches to leadership have existed and have been employed since the end of the 19 th century. For instance, a scientific method was widely used in the first part of the 20 th centuries, and some of its key components are still found in modern organisations (Afshari & Gibson 2016). At present, the focus is on relationships rather than operations. Researchers have described several leadership styles and approaches to leadership that are employed in the modern business world (Day et al., 2014).

It has been acknowledged that some of these models are appropriate for certain industries or markets while others can be winning under different circumstances. Antonakis and Day (2017) note that research on the matter has been associated with such areas as the nature of leadership, types of leadership, the impact of leadership on various phenomena and concepts (including organisational culture, behaviour, and change).

When it comes to organisational behaviour and change, the use of the most appropriate leadership style can result in the success of the company. Some of the most widely utilised leadership styles are autocratic, transformational, transactional, laissez-faire, and servant (Antonakis 2017). The autocratic leadership style is now regarded as rather ineffective as it is associated with numerous negative outcomes such as low morale or high turnover. Autocratic leaders make all major decisions and tend to make sure that all processes take place in accordance with their vision (Serrat 2017).

Such leaders provide instructions that are to be followed with a high degree of precision. In such an environment, many people are unable to explore their creativity. However, this style can also be appropriate in the periods when quick and winning decisions are necessary. Steve Jobs was an autocratic leader who demanded the highest level of commitment and performance. At that, he was also a charismatic leader, which made many people follow him in spite of the tough leadership methods he employed.

Apple: Leadership Style

Tim Cook’s leadership can be seen as a combination of transactional and transformational leadership. On the one hand, the CEO places a great value on performance, which is one of the primary features of transactional leaders. This leadership style is now widely utilised in many companies as it is associated with considerable employees’ input and commitment as well as high motivation (Antonakis 2017). This leadership style presupposes a considerable degree of supervision, but the leader also provides training and mentorship that are seen as an important part of management. Rewards for excellent performance and punishment for certain undesirable actions are common. These instruments are seen as primary motivational tools. Communication is one of the priorities of transactional leadership, but it is still associated with a considerable level of control and supervision.

On the other hand, Tim Cook can also be regarded as a transformational leader who concentrates on collaboration and employees’ empowerment. In high-technology organisations, transformational leadership is becoming increasingly popular as it drives innovation and creativity (Holten & Brenner 2015). Transformational leadership can also be the most appropriate style in the period of change as employees can develop an effective plan collaboratively, and it will be followed due to people’s commitment to established goals.

This type of leadership also implies mentorship and guidance, but it is more collaborative compared to the transactional leadership style. Transformational leaders manage to motivate employees effectively and contribute to the development of a favourable working environment, which translates into people’s job satisfaction and commitment (Belias & Koustelios 2015). As the title of the leadership model suggests, the leader transforms people, procedures as well as culture.

Tim Cook was one of the transformational leaders who changed Apple’s culture in certain ways. Irrespective of the great pressure he had to endure, as well as misbelief in his leadership qualities, he contributed significantly to the development of the organisation (Davies 2019). Many people think that he is not as charismatic as Steve Jobs, but he is the leader who makes sure that people work at their highest capacity through the use of soft skills (Lashinsky 2015).

Tim Cook, with his mild manners, manages to motivate executives and employees at different levels of the organisation. This ability and his commitment to the organisational goals and culture make him charismatic in his own way. Soft skills include such personal competencies as communication capability and abilities to develop proper relationships with people (Cimatti 2016). Cook utilises this approach to leadership and tries to ensure the development of effective relationships and links within the organisation.

One of the characteristic features of his leadership style is Cook’s way of discussing work-related aspects. The CEO tends to ask numerous questions until he understands that the employee is completely aware of the issue and knows exactly what to do (Kahney 2019). This manner of communication facilitates employees’ empowerment and their creativity as they are not simply given instructions, but they are provided with an opportunity to come up with strategies and methods to address existing issues.

Culture Under Cook’s Leadership

As mentioned above, the organisation has a well-established culture where quality and the highest standards are the priorities of the company and every single employee. However, Tim Cook has brought some changes by making the company more transparent and oriented towards corporate social responsibility (Lashinsky 2015). Tim Cook encourages executives, as well as employees at other organisational levels, to tell their stories to the public, which helps the company build a positive image. Cook’s effort to make the organisation’s workforce more diverse is also remarkable and beneficial for the development of the favourable image. At the same time, Apple still faces several challenges that can be addressed through the introduction of changes to the organisational culture.

Lewin’s Model of Change

Change is an indispensable part of any company’s lifecycle. Organisations try to adapt to new environments, so they undergo numerous changes. Researchers and practitioners have developed several models of organisational change and suggested certain frameworks to implement change successfully (Cameron & Green 2015). It has also been acknowledged that organisational change is closely linked to leadership and organisational culture. Apple has transformed considerably after the death of Steve Jobs, and now the company is facing challenges that may require certain innovations. Prior to suggesting feasible strategies and frameworks for the implementation of change, it is essential to consider approaches to its implementation.

One of the most commonly employed models of change is Lewin’s three-step model. Kurt Lewin is regarded as one of the pioneers in the exploration of organisational change and its effective management (Scharmer 2007). The researcher describes the major steps that need to be undertaken during organisational change. These phases include unfreeze, change, and freeze, and the model is regarded as rather easy-to-use (Hussain et al., 2018). Unfreezing implies the identification of the issue and making it a topic of discussion. Prior to implementing the change, it is essential to acknowledge the existing issues and make employees aware of the gaps to be filled in. People play a central role in this process as after employees feel the need for change, they start acting.

The stage of change presupposes a considerable amount of communication and collaboration between different individuals and divisions. Freezing is the final stage that makes the change viable and contributes to the development of new policies and the emergence of a new organisational culture. Every step is important and cannot be omitted as this will lead to adverse effects and the failure of the entire process (Bakari, Hunjra & Niazi 2017). In simple terms, it is critical to start with breaking the status quo and showing employees the existing gaps.

Importantly, not only did Lewin describe the stages of change, but he also revealed the exact instruments that could be used. For instance, his force field analysis can be instrumental in identifying the aspects to be changed as well as possible methods to use to attain the set goals (Cameron & Green 2015). The tool is utilised to trace existing driving and restraining forces. When these pressures are properly described, managers can develop effective plans to implement change. A similar approach to creating change is the use of gap analysis. The manager identifies the existing gap through the analysis of the current situation and the way it is different from the desired outcomes. The evaluation of these two states can lead to the creation of a plan for the effective implementation of organisational change.

Major Forces Affecting Apple

The forces field analysis of Apple’s current state unveils such driving forces as the increasing employees’ demand for more flexibility, growing demand for products (mainly iPhone), ineffective product development activities, and unmet demand due to insufficient distribution networks (Chikhale & Mansouri 2015). Restraining forces include the company’s leadership’s view on supervision, executives’ focus on certain products, and low flexibility.

The use of the gap analysis can also provide insights into the possible strategies to utilise. The current state of the company is characterised by insufficient flexibility, inefficient product development, poor distribution network, reliance on the outsourced labour force. The desired state is linked to high flexibility, successful product development activities, diversified product range, broad distribution network, and increasing automation. Key factors for change include strong leadership, high employees’ morale, high-profile professionals, and well-established organisational culture.

Kotter’s Model of Change

Apart from Lewin’s model, it can be advisable to consider the use of another framework. Kotter’s 8-step change model can guide organisational change, ensuring positive outcomes. Al-Haddad and Kotnour (2015) note that some organisations fail to change effectively since they are unable to implement every phase of the process effectively. Kotter’s model is seen as a holistic approach that addresses all major stages of change, which can be instrumental in the effective implementation of all the necessary procedures. Kotter outlined the following initial steps: the establishment of the sense of urgency, the development of a coalition, the creation of vision, the articulation of vision to employees. The next set of steps includes the empowerment of employees, planning, the evaluation and adjustments of the change, and its reinforcement. The use of this paradigm can lead to positive outcomes as all the aspects of the change process will be managed properly.

It is clear from this brief analysis that Apple needs changes to retain its place in the market that is characterised by fierce competition (see Appendix B). The transformations will be beneficial in several areas, but a single change model can be utilised to ensure the effective transition to a more effective organisational culture and practices. Chebbi et al. (2019) describe the case of a French company that managed to develop the culture of entrepreneurship effectively through Kotter’s model of change. Apple can also use some of the strategies that were utilised as entrepreneurial culture is essential for high-technology companies.

Apple has well-established communication channels, so it is possible to articulate a vision and create a sense of urgency rather quickly. As mentioned above, the development of cross-functional teams at Apple is becoming a common practice, but it should become a norm. Professionals from different departments and even divisions should collaborate in teams, which can foster employees’ creativity (Reilly & Williams 2016).

Although Tim Cook’s leadership is characterised by a democratic approach, the CEO still keeps supervising the major processes, which leads to delays and a lack of freedom. The company is criticised for concentrating on its selling hits and its inability to produce new products (Davies 2019). Therefore, the CEO should give more freedom to executives who, in their turn, should be more flexible with their subordinates as well. The organisational culture of Apple needs to acquire more flexibility through lesser control and more encouragement. The possibility to explore their creativity can be as important as monetary rewards or other benefits for employees.

Another important HR strategy to implement in order to achieve the necessary changes is the focus on learning and development. The creation of a learning culture is one of the highest priorities, as employees should be encouraged to self-develop and learn new methods to attain goals (Shin, Picken & Dess 2017). Top-down innovation cannot be an effective approach in the current situation, so Apple should develop an opposite framework. It is essential to invest in technology (Artificial Intelligence, decision-making facilitators, and other types of software) as it can enhance people’s capacity to create.

Overton and Dixon (2016) emphasise that people should be encouraged to learn and, at the same time, utilise new knowledge when working on projects. The emergence of a learning organisation can be facilitated by the measures mentioned above: collaboration, cross-functional teams, and the use of technology (Rana, Ardichvili & Polesello 2016). Employees’ motivation can also improve as they will develop new skills necessary for excellent performance. Clearly, monetary rewards should be utilised, but these methods should not be exclusive. Vertical and horizontal promotion, as well as the use of various benefits, can ensure employees’ commitment.

In conclusion, it is necessary to note that Tim Cook managed to become an effective leader who ensures the sustainable development of one of the leaders in the international market. His democratic leadership style and soft skills have made him an iconic figure. Under this CEO, the organisational culture has undergone certain changes. The company is now more transparent and flexible as executive and employees have more freedom to explore their creativity. Tim Cook does not try to make his subordinates follow his instructions but encourages them to explore their creativity and come up with new projects and solutions.

Nevertheless, additional changes are needed in order to make the company retain its leading position in a highly competitive environment. More flexibility and collaboration are necessary as Tim Cook is still the final decision maker. Top-down decision making is also a characteristic feature of the company, while the opposite approach can help Apple innovate. It is essential to focus on the creation of a learning organisation characterised by a high degree of collaboration in cross-functional teams. Employees have to learn and use their new knowledge and skills in projects, as experimentation regarding products, strategies, and procedures should be a norm.

Finally, the company’s leadership should ensure that the most advanced technologies are available to employees. Finally, the use of Kotter’s model of change can guide the transformations and the implementation of the strategies mentioned above. This model is based on Lewin’s iconic model but is more detailed. Apple has the necessary potential to innovate and remain among the leaders in the high-technology industry, but Tim Cook and other Apple’s executives need to introduce certain changes rather rapidly.

Reference List

Al-Haddad, S & Kotnour, T 2015, ‘Integrating the organizational change literature: a model for successful change’, Journal of Organizational Change Management , vol. 28, no. 2, pp. 234-262.

Antonakis, J 2017, ‘Charisma and the “New leadership”’, in J Antonakis & DV Day (eds), The nature of leadership , SAGE Publications, London, pp. 56-81.

Antonakis, J & Day, DV 2017, ‘Leadership: past, present, and future’, in J Antonakis & DV Day (eds), The nature of leadership , SAGE Publications, London, pp. 3-26.

Afshari, L & Gibson, P 2016, ‘How to increase organizational commitment through transactional leadership’, Leadership & Organization Development Journal , vol. 37, no. 4, pp. 507-519.

Apple leadership 2019. Web.

Bakari, H, Hunjra, AI & Niazi, GSK 2017, ‘How does authentic leadership influence planned organizational change? The role of employees’ perceptions: integration of theory of planned behavior and Lewin’s three step model’, Journal of Change Management , vol. 17, no. 2, pp. 155-187.

Belias, D & Koustelios, A 2015, ‘Leadership style, job satisfaction and organizational culture in the Greek banking organization’, Journal of Management Research , vol. 15, no. 2, pp. 101-110.

Cameron, E & Green, M 2015, Making sense of change management: a complete guide to the models, tools and techniques of organizational change , 4th edn, Kogan Page, London.

Chikhale, MM & Mansouri, M 2015, ‘An agile and collaborative framework for effective governance to enhance management in large-scale enterprise business systems: the case of Apple Inc.’, Global Journal of Flexible Systems Management , vol. 16, no. 3, pp. 283-293.

Chebbi, H, Yahiaoui, D, Sellami, M, Papasolomou, I & Melanthiou, Y 2019, ‘ Focusing on internal stakeholders to enable the implementation of organizational change towards corporate entrepreneurship: a case study from France ’, Journal of Business Research . Web.

Cimatti, B 2016, ‘Definition, development, assessment of soft skills and their role for the quality of organizations and enterprises’, International Journal for Quality Research , vol. 10, no. 1, pp. 97-130.

Davies, N 2019, ‘ How soft skills of leaders like Tim Cook help staff cope with tech change ’, Forbes. Web.

Day, D, Fleenor, J, Atwater, L, Sturm, R & McKee, R 2014, ‘Advances in leader and leadership development; a review of 25 years of research and theory’, The Leadership Quarterly , vol. 35, no. 1, pp. 63-82.

Gibbs, S 2019, ‘ Jony Ive: 8 hits and 8 misses from 20 years at Apple’ , The Guardian . Web.

Holten, A & Brenner, S 2015, ‘Leadership style and the process of organizational change’, Leadership & Organization Development Journal , vol. 36, no. 1, pp. 2-16.

Hughes, M 2018, Managing and leading organizational change , Routledge, Oxon.

Hussain, SB, Lei, S, Akram, T, Haider, MJ, Hussain, SH & Ali, M 2018, ‘Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change’, Journal of Innovation & Knowledge , vol. 3, no. 3, pp. 123-127.

Kahney, L 2019, Tim Cook: the genius who took Apple to the next level , Penguin UK, London.

Kumar, P 2015, ‘An analytical study on Mintzberg’s framework: managerial roles’, RAND Health Quarterly , vol. 2, no. 3, pp. 12-19.

Lashinsky, A 2015, ‘ Apple’s Tim Cook leads different ’, Fortune . Web.

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Ogbonna, E & Harris, LC 2014, ‘Organizational cultural perpetuation: a case study of an English premier league football club’, British Journal of Management , vol. 25, no. 4, pp. 667-686.

Overton, L & Dixon, G 2016, Towards maturity: preparing for the future of learning report: a changing perspective for L&D leaders , CIPD, London.

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Apple Organizational Structure In A Nutshell

Apple has a traditional hierarchical structure with product-based grouping and some collaboration between divisions.

Table of Contents

History of Apple

• Apple Business Model

Understanding the Apple organizational structure

Former CEO Steve Jobs is credited with transforming Apple from a struggling company to one dominating the world with its innovative products.

How exactly was this accomplished?

When Jobs returned to Apple in 1997, the company had a typical product-based structure divided into business units with their own P&L responsibilities. However, Jobs noted that this approach hampered innovation .

He laid off each business unit general manager and put the entire company under one P&L, effectively combining unrelated units into one functional organization. Under this new arrangement, product managers could work insulated from short-term market pressures. They were also encouraged to share their work with other divisions to ensure innovations were not duplicated.

Jobs argued that the function-based structure required two crucial elements. First, product managers had to be product experts and not rely on others for decision-making expertise. Second, senior research and development personnel should receive a bonus based on the performance of the entire company – not simply on their own products. This gave them the freedom and impetus to focus on innovation not involving the iPhone.

Components of Apple’s organizational structure

Today, the company combines the functional and hierarchical structure instituted by Jobs with the somewhat more collaborative approach implemented by successor Tim Cook.

But there are also some other important characteristics to consider. Following is a look in general terms at the Apple corporate structure.

Hierarchical mixed with functional

Apple is a predominantly hierarchical organization. In the past, every strategic decision would have to go through Jobs. When Cook took the helm, however, he introduced a more collaborative approach between managers and employees.

To address business needs in the context of functional units, Apple employs several senior vice presidents. For instance, there are senior vice presidents for worldwide marketing , design, finance, and retail, among others. This level of management has to report to the CEO but is given more autonomy than they were under Jobs.

There are currently 10 SVPs in Apple’s executive leadership team:

• Katherine Adams – SVP and General Counsel.
• Eddy Cue – SVP Services.
• Craig Federighi – SVP Software Engineering.
• John Giannandrea – SVP Machine Learning and AI Strategy.
• Greg Joswiak – SVP Worldwide Marketing.
• Sabih Khan – SVP Operations.
• Luca Maestri – SVP and CFO.
• Deirdre O’Brien – SVP Retail + People.
• Johny Srouji – SVP Hardware Technologies.
• John Ternus – SVP Hardware Engineering.

A functional structure is more suited to the holistic culture of a compact start-up and is uncommon in a company the size of Apple. But this approach ensures there is no competition for resources between product division heads. Furthermore, it allows Apple to neglect short-term financial targets when developing resource-intensive products.

Product-based grouping

Apple also incorporates a product-based leadership model embodying the divisional approach.

Product managers (vice presidents) report to the senior vice presidents. Product managers lead product divisions responsible for iOS apps, human resources, policy, environment, and policy and social initiatives.

Ultimately, this helps the company address specific product components before releasing them to the market. It also helps Apple evaluate marketing or manufacturing requirements.

Apple employs around 100 vice presidents from a pool of 160,000 employees and, in October 2022, announced four new VPs:

• Max Muller – a 20-year veteran who became VP of Maps.
• Charlie Zhai and Fabian Klass – who became VP-level executives in the Silicon group headed by Johny Srouji, and
• Payam Mirrashidi – the new VP of engineering under Services. 

Group and division collaboration

Under Jobs, hardware and software teams would have to run their ideas by the CEO with little interaction between the teams themselves.

The development of each Apple product now involves an intensive collaborative effort between various groups and divisions. In other words, some degree of functional rigidity has been sacrificed to enable creative and efficient innovation .

Comparison with Top Related Companies

• Samsung : Samsung utilizes a more complex structure, combining elements of a hierarchical corporate structure with diversified business units that operate like separate companies under the broader corporate umbrella. Unlike Apple, which centralizes decision-making and maintains a unified brand across all product lines, Samsung’s divisions like electronics, heavy industries, and life insurance operate more independently, which can lead to greater agility but also potential inconsistencies in brand and strategy .
• Microsoft : Microsoft also employs a hierarchical structure but with a strong emphasis on both function-based and product-based groups. This matrix structure facilitates better integration and cooperation between different functions and product teams, enhancing Microsoft’s ability to innovate across its software, hardware, and cloud platforms. In contrast, Apple’s structure, while also integrating product-based groups, tends to maintain stricter divisional boundaries to focus deeply on product quality and design coherence.
• Google (Alphabet Inc.) : Google operates under a hybrid structure since its reorganization into Alphabet Inc., where it separates its various ventures into different entities under a corporate umbrella. This allows high levels of innovation and flexibility within each entity, such as Google, Waymo, and Verily, while maintaining overall strategic alignment at the Alphabet level. Apple’s structure is more centralized compared to Google’s, focusing on integration and control across its product lines to ensure consistency and efficiency.

Similarities and Differences

• Similarities : All these companies employ hierarchical elements within their structures to ensure clear lines of command and control. Each company also recognizes the importance of integrating various functions to promote efficiency and innovation .
• Differences : Apple maintains a more centralized control with strong product-based divisions compared to Samsung’s conglomerate model with independent business units. Compared to Microsoft and Google, Apple employs less flexibility in cross-functional collaborations, focusing more on maintaining control and consistency across its product lines.

Implications

• Innovation and Control : Apple’s structure supports strong control over its product development processes, ensuring consistency and high-quality output, which is crucial for its brand reputation. However, this may limit its ability to innovate rapidly compared to a more flexible structure like Google’s or Microsoft’s.
• Responsiveness to Market Changes : Apple’s centralized and somewhat rigid structure may slow its responsiveness to market changes compared to Samsung or Google, whose more diversified and flexible structures allow for quicker pivoting and adaptation.
• Efficiency and Specialization : Apple’s focus on product specialization and a streamlined hierarchical structure allows for efficient execution and strong specialization within product lines. This contrasts with the potential for inefficiencies or dilution of focus in more complex or diversified structures like those of Samsung or Google.

Key takeaways

• Apple has a traditional hierarchical structure mixed with elements of function and product-based grouping.
• Former CEO Tim Cook relaxed the highly rigid hierarchy present under Jobs. Instead of routing every decision through the CEO, divisional senior vice presidents and product managers are now given more autonomy.
• Collaboration between divisions and teams is now a non-negotiable part of every Apple product. This creates an environment where creative innovation has a chance to thrive.

Key Highlights

• History and Transformation : Former CEO Steve Jobs played a pivotal role in transforming Apple from a struggling company to an innovative industry leader.
• Product-Based Structure Transformation : When Jobs returned to Apple in 1997, he restructured the company from a product-based approach into a functional organization under a single P&L. This allowed for more innovation and reduced duplication of efforts.
• Product managers became experts in their domains.
• Senior R&D personnel received bonuses based on overall company performance, encouraging innovation beyond iPhones.
• Hierarchical and Functional Mix : Apple’s structure combines a hierarchical approach with functional roles. While Jobs previously made most strategic decisions, Tim Cook introduced a more collaborative approach between managers and employees.
• Senior Vice Presidents (SVPs) : Apple has several SVPs who lead functional areas such as marketing , design, finance, and operations. These SVPs have more autonomy than before but still report to the CEO.
• Product-Based Leadership Model : Apple’s structure also incorporates a product-based leadership model. Product managers report to SVPs and lead divisions responsible for specific product components, facilitating focused development and evaluation.
• Vice Presidents (VPs) : Around 100 VPs are chosen from Apple’s extensive employee pool. VPs have been appointed for various areas, including Maps, Silicon group, and engineering under Services.
• Group and Division Collaboration : Apple’s approach has evolved from limited interaction between hardware and software teams under Jobs to intensive collaboration between divisions and groups. This flexibility fosters creative and efficient innovation .
• Autonomy and Innovation : Tim Cook’s changes brought more autonomy to divisional SVPs and managers, fostering an environment where creative innovation can thrive.
• Balancing Hierarchy and Innovation : Apple’s structure combines traditional hierarchical elements with a focus on innovation through collaboration and functional specialization.

Related to Apple

Who Owns Apple

Apple Business Growth

Apple Distribution

Apple Value Proposition

How Much Is Apple Worth?

Apple Cash On Hand

Apple Employees

Apple Revenue Per Employee

Apple iPhone Sales

Apple Profits

Revenue Per Employee

Apple Mission Statement

The Economics of The iPhone

Tim Cook’s Salary

Tim Cook’s Net Worth

Smartphone Market Share US

• Apple Distribution Strategy
• The Apple-NeXT Deal
• A Decade-Long Evolution Of Apple Sales By Products
• Who Owns Apple?
• Apple vs. Google Business Models

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Apple Company Organizational Structure

Introduction: In this paper I will discuss the six key elements of an organization’s structure as well as identify and diagram 1 organizational structure that can be applied to Apple. I will also, analyze 1 strategy that seems to be working well for Apple and 1 that needs improvement. Additionally, I will discuss how the organizational structure will help reinforce what is working well and what needs to be improved. The six key elements of an organization’s structure are:

Work Specialization, Departmentalization, Chain of Command, Span of Control, Centralization and Decentralization, and Formalization. Work Specialization is dividing work activities into separate job task. Individual employees “specialize” in doing part of an activity rather than the entire activity in order to increase work output. Departmentalization is how jobs are grouped together so work gets done in a coordinated and integrated way.

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Chain of Command is the line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom. Span of Control is the number of employees a manager can efficiently and effectively manage. Centralization and Decentralization Centralization is the degree to which decision-making takes place at upper levels of the organization Decentralization the ability of lower level employees to provide input or actually make decisions

Formalization is how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures. Apple’s Organizational structure begins with the Board of Directors who oversees the Chief Executive Officer and other senior management in the competent and ethical operation of Apple on a day-to-day basis and assures that the long-term interests of shareholders are being served. The upper management of Apple essentially dictates how the rest of the company will be run and operated from its employees to the jobs that they perform.

Apple’s upper management consist of Tim Cook (CEO), Scott Forstall (Senior Vice President iOS Software), Jonathan Ive (Senior Vice President Industrial Design), Ron Johnson (Senior Vice President Retail) Bob Mansfield (Senior Vice President Mac Hardware Engineering), Peter Oppenheimer (Senior Vice President and Chief Financial Officer), Philip W. Schiller (Senior Vice President Worldwide Product Marketing), Bruce Sewell (Senior Vice President and General Counsel), and Jeff Williams (Senior Vice President Operations). Schroeder, 2011) Apple’s corporate culture is one that is not easily obtainable, Apple purposely keeps its inner workings such as how a company with more than 50,000 employees and with annual revenues approaching $100 billion grow 60% a year or how it keeps making hit after hit a secret because according to Tim Cook CEO when asked by an Wall Street analyst about Apple’s long-term business plan he stated “that is part of the magic of Apple”, and he doesn’t want anyone to know or to copy their magic (Poletti, 2011).

Apple’s previous structure under the late Steve Jobs was on the levels of formalization where strict rules and standardization were set in place for everyone to follow but now with the change in management comes a change in the structure and the new CEO, Tim Cook seems to be a little more down to earth and I believe the new direction for the company will be more on the level of chain of command and work specialization.

Tim likes to communicate with his employees and get a feel for how they feel about the direction of the company while at the same time standing firm in what he sets out to accomplish. Work specialization focuses on meeting a daily output goal and all the employees are specialist in the area they work within. Given the size of Apple and the amount of employees they have as well as their ability to produce so many products and majority of those products are successful it would take a organizational structure like work specialization to have a good outcome.

Being a leader in technology in an era such as this where almost everything we do involves some form of technology it is very important that Apple stays on top of things by constantly looking for creative ways to upgrade the products and services they already offer, along with creating new products and services that quench the desire of those who are techie as well as those who just like to have new gadgets.

One of the strategies Apple has used to help make them a success lately has been using the media and relying on them to announce Apples new products and their reviews of how well and efficient their products work to do the majority of the marketing for them. Along with using the media Apple also relies a lot on product placement. Allowing their products to be showcased by stars and in movies and television shows. On the other hand there is one area that can use some improving and that is with their mobile devices.

Since Apple just stepped into the mobile arena they have to spend a lot of time and money on research in order to stay ahead of the competition. With all the resources they exhaust developing their mobile devices they cannot afford for them not to do well once they are put on the market. With the new structure of Apple I believe that the company will continue to do well and flourish. Tim Cook’s background is extensive and he is very secure in his new position as CEO and he is very confident in his ability to carry out Steve Jobs Vision for the company at the same time incorporating his own ideas.

Tim Cook is doing things a little different than Steve Jobs and both the company and its employees agree that the change is well needed. Tim is spending more time in meetings that other CEO probably would not waste their time attending and he is spending time with his employees, eating lunch in the employee cafeteria and talking with them one on one, listening to their needs and desires they have of Apple.

All these things matter in a company no matter how big or small a company is, it should make efforts to know the staff it has working for them. I also believe that if Apple were utilize an organizational structure such as work specialization they may be able to reduce initial cost of creating their mobile device because they would in turn hire people experienced with mobile devices and who specialize in that area of technology to help them create new ideas and images for their mobile device.

Edwards, J. (2012,August 5). Apple’s Biggest Marketing Secret was Revealed In Federal Court Business Insider

Retrieved from http://www.businessinsider.com/apples-biggest-marketing-secret-just-got-revealed-in-federal-court-2012-8

Lashinsky, A. (2012, May 24). How Tim Cook is changing Apple CNN Money

Retrieved From http://tech.fortune.cnn.com/2012/05/24/apple-tim-cook-ceo/

Lashinsky, A. (2011, August 25). How Apple works: Inside the world’s biggest startup CNN Money

Retrieved From http://tech.fortune.cnn.com/2011/08/25/how-apple-works-inside-the-worlds-biggest-startup/

Poletti, T. (2011, January 18). Wall Street blows chance to question Apple Market Watch

Retrieved From http://articles.marketwatch.com/2011-01-18/commentary/30733312_1_gene-munster-major-strategic-decisions-apple

Schroeder, S. (2011,August 25). Apple’s Post Jobs Org Chart

Retrieved From http://mashable.com/2011/08/25/apple-executive-profile/

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Apple Organizational Structure: Key Considerations Case Study

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Summary of Apple’s Story

Steve jobs’ entrepreneurial characteristics, when apple did the right thing: apple’s strategies and competitive strategies, what tim cook should extrapolate, addressing john tarpey’s concerns.

Apple Incorporation is one of the leading producers of innovative handheld devices across the globe (Abdelsamad et al., 2010). The company was founded in 1976 in California. Throughout the 1980s, the computer industry continued to grow very fast. Apple’s superior Personal Computer (PC) competed with similar products in the market. It also developed powerful education software in order to remain competitive.

In 1984, Apple introduced various graphical interfaces. Such interfaces included windows, pull-down menus, and icons (Abdelsamad et al., 2010). These tools dominated the world of desktop publishing. The founders of the company departed from Apple in 1985. The new CEO pioneered new strategies in order to streamline the company’s operations.

Apple became the leading marketer of PCs in the county. By 1995, new companies such as Hewlett Packard, Dell, Gateway, and Compaq emerged in the market. Apple was unable to achieve its goals due to the increasing level of competition. Under the leadership of Gilbert Amelio, Apple made numerous losses thus being unable to achieve its business goals.

Steve Jobs replaced Gilbert Amelio in 1997. Jobs reopened the company’s retail stores and introduced new devices such as the iPod. The company also opened iTunes music store for its iPod customers. The introduction of the iMac in 2002 was another effort by Steve Jobs to revolutionize the company.

The iMac failed thus forcing Steve Jobs to innovate new products. The company also opened new stores in Canada and Europe. The success of the iPod encouraged the company to offer movies and music through its iTunes store. In 2007, the name of the company changed to Apple Incorporation. Steve Jobs introduced new products such as the iPhone and the Apple TV (Abdelsamad et al., 2010).

The introduction of the iPad in 2010 was another effort aimed at supporting the company’s future goals. However, Jobs’ health deteriorated thus forcing him to delegate his duties to Tim Cook. Many people believed that the future of the company was debatable. This was the case because Steve Jobs was unable to offer his entrepreneurial competencies.

The company succeeded due to its ability to produce superior products and services. Such products included Mac computers, Apple TV, iPad, and the iPhone. It also offered a wide range of software applications, accessories, and support offerings (Abdelsamad et al., 2010). Such products are currently marketed globally to different customers. The company has numerous retail stores, wholesalers, and value-added resellers.

Apple also markets various products such as headphones, application software, storage devices, and accessories. The company uses its innovativeness to design new products that can support the needs of more customers. Research and Development (R&D) is also taken seriously in order to offer powerful solutions.

Apple’s added offerings and applications have made it easier for more customers to purchase different products. Apple has also been expanding its distribution systems and networks. It is currently serving more customers with high-quality products and after-sale support experiences.

The firm also identified various competitive markets. In order to remain competitive, Apple embraces the power of R&D, proper marketing, and appropriate advertising. These approaches have made it possible for Apple Incorporation to expand its business position (Abdelsamad et al., 2010). The firm’s indirect and direct distribution channels have continued to support every business goal. The provision of high-quality devices and after-sales services continues to attract more customers.

The success of Apple Incorporation is attributable to the entrepreneurial characteristics and skills of its founders. One of these founders was Steve Jobs. According to many scholars, Steve Jobs always presented new ideas and concepts. Such ideas made it easier for him to innovative new devices and computers.

He also encouraged every employee to think big (Abdelsamad et al., 2010). For example, he wanted John Sculley to promote innovative ideas that could transform the world. He was always “ready to take Apple into risky directions” (Abdelsamad et al., 2010, p. 9). Such efforts transformed Apple and eventually made it a leading player in the computer technology industry.

According to many analysts, Steve Jobs had an aggressive and demanding personality. This kind of personality made it easier for him to follow his dreams and mentor every person around him. He also focused on new innovations and products that would make his company more competitive. After leaving Apple in 1985, Jobs decided to form a new company called NeXT Computer Incorporation. He had a non-religious faith that made it easier for him to achieve his goals.

Steve Jobs believed strongly that Apple’s new products and services would eventually change the world. Jobs’ unbelievable imagination made it easier for him to come up with new ideas. For example, he invented the iPod after becoming the company’s CEO in 1997. This revolutionary product attracted more customers thus increasing the corporation’s net sales. He also designed new products such as the iPhone, Apple TV, and the iPad (Abdelsamad et al., 2010). Such products continue to support the company’s business strategy.

Steve Jobs was also fearless, charismatic, and passionate. As Apple’s Chief Executive Officer, Jobs encouraged his workers to produce powerful technologies in order to fulfill the changing expectations of every customer. He also embraced the concept of innovation. He also “pushed Apple to new limits by pioneering competitive devices and taking risky directions” (Abdelsamad et al., 2010, p. 9).

Such abilities eventually made Apple Incorporation one of the most successful companies in the United States (Abdelsamad et al., 2010). Steve Jobs’ efforts made it easier for his company to attract more business partners and stakeholders. Such partnerships were also associated with numerous profits and sales.

The other outstanding characteristic is that Steve Jobs was a business revolutionist. He embraced various revolutionary ways as an entrepreneur. After leaving Apple, Steve Jobs started his own company and eventually made it successful. He pioneered new products and services that continued to transform the world. This entrepreneurial spirit was witnessed when he joined Apple in 1997 (Abdelsamad et al., 2010). This entrepreneurial approach made it easier for the company to become successful.

Apple’s business strategy also summarizes Steve Jobs’ entrepreneurial abilities. He was ready to deliver the best experience to every customer. He encouraged his team to produce new services, software, hardware, and offerings that would transform the experiences of different consumers.

Jobs also identified new markets, opportunities, and strategies in order to make his company successful. He also used such strategies in an attempt to deal with competition. He mentored his workers and encouraged them to design new technologies and products (Abdelsamad et al., 2010). Future leaders at the company were therefore encouraged to embrace similar characteristics in order to achieve the best results.

The story of Apple Incorporation is very interesting and encouraging. According to different studies, Apple Incorporation has been promoting the best strategies and competitive advantages in order to emerge successful. Such strategic approaches have supported the company’s business objectives and goals.

To begin with, the main idea behind Apple’s business strategy was to deliver quality experiences to every customer. This would be achieved by providing innovative peripherals, services, software, devices, and hardware. The company embraced a powerful R&D strategy in an attempt to develop the best devices (Abdelsamad et al., 2010).

The company hired competent innovators in order to produce powerful operating systems, services, and devices. The leaders at Apple Incorporation invested heavily in Research and Development (R&D). This approach was critical towards developing innovative technologies, services, and products.

Apple Incorporation also developed a powerful platform to deliver digital applications and contents to its existing customers. The introduction of the iTunes Store made it easier for more customers to purchase movies (Abdelsamad et al., 2010). The store also included Apple’s iBookstore (Abdelsamad et al., 2010). These platforms made it easier for more customers to download their favorite eBooks and applications.

The company also engineered revolutionary devices such as the iPhone, the iPod, and the iPad. These devices continued to complement Apple’s offerings. Apple Incorporation also expanded its distribution system in order to market its high-quality products. This effort also made it possible for Apple to offer appropriate after-sales services. Apple used this approach to offer integrated solutions and services to more customers.

Competition was always a major challenge for many companies in this industry. Apple Incorporation used powerful competitive advantages in order to realize its business potentials. For instance, Apple introduced superior devices such as the iPhone in order to attract more customers.

The decision to target new markets in different parts of the world made it easier for Apple to increase its sales (Abdelsamad et al., 2010). Throughout the 1990s, Apple opened more stores in the United States, Europe, and Canada. The firm is currently marketing its devices in Asian countries such as South Korea and China.

By 2010, Apple had opened numerous stores in different countries across the globe. Such stores were located in shopping malls and high-traffic locations in order to attract more customers. The company hired knowledgeable and experienced employees to provide the best services to every customer.

The stores also offered a wide range of “accessories, peripherals, software, and hardware” (Abdelsamad et al., 2010, p. 15). Apple Incorporation also produced powerful technologies in order to address the changing needs of many students, educators, and researchers. The leaders at Apple Incorporation wanted to integrate modern technologies in every classroom. They wanted more students to achieve their educational goals.

The use of technology was critical towards improving the quality of education in many learning institutions. Steve Jobs also believed that more students could use modern technologies to express their ideas and thoughts. Apple designed various programs and services in order to address the needs of more learners. Mobile-learning was also supported thus boosting the company’s sales. Apple’s iTunes made it easier for more teachers to share new ideas with their students.

The use of R&D made it possible for Apple to develop quality handheld devices. Apple Incorporation designed “powerful products with superior networking functionality and high-powered computing performance” (Abdelsamad et al., 2010, p. 15).

Such high-end software applications made it possible for more customers to access different features. The applications made it possible for many users to complete various tasks within the shortest time possible. Steve Jobs’ ability to manage the company on a geographic basis also supported Apple’s business strategy (Abdelsamad et al., 2010).

According to many experts, Apple’s future remained questionable after Steve Jobs’ departure (Abdelsamad et al., 2010). Tim Cook became the acting Chief Operating Officer (COO) in order to monitor Apple’s business functions. It would be appropriate for Tim Cook to extend Jobs’ strategies at the company.

This approach will make it possible for Apple Incorporation to remain successful. To begin with, Tim Cook should ensure the company commits itself towards delivering the best experience to every customer. The firm should use edge-cutting technologies in order to produce innovative software, products, hardware, and services (Abdelsamad et al., 2010).

Tim Cook should also support the company’s powerful business strategy. This strategy will eventually make it easier for Apple to develop powerful operating systems and applications. Such systems will encourage more customers to purchase the company’s products.

Tim Cook should also borrow a lot from Steve Jobs’ entrepreneurial characteristics. This move will ensure the company acquires new talents and ideas. For instance, it will be appropriate for Cook to invest a lot in Research and Development (R&D). This approach will ensure the company innovates and develops new products that can deliver the best experience to different customers.

The current technological change experienced in the world should become a powerful benchmark for Apple Incorporation (Abdelsamad et al., 2010). This strategy will ensure every product delivers the best experience to the targeted customer. The firm’s products will eventually support the needs of more customers.

The new CEO should “expand Apple’s distribution network in order to reach more consumers” (Abdelsamad et al., 2010, p. 18). The company can identify new markets in the developing world in order to record more sales. Apple Incorporation should use these markets to provide their customers with high-quality devices.

The company’s online presence should also be improved because more customers have constant internet access. The approach will attract more customers and eventually boost the company’s revenues. Apple has been using these initiatives for the past two decades. That being the case, Tim Cook should consider such strategies because they have made the company profitable.

The leaders should also identify new programs in order to improve Apple’s sales (Abdelsamad et al., 2010). The firm should ensure its products and fixtures are availed to the targeted customers. Every device should also deliver the best experience to the end user. The CEO should also open more stores in different geographic locations.

The stores should also offer a wide range of accessories, devices, peripherals, software, and hardware in order to complement the firm’s superior products. The corporation should also “focus on different markets such as education, government, creative, and SMB in order to remain profitable” (Abdelsamad et al., 2010, p. 16). New markets in science and information technology should be exhausted by producing quality devices that will address the needs of many researchers.

Research and Development (R&D) is what has made Apple a leading player in its industry. Tim Cook should therefore support this department because it has the potential to transform the future of Apple Incorporation. Competent researchers and innovators should be recruited in order to support Apple’s future business objectives.

The firm should also collect useful feedbacks from its current and future customers. Such feedbacks can be used to improve the quality Apple’s products and services (Abdelsamad et al., 2010). These strategies will eventually make Apple a leading competitor in the globe.

John Tarpey, a Senior Financial Analyst (SFA), is not sure of the best move to take. Tarpey should encourage his clients to purchase Apple’s stock. This is the case because the firm is still performing well. Although Apple has for many years depended on Steve Jobs, the agreeable fact is that it will continue to market its products and services to more customers.

The company’s distribution system has been responsible for its current sales. Its R&D Department focuses on the changing needs of its customers. The company designs powerful systems that can improve its competitiveness and profitability. Steve Jobs’ presence at the company contributed a lot to its growth and success (Abdelsamad et al., 2010). However, Jobs’ health is a major issue that can affect the company’s future performance and profitability.

Apple Incorporation’s stock price is also doing very well. That being the case, it is appropriate for John Tarpey to encourage his clients to buy Apple’s common stock. The case study shows clearly that Apple will remain a competitive firm in the future. The company’s innovative strategy is making it easier for more customers to purchase its products and services. The company has also been using a powerful strategy to produce its devices and products (Abdelsamad et al., 2010).

Most of its products are being outsourced thus reducing the costs of production. This strategy has made it possible for Apple Incorporation to maximize its profits. The business strategy founded by Steve Jobs will definitely support the firm’s future objectives and goals. Apple has also been attracting more customers in different parts of the world (Abdelsamad et al., 2010). The company is currently producing powerful devices in order to empower more people across the globe.

John Tarpey should not encourage his clients to sell the company’s stock because it has been performing positively. It is also notable that Steve Jobs had taken a sick leave before. This move did not affect the profitability of the company. That being the case, Apple Incorporation will continue to produce powerful devices and market them to more customers. Such revolutionary devices will also attract more customers and eventually make Apple profitable.

It is also notable that Apple Incorporation is facing competition from different companies. The company’s market segments and businesses are also facing numerous competitions. Apple Incorporation should therefore introduce powerful products and services (Abdelsamad et al., 2010). It should also use modern technologies to produce powerful devices and software applications. Such applications will fulfill the needs of more customers.

Apple should also use new strategies such as price controls and marketing processes. It should also offer innovative features and peripherals. A powerful business approach will attract more customers. The use of online stores will ensure the firm sells more products and software applications. The firm should also “improve its devices in order to improve the level of consumer-confidence” (Abdelsamad et al., 2010, p. 19).

Abdelsamad et al. (2010) argues that Apple’s future performance “depends on its ability to produce and develop innovative services in every business segment” (p. 18). Proper distribution and supply networks will also be critical towards ensuring the company increases its profits. Apple should also develop better relationships with its suppliers. This move is critical because any loss of a supplier will eventually affect its financial position.

Abdelsamad, M., Adhia, H., Croll, D., Morin, B., Pettit, L., Wheelen, K.,…Wheelen, R. (2010). Apple Inc.: Performance in a Zero-Sum World Economy. General Issues in Strategic Management, 1 (1), 1-25.

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Apple’s Organizational Structure Essay Example

• Pages: 4 (1080 words)
• Published: June 16, 2017
• Type: Case Study

Apple's organizational structure begins with when Apple was a one-man company. Actually, it started as a two man company - Jobs and Wozniak. Apple was a centralized business, similar to a single party or an authoritarian rule type because the all departments of Apple reported to Steve Jobs for approval. True Apple currently controls a fortunate place in the tech world. However, Apple's new challenges start after the death of Steve Jobs.

Thus begins Apple's organizational structure with Apple's new chief executive officer, Tim Cook Apple, (2012).Organizational Structure and Apple's Organizational Structure http://google images. om There are three traditional types of organizational structures. There Is the functional structure that divides departments into their own group dependent on their function.

A divisional structure group is dependent on the product type. There Is the matrix structure that i

s a mixture of function and division organizational structure. What about the vertical structure? A companys organization working within a matrix structure will most likely have two leaders or bosses to report to, each one would be ependent on their particular department for that particular division.Tim Cook Apple's chief operating officer has shared In Interviews that Apple does not want anyone to know their magic that works, which Is the company's organizational structure because they do not want anyone to copy what they have In the company.

However, with over 70 vice presidents and multiple Interviews of ex-employees the organizational structure has been fgured out. For the most part everyone reported to Steve Jobs before his death. Apple currently Is a functional organization with Tim Cook at the top of the organizational structure (Apple, 2012).Apples Organizational Structures Slmllarltles and Contrast

to Other Companies Microsoft Is separated Into a dlvlslonal structure of five separate businesses. There Is the entertainment and devices dlvlslon, the server and tools, the online part, which Includes the services of business, the Microsoft business dlvlslon, and customer or client. The dlvlslons Independently work each operation focuses on their particular department Inside of Microsoft (EHow, 2012).

Microsoft Is different from Apple ecause It Is not a hierarchy Iike Apple's organizational structure.Global companies consist of a matrix management structure because they have more than one reporting line. Apple's Organizational Function In Marketing Apple manager perform task In an organlzlng function that help with the help Identification of actlvltles - managers have to Identify the task, which would Include making sales, preparation of accounts, quality control, Inventory control, record keeping, and so forth. Managers at Apple have to group and classify all these activities into diffe rent parts.Apple's employees are organized into a structure to meet marketing goals and minimize confusion and clearly identifying which individuals are responsible for which tasks. Apple's line functions that are a factor that add to the company profits of production managers, sales reps, mid-level managers, marketing senior managers, lower-level managers, and regular staff EHow, (2012).

Apple is not a matrix structure that would allows employees from different departments to come together temporarily to work on special project because they are very private even to the point of having staff work on fake projects.While the matrix structure would allow flexibility to respond quickly to a customers need that would create a need for a team of people that would give the majority of their time to a new project line

and later then return to their departments Bateman, ; Snell, (2011). Apple's Organizational Function in Operations Then Apple classifies the authority with giving rank in the managerial hierarchy. The top of Apple's latter id the CEO and then drops to management which in turns forms Apple's policies, to the middle level management into departmental supervision and ower level management finally into supervision of supervisors.Apple's clarification of management authority does help for a positive and secretive work environment EHow, (2012).

Apple's Organizational Function in Human Resource (HR) Apple's Human Resource department functions include recruiting, finances of payroll, procedures of policy, safety, training, and development of the Apple industry, and the performance of staff. Human resources take care of administrative and the executive positions with the Apple Company. Apple's HR department goal is to make sure they lace the right people in the right places to achieve the organization's goal.Apple's HR department is responsible to cultivate programs that are innovative and that attract, the right people that is nessasery to meet the Apple's organizational mission Apple, (2012). Apple's Organizational Design of Product The leader of cool design is Apple. Customers of apple product and service are excited and delighted with the beautiful creations of Apple.

The Apple organization spares no detail Apple strives to be the best Apple is an out of box experience over he top experience of great products and this is the infusion of the Apple culture Apple, (2012).Apple's Organizational Design of Service First that comes to mind is that Apple thinks different and better Period. that is the image most have and therefore, so is their service Period. Apple gives the impression they

are set apart from the crowd Comma.

the norm Period. so whatever the competition is does not interfere or impact what Apple offers where it is product or service Period. Apple, (2012). Apple's Organizational Marketing Channels For one Apple uses the web to market worldwide. Apple uses social media and loyal customers spread with word of mouth.Apple is a one-stop shop self-contained domination the market of their service and product.

Apple uses their product with their customers to market nothing is compatible with Apple product Apple is its own innovation-marketing channel Apple, (2012). This concludes the above-mentioned information about Apple's organizational structure. This student shared a few types about Apples organizational structures with other organizations their similarities and contrasts to with other companies. In addition, that Apple's organizational function in marketing is like non-other.Apple's organizational function in operations the organization tries to keep secret but we have learned it is a functional organizational structure.

Apple's organizational function in Human Resource has a huge part in its success in business. Apple's organizational design of product is like no other product the best of the best is Apple's image. Apple's design of service is a one stop place and in total control. Apple's organizational design of marketing channels has no end, hich extends worldwide in technology ant the web with all its functions that help a business.

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Organizational Structure of Apple essay

ORGANIZATIONAL STRUCTUE OF APPLE 4

OrganizationalStructure of Apple

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Thefigure below is an organizational structure of Apple, one of thelargest publicly traded companies based in the United States. At thetop, the company has two hierarchical levels.

Source:http://research-methodology.net/apple-leadership-and-apple-organizational-structure/

Thesecond highest positions in the organization are occupied by 10executives who reports to the Chief executive officer (CEO)(Dudovskiy,2016). The 10 departments of the firm are functional based with somesuch as software engineering, hardware technologies, hardwareengineering, and internet software focusing on the product whileothers such as online retail stores and marketing focus on thecustomers.

Inregard to span of control, at the top, Apple could be classified asmajorly a horizontal type of organization. The role of the variousfunctional department heads appears to have substantial weight on theentire firm and they all report to the chief executive officer, whichindicates that they are all in one level of power bracket.

Theoperations of the entity are largely decentralized. Dudovskiy (2016),states that to encourage innovation and creativity, the current CEO,Tim Cook, decentralized power to make decisions at different levels.The author also notes that groupings based on product forms anessential part of Apple’s organizational structure. Most of thefirm’s products such as iWatch, Apple TV, iPad, and iPhone weredeveloped from collaboration of groups, which indicates thatemployees at all levels are involved in decision making.

Appledoes not have strict procedures towards its employees according toDudovskiy (2016), who states that during the previous CEO’s era -Steve Jobs – the authority was mainly centralized but changes hasbeen made afterwards. The company does not recognize individual workas most of the products are a result of group collaborations.

Dudovskiy,J. (2016). Appleleadership and apple organizational structure – Researchmethodology .Retrieved 4 June 2016, fromhttp://research-methodology.net/apple-leadership-and-apple-organizational-structure/

Revolutionizing Advertising: the Impact of Apple’s 1984 Commercial

This essay about Apple’s iconic 1984 commercial explores its profound impact on advertising and culture. Released during Super Bowl XVIII, the ad, directed by Ridley Scott, uses powerful imagery to position the Macintosh as a symbol of individuality and rebellion against conformity. It transformed the marketing landscape by not just promoting a product but creating a compelling narrative that resonated with the counterculture of the time. The essay highlights how the commercial set new standards for storytelling in advertising, influencing countless brands and continuing to inspire authenticity in marketing today. Ultimately, it serves as a reminder of the enduring power of innovative ideas in shaping consumer perceptions and cultural movements.

How it works

In a world saturated with advertisements, few have left an indelible mark on popular culture as Apple’s iconic 1984 commercial. A bold statement during the Super Bowl XVIII, this ad was more than just a marketing ploy; it was a clarion call for individuality in an era dominated by conformity. Directed by Ridley Scott, known for his cinematic flair, the commercial introduced the Macintosh personal computer in a way that challenged the status quo and forever changed the landscape of advertising.

The narrative unfolds in a dystopian setting, reminiscent of George Orwell’s novel “1984,” where a gray, oppressive society is led by a Big Brother figure. The imagery is striking: a faceless mass of people, uniform in their conformity, absorbed by a giant screen broadcasting a monolithic message. In stark contrast, a heroic woman, symbolizing the spirit of rebellion and innovation, runs through this bleak world. She hurls a hammer at the screen, shattering the spell of conformity and signaling a revolutionary shift. This powerful visual metaphor resonates deeply, inviting viewers to see the Macintosh not just as a product but as a beacon of hope and individuality.

What makes this commercial remarkable is its ability to transcend mere product promotion. Apple didn’t just sell a computer; it positioned itself as a revolutionary force in technology and culture. This was an audacious move, especially in a time when personal computers were primarily seen as business tools. By associating the Macintosh with rebellion against the establishment, Apple carved a niche that appealed to the counterculture spirit of the early 1980s. It resonated with a generation eager for change and innovation, making the Macintosh synonymous with creativity and freedom.

The reception of the 1984 commercial was nothing short of extraordinary. It generated buzz far beyond the confines of a single Super Bowl airing, sparking discussions in living rooms and boardrooms alike. Critics hailed it as a masterpiece of advertising, while fans eagerly anticipated the Macintosh’s arrival. Apple’s gamble paid off, setting a new standard for how technology companies market their products. The ad’s influence extended beyond Apple, inspiring countless brands to adopt a more narrative-driven approach in their advertising strategies.

Moreover, the commercial’s legacy persists in today’s advertising landscape. It opened the door for brands to explore deeper themes, challenge societal norms, and create narratives that resonate with consumers on an emotional level. The success of the 1984 ad demonstrated that a powerful story could elevate a product from mere commodity to cultural icon. Today, advertisers continue to craft compelling narratives that speak to their audiences, reflecting the profound impact of Apple’s bold vision.

As technology evolved, so too did Apple’s advertising strategy, but the essence of the 1984 commercial remains relevant. The themes of individuality, creativity, and resistance against conformity continue to resonate in contemporary society. In a digital age filled with social media and pervasive corporate messaging, the need for authentic voices and innovative ideas is more pronounced than ever. Apple’s 1984 commercial serves as a timeless reminder that true innovation often comes from challenging the established order and daring to think differently.

In retrospect, the 1984 advertisement was not merely about launching a product; it was about igniting a movement. It encapsulated a moment in time when the potential of technology was just beginning to be realized and invited viewers to be part of a transformative journey. By intertwining a powerful narrative with groundbreaking visuals, Apple created a cultural touchstone that continues to inspire brands and consumers alike.

Looking back at the impact of the 1984 commercial reveals its significance in the annals of advertising history. It wasn’t just an ad; it was a manifesto for a new age, a rallying cry for those who believed in the power of technology to change lives and challenge the status quo. As Apple forged ahead in the years that followed, the spirit of that groundbreaking commercial continued to influence its innovations, marketing strategies, and the broader technology landscape.

Ultimately, the legacy of Apple’s 1984 commercial is a testament to the power of storytelling in advertising. It challenges us to consider the deeper implications of the products we consume and the brands we support. In a world where messages can often feel shallow and transactional, the impact of a bold narrative endures, reminding us that true innovation is rooted in the courage to defy conventions and envision a better future.

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Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial. (2024, Jul 21). Retrieved from https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/

"Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial." PapersOwl.com , 21 Jul 2024, https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/

PapersOwl.com. (2024). Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial . [Online]. Available at: https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/ [Accessed: 24 Jul. 2024]

"Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial." PapersOwl.com, Jul 21, 2024. Accessed July 24, 2024. https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/

"Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial," PapersOwl.com , 21-Jul-2024. [Online]. Available: https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/. [Accessed: 24-Jul-2024]

PapersOwl.com. (2024). Revolutionizing Advertising: The Impact of Apple’s 1984 Commercial . [Online]. Available at: https://papersowl.com/examples/revolutionizing-advertising-the-impact-of-apples-1984-commercial/ [Accessed: 24-Jul-2024]

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