Leading Apple with Steve Jobs

  1. Value 1 - Empathy for the users
    Offer superior products that fill real needs and provide lasting value. We are interested in solving customer problems, while not compromising ethics or integrity in the name profit.

    Value 2 - Aggressiveness
    Set aggressive goals and drive ourselves hard to achieve them. Recognize this is a unique time when our products will change the way people work and live.

    Value 3 - Positive social contribution
    Make a positive social contribution. As a corporate citizen, we should be an economic, intellectual, and social asset in communities where we operate. But beyond that we expect to make this world a better place to live. We build products that extend human capability.

    Value 4 - Innovation and Vision
    Innovation and Vision to build our company by providing products that are new and needed. We accept the risk inherent in following our vision and work to develop leadership products.

    Value 5 - Individual performance
    We expect individual commitment and performance above the standard for industry. Only then can we make profits that permit the investment in other corporate objectives.
    • Value 6 - Team spirit
    • Teamwork is essential to the success of Apple, for each job is too big to be done by only one person. Individuals are encouraged to interact with all levels of management, sharing ideas and suggestions to improve Apple's effectiveness and our contribution to quality of life.

    • Value 7 - Quality
    • We care about what we do. We build into Apple products a level of quality, performance, and value to earn the respect and loyalty of our customers.

    • Value 8 - Individual reward
    • We recognize each persons' contribution to Apple's success and we share the financial rewards that flow from high performance. We recognize that rewards must be psychological as well as financial and strive for an atmosphere where each individual can share the adventure and excitement of working at Apple.

    • Value 9 - Great management
    • The attitudes of a manager toward people are of primary importance. Employee should be able to trust the motives and integrity of their supervisors. It is the responsibility of management to create a productive environment where Apple values flourish.
  2. People - A company is its people. At Samsung, we're dedicated to giving our people a wealth of opportunities to reach their full potential.

    Excellence - Everything we do at Samsung is driven by an unyielding passion for excellence.

    Change - Change is constant and innovation is critical for a company's survival.

    Integrity - Operating in an ethical way is the foundation of Samsung.

    Co-prosperity - A business cannot be successful unless it creates prosperity and opportunity for others.
    I put into place a daily "Breakfast Club" meeting that became famous - getting all the key executives together at 7AM every morning to keep everyone completely updated. To deal with gossip and any troubling rumors and to answer questions, I also launched the Hearsay Café - making an Apple executive available in the cafeteria at certain announced times, so any employee, without feeling pressure, could get questions answered.
  3. Our mission is to inspire and nurture the human spirit - one person, one cup and one neighborhood at a time. We're passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done.
    When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers - even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It's really about human connection.
  4. He believed that all of his key people needed to know the status not just of his own projects but of all other projects, too. At the top level, he didn't believe in compartmentalizing: he held a strong conviction in a belief that might be called cross-pollination - a confidence that the best ideas and best solution to problems often come from someone working on a totally different project, perhaps with a widely different background and knowledge base.

    When you have chosen your team leaders well, keep them informed about the status of every project, and ask for their ideas and input even on projects that aren't theirs.
    Too often, middle managers are wage earners who see any change, however small, as a risk. Confidence lies in continuity, in continuing with what worked yesterday.
  5. Top-down or command-and-control structure, based on subordination, with all orders coming from on high, passed down the ladder. He rattled off a list of benefits:
    * The chain of command is structured and clear.
    * The organized structure encourages guidance and teaching of subordinates.
    * Having employees work in a silo with others who do similar work provides mutual support and learning.
    * The structured organization provides a clear path for employees to move upward.

    The major drawbacks as I saw them then and still see them including the following:
    * The way a functional organization operates is based on structure, not process, which makes it very bureaucratic.
    * The information flow, particularly between departments, is flawed and the processes are very complicated.
    * Problems frequently take much too long to get resolved and are influenced by the politics of the organization.
    * Teamwork is not emphasized and encouraged.
    * Every major decision is the product of groups or committees; individual power is all but nonexistent.
  6. There is an extraordinary depth and breath and tenure among the Apple executive team, and these executives lead over 35,000 employees that I would call "all wicked smart." And that's in all areas of the company, from engineering to marketing to operations and sales and all the rest. And the values of our company are extremely well entrenched.

    We believe that we're on the face of the Earth to make great products, and that's not changing. We're constantly focusing on innovating. We believe in the simple, not the complex. We believe that we need to own and control the primary technologies behind the products we make, and participate only in markets where we can make a significant contribution.
    We believe in saying no to thousands of projects so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot.

    And frankly, we don't settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we're wrong and the courage to change. And I think, regardless of who is in what job, those values are so embedded in this company that Apple will do extremely well.
Card Set
Leading Apple with Steve Jobs
Jay Elloit