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Head of Apple University gives in-depth look at the company's unique structure, key leadership qualities, more

Added 10-22-20 03:31:01pm EST - “Dean and VP of Apple University, Joel Podolny has shared a fascinating look today inside how Apple has structured its business around the goal of innovation and along the way describes how Apple is different from most large companies,…” - 9to5mac.com

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Posted By TheNewsCommenter: From 9to5mac.com: “Head of Apple University gives in-depth look at the company's unique structure, key leadership qualities, more - 9to5Mac”. Below is an excerpt from the article.

Dean and VP of Apple University, Joel Podolny has shared a fascinating look today inside how Apple has structured its business around the goal of innovation and along the way describes how Apple is different from most large companies, the 3 key qualities it looks for in leaders, and much more.

Podolny along with Morten Hansen, a faculty member at Apple University detailed the deep dive into Apple’s organizational structure in the Harvard Business Review.

The two open by highlighting how much Apple has grown since Steve Jobs returned to the company in 1997 with 8,000 employees and $7 billion in revenue to 2019: 137,000 employees and $260 billion in revenue.

Interestingly, Apple has kept the same centralized business structure to this day that Jobs put in place the day he arrived back at the company in 1997:

When Jobs arrived back at Apple, 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. General managers ran the Macintosh products group, the information appliances division, and the server products division, among others. As is often the case with decentralized business units, managers were inclined to fight with one another, over transfer prices in particular. Believing that conventional management had stifled innovation, Jobs, in his first year returning as CEO, 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.

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