Apple Computers Odyssey
If there is a God, he favours the innovators and those who
are persistent. There is also the saying that the wise man learns from his mistakes
as well as those of others. This is why The Apple Way is a must-read for CEOs
The book not only highlights the success story of Appleone of the worlds
most well-known technology companiesbut also its most glaring and monumental
failures. It analyses what went wrong and how not to repeat those mistakes.
A major highlight of this book is its readability. It has several quotes and
blurbs throughout to keep the reader interested. The language is smooth, flowing
and simple. The chapter and book size are very manageable, and it is an ideal
In 12 easy-to-read chapters, this book attempts to provide insights to CEOs
and CIOs so that they can learn valuable lessons both from some of Apples
greatest triumphs and its most terrible mistakes.
The good side of Apple is its products. They help people work more effectively
and efficiently, or help people enjoy their life more. The products are insanely
great, as Steve Jobs once put it. Apple continues to sustain a culture in which
the innovation mindset thrives.
This book is divided into four categories: make the product
king, make the customer king, break the marketing mould, fix your leaders and
your plans. They attempt to reveal the secrets and management principles which
have so far kept Apple ahead of juggernauts like Microsoft and other more business-savvy
||The Apple Way:
12 management lessons from the world's most innovative company
Apple learned the hard way that no organisation can do everything
itself, no matter how smart it is. The market moves too quickly, technology
grows too fast, too many smart people are investing too much time and money
in innovation, and they are working together to beat you.
The companys strategy has been very focussed all along: it goes for the
development of innovative products. It makes better products, and gives the
people the product they want which remains durable and useful for years together.
Apples other secrets include cutting-edge marketing strategies, sleek
design and packaging of its products, and a high-performance corporate culture.
It encourages and rewards visionaries, and keeps one eye firmly focussed on
the future. It dreams about how to make futuristic technology for todays
world, and then combines this vision with contemporary sensibilities and practicality
to ensure the mass popularity of its products.
To a large extent, Apple has succeeded because it retains control of every relevant
aspect of its Mac system, including who uses it and how. Even in the fast-moving
world of high-tech, Apple managed to create consistency of user experience across
multiple programs and allow for continuity from one generation of its operating
system to the next.
Finally, it has followed the innovation mantra loyally. It learned that to innovate
successfully, an organisation needs the right people, the right strategy, and
adequate resources. It also realised that finding the future is not enough;
it has to be delivered and brought to life. If the product is too revolutionary,
then it makes sense to go great lengths to make it very user friendly.
Apple backed up its innovations by studying the surrounding world, paid proper
attention to the needs of the market, and got good supporting staff. When it
came to know what the public wanted, it went ahead and gave it to them, ignoring
all that the sceptics said.
The book is packed with good management advice backed by practical instances
from Apples experiences. Overall, a very enjoyable read.