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Tim Cook’s overall leadership and managerial style
蒂姆·库克的整体领导和管理风格
苹果的兴衰一直是一个商业传奇。除了乔布斯的明智决定，库克的供应链管理水平也成为了苹果的秘密武器。通过研究库克的管理，也许你可以了解到强大的供应链管理技术是如何实现苹果公司的新阶段的。
蒂姆•库克不仅模仿乔布斯的领导风格，而且充分发挥了自己的优势——供应链管理，并强调促进苹果人才之间的合作。
因此，库克将重点放在组织现有的优势上，他对在领导层中建立企业的信念，以及他对微观管理缺乏兴趣，这表明了一种民主的管理风格。此外，他的领导素质，包括专注于核心产品、长期定位、透明度、倡导人权和可持续发展，使他成为未来商业领袖的榜样。
这很可能显示出一种民主的管理方式，并鼓励相互理解，特别是对于高级职员来说，在他们同意作出决定之前达成共识。
自2011年库克接任首席执行官以来，首席执行官在苹果产品开发中的作用已被大大削弱。iWatch是这种结构转换的一个例子，因为厨师的选择很少涉及产品工程的细节。相反，他把这些职责委托给了他的行政内阁成员。他卓越而精妙的领导风格增强了跨部门工作的良好意识。与乔布斯粗鲁而专横的态度相比，烹饪风格也导致了缓慢的决策和创新驱动力的明显丧失。
Apple's rise and fall has long been a commercial legend. In addition to Jobs's brilliant decision, Cook's supply chain management level has also become an Apple's secret weapon. By studying Cook's management, perhaps you can find out how powerful supply chain management technology has achieved Apple Inc new stage.
Tim Cook did not just copy Jobs's leadership style, but gave full play to his advantages - the management of supply chain and emphasized the promotion of cooperation between the Apple talents.
Accordingly, Cook focused on the existing strengths of the organization, his belief in building among leading executives, and his lack of interest in micromanagement indicated a democratic management style. Moreover, his leadership qualities including focus on core products, long-term orientation, transparency, advocacy of human rights, and sustainable development made him an example for future business leaders.
This is very likely to demonstrate a democratic style of management and to encourage mutual understanding, especially for senior stuffs to reach consensus before they agree to make a decision.
Since 2011 Cook took over CEO, the role of CEO in Apple product development has been greatly weakened. iWatch is as one of the examples of this structural transformation, because the Cook selection is less involved in the details of the product engineering. Instead, he entrusted these duties to his executive cabinet members. His remarkable subtle leadership style enhanced the good sense of cross - departmental stuffs. Compared to Jobs's rude and often overbearing attitude, the Cook style has also led to a clear loss of slow decision making and innovation driven.
Apple’s business model:苹果的商业模式：
In 1984, a year before Jobs left apple, Apple Corp launched the Macintosh computer. Apple will keep its style until Jobs comes back and launches iPod. As a result, Apple's product line has become Jobs's Apple.
Amelia has a solid technical background to help him understand Apple's business model: it does not adopt new technology based on technological progress to adapt to market changes. Instead, Sculley and Spindler are just trying to disperse the products that the company's market share will already exist. He decided that the company should return to its core product - the Macintosh operating system - and improve it by introducing new competitors' new technologies. He tried to buy BeOS by buying a corporation, but he had brought Steve Jobs back to Apple after a deadlock in the negotiations.
Finally, Jobs was back at the helm, and the company could stop encroaching on its market share and shrinking its margin by revolves around the core product line. The apple is back. Tim Cook is wise to adopt Jobs's obsession with improving small product lines to create a scalable progress model. Since the background of Cook is from supply chain optimization, it may be his second nature Cook’s management. However, he would also be wise to see that shifts in technology and consumer behavior which would create new markets in the middle and long term. If he can do this successfully, Steve Jobs's legacy is safe. (Business Institute)
Tim Cook is different from the Jobs era, which shows the difference between the ways of acting and the way that apples make decisions and communicate internally. This inevitably leads to a conclusion, which seems clearer today, but it will become clearer as time goes on. To evaluate Tim Cook as the achievement of CEO, we must first evaluate the performance of its core team.
Although at least seventeen vice presidents and senior vice presidents report directly to Cook, the evidence shows that the major decisions related to Apple strategy are still made by a team of a few senior vice presidents. This team may include Eddy Cue, Phil Schiller, and Jeff Williams. The three of them worked at Apple in the 90s of last century, after the company's peak and trough, and Eddy Cue joined the apple in 1989.
Apple corporation culture has shifted obviously under the rule of Cook. The transfer of power to the hands of new people means that there is a loss of power. Apple is no longer the entrepreneur of the iPod era. Evidence shows that Cook and his team are quite reassured by giving Richard Howarth and apple industrial design team a lot of power. It also indicates that other groups may have lost some influence on Cook and its core team. (supplychainopz)
With the change and development of the world, the competition, the shortening of product life cycle and the strengthening of global economic integration, business success is no longer due to transient or accidental product development or a market strategy, but the external manifestation of the core competitiveness of enterprises. According to the definition they give, the core competence is a unique skill or technology that can bring the company special benefits to the customer, which is exactly advantage to Apple Inc
Michael Porter's Five Forces Model
Bargaining Power of Suppliers (strong force)
Bargaining Power of Buyers (strong force)
Threat of New Entrants (weak force)
Substitutes (weak force)
Rivalry (moderate force)
Going through these five forces, Apple Inc must focus on competitors (rivalry) and the buyer's bargaining power. The five forces assessment supports the status of Apple's ongoing innovation. There is clearly showcased that the company has effectively solved five forces in its external environment, though most of its efforts are to strengthen its position in the competition, and continue attracting customers to purchase Apple updated products.
Corporations like blackberry, Samsung, LG and other brands are actively competing with Apple. This aggression can be observed in rapid innovation, aggressive advertising and imitations. On the other hand, the conversion cost is low, which means that it is easy for customers to turn from Apple to other brands, making the competition more competitive. Therefore, this part of the “five force” analysis shows that competitive competition is the most important factor in the development of Apple's strategy.
Reference
Eric Markowitz, “5 Essential Leadership Lessons from Tim Cook,”www.inc.com.December 6. 2012
The International Business Machines Corporation (commonly referred to as IBM) is an American multinational technology and consulting corporation, with headquarters in Armonk, New York.
Jim Muehlhausen, Apple’s Business Model: Before and After Jobs 2.0, Business Model Institute.
“7 Traits of Great Supply Chain Leader: A Case of Tim Cook,” www.supplychainopz.com.
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