Steve Jobs' Management and Organizational Structure at Apple

• 🔄Restructuring — When Steve Jobs returned to Apple in 1997, he dismantled the existing business unit structure and laid off all general managers in a single day.
• 📊Unified P&L — Jobs consolidated the company under one profit and loss (P&L) statement, eliminating the separate P&Ls for each business unit.
• 🛠️Functional Organization — He reorganized Apple into a functional structure, combining disparate functional departments into one cohesive unit.
• 👨‍🔧Expert Leadership — Jobs emphasized having managers who were product experts rather than general-purpose managers, ensuring deep expertise in their respective areas.
• 🤝Collaboration — The new structure encouraged collaboration across different departments, breaking down silos that previously existed.
• 📈Long-term Focus — By removing short-term market pressures from individual product managers, Jobs ensured that innovation and long-term planning were prioritized.
• 💡Innovation — This structure allowed Apple to innovate more effectively, leading to the development of groundbreaking products like the iPod and iPhone.

Functional Organization

• 🔄Restructuring — Jobs dismantled the existing business unit structure and laid off all general managers in a single day.
• 📊Unified P&L — He consolidated the company under one profit and loss (P&L) statement, eliminating the separate P&Ls for each business unit.
• 🛠️Functional Departments — Jobs combined disparate functional departments into one cohesive unit, which is more common in smaller entrepreneurial firms.
• 🤝Collaboration — This new structure encouraged collaboration across different departments, breaking down silos that previously existed.
• 📈Long-term Focus — By removing short-term market pressures from individual product managers, Jobs ensured that innovation and long-term planning were prioritized.

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Expert Leadership

• 👨‍🔧Product Experts — Jobs emphasized having managers who were product experts rather than general-purpose managers.
• 📚Deep Expertise — Managers were required to have deep expertise in their respective areas, ensuring they could guide their teams effectively.
• 🛠️Hands-on Approach — Managers were expected to be involved in the details of their field, not just oversee operations.
• 🤝Collaborative Decision-Making — Jobs fostered a culture where managers collaborated with colleagues to make decisions.
• 📈Continuous Learning — Managers had to be willing to learn new areas and teach others, adapting to the evolving needs of the company.

Impact on Innovation

• 💡Innovation Culture — The functional structure allowed Apple to innovate more effectively.
• 📱Product Development — This structure led to the development of groundbreaking products like the iPod and iPhone.
• 📈Long-term Planning — By removing short-term market pressures, Jobs ensured that long-term planning and innovation were prioritized.
• 🔬R&D Focus — Senior R&D executives received bonuses based on the performance of the entire company, encouraging experimentation with less-popular products.
• 🌍Market Impact — Apple's innovative products have had a significant impact on various industries, including personal computing, music, and mobile phones.