My research this week focuses on the case study of Apple Inc., and the strategic development of a multibillion-dollar organization, (Paroutis, Heracleous, & Angwin, 2013). Owner and co-founder Steve Jobs was instrumental in taking a company that was on the verge of bankruptcy and make it into a thriving billion-dollar company. Steve Jobs was a leader who was not only innovative but also a perfectionist. His passion for Apple was unsurpassed, which was reflected in his dedication and remarkable intuition. He could easily be described as unpredictable in nature and somewhat course in instruction, but all that knew him agreed that he had a keen ability to think outside the box. When Steve Jobs was forced to resign due to his uncontrollable
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The transitional phase that the company experienced was quite remarkable and its current and future success was all based on one man’s vision to make a difference. Through our previous research, we grasped an understanding of the uncertainty of the organization’s ability to prevail. Owner and co-founder Steve Jobs was not always viewed as a person that had the ability to lead an organization, (Paroutis, et al., 2013). His irrational behavior was at times frowned upon. He was a person that many would label as a rogue or unmanageable, but he lived live to its fullest without regard to consequence or responsibility. Apple made quite a few managerial transitions during this time period hiring John Sculley as the CEO in hopes of guiding Steve Jobs and controlling his ambitions, (Paroutis, et al., 2013). This did not pan out and Jobbs was forced to resign in 1985, (Paroutis, et al., 2013). I still find it challenging to understand how a co-owner and founder of a company can be forced to resign. The board made the final choice and the company moved on. With CEO John Scully managing the organization progress was minimal at best. The market shares had dropped from 50% to 34% the company was struggling not only in sales, but also in management, (Paroutis, et al., 2013). After Scully left, the company went from bad to worse, they hired Spindler who concentrated on cutting costs, which did not help matters, (Paroutis, et al., 2013). Spindler was soon replaced with Gil Amelio who also pursued cutting costs and driving up the price of Apple products, (Paroutis, et al.,
The transitional phase that the company experienced was quite remarkable and its current and future success was all based on one man’s vision to make a difference. Through our previous research, we grasped an understanding of the uncertainty of the organization’s ability to prevail. Owner and co-founder Steve Jobs was not always viewed as a person that had the ability to lead an organization, (Paroutis, et al., 2013). His irrational behavior was at times frowned upon. He was a person that many would label as a rogue or unmanageable, but he lived live to its fullest without regard to consequence or responsibility. Apple made quite a few managerial transitions during this time period hiring John Sculley as the CEO in hopes of guiding Steve Jobs and controlling his ambitions, (Paroutis, et al., 2013). This did not pan out and Jobbs was forced to resign in 1985, (Paroutis, et al., 2013). I still find it challenging to understand how a co-owner and founder of a company can be forced to resign. The board made the final choice and the company moved on. With CEO John Scully managing the organization progress was minimal at best. The market shares had dropped from 50% to 34% the company was struggling not only in sales, but also in management, (Paroutis, et al., 2013). After Scully left, the company went from bad to worse, they hired Spindler who concentrated on cutting costs, which did not help matters, (Paroutis, et al., 2013). Spindler was soon replaced with Gil Amelio who also pursued cutting costs and driving up the price of Apple products, (Paroutis, et al.,