Comments on: What’s next for Apple’s board? Where media and technology meet Wed, 16 Nov 2016 08:48:25 +0000 hourly 1 By: RobertT Sun, 09 Oct 2011 17:47:08 +0000 People are missing the point. Steve Jobs explained this many times. Apple’s competitive edge is not the iPad or iPhone or iPod. Apple’s competitive edge is that Apple produces the whole show.

Right now you can go the Apple way or the Google way. Google designed Droid software, Motorola built the phone, Microsoft provides the computer software and so on and so on. It is a massive competitive edge for Apple that it does the whole thing. Now they have iCloud, so the system is almost complete so all they have to do now is keep slowly ramping it up until they take over the world.

Believe me, I had a Droid and now i have an iPhone. The experience is not the same. All Apple has to do to win everything is keep their heads and not panic. Just keep to the task. Despite Jobs’ reputation as a detail guy, his biggest asset is that he was a big picture kind of guy. I have no doubt the senior people at Apple all know where they’re headed.

By: TrustEnabler Sat, 08 Oct 2011 17:26:12 +0000 Steve Jobs was “extraordinary”. He made Apple an “extraordinary” company that has had an “extraordinary” impact on all stakeholders. With his passing, it is highly unlikely that Apple will continue to be an “extraordinary” company, regardless of its new leadership.

To reflect this reality, Apple’s brand to its investors (its risk/return promise) needs to change. If Apple’s leaders do not explicitly acknowledge this they will be out of integrity and will suffer a loss of investor trust and confidence (not to mention customers and all other stakeholders). For this reason (if not also for the more likely reason of the impending passing of its leader), it is perhaps appropriate that last week’s iPhone product announcement was less ambitions than the market had expected.

The best board for an “extraordinary” leader is different from the best board for an “excellent” leader. Apple will need to adopt a new corporate governance system to support the unavoidable reality of a modified risk/return value proposition. If it fails to align its board structure and practices with redefined strategic priorities, it will fall short of delivering “excellent” performance.

The reality is that the Apple of the future will need to take fewer risks and deliver less value. The real danger is that its leaders will delude themselves into believing they have learned all they need to know to successfully continue business as usual.

This is where strong leadership from a sufficiently empowered governance committee can make all the difference. The process begins with the govenance committee accepting the unfortunate reality that it is highly unlikely that Apple will ever again be an “extraordinary” company, but that the board can play a critical role in ensuring that it continues to create “excellent” value for the long term.

By: climbingk2 Sat, 08 Oct 2011 15:40:05 +0000 I think whilst Steve Jobs has been exceptional he has not given anything that could and still is being done elsewhere in the market.
adoration is a cloud which needs to be cleared I feel any good graduate in product design given the right financial backing would have done equally as well
What is lacking in the general market is a vision that needs to be addressed Design not money is the key
His success was that he managed to pull it off like any good bandit a good hold up brought results

By: Nullcorp Thu, 06 Oct 2011 23:48:14 +0000 No advisory board ever did anything amazing. It takes people who actually know what they’re doing – hopefully that will be Tim Cook and Jonathan Ive – to make things happen. Best thing for Apple’s board to do is keep quiet like they always have and let the company’s culture be maintained by the people who know the company best – the people who already work there.

By: OFA7 Thu, 06 Oct 2011 18:57:02 +0000 As soon as you speak of a board of directors directing a company of Apple’s size, you speak of risk aversion. Translated: the drive for radical innovation is lost in a crowd of accountants and lawyers. Radical innovation is a maverick, unafraid of change.