Joel Podolny, vice president and President of Apple University, recently published an article on Apple’s organizational structure and its uniqueness in large enterprises. This in-depth review of Apple’s structure was published in the Harvard Business Review on Thursday, and was co authored by Morten Hansen, a faculty member at Apple University. In the beginning, Podolny mentioned Apple’s growth history. When jobs returned to apple in 1997, the company had 8000 employees and annual revenues of about $7 billion. Fast forward to 2019, the company has 137000 employees and revenues of about $260 billion. < / P > < p > “believing that traditional management stifles innovation, jobs fired all business unit general managers (within a day) in his first year as CEO, putting the entire company in a single profit and loss account, and combining the functions of different business units into a functional organization,” Podolny wrote. Most of the organizations in the university are decentralized. Apple has proved that centralized systems can be applied to enterprises of this size. < / P > < p > of course, the two authors also point out that a lot of things have changed in the more than 20 years from 1997 to 2019. “Apple relies on a structure centered on functional expertise. Its basic belief is that the person with the most expertise and experience in a particular field should have the decision-making power in that field. ” < p > < p > this article also introduces in detail the three leadership qualities that Apple expects candidates to have. Since jobs joined apple for the first time, apple managers at all levels have been required to possess these three qualities. They include deep expertise that enables them to participate meaningfully in all the work within their respective functions, immerse themselves in the details of these functions, and a willingness to collaborate on other functions in the collective decision-making process. When managers have these qualities, decisions are made by the most qualified people in a coordinated way. < p > < p > Podolny and Hansen write that Apple’s business structure is unusual. Although it contains some risks that the decentralized model does not see, it can bring extraordinary results to the companies that adopt it. < / P > < p > although some companies may encounter obstacles in trying to adopt a model similar to apple, Podolny points out that this transformation can be achieved through intermediate steps, and after that, the effort will prove to be very worthwhile. “Apple’s history shows that the return may prove that the risk is justified. Its approach can produce extraordinary results, “Podolny concludes. Epic Games accused Google of monopolizing the latter, which may have a better chance than apple

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