Organisational Culture – How Apple is, Harvard Business Review

How Apple is organised for Innovation.

It's about experts leading experts - Apple, Harvard Business Review Nov-Dec 2020

 

 

In the ever-evolving world of business, a strong and distinct organizational culture is pivotal for sustained innovation and success. Many companies have sought to unlock the recipe for creating a thriving innovation-centered culture. Apple, a titan in the tech industry and a paragon of innovation, offers an insightful blueprint.

 

In a revealing study by the Harvard Business Review from November-December 2020, Apple's organizational structure was presented not merely as a hierarchical alignment of roles but as a symphony of experts leading experts. But what does this orchestration entail? Let’s delve into the unique characteristics that set Apple apart.

 

1. Emphasis on Functional Organization: Unlike many companies that operate based on divisions or business units, Apple champions a functional organization. This structure places emphasis on expertise, ensuring that specialists manage and make decisions in their fields. The goal is not to be a jack of all trades but to master one. This functional alignment empowers employees and ensures that decision-making rights align seamlessly with expertise.

 

2. Cross-Functional Collaboration: While deep expertise is a cornerstone, Apple also acknowledges the value of integrating knowledge across different domains. Leaders at Apple are not isolated in their silos; instead, they are encouraged, even expected, to collaborate cross-functionally. This collaboration is a two-pronged strategy. Firstly, it ensures a holistic view of projects, where insights from various functions can be integrated for a richer outcome. Secondly, it fosters a culture of continuous learning, where individuals are constantly exposed to knowledge beyond their immediate expertise.

 

The Three Pillars of Apple's Leadership Model: Apple's enviable track record in innovation is not solely due to its structural organization. Equally significant are the leadership attributes nurtured within the company. Three primary characteristics form the backbone of Apple's leadership ethos:

 

1. Deep Expertise: Apple's leaders are not mere overseers; they are experts in their fields. The company has often eschewed the traditional model of a generalist manager, opting instead for individuals with profound knowledge and expertise. This ensures that leaders can provide meaningful guidance, understand challenges intricately, and make informed decisions.

 

2. Immersion in Details: It might be tempting to think of leadership roles as high-level, strategic positions removed from the everyday minutiae. Not at Apple. Leaders are expected to know the details, and not just superficially. The expectation is for them to understand three levels down into the details of any project or challenge. Such deep immersion ensures that leaders can provide tangible, actionable feedback and direction. It bridges the gap that often exists between managerial roles and frontline employees in many organizations.

 

3. Willingness to Collaboratively Debate: Healthy debate is encouraged and seen as a crucible for refining ideas. Apple has fostered an environment where collaborative debates are not only accepted but expected. These aren’t confrontations but constructive discourses where specialists across functions come together to challenge, validate, and enhance ideas.

 

The Universality of Apple's Model: The inevitable question arises: Is Apple’s model the panacea for all companies seeking to foster innovation? Can this formula be replicated wholesale, or do companies need to find their unique cadence? It's essential to acknowledge that while Apple's model has been immensely successful, each company operates in its unique ecosystem with its challenges, strengths, and goals. Apple's emphasis on deep expertise, detailed immersion, and collaborative debate offers a robust framework. However, companies should adapt this model to their context, ensuring alignment with their business model, industry landscape, and organizational DNA.

 

Conclusion: In the contemporary business landscape, where change is the only constant, the quest for sustained innovation is paramount. Apple's organizational culture and leadership model offer valuable insights. Yet, it is not about mere imitation but about absorbing, adapting, and aligning these insights to one's unique corporate identity. Every organization's journey towards fostering a culture of innovation will differ, but what remains universal is the need for expertise, collaboration, and a deep-rooted understanding. Whether companies choose to emulate Apple's model or chart their course, the core principles of deep expertise, immersive understanding, and collaborative debate will always remain relevant.