1. What examples can you find that illustrate Apple's core culture and observable culture elements: stories, heroes, symbols, rites and rituals.

2. Should Apple’s board of directors be expecting the CEO to push transformational change or incremental change, or both, at this point in time? Why?

3. How could organization development be used to help the teams involved with iPhone development make sure that they are always working together in the best ways as they pursue the next generations of iPhones and innovative product extensions?

4. Further research—Review what the analysts are presently saying about Apple. Make a list of all the praises and criticisms, organize them by themes, and then put them in the priority order you would tackle if taking over from Steve Jobs as Apple’s new CEO. In what ways can the praises and criticisms be used to create a leadership agenda for positive change?

Over a span of more than 30 years, Apple Computer—now simply known as Apple, Inc.—paradoxically existed both as one of America’s greatest business successes and as a company that sometimes failed to realize its potential. Apple, Inc. ignited the personal computer industry in the 1970s, bringing such behemoths as IBM and Digital Equipment almost to their knees; stagnated when a series of CEOs lost opportunities; and rebounded tremendously since the return of its co-founder and former CEO, Steve Jobs. Th e fi rm represents a fascinating microcosm of American business as it continues to leverage its strengths while reinventing itself.

Corporate History

Th e history of Apple Inc. is a history of passion, whether on the part of its founders, its employees, or its loyal users. It was begun by a pair of Stevens who, from an early age, had an interest in electronics. Steven Wozniak and Steven Jobs initially put their skills to work at Hewlett Packard and Atari, respectively. But then Wozniak constructed his fi rst personal computer—the Apple I— and, along with Jobs, created Apple Computer on April 1, 1976.

Right from the start, Apple exhibited an extreme emphasis on new and innovative styling in its computer off erings. Jobs took a personal interest in the development of new products, including the Lisa and the fi rst, now legendary, Macintosh, or “Mac.” Th e passion that Apple is so famous for was clearly evident in the design of the Mac. Project teams worked around the clock to develop the machine and its operating system, Mac OS. Th e use of graphical icons to create simplifi ed user commands was an immensely popular alternative to the command- line structure of DOS found on IBM’s fi rst PCs.

When Apple and IBM began to clash head-on in the personal computer market, Jobs recognized the threat and realized that it was time for Apple to “grow up” and be run in a more businesslike fashion. In early 1983, he persuaded John Sculley, at that time president of Pepsi-Cola, to join Apple as president. Th e two men clashed almost from the start, with Sculley eventually ousting Jobs from the company.

Th e launch of the Mac reinvigorated Apple’s sales. However, by the 1990s, IBM PCs and clones were saturating the personal computer market. Furthermore, Microsoft launched Windows 3.0, a greatly improved version of the Wintel operating system, for use on IBM PCs and clones.

In 1991 Apple had contemplated licensing its Mac operating system to other computer manufacturers, making it run on Intel-based machines, but the idea was nixed by then chief operating offi cer Michael Spindler in a move that would ultimately give Windows the nod to dominate the market. ……………..