Please answer question 2 using above passage

Can You Follow an Icon and Succeed? Apple and Tim Cook After Steve Jobs Steve 'bs was Apple's co-founder and iconic CEO. A ber of observers feel that much of Apple's phe- enal success, especially after 2000, is a product o s enius" and leadership. Because of this and a leadership style that varies significantly from his pre- decessor's, some have questioned Tim Cook's ability to succeed Jobs as Apple's CEO. Yet, in 2014, several years after assuming the CEO position, Apple had what Tim Cook referred to as an "unbelievable year" given that the firm sold 200 million iPhones and generated $200 billion in revenue. Apple's stock price increased by 65 percent, and the company's market value reached more than $700 billion, the largest ever of any U.S. firm At the time, Apple's market value more than doubled that of Microsoft. Prior to assuming the CEO posi- tion, Cook's primary experience had been as manager of operations; his success in this domain led to his appointment as COO prior to assuming the CEO role. Interestingly, a significant percentage of Apple's sales flow from products developed and introduced to th market under Jobs' leadership. As such, the jury is sti out on Cook, especially with regard to developing mar. ketplace successes in the form of new products, tasks at which Jobs excelled Jobs and Cook have different leadership styles. Some thought Jobs was ruthless, impulsive, and almost maniacal in developing new products and finding paths through which they became marketplace successes. Cook's knowledge and skills do not make him an expert in product development, design, or marketing. Because of this, he delegates those responsibilities. As the firm's key strategic leader, Cook tries to buffer and maintain Apple's corporate culture that developed largely during Jobs' tenure. Thus, the emphasis remains on innova tion that is valued in the marketplace. To support this emphasis and to nurture the firm's all-important e w Cal All Rights Red Maywodwi De www.demeyer culture, Cook hires talented individuals to join the top management team who blend well with the culture He has made some very good hires, such as Angela Ahrendts who now heads Apple's very important retail stores. As a leader, Cook is less emotional in his style and actions compared to Jobs. Some refer to this aspect of Cook's style as a "measured emotional approach to leadership." He empowers his top management team members in ways that allow each of them to manage the functional area for which they have responsibility He also encourages each team member to adopt a long run perspective while leading. Observers have been able to highlight other dif- ferences between Cook's and Jobs' strategic leadership approaches. Compared to Jobs, Cook more regularly shares the limelight with his leadership team, spot- lighting their contributions while doing so. One ana lyst suggested that Cook is a good leader who builds an effective team around him. With respect to strate gic choices, Cook's decisions have resulted in major acquisitions (e.g., an audio company for $3 billion) and developing enterprise solutions for corporate IT units; Jobs opposed actions of these types. Under Cook, Apple formed an alliance with IBM to develop enter prise applications with a focus on the iPad, especially the new and larger versions. During Cook's early tenure as CEO Apple introduced several innovations including the Apple Watch, which entered the market in April 2015. This product's mar- ketplace success is yet to be determined: initial reports suggested that demand exceeded supply, causing Apple to increase production. In addition, hints provided by Cook suggest that Apple may be planning to enter the television market. Most importantly, Cook claims that Apple's goal is to change the way people work. The firm intends to focus research and development efforts to develop products to achieve this objective In mid-2018, some analysts were questioning the delays Apple was encountering when introducing products to the marketplace. Of three major product launches under Cook since becoming the firm's CEO in 2011, AirPods earbuds and the HomePod speaker missed publicly announced shipping dates. The Apple Watch, mentioned above, entered the market later than the firm desired, initially causing customers to experience long wait times to buy the product. The Apple Pencil and Smart Keyboard, two critical accessories for the iPad Pro, also entered the market later than announced initially. On the other hand, Apple's first quarter 2018 results yielded all-time highs in both revenue and earn- ings. In an overall sense, only the march of time will yield insights needed to determine if as CEO, Tim Cook was a success as Steve Jobs successor. With a market value of over $900 billion in early 2018, it seems that as Apple's key strategic leader, Cook's effect on the firm he was leading was positive. Source: 2018. Transcript Apple CEO Tim Cook on the company'2018 Qlearnings. Mw. www . b y Mike 2008. Tim Cook stumble this specia l products on time. W Sentr al, Sofia, 2005. Why Apple is the world's most i s Copy. www.fastcompany com, February 2: Lot 2 The morning download Apple will change the way people work CEO Tim Cook says, CIO Journal, blogs ws.com. Lanary 05. A Tim Cookies recordles and unbelievable year, New York Times, www.nytimes.com, March 30, A. Chang 2015. CEO TiCook is forging annual path as a social activist, Los A Ti w times.com, March 3 A Lashinsky 2005. The Color Apeil L 60-72 T.Higgins 2015. Apple iPhone sales in China out the US. for first time, he www.cbc , April 27. Lewis Tim Cook A courageous im Tic. April 27.21 D'O Tim Cook de pedid o dest big pod Pane, finance yahoo.com April 2 Case Discussion Questions 1 What makes a CEOs job so complex? Use the challenge Tim Cook faces as Steve Jobs successor to provide examples that support your answer 2. Tim Cook came from Apple's internal managerial labor market to succeed Steve Jobs. In your view, was using the internal managerial labor market the best approach to follow when replacing Jobs? Use materials in the chapter regarding the internal and external managerial labor markets to explain your answer Given their different leadership styles, describe the differences you see in Apples culture under Tim Cook's leadership com pared to the culture in Apple when Steve Jobs was CEO Using information in this Mini-Case as well as additional materials available to you via searches, how do you evalu ate Tim Cook as a CEO? Is he an effective strategic leader or not? Use examples from the chapter's discussion of "Key Strategic Leadership Actions to justify your answer to this question Can You Follow an Icon and Succeed? Apple and Tim Cook After Steve Jobs Steve 'bs was Apple's co-founder and iconic CEO. A ber of observers feel that much of Apple's phe- enal success, especially after 2000, is a product o s enius" and leadership. Because of this and a leadership style that varies significantly from his pre- decessor's, some have questioned Tim Cook's ability to succeed Jobs as Apple's CEO. Yet, in 2014, several years after assuming the CEO position, Apple had what Tim Cook referred to as an "unbelievable year" given that the firm sold 200 million iPhones and generated $200 billion in revenue. Apple's stock price increased by 65 percent, and the company's market value reached more than $700 billion, the largest ever of any U.S. firm At the time, Apple's market value more than doubled that of Microsoft. Prior to assuming the CEO posi- tion, Cook's primary experience had been as manager of operations; his success in this domain led to his appointment as COO prior to assuming the CEO role. Interestingly, a significant percentage of Apple's sales flow from products developed and introduced to th market under Jobs' leadership. As such, the jury is sti out on Cook, especially with regard to developing mar. ketplace successes in the form of new products, tasks at which Jobs excelled Jobs and Cook have different leadership styles. Some thought Jobs was ruthless, impulsive, and almost maniacal in developing new products and finding paths through which they became marketplace successes. Cook's knowledge and skills do not make him an expert in product development, design, or marketing. Because of this, he delegates those responsibilities. As the firm's key strategic leader, Cook tries to buffer and maintain Apple's corporate culture that developed largely during Jobs' tenure. Thus, the emphasis remains on innova tion that is valued in the marketplace. To support this emphasis and to nurture the firm's all-important e w Cal All Rights Red Maywodwi De www.demeyer culture, Cook hires talented individuals to join the top management team who blend well with the culture He has made some very good hires, such as Angela Ahrendts who now heads Apple's very important retail stores. As a leader, Cook is less emotional in his style and actions compared to Jobs. Some refer to this aspect of Cook's style as a "measured emotional approach to leadership." He empowers his top management team members in ways that allow each of them to manage the functional area for which they have responsibility He also encourages each team member to adopt a long run perspective while leading. Observers have been able to highlight other dif- ferences between Cook's and Jobs' strategic leadership approaches. Compared to Jobs, Cook more regularly shares the limelight with his leadership team, spot- lighting their contributions while doing so. One ana lyst suggested that Cook is a good leader who builds an effective team around him. With respect to strate gic choices, Cook's decisions have resulted in major acquisitions (e.g., an audio company for $3 billion) and developing enterprise solutions for corporate IT units; Jobs opposed actions of these types. Under Cook, Apple formed an alliance with IBM to develop enter prise applications with a focus on the iPad, especially the new and larger versions. During Cook's early tenure as CEO Apple introduced several innovations including the Apple Watch, which entered the market in April 2015. This product's mar- ketplace success is yet to be determined: initial reports suggested that demand exceeded supply, causing Apple to increase production. In addition, hints provided by Cook suggest that Apple may be planning to enter the television market. Most importantly, Cook claims that Apple's goal is to change the way people work. The firm intends to focus research and development efforts to develop products to achieve this objective In mid-2018, some analysts were questioning the delays Apple was encountering when introducing products to the marketplace. Of three major product launches under Cook since becoming the firm's CEO in 2011, AirPods earbuds and the HomePod speaker missed publicly announced shipping dates. The Apple Watch, mentioned above, entered the market later than the firm desired, initially causing customers to experience long wait times to buy the product. The Apple Pencil and Smart Keyboard, two critical accessories for the iPad Pro, also entered the market later than announced initially. On the other hand, Apple's first quarter 2018 results yielded all-time highs in both revenue and earn- ings. In an overall sense, only the march of time will yield insights needed to determine if as CEO, Tim Cook was a success as Steve Jobs successor. With a market value of over $900 billion in early 2018, it seems that as Apple's key strategic leader, Cook's effect on the firm he was leading was positive. Source: 2018. Transcript Apple CEO Tim Cook on the company'2018 Qlearnings. Mw. www . b y Mike 2008. Tim Cook stumble this specia l products on time. W Sentr al, Sofia, 2005. Why Apple is the world's most i s Copy. www.fastcompany com, February 2: Lot 2 The morning download Apple will change the way people work CEO Tim Cook says, CIO Journal, blogs ws.com. Lanary 05. A Tim Cookies recordles and unbelievable year, New York Times, www.nytimes.com, March 30, A. Chang 2015. CEO TiCook is forging annual path as a social activist, Los A Ti w times.com, March 3 A Lashinsky 2005. The Color Apeil L 60-72 T.Higgins 2015. Apple iPhone sales in China out the US. for first time, he www.cbc , April 27. Lewis Tim Cook A courageous im Tic. April 27.21 D'O Tim Cook de pedid o dest big pod Pane, finance yahoo.com April 2 Case Discussion Questions 1 What makes a CEOs job so complex? Use the challenge Tim Cook faces as Steve Jobs successor to provide examples that support your answer 2. Tim Cook came from Apple's internal managerial labor market to succeed Steve Jobs. In your view, was using the internal managerial labor market the best approach to follow when replacing Jobs? Use materials in the chapter regarding the internal and external managerial labor markets to explain your answer Given their different leadership styles, describe the differences you see in Apples culture under Tim Cook's leadership com pared to the culture in Apple when Steve Jobs was CEO Using information in this Mini-Case as well as additional materials available to you via searches, how do you evalu ate Tim Cook as a CEO? Is he an effective strategic leader or not? Use examples from the chapter's discussion of "Key Strategic Leadership Actions to justify your answer to this