绝密、整合、热爱、投入、设计主导、专注、精简、DRI，这个星球上最大的初创公司 “There’s only one free lunch at Apple, and it’s on your first day,” said a former employee. Another highlight of an employee’s first day at Apple is the realization that there’s no one to help you connect your newly issued computer. The assumption is that those smart enough and tech-savvy enough to be hired at App...
Tony Fadell, Jon Rubinstein, Jonathan Ive, Steve Jobs, Phil Schiller
“There’s only one free lunch at Apple, and it’s on your first day,” said a former employee.
Another highlight of an employee’s first day at Apple is the realization that there’s no one to help you connect your newly issued computer. The assumption is that those smart enough and tech-savvy enough to be hired at Apple can hook themselves up to the network. “Most people are expected to be able to connect to servers,” said an Apple observer. “People say: ‘That shit was hard, but I figured out who to talk to.’ That’s super smart. It’s a clever way to get people to connect with each other.”
Apple employees don’t need an organization chart to know who is powerful, of course. The executive team, a small council of advisers to the CEO, runs the company, assisted by a cadre of fewer than one hundred vice presidents. But rank doesn’t always confer status at Apple. Everyone is aware of an unwritten caste system. The industrial designers are untouchable, as were, until his death, a tiny group of engineers who had worked with Steve Jobs for years, some dating to his first stint at Apple. A small group of engineers carries the title of DEST, distinguished engineer/scientist, technologist. These are individual contributors with clout in the organization but no management responsibilities. Otherwise, status fluctuates with the prominence of the products on which one works. As the success of the iPhone and iPad grew, the coolest faction of the company was the software engineers working on Apple’s mobile operating system software, known as iOS. Hardware engineers and, grudgingly, product marketers connected with the devices ranked high in the pecking order, followed by people in the iTunes, iCloud, and other online services organizations. Employees associated primarily with the Macintosh, once the cocks of the roost, were considered second-rate in the Apple hierarchy by this time. In terms of corporate coolness, functions such as sales, human resources, and customer service wouldn’t even rate.
Under Bill Gates, Microsoft had a reputation for being a political infighting nightmare, the implication being that Gates liked the results of the survival-of-the-fittest mentality.
The competitive nature of the Apple culture comes into play. “Apple is a prizefight every day you go to work,” said Steve Doil, a onetime executive in Apple’s supply-chain organization. “If you’re distracted even a little bit then you slow down the team.” A former executive described the Apple culture in similar terms. “It’s a culture of excellence,” this executive noted. “There’s a sense that you have to play your very best game. You don’t want to be the weak link. There is an intense desire to not let the company down. Everybody has worked so hard and is so dedicated.”
The key to Apple’s design philosophy is that design is where Apple products start. Competitors marvel at the point of prominence Apple’s industrial designers have. “Most companies make all their plans, all their marketing, all their positioning, and then they kind of hand it down to a designer,” said Yves Behar, CEO of the design consultancy Fuseproject. The process is reversed at Apple, where everyone else in the organization needs to conform to the designer’s vision. “If the designers say the material has to have integrity, the whole organization says okay,” said Behar. In other words, a designer typically would be told what to do and say by the folks in manufacturing. At Apple it works the other way around.
“The way you end any discussion at Apple is: ‘It’s the right thing for the product.’ If you bring the data that proves that, you win,” said an engineer from the mid-2000s.
Jobs often told audiences that there were no committees at Apple. Ex-employees have questioned this assertion, pointing to entities that looked and sounded like committees, including an international pricing committee and a brand committee. What they don’t dispute is that Jobs fostered a culture that eschewed standing, task-oriented groups that deflected attention from the primary and single-minded goal of executing Apple’s plans. “The reason you have committees is that you have divided responsibilities,” Jobs said. “We don s“We dt. At Apple you can figure out exactly who is responsible.”
one graphic arts team chooses images for the entire company
The Apple way is direct and deadline-oriented. “Dates are set well in advance,” said Mike Janes, who ran Apple’s online store in the early 2000s. “Things get accomplished. There are no questions. The ‘Innovator’s Dilemma’ doesn’t exist at Apple,” he said, referring to Clay Christensen’s popular book about how big companies fail to anticipate the next wave because they are unwilling to sacrifice existing sales. “There’s no dilemma.” As for urgency, “If you want to get something done, the meeting is this afternoon. Or tomorrow. You don’t wait to get something on the calendar.”
In the field that I’m in the difference between the best person and the worst person is about a hundred to one or more. The difference between a good software person and a great software person is fifty to one
“A players hire A players, and B players hire C players. We want only A players here.”
The anthropologist Robin Dunbar theorized in 1992 that humans are capable of maintaining meaningful relationships with no more than an average of 150 people simultaneously.
Apple frequently assigns major projects to small groups. For example, just two engineers wrote the code for converting Apple’s Safari browser for the iPad, a massive undertaking.
In his 2002 book Take on the Street, Levitt called Apple’s board “highly qualified, prominent members of corporate America” but added that it nevertheless was “not designed to act independently of the CEO.” He acknowledged that Apple had performed brilliantly in turning itself around. That was beside the point, however. “Small, insular boards lack the outside perspective that is necessary in case a company finds itself in trouble,” concluded Levitt. “Especially when the CEO is as charismatic as Jobs, it’s crucial to have independent thinkers who do not act as an extension of management.”
When the first iPhone was under development, for example, the scheduled update of the operating [he manner. Osystem for the Macintosh was delayed by months because of the resources pulled to focus on the first mobile operating system. 相比以前因移动平台而迫使桌面操作系统发布推迟，现在苹果已经很好地处理好二者之间的平衡。每年更新的战略也从 iOS 6，Mountain Lion 开始。同时也遵循了两年大更新，一年小...
Apple also gets free publicity when its products appear in popular TV shows and films. The company says it never pays for product placement, but in 2010 Apple products appeared 386 times in original broadcast programs, according to Nielsen. 每每都有人就因苹果产品曝光度太高而质疑其是否赞助了某些电影，答案显然是否定的。
There’s no other company that could make a MacBook Air and the reason is that not only do we control the hardware, but we control the operating system. And it is the intimate interaction between the operating system and the hardware that allows us to do that