By Phil Baker
As a design engineer by training, I love Apple products. I appreciate how well they work, how well they're made and how well they look. The company has raised the standards for consumer electronic products around the world, due mostly to the fanaticism that Steve Jobs has brought to the product design process. He's innovated not only in the software and user interface, but with new materials, new form factors, new manufacturing processes, new hardware, and new packaging. No detail was too small that he didn't improve upon; even replacing the tie wraps on the cables with easy to remove clear ribbons. While he may not have done everything himself, he was responsible for setting the tone and expectations of his team.
With Jobs now taking an indefinite leave, there's been speculation about what this will mean for the future of the company. If Jobs doesn't return, will Apple be able to continue its growth and continue to innovate with new products?
While many analysts are optimistic that Apple's growth will continue on the same trajectory as it's on today, I think there's an equal likelihood that the company will go through some significant upheaval and struggle to recover from Jobs's absence.
Until Jobs returned to Apple in 1997, the company was directionless and dabbling in a variety of areas. Its main product line, Macintosh computers, tottered at around three percent of the PC market. While attempts were made to break into new areas, including digital cameras and handheld computers, the products were not well-implemented and failed. The Mac business was falling behind the competition. For example, Apple was late to market building CD drives into notebooks, thinking it was a passing fad. I know this from personal experience, being part of the Newton and PowerBook teams.
Like many large corporations, there was intense infighting among the various divisions, with no one to referee. So not only was there no clear roadmap and underperforming products, but the organization was in disarray.
When Jobs returned he applied an intense focus to turn around the business. He cut products, including the Newton, and prioritized on building the core foundation of the company, revamping and improving the Mac platform and working with Intel to enable the Mac to run Windows. While few customers wanted to use Windows, it was marketing brilliance that took the risk out of buying a Mac.
He also revamped his organization and created a team that has been stellar in each of their areas of expertise: engineering, operations and industrial design. Jobs and his organization transformed the product lineup to one with no equal, iPods, iTunes, iPhones, iPads and Macs.
This team has coalesced around Jobs and has been intensely loyal to him, much like to a benevolent dictator. He single-handedly has been providing the organizational and the product leadership.