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1、BeginReadingTableofContentsCopyrightPageForMarcia,Ruth,andLeahAPPLE’SCOREAnunconventionalorgchartforanunconventionalorganization.CEOTimCookisatthecenter,andthereportingstructureisjustoneofmanywaysthatApplediffersfromothercorporations.Thischart,conceptualizedbygraphicdesignerDavidFoster,isbas
2、edontheauthor’sreportinginadditiontosomelimitedinformationApplereleasespublicly.RethinkLeadershipOnAugust24,2011,thedaySteveJobsresignedaschiefexecutiveofficerofApple,heattendedameetingofthecompany’sboardofdirectors.Hewasgravelyillandhadreachedtheconclusionthatitwastimetorelinquishhispost.He
3、becamechairmanoftheboardthatday,givingsomehopetoApple’semployees,customers,andinvestorsalikethathe’dcontinuetoexertinfluenceonthecompanyandbearoundforawhilelonger.WhatJobslovedmostwasproducts.Thoughhecamethatdaytotellhisdirectorsinpersonthathewassteppingdown,healsoknewhe’dbeabletoseeApple’sl
4、atestofferings.Indeed,ApplewasweeksawayfromintroducingitsnewestiPhone,whichwouldforthefirsttimeincludetheartificialintelligence–poweredpersonalassistantsoftwarecalledSiri.LiketheHALcomputerinStanleyKubrick’s2001:ASpaceOdyssey,Siriansweredquestions.Ittalkedbacktoitsowner.Itbegantofulfilloneof
5、thepromisesofthecomputerrevolutionthatSteveJobshadhelpedstarttwenty-fiveyearsearlier,toharnessthepowerofcomputerstoimprovehumanlife.ScottForstall,Apple’stopexecutiveformobilesoftware,wasdemonstratingSiritotheboardwhenJobsinterruptedhim.“Letmehavethephone,”Jobssaid,indicatingthathewantedtotry
6、thepersonalassistanttechnologyforhimself.Forstall,whohadworkedforJobshisentirecareer,firstatNeXTandthenatApple,hesitated.Hewasanengineerwiththetheatricalflair,ambition,charisma,andrawintelligenceofJobs.YetForstall’shesitationwaswarranted:ThewholeallureofSiriwasthatitlearneditsmaster’svoiceot
7、overtimebyadaptingtoquirksandabsorbingpersonaldetails.Themachinewaslikeabaseballglovemoldedtoitsowner’shand,andthisparticularunitknewForstall.Forallsortsofreasons—Jobs’snotoriousshorttemper,thisbeinganemotionaldaytobeginwith,thestressofhandingovera
