Summary
Hilton introduces a unique service aimed at college football fans, allowing them to customize their stay based on personal superstitions and rituals. The hotel chain offers tailored accommodations, such as rooms that align with lucky numbers and special requests like not washing lucky jerseys. This initiative highlights Hilton's commitment to enhancing the game day experience for fans.
The podcast also delves into Apple's organizational structure and leadership model, particularly the changes implemented by former CEO Steve Jobs upon his return in 1997. Jobs eliminated the conventional management structure, opting instead for a functional organization that empowers experts in their respective fields to make decisions. This approach has been credited with fostering innovation and enabling Apple to remain competitive in a rapidly evolving tech landscape.
Current CEO Tim Cook continues to uphold this model, which prioritizes product quality over strict cost considerations. A notable example is the introduction of the dual-lens camera in the iPhone 7 Plus, a decision made by a team led by senior leader Paul Hubel. This risk-taking approach, made possible by the functional structure, has been instrumental in Apple's transformation into a leading technology company.
Show Notes
How Apple Is Organized for Innovation: The Functional Organization
27 Jan 2021
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When Steve Jobs arrived back at Apple in 1997, he laid off general managers of all business units and combined disparate functional departments into one functional organization. (Part 1 of 3)
This is part 1 of 3 Part 2--The Leadership Model: https://youtu.be/d5enAGG51PQ Part 3--Leadership at Scale: https://youtu.be/hczW4Bqf3Qk
The adoption of a functional structure may have been unsurprising for a company of Apple’s size at the time. What is surprising—in fact, remarkable—is that Apple retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1998. Senior vice presidents are in charge of functions, not products. As was the case with Jobs before him, CEO Tim Cook occupies the only position on the organizational chart where the design, engineering, operations, marketing, and retail of any of Apple’s main products meet. In effect, besides the CEO, the company operates with no conventional general managers: people who control an entire process from product development through sales and are judged according to a P&L statement.
Based on the HBR article, “How Apple Is Organized for Innovation" by Joel M. Podolny and Morten T. Hansen: https://hbr.org/2020/11/how-apple-is-organized-for-innovation
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