MGE3_TEAM3
APPLE
ORGANIZATIONAL CULTURE
Nguyễn Ngọc Hân (Leader)
Nguyễn Trần Diễm Nguyên
Huỳnh Diệu Linh
Lê Trần Minh Thư
Phạm Hiệp Tiến
Top-notch
excellence
Creativity
CULTURE STRUCTURE
Innovation Creative APPLE Functional
innovation Organisation
Secrecy Leadership
Moderate
combativeness
Willingness to Immersion in
Deep expertise
collaboratively debate the details
WARDIERE INC.
FUNCTIONAL STRUCTURE OF APPLE
Apple’s functional organization is divided based on
decision rights of technical experts (Joel, 2017)
Deep expertise experts lead experts, learn from and play with the best
Innovation Focus: Apple's structure prioritizes long-
term innovation over short-term profits.
R&D Incentives: Leaders are rewarded based on 3 leadership charateristics Willingness to collaboratively debate
know the details of their organization three levels down
company success, driving innovation and quality.
Accountability: Reputation ensures responsible Immersion in the details
decision-making, as seen with the iPhone 7 Plus hold strong, well-grounded views and advocate forcefully for them, be
camera. willing to change their minds
Expertise-Led Strategy: Apple's structure aligns
expertise with decision-making to fuel continuous
innovation.
(How Apple Is Organized for Innovation, 2024)
APPLE’S CULTURE TYPE AND TRAITS
Organizational culture for
creative innovation (Meyer, 2024)
Top-notch
Creativity Innovation
excellence
Prioritize creativity among employees’ Apple trains and motivates its employees Hiring only the best of the best in the
knowledge, skills, and abilities. to innovate in terms of individual work labor market.
To ensure the company has sufficient performance and idea contributions for
creativity, especially employees in product development, design, and other In addition to competitive base salaries,
consumer electronics product design processes. Apple offers performance-based bonuses
and development processes.
to recognize and reward exceptional
contributions
User-friendly interface of Apple products The invention of the MacBook
(Apple)
we link to session 4
Secrecy Moderate
Combativeness
A part of the company’s strategy to Under the combative approach to
prevent theft of proprietary information leadership of Steve Jobs, was known
or intellectual property to randomly challenge employees to
ensure that they have what it takes to
work at Apple.
Secrecy for designs for the next generations Under Tim Cook’s leadership, the
of the iPhone. company has been changing its
corporate culture to a more sociable
and a less combative one
