Term Paper on "Strategic Scaffolding for Apple During the Time Without Steve Jobs"
Term Paper 4 pages (1089 words) Sources: 1
[EXCERPT] . . . .
Strategic Scaffolding at AppleStrategic Scaffolding for Apple Before Steve Jobs
The strategic scaffolding of Apple during the time period Steve Jobs was away (1986 -- 1997) is comparable to many other technology companies at the time who had become reliant more on price/performance than uniqueness of customer experience or brand. The CEO and senior management of Apple were managing the company more like a traditional PC manufacturer, less like a disruptive innovator. Strategic scaffolding techniques including an analysis of the persona, performance, puzzle, pattern and composite portrait of the company illustrate a business competing more on price and less on a differentiated user experience (Keidel, 2010).
Analysis of Apple, 1986 -- 1997
Using the strategic scaffolding framework to analyze the time period of Apple's history between 1986 -- 1997 shows an organization with a significantly different perspective on resources and how it manages constraints compared to today. One of the most significant differences that Apple had then was a different organizational character in terms of value, perception and valuation of time, and a significantly different technical acumen as well, all dimensions of how companies parse time (Keidel, 2010).
All of these factors contributed to Apple also having a completely different persona, or personality relative to its peer organizations at the time. The persona was to a large extent defined by its exceptional level of support from its customers, many of which had for decades purchased the latest generation computer systems, PDAs and other personal electronics devices (Sakakib
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Based on a scaffolding analysis the performance aspects of Apple during this time period, their focus on relying on Moore's Law was a primary concern, followed by continuing their core strengths in desktop publishing and graphics. Apple's senior management continued to pursue the traditional areas of cost reduction and performance gains that computers in general and microprocessors specifically could provide. This led to performance metrics that also pushed the company more in the direction of price competition with Microsoft Windows-based laptops and PCs that were designed around the much less expensive Intel processors. Apple held tightly to the metrics of graphics performance and the design of processors from Motorola that could manage millions of graphical computations per second, making them the most effective server, desktop and laptop systems commercially available for advanced graphics functions. Apple continued to hold to very high performance engineering metrics… READ MORE
Quoted Instructions for "Strategic Scaffolding for Apple During the Time Without Steve Jobs" Assignment:
Company : APPLE
Time Frame: 1986-1997 (Apple without Steve Jobs)
Basis: The text book *****"Robert W. Keidel, The Geometry of Strategy (Routledge, 2010)*****" Chapter-6 (Scaffolding framework)
Strategic scaffolding Matrix & Instructions: For the given time frame need to answer the following questions with descriptions of past & present and recommendations for the future.
Persona ***** Who/What is Apple ***** identity and another company that serve as a model.Also what company is our antithesis(Google)
Performance ***** 3 most important process metrics (means or how and ends or what) like storefronts website hits, patents, sales ratios and $ due to iPad sales, Inventory turn etc. and outcome metrics are mkt share, sales, profitability etc. btm of p. 89), & 3 most important legacy metrics (ideals or why like reputation over time, innovation, social consciousness, etc. and need successor info) and numbers for each.
Puzzle ***** 3 most critical dilemmas in order of priority, or complex changes facing Apple & how do we confront them?
Pattern ***** a) How do we compete? 3 critical competitors & how do they compete+ where do we fit in competitiveness triangle ie differentiation, economy, & interaction?
b) How do we grow? From outside through M & A (buying) or from inside (making) or partnering with others?
c) How do we organize & are we organized in a way that works with patterns a) & b) above? How do we balance autonomy, (decentralization), hierarchical control, (centralization), and spontaneous cooperation, (collaboration). Are our decision systems, reward systems, org chart, physical layout, interaction patterns, & behavioral norms consistent w/ each other?
Composite portrait ***** What maxim conveys theiroverall direction? What metric describes Apple? What image encapsulates their strategy?
Note: don*****t have to do them all if it doesn*****t make sense*****¦
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“Strategic Scaffolding for Apple During the Time Without Steve Jobs.” A1-TermPaper.com, 2011, https://www.a1-termpaper.com/topics/essay/strategic-scaffolding-apple/86004. Accessed 5 Oct 2024.
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