This memorandum publishes a striking example of an innovative company culture in the modern business environment. The content is directed at investors who want to explore the intersection between company culture and external organizational environment. Research shows that businesses must adopt innovation to attain success in the contemporary business environment (Coleman, 2013). Hence, companies that align best with the external environment are likely to dominate the market. Apple offers a unique instance of an innovative culture, which is why the firm has been selected for this analysis.
Apple’s organizational culture has been a critical factor in the firm’s financial success. Over the years, the multinational technology giant has continuously built and maintained a unit set of values, beliefs, philosophies, and behaviors to propel itself towards its mission and vision of innovation (Robinson, 2011). Indeed, the company has aligned its cultural traits with the drive for innovation, which constitutes a vital factor in the world of technology.
Creativity and Innovation. A deep analysis of Apple’s culture exposes an inclination towards creativity and innovation. In essence, the firm’s cultural features concentrate on supporting a high level of innovation based on a mindset that defies conventional standards and existing challenges. Apple’s managerial team encourages cultural coherence across the company’s divisions. Coherence is a significant determinant of industry leadership and competitiveness, particularly in the aggressive and rapid technology sector.
Five traits that best describe Apple’s culture are creativity, innovation, secrecy, moderate combativeness, and top-notch excellence. Creativity pertains to the creation of new ideas with the intent of improving products and services. Apple favors creativity among its workforce and has demonstrated this through the continuous support it provides employees. The high level of creativity is especially evident in Apple’s product design and processes. Not only are the firm’s products unique but also aesthetically pleasing. Macs, iPhones, iPads, and other Apple products give Apple record significantly higher sales than other competitor products (Burgess, 2012).
Apple’s rapid innovation and a sense of secrecy allow the development of exclusive products. Innovation manifests in the way the business frequently appraises, trains, and motivates employees to make contributions to product development processes. Rapid innovation remains as the heart of the firm’s business model. Secrecy reduces the chances of theft of proprietary information. It also enables Apple to maximize its competitive edge through calculated strategy (Elliot, 2012). Top-notch excellence and combativeness relate to the leadership and management of the company. Apple insists on hiring “only the best.” After employment, employees are challenged through problem-solving tasks.
Bottom Line. A blend of innovation, creativity, and top-notch excellence are the foundation of Apple’s leadership and excellence in the world of technology. Hence, the company’s innovative culture demonstrates that alignment of culture and industry is critical to success.
Part II: Letter
ABC Computer Analysts
President of Product Development, Apple
Infinite Loop Cupertino, CA 95014
Subject: MACBOOK KEYBOARD PROBLEMS
I am writing to inform you of a significant design flaw in some of your MacBook product lines.
Some of our MacBook Air, MacBook, and MacBook Pro customers have experienced problems with their keyboards. Products affected seem to be in the new generation category. Current MacBook Air models, particularly the 2018 version, as well as the 2018 MacBook Pro, are plagued by keyboard issues.
We have received just over 25,000 complaints about the MacBook Air alone in our e-commerce platform. MacBook Pro and MacBook complaints are significantly less, at just over 500, but the growing number of protests is a cause for concern. Our collaboration with your company is based on the delivery of quality and supreme products that target the needs of the consumer. Hence, this design flow is a huge threat to our collaboration model.
To date, the most published problem relates to functional keyboards. The problem is widespread that customers have signed a petition calling for your firm to replace keyboards in all MacBook Air, MacBook, and MacBook Pro models produced since 2016. Over 31,000 people have signed the petition as at the time of writing.
Since our business is technology-oriented and depends entirely on the sale of notebook PCs, we recently did a teardown of one of the returned laptops. We noticed that one key issue affecting MacBook keyboards relates to how you have cocooned butterfly switches between a thin, silicone barrier, which is essentially designed to prevent crumbs and dust, as indicated in one of your product blueprints.
Last year, we addressed keyboard issues by making keyboard replacements for the reason that customers had not received helpful assistance at your service shops. We had anticipated that the replacement would fix the issue, but it was not until some customers returned their laptops the second time that we became apprehensive. Still, we projected that the launch of the new MacBook, MacBook Air, and MacBook Pro models would resolve the issue. The lack of lasting solution has left us no choice but to communicate our concerns.
The current Keyboard issue in your MacBook product is a blow to our business and long-term collaborative efforts. We earnestly seek a solution.
I look forward to hearing from you.
Thanks in advance
Manager, ABC Computer Analysts.
Burgess, J. (2012). The iPhone moment, the Apple brand, and the creative consumer: From “hackability and usability” to cultural generativity. In Studying mobile media (pp. 36-50). Routledge.
Coleman, J. (2013). Six components of a great corporate culture. Harvard Business Review, 5(6), 2013.
Elliot, J. (2012). Leading Apple with Steve Jobs: management lessons from a controversial genius. John Wiley & Sons.
Robinson, T. (2011)., Advances in apple culture worldwide. Revista Brasileira de Fruticultura, 33(SPE1), 37-47.