Insights on Apple now and in the future

In our Stanford Advanced Project Management Program we are privileged to have on the faculty one of the most astute observers (and researchers) on how work gets done in organizations today, Bob Sutton.  His blog provides an on-going education for all of us seeking to improve how work gets done.  Bob's August 27 post on what to watch for at Apple is worth a full read...and contemplation.  A few gems include:

...Apple's structure, work practices, and beliefs about how to get done are woven together to support a highly centralized model of decision-making, where very talented individuals and small teams are given specific tasks, individuals are held highly accountable for implementation, and extremely strong cultural, interpersonal, and performance pressures are present.

Although I won't to dig into the debate about trade-offs between centralization and decentralization, centralization works best when leaders face a relatively small number of important decisions, when they find ways to reduce the emotional and cognitive load on the relatively small number of people making major decisions, and tight personal, organizational, and cultural controls mean that decisions from on high are implemented quickly and without much question.  At its best, in a centralized system, there is much confidence in leaders, fast communication up and down, and relatively little time spent on dysfunctional politics (as there is no power vacuum, little second guessing, and severe penalties for ignoring or undermining orders from on high).   Although it is mighty hard to know exactly what is going on in Apple, this description seems to fit most stories and other information about the place under the shared leadership of Jobs and Cook.

Bob provides extensive insights into 5 signs to look for that may presage trouble at Apple.  Read and enjoy his lucid post here.