"Am I reracking this for you?" Davey asks Theo. "We're going around the office while I get loose," Theo says. The other guys take turns. Theo floats around the room, disappearing into his office to work the phone. To the left of his desk he's hung the biggest thing on his wall, an enormous photograph of Ted Williams. The picture is from Ted's rookie year, Williams wearing a small-town grin, closer in age to Eli than Theo. Epstein loves the joy on Williams' face, how he's still happy and hopeful, not yet hardened into the angry man who wouldn't tip his hat to the crowd. It serves as a kind of visual mantra, a reminder to Theo to keep himself and his office young and ideologically pure, giving them all a chance to stay together, to keep the decay of Boston from following them to Chicago. The photo is an emotional North Star. THE MAIN DIFFERENCE between 11-year-old Theo in front of an Apple II and 42-year-old Theo across from Wrigley Field are the rewards and, of course, the risks.
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But as youll read, Apple faces some self-imposed challenges that are hindering this process. A pipeline is not a strategy Apointed question thatUBS Steve Milunovich put to CEO Tim Cook on Apples earnings conference call isnt likely to make anyone confident Apple is on the path to creating game-changing products.As Business Insiders Kif Leswing flaggedon Tuesday , Milunovich asked Cook about whether the company had a รองเท้าส้นเตารีด, grand strategy that goes beyond just selling more iPhones. The answer from Cook was, more or less, No. We have the strongest pipeline that weve ever had and were really confident about the things in it, Cook said . But as usual, were not going to talk about whats ahead. A pipeline of products isnot a strategy for creating new ones, and selling tens of millions of iPhones and millions of iPads and millions of Macs is a viable path towardsremaining a big cash-generating company, butnot a strategy to remain the most admired, most innovative company in the world. Apple is not going to remain Apple by selling iPhones รองเท้าส้นสูงราคา100บาท in perpetuity if this is the path forward,Apple becomesCoca-Cola. But it was Milunovichs follow-up question that gets more to the heart of an issue that has defined, but now shows signs of hampering, Applessuccess: its organizational structure. In terms of your approach I guess to new products, do you have a strong sense of where technology is going and where youre going to play? Milunovich asked. Or is it still enough up the year that you are willing to react fairly quickly, which arguably your organization allows you to do for the size of company you are? (Emphasis added.) Cook replied simply that, We have a strong sense of where things go and were very agile to shift as we need to. View photos More Applesstructural problem The organizational structure Milunovich alludesto is Apples uniquely consolidated operation for a company of its size.Ben Thompson, who publishesthe Stratechery tech and business newsletter, wrote a รองเท้าแฟชั่นพร้อมส่ง great piece on Apples organizational advantages and hindrances back in April. As Thompson laid out, Apple is organized in a U-form management structure wherein thecompany is organized by skills design, engineering, marketing, etc.
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