Stev Jobs Way
Building a Company the Steve Jobs’ Way: A Positive Deviance Approach to Strategy
Submitted to Effective Executive Lynn Perry Wooten, PhD Clinical Associate Professor of Management, Organizations, and Strategy Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, MI 48109-1234 Email: Lpwooten@umich.edu Telephone: (734) 763-0486
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Abstract
This article proposes that the success of Apple is embedded in Steve Jobs’ strength-based approach to the company’s strategy. This approach concentrates on creating positive deviant performance -- the achievement of extraordinary success beyond the expectations of both stakeholders and outside observers. The pillars of Steve Jobs’ strategy are built upon a core of capabilities, the seizing of opportunities, and an organizational culture that enables the attainment of Apple’s goals. Furthermore, through the execution of strategy Steve Jobs has created a learning organization that is results-oriented.
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The majority of strategic planning involves starting with a problem, analyzing the root cause of the problem, developing solutions to the problem, and then formulating a set of initiatives to address the problem. This approach can work for many organizations, but it will not result in a state of positive deviant performance – the achievement of extraordinary success beyond the expectations of both stakeholders and outside observers. In other words, a state of positive deviance is when the organization is flourishing at its best functionally and achieving optimal performance. When organizations embrace positive deviance as a goal, it demands a strengthbased approach to strategic planning. Focusing on strengths does not ignore the organization’s problems or threats, but energy is channeled into organizational members digging deep to truly understand the organization’s core capabilities that have the potential to generate and sustain positive deviant performance. To achieve positively deviant
Submitted to Effective Executive Lynn Perry Wooten, PhD Clinical Associate Professor of Management, Organizations, and Strategy Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, MI 48109-1234 Email: Lpwooten@umich.edu Telephone: (734) 763-0486
1
Abstract
This article proposes that the success of Apple is embedded in Steve Jobs’ strength-based approach to the company’s strategy. This approach concentrates on creating positive deviant performance -- the achievement of extraordinary success beyond the expectations of both stakeholders and outside observers. The pillars of Steve Jobs’ strategy are built upon a core of capabilities, the seizing of opportunities, and an organizational culture that enables the attainment of Apple’s goals. Furthermore, through the execution of strategy Steve Jobs has created a learning organization that is results-oriented.
2
The majority of strategic planning involves starting with a problem, analyzing the root cause of the problem, developing solutions to the problem, and then formulating a set of initiatives to address the problem. This approach can work for many organizations, but it will not result in a state of positive deviant performance – the achievement of extraordinary success beyond the expectations of both stakeholders and outside observers. In other words, a state of positive deviance is when the organization is flourishing at its best functionally and achieving optimal performance. When organizations embrace positive deviance as a goal, it demands a strengthbased approach to strategic planning. Focusing on strengths does not ignore the organization’s problems or threats, but energy is channeled into organizational members digging deep to truly understand the organization’s core capabilities that have the potential to generate and sustain positive deviant performance. To achieve positively deviant