8/17/2019 Apple as LO

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Why Apple ???

   D  e  v  e l  o  p i  n  g

  k  n  o   w l  e  d  g  e   w  o  r  k  e  r  s

   D  e  v  e l  o  p i  n  g

  k  n  o   w l  e  d  g  e  -  b  a  s  e  d

  p  r  o  d  u  c t  s  /  s  e  r  v i  c  e  s

   M  a  x i   m i  z i  n  g

  e  n t  e  r  p  r i  s  e i  n t  e l l  e  c t  u  a l

  c  a  p i t  a l

   T  r  a  n  s  f  o  r   m i  n  g  k  n  o   w l  e  d  g  e i  n t  o

  s  h  a  r  e  h  o l  d  e  r  s ’  v  a l  u  e

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Why Apple is a Learning Organization?

Steve Jobs

Vision for change theworld

Apple Culture

ncourage to appl!intelligence " imagination

Employees’ Choice#$est %lace to &ork

Flexible & Adaptativeorganization

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 'pple’s (earning )!cle

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•  'llow emplo!ees to voiceout their opinion

• &hat need s to be done " whatis wrong*

• iTunes -+ntegrates staff tospend more time in otherfirms to understand how it

work

• i%hone,-)ollect information what consumers want

.enerate +  n t  e  g  r  a t  e

+nterpret   '  c t i  o  n

8/17/2019 Apple as LO

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Apple’s Learning Cycle

%lan

+mplement

/eflect

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Why Apple was forced to cha!e ?

)ustomers 0eed +nnovation

1ser-2riendl! 3!stems

(ong-term )ompetition

+nconsistenc! " +ncapabilit! ofmanagement

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ESSENTIAL CHARACTERSITCS

3!stems Thinking

%ersonal Master!

Mental Models

$uilding 3haredVision

Team (earning

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valuation of 'pple’s (earning 4rganization

Defeat its main competitor "#$

1ser friendl! products

.reat relationship with its customers

.ood leadership " Management

5ualit! )ontrol " Measurement

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DOUBLE LOOP LEARNING

Single-loop 

Double-loop