At The Honest Broker, Ted Gioia considers the impact Steve Jobs had on Apple:
I share these reactions, because many other sectors of our culture (especially music) suffer from a similar malaise. And in most instances, the problems start at the top.
I’ve seen in so many different circumstances how the entire organization takes on the personality of the CEO — for better or worse. I’ve also seen how the replacement of a single individual can turn a bad situation into a great one, and vice versa.
The case of Steve Jobs is fascinating, and perhaps alarming too. He left Apple twice, and both times something similar happened.
In the first instance, Jobs was fired as CEO in 1985. The last thing he did before losing his job was launch the Macintosh computer. When he returned to Apple 12 years later, the single biggest source of revenue for the company was still the Macintosh. After more than a decade, the company was depending on the creativity of the guy they fired.
Steve Jobs died in 2011, and we have now reached the exact same time lag as before. Twelve years have elapsed since Jobs’s final departure, and the last big project he undertook before his death was the iPhone. And now after a dozen years, Apple’s largest source of revenues is still the iPhone. Once again, they are riding the momentum of his creativity, and have done shockingly little to expand his legacy.
By the way, in the interim between the two stints as Apple CEO, Jobs founded NeXT and ran Pixar. Fifteen Pixar films now rank among the 50 highest grossing animated films of all time, and they have won 23 Academy Awards. And because of his sale of Pixar to Disney, the entrepreneur’s widow Laurene Powell Jobs inherited 138 million shares of Disney stock.
That’s pretty good results for the lull in your tech career after you’ve been fired.
I know Jobs has many detractors. And maybe he was a hardass boss. In fact, he almost certainly was a hardass boss. But it’s tough to ignore those results — which not only changed a company but the entire culture of our times.
