Ceo Tim Cook

Total Page：16

File Type：pdf, Size：1020Kb

THE TICKER APPLE’S MOST EXCITING OFFERING: CEO TIM COOK In early September, Apple CEO Tim Cook played to a full showing less than one week later. house at the Flint Center for Performing Arts — the same venue According to a report from The where the original Mac was announced more than 30 years Wall Street Journal, preorders for the ago — to introduce Apple’s newest products. Co-founder and iPhone 6 and 6 Plus exceeded 4 former CEO Steve Jobs made Apple events into a marketing million in just 24 hours. And both the spectacle, and since Jobs’ death Cook has struggled with finding tech and financial worlds are buzzing his stride on a stage that Jobs once commanded. about Cook’s “one more thing,” the But this event, perhaps because it ostensibly featured the first Apple Watch, which is the company’s set of products fully overseen by Cook, was different. There first new product in four years. was an energy that got journalists and consumers alike excited While no one can fully replace an innovative visionary about the new products and had many surmising that the most like Steve Jobs, it’s clear that Apple is in the business of exciting new product unveiled was Cook himself in the role of creating not just cutting-edge technology, but also the kinds Apple’s transformational leader. of transformational leaders that will keep them ahead of Cook and company witnessed positive results from his the competition. 1 INSIGNIAM QUARTERLY® COPYRIGHT © INSIGNIAM HOLDING LLC. FALL 2014 ALL RIGHTS RESERVED. REPRINTED WITH PERMISSION..

Copy Link

Recommended publications

Apple & Deloitte Team up to Accelerate Business
NEWS RELEASE Apple & Deloitte Team Up to Accelerate Business Transformation on iPhone & iPad 9/28/2016 Deloitte Introduces New Apple Practice to Help Businesses Design & Implement iPhone & iPad Solutions CUPERTINO, Calif. & NEW YORK--(BUSINESS WIRE)-- Apple® and Deloitte today announced a partnership to help companies quickly and easily transform the way they work by maximizing the power, ease-of-use and security the iOS platform brings to the workplace through iPhone® and iPad®. As part of the joint effort, Deloitte is creating a first-of-its-kind Apple practice with over 5,000 strategic advisors who are solely focused on helping businesses change the way they work across their entire enterprise, from customer-facing functions such as retail, field services and recruiting, to R&D, inventory management and back-office systems. This Smart News Release features multimedia. View the full release here: http://www.businesswire.com/news/home/20160928006317/en/ Apple CEO Tim Cook and Deloitte Global CEO Punit Renjen meet at Apple's campus to Apple and Deloitte will also announce a joint effort to accelerate business transformation using iOS, iPhone & iPad. collaborate on the development (Courtesy of Apple/Roy Zipstein) of a new service offering from Deloitte Consulting called EnterpriseNext, designed to help clients fully take advantage of the iOS ecosystem of hardware, software and services in the workplace. The new offering will help customers discover the highest impact possibilities within their industries and quickly develop custom solutions through rapid prototyping. 1 “We know that iOS is the best mobile platform for business because we’ve experienced the benefit ourselves with over 100,000 iOS devices in use by Deloitte’s workforce, running 75 custom apps,” said Punit Renjen, CEO of Deloitte Global.
[Show full text]
CHAPTER 1 ORGANISATION PROFILE 1.1: History Founders Steve Jobs and Steve Wozniak Created Apple Computer on April 1 1976,And
CHAPTER 1 ORGANISATION PROFILE 1.1: History Founders Steve Jobs and Steve Wozniak created Apple Computer on April 1 1976,and incorporated the company on January 3, 1977, in Cupertino, California.For more than three decades, Apple Computer was predominantly a manufacturer of personal computers, including the Apple II, Macintosh, and Power Mac lines, but it faced rocky sales and low market share during the 1990s. Jobs, who had been ousted from the company in 1985, returned to Apple in 1996 after his company NeXT was bought by Apple. The following year he became the company's interim CEO, which later became permanent Jobs subsequently instilled a new corporate philosophy of recognizable products and simple design, starting with the original iMac in 1998.With the introduction of the successful iPod music player in 2001 and iTunes Music Store in 2003, Apple established itself as a leader in the consumer electronics and media sales industries, leading it to drop "Computer" from the company's name in 2007. The company is now also known for its iOS range of smart phone, media player, and tablet computer products that began with the iPhone, followed by the iPod Touch and then iPad. 1.2: Geographical region and country Apple inc was established in Cupertino, California,United States of America. Apple Inc largest geographic markets are United States of America, Europe, China, Japan, and Asia Pasific(NASDAQ;APPL). Figure 1: The percentage of Apple Inc Total Net Sales by NASDAQ for the year 2014 1.3: Type of organization 1 Apple Inc., formerly Apple Computer, Inc., is a multinational corporation that creates consumer electronics, personal computers, servers, and computer software, and is a digital distributor of media content.
[Show full text]
From Struggles to Stardom
AAPL 175.01 Steve Jobs 12/21/17 $200.0 100.0 80.0 17 60.0 Apple co-founders 14 Steve Wozniak 40.0 and Steve Jobs 16 From Struggles 10 20.0 9 To Stardom Jobs returns Following its volatile 11 10.0 8.0 early years, Apple has 12 enjoyed a prolonged 6.0 period of earnings 15 and stock market 5 4.0 gains. 2 7 2.0 1.0 1 0.8 4 13 1 6 0.6 8 0.4 0.2 3 Chart shown in logarithmic scale Tim Cook 0.1 1980 ’82 ’84 ’86’88 ’90 ’92 ’94 ’96 ’98 ’00 ’02 ’04 ’06’08 ’10 ’12 ’14 ’16 2018 Source: FactSet Dec. 12, 1980 (1) 1984 (3) 1993 (5) 1998 (8) 2003 2007 (12) 2011 2015 (16) Apple, best known The Macintosh computer Newton, a personal digital Apple debuts the iMac, an The iTunes store launches. Jobs announces the iPhone. Apple becomes the most valuable Apple Music, a subscription for the Apple II home launches, two days after assistant, launches, and flops. all-in-one desktop computer 2004-’05 (10) Apple releases the Apple TV publicly traded company, passing streaming service, launches. and iPod Touch, and changes its computer, goes public. Apple’s iconic 1984 1995 (6) with a colorful, translucent Apple unveils the iPod Mini, Exxon Mobil. Apple introduces 2017 (17 ) name from Apple Computer. Shares rise more than Super Bowl commercial. Microsoft introduces Windows body designed by Jony Ive. Shuffle, and Nano. the iPhone 4S with Siri. Tim Cook Introduction of the iPhone X.
[Show full text]
The Department of Justice Versus Apple Inc. -- the Great Encryption Debate Between Privacy and National Security
Catholic University Journal of Law and Technology Volume 27 Issue 2 Spring 2019 Article 3 2019 The Department of Justice Versus Apple Inc. -- The Great Encryption Debate Between Privacy and National Security Julia P. Eckart Follow this and additional works at: https://scholarship.law.edu/jlt Part of the Communications Law Commons, Constitutional Law Commons, First Amendment Commons, Intellectual Property Law Commons, Internet Law Commons, Other Law Commons, Privacy Law Commons, and the Science and Technology Law Commons Recommended Citation Julia P. Eckart, The Department of Justice Versus Apple Inc. -- The Great Encryption Debate Between Privacy and National Security, 27 Cath. U. J. L. & Tech 1 (2019). Available at: https://scholarship.law.edu/jlt/vol27/iss2/3 This Article is brought to you for free and open access by CUA Law Scholarship Repository. It has been accepted for inclusion in Catholic University Journal of Law and Technology by an authorized editor of CUA Law Scholarship Repository. For more information, please contact [email protected]. THE DEPARTMENT OF JUSTICE VERSUS APPLE INC.—THE GREAT ENCRYPTION DEBATE BETWEEN PRIVACY AND NATIONAL SECURITY Julia P. Eckart* I. THE FACTS UNDERLYING THE DOJ–APPLE DISPUTE ........................3 A. Timeline of the Parties’ Court-Filed Documents ......................................6 B. Issues Presented in the DOJ–Apple Litigation ..........................................8 II. APPLE’S iOS9.0 SECURITY GUIDE ..........................................................9 A. Some of Apple’s Encryption and Non-Encryption Security Features ........9 B. Other Hardware and Software System Security Features .......................11 III. DOES THIS CASE PERTAIN TO A SINGLE IPHONE OR ALL IPHONES? .......................................................................................................12 A. DOJ’s Position—It is About One, Single iPhone ....................................12 B.
[Show full text]
Secrets at Apple's Core [Entire Talk]
Stanford eCorner Secrets at Apple's Core [Entire Talk] Adam Lashinsky, Author May 23, 2012 Video URL: http://ecorner.stanford.edu/videos/2973/Secrets-at-Apples-Core-Entire-Talk Adam Lashinsky, Fortune senior editor-at-large, shares an insider look at Apple, one of the world's most iconic and secretive companies. Based on his research into the technology giant's internal processes and approaches to leadership and building products, Lashinsky offers insights and surprises from his book, Inside Apple: How America's Most Admired--and Secretive-- Company Really Works. Transcript Almost exactly a year-ago this week I published an article in Fortune magazine with the same title as you see in front of you, Inside Apple. We decided at Fortune that in Apple we had a company that the entire world thought they knew a lot about because the world knew about Apple's products. And they knew about Apple's advertising and its image and its brand and its logo and so on. When in fact the world knew and really still does know very little about how Apple does what it does, what goes on inside Apple? There is a reason for that and it's a major part of my thesis and what I've learned in researching this company intensely over the last year and that is that Apple doesn't want us to know what goes on inside Apple. Apple is professionally focused on telling us, telling you about its products. Not about it. As a business journalist, my job is not to be concerned with what Apple is interested in us knowing, but what my readers at Fortune magazine ought to know and want to know.
[Show full text]
FBI–Apple Encryption Dispute - Wikipedia, the Free Encyclopedia 6/2/16, 6:59 AM
FBI–Apple encryption dispute - Wikipedia, the free encyclopedia 6/2/16, 6:59 AM FBI–Apple encryption dispute From Wikipedia, the free encyclopedia The FBI–Apple encryption dispute concerns whether and to what extent courts in the United States can compel manufacturers to assist in unlocking cell phones whose contents are cryptographically protected.[1] There is much debate over public access to strong encryption.[2] In 2015 and 2016, Apple Inc. has received and objected to or challenged at least 11 orders issued by United States district courts under the All Writs Act of 1789. Most of these seek to compel Apple "to use its existing capabilities to extract data like contacts, photos and calls from locked iPhones running on operating systems iOS 7 and older" in order to assist in criminal investigations and prosecutions. A few requests, however, involve phones with more extensive security protections, which Apple has no current ability to break. These orders would compel Apple to write new software that would let the government bypass these device's security and unlock the phones.[3] The most well-known instance of the latter category was a February 2016 court case in the United States District Court for the Central District of California. The FBI wanted Apple to create and electronically An iPhone 5C, the model used by one sign new software that would enable the FBI to unlock a work-issued of the perpetrators of the 2015 San iPhone 5C it recovered from one of the shooters in a December 2015 Bernardino attack terrorist attack in San Bernardino, California, that killed 14 people and injured 22.
[Show full text]
Court-Ordered Access to Smart Phones: in Brief
Court-Ordered Access to Smart Phones: In Brief Kristin Finklea Specialist in Domestic Security Richard M. Thompson II Legislative Attorney Chris Jaikaran Analyst in Cybersecurity Policy February 23, 2016 Congressional Research Service 7-5700 www.crs.gov R44396 Court-Ordered Access to Smart Phones: In Brief Summary The tension between the benefits and challenges of encryption has been an issue for law enforcement and policymakers since the 1990s, and was reinvigorated in 2014 when companies like Apple and Google implemented automatic enhanced encryption on mobile devices and certain communications systems. Companies using such strong encryption do not maintain “back door” keys and, therefore, now cannot easily unlock, or decrypt, the devices—not even when presented with a valid legal order. Law enforcement concerns about the lack of back door keys were highlighted by the November and December 2015 terrorist attacks in Paris, France, and San Bernardino, CA. Questions arose as to whether the attackers used strong encryption and, more importantly, if they did, whether and how this might have hindered investigations. Following the December 2, 2015, terrorist attack in San Bernardino, CA,, U.S. investigators recovered a cell phone reportedly used by one of the shooters. Federal Bureau of Investigation (FBI) Director James B. Comey testified before Congress two months later, indicating that the Bureau was still unable to access the information on that device. On February 16, 2016, the U.S. District Court for the Central District of California ordered Apple to provide “reasonable technical assistance to assist law enforcement agents in obtaining access to the data” on the cell phone.
[Show full text]
Apple Resumes Human Reviews of Siri Audio with Iphone Update 29 October 2019, by Mae Anderson
Apple resumes human reviews of Siri audio with iPhone update 29 October 2019, by Mae Anderson the settings. Apple also specifies that Siri data is not associated with a user's Apple ID. Tech companies say the practice helps them to improve their artificial intelligence services. But the use of humans to listen to audio recordings is particularly troubling to privacy experts because it increases the chances that a rogue employee or contractor could leak details of what is being said, including parts of sensitive conversations. A screen displays a notice when installing the update, iOS 13.2 on an iPhone on Tuesday, Oct. 29, 2019, in New York. Apple is resuming the use of humans to review Siri commands and dictation with the latest iPhone software update. Individuals can choose "Not Now" to decline audio storage and review. (AP Photo/Jenny Kane) Apple is resuming the use of humans to review Siri commands and dictation with the latest iPhone software update. A screen displays a notice when installing the update, iOS 13.2 on an iPhone on Tuesday, Oct. 29, 2019, in In August, Apple suspended the practice and New York. Apple is resuming the use of humans to apologized for the way it used people, rather than review Siri commands and dictation with the latest just machines, to review the audio. iPhone software update. Individuals can choose "Not Now" to decline audio storage and review. (AP Photo/Jenny Kane) While common in the tech industry, the practice undermined Apple's attempts to position itself as a trusted steward of privacy.
[Show full text]
Should Eddy Cue Take Apple to Hollywood?” Student Case Discussion
“SHOULD EDDY CUE TAKE APPLE TO HOLLYWOOD?” STUDENT CASE DISCUSSION Eddy Cue, just back from a high-profile trip to the had not been particularly pleased with the candor 2018 South by Southwest conference in Austin, expressed while in Austin. Cook had asked Cue to Texas, was reflecting on a press conference he reconsider how Apple could strengthen its position had given while there. During the presser, he had in the content creation and distribution battle. They been asked if Apple had new plans to strengthen were scheduled to meet in 24 hours, and Cue did its position in the delivery and creation of original not have a clear strategy in mind. content. His blunt answer has been picked up by In media streaming, Apple had gone from first place many media outlets. in streaming device sales in 2015 to second place in 2018. Also, Apple’s position appeared weak in DISCUSSION CASE STUDENT terms of programming expenses; it ranked 11th with about $1B per year, with most of it for content acquired (but not created) by Apple. Just like the press had done in Austin, Cook had asked whether a bold move was needed. Cook was worried that Apple would fall behind Netflix and Amazon. What v should be done to ensure that content creation and content delivery could be better leveraged with Apple’s commercial successes in devices? In recent strategy meetings, Cook had said that although iPhones were the backbone of Apple’s innovations, the slowdown in iPhone sales was a concern. Although Apple had introduced successful products, including the Apple Watch and AirPods, the company’s attempt to compete with Amazon’s Alexa by introducing the HomePod had met only limited success.
[Show full text]
14.06.15NYT Tim Cook-Making Apple His
Tim Cook, Making Apple His Own By Matt Richtel and Brian X. Chen NYT 6/15/14 http://www.nytimes.com/2014/06/15/technology/tim-cook-making-apple-his- own.html?module=Search&mabReward=relbias%3As%2C%5B%22RI%3A6%22% 2C%22RI%3A18%22%5D Tim Cook, Apple’s chief executiVe, was an adolescent boy in a small Alabama town in the early 1970s when he saw something he couldn’t forget. Bicycling home on a new 10-speed, he passed a large cross in flames in front of a house — one that he knew belonged to a black family. Around the cross were Klansmen, dressed in white cloaks and hoods, chanting racial slurs. Mr. Cook heard glass break, maybe someone throwing something through a window. He yelled, “Stop!” One of the men lifted his conical hood, and Mr. Cook recognized a deacon from a local church (not Mr. Cook’s). Startled, he pedaled away. “This image was permanently imprinted in my brain, and it would change my life foreVer,” Mr. Cook said of the burning cross, in a speech he gaVe last December. In the speech, he said his new awareness made him feel that no matter what you do in life, human rights and dignity are Values that need to be acted upon. And then came the segue: His company, Apple, is one that belieVed deeply in “adVancing humanity.” Mr. Cook, who is 53, took oVer leadership of Apple nearly three years ago, after the death of SteVe Jobs, the company’s revered founder. Like Walt Disney and Henry ford, Mr.
[Show full text]
Strategic Leadership and Innovation at Apple
. . . 309-038-1 STRATEGIC LEADERSHIP & INNOVATION AT APPLE INC1. Stop and look at Apple for a second, since it's an odd company. ... While most high- tech firms focus on one or two sectors, Apple does all of them at once ... Apple is essentially operating its own closed miniature techno-economy. ... If you follow conventional wisdom, Apple is doing it all wrong. And yet ... this is the company that gave us three of the signature technological innovations of the past 30 years: the Apple II, the Macintosh and the iPod. (Grossman, 2005) Apples Fall and Rise Voted as the most innovative company for three consecutive years during 2006-2008 and as Americas number 1 most Admired Company (McGregor, 2008), Apple seemed to have it all: innovative products that have redefined their markets (such as the iMac and the iPod), a consumer base as loyal as a fun club, and a business model characterized by vertical integration and synergies that no competitor could easily imitate. The Apple brand had transcended the barriers of the computer industry to traverse the consumer electronics, record, movie, and the video and music production industries (see Figure 1 for an outline of Apples product and service portfolio). In 2008 the Apple brand was listed as the 24th most valuable global brand (up from 33rd place the previous year), valued at $13.7bn (Interbrand, 2008). After a lackluster period during 1989-1997 when Apple was nearly written off, its dynamic comeback was impressive. Between 2003 and 2008 Apples sales tripled to $24 billion and profits increased to $3.5 billion, up from a mere $24 million (See Table 1 for an outline of Apples financial performance during 2006-8).
[Show full text]
The Rise of Apple Inc: Opportunities and Challenges Garcia Marrero in the International Marketplace
The Rise of Apple Inc: Opportunities and Challenges Garcia Marrero in the International Marketplace The Rise of Apple Inc: Opportunities and Challenges in the International Marketplace Alberto Garcia Marrero Florida International University The Rise of Apple Inc: Opportunities and Challenges Garcia Marrero in the International Marketplace ABSTRACT Apple Inc. is one of the world’s leading multinational enterprises as measured by revenue, profits, assets, and brand equity. Its ascent has been rapid but not linear; it has experienced setbacks along the way. This paper will analyze Apple’s evolution over the past decade and future prospects, with an eye toward identifying opportunities and challenges for global expansion. 2 The Rise of Apple Inc: Opportunities and Challenges Garcia Marrero in the International Marketplace BACKGROUND In 1976, Apple Inc. began as a garage operation by three men: Steve Jobs, Steve Wozniak and Ronald Wayne (Ellen Terrell, 2008). The entire company was based solely on the engineering genius of Wozniak and the entrepreneurial and innovative genius of Jobs. Wayne sold out his shares of Apple to Jobs and Wozniak. Only weeks after its founding, Jobs and Wozniak were the sole owners of the company when it was fully incorporated in 1977 (Terrell, 2008). The company was based on the design, manufacturing, and selling of a new kind of operating computer designed by Wozniak, revolutionizing the world of the personal computer. Apple I was soon superseded by its successor the Apple II, which became the platform for VisiCalc, the first ever spreadsheet program (Terrell, 2008). Apple saw growth like no other during its first ten years of life as sales, but overall revenue saw an exponential growth every four months.
[Show full text]