Steve Jobs anunciou na semana passada que estava renunciando ao cargo de CEO da Apple. Fez o que adorava até não ter mais saúde para continuar.
Não vou ser mais um a escrever sobre o impacto da saída dele para a Apple. A Apple consegue sobreviver sem ele? Consegue produzir iPhone 5, 6, 7? Consegue produzir MacBook “Jet” ou “Space”? Consegue fazer o iPad 3 ser um sucesso? E transformar o Apple TV de uma central de downloads no centro da casa multimedia?
Por mais que estas especulações sejam interessantes, há muito a Apple (e seus investidores e analistas de mercados que a cobrem) sabe que não podia contar com Steve Jobs para sempre. A Apple é mais do que Steve Jobs. Existem outros ícones na Apple, como o designer Johny Ive, aclamado pelo talento no desenvolvimento de produtos. Estes ícones continuarão a surgir na cultura única da Apple.
Há alguns anos, conversei com uma pessoa que acabara de entrar na Apple. Ele mencionou que lá todos passam por um choque de cultura nos primeiros meses. Praticamente têm de esquecer todas as práticas que usavam nas outras empresas e se adequar à forte cultura da Apple e a seu jeito diferente e, sem dúvida, bem sucedido de operar.
Legados de Jobs
Esta cultura é o legado de Jobs e deve perdurar, com ou sem ele à frente da empresa.
Dos artigos que li, sobre o líder da Apple, talvez um dos mais cativantes seja uma lista de quotes, que reproduzo aqui. O artigo completo pode ser lido no blog do Wall Street Journal.
“Being the richest man in the cemetery doesn’t matter to me … Going to bed at night saying we’ve done something wonderful… that’s what matters to me.” [The Wall Street Journal, May 25, 1993]
Q: There’s a lot of symbolism to your return. Is that going to be enough to reinvigorate the company with a sense of magic?
“You’re missing it. This is not a one-man show. What’s reinvigorating this company is two things: One, there’s a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they’re not losers. What they didn’t have was a good set of coaches, a good plan. A good senior management team. But they have that now.” [BusinessWeek, May 25, 1998]
“Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.” [Fortune, Nov. 9, 1998]
“The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.” [Apple Confidential: The Real Story of Apple Computer Inc., May 1999]
“The problem with the Internet startup craze isn’t that too many people are starting companies; it’s that too many people aren’t sticking with it. That’s somewhat understandable, because there are many moments that are filled with despair and agony, when you have to fire people and cancel things and deal with very difficult situations. That’s when you find out who you are and what your values are.
“So when these people sell out, even though they get fabulously rich, they’re gypping themselves out of one of the potentially most rewarding experiences of their unfolding lives. Without it, they may never know their values or how to keep their newfound wealth in perspective.” [Fortune, Jan. 24, 2000]
“The system is that there is no system. That doesn’t mean we don’t have process. Apple is a very disciplined company, and we have great processes. But that’s not what it’s about. Process makes you more efficient.
“But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem. It’s ad hoc meetings of six people called by someone who thinks he has figured out the coolest new thing ever and who wants to know what other people think of his idea.
“And it comes from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important. [BusinessWeek, Oct. 12, 2004]