Apple has an obsession over details. They bring a Buddhist level of focus that differentiates them from their competitors. This focus is derived from Steve Jobs intensive studies of Buddhism. Well-designed products provide their manufacturers internal and external benefits. Internally, all of the company’s talent and resources flow to the products that the company makes best. Externally, a good design shows consumers the care that the suppliers have for them. This creates a special bond between brand and consumer attracting both towards each other. Apple’s focus is so narrow that they have a room devoted to packaging. Apple devotes tremendous energy and resource to how its product is wrapped. The packaging room is so secure that a badge is needed for access. Packaging designers spend months in the packaging room to find the box that would most please consumers.
When Steve Jobs rejoined Apple in 1997 it looked like big companies everywhere. Apple had Apple had factories around the world, multiple committees existed, and among its managerial ranks fiefdoms had arisen. This defiles the bureaucratic organization Steve left the company in. For example, there was no longer a clear division of labor, unlike before where employees would focus on whatever they did best. In Steve Jobs’ opinion Apple has lost its tight focus. At the time when Steve Job’s rejoined Apple, they had sixteen advertising divisions at Apple, each with a divisional advertising budget. Steve Jobs put an end to that quickly and unified the budget saying the divisions must compete for ad dollars. The hottest products took the most ad dollars, and the focus paid off. This shows proves that we are in the age of the learning organization where things are continuously changing and improving using the lessons of experience