Everyone knows Steve Jobs is intense, but exactly how intense is brought to light in the latest issue of Fortune. For example, when MobileMe’s 2008 launch turned out to be less-than-stellar — loading time was slow and servers were down, leading many to question whether the service was worth its premium cost — Jobs accused the MobileMe team of “tarnishing” the company’s reputation and telling them they should “hate each other” for letting each other down.
Fortune writer Adam Lashinsky describes Apple’s culture as being creative, but also like this:
The creative process at Apple is one of constantly preparing someone — be it one’s boss, one’s boss’s boss, or oneself — for a presentation to Jobs. He’s a corporate dictator who makes every critical decision — and oodles of seemingly noncritical calls too, from the design of the shuttle buses that ferry employees to and from San Francisco to what food will be served in the cafeteria.
And, to make sure you always know where you stand, every task has a “directly responsible individual,” or “DRI,” so that everyone knows who to turn to for all matters.
Finally, and most interestingly, Jobs has business professors from the likes of Harvard writing case studies for use on the internal Apple University, which focus on Apple’s business decisions, culture, and life after Steve Jobs.