Analyzing Leadership & Change Management: The Apple Case Study

This case study examines Apple's organizational change initiatives, particularly focusing on the proposed shift to a Just-in-Time (JIT) inventory system and the leadership challenges that arose. It delves into Donna Dubinsky's role and her resistance to the change, analyzing her motivations and the perspectives of other key figures like Steve Jobs, Roy Weaver, and Debi Coleman. The study evaluates the validity of the JIT proposal, explores potential alternative approaches Dubinsky could have taken, and discusses the responsibilities of various leaders in navigating the change process. It also addresses how to handle situations where one's perspective differs from the majority, highlighting the importance of constructive communication and comprehensive evaluation before implementing significant organizational changes. Desklib offers this student-contributed assignment, along with a wealth of resources including past papers and solved assignments, to aid students in their academic pursuits.

RUNNINH HEAD: Leading Organization Changes 0
Apple
Leading Organization Changes
(Student Name)
11/9/2018
Table of Contents

Leading Organization Changes 1
Introduction......................................................................................................................................3
Q1................................................................................................................................................3
Q2................................................................................................................................................3
Q3................................................................................................................................................3
Q4................................................................................................................................................4
Change Proposal..............................................................................................................................5
Q5................................................................................................................................................5
Q6................................................................................................................................................5
Q7................................................................................................................................................5
Q8................................................................................................................................................6
Conclusion.......................................................................................................................................6
Q9................................................................................................................................................6
Q10..............................................................................................................................................7
Q 11.............................................................................................................................................7
Q-12.............................................................................................................................................8
Q-13.............................................................................................................................................8
Dubinsky’s Threat to Resign...........................................................................................................9
Q-14.............................................................................................................................................9
References......................................................................................................................................10

Leading Organization Changes 2
Introduction
Q1
In the beginning of case, Steve jobs chairman of the board and general manager of
Macintosh division has proposed that existing distribution system will be discontinued and
would be replaced by just in time method. This change would bring significant savings for the
company by shrinking product pipeline and reducing inventory as a share of Apple was
deteriorating gradually (Jick & Gentile, 2011).
Q2
Donna Dubinsky is the hard-working employee. She fights for her issues and if there is
anything, which is not right she makes sure that it is done in a corrective manner, she does not
give up easily. She is confident and clear in what she does. She does not let peer feel the
pressure. Upper management does not intimate her. She always supports and respects the
decision even if she was not agreed to it. She is extremely intelligent always take a decision in a
sorted manner. She is ready to take risks, which are calculative and precise, which helps in
giving in return to business as profits. She is one of the dedicated resources. She had joined as
Customer support Liaison and working hard and with dedications, she has grown to a position of
director, distribution, and sale administration (Cowie, 2016).
Q3
Yes, Donna Dubinsky was not ready for a change which top management has suggested,
she was insecure for her job and she was afraid that she and many more could end their job with

Leading Organization Changes 3
the management decision. She was not ready for a change which management has planned. She
had criticized the management decision for at least four months that the decision which
management is taking is not right and tries best that it could not be finalized without thinking
how much the benefit can be there with this decision (Yoffie & Cusumano, 2015).
Q4
Weaver – Roy waver was one of the best mentors who give enough space for an
individual to experiment on things. He is always available for help and support, also always
ready gives advice and guidance which help to achieve the targets easily. He always rewards his
employees which is a booster for any employee. He provides visibility and responsibility.
Campbell – He was one of the dedicated resources of the company who always believed
that things do not happen automatically we have to sell our ideas for success and visibility.
Jobs – He is one of the Visionary. He is also an innovative individual who foresee things
and act accordingly. He had always focused on the best quality product. He had introduced just
in time method, which helps in reducing the cost by shrinking product line.
Coleman – Debi Coleman was one of the condiment individuals. She always focused to
be the best in the world. She is very aggressive, very intimidating and having little finesse. She is
very adamant in her proposals and tries to convince others by presenting data, which at times
does not justify or match with each other.

Leading Organization Changes 4
Change Proposal
Q5
The change, which was in the discussion that existing distribution system, will be
discontinued and would be replaced by the method of just in time. Such changes would bring
noteworthy savings for the business by reducing the pipeline of the product as well as dropping
the inventory as Apple’s share was declining steadily. The proposal made by Coleman was
simple and not much effective, which Dubinsky had proposed. Her plan was for a long-term,
which will help the company to grow steadily, and Dubinsky was taking care of distribution
channel for a long time and had made good relations with the retailer and another department,
which helps the overall business for a much longer period as proposed by Coleman (Kriger &
Zhovtobryukh, 2016).
Q6
Dubinsky was angry and disappointed, as she has done so well in her work area that
nothing has gone wrong till date. She has always anticipated that she would continue to collect
the ideas from the arena for suggested improvements in the current system. Coleman consistently
stressed the point that her proposal would save money. The plan, which was shared, was not
clear and figures and assumptions were not correct and she had more expertise than him.
Q7
It would not be a healthy sign for business and for the individual itself as the roles and
responsibilities, which are given to an individual, justify the work, which he/she is doing and
they are the expert of that particular field and they are aware of each and everything or efforts,

Leading Organization Changes 5
which are required to achieve. It justifies that immediate boss is not having trust and confidence
on the individual who has expertise in it, instead they are ready to listen or take a suggestion
from the individuals who are not associated with the respective industry.
Q8
Dubinsky role would be affected by Coleman’s proposal, as Dubinsky was responsible
for making a new strategy. The more she heard about Coleman’s proposal the more she was
unsecure of her position as she had worked with Dave Kinser, a controller for the distribution,
service and support group on a research project intended to defend the existing distribution
system. Dubinsky was unable to assign an approximate total number of hours or individuals on
the assignment. Still, she moved on, as she was confident that distribution was her forte and she
would pull out the best output from this situation. She was also aware that Coleman’s idea or
proposal is an untested and radical proposal (Windsor, 2014).
Conclusion
Q9
Dubinsky should have seen the whole picture instead of saving her job at any cost. She
should not be so much insecure for her job that she is not ready to buy/listen to another
perspective. Donna should find out how to increase the sales forecasting, instead of opposing the
Just in time method. Donna and waver presented their plan in incorrect timings, which increase
the conflict. She did not understand the concept and ideology of the senior management when
they were planning to apply just in time methodology, as it would reduce the distribution system

Leading Organization Changes 6
to minimize the expenses as Apple sales were on declining trend that to at steady pace which was
the more serious issues for the management.
Q10
Yes, Dubinsky was well served with weaver as Weaver had given rewards and challenges
to Dubinsky at regular intervals which helped him to retain such talented manager and even
Steve Jobs made a proposal to take her in Maintosh location, but she stays put with current roles
in addition, responsibility which weaver had provided to her.
Sculley’s responsibility - He was responsible to fetch new organization as well as the
marketing chastisement to the company apple without foregoing the creativity as well as spirit.
He abridged the structure with the conciliation in a format that unifying the development of the
product as well as product marketing in two partitions, which are the Apple II and the Macintosh.
He always thought that synchronization the approach of sales and marketing was essential for the
company to deliver the flawless message to the dealers.
Campbell’s responsibility - He was vice president for sales and marketing at Apple
Computer Inc. He was responsible for overall business for US sales and he was reporting to John
Sculley. He makes sure those sales are on increasing trend with creating a good relationship with
customers, dealers. He was one of the best coaches in the Silicon Valley. He had excellent
teaching ability, which every individual admire.
Q 11
Yes, as per the given information in the case “Just in time” methodology was a valid proposal as
it is a cost-effective method wherein extra cost reduced or eliminated by reducing extra efforts. It

Leading Organization Changes 7
would directly establish relationships between the dealer and the plant, essentially eliminating
the need for six distribution centers. As apples’ share was declining steadily, so this approach
needs to be established. The JIT methodology helped Apple to produce customized products
when clients had placed orders. SCM (supply chain management) had incorporated the activities
of manufacturers, warehousing providers and retailers and delivered the goods at the client’s
doorstep as soon as possible (Books, 2017).
Q-12
When we are right but everyone has joined the cause in a situation we would try our best
to stay calm and think in more positive and in a constructive manner and handle the situation in a
better manner. Try to provide each evidence or justification to prove our point. It would be
difficult for an organization to handle the proposal in the best way as when cost is associated
with anything and company is able to see the cost reduction in production then that proposal is
difficult to hold on. Yes, this situation can be taken care of by formulating a task force, which
measures the pros and cons of both aspects and takes the decision accordingly.
Q-13
If Sculley driving home from the seminar that evening. It would be thinking on certain
aspects that - was it too urgent that Dubinsky, cannot wait for the next day. The reason was also
not communicated overall. The individual would have scheduled a meeting or would have
marked down an email and explaining the concern. It could have been in a more constructive
manner.

Leading Organization Changes 8
Dubinsky’s Threat to Resign
Q-14
Yes, Dubinsky had delivered her message in another way or in a more sophisticated
manner so that the mistake which she had done in doing work and for which she had extended
the time period by30 days could have been managed in first go. The impact would have been
more effective and she would not find any difficulty. The things which were happening around
her was not great due to which she felt frustrated and when every possible manner was not
working or seniors were not ready to understand her point of view. She does not need the
intervention in her work but Campbell demanded that if you are right then there should not be
any problem in justifying to others but she was adamant that she does not need intervention from
outside task force. Campbell should understand her point of view and try to convince Dubinsky
that this is need of the hour and it is required (Sahlman, 2018).

Leading Organization Changes 9
References
Books, W. (2017). Summary and Analysis of Originals: How Non-Conformists Move the World:
Based on the Book by Adam Grant. New York: Open Road Media.
Cowie, K. A. (2016). Book Review—Diversity, Originality, and Persuasion as Drivers of
Change. Global Business and Organizational Excellence, 35(4), 88-92.
Jick, T.D. & Gentile, M. (2011). Donna Dubinsky and Apple Computer, Inc. Harward Business
School, 9(486).
Kriger, M., & Zhovtobryukh, Y. (2016). Strategic leadership for turbulent times. Basingstoke:
Palgrave Macmillan.
Sahlman, W. A. (2018). Leslie Berlin, Troublemakers: Silicon Valley's Coming of Age. Business
History Review, 92(2), 343-353.
Windsor, D. (2014). A typology of moral exemplars in business. Moral saints and moral
exemplars 2(8), 63-95.
Yoffie, D. B., & Cusumano, M. A. (2015). Strategy Rules: Five Timeless Lessons from Bill
Gates, Andy Grove, and Steve Jobs. London: HarperBusiness.