Leading Change in Organizations: Apple Inc. Leadership Analysis

This presentation provides an analysis of Apple Inc.'s approach to understanding and leading change, focusing on the challenges the company faces due to imitation, competition, and pricing. It employs force field analysis to examine driving and restraining forces related to Apple's mission and explores barriers to change, such as limited understanding and poor communication. The presentation also discusses how Apple accomplished change through training, resource allocation, and effective communication strategies. Recommendations are made for preventing imitation, enhancing employee skills, and investing in new technologies. The role of transformational leadership in leveraging change, expanding the customer base, and improving communication is highlighted, concluding that effective leadership can lead Apple to future success. The document further suggests the use of performance evaluation to identify areas of improvements.

UNDERSTANDIN
G AND LEADING
CHANGE

INFORMATION ABOUT
APPLE
 Apple Inc refers to a globally popular
American multinational technology Company.
 The company design, develops and offers the
consumers with consumer software, online
service and consumer electronics (Marshall
et al. 2016).
 The company is known for its innovative
ideas
 Recently the company is facing issues due
changing leadership, organizational
structure, demotivated working condition
and high competitive market

OVERVIEW OF THE CASE
 Apple is the largest IT company in the
world by revenue
 The ability of Apple to design as well as
develop its own hardware, operating
system and application software makes
it an unique brand
 Innovation is considered to be the major
strength of the organization
 However several companies are found
to be imitating the concept of the
company.

WHAT IS FORCE FIELD
ANALYSIS?
 Force field analysis can
be defined as the
framework for looking
into the factors that
influence a social
situation (Pisano 2015)
 This framework helps the
managers to understand
the forces that are either
driving movement
towards the goal or
blocking the movement.

ISSUES FACED BY APPLE
1. Apple is lately facing imitation and lack
of innovativeness.
2. Rivalry from the existing competitors is
another major issue faced by the
company.
3. The high price range of the product
makes it difficult for lower and middle
class consumers to buy apple
manufactured products (Grant 2016)
4. Apple Inc needed to change its central
goal to stay aggressive in the business

FORCE FIELD ANALYSIS OF
APPLE INC.
 The new propose mission of the
company includes becoming the leader
of Smartphone
 The first vision is to facilitate
communication between people through
support infrastructure (Greenaway,
Chan and Crossler 2015)
 The second vision include capturing as
well as controlling Smartphone industry.

FORCE FIELD ANALYSIS OF
APPLE INC.
 The management of
the company should
change its price
range in order to
broaden the pool of
the consumers.
 The innovativeness
of the company
needs to be
explored.
 Other areas of the
technological

BARRIERS TO CHANGE
FACED BY APPLE
 Limited understanding
of the changed
implemented by the
employees
 Failure to involve staffs
in the change process
 Ineffective and poor
manager-employee
communication
 Lack of support from
the management for
the change

HOW CHANGE WAS ACCOMPLISHED
AND HOW SUCCESSFUL WAS IT?
 Apple gave the employees with required
training and guidance in order to enhance
their compatibility with the changes
 All the required resources for the change
was arrange and provided to both the
employers and the employees
 The management invested on regular
monitoring and managing resistance,
dependencies as well as budgeting risks.
 Effective communication strategies were
developed between the employees and the
employers through intranet

HOW SHOULD APPLE
IMPLEMENT THE CHANGE?
 In order to prevent the imitation
legal step should be taken
 Employees should be trained in
order to enhance their skills as
well as capabilities
 In order to expand its business
and enhance the yearly revenue
apple should invest in other
technological fields like Apple
cars and others (Van Alstyne
Parker and Choudary 2016).

ROLE OF TRANSFORMATIONAL
LEADERSHIP IN CHANGE
MANAGEMENT
 Successful transformational
leadership with its
incorporation of
charismatic as well as
visionary leadership will
aim to leverage the
proposed change of the
organization.
 Apple must employ
efficient transformational
leadership to implement an
expanded innovation base
for its extensive clientele
(Ghasabeh, Soosay and
Reaiche 2015).

CONTINUATION
 The organization is aiming to extend its
customer base to increase its level of
affordability and reduce the high
competitiveness of Samsung in the
industry of consumer electronics
(Tyssen, Wald and Spieth 2014).
 Such a proposed change can be
efficiently shared to all levels of
employee base of Apple by establishing
in-built power to magnetize employees
to the planned change management.

TRANSFORMATIONAL LEADERS’
EFFECTUAL IMPLEMENTATION ON
PROPOSED CHANGE MANAGEMENT
 Apple through performance evaluation has observed
the need of a vast distribution web by expanding its
domain of authorized sellers and suppliers of its
products.
 The company by efficiently employing
transformational leadership styles have reduced
communication limitations which are present within
the organization (Rijal 2016).
 Apple’s evaluation of design imitation by Android
powered companies has aided Apple CEO and other
programming supervisors to attain transformational
leadership techniques and obtain improved levels of
effectiveness from their subsidiaries to achieve
increasing demands of individualistic motives.

TRANSFORMATIONAL
LEADERSHIP
 As transformational leadership primarily attains
higher levels of efficiency from their
subordinates as they seek to accomplish
increasing demands of individualistic motives.
 With newly developed initiatives are proposed,
transformational leadership can be identified as
the most efficient style obtainable to convey
others involved to the vision being initiated
(Tyssen, Wald and Spieth 2014).
 Affiliative leaders in people-oriented leadership
proficiently aim to be part of team-building
communications which is highly required in
implementing the proposed change for the
organization.

CONTINUATION
 Transformational leaders of Apple are
efficient of distinguishing areas of
improvements and challenges in the
process of a proposed vision.
 Such a comprehensive aim facilitates
the employee base to make
modifications and recommendations to
correct the conditions of change directly
(Boehm et al. 2015).

CONTINUATION
 During any change implementation,
successful maintenance of passion and
interest are required to accomplish
distinct change management (Boehm et
al. 2015).
 Thus, to efficiently collaborate with
other significant consumer electronic
brands across the world, Apple must
endow with an unvarying flow of
feedback and response to their
subordinates in relation to the
advancement being implemented.

RECOMMENDATION
 During any change implementation,
successful maintenance of passion and
interest are required to accomplish
distinct change management (Boehm et
al. 2015).
 Thus, to efficiently collaborate with
other significant consumer electronic
brands across the world, Apple must
endow with an unvarying flow of
feedback and response to their
subordinates in relation to the
advancement being implemented.

CONCLUSION
On a concluding note, Tim Cook
possesses a strong leadership style
and thus can lead an organization to
success. Through successful
implementation of transformational
leadership Apple’s proposed change of
the future can be regarded as highly
stirring and attractive for Apple
employees, stakeholders and
customers.

REFERENCE LIST
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The missing link? Investigating organizational identity
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mechanisms that connect CEO charisma with firm
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 Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. The
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 Grant, R.M., 2016. Contemporary strategy analysis: Text and
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 Greenaway, K.E., Chan, Y.E. and Crossler, R.E., 2015. Company
information privacy orientation: a conceptual
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 Marshall, D., McCarthy, L., McGrath, P. and Harrigan, F., 2016.
What's your strategy for supply chain disclosure?. MIT Sloan
Management Review, 57(2), pp.37-45.

REFERENCE LIST
 Pisano, G.P., 2015. You need an innovation strategy. Harvard
Business Review, 93(6), pp.44-54.
 Rijal, S., 2016. The influence of transformational leadership and
organizational culture on learning organization: A comparative
analysis of the IT sector, Thailand. Journal of Administrative and
Business Studies, 2(3), pp.121-129.
 Tyssen, A.K., Wald, A. and Spieth, P., 2014. The challenge of
transactional and transformational leadership in
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 Van Alstyne, M.W., Parker, G.G. and Choudary, S.P., 2016.
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