Responsible for the latest hot wearable equipment, and the retail department could be the place to be

When Paul Neve was hired by Apple as the new vice president, the outside world was filled with questions about which department he would be responsible for, while the most vocal position was in charge of the latest hot wearable equipment, and the retail sector could be his next destination.

In fact, wearable equipment and retailing are not parallel sectoral structures. For Apple, wearable equipment may be a period of time, while retail is a long-standing fixed sector. Apple's organisational structure is a bit of a mystery, compared with Apple's unknown reputation. Perhaps it was when jobs shone too brightly that Apple's divisions could not find a sense of existence like the stars in the daytime.

But it takes a book to thoroughly study the organisational structure of a body-mass company like Apple. So here's a picture from Asymco that might help you get an idea of Apple's structure.

The author divides Apple's department into "disruptive Departments (disruptive)" and "maintenance departments (sustaining)". But the straightforward point is product development and administration.

The figure can be found that Apple does not have an independent product department, but the product positioning, promotion and pricing rights organising to the market department below. Similarly, even if the iphone is so hot, Apple does not have a single iphone department, let alone the ipad department, and so on. In fact, for companies like Apple, "products" are vertical responsibilities that require the responsibility of all departments.

Apple occupies the world's first place with a 185.1 billion dollar brand value, but Apple's current head of brand management is vacant, and in the jobs era, Jobs was personally responsible for the sector. The importance of brand management for a company that faces consumers is self-evident, and the recent addition of Paul Neve will be responsible for this business?

If there is no contrast, it is difficult to understand the structure of the company, then the groove is full of the following figure is vividly mapped out the structure of the six major technology companies.

It is worth mentioning that Apple's current organizational structure is still in the jobs era, but Tim Cook's avatar is not as good as Steve Jobs. So is it possible for a CEO like Apple to be so comprehensive that the separate structures of each sector continue?

With Apple's second-figure Jonathan Ive, for example, after last year's top Apple reorganization, he was not only responsible for hardware design, but also for the aesthetic design of the software, perhaps a symptom of the transformation of Apple's organizational structure. Is it the future for Apple to move away from the authoritarian jobs era and collaborate on departmental boundaries?

The old picture looks witty, but it still points to the organizational structure and sectoral relationships of the companies (Microsoft and Oracle are shot).