Victor Wynne

Tim Cook on shaping the future of Apple

Zach Baron:

He is not a leader who is drawn to crisis or conflict, two climates his predecessor, Steve Jobs, seemed to at times thrive in. “I try not to let the urgent take over the day,” Cook says. Regular meetings, different standing engagements with different parts of the company. He likes to ask questions. “I’m curious, and I’m curious about how things work,” he says. He does this not to intimidate, though there is perhaps a standard, an expectation of those working for him, lurking there as well: “If something’s really shallow, you find that people can’t explain it very well.” Like Jobs once did, he sometimes takes meetings on the move, walking around the campus. Most days, he leaves the office at 6:30 or 7 p.m. The overall sensation he attempts to impart is one of normalcy, of proportion, despite the fact that most days, Apple, which employs about 165,000 people, is the most valuable company in the world. (As of this writing, it’s worth more than $2 trillion; at one moment last year, that number was $3 trillion, a figure roughly equal to the gross domestic product of the United Kingdom.)

Overall it’s a good interview. However, we are closing in on twelve years that Jobs has been gone, and if this piece is about Cook then make it about him.

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