| Besides my comments here, I haven't spoken about it before. For what it's worth, Apple is hugely siloed and also just plain huge. It's entirely possible that the culture in other orgs was completely different from what I experienced, because it was very hard to interact with anyone outside of your org or the current project scope. How are they so successful despite this culture? In the case of the project I worked on, I saw a few reasons for success: 1. Management expressed that failure was not an option, so a few people (myself included) out of hundreds pushed ourselves beyond the limit to deliver. 2. Spending a TON of money. I had a different approach to Apple's way of controlling costs (they were very much in the "buying DRAM for iPhones" mindset), and easily shaved millions off of the project. But the inefficiencies inherent to the project's timeline and secrecy and other stakeholders meant the project came in probably 2-3x more expensive than I would have otherwise spent. 3. Leveraging existing institutional resources. Already having a global network and datacenter footprint helped immensely on the time to ship, but it also came with a ton of bureaucratic baggage. 4. Being so large that it ultimately didn't matter. While the project was essential for a key initiative to succeed, and many people (perhaps the entire org) would have been let go if it had failed, ultimately the company would have been fine if it didn't happen. They probably would have just postponed the launch by a year or two and had another org handle the project. It's very hard for a company Apple's size to have anything be an existential threat, so you get a lot of chances. |