We must evolve our operational capability to be viewed as a competitive weapon by the Americas and the Corporation. To do so we must focus on flawless execution so as to be Better, Cheaper and Faster than the competition.

1. Todd Vatalaro
Session 1, 2.3
Organizational Strategy
MISSION STATEMENT
Apple Computer is committed to achieving total customer satisfaction through
vigorous innovation and continuous improvement of our business process. Our
products, services and people must earn respect, loyalty and enthusiasm of all
customers.
We must evolve our operational capability to be viewed as a competitive weapon
by the Americas and the Corporation. To do so we must focus on flawless
execution so as to be Better, Cheaper and Faster than the competition.
(Specific for Sacramento)
Our charter in Sacramento is to successfully deliver high quality, cost effective
personal computing products when our customers want them. We fulfill our
charter by being a highly leveraged customer driven organization distinguished
by integrated capabilities and solutions.
All employees have individual responsibility for applying this mission in the
performance of their tasks.
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2. Key Strategy Strategic goals Key issues Implications of
training
Customer Better, cheaper Time vs. revenue Specialized
satification. Faster. Then Turnover vs. applications
Effecency competition. retention Corporate
Culture
Promote
high quality
Apple Computer Inc. as a whole has a way to go in the training and
development area in my option. Locally the sales department I work for has
made a positive effort in T&D over the last year.
As a company I am still not convinced that we can to make T&D part of
our shared goals as an organization. Our mission statement makes it clear that
our customs come first and yet I observe that this is not always the case. As
sales agents we represent Apple every time we communicate with our customer.
I often monitor calls with the sales agents and our customs. I can tell you, the
mission statement is not shared by all!
Apples cooperate culture helps to embrace its mission. Unfortunately this
corporate culture seems to only truly exist in Cupertino California, Apple’s main
campus.
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3. As part of the overall training program I would suggest that all new
employees make a pilgrimage to the “mother ship” at least once during their
orientation at the company. This way they can fill a since of pride and give them
an opportunity to feel they are apart of something beyond just a pay check.
This may sound like an evangelical statement, but I have experienced it
first hand. I have also spoken with recent new hires that seem to share the same
sentiment.
The T&D departments are essential for the success of Apple. Some
departments still like to lay blame to the T&D department when goals are not
met. I hope our local management will continue to support our training depart so
we can all be successful.
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4. Reference
Johnson, D.F. (2000). Joining Together. Massachusetts: Allyn & Bacon.
Noe, R. (202). Employee Training & Development. New York: McGraw-Hill.
Robbins, S. (2001). Organizational Behavior. New Jersey: Prentice-Hall, Inc.
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