Steve Jobs alongside Steve Wozniak and Ronald Wayne founded Apple Inc. under the objective of nurturing innovation in the computer business. Like any other company, the starting of Apple Inc. involved challenges of dealing with competition, winning the market share, unfavorable response from customers, lack of innovation, and lack of recognition by potential clients. With all these challenges acting against the ability of Apple to thrive in the computer business, strategic decisions of management were needed to overturn the trend Apple was resulting to – incurring loss after release of new products or not meeting its expectations. Some of the strategies involved a total overhaul of the management and the scrutiny of new employees in terms of innovation and level of creativity. As an objective, Apple looked forward to combining the needs of the customers into its lines of computers to capture their business interests as well as personal preferences. After the year 2000, Apple’s strategies to meeting the above objective included the hiring of competent developers as well as training some of its own. It was easy for Apple to train developers and designers for company than hiring those who already worked for other organizations (Hoerl and Snee, 2002).
The importance of developing innovational behavior in Apple was to nurture talent, develop a corporate culture, and promote integration of skill and mind with the duties an individual performed. As one of the leading gadget dealers in the market, Apple has transformed the employee platform from the employer-employee attitude to passion-for-duty type of attitude. In the 21st century, most of the organizations that venture into the computer and handheld gadget platform are technology driven. They tend to focus more on the capabilities of their devices more than their designs. As an operational model, Apple integrated design and capability to its line of products to capture personal needs