John Siracusa

As a designer, at least Johnny Ive was that and Alan Dye was even that.

But Jeff Williams was not that.

Tim Cook is definitely not that.

LeMay.

Yeah.

Even if he's not coming up to CEO, this kind of dynamic happens frequently in big organizations and is one of the skills that is actually important to have when you're a higher up and are like a CEO, which is.

recognizing, maybe too late, but whatever, better late than never, recognizing what parts of your company are having problems or potentially having problems.

Where are we weak?

What are we not doing well?

What dangers lurk out there?

What are the risks, right?

And obviously, if you're slow in the draw, it takes you a while to realize this, and sometimes you know there are problems, but there's like, you know... I think, for example, with the keyboards and laptops with no ports or whatever, I think the company more or less knew there was a problem there, but...

solving it.

You're not going to tell Johnny if you can't have a thin keyboard and then you're not going to tell the engineer organization that they need to stop trying to make the thin keyboard because they're not doing.

It's like you kind of stuck where you're like, I don't want to make these people angry because I actually want Johnny to stay because I need him to build Apple Park or whatever the hell like it's it's it's a difficult situation.

But like knowing that you have some weak area, what you do as a CEO or vice president or whatever is you look down the org chart and you find the person that you think is

This person knows what they're doing.

This is a competent person.

I need someone to come in here to this other part of the org and fix this crap.

And so they find somebody who's like, you, you are in charge of X and X is doing great.