John Siracusa

On the other hand, when they delegated to Alan Dye and let him do what he wanted, he made bad decisions.

So I'm not sure what to do about this org chart, but if Gurman's reporting here is true, it is a very interesting sort of stew of people that makes it very difficult to know who to blame for things that Apple does that you don't like design-wise.

Much easier when it was just I've.

Yeah, but all those people shouldn't be in the meeting.

It's difficult to tell from the outside whether Steve LeMay, not Steve LeMay, Ternus was deployed.

You finally got his name.

We finally got it, and we weren't even talking about it.

I was just reading it from the screen.

That's why.

Whether Ternus was deployed by Cook to solve a problem or whether Ternus was lobbying up the management chain and saying, we've got a design problem.

Let me go fix it, right?

Because, you know, that's...

Yes, part of being leadership is knowing how to hire and delegate or whatever, but also part of leadership is setting direction and inspiring people.

And a lot of the times, especially even in Steve Jobs case, like you said, it'll be that like people are bringing thing presenting things to higher ups all the time.

Steve Jobs had a good ability to, when presented with the 75 things that people in his organization were doing, he would see one of them and Darth Vader style say, that's it.

The rebels are there.

Like he would say, this is it.

This is what we're doing.

He sees, you know, he sees the gumdrop computer and Johnny Ives lab on 8,000 other things.

Johnny Ives showed him and said, this is it.