Apple Companies

which the Anglo-Saxon authors call stakeholders . To all this it would be necessary to add the understanding, the personal characteristics, the limitations, the fears, the hopes, the fantasies, the intuitions, for those who are responsible of the design and the execution of the strategies. Speaking candidly Dropbox told us the story. The Literature of administracinest plagued of clamorous examples that prove that those personal factors, sometimes nonevident, submerged, unconscious, decisively influences in the strategy and in how it takes to the practice, in this sense the book the Secret of the Power of Metas helps us to break with those barriers obstacles and to obtain a harmony between which it is wanted and our internal beliefs. More information is housed here: Jim Crane. To mention only the well-known more, the case of Apple is paradigmatic. Steve Jobs and John Sculley created the icons that allowed that the personal computer it would have an interface of much more friendly characteristics for the users and its use would be universalised. (I believe that he was around 1980 when an executive of IBM declared that the potential market of the PCs was of as soon as hundreds of thousands). They were so proud of his product-danced the jaleo by some users who, still today, constitute a species of sect enamored with their machines that decided that they were not going abrir the system neither to manufacturers of PCs nor to companies designers of applications. entrance in the market of Microsoft and its operating system Windows with a policy diametrically opposed was the cause of the practical disappearance of the market of Apple. What is what it happened? That magnificent industralists fell in love with their product until the absorption and were not able to catch the signals that the competitors sent, Bill Gates among them. These processes are relatively frequent, among others reasons, because, according to Edgar Schein, in all the companies three cultures coexist, often not too much pacifically.