Entity Dossier
entity

Fred Anderson

Strategic Concepts & Mechanics

Signature MoveThirteen-Hour Meeting as Onboarding Ritual
Relationship LeverageFoxconn's Loss-Leader-to-Lock-In Playbook
Risk DoctrineTacit Knowledge as Accidental Export
Competitive AdvantageApple Squeeze: Invaluable Experience Over Margin
Identity & CultureVerbal Jujitsu Procurement Culture
Signature MoveDesign the Impossible Then Manufacture the Impossible
Signature MoveFifty Business Class Seats Daily to Shenzhen
Operating PrincipleZero Inventory as Theological Doctrine
Strategic PatternUnconstrained Design Not Cost Arbitrage
Cornerstone MoveSecret $275 Billion Kowtow to Keep the Machine Running
Signature MoveSilk Tie Competitions to Train Negotiators
Cornerstone MoveScrew It, iTunes for Windows
Cornerstone MoveBuy the Machines, Own the Factory Floor Without Owning a Factory
Signature MoveDrive Off the Cliff to Prove the Brakes Don't Work
Cornerstone MoveTrain Everyone Then Pit Them Against Each Other
Risk DoctrineRule By Law as Corporate Leash
Decision FrameworkBig Potato Small Potato: Positional Power Over Fairness

Primary Evidence

"But Amelio deserves credit for three major actions—in hardware, finances, and software. The sale of the Fountain factory was the first. It gave Apple critically needed cash and would later spur a whole new strategy in how to build computers. Then Amelio and finance chief Fred Anderson orchestrated two deals to stave off bankruptcy: a week before Apple owed Japanese lenders $150 million, in April 1996, they got a six-month extension. Then in June, they raised $661 million in an oversubscribed bond sale. But Amelio will always be remembered for the third action. He realized that a multiyear effort to improve the Mac’s operating system was hopeless, and that Apple needed to acquire a new OS altogether. That insight set into motion the action that would get him sacked, even as it saved the company. He brought back Steve Jobs."

Source:Apple in China

"Apple’s corporate death was such a real possibility that it sought bankruptcy counsel. It hired a leading lawyer, Harvey Miller, of the law firm Weil, Gotshal & Manges. The company wasn’t quite at the point of telling Miller to draw up the necessary papers, but it explored options to understand what a Chapter 11 filing could offer. Fred Anderson, who joined Apple as chief financial officer in March 1996, would later say: “This company was in a death spiral.”"

Source:Apple in China

Appears In Volumes