US military

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

Identity & CultureFree Market Conviction from Regulation Experience

Strategic PatternDiscontinuity Hunting as Core Strategy

Competitive AdvantageStructural Value Recognition Over Market Timing

Cornerstone MovePrivatization Partnership Arbitrage

Capital StrategyIntellectual Freedom Through Financial Independence

Signature MoveWalk Away as Negotiation Weapon

Signature MoveCash Preservation as Freedom Doctrine

Cornerstone MoveZero-Money Leveraged Takeovers

Signature MoveHands-Off Management Through Trusted Operators

Relationship LeverageRelationship Leverage in Government Asset Sales

Operating PrincipleManagement Avoidance as Operational Principle

Signature MoveSingle A4 Sheet Analysis

Risk DoctrineRisk Elimination Over Risk Taking

Decision FrameworkPsychology Over Numbers in Deals

Signature MovePartner Selection Over Capital

Primary Evidence

"Apple is a famously secretive company—more so than the US military, according to some sources with experience at both. To the more than 200 people I interviewed who took great risk to speak with me: I’m forever grateful for your trust, time, patience and honesty—without that, quite simply, there’d be no book. Not being able to mention you all is frustrating; I hope you’re proud of what came out of our conversations."

Source:Apple in China

"There were, however, some intriguing leads. United States Navy representatives had rung several times since the Aquada’s public launch in September 2003, wanting to look at the technology. Various branches of the US military had been trying for decades to produce high-speed amphibians and the sentiment they expressed to Gibbs was ‘if it could be done, we would have done it’. However, they were keen to investigate his machine with a view to using something like it for reconnaissance and intelligence missions."

Source:Serious Fun

Appears In Volumes

Apple in China Serious Fun