Working at Apple, I have learned eight management experiences.

Working at Apple, I have learned eight management experiences <br /> Sachin Agwal is currently the CEO of Posterous. He worked at Apple for six years and learned a lot of valuable management experience.
Apple is a company that combines fanatic winter powder with hate. But undoubtedly, it has achieved great success, and it has been flagged all the way.
As we said before, its success is partly because the company is really only in its infancy – with engineers as the absolute core, emphasizing minimal bureaucracy and caring about the corporate culture of its employees.
During his time as an engineer, Sachin Agwal learned a lot of Apple's management style. He started working on Apple for 6 years before starting to build a simple blog platform.
"I like to work there... Choosing to leave is an extremely difficult decision for me," he said.
1. Technology companies should be led by engineers, not managers.
Agwal tells us that Apple is completely dominated by engineers. “They don’t have a lot of product management,” he said. “Most of the project teams are really small, but they are all controlled by engineers.”
Most importantly, Agwal said that most of the managers themselves are engineers. “Not a product person or an MBA person”, that is, the person who manages the project knows the technology and knows what is necessary and what is really relevant for the project.
2. Establish a culture of respect between managers and employees.
Agwal said that because most managers have a strong engineering background, there is not much difference between the product manager and the code. "There is mutual respect between the two"
“My manager worked as an engineer at Apple for 10 years before moving to the manager... This made me want to work harder to impress him,” Agwal said.
This respectful corporate culture, with a small and closely linked project team, is a key reason for Apple's success.
3. Give employees full freedom and independence to improve their products.
At Apple, if employees find a problem that is plaguing the product they are using, they are free to resolve without having to get approval through a bureaucratic system.
All projects are driven by long-term goals, Agwal said, but the best things come from engineers.
4. Use challenges to motivate employees to grow.

Managers will challenge him by giving difficult tasks beyond the capabilities of Agwal. "But I learned," he said.
And from the manager's point of view, within six months of starting employment, he began to manage the project.
Apple is very good at developing its employees and providing the technology they need to grow with the company, he said.

5. The deadline is very critical.
Apple asked for absolute execution of the deadline and never delayed, Agwal said.
"As for quality, one of the things I learned is that I will never send out a product that doesn't fit "Apple quality." Even if I cut it down sometimes, I can't come out in time," he said.
“Especially in the initial stage... it has been built, but it can’t be put into production,” he added. “But it’s better to deliver, follow and emphasize deadlines.”
6. Don't play "feature/function" competition with your opponent.
"Apple doesn't agree to play "characteristics" games on its products, Agwal said, because the company focuses on its own product goals, rather than comparing it to its competitors, and thinking about exceeding them at the same level. .
This mission is “deeply rooted in corporate culture,” he added. Employees don't focus on what their competitors are doing – they are driven by innovation and come up with products that challenge the operating model.
7. Hire people who have a strong passion for your products.
According to Agwal, "The people who work at Apple are those who really want to be in Apple."
"I, myself... is also an Apple fan. It doesn't matter, it's not a bad thing!" he said. “I will work harder for the company because I believe in it for the rest of my life.”
Enthusiasm is a key factor in the recruitment process – managers look for people who are really passionate about the company, its products, its overall style and its mission.
Agwal brought this mentality to Posterous: "Everyone we hired said, "We love this product, and that's where we want to work. ”
8. Emphasize the importance of a balance between work and life.

Agwal tells us that Apple emphasizes the balance between work and life. "You work hard at the same time, but they will let you enjoy the time freely," he said.
From perfect health care to generous holidays during Christmas and Thanksgiving, Agwal says people like the work environment the company provides to its employees. "Apple is convinced - their motto is that we love to work here, we work hard, but once all we have figured out, we should enjoy life."
9. It is not only the maintenance of corporate culture at the beginning, but also when it becomes a big company.
As we said before, Apple has always been successful because of a strong start.
From the absence of bureaucracy in the project, to the culture of engineers as the core, to the employees who emphasize enthusiasm and loyalty, this large company still maintains its original corporate culture.
Culture is a key to its success. It is not surprising that this is a good place to work.