In the era of Michael Spindler's “Diesel”, the number of Apple's products began to grow rapidly. Against the backdrop of “reorganization,” in the process of which Apple reduced 2,500 employees. The consequences did not come right away, but they were terrible …
Scully has written a lot of nasty things, he really made a lot of mistakes, and even outright silly things, but, nevertheless, he was not stupid and ambiguous. With him, at least, so that the assortment produced by the company did not get out of hand, watched very carefully.
By the way, Scully's accusations that he has no engineering education are not grounded. By education he was an architect and a civil engineer, marketing and sales carried him away later. And in technical problems, when he had time and desire, he understood relatively well. Actually, the head of a huge company, which employs several thousand engineers, does not have to own information about every rivet on the motherboard of each computer model.
Michael reorganized the company, re-mixed the remaining units according to his taste, and …
He began to wait for positive changes in the situation. At one time, at the very beginning of the century, an absolutely secret (at that time) document by Apple related to the very reorganization explaining its principles, causes and goals, signed by Spindler, fell into my hands.
I do not remember the details and details, but I remember the impression of what I read: everything is perfectly correct and reasonable …
Everything begins with reorganization
The document, to be honest, surprised me. He contradicted everything I heard and read about Michael Spindler. He did not make an impression of an idiot. The scheme of Apple's work, grounded and commented on by the author of the document, coincided one by one with the one I found working for Apple IMC in the Russian Federation.
Michael added one link to the scheme: regional “command”, they were all Apple units, for example we were subordinate to the group “Africa, Middle East and Eastern Europe”. All the IMCs in the region were controlled in these commands, they not only inspected and punished, but also helped very well in solving problems.
Simply compared to the first half of the 80s, when the previous scheme was developed, which was developed by the same Michael Spindler , the number of dealers and IMC grew by an order of magnitude, and it became almost impossible to manage such an association of independent partners.
And at the very beginning of the new structure of the company itself everything sounded reasonable, at least.
Conclusion: at some point, Michael “withdrew into himself.” In 1984, when Scully appointed him head of marketing for the whole Apple, Michael was constantly reworking, lingering in the office, sometimes until the morning. From overwork, or for some other reason, he has serious health problems.
The medical center diagnosed a serious pathology, in which, as I was later explained by the familiar doctors, it was contraindicated to drive it. And in general anything.
From time to time, he literally fell into a semi-conscious state. He was never a good manager, and now it's also … Despite his objections, he was appointed first COO, and then he was made head of the company. He protested until the last moment.
In the first few months as head of the company, he, like ten years before, worked 16 hours a day, without days off, trying to find a way out of Apple's situation, which was not the most pleasant for him, but … Soon he just came to the office, locked himself in it, signed two or three times a day without reading, all the papers brought to his signature, did not take anyone, and, according to unconfirmed rumors, he even seemed to take alcoholic drinks alone.
As always in such cases, the role of the king was played by the retinue. The number of simultaneously produced models and modifications quickly reached a limit beyond which it became impossible to manage all this diversity and continued to grow.
Testers and controllers ceased to cope with the scope of work, and they were graciously allowed to check the technology and programs for accelerated technology …
A great transition against the backdrop of a mess
Despite everything, considering yourself a part of the great Apple, thousands of ordinary engineers and managers of the lowest level continued to work selflessly. Most Mac models of that time, contrary to the requirement not to zeal with testing and modification (expensive!), Tested and licked “as before.” In secret!
Grumbled, told anecdotes about the company's management, but Apple Computer had something much more important than the company's management and the current policy of this management.
The transition to PowerPC was a real feat, despite everything and despite everything.
But alas: it was almost impossible to control all these models and modifications, the quality of their design and their production. In this case, hundreds, if not thousands, of people did not do anything useful at all. Not all of the suite were honest and clean on hand.
I read that if Ian Diri, without occupying any official position giving him the right to dispose of the fate of the company, wrote the instructions he and his friends needed on behalf of Spindler, and gave it for signature …
Diri was one of the heads of the department R & D (research and development), and much did for the company. For example, the advent of the Macintosh Classic and Macintosh Classic II in the era when these machines seemed hopelessly obsolete, brought Apple nearly half a billion dollars, and hundreds of thousands of new platform users around the world, because these models were the best-selling Macs in countries with a low standard of living.
It was not the kind of person who would engage in forgery for his own benefit.
The abundance of models, modifications, a huge range of spare parts, millions of pages of manuals, documentation and specifications, the ease with which it was possible to open a “prospective project”, organize staff for him and recruit someone like, literally sucked money out of the company.
Once it turned out that everything was at a dead end, the money came to an end, and the company is mortally sick …
To be continued