Apple is organized by functional specialties rather than business units — rare for a company our size. We’re experts leading experts: hardware experts lead hardware, software experts lead software, and design experts lead design. This differs from most other large companies, where general managers oversee managers. Apple is Apple because those with the most expertise in an area of work have decision rights for that area.

Leaders at Apple combine their expertise with two other important characteristics: immersion in the details and a willingness to collaboratively debate during collective decision-making. For people at every level here, it can be liberating — even exhilarating — to work with experts who offer relevant guidance and mentoring. This approach to leadership is a commitment to collaboration that leads to innovation.

Committed to demonstrating that business can and should be a force for good. Achieving that takes innovation, collaboration, and a focus on serving others. It also means leading with our values in the technology we make, the way we make it, and how we treat people and the planet we share. We’re always working to leave the world better than we found it, and to create powerful tools that empower others to do the same.

wide range of reports and websites that outline key progress across each of our values and other key topics. We’ve also mapped our disclosures across metrics outlined by the Global Reporting Initiative (GRI), Sustainable Accounting Standards Board (SASB), now managed by the International Sustainability Standards Board (ISSB) of the IFRS Foundation, and the Task Force on Climate-Related Financial Disclosures (TCFD) voluntary disclosure frameworks, as well as the UN Sustainable Development Goals (SDGs).

At Apple, collaboration is more than simply working together — it means passionate, collaborative debate. People on retail, hardware or marketing teams may focus on different issues, but the principles of respectful, honest discussion remain the same: we advocate ideas, contest points of view and ultimately build on each other’s thinking to come up with the best solution.

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Cross-functional collaboration is crucial, because no one team is responsible for a product or a service on its own. Dozens of specialist teams may be needed for even a single key component of a new product. Yet each team works with a shared purpose — create an extraordinary user experience.

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