{"id":4200,"date":"2026-07-25T15:07:13","date_gmt":"2026-07-25T15:07:13","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=4200"},"modified":"2026-07-25T15:07:13","modified_gmt":"2026-07-25T15:07:13","slug":"can-apples-incoming-ceo-bring-back-the-product-design-mojo-of-the-steve-jobs-era","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=4200","title":{"rendered":"Can Apple\u2019s incoming CEO bring back the product design mojo of the Steve Jobs era?"},"content":{"rendered":"
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\u201cI was 23, 24 years old, and I interacted with Steve Jobs. That\u2019s crazy, right? But that\u2019s the organization he ran,\u201d Rogers told Fortune<\/em> from his Silicon Valley office (he now runs food-recycling startup Mill).<\/p>\n

Read more SpaceX may have missed its window to buy Tesla<\/a><\/p>\n

Back then, Apple\u2019s hierarchy was much flatter. What made Apple special, he said, is that Jobs surrounded himself with consumer-minded product leaders who were expected to argue. The mandate was to build \u201cthe best thing out there\u201d and take real risks. Some of Apple\u2019s most iconic products came out of a skunkworks team across the street from the main office.<\/p>\n

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That much-mythologized era continues to shape\u2014and perhaps burden\u2014Apple as it navigates its biggest leadership transition in 15 years. Somewhere along the way, Apple lost a part of its design and product magic, Rogers and several former design and hardware employees, investors, and analysts said. The September handoff from Tim Cook to incoming chief executive John Ternus, who currently leads hardware engineering, has Rogers and other longtime Apple watchers wondering: Can the company reclaim its product-first soul?<\/p>\n

To be fair, any assessment of Apple has to start with the obvious: By the numbers, Cook\u2019s tenure has been enormously successful. Annual revenue has grown by more than $300 billion since he became CEO in 2011, and profits have more than quadrupled. Few companies, if any, top Apple at building elite hardware fast with a sturdy supply chain, and it remains a gold standard in consumer products. Cook inherited a company reliant on one or two big bets at a time and turned it into one of the world\u2019s most operationally disciplined businesses.<\/p>\n

But the experts interviewed by Fortune<\/em> argue it has come at a cost. They say it\u2019s been years since Apple created or transformed a product category that became part of people\u2019s daily lives, not since the Apple Watch\u2019s debut in 2015 (some say not since the original iPhone). Apple has also had commercial disappointments, like the Vision Pro headset, and floundered on its Siri assistant. Critics say iPhone launches have settled into a rhythm of incremental updates.<\/p>\n

Some also point to a new threat. Gene Munster, a veteran Apple analyst turned investor, said AI is rapidly reshaping how people interact with devices and services in ways that could endanger Apple\u2019s consumer hardware grip. \u201cThey have to reinvent themselves,\u201d Munster said. \u201cIf they don\u2019t, somebody\u2019s going to come out with something 10 times better. It won\u2019t be overnight, but slowly. AI has that power.\u201d<\/p>\n

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Apple declined to comment. Rogers, who also cocreated smart home company Nest with former Apple executive Tony Fadell, said Ternus now faces a defining test. \u201cI\u2019ll put it this way,\u201d he said. \u201cHe has a tall task but a big opportunity.\u201d<\/p>\n

The magic years<\/h2>\n

Under Jobs, Apple\u2019s industrial design team was an all-powerful force and the heart of the company\u2019s product innovation. Jobs famously fused software and hardware into a walled garden across its devices, with star designer Jony Ive playing a definitive role in the look and feel of Apple\u2019s products.<\/p>\n

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The pair collaborated nearly daily, and Apple\u2019s culture prioritized people committed to figuring something out over those who cited technical limitations, former staff said. Jobs famously rejected focus groups, believing customers didn\u2019t know what they wanted. The goal was to make products so intuitive they needed no instructions, and to say no to anything mediocre in order to focus on what was radical.<\/p>\n

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Much of this was survival instinct. Jobs\u2019 Apple wasn\u2019t nearly the cash cow it is today; it had to keep reinventing itself to stay alive, often betting the entire business on one or two products at a time.<\/p>\n

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There are numerous examples of Jobs and Ive obsessing over intricate details, regardless of costs. This included fusing separate components into a single fluid form for the iPhone, and engineering the exact friction of a box lid opening. One story from journalist Tripp Mickle\u2019s book After Steve<\/em> describes how Jobs nearly scrapped the entire 1998 iMac launch because the computer had a CD tray instead of the CD slot he insisted it needed.<\/p>\n

How the magic was lost<\/h2>\n

The irony is that Apple\u2019s greatest designer is now a competitor. Ive\u2019s AI hardware startup, io Products, was acquired by ChatGPT-maker OpenAI in 2025. Ternus, appearing to sense the urgency, has reportedly told staff that the design team will continue to be central to Apple. On July 10, Apple sued former vice president Tang Tan and another former employee, accusing them of taking trade secrets to OpenAI. Before becoming OpenAI\u2019s chief hardware officer, Tan worked closely with Ive at io, which is named in the lawsuit; Ive is not. OpenAI said it has \u201cno interest in other companies\u2019 trade secrets\u201d and remains focused on building innovative technology.<\/p>\n

Former Apple staff say the design obsession faded after Jobs\u2019 death. Cook, an operational savant, hasn\u2019t frequented the design studio as often as Jobs did. The design team\u2019s influence waned as Apple poured its energy into manufacturing the iPhone and other bestsellers with military precision at massive scale.<\/p>\n

Under Cook, Apple has protected profit margins and expanded services such as iCloud. It has lost many of its old guard of designers like Danny Coster, Rico Zorkendorfer, and Christopher Stringer. <\/p>\n

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Stringer left in 2017 after nearly 22 years, frustrated that the HomePod he worked on had been treated as an accessory rather than a core, innovative product. Other designers had grown tired of the yearly cadence of iPhone releases, and Ive had become a more elusive executive since Jobs\u2019 2011 death.<\/p>\n

Read more What it\u2019s like to be a founder of the most high-stakes startup ever, OpenAI<\/a><\/p>\n

Even as one of the world\u2019s biggest companies, Apple has struggled to capture the public imagination under Cook as it did during the Jobs years, which some analysts say carries real business risk.<\/p>\n

\u201cThey were the underdog fighting, and now they\u2019re the incumbent\u2014that\u2019s why it\u2019s not as exciting anymore,\u201d said former Apple investor Arif Karim.<\/p>\n

Getting the magic back<\/h2>\n

Nearly every expert pointed to talent as the biggest lever Ternus can pull. Apple currently lacks a clear design or product star, they said, and it keeps losing respected staff. Two vice presidents, Paul Meade and Alan Dye, recently left for OpenAI and Meta, respectively. Ternus now has the power to build his own executive team and elevate rising talent who understand Apple\u2019s founding culture of innovation.<\/p>\n

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Some of Apple\u2019s old feistiness needs to return, too, several experts said, pointing to the underdog energy Elon Musk brings to Tesla and SpaceX as an example of what can drive real innovation.<\/p>\n

Analysts say Apple can go back to a model where its existing businesses go to the design team for direction, rather than designers reshaping ideas to fit what operations and finance want. Designers should be leading on what consumers actually need, said Munster, the investor.<\/p>\n

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That could mean a more \u201cproblem-first\u201d design approach\u2014identifying core human problems and applying technology to solve them, rather than starting from what\u2019s operationally convenient. It would likely also require deeply integrating AI (especially Siri) across Apple\u2019s operating systems and devices, and the discipline to say no to launches that don\u2019t clear a high bar for user experience.<\/p>\n

Several believe Ternus is the right executive for this moment. While he is not seen as a visionary like Jobs, he is a genuine product person with engineering credibility. He\u2019s won respect for projects like the company\u2019s 2007 iMac, which was the first to feature the iconic aluminum casing; Ternus played a pivotal role in building it.<\/p>\n

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One former colleague described him as the executive who \u201cquietly got shit done.\u201d He\u2019s known for a collaborative leadership style, has been a frequent presence at the design studio, and has delivered polished presentations at Apple\u2019s secretive annual off-site meeting of its top 100 leaders. Analysts say Cook has also done well to set up Ternus for success. Ternus will take over just in time to unveil Apple\u2019s next iPhone series, which reportedly could include Apple\u2019s first foldable phone. And even as Apple has lagged in developing AI, it\u2019s generated close to a billion dollars from App Store fees paid by AI companies.<\/p>\n

\u201cThey are still the consumer brand with the broadest reach from a hardware perspective,\u201d said longtime Apple analyst Carolina Milanesi. Her fondest Apple memory is watching the company unveil FaceTime in 2010, a moment that changed how people connected through their phones. Ternus, she said, has \u201can engineering mindset of understanding what is possible and what isn\u2019t.\u201d<\/p>\n

Ternus can\u2019t simply bring the colossus that is Apple back to its hungry startup days, Milanesi said. He needs to work within a system that ships more than 200 million phones a year. Rekindling the product-first focus may mean bringing that fire to only some devices, like foldables or glasses, while creating small, passionate groups that can bypass the institutional inertia of the larger organization.<\/p>\n

Some of its old grit could be beneficial. Former staff who worked on the first iBook, the company\u2019s colorful laptop, in the 1990s recall driving around Taipei in the early morning hours, encountering mom-and-pop shops with dirt floors and the occasional roaming chicken as they tried to assemble supply chains and troubleshoot issues with local vendors.<\/p>\n

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Those hardships forged a resourcefulness that no supply-chain optimization can manufacture on its own. It\u2019s that instinct, more than any single product, that some hope Ternus can bring back.<\/p>\n

\u201cApple has become the best in the world at iterating,\u201d said Rogers, the former engineer. \u201cThis is about going from iteration to innovation. Those are different skill sets.\u201d<\/p>\n

This article appears in the August\/September 2026 issue of<\/em> Fortune with the headline \u201cCan a new CEO bring back Apple\u2019s design mojo?\u201d<\/em><\/p>\n

Read more Capital One\u2019s big bet on baseball\u2014and why they think it can help win the credit card loyalty wars<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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