Jobs, however, was a "front cover" guy. He made time for other people like himself. Fellow entrepreneurs. This is all well-chronicled in the two now-seminal texts on Jobs and Apple: Walter Isaacson's
and Adam Lashinsky's
. There were people Jobs had respect for and
people he had respect for
Sure, he had respect for Cook, but did he really
have respect for Cook
. Sort of like this bit of Seinfeld gold:
Why would Jerry bring anything?
You get the point. Other than acting as something less than a lieutenant -- let's call him an implementer, something between an 'A' and 'B' player, if you will -- Cook absolutely was never in Jobs's league. Jobs had to know this. So why pick the guy to run Apple? It just doesn't add up.
As such, when you consider what's needed to follow in the footsteps of iPod, iPhone and iPad, it's abundantly clear it's not Tim Cook. That doesn't mean he's worthless, it just means he should not have been named Apple CEO. In other words, Steve Jobs should have typecast Tim Cook as a role player. For some reason he did not. That surprises me. It helps explain why
Apple is having such a tough go of it
That brings us back to Jack. Not Mr. Box, but Dorsey. The 36-year old Founder and CEO of
-- you know
the mobile payments company that's changing the world
-- and Founder of Twitter, the company that disrupted, disrupts and will continue to disrupt.
Critics of my
Fire Cook, Hire Dorsey
campaign say Dorsey is too young. Or that he's a software guy. Or that he doesn't know anything about hardware. Or that he's too good-looking (I can't argue with that one). But they miss the point.
He's a visionary. And you cannot pigeonhole true visionaries. That word knows no boundaries. You can speak Jack Dorsey's name in the same breath as Steve Jobs's and absolutely get away with it. In fact, if you don't utter Dorsey and Jobs in the same breath, you -- to put it mildly -- don't know what the hell you're talking about.
While Apple doesn't necessarily require a carbon copy of Steve Jobs, it needs somebody like him. Not the type of cat who berates girl scouts over sugary cookies or undresses people in front of their peers in team meetings, but a visionary leader who doesn't think in terms of supply chains, hardware, software, buyback, dividends and all of the ordinary things Cook appears most comfortable with. The type of stuff that ultimately sends great companies on the path to mediocrity.
Written by Rocco Pendola in Santa Monica, Calif.