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It’s been a couple of weeks since the passing of Steve Jobs, co-founder and former CEO of Apple, Inc. Tim Cook is now in charge as Apple’s CEO, and has already survived his fair share of excitement, including the release of the iPhone 4S and failure on the part of the company to live up to shareholder expectations for traditionally strong fourth quarter earnings. Still, the question that many in the industry have been asking is: can the company’s meteoric success continue without such a dynamic and polarizing figure at the helm?

It’s safe to say that for now, the answer is yes. For all that Jobs is credited with helping to create, such as the iPhone, iMac and OS X, it’s often overlooked that his biggest creation is Apple itself. Knowing that his death was a very real possibility, the Apple co-founder took massive steps to ensure that the company would continue along a path of his choosing long after his passing.

Steve Jobs U. Fairly credible rumors have been circling in recent days that Jobs laid out a number of discrete steps in order to guide the company through the next three to four years. What to buy, what to release, what to show, what to hold back. It has been said, in fact, that the next several generations of Apple products will still have his personal touch in terms of design and featureset.

Considering the wild popularity of most Apple products, that can only be described as a good thing.

Jobs’ touches on the company are much more fundamental than a simple action plan, however, as he took great pains to teach Apple what he sees as important. How he thinks about the design and creation of Apple products, and how he hopes and expects the company’s leadership to stay on top of their game. Within Apple’s Cupertino campus, there’s a school for the employees and executives of Apple, Inc.

Steve Jobs put as much effort into the creation of this program as he did any of Apple’s major consumer technologies. In charge of the school is a man snagged in the midst of his rise as a shining star at Yale University – former dean Joel Podolny. After making strides and getting noticed at the school, Podolny abruptly resigned not very long ago.Apple After Jobs

At first, his compatriots and employers at Yale were mystified – considering how well he was doing, he could have gone very far. It wasn’t until later that word spread of his employment at Apple. Steve Jobs visited Podolny personally and asked him to come to Apple and helm the then-CEO’s latest project. To showcase the importance that Jobs placed upon Podolny’s new and unexpected role at Apple, he was given an office not too far from Jobs’ own.

The program is reportedly designed to distill the wisdom of Apple into a well-defined curriculum that can be taught to future leaders and engineers. It isn’t the first time a company has launched its own sort of internal university, a school that ensured future generations would rise up with the necessary competence to lead their companies into a new tomorrow.

Most of those, however, are long faded from memory; it simply isn’t en vogue for a corporation to have its own school – not just a school of thought, but an actual school – and so few, if any, enjoy a continued existence. Save for Apple’s own, of course, but that’s a new thing.

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Tim Cook and Jony Ives In the absence of Steve Jobs from Apple’s picture, it is crystal clear that the two men who shall wield more influence than any others in terms of how the company will now run are Tim Cook and Jonathan Ives. Jonathan Ives is responsible for many of the recent designs that have won Apple so much in terms of followers and acclaim. The U.K. designer has won multiple awards for his industrial efforts, and for no small feat – many of those designs have gone on to influence companies industrywide, from the smallest PC makers to the largest OEMs.

Apple After JobsSteve Jobs was always a fan of forward-looking design ideas and methodologies; partner Steve Wozniak recalled one circuitboard that Jobs kept saying wasn’t good enough simply because he found the chip layout to be aesthetically displeasing. It wasn’t until Wozniak showed Jobs that re-engineering the board to fit his new guidelines would result in a substandard product that the other man relented.

One design icon from whom both Jobs and Ives took a number of cues was Dieter Rams, Chief of Design at the Braun Corporation. Braun is known today largely for the products in the personal care industry, such as electric shavers. Back in the day, however, the company enjoyed a solid reputation for its efforts in the radio, film projector, hi-fi, record player and clock markets.

Rams was famous for what he called the Ten Principles of Good Design, and after reading through them it becomes clear why Apple’s leadership look so closely to Rams for inspiration (as taken from SFMOMA’s exhibit on the career of Rams):

Good Design Is Innovative— The possibilities for innovation are not, by any means, exhausted. Technological development is always offering new opportunities for innovative design. But innovative design always develops in tandem with innovative technology, and can never be an end in itself.

Good Design Makes a Product Useful—A product is bought to be used. It has to satisfy certain criteria, not only functional but also psychological and aesthetic. Good design emphasizes the usefulness of a product while disregarding anything that could possibly detract from it.

Good Design Is Aesthetic—The aesthetic quality of a product is integral to its usefulness because products are used every day and have an effect on people and their well-being. Only well-executed objects can be beautiful.

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