Highlights from Fortune's coverage of the tech innovator and icon.

Insights: Apple

 The recent terrorist attacks in Paris have many people questioning Apple's stance on privacy. Erin, is Tim Cook right? I think he is. And it's difficult to say that in light of what happened this weekend, but I think it is still important for us to look at Apple really getting out there in front of the privacy debate as opposed to some of their competitors like Facebook and Google. Apple doesn't actually use your data to monetize you with ads. They've taken this sort of bold step of encrypting all of your messages. So even if the government goes to Apple and says, we want Erin's data, they can't give it to them because they don't have access to it. And I think for the average person that puts a lot of trust in Apple, which means that their data is actually safe. Well, the problem with that is that it also gives a lot of cover to terrorists. I mean, this is a very challenging issue. New York City Police Commissioner Bill Bratton recently told Politico, you know, all of these iPhones are basically off the grid to law enforcement. And that's a real problem when we're increasingly living our lives on smartphones. And Apple has a huge market share there. I mean, I think it just raises the bar for what the government has to do in order to get our permission to look at our lives that are being increasingly lived online. I mean, just because it's all there, doesn't mean that they should automatically have access to it. This is pretty common in times of horrible tragedies for us to say, oh my god, do anything you can to prevent this. Take all of our data. And this happened after 9/11 with the Patriot Act. And now we're looking back and thinking, maybe that was a little bit of an overstep. And so I think now we should be really careful to not overstep again. While I agree with you, there are definitely been a lot of oversteps. You know, the recent cybersecurity legislation, CISA, is also top of mind with this, but at the same time, are we basically raising the bar so high that we're preventing law enforcement from doing anything about these attacks. I don't think that the bar is too high right now at all. And also, I think that you have to look at all the times that we have sort of allowed the government to come in and do a lot of spying and surveillance. Has it actually work? And I think there's a lot of data that shows both sides of that. And so I think that we should really question exactly what we're allowing the government to do. That's a fair point. 

Insights: What's More Important, Privacy or National Security?

Uncategorized

A debate on Apple's policy to protect users' personal data.

What's More Important, Privacy or National Security?

Fortune's Andrew Nusca and Erin Griffith debate Apple's policy to protect users' personal data in the wake of the Paris attacks. (November 2015)

the recent terrorist attacks in Paris has many people questioning apples stance on privacy. Erin is to cook, right? I think he is, and it's difficult to say that in light of what happened this weekend. But I think it is still important for us to look at Apple really getting out there in front of the privacy debate. A supposed to some of their competitors, like Facebook and Google. Apple doesn't actually use your data to monitor you with ads. They've taken this sort of bold step of encrypting all of your messages. So even if the government goto, Evelyn says, we want Aaron data. They can't give it to them because they don't have access to it. And I think for the average person, that puts a lot of trust in Apple, which means that their data is actually saying, Well, the problem with that is that it also gives a lot of cover to terrorists. I mean, this is a very challenging issue, New York City Police Commissioner Bill Bratton recently told Politico, You know, all of these iPhones are basically off the grid to law enforcement, and that's a real problem when we're increasingly living our lives on smartphones. And, you know, Apple has a huge market share there. I mean, I think it just raises the bar for what the government has to do in order to get our permission to look at, You know, our lives that are being increasingly lived online. I mean, just because it's all there doesn't mean that they should automatically have access to it. This is pretty common in times of horrible tragedies for us to say. Oh, my God. Do anything you can to prevent this. Take all of our data. And this happened after 9 11 with the Patriot Act. And now we're looking back and thinking Maybe that was a little bit of an overstep. And so I think now we should be really careful to not overstep again. Why? I agree with you. There definitely been a lot of oversteps. You know, the recent cyber security legislation. Isa is also the top of mind with this, But at the same time are we basically raising the bar so high that we're preventing law enforcement from doing anything about these attacks? I don't think that the bar too high right now at all. Um, and also I think that you have to look at all the times that we have sort of allowed the government to come in and do a lot of spying and surveillance hasn't actually work, and I think there's a lot of data that shows both sides of that. And so I think that we should really question you know exactly what we're allowing the government to. D'oh, that's a fair point.

[MUSIC PLAYING] He is Apple CEO Tim Cook. And he's going to be interviewed by Fortune executive editor, Adam Lashinsky. Please welcome them. [APPLAUSE] [MUSIC PLAYING] Thank you, Alan. And welcome, Tim. Thank you. Great to be here. I'm so pleased, personally, that you're here helping us make history in Guangzhou. Alan, if we didn't mention any company that Apple has a competitive relationship with, we wouldn't have much to talk about. We couldn't mention any company during our chat. I know you've been here all week. So we have a lot of exciting things to talk about. But I wanted to start by looking back. Apple has a rich history with China. And you have a rich history with China, because you've been traveling here a long time. Could you share a thought on that and also reflect on what has changed? I came to China for the first time in maybe a quarter century ago. So that's the reason my hair is gray by now. And it's just been a sea change. You think about it now. Some of the most modern cities in the world are in China. In the mid '90s, you wouldn't find any modern cities of the world here. The infrastructure that is going on in China has come an extraordinary distance. Also, China at that time was, at least from our point of view, was focused mainly in China. Now China plays a leadership position for the world in many different areas. And so it's like a different country. If you were to come in when I did and you went to sleep for the 25 years, and you were parachuted back in, it would be unrecognizable. China has extraordinary skills. And so probably the part that is the most unknown is there's almost 2 million application developers in China that write apps for the iOS App Store. And these are some of the most innovative mobile apps in the world. And the entrepreneurs that run them are some of the most inspiring and entrepreneurial in the world. Those are sold not only here but exported around the world. Also, in the manufacturing space, China has moved into very advanced manufacturing. And so you find in China the intersection of craftsmen kind of skill and sophisticated robotics in the computer science world-- that intersection, which is very, very rare to find anywhere-- that kind of skill, which is very important for our business because of the precision and quality level that we like. And then, of course, the thing that most people focus on, if they're a foreigner coming to China, is they focus on the market itself and the size market. And, obviously, it's the biggest market in the world in so many different areas. But for us, the number one attraction is the quality of people. So we've had an extraordinary relationship over three decades really. 

Insights: Apple's Tim Cook: China Offers Skilled - Not Cheap - Workers

The CEO spoke with FORTUNE December 2017.

Apple's Tim Cook: China Offers Skilled Workers

he is Apple CEO Tim Cook, and he's going to be interviewed by Fortune executive editor Adam Lashinsky. Please welcome them. Thank you, Alan. And welcome, Tim, You great to be here. I'm so pleased personally that you're here helping us make history in Guangzhou. Alan, if we didn't mention any company that Apple has a competitive relationship with, we wouldn't have much to talk about. We couldn't mention any company during our I know, you've been here all week, so we have We have a lot of exciting things to talk about, but I wanted to start by by looking back. Apple has a rich history with China, and you have a rich history with China because you've been traveling here. Ah, long time. Could you share a thought on that and also reflect on what has changed? I came to China for the first time in maybe 1/4 century ago. So that's treating. My hair is gray by now, and it's just been a sea change. You think about it now. The some of the most modern cities in the world are in China. Uh, in in the mid nineties, you wouldn't find any modern cities of the world here, Um, the infrastructure that is going on in China coming extraordinary distance. Also, China at that time was leased from from our point of view was focused mainly in China. Now China plays a leadership position for the world in in many different areas. So it, I mean, it's like a different country. If you were to come in when I did and you went to sleep for the 25 years and you were parachuted back in, it would be unrecognizable. China has extraordinary skills, and so what? Probably the port that is the most unknown is there's almost two million application developers in China. That right acts for the Iowa App store. And these were some of the most innovative mobile app in the world. And the the entrepreneurs that run them are some of the most inspiring and entrepreneurial in the world. Those air sold not only here but exported around the world. Also in the manufacturing space, China has moved into very advanced manufacturing. And so you find in China the sort of the intersection off craftsman kind of skill, uh, and, uh, sophisticated robotics than in, uh, sort of the computer science world, that intersection, which is very, very rare to find anywhere that that kind of skill, uh, which is very important for our business because of precision and quality level that that that we like. And then, of course, the thing that most people focus on when they if they're, if they're a foreigner coming to China, that focus on the market itself, in the sides market. And obviously it's the biggest market in the world in so many different areas. Um, but for us, the number one attraction is the quality of people and, uh, and way we've had an extraordinary relationship over three decades, really?

 One of them is around trying to change the metrics that businesses use to measure their performance with an eye toward diminishing short-termism and maximizing long-termism. Apple has been good at this for a long time. My challenge to you is that it worked out really well for Apple. That's part of your culture. So now you can continue to be long-term oriented. What's an action that the rest of the companies in the room can take to make themselves behave in a long-term fashion despite the pressures to be short term? You have to have a board and a CEO and a sort of a top level management team that is willing to put aside the stock price, because if you're making a decision based on the investor-- short-term investors, you're going to be guaranteed to be making terrible decisions. And so this is like number one, two, and three. If you do that, it will set the tone in the organization. And so I look at the investments we make, the big ones, are all multi-year, some time five, seven, 10 years out. And they're certainly not conducive to a 90-day cycle. And so we report every 90 days, because it's a requirement. If I were king for a day, 90-day earnings things would be just flushed. They're a remnant of a different day and time I think and have-- really are not set for modern business. And so what you have to do as a CEO and the board is you have to look yourself in the mirror and say, I'm going to take the heat. And I'm going to tell my investors, we welcome all of you. But if you're short term, I'd really advise you not to get in, because it's not how we're going to make our decisions. But as you know, many CEOs may in the course of three or six months or nine months, they may well lose their jobs in that scenario. And your answer to them is, so what? That's what you're being paid to do, right? I think if you're the CEO, you have to look at something broader than yourself. There has to be something bigger. And your company is not going to be successful if you're making 90-day decisions. 

Insights: Apple's Long-Term Decisions are Key to Success

Tim Cook says CEO should contribute to growth and success.

Apple's Long-Term Decisions are Key to Success

Tim Cook explains how the CEO should contribute to future growth and success.

one of them is around trying to change the metrics. That business is used to measure their performance with an eye toward diminishing short termism and maximizing long termism. Apple has been good at this for a long time. Might. My challenge to you is that, you know, it worked out really well for Apple. It's part of your culture. So now you can continue to be long term oriented. What's in action that the that the rest of the companies in the room can take to make themselves behave in a long term fashion, despite the pressures to be short term? Yeah, you have to have ah, eh board and a CEO in a sort of a top level management team that is willing to put aside the stock price. Because if you're making a decision based on the investor short term investors, you're gonna be guaranteed to be making terrible decisions. And so this is like number 12 and three. Uh, if you do that, it will set the tone in the organization. And so I I look, att, um, the investments we made, the big ones are all multi year sometime. Uh, you know, 57 10 years out, and they're certainly not conducive to a 90 day cycle. And so we report every 90 days because it's a requirement. If I were king for a day, 90 day earnings, things that just flushed, they're a remnant of a different day in time. I and have really are not set for modern business. And so what you have to do is the CEO, and the board is You have to look yourself in the mirror and say, I'm gonna take the heat and I'm gonna tell my investors we welcome all of you. But if you're short term, I've really advise you not to get in because it's not how we're gonna make our decision. Um, but as you know, many CEOs may in the course of three or six months or nine months, they may well lose their jobs in that in that scenario, and your answer to them is so what? That's what you're being paid to do, right? I think if you're the CEO, you have to look at something broader than yourself. There has to be something bigger, and your company is not going to be successful. If you're making 90 days

[MUSIC PLAYING] Our view of privacy started from our values, and then we crafted our business model to that. It didn't start with one and then we backed into oh, well, we feel good about this one. And as you say, we've felt strongly about privacy when no one cared. And so this is isn't something that we woke up one morning and said, oh, the media is focusing on privacy today. Let's do that. We've felt very strongly on this issue from the beginning, because we could see not the specific details, but we could see that the building of the detailed profile on people likely would result in significant harm over time, that it could be used for too many nefarious things. And we think that people in today's environment don't have a full view of who has what, and how much of their lives is open to-- has been opened to commercial entities and public entities. 

Insights: Tim Cook: "We Felt Strongly About Privacy When No One Cared"

The company has recognized data concerns for years.

Tim Cook: "We Felt Strongly About Privacy When No One Cared"

Cook says the company has recognized data concerns for years. (June 2018)

[MUSIC PLAYING] Good evening, everyone. And welcome Tim, thank you so much for being here. It's great to be here. As Alan said, I think there is no better CEO to help us frame the next 24 hours of conversation. And I want to start on the subject of what the CEO's role is in your opinion, with an observation that as little as a decade ago, most companies-- and I would include Apple-- the CEO did not regularly talk about things like socialistic issues or policy if it didn't relate precisely to the company's business. And as CEO of Apple, you have. And so let me ask you to start at a high level, how do you frame the role of the CEO? Well, for Apple, we've always been about changing the world. And it became clear to me some number of years ago that you don't do that by staying quiet on things that matter. And so for us, that's really been the driving issue. And there's no formula about when you speak and when you don't. But the way that I think about it is, is it's something that Apple has a special expertise on. Because I don't want Apple to be another talking head, right? We should only speak when we have certain knowledge to bring to the subject. [MUSIC PLAYING]

Insights: Tim Cook on Taking a Stand

The CEO explains why he and the company choose to speak out.

Tim Cook on Taking a Stand

The CEO explains why he and the company choose to speak out. (June 2018)

good evening, everyone. And, uh, welcome, Tim, thank you so much for being here. Great to be here. As Alan said, I think there is no better CEO to help us frame the next 24 hours of conversation. And I want to start on the subject of what the CEO's role is, in your opinion, with an observation that as little as a decade ago, most companies and I would include Apple CEO did not regularly talk about things like socialist issues or policy if it didn't relate precisely to the company's business. And as CEO of Apple, you have. And so let me ask you to start at a high level. How do you frame the role of the CEO? Well, for more for Apple, we've always been about changing the world, and it became clear to me some number of years ago that you don't do that by staying quiet on things that matter, and and so for us, that's really been the driving driving issue. And, uh, there's no formula about when you speak and when you don't. But for the way, the way that I think about it is, um, is it something that Apple has a special expertise on, um because I don't want Apple to be another talking head. Right. Uh, we should only speak when we have certain knowledge Thio to bring to the subject.

 I think it's become clear to all of us that some of us are spending too much time on our devices. What we've tried to do is then think through pretty deeply, well, how could we help with that, because honestly, we've never wanted people to overuse our products. This is not an area where-- like exercise where you can say 30 minutes a day is good for almost everybody. And 12 hours a day is pretty much good for the vast majority of people. It's not like that, because some people use their phone or their iPad to read books. Some people use them to listen to music in the background. Some people use their iPad as their TV. And so what we're doing is, one-- not just for kids, but for everybody. Yeah, the rest of us need it too. And all of us need it. And I have been monitoring my own-- is we're-- you can easily get a report that shows where you're spending your time, how much time, where you're spending it. I started monitoring the number of times, which we will also tell you, of how many times you pick up your phone. This is going to be available to everybody in-- Everybody. We're building it into the OS. That's a scary number I think. --because we want everybody to have this information. And then you can do what you want to with it. You might say, I don't want to do any of this. You might do like I've done is you've started saying, well, I can make this change and this change and this change. In addition to that, we're doing a whole bunch of other things for parents to be able now, not just to disqualify an app from their kid's use. But now they can set a time limit. And so you can have 30 minutes a day on social media or whatever it is. Tim, it's amusing and telling that you're calling this the thing that all of us parents already called it, which is screen time. And we said, we want less screen time. So that's what you're calling the tool. And so I think it's going to-- I think it's pretty profound. It's simple, because it's built in. But it's profound if you want it to be. 

Insights: Apple Is Changing How Often You Pick Up Your Phone

Apple Is Changing How Often You Pick Up Your Phone

I think it's become clear to all of us. Some, uh, some of us are spending too much time on our way. Tried to do is then think through pretty deeply Well, how could we help with that? Because, honestly, we've never wanted people to overuse our product. This is not an area where, like, exercise, where you can say 30 minutes a day is kind of good for almost everybody. And, um, you know, standing 12 hours a day pretty much good for the vast majority of people. It's not like that because some people use their phone or their iPad to re book. Some people use them to listen to music in the background. Some people use their iPad is on TV and what we're doing is one not just for kids, but for everybody. Yeah, the rest of us needed and all of us needed. And I didn't monitored my own is, uh, where you can easily get a report. It shows where you're spending your time, how much time we're spending. I started monitoring the number of times, which we will also tell you how many times you pick up your phone. This is gonna be available to everybody and everybody, huh? We're building it into the O. R. That's a scary number because we want everybody to have this information, and then you can do what you want to with You might say, I don't want any You might do like I've done is you've started saying all I could make this change in this change in this. In addition to that, we're doing a whole bunch of other things for parents to be able now not just to disqualify an app from their kids you. But now they can set a time limit. And, you know, you could have ah, 30 minutes a day on social media, whatever it is, Uh, you know, it's amusing and telling that you're calling this the thing that all of us parents already called it, which is screen time. We said, we want less screen time, so that's what you're calling you a fool, and I think it's going to be I think it's pretty profound. It's simple because it's built in, but it's perfect if you want it to be

 I think if all of us as sustainability professionals have to resort to make and sell less stuff as the answer to the problem, then we are suffering from an extraordinary lack of imagination and innovation. I mean, one of the things that your company certainly, I think, Apple is about is trying to understand where the technology innovations and other innovations are that help us to reduce carbon intensity. We're not advocating for less people to have access to our products. That's not the answer we're looking for. What we're looking for is understanding the whole puzzle. I mean, there's lots of work being done on the app economy, on the idea-- I was telling somebody before that so many people much younger than me, unfortunately, more on the age of my kids, don't necessarily feel that they need access to as many things, including automobiles, because they feel connected to be able to get to those. And what is the impact of that? So I totally understand that as growth happens, carbon intensity can sometimes be a little bit of a difficult pill to swallow. But I don't see how you can get around. We didn't present carbon intensity on the website because it's a great story for us. We wanted to own the whole footprint. But I do think it has a place in the discussion. I think, Lisa, I'll close with a similar question, which I know you've addressed before. You also are unwilling to apologize for this accusation that Apple designs its products for obsolescence. A lot of them get tossed out, and that's not good for the environment. Why not? First off, it's not true. We do run, I think, probably the best recycling collection scheme of anyone in our sector. We collect well over 80% by weight of the product amount that we put out seven years ago, which is a metric that the industry came up with. It actually wasn't an Apple metric. We do fine by that metric. Part of the interesting thing about that metric is if you look at the weight of product seven years ago, our products have gotten very different in terms of even the Macs, to use a great example. It's gotten smaller. It's gotten lighter. It's gotten more compact. So we're collecting a lot based on a product mix that goes down. We don't collect a lot of our product. We're still have a lot of folks who are still using relatively old models, if you will, of our product, because they can still use the software. What our challenge is for anyone who's looking at resource efficiency or the circular economy or a lot of the great discussions I know we're all going to have over drinks or dinner over the next couple of days is to figure out how the collection process turns into the reuse process turns into the commoditization of recycled material turns into an entire economy around that. And to recognize that although we love circles and it's a wonderful metaphor that we have to have lots of places for people to input and output from that circle. So I do believe that there is a need to look at the longevity and usefulness of the products, how long they last, how resilient they are, as part of that question. Because you can make anything and recycle it. But if you make something and give it high value and use high quality materials that are therefore recyclable, that's a good first step and where Apple wants to go and where I think we can lead is because of the materials we use. We'll be on that road in the future. 

Insights: How Apple Strives For Sustainable Products

The challenges the tech giant faced when trying to be green.

How Apple Strives For Sustainable Products

Apple's environmental initiatives VP, Lisa Jackson, discusses the challenges the tech giant faced when trying to be green. (May 2014)

I think if all of us is sustainability, professionals have to resort to make and sell less stuff is the answer to the problem. Then we are suffering from an extraordinary lack of enough imagination on innovation. I mean, one of the things that, um, your company certainly I think Apple is about trying to understand where the technology, innovations and other innovations are that help us to reduce carbon intensity. We're not advocating for less. People toe have access to our product. That's not the answer we're looking for. What we're looking for is understanding the whole, the whole puzzle. I mean, there's lots of work being done on the app economy on the idea of telling somebody before that, you know, so many people much younger than me. Unfortunately, more on the age of my kids don't necessarily feel that they need access to many things, including automobiles, because they feel connected to be able to get to those. And what is the impact of that? So I totally understand that growth happens. Um, carbon intensity can sometimes the a little bit of ah ah, difficulty pill to swallow, but I don't see how you can get around you know, we didn't We didn't present carbon intensity on the Web site because it's a great story for us. We wanted to own the whole footprint, but I do think it has a place in the I think we felt close with a similar question, which is I know you've addressed before. You also are unwilling to apologize for this accusation, that Apple designs its products for obsolescence that you know a lot of get tossed out. And that's not good for the environment. Why not? Yeah, First off, it's not true. We do run, I think, probably the best recycling collection scheme of anyone in our sector. We collect well over 80% by weight of the product amount that we put out seven years ago, which is a metric that the industry came up. Whether actually wasn't Anabel metric. We do find by that metric part of it. Part of the interesting thing about that metric is, if you if you look at the weight of product seven years ago, our products have gotten very different in terms of even the max. He's a great example. Gotten smaller, gotten lighters, got more compact. So we're collecting. Ah lot based on a product mix that goes down. We don't collect a lot of our product. We're still have a lot of folks who were still using relatively old models, if you will, of our product, because they can still use the software. What we what are challenges for anyone who's looking at resource efficiency or the circular economy? Or a lot of the great discussions I know we're all gonna have over drinks or dinner over the next couple of days is figure out how the collection process turns into the res process, turns into the commoditization of recycled material, turns into an entire economy around that, and to recognize that although we love circles and it's a wonderful metaphor that we have to have lots of places for people to end, put an output from that circles. So I don't I do believe that there is a need to look at the longevity and usefulness is a product of the product, how long they last, how resilient they are as part of that question, because you can make anything and recycle it. But if you make something and give it high value and use high quality materials, that are there for recyclable. That's a good first step and where Apple wants to go, Where I think, um, we can lead is because of the materials we use will be on that road in the future.

[BRIGHT MUSIC] There's lots of ways to be as a person. [GENTLE MUSIC] And some people express their deep appreciation in different ways. [GENTLE MUSIC] But one of the ways that I believe people express their appreciation to the rest of humanity is to make something wonderful and put it out there. And you never meet the people. You never shake their hands. You never hear their story or tell yours, but somehow in the act of making something with a great deal of care and love, something's transmitted there. [GENTLE MUSIC] And it's a way of expressing to the rest of our species our deep appreciation. So we need to be true to who we are. And remember what's really important to us. That's what's going to keep Apple Apple is if we keep us us. [GENTLE MUSIC] [APPLAUSE] Thank you. Thank you. [APPLAUSE] I love hearing his voice and his inspiring message, and it was only fitting that Steve should open his theater. [APPLAUSE] Thank you. [APPLAUSE] It is the honor of a lifetime to be the first to welcome you to the Steve Jobs Theater. Steve meant so much to me and so much to all of us. There's not a day that goes by that we don't think about him. Memories have especially come rushing back as we prepared or today and this event. It's taken some time, but we can now reflect on him with joy instead of sadness. Steve's spirit and timeless philosophy on life will always be the DNA of Apple. His greatest gift, his greatest expression of his appreciation for humanity would not be a singular product, but rather it would be Apple itself. We dedicate this theater to Steve because we loved him and because he loved days like this where he could share our latest new products and new ideas with the world. [BRIGHT MUSIC]

Insights: Tim Cook: Steve Jobs Will Always Be the DNA of Apple

Tim Cook: Steve Jobs Will Always Be the DNA of Apple

“Today and everyday we honor him.” (September 2017)

There's lots of ways Toby as a person, and some people express their deep appreciation in in in different ways. But one of the ways that I believe people express their appreciation to to the rest of humanity is to make something wonderful and put it out. And you never You never meet the people. You never shake their hands. You never hear their store, your tell yours. But somehow, in the act of making something with a great deal of care and love, something's transmitted there. And it's a way of expressing to the rest of our species our deep appreciation. So we need to be true to who we are and remember what's really important to us. That's what's gonna keep Apple album if we keep us. Thank you. I love hearing his voice and his inspiring message, and it was only fitting that Steve should open his theater. It is the honor of a lifetime to be the first to welcome you to the Steve Jobs Theater. Steve meant so much to me and so much to all of us. There's not a day that goes by that we don't think about him. Memories have especially come rushing back as we prepared for today and this event. It's taken some time, but we can now reflect on him with joy instead of sadness, Steve Spirit and timeless philosophy on life. We'll always be the DNA of Apple. His greatest gift, his greatest expression of his appreciation for humanity, would not be a singular product. Rather, it would be Apple itself. We dedicate this theater, Steve, because we loved him and because he loved days like that where he could share our latest new products and new ideas of the world.

[MUSIC PLAYING] Apple is quite pleased to be ranked high on Fortune's annual changed the world list, because this is a company that with, quite a good deal of justification, feels that it makes a contribution to the world through its normal business activities. When I asked Cook at the very beginning of the interview, how does apple change the world? The very first thing that he referenced is Apple's products. And we make products for people that are tools to enable them to do things that they couldn't otherwise do. That enabled them to create or learn or teach or play. Do something really wonderful. I think that's quite warranted and that is one of the reasons that Fortune put Apple so high on its change the world list. Apple has really changed the way people behave in their everyday life and while there are downsides, it's made the world a better place for a lot of people, and the company recognizes that. We did a project called CareKIt. People are not in a great frame of mind when they're getting out of hospital, and so we developed a very simple app that enables the patient to know exactly what to do, helps push the patient to do those, and communicates back to the doctor. There's no business model. We did it because we thought, this is something that needs to be done, so we did it. I asked Cook why Apple does not have a foundation. Almost every big company has a corporate foundation for corporate giving, and his answer really struck me. When a company sets up a foundation, there is a risk, in my judgment, of the foundation becoming this other thing that is not connected to the company. It has a separate board of directors, it becomes a separate thing. I don't want that for Apple. I want everybody involved. My perspective is, if you want to do good, you maximize how to do good. My view, we do a lot more good with 120,000 people behind it than we would putting 12 people over in the corner to make decisions. I'm not criticizing people that do that. I think maybe they found a way and maybe it's great, but it wouldn't be Apple. What's a little bit surprising about Apple under Tim Cook's leadership is that if you think back to five years ago when he first became CEO, he was this quiet southerner who had toiled in the shadow of one of the world's most famous men. And almost ironically, Cook has been the one who has really brought to the fore a consciousness about Apple being a good company. This will likely be one of the legacies of Tim Cook, and I think a surprising one. I don't subscribe to the all are good or all are bad. I think life is not simple like that. There are some that are good and some that are not. We put all of our ourselves into being a force for good. We see that as our role in life. That was the motivation behind creating Apple when it was created. It's still the motivation today. It's what drives us. [MUSIC PLAYING] 

Insights: Why Apple Doesn’t Need a Foundation to Change the World

They were number 3 on the 2017 Change the World list.

Apple Doesn’t Need a Foundation to Change the World

The tech mega-giant was number 3 on the 2017 Change the World list.

Apple is quite pleased to be ranked high on Fortune's annual change the world list because this is a company that, with quite a good deal of justification, feels that it makes a contribution to the world through its normal business activity. When I asked Cook at the very beginning of the interview, how does Apple changed the world? The very first thing that he referenced his Apple products. We make products for people that are tools to enable them to do things that they couldn't otherwise. D'oh enabled them to create or learn or teach or play do something really wonderful. I think that's quite warranted. And that is one of the reasons that fortune put Apple so high on it. Change the world list. Apple has really changed the way people behave in their everyday life, and while there are downsides, it's made the world a better place for a lot of people in the company recognized we did a project called character. People are not in a great friend of mine when they're getting out of hospital, and we developed a very simple app that enables the patient know exactly what to do. Help pushed the patient to do those and communicate back to the doctor. There's no business. We did it because this is something that needs to be done and we did it. I asked Cook why Apple does not have a foundation. Almost every big company has a a corporate foundation for corporate giving, and his answer really struck me when a company set up a foundation. There is a risk, in my judgment, off the foundation, becoming this other thing that is not connected to the company. It has a separate board of directors. It becomes a separate thing. I don't want that for Apple. I want everybody involved. My perspective is, if you want to do good, you maximize how to do good. My view. We do a lot more good with 120,000 people behind it. Then we would putting 12 people over in the corner to make decisions. I'm not criticizing people that do that. I think maybe they found a way and maybe it's great, but it wouldn't be Apple. What's a little bit surprising about Apple under Tim Cook's leadership is that if you think back to five years ago when he first became CEO, he was this quiet Southerner who had toiled in the shadow of one of the world's most famous men. And almost ironically, Cook has been the one who has really brought to the fore consciousness about Apple being a good company. This will likely be one of the legacies of Tim Cook, and, I think, a surprising one. I don't subscribe to the all good or all bad like it's not simple like that. There's some that are good and some that are not. We put all of ourselves into being a force for good. We see that our role in life that was the motivation behind creating Apple when it was created. Still the motivation. Today it's what drives.

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Fortune's Andrew Nusca and Erin Griffith debate Apple's policy to protect users' personal data in the wake of the Paris attacks. (November 2015)

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