As Tim Cook hands the reins to hardware engineering chief John Ternus in September 2026, the company faces its biggest leadership transition in 15 years. While Cookβs tenure delivered massive revenue growth and operational excellence, many former employees and analysts say Apple has lost the product-first, risk-taking design culture that defined the Jobs years. Fortune explores whether Ternus can shift the company from steady iteration back to true innovation.
Matthew Rogers remembers Appleβs scrappy days when, as an engineer fresh out of college, he could debate ideas directly with Steve Jobsβ¦ βI was 23, 24 years old, and I interacted with Steve Jobs. Thatβs crazy, right? But thatβs the organization he ran,β Rogers told Fortune from his Silicon Valley office (he now runs food-recycling startup Mill).
Back then, Appleβs 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 βthe best thing out thereβ and take real risks. Some of Appleβs most iconic products came out of a skunkworks team across the street from the main office.
That much-mythologized era continues to shape β and perhaps burden β Apple 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?
Rogers, who also cocreated smart home company Nest with former Apple executive Tony Fadell, said Ternus now faces a defining test. βIβll put it this way,β he said. βHe has a tall task, but a big opportunity.β
Under Tim Cook, Apple systematically strayed from Steve Jobsβ core vision. Product Design, the very soul of the company Jobs rebuilt, was demoted, sidelined, and subordinated to operations, supply-chain efficiency, and services revenue. The result? Fifteen long years of polished, but profoundly boring iteration: thinner bezels, faster chips, incremental camera bumps, and endless βProβ variants that rarely moved the industry forward the way the original iPhone, iPad, or even the aluminum unibody MacBooks once did.
Jobs put Design at the absolute top of the food chain. Jony Iveβs group wasnβt a service department; it was the engine. Cook flipped the hierarchy. Hardware engineering, operations, and finance called the shots (poorly; witness Luca Maestri famously rejecting calls to invest in AI early on which is why heβs now sidelined). Design became reactive instead of directive. The Vision Pro launched as an impressive, but overpriced, underbaked curiosity. After billions spent, the Apple Car evaporated. True category-defining leaps simply did not happen.
Now comes John Ternus, a product person, a hardware guy who has spent his career shipping actual devices rather than optimizing margins. Early signals are encouraging: bringing trusted hardware lieutenants back into the fold and already embedding himself with the industrial design group. That is exactly the right instinct.
If Ternus moves quickly to restore Design to its rightful place at the apex of Appleβs decision-making, the company might finally escape the long, comfortable, lucrative mediocrity of the Cook era. Apple doesnβt need another fifteen years of safer, prettier, or just different iterations. It needs the return of products that make people stop, stare, and rethink what a computer in their pocket, on their wrist, or on their face can be.
The hardware engineer is about to become CEO. The question is whether he has the will β and the authority with Cook looming as Executive Chairman β to put Design back on top where Jobs left it. The next few years will tell us if Apple can innovate againβ¦ or if the iteration treadmill simply continues under a new CEO.
Fingers crossed!
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