Question: Whose return to the company that lost a lawsuit vs. Microsoft and Hewlett-Packard, resulted in that company's reorganization?

full_context: Document 1: Macintosh: Apple has generally dominated the premium PC market, having a 91 percent market share for PCs priced at more than $1,000 in 2009, according to NPD. The Macintosh took 45 percent of operating profits in the PC industry during Q4 2012, compared to 13 percent for Dell, seven percent for Hewlett Packard, six percent for Lenovo and Asus, and one percent for Acer. While sales of the Macintosh have largely held steady, in comparison to Apple's sales of the iPhone and iPad which increased significantly during the 2010s, Macintosh computers still enjoy high margins on a per unit basis, with the majority being their MacBooks that are focused on the ultraportable niche that is the most profitable and only growing segment of PCs. It also helped that the Macintosh lineup is simple, updated on a yearly schedule, and consistent across both Apple retail stores, and authorized resellers where they have a special "store within a store" section to distinguish them from Windows PCs. In contrast, Windows PC manufacturers generally have a wide range of offerings, selling only a portion through retail with a full selection on the web, and often with limited-time or region-specific models. The Macintosh ranked third on the "list of intended brands for desktop purchases" for the 2011 holiday season, then moved up to second in 2012 by displacing Hewlett Packard, and in 2013 took the top spot ahead of Dell.
Document 2: Macintosh: Microsoft Windows 3.0 was released in May 1990, and according to a common saying at the time "Windows was not as good as Macintosh, but it was good enough for the average user". Though still a graphical wrapper that relied upon MS-DOS, 3.0 was the first iteration of Windows which had a feature set and performance comparable to the much more expensive Macintosh platform. It also did not help matters that during the previous year Jean-Louis Gassée had steadfastly refused to lower the profit margins on Mac computers. Finally, there was a component shortage that rocked the exponentially-expanding PC industry in 1989, forcing Apple USA head Allan Loren to cut prices which dropped Apple's margins.
Document 3: Macintosh: Statistics from late 2003 indicate that Apple had 2.06 percent of the desktop share in the United States that had increased to 2.88 percent by Q4 2004. As of October 2006, research firms IDC and Gartner reported that Apple's market share in the U.S. had increased to about 6 percent. Figures from December 2006, showing a market share around 6 percent (IDC) and 6.1 percent (Gartner) are based on a more than 30 percent increase in unit sale from 2005 to 2006. The installed base of Mac computers is hard to determine, with numbers ranging from 5% (estimated in 2009) to 16% (estimated in 2005).
Document 4: Macintosh: By March 2011, the market share of OS X in North America had increased to slightly over 14%. Whether the size of the Mac's market share and installed base is relevant, and to whom, is a hotly debated issue. Industry pundits have often called attention to the Mac's relatively small market share to predict Apple's impending doom, particularly in the early and mid-1990s when the company's future seemed bleakest. Others argue that market share is the wrong way to judge the Mac's success. Apple has positioned the Mac as a higher-end personal computer, and so it may be misleading to compare it to a budget PC. Because the overall market for personal computers has grown rapidly, the Mac's increasing sales numbers are effectively swamped by the industry's expanding sales volume as a whole. Apple's small market share, then, gives the impression that fewer people are using Macs than did ten years ago, when exactly the opposite is true. Soaring sales of the iPhone and iPad mean that the portion of Apple's profits represented by the Macintosh has declined in 2010, dropping to 24% from 46% two years earlier. Others try to de-emphasize market share, citing that it is rarely brought up in other industries. Regardless of the Mac's market share, Apple has remained profitable since Steve Jobs' return and the company's subsequent reorganization. Notably, a report published in the first quarter of 2008 found that Apple had a 14% market share in the personal computer market in the US, including 66% of all computers over $1,000. Market research indicates that Apple draws its customer base from a higher-income demographic than the mainstream personal computer market.
Document 5: Macintosh: The Macintosh (pronounced as / ˈmækɪnˌtɒʃ / MAK - in - tosh; branded as Mac since 1998) is a family of personal computers designed, manufactured, and sold by Apple Inc. since January 1984. The original Macintosh was the company's first mass - market personal computer that featured a graphical user interface, built - in screen and mouse. Apple sold the Macintosh alongside its popular Apple II family of computers for almost ten years before they were discontinued in 1993.
Document 6: Macintosh: In recent years, Apple has seen a significant boost in sales of Macs. This has been attributed, in part, to the success of the iPod and the iPhone, a halo effect whereby satisfied iPod or iPhone owners purchase more Apple products, and Apple has since capitalized on that with the iCloud cloud service that allows users to seamlessly sync data between these devices and Macs. Nonetheless, like other personal computer manufacturers, the Macintosh lines have been hurt by consumer trend towards smartphones and tablet computers (particularly Apple's own iPhone and iPad, respectively) as the computing devices of choice among consumers.
Document 7: Macintosh: The sales breakdown of the Macintosh have seen sales of desktop Macs stayed mostly constant while being surpassed by that of Mac notebooks whose sales rate has grown considerably; seven out of ten Macs sold were laptops in 2009, a ratio projected to rise to three out of four by 2010. The change in sales of form factors is due to the desktop iMac moving from affordable (iMac G3) to upscale (iMac G4) and subsequent releases are considered premium all-in-ones. By contrast the MSRP of the MacBook laptop lines have dropped through successive generations such that the MacBook Air and MacBook Pro constitute the lowest price of entry to a Mac, with the exception of the even more inexpensive Mac Mini (the only sub-$1000 offering from Apple, albeit without a monitor and keyboard), not surprisingly the MacBooks are the top-selling form factors of the Macintosh platform today. The use of Intel microprocessors has helped Macs more directly compete with their Windows counterparts on price and performance, and by the 2010s Apple was receiving Intel's latest CPUs first before other PC manufacturers.
Document 8: Macintosh: As for Mac OS, System 7 was a 32-bit rewrite from Pascal to C++ that introduced virtual memory and improved the handling of color graphics, as well as memory addressing, networking, and co-operative multitasking. Also during this time, the Macintosh began to shed the "Snow White" design language, along with the expensive consulting fees they were paying to Frogdesign. Apple instead brought the design work in-house by establishing the Apple Industrial Design Group, becoming responsible for crafting a new look for all Apple products.
Document 9: Macintosh: The Macintosh, however, was expensive, which hindered its ability to be competitive in a market already dominated by the Commodore 64 for consumers, as well as the IBM Personal Computer and its accompanying clone market for businesses. Macintosh systems still found success in education and desktop publishing and kept Apple as the second-largest PC manufacturer for the next decade. In the 1990s, improvements in the rival Wintel platform, notably with the introduction of Windows 3.0, then Windows 95, gradually took market share from the more expensive Macintosh systems. The performance advantage of 68000-based Macintosh systems was eroded by Intel's Pentium, and in 1994 Apple was relegated to third place as Compaq became the top PC manufacturer. Even after a transition to the superior PowerPC-based Power Macintosh (later renamed the PowerMac, in line with the PowerBook series) line in 1994, the falling prices of commodity PC components and the release of Windows 95 saw the Macintosh user base decline.
Document 10: Macintosh: In 1985, the combination of the Mac, Apple's LaserWriter printer, and Mac-specific software like Boston Software's MacPublisher and Aldus PageMaker enabled users to design, preview, and print page layouts complete with text and graphics—an activity to become known as desktop publishing. Initially, desktop publishing was unique to the Macintosh, but eventually became available for other platforms. Later, applications such as Macromedia FreeHand, QuarkXPress, and Adobe's Photoshop and Illustrator strengthened the Mac's position as a graphics computer and helped to expand the emerging desktop publishing market.
Document 11: Macintosh: Burrel's innovative design, which combined the low production cost of an Apple II with the computing power of Lisa's CPU, the Motorola 68K, received the attention of Steve Jobs, co-founder of Apple. Realizing that the Macintosh was more marketable than the Lisa, he began to focus his attention on the project. Raskin left the team in 1981 over a personality conflict with Jobs. Team member Andy Hertzfeld said that the final Macintosh design is closer to Jobs' ideas than Raskin's. After hearing of the pioneering GUI technology being developed at Xerox PARC, Jobs had negotiated a visit to see the Xerox Alto computer and its Smalltalk development tools in exchange for Apple stock options. The Lisa and Macintosh user interfaces were influenced by technology seen at Xerox PARC and were combined with the Macintosh group's own ideas. Jobs also commissioned industrial designer Hartmut Esslinger to work on the Macintosh line, resulting in the "Snow White" design language; although it came too late for the earliest Macs, it was implemented in most other mid- to late-1980s Apple computers. However, Jobs' leadership at the Macintosh project did not last; after an internal power struggle with new CEO John Sculley, Jobs resigned from Apple in 1985. He went on to found NeXT, another computer company targeting the education market, and did not return until 1997, when Apple acquired NeXT.
Document 12: Macintosh: Furthermore, Apple had created too many similar models that confused potential buyers. At one point, its product lineup was subdivided into Classic, LC, II, Quadra, Performa, and Centris models, with essentially the same computer being sold under a number of different names. These models competed against Macintosh clones, hardware manufactured by third parties that ran Apple's System 7. This succeeded in increasing the Macintosh's market share somewhat, and provided cheaper hardware for consumers, but hurt Apple financially as existing Apple customers began to buy cheaper clones which cannibalized the sales of Apple's higher-margin Macintosh systems, yet Apple still shouldered the burden of developing the Mac OS platform.
Document 13: Macintosh: When Steve Jobs returned to Apple in 1997 following the company's purchase of NeXT, he ordered that the OS that had been previewed as version 7.7 be branded Mac OS 8 (in place of the never-to-appear Copland OS). Since Apple had licensed only System 7 to third parties, this move effectively ended the clone line. The decision caused significant financial losses for companies like Motorola, who produced the StarMax; Umax, who produced the SuperMac; and Power Computing, who offered several lines of Mac clones, including the PowerWave, PowerTower, and PowerTower Pro. These companies had invested substantial resources in creating their own Mac-compatible hardware. Apple bought out Power Computing's license, but allowed Umax to continue selling Mac clones until their license expired, as they had a sizeable presence in the lower-end segment that Apple did not. In September 1997 Apple extended Umax' license allowing them to sell clones with Mac OS 8, the only clone maker to do so, but with the restriction that they only sell low-end systems. Without the higher profit margins of high-end systems, however, Umax judged this would not be profitable and exited the Mac clone market in May 1998, having lost USD$36 million on the program.
Document 14: Macintosh: In 1988, Apple sued Microsoft and Hewlett-Packard on the grounds that they infringed Apple's copyrighted GUI, citing (among other things) the use of rectangular, overlapping, and resizable windows. After four years, the case was decided against Apple, as were later appeals. Apple's actions were criticized by some in the software community, including the Free Software Foundation (FSF), who felt Apple was trying to monopolize on GUIs in general, and boycotted GNU software for the Macintosh platform for seven years.
Document 15: Macintosh: From 2001 to 2008, Mac sales increased continuously on an annual basis. Apple reported worldwide sales of 3.36 million Macs during the 2009 holiday season. As of Mid-2011, the Macintosh continues to enjoy rapid market share increase in the US, growing from 7.3% of all computer shipments in 2010 to 9.3% in 2011. According to IDC's quarterly PC tracker, globally, in 3rd quarter of 2014, Apple's PC market share increased 5.7 percent year over year, with record sales of 5.5 million units. Apple now sits in the number five spot, with a global market share of about 6% during 2014, behind Lenovo, HP, Dell and Acer.
ground_truth: Steve Jobs
sub_queries: How was the lawsuit decided for Apple vs. Microsoft and Hewlett-Packard? Answer: against Apple
Whose return to against Apple resulted in the company's reorganization? Answer: Steve Jobs