Uma das primeiras coisas que aprendi na minha carreira é que, sempre que uma grande organização quer fazer algo, tudo sempre se concentra em uma única pessoa, que pode atrasar todo o projeto. Um engenheiro empaca à espera da decisão de um gerente; uma gerente pensa que não tem autoridade para fazer uma compra importantíssima. Essas pequenas hesitaç... See more

Second, too often in organizational life, people begin analyzing problems by personalizing them (“If only Joe was a leader …”) or attributing the situation to interpersonal conflict (“Sally and Bill don’t collaborate very well because their work styles are so at odds”). This tendency often obscures a deeper, more systemic (and perhaps more threaten

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Organizations are often spread too thinly across too many priorities, and too many of them are ill defined. Things tend to get added to the pile over time, and before we know it, we have huge backlogs. We're spread a mile wide and an inch deep. The problems with pace and tempo are, of course, related to having too much going on at the same time. It... See more

As you scale, you realize, “Huh, I really need more of these.” And the danger is getting too process-y instead of outlining the objectives so people understand, “Okay, we’re doing this for this reason.” It’s almost like you want to provide more context versus trying to exert more control. Because maybe in a very autocratic, hierarchical, bureaucrat

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