Sublime

Page named Harris to the newly invented position of “product philosopher.” But then: Nothing much changed. In a 2016 profile in the Atlantic, Harris blamed the lack of changes to the “inertia” of the organization and a lack of clarity about what he was advocating.

Such hierarchically restricted access to the CEO can’t be too different from what happens with other large companies, but the way to get admission to these high-level meetings at Apple had much less to do with your place on the org chart and much more to do with your ability to make the products better.

Companies—just like gangs, armies, and nations—are large organizations that rise or fall because of the daily microbehaviors of the human beings that compose them.

(Attempts to give up snacking, for instance, will often fail unless there’s a new routine to satisfy old cues and reward urges.

you are placing your projects according to how much energy they should receive based on their importance.

Bezos refined the formula even further. Every time a new feature or product was proposed, he decreed that the narrative should take the shape of a mock press release. The goal was to get employees to distill a pitch into its purest essence, to start from something the customer might see—the public announcement—and work backward.

■ Habits can be completed in a few seconds but continue to impact your behavior for minutes or hours afterward. ■ Many habits occur at decisive moments—choices that are like a fork in the road—and either send you in the direction of a productive day or an unproductive one. ■ The Two-Minute Rule states, “When you start a new habit, it should take le

Tech companies make money when you use their products.

clearly identifiable, discrete chunks of work. This project-centric approach is increasingly finding its way into all knowledge work, a trend named the “Hollywood model” after the way films are made.