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So strongly did I feel about the situation that, when someone proposed making changes in Buick’s management, where Harry Bassett was successfully carrying on Walter Chrysler’s old policy, I wrote to Mr. du Pont: “It is far better that the rest of General Motors be scrapped than any chances taken with Buick’s earning power.”
Alfred P Sloan Jr. • My Years With General Motors
the prize of a laborious life-time, when it seemed within his grasp. Yet Seward was the first man named in his Cabinet and the first who acknowledged his personal preeminence… . From the beginning of the Administration to that dark and terrible hour when they were both struck down by the hand of murderous treason, there was no shadow of jealousy or
... See moreDoris Kearns Goodwin • Team of Rivals: The Political Genius of Abraham Lincoln
Constant ferment—keep things stirred up and other people guessing—was the elder Ford’s working formula for progress.
Charles E. Sorensen • My Forty Years With Ford (Great Lakes Books Series)
A prototypical head of engineering will be skilled at organizational design, process design, business strategy, recruiting, mentoring, coaching, public speaking, and written communication. They’ll also have a broad personal network and a broad foundation from product engineering to infrastructure engineering. That’s not even a particularly complete
... See moreWill Larson • An Elegant Puzzle: Systems of Engineering Management
During his first eleven years in Congress, he delivered a total of ten speeches—less than one a year.
Robert A. Caro • Means of Ascent: The Years of Lyndon Johnson II
Achieve alignment. The higher you rise in an organization, the more you must play the role of organizational architect. This means figuring out whether the organization’s strategic direction is sound, bringing its structure into alignment with its strategy, and developing the…
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Michael Watkins • The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter
Philip Davidson
@philipdavidson
From the inside the picture was not quite so good. Not only were we not competitive with Ford in the low-price field — where the big volume and substantial future growth lay — but in the middle, where we were concentrated with duplication, we did not know what we were trying to do except to sell cars which, in a sense, took volume from each other.
... See moreAlfred P Sloan Jr. • My Years With General Motors
Davey
@davey