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First is the observation I’ve made throughout: that people are building companies based on ideas from the 1950s and 1960s.

This is a very real thing. Earlier this week, I met with Tyler Hayes at Atom Limbs to see the robotic prosthetic he and his team are building. After he slipped the cuff on my arm and as we were waiting for the system to boot up... See more

Packy McCormick • What Do You Do With an Idea?

Years later, after Grove had learned to appreciate this, he read Peter Drucker’s The Practice of Management, which described the ideal chief executive as an outside person, an inside person, and a person of action. Grove realized that instead of being embodied in one person, such traits could exist in a leadership team. That was the case at Intel,

Walter Isaacson • The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution

Coding up the simplest thing that could possibly work is really about this: If you can't keep five things in your head at one time and make a decision, try keeping three things in your head. Try keeping just one thing in your head, and see if you can make a decision. Then you can think of the next thing. And amazingly, when you write some of this d... See more

artima.com • Artima - The Simplest Thing That Could Possibly Work

Unlike most early motorcar producers, who merely assembled components made by the parts manufacturers, Mr. Durant already had Buick making many of its own parts, and he expected to bring about increasing economies in this direction.

Alfred P Sloan Jr. • My Years With General Motors

ts fundamental belief is that those with the most expertise and experience in a domain should have decision rights for that domain. This is based on two views: First, Apple competes in markets where the rates of technological change and disruption are high, so it must rely on the judgment and intuition of people with deep knowledge of the technolog... See more

hbr.org • How Apple Is Organized for Innovation

Don and Richard endured this build ordeal along with me, and during lunch and coffee breaks we commiserated with each other about how bored we were. We couldn’t fob this work off on junior programmers or interns either. Apple didn’t work like that. Secrecy was one reason, but, more important, Apple didn’t separate research and development from soft

Ken Kocienda • Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs

And what The Technician who runs the company wants is not growth or change but exactly the opposite. He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of work Unfortunately, what The Technician wants dooms his business before it even begins.