Sublime

Seu ponto de vista constante era: as equipes da área de produtos são o coração da empresa. São elas que criam recursos e produtos. O objetivo final das equipes dessa área é criar o perfeito ajuste entre o produto e o mercado. Se você tiver o produto certo para o mercado certo na hora certa, pé na tábua. Eddy Cue, um executivo da Apple que ajudou a

your value chain looks like everyone else’s, then you are engaged in competition to be the best.

1. The best ideas emerge when the whole organizational ecosystem—not just its designers and engineers and certainly not just management—has room to experiment. 2. Those most exposed to changing externalities (new technology, shifting consumer base, strategic threats or opportunities) are the ones best placed to respond and most motivated to do so. 3.

High managerial productivity, I argue, depends largely on choosing to perform tasks that possess high leverage.

Because I wasn't a great manager—and I knew I wasn't—I said, "I'm organizing this company like McDonald's. Each restaurant is going to be managed by a few people, and they're going to have profit-and-loss responsibility. If they make a profit, they get to pocket half of it. If they make a loss, we're going to know who's responsible, and we're

“a good competitive strategy that will result in sustainably superior performance.”

Skunk Works creator Kelly Johnson was a visionary on at least two fronts—designing airplanes and organizing genius. Johnson seemed to know intuitively what talented people needed to do their best work, how to motivate them, and how to make sure that the desired product was created as quickly and as cheaply as possible. In time, Johnson wrote down t

Four Essentials of Good Management: Get the right people. Match them to the right jobs. Keep them motivated. Help their teams to jell and stay jelled. (All the rest is Administrivia.)