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O que aprendemos com ele é que não se pode ser um sem o outro. As pesquisas acadêmicas, como de costume, confirmam isso, mostrando que uma organização rica no tipo de “amor companheiro” que Bill demonstrava (interesse, afeto) terá funcionários mais satisfeitos e mais trabalho em equipe, menos absentismo e melhor desempenho dos times.

Eric Schimdt • O coach de um trilhão de dólares: O manual de liderança do Vale do Silício (Portuguese Edition)

Executives who complain about how undervalued their firm’s shares are or who opine about its true worth are probably more concerned with the value of their options than with making solid, long-term business decisions. Self-promotional managers, meanwhile, are not likely to make decisions that are in the best interests of long-term shareholders. If

Pat Dorsey • The Five Rules for Successful Stock Investing: Morningstar's Guide to Building Wealth and Winning in the Market

There are some phenomenal products in some of the companies that were overfunded and are haunted by past decisions. The valuations at which these companies raised capital set them on the wrong path - a path that fails to attract and reward critical talent, a path that incentivizes excess expenditure for growth at the expense of structuring a busine... See more

Scott Belsky • The Great Sobriety for Venture Investing, Where To Start with AI, & Undeniable Data

It's not intentional, of course, but once companies reach this size—often becoming a publicly traded company—there are a tremendous number of stakeholders throughout the business working hard to protect what the company has created.

Marty Cagan • INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group)

Bill Gates saw where customer priorities were shifting in the computer industry time and time again—from languages to operating systems to applications to communications to the Internet.

Adrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits

The second book he bought was Drift into Failure by Sidney Dekker, which he passed out to all his IT infrastructure and operations people. Dekker’s book forces organizational managers to rethink blame and accountability in complex processes. When something goes wrong, it asks, “Should you blame the person? Or is it the system?”2*

John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future

Managers tend to be too risk averse: they focus on the costs of investing in bad ideas rather than the benefits of piloting good ones, which leads them to commit a large number of false negatives.

Adam Grant • Originals: How Non-Conformists Move the World

This fear-based behavior can scarcely be overstated. Large enterprises consistently prioritize their buying decisions to minimize the risk of embarrassment backlash. Huge premiums are paid in the misguided name of "playing it safe." Dominant suppliers carefully cultivate and nurture this incumbent bias.

Frank Slootman • TAPE SUCKS: Inside Data Domain, A Silicon Valley Growth Story

And you'll also hear lots of talk about how it is that large, enterprise companies such as Adobe, Amazon, Apple, Facebook, Google, and Netflix have been able to avoid this fate.