Sublime
An inspiration engine for ideas
look upon McDonald’s as a model for every small business. “Because it can do in its more than 28,000 stores what most of us can’t do in one! “And to me, that’s what integrity is all about. It’s about doing what you say you will do, and, if you can’t, learning how.
Michael E. Gerber • The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
In 1962, Karou Ishikawa introduced “quality circles” and offered a course through JUSE. You might think of it as a kaizen continuous-improvement club. Workers whose jobs overlapped would work together to increase productivity flows between each other.
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
functional data marts for HR and Sales.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
The most compelling argument4 comes from Marty Cagan, who says: Instead of using one prototyper for a few weeks, [most organizations] use the full engineering team for full release cycles to build the software that is then QA’ed and deployed into production systems. This is why it typically takes so many companies three or more releases over one to
... See moreRian van der Merwe • Making It Right: Product Management For A Startup World
when you get software right, something magical happens: You don’t need hordes of programmers to keep it working. You don’t need massive requirements documents and huge issue tracking systems.
Robert C. Martin • Clean Architecture: A Craftsman's Guide to Software Structure and Design (Robert C. Martin Series)
In The Unicorn Project, Gene Kim defines five ideals of DevOps:24 Locality and Simplicity: alleviate dependencies between teams and components. Focus, Flow, and Joy: the smooth flow of work that enables focus and joy. Improvement of Daily Work: continuously improve and pay down technical debt. Psychological Safety: a top predictor of team performan
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
The New Economics, published in 1993, the Master simplified his 14 Points for Management into the four elements of the System of Profound Knowledge: 1. The Theory of Knowledge: a theory for knowing how you know something 2. The Theory of Variation: a theory of how to measure what you know 3. The Theory of Psychology: a theory of how to understand h
... See more