Sublime

Circle 1: Passion - Understanding what your organization stands for (its core values) and why it exists (its mission or core purpose). Circle 2: Best at - Understanding what your organization can uniquely contribute to the people it touches, better than any other organization on the planet. Circle 3: Resource Engine - Understanding what best drives

In executing its strategy responsibility, the firm’s management should review policies (“rules of the game”) such as the following: Performance appraisals (For what do we hold people accountable?) Profitability and other measurement systems (How do we keep score?) Systems for salary, bonus, and profit allocations (What incentives drive the behavior

difficulty entrepreneurs had getting good managers to work well together and have constructive conversations rather than engage in corporate politics and gamesmanship.

There is a natural tendency for people in such staff functions, often with the best of intentions, to prove their worth by finding ways to “add value”, devising rules and procedures, building up expertise, finding new problems to solve. Ultimately, they concentrate power and decision-making away from the frontline. People there feel disempowered: t

The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels in an organization.

Many Great Groups have a dual administration. They have a visionary leader, and they have someone who protects them from the outside world, the “suits.”