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Tallis Gomes • Nada Easy: O passo a passo de como combinei gestão, inovação e criatividade para levar minha empresa a 35 países em 4 anos (Portuguese Edition)
A recent careful study of 39 middle-sized German companies, led by Gunter Rommel,2 found that only one characteristic differentiated the winners from the less successful firms: simplicity. The winners sold a narrower range of products to fewer customers and also had fewer suppliers. The study concludes that a simple organization was best at selling
... See moreRichard Koch • The 80/20 Principle
Who Geoff Smart and Randy Street
Matt Mochary • The Great CEO Within: The Tactical Guide to Company Building
The second-best scenario is a serial entrepreneur CEO planning to build out a new team. Third best is a team that did amazing things, but perhaps due to macro market conditions did not achieve a high return for investors.
Patrick Vernon • Venture Capital Strategy: How to Think Like a Venture Capitalist
McKinsey • Getting organizational redesign right
To the extent that size mattered at all, it might be more accurate to say that GM was too big to succeed.
Joan Magretta • Understanding Michael Porter: The Essential Guide to Competition and Strategy
a. Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels. Give me someone who can be responsible for an entire area—someone who can design, hire, and sort to achieve the goal—and I can be comfortable things will go well. These are the most important people to choose and manage well.
... See moreRay Dalio • Principles: Life and Work
In many large organizations, the challenge is often diagnosed as internal. That is, the organization’s competitive problems may be much lighter than the obstacles imposed by its own outdated routines, bureaucracy, pools of entrenched interests, lack of cooperation across units, and plain-old bad management. Thus, the guiding policy lies in the real
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