Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems
Which way you run is often the key differentiator between effective and ineffective CEOs. Almost all CEOs know where the problems are, but only the truly elite ones run towards the fear.
Andreessen Horowitz (AZ) • Which Way Do You Run?
If you concentrate on org structure alone, you can fix whole class problems by tweaking the culture or changing the incentive system. Every solution to an organizational design problem requires restructuring. There will always be problems in a newly formed organization, just because you haven't discovered or experienced them yet, but that's the big... See more
Cedric Chin • Org Structure Isn’t Everything in Org Design
To be successful, a project team needs to make course correction an everyday part of its activities.
Mark Schwartz • War and Peace and IT: Business Leadership, Technology, and Success in the Digital Age
First, in most organizations, people feel pressure to solve problems quickly, to move to action. So they minimize the time spent in diagnosis, collecting data, exploring multiple possible interpretations of the situation and alternative potential interventions. To counteract this drive toward a quick-fix response based on a too swift assessment of
... See moreRonald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
“Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.” — Bias for Action, Amazon’s ninth leadership principle.
Simon Joliveau • Fwd: 10 Sources of Waste in Product Management
So, if good intentions don’t help you reduce mistakes, what does? At Amazon, Gupta learned that the answer is mechanisms — processes that are repeatable, measurable, auditable and improvable.