Sublime

My strong advice for a company seeking profitable growth is to restrict your purposes to two: to acquire skills and technologies (including growing platforms) that are complementary to the existing strategy and that would be hard to create internally and to provide broader and stronger market access for the target’s products.

Now, did we dominate the mid-range microcomputer business? That’s for us to argue in the years to come, but over the next quarter we’ll know whether we’ve won ten new designs or not.

Ask a Completely New Audience for Ideas

Each quarter we try to study an admirable company and discuss it with our Operating Group managers and board members. We focus on high performance conglomerates that have demonstrated at least a decade of superior shareholder returns.

The RGMs were thought of as the CEOs of their markets, holding responsibility for revenues and losses, the efforts of thousands of Ops folks, and were always closest to the trickiest problems in the business.

bottom-up OKRs foster

His first rule for new ideas was to always think outside the box, but always consider our customers and employees.

In this new world, the only way to ensure you build what customers want is to engage them continuously.

1. Head to Head: Positioning to win an existing market