Sublime

Level 5 leaders who build the greatest and most durable companies think first about “who” and then about “what.” They first get the right people on the bus (and the wrong people off the bus) and then figure out where to drive the bus. When you’re facing chaos, turbulence, disruption, and uncertainty, and you cannot possibly predict what’s coming ar

Less is more. “A few extremely well-chosen objectives,”

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.

When I got the Shell account in the United States, Max Burns, the then President of Shell, asked me if I would also like to have the account in Canada. ‘Yes,’ said I, ‘but I don’t have an office in Canada.’ ‘Get one,’ said Max, and that is how I started the network which was to spread to 40 countries.

“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.”

Do we have the right people in place? Team How will we stop copycats? Secret Sauce How quickly and perhaps profitably can we grow? Business Model