Sublime

Disciplined Entrepreneurship by Bill Aulet. I won’t repeat or even summarize what he wrote. If you haven’t yet launched or achieved more than $1 million of revenue, go read Bill’s book first.

Picture it. One Ford employee making ten cars a year for thirty-five years while his Toyota counterpart goes from four to sixty. Toyota’s supplier network? A typical GM car factory used eight hundred suppliers. Toyota? Just 125 … with half the in-house work. This dispels the Western myth of needing more to do more: Toyota was doing more with less.

The advent of Amber Organizations brought about two major breakthroughs: organizations can now plan for the medium and long term, and they can create organizational structures that are stable and can scale.

Establish clear criteria. Recognize

They are animated by periodic check-ins, objective grading, and continuous reassessment—all

Make all lateral, cross-functional dependencies explicit.

To run the group like an outside consultancy but within Apple, Brunner set up a loose management structure that largely persists today. The designers always worked together on whatever project the group was working on. “We’d work on multiple projects, and move from project to project, pretty much the way he [Jony] does it today,” Brunner explained.