Sublime

RHD, a nonprofit we will meet in the next chapter, holds the principle that when there is room for salary increases, they should be disproportionately geared toward the lowest salaries first.

private closed-door meetings with each partner and asking “What, precisely, is it that is going to make you special (or even more special) in the marketplace over the next few years? Would you like to develop a specialized expertise in a particular technical area, in certain types of transaction, in the problems of certain types of clients?

FIGURE 2–1 Spectrum of Practice

In a recent study, Vijay Govindarajan, a professor at Dartmouth, found that for every 5,000 employees, at least 250 will be true innovators and 25 will be innovators and great intrapreneurs (or companies of one) as well.

the use of temporary and permanent task forces.

managers

Empower them correctly and you will have a PR team who will help you navigate deftly through the tricky waters of friendliness and approachability in your growing organization while keeping you just far enough above the line-of-fire that takes many CEOs out.

Intel was Grove’s laboratory for management innovation. He loved to teach, and the company reaped the benefits.* A few days after getting hired, I received a coveted invitation to Intel’s Organization, Philosophy, and Economics course, known as iOPEC, a seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove.

the firm that has a program of continuously soliciting, analyzing, and acting upon such input will be better positioned to capitalize on strategic opportunities than the firm that gets such input on an opportunistic, irregular basis.