Sublime

Under the “mission is the boss” philosophy, Jensen would start every new project by designating a leader, or a “Pilot in Command” (PIC), who would report directly to Jensen. He found that this created far more accountability—and a far greater incentive to do a job well—than did the standard divisional structure.

Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X

More and more I realized that, if I could create a system that, like that robot, could coordinate independent thinkers with constant feedback about their environment, much higher levels of performance would be achieved.

It’s about setting up the right framework with the right incentives and giving people the freedom, respect, and authority to do things themselves. Greatness can’t be imposed; it has to come from within.

Don’t focus on delivering a whole list of things—everything and the kitchen sink—focus on delivering what’s valuable, what people actually want or need.

Everyone Knows Everything. Communication saturation accelerates work.

inspeção e adaptação”.

Reflecting on my time at West Point and in Vietnam, I found myself agreeing that leadership has nothing to do with authority. Rather, it has to do with—among other things—knowledge and being a servant-leader. The Chief Engineer can’t simply say something has to be done a particular way. He has to persuade, cajole, and demonstrate that his way is th

amended. In an organization where people are valued for their judgment, the question asked is not “What would the people above me in the hierarchy do?” but “What do I think is the best thing to do here in the service of the mission of the organization?”