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Steve Jobs • Playboy Interview: Steve Jobs
We began pinning our key results to deadlines instead of revenue or projected users.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Watching Steve Jobs in an Apple board meeting was like watching a master conductor direct an orchestra. There was no confusion, no conflict. The board members already knew most of what he was going to say so they could just smile and nod.
Tony Fadell • Build: An Unorthodox Guide to Making Things Worth Making
rollout of OKRs with upper management first.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Simplicity also is key to Apple’s organizational structure. The org chart (see next page) is deceptively straightforward, with none of the dotted-line or matrixed responsibilities popular elsewhere in the corporate world. There aren’t any committees at Apple, the concept of general management is frowned on, and only one person, the chief financial
... See moreAdam Lashinsky • Inside Apple -- From Steve Jobs down to the janitor: How America’s most successful—and most secretive—big company really works.
Given this equation of many demos leading to a single product, the five of us in Diplomacy there with Steve formed a key unit in the process—we were a team that could create an individual CEO-level demo.
Ken Kocienda • Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs
Problems start when you have more people than you need. You start inventing work to keep everyone busy. Artificial work leads to artificial projects. And those artificial projects lead to real costs and complexity.