Sublime

hard-driving, mission-driven culture

Most common executive manager mistakes

Manufacturers soldiered on, trying to fix the problem as best as they could. They added extra inventory, inspectors, and rework stations to manage all the problems that the assembly line unfailingly generated. But with these fixes, unfortunately, costs and complexity ballooned. The processes they created simply mitigated the problems, but they were

As the leader I work to keep the competitor clearly in the forefront of everyone's thinking.

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.

Strategy can be usefully separated into two topics: Statics—i.e. “Being There”: what makes Intel’s microprocessor business so durably valuable? Dynamics—i.e. “Getting There”: what developments yielded this attractive state of affairs in the first place?

Toyota’s leaders painted a big red square on the assembly line floor. New employees had to stand in it at the end of their first week, and they were not allowed to leave until they had criticized at least three things on the line. The continual improvement this practice spawned was part of Toyota’s success. I asked my team what they thought: did we

laser focus on a few key differentiating elements