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That study also found that managers who began their careers in higher-powered departments, such as operations, distribution, and customer service, were more likely to remain in high-power units as they changed jobs.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
this latter variable is a significant force in influencing the economics of the firm, its organizational structure, and its positioning in the client and people markets.
David H. Maister • Managing The Professional Service Firm
High-performance organizations home in on work that’s important, and are equally clear on what doesn’t matter.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
and the best companies know that one great person can replace three good ones. Through
Verne Harnish • Scaling Up : How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)
“the Law of the Vital Few.”
Greg Mckeown • Essentialism: The Disciplined Pursuit of Less
Business strategist Peter Drucker wrote that what gets measured, gets managed.
Howard Jacobson • Sick to Fit: Three simple techniques that got me from 420 pounds to the cover of Runner’s World, Good Morning America, and the Today Show
Orange glorifies decisive leadership, while Green insists that leaders should be in service of those they lead.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
People benefit, or suffer, from the self-reinforcing aspect of reputations.