Sublime
An inspiration engine for ideas
Gerber’s three roles in a business: the entrepreneur’s job is to create the process, the manager’s job is to assure the process is used, and the technician’s job is to follow the process and use it.
Edward Hess • Grow to Greatness: Smart Growth for Entrepreneurial Businesses
Para Bill, ser executivo de uma empresa de sucesso tem a ver com gestão, com a criação de excelência operacional. Como gestor e CEO, Bill sabia muito bem como garantir que suas equipes tivessem bom desempenho. Ele unia as pessoas e criava uma forte cultura de equipe, mas nunca perdia de vista o fato de que os resultados eram importantes, e que eram
... See moreEric Schimdt • O coach de um trilhão de dólares: O manual de liderança do Vale do Silício (Portuguese Edition)
The Definitive Drucker: Challenges For Tomorrow's Executives -- Final Advice From the Father of Modern Management
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healthy proportion of bottom-up OKRs—roughly
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“My job is to work with sort of the Top 100 people,” he said. “That doesn’t mean they’re all vice presidents. Some of them are just key individual contributors. So when a good idea comes…part of my job is to move it around [and]…get ideas moving among that group of 100 people.” Privately Jobs has spoken even more strongly about the Top 100’s import
... See moreAdam Lashinsky • Inside Apple -- From Steve Jobs down to the janitor: How America’s most successful—and most secretive—big company really works.
Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
John Doerr • 8 highlights
amazon.com
How high you reach depends on your talents, your interests, your character, and the support you inspire from colleagues; it is no longer artificially constrained by the organization chart.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

In many large organizations, the challenge is often diagnosed as internal. That is, the organization’s competitive problems may be much lighter than the obstacles imposed by its own outdated routines, bureaucracy, pools of entrenched interests, lack of cooperation across units, and plain-old bad management. Thus, the guiding policy lies in the real
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