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Just before Shishir took the stage, we settled on the end of 2016, a four-year OKR with a set of rolling, annual objectives and quarterly, incremental key results.

A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To

In finding his way, Grove had followed the trail of a legendary, Vienna-born gadfly, the first great “modern” business management thinker: Peter Drucker.

Marc Andreessen, perhaps the world’s bellwether venture capitalist,

Leaders must convey two things: the importance of the outcome, and the belief that it’s attainable.

Intel was Grove’s laboratory for management innovation. He loved to teach, and the company reaped the benefits.* A few days after getting hired, I received a coveted invitation to Intel’s Organization, Philosophy, and Economics course, known as iOPEC, a seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove.

Less is more. “A few extremely well-chosen objectives,”