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Change is constant (Be like water)
Tiago Forte • The Heart Is the Bottleneck
This is really important, and I think what it says is that perhaps the first place to really scale, and I mean scale to senior level, is engineering. You should never start with the cheap solution of building a whole team of young engineers. Whereas there are other functions where you can potentially get away with it.
Elad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People
continuous performance management,
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Impulsive-Red Organizations don’t scale well for those reasons—they rarely manage to keep in line people who are separated from the chief by more than three or four degrees.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
The team should be the fundamental means of delivery rather than the individual.
Matthew Skelton, Manuel Pais • Team Topologies: Organizing Business and Technology Teams for Fast Flow
Managing Humans: More Biting and Humorous Tales of a Software Engineering Manager
amazon.com
I’ve always believed that small teams have an advantage. Organizing in small groups that use an agile model is much more powerful than working in large groups, whether it’s 10 or 100,000 people.
Trevor Owens • The Lean Enterprise
this “distributed cognition.” Business people call it “design thinking.” Whatever you call it, it works!