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The RGMs were thought of as the CEOs of their markets, holding responsibility for revenues and losses, the efforts of thousands of Ops folks, and were always closest to the trickiest problems in the business.
Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects
Goldman Sachs: “You learn from day one around here that we gang-tackle problems. If your ego won’t permit that, you won’t be effective here.”2
David H. Maister • Managing The Professional Service Firm
three to five top objectives—
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
The second dominant profile that emerged from our analysis was of CEOs who move quickly, act aggressively, work hard, demonstrate persistence, and set high standards and hold people accountable to them. We call these CEOs “Cheetahs” because they are fast and focused. Cheetahs in our study were successful 100 percent of the time. This is not a
... See moreRandy Street • Who: The A Method for Hiring
To prevent this from happening, group tasks into functions and assign each function to one—and only one—person. These are your areas of responsibility. Apple pioneered AORs in Silicon Valley, but now most successful tech companies use this method. Create a document that lists all of the company’s functions and, for each, the directly responsible
... See moreAlex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
She and her top people, like Ursula Burns, learned the nitty-gritty of every part of the business.
Carol Dweck • Mindset - Updated Edition: Changing The Way You think To Fulfil Your Potential
At the Veterans Health Administration, Ken Kizer, appointed by Bill Clinton in 1994, inherited an antiquated, inefficient health-care system. The VA faced changes in its client population, the competitive healthcare environment, and modalities for delivering care.2 In just five years, Kizer instituted an electronic medical record system, made
... See moreJeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
once a month to put everything that was wrong at Radica on one sheet of paper—he’d told me he’d assume the best if I didn’t tell him otherwise. If a memo about a problem ever exceeded one page, he told me I didn’t understand the problem. Once a year, he asked for a one-page plan in case I went down in an airplane—that was the beginning of our
... See moreRobert C. Townsend • Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits (J-B Warren Bennis Series)
GINNI ROMETTY Former Chairman, President, and CEO, IBM