Sublime

of

Business strategist Peter Drucker wrote that what gets measured, gets managed.

that people—or, if you like, automata, algorithms—can and do act in situations that are not well defined.

Look, sometimes you have to make quick decisions. You can’t just have humans make them; you have to combine human and machine methods.”

Discovery

McCormack is quite certain that the practice of measuring a book’s potential “contribution,” rather than creating an artificial P&L that incorporated an overhead percentage, was a primary driver of St. Martin’s period of profitable title growth.

By altering the ingredients of the idea menu they are exposed to, we might, in turn, minimize the dangerous inputs to the processes of belief and network updating.

The Follow-Through