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Not least, they would need timely, relevant data. To track their progress. To measure what mattered. And so: On that balmy day in Mountain View, I came with my present for Google, a sharp-edged tool for world-class execution. I’d first used it in the 1970s as an engineer at Intel, where Andy Grove, the greatest manager of his or any era, ran the be
... See moreJohn Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
On the other end of the spectrum were kids like Larry Page, who would come in and say, “Here’s what I think I can do.” And his proposals were crazy. He’d come into the office and talk about doing something with space tethers or solar kites.
Steven Levy • In The Plex: How Google Thinks, Works, and Shapes Our Lives
See Charlie Kiefer’s cameo “Executive Team Leadership,” (page 435).
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
Disciplined Entrepreneurship
Alex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
D-Rev and Embrace,
Dave Evans • Designing Your Life: How to Build a Well-Lived, Joyful Life
This is the direction we want to go, now tell us how you’re going to get there. Those
John Doerr • Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth
Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Managing, by the former head of ITT, Harold Geneen.
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.”*