Sublime
An inspiration engine for ideas
combinations of resources for dealing with new risks and opportunities.
Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters
Soon after he became CEO of General Electric, Welch had a meeting with Drucker. As they discussed GE’s various businesses, Drucker, Welch recounts, asked him at one point: “If you weren’t already in this business today, would you go into it?” It was a question that crystallized Welch’s thinking and ultimately resulted in his famous “#1, #2, fix, cl
... See moreWarren G. Bennis • Judgment: How Winning Leaders Make Great Calls
Bad decisions made early on—if you choose the wrong partners or hire the wrong people, for example—are very hard to correct after they are made.
Peter Thiel, Blake Masters • Zero to One
SEVEN IMPORTANT PERSONAL QUALITIES THE BUILD POWER
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
Take the example of mergers and acquisitions.
Michael J. Mauboussin • Think Twice: Harnessing the Power of Counterintuition
Yes, investors want to invest in start-ups that will make billions of dollars, but they know that this cannot be predicted with any confidence.
Joi Ito • The Social Labs Revolution
CEOs face another dilemma. They can choose short-term strategies that boost the company’s stock and make themselves look like heroes. Or they can work for long-term improvement—risking Wall Street’s disapproval as they lay the foundation for the health and growth of the company over the longer haul.