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Brent Adamson • The Challenger Sale: Taking Control of the Customer Conversation
My job was to scale the operation, which involved technology, of course, but also the people—these people!—who were building it. I firmly believed that doing so should not come at the cost of knowing the humans behind the product and fostering their careers—their personal scaling—alongside Google’s.
Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building
In the middle was John Paulson. At the top was Steve Eisman.
Michael Lewis • The Big Short: Inside the Doomsday Machine
ERIC SCHMIDT Former Chairman, Google/Alphabet
David M. Rubenstein • How to Lead: Wisdom from the World's Greatest CEOs, Founders, and Game Changers
Instead, as Paul MacAlindin did at NYOI and Christian Grob did at Groupe SEB, it sought to identify and challenge the industry’s fundamental assumptions.
Renee Mauborgne • Blue Ocean Shift
The Good Jobs Strategy by Zeynep Ton,
Sarah Kessler • Gigged: The Gig Economy, the End of the Job and the Future of Work
Stanford’s Michael Bernstein,