Sublime

Again and again in business history, an unknown company has come from nowhere and in a few short years overtaken the established leaders without apparently even breathing hard. The explanation always given is superior strategy, superior technology, superior marketing, or lean manufacturing. But in every single case, the newcomer also enjoys a treme

Gerber’s three roles in a business: the entrepreneur’s job is to create the process, the manager’s job is to assure the process is used, and the technician’s job is to follow the process and use it.

Then-CEO Eric Schmidt shared a simple but extremely effective framework to resolve these tensions: 70-20-10. Google would devote 70 percent of its resources to the core business, 20 percent to emerging products, and 10 percent to research and development for future products. Once he presented this framework

« The chief enemy of good decisions is a lack of sufficient perspectives on a problem. » Alain de Botton9

that, contrary to standard belief, the market shares of many technology companies could be predicted with great accuracy, even if the underlying changes in technology changed frequently.

continuous performance management,