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Dror’s Substack | Substack

“If you start stripping out everything that is not unique to your company, you’re left with just a few people who make the unique parts of the company. And then add a few people who need to explain its unique benefits to the market. Imagine your 100 person company going to 6 people. Imagine your 1000 person company going to 20. How much faster coul... See more

Auren Hoffman • The New Status Game for Companies: Fewer Employees

THE SEVENTH DOT The Keeper Test has helped to elevate the talent density at Netflix to a level rarely seen in other organizations. If each manager considers carefully, on a regular basis, whether every employee on the team is indeed the best choice for that position and replaces anyone who isn’t, performance across the organization soars to new hei

Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention

Human resources

Austin Kleon austinkleon.substack.com

Peter Drucker.

John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

starting in the late 1980s, with the explosion of the knowledge economy, people who were broader—who had worked across numerous technological domains—started making the biggest impacts. That's continuing today.

Alex Hickey • A Conversation With "Range" Author David Epstein

The value (“fitness”) of a given combination of building blocks often cannot be predicted by a summing up of values assigned to the component blocks. This nonlinearity (commonly called epistasis in genetics) leads to co-adapted sets of blocks (alleles) that serve to bias sampling and add additional layers to the hierarchy.

Jessica C. Flack • Worlds Hidden in Plain Sight: The Evolving Idea of Complexity at the Santa Fe Institute, 1984–2019 (Compass)

The widespread lack of motivation we witness in many organizations is a devastating side effect of the unequal distribution of power.

Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

Hearing Dan Cable, author of Change to Strange, speak at a Young Presidents’ Organization program at London Business School, Browne wondered: 1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors? 2. What characteristics describe our ideal workforce that