Sublime

Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X

Rule of thumb: People know what their problems are, but they don’t know how to solve those problems.

Nearly every challenge of building a community can be met by asking yourself, “How do I achieve this by working with my people, not doing it for them?”

As the software stack for any development effort has exploded over the last 10-plus years,7 organizations with strict tool standards have been at a distinct disadvantage, as their process for adding new tools has been too slow to take advantage of rapid advances.

services that begin as the domain of the creative, experienced professional inevitably “mature” and can be delivered by using more junior personnel and relatively well-specified procedures.

As Ed worked throughout the eighties, he continually refined his ideas and teachings around Profound Knowledge. Those six management principles he originally taught at Nashua soon morphed into his now-famous “14 Points for Management,” which he outlines in Out of the Crisis.