Sublime

Each quarter we try to study an admirable company and discuss it with our Operating Group managers and board members. We focus on high performance conglomerates that have demonstrated at least a decade of superior shareholder returns.

Hyatt House. Their directive to Intel’s management corps was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” Andy told us what

Malcom McLean sold his stock and quietly left the board of R. J. Reynolds Industries in February 1977. By all accounts, the marriage had not been a happy one. McLean was frustrated by the tobacco giant’s bureaucracy and bewildered by its repeated changes of strategy. Most of all, though, he was restless. “I am a builder, and they are runners,” McLe

OKR has a single owner,

effective CEO/coach might say,

Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.

A timber magnate in Seattle named William E. Boeing, bidding low because he built his own airplanes, won the line from Chicago to San Francisco, giving birth to what would become United Airlines.

projects are driven by democratized groups.1 Many find this notion of an alpha leader romantically appealing, believing that great design requires a tyrannical “Steve Jobs” at the helm to be successful.