Sublime

Blair Reeves, a Principal Product Manager at SAS and coauthor of Building Products for the Enterprise: Product Management in Enterprise Software (O’Reilly),

Berg demonstrated this in an experiment by asking people to generate product ideas and then come up with a list of evaluation criteria, and subsequently measured the success of the ideas with an actual audience. Thinking like creators and then donning the manager hat dropped their forecasting accuracy to 41 percent.

Leaning heavily on Hayek’s work, the two scholars took an ax to the pro-social principles of the twentieth-century corporation, an ax that became known as the “shareholder value movement.” In 1976 Jensen and Meckling published a landmark article in which they reinterpreted the manager as a sort of parasite feeding off the host of ownership: unavoid

the local manager and the central administrator invested time in classifying the role of a third person, the actual worker, with a net value-added of zero for all of their efforts, which was actually nearly a net negative. How should a large organization classify its people? Or maybe the right question to ask is: should a large organization classif

you are what you do.