High Output Management

By Andy Grove

https://archive.org/details/dli.ernet.213936/mode/1up?view=theater

Notes

• 100 Employing consistent ways by which decisions are to be made has value beyond simply expediting the deci¬ sion-making itself.
• Address the peer group syndrome by 'You can overcome the peer-group syndrome if each of the members has self-confidence, which stems in part from developing balls
• Will I have to deal with this? Make it no: 'One of the reasons why people are reluctant to come out with an opinion in the presence of their peers is the fear of going against the group by stating an opinion that is differ¬ ent from that of the group.'
• 93 pride, ambition, fear, and insecurity must be dealt with
• 92 decisions made at lowest competent level. This includes both tech and judgment
• Allocate hlf a day per week to subordinates. Only 6-8 subordinates per manager?
• Value of procedure is in the thinking that led to the procedure - the procedure must be examined critically
• Carry slack, or you can jam. Carry inventory of projects - which can be done in slack time, otherwise manger would meddle in other biz
• Leverage of manager comes from - number of people; focusing people with key direction (brief well focused words or actions (role model)); priorities; key enabling info or tools
• 50. Cul*ture obviates rules and regulations. Part of high Output.
• 2 minute kernel takes a half hour meeting. To avoid this, visit company locations in action.
• 49 reports are a medium of self-discipline and not necessarily of communicating information
• 35 One way to attain the work leverage is by work simplification
• Good indicators - measure output, not activity. Measure a tangible, not quality. Paired indi ators - second of pair can measure quality
• 7 - Pairing indicators - measure one and related negAtive other in a counterbalancing pair