Revision as of 09:22, 26 May 2024

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71 - revolutionary car. Mr. Kettering the engineer superstar failed to deliver. Nobody even understood what he was doing. If it can't be understood, no point - one needs a team and better get buy-in.

Price bracket product strategy - such that it would borrow from brackets below and a ove
Just matching the competition not exceeding eliminates performance risk
Companies compete in broad policy and specific product
P64 For low cost car, modeled the org before building the org. That is OSE style.
Limit number of direct reports to CEO to let CEO focus on broad policy
Interdivision sales - cost plus. For OSE - cost is a fraction, so maybe value-share 50/50 on the benefit?

A distinction should be made between expansion, and the organization needed to support it
Sometimes need to build parts of org around some individuals?
Design org to be objective, not subject to personalities
No org is sounder than the men who run it
Centralized in policy and decent is administration
Intro p22 -Competition for survival as greatest incentive. Ie, getting your fucking ass kicked as an incentive? How about constructive incentives?

Read some of the reviews to see if it's worth it
First long review shows that book didn't cover production for the nazis in WW2. Details!
Tanks were welded in a merry-go-round system that required learning only one simple weld rather than full scale training
Great book on scarcity economics (competition) and Gayes' pick if you were to read only one biz book

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-*71 - revolutionary car
+*71 - revolutionary car. Mr. Kettering the engineer superstar failed to deliver. Nobody even understood what he was doing. If it can't be understood, no point - one needs a team and better get buy-in.
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 *Price bracket product strategy  - such that it would borrow from brackets below and a ove