High Output Management: Difference between revisions
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*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 | *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. Culture obviates rules and regulations. Part of high Output. | *50. Culture obviates rules and regulations. Part of high Output. | ||
Revision as of 09:28, 24 April 2024
By Andy Grove
https://archive.org/details/dli.ernet.213936/mode/1up?view=theater
Notes
- 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. Culture 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