aleksmagi

[aleksmagi]

If you want to cut a man’s hair, it is better if he is in the room.

Senegales proverb (via Measure What Matters)

[aleksmagi]

You know, in our business we have to set ourselves uncomfortably tough objectives, and then we have to meet them. And then after ten milliseconds of celebration we have to set ourselves another set of highly difficult to reach objectives and we have to meet rhem. And the reward of having met one of these challenging goals is that you get to play again.

Andy Grove

[aleksmagi]

Google 10x

The way Page sees it, a ten percent improvement means that you’re doing the same thing as everyone else. You probably won’t fail spectacularly, but you are guaranteed not to succeed wildly.

That’s why Page expects Googlers to create products and services that are ten times better than the competition... Thousand percent improvement requires rethinking problems, exploring what’s technically possible and having fun in the process.

How can your team create maximum value? What would AMAZING look like? If you seek to achieve greatness, stretching for amazing is a great place to start. But by no means, as Andy Grove made clear, is it a place to stop.

-Excerpt from John Doerr’s “Measure What Matters”

[aleksmagi]

The single greatest motivator is ‘making progress in one’s work.’ The days that people make progress are the days they feel most motivated and engaged.

Daniel Pink “Drive

[aleksmagi]

Pain Points to Business Results

(What Matters to Business: Business Results. What Matters to Customers: pain points)

“Create a model of what matters to customers, a graded short list of customer pain points to eliminate or fix, and a view of opportunities to innovate as seen from the customer’s perspective.”

McKinsey & Co - “Linking the Consumer Experience to Value” article; What Matters to Customers

[aleksmagi]

... we would recognize that speed and quality are allies in the pursuit of the customer’s long-term benefit... (t)o build sustainable value and change the world for the better. Most of all, we would stop wasting people’s time.

Lean Startup

[aleksmagi]

There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Peter Drucker

[aleksmagi]

“It might be hard to herd cats, but you can move their food.”

[aleksmagi]

Design is a point of view. Empowerment and ownership. Authenticity. Givens should be challenged.

[aleksmagi]

An excerpt from “Measure What Matters” By John Doerr “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.” It almost doesn’t matter what you know… To claim that knowledge was secondary and execution all-important—well, I wouldn’t learn that at Harvard.” ++++ “Now, the two key phrases…are objectives and the key result. And they match the two purposes. The objective is the direction: “We want to dominate the mid-range microcomputer component business.” That’s an objective. That’s where we’re going to go. Key results for this quarter: “Win ten new designs for the 8085” is one key result. It’s a milestone. The two are not the same… The key result has to be measurable. But at the end you can look, and without any arguments: Did I do that or did I not do it? Yes? No? Simple. No judgments in it.” https://www.gatesnotes.com/Books/Measure-What-Matters?WT.mc_id=20180516172000_MeasureWhatMatters_BG-LI&WT.tsrc=BGLI&linkId=51788990