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The idea behind MBO is extremely simple: If you don’t know where you’re going, you will not get there. Or, as an old Indian saying puts it, “If you don’t know where you’re going, any road will get you there.” A successful MBO system needs only to answer two questions: 1. Where do I want to go? (The answer provides the objective.) 2. How will I pace myself to see if I am getting there? (The answer gives us milestones, or key results.)
High Output Management
Andrew S. Grove
Streetlight Effect: People tend to get their information from where it’s easiest to look. E.g. the majority of research uses only the sources that appear on the first page of Google search results, regardless of how factual they are. Cumulatively, this can skew an entire field.
MEGATHREAD TIME: In 40 T...
@G_S_Bhogal on Twitter
Interestingly, one key element in changing SRI’s culture was that Carlson never talked about “changing the culture.” “People are generally proud of their culture,” he says. “So if you go into an organization and talk about changing the culture, it makes people wonder: ‘What is he talking about? What’s wrong with my culture?’ You don’t want people worrying about this. I never once used the word ‘culture’ at SRI in any of my discussions with the staff. What I talked about was what we needed to do. I had a couple of big themes. And I repeated those themes all the time. I never used the words, ‘culture change,’” he says.
The Age of Agile
Stephen DENNING
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