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Once you have established what constitutes your environment, you need to examine it in two time frames—now, and sometime in the future, let’s say in a year. The questions then become: What do my customers want from me now? Am I satisfying them? What will they expect from me one year from now? You need to focus on the difference between what your environment demands from you now and what you expect it to demand from you a year from now. Such a difference analysis is crucial, because if your current activities satisfy the current demands placed on your business, anything more and new should be undertaken to match this difference. How you react to this difference is in fact the key outcome of the planning process.
High Output Management
Andrew S. Grove
A great deal of a manager’s work has to do with allocating resources: manpower, money, and capital. But the single most important resource that we allocate from one day to the next is our own time. In principle more money, more manpower, or more capital can always be made available, but our own time is the one absolutely finite resource we each have. Its allocation and use therefore deserve considerable attention. How you handle your own time is, in my view, the single most important aspect of being a role model and leader.
High Output Management
Andrew S. Grove
computer: Sturgeon’s Law, named for the legendary science-fiction writer Theodore Sturgeon. In the early 1950s, highbrow critics derided the quality of popular literature, particularly American science fiction. They considered sci-fi and fantasy writing a literary ghetto, and almost all of it, they sniffed, was worthless. Sturgeon angrily responded by noting that the critics were setting too high a bar. Most products in most fields, he argued, are of low quality, including what was then considered serious writing. “Ninety percent of everything,” Sturgeon decreed, “is crap.”
The Death of Expertise
Tom Nichols
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