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A batch of the best highlights from what Felicity's read, .
Management scholar Peter Drucker nailed it decades ago when he said “There is nothing so useless as doing efficiently that which should not be done at all.” Bam!
It Doesn’t Have to Be Crazy at Work
Jason Fried and David Heinemeier Hansson
At lower levels, people’s objectives and key results might encompass close to a hundred percent of their work output. But managers had additional day-to-day responsibilities. If my objective is to grow a beautiful rose bush, I know without asking that you also want me to keep the lawn green. I doubt I ever had a key result that said, “Walk around to stay on top of employees’ morale.” We wrote down the things that needed special emphasis.
Measure What Matters
John Doerr
Typically, you would start with questions like these: Does the business problem exist? Does the customer need exist? How do we know whether this feature or service will address that need? As you sit down with your teams to plan out your next initiatives, ask them these questions. What’s the most important thing or things we need to learn first? What’s the fastest, most efficient way to learn that?
Sense and Respond
Jeff Gothelf, Josh Seiden
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