Join 📚 Felicity's Weekly Book Highlights
A batch of the best highlights from what Felicity's read, .
A good strategy draws power from focusing minds, energy, and action. That focus, channeled at the right moment onto a pivotal objective, can produce a cascade of favorable outcomes. I call this source of power leverage.*
Good Strategy/Bad Strategy
Richard Rumelt
To understand how to set our strategic intents, we had to first understand what business value really means. Joshua Arnold, a business and product consultant and expert on cost of delay, uses a great model for thinking about business value,1 as shown in Figure 13-1. Figure 13-1. Framework for thinking about value, by Joshua Arnold (reprinted by permission of Joshua Arnold, © 2002)
Escaping the Build Trap
Melissa Perri
Outcome-driven leaders define success based on outcomes, but they don’t stop there. They also treat organizations like products—something they can design, test, and improve.
Steve Jobs was the ultimate example of a leader who managed the company as a product. When asked about which product he was most proud of, he replied:
> You know, making a product is hard, but making a team that can continually make products is even harder. The product I’m most proud of is Apple and the team I built at Apple.
Outcome-driven leaders treat each element of the organization as a “product feature” that exists to help the organization succeed.
These “organizational features” include things like processes, metrics, rituals, reports, structure, data, tools, skills, and behaviors.
Treat Your Company as a Product
Felipe Castro
...catch up on these, and many more highlights
Readwise