 |
…man startups suffer… because founders don’t understand themselves and how their companies inherit their traits.
|
071 |
 |
…if possible, build your expertise before you build your network, and build your network before you build your company.
|
109 |
 |
…workers with jobs like software developer, product designer, and web marketer have vastly more marketplace leverage over their companies than those companies have over them.
|
215 |
 |
…companies transform because they believe they need to be able to successfully take advantage of new opportunities that arise and effectively respond to serious threats.
|
003 |
 |
…it’s a good idea to know what other companies in the industry are paying people in comparable positions.
|
052 |
 |
…companies do their most impactful work in a crisis, because the disciplinary boundaries fly out the window.
|
286 |
 |
The traditional hierarchy still plays an essential role in most companies and has continued to do so…
|
004 |
 |
A company, like any social system, abhors a power vacuum, and companies are not exception…
|
006 |
 |
Authority and hierarchy – rightly exercised – are useful and necessary for companies to thrive.
|
014 |
 |
For most companies… the perils of the bossless company structure are roadblocks to profitability and growth.
|
016 |
