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The Hard Thing About Hard Things:
The world is full of bankrupt companies with world-class cultures. Culture does not make a company.
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179 |
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The Hard Thing About Hard Things:
If it’s possible to do something ten times better, it’s also possible that you won’t be the only company to figure that out. Therefore, you must take the market before somebody else does.
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179 |
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The Hard Thing About Hard Things:
Ideally, a cultural design point will be trivial to implement but have far-reaching behavior consequences.
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181 |
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The Hard Thing About Hard Things:
Shock is a great mechanism for behavioral change.
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181 |
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The Hard Thing About Hard Things:
Every smart company values its employees. Perks are good, but they are not culture.
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183 |
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The Hard Thing About Hard Things:
When an organization grows in size, things that were previously easy become difficult.
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186 |
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The Hard Thing About Hard Things:
The first rule of organizational design is that all organizational designs are bad… Your goals is to choose the least of all evils.
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188 |
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The Hard Thing About Hard Things:
You want to optimize the organization for the people -for the people doing the work – not for the managers.
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189 |
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The Hard Thing About Hard Things:
There is no such thing as a good executive. There is only a great executive for a specific company at a specific point in time.
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194 |
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The Hard Thing About Hard Things:
Predicting whether an executive can scale corrupts your ability to manage, is unfair, and doesn’t work.
|
195 |
