This is a tweetstorm about what I’m learning about company organizational structure, alignment, and how to innovate rapidly while scaling. Disclaimers: 1. Learning from other companies often means de facto survivorship bias 2. I’m not an expert, just learning as fast as I can
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Management relies heavily on those units to understand about what’s happening, and tries to have frequent reporting as a means of understanding as much as accountability. Andy Grove famously turned Intel around on a dime based on a single memo from a field salesperson.
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Teams are built to be fully functioning units. There isn’t often a monolithic “engineering” organization, but a couple of engineers assigned to each team. You’re grouped by task/objective not skill set. Amazon refers to itself as “hundreds of little startups.” That’s powerful
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2. OKRs (objectives/key results) have been written about in a dozen books, with google being perhaps the strongest advocate. You can get 90% of the information in a single page here: https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/introduction/ …. They work.
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3. Leadership of these teams means 100% ownership of results no matter what happens, and a huge number of companies consider who those people are is incredibly important
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That concludes the last couple weeks of trying to learn as quickly as possible. Books: Measure what Matters by Doerr 7 Powers by Helmer The Outsiders by Thorndike In the Plex by Levy Anything Andy Grove has ever written or said, but particularly High Output Management
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If you’re only going to read one book I recommend High Output Management
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End of conversation
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