Conversation

Replying to
11/ This means a CEO who wants internal disruption will have to sacrifice *margins* by forgoing organizational efficiencies.
3
3
Replying to
12/ i.e., keep the company structure a set of vertical, redundant flows, 1 per product. Build pay-for-redundancy into business model.
1
2
Replying to
13/ There is a CS metaphor here: run every product inside its own VM. Only bare-metal functions are corp. governance ones (legal, cap table)
2
5
Replying to
14/ People don't realize how powerful VM ideas have gotten since VMWare. Check out Bromium for MicroVMs for instance.
3
3
Replying to
15/ VMs as a management metaphor means your *2nd* product is the one that determines whether your company has disruption resistant DNA
1
4
Replying to
19/ Margins are a relative measure. Will get pwned by biggest contributor to revenue pie. You manage what you measure.
3
4
Replying to
22/ This means you do *not* break out RD&E at top-level. Do that and you're screwed. Absorb RD&E into COGS, compute margins after.
1
3
Replying to
23/ Oh, a final thought: to do this, your baseline clockspeed has to be at least 2x industry average. This is not a "free" management model
1
4
Show replies