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Highlights

Remember, Amazon spent ten years creating the structures that support two pizza teams (View Highlight)

just because someone worked at [Big Tech Co] and enjoyed those systems doesn’t mean they know how to transition a company in the #1.5 middle-ground to that state (View Highlight)

The “hire smart people and get out of the way” approach breaks down when you experience the NP-complete problem of untangling dependencies and juggling competing incentives. (View Highlight)

At a certain scale, empowerment involves organizational design. At a certain scale, empowerment involves clarity, coherent strategy, and repeating the same things over and over. At a certain scale, the leader’s job shifts from delving into the details to solve specific problems to assuming that problems will always surface and that the systems to address those problems are crucial. At a certain scale, you have to believe you are not seeing or hearing about reality, and you need to consider an approach that doesn’t rely on your ability to get into every detail. At a certain scale, you need to realize that you can hire the best and brightest and still face challenges that only you can untangle, and you have to do so in broad strokes. Or, that in many cases the best approach is not being reactive and holding the course. (View Highlight)