From the library
High Output Management
Andrew Grove, 1983
In one paragraph
Intel’s former CEO lays out practical management as a production system: manage by outputs and indicators, increase managerial leverage, use clear operating rhythms, and match supervision to task‑relevant maturity.
Where this sits in the operating system
Systems Over Goals
People & Relationships
Systems Over Goals
Systems Over Goals
Key insights
A manager's output is the output of their organisation plus that of the organisations they influence. Everything else follows from that definition.
Find the highest-leverage activities: the ones affecting many people, or affecting them for a long time, or with a long lead time.
Task-relevant maturity determines management style. The same person needs different handling on different tasks, which is why blanket styles fail.
Recognise it early
The failure and the correction sit side by side deliberately. Read the left column asking whether any of it is already true of you.
Managing activity, not outputs
Micromanaging experts
Meetings without outcomes
Low leverage
No inspection
The same idea, argued differently
Peter Drucker
Ryan Deiss
Julie Zhuo
Gene Kim, Kevin Behr, George Spafford
The full breakdown
Before you close this
Naming the specific moment you will act roughly doubles the odds you do.
Reference
- Author
- Andrew Grove
- Published
- 1983
- Category
- Business
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