fuchsbau

High Output Management, Andy Grove

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• Substrat: adapt or die
• 3 basic ideas:
  • 1) apply methods of production for output-oriented management
  • 2) work is pursued by teams
  • 3) team peak performance is elicited from individuals
• productivity = sum(Li x Ai) (sum of activities times leverage of activities)
  • leverage can be time-sensitive, e.g. preparing a meeting, somebody quits
  • negative leverage: emotionally charged leadership, waffling, meddling, bad preparation
  • high-leverage activities: concentrating on stars, recruiting, talking stars out of quitting (drop what you're doing; ask him why he is quitting; ask some more; don't try to change his mind; buy time), performance reviews
  • classify activities as low-/medium-/high-leverage. Do less low leverage activities.
• methods of production:
  • set of good indicators/measurements: rigorous monitoring + variable inspection is cheaper than gate-like inspection
  • material becomes more valuable as it moves through process: don't let substandard material proceed
  • make irregular things regular: prepare standard responses
• performance review:
  • single most important form of task-relevant feedback
  • assess performance (not potential), drop less important feedback
  • strive to be achievement-driven (not competence-driven)
  • give subordinate written review before
• helpful:
  • 1-on-1: subordinates provide supervisor with outline in advance
  • "operation review" meeting: keep teaching/learning going between people
  • generate inventory of pending decisions you are responsible for