Ben Horowitz summary: https://a16z.com/2015/11/13/high-output-management/

Chapter-by-chapter takeaways: https://medium.com/@iantien/top-takeaways-from-andy-grove-s-high-output-management-2e0ecfb1ea63

Ben Horowitz summary

<aside> 💡 A manager’s output = the output of his organization + the output of the neighboring organizations under his influence.

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• A manager’s skills and knowledge are only valuable if she uses them to get more leverage from her people. If you know more about our product’s viral loop than anyone in the company? That’s worth exactly nothing unless you can effectively transfer that knowledge to the rest of the organisation

<aside> 💡 When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated.

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• All you can do to improve the output of an employee is motivate and train. There is nothing else

<aside> 💡 One-on-one is not only a fundamental element in the manager/employee relationship, but perhaps the best source for organizational knowledge that a manager can get

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• Managers who don’t have one-on-ones understand very little about what’s happening in their organizations

Chapter-by-chapter takeaways

On Organizational Output

<aside> 💡 Everything is process

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Whether you’re compiling code, hiring staff, or making breakfast, everything can be modeled as a repeatable production process. Understanding the elements of production — inputs, outputs, timing, limiting steps, quality controls, variability — lets us create and improve the “machinery” needed to fulfill our organizational goals. We all aim to achieve the same thing: high quality results in less time with least waste.