product

The fundamental problem is that many products are created to be sold, not used.

google speak

Die-cast, precision machined zinc bottom housing

Injection-molded, interactive balanced top dome with precision bearing and satin touch coating

No, we don't understand any of our shit either.

Rinse and repeat

Similarly, in software, you can't be thinking about which programming language you are using, and whether you are using MongoDB or MySQL, or whether photogrid layouts are the hot new thing or not. You will never hit the proverbial fastball if that is the sort of junk filling your head. Rather, creating and shipping products needs to be muscle memory. You just need to have clear eyes, a full heart, and be ready to show up and play.

Kid, you'll move mountains.

Good stuff about how Great stuff is created.

The highway to hell

Some have argued that public companies with professional managers entrusted with fiduciary responsibility are inherently incapable of solving the innovator’s dilemma and are thus doomed to be disrupted. I’m starting to believe the argument. Whenever you as a manager try to work out the solution to the dilemma, you encounter a value destroying obstacle that cannot be surmounted while maintaining your position in the company. [As you attempt to solve it, you lose your position] Your successor won’t make the same mistake and [thus] the whole enterprise collapses.

Great management is the problem.

Simplicity isn't simple

Design is a word that's come to mean so much that it's also a word that has come to mean nothing. We don't really talk about design, we talk about developing ideas and making products,

The Simplicity Thesis

If you’re making the customer do any extra amount of work, no matter what industry you call home, you’re now a target for disruption. Because of the Internet’s scale and the speed of change in the world, the Innovator’s Dilemma has mutated over the years into a pernicious, methodically destructive force, leaving any company that is even the slightest bit more cumbersome, costly, or inefficient to be beat out by a newer, more streamlined competitor.

This is what disruption is really about.

Getting back

“You’ve been going out of business for 30 years,” Mulally told Bill Ford. “This is how to get back in it.”

Saving Ford from itself.

Mulally made his weekly executive meetings a safe environment where data could be shared without blame. “So-and-so has a problem. He’s not the problem,” the upbeat CEO told the assembled executives. “Who can help him with that?” To make sure they got the message, Mulally tied each executive’s performance to the success of the company as a whole.

Google me this...

The Google I was passionate about was a technology company that empowered its employees to innovate. The Google I left was an advertising company with a single corporate-mandated focus.

No Foss for Moss

This is such a major blow to Google's patent strategy that, from a mere shareholder value point of view, it should now give serious consideration to the possibility of coughing up the $2.5 billion break-up fee agreed upon with MMI's board of directors and walk out on this deal.

Creativity is not a pleasant process

“There’s this Pollyannaish notion that the most important thing to do when working together is stay positive and get along, to not hurt anyone’s feelings,” she says. “Well, that’s just wrong. Maybe debate is going to be less pleasant, but it will always be more productive. True creativity requires some trade-offs.”

Brainstorming Doesn’t Really Work. Criticism does.

The underlying assumption of brainstorming is that if people are scared of saying the wrong thing, they’ll end up saying nothing at all. The appeal of this idea is obvious: it’s always nice to be saturated in positive feedback. Typically, participants leave a brainstorming session proud of their contribution. The whiteboard has been filled with free associations. Brainstorming seems like an ideal technique, a feel-good way to boost productivity. But there is a problem with brainstorming. It doesn’t work.

All in or not?

I had just stopped working for a big company. I wanted to be on my own, set my own schedule. Then, like, 75 percent of my billing was to Apple. So I said, “Look, this is crazy. I’ll join you, but I only want to work half time. Twenty hours a week. Well, I wound up working, like, 50 hours a week, for half pay. I did that for about six months. I thought, This is totally stupid. When I signed the papers as a full-time employee, I was No. 246. I always tell people I could have been No. 6, which was worth, like, $85 million when they went public. But instead, I wanted my $20-an-hour consulting fee.