Download In the Company of Giants: Candid Conversations with the by Rama Jager, Rafael Ortiz PDF

By Rama Jager, Rafael Ortiz

In remarkably sincere and unrestrained one-on-one interviews, 16 titans of the electronic international proportion knowledge and recommendation on how they based and equipped their empires...what they consider company, know-how, and every other...and the place itÕs all going. YouÕll locate difficult, immediately, debatable, profound, and instructive conversations with: Steve Jobs (Apple, subsequent, Pixar), T. J. Rodgers (Cypress), Gordon Eubanks (Symantec), Steve Case (America Online), Scott prepare dinner (Intuit), Sandy Kurtzig (ASK), John Warnock and Charles Geschke (Adobe), Michael Dell (Dell), Charles Wang (Computer Associates), invoice Gates (Microsoft), Andy Grove (Intel), journey Hawkins (Electronic Arts/3DO), Ed McCracken (Silicon Graphics), Ken Olsen (DEC), and invoice Hewlett (Hewlett-Packard).

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Extra resources for In the Company of Giants: Candid Conversations with the Visionaries of the Digital World

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The niches had created such daunting manufacturing, sales, and marketing tasks that our people were stretched extremely thin. Even though our employees worked their butts off, they couldn’t do a quality job. The fact that I demanded a quality job meant that I was butting heads with people all the time. The fact that we weren’t doing well financially meant that I couldn’t afford the resources to build resources. We fundamentally had to change niches. 37 38 T. J. ” I kept presenting the business plan over and over and over.

J. RODGERS my little bonus plans are dramatically inferior to the P&L statement, which is time-tested and breadth-tested. With little bonus plans, you find out, you’re incentivizing things you didn’t need to incentivize. For example, you feed hungry people to make yourself feel better that hungry people are fed. The downside is you incentivize not working. By subsidizing not working, pretty soon you find out that, when at first you intended to feed and help a few hundred people, you’re now supporting millions.

Recruiting usually requires more than you alone can do, so I’ve found that collaborative recruiting and having a culture that recruits the A players is the best way. Any interviewee will speak with at least a dozen people in several areas of this company, not just those in the area that he would work in. That way a lot of your A employees get broad exposure to the company, and—by having a company culture that supports them if they feel strongly enough—the current employees can veto a candidate.

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