TDA’s Post

Intel Management by Objective In the 1970s, Andy Grove led Intel's manufacturing process as executive vice president. He focused on improving traditional planning methods. Grove sought to "create an environment that prioritizes results" and avoid the activity trap: "A focus on results is the key to productivity, while an increase in activity can lead to the exact opposite results. On the assembly line, it's easy to distinguish between concrete work results and disembodied activity. But when employees are paid to think, it's much more complicated. Grove was trying to solve two conundrums: How do you define and measure the outcomes of intellectual workers? And what can be done to improve those outcomes? Paying homage to Drucker, Grove called his goal-setting system iMBO (Intel Management by Objectives). "So the keywords are objectives and key result. Objectives is the direction: 'We want to dominate the mid-priced microcomputer component market.' That's the goal. That's where we're headed. The key results for this quarter are, "Enter into ten new customer agreements," one key result, a milestone. The key result should be measurable. At the end of a given period, you should look at your performance and confidently answer the question, "Did I meet the goal or not? Yes? No?". It's simple. And no criticism. Have we achieved dominance in the mid-priced microcomputer component market? We'll argue about that for a few years, but next quarter we'll know whether we've made ten new agreements. As a result, iMBO's goal-setting method has significantly contributed to Intel's journey to becoming the world's largest microprocessor company. And it was especially helpful in Operation Crush (https://lnkd.in/eWC8cfyx): when the company was threatened by competitors, management reset priorities by focusing the entire company on one ambitious goal. In a resounding victory, Intel captured 85 percent of the 16-bit market. #intel #management #projectmanagement #productmanager #productowner #manager #productmangement #pm #companymanagement

Very well stated by my colleague, Corey Wohlers. This article is well worth the read, regardless of where you/your company are in your journey to building a future-ready design cycle!

When people ask me, “How do you build a high-performing engineering team?,” the answer is: I don’t. High performance engineering teams are downstream of culture, and a culture reigns supreme if it has internalized the primacy of winning. Because winning is what matters. I’m not talking about stock price or OKRs. I’m talking about fulfilling your mission, delivering outcomes, and going faster, higher, and further than anyone thinks possible. A high-performing engineering team wins. Engineers get caught up in how they want the world to work, how they’ve been taught the world should work, but they rarely understand how the world actually works. And you can’t win if you aren’t living in reality. It’s a natural human tendency to define the problem based on what you can win at, but that is the ultimate corruption. Are you winning? Do more of that. Are you losing? Don’t do that. You’ll figure out the rest, but in this piece, I explain in detail some helpful things I’ve picked up during my career to figure it out faster. https://lnkd.in/gJerTKAi

Some more 1st principles organisational design wisdom from Jensen Huang in this Stanford University Graduate School of Business interview The CEO's first job is to architect the company - creating the conditions where teams can do their best work The way you organise in the past and today is different - don't worry about what other companies org charts look like One size doesn't fit all - consider the right team archetype for the nature of the work, consider; - What kind of machinery - What is the input/output - What are the properties of the environment - What are the characteristics - stable (squeeze out the last drop of water) or dynamic (being attacked by everybody) The operating system of the company is culture https://lnkd.in/gbUEnUMd Shantam Jain

Why Transformative New Businesses Usually Fail in Mature Companies - Part 1 This blog post is Part 1 of a 4-part series covering the challenges of scaling transformational new businesses within large, mature companies and recommended solution for how to address those challenges using a case study based on our many years of experience innovating new businesses at Intel Corporation. Part 1 introduces the Hawthorne Project, the new business incubation process at Intel, and some context about the differences between incremental and transformative business innovation. #innovation, #companyFit, #Intel https://lnkd.in/gvHUr86U

Technology has never been more important to manufacturers than it is now. Companies need analytics to solve supply chain problems, digital twins of their production lines to drive efficiency and flexible, cloud-based architectures to integrate with their customers and partners.  As a result, CEOs are placing big bets on the technology leaders they hire. They must get this right. Martha Heller | IndustryWeek | #Manufacturing | #Technology

Part 1 of our case study on the challenges of new business growth and innovation during our many years at Intel, and our learnings about how to overcome them. New sections will drop weekly - follow BRI Associates.

🍎✨ Remembering Steve Jobs: Architect of Innovation 🚀🔧 In a world where tech evolution is constant, Steve Jobs remains a guiding light. 🌟 His legacy, woven into the very fabric of the tech industry, continues to inspire and shape our digital landscape today. Watch the video below and let's acknowledge the visionary who redefined innovation and design.🚀💡 #TechVisionary #InnovationIcon #SteveJobs #Apple #techinspiration #revolutionarytechnology #SolidBaseIT

A different way…. In my work I am always meeting some pretty impressive people and getting an insight into how companies operate, their management and leadership, you could say it is one of the perks of the business. So I am always interested in different approaches and when you come across something that goes against everything that you know then you tend to take an interest. One such unconventional company and person that came up in a recent article was Jensen Huang, the leader of Nvidia who seems to have thrown out the perceived rule book. Nvidia is one of world's most valuable semiconductor company. Here's a glimpse into his unique management style: - A Flat Organisational Structure: 40 direct reports. An emphasises on group discussions over one-on-one meetings, ensuring that everyone, from VPs to entry-level employees are on the same page. - Transparency and Inclusivity: Meetings are not bound by rank or position and every team member can join any meeting. Huang believes that if there's a strategic direction, it should be shared with all. This approach leads to a wealth of perspectives and feedback. Planning: "We don't do a periodic planning system," said Huang. "The reason for that is because the world is a living, breathing thing. So, we just plan continuously; there is no five-year plan, there is no one-year plan, there is no plan — there is just what we are doing." - Reporting: Ditching of conventional status reports that Huang believes speeds up the decision-making process and helps stay up-to-date with realities - Feedback: Employees are encouraged to email him their 'top five things,' which he reviews daily and helps keep him connected to the essence and authenticity of the issues at hand. Huang believes in walking away from commoditised markets, even if it means breaking away from established norms. He encourages thinking outside the box and trusting intuition to make unconventional decisions. Huang's management style is different in the corporate world, but one that has served the company well so far. Only time will tell if this approach can be maintained as the company further expands. Regardless, it's different, and it seems to work for him and the company. Food for thought if traditional management isn’t working for you. Read the full article and video interview at the link below. https://lnkd.in/gWttYw2m #Leadership #Innovation #CEO #CFO

Crafting innovation. Explore how our Product Engineering team turns groundbreaking concepts into reality. Connect with us: https://lnkd.in/dGWjukkZ #ProductEngineering #SoftwareDevelopment #Technology #Trend #DigitalTransformation iWebServices