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RT @foundertribune: "Why Training Is the Boss's Job" by Andy Grove https://t.co/5E7hqGf58v
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RT @foundertribune: "Why Training Is the Boss's Job" by Andy Grove https://t.co/5E7hqGf58v
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“When I first became a manager, I had mixed feelings about training... Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career.”
- Ben Horowitz
Read the full chapter here 👇
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“When I first became a manager, I had mixed feelings about training... Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career.”
- Ben Horowitz
Read the full chapter here 👇
Andy Grove is the former CEO of Intel. This essay is an abridged excerpt from chapter 16 of his management classic High Output Management.
Read the full chapter here: https://t.co/c8477OGctD tweet
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“Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours of preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours”
- Andy Grove
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“Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours of preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours”
- Andy Grove
"Why Training Is the Boss's Job" by Andy Grove https://t.co/5E7hqGf58v tweet
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Stock Analysis Compilation
Miller Value on Nabors $NBR US
Thesis: Nabors’ undervaluation, strong growth prospects, and substantial cash flow potential make it a compelling buy despite current market concerns
(Extract from their Q3 letter) https://t.co/hF11R4MEB5
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Miller Value on Nabors $NBR US
Thesis: Nabors’ undervaluation, strong growth prospects, and substantial cash flow potential make it a compelling buy despite current market concerns
(Extract from their Q3 letter) https://t.co/hF11R4MEB5
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Mark Zuckerberg on why the Growth Team was one of the biggest factors in Facebook’s success
“Making it so that we could grow faster was the most important product feature we ended up building for Facebook. The traditional approach to growing and marketing is you have a communications group or marketing team and you buy ads. Sometimes there’s a place for that.. But if you’re actually trying to grow a product, the best levers for doing that are often within the product itself.”
He continues:
“There’s no magic in the group we’ve built here that other people can’t replicate. It’s just being very rigorous with data and investing in data infrastructure so that you can process different experiments and learn from what customer behavior is telling you.”
Mark cites Facebook’s “People You May Know” feature as an example of a critical product growth lever. And his key point is that the best levers for growth are often within your product itself.
Facebook’s growth team had a simple framework for growth focused on acquisition, activation, engagement, and virality. They then used this framework to prioritize design experiments and build products. Quickly iterating through these experiments and rigorously measuring what was working (and trying to understand why it was working), helped put the platform on the path to billions of users.
Video source: @ycombinator (2016)
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Mark Zuckerberg on why the Growth Team was one of the biggest factors in Facebook’s success
“Making it so that we could grow faster was the most important product feature we ended up building for Facebook. The traditional approach to growing and marketing is you have a communications group or marketing team and you buy ads. Sometimes there’s a place for that.. But if you’re actually trying to grow a product, the best levers for doing that are often within the product itself.”
He continues:
“There’s no magic in the group we’ve built here that other people can’t replicate. It’s just being very rigorous with data and investing in data infrastructure so that you can process different experiments and learn from what customer behavior is telling you.”
Mark cites Facebook’s “People You May Know” feature as an example of a critical product growth lever. And his key point is that the best levers for growth are often within your product itself.
Facebook’s growth team had a simple framework for growth focused on acquisition, activation, engagement, and virality. They then used this framework to prioritize design experiments and build products. Quickly iterating through these experiments and rigorously measuring what was working (and trying to understand why it was working), helped put the platform on the path to billions of users.
Video source: @ycombinator (2016)
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RT @mikemcg0: "If you’re actually trying to grow a product, the best levers for doing that are often within the product itself.”
- Mark Zuckerberg
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RT @mikemcg0: "If you’re actually trying to grow a product, the best levers for doing that are often within the product itself.”
- Mark Zuckerberg
Mark Zuckerberg on why the Growth Team was one of the biggest factors in Facebook’s success
“Making it so that we could grow faster was the most important product feature we ended up building for Facebook. The traditional approach to growing and marketing is you have a communications group or marketing team and you buy ads. Sometimes there’s a place for that.. But if you’re actually trying to grow a product, the best levers for doing that are often within the product itself.”
He continues:
“There’s no magic in the group we’ve built here that other people can’t replicate. It’s just being very rigorous with data and investing in data infrastructure so that you can process different experiments and learn from what customer behavior is telling you.”
Mark cites Facebook’s “People You May Know” feature as an example of a critical product growth lever. And his key point is that the best levers for growth are often within your product itself.
Facebook’s growth team had a simple framework for growth focused on acquisition, activation, engagement, and virality. They then used this framework to prioritize design experiments and build products. Quickly iterating through these experiments and rigorously measuring what was working (and trying to understand why it was working), helped put the platform on the path to billions of users.
Video source: @ycombinator (2016) tweet
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Clearbridge on Vulcan Materials $VMC US
Thesis: Vulcan Materials’ dominant market position, essential role in infrastructure projects, and strong pricing power offer compelling long-term growth potential despite recent market concerns.
(Extract from their Q3 letter) https://t.co/EI4RZ7CYLC
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Clearbridge on Vulcan Materials $VMC US
Thesis: Vulcan Materials’ dominant market position, essential role in infrastructure projects, and strong pricing power offer compelling long-term growth potential despite recent market concerns.
(Extract from their Q3 letter) https://t.co/EI4RZ7CYLC
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Aristotle on Tokyo Century Corporation $8439 JP
Thesis: Tokyo C’s diversified services, strong global partnerships, and attractive valuation position it well for long-term growth, supported by favorable industry dynamics and strategic investments
(Extract from their Q3 letter) https://t.co/9Bi0ij3Pmm
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Aristotle on Tokyo Century Corporation $8439 JP
Thesis: Tokyo C’s diversified services, strong global partnerships, and attractive valuation position it well for long-term growth, supported by favorable industry dynamics and strategic investments
(Extract from their Q3 letter) https://t.co/9Bi0ij3Pmm
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