High Output Management

Extracted Attributes

• Title

  High Output Management

• Author

  Andy Grove

• Primary Focus

  Management and productivity strategies

• Later Reception

  Cult classic in Silicon Valley

• Target Audience

  Middle managers, leaders and managers of all levels, sales managers, accountants, consultants, teachers, CEOs, startup founders

• Publication Year

  1983

• Initial Reception

  Did not achieve bestseller status in the 1980s and 1990s

• Author's Background

  Former CEO of Intel, employee number three at Intel, PhD in electrical engineering, taught at Stanford University Graduate School of Business for 24 years

• Initial Critical Reception

  "interesting, down-to-earth book that is useful to anyone who influences the work of others, directly or indirectly" (Washington Post)

Timeline

• The book "High Output Management" by Andy Grove is published. (Source: summary)

  1983

• The book did not reach bestseller lists during this period. (Source: wikipedia)

  1980s-1990s

• The book becomes a cult classic within Silicon Valley, gaining widespread praise from tech leaders. (Source: wikipedia)

  2000s-present

High Output Management

High Output Management is a 1983 book by Andy Grove, CEO of Intel. It describes many of the management and productivity concepts that Grove used at Intel, such as the objectives and key results (OKR). High Output Management never reached best seller lists during the 1980s or 1990s, but became a cult classic within Silicon Valley decades later and is frequently praised for its influence by tech founders such as Mark Zuckerberg of Meta, Evan Williams of Twitter, Brian Chesky of Airbnb, and Ben Horowitz of venture capital firm a16z.

Web Search Results

• High Output Management - Wikipedia

  Image 4This article may be written from a fan's point of view, rather than a neutral point of view. Please clean it up to conform to a higher standard of quality, and to make it neutral in tone._(February 2024)_ _(Learn how and when to remove this message)_ _High Output Management_ is a 1983 book by Andy Grove, CEO of Intel. It describes many of the management and productivity concepts that Grove used at Intel, such as the objectives and key results (OKR). [...] When it was first published in 1983, the _New York Times_ called _High Output Management_ "an organizational Baedeker for managers at all levels," and the _Washington Post_ described it as "interesting, down-to-earth book that is useful to anyone who influences the work of others, directly or indirectly."( [...] In contrast to popular management books of the 1980s mostly written by consultants, _High Output Management_ was written by Grove, an iconic CEO with a PhD in electrical engineering with a lifetime of experience.( Synopsis -------- [edit] _High Output Management_ introduces Grove's "management by objective" approach, also known as the objectives and key results (OKR) framework.(

• High Output Management: Grove, Andrew S. - Amazon.com

  Image 72 Abi Noda ##### _5.0 out of 5 stars_ ABC's for managers Reviewed in the United States on February 20, 2015Verified Purchase High Output Management provides a comprehensive overview of a managers role and purpose. The book focuses around a central thesis that a manager's objective is to increase the output of the work of those below and around him. A manager should therefore choose high-leverage activities that have a multiplicative impact on the overall output of his subordinates and [...] The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing.Born of Grove’s experiences at one of America’s leading technology companies (as CEO and employee number three at Intel), High Output Management is equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation [...] Over the years, I have come to consider High Output Management a true masterpiece, and there are at least three core aspects to its genius. First, in as little as one sentence, it lucidly explains concepts that require entire books from lesser writers. Second, it consistently uncovers brand-new management ideas or finds new insights into old standards. Finally, while most management books attempt to teach basic competency, High Output Management teaches the reader how to be great.

• High Output Management: 3 Key Concepts From The Book

  High Output Management is a celebration of the middle manager. Unlike most management books, it really really gets into the weeds of management, and can get really prescriptive about how to do things. This is really refreshing for those who want a very high fidelity, precise view of what “great management” can look like. It’s one of my favorite books, and easily earns its place on my list of best books to become a better marketer. Read more detailed summaries of this book here: [...] # High Output Management: 3 Key Concepts From The Book High Output Management: 3 Key Concepts From The Book Andy Grove’s High Output Management (1983) influenced a generation of leaders in Silicon Valley who could relate to Grove’s systems-and-processes engineering approach to management. The result is a unique book that treats the idea of “management” as a hard skill — focused on outputs, objectives and results. In this summary, we’ll go over 3 of my favorite concepts from the book: [...] Every activity you do as a manager has leverage; great managers correctly identify which activities have the highest leverage and give those appropriate time and attention. Here’s how I think about it. As a manager, you have control over (1) how you apply your finite resources and (2) the leverage of activities you choose. Therefore, here’s what “high output management” could look like: And conversely, “low output management” ### High Leverage Activities

• High Output Management by Andrew S. Grove

  And we arrive at my first major gripe about this book: High Output Management is meant for a production manager on the floor at a manufacturing plant whose sole job is to spit out as many bits and thingys as possible. Anyone not spending their job doing the same thing over and over again in a more-is-better environment will gain almost no value here. The back cover explains how it is “equally appropriate for consultants, teachers, as well as CEOs and startup founders.” And yet, there is no real [...] High Output Management is one of the worst books I’ve ever read. I repeat. High Output Management, lauded by Brian Chesky, Mark Zuckerburg, and Ben Horowitz, is one of the worst books I have ever read. Now, if you liked this book, you might be thinking, “What do I care what this guy has to say about this book? He’s not even a manager. It was probably just over his head. He doesn’t understand.” Allow me to make my case. [...] The book is short, to the point, and full of real, actionable things you can do as a manager. Everything is presented with a minimum dose of fuss and a maximum dose of reality. Ultimately, it's a handbook of management hacks (algorithms, even) for people who don't have the time or inclination to learn how to manage people through repeated, annoying, slow, error-strewn lived human experience.

• Book Summary - High Output Management (Andrew Grove)

  _High Output Management_ is written byAndrew Grove–a Hungarian-born American businessman, engineer, author and a pioneer in the semiconductor industry. He participated in the founding of Intel, became its president in 1979, the chief executive officer in 1987. In 1997, he was chosen as Time magazine’s Man of the Year. In 1998, he stepped down as CEO of Intel, and retired as chairman of the board in 2004. Grove taught at the Stanford University Graduate School of Business for 24 years. He passed [...] In this book, former Chairman and CEO of Intel, Andrew Grove, provides a comprehensive overview of a manager’s role and purpose, with practical, timeless insights on how to increase your managerial output. The book is written primarily for middle managers, but the insights are relevant for leaders and managers of all levels. In this free version of the _High Output Management_ summary, we’ll outline the key concepts and tips in 3 parts: production principles, optimizing team output and [...] Productivity is your output divided by the required labor. So, to increase productivity, you can: 1. Reduce the time spent by working faster or harder; 2. Increase the leverage for existing activities; and/or 3. Shift from low-leverage to high-leverage activities. Image 7: High Output Management summary - Increasing Managerial Leverage In the complete version of our _High Output Management_ summary, we break down exactly _how_ to achieve the above. This includes:

• Instance Of

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