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I was just gonna say that the Intel case may fit well in this book called Obliquity[0], which ironically discusses Boeing. I believe it said that Boeing was le
by jimkleiber 4y ago
I was just gonna say that the Intel case may fit well in this book called Obliquity[0], which ironically discusses Boeing.
I believe it said that Boeing was less profitable when it focused on increasing profits and more profitable when it focused on improving engineering.
[0]: https://www.johnkay.com/product/obliquity/ https://www.johnkay.com/product/obliquity/
- spamizbad 4y agoI've noticed a pattern of how executives approach this: 1) When looking for more profits/revenue at a technology company, they'll often either try to push an R&D "big bet" to market half-baked, in hopes of it pulling in new revenue OR put the screws to product and engineering to churn out some "quick wins" to give them some momentum. 2) When focusing more on engineering, it's often because they're either distracted by other challenges faced by the organization outside of engineering OR they are up against an existential threat that mandates engineering investment and letting them steer the strategy somewhat.