> When I came to Washington before World War II to head the electrical section of the Bureau of Ships, I found that one man was in charge of design, another of

> When I came to Washington before World War II to head the electrical section of the Bureau of Ships, I found that one man was in charge of design, another of production, a third handled maintenance, while a fourth dealt with fiscal matters. The entire bureau operated that way. It didn’t make sense to me. Design problems showed up in production, production errors showed up in maintenance, and financial matters reached into all areas. I changed the system. I made one man responsible for his entire area of equipment—for design, production, maintenance, and contracting. If anything went wrong, I knew exactly at whom to point. I run my present organization on the same principle. Rickover was apparently a fan of simple hierarchies. In contrast, Andy Grove like matrix organisation. From "High Output Management": > It's not because Intel loved ambiguity that we became a hybrid organization. We have tried everything else, and while other models may have been less ambiguous, they simply didn't work. Hybrid organizations and the accompanying dual reporting principle, like a democracy, are not great in and of themselves. They just happen to be the best way for any business to be organized.