High Output Management
Andrew S. Grove · 1983
High Output Management (1983) is a book by Andrew S. Grove on Business & Strategy. Intel's Andy Grove treats management as a production process and hands you its physics: output, leverage, and control. A hands-on manual for turning any team, from a factory line to an engineering group, into a high-output machine.
The original operating manual for managers, written by the Intel CEO who treated management as a measurable production process, not an art.
Two of the ideas you’ll keep
The Clif summary of High Output Management pulls out 7 insights. Here are the first two.
- A manager's output is not personal busyness but a sum: the output of your own organization plus the output of the neighboring organizations under your influence. You are graded on what your team ships, not on how hard you personally work.
- Managerial productivity is governed by leverage. Prioritize high-leverage activities, ones that affect many people, or one person over a long time, or a large group with concise input, and beware negative leverage from meddling, waffling, or delayed decisions.
The other 5 — and the full 11-minute summary — are in the app.
What’s inside: 9 chapters
The whole summary runs about 11 minutes, read or listened to.
- The Manager's Real Output Is the Team's Output
- The Breakfast Factory: Every Job Is a Production Process
- Managing by Sight: Indicators and the Black Box
- Managerial Leverage: Do More of the High-Leverage Things
- Meetings: The Medium of Managerial Work
- Clean Decisions and Planning for Tomorrow
- The Hybrid Organization and the Modes of Control
- Motivation: The Sports Analogy and Self-Actualization
- Task-Relevant Maturity, Reviews, and the Manager as Coach
Finish High Output Management tonight.
Read or listen to the full summary in about 11 minutes, then keep the ideas with a minute of review a day. Start with the 2-minute quiz — no card required.
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