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High Output Management
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The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companie
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Paperback, 272 pages
Published
August 29th 1995
by Vintage
(first published 1983)
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I read this book for a book club at work. I wasn’t exactly thrilled that a management book was chosen as our next book, especially since I am not a manager myself. However, I did see that High Output Management had received rave reviews here on Goodreads. I also saw an article from the Washington Post highlighting this book becoming a cult classic in Silicon Valley with plenty of recommendations from top CEOs. And the recently updated edition has a foreword by Ben Horowitz, who apparently has be
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This is definitely one of the BEST Business Books one must read. And it's the best "Management to Engineers" book I can think of.
This book is listed on Quora as the best people management book one can read. It has been recommended by so many top VCs there.
Andrew Grove is the legendary CEO of Intel. Yet, his background is scientific research. This book is one of the best and concise guides on how to be an excellent manager (from managing a small team, all the way to a whole company).
His language ...more
This book is listed on Quora as the best people management book one can read. It has been recommended by so many top VCs there.
Andrew Grove is the legendary CEO of Intel. Yet, his background is scientific research. This book is one of the best and concise guides on how to be an excellent manager (from managing a small team, all the way to a whole company).
His language ...more
In some circles, Grove has as bad a reputation as Bill Gates. And while I can't comment on his other books (e.g., Only the Paranoid Survive), this book doesn't give that impression.
Grove's management philosophy is well developed, I think more useful than Rudy Giuliani's (Leadership), and still valid thirty years after the book was originally published. Additionally, Grove gives useful advice to people who aren't managers.
Shortly before reading this book, I read T.J. Rodgers' No Excuses Managemen ...more
Grove's management philosophy is well developed, I think more useful than Rudy Giuliani's (Leadership), and still valid thirty years after the book was originally published. Additionally, Grove gives useful advice to people who aren't managers.
Shortly before reading this book, I read T.J. Rodgers' No Excuses Managemen ...more
Intel co-founder Andy Grove was a brilliant CEO and a mediocre writer. His breakout business book of 1983 is no breezy beach read. A good deal of the material covered in High Output Management feels dated and his prose is dry as sand and crackers. But there are enough gems in here that it's well worth the read if you work in a managing role in a large organization (or a small organization that is growing).
It is a bestseller that survives through time, although it was first published in 1983 and since then management has changed a lot and has already incorporated the ideas the book spreads. But it is invaluable because Andrew Grove tells the reader his lessons learned as a effective manager at Intel. The book is for sure a compact course in Management, driven to managers focused on productivity and team work. I would read it again and again, no doubt about that. Highly recommended if you want to t
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Most of it felt more appropriate for a manufacturing company than today's world, but the fundamentals still resonated.
This classic of management finally made it through my list. I am surprised to see how much the years of experience have actually taught me lessons found in this book that the reading just happened to reinforced, and how only some parts in it were really new to me. Perhaps a bit of the specific approaches, or the formal language in the book do not match the reality I have worked in, or my preference, but the principles behind the work are definitely shared. There is a lot of systematic thinking,
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I can see why this book is so popular with left-brain-dominant CEOs in Silicon Valley. Like many management books it promises to give you the recipe for the secret sauce of successful growing businesses. Unlike many, it does actually give you some of the ingredients, though not the whole recipe.
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 handboo ...more
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 handboo ...more
I'm not in the habit of writing book reviews (who has time for all of the reviews we have to write these days, anyways?), but I feel like this book deserves a few words.
It's simply phenomenal! Sure, it's a bit dated (it was written originally in the 80s and slightly updated in the 90s), but most of the content in it is timeless. The foundational ideas about running a business, building a team, managing a team, etc transcend both time and industries. The only thing that really changes seems to be ...more
It's simply phenomenal! Sure, it's a bit dated (it was written originally in the 80s and slightly updated in the 90s), but most of the content in it is timeless. The foundational ideas about running a business, building a team, managing a team, etc transcend both time and industries. The only thing that really changes seems to be ...more
I read it because of its reputation. Immediately began reading it again upon finishing it because it is THAT good. So much wisdom and practical advice, delivered with straight shooting engineer style. stop reading this and go read the book!
A great read which still feels very relevant even though it was written thirty years ago! Lots of good advice on company organization, efficient meeting, motivation,... I'll definitely go back to the various parts I highlighted while reading
This is the best book I've read on leadership, building organizations and spending your time on the most important tasks for your team.
I bought this book for practical reasons: I started a new job recently in which I have bigger responsibilities and I'm also working on a personal entrepreneurship project; therefore, I wanted to learn some management skills. Also, this book was widely recommended by some of Tim Ferris guests as the best management book around.
Having said that, this book was eye-opening for me, both as an employee (how to make like easier for your managers) and as someone trying to start something on their own (i ...more
Having said that, this book was eye-opening for me, both as an employee (how to make like easier for your managers) and as someone trying to start something on their own (i ...more
I was initially skeptical of how relevant the teachings would be, given that this book was published 25 years ago. Glad that it proved me wrong: Grove provided lasting insights and takeaways that are largely unaffected by time. For example: 'A manager's output is the output of the people under his responsibility' still holds true even today. Grove also tackles major issues such as meetings, decisions, planning, appraisals, and difficult conversations.
The book is loaded with engineering examples ...more
The book is loaded with engineering examples ...more
It is hard to rate this book - it was published 35 years ago so many tips probably already spread out via newer books, articles, podcasts and so on. Even I was (and I am) supervised accordingly to those rules so they weren't nothing new for me.
Grove's tips help approach complex problems with simple steps which once used systematically will optimize how a company works and its employees will feel understood. On the hand those rules sound simple, on the other, I know how easily they can be forgot ...more
Grove's tips help approach complex problems with simple steps which once used systematically will optimize how a company works and its employees will feel understood. On the hand those rules sound simple, on the other, I know how easily they can be forgot ...more
Manager's output = output of the organization under his/her influence. I enjoyed the scientific approach described in this book – you can and should measure things. Even training should have a measurable outcome. 🎓
Would rate 6/5 if possible.
Key Ideas:
- Output of a Manager is the output of everyone he influences. He can leverage the output by: doing things faster, doing them better
- Training is a high-leverage activity, and responsibility of the manager - it must happen in-house
- Goals should always be paired - into quantity and quality goals - both keep a check on each other
- Hiring is a very tough but necessary job and you can never be sure about it
- Information gathering is the basis of a manager’s tasks - which, like a housewife ...more
- Output of a Manager is the output of everyone he influences. He can leverage the output by: doing things faster, doing them better
- Training is a high-leverage activity, and responsibility of the manager - it must happen in-house
- Goals should always be paired - into quantity and quality goals - both keep a check on each other
- Hiring is a very tough but necessary job and you can never be sure about it
- Information gathering is the basis of a manager’s tasks - which, like a housewife ...more
Andy Grove was the CEO of a Intel – a large corporation both doing rocket-science-level research and running manufacturing plants. The advice in the book somehow had to fit both scenarios. I am managing a small engineering team and I know I found it super-useful. Starting with the surprisingly clear definition of a manager’s output (“output of the organizational units under her or his supervision or influence”) to the more tactical ideas how to organize a company’s departments or what’s a good p
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This book took a while to read, not because it wasn't good, but because it was almost too good. It is chock full of stuff to think about as a manager. It read really densely. I'd read a chapter or two, think about it, try some stuff out, then pick up again and read another few chapters. This definitely has the feel of a book I'll return to in another few years and learn some new stuff and gather new insights.
great book dedicated to the management. the author covers large variety of things from the planning and managing the time to hiring and training employees. There a lot of ready to use samples from real life cases (with numbers) and to sample performance reviews. the author describes not just things worked for him and but what kind of things are not working.
One of the classic books on management
Strongly recommend this to anyone in management (either of other people or as a professional in charge of a function). Andy a Grove was truly one of the great business leaders. The "homework" at the end of the book is a reasonable assignment for any new manager.
Strongly recommend this to anyone in management (either of other people or as a professional in charge of a function). Andy a Grove was truly one of the great business leaders. The "homework" at the end of the book is a reasonable assignment for any new manager.
5/5 That is probably the best book I've read on management. It's short and to the point. It's written in 1990, but it holds amazingly well. This stresses the quality of content even further.
A highly recommended read.
A highly recommended read.
One of the absolutely best books about management I've read. It's a must read for all managers and business founders!
Short, powerful work on the art of classic command-and-control management. Put it alongside Jack Welch's "Winning" and Drucker's "Management" on your bookshelf.
One of the best management books despite being written in 1995.
This book explained quite a few management concepts I have seen at work but never really understood the true purpose of. It also enhanced my understanding of the basics such as 1 on 1s, promotions, writing reports, meetings, the role of middle managers, etc. It's really about organizational and policy choices compared to their alternatives (although the focus is mostly on a factory/assembly line type company structure). I found the analogies and charts particularly helpful (ex. the breakfast fac
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I was deliberately postponing the reading of Andy Grove's "High Output Mgmt" (despite all recommendations) - what could I learn about mgmt from the book published in 1983, right-o?
When I was about half-way through, I've already realised that - damn, I should have read it 10 yrs ago.
It is absolutely essential. And very far from being outdated (yes, in times of Peopleware, Management 3.0, etc. - all the trends I am familiar with & I totally agree with).
It's hard to list all the particular thoughts ...more
When I was about half-way through, I've already realised that - damn, I should have read it 10 yrs ago.
It is absolutely essential. And very far from being outdated (yes, in times of Peopleware, Management 3.0, etc. - all the trends I am familiar with & I totally agree with).
It's hard to list all the particular thoughts ...more
This is a timeless management book that is highly useful for anyone who manages a team, and clearly has stood the test of time. At times I found the book too technical, where it focused much on manufacturing processes / throughput, etc - but I felt you can skim certain sections and dig in on more relevant chapters. Grove is highly accomplished and has spent many years thinking about optimal management. It is a book I often hear recommended by many business leaders in Silicon Valley and beyond. A
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My Review - While the metaphors and the organizational structure of Intel described in the book are dated, the underlying wisdom imparted are still quite relevant. I found the core ideas in the book valuable - what is the output of manager? How do you spend your time? how do you plan your work? how do teams work? How do you motivate the people on your team?
My Book Notes
The book in three sentences
Your output is the sum of your team’s output and the output of any neighboring groups you can inf ...more
My Book Notes
The book in three sentences
Your output is the sum of your team’s output and the output of any neighboring groups you can inf ...more
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Andrew Stephen ("Andy") Grove (born 2 September 1936), is a Hungarian-born American businessman, engineer, and author. He is a science pioneer in the semiconductor industry. He escaped from Communist-controlled Hungary at the age of 20 and moved to the United States where he finished his education. He later became CEO of Intel Corporation and helped transform the company into the world's largest m
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