It was not just a rhetorical question—Jensen used this measure to gauge the performance of his employees. He would reprimand subordinates who set goals that referred to what the company had already done before or what the competitors were doing in that moment. As he saw it, he needed to prevent the kind of internal rot that he observed at other companies, where employees often manipulated their projects to provide steady and sustainable growth that would advance their individual careers, when in reality they were making only incremental improvements that actually hurt the company in the long
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