The Secret Rules of Business Success (or Failure) - Slide 8

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There is a widely held belief that you can instrument management, whether that be measuring employees on a departmental curve — which benefits low-quality teams and penalizes high-quality ones — doing peer reviews or having the employees assess themselves — all are efforts to separate the manager from his/her role as manager. The more managers aren’t allowed to manage or delegate management, the more they drift towards sole contributors and the less effective their teams are. The justification for taking management away from managers is to prevent successful discrimination lawsuits. The problem it creates is greater than the problem it attempts to solve.

Over the last three decades, Rob Enderle has worked as an inside (ROLM/Siemens/IBM) or outside (Dataquest, Forrester, Enderle Group) technology analyst. He thought it would be interesting to share the 16 immutable rules that most people actually running tech companies don’t seem to know.

These rules define the differences between a company that is doing well, like Apple, and a company that is failing, like RIM. They anticipate the mistakes and suggest fixes to major financial, operational and PR problems the firms experience and provide a primer for anyone wanting to be successful in this segment. Many are not segment-oriented and could apply to any business at any level, but some are specific to technology.

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