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High Output Management

Andrew S. Grove, 1983

Intel's longtime leader treats management as production: find the limiting step, measure output rather than activity, use meetings for leverage, and train your people yourself.

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10 parts, about 23 minutes to read.

Why read it

  • Teaches a manager to see work as a production process: find the limiting step and fix problems at the lowest value stage
  • Defines a manager's output as what the organization produces and shows how high leverage activities such as training multiply it
  • Gives rules for decisions, reviews and motivation: free discussion then a clear decision, the three L's of a review, and stretch objectives

Who it is for

  • New managers who want a concrete system for their week
  • Team leads whose days vanish into meetings and interruptions
  • Managers preparing to give a hard performance review

What the summary covers

  1. The Basics of Production2 min
  2. Managing the Breakfast Factory3 min
  3. Managerial Output and Leverage3 min
  4. Meetings2 min
  5. Decisions, Decisions2 min
  6. Planning and Management by Objectives2 min
  7. Hybrid Organizations, Dual Reporting, and Modes of Control2 min
  8. The Sports Analogy: Motivation and Task Relevant Maturity2 min
  9. Performance Appraisal and Two Difficult Tasks2 min
  10. Compensation, Training, and One More Thing3 min

Recommended by

  • Mark ZuckerbergCofounder and CEO of Facebook
    [Andy’s] book played a big role in shaping my management style.
  • Peter DruckerManagement consultant, educator and author
    An important book which says some very important things . . . beautifully and with style.
  • Bill CampbellFormer CEO of Intuit
    High Output Management is a bible that every entrepreneur and every manager in the country should look at, read and understand.
  • Marc AndreessenCofounder of Netscape and Andreessen Horowitz
    Andy exemplifies the best of Silicon Valley. Andy built the model for what a high quality Silicon Valley company could be.

About the author

  • Andrew S. GroveHungarian American engineer who was chief executive of Intel
    • Born in Budapest, Hungary, in 1936, he left during the 1956 revolution and settled in the United States.
    • He emigrated to the United States from Hungary in 1956 and took part in the founding of Intel.
    • He earned a PhD in chemical engineering from the University of California, Berkeley, in 1963.
    • His first book, Physics and Technology of Semiconductor Devices, was used at many leading universities.
    • He became Intel president in 1979 and chief executive officer in 1987.
    • Time magazine named him Man of the Year in 1997.
    • He stepped down as CEO in 1998 and retired as chairman of the board in 2004.
    • He taught at the Stanford Graduate School of Business for 24 years.

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