Speed Team Quotes

The SEALs place a premium on brute strength, but there's an even bigger premium on speed. That's speed through the water, speed over the ground, and speed of thought. There's no prizes for gleaming a set of well-oiled muscles in Coronado. Bulk just makes you slow, especially in soft sand, and that's what we had to tackle every day of our lives, mile after mile.

Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.

They looked like linebackers on a prison football team, whose idea of commincation was to smash into something at full speed, preferably another person.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Teams bring together a broader mix of skills that exceed those of any single individual. 2. Teams jointly develop and strive toward clear goals. 3. Teams can adjust with greater speed and effectiveness. 4. Trust and confidence are more easily built in teams.

Boyd’s Law: speed of iteration beats quality of iteration.

A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

High Performance Teams and Execution Speed, has no value, if you are going in the wrong direction!

A person on a very large horse has a combined weight roughly equal to that of an American football team, and the horse’s high speed would give a momentum advantage, making it easier to shove through the opposing team.

One: something can be worth doing even if you’re not around to see the end result or reap the rewards. It is a noble goal to want to do something that other people will benefit from, and it should be natural to want that for our successors. I don’t just mean after you leave this life, I mean after you leave a job, or a governing body, or a school. Act in the interests of the people who will inherit what you’ve done. Two: no man is an island. You cannot do it all. Teams, communities, friends are key to our ongoing, and hopefully everlasting, successes. And three: don’t be distracted by speed. Remember the Tortoise and the Hare fable. Not everything good can be achieved quickly and being fast doesn’t guarantee success.

When the high-speed chases and mandatory shoot-outs become too repetitive, I head over to the revival houses and watch gentler movies, in which the couples sleep in separate beds and everyone wears a hat. As my ticket is ripped, I briefly consider all the constructive things I could be doing. I think of the parks and the restaurants, or the pleasantries I'll never use on the friends I am failing to make. I think of the great city teaming on the other side of that curtain, and then the lights go down, and I love Paris.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition and beyond.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Fueled by his resilience, conviction, and strength of will, Lincoln gradually recovered from his depression. He understood, he told Speed later, that in times of anxiety it is critical to “avoid being idle,” that “business and conversation of friends” were necessary to give the mind “rest from that intensity of thought, which will some times wear the sweetest idea threadbare and turn it to the bitterness of death.

As a team gets bigger, the number of links that need to be managed among members goes up at an accelerating, almost exponential rate.” In his handbook Leading Teams, Hackman reminds us of “Brook’s Law”: the adage that adding staff to speed up a behind-schedule project “has no better chance of working … than would a scheme to produce a baby quickly by assigning nine women to be pregnant for one month each … adding manpower to a late software project makes it later.

What its withered technology lacked, the Game Boy made up in user experience. It was cheap. It could fit in a large pocket. It was all but indestructible. If a drop cracked the screen—and it had to be a horrific drop—it kept on ticking. If it were left in a backpack that went in the washing machine, once it dried out it was ready to roll a few days later. Unlike its power-guzzling color competitors, it played for days (or weeks) on AA batteries. Old hardware was extremely familiar to developers inside and outside Nintendo, and with their creativity and speed unencumbered by learning new technology, they pumped out games as if they were early ancestors of iPhone app designers—Tetris, Super Mario Land, The Final Fantasy Legend, and a slew of sports games released in the first year were all smash hits. With simple technology, Yokoi’s team sidestepped the hardware arms race and drew the game programming community onto its team.

Hockey is a club that holds its members tightly, the bond forged by shared hardship and mutual passion, by every trip to the pond, where your feet hurt and your face is cold and you might get a stick in the ribs or a puck in the mouth, and you still can’t wait to get back out there because you are smitten with the sound of blades scraping against ice and pucks clacking off sticks, and with the game’s speed and ever-changing geometry. It has a way of becoming the center of your life even when you’re not on the ice.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin.” “As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed, long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

As engine vibrated under him, he tried to tell himself it was all going to work out. It had to. Now that he’d found The One, there was no way in hell he was letting her get away. If that meant he had to move heaven and earth to find a good life for her and her pack mates here in the city, he’d do it. If being with Jayna meant he had to empty out his bank account and sell everything he owned, he was okay with that too. He had friends in other places he could turn to, Family too. His parents owned a huge house and a lot of land outside of Denver. If he showed up with Jayna, her pack, and no job, his family would welcome them with open arms. Okay, maybe his mom would be a little shocked when she found out his girlfriend came with an extended family, but she’d overlook it if there was a possibility of a grandchild in the near future. Becker was still daydreaming about kids with Jayna someday when headlights suddenly appeared in his rear- view mirror. He glanced over, swearing when he saw two vehicles speeding up behind him and closing fast.

Since Rose, he’d never wanted to be the right guy for anyone. He hadn’t wanted to carry that extra burden. He liked things nice and simple. But things sure as hell weren’t simple with Lena. They’d never been simple with Lena. Things with Lena had been one hundred shades of unadulterated complication from day one. That fact alone should have sent him running in the opposite direction with all the speed of an Olympic gold medalist. But no, here he stood. Holding on to her as if his life depended on it. Heaven help him, his life probably did depend on it.

We were a minor league team that didn't feed into any majors, in a town that loved just about every sport but ours. We were going nowhere and we knew it, so why not have fun? In the forties, when I was playing, we were officially the most violent team in the country, and that means probably the whole world, and by the way, that's why I could skate with no toes. A figure skater, a speed skater, an NHL forward, sure, you need your toes for control, but all that finesse takes a backseat when all you're trying to do is slam somebody into a wall and break all his teeth.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin. As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed,long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

Sean started the engine and putted through the marina waters, and Adam had the nerve to plop onto the seat across the aisle from me. Sean reached the edge of the idle zone and cranked the boat into top speed. Adam called to me so softly I could barely catch his words over the motor, “Close your legs.” “What for? I waxed!” I looked down to make sure. This was okay now, because Sean was facing the other way and couldn’t hear me in the din. Indeed, I was clean. I spread my legs even wider, put my arms on the back of the seat, and generally took up as much room as possible, like a boy. I glanced back over at Adam. “Does it make you uncomfortable for me to sit this way?” He watched me warily. “Yes.” “May I suggest that this is your problem and not mine?” He licked his lips and bent toward me. “If it keeps Sean from asking you out, it’s going to be your problem, and you’re going to make it my problem.” “Speaking of which,” I said, crossing my legs like a girl. “Thanks for staying out of my way. How the hell am I supposed to get Sean to ask me out when he’s all pissy?” “You wanted me to lose to him at team calisthenics? That was too sweet to miss.” “You didn’t have to win by quite so much, Adam. You knew I needed him in a good mood. You didn’t have to rub it in.” Adam grinned. “And you wanted me to stop growing?” “Do not make a joke about your size. If you can’t think of anything to talk about except your large size, please say nothing at all.

Another former chess player shared his own fond memory of Thiel from this era. Around the spring of 1988, the team was driving to Monterey for a tournament, with Thiel behind the wheel of the Rabbit. They took California’s Route 17, a four-lane highway that crosses the Santa Cruz Mountains and is regarded as one of the state’s most dangerous. The team was in no particular hurry, but Thiel drove as if he were a man possessed. He navigated the turns like Michael Andretti, weaving in and out of lanes, nearly rear-ending cars as he slipped past them, and seemed to be flooring the accelerator for large portions of the trip. Somewhat predictably, the lights of a California Highway Patrol cruiser eventually appeared in his rearview. Thiel was pulled over, and the trooper asked if he knew how fast he was going. The young men in the rest of the car, simultaneously relieved to have been stopped and scared of the trooper, looked at each other nervously. “Well,” Thiel responded, in his calmest, most measured baritone. “I’m not sure if the concept of a speed limit makes sense.” The officer said nothing. Thiel continued: “It may be unconstitutional. And it’s definitely an infringement on liberty.” The officer looked at Thiel and the geeks in the beater car and decided the whole thing wasn’t worth his time. He told Thiel to slow down and have a nice day. “I don’t remember any of the games we played,” said the man, now in his fifties, who’d been in the passenger seat. “But I will never forget that drive.

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Kya knew from reading Albert Einstein’s books that time is no more fixed than the stars. Time speeds and bends around planets and suns, is different in the mountains than in the valleys, and is part of the same fabric as space, which curves and swells as does the sea. Objects, whether planets or apples, fall or orbit, not because of a gravitational energy, but because they plummet into the silky folds of spacetime—like into the ripples on a pond—created by those of higher mass. But Kya said none of this. Unfortunately, gravity holds no sway on human thought, and the high school text still taught that apples fall to the ground because of a powerful force from the Earth. “Oh, guess what,” Chase said. “They’ve asked me to help coach the high school football team.” She smiled at him. Then thought, Like everything else in the universe, we tumble toward those of higher mass.

Like many in his generation, Billy had grown up playing first-person-shooter video games. He decided to take that experience a few steps further and resolved to join a SWAT team and shoot bad guys for real. He visited the local police station to find out what requirements and training were necessary to become a SWAT team member. He found out that the process was a lot more involved than he expected. He first needed to attend a police academy and become a police officer. Afterwards he would have to work his way onto a SWAT team over time. There were no guarantees. During his visit to the police station he learned that many SWAT members were former Marine Corps snipers. During that same visit the cops ran Billy’s plates through their criminal database and learned that he had outstanding warrants for speeding tickets. They unceremoniously arrested him and tossed him into jail.

If the interest of a scientific expositor ought to be measured by the importance of the subject, I shall be applauded for my choice. In fact, there are few questions which touch more closely the very existence of man than that of animated motors—those docile helps whose power or speed he uses at his pleasure, which enjoy to some extent his intimacy, and accompany him in his labors and his pleasures. The species of animal whose coöperation we borrow are numerous, and vary according to latitude and climate. But whether we employ the horse, the ass, the camel, or the reindeer, the same problem is always presented: to get from the animal as much work as possible, sparing him, as far as we can, fatigue and suffering. This identity of standpoint will much simplify my task, as it will enable me to confine the study of animated motors to a single species: I have chosen the horse as the most interesting type. Even with this restriction the subject is still very vast, as all know who are occupied with the different questions connected therewith. In studying the force of traction of the horse, and the best methods of utilizing it, we encounter all the problems connected with teams and the construction of vehicles. But, on a subject which has engaged the attention of humanity for thousands of years, it seems difficult to find anything new to say. If in the employment of the horse we consider its speed and the means of increasing it, the subject does not appear less exhausted. Since the chariot-races, of which Greek and Roman antiquity were passionately fond, to our modern horse-races, men have never ceased to pursue with a lively interest the problem of rapid locomotion. What tests and comparisons have not been made to discover what race has most speed, what other most bottom, what crossings, what training give reason to expect still more speed?

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

At the time the Constitution was adopted, Lincoln pointed out, “the plain unmistakable spirit of that age, towards slavery, was hostility to the principle, and toleration, only by necessity,” since slavery was already woven into the fabric of American society. Noting that neither the word “slave” nor “slavery” was ever mentioned in the Constitution, Lincoln claimed that the framers concealed it, “just as an afflicted man hides away a wen or a cancer, which he dares not cut out at once, lest he bleed to death; with the promise, nevertheless, that the cutting may begin at the end of a given time.” As additional evidence of the framers’ intent, Lincoln brought his audience even further back, to the moment when Virginia ceded its vast northwestern territory to the United States with the understanding that slavery would be forever prohibited from the new territory, thus creating a “happy home” for “teeming millions” of free people, with “no slave amongst them.” In recent years, he said, slavery had seemed to be gradually on the wane until the fateful Nebraska law transformed it into “a sacred right,” putting it “on the high road to extension and perpetuity”; giving it “a pat on its back,” saying, “ ‘Go, and God speed you.’ ” Douglas

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

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I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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Tricia thought about all those training runs, those miserable, hot steamy miles and hills in August in the Berkshires with the team. Or the frigid early - morning speed workouts in January on the track in New Haven. All this time, she'd thought it was about running, but it was really about preparing her for the last 17 minutes and the next few hours of pain, when she had to remain focused long enough to leave work, go to her apartment and pack a few things, and then get on the train out to Southport. This was the moment where developing all that endurance and a high pain threshold finally paid off.

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

Facebook decided to invest in Hive, a SQL-like language that would be more optimal for Hadoop, and a unique tooling layer called HiPal that would be the primary GUI for Hive. HiPal allowed any user to see what others in the company were accessing. This unique form of transparency allowed a new user to get up to speed quickly by studying what other people on the team were requesting and then building on it.

FinOps is the practice of bringing financial accountability to the variable spend model of cloud, enabling distributed teams to make business trade-offs between speed, cost, and quality.

I took the opportunity to complain about our typical government approach of making the same mistakes again and again. I said, “It reminds me of the ancient tribal wisdom that goes, ‘When you’re riding a dead horse, the best strategy is to dismount.’ Well—in Washington—we sometimes do things differently.” I explained: When we find ourselves riding a dead horse, we often try strategies that are less successful, such as: buying a stronger whip, changing riders, saying things like: “This is the way we’ve always ridden this horse,” appointing a committee to study the horse, lowering the standards so that more dead horses can be included, appointing a tiger team to revive the dead horse, hiring outside contractors to ride the dead horse, harnessing several dead horses together—to increase speed—attempting to mount multiple dead horses in hopes that one of them will spring to life, providing additional funding and training to increase the dead horse’s performance, declaring that, since a dead horse doesn’t have to be fed, it’s less costly, carries lower overhead, and therefore, contributes more to the mission than live horses, and my favorite—promoting the dead horse to a supervisory position.

Our mantra is that employees don’t need the boss’s approval to move forward (but they should let the boss know what’s going on). If Sheila comes to you with a proposal you think is going to fail, you need to remind yourself why Sheila is working for you and why you paid top of the market to get her. Ask yourself these four questions: Is Sheila a stunning employee? Do you believe she has good judgment? Do you think she has the ability to make a positive impact? Is she good enough to be on your team? If you answer NO to any of these questions, you should get rid of her (see the next chapter where we’ll learn that “adequate performance gets a generous severance”). But if your answer is yes, step aside and let her decide for herself. When the boss steps out of the role of “decision approver,” the entire business speeds up and innovation increases.

the ancients were fond of the metaphor of a charioteer. To win the race, one must not only get their horses to run quickly—but also keep the team under control, calm their nerves and jitters, have such a firm grasp on the reins that they can steer with pinpoint precision in even the most difficult of circumstances. The charioteer must figure out how to balance strictness and kindness, the light and the heavy touch. They have to pace themselves and their animals, and find every ounce of speed when it counts. A driver without control will go fast . . . but they will inevitably crash. Especially around the hairpin turns of the arena and the winding, pockmarked road of life. Especially when the crowd and the competition are rooting for exactly that. It is through discipline that not only are all things possible, but also that all things are enhanced.

The brutal reality of hiring is that the best candidates are not just considering your offer; they are evaluating your speed. Slow decisions can cost you the winners.

Lincoln and Speed shared the same room for nearly four years, sleeping in the same double bed.

First, on a multicultural team, you can save time by having as few people in the group work across cultures as possible. For example, if you are building a global team that includes small groups of participants from four countries, choose one or two people from each country—the most internationally experienced of the bunch—to do most of the cross-cultural collaborating. Meanwhile, you can leave the others to work in the local way that is most natural to them. That way, you can have the innovation from the combination of cultures, while avoiding the inefficiency that comes with the clash of cultures. Second, think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.

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The senior team at Amazon is determined to keep our decision-making velocity high. Speed matters in business—plus a high-velocity decision-making environment is more fun too.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

While dogs were a hole to sink money into, they were also more fun than a barrel of monkeys. There is nothing quite like hooking up a team of dogs who are raring to go. They bark and dance and just can’t wait. When you finally pull the hook and they take off at full speed (probably 25 miles an hour), there is a swish of sled runners and the wind in your face. Perhaps six furry behinds running ahead like a house afire. It is wonderful. You charge out into the boreal forest where there are no human sounds; no roads, no TVs, no nothing but you and your dogs and your wits.

The early Iditarod dogs were tough and hearty and so were the people who ran these teams. The first races took many days/weeks. During these early Iditarod runs, there were no headlights, no booties except the rare hand-sewn seal-skin bootie, no reflective trail markers (spruce boughs if anything), no quick-change runners, and no pre-race drop-bags assigned to each checkpoint. The mushers that ran were experts in survivalist arctic living and elite dog-men; many times these individuals were the trail-breakers as Iditarod was a trail and not a highway at that time. I remember air dropping dog food to the mushers at Poorman, they were snowshoeing in front of their teams. Mushers camped ang rested at night. The dogs were more trap-line dogs than anything. Today's Iditarod dogs are trained better and selected for more speed. (From the foreword by Terry O. Adkins)

proprietor of the town’s general store. Lincoln and Speed shared the same room for nearly four years, sleeping in the same double bed.

So the day after the Series ended, as players flushed out a season’s accumulation of balls and bats and gloves from their lockers, he met with his coaches to constructively delineate what had happened, why the bats had gone silent, why the pitchers couldn’t find the black of the plate. They mused over the edge that had been lost in the fast-forward rush to the World Series. They wondered if the euphoria of winning the pennant, beating no less a force than Clemens, had been too euphoric. La Russa himself wondered if maybe the team had over-prepared, affected by a comment ESPN announcer and Hall-of-Famer Joe Morgan made to him afterward that in his own World Series experience, he didn’t want a lot of information, just the bare bones of how hard a particular pitcher threw and how he used his off-speed.

The complexity and ambiguity of the issues you are dealing with increase every time you get promoted. So you’ll need to rethink what you delegate. No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

You can do a lot to compensate for your vulnerabilities. Three basic tools are self-discipline, team building, and advice and counsel. You need to discipline yourself to devote time to critical activities that you do not enjoy and that may not come naturally. Beyond that, actively search out people in your organization whose skills are sharp in these areas, so that they can serve as a backstop for you and you can learn from them. A network of advisers and counselors can also help you move beyond your comfort zone.

In the army—old-fashioned style—every foot-soldier was considered interchangeable with every other. The hierarchical organization, then, was conceived as the structure that could give the fastest and most direct coordination between these interchangeable parts. But a programming project is not a battle, regardless of appearances. There is no need for quite the speed of communication which is necessary under field conditions, nor are the things to be communicated so simple that they can be barked over a two-way radio with shells bursting in the background. What is needed in a programming project is slow, careful communication among teams of people doing very different, highly specialized tasks.

Many initiatives try to bring about change in large organizations by intervening at the organizational level, but getting traction there is unbelievably difficult. Those with experience know that genuine culture change in a large organization could take a decade. Not so for teams. Just as soldiers don’t fight for their country but for their foxhole buddies, members of a team will make commitments and changes with and for one another at a speed that would be next to impossible in a larger system.

You can use force or influence to cause behavior change. Force is quicker but you pay for that speed with the loss of connection and sustainability

through any structure without detection by his prey. He was a flawless assassin. It was just before five local time when Steven settled into the plush leather seating of the first-class compartment. The Deutsche Bahn Intercity Express, or ICE, was a high-speed train connecting major cities across Germany with other major European destinations. The trip to Frankfurt would take about four hours, giving him time to spend some rare personal time with his team. Slash was the first to find him. The men shook hands and sat down. Typically, these two longtime friends would chest bump in a hearty bro-mance sort of way, but it would be out of place for Europe. “Hey, buddy,” said Steven. “Switzerland is our new home away from home.” “It appears so, although the terrain isn’t that different from our place in Tennessee,” said Slash. “I see lots of fishin’ and huntin’ opportunities out there.” Slash grew up on his parents’ farm atop the Cumberland Plateau of Tennessee about halfway between Nashville and Knoxville. His parents were retired and spent their days farming while raising ducks, rabbits and some livestock. While other kids spent their free time on PlayStation, Slash grew up in the woods, learning survival skills. During his time with the SEAL Teams, he earned a reputation as an expert in close-quarters combat, especially using a variety of knives—hence the nickname Slash. “Beats the heck out of the desert, doesn’t it?” asked Steven. After his service ended, Slash tried a few different security outfits like Blackwater, protecting the Saudi royal family or standing guard outside some safe house in Oman. “I’m not saying the desert won’t call us back someday, but I’ll take the Swiss cheese and German chocolate over shawarma and falafel every friggin’ day!” “Hell yeah,” said Slash. “When are you comin’ down for some ham and beans, along with some butter-soaked cornbread? My folks really wanna meet you.” “I need to, buddy,” replied Steven. “This summer will be nuts for me. Hey, when does deer hunting season open?” “Late September for crossbow and around Thanksgiving otherwise,” replied Slash. Before the guys could set a date, their partners Paul Hittle and Raymond Bower approached their seats. Hittle, code name Bugs, was a former medic with Army Special Forces who left the Green Berets for a well-paying job with DynCorp. DynCorp was a private

Some guys are blessed with speed or strength or size. I was mediocre in all of those categories, but I was not a quitter. I was resilient

My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

speed of play will matter as well.  The first team to complete the pattern 10 times is the winner.

Wayne and Shuster, the comedian team, never fail to get a good laugh when they line up a group of ancient Roman cops in togas and have them number themselves from left to right, uttering Roman numerals. This joke demonstrates how the pressure of numbers caused men to seek ever more streamlined methods of numeration. Before the advent of ordinal, successive, or positional numbers, rulers had to count large bodies of soldiery by displacement methods. Sometimes they were herded by groups into spaces of approximately known area. The method of having them march in file and of dropping pebbles into containers was another method not unrelated to the abacus and the counting board. Eventually the method of the counting board gave rise to the great discovery of the principle of position in the early centuries of our era. By simply putting 3 and 4 and 2 in position on the board, one after another, it was possible to step up the speed and potential of calculation fantastically. The discovery of calculation by positional numbers rather than by merely additive numbers led, also, to the discovery of zero. Mere positions for 3 and 2 on the board created ambiguities about whether the number was 32 or 302. The need was to have a sign for the gaps between numbers. It was not till the thirteenth century that sifr, the Arab word for “gap” or “empty,” was Latinized and added to our culture as “cipher” (ziphrium) and finally became the Italian zero. Zero really meant a positional gap. It did not acquire the indispensable quality of “infinity” until the rise of perspective and “vanishing point” in Renaissance painting. The new visual space of Renaissance painting affected number as much as lineal waiting had done centuries earlier.

More important, and more surprising, we found that, even as speed increased and we pushed authority further down, the quality of decisions actually went up. We had decentralized on the belief that the 70 percent solution today would be better than the 90 percent solution tomorrow. But we found our estimates were backward—we were getting the 90 percent solution today instead of the 70 percent solution tomorrow.

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

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