Founder connections
- Ben HorowitzForeword and positive review
“Over the years, I have come to consider High Output Management a true masterpiece”
Horowitz says he first read the book in 1995. This endorsement appears in his 2015 foreword.Source - Brian ArmstrongReadIn his December12,2016 post, Armstrong lists High Output Management among books he read that year and notes that he was already using practices such as one-to-ones and OKRs. His edition is not identified.Source
- Daniel EkRecommended for new managersEk recommends Grove’s book when asked about management reading.Source
- Larry EllisonRecommendation, reported by DisprzA first-person account of meeting Ellison reports that he called this book his reference for management and emphasized measuring what you want to improve.Source
- Marc AndreessenListed among his recommendationsa16z includes High Output Management in its published list of books recommended by Andreessen. The list does not establish completed reading or identify his edition.Source
- Tobi LütkeRead and recommendedOne of his first two business books. Lütke praises its practical management advice. The interview does not identify an edition.Source
Summary
Andrew Grove explains management through the work of teams and the systems around them. Drawing on his experience at Intel, he treats a manager's results as the output of the people they supervise and influence. The book begins with a production example and uses it to examine how work is organized.
Grove covers meetings, one-to-ones, planning, training and motivation. He also explains how a manager's level of involvement should change with an employee's experience at a particular task. The aim is to make everyday management choices more deliberate and useful.
Why read it Our view
Read it when your job starts to depend on other people's work. Grove gives you a way to examine meetings, training and your own use of time. His approach can help you ask where your attention changes the team's results and where it simply creates more activity.
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