I remember a VC dinner in Palo Alto about 5-6 years ago and SeaMicro came up, I think I was seated next to one of the founders of SM. I argued that SeaMicro had no business model because the magic was in the control and scheduling software, process isolation, allocation and management, and not cheap dense cores, which were a canard. And so here we are.
I came across “The 12 Simple Secrets of Microsoft Management: How to Think and Act Like a Microsoft Manager and Take Your Company to the Top.” Reading it now in 2010, I can’t help but chuckle at the wide-eyed fanboy writing. Then I saw “The Google Way: How One Company Is Revolutionizing Management as We Know It” and it cemented my opinion that whenever a book endorses any particular “way” of management with the benefit of hindsight and makes a point that all it would take for your company to be similarly successful is follow the bromides in the book, it is a clear sign that the person writing the book has no clue what they are going on about.
This is what the people think matters:
This is actually what matters: