John Galt

on the atlas — 9

• This Kidney Was Frozen for 10 Days. Could Surgeons Transplant It? - The New York Times1 savers
• [1509.07175] Exploration and Exploitation of Victorian Science in Darwin's Reading Notebooks1 savers
• There is way too much serendipity — LessWrong3 savers
• Address at the Sorbonne in Paris, France: "Citizenship in a Republic" | The American Presidency Project1 savers
• Roosevelt, "Strenuous Life, 1899," Speech Text - Voices of Democracy1 savers
• The Ambidextrous Organization1 savers
• How to kill good things to make room for truly great ones. | by Obi Felten | X, the moonshot factory1 savers
• The Gimbal1 savers
• Meditations On Moloch6 savers

highlights — 5

• We have also found that a clear and compel- ling vision, relentlessly communicated by a c ompany’s senior team, is crucial in building ambidextrous designs. These aspirations pro- vide an overarching goal that permits exploita- tion and exploration to coexist. Curley’s “net- work strategy” and Bradley’s “Healthy Eyes for Life” were compelling visions that underscored the strategic necessity of ambidexterity and the b enefits for all employees, both those in the traditional units and those in the break- through initiatives

  The Ambidextrous Organization

• Different alignments held together through senior-team integration, c ommon vision and values, and common senior-team rewards

  The Ambidextrous Organization

• Ambidextrous organizations segregate exploratory units from their traditional units, encouraging them to develop their own unique processes, structures, and cul- tures. But they also tightly coordinate these new units with existing organizations at the senior management level. Top-level inte- gration ensures that fledgling units have access to established resources—cash, talent, customers—and simultaneously shields them from the innovation-chilling effects of “business as usual.” Meanwhile, existing units—freed from the distractions of a start-up—can maintain their focus on refining operations…

  The Ambidextrous Organization

• To flourish over the long run, most companies need to maintain a variety of innovation ef- fo rt s. They must constantly pursue incremen- tal innovations, small improvements in their e xisting products and operations that let them operate more efficiently and deliver ever greater value to customers. An automaker, for e xample, may frequently tweak a basic engine design to increase horsepower, enhance fuel efficiency, or improve reliability. Companies also have to make architectural innovations, ap- plying technological or process advances to fundamentally change some component or el- ement of …

  The Ambidextrous Organization

• What matters is that you don’t keep polishing things until you are 100% comfortable before you share them, because by then it’s too late!

  How to kill good things to make room for truly great ones. | by Obi Felten | X, the moonshot factory