A Return to Merit, Focus on Results, and Work That Matters- A Quick Highlight Reel of A. Karps Book, “Technological Republic”

Tuesday treat for y’all- below is a quick highlight reel of another solid read: “The Technological Republic” by A. Karp with Palantir Technologies.

I preordered this book and while I love “How Big Things Get Done” by Prof. Bent Flyvbjerg for effective project and product process tips this book gets more into the people and mindsets of successful innovators, doers, and leaders of impact, a return to merit, focus on results+work that matters.

My favorite quote on what made Silicon Valley so great: “A commitment to advancing outcomes at the expense of theatre, to empower those on the margin of orgs but closest to the problem, to set aside vain debates in favor of even marginal+often imperfect progress.”

This book reminds me what makes real creative, innovative, and disruptive companies successful- it’s not buzz words, PowerPoints, pretty people giving speeches or LinkedIn posts but real forward action- failing+ fixing. A focus on results. It gives me hope that truly talented teammates - the ones with solutions - that speak up - that hold the line of pragmatism rather than sycophancy- will find a way to make a real impact in products and services that matter and make life better, safer, and / or easier.

This book is best for:

1. company owners, execs, and boardmembers that wonder why results are slow or low, wanting to fix culture to be more results and true talent focused;

2. for result oriented solution minded pragmatic pros frustrated by beaurcratic systems and posturing that see innovation lag as their passed over, scape goated, or ignored who are looking for some hope (it’s not you - it’s a bad system and some embedded duds) ; and

3. for real leadership that want a better work place and are tired of mediocrity floating to the top with fear and finger pointing dominating conversations.

Highlights:

1. Ask why 5 times for root cause+ real fixes. Example: Engineering missed a deadline. Why? The request was made by sales too late. Why? Understaffed. Why? Layoffs to free up budget for new ventures? Why? Board demand of new revenue streams. Why? Worried old wouldn’t be enough. Ok, talk to Board we can’t lose legacy customers because of delays.

2. The importance of strategic insubordination+constructive disobedience - if a manager is circled by unquestioning, unthinking compliant staff focused on conformity+survival that is “corrosive to [business growth] and “crippling to creative output”.

3. To be cautious of internal caste systems +entrenched closed aristrocies. New talent needs a way into the inner circle. Fear of or walls to talent as a threat to mediocre survivors is bad news for innovation.

4. To be authentic, not hide issues, avoid antiseptic discourse, have a view, venture toward the flame, not away, accept friction if toward creative output+avoid empty

agreeableness for approval over action.

Cheers + Good luck,

OneVie