The hottest Management Substack posts right now

And their main takeaways
Top Business Topics
BIG by Matt Stoller • 43316 implied HN points • 26 Jan 24
  1. There is growing discontent and criticism towards Boeing's management from various stakeholders like Wall Street, labor unions, customers, and regulators.
  2. Major Boeing customers like Alaska Airlines and United Airlines are publicly holding Boeing accountable for quality issues and demanding reimbursement, indicating a significant shift in the industry's code of silence about problems.
  3. The government, particularly the FAA, has taken actions against Boeing and is showing signs of increasing regulation, potentially leading towards a moment where Boeing's management structure may face significant changes.
Software Design: Tidy First? • 1060 implied HN points • 19 Feb 24
  1. Software development teams can take two different paths over time - one struggling to maintain progress and innovate, the other accelerating and exceeding expectations.
  2. Executives play a crucial role in steering teams towards successful software development by fostering a culture of continual improvement, tidy code, automation, and collaboration.
  3. Understanding software design fundamentals as an executive can help diagnose ineffective teams, bridge communication gaps between business and technology, and inspire innovation and excellence.
High Growth Engineer • 1179 implied HN points • 11 Feb 24
  1. To transition into senior engineering roles, you need to shift from hands-on work to systems thinking, focusing on strategic leadership and fostering team autonomy.
  2. Senior engineers lead through influence rather than pure authority, emphasizing building trusted relationships, setting vision, and empowering teams.
  3. Developing critical leadership skills as a senior engineer involves improving empathy, communication, collaboration, systems thinking, and execution orchestration, while overcoming common pitfalls like losing sight of the big picture and excessive control.
ASeq Newsletter • 29 implied HN points • 24 Feb 24
  1. Rumors about layoffs and nepotism at Oxford Nanopore are circulating, potentially impacting the company's share price.
  2. The company's delayed announcement of layoffs raises questions, with some seeing it as a strategic move and others as a demotivational tactic for employees.
  3. The overall strategy of Oxford Nanopore is being called into question, with suggestions that changes may be needed for the company to succeed.
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The Security Industry • 28 implied HN points • 23 Feb 24
  1. In the cybersecurity industry, a company's success often comes from acquiring and integrating other successful cybersecurity companies that offer products in different areas like network, endpoint, data, identity, or GRC.
  2. Professional management is essential for growth through acquisitions in the cybersecurity field. It's crucial to make wise choices, integrate acquired teams effectively, and stay focused on customer service.
  3. Cybersecurity companies need to deliver good products at good prices to succeed, rather than solely relying on complex platformization strategies for sales growth.
Grace on Football • 1159 implied HN points • 06 Feb 24
  1. The Glazers' ownership of Manchester United has led to mismanagement on and off the pitch, creating a downward trajectory for the club.
  2. The concept of 'enshittification' can be seen in how tech platforms first cater to users, then prioritize business customers over users, and eventually focus on extracting maximum value for themselves before declining.
  3. Manchester United's shift towards prioritizing commercial success over sporting success has negatively affected the club's growth and standing, leading to concerns about the future of the team.
The Beautiful Mess • 528 implied HN points • 11 Feb 24
  1. Skilled pragmatists in companies can represent a major opportunity for improvement. They are reliable and capable but may not go above and beyond due to skepticism about the value of extra effort.
  2. When trying to improve behaviors in a team, it is crucial to be specific about the desired actions and outcomes. Vague terms like 'drive' or 'passion' can lead to misunderstandings.
  3. Listening to individuals in different categories can provide valuable insights for understanding motivations and barriers to certain behaviors in a team. Embracing diversity in perspectives is key to achieving more together.
Elena's Growth Scoop • 904 implied HN points • 29 Jan 24
  1. The growth teams face systematic failures in the industry due to various issues like unclear growth fundamentals and bad strategic decisions from executives.
  2. Symptoms of a bad growth team include not focusing on monetization, neglecting retention, and obsessing over 'hacks' instead of building sustainable growth engines.
  3. To build a successful growth team, companies need to prioritize monetization, retention, and data-driven decision-making, and ensure alignment between departments for optimal results.
Where's Your Ed At • 13056 implied HN points • 26 Oct 23
  1. Elon Musk is perceived as a modern-day hustler, skilled at manipulating media and markets without creating tangible value.
  2. Musk's success lies in picking companies and products that promise eternal growth, even if the reality doesn't align with the hype.
  3. The acquisitions of SolarCity, Twitter, and the Cybertruck showcase Musk playing outside the odds, relying on emotion, and making risky bets.
The Generalist • 2261 implied HN points • 09 Jan 24
  1. As a CEO, it's crucial to keep learning and adapting constantly as your company grows.
  2. Learning from experiences and being open to trying new things is key for founders to gain expertise.
  3. Engaging with peers, experts, and leadership teams can greatly contribute to mastering new areas of business.
The Beautiful Mess • 880 implied HN points • 27 Jan 24
  1. Hierarchical Collaboration Parity is crucial for success in organizations - leaders need to collaborate as much as front-line team members.
  2. Alignment and Work Style Gaps need to be addressed to improve team effectiveness.
  3. Organizations must confront deep-seated tensions, or 'Elephants in the Room', to prevent adverse outcomes and stress on teams.
Grace on Football • 648 implied HN points • 31 Jan 24
  1. Liverpool's journey to find structural stability after Klopp's era began with a turbulent start due to a mistaken committee approach.
  2. The success of Liverpool's recent transfers is attributed to a clear structure under Klopp's direction with Edwards as a key figure.
  3. As Liverpool faces the departure of key personnel like Edwards and Schmadtke, the focus is now on finding a new sporting director to seamlessly fit into the existing system.
Leading Developers • 39 implied HN points • 20 Feb 24
  1. Acquiring new skills through new challenges can be exciting and lead to unexpected career paths.
  2. Transitioning from a technical role to sales doesn't mean losing technical skills - understanding the product deeply remains crucial.
  3. Sales engineering roles offer variety, immediate value, and potential for lucrative rewards, but require strong communication and collaboration skills.
Bet On It • 130 implied HN points • 14 Feb 24
  1. The post discusses the search for the best business thinker who is intellectually responsible and data literate, with a focus on making money through various mediums like lectures, podcasts, or books.
  2. There is an exploration of finding a voice of reason in the realm of business, investing, finance, and other related fields, seeking individuals who can provide intellectual clarity and resist biases.
  3. The post mentions the question of whether there is a 'LessWrong' equivalent in financial mathematics, business, and career development, pointing out the quest for insightful and reasonable resources in these domains.
Off to Lunch • 1218 implied HN points • 15 Jan 24
  1. Off to Lunch newsletter is back for 2024 with exciting plans, including relaunching Business Leader magazine.
  2. The podcast associated with Off to Lunch covers big business stories and interviews key figures like the CEO of Seedrs and UK boss of Peloton.
  3. Important news stories highlighted include weakening UK job market, Artifact app closing down, and Adidas CEO sharing his phone number with all staff for feedback.
Ginger River Review • 98 implied HN points • 12 Feb 24
  1. Tencent CEO discussed the future of key business segments like WeChat, AI, Platform and Content Group, Cloud and Smart Industries Group, and games.
  2. Internal management and leadership were emphasized, advocating for a return to product experience and detailing strategic approaches for growth.
  3. Focus was placed on global expansion in the gaming industry, the importance of employee morale, signifying revolutionary changes in Tencent's business approach.
Ageling on Agile • 137 implied HN points • 07 Feb 24
  1. Consider re-evaluating your project management methodology if it is causing stress and hindering productivity. It is important to adapt and make radical changes when necessary.
  2. Embrace an iterative approach in your product delivery process, especially in unpredictable environments. Small steps, clear goals, and team collaboration can lead to valuable results.
  3. Empower your team by giving them ownership of the backlog, focusing on iteration goals, and encouraging discussions and improvements during demos and retrospectives. Allow flexibility and adaptability in your work processes.
Suzan's Fieldnotes • 98 implied HN points • 09 Feb 24
  1. Leadership is a shared experience, not an individual effort. A siloed leadership team can lead to a siloed organization. To shift organizational behavior, start at the leadership layer.
  2. Signs of a siloed culture include individualism, rise of 'poop umbrellas', influence behind closed doors, and apathy turning into fear. These signs can lead to missed business goals and a slipping company culture.
  3. Siloed cultures often form unintentionally due to tough market conditions, organizational changes, focus on individual parts instead of the system, and lack of intentional culture. Realignment starts by rallying the team around shared objectives, identifying desired team culture, and rewarding desired values.