The hottest Management Substack posts right now

And their main takeaways
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Top Business Topics

TBM 321: "Reducing Complexity"

The Beautiful Mess • 1480 implied HN points • 14 Nov 24
💼 Business Management
  1. Product work is naturally complex because it involves many changing factors and teamwork among different groups. This complexity isn't bad; it's just part of making meaningful products.
  2. A company operates as a complex system influenced by habits, processes, and people. This can lead to mismanagement and stress when priorities clash and workloads become heavy.
  3. Leaders should not try to simplify the work itself but instead create an environment where teams can handle their complexity efficiently. Reducing friction and improving communication can help people do better work together.

The Sunderland Vortex

Grace on Football • 845 implied HN points • 28 Feb 23
🎾 Sports Management
  1. The creation of the Premier League led to financial risks and rewards in English football.
  2. The 'Sunderland Vortex' traps teams in making short-term decisions to avoid relegation, sacrificing long-term planning.
  3. Clubs without significant wealth in the Premier League are at risk of being caught in the 'Sunderland Vortex' and facing relegation.

When Overwhelmed, Make a List of Questions

Push to Prod • 39 implied HN points • 05 Aug 24
💼 Business Management
  1. When you feel overwhelmed, writing down your questions can help clarify your thoughts. It's a simple way to break down a complex problem.
  2. Answering even one question can give you more confidence and direction, leading to better decision-making. It’s a helpful way to gather information and make progress.
  3. This technique isn't just for work; it can be useful in everyday situations too, like before meetings with accountants or lawyers. Taking the time to write questions helps you feel more prepared.

A good start

The Uncertainty Mindset (soon to become tbd) • 239 implied HN points • 10 Apr 24
💼 Business Management
  1. Amorphous consulting is about tackling unclear and emerging problems that organizations face. It's often the first step in consulting even if clients don't recognize it or want to pay for it.
  2. Starting with amorphous consulting is cheaper and quicker than hiring a concrete consultant right away. It avoids the lengthy process of re-scoping a project.
  3. Amorphous consultants ask the 'dumb' questions that uncover hidden problems. This approach is useful when there's uncertainty, helping organizations find solutions they didn't even realize they needed.
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VCs are the worst run businesses … they never take their own advice

Five Links (and three graphs) by Auren Hoffman • 446 implied HN points • 29 Jun 25
💼 Business Management
  1. Venture capitalists often advise startups on management practices but don’t follow those rules themselves. For example, they say to have one CEO, yet their firms have multiple leaders.
  2. They encourage startups to go public and accept dilution, but many VCs avoid doing the same for themselves. They often take large salaries instead of low ones.
  3. While VCs tell founders to keep costs low and manage wisely, some of them spend on lavish expenses like private jets and high-end meals, showing a disconnect between their advice and actions.

The Difference Makers: Key Person(s) Value!

Musings on Markets • 579 implied HN points • 10 Dec 23
💼 Business Management
  1. Key people can significantly impact a business's value, whether it's a small practice like a doctor or a large company like Tesla. Even at bigger companies, certain individuals can make a big difference in how the business performs.
  2. Understanding who key people are in a company is crucial. These can include founders, top management, or even important employees at different levels who contribute unique skills.
  3. Companies can take steps to manage the risks that come with relying on key people, like using insurance or succession planning. These strategies can help ensure that the loss of an important individual does not as heavily affect the business.

Culture Debt

Fish Food for Thought • 47 implied HN points • 07 Jan 26
🎭️ Culture Management
  1. Rushing for growth often creates "culture debt"—small compromises in norms and incentives stack up over time and eventually cause major problems.
  2. Culture debt is harder to fix than technical debt because it erodes trust and psychological safety, leading to inconsistent decisions, normalized risks, and slow recovery.
  3. Preventing and paying down culture debt requires deliberate leadership: make culture a C-suite responsibility, define observable behaviors, keep reflection rituals, reward candor, and regularly reassess assumptions.

“The First Data Hire” Series: How to Survive and Succeed as a Solo Data Leader

SeattleDataGuy’s Newsletter • 400 implied HN points • 08 Jul 25
💼 Business Management
  1. When you're the first data hire, you need to set clear priorities. Don't try to fix every problem for every team at once; figure out what really matters to the business.
  2. Building strong relationships is crucial. Talk to people regularly to understand their true challenges and needs, not just their requests.
  3. Focus on delivering value over creating flashy tools. Start simple and aim to solve real business problems instead of getting lost in technical perfection.

What I read this week

🔮 Crafting Tech Teams • 99 implied HN points • 17 Jun 24
🕹 Technology Management
  1. Success comes from overcoming challenges and facing obstacles, not from a secret shortcut.
  2. Inspiration and fun can be found in quick reads like YouTube videos and articles.
  3. Learning and staying updated on a variety of topics, from software architecture to personal energy management, is important for growth.

TBM 330: (Un)common Sense Playbook

The Beautiful Mess • 1163 implied HN points • 29 Dec 24
💼 Business Management
  1. Getting to know your team is really important. When managers understand their team members, it helps everyone work better together.
  2. Clear communication about goals and priorities helps keep the team focused. It’s better to do a few things really well than to try and do too much at once.
  3. Sometimes, the environment can hold back good management practices. Creating a supportive atmosphere makes it easier for common sense leadership to succeed.

TBM 334: The Capacity Allocation Illusion

The Beautiful Mess • 1031 implied HN points • 19 Jan 25
💼 Business Management
  1. Capacity in software development isn't just about how many hours people work. It's more complicated and depends on past investments and the overall work environment.
  2. Oversimplifying capacity can lead to poor decisions. You need to consider many factors, like team dynamics and the quality of work, rather than just time spent on tasks.
  3. When asked about spending, it's better to focus on how investments improve future capacity instead of just breaking down hours. Understanding the bigger picture is key.

Moving Mental Mountains

Software Design: Tidy First? • 1369 implied HN points • 28 Oct 24
💼 Business Management
  1. Now it's easier and cheaper to explore data and insights, so we should be more curious and take the time to investigate our 'I wonder' moments.
  2. Emotional reactions often replace actual work, and we need to focus on doing the analytical tasks instead of just responding emotionally.
  3. When analyzing data, start small and make sure your findings are accurate. Sharing what you learn can help you grow and encourage collective knowledge.

No More Mr. Nice Guy

Fish Food for Thought • 37 implied HN points • 14 Jan 26
💼 Business Management
  1. Being “nice” can become avoidance: trying to spare individual discomfort by postponing hard choices ends up harming the team and shifts unfair costs onto others.
  2. Psychological safety isn’t the same as comfort: real safety comes from clear expectations, honest feedback, and timely decisions, even when conversations are uncomfortable.
  3. Mature leadership balances empathy with decisiveness: caring often looks like setting standards, delivering candid feedback, and sometimes making the hard calls so the system can function.

What Healthy Boards Look Like

DruGroup • 159 implied HN points • 07 May 24
💼 Business Management
  1. Healthy boards focus on governance, avoiding micromanagement. They concentrate on big-picture decisions rather than getting caught up in daily operations.
  2. Good boards prioritize setting strategic direction over just directing actions. They work on long-term goals instead of getting bogged down in immediate tasks.
  3. Instead of panicking during crises, successful boards take time to think things through. They focus on understanding the situation for lasting solutions rather than quick fixes.

The Power of Outcomes

Category Pirates • 707 implied HN points • 09 Oct 23
💼 Business Management
  1. As Category Designers, we get paid for outcomes, not for doing a 'good job.'
  2. Understand the power of the outcomes you have delivered in your career to realize your unique Category Superpower.
  3. Leverage outcomes for personal and professional agency to communicate your value effectively and be paid what you're worth.

People Over Process

Rethinking Software • 299 implied HN points • 01 Aug 25
💼 Business Management
  1. Focus on the individual members of your team, not just their roles or tasks. Remember each person's strengths and needs.
  2. Before adding processes or policies, consider what your team truly needs to succeed. Tailor your approach to support them personally.
  3. Regularly strip away distractions and revisit what matters most: the people on your team and their shared purpose.

Meetings Are A Huge Drag

Points And Figures • 426 implied HN points • 25 Jun 25
💼 Business Management
  1. Many people spend too much time in meetings, which takes away from productive work. It can be frustrating when meetings don't lead to real progress.
  2. Current meeting technology often just records discussions and doesn't improve how meetings run. This can lead to unproductive outcomes.
  3. Better meeting preparation can make meetings more effective, and new tools are being created to help automate this process. This can help reduce waste and improve productivity.

TBM 361: Context, Collaboration, Intent, and Investment

The Beautiful Mess • 476 implied HN points • 06 Jun 25
💼 Business Management
  1. Understanding context is important. It helps teams see the bigger picture and how things change over time.
  2. Intent is about setting clear goals for the future. Being specific about what you want to achieve can help guide actions.
  3. Collaboration and investment matter, too. Good teamwork and smart use of resources can drive better results and make projects more successful.

Are You Doing Product Management or Bullshit Management?

Untrapping Product Teams • 687 implied HN points • 10 May 23
💼 Business Management
  1. Companies often misunderstand the role of product management, focusing more on pleasing stakeholders than solving end-users' problems.
  2. Bullshit management happens when product managers get stuck in tasks unrelated to actual product management, like gathering requirements from stakeholders or attending numerous meetings.
  3. To escape bullshit management, focus on evidence-based decision-making, empower teams to make decisions, prioritize learning over planning, and resist anti-patterns that hinder product management success.

Moats: How to Build a Scalable Business Competitors Can't Copy

Nail It and Scale It • 59 implied HN points • 08 Jul 24
💼 Business Management
  1. A business moat is a special advantage that helps a company stand out and protect itself from competitors. Just like a moat around a castle keeps invaders out, a strong business moat helps companies earn big profits over time.
  2. There are different types of moats, like network effects where the value increases as more people use a service, and cost advantages that make switching harder for customers. Companies like Uber and Walmart have used these techniques smartly.
  3. Building a solid brand and having strong cultural values can also create powerful moats. For example, Patagonia builds loyalty by promoting environmentalism, making it harder for customers to switch to other brands.

Microsoft, Google Q1 results

Martin’s Newsletter • 668 implied HN points • 26 Apr 23
💼 Business Management
  1. Microsoft and Google had good Q1 results, which is positive news for corporate America.
  2. Microsoft excelled in the 'more personal computing' division and investors are focused on the Cloud.
  3. Google's advertising business had a flat quarter and faces challenges with product development in AI.

Sorry, Elon: Henry Ford Started a Colony First

Life Since the Baby Boom • 1152 implied HN points • 10 Nov 24
💾 History Management
  1. Henry Ford tried to create a city called Fordlandia in the Amazon rainforest to produce rubber. He faced many challenges because the environment was very different from what he knew.
  2. The project suffered from poor living conditions, high worker turnover, and management problems, leading to riots and disease among workers. It was hard to get people to stay and work.
  3. Ultimately, the project failed to produce rubber as intended and Ford lost a lot of money. It shows how difficult it is to impose a new way of life in an unfamiliar place.

3 Mistakes to avoid when writing your performance review

High Growth Engineer • 866 implied HN points • 19 Jan 25
💼 Business Management
  1. Don’t start writing your performance review from scratch. Create a separate document summarizing your work to help you organize your thoughts and provide a clear overview.
  2. Avoid assuming that everyone knows the details of your work. Write your review in a way that any reader, even a senior leader, can easily understand the impact of your contributions.
  3. Use specific numbers and clear statements to show your impact. Instead of vague phrases, quantify your achievements and relate them to team goals for better clarity.

TBM 370: Dependencies Aren't Your Problem

The Beautiful Mess • 290 implied HN points • 03 Aug 25
💼 Business Management
  1. Dependencies become a problem when teams are overwhelmed and lack clear priorities. It's crucial to have open discussions about what should be prioritized rather than just managing tasks.
  2. Many companies use complex tracking systems for dependencies, but they often overlook the real costs involved. Focusing on the value of work is more important than just managing schedules.
  3. To improve workflow, teams need to shift their focus from simply managing dependencies to maximizing the value they can create. This means investing in better processes and capacity allocation.

Engineer to CEO in 3 years: These key lessons got me there

High Growth Engineer • 717 implied HN points • 23 Feb 25
💼 Business Management
  1. Simplify your communication by sharing only the important details. It's better to answer the main question first and add more info later if needed.
  2. Look for gaps in your team or company where you can help. Taking initiative and proposing solutions can help you grow in your career.
  3. Listen to your team and find out what problems they face. Removing obstacles makes it easier for everyone to work better together.

The Death of Intel: When Boards Fail

Mule’s Musings • 969 implied HN points • 05 Dec 24
💼 Business Management
  1. The Intel board is seen as unqualified, with many members lacking the necessary semiconductor experience. This has likely contributed to the company's ongoing struggles.
  2. Pat Gelsinger, the former CEO, was fired despite being technically skilled and wanting to help the company. His optimistic approach conflicted with the board's short-term focus.
  3. The board's focus on maximizing shareholder value might lead to harmful decisions like breaking up the company, which could hurt its long-term prospects and impact the industry and U.S. competitiveness.

TBM 368: Goals Take Practice

The Beautiful Mess • 304 implied HN points • 21 Jul 25
💼 Business Management
  1. Setting good goals is tough and takes practice. It's not something you can get right just by trying a few times.
  2. OKRs are just one tool to help with goal setting, but there are many types of goals that matter in different situations.
  3. To really improve at setting goals, practice all the time, not just once a quarter. The more you work on it, the better you'll get.

TBM 363: Is Matt A Loser?

The Beautiful Mess • 370 implied HN points • 22 Jun 25
💼 Business Management
  1. Sometimes, executives may ignore useful advice to protect their own interests and bonuses. This can hurt the overall effectiveness of a company.
  2. People like Matt care deeply about improving their workplace, even when faced with difficult situations. However, they often feel stuck and unsure about their future.
  3. The dynamics in a company can make it hard for employees to voice concerns or suggest changes. This can lead to frustration and wasted potential within teams.

TBM 331: Strategy & Decisiveness

The Beautiful Mess • 859 implied HN points • 03 Jan 25
💼 Business Management
  1. Being strategic involves making choices, but not all strategies are about being decisive. Sometimes, being flexible and open to options can be just as important.
  2. Real-world strategy often faces messy challenges. It's not just about having a perfect plan; it's about navigating the unpredictable nature of business and making practical decisions.
  3. It's okay to admit uncertainty and avoid over-pressuring teams for quick decisions. Some trade-offs and juggling acts are just part of the process.

the double life of brian

Dan Davies - "Back of Mind" • 314 implied HN points • 24 Jan 24
💼 Business Management
  1. Consultants working independently may impact the productivity and training investment within companies.
  2. Substituting consultants for employees can create communication challenges and hinder information flow.
  3. The trend of specialists leaving to start consultancies may reflect underlying issues in British industry and government.

PE Slapping VC

Venture Prose • 579 implied HN points • 16 Apr 23
💼 Business Management
  1. Private equity-backed companies prioritize cash flow over growth, teaching venture capitalists an important lesson for sustained success.
  2. Some growth-stage companies, profitable and mature, outshine venture-backed companies in terms of financial yield without the need for external fundraising.
  3. Venture-backed founders can benefit from connecting with founders of different companies to understand the importance of capital deployment yield and reduce stress levels.

Do Nothing & Do Everything

Investing 101 • 69 implied HN points • 22 Nov 25
💼 Business Management
  1. Taking time to pause and reflect is important for personal growth and mental clarity. It may feel like doing nothing, but it's actually a valuable activity.
  2. Finding a balance between working hard and being smart is key. Sometimes, working too hard without thinking can lead to exhaustion and poor results.
  3. Both action and reflection are necessary for success. You need to know when to push forward and when to take a step back and regroup.