Entity Dossier
entity
Sanjay
Strategic Concepts & Mechanics
Signature MoveThirty Percent Turnover as Pruning Not Failure
Signature MoveFormer Bosses Report to Former Subordinates, Same Pay
Capital StrategyConservative Treasury, Radical Operations
Identity & CultureImmigrant Hunger as Hiring Filter
Signature MoveMemos Replaced by Oral OK and a Sharp Pencil
Competitive AdvantagePay What You're Worth, No Salary Schedule
Cornerstone MoveProduct-Owner as Mini-CEO Guillotine
Risk DoctrineDay-One Honesty in Every Acquisition
Decision FrameworkStars to Priorities, Privates to Sergeant
Signature MoveUnmanaged Pigs as Growth Path for Non-Managers
Signature MoveRank Everyone Against Everyone, No Threes Allowed
Cornerstone MoveUndevelop the Product Until Someone Can Afford It
Strategic PatternAcquire the Product, Architect the Bridge
Cornerstone MoveAcquire Products Not Talent, Then Gut the Org Chart
Cornerstone MoveZero-Based Thinking: Restart the Company Every Year
Primary Evidence
"is wrong. Sanjay: “He was very up front. It shocked most people. Someone asked him if there were going to be cuts, and he said, ‘Yes.’ What area? ‘Well, I don’t really need two finance departments, two personnel departments. Technical, we ll have to look. Sales, we'll have to look. But I'll let people know day one.’ And to date he has never waivered in that in an acquisition, which I think is one of our strengths. It is"
Source:Twenty-First-Century Management _ the Revolutionary Strategies That Have Made Computer Associates a Multibillion-Dollar Software Giant
"totally up-front. On D-Day of the Uccel deal, I had to let thirty people go, thirty-some-odd people.” The villain can’t be us—it must be them. Sanjay: “So after the meeting, the next"
Source:Twenty-First-Century Management _ the Revolutionary Strategies That Have Made Computer Associates a Multibillion-Dollar Software Giant