Here’s a blog post worth reading from Michael Abrash of Valve. Whether you are from the business or computing industry, I’m sure you’ll appreciate what he discussed from his post.
Valve: How I Got Here, What It’s Like, and What I’m Doing
Some excerpt:
“What matters is being first and bootstrapping your product into a positive feedback spiral with a constant stream of creative innovation. Hierarchical management doesn’t help with that, because it bottlenecks innovation through the people at the top of the hierarchy, and there’s no reason to expect that those people would be particularly creative about coming up with new products that are dramatically different from existing ones – quite the opposite, in fact.”
“Unlike many organizations, Valve doesn’t build organizational barriers to its employees by default; it just trusts them and gets out of their way so they can create value.”
“But no one told me what to do, and there were no official approvals that I had to obtain; once I had gathered feedback and thought this through to my satisfaction, I just went ahead and started the project. Think about that for a second, and think about your own job. How cool is it that this project spun up almost overnight, just because I thought it was the most valuable thing I could do at Valve?”