High Output Management
Andrew Grove, who helped build Intel into a semiconductor giant and served as its CEO, distilled his approach to management into this enduring 1983 guide. Grove treats management as a discipline that can be measured and improved, starting from a simple idea: a manager's output is the output of the teams under and around them. He introduces practical concepts such as managerial leverage, the multiplying effect of choosing the right activities, and explains how meetings, decisions, planning, and one-on-ones can be tools rather than time sinks. He uses a running breakfast-factory analogy to show how production thinking applies to knowledge work, and he covers performance reviews, hiring, and how to set goals that actually drive results. Frequently recommended by technology leaders and credited as an early influence on the OKR goal-setting method.
Also by Andrew S. Grove
What you might want to know about High Output Management
The questions readers send us most often, answered without spoilers.
The longtime Intel leader lays out a systematic approach to management built around output, leverage, and treating a manager's job like running a production line.
Andrew S. Grove, the engineer and executive who helped build Intel and served as its CEO, wrote the book based on his own management experience.
Yes. Despite being published in 1983, its core ideas about leverage, goal-setting, and a manager's output remain widely recommended by technology leaders today.
High Output Management is 235 pages in standard print editions, though page counts vary slightly between hardcover, paperback, and large-print formats.
At an average reading pace of about 250 words per minute, High Output Management takes most readers 4 to 5 hours to finish.
High Output Management is available in hardcover, paperback, ebook, and audiobook formats from Amazon, Bookshop.org, ThriftBooks, and most major bookstores.
