How to Castrate a Bull： Unexpected Lessons on Risk, Growth, and Success in Business，1st ed. 阉牛之道：意外的商业风险、增长与成功，第1版

作者： Dave Hitz等著

出 版 社：

出版时间： 2009-1-1字数：版次： 1页数： 202印刷时间：开本： 16开印次： 1纸张：I S B N ： 9780470345238包装： 精装内容简介

Dave Hitz likes to solve fun problems. He didn’t set out to be a Silicon Valley icon, a business visionary, or even a billionaire. But he became all three. It turns out that business is a mosaic of interesting puzzles like managing risk, developing and reversing strategies, and looking into the future by deconstructing the past.

As a founder of NetApp, a data storage firm that began as an idea scribbled on a placemat and now takes in $4 billion a year, Hitz has seen his company go through every major cycle in business—from the Jack-of-All-Trades mentality of a start-up, through the tumultuous period of the IPO and the dot-com bust, and finally to a mature enterprise company. NetApp is one of the fastest-growing computer companies ever, and for six years in a row it has been on Fortune magazine’s list of Best Companies to Work For. Not bad for a high school dropout who began his business career selling his blood for money and typing the names of diseases onto index cards.

With colorful examples and anecdotes, How to Castrate a Bull is a story for everyone interested in understanding business, the reasons why companies succeed and fail, and how powerful lessons often come from strange and unexpected places.

Dave Hitz co-founded NetApp in 1992 with James Lau and Michael Malcolm. He served as a programmer, marketing evangelist, technical architect, and vice president of engineering. Presently, he is responsible for future strategy and direction for the company. Before his career in Silicon Valley, Dave worked as a cowboy, where he got valuable management experience by herding, branding, and castrating cattle.

目录

PART ONE: Beginnings

1.Before NetApp On Computers, Colleges, Castration, and Risk

Interlude: What NetApp Does

2.Starting NetApp On Toasters, Angels, Resellers, and Ferraris

Interlude: Redundant Array of Pyramid Hieroglyphics (RAPH)

3.CEO Lessons On Pixie Dust, Decision Making, Candor, and Going Public

Interlude: Tom Mendoza’s Lessons on Public Speaking

PART TWO: Turbulent Adolescence

4.Hypergrowth On Goals, Doubling, Ancestors, and Pain

Interlude: How to Fail in Executive Staff Presentations

5.Values and Culture On Dilbert, Drooling, Lies, and Game Theory

Interlude: Lawyers Aren’t Evil Fairness and Morality Are Not Their Job

6.Managing Engineers On Development, Consensus, Doctor Death, and Magic

Interlude: Scientific-Truth and Useful-Truth

PART THREE: Grown-Up Company

7.Customers On Love, Enterprise, Simplicity, and Partners

Interlude: Shark Island A Parable of Risk and Mass Media

8.Strategic Change On Reversing Course, Chocolate, Debates, and Core Beliefs

Interlude: Speckled-Egg Thinking

9.Vision On Whining, Eras, Future History, and the Meaning of Life

Appendix AEarly NetApp Business Plan

Appendix BNetApp Company Values

Glossary

Bibliography

Acknowledgments

The Author

Index