The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 14 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Haas: A lack of failure means you are not pushing boundaries
“In fact, the only way you genuinely learn is by failing. You learn far more from your failures than you do from your successes. If you don't have a lot of failures, it means you probably not push the envelope enough.”
Haas: Arm evaluates employee performance by output, not mandatory office days
“Just to back away from hybrid working versus working at home versus everyone in the office. Our policy is it's all about outputs. It's really not about I need you in the office Tuesday, Wednesday, and Friday, or we're going to be hybrid. It's really all about …”
Haas: Executive span of control should depend on talent, not rules
“I am a bit of a non-conformist when it comes to a rule that says you have to have five direct reports, you have to have nine direct reports, you can have no more than seven because span of control. I think a lot of that It just comes down to the talent of your…”
Haas: Arm is entering a golden era driven by rapid digitization
“I think we are entering a golden era for ARM, and I think the pandemic accelerated this a little bit, but the digitization of everything has really fostered immense opportunity, whether it's around phones, PCs, the cloud, Autonomous vehicles.”
Haas: NVIDIA Never Used Org Charts Under Jensen Huang
“Anecdotally, for example, we never had organization charts. We didn't print them out. Jensen didn't like using words like divisions in terms of describing different operating groups, because for him, it was one NVIDIA.”
Haas: Waiting for 100% Information Wastes Time Without Changing Decisions
“What I've kind of learned is that that last 20% probably makes you feel comfortable that you're making the right decision, but you're not going to probably gain any additional data that's going to change your decision. But what you are going to lose is time, a…”
René Haas: Battery life is the killer application for ARM laptops
“What we learned from those windows on ARM laptops way back in the day that really matters now is battery life. That was still the killer application for the ARM-based machines, and if you fast forward now and you look at everything that's kind of going on with…”
René Haas: Windows on ARM has a huge long-term future
“At the time, I thought Windows on ARM and Windows RT when I was working on it back in the video was just a complete train wreck. But looking back 10 years later, I think there's going to be a huge promise, and we're seeing it already in terms of the value prop…”
Haas: True resilience requires continuous learning, not blind stubbornness
“There's a difference between resiliency, a consistent Drive to improve and a consistent drive to learn as opposed to saying, I'm just going to stick with this idea until it goes over the cliff because I'm resilient. There's a big difference between the two.”
René Haas: Strategy is defined by corporate actions, not written documents
“Strategy is not what you write down. Strategy is what you do, your behaviors.”
René Haas: Leaders must tolerate strategic failure, not ambiguous ownership
“I'm okay. With teams trying something and failing. What I'm less okay with is the project failed. Well, why did it fail? Well, no one kind of really knew whose job it was to take something over the line. That's a problem. So you have to be really, really clear…”
Arm dedicated an entire executive meeting to five-year horizon projects
“So when we get together and our team was together last week in Austin, we spent one full day talking about nothing about other than a bunch of projects that we're trying to kick off that really aren't going to materialize in the marketplace until five years fr…”
René Haas: Over-prioritization destroys organizational velocity
“If everything's important, then nothing is important, and if nothing is important, nothing gets done at pace.”
Haas: Masayoshi Son lost 90% of his net worth and recovered it
“Arm is owned by SoftBank. So, Masayoshi-san, who's, I think, in the top 50 most wealthy people in the world, in the year 2000, he was the wealthiest man in the world, I think, for, he likes the joke, for about 20 nanoseconds when the SoftBank stock was higher …”