How to Castrate a Bull： Unexpected Less*** 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 mobi 下载 网盘 caj lrf pdf txt 阿里云

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 dec***tructing 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 reas*** why companies succeed and fail, and how powerful less*** 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 resp***ible 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.

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 Less*** On Pixie Dust, Decision Making, Candor, and Going Public

　　Interlude: Tom Mendoza’s Less*** on Public Speaking

PART TWO: Turbulent Adolescence

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

　　Interlude: How to Fail in Executive Staff Presentati***

　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, C***ensus, 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

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