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 pmlz 电子版 pdf docx 网盘 kindle azw3 下载

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.

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

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