Once we pushed the Opsware stock price back above $1, the next problem was to rebuild the executive team. We had cloud services executives, but now we were a software company and needed software executives. In enterprise software companies, the two most important positions tend to be VP of sales and VP of engineering.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

The enterprise engineer must be a leader, a designer, and a synthesizer. He is a doer. He understands theory as a guide to practice. He must concern himself with human organization because the pace and success of technology are becoming more dependent on interaction with the social system and less on scientific discovery. In private as well as public research and development, such men must find ways to reverse the deterioration of ethics and efficiency. They will strengthen the information links between physical design and the public so that technology can better serve society. In the public sector they must show the level of wisdom and leadership that can co-ordinate great engineering projects with politics. They will recognise that informing the public and becoming a nucleus for crystallising public opinion is even more important in many programmes than is the underlying science.

Often Two executives act as Ones for their functions, but Twos as members of the executive team. For example, the head of sales might easily make all the decisions that are local to the sales organization but prefer to take direction with respect to the overall company plans. This is the best kind of multilayer leadership possible, because directions are clear and decisions are made rapidly with precision.

We tend to think that the phenomenon of engineers and scientists being at the top of a company is something that started with Bill Gates, Steve Wozniak or Gary Kildall. But this just isn’t the case. Even back in the days when IBM was the single most important computer company, it was possible for one of its engineers to escape and make an impact that disturbed even Big Blue.

In hiring someone to sell your product to large enterprises, the opposite is true. Knowing how your target customers think and operate, knowing their cultural tendencies, understanding how to recruit and measure the right people in the right regions of the world to maximize your sales — these things turn out to be far more valuable than knowing your own company’s product and culture. This is why when the head of engineering gets promoted from within, she often succeeds. When the head of sales gets promoted from within, she almost always fails. Asking yourself, “Do I value internal or external knowledge more for this position?” will help you determine whether to go for experience or youth.

Various perspectives exist in an enterprise, such as efficiency, quality, and cost. Any system for enterprise engineering must be capable of representing and managing these different perspectives in a well-defined way.

A new type of professional is emerging – the enterprise engineer

The most important thing to understand is that the job of a big company executive is very different from the job of a small company executive. When I was managing thousands of people at Hewlett-Packard after the sale of Opsware, there was an incredible number of incoming demands on my time. Everyone wanted a piece of me. Little companies wanted to partner with me or sell themselves to me, people in my organization needed approvals, other business units needed my help, customers wanted my attention, and so forth. As a result, I spent most of my time optimizing and tuning the existing business. Most of the work that I did was “incoming.” In fact, most skilled big company executives will tell you that if you have more than three new initiatives in a quarter, you are trying to do too much. As a result, big company executives tend to be interrupt-driven. In contrast, when you are a startup executive, nothing happens unless you make it happen. In the early days of a company, you have to take eight to ten new initiatives a day or the company will stand still. There is no inertia that’s putting the company in motion. Without massive input from you, the company will stay at rest.

It is characteristic of executive roles that they are specialized for the handling of situations which call for something more than routine action. When business executives are asked what is the essential content of their roles, they characteristically say, 'We make decisions.' This emphasis on decision-making is symptomatic of a specialized concern of executives with situations in which there is significant uncertainty as to the results of proper courses of action. (One does not make a 'decision' when there is a predictable, correct outcome, as in getting the sum of a column of figures.)

Spatial reality will be as vital to the success of a two-person startup as it is to the largest multinational conglomerate.

My opinion is that the only two computer companies that are software-driven are Apple and NeXT, and I wonder about Apple.

in most companies people are doing two jobs: their actual job and the job of managing others’ impressions of how they’re doing their job.

The most important decision is how to position your product.