Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Gothelf and Seiden reframe an OKR as a sentence about human behaviour, asking who you want to change the behaviour of, what you want them to do differently, and by how much.
Bryar and Carr describe Amazon's mechanisms from the inside. The six page narrative memo instead of slides, the working backwards process that starts with a press release and FAQ, single threaded leadership, the bar raiser hiring …
Thiel's argument is that valuable companies do something genuinely new rather than copying what works, and that competition destroys profit while monopoly funds the long term.