“Andy had created this system for goal setting that was deceptively simple, but also the polar opposite of the conventional management by objectives (MBO) systems, which tend to be top-down, hierarchical, annual, and linked to compensation,” Doerr told Harvard Business Review. Grove’s new methodology worked on the revolutionary idea that teams perform better by focusing on outcomes—not procedure. Instead of telling Intel’s employees precisely what to do, Grove would set them a goal and let them work out how to achieve them.