It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.

    Through consecutive “hook cycles,” these products reach their ultimate goal of bringing users back again and again without depending on costly advertising or aggressive messaging.Hooked is based on Eyal’s years of research, consulting, and practical experience. He wrote the book he wished had been available to him as a start-up founder—not abstract theory, but a how-to guide for building better products. Hooked is written for product managers, designers, marketers, start-up founders, and anyone who seeks to understand how products influence our behavior.Eyal provides readers with:• Practical insights to create user habits that stick.• Actionable steps for building products people love.• Fascinating examples from the iPhone to Twitter, Pinterest to the Bible App, and many other habit-forming products.

    Meanwhile, people with important ideas--entrepreneurs, teachers, politicians, and journalists--struggle to make them "stick."In Made to Stick, Chip and Dan Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the human scale principle, using the Velcro Theory of Memory, and creating curiosity gaps. Along the way, we discover that sticky messages of all kinds--from the infamous "kidney theft ring" hoax to a coach's lessons on sportsmanship to a vision for a new product at Sony--draw their power from the same six traits.Made to Stick will transform the way you communicate. It's a fast-paced tour of success stories (and failures): the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of the Mother Teresa Effect; the elementary-school teacher whose simulation actually prevented racial prejudice.Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas--and tells us how we can apply these rules to making our own messages stick.

    You're either remarkable or invisible. Make your choice. What do Starbucks and JetBlue and KrispyKreme and Apple and DutchBoy and Kensington and Zespri and Hard Candy have that you don't? How do they continue to confound critics and achieve spectacular growth, leaving behind former tried-and true brands to gasp their last? Face it, the checklist of tired 'P's marketers have used for decades to get their product noticed - Pricing, Promotion, Publicity, to name a few - aren't working anymore. There's an exceptionally important 'P' that has to be added to the list. It's Purple Cow. Cows, after you've seen one, or two, or ten, are boring. A Purple Cow, though...now that would be something. Purple Cow describes something phenomenal, something counterintuitive and exciting and flat out unbelievable. Every day, consumers come face to face with a lot of boring stuff-a lot of brown cows - but you can bet they won't forget a Purple Cow. And it's not a marketing function that you can slap on to your product or service. Purple Cow is inherent. It's built right in, or it's not there. Period. In Purple Cow, Seth Godin urges you to put a Purple Cow into everything you build, and everything you do, to create something truly noticeable. It's a manifesto for marketers who want to help create products that are worth marketing in the first place. Description from Amazon.com

    Ideas for new businesses, solutions to the world's problems, and artistic breakthroughs are common, but great execution is rare. According to Scott Belsky, the capacity to make ideas happen can be developed by anyone willing to develop their organizational habits and leadership capability. That's why he founded Behance, a company that helps creative people and teams across industries develop these skills. Belsky has spent six years studying the habits of creative people and teams that are especially productive-the ones who make their ideas happen time and time again. After interviewing hundreds of successful creatives, he has compiled their most powerful-and often counterintuitive-practices, such as: •Generate ideas in moderation and kill ideas liberally •Prioritize through nagging •Encourage fighting within your team While many of us obsess about discovering great new ideas, Belsky shows why it's better to develop the capacity to make ideas happen-a capacity that endures over time.

    People don't listen to advertisements, they listen to their peers. But why do people talk about certain products and ideas more than others? Why are some stories and rumors more infectious? And what makes online content go viral? Wharton marketing professor Jonah Berger has spent the last decade answering these questions. He's studied why New York Times articles make the paper's own Most E-mailed List, why products get word of mouth, and how social influence shapes everything from the cars we buy to the clothes we wear to the names we give our children. In this book, Berger reveals the secret science behind word-of-mouth and social transmission. Discover how six basic principles drive all sorts of things to become contagious, from consumer products and policy initiatives to workplace rumors and YouTube videos.Contagious combines groundbreaking research with powerful stories. Learn how a luxury steakhouse found popularity through the lowly cheese-steak, why anti-drug commercials might have actually increased drug use, and why more than 200 million consumers shared a video about one of the seemingly most boring products there is: a blender. If you've wondered why certain stories get shared, e-mails get forwarded, or videos go viral, Contagious explains why, and shows how to leverage these concepts to craft contagious content. This book provides a set of specific, actionable techniques for helping information spread - for designing messages, advertisements, and information that people will share. Whether you're a manager at a big company, a small business owner trying to boost awareness, a politician running for office, or a health official trying to get the word out, Contagious will show you how to make your product or idea catch on.

    We depend more than we realize on wishful thinking and romanticized ideas of history. In the new paperback edition of this fascinating book, a book that has appeared on MSNBC, CNBC, Slashdot.org, Lifehacker.com and in The New York Times, bestselling author Scott Berkun pulls the best lessons from the history of innovation, including the recent software and web age, to reveal powerful and suprising truths about how ideas become successful innovations -- truths people can easily apply to the challenges of today. Through his entertaining and insightful explanations of the inherent patterns in how Einstein’s discovered E=mc2 or Tim Berner Lee’s developed the idea of the world wide web, you will see how to develop existing knowledge into new innovations.Each entertaining chapter centers on breaking apart a powerful myth, popular in the business world despite it's lack of substance. Through Berkun's extensive research into the truth about innovations in technology, business and science, you’ll learn lessons from the expensive failures and dramatic successes of innovations past, and understand how innovators achieved what they did -- and what you need to do to be an innovator yourself. You'll discover:Why problems are more important than solutionsHow the good innovation is the enemy of the greatWhy children are more creative than your co-workersWhy epiphanies and breakthroughs always take timeHow all stories of innovations are distorted by the history effectHow to overcome people’s resistance to new ideasWhy the best idea doesn’t often winThe paperback edition includes four new chapters, focused on appling the lessons from the original book, and helping you develop your skills in creative thinking, pitching ideas, and staying motivated."For centuries before Google, MIT, and IDEO, modern hotbeds of innovation, we struggled to explain any kind of creation, from the universe itself to the multitudes of ideas around us. While we can make atomic bombs, and dry-clean silk ties, we still don’t have satisfying answers for simple questions like: Where do songs come from? Are there an infinite variety of possible kinds of cheese? How did Shakespeare and Stephen King invent so much, while we’re satisfied watching sitcom reruns? Our popular answers have been unconvincing, enabling misleading, fantasy-laden myths to grow strong." -- Scott Berkun, from the text"Berkun sets us free to change the world." -- Guy Kawasaki, author of Art of the StartScott was a manager at Microsoft from 1994-2003, on projects including v1-5 (not 6) of Internet Explorer. He is the author of three bestselling books, Making Things Happen, The Myths of Innovation and Confessions of a Public Speaker. He works full time as a writer and speaker, and his work has appeared in The New York Times, Forbes magazine, The Economist, The Washington Post, Wired magazine, National Public Radio and other media. He regularly contributes to Harvard Business Review and Bloomberg Businessweek, has taught creative thinking at the University of Washington, and has appeared as an innovation and management expert on MSNBC and on CNBC. He writes frequently on innovation and creative thinking at his blog: scottberkun.com and tweets at @berkun.

    Bill Bryson’s A Walk in the Woods is one example. Richard Feynman’s “Surely You’re Joking, Mr. Feynman!” is another. Now comes Youngme Moon’s Different, a book for “people who don’t read business books.” Actually, it’s more like a personal conversation with a friend who has thought deeply about how the world works … and who gets you to see that world in a completely new light.  If there is one strain of conventional wisdom pervading every company in every industry, it’s the absolute importance of “competing like crazy.” Youngme Moon’s message is simply “Get off this treadmill that’s taking you nowhere. Going tit for tat and adding features, augmentations, and gimmicks to beat the competition has the perverse result of making you like everyone else.” Different provides a highly original perspective on what it means to offer something that is meaningfully different—different in a manner that is both fundamental and comprehensive.  Youngme Moon identifies the outliers, the mavericks, the iconoclasts—the players who have thoughtfully rejected orthodoxy in favor of an approach that is more adventurous. Some are even “hostile,” almost daring you to buy what they are selling. The MINI Cooper was launched with fearless abandon: “Worried that this car is too small? Look here. It’s even smaller than you think.”  These are players that strike a genuine chord with even the most jaded consumers. In fact, almost every success story of the past two decades has been an exception to the rule. Simply go to your computer and compare AOL and Yahoo! with Google. The former pile on feature upon feature to their home pages, while Google is like an austere boutique, dominating a category filled with “extras.” Different shows how to succeed in a world where conformity reigns…but exceptions rule.

    It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    In a brilliant and unconventional book, Phil Rosenzweig unmasks the delusions that are commonly found in the corporate world. These delusions affect the business press and academic research, as well as many bestselling books that promise to reveal the secrets of success or the path to greatness. Such books claim to be based on rigorous thinking, but operate mainly at the level of storytelling. They provide comfort and inspiration, but deceive managers about the true nature of business success.The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude that the strategy was wrong, the leader became arrogant, the people were complacent, and the culture was stagnant. In fact, little may have changed -- company performance creates a Halo that shapes the way we perceive strategy, leadership, people, culture, and more.Drawing on examples from leading companies including Cisco Systems, IBM, Nokia, and ABB, Rosenzweig shows how the Halo Effect is widespread, undermining the usefulness of business bestsellers from "In Search of Excellence" to "Built to Last" and "Good to Great."Rosenzweig identifies nine popular business delusions. Among them:"The Delusion of Absolute Performance: " Company performance is relative to competition, not absolute, which is why following a formula can never guarantee results. Success comes from doing things better than rivals, which means that managers have to take risks."The Delusion of Rigorous Research: " Many bestselling authors praise themselves for the vast amount of data they have gathered, but forget that if the data aren't valid, it doesn't matter how much was gathered or how sophisticated the research methods appear to be. They trick the reader by substituting sizzle for substance."The Delusion of Single Explanations: " Many studies show that a particular factor, such as corporate culture or social responsibility or customer focus, leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.In what promises to be a landmark book, "The Halo Effect" replaces mistaken thinking with a sharper understanding of what drives business success and failure. "The Halo Effect" is a guide for the thinking manager, a way to detect errors in business research and to reach a clearer understanding of what drives business success and failure.Skeptical, brilliant, iconoclastic, and mercifully free of business jargon, Rosenzweig's book is nevertheless dead serious, making his arguments about important issues in an unsparing and direct way that will appeal to a broad business audience. For managers who want to separate fact from fiction in the world of business, "The Halo Effect" is essential reading -- witty, often funny, and sharply argued, it's an antidote to so much of the conventional thinking that clutters business bookshelves.

    The goal of the book is to share the techniques of the best companies. This book is aimed primarily at Product Managers working on technology-powered products. That includes the hundreds of "tech companies" like Google, Facebook, Amazon, Twitter and the like, as well as the thousands of companies moving to leverage technology (financial companies, media companies, retailers, manufacturers, nearly every industry). Inspired covers companies from early stage start-ups to large, established companies. The products might be consumer products or devices, business services for small businesses to enterprises, internal tools, and developer platforms.Inspired is secondarily aimed at the designers, engineers, user researchers and data scientists that work closely with the product managers on product teams at these same companies.

    It was their natural ability to start with why that enabled them to inspire those around them and to achieve remarkable things.In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way—and it's the complete opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be lead, and people can be inspired. And it all starts with WHY.Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit—those are always results. WHY does your organization exist? WHY does it do the things it does? WHY do customers really buy from one company or another? WHY are people loyal to some leaders, but not others?Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.

     It isn't enough to just do your job anymore. In order to thrive in today's marketplace, all of us-even the accountants-have to be ready to generate brilliant ideas on demand. Business creativity expert Todd Henry explains how to establish effective practices that unleash your creative potential. Born out of his consultancy and his popular podcast, Henry has created a practical method for discovering your personal creative rhythm. He focuses on five key elements: *Focus: Begin with your end goal in mind. *Relationships: Build stimulating relationships and ideas will follow. *Energy: Manage it as your most valuable resource. *Stimuli: Structure the right "inputs" to maximize creative output. *Hours: Focus on effectiveness, not efficiency. This is a guide for staying inspired and experiencing greater creative productivity than you ever imagined possible.

    As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption.The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history.'Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

    It could forever change how you experience and interact with your physical surroundings, open your eyes to the perversity of bad design and the desirability of good design, and raise your expectations about how things should be designed.B & W photographs and illustrations throughout.