How has Google done it? Veteran technology reporter Steven Levy was granted unprecedented access to the company, and in this revelatory book he takes readers inside Google headquarters—the Googleplex—to show how Google works.While they were still students at Stanford, Google cofounders Larry Page and Sergey Brin revolutionized Internet search. They followed this brilliant innovation with another, as two of Google’s earliest employees found a way to do what no one else had: make billions of dollars from Internet advertising. With this cash cow, Google was able to expand dramatically and take on other transformative projects: more efficient data centers, open-source cell phones, free Internet video (YouTube), cloud computing, digitizing books, and much more.The key to Google’s success in all these businesses, Levy reveals, is its engineering mind-set and adoption of such Internet values as speed, openness, experimentation, and risk taking. After its unapologetically elitist approach to hiring, Google pampers its engineers—free food and dry cleaning, on-site doctors and masseuses—and gives them all the resources they need to succeed. Even today, with a workforce of more than 23,000, Larry Page signs off on every hire.But has Google lost its innovative edge? With its newest initiative, social networking, Google is chasing a successful competitor for the first time. Some employees are leaving the company for smaller, nimbler start-ups. Can the company that famously decided not to be evil still compete?No other book has ever turned Google inside out as Levy does with In the Plex.

    What’s tomorrow’s weather? Is the flight on time? Where’s the nearest store, and is this product cheaper there? Whatever the question, the answer is on the phone. This Pavlovian response is the mobile mind shift — the expectation that I can get what I want, anytime, in my immediate context. Your new battleground for customers is this mobile moment — the instant in which your customer is seeking an answer. If you’re there for them, they’ll love you; if you’re not, you’ll lose their business. Both entrepreneurial companies like Dropbox and huge corporations like Nestlé are winning in that mobile moment. Are you?Based on 200 interviews with entrepreneurs and major companies across the globe, The Mobile Mind Shift is the first book to explain how you can exploit mobile moments. You’ll learn how to:•    Find your customer’s most powerful mobile moments with a mobile moment audit.•    Master the IDEA Cycle, the business discipline for exploiting mobile. Align your business and technology teams in four steps: Identify, Design, Engineer, Analyze.•    Manufacture mobile moments as Krispy Kreme does — it sends a push notification when hot doughnuts are ready near you. Result: 500,000 app downloads, followed by a double-digit increase in same-store sales.•    Turn one-time product sales into ongoing services and engagement, as the Nest thermostat does. And master new business models, as Philips and Uber do. Find ways to charge more and create indelible customer loyalty.•    Transform your technology into systems of engagement. Engineer your business and technology systems to meet the ever-expanding demands of mobile. It’s how Dish Network not only increased the efficiency of its installers but also created new on-the-spot upsell opportunities.Mobile is rapidly shifting your customers into a new way of thinking. You’ll need your own mobile mind shift to respond.

    You can get a cup at any caf, sandwich bar or restaurant anywhere. So how did Starbucks manage to reinvent coffee as a whole new experience, and create a hugely successful brand in the process? The Starbucks Story tells the brand's story from its origins in a Seattle fish market to its growing global presence today. This is a story that has unfolded quickly - at least in terms of conventional business development. Starbucks is a phenomenon. Unknown 15 years ago, it now ranks among the 100 most valuable brands in the world. It has become the quintessential brand of the modern age, built around the creation of an experience that can be consistently reproduced across the world. Originally published in 2004 as 'My Sister's A Barista: How they made Starbucks a home away from home', this new 2012 edition has been updated to bring the brand up to date.

    It will allow you to avoid some likely pitfalls and it will guide you to asking, yourself and your clients, the right questions. Though many people focus on the visualization techniques in Kanban the true value only emerges when you, as a kanban system manager, are apt at noticing the anti-patterns that occur on the kanban board and are able to take appropriate actions. David generously shares his vast experience in this field, with plenty real case scenarios, to the benefit of the reader. After reading this book I toyed with the idea: Would I've changed my approach to coaching my previous clients, in their adoption of agile values and practices, had I read this at the time? Well, I certainly would have, for all of them, and I'm sure it would have meant a smoother change process for the agilely challenged organizations. David provides a comprehensive guide to implementing Kanban in a software development/maintenance environment. Covering the mechanics, dynamics, principles and rationale behind why Kanban is a so promising framework for managing the work of a variety of teams and groups and being an evolutionary-based change management driver. Kanban is the practical approach to implement Lean Software Development, and this book is the practical guide for how to start using Kanban, and how to adapt the system for advanced needs. The book is clear and flowing, even though it covers some quite technical material. I would recommend it to Development managers, Project/Program managers, Agile Coaches/Consultants. It addresses concerns/needs of Novice as well as those already familiar with Kanban and looking for advanced answers. Even if you don't intend to implement a kanban system, there are a lot of techniques and ideas that are easily applicable to any product development/maintenance environment, agile or not. Bottom line, highly recommended.

    In this fully updated and expanded edition, Robert Cooper demonstrates with compelling evidence why consistent product development is so vital to corporate growth and how to maximize your chances of success. By any measure, most product concepts never make it to market, and of those that do, most fail. Winning at New Products cites the most recent research and showcases innovative practices at such industry leaders as 3M, Exxon Chemical, and Guinness to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for assessing risk, marshalling the appropriate resources, engaging customers in the pre-development discovery phase, evaluating your project portfolio, ensuring true cross-functional collaboration, and, most importantly, applying a rigorous process for making sound business decisions at every step-from idea generation to launch.

    Strategic planning is essential. People's competencies should be measured and their weaknesses shored up. People crave feedback.These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies--distortions, faulty assumptions, wrong thinking--running through our organizational lives. Nine lies, to be exact. They cause dysfunction and frustration and ultimately result in a strange feeling of unreality that pervades our workplaces.But there are those who can get past the lies and discover what's real. These are freethinking leaders who recognize the power and beauty of our individual uniqueness, who know that emergent patterns are more valuable than received wisdom, and that evidence is more powerful than dogma. With engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matters most; that we need less focus on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention. This is the real world of work.If you embrace each person's uniqueness and see this as key for all healthy organizations; if you reject dogma and engage with the real world; if you seek out emergent patterns and put your faith in evidence, not philosophy; if you thrill to the power of teams--if you do all of these, then you are a freethinking leader, and this book is for you.

     He is one of China's richest men, as well as one of the wealthiest people in Asia. He has become a global icon in business and entrepreneurship, one of the world's most influential businessmen, and a philanthropist known for expounding his philosophy of business. Ma is one of the world's most powerful people, and has been a global inspirer and role model to many, he also gave numerous lectures, enlightenments and advices throughout his life career.

    Eleven information-packed chapters, grouped in four handy sections, explain and analyze the product manager's role in both traditional, hierarchical organizations as well as newer horizontal, team-driven decision-making structures. Downsizing, right-sizing, reengineering and a host of other terms point to one overriding fact of corporate life today: companies are going through turbulent times that are not likely to end soon. But despite all of the change one thing remains constant: the product manager's role is still the source of the entrepreneurial spirit and innovation that drive every successful organization. As the concluding chapter discusses, product managers of the future will assume new roles and relationships in their organizations. The Product Manager's Handbook is the perfect guidebook for that future.

    In it, you'll learn how Pat: went from being a raging workaholic to taking 153 days off each year raised his average sales price from $92,000 to over $450,000 in four simple steps went from $13,000 in yearly commissions to over $5 million yearly went from zero foreclosure listings to over 325 in twenty-four months got his team revved up by humiliating himself on YouTube landed more customers by dressing up as Dracula turned the worst market in decades into profit in new areas learned some of his best tactics through authorized stealing from his competitors Including a 7-Figure Game Plan at the end of each chapter and an appendix of helpful forms and worksheets, 6 Steps to 7 Figures contains all the tactics that the best real estate agents use to build and promote their businesses--and live the life of their dreams.

    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.

    From day-to-day conversations to professional meetings, from candid talks to consequential discussions, the book explains the nitty-gritty of impactful communication.How to make the best of this book?Go in the chronological order, comprehending each chapter in-depth, and participating in the exercises. Make a note of important points of reference. Practice and rehearse the skills that you learnt. Once you complete all the chapters, following the same method, re-visit previous chapters if required. Involve in the activities suggested and have a real-life experience on showcasing the skills that you learn.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    It has already eclipsed motion pictures to become one of the largest and fastest growing markets in history and a lamplight illuminating where the future of entertainment is headed. In an effort to grab a chunk of that market, Microsoft—an absolute newcomer to the gaming industry—has put billions of dollars on the line in a gamble to build the fastest, most mature, most advanced video game console ever: the Xbox. Is this new Microsoft venture just another experiment that, like WebTV, was launched to much fanfare but will be quickly forgotten? Or will it become the next Windows, finding its way into the homes and lives of millions of people around the world?In Opening the Xbox, award-winning journalist and gaming-industry expert Dean Takahashi guides you deep into the amazing story of this much-anticipated game console. Through exclusive interviews with top executives at Microsoft, exhaustive research, and a penetrating investigation, he unveils the tumultuous story behind the development of the project and how it could change the entertainment industry forever. Inside, you'll discover that what started as Project Midway, spearheaded by Jonathan "Seamus" Blackley and three of his renegade cohorts, turned into Xbox—a multibillion-dollar enterprise that became Microsoft's largest internal startup ever and a personal pet project of Bill Gates. The colorful infighting, the cutthroat tactics used to lure partners, and the race to vanquish bitter rivals Sony and Nintendo are all laid bare in this unvarnished, high-tech drama. It's a story like no other, full of heroes and villains, plot twists and intrigue—all before the backdrop of Microsoft's grand ambition to move from the office into the living room.If you're like the millions of gamers, investors, and business spectators who anxiously anticipated the Xbox, then you don't want to miss the explosive, exclusive, behind-the-scenes story in Opening the Xbox.

    Gives practical advice on developing and marketing products in the technology industry, looks in detail at Intel's marketing campaign against Motorola, and stresses the importance of commitment to a successful campaign.

    Successfully connecting your product with consumers isn’t a matter of following trends, comparing yourself to the competition or trying to attract the widest customer base.So what is it? April Dunford, positioning guru and tech exec, will enlighten you.Her new book, Obviously Awesome, shows you how to find your product’s “secret sauce”—and then sell that sauce to those who crave it. Having spent years as a startup executive (with 16 product launches under her belt) and a consultant (who’s worked on dozens more), Dunford speaks with authority about breaking through the noise of a crowded market.Punctuated with witty anecdotes and compelling case studies, Dunford’s book is at once entertaining and illuminating. Among the invaluable lessons you’ll learn are:- The Five Components of Effective Positioning- How to instantly connect an audience to your offering’s value- How to choose the best market for your products- How to use three distinct styles of positioning to your advantage- How to leverage market trends to help buyers understand why making a purchase is important right nowWhether you’re an entrepreneur, marketer or salesperson struggling to bring inventive products to market, Dunford’s insights will help you find your awesome, so that your customers can too.