Innovations rarely come from "experts." Elon Musk was not an "electric car person" before he started Tesla. When it comes to improbable innovations, which are the only innovations that really matter, a legendary tech VC told Sebastian Mallaby, the future can't be predicted, it can only be discovered, through iterative venture-backed experiments. It is the nature of the game that most of these experiments will fail, but a very few successes will succeed at such a scale that they will more than make up for everything else. That extreme ratio of success and failure is the power law that drives the VC sector, and all of Silicon Valley, and the wider tech sector shaped in its image. The implications of that power law echo around the world.In The Power Law, Sebastian Mallaby has parlayed unprecedented access to the most successful venture capitalists of all time - the key figures at Sequoia, Kleiner Perkins, Accel, Benchmark, and Andreessen Horowitz, among others--into a riveting blend of storytelling and analysis that unfurls the whole history of incubating tech companies, in the Valley and ultimately all over the world​. We learn the unvarnished truth, often for the first time, about some of the most iconic successes and infamous disasters in Valley history​, from the comedy of errors that was the birth of Apple to the avalanche of venture money that fostered hubris at WeWork and Uber. We're taken inside the different strategic models of the storied ​venture firms, their virtues and drawbacks​. We see the impact of culture, within VC​ partnerships and the companies they nurture--the importance of consciously tending it, and the disasters that ensue when power is concentrated in the wrong hands.​VCs' relentless search for power-law ​grand slams brews an obsession with the ideal of the lone entrepreneur-genius, and companies seen as potential unicorns are given intoxicating amounts of power, with sometimes disastrous ​results. On a deeper, more systemic level, the need to make outsized bets on unproven talent ​reinforces bias that ​channels money and support to, e.g., a certain kind of white guy from Stanford, with women and minorities still represented, within VCs themselves and the companies they support, at woefully low levels. This doesn't just have social justice implications: China's homegrown VC sector, having learned at the Valley's feet, is exploding, and in short order now has far more women VC heads than America has ever had. Still and all, Silicon Valley VC remains the most successful and influential incubator of business innovation in the world: it is not where ideas come from so much as where they go, to become the products and companies that create the future. Of all the people in the world gambling on the future, this group has made, not just a science of it, but many competing sciences, and The Power Law, by taking us so deeply inside their game, give us the be​nefit of thinking more keenly about our own future through their eyes.

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    While this has had the positive effect of equalizing access to knowledge, it also has lowered the bar on what depth of knowledge is required to consider oneself an "expert." A cult of anti-expertise sentiment has coincided with anti-intellectualism, resulting in massively viral yet poorly informed debates ranging from the anti-vaccination movement to attacks on GMOs. This surge in intellectual egalitarianism has altered the landscape of debates-all voices are equal, and "fact" is a subjective term. Browsing WebMD puts one on equal footing with doctors, and Wikipedia allows all to be foreign policy experts, scientists, and more. As Tom Nichols shows in The Death of Expertise, there are a number of reasons why this has occurred-ranging from easy access to Internet search engines to a customer satisfaction model within higher education. The product of these interrelated trends, Nichols argues, is a pervasive distrust of expertise among the public coinciding with an unfounded belief among non-experts that their opinions should have equal standing with those of the experts. The experts are not always right, of course, and Nichols discusses expert failure. The crucial point is that bad decisions by experts can and have been effectively challenged by other well-informed experts. The issue now is that the democratization of information dissemination has created an army of ill-informed citizens who denounce expertise.When challenged, non-experts resort to the false argument that the experts are often wrong. Though it may be true, but the solution is not to jettison expertise as an ideal; it is to improve our expertise. Nichols is certainly not opposed to information democratization, but rather the enlightenment people believe they achieve after superficial internet research. He shows in vivid detail the ways in which this impulse is coursing through our culture and body politic, but the larger goal is to explain the benefits that expertise and rigorous learning regimes bestow upon all societies.

    But power is not merely shifting and dispersing. It is also decaying. Those in power today are more constrained in what they can do with it and more at risk of losing it than ever before. In The End of Power, award-winning columnist and former Foreign Policy editor Moisés Naím illuminates the struggle between once-dominant megaplayers and the new micropowers challenging them in every field of human endeavor. Drawing on provocative, original research, Naím shows how the antiestablishment drive of micropowers can topple tyrants, dislodge monopolies, and open remarkable new opportunities, but it can also lead to chaos and paralysis. Naím deftly covers the seismic changes underway in business, religion, education, within families, and in all matters of war and peace. Examples abound in all walks of life: In 1977, eighty-nine countries were ruled by autocrats while today more than half the world's population lives in democracies. CEO's are more constrained and have shorter tenures than their predecessors. Modern tools of war, cheaper and more accessible, make it possible for groups like Hezbollah to afford their own drones. In the second half of 2010, the top ten hedge funds earned more than the world's largest six banks combined. Those in power retain it by erecting powerful barriers to keep challengers at bay. Today, insurgent forces dismantle those barriers more quickly and easily than ever, only to find that they themselves become vulnerable in the process. Accessible and captivating, Naím offers a revolutionary look at the inevitable end of power—and how it will change your world.

    Scaling Up: How a Few Companies Make It...and Why the Rest Don't is the first major revision of this business classic. In Scaling Up, Harnish and his team share practical tools and techniques for building an industry-dominating business. These approaches have been honed from over three decades of advising tens of thousands of CEOs and executives and helping them navigate the increasing complexities (and weight) that come with scaling up a venture. This book is written so everyone -- from frontline employees to senior executives -- can get aligned in contributing to the growth of a firm. There's no reason to do it alone, yet many top leaders feel like they are the ones dragging the rest of the organization up the S-curve of growth. The goal of this book is to help you turn what feels like an anchor into wind at your back -- creating a company where the team is engaged; the customers are doing your marketing; and everyone is making money. To accomplish this, Scaling Up focuses on the four major decision areas every company must get right: People, Strategy, Execution, and Cash. The book includes a series of new one-page tools including the updated One-Page Strategic Plan and the Rockefeller Habits ChecklistTM, which more than 40,000 firms around the globe have used to scale their companies successfully -- many to $1 billion and beyond. Running a business is ultimately about freedom. Scaling Up shows business leaders how to get their organizations moving in sync to create something significant and enjoy the ride.

    Rediscover Lara Croft's greatest moments with fascinating coverage of the smash hit Tomb Raider movies, fiction, comics, and collectibles, and be enthralled by the legacy of Tomb Raider across the decades.Packed with exclusive art, photographs, and interviews covering all facets of the Tomb Raider franchise, 20 Years of Tomb Raider is the essential guide to this game's action-packed history and a must-have for every Tomb Raider fan.

    Babies were plentiful, workers outnumbered retirees, and people aspiring towards the middle class yearned to own homes and cars. Companies didn't need to see any further than Europe and the United States to do well. Printed money was legal tender for all debts, public and private. We grew up learning how to "play the game," and we expected the rules to remain the same as we took our first job, started a family, saw our children grow up, and went into retirement with our finances secure.That world—and those rules—are over.By 2030, a new reality will take hold, and before you know it:- There will be more grandparents than grandchildren- The middle-class in Asia and Sub-Saharan Africa will outnumber the US and Europe combined- The global economy will be driven by the non-Western consumer for the first time in modern history- There will be more global wealth owned by women than men- There will be more robots than workers- There will be more computers than human brains- There will be more currencies than countriesAll these trends, currently underway, will converge in the year 2030 and change everything you know about culture, the economy, and the world.According to Mauro F. Guillen, the only way to truly understand the global transformations underway—and their impacts—is to think laterally. That is, using “peripheral vision,” or approaching problems creatively and from unorthodox points of view. Rather than focusing on a single trend—climate-change or the rise of illiberal regimes, for example—Guillen encourages us to consider the dynamic inter-play between a range of forces that will converge on a single tipping point—2030—that will be, for better or worse, the point of no return.2030 is both a remarkable guide to the coming changes and an exercise in the power of “lateral thinking,” thereby revolutionizing the way you think about cataclysmic change and its consequences.

    From a vast survey of primary sources ranging from eighteenth-century strategists to modern hobbyists, Playing at the World distills the story of how gamers first decided fictional battles with boards and dice, and how they moved from simulating wars to simulating people. The invention of role-playing games serves as a touchstone for exploring the ways that the literary concept of character, the lure of fantastic adventure and the principles of gaming combined into the signature cultural innovation of the late twentieth century.

    Paul "Redeye" Chaloner is quite simply a legend of the esports scene. And now, he will use all his years of experience to write the definitive book on the modern world of esports. What is it? What is life like in an esports team? Just how much corruption and cheating goes on behind it all? And what's it like to stand in front of thousands of people, broadcasting to millions over the world, as one team sits on the brink of earning millions? "Redeye" will reveal all.What is competitive gaming, and where did it come from? What makes it so exciting? The bitter esports team and country rivalries, the scandals, the money, the last-minute Hail Mary plays; it's all here, brought to you with the trademark wit--and access--of the industry's most respected and experienced broadcaster. He'll even tell you how to spell it. This is the world of esports according to its most famous presenter.

    Thus, when the time comes to sell, buyers aren't confident that the company-even if it's profitable-can stand on its own. To illustrate this, Warrillow introduces us to a fictional small business owner named Alex who is struggling to sell his advertising agency. Alex turns to Ted, an entrepreneur and old family friend, who encourages Alex to pursue three criteria to make his business sellable: * Teachable: focus on products and services that you can teach employees to deliver. * Valuable: avoid price wars by specialising in doing one thing better than anyone else. * Repeatable: generate recurring revenue by engineering products that customers have to repurchase often.

    By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory. Brick by Brick reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy. It took a new LEGO management team – faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) – to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.  Along the way, Brick by Brick reveals how LEGO:- Became truly customer-driven by co-creating with kids as well as its passionate adult fans- Looked beyond products and learned to leverage a full-spectrum approach to innovation- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans- Gave its world-class design teams enough space to create and direction to deliver built a culture where profitable innovation flourishes Sometimes radical yet always applicable, Brick by Brick abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

    It was the dawn of a new era in artificial intelligence: a machine capable of beating the reigning human champion at this most cerebral game. That moment was more than a century in the making, and in this breakthrough book, Kasparov reveals his astonishing side of the story for the first time. He describes how it felt to strategize against an implacable, untiring opponent with the whole world watching, and recounts the history of machine intelligence through the microcosm of chess, considered by generations of scientific pioneers to be a key to unlocking the secrets of human and machine cognition. Kasparov uses his unrivaled experience to look into the future of intelligent machines and sees it bright with possibility. As many critics decry artificial intelligence as a menace, particularly to human jobs, Kasparov shows how humanity can rise to new heights with the help of our most extraordinary creations, rather than fear them. Deep Thinking is a tightly argued case for technological progress, from the man who stood at its precipice with his own career at stake.

    Carlota Perez draws upon Schumpeter's theories of the clustering of innovations to explain why each technological revolution gives rise to a paradigm shift and a "New Economy" and how these "opportunity explosions", focused on specific industries, also lead to the recurrence of financial bubbles and crises. These findings are illustrated with examples from the past two centuries: the industrial revolution, the age of steam and railways, the age of steel and electricity, the emergence of mass production and automobiles, and the current information revolution/knowledge society. By analyzing the changing relationship between finance capital and production capital during the emergence, diffusion and assimilation of new technologies throughout the global economic system, this book sheds light on some of the most pressing economic problems of today.

    In 2000, Larry Ellison, co-founder and billionaire CEO of Oracle Corporation, decided to run for the coveted prize and found an unlikely partner in Norbert Bajurin, a car radiator mechanic who had recently been named Commodore of the blue collar Golden Gate Yacht Club.Julian Guthrie's The Billionaire and the Mechanic tells the incredible story of the partnership between Larry and Norbert, their unsuccessful runs for the Cup in 2003 and 2007, and their victory in 2010. With unparalleled access to Ellison and his team, Guthrie takes readers inside the design and building process of these astonishing boats, and the management of the passionate athletes who race them. She traces the bitter rivalries between Oracle and their competitors, including Swiss billionaire Ernesto Bertarelli's Team Alinghi, and throws readers into exhilarating races from Australia and New Zealand to Valencia, Spain.The Billionaire and the Mechanic is a must-read for anyone interested in the race or this remarkable story.

    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.