If you're a desktop, mobile or web developer, this book is your blueprint to getting your startup off the ground with no outside investment.This book intentionally avoids topics restricted to venture-backed startups such as: honing your investment pitch, securing funding, and figuring out how to use the piles of cash investors keep placing in your lap.This book assumes:* You don't have $6M of investor funds sitting in your bank account* You're not going to relocate to the handful of startup hubs in the world* You're not going to work 70 hour weeks for low pay with the hope of someday making millions from stock optionsThere's nothing wrong with pursuing venture funding and attempting to grow fast like Amazon, Google, Twitter, and Facebook. It just so happened that most people are not in a place to do this.

    In this fascinating, provocative new book, Kevin Kelly provides an optimistic road map for the future, showing how the coming changes in our lives—from virtual reality in the home to an on-demand economy to artificial intelligence embedded in everything we manufacture—can be understood as the result of a few long-term, accelerating forces. Kelly both describes these deep trends—flowing, screening, accessing, sharing, filtering, remixing, tracking, and questioning—and demonstrates how they overlap and are codependent on one another. These larger forces will completely revolutionize the way we buy, work, learn, and communicate with each other. By understanding and embracing them, says Kelly, it will be easier for us to remain on top of the coming wave of changes and to arrange our day-to-day relationships with technology in ways that bring forth maximum benefits. Kelly’s bright, hopeful book will be indispensable to anyone who seeks guidance on where their business, industry, or life is heading—what to invent, where to work, in what to invest, how to better reach customers, and what to begin to put into place—as this new world emerges.

    After graduation, Hewlett and Packard decided to throw their lots in together. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Today, the one-car garage in Palo Alto that housed their first workshop is a California historic landmark: the birthplace of Silicon Valley. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. Their little company employs 98,400 people and boasts constantly increasing sales that reached $25 billion in 1994.While there are many successful companies, there is only one Hewlett-Packard, because from the very beginning, Hewlett and Packard had a way of doing things that was contrary to the prevailing management strategies. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers.Hewlett-Packard' s success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. As a result, HP now is universally acclaimed as the world' s most admired technology company; its wildly successful approach to business has been immortalized as "The HP Way."In this book, David Packard tells the simple yet extraordinary story of his life' s work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago.

    Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

    In Rise of the Robots, Silicon Valley entrepreneur Martin Ford argues that this is absolutely not the case. As technology continues to accelerate and machines begin taking care of themselves, fewer people will be necessary. Artificial intelligence is already well on its way to making “good jobs” obsolete: many paralegals, journalists, office workers, and even computer programmers are poised to be replaced by robots and smart software. As progress continues, blue and white collar jobs alike will evaporate, squeezing working- and middle-class families ever further. At the same time, households are under assault from exploding costs, especially from the two major industries—education and health care—that, so far, have not been transformed by information technology. The result could well be massive unemployment and inequality as well as the implosion of the consumer economy itself.In Rise of the Robots, Ford details what machine intelligence and robotics can accomplish, and implores employers, scholars, and policy makers alike to face the implications. The past solutions to technological disruption, especially more training and education, aren't going to work, and we must decide, now, whether the future will see broad-based prosperity or catastrophic levels of inequality and economic insecurity. Rise of the Robots is essential reading for anyone who wants to understand what accelerating technology means for their own economic prospects—not to mention those of their children—as well as for society as a whole.

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    With this practical book, you'll explore the often-misunderstood practice of user story mapping, and learn how it can help keep your team stay focused on users and their experience throughout the development process.You and your team will learn that user stories aren't a way to write better specifications, but a way to organize and have better conversations. This book will help you understand what kinds of conversations you should be having, when to have them, and what to keep track of when you do. Learn the key concepts used to create a great story map. Understand how user stories really work, and how to make good use of them in agile and lean projects. Examine the nuts and bolts of managing stories through the development cycle. Use strategies that help you continue to learn before and after the product's release to customers and usersUser Story Mapping is ideal for agile and lean software development team members, product managers and UX practitioners in commercial product companies, and business analysts and project managers in IT organizations—whether you're new to this approach or want to understand more about it.

    Whether it is recounting the struggles over the game"Tetris," offering blow-by-blow narrative of Nintendo's bitter legal warfare or its see-saw competition with other companies for market leadership, Game Over is a masterful piece of business journalism and technical reportage-a book both cautionary and hugely entertaining.

    This inspirational autobiography tells the remarkable story behind James Dyson and his most successful invention to date: the Dual Cyclone bagless vacuum cleaner. With little or no support, Dyson endured years of personal struggle and financial crisis before his unswerving optimism and self-belief won him spectacular success. This is a story of personal and business triumph over the established multinational companies that tried to halt his progress.

    But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched. Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

    The entrepreneur shuns the comfort of a cushy corporate job and a seven-figure salary to set sail on unchartered waters with a single-minded zeal and only an idea as an anchor. But it is this idea and passion that makes all the difference and catapults him into a world of infinite possibilities.The Game Changers brings to you 20 success stories of IITians who went on to live the big dream. These include: Suhas Patil, Vijay Kumar, Vinod Gupta, Sam Dalal, Sridhar Mitta, Arjun Malhotra, Kiran Seth, Prabhakant Sinha, Ranbir Singh Gupta, Bikram Dasgupta, Praful Kulkarni, Sunil Gaitonde, Anand Deshpande, Arvind Kejriwal, Harish Hande, Anuradha Acharya, Venkata Subramanian, Bikash Barai, Vikram Kumar, and Krishna Mehra.With a Foreword by Dr Duvvuri Subbarao, Governor of the Reserve Bank of India, and an Introduction by Dr Damodar Acharya, Director, IIT Kharagpur, this book marks sixty golden years of India’s finest institute. Come, be a part of their journey, get inspired to dream, and make your own story.

     Companies everywhere face two major challenges today: getting noticed and getting paid. To confront these obstacles, Bharat Anand examines a range of businesses around the world, from Chinese Internet giant Tencent to Scandinavian digital trailblazer Schibsted, from "The" "New York Times" to "The Economist, " and from talent management to the future of education. Drawing on these stories and on the latest research in economics, strategy, and marketing, this refreshingly engaging book reveals important lessons, smashes celebrated myths, and reorients strategy. Companies that now flourish are finding that the connections they foster are more important than the content they create. Success comes not from making the best content but from recognizing how content enables customers connectivity; it comes not from protecting the value of content at all costs but from unearthing related opportunities close by; and it comes not from mimicking competitors best practices but from seeing choices as part of a connected whole. Digital change means that everyone today can reach and interact with others directly: We are all in the content business. But that comes with risks that Bharat Anand" "teaches us how to recognize and navigate. Filled with conversations with key players and in-depth dispatches from the frontlines of digital change, "The Content Trap" is an essential new playbook for navigating the turbulent waters in which we find ourselves."

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Brett Wilson, Dragons' Den co-star and Risky Business host, often gets asked about his secrets to success. He became one of Canada's top investment bankers because he was driven, willing to take risks and saw opportunity where others saw roadblocks.But along the path to business success, he tripped over a multitude of misguided priorities. For many years, Wilson pursued business with uncompromising focus, working long hours, seven days a week. In the process, his marriage and his health suffered greatly: he was rarely home as his children were growing up, divorce became inevitable and cancer struck at age forty-three. He truly learned the hard way that one can find financial success and the respect of business peers while almost losing what matters most: health, family and friends.Redefining Success details how Wilson was forced to redefine his life, making health and key relationships his first priorities. Through trial and error, he discovered that these simple virtues are foundational for real, enduring success, both in business and in life. Wilson's compelling insights are the basis for Redefining Success. Not just for entrepreneurs and business people, the book outlines how we can change our lives for the better by re-evaluating our personal definitions of success, then reworking them into a life plan that is feasible, lasting and rewarding.Inspirational and paradigm-changing, Redefining Success will help you implement and sustain lasting, positive change in your life—and make your world a little more meaningful—every day.

    Old-fashioned entrepreneurship combined with scientific know-how inspired now famous computer engineers to create the technology that became IBM. Wartime needs drove the giant ENIAC, the first fully electronic computer. Later, the PC enabled modes of computing that liberated people from room-sized, mainframe computers. This second edition now extends beyond the development of Microsoft Windows and the Internet, to include open source operating systems like Linux, and the rise again and fall and potential rise of the dot.com industries.