We want them to buy something, read more, or take action of some kind. Designing without understanding what makes people act the way they do is like exploring a new city without a map: results will be haphazard, confusing, and inefficient. This book combines real science and research with practical examples to deliver a guide every designer needs. With it you'll be able to design more intuitive and engaging work for print, websites, applications, and products that matches the way people think, work, and play.Learn to increase the effectiveness, conversion rates, and usability of your own design projects by finding the answers to questions such as: What grabs and holds attention on a page or screen?What makes memories stick?What is more important, peripheral or central vision?How can you predict the types of errors that people will make?What is the limit to someone's social circle?How do you motivate people to continue on to (the next step?What line length for text is best?Are some fonts better than others? These are just a few of the questions that the book answers in its deep-dive exploration of what makes people tick.

    But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed.These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors.In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to:-Define your firm's operating model-how IT can help you do business-Revamp your IT funding model to support your operating model-Build a digitized platform of business processes, IT systems, and data to execute on the model-Determine IT decision rights-Extract more business value from your IT assetsPacked with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights.

    What should we do, or leave undone, in a day or a lifetime? How much messiness should we accept? What balance of new activities and familiar favorites is the most fulfilling? These may seem like uniquely human quandaries, but they are not: computers, too, face the same constraints, so computer scientists have been grappling with their version of such issues for decades. And the solutions they've found have much to teach us.In a dazzlingly interdisciplinary work, acclaimed author Brian Christian and cognitive scientist Tom Griffiths show how the algorithms used by computers can also untangle very human questions. They explain how to have better hunches and when to leave things to chance, how to deal with overwhelming choices and how best to connect with others. From finding a spouse to finding a parking spot, from organizing one's inbox to understanding the workings of memory, Algorithms to Live By transforms the wisdom of computer science into strategies for human living.

    In Confessions of a Subprime Lender: An Insider's Tale of Greed, Fraud, and Ignorance, he reveals the truth about how the subprime lending business spiraled out of control, pushed home prices to unsustainable levels, and turned unqualified applicants into qualified borrowers through creative financing. Learn about the ways the mortgage industry can be fixed with his twenty suggestions for critical change.

    The world will never be slower than it is right now, says Beth Comstock, the former Vice Chair and head of marketing and innovation at GE. But confronting relentless change is hard. Companies get disrupted as challengers steal away customers; employees have to move ahead without knowing the answers. To thrive in today’s world, every one of us has to make change part of our job. In Imagine It Forward, Comstock, in a candid and deeply personal narrative, shares lessons from a thirty year career as the change-maker in chief, navigating the space between the established and the unproven. As the woman who initiated GE's digital and clean-energy transformations, and its FastWorks methodology, she challenged a global organization to not wait for perfection but to spot trends, take smart risks and test new ideas more often. She shows how each one of us can—in fact, must -- become a “change maker.” “Ideas are rarely the problem,” writes Comstock. “What holds all of us back, really—is fear. It’s the attachment to the old, to ‘What We Know.’” Change is messy and fraught with tension, uncertainty and failure. Being “change ready” calls for the courage to defy convention, the resilience to overcome doubts, and the savvy to know when to go around corporate gatekeepers to reinvent what is possible. Among the practical takeaways Comstock offers: • The power of discovery—bringing the outside into your organization. It’is about turning the world into a classroom. • Find a spark—provocateurs who challenge established ways of thinking can be a powerful catalyst for change. • Give yourself permission—every change maker must learn to give herself permission to push outside expectations and boundaries. Confronting today’s accelerating change requires an extraordinary degree of problem-solving, collaboration, and forward-thinking leadership to unlock every person’s potential. Imagine It Forward masterfully points the way.

    "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.

    He has taken on giants like British Airways and won, and monsters like Coca-Cola and lost.Now Branson gives an inside look at his strikingly different swashbuckling style of leadership. Learn how fun, family, passion, and the dying art of listening are key components to what his extended family of employees around the world have always dubbed (with a wink) the “Virgin Way.”This unique perspective comes from a man who dropped out of school at sixteen, suffers from dyslexia, and has never worked for anyone but himself. He may be famous for thinking outside the box—an expression he despises—but Branson asserts that “you’ll never have to think outside the box if you refuse to let anyone build one around you.”This is a unique book on leadership from someone who readily admits he has never read a book on leadership in his life. So expect the unexpected.

    Illustrates how programmer's, developer's, and software engineers can make their work a profession; not just a job!

    And it’s still short, profusely illustrated…and best of all–fun to read.If you’ve read it before, you’ll rediscover what made Don’t Make Me Think so essential to Web designers and developers around the world. If you’ve never read it, you’ll see why so many people have said it should be required reading for anyone working on Web sites.

    Known as "Mr. Spreadsheet," Walkenbach shows you how to maximize the power of all the new features of Excel 2010.An authoritative reference, this perennial bestseller proves itself indispensable no matter your level of skill, from Excel beginners and intermediate users to power users and potential power users everywhere. Fully updated for the new release, this latest edition provides comprehensive, soup-to-nuts coverage, delivering over 900 pages of Excel tips, tricks, and techniques you won't find anywhere else.Excel guru and bestselling author John Walkenbach ("Mr. Spreadsheet") guides you through every aspect of ExcelDelivers essential coverage of all the newest features of Excel 2010Presents material in a clear, concise, logical format that is ideal for all levels of Excel experienceIncludes a CD that contains all the templates and worksheets used in the book plus John Walkenbach's award-winning Power Utility Pak"Excel 2010 Bible" serves as an excellent resource on all things ExcelNote: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.

    Arm yourself with these 50 secret rules, and get to the top without breaking a sweat. * Hot book -- 55,000 copies sold in the UK, and 20,000 copies in Canada. * The complete success primer for today's manager: fun, irreverent, and real. * Why some people glide effortlessly past office politics, backstabbing, and unpleasant bosses...and how you can, too.

    Creating high-quality software for the enterprise involves a much different set of challenges. In this practical book, two expert product managers provide straightforward guidance for people looking to join the thriving enterprise market.Authors Blair Reeves and Benjamin Gaines explain critical differences between enterprise and consumer products, and deliver strategies for overcoming challenges when building for the enterprise. You'll learn how to cultivate knowledge of your organization, the products you build, and the industry you serve.Explore why:Identifying customer vs user problems is an enterprise project manager's main challengeEffective collaboration requires in-depth knowledge of the organizationAnalyzing data is key to understanding why users buy and retain your productHaving experience in the industry you're building products for is valuableProduct longevity depends on knowing where the industry is headed

    “Big data” refers to our burgeoning ability to crunch vast collections of information, analyze it instantly, and draw sometimes profoundly surprising conclusions from it. This emerging science can translate myriad phenomena—from the price of airline tickets to the text of millions of books—into searchable form, and uses our increasing computing power to unearth epiphanies that we never could have seen before. A revolution on par with the Internet or perhaps even the printing press, big data will change the way we think about business, health, politics, education, and innovation in the years to come. It also poses fresh threats, from the inevitable end of privacy as we know it to the prospect of being penalized for things we haven’t even done yet, based on big data’s ability to predict our future behavior.In this brilliantly clear, often surprising work, two leading experts explain what big data is, how it will change our lives, and what we can do to protect ourselves from its hazards. Big Data is the first big book about the next big thing.www.big-data-book.com

    The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance.Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale.The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.

    No academic analysis or bystander’s account can capture it. Now Doug Edwards, Employee Number 59, offers the first inside view of Google, giving readers a chance to fully experience the bizarre mix of camaraderie and competition at this phenomenal company. Edwards, Google’s first director of marketing and brand management, describes it as it happened. We see the first, pioneering steps of Larry Page and Sergey Brin, the company’s young, idiosyncratic partners; the evolution of the company’s famously nonhierarchical structure (where every employee finds a problem to tackle or a feature to create and works independently); the development of brand identity; the races to develop and implement each new feature; and the many ideas that never came to pass. Above all, Edwards—a former journalist who knows how to write—captures the “Google Experience,” the rollercoaster ride of being part of a company creating itself in a whole new universe. I’m Feeling Lucky captures for the first time the unique, self-invented, yet profoundly important culture of the world’s most transformative corporation.