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.

      Ido Leffler and Lance Kalish, two 29-year-old Australians with very different back­grounds and skills, cofounded their company in 2006 with little more than a dream—and made it big. Yes to Carrots has become one of the biggest natural beauty brands in the world and is one of the fastest-growing skincare brands. Leffler and Kalish have accom­plished it all while maintaining solid principles, investing in meaningful business relation­ships, giving back to the community, and still making it home in time for dinner.   The authors started their business with nothing but chutzpah and great instincts for products with potential. They’ve since made lots of great decisions and some really, really bad ones, and are ready to share their hard-won secret to success: a strong, resilient, trust­ing partnership coupled with a great sense of humor.

    It:Incorporates the "Business Model Canvas" as the organizing principle for startup hypothesesProvides separate paths and advice for web/mobile products versus physical productsOffers a wealth of detailed instruction on how to get, keep, and grow customers recognizing the different techniques for web and physical channelsAnd teaches a "new math" for startups: "metrics that matter for fueling growth"The Startup Owner's Manual is a step-by-step, near-encyclopedic reference manual or "how to" for building a successful, scalable startup. Want to know what to do the first, week, month or year?What's the right distribution channel for your product?How to get traffic to your web site? …and how to activate customers or users on arrival?Who are the right "first customers," and why? …plus many more great tips in nearly 500 pages, complete with index, glossary, and Customer Development ChecklistsIt's the indispensible reference guide for any startup founder, entrepreneur, investor or educator.

    As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices. In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire. The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi Aramco, and organizations like Roca, Oxfam, and The World Bank. It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception, as well as new chapters on Impetus (getting started), Strategies, Leaders’ New Work, Systems Citizens, and Frontiers for the Future. Mastering the disciplines Senge outlines in the book will:• Reignite the spark of genuine learning driven by people focused on what truly matters to them• Bridge teamwork into macro-creativity• Free you of confining assumptions and mindsets• Teach you to see the forest and the trees• End the struggle between work and personal time

    The Unwritten Laws of Business is such a book. Originally published over 60 years ago as The Unwritten Laws of Engineering, it has sold over 100,000 copies, despite the fact that it has never been available before to general readers. Fully revised for business readers today, here are but a few of the gems you’ll find in this little-known business classic: If you take care of your present job well, the future will take care of itself.The individual who says nothing is usually credited with having nothing to say.Whenever you are performing someone else’s function, you are probably neglecting your own.Martyrdom only rarely makes heroes, and in the business world, such heroes and martyrs often find themselves unemployed.Refreshingly free of the latest business fads and jargon, this is a book that is wise and insightful, capturing and distilling the timeless truths and principles that underlie management and business the world over.The little book with the big history.In the summer of 2005, Business 2.0 published a cover story on Raytheon CEO William Swanson’s self-published pamphlet, Swanson’s Unwritten Rules of Management. Lauded by such chief executives as Jack Welch and Warren Buffett, the booklet becamea quiet phenomenon. As it turned out, much of Swanson’s book drew from a classic of business literature that has been in print for more than sixty years. Now, in a new edition revised and updated for business readers today, we are reissuing the 1944 classic that inspired a number of Swanson’s “rules”: The Unwritten Laws of Business. Filled with sage advice and written in a spare, engaging style, The Unwritten Laws of Business offers insights on working with others, reporting to a boss, organizing a project, running a meeting, advancing your career, and more. Here’s just a sprinkling of the old-fashioned, yet surprisingly relevant, wisdom you’ll find in these pages:If you have no intention of listening to, considering, and perhaps using, someone’s opinion, don’t ask for it.Count any meeting a failure that does not end up with a definite understanding as to what’s going to be done, who’s going to do it, and when.The common belief that everyone can do anything if they just try hard enough is a formula for inefficiency at best and for complete failure at worst.It is natural enough to “look out for Number One first,” but when you do, your associates will be noticeably disinclined to look out for you.Whether you’re a corporate neophyte or seasoned manager, this charming book reveals everything you need to know about the “unwritten” laws of business.

    

    At that career level, you’ll no longer be required to work towards the next promotion, and being promoted beyond it is exceptional rather than expected. At that point your career path will branch, and you have to decide between remaining at your current level, continuing down the path of technical excellence to become a Staff Engineer, or switching into engineering management. Of course, the specific titles vary by company, and you can replace “Senior Engineer” and “Staff Engineer” with whatever titles your company prefers. Over the past few years we’ve seen a flurry of books unlocking the engineering management career path, like Camille Fournier’s The Manager’s Path, Julie Zhuo’s The Making of a Manager, Lara Hogan’s Resilient Management and my own, An Elegant Puzzle. The management career isn’t an easy one, but increasingly there are maps available for navigating it. On the other hand, the transition into Staff Engineer, and its further evolutions like Principal and Distinguished Engineer, remains challenging and undocumented. What are the skills you need to develop to reach Staff Engineer? Are technical abilities alone sufficient to reach and succeed in that role? How do most folks reach this role? What is your manager’s role in helping you along the way? Will you enjoy being a Staff Engineer or you will toil for years to achieve a role that doesn’t suit you? "Staff Engineer: Leadership beyond the management track" is a pragmatic look at attaining and operating in these Staff-plus roles.

    As the size and complexity of commercial software have grown, the gap between academic computer science and industry has widened. It's an open secret that there is little engineering in software engineering, which continues to rely not on codified scientific knowledge but on intuition and experience.Barr, who worked as a programmer for more than twenty years, describes how the industry has evolved, from the era of mainframes and Fortran to today's embrace of the cloud. He explains bugs and why software has so many of them, and why today's interconnected computers offer fertile ground for viruses and worms. The difference between good and bad software can be a single line of code, and Barr includes code to illustrate the consequences of seemingly inconsequential choices by programmers. Looking to the future, Barr writes that the best prospect for improving software engineering is the move to the cloud. When software is a service and not a product, companies will have more incentive to make it good rather than "good enough to ship."

    Yet career wins can come at great cost to your health, relationships, and personal well-being. Why does it seem impossible to both win at work and succeed at life?Michael Hyatt and Megan Hyatt Miller know we can do better because he's seen it in his more than four decades as a successful executive and a loving and present husband and father. Today Michael and his daughter, Megan Hyatt Miller, coach leaders to live the double win. Backed by scholarly research from organizational science and psychology, and illustrated with eye-opening case studies from across the business spectrum and their own coaching clients, Win at Work and Succeed at Life is their manifesto on how you can achieve work-life balance and restore your sanity.With clarity, humor, and plenty of motivation, Win at Work and Succeed at Life gives you- an understanding of the historical and cultural forces that have led to overworking- 5 principles to rethink work and productivity from the ground up- simple but proven practices that enable you to slow down and reclaim your life- and moreRefuse the false choice of career versus family. You can achieve the double win in life.

    Over the past two decades, Joseph F. Coughlin has been busting myths about aging with groundbreaking multidisciplinary research into what older people actually want -- not what conventional wisdom suggests they need. In The Longevity Economy, Coughlin provides the framing and insight business leaders need to serve the growing older market: a vast, diverse group of consumers representing every possible level of health and wealth, worth about $8 trillion in the United States alone and climbing. Coughlin provides deep insight into a population that consistently defies expectations: people who, through their continued personal and professional ambition, desire for experience, and quest for self-actualization, are building a striking, unheralded vision of longer life that very few in business fully understand. His focus on women -- they outnumber men, control household spending and finances, and are leading the charge toward tomorrow's creative new narrative of later life -- is especially illuminating. Coughlin pinpoints the gap between myth and reality and then shows businesses how to bridge it. As the demographics of global aging transform and accelerate, it is now critical to build a new understanding of the shifting physiological, cognitive, social, family, and psychological realities of the longevity economy.

    In his latest book, he draws on what he learned from his own ten-year journey as well as from coaching thousands of others to walk you through the seven stages to discovering and doing meaningful work. Relevant to any job or industry, you’ll learn step-by-step how to:1. Get Clear on the work you were uniquely made to do and why.2. Get Qualified to do the work you were created for.3. Get Connected with the right people who can open the doors to your dream.4. Get Started by overcoming the emotions and mistakes that often hold people back.5. Get Promoted by developing winning habits and traits.6. Get Your Dream Job by doing work you love and accomplishing results that matter to you.7. Give Yourself Away by expanding the dream to leave a legacy.This is your moment. You are needed, and you were made to contribute. It’s time to exit the daily grind and use your talents to start living your dream once and for all.

    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.

    

    But sometimes it's not practical to embark on a full-scale training initiative. Now, supervisors, managers, and team leaders have 50 team-building activities to choose from, all of which can be implemented with no special facilities, big expense, or previous training experience. Readers will find engaging exercises for:* Building new teams and helping teams with new members* Dealing with change and its effects: anger, fear, frustration, and more* Recognizing individual efforts and team accomplishments* Finding creative ways to work together and solve problems* Increasing and improving communication* Leveraging diversity and individual differences to meet team goals* Keeping competition healthy and productive within the teamInstructions and tips for follow-up and variations are included for each activity, and an additional chapter provides valuable advice for working through unexpected difficulties in team-building.

    There are no trite superlatives here. Packed with lessons learned from more than a decade of software development experience, author Ka Wai Cheung takes you through the programming profession from nearly every angle to uncover ways of sustaining a healthy connection with your work. You'll see how to stay productive even on the longest projects. You'll create a workflow that works with you, not against you. And you'll learn how to deal with clients whose goals don't align with your own. If you don't handle them just right, issues such as these can crush even the most seasoned, motivated developer. But with the right approach, you can transcend these common problems and become the professional developer you want to be. In more than 50 nuggets of wisdom, you'll learn: Why many traditional approaches to process and development roles in this industry are wrong - and how to sniff them out. Why you must always say "no" to the software pet project and open-ended timelines. How to incorporate code generation into your development process, and why its benefits go far beyond just faster code output. What to do when your client or end user disagrees with an approach you believe in. How to pay your knowledge forward to future generations of programmers through teaching and evangelism. If you're in this industry for the long run, you'll be coming back to this book again and again.