It has long been a business article of faith that great companies, by definition, constantly focus on maximizing their revenues year after year. Yet quietly, under the radar, a growing number of undeniably great compabnies have rejected the pressure of endless growth to focus on more satisfying business goals. Veteran journalist Bo Burlingham takes us deep inside fourteen of these remarkable comapnies that have chosen to march to their own drummer. He shows the leaders of these small giants recognized the full range of choices they had about the type of company they could create and made the choice to pursue greateness by placing other goals ahead of getting as big as possible as fast as possible. And he shows how we can all benefit by questioning the conventional definitions of business success."

    These insights may shake your assumptions, but they'll help you reach the "ah-ha!" moments that inspire truly great products.Validate or invalidate your hypothesis by talking to the right peopleLearn how to conduct successful customer interviews play-by-playDetect a customer's behaviors, pain points, and constraintsTurn interview insights into Minimum Viable Products to validate what customers will use and buyAdapt customer development strategies for large companies, conservative industries, and existing products

    Wonderfully applicable to everything in life, and funny as hell.’ Nassim Nicholas TalebTo be brilliant, you have to be irrationalWhy is Red Bull so popular – even though everyone hates the taste? Why do countdown boards on platforms take away the pain of train delays? And why do we prefer stripy toothpaste?We think we are rational creatures. Economics and business rely on the assumption that we make logical decisions based on evidence.But we aren’t, and we don’t.In many crucial areas of our lives, reason plays a vanishingly small part. Instead we are driven by unconscious desires, which is why placebos are so powerful. We are drawn to the beautiful, the extravagant and the absurd – from lavish wedding invitations to tiny bottles of the latest fragrance. So if you want to influence people’s choices you have to bypass reason. The best ideas don’t make rational sense: they make you feel more than they make you think.Rory Sutherland is the Ogilvy advertising legend whose TED Talks have been viewed nearly 7 million times. In his first book he blends cutting-edge behavioural science, jaw-dropping stories and a touch of branding magic, on his mission to turn us all into idea alchemists. The big problems we face every day, whether as an individual or in society, could very well be solved by letting go of logic and embracing the irrational.

    Yet women initiate negotiations four times less often than men, resulting in getting less of what they want--promotion opportunities, plum assignments, and higher pay. This book shines a light on the real rules of holding your own and pushing back for what is rightfully yours. Drawing on interviews with high-level leaders, Rezvani offers readers in the first half of their career the unedited truth about how women have asked their way to the top and triumphed--and how you can too.Includes interviews with top business leaders such as Marie Chandoha, CEO of Charles Schwab Investment Management; Cindi Bigelow, President of Bigelow Tea Company; Fizzah Jafri, COO at Morgan Stanley; Rosemary Turner, President at UPS; and Irene Chang Britt, Chief Strategy Officer at Campbell's Soup Offers a reliable and methodic approach to negotiating and navigating tough conversations Highlights compelling facts and research from the world of psychology and leadership Insightful and accessible, Pushback is a timely resource for savvy women who want to leverage their skills, promote themselves effectively, and fast track their careers.

    The book is written as a series of lively, entertaining letters of advice from a sympathetic uncle to a niece or nephew embarking on a government career. The book will interest students and teachers of public administration, public affairs, policy development, leadership, or higher education administration. Ashworth's advice will also appeal to anyone who has ever been caught in a tight spot will working in government service.

    Halbert explaining the secrets to effect marketing.

    Whether you're dealing with your spouse, boss, department store, bank manager, children, solicitor, or best friend - in every encounter with other people, negotiating is always taking place. And how well you handle those encounters determines whether you prosper happily or suffer frustration and loss. With his helpful and sensible approach Cohen shows that negotiating is a process you can understand and predict - and most importantly, that it's a practical skill you can learn and improve upon.

    Krishnamachari, who later became a Union minister and held the portfolios of finance, industry and commerce for close to fifteen years.In this book, the current chairman T.T. Jagannathan, along with Sandhya Mendonca, takes us through the journey of this extraordinary company which fought off bankruptcy and rose like a phoenix to become a highly profitable, successful entity.What makes this story all the more startling is that T.T. Jagannathan is an accidental and reluctant businessman. He came into the profession very unexpectedly, and without any preparation, with neither an MBA nor having ever worked in the family business before having its very survival entrusted to him.Like a phoenix, the Group and its constituent companies, have risen from the ashes, many times over, to stand tall and proud. This is the story of a journey that began with early success and experienced catastrophic disasters, and set about turning its fortunes around in stunning comebacks, time and again.With invaluable business lessons, decades of experience and innovation distilled in these pages, Disrupt and Conquer is a must-read for aspiring entrepreneurs, executives and business leaders.

    The book has three parts: Principles: Part one covers the leadership principles that PMs use to lead their team to overcome adversity. When your product fails to gain traction, when your team falls apart, or when your manager gives you tough feedback—these are all opportunities to learn principles that will help you succeed. Product development: Part two covers how PMs at Facebook, Amazon, and other top companies build products. We'll walk through the end-to-end product development process— from understanding the customer problem to identifying the right product to build to executing with your team to bring the product to market. Getting the job: Part three covers how you can land a PM job and reach the interview stage at the right company. We'll prep you for the three most common types of PM interviews— product sense, execution, and behavioral—with detailed frameworks and examples for each. Hear directly from product leaders at Airbnb, Amazon, Google, and more on: How to overcome challenging situations from a VP of Product at Amazon. How to build a great product roadmap from product leaders at LinkedIn and Airbnb. How Google, Airbnb, and other top companies evaluate PM candidates from leaders at those companies. How PMs can grow their career from a Director at Instagram and Twitter. Table of Contents1. PrinciplesTake OwnershipPrioritize and ExecuteStart with WhyFind the TruthBe Radically TransparentBe Honest with Yourself2. Product DevelopmentProduct Development LoopUnderstanding the Customer ProblemSelecting a Goal MetricMission, Vision, and StrategyBuilding a Product RoadmapDefining Product RequirementsGreat Project ManagementEffective CommunicationMaking Good Decisions3. Getting the JobPreparing for the TransitionMaking the TransitionFinding the Right CompanyAcing your PM InterviewsProduct Sense InterviewExecution InterviewBehavioral InterviewYour First 30 Days4. Product Leader Interviews

    From energy to food to education, Making Good outlines how to do this. These opportunities are not just for entrepreneurs and Fortune 500 companies: Making Good outlines step by step how anyone can achieve financial autonomy, capitalize on global changes to infrastructure, and learn from everyday success stories—providing the skills and insight this generation needs to succeed.Charismatic, young, and passionate, Dev Aujla and Billy Parish have been recognized in media outlets such as The Globe and Mail, Vanity Fair, and Rolling Stone as voices of their generation. They are at the vanguard of figuring out how the next generation will rethink, reimagine, and rebuild the world. Making Good culls the knowledge and practical advice that has allowed Aujla and Parish to build thriving, meaningful careers.

    In a brilliant and unconventional book, Phil Rosenzweig unmasks the delusions that are commonly found in the corporate world. These delusions affect the business press and academic research, as well as many bestselling books that promise to reveal the secrets of success or the path to greatness. Such books claim to be based on rigorous thinking, but operate mainly at the level of storytelling. They provide comfort and inspiration, but deceive managers about the true nature of business success.The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude that the strategy was wrong, the leader became arrogant, the people were complacent, and the culture was stagnant. In fact, little may have changed -- company performance creates a Halo that shapes the way we perceive strategy, leadership, people, culture, and more.Drawing on examples from leading companies including Cisco Systems, IBM, Nokia, and ABB, Rosenzweig shows how the Halo Effect is widespread, undermining the usefulness of business bestsellers from "In Search of Excellence" to "Built to Last" and "Good to Great."Rosenzweig identifies nine popular business delusions. Among them:"The Delusion of Absolute Performance: " Company performance is relative to competition, not absolute, which is why following a formula can never guarantee results. Success comes from doing things better than rivals, which means that managers have to take risks."The Delusion of Rigorous Research: " Many bestselling authors praise themselves for the vast amount of data they have gathered, but forget that if the data aren't valid, it doesn't matter how much was gathered or how sophisticated the research methods appear to be. They trick the reader by substituting sizzle for substance."The Delusion of Single Explanations: " Many studies show that a particular factor, such as corporate culture or social responsibility or customer focus, leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.In what promises to be a landmark book, "The Halo Effect" replaces mistaken thinking with a sharper understanding of what drives business success and failure. "The Halo Effect" is a guide for the thinking manager, a way to detect errors in business research and to reach a clearer understanding of what drives business success and failure.Skeptical, brilliant, iconoclastic, and mercifully free of business jargon, Rosenzweig's book is nevertheless dead serious, making his arguments about important issues in an unsparing and direct way that will appeal to a broad business audience. For managers who want to separate fact from fiction in the world of business, "The Halo Effect" is essential reading -- witty, often funny, and sharply argued, it's an antidote to so much of the conventional thinking that clutters business bookshelves.

    You'll learn how to review financial statements, analyze earnings, detect fraud, assess stock prices, value companies, and structure mergers and acquisitions, among other exercises.

    Whether you are a pureplay cloud company or a traditional technology provider making the pivot to the cloud, this book will help guide your decision-making and execution around the “as-a-service” model to put your company on a path to profitable growth

    And it can make your work more fulfilling and purpose-driven by highlighting how you influence the success of your team, department, or organization. All companies are driven to success or failure by the same five simple drivers: cash, profit, assets, growth, and people. Kevin Cope will help you appreciate how your day-to-day decisions can balance these drivers and contribute to the big picture of your organization’s success. You’ll discover the acumen you need to bring real value and passion to your work. Whether you’re on the manufacturing floor or sitting in the corner office, you can learn how to follow the drivers through to measurable results—conquering your fear of numbers. Using Kevin’s simple explanations of the most important metrics presented in the income statement, the balance sheet, and the statement of cash flows, you’ll be able to quickly review financial reports for signs of success or impending doom. Convincingly communicate your ideas to leaders, improve your team’s performance, even launch a successful business of your own. No matter your goal, give yourself the foundational knowledge every businessperson needs, and discover new strategies for proving your value.

    Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth.Yet most entrepreneurs lack the vocabulary and context to describe them—much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and  on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, Pinterest — to provide unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries. The Cold Start Problem reveals what makes winning networks successful, why some startups fail to successfully scale, and most crucially, why products that create and compete using the network effect are vitally important today.