The Ten Types of Innovation explores these insights to diagnose patterns of innovation within industries, to identify innovation opportunities, and to evaluate how firms are performing against competitors. The framework has proven to be one of the most enduring and useful ways to start thinking about transformation.Details how you can use these innovation principles to bring about meaningful--and sustainable--growth within your organization Author Larry Keeley is a world renowned speaker, innovation consultant, and president and co-founder of Doblin, the innovation practice of Monitor Group; BusinessWeek named Keeley one of seven Innovation Gurus who are changing the field The Ten Types of Innovation concept has influenced thousands of executives and companies around the world since its discovery in 1998. The Ten Types of Innovation is the first book explaining how to implement it.

    Today's massively scaling startups - which rapidly grow to millions of users and billions in valuation - do not sell a product or service. Instead, they build a platform on which others can create and exchange value.The many manifestations of the platform business model - social media, the peer economy, cryptocurrencies, APIs and developer ecosystems, the Internet of things, crowdsourcing models, and many others - are becoming increasingly relevant.Yet, most new platform ideas fail because the business design and growth strategies involved in building platforms are not well understood.Platform Scale lays out a structured approach to designing and growing a platform business model and addresses the key factors leading to the success and failure of these businesses.Six core concepts for successful platform business model design1. Re-imagine your business for platform scaleThe mechanism by which these new business models scale so rapidly. Understand the shift in thinking needed to manage businesses with platform scale and the impact of network effects, virality, behavior design and data."We are not in the business of building software. We are in the business of enabling interactions."2. Leverage interaction-first designHow detailed consideration around designing the producer-consumer core interaction is critical for building business models that leverage platform scale."The design of the platform business model involves the design of a core interaction followed by the design of an open infrastructure that will enable and govern this interaction."3. Build cumulative value and minimize interaction failureKnow the key managerial decisions to focus on while managing platform scale businesses, all geared towards maximizing the ability of these businesses to enable interactions by scaling producer participation and minimizing interaction failure."Platform scale is achieved by maximizing the repeatability and efficiency of the platform's core interaction."4. Solve chicken and egg problemsPlatform business models face an all too familiar catch-22 chicken and egg problem on the way to scaling. This can be overcome by designing the conditions for sparking interactions."The solution to the chicken-and-egg problem requires a bait that can break the vicious cycle of no activity."5. Design viral enginesUnderstand the drivers of viral growth in a world of networks and apply the viral canvas design-first approach to viral growth."Virality is a business design problem, not a marketing or engineering effort. It requires design before optimization."6. Account for reverse network effectsConsider the counter view on platform scale and be on the lookout for conditions where scale can be detrimental to platform businesses."The goal of platform scale is to ensure the simultaneous scaling of quantity and quality, of interactions."Platform Scale is a maker's guide for entrepreneurs, innovators and educators looking to understand and implement the inner workings of highly scalable platform business models.

    The pass was intercepted and the Seahawks lost. Critics called it the dumbest play in history. But was the call really that bad? Or did Carroll actually make a great move that was ruined by bad luck?Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there is always information that is hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making?Annie Duke, a former World Series of Poker champion turned business consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes and bad decisions don't always lead to bad outcomes.By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate and successful in the long run.

    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.

    But honest and open conversations are not taking place between management and Agile delivery teams.In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and opens the door to reveal IT leadership as it should be - an integral part of the value creation engine. With wit and easy style, Schwartz reveals that the only way to become an Agile IT leader is to be courageous - to throw off the attitude and assumptions that have kept CIOs from taking their rightful seat at the table. CIOs, step on up, your seat at the table is waiting for you.Listening Length: 9 hours and 20 minutes

    A Problem2. Peter Pigeonhole Prepared A Petition3. What's Your Problem?Part 2: What is The Problem?4. Billy Brighteyes Bests The Bidders5. Billy Bites His Tongue6. Billy Back To The BiddersPart 3: What is The Problem Really?7. The Endless Chain8. Missing The Misfit9. Landing On The Level10. Mind Your MeaningPart 4: Whose Problem Is It?11. Smoke Gets In Your Eyes12. The Campus That Was All Spaced Out13. The Lights At The End Of The TunnelPart 5: Where Does It Come From?14. Janet Jaworski Joggles A Jerk15. Mister Matczyszyn Mends The Matter16. Make-Works And Take-Credits17. Examinations And Other PuzzlesPart 6: Do We Really Want To Solve It?18. Tom Tireless Tinkers With Toys19. Patience Plays Politics20. A Priority Assignment

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    Womack, Chairman and Founder, Lean Enterprise Institute. This game-changing book puts you behind the curtain of Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.

    A #1 Wall Street Journal bestseller with more than 500,000 copies sold, The Four Disciplines of Execution will radically change your business.Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it’s likely no one even noticed. What happened? Often, the answer is that the “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. The 4 Disciplines of Execution can change that forever. The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing your most important strategic priorities in the midst of the whirlwind. By following the 4 Disciplines—Focus on the Wildly Important; Act on Lead Measures; Keep a Compelling Scoreboard; Create a Cadence of Accountability—leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams. 4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results, regardless of the goal. 4DX represents a new way to think and work that is essential to thriving in today’s competitive climate. The 4 Disciplines of Execution is one book that no business leader can afford to miss.

    Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.HBR's 10 Must Reads On Leadership will inspire you to:- Motivate others to excel- Build your team's self-confidence in others- Provoke positive change- Set direction- Encourage smart risk-taking- Manage with tough empathy- Credit others for your success- Increase self-awareness- Draw strength from adversityThis collection of best-selling articles includes: featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."

    Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily "cocktail party," version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. You'll be ready to jump into the trenches and streamline your own development process.ContentsForewordPrefacePART I: HOW WE WORK1. About the Project1.1 Timeline 51.2 How We Sliced the Elephant 61.3 How We Involved the Customer 72. Structuring the Teams3. Attending the Daily Cocktail Party3.1 First Tier: Feature Team Daily Stand-up3.2 Second Tier: Sync Meetings per Specialty3.3 Third Tier: Project Sync Meeting4. The Project Board4.1 Our Cadences4.2 How We Handle Urgent Issues and Impediments5. Scaling the Kanban Boards6. Tracking the High-Level Goal7. Defining Ready and Done7.1 Ready for Development7.2 Ready for System Test7.3 How This Improved Collaboration 8. Handling Tech Stories8.1 Example 1: System Test Bottleneck8.2 Example 2: Day Before the Release8.3 Example 3: The 7-Meter Class9. Handling Bugs9.1 Continuous System Test9.2 Fix the Bugs Immediately9.3 Why We Limit the Number of Bugs in the Bug Tracker9.4 Visualizing Bugs9.5 Preventing Recurring Bugs10. Continuously Improving the Process10.1 Team Retrospectives10.2 Process Improvement Workshops10.3 Managing the Rate of Change11. Managing Work in Progress11.1 Using WIP Limits11.2 Why WIP Limits Apply Only to Features12. Capturing and Using Process Metrics12.1 Velocity (Features per Week)12.2 Why We Don’t Use Story Points12.3 Cycle Time (Weeks per Feature)12.4 Cumulative Flow12.5 Process Cycle Efficiency13. Planning the Sprint and Release13.1 Backlog Grooming13.2 Selecting the Top Ten Features13.3 Why We Moved Backlog Grooming Out of the Sprint Planning Meeting13.4 Planning the Release14. How We Do Version Control14.1 No Junk on the Trunk14.2 Team Branches14.3 System Test Branch15. Why We Use Only Physical Kanban Boards16. What We Learned16.1 Know Your Goal16.2 Experiment16.3 Embrace Failure16.4 Solve Real Problems16.5 Have Dedicated Change Agents16.6 Involve PeoplePART II: A CLOSER LOOK AT THE TECHNIQUES 17. Agile and Lean in a Nutshell17.1 Agile in a Nutshell17.2 Lean in a Nutshell17.3 Scrum in a Nutshell17.4 XP in a Nutshell17.5 Kanban in a Nutshell18. Reducing the Test Automation Backlog18.1 What to Do About It18.2 How to Improve Test Coverage a Little Bit Each Iteration18.3 Step 1: List Your Test Cases18.4 Step 2: Classify Each Test18.5 Step 3: Sort the List in Priority Order18.6 Step 4: Automate a Few Tests Each Iteration18.7 Does This Solve the Problem?19. Sizing the Backlog with Planning Poker19.1 Estimating Without Planning Poker19.2 Estimating with Planning Poker19.3 Special Cards20. Cause-Effect Diagrams20.1 Solve Problems, Not Symptoms20.2 The Lean Problem-Solving Approach: A3 Thinking20.3 How to Use Cause-Effect Diagrams20.4 Example 1: Long Release Cycle20.5 Example 2: Defects Released to Production20.6 Example 3: Lack of Pair Programming20.7 Example 4: Lots of Problems20.8 Practical Issues: How to Create and Maintain the Diagrams20.9 Pitfalls20.10 Why Use Cause-Effect Diagrams?21. Final WordsA1. Glossary: How We Avoid Buzzword BingoIndex

    Everyone can ask questions, right? Unfortunately, that's not the case. Interviewing Users provides invaluable interviewing techniques and tools that enable you to conduct informative interviews with anyone. You'll move from simply gathering data to uncovering powerful insights about people.Interviewing Users will explain how to succeed with interviewing, including:* Embracing how other people see the world* Building rapport to create engaging and exciting interactions* Listening in order to build rapport.With this book, Steve Portigal uses stories and examples from his 15 years of experience to show how interviewing can be incorporated into the design process, helping you learn the best and right information to inform and inspire your design.

    Others might point to the qualities of today’s so-called celebrity CEOs—charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term.In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms’ average returns outperformed the S&P 500 by a factor of twenty—in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you’ll learn the traits and methods—striking for their consistency and relentless rationality—that helped these unique leaders achieve such exceptional performance.Humble, unassuming, and often frugal, these "outsiders” shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company’s long-term value.Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing a compelling alternative model for anyone interested in leading a company or investing in one—and reaping extraordinary returns.

    Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.

    Every aircraft is equipped with an almost indestructible black box. When there is an accident, the box is opened, the data is analyzed, and the reason for the accident excavated. This ensures that procedures are adapted so that the same mistake doesn’t happen again. With this method, the industry has created an astonishing safety record.For pilots working in a safety-critical industry, getting it wrong can have deadly consequences. But most of us have a relationship with failure that impedes progress, halts innovation, and damages our lives. We don’t acknowledge it or learn from it —though we often think we do.Moving from anthropology to psychology and from history to complexity theory, Matthew Syed explains why even when we think we have 20/20 hindsight, our vision’s still fuzzy. He offers a radical new idea: that the most important determinant of success in any field, whether sports, business, or life, is an acknowledgment of failure and a willingness to engage with it. This is how we learn, progress and excel. This approach explains everything from biological evolution and the efficiency of markets to the success of the Mercedes F1 team and the mindset of David Beckham.Using a cornucopia of interviews, gripping stories, and sharp-edged science, Syed explores the intimate relationship between failure and success, and shows why we need to transport black box thinking into our own lives. If we wish to unleash our potential, we must diagnose and break free of our failures. Part manifesto for change, part intellectual adventure, this groundbreaking book reveals how to do both.