They didn't realize that those kids in baggy jeans represented a whole new--and lucrative--market opportunity, one they could have seen coming if they had but been paying attention to the shape of American culture. Levi Strauss isn't alone. Too many corporations outsource their understanding of culture to trend hunters, cool watchers, marketing experts, consulting firms, and, sometimes, teenage interns. The cost to Levi-Strauss was a billion dollars. The cost to the rest of corporate America is immeasurable. The lesson? The American corporation needs a new professional. It needs a Chief Culture Officer. Grant McCracken, an anthropologist who now trains some of the world's biggest companies and consulting firms, argues that the CCO would keep a finger on the pulse of contemporary cultural trends--from sneakers to slow food to preppies--while developing a systematic understanding of the deep waves of culture in America and the world. The CCO's professionalism would allow the corporation to see coming changes, even when they only exist as the weakest of signals. Delightfully authoritative, trenchantly on point, bursting with insight and character, Chief Culture Officer is sure to expand your horizons--and your business.

    At under 200 pages it's quick reading too. Makes a great airplane book.

    Only stories--scenarios--and our ability to visualize different kinds of futures adequately capture these intangibles.In The Art of the Long View, now for the first time in paperback and with the addition of an all-new User's Guide, Peter Schwartz outlines the scenaric approach, giving you the tools for developing a strategic vision within your business.Schwartz describes the new techniques, originally developed within Royal/Dutch Shell, based on many of his firsthand scenario exercises with the world's leading institutions and companies, including the White House, EPA, BellSouth, PG&E, and the International Stock Exchange.

    They argue that if managers seriously want to develop effective strategies for competing in the new economy, they must understand the fundamental economics of information technology. Whether information takes the form of software code or recorded music, is published in a book or magazine, or even posted on a website, managers must know how to evaluate the consequences of pricing, protecting, and planning new versions of information products, services, and systems. The first book to distill the economics of information and networks into practical business strategies, Information Rules is a guide to the winning moves that can help business leaders navigate successfully through the tough decisions of the information economy.

    This is it. Don't Call It That is a step-by-step workbook that will guide you through the naming process. A Hundred Monkeys Creative Director, Eli Altman, will help you develop attention grabbing names that speak to your audience and establish the seed of your brand. The book is like that friend who isn't afraid to tell you what you need to hear. It'll help you understand what's at stake and how to approach naming creatively without neglecting practical realities like positioning, trademarks and URLs. How do you find a name that's available? How do you find a name that grabs people's attention? How do you tell the difference between a good name and a bad name? How do you test names in the real world? How do you find a name that elevates you above the competition Don't Call It That will set you straight.

    For anyonewho wants to thrive in this new order, this requires a revolution in thinking--a steady stream of disruptive strategies and unexpected solutions. "Disrupt" "Think the Unthinkable to Spark Transformation in Your Business" shows how to generate and execute those solutions--a disruptive approach for a disruptive age. Author Luke Williams demonstrates his experience creating disruptive products and services at frog design, one of the world s leading innovation firms. Williams combines the fluid creativity of "disruptive thinking" with the analytical rigor that is indispensable to business success. The result is a simple yet complete five-stage process for imagining a powerful market disruption and transforming it into reality. Using many examples and a book-length case study of Little Miss Matched, Williams shows how the more unexpected an idea, the smaller the number of competitors, and the more successful the company that brings it to market. He walks through generating a disruptive hypothesis, defining a disruptive market opportunity, creating multiple disruptive ideas, shaping them into an actionable solution, and persuading key stakeholders to adopt or invest in the solution. "Disrupt "offers readers a systematic way to redefine the future of a company, catch entire industries by surprise, and leave competitors scrambling to catch up."

     It includes easily applicable design thinking techniques, such as - HMW questions, - personas, - mind mapping - empathy mapping, - affinity diagram, - value-proposition canvas, - storyboard, - cause-and-effect diagram, - brainstorming, - brain dumps, - reverse brainstorming, - benchmarking, - journey map, and - prototyping. A real-life case study is used to introduce design thinking methodology and techniques in a more practical way to a broad range of practitioners, including - project managers and IT specialists, - innovation teams, - marketing professionals and brand managers, - product managers, - designers, - consultants, - strategic planning experts, - entrepreneurs, - C-level executives, and architects. The book explains how artful thinking perspectives can be applied to enhance design thinking skills, such as - creativity, - thinking out of the box, - empathy, - visual thinking, - observation, - asking the right questions, and - pattern recognition. It also describes how to apply design thinking and lean and agile methodologies together.

    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 in today’s service- and software-driven world, “done” is less obvious. When is Amazon done? When is Google done? Or Facebook? In reality, services powered by digital systems are never done. So then how do we give teams a goal that they can work on?Mostly, we simply ask teams to build features—but features are the wrong way to go. We often build features that create no value. Instead, we need to give teams an outcome to achieve. Using outcomes creates focus and alignment. It eliminates needless work. And it puts the customer at the center of everything you do.Setting goals as outcomes sounds simple, but it can be hard to do in practice. This book is a practical guide to using outcomes to guide the work of your team. "Josh’s crisp volume brims with insight about how to fly at just the right level - the level of outcomes. If you’ve ever wondered how M your MVP should be, or how to get more R in your OKRs, this book will help." --Nick Rockwell, CTO, NY Times

    But how can you be the person who comes up with those ideas? In this revised and expanded edition of his groundbreaking Thinkertoys, creativity expert Michael Michalko reveals life-changing tools that will help you think like a genius. From the linear to the intuitive, this comprehensive handbook details ingenious creative-thinking techniques for approaching problems in unconventional ways. Through fun and thought-provoking exercises, you’ll learn how to create original ideas that will improve your personal life and your business life. Michalko’s techniques show you how to look at the same information as everyone else and see something different.  With hundreds of hints, tricks, tips, tales, and puzzles, Thinkertoys will open your mind to a world of innovative solutions to everyday and not-so-everyday problems.

    This is the 12th edition of 'Marketing Management' which preserves the strengths of previous editions while introducing new material and structure to further enhance learning.

    It is a book for everybody who wants to learn how to write or who needs to do some writing to get through the day, as almost everybody does in the age of e-mail and the Internet. Whether you want to write about people or places, science and technology, business, sports, the arts or about yourself in the increasingly popular memoir genre, On Writing Well offers you fundamental priciples as well as the insights of a distinguished writer and teacher. With more than a million copies sold, this volume has stood the test of time and remains a valuable resource for writers and would-be writers.

    Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.But dig deeper and a startling truth emerges:Yes, one in nine Americans works in sales. But so do the other eight.Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now.To Sell Is Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.

    We also need insights into the everyday things that frustrate and confuse us so that we can more effectively solve problems and get things done. Yet we know very little about when, why, or how insights are formed—or what blocks them. In Seeing What Others Don't, renowned cognitive psychologist Gary Klein unravels the mystery.Klein is a keen observer of people in their natural settings—scientists, businesspeople, firefighters, police officers, soldiers, family members, friends, himself—and uses a marvelous variety of stories to illuminate his research into what insights are and how they happen. What, for example, enabled Harry Markopolos to put the finger on Bernie Madoff? How did Dr. Michael Gottlieb make the connections between different patients that allowed him to publish the first announcement of the AIDS epidemic? What did Admiral Yamamoto see (and what did the Americans miss) in a 1940 British attack on the Italian fleet that enabled him to develop the strategy of attack at Pearl Harbor? How did a “smokejumper” see that setting another fire would save his life, while those who ignored his insight perished? How did Martin Chalfie come up with a million-dollar idea (and a Nobel Prize) for a natural flashlight that enabled researchers to look inside living organisms to watch biological processes in action?Klein also dissects impediments to insight, such as when organizations claim to value employee creativity and to encourage breakthroughs but in reality block disruptive ideas and prioritize avoidance of mistakes. Or when information technology systems are “dumb by design” and block potential discoveries. Both scientifically sophisticated and fun to read, Seeing What Others Don't shows that insight is not just a “eureka!” moment but a whole new way of understanding.

    With illuminating anecdotes from his own in-the-trenches experiences and dozens of case studies of other winning—and failed—branding efforts (including Harley-Davidson, Guinness, The Gap, and Disney), Bedbury offers practical, battle-tested advice for keeping any business at the top of its game.