In fact, this one document can steer an entire organization when it comes to delivering on company strategy. This practical guide teaches you how to create an effective product roadmap, and demonstrates how to use the roadmap to align stakeholders and prioritize ideas and requests. With it, you’ll learn to communicate how your products will make your customers and organization successful. Whether you're a product manager, product owner, business analyst, program manager, project manager, scrum master, lead developer, designer, development manager, entrepreneur, or business owner, this book will show you how to: Articulate an inspiring vision and goals for your product Prioritize ruthlessly and scientifically Protect against pursuing seemingly good ideas without evaluation and prioritization Ensure alignment with stakeholders Inspire loyalty and over­-delivery from your team Get your sales team working with you instead of against you Bring a user­ and buyer-­centric approach to planning and decision-making Anticipate opportunities and stay ahead of the game Publish a comprehensive roadmap without over­committing

    In this new edition, Margaret Wheatley describes how the new science radically alters our understanding of the world and how it can teach us to live and work well together in these chaotic times. We live in a time of chaos, rich in potential for new possibilities. A new world is being born. We need new ideas, new ways of seeing, and new relationships to help us now. New science--the new discoveries in biology, chaos theory, and quantum physics that are changing our understanding of how the world works--offers this guidance. It describes a world where chaos is natural, where order exists for free. It displays the intricate webs of cooperation that connect us. It assures us that life seeks order, but uses messes to get there.This book will teach you how to move with greater certainty and easier grace into the new forms of organizations and communities that are taking shape. You'll learn that:- Relationships are what matters--even at the subatomic level - Life is a vast web of interconnections where cooperation and participation are required - Chaos and change are the only route to transformationIn this expanded edition, Wheatley provides examples of how non-linear networks and self-organizing systems are flourishing in the modern world. In the midst of turbulence, Wheatley shows, we create work and lives rich in meaning.

    Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have.Now, organizations are emerging, and thriving, based on their capacity to sense and respond instantly to customer and employee behaviors. In Sense and Respond, Jeff Gothelf and Josh Seiden, leading tech experts and founders of the global Lean UX movement, vividly show how these companies operate, highlighting the new mindset and skills needed to lead and manage them—and to continuously innovate within them.In illuminating and instructive business examples, you’ll see organizations with distinctively new operating principles: shifting from managing outputs to what the authors call “outcome-focused management”; forming self-guided teams that can read and react to a fast-changing environment; creating a learning-all-the-time culture that can understand and respond to new customer behaviors and the data they generate; and finally, developing in everyone at the company the new universal skills of customer listening, assessment, and response.This engaging and practical book provides the crucial new operational and management model to help you and your organization win in a world of continuous change.

    . . And here's what you can do about it on Monday morning with the definitive how-to book from the world's leading authority on innovationWhen it comes to innovation, Curt Carlson and Bill Wilmot of SRI International know what they are talking about--literally. SRI has pioneered innovations that day in and day out are part of the fabric of your life, such as:-The computer mouse and the personal computer interface you use at home and work-The high-definition television in your living room-The unusual numbers at the bottom of your checks that enable your bank to maintain your account balance correctly-The speech-recognition system used by your financial services firm when you call for your account balance or to make a transaction.Each of these innovations--and literally hundreds of others--created new value for customers. And that's the central message of this book. Innovation is not about inventing clever gadgets or just "creativity." It is the successful creation and delivery of a new or improved product or service that provides value for your customer and sustained profit for your organization. The first black-and-white television, for example, was just an interesting, cool invention until David Sarnoff created an innovation--a network--that delivered programming to an audience.The genius of this book is that it provides the "how" of innovation. It makes innovation practical by getting two groups who are often disconnected--the managers who make decisions and the people on the front lines who create the innovations--onto the same page. Instead of smart people grousing about the executive suite not recognizing a good idea if they tripped over it and the folks on the top floor wondering whether the people doing the complaining have an understanding of market realities, Carlson and Wilmot's five disciplines of innovation focus attention where it should be: on the creation of valuable new products and services that meet customer needs.Innovation is not just for the "lone genius in the garage" but for you and everyone in your enterprise. Carlson and Wilmot provide a systematic way to make innovation practical, one intimately tied to the way things get done in your business.Teamwork isn't enough; Creativity isn't enough; A new product idea isn't enoughTrue innovation is about delivering value to customers. Innovation reveals the value-creating processes used by SRI International, the organization behind the computer mouse, robotic surgery, and the domain names .com, .org, and .gov. Curt Carlson and Bill Wilmot show you how to use these practical, tested processes to create great customer value for your organization.

    It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:Delegating effectively Using feedback and goal-setting Developing influence Handling one-on-one meetings Coaching and mentoring Deciding what work to do---and what not to do ...and more. Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.

    Rather than believing they have to start with a big idea or plan a whole project out in advance, trying to foresee the final outcome, they make a series of little bets about what might be a good direction, learning from lots of little failures and from small but highly significant wins that allow them to happen upon unexpected avenues and arrive at extraordinary outcomes.           Based on deep and extensive research, including more than 200 interviews with leading innovators, Sims discovered that productive, creative thinkers and doers—from Ludwig van Beethoven to Thomas Edison and Amazon’s Jeff Bezos—practice a key set of simple but ingenious experimental methods—such as failing quickly to learn fast, tapping into the genius of play, and engaging in highly immersed observation—that free their minds, opening them up to making unexpected connections and perceiving invaluable insights. These methods also unshackle them from the constraints of overly analytical thinking and linear problem solving that our education places so much emphasis on, as well as from the fear of failure, all of which thwart so many of us in trying to be more innovative.               Reporting on a fascinating range of research, from the psychology of creative blocks to the influential Silicon Valley–based field of design thinking, Sims offers engaging and wonderfully illuminating accounts of breakthrough innovators at work, including how Hewlett-Packard stumbled onto the breakaway success of the first hand-held calculator; the remarkable storyboarding process at Pixar films that has been the key to their unbroken streak of box office successes; the playful discovery process by which Frank Gehry arrived at his critically acclaimed design for Disney Hall; the aha revelation that led Amazon to pursue its wildly successful affiliates program; and the U.S. Army’s ingenious approach to counterinsurgency operations that led to the dramatic turnaround in Iraq.               Fast paced and as entertaining as it is illuminating, Little Bets offers a whole new way of thinking about how to break away from the narrow strictures of the methods of analyzing and problem solving we were all taught in school and unleash our untapped creative powers.

    It transforms situations and relationships. It converts hostility into civility and civility into affinity. It changes the skeptics and cynics into the believers and the undecided into the loyal. Enchantment can happen during a retail transaction, a high-level corporate negotiation, or a Facebook update. And when done right, it's more powerful than traditional persuasion, influence, or marketing techniques.Kawasaki argues that in business and personal interactions, your goal is not merely to get what you want but to bring about a voluntary, enduring, and delightful change in other people. By enlisting their own goals and desires, by being likable and trustworthy, and by framing a cause that others can embrace, you can change hearts, minds, and actions. For instance, enchantment is what enabled . . .A Peace Corps volunteer to finesse a potentially violent confrontation with armed guerrillas.A small cable channel (E!) to win the TV broadcast rights to radio superstar Howard Stern.??A seemingly crazy new running shoe (Vibram Five Fingers) to methodically build a passionate customer base.??A Canadian crystal maker (Nova Scotian Crystal) to turn observers into buyers.This book explains all the tactics you need to prepare and launch an enchantment campaign; to get the most from both push and pull technologies; and to enchant your customers, your employees, and even your boss. It shows how enchantment can turn difficult decisions your way, at times when intangibles mean more than hard facts. It will help you overcome other people's entrenched habits and defy the not-always-wise "wisdom of the crowd."Kawasaki's lessons are drawn from his tenure at one of the most enchanting organizations of all time, Apple, as well as his decades of experience as an entrepreneur and venture capitalist. There are few people in the world more qualified to teach you how to enchant people.As Kawasaki writes, "Want to change the world? Change caterpillars into butterflies? This takes more than run-of-the-mill relationships. You need to convince people to dream the same dream that you do." That's a big goal, but one that's possible for all of us.

    We have too much email, juggle multiple remotes, and hack through thickets of regulations from phone contracts to health plans. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way. By developing a few simple yet effective rules, people can best even the most complex problems.   In Simple Rules, Sull and Eisenhardt masterfully challenge how we think about complexity and offer a new lens on how to cope. They take us on a surprising tour of what simple rules are, where they come from, and why they work. The authors illustrate the six kinds o f rules that really matter - for helping artists find creativity and the Federal Reserve set interest rates, for keeping birds on track and Zipcar members organized, and for how insomniacs can sleep and mountain climbers stay safe.   Drawing on rigorous research and riveting stories, the authors ingeniously find insights in unexpected places, from the way Tina Fey codified her experience at Saturday Night Live into rules for producing 30 Rock (rule five: never tell a crazy person he’s crazy) to burglars’ rules for robbery (“avoid houses with a car parked outside”) to Japanese engineers mimicking the rules of slime molds to optimize Tokyo’s rail system. The authors offer fresh information and practical tips on fixing old rules and learning new ones.   Whether you’re struggling with information overload, pursuing opportunities with limited resources, or just trying to change your bad habits, Simple Rules provides powerful insight into how and why simplicity tames complexity.

    Service Design is a bit of a buzzword these days and has gained a lot of interest from various fields. This book, assembled to describe and illustrate the emerging field of service design, was brought together using exactly the same co-creative and user-centred approaches you can read and learn about inside. The boundaries between products and services are blurring and it is time for a different way of thinking: this is service design thinking.A set of 23 international authors and even more online contributors from the global service design community invested their knwoledge, experience and passion together to create this book. It introduces service design thinking in a manner accessible to beginners and students, it broadens the knowledge and can act as a resource for experienced design professionals.

    With the Better Allies® approach, it's something anyone can do.Since originally publishing Better Allies in 2019, Karen Catlin has amassed dozens of new scenarios and insights through her talks, workshops, and community interactions. In this fully revised second edition, you'll learn to spot situations where you can create a more inclusive culture, along with straightforward steps to take and changes to make. Catlin, a highly-sought after expert on allyship, will walk you through: * Attracting and hiring a diverse workforce* Cultivating an environment where coworkers feel welcome, respected, and supported* Amplifying and advocating for others* Giving effective and equitable performance feedback* Using more inclusive language* Running inclusive conferences and eventsRead this book to learn the Better Allies® approach, level-up your ally skills, and create a culture where everyone can do their best work and thrive.

    Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. From the seminal article "Leading Change" by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. Articles include: Leading Change: Why Transformation Efforts Fail by John P. Kotter; Building Your Company's Vision by James C. Collins and Jerry I. Porras; Managing Change: The Art of Balancing by Jeanie Daniel Duck; The Reinvention Roller Coaster: Risking the Present for a Powerful Future by Tracy Goss, Richard T. Pascale, and Anthony G. Athos; Changing the Mind of the Corporation by Roger Martin; Why Do Employees Resist Change? by Paul Strebel; Reshaping an Industry: Lockheed Martin's Survival Story by Norman R. Augustine; and Successful Change Programs Begin with Results by Robert H. Schaffer and Harvey A. Thomson.

    It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    

    In performance, how you organize can be the key to growth. In the past five years, the business world has seen the birth of a new breed of company - the Exponential Organization - that has revolutionized how a company can accelerate its growth by using technology.

    Professor Geert Hofstede's 30 years of field research on cultural differences and the software of the mind helps us look at how we think - and how we fail to think - as members of groups. This newly revised and expanded edition is based on the latest data from Professor Hofstede ongoing field research, and provides detailed comparisons of cross-cultural differences among 70 nations. business, family, schools and political organizations. Professor Hofstede explains phenomena such as culture shock, ethnocentrism, stereotyping, differences in language and humor. Most importantly, he discusses the practical implications of the culture differences described in the book and how understanding these cultural differences can enable people from different cultures to work together more productively. parents. Melding powerful intellectual analysis and hard social, cultural, and organizational research, Hofstede gives a sobering picture of a world perilously lacking in self-knowledge - unaware of serious difference between the businesses, organizations, cultures, and nations that populate our planet despite the fact of globalization. But culture shock - whether between an individual and a new country, between organizations, between the sexes, or between opposing diplomats - can be turned to our advantage, Hofstede says-if we understand it. Cultures and Organizations helps to explain the differences in the way leaders and their followers think, offering practical solutions for those in business and politics to help solve conflict between different groups.