The world is more complex and volatile today than at any other time in our history. The tools of our modern existence are getting faster, cheaper, and smaller at an exponential rate, transforming every aspect of society, from business to culture and from the public sphere to our most private moments. The people who succeed will be the ones who learn to think differently. In Whiplash, Joi Ito and Jeff Howe distill that logic into nine organizing principles for navigating and surviving this tumultuous period: Emergence over AuthorityPull over PushCompasses over MapsRisk over SafetyDisobedience over CompliancePractice over TheoryDiversity over AbilityResilience over StrengthSystems over Objects Filled with incredible case studies and cutting-edge research and philosophies from the MIT Media Lab and beyond, Whiplash will help you adapt and succeed in this unpredictable world.

    Loaded with candid personal anecdotes, hard-hitting advice, and invaluable dos and don’ts, Jack explains his theory of business, by laying out the four most important principles that form the foundation of his success.Chapters include: How to Get Promoted, How to Think about Strategy, How to Write a Budget that Works, How to Work for a Jerk, How Find Work-Life Balance and How Start Something New. Enlivened by quotes from business leaders that Welch interviewed especially for the book, it’s a tour de force that reflects Welch’s mastery of execution, excellence and leadership.

    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.

    Worse, it often causes dysfunctional and unethical managerial behavior. Based on an intensive, international study into pioneering companies, Beyond Budgeting offers an alternative, coherent management model that overcomes the limitations of traditional budgeting. Focused around achieving sustained improvement relative to competitors, it provides a guiding framework for managing in the twenty-first century.

    If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, GoogleAre you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question.There is a way to do better.The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers.It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.

    Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these things, you should reflect on why that is, because you probably have discovered one of your greatest impediments to getting what you want out of life.

    As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption.The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissension', 'Exile knaves but fight for divas', 'Think 10X, not 10%') are illustrated with previously unreported anecdotes from Google's corporate history.'Back in 2010, Eric and I created an internal class for Google managers,' says Rosenberg. 'The class slides all read 'Google confidential' until an employee suggested we uphold the spirit of openness and share them with the world. This book codifies the recipe for our secret sauce: how Google innovates and how it empowers employees to succeed.'

    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.

    The best you can do is learn from others.In 2015, Dan Andrews and Ian Schoen sold their product business, which they built over the course of 7 years and employed 15 people, for multi-seven figures. While they don't regret selling the business – there are many mistakes they made that were avoidable.Whether you are still in the early stages of building a business or thinking of selling, this book is designed to help you build with the future in mind.This book presents a series of 5 thought experiments including: - The Lifestyle Ladder- The Mock Tax Rebate featuring the Mediocre CEO Test- The Hidden Upsides- The Cash Conundrum- The Dirty SecretIt turns out there are patterns and predictable challenges coming your way when you prepare to exit your business. Knowing about them in advance is fun and potentially very profitable.The five thought experiments that you’ll read about in this book are designed to give you clarity and confidence as you think through what it might mean to sell your business.

    The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts.Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas.Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.An added feature is an original Q&A with Porter himself, which includes answers to managers’ FAQs.Eminently readable, this book will enable every manager in your organization to grasp Porter’s ideas—and swiftly deploy them to drive your company’s success.

    

    Organized around a strategic marketing framework"Services Marketing" guides readers into the consumer and competitive environments in services marketing. The marketing framework has been restructured for this edition to reflect what is happening in services marketing today.

    Based on numerous interviews, this book reveals exclusive new information about how Apple innovates, deals with its suppliers, and is handling the transition into the post Jobs era.

    Hackett, President and CEO, SteelcaseAn inspiring guidebook filled with ways to alter space to fuel creative work and foster collaboration.Based on the work at the Stanford University d.school and its Environments Collaborative Initiative, Make Space is a tool that shows how space can be intentionally manipulated to ignite creativity. Appropriate for designers charged with creating new spaces or anyone interested in revamping an existing space, this guide offers novel and non-obvious strategies for changing surroundings specifically to enhance the ways in which teams and individuals communicate, work, play--and innovate.Inside are: Tools--tips on how to build everything from furniture, to wall treatments, and rigging Situations--scenarios, and layouts for sparking creative activities Insights--bite-sized lessons designed to shortcut your learning curve Space Studies--candid stories with lessons on creating spaces for making, learning, imagining, and connecting Design Template--a framework for understanding, planning, and building collaborative environments Make Space is a new and dynamic resource for activating creativity, communication and innovation across institutions, corporations, teams, and schools alike. Filled with tips and instructions that can be approached from a wide variety of angles, Make Space is a ready resource for empowering anyone to take control of an environment.

    I would love to write that book, but at this time I have no indication that such a book would be worth writing. Most books fail in the market, and most of them fail not because they are poorly written or edited, but because there aren’t enough people interested in them. They are not the right it.What you are reading now is a pretotype edition of the book. I wrote and “edited” it in days instead of months, just to test the level of interest in such a book. I had a few friends and colleagues review it, but don’t be surprised if you find typos, misspellings, bad grammar, awkward formatting and all sorts of misteaks.Releasing it in its present state is not easy for me.The toughest thing about pretotyping is not developing pretotypes, that’s the fun part. The tough part is getting over our compulsion for prema- ture perfectionism and our desire to add more features, or content, before releasing the first version. The tough part is getting our pretotypes in front of people, where they will be judged, criticized and – possibly – rejected.Reid Hoffman, founder of LinkedIn once said: “If you are not embarrassed by the first version of your product, you’ve launched too late.”I am plenty embarrassed. I must be on the right track.http://www.pretotyping.org/pretotype-...