Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    If you're a desktop, mobile or web developer, this book is your blueprint to getting your startup off the ground with no outside investment.This book intentionally avoids topics restricted to venture-backed startups such as: honing your investment pitch, securing funding, and figuring out how to use the piles of cash investors keep placing in your lap.This book assumes:* You don't have $6M of investor funds sitting in your bank account* You're not going to relocate to the handful of startup hubs in the world* You're not going to work 70 hour weeks for low pay with the hope of someday making millions from stock optionsThere's nothing wrong with pursuing venture funding and attempting to grow fast like Amazon, Google, Twitter, and Facebook. It just so happened that most people are not in a place to do this.

    Arthur looks at what are now the three best-known tech companies and through the voices of former and current staff examines their different strategies to try to win the battle to control the exploding network connecting the world. Microsoft was a giant -- soon to become the highest-valued company in the world, while Apple was a minnow and Google just a startup. By February 10 2012, Apple was worth more ($462bn) than both Microsoft ($258bn) and Google ($198bn) combined.The chance had come from tumultuous battles between the three. To win their battles: Apple used design, the vertical model of controlling the hardware and software and a relentless focus on the customer to the exclusion of others.Microsoft depended on the high quality of its employees' programming skills and its monopolies in software to try to move into new markets - such as search and music.Google focused on being quick, efficient and using the power of data analysis - not human "taste" - to make decisions and get ahead of would-be rivals.With exclusive information from interviews with current and former employees of the three companies Arthur also addresses:- What the inventors of the hard drive used in the iPod thought it would really be used for- How Apple transformed the smartphone market- Which of Android or Apple forced Microsoft to abandon Windows Mobile- What happened to Microsoft's tablet plans

    Now, more people are listening to more music from a greater variety of sources than at any time in history. And big corporations such as Viacom, Clear Channel, and Sony are no longer the sole gatekeepers and distributors, their monopoly busted by a revolution -- an uprising led by bands and fans networking on the Internet. "Ripped" tells the story of how the laptop generation created a new grassroots music industry, with the fans and bands rather than the corporations in charge. In this new world, bands aren't just musicmakers but self-contained multimedia businesses; and fans aren't just consumers but distributors and even collaborators.As the Web popularized bands and albums that previously would have been relegated to obscurity, innovative artists -- from Prince to Death Cab for Cutie -- started coming up with, and stumbling into, alternative ways of getting their music out to fans. Live music took on an even more significant role. TV shows and commercials emerged as great places to hear new tunes. Sample-based composition and mash-ups leapfrogged ahead of the industry's, and the law's, ability to keep up with them. Then, in 2007, Radiohead released an album exclusively on the Internet and allowed customers to name their own price, including $0.00. Radiohead's "it's up to you" marketing coup seized on a concept the old music industry had forgotten: the customer is always right.National radio host and critically acclaimed music journalist Greg Kot masterfully chronicles this story of how we went from $17.99 to $0.00 in less than a decade. It's a fascinating tale of backward thinking, forward thinking, and the power of music.

    Stories spread wildly and die out in mere days, to be replaced by still more stories with ever shorter life spans. Through the Internet the news cycle has been set spinning even faster now that all of us can join the fray: anyone on a computer can spread a story almost as easily as "The New York Times," CNN, or "People." As media amateurs grow their audience, they learn to think like the pros, using the abundant data that the Internet offers-hit counters, most e-mailed lists, YouTube views, download tallies-to hone their own experiments in viral blowup. "And Then There's This" is Bill Wasik's journey along the unexplored frontier of the twenty-first century's rambunctious new-media culture. He covers this world in part as a journalist, following "buzz bands" as they rise and fall in the online music scene, visiting with viral marketers and political trendsetters and online provocateurs. But he also wades in as a participant, conducting his own hilarious experiments: an e-mail fad (which turned into the worldwide "flash mob" sensation), a viral website in a month-long competition, a fake blog that attempts to create "antibuzz," and more. He doesn't always get the results he expected, but he tries to make sense of his data by surveying what real social science experiments have taught us about the effects of distraction, stimulation, and crowd behavior on the human mind. Part report, part memoir, part manifesto, part deconstruction of a decade, "And Then There's This" captures better than any other book the way technology is changing our culture.

    In Turing’s Cathedral, George Dyson focuses on a small group of men and women, led by John von Neumann at the Institute for Advanced Study in Princeton, New Jersey, who built one of the first computers to realize Alan Turing’s vision of a Universal Machine. Their work would break the distinction between numbers that mean things and numbers that do things—and our universe would never be the same. Using five kilobytes of memory (the amount allocated to displaying the cursor on a computer desktop of today), they achieved unprecedented success in both weather prediction and nuclear weapons design, while tackling, in their spare time, problems ranging from the evolution of viruses to the evolution of stars. Dyson’s account, both historic and prophetic, sheds important new light on how the digital universe exploded in the aftermath of World War II. The proliferation of both codes and machines was paralleled by two historic developments: the decoding of self-replicating sequences in biology and the invention of the hydrogen bomb. It’s no coincidence that the most destructive and the most constructive of human inventions appeared at exactly the same time.  How did code take over the world? In retracing how Alan Turing’s one-dimensional model became John von Neumann’s two-dimensional implementation, Turing’s Cathedral offers a series of provocative suggestions as to where the digital universe, now fully three-dimensional, may be heading next.

    Instead, follow the data: In seventy-five jaw-dropping graphs, Pinker shows that life, health, prosperity, safety, peace, knowledge, and happiness are on the rise, not just in the West, but worldwide. This progress is not the result of some cosmic force. It is a gift of the Enlightenment: the conviction that reason and science can enhance human flourishing.Far from being a naïve hope, the Enlightenment, we now know, has worked. But more than ever, it needs a vigorous defense. The Enlightenment project swims against currents of human nature–tribalism, authoritarianism, demonization, magical thinking–which demagogues are all too willing to exploit. Many commentators, committed to political, religious, or romantic ideologies, fight a rearguard action against it. The result is a corrosive fatalism and a willingness to wreck the precious institutions of liberal democracy and global cooperation.With intellectual depth and literary flair, Enlightenment Now makes the case for reason, science, and humanism: the ideals we need to confront our problems and continue our progress.

    Through consecutive “hook cycles,” these products reach their ultimate goal of bringing users back again and again without depending on costly advertising or aggressive messaging.Hooked is based on Eyal’s years of research, consulting, and practical experience. He wrote the book he wished had been available to him as a start-up founder—not abstract theory, but a how-to guide for building better products. Hooked is written for product managers, designers, marketers, start-up founders, and anyone who seeks to understand how products influence our behavior.Eyal provides readers with:• Practical insights to create user habits that stick.• Actionable steps for building products people love.• Fascinating examples from the iPhone to Twitter, Pinterest to the Bible App, and many other habit-forming products.

    In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things. Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself.Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. Tomorrow’s champions will not win by competing ruthlessly in today’s marketplace. They will escape competition altogether, because their businesses will be unique. Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.

    Venture capital has been driven from the start by the pull of outsized returns through a skewed distribution of payoffs--a faith in low-probability but substantial financial rewards that rarely materialize. Whether the gamble is a whaling voyage setting sail from New Bedford or the newest startup in Silicon Valley, VC is not just a model of finance that has proven difficult to replicate in other countries. It is a state of mind exemplified by an appetite for risk-taking, a bold spirit of adventure, and an unbridled quest for improbable wealth through investment in innovation.Tom Nicholas's history of the venture capital industry offers readers a ride on the roller coaster of setbacks and success in America's pursuit of financial gain.

    In this lively and groundbreaking new book, economist Ian Ayres shows how today's best and brightest organizations are analyzing massive databases at lightening speed to provide greater insights into human behavior. They are the Super Crunchers. From internet sites like Google and Amazon that know your tastes better than you do, to a physician's diagnosis and your child's education, to boardrooms and government agencies, this new breed of decision makers are calling the shots. And they are delivering staggeringly accurate results. How can a football coach evaluate a player without ever seeing him play? Want to know whether the price of an airline ticket will go up or down before you buy? How can a formula outpredict wine experts in determining the best vintages? Super crunchers have the answers. In this brave new world of equation versus expertise, Ayres shows us the benefits and risks, who loses and who wins, and how super crunching can be used to help, not manipulate us.Gone are the days of solely relying on intuition to make decisions. No businessperson, consumer, or student who wants to stay ahead of the curve should make another keystroke without reading Super Crunchers.

    In Working Backwards, these two long-serving Amazon executives reveal and codify the principles and practices that drive the success of one of the most extraordinary companies the world has ever known. With twenty-seven years of Amazon experience between them, much of it in the early aughts—a period of unmatched innovation that brought products and services including Kindle, Amazon Prime, Amazon Studios, and Amazon Web Services to life—Bryar and Carr offer unprecedented access to the Amazon way as it was refined, articulated, and proven to be repeatable, scalable, and adaptable.With keen analysis and practical steps for applying it at your own company—no matter the size—the authors illuminate how Amazon’s fourteen leadership principles inform decision-making at all levels and reveal how the company’s culture has been defined by four characteristics: customer obsession, long-term thinking, eagerness to invent, and operational excellence. Bryar and Carr explain the set of ground-level practices that ensure these are translated into action and flow through all aspects of the business.Working Backwards is a practical guidebook and a corporate narrative, filled with the authors’ in-the-room recollections of what “Being Amazonian” is like and how it has affected their personal and professional lives. They demonstrate that success on Amazon’s scale is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices—shared here for the very first time. A Macmillan Audio production from St. Martin's Press

    One of the most coveted tools in a spy's arsenal, a zero day has the power to silently spy on your iPhone, dismantle the safety controls at a chemical plant, alter an election, and shut down the electric grid (just ask Ukraine).For decades, under cover of classification levels and non-disclosure agreements, the United States government became the world's dominant hoarder of zero days. U.S. government agents paid top dollar-first thousands, and later millions of dollars- to hackers willing to sell their lock-picking code and their silence. Then the United States lost control of its hoard and the market. Now those zero days are in the hands of hostile nations and mercenaries who do not care if your vote goes missing, your clean water is contaminated, or our nuclear plants melt down.Filled with spies, hackers, arms dealers, and a few unsung heroes, written like a thriller and a reference, This Is How They Tell Me the World Ends is an astonishing feat of journalism. Based on years of reporting and hundreds of interviews, The New York Times reporter Nicole Perlroth lifts the curtain on a market in shadow, revealing the urgent threat faced by us all if we cannot bring the global cyber arms race to heel.

    It could forever change how you experience and interact with your physical surroundings, open your eyes to the perversity of bad design and the desirability of good design, and raise your expectations about how things should be designed.B & W photographs and illustrations throughout.

    And it was an astronomer who finally explained what happened to the dinosaurs.Frans Johansson's The Medici Effect shows how breakthrough ideas most often occur when we bring concepts from one field into a new, unfamiliar territory, and offers examples how we can turn the ideas we discover into path-breaking innovations.