In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence.Now, leading organizations are bringing the Web's novel tools and philosophies inside, creating Enterprise 2.0. In this book, Andrew McAfee shows how they're doing this, and why it's benefiting them. Enterprise 2.0 makes clear that the new technologies are good for much more than just socializing-when properly applied, they help businesses solve pressing problems, capture dispersed and fast-changing knowledge, highlight and leverage expertise, generate and refine ideas, and harness the wisdom of crowds.Most organizations, however, don't find it easy or natural to use these new tools initially. And executives see many possible pitfalls associated with them. Enterprise 2.0 explores these concerns, and shows how business leaders can overcome them.McAfee brings together case studies and examples with key concepts from economics, sociology, computer science, consumer psychology, and management studies and presents them all in a clear, accessible, and entertaining style. Enterprise 2.0 is a must-have resource for all C-suite executives seeking to make technology decisions that are simultaneously powerful, popular, and pragmatic.

    Chances are you weren’t successful in shifting that person’s beliefs in any way. In his book, Changing Minds, Harvard psychologist Howard Gardner explains what happens during the course of changing a mind – and offers ways to influence that process.Remember that we don’t change our minds overnight, it happens in gradual stages that can be powerfully influenced along the way. This book provides insights that can broaden our horizons and shape our lives.

    He draws ideas from three very useful intellectual pools: classical management practices, Agile methods, and lean product development. By combining the strengths of these three approaches, he has produced something that works better than any one in isolation." -From the Foreword by Don Reinertsen, President of Reinertsen & Associates; author of Managing the Design Factory; and leading expert on rapid product development Effective requirements discovery and analysis is a critical best practice for serious application development. Until now, however, requirements and Agile methods have rarely coexisted peacefully. For many enterprises considering Agile approaches, the absence of effective and scalable Agile requirements processes has been a showstopper for Agile adoption. In Agile Software Requirements, Dean Leffingwell shows exactly how to create effective requirements in Agile environments. Part I presents the "big picture" of Agile requirements in the enterprise, and describes an overall process model for Agile requirements at the project team, program, and portfolio levels Part II describes a simple and lightweight, yet comprehensive model that Agile project teams can use to manage requirements Part III shows how to develop Agile requirements for complex systems that require the cooperation of multiple teams Part IV guides enterprises in developing Agile requirements for ever-larger "systems of systems," application suites, and product portfolios This book will help you leverage the benefits of Agile without sacrificing the value of effective requirements discovery and analysis. You'll find proven solutions you can apply right now-whether you're a software developer or tester, executive, project/program manager, architect, or team leader.

    The book has been stimulating creativity in millions of readers, translated into eleven languages, and used in seminars around the world.Now Roger von Oech's fully illustrated and updated volume is filled with even more provocative puzzles, anecdotes, exercises, metaphors, cartoons, questions, quotations, stories, and tips designed to systematically break through your mental blocks and unlock your mind for creative thinking. This new edition will attract an entire new generation of readers with updated and mind-stretching material.

    Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive.Given that the status quo is so potent, how can we change ourselves and our organizations?In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

    Based on explosive interviews conducted personally by award-winning filmmaker Charles Ferguson, as well as newly released court documents and information buried in archives, 'Inside Job' traces how the financial industry and its enablers went rogue.

    Yet companies continue to struggle with toxic cultures, and the low productivity and unhappiness that go with themWhy is “culture” so difficult to improve? What makes so many good employees check out? Neuroscientist Paul Zak shows that innate brain functions hold the answers. It all boils down to trust.When someone shows you trust, a feel-good jolt of oxytocin surges through your brain and triggers you to reciprocate. This simple mechanism creates a perpetual trust-building cycle—the key to changing stubborn workplace patterns.Drawing on his original research, Zak teases out science-backed insights for building high-trust organizations. Trust Factor opens a window on how brain chemicals affect behavior, why trust gets squashed, and ways to consciously stimulate it by celebrating effort, sharing information, promoting ownership, and more. The Ofactor™ survey, data, and examples support the action plansEngagement programs and monetary rewards are Band-Aids on broken bones. To get to the root of the problem, you’ve got to go deeper. Packed with examples from The Container Store, Zappos, and Herman Miller, Trust Factor harnesses our neurochemistry to effectively cultivate work places where trust, joy, and commitment compound naturally.

    De Bono argues that conventional vertical thinking often inhibits our ability to solve problems and come up with new ideas. He then shows that lateral thinking is a far easier and more natural way to generate simple, sound and effective ideas and offers guidance on how to develop your own ability to think laterally. Lateral thinking is a technique that anyone can learn and benefit from.

    Yet only the smartest and most successful business professionals take advantage of these powerful collections of advice. Using real-world business situations as illustrative examples, this book reveals a four-thousand-year-old blueprint for success.Readers will find practical insights on:conquering fear - harnessing will power - removing ego from the equation - mas-tering negotiation techniques - dealing with failure - utilizing spiritual entre-preneurship - harvesting the power of positivity - and finding the right balance of character traits to succeed in any career or business ventureThe ancient Jewish writings contain a breadth of knowledge anyone can use, in business and in life. This enlightening and practical guide gives readers the direction they need to make it work for them.

    This work helps you learn what each game will accomplish, why it works, and how to play it with customers. It then shows how to integrate the results into your product development processes, helping you focus your efforts and reduce your costs. Full description

    The range covered reflects the breadth of design, from hardware and software design, to architecture and Formula One. The book offers new insights and understanding of design thinking, based on evidence from observation and investigation of design practice. Author Nigel Cross, considered one of design's most influential thinkers, goes to the heart of what it means to think and work as a designer. The book is an ideal guide for anyone who wants to be a designer or to know how good designers work in the field of contemporary design.

    It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory.It can be used as a supplementary textbook in an intense course on leadership - or as a primary text in a course or seminar focusing on transformational leadership.New in the Second Edition:New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings. New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness. The discussion of both predicators and effects of transformational leadership is greatly expanded. Much more emphasis is given to authentic vs. inauthentic transformational leadership. Suggestions are made for guiding the future of research and applications of transformational leadership. A greatly expanded reference list is included.

    Yet the reality is often quite different. Robinson and Schroeder make a bold claim that the quality of a company's output is directly related to a business measure that few companies track or understand: the ideas of employees. Ironically, the authors show that most managers and organizations are better at suppressing ideas than encouraging them. Many well-managed companies would pride themselves if they implemented one or two ideas per employee each year on the frontline. Yet high-performing idea-driven companies may implement 50 to 100 or more ideas per employee per year--and they keep count, too. In fact, Robinson and Schroeder show that idea-driven organizations are relatively rare, despite their competitive advantages.The fundamental block to high-quality idea systems is leadership. Ideas are entirely voluntary, and employees won't generate or support them if they're misled. More than this, employees can't implement ideas if they need to seek approval at upper levels for simple improvements they understand better than their bosses. In organizations where ideas are brought to the core of strategy, systems, and management, the effect is electric. Employees are more engaged, productive, and creative. Businesses become more innovative and resilient with only minimal management inputs. The authors predict that idea-driven organizations will become the rule rather than exception. This book offers the complete guide to designing and leading this organization of the future.

    This book walks managers through every step of project oversight from start to finish. Thanks to the book's comprehensive information on everything from planning and budgeting to team building and after-project reviews, managers will master the discipline and skills they need to achieve stellar results without wasting time and money.

    Great book with excellent info, this copy has slightly yellowing pages and a tiny curl up on the front cover corner, eveything else very good, fast dispatch, UK SELLER