Fans pick 100 books like The Toyota Way

This book helped me set my initial approach to software development and I still periodically return to it for grounding.

An MIT project theorized that new-fangled PC software developers knew something mainframe and mini-computer makers didn’t. MIT’s research revealed something else entirely: Microsoft had uniquely effective ideas on how to build complex products in rapidly evolving competitive markets. Here is “agile” before it was put into the Manifesto in 2001, in a more complete form. Ever wonder where the idea of a team comprising functional specialists with overlapping roles, united by a common goal, came from? Or incremental feature evolution with periodic synchronization and constant testing? Early brilliance still of foundational relevance, in a coherent and engaging form.

Microsoft Secrets principles are great theory, but how do they feel in practice? Here is the Microsoft version of Tracy Kidder’s classic Soul of a New Machine.

A team of eager Microsoft engineers and product managers go for it, trying to build a children’s encyclopedia to extend the success of Microsoft’s earlier Encarta product. The genius of overlapping defined roles on a quest for a common goal comes face to face with the confusion, surprises, conflicts, diversions, disappointments, and elations inherent in most large-scale software programs trying to do something new (and aren’t they all?). Theory and intensely human practice come together.

When this book was released, I was immersed in a huge failing project at Wells Fargo, struggling to make sense of it all. This book helped me put the failure in perspective and showed a better way that I embraced for the rest of my career. 

The key insight is that large-scale innovation is not like manufacturing – it is less about planning and control, more about people, rapid learning, and adaptation. Here we learn concepts such as the Chief Engineer, lightweight milestone—and responsibility-based project management, and focusing on engineering skills and vendor partnerships. Shelve the elaborate process frameworks consultants are selling you, focus on the basics Toyota emphasized throughout their glory years. 

I love pattern languages. And Team Topologies brings patterns for team types and their interactions. Most importantly, they address fundamental problems of the software industry: how teams organise for fast flow, and how teams cope with cognitive load. The book steams from the author's experience in the DevOps community, and it is widely used across the world. Last but not least, Team Topologies give us a language that support organisation evolution.

From my notes after I read it, “Great content and organization. Triggered me to write and plan a 2022 Book.”

There was specific practical content like removing vacation policy, removing travel and expenses policy. An opening the books, which showed the practices behind the no rules idea, and their consequent results in the business. As a consultant, these give me a tool for discussion with clients. What if you did the same?

Again a great leader, and successful businessperson, using persistence and imagination to deal with the forces against change.

This is the most impertinent yet constructive book on leadership I’ve ever read (and I've read many with one of these qualities, but none with both).

It’s written by the former CEO of AVIS, who led a radical transformation of its organizational culture, resulting in unmatched performance. First published in 1970, it quickly became the NY Times N°1 bestseller. Its commemorative 2007 edition is adorned with even more gems, including a nine-page segment that earns you a PhD in Leadership.

It starts with, “To hell with centralized strategic planning. If you don’t have a good leader, it’s all nothing; just a bunch of papers flying around.” Enjoy!

The Advantage lays out a compelling case that if an organization has strong organizational health it is well placed to succeed in its goals and in its industry.

Good organizational health embraces great teamwork, clear and consistent company culture and goals, and how to have effective meetings. Lencioni brings together many pragmatic and practical perspectives through many years of working with executive teams.

The key element for me is his articulation of the ‘five dysfunctions of teams’ and then how to address these. That one chart has been pivotal to my facilitation of many challenging executive discussions with clients, particularly when paired with Covey’s approach to trust and trust building.

Modelling Trust is the first step in building effective executive teams. 

Austin, Texas, where I now live, is home to the first Whole Foods in America. Before the chain of grocery stores was bought out by Amazon, I used to shop there. Then I stopped, or well, I no longer went as often, because I learned in LoRusso's book that company founder John Mackey promoted a libertarian spirituality that considered government interference morally hostile and went as far as to proclaim Obama Care a form of fascism. 

To live and work in a world of turmoil and change requires courage. Resilience is a life skill that can be learned—but it takes courage. In this book, Hurt and Dye come up with very practical but realistic ways to identify organizational practices that encourage or cut-off valuable conversations.

I’m in the field of communications and their advice is not only timely but timeless. I reach for their book when I went to coach someone who is overwhelmed by the workplace. It might be a manager trying to hold a team together, or individual contributors trying to determine if a role is right for them.  Hold this on your bookshelf. I guarantee you will use it for yourself—or for others.

Boeing used to be a paragon of how engineering-driven companies could deliver amazing products and amazing profits. This book chronicles how that changed, and how Boeing lost its guiding principles. It shows how prioritizing the stock price over the business or the people who flew in its planes led to decisions that literally killed hundreds of people. Engineering concerns were regularly set aside for schedule or cost reasons. Most of us don’t work on products whose failures cause hundreds of deaths, but there’s an important lesson about being proud of the work you do and the products you deliver, and how that can make for a great business.