When Richard Rumelt's Good Strategy/Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing.
Since then, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is…
I’m a journalist and a tinkerer. I’m fascinated not only by how things work but by how small levers can move mountains. Growing up in the workshop of my grandfather, an old Boston boatwright, I was mesmerized by the idea that a small rudder could maneuver a huge vessel. In college, I fell in love with how a small idea or expression could redirect a course of research or a country. As a self-taught maker of things, I appreciate how technologies empower us. I’ve chosen these books because they’re examples of how small ideas become things, lines of research, or patterns of thinking that shift human progress in unknowable ways.
I recommend The Inversion Factorbecause it’s a deep dive into the Internet of Things from some of the people who made the IoT possible: the geniuses at MIT.
The book’s take on commerce alone is fascinating, the idea that in the future, demand will be driven not by companies deciding what to make and sell but by a flow of consumer data coming from connected devices telling companies, “Here’s what you need to make next.”
Plus, the descriptions of the IoT home and services, tempered though they are by realities like the fact that self-driving cars aren’t very good yet at not running people over, are gripping. Great book.
Why companies need to move away from a “product first” orientation to pursuing innovation based on customer need.
In the past, companies found success with a product-first orientation; they made a thing that did a thing. The Inversion Factor explains why the companies of today and tomorrow will have to abandon the product-first orientation. Rather than asking “How do the products we make meet customer needs?” companies should ask “How can technology help us reimagine and fill a need?” Zipcar, for example, instead of developing another vehicle for moving people from point A to point B, reimagined how people interacted…
I have spent most of my adult life using entrepreneurial business practices and principles to redesign and transform nonprofits. From my very first nonprofit organizational acceleration, I was hooked. The wealth one receives from helping other people is so much richer and more satisfying than money–altruism is truly life's greatest pleasure. You know the movie The Sixth Sense where the little kid sees dead people everywhere? I am the same way, except everywhere I look, I see uncaptured opportunities for social impact. I live and breathe social impact strategy, governance, financing, evaluation, and change management. Because by fixing problems in those areas, organizations are able to do more to make the world a better place.
Planning is easy, but execution is hard. Nonprofit leaders can gain a clear, practical understanding of how to measure and execute an organization's progress toward social impact goals with the clear, simple, and compelling four disciplines of execution.
It is simply terrific for putting strategy into practice. You will learn the key concepts from 4DX. We found reading it like getting a new set of glasses that brings the world of management into focus and allows us to see a pathway to success.
Fully revised and updated, the definitive guide for leaders on how to create lasting organisational change.
Do you remember the last major initiative you watched die in your organisation? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it's quite likely noone even noticed.
Almost every company struggles with making change happen. The 4 Disciplines of Execution: Revised and Updated is meant to help you reach the goals you've always dreamed of with a simple, repeatable, and proven formula. In this updated edition of…
I learned about leadership and building organizations in a volunteer, community-based organization growing up. I ran my first leadership workshop as an 18-year-old for 15-16-year-old kids, and at its peak, led a passionate group of 200+ kids. I then woke up from that dream into a “real job” as a product manager in a company selling products like bath soap and shampoo, and later as a strategy consultant. It was there that I noticed the significant pain people were experiencing in the corporate world, and I realized I could help leaders build organizations where both the business and its people could thrive.
Chapter 8! Chapter 8! What a gem on what it really takes to build innovative cultures. Pisano, a Harvard business school professor, articulated ideas that I had observed in my work across Google and with startups around the world—ideas I wish I had authored myself.
The core idea that stood out to me was how people often romanticize innovative cultures as being all about the “bunnies and cotton candy”—like having tolerance for failure or zero hierarchy—while overlooking the harder, more crucial aspects, such as intolerance for incompetence and the discipline required to kill projects that aren’t working.
His insights resonated deeply with my experiences, providing clarity and language for concepts I’ve long recognized but struggled to put into words.
Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.
He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no…
My core value is realistic education—learning from each other’s errors and successes, but with full awareness of the difference between the determined past and the uncertain future. We can benefit from uncertainty, which I’ve been doing for a living as an engineer, academic researcher, and inventor. I make use of knowledge and science as much as possible, but I also know that strategic decisions for the uncertain future require skepticism and thinking to deal with the differences in a new circumstance. With my core value, I am passionate about sharing insights and knowledge that our formal education does not provide.
Certainty is a black-or-white concept, either zero or hundred percent; uncertainty is something between zero and hundred percent, and this grayness is a difficult concept. In the context of dealing with uncertainty and making better decisions, I find Annie Duke’s use of poker in Thinking in Betsclever for two reasons: (1) People can engage with the concept that winning or losing in a poker game is neither exact science nor pure luck. (2) Given that poker games are so different from our everyday reality, there is no danger that people would expect decision recipes for dummies.
A Wall Street Journal bestseller, now in paperback. Poker champion turned decision strategist Annie Duke teaches you how to get comfortable with uncertainty and make better decisions.
Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there's always information hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10%…
I taught writing and copywriting at Columbus College of Art & Design in Ohio for thirty-seven years (retiring as an ancient-but-somehow-still-living fossil in 2014). I taught all our majors, but most of my copywriting students were advertising and design majors. During those decades I wrote nonfiction for newspapers and magazines and copy as a freelancer for ad agencies and design studios. My copywriting book emerged from my experiences in and out of the classroom. I hope I’ve given good advice on advertising: how to think about it and how to write it. But you’ll be the judge.
I first read this book over twenty years ago, and it still resonates. Steel shows how they thought things through at Goodby, Silverstein & Partners, and, as director of account planning, he would know. Steel starts from the consumer’s point of view, which is where ads themselves should start but too often don’t. He helps us see the psychology that underlies great advertising. Smart, witty, well written—full of memorable insights and delicious examples. It’s over twenty years old, yes, but until human nature changes, this book will be relevant.
"Account planning exists for the sole purpose of creating advertising that truly connects with consumers. While many in the industry are still dissecting consumer behavior, extrapolating demographic trends, developing complex behavioral models, and measuring Pavlovian salivary responses, Steel advocates an approach to consumer research that is based on simplicity, common sense, and creativity--an approach that gains access to consumers' hearts and minds, develops ongoing relationships with them, and, most important, embraces them as partners in the process of developing and advertising. A witty, erudite raconteur and teacher, Steel describes how successful account planners work in partnership with clients, consumer, and…
Leadership is always the key to success in strategic planning for any organization. Great leaders can drive their organizations to success, while poor leadership can crater the organization and take generations for it to rebuild. A good leader is essential in the aspect of providing good morale for the employees of the organization. Good leadership factors cause the organization to be seen as cutting edge and as an organization that others want to go work for in an effort to be better themselves. An organization with a superior strategic planning process, will have great leaders and employees to not only formulate the plan, but also execute the plan successfully.
Harari’s book is both insightful and inspirational for leaders in public service.
As were many commanders during that era, Powell was a Vietnam Veteran and learned much from the public policy debacle where he served valiantly. This helped him formulate the Powell Doctrine which provided strategic framework for the military operating in an American Foreign Policy environment.
Strategic planning was key in how Colin Powell dealt successfully with a very complex military operation (e.g. Desert Storm) by having overwhelming force as well as stakeholder support. The book discusses the different aspects of leadership as seen through Powell’s eyes, which is very insightful on what his vision of what characteristics a leader should possess.
This is the "New York Times", "Business Week", "Wall Street Journal" and "USA Today Bestseller" - Now in Paperback! "The Leadership Secrets of Colin Powell" goes beyond other books to take an honest look into the foundations of Colin Powell's compelling leadership style. Sparked with insights and observations that are as refreshingly honest as they are grittily realistic, it provides a blueprint for inspiring anyone - including yourself - to achieve extraordinary levels of performance.Praise for "The Leadership Secrets of Colin Powell" include: "Management professor Oren Harari adopts Colin Powell's rise into the upper ranks of American power as a…
I learned about leadership and building organizations in a volunteer, community-based organization growing up. I ran my first leadership workshop as an 18-year-old for 15-16-year-old kids, and at its peak, led a passionate group of 200+ kids. I then woke up from that dream into a “real job” as a product manager in a company selling products like bath soap and shampoo, and later as a strategy consultant. It was there that I noticed the significant pain people were experiencing in the corporate world, and I realized I could help leaders build organizations where both the business and its people could thrive.
I generally don’t like reading books by management consultants, being a former one myself, but this book stands out. The authors take a life-cycle view of companies, showing how the early stages, dominated by the mavericks who started the company, eventually give way to bureaucracy, creating a significant distance between the boardroom and its users.
They start the book with a central thesis, which I think is invaluable for any leader: growth creates complexity, and complexity is the silent killer of growth. This is another book I wish I had written.
A Washington Post Bestseller Three Principles for Managing--and Avoiding--the Problems of Growth Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company's Chris Zook and James Allen, authors of the bestselling Profit from the Core, researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external--increasing distance from the front lines, loss…
The reason I’m so fascinated by stand-up and books on writing is because I have done both. For a brief time I was a comedian, and the lessons in creativity and writing I learned along the way helped me find the career of copywriting. I’m passionate about learning how great writers write, and more importantly, keep writing, even when they don’t feel like it. I like to be inspired with lessons I can bring with me to every Word doc I open up.
This book reinforces the notion to be brave enough to suck at something new.
We’re all experts in something, but chances are we can learn even more… even if we struggle at first. A really good message for those looking to shake things up in their career. “When we take a step down to gain momentum for the upward surge, for a time we will know less than those around us. This can deal a blow to the ego.”
The message? Don’t let your ego get in the way of learning!
Thinkers50 Management Thinker of 2015 Whitney Johnson wants you to consider this simple, yet powerful, idea: disruptive companies and ideas upend markets by doing something truly different--they see a need, an empty space waiting to be filled, and they dare to create something for which a market may not yet exist. As president and cofounder of Rose Park Advisors' Disruptive Innovation Fund with Clayton Christensen, Johnson used the theory of disruptive innovation to invest in publicly traded stocks and private early-stage companies. In Disrupt Yourself, she helps you understand how the frameworks of disruptive innovation can apply to your particular…
Jeff has been a UX designer, team leader and product manager for over 20 years. His work in the field helped define some of the key practices product managers use today. Building a customer-centric practice is key to successful products and services and Jeff has demonstrated that not only in the products and companies he’s helped build but in the writing and thinking he’s contributed to the product managaement community.
David and Alex have written the definitive reference book for product experiments. Forty-four ways for you to learn quickly and efficiently whether you’re building something of value. This book is beautifully illustrated and infinitely practical.
A practical guide to effective business model testing
7 out of 10 new products fail to deliver on expectations. Testing Business Ideas aims to reverse that statistic. In the tradition of Alex Osterwalder's global bestseller Business Model Generation, this practical guide contains a library of hands-on techniques for rapidly testing new business ideas.
Testing Business Ideas explains how systematically testing business ideas dramatically reduces the risk and increases the likelihood of success for any new venture or business project. It builds on the internationally popular Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean…
