The bible for bringing cutting-edge products to larger markets—now revised and updated with new insights into the realities of high-tech marketingIn Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle—which begins with innovators and moves to early adopters, early majority, late majority, and laggards—there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.

"a provocative new book" -- The New York TimesAI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning--to drive ever more accurate, complex, and sophisticated predictions.When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani: Present a framework for rethinking business and operating models Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models Explain the opportunities and risks created by digital firms Describe the new challenges and responsibilities for the leaders of both digital and traditional firmsPacked with examples--including many from the most powerful and innovative global, AI-driven competitors--and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.

The Challenge:Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study:For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?The Standards:Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.The Comparisons:The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.The Findings:The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”Perhaps, but who can afford to ignore these findings?

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

What is strategy? For many it is the application of a theory, model or framework. In this book Spender develops a different creative approach. Emphasizing that firms face uncertainties and unknowns (knowledge gaps) he argues that the core of strategic thinking and processes rests on the organization's leaders developing newly imagined solutions to the opportunities that these uncertainties open up.Drawing on a wide range of ideas from strategy, economics, entrepreneurship and philosophy he stresses the importance of judgment in strategy, and argues that a key element of the entrepreneur and executive's task is to engage chosen uncertainties, develop a language to express and explain the firm's particular business model for dealing with these, and thus create innovation and value. At the same time he shows how the language the strategist creates to do this gives the firm identity and purpose, and communicates this to its members, stakeholders, and customers.In an accessible and engaging style Spender introduces these ideas, and reviews the strategy tools currently available from consultants and academics. Throughout he stresses the uncertainties or knowledge absences that pervade business and make effective strategizing both necessary and valuable. He outlines a structured practice that managers and consultants might chose to follow, not a theory.With appendices on casework, teaching strategy, current strategy texts, and further reading this book makes an important contribution to our understanding of the field and practice of strategy, opening up new approaches for managers, consultants, strategy teachers and students.

More than two millennia ago the famous Chinese general Sun Tzu wrote the classic work on military strategy, The Art of War. Now, in a new edition of Sun Tzu and the Art of Business, Mark McNeilly shows how Sun Tzu's strategic principles can be applied to twenty-first century business. Here are two books in one: McNeilly's synthesis of Sun Tzu's ideas into six strategic principles for the business executive, plus the text of Samuel B. Griffith's popular translation of The Art of War. McNeilly explains how to gain market share without inciting competitive retaliation, how to attack competitors' weak points, and how to maximize market information for competitive advantage. He demonstrates the value of speed and preparation in throwing the competition off-balance, employing strategy to beat the competition, and the need for character in leaders. Lastly, McNeilly presents a practical method to put Sun Tzu's principles into practice. By using modern examples throughout the book from Google, Zappos, Amazon, Dyson, Aflac, Singapore Airlines, Best Buy, the NFL, Tata Motors, Starbucks, and many others, he illustrates how, by following the wisdom of history's most respected strategist, executives can avoid the pitfalls of management fads and achieve lasting competitive advantage.

Think and act strategically every time In today's business environment, strategic planning stresses the importance of making decisions that will ensure an organization's ability to successfully respond to changes in the environment and plan for sustainable viability. Providing practical, field-tested techniques and a complete 6-phase plan, Strategic Planning Kit For Dummies shows you how to make strategy a habit for all organizations, no matter the size, type, or resource constraints. Strategic Planning Kit For Dummies is for companies of all types and sizes looking to build and sustain a competitive edge, set up an ongoing process for market assessment and trend analysis, and develop a vision for future growth. This revised edition includes: new and updated content on planning for both the short and the long-term; crucial information on succession planning; help preparing for the unexpected using scenario planning and agile strategy; strategies for implementing change and integrating strategic plans successfully by involving all staff members; and more. \nThe supplementary CD lays out a comprehensive, 6-phase, step-by-step program, complete with downloadable spreadsheets, charts, checklists, video links, and more Provides value for any business or entrepreneur looking to improve efficiency, focus, and competitive edge Includes practical, field-tested techniques \nStrategic Planning Kit For Dummies gives today's business owners and upper-level management the tools and information they need to think and act strategically in order to more effectively weather current economic storms while planning for future growth.

#1 WALL STREET JOURNAL BESTSELLERAN INSTANT INTERNATIONAL BESTSELLERFrom the creator of Valuetainment, the #1 YouTube channel for entrepreneurs, comes a practical and effective guide for thinking more clearly and achieving your most audacious business goals.Both successful entrepreneurs and chess grandmasters have the vision to look at the pieces in front of them and anticipate their next five moves. In this book, Patrick Bet-David translates this skill into a valuable methodology that applies to high performers at all levels of business. Whether you feel like you’ve hit a wall, lost your fire, or are looking for innovative strategies to take your business to the next level, Your Next Five Moves has the answers.You will gain:CLARITY on what you want and who you want to be.STRATEGY to help you reason in the war room and the board room.GROWTHTACTICSfor good times and bad.SKILLSfor building the right team based on strong values.INSIGHTon power plays and the art of applying leverage.Combining these principles and revelations drawn from Patrick’s own rise to successful CEO, Your Next Five Moves is a must read for any serious executive, strategist or entrepreneur.

#1 Amazon Best Seller in Strategy & Competition, Consulting, and Organizational ChangeA tale about strategy done differentlyThe One-Hour Strategy follows Martin, the new sales team lead at Waters & Flows, which attracted him because of their unique way of doing strategy. We shadow Martin as he onboards with his new colleagues, who walk him through each aspect of their One-Hour Strategy, answering his questions and addressing his reservations. Along the way, Martin learns:• Why employees at every level in the firm should be involved in strategy• How strategic competence creates company agility, which is crucial in disruptive times• How this new approach closes the strategy-versus-execution gapMartin’s story introduces an easy but valuable tool for integrating strategic planning into your organization’s culture. Martin’s notes on key takeaways distill the information he learns, and each chapter includes self-evaluation questions to help you consider how this new way of thinking could be integrated at your company. If you’re dissatisfied with the traditional way of doing strategy or your company seems stuck in a rut of strategizing that never turns into action, this book offers a solution.

Winner of a Choice Magazine Outstanding Business Book of the Year Award! We are on the cusp of a marketing revolution.And it is being led by you.Return on Influence is the first book to explore how brands are identifying and leveraging the world's most powerful bloggers, tweeters, and YouTube celebrities to build product awareness, brand buzz, and new sales.In this revolutionary book, renowned marketing consultant and college educator Mark W. Schaefer shows you how to use the latest breakthroughs in social networking and influence marketing to achieve your goals through:In-depth explanations of the sources of online influence--and how they can work for or against you Interviews with more than 50 experts, including tech blogger Robert Scoble, Influence author Robert Cialdini, and industry thought leaders such as Mitch Joel, Jay Baer, and Christopher S. Penn An insider's look at the controversial social scoring company Klout and its process for assigning influence numbers to everyone Practical, actionable tips to increase your own personal power and online influence More than a dozen original social influence marketing case studies Even if you already use social media platforms such as Facebook, LinkedIn, YouTube, Twitter, or blogging to maintain an online presence, this eye-opening, action-ready guide shows you how to reach the "superconnectors" who ignite epidemics through word-of-mouth influence . . . and become one yourself.This is the future of marketing at your fingertips: low-cost, high-speed, influence driven, and powerful. Filled with fascinating case studies, interviews, and insider advice, this essential guide prepares you for the next wave of social networking. This is how to win friends and influence people in the digital age--with a Return on Influence.Praise for Return on Influence:"Influence is the ability to cause, affect, or change behavior. Mark Schaefer helps you define the outcomes you wish to see . . . and measure them!"--Brian Solis, author of The End of Business as Usual"Schaefer's book has earned its place on the shelf of anyone looking to find influencers--or become one."--Harold Burson, founder, Burson-Marsteller"Return on Influence is definitive, exciting, and endlessly practical. In an age where marketing budgets are tight and getting tighter, social media--and particularly influence marketing--has become the silver bullet to solve all problems. Consider this book the marksmen's manual."--Rick Wion, Director of Social Media, McDonald's"I could not stop reading this book. Mark Schaefer demystifies the power of influence in this insider's guide to combining content strategy with network interactions to create social conversations that move markets."--Ardath Albee, author of eMarketing Strategies for the Complex Sale"A fascinating exploration at how you track and increase your online influence. Real-world strategies for real-world companies."--Randy Gage, author of Prosperity Mind

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world.Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.”In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Build high-performing teams with an evidence-based framework that delivers results Committed Teams: Three Steps to Inspiring Passion and Performance is based on a deceptively simple philosophy: set a direction, try to stay on track, and make adjustments when necessary. Easy to do? Hardly--especially when the typical workday is time-crunched, stressful, and deadline-driven. Drawing on research done at the Wharton School of Business, the authors reveal how to deliver results under these tough conditions. Tested and refined in Wharton's Executive Development Program, Committed Teams will help you gain buy-in for shared objectives, assign roles to the right people, and establish norms for effective collaboration. Whether your team aims to execute a strategy, produce breakthrough innovations, collaborate across global boundaries, or launch a new venture, this how-to guide offers the pragmatic advice you need. Engaging stories and illustrative examples from business, entertainment, sports, and the arts bring the three-step process to life. This game-changing book provides the tools for: Aligning every member of your team behind a motivating vision Making team meetings efficient and productive Closing the gap between stated goals and actual behaviors If you want to be competitive in a demanding, fast-paced work environment, you need to rely on a high-performing team. Committed Teams is the indispensable resource for creating one.

Playing to Win, a noted Wall Street Journal and Washington Post bestseller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The audiobook shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success―where to play and how to win.Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are:(1) What is our winning aspiration?(2) Where will we play?(3) How will we win?(4) What capabilities must we have in place to win?(5) What management systems are required to support our choices?The result is a playbook for winning.The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach―and then making the right choices to support it―makes the difference between just playing the game and actually winning.Playing to Win outlines a proven method that has worked for some of today’s most celebrated brands and products. Let this audiobook serve as your new guide to winning, as well.

Does strategic planning seem too overwhelming? Strategic Planning Made Easy is designed to take the confusion and difficulty out of planning. This practical book is a self-guided and cost-effective resource that will help bring focus to your activities and grow your organization. If you need a roadmap for your organization to make vision a reality, this is the resource for you. \nThe book presents an integrated, market-focused strategic planning process. The three main concepts – developing your mission, reaching your market, and establishing your measurement - are developed through 12 practical steps. Each step contains appropriate content, thought provoking questions, relevant examples and worksheets. An enlarged One-Page Strategic Growth Planning Map is provided at the end of the book and is used to summarize and visualize the plan. \nThis book is designed to stand alone or to be used as a reference guide in conjunction with the online, interactive MyStrategicPlan.com. Companies can build their plans quickly and efficiently, leading to increased growth and unparalleled success. \nChapters include: Market-Focused Strategic Planning, Sustainable Competitive Advantage, Mission Statement, Vision Statement, Core Values, Broad Objectives, Internal and External Assessment, Target Customer Groups, Value Creating Strategy Specific Goals, Functional Tactics, Financial Assessment, Strategic Scorecard and Implementation

INTERNATIONAL BESTSELLER ― United States, Canada, United Kingdom, and China (Wall Street Journal, Associated Press, Nielsen Bookscan, Publishers Weekly, USA Today, Toronto Star, Globe & Mail, BookNet Canada, Bookseller.com, Bookdao/Nielsen, JD, DangDang)Tim Sweeney (CEO of Fortnite-maker Epic Games): “Matthew Ball’s essays have defined, analyzed, and inspired the Metaverse for years. His book is an approachable and essential guide to the strategic, technical, and philosophical foundations of this new medium.”Derek Thompson (Atlantic staff writer and national best-selling author of Hit Makers): “This book feels like a rare achievement: a definitive statement about an emerging phenomenon that could shape the digital world, the global economy, and the very experience of human consciousness.”From the leading theorist of the Metaverse comes the definitive account of the next internet: what the Metaverse is, what it will take to build it, and what it means for all of us.The term “Metaverse” is suddenly everywhere, from the front pages of national newspapers and the latest fashion trends to the plans of the most powerful companies in history. It is already shaping the policy platforms of the US government, the European Union, and the Chinese Communist Party.But what, exactly, is the Metaverse? As pioneering theorist and venture capitalist Matthew Ball explains, it is a persistent and interconnected network of 3D virtual worlds that will eventually serve as the gateway to most online experiences, and also underpin much of the physical world. For decades, these ideas have been limited to science fiction and video games, but they are now poised to revolutionize every industry and function, from finance and healthcare to education, consumer products, city planning, dating, and well beyond.Taking us on an expansive tour of the “next internet,” Ball demonstrates that many proto-Metaverses are already here, such as Fortnite, Minecraft, and Roblox. Yet these offer only a glimpse of what is to come. Ball presents a comprehensive definition of the Metaverse before explaining the technologies that will power it―and the breakthroughs that will be necessary to fully realize it. He addresses the governance challenges the Metaverse entails; investigates the role of Web3, blockchains, and NFTs; and predicts Metaverse winners and losers. Most importantly, he examines many of the Metaverse’s almost unlimited applications.The internet will no longer be at arm’s length; instead, it will surround us, with much of our lives, labor, and leisure taking place inside the Metaverse. Bringing clarity and authority to a frequently misunderstood concept, Ball foresees trillions of dollars in new value―and the radical reshaping of society.

Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.

Why the best way to drive growth might be to focus rather than expandWhen Sanjay Khosla took charge of developing markets for Kraft Foods in 2007, the business was floundering. Six years later, annual sales had soared from $5 billion to $16 billion with significant improvement in profitability. The secret? Making fewer, bigger, and bolder bets and stopping a lot of small stuff. Kellogg School professor Mohanbir Sawhney discovered a similar formula for stellar results—focus and simplicity—in advising Fortune 500 companies.Now Khosla and Sawhney have combined their experiences into a seven-step model for sustained profitable growth in any market, based on fewer but better bets. Drawing on case studies that feature dozens of companies, from Cisco to Hyatt to Spirit Airlines, the authors show how their program applies to global giants, small startups, and any organization in between.Fewer, Bigger, Bolder is contrarian and sometimes startlingly counterintuitive. But in an era of chronically tight budgets and dangerously short attention spans, it provides a proven formula for moving ahead with success.

Does strategic planning seem too overwhelming? Strategic Planning Made EasyTM for Nonprofit Organizations is designed to take the confusion and difficulty out of planning. This practical book is a self-guided and cost-effective resource that will help your nonprofit organization bring focus to its activities, clarity to its mission, effectiveness in reaching its market and ways to measure progress. If you need a roadmap for your organization to make vision a reality, this is the resource for you. The book addresses the specific planning needs and desired outcomes of nonprofits. Through thought provoking questions, relevant examples and worksheets, the book guides nonprofits through the planning process. This book is designed to help executive directors and their boards build and execute their strategy through a cost-effective, self-guided process, leading to effectively fulfilling the organization’s purpose. The 12-step planning process guides you in developing a workable plan for your organization. An enlarged One-Page Strategic Growth Planning Map is provided at the end of the book and is used to summarize and visualize the plan. This book is designed to stand alone or to be used as a reference guide in conjunction with the online, interactive MyNonProfitPlan.com. Organizations can build their plans quickly and efficiently, leading to increased growth and unparalleled success. Chapters include: Market-Focused Strategic Planning, Sustainable Comparative Advantage, Mission Statement, Vision Statement, Core Values, Broad Objectives, Internal and External Assessment, Target Constituents and Stakeholders, Value Creating Strategy, Specific Goals, Functional Tactics, Financial Assessment, Strategic Scorecard and Implementation

Praise for HIRING FOR ATTITUDE“Success in business starts with finding great talent that will thrive within your company culture. Hiring for Attitude combines valuable insights with relatable examples, giving you the tools to recruit the right talent for your organization and reduce your risk of mishires.”―BRENT RASMUSSEN, President of CareerBuilder North America“Caesars brings our brands to life through the attitude of our team members. In Hiring for Attitude, Mark Murphy combines the science of selecting for attitude with the wisdom of how to apply it to your business. The tools in this book are clever and unique and will immediately enhance your culture. Attitude is the new front in the war for talent, and this book positions you to win.”―TERRY BYRNES, Vice President of Total Service, Caesars Entertainment“In the global high-tech world, attitude is critical. But how do you discover whether someone is both technically brilliant and a perfect fit with your culture? Moving way beyond standard hiring approaches, Hiring for Attitude has deepened our talent pool, shown us how to discover untapped talent, reduced the risk of hiring the wrong person, and cut turnover substantially.”―MITCH LITTLE, Vice President of Worldwide Sales and Applications, Microchip“Who’s getting hired this year? People with great attitudes who can fit a particular culture. But traditional hiring approaches don’t help you discover who is (and isn’t) the perfect fit. Hiring for Attitude will reveal exactly what attitudes you need to succeed. Whether you’re hiring from outside, or choosing the right internal people for a new project, this book gives you unparalleled insight into people’s attitudes.”―SAM HOLTZMAN, President and CEO, LifeGiftAbout the Book:In a recent groundbreaking study, the training firm Leadership IQ found that 46 percent of all new hires fail within their first 18 months. But here’s the real shocker: 89 percent fail for attitudinal reasons―not skills.Most hiring managers are getting it wrong. Of course skills are important, but a particular skill set is about the easiest thing to test in an interview. Although much harder to recognize, attitude should be your number-one focus during the hiring process. Don’t suffer from poor chemistry―even one employee with the wrong attitude could cause years of suffering for your other employees and customers.Whether you’re hiring new employees, choosing existing employees for a new team, or upgrading your current talent pool, you need people with the right attitude!Attitude is what makes employees give 100 percent effort and turns customers into raving fans. Attitude sets your company apart from the competition.In Hiring for Attitude, top leadership strategist Mark Murphy shows you: The five biggest reasons why new hires fail Two quick and easy tests to discover the attitudinal characteristics that you need for your unique culture The five-part interview question that gets candidates to reveal the truth about what their last boss really thinks of them Where great companies really find their best candidates The six words most interviewers add to the end of behavioral interview questions that destroy their effectivenessHiring for Attitude includes case studies from Microchip, Southwest Airlines, The Ritz-Carlton, Google, and other companies that drive great results by hiring for attitude.Whether your company is small or big, highly social or hyper-competitive, fl at or hierarchical, every person on your payroll has to fit your culture. You can’t afford to hire blind. You need to be Hiring for Attitude.

Why Work? challenges every common assumption about a person’s role in the workplace. From corporate America to government offices to entrepreneurial start-ups, a new move is sweeping the country. This succinctly written book does more than describe the phenomenon; it offers a clear strategy for entering into it. Each chapter is thought provoking and worthy of discussion, guiding everyday workers as to their purpose in work and how they can make a difference in their sphere of influence. As you read the book, you will be transformed as you become an agent of transformation in your workplace.

Winner of the International Book Awards for General BusinessWinner of the Readers' Favorite International Book Award for Non-Fiction BusinessThis is the first major revision (2022) to Scaling Up since it was published in 2014. With over 500,000 copies in print, it’s become the standard for scaling any for-purpose or for-profit organization. In Scaling Up, Harnish and his contributors share practical tools and techniques for scaling an industry dominating business while enjoying the journey. This book is written so everyone — from frontline employees to senior executives — can get aligned in contributing to the growth of the firm. Scaling Up focuses on the four major decisions every company must get right: People, Strategy, Execution and Cash and includes a series of new One-Page tools, including the often copied One-Page Strategic Plan and Rockefeller Habits Execution Checklist™. More than 80,000 firms around the globe have used these tools to scale their organizations successfully. You can too!

A game-changing approach to managementToo often discussions of management practice focus exclusively on managing people and organizational issues. Rarely, however, do they incorporate a discussion about technology or address all three dimensions in a balanced way. When they do, the result is game changing. In our hypercompetitive environment, those managers who are outstanding at being plugged into their people, technology, and organizational processes simultaneously excel at coming up with effective business solutions.The Plugged-In Manager makes the case that being plugged-in―the ability to see choices across each of an organization's dimensions of people, technology, and organizational processes and then to mix them together into new and powerful organizational strategies, structures, and practices―may be the most important capability a manager can develop to succeed in the 21st century. Step by step Griffith shows you how to acquire this ability. Shows what it takes for business managers to succeed as technology and organizations become more and more complex Profiles exceptional leaders and organizations who are plugged-in, such as Tony Hsieh, CEO of Zappos.com Offers a fresh look at management issuesFilled with compelling case studies and drawing on first-hand interviews, The Plugged-In Manager highlights this often neglected managerial capability and the costs of only focusing on one dimension rather than all three.

Gold Medal Winner for Best Leadership Book in the 2021 Axiom Business Book AwardsNamed one of the "Top Ten Technology Books Of 2020" — ForbesNamed one of the "10 Best New Business Books of 2020" by Inc. magazine"Johnson and Suskewicz have raised a battle cry for the kind of leadership we need in these uncertain times." -- Sandi Peterson, Member, Board of Directors, MicrosoftWe all know a visionary leader when we see one. They're bold and prophetic and at the same time pragmatic. They don't just promote change--they drive it, while inspiring and mobilizing others to do the same. Visionaries like Steve Jobs and Jeff Bezos possess a host of innate qualities that make them extraordinary, but what truly sets them apart is their ability to turn vision into action.In Lead from the Future, Innosight's Mark W. Johnson and Josh Suskewicz introduce a new way of thinking and managing, called "future-back," that enables any manager to become a practical visionary. Addressing the many barriers to change that exist in established organizations, they present a systematic approach to overcoming them that includes: The principles and mind-set that allow leadership teams to look beyond typical short-term planning horizons A method for turning emerging challenges into the growth opportunities that can define an organization's future A step-by-step approach for translating a vision into a strategic plan that teams can align around and commit to Ways to ensure that visionary thinking becomes a repeatable organizational capabilityAs practical as it is inspiring, Lead from the Future is the guide you and your team need to develop a vision and translate it into transformative growth.

Strategy Safari, the international bestseller on business strategy by leading management thinker Henry Mintzberg and his colleagues Bruce Ahlstrand and Joseph Lampel, is widely considered a classic work in the field.No other book synthesizes the entire history and evolution of strategic management in so lively and entertaining a fashion. Since the initial publication of Strategy Safari, managers, consultants, and academics all over the world have found this book an indispensable and delightful tool—it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide.Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades.Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.

The New York Times best-selling team leadership handbook for modern executives, managers, and organizationsAfter her first two weeks observing the problems at DecisionTech, Kathryn Petersen, its new CEO, had more than a few moments when she wondered if she should have taken the job. But Kathryn knew there was little chance she would have turned it down. After all, retirement had made her antsy, and nothing excited her more than a challenge. What she could not have known when she accepted the job, however, was just how dysfunctional her team was, and how team members would challenge her in ways that no one ever had before.For twenty years, The Five Dysfunctions of a Team has been engaging audiences with a page-turning, realistic fable that follows the travails of Kathryn Petersen, DecisionTech’s CEO, as she faces the ultimate leadership crisis. She must unite a team in such disarray that it threatens to derail the entire company.Equal parts leadership fable and business handbook, this definitive source on teamwork by Patrick Lencioni reveals the five behavioral tendencies that go to the heart of why even the best teams struggle. He offers a powerful model and step-by-step guide for overcoming those dysfunctions and getting every one rowing in the same direction.Today, the lessons in The Five Dysfunctions of a Team are more relevant than ever. This special anniversary edition celebrates one of the best-selling business books of all time with a new foreword from the author that reflects on its legacy and lessons.

'vivid Reporting And Electric Story-telling.' Ashlee Vance, Author Of Elon Musk 'deeply Reported And Beautifully Written.' Nick Bilton, Author Of Hatching Twitter 'riveting And Wonderfully Reported.' Bethany Mclean, Co-author Of The Smartest Guys In The Room The Extraordinary Inside Story Of How Instagram Became The World's Most Successful App In Just Ten Years, Instagram Has Gone From Being A Simple Photo App To A $100-billion Company. The Journey Has Involved Ground-breaking Innovations, A Billion-dollar Takeover, And Clashes Between Some Of The Biggest Names In Tech. But It's A Story That Has Never Been Told - Until Now. In No Filter, Bloomberg's Sarah Frier Reveals How Instagram Became The Hottest App In A Generation, Reshaping Our Culture And Economy In The Process. With Astonishing Access To All The Key Players - From Instagram's Co-founders To Super-influencers Like Kris Jenner - Frier Offers Behind-the-scenes Glimpses Of Every Moment In The Company's Life: From Its Launch, To Its Unlikely Acquisition By Facebook, To Its Founders' Dramatic Disputes With Their New Boss, Mark Zuckerberg. But This Is Not Just A Silicon Valley Story. No Filter Explores How Instagram Has Reshaped Global Business, Creating A New Economy Of 'influencers' And Pioneering A Business Model That Sells An Aspirational Lifestyle To All Of Us. And It Delves Into Instagram's Effects On Popular Culture, Rewiring Our Understanding Of Celebrity And Placing Mounting Pressure On All Of Us To Perform Online - To The Point Of Warping Our Perception Of Reality. The Resulting Book Connects One Company's Rise To A Global Revolution In Technology, Culture And Business. Facebook's Decision To Buy Instagram Was The Best Investment It Ever Made. But We're Still Learning About What It Has Cost The Rest Of Us.

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.It’s a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does—but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer—and a powerful new framework for competing and winning in a world of constant turbulence and disruption.Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new system—a second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a “dual operating system”—one that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people’s energy and urgency around what Kotter calls the big opportunity.If you’re a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

By the time it finally disappeared, it’s likely no one even noticed.What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow! The 4 Disciplines of Execution can change all that forever.The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:• Focusing on the Wildly Important• Acting on Lead Measures• Keeping a Compelling Scoreboard• Creating a Cadence of Accountabilityleaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results—regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one audiobook that no business leader can afford to miss.

#1 New York Times BestsellerLegendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive.In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered.Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization.The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

The bestselling classic on disruptive innovation, renowned author Clayton M. Christensen.His work is cited by the world’s best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller, innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership. Read this international bestseller to avoid a similar fate.Clay Christensen—who authored the award-winning Harvard Business Review article “How Will You Measure Your Life?”—explains why most companies miss out on new waves of innovation. No matter the industry, he says a successful company with established products WILL get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation.Sharp, cogent, provocative, and one of the most influential business books of all time—The Innovator’s Dilemma is the book no manager or entrepreneur should be without.Published by Harvard Business Review Press.

OVER 4 MILLION COPIES SOLDWALL STREET JOURNAL AND BUSINESSWEEK BESTSELLERRECOGNIZED AS ONE OF THE MOST ICONIC AND IMPACTFUL STRATEGY BOOKS EVER WRITTENThe global phenomenon that has sold over 4 million copies, is published in a record-breaking 49 languages and is a bestseller across five continents—now updated and expanded with new content. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. A strategy classic.In this perennial bestseller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renée Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, BLUE OCEAN STRATEGY, now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating "blue oceans"—untapped new market spaces ripe for growth.BLUE OCEAN STRATEGY presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes: A new preface by the authors: Help! My Ocean Is Turning Red Updates on all cases and examples in the book, bringing their stories up to the present time Two new chapters and an expanded third one—Alignment, Renewal, and Red Ocean Traps—that address the most pressing questions readers have asked over the past 10 yearsA landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space—and making the competition irrelevant.To learn more about the power of BLUE OCEAN STRATEGY, visit blueoceanstrategy.com. There you'll find all the resources you need—from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsA Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen’s work continues to underpin today’s most innovative leaders and organizations.The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen.His work is cited by the world’s best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller—one of the most influential business books of all time—innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership.Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices.Offering both successes and failures from leading companies as a guide, The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation.Sharp, cogent, and provocative—and consistently noted as one of the most valuable business ideas of all time—The Innovator’s Dilemma is the book no manager, leader, or entrepreneur should be without.

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 coherent action backed by an argument.For Rumelt, the heart of good strategy is insight into the hidden power in any situation, and into an appropriate response - whether launching a new product, fighting a war or putting a man on the moon. Drawing on examples of the good and the bad from across all sectors and all ages, he shows how this insight can be cultivated with a wide variety of tools that lead to better thinking and better strategy, strategy that cuts through the hype and gets results.

A company’s worst enemy is not always the competition. Sometimes it’s the fear that lives within its own walls.In companies, fear can take many forms: fear of not meeting a goal, of not getting a bonus, of losing decision rights and respect. Fear compels employees and managers to protect themselves by creating seemingly impenetrable barriers fortified by rules and practices that benefit one group while harming others.Sound familiar?If so, then you know that left unchecked, fear-driven barriers can spread at an alarming rate in a company. Workgroups start to define success not by reaching the company’s overall goal, but by fulfilling their part of the process. Restrictive policies pile up until managers start to exert extreme control over headcount and resources. Other managers feel compelled to build empires — taking over other departments’ functions to regain or enhance their self-sufficiency. In the midst of these counterproductive activities, employees suffer, success deteriorates and efficiency dies.While these barriers might seem insurmountable, they are not. They were built internally, and they can be destroyed internally.By learning from the real-world lessons in this book, leaders, managers and employees can overcome the barriers that plague their company. It takes courageous leadership, and it can be difficult, but the result will be nothing less than transformational.

Whether you call it "harvesting intangible assets" or "intellectual property management," organizations must make the most of everything they have to offer if they want to remain competitive. Yet, the majority of companies are oblivious to the wealth of revenue-producing opportunities hiding just below the strategic surface. In this thought-provoking book, author Andrew J. Sherman shares insights and expertise gleaned from his work with some of the world's leading companies who have capitalized on intellectual assets such as patents, trademarks, customer information, software codes, databases, business models, home-grown processes, and employee expertise. Featuring instructive examples from organizations including Proctor & Gamble, IBM, and Google, the book reveals how companies large or small can implement IP-driven growth and licensing strategies, foster a culture of innovation, turn R&D into revenue, and much more. Smart companies reap what they sow. This book gives readers t

Is your company spending too much time on strategy development—with too little to show for it?If you read nothing else on strategy, read these 10 articles (featuring “What Is Strategy?” by Michael E. Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.HBR's 10 Must Reads on Strategy will inspire you to:• Distinguish your company from rivals• Clarify what your company will and won't do• Craft a vision for an uncertain future• Create blue oceans of uncontested market space• Use the Balanced Scorecard to measure your strategy• Capture your strategy in a memorable phrase• Make priorities explicit• Allocate resources early• Clarify decision rights for faster decision making

The first prescriptive, innovative guide to seeing inflection points before they happen—and how to harness these disruptive influences to give your company a strategic advantage.Paradigmatic shifts in the business landscape, known as inflection points, can either create new, entrepreneurial opportunities (see Amazon and Netflix) or they can lead to devastating consequences (e.g., Blockbuster and Toys R Us). Only those leaders who can “see around corners”–that is, spot the disruptive inflection points developing before they hit–are poised to succeed in this market.Columbia Business School Professor and corporate consultant Rita McGrath contends that inflection points, though they may seem sudden, are not random. Every seemingly overnight shift is the final stage of a process that has been subtly building for some time. Armed with the right strategies and tools, smart businesses can see these inflection points coming and use them to gain a competitive advantage. Seeing Around Corners is the first hands-on guide to anticipating, understanding, and capitalizing on the inflection points shaping the marketplace.

The Four Disciplines of Execution is about a simple, proven formula for reaching the goals you want to reach as a business or individual. In Covey's experience, the thing that most undermines the ability to execute goals is what he calls the Whirlwind: those urgent tasks that must be done simply to keep an organization alive. As Covey shows, the only way to execute new, important goals is to separate those goals from the Whirlwind. The Four Disciplines allow leaders to create a strategy that requires a change in behaviour, since only by ensuring that everyone on the team understands the goal, knows what to do to reach it and knows whether progress is being made, will a leader produce consistent breakthrough results while sustaining the urgent work of the Whirlwind. The Four Disciplines of Execution are:1. Focus on the Wildly Important; 2. Act on the Lead Measures; 3. Keep a Compelling Scoreboard; 4. Create a Cadence of Accountability. For more than a decade FranklinCovey has been studying what it takes to achieve important goals, and in this book they share success stories from a wide range of companies that have implemented the Four Disciplines to result in greater profits, increased market share and improved customer satisfaction. This way of thinking is essential to any company that wants to not only weather, but thrive in this economy.

Product DescriptionYou think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether?In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it's never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group's Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment: how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you'll be able to answer questions such as:What replaces planning when the annual cycle is obsolete? When can we—and when should we—shape the game to our advantage? How do we simultaneously implement different strategic approaches for different business units? How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies?Until now, no book has brought it all together and offered a practical tool for understanding which strategic approach to apply. Get started today.About the AuthorMartin Reeves is Director of the BCG Bruce Henderson Institute and a senior partner based in New York City.Knut Haanæs is the global leader of BCG’s Strategy practice and a senior partner in the Geneva office.

The long-awaited follow-up to the international bestsellers, Business Model Generation and Value Proposition DesignAlex Osterwalder and Yves Pigneurs’ Business Model Canvas changed the way the world creates and plans new business models. It has been used by corporations and startups and consultants around the world and is taught in hundreds of universities. After years of researching how the world’s best companies develop, test, and scale new business models, the authors have produced their definitive work. The Invincible Company explains what every organization can learn from the business models of the world’s most exciting companies.The book explains how companies such as Amazon, IKEA, Airbnb, Microsoft, and Logitech, have been able to create immensely successful businesses and disrupt entire industries. At the core of these successes are not just great products and services, but profitable, innovative business models--and the ability to improve existing business models while consistently launching new ones.The Invincible Company presents practical new tools for measuring, managing, and accelerating innovation, and strategies for reducing risk when launching new business models. Serving as a blueprint for your growth strategy, The Invincible Company explains how to constantly stay ahead of your competition.In-depth chapters explain how to create new growth engines, change how products and services are created and delivered, extract maximum profit from each type of business model, and much more. New tools―such as the Business Model Portfolio Map, Innovation Metrics, Innovation Strategy Framework, and the Culture Map―enable readers to understand how to design invincible companies.The Invincible Company:● Helps large and small companies build their growth strategy and manage their core simultaneously● Explains the world's best modern and historic business models● Provides tools to assess your business model, innovation readiness, and all of your innovation projectsPresented in striking 4-color, and packed with practical visuals and tools, The Invincible Company is a must-have book for business leaders, entrepreneurs, and innovation professionals.

In the highly anticipated Thinking, Fast and Slow, Kahneman takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. The impact of loss aversion and overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the challenges of properly framing risks at work and at home, the profound effect of cognitive biases on everything from playing the stock market to planning the next vacation—each of these can be understood only by knowing how the two systems work together to shape our judgments and decisions.Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Thinking, Fast and Slow will transform the way you think about thinking.

Revised and Updated, Featuring a New Case StudyHow do successful companies create products people can’t put down?Why do some products capture widespread attention while others flop? What makes us engage with certain products out of sheer habit? Is there a pattern underlying how technologies hook us?Nir Eyal answers these questions (and many more) by explaining the Hook Model—a four-step process embedded into the products of many successful companies to subtly encourage customer behavior. 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.