Doug Wilson, a pastor, prolific blogger, and founder of numerous institutions, has written a book about productivity.
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This book is broken into two parts. The first addresses why traditional predictive models fail while the second half attempts to address how we can understand what might be in the future.
This book put forth a simple thesis. The authors suggest that the best run organizations have a visionary leader and an integrator. The former is responsible for direction, ideas, and innovation.
This is a practical how-to manual for applying design thinking to training programs. Design thinking, typically used in product development, is reworked to assist curriculum developers in creating and executing training programs.
This is a simple strategy for creating innovation in an organization. The strategy is to focus on extending your current business model (Box 1), creating something entirely new (Box 3), and stopping activity no longer fruitful (Box 2). Each one has a significant impact on innovation.
This book is an analysis of business innovations. It is arranged into ten distinct types of innovations, with examples for all of them. Included is a listing of 100 different tactics used to implement the innovation. It explains which different types of innovation might be combined to create change in an industry segment. The final section of the book gives “games” or scenarios for leaders to engage in, imagining and analyzing potential targets for innovation.
In this book, the authors lay out a case for what they call “co-elevation” (this book introduces new words throughout the text).
In Silicon Valley innovation happens because of a robust and supportive “ecosystem,” a highly skilled labor pool, and an emphasis on fast growth companies. Lazarow writes about rising innovation in other parts of the world led by what he calls “Frontier Innovators.” He outlines the differences in how these innovators are approaching their work and the standard innovation success story. The book is filled with copious examples from around the world. It explains how, in a very different environment, labor, funding, strategy, and organization of entrepreneurial efforts are growing on a global scale.
In this book, Kantrowitz outlines the 5 tech giants exploring their cultures, leadership, ideas, and inventions.
How we view the people with whom we communicate is just as important as the message they deliver. In this book, Martin and Marks detail the primary attributes that we use to pass judgment on messengers. The book is filled with psychological and sociological studies which run the gamut between being predictable and quite contrarian. By learning these attributes, which are divided between hard and soft categories, the author’s premise is that we can become both better messengers and better receivers.