Empfehlungen basierend auf "Structures: Or Why Things Don't Fall Down"

One of the world's great designers shares his vision of "the fundamental principles of great and meaningful design", that's "even more relevant today than it was when first published" (Tim Brown, CEO, IDEO).   Even the smartest among us can feel inept as we fail to figure out which light switch or oven burner to turn on, or whether to push, pull, or slide a door.   The fault, argues this ingenious -- even liberating -- book, lies not in ourselves, but in product design that ignores the needs of users and the principles of cognitive psychology. The problems range from ambiguous and hidden controls to arbitrary relationships between controls and functions, coupled with a lack of feedback or other assistance and unreasonable demands on memorization.   The Design of Everyday Things shows that good, usable design is possible. The rules are simple: make things visible, exploit natural relationships that couple function and control, and make intelligent use of constraints. The goal: guide the user effortlessly to the right action on the right control at the right time.   The Design of Everyday Things is a powerful primer on how -- and why -- some products satisfy customers while others only frustrate them.  

Most managers fail. Some 70% of employees say they are dissatisfied with their line manager. A shocking 50% are labelled as incompetent, a disappointment or a wrong hire by their co-workers. But, what do we expect when over half new managers are given no training when they are promoted? Becoming a manager isn't a progression; it's an entirely new job. Penguin Expert Series: Managing People is a manual for managers who want to succeed in their new job, motivate and direct their teams and establish a working culture where everyone wants to do their best work. The book condenses Simon Birkenhead's decades of experience working as a team leader. He reveals; what makes a good manager, highlights common pitfalls to avoid, presents his tried and tested 'four-lever framework.' With strategies to activate motivation in your team, set goals and expectations, provide feedback and coaching to building a high-performance culture, and plenty of examples from across industries, this is everything first-time managers need to succeed and be the boss that everyone wants to work for.

The Law of Market Failure: Most new products will fail in the market, even if competently executed.Using his experience at Google, his remarkable success as an entrepreneur and consultant, and insights from his lectures at Stanford University and Google, Alberto Savoia’s The Right It offers an unparalleled approach to beating the beast that is market failure.Millions of people around the world are working hard to bring to life new ideas. Some of these ideas will turn out to be stunning successes that will have a major impact on our world and our culture: The next Google, the next Polio vaccine, the next Harry Potter, the next Red Cross, the next Ford Mustang. Others will be smaller, more personal but no less meaningful, successes: A little restaurant that becomes a neighborhood favorite, a biography that does not make the best-seller list but tells an important story, a local nonprofit to care for abandoned pets. At this very same moment, another group of people is working equally hard to develop new ideas that, when launched, will fail. Some of them will fail spectacularly and publicly: like New Coke, the movie “John Carter”, or the Ford Edsel. Others will be smaller, more private, but no less painful failures: A home-based business that never takes off, a children’s book that neither publishers nor children have any interest in, a charity for a cause that too few people care enough about.If you are currently working to develop a new idea, whether on your own or as part of a team, which group are you in? Most people believe that they either are, or will be, in the first group—the group whose ideas will be successful. All they have to do is work hard and execute well. Unfortunately, we know that this cannot be the case. The law of market failure tells us that up to 90 percent of most new products, services, businesses, and initiatives will fail soon after they are launched—regardless of how promising they sound, how much we commit to them, or how well we execute them. This is a hard fact to accept. We believe that other people fail because they don’t know what they are doing. Somehow, we believe that this does not apply to us and to our idea—especially if we’ve experienced victories in the past.Filled with detailed case studies, a lesson on creating your own hard data, a strategy for market engagement, and an introduction to the concept of a pretotype (not a prototype), The Right It is a groundbreaking, entertaining, and highly practical book delivers a proven formula for turning ideas, products, services, and businesses into successful endeavors.As Alberto writes, “make sure you are building The Right It before you build It right”.

“Absolutely brilliant. Clayton Christensen provides an insightful analysis of changing technology and its importance to a company’s future success.”—Michael R. Bloomberg“This book ought to chill any executive who feels bulletproof —and inspire entrepreneurs aiming their guns.”—ForbesThe Innovator’s Dilemma is the revolutionary business book that has forever changed corporate America. Based on a truly radical idea—that great companies can fail precisely because they do everything right—this Wall Street Journal, Business Week and New York Times Business bestseller is one of the most provocative and important business books ever written. Entrepreneurs, managers, and CEOs ignore its wisdom and its warnings at their great peril.

"This is that rarity, a useful book."--Warren BuffettHoward Marks, the chairman and cofounder of Oaktree Capital Management, is renowned for his insightful assessments of market opportunity and risk. After four decades spent ascending to the top of the investment management profession, he is today sought out by the world's leading value investors, and his client memos brim with insightful commentary and a time-tested, fundamental philosophy. Now for the first time, all readers can benefit from Marks's wisdom, concentrated into a single volume that speaks to both the amateur and seasoned investor.Informed by a lifetime of experience and study, The Most Important Thing explains the keys to successful investment and the pitfalls that can destroy capital or ruin a career. Utilizing passages from his memos to illustrate his ideas, Marks teaches by example, detailing the development of an investment philosophy that fully acknowledges the complexities of investing and the perils of the financial world. Brilliantly applying insight to today's volatile markets, Marks offers a volume that is part memoir, part creed, with a number of broad takeaways.Marks expounds on such concepts as "second-level thinking," the price/value relationship, patient opportunism, and defensive investing. Frankly and honestly assessing his own decisions--and occasional missteps--he provides valuable lessons for critical thinking, risk assessment, and investment strategy. Encouraging investors to be "contrarian," Marks wisely judges market cycles and achieves returns through aggressive yet measured action. Which element is the most essential? Successful investing requires thoughtful attention to many separate aspects, and each of Marks's subjects proves to be the most important thing.

Even the smartest among us can feel inept as we fail to figure our which light switch or oven burner to turn on, or whether to push, pull, or slide a door. The fault, argues this fascinating, ingenious—even liberating—book, lies not in ourselves, but in product design that ignores the needs of users and the principles of cognitive psychology.The problems range from ambiguous and hidden controls to arbitrary relationships between controls and functions, coupled with a lack of feedback or other assistance and unreasonable demands on memorization. The book presents examples aplenty—among them, the VCR, computer, and office telephone, all models of how not to design for people.But good, usable design is possible. The rules are simple: make things visible, exploit natural relationships that couple function and control, and make intelligent use of constraints. The goal: guide the user effortlessly to the right action on the right control at the right time. But the designer must care.The author is a world-famous psychologist and pioneer in the application of cognitive science. His aim is to raise the consciousness of both consumers and designers to the delights of products that are easy to use and understand.

Skilled at puncturing financial bubbles and other delusions of the Wall Street crowd, Burton Malkiel shows why a broad portfolio of stocks selected at random will match the performance of one carefully chosen by experts. Taking a shrewd look at the high-tech boom and its aftermath, Malkiel shows how to maximize gains and minimize losses in this era of electronic brokers, virtual gurus, and flashy investment vehicles. Learn how to analyze the potential returns, not only for stocks and bonds, but for the full range of investment opportunities, from money market accounts and real estate investment trusts to insurance, home owning, and tangible assets like gold and collectibles. Decode the rating game for mutual funds and discover the unique advantages of index mutual funds over the wide range of riskier alternatives. Year in and year out the best investing guide money can buy, this enhanced edition includes an update of Malkiel's famous "Life-Cycle Guide to Investing," showing how to match an investment strategy to your stage in life.

“For software developers of all experience levels looking to improve their results, and design and implement domain-driven enterprise applications consistently with the best current state of professional practice, Implementing Domain-Driven Design will impart a treasure trove of knowledge hard won within the DDD and enterprise application architecture communities over the last couple decades.” –Randy Stafford, Architect At-Large, Oracle Coherence Product Development   “This book is a must-read for anybody looking to put DDD into practice.” –Udi Dahan, Founder of NServiceBus   Implementing Domain-Driven Design presents a top-down approach to understanding domain-driven design (DDD) in a way that fluently connects strategic patterns to fundamental tactical programming tools. Vaughn Vernon couples guided approaches to implementation with modern architectures, highlighting the importance and value of focusing on the business domain while balancing technical considerations.   Building on Eric Evans’ seminal book, Domain-Driven Design, the author presents practical DDD techniques through examples from familiar domains. Each principle is backed up by realistic Java examples–all applicable to C# developers–and all content is tied together by a single case study: the delivery of a large-scale Scrum-based SaaS system for a multitenant environment.   The author takes you far beyond “DDD-lite” approaches that embrace DDD solely as a technical toolset, and shows you how to fully leverage DDD’s “strategic design patterns” using Bounded Context, Context Maps, and the Ubiquitous Language. Using these techniques and examples, you can reduce time to market and improve quality, as you build software that is more flexible, more scalable, and more tightly aligned to business goals.   Coverage includes Getting started the right way with DDD, so you can rapidly gain value from it Using DDD within diverse architectures, including Hexagonal, SOA, REST, CQRS, Event-Driven, and Fabric/Grid-Based Appropriately designing and applying Entities–and learning when to use Value Objects instead Mastering DDD’s powerful new Domain Events technique Designing Repositories for ORM, NoSQL, and other databases  

A startup executive and investor draws on expertise developed at the premier venture capital firm Andreessen Horowitz and as an executive at Uber to address how tech's most successful products have solved the dreaded "cold start problem"--by leveraging network effects to launch and scale toward billions of users. Although software has become easier to build, launching and scaling new products and services remains difficult. Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of "the network effect," where a product or service's value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they're messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth. Yet most entrepreneurs lack the vocabulary and context to describe them--much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, and Pinterest to offer unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries. The Cold Start Problem reveals what makes winning networks thrive, why some startups fail to successfully scale, and, most crucially, why products that create and compete using the network effect are vitally important today.

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.