Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors

A 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.

The U.S. is losing the competition for good jobs and high-value industries because most of Washington believes trade should be free, the dollar should float, and that innovation comes exclusively from the private sector. In this book, the authors make the bold case that these laissez-faire ideas have failed and that a robust industrial policy is the only way for America to remain prosperous and secure. Trump and Biden have enacted some of its elements, but it needs to be made systematic and comprehensive, including tariffs to protect key industries, a competitive exchange rate, and federal support for commercialization--not just invention--of new technologies. Timely, meticulously researched, and bipartisan, this impressive analysis replaces misunderstandings about industrial policy with lucid explanations of its underlying economic theory, the tools that implement it, and its successes (and failures) in America and abroad. It examines key industries of the past and future - steel, automobiles, television, semiconductors, space, aviation, robotics, and nanotechnology. It concludes with a realistic, actionable policy roadmap. A work of rigor and ambition, Industrial Policy for the United States is essential reading.

A radical shift in perspective to transform your organization to become more innovative

The Design Thinking Playbook is an actionable guide to the future of business. By stepping back and questioning the current mindset, the faults of the status quo stand out in stark relief--and this guide gives you the tools and frameworks you need to kick off a digital transformation. Design Thinking is about approaching things differently with a strong user orientation and fast iterations with multidisciplinary teams to solve wicked problems. It is equally applicable to (re-)design products, services, processes, business models, and ecosystems. It inspires radical innovation as a matter of course, and ignites capabilities beyond mere potential. Unmatched as a source of competitive advantage, Design Thinking is the driving force behind those who will lead industries through transformations and evolutions.

This book describes how Design Thinking is applied across a variety of industries, enriched with other proven approaches as well as the necessary tools, and the knowledge to use them effectively. Packed with solutions for common challenges including digital transformation, this practical, highly visual discussion shows you how Design Thinking fits into agile methods within management, innovation, and startups.

• Explore the digitized future using new design criteria to create real value for the user
• Foster radical innovation through an inspiring framework for action
• Gather the right people to build highly-motivated teams
• Apply Design Thinking, Systems Thinking, Big Data Analytics, and Lean Start-up using new tools and a fresh new perspective
• Create Minimum Viable Ecosystems (MVEs) for digital processes and services which becomes for example essential in building Blockchain applications

Practical frameworks, real-world solutions, and radical innovation wrapped in a whole new outlook give you the power to mindfully lead to new heights. From systems and operations to people, projects, culture, digitalization, and beyond, this invaluable mind shift paves the way for organizations--and individuals--to do great things. When you're ready to give your organization a big step forward, The Design Thinking Playbook is your practical guide to a more innovative future.

Yet many companies focus on the mechanisms of implementation--one-piece flow, pull production, takt time, standard work, kanban--without linking those mechanisms back to the pillars that hold up the entire system. JIT is fairly well understood, but jidoka is key to making the entire system stick. A lot of failed implementations can be traced back to not building this second pillar.

Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers-not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality-and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

In business today, all advantage is temporary. In order to survive-let alone thrive-companies must be able to anticipate and adapt to change, or face rapid, brutal extinction. In Clockspeed, Charles Fine draws on a decade's worth of research at M.I.T.'s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of your company, as well as your industry. Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or clockspeed), measured by the rate at which it introduces new products, processes, and organizational structures. Just as geneticists study the fruit fly to gain insight into the evolutionary paths of all animals, managers in any industry can learn from the industrial fruit flies-such as Internet services, personal computers, and multimedia entertainment-which evolve through new generations at breakneck speed. Applying the lessons of the fruit flies to industries as diverse as bicycles, pharmaceuticals, and semiconductors, Fine illustrates how competitive advantage is lost or gained by how well a company manages dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners. Packed with revolutionary concepts and tools to help managers make key strategic decisions that affect current and future performance, Clockspeed shows, as no other book before it, how the ultimate core competency is mastering the art of supply chain design, carefully choosing which components and capabilities to keep in-house and which to purchase from outside. The consequences of faulty of visionary decisions can be enormous and dramatic. Witness the case of IBM in the early 1980s, when it outsourced key PC components to Microsoft and Intel, unleashing the Intel Inside phenomenon and a complete restructuring of the computer industry. Going further, Fine sees the personal computer as merely a component in the vast information-entertainment industry, which evolves at speeds unimagined a few years ago. He uses this fruit fly as well to peer into the future of industrial evolution and find practical advice for players in all industries, from automobiles to health care information systems. Clockspeed not only serves up some new laws of value chain dynamics, but it also offers recommendations for achieving industry leadership through simultaneous product, process, and supply chain design. In challenging managers to think like corporate geneticists Clockspeed contributes the next creative leap in business strategy.

2013 Reprint of 1963 First Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. A Behavioral Theory of the Firm has become a classic work in organizational theory, and is one of the most significant contributions to theory intended to improve the operation of the modern corporation. The authors use experiments and empirical observations to build their model of decision making. They reject the structure of the firm as represented by classical economic theory, instead they focus on the discretion of management. They also offer a new way of viewing the effects of organization, communications and individuals on the firm's overall activity. This is path breaking book and among the most important and provocative interpretations yet advanced for seeing inside the firm to understand it as an organization and an economic entity.

Great companies don't just depend on strategies--they depend on people. The more great people on your team, the more successful your organization will be. But that's easier said than done. Statistically, half of all employment decisions result in a mishire: The wrong person winds up in the wrong job. But companies that have followed Bradford Smart's advice in Topgrading have boosted their successful hiring rate to 90 percent or better, giving them an unbeatable competitive advantage.

Now Smart has fully revised his 1999 management classic to reintroduce the topgrading concept, which works for companies large and small in any industry. The author spells out his practical approach to finding and managing A-level talent--as well as coaching B players to turn them into A players. He provides intriguing case studies drawn from more than four thousand in-depth interviews.

As Smart writes in his introduction, All organizations, all businesses live or die mostly on their talent, and any manager who fails to topgrade is nuts, or a C player. . . . Those who, way deep down, would sooner see an organization die than nudge an incompetent person out of a job should not read this book... Topgrading is for A players and all those aspiring to be A players.

On the web: http: //www.topgrading.com/

Building on years of research and experience in the field, Leading with Safety redefines organizational safety as an activity that both leads other performance areas and in turn must be led. Thomas Krause poses the question, What does it take to be a great safety leader? -- and answers with a comprehensive new model for understanding safety leadership as it affects organizational culture and safety climate. Leading with Safety defines the practices, tools, and systems essential to creating an injury-free workplace, including the role of employees at each level, special considerations for coaching the senior executive leader, and the two crucial aspects of human performance that every leader needs to know. Ending with inspiring real-world examples or organizations that have put these tools into practice, Leading with Safety is written for any leader who wants to lead with safety toward a more robust, productive and effective organization.

What does leadership look like in a company with no bosses? How do you develop a culture that allows self-managing organisations to thrive? What mindset and relational shifts are required? In this book, the authors share stories and insights from nearly twenty years of coaching teams and organisations to become self-managing. Rather than looking at complicated self-management frameworks and models, these pages reveal a perspective of organisational transformation based on the simple but powerful premise of facilitating different kinds of dialogues.

Dr. Suzette Johnson and Robin Yeman have masterfully crafted a comprehensive and actionable guide, empowering organizations to establish teams and capabilities that surpass the competition in both insight and agility. --Kyle Fox, SOSi Chief Technology Officer

Winner of the 2024 IBPA Benjamin Franklin Silver Medal and 2023 DevOps Dozen Award!

The benefits of adopting agile ways of working are well-understood in the digital world. But those in cyber-physical systems (combining software, hardware, and firmware) think it is risky. But with today's speed of change, maybe the risk is in not changing.

Industrial DevOps: Build Better Systems Faster shows readers how applying Agile and DevOps ways of working into cyber-physical systems presents the opportunity to reap huge rewards, including increased adaptability, shorter delivery schedules, reduced development cost, increased quality, and higher transparency into delivery.

This book shows you how to couple the results of Agile and DevOps implementation in development with Lean and Agile in manufacturing. Through a successful application of nine key principles, Industrial DevOps provides the foundational success patterns for the development of cyber-physical systems in the digital age. The benefits that have been obtained across industries can be transferred to the cyber-physical domain and they have the potential to provide an even greater impact in the delivery of products.

Agile practices evolve fastest when they are based on a stable and timeless foundation. In this book, Suzette Johnson and Robin Yeman present the foundation needed for organizations to adopt--and evolve--Industrial DevOps in a way that helps them realize greater business agility. --Luke Hohmann, co-author Software Profit Streams(TM), SAFe Fellow

2013 Reprint of 1959 American Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. This edition reprints the text from the 1959 First Edition originally published by Wiley. Why do some firms perform better than others? What enables a firm to grow and take advantage of its opportunities? Currently much discussion of these questions pivots around the ideas of competencies and capabilities, and the concept of the learning organization or knowledge-creating company. The Theory of the Growth of the Firm is a rich and pioneering work that addresses these questions and laid the foundation for this approach often referred to as the resource based view of the firm. Edith Penrose analyzes managerial activities and decisions, organizational routines, and knowledge creation within the company and argues that they are critical to the ability of a firm to grow. This work has become a classic business book and remains relevant to this day.

Principles of Mass and Flow Production is a 55th Anniversary Special Reprint Edition of Frank G. Woollard's long-forgotten book published in 1954, and includes Woollard's amazing 1925 paper Some Notes on British Methods of Continuous Production. Both are presented as unabridged digitized images of the original works, and include commentary and analysis by noted Lean management practitioner, author, and educator, Bob Emiliani, Ph.D. Frank G. Woollard made major contributions to progressive manufacturing management practices in the British automobile industry of the 1920s, and was also the first to develop and implement mechanical materials handling equipment known as automatic transfer machines while working at Morris Motors Ltd., Engines Branch, in Coventry, U.K. His work is comparable to that of the legendary Taiichi Ohno, the principal architect of Toyota Motor Corporation's production system, and suggests that the timeline for discoveries and attributions of key accomplishments must be revised. Woollard deserves widespread recognition for his own groundbreaking achievements, which lie between the time of Henry Ford and Kiichiro Toyoda, the founder of Toyota Motor Corporation. His work is highly relevant to current-day Lean management, in that he understood the idea and practice of continuous improvement in a flow environment. Woollard also recognized that flow production will not work properly if used by management in a zero-sum manner, which is an insightful and distinctive feature of Woollard's flow production system, and shows he understood the importance of what is today called the Respect for People principle in Lean management. Woollard's remarkable work in flow production and his prescient innovations in industrial automation ensure him a prominent place in the history of production engineering, automation, and industrial management. Readers interested in Lean management, the evolution of flow production, and the history of industrial management and automation will find this book to be entertaining, informative, and a valuable resource for future reference.

Open Innovation describes an emergent model of innovation in which firms draw on research and development that may lie outside their own boundaries. In some cases, such as open source software, this research and development can take place in a non-proprietary manner.

Henry Chesbrough and his collaborators investigate this phenomenon, linking the practice of innovation to the established body of innovation research, showing what's new and what's familiar in the process. Offering theoretical explanations for the use (and limits) of open innovation, the book examines the applicability of the concept, implications for the boundaries of firms, the potential of open innovation to prove successful, and implications for intellectual property policies and practices.

The book will be key reading for academics, researchers, and graduate students of innovation and technology management.

This book provides an updated and expanded overview of basic concepts of energy economics and explains how simple economic tools can be used to analyse contemporary energy issues in the light of recent developments, such as the Paris Agreement, the UN Sustainable Development Goals and new technological developments in the production and use of energy.

The new edition is divided into four parts covering concepts, issues, markets, and governance. Although the content has been thoroughly revised and rationalised to reflect the current state of knowledge, it retains the main features of the first edition, namely accessibility, research-informed presentation, and extensive use of charts, tables and worked examples.

This easily accessible reference book allows readers to gain the skills required to understand and analyse complex energy issues from an economic perspective. It is a valuable resource for students and researchers in the field of energy economics, as well as interested readers with an interdisciplinary background.

Technologies and tech companies are routinely accused of creating many societal problems. This book exposes these charges as mostly myths, falsehoods, and exaggerations.

Technology Fears and Scapegoats debunks 40 widespread myths about Big Tech, Big Data, AI, privacy, trust, polarization, automation, and similar fears, while exposing the scapegoating behind these complaints. The result is a balanced and positive view of the societal impact of technology thus far.

The book takes readers through the steps and mindset necessary to restore the West's belief in technological progress. Each individual chapter provides a cogent and often controversial rebuttal to a common tech accusation. The resulting text will inspire conversations among tech insiders, policymakers, and the general public alike.

A systematic approach to improving production and quality systems, total productive maintenance (TPM) involves all employees through a moderate investment in maintenance. Therefore, a successful TPM implementation requires support of all employees from C-level on down. Total Productive Maintenance: Strategies and Implementation Guide highlights the importance of effective communication on all levels to successful TPM implementation. It also discusses the role of the right set of tools from the right perspective--and demonstrates how to obtain a healthy balance of both.

Authors Tina Agustiady and Elizabeth Cudney recognized a need for better understanding of how to apply and integrate the TPM philosophy and its associated tools and techniques. In this book they build a framework of problem-solving methods and tools from the TPM toolkit that help you understand the problems, develop process improvements, and develop a plan to implement change. They also provide an overview and introduction to the TPM methodology, detailed information on TPM implementation, and in-depth case studies.

A major highlight of the book is the inclusion of case studies and applications of TPM that have shown significant improvement in meeting customer requirements and reducing downtime of processes. These in-depth descriptions demonstrate how to successfully apply TPM based on real-world projects from a wide variety of processes. They provide hands-on experience--an invaluable resource when instructing the use of methods and tools in training or in a classroom. And, these case studies give you detailed step-by-step approaches to TPM integration with clear direction from project infancy to completion.

Model your company's future on the success of tech's quiet giant

BusinessWeek once listed Chinese tech firm Huawei as one of the ten most influential companies on the planet, and Time placed its founder Ren Zhengfei in the top 100 most influential men in the world. Once considered an insignificant upstart bound for failure like so many other early tech companies, Huawei is now a $62 billion company employing 190,000 people worldwide.

Huawei's upward trajectory is the classic story of a company that beat all the odds. Founded in 1987 with 20,000 RMB, Huawei took on all the IT powerhouses during times of major market upheaval and has come out on top--all due to the clarity of vision, powerful sense of purpose, and sheer work ethic of its founder.

The Huawei Way provides practical lessons on how Ren Zhengfei led his company to a level of success no one in the world predicted. As telecom's old greats like Motorola, Nokia, and Siemens continue to struggle from the effects of recession, Huawei continues to grow because it never stops innovating. Its success is self-driven because the company, reflecting is its founder, maintains a relentless dedication R&D; while other companies, fueled by fear, are scaling down R&D to save money, Huawei is ramping it up. And it's paying off big time.

Both entertaining and instructive, The Huawei Way traces the rise of one of today's greatest tech companies to provide valuable business and management lessons anyone can apply to any company, in any industry.

2013 Reprint of 1961 First Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. This work has been cited as one of the most seminal works of the era. Forrester outlines industrial dynamics as an experimental, quantitative philosophy for designing corporate structure and policies that are compatible with an organization's growth and stability objectives. Forrester believes that management systems possess an orderly and identifiable framework that determines the character of industrial and economic behavior. In this volume, he presents for the first time a methodology for detecting and exhibiting this structure for study.

Thoroughly revised according to classroom feedback, Industrial Organization: Markets and Strategies offers an up-to-date and rigorous presentation of modern industrial organization that blends theory with real-world applications and derives implications for firm strategy and competition policy. This comprehensive textbook acquaints readers with the most important models for understanding strategies chosen by firms with market power and shows how such firms adapt to different market environments. The second edition includes new and revised formal models and case studies. Formal models are presented in detail, and analyses are summarized in 'lessons' which highlight the main insights. Theories are complemented by numerous real-world cases that engage students and lead them to connect theories to real situations. Chapters include review questions, exercises, and suggestions for further reading to enhance the learning experience, and an accompanying website offers additional student exercises, as well as teaching slides.

Thoroughly revised according to classroom feedback, Industrial Organization: Markets and Strategies offers an up-to-date and rigorous presentation of modern industrial organization that blends theory with real-world applications and derives implications for firm strategy and competition policy. This comprehensive textbook acquaints readers with the most important models for understanding strategies chosen by firms with market power and shows how such firms adapt to different market environments. The second edition includes new and revised formal models and case studies. Formal models are presented in detail, and analyses are summarized in 'lessons' which highlight the main insights. Theories are complemented by numerous real-world cases that engage students and lead them to connect theories to real situations. Chapters include review questions, exercises, and suggestions for further reading to enhance the learning experience, and an accompanying website offers additional student exercises, as well as teaching slides.