Empfehlungen basierend auf "Competing Against Luck: The Story of Innovation and Customer Choice"

Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on “validated learning,” rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs—in companies of all sizes—a way to test their vision continuously, to adapt and adjust before it’s too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

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 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”.

Design your networks to successfully manage their growing complexityNetwork professionals have often been told that today’s modern control planes would simplify their networks. The opposite has happened: Technologies like SDN and NFV, although immensely valuable, are exacerbating complexity instead of solving it. Navigating Network Complexity is the first comprehensive guide to managing this complexity in both deployment and day-to-day operations.Russ White and Jeff Tantsura introduce modern complexity theory from the standpoint of the working network engineer, helping you apply it to the practical problems you face every day. Avoiding complex mathematical models, they show how to characterize network complexity, so you can understand it and control it.The authors examine specific techniques and technologies associated with network control planes, including SDNs, fast reroute, segment routing, service chaining, and cloud computing. They reveal how each of these affects network design and complexity and help you anticipate causes of failure in highly complex systems.Next, they turn to modern control planes, examining the fundamental operating principles of SDNs, such as OpenFlow and I2RS, network and other service function virtualization, content distribution networks, Layer 2 fabrics, and service chaining solutions. You’ll learn how each of these might both resolve and increase complexity in network design and operations and what you can do about it.Coverage includes:Defining complexity, understanding its components, and measuring it Mastering a straightforward “state, speed, and surface” model for analyzing complexity Controlling complexity in design, deployment, operations, protocols, and programmable networks Understanding how complex network systems begin to fail and how to prevent failure Recognizing complexity tradeoffs in service virtualization and service chaining Managing new challenges of complexity in virtualized and cloud environments Learning why constructs such as hierarchical design, aggregation, and protocol layering work and when they work best Choosing the right models to contain complexity as your network changesFrom start to finish, Navigating Network Complexity helps you assess the true impact of new network technologies, so they can capture more value with fewer problems.

A guide to the strategic planning techniques used by Japanese business executives explains how to identify the customer's needs, evaluate the strengths of the company, and overcome competition

Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup—practical wisdom for managing the toughest problems business school doesn’t cover, based on his popular ben’s blog.While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

"A rousing manifesto of mastery in a connected world." –GoogleThe Industrial Age has taught us how to break problems into parts, but not how to build parts into solutions. We’re baffled when we’re confronted with complex challenges like recession, political gridlock, climate change, childhood obesity, pollution, and failing schools. We see them as separate ills, each requiring a separate remedy—if we can imagine a remedy at all.Why are so many jobs disappearing? Why are a few people getting rich while the rest of us struggle? How can we pay for the costs of healthcare? Why can’t our trusted institutions behave ethically? What’s the cause of governmental gridlock? How can we afford to educate our children? How do we stop damaging the ecosystem? Why do we create ugliness?Author Marty Neumeier suggests that these problems are merely symptoms of a much larger problem–our inability to deal with interconnected, non-linear, and amorphous challenges. It’s not that our problems are too difficult, he argues, but that our skills are too basic. Success in the post-industrial era demands that we move our thinking from the static, the linear, and the step-by-step to the dynamic, the holistic, and the all-at-once.In this sweeping vision for personal mastery in a post-industrial era, Neumeier presents five metaskills–feeling, seeing, dreaming, making, and learning–that can help you reach your true potential. They’ll keep you two or three steps ahead of the machines, the algorithms, and the outsourcing forces of the “robot curve”. They’ll also bring you greater creativity, higher purpose, and a deeper sense of fulfillment.Metaskills is more than a manifesto. It’s a compass for visionary leaders, policymakers, educators, and planners. It’s a creative framework for designers, engineers, scientists, and artists. It’s a picture of the future that allows people from a wide range of disciplines, industries, and professions to envision new ways to create value together. Perhaps more important, it’s a long-overdue examination of what it means to be human in the 21st century.

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.

In a book that Business Insider noted as one of the "14 Books that inspired Elon Musk," J.E. Gordon strips engineering of its confusing technical terms, communicating its founding principles in accessible, witty prose.For anyone who has ever wondered why suspension bridges don't collapse under eight lanes of traffic, how dams hold back--or give way under--thousands of gallons of water, or what principles guide the design of a skyscraper, a bias-cut dress, or a kangaroo, this book will ease your anxiety and answer your questions.Structures: Or Why Things Don't Fall Down is an informal explanation of the basic forces that hold together the ordinary and essential things of this world--from buildings and bodies to flying aircraft and eggshells. In a style that combines wit, a masterful command of his subject, and an encyclopedic range of reference, Gordon includes such chapters as "How to Design a Worm" and "The Advantage of Being a Beam," offering humorous insights in human and natural creation.Architects and engineers will appreciate the clear and cogent explanations of the concepts of stress, shear, torsion, fracture, and compression. If you're building a house, a sailboat, or a catapult, here is a handy tool for understanding the mechanics of joinery, floors, ceilings, hulls, masts--or flying buttresses.Without jargon or oversimplification, Structures opens up the marvels of technology to anyone interested in the foundations of our everyday lives.

Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.