Innovation Leadership

Miserable at Work? Why? You Don't Have to Be describes breakthrough thinking for having fun at work to deliver true innovation. We explore how to ideate and bring out the best in everyone! We focus on three major concepts. The first is bringing awareness to how we think our brains work and then discovering where we may have had misconceptions. The second is letting go of the powerful need to be right at the start of trying to achieve something new.

Who’s going to write the next chapter in the saga of American business? Who’s going to chronicle the best way to compete, the new way to win? That’s the mission of Mavericks at Work, a book that profiles a network of rebels who are creating a new business model that makes use of fresh principles and captures what it means to be a state-of-the-art organization. Including such pioneering companies as ING Direct, Southwest Airlines, Pixar, HBO, Anthropologie, Craigslist, Netflix, and Commerce Bank, this book is nothing short of a lively new intellectual agenda for business.

Enjoy figuring out creative solutions to real-world problems that have led to important inventions, discoveries, and innovations throughout history! The problems in this audiobook are related to erudition in fundamental areas - nature, technology, business, science, how things work, or why things are made in a certain way. But, unlike in trivia or jeopardy, you most probably do not know the answer. Instead, logic, out-of-the-box thinking, or intuition leap should be added to your knowledge to puzzle out the correct solution.

In the wake of economic downturn, foreign competition, spiking oil prices, and even war, American business throughout this decade has been thrust into crisis. To improve their performance, corporations everywhere have adopted a wide range of tools and techniques, yet many continue to struggle. Going Lean points to a better way.

"Innovation is an act of love—or at least it should be. Always. It is a gesture of empathy, respect, generosity, of one human being’s devotion to another,” writes Mauro Porcini at the beginning of this extraordinary book. It is in part a memoir by one of the world’s leading designers—the first chief design officer at both 3M and Pepsi. But even more, it is a manifesto for a genuine, authentic, and deeply humanistic approach to design, one that aims to create personal and social value first and financial and economic value afterward.

What can you learn from the most successful companies in the world? The Capital One Story will help you understand and adopt the competitive strategies, workplace culture, and daily business practices that enabled an unlikely credit card startup to revolutionize the credit industry.

How much of innovation is inspiration, and how much is hard work? The answer lies somewhere in the middle, says management thinker Peter Drucker. In this HBR classic from 1985, he argues that innovation is real work that can and should be managed like any other corporate function. Success is more likely to result from the systematic pursuit of opportunities than from a flash of genius. Indeed, most innovative business ideas arise through the methodical analysis of seven areas of opportunity.

This book captures the story of a widespread movement of churches that are expanding their ministries to include multiple formats, venues, and locations, using dozens of in-the-trenches examples, identifying the primary reasons churches succeed as well as how they overcome common snags on the route to "one church, many congregations".

Imagine starting with a bold mission in 2012: to achieve financial inclusion through a multi-country bank. Within a decade, this vision becomes one of the fastest-growing fintechs in the world. Now, picture starting this business in South Africa, a country the IMF ranked as the hardest place to...

In this book, enterprise architecting experts Deborah Nightingale and Donna Rhodes offer a framework for enterprise transformation. Successful transformation, they believe, starts with a holistic approach, taking into consideration all facets of the enterprise and its environment rather than focusing solely on one factor-information technology, for example, or organizational structure. This is architecting the future enterprise: creating a blueprint for what the enterprise will look like after the transformation.

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies.

As our society continues its transition from the Industrial Age to the Digital Age, new challenges are being introduced into the workplace, giving rise to a new phenomenon, Virtual Distance.

Learn the NASA Astronaut mindset to solve problems, provide leadership in the face of adversity, and never give up on the pursuit of your wildest dreams. Mike Massimino achieved his dream of exploring space—now he distills stories and insights from NASA into an actionable guide to accomplish...

Few organizations solve as many impossible problems as NASA's Jet Propulsion Laboratory, and nobody knows more about leading rocket scientists to unlikely breakthroughs than Adam Steltzner. As the phase lead and development manager for EDL (entry, descent, and landing) of the Curiosity rover to Mars, Steltzner spearheaded the creation of one of engineering's wackiest kluges - the sky crane, which allowed the heaviest rover in the history of space exploration to land on Mars unscathed.

Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changing-and if you want your firm to survive, you'd better pay attention. The gap between rich nations and emerging economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing nations. They will also flow in reverse.

Drawing on considerable original research and case studies from Wang’s acclaimed firm, Constellation Research, this groundbreaking guide reveals which kinds of companies will thrive and which will get crushed by the powerful forces now at work. Ultimately, you will understand how the business world is changing in the face of extreme competition and, most importantly, you will learn how to adapt now to stay relevant and in demand.

50 Business Classics presents the key ideas from classic texts such as My Years with General Motors and Michael Gerber's The E-Myth Revisited to contemporary business lessons from the rise of tech giants like Google, Apple, and Amazon. It contains revealing biographies of luminaries like Steve Jobs and Warren Buffett, as well as lesser-known stories including creation of publishing giant Penguin and Chinese behemoth Alibaba.

Dangerous churches should be norm. Church leaders and church people alike shrink back from danger because we want safety. Jesus said that he's overcome the world and its troubles. Dangerous churches put everything on the line for the one thing that matters most: reaching lost people.It's dangerous not to be a dangerous church. The book is less about methods or even the message of God, but about a church that risks everything it has to reach lost people.

This audiobook explores this culture of psychological safety and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. With the strategies, processes, and methods discussed in innovation prowess, leaders can build a tested and comprehensive strategy for driving organic growth year after year.

Innovation is the subject of countless books and courses, but there's very little out there about how you actually innovate. Innovation and entrepreneurship are not one and the same, although aspiring innovators often think of them that way. They are told to get an idea and a team and to build a show-and-tell for potential investors. In Innovating, Luis Perez-Breva describes another approach.