A great repository of idea, real world cases, and white papers around business. Great in depth articles for leadership.
Required reading for all. Dweck shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we approach our goals. People with a fixed mindset—those who believe that abilities are fixed—are far less likely to flourish than those with a growth mindset—those who believe that abilities can be developed through hard work, good strategies, and mentorship.
Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. You'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.
It has been stated that most individuals and animals alike have been motivated by positive reinforcement in the form of reward or negative reinforcement in the form of punishment. These old methods are now being challenged by alternative discoveries Drive: The Surprising Truth About What Motivates Us illustrates the mistakes that have come about from four decades of research into the motivation of humans. Though the so called carrot stick method was successful during the twentieth century, the author argues that in the present century, it is the wrong direction for people with today's types of challenges.
Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?
Geoffrey 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.