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By Melinda Blau and Karen L. Fingerman, W.W. Norton (2009). While this book builds on the established notion of weak ties being valuable information sources, it also offers a handful of insights into how those weak ties work in innovation. It starts with...
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By: Matthew E. May, Broadway Books, 2009 Refrigeration without electricity. Traffic flowing without traffic lights. A smart phone without a keyboard. Houses without living rooms. May makes a convincing argument that the human tendency is to add complexity...
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By: Charles S. Jacobs, Portfolio, 2009. Take everything you think you know about management and throw it out the window. According to Jacobs, the latest brain science proves that people simply don’t work the way we’ve been taught: incentives and threats...
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By: Robert Brunner and Stewart Emory, FT Press (2009). If you know anyone in love with an iPhone, you may understand the feelings that Brunner and Emery describe. According to them, this fierce devotion extends past the product to the company, and enables...
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By: Marty Neumeier: New Riders, 2009. Despite its dreadful title, this little book is a gem. Neumeier explains why everyone should care about design (companies that win design awards have 100-200% higher returns, and must-have products are always because...
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By: Joshua Ramo: Little, Brown, 2009. While it’s not strictly a business book, this is the best book for business that I’ve reviewed this year. It is, in fact, a whole new way of facing the future of any endeavor: Ramo suggests that the only way to deal...
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By: Joseph T. Hallinan; Broadway Books, 2009 Aside from having the cleverest (and most frustrating) cover in the history of publishing, Hallinan’s new book on the neuroscience of decision-making tells us a lot about why innovation is so hard to accomplish...
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By Andreas Buchholz, Wolfram Wordeman and Ned Wiley; John Wiley & Sons, 2009. While I was playing Candyland with 5-year-old Ashlynn last fall, she drew a bad card that would have sent her back to the beginning of the game. Her reaction? “I know, let...
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By Jeff Jarvis; Collins Business, 2009 Take everything you know about business, turn it upside down, and that’s pretty much what Google is doing. If conventional wisdom suggests that people should pay for your product, Google’s is free. If you might support...
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By Jonah Lehrer; Houghton Mifflin Harcourt, 2009. In the last few years, since functional MRIs have given scientists better pictures of the brain at work, a dozen popular titles have hastened to help us understand ourselves. While Lehrer’s book repeats...
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By C.K. Prahalad and M.S. Krishnan; McGraw Hill 2008 At the Merage School, we think of strategic innovation as a way to drive sustained growth, and we use collaboration, analytics and IT as tools. Four years after we formed this framework, Prahalad and...
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By Scott D. Anthony, Mark W. Johnson, Joseph V. Sinfield, and Elizabeth J. Altman; Harvard Business School Press 2008 As innovation moves from that thing that start-ups do to an imperative for large businesses, there’s a huge gap between having great...
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By Gregory Berns; Harvard Business Press 2008 Do people like Walt Disney and Steve Jobs simply have brains that are different from the rest of ours? Neuroscientist Berns explores new data from fMRI tests to explain how the brain works in creating new...
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The Seven Slide Solution: Telling Your Business Story Effectively in Seven Slides or Less. By Paul Kelly, Silvermine Press 2005 and Presentation Zen: Simple Ideas on Presentation Design and Delivery. By Garr Reynolds, New Riders 2008 Fact: the average...
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By Clayton M. Christensen, Michael B. Horn and Curtis W. Johnson; McGraw Hill 2008 Innovation guru Christensen has taken his principles of innovation and applied them to one of the most intractable systems in the country—our public schools. And while...
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