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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: 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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Abstract: The Wall Street Journal recently pronounced Gary Hamel, author of Leading the Revolution and Competing for the Future , the world's most influential business thinker. In this short video, Hamel identifies some of the key drivers that necessitate...
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Abstract: In a series of articles BusinessWeek explores innovative and pragmatic ways to maintain customer service in these uncertain times. Published: March 9, 2009 Link: BusinessWeek
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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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Abstract: How we built a world-class organic growth engine by investing in people. Published: Autumn 2008 Authors: A.G. Lafley with Ram Charan Link: strategy+business
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Abstract: P&G is using "design thinking" to tackle difficult business problems. While this may seem like the latest innovation buzzword, P&G is using the technique to generate effective ideas and, more importantly, change its culture...
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Abstract: In a speech to CIOs attending IT Forum EMEA, George Colony, the CEO of Forrester, notes that the role of CEOs today is to challenge their companies to innovate and he warned that they are as much a source of disruption as market forces. Published...
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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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Abstract: Cutting concrete blocks can slow down a construction project, as workers haul heavy blocks to and from the one or two saws on work sites that are powerful enough to cut masonry. One contractor built his own lightweight-portable masonry saw for...
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In an interview with New York Times reporter Claudia H. Deutsch, author and P & G CEO A. G. Lafley discusses why innovation is important and why he became an author. Published: May 24, 2008 Author: Claudia H. Deutsch Link: N Y Times
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