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SoBrief
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The Design of Business
by Roger L. Martin • 2009
Data tells you what worked yesterday. Breakthroughs demand a logic that works forward.
3.92
2k+
The Design of Business Summary
The Design of Business
Data tells you what worked yesterday. Breakthroughs demand a logic that works forward.
by Roger L. Martin 2009
3.92
2k+ ratings
Exponential Organizations
by Salim Ismail • 2014
New organizations achieve 10x more with 10x less. The architecture is knowable and borrowable.
4.07
5k+
Exponential Organizations Summary
Exponential Organizations
New organizations achieve 10x more with 10x less. The architecture is knowable and borrowable.
by Salim Ismail 2014
4.07
5k+ ratings
An Elegant Puzzle
by Will Larson • 2019
Engineering management is a systems problem. Design your org as carefully as your code.
4.07
4k+
An Elegant Puzzle Summary
An Elegant Puzzle
Engineering management is a systems problem. Design your org as carefully as your code.
by Will Larson 2019
4.07
4k+ ratings
Six Simple Rules
by Yves Morieux • 2014
Half of management time is meetings. Most team effort is wasted. Complexity isn't the culprit.
3.93
583
Six Simple Rules Summary
Six Simple Rules
Half of management time is meetings. Most team effort is wasted. Complexity isn't the culprit.
by Yves Morieux 2014
3.93
583 ratings
Why We Work
by Barry Schwartz • 2015
Treat work as just a paycheck, and you create the pay-driven workers you assumed.
3.64
2k+
Why We Work Summary
Why We Work
Treat work as just a paycheck, and you create the pay-driven workers you assumed.
by Barry Schwartz 2015
3.64
2k+ ratings
Management 3.0
by Jurgen Appelo • 2010
Software teams are complex systems. Manage them like machines and your agile rollout stalls.
4.15
3k+
Management 3.0 Summary
Management 3.0
Software teams are complex systems. Manage them like machines and your agile rollout stalls.
by Jurgen Appelo 2010
4.15
3k+ ratings
Reinventing Organizations
by Frederic Laloux • 2016
Organizations evolve like consciousness; the next stage replaces bosses with trust and purpose.
4.35
1k+
Reinventing Organizations Summary
Reinventing Organizations
Organizations evolve like consciousness; the next stage replaces bosses with trust and purpose.
by Frederic Laloux 2016
4.35
1k+ ratings
The Age of Unreason
by Charles B. Handy • 1989
The company of the future has three parts, your career five, and the old job for life is dead.
3.91
546
The Age of Unreason Summary
The Age of Unreason
The company of the future has three parts, your career five, and the old job for life is dead.
by Charles B. Handy 1989
3.91
546 ratings
The Employee Experience Advantage
by Jacob Morgan • 2017
4x profit, 40% less turnover: the data behind treating employees as customers, not workers.
3.83
432
The Employee Experience Advantage Summary
The Employee Experience Advantage
4x profit, 40% less turnover: the data behind treating employees as customers, not workers.
by Jacob Morgan 2017
3.83
432 ratings
Future of Management
by Gary Hamel • 1996
Product innovations get copied. Management innovations endure. Winners reinvent how work is done.
4.03
1k+
Future of Management Summary
Future of Management
Product innovations get copied. Management innovations endure. Winners reinvent how work is done.
by Gary Hamel 1996
4.03
1k+ ratings
Zone to Win
by Geoffrey A. Moore • 2015
Large companies lose to disruption from structure, not blindness. The fix: four parallel zones.
3.85
1k+
Zone to Win Summary
Zone to Win
Large companies lose to disruption from structure, not blindness. The fix: four parallel zones.
by Geoffrey A. Moore 2015
3.85
1k+ ratings
A New Way to Think
by Roger L. Martin • 2022
Eight pieces of management wisdom that hold you back, and what actually works instead.
4.02
580
A New Way to Think Summary
A New Way to Think
Eight pieces of management wisdom that hold you back, and what actually works instead.
by Roger L. Martin 2022
4.02
580 ratings
The Engineering Executive's Primer
by Will Larson • 2024
Values you can flip, metrics your CEO reads, and the one rule for build vs. buy.
4.25
407
The Engineering Executive's Primer Summary
The Engineering Executive's Primer
Values you can flip, metrics your CEO reads, and the one rule for build vs. buy.
by Will Larson 2024
4.25
407 ratings
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins)
by Linda A. Hill • 2017
Managing a function is about depth; leading a business is about breadth. The canonical frameworks.
4.21
318
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) Summary
HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins)
Managing a function is about depth; leading a business is about breadth. The canonical frameworks.
by Linda A. Hill 2017
4.21
318 ratings
The Art of Problem Solving
by Russell L. Ackoff • 1978
Dead ends are usually self-built. Spotting the walls you didn't know you erected is the art.
3.94
161
The Art of Problem Solving Summary
The Art of Problem Solving
Dead ends are usually self-built. Spotting the walls you didn't know you erected is the art.
by Russell L. Ackoff 1978
3.94
161 ratings
Designed for Digital
by Jeanne W. Ross • 2019
Why digital transformation fails and the organizational redesign that makes it stick.
4.20
288
Designed for Digital Summary
Designed for Digital
Why digital transformation fails and the organizational redesign that makes it stick.
by Jeanne W. Ross 2019
4.20
288 ratings
Surfing the Edge of Chaos
by Richard Tanner Pascale • 2000
Stability kills. The most adaptive companies thrive in a zone just short of chaos.
3.86
136
Surfing the Edge of Chaos Summary
Surfing the Edge of Chaos
Stability kills. The most adaptive companies thrive in a zone just short of chaos.
by Richard Tanner Pascale 2000
3.86
136 ratings
Creating Magic
by Lee Cockerell • 2008
Ten leadership lessons from the man who ran Disney World's ops, starting in the laundry room.
4.27
3k+
Creating Magic Summary
Creating Magic
Ten leadership lessons from the man who ran Disney World's ops, starting in the laundry room.
by Lee Cockerell 2008
4.27
3k+ ratings
The Delicate Art of Bureaucracy
by Mark Schwartz • 2020
Most digital transformations fail because they fight bureaucracy instead of reprogramming it.
4.11
199
The Delicate Art of Bureaucracy Summary
The Delicate Art of Bureaucracy
Most digital transformations fail because they fight bureaucracy instead of reprogramming it.
by Mark Schwartz 2020
4.11
199 ratings
Talent Wins
by Ram Charan • 2018
Three leaders, one table, one mandate: turn HR from overhead into your competitive advantage.
3.81
349
Talent Wins Summary
Talent Wins
Three leaders, one table, one mandate: turn HR from overhead into your competitive advantage.
by Ram Charan 2018
3.81
349 ratings
The Power of WOW
by The Employees of Zappos.com • 2019
Zappos turned customer service into a billion-dollar brand. The culture playbook behind the loyalty.
4.08
121
The Power of WOW Summary
The Power of WOW
Zappos turned customer service into a billion-dollar brand. The culture playbook behind the loyalty.
by The Employees of Zappos.com 2019
4.08
121 ratings
Joy, Inc.
by Richard Sheridan • 2013
From the floor plan to the pair programming: how one firm made joy a repeatable system.
4.07
2k+
Joy, Inc. Summary
Joy, Inc.
From the floor plan to the pair programming: how one firm made joy a repeatable system.
by Richard Sheridan 2013
4.07
2k+ ratings
Unboss
by Jacob Bøtter • 2012
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
3.85
174
Unboss Summary
Unboss
The boss is obsolete. Your next leader serves, partners, tears down walls, and puts purpose first.
by Jacob Bøtter 2012
3.85
174 ratings
The Content Trap
by Bharat Anand • 2016
Great content is a trap. Digital success goes to companies that master connections instead.
4.17
831
The Content Trap Summary
The Content Trap
Great content is a trap. Digital success goes to companies that master connections instead.
by Bharat Anand 2016
4.17
831 ratings
The Regenerative Business
by Carol Sanford • 2017
Stop optimizing processes; start developing people. A framework for businesses that regenerate.
4.08
145
The Regenerative Business Summary
The Regenerative Business
Stop optimizing processes; start developing people. A framework for businesses that regenerate.
by Carol Sanford 2017
4.08
145 ratings
Capital
by Charles D. Ellis • 2004
The investment firm that replaced star managers with distributed power and won for 70 years.
3.94
192
Capital Summary
Capital
The investment firm that replaced star managers with distributed power and won for 70 years.
by Charles D. Ellis 2004
3.94
192 ratings
The Power of Giving Away Power
by Matthew Barzun • 2021
Chain of command is a bottleneck. How sharing authority makes teams smarter and momentum renewable.
3.86
518
The Power of Giving Away Power Summary
The Power of Giving Away Power
Chain of command is a bottleneck. How sharing authority makes teams smarter and momentum renewable.
by Matthew Barzun 2021
3.86
518 ratings
Birth of the Chaordic Age
by Dee Hock • 2000
VISA thrived by breaking the one rule every corporation obeys: keep chaos out.
4.25
210
Birth of the Chaordic Age Summary
Birth of the Chaordic Age
VISA thrived by breaking the one rule every corporation obeys: keep chaos out.
by Dee Hock 2000
4.25
210 ratings
Strategy Rules
by David B. Yoffie • 2015
Gates, Grove, and Jobs ran three very different companies. Their strategy playbook was the same.
3.82
629
Strategy Rules Summary
Strategy Rules
Gates, Grove, and Jobs ran three very different companies. Their strategy playbook was the same.
by David B. Yoffie 2015
3.82
629 ratings
It Doesn't Have to Be Crazy at Work
by Jason Fried • 2018
Stop the hustle, protect your time, and build a calm, profitable business. Proven at Basecamp.
4.01
14k+
It Doesn't Have to Be Crazy at Work Summary
It Doesn't Have to Be Crazy at Work
Stop the hustle, protect your time, and build a calm, profitable business. Proven at Basecamp.
by Jason Fried 2018
4.01
14k+ ratings
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