Features Overview

All of our books are available in paperback, eBook, and audiobook format. We've got exciting plans for 2018! Sign up for our mailing list to learn about new titles we've added.

 
 
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Lean vs agile vs design thinking, by Jeff Gothelf

As companies evolve to adopt, integrate, and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams -- product management, design, and software engineering -- learns a different model. This short, tactical book reconciles the perceived differences in Lean Startup, Design Thinking, and Agile software development by focusing not on rituals and practices but on the values that underpin all three methods.

 
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making progress, by ryan jacoby

Making Progress is a tactical guide for you, the person charged with leading innovation, regardless of the product or domain, no matter the organizational structure you’ve inherited or are meant to create, no matter the process you’ve adopted or want to adopt, whether you work in a brand-new start up or a Fortune 500 corporation. Making Progress is for managers and consultants, design directors and chief innovation officers, board members CEOs and recruiters. It will help you juggle the needs of your team, your organization, and the projects, products, or services themselves. It will give you a framework for problem-solving your approach to problem-solving at a point in time where the pressures to solve big problems feels bigger than ever.

More great titles, coming soon...

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the case for change, by jonathan bertfield and sonja kresojevic

In the context of unprecedented disruption and accelerating customer expectations, isolated organizational changes that are neither supportive of long term strategy or measured, are no longer viable. What is needed is holistic and sustainable change that creates a Lean Enterprise; one that is responsive, customer centric, and focused on creating long term value.  

Written by Sonja Kresojevic and Jonathan Bertfield, and based on their decades of experience as digital leaders and change agents, The Case for Change was inspired by the key lessons, misconceptions and questions they have encountered working with executives at a wide range of companies and industries across the globe. Whether you are a transformation leader or a CEO of a large enterprise this practical guide will help you understand the challenges ahead, and win hearts and minds of your organization on this journey.


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LATERAL LEADERSHIP: a practical guide to managing agile teams, By Tim Herbig

Agile doesn’t just change how teams work. It also changes how teams are led. Agile requires a radically different approach to leadership, one that puts business, design, and engineering at equal levels--where they must work as peers. But this creates a challenge for team leaders. Agile leadership requires teams to align around a committed vision and support it in the best possible way. And even though agile leaders lack the expert knowledge of their new peers, they have to succeed with their mission without the traditional safety net of hierarchical power.

This book helps leaders and team members alike thrive in agile environments by providing hands-on guidance on how to align and manage experts to achieve a shared goal.

Written by Tim Herbig, a product and business leader, as well as a prolific writer, podcaster, and speaker. Currently, he’s responsible for the overall sales, product, engineering and marketing efforts behind the leading conversion optimization platform Iridion. He previously shaped digital products at XING, Gruner+Jahr, and several smaller startups where he held product leadership roles for more than seven years. Tim also regularly co-organizes the Product Tank Hamburg meetup to promote the local product management community.

 

HIring for the innovation economy: three steps to improve performance and diversity, By nicole Rufuku

The digital economy demands that high­ performing and highly adaptive teams work creatively and collaboratively to identify and seize new opportunities quickly. Although most managers understand this, most end up hiring 40% low ­performers -- a problematic rate for large legacy businesses wherein each team member has limited impact, but a catastrophic outcome for small innovation teams where the weakest link can cause exponentially more damage. Managers who are serious about innovation have to abandon old and broken hiring practices in order to identify and hire the right people to build the future.

This book will help team leaders understand why they often fail to hire dynamic and agile team members who can challenge the status quo and scale with a fast ­paced and high ­growth business, while enriching the team’s culture and perspective.