Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Norman's foundational text on how objects communicate their own use. Affordances, signifiers, mapping, feedback and conceptual models are all defined here, along with the gulfs of execution and evaluation that separate intention from action.
Lauret writes about API design from the consumer's point of view, treating an API as a user interface for developers. The book starts by identifying the goals an API needs to support, then covers designing the resources, actions …
The practical companion to The Phoenix Project, organised around the three ways of flow, feedback and continual learning. The flow section covers deployment pipelines, automated testing, low risk release patterns and the architecture that lets teams deploy independently of each other.
Drucker's argument is that effectiveness is a habit that can be learned rather than a trait people are born with, and he sets out the practices that make it up.
Edmondson has researched psychological safety for decades and here sets out what it is, what it produces, and how a leader builds it. The first part defines the concept as a shared belief that a team is safe for interpersonal risk …
IDEO.org's guide to human centred design, written for people designing with communities rather than for consumer software, and useful well beyond that setting.
Watkins wrote a transition framework for anyone moving into a new role, whether promoted, hired or moved sideways. The core chapters cover accelerating your learning, matching your approach to the situation using the STARS model …
Blank's original customer development text, which the Lean Startup later popularised. The four steps are customer discovery, customer validation, customer creation and company building, each with entry and exit criteria.
A novel about a plant manager given three months to save his factory, and the book that carried the theory of constraints to a wide audience. The five focusing steps run through the plot, showing how to identify the constraint …
Šochová's book built around the ScrumMaster State of Mind model, moving through teaching, removing impediments, facilitation and coaching. The other central model is the Ĝ System of levels, showing a Scrum Master working with the …
Horowitz writes about the decisions that have no good answer, drawing on running Loudcloud and Opsware through near failure. Covers layoffs, demoting or firing a friend, the difference between peacetime and wartime leadership …
Burkov compresses the field into a book you can read in a weekend, with the mathematics present but held to what is genuinely needed. It covers supervised learning from linear and logistic regression through decision trees …
Sandy covers the career arc of the role alongside the craft. Works through discovering opportunity, defining and prioritising, delivering, and then the influence skills of communication, negotiation and stakeholder management that determine whether any of it lands.
Christensen's account of why well run companies lose to entrants. Sustaining innovations improve products for existing customers. Disruptive ones start out worse on the established measures and serve a fringe or new market until they improve enough to take the mainstream.
A short definition of Kanban as a strategy for optimising the flow of value through a system, maintained independently of any one training body. It defines the workflow a team makes explicit, the three practices of visualising the …