Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
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 …
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 …
Eikenberry and Turmel start from the position that leadership principles do not change at a distance, though almost every practice around them does. The book is built on a three part model covering leading yourself, leading others …
Zhuo's account of moving into management, written from her time leading design at Facebook. Covers the first three months, giving feedback, managing yourself, running meetings that are worth attending, hiring, and the shift from doing the work to multiplying it.
Fournier structures the book as a career ladder, giving a chapter to each rung from being managed, through mentoring and the tech lead role, to managing people, managing teams, managing managers, and senior leadership.
J.J. Sutherland writes about applying Scrum outside software, drawing on Scrum Inc's consulting work in manufacturing, banking, aerospace and government.
Cagan's guide to moving an existing organisation to the operating model described in Inspired and Empowered. It separates the model into four dimensions covering how you build, how you solve problems, how you decide what to work on, and how you organise.
Marquet captained a nuclear submarine and replaced the standard leader and follower model with one where authority moved to the people who held the information.
Smart and Street studied hiring practices across a large sample of executives and produced a method they summarise as scorecard, source, select and sell.