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 …
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.
Kalbach turned jobs to be done from a way of talking into a set of exercises a team can actually run. The book is organised as thirty plays, each giving the purpose, the inputs needed, the steps and the output, covering how to …
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.
The follow up to Business Model Generation, built on the Value Proposition Canvas. The customer profile covers jobs, pains and gains, and the value map covers products, pain relievers and gain creators, with fit achieved when they match.
Gothelf and Seiden reframe an OKR as a sentence about human behaviour, asking who you want to change the behaviour of, what you want them to do differently, and by how much.
Bryar and Carr describe Amazon's mechanisms from the inside. The six page narrative memo instead of slides, the working backwards process that starts with a press release and FAQ, single threaded leadership, the bar raiser hiring …
Thiel's argument is that valuable companies do something genuinely new rather than copying what works, and that competition destroys profit while monopoly funds the long term.