Good Products, Bad Products: Essential Elements to Achieving Superior Quality


Book Description

What is the secret behind every successful product? Why are people willing to pay more for a BMW than a Chevrolet? How could Apple iPhones represent only 4% of the world’s cell phone market in 2011 but take in 50% of the profits? The answer is quality. In this provocative new book, bestselling author James L. Adams provides a brilliant, in-depth look at the powerful but elusive qualities that can make or break a product’s success. A must-read for managers, designers, manufacturers, and marketers, this groundbreaking approach will change the way you think about your product—and show you why it’s more important than ever to deliver the highest quality possible. In Good Products, Bad Products, you’ll learn how to: : Maximize your product’s performance—and minimize the cost Appeal to your customer’s emotions—with elegance and sophistication Make sure your product is a perfect fit—that’s human, cultural, and global With competition growing stronger and fiercer every year, product quality has become the number-one factor in a company’s success. Adams points out that there will always be a stable demand for a high-quality product. By addressing every aspect of product quality—from the technical to the practical to the aesthetic—you can develop a product that your company will be proud of and your customers will love. Along the way, you’ll hear fascinating case studies of famous brands that became victims of their own success—like Kodak, IBM, Zenith, and GM—and struggled to recover lost ground. You’ll see how some countries like Japan surged ahead by offering better products than anyone on the globe. You’ll learn how some U.S. manufacturers remained successful in spite of the foreign market’s lower wages. And you’ll discover the top industry secrets for prioritizing quality throughout the company, delivering products that are the best in their class. Now more than ever, quality matters. Good Products, Bad Products gives you the edge—so you can give your customers the best product possible. James L. Adams is professor emeritus at Stanford University, where he chaired several programs, taught courses on design and creativity, and participated in many executive programs. Trained as an engineer and artist, he has conducted corporate workshops around the world and has written the bestselling guide to creativity and innovation, Conceptual Blockbusting.




Good Products, Bad Products: Essential Elements to Achieving Superior Quality


Book Description

“This book is the most comprehensive discussion of all the elements that go into producing superior products that I have read. I have thought a lot about quality over many years, yet the thinking reflected throughout [this] discussion is a real eye-opener for me. For anyone seriously interested in quality, this is a must read.” —Donald E. Petersen, retired President and Chairman, Ford Motor Company “This is a book only a legend like Jim Adams could write. Based on a very popular course Jim taught at Stanford for many years, it should be required reading for every engineering student interested in designing great products. Great products lead to great companies that change the world. Every aspiring engineer wants to have an impact and this book will absolutely help. Read it!” —James D. Plummer, Dean, School of Engineering, Stanford University “Drawing on fifty years of engineering experience, ranging from car design to rocket science, Stanford professor Jim Adams takes us on an engaging and eclectic journey through the evolution of what makes good products tick. With the same irrepressible curiosity Adams displayed in Conceptual Blockbusting, he shares insights into the underlying characteristics that separate products into the good, the bad, and the ugly.” —Tom Kelley, General Manager, IDEO, and author of The Art of Innovation and The Ten Faces of Innovation “Adams has a high-level and holistic view of the design of everyday things and the issues confronting those who develop them. If you design things, you will enjoy this book and benefit from Jim’s wisdom and experience.” —Bill Moggridge, Director of the Smithsonian’s Cooper-Hewitt National Design Museum, and author of Designing Interactions and Designing Media “Jim Adams is a gift. He understands the true essence of quality, blending ‘what works’ with ‘what’s beautiful.’ Here this master teacher shares his special wisdom: how to create that magical experience of a product we love, one that evokes ‘Wow, this is really cool!’ His timeless, inspired message could not be more timely.” —Jim Collins, author of Good to Great and coauthor of Built to Last and Great by Choice About the Book: What is the secret behind every successful product? Why are people willing to pay more for a BMW than a Chevrolet? How could Apple iPhones represent only 4% of the world’s cell phone market in 2010 but take in 50% of the profits? The answer is QUALITY. In this provocative new book, bestselling author James L. Adams provides a brilliant, in-depth look at the powerful but elusive qualities that can make or break a product’s success. A must-read for managers, designers, manufacturers, engineers, and marketers, this groundbreaking approach will change the way you think about your product—and show you why it’s more important than ever to deliver the highest quality possible. In Good Products, Bad Products, you’ll learn how to: Maximize your product’s performance—and minimize the cost Appeal to your customer’s emotions—with elegance and sophistication Make sure your product is a perfect fit—that’s human, cultural, and global With competition growing stronger and fiercer every year, product quality has become the number-one factor in a company’s success. Adams points out that there will always be a stable demand for a high-quality product. By addressing every aspect of product quality—from the technical to the practical to the aesthetic—you can develop a product that your company will be proud of and your customers will love. Along the way, you’ll hear fascinating case studies of famous brands that became victims of their own success—like Kodak, IBM, Zenith, and GM—and struggled to recover lost ground. You’ll see how some countries like Japan surged ahead by offering better products than anyone on the globe. You’ll learn how some U.S. manufacturers remained successful in spite of the foreign market’s lower wages. And you’ll also discover the top industry secrets for prioritizing quality throughout the company, delivering products that are the best in their class. Now more than ever, quality matters. Good Products, Bad Products gives you the edge, so you can give your customers the best product possible.




Good Strategy Bad Strategy


Book Description

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.




Who


Book Description

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.




Writing Effective Use Cases


Book Description

This guide will help readers learn how to employ the significant power of use cases to their software development efforts. It provides a practical methodology, presenting key use case concepts.




Why Startups Fail


Book Description

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.




Product-Led Growth


Book Description

"Product-Led Growth is about helping your customers experience the ongoing value your product provides. It is a critical step in successful product design and this book shows you how it's done." - Nir Eyal, Wall Street Journal Bestselling Author of "Hooked"




Good to Great


Book Description

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?




The Leader You Want to Be


Book Description

You can be the leader you want to be--today and every day. Do you find yourself wishing you had more hours in the day? Do you want to do more, yet feel you just can't add another thing to your plate without being overwhelmed by stress or compromising your health, relationships, and integrity? No doubt, as a leader, there are some days when you feel the flow. You're able to make a difference and achieve big goals. You feel confident and energized. On days like this, you are your best self--the leader you want to be. But on other days, you go down a different, negative path, with pressures and doubts making you feel like a lesser version of yourself. How can you be the leader you want to be, every day? The answer is more than a time-management system or a silver-bullet solution for changing your routines. Leadership expert and coach Amy Jen Su's powerful new book helps readers discover that the answer lies within. By focusing in specific ways on five key leadership elements--Purpose, Process, People, Presence, and Peace--you can increase your time, capacity, energy, and ultimately your impact, with less stress and more equanimity. Drawing on rich and instructive stories of clients, leaders, artists, and athletes, as well as on research by experts, the author brings together the best of both Western management thinking and Eastern philosophy to provide a holistic yet hands-on approach. The Leader You Want to Be is your indispensable guide to tapping into and expanding your leadership capacity so that you can be your best, sustain yourself, and thrive as a leader.




The 5 Elements of Effective Thinking


Book Description

Offers real-life stories, items, and methods that allow for a deeper understanding of any issue, provide the power to use failure as a step toward success, and develop a habit of creating probing questions.