Inside Apple

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Michael Tobin

"Radical, creative, often extreme, and incredibly successful management techniques from a leading global entrepreneurWritten from the point of view of someone achieving business success in today's turbulent economy The Non-Strategy Book offers you a fresh way of thinking about successfully managing any sort of business, under any conditions. Controversial, thought-provoking, and entertaining, it delivers TelecityGroup founder and CEO, Mike Tobin's unconventional approach to management and shares the lessons he's learned on his path to building one of the world's largest data center provider companies. Radical, creative, often extreme, the techniques it describes are the same ones Mike uses every day at TelecityGroup, and with which he has achieved nothing short of awe-inspiring results. Inspiration and practical tips for managers or business leaders who are stuck in a rut and in search of new ways to motivate their teams, make bolder decisions and handle change with more agility Makes managers at all levels rethink and reassess the way they plan, manage, and deliver vision in their organizations Identifies eleven fundamental rules that any manager or leader can adopt at any level in any organization Identifies the core characteristics that underpin Mike Tobin's controversial management philosophy and illustrates how they have been applied with fascinating, often hilarious stories and vignettes "--

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Clayton M. Christensen

In his book, The Innovator's Dilemma [3], Professor Clayton Christensen of Harvard Business School describes a theory about how large, outstanding firms can fail "by doing everything right." The Innovator's Dilemma, according to Christensen, describes companies whose successes and capabilities can actually become obstacles in the face of changing markets and technologies. ([Source][1]) This book takes the radical position that great companies can fail precisely because they do everything right. It demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market leadership when confronted with disruptive changes in technology and market structure. And it tells how to avoid a similar fate. Using the lessons of successes and failures of leading companies, The Innovator's Dilemma presents a set of rules for capitalizing on the phenomenon of disruptive innovation. These principles will help managers determine when it is right not to listen to customers, when to invest in developing lower-performance products that promise lower margins, and when to pursue small markets at the expense of seemingly larger and more lucrative ones. - Jacket flap. [1]:

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Cassie Parks

"Some people would say starting their own business from scratch and building it up to a comfortable income is the hardest part. However, many realize that doubling their business is the bigger task and often wonder how they can accomplish this while still enjoying their life. After all, there are only 24 hours in a day! When business owners already feel too busy to find and serve more clients, it can seem impossible to double their business without duplicating themselves. Even after coming up with numerous options, and getting opinions from others, sometimes nothing seems to feel good because every solution requires more of their time and energy that is currently at a premium. In Double your business, entrpreneurs will find the path to doubling their business without doubling their hours"--Page [4] of cover.

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Peter Evans

In recent years, debate on the state's economic role has too often devolved into diatribes against intervention. Peter Evans questions such simplistic views, offering a new vision of why state involvement works in some cases and produces disasters in others. To illustrate, he looks at how state agencies, local entrepreneurs, and transnational corporations shaped the emergence of computer industries in Brazil, India, and Korea during the seventies and eighties. Evans starts with the idea that states vary in the way they are organized and tied to society. In some nations, like Zaire, the state is predatory, ruthlessly extracting and providing nothing of value in return. In others, like Korea, it is developmental, promoting industrial transformation. In still others, like Brazil and India, it is in-between, sometimes helping, sometimes hindering. Evans's years of comparative research on the successes and failures of state involvement in the process of industrialization have here been crafted into a persuasive and entertaining work, which demonstrates that successful state action requires an understanding of its own limits, a realistic relationship to the global economy, and the combination of coherent internal organization and close links to society that Evans calls "embedded autonomy."