"The Future of Thinking: Learning Institutions in a Digital Age" gives a very interesting analysis of the how social media and web 2.0 could and should change the way that learning institutions structure and run their learning. The book is aimed at universities, but is equally applicable to any organisation concerned with learning or knowledge, particularly professional membership institutions, such as the British Computer Society or Royal College of General Practitioners.
The book was itself developed collaboratively, with an early draft being posted for comment and a couple of seminars to discuss the main points.
An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organisations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit opportunities for improvement.
This is a book of thinking tools for software development leaders. It is a tool kit for translating generally accepted lean principles into effective agile practices that fit your unique environment. Lean thinking has a long history of generating dramatic improvements in fields as diverse as manufacturing, health care and construction.
This book draws on the Poppendiecks’ unparalleled experience helping development organisations optimize the entire software value stream. You’ll discover the right questions to ask, the key issues to focus on, and techniques proven to work.
Mary and Tom Poppendieck present case studies from leading-edge software organisations, and offer practical exercises for jumpstarting your own Lean initiatives.
John Seddon argues powerfully for the government to forget sticking plasters like CRM and citizen empowerment and says don’t tweak the system. Ditch it.
Systems Thinking in the Public Sector gives example after example of exactly how the system fails from housing benefits and care for the elderly to call centres like Consumer Direct. Drawing on John Seddon’s extensive experience working as a consultant with UK public sector managers, this is a fiercely uncompromising, yet rigorous manifesto for change.
This is a management book that challenges convention and aims to appeal to a wide target audience. Seddon argues that while many commentators acknowledge command and control is failing us, no one provides an alternative. His contention is the alternative can only be understood when you see the failings of command and control by taking the better - systems - view.
The Guide targets executives from every function that Agile affects to provide them with the principles they need in order to become effective with an Agile initiative. The guide covers the rationale for Agile, implementing it, fitting it into your company, and scaling it to the enterprise level.
This is an excellent book that ought to be compulsory reading for all companies with a customer service element, mostly because so many of them are so very far from providing even reasonable service.
The book gives clear, practical advice and loads of examples of where service has gone wrong and of best practice (plenty of examples from Amazon and first direct for instance in this category).
Long recognised as one of the world’s leading business thinkers (over two million copies of his books have been sold around the world), in Myself and Other More Important Matters
he leaves the management territory he has so effectively and influentially mapped in the past to explore the wider issues and dilemmas - both moral and creative - raised by the turning points of his long and successful life.
Here he investigates the big issues of how life can best be lived as they have emerged from the unfolding of his life and his unique and influential understanding of what really matters.
In Switch, Chip and Dan Heath discuss the need to engage peoples emotional side if you want to make a change. It is not enough to make the logical case for change, you have to engage with the emotional dislike or even fear of change.