Business Strategy Innovation Consultants

Pearls of Wisdom

Business Strategy Innovation wants to share with you some of the texts we've found worthwhile on the subject of innovation. If you have other suggestions of meaningful volumes, please submit your recommendations on our Contact Us page.

All of these resources are available for purchase on Amazon.com.

	?What If!: How to Start a Creative Revolution at Work Dave Allan, Matt Kingdon, Kris Murrin, Daz Rudkin Review "...I found the book easy to read and understand, full of common sense and curiously compelling..." (City to Cities, August/September 2002) "...it's one of those rare books that could make a radical difference to the way you work and see the world, whilst being a genuine source of pleasure to read..." (Research Magazine, September 2002) Book Description We all know how important creativity is at work. New ideas, fresh solutions, and innovative approaches are always talked about, but rarely ever practiced. ?Whatif!, Second Edition gives you the power, insight, and courage to capture the essence of creativity at work. This one-of-a-kind book breaks creativity into six practical behaviors and shows you how all of us--not just the wacky genuis--is packed with creative potential. This fully updated and expanded edition explores areas that the first edition did not, filled with new insights, stories, and cases it will help you find or recapture your creativity with proven exercises that will help unlock the creative potential in anyone.
	The Future of Management Gary Hamel with Bill Breen From Publishers Weekly Though this authoritative examination of today's static corporate management systems reads like a business school treatise, it isn't the same-old thing. Hamel, a well-known business thinker and author (Leading the Revolution), advocates that dogma be rooted out and a new future be imagined and invented. To aid managers and leaders on this mission, Hamel offers case studies and measured analysis of management innovators like Google and W.L. Gore (makers of Gore-Tex), then lists lessons that can be drawn from them. He doesn't gloss over how difficult it will be to reinvent management, comparing the new and needed shift in thinking to Darwin's abandoning creationist traditions and physicists who had to look beyond Newton's clockwork laws to discover quantum mechanics. But the steps needed to make such a profound shift aren't clearly outlined here either. The book serves primarily as an invitation to shed age-old systems and processes and think differently. There's little humor and few punchy catchphrases - the book has less sparkle than Jeffrey Pfeffer's What Were They Thinking? - but its content will likely appeal to managers accustomed to b-school textbooks and tired of gimmicky business evangelism. (Oct.) Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. Reviews If companies now innovate by creating new products or new business models...why can't they do the same in how they manage organizations? --The New York Times, December 30, 2007 Like many great inventions, management practices have a shelf life...Gary Hamel explains how to jettison the weak ones and embrace the ones that work. --Fortune, September 19, 2007 There's much here that will resonate with forward-thinking managers. --BusinessWeek, October 8, 2007 Book Description What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation - new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century - centered on control and efficiency - no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing: The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change. The toxic effects of traditional management beliefs. The unconventional management practices generating breakthrough results in “modern management pioneers.” The radical principles that will need to become part of every company’s “management DNA.” The steps your company can take now to build your “management advantage.” Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.
	Fast Second How Smart Companies Bypass Radical Innovation to Enter and Dominate New Market Constantinos C. Markides, Paul A. Geroski Review "...a ring of real wisdom..." (Financial Times, 21st September 2005) Review “This is more than just an interesting new business book. It is a bold challenge of the pervasive conventional wisdom of building breakthrough, innovative capability as a foundation stone of competitive advantage. Through their strong and clear argument and their richly detailed examples, these leading strategic thinkers present a provocative set of ideas that no manager (or management teacher) can afford to ignore.” --Christopher A. Bartlett, Thomas D. Casserly, Jr. Professor of Business Administration, Harvard Business School "Fast Second will force cutting-edge leaders of big, established companies to totally rethink radical innovation. Conquering radical new markets is about timing and a smart strategy for scaling them up, not creating them." --Kathleen M. Eisenhardt, Stanford W. Ascherman M.D. Professor, Stanford University, and coauthor, Competing on the Edge: Strategy as Structured Chaos
	All the Right Moves A Guide to Crafting Breakthrough Strategy Constantinos Markides CIO, January 15, 2000 "All the Right Moves lives up to its title by carefully walking readers through the fundamental choices that are crucial to creating successful business strategies." Book Description Constantinos Markides contends that the essence of business strategy is to allow a company to create and exploit a unique strategic position in its industry. To do so, the company must make clear and explicit choices based on the answers to three difficult questions: Who should I target as customers? What products or services should I offer them? How should I do this in an efficient way? Any company engaged in strategy making must raise these questions, identify possible answers, and then choose what to do and what not to do. The objective should be to come up with ideas that differentiate the firm from its competitors-and thus stake out a unique strategic position. In All the Right Moves, a highly practical handbook on the fundamentals of strategy, Markides helps managers zero in on the critical choices that lie at the heart of all innovative strategies. More important, Markides argues that even the best of strategies have a limited life. It is not enough to develop a unique strategic position or to improve the existing one. Companies must continually create and colonize new strategic positions, a difficult if not impossible task for many established firms. Markides explains how to overcome the obstacles to innovation so that even well-established companies can innovate by breaking the rules of the game. All the Right Moves reveals how creative thinking leads to strategic innovation - the "breakthroughs" that separate winning strategists from also-rans. Markides approaches strategic thinking as a creative process in which examining an issue from a variety of angles often proves more productive than merely gathering data, and experimenting with new ideas can be more effective than conducting much scientific analysis. He poses key questions for readers to ask as he guides them through a step-by-step framework for developing their strategic thinking skills. In a refreshingly clear and practical approach, All the Right Moves offers concrete advice for thinking through the tough choices that all business strategists must face. It distills the important elements of strategy into an easy-to-follow system for crafting today's - and tomorrow's-breakthrough business strategies.
	The Strategy Paradox The Strategy Paradox - Why committing to success leads to failure (and what to do about it) Michael E. Raynor Review "One of the most important, realistic and useful books on strategy ever written. With consummate clarity and withering logic, Raynor confronts and resolves the paradox that while strategy requires commitment, much about the future is simply unknowable. It is an absolutely brilliant, lucidly written piece of scholarship." --Clayton M. Christensen, Professor, Harvard Business School and author of the bestselling The Innovator's Dilemma and The Innovator's Solution Book Description A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don’t even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right – or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival. Michael E. Raynor, coauthor of the bestselling The Innovator's Solution explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing. Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them: -- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile -- The CEO should not drive results, but manage uncertainty -- Business unit leaders should not focus on execution, but on making strategic choices -- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today’s opportunities while simultaneously preparing for tomorrow’s promise.
	Seeing What's Next Using the Theories of Innovation to Predict Industry Change Clayton M. Christensen, Erik A. Roth, Scott D. Anthony Inc. Magazine, September 2004 Just as kids await the latest Harry Potter installment, so do business leaders look for Clayton M. Christensen’s next offering. Book Description When a disruptive innovation is launched, it changes the entire industry and every firm operating within it. This book argues that it is possible to predict which companies will win and which will lose in a specific situation — and provides a practical framework for doing so. Most books on innovation — including Christensen’s previous two books — approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an “outside-in” perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in.
	The Innovator's Solution Creating and Sustaining Successful Growth Clayton M. Christensen, Michael E. Raynor From Publishers Weekly Christensen (The Innovator's Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen's earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being "disruptors" who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and Raynor, a director at Deloitte Research) examine the nine business decisions integral to growth, including product development, organizational structure, financing and key customer base. They cite such companies as IBM, AT&T, Sony, Microsoft and others to illustrate their points. Generally, the writing is clear and specific. For example, in discussing whether a company has the resources necessary for growth, the authors say, "In order to be confident that managers have developed the skills required to succeed at a new assignment, one should examine the sorts of problems they have wrestled with in the past. It is not as important that managers have succeeded with the problem as it is for them to have wrestled with it and developed the skills and intuition for how to meet the challenge successfully the next time around"; they then provide a real-life example of a software company. Similar important strategies give readers insights that they can use in their own workplaces. People looking for quick fixes may find the charts, diagrams and extensive footnotes daunting, but readers familiar with more technical business management tomes will find this one both stimulating and beneficial. Copyright 2003 Reed Business Information, Inc. Fast Company, September 2003 "...valuable tool for every aspiring upstart--whether you're inside a billion-dollar company or have a billion-dollar glimer in your eye."
	The Innovator's Dilemna The Revolutionary Book that Will Change the Way You Do Business Clayton M. Christensen Amazon.com What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies. At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards --This text refers to the Hardcover edition. From AudioFile When new technologies become available, how do established companies take advantage of these innovations without disrupting existing relationships with customers and stockholders? The managerial formula that solves this dilemma is far from simple, but this abridgment of the author's 1997 book will be easily understood by anyone interested in technological revolutions. The clarity of these broad-brush ideas is just plain fascinating. The reader's gravity and dramatic precision will be distracting for many people, but only for the first few minutes. After that, the big ideas in this program take over and captivate the listener's attention. T.W. © AudioFile 2001, Portland, Maine-- Copyright © AudioFile, Portland, Maine --This text refers to the Audio Cassette edition.
	Dealing with Darwin How Great Companies Innovate at Every Phase of Their Evolution Geoffrey Moore Book Description Bestselling author Geoffrey Moore shows companies how to rise to the challenge of natural selection—and master their own evolution Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he’s back with a book for established businesses that need to learn how to adapt—or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years. Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors—or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company’s offers apart? Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today’s Darwinian challenges, whether they’re producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve. For any business competing in today’s eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive. From Publishers Weekly "Innovation" is one of the great buzzwords of management theory, but this treatise accords it a thoroughgoing analysis. Management consultant Moore, author of the bestselling Crossing the Chasm, argues that companies can escape the marginless hell of commodity and price competition only through innovations that differentiate their products from their competitors' in the minds of consumers. He elaborates a taxonomy of 15 "innovation types," from "disruptive" breakthrough technologies like Apple's iTunes to more mundane marketing innovations like hiring a sports superstar to endorse athletic shoes. Unlike many business futurists, Moore doesn't exalt innovation for its own sake, insisting it must be tied to concrete business goals. To help companies determine the right-and wrong-strategies for innovation, he develops an analytical framework that distinguishes emerging from mature market categories and "complex systems" companies that sell pricey customized projects to a few customers from "volume operations " companies that sell standardized products to the masses. Moore illustrates these ideas with real-world examples, biased toward tech-sector companies; an extended case study of innovation-management at networking leviathan Cisco Systems forms the backbone of the book. Moore's approach is somewhat theoretical and replete with diagrams that feature sine waves and fractals. Fortunately, his treatment remains lucid and commonsensical, and offers a wealth of insights for thoughtful managers. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
	The Gorilla Game Picking Winners in High Technology Geoffrey Moore Book Description Finding the next Microsoft has been the Holy Grail for many investors. However, anyone who has dabbled in technology stocks can't help but be dismayed at their extreme volatility--it's not unusual for tech stocks to gain or lose 10 to 20 percent in a single day. So how can you win in this market and find the next Cisco, Intel, or Oracle? The key to winning, says bestselling author Geoffrey Moore, is to play the "gorilla game." Moore's previous two books, Crossing the Chasm and Inside the Tornado, are the bibles for many marketing professionals and product managers. In these books, Moore describes the life cycle common to the successful adoption of technology products and pinpoints moments in the cycle, for example, "the chasm," the "bowling alley," and the "tornado," where products can either flourish or fade away. In The Gorilla Game, Moore takes these concepts, with the help of coauthors Paul Johnson and Tom Kippola, and applies them to the task of finding gorilla stocks--ones that dominate their market niches. The book looks at how the market values technology stocks and provides case studies of markets where gorillas have been born. Moore and his coauthors put their ideas to the test in the final chapter and pick a portfolio of stocks that they believe have the potential to become winners in the gorilla game. The result is a highly perceptive investment guide that anyone who's a fan of Moore's earlier work will find exciti ng and profitable. This revised edition, published a year and a half after the first, includes a new chapter on valuing Internet stocks. --Harry C. Edwards Upside, Karen Southwick The Gorilla Game uses the same cosmology that Geoffrey Moore developed in two previous books about high-tech marketing strategy, Crossing the Chasm (HarperBusiness, 1991) and Inside the Tornado (HarperBusiness, 1995). This time, however, Moore uses his concepts to advise high-tech investors. The Gorilla Game suggests that an investor identify the tornado, or hypergrowth markets that occur within high technology, and put money into a basket of gorillas (dominant companies) or potential gorillas. The Gorilla Game offers a clear, well-differentiated investing strategy that serious investors should be able to understand. Once readers grasp Moore's vocabulary, his writing style is brisk and compelling. The chief drawback is you have to buy into Moore's theoretical construct of how high-tech markets work and limit your investing to the few markets in which that construct is applicable.
	Inside the Tornado Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets Geoffrey Moore Book Description This is Moore's second book expounding his high-tech marketing theories, focusing on what to do when you've followed his advice in Crossing the Chasm so well that customers are beating down your door and crawling in the windows, putting your business into a new lifecycle stage: the mass market. From Library Journal Moore (Crossing the Chasm, HarperBusiness, 1991) claims that marketing technology-based products is different from marketing standard consumer products. He explores marketing stages through a discussion of the "Technology Adoption Life Cycle," which follows a product from birth to death and suggests a course of action for each phase. He also charts power distribution within a company and the marketplace as these high-tech companies engage in traditional business strategies (i.e., strategic partnerships, competitive advantage, positioning, and organizational leadership). Moore provides examples from high-tech firms such as Hewlett-Packard, Apple, and Pyramid. Although other recent books address technology marketing (see TechnoBrands, AMACOM, 1991), none addresses life cycle issues. Written for those with a prior knowledge of marketing theory, this book is recommended for business libraries. Kathy Shimpock-Vieweg, O'Connor-Cavanagh Lib., Phoenix, Ariz. Copyright 1995 Reed Business Information, Inc.
	Crossing the Chasm Marketing and Selling High-Tech Products to Mainstream Customers Geoffrey Moore Book Description Author Geoffrey Moore makes the case that high-tech products require marketing strategies that differ from those in other industries. His chasm theory describes how high-tech products initially sell well, mainly to a technically literate customer base, but then hit a lull as marketing professionals try to cross the chasm to mainstream buyers. This pattern, says Moore, is unique to the high-tech industry. Moore suggests remedies for the problem that can help businesses meet their long-term goals. He coaches marketing professionals on how to move slowly through the gulf, teaching them to create profiles and target specific segments of the population rather than trying to plow right into the mainstream. He cites examples of successful chasm crossings by such companies as Apple, Tandem, Oracle, and Sun, showing what they all had in common and exposing the different weaknesses in their strategies. Moore also assigns responsibility for success to programmers and developers by suggesting they design a "whole product model." Here, because integration tasks are daunting to the mainstream market, all the components of a technological product must be in one package. Moore also describes strategies for competing with rival companies and assessing the best distribution channels for penetrating the target market. Written not just for marketing specialists but for all employees whose futures ride on the success of a technical product, Crossing the Chasm delivers crucial information in an engaging, readable tone. From the Publisher High-Tech Marketing Expert Identifies the Greatest Challenge Facing New Ventures and Shows How to Address It Every year, according to high-tech marketing expert Geoffrey Moore, millions of dollars invested in high-tech entrepreneurial ventures are lost trying to "cross the chasm" from early market success to mainstream market leadership. Moore, President of Geoffrey Moore Consulting, identifies and addresses the key challenges facing such ventures in the long-awaited paperback edition of Crossing the Chasm: How to Win Mainstream Markets for Technology Products Targeted at venture capitalists, product managers, and tech marketers, Moore's book identifies a fundamental flaw in the standard high-tech marketing model, which postulates smooth sales growth through a series of well-defined, ever-larger markets. In fact, says Moore, there are really two, fundamentally separate phases in the development of any high-tech market: an early phase that builds from a few, highly visible, visionary customers; and a mainstream phase, where the buying decisions fall predominantly to pragmatists. Transitioning between these two phases is anything but smooth, and confidently assuming that success in the early market will translate into mainstream success is the fatal error that causes so many high-flying start-ups to crash into the chasm. Crossing the Chasm grows from Moore's extensive consulting experience at Regis McKenna and at his own firm, working with hundreds of technology ventures struggling with these problems. The transition, he notes, is always perilous: typically, the new venture commits significant resources to modifications promised to secure its initial base of early market customers. The venture requires continued growth to support these commitments, growth into the lucrative mainstream markets. But these markets require a very different approach from that of the early visionaries; and if a company does not attack them properly, it will quickly fall short of projections and find itself in trouble. Moore's book presents specific strategies in marketing and all other areas of the business to help technology companies cross this critical chasm successfully.
	Blue Ocean Strategy How to Create Uncontested Market Space and Make Competition Irrelevant W. Chan Kim and Renee Mauborgne From Publishers Weekly Kim and Mauborgne's blue ocean metaphor elegantly summarizes their vision of the kind of expanding, competitor-free markets that innovative companies can navigate. Unlike "red oceans," which are well explored and crowded with competitors, "blue oceans" represent "untapped market space" and the "opportunity for highly profitable growth." The only reason more big companies don't set sail for them, they suggest, is that "the dominant focus of strategy work over the past twenty-five years has been on competition-based red ocean strategies"-i.e., finding new ways to cut costs and grow revenue by taking away market share from the competition. With this groundbreaking book, Kim and Mauborgne-both professors at France's INSEAD, the second largest business school in the world-aim to repair that bias. Using dozens of examples-from Southwest Airlines and the Cirque du Soleil to Curves and Starbucks-they present the tools and frameworks they've developed specifically for the task of analyzing blue oceans. They urge companies to "value innovation" that focuses on "utility, price, and cost positions," to "create and capture new demand" and to "focus on the big picture, not the numbers." And while their heavyweight analytical tools may be of real use only to serious strategy planners, their overall vision will inspire entrepreneurs of all stripes, and most of their ideas are presented in a direct, jargon-free manner. Theirs is not the typical business management book's vague call to action; it is a precise, actionable plan for changing the way companies do business with one resounding piece of advice: swim for open waters. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. Fort Worth Star Telegram, 14 February 2005 "Companies struggling to stay afloat in the market's...red oceans would do well to look into Blue Ocean Strategy."
	Myths of Innovation Scott Berkun Reviews "…Small, simple, powerful: an innovative book about innovation." --Don Norman, Nielsen Norman Group, Northwestern University; author of Emotional Design and Design of Everyday Things Book Description How do you know whether a hot technology will succeed or fail? Or where the next big idea will come from? The best answers come not from the popular myths we tell about innovation, but instead from time-tested truths that explain how we've made it this far. This book shows the way. In The Myths of Innovation, bestselling author Scott Berkun takes a careful look at innovation history, including the software and Internet Age, to reveal how ideas truly become successful innovations-truths that people can apply to today's challenges. Using dozens of examples from the history of technology, business, and the arts, you'll learn how to convert the knowledge you have into ideas that can change the world. * Why all innovation is a collaborative process * How innovation depends on persuasion * Why problems are more important than solutions * How the good innovation is the enemy of the great * Why the biggest challenge is knowing when it's good enough "For centuries before Google, MIT, and IDEO, modern hotbeds of innovation, we struggled to explain any kind of creation, from the universe itself to the multitudes of ideas around us. While we can make atomic bombs, and dry-clean silk ties, we still don't have satisfying answers for simple questions like: Where do songs come from? Are there an infinite variety of possible kinds of cheese? How did Shakespeare and Stephen King invent so much, while we're satisfied watching sitcom reruns? Our popular answers have been unconvincing, enabling misleading, fantasy-laden myths to grow strong." -- Scott Berkun, from the text.
	Business 2.0 Magazine From Amazon.com Business 2.0 offers today's "visionaries" a refreshing blend of traditional and contemporary business strategies. Lighthearted perspectives give way to hard-hitting articles on industry trends, while historic references pay homage to some of the world's all-time-great business leaders. Regular features include "Startup" ("People, trends, wild conjecture"), "What Works" ("Tactics, tools, true-life adventures") and "Self Serve" ("Navigate your life, enhance your view"). Throw in some flashy graphics and unusual fonts, and a slant towards the Internet economy, and Business 2.0 is well-positioned for the next century of business. --Elizabeth Malker From the Publisher Business 2.0 informs readers on what is working today in management, technology, marketing and other areas. Business 2.0 provides complete industry coverage including the latest in developing technologies, business models, and trends.
	Fast Company Magazine From Amazon.com Since 1995, Fast Company has been an informative and vital voice of the changing business industry. The monthly magazine is a beacon to new industries, especially those tied to the Internet, but offers more. Inside are smart attitudes and information that give entrepreneurs and business professionals the particulars of leadership and organization, no matter what the trade. Find key ingredients of working in teams or read a candid interview with the leaders of today's leading-edge companies. The magazine also offers practical business tools and tactics, from must-have gadgets to how to handle voluminous amounts of e-mail. Ideas come from Wall Street, Silicon Valley, Harvard, and even Las Vegas. The magazine dubbed the entrepreneurship and consulting movement "Free-Agent Nation," and overnight became the bible for those working for themselves. --Doug Thomas From the Publisher Business magazine of ideas and tools, profiles and evaluations on the ways business works. Advises readers on how to compete in the global business environment. The magazine debunks old myths and discovers new legends, and covers smart people working in smart companies all while having serious fun.

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