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| 61. International Management: Managing Across Borders and Cultures by Helen Deresky | |
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| 62. Marketing Research and SPSS 11.0, Fourth Edition by Alvin C. Burns, Ronald F. Bush | |
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| 63. Macroeconomics (9th Edition) by Robert J. Gordon | |
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Reviews (5)
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| 64. Economics: Principles, Problems, and Policies by Campbell R. McConnell, Stanley L. Brue | |
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| 65. The Rise of the Creative Class: And How It's Transforming Work, Leisure, Community and Everyday Life by Richard Florida | |
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Book Description The Washington Monthly 2002 Annual Political Book Award Winner The Rise of the Creative Class gives us a provocative new way to think about why we live as we do today-and where we might be headed. Weaving storytelling with masses of new and updated research, Richard Florida traces the fundamental theme that runs through a host of seemingly unrelated changes in American society: the growing role of creativity in our economy. Just as William Whyte's 1956 classic The Organization Man showed how the organizational ethos of that age permeated every aspect of life, Florida describes a society in which the creative ethos is increasingly dominant. Millions of us are beginning to work and live much as creative types like artists and scientists always have-with the result that our values and tastes, our personal relationships, our choices of where to live, and even our sense and use of time are changing. Leading the shift are the nearly 38 million Americans in many diverse fields who create for a living--the Creative Class. The Rise of the Creative Class chronicles the ongoing sea of change in people's choices and attitudes, and shows not only what's happening but also how it stems from a fundamental economic change. The Creative Class now comprises more than thirty percent of the entire workforce. Their choices have already had a huge economic impact. In the future they will determine how the workplace is organized, what companies will prosper or go bankrupt, and even which cities will thrive or wither. Reviews (36)
Many criticize Florida's use of the Bohemian Index and Gay Index (however well it correlates to economic growth), citing the information does not apply to the majority of middle class Americans. The paperback edition of Florida's book contains a preface where the author points out that the creative environment is not limited to a city itself, but a region that allows people to live in the environment that suits them the best, i.e. Silicon Valley and San Francisco together provide an environment to growth. I do, however, find Florida's diversity ranking a bit lacking. Honolulu, one of the most diverse areas I have lived in, does not seem very diverse, because Asians and Pacific Islanders were considered as one racial/ethnic group.
This is interesting enough, and Florida makes the connection to earlier work (especially that of Jane Jacobs) on what makes a city an "authentic" and interesting place to live. It is well known that as time goes on, so-called "knowledge workers" are becoming a larger and larger part of the economy. However Florida, perhaps driven to some "irrational exuberance" by the bubble economy we were living in when he was writing this, makes some pretty outlandish claims for the importance and power of this class of workers (which he calls "the creative class"). As of mid-2004, this all seems a quaint relic of 1990s "new economy" optimism. He also fails to address two things which have had a huge impact on the labor market in recent years: He mentions but does not address at any length the collapse of the high-tech bubble, and what impact this change will have on the phenomena he describes. It would seem that most of what he describes is (at least for now) no longer true, as high-tech workers can no longer pick and choose but are now in the position of being glad to find any job at all. He does not mention at all the phenomenon of overseas outsourcing. This may not have been a hot topic when the book was written but by the time (Fall '03) he wrote the preface to the paperback edition it was so, and he does not even mention it, despite the fact that it is at the very least having a large psychological effect on the high-tech job market.
The author suggests that municipalities would be wise to structure their geography to attract creative class individuals. Another approach, which he does not consider, would be a strategy to develop more creative class individuals from the resident population. Unlike other natural resources, which are finite, creative class capital can be generated by educational opportunities and personal development. An interesting thought occurred to me while reading this book: Dr. Florida describes creative class individuals as uninterested in group conformity. Meanwhile, the major political parties become increasingly polarized and intolerant of dissent within the ranks, sidelining independent-thinking "moderates." Thus public policy is being developed by parties who have driven the creative class out from their midst. This, more than anything, may be the most critical issue for the creative class to confront. ... Read more | |
| 66. When Genius Failed : The Rise and Fall of Long-Term Capital Management by ROGER LOWENSTEIN | |
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Reviews (114)
This book gives a brief introduction to the various players involved. It gives an indicationl of the greed involved, not only by over-leveraging but by forcing investors to take back their money so the partners could put all their money in the fund and make all the profits for themselves. Interestingly, they did these people a great favor by preventing them from going broke. Later in the book, when the crisis is really brought forward, we are given a detail day to day account of the stress and problems that the fund managers were creating for themselves and the rest of Wall Street as many banks and other financial institutions had tied up hundreds of millions with this firm. In the end the Federal Reserve arranged a bailout with fourteen major banks to save day. Ironically, the super-losers went and created another fund after this big crash and sure enough they raised a few hundred millions in trading capital so the 'bright' fellows can get running again!
Blame the Asian flu, IMF unresponsiveness, and Salomon Barney Smith abandonment of its arbitrage positions as causes for the evaporation of 4 billion dollars LTCM within months. LTCM was too big, possessing $128 billion in assets and $3.6 billion in the bank and 2/5 of money belonging to the owners. Notation derivates reaching leverage 100 to 1 preventing rapid sell off and bankruptcy out of question, for bankruptcy would have caused a world cascade economic crash and loses reaching above $1 trillion. Bankruptcy was not an option; LTCM was too big to fail and the Fed knew it. LTCM only chance was too secure money from warranties, loans, or a buy out; none of which in the end would save them. In the end, the Feds 16 banks would invest $250 million each with a total accumulation of $4 billion dollars rescuing LTCM and the partners would leave with relatively nothing in their pockets. How did smartest guys on Wall Street fail? How did the impossible happen? 1997, Indonesia, Rupiah dropped 85 percent as currency traders forced devaluation revealing a corrupt banking practices and overextension of bad credit; volatility rose to 27 percent. 1998 LTCM bet that no future recession would occur and believed the Bond margins would narrow. Instead, the world economy were experience new global forces as communism was breaking down, China's GNP was heating up, and East Germany was experiencing new economic freedoms. A U.S - 56 point margin increase on the swap, England - 45 point margin, and German - 20 point margin and LTCM was losing money on all of its markets. LTCM had previously negotiated a warrant by UBS and UBS was being seriously exposed while LTCM was claiming "Future expected returns are good" although Equity Volume was in trouble, Swap margins were increasing, and Treasuries were falling as investors fled to safer securities and as Treasuries were being bought up their rates dropping to 5.56. With Indonesia falling - all eyes were turned to Russia. There was no rescue by the IMF for the Russian ruble. Shares in Europe and Turkey were weak and Venezuelans were buying dollars all the while swaps margins increased. Aug 21, the Dow fell 280 points and investors continued to prefer the safest bonds, the 30 year treasures, US swaps increased to 76 points, 20 points in one day, Britain swaps increased to 62 points and mortgage spreads spread to 121 points, high yield climbed to 276, and treasurers were at 13. LTCM lost $558 million in a single day, 15 percent of their capital. LTCM was certain the markets would correct rationally and the spreads converge. Losses accumulated faster because leverages increased. Additional $200 million in funding was requested from Merrill Lynch. Hedge funds were not considered a bank and so credit extension regulation was constrained. The drop in LTCM performance caused banks to tighten their credit lines to hedge funds. In fact, the hedge funds poor performance screamed default and banks demanded their entitlement to repayment. LTCM was very close to insolvency. Mattone told Meriwether, "when you're down by half, people figure you can go down all the way" and "your out". Aug 31, the DOW crashed 512 points, Hong Kong Authority stopped supporting local markets by buying local shares. For the month of Aug, LTCM had lost $1.9 billion, 45 percent of its equity capital, and still had $125 billion in derivative assets. Death was imminent, the leveraging could not be stopped, LTCM was immobilized by its size, and Bear was threatening to suspend trading. After reviewing LTCM books, Bear allowed LTCM trades and gave a harsh warning, if they dropped below $500 million all trades would halt. Sep 10, LTCM experiences a sum lose of $500 million dollar for five days of trading. LTCM still has 7,000 derivative contracts totaling $1.4 trillion dollars. In 1987, Alan Greenspan was appointed as chairman of the Federal Reserves. Greenspan did not totally understand hedge funds, they were fairly private, and the Fed had no authority over them. Greenspan was nervous about the credit lines extended too these funds. Some call the funds, banks. What were the hedge funds? What is a bank? The New York Fed keeps in touch with its branches and they talk with private industry, so supposedly the Fed keeps a pulse on the private sector. The Fed has a trading desk and trades $450 billions in treasuries, buying and selling to affect the amount of available money supply. If the Fed buys treasures, this act increase money supply and gives banks more money for banks to loan, and interest rates decrease. If the Fed buys back treasures, this act decrease money supply and makes less available loanable money and interest rates rise. The volatility of LTCM was rising because it was so vulnerable. LTCM was being pressured by Goldman as they continued buying down increasing spreads. Goldman exasperated the European bond market cutting apart LTCM. Warren Buffet was a seemly friend but of no help to LTCM. Berkshire Hathaway made an offer: 250 million for $3.57 billion to stabilize the fund and all partners fired. Legal confusion forfeited the deal. The last thing the economy wanted was an economic meltdown, so the Fed offered a deal and the LTCM partners were out in the cold with tears in their eyes, a perfect model (Merton, Black, Scholes) and not enough liquid money to save them against the impossible.
Lowenstein has the audacity to write of Merton, a Nobel Laureate, that he held a "naive belief in perfect markets." Perfect markets may be mythical, but the author is not qualified to call this view naive. The output of the model is as important as the tenability of its' assumptions. In the end, the fund was too big and successful, not hubristic, to remain in its' sphere of expertise (bond arbitrage) and was forced to become the 800-pound gorilla in other markets like merger arbitrage. Yes, the top two traders were arrogant (a requirement for traders) but the markets broke the fund, not Hilibrand and Haghani. More details on the transactions would have been interesting but these may have burdened the flow of the book. There are copious footnotes and the author does a nice job of outlining the players and their stakes in the fund.
The poison pill at the center of Long-Term Capital Management's very being was the efficient market theory, an almost universal belief among economists and financiers alike that free markets always operate in the most effective, logical manner possible over the long term. They don't, of course, and that refusal to acknowledge fundamental human irrationality led LTCM over the brink. Lowenstein does an outstanding job of untangling the fund's complicated derivatives trades and explaining how the fund eventually over-leveraged itself into a sudden collapse. We normally read business stories like this for the thrill of seeing moral hazard at work, seeing the rich fall from grace and thinking how well-deserved that fate is. I would recommend, however, that you approach this book as a template for how the next Great Depression could spring from the simultaneous self-destruction of derivatives trading firms. And thanks to Roger Lowenstein, you don't have to be a genius to see how it could happen. ... Read more | |
| 67. Economics : Explore and Apply, EnhancedEdition by Ronald Ayers, Robert Collinge | |
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| 68. Mr. China : A Memoir by Tim Clissold | |
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Book Description The idea of China has always exerted a pull on the adventurous type. There is a kind of entrepreneurial Westerner who just can't resist it: red flags, a billion bicycles, and the largest untapped market on earth. What more could they want? After the first few visits, they start to feel more in tune and experience the first stirrings of a fatal ambition: the secret hope of becoming the Mr. China of their time. In the 1990s, China went through a miraculous transformation from a closed backwater to the workshop of the world. Many smart young men saw this transformation coming and mistook it for their destiny. Not a few rushed East to gain strategic footholds, plant their flags, and prosper. After all, the Chinese had numbers on their side: a seemingly endless population, a thirst for resources, and the tide of history. What they needed was Western knowledge and lots of capital. Or so it seemed ... Mr. China tells the rollicking story of one man's encounter with the Chinese. Armed with hundreds of millions of dollars and a strong sense that he and his partners were -- like missionaries of capitalism -- descending into the industrial past to bring the Chinese into the modern world, Clissold got the education of a lifetime. The ordinary Chinese workers, business owners, local bureaucrats, and party cadres Clissold encountered were some of the most committed, resourceful, and creative operators he would ever meet. They were happy to take the foreigner's money but resisted just about anything else. At every turn, the locals seemed one step ahead of Clissold's crew threatening to take the Westerners for all they were worth. In the end, Mr. China isn't a tale of business or an expatriate's love for his adopted land. It's one man's coming-of-age story where he learns to respect and admire the nation he sought to conquer. Reviews (20)
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| 69. The Cartoon Guide to Statistics by Larry Gonick, Woollcott Smith | |
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our price: $11.86 (price subject to change: see help) Asin: 0062731025 Catlog: Book (1994-02-25) Publisher: HarperResource Sales Rank: 5557 Average Customer Review: US | Canada | United Kingdom | Germany | France | Japan |
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Book Description The Cartoon Guide to Statistics covers all the central ideas of modern statistics: the summary and display of data, probability in gambling and medicine, random variables, Bernoulli Trails, the Central Limit Theorem, hypothesis testing, confidence interval estimation, and much more--all explained in simple, clear, and yes, funny illustrations. Never again will you order the Poisson Distribution in a French restaurant! Reviews (33)
The weakness of the book is that there are a lot of formulas given, and not enough discussion of the formulas, so one would need to use other statistics texts to supplement the material, so this book cannot stand alone in that respect. On the other hand, if one is just trying to get an overview, there is a lot to skip over. The authors do make fun of the formulas, and the amount of math so those that are looking for an overview may enjoy the humorous presentation. There is also a lot to do with the subject that the book covers. It does cover probabilities, but when it comes to distributions it really focuses on Standard Normal distributions. I don't believe it ever mentions Uniform, Poisson, or other types of distributions which most statistic courses do cover. The best part of the book is the examples, some of which are carried through for several chapters to help the reader better understand the subject. Although, even with the examples they are a bit inconsistent in how complete they are. For example, in one case they started to discuss the use of statistics to compare the salaries of male and female employees in the same job, but they never completed the discussion. The examples of racial bias in jury selection, and the gas mileage comparison of two different types of gas are much better. This is a decent book, but not up to the level of Gonick's excellent "Cartoon History of the Universe" series, and not strong enough to give it more than three stars.
Zev Saftlas, Author of Motivation That Works: How to Get Motivated and Stay Motivated
It contains everything you need to know about introductory statistics. Some things are a little unclear, but this stems from the fact that the author's did not want to burden the reader with the derivations of the basic equations. So at the expense of some clarity, they cut out a lot of junk that you will never need, probably even if your major is statistics. So even though you may need to supplement this book with a more detailed book, and even though the cartoons are far from funny, I give this book 5 stars because it is simply the best intro that you will find. You could easily get through an introductory college course with this book alone, and its a shame more courses don't try to do that.
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| 70. Price Theory and Applications by Steven Landsburg | |
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Book Description Reviews (5)
The "study guide" that is sometimes packaged with the textbook is not entirely useful; the number of problems actually in the textbook should be more than sufficient. Overall, this is a great survey of price theory with Landsburg's signature examples and interesting applications.
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| 71. The Secrets of Economic Indicators: Hidden Clues to Future Economic Trends and Investment Opportunities by Bernard Baumohl | |
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Book Description Now you can use these indicators to make smarter investment decisions, just like the professionals do.You don't need an economics degree, or a CPA... just this easy-to-use book. Former TIME Magazine senior economics reporter Bernard Baumohl has done the impossible: he's made economic indicators fascinating. Using real-world examples and stories,Baumohl illuminates every U.S. and foreign indicator that matters.Where to find them.What they look like. What the insiders know about their track records. And exactly how to interpret them. Whether you're an investor,broker, portfolio manager, researcher, journalist,or student, you'll find this book indispensable.Nobody can predict the future with certainty. But The Secrets of Economic Indicators will get you as close as humanly possible. What the numbers really mean... ...to stocks, bonds, rates, currencies, and you Ahead of the curve: spotting turning points Calling recessions and recoveries in time to profit from them Leading indicators: where's the economy really heading Decoding initial unemployment claims, housing starts, the yield curve, and other predictors Beyond the borders Why foreign indicators are increasingly importantand how to use them Making sense of indicators in conflict What to do when the numbers disagree Finding the data Free web resources for the latest economic data | |
| 72. Microeconomics : Principles and Applications by Robert E. Hall, Marc Lieberman | |
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| 73. Managerial Economics with InfoTrac College Edition by Mark Hirschey | |
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| 74. The Art of M&A: A Merger Acquisition Buyout Guide by Stanley FosterReed, Stanley Foster Reed, Alexandra Reed Lajoux | |
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Book Description Synopses of nearly three dozen landmark cases give real life insights into legal rulings from previous high profile mergers. Over the past decade, The Art of M&A has helped thousands of executives make sound decisions. Now, let it provide all the information you will need to buy or sell companies, whether public or private, domestic or foreign. Reviews (10)
Also, while it is a dense read, I think this would be invaluable for people just entering either Investment Banking or Private Equity to read as an introduction to the rules, regulations and procedures surrounding mergers/acquisitions.
It is NOT a theory laden textbook. Rather, it is a very useful and practical guide to the field and will help the careful reader avoid many pitfalls. There are many ways to make mistakes in buying companies and this book can open your eyes to quite of few of them. In fact, if you are the target of a buyout, this book can be of special importance and interest. I admit to being fascinated by this topic so take that into consideration when evaluating what I say about this book. But even so, mergers and acquistions are so much in the news (for good and ill) that it can only help to get more background on what is really going on and how these deals are (or at least should be) put together. The book reads MUCH shorter than its size and is fairly comprehensive on the subject - from the methods in selecting candidates for acquisition to what to do when you are a target of an acquisition to some very specialized topics. It also deals with M&A issues with both public, private, and even family firms. Honestly, I am surprised at how glad I am that I bought this book. It is terrific.
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| 75. Applied Mergers and Acquisitions (Wiley Finance) by Robert F.Bruner, Joseph R.Perella | |
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Book Description "Bob Bruners Applied Mergers and Acquisitions is a masterful and comprehensive treatment of the topic of M&A. The book is remarkably complete, discussing economic valuation, legal considerations, deal structure, ethics, accounting, post-merger integrationand more. It blends material from practice and from academia in an easy-to-read style, making it a must-read, and want-to-read, for anyone interested in this subject." "Preeminent scholar Robert Bruner has combined the best insights from theory with proven lessons from industry to produce the definitive resource on mergers and acquisitions. Bruners renowned teaching skills and keen intellect are evident throughout, rendering a must-read for finance students, investors, and corporate executives into a remarkably enjoyable read." "How many books really succeed in teaching M&A practitioners to distinguish among deals that should be avoided, deals that are promising but cant be executed by the teams involved, and deals where significant value can be achieved? We should start the count with Bruners Applied Mergers and Acquisitions. Bruner is the ultimate teacher for practitioners who want to improve performance." "Bob Bruner has achieved the impossible: covering in one book all relevant economic, financial, accounting, legal, and tax aspects of mergers and acquisitions and illustrating each concept with case studies. Impressive!" "Bob Bruners book combines the best of academic thinking and business practice on one of the most fascinating and challenging topics in all of business. The area of mergers and acquisitions stretches executives and scholars to consider the whole realm of management practicefrom strategy, to finance, to law, to negotiations, to integration planning, to human behavior." Reviews (1)
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| 76. Macroeconomics : Principles and Policy, 2004 Update by William J. Baumol, Alan S. Blinder | |
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| 77. The Art of Innovation : Lessons in Creativity from IDEO, America's Leading Design Firm by Tom Kelley, Tom Peters, Tom Peters | |
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Amazon.com But The Art of Innovation really teaches indirectly (not to mentionenlightens and entertains) by telling great stories--mainly, of how the bestideas for creating or improving products or processes come not from laboriouslyorganized focus groups, but from keen observations of how regular people workand play on a daily basis. On nearly every page, we learn the backstories ofsome now-well-established consumer goods, from recent inventions like the PalmPilot and the in-car beverage holder to things we nearly take for granted--likeIvory soap (created when a P&G worker went to lunch without turning off hissoap mixer, and returned to discover his batch overwhipped into 99.44 percentbuoyancy) and Kleenex, which transcended its original purpose as a cosmeticsremover when people started using the soft paper to wipe and blow their noses.Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wackyoffice environment, and takes us on a vivid tour of how staffers tackle a designchallenge: they start not with their ideas of what a new product should offer,but with the existing gaps of need, convenience, and pleasure with which peoplelive on a daily basis, and that IDEO should fill. (Hence, a one-piece children'sfishing rod that spares fathers the embarrassment of not knowing how to teachtheir kids to fish, or Crest toothpaste tubes that don't "gunk up" at themouth.) Granted, some of their ideas--like the crucial process of "prototyping," orincorporating dummy drafts of the actual product into the planning, to work outbugs as you go--lend themselves more easily to the making of actual things thanto the more common organizational challenge of streamlining services oroperations. But, if this big book of bright ideas doesn't get you thinking ofhow to build a better mousetrap for everything from your whole business processto your personal filing system, you probably deserve to be stuck with themousetrap you already have. --Timothy Murphy Reviews (49)
If you are looking for real insights into the IDEO design process you will be disappointed. Most of the insights are of a personnel management nature, and even those are at a relatively high level. Mr. Kelley pokes more than a few veiled barbs at the slow industrial giants who simply cannot compete with the brain power and management prowess at IDEO. That may sound sarcastic, but Mr. Kelley's pride in his company often crosses that fine line into arrogance. There are a few actual projects described to point out how valuable a certain IDEO practice is. There are repeated references to IDEO's contribution to the invention of the Apple mouse and follow-up work on the Microsoft Mouse. Also, a great deal of time is spent talking about the redesign of the common shopping cart that was done in one week for a segment on Nightline. I know that IDEO has had many important clients and recent important projects. Perhaps they can't talk about them because of non-disclosure agreements. There are color pictures of some products at the beginning of each of 15 chapters but often there is no mention of those products in the text. Some black & white photographs of products and the IDEO workspaces also accompany the text. There are no diagrams or illustrations. A great deal of the book outlines the emphasis that IDEO puts on the treatment of their employees and their penchant for quick and frequent prototyping as a key to success. All projects start by assigning a "hot" team and letting them brainstorm and prototype their way into some great ideas. No details are given on how the teams are formed or managed. This book is for you if you are looking for a light management practices book and just a little insight into a premier design firm. You will probably be disappointed if you want to find out how products are designed or what specific processes are used to manage the design process. You also will not get a great deal of competitive information about IDEO. The book assumes that you have at least a general idea of what Industrial Design is about. Tom Kelley admits that workshops about the "IDEO way" have been turned into a profit center. They give seminars on how to organize product development at client companies. I could see IDEO including this book with their seminar, or perhaps they could give it to a prospective client to whet their appetite. It definitely leaves you wanting more information. I am left wondering, "How much is that seminar, and will they let me in?"
It is extremely difficult to overcome what James O'Toole characterizes, in Leading Change, as "the ideology of comfort and the tyranny of custom." He and Kelley seem to be kindred spirits: Both fully understand how and why truly innovative thinking encounters so much resistance within organizations. Whereas O'Toole suggests all manner of strategies to overcome that resistance, Kelley concentrates on the combination ("blend") of ingredients which, when integrated and then applied with both rigor and passion, may (just may) produce what Jobs once referred to as "insanely great." What both O'Toole and Kelley have in mind is creating and sustaining an innovative culture, one from within which "insanely great" ideas can result in breakthrough products and (yes) services. "Loosely described", Kelley shares IDEO's five-step methodology: Understand the market, the client, the technology, and the perceived constraints on the given problem; observe real people in real-life situations; literally visualize new-to-the-world concepts AND the customers who will use them; evaluate and refine the prototypes in a series of quick iterations; and finally, implement the new concept for commercialization. With regard to the last "step", as Bennis explains in Organizing Genius, Apple executives immediately recognized the commercial opportunities for PARC's technology. Larry Tesler (who later left PARC for Apple) noted that Jobs and companions "wanted to get it out to the world." But first, obviously, create that "it." Kelley and his associates at IDEO have won numerous awards for designing all manner of innovative products such as the Apple mouse, the Palm Pilot, a one-piece fishing mechanism for children, the in-vehicle beverage holder, toothpaste tubes that don't "gunk up" in the cap area, "mud-free" water bottles for mountain bikers, a small digital camera for the handspring Visor, and the Sun Tracker Beach Chair. With all due respect to products such as these, what interested me most was the material in the book which focuses on (a) the physical environment in which those at IDEO interact and (b) the nature and extent of that interaction, principally the brainstorm sessions. In the Foreword, Tom Peters has this in mind when explaining why Kelley's is a marvelous book: "It carefully walks us through each stage of the IDEO innovation process -- from creating hot teams (IDEO is perpetually on 'boil') to learning to see through the customer's eyes (forget focus groups!) and brainstorming (trust me, nobody but nobody does it better) to rapid prototyping (and nobody, but nobody does it better...)." Whatever your current situation, whatever the size and nature of your organization, surely you and it need to avoid or escape from "the ideology of comfort and the tyranny of custom." Granted, you may never be involved in the creation of an "insanely great" product but Kelley can at least help you to gain "the true spirit of innovation" in your life. I join him in wishing you "some serious fun."
But just maybe he is re-defining the perfect environments for the the ideas that change the way we interface.
The third process is making prototype. It helps to solve the problem in 3-D, and let you know the problem or mistake in early stage of the process. The last insight is about the quality of the team members. They should broad in their skills and interests, deep in their knowledge and experience in one or more disciplines. All these could enhance the cross-pollination. All they should accept the divest within the team.
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