The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, Google Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question. There is a way to do better. The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers. It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.
The process of creating graphic design cannot be easily defined: each designer has their own way of seeing the world and approaching their work. Graphic Design Process features a series of in-depth case studies exploring a range of both universal and unique design methods. Chapters investigate typical creative strategies – Research, Inspiration, Drawing, Narrative, Abstraction, Development and Collaboration – examining the work of 23 graphic designers from around the world. Work featured includes projects by Philippe Apeloig, Michael Bierut, Ed Fella, James Goggin, Anette Lenz, Johnson Banks, Me Company, Graphic Thought Facility, Ahn Sang-Soo and Ralph Schraivogel. This book is aimed at students and educators, as well as practising designers interested in the working methodologies of their peers.
Working with type and image and the integration of these two elements to create persuasive and effective design pieces are the foundations of good graphic design. Yet, very little practical information exists for these tasks. This book changes all it. It gives designers the practical know-how to combine type and image for dynamic effect as well as to use them in contrast to create tension and meaning in design. Creating strong layouts is the most important as well as the most challenging of any project. This book inspires through excellence by exhibiting great design work then deconstructing the processes in simple visual terms. Type, Image, Message: Merging Pictures and Ideaslooks at this respected art form while providing practical information that can be used by any designer wishing to hone the skills needed to merge type with images in an inspired manner.
Turn team members into innovators Most organizations approach innovation as if it were a sideline activity. Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual. Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work. In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable. Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist: • Focus beats freedom: Direct people to look only for ideas that matter to the business • Insight comes from the outside: Urge people to connect to new worlds • First ideas are flawed: Challenge people to tweak and reframe their initial ideas • Most ideas are bad ideas: Guide people to select the best ideas and discard the rest • Stealthstorming rules: Help people navigate the politics of innovation • Creativity is a choice: Motivate everyone to persist in the five keystone behaviors Using examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace. So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.
Reproduction of the original. The publishing house Megali specialises in reproducing historical works in large print to make reading easier for people with impaired vision.
This book is about individuals in their daily lives." So writes Robert Anderson, a distinguished anthropologist whose study of Denmark offers the reader a unique opportunity to analyze a culture before development, during development, and as a modern nation. His purpose is to give the reader a feeling of what it means to live in a developing nation and the quality of life afforded by each historical period. "Danish social scientists and historians nurture a long tradition of research matched by those of only a few nations in the thoroughness and skill with which they have retrieved knowledge of their own past." Thus, while the readable content of the book is geared to the student or layman, the original analysis and data behind it will be of special interest to the professional scholar. The book is divided into topics as well as chronological periods. From Chapter One, "Denmark as a Developing Nation," to Chapter Sixteen, "Danes Today," we see both "Noble Life" and "Village Life" â their uniformities and variabilities. Also treated in depth are "The Working Class in 1900," "The Burghers of Old," "The Middle Class," and the subtle transition "From Peasant to Farmer." Finally, the author explores "Urbanization," and "The Culture of the Masses." Dr. Anderson concludes that "Modern Denmark constitutes the culmination (or near culmination) of changes begun in the period of development." And yet, as he goes on to explain, "Even today, Denmark remains a developing nation." In two ways, then, Denmark is a useful paradigm for study. Its past can be constructively compared to the "present" of other currently developing countries in the southern hemisphere and the Third World. On the other hand, modern Denmark is typical of other Western nations which have yet to reap from industrialized society equal opportunity for all members. In still another way the value of Dr. Anderson's analysis is twofold. The responsive reader cannot fail to find in Denmark: Success of a Developing Nation a "microcosm of the kinds of change which have happened, and continue to happen . . . the world over." In addition, however, and perhaps most importantly, the reader finds the fascinating and very unique world of an important European community.
The relationship between Thomas Wolfe and his editor, Maxwell Perkins has been the subject of guesswork and anecdote for 70 years. Scholars have debated Wolfe's dependence on his editor. This volume of 251 letters should clarify the relationship and set the record straight.
Enthusiasm for aviation exploded after Charles Lindbergh's solo flight across the Atlantic in May 1927. The National Air Races, held in Cleveland between 1929 and 1949, collectively represent one of the most significant aviation events of the 20th century. Cleveland's newly constructed municipal airport, the world's largest airport facility at the time, along with its permanent 50,000-seat bleachers, won the city hosting rights to the event. The National Air Races captivated the public during the grim years of the Great Depression and provided a showcase for many aviation innovations including retractable landing gear, low-wing monoplanes, aircooled engines, and careful streamlining. A deadly crash ended the National Air Races more than 50 years ago, but the races made an unforgettable impression. This book should reinforce the memories of those who saw the races firsthand and pique the interest of those who have always wished they had.
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