Henry Mason (Managing Director) has overseen trend thinking across all trendwatching.com's free publications and paid services since 2010. In the past 3 years, Henry has given over 50 keynote presentations in more than 25 countries across 6 continents. Henry has been quoted as a trend expert in numerous business publications, including The Guardian, Financial Times, El Pais, The New York Times and The Economist, and has appeared on television networks such as CNBC, the BBC, Al Jazeera and Brazil's Globo News.
David Mattin (Head of Trends & Insights) is responsible for day-to-day trend thinking across free and Premium content. He started his career on the features desk at The Times, and has written and presented documentaries for BBC Radio. His business, innovation and consumer insight journalism has appeared in a wide range of newspapers and magazines including CNBC, Quartz, Inc Magazine, the National, Harper’s Bazaar and more.
Delia Dumitrescu (Lead Innovation Architect) has delivered presentations and workshops across Europe, and guest lectures at various universities. She is a published trend and innovation expert, and author of several books including Road Trip to Innovation and was featured in Forbes Romania’s Top 30 Under 30 in 2014.
Maxwell Luthy (Senior Trend Strategist) represents trendwatching.com in North America, delivering keynotes and facilitating client workshops. Maxwell was previously the Director of trendwatching.com’s 2,600+ international spotter network.. He has spoken on trends in the US, UK, Turkey, South Africa and the Philippines, and has been quoted as a trend expert in publications such as the Financial Times.
Scenario planning is a fascinating, yet stillunderutilized, business tool that can be of immense value to acompany's strategic planning process. It allows companies tovisualize the impact that a portfolio of possible futures couldhave on their competitiveness. It helps decision-makers seeopportunities and threats that could emerge beyond their normalplanning horizon. Scenario Planning serves as a guide totaking a long-term look at your business, your industry, and theworld, posing thoughtful questions about the possible consequencesof some current (and possible future) trends. This book will helpyou:Outline (and help you prepare for) anytrends that could play out in the future that could change thepolitical, social, and economic landscapes and significantly impactyour businessExplore the impact of technologicaladvances and the emergence of new competitors to yourbusinessExamine challenges that are only dimlyrecognizable as potential problems today
This visual book will help you answer this question: Is myorganization ready for every possibility?
"I raced through Radical Candor--It’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. Radical Candor is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." —Gretchen Rubin author of New York Times bestseller The Happiness Project
"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." —Sheryl Sandberg author of the New York Times bestseller Lean In
"Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people--whether it be 1 person or a 1,000--you need Radical Candor. Now." —Daniel Pink author of New York Times bestseller Drive
From the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it--and your obligation.
Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.
This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.
Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.
Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.
It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.
Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.
The 48 Laws of Power by Robert Greene is a self-help book offering advice on how to gain and maintain power, using lessons drawn from parables and the experiences of historical figures.
Power depends on the relationships between a person and those he or she seeks to control. Powerful people must cultivate their appearances to earn respect and eliminate doubt. They must practice selective honesty, misdirection, and an excess of secrecy to gain a tactical advantage. Timing is central to maintaining power, as is the ability to adapt. The array of strategies available when seeking power include mirroring the opponent’s actions and controlling the opponent’s options for action. The powerful must also cultivate a relationship with audiences by creating spectacles and feeding their need to believe in the impossible.PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread Summary of The 48 Laws of Power:
· Overview of the book
· Important People
· Key Takeaways
· Analysis of Key Takeaways
This book reveals strategies for becoming a creative leader, developing an innovation ecosystem, and winning the future using best practice case studies. You will learn how to intentionally create disruption, inspire creative intelligence, design a sustainable business model, and harness the creativity of your stakeholders using collaborative technology.
These tools will help you craft strategic foresight studies, commercialize technology, create new ventures, or reinvent your business model in a way that is attainable for organizations of any size, from small mom and pop businesses to the largest corporations and government agencies.
As Matt Kingdon argues in The Science ofSerendipity, it’s corporate innovators battlingwithin large, established organisations who are the field’sreal heroes. Tapping into 20 years of experience on the frontlines of innovation—bringing new products and services tomarket and helping organisations become more creative—Kingdondissects the ways in which corporations are continually reborn. Helooks at the anatomy of innovation, asking: How do time-pressedexecutives go about taking risks? How do they prepare tosee—and seize—opportunity? And how do you place humans,with all of their fears and foibles, at the heart of commercialsuccess?
In a conversational, jargon-free style built on apractitioner’s observations and anecdotes, TheScience of Serendipity traces the dilemmas that executivesin a wide variety of firms face. It details the steps taken toovercome the issues and get great ideas across the finishline. If you’re looking for a guide in your fightagainst the corporate machine, this is the business book foryou.
Matt Kingdon is the Co-founder, Chairman, andChief Enthusiast of What If! Innovation Partners. For 20years, What If! has partnered with the world’s mostsuccessful, forward-looking companies—businesses such asBarclays, Four Seasons, Google,PepsiCo, Pfizer, and Virgin—to galvaniseinnovation and deliver impact. Its 250 inventors work acrossthe Americas, Europe, and Asia.