Jobs to Be Done gives you a clear-cut framework for thinking about your business, outlines a road map for discovering new markets, new products, and new services, and helps you generate creative opportunities to innovate your way to success.

Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.

In an audiobook that challenges everything you thought you knew, W. Chan Kim and Renee Mauborgne assert that tomorrow's leading companies will succeed, not by battling their rivals for market share in the bloody "red ocean" of a shrinking profit pool, but by creating "blue oceans" of untapped new market spaces ripe for growth.

Here is the best-selling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.

The foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy but are willing to pay premium prices for. How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer.

Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to - and approach for - overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy”.

In his comprehensive Starting a Business QuickStart Guide, Ken Colwell concisely presents the core fundamentals that all new entrepreneurs need to know to get started, find success, and live the life of their dreams.

Clayton M. Christensen is a professor of business administration at Harvard Business School. Michael E. Raynor is a director at Deloitte Research. Together, they outline an innovative plan that urges businesses to create disruption rather than fleeing from it. Named one of 2003's Best Business Books by Business Week, this book is a Wall Street Journal and New York Times best seller.

Based on six years of research, Harvard Business School Professor Thales Teixeira shows how and why industries are disrupted and what established companies can do to respond - as well as what potential start-ups must master if they hope to gain a competitive edge.

Do you know the best way to drive your company's growth? If not, it's time to boost your growth IQ. Trying to find the one right move that will improve your business's performance can feel overwhelming. But, as you'll discover in Growth IQ, there are just 10 simple - but easily misunderstood - paths to growth, and every successful growth strategy can be boiled down to picking the right combination and sequence of these paths for your current context.

Shift your strategy downstream. Why do your customers buy from you rather than from your competitors? If you think the answer is your superior products, think again. Products are important, of course. For decades, businesses sought competitive advantage almost exclusively in activities related to new product creation. They won by building bigger factories, by finding cheaper raw materials or labor, or by coming up with more efficient ways to move and store inventory - and by inventing exciting new products that competitors could not replicate.

When CEOs think about the supply chain, it's usually to cut costs. But the smartest leaders see supply chain and sourcing for what they can be: hidden tools for outperforming the competition. Steve Jobs, upon returning to Apple in 1997, focused on transforming the supply chain. He hired Tim Cook - and the company sped up the development of new products, getting them into consumers' hands faster. The rest is history.

For the past 40 years, Richard Koch has wanted to uncover the simple, elemental, elegant and parsimonious principles that are needed to create great new businesses. To qualify, a principle must be so overwhelmingly powerful that anyone can reliably use it towards extraordinary results. Is there any principle that can tell you how to do that consistently and with a high chance of success?

Courtney and Carter Reum have years of experience in the field, from investing in over 130 companies, including Lyft, Pinterest, Warby Parker, and ClassPass, to driving the success of their own liquor brand, VEEV Spirits. The Reum brothers have learned from every triumph and tribulation and over the years have developed an effective and easy-to-understand guide to help entrepreneurs through the startup journey from inception to sale.