The Fearless Organization offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent, but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule, or intimidate.

In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them. 

"Warum New Work und Agilität oft scheitern": Begriffe wie New Work, Agilität, Reinventing Organizations oder Holacracy stehen für eine andere, bessere Art der Arbeit. In der Realität jedoch scheitern die meisten dieser Ansätze kläglich. Mit seinem Live-Vortrag auf der Zukunft Personal 2017 unter dem Titel "Blauäugige Blaupausen-Konzepte: Warum New Work und Agilität oft scheitern" erklärt Management- und Change-Experte Rainer Krumm, dass nur passende Konzepte zum Erfolg führen.

Das New-Work-Konzept verändert die Arbeitswelt - Kreativität und Entfaltung der eigenen Persönlichkeit rücken in den Mittelpunkt, ebenso nehmen Selbstständigkeit und Handlungsfreiheit der Arbeitnehmer zu. In Fit für New Work erklären die Expertinnen alles Wissenswerte über die neuen Arbeitsformen wie Home Office oder Co-Working. Sie erläutern bewährte Methoden wie Design Thinking oder Desksharing, zeigen die Stärken der neuen Organisationen.

Hard work is irrelevant. Be radically honest. Adequate performance gets a generous severance. And never, ever try to please your boss. These are some of the ground rules if you work at Netflix. They are part of a unique cultural experiment that explains how the company has transformed itself at lightning speed from a DVD mail-order service into a streaming superpower - with 125 million fervent subscribers and a market capitalisation bigger than Disney. Finally Reed Hastings, Netflix chairman and CEO, is sharing the secrets that have revolutionised the entertainment and tech industries.

Physicist and entrepreneur Safi Bahcall reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Drawing on the science of phase transitions, Bahcall reveals why teams, companies, or any group with a mission will suddenly change from embracing wild new ideas to rigidly rejecting them.

Organizational psychologist Adam Grant is an expert on opening other people's minds - and our own. As Wharton's top-rated professor and the best-selling author of Originals and Give and Take, he makes it one of his guiding principles to argue like he's right but listen like he's wrong. With bold ideas and rigorous evidence, he investigates how we can embrace the joy of being wrong, bring nuance to charged conversations, and build schools, workplaces, and communities of lifelong learners. 

Holacracy distributes authority and decision-making throughout an organization and defines people not by hierarchy and titles but by roles. Holacracy creates organizations that are fast and agile and that succeed by pursuing their purpose, free from the tyranny of top-down planning that's instantly out of date. This isn't anarchy - it's quite the opposite.

What is it about the top tech product companies such as Amazon, Apple, Google, Netflix, and Tesla that enables their record of consistent innovation? Most people think it's because these companies are somehow able to find and attract a level of talent that makes this innovation possible. But the real advantage these companies have is not so much who they hire, but rather how they enable their people to work together to solve hard problems and create extraordinary products. 

Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help listeners choose and evolve the right team patterns for their organization.

The Covid-19 outbreak has turned bedrooms into offices, pitted young against old and widened the gaps between rich and poor, red and blue, the mask-wearers and the mask-haters. Some businesses, like Amazon and video conference software maker Zoom, woke up to find themselves crushed under an avalanche of consumer demand. Others, like the restaurant, travel, hospitality and live entertainment industries, scrambled to not become instantly obsolete. But the pandemic has not been a change agent so much as an accelerant of trends that were already well underway. 

Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

Bill Gates shares what he's learned in more than a decade of studying climate change and investing in innovations to address the problems, and sets out a vision for how the world can build the tools it needs to get to zero greenhouse gas emissions. Bill Gates explains why he cares so deeply about climate change and what makes him optimistic that the world can avoid the most dire effects of the climate crisis. Gates says, "We can work on a local, national, and global level to build the technologies, businesses, and industries to avoid the worst impacts of climate change."

Finite games, like football or chess, have known players, fixed rules, and a clear endpoint. The winners and losers are easily identified. Infinite games, games with no finish line, like business or politics, or life itself, have players who come and go. The rules of an infinite game are changeable, while infinite games have no defined endpoint. There are no winners or losers - only ahead and behind. The question is, how do we play to succeed in the game we’re in? In this revelatory new audiobook, Simon Sinek offers a framework for leading with an infinite mindset.

In their book Abundance, best-selling authors and futurists Peter Diamandis and Steven Kotler tackled grand global challenges, such as poverty, hunger, and energy. Then, in Bold, they chronicled the use of exponential technologies that allowed the emergence of powerful new entrepreneurs. Now the best-selling authors are back with The Future Is Faster Than You Think, a blueprint for how our world will change in response to the next 10 years of rapid technological disruption.