A readable and relatable guide to being the one who makes tech dreams come true.
A comprehensive guide to pursuing entrepreneurial success in the technology industry.
“You don’t need to be the greatest innovator to make a living” in California’s Silicon Valley, writes tech-industry expert Taveau in his nonfiction debut about what really moves the levers of success there. Many of his own mentors and colleagues, he reflects, didn’t have the mindset of true innovators but were rather “integrators” of already existing concepts: “Everyone wants to be an innovator,” he writes, “yet you can be successful in being the delivery person for a visionary.” Taveau confides that he always envisioned that he would become a tech pioneer in the style of Apple’s Steve Jobs, until he finally discovered what he calls his “superpower”: “understanding the mind of the visionary, converting it into a practical reality, and then delivering it to the world.” This, of course, is a tall order, but Taveau has had success managing high-profile tech projects, including as chief technologist at Zelle. He effectively takes readers through the twists and turns of working to realize the ideas of others. This includes getting an understanding of what makes a good, supportive manager and a bad, unmotivating one; how to successfully work with teams; and how to implement a method for project flow called SSOCCADD (Situate, Secure, Observe, Control, Communicate, Analyze, Distribute, Decide). “With success comes envy. And with envy comes negativity,” he adds, and he warns readers about the competitors one might encounter, the perils of credit-hungry innovators, and the ever present danger of corporate overlords shifting a project’s direction without warning. Taveau fills his book with energetic prose even as he tells readers the unpleasant truth: A great many people want to be innovators, but few set out to be the person who makes the innovator’s ideas work in practice. In straightforward, congenial prose, he advises his readers to stick up for themselves even while facilitating the dreams of others. In Silicon Valley, he reinforces the idea that “you have to be your own champion,” otherwise “someone else will take the spot.”
A readable and relatable guide to being the one who makes tech dreams come true.Pub Date: Nov. 8, 2022
ISBN: 9798987047422
Page Count: 183
Publisher: Self
Review Posted Online: Jan. 27, 2023
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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