Books like Innovation beyond Fiction — picked by fans

For me, games have always been a way of playing mathematics. Every game has a hidden piece of mathematics behind it, and if you can understand that mathematics, I’ve found that it gives you a real edge in playing the game. I travel a lot for my work as a mathematician, and I love to ask about the games they play when I visit a new country. Games tell me a lot about the culture and people I am visiting. My book is my way of sharing my passion for games and mathematics with my readers.

An accident of professional life led us, Jean-Paul Vanbremeersch and Andrée Ehresmann, to meet in 1979. Jean-Paul was then a young physician who was also interested in problems of emergence and complexity. Andrée was a mathematician working in Analysis and, more recently, in Category Theory with Charles Ehresmann (her late husband). With Charles, she shared the idea that: “a category theory approach could open a wealth of possibilities to the understanding of complex processes of any kind.”This idea appealed to Jean-Paul who suggested that we both try applying it to problems of emergence, complexity, and cognition. It led to our 40 years old development of MES. 

An accident of professional life led us, Jean-Paul Vanbremeersch and Andrée Ehresmann, to meet in 1979. Jean-Paul was then a young physician who was also interested in problems of emergence and complexity. Andrée was a mathematician working in Analysis and, more recently, in Category Theory with Charles Ehresmann (her late husband). With Charles, she shared the idea that: “a category theory approach could open a wealth of possibilities to the understanding of complex processes of any kind.”This idea appealed to Jean-Paul who suggested that we both try applying it to problems of emergence, complexity, and cognition. It led to our 40 years old development of MES. 

An accident of professional life led us, Jean-Paul Vanbremeersch and Andrée Ehresmann, to meet in 1979. Jean-Paul was then a young physician who was also interested in problems of emergence and complexity. Andrée was a mathematician working in Analysis and, more recently, in Category Theory with Charles Ehresmann (her late husband). With Charles, she shared the idea that: “a category theory approach could open a wealth of possibilities to the understanding of complex processes of any kind.”This idea appealed to Jean-Paul who suggested that we both try applying it to problems of emergence, complexity, and cognition. It led to our 40 years old development of MES. 

I’ve spent my entire professional life dealing with how technology impacts business. I started out writing code to improve the operations of retail stores and factories. I managed teams developing products from videophones to cellphones. I’ve had a front-row seat to the evolution of the music business, from selling CDs to streaming files to billions of fans. These experiences provided the background for writing a book about tech disruption in the music business, starting with the phonograph and leading to Generative AI. The books on this list gave me the broader historical perspective I needed and the context to understand how other industries dealt with their own seismic changes.

I have spent most of my adult life using entrepreneurial business practices and principles to redesign and transform nonprofits. From my very first nonprofit organizational acceleration, I was hooked. The wealth one receives from helping other people is so much richer and more satisfying than money–altruism is truly life's greatest pleasure. You know the movie The Sixth Sense where the little kid sees dead people everywhere? I am the same way, except everywhere I look, I see uncaptured opportunities for social impact. I live and breathe social impact strategy, governance, financing, evaluation, and change management. Because by fixing problems in those areas, organizations are able to do more to make the world a better place.  

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.” 

I’m a former philosophy professor who fled academia when I realized that the Ivy Tower is where Big Ideas go to die. I started my business, The Pocket PhD because I wanted to help experts become thought leaders and translate their expertise for a lay audience. As a business book ghostwriter and developmental editor, I get to collaborate with my clients to help them find the ideas that will increase their credibility, authority, and visibility. I’m always scouting for great business books like the ones on this list (occupational hazard). I hope these books give your business a boost!

Since 2008, I have conducted research on themes related to International Political Economy. I am currently the co-chair of the research committee on this topic at the International Political Science Association (IPSA) and am passionate about making sense of the interplay between material and symbolic factors that shape capitalism and globalisation. Being based in Brazil, I was stuck when the country—which did not have salient identity cleavages in politics—came to be, after 2008, a hotspot of religious-based right-wing populism associated with the defence of trade liberalisation as globalisation started to face meaningful backlash from White-majority constituencies who are relatively losers of the post-Cold War order in the advanced industrialised democracies.

I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.”