Books like The New Economics for Industry, Government, Education

I have caused at least two of these five myself.

Early on, it was inattention to results, because my ego was convinced I ran the best digital agency going. Later, and more damaging, it was a fear of conflict: not dealing with problems until they turned personal. In any team above four or five people, these show up, and the hard part is that the founder usually cannot fix them, because they are one of them.

I have sat in a board meeting doing 85% of the work for half the value, watching one partner chase results and another dodge all accountability. It is a fable, and that is exactly why it sticks.

Nike is one of the most recognized companies in the world. Known for its innovative products and its focus on high performance, the Nike mystique intrigues everyone. I love this book because it tells the story of Nike from the very beginning. Few people are aware of the many obstacles this company overcame to become the powerhouse it is today.

A new company must be innovative just to survive, and Shoe Dog describes years of struggling and experimentation at Nike simply to gain traction in its business. The massive scale the company now enjoys is built on collaborative partnerships with athletes, designers, suppliers, and many others in its vast ecosystem.  

With this textbook disguised as a novel, Goldratt tells a story that sneaks up on you, revealing how simple digital thinking—like tracking bottlenecks and using systems analysis—can revolutionize physical processes. It’s not just about manufacturing; it’s about seeing challenges as opportunities to improve again and again.

This is a story about inspiration and being ready to look at the world differently to make every process—from your own projects to global operations—run a little smoother.

The Servant as Leader may be one of the most influential business books ever published! But how does it apply to outsourcing? Creating a servant/leader mindset is essential to prevent what I call the outsourcing paradox—where you outsource the expert and then tell them how to do the work. It also prevents another common outsourcing ailment I call the Junkyard Dog Factor where a company outsourcing keeps a shadow organization that creates redundancies and limits the cost saving a company can get through outsourcing. Greenleaf’s basic message is simple: manage the business with the supplier as opposed to managing the supplier. Organizations that follow Greenleaf’s advice will most certainly benefit with healthier outsourcing relationships. 

Written in 1982 as one of the earliest books on strategy and still very relevant today. Ohmae was head of McKinsey Japan at the time of Japan's dominance in global business and contributed to the success of many Japanese companies. I had the great honor of meeting Ken Ohmae once and persuading him a few years later to provide an endorsement for my own book. Ohmae’s book explores the ways in which the strategist must think, the key principles and thought patterns that real-world strategists have used to move their companies forward in Japan and throughout the world. A timeless classic that is not just about Japan.

I was given a free copy of this book at a conference and only read it as I had nothing else to read at that point. But, for the time, its method of communicating ideas and concepts was revolutionary and this, as well as the contents of the book, have stayed with me.

I hadn’t read it for a while, but on re-reading it to write this review, I enjoyed it just as much as the first time. Once again, I am drawn to the emphasis on the individual and their ability to be creative, adaptable, and innovative. These concepts seem, in my eyes, to be lost in finance education but are fundamental to a strong real-world financial system that avoids the effects of the groupthink seen in the 2008 financial crash.

Management as a skill is typically established and honed by osmosis, mimicry, and corporate crash courses. Data scientists pursuing management roles need to understand management from base principles to create meaningful change and establish productive team conventions. After almost 70 years, Drucker’s book still stands up as a foundational piece of reading.

This book is great for leaders who are coming into a new situation, or are currently in an evolving work environment. Any environment is going to have change, and leaders have to recognize and adapt when change occurs.

To be successful, a leader needs to ensure that the operations of their area can adapt and deliver to their clients. William Bridges' book is geared to assist managers and leaders with those changes and assists them with the key issues to be mindful of during a transition. This book is one that every manager and leader should have on their bookshelf.

In diving into this book, I couldn't help but draw parallels between Maxwell's teachings and our foundational principles of Organizational Behavior Management (OBM). Although Maxwell isn't exactly a card-carrying behavior scientist, his wisdom on topics like vision, influence, and commitment resonates deeply with OBM practices I've come to advocate for.

He's revamped the book with modern examples, making it all the more relevant in today's business world. Yet, the core truths—those unshakeable leadership tenets—remain. Through my lens, blending Maxwell's insights with OBM's evidence-based strategies can empower anyone navigating the complex world of leadership.

This isn't just another leadership book; it's a bridge between traditional leadership wisdom and the pragmatic, results-driven approach of OBM. Highly recommended for those with a passion for melding theory with real-world solutions.

This was the best book I’ve read for new managers because of its broad coverage of key areas of responsibility and its practical application and wisdom for newly minted leaders to build their self-confidence and transition effectively into their new roles and responsibilities.

New managers are the base of the leadership pyramid—the foundational structure of what makes businesses work. They set the tone, serve as role models, and literally create each organization’s unique culture. And they need training—lots of it—to master their craft and forge strong relationships (sometimes with people who, until recently, were their peers).

This book gets them off on the right foot and helps them build critical muscle around effective leadership principles, legal awareness, self-care, emotional intelligence, remote team management, and so much more.