Books like The New Economics for Industry, Government, Education — picked by fans

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.

This book is an entertaining read, but it is also to the point and spot on. It debunks nine so-called ‘truths’ about work, management, and organizations that are well-established practices and ways of thinking in the organizational sphere.

According to the authors these ‘lies’ are root causes of much of the dysfunction and frustration in organizations today (which I have seen a lot of in my work and research) and they suggest how we should think about these things instead in order for our organizations – and the people in them – to thrive.

I love Rework because it’s a business book that is straightforward in its language and approach.

It’s economical with its page count and once it makes a point it moves on. And there are a ton of great points in this book. 37 signals has always had a unique approach to work and managing their company. While the book has an entrepreneurial mindset in its approach, the lessons are applicable to any leader.

If you’re the type of person that isn’t happy with the “standard” approach to how things are done, this book is for you.

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. 

I don’t know a single great leader who hasn’t read this book. Andy Grove made me rethink what it means to be an effective manager. Before reading it, I thought leadership was about vision and execution—but this book drilled home that structure, process, and discipline are just as critical. His take on 1:1 meetings as a tool for coaching, not just updates, changed how I mentor.

This book is pure gold for scaling yourself as a leader. If you’re managing people and want to be more effective, this is one of the best books you’ll ever read.

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.