Relevant for some product development teams, but others may find the core idea too basic for their needs.
A former product engineer serves up a simple process to help companies choose the right ideas.
Here’s a stunning statistic: Companies “can consume 50 percent of development time” on the “fuzzy front end” of a product’s life cycle—the time when a product concept is formulated and the company decides whether or not to pursue the idea. Parker’s book is all about fixing this problem by using the dramatically simple “idea sheet” process. By creating a single, one-sided sheet of paper with a solid description of each idea, the author writes, a company’s product development team can quickly sift through the ideas, weed out the bad ones and pursue only the good ones. Lest the reader think the idea sheet is a no-brainer, it does require two crucial buy-ins: First, management (whom Parker labels “the boss”) has to support the process and second, valued customers need to be recruited as idea filters. Ultimately, it is a customer’s reaction to an idea that determines its go/no-go status. Parker meticulously details the entire idea sheet process, sometimes to a fault. He offers a blow-by-blow description of every element and each moment in an idea sheet meeting. At times, this level of specificity suggests the author’s objective is to bulk up the book since the content is too lean. On the positive side, Parker supplements the description of the process with idea sheet examples, a scenario—in which an engineer’s emotional involvement with an idea dooms it to failure—that represents what not to do, and some of his own experiences. All of this is good, but the book suffers from redundancy; it seems, for instance, that the author merely restates the same steps of the idea sheet process meeting in two different chapters. The text could be more crisply written, and black-and-white illustrations separating the chapters tend to look amateurish. Still, managers seeking an easy-to-implement way to cut down on wasted front-end product development time could benefit from Parker’s process.
Relevant for some product development teams, but others may find the core idea too basic for their needs.Pub Date: Jan. 16, 2014
ISBN: 978-1492812685
Page Count: 130
Publisher: CreateSpace
Review Posted Online: March 24, 2014
Review Program: Kirkus Indie
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
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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