Books

Teams are producing more code than ever. Dashboards are green. And something is quietly breaking. AI coding assistants didn't break your development process; they revealed it was already fragile. Reimagine, Don't Retrofit is a field-tested argument that the software development lifecycle itself needs to be reimagined for the AI era, from governance and metrics to team roles and delivery flow.

Something is broken. You can feel it. You work harder and fall further behind. You're told it's the market, it's global forces, it's just how things are now. It's not. Fifty years of decisions built an economy that takes from those who work and gives to those who toll. This book names the decisions, the people who made them, and exactly when. Then it shows you what can be done about it.

You already know how to work hard. The question is whether you know when to stop.Most frameworks optimize effort. The Ishi Spiral governs it. It is a discipline of self-governance that sustains performance under pressure without drifting into burnout or grinding past the point where continuation is still justified. The Guide is the Companion to 'Ishi: the Discipline of Determined Intent'.

Discover how Java developers can contribute to a sustainable future. Written by Java Champions and community experts, this collaborative guide explores practical approaches to sustainable software engineering, from resource-efficient design to mindful architecture, empowering you to reduce your environmental impact while building better systems.

This book teaches you how to assemble and lead a data science enterprise so that your organization can move towards extracting information from big data. This book is based on the acclaimed Johns Hopkins Executive Data Science Specialization. Printed copies of this book are available through Lulu.

How To Level Up In Life Simply By Changing The Way You Think Discover The Proven & Powerful Mindset Secrets That Highly-Successful People use To Dominate Every Area of Their Life...

Stretch your thinking! Children are great assets in society with marvelous transformational power. Have mutual leadership with children, including your own inner child. Start with others in your immediate neighborhood as a first step in building up a happier world together!

Why are some developers on fire while others stall? You've implemented DORA, SPACE, DevEx—but still, performance varies wildly. The missing piece? Motivation. Developer Motivation offers a groundbreaking model: DMO = Joy + Discipline – Frustration. Created by veteran CTO and coach Stephan Schmidt, this book puts the developer—not the metric—at the center of productivity. Learn why joy matters, how discipline fuels progress, and how frustration silently kills momentum. Packed with stories from real teams, insights from decades of experience, and instantly actionable strategies, this book will help you build motivated, productive teams—and finally understand the "why" behind developer performance. Whether you're a CTO, engineering manager, or lead developer, this is your guide to higher performance through deeper understanding.

Discover how to transition into project management with "Transitioning to Project Management: Unlocking Your Potential with Transferable Skills and Practical Strategies." Learn to leverage everyday experiences for career success, navigate key dilemmas, and master stakeholder management.

Open Source documentation of the Certified Agile Leadership training Olaf has designed and iteratively improved over the last five years.

Ideas are abundant. Outcomes are rare.What happens when Forward Deployment evolves beyond an engineering role and becomes an enterprise operating capability?Idea to Outcome explores how enterprises can bring business context, engineering, AI and multidisciplinary teams together to move from discovery to deployment—and from activity to measurable outcomes.The distance between an idea and its outcome is where enterprise value is either created—or lost.

Definir un objetivo no consiste solamente en decidir qué querés conseguir. Primero necesitás comprender qué cambio querés producir y después convertir esa intención en un objetivo claro, posible y capaz de orientar la acción.

AI is changing the security landscape faster than most organizations can adapt. This practical guide explores how CISOs can lead through that change, strengthen digital trust and resilience, govern AI risks and protect the business without slowing the innovation it needs.

Passage 1 — Chapter 8, "Data Quality: Can the Board Trust Its Own Numbers": what bad data actually costs a leader Business folklore has long carried a caustic image: a machine that hands back garbage on the way out once it has been fed garbage on the way in — the old saying that poor input inevitably produces poor output, which this book already invoked earlier to explain why data quality went neglected for so long. It is worth taking that image seriously here and translating it into terms a leader can act on: exactly how much the input garbage costs a company, and by what test to recognize the moment a figure on a board slide becomes too risky to trust. Passage 2 — Chapter 9, "Analytics for Business: Data Warehousing and Metadata": a scene that stays with the reader Picture a board meeting: a single figure sits on the screen — quarterly revenue, say, or the share of customers who defected to a competitor — and one of the directors simply asks where that number came from. The pause that falls over the room while someone runs off to fetch an explanation from whoever put the report together says more about the state of trust in a company's analytics than any presentation ever could. Passage 3 — Chapter 11, "Data Management Maturity Assessment": maturity as something measured, not graded The practical conclusion for a leader is this: a maturity rung is not a verdict of "good" or "bad" — it measures how controlled and predictable a company's data work actually is. The higher the rung, the fewer surprises, and the more accurately a leader can forecast the consequences of decisions built on that data. Passage 4 — Chapter 13, "Managing Organizational Change in Data Management": the book's closing argument Taken together, the material across all thirteen chapters gives a leader a coherent view of data — from understanding it as a business asset to a concrete toolkit for leading organizational change. The architectural choices, technological infrastructure, and quality-control procedures examined earlier remain unrealized potential until someone at the most senior level of management personally takes on the work of carrying people through resistance and turning that potential into the company's everyday working habit.

Toyota should have named it the Thinking Production System because the main purpose was to encourage people to think, and people are the most important part of the system.