Issue link: http://www.e-digitaleditions.com/i/80527
for anything have become digital activities. It's that both objects and ser- vices have been replaced by software, and that software has gone from residing in a rock-solid desktop computer to exist- ing in "vaporous" form in mobile devices that are linked to the cloud. Don't Miss In the past decade, the marriage of business and design has become a cor- nerstone of the education offered at the University of Toronto's Rotman School of Management. In DESIGN WORKS, Rotman's Heather Fraser explains the principles behind the school's 3 Gears of Business Design, which work together to bring ideas to fruition. When working in the first gear, empathy and human understanding, individuals consider the opportu- nity; in the second one, concept visualization, they isolate the breakthrough idea; and in the third, strategic business design, they develop the best strat- egy to deliver the vision. During all stages, business designers constantly refine and reframe ideas as they learn more about the users, the market, and their own strategies. (University of Toronto Press, US$34.95) Cal Newport is convinced that "follow your passion" is wretched career advice. "It not only fails to describe how most people actually end up with compelling careers, but for many people it can actually make things worse: leading to chronic job shifting and unrelenting angst when…reality inevita- bly falls short of the dream." Instead he advocates developing a "craftsmen's mindset"—that is, working hard, honing skills, and developing a valuable talent that is SO GOOD THEY CAN'T IGNORE YOU. Newport, a professor at Georgetown University, supports his theories with research and interviews in this engaging book. (Business Plus, US$25.99) THE TRANSFORMATIVE CEO is a quick-read book stuffed with wisdom from dozens of top leaders speaking on topics that range from leadership to customer service to "exuding delight." Business author Jeffrey Fox and radio show host Robert Reiss provide summaries and transitions, but mostly they let their subjects talk. For instance, ING Direct's Arkadi Kuhlmann observes that the best CEOs will be "renaissance individuals: people equally comfortable with art and science, literature and math, Paris, Texas, and Paris, France." Shelly Lazarus of Ogilvy & Mather believes that "ideas are really fragile. It is so easy to kill an idea, espe- cially in the early stages. So I am an idea defender." The book is both insightful and entertaining. (McGraw Hill, US$22) Consumers can learn, buy, or experience anything at any time, without physical bound- aries—and companies must have their own offerings at the ready whenever the consumer wants them. Saylor's excited, not frightened, by the possibili- ties, but he does sound a warning: Companies trying to keep up with change can't simply recreate their products and services in cyberspace. He writes, "What they must do is re- imagine their products, services, and businesses altogether." JUDGMENT CALLS AUTHORS: Thomas H. Davenport and Brook Manville PUBLISHER: Harvard Business Review Press, US$30 AS THE VERY public history of bad business deals reminds us, corporations frequently make ter- rible decisions that lead to disas- trous consequences. Davenport of Babson College and consultant Manville focus on companies both big and small that have got- ten the decision-making process right. They offer 12 stories about organizations wrestling with major decisions, from NASA determin- ing whether to greenlight a Dis- covery shuttle launch to Vanguard debating whether to recommend subprime mortgages. While each situation they pro- file is unique, the authors uncover commonalities in the way these organizations operate. "They're consulting with more people and drawing from their expertise, adopting some form of collective leadership, applying data and analy- sis to decisions, and supporting it all with new technology," they write. Whether these companies choose to go forward with a plan or abandon it entirely, say Davenport and Man- ville, they've made good decisions with lasting effects. BizEd September/October 2012 67