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Rework Business Intelligent Und Einfach PDF, ePub eBook


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Title: Rework Business Intelligent Und Einfach
Author: Jason Fried
Publisher:
ISBN: 9783570501252
Status : FREE Rating :
4.6 out of 5

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Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf. Rework shows you a better, faster, easier way to succeed in business. Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf. Rework shows you a better, faster, easier way to succeed in business. Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're better off ignoring the competition. The truth is, you need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses.  What you really need to do is stop talking and start working. This book shows you the way. You'll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you. With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of "downsizing," and artists who don’t want to starve anymore will all find valuable guidance in these pages.

30 review for Rework Business Intelligent Und Einfach

  1. 5 out of 5

    Peyton Stafford

    Good standard small business advice. Notes: Prioritize visually. Make tiny decisions. Do less. One downing not one updoing. Don't be a whore to our customers. build anaudeience Hold meetings at site of problem, not in meeting room. Invite as few as possible. Divide problems and projects into pieces small enough to easily estimate time and effort required. Make short lists to avoid feeling overwhelmed. Prioritize visually, with next task at top of list. Make attainable goals. Use tiny decisions to work th Good standard small business advice. Notes: Prioritize visually. Make tiny decisions. Do less. One downing not one updoing. Don't be a whore to our customers. build anaudeience Hold meetings at site of problem, not in meeting room. Invite as few as possible. Divide problems and projects into pieces small enough to easily estimate time and effort required. Make short lists to avoid feeling overwhelmed. Prioritize visually, with next task at top of list. Make attainable goals. Use tiny decisions to work through even large projects. Don't copy competitors. Decomodify your product. Pick a fight. Do less and be easier to use. Don't watch competitors. Create something new. Say no by default. Use the power of no to get your priorities straight. Be true to a type of customer rather than to specific customers. Don't confuse enthusiasm with priorities. Build an audience by teaching customers rather than paying for advertising. Be open about your processes, flaws and opinions. This will create more credibility than trying to appear perfect. Press releases are spam. Phone reporters. Cultivate bloggers and writers for trades rather than general publications. Use Freemium model. Everything is marketing. Hiring -- don't hire someone until you've tried to do the work yourself. Hire only as a last resort. Ignore resumes. Check cover letter. Look for 6 months+ experience, but after that the learning curve flattens. Hire managers of 1 -- self-directed people who can set their own goals and reach them without help. Hire great writers. Give applicants a brief assignment to see if they are a good fit. Damage control -- tell your customers when there's a problem. They will respect you more than if you try to hide it. Get back to people quickly. Value their time. Expect them to object to change. Good work environments result from trust, autonomy, privacy. Don't require approval. Send people home at five. Don't create policies because one person did something wrong once. Sound like you. Speak and write simply. Avoid jargon and buzz words. Don't imply ultimatums or demands by using words like need, must, can't, etc.

  2. 4 out of 5

    Janet Richards

    This is another book I can't put down. Nothing in this book is earth-shattering or amazing. It's the little things you have suspected to be true - but someone who makes more money than you tells you is not true. It's what you say to your friends over lunch. It's support for being feisty in work and in life. I'm highlighting a sentence in almost every chapter that I want to remember. Again - not because I don't know it - but because I don't want to forget it. And I don't want to fool myself that This is another book I can't put down. Nothing in this book is earth-shattering or amazing. It's the little things you have suspected to be true - but someone who makes more money than you tells you is not true. It's what you say to your friends over lunch. It's support for being feisty in work and in life. I'm highlighting a sentence in almost every chapter that I want to remember. Again - not because I don't know it - but because I don't want to forget it. And I don't want to fool myself that it's not true just because another business book says the opposite.

  3. 5 out of 5

    Amr

    The feeling I got when I read the praise of the book in the first few pages was "This book is over-praised". When I finished it, I still have the same feeling. Maybe it's just me, but I think that if you're gonna challenge the foundations of doing business, you gotta back it up with something more that "That's how we did it, and it worked for us". The book makes a great case against all the elements of doing business (planning, raising capital, meeting, communication, workplace, organizing, etc.) The feeling I got when I read the praise of the book in the first few pages was "This book is over-praised". When I finished it, I still have the same feeling. Maybe it's just me, but I think that if you're gonna challenge the foundations of doing business, you gotta back it up with something more that "That's how we did it, and it worked for us". The book makes a great case against all the elements of doing business (planning, raising capital, meeting, communication, workplace, organizing, etc.) but it doesn't offer strong alternative and it certainly doesn't make a strong case for the alternative that it's offering. Some of the criticism is just ridicules like Don't make long term plan and Stop calling yourself an entrepreneur, call yourself a starter. Who cares? A lot of the criticism is filled with ".. that doesn't mean you should do away with this item, because it's still important..". If it's still important then why come out against it like it's some kind of a disease. Other criticism falls under the category of a clever argument rather than a logical one, like "Learning from mistakes is overrated", you should instead learn from your successes. Well, what if I'm just starting and all I have is my first failure?? Some ideas are just confusing. On page 159: "And of course, you want all that right away. So you drop everything else you're working on and begin pursuing your latest, greatest idea. Bad move." And on the same page "So let your latest grand ideas cool off for a while first." On page 271: "Inspiration is like fresh fruit or milk: It has an expiration date. If you want to do something, you've got to do it now. You can't put it on a shelf and wait two months to get around it." (eyes wide open of amazement) The book offer some good idea when it comes to marketing and hiring and more importantly it offers you a chance to break out of business traditions that has been built over decades and now accepted as a given. The point you should be taken from the book is that you should break free from all these rules and follow only the ones you feel that they make sense but it doesn't make it that clear. One very important thing is the book audience. This book is NOT for people working in any industry. Most of the ideas of this book are more suited for digital industries (especially software) rather than more transitional industries. What is worse is that the book doesn't offer that distinction, it actually states very clearly that this book is for anyone who started a business, wants to start a business, or even working in a job they hate. To sum up, "Follow your heart" is good motivation to jump off the cliff of career security into the uncharted territories of starting a business, it might be helpful from time to time when making decisions but it's not a business strategy.

  4. 5 out of 5

    Igor Tsinman

    "Rework" by Jason Fried это книга про то, как начать и продолжить маленький (но эффективный) бизнес. Я не пользуюсь продуктами 37signal и книги Getting Real мне хватило, чтобы понять их точку зрения, но на GR все как-то активно читают/читали Rework, вот и я решил почитать))) К этому времени Rework оценили уже 49 френдов (очень высокая средняя оценка 4.52), хотя довольно прохладную рецензию написали только пятеро: Alex Suslin, Игорь Емельянов, Denis Evsyukov, Valia, Alex Ott, Viktor Zakharchenko. Пр "Rework" by Jason Fried это книга про то, как начать и продолжить маленький (но эффективный) бизнес. Я не пользуюсь продуктами 37signal и книги Getting Real мне хватило, чтобы понять их точку зрения, но на GR все как-то активно читают/читали Rework, вот и я решил почитать))) К этому времени Rework оценили уже 49 френдов (очень высокая средняя оценка 4.52), хотя довольно прохладную рецензию написали только пятеро: Alex Suslin, Игорь Емельянов, Denis Evsyukov, Valia, Alex Ott, Viktor Zakharchenko. Про восторженные отзывы англоговорящих товарищей позвольте умолчать. Я с ними бок о бок живу. У них обычно всё просто и быстро: миллионером за неделю, классные сиськи за $10К, т.е. стиль/стремление жизни - как н[email protected]@@ть обмануть жизнь, как срезать угол и т.д. Мне книга не понравилась (кроме одной главы). Написано в стиле "Для чайников: С++ за 14 дней". Хорошо, что книга небольшая (я прочел за вечер). Тем, кто все таки верит, что можно стать успешным (в данном случае вести успешный проект) быстро и просто, я рекомендую книгу (не менее известную чем Rework) Малкольма Гладуэлла "Гении и аутсайдеры" Основная мысль книги "Гении и аутсайдеры": чтобы быть успешным необходимо затратить 10,000 часов, данное правило справедливо для музыкантов, научных деятелей, бизнесменов, программистов и т.д. Правило 10 000 тысяч часов справедливо везде. Любителей от Гениев разделяют всего лишь 8000 часов работы над собой… Но это уже другая рецензия))) Что мне не понравилось? 37 сигнальщиков пересказали (на свой лад) японскую теорию бережливого производства (lean production), заправили это принципами кайзен и поперчили немного scrum(ом). При этом выдали на гора как авторское откровение (или мне показалось?) то, что наши японские братья (из Тойoты) претворили в жизнь ещё 60 лет назад. В софтверных проектах Lean software development также известен больше 20 лет (все линки в конце этого поста). Так вот и возникает вопрос: а зачем (после Getting Real) делать кросс-пост из блога в новой книжке? Что собственно автор хотел сказать нового? Может PR? Может просто нравится сам процесс? Может быть автор под Джоэля Спольски решил закосить? Извините, но так и хочется сказать, что тема сис@к не раскрыта . Что мне (все же) понравилось? 0. Главы книги следуют чётко по плану/смыслу развития sw проекта. 1. Глава про резюма просто хороша. Нет, даже замечательна. 2. Автор пишет весело, просто, коротко (по-мне так чересчур). 3. Ремейк Getting Real. 4. Пример хорошего PR. И ваще достойные ребята из 37signal бодро несут знамя Lean со звёздочками Scrum!!! Почему я поставил такую оценку? Я поставил троечку с минусом, во-первых, чтобы немного разбавить пятёрки. Во-вторых, планка 37signal поднята очень высоко (их книги и их продукты) и в этот раз (по-моему) они её не удержали. *) Для опытных/знающих Rework может быть как конспект. Кратенько по темам. *) Для начинающих это как маленький насос с адреналином/оптимизмом. Эдакий флюгер задающий направление на старте. Рекомендую пролистать, чтобы быть в курсе. А то в курилке пацаны программеры засмеют))) Линки на википедии: Бережливое_производствоа> Кайдзена> Бережливая_разработка_программного_обеспеченияа> Scrumа>

  5. 4 out of 5

    Arjen

    Don't read this book. It is full of obvious stuff that I basically agree with but the writing style and argumentation are beyond annoying. The pattern is as follows: "Lot's of people say you can't do X. But look at us! We did X, so it is possible". For me that reads as: "Lot's of people say you shouldn't base your life's path on winning the lottery. But look at me! I won the lottery, so it is possible". Spend your 10 euros on drugs or hookers or alcohol and have some fun in life.

  6. 5 out of 5

    Amir Tesla

    I deeply like such books. A compilation of wisdom that are earned through years of direct experience. The results of numerous try and error and what really works and what doesn't.

  7. 4 out of 5

    Joy

    This is one of those books where I agree with the general message but don't necessarily like the delivery. Rework is a very slight read. It feels more like a series of blog posts than anything as formal as a novel. The tone is that of a manifesto, and evidence is basically anecdotal. The overall argument is that we should redo how we do work (hence, "rework"); Fried et al make an argument for leaner, more flexible organizations, with few of the obvious structures of the average US company (meeti This is one of those books where I agree with the general message but don't necessarily like the delivery. Rework is a very slight read. It feels more like a series of blog posts than anything as formal as a novel. The tone is that of a manifesto, and evidence is basically anecdotal. The overall argument is that we should redo how we do work (hence, "rework"); Fried et al make an argument for leaner, more flexible organizations, with few of the obvious structures of the average US company (meetings, strategic plans, etc). However, all of the content is highly skewed toward certain types of workplaces. While Fried convinces me that all this stuff works for 37signals (a small software company), he doesn't make any sort of real case for this being applicable to different types of organizations, especially those that have an in-person element (you can't open a retail building if you let everyone telecommute, for example) or those that necessarily work on a larger scale. Overall: a lot of preaching to the choir.

  8. 5 out of 5

    Darth J

    Review also posted on My Bookshelf is Ready. Is "Rework" worth it? Let me work it I put my thing down Flip it and reverse it - Maya Angelou

  9. 5 out of 5

    earthy

    I appreciate anyone who's clever enough to suggest we entirely rethink how we conceive of work/business. Structurally, however, this book suffers from the same issues I've seen in a lot of blog-to-book deals: It reads like the authors basically cobbled together a bunch of blog posts and decided, voila! that makes a book. That does NOT make a book. The structure of a book, whether nonfiction or fiction, is DIFFERENT than a blog. The short, vaguely promising stuff you can stick in a blog post works I appreciate anyone who's clever enough to suggest we entirely rethink how we conceive of work/business. Structurally, however, this book suffers from the same issues I've seen in a lot of blog-to-book deals: It reads like the authors basically cobbled together a bunch of blog posts and decided, voila! that makes a book. That does NOT make a book. The structure of a book, whether nonfiction or fiction, is DIFFERENT than a blog. The short, vaguely promising stuff you can stick in a blog post works there because it's a short, easily readable medium. A book needs to be more juicy, more in-depth, otherwise why bother to make it into a book at all? (I know, I know, for the money--but isn't the point of this whole thing to create and promote products/services you've crafted with lots of thought and love, not just something you've shuffled together quickly because hey, all the cool kids are turning their blogs into book deals?) I definitely liked the energy and theme here, but I was annoyed by the slapdash way these blog posts were put together without any thought to going deeper into these issues.

  10. 5 out of 5

    Kiet Huynh

    Mượn được ở thư viện sứ quán Mĩ. Ngạc nhiên vì có nhiều vấn đề trong việc làm được tái-định-nghĩa lại một cách cực kỳ đơn giản mà hợp lý, thực dụng hơn. Ví dụ nhé: Workaholics không có nghĩa là bạn quan tâm công việc hay bạn làm được nhiều việc. Workaholics nghĩa là bạn làm nhiều. Hết. - Tập trung... tập trung...tập trung. - Hầu như long-term plan đều không thể thực hiện, hãy chọn small task. - All-nighter không có hay ho, đôi khi nó là cách ngu nhất để giải quyết vấn đề. - Hãy thực hiện ý tưởng càn Mượn được ở thư viện sứ quán Mĩ. Ngạc nhiên vì có nhiều vấn đề trong việc làm được tái-định-nghĩa lại một cách cực kỳ đơn giản mà hợp lý, thực dụng hơn. Ví dụ nhé: Workaholics không có nghĩa là bạn quan tâm công việc hay bạn làm được nhiều việc. Workaholics nghĩa là bạn làm nhiều. Hết. - Tập trung... tập trung...tập trung. - Hầu như long-term plan đều không thể thực hiện, hãy chọn small task. - All-nighter không có hay ho, đôi khi nó là cách ngu nhất để giải quyết vấn đề. - Hãy thực hiện ý tưởng càng nhanh càng tốt, inspiration không phải vô hạn. - Meetings are toxic. ASAP are poison (và cái lý của nó). Bắt đầu yêu việc đọc ngoại văn.

  11. 4 out of 5

    Louise

    Rework is quick and easy to read, which speaks to the philosophy the book is shilling: get things done -- which coincidentally speaks to me. Nothing in this book can be learned that can't be learned from the Signal vs. Noise blog from 37signals. That doesn't mean this book is unnecessary. On the contrary, it's handy to have a collection of business tips and anecdotes bound in one neat little volume. This was my first business book and I think I got off pretty easy. There was a minimum of douchery Rework is quick and easy to read, which speaks to the philosophy the book is shilling: get things done -- which coincidentally speaks to me. Nothing in this book can be learned that can't be learned from the Signal vs. Noise blog from 37signals. That doesn't mean this book is unnecessary. On the contrary, it's handy to have a collection of business tips and anecdotes bound in one neat little volume. This was my first business book and I think I got off pretty easy. There was a minimum of douchery in each page and a lot of tidbits that inspired me to get going on my side-project, which had been sitting around for months. The book's not just for aspiring CEOs and business owners. It's also for developers, marketing people, accountants, pretty much anyone who wants to get things done in an efficient manner. Best white elephant steal ever!

  12. 4 out of 5

    Shalmalee

    A very succinct summary of basic principles that should never be forgotten when aiming to succeed in business. Very well written. I am a fan of anecdotes, though and personally found that flavour wanting.

  13. 4 out of 5

    Benjamin

    A super quick read that basically throws a bunch of (maybe minor) tips and words of advice to people who are looking to start or have already started their own businesses. 70% is comprised of useful advice that is definitely relevant to everyone, not just entrepreneurs and business owners. 20% are concepts conveniently backed by pieces of "evidence" in 37signals' history that seemingly suggest all businesses can and should be run like 37signals. 10% is what I would consider to be somewhat contradi A super quick read that basically throws a bunch of (maybe minor) tips and words of advice to people who are looking to start or have already started their own businesses. 70% is comprised of useful advice that is definitely relevant to everyone, not just entrepreneurs and business owners. 20% are concepts conveniently backed by pieces of "evidence" in 37signals' history that seemingly suggest all businesses can and should be run like 37signals. 10% is what I would consider to be somewhat contradictory and maybe even slightly counter-productive mentalities. I found this to be an interesting albeit quick read. Even though I did learn a lot, every time the book moved on to a new topic or bit of advice, I got the distinct feeling that I'd previously heard similar or the exact same things from other books or blogs or anything that has previously been one of the top pages on Hacker News.

  14. 4 out of 5

    John Cooper

    Rework is an example of the business-inspirational genre by the founders of 37Signals, a software company. I like 37Signals because they’re straightforward, even pithy, and because founder Jason Fried has some right-on things to say about business culture, such as the stupidity of insisting that all workers come to an office and stay for eight hours, whether they are productive there or not. Rework follows the format of a lot of these books, which alternates extremely short chapters with crude p Rework is an example of the business-inspirational genre by the founders of 37Signals, a software company. I like 37Signals because they’re straightforward, even pithy, and because founder Jason Fried has some right-on things to say about business culture, such as the stupidity of insisting that all workers come to an office and stay for eight hours, whether they are productive there or not. Rework follows the format of a lot of these books, which alternates extremely short chapters with crude page-sized art. Usually this format follows naturally when the author is reworking his blog into a book, which is the case here. A lot of the little chapters pretend to upend the common wisdom. There are chapters titled “Welcome Obscurity,” “Good Enough is Fine” and “Drug Dealers Get It Right.” This gives even completely passive readers the feeling of boldly thinking outside the box. There is a chance, I suppose, that some readers really will be jolted into changing their way of thinking, and I think that’s what the authors are aiming for. But I’m skeptical. You’re either ready to be bold, or you’re not, and if you are ready, you’ll quickly find your own path and won’t need this book. Ultimately, Rework is not a lot different from a traditional book of business wisdom (say, Winning by Jack Welch of GE). People are hungry for advice and seek it from those they consider brilliant, and what higher proof of brilliance is there than success in the market? But consider: 37Signals began as a Web-design company just as the Web was becoming a truly mass phenomenon. The company then switched to developing Web apps just as the iPhone came out and apps became a very big commercial thing. These guys are very smart, no doubt, but they’re also lucky; like the rock musicians of the ‘50s and ‘60s, they were there just as the market demanded their particular skills for the very first time. If they’d been born ten years earlier or later, they would have found much less rewarding outlets or would have faced much stiffer competition. If you’ve already begun a startup company, this book may be the encouragement you need and may even give you a few good ideas. If you’re looking for a book to inspire you to action, look within yourself instead.

  15. 4 out of 5

    Ostap Andrusiv

    Десь місяць тому подивився інтерв'ю Саймона Сайнека про Millenials. Він там згадував, що найкраще будувати продукти там, де ви зачіпаєте справжні почуття людей. І багато говорив про те, що ми всі перетворюємось в допамінових наркоманів (допамін - це речовина, яка дозволяє відчувати задоволення). Лайкнув - получив дозу, тобі лайкнули - получив дозу, відповіли в чатіку - получив дозу. Чомусь подумалось, що Re:Work - це книжка про те, як шукати допамін у складному процесі побудови бізнесу. Не вигор Десь місяць тому подивився інтерв'ю Саймона Сайнека про Millenials. Він там згадував, що найкраще будувати продукти там, де ви зачіпаєте справжні почуття людей. І багато говорив про те, що ми всі перетворюємось в допамінових наркоманів (допамін - це речовина, яка дозволяє відчувати задоволення). Лайкнув - получив дозу, тобі лайкнули - получив дозу, відповіли в чатіку - получив дозу. Чомусь подумалось, що Re:Work - це книжка про те, як шукати допамін у складному процесі побудови бізнесу. Не вигорати, не робити лишніх рухів, а перетворити постійний, інколи нудний, процес розвитку і поступу у щось цікаве. Re:Work не викликав "о-вау" ефекту. Почав читати і здалось, що написано в стилі "agile фулстек бізнес-тренерів" від яких вивертає. З іншого боку, читаєш-читаєш і розумієш, що вроді й правду кажуть. І ще й прикладів з життя багато наводять. І так написано, що в певні моменти хочеться сісти в якусь позу йоги і повторювати фрази як мантру. Ілюстрації в українській версії теж дуже цьому сприяють. Висновок: 4. Людині, яка читала Zero to One, The Hard Thing About Hard Things, Lean Startup, має трохи досвіду в технічній індустрії, — Реворк буде трохи як водичка. Хоча заради деяких цікавих фраз, як от, наприклад, "Культура - це побічний продукт послідовної поведінки”, її варто прочитати. P.S. Після того, як її прочитаєте, зробіть експеримент для запамятовування: постарайтесь пригадати про що йшлось в кожному розділі, використовуючи лише його назву. Написано просто, багато запам'ятовується, особливо про ресторани і кухню.

  16. 4 out of 5

    Donna

    I generally like books like this, but often times it is hit or miss. I don't own my own business and I'm not sure I'd want to, but this one worked for me. I enjoyed the narrator of the audio. I don't think there is just one road to success. This book points that out, but then on the other hand, they were leading the charge down their chosen road. It felt like opposing views, but I liked that they pointed that out. Some of this sounded like common sense, and some of it was cautionary. So 4 stars. I generally like books like this, but often times it is hit or miss. I don't own my own business and I'm not sure I'd want to, but this one worked for me. I enjoyed the narrator of the audio. I don't think there is just one road to success. This book points that out, but then on the other hand, they were leading the charge down their chosen road. It felt like opposing views, but I liked that they pointed that out. Some of this sounded like common sense, and some of it was cautionary. So 4 stars.

  17. 4 out of 5

    Book Calendar

    This review has been hidden because it contains spoilers. To view it, click here. Rework by Jason Fried and David Hansson Jason Fried and David Hansson are the founders of 37 Signals which is a software development company. They have produced a number of different products including Ruby on Rails. They are contributors to the blog Signal Vs. Noise. 37 Signals was not founded on venture capital. The approach which is described in this book is contrary to many current business practices. The authors are describing a bootstrapping and self motivated style of business practice. The Rework by Jason Fried and David Hansson Jason Fried and David Hansson are the founders of 37 Signals which is a software development company. They have produced a number of different products including Ruby on Rails. They are contributors to the blog Signal Vs. Noise. 37 Signals was not founded on venture capital. The approach which is described in this book is contrary to many current business practices. The authors are describing a bootstrapping and self motivated style of business practice. They write against fast growth, venture capital, and forecasting. For them financial projections are just guesses. This does not mean that they are backward. The authors describe how it is possible with a laptop and very little money to start your own company. They describe how their company hires and works with people remotely on many software projects. They tell you that to start a company you do not need an office or fancy quaters. Your house or a garage will do. I like the ideas in this book. It fits well with my own personal style. I agree that working all night, having lots of meetings, and creating giant lists do not lead to being more productive. I also like the philosophy of doing it yourself as much as possible, and breaking large projects into small pieces. The layout of this book is very well done. Each section has a large black and white drawing with a saying next to it to begin the chapter. Some of the sayings are; "good enough is fine", "long lists don't get done," and "say no by default." The writing is plain language. There are very few business terms in the book. Jason Fried and David Hansson ask a lot of questions in the text. They also use short bulleted lists. Most of the paragraphs are fairly short. This makes for very fast easy to absorb reading. It is more of a book on a philosophy of business than a book of practice or case studies. The book does not have an index. There are not a lot of other companies cited. If you read this book, you might stop talking, roll up your sleeves, and start working.

  18. 4 out of 5

    Algirdas Raščius

    This book is a great collection of ideas that will help you to succeed in business. Although presented ideas are based on common sense, some of them strongly disagree with current usual business practices. Still problem is with current business practices and not with presented ideas. Reading "Rework" can be great motivator for starting work smarter (rather than harder), seeking long-term sustainable business (rather than achieving better financial results for the current quarter) and really servi This book is a great collection of ideas that will help you to succeed in business. Although presented ideas are based on common sense, some of them strongly disagree with current usual business practices. Still problem is with current business practices and not with presented ideas. Reading "Rework" can be great motivator for starting work smarter (rather than harder), seeking long-term sustainable business (rather than achieving better financial results for the current quarter) and really serving customer needs (rather then trying to trick him into buying irrelevant product). There are two shortcomings of this book. First, a lot of ideas presented here are taken from another book by the same authors - "Getting Real". Therefore, if you have already read "Getting Real", reading some chapters in "Rework" will be deja vu experience. Second, if you work in "usual" company with no sufficient influence to change its business practices, reading this book can be a serious morale-killer. Anyway, I highly recommend reading this book to everybody (and especially to everybody running some business or thinking about starting one).

  19. 5 out of 5

    iman mirzaei

    جناب جیسون فرید این کتاب رو بر اساس تجربیات کاری خودش و تیم خودش نوشته که به به نظرم بیشتر به درد شرکت های کوچیک یا تازه تاسیس (یا هر دو) میخوره. :موضوع این کتاب یک سری توصیه هست برای نمونه دوتاش رو مثال میزنم 1) کسب و کارتون رو سبک و قابل انعطاف نگه دارین تا مثلا بتونین در زمان کوتاهی تغییرات رو در کسب و کارتون ایجاد کنین(مثلا زیاد قاعده و قانون وضع نکنین و از امکانات اولیه و ساده استفاده کنین و فقط چیز هایی رو بخرین و استفاده کنین که واقعععععا لازمه و ...) 2) فقط در ضرورت کسی رو استخدام کنین مثل جناب جیسون فرید این کتاب رو بر اساس تجربیات کاری خودش و تیم خودش نوشته که به به نظرم بیشتر به درد شرکت های کوچیک یا تازه تاسیس (یا هر دو) میخوره. :موضوع این کتاب یک سری توصیه هست برای نمونه دوتاش رو مثال میزنم 1) کسب و کارتون رو سبک و قابل انعطاف نگه دارین تا مثلا بتونین در زمان کوتاهی تغییرات رو در کسب و کارتون ایجاد کنین(مثلا زیاد قاعده و قانون وضع نکنین و از امکانات اولیه و ساده استفاده کنین و فقط چیز هایی رو بخرین و استفاده کنین که واقعععععا لازمه و ...) 2) فقط در ضرورت کسی رو استخدام کنین مثلا وقتی که خودتون نتونین کار رو جلو ببرین یا کسی توی تیمتون نتونه (البته در ابتدای کار و نه زمانی که برای برون سپاری اقدام میکنین) من ترجمه ی آقای حمید محمودزاده رو خوندم با نام واقعیت های جدید در کسب و کار، اینم لینکش برای دوستان علاقه مندم: http://www.didarcrm.ir/post/gift-from...

  20. 5 out of 5

    Ahmed

    I read it in a two-hour flight. Don't let the nearly 300 pages fool you. It's a quick read. Really good and insightful. It's broken into chapters, each chapter has many tips. Each tip has a one page sketch for the tip which makes it super fun to read. Recommended if you're operating a business or aspiring to.

  21. 4 out of 5

    د.أمجد الجنباز

    كتاب جميل وبسيط يحوي افكارا عملية في المشاريع والمؤسسات الناشئة. هذه الافكار تسهل وتبسط التعقيد الاداري فيها وغالبية هذه الافكار لا تنطبق على المؤسسات الكبيرة

  22. 5 out of 5

    Emma Sea

    A very quick read in which I did find a few good takeaways.

  23. 5 out of 5

    Krishna

    This book all about How to do business or work?, and it's gives more inspiration to the entrepreneurs and employees. --some great words : 1.U need less than U think-if u need a big office,how to share office space?..work from home for while. 2.Inspiration is a fresh fruit on a milk, doesn't have expiration date.and ideas are model, its lost forever,doesn't lost forever is inspiration. 3.Interruption is the enemy of the productivity.

  24. 5 out of 5

    Reem Mukbel

    I enjoyed every moment of reading this book, it teaches you how to simplify things to make results better.

  25. 5 out of 5

    George Jensen

    Over all this book is a bunch of simple proverbs relating exactly the problems I will face my entire career as long as I stay in the field I'm in. I gave it 3 stars cause I expect to savor deeper phrases. But I still like his matter-of-fact ways. Here are a few take aways I have kept: Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you’re willing to fight for. And then you need to show the w Over all this book is a bunch of simple proverbs relating exactly the problems I will face my entire career as long as I stay in the field I'm in. I gave it 3 stars cause I expect to savor deeper phrases. But I still like his matter-of-fact ways. Here are a few take aways I have kept: Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you’re willing to fight for. And then you need to show the world. When you don’t know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious. And we always keep features to a minimum. Boxing ourselves in this way prevents us from creating bloated products. Remember, fashion fades away. When you focus on permanent features, you’re in bed with things that never go out of style The business world is littered with dead documents that do nothing but waste people’s time. Reports no one reads, diagrams no one looks at, and specs that never resemble the finished product. These things take forever to make but only seconds to forget. The problem with abstractions (like reports and documents) is that they create illusions of agreement. A hundred people can read the same words, but in their heads, they’re imagining a hundred different things That’s why you want to get to something real right away. That’s when you get true understanding. It’s like when we read about characters in a book—we each picture them differently in our heads. But when we actually see people, we all know exactly what they look like. Is this actually useful? Are you making something useful or just making something? It’s easy to confuse enthusiasm with usefulness. You don’t need to make it a formal process, but don’t let it slide, either. Also, don’t be timid about your conclusions. Sometimes abandoning what you’re working on is the right move, even if you’ve already put in a lot of effort. Don’t throw good time after bad work. And just as REM is when the real sleep magic happens, the alone zone is where the real productivity magic happens. Your alone zone doesn’t have to be in the wee hours, though. You can set up a rule at work that half the day is set aside for alone time. Or instead of casual Fridays, try no-talk Thursdays. Just make sure this period is unbroken in order to avoid productivity-zapping interruptions. And go all the way with it. A successful alone-time period means letting go of communication addiction. During alone time, give up instant messages, phone calls, e-mail, and meetings. Just shut up and get to work. You’ll be surprised how much more you get done. Your day is under siege by interruptions. It’s on you to fight back. Momentum fuels motivation. A lot of times it’s better to be a quitter than a hero. Yet some people still develop a masochistic sense of honor about sleep deprivation. They even brag about how tired they are. Don’t be impressed. It’ll come back to bite them in the ass. Start making smaller to-do lists too. Long lists collect dust. When’s the last time you finished a long list of things? You might have knocked off the first few, but chances are you eventually abandoned it (or blindly checked off items that weren’t really done properly). Long lists are guilt trips. And a quick suggestion about prioritization: Don’t prioritize with numbers or labels Do that and you’ll almost always end up with a ton of really high-priority things. That’s not really prioritizing. Sometimes copying can be part of the learning process, this sort of imitation can be a helpful tool on the path to discovering your own voice Unfortunately, copying in the business arena is usually more nefarious. And that means it’s tempting to try to build a business by being a copycat. That’s a formula for failure, though. The problem with this sort of copying is it skips understanding—and understanding is how you The copy is a faux finish. It delivers no substance, no understanding, and nothing to base future decisions on. Plus, if you’re a copycat, you can never keep up. You’re always in a passive position. You never lead; you always follow. You give birth to something that’s already behind the times—just a knockoff, an inferior version of the original. That’s no way to live. Be influenced, but don’t steal. If you’re successful, people will try to copy what you do. It’s just a fact of life. But there’s a great way to protect yourself from copycats: Make you part of your product or service. Pour yourself into your product and everything around your product too: how you sell it, how you support it, how you explain it, and how you deliver it. Competitors can never copy the you in your product. Don’t confuse enthusiasm with priority Welcome obscurity Obscurity helps protect your ego and preserve your confidence. Now’s the time to take risks without worrying about embarrassing yourself. But you can afford to teach, and that’s something they’ll never do, because big companies are obsessed with secrecy. Everything at those places has to get filtered through a lawyer and go through layers of red tape. Teaching is your chance to outmaneuver them. There’s a beauty to imperfection. This is the essence of the Japanese principle of wabi-sabi. Wabi-sabi values character and uniqueness over a shiny facade. It teaches that cracks and scratches in things should be embraced. Do it yourself first Never hire anyone to do a job until you’ve tried to do it yourself first. That way, you’ll understand the nature of the work. You’ll know what a job well done looks like. You may feel out of your element at times. You might even feel like you suck. That’s all right. You can hire your way out of that feeling or you can learn your way out of it. Try learning first. What you give up in initial execution will be repaid many times over by the wisdom you gain. Plus, you should want to be intimately involved in all aspects of your business. Hire when it hurts Don’t hire for pleasure; hire to kill pain. Always ask yourself: What if we don’t hire anyone? Is that extra work that’s burdening us really necessary? Forget about formal education I have never let my schooling interfere with my education. —MARK TWAIN Hire great writers If you are trying to decide among a few people to fill a position, hire the best writer. It doesn’t matter if that person is a marketer, salesperson, designer, programmer, or whatever; their writing skills will pay off. That’s because being a good writer is about more than writing. Clear writing is a sign of clear thinking. Great writers know how to communicate. They make things easy to understand. They can put themselves in someone else’s shoes. They know what to omit. And those are qualities you want in any candidate. Own your bad news When something goes wrong, someone is going to tell the story. You’ll be better off if it’s you. Otherwise, you create an opportunity for rumors, hearsay, and false information to spread. People will respect you more if you are open, honest, public, and responsive during a crisis. Don’t hide behind spin or try to keep your bad news on the down low. Here are some tips on how you can own the story: The message should come from the top. The highest-ranking person available should take control in a forceful way. Also, remember that negative reactions are almost always louder and more passionate than positive ones. In fact, you may hear only negative voices even when the majority of your customers are happy about a change. Make sure you don’t foolishly backpedal on a necessary but controversial decision. So when people complain, let things simmer for a while. Let them know you’re listening. Show them you’re aware of what they’re saying. Let them know you understand their discontent. But explain that you’re going to let it go for a while and see what happens. You’ll probably find that people will adjust eventually. They may even wind up liking the change more than the old way, once they get used to it.

  26. 5 out of 5

    imane

    "You need less than you think to get a business started” Instead of over planning, get your hand dirty, use that time to solve your problem build a product and sell it to at least 10 people.

  27. 5 out of 5

    Mario Tomic

    Rework contradicts many of the standard business lessons found in other books, the book itself is written in a format of short powerful lessons and messages. I personally love the style of this writing and the overall structure with very high density of content. It can be a bit too much to digest for a reader but don't worry you can always re-read it as it's not such a long book. I found it particularly inspiring and would without doubt recommend this book if you wanna know some of the less comm Rework contradicts many of the standard business lessons found in other books, the book itself is written in a format of short powerful lessons and messages. I personally love the style of this writing and the overall structure with very high density of content. It can be a bit too much to digest for a reader but don't worry you can always re-read it as it's not such a long book. I found it particularly inspiring and would without doubt recommend this book if you wanna know some of the less common ways on how to create a successful modern company.

  28. 4 out of 5

    Ananya Ghosh

    "The myth of the overnight sensation: You will not be a big hit right away. You will not get rich quick. You are not so special that everyone will instantly pay attention. No one cares about you. At least not yet. Get used to it...Trade the dream of overnight success for slow, measured growth. It's hard, but you have to be patient. You have to grind it out. " Full of sassy and cut-the-crap-&-do-real-work advises , Rework is a must read for entrepreneurs (or as the book says, starters ).

  29. 4 out of 5

    Tomasz Kraus

    Quite SaaSish point of view. Faster read than Lean Startup. Pretty motivating. 1-day read.

  30. 4 out of 5

    Samson Sunny

    Last week I started listening to this book’s audible format. First thing I was surprised that the book is short. Listening time is less than 3 hours, I usually listen to audibles in 1.5x speed because those books will be really big. But this I listened in a normal speed so that I can grasp as many points as possible. This book is for whoever wants to start a business and people who already running a business. It is quite different from other business management books. This book is written by David Last week I started listening to this book’s audible format. First thing I was surprised that the book is short. Listening time is less than 3 hours, I usually listen to audibles in 1.5x speed because those books will be really big. But this I listened in a normal speed so that I can grasp as many points as possible. This book is for whoever wants to start a business and people who already running a business. It is quite different from other business management books. This book is written by David Heinemeier Hansson and Jason Fried narrated by Mike Chamberlain. Those authors were employees of 37signals company. What stops you to start a business? You may not have a clear idea or a big plan. You may not find enough time to do things. You will have a day job so that you couldn’t concentrate on your business. You don’t have a VC funding. You don’t have a partner or the big office maybe you don’t have the motivation. These are a lie. You don’t need any of these to start. Don’t say you are an entrepreneur you are a starter. 10 out of 9 business fails. But failure is better than not doing anything. All business starts from the garage. Build things which you want to use. Build a product which is needed even after 10 years. So start and deliver something to the customer. Iteration is the best way to run a business. No business has a finished product. They do iteration. You don’t have to spend 40 hours a week to start a business just 4 hours in a weekend is far enough. Don’t hire people, do it yourself. Ignore the real world Not every company has to be big. In the real world, people may say companies are to be bigger. It should have a bigger office higher revenue. Figure out the right size of your company. If it only needs one person that’s fair enough. Grow slowly Many startups after becoming popular they are getting more VC funds and making their business bigger. But premature growth is the cause of failure for many startups. Don’t become big in a short time. Once you have a bigger company then change will be very difficult. You have to convince the board of directors, employees, VCs and many. But if you are small then you can easily adapt to change. Employee freedom Don’t allow your employees to become workaholics. Staying more time in office is not a result of better work. You will be tired after if you are working more time. In the tired situation, you can’t take better decisions. Within a given time find out the best way to figure out the solution. Send the employees to go home at 5. You can’t expect your employees should only work for you alone. They can even have work outside. They should be busy. Give them freedom don’t push them to follow the company culture. You can’t get full 8 hours of work from employees. Few minutes of Facebook time is not going to affect your business. Don’t become a policeman and keep on watching them. Build half product You may have a big idea that doesn’t mean you have to build it completely. Reduce it to half. If you minimize the priority then you can easily deliver the product. Don’t plan for months and years. You can manage time. So just try to set realistic goals and achieve that. If you set a big goal for next 3 months for sure you can’t finish that. That results in depression. To create a smaller plan and achieve, this will give a motivation to do more. Find your most productive time and work regularly at that particular time. Split the problems into smaller and take decisions on that. Trust your employees. The book is super good. You should definitely read it. The audible format of the book is even better. It won’t waste your time.

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