9780307463746: Rework
Hardcover
ISBN 10: 0307463745 ISBN 13: 9780307463746
Verlag: Crown Currency, 2010

Inhaltsangabe

Rework shows you a better, faster, easier way to succeed in business. 

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.

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.

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Über die Autorin bzw. den Autor

Jason Fried is the cofounder and president of Basecamp (formerly 37signals), a privately held Chicago-based company committed to building the best web-based tools possible with the least number of features necessary. With David Heinemeier Hansson, Fried is the coauthor of Getting Real: The Smarter, Faster, Easier Way to Build a Successful Web Application; Remote: Office Not Required; and the New York Times bestseller Rework.

David Heinemeier Hansson is a partner at Basecamp (formerly 37signals), a privately held Chicago-based company committed to building the best web-based tools possible with the least number of features necessary. With Jason Fried, Hansson is the coauthor of Getting Real: The Smarter, Faster, Easier Way to Build a Successful Web Application; Remote: Office Not Required; and the New York Times bestseller Rework.

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They say you can’t possibly compete with the big boys without a hefty marketing and advertising budget. They say you can’t succeed by building products that do less than your competition’s. They say you can’t make it all up as you go. But that’s exactly what we’ve done.

They say a lot of things. We say they’re wrong. We’ve proved it. And we wrote this book to show you how to prove them wrong too.

Now, let’s get on with it.

The new reality
This is a different kind of business book for different kinds of people—from those who have never dreamed of starting a business to those who already have a successful company up and running.

It’s for hard-core entrepreneurs, the Type A go-getters of the business world. People who feel like they were born to start, lead, and conquer.

It’s also for less intense small-business owners. People who may not be Type A but still have their business at the center of their lives. People who are looking for an edge that’ll help them do more, work smarter, and kick ass.
It’s even for people stuck in day jobs who have always dreamed about doing their own thing. Maybe they like what they do, but they don’t like their boss. Or maybe they’re just bored. They want to do something they love and get paid for it.

Finally, it’s for all those people who’ve never considered going out on their own and starting a business. Maybe they don’t think they’re cut out for it. Maybe they don’t think they have the time, money, or conviction to see it through. Maybe they’re just afraid of putting themselves on the line. Or maybe they just think business is a dirty word. Whatever the reason, this book is for them, too.

There’s a new reality. Today anyone can be in business. Tools that used to be out of reach are now easily accessible. Technology that cost thousands is now just a few bucks or even free. One person can do the job of two or three or, in some cases, an entire department. Stuff that was impossible just a few years ago is simple today.

You don’t have to work miserable 60/80/100-hour weeks to make it work. 10–40 hours a week is plenty. You don’t have to deplete your life savings or take on a boatload of risk. Starting a business on the side while keeping your day job can provide all the cash flow you need. You don’t even need an office. Today you can work from home or collaborate with people you’ve never met who live thousands of miles away.

It’s time to rework work. Let’s get started.

Ignore the real world
“That would never work in the real world.” You hear it all the time when you tell people about a fresh idea.

This real world sounds like an awfully depressing place to live. It’s a place where new ideas, unfamiliar approaches, and foreign concepts always lose. The only things that win are what people already know and do, even if those things are flawed and inefficient.

Scratch the surface and you’ll find these “real world” inhabitants are filled with pessimism and despair. They expect fresh concepts to fail. They assume society isn’t ready for or capable of change.

Even worse, they want to drag others down into their tomb. If you’re hopeful and ambitious, they’ll try to convince you your ideas are impossible. They’ll say you’re wasting your time.

Don’t believe them. That world may be real for them, but it doesn’t mean you have to live in it.

We know because our company fails the real-world test in all kinds of ways. In the real world, you can’t have more than a dozen employees spread out in eight different cities on two continents. In the real world, you can’t attract millions of customers without any salespeople or advertising. In the real world, you can’t reveal your formula for success to the rest of the world. But we’ve done all those things and prospered.

The real world isn’t a place, it’s an excuse. It’s a justification for not trying. It has nothing to do with you.

Learning from mistakes is overrated
In the business world, failure has become an expected rite of passage. You hear all the time how nine out of ten new businesses fail. You hear that your business’s chances are slim to none. You hear that failure builds character. People advise, “Fail early and fail often.”

With so much failure in the air, you can’t help but breathe it in. Don’t inhale. Don’t get fooled by the stats. Other people’s failures are just that: other people’s failures.

If other people can’t market their product, it has nothing to do with you. If other people can’t build a team, it has nothing to do with you. If other people can’t price their services properly, it has nothing to do with you. If other people can’t earn more than they spend?.?.?.?well, you get it.

Another common misconception: You need to learn from your mistakes. What do you really learn from mistakes? You might learn what not to do again, but how valuable is that? You still don’t know what you should do next.

Contrast that with learning from your successes. Success gives you real ammunition. When something succeeds, you know what worked—and you can do it again. And the next time, you’ll probably do it even better.

Failure is not a prerequisite for success. A Harvard Business School study found already-successful entrepreneurs are far more likely to succeed again (the success rate for their future companies is 34 percent). But entrepreneurs whose companies failed the first time had almost the same follow-on success rate as people starting a company for the first time: just 23 percent. People who failed before have the same amount of success as people who have never tried at all.* Success is the experience that actually counts.

That shouldn’t be a surprise, for it’s exactly how nature works. Evolution doesn’t linger on past failures, it’s always building upon what worked. So should you.

Planning is guessing
Unless you’re a fortune-teller, long-term business planning is a fantasy. There are just too many factors that are out of your hands: market conditions, competitors, customers, the economy, etc. Writing a plan makes you feel in control of things you can’t actually control.

Why don’t we just call plans what they really are: guesses. Start referring to your business plans as business guesses, your financial plans as financial guesses, and your strategic plans as strategic guesses. Now you can stop worrying about them as much. They just aren’t worth the stress.

When you turn guesses into plans, you enter a danger zone. Plans let the past drive the future. They put blinders on you. “This is where we’re going because, well, that’s where we said we were going.” And that’s the problem: Plans are inconsistent with improvisation.

And you have to be able to improvise. You have to be able to pick up opportunities that come along. Sometimes you need to say, “We’re going in a new direction because that’s what makes sense today.”

The timing of long-range plans is screwed up too. You have the most information when you’re doing something, not before you’ve done it. Yet when do you write a plan? Usually it’s before you’ve even begun. That’s the worst time to make a big decision.

Now this isn’t to say you shouldn’t think about the future or contemplate how you might attack upcoming obstacles. That’s a worthwhile exercise. Just don’t feel you need to write...

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Verlag
Crown Currency
Erscheinungsdatum
2010
Sprache
Englisch
ISBN 10 
0307463745
ISBN 13 
9780307463746
Einband
Gebundene Ausgabe
Anzahl der Seiten
288
Kontakt zum Hersteller
Nicht verfügbar
Verantwortliche Person
gpsr@libri.de
gpsr@libri.de

Friedensallee 273
Hamburg
22763
Deutschland

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