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SoBrief
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Essentials of Inventory Management
by Max Muller • 2003
Two numbers determine your order size. Master the balance and stop bleeding cash on every shipment.
3.73
111
Essentials of Inventory Management Summary
Essentials of Inventory Management 90%
Two numbers determine your order size. Master the balance and stop bleeding cash on every shipment.
by Max Muller 2003
3.73
111 ratings
Forecasting
by Rob J. Hyndman • 2013
Build forecasts that work: test on unseen data, beat simple benchmarks, reconcile every level.
4.39
318
Forecasting Summary
Forecasting 90%
Build forecasts that work: test on unseen data, beat simple benchmarks, reconcile every level.
by Rob J. Hyndman 2013
4.39
318 ratings
Art of the Long View, The
by Peter Schwartz • 1991
Predicting the future is a fool's game. The smart money rehearses it instead.
3.80
924
Art of the Long View, The Summary
Art of the Long View, The 89%
Predicting the future is a fool's game. The smart money rehearses it instead.
by Peter Schwartz 1991
3.80
924 ratings
Essentials of Supply Chain Management
by Michael H. Hugos • 2002
Five levers control every supply chain. Tuning their balance beats optimizing any single one.
3.78
280
Essentials of Supply Chain Management Summary
Essentials of Supply Chain Management 89%
Five levers control every supply chain. Tuning their balance beats optimizing any single one.
by Michael H. Hugos 2002
3.78
280 ratings
Strategic Workforce Planning
by Ross Sparkman • 2018
The data-backed system that turns business strategy into a workforce plan, so every hire fits.
3.69
55
Strategic Workforce Planning Summary
Strategic Workforce Planning 88%
The data-backed system that turns business strategy into a workforce plan, so every hire fits.
by Ross Sparkman 2018
3.69
55 ratings
The Signals Are Talking
by Amy Webb • 2016
Trends leave footprints at the fringe. A system for reading the future before it becomes obvious.
3.70
641
The Signals Are Talking Summary
The Signals Are Talking 88%
Trends leave footprints at the fringe. A system for reading the future before it becomes obvious.
by Amy Webb 2016
3.70
641 ratings
Isn't It Obvious? Revised
by Eliyahu M. Goldratt • 2009
Reducing inventory to sell more sounds absurd, until you see where the forecast belongs.
4.23
1k+
Isn't It Obvious? Revised Summary
Isn't It Obvious? Revised 88%
Reducing inventory to sell more sounds absurd, until you see where the forecast belongs.
by Eliyahu M. Goldratt 2009
4.23
1k+ ratings
Logistics and Supply Chain Management
by Martin Christopher • 1994
The best product rarely wins. Competitive advantage has moved upstream, into the supply chain.
3.77
261
Logistics and Supply Chain Management Summary
Logistics and Supply Chain Management 88%
The best product rarely wins. Competitive advantage has moved upstream, into the supply chain.
by Martin Christopher 1994
3.77
261 ratings
Dynamic Supply Chain Alignment
by John Gattorna • 2009
Four ways customers buy, four supply chains to match. Most companies run only one.
4.67
3
Dynamic Supply Chain Alignment Summary
Dynamic Supply Chain Alignment 88%
Four ways customers buy, four supply chains to match. Most companies run only one.
by John Gattorna 2009
4.67
3 ratings
Logistics
by Harald Gleissner • 2007
A complete logistics playbook: from transport modes to cash-to-cash cycles and performance metrics.
4.00
6
Logistics Summary
Logistics 88%
A complete logistics playbook: from transport modes to cash-to-cash cycles and performance metrics.
by Harald Gleissner 2007
4.00
6 ratings
The Economist Numbers Guide
by The Economist • 2001
A 50% raise then 50% cut leaves you at 75%. The business math that stops costly errors.
3.84
67
The Economist Numbers Guide Summary
The Economist Numbers Guide 87%
A 50% raise then 50% cut leaves you at 75%. The business math that stops costly errors.
by The Economist 2001
3.84
67 ratings
Radical Focus
by Christina Wodtke • 2016
The OKR playbook: one qualitative goal, a few measured results, a weekly cadence that forces focus.
3.96
5k+
Radical Focus Summary
Radical Focus 87%
The OKR playbook: one qualitative goal, a few measured results, a weekly cadence that forces focus.
by Christina Wodtke 2016
3.96
5k+ ratings
How to Measure Anything
by Douglas W. Hubbard • 1985
That thing you call immeasurable? Redefine measurement; the toolkit is simpler than anyone admits.
3.90
4k+
How to Measure Anything Summary
How to Measure Anything 87%
That thing you call immeasurable? Redefine measurement; the toolkit is simpler than anyone admits.
by Douglas W. Hubbard 1985
3.90
4k+ ratings
Paid to Think
by David Goldsmith • 2012
The thinking before the doing is your real job. A toolkit for making it your edge.
3.76
159
Paid to Think Summary
Paid to Think 87%
The thinking before the doing is your real job. A toolkit for making it your edge.
by David Goldsmith 2012
3.76
159 ratings
Cost Accounting
by Charles T. Horngren • 1962
Use cost data to price boldly, control costs, and allocate resources where they win.
3.65
653
Cost Accounting Summary
Cost Accounting 87%
Use cost data to price boldly, control costs, and allocate resources where they win.
by Charles T. Horngren 1962
3.65
653 ratings
Amazon
by Natalie Berg • 2019
The company that started with books now controls the infrastructure for how America buys everything.
3.77
196
Amazon Summary
Amazon 87%
The company that started with books now controls the infrastructure for how America buys everything.
by Natalie Berg 2019
3.77
196 ratings
The Flaw of Averages
by Sam L. Savage • 2009
A single average can sink your plan. The missing skill: thinking in distributions.
3.86
574
The Flaw of Averages Summary
The Flaw of Averages 87%
A single average can sink your plan. The missing skill: thinking in distributions.
by Sam L. Savage 2009
3.86
574 ratings
Non Obvious Megatrends
by Rohit Bhargava • 2020
Most people see what's obvious. The five habits and one method for seeing what comes next.
3.56
351
Non Obvious Megatrends Summary
Non Obvious Megatrends 87%
Most people see what's obvious. The five habits and one method for seeing what comes next.
by Rohit Bhargava 2020
3.56
351 ratings
Impact Mapping
by Gojko Adzic • 2012
Software ships, but results don't. Tie every feature to a business goal with visual planning.
4.06
1k+
Impact Mapping Summary
Impact Mapping 87%
Software ships, but results don't. Tie every feature to a business goal with visual planning.
by Gojko Adzic 2012
4.06
1k+ ratings
Business Analysis For Dummies
by Paul Mulvey • 2013
From vague business pain to a working solution: the BA's complete toolkit, step by step.
3.79
156
Business Analysis For Dummies Summary
Business Analysis For Dummies 87%
From vague business pain to a working solution: the BA's complete toolkit, step by step.
by Paul Mulvey 2013
3.79
156 ratings
Blue Ocean Strategy
by W. Chan Kim • 2005
Stop fighting over existing markets. Create a new one where the competition simply does not matter.
4.01
89k+
Blue Ocean Strategy Summary
Blue Ocean Strategy 87%
Stop fighting over existing markets. Create a new one where the competition simply does not matter.
by W. Chan Kim 2005
4.01
89k+ ratings
Competing Against Time
by George Stalk Jr. • 1990
Why the fastest companies triple growth and double margins: the discipline of competing on time.
3.89
366
Competing Against Time Summary
Competing Against Time 87%
Why the fastest companies triple growth and double margins: the discipline of competing on time.
by George Stalk Jr. 1990
3.89
366 ratings
How Big Things Get Done
by Bent Flyvbjerg • 2023
Big projects fail before shovels hit dirt. A 16,000-project database reveals how to stop it.
4.27
10k+
How Big Things Get Done Summary
How Big Things Get Done 87%
Big projects fail before shovels hit dirt. A 16,000-project database reveals how to stop it.
by Bent Flyvbjerg 2023
4.27
10k+ ratings
Non-Obvious
by Rohit Bhargava • 2012
Trends are curated, not predicted: how to spot what's next by gathering what's already here.
3.53
1k+
Non-Obvious Summary
Non-Obvious 87%
Trends are curated, not predicted: how to spot what's next by gathering what's already here.
by Rohit Bhargava 2012
3.53
1k+ ratings
Manage Your Project Portfolio
by Johanna Rothman • 2008
Your organization says yes to everything. The framework for choosing what to stop.
3.72
200
Manage Your Project Portfolio Summary
Manage Your Project Portfolio 87%
Your organization says yes to everything. The framework for choosing what to stop.
by Johanna Rothman 2008
3.72
200 ratings
The Connected Company
by Dave Gray • 2012
When customers network faster than your hierarchy can respond, the answer is small autonomous teams.
4.11
617
The Connected Company Summary
The Connected Company 87%
When customers network faster than your hierarchy can respond, the answer is small autonomous teams.
by Dave Gray 2012
4.11
617 ratings
Strategic Foresight
by Sarah Lai Cheah • 2020
An end-to-end system for turning market foresight into products your customers actually want.
Strategic Foresight Summary
Strategic Foresight 87%
An end-to-end system for turning market foresight into products your customers actually want.
by Sarah Lai Cheah 2020
The Principles of Product Development Flow
by Donald G. Reinertsen • 2009
Product development waste hides in its invisible queues. The fix is not process, it is economics.
4.19
3k+
The Principles of Product Development Flow Summary
The Principles of Product Development Flow 87%
Product development waste hides in its invisible queues. The fix is not process, it is economics.
by Donald G. Reinertsen 2009
4.19
3k+ ratings
The Strategy Paradox
by Michael E. Raynor • 2007
The strategies that win big also lose big. The escape: a portfolio of options.
3.89
300
The Strategy Paradox Summary
The Strategy Paradox 87%
The strategies that win big also lose big. The escape: a portfolio of options.
by Michael E. Raynor 2007
3.89
300 ratings
Software Requirements
by Karl Wiegers • 1999
Nearly half of all software defects trace back to bad requirements. The fix starts here.
4.14
859
Software Requirements Summary
Software Requirements 87%
Nearly half of all software defects trace back to bad requirements. The fix starts here.
by Karl Wiegers 1999
4.14
859 ratings
Event Planning and Management
by Ruth Dowson • 2014
A planning system for events that must deliver, from the first objective to the final debrief.
4.33
12
Event Planning and Management Summary
Event Planning and Management 87%
A planning system for events that must deliver, from the first objective to the final debrief.
by Ruth Dowson 2014
4.33
12 ratings
Product Roadmaps Relaunched
by C. Todd Lombardo • 2017
Stop promising features: build a roadmap that communicates strategy and embraces change.
4.10
1k+
Product Roadmaps Relaunched Summary
Product Roadmaps Relaunched 87%
Stop promising features: build a roadmap that communicates strategy and embraces change.
by C. Todd Lombardo 2017
4.10
1k+ ratings
Balanced Scorecard Step-by-Step
by Paul R. Niven • 2002
Turn strategy into daily work, using measures that go beyond the financial reports.
3.85
146
Balanced Scorecard Step-by-Step Summary
Balanced Scorecard Step-by-Step 87%
Turn strategy into daily work, using measures that go beyond the financial reports.
by Paul R. Niven 2002
3.85
146 ratings
Your Life Is Manufactured
by Tim Minshall • 2025
The hidden system that builds everything you touch is fragile and overdue for reinvention.
3.62
432
Your Life Is Manufactured Summary
Your Life Is Manufactured 87%
The hidden system that builds everything you touch is fragile and overdue for reinvention.
by Tim Minshall 2025
3.62
432 ratings
The Future of Everything
by David Orrell • 2006
Weather, markets, pandemics: the science of why forecasts fail, and what to build instead.
3.67
117
The Future of Everything Summary
The Future of Everything 87%
Weather, markets, pandemics: the science of why forecasts fail, and what to build instead.
by David Orrell 2006
3.67
117 ratings
Management Challenges for the 21st Century
by Peter F. Drucker • 2009
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
4.07
876
Management Challenges for the 21st Century Summary
Management Challenges for the 21st Century 87%
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
by Peter F. Drucker 2009
4.07
876 ratings
3hag Way
by Shannon Byrne Susko • 2018
A step-by-step system to turn your three-year vision into a concrete quarter-by-quarter plan.
4.06
123
3hag Way Summary
3hag Way 87%
A step-by-step system to turn your three-year vision into a concrete quarter-by-quarter plan.
by Shannon Byrne Susko 2018
4.06
123 ratings
Radical Uncertainty
by Mervyn A. King • 2020
When the future is genuinely unknowable, stories guide us better than probability ever could.
3.86
1k+
Radical Uncertainty Summary
Radical Uncertainty 87%
When the future is genuinely unknowable, stories guide us better than probability ever could.
by Mervyn A. King 2020
3.86
1k+ ratings
Design to Grow
by David Butler • 2015
Scale and agility usually fight; Coca-Cola used design to get both at once.
3.74
369
Design to Grow Summary
Design to Grow 87%
Scale and agility usually fight; Coca-Cola used design to get both at once.
by David Butler 2015
3.74
369 ratings
Reengineering Retail
by Doug Stephens • 2017
E-commerce ate the store. Here's how to rebuild retail into something worth leaving the couch for.
4.14
442
Reengineering Retail Summary
Reengineering Retail 87%
E-commerce ate the store. Here's how to rebuild retail into something worth leaving the couch for.
by Doug Stephens 2017
4.14
442 ratings
Project Management for Small Business
by Joseph Phillips • 2011
A simple, repeatable system that keeps your small business projects from bleeding money.
3.85
26
Project Management for Small Business Summary
Project Management for Small Business 87%
A simple, repeatable system that keeps your small business projects from bleeding money.
by Joseph Phillips 2011
3.85
26 ratings
The 80/20 Principle and 92 Other Power Laws of Nature
by Richard Koch • 2013
Work less and win more: the 93 laws from nature that multiply your business results.
3.66
524
The 80/20 Principle and 92 Other Power Laws of Nature Summary
The 80/20 Principle and 92 Other Power Laws of Nature 87%
Work less and win more: the 93 laws from nature that multiply your business results.
by Richard Koch 2013
3.66
524 ratings
Farsighted
by Steven Johnson • 2018
Why our biggest choices flunk the pro/con list, and what works: mapping, rehearsal, fiction.
3.55
2k+
Farsighted Summary
Farsighted 87%
Why our biggest choices flunk the pro/con list, and what works: mapping, rehearsal, fiction.
by Steven Johnson 2018
3.55
2k+ ratings
A Seat at the Table and The Art of Business Value
by Mark Schwartz • 2017
Shipping features isn't delivering value. A CIO on what Agile gets wrong about ROI.
4.23
785
A Seat at the Table and The Art of Business Value Summary
A Seat at the Table and The Art of Business Value 87%
Shipping features isn't delivering value. A CIO on what Agile gets wrong about ROI.
by Mark Schwartz 2017
4.23
785 ratings
The Event Planning Toolkit
by Linda Joyce Jones • 2020
Events run on project management, not magic. The practical toolkit for smooth execution.
4.33
12
The Event Planning Toolkit Summary
The Event Planning Toolkit 87%
Events run on project management, not magic. The practical toolkit for smooth execution.
by Linda Joyce Jones 2020
4.33
12 ratings
The Mesh
by Lisa Gansky • 2010
Selling access beats selling ownership. One product, dozens of transactions, and the customers stay.
3.66
1k+
The Mesh Summary
The Mesh 87%
Selling access beats selling ownership. One product, dozens of transactions, and the customers stay.
by Lisa Gansky 2010
3.66
1k+ ratings
The Signal and the Noise
by Nate Silver • 2012
Why weather forecasters improve while economists flounder, and what that reveals about prediction.
3.97
53k+
The Signal and the Noise Summary
The Signal and the Noise 87%
Why weather forecasters improve while economists flounder, and what that reveals about prediction.
by Nate Silver 2012
3.97
53k+ ratings
Competing on Analytics
by Thomas H. Davenport • 2007
Why some companies (like Amazon and Capital One) win by making bets on data, not hunches.
3.69
2k+
Competing on Analytics Summary
Competing on Analytics 87%
Why some companies (like Amazon and Capital One) win by making bets on data, not hunches.
by Thomas H. Davenport 2007
3.69
2k+ ratings
User Stories Applied
by Mike Cohn • 2004
Replace bloated specs with user stories, hours with story points, and hope with velocity.
3.89
3k+
User Stories Applied Summary
User Stories Applied 87%
Replace bloated specs with user stories, hours with story points, and hope with velocity.
by Mike Cohn 2004
3.89
3k+ ratings
The Digital Transformation Playbook
by David L. Rogers • 2016
Five outdated assumptions that derail digital transformation before any technology gets installed.
4.09
898
The Digital Transformation Playbook Summary
The Digital Transformation Playbook 87%
Five outdated assumptions that derail digital transformation before any technology gets installed.
by David L. Rogers 2016
4.09
898 ratings
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