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3.94 AVERAGE
3.94 AVERAGE
Thought-provoking. I can’t expect to change the entire culture of my huge employer, but how can I act locally to protect my time, my team’s time, and make it not crazy at work? I’ll have to noodle on it and pay attention to the opportunities.
Плюси - дуже швидко і легко читається. Кожна глава - буквально пара сторінок, з чітко сформульованою основною думкою. Можна навіть ніяких заміток не робити, зміст - це вже конспект книги.
Мінуси - частина думок повторюються різними словами як "різні пункти". Далеко не все в принципі підійде для всіх типів бізнесу (інколи, власне, автори самі про це чітко кажуть). Багато речей, які є досить очевидними (проблема полягає не в придумуванні самої ідеї, а в її імплементації, а імплементації - не тема цієї книги).
В цілому - норм, далеко не гірша книжка подібної тематики, але все ж забагато "капітанства", як на мене.
Мінуси - частина думок повторюються різними словами як "різні пункти". Далеко не все в принципі підійде для всіх типів бізнесу (інколи, власне, автори самі про це чітко кажуть). Багато речей, які є досить очевидними (проблема полягає не в придумуванні самої ідеї, а в її імплементації, а імплементації - не тема цієї книги).
В цілому - норм, далеко не гірша книжка подібної тематики, але все ж забагато "капітанства", як на мене.
Yet another reference book from Basecamp for the likes of me in software development industry. Just like 'Rework' and 'Remote' this book points to issues we feel that some things are wrong with but don't have the courage to put into words because of the way things 'are' in the business. Hearing those ideas from a 'success story' increases it's effect.
Rework tried to convince employees that there is a better way to do work. Remote tried to convince employees and employers that 'the work' is not something constrained by walls. Now this book tries to convince employers that 'the sense of urgency' is not the key to the success.
Rework tried to convince employees that there is a better way to do work. Remote tried to convince employees and employers that 'the work' is not something constrained by walls. Now this book tries to convince employers that 'the sense of urgency' is not the key to the success.
Interesting to see how other companies operate; but more of a this is the way WE do it than a this is the way you can do things.
I listened to this one and it was a quick and worth while audiobook. It had a lot of really helpful tips, more geared towards leadership than what you can do to help yourself. It definitely was for a bit above my pay grade, but I highly recommend it to everyone that falls into the “boss” category!
I love the idea. I love the company. First half of the book was a blast and I knew I was doing things right, because just nodded my head while reading. Then I noticed there really isn't that much actual tips for me as an entrepreneur. Perhaps, because I'm used to be "anarchist" when it comes to running a company. We do many things exactly like Basecamp despite being only 5-year-old company.
I agree most of the things with Jason Fried and co., but disagree the most core thing: the company doesn't need to be thought as a "product" per se, actually it's not even possible. In my opinion it may be even harmful to think that way, because it's livelihood for many people. It's also hard for take the tips that are based on a real product-based start-up (or should I say "stay-up" as presented in the book) when you have a service based business model where every case is different and not just bunch of features and ideas you build from within the company. What about plumming companies? what about creative agencies? I think the tips presented in this book do not apply for everyone.
The book is overally really good and I like it. But for some reason was left a bit disappointed, because realized the second half is all about "This is how we do things here at Basecamp". It's inspiring, motivating and even a bit captivating, but that's all it is. I recommend this book for everyone who has a traditional company, not modern and cultivated like mine and Basecamp's. Not that I'm any entreprenial Jesus or anything, I just agree with the book too much and it made it even boring.
Listened as audiobook via BookBeat.
I agree most of the things with Jason Fried and co., but disagree the most core thing: the company doesn't need to be thought as a "product" per se, actually it's not even possible. In my opinion it may be even harmful to think that way, because it's livelihood for many people. It's also hard for take the tips that are based on a real product-based start-up (or should I say "stay-up" as presented in the book) when you have a service based business model where every case is different and not just bunch of features and ideas you build from within the company. What about plumming companies? what about creative agencies? I think the tips presented in this book do not apply for everyone.
The book is overally really good and I like it. But for some reason was left a bit disappointed, because realized the second half is all about "This is how we do things here at Basecamp". It's inspiring, motivating and even a bit captivating, but that's all it is. I recommend this book for everyone who has a traditional company, not modern and cultivated like mine and Basecamp's. Not that I'm any entreprenial Jesus or anything, I just agree with the book too much and it made it even boring.
Listened as audiobook via BookBeat.
Nice to read, good ideas how to run a small to medium *calm* business, as the authors point out pure anecdotes.
I agree with the principles and most of the sentiments expressed in this book. Note that this book isn't about how to run a successful, calm company; if you're looking for some sort of how-to manual, you're not gonna find it here.
This book is more about inspiring entrepreneurs not to keep up with the Joneses. It's a description of one example of a company that didn't get caught up in the silicon valley rat race. The authors explain some of the things they do at Basecamp to demonstrate their values (i.e., work to live; not live to work) and drive home their point ("see? it's not impossible to run a profitable software company AND work < 40 hour/week").
Basically, they use 200+ pages to tell the reader that when you build a company, you'll be faced with a mole of choices and that it's possible to choose a less stressful route AND make cash money bling bling.
3 stars instead of 4 because the bro-chill-out conversational tone annoyed me and felt unnecessarily condescending and naive at times.
This book is more about inspiring entrepreneurs not to keep up with the Joneses. It's a description of one example of a company that didn't get caught up in the silicon valley rat race. The authors explain some of the things they do at Basecamp to demonstrate their values (i.e., work to live; not live to work) and drive home their point ("see? it's not impossible to run a profitable software company AND work < 40 hour/week").
Basically, they use 200+ pages to tell the reader that when you build a company, you'll be faced with a mole of choices and that it's possible to choose a less stressful route AND make cash money bling bling.
3 stars instead of 4 because the bro-chill-out conversational tone annoyed me and felt unnecessarily condescending and naive at times.
Actual rating: 2.5/5
It was ok but I don't really know if I took away much from it. I guess it's like this book is a list of all the reasons WHY work shouldn't be crazy but not really much on HOW we can make it less crazy (to be fair, I guess it would be more relevant to CEOs and managers who have the power to change the workplace as compared to like me, who's just a simple employee).
It was ok but I don't really know if I took away much from it. I guess it's like this book is a list of all the reasons WHY work shouldn't be crazy but not really much on HOW we can make it less crazy (to be fair, I guess it would be more relevant to CEOs and managers who have the power to change the workplace as compared to like me, who's just a simple employee).
informative
inspiring
reflective
medium-paced