File Name: rework by jason fried and david hansson .zip
Pick up the key ideas in the book with this quick summary. Founding your own business has never been easier than today. If you start small, you need far less time and resources than you imagine.
Start growing! Boost your life and career with the best book summaries. Quick Summary : In order to make space for the new, you need to get rid of the old. So, the first step is to take down those common misconceptions that are usually the reason people decide not to try.
It's very quick and easy to read. Each section is very concise; there's no fluff — just quick tips and actionable ideas. This is one of the reasons I love the book so much! One of the interesting things about the book is that it was written based on the experiences of growing 37 Signals; the company behind Basecamp and other productivity apps. The book is a byproduct of their business which is one of the ideas they talk about in the book.
Jason Fried was one of the co-founders of 37 Signals, or more commonly known as Basecamp. Fried is a well-known keynote speaker, specialising in the topic of deficiencies in the workplace but also well versed in entrepreneurship, management, software, and design. From here, he met a couple of the right people and 37 Signals was born. Heinemeier Hansson is the man behind Ruby on Rails, an open-source web framework that helps programmers all around the world build beautiful applications.
Heinemeier Hanssen is also involved in public speaking, focusing on technology and business. A couple of his favourite hobbies are photography and racer driving. Together Fried and Heinemeier Hansson have co-authored Rework, a NY Times international best-seller and Remote which all about the new emerging trend of working remotely. Fried and Heinemeier Hansson explain that the business world has been transformed.
It looks very different to what it did twenty years ago. The idea that anyone can have their own business is a pretty common thought now. And things that seemed so unreachable, in relation to tools and technology, are so within reach for almost anyone. The cost of these tools is considerably lower than ever, making it so accessible for just about anyone to get into business. Automation and technology now mean that jobs that used to take three or four people, can now be done by one person, or simply done by a machine.
And although there are definite lessons to be learned, Fried and Heinemeier Hansson believe that failure is not a prerequisite for success.
They call upon a study from the Harvard Business School to prove their point. They explain that experiencing success is more likely to help you with future successes. Fried and Heinemeier Hansson emphasise that there is no need to have high expectations of running a large corporation.
There is absolutely nothing wrong with wanting to run a small business and to stay small. We all know someone who is a workaholic, that person who seems to be constantly attached to their phone on weekends, first to the office, last to leave and eats lunch at their desk.
They tend to struggle to let go of a task and move on to a new one. The real hero is already home because she figured out a faster way to get things done. Fried and Heinemeier Hansson believe that the word entrepreneur should be replaced with the word starter. They explain that absolutely anyone can be a starter, there is no prerequisite of a business degree.
All you need is a bit of passion, an idea and some confidence. Their advice is that you need to stop focusing on meeting the expectations of being an entrepreneur and just get started with the work. Everyone wants to feel as if they are making a difference, having an impact on peoples lives. And if you can achieve this, then you can consider the work you are doing great. They are referring to designing a product or service that you want, finding a problem in your life and solving it.
A common excuse is that everyone has no time. Fried and Heinemeier Hansson believe that this is no excuse, if you want something bad enough, you do whatever it takes to make the time.
Fried and Heinemeier Hansson believe that if you want to build a successful business, you have to have some depth. Your business needs to have a point of view and have some strong beliefs. And you need to be able to explain to the world what your beliefs are.
This is where mission statements come in. Fried and Heinemeier Hansson explain that they have seen far too many businesses work hard to raise money, only to be unsuccessful or to have regrets. By raising money from the outside, you are giving up some of your freedom.
Fried and Heinemeier Hansson explain that getting money from the outside should be your last resort, try everything else before you have to go down that road. Regarding money, they explain that you often need less money than you think. Everyone thinks you need to go in with plenty of capital, but the reality is you can get started pretty easily with not very much money. And it all worked out. Fried and Heinemeier Hansson explain that you should be aiming to start a business, not a startup.
Often, people use the concept of a startup as a safety net from the real world, as a way to protect themselves if they failed, and a way to avoid dealing with the nitty gritty of a real business such as payrolls and profit.
If you go into your project, treating it as a real business, you are much more likely to succeed. Worry about profit from the get-go, pay people appropriately and ensure that all your bills and deadlines are met.
By doing this it will be easier to keep going. Another issue that Fried and Heinemeier Hansson have is with exit strategies. Why are you planning to fail? You should be planning for success. However, Fried and Heinemeier Hansson explain that these constraints are not necessarily negative if you look at them from a different perspective they can be an opportunity.
The authors also agree that you need to stop worrying about all the finer details early on. The authors recommend that you get stuck into finalising the basics and can worry about the details later. Decide and move forward. Fried and Heinemeier Hansson have a strong point of view when it comes to building products. They firmly believe that you should build half a product, not a half-assed product.
Instead of trying to get ten different aspects of the product perfect, start with just one. Consider the time and resources you have available and establish what is possible. And the authors want you to remember that less is more. The stuff you have to do is where you should begin. When explaining the epicentre, Fried and Heinemeier Hansson use the example of a hot dog stand.
But what you should really focus on is the hot dog. That is the epicentre. The rest can come later. Fried and Heinemeier Hansson explain that you should build your business about things that will not change.
Consider what people are looking for in a business or product right now and what they are going to want in ten years. This constant is what your business should focus on, not temporary fads or things that will change rapidly. They look to Amazon as an example. Two things that consumers are always going to want. The authors remind us that these are secondary to your business, you need to remain focused on the core, what people want and how you are going to get it to them and make money.
Most businesses procrastinate the launch of their new product or service for far too long. This is usually down to nerves, fear of failure or a lack of motivation to get started. But Fried and Heinemeier Hansson point out that the reality is, that most people have their product or service ready to launch a lot sooner than they realise.
They emphasise the importance of going to market as soon as it is ready to go. Fried and Heinemeier Hansson explain that interruptions are the enemy of productivity. Countless works find themselves wondering why they are working overtime and work is creeping into their weekends.
Every phone call, meeting, email or someone asking you questions interrupt your workflow and sets you back. The authors explain that you should really focus on getting into a work zone, alone and for long periods of time.
Dedicate this time to being your most productive. You go to sleep first and then make your way to REM. Any interruptions force you to start over. And just as REM is when the real sleep magic happens, the alone zone is where the real productivity magic happens.
And meetings are infamous for going over time and you often walk out without a complete solution. They want you to ask yourself if the meeting is really worth 10 hours of paid working time before you commit! When meetings are needed, they suggest you consider the following things:.
Momentum is absolutely key in the business world. Fried and Heinemeier Hansson emphasise the importance of building momentum by finishing one task and moving onto the next as soon as possible.
They describe the process as quick wins. You eventually lose all motivation and want to give up. Give yourself a sense of accomplishment and then move onto the next thing. The worst thing you can do now is waste even more time.
A couple of ways to combat this is to break big tasks into smaller tasks. Fried and Heinemeier Hansson recommend doing this because the smaller a task is, the easier it should be to estimate the time it will take.
Instead of one twelve-week project, structure it as twelve one-week projects. Instead of guesstimating at tasks that take thirty hours or more, break them down into more realistic six-to-ten-hour chunks. Then go one step at a time.
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. 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.
Read in: 4 minutes Favorite quote from the author:. Listen to the audio of this summary with a free reading. They compiled the books that were recommended more than four times and ended up with 15 solid picks, one of which was this one. In he and his co-author decided to publish some of the principles they relied on to run Basecamp until the company was called 37signals and Rework was born. If you want to save this summary for later, download the free PDF and read it whenever you want.
For more information, write to Random House, Inc. Library of Congress Cataloging-in-Publication Data. Fried, Jason. Rework / Jason Fried and David Hansson
However, Rework is not only centered on management tips, it also contains tips for people who want to start a business. The Rework Book Cheat Sheet is a free PDF download that will give you tons of business management tips to help you rewire your brain for success. It will upgrade your way of thinking about managing a business so that you can achieve your business goals effectively and rapidly.
Mar 09, Minutes Buy. Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. The truth is, you need less than you think. Those are all just excuses.
Goodreads helps you keep track of books you want to read. Want to Read saving…. Want to Read Currently Reading Read.
Account Options Sign in. Top charts. New arrivals. Switch to the audiobook. 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.
It's very quick and easy to read. Each section is very concise; there's no fluff — just quick tips and actionable ideas. This is one of the reasons I love the book so much! One of the interesting things about the book is that it was written based on the experiences of growing 37 Signals; the company behind Basecamp and other productivity apps. The book is a byproduct of their business which is one of the ideas they talk about in the book. Jason Fried was one of the co-founders of 37 Signals, or more commonly known as Basecamp. Fried is a well-known keynote speaker, specialising in the topic of deficiencies in the workplace but also well versed in entrepreneurship, management, software, and design.
There are some things about this book making it one of the rare as well as special ones. Like it has been written by not some regular or ordinary writer but some of the pioneers. They introduced a lot of ultimate solutions when it comes to the software. The book we are talking about is basically a business book and it gives a lot of the perspectives as well as directions when it comes to new and different business ideas. The book is written in a very helpful as well as self explanatory manner to keep things as simple as possible in order to make it a book that everyone can take benefit from.
Вы не знаете, кто он. - Какой-то турист. - Вы уверены. - Туризм - моя профессия! - отрезал Клушар. - Я их сразу узнаю.
Не спрашивай меня, как это случилось, - сказал он, уставившись в закрытый люк. - Но у меня такое впечатление, что мы совершенно случайно обнаружили и нейтрализовали Северную Дакоту. - Он покачал головой, словно не веря такую удачу. - Чертовское везение, если говорить честно. - Он, казалось, все еще продолжал сомневаться в том, что Хейл оказался вовлечен в планы Танкадо.
Как, вы сказали, имя девушки, которую нанял ваш брат. - Рыжеволосая, - сказал Беккер, уклоняясь от ответа. - Рыжеволосая? - переспросила .
Она попыталась вспомнить, что это. Сбои техники в Третьем узле были такой редкостью, что номера ошибок в ее памяти не задерживалось. Сьюзан пролистала справочник и нашла нужный список. 19: ОШИБКА В СИСТЕМНОМ РАЗДЕЛЕ 20: СКАЧОК НАПРЯЖЕНИЯ 21: СБОЙ СИСТЕМЫ ХРАНЕНИЯ ДАННЫХ Наконец она дошла до пункта 22 и, замерев, долго всматривалась в написанное. Потом, озадаченная, снова взглянула на монитор.
Тогда всему придет конец. Директор нахмурился и повернулся к экрану. - Мистер Беккер, я был не прав. Читайте медленно и очень внимательно.
Скорее кличка коровы, чем имя красавицы. Разве так могут назвать католичку. Должно быть, Клушар ослышался. Беккер набрал первый из трех номеров.
ГЛАВА 85 Грег Хейл, распластавшись, лежал на полу помещения Третьего узла. Стратмор и Сьюзан отволокли его туда через шифровалку и связали ему руки и ноги толстым кабелем от одного из лазерных принтеров. Сьюзан до сих пор была ошеломлена ловкими действиями коммандера.
Постараюсь быть краткой, - улыбнулась Сьюзан Флетчер. - Пожалуйста. Через десять минут Беккер уже сидел в буфете АНБ, жуя сдобную булку и запивая ее клюквенным соком, в обществе очаровательной руководительницы Отделения криптографии АНБ. Ему сразу же стало ясно, что высокое положение в тридцать восемь лет в АНБ нельзя получить за красивые глаза: Сьюзан Флетчер оказалась одной из умнейших женщин, каких ему только доводилось встречать. Обсуждая шифры и ключи к ним, он поймал себя на мысли, что изо всех сил пытается соответствовать ее уровню, - для него это ощущение было новым и оттого волнующим.
Да, сэр, - сказала Мидж. - Потому что Стратмор обошел систему Сквозь строй? - Фонтейн опустил глаза на компьютерную распечатку. - Да, - сказала .
У него не было сомнений относительно того, что произошло: Стратмор совершил ошибку, обойдя фильтры, и теперь пытался скрыть этот факт глупой версией о диагностике. Чатрукьян не был бы так раздражен, если бы ТРАНСТЕКСТ был его единственной заботой. Однако это было не. Несмотря на свой внушительный вид, дешифровальное чудовище отнюдь не было островом в океане. Хотя криптографы были убеждены, что система фильтров Сквозь строй предназначалась исключительно для защиты этого криптографического декодирующего шедевра, сотрудники лаборатории систем безопасности знали правду.