Author Archives: malb9001

TREVOR NOAH A story about identity, resilience, and the systems people inherit before they can change them. Why it’s here Born a Crime brings the human consequences of social systems into view without losing humor or hope. It belongs in this library as a reminder that leadership and technology always land in someone’s lived experience.Continue reading “Born a Crime”

Leadership · Being Human Leaders Eat Last Simon Sinek Safety and trust are leadership infrastructure. Why it is here It grounds leadership in the environment people experience every day: whether they feel safe enough to cooperate, learn, and contribute. Key ideas Create conditions where people protect one another. Trust makes coordination faster and safer. LeadersContinue reading “Leaders Eat Last”

Work & Systems · Being Human Slow Productivity Cal Newport Do fewer things, at a natural pace, for a long time. Why it is here A useful counterweight to the idea that more output always means more progress. It frames sustainable pace as an operating choice. Key ideas Keep the active list small. Work atContinue reading “Slow Productivity”

Work & Systems · Leadership Wiring the Winning Organization Gene Kim & Steven J. Spear Build the feedback loops that let an organization learn at the pace of the work. Why it is here It connects operational improvement to the way leaders design systems, decisions, and learning—not just the people within them. Key ideas MakeContinue reading “Wiring the Winning Organization”

Thinking · Leadership Think Again Adam Grant The discipline of revising your point of view when the evidence changes. Why it is here Useful when certainty becomes a constraint. It gives a practical language for curiosity, intellectual humility, and productive disagreement. Key ideas Treat opinions as hypotheses, not possessions. Build the habit of updating yourContinue reading “Think Again”

Matthew Skelton & Manuel Pais A practical language for designing teams around the flow of work. Why it’s here Good teams are not a staffing chart. They are an interaction design: deliberate boundaries, cognitive load, and a clear path for change to travel. Ideas worth keeping Optimize for fast flow, not maximum utilization. Keep teamContinue reading “Team Topologies”

Gene Kim, Kevin Behr & George Spafford Operations fiction that makes the invisible work of IT impossible to ignore. Why it’s here This is the bridge from Goldratt’s theory of constraints into modern technology work: incidents, projects, security, releases, and the people caught between them. Ideas worth keeping Make work visible before trying to fixContinue reading “The Phoenix Project”

Eliyahu M. Goldratt & Jeff Cox A story about learning to see the constraint that governs the whole system. Why it’s here The Goal changes the question from “How busy are we?” to “What is actually limiting the system?” It is an essential lens for operations, product delivery, leadership, and almost any work with handoffs.Continue reading “The Goal”