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Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.

Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.

The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on “validated learning,” rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.

Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs—in companies of all sizes—a way to test their vision continuously, to adapt and adjust before it’s too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

The development of the mobile-phone industry into what we know today required remarkable cooperation between companies, governments, and industrial sectors. Companies developing cellular infrastructure, cellular devices, cellular network services, and eventually software and mobile semiconductors had to cooperate, not simply compete, with each other. In this global history of the mobile-phone industry, Daniel D. Garcia-Swartz and Martin Campbell-Kelly examine its development in the United States, Europe, Japan, and several emerging economies, including China and India. They present the evolution of mobile phones from the perspective of vendors of telephone equipment and network operators, users whose lives have been transformed by mobile phones, and governments that have fostered specific mobile-phone standards. Cellular covers the technical aspects of the cellphone, as well as its social and political impact.

Beginning with the 1980s, the authors trace the development of closed (proprietary) and open (available to all) cellular standards, the impact of network effects as cellular adoption increased, major technological changes affecting mobile phone hardware, and the role of national governments in shaping the industry. The authors also consider the changing roles that cellular phones have played in the everyday lives of people around the world and the implications 5G technology may have for the future. Finally, they offer statistics on how quickly the cellular industry grew in different regions of the world and how firms competed in those various markets.

Cellular is published in the History of Computing Series. This distinguished series has played a major role in defining scholarship in the history of computing. Hallmarks of the series are its technical detail and interpretation of primary source materials.

The final word on what traits make for highly successful managers—and a detailed explanation of how to identify potential standout performers.

Executive Intelligence is about the substance behind great leadership. Inspired by the work of Peter Drucker and Jim Collins, Justin Menkes set out to isolate the qualities that make for the ‘right’ people. Drawing on his background in psychology and bolstered by interviews with accomplished CEOs, Menkes paints the portrait of the ideal executive.

In a sense, Menkes’s work reveals an executive IQ—the cognitive skills necessary in order to excel in senior management positions. Star leaders readily differentiate primary priorities from secondary concerns; they identify flawed assumptions; they anticipate the different needs of various stakeholders and how they might conflict with one another; and they recognise the underlying agendas of individuals in complex exchanges.

Weaving together research, interviews and the results of his own proprietary testing, Menkes exposes one of the great fallacies of corporate life, that hiring and promotion are conducted on a systematic or scientific basis that allows the most accomplished to rise to their levels of optimal responsibility.

Finally, Menkes is a passionate advocate for finding and employing the most talented people, especially those who may have been held back by external assumptions.