Edward Hess Book order (chronological)

Your job is at risk—if not now, then soon. We are entering a Smart Machine Age driven by artificial intelligence, poised to transform our work landscape as significantly as the Industrial Revolution did. Smart machines will replace millions of jobs across various sectors, outpacing humans in data analysis and free from the emotional and cultural biases that often hinder human judgment. To remain relevant, we must adopt a different approach. The authors present a game plan emphasizing the importance of critical, creative, and innovative thinking, along with genuine engagement with others—skills that machines struggle to replicate. They introduce the concept of being NewSmart, urging a shift in how we define intelligence. This timely book offers guidance on cultivating NewSmart attitudes and four essential behaviors to navigate this new reality. At the core of NewSmart is humility—not self-deprecation, but a realistic self-appraisal that recognizes our limitations, embraces new ideas, and commits to lifelong learning. Drawing on extensive research, the authors highlight that success in this era hinges not on mimicking machines but on excelling in the unique qualities that define our humanity.

To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn―the foundation for continuous improvement, operational excellence, and innovation―to a much higher level. In Learn or Die , Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization.Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.

Organic business growth is governed by its own natural laws—underlying truths that set the stage for growth and innovation, much in the way that Einstein's law of relativity accounts for the movement of objects in the space-time continuum. The most fundamental law is that uncertainty is the only certainty. Dominating forces are ambiguity and change; the processes at work involve exploration, invention, and experimentation. Unfortunately, these truths run counter to the principles of stability, predictability, and linearity that have long informed the design of our firms. The Physics of Business Growth helps readers understand how to create growth in today's business environment, providing them a roadmap and a set of practical tools to navigate its challenges. The book lays out a three step formula that will prove invaluable to professionals who have the opportunity to influence growth now, as well as to tomorrow's growth leaders, guiding them in (1) creating the right employee and organizational mindsets to enable growth (2) building an internal corporate growth system, and (3) putting in place processes that result in identifying opportunities, launching growth experiments, and managing a growth portfolio.