Released in Russian translation

This week the book has already appeared on the shelves of many online stores.

Not so long ago , the publication of the English original was discussed at Habré, and finally one can also evaluate the translated version. So far I have looked only at the passages available on the web, but judging by other publications of the publishing house, they are doing their job at a good level.





I went to the store for a book. In the meantime, some excerpts from the book and comments:

Why don't we then call plans what they really are, namely guesses? Rename your business plans to business guesses, financial plans to financial guesses, and strategic planning to strategic guessing. Now you can stop worrying about them that way. They are just not worth the stress.

')

Turning guesses into plans, you enter a dangerous territory. Plans allow the past to control the future. They put blinders on you. "We are going this way because we said we will go this way." And therein lies the problem: plans are incompatible with improvisation.



And you should be able to improvise.

Before that I met very different interpretations of planning:



" The law on the five-year plan for the restoration and development of the national economy ..." © Gosplan

“Plans are nothing, planning is everything!” © - if sclerosis does not change) D. Eisenhower



But here is another interpretation of the planning from the founders of 37signals, which is becoming increasingly relevant.



About breaks and interruptions (in general, not news, but in the context of the rest ...):

Think about when you do most of the work? If you are like most people, the answer will be - at night or in the early morning. And it is no coincidence that this is the time when nobody is around you.

...

Breaks break up your work day. 45 minutes of work - and then you talk on the phone. Another 15 minutes - and you have time for lunch. After another hour, you are in a hurry for the afternoon meeting. As a result, the clock is already six in the evening, and you had only a couple of hours without breaks to do your job. You cannot do important things in the “start-stop, start-stop” mode.

“Someone that hurts, he reads such books.” © - a good friend.



Rework. Business without prejudice

Table of Contents (pdf)

Publisher: Mann, Ivanov and Ferber

Year of publication: 2010

By: Jason Fried, David Heinemeier Hensson

Number of pages: 194

Circulation: 5000

ISBN: 978-5-91657-119-6