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Appendix B: Resources and Readings 211

EXECUTION

Chapter Six – Startup Agility

Sull, Donald N. The Upside of Turbulence: Seizing Opportunity in an Un-
certain World. New York: Harper Collins, 2009, and www.donald
sull.com. Sull is one of my favorite thinkers and strategists. His
work on the nature of managerial commitments directly trans-
lates to tough choices facing new founders.

Ries, Eric. www.startuplessonslearned.com. Eric Ries has led a revo-
lutionary wave of work on the concept of “the lean startup.” An-
other technology-oriented entrepreneur and thought leader
whose ideas apply to new ventures of all types and sizes.

Ries, Eric. “The Five Whys for Start-Ups.” Harvard Business Review,
http://blogs.hbr.org/cs/2010/04/the_five_whys_for_startups.html.
Borrowing from lean manufacturing techniques, Ries illustrates a
simple, powerful tool for fixing the root causes of business problems.

Senge, Peter, Art Kleiner, Charlotte Roberts, Richard Ross, and Bryan
Smith. The Fifth Discipline Fieldbook. New York: Doubleday, 1994.
A treasure trove of ideas and tools for learning and mastery in
team and organizational contexts. (See “the wheel of learning,”
“systems thinking,” and “team learning” concepts for agility- and
learning-oriented content.)

Spear, Steven J. The High-Velocity Edge: How Market Leaders Leverage Op-
erational Excellence to Beat the Competition. New York: McGraw-Hill,
2009. Spear is a talented thinker and writer whose work is all
about problem-solving speed, continuous improvement, and how
to leverage mistakes and “not knowing” for high performance.

After Action Review Process (AAR). http://www.fireleadership.gov
/toolbox/after_action_review/aar.pdf. Originated in the U.S.
Army and now widely used to incorporate lessons from any event
into an ongoing cycle of learning.

American Management Association • www.amanet.org