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He argues that bureaucracy can be beneficial by providing a record of business value decisions. He also challenges the idea that agile methods automatically create value.

One of his most compelling points is that business value must be discovered and developed; it can't be fully known in advance. This aligns perfectly with our approach of continuous customer engagement, as they can't necessarily define the most value-maximizing features upfront.

focus chair

"Hyperfocus" complements "Deep Work" by exploring both deep focus and "scatter-focus" for non-linear problem-solving. I often find those "aha!" moments happen unexpectedly, and this book explains that phenomenon and how to encourage it.

Together, "Deep Work" and "Hyperfocus" offer a powerful combination for boosting productivity and achieving more.

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