Alvin’s Library · book catalogue
This is the no-motion route through the same verified catalogue used by Alvin’s Library. It contains 969 real editions. Twenty-four are shown at a time so the page remains quick and navigable; every edition, authored note, catalogue record, and destination remains reachable. If you would rather walk the room, step inside.
Showing 121–144 of 969 verified editions.
Collins and Porras on what separates enduring companies from their peers.
Build the clock, not the time; institutions outlast individual brilliance.
Founders thinking past the current cycle.
What here would survive my leaving?
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Patton on making shared understanding visible before it becomes a backlog.
Map the journey first; a flat list of stories hides what the user is doing.
Teams whose backlog nobody can hold in their head.
What does this list look like as a story?
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Olsen's step-by-step method for finding product-market fit deliberately.
Define the hypothesis before the MVP, or the MVP will test nothing.
Teams building fast without agreeing what would count as evidence.
What result would tell me this is not working?
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Bush on the model where the product carries acquisition and expansion itself.
If the product cannot demonstrate value before a conversation, no motion fixes that.
Teams whose growth depends entirely on someone selling it.
When does a new user first get something they wanted?
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Newport on choosing technology by intention rather than by default.
Decide what a tool is for; anything it does beyond that is its agenda, not yours.
Anyone whose attention is quietly spent by design.
Which of these apps did I actually choose?
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Frankl's account of surviving the camps, and what he concluded about purpose.
The last freedom is the response, when circumstance has taken everything else.
Anyone in a season where the work is not the hardest part.
What is the meaning I am carrying this through for?
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Croll and Yoskovitz on the one metric that matters at each stage.
Track the number that would change your behaviour; the rest is decoration.
Teams with a dashboard nobody acts on.
Which metric here has ever caused us to do something differently?
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Aulet's twenty-four steps from idea to a business that can be built.
Start from a beachhead market narrow enough to actually dominate.
Founders whose addressable market slide covers a continent.
Who is the single customer this is unmistakably for?
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Dyer and Christensen on the behaviours that innovators share and practise.
Questioning, observing and networking are habits, not gifts.
Anyone who believes creativity is allocated at birth.
When did I last go and watch a customer instead of asking one?
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Duke's workbook for making decisions you can defend before you know the outcome.
Separate the quality of the decision from the quality of the result.
Anyone reviewing choices by how they turned out.
Was that a good decision, or just a good outcome?
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Bernstein's history of how humanity learned to measure risk rather than fear it.
Probability is a recent invention; treat intuition about it as untrained.
People who make bets without a way to price them.
What odds am I implicitly assuming here?
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Dobelli's short catalogue of the errors that reliably distort judgement.
Learn the names; recognising a fallacy mid-thought is most of the cure.
Anyone who wants a checklist for their own reasoning.
Which bias is doing the work in this argument?
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Kleon on staying creative when the first flush of enthusiasm has gone.
Build the routine that survives the days you do not feel like it.
Makers somewhere in the unglamorous middle of a project.
What would I do today if nobody saw it?
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Strunk and White's short, opinionated rules for writing plainly.
Omit needless words; the instruction is also the demonstration.
Anyone whose writing has grown longer than their thinking.
Which of these words is carrying nothing?
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Newport's argument that passion follows mastery rather than preceding it.
Build rare and valuable skills; leverage comes after, not before.
Anyone waiting to feel certain before committing.
What am I good enough at to trade with?
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Allen's system for getting commitments out of your head and into a trusted place.
Capture everything; the mind is for having ideas, not holding them.
People whose open loops wake them at night.
What am I carrying that should be written down?
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Larson on engineering management as a set of systems problems.
Size teams and queues deliberately; most people problems are load problems.
Managers of managers in a growing organisation.
Which of my teams is structurally set up to fail?
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Coyle on the specific signals that make a group feel safe enough to perform.
Belonging cues are small, frequent and deliberate — not a values poster.
Leaders trying to fix culture with a statement.
What signal did I send this week without meaning to?
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Lopp's field notes on managing engineers, written from inside the job.
Most of management is translation between people who use the same words differently.
New engineering managers who miss writing code.
What did they actually mean by that?
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Gladwell on why we are bad at reading people we do not know.
Default to truth is useful and occasionally catastrophic; know which you are in.
Anyone who trusts their read of a room.
What did I conclude about someone from almost nothing?
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Haidt on moral intuition arriving first and reasoning arriving to justify it.
Understand the other side's moral foundations before you argue with them.
Anyone baffled by how the other half thinks.
What is the moral logic of the position I find absurd?
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Willink and Babin on leadership as the refusal to locate blame elsewhere.
If the team failed, the leader failed; there is no other reading.
Leaders whose post-mortems find causes outside the room.
What part of this outcome is mine?
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Hastings and Meyer on the trade of freedom for talent density.
Remove controls only as fast as you raise the standard of who is here.
Anyone admiring a culture without its preconditions.
Would this policy survive my weakest hire?
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Kaufman's condensed survey of how businesses actually work.
Value creation, delivery and capture are the whole of it; the rest is detail.
Builders who never took the business course and keep meeting its vocabulary.
Which of the five parts of this business is weakest?
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