Rework

Overview

Rework: Change the Way You Work Forever (2010) by Jason Fried and David Heinemeier Hansson is a contrarian business manifesto that argues most conventional startup advice — business plans, investors, growth-at-all-costs, workaholic culture — is wrong. Drawing from their experience running 37signals (later Basecamp), the authors make the case for a simpler, saner approach: stay small, ship fast, ignore competitors, and build a profitable business on your own terms.

The core premise: you do not need venture capital, a 40-page business plan, or 80-hour weeks to succeed. Modern tools have demolished the traditional barriers to entry. The only thing standing between you and a business is the decision to start making something.

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Executive Summary

The book is structured as a series of short, punchy chapters grouped into 12 thematic sections. Each reads like a blog post — intentional, since the book grew out of the authors' popular Signal v. Noise blog.

| Section | Theme | Key Idea | |---------|-------|----------| | First | The New Reality | Technology has erased traditional barriers to entry | | Takedowns | Myths to discard | Planning is guessing; workaholism is not heroism | | Go | Action | Start making something; scratch your own itch | | Progress | Building | Build half a product, not a half-assed product | | Productivity | Working smarter | Meetings are toxic; interruption kills progress | | Competitors | Ignore the race | Don't copy; underdo your competition | | Evolution | Growth with purpose | Say no by default; let customers outgrow you | | Promotion | Earn attention | Build an audience; out-teach your competitors | | Hiring | Slow and intentional | Hire when it hurts; hire great writers | | Damage Control | Owning mistakes | Speed changes everything; real apologies work | | Culture | Natural behavior | You don't create culture; it emerges | | Conclusion | Act now | Inspiration is perishable; start today |

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Key Takeaways

1. Planning is guessing — Long-term plans are fiction. The future is too unpredictable. Make short-term decisions and adapt as reality unfolds.

2. Build half a product, not a half-assed product — Cut scope ruthlessly. Do a few things exceptionally well rather than many things poorly.

3. Ignore the real world — "That won't work in the real world" is an excuse, not an argument. The real world is not a problem — it's an opportunity to prove conventional wisdom wrong.

4. Meetings are toxic — Meetings derail deep work, spread vague agreement, and consume everyone's time. Default to asynchronous communication.

5. Fire the workaholics — Workaholics try to compensate for inefficiency with brute hours. They burn out teams and set a destructive example. Work smarter, not longer.

6. Start a business, not a startup — Profitability beats funding. A business without a path to profit is a hobby. Avoid outside money if you can — it comes with strings.

7. Embrace constraints — Limited resources force creativity. Scarcity sharpens focus. Don't wait for more money or people; work with what you have.

8. Decommoditize your product — Make yourself or your philosophy part of your product. If you can be copied, you will be. Stand for something.

9. Hire when it hurts — Don't hire preemptively. Only bring someone on when the workload is genuinely unsustainable without them.

10. Inspiration is perishable — Act on ideas immediately. The motivation to execute fades fast. There is no perfect time to start.

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Who Should Read

| Reader Type | Why | |---|---| | Aspiring founders intimidated by traditional business advice | Shows a simpler, low-risk path to starting | | Bootstrapped or indie entrepreneurs | Validates the small, profitable, independent approach | | Employees dreaming of starting something | Removes excuses and provides permission to begin | | Managers tired of meeting culture | Ammunition to defend focused work time | | Product builders | The "half product" philosophy and constraint-based design | | Anyone burned out by hustle culture | A humane alternative to the workaholic model |

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Who Should Skip

• Readers seeking a rigorous, data-driven business book — Rework is opinion and experience, not research
• Leaders of large enterprises — most advice assumes a small (\<50 person) team with no corporate overhead
• Anyone who wants a step-by-step playbook — the book is deliberately short on granular process
• Founders in capital-intensive industries (hardware, biotech, manufacturing) where outside funding is unavoidable
• People offended by irreverent, manifesto-style writing

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Core Themes

| Theme | Description | |-------|-------------| | Simplicity | Cut complexity everywhere: products, processes, teams | | Action over Planning | Start doing before you're ready; iterate in public | | Independence | Avoid investors; stay profitable and in control | | Anti-Hustle | Work sane hours; results matter more than hours logged | | Differentiation | Be unique; compete on your own terms; stand for something | | Customer Focus | Build what people actually need, not what they ask for | | Small as Advantage | Small teams are faster, cheaper, and more agile | | Constraints Drive Creativity | Limitations force better solutions |

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Why This Book Matters

Rework arrived at a moment when startup culture was dominated by the VC-fueled "grow fast or die" ethos of the Web 2.0 era. Fried and DHH offered a radical alternative: stay small, stay profitable, and build a business that serves your life rather than consuming it. The book became a rallying cry for the bootstrapper movement and influenced a generation of indie founders who reject the venture capital treadmill.

Its impact extends beyond startups. The book's advocacy for remote work, asynchronous communication, and sane working hours — dismissed as naive in 2010 — became mainstream during the COVID-19 pandemic. The authors' company, Basecamp, was a remote-first pioneer long before it was fashionable.

The book sold over a million copies, was translated into 30+ languages, and spent time on the New York Times bestseller list. It remains one of the most polarizing business books of its era: beloved by indie founders and bootstrappers, dismissed by VCs and growth-stage CEOs as simplistic.

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Related Books

| Book | Author | Connection | |------|--------|------------| | Getting Real | Jason Fried & DHH | The predecessor to Rework — a free PDF on building software the 37signals way | | Remote | Jason Fried & DHH | The follow-up, focused entirely on the case for remote work | | It Doesn't Have to Be Crazy at Work | Jason Fried & DHH | A later refinement of Rework's anti-hustle philosophy | | The Lean Startup | Eric Ries | Shares the build-ship-learn loop but differs on investors and planning | | Company of One | Paul Jarvis | Extends Rework's thesis: why staying small is a deliberate strategy | | Zero to One | Peter Thiel | Counterpoint — Thiel argues for monopolies, bold plans, and contrarian bets | | The E-Myth Revisited | Michael Gerber | Another take on working on your business, not in it | | Rework | Jason Fried & DHH | The book itself |

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Final Verdict

Rework is not a complete business education. It is a manifesto — provocative, opinionated, and incomplete. Its advice works best for small software teams building digital products without outside funding. It scales poorly to enterprises, hardware, or capital-intensive ventures.

But its best insights are genuinely valuable: that constraints are assets, that most meetings should be emails, that a focused "half product" beats a bloated full one, and that you can build a great business without sacrificing your life. For the right reader — an aspiring indie founder, a bootstrapper, or someone trapped in meeting culture — it can be the permission slip they need to start.

Rating: 7/10 — A flawed, incomplete, but genuinely liberating book. Read it for the provocation, take what works, and ignore the rest.

Section 1: First

The authors open by declaring that the old rules of business are dead. Technology has made starting a company cheaper and easier than ever. You don't need an office, a big budget, a legal team, or venture capital. The only real barrier is the decision to start.

The book is for anyone who wants to build something — not just the MBA crowd. It rejects the idea that you need to follow a prescribed path. You can build a business while keeping your sanity.

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Section 2: Takedowns

A series of chapters debunking conventional business wisdom:

Ignore the Real World When people say "that won't work in the real world," they're making an excuse. The "real world" is not a monolithic force — it's whatever people make it. Every successful business that defied convention proved the "real world" wrong.

Learning from Mistakes Is Overrated Failure teaches you what doesn't work, but success teaches you what does. You can learn far more from studying what went right than from dwelling on what went wrong. Don't romanticize failure.

Planning Is Guessing Long-term plans are guesses dressed up in spreadsheets. The future is too uncertain for detailed five-year plans. Short-term decisions, constant adaptation, and responsive action beat rigid planning every time.

Why Grow? Growth is not an obligation. Small companies are more agile, more focused, and more profitable per person. "Great" doesn't mean "big."

Workaholism Working 80-hour weeks is not a badge of honor — it's a sign of inefficiency. Workaholics don't accomplish more; they burn themselves and their teams out. The real hero is the person who goes home at 5 because they figured out a faster way.

Enough with "Entrepreneurs" The term is overused and meaningless. You don't need a fancy title to build something. Just start.

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Section 3: Go

Action-oriented chapters on getting started:

Make a Dent in the Universe Build something that matters. If your product doesn't make a meaningful difference, why bother? Passion follows from doing important work.

Scratch Your Own Itch Build products you would want to use. You'll understand the problem intimately and care about the quality. Basecamp was built because the authors needed a better project management tool.

Start Making Something Ideas are cheap. Execution is everything. Until you start building, your brilliant idea is just a hallucination.

No Time Is No Excuse Everyone has the same 24 hours. If you care enough, you'll find the time. Most people find time for things they truly prioritize.

Draw a Line in the Sand Stand for something. Your beliefs will attract like-minded customers and repel those who don't fit. A strong point of view is a competitive advantage.

Mission Statement Impossible Corporate mission statements are typically meaningless. Don't write one. If you have to write it down, you don't truly believe it.

Outside Money Is Plan Z Venture capital is not a shortcut to success. It comes with strings: investors expect growth, exits, and control. Bootstrap if you can. Profitability is freedom.

You Need Less Than You Think Starting a business requires fewer resources than you imagine. Cheap tools, cloud infrastructure, and open-source software have made it possible to launch with almost nothing.

Start a Business, Not a Startup A startup that burns cash and has no revenue is not a business. It's a hobby. The goal should be profitability, not valuation.

Building to Flip Is Building to Flop If you build a company intending to sell it, you'll make short-sighted decisions. Build something durable instead.

Less Mass The more people, process, and overhead you have, the harder it is to change direction. Keep your company lightweight.

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Section 4: Progress

Chapters on building and iterating:

Embrace Constraints Scarcity is not a disadvantage — it's a creative force. Limited resources force better decisions. Don't wait for the perfect conditions.

Build Half a Product, Not a Half-Assed Product Cut your vision in half, but execute the remaining half beautifully. A small, polished product beats a large, buggy one. Start with the core.

flowchart LR
    subgraph Wrong["Wrong Approach"]
        A["Full Feature List"] --> B["Half-Assed Execution"]
    end
    subgraph Right["Right Approach"]
        C["Half the Features"] --> D["Polished Execution"]
    end

Start at the Epicenter Build the core of your product first. Everything else is secondary. If the core is strong, you can expand later. If the core is weak, nothing else matters.

Ignore the Details Early On Details matter, but not at the start. Getting the big picture right first prevents you from polishing something nobody wants.

Making the Call Is Making Progress Indecision is a decision to stall. Make small decisions quickly. They can be reversed. Big, slow decisions create paralysis.

Be a Curator Editing is as important as creating. Cut features, options, and complexity. A great product is defined by what it leaves out.

Throw Less at the Problem When facing a challenge, the instinct is to throw more resources at it. Instead, try removing constraints. Often the best solution is simpler than you think.

Focus on What Won't Change Build your strategy around durable human needs. People will always want things that are fast, cheap, reliable, and easy to use. These don't change with technology.

Tone Is in Your Fingers Your personal touch is your moat. You can't be copied if you make yourself part of the product. Your voice, taste, and philosophy are unique.

Sell Your By-Products Every process produces something else you can sell. Open-source your tools. Write books about your approach. The sawdust is valuable.

Launch Now Stop waiting for perfect. Launching teaches you things planning never will. Real feedback comes from real customers.

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Section 5: Productivity

Chapters on working effectively:

Illusions of Agreement Meetings create the illusion of consensus. People nod along but walk away with different understandings. Use concrete artifacts instead.

Reasons to Quit Know when to walk away. If you're on the wrong path, the best time to quit was yesterday. The second-best time is now. Sunk cost is not a reason to continue.

Interruption Is the Enemy of Productivity Deep work requires uninterrupted blocks of time. Every interruption costs 15-20 minutes of recovery. Protect focus ruthlessly.

Meetings Are Toxic Meetings waste time, spread vague agreement, and destroy momentum. Default to no. If you must meet, keep it tiny and timeboxed.

flowchart LR
    subgraph Meeting["Typical Meeting Cost"]
        A["8 People x 1 Hour"] --> B["8 Hours of Productive Time Lost"]
        B --> C["Plus Recovery Time: ~2 More Hours"]
    end

Good Enough Is Fine Perfect is the enemy of done. Good enough and shipped beats perfect and stalled. Judo solutions — maximum efficiency with minimum effort — win.

Quick Wins Short-term progress creates momentum. Break big projects into small, completable chunks. Each finish fuels the next.

Don't Be a Hero Don't pull all-nighters. Don't sacrifice sleep. A burnt-out hero delivers worse work than a rested non-hero. Consistency beats heroics.

Go to Sleep Sleep deprivation destroys creativity, morale, and decision-making. Getting enough sleep is a productivity strategy, not a luxury.

Your Estimates Suck Humans are terrible at estimating complex work. Accept that. Plan in small chunks. Use real data from past work to inform future estimates.

Long Lists Don't Get Done Long to-do lists are overwhelming and demoralizing. Keep them short. Only prioritize one thing at a time.

Make Tiny Decisions Small decisions are reversible and fast. Big decisions create fear and delay. Default to small.

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Section 6: Competitors

Don't Copy If you copy a competitor, you'll always be behind. By the time you ship your copy, they've already moved forward. Find your own approach.

Decommoditize Your Product Make your product uncopyable by embedding your philosophy, personality, and service into it. If you can be easily replaced, you will be.

Pick a Fight Positioning yourself against something is a powerful way to define your identity. Being anti- something clarifies what you stand for.

Underdo Your Competition Instead of trying to beat competitors on features, do less — but do it better. A simpler, more focused product beats a complex, mediocre one.

Who Cares What They're Doing? Focus on your own business. Competitor obsession is a distraction. The energy spent watching rivals is better spent on customers.

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Section 7: Evolution

Say No by Default Saying yes is easy. Saying no requires discipline and clarity. Every feature, request, and opportunity you accept comes at the expense of something else. Be selective.

Let Your Customers Outgrow You It's okay to lose customers. Not everyone needs to stay forever. If some customers outgrow you, that means your product has a clear identity.

Don't Confuse Enthusiasm with Priority New ideas feel urgent. Most aren't. Let enthusiasm cool before committing resources. The ideas that still matter in a week are the ones worth doing.

Be At-Home Good If you wouldn't use your own product at home, it's not good enough. Hold yourself to a standard that would make you a paying customer.

Don't Write It Down If you need to write down a policy, it probably means your process is unnatural and bureaucratic. Good systems are obvious without documentation.

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Section 8: Promotion

Welcome Obscurity Being unknown is an advantage. You can experiment, fail, and iterate without the pressure of a spotlight. Obsess over quality, not publicity.

Build an Audience Create a following by sharing valuable knowledge. A loyal audience is a distribution channel no one can take from you. Teach what you know.

Out-Teach Your Competition Marketing is education. The best way to sell is to teach. Share your expertise freely and customers will find you.

Emulate Chefs Chefs share their recipes freely. Yet people still eat their food. Why? Because the experience can't be copied. Share your secrets — execution still matters.

Go Behind the Scenes Show people how you work. Transparency builds trust and creates a connection that competitors can't replicate.

Nobody Likes Plastic Flowers Don't fake it. Authenticity is magnetic. Customers can smell insincerity.

Press Releases Are Spam Journalists are inundated with press releases. Most are ignored. Build relationships instead. Create something newsworthy rather than writing about something boring.

Forget About the Wall Street Journal You don't need mainstream media coverage. Your niche audience is more valuable than mass-market exposure. Focus on reaching the right people.

Drug Dealers Get It Right Drug dealers give away samples because they know first-hand experience drives repeat business. Give away a piece of your product for free.

Marketing Is Not a Department Everyone in the company is in marketing. Every interaction — support ticket, product decision, blog post — shapes how people perceive you.

The Myth of the Overnight Sensation Overnight success is a myth. Every "sudden" success story had years of invisible work behind it. Keep building.

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Section 9: Hiring

Do It Yourself First Before hiring for a role, do the job yourself. You'll understand the work well enough to know what you actually need.

Hire When It Hurts Don't hire preemptively. Only bring someone on when the lack of help is genuinely painful and affecting quality.

Pass on Great People If you don't have the work for them, don't hire them — no matter how impressive they are. A talented person with nothing meaningful to do is a liability.

Strangers at a Cocktail Party Rapidly hiring many people at once creates a culture where no one knows anyone well enough to be honest. Bad ideas survive because nobody feels safe challenging them.

Résumés Are Ridiculous Résumés are self-serving fiction. They list responsibilities, not accomplishments. Focus on actual work. Evaluate what someone has made, not where they've worked.

Years of Irrelevance Ten years of experience is not the same as one year repeated ten times. Judge candidates by ability, not tenure.

Forget About Formal Education Degrees don't predict performance. Hire for aptitude, attitude, and portfolio — not pedigree.

Everybody Works A startup has no room for people who "manage" others without doing real work. Everyone should contribute directly.

Hire Managers of One Look for people who don't need to be managed. They set their own priorities, manage their own time, and figure things out independently.

Hire Great Writers Clear writing is a sign of clear thinking. Good writers communicate effectively, make things easy to understand, and know what to omit. These qualities matter in any role.

The Best Are Everywhere Great talent is not concentrated in Silicon Valley or New York. Hire remotely. The best person for the job might live anywhere.

Test-Drive Employees Use trial projects before committing to full-time hires. A real work sample tells you more than a dozen interviews.

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Section 10: Damage Control

Own Your Bad News If something goes wrong, announce it yourself before someone else does. Bad news doesn't destroy trust — hiding it does. Control the narrative.

Speed Changes Everything Respond to problems fast. Most customer anger is not about the issue itself but about feeling ignored. A fast response defuses most situations.

How to Say You're Sorry A real apology is personal and specific. No corporate jargon. "We messed up. Here's what happened. Here's what we're doing about it." That's it.

Put Everyone on the Front Lines Every employee should spend time dealing with customers. Support experiences keep you grounded in what matters.

Take a Deep Breath Before reacting to a crisis, pause. Most problems are less urgent than they seem. A calm response is better than a panicked one.

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Section 11: Culture

You Don't Create a Culture Culture is not a set of values you write on a wall. It's the accumulated behavior of the people in the company. It emerges naturally from actions.

Decisions Are Temporary Nothing you decide today is permanent. If circumstances change, change your decisions. Temporary decisions encourage experimentation.

Skip the Rock Stars Don't hire for star power. Hire for substance. Rock stars expect special treatment. What you need is solid, consistent contributors.

They're Not Thirteen Treat employees like adults. Don't impose strict rules because of the actions of a few. Trust people to manage themselves.

Send People Home at 5 Pushing people to work late creates a culture of presenteeism, not productivity. Forcing people to leave on time respects their life outside work.

Don't Scar on the First Cut A single mistake shouldn't spawn a new policy. Companies that add rules for every incident become bureaucratic. Let small problems stay small.

Sound Like You Don't use corporate speak. Write and talk like a human being. Your voice is your personality. Embrace it.

Four-Letter Words Authenticity sometimes means using language your customers can relate to. Be true to your voice, not to a sanitized corporate image.

ASAP Is Poison Saying "ASAP" to everything makes everything seem urgent. Nothing is truly urgent. Reserve urgency for genuine emergencies.

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Section 12: Conclusion

Inspiration Is Perishable Inspiration has an expiration date. When you feel a spark of motivation, act immediately. Don't wait for Monday, for the right conditions, or for permission. Inspiration is a productivity multiplier — ride the wave.

There is no perfect time to start. The perfect moment is a fiction that keeps people from building. Start now, with what you have, where you are. Make the call. Ship the product. Rethink the way you work.

Central Thesis

Rework is not a systematic business framework. It is a provocative manifesto arguing that the default practices of corporate business — meetings, plans, budgets, managers, growth targets — are cargo-culted traditions that do more harm than good. The book's deepest argument is that most business advice is survivorship bias dressed up as wisdom: people succeed despite the traditional rules, not because of them.

The authors' authority comes from practice, not theory. They built a profitable, decade-old software company (37signals/Basecamp) with no outside funding, a distributed team, and a vocal rejection of Silicon Valley norms. Every chapter is grounded in a specific decision they made.

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Strengths

Radically actionable brevity. Most business books can be summarized in a paragraph. Rework eliminates the padding — each chapter is a single idea, stated plainly, with a concrete takeaway. A reader can finish it in an afternoon and act on it tomorrow.

The "permission slip" effect is real. The book's most valuable function is psychological. By telling people they don't need funding, a plan, or permission, it removes the most common barrier to starting: fear. Many successful indie founders cite Rework as the push they needed.

Timeless insights on focus and simplicity. "Build half a product, not a half-assed product," "embrace constraints," "say no by default" — these are genuinely useful heuristics for any knowledge worker. They apply regardless of industry or team size.

The decommoditization argument is underappreciated. The idea that you should make yourself part of your product — that your taste, voice, and philosophy are moats — is a powerful strategic insight that most business books miss.

Prophetic on remote work. In 2010, advising against offices where "strangers at a cocktail party" culture develops was contrarian. In 2020, it was mainstream. The book anticipated the remote-first movement by a decade.

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Criticisms

1. Survivorship bias

Rework's advice is based on exactly one data point: the authors' experience at 37signals/Basecamp. Their formula worked for them. That does not mean it generalizes. The book offers no evidence that its prescriptions would work for a restaurant, a biotech lab, a hardware startup, or a retail store. It cherry-picks examples (Camper shoes, Rolling Stones) to fit its narrative.

2. Only works at small scale

The advice is optimized for teams of 2-20 people building digital products. The "no meetings" rule, "no managers" structure, and "everyone works" ethos break down at larger organizations. Enterprise companies need coordination, compliance, and process that Rework dismisses without engaging the counterargument. It is not that these companies love meetings — it's that coordination costs grow with scale.

3. Anti-planning is anti-learning

"Planning is guessing" sounds clever but ignores a century of management science. Planning is not prophecy — it's a coordination mechanism, a resource allocation tool, and a way to surface assumptions. The lean startup movement's Build-Measure-Learn loop is itself a form of planning: you plan the experiment, execute it, and decide based on data. Rework throws out the concept entirely rather than refining it.

4. Intellectual laziness dressed as iconoclasm

The book's tone is contrarian for its own sake. "Ignore the real world," "learning from mistakes is overrated," "planning is guessing" — these are not arguments, they're one-liners. The authors rarely engage with opposing views or address obvious objections. The book feels like a blog post collection (which it largely is) rather than a serious business treatise.

5. Self-serving narrative

Rework frames Basecamp's choices as universally correct rather than as tradeoffs. "No outside funding" worked for them, but many businesses require capital. "Hire when it hurts" sounds prudent, but under-hiring killed many startups. The book never acknowledges that being under-capitalized and under-staffed are also ways to fail.

6. Contradictory on failure

The authors mock failure-as-learning as overrated ("Learning from mistakes is overrated"), yet their own company's history includes numerous failures and pivots. This is not a fatal flaw — it's a rhetorical inconsistency that reveals the book's true genre: opinion, not analysis.

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Reception

| Source | Verdict | |---|---| | The Wall Street Journal | "Worth its weight in gold... succinct and smart" | | The Economist | Praised the contrarian tone, questioned applicability | | Inc. Magazine | "A manifesto for a new way of doing business" | | Goodreads (avg 3.91/5) | Polarized: indie founders love it; corporate readers find it naive | | Amazon (avg 4.5/5) | Broadly positive; "short, sharp, and useful" | | Critics | Called "sophisticated common sense" and "overly simplistic" in equal measure |

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Legacy

Rework did for the bootstrapper movement what The Lean Startup did for venture-backed startups. It gave indie founders a vocabulary and permission to reject VC culture. Its influence is visible in:

• The indie hacker / bootstrapper community (Indie Hackers, TinySeed, MicroConf)
• The remote work movement (predated and accelerated the trend)
• The anti-hustle / calm company philosophy (later codified in It Doesn't Have to Be Crazy at Work)
• Product-centric marketing (build an audience, teach, share)

The book's limitations are as salient as its strengths. It is not a general business book — it is a specific argument for a specific type of company (small, digital, bootstrapped, opinionated). Readers who understand this going in will extract real value. Those looking for a universal business manual will be disappointed.

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Comparison with Other Works

| Book | Shared Ideas | Key Difference | |------|-------------|----------------| | Getting Real (Fried & DHH) | Same philosophy; predecessor | More technical; focused on software development | | Remote (Fried & DHH) | Anti-office culture | Dedicated entirely to distributed work | | It Doesn't Have to Be Crazy at Work (Fried & DHH) | Calm company culture | A later, more mature refinement | | The Lean Startup (Ries) | Ship fast, iterate | Ries embraces MVPs and scientific method; Rework rejects planning | | Company of One (Jarvis) | Stay small intentionally | More nuanced; addresses enterprise and solopreneur contexts | | The E-Myth Revisited (Gerber) | Work on the business | Gerber systematizes; Rework rejects systems | | Zero to One (Thiel) | Contrarian thinking | Thiel plans boldly; Fried/DHH plan minimally | | Rework (Fried & DHH) | The original manifesto | The book itself |