What do the $350 million Ford Motor Company disaster known as the Edsel, the fast and incredible rise of Xerox, and the unbelievable scandals at General Electric and Texas Gulf Sulphur have in common? Each is an example of how an iconic company was defined by a particular moment of fame or notoriety. These notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened.Stories about Wall Street are infused with drama and adventure and reveal the machinations and volatile nature of the world of finance. John Brooks’s insightful reportage is so full of personality and critical detail that whether he is looking at the astounding market crash of 1962, the collapse of a well-known brokerage firm, or the bold attempt by American bankers to save the British pound, one gets the sense that history really does repeat itself.

    Social networks surrender their original missions to more immediately profitable data mining, while brokerage houses abandon value investing for algorithms that drain markets and our 401ks alike--all tactics driven by the need to stoke growth by any means necessary. Instead of taking this opportunity to reprogram our economy for sustainability, we have doubled down on growth as its core command. We have reached the limits of this approach. We must escape the growth trap, once and for all. Media scholar and technology author Douglas Rushkoff--one of today's most original and influential thinkers--argues for a new economic program that utilizes the unique distributive power of the internet while breaking free of the winner-take-all system the growth trap leaves in its wake. Drawing on sources both contemporary and historical, Rushkoff pioneers a new understanding of the old economic paradigm, from central currency to debt to corporations and labor.Most importantly, he offers a series of practical steps for businesses, consumers, investors, and policymakers to remake the economic operating system from the inside out--and prosper along the way. Instead of boycotting Wal-Mart or overtaxing the wealthy, we simply implement strategies that foster the creation of value by stakeholders other than just ourselves. From our currency to our labor to the corporation, every aspect of the economy can be reprogrammed with minimal disruption to create a more equitably distributed prosperity for all.Inspiring and challenging, Throwing Rocks at the Google Bus provides a pragmatic, optimistic, and human-centered model for economic progress in the digital age.

    He argues that, while formal religious affiliation may be waning, spiritual practices remain relevant because they can cultivate bonds to the self, others, the natural world, and the transcendent. Ter Kuile explains the significance of a variety of religious practices, including pilgrimage, prayer, and meditation, and proposes ways to capture their significance through everyday activities ("anything can become a spiritual practice--gardening, painting, singing, snuggling, sitting") by focusing on intention, attention, and repetition. This approach leads to inventive explorations of social trends; for instance, the famously cultish appeal of the Crossfit fitness program is explained in terms of vulnerability and community. In ter Kuile's understanding, religious traditions are "inherently creative" and therefore good starting points for considering personalized, meaningful spiritual practices.

    In Happiness, Matthieu Ricard demonstrated that true happiness is not tied to fleeting moments or sensations, but is an enduring state of soul rooted in mindfulness and compassion for others. Now he turns his lens from the personal to the global, with a rousing argument that altruism -- genuine concern for the well-being of others -- could be the saving grace of the 21st century. It is, he believes, the vital thread that can answer the main challenges of our time: the economy in the short term, life satisfaction in the mid-term, and environment in the long term. Ricard's message has been taken up by major economists and thinkers, including Dennis Snower, Amartya Sen, Joseph Stiglitz, and George Soros. Matthieu Ricard makes a robust and passionate case for cultivating altruistic love and compassion as the best means for simultaneously benefitting ourselves and our society. It's a fresh outlook on an ardent struggle -- and one that just might make the world a better place.

    But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched. Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

    A lifelong nonbeliever, he found himself on a bizarre adventure, involving a disgraced pastor, a mysterious self-help guru, and a gaggle of brain scientists. Eventually, Harris realized that the source of his problems was the very thing he always thought was his greatest asset: the incessant, insatiable voice in his head, which had both propelled him through the ranks of a hyper-competitive business and also led him to make the profoundly stupid decisions that provoked his on-air freak-out.We all have a voice in our head. It’s what has us losing our temper unnecessarily, checking our email compulsively, eating when we’re not hungry, and fixating on the past and the future at the expense of the present. Most of us would assume we’re stuck with this voice – that there’s nothing we can do to rein it in – but Harris stumbled upon an effective way to do just that. It’s a far cry from the miracle cures peddled by the self-help swamis he met; instead, it’s something he always assumed to be either impossible or useless: meditation. After learning about research that suggests meditation can do everything from lower your blood pressure to essentially rewire your brain, Harris took a deep dive into the underreported world of CEOs, scientists, and even marines who are now using it for increased calm, focus, and happiness.10% Happier takes readers on a ride from the outer reaches of neuroscience to the inner sanctum of network news to the bizarre fringes of America’s spiritual scene, and leaves them with a takeaway that could actually change their lives.

    We can have a significant impact on the world around us—if we so choose. If you are looking to craft an extraordinary life, The Greatness Guide is the powerful and practical handbook that will inspire you to get to world class in both your personal and professional life. Passionate, provocative, and full of big ideas that will challenge and inspire, The Greatness Guide is one of those rare books that will release your potential and awaken your best self.Leaders, top entrepreneurs, and high-performance organizations in more than 40 countries have turned to Robin Sharma, one of the world's most trusted advisors on personal and business mastery, for his deeply insightful advice on getting to greatness. In this much-awaited book, you will get an insider's look at the tools, tactics, and techniques that have transformed so many of Robin's personal and organizational clients.Make the leap today and learn what the best do to become even better. The Greatness Guide will show you exactly how to experience remarkable results in each of the important areas of your life while enjoying the journey of living. You will discover the personal practices of successful people, and learn necessary tools for achieving work-life balance. The Greatness Guide will help you meet your highest potential and live an extraordinary life.

    A new book that explores the science of productivity, and why, in today’s world, managing how you think—rather than what you think—can transform your life.

    Morgan shows managers how to break free of management fads by understanding the strengths and weaknesses of management metaphors and applying them to organizational life.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    What if there was a better way to make quality decisions so you can think clearly, feel more confident, second-guess yourself less, and ultimately be more decisive and be more productive? Making good decisions doesn't have to be a series of endless guesswork. Rather, it's a teachable skill that anyone can sharpen. In How to Decide, bestselling author Annie Duke and former professional poker player lays out a series of tools anyone can use to make better decisions. You'll learn:  •  To identify and dismantle hidden biases.  •  To extract the highest quality feedback from those whose advice you seek.  •  To more accurately identify the influence of luck in the outcome of your decisions.  •  When to decide fast, when to decide slow, and when to decide in advance.  •  To make decisions that more effectively help you to realize your goals and live your values.Through interactive exercises and engaging thought experiments, this workbook helps you analyze key decisions you've made in the past and troubleshoot those you're making in the future. Whether you're picking investments, evaluating a job offer, or trying to figure out your romantic life, How to Decide is the key to happier outcomes and fewer regrets.

    But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    There is no guarantee, no ultimate formula for success. It all comes down to intelligently and relentlessly seeking solutions that will increase your chance of prevailing. When you do that, the score will take care of itself." (Bill Walsh) Bill Walsh is a towering figure in the history of the NFL. His advanced leadership transformed the San Francisco 49ers from the worst franchise in sports to a legendary dynasty that won three Super Bowls. In the process, he changed the way football is played-pushing it into the twenty-first century. Walsh is famous for his strategic brilliance and innovations, such as the West Coast Offense, but his enlightened philosophy of leadership was just as crucial, if not more so, to the unprecedented success of his teams. And that philosophy of leadership is just as powerful and productive in business or any other endeavor as it was for him on the football field. Prior to his death, Walsh granted exclusive interviews to bestselling author Steve Jamison. They became his ultimate lecture on leadership-illustrated by dramatic and apt anecdotes from throughout Walsh's career. A small sample of what you'll learn from one of America's greatest coaches: * Believe in People: Push them hard to be their very best. No one will ever come back later and thank you for expecting too little of them. * Professionalism Matters: There was no showboating allowed after touchdowns, no taunting of opponents, no demonstration to attract attention to oneself: "Champions act like champions before they're champions." * Keep a Short Enemies List: One enemy can do more damage than the good done by a hundred friends. * Protect Your Blind Side: Prompt yourself to aggressively analyze not only your organization's strengths, but also its unseen vulnerabilities. * Sometimes You Can't Have he Last Word. A leader cannot escape harsh criticism. Ignore the undeserving; learn from the deserving. Lick your wounds and move on. Your bruised ego will get over it. Additional insights and perspective are provided by his son Craig Walsh, by legendary quarterback Joe Montana, and by other important figures who knew Bill well. Bill Walsh taught that the requirements of successful leadership are the same whether you run an NFL franchise, a Fortune 500 company, or a hardware store with twelve employees. His final words of wisdom will inspire and enlighten readers in all walks of life.

    Every day we work hard to motivate ourselves, the people we live with, the people who work for and do business with us. In this way, much of what we do can be defined as being "motivators." From the boardroom to the living room, our role as motivators is complex, and the more we try to motivate partners and children, friends and coworkers, the clearer it becomes that the story of motivation is far more intricate and fascinating than we've assumed. Payoff investigates the true nature of motivation, our partial blindness to the way it works, and how we can bridge this gap. With studies that range from Intel to a kindergarten classroom, Ariely digs deep to find the root of motivation--how it works and how we can use this knowledge to approach important choices in our own lives. Along the way, he explores intriguing questions such as: Can giving employees bonuses harm productivity? Why is trust so crucial for successful motivation? What are our misconceptions about how to value our work? How does your sense of your mortality impact your motivation?