Drawing on confidential internal memos and interviews with dozens of key players, Lowenstein explains not just how the fund made and lost its money but also how the personalities of Long-Term’s partners, the arrogance of their mathematical certainties, and the culture of Wall Street itself contributed to both their rise and their fall.When it was founded in 1993, Long-Term was hailed as the most impressive hedge fund in history. But after four years in which the firm dazzled Wall Street as a $100 billion moneymaking juggernaut, it suddenly suffered catastrophic losses that jeopardized not only the biggest banks on Wall Street but the stability of the financial system itself. The dramatic story of Long-Term’s fall is now a chilling harbinger of the crisis that would strike all of Wall Street, from Lehman Brothers to AIG, a decade later. In his new Afterword, Lowenstein shows that LTCM’s implosion should be seen not as a one-off drama but as a template for market meltdowns in an age of instability—and as a wake-up call that Wall Street and government alike tragically ignored.

    After graduation, Hewlett and Packard decided to throw their lots in together. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Today, the one-car garage in Palo Alto that housed their first workshop is a California historic landmark: the birthplace of Silicon Valley. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. Their little company employs 98,400 people and boasts constantly increasing sales that reached $25 billion in 1994.While there are many successful companies, there is only one Hewlett-Packard, because from the very beginning, Hewlett and Packard had a way of doing things that was contrary to the prevailing management strategies. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers.Hewlett-Packard' s success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. As a result, HP now is universally acclaimed as the world' s most admired technology company; its wildly successful approach to business has been immortalized as "The HP Way."In this book, David Packard tells the simple yet extraordinary story of his life' s work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago.

    It is one of the fastest growing companies in history, an essential part of the social life not only of teenagers but hundreds of millions of adults worldwide. As Facebook spreads around the globe, it creates surprising effects—even becoming instrumental in political protests from Colombia to Iran. Veteran technology reporter David Kirkpatrick had the full cooperation of Facebook’s key executives in researching this fascinating history of the company and its impact on our lives. Kirkpatrick tells us how Facebook was created, why it has flourished, and where it is going next. He chronicles its successes and missteps, and gives readers the most complete assessment anywhere of founder and CEO Mark Zuckerberg, the central figure in the company’s remarkable ascent. This is the Facebook story that can be found nowhere else. How did a nineteen-year-old Harvard student create a company that has transformed the Internet and how did he grow it to its current enormous size? Kirkpatrick shows how Zuckerberg steadfastly refused to compromise his vision, insistently focusing on growth over profits and preaching that Facebook must dominate (his word) communication on the Internet. In the process, he and a small group of key executives have created a company that has changed social life in the United States and elsewhere, a company that has become a ubiquitous presence in marketing, altering politics, business, and even our sense of our own identity. This is the Facebook Effect.

    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.

    The first woman of color and immigrant to run a Fortune 50 company -- and one of the foremost strategic thinkers of our time -- she transformed PepsiCo with a unique vision, a vigorous pursuit of excellence, and a deep sense of purpose. Now, in a rich memoir brimming with grace, grit, and good humor, My Life in Full offers a firsthand view of Nooyi's legendary career and the sacrifices it so often demanded.Nooyi takes us through the events that shaped her, from her childhood and early education in 1960s India, to the Yale School of Management, to her rise as a corporate consultant and strategist who soon ascended into the most senior executive ranks. The book offers an inside look at PepsiCo, and Nooyi's thinking as she steered the iconic American company toward healthier products and reinvented its environmental profile, despite resistance at every turn.For the first time and in raw detail, Nooyi also lays bare the difficulties that came with managing her demanding job with a growing family, and what she learned along the way. She makes a clear, actionable, urgent call for business and government to prioritize the care ecosystem, paid leave and work flexibility, and a convincing argument for how improving company and community support for young family builders will unleash the economy's full potential.Generous, authoritative, and grounded in lived experience, My Life in Full is the story of an extraordinary leader's life, a moving tribute to the relationships that created it, and a blueprint for 21st century prosperity.

    But it is hard. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies.Now two of today’s best-known business thinkers get to the heart of strategy—explaining what it’s for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point.A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G’s sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success—where to play and how to win.The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are:• What is our winning aspiration?• Where will we play?• How will we win?• What capabilities must we have in place to win?• What management systems are required to support our choices?The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach—and then making the right choices to support it—makes the difference between just playing the game and actually winning.

    An enduring masterpiece of investigative journalism by Bryan Burrough and John Helyar, it includes a new afterword by the authors that brings this remarkable story of greed and double-dealings up to date twenty years after the famed deal. The Los Angeles Times calls Barbarians at the Gate, “Superlative.” The Chicago Tribune raves, “It’s hard to imagine a better story...and it’s hard to imagine a better account.” And in an era of spectacular business crashes and federal bailouts, it still stands as a valuable cautionary tale that must be heeded.

    Geithner helped the United States navigate the worst financial crisis since the Great Depression, from boom to bust to rescue to recovery. In a candid, riveting, and historically illuminating memoir, he takes readers behind the scenes of the crisis, explaining the hard choices and politically unpalatable decisions he made to repair a broken financial system and prevent the collapse of the Main Street economy. This is the inside story of how a small group of policy makers—in a thick fog of uncertainty, with unimaginably high stakes—helped avoid a second depression but lost the American people doing it. Stress Test is also a valuable guide to how governments can better manage financial crises, because this one won’t be the last.Stress Test reveals a side of Secretary Geithner the public has never seen, starting with his childhood as an American abroad. He recounts his early days as a young Treasury official helping to fight the international financial crises of the 1990s, then describes what he saw, what he did, and what he missed at the New York Fed before the Wall Street boom went bust. He takes readers inside the room as the crisis began, intensified, and burned out of control, discussing the most controversial episodes of his tenures at the New York Fed and the Treasury, including the rescue of Bear Stearns; the harrowing weekend when Lehman Brothers failed; the searing crucible of the AIG rescue as well as the furor over the firm’s lavish bonuses; the battles inside the Obama administration over his widely criticized but ultimately successful plan to end the crisis; and the bracing fight for the most sweeping financial reforms in more than seventy years. Secretary Geithner also describes the aftershocks of the crisis, including the administration’s efforts to address high unemployment, a series of brutal political battles over deficits and debt, and the drama over Europe’s repeated flirtations with the economic abyss. Secretary Geithner is not a politician, but he has things to say about politics—the silliness, the nastiness, the toll it took on his family. But in the end, Stress Test is a hopeful story about public service. In this revealing memoir, Tim Geithner explains how America withstood the ultimate stress test of its political and financial systems.

    Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.HBR's 10 Must Reads on Strategy will inspire you to:• Distinguish your company from rivals• Clarify what your company will and won't do• Craft a vision for an uncertain future• Create blue oceans of uncontested market space• Use the Balanced Scorecard to measure your strategy• Capture your strategy in a memorable phrase• Make priorities explicit• Allocate resources early• Clarify decision rights for faster decision making"This collection of best-selling articles includes: featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."

    You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one.2) Co-created by 470 strategy practitionersBusiness Model Generation practices what it preaches. Co-authored by 470 Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use.3) Designed for doersBusiness Model Generation is for those ready to abandon outmoded thinking and embrace new, innovative models of value creation: executives, consultants, entrepreneurs and leaders of all organizations.

    TATAlog presents eight riveting and hitherto untold stories about the strategic and operational challenges that TATA companies have faced, and the forward thinking and determination that have raised the brand to new heights. Among the engaging and inspiring stories told here are those of Tata Indica, the first completely Indian car that succeeded in the face of widespread cynicism; the jewellery brand Tanishq that has transformed one of Indias largest industries; and Tata Finance, which underwent several tribulations yet demonstrated the principles which Tata stands for. Written by a TATA insider, TATAlog reveals the DNA of every TATA enterprisea combination of the virtues of being pioneering, purposive, principled and not perfect, along with tremendous human effort.

    It was also a weapon.Simplicity isn’t just a design principle at Apple—it’s a value that permeates every level of the organization. The obsession with Simplicity is what separates Apple from other technology companies. It’s what helped Apple recover from near death in 1997 to become the most valuable company on Earth in 2011.Thanks to Steve Jobs’s uncompromising ways, you can see Simplicity in everything Apple does: the way it’s structured, the way it innovates, and the way it speaks to its customers.It’s by crushing the forces of Complexity that the company remains on its stellar trajectory.As ad agency creative director, Ken Segall played a key role in Apple’s resurrection, helping to create such critical marketing campaigns as Think different. By naming the iMac, he also laid the foundation for naming waves of i-products to come.Segall has a unique perspective, given his years of experience creating campaigns for other iconic tech companies, including IBM, Intel, and Dell. It was the stark contrast of Apple’s ways that made Segall appreciate the power of Simplicity—and inspired him to help others benefit from it.In Insanely Simple, you’ll be a fly on the wall inside a conference room with Steve Jobs, and on the receiving end of his midnight phone calls. You’ll understand how his obsession with Simplicity helped Apple perform better and faster, sometimes saving millions in the process. You’ll also learn, for example, how to:• Think Minimal: Distilling choices to a minimum brings clarity to a company and its customers—as Jobs proved when he replaced over twenty product models with a lineup of four.• Think Small: Swearing allegiance to the concept of “small groups of smart people” raises both morale and productivity.• Think Motion: Keeping project teams in constant motion focuses creative thinking on well-defined goals and minimizes distractions.• Think Iconic: Using a simple, powerful image to symbolize the benefit of a product or idea creates a deeper impression in the minds of customers.• Think War: Giving yourself an unfair advantage—using every weapon at your disposal—is the best way to ensure that your ideas survive unscathed.Segall brings Apple’s quest for Simplicity to life using fascinating (and previously untold) stories from behind the scenes. Through his insight and wit, you’ll discover how companies that leverage this power can stand out from competitors—and individuals who master it can become critical assets to their organizations.

    Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’snine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy,and pursue a “dog’s dinner” of conflicting policies and actions.Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding yourown thinking.Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.From the Hardcover edition.

    Based on more than forty interviews with Steve Jobs conducted over two years--as well as interviews with more than 100 family members, friends, adversaries, competitors, and colleagues--Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. Isaacson's portrait touched millions of readers. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with the author, he asked for no control over what was written. He put nothing off-limits. He encouraged the people he knew to speak honestly. He himself spoke candidly about the people he worked with and competed against. His friends, foes, and colleagues offer an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and the innovative products that resulted. His tale is instructive and cautionary, filled with lessons about innovation, character, leadership, and values. Steve Jobs is the inspiration for the movie of the same name starring Michael Fassbender, Kate Winslet, Seth Rogen, and Jeff Daniels, directed by Danny Boyle with a screenplay by Aaron Sorkin.

    It narrates in gritty detail Captain Gopinath's incredible journey: quitting the Indian Army in the late 1970s with a princely gratuity of Rs. 6500, going back to his farm land inundated by the river, converting of piece of barren land to set up a farm for ecologically sustainable silkworm rearing, and winning a Rolex award for it. From there he went on to launch an airline that would make $1.1 billion dollars in less than four years.