Not only do the authors reveal why the world is so completely screwed up, but they provide proven techniques for creative control of personal, social, and business problems. They analyze the reasons for human failure and tell how to achieve a state of well-being by avoiding that unwanted, ultimate promotion.Students of Freud, Potter, and Parkinson will be fascinated by this satirical examination of man's tendency to escalate himself to oblivion at his level of incompetence.

    Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni's first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health--complete with stories, tips and anecdotes from his experiences consulting to some of the nation's leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way--one that maximizes human potential and aligns the organization around a common set of principles.

    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.

    Edited by Peter D. Kaufman. Brand New.

    He then wrote a book entitled Value Averaging in 1993, which has been nearly impossible to find--until now. With the reintroduction of Value Averaging, you now have access to a strategy that can help you accumulate wealth, increase your investment returns, and achieve your financial goals.

    To do that, you need to woo, impress, and persuade venture capitalists to back your endeavor. That task alone is a challenge. But finding and choosing the right investor can be harder still. Even if you manage to get backing, you want your VC to be a partner, not some dictator who will undermine your vision and take control of your life's work. Jeffrey Bussgang is one of a very few people who have played on both sides of this high-stakes game. By his early thirties, he had helped build two successful start-ups-one went public, the other was acquired. Now he uses his experience and unique perspective on "the other side" as a venture capitalist helping entrepreneurs bring their dreams to fruition. In the book, Bussgang offers high-level insights, colorful stories, and practical advice gathered from his own experience as well as from interviews with dozens of the most successful players on both sides of the game, including Twitter's Jack Dorsey and LinkedIn's Reid Hoffman. He reveals how to get noticed, perfect a pitch, and negotiate a partnership that works for everyone. An insider's guide to the secrets of the world venture capital, Mastering the VC Game will prove invaluable for entrepreneurs seeking capital and successful partnerships.

    It is intended for non-financial managers and business students interested in the practice of financial management.

    Showing how salesforce.com not only survived the dotcom implosion of 2001, but went on to define itself as the leader of the cloud computing revolution and spark a $46-billion dollar industry, Benioff's story will help business leaders and entrepreneurs stand out, innovate better, and grow faster in any economic climate. In Behind the Cloud, Benioff shares the strategies that have inspired employees, turned customers into evangelists, leveraged an ecosystem of partners, and allowed innovation to flourish.

    A starting point for amateur and intermediate investors to finally understand the content found in The Intelligent Investor, Security Analysis, and the Wealth of Nations. Easy to understand, yet covers complex topics for stocks, bonds, and preferred shares. Did you know Warren Buffett, the world's wealthiest stock investor, is quoted as saying three books have shaped his investment philosophy? For more than half a century, he used the information provided in these three books to go from nothing - to a massive $39 billion net worth. The three books that gave him this wisdom are: The Wealth of Nations (pub. 1776) by Adam Smith, Security Analysis (pub. 1934) by Benjamin Graham, and The Intelligent Investor (pub. 1949), also by Benjamin Graham. In fact, Benjamin Graham was Buffett's professor at Columbia and the most influential financial advisor he ever had. So, have you ever tried reading Graham's books? Many might agree the books are as exciting as listening to Ben Stein read the 30th page of The Wall Street Journal. It is time we fixed that. Instead of keeping these billion-dollar secrets hidden behind thousands of pages of financial jargon, I wrote one simple guide - Warren Buffett's Three Favorite Books. If you're looking for a guide that explains how the wealthy really think and buy assets, you're in the right place. This isn't a get-rich-quick book. Instead, this is where your investing techniques take a turn in the road. This book will teach you how to accumulate assets and become very wealthy over decades of wise decisions and proper asset valuation. The best part about the book is the methods are taught in an easy-to-follow and understandable scenario for all to enjoy!

    Morale had deteriorated, competition was more intense, and technology was changing faster than at any time in the company's history. "I knew there was nothing to be gained from arguing over the past," Iger writes. "The only thing that mattered was the future, and I believed I had a clear idea of the direction Disney needed to go." It came down to three clear ideas: 1) Create the highest quality content Disney could produce. 2) Embrace and adopt technology instead of fighting it. And 3) Think bigger--think global--and turn Disney into a stronger brand in international markets.Twelve years later, Disney is the largest, most respected media company in the world counting Pixar, Marvel, Lucasfilm and 21st Century Fox among its properties. Its value is nearly five times what it was when Iger took over, and Iger is recognized as one of the most innovative and successful CEOs of our time.Now, he's sharing the lessons he's learned while running Disney and leading its 200,000 employees--taking big risks in the face of historic disruption; learning to inspire the people who work for you; leading with fairness and communicating principles clearly. This book is about the relentless curiosity that has driven Iger for forty-five years, since the day he started as a studio supervisor at ABC. It's also about thoughtfulness and respect, and a decency-over-dollars approach that has become the bedrock of every project and partnership Iger pursues, from a deep friendship with Steve Jobs in his final years to an abiding love of the evolving Star Wars myth."Over the past fourteen years, I think I've learned so much about what real leadership is," Iger writes. "But I couldn't have articulated all of this until I lived it. You can't fake it--and that's one of the key lessons in this book."Librarian Note: This is an Advance Reader Copy issued with ISBN 9780399592096. That ISBN has been moved to the final published copy, found here

    The firm was Lehman Brothers Kuhn Loeb, a revered Wall Street institution with roots that stretched back to the Civil War. And what happened that July morning in 1983 would not only spell the end of a banking firm but would come to symbolize the recklessly high-flying Wall Street of the 1980s. Through hundreds of hours of interviews, through access to private company records, through the confidence of board members, partners, associates and employees, Ken Auletta created a prophetic spellbinder which resonates especially today. It is a story of greed, ego and error; a tale of primal combat between two men and between two irrevocably different and hostile worlds; a superb example of investigative journalism that rivals any best-selling novel for sheer surprise, drama and excitement.

    He has earned millions of dollars for his hedge fund over the last thirty years shorting the stocks of businesses he believed were on their way to bankruptcy. In Dead Companies Walking, Fearon describes his methods for spotting these doomed businesses, and how they can be extremely profitable investments. In his experience, corporate managers routinely commit six common mistakes that can derail even the most promising companies: they learn from only the recent past; they rely too heavily on a formula for success; they misunderstand their target customers; they fall victim to the magical storytelling of a mania; they fail to adapt to tectonic shifts in their industry; and they are physically or emotionally removed from their companies' operations. Fearon has interviewed thousands of executives across America, many of whom, unknowingly, were headed toward bankruptcy – from the Texas oil barons of the 80s to the tech wunderkinds of the late 90s to the flush real estate developers of the mid-2000s. Here, he explores recent examples like JC Penney, Herbalife and Blockbuster Entertainment to help investors better predict the next booms and busts—and come out on top.

    Changes in the fifth edition include: A new chapter on credit derivatives (Chapter 21). New! Business Snapshots highlight real-world situations and relevant issues. The first six chapters have been -reorganized to better meet the needs of students and .instructors. A new release of the Excel-based software, DerivaGem, is included with each text. A useful Solutions Manual/Study Guide, which includes the worked-out answers to the "Questions and Problems" sections of each chapter, can be purchased separately (ISBN: 0-13-144570-7).

    Now he offers his most important book yet, a guide to making big career changes—by choice or necessity—and escaping the horrible feeling of being trapped in the wrong job.Acuff finds it amazing that people spend more than eighteen years studying and preparing for college, but little or no time honing their careers between graduation and retirement. He offers an empowering tool he calls the Career Savings Account, which will change the way readers think about their skills, relationships, character, and work ethic. He also shows that if you’re on the wrong track, you already have what you need to change it—even if your family and mortgage mean you can’t simply pick up and move for a new opportunity.Throughout the book, Acuff features inspiring and funny true stories—not merely his own, but those of friends who restarted their careers after a layoff, an extended maternity leave, or simply the realization that they were suffering fifty weeks a year just to pay the bills and enjoy two weeks of vacation. Everyone can benefit from Do Over, from new graduates to fiftysomethings and beyond.

    Whether you're dealing with your spouse, boss, department store, bank manager, children, solicitor, or best friend - in every encounter with other people, negotiating is always taking place. And how well you handle those encounters determines whether you prosper happily or suffer frustration and loss. With his helpful and sensible approach Cohen shows that negotiating is a process you can understand and predict - and most importantly, that it's a practical skill you can learn and improve upon.