What if you were given that choice? We're talking actual life and death now. Your own life and death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think, feel, and act? If you didn't, your time would end soon—a lot sooner than it had to. Could you change when change mattered most?"This is the question Alan Deutschman poses in Change or Die, which began as a sensational cover story by the same title for Fast Company. Deutschman concludes that although we all have the ability to change our behavior, we rarely ever do. In fact, the odds are nine to one that, when faced with the dire need to change, we won't. From patients suffering from heart disease to repeat offenders in the criminal justice system to companies trapped in the mold of unsuccessful business practices, many of us could prevent ominous outcomes by simply changing our mindset.A powerful book with universal appeal, Change or Die deconstructs and debunks age-old myths about change and empowers us with three critical keys—relate, repeat, and reframe—to help us make important positive changes in our lives. Explaining breakthrough research and progressive ideas from a wide selection of leaders in medicine, science, and business (including Dr. Dean Ornish, Mimi Silbert of the Delancey Street Foundation, Bill Gates, Daniel Boulud, and many others), Deutschman demonstrates how anyone can achieve lasting, revolutionary change.Change or Die is not about merely reorganizing or restructuring priorities; it's about challenging, inspiring, and helping all of us to make the dramatic transformations necessary in any aspect of life—changes that are positive, attainable, and absolutely vital.

    Along the way, we encounter black holes, turtles, snakes, dragons, axe-sharpening, and yak-shaving—and take a guided tour through the theories and methods, both brilliant and misguided, that litter the history of software development, from the famous ‘mythical man-month’ to Extreme Programming. Not just for technophiles but for anyone captivated by the drama of invention, Dreaming in Code offers a window into both the information age and the workings of the human mind.

    System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. Kahneman exposes the extraordinary capabilities—and also the faults and biases—of fast thinking, and reveals the pervasive influence of intuitive impressions on our thoughts and behavior. The impact of loss aversion and overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the challenges of properly framing risks at work and at home, the profound effect of cognitive biases on everything from playing the stock market to planning the next vacation—each of these can be understood only by knowing how the two systems work together to shape our judgments and decisions.Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Thinking, Fast and Slow will transform the way you think about thinking.

    The author offers a pioneering roadmap to responsible macroeconomics and corporate growth."-Clayton Christensen, Professor of Business Administration, Harvard Business School and author of The Innovator's Dilemma"I hope this book will be able to influence the thought processes of corporations and motivate them to adapt to forthcoming business realities for the sake of their own long-term existence. Besides business leaders, this is a thought-provoking book for the readers who are looking for solutions to capitalism's problems."-Muhammad Yunus, Founder and Managing Director, Grameen Bank, Bangladesh and 2007 Nobel Peace Prize recipient"Capitalism at the Crossroads is a practical manifesto for business in the twenty-first century. Professor Stuart L. Hart provides a succinct framework for managers to harmonize concerns for the planet with wealth creation and unambiguously demonstrates the connection between the two. This book represents a turning point in the debate about the emerging role and responsibility of business in society."-C.K. Prahalad, Ross School of Business, University of Michigan, co-author of Competing for the Future and author of The Fortune at the Bottom of the Pyramid "Stuart Hart was there at the beginning. Years ago when the term 'sustainability' had not yet reached the business schools, Stuart Hart stood as a beacon glowing in the umbrage. It is clear commerce is the engine of change, design the first signal of human intention, and global capitalism is at the crossroads. Stuart Hart is there again; this time lighting up the intersection."-William McDonough, University of Virginia, co-author of Cradle to Cradle"Professor Hart is on the leading edge of making sustainability an understandable and useful framework for building business value. This book brings together much of his insights developed over the past decade. Through case studies and practical advice, he argues powerfully that unlimited opportunities for profitable business growth will flow to those companies that bring innovative technology and solutions to bear on some of the world's most intractable social and environmental problems."-Chad Holliday, Chairman and CEO, DuPont"Capitalism at the Crossroads clearly reveals the essence of what sustainability means to today's business world. Hart's analysis that businesses must increasingly adopt a business framework based on building sustainable value speaks to the entire sustainability movement's relevance. Sustainability is more than today's competitive edge; it is tomorrow's model for success."-Don Pether, President and CEO, Dofasco Inc."Stuart Hart has written a book full of big insights painted with bold strokes. He may make you mad. He will certainly make you think."-Jonathan Lash, President, The World Resources Institute"A must-read for every CEO--and every MBA."-John Elkington, Chairman, SustainAbility"This book provides us with a vast array of innovative and practical ideas to accelerate the transformation to global sustainability and the role businesses and corporations will have to play therein. Stuart Hart manages to contribute in an essential way to the growing intellectual capital that addresses this topic. But, beyond that, the book will also prove to be a pioneer in the literature on corporate strategy by adding this new dimension to the current thinking."-Jan Oosterveld, Professor, IESE Business School, Barcelona, Spain Member, Group Management Committee (Ret.), Royal Philips Electronics"Capitalism at the Crossroads captures a disturbing and descriptive picture of the global condition. Dr. Hart constructs a compelling new corporate business model that simultaneously merges the metric of profitability along with societal value and environmental integrity. He challenges the corporate sector to take the lead and to invoke this change so that the benefits of capitalism can be shared with the entire human community worldwide."-Mac Bridger, CEO of Tandus Group"Stuart L. Hart makes a very important contribution to the understanding of how enterprise can help save the world's environment. Crucial reading."-Hernando de Soto, President of The Institute for Liberty and Democracy and author of The Mystery of Capital"Stuart Hart's insights into the business sense of sustainability come through compellingly in Capitalism at the Crossroads. Any businessperson interested in the long view will find resonance with his wise reasoning."-Ray Anderson, Founder and Chairman, Interface, Inc."This stimulating book documents the central role that business will play in humanity's efforts to develop a sustainable global economy. Professor Hart presents an attractive vision of opportunity for those corporations that develop the new technologies, new business models, and new mental frames that are essential to a sustainable future."-Jeffrey Lehman, Former President of Cornell University"The people of the world are in desperate need of new ideas if global industrial development is ever to result in something other than the rich getting richer and the poor getting poorer, with nature (and potentially all of us) suffering the collateral damage. Few have contributed more to meeting this need over the past decade than Stuart Hart by helping to illuminate the potential role for business and new thinking in business strategy in the journey ahead. Capitalism at the Crossroads challenges, provokes, and no doubt will stimulate many debates--which is exactly what is needed."-Peter Senge, Massachusetts Institute of Technology, Chairperson of the Society for Organizational Learning, and author of The Fifth Discipline: The Art and Practice of The Learning OrganizationNew Foreword by Al Gore Brand-New Second Edition, Completely Revised with: Up-to-the-minute trends and lessons learned New and updated case studies The latest corporate responses to climate change, energy, and terrorism Global capitalism stands at a crossroads-facing terrorism, environmental destruction, and anti-globalization backlash. Today's global companies are at a crossroads, too-searching desperately for new sources of profitable growth. Stuart L. Hart's Capitalism at the Crossroads, Second Edition is about solving both of those problems at the same time.It's about igniting new growth by creating sustainable products that solve urgent societal problems. It's about using new technology to deliver profitable solutions that reduce poverty and protect the environment. It's about becoming truly indigenous to all your markets, and avoiding the pitfalls of first-generation "greening" and "sustainability" strategies.Hart has thoroughly revised this seminal book with new case studies, trends, and lessons learned-including the latest experiences of leaders like GE and Wal-Mart. You'll find new insights from the pioneering BoP Protocol initiative, in which multinationals are incubating new businesses in income-poor communities. You'll also discover creative new ways in which corporations are responding to global warming and terrorism. More than ever, this book points the way toward a capitalism that's more inclusive, more welcome, and far more successful-for both companies and communities, worldwide.Paths to profitable sustainability: Lessons from GE and Wal-Mart Shattering the "trade-off" myth New commercial strategies for serving the "base of the pyramid" What enterprises have learned about doing business in income-poor regions Becoming indigenous-for real, for good Codiscovering new opportunities, cocreating new businesses with the poor Learning from leaders: 20+ new and updated case studies Best practices from DuPont, HP, Unilever, SC Johnson, Tata, P&G, Cemex, and more About the Author xiiAcknowledgments xiiiForeword: Al Gore, Former Vice President of the U.S. xxivForeword: Fisk Johnson, Chairman and CEO, S.C. Johnson & Son, Inc. xxviiPrologue: Capitalism at the Crossroads xxxiPART ONE: MAPPING THE TERRAIN Chapter 1: From Obligation to Opportunity 3Chapter 2: Worlds in Collision 31Chapter 3: The Sustainable Value Portfolio 59PART TWO: BEYOND GREENING Chapter 4: Creative Destruction and Sustainability 87Chapter 5: The Great Leap Downward 111Chapter 6: Reaching the Base of the Pyramid 139PART THREE: BECOMING INDIGENOUS Chapter 7: Broadening the Corporate Bandwidth 169Chapter 8: Developing Native Capability 193Chapter 9: Toward a Sustainable Global Enterprise 223Epilogue 249Index 254

    Even patent filings, market dominance and financial resources can't shield them from copycats. So what can we do -- and, what can we learn from companies that have endured and even prospered for centuries despite copycat competition? In a book of narrative history and practical strategy, IMD professor of management and innovation Howard Yu shows that succeeding in today's marketplace is no longer just a matter of mastering copycat tactics, companies also need to leap across knowledge disciplines, and to reimagine how a product is made or a service is delivered. This proven tactic can protect a company from being overtaken by new (and often foreign) copycat competitors. Using riveting case studies of successful leaps and tragic falls, Yu illustrates five principles to success that span a wide range of industries, countries, and eras. Learn about how P&G in the 19th century made the leap from handcrafted soaps and candles to mass production of its signature brand Ivory, leaped into the new fields of consumer psychology and advertising, then leaped again, at the risk of cannibalizing its core product, into synthetic detergents and won with Tide in 1946. Learn about how Novartis and other pharma pioneers stayed ahead by making leaps from chemistry to microbiology to genomics in drug discovery; and how forward-thinking companies, including China's largest social media app -- WeChat, Tokyo-based Internet service provider Recruit Holdings, and Illinois-headquartered John Deere are leaping ahead by leveraging the emergence of ubiquitous connectivity, the inexorable rise of intelligent machines, and the rising importance of managerial creativity. Outlasting competition is difficult; doing so over decades or a century is nearly impossible -- unless one leaps. Ultimately, Leap is a manifesto for how pioneering companies can endure and prosper in a world of constant change and inevitable copycats.

    Over the next twenty-five years, Tompkins built these modest shops into 2 of the world’s most beloved brands. Esprit became the envy of retail, upending the way fashion apparel is produced, marketed, and sold. Breaking from traditional corporate leadership, Tompkins practiced what he called, “management by absence,” calling into the office four to six months a year from Tibet, the Swiss Alps, Siberia, and other remote locations where he could kayak, ski, trek across a glacier, or climb mountains.  Successfully summiting the peaks of capitalism, Tompkins realized he had climbed the wrong mountain. Determined to make a change, he sold his company and flew 6,400 miles south to Patagonia to live amid the wild beauty in a shack he dubbed “The Hobbit House.” From there Tompkins launched an unprecedented conservation campaign to create a National Parks system—a 12-million-acre swath of protected land stretching from Patagonia to Tierra del Fuego—and prevent the destruction of South American ecosystems. But the battle wasn’t easy. Opposed by anti-environmental forces, including the Chilean military and Catholic Church, Tompkins waged a multi-million-dollar Monkey Wrench-style guerrilla campaign targeting national and international companies devastating the environment for profit. Though Tompkins died in a kayaking accident in 2015, his legacy endures. In addition to his conservation victories, Tompkins also inspired a new generation of environmentalists and conservationists who continue the fight.  A tale of determination, innovation, and triumph, illustrated with black-and-white photographs throughout, A Wild Idea is a celebration of a complicated and often contradictory man, a stern taskmaster who obsessed over detail yet often ignored his children; a multi-millionaire who preferred to sleep on a couch; an environmentalist who drove a red Ferrari; and a visionary who pursued his dreams, abandoned them, then chased new ones, becoming among most notable conservationists of his time.

    Living every day on the edge of your comfort zone, vulnerable to the unexpected challenges constantly being thrown your way, and constantly shifting to meet daily demands and do everything and anything you can to survive, let alone thrive.Vulnerable, raw and deeply transparent, Fully Alive reveals powerful tools and lessons that can teach all of us how to grow toward and beyond our personal edges, no matter our circumstances.Tyler Gage shares his spiritual adventures and the business savvy that helped him create RUNA, a pioneering organization that weaves together the seemingly divergent worlds of Amazonian traditions and modern business, demonstrating how we can dig deeper to bring greater meaning and purpose to our personal and professional pursuits.From suburban youth to immersion in the Amazon to entrepreneurial success, Tyler's journey clearly shows that passion and opportunity can be found in the most unexpected places. Captivated by a rare Amazonian tea leaf called guayusa that had never been commercially produced, Tyler started RUNA to partner with the indigenous people of Ecuador to share its energy and its message with the world.Using the spiritual teachings, lessons and healing traditions of the Amazon as his guide and "playbook", Tyler built RUNA from a scrappy start-up into a thriving, multi-million-dollar company that has become one of the fastest growing beverage companies in the United States. With the help of investors like Channing Tatum, Leonardo DiCaprio, and Olivia Wilde, RUNA has created a sustainable source of income for more than 3,000 farming families in Ecuador who sustainably grow guayusa in the rainforest. Simultaneously, RUNA has built a rapidly scaling non-profit organization that is working to create a new future for trade in the Amazon based on respectful exchange and healing, not exploitation and greed.Practical tools and lessons are woven throughout the page turning story of Gage’s successes and failures, offering guidance on how to relate to obstacles as teachers and accomplish our personal and professional goals in the often uncertain circumstances we find ourselves in.

    Now he brings his insight into the workplace, in a book sure to change the shape of business for decades to come.In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. Self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. As Goleman shows, we all possess the potential to improve our emotional intelligence--at any stage in our career. He provides guidelines for cultivating these capabilities--and also explains why corporate training must change if it is to be effective.

    Alibaba’s $25 billion IPO in 2014 was the largest global IPO ever. A Rockefeller of his age who is courted by CEOs and Presidents around the world, Jack is an icon for China’s booming private sector and the gatekeeper to hundreds of millions of middle class consumers.Duncan Clark first met Jack in 1999 in the small apartment where Jack founded Alibaba. Granted unprecedented access to a wealth of new material including exclusive interviews, Clark draws on his own experience as an early advisor to Alibaba and two decades in China chronicling the Internet’s impact on the country to create an authoritative, compelling narrative account of Alibaba’s rise.How did Jack overcome his humble origins and early failures to achieve massive success with Alibaba? How did he outsmart rival entrepreneurs from China and Silicon Valley? Can Alibaba maintain its 80% market share? As it forges ahead into finance and entertainment, are there limits to Alibaba’s ambitions?  How does the Chinese government view its rise?  Will Alibaba expand further overseas, including in the U.S.?Clark tells Alibaba’s tale in the context of China’s momentous economic and social changes, illuminating an unlikely corporate titan as never before.

    They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future.In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renee Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"—untapped new market spaces ripe for growth. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade.Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future.

    Greer fans will recognize many of the book's passages from previous essays, but will be delighted to see them fleshed out here with additional examples and analysis.The Long Descent is one of the most highly anticipated peak oil books of the year, and it lives up to every ounce of hype. Greer is a captivating, brilliantly inventive writer with a deep knowledge of history, an impressive amount of mechanical savvy, a flair for storytelling and a gift for drawing art analogies. His new book presents an astonishing view of our society's past, present and future trajectory--one that is unmatched in its breadth and depth. Reviewed by Frank KaminskiWired.com—  The Long Descent is a welcome antidote to the armageddonism that often accompanies peak oil discussions. "The decline of a civilization is rarely anything like so sudden for those who live through it" writes Greer, encouragingly; it's "a much slower and more complex transformation than the sudden catastrophes imagined by many soical critics today."The changes that will follow the decline of world petroleum production are likely to be sweeping and global, Greer concludes, but from the perspective of those who live through them these changes are much more likely to take gradual and local forms. Reviewed by Bruce SterlingAmericans are expressing deep concern about US dependence on petroleum, rising energy prices, and the threat of climate change. Unlike the energy crisis of the 1970s, however, there is a lurking fear that now the times are different and the crisis may not easily be resolved.The Long Descent examines the basis of such fear through three core themes:• Industrial society is following the same well-worn path that has led other civilizations into decline, a path involving a much slower and more complex transformation than the sudden catastrophes imagined by so many social critics today.• The roots of the crisis lie in the cultural stories that shape the way we understand the world. Since problems cannot be solved with the same thinking that created them, these ways of thinking need to be replaced with others better suited to the needs of our time.• It is too late for massive programs for top-down change; the change must come from individuals.Hope exists in actions that range from taking up a handicraft or adopting an “obsolete” technology, through planting an organic vegetable garden, taking charge of your own health care or spirituality, and building community.Focusing eloquently on constructive adaptation to massive change, this book will have wide appeal.John Michael Greer is a certified Master Conserver, organic gardener, and scholar of ecological history. The current Grand Archdruid of the Ancient Order of Druids in America (AODA), his widely-cited blog, The Archdruid Report (thearchdruidreport.blogspot.com) deals with peak oil, among other issues. He lives in Ashland, Oregon.

    Depending on when you ask this controversial Princeton University guest lecturer, he might answer: "I race motorcycles in Europe." "I ski in the Andes." "I scuba dive in Panama." "I dance tango in Buenos Aires." He has spent more than five years learning the secrets of the New Rich, a fast-growing subculture who has abandoned the "deferred-life plan" and instead mastered the new currencies-time and mobility-to create luxury lifestyles in the here and now. Whether you are an overworked employee or an entrepreneur trapped in your own business, this book is the compass for a new and revolutionary world.Join Tim Ferriss as he teaches you:- How to outsource your life to overseas virtual assistants for $5 per hour and do whatever you want?- How blue-chip escape artists travel the world without quitting their jobs?- How to eliminate 50% of your work in 48 hours using the principles of a forgotten Italian economist?- How to trade a long-haul career for short work bursts and freuent "mini-retirements"?- What the crucial difference is between absolute and relative income?- How to train your boss to value performance over presence, or kill your job (or company) if it's beyond repair?- What automated cash-flow "muses" are and how to create one in 2 to 4 weeks?- How to cultivate selective ignorance-and create time-with a low-information diet?- What the management secrets of Remote Control CEOs are?- How to get free housing worldwide and airfare at 50-80% off?- How to fill the void and create a meaningful life after removing work and the office

     Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, Moral Mazes takes the reader inside the intricate world of the corporation. Jackall reveals a world where hard work does not necessarily lead to success, but where sharp talk, self-promotion, powerful patrons, and sheer luck might. Cheerfully-bland public faces mask intense competition in this world where people hide their intentions, and accountability often depends on the ability to outrun mistakes. In this topsy-turvy world, managers must bring often unforgiving technology and always difficult people together to make money, an uncompromising task demanding continual compromises with conventional truths. Moral questions become merely practical concerns and issues of public relations. Sooner or later, managers find themselves wondering how to act in such a world and still maintain a sense of personal integrity. This brilliant, sometimes disturbing, often wildly funny study of corporate thinking, decision-making, and morality presents compelling real life stories of the men and women charged with running the businesses of America. It will interest anyone concerned with how big organizations actually function, or with the current moral malaise in our public life.

    From 1975 to 1979, author William Cohen studied under the Great Man and became the first graduate of his doctoral program. What Drucker taught him literally changed his life. In a matter of a few years, he was recommissioned in the Air Force and rose to the rank of major general. Eventually, he became a full professor, management consultant, multibook author, and university president--as well as maintaining a nearly lifelong friendship with the master. In A Class with Drucker, Cohen shares many of Drucker's teachings that never made it into his countless books and articles, ideas that were offered to his students in classroom or informal settings. Cohen expands on Drucker's lessons with personal anecdotes about his teacher's personality, lack of pretension, and interactions with students and others. He also shows how Drucker's ideas can be applied to the real-world challenges managers face today. Now every reader can benefit from Drucker's thoughts on such topics as:what everybody knows is frequently wrong - why everyone should approach problems with their ignorance - top executives should stay no longer than six years - some so-called menial tasks can only be done by the boss - what everyone needs to be an effective manage - why self-confidence is a necessityEnlightening and intriguing, A Class with Drucker will enable anyone to gain from the timeless wisdom of the inspiring man himself.

    Laughlin transports us two centuries into the future, when we've ceased to use carbon from the ground--either because humans have banned carbon burning or because fuel has simply run out. Boldly, Laughlin predicts no earth-shattering transformations will have taken place. Six generations from now, there will still be soccer moms, shopping malls, and business trips. Firesides will still be snug and warm.How will we do it? Not by discovering a magic bullet to slay our energy problems, but through a slew of fascinating technologies, drawing on wind, water, and fire. Powering the Future is an objective yet optimistic tour through alternative fuel sources, set in a world where we've burned every last drop of petroleum and every last shovelful of coal.The Predictable: Fossil fuels will run out. The present flow of crude oil out of the ground equals in one day the average flow of the Mississippi River past New Orleans in thirteen minutes. If you add the energy equivalents of gas and coal, it's thirty-six minutes. At the present rate of consumption, we'll be out of fossil fuels in two centuries' time. We always choose the cheapest gas. From the nineteenth-century consolidation of the oil business to the California energy crisis of 2000-2001, the energy business has shown, time and again, how low prices dominate market share. Market forces--not green technology--will be the driver of energy innovation in the next 200 years. The laws of physics remain fixed. Energy will still be conserved, degrade entropically with use, and have to be disposed of as waste heat into outer space. How much energy a fuel can pack away in a given space is fixed by quantum mechanics--and if we want to keep flying jet planes, we will need carbon-based fuels. The Potential: Animal waste. If dried and burned, the world's agricultural manure would supply about one-third as much energy as all the coal we presently consume. Trash. The United States disposes of 88 million tons of carbon in its trash per year. While the incineration of waste trash is not enough to contribute meaningfully to the global demand for energy, it will constrain fuel prices by providing a cheap supply of carbon. Solar energy. The power used to light all the cities around the world is only one-millionth of the total power of sunlight pouring down on earth's daytime side. And the amount of hydropump storage required to store the world's daily electrical surge is equal to only eight times the volume of Lake Mead. PRAISE FOR ROBERT B. LAUGHLIN -Perhaps the most brilliant theoretical physicist since Richard Feynman---George Chapline, Lawrence Livermore National Laboratory -Powerful but controversial.--- Financial Times -[Laughlin's] company ... is inspirational.- --New Scientist