Bear Stearns was about to announce profits of $115 million for the first quarter of 2008, had $17.3 billion in cash on hand, and, as the company incessantly boasted, had been a colossally profitable enterprise in the eighty-five years since its founding.Ten days later, Bear Stearns no longer existed, and the calamitous financial meltdown of 2008 had begun.How this happened – and why – is the subject of William D. Cohan’s superb and shocking narrative that chronicles the fall of Bear Stearns and the end of the Second Gilded Age on Wall Street. Bear Stearns serves as the Rosetta Stone to explain how a combination of risky bets, corporate political infighting, lax government regulations and truly bad decision-making wrought havoc on the world financial system.Cohan’s minute-by-minute account of those ten days in March makes for breathless reading, as the bankers at Bear Stearns struggled to contain the cascading series of events that would doom the firm, and as Treasury Secretary Henry Paulson, New York Federal Reserve Bank President Tim Geithner, and Fed Chairman Ben Bernanke began to realize the dire consequences for the world economy should the company go bankrupt. But HOUSE OF CARDS does more than recount the incredible panic of the first stages of the financial meltdown. William D. Cohan beautifully demonstrates why the seemingly invincible Wall Street money machine came crashing down. He chronicles the swashbuckling corporate culture of Bear Stearns, the strangely crucial role competitive bridge played in the company’s fortunes, the brutal internecine battles for power, and the deadly combination of greed and inattention that helps to explain why the company’s leaders ignored the danger lurking in Bear’s huge positions in mortgage-backed securities.The author deftly portrays larger-than-life personalities like Ace Greenberg, Bear Stearns’ miserly, take-no-prisoners chairman whose memos about re-using paper clips were legendary throughout Wall Street; his profane, colorful rival and eventual heir Jimmy Cayne, whose world-champion-level bridge skills were a lever in his corporate rise and became a symbol of the reasons for the firm’s demise; and Jamie Dimon, the blunt-talking CEO of JPMorgan Chase, who won the astonishing endgame of the saga (the Bear Stearns headquarters alone were worth more than JP Morgan paid for the whole company). Cohan’s explanation of seemingly arcane subjects like credit default swaps and fixed- income securities is masterful and crystal clear, but it is the high-end dish and powerful narrative drive that makes HOUSE OF CARDS an irresistible read on a par with classics such as LIAR’S POKER and BARBARIANS AT THE GATE.Written with the novelistic verve and insider knowledge that made THE LAST TYCOONS a bestseller and a prize-winner, HOUSE OF CARDS is a chilling cautionary tale about greed, arrogance, and stupidity in the financial world, and the consequences for all of us.

    Teaching, for the First Time in the History of the World, the True Philosophy upon which all Personal Success is Built.“You Can Do It if You Believe You Can!”THIS is a course on the fundamentals of Success.Success is very largely a matter of adjusting one’s self to the ever-varying and changing environments of life, in a spirit of harmony and poise.

    You’ll learn…• How a noise reduction headset at 35,000 feet led to the creation of Pepsi’s new trademarked signature sound.• How a worn down sneaker discovered in the home of an 11-year-old German boy led to LEGO’s incredible turnaround.• How a magnet found on a fridge in Siberia resulted in a U.S. supermarket revolution.• How a toy stuffed bear in a girl’s bedroom helped revolutionize a fashion retailer’s 1,000 stores in 20 different countries.• How an ordinary bracelet helped Jenny Craig increase customer loyalty by 159% in less than a year.• How the ergonomic layout of a car dashboard led to the redesign of the Roomba vacuum.

    Stewart shows for the first time how four of the eighties’ biggest names on Wall Street—Michael Milken, Ivan Boesky, Martin Siegel, and Dennis Levine —created the greatest insider-trading ring in financial history and almost walked away with billions, until a team of downtrodden detectives triumphed over some of America’s most expensive lawyers to bring this powerful quartet to justice. Based on secret grand jury transcripts, interviews, and actual trading records, and containing explosive new revelations about Michael Milken and Ivan Boesky written especially for this paperback edition, Den of Thieves weaves all the facts into an unforgettable narrative—a portrait of human nature, big business, and crime of unparalleled proportions.

    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.

    To make matters worse, Lincoln, who was elected by a minority of the popular vote, was viewed by his own advisors as nothing more than a gawky, second-rate country lawyer with no leadership experience. What Lincoln did to become our most honored and revered president is history, how he can help you to run your organization is not.Lincoln On Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world. You'll discover why you should:* Seize the initiative and never relinquish it* Wage only one war at a time* Encourage risk-taking while providing job security* Avoid issuing orders and instead - request, imply, or make suggestions* Once in a while, let things slip, unbenowst-like...and much much more.

    Features chapters on finance, marketing, accounting, strategy, quantitative analysis, operations, economics, organisational behaviour, and ethics, all revised to reflect the contemporary corporate culture and economic climate.

    While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “radical candor” method.Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance, which involves a mix of praise as well as criticism—delivered to produce better results and help employees achieve.Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

    In nearly every moment of our waking lives, we face a barrage of messaging, advertising enticements, branding, sponsored social media, and other efforts to harvest our attention. Few moments or spaces of our day remain uncultivated by the "attention merchants," contributing to the distracted, unfocused tenor of our times. Tim Wu argues that this condition is not simply the byproduct of recent technological innovations but the result of more than a century's growth and expansion in the industries that feed on human attention. From the pre-Madison Avenue birth of advertising to the explosion of the mobile web; from AOL and the invention of email to the attention monopolies of Google and Facebook; from Ed Sullivan to celebritypower brandslike Oprah Winfrey, Kim Kardashian and Donald Trump, the basic business model of "attention merchants" has never changed: free diversion in exchange for a moment of your consideration, sold in turn to the highest-bidding advertiser. Wu describes the revolts that have risen against the relentless siege of our awareness, from the remote control to the creation of public broadcasting to Apple's ad-blocking OS. But he makes clear that attention merchants are always growing new heads, even as their means of getting inside our heads are changing our very nature--cognitive, social, political and otherwise--in ways unimaginable even a generation ago.

    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

    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.

    Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work."--Seth Godin, author of This is Marketing "This book is a breath of fresh air. Read it now, and make sure your boss does too."--Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.He's found that nearly everyone, from Wall Street to Silicon Valley, points to the same frustrations: lack of trust, bottlenecks in decision making, siloed functions and teams, meeting and email overload, tiresome budgeting, short-term thinking, and more.Is there any hope for a solution? Haven't countless business gurus promised the answer, yet changed almost nothing about the way we work?That's because we fail to recognize that organizations aren't machines to be predicted and controlled. They're complex human systems full of potential waiting to be released.Dignan says you can't fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems--the fundamental principles and practices that shape their culture--with extraordinary success.Imagine a bank that abandoned traditional budgeting, only to outperform its competition for decades. An appliance manufacturer that divided itself into 2,000 autonomous teams, resulting not in chaos but rapid growth. A healthcare provider with an HQ of just 50 people supporting over 14,000 people in the field--that is named the "best place to work" year after year. And even a team that saved $3 million per year by cancelling one monthly meeting.Their stories may sound improbable, but in Brave New Work you'll learn exactly how they and other organizations are inventing a smarter, healthier, and more effective way to work. Not through top down mandates, but through a groundswell of autonomy, trust, and transparency.Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?

    In "Killing Sacred Cows," Gunderson boldly exposes ingrained fallacies and misguided traditions in the world of personal finance.

    Why? In a world where information refreshes endlessly and the workday feels like a race to react to other people's priorities faster, frazzled and distracted has become our default position. But what if the exhaustion of constant busyness wasn't mandatory? What if you could step off the hamster wheel and start taking control of your time and attention? That's what this book is about. As creators of Google Ventures' renowned "design sprint," Jake and John have helped hundreds of teams solve important problems by changing how they work. Building on the success of these sprints and their experience designing ubiquitous tech products from Gmail to YouTube, they spent years experimenting with their own habits and routines, looking for ways to help people optimize their energy, focus, and time. Now they've packaged the most effective tactics into a four-step daily framework that anyone can use to systematically design their days. Make Time is not a one-size-fits-all formula. Instead, it offers a customizable menu of bite-size tips and strategies that can be tailored to individual habits and lifestyles. Make Time isn't about productivity, or checking off more to-dos. Nor does it propose unrealistic solutions like throwing out your smartphone or swearing off social media. Making time isn't about radically overhauling your lifestyle; it's about making small shifts in your environment to liberate yourself from constant busyness and distraction. A must-read for anyone who has ever thought, If only there were more hours in the day..., Make Time will help you stop passively reacting to the demands of the modern world and start intentionally making time for the things that matter.

    In other words, we have what Julia Galef calls a soldier mindset. From tribalism and wishful thinking, to rationalizing in our personal lives and everything in between, we are driven to defend the ideas we most want to believe--and shoot down those we don't.But if we want to get things right more often, argues Galef, we should train ourselves to have a scout mindset. Unlike the soldier, a scout's goal isn't to defend one side over the other. It's to go out, survey the territory, and come back with as accurate a map as possible. Regardless of what they hope to be the case, above all, the scout wants to know what's actually true.In The Scout Mindset, Galef shows that what makes scouts better at getting things right isn't that they're smarter or more knowledgeable than everyone else. It's a handful of emotional skills, habits, and ways of looking at the world--which anyone can learn. With fascinating examples ranging from how to survive being stranded in the middle of the ocean, to how Jeff Bezos avoids overconfidence, to how superforecasters outperform CIA operatives, to Reddit threads and modern partisan politics, Galef explores why our brains deceive us and what we can do to change the way we think.