Backed by investors such as Larry Ellison and Tim Draper, Theranos sold shares in a fundraising round that valued the company at $9 billion, putting Holmes's worth at an estimated $4.7 billion. There was just one problem: The technology didn't work.For years, Holmes had been misleading investors, FDA officials, and her own employees. When Carreyrou, working at The Wall Street Journal, got a tip from a former Theranos employee and started asking questions, both Carreyrou and the Journal were threatened with lawsuits. Undaunted, the newspaper ran the first of dozens of Theranos articles in late 2015. By early 2017, the company's value was zero and Holmes faced potential legal action from the government and her investors. Here is the riveting story of the biggest corporate fraud since Enron, a disturbing cautionary tale set amid the bold promises and gold-rush frenzy of Silicon Valley.

    From sunbathing in t-shirts and lizards the length of Toblerones, to a toxic apartment in Ibiza with a used loo that can't be flushed, these witty musings could put you off travelling forever!

    It's a book about a woman. Marcia Clark takes us inside her head and her heart. Her voice is raw, incisive, disarming, unmistakable. Her story is both sweeping and deeply personal. How did she do it, day after day? What was it like, orchestrating the most controversial case of her career in the face of the media's relentless klieg lights? How did she fight her personal battles - those of a working mother balancing a crushing workload and a painful, very public divorce? When did she know that her case was lost? Who stood by her, and who abandoned her? And how did she cope with the outcome? As Clark shares the secrets of her own life, we understand for the first time why she identified so strongly with Nicole, in a way no man ever could. No one is spared in this unflinching account - least of all Clark herself, who candidly admits what she wishes she'd done differently - and, for the first time, we understand why the outcome was inevitable.

    Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry:Bruce Henderson, founder of Boston Consulting GroupBill Bain, creator of Bain & CompanyFred Gluck, longtime Managing Director of McKinsey & CompanyMichael Porter, Harvard Business School professorProviding a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.

    With his inimitable ability to translate complex foreign policy and economic issues, Friedman explains how the flattening of the world happened at the dawn of the 21st century; what it means to countries, companies, communities and individuals; and how governments and societies can, and must, adapt.

    . . . Heartfelt, passionate and slick.”— Kirkus, starred review

    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.

    They are diverse in age, in outlook and the industries they made a mark in. But they have one thing in common: they believed in the power of their dreams. This book seeks to inspire young graduates to look beyond placements and salaries. To believe in their dreams.

     The only book to tell the story of Madoff's scam and the SEC's failings by those who saw both first hand Describes how Madoff was enabled by investors and fiduciaries alike Discusses how the SEC missed the red flags raised by Markopolos Despite repeated written and verbal warnings to the SEC by Harry Markopolos, Bernie Madoff was allowed to continue his operations. No One Would Listen paints a vivid portrait of Markopolos and his determined team of financial sleuths, and what impact Madoff's scam will have on financial markets and regulation for decades to come.

    Twenty percent of the CEOs of Fortune 500 companies are HBS graduates, as are many of our savviest entrepreneurs (e.g., Michael Bloomberg) and canniest felons (e.g., Jeffrey Skilling). The top investment banks and brokerage houses routinely send their brightest young stars to HBS to groom them for future power. To these people and many others, a Harvard MBA is a golden ticket to the Olympian heights of American business.In 2004, Philip Delves Broughton abandoned a post as Paris bureau chief of the London Daily Telegraph to join nine hundred other would-be tycoons on HBS's plush campus. Over the next two years, he and his classmates would be inundated with the best--and the rest--of American business culture that HBS epitomizes. The core of the school's curriculum is the "case": an analysis of a real business situation from which the students must, with a professor's guidance, tease lessons. Delves Broughton studied more than five hundred cases and recounts the most revelatory ones here. He also learns the surprising pleasures of accounting, the allure of beta, the ingenious chicanery of leveraging, and innumerable other hidden workings of the business world, all of which he limns with a wry clarity reminiscent of Liar's Poker. He also exposes the less savory trappings of b-school culture, from the 'booze luge' to the pandemic obsession with PowerPoint to the specter of depression that stalks too many overburdened students. With acute and often uproarious candor, he assesses the school's success at teaching the traits it extols as most important in business: leadership, decisiveness, ethical behavior, work/life balance.Published during the one hundredth anniversary of Harvard Business School, Ahead of the Curve offers a richly detailed and revealing you-are-there account of the institution that has, for good or ill, made American business what it is today.

    The family patriarch, "the Commodore," built up a fortune that made him the world's richest man by 1877. Yet, less than fifty years after the Commodore's death, one of his direct descendants died penniless, and no Vanderbilt was counted among the world's richest people. "Fortune's Children" tells the dramatic story of all the amazingly colorful spenders who dissipated such a vast inheritance.

    These people are celebrities now. What was it like when they were just a couple friends with an idea? Founders like Steve Wozniak (Apple), Caterina Fake (Flickr), Mitch Kapor (Lotus), Max Levchin (PayPal), and Sabeer Bhatia (Hotmail) tell you in their own words about their surprising and often very funny discoveries as they learned how to build a company.Where did they get the ideas that made them rich? How did they convince investors to back them? What went wrong, and how did they recover?Nearly all technical people have thought of one day starting or working for a startup. For them, this book is the closest you can come to being a fly on the wall at a successful startup, to learn how it's done.But ultimately these interviews are required reading for anyone who wants to understand business, because startups are business reduced to its essence. The reason their founders become rich is that startups do what businesses do--create value--more intensively than almost any other part of the economy. How? What are the secrets that make successful startups so insanely productive? Read this book, and let the founders themselves tell you.

    In these pages, I’ve tried to do this.” —Bruce Springsteen, from the pages of Born to RunIn 2009, Bruce Springsteen and the E Street Band performed at the Super Bowl’s halftime show. The experience was so exhilarating that Bruce decided to write about it. That’s how this extraordinary autobiography began. Over the past seven years, Bruce Springsteen has privately devoted himself to writing the story of his life, bringing to these pages the same honesty, humor, and originality found in his songs. He describes growing up Catholic in Freehold, New Jersey, amid the poetry, danger, and darkness that fueled his imagination, leading up to the moment he refers to as “The Big Bang”: seeing Elvis Presley’s debut on The Ed Sullivan Show. He vividly recounts his relentless drive to become a musician, his early days as a bar band king in Asbury Park, and the rise of the E Street Band. With disarming candor, he also tells for the first time the story of the personal struggles that inspired his best work, and shows us why the song “Born to Run” reveals more than we previously realized. Born to Run will be revelatory for anyone who has ever enjoyed Bruce Springsteen, but this book is much more than a legendary rock star’s memoir. This is a book for workers and dreamers, parents and children, lovers and loners, artists, freaks, or anyone who has ever wanted to be baptized in the holy river of rock and roll. Rarely has a performer told his own story with such force and sweep. Like many of his songs (“Thunder Road,” “Badlands,” “Darkness on the Edge of Town,” “The River,” “Born in the U.S.A.,” “The Rising,” and “The Ghost of Tom Joad,” to name just a few), Bruce Springsteen’s autobiography is written with the lyricism of a singular songwriter and the wisdom of a man who has thought deeply about his experiences.

    It continued in Moscow, where Browder made his fortune heading the largest investment fund in Russia after the Soviet Union's collapse. But when he exposed the corrupt oligarchs who were robbing the companies in which he was investing, Vladimir Putin turned on him and, in 2005, had him expelled from Russia. In 2007, a group of law enforcement officers raided Browder's offices in Moscow and stole $230 million of taxes that his fund's companies had paid to the Russian government. Browder's attorney Sergei Magnitsky investigated the incident and uncovered a sprawling criminal enterprise. A month after Sergei testified against the officials involved, he was arrested and thrown into pre-trial detention, where he was tortured for a year. On November 16, 2009, he was led to an isolation chamber, handcuffed to a bedrail, and beaten to death by eight guards in full riot gear. Browder glimpsed the heart of darkness, and it transformed his life: he embarked on an unrelenting quest for justice in Sergei's name, exposing the towering cover-up that leads right up to Putin. A financial caper, a crime thriller, and a political crusade, Red Notice is the story of one man taking on overpowering odds to change the world.

    He had mentored many tech leaders in his illustrious career as an investor, but few things had made him prouder, or been better for his fund's bottom line, than his early service to Mark Zuckerberg. Still a large shareholder in Facebook, he had every good reason to stay on the bright side. Until he simply couldn't. ZUCKED is McNamee's intimate reckoning with the catastrophic failure of the head of one of the world's most powerful companies to face up to the damage he is doing. It's a story that begins with a series of rude awakenings. First there is the author's dawning realization that the platform is being manipulated by some very bad actors. Then there is the even more unsettling realization that Zuckerberg and Sheryl Sandberg are unable or unwilling to share his concerns, polite as they may be to his face."