Douglas Hubbard helps us create a path to know the answer to almost any question in business, in science, or in life . . . Hubbard helps us by showing us that when we seek metrics to solve problems, we are really trying to know something better than we know it now. How to Measure Anything provides just the tools most of us need to measure anything better, to gain that insight, to make progress, and to succeed." -Peter Tippett, PhD, M.D. Chief Technology Officer at CyberTrust and inventor of the first antivirus software "Doug Hubbard has provided an easy-to-read, demystifying explanation of how managers can inform themselves to make less risky, more profitable business decisions. We encourage our clients to try his powerful, practical techniques." -Peter Schay EVP and COO of The Advisory Council "As a reader you soon realize that actually everything can be measured while learning how to measure only what matters. This book cuts through conventional cliches and business rhetoric and offers practical steps to using measurements as a tool for better decision making. Hubbard bridges the gaps to make college statistics relevant and valuable for business decisions." -Ray Gilbert EVP Lucent "This book is remarkable in its range of measurement applications and its clarity of style. A must-read for every professional who has ever exclaimed, 'Sure, that concept is important, but can we measure it?'" -Dr. Jack Stenner Cofounder and CEO of MetraMetrics, Inc.

    In this jaw-dropping expose, Oliver Shah uncovers the truth behind one of Britain's biggest business scandals, following Sir Philip Green's journey to the big time, the wild excesses of his heyday and his dramatic demise.Sir Philip Green was once hailed one of Britain's best businessmen. As chairman of Arcadia Group, home to brands such as Topshop, Dorothy Perkins and Miss Selfridge, Green had prime ministers and supermodels on speed dial. But the retail magnate's reputation came crashing down when Shah, a Sunday Times journalist, uncovered the methods Green used to amass his gigantic offshore fortune, and the desperation that drove his doomed BHS deal.In 2015, Green sold British Home Stores for £1 to Retail Acquisitions, owned by Dominic Chappell, a charlatan who siphoned off BHS's remaining millions before filing for administration. By the time it went under in April 2016, BHS had debts of £1.3bn, including a pension deficit of £571m. Its collapse left 11,000 employees without jobs and 20,000 pension fund members facing the loss of their benefits, prompting the government to launch an inquiry into Green's sale of the company. While one of Britain's oldest department stores boarded up its shop fronts, former employees and shoppers protested in the streets and MPs rallied in parliament, demanding Green be stripped of his knighthood. The furore over the sale subsided in 2017 when Green agreed a £363m deal with the Pensions Regulator, but with revelations surrounding Topshop's pension deficit now surfacing, could tragedy strike again?Oliver Shah is the award-winning Business Editor of the Sunday Times and one of the most respected national commentators on business and the high street. He was named business journalist of the year at both the Press Awards and London Press Club Awards in 2017 for his investigation into Sir Philip Green. Shah studied English at Cambridge University and journalism at City University before joining City AM in 2009 and the Sunday Times in 2010. Aged 34, Shah lives in east London.

    It already drives most of the world’s top technology companies. And now it’s starting to spread to every domain where leaders wrestle with complex projects. If you’ve ever been startled by how fast the world is changing, Scrum is one of the reasons why. Productivity gains of as much as 1200% have been recorded, and there’s no more lucid – or compelling – explainer of Scrum and its bright promise than Jeff Sutherland, the man who put together the first Scrum team more than twenty years ago. The thorny problem Jeff began tackling back then boils down to this: people are spectacularly bad at doing things with agility and efficiency. Best laid plans go up in smoke. Teams often work at cross purposes to each other. And when the pressure rises, unhappiness soars. Drawing on his experience as a West Point-educated fighter pilot, biometrics expert, early innovator of ATM technology, and V.P. of engineering or CTO at eleven different technology companies, Jeff began challenging those dysfunctional realities, looking for solutions that would have global impact. In this book you’ll journey to Scrum’s front lines where Jeff’s system of deep accountability, team interaction, and constant iterative improvement is, among other feats, bringing the FBI into the 21st century, perfecting the design of an affordable 140 mile per hour/100 mile per gallon car, helping NPR report fast-moving action in the Middle East, changing the way pharmacists interact with patients, reducing poverty in the Third World, and even helping people plan their weddings and accomplish weekend chores. Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and many other disciplines, Scrum is consistently riveting. But the most important reason to read this book is that it may just help you achieve what others consider unachievable – whether it be inventing a trailblazing technology, devising a new system of education, pioneering a way to feed the hungry, or, closer to home, a building a foundation for your family to thrive and prosper.

    Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.Previously published by MIT-CAES

    For disruptors to pose a threat to an industry, they have to successfully break the link in choosing, purchasing, or consuming a product or service. Upstarts, Teixeira shows, do not attempt to compete with or overtake a reigning incumbent company entirely. Instead, they work to peel away a portion of the consumer decision-making process, the way Birchbox offered women a new way to sample new beauty products from a variety of cosmetics and fragrance companies, without having to go to the Revlon or Estee Lauder store. Zipcar doesn't attempt to compete head to head with GM but rather to offer people who need transportation an alternative way to get around, without owning a car themselves, or being responsible for fuel, maintenance, or insurance. In a penetrating narrative filled with case studies and stories, Teixeira shows us how startups successfully disrupt industries--and what industry leaders must do to avoid being disrupted and protect their domain.

    He had eighty seconds to exceed the speed of sound and begin the climb to a target no civilian pilot had ever reached. There was a chance he would not come back alive. If he did, he would make history as the world’s first commercial astronaut. The spectacle defied reason, the result of an improbable contest dreamed up by entrepreneur Peter Diamandis, whose vision for a new race to space – requiring small teams to do what only the world’s largest governments had done before – had been dismissed as fantastical. The tale begins in Mount Vernon, N.Y. Diamandis was the son of hard working Greek immigrants who wanted their science prodigy to do the family proud and become a doctor. Peter was a dutiful son, but from the time he was eight years old, staying up late to watch Apollo 11 land on the moon, he had one goal: getting to space. He started a national student space club while at MIT. He launched a rocket company in Houston while getting a medical degree from Harvard - a degree he pursued to improve his chances of becoming an astronaut. But when he realized NASA was winding down manned space flight, Diamandis set out on one of the great entrepreneurial adventure stories of our time. If the government wouldn’t send him to space, he would create a private spaceflight industry and get there himself.In the 1990s, the idea of private space flight was the stuff of science fiction. The undaunted Diamandis found inspiration in an unlikely place: the first golden age of aviation. Reading Charles Lindbergh’s The Spirit of St. Louis, Diamandis was stunned that the aviator had attempted the first transatlantic flight from New York to Paris to win a $25,000 prize. The historic flight galvanized the commercial airline industry. Why, Diamandis thought, couldn’t a similar contest be held for space flight? In 1996, standing under the arch of St. Louis – the city where Lindbergh found his backers - Diamandis announced the $10 million Xprize. To win, a privately funded team would have to build and fly a manned rocket into space twice – in two weeks. The deadline: December 31, 2004.   On a brilliant morning in the Mojave Desert, with little time to spare, a bullet-shaped rocket called SpaceShipOne was launched. The story of SS1, and other scrappy teams in the hunt – all spurred by Diamandis as he struggled to keep the prize afloat – became a testament to the American spirit of ingenuity and oversized dreams. The winning of the Xprize marked the end of the government’s monopoly over space.   Julian Guthrie, author of The Billionaire and The Mechanic, an acclaimed bestselling account of Oracle CEO Larry Ellison’s pursuit of the America’s Cup, thought she knew about obsessive pursuits, but the XPrize race spurred another level of drama, sacrifice, and technical wizardry. With Diamandis’ cooperation, Guthrie had access to all of the players – from Richard Branson and John Carmack to Burt Rutan – and has melded their stories into a spellbinding narrative, a combination of Rocket Boys and The New New Thing. In the end, as Diamandis dreamed, the result wasn’t just a victory for one team; it was the foundation for a new industry, including SpaceX, Virgin Galactic, Blue Origin and others. Today, SpaceShipOne hangs in the Smithsonian’s Air and Space Museum, above the Apollo 11 capsule and next to Lindbergh’s Spirit of St. Louis plane.

    In Russell Brunson's experience, after working with thousands of businesses, he has found that’s rarely the case. Low traffic and weak conversion numbers are just symptoms of a much greater problem, a problem that’s a little harder to see (that’s the bad news), but a lot easier to fix (that’s the good news). DotComSecrets will give you the marketing funnels and the sales scripts you need to be able to turn on a flood of new leads into your business.

    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.

    Richard Shell has taught thousands of business leaders, administrators, and other professionals how to survive and thrive in the sometimes rough-and-tumble world of negotiation. His systematic, step-by-step approach comes to life in this book, which is available in over ten foreign editions and combines lively storytelling, proven tactics, and reliable insights gleaned from the latest negotiation research.This updated edition includes:A brand-new "Negotiation I.Q." test designed by Shell and used by executives at the Wharton workshop that reveals each reader's unique strengths and weaknesses as a negotiatorA concise manual on how to avoid the perils and pitfalls of online negotiations involving e-mail and instant messagingA detailed look at how gender and cultural differences can derail negotiations, and advice for putting talks back on track

    His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant—or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days—Jonah—to help him break out of conventional ways of thinking to see what needs to be done.The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt.

    was the quintessential American success story. It accounted for over one percent of the gross national product. Suddenly, it found itself in a downward spiral. Award-winning journalist Donald Katz was given unrestricted access to Sears's records and executives to write this revealing account of the downfall and resurrection of an American icon.

    A rich tapestry of anecdotes, object lessons, parodies, insights, and predictions, The Cluetrain Manifesto illustrates how the Internet has radically reframed the seemingly immutable laws of business--and what business needs to know to weather the seismic aftershocks.

    In the span of five minutes, a trillion dollars of valuation was lost. The Flash Crash, as it became known, represented the fastest drop in market history. When share values rebounded less than half an hour later, experts around the globe were left perplexed. What had they just witnessed?Navinder Singh Sarao hardly seemed like a man who would shake the world's financial markets to their core. Raised in a working-class neighborhood in West London, Nav was a preternaturally gifted trader who played the markets like a computer game. By the age of thirty, he had left behind London's "trading arcades," working instead out of his childhood home. For years the money poured in. But when lightning-fast electronic traders infiltrated markets and started eating into his profits, Nav built a system of his own to fight back. It worked--until 2015, when the FBI arrived at his door. Depending on whom you ask, Sarao was a scourge, a symbol of a financial system run horribly amok, or a folk hero who took on the tyranny of Wall Street and the high-frequency traders.A real-life financial thriller, Flash Crash uncovers the remarkable, behind-the-scenes narrative of a mystifying market crash, a globe-spanning investigation into international fraud, and the man at the center of them both.

    Simon & Schuster has a great book for every reader.

    Across all of these break-out companies, a set of common patterns has evolved into a repeatable playbook that Gil has codified in High Growth Handbook. Covering key topics including the role of the CEO, managing your board, recruiting and managing an executive team, M&A, IPOs and late stage funding rounds, and interspersed with over a dozen interviews with some of the biggest names in Silicon Valley including Reid Hoffman (LinkedIn), Marc Andreessen (Andreessen Horowitz), and Aaron Levie (Box), High Growth Handbook presents crystal clear guidance for navigating the most complex challenges that confront leaders and operators in high-growth startups. In what Reid Hoffman, cofounder of LinkedIn and co-author of the #1 NYT bestsellers The Alliance and The Startup of You calls "a trenchant guide," High Growth Handbook is the playbook for turning a startup into a unicorn. "Elad Gil is one of Silicon Valley's seriously knowledgeable and battle-tested players. If you want the chance to turn your startup into the next Google or Twitter, then read this trenchant guide from someone who played key roles in the growth of these companies." - Reid Hoffman, co-founder of LinkedIn, co-author of the #1 NYT bestsellers "The Alliance" and "The Startup of You," and host of the podcast Masters of Scale "Elad eschews trite management aphorisms in favor of pragmatic and straight-shooting insights on complex topics like managing a board of directors, executing functional re-organizations with as little trauma as possible, and everything in-between." - Dick Costolo, former CEO of Twitter and serial entrepreneur "Elad first invested in Airbnb when we were less than 10 people and provided early advice on scaling the company. This book shares these learnings for the next generation of entrepreneurs." - Nathan Blecharczyk, cofounder of Airbnb, Chief Strategy Officer, and Chairman of Airbnb China "Elad jam-packs every useful lesson about building and scaling companies into a single, digestible book. My only gripe is that he didn't write this when we were in the early days of Box as it would have saved my ass countless times." -Aaron Levie, cofounder and CEO of Box "Armed with observations gathered scaling some of the most successful and important companies of Silicon Valley, Elad has no-nonsense, highly applicable advice to any operator transitioning a company from the proverbial garage to the next stage and beyond." - Max Levchin, cofounder and CEO of Affirm, cofounder and CTO of PayPal "Elad is one of the most experienced operators in Silicon Valley having seen numerous companies hit their inflection point. His advice has been key for Coinbase as we go through hypergrowth, from hiring executives to improving M&A." - Brian Armstrong, cofounder and CEO of Coinbase"Elad is one of the best connected and respected early stage investors in the Valley - he invested in Minted when we had fewer than 50 employees and his advice was critical to us in growing our business to where we are now, in the low hundreds of millions in sales. In his book, he crystallizes all of these learnings for the next generation of companies."-Mariam Naficy, cofounder and CEO of Minted