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.

    C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation.The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage.In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation's fundamental foundation. This book provides strategies forRedesigning systems to co-create value with customers and connect all parts of a firm to this processMeasuring individual behavior through smart analyticsCeaselessly improving the flexibility and efficiency in all customer-facing and back-end processesTreating all involved individuals--customers, employees, investors, suppliers--as uniqueWorking across cultures and time-zones in a seamless global networkBuilding teams that are capable of providing high-quality, low-cost solutions rapidlyTo successfully compete on the battlefields of 21st-century business, companies must reinvent their processes and culture in order to sustain innovative solutions. The New Age of Innovation is a complete program for achieving this transformation to meet the needs of the end consumer of the future.

    In an Internet society, according to Richard Susskind and Daniel Susskind, we will neither need nor want doctors, teachers, accountants, architects, the clergy, consultants, lawyers, and many others, to work as they did in the 20th century.The Future of the Professions explains how 'increasingly capable systems' -- from telepresence to artificial intelligence -- will bring fundamental change in the way that the 'practical expertise' of specialists is made available in society.The authors challenge the 'grand bargain' -- the arrangement that grants various monopolies to today's professionals. They argue that our current professions are antiquated, opaque and no longer affordable, and that the expertise of their best is enjoyed only by a few. In their place, they propose six new models for producing and distributing expertise in society.The book raises important practical and moral questions. In an era when machines can out-perform human beings at most tasks, what are the prospects for employment, who should own and control online expertise, and what tasks should be reserved exclusively for people?Based on the authors' in-depth research of more than ten professions, and illustrated by numerous examples from each, this is the first book to assess and question the relevance of the professions in the 21st century.

    When a new team of hand- picked, investigators, devised a different strategy to crack the genetic code that protected the Unabomber’s anonymity, the first task was to begin blasting away the layers of bureaucratic constraints that had plagued the earlier efforts to retrace the trail of crimes. As the rules broke and the bureaucratic restraints crumbled, the puzzle pieces of earlier bombings that the terrorist left behind were found and the puzzle collapsed around the Unabomber like a deck of cards. This is the story, told in the narrative, by the three FBI Agents who led the chase, of how, they broke the Bureau’s own rules and finally captured the notorious Unabomber who had led the Federal Bureau of Investigation on the longest chase in its century- old history.

    Belknap's Waterproof Grand Canyon River Guide (All New Color Edition)

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    There was atime when this revered organization ranked among the lowest in the country in this area. Within ten years, however, it had climbed to among the highest and has emerged as the thought leader in the space.How did Cleveland Clinic turn itself around so effectively and so quickly?More important, how can you do the same with your organization?In gripping, visceral, on-the ground fashion, Service Fanatics reveals the strategies and tactics the Clinic applied to become one of today's leading patient-experience healthcare organizations--methods that seamlessly translate to any business seeking to improveits customer experience. This strategic guide covers:How the Clinic's leaders redefined the concept of patient experience and developed a strategy to improve itCritical lessons learned regarding organization, recruitment, training, and measuring service excellenceWays in which the Clinic aligned its entire workforce around its Patients First strategyHow leaders improved the critical element of physician communicationRather than view patients simply as sick people who need treatment, Cleveland Clinic sees them also as important stakeholders in the organization's success. Patients are customers--who desire, pay for, and deserve the best possible care and experience during what is often a challenging time in their lives.Featuring customer service case studies, as well as invaluable insight from C-level executives at top corporations in various industries, Service Fanatics provides actionable lessons for any manager and business leader beyond healthcare.Whether you run a healthcare institution, nonprofit, or for-profit business, Service Fanatics will help you create the kind of customer experience that promises to transform your organization into an industry powerhouse.

    But starting in the late 1990s, shocking reports emerged that showed this was far from the truth. Treatment-related deaths or “complications” were found to be the fifth leading cause of death for Americans, and hundreds of thousands of patients were being harmed by botched medical procedures.Spurred by the quality crisis, a group of visionary physicians led by Donald Berwick and Paul Batalden embarked on a study of industrial “quality improvement” techniques, daring to apply them to the practice of medicine despite resistance from the medical community. The Best Practice tells the story of this burgeoning movement, and of how the medical landscape is being radically transformed—for the better.

    A malicious online rumor costs a company millions. A political sideshow derails the national news cycle and destroys a candidate. Some product or celebrity zooms from total obscurity to viral sensation. What you don't know is that someone is responsible for all this. Usually, someone like me.I'm a media manipulator. In a world where blogs control and distort the news, my job is to control blogs--as much as any one person can. In today's culture... 1) Blogs like "Gawker," "Buzzfeed" and the "Huffington Post" drive the media agenda. 2) Bloggers are slaves to money, technology, and deadlines. 3) Manipulators wield these levers to shape everything you read, see and watch--online and off.Why am I giving away these secrets? Because I'm tired of a world where blogs take indirect bribes, marketers help write the news, reckless journalists spread lies, and no one is accountable for any of it. I'm pulling back the curtain because I don't want anyone else to get blindsided. I'm going to explain exactly how the media "really" works. What you choose to do with this information is up to you.

    From that modest beginning, container shipping developed into a huge industry that made the boom in global trade possible. "The Box" tells the dramatic story of the container's creation, the decade of struggle before it was widely adopted, and the sweeping economic consequences of the sharp fall in transportation costs that containerization brought about.Published on the fiftieth anniversary of the first container voyage, this is the first comprehensive history of the shipping container. It recounts how the drive and imagination of an iconoclastic entrepreneur, Malcom McLean, turned containerization from an impractical idea into a massive industry that slashed the cost of transporting goods around the world and made the boom in global trade possible.But the container didn't just happen. Its adoption required huge sums of money, both from private investors and from ports that aspired to be on the leading edge of a new technology. It required years of high-stakes bargaining with two of the titans of organized labor, Harry Bridges and Teddy Gleason, as well as delicate negotiations on standards that made it possible for almost any container to travel on any truck or train or ship. Ultimately, it took McLean's success in supplying U.S. forces in Vietnam to persuade the world of the container's potential.Drawing on previously neglected sources, economist Marc Levinson shows how the container transformed economic geography, devastating traditional ports such as New York and London and fueling the growth of previously obscure ones, such as Oakland. By making shipping so cheap that industry could locate factories far from its customers, the container paved the way for Asia to become the world's workshop and brought consumers a previously unimaginable variety of low-cost products from around the globe.

    This volume is comprised of the years 1900 through 1959, and includes all of the best known cases of the period, as well as many more lesser-known murders, all presented in a compelling chronological narrative that takes the reader on a grisly journey through the blood-soaked avenues of early twentieth century crime. Featuring: The Peasenhall Murder. The Seal Chart Murder. The Atlanta Ripper. The Villisca Axe Murders. The Axeman of New Orleans. The Green Bicycle Case. Little Lord Fauntleroy. Hinterkaifeck Farm. The St. Aubin Street Massacre. The Wallace Case. The Atlas Vampire. The Brighton Trunk Crime. The Cleveland Torso Murderer. The Horror in Room 1046. Who Put Bella in the Wych Elm? The Pitchfork Murder. The Sodder Children. The Phantom Killer. The Black Dahlia. Somerton Man. The Grimes Sisters. The Boy in the Box. And Much More!

    Through the worst years of the Great Depression as many as five thousand laborers toiled twenty-four hours a day, seven days a week, to erect the huge structure that would harness the Colorado River and transform the American West.Construction of the giant dam was a triumph of human ingenuity, yet the full story of this monumental endeavor has never been told. Now, in an engrossing, fast-paced narrative, Joseph E. Stevens recounts the gripping saga of Hoover Dam. Drawing on a wealth of material, including manuscript collections, government documents, contemporary newspaper and magazine accounts, and personal interviews and correspondence with men and women who were involved with the construction, he brings the Hoover Dam adventure to life.Described here in dramatic detail are the deadly hazards the work crews faced as they hacked and blasted the dam’s foundation out of solid rock; the bitter political battles and violent labor unrest that threatened to shut the job down; the deprivation and grinding hardship endured by the workers’ families; the dam builders’ gambling, drinking, and whoring sprees in nearby Las Vegas; and the stirring triumphs and searing moments of terror as the massive concrete wedge rose inexorably from the canyon floor.Here, too, is an unforgettable cast of characters: Henry Kaiser, Warren Bechtel, and Harry Morrison, the ambitious, headstrong construction executives who gambled fortune and fame on the Hoover Dam contract; Frank Crowe, the brilliant, obsessed field engineer who relentlessly drove the work force to finish the dam two and a half years ahead of schedule; Sims Ely, the irascible, teetotaling eccentric who ruled Boulder City, the straightlaced company town created for the dam workers by the federal government; and many more men and women whose courage and sacrifice, greed and frailty, made the dam’s construction a great human, as well as technological, adventure.Hoover Dam is a compelling, irresistible account of an extraordinary American epic.

    Kennedy’s assassination has been the subject of public and cultural fascination (a film by Oliver Stone, a novel by Stephen King, endless conspiracy theories) for nearly 50 years. It’s time, this brief biography argues, to give equal consideration to Kennedy’s life.

    But there are very few books that provide clear how-to information that can actually help you think better.Think Better is about Productive Thinking -- why it's important, how it works, and how to use it at work, at home, and at play. Productive Thinking is a game changer -- a practical, easy-to-learn, repeatable process that helps people understand more clearly, think more creatively, and plan more effectively. It's based on the thinking strategies that people we celebrate for their creativity have been using for centuries. Tim Hurson brings Productive Thinking out of the closet and presents it in a way that makes it easy for anyone to grasp and use -- so you can think better, work better, and do better in every aspect of your life.Think Better demonstrates how you can start with an intractable technical problem, an unmet consumer need, or a gaping chasm in your business strategy and, by following a clearly defined, practical thinking process, arrive at a robust, innovative solution. Many companies use the Productive Thinking model to generate fresh solutions for tough business problems, and many individuals rely on it to solve pressing personal problems.The principles you'll find in Think Better are straight-forward: separate your thinking into creative thinking and critical thinking; stay with the question; strive for the "third third" by generating lots and lots of ideas; and look for unexpected connections.The model consists of six interlocking steps:Step 1: What's Going On? Explore and truly understand the challenge.Step 2: What's Success? Envision the ideal outcome and establish success criteria.Step 3: What's the Question? Pinpoint the real problem or opportunity.Step 4: Generate Answers List many possible solutions.Step 5: Forge the Solution Decide which solution is best. Then make it better.Step 6: Align Resources Create an action plan.Tim Hurson starts by explaining how we all build inner barriers to effective thinking. He identifies our habits of thinking that severely limit our behavior, from "monkey mind" to "gator brain." Then he demonstrates how to overcome these barriers.More than anything, productive thinking is an attitude that will let you look at problems and convert them into opportunities. At the end of this disciplined brainstorming process, you'll have a concrete action plan, complete with timelines and deadlines.The book is filled with many of Hurson's original brainstorming tools that will empower you to generate, organize, and process ideas. For example, you can identify your best ideas using the five C's: Cull, Cluster, Combine, Clarify and Choose. And you can transform an embryonic idea into a robust solution with POWER, which stands for Positives, Objections, What else?, Enhancements and Remedies.To create the future, you first must be able to imagine it. Productive thinking is a way to help you do that.

    It will power the electric car, relieve global warming, and catapult the winner into a new era of economic and political mastery. Can the United States win?Steve LeVine was granted unprecedented access to a secret federal laboratory outside Chicago, where a group of geniuses is trying to solve this next monumental task of physics. But these scientists— almost all foreign born—are not alone. With so much at stake, researchers in Japan, South Korea, and China are in the same pursuit. The drama intensifies when a Silicon Valley start-up licenses the federal laboratory’s signature invention with the aim of a blockbuster sale to the world’s biggest carmakers.The Powerhouse is a real-time, two-year thrilling account of big invention, big commercialization, and big deception. It exposes the layers of competition and ambition, aspiration and disappointment behind this great turning point in the history of technology.