In Working Backwards, these two long-serving Amazon executives reveal and codify the principles and practices that drive the success of one of the most extraordinary companies the world has ever known. With twenty-seven years of Amazon experience between them, much of it in the early aughts—a period of unmatched innovation that brought products and services including Kindle, Amazon Prime, Amazon Studios, and Amazon Web Services to life—Bryar and Carr offer unprecedented access to the Amazon way as it was refined, articulated, and proven to be repeatable, scalable, and adaptable.With keen analysis and practical steps for applying it at your own company—no matter the size—the authors illuminate how Amazon’s fourteen leadership principles inform decision-making at all levels and reveal how the company’s culture has been defined by four characteristics: customer obsession, long-term thinking, eagerness to invent, and operational excellence. Bryar and Carr explain the set of ground-level practices that ensure these are translated into action and flow through all aspects of the business.Working Backwards is a practical guidebook and a corporate narrative, filled with the authors’ in-the-room recollections of what “Being Amazonian” is like and how it has affected their personal and professional lives. They demonstrate that success on Amazon’s scale is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices—shared here for the very first time. A Macmillan Audio production from St. Martin's Press

    The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.The silver lining is that "who" problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street's A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement-and it has a 90 percent success rate.Whether you're a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it's all about Who. Inside you'll learn how to- avoid common "voodoo hiring" methods- define the outcomes you seek- generate a flow of A Players to your team-by implementing the #1 tactic used by successful businesspeople- ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate- attract the person you want to hire, by emphasizing the points the candidate cares about mostIn business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

    Whether you've already got a business or you're itching to start one, this is a recipe for getting more traction.Think about it: what if you could launch like Apple or the big Hollywood studios? What if your prospects eagerly counted down the days until they could buy your product? What if you could create such powerful positioning in your market that you all but eliminated your competition? And you could do all that no matter how humble your business or budget?Since 1996 Jeff Walker has been creating hugely successful online launches. After bootstrapping his first Internet business from his basement, he quickly developed an underground process for launching new products and businesses with unprecedented success.But the success-train was just getting started; once he started teaching his formula to other entrepreneurs, the results were simply breathtaking. Tiny, home-based businesses started doing launches that sold tens of thousands, hundreds of thousands, and even millions of dollars in sales with their launches.Launch is the treasure map into that world; an almost secret world of digital entrepreneurs who create cash-on-demand paydays with their product launches and business launches.Whether you have an existing business, or you have a service-based business and want to develop your own products so you can leverage your time and your impact, or you're still in the planning phase, this is how you start fast. This formula is how you engineer massive success.Now the question is this : are you going to start slow, and fade away from there? Or are you ready for a launch that will change the future of your business and your life?

    And it was an astronomer who finally explained what happened to the dinosaurs.Frans Johansson's The Medici Effect shows how breakthrough ideas most often occur when we bring concepts from one field into a new, unfamiliar territory, and offers examples how we can turn the ideas we discover into path-breaking innovations.

    Just about everyone thinks they know how they got there. Just about everyone is wrong. For all that's been written about the Four over the last two decades, no one has captured their power and staggering success as insightfully as Scott Galloway.Instead of buying the myths these compa-nies broadcast, Galloway asks fundamental questions. How did the Four infiltrate our lives so completely that they're almost impossible to avoid (or boycott)? Why does the stock market forgive them for sins that would destroy other firms? And as they race to become the world's first trillion-dollar company, can anyone chal-lenge them?In the same irreverent style that has made him one of the world's most celebrated business professors, Galloway deconstructs the strategies of the Four that lurk beneath their shiny veneers. He shows how they manipulate the fundamental emotional needs that have driven us since our ancestors lived in caves, at a speed and scope others can't match. And he reveals how you can apply the lessons of their ascent to your own business or career.Whether you want to compete with them, do business with them, or simply live in the world they dominate, you need to understand the Four.

    Graham's philosophy of "value investing" -- which shields investors from substantial error and teaches them to develop long-term strategies -- has made The Intelligent Investor the stock market bible ever since its original publication in 1949.Over the years, market developments have proven the wisdom of Graham's strategies. While preserving the integrity of Graham's original text, this revised edition includes updated commentary by noted financial journalist Jason Zweig, whose perspective incorporates the realities of today's market, draws parallels between Graham's examples and today's financial headlines, and gives readers a more thorough understanding of how to apply Graham's principles.Vital and indispensable, this HarperBusiness Essentials edition of The Intelligent Investor is the most important book you will ever read on how to reach your financial goals.

    accrual method Inventory and Cost of Goods Sold How to calculate depreciation and amortization expenses

    What does Buffett see that we on the outside do not? It’s all about the people. Charles D. Ellis has written a landmark book that couldn’t come at a better time. The Partnership: The Making of Goldman Sachs is the colorful and fascinating story of Goldman’s rise to power through many life-threatening changes in markets, competition, and regulation. It tells the personal history of the men and women who built the world’s leading financial powerhouse from a firm that was disgraced and nearly destroyed in 1929, limped along as a break-even operation through the Depression and WWII, and, with only one special service and one improbable banker, began the rise that, in half a century, took Goldman Sachs to global leadership. A conversation with Charles Ellis: * Is Goldman Sachs really a lot better than other firms at managing risk? The big difference is in the cumulative power of many “small” details. The difference in the speed, accuracy, and extent of communication inside the firm; the difference in intensity, focus, and disciplined toughness of the men and women hand selected to work there and real difference in recruiting, training, and compensation. All add up to a decisive advantage in management. Leaders and co-leaders manage Goldman’s many business units with rigor and drive; risk management is the envy of other banks; and coordination is powerful across business units and markets around the world. As every Olympic athlete knows, such small differences make all the difference between gold, silver or bronze – or no medal at all. In the current, very difficult test, Goldman Sachs has come in 1st – again. * Goldman Sachs is often described as the best managed Wall Street firm. Is that true? Yes, it is true. Goldman Sachs is the best managed “Wall Street” firm – and the best led. Management is why Goldman Sachs is consistently rated the best firm to work for and gets top ratings from clients all over the world. Superior management is why the firm earns more profit, develops more effective people, has made itself the market leader in the U.S., U.K, Germany, France, China, Japan, and in most major lines of banking business. No other firm comes close. One of the things you will learn in The Partnership is just how Goldman succeeded in making themselves different from any other Wall Street firm. They learned early on that in order to survive, they had to not only make money, but create a culture that was universal, that demanded absolutely loyalty and, most importantly, act as one organism. * Why does Goldman Sachs put so much weight on its “culture”? Goldman Sachs culture works. In the complex, fast-changing, global, 24/7 securities business almost all the important decisions are made in highly specific and complex settings under great time pressure. These decisions cannot be made by headquarters and they cannot be deferred. They must be made locally by local market and business experts thousands of times every day. Rules won’t work. If rules were written for every type of decision in all those different businesses in all the world’s different markets in all the different cultures, the resulting Rule Book would be far too large and complex to read or use. Culture – its way of working – is the universal “stem cell” that enables Goldman Sachs to operate so forcefully in so many different national markets and in so many different businesses. * With all its different business activities all over the world, doesn’t Goldman Sachs have problems with conflicts of interest? Yes! The firm certainly has many, many conflicts of interest. While it could take a defensive approach and try to avoid or minimize those risks of conflicts, the firm believes the more realistic and effective approach is to recognize those risks, be candid about them with clients and counterparties, and actively manage the conflicts. The firm strives to deal with each of them in such thoughtful and effective ways that clients and customers will know Goldman Sachs can be trusted to manage conflicts better than any other firm. This is, of course, an assumption of enormous responsibility – particularly on the scale on which Goldman Sachs operates – so it raises the obvious next question: Who will watch the watcher?

    Less than 20 years after its founding, it boasts the largest constellation of commercial satellites in orbit, has pioneered reusable rockets, and in 2020 became the first private company to launch human beings into orbit. Half a century after the space race it is private companies, led by SpaceX, standing alongside NASA pushing forward into the cosmos, and laying the foundation for our exploration of other worlds.But before it became one of the most powerful players in the aerospace industry, SpaceX was a fledgling startup, scrambling to develop a single workable rocket before the money ran dry. The engineering challenge was immense; numerous other private companies had failed similar attempts. And even if SpaceX succeeded, they would then have to compete for government contracts with titans such as Lockheed Martin and Boeing, who had tens of thousands of employees and tens of billions of dollars in annual revenue. SpaceX had fewer than 200 employees and the relative pittance of $100 million in the bank.In Liftoff, Eric Berger, senior space editor at Ars Technica, takes readers inside the wild early days that made SpaceX. Focusing on the company’s first four launches of the Falcon 1 rocket, he charts the bumpy journey from scrappy underdog to aerospace pioneer. We travel from company headquarters in El Segundo, to the isolated Texas ranchland where they performed engine tests, to Kwajalein, the tiny atoll in the Pacific where SpaceX launched the Falcon 1. Berger has reported on SpaceX for more than a decade, enjoying unparalleled journalistic access to the company’s inner workings. Liftoff is the culmination of these efforts, drawing upon exclusive interviews with dozens of former and current engineers, designers, mechanics, and executives, including Elon Musk. The enigmatic Musk, who founded the company with the dream of one day settling Mars, is the fuel that propels the book, with his daring vision for the future of space.Filled with never-before-told stories of SpaceX’s turbulent beginning, Liftoff is a saga of cosmic proportions.

    His startling results shatter much of what we have long believed about what seduces our interest and drives us to buy. Among his finding:Gruesome health warnings on cigarette packages not only fail to discourage smoking, they actually make smokers want to light up. Despite government bans, subliminal advertising still surrounds us – from bars to highway billboards to supermarket shelves. "Cool” brands, like iPods trigger our mating instincts. Other senses – smell, touch, and sound - are so powerful, they physically arouse us when we see a product. Sex doesn't sell. In many cases, people in skimpy clothing and suggestive poses not only fail to persuade us to buy products - they often turn us away .Companies routinetly copy from the world of religion and create rituals – like drinking a Corona with a lime – to capture our hard-earned dollars. Filled with entertaining inside stories about how we respond to such well-known brands as Marlboro, Nokia, Calvin Klein, Ford, and American Idol, BUYOLOGY is a fascinating and shocking journey into the mind of today’s consumer that will captivate anyone who’s been seduced – or turned off – by marketers’ relentless attempts to win our loyalty, our money, and our minds. Includes a foreword by Paco Underhill.

    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.

    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

    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

    It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    Whether you are selling houses or mutual funds, advertisements or ideas—or anything else—this book is for you.When Frank Bettger was twenty-nine he was a failed insurance salesman. By the time he was forty he owned a country estate and could have retired. What are the selling secrets that turned Bettger’s life around from defeat to unparalleled success and fame as one of the highest paid salesmen in America? The answer is inside How I Raised Myself from Failure to Success in Selling. Bettger reveals his personal experiences and explains the foolproof principles that he developed and perfected. He shares instructive anecdotes and step-by-step guidelines on how to develop the style, spirit, and presence of a winning salesperson. No matter what you sell, you will be more efficient and profitable—and more valuable to your company—when you apply Bettger’s keen insights on: • The power of enthusiasm • How to conquer fear • The key word for turning a skeptical client into an enthusiastic buyer • The quickest way to win confidence • Seven golden rules for closing a sale