Among the case studies-chosen for the diversity of failures they highlight are - the procedural irregularities in the issuance of licenses for second generation spectrum allotment, the last minute quick-fixes in the conduct of the XIX commonwealth games, the loss of national resources while allocating coal blocks, the flouting of systems and the clear display of crony capitalism in the exploration of hydrocarbon and the tragic tale of civil aviation in India.Through these illustrations, Rai wishes to not only expose government malfeasance, but also probe the mandate of the CAG as a watchdog. Equally, he hopes to push for long-term solutions to corruption and bring home the urgent need for ethics-for the pursuit of excellence, accountability, probity and transparency within governments, the bureaucracy, corporate enterprises and public life.Interesting facts1. A blow-by-blow, explosive, yet thoughtful account that sheds new light on the scams that shook India - 2G, coalgate, civil aviation, the conduct of the XIX commonwealth games and hydrocarbon contracts.2. Explodes the myth of accountability in contemporary Indian governance.3. Written by the eleventh CAG of India and a symbol of the anti-corruption movement, Vinod Rai.4. Presents long-term solutions for the future, so as to contain procedural irregularities within the government and corporate enterprises.5. Provides a roadmap for good governance, important for the growth of the nation.6. Exhorts younger professionals / administrators to strive for excellence.

    A man with a rare vision, Dr Kurien has devoted a lifetime to realizing his dream - empowering the farmers of India. He has engineered the milk cooperative movement in India. It was a sheer quirk of fate that landed him in Anand where a small group of farmers were forming a cooperative, Kaira District Cooperative Milk Producers'Union Limited (better known as Amul), to sell their milk. Intrigued by the integrity and commitment of their leader, Tribhuvandas Patel, Dr Kurien joined them. Since then there has been no looking back. The 'Anand pattern of cooperatives'were so successful that, at the request of the Government of India, he set up the National Dairy Development Board to replicate it across India. He also established the Gujarat Cooperative Milk Marketing Federation to market its products. In these memoirs, Dr Verghese Kurien, popularly known as the 'father of the white revolution', recounts, with customary candour, the story of his life and how he shaped the dairy industry. Profoundly inspiring, these memoirs help up comprehend the magnitude of his contributions and his multifaceted personality.

    Others might point to the qualities of today’s so-called celebrity CEOs—charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term.In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms’ average returns outperformed the S&P 500 by a factor of twenty—in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you’ll learn the traits and methods—striking for their consistency and relentless rationality—that helped these unique leaders achieve such exceptional performance.Humble, unassuming, and often frugal, these "outsiders” shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company’s long-term value.Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing a compelling alternative model for anyone interested in leading a company or investing in one—and reaping extraordinary returns.

    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.

    These are the men and women doing battle daily beneath the banner that is your brand. Are they courageous or indecisive? Are they serving a motivated team or managing employees? Are they valued? Your team will never grow beyond you, so here’s another question to consider—are you growing? Whether you’re sitting at the CEO’s desk, the middle manager’s cubicle, or a card table in your living-room-based start-up, EntreLeadership provides the practical, step-by-step guidance to grow your business where you want it to go. Dave Ramsey opens up his championship playbook for business to show you how to: -Inspire your team to take ownership and love what they do -Unify your team and get rid of all gossip -Handle money to set your business up for success -Reach every goal you set -And much, much more! EntreLeadership is a one-stop guide filled with accessible advice for businesses and leaders to ensure success even through the toughest of times.

    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

    But today, success is increasingly dependent on how we interact with others. It turns out that at work, most people operate as either takers, matchers, or givers. Whereas takers strive to get as much as possible from others and matchers aim to trade evenly, givers are the rare breed of people who contribute to others without expecting anything in return. Using his own pioneering research as Wharton's youngest tenured professor, Grant shows that these styles have a surprising impact on success. Although some givers get exploited and burn out, the rest achieve extraordinary results across a wide range of industries. Combining cutting-edge evidence with captivating stories, this landmark book shows how one of America's best networkers developed his connections, why the creative genius behind one of the most popular shows in television history toiled for years in anonymity, how a basketball executive responsible for multiple draft busts transformed his franchise into a winner, and how we could have anticipated Enron's demise four years before the company collapsed - without ever looking at a single number. Praised by bestselling authors such as Dan Pink, Tony Hsieh, Dan Ariely, Susan Cain, Dan Gilbert, Gretchen Rubin, Bob Sutton, David Allen, Robert Cialdini, and Seth Godin-as well as senior leaders from Google, McKinsey, Merck, Estee Lauder, Nike, and NASA - Give and Take highlights what effective networking, collaboration, influence, negotiation, and leadership skills have in common. This landmark book opens up an approach to success that has the power to transform not just individuals and groups, but entire organizations and communities.

         Here is a revelatory work of biography that takes us from Gandhi's birth in 1869 through his upbringing in Gujarat, his 2 years as a student in London, and his 2 decades as a lawyer and community organizer in South Africa. Ramachandra Guha has uncovered a myriad of previously untapped documents, including: private papers of Gandhi's contemporaries and co-workers; contemporary newspapers and court documents; the writings of Gandhi's children; secret files kept by British Empire functionaries. Using this wealth of material in a brilliantly nuanced narrative, Guha describes the social, political and personal worlds in which Gandhi began his journey to become the modern era's most important and influential political actor. And Guha makes clear that Gandhi's work in South Africa--far from being a mere prelude to his accomplishments in India--was profoundly influential on his evolution as a political thinker, social reformer and beloved leader.

    But Lee Iacocca didn't get mad, he got even. He led a battle for Chrysler's survival that made his name a symbol of integrity, know-how, and guts for millions of Americans.In his classic hard-hitting style, he tells us how he changed the automobile industry in the 1960s by creating the phenomenal Mustang. He goes behind the scenes for a look at Henry Ford's reign of intimidation and manipulation. He recounts the miraculous rebirth of Chrysler from near bankruptcy to repayment of its $1.2 billion government loan so early that Washington didn't know how to cash the check.From the Trade Paperback edition.

    Late fees were ubiquitous, video-streaming unheard was of, and widespread DVD adoption seemed about as imminent as flying cars. Indeed, these were the widely accepted laws of the land in 1997, when Marc Randolph had an idea. It was a simple thought—leveraging the internet to rent movies—and was just one of many more and far worse proposals, like personalized baseball bats and a shampoo delivery service, that Randolph would pitch to his business partner, Reed Hastings, on their commute to work each morning.But Hastings was intrigued, and the pair—with Hastings as the primary investor and Randolph as the CEO—founded a company. Now with over 150 million subscribers, Netflix's triumph feels inevitable, but the twenty first century's most disruptive start up began with few believers and calamity at every turn. From having to pitch his own mother on being an early investor, to the motel conference room that served as a first office, to server crashes on launch day, to the now-infamous meeting when Netflix brass pitched Blockbuster to acquire them, Marc Randolph's transformational journey exemplifies how anyone with grit, gut instincts, and determination can change the world—even with an idea that many think will never work.What emerges, though, isn't just the inside story of one of the world's most iconic companies. Full of counter-intuitive concepts and written in binge-worthy prose, it answers some of our most fundamental questions about taking that leap of faith in business or in life: How do you begin? How do you weather disappointment and failure? How do you deal with success? What even is success?From idea generation to team building to knowing when it's time to let go, That Will Never Work is not only the ultimate follow-your-dreams parable, but also one of the most dramatic and insightful entrepreneurial stories of our time.

    Drucker has been analyzing economics and society for more than sixty years. Now for readers everywhere who are concerned with the ways that management practices and principles affect the performance of the organization, the individual, and society, there is The Essential Drucker -- an invaluable compilation of management essentials from the works of a management legend.Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.

    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

    He has taken on giants like British Airways and won, and monsters like Coca-Cola and lost.Now Branson gives an inside look at his strikingly different swashbuckling style of leadership. Learn how fun, family, passion, and the dying art of listening are key components to what his extended family of employees around the world have always dubbed (with a wink) the “Virgin Way.”This unique perspective comes from a man who dropped out of school at sixteen, suffers from dyslexia, and has never worked for anyone but himself. He may be famous for thinking outside the box—an expression he despises—but Branson asserts that “you’ll never have to think outside the box if you refuse to let anyone build one around you.”This is a unique book on leadership from someone who readily admits he has never read a book on leadership in his life. So expect the unexpected.

    Drawing on a wide range of sources, Jeffrey Young and William Simon provide new perspectives on the legendary creation of Apple, detail Jobs's meteoric rise, and the devastating plunge that left him not only out of Apple, but out of the computer-making business entirely. This unflinching and completely unauthorized portrait reveals both sides of Jobs's role in the remarkable rise of the Pixar animation studio, also re-creates the acrimony between Jobs and Disney's Michael Eisner, and examines Jobs's dramatic his rise from the ashes with his recapture of Apple. The authors examine the takeover and Jobs's reinvention of the company with the popular iMac and his transformation of the industry with the revolutionary iPod. iCon is must reading for anyone who wants to understand how the modern digital age has been formed, shaped, and refined by the most influential figure of the age-a master of three industries: movies, music, and computers.

    Yet these beliefs are largely based on guesswork and incomplete data and lead to costly errors in judgment. Now, internationally renowned innovation expert Clayton M. Christensen and his research partners Scott D. Anthony and Erik A. Roth present a groundbreaking framework for predicting outcomes in the evolution of any industry. Based on proven theories outlined in Christensen's landmark books The Innovator's Dilemma and The Innovator's Solution, Seeing What's Next offers a practical, three-part model that helps decision-makers spot the signals of industry change, determine the outcome of competitive battles, and assess whether a firm's actions will ensure or threaten future success. Through in-depth case studies of industries from aviation to health care, the authors illustrate the predictive power of innovation theory in action.