In the small BIG, three heavyweights from the world of persuasion science and practice - Steve Martin, Noah Goldstein and Robert Cialdini - describe how, in today's information-overloaded world, it is now the smallest changes that lead to the biggest differences in results.

    Stout shows how shareholder value thinking endangers not only investors but the rest of us as well, leading managers to focus myopically on short-term earnings; discouraging investment and innovation; harming employees, customers, and communities; and causing companies to indulge in reckless, sociopathic, and irresponsible behaviors. And she looks at new models of corporate purpose that better serve the needs of investors, corporations, and society.

    As John Micklethwait and Adrian Wooldridge show us, that is a seriously limited view of things. In fact, there have been three great revolutions in government in the history of the modern world. The West has led these revolutions, but now we are in the midst of a fourth revolution, and it is Western government that is in danger of being left behind.Now, things really are different. The West’s debt load is unsustainable. The developing world has harvested the low-hanging fruits. Industrialization has transformed all the peasant economies it had left to transform, and the toxic side effects of rapid developing world growth are adding to the bill. From Washington to Detroit, from Brasilia to New Delhi, there is a dual crisis of political legitimacy and political effectiveness.The Fourth Revolution crystallizes the scope of the crisis and points forward to our future. The authors enjoy extraordinary access to influential figures and forces the world over, and the book is a global tour of the innovators in how power is to be wielded. The age of big government is over; the age of smart government has begun. Many of the ideas the authors discuss seem outlandish now, but the center of gravity is moving quickly.This tour drives home a powerful argument: that countries’ success depends overwhelmingly on their ability to reinvent the state. And that much of the West—and particularly the United States—is failing badly in its task. China is making rapid progress with government reform at the same time as America is falling badly behind. Washington is gridlocked, and America is in danger of squandering its huge advantages from its powerful economy because of failing government. And flailing democracies like India look enviously at China’s state-of-the-art airports and expanding universities.The race to get government right is not just a race of efficiency. It is a race to see which political values will triumph in the twenty-first century—the liberal values of democracy and liberty or the authoritarian values of command and control. The stakes could not be higher.

    Here's how to apply the marketing savvy you already have to the social media your prospects are using, helping you get and keep more customers, make more sales, and boost your bottom line.Find the business side -- explore the variety of social media options and research where your target audience hangs outCollect your tools -- discover ways to simplify posting in multiple locations and how to monitor activityEstablish your presence -- start a blog or podcast to build a followingFollow and be followed -- find the right people to follow on Twitter and get them to follow youFan out -- showcase your company with a customized Facebook business pageFollow up -- use analytics to assess the success of your social media campaignOpen the book and find:Tips for finding your target marketImportant legal considerationsStep-by-step guidance for setting up a campaignLots of helpful technology toolsBlogging and podcasting adviceHow to make Twitter pay off for your businessTools for analyzing your success in each mediumWhen to move forward and when to pull back

    In this thoughtful look at what’s happening behind the grim headlines, authors David Suzuki and Holly Dressel show that thousands of individuals, groups, and businesses are already changing their ways. They highlight the growing number of profitable companies with a positive presence in their communities, activists and Third World villages practicing true participatory democracy, farmers and ranchers sharing their land with other species — even some governments, local and national, basing economic development on an eco-friendly model. The technologies needed to make a better world, say the authors, are already within reach — and being used. This practical, inspiring guide to saving the planet is based on the true stories of ordinary people who are doing it every day.

    It will persuade and inspire you to change your business, your work, and maybe your life.” —Daniel H. Pink, bestselling author of A Whole New MindIn Practically Radical, William C. Taylor, the New York Times bestselling co-author of Mavericks at Work offers a refreshing, rigorous new look at pragmatic ways to shake things up and make positive change in difficult times. Exploring how twenty-five for-profit companies and nonprofit organizations—including IBM, Zappos, Swatch, the Girl Scouts, and Interpol—made remarkable strides in tough circumstances, Practically Radical raises (and answers) the make-or-break questions facing today's leaders in every field:Do you see opportunities the competition doesn't see? The most successful organizations embrace one-of-a-kind ideas in a world filled with "me-too" thinking.Do you have new ideas about where to look for new ideas? Routine practices in one field can be revolutionary when they migrate to another.Are you the most of anything? In business today, the middle of the road is the road to ruin.Are you getting the best contributions from the most people? Change is not a game best played by loners.Anything but your typical business book, Practically Radical is a must-own for small business owners and CEOs, for managers at all levels, and innovators and entrepreneurs of every stripe.

    David Burkus is a highly regarded and increasingly influential business school professor who challenges many of the established principles of business management. Drawing on decades of research,  Burkus has found that not only are many of our fundamental management practices wrong and misguided, but they can be downright counterproductive.    These days, the best companies are breaking the old rules. At some companies, e-mail is now restricted to certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves.  The revolutionary insights Burkus reveals here will convince companies to leave behind decades-old management practices and implement new ways to enhance productivity and morale.

    How could one of the oldest, most resilient firms on Wall Street go so far astray that it had to be sold at a fire sale price? How could the guys who ran Bear so aggressively miscalculate so completely? In this vivid and dramatic narrative, Kate Kelly takes us inside Bear's walls during its final, frenzied 72 hours as an independent firm. Expanding with fresh detail from her acclaimed front- page series in "The Wall Street Journal," she captures every sight, sound, and smell of those three unbelievable days. For decades, Bear had proudly recruited "P.S.Ds"- employees who were poor, smart, and had a deep desire to become rich. An elite family or Ivy League diploma didn't matter. Were you willing to do almost anything to make money for the firm? Were you tough enough to be a street fighter? Bear's leaders were arrogant and didn't play nice. But their style had made them a fortune, and had helped Bear survive every crisis from the Great Depression to the dotcom bubble. Yet as the subprime mortgage crisis began to brew, the firm's key executives descended into civil war. Kelly reveals fresh, never-before-told details about the moves that led to that brutal final weekend. With a style as riveting as it is enlightening, "Street Fighters" is the definitive account of a once-great firm's demise, and the human folly that led to the worst financial crisis since the 1930s.

    A forward-thinking manifesto from three Stanford professors—experts who have worked at ground zero of the tech revolution for decades—which reveals how big tech’s obsession with optimization and efficiency has sacrificed fundamental human values and outlines steps we can take to change course, renew our democracy, and save ourselves.

    With compelling evidenced based on research in the rise and fall of Mayan, Khmer, and Roman empires, Costa shows how the tendency to find a quick solution leads to frightening long-term consequence: Society's ability to solve its most challenging, intractable problems becomes gridlocked, progress slows, and collapse ensues.A provocative new voice in the tradition of thought leaders Thomas Friedman, Jared Diamond and Malcolm Gladwell, Costa reveals how we can reverse the downward spiral. Part history, part social science, part biology, The Watchman's Rattle is sure to provoke, engage, and incite change.

     Most businesses follow the same basic formula: create a product or service, sell it, and collect money. What Lisa Gansky calls "Mesh" businesses throw this model out the window. Instead, these companies use social media, wireless networks, and data crunched from every available source to provide people with goods and services at the exact moment they need them, without the burden and expense of owning them outright. "The Mesh" gives companies a better understanding of what customers really want. Already, hundreds of successful Mesh companies are redefining how we interact with the people, goods, and services in our lives. These businesses are easier to start and spreading like wildfire, from bike sharing and home exchanges to peer-to-peer lending, energy cooperatives, and open source design. Consider: ZipCar profits from streamlined car sharing Kickstarter connects artists with funding from enthusiastic supporters Music Gym makes finding a recording studio as easy as joining a gym "The Mesh" reveals the next wave of information-enabled commerce, showing readers how to plug in and profit."

    

    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.

    J. O'Rourke's number one New York Times best-selling follow-up. O'Rourke runs hilariously amok by tackling the death of Communism, sanctimonious liberals, and America's perennial bad guy Saddam Hussein in a series of classic dispatches from his coverage of the 1991 Gulf War. Here is our most mordant and unnervingly funny political satirist on: Kuwait City after the Gulf War: "It looked like all the worst rock bands in the world had stayed there at the same time." On Saddam Hussein, O'Rourke muses: "He's got chemical weapons filled with ... chemicals. Maybe he's got The Bomb. And missiles that can reach Riyadh, Tel Aviv, Spokane. Stock up on nonperishable foodstuffs. Grab those Diet Coke cans you were supposed to take to the recycling center and fill them up with home heating oil. Bury the Hummel figurines in the yard. We're all going to die. Details at eleven."

    But at the heart of all this is the kakeibo : the budgeting journal used to set saving goals and spend wisely.It's simple: at the beginning of each month you sit down with your kakeibo and think about how much you would like to save and what you will need to do in order to reach your goal. There is space to jot down your weekly spending and reflect on the month just gone.A kakeibo ensures helps make saving a part of your everyday life, while also giving you the opportunity to reflect and improve every month.Get a grip on your spending and start to achieve your goals, by finding ways to save for the things that really matter in your life.Don't give up what you want most for what you want now . . . This is the Japanese Journal that puts more money in YOUR pocket every month.'The simple art of keeping track of your finances . . . this is about being financially mindful rather than letting a gadget do the thinking for you' The Sunday Times