Tracy Kidder got a preview of this world in the late 1970s when he observed the engineers of Data General design and build a new 32-bit minicomputer in just one year. His thoughtful, prescient book, The Soul of a New Machine, tells stories of 35-year-old "veteran" engineers hiring recent college graduates and encouraging them to work harder and faster on complex and difficult projects, exploiting the youngsters' ignorance of normal scheduling processes while engendering a new kind of work ethic.These days, we are used to the "total commitment" philosophy of managing technical creation, but Kidder was surprised and even a little alarmed at the obsessions and compulsions he found. From in-house political struggles to workers being permitted to tease management to marathon 24-hour work sessions, The Soul of a New Machine explores concepts that already seem familiar, even old-hat, less than 20 years later. Kidder plainly admires his subjects; while he admits to hopeless confusion about their work, he finds their dedication heroic. The reader wonders, though, what will become of it all, now and in the future. —Rob Lightner

    Simon & Schuster has a great book for every reader.

    Eminent Canadian law professor and legal theorist Joel Bakan contends that today's corporation is a pathological institution, a dangerous possessor of the great power it wields over people and societies.In this revolutionary assessment of the history, character, and globalization of the modern business corporation, Bakan backs his premise with the following observations:-The corporation’s legally defined mandate is to pursue relentlessly and without exception its own economic self-interest, regardless of the harmful consequences it might cause to others. -The corporation’s unbridled self-interest victimizes individuals, society, and, when it goes awry, even shareholders and can cause corporations to self-destruct, as recent Wall Street scandals reveal. -Governments have freed the corporation, despite its flawed character, from legal constraints through deregulation and granted it ever greater authority over society through privatization.But Bakan believes change is possible and he outlines a far-reaching program of achievable reforms through legal regulation and democratic control.Featuring in-depth interviews with such wide-ranging figures as Nobel Prize winner Milton Friedman, business guru Peter Drucker, and cultural critic Noam Chomsky, The Corporation is an extraordinary work that will educate and enlighten students, CEOs, whistle-blowers, power brokers, pawns, pundits, and politicians alike.

    Throughout history, the only way for humanity to grow was by degrading the Earth: chopping down forests, fouling the air and water, and endlessly digging out resources. Since the first Earth Day in 1970, the reigning argument has been that taking better care of the planet means radically changing course: reducing our consumption, tightening our belts, learning to share and reuse, restraining growth. Is that argument correct? Absolutely not. In More from Less, McAfee argues that to solve our ecological problems we don’t need to make radical changes. Instead, we need to do more of what we’re already doing: growing technologically sophisticated market-based economies around the world. How can he possibly make this claim? Because of the evidence. America—a large, high-tech country that accounts for about 25% of the global economy—is now generally using less of most resources year after year, even as its economy and population continue to grow. What’s more, the US is polluting the air and water less, emitting fewer greenhouse gases, and replenishing endangered animal populations. And, as McAfee shows, America is not alone. Other countries are also transforming themselves in fundamental ways. What has made this turnabout possible? One thing, primarily: the collaboration between technology and capitalism, although good governance and public awareness have also been critical. McAfee does warn of issues that haven’t been solved, like global warming, overfishing, and communities left behind as capitalism and tech progress race forward. But overall, More from Less is a revelatory, paradigm-shifting account of how we’ve stumbled into an unexpectedly better balance with nature—one that holds out the promise of more abundant and greener centuries ahead.

    police departments, glamorized in countless Hollywood movies, and featured as a ubiquitous presence on prime-time TV. It has been rhapsodized by hip-hop artists, and coveted by cops and crooks alike.   Created in 1982 by Gaston Glock, an obscure Austrian curtain-rod manufacturer, and swiftly adopted by the Austrian army, the Glock pistol, with its lightweight plastic frame and large-capacity spring-action magazine, arrived in America at a fortuitous time.  Law enforcement agencies had concluded that their agents and officers, armed with standard six-round revolvers, were getting "outgunned" by drug dealers with semi-automatic pistols. They needed a new gun. When Karl Water, a firearm salesman based in the U.S. first saw a Glock in 1984, his reaction was, “Jeez, that’s ugly.” But the advantages of the pistol soon became apparent. The standard semi-automatic Glock could fire as many as 17 bullets from its magazine without reloading (one equipped with an extended thirty-three cartridge magazine was used in Tucson to shoot Gabrielle Giffords and 19 others). It was built with only 36 parts that were interchangeable with those of other models. You could drop it underwater, toss it from a helicopter, or leave it out in the snow, and it would still fire. It was reliable, accurate, lightweight, and cheaper to produce than Smith and Wesson’s revolver. Made in part of hardened plastic, it was even rumored (incorrectly) to be invisible to airport security screening. Filled with corporate intrigue, political maneuvering, Hollywood glitz, bloody shoot-outs—and an attempt on Gaston Glock’s life by a former lieutenant—Glock is at once the inside account of how Glock the company went about marketing its pistol to police agencies and later the public, as well as a compelling chronicle of the evolution of gun culture in America.

    Instead, our capacity for expanding human knowledge is our greatest resource, and the key to overcoming the very real and enormous environmental challenges we face. Throughout human history we have learned to overcome scarcity and adversity through the application of innovation - the only resource that is expanded, not depleted, the more we use it. The century ahead is a race between our damaging overconsumption and our growing understanding of ways to capture and utilize abundant natural resources with less impact on the planet. The Infinite Resource is a clear-eyed, visionary, and hopeful argument for progress.

    Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate.Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, "The Innovator's Dilemma" presents a set of rules for capitalizing on the phenomenon of disruptive innovation.

    In performance, how you organize can be the key to growth. In the past five years, the business world has seen the birth of a new breed of company - the Exponential Organization - that has revolutionized how a company can accelerate its growth by using technology.

    Over years of groundbreaking experiments, he has distilled remarkable discoveries significant enough to become the bedrock of a whole new scientific field: social physics. Humans have more in common with bees than we like to admit: We’re social creatures first and foremost. Our most important habits of action—and most basic notions of common sense—are wired into us through our coordination in social groups. Social physics is about idea flow, the way human social networks spread ideas and transform those ideas into behaviors. Thanks to the millions of digital bread crumbs people leave behind via smartphones, GPS devices, and the Internet, the amount of new information we have about human activity is truly profound. Until now, sociologists have depended on limited data sets and surveys that tell us how people say they think and behave, rather than what they actually do. As a result, we’ve been stuck with the same stale social structures—classes, markets—and a focus on individual actors, data snapshots, and steady states. Pentland shows that, in fact, humans respond much more powerfully to social incentives that involve rewarding others and strengthening the ties that bind than incentives that involve only their own economic self-interest. Pentland and his teams have found that they can study patterns of information exchange in a social network without any knowledge of the actual content of the information and predict with stunning accuracy how productive and effective that network is, whether it’s a business or an entire city. We can maximize a group’s collective intelligence to improve performance and use social incentives to create new organizations and guide them through disruptive change in a way that maximizes the good. At every level of interaction, from small groups to large cities, social networks can be tuned to increase exploration and engagement, thus vastly improving idea flow.  Social Physics will change the way we think about how we learn and how our social groups work—and can be made to work better, at every level of society. Pentland leads readers to the edge of the most important revolution in the study of social behavior in a generation, an entirely new way to look at life itself.

    But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched. Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.

    So what separates the startups that get disrupted and disappear from the ones who grow to become global giants?The secret is blitzscaling: a set of techniques for scaling up at a dizzying pace that blows competitors out of the water. The objective of Blitzscaling is not to go from zero to one, but from one to one billion -as quickly as possible.When growing at a breakneck pace, getting to next level requires very different strategies from those that got you to where you are today. In a book inspired by their popular class at Stanford Business School, Hoffman and Yeh reveal how to navigate the necessary shifts and weather the unique challenges that arise at each stage of a company's life cycle, such as: how to design business models for igniting and sustaining relentless growth; strategies for hiring and managing; how the role of the founder and company culture must evolve as the business matures, and more.Whether your business has ten employees or ten thousand, Blitzscaling is the essential playbook for winning in a world where speed is the only competitive advantage that matters.

    But in this provocative and optimistic rebuke to the catastrophists, Robert Bryce shows how innovation and the inexorable human desire to make things Smaller Faster Lighter Denser Cheaper is providing consumers with Cheaper and more abundant energy, Faster computing, Lighter vehicles, and myriad other goods. That same desire is fostering unprecedented prosperity, greater liberty, and yes, better environmental protection. Utilizing on-the-ground reporting from Ottawa to Panama City and Pittsburgh to Bakersfield, Bryce shows how we have, for centuries, been pushing for Smaller Faster solutions to our problems. From the vacuum tube, mass-produced fertilizer, and the printing press to mobile phones, nanotech, and advanced drill rigs, Bryce demonstrates how cutting-edge companies and breakthrough technologies have created a world in which people are living longer, freer, healthier, lives than at any time in human history. The push toward Smaller Faster Lighter Denser Cheaper is happening across multiple sectors. Bryce profiles innovative individuals and companies, from long-established ones like Ford and Intel to upstarts like Aquion Energy and Khan Academy. And he zeroes in on the energy industry, proving that the future belongs to the high power density sources that can provide the enormous quantities of energy the world demands. The tools we need to save the planet aren't to be found in the technologies or lifestyles of the past. Nor must we sacrifice prosperity and human progress to ensure our survival. The catastrophists have been wrong since the days of Thomas Malthus. This is the time to embrace the innovators and businesses all over the world who are making things Smaller Faster Lighter Denser Cheaper.

    “A marvelously readable and level-headed explanation of basic science and how it relates to the issues.” —John Tierney, New York TimesThis is “must-have” information for all presidents—and citizens—of the twenty-first century: Is Iran’s nascent nuclear capability a genuine threat to the West? Are biochemical weapons likely to be developed by terrorists? Are there viable alternatives to fossil fuels that should be nurtured and supported by the government? Should nuclear power be encouraged? Can global warming be stopped?

    "Congratulations, Mr. Chairman", said Reg. It was a defining moment for American business. So begins the story of a self-made man and a self-described rebel who thrived in one of the most volatile and economically robust eras in U.S. history, while managing to maintain a unique leadership style. In what is the most anticipated book on business management for our time, Jack Welch surveys the landscape of his career running one of the world's largest and most successful corporations.

    Social networks surrender their original missions to more immediately profitable data mining, while brokerage houses abandon value investing for algorithms that drain markets and our 401ks alike--all tactics driven by the need to stoke growth by any means necessary. Instead of taking this opportunity to reprogram our economy for sustainability, we have doubled down on growth as its core command. We have reached the limits of this approach. We must escape the growth trap, once and for all. Media scholar and technology author Douglas Rushkoff--one of today's most original and influential thinkers--argues for a new economic program that utilizes the unique distributive power of the internet while breaking free of the winner-take-all system the growth trap leaves in its wake. Drawing on sources both contemporary and historical, Rushkoff pioneers a new understanding of the old economic paradigm, from central currency to debt to corporations and labor.Most importantly, he offers a series of practical steps for businesses, consumers, investors, and policymakers to remake the economic operating system from the inside out--and prosper along the way. Instead of boycotting Wal-Mart or overtaxing the wealthy, we simply implement strategies that foster the creation of value by stakeholders other than just ourselves. From our currency to our labor to the corporation, every aspect of the economy can be reprogrammed with minimal disruption to create a more equitably distributed prosperity for all.Inspiring and challenging, Throwing Rocks at the Google Bus provides a pragmatic, optimistic, and human-centered model for economic progress in the digital age.