The findings will surprise many readers and, quite frankly, upset others.The ChallengeBuilt to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The StudyFor years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?The StandardsUsing tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The ComparisonsThe research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? The FindingsThe findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

    A man who in the first part of his life wanted Hindu–Muslim unity yet later became the father of Hindutva. A man who called for complete independence twenty years before the Congress but didn’t participate in the Quit India movement. A man who in his younger days was friendly with Gandhi but was later seen as the inspiration behind his killing.Based on Savarkar’s original Marathi papers, accounts of his contemporaries, several of them untranslated from Marathi, court and government records, and newspapers of the time, this new biography is packed with fresh details. Written in a lively, page-turning style, this is a riveting and unbiased account of Savarkar’s life, and the only book you will need to truly understand him.

    Separated from her parents on arrival, she endures unimaginable experiences, including being made to dance for the infamous Josef Mengele. When the camp is finally liberated, she is pulled from a pile of bodies, barely alive.The horrors of the Holocaust didn’t break Edith. In fact, they helped her learn to live again with a life-affirming strength and a truly remarkable resilience. The Choice is her unforgettable story.

    You'll discover:Why the assumptions behind financial data matter- What income statements, balance sheets, and cash flow statements really reveal- How to use ratios to assess your venture's financial health- How to calculate return on your investments in your enterprise- Ways to use financial information to do your own job better- How to instill financial intelligence throughout your teamAuthoritative and accessible, Financial Intelligence for Entrepreneurs empowers you to "talk numbers" confidently with colleagues, partners, and employees-- and fully understand how to use financial data to make better decisions for your business.

    Niall Ferguson's House of Rothschild: Money's Prophets 1798-1848 was hailed as a 'great biography' by Time magazine and named one of the best books of 1998 by Business Week.Now, with all the depth, clarity and drama with which he traced their ascent, Ferguson - the first historian with access to the long-lost Rothschild family archives - concludes his myth-breaking portrait of once of the most fascinating and power families of all time.From Crimea to World War II, wars repeatedly threatened the stability of the Rothschilds' worldwide empire. Despite these many global upheavals, theirs remained the biggest bank in the world up until the First World War, their interests extending far beyond the realm of finance. Yet the Rothschilds' failure to establish themselves successfully in the United States proved fateful, and as financial power shifted from London to New York after 1914, their power waned.'A stupendous achievement, a triumph of historical research and imagination' Robert Skidelsky, The New York Review of Books 'Niall Ferguson's brilliant and altogether enthralling two-volume family saga proves that academic historians can still tell great stories that the rest of us want to read'The New York Times Book Review'Superb ... An impressive ... account of the Rothschilds and their role in history'Boston GlobeNiall Ferguson is one of Britain's most renowned historians. He is Laurence A. Tisch Professor of History at Harvard University and a Senior Research Fellow of Jesus College, Oxford. He is the bestselling author of The Pity of War, The Ascent of Money, Empire, Colossus, The War of the World and Civilization.

    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?

    Infrastructure engineers use a software version of this “chaos monkey” to test online services’ robustness—their ability to survive random failure and correct mistakes before they actually occur. Tech entrepreneurs are society’s chaos monkeys, disruptors testing and transforming every aspect of our lives, from transportation (Uber) and lodging (AirBnB) to television (Netflix) and dating (Tinder). One of Silicon Valley’s most audacious chaos monkeys is Antonio García Martínez.After stints on Wall Street and as CEO of his own startup, García Martínez joined Facebook’s nascent advertising team, turning its users’ data into profit for COO Sheryl Sandberg and chairman and CEO Mark “Zuck” Zuckerberg. Forced out in the wake of an internal product war over the future of the company’s monetization strategy, García Martínez eventually landed at rival Twitter. He also fathered two children with a woman he barely knew, committed lewd acts and brewed illegal beer on the Facebook campus (accidentally flooding Zuckerberg's desk), lived on a sailboat, raced sport cars on the 101, and enthusiastically pursued the life of an overpaid Silicon Valley wastrel.Now, this gleeful contrarian unravels the chaotic evolution of social media and online marketing and reveals how it is invading our lives and shaping our future. Weighing in on everything from startups and credit derivatives to Big Brother and data tracking, social media monetization and digital “privacy,” García Martínez shares his scathing observations and outrageous antics, taking us on a humorous, subversive tour of the fascinatingly insular tech industry. Chaos Monkeys lays bare the hijinks, trade secrets, and power plays of the visionaries, grunts, sociopaths, opportunists, accidental tourists, and money cowboys who are revolutionizing our world. The question is, will we survive?

    I knew that agreeing to write my story would need me to be completely honest, as that’s the way I have always played the game. It would require talking about a number of aspects I have not shared in public before. So here I am, at the end of my final innings, having taken that last walk back to the pavilion, ready to recount as many incidents as I can remember since first picking up a cricket bat as a child in Mumbai thirty-five years ago." - Sachin Tendulkar

    Topics range from ruminations on why Charles Dickens was among the best of writers and the worst of men to the haunting science fiction of J.G. Ballard; from the enduring legacies of Thomas Jefferson and George Orwell to the persistent agonies of anti-Semitism and jihad. Hitchens even looks at the recent financial crisis and argues for the enduring relevance of Karl Marx. The book forms a bridge between the two parallel enterprises of culture and politics. It reveals how politics justifies itself by culture, and how the latter prompts the former. In this fashion, Arguably burnishes Christopher Hitchens' credentials as (to quote Christopher Buckley) our "greatest living essayist in the English language."

    The cosmopolitan fabric of a vibrant trading society - with its Jewish and Arab merchants, Chinese pirate heroes and masterful Hindu Zamorins - was ripped apart, heralding an age of violence and bloodshed. One prince, however, emerged triumphant from this descent into chaos. Shrewdly marrying Western arms to Eastern strategy, Martanda Varma consecrated the dominion of Travancore, destined to become one of the most dutiful pillars of the British Raj. What followed was two centuries of internecine conflict in one of India's premier princely states, culminating in a dynastic feud between two sisters battling to steer the fortunes of their house on the eve of Independence. Manu S. Pillai's retelling of this sprawling saga focuses on the remarkable life and work of Sethu Lakshmi Bayi, the last - and forgotten - queen of the House of Travancore. The supporting cast includes the flamboyant painter Raja Ravi Varma and his wrathful wife, scheming matriarchs of 'violent, profligate and sordid' character, wife-swapping court favourites, vigilant English agents, quarrelling consorts and lustful kings. Extensively researched and vividly rendered, The Ivory Throne conjures up a dramatic world of political intrigues and factions, black magic and conspiracies, crafty ceremonies and splendorous temple treasures, all harnessed in a tragic contest for power and authority in the age of empire.

    They are all versions of a bigger question: how do you live? How do you do the good or honourable thing, while flourishing and feeling happy? This question obsessed Renaissance writers, none more than Michel Eyquem de Montaigne (1533-92), perhaps the first truly modern individual. A nobleman, public official, and wine-grower, he wrote free-roaming explorations of his thought and experience, unlike anything written before. He called them 'essays', meaning 'attempts' or 'tries'. Into them he put whatever was in his head: his tastes in wine and food, his childhood memories, the way his dog's ears twitched when dreaming, as well as the appalling events of the religious civil wars raging around him. The Essays was an instant bestseller, and more than four hundred years later, Montaigne's honesty and charm still draw people to him. Readers come to him in search of companionship, wisdom and entertainment--and in search of themselves. This book, a spirited and singular biography (and the first full life of Montaigne in English for nearly fifty years), relates the story of his life by way of the questions he posed and the answers he explored. It traces his bizarre upbringing (made to speak only Latin), youthful career and sexual adventures, travels, and friendships with the scholar and poet Etienne de La Boétie and with his adopted 'daughter', Marie de Gournay. And as we read, we also meet his readers--who for centuries have found in Montaigne an inexhaustible source of answers to the haunting question, 'how to live?'

    You want to learn about the path I took that eventually led me to Zappos, and the lessons I learned along the way. You want to learn from all the mistakes we made at Zappos over the years so that your business can avoid making some of the same ones. You want to figure out the right balance of profits, passion, and purpose in business and in life. You want to build a long-term, enduring business and brand. You want to create a stronger company culture, which will make your employees and coworkers happier and create more employee engagement, leading to higher productivity. You want to deliver a better customer experience, which will make your customers happier and create more customer loyalty, leading to increased profits. You want to build something special. You want to find inspiration and happiness in work and in life. You ran out of firewood for your fireplace. This book makes an excellent fire-starter.

    His job no longer existed. "I think they just want to hire younger people," his boss at Newsweek told him. Fifty years old and with a wife and two young kids, Dan was, in a word, screwed. Then an idea hit. Dan had long reported on Silicon Valley and the tech explosion. Why not join it? HubSpot, a Boston start-up, was flush with $100 million in venture capital. They offered Dan a pile of stock options for the vague role of "marketing fellow." What could go wrong? HubSpotters were true believers: They were making the world a better place ... by selling email spam. The office vibe was frat house meets cult compound: The party began at four thirty on Friday and lasted well into the night; "shower pods" became hook-up dens; a push-up club met at noon in the lobby, while nearby, in the "content factory," Nerf gun fights raged. Groups went on "walking meetings," and Dan's absentee boss sent cryptic emails about employees who had "graduated" (read: been fired). In the middle of all this was Dan, exactly twice the age of the average HubSpot employee, and literally old enough to be the father of most of his co-workers, sitting at his desk on his bouncy-ball "chair."Mixed in with Lyons's uproarious tale of his rise and fall at Hubspot is a trenchant analysis of the start-up world, a de facto conspiracy between those who start companies and those who fund them, a world where bad ideas are rewarded with hefty investments, where companies blow money lavishing perks on their post-collegiate workforces, and where everybody is trying to hang on just long enough to reach an IPO and cash out. With a cast of characters that includes devilish angel investors, fad-chasing venture capitalists, entrepreneurs and "wantrapreneurs," bloggers and brogrammers, social climbers and sociopaths, Disrupted is a gripping and definitive account of life in the (second) tech bubble.

    Louis glassblowing artist and recovering computer scientist named Jim McKelvey lost a sale because he couldn't accept American Express cards. Frustrated by the high costs and difficulty of accepting credit card payments, McKelvey joined his friend Jack Dorsey (the cofounder of Twitter) to launch Square, a startup that would enable small merchants to accept credit card payments on their mobile phones. With no expertise or experience in the world of payments, they approached the problem of credit cards with a new perspective, questioning the industry's assumptions, experimenting and innovating their way through early challenges, and achieving widespread adoption from merchants small and large.But just as Square was taking off, Amazon launched a similar product, marketed it aggressively, and undercut Square on price. For most ordinary startups, this would have spelled the end. Instead, less than a year later, Amazon was in retreat and soon discontinued its service. How did Square beat the most dangerous company on the planet? Was it just luck? These questions motivated McKelvey to study what Square had done differently from all the other companies Amazon had killed. He eventually found the key: a strategy he calls the Innovation Stack.McKelvey's fascinating and humorous stories of Square's early days are blended with historical examples of other world-changing companies built on the Innovation Stack to reveal a pattern of ground-breaking, competition-proof entrepreneurship that is rare but repeatable.The Innovation Stack is a thrilling business narrative that's much bigger than the story of Square. It is an irreverent first-person look inside the world of entrepreneurship, and a call to action for all of us to find the entrepreneur within ourselves and identify and fix unsolved problems--one crazy idea at a time.

    It can almost be summed up by the button on every page: "Buy now with one click."Why has Amazon been so successful? Much of it has to do with Jeff Bezos, the CEO and founder, whose unique combination of character traits and business strategy have driven Amazon to the top of the online retail world.Richard Brandt charts Bezos's rise from computer nerd to world- changing entrepreneur. His success can be credited to his forward-looking insights and ruthless business sense. Brandt explains: Why Bezos decided to allow negative product reviews, correctly guessing that the earned trust would outweigh possible lost sales. Why Amazon zealously guards some patents yet freely shares others. Why Bezos called becoming profitable the "dumbest" thing they could do in 1997. How Amazon.com became one of the only dotcoms to survive the bust of the early 2000s. Where the company is headed next.Through interviews with Amazon employees, competitors, and observers, Brandt has deciphered how Bezos makes decisions. The story of Amazon's ongoing evolution is a case study in how to reinvent an entire industry, and one that anyone in business today ignores at their peril.