Working with imaginative and often hilarious computer simulations, he analyzes the roots of catastrophe, showing city planners in the very act of creating gridlock and disaster, or public health authorities setting the scene for starvation. The Logic of Failure is a compass for intelligent planning and decision-making that can sharpen the skills of managers, policymakers and everyone involved in the daily challenge of getting from point A to point B.

    It offers a bold new way of thinking about and responding to the personal and strategic challenges everyone in business faces these days.

    Samsung is business history at its best! It explores the divergent fortunes of these two electronics giants in the last decade and identifies the true reasons behind Sony's decline and Samsung's rise. Contrary to popular belief, Chang shows that success (or failure) does not simply arise from different strategies. Rather, it emerges from major decisions that are deeply rooted in the companies' organizational processes and their executives' political behavior. This book is a must-read for any senior executive. --Constantinos Markides, Robert P. Bauman Professor of Strategic Leadership and Chairman, Strategy Department, London Business School Sea-Jin Chang has produced that rarity in a business book--one that is as valuable to practicing managers as it is insightful to academic researchers. In this fascinating comparison of two modern global giants, he applies his high resolution research microscope to their changing fortunes by dissecting their contrasting strategies, and providing interesting insights into their divergent organizational processes and management practices. This is a very valuable contribution to the international business literature. It will end up in as many corporate boardrooms as faculty seminars. --Christopher A. Bartlett, Thomas D. Casserly Professor Emeritus, Harvard Business School Sea-Jin Chang has written a fascinating comparison of Sony and Samsung that will be valuable to anyone interested in strategy, organizations or international business. The interwoven and very detailed case studies of two very different companies in overlapping industries illuminate problems such as adaptation to technological change (analog to digital), organizational flexibility and globalization. His attempt to analyze both strategic development and implementation is successful and very useful. Both academics and practitioners will learn a lot from this book. --Stephen J. Kobrin, William Wurster Professor of Multinational Management, The Wharton School, University of Pennsylvania Refreshingly original and entertaining, this book analyzes major strategic decisions of Samsung and Sony and highlights organizational processes and top management leadership that have shaped their performances. This is a must-read for all executives who want to understand the strengths and weaknesses of Asian competitors. It also provides penetrating insights to other Asian companies with global ambitions. --Myoung Woo Lee, President and CEO, iriver

    Cross answers this question with his ground-breaking approach to revitalizing businesses: focusing on the revenue side of the ledger instead of the cost side. The antithesis of slash-and-burn methods that left companies with empty profits and dissatisfied stockholders, Revenue Management overturns conventional thinking on marketing strategies and offers the key to initiating and sustaining growth.Using case studies from a variety of industries, small businesses, and nonprofit organizations, Cross describes no-tech, low-tech, and high-tech methods that managers can use to increase revenue without increasing products or promotions; predict consumer behavior; tap into new markets; and deliver products and services to customers effectively and efficiently. His proven tactics will help any business dramatically improve its bottom line by meeting the challenge of matching supply with demand.

    His uniqueness lies not only in the fact that at the young age of 19 and a half, he travelled to snow clad Himalayas from Kerala, and there he met and lived for several years with a ‘real-time’ yogi, Babaji, but also that he should undertake such an unusual and adventurous exploration, given his non-Hindu birth and antecedents.The metamorphosis of Mumtaz Ali Khan into Sri ‘M’, a yogi with profound knowledge of the Upanishads and deep personal insights, born of first hand experiences with higher levels of consciousness is indeed a fascinating story.The bonus for those interested in the secrets of yoga, meditation and sankhyan metaphysics is that Sri ‘M’ is still living and easily reachable. He leads a normal life, married with two children, wears no special robes and conducts himself without pomp or paraphernalia.Someone who met him recently said, “I expected a flashy godman and instead I saw a jean clad gentleman with a smile of his face, ready to discuss my problems. In five minutes flat, I said to myself, this is no ordinary man. The peace and tranquility that enters your system is tangible”.

    Osho responds to a question about the right way to help children to grow without interfering in their natural potentiality.

    We want to know! We want to know the purpose of our life, why we are here on earth, where we came from, whether there is a God, who this God is, whether there is an afterlife, and so much more! These most basic and fundamental questions are hopefully in the forefront of our minds. And if they are not, it's never too late to start! This book offers some of the answers to these questions. It offers the answers found is our Creed. At first, the Creed can seem dry and unimpressive. It can even seem confusing and overly academic. But when properly understood, the Creed holds the answer to the questions we so deeply seek.

    We put out fires. We deal with emergencies. We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems ... [This book] probes the psychological forces that push us downstream--including 'problem blindness,' which can leave us oblivious to serious problems in our midst. And Heath introduces us to the thinkers who have overcome these obstacles and scored ... victories by switching to an upstream mindset.

    Views are radically changing on practices to ensure the employees perform consistently well over many years. In this book, Sri Sri offers valuable tips for managers and leaders to become more effective in their roles and also on how to develop a conducive work environment so that both the employees and the organisation add value to each other.“Management begins in the mind.When the mind manages itself better,it can manage anything.”H. H. SRI SRI RAVI SHANKAR

    Written by the former Creative Director of OgilvyOne, Dave Birss, this book offers a brilliant new system for conceiving original and valuable ideas. It looks at how to frame the problem, how to push your thinking, how to sell the idea and build support for it, and how to inspire others to have great ideas. It proves that any organization - and any department within an organization - can become a fertile environment for ideas.Combining a practical research-based system with fascinating insights and inspiring and humorous writing,the book is also accompanied by the problem-solving system RIGHT THINKING. This is a tool that shows organizations a more effective way to generate more effective ideas and is based on the thinking in the book. This is available online and in person from the author.

    1 business writerChanakya was one of the best strategic thinkers of the world. In the fourth century BC, he wrote the Arthashastra, an unrivalled political treatise that has since been used by leaders across the globe. In Inside Chanakya’s Mind, for the first time, Radhakrishnan Pillai, the bestselling author of Corporate Chanakya, will distill Chanakya’s age-old wisdom on how to think to the masses through his practical and innovative approach.

    With over 40,000 copies sold and now in its 9th printing, Co-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the advantages of both. Co-opetition is a pioneering, high profit means of leveraging business relationships.Intel, Nintendo, American Express, NutraSweet, American Airlines, and dozens of other companies have been using the strategies of co-opetition to change the game of business to their benefit. Formulating strategies based on game theory, authors Brandenburger and Nalebuff created a book that's insightful and instructive for managers eager to move their companies into a new mind set.

    Collins' research project—more than four years in duration—uncovered five step-wise stages of decline:Stage 1: Hubris Born of SuccessStage 2: Undisciplined Pursuit of MoreStage 3: Denial of Risk and PerilStage 4: Grasping for SalvationStage 5: Capitulation to Irrelevance or DeathBy understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.Great companies can stumble, badly, and recover.Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

    When CEOs think about the supply chain, it's usually to cut costs. But the smartest leaders see supply chain and sourcing for what they can be: hidden tools for outperforming the competition. Steve Jobs, upon returning to Apple in 1997, focused on transforming the supply chain. He hired Tim Cook-and the company sped up the development of new products, getting them into consumers' hands faster. The rest is history. Across a range of industries, once-leading companies are in trouble: Walmart, IBM, Pfizer, HP, and The Gap to name a few. But others thrive. While competitors were shutting stores, Zara's highly responsive supply chain made it the most valued company in the retail space and its founder, the richest man in Europe. The success of TJX, Amazon, Starbucks, and Airbus, is fueled by supply chain and sourcing. Showcasing real solutions, The Supply Chain Revolution will: Improve customer satisfaction and increase revenue * Make alliances more successful * Simplify and debottleneck the supply chain * Boost retail success by managing store investment * Drive excellence Technology is disrupting business models. Strategies must change. The Supply Chain Revolution flips conventional thinking and offers a powerful way for companies to compete in challenging times.

    is one of the most successful—and influential—companies of our time, the transformational innovator that made computers not just personal but beautiful everyday objects. Technology met design, and our culture was altered forever.And yet very little is known about life inside Apple. The company is pathologically secretive—even with its own designers—about how it comes up with its groundbreaking products: iMac, iPod, iPhone, iPad, and the next “insanely great” thing on the horizon. Here, for the first time, the men and women who worked for and alongside Steve Jobs share their remarkable, nearly forty-year-old story. How Apple survived nearly catastrophic failure early on. How Jobs and his team came to understand and execute design like no one else. And how their philosophy ultimately changed the world.This Fast Company/Byliner Original is unlike any other book about Apple. Author Max Chafkin led a team of “Fast Company” reporters that spent months interviewing more than fifty former Apple execs and insiders, many of whom had never spoken publicly about their work. The result is a compelling and deeply revealing oral history of how design evolved at the most creative enterprise of our time, the company that one entrepreneur says “taught the world taste.”In these interviews, former colleagues describe Jobs at his most brilliant and bombastic—hurling unsatisfactory products across the lab and insulting employees, yet also singling out and celebrating craftsmanship and original work. Without a doubt, Jobs is the single most important figure in the company’s history. But overlooked in Apple’s carefully cultivated mythology are the other ingenious men and women who’ve left an indelible mark on Apple, some of whom think they deserve much more of the credit. At Apple, the stakes were big, and so were the egos.“Design Crazy” takes us behind the mystique and reveals Apple to be a deeply misunderstood company. And the greatest business story of the past two decades is far from over. Two years after the death of Steve Jobs, with many of his former colleagues now at startups like Tesla, Evernote, and Nest Labs, some think the end of Apple’s dominance is only a matter of time. The company has risen to the challenge before, but still the question lingers: Can Apple be Apple without Jobs?ABOUT THE AUTHORMax Chafkin is a contributing writer with “Fast Company.” His work has also been published in “Inc.”, “Vanity Fair,” “The New York Times Magazine,” and “The Best Business Writing 2012.” He lives in Brooklyn.