Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing. Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter's rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.

    But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.

    For more than twenty-five years, Malone has dominated the cable television industry, shaping the world of entertainment and communications, first with his cable company TCI and later with Liberty Media. Written with Malone's unprecedented cooperation, the engaging narrative brings this controversial capitalist and businessman to life. Cable Cowboy is at once a penetrating portrait of Malone's complex persona, and a captivating history of the cable TV industry. Told in a lively style with exclusive details, the book shows how an unassuming copper strand started as a backwoods antenna service and became the digital nervous system of the U.S., an evolution that gave U.S. consumers the fastest route to the Internet. Cable Cowboy reveals the forces that propelled this pioneer to such great heights, and captures the immovable conviction and quicksilver mind that have defined John Malone throughout his career.

    For months Kantor and Twohey had been having confidential discussions with top actresses, former Weinstein employees and other sources, learning of disturbing long-buried allegations, some of which had been covered up by onerous legal settlements. The journalists meticulously picked their way through a web of decades-old secret payouts and nondisclosure agreements, pressed some of the most famous women in the world--and some unknown ones--to risk going on the record, and faced down Weinstein, his team of high-priced defenders, and even his private investigators. But nothing could have prepared them for what followed the publication of their Weinstein story. Within days, a veritable Pandora's Box of sexual harassment and abuse was opened, and women who had suffered in silence for generations began coming forward, trusting that the world would understand their stories. Over the next twelve months, hundreds of men from every walk of life and industry would be outed for mistreating their colleagues. But did too much change--or not enough? Those questions plunged the two journalists into a new phase of reporting and some of their most startling findings yet. With superlative detail, insight, and journalistic expertise, Kantor and Twohey take us for the first time into the very heart of this social shift, reliving in real-time what it took to get the story and giving an up-close portrait of the forces that hindered and spurred change. They describe the surprising journeys of those who spoke up--for the sake of other women, for future generations, and for themselves--and so changed us all.

    And create Power it must, for without it your business is at risk. He explains why invention always comes first and then develops the Power Progression to enable you to target when your Power must be established: in the Origination, Take-Off or Stability phases of your business.Every business faces a do-or-die strategy moment: a crux directional choice made amidst swirling uncertainty. To get this right you need at your fingertips a real-time strategy compass to discern your true north. 7 Powers is that compass.

    But as Jane Mayer shows in this powerful, meticulously reported history, a network of exceedingly wealthy people with extreme libertarian views bankrolled a systematic, step-by-step plan to fundamentally alter the American political system.The network has brought together some of the richest people on the planet. Their core beliefs—that taxes are a form of tyranny; that government oversight of business is an assault on freedom—are sincerely held. But these beliefs also advance their personal and corporate interests: Many of their companies have run afoul of federal pollution, worker safety, securities, and tax laws.The chief figures in the network are Charles and David Koch, whose father made his fortune in part by building oil refineries in Stalin’s Russia and Hitler’s Germany. The patriarch later was a founding member of the John Birch Society, whose politics were so radical it believed Dwight Eisenhower was a communist. The brothers were schooled in a political philosophy that asserted the only role of government is to provide security and to enforce property rights.When libertarian ideas proved decidedly unpopular with voters, the Koch brothers and their allies chose another path. If they pooled their vast resources, they could fund an interlocking array of organizations that could work in tandem to influence and ultimately control academic institutions, think tanks, the courts, statehouses, Congress, and, they hoped, the presidency. Richard Mellon Scaife, the mercurial heir to banking and oil fortunes, had the brilliant insight that most of their political activities could be written off as tax-deductible “philanthropy.”These organizations were given innocuous names such as Americans for Prosperity. Funding sources were hidden whenever possible. This process reached its apotheosis with the allegedly populist Tea Party movement, abetted mightily by the Citizens United decision—a case conceived of by legal advocates funded by the network.The political operatives the network employs are disciplined, smart, and at times ruthless. Mayer documents instances in which people affiliated with these groups hired private detectives to impugn whistle-blowers, journalists, and even government investigators. And their efforts have been remarkably successful. Libertarian views on taxes and regulation, once far outside the mainstream and still rejected by most Americans, are ascendant in the majority of state governments, the Supreme Court, and Congress. Meaningful environmental, labor, finance, and tax reforms have been stymied.Jane Mayer spent five years conducting hundreds of interviews-including with several sources within the network-and scoured public records, private papers, and court proceedings in reporting this book. In a taut and utterly convincing narrative, she traces the byzantine trail of the billions of dollars spent by the network and provides vivid portraits of the colorful figures behind the new American oligarchy.Dark Money is a book that must be read by anyone who cares about the future of American democracy.

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well.But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn't challenged, the answer was "Because you told me to." Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. That's when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command.No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.

    Bannon had long sensed that deep within America's soul lurked an explosive tension. Cambridge Analytica had the data to prove it, and in 2016 Bannon had a presidential campaign to use as his proving ground.Christopher Wylie might have seemed an unlikely figure to be at the center of such an operation. Canadian and liberal in his politics, he was only twenty-four when he got a job with a London firm that worked with the U.K. Ministry of Defense and was charged putatively with helping to build a team of data scientists to create new tools to identify and combat radical extremism online. In short order, those same military tools were turned to political purposes, and Cambridge Analytica was born. Wylie's decision to become a whistleblower prompted the largest data crime investigation in history. His story is both exposé and dire warning about a sudden problem born of very new and powerful capabilities. It has not only exposed the profound vulnerabilities and profound carelessness in the enormous companies that drive the attention economy, it has also exposed the profound vulnerabilities of democracy itself. What happened in 2016 was just a trial run. Ruthless actors are coming for your data, and they want to control what you think.

    A lack of proper validation kills more businesses than anything else. As Joel Barker says, “Speed is only useful if you’re running in the right direction.” Will It Fly? will help you make sure you are clear for takeoff. It answers questions like: - Does your business idea have merit? - Will it succeed in the market you’re trying to serve, or will it just be a waste of time and resources? - Is it a good idea for you? In other words, will it fly?Chock-full of practical suggestions you can apply to your business idea today, Will It Fly? combines action-based exercises and real-world case studies with anecdotes from the author’s personal experience of making money online, hosting successful podcasts, testing niche sites, and launching several online businesses.Will It Fly? will challenge you to think critically, act deliberately, and dare greatly. You can think of the book as your business flight manual, something you can refer to for honest and straight-forward advice as you begin to test your idea and build a business that takes off and soars.In five parts, Will It Fly? will guide you through the validation of your next business idea:- Part one, Mission Design, helps you make sure your target idea aligns with and supports your goals. - Part two, Development Lab, walks you through uncovering important details about your idea that you haven't even thought about. - Part three, Flight Planning, is all about assessing current market conditions. - Part four, Flight Simulator, focuses on the actual validating and testing of an idea with a small segment of a target market. - Finally, Part five, All Systems Go, is for final analysis to help you make sure your idea is one you are ready to move forward with.

    An essential book that unlocks the secrets of highly successful groups and provides readers with a toolkit for building a cohesive, innovative culture, from the New York Times bestselling author of The Talent Code

    With boundless erudition and in delightfully clear prose, Surowiecki ranges across fields as diverse as popular culture, psychology, ant biology, behavioral economics, artificial intelligence, military history, and politics to show how this simple idea offers important lessons for how we live our lives, select our leaders, run our companies, and think about our world.

    We Are the Nerds is a riveting look deep inside this captivating, maddening enterprise–whose army of highly engaged (obsessed?) users have been credited with everything from solving cold case crimes to seeding alt-right fury and helping to land Donald Trump in the White House. We Are the Nerds is a gripping start-up business narrative: the story of how Reddit’s founders, Steve Huffman and Alexis Ohanian, rose up from their suburban childhoods to become millionaires and create an icon of the digital age–before seeing the site engulfed in controversies and nearly losing control of it for good. Based on Christine Lagorio’s exclusive access to founders Alexis Ohanian and Steve Huffman, We Are the Nerds is also a compelling exploration of the way we all communicate today–and how we got here. Reddit and its users have become a mirror of the Internet: it has dingy corners, shiny memes, malicious trolls, and a sometimes heart-melting ability to connect people across cultures, oceans, and ideological divides.

    Your online and in-store purchasing patterns are recorded, and reveal if you're unemployed, sick, or pregnant. Your e-mails and texts expose your intimate and casual friends. Google knows what you’re thinking because it saves your private searches. Facebook can determine your sexual orientation without you ever mentioning it.The powers that surveil us do more than simply store this information. Corporations use surveillance to manipulate not only the news articles and advertisements we each see, but also the prices we’re offered. Governments use surveillance to discriminate, censor, chill free speech, and put people in danger worldwide. And both sides share this information with each other or, even worse, lose it to cybercriminals in huge data breaches.Much of this is voluntary: we cooperate with corporate surveillance because it promises us convenience, and we submit to government surveillance because it promises us protection. The result is a mass surveillance society of our own making. But have we given up more than we’ve gained? In Data and Goliath, security expert Bruce Schneier offers another path, one that values both security and privacy. He brings his bestseller up-to-date with a new preface covering the latest developments, and then shows us exactly what we can do to reform government surveillance programs, shake up surveillance-based business models, and protect our individual privacy. You'll never look at your phone, your computer, your credit cards, or even your car in the same way again.

    There is no guarantee, no ultimate formula for success. It all comes down to intelligently and relentlessly seeking solutions that will increase your chance of prevailing. When you do that, the score will take care of itself." (Bill Walsh) Bill Walsh is a towering figure in the history of the NFL. His advanced leadership transformed the San Francisco 49ers from the worst franchise in sports to a legendary dynasty that won three Super Bowls. In the process, he changed the way football is played-pushing it into the twenty-first century. Walsh is famous for his strategic brilliance and innovations, such as the West Coast Offense, but his enlightened philosophy of leadership was just as crucial, if not more so, to the unprecedented success of his teams. And that philosophy of leadership is just as powerful and productive in business or any other endeavor as it was for him on the football field. Prior to his death, Walsh granted exclusive interviews to bestselling author Steve Jamison. They became his ultimate lecture on leadership-illustrated by dramatic and apt anecdotes from throughout Walsh's career. A small sample of what you'll learn from one of America's greatest coaches: * Believe in People: Push them hard to be their very best. No one will ever come back later and thank you for expecting too little of them. * Professionalism Matters: There was no showboating allowed after touchdowns, no taunting of opponents, no demonstration to attract attention to oneself: "Champions act like champions before they're champions." * Keep a Short Enemies List: One enemy can do more damage than the good done by a hundred friends. * Protect Your Blind Side: Prompt yourself to aggressively analyze not only your organization's strengths, but also its unseen vulnerabilities. * Sometimes You Can't Have he Last Word. A leader cannot escape harsh criticism. Ignore the undeserving; learn from the deserving. Lick your wounds and move on. Your bruised ego will get over it. Additional insights and perspective are provided by his son Craig Walsh, by legendary quarterback Joe Montana, and by other important figures who knew Bill well. Bill Walsh taught that the requirements of successful leadership are the same whether you run an NFL franchise, a Fortune 500 company, or a hardware store with twelve employees. His final words of wisdom will inspire and enlighten readers in all walks of life.