After graduation, Hewlett and Packard decided to throw their lots in together. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Today, the one-car garage in Palo Alto that housed their first workshop is a California historic landmark: the birthplace of Silicon Valley. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. Their little company employs 98,400 people and boasts constantly increasing sales that reached $25 billion in 1994.While there are many successful companies, there is only one Hewlett-Packard, because from the very beginning, Hewlett and Packard had a way of doing things that was contrary to the prevailing management strategies. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers.Hewlett-Packard' s success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. As a result, HP now is universally acclaimed as the world' s most admired technology company; its wildly successful approach to business has been immortalized as "The HP Way."In this book, David Packard tells the simple yet extraordinary story of his life' s work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago.

    When a "confidential informant" made contact with his boss at the Bureau of Alcohol, Tobacco and Firearms, offering to take an agent inside the San Fernando chapter of the Mongols (the scourge of Southern California, and one of the most dangerous gangs in America), Queen jumped at the chance, not realizing that he was kicking-starting the most extensive undercover operation inside an outlaw motorcycle gang in the history of American law enforcement.Nor did Queen suspect that he would penetrate the gang so successfully that he would become a fully "patched-in" member, eventually rising through their ranks to the office of treasurer, where he had unprecedented access to evidence of their criminal activity. After Queen spent twenty-eight months as "Billy St. John," the bearded, beer-swilling, Harley-riding gang-banger, the truth of his identity became blurry, even to himself.During his initial "prospecting" phase, Queen was at the mercy of crank-fueled criminal psychopaths who sought to have him test his mettle and prove his fealty by any means necessary, from selling (and doing) drugs, to arms trafficking, stealing motorcycles, driving getaway cars, and, in one shocking instance, stitching up the face of a Mongol "ol' lady" after a particularly brutal beating at the hands of her boyfriend.Yet despite the constant criminality of the gang, for whom planning cop killings and gang rapes were business as usual, Queen also came to see the genuine camaraderie they shared. When his lengthy undercover work totally isolated Queen from family, his friends, and ATF colleagues, the Mongols felt like the only family he had left. "I had no doubt these guys genuinely loved Billy St. John and would have laid down their lives for him. But they wouldn't hesitate to murder Billy Queen."From Queen's first sleight of hand with a line of methamphetamine in front of him and a knife at his throat, to the fearsome face-off with their decades-old enemy, the Hell's Angels (a brawl that left three bikers dead), to the heartbreaking scene of a father ostracized at Parents' Night because his deranged-outlaw appearance precluded any interaction with regular citizens, Under and Alone is a breathless, adrenaline-charged read that puts you on the street with some of the most dangerous men in America and with the law enforcement agents who risk everything to bring them in.

    With his trademark wit and heart, he outlines the absurdities and challenges that come with growing old, from insomnia to memory loss to leaving dinners with half your meal on your shirt. In humorous chapters like “Buying the Plot” and “Nodding Off,” Crystal not only catalogues his physical gripes, but offers a road map to his 77 million fellow baby boomers who are arriving at this milestone age with him. He also looks back at the most powerful and memorable moments of his long and storied life, from entertaining his relatives as a kid in Long Beach, Long Island, his years doing stand-up in the Village, up through his legendary stint at Saturday Night Live, When Harry Met Sally, and his long run as host of the Academy Awards. Readers get a front-row seat to his one-day career with the New York Yankees (he was the first player to ever “test positive for Maalox”), his love affair with Sophia Loren, and his enduring friendships with several of his idols, including Mickey Mantle and Muhammad Ali. He lends a light touch to more serious topics like religion (“the aging friends I know have turned to the Holy Trinity: Advil, bourbon, and Prozac”), grandparenting, and, of course, dentistry. As wise and poignant as they are funny, Crystal’s reflections are an unforgettable look at an extraordinary life well lived.

    This is what Thomas McNamee does most handily in his Alice Waters and Chez Panisse, a chronicle that begins with the seat-of-the-pants opening night of the "counterculture" venture in 1971, and ends 35 years later with Waters's restaurant an American institution--one credited with birthing California Cuisine, a style devoted to simplicity, freshness and seasonality. The book also limns, with tasty gossip, the ever-evolving Chez Panisse family, including the cook-artisans uniquely responsible for dish creation; follows the attempts, mostly failed, to put the restaurant on sound financial footing; shows how dishes and menus get made; and of course pursues Waters as she broadens her commitment to "virtuous agriculture" by establishing ventures like The Edible Schoolyard and The Yale Sustainable Food Project. The success of Chez Panisse--Gourmet magazine named it the best American restaurant in 2002--has everything to do with Waters, yet she remains an elusive protagonist. Sophisticated yet naive, professional and amateur, hard-driving but emotionally blurry, she invites reader interest but doesn't always satisfy it, as least as presented here. If McNamee cannot quite bring her to life, and if his tale lacks an insider's full conversance with his subject, he still engages readers in the considerable drama of people finding their way--blunderingly, with talented intent--to something new. With menus, narrated recipes, and photographs throughout, the book is vital reading for anyone interested in food, period. --Arthur Boehm

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Rockefeller, Jay Gould, and J. P. Morgan. They were the giants of the Gilded Age, a moment of riotous growth that established America as the richest, most inventive, and most productive country on the planet.Acclaimed author Charles R. Morris vividly brings the men and their times to life. The ruthlessly competitive Carnegie, the imperial Rockefeller, and the provocateur Gould were obsessed with progress, experiment, and speed. They were balanced by Morgan, the gentleman businessman, who fought, instead, for a global trust in American business. Through their antagonism and their verve, they built an industrial behemoth—and a country of middle-class consumers. The Tycoons tells the incredible story of how these four determined men wrenched the economy into the modern age, inventing a nation of full economic participation that could not have been imagined only a few decades earlier.

    These innovators across a variety of fields – from the arts to finance to tech – reveal that they’re more thoughtful, purposeful and assertive as leaders because they learned from their mistakes, not because they never made any. Interviewees include:* Cheryl Strayed, bestselling author of Wild* Anna Holmes, founding editor of Jezebel.com * Kim Gordon, founding member of the band Sonic Youth* Joanna Barsch, Director Emeritus of McKinsey & Company* Carol Dweck, Stanford psychology professor* Ruth Ozeki, New York Times bestselling author of Tale for the Time BeingAnd many more Ideal for millenials just starting their careers, for women seeking to advance at work, or for anyone grappling with issues of perfectionism, Mistakes I Made at Work features fascinating and surprising anecdotes, as well as tips for readers.