Volume 1 (this book) is a reprint of the original 1910 edition (published by Luzac & Co., London) of Sun Tzu on the Art of War: The Oldest Military Treatise in the World by Lionel Giles. The Chinese text, Giles' English translation, as well as his extensive notes are all faithfully reproduced. A Wade-Giles to Pinyin conversion table has been added to make the original classic more useful for the modern student. Volume 2, available separately, includes each chapter in Chinese traditional characters, the pinyin transcription, as well as the English translation.

    The massive amounts of data we’ll be able to stream through fiber-optic connections will enable a degree of virtual presence that will radically transform health care, education, urban administration and services, agriculture, retail sales, and offices. Yet all of those transformations will pale in comparison to the innovations that we can’t even imagine today.   In a fascinating account combining legal expertise with compelling on-the-ground reporting, Susan Crawford reveals how the giant corporations that control cable and internet access in the United States use their tremendous lobbying power to tilt the playing field against competition, holding back the infrastructure improvements necessary for the country to move forward. And she shows how a few cities and towns are fighting monopoly power to bring the next technological revolution to their communities.

    His profound management sutras are derived from his bestselling books on business and management. They show how individuals can realize their potential, create wealth and achieve lasting success by following uniquely Indian principles (based on Hindu, Jain and Buddhist mythology) of goal setting, strategic thinking and decision-making.

    Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Each volume contains a specially selected set of articles from Harvard Business Review and is designed to help you master an important management topic. Articles include: Strategy and the Internet by Michael Porter; Strategic Stories: How 3M is Rewriting Business Planning by Gordon Shaw, Robert Brown, and Philip Bromiley; Having Trouble with Your Strategy? Then Map It by Robert Kaplan and David Norton; Strategy as Simple Rules by Kathy Eisenhardt and Donald Sull; How Financial Engineering Can Advance Corporate Strategy by Peter Tufano; Transforming Corner Office Strategy in Frontline Action by Orit Gadiesh and James Gilbert; Where Value Lives in a Networked World by Mohanbir Sawhney and Deval Parikh; and The Super Efficient Company by Michael Hammer.

    Applying the logic of strategy for which he is well known, Luttwak argues that the most populous nation on Earth and its second largest economy may be headed for a fall.For any country whose rising strength cannot go unnoticed, the universal logic of strategy allows only military or economic growth. But China is pursuing both goals simultaneously. Its military buildup and assertive foreign policy have already stirred up resistance among its neighbors, just three of whom India, Japan, and Vietnam together exceed China in population and wealth. Unless China's leaders check their own ambitions, a host of countries, which are already forming tacit military coalitions, will start to impose economic restrictions as well.Chinese leaders will find it difficult to choose between pursuing economic prosperity and increasing China's military strength. Such a change would be hard to explain to public opinion. Moreover, Chinese leaders would have to end their reliance on ancient strategic texts such as Sun Tzu's "Art of War". While these guides might have helped in diplomatic and military conflicts within China itself, their tactics such as deliberately provoking crises to force negotiations turned China s neighbors into foes. To avoid arousing the world's enmity further, Luttwak advises, Chinese leaders would be wise to pursue a more sustainable course of economic growth combined with increasing military and diplomatic restraint.

    Every officer should read and reread this text, to understand it, and to take its message to heart. Warfighting has stimulated discussion and debate from classrooms to wardooms, training areas to combat zones. The philosophy contained in this publication has influenced our approach to every task we have undertaken.

    Exploring globalization’s role in the evolution of inequality, Bourguignon takes an original and truly international approach to the decrease in inequality between nations, the increase in inequality within nations, and the policies that might moderate inequality’s negative effects.Demonstrating that in a globalized world it becomes harder to separate out the factors leading to domestic or international inequality, Bourguignon examines each trend through a variety of sources, and looks at how these inequalities sometimes balance each other out or reinforce one another. Factoring in the most recent economic crisis, Bourguignon investigates why inequality in some countries has dropped back to levels that have not existed for several decades, and he asks if these should be considered in the context of globalization or if they are in fact specific to individual nations. Ultimately, Bourguignon argues that it will be up to countries in the developed and developing world to implement better policies, even though globalization limits the scope for some potential redistributive instruments.An informed and original contribution to the current debates about inequality, this book will be essential reading for anyone who is interested in the future of the world economy.

    In this important book, Hal Brands explains why grand strategy is a concept that is so alluring--and so elusive--to those who make American statecraft. He explores what grand strategy is, why it is so essential, and why it is so hard to get right amid the turbulence of global affairs and the chaos of domestic politics. At a time when grand strategy is very much in vogue, Brands critically appraises just how feasible that endeavor really is.Brands takes a historical approach to this subject, examining how four presidential administrations, from that of Harry S. Truman to that of George W. Bush, sought to do grand strategy at key inflection points in the history of modern U.S. foreign policy. As examples ranging from the early Cold War to the Reagan years to the War on Terror demonstrate, grand strategy can be an immensely rewarding undertaking--but also one that is full of potential pitfalls on the long road between conception and implementation. Brands concludes by offering valuable suggestions for how American leaders might approach the challenges of grand strategy in the years to come.

    It seems so basic. Why is it so hard to actually get right? According to innovation expert Phil McKinney, the real problem is that we're teaching people to ask the wrong questions about their businesses--or none at all. There has to be a better way. In Beyond the Obvious, McKinney will help you use his proven FIRE (Focus, Ideation, Rank, Execution) Method to dig deeper and get back to asking the right questions--the ones all companies must ask to survive. Full of real-world examples, this book will change the way you operate, innovate, and create, and it all begins with battle-tested questions Phil has gathered on note cards throughout his career. Shared for the first time here, these "Killer Questions" include:What are the rules and assumptions my industry operates under? What if the opposite were true?What will be the buying criteria used by my customer in 5 years?What are my unshakable beliefs about what my customers want?Who uses my product in ways I never anticipated? These questions will reframe the way you see your products, your customers, and the way the two interact. Whether you're a company of thousands or a lean startup, Beyond the Obvious will give you the skills and easy-to-follow plan you need to make both the revolutionary changes and nuanced tweaks required for success. Praise for Beyond the Obvious "Human beings are creatures of habit, so getting ourselves and our teams to think beyond the obvious is a challenge we face all the time. Phil McKinney is an innovation expert, and his killer questions and hit-the-spot anecdotes provide a great way to get out in front of opportunities we otherwise won't see." -- Geoffrey Moore, author of Crossing the Chasm and Escape Velocity "I've always believed that asking the right questions is the essence of design. Phil McKinney proves that point with this wonderful set of killer questions that will jumpstart-or greatly enhance- your innovation efforts." -- B. Joseph Pine II, co-author, The Experience Economy & Infinite Possibility. "Product Innovation is a prerequisite to building great brands. Phil's questions are a prerequisite to building innovative products." -- Satjiv S. Chahil, former global marketing chief, Apple"

    While most B2B startups obsess over scalability and tracking, Drift takes a different approach. In This Won't Scale, you'll find insider lessons and plays from the Drift Marketing team that have helped the business grow at a hypergrowth rate. It contains 41 plays organized into easy-to-read and reference chapters. Keep it on your desk, thumb through it when you're looking for inspiration and come back to it over time. You’ll discover not only Drift's abnormal approach, but also hear never-before-told stories and learn how to implement Drift's marketing plays into your own marketing strategy.

    With controversial ideas and funny stories, it covers topics that readers will recognize from their course and some new but equally important areas to challenge their thinking. Part of a highly popular new series this book will make you better able to question and understand this burgeoning field.

    

    Juan Enriquez puts you face to face with unprecedented political, ethical, economic, and financial issues, dramatically demonstrating the cascading impact of the genetic, digital, and knowledge revolutions on all our lives. Genetics will be the dominant language of this century. Those who can “speak it” will acquire direct and deliberate control over all forms of life. But most countries and individuals remain illiterate in what is rapidly becoming the greatest single driver of the global economy. The choice is simple: Either learn to surf new and powerful waves of change—or get crushed trying to stop them. The future is catching us all. Let it catch you with your eyes wide open.

    Policies governing everything from trade and investment to energy and exchange rates are wielded as tools to win diplomatic allies, punish adversaries, and coerce those in between. Not so in the United States, however. America still too often reaches for the gun over the purse to advance its interests abroad. The result is a playing field sharply tilting against the United States.In a cogent analysis of why the United States is losing ground as a world power and what it can do to reverse the trend, War by Other Means describes the statecraft of geoeconomics: the use of economic instruments to achieve geopolitical goals. Geoeconomics has long been a lever of America’s foreign policy. But factors ranging from U.S. bureaucratic politics to theories separating economics from foreign policy leave America ill prepared for this new era of geoeconomic contest, while rising powers, especially China, are adapting rapidly. The rules-based system Americans set in place after World War II benefited the United States for decades, but now, as the system frays and global competitors take advantage, America is uniquely self-constrained. Its geoeconomic policies are hampered by neglect and resistance, leaving the United States overly reliant on traditional military force.Drawing on immense scholarship and government experience, Robert Blackwill and Jennifer Harris show that if America’s policies are left uncorrected, the price in American blood and treasure will only grow. What geoeconomic warfare requires is a new vision of U.S. statecraft.

    In order to survive-let alone thrive-companies must be able to anticipate and adapt to change, or face rapid, brutal extinction. In Clockspeed, Charles Fine draws on a decade’s worth of research at M.I.T.’s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of your company, as well as your industry.Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or “clockspeed”), measured by the rate at which it introduces new products, processes, and organizational structures. Just as geneticists study the fruit fly to gain insight into the evolutionary paths of all animals, managers in any industry can learn from the industrial fruit flies-such as Internet services, personal computers, and multimedia entertainment-which evolve through new generations at breakneck speed. Applying the lessons of the fruit flies to industries as diverse as bicycles, pharmaceuticals, and semiconductors, Fine illustrates how competitive advantage is lost or gained by how well a company manages dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners.Packed with revolutionary concepts and tools to help managers make key strategic decisions that affect current and future performance, Clockspeed shows, as no other book before it, how the ultimate core competency is mastering the art of supply chain design, carefully choosing which components and capabilities to keep in-house and which to purchase from outside.The consequences of faulty of visionary decisions can be enormous and dramatic. Witness the case of IBM in the early 1980s, when it outsourced key PC components to Microsoft and Intel, unleashing the “Intel Inside” phenomenon and a complete restructuring of the computer industry. Going further, Fine sees the personal computer as merely a component in the vast information-entertainment industry, which evolves at speeds unimagined a few years ago. He uses this “fruit fly” as well to peer into the future of industrial evolution and find practical advice for players in all industries, from automobiles to health care information systems.Clockspeed not only serves up some new “laws” of value chain dynamics, but it also offers recommendations for achieving industry leadership through simultaneous product, process, and supply chain design. In challenging managers to think like corporate geneticists Clockspeed contributes the next creative leap in business strategy.