The Wright Brothers is an historical narrative that draws on extensive archival materials, personal journals, and public records to tell the story of the Wright brothers as men of incredible character and determination along the road towards their significant contributions to aviation history. The summary parallels the structure of the book which is divided into three parts. The first part explores the period of the boys’ childhood through their work on flight testing various models of gliders. The second part picks up with the addition of the engine to the Wright planes and traces the brother’s work through the early stages of powered flight, roughly 1903 to 1908. Part three follows the brothers, now globally famous, through the years when they captured the most attention for their accomplishments. A central aspect of this historical account is the development of Orville and Wilbur Wright as individuals who showed fierce determination in the face of relentless setbacks. It also sheds light on their private nature and their deep bond as brothers. McCullough is a two time winner of the Pulitzer Prize for other historical works, Truman and John Adams. He also won the National Book Award twice and is a recipient of the Presidential Medal of Freedom. His educational background includes a degree in English Literature from Yale University. He is also a well-known narrator, as well as previous host of American Experience. Read more....

    Born in 1908, in The Patch, Chicago, Giancana joined the Forty-Two gang of lawless juvenile punks in 1921 and quickly proved himself as a skilled 'wheel man' (or getaway driver), extortionist and vicious killer. Called up to the ranks of the Outfit, he reputedly held talks with the CIA about assassinating Fidel Castro, shared a girlfriend with John F. Kennedy and had friends in high places, including Sammy Davis Jr., Frank Sinatra, Shirley MacLaine, Marilyn Monroe and, some say, the Kennedys, although he fell out with them.The story of Sam Giancana will overturn many of your beliefs about America during the Kennedy era. If you want to know Giancana's role in the brother's deaths, and more of the intrigue surrounding that of Marilyn Monroe, this book will fill you in on the murky lives of many shady characters who really ruled the day, both in Chicago and elsewhere.

    Their devotion so intense they wed each other not once, but twice. In the first book to focus on both Natalie Wood and Robert Wagner, the author of the bestseller Gable & Lombard and the critically acclaimed book Cary Grant gives us a scintillating portrait of this glamorous and exciting couple from their early years working for the studio system to the final, shattering hours before Natalie Wood's life tragically ended. We follow them on their roller-coaster ride of the ups and downs and the magic and the madness of this couple who became Hollywood royalty.

    She documents her early days in the Democratic Party and the Democratic Alliance, at a time when the party was locked in a no-holds-barred factional conflict. And she chronicles the intense political battles to become mayor of Cape Town, leader of the DA and premier of the Western Cape, in the face of dirty tricks from the ANC and infighting within her own party.This is a story about political intrigue and treachery, floor-crossing and unlikely coalitions, phone tapping and intimidation, false criminal charges and judicial commissions. It documents Zille’s courageous fight against corruption and state capture and her efforts to realign politics and entrench accountability. And it describes a mother’s battle to raise children in the pressured world of South African politics.This book is as frank, honest and unflinching as Helen Zille herself, and will appeal to anyone interested in the story of South African politics over the past fifty years.

    . . . . . . . . . . . . 129 Close Customer Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Customer Requirements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Dependence on the Customer and Risk Aspects . . . . . . . . . . . . . . . . . 135 Achieving Closeness to Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Product and Service Spectrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 Chapter 6: Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 What Does Innovation Mean?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 High Level of Innovativeness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Driving Forces of Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172 The Origin of Innovations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 Leadership and Organizational Aspects of Innovation . . . . . . . . . . . . 179 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 Chapter 7: Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191 Competitive Structure and Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . 191 The Hidden Champions in the Light of Porter's "Five Forces" . . . . . 195 Competitive Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197 Sustainability of Competitive Advantages . . . . . . . . . . . . . . . . . . . . . . 203 Demonstration of Competitive Superiority . . . . . . . . . . . . . . . . . . . . 205 Competitive Edge and Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207 Sparring Partners for Competitive Fitness . . . . . . . . . . . . . . . . . . . . . . 214 Excessive Competitive Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . 217 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218 Chapter 8: Financing, Organization, and Business Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224 Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228 Contents ix Organization of the Value Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237 Business Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249 Entrepreneurial Clusters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253 Chapter 9: Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 Job Creation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 Corporate Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260 Quali?cations and Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274 Creativity of Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278 Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282 Chapter 10: The Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285 Structures of Ownership and Leadership . . . . . . . . . . . . . . . . . . . . . . 286 How Crucial Is Leadership? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 Leadership Continuity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 Young to the Top . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293 Powerful Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294 Internationalization of Management . . . . . . . . . . . . . . . . . . . . . . . . . . 298 Personalities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300 Leadership Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305 Management Succession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310 Chapter 11: Hidden Champions: Audit and Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315 What Is Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 316 Hidden Champion Strategy: For Whom? . . . . . . . . . . . . . . . . . . . . . . 316 Hidden Champions - Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317 Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325 Strategies for Value Propositions and Pricing . . . . . . . . . . . . . . . . . . . 335 Organization and Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . .

    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?

    The chafing restrictions of a typical upbringing in upper-class, small town Alabama simply did not apply to Zelda, who was described as an unusual child and permitted to roam the streets with little supervision. Zelda refused to blossom into a typical 'Southern belle' on anyone's terms but her own and while still in high school enjoyed the status of a local celebrity for her shocking behavior. Everybody in town knew the name Zelda Sayre. Queen of the Montgomery social scene, Zelda had a different beau ready and willing to show her a good time for every day of the week. Before meeting F. Scott Fitzgerald, Zelda's life was a constant pursuit of pleasure. With little thought for the future and no responsibilities to speak of, Zelda committed herself fully to the mantra that accompanied her photo in her high school graduation book: "Why should all life be work, when we all can borrow. Let's think only of today, and not worry about tomorrow." But for now Zelda was still in rehearsal for her real life to begin, a life she was sure would be absolutely extraordinary. Zelda Sayre married F. Scott Fitzgerald on the 3rd of April 1920 and left sleepy Montgomery behind in order to dive headfirst into the shimmering, glamourous life of a New York socialite. With the publication of Scott's first novel, This Side of Paradise, Zelda found herself thrust into the limelight as the very epitome of the Flapper lifestyle. Concerned chiefly with fashion, wild parties and flouting social expectations, Zelda and Scott became icons of the Jazz Age, the personification of beauty and success. What Zelda and Scott shared was a romantic sense of self-importance that assured them that their life of carefree leisure and excess was the only life really worth living. Deeply in love, the Fitzgeralds were like to sides of the same coin, each reflecting the very best and worst of each other. While the world fell in love with the image of the Fitzgeralds they saw on the cover of magazines, behind the scenes the Fitzgerald's marriage could not withstand the tension of their creative arrangement. Zelda was Scott's muse and he mercilessly mined the events of their life for material for his books. Scott claimed Zelda's memories, things she said, experiences she had and even passages from her diary as his possessions and used them to form the basis of his fictional works. Zelda had a child but the domestic sphere offered no comfort or purpose for her. The Flapper lifestyle was not simply a phase she lived through, it formed the very basis of her character and once the parties grew dull, the Fitzgeralds' drinking became destructive and Zelda's beauty began to fade, the world held little allure for her. Zelda sought reprieve in work and tried to build a career as a ballet dancer. When that didn't work out she turned to writing but was forbidden by Scott from using her own life as material. Convinced that she would never leave her mark on the world as deeply or expressively as Scott had, Zelda retreated into herself and withdrew from the people she knew in happier times. The later years of Zelda's life were marred by her detachment from reality as, diagnosed with schizophrenia, Zelda spent the last eighteen years of her life living in and out of psychiatric hospitals. As Scott's life unraveled due to alcohol abuse, Zelda looked back on the years they had spent together, young and wild and beautiful, as the best of her life. She may have been right but she was wrong about one thing, Zelda did leave her mark on the world and it was a deep and expressive mark that no one could have left but her. Zelda Fitzgerald: The Biography

    By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory. Brick by Brick reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy. It took a new LEGO management team – faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) – to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.  Along the way, Brick by Brick reveals how LEGO:- Became truly customer-driven by co-creating with kids as well as its passionate adult fans- Looked beyond products and learned to leverage a full-spectrum approach to innovation- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans- Gave its world-class design teams enough space to create and direction to deliver built a culture where profitable innovation flourishes Sometimes radical yet always applicable, Brick by Brick abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

     Funded by his considerable wealth, he formed the Hughes Aircraft Company in 1932 and spent the remainder of the decade setting multiple world air speed records. The enigma that was Howard Hughes and the saga of the mighty airline he ruled ruthlessly for two decades are combined in this unique corporate history that reads like a thrilling work of aviation fiction. Movie stars and moguls; airline chieftains and staff, from pilots to skycaps — these are the colourful characters that grace the pages of this anecdote-filled book that pulls no punches. In the course of researching the TWA story, author Robert J Serling interviewed more than one hundred individuals, many of whom knew Hughes personally. The result – a portrayal of the eccentric billionaire that has never been seen before. This is the first full account of the great air carrier that the moody, mysterious Hughes first saved from extinction and then nearly destroyed in the process… Praise for Robert J Serling ‘Aviation buffs will revel in this thoroughgoing chronicle’ – Kirkus Robert J Serling (1918-2010) wrote aviation fiction, as well as some non-fiction, his whole adult life and received the 1988 Lauren D. Lyman Award for distinguished achievement in the field of aviation and aerospace journalism. Formerly residents of Washington, D.C., he and his wife moved to Tucson, Arizona. He passed away in 2010 at the age of 92.

    The family patriarch, "the Commodore," built up a fortune that made him the world's richest man by 1877. Yet, less than fifty years after the Commodore's death, one of his direct descendants died penniless, and no Vanderbilt was counted among the world's richest people. "Fortune's Children" tells the dramatic story of all the amazingly colorful spenders who dissipated such a vast inheritance.

    Remarkably, he did it by spurning popular Wall Street trends, adhering instead to his own unique discipline, one the world has come to know as Buffettology. In The Buffettology Workbook, internationally acclaimed writer and lecturer Mary Buffett has again joined forces with David Clark, the world's leading authority on Warren Buffett's investment methods, to create an in-depth, step-by-step guide to the concepts and equations Warren Buffett uses to create fantastic wealth.Here you will learn: The difference between a great company and a great undervalued company How the short-sightedness of Wall Street pundits can work to your advantage Where to look for investments with long-term, consistent, and extraordinary growth potential To perform the same financial calculations Buffett uses, and apply them to stocks you'd like to buy

    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?

    May at 10 tells the compelling inside story of the most turbulent period in modern British politics for 100 years.Written by one of Britain’s leading political and social commentators, May at 10 describes how Theresa May arrived in 10 Downing Street in 2016 with the clearest, yet toughest, agenda of any Prime Minister since the Second World War: delivering Brexit. What follows defies belief or historical precedent. This story has never been told.Including a comprehensive series of interviews with May’s closest aides and allies, and with unparalleled access to the advisers who shaped her premiership, Downing Street’s official historian Anthony Seldon decodes the enigma of the Prime Minister’s tenure. Drawing on all his authorial experience, he unpacks what is the most intriguing government and Prime Minister of the modern era.

    Hewitt has even been the inspiration for some of Weller's songs - and he has extraordinary in-depth knowledge of the inspiration behind the rest.Once, when Hewitt interviewed Weller for a music magazine, he complained - 'I don't know why people ask me all these questions. All the answers are in my songs.' Largely unnoticed, Weller has used thirty-years of lyrics to explore his personal history and beliefs. Taking as his starting point these lyrics, alongside a lifetime's friendship, Paolo Hewitt shows us the real Paul Weller, the man inside the music.

    Not a product of the formal education system, Dhirubhai was known for his astute business acumen and entrepreneurial prowess. No wonder Dhirubhai's business philosophy was quite different from his contemporaries. This book is not about Dhirubhai's life, or how Dhirubhai went about building his business empire. Dhirubhaism is an attempt to capture those unique insights that Dhirubhai shared with the author in several interations during their long association. The 15 Dhirubhaisms put together bring out the work philosophy of Dhirubhai and give us a glimpse into the remarkable thinking process and practices of one of India's most successful entrepreneurs.