--Julie Bick, best-selling author of ALL I REALLY NEED TO KNOW IN BUSINESS I LEARNED AT MICROSOFT. Enlivened by witty anecdotes, THE MCKINSEY WAY contains valuable lessons on widely diverse topics such as marketing, interviewing, team-building, and brainstorming. --Paul H. Zipkin, Vice-Dean, The Fuqua School of BusinessIt's been called a breeding ground for gurus. McKinsey & Company is the gold-standard consulting firm whose alumni include titans such as In Search of Excellence author Tom Peters, Harvey Golub of American Express, and Japan's Kenichi Ohmae.When Fortune 100 corporations are stymied, it's the McKinsey-ites whom they call for help. In THE MCKINSEY WAY, former McKinsey associate Ethan Rasiel lifts the veil to show you how the secretive McKinsey works its magic, and helps you emulate the firm's well-honed practices in problem solving, communication, and management.He shows you how McKinsey-ites think about business problems and how they work at solving them, explaining the way McKinsey approaches every aspect of a task: How McKinsey recruits and molds its elite consultants; How to sell without selling; How to use facts, not fear them; Techniques to jump-start research and make brainstorming more productive; How to build and keep a team at the top its game; Powerful presentation methods, including the famous waterfall chart, rarely seen outside McKinsey; How to get ultimate buy-in to your findings; Survival tips for working in high-pressure organizations.Both a behind-the-scenes look at one of the most admired and secretive companies in the business world and a toolkit of problem-solving techniques without peer, THE MCKINSEY WAY is fascinating reading that empowers every business decision maker to become a better strategic player in any organization.

    Albert O. Hirschman makes a basic distinction between alternative ways of reacting to deterioration in business firms and, in general, to dissatisfaction with organizations: one, "exit," is for the member to quit the organization or for the customer to switch to the competing product, and the other, "voice," is for members or customers to agitate and exert influence for change "from within." The efficiency of the competitive mechanism, with its total reliance on exit, is questioned for certain important situations. As exit often undercuts voice while being unable to counteract decline, loyalty is seen in the function of retarding exit and of permitting voice to play its proper role. The interplay of the three concepts turns out to illuminate a wide range of economic, social, and political phenomena. As the author states in the preface, "having found my own unifying way of looking at issues as diverse as competition and the two-party system, divorce and the American character, black power and the failure of 'unhappy' top officials to resign over Vietnam, I decided to let myself go a little."

    Wonderfully applicable to everything in life, and funny as hell.’ Nassim Nicholas TalebTo be brilliant, you have to be irrationalWhy is Red Bull so popular – even though everyone hates the taste? Why do countdown boards on platforms take away the pain of train delays? And why do we prefer stripy toothpaste?We think we are rational creatures. Economics and business rely on the assumption that we make logical decisions based on evidence.But we aren’t, and we don’t.In many crucial areas of our lives, reason plays a vanishingly small part. Instead we are driven by unconscious desires, which is why placebos are so powerful. We are drawn to the beautiful, the extravagant and the absurd – from lavish wedding invitations to tiny bottles of the latest fragrance. So if you want to influence people’s choices you have to bypass reason. The best ideas don’t make rational sense: they make you feel more than they make you think.Rory Sutherland is the Ogilvy advertising legend whose TED Talks have been viewed nearly 7 million times. In his first book he blends cutting-edge behavioural science, jaw-dropping stories and a touch of branding magic, on his mission to turn us all into idea alchemists. The big problems we face every day, whether as an individual or in society, could very well be solved by letting go of logic and embracing the irrational.

    Spurred by her personal experience and extensive exploration of brain-based learning, author Marilee Sprenger explains how brain science--what we know about how the brain works--can be applied to social-emotional learning. Specifically, she addresses how to- Build strong, caring relationships with students to give them a sense of belonging. - Teach and model empathy, so students feel understood and can better understand others. - Awaken students' self-awareness, including the ability to name their own emotions, have accurate self-perceptions, and display self-confidence and self-efficacy. - Help students manage their behavior through impulse control, stress management, and other positive skills. - Improve students' social awareness and interaction with others. - Teach students how to handle relationships, including with people whose backgrounds differ from their own. - Guide students in making responsible decisions.Offering clear, easy-to-understand explanations of brain activity and dozens of specific strategies for all grade levels, Social-Emotional Learning and the Brain is an essential guide to creating supportive classroom environments and improving outcomes for all our students.

    In this compact guide, Rick Steves covers the best of Madrid and Toledo, including tips on arrival, orientation, and transportation. In Madrid, visit the masterpieces of the Prado Museum, and explore the Royal Palace. Or visit Toledo's vast Cathedral or Alcázar. You'll get Rick's firsthand advice on the best sights, eating, sleeping, and nightlife, and the maps and self-guided tours will ensure you make the most of your experience. More than just reviews and directions, a Rick Steves Snapshot guide is a tour guide in your pocket.Rick Steves Snapshot guides consist of excerpted chapters from Rick Steves European country guidebooks. Snapshot guides are a great choice for travelers visiting a specific city or region, rather than multiple European destinations. These slim guides offer all of Rick's up-to-date advice on what sights are worth your time and money. They include good-value hotel and restaurant recommendations, with no introductory information (such as overall trip planning, when to go, and travel practicalities).

    In Maonomics: Why Chinese Communists Make Better Capitalists than We Do, Napoleoni argues just the opposite: what we are witnessing instead is the beginning of the collapse of capitalism and the victory of "communism with a profit motive." Maonomics charts the prodigious ascent of the Chinese economic miracle and the parallel course of the West’s ongoing insistence on misconstruing China and its economy even as we acknowledge its growing influence and importance. Maonomics is a warning call whereby Western governments can avoid economic collapse by learning how to understand more clearly what the lessons of the Chinese economy really are. Based on first-hand reporting from China during frequent visits in the last several years, Maonomics lends credence to the Chinese view and translates it for Western readers. For example, the Chinese too are attached to their vision of democracy, but it is different from ours. It isn’t focused as much on voting as it is economic opportunity and the fair distribution of wealth and prosperity. Napoleoni also separates failed Leninist political ideology from true Marxist theory, showing that Marx’s writings do not reject profit so long as it is used to benefit the people. Marx’s dictatorship of the proletariat is being realized in China, she argues, where giant steps forward are being made in the name of progress and the wellbeing and prosperity of the Chinese people. Looking at the Chinese economy up close, any economist would be hard pressed to say that they are not on the right track. Here Loretta Napoleoni offers a front row seat on the greatest show on earth: the peaceful economic revolution that is shifting the balance of power in the world from West to East.

    The American economy glitters on the outside, but the reality is quite different. Job opportunities and economic growth are increasingly concentrated in a few crowded coastal enclaves. Corporations and investors are disproportionately developing technologies that benefit the wealthiest Americans in the most prosperous areas -- and destroying middle class jobs elsewhere. To turn this tide, we must look to a brilliant and all-but-forgotten American success story and embark on a plan that will create the industries of the future -- and the jobs that go with them. Beginning in 1940, massive public investment generated breakthroughs in science and technology that first helped win WWII and then created the most successful economy the world has ever seen. Private enterprise then built on these breakthroughs to create new industries -- such as radar, jet engines, digital computers, mobile telecommunications, life-saving medicines, and the internet-- that became the catalyst for broader economic growth that generated millions of good jobs. We lifted almost all boats, not just the yachts. Jonathan Gruber and Simon Johnson tell the story of this first American growth engine and provide the blueprint for a second. It's a visionary, pragmatic, sure-to-be controversial plan that will lead to job growth and a new American economy in places now left behind.

    Jeffrey Sachs—celebrated economist, special advisor to the Secretary General of the United Nations, and author of the influential bestseller The End of Poverty—disagrees.  In his view, poverty is a problem that can be solved. With single-minded determination he has attempted to put into practice his theories about ending extreme poverty, to prove that the world's most destitute people can be lifted onto "the ladder of development." In 2006, Sachs launched the Millennium Villages Project, a daring five-year experiment designed to test his theories in Africa. The first Millennium village was in Sauri, a remote cluster of farming communities in western Kenya. The initial results were encouraging. With his first taste of success, and backed by one hundred twenty million dollars from George Soros and other likeminded donors, Sachs rolled out a dozen model villages in ten sub-Saharan countries. Once his approach was validated it would be scaled up across the entire continent. At least that was the idea. For the past six years, Nina Munk has reported deeply on the Millennium Villages Project, accompanying Sachs on his official trips to Africa and listening in on conversations with heads-of-state, humanitarian organizations, rival economists, and development experts. She has immersed herself in the lives of people in two Millennium villages: Ruhiira, in southwest Uganda, and Dertu, in the arid borderland between Kenya and Somalia. Accepting the hospitality of camel herders and small-hold farmers, and witnessing their struggle to survive, Munk came to understand the real-life issues that challenge Sachs's formula for ending global poverty.  The Idealist is the profound and moving story of what happens when the abstract theories of a brilliant, driven man meet the reality of human life.

    Companies that live and die by outputs often fall into the "build trap," cranking out features to meet their schedule rather than the customer’s needs. In this book, Melissa Perri explains how laying the foundation for great product management can help companies solve real customer problems while achieving business goals. By understanding how to communicate and collaborate within a company structure, you can create a product culture that benefits both the business and the customer. You’ll learn product management principles that can be applied to any organization, big or small. In five parts, this book explores: Why organizations ship features rather than cultivate the value those features represent How to set up a product organization that scales How product strategy connects a company’s vision and economic outcomes back to the product activities How to identify and pursue the right opportunities for producing value through an iterative product framework How to build a culture focused on successful outcomes over outputs

    On that dark day in October 1929, fortunes were lost and fear of financial insecurity rose throughout the United States and the world. In 1932, the low point of the Depression, as much as a third of Americans were out of work and even more people were unemployed in other countries. The stock market reached its lowest point ever and wouldn’t rise to its pre-Depression levels for almost twenty years. The scale of the crisis demanded new ways of coping and new ideas about the role of government. The ideas that had dominated American thought about the relationship between the economy and government were now viewed to be outdated at best, dangerous at worst. This captivating history book aims to give you a better understanding of a period that contains many tragic stories yet powerful lessons. In The Great Depression: A Captivating Guide to the Worldwide Economic Depression that Began in the United States, Including the Wall Street Crash, FDR's New deal, Hitler’s Rise and More, you will discover topics such as Causes of the Great Depression 1918-1929 Herbert Hoover and the Early Years of the Depression The Election of 1932 The 100 Days and FDR’s First Term, 1933-1937 FDR’s Second Term—Challenges and Critics The Culture of the Depression Sports and the Great Depression The Outlaw Celebrity in the Great Depression Population Shifts and the Culture of the Great Depression International Issues and Concerns During the Depression The Coming Storm and the End of the Depression And much, much more! So if you want to learn more about the Great Depression, click "buy now"!

    This innovation advantage will translate into a premium in your company’s stock price—an innovation premium—which is possible only by building the code for innovation right into your organization’s people, processes, and guiding philosophies.Practical and provocative, The Innovator’s DNA is an essential resource for individuals and teams who want to strengthen their innovative prowess.

    But many managers can't read a balance sheet, wouldn't recognize a liquidity ratio, and don't know how to calculate return on investment. Worse, they don't have any idea where the numbers come from or how reliable they really are. In Financial Intelligence, Karen Berman and Joe Knight teach the basics of finance--but with a twist. Financial reporting, they argue, is as much art as science. Because nobody can quantify everything, accountants always rely on estimates, assumptions, and judgment calls. Savvy managers need to know how those sources of possible bias can affect the financials and that sometimes the numbers can be challenged. While providing the foundation for a deep understanding of the financial side of business, the book also arms managers with practical strategies for improving their companies' performance--strategies, such as "managing the balance sheet," that are well understood by financial professionals but rarely shared with their nonfinancial colleagues. Accessible, jargon-free, and filled with entertaining stories of real companies, Financial Intelligence gives nonfinancial managers the financial knowledge and confidence for their everyday work. Karen Berman and Joe Knight are the owners of the Los Angeles-based Business Literacy Institute and have trained tens of thousands of managers at many leading organizations. Co-author John Case has written several popular books on management.

    Brilliant at diagnosing the failings of Western intervention in the Third World. --BusinessWeek In his previous book, The Elusive Quest for Growth, William Easterly criticized the utter ineffectiveness of Western organizations to mitigate global poverty, and he was promptly fired by his then-employer, the World Bank. The White Man's Burden is his widely anticipated counterpunch--a brilliant and blistering indictment of the West's economic policies for the world's poor. Sometimes angry, sometimes irreverent, but always clear-eyed and rigorous, Easterly argues that we in the West need to face our own history of ineptitude and draw the proper conclusions, especially at a time when the question of our ability to transplant Western institutions has become one of the most pressing issues we face.

    (Put another way, teaming is to innovation what assembly lines are to car production.) This book brings together key insights on teaming, as they pertain to innovation. How do you build a culture of innovation? What does that culture look like? How does it evolve and grow? How are teams most effectively created and then nurtured in this context? What is a leader's role in this culture? This little book is a roadmap for teaming to innovate. We describe five necessary steps along that road: Aim High, Team Up, Fail Well, Learn Fast, and Repeat. This path is not smooth. To illustrate each critical step, we look at real-life scenarios that show how teaming to innovate provides the spark that can fertilize creativity, clarify goals, and redefine the meaning of leadership.

    He has also been friends with some of the most successful people in business history, including Warren Buffett, Bill Gates, Jack Welch, Rupert Murdoch, and Peter Drucker. Now this elder statesman reveals how great enterprises get into trouble. Even the smartest executives can fall into the trap of believing in their own infallibility. When that happens, more bad decisions are sure to follow. This light-hearted “how-not-to” book includes anecdotes from Keough’s long career as well as other infamous failures. His commandments for failure include: Quit Taking Risks; Be Inflexible; Assume Infallibility; Put All Your Faith in Experts; Send Mixed Messages; and Be Afraid of the Future. As he writes, “After a lifetime in business I’ve never been able to develop a step-by-step formula that will guarantee success. What I could do, however, was talk about how to lose. I guarantee that anyone who follows my formula will be a highly successful loser.”