It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    A malicious online rumor costs a company millions. A political sideshow derails the national news cycle and destroys a candidate. Some product or celebrity zooms from total obscurity to viral sensation. What you don't know is that someone is responsible for all this. Usually, someone like me.I'm a media manipulator. In a world where blogs control and distort the news, my job is to control blogs--as much as any one person can. In today's culture... 1) Blogs like "Gawker," "Buzzfeed" and the "Huffington Post" drive the media agenda. 2) Bloggers are slaves to money, technology, and deadlines. 3) Manipulators wield these levers to shape everything you read, see and watch--online and off.Why am I giving away these secrets? Because I'm tired of a world where blogs take indirect bribes, marketers help write the news, reckless journalists spread lies, and no one is accountable for any of it. I'm pulling back the curtain because I don't want anyone else to get blindsided. I'm going to explain exactly how the media "really" works. What you choose to do with this information is up to you.

    Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.

    One of Donald Trump's advisers shares her wisdom and business advice for professional women, explaining how to get ahead in business, how to deal with a difficult boss, and how to maintain a healthy professional and personal balance.

    * Specific chapters on how to create your character and maximize your abilities and skills. * Over 300 full-color pages packed with information on everything you need to know about the massive gameworld of Oblivion. * Walkthroughs for every quest in the game, including the main quest, all faction quests, as well as miscellaneous and freeform quests. * Sections on various gameplay systems including stealth, combat, magic, enchanting, alchemy, and more. * Detailed bestiary chapter to help you best deal with the denizens of Tamriel and Oblivion.

    Next Level Magic is a comprehensive course on realizing your goals in playing Magic the Gathering.

    government—an usher in the White House. For more than 200 years, a small office has operated on the State Floor of the White House Executive Residence. Known as the Usher's Office, whose mission is to accommodate the personal needs of the first family, and to make the White House feel like a home. The Usher's Office is the managing office of the Executive Residence and its staff of 90-plus. The staff consists of butlers, carpenters, grounds personnel, electricians, painters, plumbers, florists, maids, housemen, cooks, chefs, storekeepers, curators, calligraphers, doormen, and administrative support. Ushers work closely with the first family, senior staff, Social Office, Press Office, Secret Service Agency, and military leaders to carry out White House functions: luncheons, dinners, teas, receptions, meetings, conferences, and more. Chris Emery was only the 18th White House Usher since 1891, and had the honor and privilege to serve presidential families for three years during the Reagan administration, four years for President H. W. Bush, and 14 months under President Clinton. His vignettes recreate intimate White House happenings from an insider’s viewpoint. Chris Emery was the only White House Usher to be terminated in the 20th century. Turn the pages to find out which first lady fired him... “With his book, White House Usher: Stories from the Inside, former usher Chris Emery gives his readers a peek inside what happens upstairs at the White House. Chris’ anecdotes tell a rich story of how America’s house really is the First Families’ home. I loved my trip down memory lane.” - Former First Lady Barbara Bush (October 2017)

    It began in the Michigan pine forest in the years after the Civil War, traveled across the Great Plains on the wooden wheels of a covered wagon, and eventually settled in a dirt road village named Hollywood, California, where young Harley took the skills he learned working in his father’s carriage shop and applied them to designing sleek, racy-looking automobile bodies for the fast crowd in the burgeoning silent movie business.As the 1920s roared with the sound of mass manufacturing, Harley returned to Michigan, where, at GM’s invitation, he introduced art into the rigid mechanics of auto-making. Over the next thirty years, he functioned as a kind of combination Steve Jobs and Tom Ford of his time, redefining the form and function of the country’s premier product. His impact was profound. When he retired as GM’s VP of Styling in 1958, Detroit reigned as the manufacturing capitol of the world and General Motors ranked as the most successful company in the history of business.Knoedelseder tells the story in ways both large and small, weaving the history of the company with the history of Detroit and the Earl family as Fins examines the effect of the automobile on America’s economy, culture, and national psyche.

    He helped to create a solid Republican south. And he became notorious for turning national politics back into a blood sport, not only using nasty attacks but reveling in his image as the bad boy of Washington. Then, at the age of 39, Atwater was struck by a brain tumor. In thirteen months, cancer ended the most controversial career in modern politics—the charismatic, colorful, and contradictory life of Lee Atwater.Even today Atwater is a fallen leader Republicans love and a rival Democrats love to hate. He was the first political handler as mediagenic as his candidates—certainly the first chairman of the Republican National Committee to record a blues album. His campaigns represent the high-water mark of the GOPs postwar dominance of the presidency, and his techniques set the tone for races across the country. Watching Washington since his death, politicians and pundits still wonder, What if Lee Atwater had lived? Bad Boy reveals how Lee Atwater began his career controlling crowds as jittery class clown, traumatized by the agonizing death of his little brother. In college he discovered the subtle intercourse of policy and public opinion and grew from party animal to party man. Bad Boy details Atwater's political strategies from the grass roots to the national level. Even more ruthless were the behind-the-scenes power games as he crossed paths, and occasionally crossed swords, with nearly every major Republican of the 1980s: Reagan, Bush, Baker, Ailes, Rollins, and many more.In Bad Boy, we also see the faces Atwater tried to spin away. He was a compulsive womanizer, climbing through windows to avoid reporters. He played radical politics but promoted ”big tent” Republicanism. Even his last public moment is controversial. Did Atwater's deathbed words really repudiate entire campaigns, or were they twisted by political enemies and second-hand reporting? Was his repentance sincere or simply one last gasp of press manipulation? Was he responsible for the infamous Willie Horton ads, or was he unfairly blamed by 1988s losers, trying for a moral victory? Is Lee Atwater, a master of spin, now being spun in his grave?In its sudden end, Atwater's remarkable life resembled the rise and fall of a fine political novel. With the probing insights of an expert interviewer and a rare stylistic verve, John Brady tells that whole frantic, fascinating story—the life of the baddest boy in D.C.

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    The author, Elliot Bogod, is a Founder and Managing Director of Broadway Realty, a real estate brokerage in Manhattan. With over twenty years experience, Elliot has sold over $2 billion in New York real estate. In this book, you will find: • A list of “magic words” often used in real estate investment, with clear and detailed explanations • Methods for evaluating the locations for your investments, using vibrant Manhattan neighborhoods as an example. • Review of different types of residential investments: condominiums, co-ops and townhouses • Detailed advice on investing in various types of commercial real estate: retail locations, offices, restaurants, hotels, garages and others • Multiple strategies, tactics and techniques for building wealth through your investments • Clear and concise information on mortgages, taxes and laws • Methods for achieving success through managing a team of experts working for you

    Crushed and left with broken ribs, a punctured lung, and compression fractures in his chest, spine, and pelvis, Bob pushed his arms forward, dug his fingers into the freezing mud and dragged his mostly paralyzed body forward. Saturated to the skin in freezing rain, far from help, and with the night fast approaching, Bob refused to give up.This includes photographs, documentation, and inspirational verses.This amazing true story was featured on the It's a Miracle series hosted by Richard Thomas. It aired on PAX Television as Chain Reaction in 1999.

    Having spent years building tanks and airplanes for the army, the car companies would need years more to retool their production to meet the demands of the American public, for whom they had not made any cars since 1942.    And then in stepped Preston Tucker. This salesman extraordinaire from Ypsilanti, Michigan, had built race cars before the war, and had designed prototypes for the military during it. Now, gathering a group of brilliant automotive designers, engineers, and promoters, he announced the creation of a revolutionary new car: the Tucker '48, the first car in almost a decade to be built fresh from the ground up. Tucker's car would include ingenious advances in design and engineering that other car companies could not match. With a rear engine, rear-wheel drive, a safety-glass windshielf that would pop out in case of an accident, a padded dashboard, independent suspension, and automatic transmission, it would be more attractive and aerodynamic—and safer—than any other car on the road.    But as the public eagerly awaited Tucker's car of tomorrow, powerful forces in Washington were trying to bring him down. An SEC commissioner with close ties to Detroit's Big Three automakers deliberately leaked information about an investigation the agency was conducting, suggesting that Tucker was bilking investors with a massive fraud scheme. Headlines accused him a perpetrating a hoax and claimed that his cars weren't real and his factory was a sham.  In fact, the Tucker '48 sedan was genuine, and everyone who saw it was impressed by what this upstart carmaker had achieved. But the SEC's investigation had compounded the company's financial problems and management conflicts, and a superior product was not enough to keep Tucker's dream afloat.  Here, Steve Lehto tackles the story of Tucker's amazing rise and tragic fall, relying on a huge trove of documents that has been used by no other writer to date. It is the first comprehensive, authoritative account of Tucker's magnificent car and his battles with the government. And in this book, Lehto finally answers the questions automobile aficionados have wondered about for decades: Exactly how and why was the production of such an innovative car killed?

    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.

    Across five decades, Prine has created critically acclaimed albums--John Prine (one of Rolling Stone's 500 Greatest Albums of All Time), Bruised Orange, and The Missing Years--and earned many honors, including two Grammy Awards, a Lifetime Achievement Award for Songwriting from the Americana Music Association, and induction into the Nashville Songwriters Hall of Fame. His songs have been covered by scores of artists, from Johnny Cash and Miranda Lambert to Bette Midler and 10,000 Maniacs, and have influenced everyone from Roger McGuinn to Kacey Musgraves. Hailed in his early years as the "new Dylan," Prine still counts Bob Dylan among his most enthusiastic fans. In John Prine, Eddie Huffman traces the long arc of Prine's musical career, beginning with his early, seemingly effortless successes, which led paradoxically not to stardom but to a rich and varied career writing songs that other people have made famous. He recounts the stories, many of them humorous, behind Prine's best-known songs and discusses all of Prine's albums as he explores the brilliant records and the ill-advised side trips, the underappreciated gems and the hard-earned comebacks that led Prine to found his own successful record label, Oh Boy Records. This thorough, entertaining treatment gives John Prine his due as one of the most influential songwriters of his generation.