Business, Finance & Law Books

Book SynopsisA new but timeless strategy and mindset that should greatly help investors lower downside risk while achieving market outperformance In The 52-Week Low Formula: A Contrarian Strategy that Lowers Risk, Beats the Market, and Overcomes Human Emotion, wealth manager Luke L. Wiley, CFP examines the principles behind selecting the outstanding companies and great investment opportunities that are being overlooked. Along the way, Wiley offers a melding of the strategies used by such investment giants as Warren Buffett, Howard Marks, Michael Porter, Seth Klarman, and Pat Dorsey. His proven formula helps investors get the upper hand by identifying solid companies that are poised for growth but have fallen out of the spotlight. Shows you how to investigate companies and identify opportunities Includes detailed discussions of competitive advantage, purchase value, return on invested capital, and debt levels Presents several case studiesTable of ContentsIntroduction xiii Foreword xxvii Acknowledgments xxxi Chapter 1 The 52-Week Formula 1 Chapter 2 Herding and the Bandwagon Effect 19 Chapter 3 Filter 1: Competitive Advantage 25 Chapter 4 Five Common Mistakes Investors Make 55 Chapter 5 Filter 2: Free Cash Flow Yield 67 Chapter 6 The Power of Fear and Decision Fatigue 83 Chapter 7 Filter 3: Return on Invested Capital 91 Chapter 8 This Time Is Never Different 105 Chapter 9 Filter 4: Long-Term Debt to Free Cash Flow Ratio 109 Chapter 10 The Sunk-Cost Bias and Pride and Regret 131 Chapter 11 Filter 5: The 52-Week Low Formula and My Journey Trying to Disprove It 137 Chapter 12 The Importance of Embracing a Trailing 12-Month Return of −25 Percent 151 Chapter 13 The Problem with Selective Perception and Confirmation Basis 163 Chapter 14 Putting It All Together 169 Afterword 179 About the Companion Website 183 About the Author 185 Index 189

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Book SynopsisA clear and comprehensive guide to financial modeling and valuation with extensive case studies and practice exercises Corporate and Project Finance Modeling takes a clear, coherent approach to a complex and technical topic. Written by a globally-recognized financial and economic consultant, this book provides a thorough explanation of financial modeling and analysis while describing the practical application of newly-developed techniques. Theoretical discussion, case studies and step-by-step guides allow readers to master many difficult modeling problems and also explain how to build highly structured models from the ground up. The companion website includes downloadable examples, templates, and hundreds of exercises that allow readers to immediately apply the complex ideas discussed. Financial valuation is an in-depth process, involving both objective and subjective parameters. Precise modeling is critical, and thorough, accurate analysis is whatTable of ContentsPreface xvii Acknowledgments xxiii Part I Financial Modeling Structure and Design: Structure and Mechanics of Developing Financial Models For Corporate Finance and Project Finance Analysis Chapter 1 Financial Modeling and Valuation Nightmares: Problems That Financial Models Cannot Solve 3 Chapter 2 Becoming a Black Belt Modeler 9 Chapter 3 General Model Objectives of Structuring Transactions, Risk Analysis, and Valuation 13 Chapter 4 The Structure of Alternative Financial Models 17 Structure of a Corporate Model: Incorporating History and Deriving Forecasts from Historical Analysis 21 Use of the INDEX Function in Corporate Models 26 Easing the Pain of Acquiring PDF Data 28 Structure of a Project Finance Model That Accounts for Different Risks in Different Phases over the Life of a Project 30 Reconciliation of Internal Rate of Return in Project Finance with Return on Investment in Corporate Finance 33 Structure of an Acquisition Model: Alternative Transaction Prices and Financing Terms 35 Structure of an Integrated Merger Model: Forecasting Earnings per Share 37 Chapter 5 Avoiding Bad Programming Practices and Creating Effective Auditing Processes 41 How to Make Financial Models More Efficient and Accurate 44 Chapter 6 Developing and Efficiently Organizing Assumptions 55 Assumptions in Demand-Driven Models versus Supply-Driven Models: The Danger of Overcapacity in an Industry 55 Creating a Flexible Input Structure for Model Assumptions 60 Alternative Input Structures for Project Finance and Corporate Finance Models 62 Setting Up Inputs with Code Numbers and the INDEX Function 62 Chapter 7 Structuring Time Lines 67 Timing in Corporate Finance Models: Distinguishing the Historical Period, Explicit Period, and Terminal Period 67 Development to Decommissioning: Phases in the Life of a Project Finance Model 69 Timing in Acquisition Models: Separating the Transaction Period, the Holding Period, and the Exit Period 70 Structuring a Time Line to Measure History, Explicit Periods, and Terminal Periods in Corporate Models and Risk Phases in Project Finance Models 72 Computing Start of Period and End of Period Dates 73 TRUE and FALSE Switches in Modeling Time Periods 75 Computing the Age of a Project in Years on a Monthly, Quarterly, or Semiannual Basis 77 The Magic of a HISTORIC Switch in a Corporate Model 78 Transferring Data from a Corporate Model to an Acquisition Model Using MATCH and INDEX Functions 82 Chapter 8 Projecting Revenues, Expenses, and Capital Expenditures to Derive Pretax Cash Flow 85 Transparent Calculations of Pretax Cash Flow 85 Inflation and Growth Rates in Calculations of Pretax Cash Flow 88 Valuation Analysis from Prefinancing, Pretax Cash Flow 90 Chapter 9 Moving from Pretax Cash Flow to After-Tax Free Cash Flow 91 Working Capital Analysis 91 Problems in Computing Depreciation Expense in Corporate Models Involving Asset Retirements 92 Portfolios of Assets with a Vintage Process 94 Accounting for Asset Retirements in Corporate Models 99 Alternative Methods for Deriving Retirements Associated with Existing Assets in Corporate Models 103 Depreciation Issues in Project Finance Models 109 Modeling the Change in Deferred Taxes in Corporate Models 110 Adjusting the Tax Basis in an Acquisition 111 Chapter 10 Adding Debt to a Corporate or Project Finance Model by Programming Cash Flow Waterfalls 113 Adding the Debt Schedule to a Financial Model 114 Modeling Scheduled Debt Repayments 116 Connecting Debt to Cash Flow in Corporate Models 117 With a Structured Process, You Can Model Any Cash Flow Waterfall 119 Defaults on Debt and Measuring the Debt Internal Rate of Return 124 Assessing Risk and Return Characteristics of Subordinated Debt 127 Chapter 11 Alternative Calculations of Equity Distributions 131 Modeling Dividend Distributions 132 Computing a Target Capital Structure through Simulating New Equity Issues and Buybacks 136 Chapter 12 Putting Together Financial Statements and Calculating Income Taxes 139 Computation of Taxes Paid and Taxes Deferred 140 Cash Flow Statement and Balance Sheet 144 Part II Analyzing Risks With Financial Models: Sensitivity Analysis, Scenario Analysis, Break-Even Analysis, Time Series, and Monte Carlo Simulation Chapter 13 Risk Assessment: The Centerpiece of All Valuation, Contracting, and Credit Issues in Finance 149 Six Alternative Ways to Assess the Risk of a Company, a Project, or a Contract 151 Using Direct Risk Assessment to Measure Cash Flow and Financial Ratios 154 Chapter 14 Defining, Describing, and Assessing Risk in a Risk Allocation Matrix 159 Chapter 15 Presentation of Risk Analysis through Adding Sensitivity Analysis to Financial Models 165 Setting Up Data for Making Graphs by Converting Periodic Data into Annual, Semiannual, or Quarterly Data 167 Using the INDIRECT Function to Automate Conversion to Time Period Data 172 Making Flexible Graphs for Sensitivity Analysis 173 Chapter 16 Using Financial Models to Establish Break-Even Points for Key Input Variables with Data Tables 185 Establishing Break-Even Criteria When Analyzing Financial Models 188 Mechanics of Using Data Tables to Compute Break-Even Points Automatically 193 Creating Data Tables Using VBA Instead of the Data Table Tool 201 Summary of Break-Even Analysis 205 Chapter 17 Constructing Flexible Scenario Analysis for Risk Assessment 207 Mechanics of Scenario Analysis 210 Using VBA Code to Create a Scenario Analysis 221 Getting the Best of Both Worlds: Creating a Special Custom Scenario That Allows Use of Spinner Buttons and Drop-Down Boxes 223 Chapter 18 Generating Tornado Diagrams, Spider Charts, and Waterfall Graphs 231 Tornado Diagrams That Display Which Variables Have the Largest Effect on Value and Which Variables Have the Least Effect on an Output Variable 232 Creating a Tornado Diagram by Extending Scenario Analysis 234 Creating a Tornado Diagram Using a Two-Way Data Table 242 Spider Diagrams That Illustrate How Each Range in Input Variables Affects an Output Variable 246 How to Create a Spider Diagram Using a Two-Way Data Table 247 Presenting Sensitivity Analysis with a Waterfall Chart 250 Chapter 19 Adding Probabilistic Risk Analysis and Time Series Equations to Financial Models 253 Definition of Some Terms for Adding Stochastic Analysis to Your Financial Models 256 Using Probability Distributions with Spreadsheet Functions Rather Than Equations with Greek Letters 258 Chapter 20 Taking the Mystery out of Applying Time Series Analysis and Monte Carlo Simulation in Financial Models 263 Step-by-Step Procedure to Incorporate a Monte Carlo Simulation into Your Models 266 Chapter 21 Constructing Probability Distributions with Trends, Mean Reversion, Price Boundaries, and Correlations among Variables 277 Starting Point for Developing Time Series Equations—Brownian Motion and Normal Distributions 279 Testing the Assumption That Input Variables Are Normally Distributed 281 Price Boundaries and Short-Run Marginal Cost 285 Mean Reversion and Long-Run Equilibrium Analysis 286 Modeling Correlations among Variables in Time Series Equations 289 Chapter 22 The Difficult Problem of Estimating Volatility, Mean Reversion, Time Trends, Correlations, and Price Boundaries from Historical Data or Market Data 295 Calculation of Volatility from a Random Walk Process 296 Attempting to Measure the Presence of Mean Reversion in Historical Data 297 Attempting to Measure the Presence of Mean Reversion by Evaluating Changes in Periodic Volatility 300 Risk Analysis Summary 303 Part III Advanced Corporate Modeling: Modeling Terminal Value With Stable Ratios In the Discounted Cash Flow Model, Deriving Implied Multiples, and Computing the Ridge Between Equity Value and Enterprise Value Chapter 23 Overview of Issues When Computing Normalized Cash Flow and Terminal Value 307 Chapter 24 Computing the Return on Invested Capital for Historical and Projected Periods in Corporate Models 313 Working with a Free Cash Flow Perspective, an Equity Cash Flow Perspective, or Both in Computing Financial Ratios 314 Presenting Return on Invested Capital in Financial Models 316 Chapter 25 Calculation of Invested Capital 321 Dissecting the Financial Structure of a Corporation to Understand the Bridge from Enterprise Value to Equity Value 323 Drawing an Imaginary Line underneath EBIT to Understand the Financial Structure of a Corporation 326 Constructing a Long-Term Model to Create Proof of Corporate Finance Concepts 328 Chapter 26 Complex Items in Balance Sheet Analysis: Deferred Taxes, Operating Cash, and Derivative Assets 337 Treatment of Accumulated Deferred Taxes Arising from Depreciation 337 Classification of Operating Cash That Produces Interest Income below the EBITDA Line 341 Treatment of Derivative Assets and Liabilities Depending on How Derivatives Affect EBITDA 344 Chapter 27 Four General Terminal Value Methods 347 Method 1: Stable Growth Using the (1 + g)/(WACC – g) Formula 349 Method 2: Value Driver Method—Incorporating the Return Relative to Cost of Capital in Terminal Value 351 Method 3: Use of Multiples from Comparative Analysis 352 Method 4: Derived Multiple Formula 353 Chapter 28 Terminal Value and Philosophy: Company Growth Rates and Overall Economic Growth 357 Computing Transition Periods Using Compound Growth Rates and Switch Variables 359 Computing Explicit Period Cash Flow and Terminal Value with Different Starting and Ending Points 362 Computing Value with Changing Weighted Average Cost of Capital and a Midyear Convention 365 Chapter 29 Normalizing Terminal Year Cash Flows for Stable Working Capital Investment 369 Effect of Changes in Growth on Working Capital Investment, Capital Expenditures, Depreciation, and Deferred Taxes 370 Developing a Simple Equation for Normalizing Working Capital 371 Incorporating Terminal Period Normalized Cash Flow in a Corporate Model 375 Chapter 30 Relationship of Growth, Capital Expenditures, Depreciation, and Return on Investment 377 The Long-Term Stable Ratio of Capital Expenditures to Depreciation and the Ratio of Depreciation Expense to Net Plant 378 Computing the Ratio of Capital Expenditures to Depreciation When Historical Growth Differs from Prospective Growth 385 Computing the Ratio of Capital Expenditures to Depreciation 390 Implementing the Stable Ratio of Capital Expenditures to Depreciation in Valuation Analysis 393 Chapter 31 Computing Normalized Deferred Tax Changes 399 Stable Ratio of Deferred Tax to Capital Expenditure without Change in Growth Rate 400 Normalized Deferred Tax with Change in Growth Rate 404 Chapter 32 Terminal Value and the Ability of a Company to Earn Returns above the Cost of Capital 407 The Myth of Convergence of Return on Capital to Cost of Capital 408 Chapter 33 Errors and Distortions in Applying the Value Driver Formula 415 Deriving the Value Driver Formula for the Price/Earnings Ratio and Equity Value 416 Deriving Implicit Assumptions about the Progression of the Incremental Return on Equity in the Equity-Based Value Driver Formula 418 Deriving the Value Driver Formula Using the Return on Invested Capital and the Weighted Average Cost of Capital 425 Biases in the Value Driver Formula in a Case with Only Working Capital 427 Problems of the Value Driver Formula When Invested Capital Includes Net Plant 432 Chapter 34 Computing Implied Price/Earnings Ratios for Use in Terminal Value Calculations 435 Model for Deriving the P/E Ratio from Value Drivers 438 Chapter 35 Computing an Implied EV/EBITDA Ratio in Terminal Value Calculations 445 Simulation Model to Derive Implied EV/EBITDA Ratio from Invested Capital with Constant Growth 446 Function to Derive Implied EV/EBITDA Ratio 448 Comprehensive Analysis to Derive Implied EV/EBITDA Ratio with Changing Growth, Deferred Taxes, and Working Capital 449 Chapter 36 Developing Value Drivers for P/E and EV/EBITDA Ratios with Benchmarking and Regression 453 Benchmarking Multiples to Derive Cost of Capital 454 Downloading Data for a Sample of Companies from the Internet into a Spreadsheet 455 Running Regression Analysis on Financial Data 458 Advanced Corporate Modeling Summary 460 Part IV Complex Issues: Circular References and Other Complex Issues From Financial Structuring In Project Finance and Corporate Finance Models Chapter 37 Resolving Circular References in Acquisition Models: Computing Interest Expense on the Average Balance of Debt 465 Circular References and Use of Opening Balances in Annual Models 466 Alternative Techniques for Solving Circular Reference Logic Problems in Financial Models 468 Resolution of Circular References from a Cash Flow Sweep Using the Iteration Button 470 Solving Circular References from Cash Sweeps with Goal Seek and Solver 472 Solving Basic Circular References from Cash Sweeps with a Horrible Copy and Paste Macro 474 Solving Circular References Related to a Cash Sweep Using Algebra 475 Solving Circular References with Functions That Iterate around Equations That Cause the Problem 479 Chapter 38 Creating a Structured Cash Flow Process in a Corporate Model to Resolve Circular References 483 Structuring a Corporate Model with a Cash Flow Waterfall 483 Resolving Circular References in a Corporate Model Using an Iterative User-Defined Function 487 Chapter 39 Overview of Complex Project Finance Modeling Structuring Issues 491 Difficult Project Finance Problems: Structuring versus Risk Analysis Elements of a Model 493 Items in Project Finance Models That Cause Circularity 495 Chapter 40 Funding Techniques in Project Finance and the Associated Circular Reference Problems 497 Case 1: No Circular Reference—Pro-Rata Funding, Interest Paid during Construction, and Debt Size from Cash Flow 499 Case 2: Circular Reference from Pro-Rata Funding with Capitalized Interest or Debt Ratio Input 501 Case 3: Pro-Rata Funding with Capitalized Fees 506 Case 4: Cascade with Equity Funded before Debt That Can Be Solved with Backward Induction 508 Case 5: Bond Financing in a Single Period 513 Chapter 41 Debt Sculpting in a Project Finance Model 515 Sculpting Method 1: Use of Solver 517 Sculpting Method 2: Goal Seek and Algebra 519 Sculpting Method 3: Net Present Value of Target Debt Service 521 Sculpting Method 4: Backward Induction 524 Sculpting Approaches in Complex Cases with Taxes, Debt Service Reserve Accounts, and Interest Income 526 Solving Difficult Sculpting Problems with User-Defined Functions 532 Chapter 42 Automating the Goal Seek Process for Annuity and Equal Installment Repayments 539 Debt Sizing with Level Repayments or Annuity Repayments Using a Goal Seek Macro 541 Computing Debt Size for Equal Installment Structuring with a User-Defined Function 542 Computing Debt Size for Annuity Structure with User-Defined Function 545 Chapter 43 Modeling Debt Service Reserve Accounts 547 Structuring the Debt Service Reserve Account in a Project Finance Model 548 Avoiding Circular References in Funding Debt Service Reserve Accounts through Separating Construction Debt from Permanent Debt 550 Avoiding Circular References Due to Cash Flow Sweeps and the Debt Service Reserve Account 552 Chapter 44 Modeling Maintenance Reserve Accounts 555 MRA Case 1: Constant Maintenance Time Period Increments and Level Expenditures 556 MRA Case 2: Constant Time Period Increments and Changing Expenditures 557 MRA Case 3: Varying Time Period Increments and Changing Expenditures Using the MATCH Function 559 Chapter 45 Refinancing and Valuing a Project Given Risk Changes over the Life of a Project 563 Computed Internal Rate of Return with Changes in Discount Rate over Project Life 563 Effects of Refinancing on the Value of a Project 565 Mechanics of Implementing Refinancing into a Project Finance Model 568 Chapter 46 Covenants and Cash Flow Sweeps in Project Finance Models 571 Mechanics of Modeling Covenants and Cash Flow Sweeps 572 Chapter 47 Asset Portfolios, Progress Payments, and Lease Rolls in Real Estate Models 577 Modeling a Single Real Estate Project 579 Modeling Multiple Projects That Are Part of a Combined Portfolio with Percent of Time Function 580 Modeling a Portfolio with the INDEX Function and Data Table Tools 584 About the Author 589 About the Website 591 Index 593

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Book SynopsisA straightforward, valuable guide to reduce effort and raise profits Step inside any organization, even a very successful one, and you'll probably find a lot of waste if you know where to look. From providing a feature that consumers don't care about to exhausting efforts on tasks that only require adequate attention, there are countless areas where resources go down the drain. In Low-Hanging Fruit, Jeremy Eden and Terri Long provide seventy-seven of their most effective techniques for improvement, each drawn from their success working with major companies. For more than twenty years, Jeremy Eden and Terri Long have helped companies of all sizes make millions by harvesting their low-hanging fruit. In this practical guide, Eden and Long share valuable, refreshing insights in entertaining chapters that get straight to the point. This book shows you how to smoothly shift your approach, your priorities, and your mindset to reveal the hidden potential in yourTrade Review“One of the top ten business books of 2014!”—The Globe and Mail “Their lively book distills what has worked for their Fortune 100 clients over the past 20 years. They knock over a few sacred cows along the way.”—Fortune.com “Here’s why you might need to forget what you know about teamwork, excelling, and tradition.” —Fast Company “In ‘Low-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits,’ authors Terri Long and Jeremy Eden show how incremental but meaningful change boosts productivity and profit.”—Investor’s Business Daily “CEOs are often far removed from the thousands of processes carried out every day across the complex organizations they lead, resulting in easy growth opportunities missed.” —Chiefexecutive.net “The 28 best business books of 2014. Here is my list of books that will help you as an employee, as a manager and as a human.” —Diane Berard, Les Affaires “Eden and Long wisely present both the problems and solutions concisely and cleverly. Their eye-openers are definitely worth a second look—and they’ll help you find and harvest that low-hanging fruit to increase your company’s productivity and profits.”—Success Magazine “This is one of the most practical and immediately actionable guides for business leaders that I have ever seen.”—Skip Prichard, Leadership Insights “Amazing new book” —Olivia Paar-Rud, Quantum Business Insights “Each chapter is written in a very entertaining way, so you can grasp it and put it right into practice.”—Financial Spectrum Radio with Bill Kearney “Does it work? PNC Financial’s initial program generated more than 2,400 ideas worth $400 million annually. When it merged with National City, it applied the same process and found $2 billion in operating efficiencies.” —Dallas Morning News “You are not going to get bogged down in gobbledygook and confusion. This book moves along and is highly educational, informational and entertaining.” —Money Matters radio with Stu TaylorTable of ContentsAcknowledgments xiii Introduction Why Is Low-Hanging Fruit So Hard to Spot? xvii Part 1 How To Uncover Low-Hanging Fruit: Seeing the Problem is Harder than Solving the Problem 1 Chapter 1 Put a Price Tag on Everything to Stop the Waste 5 Chapter 2 “Value Engineer” Your Products to Eliminate What Your Customers Won’t Pay For 7 Chapter 3 Ask “Why?” Five Times to See the Real Problem 9 Chapter 4 Ask, “How Do We Know That Is True?” 12 Chapter 5 You Need to Tag It to Bag It: Name a Problem to Help Everyone See It! 17 Chapter 6 Don’t Be Fooled by Misleading Metrics: Zero in on the Ugly and Rattle the Status Quo by Turning Metrics Upside Down 19 Chapter 7 The 80/20 Rule: Everyone Knows It, but Few Use It! 22 Chapter 8 Find Quick-and-Dirty Data to Get Refined Insights 24 Chapter 9 Benchmarking Is a Mistake 26 Chapter 10 Use Brainstorming in a New Way: To Find Problems, Not Solutions 28 Part 2 Now that you see it, Solve it! 29 Chapter 11 Ask the People Closest to the Work for Their Ideas 33 Chapter 12 Get Out of Your Offi ce and Go See for Yourself 36 Chapter 13 Stop Ignoring Your Introverts 38 Chapter 14 Turn Complaints into Collaboration: The Interdepartmental Job Swap 41 Chapter 15 Other People Have Great Ideas—Just Ask Your New Hires and Your Vendors! 43 Chapter 16 Does Your Customers’ Journey Take Them on a Road Full of Potholes? 47 Chapter 17 The Unintentional Squelch 50 Chapter 18 Stop Brainstorming to Find New Ideas That Move the Profi t Needle 52 Chapter 19 Making Problems Harder Can Make Finding Solutions Easier 54 Chapter 20 Use a Checklist—It Works for Fighter Pilots and Brain Surgeons, and It Will Work for You! 56 Chapter 21 Actually . . . Just Don’t Do It! 58 Chapter 22 Give People What They Need, Not What They Want 60 Chapter 23 Simplify 62 Chapter 24 Push Work Down to the Lowest-Paid Person Capable of Doing It 64 Chapter 25 Save a Bundle: Take Simple and Low Tech over Sexy and High Tech 66 Chapter 26 Save More than a Bundle: Go No Tech over Low Tech! 68 Chapter 27 Borrow Good Ideas 70 Chapter 28 Force People to Get Help 72 Part 3 Motivate your team to harvest low-hanging fruit 73 Chapter 29 Create an Idea-Based Budget 75 Chapter 30 The Five Surprising Words That Keep a Good Executive from Being Great: “I Want Everyone on Board” 77 Chapter 31 If You Want the Money, Spend the Time 79 Chapter 32 Executive Motivators That Demotivate Everyone Else 81 Chapter 33 The Corporate Imposter Syndrome: “The Better I Do, the Worse You’ll Think of Me” 82 Chapter 34 Improving the Company Should Be Everyone’s “Job One” 84 Chapter 35 Sweat the Small Stuff 86 Chapter 36 Rally the Troops 89 Chapter 37 Catch the Vision or Catch the Bus 94 Chapter 38 Eliminate Corporate Whac-A-Mole 96 Chapter 39 Beat the Competition by First Beating Your Teammates 98 Chapter 40 “Blame the Other Guy” Syndrome 100 Chapter 41 How Dimming the Lights Increases Productivity, and Why Paying Attention Pays Staggering Dividends 102 Chapter 42 Firings Can Boost Motivation 104 Part 4 One Company—It’s Not An Impossible Dream 107 Chapter 43 Form a Steering Committee to Make Sure the Left Hand Knows What the Right Hand Is Doing! 109 Chapter 44 “Pocket Fisherman,” Yes; “Pocket Veto,” No! 112 Chapter 45 Hold Collaboration Workshops 114 Chapter 46 The One Monthly Meeting You Must Hold 116 Chapter 47 Celebrate Good Times, Come On 117 Part 5 Decide and Deliver 119 Chapter 48 The Three Essential Parts of a GOOD Idea 123 Chapter 49 The Miracle of Deadlines 125 Chapter 50 For Big Results, Focus on Small Ideas 127 Chapter 51 Fight the War with the Army You Have, Not the One You Want 129 Chapter 52 Add to Your Army Only When Necessary 131 Chapter 53 Create an “Idea” Flight Plan That Coordinates Implementation 132 Chapter 54 The People Who Implement the Idea Should Help to Develop the Idea: Make Sure the Buy-In Is Built In 134 Part 6 Accountability: The Holy Grail! 137 Chapter 55 The Devil’s in the Details: Track Every Idea, Every Dollar, Every Month 139 Chapter 56 The Golden Rule: Withdraw and Replace 141 Chapter 57 Follow the Money All the Way to the Budget 142 Chapter 58 Don’t Let Someone Else Dictate the Value of the Ideas You Implement 144 Chapter 59 Want to Actually See the Earnings? Lock the Vault 146 Chapter 60 Track Your Position Plan 148 Chapter 61 It’s Not What You Start, It’s What You Finish 149 Chapter 62 ROI: Making the Investment Is Easy, Now Make Sure You Get the Return 151 Chapter 63 Learn from Your Mistakes: The After-Action Report 153 Part 7 Need more time? It’s easier to find than you think! 155 Chapter 64 “Everyone Is Entitled to Their Own Opinion, but Not Their Own Facts” 159 Chapter 65 Replace Agendas with Game Plans 161 Chapter 66 Ban Meeting Tourists 163 Chapter 67 Don’t Have a 60-Minute Meeting to Do 22 Minutes of Work 164 Chapter 68 Watch the Clock! 165 Chapter 69 Use Hard Starts, Not Just Hard Stops, for Your Meetings 166 Chapter 70 The Obligation to Dissent 167 Chapter 71 Talk More, E-Mail Less 170 Chapter 72 PowerPoint Kills 171 Chapter 73 Schedule a Little “Me” Time 173 Chapter 74 If You Feel Busy, Take on Even More Important Work 175 Chapter 75 Increase Your Return on Time 176 Chapter 76 In Order to Shine, Have Other People Do Your Work! 177 Chapter 77 Mom Should Have Said, “Don’t Always Do Your Best!” 178 You Can Find the Time—Now Use It Wisely! 180 Part 8 Win Over The Skeptics, Cynics, And Faint Of Heart! 183 Part 9 P.S. For our c-suite readers (and those aspiring to get there)! 191 And a Few More Thoughts for Everyone . . .: Fight Decision Fatigue 196 In Conclusion 199

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Book SynopsisYour guide to becoming an explanation specialist. You''ve done the hard work. Your product or service works beautifully - but something is missing. People just don''t see the big idea - and it''s keeping you from being successful. Your idea has an explanation problem. The Art of Explanation is for business people, educators and influencers who want to improve their explanation skills and start solving explanation problems. Author Lee LeFever is the founder of Common Craft, a company known around the world for making complex ideas easy to understand through short animated videos. He is your guide to helping audiences fall in love with your ideas, products or services through better explanations in any medium. You will learn to: Plan: Learn explanation basics, what causes them to fail and how to diagnose explanation problems. Package: Using simple elements, create an explanation strategy that builds confidence and motivatTable of ContentsPreface xi Author Note xv Introduction xvii Part 1 Plan 1 Chapter 1 Learning to Run 3 Chapter 2 What Is an Explanation? 7 What Is Not An Explanation 8 Defining Explanation 9 Explanations Require Empathy 10 Act and Art 11 Look at Your Fish 12 Explanation Lowers the Cost of Understanding 13 An Explanation Is a Way to Package Ideas 14 Explanations Answer the Question ‘‘Why?’’ 16 Explanations Make People Care 16 Chapter 3 Why Explanations Fail 23 All About Confidence 24 Assumptions Cause Failure 24 Words Can Hurt 26 We Lack Understanding 27 We Want to Appear Smart 28 The Direct Approach—No Context 30 Summary 32 Chapter 4 Planning Your Explanations 33 Identifying Explanation Problems 34 Part 2 Package 43 Chapter 5 Packaging Ideas 45 Stepping Outside the Bubble 46 What Goes into the Packaging? 48 Chapter 6 Context 51 Forest then Trees 53 Solving the Context Problem 56 Context in Explanation—We Can All Agree 61 Context and Pain 63 Example: Google Docs 63 On the Explanation Scale 65 Summary 66 Chapter 7 Story 67 Stories Versus Facts 68 But I’m Not a Storyteller 69 Common Craft and Stories 71 The Simple Ingredient: People 73 Using Stories in Explanation 74 Basic Story Format 75 When Does Storytelling Not Work? 77 Personification and Story 79 On the Explanation Scale 81 Summary 81 Chapter 8 Connections 83 Connecting Your Long Lost Uncle—Old Versus New 84 Building-on Versus Establishing 87 Analogy 89 Common Craft Videos 90 On the Explanation Scale 92 Summary 92 Chapter 9 Description 93 Explaining Web Browsers 95 Explanation Is Not a Recipe 97 On The Explanation Scale 99 Summary 99 Chapter 10 Simplification 103 Chapter 11 Constraints 113 Common Craft and Constraints 115 Constraints and Your Explanations 117 Summary 119 Chapter 12 Preparing for and Writing an Explanation 121 The Common Craft Writing Process 122 Big Ideas 123 Research and Discovery 123 Script Writing 125 The Real Thing 128 Chapter 13 Bringing an Explanation Together 131 Part 3 Present 147 Chapter 14 Common Craft’s Lessons Learned 149 Common Craft Gets Started 149 Ten Lessons Learned from Common Craft Explanations 151 Chapter 15 Right Medium for the Message 157 A Transformation 158 Media Options 159 Presentation Modes 161 Recording and Distribution Options 164 Constraints Come to the Rescue 165 Summary 171 Chapter 16 Visuals 173 You Can Use Visuals 178 Dan Roam’s 6 × 6 Rule 178 Common Craft Visual Metaphors 186 Noise and Simplicity in Visuals 188 Infographics 191 Creating Digital Visuals 193 Summary 193 Chapter 17 Emma and Carlos 195 Epilogue 202 Chapter 18 Explanation Culture and Your Life as an Explainer 203 Your Life as An Explainer 206 Acknowledgments 209 Links to Common Craft Videos 211 About the Author 215 Bibliography 217 Index 219

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Book SynopsisTechnology has revolutionised every aspect of our lives and how we learn is no exception. The trouble is; the range of elearning technologies and the options available can seem bewildering. Even those who are highly experienced in one aspect of elearning will lack knowledge in some other areas.Table of Contents1 So What is eLearning? 1 Clive Shepherd 2 Getting the Business on Board 17 Laura Overton 3 Build In-House, Buy Off -the-Shelf or Outsource? 39 Jane Bozarth 4 Production Processes – Making it Happen! 55 Lars Hyland 5 Making the Most of Memory 75 Rob Hubbard 6 Blended Learning 91 Julie Wedgwood 7 Informal and Social Learning 107 Jane Hart 8 Facilitating Live Online Learning 125 Colin Steed 9 Mobile Learning 147 Clark Quinn 10 Game-Based Learning 175 Ben Betts 11 Learning Management 195 Charles Jennings Index 219

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Book SynopsisThis is the leadership book you have to read: a barn-storming new take on what makes aversatile, integrated and effective leader.Trade Reviewit is what he does with the well-worn material that is original - and highly ambitious his book does stand out from the pack of leadership literature The good news is that Nicholson has forged the tools to help would-be leaders rise to the challenge (Financial Times, May 2013) Combined with analysis of cases from several decades, this book is as richly-textured as it is insightful. (Communication Director, June 2013)Table of ContentsAcknowledgements xi 1 It Goes with the Territory – Leadership Moments 1 2 Leadership in the Wild – The Evolution of Power 19 3 A Very Short History of Leadership 35 4 Leadership as Strategy – Situations, Processes and Qualities (SPQ) 57 5 Who am I? Leadership Qualities and the Compass Question 69 6 The “Eye” of Leadership – The Law of the Situation 87 7 The Adaptive Leader – Leadership Processes 109 8 Dynamic Leadership – Shaping and Discovery 125 9 Reading the World – A Leadership Conundrum 139 10 Born to Lead? Leaders Lost and Found 151 11 Who’s Your Buddy? Critical Leader Relationships 165 12 Destiny, Drama and Deliberation – The Lives of Leaders 183 13 The “I” of Leadership – Inside the Mind of the Leader 199 14 Games Leaders Play – Finding the Narrative 225 15 The Self-Management of Leadership – You, Others and Organization 241 16 Can Leaders Save the World? Vision, Identity and Passion 259 Endnotes 271 Index 299

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Book SynopsisMelissa Schilling''s Strategic Management of Technological Innovation is the #1 innovation strategy text in the world. It approaches the subject of innovation management as a strategic process, and is organized to mirror the strategic management process used in most strategy textbooks, progressing from assessing the competitive dynamics of a situation to strategy formulation, to strategy implementation. While the book emphasizes practical applications and examples, it also provides systemic coverage of the existing research and footnotes to guide further reading. It is designed to be a primary text for courses in strategic management and innovation and new product development. It is written with the needs of both business students and engineering students.Table of ContentsChapter 1: IntroductionPART ONE: Industry Dynamics of Technological InnovationChapter 2: Sources of InnovationChapter 3: Types and Patterns of InnovationChapter 4: Standards Battles, Modularity, and Platform CompetitionChapter 5: Timing of EntryPART TWO: Formulating Technological Innovation StrategyChapter 6: Defining the Organization’s Strategic DirectionChapter 7: Choosing Innovation ProjectsChapter 8: Collaboration StrategiesChapter 9: Protecting InnovationPART THREE: Implementing Technological Innovation StrategyChapter 10: Organizing for Innovation Chapter 11: Managing the New Product Development ProcessChapter 12: Managing New Product Development TeamsChapter 13: Crafting a Deployment Strategy

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Book SynopsisAccording to a study published in Chief Executive Magazine, the most valued skill in leaders today is strategic thinking. However, more than half of all companies say that strategic thinking is the skill their senior leaders most need to improve. Elevate provides leaders with a framework and toolkit for developing advanced strategic thinking capabilities. Unlike the majority of books that focus on strategy from a corporate perspective, Elevate gives the individual executive practical tools and techniques to help them become a truly strategic leader. The new framework that will enable leaders to finally integrate both strategy and innovation into a strategic approach that drives their profitable growth is the Three Disciplines of Advanced Strategic Thinking: 1. Coalesce: Fusing together insights to create an innovative business model. 2. Compete: Creating a system of strategy to achieve competitive advantage. 3.Table of ContentsIntroduction 1 Elevate 1 Importance of Strategy 3 Top 10 Strategy Challenges 5 GOST Framework 12 Strategy Defined 14 Thinking Strategically 16 1,000-Foot View 21 Discipline #1: Coalesce 23 Patterns in Strategy 26 Systems 32 Platforms 34 Business Model 39 Phase I of the Business Model: Value Creation 40 Phase II of the Business Model: Value Delivery 44 Phase III of the Business Model: Value Capture 48 Profitable Growth 52 Strategy and Innovation 58 Types of Innovation 59 1,000-Foot View 67 Discipline #2: Compete 69 Competitive Condition 73 Leader 73 Challenger 76 Spectator 82 Competitive Advantage 84 Competitive Intelligence 88 Trade-off Zone 91 Indirect Competition 94 Intangible Competition 97 1,000-Foot View 102 Discipline #3: Champion 103 Using Time Strategically 106 Time Trade-Off Techniques 109 Influencing Strategy Commitment 112 Increasing Buy-In with Social Proof 115 Strategic Behavior 119 Practicing Strategic Thinking 122 Developing Strategy Habits 129 Strategy Conversations 134 The Power of Story 138 Creating a Strategy Story 141 1,000-Foot View 145 Conclusion 147 When to Change Strategy 147 Fire Prevention 149 Tactical Evaluation Matrix 151 Strategy Launch Review 153 Strategy Scaffold 155 Strategic I Am 157 1,000-Foot View 160 Notes 163 Index 173 Acknowledgments 181 About the Author 183

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Book SynopsisNegotiating Globally gives managers a basic reference for learning how to negotiate successfully across boundaries of national culture. Rather than centering on country-specific protocol and customs, this third edition of the popular book provides a general framework to help negotiators anticipate and manage cultural differences.Table of ContentsPreface ix Acknowledgments xix The Author xxvii 1. Negotiation Basics 1 2. Culture and Negotiation 25 3. Culture and Strategy for Negotiating Deals 49 4. Resolving Disputes 81 5. Negotiating in Teams 117 6. Social Dilemmas 159 7. Negotiations Between Governments and Foreign Direct Investors 187 8. Will the World Adjust, or Must You? 215 Notes 227 Glossary 263 Name Index 273 Subject Index 281

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Book SynopsisA fully revised second edition focused on the best practices of enterprise risk management Since the first edition of Enterprise Risk Management: From Incentives to Controls was published a decade ago, much has changed in the worlds of business and finance. That''s why James Lam has returned with a new edition of this essential guide. Written to reflect today''s dynamic market conditions, the Second Edition of Enterprise Risk Management: From Incentives to Controls clearly puts this discipline in perspective. Engaging and informative, it skillfully examines both the art as well as the science of effective enterprise risk management practices. Along the way, it addresses the key concepts, processes, and tools underlying risk management, and lays out clear strategies to manage what is often a highly complex issue. Offers in-depth insights, practical advice, and real-world case studies that explore the various aspects of ERM BasTable of ContentsPreface xiii Acknowledgments xvii Section One Risk Mangement in Context 1 Chapter 1 Introduction 3 The Benefits of Risk Management 6 Integration Adds Value 9 Cautionary Tales 12 Chapter 2 Lessons Learned 21 Lesson #1: Know Your Business 23 Lesson #2: Establish Checks and Balances 24 Lesson #3: Set Limits and Boundaries 25 Lesson #4: Keep Your Eye on the Cash 26 Lesson #5: Use the Right Yardstick 27 Lesson #6: Pay for the Performance You Want 27 Lesson #7: Balance the Yin and the Yang 28 Chapter 3 Concepts and Processes 31 Risk Concepts 32 Risk Processes 36 Risk Awareness 38 Risk Measurement 40 Risk Control 42 Risk is a Bell Curve 48 Chapter 4 What is ERM? 51 ERM Definitions 53 The Benefits of ERM 53 The Chief Risk Officer 57 Components of ERM 61 Section Two The Enterprise Risk Management Framework 67 Chapter 5 Corporate Governance 69 Codes of Conduct 71 Best Practices 72 Linking Corporate Governance and ERM 77 Chapter 6 Line Management 83 The Relationship Between Line and Risk Functions 84 Key Challenges 89 Best Practices 92 Chapter 7 Portfolio Management 99 The Theory of Active Portfolio Management 100 Benefits of Active Portfolio Management 102 Practical Applications of Portfolio Management 105 Chapter 8 Risk Transfer 111 A Brief History of ART 112 Advantages of ART 116 Pitfalls of ART 119 A Look to the Future 122 Case Study: Honeywell 124 Case Study: Barclays 124 Chapter 9 Risk Analytics 127 Risk Control Analytics 128 Risk Optimization Analytics 133 Market Risk Analytics 135 Credit Risk Analytics 138 Credit Portfolio Models 141 Operational Risk Analytics 142 GRC Systems 143 Chapter 10 Data and Technology 147 Early Systems 147 Data Management 149 Interface Building 151 Middleware 152 Distributed Architectures 153 Key Factors for a Successful Implementation 154 Chapter 11 Stakeholder Management 157 Employees 158 Customers 161 Regulators 164 Rating Agencies 166 Shareholder Service Providers 167 Business Partners 169 Section Three Risk Management Applications 173 Chapter 12 Credit Risk Management 175 Key Credit Risk Concepts 176 The Credit Risk Management Process 184 Basel Requirements 192 Best Practices in Credit Risk Management 196 Case Study: Export Development Corporation (EDC) 200 Chapter 13 Market Risk Management 209 Types of Market Risk 210 Market Risk Measurement 211 Market Risk Management 224 Best Practices in Market Risk Management 227 Case Study: Market Risk Management at Chase 230 Chapter 14 Operational Risk Management 237 Operational Risk—Definition and Scope 240 The Operational Risk Management Process 246 Best Practice in Operational Risk Management 257 Emerging IT Risks 259 Case Study: Heller Financial 264 Chapter 15 Business Applications 271 Stage I: Minimizing the Downside 271 Stage II: Managing Uncertainty 272 Stage III: Performance Optimization 274 The Further Evolution of Risk Management 275 Chapter 16 Financial Institutions 277 Industry Trends 278 Risk Management Requirements 283 Systemic Risk 287 A Look to the Future 289 Case Study: CIBC 292 Chapter 17 Energy Firms 297 Industry Trends 298 Risk Management Requirements 301 A Look to the Future 310 Lessons Learned from Enron 313 Lessons Learned from the BP Oil Spill 314 Chapter 18 Non-Financial Corporations 317 Risk Management Requirements 317 Best Practices in Corporate Risk Management 326 Case Study: Microsoft 333 Case Study: Ford 335 Case Study: Airbus and Boeing 336 Section Four A Look to the Future 339 Chapter 19 Predictions 341 The Profession of Risk Management 342 Technology and the Convergence of Risk Management 345 Ten Predictions 348 2013 Looking Back 353 Chapter 20 Everlast Financial 357 Section Five ERM Implementation 361 Chapter 21 ERM Implementation 363 Benefits of Corporate Governance and ERM Practices 364 ERM Implementation Requirements 366 ERM Maturity Model 373 Other ERM Maturity Models 377 Risk Culture 378 Chapter 22 Role of the Board 381 Board Oversight Requirements 381 Current Board Practices 383 Case Study: JP Morgan Chase 386 The Last Line of Defense 388 Chapter 23 Risk Assessment 399 Risk Assessment Methodology 401 Best Practice Case Studies in Risk Assessment 414 Appendix: Risk Assessment Self-Evaluation Checklist 415 Chapter 24 Risk-Based Decision Making 423 ERM Decisions and Actions 423 Creating Value through ERM 427 Case Study: Duke Energy 437 Chapter 25 Dashboard Reporting 439 Traditional versus Dashboard Reporting 441 General Dashboard Applications 442 ERM Dashboard Implementation 444 Evolving Best Practices 450 Notes 451 Index 465

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Book SynopsisEssential guidance on the revised COSO internal controls framework Need the latest on the new, revised COSO internal controls framework? Executive''s Guide to COSO Internal Controls provides a step-by-step plan for installing and implementing effective internal controls with an emphasis on building improved IT as well as other internal controls and integrating better risk management processes. The COSO internal controls framework forms the basis for establishing Sarbanes-Oxley compliance and internal controls specialist Robert Moeller looks at topics including the importance of effective systems on internal controls in today''s enterprises, the new COSO framework for effective enterprise internal controls, and what has changed since the 1990s internal controls framework. Written by Robert Moeller, an authority in internal controls and IT governance Practical, no-nonsense coverage of all three dimensions of the new COSO framework Helps youTable of ContentsPreface ix Chapter 1: Importance of the COSO Internal Control Framework 1 The Importance of Enterprise Internal Controls 2 What Are Enterprise Internal Controls? 3 Understanding the COSO Internal Control Framework: How to Use This Book 4 Chapter 2: How We Got Here: Internal Control Background 5 Early Definitions of Internal Controls: Foreign Corrupt Practices Act of 1977 7 The FCPA and Internal Controls Today 8 Events Leading Up to the Treadway Commission 9 Earlier AICPA Auditing Standards: SAS Nos. 55 and 78 10 The Treadway Committee Report 11 The Original COSO Internal Control Framework 12 The Sarbanes-Oxley Act and Internal Accounting Controls 15 Notes 28 Chapter 3: COSO Internal Controls: The New Revised Framework 29 Understanding Internal Controls 30 Revised Framework Business and Operating Environment Changes 32 The Revised COSO Internal Control Framework 35 COSO Internal Control Principles 37 COSO Objectives and Business Operations 38 Sources for More Information 40 Chapter 4: COSO Internal Control Components: Control Environment 41 Importance of the Control Environment 41 Control Environment Principle 1: Integrity and Ethical Values 43 Control Environment Principle 2: Role of the Board of Directors 48 Control Environment Principle 3: The Need for Authority and Responsibility 49 Control Environment Principle 4: Human Resource Strengths 51 Control Environment Principle 5: Individual Internal Control Responsibilities 54 COSO Control Environment in Perspective 56 Chapter 5: COSO Internal Control Components: Risk Assessment 59 Risk Assessment Component Principles 60 Risk Identification and Analysis 62 Risk Response Strategies 66 Fraud Risk Analysis 69 COSO Risk Assessment and the Revised Internal Control Framework 70 Notes 71 Chapter 6: COSO Internal Control Components: Control Activities 73 COSO Control Activity Principles 74 COSO Control Activities Today 85 Chapter 7: COSO Internal Control Components: Information and Communication 87 Information and Communications: What Has Changed? 87 Information and Communication Principle 1: Use of Relevant Information 89 Information and Communication Principle 2: Internal Communications 96 Information and Communication Principle 3: External Communications 100 The Importance of COSO Information and Communication 102 Notes 103 Chapter 8: COSO Internal Control Components: Monitoring Activities 105 Importance of COSO Monitoring Internal Control Activities 106 COSO Monitoring Principle 1: Conduct Ongoing and Separate Evaluations 108 COSO Monitoring Principle 2: Evaluate and Communicate Deficiencies 112 COSO Internal Control Monitoring in Perspective 115 Note 115 Chapter 9: COSO Internal Control GRC Operations Controls 117 COSO Operations Objectives 117 Planning and Budgeting Operations Controls 119 IT Systems Operations Controls 123 Operations Procedure Controls and Service Catalogs 133 Importance of COSO Operations Controls 135 Note 135 Chapter 10: COSO Reporting Processes 137 COSO Reporting Objectives 137 COSO External Financial Reporting Controls 139 COSO Internal Financial Reporting Controls 141 COSO External Nonfinancial Reporting Controls 149 COSO Internal Nonfinancial Reporting Controls 149 Importance of COSO Reporting Controls 150 Note 151 Chapter 11: COSO Legal, Regulatory, and Compliance Objectives 153 Importance of Enterprise Compliance Controls 153 Regulatory Compliance Control Issues 155 Internal Controls and Legal Issues 157 Compliance with Professional and Other Standards 158 Chapter 12: Internal Control Entity and Organizational GRC Relationships 161 Internal Controls from an Organizational GRC Perspective 161 Enterprise Governance Overall Concepts 163 Business Entity–Level Internal Controls 167 Divisional and Functional Unit Internal Controls 175 Department- and Unit-Level Internal Controls 178 Organization and GRC Controls in Perspective 179 Note 179 Chapter 13: COSO, Service Management, and Effective IT Controls 181 Importance of IT General Controls 181 IT Governance General Controls 183 IT Management General Controls 184 Client-Server and Smaller Systems General IT Controls 188 ITIL Service Management Best Practices 191 Service Delivery Best Practices 200 Notes 201 Chapter 14: Cloud Computing, Virtualization, and Wireless Networks 203 Internal Controls for IT Wireless Networks 204 Cloud Computing and COSO Internal Controls 208 Storage Management Virtualization 214 COSO Internal Controls and Newer Technologies 215 Note 215 Chapter 15: Another Framework: COSO ERM 217 ERM Definitions and the ERM Portfolio View of Risk 218 The COSO ERM Framework Model 222 Other Dimensions of the ERM Framework 239 COSO ERM and the Revised Internal Control Framework 240 Notes 241 Chapter 16: Understanding and Using COBIT 243 An Executive’s Introduction to COBIT 244 Using COBIT to Assess Enterprise Internal Controls 252 Mapping COBIT to COSO Internal Controls 256 Notes 257 Chapter 17: ISO Internal Control and Risk Management Standards 259 Background and Importance of ISO Standards in a Global Commerce World 259 ISO Standards Overview 262 ISO Standards and the COSO Internal Control Framework 269 Notes 270 Chapter 18: COSO Internal Controls in the Board Room 271 Board Decisions and Internal Control Processes 272 Board Organization and Governance Rules 275 Corporate Charters and the Board Committee Structure 276 The Audit Committee and Managing Internal Controls 279 Board Member Internal Control Knowledge Requirements 281 COSO Internal Controls and Corporate Governance 282 Notes 283 Chapter 19: Service Organization Control Reports and COSO Internal Controls 285 Importance of Service Organization Internal Controls 286 Early Steps to Gain Assurance: SAS 70 287 Service Organization Control (SOC) Reports 288 Right-to-Audit Clauses 290 Internal Control Limitations 292 Chapter 20: Implementing the Revised COSO Internal Control Framework 293 Understanding What Is New in the 2013 Framework 293 Transitioning to the New COSO Guidance 295 Steps to Begin Implementing the New COSO Internal Control Framework 296 Index 297

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Book SynopsisIf disaster struck, could your business continue to operate? It might be a fire, flood, storm, or a quality control failure - whichever way, how can you minimize the risk of disruption to your business? This book sets out how to identify the risks to your organization, how to create your own BCM plan and what to do if the worst does happen.Trade ReviewThe guide provides simple, practical and low cost steps to help companies make sure they can stand up to disruptions. (The Start Up Donut, 12th October 2012) a balanced and comprehensive book of chapters, each of which can be read on its own, allowing the reader to focus on what is important to their business, conscious that they are getting the full picture. (October 2012) The book is a useful guide to the topic that would serve as good foundation even for enterprises embarking upon of reviving a BC plan. (ComputerScope, November 2012) An impressive and informative book. Don t get a consultant, save your money and buy the book instead' (Frost Magazine, May 2013)Table of ContentsIntroduction 1 Part I: Discovering Business Continuity 7 Chapter 1: Introducing Business Continuity 9 Chapter 2: Understanding the Importance of Business Continuity 19 Chapter 3: Achieving Rapid Results and Quick Wins 33 Part II: Starting Out on Your Business Continuity Journey 51 Chapter 4: Focusing on What’s Important: Business Impact Analysis 53 Chapter 5: Considering the Risks to Your Business 71 Chapter 6: Building Resilience in Your Supply Chain 95 Chapter 7: Selecting the Right Continuity Strategies 107 Chapter 8: Developing Your Business Continuity Plan 127 Part III: Embedding Business Continuity into Your Company 141 Chapter 9: Building a Great Business Continuity Team 143 Chapter 10: Managing a Crisis 153 Chapter 11: Validating Your Business Continuity Plan 171 Part IV: Examining Business Continuity in Specific Contexts 193 Chapter 12: Calling in the Experts 195 Chapter 13: Viewing Business Continuity from a Manufacturing Perspective 207 Chapter 14: Developing a Retail Business Continuity Programme 217 Chapter 15: Using Business Continuity with Professional Services Firms 225 Chapter 16: Making Insurance Work 235 Part V: The Part of Tens 249 Chapter 17: Ten Top Tips for Keeping Your IT in Great Shape 251 Chapter 18: Ten Tips for Communicating Internally During a Disruption 257 Chapter 19: Ten Tips for Effective External Communication in a Crisis 263 Index 269

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Book SynopsisLegendary money manager Ken Fisher outlines the most common and costly mistakes investors make. *Small cap stocks are best for all time. Bunk! *A trade deficit is bad for markets. Bunk! *Stocks can't rise on high unemployment.Trade Review"... thoroughly recommended.... If I were a novice investor, I'd make sure I read this book and memorised the first 32 lessons." (Financial Times, November 2010) "It's about time someone drove a stake into the folklore that permeates Wall Street, and Mr. Fisher does it in convincing-and often entertaining-fashion." (The Globe and Mail, November 2010) "... challenges and refutes common, widely held investing myths and misperceptions... bite-size chunks-where you can read one chapter or many...." (Euroinvestor.co.uk, October 2010)Table of ContentsAcknowledgments ix Introduction: Debunkery Made Easy xiii PART 1 Basic Bunk to Make You Broke 1 Bunk 1 Bonds Are Safer Than Stocks 5 Bunk 2 Well-Rested Investors Are Better Investors 9 Bunk 3 Retirees Must Be Conservative 13 Bunk 4 Age Equals Asset Allocation 17 Bunk 5 You Should Expect Average Returns 20 Bunk 6 "Capital Preservation and Growth" Is Possible! 23 Bunk 7 Trust Your Gut 26 Bunk 8 One Big Bear and You’re Done 30 Bunk 9 Make Sure It’s a Bull Before Diving In 34 Bunk 10 Growth Is Best for All Time. No, Value. No, Small Caps 39 Bunk 11 A Good Con Artist Is Hard to Spot 44 PART 2 Wall Street "Wisdom" 49 Bunk 12 Stop-Losses Stop Losses! 51 Bunk 13 Covered Calls . . . Gotcha Covered 54 Bunk 14 Dollar Cost Averaging—Lower Risk, Better Returns 57 Bunk 15 Variable Annuities Are All Upside, No Downside 60 Bunk 16 Equity-Indexed Annuities—Better Than Normal Annuities 65 Bunk 17 Passive Investing Is Easy 68 Bunk 18 Do Better With Mutual Funds by Sending Your Spouse on a Shopping Spree 72 Bunk 19 Beta Measures Risk 75 Bunk 20 Equity Risk Premiums—Forecasting Future Returns With Ease 80 Bunk 21 When the VIX Is High, It's Time to Buy 84 Bunk 22 Be Confident on Consumer Confidence 88 Bunk 23 All Hail the Mighty Dow! 92 PART 3 "Everyone Knows" 99 Bunk 24 So Goes January 101 Bunk 25 Sell in May 104 Bunk 26 Low P/Es Mean Low Risk 107 Bunk 27 A Strong Dollar Is Super 112 Bunk 28 Don’t Fight the Fed 116 Bunk 29 Interest Pays Dividends 120 Bunk 30 Buy a 5% CD for 5% Cash Flow—Easy! 123 Bunk 31 Baby Boomers Retire, World Ends, Etc. 126 Bunk 32 Concentrate to Build Wealth 130 PART 4 History Lessons 135 Bunk 33 Pray for Budget Surpluses 137 Bunk 34 High Unemployment Is a Killer 143 Bunk 35 With Gold, You’re Golden 148 Bunk 36 Stocks Love Lower Taxes 152 Bunk 37 Oil and Stocks Seesaw 158 Bunk 38 Swine Flu, SARS, Ebola, and Other Viral Disasters Make Markets Sick 163 Bunk 39 Consumers Are King 167 Bunk 40 Presidential Term Cycles Are Stock Market Voodoo 172 Bunk 41 My Political Party Is Best for Stocks 178 Bunk 42 Stock Returns Are Too High and Must Fall 182 PART 5 It's a Great Big World! 187 Bunk 43 Foreign Stocks Just Feel So . . . Foreign 189 Bunk 44 Who Needs Foreign? 192 Bunk 45 Big Debt Is National Death 195 Bunk 46 America Can’t Handle Its Debt 199 Bunk 47 Indebted to China 202 Bunk 48 Trade Deficits Make Deficient Markets 206 Bunk 49 GDP Makes Stocks Grow 211 Bunk 50 Terrorism Terrorizes Stocks 215 Notes 219 About the Authors 228 Index 229

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Book SynopsisHow to manage any project on just one piece of paper The New One-Page Project Manager demonstrates how to efficiently and effectively communicate essential elements of a project's status. The hands of a pocket watch reveal the time of day without following every spring, cog, and movement behind the face.Table of ContentsForeword by Eric Verzuh ix Acknowledgments xv Introduction xvii Chapter 1—The Necessity of Simplicity and the Power of Visuals 1 Chapter 2—OPPM is all About Communication 15 Chapter 3—What is the One-Page Project Manager? 25 Chapter 4—A Traditional Project 37 Chapter 5—The 12 Construction Steps for a Traditional OPPM 53 Chapter 6—The Five Reporting Steps for a Traditional OPPM, or OPPM in Action 101 Chapter 7—An Agile Project: Five Essential Parts of an Agile Project 119 Chapter 8—The 12 Construction Steps for an Agile OPPM 133 Chapter 9—The Seven Reporting Steps for an Agile OPPM 155 Chapter 10—Thinking about Projects 165 Chapter 11—The Project Management Office 179 Chapter 12—Consulting and Marketing with the OPPM 197 Appendix A—The One-Page OPPM 207 Appendix B—OPPM and the PMBOK 211 Index 219

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Book SynopsisSelected as one of Motley Fool's "5 Great Books You Should Read" In The AIG Story , the company's long-term CEO Hank Greenberg (1967 to 2005) and GW professor and corporate governance expert Lawrence Cunningham chronicle the origins of the company and its relentless pioneering of open markets everywhere in the world.Trade Review“Summing Up: Recommended. General readers; all levels of undergraduate students; professionals.” (Choice, 1 August 2013) "Did the U.S. government break the law when it seized control of American International Group during the financial crisis of 2008? In 'The AIG Story,' the man who built the giant insurer says that the answer is yes and explains his reasoning. Former AIG chief executive Maurice R. 'Hank' Greenberg—along with his co-author, Lawrence A. Cunningham—also offers a fascinating company history and an account of how, after Mr. Greenberg's ouster in 2005, AIG made the disastrous mortgage bets that drove it into the arms of the feds." (The Wall Street Journal) "[A] strong, fast-moving and well-crafted book...In effect, there are two stories here, both well told: the first, the story of a man who dreamed the American dream and realized it through drive, determination, and adherence to principle; and the second, the story of what seems to be an evolving model, with government officials, always for political reasons, exercising what increasingly approaches operational control over American business. It’s to the great credit of Greenberg that he's never accepted the validity of the second and has devoted his life and great energies to keeping the first alive and well." (The National Interest) "The early chapters of 'The AIG Story' trace the acquisition of its U.S. units and international expansion, and offer interesting anecdotes. The book also paints a clear picture of the hard-driving, profit-centered corporate culture Mr. Greenberg famously fostered at AIG." (Business Insurance) "The AIG Story is well documented, telling of how the company virtually collapsed and Greenberg was pushed out of leadership. The book has much information to share with financial leaders to help grow a business and to protect the identity of a company during periods of economic downturns."—ABA Banking Journal "The only first-hand account of AIG's rise and near destruction, this book is a compelling chronicle of one of the great business success stories of the twentieth century as well as a history of the evolution of global capitalism over the past six decades."—Continuity Risk & InsuranceTable of ContentsChairman’s Note xi Preface xiii Acknowledgments xxi Part One Chapter 1 Independence 3 Chapter 2 Innovation 19 Chapter 3 Succession 31 Chapter 4 Vision and Culture 43 Chapter 5 The Internationalist 53 Chapter 6 Raising the Iron Curtain 63 Chapter 7 Opening Trade in Services 79 Chapter 8 Reopening China 95 Chapter 9 The Life Business 111 Chapter 10 The Domestic Front 125 Chapter 11 Investments 139 Chapter 12 Governance 149 Part Two Interlude 167 Chapter 13 Hostile Change 171 Chapter 14 Restating History 189 Chapter 15 Civil War 203 Chapter 16 Saving the Starr Foundation 213 Chapter 17 Chaos 223 Chapter 18 Nationalization 243 Epilogue 261 Notes 265 About the Companion Web Site 309 About the Authors 311 Index 313

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Book SynopsisFabricated tells the story of 3D printers, humble manufacturing machines that are bursting out of the factory and into schools, kitchens, hospitals, even onto the fashion catwalk. Fabricated describes our emerging world of printable products, where people design and 3D print their own creations as easily as they edit an online document. A 3D printer transforms digital information into a physical object by carrying out instructions from an electronic design file, or ''blueprint.'' Guided by a design file, a 3D printer lays down layer after layer of a raw material to ''print'' out an object. That''s not the whole story, however. The magic happens when you plug a 3D printer into today's mind-boggling digital technologies. Add to that the Internet, tiny, low cost electronic circuitry, radical advances in materials science and biotech and voila! The result is an explosion of technological and social innovation. Fabricated takes the reader onto a rich anTrade Review'It's well-written, and with chapters like "Digital cuisine", "Ownership, safety and new legal frontiers" and "A factory in the classroom", the book holds much promise. I put it like that because I haven't actually read it yet! I've literally just started on it, and thought I would take the opportunity to give you the heads-up on it. (ICTinEducation.org, June 2013) 'This engaging book takes the reader on a journey that explores how 3D printing will impact our lives. Fabricated is ideal if you re interested in integrating 3D printing into your work, but are not experts in design software.' (Design Talks, August 2013)Table of ContentsPreface xiii Chapter 1: Everything is becoming science fiction 1 Chapter 2: A machine that can make almost anything 7 Printing three-dimensional things 11 The ten principles of 3D printing 20 Chapter 3: Nimble manufacturing: Good, fast, and cheap 25 Somewhere between mass production and the local farmer’s market 27 The blank canvas of the 21st century 35 Chapter 4: Tomorrow’s economy of printable products 45 Like ants with factories 46 The experience economy 51 A future economy of printable products 56 Chapter 5: Printing in layers 65 A manufacturing process at heart 65 Two families of printers 68 Cleaning up design files 77 The raw materials 81 Chapter 6: Design software, the digital canvas 85 A word processor for drawing 85 Today’s design software 91 What you design is not (necessarily) what you print 100 The next generation of design software: digital capture 102 Chapter 7: Bioprinting in "living ink" 105 The printer of youth 105 Tissue engineering 111 CAD for the body 120 The future 124 Chapter 8: Digital cuisine 129 Digital gastronomy 130 Feeding the quantified self 142 Processed food 144 Chapter 9: A factory in the classroom 153 Make to learn: Children's engineering 154 Not a national crisis. . . but learning should be enjoyable 161 Now let's see you draw that abstract equation on a graph 166 Barriers to classroom adoption 171 The road ahead 173 Chapter 10: Unleashing a new aesthetic 175 Computers that act like nature 176 Printing wavy walls and custom gargoyles 191 Chapter 11: Green, clean manufacturing 197 A tale of two plastic toys 200 Greener manufacturing 202 3D printing a more beautiful landfi ll 206 Chapter 12: Ownership, safety, and new legal frontiers 217 Printing weapons, drugs, and shoddy products 218 Rip, mix, and burn physical things 224 Exclusivity vs. the freedom to innovate 230 Chapter 13: Designing the future 241 Tea. Earl Grey. Hot. 241 A bicycle for our imagination 243 The language of shapes 252 Changing the shape of design tools 260 Chapter 14: The next episode of 3D printing 263 The three episodes of 3D printing 265 Cofabrication of multiple materials 266 Moving from printing passive parts to active systems 271 The final episode—from analog to digital 275 Machines making machines 280 References 283 Index 291

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Book SynopsisTake control of your personal finances one bite at a time Getting your financial house in order is a big job. At first, you might even feel like you've bitten off more than you can chew.Table of ContentsAcknowledgements ix How to Use this Guide xi Introduction 1 PART ONE: Understanding Your Finances 3 Chapter 1: Setting and Achieving Goals 5 Chapter 2: Where Are You Now? 19 Chapter 3: How to Save a Lot of Money! 31 Chapter 4: Income and Debt Management 53 PART TWO: Protecting Your Finances 71 Chapter 5: Benefits 73 Chapter 6: Risk and Living Insurance 93 Chapter 7: Life Insurance 107 PART THREE: Growing Your Finances 131 Chapter 8: Retirement and Estate Planning 133 Chapter 9: Investing 163 Chapter 10: Tax Planning 187 PART FOUR: Ensuring Financial Success 211 Chapter 11: Wills, Powers of Attorney, and Personal Care Directives 213 Chapter 12: Finding the Right Advisors 237Conclusion 257 About the Employee Financial Education Division 259 Index 261 About the Author 273

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Book SynopsisHow to foster happier employees for a healthier bottom line Managers could learn a lot from a message echoed by generations of dairy farmers: Contented cows give better milk. This book is not, repeat, not a management tome. In this fully revised and expanded edition to a book which absolutely, positively makes the case that treating people right is one of the best things any business can do for its bottom line, Contented Cows Still Give Better Milk offers sound, practical advice for those who know that their reputation as an employer is as important as bandwidth. Offers updated case studies and new examples from on-site research in a number of real organizations, as well as inspiring examples of companies that know how to do it right . . . and few that didn''t Fad-free prescriptive advice informed by the authors'' combined four-plus decades of training and consulting with thousands of managers and employees, conducting employee engagementTable of ContentsAcknowledgments ix Introduction xi Part I The Premise 1 Chapter 1 Just the Facts 3 Chapter 2 Cows with Attitude 21 Part II Contented Cows Are Committed 41 Chapter 3 The “Vision Thing”: Passengers or Crew 43 Chapter 4 The Path to Commitment 53 Part III Contented Cows Are Cared About 63 Chapter 5 First You Feed the Troops 65 Chapter 6 Tell ’Em the Truth 85 Chapter 7 When Times Get Tough 95 Chapter 8 Contented Cows Are Connected 115 Chapter 9 A Case for Some Useful Benefits 129 Part IV Contented Cows Are Enabled 147 Chapter 10 Empower This! 149 Chapter 11 Enabled Employees Are Incredibly Well Trained 157 Chapter 12 Enabled Employees Are Tooled 169 Chapter 13 Enabled Employees Are Trusted 181 Chapter 14 When the Contented Cows Come Home (Speculations on the Near Future) 189 Notes 195 Index 199

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Book SynopsisReal life insights on what it takes to make it in a relationship with an entrepreneur Entrepreneurs are always on the go, looking for the next startup challenge. And while they lead very intensely rewarding lives, time is always short and relationships are often long-distant and stressed because of extended periods apart.Trade Review"There have been many thousands of pages dedicated to successful entrepreneurship, but rarely a word spoken about leading a successful entrepreneurial life until the release of “Startup Life.” In what I consider to be the first must-read book of the year, Amy Batchelor and Brad Feld artfully tackle the subject with an astonishing level of transparency and authenticity. No subject is off-limits, including emotional struggles, sexual intimacy, financial decision-making, and family planning." —Forbes, 1/23/2013 “One of the most appealing aspects of Startup Life is that Brad and Amy are not dogmatic. They offer various suggestions from their own lives, as well as vignettes provided by other startup couples, which Brad believes make the book more impactful and balanced…Although the book’s ideal audience is an entrepreneurial couple on the front-end of their relationship, even veteran entrepreneurs can learn something from Startup Life.” —ForbesTable of ContentsPREFACE xi ACKNOWLEDGMENTS xv CHAPTER ONE Introduction 1 CHAPTER TWO Philosophy 7 CHAPTER THREE Communication 23 CHAPTER FOUR Startup Company Life 41 CHAPTER FIVE Personality 49 CHAPTER SIX Values 63 CHAPTER SEVEN Skills, Tactics, and Tools 73 CHAPTER EIGHT Common Issues and Conflicts 89 CHAPTER NINE Big Issues: Illness, Relationship Failure, and Divorce 109 CHAPTER TEN Money 123 CHAPTER ELEVEN Children 143 CHAPTER TWELVE Family 155 CHAPTER THIRTEEN Sex and Romance 171 CHAPTER FOURTEEN Enough 179 BIBLIOGRAPHY 185 ABOUT THE AUTHORS 189 INDEX 191 EXCERPT FROM STARTUP COMMUNITIES 195

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Book SynopsisA concise overview of the legal needs of nonprofit organizations Good Counsel is a compact and personable overview of the legal needs of nonprofits, crafted by one of America''s most astute nonprofit general counsels. The book distills the legal needs of the 1.8 million tax-exempt organizations in the United States.Written in a clear and accessible style, with plenty of humor and storytelling as well as illustrative case studies, Good Counsel explains the basics of nonprofit corporate law, governance, and the tax exemption. It then takes a department-by-department look at legal topics relevant to program, fundraising, finance, communications, human resources, operations, contracts, government relations, and more. Good Counsel is designed help organizations fulfill their missions to do the public good. Designed to impart confidence and demystify the issues, Good Counsel is a must-read for nonprofit professionals and board members as well as Trade Review“Great resource... Her writing style is less lawyerly, and well, human. The book is filled with stories, practical resources, and tools.” Beth’s Blog: How Nonprofits Can Use Social Media “Remarkable, up-to-date and virtually all-inclusive practice treatment...An impressive array of guidelines and how-to suggestions and materials intended to train incoming counsel and those on both sides of the attorney-client relationship.” New York Bar Journal “A true must-read for nonprofit lawyers, executives, board members and even law students....If you interact with nonprofits, this is the book.” New York Law Journal “Rosenthal gives us the scoop on how lawyers can parlay their firm experience into a job in the nonprofit sector.” (amlawydaily, April 2012) “There is no doubt that once you have this book in your hands, you’ll be grateful, whether you’re a development director, the ED, or a ‘member of the board’. Add Good Counsel to your nonprofit management bookshelf and make sure that your entire management team knows about it.” (About.com, February 2012)Table of ContentsPreface xi Acknowledgments xvii Introduction xix Who Should Use This Book xx Features of the Book xxi How This Book Is Set Up xxii Preliminary Observations xxiv Illustrative Cases xxvii Part I An Overview of Nonprofits’ Legal Needs Chapter 1 What Good Counsel Can Do for Nonprofits 3 What Legal Needs Do Nonprofits Have in Common? 4 Beyond Laws about Nonprofits: Complying with Business Laws, Too 11 First Stop for Legal Advice: CYA (Consult Your Attorney) 12 In Sum/Coming Up Next 14 Chapter 2 Nonprofit Legal Basics: Corporate Law and the Requirements of the Tax Exemption 19 The Benefi ts of Incorporating 19 Getting Organized as a Nonprofit Corporation 22 Following Good Corporate Law Practices 24 Obtaining Recognition of Tax-Exempt Status 28 Maintaining Tax-Exempt Status 31 Meeting Additional IRS Expectations 34 Chapter 3 Good Counsel about Corporate Governance 47 What Does the Board Do? 47 Advocacy and Independent Judgment: Counsel in Relation to the Chief Executive 58 When Governance Fails: Learning by Negative Example 59 Part II A Grand Tour of Nonprofits’ Business Law Needs Chapter 4 Contracts and Intellectual Property: Laws that Matter to Program Staff 67 Understanding the Organization’s Program 67 Contracts: At the Heart of the Program’s Legal Arrangements 68 What Is Intellectual Property (and What Does It Have to Do with Nonprofits?) 81 Copyright Law for Nonprofits: An Introduction 82 Chapter 5 Counseling the Rainmakers: Legal Aspects of Raising Money 93 A Lawyer’s Introduction to Fundraising 94 Laws That Matter to Fundraisers 99 Other Places Where Legal Meets Fundraising 112 Better Fundraising Through Good Governance and Compliance 117 Chapter 6 Laws That Matter to the Finance Department (or Not-for-Profit, but Not-for-Loss Either) 123 Understand the Big Financial Picture 124 A Year in the Life 132 Other Places Where Legal and Finance Meet 135 Chapter 7 Getting Personnel: Human Resources Law for Nonprofits 155 Human Dynamics, Nonprofi ts, and the Law 157 Key Legal Elements of Employment Relationships 159 Other Laws that Matter to Nonprofi t Human Resources Professionals 169 Chapter 8 Getting the Word Out, Legally: Counseling the Nonprofit Communications Team 185 Introduction to the Legal Aspects of Nonprofi t Communications 185 What Nonprofi t Marketing Directors Should Know about Trademark Law 186 Clearing Rights to Use the Protected Works of Others 199 Consumer Regulatory Laws 211 Getting the Word Out, Digitally 214 Other Places Where Legal Meets Communications 217 Chapter 9 Legal Meets Operations, Facilities Management, and Security 223 Laws That Matter to Operations 225 About Leases 233 Risk Management and the Chief Operating Officer 240 Chapter 10 Political Activities and Governmental Lobbying 243 Thou Shalt Not Politick 243 Lobbying: Advocacy with Limits 247 Recordkeeping, Registration, and Financial Disclosure 250 What Isn’t Lobbying? 251 Part III For Good Counsel Only Chapter 11 Taking Charge of the Legal Function 257 Catalogue and Prioritize Legal Needs 258 The Softer Skills of Good Counsel 265 Chapter 12 Finding Your Dream Job as In-House Counsel at a Nonprofit 271 Where to Begin Searching for an In-House Job at a Nonprofit 271 How to Position Yourself to Win an In-House Job in a Nonprofit 272 Don’t Believe the Myths 282 Chapter 13 Mobilizing Other Legal Forces for the Good 287 Paid and Pro Bono Representations 288 A Broad-Gauge Role for the Legal Profession in the Nonprofit Sector 294 Notes 297 Index 311

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Book SynopsisA timely guide to profiting in markets dominated by high frequency trading and other computer driven strategies Strategies employing complex computer algorithms, and often utilizing high frequency trading tactics, have placed individual traders at a significant disadvantage in today's financial markets.Table of ContentsPreface xiii Acknowledgments xvii Chapter 1 Today’s Trading Environment 1 Descent of the Pit and Ascent of the Screen 1 Players on the Field 2 The Algo Brothers 4 Where Are You? 7 Chapter 2 Inside the Hidden Market 9 Deep Roots 9 Fibonacci Basics 11 Fibs Make the Moves 15 Why Do Fibs Work? 19 Fibs in the Real World 21 In Summary 26 Chapter 3 Drawing a Road Map 27 Finding Direction 27 A Mountain Range of Price 28 Obstacles in the Road: Pivot Points 32 Navigating Trends 35 Long and Winding Roads 37 Chapter 4 More Tools for Trading Power 39 Filling the Toolbox 39 Watching the Clock (and the Calendar) 39 Tick Tock 43 The Tape and the DOM 46 The DOM (Depth of Market) 49 A Full Toolkit 51 Chapter 5 The 90 Percent Factor—Executing Your Trade 53 Where the Rubber Meets the Road 53 Priorities and Job One 53 What’s the Risk, What’s the Reward? 55 A Brief Pit Stop 59 Preparing the DOM 60 Crossing the Starting Line 61 Running Off the Road 65 When Multiple Contracts Just Aren’t Possible 66 Why 90 Percent? 68 Chapter 6 Three Types of Trade Setups 69 The Traditional 50 Percent Measured Move 69 The Extension 50 Percent Measured Move 74 The 61.8 Percent Failure 78 Why Is This Important to Your Trading? 82 Chapter 7 Using Multiple Time Frames to Trade 83 Time Frames and Russian Dolls 83 The Path of Least Resistance 84 Trading the Trend 85 What Time Frame Should We Look At? 86 Why Is This Important to Your Trading? 91 Chapter 8 Three Entry Strategies for Retracements 93 The Goal 93 The Three Entry Strategies 95 The Progression of Entries 101 Why Is This Important to Your Trading? 101 Chapter 9 The Seasonality of Markets and the Best Times to Trade 103 The Big Picture 103 A Money Manager’s Year 105 The Days 107 The Hours (Best and Worst Times to Trade) 109 The Worst Times to Trade 110 The Typical Money Manager 111 Why Is This Important to Your Trading? 111 Chapter 10 Tools for the NYSE 113 Lagging versus Leading Indicators 113 Tools for the NYSE 114 Using All the Tools Together 121 Why Is This Important to Your Trading? 122 Chapter 11 Tick Extremes and Divergences 123 The Types of Tick Extremes 123 Tick Divergences 124 Why Is This Important to Your Trading? 129 Chapter 12 Profiting from Gap Fills 135 What Is a Gap? 135 The Types of Gap Fill Scenarios 136 Gap Fills to Avoid 136 Gap Fill Percentages 137 The Gap Fill Workflow and Filter 140 Entries 141 When Gaps Don’t Fill 142 What to Do? 143 Why Is This Important to Your Trading? 144 Chapter 13 How to Manage Positions and Take Profits 147 The Rule for Measured Moves 147 The Distance Formula 148 Trailing a Series of Measured Moves 150 After the Confirmation of Trend 152 Using the –23 Percent Profit Target: Take Profit on the Time Frame You Entered the Trade 152 Why Is This Important to Your Trading? 155 Chapter 14 Risk Management (Advanced Trade Management) 157 Bob the Trader 157 Curtis the Contractor 159 Risk per Trade 160 How Many Futures Contracts Should I Trade? 160 Stop Placement 161 The Free Trade 162 The Reduced-Risk Trade 162 Why Scale Out? 162 Pick an Instrument and Focus on It 163 Trading the News Is Gambling 163 Why Is This Important to Your Trading? 163 Chapter 15 The Inner Trader 165 The Emotions of a Trader 165 Mentality 165 Money Management 166 Emotions 167 How Long Does It Take for a New Trader to Trade Well? 168 Attitude 169 Trading Well versus Trading for Profit and Emotional Capital 170 The Phases of Measured Moves 172 The Series of Measured Moves 174 Basic Traditional Measured Moves 174 The Progression of Measured Moves 178 Why Is This Important to Your Trading? 178 Chapter 16 The Trading Plan 179 Keeping Yourself Safe with Statistical-Based Rules 179 The Four Legs of a Trading Strategy 179 Why Trading Rules 182 General Trading Account Rules 183 Gap Fill Trading Rules 185 American (NYSE) Session Trading Rules 186 European (Euro) Session Trading Rules 188 Setups 189 A Trading Journal 189 Why Is This Important to Your Trading? 190 Bringing It all Together 190 About the Author 193 Index 195

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Book SynopsisThe go-to guide to social media skills, now in an updated and revised Third Edition The Social Media Bible is comprehensive 700-plus page social media resource that will teach corporate, small business, and non-profit marketers strategies for using social media to reach their desired audiences with power messages and efficiency.Table of ContentsAcknowledgments vii Introduction xi Part I Tactics and Tools Chapter 1 What Is Social Media? 3 Chapter 2 Say Hello to Social Networking 25 Chapter 3 It’s Not Your Father’s E-Mail 61 Chapter 4 The World of Web Pages 85 Chapter 5 The Internet Forum 117 Chapter 6 The Ubiquitous Blog 141 Chapter 7 The Wisdom of the Wiki 167 Chapter 8 A Picture Is Worth a Thousand Words (Photo Sharing) 187 Chapter 9 Talking about the Podcast (Audio Create) 207 Chapter 10 Got Audio? (Audio Sharing) 233 Chapter 11 Watch Out for Vlogs (Video Create) 253 Chapter 12 Got Video? (Video Sharing) 273 Chapter 13 Thumbs Up for Microblogging 289 Chapter 14 Live from Anywhere—It’s Livecasting 317 Chapter 15 Virtual Worlds—Real Impact 339 Chapter 16 Gaming the System: Virtual Gaming 371 Chapter 17 RSS—Really Simple Syndication Made Simple 397 Chapter 18 Spotlight on Search (Search Engine Optimization) 411 Chapter 19 Marketing Yourself (Search Engine Marketing) 441 Chapter 20 The Formidable Fourth Screen (Mobile) 457 Chapter 21 Let the Conversation Begin (Interpersonal) 487 Part II Strategy: The Five Steps to Social Media Success Chapter 22 Analyze Your Existing Media 539 Chapter 23 The Social Media Trinity 551 Chapter 24 Integrate Strategies 565 Chapter 25 Identify Resources 577 Chapter 26 Implement and Measurement 589 Index 601

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Book SynopsisPublished in 1820, this two-volume guide to the Arctic was written by distinguished scientist and explorer William Scoresby (17891857). Volume 1 is a geographical survey of the region and includes information on ice conditions, weather, zoology, and the question of a northern passage between the Pacific and Atlantic oceans.Table of ContentsPreface; 1. Remarks on the celebrated question, of the existence of a sea-communication between the Atlantic and Pacific Oceans, by the north; with an account of the progress of discovery in the Northern Regions; 2. Descriptive account of some of the Polar countries; 3. Hydrographical survey of the Greenland Sea; 4. An account of the Greenland or Polar ice; 5. Observations on the atmospherology of the Arctic regions; particularly relating to Spitzbergen and the adjacent Greenland Sea; 6. A sketch of the zoology of the Arctic regions; Appendices.

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Book SynopsisCommon hiring practices are destined for failureâhereâs how to hire the right people and build a company culture designed for long-term successIn a recent groundbreaking study, the training firm Leadership IQ found that 46 percent of all new hires fail within their first 18 months. But hereâs the real shocker: 89 percent fail for attitudinal reasonsânot skills.Most hiring managers are getting it wrong. Of course skills are important, but a particular skill set is about the easiest thing to test in an interview. Although much harder to recognize, attitude should be your number-one focus during the hiring process. Donât suffer from poor chemistryâeven one employee with the wrong attitude could cause years of suffering for your other employees and customers.Whether youâre hiring new employees, choosing existing employees for a new team, or upgrading your current talent pool, you need people with the right attitude!Attitude is what mTable of ContentsAcknowledgmentsPrefaceIntroduction1 Discover Your Brown Shorts2 The Interview Questions You Shouldn't Be Asking3 How to Create Brown Shorts Interview Questions4 Creating Brown Shorts Answer Guidelines5 Scoring the Answers6 Recruiting for Your Brown Shorts7 Put Your Brown Shorts to Work for More than Just HiringConclusionIndex

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Book SynopsisA guide to mastering powerful trading methods inspired by stock market legend William O'Neil. It delivers trading techniques based on the O'Neil model that you can put to work in your own portfolio.Table of ContentsAcknowledgments xiii Introduction xv Disciple Boot Camp xvii Pocket Pivot Buy Points xviii Buyable Gap‐Ups xxi Moving Average Violations xxiv The seven‐Week Rule xxv As You Begin xxvi Chapter 1 the OWL ethos 1 Quick Quiz 2 Chart Exercises 7 Identifying Bases 7 The Line of Least Resistance 9 Answers to Quick Quiz 14 Answers to Chart Exercises 19 Identifying Bases 19 The Line of Least Resistance 24 Summary 32 Chapter 2 Mind Games and Mazes 33 Embracing Uncertainty 33 The Psychology of Follow‐Through Days 34 Lockheed‐Martin: An opportunity Derived from Uncertainty 37 Silver: A Crystalline trend amid the Uncertain and Murky Waters of 2011 40 The Uncertainty of Company Earnings Announcements 42 You Must Lose to Win 44 The Need for Labels as a Heuristic Achilles’ Heel 46 Price Bias 48 Find Experts You Can Learn From, Not Have to Rely On 51 Paper Trading versus Real Trading 52 Awareness and Preparation 53 In Summary: Know Thyself 56 Chapter 3 2011: A Postmortem for the New Millennium 59 Reviewing the 2011 Trade Blotter 62 Using Spreadsheet Analysis with Chart Mark‐Ups 63 Three Swings, Three Strikes 64 The Window of Opportunity Has a Silver Lining 68 More Roads to Nowhere in 2011 74 Summarizing the Lessons of 2011 80 Chapter 4 Developing Your “Chart Eye” 85 What is a Chart Eye? 86 The Visual Effect of X‐ and Y‐axis Scaling 88 Linear versus Logarithmic Charts 90 Bars or Candles? 92 Moving Average Stress Syndrome (MASS) 95 Indicators: Useful or Useless? 102 Are Intraday Charts Useful? 105 Monitor Color and Formatting Schemes 108 What You See is What You Get 111 Chapter 5 Pocket Pivot Exercises 113 Conclusion 195 Chapter 6 Buyable Gap-Up Exercises 197 Conclusion 263 Chapter 7 A Trading Simulation 265 First Solar (FSLR) 2007–2008 266 Acme Packet (APKT) 2010–2011 318 Conclusion 340 Chapter 8 Frequently Asked Questions 341 Pocket Pivot Buy Points 341 Buyable Gap‐Ups 354 Stops and General Selling Rules 355 General Topics 359 Short‐Selling 367 Market Timing Model Building 370 Appendix List of Companies (with Ticker Symbols) Referenced in the Book 375 About the Authors 379 Index 381

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Book SynopsisThe flood of information, unprecedented transparency, increasing interconnectedness-and our global interde--pendence-are dramatically reshaping today's world, the world of business, and our lives. We are in the Era of Behavior and the rules of the game have fundamentally changed.Trade Review"Any book endorsed by Bill Clinton has to be worth a look. Across its pages, moral philosopher and LRN founder Seidman argues that in our hyperconnected world, how we do things matters more than ever. The first version of how came out in 2007, but an updated version was recently released on the basis that its teaching are now even more applicable in a post-recession age. Seidman argues that the global downturn demonstrated the interconnectedness of the world in a way that we previously couldn't have begun to fathom, and the need to understand that the way we behave has ramifications for others-near and far. So what are you waiting for"? (Elite Business Magazine) "My friend Dov Seidman has dedicated his life's work to studying how people conduct their business and their lives. As we settle into the twenty-first century with all of its unique challenges . . . it's clear that people worldwide will rise or fall together. Our mission must be to create a global community of shared responsibilities, shared benefits, and shared values. This new focus will require all of us to think about the how, and to find new ways to take action to solve the global issues that none of us can tackle alone." —From the Foreword by President Bill Clinton "Dov Seidman's How is a brilliant social-ethical study. It simplifies for the reader the complexity of vital challenges facing humanity today. Students and teachers alike will profit from reading this book." —Elie Wiesel, Nobel Peace Laureate "Dov Seidman basically argues that in our hyperconnected and transparent world, how you do things matters more than ever, because so many more people can now see how you do things, be affected by how you do things, and tell others how you do things on the Internet anytime, for no cost and without restraint . . . and so it must be with us. We need to get back to collaborating the old-fashioned way. That is, people making decisions based on business judgment, experience, prudence, clarity of communications, and thinking about how—not just how much." —Thomas L. Friedman, New York Times columnist "A trained moral philosopher, Dov Seidman has built a highly successful business on the theory that in today's wired and transparent global economy, companies that 'outbehave' their competitors ethically will also tend to outperform them financially." —Fortune magazine "In his book HOW Mr Seidman explained why he feels behaviour (as opposed to the more fashionable management notions of engagement or motivation) is the key to organisational success….Thought leadership, and big ideas, are rare. But here is a challenging thought for you. Outbehave, outperform, outgreen – or out you go." –The Financial Times Business Life columnist Stefan Stern "The book has understandably received a second wind, propelled by the global economic turmoil. Books like Seidman's on the importance of trust and building and strengthening corporate reputation are being heralded as the voices of sanity." –Economic Times journalist Arati Menon Carroll "Dov Seidman captures the power that Ray Kroc instilled in us at McDonald’s from the day he opened his first restaurant in 1955—a culture based on values puts the customer first. In today’s world, focusing on the ‘how’ is critical to accelerating momentum. HOW is required reading for anyone seeking enduring success in business or life." –Jim Skinner, CEO, McDonald’s Corporation "In HOW, Dov Seidman takes the idea of 'success' even further, redefining it as a quest for significance. Isn't that what we all really want? To have a positive impact, to make a difference, to excel? To do that you have to achieve significance, and Seidman brilliantly shows you HOW. This book will change your life in profound ways." –Author Marcus Buckingham "Dov Seidman's book introduces you to the world of how in a way that will revolutionize the way you think about, assess, and experience success." –Former Chief Learning Officer, Goldman Sachs and former head of leadership development at GE, Steve KerrTable of ContentsForeword xi Preface xiii Prologue: Making Waves 1 Part I: How We Have Been, How We Have Changed 13 Introduction: The Spaces between Us CHAPTER 1: From Land to Information 17 Lines of Communication. Getting Flattened. CHAPTER 2: Technology's Trespass 25 The Ties That Bind Us. Distance Unites Us. Can You Hear Me. Now? The Age of Transparency. The Persistence of Memory. The Information Jinni Is Out of the Lamp. CHAPTER 3: The Journey to HOW 41 Just Do It. The Certainty Gap. The Limitations of Rules. Outbehaving the Competition. How We Go Forward. Part II: How We Think 57 Introduction: The Paradox of Journey. CHAPTER 4: Playing to Your Strengths 63 Help. You Can Judge a Book by Its Cover. Looking Out for Number Two. The Evolution of What Is Valuable. Believe It. CHAPTER 5: From Can to Should 81 Rules as Proxies. Dancing with Rules. On the Tip of Your Tongue. Unlocking Should. Risk and Reward. CHAPTER 6: Keeping Your Head in the Game 103 Distraction. Small Lapses, Large Costs. Dissonance. Doing Consonance. Friction. Putting It in the Whole. Part III: How We Behave 125 Introduction: How We Do What We Do. CHAPTER 7: Doing Transparency 129 Beyond Proxies and Surrogates. ICU, UC Me. The Market Defines You. Say You Are Sorry. Interpersonal Transparency. Sig, Don't Zag. CHAPTER 8: Trust 157 The Soft Made Hard. How High Is the Ceiling? Going on a TRIP. Tripping. Doing Trust. Trust Is the Drug. Trust, but Verify. CHAPTER 9: Reputation, Reputation, Reputation 181 Reputation in a Wired World. Reputational Capital. Mismanaging Reputation Management. A Second Chance. Part IV: How We Govern 209 Introduction: Innovating in HOW. CHAPTER 10: Doing Culture 215 The Sum of All HOWs. The Spectrum of Culture. The Four Types of Culture. Five HOWs of Culture. CHAPTER 11: The Case for Self-Governing Cultures 241 Self-Governance on the Shop Floor. Freedom Is Just Another Word. Taking Culture for a Test-Drive. Closing Gaps. Values in Action. A Journey to Culture. Why Self-Governance Is the Future of Business. CHAPTER 12: The Leadership Framework 267 Leadership. Walking the Talk. The First Five HOWs of Leadership. Circles in Circles (A Thought). The Leadership Framework, Continued. Afterword 299 HOWs Matter 305 Acknowledgments 307 Notes 315 Selected Bibliography 331 Index 337

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Book SynopsisThis is not a book about one thing. It''s not a 250-page dissertation on leadership, teams or motivation. Instead, it''s an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It''s not a manual for people who want to tinker at the margins. Instead, it''s an impassioned plea to reinvent management as we know itto rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in whaTrade ReviewAn impassioned plea to reinvent management as we know it. (innovationexcellence.com, March 2012) The book is bang up to date highlights recent crises and what we can learn from them (CPO Agenda, April 2012) A thought provoking and relevant book for our time that should inspire change, even if it doesn t prescribe it. (economia.com, April 2012) An interesting and thought provoking read for HR and finance directors. (HR Magazine, April 2012) Plenty to feed those with an appetite for change. (CA Magazine, April 2012) A rarity among business books, What Matters Now has an entertaining, anecdotal style that does nothing to diminish the visionary authority with which Hamel speaks . (I: Global Intelligence for the CIO, April 2012) The book is bang up to date highlights recent crises and what we can learn from them. (CPO Agenda, April 2012) 'Probably one of the most important books you could read this year an invitation to rethink the fundamental assumptions we have about capitalism. (Leadership Now, May 2012)Table of ContentsPreface ix Section 1: Values Matter Now 1 1.1 Putting First Things First 3 1.2 Learning from the Crucible of Crisis 9 1.3 Rediscovering Farmer Values 25 1.4 Renouncing Capitalism’s Dangerous Conceits 29 1.5 Reclaiming the Noble 35 Section 2: Innovation Matters Now 39 2.1 Defending Innovation 41 2.2 Cataloging the World’s Greatest Innovators 45 2.3 Inspiring Great Design 55 2.4 Turning Innovation Duffers into Pros 61 2.5 Deconstructing Apple 73 Section 3: Adaptability Matters Now 83 3.1 Changing How We Change 85 3.2 Becoming an Enemy of Entropy 91 3.3 Diagnosing Decline 103 3.4 Mourning Corporate Failure 111 3.5 Future-Proofing Your Company 119 Section 4: Passion Matters Now 135 4.1 Exposing Management’s Dirty Little Secret 137 4.2 Putting Individuals Ahead of Institutions 145 4.3 Building Communities of Passion 153 4.4 Reversing the Ratchet of Control 163 4.5 Reinventing Management for the Facebook Generation 171 Section 5: Ideology Matters Now 179 5.1 Challenging the Ideology of Management 181 5.2 Managing Without Hierarchy 193 5.3 Escaping the Management Tax 207 5.4 Inverting the Pyramid 233 5.5 Aiming Higher 243 Appendix: The Half Moon Bay ‘‘Renegade Brigade’’ 259 Notes 261 Acknowledgments 267 About the Author 269 Index 271

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Book SynopsisAn accessible guide to the essential elements of debt markets and their analysis Debt Markets and Analysis provides professionals and finance students alike with an exposition on debt that will take them from the basic concepts, strategies, and fundamentals to a more detailed understanding of advanced approaches and models. Strong visual attributes include consistent elements that function as additional learning aids, such as: Key Points, Definitions, Step-by-Step, Do It Yourself, and Bloomberg functionality Offers a solid foundation in understanding the complexities and subtleties involved in the evaluation, selection, and management of debt Provides insights on taking the ideas covered and applying them to real-world investment decisions Engaging and informative, Debt Markets and Analysisprovides practical guidance to excelling at this difficult endeavor.

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Book SynopsisThe newly updated fast-reference problem solver The Complete CPA Desk Reference --the convenient, comprehensive reference professionals have relied on for nearly fifteen years--is now updated in a new Fifth Edition to give today's busy executives and accountants the helpful information they need in a quick-reference format.Table of ContentsAbout the Authors xxi Acknowledgments xxiii Introduction xxv Part I Commonly Used Generally Accepted Accounting Principles Chapter 1 Financial Statement Reporting: The Income Statement 3 Income Statement Format 4 Comprehensive Income 4 Extraordinary Items 5 Nonrecurring Items 6 Discontinued Operations 6 Revenue Recognition 8 Other Revenue Considerations 18 Multiple Deliverables 18 Software Revenue Recognition 19 Research and Development Costs 20 Advertising Costs 23 Restructuring Charges 23 Other Expense Considerations 23 Earnings per Share 23 Chapter 2 Financial Statement Reporting: The Balance Sheet 33 Assets 33 Liabilities 57 Fair Value Measurements 71 Fair Value Option for Financial Assets and Financial Liabilities 73 Stockholders’ Equity 77 Chapter 3 Financial Statement Reporting: Statement of Cash Flows and Other Disclosures 91 Statement of Cash Flows 91 Interim Reporting 103 Personal Financial Statements 107 Incorporation of a Business 110 Partnerships 110 Chapter 4 Accounting and Disclosures 113 Hierarchy of GAAP 113 FASB Accounting Standards Codification 113 Accounting Changes 114 Prior-Period Adjustments 121 Disclosure of Accounting Policies 122 Development-Stage Companies 123 Troubled Debt Restructuring 124 Segmental Reporting 127 Imputing Interest on Notes 133 Accounting for Futures Contracts 135 Oil- and Gas-Producing Companies 138 Chapter 5 Key Financial Accounting Areas 139 Consolidations 139 Business Combinations 143 Investments in Securities 148 Leases 156 Pension Plans 170 Other Postretirement Benefits 183 Income Tax Accounting 184 Foreign Currency Translation and Transactions 189 U.S. GAAP versus IFRS 200 Part II Analyzing Financial Statements Chapter 6 Financial Statement Analysis 219 Introduction 219 Horizontal and Vertical Analysis 221 Balance Sheet Analysis 222 Income Statement Analysis 239 Bankruptcy Prediction 249 Liquidation Value 251 Part III Managerial Accounting Applications Chapter 7 Appraising Segmental Performance 255 The What and Why of Responsibility Accounting 255 Cost Center Performance and Standard Costs 258 Flexible Budgets and Performance Reports 276 Profit Centers and Segmented Reporting 278 Profit Variance Analysis 281 Single-Product Firms 282 Multiproduct Firms 282 Managerial Planning and Decision Making 287 How to Measure the Performance of Investment Centers 288 Investment Decisions under ROI and RI 292 More on Economic Value Added 293 Corporate Balanced Scorecard 295 How to Price Goods and Services Transferred 296 Alternative Transfer Pricing Schemes 297 Budgeting and Financial Planning 299 Chapter 8 Analysis of Projects, Proposals, and Special Situations 309 Cost–Volume–Profit and Breakeven Analysis 309 Short-Term, Nonroutine Decisions 320 Theory of Constraints 327 Life-Cycle Costs and Target Costing 327 Activity-Based Costing 331 Just-in-Time and Total Quality Management 334 Taguchi Method of Quality Control 338 Backflush Costing 339 Environmental Costs and Ecoefficiency 342 Time Value Fundamentals 346 Capital Budgeting 350 MACRS Rule 363 Chapter 9 Quantitative Applications and Modeling in Accounting 369 Statistical Analysis and Evaluation 369 Regression Analysis 374 Trend Analysis 378 Regression Statistics 380 Quantitative Methods for Accounting 386 Decision Making 387 Decision Making under Certainty 387 Decision Making under Uncertainty 388 Linear Programming and Shadow Prices 394 Goal Programming and Multiple Goals 398 Learning Curve 402 Inventory Planning and Control 404 Program Evaluation and Review Technique 411 Project Budgeting and Control Using Earned Value Analysis 416 Part IV Auditing, Compiling, and Reviewing Financial Statements Chapter 10 Auditing Procedures 425 Risk Assessment Procedures 425 The Entity and Its Environment 426 Internal Control 426 Substantive Procedures 442 Audit Reports 451 Chapter 11 Compilation, Review, and Other Reporting Services 463 Compilation of Financial Statements 463 Review of Financial Statements 470 Accountant’s Consideration of Obtaining an Updating Representation Letter from Management 480 Documentation in a Review Engagement 481 Restricting the Use of an Accountant’s Compilation or Review Report 485 Consideration of an Entity’s Ability to Continue as a Going Concern 486 Subsequent Events 486 Subsequent Discovery of Facts Existing at the Date of the Report 487 Change in Engagement from Audit or Review to Compilation 487 Reporting on Prescribed Forms 488 Communication between Successor and Predecessor Accountants 490 Compilation of Specified Elements, Accounts, or Items of a Financial Statement 490 Compilation of Pro Forma Financial Information 494 Communicating to Management and Others in a Compilation or Review Engagement 498 Reports on Prospective Financial Statements 499 Attest Engagements 511 Examination of an Entity’s Internal Control over Financial Reporting That Is Integrated with an Audit of Its Financial Statements (SSAE 15) 518 Integration with the Financial Statement Audit 534 Reporting on Controls at a Service Organization 546 Compliance Attestation 555 Management’s Discussion and Analysis 557 Personal Financial Statements Included in Written Personal Financial Plans 557 Reporting on Comparative Statements 559 Special Reports 564 Chapter 12 Auditing Standards 573 SAS 1—Codification of Auditing Standards and Procedures 573 SAS 2—Reports on Audited Financial Statements 574 SAS 3—The Effects of EDP on the Auditor’s Study and Evaluation of Internal Control 575 SAS 4—Quality Control Considerations for a Firm of Independent Auditors 575 SAS 5—The Meaning of “Present Fairly in Conformity with Generally Accepted Accounting Principles” in the Independent Auditor’s Report 575 SAS 6—Related Party Transactions 575 SAS 7—Communication between Predecessor and Successor Auditor 575 SAS 8—Other Information in Documents Containing Audited Financial Statements 575 SAS 9—The Effect of an Internal Audit Function on the Scope of the Independent Auditor’s Examination 575 SAS 10—Limited Review of Interim Financial Information 575 SAS 11—Using the Work of a Specialist 575 SAS 12—Inquiry of a Client’s Lawyer Concerning Litigation, Claims, and Assessments 576 SAS 13—Reports on a Limited Review of Interim Financial Information 578 SAS 14—Special Reports 578 SAS 15—Reports on Comparative Financial Statements 578 SAS 16—The Independent Auditor’s Responsibility for the Detection of Errors or Irregularities 578 SAS 17—Illegal Acts by Clients 578 SAS 18—Unaudited Replacement Cost Information 578 SAS 19—Client Representations 578 SAS 20—Required Communication of Material Weaknesses in Internal Accounting Control 579 SAS 21—Segment Information 579 SAS 22—Planning and Supervision 579 SAS 23—Analytical Review Procedures 579 SAS 24—Review of Interim Financial Information 579 SAS 25—The Relationship of Generally Accepted Auditing Standards to Quality Control Standards 579 SAS 26—Association with Financial Statements 580 SAS 27—Supplementary Information Required by the Financial Accounting Standards Board 580 SAS 28—Supplementary Information on the Effects of Changing Prices 580 SAS 29—Reporting on Information Accompanying the Basic Financial Statements in Auditor-Submitted Documents 580 SAS 30—Reporting on Internal Accounting Control 581 SAS 31—Evidential Matter 581 SAS 32—Adequacy of Disclosure in Financial Statements 581 SAS 33—Supplementary Oil and Gas Reserve Information 581 SAS 34—The Auditor’s Considerations When a Question Arises about an Entity’s Continued Existence 581 SAS 35—Special Reports: Applying Agreed-Upon Procedures to Specified Elements, Accounts, or Items of a Financial Statement 581 SAS 36—Review of Interim Financial Information 581 SAS 37—Filings under Federal Securities Statutes 582 SAS 38—Letters for Underwriters 582 SAS 39—Audit Sampling 582 SAS 40—Supplementary Mineral Reserve Information 583 SAS 41—Working Papers 583 SAS 42—Reporting on Condensed Financial Statements and Selected Financial Data 583 Condensed Financial Statements 583 Selected Financial Data 584 SAS 43—Omnibus Statement on Auditing Standards 585 SAS 44—Special-Purpose Reports on Internal Accounting Control at Service Organizations 585 SAS 45—Omnibus Statement on Auditing Standards—1983 585 Related Parties 585 SAS 46—Consideration of Omitted Procedures after the Report Date 586 SAS 47—Audit Risk and Materiality in Conducting an Audit 586 SAS 48—The Effects of Computer Processing on the Audit of Financial Statements 586 SAS 49—Letters for Underwriters 587 SAS 50—Reports on the Application of Accounting Principles 587 SAS 51—Reporting on Financial Statements Prepared for Use in Other Countries 589 SAS 52—Omnibus Statement on Auditing Standards—1987 590 SAS 53—The Auditor’s Responsibility to Detect and Report Errors and Irregularities 590 SAS 54—Illegal Acts by Clients 590 SAS 55—Consideration of Internal Control in a Financial Statement Audit 591 SAS 56—Analytical Procedures 591 SAS 57—Auditing Accounting Estimates 591 SAS 58—Reports on Audited Financial Statements 592 SAS 59—The Auditor’s Consideration of an Entity’s Ability to Continue as a Going Concern 592 SAS 60—Communication of Internal Control Related Matters Noted in an Audit 594 SAS 61—Communication with Audit Committees 594 SAS 62—Special Reports 594 SAS 63—Compliance Auditing Applicable to Governmental Entities and Other Recipients of Governmental Financial Assistance 594 SAS 64—Omnibus Statement on Auditing Standards 594 SAS 65—The Auditor’s Consideration of the Internal Audit Function in an Audit of Financial Statements 594 SAS 66—Communication of Matters about Interim Financial Information Filed or to Be Filed with Specified Regulatory Agencies 595 SAS 67—The Confirmation Process 595 SAS 68—Compliance Auditing Applicable to Governmental Entities and Other Recipients of Governmental Financial Assistance 597 SAS 69—The Meaning of Present Fairly in Conformity with Generally Accepted Accounting Principles in the Independent Auditor’s Report 597 SAS 70—Service Organizations 597 SAS 71—Interim Financial Information 598 SAS 72—Letters for Underwriters and Certain Other Requesting Parties 598 SAS 73—Using the Work of a Specialist 599 SAS 74—Compliance Auditing Considerations in Audits of Governmental Entities and Recipients of Governmental Financial Assistance 600 SAS 75—Engagements to Apply Agreed-Upon Procedures to Specified Elements, Accounts, or Items of a Financial Statement 600 SAS 76—Amendments to Statement on Auditing Standards No. 72, Letters for Underwriters and Certain Other Requesting Parties 600 SAS 77—Amendments to Statements on Auditing Standards No. 22, Planning and Supervision; No. 59, The Auditor’s Consideration of an Entity’s Ability to Continue as a Going Concern; and No. 62, Special Reports 600 SAS 78—Consideration of Internal Control in a Financial Statement Audit: An Amendment to SAS 55 600 SAS 79—Amendment to Statement on Auditing Standards No. 58, Reports on Audited Financial Statements 600 SAS 80—Amendment to Statement on Auditing Standards No. 31, Evidential Matter 601 SAS 81—Auditing Investments 601 SAS 82—Consideration of Fraud in a Financial Statement Audit 601 SAS 83—Establishing an Understanding with the Client 601 SAS 84—Communications between Predecessor and Successor Accountants 602 SAS 85—Management Representations 603 SAS 86—Amendment to Statement on Auditing Standards No. 72, Letters for Underwriters and Certain Other Requesting Parties 607 SAS 87—Restricting the Use of an Auditor’s Report 607 SAS 88—Service Organizations and Reporting on Consistency 608 SAS 89—Audit Adjustments 608 SAS 90—Audit Committee Communications 608 SAS 91—Federal GAAP Hierarchy 608 SAS 92—Auditing Derivative Instruments, Hedging Activities, and Investments in Securities 609 Existence or Occurrence 610 Completeness 610 Rights and Obligations 611 Valuation 611 Impairment Losses 612 SAS 93—Omnibus Statement on Auditing Standards—2000 614 SAS 94—The Effect of Information Technology on the Auditor’s Consideration of Internal Control in a Financial Statement Audit 614 SAS 95—Generally Accepted Auditing Standards 614 SAS 96—Audit Documentation 614 SAS 97—Amendment to Statement on Auditing Standards No. 50, Reports on the Application of Accounting Principles 614 SAS 98—Omnibus Statement on Auditing Standards—2002 614 SAS 99—Consideration of Fraud in a Financial Statement Audit 615 SAS 100—Interim Financial Information 623 SAS 101—Auditing Fair Value Measurements and Disclosures 623 SAS 102—Defining Professional Requirements in Statements on Auditing Standards 625 SAS 103—Audit Documentation 625 SAS 104—Amendment to SAS 1, Codification of Auditing Standards and Procedures (“Due Professional Care in the Performance of Work”) 629 SAS 105—Amendment to SAS 95—Generally Accepted Auditing Standards 629 SAS 106—Audit Evidence 630 SAS 107—Audit Risk and Materiality in Conducting an Audit 632 SAS 108—Planning and Supervision 634 SAS 109—Understanding the Entity and Its Environment and Assessing the Risks of Material Misstatement 636 SAS 110—Performing Audit Procedures in Response to Assessed Risks and Evaluating the Audit Evidence Obtained 637 SAS 111—Amendment to Statement on Auditing Standards No. 39, Audit Sampling 640 SAS 112—Communication of Internal Control–Related Matters Identified in an Audit 641 SAS 113—Omnibus 2006 641 SAS 114—The Auditor’s Communication with Those Charged with Governance 641 SAS 115—Communicating Internal Control Related Matters Identified in an Audit 642 SAS 116—Interim Financial Information 647 SAS 117—Compliance Audits 648 SAS 118—Other Information in Documents Containing Audited Financial Statements 648 SAS 119—Supplementary Information in Relation to the Financial Statements as a Whole 650 SAS 120—Required Supplementary Information 654 SAS 121—Revised Applicability of Statement on Auditing Standards No. 100, Interim Financial Information 655 AS 1—References in Auditor’s Reports to the Standards of the Public Company Accounting Oversight Board 656 AS 2—An Audit of Internal Control over Financial Reporting Performed in Conjunction with an Audit of Financial Statements 656 AS 3—Audit Documentation 656 AS 4—Reporting on Whether a Previously Reported Material Weakness Continues to Exist 657 AS 5—An Audit of Internal Control over Financial Reporting That Is Integrated with an Audit of Financial Statements 662 Definitions 664 AS 6—Evaluating Consistency of Financial Statements 670 AS 7—Engagement Quality Review 671 AS 8—Audit Risk 672 AS 9—Audit Planning 673 AS 10—Supervision of the Audit Engagement 674 AS 11—Consideration of Materiality in Planning and Performing an Audit 675 AS 12—Identifying and Assessing Risks of Material Misstatements 677 AS 13—The Auditor’s Responses to the Risks of Material Misstatement 680 AS 14—Evaluating Audit Results 681 AS 15—Audit Evidence 682 Chapter 13 Sarbanes-Oxley Act of 2002 685 Auditor Independence 685 Partner Rotation 686 Public Company Accounting Oversight Board 686 Part V Taxation Chapter 14 Tax Research 691 Sources of Tax Law 691 The Court System 692 Part VI Other Professional Standards Chapter 15 Consulting Services 697 Chapter 16 Quality Control 699 Chapter 17 Code of Professional Conduct 703 Rule 101—Independence 703 Rule 102—Integrity and Objectivity 705 Rule 201—General Standards 705 Rule 202—Compliance with Standards 705 Rule 203—Accounting Principles 706 Rule 301—Confidential Client Information 706 Rule 302—Contingent Fees 706 Rule 501—Acts Discreditable 707 Rule 502—Advertising and Other Forms of Solicitations 707 Rule 503—Commissions and Referral Fees 707 Rule 505—Form of Organization and Name 707 Index 709

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Book SynopsisThe "how-not-to" leadership book There is a paradox in leadership: we can only succeed by knowing failure. Every accomplished leader knows there are minefields of failures that need to be navigated in order to succeed.Trade Review“After reading only one of the chapter headings of The Wisdom of Failure—‘Does This Doorframe Make My Head Look Big?’—I knew I was in for a real treat. Luckily for me, the rest of the book does not disappoint. Through their analysis of many pointed leadership examples in American business, the authors distill corporate lessons into pearls of wisdom from which all of us can learn.” —Marshall Goldsmith, New York Times bestselling author, MOJO and What Got You Here Won't Get You There “A definitive piece of work that makes a most compelling connection between understanding failure and experiencing success. A must-read for serious-minded leaders who want to take their businesses to higher ground in an enduring way.” —Douglas R. Conant, former president, CEO, and director, Campbell Soup Company; New York Times bestselling author, Touchpoints “In this important new book from Weinzimmer and McConoughey, we discover how true it is, that the best leaders are the best learners. The Wisdom of Failure is a rare, honest look at both sides of the leadership story. Solidly researched and filled with practical examples you can apply immediately, this book should be read by leaders across the board.” —Jim Kouzes, Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University; bestselling coauthor, The Leadership Challenge “All great leaders learn from their mistakes, but mistakes are a precious and costly resource. This provocative and thoughtful book allows you to learn from others’ mistakes, so you can learn without paying the price. Buy copies for everyone on your team and leverage these lessons on your journey to creating extraordinary results.” —Saj-nicole Joni, confidential CEO advisor; bestselling author, The Right Fight “The Wisdom of Failure is an epiphany. From the very first chapter, Weinzimmer and McConoughey shift the reader’s focus beyond short term accolades and trade-offs to a horizon where a leader can find true success and accomplishment. In their well-researched book, the authors give leaders the tough love they need to learn from their mistakes before their mistakes become costly. A must-read for aspiring, new, and seasoned leaders.” —Jennifer Robin, Ph.D., author, The Great Workplace “The importance of understanding failure’s lessons cannot be overstated in today’s fast-moving business environment, and The Wisdom of Failure offers a smart research-based guide to navigating these tough leadership lessons. You’ll be engaged from the very first page.” —Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business School; author, Teaming “The Wisdom of Failure allows you to benefit from the inevitable growth that comes from failure without having to experience it first-hand. An invaluable read for anyone striving to move themselves and their business forward.” —Dan Schawbel, founder, Millennial Branding; author, Me 2.0 “Never before has learning from failure been more important—to innovation, to learning, to strategy under uncertainty, and to the development of the next generation of leaders. Ironically, in many organizations the attitude towards failure virtually guarantees not only that people won’t learn its valuable lessons but that they will also suffer the brunt of its downsides. This well-researched and accessible book is a timely summary of how failure can be useful, even essential, and serves as a welcome reminder of the importance of ‘failing forward.’” —Rita Gunther McGrath, strategy and innovation advisor, Columbia Business School Professor; coauthor, Discovery-Driven Growth “Having worked with hundreds of emerging companies, I have seen failure in all flavors! Finally we have, in one well-written book, the lessons learned from such experiences. The Wisdom of Failure is an instant business classic destined for the tablets and shelves of our innovation economy’s leaders.” —Larry Weber, chairman and CEO, W2 Group “Leaders become great only when they have overcome adversity. We learn how to grow from our setbacks. Weinzimmer and McConoughey have created a simple framework and practical methodology to develop an organizational culture that encourages productive innovation. The Wisdom of Failure provides us with the research, case studies, and tools to transform our failures into our biggest successes.” —Jeff DeGraff, professor, Ross School of Business, University of Michigan; author, Innovation You, Leading Innovation, and Creativity at Work “Every truly great leader has experienced failure and (more important) learned from it. Organizations that support ‘smart’ failure are more innovative, adaptable, resilient, and profitable. In The Wisdom of Failure, Weinzimmer and McConoughey have distilled the key factors that are most likely to push every one of us off track, and outlined the practices that leaders, teams, and entire organizations can use to navigate around those hazards. If you aren’t pushing yourself to the point where failure is a possibility, you are not coming close to your potential as a leader. But in today’s times, where acceleration is the new normal, you’ll need this book as your guide.” —Eric McNulty, editor, Harvard School of Public Health; coauthor, You’re It! Lessons from Crisis Meta-LeadershipTable of Contents1 Flawless Leadership: Learning the Lessons Without Paying the Price 1 Part One Unbalanced Orchestration 2 Seduced by Yes: Trying to Be All Things to All People 31 3 Businesses You Have No Business Being In: Roaming Outside the Box 57 4 Entrenched in Efficiency: Forgetting to Put Effectiveness First 77 Part Two Drama Management 5 The Playground in the Workplace: Leaders Who Rule by Bullying 101 6 When Utopia Becomes Dystopia: Problems with Dysfunctional Harmony 125 7 The Battle Within: Distracted Purpose 151 Part Three Personality Issues 8 Standing in the Way: Hoarding Power and Responsibility 175 9 Living Outside the Storm: The Destructive Path of Disengagement 197 10 “Does This Doorframe Make My Head Look Big?”: Problems with Self-Absorbed Leaders 221 A Final Caveat: Walking the Line 241 Notes 245 Acknowledgments 259 Index 261 About the Authors 281

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Book SynopsisSir John Templeton, legendary investor, was famous for saying, "The four most dangerous words in investing are, 'This time it's different. '" He knew that though history doesn't repeat, not exactly, history is an excellent guide for investors.Table of ContentsPreface ix Acknowledgments xvii Chapter 1 The Plain-Old Normal 1 Yes Sir, Sir John 1 The Normal Normal 5 The Jobless Recovery 14 The Always Feared, Rarely Seen Double Dip 23 Chapter 2 Fooled by Averages 31 Bull Markets Are Inherently Above Average 32 Viva the V 36 Normal Returns Are Extreme, Not Average 47 The Pause That Refreshes (and Confuses) 49 Getting Average Returns Is Hard—Really Hard 53 Chapter 3 Volatility Is Normal—and Volatile 57 What the Heck Is Volatility? 58 Volatility Is Volatile 61 The Daily Grind 65 Stocks Are Less Volatile Than Bonds? 67 Economic Volatility—Also Normal 69 Volatility Isn’t Inherently Bad 71 Never a Dull Moment 74 Chapter 4 Secular Bear? (Secular) Bull! 81 Seeing the World Through Bear- Colored Glasses 82 Two Secular Bear Markets? 84 Stocks—Up Vastly More Than Down 90 Chapter 5 Debt and Deficient Thinking 101 Deficits Aren’t Bad, but Surpluses Will Kill You 105 The History of Big Government Debt 110 Just Who Is at Default Here? 116 Chapter 6 Long- Term Love and Other Investing Errors 123 No One Category Is Best for All Time 124 Long- Term Love Is Like Long- Term Forecasting— Both Wrong 129 It’s Still Heat Chasing Even When It Seems Safe 134 Use History to Your Advantage 146 Chapter 7 Poli-Ticking 151 Enter the Ideology- Free Zone 152 Your Party Isn’t Better 153 Presidents and Risk Aversion 155 Perverse Inverse—It’s Four and One 160 Poli- Tics Go Global 170 Poli- Tics Versus Entrepreneurs 172 Chapter 8 It’s (Always Been) a Global World, After All 177 It’s Always Been a Small World 179 Seeing the World Right 186 Conclusion 194 Appendix 197 Notes 201 Index 211

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Book SynopsisOne of the most deeply ingrained beliefs of our age is that perpetual economic growth is the solution to most, if not all, of society's problems. In Slow Down or Die, French economist Timothée Parrique brilliantly challenges this myth, demonstrating how producing more won't solve climate change, poverty, or inequality. In fact, our obsession with growth is accelerating social and ecological collapse. Parrique proposes a different vision - a "post-growth" economy where decisions are made collectively and democratically. Instead of infinitely accumulating wealth, our goal must be a just, equitable, and sustainable society. Accessible and inspiring, Slow Down or Die is a radical call to embrace a future of shared prosperity, where slowing down is the key to a better, sustainable future.

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Book SynopsisAN INSTANT SUNDAY TIMES BESTSELLER!*THE MUST-READ NOUGHTIES NOSTALGIA MEMOIR*'Hilarious' CAITLIN MORAN'Witty, gossipy, self-effacing and deeply nostalgic, this is a joy for all of us who survived the noughties but have forgotten quite how. Much more than the memoir of a fashion model, this is the rarely-told insider story of the most glamorous, grotty and downright insane industries' SALI HUGHESJoin Ruth Crilly in this comic memoir as she teeters through the noughties and lifts the lid on her days as an international fashion model. Told with unparalleled wit and remarkable detail, this is a book for anyone who dreams big and aims high but never quite reaches their goal. At twenty years old, five feet eight and with boobs that were 'inconveniently fulsome', Ruth was not quite young enough, tall enough or waif-like enough to ever hope for a meteoric rise to supermodel status. And yet her sheer optimism and questionable grasp on reality led her to abandon her law degree and begin a career with one of the biggest agencies in the world. Follow Ruth through a rip-roaring, hilarious decade of not-quite-making-it as a supermodel. Fuelled by little more than cigarettes and the stress of her spiralling debt she criss-crosses the world in pursuit of fame and fortune. But how far is she willing to go for this wildly unrealistic dream?Bridget Jones meets the Devil Wears Prada, How Not to be a Supermodel is a time capsule of a book that dives into one of the world's most fascinating industries. Offering a glimpse into both the high glamour and juddering reality of a by-gone era, this comic memoir tackles the darkest of subjects with the very lightest touch and injects humour and a heart-warming honesty into a story that could have so easily ended a different way.

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Book SynopsisTrade Review“…a lively and readable analysis.”—The Bookseller * The Bookseller *“Travelers to Italy this summer may find economic catastrophe as omnipresent as monuments and sidewalk cafes, according to this former editor-in-chief of the Economist. Emmott’s breezy narrative provides a quick overview of the beleaguered Italian economy and sketches some background causes for its woes before offering glimpses of a brighter future.”—Publishers Weekly * Publishers Weekly *"[A] lucid and thoughtful book… it is written in a graceful style that is stronger for its careful - even delicate - illumination of personal and national failure than simply offering a wilderness of denunciations."—Financial Times -- John Lloyd * Financial Times *

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Book SynopsisTaxation is crucial to the functioning of the modern state. Tax revenues pay for public services - roads, the courts, defence, welfare assistance to the poor and elderly, and in many countries much of health care and education too. More than one third of national income in the industrialized (OECD) countries is on average taken in taxation. Taxes affect individuals in many ways. Taxes paid on income and spending directly reduce taxpayer disposable income, taxpayers face the hassle of tax returns and making payments, and they may be anxious about the possibility of investigation and enforcement action. People also adapt their activities in various ways to reduce the impact of taxation - putting money into tax-free savings accounts, or making shopping trips to other countries where taxes are lower. Taxation is therefore central to politics and public debate. Politicians that make reckless campaign promises about taxation then have to live with the uncomfortable consequences if elected. Businesses lobby for tax breaks that they claim will create jobs and prosperity. In this Very Short Introduction Stephen Smith shows how taxes have real effects on citizens and the economy that tax policy-makers have to balance. Although tax policy will always be a highly political issue, he argues that public decisions about taxation would be improved by a better understanding of the role of taxation, and of the nature and effects of different taxes.ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.Trade Reviewa very short book on taxation I wish were longer... a clever, detailed and entertaining guide to tax policy. * Prospect, Philip Collins *Table of ContentsIntroduction ; 1. What are taxes, and why do we need them? ; 2. The structure of taxation ; 3. Who bears the tax burden? ; 4. Taxation and the economy ; 5. Tax evasion and enforcement ; 6. Issues in tax policy ; Further Reading ; Index

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Book SynopsisTrade Review"A one-stop source on global warming, seen through the prism of a brilliant economist."—Fred Andrews, New York TimesSelected as one of the best books of 2013 in the Financial Times"Nordhaus is arguably the world’s leading thinker on the economics of global warming. . . . His conclusion is clear: Acting to stop climate change costs money. Ignoring the problem costs more. . . . Ultimately, this message, delivered by a number-crunching economist rather than a morally outraged environmentalist, may prove far more effective in making the case for action."—Coral Davenport, The New York Times Book Review"When we have a disjunction between scientific consensus and popular perception—that should light a fire under those of us in the news media. An excellent basis for discussion is the new book The Climate Casino by William Nordhaus."—Nicholas Kristof, New York Times"Provides a comprehensive stocktaking of the possibilities and consequences of global climate change, all of which can be summed up in one sentence: 'Global warming is a trillion-dollar problem requiring a trillion-dollar solution.'"—Sheridan Jobbins, World Economic Forum"Few economists have worked as hard on such problems as William Nordhaus and in this new book, he's on top form."—Jonathan Wright, Geographical Magazine"The economic focus of this book should provide a valuable insight into the challenges and barriers that must be overcome for planners and policy makers."—Alexander Waller, The Biologist“Intriguing, captivating reading” —Anna Maria Polidori, AlFemminile BlogspotWon an Honorable Mention for the 2013 New England Book Festival given by the JM Northern Media Family of Festivals, in the General Non-Fiction CategoryWinner of the 2013 American Publishers Awards for Professional and Scholarly Excellence (PROSE), in the Economics category"Nordhaus is the world’s clearest, best informed and most serious thinker on climate change policy. There is more insight and good sense advice in this volume than in many libraries. This book should be as central to climate policy debates as climate change is to humanity’s future."—Lawrence H. Summers, Charles W. Eliot University Professor and President Emeritus at Harvard University"Bill Nordhaus is one of the world’s pioneers in applying economic reasoning to the harrowing problem of climate change. Before there was the UN climate treaty, the recent rounds of IPCC reports, and the Stern Review, there was Nordhaus’ path-breaking thinking, modeling, and research on the subject. His new book, The Climate Casino, marks a long-awaited update and synthesis of this work for the public and students everywhere. His core conclusion – that we must act and act now – is carefully explained with Nordhaus’ trademark vigor, clarity, and thoughtfulness. Nordhaus repeatedly and rightly reminds the reader of the risks of catastrophic tipping points and the huge unknowns concerning the ability of societies and ecosystems to adapt to the changes ahead. As he aptly puts it, by investing in slowing and eventually halting the emission of greenhouse gases humanity will be paying a well-justified 'insurance premium' for human wellbeing."—Jeffrey D. Sachs, The Earth Institute at Columbia University"The Climate Casino is one of the most important books ever written about global warming . . . it deals with the problem (climate change and its consequences including economic) and with the solution (primarily a suitable price for carbon). It does so with wonderful clarity."—Thomas E. Lovejoy, George Mason University and The H. John Heinz Center for Science, Economics, and the Environment"The Climate Casino is a tour de force and will make a real impact in the popular literature on climate change . . . it brings together all of the important strands of the debate . . . the book is without peer."—Charles Kolstad, Stanford University"This is a book written by a master of the field after more than twenty years of research on the global warming topic."—David Victor, Director of the Laboratory on International Law and Regulation, University of California at San Diego

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Book SynopsisThe bestselling author of Simpler offers a powerful, provocative, and convincing argument for protecting people from their own mistakes Based on a series of pathbreaking lectures given at Yale University in 2012, this powerful, thought-provoking work by national best-selling author Cass R. Sunstein combines legal theory with behavioral economics to make a fresh argument about the legitimate scope of government, bearing on obesity, smoking, distracted driving, health care, food safety, and other highly volatile, high-profile public issues. Behavioral economists have established that people often make decisions that run counter to their best interestsproducing what Sunstein describes as behavioral market failures. Sometimes we disregard the long term; sometimes we are unrealistically optimistic; sometimes we do not see what is in front of us. With this evidence in mind, Sunstein argues for a new form of paternalism, one that protects people against serious errors but also recognizes the risk of government overreaching and usually preserves freedom of choice. Against those who reject paternalism of any kind, Sunstein shows that choice architecturegovernment-imposed structures that affect our choicesis inevitable, and hence that a form of paternalism cannot be avoided. He urges that there are profoundly moral reasons to ensure that choice architecture is helpful rather than harmfuland that it makes people's lives better and longer.Trade Review"Cass Sunstein’s quest is an important one."—Andrew Stark, TLS"While we tend to think that offering information merely allows us to choose our means more carefully, without affecting what ends we actually want to pursue, Sunstein argues quite convincingly that for that government to highlight certain information may actually affect our goals."—Sarah Conly, author of Against Autonomy: Justifying Coercive Paternalism

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Book SynopsisAny project which involves an EPC contract is also likely to involve a number of other complicated contracts. The challenge of the parties to an EPC contract is not to try to eliminate risk but rather put into place a narrative structure that enables the parties to predict the contractual result that would obtain if a risk materializes. If the EPC contract does not allow the parties to determine the consequences of an unanticipated situation, they will have to look to an expert, mediator, tribunal, or court to impart guidance or pass judgment. The sample forms of contract contained in Volume 2 of Understanding and Negotiating EPC Contracts are intended to serve as a guide to demonstrate how risks and responsibilities can be allocated among project sponsors, EPC contractors and the various other parties that may be involved in a project. Collectively the sample forms in this volume offer an extraordinary resource that provides the benefit of

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Book SynopsisJohn Hendry, a leading management scholar, looks at the nature and practice of Management in this Very Short Introduction. Tracing the development of management over the last century, he looks not only at what managers do, but also provides an insight to modern management theory. He considers the influences of national and organizational culture, the relationship between power and domination, managing in different cultures, approaches to management, and at the accountability of managers and morality. This is an ideal introduction for anyone interested in, or studying, business and management. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.Table of ContentsPREFACE AND ACKNOWLEDGEMENTS; PART 1: INTRODUCING MANAGEMENT; PART II: THE EVOLUTION OF MANAGEMENT: THEORY AND PRACTICE; PART III: MANAGEMENT IN CONTEXT; REFERENCES AND FURTHER READING; INDEX

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Book SynopsisMost of us recognize that organizations are everywhere. You meet them on every street corner in the form of families and shops, study in them, work for them, buy from them, pay taxes to them. But have you given much thought to where they came from, what they are today, and what they might become in the future? How and why do they have so much influence over us, and what influences them? How do they contribute to and detract from the meaningfulness of lives, and how might we improve them so they better serve our needs and desires? This Very Short Introductions addresses all of these questions and considers many more. Mary Jo Hatch introduces the concept of organizations by presenting definitions and ideas drawn from the a variety of subject areas including the physical sciences, economics, sociology, psychology, anthropology, literature, and the visual and performing arts. Drawing on examples from prehistory and everyday life, from the animal kingdom as well as from business, government, and other formal organizations, Hatch provides a lively and thought provoking introduction to the process of organization.ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.Table of ContentsIntroduction ; 1. What is organization? ; 2. What is the best way to organize? ; 3. What does it mean to be an organization? ; 4. Who does organizing serve? ; 5. How does organizing happen? ; 6. Why do organizational scholars disagree? ; 7. Where do we go from here?

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Book SynopsisJohn Kenneth Galbraith''s international bestseller The Affluent Society is a witty, graceful and devastating attack on some of our most cherished economic myths. As relevant today as when it was first published over forty years ago, this newly updated edition of Galbraith''s classic text on the ''economics of abundance'', lays bare the hazards of individual and social complacency about economic inequality. Why worship work and productivity if many of the goods we produce are superfluous - artificial ''needs'' created by high-pressure advertising? Why begrudge expenditure on vital public works while ignoring waste and extravagance in the private sector of the economy? Classical economics was born in a harsh world of mass poverty, and has left us with a set of preconceptions ill-adapted to the realities of our own richer age. And so, too often, ''the bland lead the bland''. Our unfamiliar problems need a new approach, and the reception given to this famous book has shown the value of its fresh, lively ideas. ''A compelling challenge to conventional thought''  The New York Times ''He shows himself a truly sensitive and civilized man, whose ideas are grounded in the common culture of the two continents, and may serve as a link between them; his book is of foremost importance for them both''  The Times Literary Supplement John Kenneth Galbraith (1908-2006) was a Canadian-American economist. A Keynesian and an institutionalist, Galbraith was a leading proponent of 20th-century American liberalism and progressivism. Galbraith was the author of 30 books, including The Economics of Innocent Fraud, The Great Crash: 1929, and A History of Economics.

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