Business, Finance & Law Books

Book SynopsisPhilip Kotler is one of the world's leading authors in Marketing. He is the S.C.Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University (Emeritus). He has also been a consultant to major US and foreign companies, including IBM, General Electric, and Michelin, and has served as a member of many advisory boards. He has been the author and co-author of over thirty books and has published over 150 articles in leading journals, including Harvard Business Review, Management Science, and Journal of Marketing Research. Kevin Lane Keller is the E. B. Osborn Professor of Marketing and Senior Associate Dean for Marketing and Communications at the Tuck School of Business at Dartmouth College. His research has been published numerous times in all the major marketing journals and has received numerous awards for his research accomplishments, having published over 120 papersTable of ContentsPART I: FUNDAMENTALS OF MARKETING MANAGEMENT Defining Marketing for the New Realities Marketing Planning and Management PART II: UNDERSTANDING THE MARKET Analyzing Consumer Markets Analyzing Business Markets Conducting Marketing Research PART III: DEVELOPING A WINNING MARKETING STRATEGY Identifying Market Segments and Target Customers Crafting a Customer Value Proposition and Positioning PART IV: DESIGNING VALUE Designing and Managing Products Designing and Managing Services Building Strong Brands Managing Pricing and Sales Promotions PART V: COMMUNICATING VALUE Managing Marketing Communications Designing an Integrated Marketing Campaign in the Digital Age Personal Selling and Direct Marketing PART VI: DELIVERING VALUE Designing and Managing Distribution Channels Managing Retailing PART VII: MANAGING GROWTH Driving Growth in Competitive Markets Developing New Market Offerings Building Customer Loyalty Tapping into Global Markets Socially Responsible Marketing

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Book SynopsisWhy did the 1917 American Red Cross Mission to Russia include more financiers than medical doctors? Rather than caring for the victims of war and revolution, its members seemed more intent on negotiating contracts with the Kerensky government, and subsequently the Bolshevik regime. In a courageous investigation, Antony Sutton establishes tangible historical links between US capitalists and Russian communists. Drawing on State Department files, personal papers of key Wall Street figures, biographies and conventional histories, Sutton reveals: the role of Morgan banking executives in funneling illegal Bolshevik gold into the US; the co-option of the American Red Cross by powerful Wall Street forces; the intervention by Wall Street sources to free the Marxist revolutionary Leon Trotsky, whose aim was to topple the Russian government; the deals made by major corporations to capture the huge Russian market a decade and a half before the US recognized the Soviet regime; and, the secret sponsoring of Communism by leading businessmen, who publicly championed free enterprise. "Wall Street and the Bolshevik Revolution" traces the foundations of Western funding of the Soviet Union. Dispassionately, and with overwhelming documentation, the author details a crucial phase in the establishment of Communist Russia. This classic study - first published in 1974 and part of a key trilogy - is reproduced here in its original form. (The other volumes in the series include "Wall Street and the Rise of Hitler" and a study of Franklin D. Roosevelt's "1933 Presidential election in the United States").Trade Review'Sutton comes to conclusions that are uncomfortable for many businessmen and economists. For this reason his work tends to be either dismissed out of hand as 'extreme' or, more often, simply ignored.' - Richard Pipes, Baird Professor Emeritus of History, Harvard University (quoted from Survival Is Not Enough: Soviet Realities and America's Future)Table of ContentsPreface Chapter I: The Actors on the Revolutionary Stage Chapter II: Trotsky Leaves New York to Complete the Revolution Woodrow Wilson and a Passport for Trotsky Canadian Government Documents on Trotsky's Release Canadian Military Intelligence Views Trotsky Trotsky's Intentions and Objectives Chapter III: Lenin and German Assistance for the Bolshevik Revolution The Sisson Documents The Tug-of-War in Washington Chapter IV: Wall Street and the World Revolution American Bankers and Tsarist Loans Olof Aschberg in New York, 1916 Olof Aschberg in the Bolshevik Revolution Nya Banken and Guaranty Trust Join Ruskombank Guaranty Trust and German Espionage in the United States, 1914-1917 The Guaranty Trust-Minotto-Caillaux Threads Chapter V: The American Red Cross Mission in Russia - 1917 American Red Cross Mission to Russia - 1917 American Red Cross Mission to Rumania Thompson in Kerensky's Russia Thompson Gives the Bolsheviks $1 Million Socialist Mining Promoter Raymond Robins The International Red Cross and Revolution Chapter VI: Consolidation and Export of the Revolution A Consultation with Lloyd George Thompson's Intentions and Objectives Thompson Returns to the United States The Unofficial Ambassadors: Robins, Lockhart, and Sadoul Exporting the Revolution: Jacob H. Rubin Exporting the Revolution: Robert Minor Chapter VII: The Bolsheviks Return to New York A Raid on the Soviet Bureau in New York Corporate Allies for the Soviet Bureau European Bankers Aid the Bolsheviks Chapter VIII: 120 Broadway, New York City American International Corporation The Influence of American International on the Revolution The Federal Reserve Bank of New York American-Russian Industrial Syndicate Inc. John Reed: Establishment Revolutionary John Reed and the Metropolitan Magazine Chapter IX: Guaranty Trust Goes to Russia Wall Street Comes to the Aid of Professor Lomonossoff The Stage Is Set for Commercial Exploitation of Russia Germany and the United States Struggle for Russian Business Soviet Gold and American Banks Max May of Guaranty Trust Becomes Director of Ruskombank Chapter X: J.P. Morgan Gives a Little Help to the Other Side United Americans Formed to Fight Communism United Americans Reveals "Startling Disclosures" on Reds Conclusions Concerning United Americans Morgan and Rockefeller Aid Kolchak Chapter XI: The Alliance of Bankers and Revolution The Evidence Presented: A Synopsis The Explanation for the Unholy Alliance The Marburg Plan Appendix I: Directors of Major Banks, Firms, and Institutions Mentioned in This Book (as in 1917-1918) Appendix II: The Jewish-Conspiracy Theory of the Bolshevik Revolution Appendix III: Selected Documents from Government Files of the United States and Great Britain Selected Bibliography Index

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Book SynopsisFinance For Non-Financial Managers In A Week is a simple and straightforward training course in finance, giving you everything you need to know in just seven short chapters. From the profit statement and the balance sheet through to costing and budgets, it will help you deal confidently with questions such as ''What is the return on investment?'', ''Do we have the resources?'' and ''What are the cash implications?'' You''ll also find exercises to help you put it all into action.This book introduces you to the main themes and ideas finance and accounting, giving you a basic knowledge and understanding of the key concepts, together with practical and thought-provoking exercises. Whether you choose to read it in a week or in a single sitting, Finance For Non-Financial Managers In A Week is your fastest route to success:- Sunday: An introduction to the profit statement- Monday: An introduction to the balance sheet- Tuesday: Understanding published aTable of Contents : Sunday: Learn how profit statements are constructed in order to understand exactly why there has been a profit or loss. : Monday: Understand the concept of a balance sheet so that you know the net worth of the business and how assets and liabilities are summarised. : Tuesday: Study what must be disclosed in published accounts so that you can obtain key information about almost any company. : Wednesday: Explore the fascinating field of accounting ratios and investment decisions so that you can use them effectively. : Thursday: Find out just why cash and the management of working capital is so important so that you can manage it and not run out of it. : Friday: Master key principles of the often misunderstood tool of costing so that you are more able to price goods and services realistically. : Saturday: Understand how budgets are constructed so that you can prepare them and use them.

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Book SynopsisFrom first economic principles to the financial crisis, this book takes you through the financial crisis of 2007 and 2008 and its resulting global problems and explores economics right from its foundations to the present day.

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Book SynopsisThe 10th anniversary edition of the bestselling foundational business training manual for ambitious readers, revised, expanded, and updated.

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Book SynopsisPeter Koning is an author, speaker, and senior consultant who has more than fifteen years of experience as an agile leader. He has led several agile departments and improved the agile way of working at different companies. He has coached, mentored, and trained dozens of agile leadership teams. Through his work, he has developed and refined a concrete and cohesive toolkit for agile leaders. He also founded his own company: Re-Lead (https://re-lead.co/en/), where he works to refresh, redefine, and reinvent leadership.Table of ContentsForeword xiPreface xiiiAcknowledgments xxiiiAbout the Author xxv Part 1: Co-Create Goals 1 1.1 How Do You Set the Right Goals? 3 1.2 How Do You Find the Right KVIs? 13 1.3 How to Visualize the Customer Impact? 23 Summary of Part 1–Co-Create Goals 31 Part 2: Facilitate Ownership 37 2.1 When Do Teams Take Ownership? 39 2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better? 49 2.3 How Mature Is My Team? 57 2.4 How Do Typical Teams Grow? 63 2.5 How Can the Borders Be Aligned with the Maturity? 69 2.6 When Does the Ownership Model Work and When Does It Not? 77 Summary of Part 2–Facilitate Ownership 81 Part 3: Learn Faster 89 3.1 How Do You Know Your Teams Are Doing the Right Things? 91 3.2 How Quickly Do My Teams Learn from Users? 101 3.3 How Can the Learning Loop Be Put into Practice? 109 3.4 How Can Teams Implement Big Ideas in Small Steps? 117 3.5 Minimize the Blast Radius 127 Summary of Part 3–Learn Faster 131 Part 4: Design Healthy Habits 137 4.1 How Do You Stimulate an Agile Culture? 139 4.2 How Do You Design Healthy Habits? 153 4.3 Can You Anchor the Cultural Improvement? 165 4.4 What Is a Healthy Habit to Implement Improvements? 171 Summary of Part 4–Design Healthy Habits 187 The Agile Leader as Culture Leader 189 Concrete Questions 189 After Reading This Book 193 Why a New Toolkit? 194 Agile Leadership Toolkit 195 Index 199

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Book SynopsisMagnus Carlsson has 25 years' experience as a strategic sourcing expert at IKEA. He also has 10 years' experience with leadership and training within the Swedish defence forces and is an advisor in strategic sourcing for Kingfisher.Trade Review"This book is an excellent description of how to design processes and create value in a supply chain." -- Arja Taaveniku, Chief Officer & Supply Chain Officer at Kingfisher"Magnus Carlsson has written a book that is largely sensational. I have not seen any equal presentation of how an organization can operate efficient sourcing. The book's target audience is broad. It's about to run an efficient sourcing operation with relevance far beyond Ikea. I think anyone who in any way comes into contact with purchasing, executives in charge of streamlining their organization, purchasing managers, purchasers, and even students will benefit greatly from the book's content." -- Björn Axelsson, Professor, Stockholm School of Economics"I like the book - no, I love it! Good structure and incredibly deep but written in a simple way with very relevant examples of the described theory. For me, this book offers a new level - still in a simple way that makes me want to learn more and in a way that makes me anxious to try out my new theoretical knowledge." -- Peter Huber, Group Process Manager, IKANO"IKEA's strategic sourcing methods might not work for every company, but they certainly have a broad reach that goes far beyond the furniture retail niche. This book can help you discover if a category management program is a profitable choice for your organization. And if it is, you'll gain valuable advice and examples of setup and implementation from a real-world practitioner...Connecting theory with practice, the book draws upon existing practices and new tools to explain category-based sourcing, and how to effectively implement it." -- Inbound Logistics"A procurement book that is both philosophically interesting but also as practical and grounded as any I have ever read; it is a hands-on guide...This is another highly recommend book from Kogan Page, and essential reading for anyone who is serious about procurement." -- Peter Smith, Spend MattersTable of Contents Chapter - 00: Introduction; Chapter - 01: Lessons learned at Ikea; Chapter - 02: What is category management?; Chapter - 03: Leading category sourcing; Chapter - 04: The hunt is on; Chapter - 05: Where is the money?; Chapter - 06: Creating value; Chapter - 07: The moment of truth; Chapter - 08: Control performance and create more value; Chapter - 09: Different categories and other perspectives; Chapter - 10: From theory to practice; Chapter - 11: Success or failure?; Chapter - 12: Appendix tools and models; Chapter - 13: Notes; Chapter - 14: References and further reading

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Book SynopsisGet comfortable with uncertainty and make better decisions with Annie Duke's guide.

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Book SynopsisThe bestselling guide to managing organisational change, with over 650,000 copies sold, is now revised and updated for today''s rapidly changing workplace where change is a constant. In a landscape of big mergers, global teams and evolving technology, it''s more important than ever for employees and managers to be adaptable to change. When restructuring hits the workplace, the actual situational shifts are often not as hard to work through as the psychological components that accompany them. Successful organisational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. For 25 years, Managing Transitions has been the go-to resource for managers to navigate tumultuous times. Now, this essential book has been updated to address new trends and challenges in today''s work cultures, including generational differences, inclusivity, cross-functional teams, remote and work-from-home colleagues, and more.Trade ReviewManaging Transitions was timely when it first appeared 25 years ago. It is even more relevant now, at a time of unprecedented change and transition. The Bridges' deep understanding of how we experience the destabilising forces of change - and their well-tested strategies for helping people through it - are more important than ever. -- Marshall Goldsmith, executive coach, business educator, and New York Times best-selling author, ranked top leadership thinker in the world by Thinkers50A very wise book by a very wise man. This new edition is a celebration of William Bridges' original insights and practical guidance. With incisive contemporary cases and immediately useful applications, Susan Bridges masterfully reintroduces his exceptional work to a new generation. -- Jim Kouzes, coauthor of the best-selling 'The Leadership Challenge'Pick up any business book today and you will find words about unending change. What better guide for this unrelenting change than someone who has spent decades studying and reporting on how to survive it? If you need that guide - grab this book! William and Susan Bridges provide a road map to get through the most difficult work and life passages. -- Beverly Kaye, founder, Career Systems International; coauthor, 'Love 'Em or Lose 'Em'This richly updated new edition of the insightful Managing Transitions, filled with fresh and compelling examples, will be indispensable for leaders trying to guide their organizations through a period of unsettling change by managing the pain and uncertainty of the neutral zone. A timely update to a timeless book. -- Sally Helgesen, author, 'The Female Vision' and 'Thriving in 24/7'Managing change is a way of life in today's organisations, yet too often it's handled poorly. That's why Managing Transitions has become the essential guide on how to do it right. This new, revised edition deftly guides the reader through the organisational change process from start to finish, offering practical advice grounded in the authors' vast experience working with every size and type of organisation. This book is must reading for every leader, manager, and employee undergoing a change process. Come to think of it, doesn't that include just about everyone? -- John Alexander, president, Leadership Horizons and former president and CEO of the Center for Creative LeadershipThe most important idea I have encountered about organizational change is this: great change requires human transition. Decades of experience have proven that no magic set of steps, no financial incentive, no clever argument, and no threat can guarantee that a workforce will embrace change. People need real help in psychologically transitioning to a new situation--and that help is available here. In this fourth edition of Managing Transitions, William and Susan Bridges further expand their proven approach for helping people and organizations embrace real change. -- Walter McFarland, coauthor of 'Choosing Change' and board chair emeritus for the Association for TalentManaging Transitions is an essential guide for leaders and Chief People Officers who are navigating transitions and change within any organisation. It is also a handbook in life for dealing with endings, new beginnings, and the disruptive 'neutral zone' in between. This book provides a pathway to human and authentic leadership and a way to gracefully navigate through the changes we all face in life. -- Gabrielle Toledano, EVP and chief talent officer, Electronic Arts, Inc.Susan Bridges has done something generous, courageous, and brilliant with her updating of this classic and treasured book by Bill Bridges. In a collaborative process with the ideas of her late husband and business partner, she has made the language, concepts, and examples fresh again and available to a new audience. Bill's ideas have been fundamental to my own practice, and now they will inspire a new generation of leaders and change-makers to be wise, humane, and strategic, as they move their complex organisations through and increasingly challenging set of realities. -- B. Kim Barnes, CEO, Barnes & Conti Associates; author, 'Exercising Influence'Change is constant in today's global business environment, and yet change management continues to be a challenge for most organisations. That's why Managing Transitions remains an important book; it identifies the critically important role that understanding the human size of transition plays in effective change management. This updated edition is a must-read for anyone who wants to lead change successfully. -- Tony Bingham, president and CEO for the Association for Talent Development

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Book SynopsisCan you imagine a choreographer only training one dancer to lead while his or her partner sits in the lobby staring at the wall? Yet we do this all the time in organizations. Half the partnership is missing.Leadership is Half the Story introduces the first model to seamlessly integrate leadership, followership, and partnerships. This research-backed, field-tested book contributes many new ideas and practical advice for everyone in an organization – from CEO to HR director to front-line manager to consultant.All of us lead, not just those with the formal title. All of us follow, not just front-line staff. In great collaborations, one moment we are leading and then we flip to following; in other words, the relationship between leadership and followership is dynamic, context-specific, and ever-evolving. This empowering perspective opens up leadership to everyone, normalizes followership, and enables more productive and innovative collaborations. Candid discTrade Review"This book practically glows with energy and vision! In highly accessible, entertaining portions Sam and Marc Hurwitz have presented us with a forward-thinking, prescient guide to success in business in today's unpredictable market.Build agile, innovative, efficient teams in your organization today for greater success tomorrow!" -- Marshall Goldsmith, top-ranked executive coach; Thinkers 50 Top Ten Global Business Thinker; author or editor of 34 books including the global bestsellers 'MOJO' and 'What Got You Here Won't Get You There' "Samantha and Marc Hurwitz have made leadership whole. Teams need great leaders as well as great followers." -- Razor Suleman, Founder and Chief Achiever, Achievers, Inc. "In this remarkable book, Samantha and Marc Hurwitz radically challenge the conventional wisdom on leadership. Leaders aren't more important than followers, they say. To innovate fast, leaders and followers must be equal partners - together creatingco-flow.'Leadership Is Half the Story'is essential reading for anyone who wants to know how companies, organizations, and governments can adapt, innovate, and thrive in a rapidly changing and increasingly complex world." -- Thomas Homer-Dixon, Chair of Global Systems, Balsillie School of International Affairs; author, 'The Ingenuity Gap' and 'The Upside of Down'Table of ContentsList of Tools Preface: Our Stories and Why We Wrote This Book Acknowledgments SECTION I: INTRODUCTION CHAPTER 1 Why 21st-Century Workplaces Require a Radically Different Approach ... and a Radically Different Approach * Work Is Done in Teams - From Flow to Co-flow* Continuous Relationship Building - Interpersonal Agility Is the Essential Workplace Competency* Introducing the Generative Partnership(R) Model CHAPTER 2 A Fresh Look at the F-Word: Followership CHAPTER 3 A New Kind of Leadership SECTION II: GUIDING PRINCIPLES CHAPTER 4 Principle 1: Partnerships Need Leadership and Followership. They Are Equal, Dynamic, and Different. CHAPTER 5 Principle 2: Leadership Is Setting the Frame. Followership Is Creating Within It. CHAPTER 6 Principle 3: Lean In to Build Connection. CHAPTER 7 Principle 4: Value the Positive, and Build on It. CHAPTER 8 Principle 5: Have Deeply Shared Goals. SECTION III: SKILLS CHAPTER 9 Decision Partnering Skills * Kirk vs. Spock: Whom Would You Entrust with Your Decisions? * Decision Framing: The Leadership Role * Decision Advocating: The Followership Role CHAPTER 10 Relationship Partnering Skills * Relationship Checkmate and How to Avoid a Stalemate * Relationship Framing: The Leadership Role * Relationship Building: The Followership Role CHAPTER 11 Organizational Agility Partnering Skills * Don't Be a Sea Squirt and Eat Your Brain! * Organizational Mentoring: The Leadership Role * Organizational Agility: The Followership Role CHAPTER 12 Communication Partnering Skills * Four-Way Communications, Barriers, Biases, and Blunders * Cascade Communicating: The Leadership Role * Dashboard Communicating: The Followership Role CHAPTER 13 Performance Partnering Skills * Honk if You Like My Driving! * The Commitment and Engagement Agreement * The DNA of Performance * Performance Coaching: The Leadership Role * Peak Performing: The Followership Role CHAPTER 14 Personal, Team, and Organizational Development * Personal Development * Team Development * Organizational Development Notes References Index

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Book SynopsisHow-to guides to your most pressing work challenges.This 16-volume, specially priced boxed set makes a perfect gift for aspiring leaders looking for trusted advice on such diverse topics as data analytics, negotiating, business writing, and coaching.This set includes: Persuasive Presentations Better Business Writing Finance Basics Data Analytics Building Your Business Case Making Every Meeting Matter Project Management Emotional Intelligence Getting the Right Work Done Negotiating Leading Teams Coaching Employees Performance Management Delivering Effective Feedback Dealing with Conflict Managing Up and Across Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Book SynopsisDon't fly blind. See how the power of experiments works for you.When it comes to improving customer experiences, trying out new business models, or developing new products, even the most experienced managers often get it wrong. They discover that intuition, experience, and big data alone don't work. What does? Running disciplined business experiments. And what if companies roll out new products or introduce new customer experiences without running these experiments? They fly blind.That's what Harvard Business School professor Stefan Thomke shows in this rigorously researched and eye-opening book. It guides you through best practices in business experimentation, illustrates how these practices work at leading companies, and answers some fundamental questions: What makes a good experiment? How do you test in online and brick-and-mortar businesses? In B2B and B2C? How do you build an experimentation culture? Also, best practice means running many experiments. Indeed, some hugely successful companies, such as Amazon, Booking.com, and Microsoft, run tens of thousands of controlled experiments annually, engaging millions of users. Thomke shows us how these and many other organizations prove that experimentation provides significant competitive advantage.How can managers create this capability at their own companies? Essential is developing an experimentation organization that prizes the science of testing and puts the discipline of experimentation at the center of its innovation process. While it once took companies years to develop the tools for such large-scale experiments, advances in technology have put these tools at the fingertips of almost any business professional. By combining the power of software and the rigor of controlled experiments, today's managers can make better decisions, create magical customer experiences, and generate big financial returns.Experimentation Works is your guidebook to a truly new way of thinking and innovating.Trade ReviewNamed one of the "Top Ten Technology Books of 2020" by ForbesNamed one of the "Best Business Books 2020: Technology & Innovation" and the Top Shelf Pick by strategy+businessNamed one of the "10 Best New Business Books of 2020" by Inc. magazine"[Experiments] are a powerful tool for curious teams…" — Wall Street Journal"[Offers new] ideas on what works in the digital experimentation world and it is all illuminating." -- Financial Times"This is a thorough, encouraging guide for leaders looking for ways to encourage their teams to fail early and often in the service of ultimate success." -- Publisher's WeeklyAdvance Praise for Experimentation Works:"Experimentation Works is required reading for all leaders who want to know how companies like Amazon, Google, and Netflix win through fast-cycle scientific experiments—and how it can be done in their organizations. Making business decisions without experimentation is like bungee jumping without testing the cord. Yet far too many organizations still do this. With Thomke's clear explanations and examples, yours won't be one of them." -- Scott Cook, cofounder and Chairman of the Executive Committee, Intuit"Stefan Thomke has written a marvelous book that's both thought provoking and highly informative. As CEO, I saw how his research on business experimentation can transform innovation cultures for the better. Experimentation does indeed work. I highly recommend the book." -- Marijn Dekkers, Chairman, Unilever"Experimentation Works is a masterpiece and a must-read. Thomke, a top academic authority with deep practical insights, explains how low-cost business experiments can revolutionize the way firms design everything from business models to customer experiences. The book's ideas are very powerful, rigorous, and will change how you think about the science and practice of innovation management." -- Eric von Hippel, Professor, Massachusetts Institute of Technology; author, Democratizing Innovation"Stefan Thomke has written the definitive handbook for executives on how to build a high-impact experimentation capability. Experimentation Works is an amazing book with some sage advice: Experiment or perish. It's absolutely the right message at the right time in a world that has gone digital." -- Jay Larson, CEO, Optimizely"Stefan Thomke has written a rare book, one that combines deep and original insights with great practical advice. Experimentation Works is about revolutionary changes in how innovation is managed, decisions are made, and organizations are led. Thomke shows us how business experiments fuel innovation and why companies must test at large scale to compete. The book is a landmark achievement." -- Anand Mahindra, Chairman, Mahindra Group"In an increasingly digital world, CEOs need to drive large-scale scientific business experimentation. If they don't, their companies will die. Companies with strong experimentation systems and cultures will win every time. If you want to learn how this is done, you must read Experimentation Works. The book will change how you think about managing and decision making." -- Mark Okerstrom, President and CEO, Expedia Group"Being an effective leader today means acting with a sense of urgency: making many decisions quickly under great uncertainty. Experimentation Works describes a vital methodology--large-scale business experimentation--that takes the madness out of that equation and sets you and your organization up for success." -- Ajay Banga, President and CEO, Mastercard"Business breakthroughs are achieved through the combination of great ideas and effective implementation. Stefan Thomke's work, which I applied enthusiastically during my tenure as CEO, demonstrates that a process of disciplined experimentation is the best way to drive innovation and gain sustained competitive advantage." -- Gary Loveman, former Chairman and CEO, Caesars Entertainment Corporation"Experimentation Works presents a very compelling case for how companies can leverage the scientific method to drive innovation and reinvent business models for sustainable growth. An immensely valuable guide for leaders of both B2C and B2B companies in an era of accelerating change and disruption." -- Loh Chin-Hua, CEO, Keppel Corporation

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Book SynopsisTrade ReviewAesthetic Intelligence emphasizes how important it is for people to develop a strong voice—a voice that expresses who they are, that is inspired by their personal stories and desire to help others, and that helps them build a business that captivates others. — Donna Karan, fashion designer, entrepreneur, and philanthropist Successful leaders and innovators are skilled at looking outside their own fields for inspiration and knowledge. In Aesthetic Intelligence, Pauline Brown shows how you can apply critical lessons from fields like fashion and beauty to transform all types of businesses. — Walter Isaacson, author of Benjamin Franklin: An American Life Aesthetic intelligence is not just important for those who are leading luxury brands; it’s also important for businesspeople in all sectors. In her groundbreaking book, Pauline Brown shows how aesthetics have the power to transform all types of businesses, and how individuals can develop and use their own AI to engage, inspire, and delight their customers. — Mindy Grossman, CEO of WW International (formerly Weight Watchers) Aesthetic Intelligence shows executives and entrepreneurs how to harness and apply their personality, preferences, and tastes to their companies, and, in so doing, create long-term sustainable advantage. — John Mackey, CEO of Whole Foods Market It’s fascinating to realize how much of our economy is premised on consumers making aesthetic choices. Yet this aspect of what drives behavior has been largely ignored by thoughtful analysts until now. Pauline Brown opens up a new area of inquiry as she highlights the power of aesthetic intelligence as a success factor for business leaders today. — Dan Nordstrom, consumer brand investor and former retail leader

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Book SynopsisThis book is for people who want to learn, especially while treading the fertile ground of organizational life. The idea of a learning organization has become increasingly prominent over the last few years. This book's predecessor, The Fifth Discipline, helped give voice to that wave on interest by presenting the conceptual underpinnings of the work of building learning organizations. Since its publication in 1990, Peter Senge et al. have talked to thousands of people who have committed themselves to the idea of building a learning organization. However, many of them are still not certain how to put the concepts into practice, asking questions like 'What do we do Monday morning? How do we navigate past the many barriers and roadblocks to collective learning? How do we discover exactly what kind of learning organization we wish to create? How do we get started?' No one person has THE answers to these questions, but there are answers. It is time for a 'fieldbook' - a collection of notes, reflections and exercised 'from the field'. This volume contains 172 pieces of writing by 67 authors, describing tools and methods, stories and reflections, guiding ideas and exercises and resources which people are using effectively.Trade ReviewIf you believe, as I do, that people are the only long-term competitive advantage and lifelong learning is the way to fully develop that advantage, you must read this book. It's about the real work, the work of implementation! -- Richard F. Teerlink, President and CEO, Harley-Davidson, Inc.Senge's message of growth and prosperity holds strong appeal for today's business leaders. * Fortune *Peter Senge's concepts take work. They take time. They take personal commitment. But, I believe, they hold the potential for sustained success. -- Robert E. Allen, Chairman of the Board, AT&TPeter Senge's advocacy of the learning organization helped begin a revolution in the workplace. And, the relevance of Senge's work is growing rather than diminishing over time. As more businesses go global, the need to overcome psychological barriers to necessary organizational change increases. * Management Today *A landmark book. * Christian Century *This should be a valuable guide and reference to those leading, or simply taking part in, organizational transformation. There's a lot to learn and use in the Fieldbook. -- Philip Carroll, President and CEO, Shell Oil Company

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Book SynopsisTrade ReviewExamine[s] how slavery laid the foundation of American capitalism, including the invention of financial instruments, such as bonds that used enslaved people as collateral. -- Parul Sehgal * New York Times *Slavery in the United States was a business. A morally reprehensible—and very profitable business. Much of the research around the business history of slavery focuses on the horrors of the trans-Atlantic slave trade and the business interests that fueled it. The common narrative is that today’s modern management techniques were developed in the factories in England and the industrialized North of the United States, not the plantations of the Caribbean and the American South. According to a new book by historian Caitlin Rosenthal, that narrative is wrong… Rosenthal argues that slaveholders in the American South and Caribbean were using advanced management and accounting techniques long before their northern counterparts. Techniques that are still used by businesses today. * Marketplace *Absolutely compelling. -- Diane Coyle * Five Books *[This] history of the accounting and management of slave plantations in the Americas goes a long way towards puncturing common-sense narratives of free market economics. -- Martin Myers * Times Higher Education *Valuable…Rosenthal proves that precise calculation of labor productivity took root in the slave economy. The irony is that it was more aggressively calculated there than among many Northern manufacturers of the time. -- Jeremy Ray Jewell * Arts Fuse *Looks at how sugar and cotton plantations organised and tracked production. It is a fascinating yet horrifying history of how planters saw the slaves they profited from—and how they drove up production…Challenges many dominant ideas about capitalism, class and progress. -- Sadie Robinson * Socialist Worker *Full of insights into the history of Atlantic slavery, Accounting for Slavery will force its readers to look with fresh eyes at the many freedoms and unfreedoms of the modern American workplace. This is an original book, which uniquely draws from and speaks to many disciplines, while written compellingly for a wide audience. -- Jonathan Levy, University of ChicagoBy paying close attention to slaveholders’ methods of keeping accounts, Caitlin Rosenthal shows how and why they tried to reduce human beings to marks on a ledger. Anyone concerned with the sometimes dark history of management, data, and modern accounting practices needs to read this brilliant, carefully argued book. -- W. Caleb McDaniel, Rice University

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Book SynopsisTHE MILLION-COPY NEW YORK TIMES, BUSINESS WEEK, WALL STREET JOURNAL AND USA TODAY BESTSELLERIS BACK - COMPLETELY UPDATED!With over ONE MILLION copies sold - Smart Women Finish Rich is one of the most popular financial books for women ever written. A perennial bestseller for over two decades, now Bach returns with a completely updated, expanded and revised edition, Smart Women Finish Rich, to address the new financial concerns and opportunities for today''s women. Whether you are just getting started in your investment life, looking to manage your money yourself, or work closely with a financial advisor, this book is your proven roadmap to the life you want and deserve. With Smart Women Finish Rich, you will feel like you are being coached personally by one of America''s favorite and most trusted financial experts. The Smart Women Finish Rich program has helped millions of women for over twenty years ga

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Book SynopsisFor over 25 years, Riding the Waves of Culture has set the standard for leading effectively in an international business context. Helping leaders to be highly attuned to cultural differences, and to leverage such differences for maximum competitive advantage.Retaining its in-depth exploration of underlying cultural frameworks that have made it a business classic, Riding the Waves of Culture, Fourth Edition provides new, evidence-based information and insights on critical business matters, including:- How to enhance and improve chances of success in M&A deals by expertly handling corporate and cultural differences- Ways of improving and handling competencies, dilemmas, servant leadership, innovation, and remote-team effectiveness in an increasingly diverse business world- New analyses of changes over the past decades that are moving the world closer to a single 'global village'Renowned experts in their field, the authors also include new chapters and updates on:- the meaning of culture- how to assess cultural competence- change management- assessing organisation culture- diversity and ethnicityThe most thoroughly researched and highly respected resource of its kind, Riding the Waves of Culture does more than help you stay afloat in today's diverse work environment; it provides the knowledge you need to seize the advantage and compete for the long run.Trade ReviewIn the global marketplace, Riding the Waves of Culture is the guide to managing effectively in diverse countries and cultures.A must-read for all international/intercultural managers... a powerful pioneering work that has gained the respect of corporate leaders around the world.This book offers the roadmap to solve the dilemmas of cross-cultural management in the 21st century, not only for the West bust also for the East.

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Book SynopsisDr Alan Watkins lives on the south coast of England and is CEO and co-Founder of Complete, a consultancy specializing in developing exceptional leadership through individual and team development. A physician and neuroscientist, he has been a coach to many top CEOs and business leaders around the world for over 25 years, bringing the latest approaches from neuroscience, physiology and systems theory to the human performance challenge. He is a visiting Professor in Business Studies at Kingston University, London.Trade Review"The insights shared in this book can help you transform yourself, your team and your business." * Simon Beard, CEO Culture Kings. *"In my experience, it normally takes around five years for teams to operate at the level of trust and co-operation I was able to develop in my team. With the techniques in this book we did it in six months." * Warwick Brady, CEO, Swissport *"The business was underperforming and now we are winning. Part of that success has been the team coming together faster with Alan Watkins' help. This book tells you exactly how." * Peter Pritchard, CEO, Pets at Home *"In my experience, it normally takes around five years for teams to operate at the level of trust and co-operation I was able to develop in my team. With the techniques in this book we did it in six months." * Warwick Brady, CEO, Swissport *"The business was underperforming and now we are winning. Part of that success has been the team coming together faster with Alan Watkins' help. This book tells you exactly how." * Peter Pritchard, CEO, Pets at Home *"After working with Alan and his team I see the progress we've made every day. The dynamics of our team are great. I feel very proud of what we've achieved, and the change is cascading throughout the business to our millions of customers." * Matt Simister, CEO, Tesco Europe *"If you want to perform at your best you need to know how to make this happen. Fortunately for me I met Alan Watkins, and I am sure others can benefit after reading this book." * Michael Drake, CEO Cognita Asia *"I've spent millions on coaching over the years but Alan Watkins and Complete's understanding of leadership is at the next level. The insights shared in this book can help you transform yourself, your team and your business." * Simon Beard, CEO Culture Kings *Table of Contents Chapter - 01: The great performance myth; Chapter - 02: Be younger; Chapter - 03: Be healthier and happier; Chapter - 04: Be smarter; Chapter - 05: Be successful; Chapter - 06: Be influential

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Book SynopsisAre you a good boss—or a great one?Good bosses can handle the day-to-day work of running a team. Great bosses go beyond that, finding ways to help employees become better versions of themselves as people and professionals. But as a manager, how do you reach that next level?The HBR Guide to Being a Great Boss contains practical tips and advice to help you become a more well-rounded leader, one who sparks creativity, engagement, collaboration, and growth in your team. You'll learn how to: Magnify your people's strengths Create a welcoming, inclusive culture Communicate effectively—and regularly—with your team Challenge your people to grow beyond their current limits Recognize and reward good work Establish yourself as a trustworthy leader and colleague Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Book SynopsisThe definitive guide to long-term investing successâfully updated to address the realities of todayâs marketsTechnology, information overload, and increasing market dominance by expert investors and computers make it harder than ever to produce investing results that overcome operating costs and fees. Winning the Loserâs Game reveals everything you need to know to reduce costs, fees, and taxes, and focus on long-term policies that are right for you. Candid, short, and super easy to read, Winning the Loserâs Game walks you through the process of developing and implementing a powerful investing strategy that generates solid profits year after year. In this eagerly awaited new edition, Charles D. Ellis applies the expertise developed over his long, illustrious career. This updated edition includes:NEW CHAPTERS on bond investing, how investor behavior affects returns, and how technology and big data are challenging traditional in

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Book SynopsisIf you know your enemies and know yourself, you can win numerous battles without a single loss. – Sun Tzu, The Art of War Written in the 6th century BC, Sun Tzu’s The Art of War is still used as a book of military strategy today. Napoleon, Mae Zedong and Douglas MacArthur all claimed to have drawn inspiration from it. And beyond the world of war, modern-era business and management gurus have also applied Sun Tzu’s ideas to politics and corporate strategy. This illustrated dual-language edition not only presents the original Chinese characters with James Trapp’s translation on the facing page, it also tests Sun Tzu’s ideas against history. Each of the 13 chapters includes a new commentary giving examples of how Sun Tzu’s wisdom has been borne out on the world’s battlefields. When, for example, has information provided by spies changed the course of a battle? How has history shown Sun Tzu’s ideas on the importance of terrain in conflict to be true? And where can we best find examples of strategic warfare being waged? From the ancient world to the 20th century, the battles featured will be illustrated with colour battle maps, paintings and artworks. Of immense influence to leaders across millennia, The Art of War Illustrated is a classic text richly deserving this illustrated and expanded dual-language edition.Table of ContentsIntroduction Planning Case study: Sicily, 1943, by Kevin Dougherty Waging War Case study: Zama, 202 BCE, by Ralph Ashby Strategic Offence Case study: Granicus, 334 BCE, by Miles Doleac Deployment Case study: Gulf War, 1991, by Stephen Hart Momentum Case study: Vistula–Oder Offensive, 1945, by Stephen Hart The Substantial and the Insubstantial Case study: Somalia, 1993, by Kevin Dougherty Manoeuvres against the Enemy Case study: Mohi, 1241, by Stephen Turnbull The Nine Variables Case study: Mobei, 119 BCE, by Ralph Ashby On the March Case study: Jena–Auerstädt, 1806, by Frederick C. Schneid Terrain Case study: Gettysburg, 1863, by Kevin Dougherty The Nine Types of Ground Case study: Stalingrad, 1942–43, by Stephen Hart Attacking with Fire Case study: Ia Drang, 1965, by Kevin Dougherty Using Spies Case study: Shimabara, 1638, by Stephen Turnbull Contributors Index

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Book SynopsisToday's workers are drowning: nonstop requests for time, days filled to the brim with meetings, and endless nights spent heroically fixing the latest problems. This churn and burn is creating a workforce constantly on the edge of burnout.In this updated edition, IT time management expert Dominica DeGrandis reveals the real crime of the century―time theft, one of the most costly factors impacting enterprises in their day-to-day operations.Through simple solutions that make work visible, DeGrandis helps people round up the five thieves of time and take back their lives with time-saving solutions. Chock-full of exercises, takeaways, real-world examples, colorful diagrams, and an easy-going writing style, readers will quickly learn effective practices to create high-performing workflows within an organization.And now, with this updated second edition, readers will get more exercises plus a new afterword from the author featuring new learnings from the past five years.The technology world―and indeed the whole business world―is moving at a pace faster than ever before, and it shows no signs of slowing down. Instead of consigning ourselves to the pressure cooker of the modern world, it's time to elevate how we work. It's time to level up our game. It's time to make work visible.

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Book SynopsisExplains the fundamental and technical aspects you need to use to get the right balance in your market analysis. This book shows how to put these into practice with examples from real-life market action.

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Book SynopsisThis is not just another book with yet another trading system. This is a complete guide to developing your own systems to help you make and execute trading and investing decisions. It is intended for everyone who wishes to systematise their financial decision making, either completely or to some degree. Author Robert Carver draws on financial theory, his experience managing systematic hedge fund strategies and his own in-depth research to explain why systematic trading makes sense and demonstrates how it can be done safely and profitably. Every aspect, from creating trading rules to position sizing, is thoroughly explained. The framework described here can be used with all assets, including equities, bonds, forex and commodities. There is no magic formula that will guarantee success, but cutting out simple mistakes will improve your performance. You'll learn how to avoid common pitfalls such as over-complicating your strategy, being too optimistic about likely returns, taking excessive risks and trading too frequently. Important features include: - The theory behind systematic trading: why and when it works, and when it doesn't.- Simple and effective ways to design effective strategies.- A complete position management framework which can be adapted for your needs.- How fully systematic traders can create or adapt trading rules to forecast prices.- Making discretionary trading decisions within a systematic framework for position management.- Why traditional long only investors should use systems to ensure proper diversification, and avoid costly and unnecessary portfolio churn.- Adapting strategies depending on the cost of trading and how much capital is being used.- Practical examples from UK, US and international markets showing how the framework can be used.Systematic Trading is detailed, comprehensive and full of practical advice. It provides a unique new approach to system development and a must for anyone considering using systems to make some, or all, of their investment decisions.Trade Review"A remarkable look inside systematic trading never seen before, spanning the range from small to institutional traders. This isn't only for algorithmic traders, it's valuable for anyone needing a structure - which is all of us. Carver explains how to properly test, apply constant risk, size positions and portfolios, and my favorite, his "no rule" trading rule, all explained with scenarios. Reading this will benefit all traders." - Perry Kaufman, author of Trading Systems and Methods, 5th Edition (Wiley, 2013);Table of ContentsPreamble Preface - Systematic trading and investing - Who should read this book - Overview - what is coming Introduction - September 2008: The Billion Dollar Day - January 2009: Why (most) humans make poor traders - The black box is simpler than you think - An open source revolution - An open source systematic framework PART ONE: THEORY The good, the bad and the ugly of systematic trading - Humans should be great traders - in theory -- The death of rational economic man -- Why we run losses and stop out profits - Introducing a systematic rule for trading -- Stick to the rules and don't meddle -- Overcoming instinct - why 'contra' instinctive behaviour works -- Why subjective 'systems' don't work - Commitment mechanisms - how do we stop ourselves 'meddling'? -- Automation - the use of dogs in finance and engineering - Systematic trading in financial institutions The commitment problem does not go away... -- . but there are benefits - The ideal systematic trading shop - Two more tricks to reduce meddling -- Abstraction -- Ignorance - Designing systems to discourage meddling - the three virtues -- Trust your system -- Understand the limits of your ignorance -- Sleep at night: Position size is as important than position sign - When is meddling acceptable? -- Unacceptable meddling -- Acceptable meddling - Irrationality in trading system development - the three sins -- Overfitting -- Overtrading -- Overbetting Systematic strategies - Why do strategies 'work'? -- Risk premia -- Frictions and barriers to entry -- Information less trading -- Returns to effort and cost -- Behavioural effects -- Pure alpha:skill - What makes a good strategy? -- Intuitive -- Well motivated -- As simple as possible -- Can be systematised - Categorising the strategy universe -- Static versus Dynamic -- Buying and selling insurance -- Technical vs fundamental -- Fast vs Slow -- Directional vs cross sectional -- Low versus high leverage -- Many positions vs few positions -- Crowd following vs contrarian PART TWO: THE TOOLBOX - Model selection, calibration and fitting -- The perils of overfitting -- Distinguishing dud models from good models -- Fitting and overfitting - Four rules for effective fitting -- Start with a small number of ideas, not with data -- Save real data for a rainy day; use artificial data -- Don't fit unless there is a gun to your head -- If you must fit to real data, be very, very careful - Portfolio allocation -- Anecdote: When smart people make stupid decisions -- The bad news: Portfolio optimisation is hard -- A simple fix: bootstrapping -- 'Handcrafting' the weights: The heuristic method -- Some problems -- The good news PART THREE: THE FRAMEWORK An 'open source' framework for systematic trading and investing - Why an open source framework? -- Parallels with open source software -- Flexibility -- Individual seperable components with well defined interface -- Underlying logic exposed a+' easily modified - The elements of the framework -- Instruments to trade -- One or more signals -- Forecasts - combinations of signals -- Scaled positions -- Portfolios of positions -- Total capital scaling - money management -- Risk measurement and control - Modifying and extending the 'open source' framework Instruments - the building blocks - Asset classes: Stocks, bonds, ETF's, futures, CFD's ... - The character of different instruments - Portfolios as instruments - Spreads - a special kind of portfolio instrument - Summary - key points Signals - looking under the hood - What is a signal? - What properties should signals have? -- A signal is a scaled quantity -- But what scale -- Why it makes sense to have a unit variance signal -- Are jumpy signals okay? -- Should we allow signals to be as large as possible? -- Three signals in detail -- Summary From signals to forecast - Combination -- Linear versus non linear -- Choosing the weights - we need portfolio optimisation -- The diversification multiplier - Mapping function -- Binary -- Linear -- Linear with cutoffs (recommended) -- Linear with flat spot - Summary - the default system does... Position scaling - The magic number - Position is signal over standard deviation - Expected volatility -- How do we measure expected volatility? -- Dangers of low volatility -- A rule for low volatility - Summary - the default system position scaling is... Instrument weights - more portfolio allocation - Linear weighting for portfolios - Portfolio optimisation amongst instruments -- Which grouping for the heuristic? -- Multiple dimensions -- Portfolios of spreads - The diversification multiplier, part two - Summary Total capital scaling: Risk appetite and money management - How much can you lose? - A brief primer on the Kelly Criteria - From Sharpe to Kelly - The total capital scaling rule -- Low risk target, high worst loss; or high risk target, low worst loss? -- Upside ratcheting and downside adjustment - Special cases: Interest paying, living off the proceeds and principal protection - Summary Risk measurement and risk control - Some risk management issues -- What is risk and how do we measure it? -- Risk that's hard to measure -- Two key flavours of system for risk management - Built in risk management -- Risk managing at a signal level -- Risk managing at an instrument level - System level risk management -- Maximum estimated risk -- Correlation risk - the perfect storm -- Jump risk redux - low volatility -- Combining them - the worst case scenario multiplier -- The clipping problem - Outside the system - the risk envelope -- The risk envelope exists to avoid meddling -- Measuring the envelope -- Applying the envelope - Buying an insurance against poor performance - Summary Tailoring - Speed of trading -- Calculating the damage from trading too quickly -- Decomposing and calculating the cost of trading -- Applying the brakes - how to slow down -- Costs and calibration -- Some subtleties - Trading with more or less capital -- Trading with more capital -- Trading with less capital PART FOUR: PRACTICE Example one: Systematic trading for discretionary traders - Why use a systematic framework with discretionary decisions? -- Instruments -- Signals -- Forecasts -- Position scaling -- A 'portfolio' of trades - Total capital scaling - Risk control - Worked portfolio example - Extensions Example two: Systematic asset allocation; a long only risk parity portfolio - A risk parity system - Instruments to trade - World's dullest signal and forecast - Position scaling - Portfolio construction - the difficult part -- Bootstrap method -- Heuristic method - Total capital scaling - Risk control - Worked portfolio example - Extensions Example three: Fully systematic futures trading system - A futures system - Instruments - Signals -- Momentum -- Carry - Combining signals to get forecasts -- Cost estimation -- Heuristic -- Bootstrapping - Position scaling - A portfolio of instruments -- Heuristic -- Bootstrap - Total capital scaling - the dangers of easy leverage - Risk measurement and control - Worked portfolio example - Extensions Appendices Appendix A: Resources Further reading Data sources Brokers and platforms Coding Appendix B: Formulas Backtesting - Accounting - Costs - Judging the results -- Sharpe ratio -- T- test -- Skew Fitting Iterative binary grid search Portfolio construction - Markowitz portfolio optimisation - Bootstrapped portfolio optimisation - By hand portfolio optimisation -- Means -- Costs - specific case of means - Linear portfolio weighting and calculating the diversification effect - Nearest portfolio Signals - Random entry stop loss - Flip flop stop loss - Basic moving average crossover - Exponetial moving average crossover - Raw carry signal for generic asset - Raw carry signal futures contracts - Smoothed carry signal From signal to forecast - Individual signal scaling - Linear signal combination and calculating the diversification effect - Forecast mapping functions - Linear with cap -- Binary -- Cutoff - Position scaling -- Volatility estimation - Minimum volatility rule - Final position calculation - Portfolios of instruments - Total capital scaling -- Establishing the initial scalar -- The auto ratchet down -- The manual ratchet up - Risk measurement and control -- Natural risk scalar -- Vol shock risk scalar - Correlation shock scalar - Total risk scalar - System performance envelope

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Book Synopsis Competitive advantage. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter’s frameworks are the foundation. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts.Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas.Magretta uses her wide business experience to translate Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest Trade Review"The Harvard professor's books are required reading for health care leaders tackling strategy." -- American Hospital Association "A book on understanding Porter is worthwhile because he's often misunderstood. He is widely and rightly regarded as the all-time greatest strategy guru, but that view gets the emphasis wrong." -- Fortune magazine "If you have always intended to read Michael Porter's groundbreaking management classics, but have never quite got around to doing so, Joan Magretta's Understanding Michael Porter does the hard work for you" -- Financial Mail (South Africa) "Magretta's book is a timely reminder that serves to put Porter's thinking and concepts before us again--ideas that all firms and strategy practitioners would be well-advised to study and learn from...an excellent read." -- Quality Digest "Summing Up: Highly recommended" -- CHOICE "Joan Magretta lays out Porter's ideas on competition in a concise, easy-to-read volume." -- Business Day (South Africa) "The book is a great read even for those who are looking to get initiated into the Michael Porter way of thinking" -- The Economic Times (India) "Magretta adds value through fresh case studies showing how companies such as Zara, Ikea and In-N-Out Burger deploy Porter's ideas. Written in a very accessible style, this is a book for managers rather than academics." -- The Irish Times "Ms. Magretta does a superb job of clearly and logically explaining Prof. Porter's concepts, with lots of helpful examples. This is a distillation, but it never feels sparse, with ample time for the reader to learn a concept and sufficient reinforcement of the ideas as you are guided through the Porter oeuvre. Reading it brings you up-to-date on his ideas and, more importantly, helps you to understand your own business and the strategic elements you may have missed." -- The Globe & Mail "200 pages of simple, non-faddish common sense for business." -- Anna Farmery, TheEngagingBrand.com "Book of the Month. This book will become the strategy bible for today's busy managers." -- Business Executive

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Book SynopsisSeize the competitive edge through intelligent, differentiated capital allocationThe intelligent deployment of capital is one of the most effective ways to create long-term value. But despite this, there are very few capital allocation experts on the boards of the largest publicly traded companies, and academic research consistently finds that most firms deploy capital sub-optimally.Capital Allocation aims to educate senior leaders, board members, investors, students, and anyone interested in business on this important topic. Until now very little has been written on capital allocation outside of academia, even though the strategic deployment of excess capital is an increasingly significant source of competitive advantage for many companies.David Giroux, Chief Investment Officer for Equities and Multi-Asset and Head of Investment Strategy at T. Rowe Price, covers the entire gamut of capital allocation issues, including optimal capital structure, ca

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Book SynopsisTable of ContentsIntroduction xiii What It Takes to Thrive in a Complex, Uncertain World xiii Discovery by Mistake xvi Overview of the Book xviii Endnotes xxi PART I The Power of Psychological Safety 1 Chapter 1 The Underpinning 3 Unconscious Calculators 4 Envisioning the Psychologically Safe Workplace 6 An Accidental Discovery 8 Standing on Giants’ Shoulders 12 Why Fear Is Not an Effective Motivator 13 What Psychological Safety Is Not 15 Measuring Psychological Safety 19 Psychological Safety Is Not Enough 21 Endnotes 22 Chapter 2 The Paper Trail 25 Not a Perk 26 The Research 29 An Epidemic of Silence 30 A Work Environment that Supports Learning 35 Why Psychological Safety Matters for Performance 39 Psychologically Safe Employees Are Engaged Employees 41 Psychological Safety as the Extra Ingredient 43 Bringing Research to Practice 45 Endnotes 46 PART II Psychological Safety at Work 51 Chapter 3 Avoidable Failure 53 Exacting Standards 54 Stretching the Stretch Goal 60 Fearing the Truth 63 Who Regulates the Regulators? 66 Avoiding Avoidable Failure 68 Adopting an Agile Approach to Strategy 70 Endnotes 72 Chapter 4 Dangerous Silence 77 Failing to Speak Up 78 What Was Not Said 79 Excessive Confidence in Authority 83 A Culture of Silence 86 Silence in the Noisy Age of Social Media 92 Endnotes 97 Chapter 5 The Fearless Workplace 103 Making Candor Real 104 Extreme Candor 109 Be a Don’t Knower 113 When Failure Works 116 Caring for Employees 119 Learning from Psychologically Safe Work Environments 123 Endnotes 124 Chapter 6 Safe and Sound 129 Use Your Words 130 One for All and All for One 135 Speaking Up for Worker Safety 138 Transparency by Whiteboard 142 Unleashing Talent 146 Endnotes 147 PART III Creating a Fearless Organization 151 Chapter 7 Making it Happen 153 The Leader’s Tool Kit 154 How to Set the Stage for Psychological Safety 158 How to Invite Participation So People Respond 167 How to Respond Productively to Voice – No Matter Its Quality 173 Leadership Self-Assessment 181 Endnotes 183 Chapter 8 What’s Next? 187 Continuous Renewal 187 Deliberative Decision-Making 189 Hearing the Sounds of Silence 191 When Humor Isn’t Funny 193 Psychological Safety FAQs 195 Tacking Upwind 208 Endnotes 209 Appendix: Variations in survey measures to Illustrate Robustness of Psychological Safety 213 Acknowledgments 217 About the Author 219 Index 221

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Book SynopsisThe Law of Market Failure: Most new products will fail in the market, even if competently executed.Using his experience at Google, his remarkable success as an entrepreneur and consultant, and insights from his lectures at Stanford University and Google, Alberto Savoia’s The Right It offers an unparalleled approach to beating the beast that is market failure.Millions of people around the world are working hard to bring to life new ideas. Some of these ideas will turn out to be stunning successes that will have a major impact on our world and our culture: The next Google, the next Polio vaccine, the next Harry Potter, the next Red Cross, the next Ford Mustang. Others will be smaller, more personal but no less meaningful, successes: A little restaurant that becomes a neighborhood favorite, a biography that does not make the best-seller list but tells an important story, a local nonprofit to care for abandoned pets. At this very same moment, another group of people is working equally hard to develop new ideas that, when launched, will fail. Some of them will fail spectacularly and publicly: like New Coke, the movie “John Carter”, or the Ford Edsel. Others will be smaller, more private, but no less painful failures: A home-based business that never takes off, a children’s book that neither publishers nor children have any interest in, a charity for a cause that too few people care enough about. If you are currently working to develop a new idea, whether on your own or as part of a team, which group are you in? Most people believe that they either are, or will be, in the first group—the group whose ideas will be successful. All they have to do is work hard and execute well. Unfortunately, we know that this cannot be the case. The law of market failure tells us that up to 90 percent of most new products, services, businesses, and initiatives will fail soon after they are launched—regardless of how promising they sound, how much we commit to them, or how well we execute them. This is a hard fact to accept. We believe that other people fail because they don’t know what they are doing. Somehow, we believe that this does not apply to us and to our idea—especially if we’ve experienced victories in the past.Filled with detailed case studies, a lesson on creating your own hard data, a strategy for market engagement, and an introduction to the concept of a pretotype (not a prototype), The Right It is a groundbreaking, entertaining, and highly practical book delivers a proven formula for turning ideas, products, services, and businesses into successful endeavors. As Alberto writes, “make sure you are building The Right It before you build It right”.  

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Book SynopsisMartin R Edwards is Reader in HRM and Organizational Psychology at King's Business School, King's College London. He has taught statistics to undergraduate, postgraduate and PhD students for over 15 years and also teaches HR analytics to MSc students. As a consultant, he has delivered HR analytics workshops to FTSE-100 companies. Kirsten Edwards is HR Lead for Advanced Analytics and Data Science at Rio Tinto and has over 20 years' broad international experience in analytics, HR and management consulting. She is a visiting lecturer at Kent Business School and at King's Business School.Trade Review"Predictive HR Analytics is a comprehensive and detailed guide for any professional interested in this exciting new field. The book will help you understand what data to analyze, how to interpret and analyze the data, and how different types of models work. Highly recommended for people analytics specialists!" * Josh Bersin, Global Industry Analyst and Founder, Bersin by Deloitte *"Edwards and Edwards provide an essential roadmap to professionalize how HR analytics is applied in organizations. This book should be required reading for data scientists and HR generalists who need to learn the ropes of applying statistics and social scientific analysis to HR data." * Alec Levenson, Senior Research Scientist at the Center for Effective Organizations, University of Southern California and author of Strategic Analytics and Employee Surveys That Work *"Predictive HR Analytics is a practical guide for anyone working or interested in the burgeoning field of people analytics. What sets it apart from other books on the topic is that the authors demonstrate how to actually perform the analyses with a variety of HR-related data as well as providing insights on the statistical models that support them. Every people analytics team should own a copy of this book." * David Green, Executive Director at Insight222, Global speaker, writer and consultant on people analytics *"An essential read for HR leaders and practitioners wishing to deepen their knowledge and capability in predictive analytics. The authors balance the need to present technical concepts and theory with clear and simple solutions to apply within the workplace. This book is full of wisdom for anyone wishing to embrace analytics as a fundamental HR capability." * Caroline van der Feltz, HR Director, Danske Bank UK *"Finally, a book that students and HR professionals can use to learn how to do HR analytics! Not only do Edwards & Edwards show how to conduct analyses with clear, step by step examples, they show the critical insights that HR analytics can provide." * Fritz Drasgow, Dean of the School of Labor and Employment Relations and Professor of Psychology, University of Illinois at Urbana-Champaign *"Detailed, precise and clearly written, this book isn't just about statistics; it's about the future of HR. Essential reading for everyone in HR." * Professor Binna Kandola OBE, Business Psychologist, Senior Partner and Co-founder, Pearn Kandola *"Anyone reading and learning from this book and applying its lessons will be a more effective HR professional. It should certainly become compulsory reading for all HRM students. The authors are to be congratulated on providing a service to the HR community by writing this much needed and timely book." * David Guest, Professor of Organizational Psychology and Human Resource Management, King’s College, London *"At a time when the HR function is facing huge changes and undergoing massive challenges, it is good to see the second edition of this noteworthy book. Whilst many in HR are still coping with reporting on metrics, Edwards and Edwards have updated and expanded their first edition by embracing the latest developments and staying ahead of the curve. This will make a welcome contribution to the knowledge base of academics and practitioners alike." * David Simmonds, Chairman, Hr Analytics Ltd. *"This book is essential reading for anyone interested in how to actually apply statistical methods to HR data. The book fills an important gap between those that are too technical, making them impenetrable to all but the most experienced statisticians, and books that focus on organizational capability aspect of HR analytics. If you're doing HR analytics you need a copy of this book." * Dr. Nigel Guenole, Exectuive Consultant, IBM, Co-author of The Power of People: Learn how successful organizations use workforce analytics to improve business performance *"This book is a much-needed, well-researched, informative, and accessible treatment of HR/People Analytics. I highly recommend it for instructors who teach a course on this topic or HR professionals who want to learn on their own. It contains valuable guidance on how to collect and analyze human resource management and operational data to support data driven decision-making." * Dr. Janet Marler, Professor of Management, University at Albany, State University of New York *Table of Contents Chapter - 01: Understanding HR analytics; Chapter - 02: HR information systems and data; Chapter - 03: Analysis strategies; Chapter - 04: Case study 1 – Diversity analytics; Chapter - 05: Case study 2 – Employee attitude surveys – engagement and workforce perceptions; Chapter - 06: Case study 3 – Predicting employee turnover; Chapter - 07: Case study 4 – Predicting employee performance; Chapter - 08: Case study 5 – Recruitment and selection analytics; Chapter - 09: Case study 6 – Monitoring the impact of interventions; Chapter - 10: Business applications – Scenario modelling and business cases; Chapter - 11: More advanced HR analytic techniques; Chapter - 12: Reflection on HR analytics – Usage, ethics and limitations; Chapter - 13: Appendix R

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Book SynopsisThe definitive look at how the 70s movie makers changed the face of cinema

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Book SynopsisGreg McKeown was named a Young Global Leader by the World Economic Forum. He is the CEO of THIS Inc, a leadership and strategy design agency headquartered in Silicon Valley. He has taught at companies that include Apple, Facebook, Google, LinkedIn, Salesforce.com, Twitter and VMware. Originally from London, he now lives in Menlo Park, California with his wife, Anna, and their four children. Greg holds an MBA from Stanford University.Trade ReviewIncredibly helpful … one of the few books that I revisit on a regular basis * Tim Ferriss *Greg McKeown’s excellent new book is a much-needed antidote to the stress, burnout and compulsion to “do everything,” that infects us all. It is an essential read for anyone who wants to regain control of their health, wellbeing, and happiness * Arianna Huffington *Do you feel it, too? That relentless pressure to sample all the good things in life? To do all the 'right' things? The reality is, you don’t make progress that way. Instead, you’re in danger of spreading your efforts so thin that you make no impact at all. Greg McKeown believes the answer lies in paring life down to its essentials. He can’t tell you what’s essential to every life, but he can help you find the meaning in yours. * Daniel H. Pink, author of TO SELL IS HUMAN and DRIVE *Entrepreneurs succeed when they say "yes" to the right project, at the right time, in the right way. To accomplish this, they have to be good at saying "no" to all their other ideas. Essentialism offers concise and eloquent advice on how to determine what you care about most, and how to apply your energies in ways that ultimately bring you the greatest rewards * Reid Hoffman, co-founder/chairman of LinkedIn and co-author of the #1 NYT bestseller THE START-UP OF YOU *Essentialism holds the keys to solving one of the great puzzles of life: how can we do less but accomplish more? A timely, essential read for anyone who feels overcommitted, overloaded, or overworked—in other words, everyone. It has already changed the way that I think about my own priorities, and if more leaders embraced this philosophy, our jobs and our lives would be less stressful and more productive. So drop what you’re doing and read it. * Adam Grant, Wharton professor and bestselling author of GIVE AND TAKE *

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Book SynopsisOlson develops a theory of group and organizational behavior that cuts across disciplinary lines and illustrates the theory with empirical and historical studies of particular organizations, examining the extent to which individuals who share a common interest find it in their individual interest to bear the costs of the organizational effort.Trade ReviewThe existence of a large group with a common interest does not automatically give rise to collective action. There must be an individual incentive to join in or there must be compulsion. This proposition, together with the notion that small groups are qualitatively different from large ones, forms the core of this extremely stimulating book… The range of phenomena it helps to explain and the number of existing ideas it overthrows are very considerable. Having set out his theory of groups and organizations…the author demonstrates its explanatory power by examining the growth of trade unionism, the concept of economic freedom, Marx’s class theory, orthodox theories of pressure groups, special interest groups and, lastly, the unorganized groups. Economic analysis is blended with political theory and sociology with great success. The result is an important contribution to social science. * The Economist *Olson’s book is a significant and valuable contribution to the economist’s attempt to come to grips with organizational problems. -- Neil W. Chamberlain * American Economic Review *This superb little volume is worthy of the attention of all social scientists. It can lead to a healthy and challenging discussion and perhaps to a reappraisal of pressure groups in American society. * Public Opinion Quarterly *There is now a considerable body of literature which attempts to apply economic analysis to political problems. In my opinion, Olson’s is one of the most successful and provocative of these attempts. Olson’s central insight is novel and illuminating to political scientists and he shows that by the use of it he can give familiar facts (about labor unions, farm organizations, and other interest groups) new meaning. I believe that his work is going to force the jettisoning of much of what has been said about interest groups and the revision of the rest. It should also have an influence on the many political scientists who work in the field of organization. -- Edward C. Banfield, Henry Lee Shattuck Professor of Urban Government, Harvard UniversityTable of ContentsIntroduction I. A Theory of Groups and Organizations A. The purpose of organization B. Public goods and large groups C. The traditional theory of groups D. Small groups E. "Exclusive" and "inclusive" groups F. A taxonomy of groups II. Group Size and Group Behavior A. The coherence and effectiveness of small groups B. Problems of the traditional theories C. Social incentives and rational behavior III. The Labor Union and Economic Freedom A. Coercion in labor unions B. Labor-union growth in theory and practice C. The closed shop and economic freedom in the latent group D. Government intervention and economic freedom in the latent group IV. Orthodox Theories of State and Class A. The economists' theory of the state B. The Marxian theory of state and class C. The logic of the Marxian theory V. Orthodox Theories of Pressure Groups A. The philosophical view of pressure groups B. Institutional economics and the pressure group--John R. Commons C. Modern theories of pressure groups--Bentley, Truman, Latham D. The logic of group theory VI. The "By-Product" and "Special Interest" Theories A. The "by-product" theory of large pressure groups B. Labor lobbies C. Professional lobbies D. The "special interest" theory and business lobbies E. Government promotion of political pressure F. Farm cooperatives and farm lobbies G. Noneconomic lobbies H. The "forgotten groups"--those who suffer in silence Index

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Book SynopsisJeffrey D. Sachs shows how the United States can find a path to renewed economic progress that is fair and environmentally sustainable. Sachs explores issues including infrastructure, trade deals, energy policy, and income inequality, providing illuminating and accessible explanations of the forces at work and specific policy solutions.Trade ReviewJeffrey Sachs remains one of the most thought-provoking economists in the world today because he dares to challenge presidents of both parties and the orthodoxies that bind them to disastrous policies. His critiques are fierce and his solutions fearless in the face of political and academic groupthink. That makes Professor Sachs a rarity in public life and this book an absolute necessity. -- Joe Scarborough My father famously declared that GDP "measures neither our wit nor our courage, neither our wisdom nor our learning, neither our compassion nor our devotion to our country; it measures everything in short, except that which makes life worthwhile." Jeffrey Sachs presents an economic vision beyond GDP, one that is based on compassion and sustainability, and that aligns with the globally agreed Sustainable Development Goals. This is a roadmap for America's future economic strategy. -- Kerry Kennedy, president of the Robert F. Kennedy Center for Justice and Human RightsTable of ContentsForeword, by Bernie SandersPrefaceAcknowledgments1. Why We Need to Build a New American Economy2. Investment, Saving, and U.S. Long-Term Growth3. Decoding the Federal Budget4. Sustainable Infrastructure After the Automobile Age5. Facing Up to Income Inequality6. Smart Machines and the Future of Jobs7. The Truth About Trade8. Disparities and High Costs Fuel the Health Care Crisis9. A Smart Energy Policy for the United States10. From Guns to Butter11. Investing for Innovation12. Toward a New Kind of Politics13. Restoring Trust in American Governance14. Prosperity in SustainabilitySuggested Further ReadingsNotes

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Book SynopsisThe revolutionary “Red Book” that helped a generation work smarter, better, and faster—now expanded and updated with new stories, new ideas, and new methods to radically improve the way you and your company deliver resultsIf you’ve ever been startled by how fast the world is changing, the Scrum framework is one of the reasons why. Productivity gains in workflow of as much as 1,200 percent have been recorded, and there’s no more lucid—or compelling—explainer of Scrum and its bright promise than Jeff Sutherland. The thorny problem that Sutherland began tackling back then boils down to this: People are spectacularly bad at doing things with agility and efficiency. Best-laid plans go up in smoke. Teams often work at cross-purposes to one another. And when the pressure rises, unhappiness soars.Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and Sutherland’s experience as a West Point–educated fighter pilot, a biometrics expert, a medical researcher, an early innovator of ATM technology, and a C-level executive at eleven different technology companies, this book will take you to Scrum’s front lines, where Sutherland’s system has brought the FBI into the twenty-first century, helped support John Deere’s supply chain amid a global pandemic and supply chain shortage, reduced poverty in the Third World, and even planned weddings and accomplished weekend chores.The way we work has changed dramatically since Sutherland first introduced Scrum a decade ago. This urgent update shares new insights and provides new tools to take advantage of the radical productivity that Scrum delivers. Sutherland will show you how to optimize working with artificial intelligence and share the latest cognitive science research on culture, psychological safety, diversity, and happiness, and how these factors drive performance, innovation, and overall organizational health. This new edition contains a decade of lessons learned. Whether it’s ten years ago, now, or ten years into the future, the Scrum framework is guaranteed to help you deliver results. But the most important reason to read this book is that it may just help you achieve what others consider unachievable.

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Book SynopsisBusiness valuation is the process of determining the value of a business enterprise or ownership interest. Business Valuation For Dummies is filled with expert guidance that business owners, managers at all levels, investors and students can use when determining the value of a business.Table of ContentsIntroduction 1 About This Book 1 Conventions Used in This Book 2 What You’re Not to Read 3 Foolish Assumptions 3 How This Book Is Organized 4 Part I: What Business Valuation Means 4 Part II: Getting Familiar with Valuation Tools, Principles, and Resources 4 Part III: If You’re Selling a Business 4 Part IV: If You’re Buying a Business 5 Part V: Don’t Try This at Home! Turning Things Over to the Valuation Experts 5 Part VI: The Part of Tens 5 Icons Used in This Book 6 Where to Go from Here 6 Part I: What Business Valuation Means 7 Chapter 1: The Value of Understanding Business Valuation 9 Basic Tenets and the Importance of Valuation for Businesspeople 10 Value differs from price 10 Planning drives value 10 No two valuations are exactly alike 11 Valuation isn’t a one-time deal 12 The Basic Building Blocks for Calculating Value 12 Discount and capitalization rates: The numbers that really matter 13 Doing your homework: Due diligence 13 How rule of thumb enters into business valuation 14 Getting Expert Help 15 The Move toward Intangible Asset Valuation 16 Family Businesses: Important Valuation Targets 16 Chapter 2: What Triggers a Business Valuation? 19 Exploring Reasons for Wanting a Business 20 It’s time for a new career 20 You’re fulfilling a dream 21 You’re taking advantage of a strategic opportunity 22 You’re buying a business to pass on to your heirs 23 Shaking the Money Tree: How Lenders Make Thorough Valuation a Necessity 24 Borrowing to buy a business: What lenders want to see 25 Preparing for mergers and other big-money deals 26 Seeking new or continued funding for an existing business 27 Attracting public or private investors 27 What If You Want — or Need — to Sell a Business? 28 Doing some smart estate planning 28 Reaching retirement 29 Letting the kids take over 29 Facing threats from market forces 30 Separating from a co-founder or partner 30 Dealing with divorce 32 Exit Plans: Writing the Ending 32 Who benefits from an exit plan? 33 When should an exit valuation be done? 33 Chapter 3: Understanding the Tangibles and Intangibles of Business Valuation 35 Examining Your Reasons for Valuing This Business 36 Introducing Standards of Value 37 The mother of all standards: Fair market value 38 Perceptions of investment value 38 The fundamentals of intrinsic value 39 Going over going-concern value 39 Liquidation value 40 Adjusting or Normalizing a Financial Statement 41 Other Considerations: Science Meets Art 42 Adding business and economic news 42 Folding in tangible assets 43 Drawing valuation conclusions with intangible assets 43 Chapter 4: Approaches and Methods — Basic Theories of the Valuation Process 45 A Step-by-Step Overview of the Valuation Process 47 Risky Business: Gauging Circumstances for the Best Results 49 Understanding the different approaches 50 Calculating risk and its relationship to present value 55 Using discount and capitalization rates and income valuation methods 56 Chapter 5: The Challenge of Valuation in a Knowledge Economy 61 Moving from a Hard-Asset to an Intangible-Asset Economy 61 Reviewing types of assets 62 Recognizing the increasing value of intellectual property 63 Determining the Value of a Company Based on Ideas 64 The importance of real, documented income 64 What strategic buyers and lenders want to see 66 Reaching Intangible Value 67 Taking a stab at brand valuation 67 Recognizing customers as valuation drivers 69 Preserving Your Knowledge Business for the Future 70 Shaky times: When the founder’s brain leaves the building 70 What owners need to do: Planning ahead 71 Part II: Getting Familiar with Valuation Tools, Principles, and Resources 73 Chapter 6: Getting Familiar with a Typical Valuation Report 75 What a Valuation Report Is Supposed to Do 76 Outlining a Typical Valuation Report 76 Cover 77 Valuation summary 77 Valuation assignment 80 Economic outlook 81 Industry outlook 82 Business overview 83 Conclusion of value 85 Appendixes 86 Chapter 7: Meeting the Supporting Players in the Valuation Process 87 Getting Help in Valuing Your Business 87 Recognizing situations that call for valuation experts 89 Finding the experts you need 90 Seeking the qualities your experts should have 91 Appraising What Appraisers Do 92 How appraisers are trained and certified 93 What appraisers cost 95 How to examine a business appraiser’s work process 96 What to ask a prospective business appraiser 97 Taking Account of Accountants 98 How accountants are trained 99 How accountants are certified 100 What accountants cost 101 How to examine an accountant’s work process 102 What to ask a prospective accountant 102 Hiring Advocacy: Attorneys 103 How attorneys are trained and certified 104 What attorneys cost 105 How to examine an attorney’s work process 105 What to ask a prospective attorney 105 Brokers: One-Stop Valuation and Sale Services 106 How business brokers are trained and certified 107 What business brokers cost 108 How to examine a broker’s work process 108 What to ask a prospective business broker 108 Chapter 8: Understanding Financial Statements 111 Gathering the Financial Data You Need 112 Looking into Support Data 112 External data 112 Internal data 113 Taking a Look at Financial Statements 114 The balance sheet 114 The income statement 118 Statement of retained earnings 122 Cash-flow statement 123 Ratios and formulas for valuation 126 Chapter 9: Using Rule-of-Thumb Valuations for Mom-and-Pop Businesses 131 What Rules of Thumb Do in Business Valuation 132 2008 Rules of Thumb from the Business Reference Guide 133 Full-service restaurants 133 Bars 135 Gift shops 137 Medical practices 138 Auto repair shops 140 Day-care centers for children 142 Dry cleaning 144 Coin laundries 146 Bookstores 149 Bed-and-breakfasts 149 Part III: If You’re Selling a Business 153 Chapter 10: Making Sure You’re Ready to Sell 155 Understanding Why Timing Is Important 156 Examining the Motivations behind a Potential Business Sale 156 Anticipating the owner’s retirement 158 The kids are taking over! 158 Weighing the possibility of a merger or acquisition from a friendly suitor 159 Changing market conditions are threatening a company’s future 159 Bringing Valuation into the Picture before You Bring In the Buyers 159 Providing a reality check 160 Transparency: Preparing for a sale 161 Heading off problems to increase value 162 Determining the Kind of Transaction You Want 165 Outright sale 166 Employee stock ownership plan (ESOP) 166 Ownership transfer to key family members 166 Chapter 11: Deciding What to Do about the Family Company 167 Planning for the Worst Possible Scenario 168 Examining the State of the Family Business 169 Specific characteristics of family companies 169 How families hurt the value of their businesses 170 Why “equal” in a family business isn’t always fair 174 Getting Your Family Down to Business 175 Following a phased-in approach 176 Addressing the fairness question head-on 178 Setting up the best plan for the generations 178 Chapter 12: Due Diligence on the Sell Side 181 Looking at Why a Seller Has to Do Due Diligence 181 Understanding the Three Stages of Due Diligence 183 Tricks of the Trade: Collecting and Exchanging Information 184 Gathering your own company data 184 Protecting your company with a confidentiality agreement 187 Chapter 13: Case Study: Valuation on the Sell Side 189 Heading Off Common Valuation Disasters 190 Writing down your wishes 190 Making sure that your records are adequate 191 Taking time to plan 192 Considering confidentiality 192 Setting Up Your Prevaluation Plan 192 Finding the problems 193 Analyzing the prevaluation 195 Performing the Valuation 196 Taking valuation from fantasy to reality 196 Checking the structure of the deal 200 Looking at an example of a deal in progress 201 Part IV: If You’re Buying a Business 203 Chapter 14: How Do You Know Whether You’re Ready to Buy? 205 Knowing What Typically Drives a Business Purchase 205 Getting Ready to Buy 206 Tackling challenges unique to buyers 207 Looking at whether the business is right for you 208 Evaluating a failing business 209 Understanding how the mating process (typically) works 211 Restarting the Value Process 213 Chapter 15: Moving from Valuation to Negotiation 215 Knowing What Valuation Does for the Dealmaking Process 216 Identifying potential pitfalls and opportunities 216 Timing the purchase well 216 Minimizing emotional shocks 217 Getting Ready to Meet the Seller 217 Recognizing window dressing 218 Remembering motives 218 Knowing what sellers want 219 Let’s Make a Deal: Negotiating 219 Deciding whether to handle negotiations yourself 219 Getting ready to negotiate 220 Understanding what you should do in negotiation 222 Working with someone who’s negotiating for you 223 Chapter 16: Due Diligence on the Buy Side 225 Seeing What Due Diligence Means in Practice 225 Looking at the Unoffi cial First Stages of Due Diligence 226 Researching the company 227 Consulting your family and the pros 228 The Informational Game Plan: Cracking the Books (and the Internet) 229 Gathering the Company’s Data 231 Knowing which questions to ask about the target company 232 Checking with the company’s departments 233 Collecting Outside Data about Your Industry and the Economy 235 Chapter 17: Forensic Accounting and the Due Diligence Process 239 Understanding Forensic Accountants 239 Characterizing a qualifi ed forensic accountant 240 Recognizing situations that link forensic accounting and valuation 243 Comparing Basic and Forensic Accounting 246 Recognizing Business Situations That Trigger Forensic Accounting 247 Doing a Forensic Accounting Test 248 Looking at Forensic Accounting Case Studies 249 Chapter 18: Case Study: Valuation on the Buy Side 251 Being Frank: Selecting an Industry 251 Doing Research in Advance 252 Contacting the Target 253 Negotiating the quick-and-dirty valuation stage 253 Knowing when to talk and when to hang up 254 Moving on to Company Number Two 254 Seeing How Failing to Consult an Advisor Can Cost You 255 Knowing when to involve advisors 255 Encountering problems 256 Seeing what could’ve been done 258 Checking Benchmarking Data 258 Understanding Deal Structure 259 Part V: Don’t Try This at Home! Turning Things Over to the Valuation Experts 261 Chapter 19: Divorce 263 Doing Estate Planning Regardless of Marital Status 263 Planning Prenuptial and Postnuptial Agreements 264 Breaking down a prenuptial agreement 265 Creating a postnuptial agreement 267 Seeking the Correct Professionals 267 Looking at What Happens to a Family Business in Divorce 268 State laws on splitting property 270 The marital balance of power 271 Determining the Business Value in a Divorce 272 Keeping Valuation Dates in Mind 273 Chapter 20: Estate Planning and Gifting 275 Succession Planning: A Critical Part of Business Planning 276 Considering Family Matters 276 Anticipating problems 276 Considering blended and nontraditional families 277 Creating contingency plans for relatives who renege 278 Creating a Succession Plan 279 Creating an Estate Plan 280 Finding the Experts You Need for Estate Planning 281 Fitting Buy/Sell Agreements into Estate Planning and Valuation 282 Taking Gifting into Consideration 283 Gifting strategies 283 Gifting techniques 284 Chapter 21: Attracting Outside Investors to Your Startup 287 Exploring Your Startup Resources 288 Seeing How Valuation Professionals Work with Startups 290 Creating the Starting Point: The Business Plan 291 Working with Investors 292 Angel investors 293 Venture capitalists 294 IPO investors 295 Part VI: The Part of Tens 297 Chapter 22: Ten Reasons to Consider a Prenup 299 It Gets You to Talk Honestly about Money at the Start of a Marriage 300 Your Life’s Work Shouldn’t Go down the Drain 300 If Both Spouses Have Sacrificed to Build the Business, They Need to Share 301 The Working Spouse Shouldn’t Lose the Business Entirely 302 Kids from Earlier Marriages Need Protection 302 Kids from Your Next Marriage Need Protection, Too 304 Planning for Worst-Case Scenarios Is a Good Habit 304 Your Business and Personal Finances Really Are Connected 305 Family Legacies Need Protection 305 When a Marriage Ends, a Prenup (Or Postnup) Can Save You Both Money 306 Chapter 23: Ten Questions to Answer Before Considering a Partnership Agreement 307 Who Will Be in the Partnership? 308 How Much Capital Does Each Partner Have to Kick In at the Start? 308 How Will Decisions Be Made? 309 Do You Have a Plan for Resolving Disputes? 309 How Will the Firm Admit New Partners? 310 How and When Will Profits — or Losses — Be Shared? 310 What Happens If a Partner Leaves or Dies? 311 How Will the Partnership Be Sold or Dissolved? 311 How Will Legal Disputes inside and outside the Partnership Be Handled? 312 Will Noncompete Issues Be Covered? 312 Chapter 24: Ten Things to Consider Before Transforming Your Company Into an ESOP 313 Research How ESOPs Are Created 314 Understand Why ESOPs Are Attractive in Certain Situations 314 Know How the Tax Advantages Work 315 Examine How Valuation Comes In 316 Get a Handle on Your Launch Steps 316 Prepare for Preparation Costs 317 Get Ready to Train Next-Generation Leadership 317 Plan Ongoing Training for Employees 318 Estimate ESOP Costs after Launch 318 Realize That ESOPs Can Fail 318 Glossary 319 Index 327

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Book SynopsisIn The Secret Science of Price and Volume, leading market timer Tim Ord outlines a top-down approach to tradingidentifying the trend, picking the strongest sectors, and focusing on the best stocks within those sectorsthat will allow you to excel in a variety of markets. With this book as your guide, you'll quickly become familiar with Ord's proven method and discover how it can be used to make more profitable trading decisions.Table of ContentsPreface vii Dedication ix Acknowledgments x About the Author xi Chapter 1 My Path to Successful Trading 1 Becoming a Broker 2 First Foray into Technical Analysis 3 A “Student” of the Market 5 An Incomplete Picture 6 Understanding Market Time Frames 7 “Discovering” Wyckoff 8 Price and Volume Relationships 8 My Trading Methodology 9 Chapter 2 Overview of My Method 11 Time Frames and Trading 11 Taking a Top-Down Approach 12 Aligning with the Market 30 Chapter 3 Physics of Price and Volume Analysis 33 Determining Buy and Sell Signals Using Ord-Volume 39 The Bullish Setup 54 Conclusion 56 Chapter 4 Price and Volume Relationships 59 Volume Analysis at Swings 60 Trading Gaps with Volume Comparisons 79 Chapter 5 Combining Ord-Volume with Swing Price and Volume Relationships 87 Combining Ord-Volume and Volume Relationships 88 Understanding Volume Pushing Price and Time Frames 95 Using Longer and Shorter Chart Time Frames 103 Summing It Up: Swing Price, Volume and Ord-Volume 104 Chapter 6 The “Wind at Your Back” Method 107 Finding Market Direction 107 Breadth Analysis 109 Volume Analysis 120 Momentum Analysis 125 Chapter 7 Sector Analysis and Stock Analysis: The Importance of Sentiment 135 Sector and Stock Analysis 136 Investor Sentiment Helps Pick Market Turns 145 Summing It Up: The Consensus of Indicators 154 Chapter 8 Gold Stocks: The Big Picture 157 Reading the Price Relative to Gold Ratio (PRTG) 158 Elliott Wave Analysis in Gold 160 Using “Third Time Up” and Volume Analysis 162 Applying Breakout Analysis 163 What Lies Ahead for Gold 165 Concluding the Gold Discussion 165 Chapter 9 Putting it All Together 167 Step 1: Reading Market Sentiment 168 Step 2: Evaluating Breadth, Volume, and Momentum 172 Step 3: Picking the Strongest Sectors 183 Step 4: Selecting the Strongest Stocks 185 Putting It All Together 190 Index 193

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Book SynopsisCultural policy is changing. Traditionally, cultural policies have been concerned with providing financial support for the arts, for cultural heritage and for institutions such as museums and galleries. In recent years, around the world, interest has grown in the creative industries as a source of innovation and economic dynamism. This book argues that an understanding of the nature of both the economic and the cultural value created by the cultural sector is essential to good policy-making. The book is the first comprehensive account of the application of economic theory and analysis to the broad field of cultural policy. It deals with general principles of policy-making in the cultural arena as seen from an economic point of view, and goes on to examine a range of specific cultural policy areas, including the arts, heritage, the cultural industries, urban development, tourism, education, trade, cultural diversity, economic development, intellectual property and cultural statistics.Trade Review'As is to be expected of this leading writer on the economics of the arts, this book is yet another valuable contribution. It covers areas not previously well trodden and covers a subject of vital importance for the flourishing of the arts. Well written, as pieces by Throsby always are, it will add to the enjoyment as well as knowledge and understanding of its readers.' William J. Baumol, Harold Price Professor of Entrepreneurship, New York University'David Throsby has again met the challenge of making cultural economics accessible to non-specialists while maintaining the interest of more specialised readers. His summaries of the various theories and their application to cultural policy could not be bettered and demonstrate his thorough understanding of both. I can recommend the book to everyone concerned with cultural economics and with cultural policy.' Ruth Towse, Professor of Economics of Creative Industries, Bournemouth University and Professor Emerita, Erasmus University Rotterdam'Drawing on the best traditions of classical political economy, Throsby shows how the processes of cultural policy-making can be illuminated by the application of economic theory. In its insistence on a distinction between economic and cultural value, the book offers little support to those who see culture as just another branch of economic activity. What Throsby gives us is a rigorously worked out framework for economic analysis, but one that remains receptive to other intellectual influences. Written with great lucidity, using language that non-economists will understand, this is essential reading for anyone engaged in the study or making of cultural policies.' Oliver Bennett, Professor of Cultural Policy Studies, University of Warwick, and Editor, International Journal of Cultural Policy'David Throsby promises to provide a comprehensive synopsis of all economic contributions to the analysis of cultural policy while extending the discussion beyond the usual questions, inviting non-economists and specialists alike to join the conversation … [He] identifies important aspects of cultural policy and argues that it can be enriched rather than debased by economic logic. He persuasively argues this by elaborating on various theories and their application to broader areas of cultural interest.' Lyudmila Petrova, Journal of Cultural EconomicsTable of ContentsList of abbreviations; Preface; Acknowledgements; 1. Introduction; 2. The scope of cultural policy; 3. The policy process; 4. Arts policy; 5. Cultural industries; 6. Cultural heritage; 7. Culture in urban and regional development; 8. Tourism; 9. Culture in the international economy; 10. Cultural diversity; 11. Arts education; 12. Culture in economic development; 13. Intellectual property; 14. Cultural statistics; 15. Conclusions; References; Index.

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Book SynopsisA compelling autobiography of one of the most successful investors in the history of Wall Street No Bull offers an account of some of the investment strategies that drove Michael Steinhardt's historic success as a hedge fund manager, including a focus on his skills as an industry analyst and consummate stock picker.Table of Contents1. The Phone Call. 2. Bensonhurst. 3. The Wise Guy of Forty-Seventh Street. 4. The Ivy League, the Army, and the Street. 5. The Hottest Analysts on Wall Street. 6. Steinhardt, Fine, Berkowitz & Company. 7. Judy. 8. Variant Perception. 9. There and Back. 10. Menageries and Movies. 11. The Crash of 1987. 12. The Steinhardt Style. 13. Dabbing in Politics. 14. The Worst Year of My Life. 15. "Steinhardt Quits! 16. The Death of My Father. 17. Two Rivers. Index.

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Book SynopsisThere are many text books about engineering design and some include project evaluation techniques. There are text books on accounting methods and yet others on business management. This book does not aim to replace these specialized texts but brings together the elements of these subjects that young engineers working in industry particularly the construction industry and its customers need to understand. Most engineers learn about money the hard way: by experience in the workplace. The authors having done this themselves recognized the gap in engineers' education and set out to bridge it. This book is based on a 1996 course George Solt pioneered for final-year engineering undergraduates. The book is written in an approachable style and gives young engineers as well as mature engineers an insight into the way engineering businesses run, the importance of capital and the problems of cash flow.Trade Review"Engineering Money is an excellent book for an undergraduate course dealing with return on investment issues for any contracted project, but particularly for engineering projects. The one-liner summary items would provide excellent starting points for a spirited class discussion. Highly recommended. Lower-and-upper division undergraduates." (Choice , 1 April 2011) Table of ContentsPreface. Chapter 1 What’s It All About? Chapter 2 Money. Chapter 3 Measuring Money. Chapter 4 How Things Can Go Wrong—1. Chapter 5 Good Company. Chapter 6 Capital. Chapter 7 The Year’s Business Plan. Chapter 8 How Not to Go Bust. Chapter 9 Cash Flow. Chapter 10 What’s a Contract? Chapter 11 Conditions of Contract. Chapter 12 How Things Can Go Wrong—2. Chapter 13 Cost Centers. Chapter 14 Pricing Contracts. Chapter 15 Competitive Tendering. Chapter 16 How Things Can Go Wrong—3. Chapter 17 Other Types of Contracts. Chapter 18 Terms of Payment. Chapter 19 How Things Can Go Wrong—4. Chapter 20 Planning Contract Execution. Chapter 21 Procurement and Monitoring. Chapter 22 Paying and Getting Paid. Chapter 23 Consultants. Chapter 24 Using Your Judgement. Chapter 25 Health and Safety Aspects of Design. Chapter 26 Green Engineering and Greenbacks. Chapter 27 Research and Development. Chapter 28 The Love of Money. Chapter 29 Last Words. Appendix 1 Financial Accounts. Appendix 2 Critical Path Analysis. Appendix 3 Project Evaluation Techniques. Index.

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Book SynopsisPraise For Damn Right! From the author of the bestselling WARREN BUFFETT SPEAKS Charlie Munger, whose reputation is deep and wide, based on an extraordinary record of brilliantly successful business strategies, sees things that others don't. There is a method to his mastery and, through this book, we get a chance to learn about this rare individual. MICHAEL EISNER, Chairman and CEO, The Walt Disney Company Janet Lowe uncovers the iconoclastic genius and subtle charm behind Charlie Munger's curmudgeonly facade in this richly woven portrait of our era's heir to Ben Franklin. With a biographer's detachment, an historian's thoroughness, and a financial writer's common sense, Lowe produces a riveting account of the family, personal, and business life of this idiosyncratically complex and endlessly fascinating figure. LAWRENCE A. CUNNINGHAM, Cardozo Law School, Author of The Essays of Warren Buffett: Lessons for Corporate AmericaTrade ReviewShe's Bullish on the Lifestyles of the Rich and Famous Money talks - in an astonishing number of languages. Janet Lowe' s books on business and finance have been translated into 17 tongues, including Thai, Hebrew, Slovenian and three different kinds of Chinese. President of the San Diego Press Club, former financial editor of the San Diego Tribune and the author of 16 books, Lowe' s writing focuses on the leaders of specific industries. Her latest work, "Damn Right! Behind the Scenes With Berkshire Hathaway Billionaire Charlie Munger," gives further evidence of Lowe' s expertise on money-related success. The very rich, she observes, seem to have one particular thing in common. "The people that I have written about all earned their own wealth. They are not inheritors. They did not fall by it accidentally," she said. "It came about as the result of having a particular talent that they recognized very early in their lives, and they concentrated on it." She says that Warren Buffett was fascinated by investing even as a child, that Oprah Winfrey began working in radio and television while still in high school, that Ted Turner, although a "wild child," was always someone who saw big ideas and took big risks. Lowe challenges the stereotype of the wealthy as dishonest and ruthless. Money talks - but it talks straight. "People usually do not rise to this level unless they' re very smart, good communicators, and ethical," she explained. "You may not agree with the philosophy of a Warren Buffett or a Jack Welch (the head of General Electric) and with what they do or how they feel, but they are honest and true to themselves and they follow an ethical course. They'll tell you that if you' re not a straight shooter and an honest dealer, people will see that and not work with you." The San Diego Union-Tribune Online (By Sarah Sabalos LaSpaluto, October 29, 2000 "Janet Lowe's extensive access to Charlie Munger, his family, friends and business partners has ensured a perceptive look at the man and his business methods." (Lloyd's List, 9th December 2000) "This is a well-written, fascinating, cautionary tale which examines the seductive nature of power, and people's willingness to believe in these latter-day icons." (International Wealth Management, October 2000)Table of ContentsAn Extraordinary Combination of Minds. The Lake--A PLace That Defines Munger. The Nebraskans. Surviving the Wars. Putting Together a New Life. Munger Makes His First Million. A Combination of Big Ideas. Pound-for-Pound, the Best Law Firm. Operating Wheeler, Munger Out of a Utility Room. Blue Chip Stamps. See's Candy Teaches a Lesson. The Belous Case. The Buffalo Evening News. Charles Munger Goes to War with the Savings and Loan Industry. The Blossoming of Berkshire Hathaway. Berkshire in the 1990s--Power Building. Salomon Brothers. The Daily Journal Corporation--A Modest Media Empire. Doing Good at Good Samaritan Hospital. Elder Statesman and Conscience of the Investment World. A Time to Reap Rewards. Appendices. Notes. Index.

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Book SynopsisThe trading bible for the new millennium In Come Into My Trading Room, noted trader and author Dr. Alexander Elder returns to expand far beyond the three M's (Mind, Method, and Money) of his bestselling Trading for a Living. Shifting focus from technical analysis to the overall management of a trader's money, time, and strategy, Dr.Table of ContentsDedication iv Introduction 1 How This Book Is Organized 2 Male Or Female? 4 Part One Financial Trading for Babes in the Woods 5 1 Invest? Trade? Gamble? 7 An Intelligent Investor 7 An Intelligent Trader 8 An Intelligent Gambler? 12 2 What Markets to Trade? 15 Stocks 16 Futures 18 Options 20 3 The First Steps 25 The External Barriers to Success 25 Getting Your Gear 32 Analysis and Trading 39 Part Two The Three M’S of Successful Trading 45 4 Mind—The Disciplined Trader 47 Sleepwalking Through the Market 49 A Remedy for Self-destructiveness 54 The Mature Trader 61 5 Method—Technical Analysis 67 Basic Charting 68 Indicators—Five Bullets to a Clip 84 6 Trading 123 System Testing 125 Triple Screen Update 128 Day-trading 138 The Impulse System 157 Market Thermometer 162 Exiting Trades 165 Choosing What to Trade 183 7 Money Management Formulas 215 No Math Illiterates 217 Businessman’s Risk vs. Loss. 218 The 2% Solution—Protection From Sharks 220 The 6% Rule—Protection From Piranhas 223 Position Sizing 227 Money Management Steps 230 Part Three Come Into My Trading Room 233 8 The Organized Trader 235 Trader’s Spreadsheet 236 The Equity Curve 238 Trading Diary 240 Action Plan 242 9 Trading for a Living 245 Discipline and Humility 247 Have You Got the Time? 251 The Decision-making Tree 257 Beginner, Semipro, Pro 264 Going Pro 267 10 Come Into My Trading Room 271 Excerpts From the Diary 273 Your Next Trade 298 Acknowledgments 301 Sources 303 Index 307 About the Author 313

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Book SynopsisWhat do Bill Gates, Henry Ford, J.P. Morgan, Mary Kay Ash, and Walt Disney all have in common? Uncompromising vision, a willingness to take risks, and exceptional business acumen. Not only did these individuals amass great fortunes, they revolutionized the business world and helped shape society as we know it.Table of ContentsPartial table of contents: Robert Morris: America's First Financier. Cyrus McCormick's Reaper and the Industrialization of Farming. John D. Rockefeller and the Modern Corporation. Henry Ford and the Model T. Charles Merrill and the Democratization of Stock Ownership. Walt Disney and his Family-Entertainment Empire. Ray Kroc, McDonald's, and the Fast-Food Industry. Betting the Company: Joseph Wilson and the Xerox 914. American Express and the Charge Card. Mary Kay Ash and her Corporate Culture for Women. Sam Walton, Wal-Mart, and the Discounting of America. The Turnaround at Harley-Davidson. Kohlberg Kravis Roberts & Co. and the Leveraged Buyout. William Gates and the Dominance of Microsoft. Notes on Sources. Index.

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