Business, Finance & Law Books

Book SynopsisA guide to how your money is managed, with foreword by Nobellaureate Robert Shiller The Fund Industry offers a comprehensive look at mutualfunds and the investment management industry, for fund investors,those working in the fund industry, service providers to theindustry and students of financial institutions or capital markets.Table of ContentsForeword Robert J. Shiller xi Preface to the Second Edition xiii Acknowledgments xvii Section One An Investor’s Guide to Mutual Funds Chapter 1 Investing through Mutual Funds 3 Advantages and Disadvantages of Mutual Funds 4 History and Growth 8 Regulators and Industry Associations 16 Chapter Summary 22 Notes 23 Chapter 2 How Mutual Funds Work 27 Buying and Selling Fund Shares 28 The Pass-Through Tax Status of Mutual Funds 31 A Virtual Corporation 34 Ethical Standards 41 Alternatives to Mutual Funds 46 Chapter Summary 52 Notes 53 Chapter 3 Researching Funds: The User Guides 57 Mutual Funds and Disclosure 57 The Summary Prospectus 62 Beyond the Summary Prospectus 69 Using the User Guides 75 Chapter Summary 76 Notes 77 Chapter 4 Comparing Mutual Funds 79 Delineating Your Own Investment Objectives 80 Evaluating Performance 83 The Taxonomy of Mutual Funds 88 Chapter Summary 101 Notes 102 Chapter 5 The Cost of Fund Ownership 105 The Focus on Fund Expenses 105 Distribution Expenses 109 Operating Expenses 117 The Management Fee 119 The Active versus Passive Debate 128 Chapter Summary 133 Notes 134 Section Two Mutual Fund Portfolio Management Chapter 6 Portfolio Management of Stock Funds 139 Stock Research 140 Putting It All Together: Managing a Stock Fund 151 Chapter Summary 164 Notes 165 Chapter 7 Portfolio Management of Bond Funds 169 Bond Fund Holdings 169 Putting It All Together: Managing a Bond Fund 181 Chapter Summary 187 Notes 188 Appendix to Chapter 7 Funds and Derivatives 191 Uses of Derivatives in Funds 192 Regulation of Derivatives in Funds 194 Notes 197 Chapter 8 Portfolio Management of Money Market Funds 199 Money Market Funds and the Financial System 200 Rule 2a-7 202 Money Market Fund Holdings 210 Putting It All Together: Managing a Money Market Fund 214 Chapter Summary 217 Notes 218 Chapter 9 Implementing Portfolio Decisions: Trading 223 The Importance of Trading 224 The U.S. Stock Markets 225 The Role of the Mutual Fund Trader 236 Trading in Bond Funds 243 Chapter Summary 245 Notes 246 Chapter 10 Mutual Funds as Stockholders 249 Mutual Funds and the Proxy Voting Process 249 Proxy Voting by Mutual Funds 253 Activism and Mutual Funds 258 Current Issues in Proxy Voting 264 Proxy Voting Outside the United States 266 Chapter Summary 268 Notes 269 Section Three Sales and Operations Chapter 11 Retail Distribution 275 What Sells Mutual Funds? 276 Distribution Channels 277 Fund Platforms 284 Distribution Strategy 290 Chapter Summary 295 Notes 296 Chapter 12 Retirement Saving through 401(k) Plans 301 The Benefits of Tax-Deferred Saving 302 History and Growth of 401(k) Plans 304 Contributions to 401(k) Plans 310 Investment Options in 401(k) Plans 312 Target Date Funds 316 Plan Administration 319 Chapter Summary 320 Notes 321 Chapter 13 Other Retirement Planning Options 325 Individual Retirement Accounts 326 Variable Annuities 332 The Future of Retirement Income in the United States 334 Chapter Summary 339 Notes 339 Chapter 14 Fund Operations 343 The Transfer Agent 343 Fund Accounting 355 Investment Operations 366 Chapter Summary 370 Notes 372 Section Four Beyond Traditional Funds Chapter 15 Exchange-Traded Funds 377 A Brief History 377 Advantages and Disadvantages 380 Legal Structure 381 Operations 384 Portfolio Holdings 387 The Future of ETFs 393 Chapter Summary 394 Notes 395 Chapter 16 Hedge Funds 399 Traditional Hedge Funds 400 Traditional Hedge Fund Investors 415 The New Hedge Funds: Liquid Alternatives 419 Chapter Summary 423 Notes 424 Section Five The Internationalization of Mutual Funds Chapter 17 Cross-Border Investing 433 The Growth in Cross-Border Investing 433 Advantages and Risks of Investing Overseas 437 Operational Challenges of Investing Overseas 440 Putting It All Together: Managing a Global or International Fund 444 Chapter Summary 448 Notes 449 Chapter 18 Cross-Border Asset Gathering 451 The Global Market for Investment Funds 451 Models for a Global Fund Business 459 The UCITS Model 464 Chapter Summary 473 Notes 474 Appendix to Chapter 18 Gathering Fund Assets through Retirement Plans 477 Chile’s Retirement System 480 Singapore’s Retirement System 483 Notes 487 About the Companion Website 489 About the Authors 491 Index 493

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Book SynopsisIntegrate critical roles to improve overall performance in complex engineering projects Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient, and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by System Engineering and Program Management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule, and technical performance, and coverage of risk management throughout helps you ensure the success of your organization''s own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corTable of ContentsList of Figures xxvii List of Tables xxxiii Foreword: Practices, Knowledge, and Innovation xxxv Preface xxxix Reference xli Acknowledgments xliii Introduction xlvii The Origins of an Important Collaboration xlvii Creating a Knowledge Foundation through Exploratory Research xlviii Phase I Study xlix Phase II and III Studies l Phase IV Study li Strengths and Limitations of the Research Foundation lii Integrating Practitioner Knowledge with Research lii Overview of the Book liii References liv Part I: In Search of Integrated Solutions 1 1 Toward a New Mindset 3 1.1 Striving for Perfection in Complex Work 3 1.2 Boldly Going Again Where People Have Gone Before 4 1.3 Strategy Realization Requires Good Management 8 1.4 Workforce + Organizational Capabilities = Competitive Advantage 10 1.5 Rays of Hope 12 1.6 Trekking toward a New Mindset 12 1.7 Summary 14 1.8 Discussion Questions 14 1.9 References 14 2 The Engineering Program Performance Challenge 17 2.1 Introduction 17 2.2 Making White Elephants Extinct 17 2.3 Large Engineering Programs Are Complex 20 2.4 We Need a Better Solution 31 2.5 Summary 31 2.6 Discussion Questions 33 2.7 References 33 Additional Resources 36 3 The Features of Successful Integration Of Program Management And Systems Engineering 37 3.1 A Major Engineering Program Failure? 37 3.2 Bridging Boundaries to Foster Program Success 40 3.3 Contributors to Success in Action 42 3.4 Summary 47 3.5 Discussion Questions 48 3.6 References 48 Additional Resources 49 4 The Case for Integrating Program Management and Technical Management 51 4.1 The Roots of Nonintegration 51 4.2 Program Management and Systems Engineering Are Different 52 4.3 Program Management 53 4.4 Systems Engineering 62 4.5 Why Divergence Is Such a Problem 69 4.6 Integrating Is Difficult, but Not Impossible 75 4.7 Discussion Questions 76 4.8 References 76 Additional Resources 78 5 Key Concepts in Integration 79 5.1 Introduction 79 5.2 Assessing Integration between Disciplines 79 5.3 Attributes of Integration in Complex Organizations 83 5.4 Practitioner Perspectives on Integration 88 5.5 Summary 93 5.6 Discussion Questions 94 5.7 References 95 Part II: Building Capabilities to Effectively Execute Engineering Programs 97 6 How Integration Works in Programs 99 6.1 Introduction 99 6.2 The Integration Framework 99 6.3 Summary 115 6.4 Discussion Questions 115 6.5 References 116 7 Integration in Practice in the F/A-18e/F Super Hornet Program 119 7.1 Introduction 119 7.2 F/A-18E/F Super Hornet Program Background and the Context of Integration 121 7.3 Twelve Days of August: A Start on the Integration Journey 122 7.4 Enabling Integration by Reducing Program Complexity 124 7.5 A Parallel Process in NAVAIR to Improve Integration 125 7.6 The E/F Program Pilots a New Way of Working Together 126 7.7 Improved Decision Making 128 7.8 Program Delivery 138 7.9 Integration Practices Observed in the F/A-18E/F Program 140 7.10 Summary 140 7.11 Discussion Questions 141 7.12 References 142 8 Program Management and Systems Engineering Integration Processes, Practices, and Tools 143 8.1 Introduction 143 8.2 Episodic Integration Mechanisms 144 8.3 Pervasive Integration Mechanisms 151 8.4 A Note on Tailoring 164 8.5 Summary 165 8.6 Discussion Questions 166 8.7 References 166 Additional Resources 168 9 The Organizational Environment 169 9.1 Introduction 169 9.2 Structural Dimensions of Integration 169 9.3 Organizational Environmental Factors 174 9.4 The Challenges of Integration in Large-Scale Programs: Systems Failure 178 9.5 Characteristics of Successful Program Integration 180 9.6 The International Space Station: A Model in Systems Integration 182 9.7 Summary 185 9.8 Discussion Questions 186 9.9 References 186 Additional Resources 189 10 Developing Integration Competencies In People 191 10.1 Introduction 191 10.2 Identifying Integration Competencies 194 10.3 Developing Integration Competencies 198 10.4 Managing Integration Competencies 207 10.5 Summary 210 10.6 Discussion Questions 211 10.7 References 211 Additional Resources 215 11 Integration Throughout the Program Life Cycle 217 11.1 Introduction 217 11.2 Integration and the Generic Life Cycle 217 11.3 Life Cycle Stages for Systems Engineering 219 11.4 Program Management Life Cycle Characteristics 220 11.5 Large-Scale Infrastructure Programs 225 11.6 Life Cycle Integration 227 11.7 Leadership Styles for the Big Dig’s Five Stages of Program Management 232 11.8 Summary 233 11.9 Discussion Questions 233 11.10 References 234 Additional Resources 236 12 The Impact of Effective Integration on Program Performance 237 12.1 Introduction 237 12.2 Program Performance 237 12.3 Measuring Integration in Programs 240 12.4 Integration as a Catalyst for Program Performance 244 12.5 Case Study: Electronic Support Upgrade for the Royal Australian Navy’s Anzac Class Frigate 249 12.6 Summary 255 12.7 Discussion Questions 256 12.8 References 256 Part III: Developing Integration Competencies in Your Organization 259 13 Integration Means Change 261 13.1 Introduction: The Case for Change 261 13.2 The Need to Be Thoughtful about Change 262 13.3 Frameworks and Models for Change 265 13.4 Readiness Assessment 271 13.5 The Road Ahead and How to Prepare for It 273 13.6 Summary 273 13.7 Discussion Questions 274 13.8 References 275 Additional Resources 276 14 Successful Change Programs that Improved Integration 279 14.1 Introduction 279 14.2 Redefining What Is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles & Space Company 280 14.3 Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs 284 14.4 Integrating Software Engineering and Program Management at Nationwide 287 14.5 Managing Change in Engineering Program Organizations: Boosting Productivity in BMW’s Engineering Department 291 14.6 Delivering the World’s Most Complex Inner-City Infrastructure Program: Boston’s Big Dig 299 14.7 Summary 303 14.8 Discussion Questions 305 14.9 References 306 15 Leading an Integration Change Program 309 15.1 Introduction 309 15.2 Understanding the Work Ahead: The Organizational Context 310 15.3 Planning for Change within the Organizational Context 312 15.4 Putting the Four Input Dimensions for Change Together 329 15.5 Practices to Consider 334 15.6 Summary 338 15.7 References 339 Part IV: A Call to Action 341 16 Calls to Action 343 16.1 Call to Action for Academia: Help Budding Professionals Learn to Adapt 344 16.2 Call to Action for Enterprise: Build the Right Engine for Strategy Implementation 349 16.3 Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways 353 16.4 Call to Action for Industry and Professional Societies: Take an Interdisciplinary View 357 16.5 Call to Action for Researchers: Explore Interdisciplinary Systems 359 16.6 References 361 Afterword: Toward an Integrated Future 365 The Case for Integration 365 New Insights Gained Along the Way 366 The Path Forward 368 Glossary 371 Index 381

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Book SynopsisThe world s most forward-looking CEOs recognize the real challenge facing business today: a fundamental shift in the nature of commerce.Table of ContentsForeword ixSir Richard Branson Preface xi Introduction: Profit from Tomorrow’s Bottom Line 1 1 Adopt the Right Aspirations 23 2 Create New Corporate Structures 39 3 Apply True Accounting Principles 55 4 Calculate True Returns 71 5 Embrace Well-Being 87 6 Level the Playing Field 107 7 Pursue Full Transparency 123 8 Redefine Education 143 9 Learn from Nature’s Model 167 10 Keep the Long Run in Mind 179 Conclusion: Get Ready to BreakThrough 193 Notes 211 Acknowledgments 229 About the Authors 235 Index 239

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Book SynopsisAn insightful and practical toolkit for managing organizational growth Growing Pains is the definitive guide to the life cycle of an organization, and the optimization strategies that make the organization stronger.Table of ContentsPreface vii Acknowledgments xiii Part I A Framework for Developing Successful Organizations 1 Chapter 1 Transitions Required to Build Sustainably Successful Organizations® 5 Chapter 2 Building Sustainably Successful Organizations®: The Pyramid of Organizational Development 25 Chapter 3 Identifying and Surviving the First Four Stages of Organizational Growth 47 Chapter 4 Managing the Advanced Stages of Growth 71 Chapter 5 Recognizing Growing Pains and Assessing the Need for Change 93 Part II Mastering the Tools for Building Sustainably Successful Organizations® 113 Chapter 6 Strategic Planning 117 Chapter 7 Organizational Structure 159 Chapter 8 Organizational Control and Performance Management Systems 185 Chapter 9 Management and Leadership Development 215 Chapter 10 Corporate Culture Management 243 Part III Special Aspects of Organizational Transitions in Growing and Changing Enterprises 275 Chapter 11 Building Sustainably Successful Nonprofits 277 Chapter 12 The Challenge of Leadership Throughout the Organizational Life Cycle 305 Chapter 13 Building Sustainably Successful Organizations®: The Frameworks, Tools, and Methods in Action 331 About the Authors 363 Index 365

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Book SynopsisIIE/Joint Publishers Book of the Year Award 2016! Awarded for an outstanding published book that focuses on a facet of industrial engineering, improves education, or furthers the profession .Table of ContentsPreface xi 1 Introduction to Engineering Decision Making 1 1.1 Introduction 1 1.2 Decision Making in Engineering Practice 4 1.3 Decision Making and Optimization 5 1.4 Decision Making and Problem Solving 6 1.5 Decision Making and Risk Management 7 1.6 Problems in Decision Making 8 1.7 The Value of Improving Decision Making 8 1.8 Perspectives on Decision Making 9 Exercises 10 References 12 2 Decision-Making Fundamentals 15 2.1 Decision Characteristics 16 2.2 Objectives in Decision Making 17 2.3 Influence Diagrams 22 2.4 Rationality 24 2.5 Dominance 29 2.6 Choice Strategies 31 2.7 Making Tradeoffs 33 2.8 Reframing the Decision 34 2.9 Risk Acceptance 36 2.10 Measurement Scales 37 Exercises 39 References 46 3 Multicriteria Decision Making 51 3.1 Pugh Concept Selection Method 54 3.2 Analytic Hierarchy Process 56 3.3 Multiattribute Utility Theory 62 3.4 Conjoint Analysis 67 3.5 Value of a Statistical Life 70 3.6 Compensation 71 3.7 The Impact of Changing Weights 74 Exercises 76 References 81 4 Group Decision Making 85 4.1 Ranking 88 4.2 Scoring and Majority Judgment 92 4.3 Arrow’s Impossibility Theorem 95 Exercises 96 References 99 5 Decision Making Under Uncertainty 101 5.1 Types of Uncertainties 103 5.2 Assessing a Subjective Probability 105 5.3 Imprecise Probabilities 107 5.4 Cumulative Risk Profile and Dominance 108 5.5 Decision Trees: Modeling 110 5.6 Decision Trees: Determining Expected Values 112 5.7 Sequential Decision Making 114 5.8 Modeling Risk Aversion 115 5.9 Robustness 120 5.10 Uncertainty Propagation: Sensitivity Analysis 125 5.11 Uncertainty Propagation: Method of Moments 127 5.12 Uncertainty Propagation: Monte Carlo Simulation 129 Exercises 132 References 138 6 Game Theory 141 6.1 Game Theory Basics 144 6.2 Zero-Sum Games 144 6.3 Optimal Mixed Strategies for Zero-Sum Games 145 6.4 The Minimax Theorem 147 6.5 Resource Allocation Games 147 6.6 Mixed Motive Games 148 6.7 Bidding 151 6.8 Stackelberg Games 152 Exercises 153 References 157 7 Decision-Making Processes 161 7.1 Decision-Making Contexts 164 7.2 Technical Knowledge and Problem Consensus 165 7.3 Optimization: Search and Evaluation 169 7.4 Diagnosing Risk Decision Situations 170 7.5 Values and Ethics 171 7.6 Systematic Decision-Making Processes 172 7.7 The Decision-Making Cycle 174 7.8 The Analytic-Deliberative Process 175 7.9 Concept Selection 176 7.10 Decision Calculus 177 7.11 Recognition-Primed Decision Making 178 7.12 Heuristics 178 7.13 Unconscious Decision Making 179 7.14 Search 179 7.15 Types of Search in Practice 183 7.16 Secretary Problem 185 7.17 Composite Decisions 187 7.18 Separation 189 7.19 Product Development Processes 194 Exercises 197 References 200 8 The Value of Information 207 8.1 The Expected Value of Perfect Information 212 8.2 The Expected Value of Imperfect Information 214 8.3 Experimentation to Reduce Ambiguity 221 8.4 Experimentation to Compare Alternatives 225 8.5 Experimentation to Compare Alternatives with Multiple Attributes 228 Exercises 232 References 237 9 Risk Management 239 9.1 Risk Management Process 244 9.2 Potential Problem Analysis 247 9.3 Risk Management Guide for DOD Acquisition 252 9.4 Risk Management at NASA 253 9.5 Precursors 254 9.6 Warnings 257 9.7 Risk Communication 259 9.8 Managing the Risk of a Bad Decision 265 9.9 Learning from Failures 271 9.10 Transforming Failure Information 275 Exercises 276 References 282 10 Decision-Making Systems 289 10.1 Introduction to Decision-Making Systems 291 10.2 Mechanisms of Organization Influence 292 10.3 Roles in Decision-Making Systems 293 10.4 Information Flow 296 10.5 The Structure of Decision-Making Systems 297 10.6 Product Development Organizations 298 10.7 Information Flow in Product Development 299 10.8 The Design Factory 302 Exercises 302 References 303 11 Modeling and Improving Decision-Making Systems 307 11.1 Modeling Decision-Making Systems 309 11.2 Rich Pictures 310 11.3 Swimlanes 311 11.4 Root Definitions 313 11.5 Conceptual Models 315 11.6 Models of Product Development Organizations 317 11.7 Improving Decision-Making Systems 317 11.8 An Integrative Strategy 319 Exercises 325 References 326 Index 331

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Book SynopsisPrivate equity is more economically significant than ever, as institutions hunt for high returns in a risky world. Private Equity 4. 0 examines the role, workings and contribution of this important industry in a straightforward yet revealing manner. Dr. Josh Lerner Jacob H.Table of ContentsList of case studies ix About the authors xi Professional acknowledgments xiii Personal acknowledgments xv Foreword xvii Introduction xxi Private equity at the crossroads xxi An historical perspective to gain insights for the future xxi Private equity: all about people xxiii The best capitalism has to offer? The conceptual groundings xxiv Empowering and incentivizing: partnering for mutual success xxiv Focus, focus, focus xxv Strategy is cheap; operationalizing is key xxv Alignment brings cohesion xxvi Flexibility as strategic value xxvi Carrots and sticks: the value of discipline xxvi Leverage… at all levels xxvii The cash flow paradox xxvii The buy-and-sell approach: capitalism on speed xxviii Believers, sceptics and cynics xxviii 1 Private equity: from “alternative” to “mainstream” asset class? 1 Moving into mainstream 3 A brief history 6 An increasingly global industry 8 Private equity in North America 10 Private equity in Europe 11 Private equity in Asia 12 Emerging private equity players 13 An industry in the limelight 18 2 Private equity as a business system 25 Setting the stage 27 The raison d’être of private equity funds 27 Private equity’s market segments 29 The fuel behind private equity: investors 37 Portfolio allocations by investors 39 The (apparent) madness of private equity fees 42 Management fee 43 Carried interest 43 General partner interest 46 Commitments versus investments 50 Distributions in cash, please! 51 Due diligence, leverage, focus and… incentives 53 Superior information 54 Active ownership 54 Financial leverage 55 Alignment of interests 55 Mitigating possible confl icts of interest 56 Illiquidity… and new ways to cope with it 58 Secondaries market 58 Publicly listed private equity vehicles 60 3 Value creation in private equity 69 The art of private equity 71 Sourcing deals 74 Creating value in private equity 78 Operational value 79 Exiting investments 95 The economic impact of private equity 96 4 Private equity performance 103 Performance metrics 106 Valuing realized and unrealized investments 108 Reporting fund performance 109 Membership and self-reporting biases 109 Performance by segments 112 Performance by fund size 113 The persistence effect 114 The timing effect 116 Comparison against benchmarks 117 Correlation to other asset classes 121 5 The main characters in private equity 125 Size matters: fund sizes, deal sizes and other dimension issues! 127 Global alternative asset managers 132 Example: The Carlyle Group 133 Example: Bain Capital 138 Regional, domestic and multi-country funds 142 Example: EQT Partners 143 Mid-market funds 146 Example: H.I.G. Capital 148 Venture capital funds 152 Example: TVM Capital 154 Distressed private equity 157 Example: Cerberus Capital Management LP 159 Secondary funds 162 Example: Coller Capital 163 Funds-of-funds 165 Example: Pantheon 166 Example: AlpInvest Partners 169 Institutional limited partners 171 Example: CalPERS (California Public Employees Retirement System) 171 6 The supporting cast 173 London as European centre of gravity 176 The private equity ecosystem: follow the fees 177 Investment banks 178 M&A advisory fees 179 Arrangement fees 180 Securitization fees, or the price of turning frogs into princes 180 Fund management fees, or how to compete with your best clients 182 Lending banks 183 Accountancy firms 184 Law firms 185 Due diligence specialist providers 186 Strategy consultants 187 Placement agents 189 Fund administrators 190 Recruitment consultants 191 Public relations agencies 192 7 Investing in a fund 195 The private equity game 197 The decision to invest 198 Choice of investment vehicle 203 Direct fund investments 204 Indirect fund investments 204 Diversification in a rich marketplace 209 Stages of investment 210 Geographic focus 210 Sector and size of investments 210 Strategic approach 210 Types of private equity firms 211 Timing 211 The pitch 212 Manager selection 214 Due diligence 216 Terms, conditions and fee structures 221 Subscription to a fund 228 Capital calls 228 Monitoring 229 Distributions 230 Reporting 232 Fund liquidation 233 8 The future of private equity 235 Reports of private equity’s death were highly premature 237 Private equity in a changing world 239 Conclusion 244 Index 247

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Book SynopsisSelling can be uncomfortable for professional business consultants and executive coaches. The two biggest problems are generating more qualified leads, and turning those leads into actual paying clients. Taking traditional beliefs about how best to sell and turning them completely upside down, author Jay Niblick rewrites the sales playbook for the consulting and coaching industry. His proven five-step sales process is specifically designed for independent business consultants and coaches, serving as a common set of rules to grow their practice, deliver more value and generate more revenue. The Profitable Consultant delivers a suite of ready-to-launch tools that will automate readers' marketing efforts, so they can focus more time delivering revenue-generating services -- to even more clients.Table of ContentsForeword Marshall Goldsmith ix Acknowledgments xi Introduction 1 1 Is Consulting Even Right for Me? 5 2 Build a Foundation That Supports Heavy Profits 19 3 Poor Pricing Equals Poor Profits 57 4 How You Charge is as Important as What You Charge 81 5 Not Just Any Ole Fishing Hole Will Do 97 6 Seek Only to Give—Marketing That Actually Works 111 7 Why Selling Sucks—The Profits from Your Practice 171 8 He Who Identifies the Cause of the Problem Gets to Fix It 177 9 The Golden Rule is Just Plain Wrong 209 10 Be Bold and Mighty Forces Will Come to Your Aid 221 Conclusion: Don’t Lose Sight of Your Success 231 Appendix A Putting It All to Work for You—A Review 235 Appendix B The EBM Guide: How to Get Started on an EBM Campaign 243 Appendix C Press Release Template 247 Appendix D Launch Cheat Sheet 249 About the Author 257 Index 259

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Book SynopsisIncorporate effective time management and transform your life If you always feel like there''s not enough time in the day to get everything accomplished, Successful Time Management For Dummies is the resource that can help change your workday and your life. Filled with insights into how the most successful people manage distractions, fight procrastination, and optimize their workspace, this guide provides an in-depth look at the specific steps you can use to take back those precious hours and minutes to make more of your workday and your leisure time. Modern life is packed with commitments that take up time and energy. But by more effectively managing time and cutting out unnecessary and unproductive activities, you really can do more with less. In this complete guide to time management, you''ll find out how to manage email effectively, cut down on meetings and optimize facetime, use technology wisely, maximize your effectiveness during travel, and much more.Table of ContentsIntroduction 1 About This Book 1 Icons Used in This Book 2 Foolish Assumptions 3 Beyond the Book 3 Where to Go From Here 4 Part I: Beginning the Revolution: Simple Steps to Start With 5 Chapter 1: The Essence of Good Time Management: Organizing Yourself 7 Planning in Advance 8 Achieving peace of mind 8 Activating your subconscious mind 9 The 1,000 percent return 9 Assemble all that is needed 9 Handle everything—just once 10 Grabbing the Three Keys to Personal Organization 11 Stepping back to evaluate 11 Developing neatness habits 11 Refuse to excuse 12 Chapter 2: Setting Yourself Up for Success 13 Getting to Know Yourself 14 Assessing your strengths and weaknesses 14 Naming goals to give you direction 15 Assigning a monetary worth to your time 16 Identifying your rhythm to get in the zone 16 Following a System 18 Scheduling your time and creating a routine 18 Organizing your surroundings 18 Overcoming Time‐Management Obstacles 19 Communicating effectively 20 Circumventing interruptions 20 Getting procrastination under control 21 Making decisions: Just do it 21 Garnering Support While Establishing Your Boundaries 22 Balancing work and time with family and friends 22 Streamlining interactions with co‐workers and customers 23 Keeping Motivation High 23 Chapter 3: Linking Time Management to Life Goals 25 Understanding Why You Need to Put Your Goals on Paper 26 Establishing Your Fabulous 50 .27 What do you want to have? 29 What do you want to see? 29 What do you want to do? 30 What do you want to give? 30 Who do you want to become? 31 Labeling and Balancing Your Fabulous 50 32 Assigning a time frame to each goal 32 Categorizing your goals 34 Targeting 12 Goals to Start With 35 Narrowing down your list 36 Noting why your top‐12 goals are important to you 36 Pinpointing Your Resource Needs 37 Accruing funds: A capital idea 38 Expanding your knowledge 38 Honing your skill set 38 Tapping into human resources 39 Chapter 4: Putting a Value on Your Time 41 Getting a Good Grip on the Time‐Equals‐Money Concept 42 Calculating Your Hourly Income 43 Boosting Your Hourly Value through Your Work Efforts 45 Making Value‐Based Time Decisions in Your Personal Life 46 Deciding whether to buy time: Chores and responsibilities 47 Making time‐spending decisions: Leisure activities 48 Looking at rewards 48 Factoring in monetary and time costs 48 Staying open to experiences and using time wisely 49 Part II: Establishing a Good System 51 Chapter 5: Focusing Your Efforts, Prioritizing Tasks, and Blocking Your Time 53 Focusing Your Energy with the 80/20 Theory of Everything 54 Matching time investment to return 54 The vital 20 percent: Figuring out where to focus your energy at work 57 Personal essentials: Channeling efforts in your personal life 58 Getting Down to Specifics: Daily Prioritization 62 Blocking Off Your Time and Plugging in Your To-Do Items 64 Step 1: Dividing your day 65 Step 2: Scheduling your personal activities 66 Step 3: Factoring in your work activities 67 Step 4: Accounting for weekly self- evaluation and planning time 67 Step 5: Building in flex time 68 Assessing Your Progress and Adjusting Your Plan as Needed 69 Surveying your results 69 Tweaking your system 71 Chapter 6: Efficiently Working from a Home Office 73 Knowing Yourself and Your Environment 73 Is working from home for you? 74 Weighing the pros and cons of a home office 75 Defining your space needs 77 Selecting the Right Equipment 78 More than a desk and chair 78 Desktops, laptops, scanners, and other tools 79 Managing the lighting and noise 80 Getting the Work Done from Home 80 Fighting the home interruptions 81 Working at home with kids 82 Feeling isolated from the business world 82 Chapter 7: Setting Up and Maintaining a Productive Workspace 85 Streamlining Your Workspace 86 Make way! Clearing off your desk 86 Assembling essential organizational tools 87 Setting up a timely filing system 88 Tackling piles systematically 90 Keeping Clutter from Coming Back 91 Handling documents and papers once 92 Filing regularly 94 Taking notes that you can track 94 Limiting the Paper You Receive 95 Accounting for Ergonomics and Aesthetics 97 Setting up a proper workstation 98 Decorating your space 98 Chapter 8: Fine-Tuning Organization Skills with Technology 101 Plugging into Electronic Scheduling 102 The calendar-sharing benefits of electronic scheduling tools 102 The utility of portable planners 103 De-cluttering Your Computer or Tablet (and Keeping It That Way) 104 Naming files and organizing them with an electronic tree 104 Offloading excess by archiving or deleting 107 Saving new files strategically 108 Managing Contact Info with a CRM Program 109 Looking at software and services 110 Unleashing the capabilities of a CRM program 110 Creating effective client profiles 112 Putting a CRM program on a server or in the cloud to maximize accessibility and backup 113 Part III: Using Technology to Leverage Your Time 117 Chapter 9: Leveraging Your Time with Technology 119 Timing Is Everything: Taking Charge of Your Time 120 Making choices about technology 120 Automate rather than replicate 120 Communicating Effectively through Technology 121 Social media options to consider 122 Using FaceTime, Skype, and other video communication systems 123 Engaging through online meeting platforms 123 Organizational Technology Tools 126 Building your system to find what you need fast 126 Protecting your technology from catastrophe 127 Clouding, Dropboxing, and storing your stuff 127 Creating a Digital Brain with Evernote 128 Getting your notes, ideas, and thoughts into Evernote 129 Remembering and finding things you need 130 Chapter 10: Controlling Email Overload 131 Managing Email Effectively 131 Setting up filtering systems 131 Separating Your Work and Private Life 132 Managing multiple email addresses 133 Organizing and storing email 133 Responding to email using less time 134 Employing an email response system 135 Automating your responses 137 Chapter 11: The Facebook Balancing Act 139 The Time Advantages of Facebook 139 The black hole of time in Facebook 140 Which to use personally and professionally 141 Using your personal page to create business 142 Leveraging your Facebook business pages 143 Keeping Contacts with Facebook 144 To friend or not to friend that is the question 145 Posting from public to private 145 Getting people to share your posts 146 Using the list feature to manage interaction 147 Communicating through groups 148 Chapter 12: Twitter: Time Saver or Time Waster 149 Deciding Who to Follow 149 Those from which you can learn 151 Those with which you can have fun 151 Those with whom you can profit 151 Those you can teach 152 Preventing a Twitter Takeover 152 Chapter 13: Creating Effective LinkedIn Strategies 155 Creating a Link‐able Profile 155 Creating a personal profile 156 Sharing your experience 156 Picturing yourself on LinkedIn 157 Defining LinkedIn Goals, Objectives, and Connections 157 Establishing Your LinkedIn Schedule 158 The two‐check system 159 Meeting weekly to check for success 159 Part IV: Confronting Challenges to Time Management 161 Chapter 14: Communicating Strategically to Get Results — Fast 163 Choosing the Right Medium for Your Message 164 Communicating face to face 164 Vocalizing your message over the phone 166 Putting messages in writing: The joys (and perils) of email, text, and instant messages 167 Basic Communication Skills: Being Direct and Succinct 169 Cutting out the clutter in your language 170 Including the essential stuff 170 Fostering Camaraderie When Meeting in Person 171 Corresponding Clearly and Confidently via Telephone 172 Writing Effective Emails 174 Crafting a clear and targeted subject line 174 Keeping an eye on composition 175 Reviewing your writing 177 Preparing for the send-off 178 Asking Targeted Questions to Get Results 178 Determining what sorts of answers you need 179 Starting the flow with open-ended questions 179 Narrowing the focus with closed-ended questions 180 Pinning down maybes and other conditional responses 181 Achieving a positive tone 182 Preparing to listen 182 Chapter 15: Defending Your Day from Interruptions 185 The Fortress: Guarding Your Focus from Invasion 186 Protecting your domain from interior intrusions 186 Scheduling time offline 189 Screening interruptions before letting them through 191 Secondary Defenses: Minimizing Damage When Calls Get Through 193 Delegating the responsibility 193 Shortening or condensing the conversation 194 Rebooking discussions for a better time 194 Handling Recurring Interruptions by Co-Workers 195 The colleague with nothing to do 195 The colleague who just doesn’t want to work 196 The employee who’s wrapped up in his world 196 The person who treats work as her sole social outlet 197 Dealing with Interruption-Oriented Bosses 197 The seagull manager 198 The verbal delegator 198 Working with Intrusive Clients 199 A little attention goes a long way 200 Setting clients’ expectations 201 Chapter 16: Overcoming Procrastination 203 Staring Down the Source: How Procrastination Takes Hold 203 Calling on short‐sighted logic: “I have plenty of time” 204 Avoiding the unpleasant: “I don’t want to think about it now” 204 Triggering your fears: “What if I screw up? And what if I don’t?” 205 Paralyzed by perfection: “I’ll wait till the time is right” 206 Sabotaging at mid‐process: “I’ve earned a break” 206 Looking for thrills: “I work best under pressure” 207 Knowing Whether to Put It Off 208 Poor procrastination: Considering the costs 208 Wise procrastination: Knowing when to hold ‘em 209 Laying the Groundwork: Altering Your Mindset and Instituting Discipline 211 Motivating yourself with the carrot‐or‐stick approach 211 Recognizing excuses and shoving them aside 213 Give me a break: Putting off procrastination 215 Conquering Dreaded Tasks with Sandwich Tactics 215 The eat‐the‐crust‐first approach: Starting with the tough job 216 The Swiss‐cheese approach: Poking little holes in the task 216 The salami approach: Finishing it one slice at a time 217 The discard‐the‐garnish approach: Getting it off your plate 217 Maintaining Your Motivation as You Press Ahead 218 Chapter 17: Coping with a Time-Wasting Boss 221 Fulfilling Your Objectives to Help Your Boss Meet Hers 222 Maintaining Personal Boundaries 223 Preparing to Discuss Your Concerns with Your Boss 224 Identifying concerns and gathering supporting evidence 225 Reflecting on your boss’s behavior style 226 Initiating and Fostering a Win‐Win Discussion 229 Irreconcilable Differences: Knowing When to Move On 231 Chapter 18: Mastering Meetings with Co‐Workers 233 Devising Objectives, Listing Attendees, and Crafting an Agenda 234 Clarifying the purpose of the meeting 234 Creating a guest list 236 Holding informal, preliminary mini‐meetings 237 Putting together the agenda 238 Scheduling the Time and Place 240 Finding a good time slot 240 Considering the location 241 The Day Of: Running the Meeting Well 244 Arriving early for setup 244 Launching the meeting 245 Keeping the meeting moving 246 Assigning action items 247 Summarizing and concluding the meeting 248 Following Up for Maximum Productivity 249 Part V: Maintaining Efficiency When Working with Others 251 Chapter 19: Time Management for Administrative Staff 253 Recognizing Common Pitfalls 254 Keeping Your Eyes on the Goal: Your Boss’s Lead 254 Boosting your admin image: Ask and you shall receive 255 Getting face time with the boss 255 Dealing with a meeting‐phobe 256 Working for a meeting‐phile 257 Asking the right questions 257 Adopting Strategies to Stay On Track 259 Starting with a few simple steps 259 Protecting peak productivity periods 260 Getting your priorities in order 262 Seeking clarification about your objectives 262 Creating and qualifying a comprehensive task list 263 Chapter 20: Time Management for Salespeople 265 Breaking Your Time‐Investment Portfolio into Three Categories 266 The money‐makers: Direct income‐producing activities (DIPA) 267 The prep work: Indirect income‐producing activities (IIPA) 268 Administrative stuff: Production‐supporting activities (PSA) 270 Letting the numbers scare you straight 270 Tracking Your Time to See Where You Stand 271 Recording your activities 272 Evaluating your time‐tracking sheets 273 Looking back at your day 273 Reflecting on your week, month, quarter, and year 274 A DIPA success story 275 Planning Your Day around DIPA 275 Picking time for DIPA and using that slot wisely 275 Getting off to a good start 276 Giving priority to prospecting 276 Leaving time for following up on leads 277 Blocking out time for sales presentations 278 Planning for personal development 278 Continuing education: A lifelong journey 279 Role‐playing: Getting ready for prime time 280 Evaluating your sales presentation performance 281 Scheduling your DIPA time 282 Incorporating IIPA into Your Day 283 Using IIPA time to review sales results 283 Keeping IIPA in check 284 Decreasing Your PSA Time 284 Questioning the way it’s done 286 Chapter 21: Time Management for Business Owners and Executives 287 Stepping Back and Observing Your Time Investment 288 Increasing Time on Growth Activities 290 Responsive Tasks: Decreasing Your “In” Time 291 Solidifying your organizational chart 292 Crafting clear job descriptions 293 Creating room for growth with supplemental task lists 295 Devising a management plan 296 Empowering your staff 297 Organizing Daily Priorities 298 Planning Ahead: Balancing Your “On” Time 298 Setting aside daily and monthly “on” time 300 Performing a quarterly and yearly review of “on” time 301 Chapter 22: Coaching Others to Manage Time Effectively 303 Finding Out Who’d Benefit from Training 304 Using the four probabilities of success as a gauge 304 Tapping into an employee’s motivation 306 Establishing Goals 308 Incorporating Tools and Strategies 309 Fostering Partnership and Encouraging Success 311 Setting up benchmarks and check‐ins to instill accountability 312 Being consistent 313 Fulfilling your role as a mirror 314 Dealing with a Lack of Progress: Can This Employee Be Saved? 315 Accepting them, warts and all 316 Giving it one more try 316 Saying sayonara 317 Part VI: The Part of Tens 319 Chapter 23: Ten Time‐Wasting Behaviors 321 Failing to Stop and Think 321 Multitasking 322 Working without Breaks 323 Demanding Perfection 323 Worrying and Waiting 324 Hooking Up to the Tube 324 Surfing the Web 325 Getting Caught in Junk Mail Undertow 326 Killing Time in Transit 328 Spending Time with Negative People 328 Chapter 24: Ten Time‐Efficient Habits 331 Start Your Day Early 331 Plan for the Next Day 332 Take Care of Your Health 333 Eating for optimal performance 333 Exercising for energy and stamina 333 Sleeping for rejuvenation 334 Set Aside Downtime 334 Plan Meals for the Week 335 Delegate Almost Everything 336 Say No More Often 336 Always Use a Time-Management System 337 Simplify Your Life 337 Begin Every Day at Zero 338 Index 339

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Book SynopsisA comprehensive guide to excelling in a complex matrix organization Debra was not in a good mood as she entered Johann's office for their third meeting. One of her colleagues had just been promoted and, although the guy who got it was good, she didn't think he was any better than her. Well, except at one thing, he was always playing politics - sucking up to the more senior guys and volunteering to be on any committee going. Debra knew the type - went to the same school, belonged to the same club - she didn't have a hope against the kind of connections he had so she might as well give up. It seemed doing a good job just wasn't enough around here. Debra and Johann work in an environment with multiple and complex reporting lines in other words, a matrix. There's room to slip between the cracks if a person wants to take advantage of confusion over who is managing performance; or if they can't make the necessary transition to self-management. CommuniTrade ReviewI would recommend senior managers in organizations read this book . (Edge, July 2014) This is a business book with a refreshing writing approach to the conventional business book writing style, it s a real page-turner, you become immersed from the first chapter and your subconscious takes over the learning. I highly recommend spending a few hours at the weekend reading this book, especially if you are a soft skills skeptic. (Training Magazine, August 2014) I know many people feel stressed working in a political environment and this book is a great way to manage your own feelings and help reduce that stress. It comes highly recommended. (LIA, August 2014)Table of ContentsIntroduction ix 1 The Challenge is Set 1 2 Laying the Cards on the Table 11 3 Preparing for Change 27 4 Working on Objectives 35 5 How Quickly We Forget 51 6 The Matrix – the Good, the Bad and the Ugly 55 7 What do the Successes in the Matrix do? 71 8 Defining EI 81 9 A Short and (Emotionally) Intelligent Review 103 10 Working Out How EI Can Help 107 11 Why IQ isn’t Enough 125 12 Learning EI 139 13 Fake It Until You Make It 149 14 How Managers Can Help Improve EI 175 15 Understanding the Importance of Culture and Strong Leadership in the Matrix 181 Epilogue 193 Acknowledgements 199 About the Author 203 Useful Resources 207

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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