Authors:
Paperback, 170 pages
Publisher: Young Amer Foundatio
Publication Date: 1987-04-02


Reviews :

    The Myth of the Robber Barons describes the role of key entrepreneurs in the economic growth of the United States from 1850 to 1910. The entrepreneurs studied are Cornelius Vanderbilt, John D. Rockefeller, James J. Hill, Andrew Mellon, Charles Schwab, and the Scranton family. Most historians argue that these men, and others like them, were Robber Barons. The story, however, is more complicated. The author, Burton Folsom, divides the entrepreneurs into two groups market entrepreneurs and political entrepreneurs. The market entrepreneurs, such as Hill, Vanderbilt, and Rockefeller, succeeded by producing a quality product at a competitive price. The political entrepreneurs such as Edward Collins in steamships and in railroads the leaders of the Union Pacific Railroad were men who used the power of government to succeed. They tried to gain subsidies, or in some way use government to stop competitors. The market entrepreneurs helped lead to the rise of the U. S. as a major economic power. By 1910, the U. S. dominated the world in oil, steel, and railroads led by Rockefeller, Schwab (and Carnegie), and Hill. The political entrepreneurs, by contrast, were a drain on the taxpayers and a thorn in the side of the market entrepreneurs. Interestingly, the political entrepreneurs often failed without help from government they could not produce competitive products. The author describes this clash of the market entrepreneurs and the political entrepreneurs. In the Mellon chapter, the author describes how Andrew Mellon an entrepreneur in oil and aluminum became Secretary of Treasury under Coolidge. In office, Mellon was the first American to practice supply-side economics. He supported cuts on income tax rates for all groups. The rate cut on the wealthiest Americans, from 73 percent to 25 percent, freed up investment capital and led to American economic growth during the 1920s. Also, the amount of revenue into the federal treasury increased sharply after tax rates were cut. The Myth of the Robber Barons has separate chapters on Vanderbilt, Hill, Schwab, Mellon, and the Scrantons. The author also has a conclusion, in which he looks at the textbook bias on the subject of Robber Barons and the rise of the U. S. in the late 1800s. This chapter explores three leading college texts in U. S. history and shows how they misread American history and disparage market entrepreneurs instead of the political entrepreneurs. This book is in its fifth edition, and is widely adopted in college and high school classrooms across the U. S....

Authors: Michael Hammer. James Champy.
Paperback, 272 pages
Publisher: Collins Business
Publication Date: 2004-01-01
Edition: Rev Upd

Reviews :

   

The most successful business book of the last decade, Reengineering the Corporation is the pioneering work on the most important topic in business today: achieving dramatic performance improvements. This book leads readers through the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance.

Michael Hammer and James Champy have updated and revised their milestone work for the New Economy they helped to create -- promising to help corporations save hundreds of millions of dollars more, raise their customer satisfaction still higher, and grow ever more nimble in the years to come.

...

Authors: Andrew S. Grove.
Paperback, 240 pages
Publisher: Doubleday Business
Publication Date: 1999-03-16


Reviews :

    Under Andy Grove's leadership, Intel has become the world's largest chip maker and one of the most admired companies in the world. In Only the Paranoid Survive, Grove reveals his strategy of focusing on a new way of measuring the nightmare moment every leader dreads--when massive change occurs and a company must, virtually overnight, adapt or fall by the wayside.

Grove calls such a moment a Strategic Inflection Point, which can be set off by almost anything: mega-competition, a change in regulations, or a seemingly modest change in technology. When a Strategic Inflection Point hits, the ordinary rules of business go out the window. Yet, managed right, a Strategic Inflection Point can be an opportunity to win in the marketplace and emerge stronger than ever.

Grove underscores his message by examining his own record of success and failure, including how he navigated the events of the Pentium flaw, which threatened Intel's reputation in 1994, and how he has dealt with the explosions in growth of the Internet. The work of a lifetime, Only the Paranoid Survive is a classic of managerial and leadership skills.

The Currency Paperback edition of Only the Paranoid Survive includes a new chapter about the impact of strategic inflection points on individual careers--how to predict them and how to benefit from them....

Authors: Howard Schultz. Dori Jones Yang.
Paperback, 368 pages
Publisher: Hyperion
Publication Date: 1999-01-13


Reviews :

    The "BusinessWeek" bestseller, now in paperback. "Pour Your Heart Into It" tells the story of how small-company values, passion, and integrity turned six local coffee stories into the Starbucks chain.--"Fortune"....

    Since 1987, Starbucks's star has been on the rise, growing from 11 Seattle, WA-based stores to more than 1,000 worldwide. Its goals grew, too, from the more modest, albeit fundamental one of offering high-quality coffee beans roasted to perfection to, more recently, opening a new store somewhere every day. An exemplary success story, Starbucks is identified with innovative marketing strategies, employee-ownership programs, and a product that's become a subculture.

Whether you're an entrepreneur, a manager, a marketer, or a curious Starbucks loyalist, Pour Your Heart into It will let you in on the revolutionary Starbucks venture. CEO Howard Schultz recounts the company's rise in 24 chapters, each of which illustrates such core values as "Winning at the expense of employees is not victory at all."...

Authors: Charles R. Morris.
Paperback, 400 pages
Publisher: Holt Paperbacks
Publication Date: 2006-10-03


Reviews :

    ...

Authors: Jeffrey Pfeffer. Robert I. Sutton.
Hardcover, 314 pages
Publisher: Harvard Business School Press
Publication Date: 2000-01-15
Edition: 1

Reviews :

    The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? "The Knowing-Doing Gap" is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear - firms that turn knowledge into action avoid the "smart talk trap."Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. "The Knowing-Doing Gap" is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business....

    Every year, companies spend billions of dollars on training programs and management consultants, searching for ways to improve. But it's mostly all talk and no action, according to Jeffrey Pfeffer and Robert I. Sutton, authors of The Knowing-Doing Gap. "Did you ever wonder why so much education and training, management consultation, organizational research and so many books and articles produce so few changes in actual management practice?" ask Stanford University professors Pfeffer and Sutton. "We wondered, too, and so we embarked on a quest to explore one of the great mysteries in organizational management: why knowledge of what needs to be done frequently fails to result in action or behavior consistent with that knowledge." The authors describe the most common obstacles to action---such as fear and inertia---and profile successful companies that overcome them.

Among the companies that Pfeffer and Sutton say do it right: General Electric, the Men's Wearhouse, SAS Institute, Southwest Airlines, Toyota, and British Petroleum. The book, based on four years of research, is broken into chapters with titles such as "When Talk Substitutes for Action," "When Fear Prevents Acting on Knowledge," "When Internal Competition Turns Friends into Enemies," and "Turning Knowledge into Action." Each chapter contains tips on what to do and what to avoid, and provides examples of how a lethargic company culture can be transformed. The Knowing-Doing Gap is a useful how-to guide for managers looking to make changes. Yet, as Pfeffer and Sutton point out, it takes more than reading their book or discussing their recommendations. It takes action. --Dan Ring...

Authors: Ethan Rasiel. Ph.D.,Paul N. Friga.
Hardcover, 272 pages
Publisher: McGraw-Hill
Publication Date: 2001-09-26
Edition: 1

Reviews :

   

The groundbreaking follow-up to the international bestsellerAndshy;Andshy;a hands-on guide to putting McKinsey techniques to work in your organization

. .

McKinsey And Company is the most respected and most secretive consulting firm in the world, and business readers just can't seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKinsey Way, Ethan Rasiel brings readers a powerful new guide to putting McKinsey concepts and skills into actionAndshy;Andshy;The McKinsey Mind. While the first book used case studies and anecdotes from former and current McKinseyites to describe how "the firm" solves the thorniest business problems of their A-list clients, The McKinsey Mind goes a giant step further. It explains, step-by-step, how to use McKinsey tools, techniques and strategies to solve an array of core business problems and to make any business venture more successful.

. .

Designed to work as a stand-alone guide or together with The McKinsey Way, The McKinsey Mind follows the same critically acclaimed style and format as its predecessor. In this book authors Rasiel and Friga expand upon the lessons found in The McKinsey Way with real-world examples, parables, and easy-to-do exercises designed to get readers up and running.

...

Authors: David Weinberger.
Paperback, 288 pages
Publisher: Holt Paperbacks
Publication Date: 2008-04-29


Reviews :

    ...

    Human beings are information omnivores: we are constantly collecting, labeling, and organizing data. But today, the shift from the physical to the digital is mixing, burning, and ripping our lives apart. In the past, everything had its one place--the physical world demanded it--but now everything has its places: multiple categories, multiple shelves. Simply put, everything is suddenly miscellaneous.

In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your children’s teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life.

From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.

---

The Flocking of Information: An Amazon.com Exclusive Essay by David Weinberger
As businesses go miscellaneous, information gets chopped into smaller and smaller pieces. But it also escapes its leash--adding to a pile that can be sorted and arranged by anyone with a Web browser and a Net connection. In fact, information exhibits bird-like "flocking behavior," joining with other information that adds value to it, creating swarms that help customers and, ultimately, the businesses from which the information initially escaped.

For example, Wize.com is a customer review site founded in 2005 by entrepreneur Doug Baker. The site provides reviews for everything from computers and MP3 players to coffee makers and baby strollers. But why do we need another place for reviews? If you’re using the Web to research what digital camera to buy for your father-in-law, you probably feel there are far too many sites out there already. By the time you have scrolled through one store’s customer reviews for each candidate camera and then cross-referenced the positive and the negative with the expert reviews at each of your bookmarked consumer magazines, you have to start the process again just to remember what people said. Wize in fact aims at exactly that problem. It pulls together reviews from many outside sources and aggregates them into three piles: user reviews, expert reviews (with links to the online publications), and the general "buzz." (For shoppers looking for a quick read on a product, Wize assigns an overall ranking.) When Wize reports that 97 percent of users love the Nikon D200 camera, it includes links to the online stores where the user reviews are posted, so customers are driven back to the businesses to spend their money.

Zillow.com does something similar for real estate. The people behind Expedia.com, Rich Barton and Lloyd Frink, were looking for a new business idea--and were in the market for new homes. After hunting for information, they found that most of it was locked into the multiple listings sites of the National Association of Realtors. Now Zillow takes those listings and mashes them up with additional information that can help a potential purchaser find exactly what she wants. The most dramatic mashup right now is the "heat map" that uses swaths of color to let you tell at a glance what are the most expensive and most affordable areas. At some point, though, Zillow or one of its emerging competitors will mash up listing information with school ratings, crime maps, and aircraft flight patterns.

Wize and Zillow make money by selling advertising, but their value is in the way their sites aggregate the miscellaneous--letting lots of independent sources flock together, all in one place.

We’re seeing the same trend in industry after industry, including music, travel, and the news media. Information gets released into the wild (sometimes against a company’s will), where it joins up with other information, and the act of aggregating adds value. Companies lose some control, but they gain market presence and smarter customers. The companies that are succeeding in the new digital skies are the ones that allow their customers to add their own information and the aggregators to mix it up, because whether or not information wants to be free, it sure wants to flock.

---

...

Authors: Ron Pernick. Clint Wilder.
Paperback, 336 pages
Publisher: Collins Business
Publication Date: 2008-09-01
Edition: Rev Upd

Reviews :

   

Newly revised with the latest market trends and growth opportunities

In The Clean Tech Revolution, authors Ron Pernick and Clint Wilder identify the major forces that have pushed clean tech from back-to-the-earth utopian dream to its current revolution among the inner circles of corporate boardrooms, on Wall Street trading floors, and in government offices around the globe. By highlighting eight major clean-tech sectors—solar energy, wind power, biofuels and biomaterials, green buildings, personal transportation, the smart grid, mobile applications, and water filtration—they uncover how investors, entrepreneurs, and individuals can profit from this next wave of technological innovation. Pernick and Wilder shine the spotlight on the winners among technologies, companies, and regions that are likely to reap the greatest benefits from clean tech—and they show you why the time to act is now.

...

Authors: Adam M. Brandenburger. Barry J. Nalebuff.
Paperback, 304 pages
Publisher: Doubleday Business
Publication Date: 1997-12-01
Edition: 1

Reviews :

    Now available in paperback, with an all new Reader's guide, The New York Times and Business Week bestseller Co-opetition revolutionized the game of business. With over 40,000 copies sold and now in its 9th printing, Co-opetition is a business strategy that goes beyond the old rules of competition and cooperation to combine the advantages of both. Co-opetition is a pioneering, high profit means of leveraging business relationships.



Intel, Nintendo, American Express, NutraSweet, American Airlines, and dozens of other companies have been using the strategies of co-opetition to change the game of business to their benefit. Formulating strategies based on game theory, authors Brandenburger and Nalebuff created a book that's insightful and instructive for managers eager to move their companies into a new mind set....