Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company and Career

Business & Money

Grove, Andrew

Management & Leadership

Currency/Doubleday

The Female Advantage: Women's Ways of Leadership

Examines the strategies and theories of four successful female business leaders, documenting how female leaders make business decisions, schedule their days, gather and disperse information, structure their companies and more

HELGESEN, Sally

West Point has bred more CEOs than any business school, and the leadership skills taught there are truly matters of life and death. Bolder than Sun Tzu, savvier than Gracian -- THE book on learning to lead.

The West Point Way of Leadership

Donnithorne, Larry

An auto industry analyst offers a fast-paced, accessible probe of the struggle for success in the world auto market, focusing on GM, Toyota, and Volkswagen, showing how their fortunes affect the world's total economy. 35,000 first printing. $35,000 ad/promo. Tour.

Collision: GM, Toyota, Volkswagen and the Race to Own the 21st Century

Keller, Maryann

In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. That's when a green young manager, Jack Stack, took over and turned it around. He didn't know how to "manage" a company, but he did know about the principal, of athletic competition and democracy: keeping score, having fun, playing fair, providing choice, and having a voice. With these principals he created his own style of management -- open-book management. The key is to let everyone in on financial decisions. At SRC, everyone learns how to read a P&amp;L -- even those without a high school education know how much the toilet paper they use cuts into profits. SRC people have a piece of the action and a vote in company matters. Imagine having a vote on your bonus and on what businesses the company should be in. SRC restored the dignity of economic freedom to its people. Stack's "open-book management" is the key -- a system which, as he describes it here, is literally a game, and one so simple anyone can use it. As part of the Currency paperback line, the book includes a "User's Guide" -- an introduction and discussion guide created for the paperback by the author -- to help readers make practical use of the book's ideas. Jack Stack is the president and CEO of the Springfield Remanufacturing Corporation, in Springfield, Missouri. The recipient of the 1993 Business Enterprise Trust Award, Jack speaks throughout the country on The Great Game Of Business and Open Book Management.

The Great Game of Business: Unlocking the Power and Profitability of Open-Book Management

STACK,JACK

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.

Co-Opetition

Nalebuff, Barry J.

Brandenburger, Adam M.

Business Culture

In a breakthrough Organization Man for the twenty-first century, bestselling author Art Kleiner reveals that every organization is driven by a desire to satisfy a Core Group of influential individuals and explains why understanding this group’s expectations is the key to success. When corporate leaders announce, with seeming sincerity, “We make our decisions on behalf of our shareholders,” their words are taken at face value. But as recent news stories prove, this imperative is routinely violated. In Who Really Matters, Art Kleiner argues that the dissonance between a declared mission and actual operation can be seen at organizations large and small. All organizations have one motive in common. Every decision—which projects to back, who to promote, or how to spend money—is affected by the perceived wants and needs of a core group of people “who really matter.” The composition of the group can differ from organization to organization. Often, the most senior people in the hierarchy are members—but not always. Sometimes, the people who “matter” can extend far down the corporate ladder, or even reach outside the company to include key customers, labor union leaders, and stockholders. Kleiner gives readers clues about how to identify a core group’s real mission by observing its day-to-day actions, listening to the fundamental message it sends employees, examining its management of new members; understanding the ideas that shape its policies about management, money, and the way the world works; and avoiding the taboos governing the way it operates. Whether you’re a member of the Core Group—or want to be—this deft, engaging blend of argument and observation, anecdotes and advice, is the one guide you’ll need to achieve your career goals and aspirations by navigating the hidden pathways in any organization, large or small.

Who Really Matters: The Core Group Theory of Power, Privilege, and Success

Kleiner, Art

For today’s shell-shocked individual investors, financial expert Charles B. Carlson offers hands-on advice on how to survive — and thrive — in a wildly fluctuating market. The economic recession of the past year, followed by the tragedy of September 11, sent a ripple of panic through investors in 2001. The market shed trillions of dollars in wealth, and hundreds of thousands of individual investors suffered substantial financial losses. The volatility we experienced last year was more than a fluke, argues investment expert Charles B. Carlson. With the ongoing changes in the economy, including changes in corporate reporting laws, instant availability of financial information, and the ability to buy and sell stocks with the touch of a keystroke, volatility is here to stay. But volatility isn’t necessarily a bad thing. In fact, Carlson argues, if you know how to weather today stormy markets, investing in them can be very profitable. In The Smart Investor’s Survival Guide, Carlson shows investors how to make volatility work to their advantage. First, he argues, it is critical that investors match their investment style — growth, value, buy and hold — to the kinds of stocks they pick. For long-term investors, Carlson recommends that a portion of their portfolio be invested in what he calls the calm eye of the storm, “easy hold” stocks that have consistent, steady growth, and very low volatility. Even in the terrible market downturn of 2000, when the Nasdaq lost 39 percent of its value and stocks like Lucent and Cisco saw their share price drop by 80 percent or more, a number of investment sectors actually gained in value. The Dow Jones index, minus its technology stocks, broke even. In other words, even in the worst markets, not every stock or sector goes down. Through what he calls the nine essential laws of successful investing in a volatile market, Carlson reveals: • How to diversify the portfolios across stock sectors and investment vehicles • The critical importance of matching one’s investment style — value, growth, buy and hold — to the kinds of stocks one invests in • The importance of “easy hold” — no-brainer stocks — in a portfolio, stocks that will grow 10 to12 percent a year with minimal volatility. Written by one of the most trusted names in the financial community, The Smart Investor’s Survival Guide shows investors how to master today’s turbulent markets, and profit from them. From the Hardcover edition.

The Smart Investor's Survival Guide: The Nine Laws of Successful Investing in a Volatile Market

Charles B. Carlson

Investing

“I have observed several hundred salespeople who were taught to use deceptive practices like ‘bait and switch’ and encouraged to play negotiation games with customers... In the same industry, I have observed countless people who had been taught to sell with high integrity. Ironically, their customer satisfaction, profit margins, and salesperson retention were significantly higher.” — Ron Willingham If you’ve tried manipulative, self-focused selling techniques that demean you and your customer, if you’ve ever wondered if selling could be more than just talking people into buying, then Integrity Selling for the 21st Century is the book for you. Its concept is simple: Only by getting to know your customers and their needs — and believing that you can meet those needs — will you enjoy relationships with customers built on trust. And only then, when you bring more value to your customers than you receive in payment, will you begin to reap the rewards of high sales. Since the publication of Ron Willingham’s enormously successful first book, Integrity Selling, his sales program has been adopted by dozens of Fortune 500 companies, such as Johnson &amp; Johnson and IBM, as well as the American Red Cross and the New York Times. In his new book, Integrity Selling for the 21st Century, Willingham explains how his selling system relates to today’s business climate — when the need for integrity is greater than ever before. Integrity Selling for the 21st Century teaches a process of self-evaluation to help you become a stellar salesperson in any business climate. Once you’ve established your own goals and personality traits, you’ll be able to evaluate them in your customers and adapt your styles to create a more trusting, productive relationship. Drawing upon Willingham’s years of experience and success stories from sales forces of the more than 2,000 companies that have adopted the Integrity Selling system, Ron Willingham has created a blueprint for achieving success in sales while staying true to your values.

Integrity Selling for the 21st Century: How to Sell the Way People Want to Buy

Willingham, Ron

Economics

The author of the bestselling The Art of Innovation reveals the strategies IDEO, the world-famous design firm, uses to foster innovative thinking throughout an organization and overcome the naysayers who stifle creativity. The role of the devil's advocate is nearly universal in business today. It allows individuals to step outside themselves and raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility. Nothing is more potent in stifling innovation. Over the years, IDEO has developed ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers. Among these approaches are the Anthropologist—the person who goes into the field to see how customers use and respond to products, to come up with new innovations; the Cross-pollinator who mixes and matches ideas, people, and technology to create new ideas that can drive growth; and the Hurdler, who instantly looks for ways to overcome the limits and challenges to any situation. Filled with engaging stories of how Kraft, Procter and Gamble, Safeway and the Mayo Clinic have incorporated IDEO's thinking to transform the customer experience, The Ten Faces of Innovation is an extraordinary guide to nurturing and sustaining a culture of continuous innovation and renewal.

The Ten Faces of Innovation: IDEO's Strategies for Beating the Devil's Advocate and Driving Creativity Throughout Your Organization

Jonathan Littman

Tom, Kelley

Reference

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