Business & Economics

Former economic hit man John Perkins shares new details about the ways he and others cheated countries around the globe out of trillions of dollars. Then he reveals how the deadly EHM cancer he helped create has spread far more widely and deeply than ever in the US and everywhere else—to become the dominant system of business, government, and society today. Finally, he gives an insider view of what we each can do to change it.

Economic hit men are the shock troops of what Perkins calls the corporatocracy, a vast network of corporations, banks, colluding governments, and the rich and powerful people tied to them. If the EHMs can’t maintain the corrupt status quo through nonviolent coercion, the jackal assassins swoop in. The heart of this book is a completely new section, over 100 pages long, that exposes the fact that all the EHM and jackal tools—false economics, false promises, threats, bribes, extortion, debt, deception, coups, assassinations, unbridled military power—are used around the world today exponentially more than during the era Perkins exposed over a decade ago.

As dark as the story gets, this reformed EHM also provides hope. Perkins offers specific actions each of us can take to transform what he calls a failing Death Economy into a Life Economy that provides sustainable abundance for all.

JetBlue Chairman Joel Peterson provides the playbook for establishing and maintaining a culture of trust that breaks down the operational silos and CYA mentality that plague many organizations, in this groundbreaking expanded edition of The 10 Laws of Trust.

Trust is the glue that holds an organization together. It turns deflection into transparency, suspicion into empowerment, and conflict into creativity. With it, a tiny company like John Deere grew into a worldwide leader. Without it, a giant corporation like Enron toppled.

In The 10 Laws of Trust Expanded Edition, JetBlue chairman Joel Peterson explores how a culture of trust gives companies an edge.

How does it feel to work for a firm where leaders and colleagues trust one another? Freed from micromanagement and rivalry, every employee contributes his or her best. Risk-taking and innovation become the norm. And, as Peterson notes, “When a company has a reputation for fair dealing, its costs drop: Trust cuts the time spent second-guessing and lawyering.”

With compelling examples, Peterson details how to establish and maintain a culture of trust, including: Start with integrity * Invest in respect * Empower everyone * Require accountability * Create a winning vision * Keep everyone informed * Budget in line with expectations * Embrace conflict * Forget “you” to become an effective leader * And more.

With this book in hand, you’ll be able to plant the seeds of trust—and reap the rewards of reputation, profits, and success.

This fully expanded edition includes a powerful self-assessment tool for organizations to evaluate their culture of trust and discover areas for improvement. Peterson has also added rich new case studies and chapters on the theme of betrayal, including how to manage and guard against it.

In this long-awaited book from the world’s premier brand expert and author of the seminal work Building Strong Brands, David Aaker shows managers how to construct a brand portfolio strategy that will support a company’s business strategy and create relevance, differentiation, energy, leverage, and clarity.

Building on case studies of world-class brands such as Dell, Disney, Microsoft, Sony, Dove, Intel, CitiGroup, and PowerBar, Aaker demonstrates how powerful, cohesive brand strategies have enabled managers to revitalize brands, support business growth, and create discipline in confused, bloated portfolios of master brands, subbrands, endorser brands, cobrands, and brand extensions.

Renowned brand guru Aaker demonstrates that assuring that each brand in the portfolio has a clear role and actively reinforces and supports the other portfolio brands will profoundly affect the firm’s profitability. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.

In today’s complex corporate world, contemporary governance calls for a varied and versatile cognitive approach to problems–demanding times require nimble minds and rounded perspectives.

The authors’ research has identified five key leadership intelligences–the 5Qs–which high-performing leaders need to simultaneously employ in order to achieve transformational change. These are:

· IQ (cognitive intelligence): a leader’s ability to acquire deductive abilities and draw together contrasting strands of information;
· EQ (emotional intelligence): a leader’s ability to understand and manage both their own emotions and those of others;
· PQ (political intelligence): a leader’s ability to navigate a way forward through diverse stakeholder agendas while ensuring continued engagement with critical players;
· RQ (resilience quotient): the capacity of a leader to emotionally sustain high performance under continued pressure and adversity; and
· MQ (moral intelligence): a leader’s ability to understand their own value system and draw on this to determine the moral boundaries of individuals, teams and the organization.

The 5Qs come together to inform every aspect of leadership, and each of them can, in different ways, be nurtured and practiced through learning and development. Andrew Kakabadse and Ali Qassim Jawad have tested the 5Qs on leaders worldwide, applying them at all levels of leadership in order to explore the combinations of intelligences needed to become a well-rounded, effective leader in any situation.

Serial entrepreneurs David Kidder and Christina Wallace reveal their revolutionary playbook for igniting growth inside established companies.

Most established companies face a key survival challenge, says David Kidder, CEO of Bionic, lifelong entrepreneur, and angel investor in more than thirty startups: operational efficiency and outdated bureaucracy are at war with new growth. Legacy companies are skilled at growing big businesses into even bigger ones. But they are less adept at discovering new opportunities and turning them into big businesses, the way entrepreneurs and early-stage investors must. In New to Big, Kidder and Wallace reveal their proprietary blueprint for installing a permanent growth capability inside any company–the Growth Operating System.

The Growth OS borrows the best tools, systems, and mind-sets from entrepreneurship and venture capital and adapts them for established organizations, leveraging these two distinct skills as a form of management for building in a future that is uncertain. By focusing on what consumers do rather than what they say, celebrating productive failure, embracing a portfolio approach, and learning from the outside-in, Kidder and Wallace argue any company can go on offense and win the future.