Business & Economics

What It Takes

10,000.00

People know who Stephen Schwarzman is—at least they think they do. He’s the man who took $400,000 and co-founded Blackstone, the investment firm that manages over $500 billion (as of January 2019). He’s the CEO whose views are sought by heads of state. He’s the billionaire philanthropist who founded Schwarzman Scholars, this century’s version of the Rhodes Scholarship, in China. But behind these achievements is a man who has spent his life learning and reflecting on what it takes to achieve excellence, make an impact, and live a life of consequence.

Folding handkerchiefs in his father’s linen shop, Schwarzman dreamed of a larger life, filled with purpose and adventure. His grades and athleticism got him into Yale. After starting his career in finance with a short stint at a financial firm called DLJ, Schwarzman began working at Lehman Brothers where he ascended to run the mergers and acquisitions practice. He eventually partnered with his mentor and friend Pete Peterson to found Blackstone, vowing to create a new and different kind of financial institution.

Building Blackstone into the leading global financial institution it is today didn’t come easy. Schwarzman focused intensely on culture, hiring great talent, and establishing processes that allow the firm to systematically analyze and evaluate risk. Schwarzman’s simple mantra “don’t lose money” has helped Blackstone become a leading private equity and real estate investor, and manager of alternative assets for institutional investors globally. Both he and the firm are known for the rigor of their investment process, their innovative approach to deal making, the diversification of their business lines, and a conviction to be the best at everything they do.

Schwarzman is also an active philanthropist, having given away more than a billion dollars. In philanthropy, as in business, he is drawn to situations where his capital and energy can be applied to drive transformative solutions and change paradigms, notably in education. He uses the skills learned over a lifetime in finance to design, establish, and support impactful and innovative organizations and initiatives. His gifts have ranged from creating a new College of Computing at MIT for the study of artificial intelligence, to establishing a first-of-its-kind student and performing arts center at Yale, to enabling the renovation of the iconic New York Public Library, to founding the Schwarzman Scholars fellowship program at Tsinghua University in Beijing—the single largest philanthropic effort in China’s history from international donors.

Schwarzman’s story is an empowering, entertaining, and informative guide for anyone striving for greater personal impact. From deal making to investing, leadership to entrepreneurship, philanthropy to diplomacy, Schwarzman has lessons for how to think about ambition and scale, risk and opportunities, and how to achieve success through the relentless pursuit of excellence. Schwarzman not only offers readers a thoughtful reflection on all his own experiences, but in doing so provides a practical blueprint for success.

What the Dog Saw

6,000.00

What is the difference between choking and panicking? Why are there dozens of varieties of mustard-but only one variety of ketchup? What do football players teach us about how to hire teachers? What does hair dye tell us about the history of the 20th century?

In the past decade, Malcolm Gladwell has written three books that have radically changed how we understand our world and ourselves: The Tipping Point; Blink; and Outliers. Now, in What the Dog Saw, he brings together, for the first time, the best of his writing from TheNew Yorker over the same period.

Here is the bittersweet tale of the inventor of the birth control pill, and the dazzling inventions of the pasta sauce pioneer Howard Moscowitz. Gladwell sits with Ron Popeil, the king of the American kitchen, as he sells rotisserie ovens, and divines the secrets of Cesar Millan, the “dog whisperer” who can calm savage animals with the touch of his hand. He explores intelligence tests and ethnic profiling and “hindsight bias” and why it was that everyone in Silicon Valley once tripped over themselves to hire the same college graduate.

What They Don’t Teach You At Harvard Business School

5,500.00

Mark H. McCormack, one of the most successful entrepreneurs in American business, is widely credited as the founder of the modern-day sports marketing industry. On a handshake with Arnold Palmer and less than a thousand dollars, he started International Management Group and, over a four-decade period, built the company into a multimillion-dollar enterprise with offices in more than forty countries.

To this day, McCormack’s business classic remains a must-read for executives and managers at every level. Relating his proven method of “applied people sense”in key chapters on sales, negotiation, reading others and yourself, and executive time management, McCormack presents powerful real-world guidance on

• the secret life of a deal
• management philosophies that don’t work (and one that does)
• the key to running a meeting—and how to attend one
• the positive use of negative reinforcement
• proven ways to observe aggressively and take the edge
• and much more

What To Ask

12,000.00

Traditional customer feedback methods ignore two essential sources of insight: context and behavior. These reveal the WHY behind the WHAT, eliminating the ambiguity of open-ended customer feedback—and this requires a different approach.

In What to Ask, author Andrea Belk Olson, CEO of applied behavioral science consulting firm Pragmadik, and head of the University of Iowa JPEC startup incubator, delivers a unique, cognitive method for discovering hidden customer needs, converting them quickly into differentiators, and avoiding the pitfalls of traditional research.

Olson also details how individuals and organizations can better tune into customer needs by sharpening their strategic focus, cultivating customer-focused behaviors, and challenging cognitive biases.

For anyone faced with discovering what customers really want, What to Ask delivers a concise approach for spotting those unspoken customer needs and converting them into real customer innovations.

What You Do Is Who You Are

19,000.00

What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building―the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.

Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.

What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted?

Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be―and others want to follow.

When McKinsey Comes To Town

10,000.00

McKinsey & Company is the most prestigious consulting company in the world, earning billions of dollars in fees from major corporations and governments who turn to it to maximize their profits and enhance efficiency. McKinsey’s vaunted statement of values asserts that its role is to make the world a better place, and its reputation for excellence and discretion attracts top talent from universities around the world. But what does it actually do?

In When McKinsey Comes to Town, two prizewinning investigative journalists have written a portrait of the company sharply at odds with its public image. Often McKinsey’s advice boils down to major cost-cutting, including layoffs and maintenance reductions, to drive up short-term profits, thereby boosting a company’s stock price and the wealth of its executives who hire it, at the expense of workers and safety measures. McKinsey collects millions of dollars advising government agencies that also regulate McKinsey’s corporate clients. And the firm frequently advises competitors in the same industries, but denies that this presents any conflict of interest.

In one telling example, McKinsey advised a Chinese engineering company allied with the communist government which constructed artificial islands, now used as staging grounds for the Chinese Navy—while at the same time taking tens of millions of dollars from the Pentagon, whose chief aim is to counter Chinese aggression.

Shielded by NDAs, McKinsey has escaped public scrutiny despite its role in advising tobacco and vaping companies, purveyors of opioids, repressive governments, and oil companies. McKinsey helped insurance companies’ boost their profits by making it incredibly difficult for accident victims to get payments; worked its U.S. government contacts to let Wall Street firms evade scrutiny; enabled corruption in developing countries such as South Africa; undermined health-care programs in states across the country. And much more.

Bogdanich and Forsythe have penetrated the veil of secrecy surrounding McKinsey by conducting hundreds of interviews, obtaining tens of thousands of revelatory documents, and following rule #1 of investigative reporting: Follow the money.

When McKinsey Comes to Town is a landmark work of investigative reporting that amounts to a devastating portrait of a firm whose work has often made the world more unequal, more corrupt, and more dangerous.

When They Win You Win

12,000.00

Businesses everywhere are plagued by managers who seem to think that keeping their staff miserable is the best way to deliver profits. This is a failure of leadership that also hurts the bottom line; research has shown that maintaining a happy, engaged workforce consistently drives measurably better business results across the board.

In When They Win, You Win, Russ Laraway, the Chief People Officer of Goodwater Capital, provides a simple, coherent, and complete leadership standard that teaches organizational planners and managers how to develop incredible levels of employee engagement. The book identifies three key elements: clear direction-setting, frequent coaching, and active engagement with employees on their long-term career goals.

Russ Laraway’s approach to management, developed at Google, Twitter, Qualtrics, and Goodwater, shows the way to cultivate a happy, productive, and engaged team. Happy results are sure to follow―for you, your customers, your shareholders, and your employees alike.

Why Nations Fail

6,000.00

Brilliant and engagingly written, Why Nations Fail answers the question that has stumped the experts for centuries: Why are some nations rich and others poor, divided by wealth and poverty, health and sickness, food and famine?

Is it culture, the weather, geography? Perhaps ignorance of what the right policies are?

Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence?

Daron Acemoglu and James Robinson conclusively show that it is man-made political and economic institutions that underlie economic success (or lack of it). Korea, to take just one of their fascinating examples, is a remarkably homogeneous nation, yet the people of North Korea are among the poorest on earth while their brothers and sisters in South Korea are among the richest. The south forged a society that created incentives, rewarded innovation, and allowed everyone to participate in economic opportunities.

The economic success thus spurred was sustained because the government became accountable and responsive to citizens and the great mass of people. Sadly, the people of the north have endured decades of famine, political repression, and very different economic institutions—with no end in sight. The differences between the Koreas is due to the politics that created these completely different institutional trajectories.

Based on fifteen years of original research Acemoglu and Robinson marshall extraordinary historical evidence from the Roman Empire, the Mayan city-states, medieval Venice, the Soviet Union, Latin America, England, Europe, the United States, and Africa to build a new theory of political economy with great relevance for the big questions of today

Why Startups Fail

14,000.00

Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it.

So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures.

Why The Germans Do It Better

8,000.00

Emerging from a collection of city states 150 years ago, no other country has had as turbulent a history as Germany or enjoyed so much prosperity in such a short time frame. Today, as much of the world succumbs to authoritarianism and democracy is undermined from its heart, Germany stands as a bulwark for decency and stability.Mixing personal journey and anecdote with compelling empirical evidence, this is a critical and entertaining exploration of the country many in the West still love to hate.

Raising important questions for our post-Brexit landscape, Kampfner asks why, despite its faults, Germany has become a model for others to emulate, while Britain fails to tackle contemporary challenges. Part memoir, part history, part travelogue, Why the Germans Do It Better is a rich and witty portrait of an eternally fascinating country.

Win At Work, Succeed At Life

9,000.00

Great leaders are driven to win. Yet career wins can come at great cost to your health, relationships, and personal well-being. Why does it seem impossible to both win at work and succeed at life?

Michael Hyatt and Megan Hyatt Miller know we can do better because he’s seen it in his more than four decades as a successful executive and a loving and present husband and father. Today Michael and his daughter, Megan Hyatt Miller, coach leaders to live the double win. Backed by scholarly research from organizational science and psychology, and illustrated with eye-opening case studies from across the business spectrum and their own coaching clients, Win at Work and Succeed at Life is their manifesto on how you can achieve work-life balance and restore your sanity.

Women & Leadership

5,000.00

s a result of their broad experience on the world stage in politics, economics and global not-for-profits, Ngozi Okonjo-Iweala and Julia Gillard have some strong ideas about the impact of gender on the treatment of leaders.

Women and Leadership takes a consistent and comprehensive approach to teasing out what is different for women who lead. Almost every year new findings are published about the way people see women leaders compared with their male counterparts. The authors have taken that academic work and tested it in the real world. The same set of interview questions were put to each leader in frank face-to-face interviews. Their responses were then used to examine each woman’s journey in leadership and whether their lived experiences were in line with or different from what the research would predict.

Women And Leadership

7,500.00

A powerful call to action for achieving equality in leadership.

Women make up fewer than ten per cent of national leaders worldwide, and behind this eye-opening statistic lies a pattern of unequal access to power. Through conversations with some of the world’s most powerful and interesting women–including Jacinda Ardern, Hillary Rodham Clinton, Christine Lagarde, Michelle Bachelet, and Theresa May–Women and Leadership explores gender bias and asks why there aren’t more women in leadership roles.

Workforce Ecosystems

25,000.00

Who is your workforce? This was a simple question when most organizations focused on hiring full- and part-time employees, but now organizations engage with both internal and external collaborators including subcontractors, freelancers, app developers, marketplace sellers, and others. As technology enables new, more efficient forms of working, and roles become more project- and outcomes-based, workforces are evolving into workforce ecosystems requiring updated strategies, leadership, and management practices.

Workforce Ecosystems by Elizabeth J. Altman, David Kiron, Jeff Schwartz, and Robin Jones is an essential research-driven framework for leading these complex, interconnected workforces. Drawing on case studies, worldwide surveys, and extensive interviews with C-suite executives and senior leaders from Amazon, IBM, Mayo Clinic, NASA, Nike, Roche, Unilever, the US Army, Walmart, and others, the authors explore what workforce ecosystems are and how to navigate their unique challenges and opportunities.

Practical and field-tested, Workforce Ecosystems will prepare leaders to identify distinguishing characteristics of workforce ecosystems; take advantage of their increasing relevance as the world becomes more interconnected and technology-enabled; refine business strategies to incorporate them; focus leadership, management practices, and technologies to leverage them; and traverse the ethical, societal, and public policy considerations of workforce ecosystems.

Working Backwards

12,000.00

In Working Backwards, two long-serving Amazon executives reveal the principles and practices that have driven the success of one of the most extraordinary companies the world has ever known. With twenty-seven years of Amazon experience between them―much of it during the period of unmatched innovation that created products and services including Kindle, Amazon Prime, Amazon Studios, and Amazon Web Services―Bryar and Carr offer unprecedented access to the Amazon way as it was developed and proven to be repeatable, scalable, and adaptable.

With keen analysis and practical steps for applying it at your own company―no matter the size―the authors illuminate how Amazon’s fourteen leadership principles inform decision-making at all levels of the company. With a focus on customer obsession, long-term thinking, eagerness to invent, and operational excellence, Amazon’s ground-level practices ensure these characteristics are translated into action and flow through all aspects of the business.

Working Backwards is both a practical guidebook and the story of how the company grew to become so successful. It is filled with the authors’ in-the-room recollections of what “Being Amazonian” is like and how their time at the company affected their personal and professional lives. They demonstrate that success on Amazon’s scale is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices―shared here for the very first time.

Whatever your talent, career or organization might be, find out how you can put Working Backwards to work for you.

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