Business & Economics

Once one of Silicon Valley’s greatest success stories, Facebook has been under constant fire for the past five years, roiled by controversies and crises. It turns out that while the tech giant was connecting the world, they were also mishandling users’ data, spreading fake news, and amplifying dangerous, polarizing hate speech.

The company, many said, had simply lost its way. But the truth is far more complex. Leadership decisions enabled, and then attempted to deflect attention from, the crises. Time after time, Facebook’s engineers were instructed to create tools that encouraged people to spend as much time on the platform as possible, even as those same tools boosted inflammatory rhetoric, conspiracy theories, and partisan filter bubbles. And while consumers and lawmakers focused their outrage on privacy breaches and misinformation, Facebook solidified its role as the world’s most voracious data-mining machine, posting record profits, and shoring up its dominance via aggressive lobbying efforts.

Drawing on their unrivaled sources, Sheera Frenkel and Cecilia Kang take readers inside the complex court politics, alliances and rivalries within the company to shine a light on the fatal cracks in the architecture of the tech behemoth. Their explosive, exclusive reporting led them to a shocking conclusion: The missteps of the last five years were not an anomaly but an inevitability—this is how Facebook was built to perform. In a period of great upheaval, growth has remained the one constant under the leadership of Mark Zuckerberg and Sheryl Sandberg. Both have been held up as archetypes of uniquely 21st century executives—he the tech “boy genius” turned billionaire, she the ultimate woman in business, an inspiration to millions through her books and speeches. But sealed off in tight circles of advisers and hobbled by their own ambition and hubris, each has stood by as their technology is coopted by hate-mongers, criminals and corrupt political regimes across the globe, with devastating consequences. In An Ugly Truth, they are at last held accountable.

Masterful Marketing draws upon extensive case studies and research to provide practical guidance that will prove invaluable for any marketer, regardless of their seniority or sector. It focuses particularly on a value-based approach, providing insights that will allow the reader to recognise and effectively target the customers, platforms and approaches that will have the greatest returns.

Social and technological developments have transformed both the nature and effect of marketing. Previously, large sums of money could almost guarantee that a new campaign will be noticed, or that new branding will become iconic. Yet, with the onset of social media and the downturn in traditional media avenues, the primary platforms for marketing have become democratised. While access to such platforms may be easy and often cheap, they are competitive battlegrounds in which a marketer must vie for the customer’s attention with any number of distractions or competitors. Only through the value-based approaches outlined in Masterful Marketing will your marketing efforts stand out in this crowd and draw in customers.

In today’s marketing world, your personal brand, the relationships you build and the expertise you share has the capacity to move you from best kept secret to highly sought expert. This is mainly contingent upon the value based marketing you create. With this book, readers will gain the combined experience and wisdom of its co-authors Alan Weiss and Lisa Larter. Alan brings his decades of experience as a consultant and entrepreneur to provide practical, motivational guidance, while Lisa brings her expertise as a digital marketer and strategist to provide fascinating research-based insights into marketing strategy.

The world’s most powerful CEOs never saw it coming. In 2018, after a decade-long bull market, the CEO of American Airlines declared, “I don’t think we’re ever going to lose money again.” The U.S. entered March 2020 riding an eleven-year economic high, with unemployment at record lows, the Dow Jones flirting with 30,000, and the good times certain to continue. By the end of the month, ten million people were out of work, iconic firms were begging for bailouts, and countless small businesses were in freefall. Slick consulting teams and country-club connections were suddenly of little use: CEOs were fumbling in the dark, tossing out long-term strategy and making decisions on the fly that, they hoped, might just save them.

In Crash Landing, Liz Hoffman shows how the pandemic set the economy on fire—but if you look closely, the tinder was already there. After 2008, corporate leaders had embraced cheap debt and growth at all costs. Wages went stagnant. Millions were pushed into the gig economy. Companies crammed workers into offices, and airlines did the same with planes. Wall Street cheered on this relentless march toward efficiency, overlooking its collateral damage.

Based on access to an astonishing array of business titans, Crash Landing is Liz Hoffman’s account of the most remarkable year in modern economic history. She takes readers into the beating heart of the twenty-first-century economy, revealing how the pandemic exposed its pressure points. Bankruptcies decimate retail. Banking and pharma rivals team up. Bleeding cash, airlines like Delta weigh safety against survival. An untested White House fumbles for the 2008 playbook. There’s Goldman Sachs’s David Solomon blindsided by a virus in the middle of a high-stakes reinvention; American Airlines’s Doug Parker, shuttling between K Street and the White House, determined to secure a multi-billion-dollar bailout; and Ford’s Jim Hackett, gambling on the switch from cars to ventilators.

In Crash Landing, Hoffman probes the pandemic’s implications for the future of work, corporate leadership, and capitalism itself, asking: Will this remarkable time give rise to newfound resilience, or become just another costly mistake to be forgotten?

There’s a revolution afoot . . . don’t be left behind. A new dawn has broken. Business has changed profoundly—fueled by aggressively advancing technology and a volatile global economy. So why has most business culture remained unchanged? Most organizations are closed, secretive, siloed, slow to change, and deeply hierarchical. It’s time to shock these cultures. Let’s burn up the old and start something new.

The wonderfully inspiring Will McInnes is here to make a change—he wants us all to work in places that are supportive, open, conducive to creativity, motivating, and fun. In this book he maps out brilliant ways to create an uplifting work culture. Learn to create a more open, democratic, and productive workplace

Packed with real-world examples and backed up by facts
Step-by-step, practical framework with actionable tasks to help you transform the way you work for the better

When it comes to the gender gap, it is not enough to ask women to “lean in” and demand promotions and raises. Organizations have an obligation to level up and provide women with more opportunities for advancement. In this book, leadership and governance expert Carol Geffner makes a strong case that for women to reach their full potential, workplaces and their leaders must take a more proactive role in combating gender discrimination.

Based on over 200 hours of interviews with women leaders in the United States and abroad, Building a New Leadership Ladder demonstrates that even when women are promoted to leadership positions, they are rarely given access to the same support networks as their male colleagues. Covering sectors as diverse as higher education, health care, law enforcement, and the military, the book identifies common strategies that all organizations can use to remove obstacles for women’s advancement.

More than a how-to guide on how women can ascend to the top, Building a New Leadership Ladder is a bold call to action for organizations and their leaders to proactively foster the conditions under which women’s efforts to rise up are consistently recognized and rewarded.

The guide for anyone who deals with difficult authority figures at work.

Sooner or later, we all have to work for someone we can’t stand-whether it’s an inept supervisor, an undermining department head, or an overly demanding client. When that happens, some people quit, some suffer in silence, and others cope by sulking, obsessing, or retaliating.

But you can take charge of this crucial workplace relationship. In this book, Katherine Crowley and Kathi Elster, authors of the bestseller Working for You Is Killing Me, offer concrete examples of bad boss scenarios and a proven four-step program for improving each situation: