Business & Economics

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?

Hundreds of millions of people use Apple products every day; several thousand work on Apple’s campus in Cupertino, California; but only a handful sit at the drawing board. Creative Selection recounts the life of one of the few who worked behind the scenes, a highly-respected software engineer who worked in the final years of the Steve Jobs era―the Golden Age of Apple.

Ken Kocienda offers an inside look at Apple’s creative process. For fifteen years, he was on the ground floor of the company as a specialist, directly responsible for experimenting with novel user interface concepts and writing powerful, easy-to-use software for products including the iPhone, the iPad, and the Safari web browser. His stories explain the symbiotic relationship between software and product development for those who have never dreamed of programming a computer, and reveal what it was like to work on the cutting edge of technology at one of the world’s most admired companies.

Kocienda shares moments of struggle and success, crisis and collaboration, illuminating each with lessons learned over his Apple career. He introduces the essential elements of innovation―inspiration, collaboration, craft, diligence, decisiveness, taste, and empathy―and uses these as a lens through which to understand productive work culture.

An insider’s tale of creativity and innovation at Apple, Creative Selection shows readers how a small group of people developed an evolutionary design model, and how they used this methodology to make groundbreaking and intuitive software which countless millions use every day.

Right now, vast amounts of time and money are being invested all round the world in building global brands and organisations. But where are the global leaders who will lead them? Leaders who can cross cultural boundaries: between east and west, and north and south; between faiths and beliefs; between public, private and voluntary sectors; and between the generations?

Where are the leaders who can lead in what Julia calls the “magnet cities” of the world: where the world’s most talented young people will convene? Because these people will simply turn their backs on bosses who demand that their teams think and behave alike.

The race is on to develop leaders with CQ. And this book is designed to give readers a decisive head start.

In the process, Julia has spoken to leaders all round the world, and invited them to tell their own CQ stories: successful and disastrous, serious and funny, poignant, pragmatic and often highly personal. The result is surprising, challenging and frequently uncomfortable (there is no simplistic advice here about how to exchange business cards in the correct local manner).

But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines – and grasp it.

When businesses try to “do AI,” they place an abstract solution before problems and customers without fully considering whether it is wise, whether the hype is true, or how AI will impact their organization in the long term. Often absent is sound reasoning for why they should go down this path in the first place.

Doing AI explores AI for what it actually is—and what it is not— and the problems it can truly solve. In these pages, author Richard Heimann unravels the tricky relationship between problems and high-tech solutions, exploring the pitfalls in solution-centric thinking and explaining how businesses should rethink AI in a way that aligns with their cultures, goals, and values.

As the Chief AI Officer at Cybraics Inc., Richard Heimann knows from experience that AI-specific strategies are often bad for business. Doing AI is his comprehensive guide that will help readers understand AI, avoid common pitfalls, and identify beneficial applications for their companies.

This book is a must-read for anyone looking for clarity and practical guidance for identifying problems and effectively solving them, rather than getting sidetracked by a shiny new “solution” that doesn’t solve anything.