Business & Economics

The fiber-optic cables that weave the World Wide Web, the copper veins of our electric grids, the silicon chips and lithium batteries that power our phones and cars: though it can feel like we now live in a weightless world of information—what Ed Conway calls “the ethereal world”—our twenty-first-century lives are still very much rooted in the material.

In fact, we dug more stuff out of the earth in 2017 than in all of human history before 1950. For every ton of fossil fuels, we extract six tons of other materials, from sand to stone to wood to metal. And in Material World, Conway embarks on an epic journey across continents, cultures, and epochs to reveal the underpinnings of modern life on Earth—traveling from the sweltering depths of the deepest mine in Europe to spotless silicon chip factories in Taiwan to the eerie green pools where lithium originates.

Material World is a celebration of the humans and the human networks, the miraculous processes and the little-known companies, that combine to turn raw materials into things of wonder. This is the story of human civilization from an entirely new perspective: the ground up.

Over the course of 7 decades Ralph Nader has been Corporate America’s fiercest critic. Supreme Court Justice William Powell singled out Nader in his infamous memo as the “single most effective antagonist of American business… [the] target of his hatred… is corporate power.”

But now, in a book that will surprise both his fans and critics, Nader profiles a small group of CEOs who he believes performed extraordinarily well as business leaders and civic reformers, some well-known, some not, who should be celebrated as exceptions whose life and career should be a course of emulation and inspiration for students of business, executives and the wider citizenry.

This select group of mavericks and iconoclasts — which includes The Body Shop’s Anita Roddick, Patagonia’s Yvon Chouinard, Vanguard’s John Bogle and Busboys and Poets’ Andy Shallal —give us, Nader writes, “a sense of what might have been and what still could be if business were rigorously framed as a process that was not only about making money and selling things but improving our social and natural world.”

Avoid the speed trap! Discover how changemakers can find lasting solutions to urgent social problems through a proven 5-step process for listening thoughtfully, building broad support, and exploring unconventional options.

Society celebrates leaders who promise fast, easy solutions to the world’s problems—but quick fixes are just mirages that fade, leaving us with the same broken systems. The truth is, effective social change happens through slow, intentional actions. The author, a globally acclaimed social entrepreneur, offers a 5-step process for taking the slow lane to change—the lane that gets you to the right place faster:

– Listening—Listen to build trust, which can change hearts and minds and allow for something new to emerge.
– Holding the urgency—Accept that even in moments of crisis you can move only at the speed of trust instead of rushing into action.
– Sharing the agency—Create an inclusive environment where everyone can lead.
– Healing democracy—Build bridges that allow marginalized people to participate.
– Maintaining curiosity—Be inspired by nontraditional sources.

Using dozens of examples—prison reform in England, urban development in Venezuela, healthcare in the Navajo Nation, early childhood education in New York, and many more—The Slow Lane shows how, by following the principles taught in this book, readers can create lasting change.

There are moments when we achieve peak performance: An athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often elusive, and for every amazing day, we may have a hundred ordinary and even unsatisfying days. Fulfillment doesn’t come from isolated peak experiences, but rather from many consistent good days. So how do we sustain performance, while avoiding burnout and maintaining balance?

In Optimal, Daniel Goleman and Cary Cherniss reveal how emotional intelligence can help us have a great day, any day. They explain how to set a realistic, attainable goal of feeling satisfied that you’ve had a productive day — to consistently work at your ‘optimal’ level. Based on research of how hundreds of people build the inner architecture of having a good day, they sketch what an optimal state feels like, and show how emotional intelligence holds the key to our best performance.

Optimal is the culmination of decades of scientific discoveries bearing on emotional intelligence. Enhanced emotional intelligence pays off in improved engagement, productivity, and more satisfying days. In this book, you’ll find the keys to competence in emotional intelligence, and practical methods for applying this skill set more readily. It will equip you to become a highly effective leader and enable you to build an organizational culture that empowers workers to sustain high performance.

Don’t risk the dire consequences of your work processes becoming obsolete—discover a powerful model for constant, ongoing, enterprise-wide process evolution and optimization.

If you have a great product, but don’t have the operations in place to efficiently and effectively support it—production, manufacturing, sales, finance, human resources, etc.—you won’t succeed. Product innovation is seen as flashier and so gets far more attention, but you can create an enduring competitive advantage by revolutionizing business operations.

The problem is most attempts to improve business operations are reactive, sporadic, and siloed. Tony Saldanha and Filippo Passerini’s Dynamic Process Transformation model provides a living model for constant, ongoing process evolution and optimization.

The authors focus on maximizing three drivers of change. First, “open market rules”—each business process must be run as a separate business, instead of via monolithic mandates coming down from on high. Second, there must be “unified accountability”— outcomes must be clear and consistent across the company, instead of being siloed within departments. And third, there needs to be a “dynamic operating engine,” a methodology to convert the constantly changing business process goals into tactical day-to-day employee actions.

With numerous examples from leading companies, this book shows how to proactively keep business processes across the company from becoming obsolete and take advantage of a neglected key to success.