Introduction by Nick Cohn. In this classic book, Jon Bradshaw follows six full-time gamblers who never lose, including three legendary poker players Johnny Moss, Pug Pearson and Titanic Thompson; tennis player Bobby Riggs; pool player Minnesota Fats and backgammon player Tim Holland. His evocation of ambience and his dramatic description of the games themselves are fascinating, but Bradshaw also deftly probes their minds and hearts as he attempts to define what makes some men winners and most men losers.
Fast Company, the world’s leading business media brand, offers a comprehensive and vibrant look at the way design has permeated all areas of life and work Design has become a critical part of doing business in today’s economy. Some of the most innovative companies in tech—Apple, Airbnb, Google, Tesla, and many more—have made human-centered design a hallmark of their brands. From fashion to architecture to office plans, and from digital processes to artisanal craftsmanship, design is having a moment in business. Or maybe business is finally having its design moment. Fast Company Innovation by Design highlights the people, companies, and trends that have steadily advanced design to the forefront of the business conversation. Drawing from Fast Company’s vast library of stories that chronicle innovation in technology, leadership, world-changing ideas, and creativity, this lively book is urgent reading for any anyone seeking to understand the ways that design is fundamentally changing and enhancing business and daily life. A focus on “green” and socially conscious design draws attention to creative solutions to the most pressing concerns we face today.
No one burned hotter than Eve Babitz. Possessing skin that radiated “its own kind of moral laws,” spectacular teeth, and a figure that was the stuff of legend, she seduced seemingly everyone who was anyone in Los Angeles for a long stretch of the 1960s and ’70s. One man proved elusive, however, and so Babitz did what she did best, she wrote him a book. Slow Days, Fast Company is a full-fledged and full-bodied evocation of a bygone Southern California that far exceeds its mash-note premise. In ten sun-baked, Santa Ana wind–swept sketches, Babitz re-creates a Los Angeles of movie stars distraught over their success, socialites on three-day drug binges holed up in the Chateau Marmont, soap-opera actors worried that tomorrow’s script will kill them off, Italian femmes fatales even more fatal than Babitz. And she even leaves LA now and then, spending an afternoon at the house of flawless Orange County suburbanites, a day among the grape pickers of the Central Valley, a weekend in Palm Springs where her dreams of romance fizzle and her only solace is Virginia Woolf. In the end it doesn’t matter if Babitz ever gets the guy—she seduces us.
The greatest articles from "Fast Company," the hottest business magazine of the past decade, have been culled into this hardcover collection, featuring contributions from Tom Peters, John McCain, Daniel Pink, and many others.
“Deepak Chopra lights the way to twenty-first century leadership, where consciousness, love, and compassion redefine the locus of power in relationships and organizations.”—John Mackey, co-CEO Whole Foods Market Bestselling author and spiritual guide Deepak Chopra invites you to become the kind of leader most needed today: a leader with vision who can make that vision real. Chopra has been teaching leadership to CEOs and other top executives for eight years, and the path outlined in The Soul of Leadership applies to any business, but the same principles are relevant in every community and area of life, from family and home to school, place of worship, and neighborhood. “At the deepest level,” Chopra writes, “a leader is the symbolic soul of a group.” With clear, practical steps, you are led through the crucial skills outlined in the acronym L-E-A-D-E-R-S: L = Look and Listen E = Emotional Bonding A = Awareness D = Doing E = Empowerment R = Responsibility S = Synchronicity After identifying your own soul profile and the core values you want to develop, you can use these seven skills to allow your potential for greatness to emerge. Only from the level of the soul, Chopra contends, are great leaders created. Once that connection is made, you have unlimited access to the most vital qualities a leader can possess: creativity, intelligence, organizing power, and love. The Soul of Leadership aims to fill the most critical void in contemporary life, the void of enlightened leaders. “You can be such a leader,” Chopra promises. “The path is open to you. The only requirement is that you learn to listen to your inner guide.” In this unique handbook you are shown how to do just that, in words as practical as they are uplifting. The future is unfolding at this very minute, and the choice to lead it lies with each of us, here and now.
Jeff Lawson, developer turned CEO of Twilio (one of Bloomberg Businessweek's Top 50 Companies to Watch in 2021), creates a new playbook for unleashing the full potential of software developers in any organization, showing how to help management utilize this coveted and valuable workforce to enable growth, solve a wide range of business problems, and drive digital transformation. From banking and retail to insurance and finance, every industry is turning digital, and every company needs the best software to win the hearts and minds of customers. The landscape has shifted from the classic build vs. buy question, to one of build vs. die. Companies have to get this right to survive. But how do they make this transition? Software developers are sought after, highly paid, and desperately needed to compete in the modern, digital economy. Yet most companies treat them like digital factory workers without really understanding how to unleash their full potential. Lawson argues that developers are the creative workforce who can solve major business problems and create hit products for customers—not just grind through rote tasks. From Google and Amazon, to one-person online software companies—companies that bring software developers in as partners are winning. Lawson shows how leaders who build industry changing software products consistently do three things well. First, they understand why software developers matter more than ever. Second, they understand developers and know how to motivate them. And third, they invest in their developers' success. As a software developer and public company CEO, Lawson uses his unique position to bridge the language and tools executives use with the unique culture of high performing, creative software developers. Ask Your Developer is a toolkit to help business leaders, product managers, technical leaders, software developers, and executives achieve their common goal—building great digital products and experiences. How to compete in the digital economy? In short: Ask Your Developer.
Manny Ramos is the fastest guy on the Hudson City Youth football team—maybe even the fastest in his school—so the new track club seems perfect for him. His light weight could finally be a benefit instead of a curse! When he first sees the enormous indoor sporting complex where he’ll race some of the fastest guys around, Manny is awed. Will his time in the 800 meters be any competition for guys who’ve been racing for years? Manny is determined to put in the time and effort to be a track contender He’s finally found his sport.
From The Rules of Business Rule #1 The first rule of business is the same as the first rule of life: Adapt or die. “What gets measured, gets done.” —Peter Drucker Rule #8 Nothing is more overrated than a new idea. Ideas by themselves are worthless. It’s what you do with them that matters. “Bet on the jockey, not on the horse.” —Malcolm Forbes “Best practices usually aren’t.” —Christopher Locke, co-author, The Cluetrain Manifesto Rule #49 If it is not right, don’t do it; if it is not true, don’t say it. “If you think you’re too small to have an impact, try going to bed with a mosquito in the room.” —Dame Anita Roddick, founder, The Body Shop In THE RULES OF BUSINESS, Fast Company’s renowned editor in chief, John Byrne and the writers and editors of Fast Company, distill the major ideas and principles of the world of business into fifty-five essential rules. These rules are elaborated on and enhanced by quotes and insights from over 200 business leaders, practitioners, and thinkers into what is sure to be an essential desk reference for managers, professionals, and executives-to-be. Published on the tenth anniversary of the magazine, FAST COMPANY’S THE RULES OF BUSINESS features the essential principles behind today’s most important business topics, from customer service to innovation, from strategic thinking to leadership and management. The book introduces each category with a two-page commentary, and weaves two to four essential rules throughout every chapter. At the end of each chapter a boxed, bulleted “Fast Take” section gives readers specific takeaways they can use in their day-to-day work. The heart of each chapter, however, is the quotes and insights on the subject culled from the great minds in business, both living and historical—leaders and thinkers such as Machiavelli and Jack Welch, Adam Smith and his invisible hand and Tom Peters on marketing Me, Inc., Michael Porter on (what else?) strategy and A.G. Lafley, Jeff Bezos on the perils of hiring the wrong person and Bill Gates on the value of information technology, Anne Mulcahy and Warren Buffett, and many more. FAST COMPANY’S THE RULES OF BUSINESS is the ultimate desk reference.
Bored with life working at a law firm, David M. Gross agrees to a friend's proposal to move to Bologna and help revamp the image of a legendary but unprofitable motorcycle empire. His plan revolves around featuring the company's flamboyant factory workers (when not on strike) in ads, Versace-clad with espressos in hand. And in the meantime, Gross falls in love--with motorcycles.
The market for business knowledge is booming as companies looking to improve their performance pour millions of pounds into training programmes, consultants, and executive education. Why then, are there so many gaps between what firms know they should do and waht they actual do? This volume confronts the challenge of turning knowledge about how to improve performance into actions that produce measurable results. The authors identify the causes of this gap and explain how to close it.
